Fiscal Year 2016-2017Annual Program of Services
Town of Trophy Club
2016-2017
2 Annual Program of Services- 2017
Annual Program of Service
3Annual Program of Services- 2017
Table of Contents
INTRODUCTION
COUNCIL VOTE & TAX RATE ...................................................................................................................................................5
PREPARED BY ...........................................................................................................................................................................6
KEY OFFICIALS ..........................................................................................................................................................................7
BUDGET AWARD ......................................................................................................................................................................8
READER’S GUIDE ....................................................................................................................................................................9
BUDGET CALENDAR ...............................................................................................................................................................13
MANAGER’S MESSAGE ...........................................................................................................................................................14
STRATEGIC PLANNING
STRATEGY MAP .......................................................................................................................................................................19
FIVE-YEAR FORECAST ...........................................................................................................................................................20
STRATEGIC PLAN ....................................................................................................................................................................21
ORGANIZATION
ORGANIZATIONAL CHART ...................................................................................................................................................23
FULL-TIME EQUIVALENT SUMMARY .................................................................................................................................24
TAX RATE
TAX RATE CALCULATION .....................................................................................................................................................26
TAXABLE VALUES, TAX RATES, AND TAX RATIOS ............................................................................................................27
BUDGET IN BRIEF
BUDGET IN BRIEF ..................................................................................................................................................................29
ALL FUNDS SUMMARIES
ALL FUNDS SUMMARY FISCAL YEAR 2017 .........................................................................................................................38
ALL FUNDS SUMMARY (THREE-YEAR) ..............................................................................................................................40
SUPPLEMENTAL ITEMS, CAPITAL & EQUIPMENT REPLACEMENT
CAPITAL & EQUIPMENT REPLACEMENT ...........................................................................................................................43
SUPPLEMENTAL ITEMS ........................................................................................................................................................44
THE GENERAL FUND
GENERAL FUND ANALYSIS ..................................................................................................................................................48
MANAGER’S OFFICE ...............................................................................................................................................................55
LEGAL ......................................................................................................................................................................................58
POLICE ......................................................................................................................................................................................61
EMERGENCY MEDICAL SERVICES ......................................................................................................................................65
STREETS ...................................................................................................................................................................................79
4 Annual Program of Services- 2017
PARKS........................................................................................................................................................................................72
MEDIANS ..................................................................................................................................................................................76
RECREATION ...........................................................................................................................................................................77
COMMUNITY EVENTS ............................................................................................................................................................81
COMMUNITY DEVELOPMENT ..............................................................................................................................................82
PLANNING & ZONING ............................................................................................................................................................85
FINANCE ..................................................................................................................................................................................86
MUNICIPAL COURT ...............................................................................................................................................................89
HUMAN RESOURCES ..............................................................................................................................................................91
INFORMATION SERVICES .....................................................................................................................................................95
FACILITY MAINTENANCE .....................................................................................................................................................98
OTHER MAJOR FUNDS
CAPITAL PROJECTS FUND ..................................................................................................................................................100
DEBT SERVICE FUND ...........................................................................................................................................................102
SPECIAL REVENUE FUNDS
COURT SECURITY FUND ......................................................................................................................................................109
COURT TECHNOLOGY FUND ...............................................................................................................................................110
CRIME CONTROL PREVENTION DISTRICT FUND ............................................................................................................111
ECONOMIC DEVELOPMENT CORPORATION 4B FUND ...................................................................................................113
HOTEL OCCUPANCY TAX FUND .........................................................................................................................................115
STREET MAINTENANCE SALES TAX FUND.......................................................................................................................117
TAX INCREMENT REINVESTMENT ZONE #1 FUND ........................................................................................................119
RECREATION PROGRAM FUND ..........................................................................................................................................120
ANNIVERSARY FUND ...........................................................................................................................................................121
PROPRIETARY FUNDS
TROPHY CLUB PARK FUND .................................................................................................................................................123
STORM DRAINAGE UTILITY FUND ....................................................................................................................................126
CAPITAL IMPROVEMENT PROGRAM
CAPITAL IMPROVEMENT PROGRAM .................................................................................................................................131
SUPPLEMENTAL INFORMATION
ABOUT THE TOWN OF TROPHY CLUB ..............................................................................................................................170
PROCUREMENT POLICIES AND PROCEDURES ................................................................................................................172
INVESTMENT POLICY ...........................................................................................................................................................195
CASH HANDLING POLICY ...................................................................................................................................................208
DEBT MANAGEMENT POLICIES AND PROCEDURES ......................................................................................................210
FUND BALANCE POLICY ......................................................................................................................................................212
FLEET REPLACEMENT POLICY ...........................................................................................................................................215
GLOSSARY ..............................................................................................................................................................................219
ACRONYMS ............................................................................................................................................................................224
Table of Contents
5Annual Program of Services- 2017
Council Vote & Tax Rate
Municipal Tax Rate
New Homes Construction
118
This budget will raise more total property taxes than last
year’s budget by $600,999, which is an 8.04% increase from
last year’s budget. The property tax revenue to be raised from
new property added to the tax roll this year is $304,521.
$ 500,727
9.94%
12,677
-2.27%
$0.473
Average New Home Value
Growth in Property Values
Estimated Town Population
Decrease in Property Tax Rate
Per $100 of assessed valuation
Tax Rate
The Town Council voted on September 27, 2016 to adopt a tax rate that exceeded the effective rate, but was lower than the rollback rate. This is the fifth consecutive year that the Town Council has lowered the property tax rate.
Name Title For Against
Nick Sanders Mayor X
Greg Lamont Mayor Pro Tem X
Tim Kurtz Council Member X
Jim Parrow Council Member X
Garrett Reed Council Member X
Rhylan Rowe Council Member X
Philip Shoffner Council Member X
2015-2016 2016-2017
LAST YEAR CURRENT
YEAR
Maintenance & Operations (M&O)$0.374000/$100 $0.363000/$100
Interest & Sinking (I&S)$0.110000/$100 $0.110000/$100
Total Property Tax Rate $0.484000/$100 $0.473000/$100
Mandated Rate Calculations
Rollback Tax Rate $0.496987/$100 $0.490084/$100
Effective Tax Rate $0.462128/$100 $0.455562/$100
Effective M&O Rate $0.352128/$100 $0.345562/$100
Interest & Sinking (I&S)$0.110000/$100 $0.110000/$100
Tax Supported Debt Service $1,727,067 $1,967,178
6 Annual Program of Services- 2017
Finance Team
April Duvall, CGFO
Steven Glickman, CPA, CGFO Amber Karkauskas, MS
John Zagurski, MPA, CGFO
Chief Financial Analyst
Assistant Town Manager/CFO Controller
Strategic Services Coordinator
April Duvall has over ten years of local government
finance experience, and she has served the Town
of Trophy Club for five years. April holds the
distinction of a Certified Government Finance
Officer awarded to her by the Government
Finance Officers Association of Texas.
Steven Glickman received his bachelor degree in
Accounting from the University of North Texas,
is a Certified Public Accountant, and has earned
the distinction of Certified Government Finance
Officer (CGFO). He has over ten years of local
government experience. Steven has served the
Town of Trophy Club for three years.
Amber Karkauskas has a bachelor degree in Legal
Studies from the University of Central Florida
and a Master of Accounting from Florida Atlantic
University. She has over ten years of accounting
experience. She has served the Town of Trophy
Club for over a year.
John Zagurski has been with the Town of Trophy
Club for three years. He holds a Master of Public
Administration from the University of North
Texas. John holds the distinction of a Certified
Government Finance Officer awarded to her by
the Government Finance Officers Association of
Texas.
7Annual Program of Services- 2017
Key Officials Town Council
Pictured left to right: (seated) Council Member Jim Parrow, Mayor Nick Sanders,
Mayor Pro Tem Greg Lamont, (standing) Council Member Garrett Reed, Council
Member Rhylan Rowe, Council Member Tim Kurtz, and Council Member Philip
Shoffner
Appointed Officials
Acting Town Manager Patrick Arata
Town Attorney David Dodd
Town Secretary Holly Fimbres
Municipal Judge Honorable Mark Chambers
Management Team
Assistant Town Manager/Chief Financial Officer Steven Glickman, CPA
Interim Emergency Medical Services & Fire Chief Rick Lasky
Human Resources Director Carmel Fritz
Information Systems Director Mike Pastor
Infrastructure & Development Services Manager Pat Cooke
Parks & Recreation Director Adam Adams
Police Chief Patrick Arata
8 Annual Program of Services- 2017
THE GOVERNMENT FINANCE OFFICERS ASSOCIATION OF THE UNITED STATES AND CANADA
(GFOA) HAS PRESENTED A DISTINGUISHED BUDGET PRESENTATION AWARD TO THE TOWN OF
TROPHY CLUB FOR THE ANNUAL BUDGET BEGINNING OCTOBER 01, 2015.
IN ORDER TO RECEIVE THIS AWARD A GOVERNMENTAL UNIT MUST PUBLISH A BUDGET DOCU-
MENT THAT MEETS PROGRAM CRITERIA AS A POLICY DOCUMENT, AS AN OPERATIONS GUIDE, AS
A FINANCIAL PLAN, AND AS A COMMUNICATIONS DEVICE.
THIS AWARD IS VALID FOR A PERIOD OF ONE YEAR ONLY. WE BELIEVE OUR CURRENT BUDGET
CONTINUES TO CONFORM TO PROGRAM REQUIREMENTS AND WE ARE SUBMITTING IT TO GFOA
TO DETERMINE ITS ELIGIBILITY FOR ANOTHER AWARD.
9Annual Program of Services- 2017
Readers Guide
MAJOR BUDGET DOCUMENTS
The Town of Trophy Club’s budget process
includes the production of the following three
key documents: the Manager’s Message, the
Proposed Budget, and the Adopted Budget. It is
important to understand the timing and purpose
of these documents in order to fully understand
the process itself.
The Manager’s Message
The Manager’s Message is submitted to Town
Council as a part of the proposed budget. This
report summarizes and identifies key issues
with regard to revenues, expenditures, and
programming for the coming year.
The Proposed Budget
Pursuant to the Town Charter, the proposed
budget must be submitted to Town Council.
In accordance with state law, this document
represents a balanced version of departmental
budget requests versus projected revenues.
The proposed budget is a product of policy as
expressed by the Town Council and is prepared
by the Town Manager, Assistant Town Manager/
CFO, and Finance Department.
Department with help from the departments that
generate the revenue. Projections are based upon
consultations with state and local agencies, trend
analysis, anticipated changes in the local and
regional economy, and discussions with directly
associated staff members. Although revenue
projections are prepared early in the budget
process, the revenue analysis continues with
departmental budget development and extends
until the budget is adopted based upon any new
information.
Proposed Budget Analysis/Compilation
The Finance Department reviews and compiles
a preliminary draft of departmental budgets to
present to the Budget Team, which is comprised
of the Town Manager, Assistant Town Manager/
CFO, Controller, and Strategic Services
Coordinator. During Budget Team discussions,
any department director may be asked to answer
questions from the entire group concerning their
budget. Given revenue projections and baseline
funding requirements, budget funding changes
are made according to necessity and priority. A
total recommended funding level is determined
and weighed against available resources.
Proposed Budget Development
The Town Manager, in accordance with state
The Adopted Budget
The adopted budget represents a modified
version of the proposed budget after public
hearings and Town Council review throughout
the summer. Any changes deemed necessary
by Town Council to programming levels or
revenue projections are reflected in the adopted
budget. Revisions may also be made to reflect
any updates to budget information.
THE BUDGET PROCESS
The Town of Trophy Club uses a program-based
budgeting process. Each department budget for
the programs that have been appropriated in
the preceding years budget. Each departments
individual line items are examined thoroughly
during the budget process to determine the
appropriate level of funding needed to provide
the service. Any funding request that represents
new expenditures and programs, must be
submitted as a supplemental request. These
supplemental requests may be new equipment,
personnel, or service level increases.
Revenue Projections
The budgeted revenue projections for fiscal
year 2016 began early in the 2015 fiscal year.
The projections were calculated by the Finance
The Reader’s Guide provides an overview of the Town of Trophy Club’s budget process and budget documents. The Town
of Trophy Club has prepared a budget designed to meet the highest standards of performance in municipal budgeting.
This document provides a summary of all budgeted funds, including both revenue and expenditure summaries. Major
budget documents, the budget process, and the organization of the budget itself are described below.
10 Annual Program of Services- 2017
law (Charter Section 9.02), shall prepare and
submit to Town Council the annual budget
for the next fiscal year. The Town Manager’s
proposed budget should assume, for each fund,
operating revenues and reserves that are equal
to, or exceed, operating expenditures. The Town
Manager’s budget message summarizes funding
requirements, major changes in programs, and
alternatives for funding.
Capital Improvement Program
The Town Manager shall prepare and submit
to the Town Council a five (5) year capital
improvement program no later than the first day
of August each year. The capital program shall
be revised and extended each year with regard
to capital improvements still pending or in the
process of construction or acquisition (Charter
Section 9.08).
Public Hearing/Budget Adoption
A public hearing on the proposed budget and
two public hearings on the tax rate (if required by
Truth in Taxation laws) are held in August and
September prior to final budget consideration.
At the public hearings, citizens may make formal
comments concerning the proposed budget. The
public also has the opportunity to attend Town
Council budget workshop sessions throughout
the process.
Budget adoption occurs in September after
Town Council deliberations and public hearings.
The Town Council adopts a tax rate to support
adopted funding levels. Pursuant to the Town
Charter, the budget in place for the preceding
year shall remain in place on a month-to-month
basis until such time as a new budget has been
adopted if no Town Council action is taken
before the end of the fiscal year, September 30.
Compilation of Adopted Budget/
Budget Maintenance
The adopted budget is compiled and published
during the first months of the new fiscal
year. The adopted budget in the form of an
amended proposed budget is available for public
inspection in October. General Ledger accounts
are prepared for the new fiscal year prior to
October 1.
Budget maintenance is a year-round activity of
divisions/departments and Finance Department
presented component-units: the Economic
Development Corporation 4B (EDC 4B) and the
Tax Increment Reinvestment Zone #1 (TIRZ #1).
The Town of Trophy Club’s primary government
is financially accountable for the Town of Trophy
Club, the EDC 4B, and the TIRZ #1. The Town
presents the financial statements of the EDC 4B
and TIRZ #1 discretely. Discrete presentation
entails reporting component unit financial data in
one or more columns separate from the financial
data of the primary government.
FUND DESCRIPTIONS
Major Funds
A major fund must make up at least 10% of the
total expenditures, revenue, assets, or liabilities
of that fund type and 5% of the total for all fund
types. A government may also report a fund as
major if it is of particular importance or interest
to users.
General Fund
The primary operating fund of the Town, the
General Fund contains the control and fiscal
accounting for the Town’s general service
operations such as administration, public safety,
parks, etc. The General Fund’s major revenue
sources are ad valorem taxes, sales taxe, licenses
and permits, and franchise fees.
Capital Projects Fund
This fund is utilized for the acquisition and
construction of major capital assets. The
Capital Projects Fund was created to account
for proceeds from the sale of general obligation
bonds, certificates of obligation, tax or revenue
notes, or operating funds set aside or reserved for
such projects to be used for the costs associated
with the acquisition or construction of major
capital assets.
Debt Service Fund
This fund is used to record and control the
accumulation of resources for payment of general
long-term debt principal and interest. The Town
issues debt to acquire or construct capital assets,
such as roads or parks for the general benefit
of Trophy Club citizens. Resources include an
applicable portion of the ad valorem tax levy and
related interest income usable from debt service.
Grants Fund
This fund accounts for any receipts and uses of
grants the Town may receive throughout the
fiscal year.
Non-Major Funds
Special Revenue Funds are used to account
for the receipt of specific revenue sources that
are restricted for expenditures for a specified
purpose. Included in the special revenue funds
are:
Hotel Occupancy Fund
Funds from hotel occupancy taxes can be used
to promote tourism and the hotel industry in
Trophy Club.
staff. Other spending control mechanisms
include monthly review of expenditures by the
Finance Department. During the budget process
departments make revenue and expenditure
estimates for the current year with the assistance
of the Budget Team.
Finally, program goals, objectives, and measures
are evaluated during budget implementation to
determine the effectiveness of program activities
and levels of appropriate funding for subsequent
years.
FINANCIAL STRUCTURE
The financial structure of the budget is organized
by funds. A fund is generally defined as a fiscal
and accounting entity which has its own self-
balancing set of accounts for recording cash and
other financial resources, as well as any liabilities
or residual equities or balances. Normally, funds
are segregated for the purpose of carrying on
specific activities or attaining certain objectives in
accordance with special regulations, restrictions,
or limitations; however, when appropriate,
funds are comprised of departments.
BUDGETED FUNDS
The Town employs two types of funds:
Governmental and Proprietary. The Town also
has two component-units: the EDC 4B Fund and
the TIRZ #1 Fund.
GOVERNMENTAL FUNDS
These funds are accounted for on a modified
accrual basis. The specific funds which make
up the Governmental Fund type are as follows:
General Fund, Debt Service Fund, Capital Projects
Fund, Grants Fund, and Special Revenue Funds
which include: Court Security Fund, CCPD
Fund, Anniversary Fund, Street Maintenance
Sales Tax Fund, Hotel Occupancy Tax Fund,
Court Technology Fund, and Recreation Program
Fund. Each of the above-mentioned funds
operates separately and independently from one
another; therefore, they are budgeted separately
and include separate financial statements. Each
fund represents a specific function and maintains
individual objectives.
PROPRIETARY FUNDS
These funds are used to account for “business-
type” activities that are financed by the revenues
generated from these activities. The Town of
Trophy Club has two of these funds: the Storm
Drainage Utility Fund and the Trophy Club Park
Fund. Proprietary Funds are accounted for on the
full accrual basis.
COMPONENT UNITS
These units are legally separate organizations
for which the elected officials of the primary
government are financially accountable. The
Town of Trophy Club has two discretely
Town Council Budget Workshop Sessions
are held with Town Council to review and
discuss the proposed budget. Discussions
and study may follow at subsequent work
sessions up to budget adoption.
Town Council Budget Workshop
11Annual Program of Services- 2017
Street Maintenance Fund
A 0.25% voter approved sales tax for which funds
may be used to maintain the Town’s existing
street system infrastructure.
Crime Control Prevention District (CCPD) Fund
A 0.25% voter approved sales tax for which funds
may be used to finance activities related to crime
control and prevention including, but not limited
to, equipment, training, and programs.
Court Security Fund
This fund is used to provide security for the
Trophy Club Municipal Court through a $3 fee
per violation.
Court Technology Fund
This fund is used to purchase technology related
items for the Trophy Club Municipal Court
through a $4 fee per violation.
Recreation Program Fund
This fund was created to account for the revenues
and expenditures associated with recreational
programs within the Town of Trophy Club.
Expenditures are expected to be matched with
program revenues.
PROPRIETARY FUNDS
Trophy Club Park Fund
Funded by user fees, this fund accounts for
BASIS OF BUDGETING AND
ACCOUNTING
The budgetary and accounting policies of the
Town, to include all documents prepared,
conform to generally accepted accounting
principles (GAAP). The General, Debt Service,
Capital Projects, and Special Revenue Funds,
except for discretely presented component-units,
are prepared on the modified accrual basis of
accounting. Under this basis of accounting,
revenues are recognized when they become
both “measurable” and “available” to finance
expenditures of the current period. Expenditures
are recognized when the related fund liability is
incurred, except for: (1) inventories of material and
supplies, which may be considered expenditures
either when purchased or when used; (2) prepaid
insurance and similar items, which need not be
reported; (3) accumulated unpaid vacation, sick
pay, and other employee benefit amounts that
need not be recognized in the current period;
(4) interest on special assessment indebtedness,
which may be recorded when due rather than
accrued, if approximately offset by interest
earnings on special assessment levies; and (5)
principal and interest on long-term debts that are
generally recognized when due.
Proprietary Funds, which include the Drainage
Utility Fund and the Trophy Club Park Fund,
revenue and expenses associated with servicing,
maintaining, and improving parkland the Town
leases from the Army Corps of Engineers adjacent
to Lake Grapevine.
Storm Drainage Utility Fund
Funded by a drainage fee collected from
residents and businesses each month, this fund
accounts for revenues and expenses associated
with construction and maintenance of the Town’s
storm drainage system.
COMPONENT UNITS
EDC 4B Fund
Funded by a 0.50% voter approved sales tax, the
Trophy Club Economic Development Corporation
4B is a discretely presented component unit that
may be used to fund economic and community
development.
TIRZ #1 Fund
This fund was created to aid development of the
Trophy Wood District through the contribution
of 60% of the Town’s real property increment,
and 25% of the Towns $0.01 general fund sales
tax generated within the zone. Tarrant county
also contributes 60% of the county’s real property
increment.
Hotel
Occupancy
Fund
CCPD Fund
Court
Technology
Fund
Street
Maintenance
Fund
Court Security
Fund
Recreation
Program Fund
Anniversary
Fund
General Fund Debt Services
Fund
Capital Projects
Fund
Storm Drainage
Utility Fund
EDC-4B Fund
Special
Revenue Funds
Trophy Club
Park Fund
TIRZ #1 Fund
Grants Fund
Governmental Funds
Proprietary Funds
Component Units
Chart of Funds by Type
12 Annual Program of Services- 2017
and discretely presented component units,
which include the EDC 4B Fund and the TIRZ
#1 Fund, are prepared using the accrual basis
of accounting. In accrual accounting, revenues
are recognized when earned, regardless of
when cash is received. Likewise, expenses are
also recognized when incurred, not considering
the actual cash flow. The measurement is thus
focused on the flow of economic resources.
ORGANIZATIONAL RELATIONSHIP
A department is a major administrative
segment of the Town, which indicates overall
management responsibility for an operation or
a group of related operations within a functional
area (e.g., Police Department, Fire Department,
Parks Department, and Recreation Department).
The smallest organizational unit budgeted is the
program. The program indicates responsibility
for one functional area, and in many cases these
functional areas are put together to demonstrate
a broader scope of responsibility. When this is
done, the programs are combined to make up a
department. For example, the Parks Department
is comprised of Parks General, Independence
Park, Harmony Park, Lakeview Soccer Fields,
and Medians & Common Areas.
BUDGET ADMINISTRATION AND
DEVELOPMENT
The Town of Trophy Club’s policies set forth the
basic framework for the fiscal management of the
Town. These policies were developed within the
parameters established by applicable provisions
of the Texas Local Government Code and the
Town of Trophy Club Charter. The policies
are intended to assist the Town Council and
Town Staff in evaluating current activities and
proposals for future programs.
BUDGET PERIOD
Fiscal Year
The fiscal year of the Town of Trophy Club
“shall begin on the first (1st) day of each October
and end on the last (30th) day of September of
each calendar year. Such fiscal year shall also
constitute the budget and accounting year”
(Charter Section 9.01).
BUDGET DEVELOPMENT
Submission
The Town Manager shall submit to the Council
a proposed budget, accompanying message,
and 5-year Capital Improvement Program. The
Council shall review the proposed budget and
of the Town Secretary and shall be available to
the public for inspection upon request.
Balance Budget Required
The Town of Trophy Club will develop balanced
budgets in which current resources (current
revenues plus fund balance) will equal or exceed
current expenditures.
Funding of Current Expenditures with Current
Resources
The budget will assure that current expenditures
are funded with current resources. Current
operating expenditures will not be capitalized or
funded through the use of long-term debt.
REVENUE POLICIES
Revenue Goal
The Town will attempt to maintain a diversified
and stable revenue stream to shelter it from short-
run fluctuations in any one revenue source.
Development of Revenue Projection
The Town will estimate its annual revenues using
an objective analytical process. The Town will
project revenues for the next two years. Each
existing and potential revenue source will be
examined annually.
Fund Balance Policy
The Town implemented a fund balance policy,
in conformity with GASB 54, to establish a key
element of the financial stability by setting
guidelines for fund balance. Unassigned fund
balance is an important measure of economic
stability. It is essential that the Town maintain
adequate levels of unassigned fund balance
to mitigate financial risk that can occur from
unforeseen revenue fluctuations, unanticipated
expenditures, and similar circumstances. The
fund balance also provides cash flow liquidity
for the Town’s general operations. The Town
currently has an estimated FY16 ending fund
balance of $3,833,171 or 45% of General Fund
expenditures. The FY17 budget estimates an
ending fund balance of $3,589,476 or 38% of
General Fund expenditures. The Town goal is
to maintain an unassigned fund balance of at
least 30% of General Fund expenditures, which
would equal $2,544,751 in FY16 and $2,849,395
in FY17. Town policy requires a minimum
unassigned fund balance of 15% of General Fund
expenditures, which would equal $1,272,376 in
FY16 and $1,424,698 in FY17.
revise it as deemed appropriate prior to general
circulation for public hearing (Charter Section
9.04).
Public Hearing on Budget
The Council shall hold a public hearing on the
budget and shall provide adequate public notice
of such hearing, including publication of notice
as required by State law.
Truth in Taxation
Budget development procedures will be in
conformance with the State law outlined in the
Truth in Taxation process. In the event of a tax
increase, notices will be provided and required
hearing(s) held in conformance to State law.
Adoption
The Council, by majority vote, shall adopt the
budget by ordinance no later than the 30th day
of September. Adoption of the budget shall
constitute appropriations of the amount specified
as expenditures from the fund indicated. If the
Council fails to adopt a budget by the beginning
of the fiscal year, the budget currently in place
for the preceding year shall remain in place on a
month-to-month basis until such time as a new
budget has been adopted.
BUDGET ADMINISTRATION
Budget Amendment
The Council, by ordinance, may make
supplemental appropriations for the year. To
address a public emergency affecting life, health,
property, or public peace, the Council may
also make emergency appropriations. Such
appropriations may be made by emergency
ordinance. The level of budgetary control for
amendments must be, at a minimum, made on
a fund level.
Transfers
At any time during or before the fiscal year, the
Council may, by resolution, transfer part or all
of the unencumbered appropriation balance
from one department, fund, service, strategy or
organizational unit to the appropriation for other
departments or organizational units or a new
appropriation. The Town Manager may transfer
funds among programs within a department,
fund, service, strategy, or organizational unit
and shall report such transfers to the Council in
writing in a timely manner.
Public Records
The budget, budget message, and all supporting
schedules shall be in a public record in the office
The Town goal is to maintain an unassigned fund balance of at least 30% of Gen-
eral Fund expenditures, which would equal $2,544,751 in FY16 and $2,849,395 in
FY17.
FUND BALANCE
13Annual Program of Services- 2017
BUDGET CALENDAR
Fiscal Year 2017
January 29-30 Friday &
Saturday • Town Council and Management Retreat/Strategic Planning
April 7 Thursday • Denton Central Appraisal District begins sending out weekly
preliminary appraisal totals
April 26 Tuesday • Mid-year review presentation to Council
April 29 Friday • Tarrant Appraisal District submits 1st preliminary appraisal totals
May 16 - June 2 Monday -
Thursday
• Departmental budget meetings
May 26 Thursday • Workshop with Council to discuss FY16 compensation
June 14 Tuesday • Workshop with Council over FY17 General Fund Revenue
June 28 Tuesday • Workshop with Council to discuss General Fund expenditures &
supplemental items
July 12 Tuesday • Receive CCPD Budget
• Workshop with Council to discuss all other funds
July 25 Monday • Certified Appraisal Roll due from Denton & Tarrant Appraisal
Districts
July 29 Friday • Publish Notice of Public Hearing on CCPD Budget
August 3 Wednesday • Denton County Tax Assessor/Collector provides Effective and
Rollback Tax Rates
August 4 Thursday • Workshop with Council on the Proposed Budget
August 8 Monday • Hand deliver hard copy Proposed Budget to Council members
August 9 Tuesday • Public Hearing on CCPD Budget
• Submit Effective & Rollback Rate calculations to Council
• Vote to propose tax rate (if over effective rate)
• Set Public Hearings for August 25th and September 8th (if
applicable)
August 15 Monday • Publish Notice of Public Hearing on Proposed Tax Rate (if applicable)
August 23 Tuesday • Workshop with Council on the Proposed Budget
• First Public Hearing on Tax Rate (if applicable)
• CCPD Budget Adoption
September 2 Friday • Publish Notice of Public Hearing on the Budget
September 13 Tuesday • Second Public Hearing on Tax Rate (if applicable)
• Public Hearing on Budget
• Resolution accepting proposed SAP & set Public Hearing date
• Joint meeting with the CCPD (if applicable)
September 14 Wednesday • Publish Notice of Public Hearing on PID Service Assessment
September 27 Tuesday • Budget adoption
• • Tax Rate adoption
• Approve Tax Roll
• Public Hearing on PID Service Assessment
• Vote to ratify Property Tax revenue
• Adopt PID Assessment Rate
October 1 Saturday • Fiscal Year 2016-2017 begins
14 Annual Program of Services- 2017
Manager’s Message
Capital Improvement Program - Capital
Improvement Projects totalling $10,246,900,
including:
• Trophy Club Town Hall
• Veteran’s Memorial and parking lot
• Harmony Park parking lot
• Indian Creek Drive reconstruction
• Phoenix Drive reconstruction
• Drive approach, parking lot, and irrigation of
open space at Canterbury Hills Park
FY17 BUDGET DEVELOPMENT
CONSIDERATIONS
There is no accurate means by which we can
see into the future, thus we have to rely on
macro and micro economic indicators to drive
our predictions. National, state, and regional
economic conditions factor into our out-year
projections and operations.
National Economy - The United States is in a
period of slow growth with Gross Domestic
Product(GDP) staying between 2%-3% for the
past five years, unemployment rates dropping
from an average of 8.9% in 2011 to 4.9% for the
first six months of 2016 (according to the Bureau
of Labor Statistics), the Federal Reserve increasing
the federal funds rate to 0.5%, and inflation rates
being below 2% (according to the World Bank).
Economists have mixed predictions for 2017,
primarily due to the economic instability of the
European Union, the low price of petroleum,
and the economic uncertainty brought on by the
election year.
State Economy - Though the outlook at a national
level is trepid, the Texas economy continues
to see strong growth. Texas is now home to 54
Fortune 500 companies; it is second only to New
York, which leads with 55. Texas’ real GDP grew
by 5.2%, compared to national GDP of 2.39%. The
state’s unemployment rate has been at or below
the national rate for 110 consecutive months,
and sales for existing homes have increased 12%
over the past year. Even with the low price of
petroleum, Texas has seen a 50% increase in oil and
natural gas production. Consumer confidence in
the state is 90.2 and has increased 20% in the past
year, with national consumer confidence only
being 62.0 (Source: thetexaseconomy.org).
Regional Economy - The Dallas/Fort Worth
(DFW) economy differs from most of Texas as a
whole due to its lower reliance on the oil and gas
industry. One of the largest drivers of new growth
in the region is the relocation of corporate offices
to the DFW area. In the Alliance and HWY114
Every budget seeks to allocate scarce resources,
and there will always be more needs than
available funds.
The adopted budget includes total revenues of
$13,371,675 and expenditures of $23,380,300.
Expenditures exceed revenues by $10,008,625
due to $9,816,900 of improvements in the Capital
Projects Fund(for which debt was issued in
prior periods or is anticipated to be issued in the
budget year), $380,000 of improvements in the
Hotel Occupancy Fund, and $50,000 in the Storm
Drainage Fund paid for by operations. Excluding
capital improvements, the overall budget
contains a surplus (revenues over expenditures)
of $238,275. The fund balance of the General Fund
is anticipated to decrease $243,695 primarily due
to a transfer of $250,000 to fund capital projects
and the intentional draw down of fund balance
to fund one-time capital replacement. This letter
discusses, by fund, the major issues addressed in
the FY17 budget.
The FY17 budget highlights include:
Personnel
• Part-Time/Intern Administrative Assistant (2)
• Investigative Assistant
Equipment Replacement & Capital
• ACC Irrigation System
• Irrigation Work Truck (Ford F-250)
• Parks Crew Work Truck (Ford F-150)
• Sand Pro 3040 replacement
• Independence Park West Facility
Improvements
• Ford Patrol Vehicle (Fully Equipped)
• Aquatics Facility annual replacement
• Server replacement
• Computer replacement
• Printer and Copier replacement
• IS Infrastructure replacement
• SAN replacement
• Physio Control Lifepak 15
• Shade Structure for Splash Pad
• Backup Data Storage for PD
• Harmony Park and Lakeview Park wrought
iron fence
• Top Dresser
• Ditch Witch trencher
• Independence Park West scoreboards
• Shade Structure for playground - Independence
Park West
• Wayfinding signage, parks signage, entryway
monumentation and public art
In accordance with the Trophy Club Town
Charter and the State of Texas Local Government
Code, the Adopted Fiscal Year 2017 (FY17) Budget
for the fiscal year beginning October 1, 2016 and
ending September 30, 2017 is presented along
with an attached five-year Capital Improvement
Program.
In financial terms, the adopted FY17 Budget
presents the plan for accomplishment of
municipal objectives during the forthcoming
fiscal year. Preparation of this document requires
a comparison of the anticipated revenues with
adopted programs that are based on Town
Council priorities, service demands, or prior
project commitments.
While the adopted budget does not fund all
departmental requests, it meets Town Council
goals expressed during the planning process.
The adopted budget has been formulated by
reflecting the core values of:
• Providing exceptional governmental services
• Remaining fiscally sound
• Effectively allocating resources to meet
citizen needs
• Valuing our employees
The FY17 Budget is a responsible financial plan
developed by utilizing advanced planning
methods and Governmental Accounting
Standards Board (GASB 34) provisions and
complying with the adopted Fund Balance Policy
(GASB 54). Prudent financial and operational
philosophies have guided budget development.
Dear Mayor and Council,
15Annual Program of Services- 2017
corridors, three new companies (Farmers
Brothers, Charles Schwab, and TD Ameritrade)
are driving housing demand and home values for
the area. In Trophy Club the average home price
has increased each year for the past five years,
and total sales tax has increased on average by
8% per year for the past five years.
Local Economic Impacts - The Town of Trophy
Club has slated several capital improvements
for the upcoming year, and due to nationally
low interest rates the Town is able to complete
those projects without increasing the tax rate.
Low interest rates allowed the Town to refinance/
refund several debt issuances, most notably the
Public Improvement District (PID) bonds, which
saved over $16.4 million with a net present value
savings of $8.8 million. To the average PID
resident with an outstanding assessment, the
savings over the life of the bond was $11,675.
The strong Texas economy has insulated the
DFW area from the slow growth economy that
is being seen around the U.S. Over the past five
years the Town has capitalized on the housing
and economic growth by decreasing the tax rate
and offering economic incentives to attract award
winning restaurants. Recent regional growth
of corporate relocations to this area has lead to
a scarcity of housing in the area. The Town of
Trophy Club is close to build-out and is seeing
an increase in housing redevelopment. To better
control the future of the Town, staff will work to
improve development standards and encourage
targeted redevelopment.
GENERAL FUND
Revenues – Each revenue source is carefully
evaluated during the budget process to ensure
adequate levels of funding. As the Town reaches
substantial build-out, with accompanying smaller
increases in assessed value and sharp decreases
in licensing and permitting revenue, it endeavors
to diversify its revenue sources to reduce reliance
on property taxes. Identified diversification areas
include maximization of sales tax revenue along
the Highway 114 corridor and accompanying
increased franchise fee collections that are
included with substantial build-out.
Property Tax – The largest revenue source in the
General Fund is the ad valorem tax. A tax rate
of $0.473/$100 was adopted, which is $0.011/$100
lower than the previous year’s tax rate. Property
tax revenue in FY17 is expected to increase by
$376,588 over the FY16 estimate. Of this amount,
$233,702 can be attributed to over $64M in new
properties added to the tax roll in FY17. Strong
growth is expected over the next fiscal year and
is a major consideration when projecting future
property tax revenues.
Property Tax Rate - The FY17 Budget is based
on a property tax rate of $0.473 per $100 of
assessed valuation. It was a Council and staff
goal to decrease the tax rate. The adopted tax rate
includes $0.110 to service debt and $0.363 to fund
maintenance and operations.
Property Tax Base - The Certified 2016 Appraisal
Rolls show an increase of 9.94% over the 2015
certified values. The majority of the increase
is attributed to existing properties, while new
properties added to the tax roll were responsible
for 4.7% of the increase. The average appraised
home value is $380,265. FY17 projects 60 homes
to be built, which will continue to increase the
total assessed value of Trophy Club and thus
increase total revenues derived from property tax
at the adopted tax rate.
Franchise Fees – The second largest revenue
source in the General Fund is franchise fees. The
fees are projected based on the past and current
trends plus new development. Franchise fees
are projected to increase 0.49% in FY17 over
the FY16 estimate, and they should continue to
increase as the Town approaches build-out. On
September 8, 2015, the Town Council took action
to increase the solid waste franchise fees from 6%
to 12% and on September 22, 2015 increased the
gas franchise fee from 4% to 5%. This was done
to diversify the Town’s revenue stream. It also
allowed the Council to reduce property taxes
by $0.006/$100 and save the average residential
taxpayer approximately $7 per year in FY16.
Sales Tax – Sales tax receipts are the third largest
revenue source in the General Fund. The FY17
budget projects a 9.58% growth in receipts over
the FY16 estimate. Included in the sales tax are
general sales taxes and mixed beverage taxes.
Sales tax revenue is wholly dependent on the
local economic conditions and can fluctuate. The
Town has been working to maximize the sales
tax potential for major commercial development
along the corridor of Highway 114, which will
help diversify the Town’s revenue sources and
provide property tax relief in future years. Meat
U Anywhere opened its doors in mid FY16, and
Bread Winners & Quarter Bar became operational
near the beginning of FY17. Additionally, in late
2015 the Economic Development Corporation
4B (EDC 4B) purchased over seven acres of
land in the Trophy Wood District to control the
development of the area with hopes of enticing
commercial development to increase future sales
tax revenue.
Licenses and Permits – Licenses and permits are
the fourth largest revenue source for the General
Fund. This revenue source grouping contains
building permits and miscellaneous permits.
This revenue source is expected to decrease
8.65% from the FY16 estimate due to the Town
approaching substantial build-out. The heavy
reduction in revenue derived from licensing
and permits is considered when looking to the
future. Increased property valuation from new
properties on future tax rolls will make up for the
substantial loss of this revenue source along with
increased collection of sales taxes and franchise
fees.
Fines and Fees – Fines and fees represent
revenue generated from the M unicipal C ourt,
development-related fees, and recreation-based
fees. This revenue source is expected to increase
1.54% compared to the FY16 estimate, primarily
due to small projected increases in both developer
and court-related fees.
Charges for Services - Charges for Services
include revenues for EMS runs, PID
reimbursements, and NISD contributions. In
comparison to the FY16 estimate, this revenue
source is projected to increase by 2.82%.
Municipal Utility District Services Contract –
The Town has negotiated a new contract with
the MUD. The contract proposes that the Town
would not pay the MUD for solid waste and
drainage billing services, but the MUD could
retain any penalties and late payment fees from
these payments.
Personnel – As municipal governments are
primarily service-oriented they are extremely
reliant on their employees. The Town of Trophy
Club is no different; for a department to add
positions, a need must first exist. Citizens and
Council have come to expect the highest level of
service at the lowest possible cost, all while being
competitive in the marketplace. The adopted
budget exemplifies this exact sentiment.
Compensation - The FY17 Budget includes a
point/performance based merit distribution of
up to 2% per employee/evaluation on October 1st
and April 1st, and an annual stipend dependent
on employee’s last two performance reviews.
Fund Balance - The Town has a Fund Balance
Policy with a goal of 30% of the Town’s annual
General Fund expenditures being classified as
unassigned fund balance. An unassigned fund
balance of less than 15% is a cause for concern
unless it is planned or deliberate. The Town’s
budgeted fund balance in the General Fund is
projected at 37.79% of expenditures, which is well
above the Town’s policy. The Town endeavors
to maintain its current strong fund balance levels
but will consider use of fund balance to fund
major capital projects and/or acquisitions while
maintaining an ending fund balance within the
Town’s policy.
16 Annual Program of Services- 2017
CAPITAL PROJECTS
Capital Improvement Program – The five-
year Capital Improvement Program includes
scheduled construction of major capital
improvements such as streets, facilities, parks,
etc. These improvements are generally funded
by debt proceeds, but may be funded by existing
fund balances or grants when available. In
FY14 the Town issued $2.5M in Certificates of
Obligation to fund the purchase of land for the
Trophy Club Town Hall. Additionally, in FY14
a $600,000 tax note was issued to fund various
streets projects and park improvements. In
FY16, a GO and CO were issued in the amount of
$9.455M for the Trophy Club Town Hall, as well
as to make street and drainage improvements.
When considering capital improvements the
Town considers federal and state mandates, the
effect on Town citizens, and the effect a project
will have on future operating budgets. The
following projects are included in the Capital
Improvement Program for FY17:
• Trophy Club Town Hall
• Veteran’s Memorial and parking lot
• Harmony Park parking lot
• Wayfinding signage, parks signage, entryway
monumentation and public art
• Lakeview and Harmony Park fencing
• Shade structures
• Independence Park West facility improvements
• Pool capital replacement
• Indian Creek Drive reconstruction
• Phoenix Drive reconstruction
• Canterbury Hills Park
OTHER FUNDS
Debt Service Fund – In FY14 the Town issued a
$2.5M CO for the purchase of land for the Trophy
Club Town Hall. Also in FY14, a $600,000 Tax
Note was issued to fund street and parks projects.
Additionally, in FY14 the Town adopted a debt
management policy and had its bond rating
upgraded from AA to AA+ by Standard and
Poor’s. In FY15 the Town refunded the 2007 GO
bonds and realized $218,000 in interest savings.
The adopted I&S tax rate for FY17 is $0.11 per $100
of valuation, which is the same I&S tax rate as in
FY16. GO and CO debt issuances for $9.455M
were made in FY16 to fund the Trophy Club
Town Hall, as well as to make street and drainage
improvements. The FY17 budget includes total
debt issuances of $7M to fund street and drainage
improvements and park improvements.
Economic Development Fund 4B – In FY13 the
Town of Trophy Club dissolved the Economic
Development Fund 4A. The 4A sales tax was
reallocated between the Economic Development
Fund 4B and a new Crime Control Prevention
District. Both 4A and 4B combined to service the
2002-A GO Bonds, which were to be defeased
prior to dissolving the 4A. Due to a lack of fund
balance in 4B, the Town defeased the debt with
$660,000 of fund balance from the General Fund.
To repay this debt the 4B Fund had an interlocal
agreement with the Town to pay $54,964
every year through FY28 to the General Fund.
However, those payments were eliminated by
Council beginning in FY16 due to the EDC 4B
issuing $2.69M in debt to finance the purchase of
two parcels of land for the purpose of economic
development that is expected to generate sales
tax to further diversify the Town’s revenue. The
EDC4B receives revenues from 0.50% of sales tax
and FY17 revenues are expected to increase by
11.79% over the FY16 estimate.
Crime Control and Prevention District (CCPD)
The CCPD fund receives its revenues from a
0.25% sales tax. This fund is to help the police
department with capital replacement costs,
supplies, and activities related to crime control
and prevention. The FY17 CCPD budget contains
$5,000 for uniforms, $47,000 for small equipment
such as tasers, duty weapons, rapid response
equipment, etc., $24,000 for professional outside
services, and $125,000 to purchase furniture,
fixtures, and equipment for the new police
facility located within the Town Hall. Starting in
FY17 the CCPD will begin to service $2,260,000 of
debt issued for the Trophy Club Town Hall.
Street Maintenance Sales Tax Fund - In FY14,
citizens reauthorized a 0.25% Street Maintenance
Sales Tax. The sales tax is needed to augment the
funding provided in the General Fund for the
maintenance of Town streets. State law requires
that the tax be reauthorized by the citizens after
the initial four years. In order for the tax to not
lapse, the Council held a reauthorization election
on May 8, 2010 in which voters approved the
reauthorization of the sales tax. The FY17 budget
projects a 11.78% growth in receipts along
with $100,000 in street maintenance projects
and $24,800 in vehicle maintenance, signs and
markings, fuel, and small tools. This fund
also finances the personnel cost of one Streets
employee.
Hotel Occupancy Tax Fund - This fund accounts
for local taxes collected based on the occupancy
rate of hotel rooms charged at a rate of 7%, as
well as the expenses (events). The FY17 revenues
are projected to increase by 29.85% with the
anticipated opening of Homewood Suites and
Holiday Inn early in the fiscal year. The overall
fund balance projected in FY17 will decrease
marginally by ($188,431) over the FY16 estimate
due to adding those Town personnel costs which
help promote more people staying in Trophy
Club, as well as funding wayfinding signage,
entryway monumentation, and the Veteran’s
Memorial.
Anniversary Fund - This fund was created to
pay for the Town’s 25th anniversary in 2010.
The remaining funds were later used in the 30th
anniversary in 2015. In FY16, Council directed
staff to roll the fund balance into the General
Fund thereby eliminating this fund.
Storm Drainage Utility Fund - The Town of
Trophy Club charges a fee to property owners to
cover the costs of providing the infrastructure and
facilities that permit the safe drainage of storm
water, the prevention of surface water stagnation,
and the prevention of pollution arising from non-
point runoff. The Town engaged the services of
Freese and Nichols, Inc. (FNI) in 2014 to conduct
a master drainage study in order to better assess
current infrastructure and future needs. Phase I
of this study was completed and identified five
major areas of concern related to storm drainage.
The Town also engaged FNI to complete a
financial analysis to correctly identify revenue
options, appropriate expenses, and residential/
commercial storm drainage fees necessary to
accomplish these storm water improvement
projects. Based on those recommendations, the
fee for residential home owners increased from
$3 to $6 in FY13, and commercial entities were
increased based on an Equivalent Residential
Unit (ERU) system.
The Town has commenced Phase I
implementation and issued a $1.7 million
Certificate of Obligation in 2013 backed by storm
water fee revenue to address three areas identified
by FNI. Additionally, the Town has retained FNI
to initiate Phase II, which will include a regional
analysis on water drainage and the impact on
Trophy Club. The Town is looking to partner
with surrounding municipalities, counties, and a
developer as well as seeking grant funding.
The FY17 Budget for the Storm Drainage Utility
Fund includes a transfer of $40,000 to cover the
administrative cost in lieu of paying personnel
cost out of the fund; mosquito abatement
program funding; debt service related to the 2007
GO, 2013 CO, and 2015 GO Refunding. Revenue
for the Storm Drainage Utility Fund is projected
to increase 1.70% over the FY16 estimate.
17Annual Program of Services- 2017
FUTURE CHALLENGES AND OPPORTUNITIES
With regard to the long and short term, the most significant challenge Trophy Club faces is heavy reliance on property tax revenue. In the FY17 budget,
65.52% of the General Fund revenue for the Town was property tax revenue; by FY 2022 it is projected to be 68.91%. The Town endeavors to maintain a mix
of revenue where property tax does not exceed 65.00% of total revenue generated in the General Fund. The Town is only a few years away from build-out,
which has already decreased permitting revenue and has pushed the Town into an even deeper reliance on property tax revenue.
The administration has focused on a multi-faceted solution to address the revenue issue. In September 2015, the Council increased franchise fees associated
with solid waste and natural gas while decreasing the property tax rate. On the Economic Development front, the Town staff has been working with
Council and the EDC4B board to recruit and develop new opportunities for destination restaurants that will increase the Town’s sales tax revenues. The
first steps were taken by creating a Tax Increment Reinvestment Zone #1 (TIRZ#1) in the Trophy Wood District in FY13. Next, the Town entered into a
public-private partnership with Old Town Development, to bring about high-end, destination eateries within TIRZ#1. The first of these restaurants to sign
a lease was Bread Winners & Quarter Bar. The eatery/bar features classical architectural touches, a courtyard feel, a rooftop space, and old-world charm.
The restaurant will not only be a strong addition to the region but a great place for our residents to eat, drink, and mingle. In the coming months the Town
will be announcing the other slated restaurants and plans for the area.
Additionally, acclaimed BBQ restaurant Meat U Anywhere opened its doors in June 2016 on the corner of Trophy Club Drive and State Highway 114. This
is a regionally and state recognized, award-winning BBQ destination that is a great place to eat for Trophy Club residents and is drawing in diners from
around the metroplex and beyond.
Another great opportunity for revenue is the growth in the number of hotels established. The Town already has Hampton Inn & Suites and Wood Springs
Suites, and two more hotels, Homewood Suites and a Holiday Inn, will be completed in early FY17. All of the hotels are located in the Trophy Wood District
and will help create a unique destination for overnight travelers or those just wanting to visit Trophy Club for a sumptuous dining experience.
SUMMARY & CONCLUSION
The Town of Trophy Club is poised to have another strong and exciting fiscal year. This year’s FY17 budget represents a collective effort by the Town
Council and the Town Staff to meet challenges facing our community. This budget is more than a financial document; it is a policy document that lays the
groundwork for a continuation of current services and stabilizes the future financial position in order to carry on the Town’s duties and responsibilities,
while meeting the goals and objectives outlined in the Town’s Strategy Map. Town staff will continue to work to review, evaluate, and innovate to improve
service delivery.
I appreciate the opportunity to help lead an organization that provides our community with exceptional services, strong public safety, and an excellent
quality of life. I would like to thank the Town Council for volunteering their time to serve their community and providing leadership to continue to make
the Town of Trophy Club “a great place to call home!”
Sincerely,
Steven Glickman
Assistant Town Manager/Chief Financial Officer
19Annual Program of Services- 2017
Strategic Planning
The Town Council developed a strategy map that presented the Town’s responsibilities and principles that will enable
achievement of their long term vision for Trophy Club. Each department has listed a set of performance measures that
assist them in achieving the Town’s responsibilities and principles within the strategy map. This process drive the Town
of Trophy Club’s service delivery and aid in long and short-term financial planning.
Strategy Map
MISSION
To maintain Trophy Club’s standing as a Premier Residential Community and a “Great Place to Call Home” by
protecting and promoting the interests of its Residents, Businesses, and Property Owners.
To support our Mission, we are tasked with the following areas of primary Responsibility:
• Exceeding high standards for public safety and low crime rates.
• Maintaining and improving street and storm drainage infrastructure.
• Fostering a business-friendly environment.
• Collaborating with Trophy Club MUD #1 and other governmental entities.
• Maintaining Town assets, services, and codes of ordinance that preserve the natural beauty of Trophy Club.
• Improving the aesthetic and recreational value of the Town.
We pledge to carry out our Responsibilities operating under the following Principles:
• Operating a limited government with maximum transparency.
• Exercising fiscal discipline and taking a business-like approach to Town operations and budget prioritization.
• Remaining accountable and responsive to residents, businesses, and property owners, with emphasis on proactive
communication and problem solving.
• Taking deliberate, targeted action resulting from thoughtful analysis, weighing costs and benefits in all situations.
• Conducting ourselves as leaders, following the highest ethical standards, with humility before residents.
RESPONSIBILITIES
PRINCIPLES
20 Annual Program of Services- 2017
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
ESTIMATE ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED
Beginning Fund Balance $ 3,691,189 $ 3,833,171 $ 3,589,476 $ 3,529,422 $ 3,774,795 $ 3,660,774
Revenue:
Property Tax 5,809,044 6,185,631 6,540,344 6,708,935 6,890,880 7,013,472
Franchise Fees 981,951 986,799 984,636 996,822 994,011 991,362
Sales Tax 821,679 900,395 940,579 1,011,601 1,112,231 1,137,492
Licenses and Permits 604,500 552,200 344,476 333,326 200,250 196,745
Fines and Fees 356,406 361,906 365,468 368,786 372,461 376,695
Charges for Service 272,291 279,964 284,943 290,040 295,258 300,600
Interest Revenue 26,000 30,000 35,000 37,500 40,000 42,500
Miscellaneous 266,614 144,394 137,667 138,462 139,282 141,718
Total Revenue 9,138,485 9,441,289 9,633,113 9,885,472 10,044,373 10,200,584
Expenditures:
Personnel 6,136,678 6,294,967 6,568,879 6,808,771 7,057,136 7,316,172
Services/Supplies 2,079,887 2,542,602 2,470,421 2,536,527 2,575,845 2,637,333
Capital 265,938 660,415 716,866 357,800 588,413 253,337
Total Expenditures 8,482,503 9,497,984 9,756,167 9,703,099 10,221,395 10,206,842
Other Sources (Uses):
Transfers In 111,000 63,000 63,000 63,000 63,000 63,000
Transfers Out (625,000) (250,000) - - - -
Total Other Sources (Uses) (514,000) (187,000) 63,000 63,000 63,000 63,000
Net Increase (Decrease) 141,982 (243,695) (60,054) 245,373 (114,022) 56,742
Ending Fund Balance $ 3,833,171 $ 3,589,476 $ 3,529,422 $ 3,774,795 $ 3,660,774 $ 3,717,516
Fund Balance as % of
Expenditures 45.19%37.79%36.18%38.90%35.81%36.42%
General Fund Five-Year Forecast
21Annual Program of Services- 2017
(With Links to Council Responsibilities & Principles)
Fiscal Year 2017 Strategic Plan
Planning
Point Long-Term Plan Related Council
Responsibilities & Principles
Personnel
The Town endeavors to provide competitive total compensation packages
and an outstanding work environment. As the Town has approached
substantial build-out, adding new personnel is only considered if a
demonstrated need first exists and funding must also be secured. In FY17
two Part-Time/Intern Administrative Assistants and an Investigative
Assistant are approved.
• Exercising fiscal discipline
and taking a business-
like approach to Town
operations and budget
prioritization.
Services &
Supplies
As the Town is near build-out, emphasis on long-term financial
sustainability requires close scrutiny on expenditures for services and
supplies. Each year will be evaluated to provide an adequate level of
funding with an overall goal for increases not to exceed inflation.
• Exercising fiscal discipline
and taking a business-
like approach to Town
operations and budget
prioritization.
Equipment
Replacement
Equipment replacement is currently funded through operations. Each year
an amount equal to each department’s depreciation is set aside to fund
future replacements. The Town maintains a Fleet Replacement Policy in
which a point system is used to determine priority for replacement based
on age, miles, hours, repair costs, etc. The FY17 budgeted equipment
replacement includes $472,951 for police patrol vehicle replacement,
parks vehicle replacement, various pool replacements, and various IT
replacements.
• Maintain Town assets,
services, and code of
ordinances that preserve
the natural beauty of Trophy
Club.
Capital
Projects
The Town uses three criteria as a basis to repair, replace, or improve
infrastructure: 1) State and Federal mandates, 2) health and safety of
citizens, and 3) to improve the Town. Priorities likely to be addressed are
the joint Town Hall and Police Facility, street reconstruction, and drainage
improvements. GO and CO debt issuance for $9.455M were made in FY16
to fund Trophy Club Town Hall. In addition, the Town anticipated issuing
a $7M CO for streets, drainage, and park improvements.
• Taking deliberate, targeted
action resulting from
thoughtful analysis,
weighing costs and benefits
in all situations.
Economic
Development
Economic development is a priority for the Town and it is important in
providing a diversified revenue base. While the Town is actively focused
on the remaining land for economic development, undeveloped land
is limited. The EDC 4B has purchased 7.5 acres of land in the Trophy
Wood District for the purpose of economic development. Additionally,
PD30, a 26 acre tract of land off Highway 114 and Trophy Club Drive, is
anticipated to be developed over the next couple of years.
• Fostering a business-
friendly environment.
Fund
Balance
The Town’s goal is to maintain an undesignated fund balance of 30% of
annual expenditures in the General Fund. An unassigned fund balance
of less than 15% is a cause for concern unless the action was deliberate.
The Town currently maintains a higher-than-normal unassigned fund
balance, projected at 45.2% for fiscal year end 2016. With the addition
of 1.10 Full-time Equivalents (in the General Fund), in FY17 (over the
FY16 estimate), the estimated unassigned fund balance is anticipated to
decrease to 36.4% by the end of the Five Year Forecast in FY21.
• Exercising fiscal discipline
and taking a business-
like approach to Town
operations and budget
prioritization.
Debt
Issuance
In November 2015, voters approved funding for a joint Town Hall and
Police Facility. The $5.24M GO Bond will be combined with $2.26 million
from the CCPD, $1.15M in savings from the 2014 CO and operating
funds to complete the project. With the Town nearing build out, all
other future debt issues will be primarily used to maintain and replace
existing infrastructure rather than to support new growth. Issues will be
considered in conjunction with expiring debt to minimize the effect on
the tax rate. The budgeted FY17 I&S percentage of the tax rate is 23%.
• Exercising fiscal discipline
and taking a business-
like approach to Town
operations and budget
prioritization.
23Annual Program of Services- 2017
Trophy Club Citizens
Mayor and Town Council
Town Manager
Assistant
Town Manager
EMS PoliceInfrastructure and
Community Development
Economic
Development
Information
Services
Finance
and Court
Human
Resources
Parks
and Recreation
Communications
and Events
Town Secretary Town Attorney Town Judge
24 Annual Program of Services- 2017
2012-13
ACTUAL
2013-14
ACTUAL
2014-15
ACTUAL
2015-16
ESTIMATE
2016-17
CHANGES
2016-17
ADOPTED
GENERAL FUND
Manager's Office 4.80 4.00 6.00 5.00 (1.00)4.00
Human Resources 1.00 1.00 1.00 1.00 0.30 1.30
Information Services 2.00 2.00 2.00 2.50 0.00 2.50
Legal 1.00 1.00 1.00 1.00 (1.00)0.00
Police 16.50 20.80 23.60 25.15 0.50 25.65
Emergency Medical Services 6.60 6.80 7.80 8.30 0.00 8.30
Streets 4.00 3.80 3.80 2.80 0.20 3.00
Parks 11.50 9.50 10.30 13.00 0.00 13.00
Medians -3.00 3.00 -0.00 -
Recreation*2.10 2.10 2.10 2.10 0.15 2.25
Planning and Zoning 1.00 1.00 2.00 --
Community Development 3.50 5.00 5.00 5.75 0.25 6.00
Finance 3.00 3.00 3.00 3.00 0.30 3.30
Municipal Court 1.00 1.00 1.00 1.00 0.00 1.00
TOTAL GENERAL FUND 58.00 64.00 71.60 70.60 (0.30)70.30
HOTEL OCCUPANCY FUND 0.00 0.00 0.00 0.00 1.25 1.25
STREET MAINTENANCE SALES TAX FUND 0.60 0.70 0.70 0.70 0.30 1.00
TROPHY CLUB PARK FUND 2.70 1.40 1.48 1.48 (0.40)1.08
STORM DRAINAGE UTILITY FUND 0.30 0.50 0.50 0.25 (0.25)0.00
TOTAL FULL TIME EQUIVALENTS
(FTEs)61.60 66.60 74.28 73.03 0.90 73.63
*Does Not Include Seasonal FTEs for FY 17
Full-Time Equivalent (FTE) Summary
Summary of Changes
• Removed the PIO/Marketing Manager from the Manager’s Office
• Part-Time/Intern Administrative Assistant (2)
• Investigative Assistant in Police
• Streets Supervisor is budget for a full year
• Recreation Superintendent was split 40%/60% with Trophy Club Park and General Fund now is split 75%/25% with the
General Fund and Hotel Occupancy Fund. The Special Events & Communication Manager was 100% General Fund but is
now 25%/75% split between the General Fund and the Hotel Occupancy Fund. The Recreation & Special Events Coordi-
nator is budgeted 75% General Fund and 25% Hotel Occupancy Fund. This all resulted in 0.15 increase in the Recreation
department, a 1.25 FTE increase in the Hotel Occupancy Fund, and 0.40 FTE decrease in the Trophy Club Park Fund.
• Legal was changed from employee to contractor
26 Annual Program of Services- 2017
Line Acutal Actual Adopted
Ref Truth in Taxation Formula 2014-2015 2015-2016 2016-2017
1 =Start PY Taxable Value 1,201,386,205 1,388,705,005 1,578,930,772
2 -Tax Ceilings 140,275,971 162,994,030 202,892,731
3 +PY ARB Value Loss 1,300,000 1,252,510 1,251,427
4 -PY First Year Exemption Loss 4,795,820 3,764,365 2,860,090
5 =PY Adjusted Taxable Roll 1,057,614,414 1,223,199,120 1,374,429,378
6 *PY Total Tax Rate 0.499300 0.490000 0.484000
7 =PY Adjusted Tax Levy 5,280,668 5,993,675 6,652,238
8 +PY Taxes Refunded 921 746 5,731
9 -PY Taxes in Tax Increment Financing (TIF) - 3,630 6,095
10 =PY Adjusted Tax Levy with Refunds and TIF 5,281,589 5,990,791 6,651,874
11 Start CY July Certified Tax Roll 1,368,841,034 1,566,947,193 1,709,141,565
12 +CY Property Under Protest 12,254,509 11,252,095 50,307,448
13 -Tax Ceilings 161,468,798 197,738,589 234,922,115
14 -CY Annexed Property - 1,434,611 -
15 -CY New Improvements 91,412,858 82,678,727 64,380,740
16 =CY Adjusted Tax Roll 1,128,213,887 1,296,347,361 1,460,146,158
17 CY Effective Tax Rate (Line 10/Line 16 * 100) 0.468137 0.462128 0.455562
18 Start PY Adjusted Taxable Roll (Line 5) 1,057,614,414 1,223,199,120 1,374,429,378
19 *PY M&O Rate 0.384300 0.380000 0.374000
20 =PY M&O Levy 4,064,412 4,648,157 5,140,366
21 +Taxes Refunded for Years Preceding Tax Year 717 576 4,434
22 -Taxes in Tax Increment Financing (TIF) - 3,630 6,095
23 =PY M&O Levy (including taxes refunded) 4,065,129 4,645,103 5,138,704
24 /CY Adjusted Tax Roll (Line 16) 1,128,213,887 1,296,347,361 1,460,146,158
25 =CY Effective M&O Rate 0.360315 0.358322 0.351930
26 *CY M&O Rollback Factor 108%108%108%
27 =CY M&O Rollback Rate 0.389140 0.386987 0.380084
28 CY Debt Service Needed 1,341,601 1,518,517 1,676,993
29 /Anticipated Collection Rate 100%100%100%
30 =Adjusted Debt Service 1,341,601 1,518,517 1,676,993
31 /CY Taxable Value (Line 11 + Line 12 - Line 13) 1,219,626,745 1,380,460,699 1,524,526,898
32 =CY Debt Service Tax Rate 0.110000 0.110000 0.110000
33 =CY Rollback Rate (Line 27 + Line 32) 0.499140 0.496987 0.490084
Tax Rate Calculation
27Annual Program of Services- 2017
Taxable Values, Tax Rates, and Ratios
Actual Actual Adopted
2014-2015 2015-2016 2016-2017
NET TAXABLE VALUES $ 1,380,460,699 $ 1,374,429,378 $ 1,524,526,898
% Change in Taxable Value 13.19%-0.44%10.92%
Tax Ceilings 161,468,798 202,892,731 234,922,115
New Construction - Residential 88,211,421 79,545,179 55,126,679
New Construction - Commercial 3,201,437 3,133,548 9,254,061
TRUTH-IN-TAXATION
Effective Tax Rate $ 0.468137 $ 0.462128 $ 0.455562
Rollback Rate Calculation
Effective M&O 0.360315 0.358322 0.351930
Effective M&O x 1.08 0.389140 0.386987 0.380084
Debt Service Rate 0.110000 0.110000 0.110000
Rollback Rate 0.496987 0.496987 0.490084
TAX RATE
General Fund (M&O) 0.380000 0.374000 0.363000
Debt Service (I&S) 0.110000 0.110000 0.110000
TOTAL 0.490000 0.484000 0.473000
TAX LEVY
General Fund (M&O) $ 5,138,466 $ 5,776,544 $ 6,153,131
Debt Service (I&S) 1,490,172 1,697,277 1,878,696
TIRZ #1 6,062 3,573 46,565
TOTAL 6,634,700 7,477,394 8,078,392
A.V. TAX - 1 PENNY (NET) $138,046 $137,443 $152,453
TAX RATE RATIO
General Fund (M&O)77.45%77.25%76.17%
Debt Service (I&S)22.46%22.70%23.26%
TIRZ #1 0.09%0.05%0.58%
TOTAL 100.00%100.00%100.00%
Items to Note:
The Effective Rate ($0.455562) - This rate enables the public to evaluate the relationship
between taxes for the preceding year and current taxes. This rate would produce the same tax
dollars if applied to the same properties in both years.
The Rollback Rate ($0.490084) - This rate, in essence, provides a ceiling (8% above the
Effective Rate) in which any tax adopted above this rate would be subject to a Rollback Election if
initiated by the public. A successful election would rollback the tax rate to the Rollback Rate.
29Annual Program of Services- 2017
Budget in Brief
The Town of Trophy Club continues to be “a great place to call
home.” The financial outlook of the Town is strong considering
the following: continued growth of property values; two new high-
end restaurants: Meat U Anywhere and Bread Winners & Quarter
opened their doors the previous fiscal year; and the completion
of two new hotels: Holiday Inn and Homewood Suites. These
new additions will continue to grow the property, sales, and hotel
occupancy tax base. This growth will diversify the Town’s revenue
base, which insulates the community for revenue shortfalls during
times of economic recession. This year’s budget reflects the Town
Council and Town Staff’s efforts to meet potential challenges in the
upcoming year.
The Town of Trophy Club is approaching build-out. As a result,
the revenues received from housing-related permits will decrease,
but total assessed property value is still expected to increase.
The biggest challenge that the Town now faces is to be fiscally
responsible while maintaining its high level of service. With
a steadily growing population there will be a corresponding
increase in service demand. The budget is developed around the
responsibilities and principles set forth by the Town Council in the
Strategy Map presented below:
Strategy Map
MISSION
To maintain Trophy Club’s standing as a Premier Residential Community and a “Great Place to Call Home” by
protecting and promoting the interests of its Residents, Businesses, and Property Owners.
To support our Mission, we are tasked with the following areas of primary Responsibility:
• Exceeding high standards for public safety and low crime rates.
• Maintaining and improving street and storm drainage infrastructure.
• Fostering a business-friendly environment.
• Collaborating with Trophy Club MUD #1 and other governmental entities.
• Maintaining Town assets, services, and codes of ordinance that preserve the natural beauty of Trophy Club.
• Improving the aesthetic and recreational value of the Town.
We pledge to carry out our Responsibilities operating under the following Principles:
• Operating a limited government with maximum transparency.
• Exercising fiscal discipline and taking a business-like approach to Town operations and budget prioritization.
• Remaining accountable and responsive to residents, businesses, and property owners, with emphasis on proactive
communication and problem solving.
• Taking deliberate, targeted action resulting from thoughtful analysis, weighing costs and benefits in all situations.
• Conducting ourselves as leaders, following the highest ethical standards, with humility before residents.
RESPONSIBILITIES
PRINCIPLES
Staff Goals
Personnel
• Provide quality personnel support services in employment, training, employee relations, benefits,
compensation, and payroll such that employees are enabled to better serve community members
and meet the organizational goals of the Town.
• Promote competitive pay, benefits, and a healthy work environment in order to retain and attract
qualified and competent staff. The FY17 Budget includes a point/performance based merit
distribution of up to 2% per employee/evaluation on October 1st and April 1st and an annual
stipend of up to $1,500 per employee based on performance.
Technology
• Utilize current and new technology to create greater efficiency in the Town government:
• Complete Town Secretary and Community Development records migration to Laserfische.
• Beginning records migration to Laserfische for Police.
• Continue to utilize and expand the usage of Content Manager for Finance, Human
Resources, and Court.
• Utilize Geographic Information Systems to improve permitting, planning, and code
enforcement and integrate with the Town’s Energov Software.
Economic Development
• Continue to work with commercial property owners and brokers to attract and retain businesses.
• Continue development of the Trophy Wood District.
Public Safety
• Provide a safe environment for the citizens and visitors of Trophy Club by increasing police-
community partnerships and encouraging voluntary compliance of all laws and ordinances.
• Trophy Club EMS will continue to provide and maintain community education programs.
• Work to decrease response times for both EMS and Police.
• New Investigative Assistant and contract Evidence Custodian.
Town Facilities
• Continue construction on new Town Hall and Police Facility.
• Sandblast and repaint exterior, refinish bathrooms and add new fixtures, and correct plumbing
issues within building at Independence Park West.
• Repaint spray pad features, replace pool grates, replace men’s restroom and entrance flooring,
and replace wiring in pool pump room.
• Add a shade structure to splash pad area at Town aquatics facility and playground at Independence
Park West.
• Replace chain link fence at Harmony Park with wrought iron and add wrought iron fence to
Lakeview Park creek border.
30 Annual Program of Services- 2017
Budget Highlights
• The Town of Trophy Club lowered its tax rate from $0.484/$100 in FY16 to $0.473/$100 in
FY17. Despite the decreased tax rate, property tax revenue (including delinquent taxes and penalty
& interest) is expected to increase $625,907 or 7.68% from FY16 Estimate.
• General Fund expenditures are expected to increase 9.72% compared to the previous year’s adopted
budget, primarily due to increased capital expenditures. Capital expenditures are expected to
increase 142.03% compared to the previous year’s budget because of the large slate of capital
replacement and capital projects. Highlights for General Fund Capital Replacement include:
• ACC Irrigation System
• Irrigation work truck (Ford F-250)
• Parks Crew work truck (Ford F-150)
• Sand Pro 3040 replacement
• Independence Park West facility improvements
• Ford patrol vehicle (Fully Equipped)
• Aquatics facility annual replacement
• Server replacement
• Computer replacement
• Printer and copier replacement
• IS Infrastructure replacement
• SAN replacement
• Physio Control Lifepak 15
• Shade structure for splash pad
• Backup data storage for PD
• Harmony Park and Lakeview Park wrought iron fence
• Top Dresser
• Ditch Witch trencher
• Independence Park West scoreboards
• Shade structure for playground - Independence Park West
• Wayfinding signage, parks signage, entryway monumentation and public art
• Capital Improvement Projects totaling $10,246,900, including:
• Trophy Club Town Hall
• Veteran’s Memorial and parking lot
• Harmony Park parking lot
• Indian Creek Drive reconstruction
• Phoenix Drive reconstruction
• Drive approach, parking lot, and irrigation of open space at Canterbury Hills Park
31Annual Program of Services- 2017
Fiscal Year 2017
Total Expenditures
$23,380,300
Total Revenue
$13,371,675
The General Fund 40.62%Debt Service Fund 8.41%
Capital Projects Fund 42.52%CCPD Fund 0.86%
Street Maint. Fund 0.76%Stormwater Drainage Utility Fund 1.62%
Trophy Club Park Fund 0.52%Hotel Occupancy Fund 2.73%
Court Technology Fund 0.03%Court Security Fund 0.01%
EDC 4B Fund 1.88%Recreation Program Fund 0.03%
General Fund $9,497,984.30
Debt Service Fund 1,967,178.00
Capital Projects Fund 9,941,900.00
CCPD Fund 201,000.00
Street Maintenance Fund 176,975.00
Storm Drainage Utility Fund 379,375.00
Trophy Club Park Fund 120,865.00
Hotel Occupancy Fund 637,331.00
Court Technology Fund 8,133.00
Court Security Fund 2,294.00
EDC 4B Fund 439,265.00
Recreation Program Fund 8,000.00
Total Expenditures $23,380,300
Property Tax 60.96%Sales Tax 13.42%
Franchise Fees 7.38%License and Permits 4.13%
Fines and Fees 7.29%Charges for Service 2.09%
Occupancy Tax 3.32%Investment Income 0.33%
Miscellaneous Income 1.08%
Property Tax $ 8,151,999
General Fund 6,185,631
Debt Service Fund 1,886,194
TIRZ #1 80,174
Sales Tax 1,794,007
General Fund 900,395
EDC 4B 447,509
Street Maintenance Fund 223,754
CCPD 209,849
TIRZ #1 12,500
Franchise Fees 986,799
Licenses and Permits 552,200
Fines and Fees 974,312
Charges for Service 279,964
Occupancy Tax 443,400
Investment Income 44,600
Miscellaneous Income 144,394
Total Revenues $ 13,371,675
Please note: Expenditures exceeding revenues in total
reflects a draw-down in available balances primarily due
to capital projects’ expenditures (corresponding bond
proceeds reflected as other sources in prior years and
related expenditures generally made over several years).
32 Annual Program of Services- 2017
General Fund Revenue
FY 2016
Budget
FY 2016
Estimate
FY 2017
Adopted
% Change
(From FY16
Budget)
% Change
(From FY16
Estimate)
Property Tax $5,801,544 $5,809,044 $6,185,631 6.62%6.48%
Licenses and Permits $558,606 $604,500 $552,200 -1.15%-8.65%
Franchise Fees $947,257 $981,951 $986,799 4.17%0.49%
Sales Tax $753,125 $821,679 $900,395 19.55%9.58%
Fines and Fees $420,359 $356,406 $361,906 -13.91%1.54%
Charges for Service $274,909 $272,291 $279,964 1.84%2.82%
Investment Income $18,000 $26,000 $30,000 66.67%15.38%
Miscellaneous Income $240,000 $266,614 $144,394 -39.84%-45.84%
Total Revenues $9,013,800 $9,138,485 $9,441,289 4.74%3.31%
65%
6%
10%10%
4%
3%
0%
0%
Property Tax Licenses and Permits Franchise Fees
Sales Tax Fines and Fees Charges for Service
Investment Income Miscellaneous Income
Revenue - Highlights:
• The Town of Trophy Club lowered its tax rate from $0.484/$100 in FY16 to $0.473/$100
in FY17. Despite the decreased tax rate, property tax revenue (including delinquent taxes
and penalty & interest) is expected to increase $376,588 or 6.48% from FY16 Estimate.
• Revenue from licenses and permits are expected to decrease $52,300 or 8.65% from the
FY16 estimate. This is due to a decrease in residential permits, which will continue to
decrease as the Town approaches build-out.
• Sales Tax receipts are expected to increase $78,716 or 9.58% due to the opening of
Breadwinners Cafe & Quarter Bar and a full year of revenue from Meat U Anywhere.
33Annual Program of Services- 2017
General Fund Expenditures
FY 2016
Budget
FY 2016
Estimate
FY 2017
Adopted
% Change
(From FY16
Budget)
% Change
(From FY16
Estimate)
Manager's Office $843,529 $828,558 $801,974 -4.93%8.44%
Human Resources 123,872 155,870 198,268 60.06%2.09%
Information Services 531,262 488,503 663,244 24.84%6.98%
Legal 196,972 305,711 130,663 -33.66%1.38%
Police 2,352,871 2,284,211 2,353,452 0.02%24.78%
EMS 916,059 903,040 1,022,642 11.63%10.77%
Streets 420,120 369,769 423,931 0.91%4.46%
Parks 1,388,795 1,315,893 1,838,826 32.40%19.36%
Recreation 658,647 630,573 678,362 2.99%7.14%
Community Events 31,881 33,604 46,178 44.84%0.49%
Community Development 582,726 586,447 656,220 12.61%6.91%
Finance 410,419 401,750 451,778 10.08%4.76%
Municipal Court 87,077 78,623 83,775 -3.79%0.88%
Facilities Maintenance 112,079 99,951 148,671 32.65%1.57%
Total $8,656,309 $8,482,503 $9,497,984 9.72%100.00%
0%
5%
10%
15%
20%
25%
30%
34 Annual Program of Services- 2017
(By Department)
General Fund Expenditures By Department $9,497,948
General Fund Expenditures
FY 2016
Budget
FY 2016
Estimate
FY 2017
Adopted
% Change
(From FY16
Budget)
% Change
(From FY16
Estimate)
Personnel $6,245,821 $6,136,678 $6,294,967 0.79%2.58%
Services & Supplies $2,137,625 $2,079,887 $2,542,602 18.95%22.25%
Capital $272,863 $265,938 $660,415 142.03%148.33%
Total $8,656,309 $8,482,503 $9,497,984 9.72%11.97%
66%
27%
7%
Personnel Services & Supplies Capital
Expenditure - Highlights:
• Personnel – Total personnel expenditures are expected to increase $158,289 or 2.58% from the
FY16 estimate. FY17 budget includes the following personnel changes and adjustments:
• Part-Time/Intern Administrative Assistant (2)
• Investigative Assistant
• Services and Supplies – The services and supplies budget increased $462,715 or 22.25%
from the FY16 estimate, 3.18% of which are supplemental items. The remainder of the increase
is derived from the following: shifting personnel costs to contract in the Legal department, the
executive search for a new fire chief, increased cost of water for Parks, and insurance broker costs.
• Capital - Capital expenditures include both capital replacement and new capital expenditures.
The capital expenditures budget for the general fund increased $394,477 or 148.33% from the
FY16 estimate primarily due to Independence Park West improvement; SAN replacement for
Information Services, and new shade structures at Independence Park West and the Pool.
35Annual Program of Services- 2017
General Fund Expenditures By Use $9,497,984
(By Use)
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
Revenues Expenditures Fund Balance Fund Balance Goal
Future Challenges & Financial Position
The most significant challenge Trophy Club faces is heavy reliance on property tax revenue. The Town
endeavors to maintain a mix of revenue where property tax does not exceed 65% of total revenue
generated in the General Fund. The Town is only a few years away from build-out, which has already
decreased permitting revenue and has pushed the Town into an even deeper reliance on property tax
revenue. When residential build-out occurs, any growth in assessed valuation will reflect appreciation in
the existing tax base, essentially leveling property tax revenues.
Over the next five years the Town will see an increase in franchise fees, sales tax and hotel occupancy
tax revenue. In September 2015, the Town Council took action to increase the solid waste franchise fees
from 6% to 12% and the gas franchise from 4% to 5%. Sales tax will increase due to the addition of two
new restaurants to the Town: Meat U Anywhere and Bread Winners & Quarter Bar. Hotel occupancy tax
will increase as both Homewood Suites and Holiday Inn open.
It is the goal of the Town to achieve and maintain an unassigned fund balance in the General Fund of
at least 30% of expenditures. The Town considers a balance of less than 15% to be cause for concern,
barring unusual or deliberate circumstances. The Town currently has an estimated FY16 ending fund
balance of $3,833,171 or 45% of General Fund expenditures of which $3,653,171 or 43% is unassigned.
The FY17 budget estimates an ending fund balance of $3,589,476 or 38% of General Fund expenditures
of which $3,421,476 or 36% is unassigned.
General Fund Revenues, Expenditures, Ending Fund Balance &
Fund Balance Goal
39%46%43%45%38%
36 Annual Program of Services- 2017
General Fund
Debt
Service
Fund
Capital
Projects
Fund
CCPD
Fund
Street
Maint.
Fund
Storm
Drainage
Utility
Fund
Trophy
Club Park
Fund
Beginning Fund Balance $ 3,833,171 $ 129,647 $ 7,638,285 $ 180,269 $ 2,080 $ 274,523 $ (143,913)
Revenue
Property Tax 6,185,631 1,886,194
Sales Tax 900,395 209,849 223,754
Franchise Fees 986,799
Licenses and Permits 552,200
Fines and Fees 361,906 427,406 165,000
Charges for Service 279,964
Occupancy Tax
Investment Income 30,000 2,000 10,000 100 500
Miscellaneous Income 144,394
Total Revenue $ 9,441,289 $ 1,888,194 $ 10,000 $ 209,949 $ 223,754 $ 427,906 $ 165,000
Expenditures
General Government 125,000
Manager’s Office 801,974
Human Resources 198,268
Information Services 663,244
Legal 130,663
Police 2,353,452 201,000
Emergency Medical Services 1,022,642
Streets & Drainage 423,931 176,975 152,600
Parks 1,838,826 120,865
Recreation 678,362
Community Events 46,178
Community Development 656,220
Finance 451,778
Municipal Court 83,775
Facility Management 148,671
Debt Service 1,967,178 176,775
Capital - Projects 9,816,900 50,000
Total Expenditures $ 9,497,984 $ 1,967,178 $ 9,941,900 $ 201,000 $ 176,975 $ 379,375 $ 120,865
Other Sources (Uses):
Debt Issuance 7,000,000
Transfers In 63,000 201,862 250,000
Transfers Out (250,000) (149,975) (25,000) (66,887) (20,000)
Total Other Sources (Uses) $ (187,000) $ 201,862 $ 7,250,000 $ (149,975) $ (25,000) $ (66,887) $ (20,000)
Net Increase (Decrease) $ (243,695) $ 122,878 $ (2,681,900) $ (141,026) $ 21,779 $ (18,356) $ 24,135
Ending Fund Balance $ 3,589,476 $ 252,525 $ 4,956,385 $ 39,243 $ 23,859 $ 256,167 $ (119,778)
All Funds Summary Fiscal Year 2017
38 Annual Program of Services- 2017
All Funds Summary Fiscal Year 2017
Hotel
Occupancy
Fund
Court
Technology
Fund
Court
Security
Fund
Grants Fund Anniversary
Fund EDC 4B Fund TIRZ #1
Recreation
Program
Fund
Total
$ 420,523 $ 20,270 $ 21,643 $ (6,327)$ 467 $ 544,191 $ (383,632) $ 3,395 $ 12,553,414
80,174 8,151,999
447,509 12,500 1,794,007
986,799
552,200
5,000 4,000 3,000 8,000 974,312
279,964
443,400 443,400
500 1,500 44,600
144,394
$ 448,900 $ 4,000 $ 3,000 $ - $ - $ 449,009 $ 92,674 $ 8,000 $ 13,371,675
439,265 564,265
801,974
198,268
663,244
130,663
2,554,452
1,022,642
753,506
1,959,691
8,000 686,362
257,331 303,509
656,220
451,778
8,133 2,294 94,202
148,671
2,143,953
380,000 10,246,900
$ 637,331 $ 8,133 $ 2,294 $ - $ - $ 439,265 $ - $ 8,000 $ 23,380,300
7,000,000
514,862
- (3,000) (514,862)
$ - $ - $ (3,000) $ - $ - $ - $ - $ - $ 7,000,000
$ (188,431) $ (4,133) $ (2,294) $ - $ - $ 9,744 $ 2,674 $ - $ (3,008,625)
$ 232,092 $ 16,137 $ 19,349 $ (6,327)$ 467 $ 553,935 $ (290,958) $ 3,395 $ 9,544,789
39Annual Program of Services- 2017
General Fund Debt Service Fund Capital Projects Fund
FY 2015
Actual
FY 2016
Estimated
FY 2017
Budget
FY 2015
Actual
FY 2016
Estimated
FY 2017
Budget
FY 2015
Actual
FY 2016
Estimated
FY 2017
Budget
Beginning Fund Balance $ 3,045,021 $ 3,691,189 $ 3,833,171 $ 118,092 $ 118,542 $ 148,942 $ 4,505,273 $ 1,694,546 $ 7,638,285
Revenue
Property Tax 5,205,437 5,809,044 6,185,631 1,507,274 1,706,742 1,886,194
Sales Tax 751,510 821,679 900,395
Franchise Fees 811,052 981,951 986,799
Licenses and Permits 697,378 604,500 552,200
Intergovernmental 126,134 - - -
Fines and Fees 574,558 356,406 361,906
Charges for Service 282,957 272,291 279,964
Grant / Contributions 73,343 - - 26,238
Occupancy Tax -
Investment Income 7,829 26,000 30,000 350 2,000 2,066 17,500 10,000
Miscellaneous Income 88,993 266,614 144,394
Total Revenue $ 8,619,191 $ 9,138,485 $ 9,441,289 $ 1,507,625 $ 1,706,742 $ 1,888,194 $ 2,066 $ 43,738 $ 10,000
Expenditures
General Government 125,000
Manager's Office 1,030,977 828,558 801,974
Human Resources 99,862 155,870 198,268
Information Services 509,302 488,503 663,244
Legal 176,384 305,711 130,663
Police 1,974,596 2,284,211 2,353,452
Emergency Medical Services 865,699 903,040 1,022,642
Streets & Drainage 397,770 369,769 423,931
Medians 323,438 - -
Parks 968,919 1,315,893 1,838,826
Recreation 520,979 630,573 678,362
Community Events 19,008 33,604 46,178
Planning & Zoning - - -
Community Development 562,496 586,447 656,220
Finance 345,775 401,750 451,778
Municipal Court 80,754 78,623 83,775
Facility Management 108,065 99,951 148,671
Debt Service 1,562,815 1,784,843 1,967,178
Capital - Projects - 3,012,854 4,698,650 9,816,900
Total Expenditures $ 7,984,023 $ 8,482,503 $ 9,497,984 $ 1,562,815 $ 1,784,843 $ 1,967,178 $ 3,012,854 $ 4,698,650 $ 9,941,900
Other Sources (Uses):
Debt Issuance - - 9,992,946 7,000,000
Transfers In 11,000 111,000 63,000 52,350 106,501 201,862 625,000 250,000
Transfers Out - (625,000) (250,000) - (19,295)
Total Other
Sources (Uses) $ 11,000 $ (514,000) $ (187,000) $ 52,350 $ 106,501 $ 201,862 $ - $10,598,651 $ 7,250,000
Net Increase (Decrease) $ 646,168 $ 141,982 $ (243,695) $ (2,841) $ 28,400 $ 122,878 $(3,010,788) $ 5,943,739 $(2,681,900)
Ending Fund balance $ 3,691,189 $ 3,833,171 $ 3,589,476 $ 115,251 $ 146,942 $ 271,820 $ 1,494,485 $ 7,638,285 $ 4,956,385
All Funds Summary (Three-Year)
40 Annual Program of Services- 2017
Stormwater Drainage Utility Fund Trophy Club Park Fund Other Funds Total (All Funds)
FY 2015
Actual
FY 2016
Estimated
FY 2017
Budget
FY 2015
Actual
FY 2016
Estimated
FY 2017
Budget
FY 2015
Actual
FY 2016
Estimated
FY 2017
Budget
FY 2015
Actual
FY 2016
Estimated
FY 2017
Budget
$ 1,976,400 $ 583,951 $ 274,523 $ 1,830 $ (74,410)$ (143,913)$ 801,703 $ 1,229,244 $ 802,880 $ 10,448,321 $ 7,243,062 $ 12,553,887
6,062 10,306 80,174 6,718,773 7,526,092 8,151,999
718,551 786,585 893,612 1,470,061 1,608,264 1,794,007
- - - 811,052 981,951 986,799
- - - 697,378 604,500 552,200
- - - 126,134 - -
407,371 420,000 427,406 77,503 45,000 165,000 16,144 20,000 20,000 1,075,577 841,406 974,312
- - - 282,957 272,291 279,964
74,348 - - 147,691 26,238 -
264,708 340,000 443,400 264,708 340,000 443,400
137 500 1,214 2,100 2,100 11,596 45,600 44,600
- 10,879 24 - 99,872 266,638 144,394
$ 407,508 $ 420,000 $ 427,906 $ 77,503 $ 45,000 $ 165,000 $ 1,091,905 $ 1,159,015 $ 1,439,286 $ 11,705,798 $ 12,512,980 $ 13,371,675
275,101 653,385 493,773 275,101 653,385 618,773
- - - 1,030,977 828,558 801,974
- - - 99,862 155,870 198,268
- - - 509,302 488,503 663,244
- - - 176,384 305,711 130,663
203,865 140,158 201,000 2,178,461 2,424,369 2,554,452
- - - 865,699 903,040 1,022,642
148,691 136,069 152,600 132,512 238,400 176,975 678,973 744,238 753,506
- - - 323,438 - -
145,749 106,504 120,865 - - - 1,114,667 1,422,397 1,959,691
9,471 8,000 8,000 530,450 638,573 686,362
9,496 3,054 - 28,504 36,658 46,178
- - - - - -
- - - 562,496 586,447 656,220
- - - 345,775 401,750 451,778
5,921 5,509 10,427 86,675 84,132 94,202
- - - 108,065 99,951 148,671
165,788 180,400 176,775 - 208,873 202,823 1,728,603 2,174,116 2,346,776
1,361,164 351,503 50,000 - 200,000 380,000 4,374,018 5,250,153 10,246,900
$ 1,675,643 $ 667,972 $ 379,375 $ 145,749 $ 106,504 $ 120,865 $ 636,366 $ 1,457,379 $ 1,472,998 $ 15,017,449 $ 17,197,851 $ 23,380,300
- - - - 9,992,946 7,000,000
- - - - 63,350 842,501 514,862
(27,350) (62,206) (66,887) (8,000) (8,000) (20,000) (28,000) (128,000) (177,975) (63,350) (842,501) (514,862)
$ (27,350) $ (62,206) $ (66,887) $ (8,000) $ (8,000) $ (20,000) $ (28,000) $ (128,000) $ (177,975)$ - $ 9,992,946 $ 7,000,000
$(1,295,485) $ (310,178) $ (18,356) $ (76,246) $ (69,504) $ 24,135 $ 427,539 $ (426,364) $ (211,687)$(3,311,651)$ 5,308,074 $(3,008,625)
$ 680,915 $ 273,773 $ 256,167 $ (74,415) $ (143,913) $(119,778)$ 1,229,243 $ 802,880 $ 591,193 $ 7,136,669 $ 12,551,136 $ 9,545,262
All Funds Summary (Three-Year)All Funds Summary (Three-Year)
(Other Funds Include: Court Security Fund, Court Technology Fund, Street Maintenance Sales Tax Fund, Crime Control Prevention District Fund,
Grants Fund, Anniversary Fund, TIRZ #1, Recreation Program Fund, Economic Development 4B Fund and Hotel Occupancy Tax Fund)
41Annual Program of Services- 2017
General Fund
Department Item Description Amount
Parks ACC Irrigation System Replace ICC irrigation system due to obsolescence with
ACC Irrigation System at new Town Hall $ 20,000
Parks Irrigation work truck (Ford
F-250)Replace 2000 Ford F-150 $ 38,969
Parks Parks Crew work truck (Ford
F-150)Replace 1999 Ford Ranger $ 27,447
Parks Sand Pro 3040 Replace unrepairable Sand Pro $ 20,986
Parks Independence Park West
facility improvements
Sandblast and repaint exterior, refinish bathrooms and
add new fixtures, and correct plumbing issues within
building
$ 140,000
Police Ford patrol vehicle (Fully
Equipped)Replace 2012 Chevrolet Tahoe $ 36,000
Recreation Aquatics facility annual
replacement
Repaint spray pad features, replace ADA chair, replace
pool grates, replace men's restroom and entrance
flooring, and replace wiring in pool pump room
$ 45,300
Information
Services Server replacement Scheduled IT replacement $ 8,500
Information
Services Computer replacement Scheduled IT replacement $ 14,613
Information
Services Printer and Copier replacement Scheduled IT replacement $ 9,100
Information
Services Infrastructure replacement.Scheduled IT replacement $ 15,000
Information
Services SAN replacement Scheduled IT replacement $ 65,000
EMS Physio Control Lifepak 15 Replace the Lifepak 12 $ 32,000
Supplemental
Recreation Shade structure for splash pad Add a shade structure to decking outside of splash pad
area at Town aquatics facility $ 40,000
Information
Services
Backup PD Data Increased backup data storage for the Police Department
related to HD video $ 15,000
Parks Harmony Park and Lakeview
Park wrought iron fence
Replace chain link fence at Harmony Park with wrought
iron and add wrought iron fence to Lakeview Park creek
border
$ 36,000
Parks Top Dresser Purchase top dresser for maintenance crew $ 10,000
Parks Ditch Witch trencher Purchase Ditch Witch trencher for irrigation crew (initial
cost of $12,500 is offset by $3,500 savings in annual
rentals)
$ 12,500
Parks Shade structure for playground
- Independence Park West
Add a shade structure to playground at Independence
Park West $ 40,000
Parks Independence Park West
scoreboards
Purchase scoreboards for Independence Park West (Half
of cost reimbursed by TCRYBA) $ 34,000
Total General Fund Capital & Equipment Replacement $ 660,415
Capital & Equipment Replacement FY17
43Annual Program of Services- 2017
Supplemental Items Fiscal year 2017
General Fund
Department Item Description Amount
One-Time Expenditures
Parks Harmony Park and Lakeview
Park wrought iron fence
Replace chain link fence at Harmony Park with wrought
iron and add wrought iron fence to Lakeview Park creek
border
$ 36,000
Parks Independence Park West
shade structure
Add a shade structure to playground at Independence
Park West $ 40,000
Parks Top Dresser Purchase top dresser for maintenance crew $ 10,000
Parks Ditch Witch trencher
Purchase Ditch Witch trencher for irrigation crew (Initial
Cost of $12,500 is offset by $3,500 savings in annual
rentals)
$ 9,000
Parks Independence Park West
scoreboards
Purchase scoreboards for Independence Park West (Half
of cost reimbursed by TCRYBA) $ 34,000
Finance Bank RFA consultation
Engage consultant to perform bank RFA process to
include evaluation of needs, consultation, engage banks,
and negotiate a new banking contract (every five years)
$ 7,500
Information
Services Backup PD Data Increased backup data storage for the Police Department
related to HD video $ 15,000
Recreation Shade structure for splash
pad
Add a shade structure to decking outside of splash pad
area at Town aquatics facility $ 40,000
Total General Fund Supplemental Items (One-Time Expenditures) $ 191,500
44 Annual Program of Services- 2017
Supplemental Items Fiscal year 2017
General Fund
Department Item Description FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Ongoing Expenditures
Recreation
Jeff Ellis and
Associates
Risk
Management
Program
To provide training, audit,
evaluation, and risk management
consultation services to the Town
aquatics facility.
$ 3,700 $ 3,600 $ 3,800 $ 4,000 $ 4,200
Finance EZ
Transparency
Purchase EZ Transparency online
government transparency suite to
provide user friendly up-to-date
financial information.
$ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000
Finance STARS Report
Purchase STARS report to have
confidential sales tax data analyzed
to provide data to assist in predicting
future sales tax revenue, meet sales
tax based economic development
incentives, and allocate TIRZ #1
sales tax.
$ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000
Finance
Procurement
Card
Monitoring /
Governance
Support
Procurement card monitoring setup
and training for management staff on
fiduciary responsibility, ethics and
integrity, internal control, finance
transactions, and governance.
$ 6,000 $ 4,000 $ 4,000 $ 6,000 $ 4,000
Finance
Cash and
Process
Control
Evaluation
and
Monitoring
Provide evaluation of cash processes
and controls and provide corrective
measures if needed. Evaluate
critical cash collection points and
improve efficiency and cash controls
(refresh every two years).
$ 12,500 $ - $ 12,500 $ - $ 12,500
Information
Services
Online
Security
Evaluation
Comprehensive online security
evaluation of all internet facing
network connections to attempt
to stay ahead of emerging security
threats.
$ 20,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000
Information
Services
Incode
Accounts
Receivable
Module
To provide method of invoicing
and tracking progress of invoice
payments beyond Microsoft Excel.
$ 8,375 $ 1,400 $ 1,425 $ 1,450 $ 1,475
Police Investigative
Assistant
Add investigative assistant to assist
criminal investigation division. $ 27,377 $ 56,403 $ 57,798 $ 59,230 $ 60,704
45Annual Program of Services- 2017
General Fund
Department Item Description FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Ongoing Expenditures (Continued)
Human
Resources,
Finance,
Court, Parks,
Recreation,
Information
Services
Part-Time/
Intern
Administrative
Assistants (2)
Part-Time/ Intern Administrative
Assistants to provide
administrative support to
Assistant Town Manager/CFO,
Human Resources, Finance,
Court, Parks, Recreation, and
Information Services. Anticipate
second position hired by July 2017.
$ 22,301 $ 40,127 $ 41,645 $ 43,217 $ 44,845
Total General Fund Supplemental Items (Ongoing
Expenditures)$108,253 $ 128,530 $144,168 $136,897 $150,724
Crime Control Prevention District (CCPD)
Department Item Description FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Police Evidence
Custodian
Provides contract evidence
custodian services for Police
Department.
$ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000
Total CCPD Supplemental Items (Ongoing Expenditures) $ 24,000 $ 24,000 $24,000 $ 24,000 $ 24,000
Economic Development Corporation 4B (EDC 4B)
Department Item Description FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
EDC 4B STARS Report
Purchase STARS report to
have confidential sales tax data
analyzed to provide data to assist
in predicting future sales tax
revenue, meet sales tax based
economic development incentives,
and allocate TIRZ #1 sales tax.
$ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000
Total EDC 4B Supplemental Items (Ongoing Expenses) $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000
Supplemental Items Fiscal Year 2017
46 Annual Program of Services- 2017
General Fund
Revenues FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Property Tax $ 4,149,900 $ 4,547,901 $ 5,205,437 $ 5,801,544 $ 5,809,044 $ 6,185,631 $ 6,540,344 $ 6,708,935
Licenses and Permits 947,870 893,733 697,378 558,606 604,500 552,200 344,476 333,326
Franchise Fees 718,952 772,621 811,052 947,257 981,951 986,799 984,636 996,822
Sales Tax 609,889 662,723 751,510 753,125 821,679 900,395 940,579 1,011,601
Fines and Fees 644,609 551,899 574,558 420,359 356,406 361,906 365,468 368,786
Intergovernmental 184,689 386,879 126,134 - - - - -
Charges for Service 235,594 236,719 282,957 274,909 272,291 279,964 284,943 290,040
Investment Income 4,919 2,942 7,829 18,000 26,000 30,000 35,000 37,500
Miscellaneous Income 203,766 109,621 88,993 240,000 266,614 144,394 137,667 138,462
Grant Revenue 75,599 58,892 73,343 - - - - -
Prior Year Adjustment (96,870) - - - - - - -
Total Revenues $ 7,678,919 $8,223,930 $ 8,619,191 $ 9,013,800 $ 9,138,485 $ 9,441,289 $ 9,633,113 $ 9,885,472
Expenditures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Manager's Office $ 707,166 $ 829,603 $ 1,030,977 $ 843,529 $ 828,558 $ 801,974 $ 843,060 $ 879,994
Human Resources 102,771 74,282 99,862 123,872 155,870 198,268 206,000 212,411
Information Services 342,319 333,769 509,302 531,262 488,503 663,244 670,876 589,067
Legal 171,157 196,520 176,384 196,972 305,711 130,663 132,900 135,143
Police 2,068,309 2,065,029 1,974,596 2,352,871 2,284,211 2,353,452 2,450,150 2,623,624
Emergency Medical Services 768,367 808,788 865,699 916,059 903,040 1,022,642 1,272,549 1,085,607
Streets 766,411 403,868 397,770 420,120 369,769 423,931 439,686 459,328
Parks 947,736 1,020,004 968,919 1,388,795 - - - -
Medians - 294,342 323,438 - 1,315,893 1,838,826 1,646,048 1,554,570
Recreation 496,388 503,373 520,979 658,647 630,573 678,362 648,567 689,182
Community Events 47,374 38,805 19,008 31,881 33,604 46,178 39,310 39,394
Planning & Zoning 257,138 260,939 - - - - - -
Community Development 319,168 326,821 562,496 582,726 586,447 656,220 676,967 675,104
Finance 372,816 392,220 345,775 410,419 401,750 451,778 457,450 481,220
Municipal Court 68,731 79,573 80,754 87,077 78,623 83,775 86,343 89,154
Facilities Maintenance 75,344 81,550 108,065 112,079 99,951 148,671 186,262 189,301
Total Expenditures $ 7,511,193 $7,709,485 $7,984,023 $8,656,309 $ 8,482,503 $ 9,497,984 $ 9,756,167 $ 9,703,099
Other Sources (Uses)FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Transfers In $ 12,300 $ 11,000 $ 11,000 $ 111,000 $ 111,000 $ 63,000 $ 63,000 $ 63,000
Transfers Out (780,734) (10,818) - (385,000) (625,000) (250,000) - -
Total Other Sources (Uses) $ (768,434) $ 182 $ 11,000 $ (274,000) $ (514,000) $ (187,000) $ 63,000 $ 63,000
Fund Balance FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning fund balance $ 3,131,102 $ 2,530,394 $ 3,045,021 $ 3,662,226 $ 3,691,189 $ 3,833,171 $ 3,589,476 $ 3,529,422
Net increase (Decrease) (600,708) 514,627 646,168 83,491 141,982 (243,695) (60,054) 245,373
Ending Fund Balance $2,530,394 $3,045,021 $3,691,189 $3,745,717 $ 3,833,171 $ 3,589,476 $ 3,529,422 $ 3,774,795
Fund Balance Detail FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Reserve Fund balance
(30% of Total Expenditures) $ 2,253,358 $ 2,312,846 $ 2,395,207 $ 2,596,893 $ 2,544,751 $ 2,849,395 $ 2,926,850 $ 2,910,930
Assigned Fund Balance 228,138 228,138 228,138 - - - - -
Committed Fund Balance - - 200,000 166,000 180,000 168,000 156,000 144,000
Unassigned Fund Balance in
Excess (Deficit) of 30% 48,898 504,038 867,844 982,825 1,108,420 572,080 446,572 719,866
Total Fund Balance $2,530,394 $ 3,045,021 $ 3,691,189 $ 3,745,717 $ 3,833,171 $ 3,589,476 $ 3,529,422 $ 3,774,795
48 Annual Program of Services- 2017
General Fund Revenue
The largest revenue source in the General Fund
is the Ad Valorem Property Tax. Property tax
revenues are calculated by multiplying the tax
rate by the property tax base. The tax rate for the
FY17 adopted budget is based on a $0.47300 ad
valorem tax rate. This rate is 3.8% more than the
calculated effective tax rate ($0.455562/$100)
that would provide the same level of revenue on
existing properties as FY16. The ad valorem tax
rate is comprised of two components; the first
is the Maintenance and Operations component
(M&O) that is used to calculate revenue to fund the
Town’s General Fund operations such as Police
and Administration; the second component is
the Interest & Sinking (I&S) portion that is used
to calculate revenue to pay the Town’s general
debt service obligations.
The property tax base is calculated by both Denton
County and Tarrant County, since the Town
of Trophy Club has property in both counties.
Summing both appraised values together amounts
to the total appraised value for Trophy Club. After
adding both appraisal rolls, the total property
value shows an increase of 9.9% over the prior year
certified values, and a current average home value
of $380,265. In FY17, 60 homes are projected for
construction which will continue to increase the
total assessed value of Trophy Club, and in turn
increase revenues derived from property tax. Over
the next year the property tax base is forecast to
increase by 7% over the previous fiscal year due
to new growth and increased values of existing
properties.
0.515000
0.530000
0.518543
0.499300
0.490000 0.484000
0.473000
FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17
Property Tax Rate History
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY 13
Actual
FY 14
Actual
FY 15
Actual
FY 16
Budget
FY 16
Estimate
FY 17
Adopted
FY 18
Planning
GRANT REVENUE
MISCELLANEOUS INCOME
INVESTMENT INCOME
CHARGES FOR SERVICES
INTERGOVERNMENTAL
FINES AND FEES
SALES TAX
FRANCHISE FEES
LICENSING AND PERMITS
PROPERTY TAXES
49Annual Program of Services- 2017
General Fund Revenue
Franchise Fees are the second largest revenue
source in the General Fund. These fees are
charged to gas, electric, telecommunications,
solid waste, and cable companies for the use of
the Town’s right-of-ways. In September 2015, the
Town Council took action to increase the solid
waste franchise fees from 6% to 12% and the
gas franchise from 4% to 5%. They are projected
based on past and current trends and franchisees’
estimates. Franchise fees are projected to increase
0.49% over the FY16 estimate.
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
FY 14
Actual
FY15
Actual
FY16
Estimate
FY17
Adopted
FY18
Planning
FY19
Planning
Gas Electric Telecommunications Cable Refuse
Sales Tax is the third largest revenue source
in the General Fund. Consumers pay 8.25% in
sales tax in the Town of Trophy Club. Of that,
the State of Texas charges 6.25% sales tax. Local
governments have an additional 1.0% sales tax
that they automatically receive. The remaining
1.0% of sales tax has to be approved for specific
use by voters.The 2.0% of sales tax that the Town
collects is distributed as follows: the General
Fund receives 1% of the sales tax, 0.5% goes to
fund the Economic Development 4B Fund, 0.25%
goes to the Street Maintenance Sales Tax Fund,
and 0.25% goes to the Crime Control Prevention
District Fund. Included in the sales tax totals are
the Mixed Beverage tax, which amounts to 2.68%
of the revenue for this category. The FY17 budget
projects a 9.58% growth in total receipts over the
current year’s estimate. The sales tax revenue is
dependent on local economic conditions and can
fluctuate. Future projections include the addition
of two new restaurants Meat U Anywhere BBQ
and Bread Winners & Quarter Bar, which opened
in November 2016.
Sales Tax Breakdown
State of Texas 6.25%
Trophy Club 1.00%
TC Economic Development 0.50%
Street Maintenance 0.25%
CCPD 0.25%
Total 8.25%
Sales Tax
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 14
Actual
FY15
Actual
FY16
Estimate
FY17
Adopted
FY18
Planning
FY19
Planning
Licensing and Permits are the fourth largest
revenue source for the General Fund. This
revenue source grouping contains Building and
Miscellaneous Permits, and is expected to decrease
8.65% from the FY16 estimate due to the Town
approaching substantial build-out. The heavy
reduction in revenue derived from licensing and
permits is considered when looking to the future.
Increased property valuation from new properties
on future tax rolls will make up for the substantial
loss of this revenue source along with increased
collections of sales taxes and franchise fees.
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
FY 14
Actual
FY15
Actual
FY16
Estimate
FY17
Adopted
FY18
Planning
FY19
Planning
Licensing and Permits
50 Annual Program of Services- 2017
General Fund Revenue
Franchise Fees
Fines and Fees are charges for utilizing a government service or receiving a penalty. The main
revenue sources for Fines and Fees are development related fees, recreational fees, and court related
fines and fees.
• Development-related fees (composed of P & Z administrative fees, developer fees, zoning fees,
and platting fees) are expected to sharply increase $3,000 or 66.66% compared to the FY16
estimate due to new developments. The majority of revenue received is from developer fees.
• The Municipal Court derives its revenues from citations primarily associated with motor
vehicles, misdemeanors, and code enforcement. The fines and fees from the Municipal Court
have remained fairly constant and are
projected to remain steady for the next
three years.
• Recreation-based revenues stem from
the pool, community events, and
day camp. Pool entry fee revenue is
expected to increase in FY17. As the
population increases, recreation-based
revenues are projected to increase. This
revenue source overall is projected to
increase $2,936 or 1.34% over the FY16
estimate.
In general, Fines and Fees are projected to
increase $5,500 or 1.54% from the Fiscal
Year 2016 estimate due to a small increase in
development related fees. Fines and Fees are expected to increase over the next three fiscal years.
Interest Income is expected to increase $4,000 or 2.82% from the FY16 estimate, primarily due to
the investment of fund balance in Certificates of Deposit (CDs) that yield a higher interest rate than the
Town’s interest bearing accounts. The Town of Trophy Club maintains an investment policy to ensure
the safety of principle, maintain sufficient liquidity to meet operational needs, maintain the trust of the
public, and optimize interest earnings.
Miscellaneous Revenues represent unanticipated revenues as well as minor sources not contained
in other categories. Included in this category are other various non-routine revenues received during
the year. Tower rental and gas well revenues also fall into this category. This revenue category is
expected to decrease due to a one-time payment from Sprint during FY16. In total, miscellaneous
revenue is projected to decrease $122,220 or 45.84% over the FY16 estimate.
$0
$200,000
$400,000
$600,000
$800,000
FY 14
Actual
FY15
Actual
FY16
Estimate
FY17
Adopted
FY18
Planning
FY19
Planning
Other Fines & Fees Police Revenues
Recreational Revenues Municipal Court Revenues
Development-Related Fee Total
Fines and Fees
51Annual Program of Services- 2017
FY 14
Actual
FY 15
Actual
FY16
Budget
FY16
Estimate
FY17
Adopted
FY18
Planning
FY19
Planning
Property Tax
Property Taxes 4,517,989 5,145,310 5,776,544 5,776,544 6,153,131 6,507,844 6,676,435
Property Taxes/Delinquent 18,045 34,924 15,000 15,000 15,000 15,000 15,000
Property Taxes/P & I 11,867 25,203 10,000 17,500 17,500 17,500 17,500
TOTAL PROPERTY TAXES $4,547,901 $5,205,437 $5,801,544 $5,809,044 $6,185,631 $6,540,344 $6,708,935
SALES TAXES
Mixed Beverage Tax 20,777 19,982 22,907 20,981 24,128 28,954 34,745
Sales Tax - General 641,946 731,528 730,218 800,698 876,267 911,625 976,857
TOTAL SALES TAXES $ 662,723 $ 751,510 $ 753,125 $ 821,679 $ 900,395 $ 940,579 $1,011,601
FRANCHISE FEES
Electric 360,796 384,566 399,347 408,381 420,214 428,406 436,760
Gas 64,470 61,845 103,074 90,000 91,800 93,636 95,509
Telecommunications 53,710 51,059 50,362 50,508 48,906 47,851 46,522
Cable 207,906 235,335 251,914 228,236 230,518 232,823 235,151
Refuse 85,739 78,248 142,560 204,827 195,360 181,920 182,880
TOTAL FRANCHISE FEES $ 772,621 $ 811,052 $ 947,257 $ 981,951 $ 986,799 $ 984,636 $ 996,822
LICENSES AND PERMITS
Building Permits 699,466 501,420 374,052 414,500 366,000 162,000 154,500
Miscellaneous Permits 194,267 195,958 184,554 190,000 186,200 182,476 178,826
TOTAL LICENSES AND PERMITS $ 893,733 $ 697,378 $ 558,606 $ 604,500 $ 552,200 $ 344,476 $ 333,326
INTERGOVERNMENTAL
MUD Service Contract 77,048 26,170 - - - - -
Intergov Transfer In MUD 10,373 10,000 - - - - -
Intergov Transfer In EDC 299,458 89,964 - - - - -
TOTAL INTERGOVERNMENTAL $ 386,879 $ 126,134 $ - $ -$ - $ -$ -
GRANT REVENUE
Grant Revenue 58,892 73,343 -----
TOTAL GRANT REVENUE $ 58,892 $ 73,343 $ - $ - $ - $ - $ -
CHARGES FOR SERVICES
EMS Runs 174,064 162,122 160,018 157,400 158,974 160,564 162,169
CIA Lien Revenues 145 1,343 - - - - -
PID Reimbursement 8,825 16,712 8,000 8,000 8,000 8,000 8,000
NISD Contract 53,685 102,779 106,891 106,891 112,990 116,379 119,871
TOTAL CHARGES FOR SERVICES $ 236,719 $ 282,957 $ 274,909 $ 272,291 $ 279,964 $ 284,943 $ 290,040
General Fund Revenue Detail Summary
52 Annual Program of Services- 2017
FINES AND FEES FY 14
Actual
FY 15
Actual
FY16
Budget
FY16
Estimate
FY17
Adopted
FY18
Planning
FY19
Planning
P & Z Administrative Fees 4,620 1,920 1,500 1,500 1,500 1,500 1,000
Developer Fees 132,063 139,329 5,000 - 5,000 5,000 5,000
Zoning Fees - 300 - 1,500 - - -
Platting Fees 4,122 619 1,000 1,500 1,000 500 200
Denton/Tarrant County Pledge -
EMS
5,554 5,562 5,500 5,480 5,500 5,500 5,500
Municipal Court Fines/Fees 114,212 108,245 103,238 107,000 108,070 109,151 110,242
Municipal Court Child Safety Fees 4,559 31,288 4,194 4,200 4,200 4,200 4,200
Day Camp Programs 54,128 62,970 60,600 62,950 63,580 64,215 64,857
Aquatic Programs 15,644 11,262 19,382 13,750 13,888 14,026 14,167
Recreation Programs 4,747 - - - - - -
Pool Concessions 24,633 20,984 23,000 14,500 14,645 14,791 14,939
Pool Entry Fees 110,604 105,261 126,265 77,700 79,254 80,839 82,456
Swim Team Programs 28,576 37,550 29,150 34,000 34,340 34,683 35,030
Records Management Revenue 336 611 500 500 500 500 500
Golf Cart Registration 1,775 2,360 1,000 1,800 - - -
City Vehicle Registration Fees/
Child Safety
10,797 11,088 10,000 12,226 12,500 12,500 12,500
Community Events Revenue 6,010 7,941 1,500 - - - -
Convenience Fees 1,390 3,912 4,050 1,000 1,000 1,000 1,000
Animal Control 4,183 3,823 3,500 3,500 3,500 3,500 3,500
Miscellaneous Police Revenue 2,156 268 1,500 300 300 300 300
Pool Rentals 13,990 14,015 19,480 13,000 13,130 13,261 13,394
TC Magazine 7,800 5,250 - - - - -
TOTAL FINES AND FEES $ 551,899 $ 574,558 $ 420,359 $ 356,406 $ 361,906 $ 365,468 $ 368,786
INTEREST INCOME
Interest Income 2,942 7,829 18,000 26,000 30,000 35,000 37,500
TOTAL INTEREST INCOME $ 2,942 $ 7,829 $ 18,000 $ 26,000 $ 30,000 $ 35,000 $ 37,500
MISCELLANEOUS
Auction Sales - 5,450 - 19,885 - - -
Gas Well Revenues 198 - - - - - -
Donation 260 2,180 - - 17,000 - -
Tower Revenue 31,625 25,875 181,000 171,729 46,644 56,144 56,144
Recreation Rentals 36,350 28,084 34,000 50,000 55,000 55,000 55,000
Miscellaneous Revenue 41,188 27,404 25,000 25,000 25,750 26,523 27,318
TOTAL MISCELLANEOUS $ 109,621 $ 88,993 $ 240,000 $ 266,614 $ 144,394 $ 137,667 $ 138,462
TOTAL REVENUES $8,223,930 $8,619,191 $9,013,800 $9,138,485 $9,441,289 $9,633,113 $9,885,472
General Fund Revenue Detail Summary
53Annual Program of Services- 2017
General Fund Expenditures
Personnel – Total personnel expenditures are expected to increase $158,289 or 2.58% from the
FY16 estimate. FY17 budget includes the following personnel changes and adjustments: two Part-
Time/Intern Administrative Assistants and an Investigative Assistant. The FY17 Budget includes a
point/performance based merit distribution of up to 2% per employee/evaluation on October 1st and
April 1st, and an annual stipend dependent on employee’s last two performance reviews.
Services and Supplies – The services and supplies budget increased $462,715 or 22.25% from the
FY16 estimate, 3.18% of which are supplemental items. The remainder of the increase is derived from
the following: shifting personnel costs to contract in the Legal department, the executive search for a
new fire chief, increased cost of water for Parks, and insurance broker costs.
Capital - Capital expenditures include both capital replacement and new capital expenditures.
The capital expenditures budget for the general fund increased $394,477 or 148.33% from the FY16
estimate primarily due to Independence Park West improvements, SAN replacement for Information
Services, and new shade structures at the Park and Pool.
FY 2016
Budget
FY 2016
Estimate
FY 2017
Adopted
% Change
(From FY16
Budget)
% Change
(From FY16
Estimate)
Personnel $ 6,245,821 $ 6,136,678 $ 6,294,967 0.79%2.58%
Services & Supplies 2,137,625 2,079,887 2,542,602 18.95%22.25%
Capital 272,863 265,938 660,415 142.03%148.33%
Total $ 8,656,309 $ 8,482,503 $ 9,497,984 9.72%11.97%
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY 2014
ACTUAL
FY 2015
BUDGET
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel Services Services & Supplies Capital
54 Annual Program of Services- 2017
55Annual Program of Services- 2017
The Manager’s Office
Mission
To provide leadership and direction for the Trophy Club team by utilizing the best management
practices, progressive thinking and planning, as well as promoting a positive public image of
the organization and the Town on both a local and regional basis. The Manager’s Office seeks
to support the Town’s mission by building strong partnerships and deepening community
involvement, creating business-friendly economic development, fostering environmentally sound
policies, ensuring the safety and security of all residents and staff, and maintaining financial and
operational stewardship.
Top 3 Accomplishments for FY16
• Implemented Laserfiche, imported Town
Legislative Files and went live with
Laserfiche online portal
• Completed review and transitioned to
new Code of Ordinances
• Passed bond package for Town Hall and
began construction on the building
Council Objective Fiscal Year 2017 Departmental Goals
Conducting ourselves as leaders, following the
highest ethical standards, with humility before
residents
• Help provide seamless transition for new Town
Manager coming on-board
Taking deliberate, targeted action resulting from
thoughtful analysis, weighing costs and benefits
in all situations
• Continuation of scanning into Laserfiche
Exercising fiscal discipline and taking a business-
like approach to Town operations and budget
prioritization
• Finish construction of Town Hall and move
into the new building
Maintaining Town assets, services, and Codes of
Ordinances that preserve the natural beauty of
Trophy Club
• Develop a plan for the use of the Annex building
56 Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
# of weekly updates for the Town Council 49 34 52 50 50
# of recognitions from local, state, national,
and media organizations 3 6 4 4 4
Performance Measure:
Open Records Requests (ORRs) Turnaround
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
GOAL
Percent of ORRs completed within 5 Days --67.19%78.00%75.00%
Average # of Days to Process -- 4.14 3.25 < 5.00
# of ORRs Processed 332 334 192 202 120
Explanation State law requires that municipal governments provide ORR,s back
to the requester within 10 business days.
Council Objective Operating a limited government with maximum transparency.
Measure It is the Town’s goal to process all routine ORR’s within five
business days.
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 562,769 $ 682,554 $ 910,155 $ 689,144 $ 661,441 $ 619,236 -10%
Services & Supplies 144,397 147,049 120,822 154,385 167,117 182,738 18%
TOTAL $ 707,166 $ 829,603 $ 1,030,977 $ 843,529 $ 828,558 $ 801,974 -5%
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
TOWN MANAGER 1.00 1.00 1.00
ASSISTANT TOWN MANAGER/CFO 1.00 1.00 1.00
TOWN SECRETARY 1.00 1.00 1.00
EXECUTIVE SECRETARY 1.00 1.00 1.00
PIO/MARKETING MANAGER 1.00 1.00 0.00
TOTAL FTEs 5.00 5.00 4.00
57Annual Program of Services- 2017
Manager’s Office FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 416,592 $ 489,071 $ 675,545 $ 507,062 $ 489,820 $ 454,126 $ 470,020 $ 486,471
Longevity 1,728 1,583 1,883 1,168 1,175 1,218 1,488 1,788
Stipend 10,000 7,200 4,000 3,000 3,000 2,250 2,250 2,250
Retirement 64,353 93,378 126,385 77,518 75,529 71,725 74,632 77,610
Medical Insurance 19,864 34,842 43,011 49,631 41,249 46,391 48,711 51,146
Dental Insurance 1,709 2,828 2,975 3,234 3,206 2,795 2,795 2,795
Vision Insurance 422 654 606 624 565 239 239 239
Life Insurance & Other 3,886 2,840 2,954 3,227 2,897 2,318 2,399 2,483
Social Security Taxes 23,950 27,690 31,152 27,497 26,684 23,254 24,068 24,910
Medicare Taxes 6,250 7,207 9,737 7,413 6,793 6,635 6,867 7,108
Unemployment Taxes 58 1,247 2,024 1,035 935 684 708 733
Workman’s Compensation 1,192 1,377 1,459 1,285 1,088 1,151 1,191 1,233
Pre-Employment Physical/Testing 125 105 113 - - - - -
Auto Allowance 12,161 12,039 7,660 6,000 6,000 6,000 6,000 6,000
Employee Relations 482 493 652 450 2,500 450 450 450
Total Personnel $ 562,769 $ 682,554 $ 910,155 $ 689,144 $ 661,441 $ 619,236 $ 641,819 $ 665,216
Services/Supplies
Professional Outside Services $ 7,500 $ 8,911 $ 5,925 $ 2,000 $ 12,000 $ 42,000 $ 42,000 $ 42,500
TC Magazine - - 13,050 - - - - -
Records Management 1,451 1,628 1,750 2,042 3,250 2,660 2,687 2,714
Newsletter/Year-In-Review 4,720 6,634 9,788 10,600 8,500 11,000 11,400 11,800
Elections 25,627 16,351 12,685 22,000 35,698 20,100 20,100 20,500
Meals on Wheels 2,000 2,000 - - - - - -
Advertising 1,516 2,302 3,089 3,900 7,400 5,900 5,900 5,900
Printing 94 144 1,027 2,980 1,480 1,424 1,924 1,465
Schools & Training 1,433 3,665 3,893 4,255 4,664 5,055 5,175 5,300
Telephone 1,205 200 - - - - - -
Communications/Pagers/Mobiles 2,541 4,326 3,891 4,060 3,318 2,700 2,700 2,700
Independent Labor 1,625 1,652 1,577 1,800 1,500 1,800 1,800 2,000
Dues & Membership 12,386 15,096 20,533 20,775 17,973 21,527 21,819 21,997
Travel & Per Diem 3,696 6,450 5,466 7,938 5,264 6,794 7,700 8,000
Meetings 6,591 3,949 4,555 9,688 6,640 8,176 8,226 9,236
Office Supplies 3,041 2,672 1,814 3,500 1,500 2,000 2,000 2,000
Postage 2,043 1,727 1,318 2,300 1,764 1,764 1,764 1,764
Publications/Books/Subscriptions 283 199 25 48 684 164 164 164
Mayor/Council Expense 34,298 23,419 13,674 23,399 23,282 22,949 23,874 24,039
Furniture/Equipment <$5,000 60 1,943 465 1,000 200 200 200 500
Maintenance Supplies 51 - - - - - - -
Contingency Expense 24,669 42,495 14,333 25,000 25,000 10,000 25,000 35,000
Miscellaneous Expense 7,567 1,287 1,966 7,100 7,000 7,100 7,100 7,200
Incentive Program - - - - - 9,425 9,708 9,999
Total Services/Supplies $ 144,397 $ 147,049 $ 120,822 $ 154,385 $ 167,117 $ 182,738 $ 201,241 $ 214,778
Total Expenditures $ 707,166 $829,603 $ 1,030,977 $ 843,529 $ 828,558 $ 801,974 $ 843,060 $ 879,994
58 Annual Program of Services- 2017
Legal
Mission
To assist the Town of Trophy Club in achieving its goals and objectives by providing legal services
that offer efficient and ethical Town representation consistent with professionally-accepted legal
practices.
Top 3 Accomplishments for FY16
• Negotiated and executed Interlocal
Agreement to operate the Fire Department
• Provided legal services and assistance
during a period of transition in many
departments, including Legal
• Provided legal support during Town
Manager resignation, search and hiring
of new Town Manager
59Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
# of Ordinances/Resolutions/documents
reviewed/prepared 275 260 250 118 100
# of Requests for general legal research/advice 1,510 1,510 1,500 1,861 1,800
# of Agendas reviewed 41 40 40 54 50
# of cases prosecuted 370 336 300 328 300
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 147,427 $ 155,337 $ 160,259 $ 165,480 $ 220,325 $ - -100%
Services & Supplies 23,731 41,183 16,125 31,492 85,386 130,663 315%
TOTAL $ 171,157 $ 196,520 $ 176,384 $ 196,972 $ 305,711 $ 130,663 -34%
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
TOWN ATTORNEY 1.00 1.00 0.00
TOTAL FTEs 1.00 1.00 0.00
60 Annual Program of Services- 2017
LEGAL FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 112,759 $ 115,964 $ 117,433 $ 122,200 $ 168,093 $ - $ - $ -
Longevity 878 968 1,058 1,148 1,148 - - -
Stipend 2,500 1,800 750 750 750 - - -
Retirement 16,265 20,860 24,900 24,820 33,849 - - -
Medical Insurance 4,463 5,334 5,570 5,781 3,906 - - -
Dental Insurance 363 364 389 414 280 - - -
Vision Insurance 81 81 81 81 55 - - -
Life Insurance & Other 1,238 692 693 716 497 - - -
Social Security Taxes 6,960 7,129 7,388 7,254 8,873 - - -
Medicare Taxes 1,677 1,722 1,728 1,799 2,441 - - -
Unemployment Taxes 9 207 9 207 171 - - -
Workman's Compensation 234 216 261 310 262 - - -
Total Personnel $ 147,427 $ 155,337 $ 160,259 $ 165,480 $ 220,325 $ - $ - $ -
Services/Supplies
Professional Outside Services $ 13,225 $ 33,024 $ 6,632 $ 20,000 $ 77,607 $ 122,000 $ 124,000 $ 126,000
Schools & Training 250 270 299 450 - - - -
Telephone 258 7 - - - - - -
Communications/Pagers/Mobiles 564 614 466 696 347 - - -
Dues & Membership 390 315 465 495 - - - -
Travel & Per Diem 1,269 559 1,376 1,550 - - - -
Office Supplies 132 147 117 130 130 130 130 130
Postage - - 60 50 50 50 50 50
Publications/Books/Subscriptions 7,643 6,247 6,709 8,021 7,252 8,383 8,620 8,863
Miscellaneous Expense - - - 100 - 100 100 100
Total Services/Supplies $ 23,731 $ 41,183 $ 16,125 $ 31,492 $ 85,386 $ 130,663 $ 132,900 $ 135,143
Total Expenditures $171,157 $196,520 $176,384 $196,972 $ 305,711 $ 130,663 $ 132,900 $ 135,143
61Annual Program of Services- 2017
Police
Mission
To promote and maintain a safe and peaceful community and enforce all laws without prejudice or bias,
utilizing proactive partnerships to anticipate and meet the challenges of our changing environment.
We will accomplish this mission by standing committed to a standard of excellence and maintaining
that we are accountable for our actions to one another and the community we serve.
Top 2 Accomplishments for FY16
• Case submission time reduced from 90 day
average to 8 day average
• Evidence destruction orders filed and returned
resulting in the disposition of over 100 pieces
of old evidence
Council Objectives Fiscal Year 2017 Departmental Goals
Exceeding high standards for public safety and
low crime rates
• Receive “Recognized” status from state of
Texas
62 Annual Program of Services- 2017
PERFORMANCE MATRIX
Performance Measure - Volunteer Hours FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
GOAL
# of citizen volunteer hours with the police
department 3,000 3,407 4,709 2,114 3,700
Explanation
Utilization of volunteers saves the Town and Trophy Club Tax
payers money, as well as increases the service level that the
police can provide.
Council Objective Exceed high standards for public safety and low crime rate.
Measure It is the Town’s goal to utilize the citizen volunteers for at least
3,700 hours for FY16.
Performance Measure -Police Response Time
(Priority 1 Calls)
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
GOAL
Average response time for calls for assistance
(Min)-1.94 Min 1.88 Min 1.81 Min < 2.00 Min
Explanation
Lower response time is commonly associated with community
security and citizens satisfaction. Priority 1 calls are those
deemed critical.
Council Objective Exceed high standards for public safety and low crime rate.
Measure It is the Town’s goal to have under a 2 minute average response
time for Priority 1 calls.
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 1,595,503 $ 1,785,362 $ 1,707,897 $ 2,022,142 $ 1,992,320 $ 2,056,122 2%
Services &
Supplies 376,205 230,562 262,540 284,929 252,441 261,330 -8%
Capital 96,601 49,105 4,160 45,800 39,450 36,000 -21%
TOTAL $ 2,068,309 $ 2,065,029 $ 1,974,596 $ 2,352,871 $ 2,284,211 $ 2,353,452 0%
63Annual Program of Services- 2017
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
POLICE CHIEF 1.00 1.00 1.00
POLICE LIEUTENANT 1.00 1.00 1.00
CID SERGEANT 1.00 1.00 1.00
POLICE SERGEANT 4.00 4.00 4.00
ANIMAL CONTROL OFFICER 1.00 1.00 1.00
DETECTIVE/JUVENILE INVESTIGATOR 1.00 1.00 1.00
SRO 2.00 2.00 2.00
POLICE OFFICER 10.00 10.00 10.00
INVESTIGATIVE ASSISTANT 0.00 0.00 0.50
SEASONAL SCHOOL CROSSING
GUARDS 3.15 3.15 3.15
TOTAL FTEs 25.15 25.15 25.65
Police FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 1,137,839 $ 1,208,716 $ 1,165,261 $ 1,386,202 $ 1,360,432 $ 1,454,558 $ 1,519,440 $ 1,572,620
Overtime 44,773 56,032 55,386 61,420 84,219 55,000 56,925 58,917
Longevity 10,140 11,828 12,073 11,170 11,105 6,973 8,503 10,123
Stipend 20,000 24,900 16,600 15,750 15,750 16,500 16,500 16,500
Certification 1,025 14,049 12,297 10,200 12,629 9,300 9,300 9,300
Holiday Pay - 24,890 19,836 30,327 23,182 - - -
Retirement 157,574 183,548 167,155 186,621 184,923 190,667 211,861 220,535
Medical Insurance 87,756 109,937 109,093 143,875 131,067 148,525 164,089 172,293
Dental Insurance 8,298 9,150 8,645 10,478 10,776 10,181 10,717 10,717
Vision Insurance 1,963 2,165 1,891 2,352 2,180 1,194 1,297 1,297
Life Insurance & Other 14,931 9,769 8,967 12,336 11,231 8,481 9,186 9,507
Social Security Taxes 71,609 79,741 76,509 92,390 89,112 93,480 97,685 101,104
Medicare Taxes 16,748 18,649 17,894 21,969 20,775 22,349 23,350 24,167
Unemployment Taxes 678 5,594 1,208 5,001 6,872 4,549 4,708 4,873
Workman's Compensation 19,382 23,699 31,310 28,851 24,517 31,165 32,293 33,423
Pre-Employment\
Physicals/Testing 2,639 714 2,537 2,000 2,389 2,000 1,500 1,500
Clothing Allowance 150 1,979 1,235 1,200 1,161 1,200 - -
Total Personnel $ 1,595,503 $ 1,785,362 $ 1,707,897 $ 2,022,142 $ 1,992,320 $ 2,056,122 $ 2,167,354 $ 2,246,878
64 Annual Program of Services- 2017
Police FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Services & Supplies
Professional Outside Services $ - $ - $ 8,370 $ 14,500 $ 21,500 $ 14,833 $ 10,000 $ 8,250
Records Management - - 277 - 1,000 1,000 1,000 1,000
Advertising - 148 154 7,000 5,700 6,000 5,000 5,000
Printing 606 339 590 700 500 700 600 600
Schools & Training 4,918 6,693 4,774 9,900 7,200 9,900 8,300 8,650
Electricity 18,317 15,953 15,591 15,500 16,256 13,400 - -
Water 802 1,203 835 1,650 992 1,040 - -
Telephone 1,520 221 - - - - - -
Communications/Pagers/Mobiles 8,292 9,654 10,347 13,189 14,407 16,472 15,646 15,846
Building Maintenance 148,093 6,457 16,374 12,500 9,500 8,000 - -
Vehicle Maintenance 21,022 30,551 20,808 20,000 15,000 20,000 20,200 21,400
Equipment Maintenance 4,373 3,813 3,357 3,450 3,700 3,700 3,700 4,800
Cleaning Services - - 197 - - - - -
Qualifying Expenses 3,867 981 4,475 11,400 16,510 10,600 7,100 7,100
Emergency Management 2,000 - 1,000 2,000 2,000 2,000 2,000 2,000
Dispatch - Denton County 51,141 51,141 36,816 33,000 32,396 31,000 42,000 42,000
Independent Labor 2,550 4,710 4,450 7,000 4,000 7,000 7,500 8,500
Dues & Membership 2,003 1,702 985 1,500 2,655 2,655 2,450 2,650
Travel & Per Diem 3,053 5,024 7,906 8,500 10,500 10,500 9,000 9,500
Meetings 75 153 451 500 500 500 500 500
Office Supplies 2,638 2,087 3,677 2,350 2,300 2,350 2,350 2,450
Postage 383 1,099 407 550 500 550 550 550
Publications/Books/Subscription - 1,296 226 1,600 1,600 1,600 600 1,600
Fuel 55,886 48,207 27,205 42,240 26,775 31,680 41,000 44,000
Uniforms 12,281 14,319 24,261 17,500 17,000 16,400 15,800 16,900
Protective Clothing 8,334 2,268 6,826 900 - - - -
Investigative Materials 4,073 6,041 8,416 6,000 6,800 6,900 6,500 6,500
Golf Cart Stickers 425 - - 750 700 750 100 500
Animal Control 4,399 4,772 5,708 6,250 6,000 6,500 6,500 7,250
Small Equipment 9,583 4,382 15,118 9,200 6,150 2,300 2,700 9,500
Furniture/Equipment <$5,000 1,691 479 2,640 2,000 - - 2,000 2,000
Maintenance Supplies 2,370 2,832 3,066 2,600 3,200 2,300 - -
Miscellaneous Expenses 736 750 2,391 1,500 1,500 1,500 1,500 1,500
Programs & Special Projects 773 3,286 24,844 29,200 15,600 29,200 16,200 16,200
Total Services/Supplies $ 376,205 $ 230,562 $ 262,540 $ 284,929 $ 252,441 $ 261,330 $ 230,796 $ 246,746
Capital
Capital Outlay $ 96,601 $ 49,105 $ 4,160 $ 45,800 $ 39,450 $ 36,000 $ 52,000 $ 130,000
Total Capital $ 96,601 $ 49,105 $ 4,160 $ 45,800 $ 39,450 $ 36,000 $ 52,000 $ 130,000
Total Expenditures $2,068,309 $2,065,029 $ 1,974,596 $ 2,352,871 $ 2,284,211 $ 2,353,452 $ 2,450,150 $ 2,623,624
65Annual Program of Services- 2017
Emergency Medical Services
Mission
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. Our mission enhances the Town’s mission
by providing a safe and secure environment to all Town residents as well as developing strong
partnerships and community involvement.
Top 3 Accomplishments for FY16
• Placed new Stryker Power Pro Cot into service
• Implemented Operative IQ Supply Management
System
• 90% of staff completed BEST EMS Cadaver Lab
Training
Council Objectives Fiscal Year 2017 Departmental Goals
Exceeding high standards for public safety and
low crime rates
• Receive patients into TCEMS Allied Health
Program
• Part time contact to 12 Lead EKG time <5 min
in 90% of patient contacts
• EMS Pre-Incident Planning for 50% of our high
occupancy commercial property by 09/30/17
66 Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
EMS alarms responded to 359 395 463 447 400
Medical transports completed 262 242 232 296 250
Continuing education training
hours (total employees)675 804 774 2303 1500
Performance Measure - Response
Time
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
GOAL
Average response time (in-
district)5:07 5:35 5:42 5:00 < 6:00
Response time to EMS alarms in
less than six minutes 70%62%56%94%75%
Explanation
The sooner emergency responders can arrive the sooner life
saving support can be given. This number not only affects
the number of lives saved but also insurance rates within the
Town.
Council Objective Exceed high standards for public safety and low crime rate.
Measure It is the Town’s goal to respond to in district EMS alarms in
less than six minutes.
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 658,407 $ 711,887 $ 745,108 $ 793,590 $ 778,029 $ 840,582 6%
Services & Supplies 63,919 64,208 79,772 104,469 106,211 150,060 44%
Capital 46,041 32,693 40,818 18,000 18,800 32,000 78%
TOTAL $ 768,367 $ 808,788 $ 865,699 $ 916,059 $ 903,040 $ 1,022,642 12%
67Annual Program of Services- 2017
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FIRE CHIEF 0.50 0.50 0.50
FIRE CAPTAIN 1.50 1.50 1.50
DRIVER/ENGINEER 1.50 1.50 1.50
FIREFIGHTER/PARAMEDIC 4.50 4.50 4.50
PART-TIME FIREFIGHTER 0.30 0.30 0.30
TOTAL FTEs 8.30 8.30 8.30
EMS FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 443,107 $ 455,011 $ 477,487 $ 500,453 $ 483,419 $ 551,224 $ 570,517 $ 590,485
Overtime 40,233 40,075 41,515 48,735 58,780 50,237 51,995 53,815
Longevity 4,099 4,655 5,291 5,761 5,730 5,618 6,263 6,908
Stipend 8,575 9,150 11,250 11,250 9,750 12,000 12,000 12,000
Certification 360 5,119 5,129 4,200 7,615 5,400 5,400 5,400
Holiday Pay - 13,290 14,461 15,873 14,718 - - -
Retirement 67,164 75,410 75,464 76,167 72,999 80,264 84,775 88,207
Medical Insurance 41,410 54,500 57,450 65,597 60,535 68,414 71,835 75,426
Dental Insurance 3,775 4,154 4,381 4,871 4,821 4,797 4,797 4,797
Vision Insurance 783 824 768 859 943 479 479 479
Life Insurance & Others 5,835 3,861 3,828 4,585 4,278 3,684 3,813 3,946
Social Security Taxes 28,357 30,189 31,805 35,675 35,601 37,974 39,303 40,679
Medicare Taxes 6,632 7,062 7,440 8,507 8,299 9,055 9,372 9,700
Unemployment Taxes 206 1,648 (5) 1,699 1,724 1,467 1,518 1,571
Workman's Compensation 7,421 6,768 8,425 9,358 8,017 9,969 10,318 10,679
Pre-Employment PhysicalsTesting 451 171 421 - 800 - - -
Total Personnel $ 658,407 $ 711,887 $ 745,108 $ 793,590 $ 778,029 $ 840,582 $ 872,385 $ 904,093
68 Annual Program of Services- 2017
EMS FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Services/Supplies
Professional Outside Services $ - $ - $ - $ - $ 2,231 $ 15,000 $ - $ -
Collection Fees 10,514 14,989 13,942 18,000 17,500 18,000 18,000 18,000
Hazmat Disposal 499 3,194 931 1,131 600 1,065 1,065 1,065
Radios - - 82 1,000 1,000 2,000 1,000 14,500
Schools & Training 1,732 1,150 814 3,830 3,750 5,805 2,830 2,830
Electricity 4,021 6,960 6,920 7,400 6,800 7,400 7,600 7,800
Water 984 1,353 1,575 1,900 1,953 2,600 2,650 2,700
Telephone 226 7 - - - - - -
Communications/Pagers/Mobiles 3,555 2,658 1,984 2,790 4,200 3,247 3,300 3,400
Building Maintenance 110 326 812 700 2,000 2,000 2,000 3,000
Vehicle Maintenance 4,859 5,424 6,437 9,200 6,500 9,200 6,500 9,200
Equipment Maintenance 1,541 799 4,835 5,700 7,363 10,900 11,500 11,500
Emergency Management - - 2,180 2,500 - 2,500 2,500 2,500
Dispatch - Denton County 1,315 1,295 2,216 2,379 2,500 2,550 2,600 2,650
Dues & Membership 800 1,727 651 884 1,399 1,634 2,504 1,634
Flags & Repairs 2,462 1,767 2,210 2,000 2,500 3,536 3,600 4,200
Travel & Per Diem 1,748 636 605 2,325 - 2,325 2,325 2,325
Meetings 22 28 33 100 - 100 100 100
Safety Programs - - - 1,170 1,170 1,850 1,600 1,600
Inspection Fees - - - 870 870 870 - 870
Office Supplies 103 180 117 225 150 225 225 225
Postage 44 12 159 100 - 100 100 100
Publications/Books/Subscriptions - - - 300 - 3,913 300 300
Fuel 6,034 5,714 5,776 8,060 3,500 5,520 6,700 7,000
Uniforms 2,566 2,698 2,403 3,140 7,185 9,500 7,000 7,000
Medical Control 6,924 3,024 6,959 12,750 12,750 12,750 12,750 12,750
Pharmacy 2,382 2,579 3,442 3,710 5,000 5,000 5,000 5,000
Oxygen 1,241 1,078 1,125 1,050 2,300 2,300 2,300 2,300
Disposable Supplies 6,747 5,949 8,283 6,140 6,000 6,140 6,140 6,140
Small Equipment 2,906 - 4,787 4,740 6,840 11,505 7,450 6,500
Maintenance Supplies - - 91 150 150 300 300 300
Miscellaneous Expense 584 663 404 225 - 225 225 225
Total Services/Supplies $ 63,919 $ 64,208 $ 79,772 $ 104,469 $ 106,211 $ 150,060 $ 120,164 $ 137,714
Capital
Capital Outlay $ 46,041 $ 32,693 $ 40,818 $ 18,000 $ 18,800 $ 32,000 $ 280,000 $ 43,800
Total Capital $ 46,041 $ 32,693 $ 40,818 $ 18,000 $ 18,800 $ 32,000 $ 280,000 $ 43,800
Total Expenditures $ 768,367 $ 808,788 $ 865,699 $ 916,059 $ 903,040 $ 1,022,642 $ 1,272,549 $ 1,085,607
69Annual Program of Services- 2017
Streets
Mission
To provide a safe, clean, and well-maintained roadway system to the residents of Trophy Club.
Top 3 Accomplishments for FY16
• Purchased and installed equipment and software
for central control of school zone flashers
• Implemented Streets Ratings Initiative
• Entered into purchasing ILA with the City of
Grapevine
Council Objectives Fiscal Year 2017 Departmental Goals
Maintaining and improving street and storm
drainage infrastructure
Maintaining Town assets, services, and Code of
Ordinances that preserve the natural beauty of
Trophy Club
• Bid and award Indian Creek and Phoenix Drive
reconstruction projects
• Finish and accept two Parks parking lot
projects
• Implement crack seal program
Fostering a business-friendly environment • Establish temporary parking lot for Bread
Winners
70 Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
Streets sweeping (curb miles)90 93 95 104.5 105
Striping (linear feet)38,346 39,500 41,500 41,000 40,000
Concrete placed/poured (cubic yards)320 400 215 361 300
Ratio of lane miles of street maintained
per employee 30:01 30:01 30:01 45:1 45:1
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
PROJECT MANAGER 1.00 1.00 1.00
STREETS SUPERVISOR 0.50 0.50 1.00
STREETS MAINTENANCE WORKER 1.30 1.30 1.00
TOTAL FTEs 2.80 2.80 3.00
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 401,150 $ 234,485 $ 188,757 $ 220,656 $ 200,700 $ 242,793 10%
Services &
Supplies 365,261 169,383 153,831 199,464 169,069 181,138 -9%
Capital - - 55,181 - - - N/A
TOTAL $ 766,411 $ 403,868 $ 397,770 $ 420,120 $ 369,769 $ 423,931 1%
71Annual Program of Services- 2017
Streets FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 270,120 $ 156,796 $ 129,912 $ 150,174 $ 140,689 $ 175,157 $ 181,287 $ 187,633
Overtime 1,773 1,111 1,859 3,000 3,377 3,000 3,000 3,000
Longevity 3,834 1,894 1,961 1,773 1,748 1,928 2,168 2,408
Stipend 8,530 4,086 2,015 1,725 1,710 1,500 1,500 1,500
Retirement 39,794 23,872 18,906 20,367 18,124 23,860 24,867 25,874
Medical Insurance 37,729 21,498 18,053 23,530 18,139 16,334 17,151 18,008
Dental Insurance 3,124 1,580 1,281 1,660 1,480 1,759 1,759 1,759
Vision Insurance 710 330 273 329 326 182 182 182
Life Insurance & Other 4,239 1,318 1,091 1,536 1,223 1,129 1,169 1,209
Social Security Taxes 15,859 9,339 7,676 9,607 7,910 11,165 11,556 11,960
Medicare Taxes 3,709 2,184 1,795 2,272 1,905 2,633 2,725 2,821
Unemployment Taxes 70 848 (1) 580 448 513 531 550
Workman's Compensation 11,560 9,453 3,927 4,103 3,473 3,633 3,760 3,892
Pre-Employment Physicals/Testing 100 176 10 - 148 - - -
Total Personnel $ 401,150 $234,485 $ 188,757 $220,656 $ 200,700 $ 242,793 $ 251,654 $ 260,795
Services/Supplies
Professional Services - PID Utility $ - $ 5,522 $ - $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000
Advertising 475 200 - - - - - -
Schools & Training 693 - 785 1,175 600 1,400 600 1,400
Electricity 173,475 155,159 145,878 181,899 155,000 162,750 170,888 179,432
Water 42,239 - - - - - - -
Telephone 115 15 - - - - - -
Communications/Pagers/Mobiles 3,980 2,427 1,877 2,100 2,100 1,837 1,900 2,000
Property Maintenance 113,845 - - - - - - -
Building Maintenance 2,030 - - - - - - -
Vehicle Maintenance 4,371 126 - - - - - -
Equipment Maintenance 4,156 2,159 1,019 3,000 574 3,050 3,000 3,000
Storage Rental 2,242 - - - - - - -
Dues & Membership 174 179 294 428 428 642 642 642
Travel & Per Diem 567 - 592 812 812 1,269 812 1,269
Meetings 37 75 - 150 150 150 150 150
Safety Program 41 - - - - - - -
Office Supplies 291 356 117 200 450 300 300 300
Postage 30 3 2 100 100 100 100 100
Fuel 9,678 - - - - - - -
Uniforms 2,086 1,645 1,655 3,100 2,355 3,140 3,140 3,740
Small Tools 4,565 1,517 1,612 1,500 1,500 1,500 1,500 1,500
Safety Equipment 170 - - - - - - -
Total Services/Supplies $365,261 $169,383 $153,831 $199,464 $ 169,069 $ 181,138 $ 188,032 $ 198,533
Capital
Capital Outlay $ - $ - $ 55,181 $ - $ - $ - $ - $ -
Total Capital $ - $ - $ 55,181 $ - $ - $ - $ - $ -
Total Expenditures $ 766,411 $403,868 $ 397,770 $ 420,120 $ 369,769 $ 423,931 $ 439,686 $ 459,328
72 Annual Program of Services- 2017
Parks
Mission
To preserve and enhance the Town of Trophy Club's exceptional quality of life through the planning,
maintaining, and landscaping of the parks and public areas. The Parks Department reinforces the
Town's mission by ensuring a healthy, picturesque, and environmentally sound community.
Top 3 Accomplishments for FY16
• Installed new soccer fields at Lakeview
• Installed new Toddler Playground at Harmony
• Relocated NEOS game system from Harmony
Park to Independence Park West
Council Objectives Fiscal Year 2017 Departmental Goals
Improving the aesthetic and recreational value of
the Town
Exercising fiscal discipline and taking a business-
like approach to Town operations and budget
prioritization
• Install wrought iron fence at Harmony Park
• Install wrought iron fence at Lakeview
• Install new plumbing and paint at Independence
Park West concession/restrooms
• Install score boards at Independence Park
West
• Install new roof at Harmony Park pavilion
• Install new parking lot at Harmony Park
• Install new parking lot at Independence Park
West
• Redesign veterans memorial at Independence
Park West
• Install shade structure for playground at
Independence Park West
• Install shade structure at pool splash pad
• Complete remote irrigation installation for
parks/medians /common areas
73Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
Medians and common areas maintained 85 114 114 114 114
Sports fields maintained 17 22 22 22 29
Medians redesigned ---4 4
Medians converted to hardscape or
xericape 5 7 10 -3
Acres maintained by contract labor 12 14 28 42 42
The Parks Department was combined with the Medians Department in FY16
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 549,715 $ 601,121 $ 590,919 $ 786,327 $ 753,319 $ 843,587 7%
Services &
Supplies 299,313 382,801 325,893 522,868 482,386 615,337 18%
Capital 98,708 36,083 52,106 79,600 80,188 379,902 377%
TOTAL $ 947,736 $1,020,004 $ 968,919 $ 1,388,795 $ 1,315,893 $ 1,838,826 32%
74 Annual Program of Services- 2017
The Parks Department was combined with the Medians Department in FY16
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
P & R DIRECTOR 0.50 0.50 0.50
PARKS SUPERINTENDENT 1.00 1.00 1.00
PARKS SUPERVISOR 1.00 1.00 1.00
ATHLETICS CREW LEADER 1.00 1.00 1.00
PARKS IRRIGATOR 1.00 1.00 1.00
LANDSCAPE MAINTENANCE WORKER 5.00 5.00 5.00
SPRAY TECHNICIAN CREW LEADER 1.00 1.00 1.00
APPLICATOR SPRAY TECHNICIAN 1.00 1.00 1.00
PART-TIME MAINTENANCE 0.50 0.50 0.50
TOTAL FTEs 13.00 13.00 13.00
Parks FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 368,789 $ 392,610 $ 387,421 $ 527,769 $ 514,771 $ 573,633 $ 593,710 $ 614,490
Overtime 12,838 18,271 18,772 15,000 16,590 15,000 15,000 15,000
Longevity 2,267 2,880 3,490 4,466 4,010 5,791 6,766 7,741
Stipend 8,750 10,800 7,375 7,875 7,875 8,625 8,625 8,625
Certification 205 1,510 1,792 3,600 3,543 3,600 3,600 3,600
Retirement 55,305 62,411 58,264 70,712 67,426 75,559 78,386 81,694
Medical Insurance 51,148 57,647 63,009 86,779 74,069 89,195 93,655 98,337
Dental Insurance 3,919 4,102 4,287 5,715 5,927 5,689 5,689 5,689
Vision Insurance 887 939 986 1,213 1,191 670 670 670
Life Insurance & Other 5,494 3,436 3,516 5,262 5,025 3,874 4,010 4,150
Social Security Taxes 23,050 25,158 24,212 34,152 31,504 37,077 38,375 39,718
Medicare Taxes 5,391 5,884 5,663 8,101 7,322 8,796 9,104 9,422
Unemployment Taxes 243 2,755 135 2,691 2,861 2,300 2,381 2,464
Workman's Compensation 8,771 10,126 11,680 12,677 10,730 13,778 14,260 14,759
Pre-Employment Physicals/Testing 503 547 316 315 475 - - -
Auto Allowance 2,156 2,044 - - - - - -
Total Personnel $ 549,715 $ 601,121 $ 590,919 $ 786,327 $ 753,319 $ 843,587 $ 874,230 $ 906,360
75Annual Program of Services- 2017
The Parks Department was combined with the Medians Department in FY16
Parks FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Services/Supplies
Professional Outside Services $ - $ 1,220 $ - $ - $ - $ - $ - $ -
Software & Support - - 453 - - - - -
Advertising 175 1,025 2,681 825 500 600 600 600
Printing 85 - - - - - - -
Schools & Training 2,731 1,918 4,041 4,845 1,605 4,435 3,737 2,860
Electricity 33,354 33,437 30,134 38,639 36,365 41,800 42,900 43,500
Water 79,152 82,743 61,067 121,000 116,800 150,660 152,410 154,160
Telephone 393 23 - - - - - -
Communications/Pagers/Mobiles 6,648 6,765 7,896 8,926 8,926 12,622 12,700 12,800
Property Maintenance 89,737 156,335 137,545 185,000 171,900 205,385 174,000 177,500
Building Maintenance 3,155 2,090 3,639 3,500 3,500 3,500 3,500 2,500
Vehicle Maintenance 13,108 9,315 10,441 10,288 10,288 10,000 10,200 10,400
Equipment Maintenance 13,776 10,403 10,942 11,000 10,000 10,000 10,500 11,000
Independent Labor - - - 53,600 44,800 99,600 99,800 101,000
Equipment Rental/Lease 121 8 - - - - - -
Storage Rental 6,866 14,097 14,903 11,408 11,408 11,160 11,208 11,408
Portable Toilets 2,693 1,999 - 3,556 4,226 8,880 8,880 8,880
Dues & Membership 250 511 811 1,430 1,400 780 780 780
Travel & Per Diem 1,028 4,487 1,935 2,692 3,200 1,185 710 1,210
Meetings 388 778 995 750 750 750 750 750
Safety Program 18 165 703 600 1,200 1,200 1,200 1,200
Tree City - - - 10,000 10,000 10,000 10,000 10,000
Office Supplies 444 983 520 383 400 400 410 420
Postage 19 65 46 25 30 25 25 25
Publications/Books/Subscriptions 254 405 714 500 500 500 500 500
Fuel 23,946 24,714 13,789 25,149 15,000 15,240 19,000 20,000
Uniforms 9,416 8,622 6,979 9,432 9,432 9,217 9,217 9,217
Small Tools 9,464 13,811 6,867 16,450 15,000 13,900 12,500 12,500
Safety Equipment 947 1,844 4,976 2,070 3,500 3,098 3,150 3,200
Small Equipment 558 1,802 - - - - - -
Furniture/Equipment <$5,000 505 1,368 - 500 500 100 100 500
Hardware 84 - - - - - - -
Miscellaneous Expense - 1,869 3,817 300 1,156 300 300 300
Total Services/Supplies $ 299,313 $ 382,801 $ 325,893 $ 522,868 $ 482,386 $ 615,337 $ 589,077 $ 597,210
Capital
Capital Outlay $ 98,708 $ 36,083 $ 52,106 $ 79,600 $ 80,188 $ 379,902 $ 182,741 $ 51,000
Total Capital $ 98,708 $ 36,083 $ 52,106 $ 79,600 $ 80,188 $ 379,902 $ 182,741 $ 51,000
Total Expenditures $ 947,736 $ 1,020,004 $ 968,919 $ 1,388,795 $ 1,315,893 $ 1,838,826 $ 1,646,048 $ 1,554,570
76 Annual Program of Services- 2017
Medians
The Medians Department was combined with the Parks Department in FY16
Medians FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ - $ 94,632 $ 102,289 $ - $ - $ - $ - $ -
Overtime - 3,022 5,977 - - - - -
Longevity - 1,063 200 - - - - -
Stipend - 3,600 2,000 - - - - -
Retirement - 14,882 14,844 - - - - -
Medical Insurance - 15,656 16,239 - - - - -
Dental Insurance - 1,168 1,277 - - - - -
Vision Insurance - 260 267 - - - - -
Life Insurance & Other - 868 950 - - - - -
Social Security Taxes - 6,109 6,783 - - - - -
Medicare Taxes - 1,429 1,586 - - - - -
Unemployment Taxes - 830 86 - - - - -
Workman's Compensation - 1,824 2,104 - - - - -
Pre-Employment Physicals/Testing - 70 70 - - - - -
Total Personnel $ - $ 145,412 $ 154,672 $ - $ - $ - $ - $ -
Services/Supplies
Electricity $ - $ 9,263 $ 1,501 $ - $ - $ - $ - $ -
Water - 31,257 45,788 - - - - -
Communications/Pagers/Mobiles - 1,317 1,080 - - - - -
Property Maintenance - 98,319 92,610 - - - - -
Building Maintenance - 197 - - - - - -
Vehicle Maintenance - 1,883 4,775 - - - - -
Equipment Maintenance - 250 2,326 - - - - -
Meetings - - 54 - - - - -
Safety Program - 296 149 - - - - -
Tree City - - 9,240 - - - - -
Fuel - 2,432 1,969 - - - - -
Uniforms - 927 2,560 - - - - -
Small Tools - 2,790 6,430 - - - - -
Total Services/Supplies $ - $ 148,930 $ 168,766 $ - $ - $ - $ - $ -
Total Expenditures $ - $ 294,342 $ 323,438 $ - $ -$ - $ - $ -
77Annual Program of Services- 2017
Recreation
Mission
To preserve and enhance the Town of Trophy Club’s exceptional quality of life by offering 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.
Top 3 Accomplishments for FY16
• Created our first summer orientation training
for seasonal staff
• Managed and planned for 84 programs and 14
events
• Completed all FEMA documentation for TCP
reimbursement
Council Objectives Fiscal Year 2017 Departmental Goals
Improving the aesthetic and recreational value of
the Town
Taking deliberate, targeted action resulting from
thoughtful analysis, weighing costs and benefits
in all situations
• Successfully manage new events and programs
• Trophy Club Park debris removal and facility
repairs and replacements for FEMA
• Submit grant applications for recreational
trails and boat at TCP
• Gain a sponsor for the dog park
78 Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
Adult/senior programs --14 6 4
Aquatics programs --57 61 61
Youth programs --13 12 12
Event attendees 6,000 10,000 11,000 11,000 10,000
Planned events 7 8 26 10 18
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 346,991 $ 357,015 $ 368,548 $ 417,042 $ 386,135 $ 420,190 1%
Services &
Supplies 149,397 146,358 152,432 161,605 164,438 172,872 7%
Capital - - - 80,000 80,000 85,300 7%
TOTAL $ 496,388 $ 503,373 $ 520,979 $ 658,647 $ 630,573 $ 678,362 3%
79Annual Program of Services- 2017
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
P & R DIRECTOR 0.50 0.50 0.50
RECREATION SUPERINTENDENT 0.60 0.60 0.75
SPECIAL EVENTS & COMMUNICATION MANAGER 0.00 1.00 0.25
RECREATION & SPECIAL EVENTS COORDINATOR 0.00 0.00 0.75
RECREATION SUPERVISOR 1.00 0.00 0.00
CAMP DIRECTOR 0.27 0.27 0.30
ASSISTANT CAMP DIRECTOR 0.21 0.21 0.20
CAMP COUNSELOR 1.69 1.69 1.70
ASSISTANT POOL MANAGER 0.28 0.28 0.30
HEAD LIFEGUARDS 0.74 0.74 0.70
LIFEGUARDS 3.84 3.84 3.20
CASHIER 0.93 0.93 0.90
SWIM TEAM 0.69 0.69 0.70
TOTAL FTEs 10.76 10.76 10.25
Recreation FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 275,485 $ 279,981 $ 296,585 $ 335,983 $ 307,656 $ 332,309 $ 343,940 $ 355,978
Overtime 1,011 2,647 2,300 3,800 3,800 3,800 3,800 3,800
Longevity 524 760 901 1,135 1,144 1,178 1,336 1,493
Stipend 3,650 3,300 1,575 1,575 1,575 1,013 1,013 1,013
Retirement 18,524 19,957 19,373 18,912 19,045 20,160 19,067 19,831
Medical Insurance 11,348 12,489 12,929 14,032 13,992 20,938 21,985 23,084
Dental Insurance 835 840 990 1,055 1,145 1,375 1,375 1,375
Vision Insurance 199 199 199 199 223 131 131 131
Life Insurance & Other 1,945 1,133 1,134 1,270 1,331 1,044 1,081 1,118
Social Security Taxes 17,274 17,589 18,374 21,137 19,243 20,912 21,958 23,055
Medicare Taxes 4,040 4,113 4,297 4,966 4,500 4,905 5,077 5,254
Unemployment Taxes 165 3,743 488 2,203 2,700 1,738 1,799 1,862
Workman's Compensation 6,836 5,210 6,589 8,070 6,831 7,982 8,261 8,551
Pre-Employment Physicals/Testing 3,000 3,012 2,814 2,705 2,950 2,705 - -
Auto Allowance 2,156 2,044 - - - - - -
Total Personnel $ 346,991 $ 357,015 $368,548 $ 417,042 $ 386,135 $ 420,190 $ 430,821 $ 446,545
80 Annual Program of Services- 2017
Recreation FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Services/Supplies
Professional Outside Services $ - $ - $ - $ - $ - $ 3,700 $ 3,600 $ 3,800
Software & Support 3,500 3,648 3,480 4,009 3,708 1,984 2,009 2,009
Collection Fees 158 - - - - - - -
Health Inspections - - - 269 269 269 277 285
Advertising 862 2,957 1,920 1,976 1,975 1,976 1,996 2,017
Printing 4,749 - 2,701 8,500 7,000 7,000 7,000 7,500
Schools & Training 1,227 1,038 1,849 3,075 2,150 2,630 2,845 2,850
Service Charges & Fees 4,440 8,407 12,605 15,300 12,700 12,700 12,700 12,700
Electricity 18,958 18,573 14,323 19,000 16,750 19,000 19,000 19,000
Water 9,519 8,036 10,936 14,000 16,865 22,880 23,080 23,280
Telephone 1,681 1,728 1,704 1,916 1,907 1,916 1,920 1,923
Communications/Pagers/Mobiles 2,847 2,887 2,577 4,196 4,196 3,909 4,000 4,100
Property Maintenance 7,338 17,072 13,890 6,407 7,050 4,500 4,500 4,500
Equipment Maintenance 250 86 - - - - - -
Library Services 15,000 15,000 - - - - - -
Independent Labor - - 309 - - - - -
Equipment Rental/Lease 5,454 6,386 480 7,622 7,622 8,000 8,200 8,200
Dues & Membership 5,807 6,510 7,231 8,024 8,907 8,907 8,907 8,907
Travel & Per Diem 3,197 3,944 5,796 5,495 6,181 5,216 5,525 5,775
Meetings 1,083 366 870 669 750 800 800 800
Field Trips 4,066 5,452 13,105 5,835 7,800 7,800 7,800 7,800
Office Supplies 824 2,126 1,678 1,625 1,300 1,300 1,300 1,300
Postage 483 - 1,324 1,363 1,350 1,363 1,404 1,446
Publications/Books/Subscriptions 208 200 273 300 350 350 350 350
Fuel 10 438 - - - - - -
Uniforms 5,809 9,676 9,310 8,386 9,415 9,595 9,595 9,595
Chemicals 18,811 12,622 17,091 13,000 17,000 19,000 19,000 19,000
Concessions 9,885 7,103 8,382 8,000 5,000 5,000 5,000 5,000
Program Supplies 4,573 2,644 2,391 6,624 4,770 4,770 4,770 4,770
Special Events 1,310 1,047 2,758 1,971 1,655 1,655 1,655 1,655
Community Events - - 150 - - - - -
Safety Equipment 1,629 1,364 1,170 1,225 1,100 3,270 1,170 1,170
Small Equipment 2,770 1,146 448 3,540 5,800 300 300 300
Furniture/Equipment <$5,000 9,900 3,340 7,279 5,212 6,912 8,812 5,216 5,219
Hardware - 870 3,561 1,800 1,700 2,000 - -
Maintenance Supplies 1,042 1,498 2,744 1,966 1,956 1,970 2,027 2,086
Miscellaneous Expenses 2,010 194 92 300 300 300 300 300
Total Services/Supplies $ 149,397 $ 146,358 $ 152,432 $ 161,605 $ 164,438 $ 172,872 $ 166,246 $ 167,637
Capital
Capital Outlay $ - $ - $ - $ 80,000 $ 80,000 $ 85,300 $ 51,500 $ 75,000
Total Capital $ - $ - $ - $ 80,000 $ 80,000 $ 85,300 $ 51,500 $ 75,000
Total Expenditures $ 496,388 $ 503,373 $ 520,979 $ 658,647 $ 630,573 $ 678,362 $ 648,567 $ 689,182
81Annual Program of Services- 2017
Community Events
Community Events FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Services/Supplies
Advertising $ 300 $ 512 $ 1,814 $ 530 $ 3,300 $ 3,300 $ 3,300 $ 3,300
Printing 1,288 364 - 1,650 - 1,200 1,200 1,200
Schools & Training - 230 200 205 - - - -
Event Rentals 33,466 26,399 8,273 15,799 18,512 29,312 22,312 22,312
Dues & Membership - 200 205 205 - - - -
Travel & Per Diem - 428 485 583 - - - -
Uniforms - - - 800 782 800 850 850
Program Supplies 12,535 10,572 7,384 11,366 11,010 11,266 11,348 11,432
Miscellaneous Expense (214) 100 647 743 - 300 300 300
Total Services/Supplies $ 47,374 $ 38,805 $ 19,008 $ 31,881 $ 33,604 $ 46,178 $ 39,310 $ 39,394
Total Expenditures $ 47,374 $ 38,805 $ 19,008 $ 31,881 $ 33,604 $ 46,178 $ 39,310 $ 39,394
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Services &
Supplies $ 47,374 $ 38,805 $ 19,008 $ 31,881 $ 33,604 $ 46,178 45%
TOTAL $ 47,374 $ 38,805 $ 19,008 $ 31,881 $ 33,604 $ 46,178 45%
82 Annual Program of Services- 2017
Community Development
Mission
To maintain Trophy Club in such a manner that it enhances quality of life for current and future
residents by seeking compliance with the Town’s Code of Ordinances and to provide prompt, friendly,
and efficient customer service to all.
Top 3 Accomplishments for FY16
• Adopted updated building 2015 codes
with North Texas Council of Governments
amendments.
• Maintained plan review performance
standards: residential reviews completed in
two weeks and under
• Maintained plan review performance
standards: commercial reviews completed in
three weeks and under
Council Objectives Fiscal Year 2017 Departmental Goals
Maintaining Town assets, services, and Code of
Ordinances that preserve the natural beauty of
Trophy Club
Remaining accountable and responsive to
residents, businesses, and property owners,
with emphasis on proactive communication and
problem solving
• Maintain all performance standards for
inspection and plan review
• Fully implement Zoning calendar
standardization, measurable by adhering to
calendar for FY17
• Code enforcement written policies for high
grass, stagnant pool, and commercial business
signage compliance.
83Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
Number of inspections completed 3,581 5,100 4,755 4,680 4,500
High grass/weeds violations 110 10 142 100 75
Sign violations 50 70 112 120 100
Trailer/boat/vehicle parking violations 25 60 16 70 50
Outdoor storage violations 20 20 34 25 20
Number of permits issued 1,572 1,650 1,672 1,450 1,300
Plats processed 8 10 4 2 8
P & Z meetings held 14 13 15 11 10
Ordinances amended to reflect council
policies 2 1 2 2 3
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
INFRASTRUCTURE & DEVELOPMENT
SERVICES MANAGER 0.75 0.75 1.00
TOWN PLANNER 1.00 1.00 1.00
CUSTOMER SERVICE/CODE
ENFORCEMENT 1.00 1.00 1.00
BUILDING INSPECTOR 1.00 1.00 1.00
PERMIT OFFICIAL 1.00 1.00 1.00
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00
TOTAL FTEs 5.75 5.75 6.00
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 287,778 $ 302,809 $ 384,291 $ 451,227 $ 454,833 $ 506,801 12%
Services &
Supplies 31,390 24,013 131,745 131,499 131,614 149,419 14%
Capital - - 46,461 - - - N/A
TOTAL $ 319,168 $ 326,821 $ 562,496 $ 582,726 $ 586,447 $ 656,220 13%
84 Annual Program of Services- 2017
Community Development FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 206,471 $ 211,862 $ 270,692 $ 318,266 $ 317,594 $ 360,630 $ 373,252 $ 386,316
Overtime 895 3,607 7,190 5,000 10,968 5,000 5,000 5,000
Longevity 1,005 1,235 1,530 1,900 1,805 2,540 2,990 3,560
Stipend 5,500 4,100 4,000 4,312 3,563 4,500 4,500 4,500
Retirement 29,778 32,154 39,395 42,832 43,666 48,969 51,034 53,117
Medical Insurance 21,504 26,738 32,705 36,455 35,694 40,474 42,498 44,623
Dental Insurance 2,015 1,968 2,220 2,535 2,822 2,259 2,259 2,259
Vision Insurance 450 429 491 523 572 318 318 318
Life Insurance & Other 3,373 1,953 2,348 2,967 2,945 2,323 2,404 2,488
Social Security Taxes 12,777 13,083 16,977 20,160 20,596 22,827 23,916 25,112
Medicare Taxes 2,988 3,060 3,971 4,777 4,898 5,404 5,593 5,789
Unemployment Taxes 259 1,170 90 1,190 983 1,026 1,062 1,099
Workman's Compensation 757 1,203 2,617 10,310 8,727 10,531 10,900 11,281
Pre-Employment Physicals/Testing 7 247 65 - - - - -
Total Personnel $ 287,778 $ 302,809 $ 384,291 $ 451,227 $ 454,833 $ 506,801 $ 525,725 $ 545,462
Services/Supplies
Professional Outside Services $ - $ - $ 21,431 $ 8,000 $ - $ - $ - $ -
Engineering - - 77,544 75,000 100,000 100,000 100,000 75,000
Plan Review Services 4,709 - 2,145 5,000 - 5,000 5,000 5,000
Health Inspections - - - - - - - -
Inspection Services 5,975 5,350 6,025 6,900 6,100 6,900 7,500 8,000
Advertising - - - 8,000 - 8,000 8,000 8,000
Printing 461 33 3,322 1,100 3,000 1,300 1,300 1,300
Computer Mapping 734 1,679 795 1,100 600 700 700 700
Abatements 2,920 190 340 3,000 3,000 4,000 4,000 5,000
Schools & Training 1,187 1,519 2,499 1,950 1,400 3,425 3,600 3,600
Service Charges & Fees 331 - - - - - - -
Telephone 794 85 - - - - - -
Communications/Pagers/Mobiles 1,609 2,199 5,065 4,512 4,512 4,512 4,600 4,700
Vehicle Maintenance 869 3,973 2,412 3,000 1,500 3,000 3,000 3,000
Dues & Membership 260 251 581 1,307 807 1,307 1,307 1,307
Travel & Per Diem 117 123 1,133 1,000 1,200 1,900 1,900 2,400
Meetings 75 - 46 240 240 240 240 240
Plat Filing Fees - - 388 - 300 300 300 300
Office Supplies 1,106 559 1,810 1,500 1,500 1,500 1,500 1,500
Postage 798 470 782 500 960 500 500 500
Publications/Books/Subscriptions 454 225 547 2,000 1,700 1,000 1,000 2,000
Fuel 6,217 5,060 3,180 4,870 2,200 3,240 4,200 4,500
Uniforms 1,527 1,726 1,290 1,920 1,995 1,995 1,995 1,995
Miscellaneous Expense 1,248 571 410 600 600 600 600 600
Total Services/Supplies $ 31,390 $ 24,013 $ 131,745 $ 131,499 $ 131,614 $ 149,419 $ 151,242 $ 129,642
Capital
Capital Outlay $ - $ - $ 46,461 $ - $ - $ - $ - $ -
Total Capital $ - $ - $ 46,461 $ - $ - $ - $ - $ -
Total Expenditures $ 319,168 $ 326,821 $ 562,496 $ 582,726 $ 586,447 $ 656,220 $ 676,967 $ 675,104
85Annual Program of Services- 2017
PLANNING & ZONING
This department was consolidated with the Community Development in FY15.
Planning & Zoning FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 78,257 $ 94,418 $ - $ - $ - $ - $ - $ -
Longevity 510 600 - - - - - -
Stipend 2,500 1,800 - - - - - -
Retirement 11,380 14,113 - - - - - -
Medical Insurance 4,463 5,886 - - - - - -
Dental Insurance 363 394 - - - - - -
Vision Insurance 81 88 - - - - - -
Life Insurance & Other 1,034 580 - - - - - -
Social Security Taxes 5,001 5,944 - - - - - -
Medicare Taxes 1,170 1,390 - - - - - -
Unemployment Taxes 9 414 - - - - - -
Workman's Compensation 165 244 - - - - - -
Total Personnel $ 104,932 $ 125,871 $ - $ - $ - $ - $ - $ -
Services/Supplies
Professional Outside Services $ 27,459 $ 30,875 $ - $ - $ - $ - $ - $ -
Engineering 116,150 96,647 - - - - - -
Advertising 357 1,275 - - - - - -
Printing 228 45 - - - - - -
Computer Mapping 5,196 465 - - - - - -
Schools & Training 55 430 - - - - - -
Telephone 628 111 - - - - - -
Communications/Pagers/Mobiles 615 717 - - - - - -
Dues & Membership (425) 525 - - - - - -
Travel & Per Diem 28 - - - - - - -
Meetings 40 153 - - - - - -
Plat Filing Fees 790 951 - - - - - -
Office Supplies 402 2,557 - - - - - -
Postage 565 51 - - - - - -
Publications/Books/Subscriptions 119 57 - - - - - -
Miscellaneous Expenses - 211 - - - - - -
Total Services/Supplies $ 152,206 $ 135,068 $ - $ - $ - $ - $ - $ -
Total Expenditures $ 257,138 $ 260,939 $ - $ - $ - $ - $ - $ -
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 104,932 $ 125,871 $ - $ - $ - $ - N/A
Services &
Supplies 152,206 135,068 - - - - N/A
TOTAL $ 257,138 $ 260,939 $ - $ - $ - $ - N/A
86 Annual Program of Services- 2017
Finance
Mission
To provide the highest quality financial management, support, fiduciary oversight, and public
accountability to the wide range of constituents of Trophy Club, and to ensure that financial resources
are collected, preserved, invested, and dispersed in a fiscally accountable manner. The Finance
Department endeavors to promote the Town’s mission by creating strong partnerships and encouraging
community involvement as well as by enhancing the Town’s financial and operational stewardship.
Top 3 Accomplishments for FY16
• Received GFOA awards for CAFR, PAFR, and
Budget
• Worked with Incode to implement Tyler
Content Manager for the Cashiering and
Accounts Payable Module
• PID Refunding
Council Objectives Fiscal Year 2017 Departmental Goals
Exercising fiscal discipline and taking a business-
like approach to Town operations and budget
prioritization
Operating a limited government with maximum
transparency.
Taking deliberate, targeted action resulting from
thoughtful analysis, weighing costs and benefits
in all situations.
• Centralize billing and create a receivables
process. Start billing for False Alarms (ord.
permitting)
• Implement STARS reporting for sales tax
analysis
• Conduct 3rd party internal audit service to
evaluate processes and procedures
• Completely implement and train staff
on Employee Self Service and eliminate
Attendance Enterprise; add all necessary
information to Employee Self Service
• Utilize a 3rd party online transparency service
with drill down reports
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
CONTROLLER 1.00 1.00 1.00
CHIEF FINANCIAL ANALYST 1.00 1.00 1.00
STRATEGIC SERVICES COORDINATOR 1.00 1.00 1.00
PART-TIME INTERN ADMIN. ASSISTANT 0.00 0.00 0.30
TOTAL FTEs 3.00 3.00 3.30
87Annual Program of Services- 2017
PERFORMANCE MATRIX
Performance Measure- Investment Yield FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
GOAL
Actual Investment Yield -0.065%0.103%0.515%0.900%
Benchmark (6 month Treasury Bill)-0.068%0.106%0.394%0.600%
Yield Compared to Benchmark -95%97%131%150%
Explanation
Idle cash is to be promptly invested to preserve capital,
provide adequate liquidity for the Town's needs, promote the
public trust, and achieve interest earnings.
Council Objective Exercising fiscal discipline and taking a business-like
approach to Town operations and budget prioritization.
Measure To achieve earnings which exceed the benchmark of a rolling
six month treasury bill.
Performance Measure -Accounts Payable
Turnaround
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
GOAL
Percent of Payables Paid within 30 Days --83.70%75.11%95.00%
Average Days Payable -- 18.23 26.81 20.00
# of Invoices Paid 2,276 2,169 2,502 3,331 3,500
# of Checks Processed 1,576 1,523 1,661 1,055 1,000
Explanation
The Town's payment terms are net 30 and the Town
endeavors to pay all invoices within that time frame. Mail
processing and the length of time invoices are held by
departments affects the percentage of invoices paid within the
Town's terms.
Council Objective Exercising fiscal discipline and taking a business-like
approach to Town operations and budget prioritization.
Measure
To pay 95% of invoices within 30 days while not disbursing
funds too quickly to increase investment yield and smooth
cash flow.
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 254,187 $ 267,197 $ 238,167 $ 285,126 $ 275,830 $ 303,870 7%
Services &
Supplies 108,978 125,023 107,608 125,293 125,920 147,908 18%
Capital 9,650 - - - - - N/A
TOTAL $ 372,816 $ 392,220 $ 345,775 $ 410,419 $ 401,750 $ 451,778 10%
88 Annual Program of Services- 2017
Finance FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 188,446 $ 200,610 $ 184,716 $ 209,643 $ 203,883 $ 229,090 $ 245,005 $ 253,580
Longevity 135 140 200 455 390 795 1,005 1,215
Stipend 4,500 3,500 1,500 2,250 2,250 2,250 2,625 2,625
Retirement 24,776 28,135 20,371 27,605 28,856 28,901 30,237 31,472
Medical Insurance 19,291 16,940 17,652 23,995 20,357 21,084 22,138 23,245
Dental Insurance 1,262 1,333 1,254 1,731 1,694 1,400 1,400 1,400
Vision Insurance 144 346 264 357 345 159 159 159
Life Insurance & Other 2,508 1,463 1,185 1,833 1,783 1,323 1,369 1,417
Social Security Taxes 10,238 11,063 8,494 13,026 12,426 14,253 15,415 15,960
Medicare Taxes 2,394 2,587 1,986 3,079 2,884 3,366 3,605 3,733
Unemployment Taxes 31 634 46 621 513 684 708 733
Workman's Compensation 398 382 424 531 449 565 621 643
Pre-Employment Physicals/Testing 64 64 74 - - - - -
Total Personnel $ 254,187 $ 267,197 $ 238,167 $ 285,126 $ 275,830 $ 303,870 $ 324,288 $ 336,182
Services/Supplies
Professional Outside Services $ 13,320 $ - $ 5,645 $ 2,100 $ 9,167 $ 38,850 $ 19,690 $ 29,375
Auditing 35,000 44,000 22,750 35,500 35,000 21,550 23,985 22,940
Appraisal 43,407 45,724 46,831 51,629 48,120 50,527 53,053 55,706
Tax Administration 3,831 3,987 3,291 3,312 3,444 3,685 3,869 3,947
Advertising 2,140 2,631 4,840 3,800 4,200 4,200 4,250 4,300
Printing 1,948 2,309 1,408 5,750 4,560 5,000 5,000 5,000
Schools & Training 371 1,564 4,646 2,830 1,990 2,910 2,290 2,620
Service Charges & Fees 200 16,954 12,566 10,956 9,840 10,200 10,200 10,200
PID 87 114 - 100 - - - -
Telephone 222 22 - - - - - -
Communications/Pagers/Mobiles 664 821 284 900 1,350 1,800 1,800 1,800
Dues & Membership 1,310 1,313 1,410 1,370 1,320 1,370 1,375 1,450
Travel & Per Diem 1,460 2,165 877 3,096 2,850 3,096 2,930 2,980
Meetings 311 - 160 100 107 100 100 100
Office Supplies 1,657 1,753 2,141 1,800 1,800 2,150 2,150 2,150
Postage 891 1,463 659 1,500 2,062 2,100 2,100 2,100
Publications/Books/Subscriptions 576 57 - 250 - 250 250 250
Furniture/Equipment <$5000 1,150 146 99 200 - - - -
Miscellaneous Expense 435 - - 100 110 120 120 120
Total Services/Supplies $108,978 $125,023 $107,608 $125,293 $ 125,920 $ 147,908 $ 133,162 $ 145,038
Capital
Capital Outlay $ 9,650 $ - $ - $ - $ - $ - $ - $ -
Total Capital $ 9,650 $ - $ - $ - $ - $ - $ - $ -
Total Expenditures $372,816 $392,220 $345,775 $410,419 $ 401,750 $ 451,778 $ 457,450 $ 481,220
89Annual Program of Services- 2017
Municipal Court
Top 3 Accomplishments for FY16
• Developed and presented a plan to increase revenue and case disposition rates for
the Trophy Club Warrant Amnesty Program
• Imaging of all 2015-2016 court cases into Incode which allowed implementation of
a paper light system that is working efficiently and will lead to a paperless system
• Began processing of the electronic tickets
Council Objectives Fiscal Year 2017 Departmental Goals
Exercising fiscal discipline and taking a business-
like approach to Town operations and budget
prioritization
• Court will finish implementing the paperless
system; improving performance and cutting
costs
Exceeding high standards for public safety and
low crime rates
• Court will broaden social relationships; for
example, the general public & citizens, local
school officials & teachers regarding student
education programs, local community service
organizations
• Implement possible solutions to assist pro-
se defendants; for example, lists of libraries,
websites to provide self-help resources & pro-
bono attorneys
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 55,108 $ 71,725 $ 72,993 $ 77,388 $ 70,643 $ 74,721 -3%
Services &
Supplies 13,623 7,848 7,762 9,689 7,980 9,054 -7%
TOTAL $ 68,731 $ 79,573 $ 80,754 $ 87,077 $ 78,623 $ 83,775 -4%
Mission
The Trophy Club Municipal Court is committed to providing 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, the
Municipal Court is committed to ensuring ALL defendants receive fair and impartial treatment and
are aware of ALL options available under state law.
90 Annual Program of Services- 2017
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
SENIOR COURT CLERK 1.00 1.00 1.00
TOTAL FTEs 1.00 1.00 1.00
Municipal Court FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 40,796 $ 52,306 $ 52,058 $ 56,867 $ 50,925 $ 54,620 $ 56,532 $ 58,510
Longevity 200 - - 140 - - 60 120
Stipend 1,000 1,200 750 750 750 750 750 750
Certifications 557 - 1,934 900 1,091 1,200 1,200 1,200
Retirement 4,949 7,492 7,429 7,106 6,863 7,433 7,586 7,898
Medical Insurance 3,281 5,334 5,555 5,781 5,011 5,371 5,640 5,922
Dental Insurance 261 364 389 414 424 332 332 332
Vision Insurance 58 81 81 81 95 45 45 45
Life Insurance & Other 597 508 508 552 585 382 395 409
Social Security Taxes 2,636 3,317 3,381 3,590 3,468 3,460 3,581 3,706
Medicare Taxes 617 776 791 851 925 820 849 878
Unemployment Taxes 50 250 3 222 393 170 176 182
Workman's Compensation 106 97 114 134 113 138 143 148
Total Personnel $ 55,108 $ 71,725 $ 72,993 $ 77,388 $ 70,643 $ 74,721 $ 77,289 $ 80,100
Services/Supplies
Professional Outside Services $ 643 $ 1,467 $ 1,321 $ 1,890 $ 927 $ 1,890 $ 1,890 $ 1,890
Judge's Compensation 3,900 3,600 4,050 4,500 4,500 4,500 4,500 4,500
Advertising - 742 - - - - - -
Printing 870 630 923 1,100 1,100 1,950 1,950 1,950
Schools & Training 400 50 288 350 - - - -
Service Charges & Fees 4,949 - - - - - - -
Telephone 285 69 - - - - - -
Jury Fees - 36 36 144 144 144 144 144
Dues & Membership 130 60 - 130 120 170 170 170
Travel & Per Diem 1,136 - - 375 - - - -
Meetings 29 - - - - - - -
Office Supplies 287 278 347 300 470 300 300 300
Postage 460 916 460 600 444 - - -
Warrant Round-Up 422 - - - - - - -
Furniture/Equipment <$5000 113 - 200 200 200 - - -
Miscellaneous Expense - - 136 100 75 100 100 100
Total Services/Supplies $ 13,623 $ 7,848 $ 7,762 $ 9,689 $ 7,980 $ 9,054 $ 9,054 $ 9,054
Total Expenditures $ 68,731 $ 79,573 $ 80,754 $ 87,077 $ 78,623 $ 83,775 $ 86,343 $ 89,154
91Annual Program of Services- 2017
Human Resources
Mission
To provide quality personnel support services in employment, training, employee relations,
benefits, compensation, and payroll such that employees are enabled to better serve community
members and meet the organizational goals of the Town.
Top 3 Accomplishments for FY16
• Completed total revision of HR Policies and
Procedures Manual
• Successfully completed and passed HR
Compliance Audit
• Selected insurance broker – reviewed
recommendations and selected benefit
offerings for 2016, conducted Benefits Fair
and implementation of new insurance benefits
effective 10/1/16
Council Objectives Fiscal Year 2017 Departmental Goals
Exercising fiscal discipline and taking a business-
like approach to Town operations and budget
prioritization
• Work with insurance broker to ensure
competitive health benefits
• Implement NEOGOV application/applicant
tracking, on-boarding, and performance
review software
92 Annual Program of Services- 2017
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 97,595 $ 70,840 $ 96,766 $ 119,557 $ 130,070 $ 159,393 33%
Services &
Supplies 5,176 3,442 3,096 4,315 25,800 38,875 801%
TOTAL $ 102,771 $ 74,282 $ 99,862 $ 123,872 $ 155,870 $ 198,268 60%
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
HR DIRECTOR 0.00 1.00 1.00
HR MANAGER 1.00 0.00 0.00
PART-TIME INTERN ADMIN. ASSISTANT 0.00 0.00 0.30
TOTAL FTEs 1.00 1.00 1.30
93Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
Number of applications processed*200 327 215 456 400
Performance Measure- Turnover,
Absence Rate, and Tenure
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
GOAL
% of employee turnover*15%20%16%34%12%
Average employee absence rate (sick days)--6.23 6.10 5.00
Average tenure (years)--4.27 5.16 5.00
Explanation
Lower employee turnover and absence rate, save the Town money
in training, and increase organizational efficiency. The longer an
employee is tenured at the Town the more institutional knowledge
an employee has to better perform their assigned tasks.
Council Objective Exercising fiscal discipline and taking a business-like approach to
Town operations and budget prioritization.
Measure
It is the Town’s goal to have a turnover rate at or below 12%, less
than a five day absence rate, and for average tenure at or above
five years.
94 Annual Program of Services- 2017
Human Resources FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 60,012 $ 42,830 $ 58,547 $ 76,274 $ 81,685 $ 103,458 $ 114,976 $ 119,000
Longevity 563 - - - - 80 140 200
Stipend 2,500 500 - - - 750 1,125 1,125
Certifications - - - - 1,350 1,200 1,200 1,200
Retirement 8,830 6,485 8,176 9,916 11,286 12,260 12,721 13,238
Medical Insurance 4,301 341 4,289 5,781 4,649 5,371 5,640 5,922
Dental Insurance 353 330 317 414 483 332 332 332
Vision Insurance 79 73 62 81 106 45 45 45
Life Insurance & Other 922 358 397 626 762 505 523 541
Social Security Taxes 3,911 2,739 3,476 4,729 5,276 6,494 7,281 7,535
Medicare Taxes 915 641 813 1,106 1,352 1,530 1,703 1,762
Unemployment Taxes 9 213 (137) 207 181 342 354 366
Workman's Compensation 131 91 116 193 163 246 291 301
Pre-Employment Physicals/Testing - 147 605 - - - - -
Employee Relations 5,257 6,603 8,838 10,850 11,713 11,150 11,030 11,030
Tuition Reimbursement 7,509 7,049 9,163 6,500 8,700 12,750 6,500 6,500
Employee Assistance Program 2,303 2,442 2,103 2,880 2,364 2,880 3,264 3,264
Total Personnel $ 97,595 $ 70,840 $ 96,766 $ 119,557 $ 130,070 $ 159,393 $ 167,125 $ 172,361
Services/Supplies
Professional Outside Services $ - $ - $ - $ - $ 16,583 $ 31,100 $ 31,100 $ 32,275
Physicals/Testing 295 190 93 540 200 100 100 100
Advertising - 345 761 - 628 - - -
Printing 20 45 - 150 235 150 150 150
Schools & Training 2,095 300 313 1,000 2,740 3,150 3,150 3,150
Telephone 89 13 - - - - - -
Communications/Pagers/Mobiles 857 454 656 900 900 900 900 900
Dues & Membership 255 315 320 300 799 675 675 675
Travel & Per Diem 168 699 - 500 1,500 2,000 2,000 2,000
Meetings - 39 - - 100 100 100 100
Office Supplies 1,030 723 837 600 2,045 600 600 600
Postage 307 139 116 325 70 100 100 100
Publications/Books/Subscriptions 60 180 - - - - - -
Total Services/Supplies $ 5,176 $ 3,442 $ 3,096 $ 4,315 $ 25,800 $ 38,875 $ 38,875 $ 40,050
Total Expenditures $ 102,771 $ 74,282 $ 99,862 $123,872 $ 155,870 $ 198,268 $ 206,000 $ 212,411
95Annual Program of Services- 2017
Information Services
Mission
To increase the productivity of Trophy Club services by developing and maintaining technological and
informational support systems for the Town of Trophy Club. The Information Services Department
seeks to enhance the Town's mission by improving the effectiveness and efficiency of operational
processes which promotes financial and operational stewardship.
Top 3 Accomplishments for FY16
• Assisted Court and Police department with
digital citation writing program
• Assisted Police with Laserfiche implementation
• Worked with architect and staff to design
infrastructure for new building
Council Objectives Fiscal Year 2017 Departmental Goals
Exercising fiscal discipline and taking a business-
like approach to Town operations and budget
prioritization
Maintaining Town assets, services, and Code of
Ordinances that preserve the natural beauty of
Trophy Club
• Work with Community Development to help
implement ARCGIS with Energov
• Replace Storage Area Network (SAN) for our
virtual environment
• Oversee the technology implementation in the
new building
96 Annual Program of Services- 2017
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
Applications supported 175 175 132 136 136
Devices/Servers supported 306 310 278 294 300
Performance Measures -
Work Order Turnaround
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
GOAL
Work order requests 1,025 1,035 808 850 850
Work orders resolved within 2 work days 82%83%76%85%85%
Explanation
Technology continues to play a pivotal role in the delivery of
services for local governments. A quicker turnaround time on
work orders leads to increased efficiency of service delivery.
Council Objective Exercising fiscal discipline and taking a business-like approach
to Town operations and budget prioritization.
Measure It is the Town’s goal to respond and resolve work orders within
2 working days.
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Personnel $ 181,544 $ 186,288 $ 188,142 $ 218,142 $ 213,033 $ 227,672 4%
Services &
Supplies 124,270 139,203 212,723 263,657 227,970 308,359 17%
Capital 36,506 8,278 108,437 49,463 47,500 127,213 157%
TOTAL $ 342,319 $ 333,769 $ 509,302 $ 531,262 $ 488,503 $ 663,244 25%
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
INFORMATION SERVICES DIRECTOR 1.00 1.00 1.00
NETWORK SUPPORT SPECIALIST 1.00 1.00 1.00
INTERN/PART-TIME NETWORK
SPECIALIST 0.50 0.50 0.50
TOTAL FTEs 2.50 2.50 2.50
97Annual Program of Services- 2017
Information Services FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Personnel
Salaries $ 133,759 $ 137,092 $ 140,533 $ 167,773 $ 162,874 $ 176,342 $ 182,514 $ 188,902
Longevity 1,125 1,455 1,635 1,800 1,815 1,980 2,160 2,340
Stipend 3,500 3,000 1,500 1,500 1,500 1,500 1,500 1,500
Retirement 19,320 20,584 19,949 19,197 19,476 20,896 21,985 22,882
Medical Insurance 10,166 10,664 11,145 11,562 11,258 10,742 11,279 11,843
Dental Insurance 726 727 778 828 916 665 665 665
Vision Insurance 163 163 163 162 204 90 90 90
Life Insurance & Other 1,932 1,118 1,119 1,238 1,334 919 951 984
Social Security Taxes 8,554 8,765 8,907 10,514 10,304 11,056 11,443 11,843
Medicare Taxes 2,000 2,050 2,083 2,481 2,410 2,607 2,698 2,793
Unemployment Taxes 18 414 18 621 548 428 443 458
Workman's Compensation 281 257 313 466 394 447 463 479
Total Personnel $ 181,544 $186,288 $ 188,142 $ 218,142 $ 213,033 $ 227,672 $ 236,191 $ 244,780
Services/Supplies
Software & Support $ 79,168 $ 92,954 $148,433 $170,947 $ 155,620 $ 189,531 $ 177,683 $ 179,714
Security 663 859 1,232 1,350 375 1,350 1,350 1,350
Schools & Training 2,800 840 800 3,650 750 4,170 4,170 4,170
Telephone 6,218 6,073 5,889 9,488 5,000 10,988 10,988 10,988
Communications/Pagers/Mobiles 2,036 2,358 2,803 30,476 30,474 31,974 31,974 31,974
Independent Labor 1,696 1,346 1,523 10,500 7,500 27,000 27,000 27,000
Copier Rental/Lease 6,164 9,634 8,741 9,136 9,136 9,136 9,136 9,136
Dues & Membership 300 100 300 250 260 360 360 360
Travel & Per Diem 1,534 - 2,680 2,869 125 4,142 3,116 3,312
Meetings - 56 67 122 100 122 122 122
Office Supplies 852 648 623 721 720 721 721 721
Printer Supplies 8,030 8,647 9,032 7,500 7,500 7,500 7,500 7,500
Postage 108 307 539 250 150 250 300 300
Uniforms - - 156 125 125 125 125 125
Hardware 14,701 15,382 29,904 16,273 10,135 20,990 9,515 9,515
Total Services/Supplies $124,270 $139,203 $212,723 $263,657 $ 227,970 $ 308,359 $ 284,060 $ 286,287
Capital
Capital Outlay $ 36,506 $ 8,278 $ 108,437 $ 49,463 $ 47,500 $ 127,213 $ 150,625 $ 58,000
Total Capital $ 36,506 $ 8,278 $ 108,437 $ 49,463 $ 47,500 $ 127,213 $ 150,625 $ 58,000
Total Expenditures $ 342,319 $333,769 $509,302 $ 531,262 $ 488,503 $ 663,244 $ 670,876 $ 589,067
98 Annual Program of Services- 2017
Facility Maintenance
Mission
To support the Town of Trophy Club in being a municipal service provider through efficient and
environmentally sustainable operation and maintenance of the Town buildings. Facility Maintenance
is a non-departmental expenditure, meaning that the expense is associated with the entire organization
instead of a particular department. Facility management includes the utilities for the Town of Trophy
Club facilities, maintenance on the facility, the cleaning service, and insurance for the facility.
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Services &
Supplies $ 75,344 $ 81,550 $ 108,065 $ 112,079 $ 99,951 $ 148,671 33%
TOTAL $ 75,344 $ 81,550 $108,065 $ 112,079 $ 99,951 $ 148,671 33%
Facility Maintenance FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Services/Supplies
Electricity $ 14,948 $ 12,870 $ 10,171 $ 14,500 $ 13,500 $ 25,000 $ 35,000 $ 36,000
Water 926 1,038 922 1,200 1,150 7,800 15,600 15,850
Insurance 44,241 51,788 54,292 56,971 54,543 58,971 61,812 63,601
Building Maintenance 12,251 14,142 16,362 15,000 12,000 15,000 15,000 15,000
Equipment Maintenance 150 362 468 250 - - - -
Cleaning Services 448 - 14,755 17,658 17,308 25,150 48,350 49,350
Kitchen Supplies - - - - - 5,000 5,000 5,000
Furniture/Equipment<$5,000 - - 9,668 5,000 250 10,000 3,000 2,000
Maintenance Supplies 2,381 1,350 1,427 1,500 1,200 1,750 2,500 2,500
Total Services/Supplies $ 75,344 $ 81,550 $108,065 $ 112,079 $ 99,951 $ 148,671 $ 186,262 $ 189,301
Total Expenditures $ 75,344 $ 81,550 $108,065 $ 112,079 $ 99,951 $ 148,671 $ 186,262 $ 189,301
100 Annual Program of Services- 2017
The Capital Projects Fund receives the proceeds from bonds or other legally authorized instruments issued for
specific capital improvements and equipment. The related expenditures associated with capital projects are
recorded in this fund. The Capital Improvement Program is reviewed each year by the Town Council to determine
the need for projects and the issuance of debt to finance planned improvements or projects. In FY17 the budgeted
fund balance in the Capital Projects Fund is expected to increase $2,476,662 or 96% from the FY16 budgeted
ending fund balance due to the issuance of bond proceeds not being fully expended in FY16.
The Capital Projects Fund Balance includes funds originating from:
A. 2010 Tax Note - $500,000
• This note was approved by Council for streets and parks capital equipment and park improvements.
• The remaining funds of $41,000 are to be used for monument signs in the park system.
B. 2016 General Obligation Bonds - $5.24 million
• Professional services and construction of new Town Hall
C. 2016 Certificate of Obligation - $4.21 million
• Professional services and construction of new Ton Hall( this portion is specific to the police side of the
building and serviced by the CCPD $2.26 million)
• $1.95 Million for street reconstruction projects:
• Indian Creek Drive (from Meadowbrook to Harmony Park)
• Phoenix Drive
D. Proposed Bond Package (Certificates of Obligation Bonds) – $7 million
• $6.65 million for street reconstruction
• $350,000 for development of Canterbury Hill Park
Capital Projects Fund
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Beginning Fund Balance $ 996,425 $ 2,065,909 $ 4,505,273 $ 1,293,027 $ 1,694,546 $ 7,638,285 491%
Revenues 61,809 57,540 202,127 100 43,738 10,000 9900%
Expenditures (318,392) (768,476) (3,012,854) (8,848,404) (4,698,650) (9,941,900)12%
Other Sources (Uses) 1,326,067 3,150,300 - 10,135,000 10,598,651 7,250,000 -28%
Net Increase (Decrease) 1,069,484 2,439,364 (2,810,727) 1,286,696 5,943,739 (2,681,900)-308%
Ending Fund Balance $2,065,909 $ 4,505,273 $ 1,694,546 $ 2,579,723 $ 7,638,285 $ 4,956,385 92%
101Annual Program of Services- 2017
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Capital Projects Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ 996,425 $ 2,065,909 $ 4,505,273 $ 1,293,027 $ 1,694,546 $ 7,638,285 $ 5,056,385 $ 5,801,385
Revenue
Contributions/Grants $ 30,230 $ - $ 200,061 $ - $ 26,238 $ - $ - $ -
Interest Revenue 1,429 1,548 2,066 100 17,500 10,000 10,000 2,500
Miscellaneous Revenue 30,000 - - - - - - -
Intergovernmental Revenue - 55,992 - - - - - -
Prior Year Adjustment 150 - - - - - - -
Total Revenue $ 61,809 $ 57,540 $ 202,127 $ 100 $ 43,738 $ 10,000 $ 10,000 $ 2,500
Expenditures
General Government $ 51,089 $ 18,070 $ 38,558 $ - $ - $ - $ - $ -
Bond Issuance Costs 29,367 68,850 - 97,500 198,650 125,000 65,000 -
Capital Outlay 237,936 681,556 2,974,296 8,750,904 4,500,000 9,816,900 2,700,000 2,598,372
Total Expenditures $ 318,392 $ 768,476 $ 3,012,854 $ 8,848,404 $ 4,698,650 $9,941,900 $ 2,765,000 $ 2,598,372
Other Sources (Uses)
Debt Proceeds $ 1,300,000 $ 3,100,000 $ - $ 9,750,000 $ 9,455,000 $7,000,000 $ 3,500,000 $ -
Bond Premium 33,794 50,329 - - 537,946 - - -
Transfer In - - - 385,000 625,000 250,000 - -
Transfer Out (7,727) (29) - - (19,295) - - -
Total Other Sources (Uses) $ 1,326,067 $ 3,150,300 $ - $10,135,000 $ 10,598,651 $ 7,250,000 $ 3,500,000 $ -
Net Increase (Decrease) $1,069,484 $2,439,364 $ (2,810,727) $ 1,286,696 $ 5,943,739 $(2,681,900) $ 745,000 $ (2,595,872)
Ending Fund Balance $2,065,909 $4,505,273 $ 1,694,546 $ 2,579,723 $ 7,638,285 $ 4,956,385 $ 5,801,385 $ 3,205,513
FY 2017 Adopted Ending Fund Balance
102 Annual Program of Services- 2017
Debt Service Fund
The Debt Service Fund is used for the accumulation of resources for payment of long-term debt principal and interest. The
long-term debt is used to finance major capital improvements and equipment including the construction of parks, streets,
public facilities, and other general government projects. Resources include an applicable portion of the Ad Valorem Tax
Levy and related interest income usable for debt service.
DEBT MANAGEMENT SUMMARY
A. Debt Issuance. The Town issues debt only for the purpose of acquiring or constructing capital assets for the general
benefit of its citizens and to allow it to fulfill its various missions as a town. Debt may be issued for the purposes of
purchasing land or rights-of-way and/or improvements to land, for construction projects to provide for the general good,
or for capital equipment.
B. Types of Debt.
• General Obligation Bonds (GOs). General obligation bonds are used to fund capital assets of the
general government, are not to be used to fund operating needs of the Town, and are backed by the full
faith and credit of the Town, as well as, the ad valorem tax authority of the Town. General obligation
bonds must be authorized by a vote of the citizens of the Town of Trophy Club.
• Certificates of Obligation (COs). Certificates of obligation are used to finance permanent improvements
and land acquisition, the need for which arises between bond elections. In addition, they may also be used
to finance costs associated with capital projects or to acquire equipment. Debt service for COs may be from
general tax revenues under certain circumstances as defined by law. They may also be backed by a specific
revenue stream(s) or by a combination of tax revenues and specific revenue streams.
• Method of Sale. The Town uses a competitive bidding process in the sale of bonds unless the nature of the issue
warrants a negotiated bid. In situations where a competitive bidding process is not elected, the Town will present
the reasons why, and the Town will actively participate with the financial advisor in the selection of the underwriter
or direct purchaser.
• Bidding Parameters. The notice of sale will be carefully constructed so as to ensure the best possible bid for the
Town, in light of the existing market conditions and other prevailing factors. Parameters to be examined include:
• Limits between lowest and highest coupons
• Coupon requirements relative to the yield curve
• Method of underwriter compensation, discount or premium coupons
• Use of true interest cost (TIC) versus net interest cost (NIC)
• Use of bond insurance
• Deep discount bonds
• Variable rate bonds
• Call provisions
C. Analysis of Financing Alternatives. Staff will explore alternatives to the issuance of debt for capital acquisitions
and construction projects. These alternatives include, but are not be limited to:
1) Grants-in-aid
2) Use of reserves
3) Use of current revenues
4) Contributions from other developers and others
5) Leases
6) Impact fees
D. Disclosure. Full disclosure of operations will be made to the bond rating agencies and other depositories of
financial information as required by the Security and Exchange Commission (SEC) Rule 15c2-12, specifically, Texas
Municipal Advisory Council (State Information Depository).
103Annual Program of Services- 2017
E. Rating Agency Communication. Town management will seek to maintain and improve its current bond rating
so its borrowing costs are reduced to a minimum and its access to credit preserved. The Town management, with the
assistance of financial advisors and bond counsel, will prepare the necessary materials for presentation to the rating
agencies, aid in the production of Official Statements, and take responsibility for the accuracy of all financial information
released.
F. Federal Requirements. The Town will maintain procedures to comply with arbitrage rebate and other federal
requirements.
G. Debt Limit. The State of Texas limits the ad valorem tax rate to $2.50 per $100 valuation. The Town of Trophy Club’s
adopted rate of $0.473 per $100 valuation falls well below this limit.
H. Bond Rating. The Town of Trophy Club went through a bond rating process in May 2014. Standard and Poor’s
upgraded the Town’s bond rating to AA+. The Town’s bond rating directly affects the cost of debt. The Town’s policies are
focused on issues which maintain high bond ratings and keep debt costs reasonable.
FINANCIAL SUMMARY
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
% Change
(Bud. vs. Ad)
Beginning Fund Balance $ 94,267 $ 119,722 $ 118,092 $ 105,367 $ 118,542 $ 129,647 23%
Revenues 1,911,619 1,361,109 1,507,625 1,704,968 1,708,742 1,888,194 11%
Expenditures (2,750,417) (1,403,122) (1,562,815) (1,727,067) (1,784,843) (1,967,178)14%
Other Sources (Uses) 864,253 40,383 55,640 87,206 87,206 201,862 131%
Net Increase (Decrease) 25,455 (1,630) 450 65,107 11,105 122,878 89%
Ending Fund Balance $ 119,722 $ 118,092 $ 118,542 $ 170,474 $ 129,647 $ 252,525 48%
104 Annual Program of Services- 2017
Ending Fund Balance
Debt Services Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ 94,267 $ 119,722 $ 118,092 $ 105,367 $ 118,542 $ 129,647 $ 252,525 $ 224,636
Revenue
Property Taxes $ 1,163,144 $ 1,351,988 $ 1,491,185 $ 1,697,277 $ 1,697,277 $ 1,878,696 $ 1,996,084 $ 2,180,612
Property Taxes/Delinquent 11,959 5,091 9,305 4,465 4,465 4,499 4,784 4,805
Property Taxes/Penalty & Interest 5,774 3,784 6,784 2,976 5,000 2,999 3,189 3,203
Intergovernmental Transfer EDC 729,909 - - - - - - -
Interest Income 832 246 350 250 2,000 2,000 2,000 2,000
Total Revenue $ 1,911,619 $ 1,361,109 $ 1,507,625 $1,704,968 $ 1,708,742 $ 1,888,194 $ 2,006,057 $ 2,190,620
Expenditures
Bond Principal $ 2,294,000 $ 998,000 $ 1,088,000 $ 1,339,500 $ 1,378,000 $ 1,263,000 $ 1,498,000 $ 1,723,000
Bond Interest 451,417 398,872 428,529 383,067 390,343 696,678 728,086 746,912
Paying Agent Fees 5,000 6,250 3,550 4,500 16,500 7,500 7,500 6,750
Bond/CO Issuance cost - - 42,736 - - - - -
Total Expenditures $ 2,750,417 $ 1,403,122 $ 1,562,815 $1,727,067 $ 1,784,843 $ 1,967,178 $ 2,233,586 $ 2,476,662
Other Sources (Uses)
Bond Proceeds $ - $ - $ 2,030,000 $ - $ - $ - $ - $ -
Refund Cost - - (2,026,710) - - - - -
Transfer In 864,253 40,383 52,350 87,206 87,206 201,862 199,640 201,818
Total Other Sources (Uses) $ 864,253 $ 40,383 $ 55,640 $ 87,206 $ 87,206 $ 201,862 $ 199,640 $ 201,818
Net Increase (Decrease) $ 25,455 $ (1,630) $ 450 $ 65,107 $ 11,105 $ 122,878 $ (27,889) $ (84,224)
Ending Fund Balance $ 119,722 $ 118,092 $ 118,542 $ 170,474 $ 129,647 $ 252,525 $ 224,636 $ 140,412
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
105Annual Program of Services- 2017
Total Debt Service
Principal Interest Total
2017 1,263,000 696,678 1,959,678
2018 1,188,000 578,086 1,766,086
2019 1,223,000 541,912 1,764,912
2020 1,273,000 506,192 1,779,192
2021 1,298,000 466,559 1,764,559
2022 1,353,000 422,774 1,775,774
2023 1,183,000 378,927 1,561,927
2024 1,215,000 342,138 1,557,138
2025 1,220,000 304,091 1,524,091
2026 1,025,000 266,200 1,291,200
2027 1,055,000 235,719 1,290,719
2028 1,085,000 204,988 1,289,988
2029 990,000 175,000 1,165,000
2030 1,020,000 144,319 1,164,319
2031 665,000 111,988 776,988
2032 690,000 93,863 783,863
2033 705,000 75,063 780,063
2034 725,000 54,813 779,813
2035 570,000 33,225 603,225
2036 590,000 16,900 606,900
$ 20,336,000 $ 5,649,433 $ 25,985,433
Town of Trophy Club Debt Schedule*
*Does not include proposed debt issuances.
106 Annual Program of Services- 2017
2004 CO 2007 GO 2010 GO
Principal Interest Total Principal Interest Total Principal Interest Total
2017 33,000 12,810 45,810 155,000 12,800 167,800 210,000 153,106 363,106
2018 33,000 11,221 44,221 165,000 6,600 171,600 220,000 146,806 366,806
2019 33,000 9,632 42,632 230,000 140,206 370,206
2020 33,000 8,065 41,065 240,000 133,306 373,306
2021 33,000 6,453 39,453 250,000 123,706 373,706
2022 33,000 4,864 37,864 260,000 113,706 373,706
2023 33,000 3,275 36,275 275,000 103,306 378,306
2024 35,000 1,690 36,690 285,000 92,306 377,306
2025 300,000 80,906 380,906
2026 310,000 68,906 378,906
2027 325,000 56,506 381,506
2028 340,000 43,506 383,506
2029 355,000 29,906 384,906
2030 370,000 15,263 385,263
2031
2032
2033
2034
2035
2036
$ 266,000 $ 58,011 $ 324,011 $ 320,000 $ 19,400 $ 339,400 $ 3,970,000 $ 1,301,444 $ 5,271,444
2010 GO Refunding 2013 CO 2014 CO
Principal Interest Total Principal Interest Total Principal Interest Total
2017 180,000 38,900 218,900 75,000 31,975 106,975 105,000 70,888 175,888
2018 185,000 33,500 218,500 80,000 30,038 110,038 105,000 68,788 173,788
2019 190,000 27,950 217,950 85,000 27,975 112,975 105,000 66,688 171,688
2020 195,000 22,250 217,250 85,000 25,850 110,850 110,000 64,588 174,588
2021 200,000 16,400 216,400 85,000 23,725 108,725 110,000 62,388 172,388
2022 210,000 8,400 218,400 90,000 21,425 111,425 115,000 59,088 174,088
2023 95,000 18,881 113,881 120,000 55,638 175,638
2024 95,000 16,150 111,150 120,000 52,038 172,038
2025 100,000 13,225 113,225 125,000 48,438 173,438
2026 120,000 9,925 129,925 130,000 44,688 174,688
2027 125,000 6,094 131,094 130,000 40,788 170,788
2028 125,000 2,031 127,031 135,000 36,888 171,888
2029 140,000 32,838 172,838
2030 145,000 27,938 172,938
2031 150,000 22,863 172,863
2032 155,000 17,613 172,613
2033 160,000 12,188 172,188
2034 165,000 6,188 171,188
2035
2036
$ 1,160,000 $ 147,400 $ 1,307,400 $ 1,160,000 $ 227,294 $ 1,387,294 $ 2,325,000 $ 790,525 $ 3,115,525
2015 GO Refunding 2016 GO 2016 CO
Principal Interest Total Principal Interest Total Principal Interest Total
2017 40,000 36,624 76,624 340,000 181,433 521,433 125,000 158,142 283,142
2018 40,000 35,752 75,752 200,000 129,275 329,275 160,000 116,106 276,106
2019 210,000 34,880 244,880 205,000 123,275 328,275 165,000 111,306 276,306
2020 220,000 30,302 250,302 215,000 117,125 332,125 175,000 104,706 279,706
2021 220,000 25,506 245,506 220,000 110,675 330,675 180,000 97,706 277,706
2022 230,000 20,710 250,710 225,000 104,075 329,075 190,000 90,506 280,506
2023 235,000 15,696 250,696 230,000 97,325 327,325 195,000 84,806 279,806
2024 240,000 10,573 250,573 240,000 90,425 330,425 200,000 78,956 278,956
2025 245,000 5,341 250,341 245,000 83,225 328,225 205,000 72,956 277,956
2026 - 255,000 75,875 330,875 210,000 66,806 276,806
2027 - 260,000 70,775 330,775 215,000 61,556 276,556
2028 - 265,000 65,575 330,575 220,000 56,988 276,988
2029 270,000 59,944 329,944 225,000 52,313 277,313
2030 275,000 53,869 328,869 230,000 47,250 277,250
2031 280,000 47,338 327,338 235,000 41,788 276,788
2032 290,000 40,338 330,338 245,000 35,913 280,913
2033 295,000 33,088 328,088 250,000 29,788 279,788
2034 305,000 25,713 330,713 255,000 22,913 277,913
2035 310,000 17,325 327,325 260,000 15,900 275,900
2036 320,000 8,800 328,800 270,000 8,100 278,100
1,680,000 215,384 1,895,384 5,245,000 1,535,471 6,780,471 4,210,000 1,354,504 5,564,504
107Annual Program of Services- 2017
Annual Debt Services By Issuance*
*Does not include proposed debt issuances.
2015 GO Refunding 2016 GO 2016 CO
Principal Interest Total Principal Interest Total Principal Interest Total
2017 40,000 36,624 76,624 340,000 181,433 521,433 125,000 158,142 283,142
2018 40,000 35,752 75,752 200,000 129,275 329,275 160,000 116,106 276,106
2019 210,000 34,880 244,880 205,000 123,275 328,275 165,000 111,306 276,306
2020 220,000 30,302 250,302 215,000 117,125 332,125 175,000 104,706 279,706
2021 220,000 25,506 245,506 220,000 110,675 330,675 180,000 97,706 277,706
2022 230,000 20,710 250,710 225,000 104,075 329,075 190,000 90,506 280,506
2023 235,000 15,696 250,696 230,000 97,325 327,325 195,000 84,806 279,806
2024 240,000 10,573 250,573 240,000 90,425 330,425 200,000 78,956 278,956
2025 245,000 5,341 250,341 245,000 83,225 328,225 205,000 72,956 277,956
2026 - 255,000 75,875 330,875 210,000 66,806 276,806
2027 - 260,000 70,775 330,775 215,000 61,556 276,556
2028 - 265,000 65,575 330,575 220,000 56,988 276,988
2029 270,000 59,944 329,944 225,000 52,313 277,313
2030 275,000 53,869 328,869 230,000 47,250 277,250
2031 280,000 47,338 327,338 235,000 41,788 276,788
2032 290,000 40,338 330,338 245,000 35,913 280,913
2033 295,000 33,088 328,088 250,000 29,788 279,788
2034 305,000 25,713 330,713 255,000 22,913 277,913
2035 310,000 17,325 327,325 260,000 15,900 275,900
2036 320,000 8,800 328,800 270,000 8,100 278,100
1,680,000 215,384 1,895,384 5,245,000 1,535,471 6,780,471 4,210,000 1,354,504 5,564,504
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
201720182019202020212022202320242025202620272028202920302031203220332034203520362016 CO
2016 GO
2015 GO Refunding
2014 CO
2013 CO
2010 GO Refunding
2010 GO
2007 GO
2004 CO
109Annual Program of Services- 2017
Court Security Fund
Fund Description
The Court Security Fund is used for the purpose of providing security personnel, services, and security
equipment to the Trophy Club Municipal Court and to promote financial stewardship by delivering
responsive customer service. This fund is primarily used to offset the expenditures associated with
providing bailiff services for the Trophy Club Municipal Court.
Ending Fund Balance
Court Security Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ 17,448 $ 22,147 $ 22,293 $ 21,793 $ 21,903 $ 21,643 $ 19,349 $ 18,449
Revenue
Municipal Court Security Fee $ 4,699 $ 3,146 $ 2,610 $ 3,000 $ 3,000 $ 3,000 $ 3,100 $ 3,200
Total Revenue $ 4,699 $ 3,146 $ 2,610 $ 3,000 $ 3,000 $ 3,000 $ 3,100 $ 3,200
Expenditures
Schools and Training $ - $ - $ - $ - $ 200 $ 800 $ 400 $ 400
Travel and Per Diem - - - - 60 1,494 600 600
Total Expenditures $ - $ - $ - $ - $ 260 $ 2,294 $ 1,000 $ 1,000
Other Sources (Uses)
Transfer In $ - $ (3,000)$ (3,000) $ (3,000) $ (3,000) $ (3,000) $ (3,000) $ (3,000)
Total Other Sources (Uses)$ - $ (3,000)$ (3,000) $ (3,000) $ (3,000) $ (3,000) $ (3,000) $ (3,000)
Net Increase (Decrease)$ 4,699 $ 146 $ (390) $ - $ (260) $ (2,294) $ (900) $ (800)
Ending Fund Balance $ 22,147 $ 22,293 $ 21,903 $ 21,793 $ 21,643 $ 19,349 $ 18,449 $ 17,649
$-
$5,000
$10,000
$15,000
$20,000
$25,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
110 Annual Program of Services- 2017
Court Technology Fund
Fund Description
The Court Technology Fund is used for the sole purpose of financing the purchase or maintenance
of technological enhancements for the Trophy Club Municipal Court and promoting financial and
operational stewardship by improving the effectiveness and efficiency of operational processes.
The court technology fee is primarily used to offset the costs related to the annual maintenance and
support of the Incode Court Software system along with any other technology purchases made by the
municipal court.
Ending Fund Balance
Court Technology Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ 32,514 $ 38,780 $ 23,960 $ 21,437 $ 21,519 $ 20,270 $ 16,137 $ 14,186
Revenue
Municipal Court Technology Fee $ 6,266 $ 4,194 $ 3,480 $ 4,000 $ 4,000 $ 4,000 $ 4,135 $ 4,270
Miscellaneous Revenue - 2,750 - - - - - -
Total Revenue $ 6,266 $ 6,944 $ 3,480 $ 4,000 $ 4,000 $ 4,000 $ 4,135 $ 4,270
Expenditures
Services & Supplies
Software & Support $ - $ 2,494 $ 5,118 $ 5,200 $ 5,249 $ 5,903 $ 6,006 $ 6,109
Hardware - 5,830 803 - - 2,230 80 80
Total Services & Supplies $ - $ 8,324 $ 5,921 $ 5,200 $ 5,249 $ 8,133 $ 6,086 $ 6,189
Capital
Capital Outlay $ - $ 13,440 $ - $ - $ - $ - $ - $ -
Total Capital Outlay $ - $ 13,440 $ - $ - $ - $ - $ - $ -
Total Expenditures $ - $ 21,764 $ 5,921 $ 5,200 $ 5,249 $ 8,133 $ 6,086 $ 6,189
Net Increase (Decrease) $ 6,266 $ (14,820) $ (2,441) $ (1,200) $ (1,249) $ (4,133) $ (1,951) $ (1,919)
Ending Fund Balance $ 38,780 $ 23,960 $ 21,519 $ 20,237 $ 20,270 $ 16,137 $ 14,186 $ 12,267
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
111Annual Program of Services- 2017
Crime Control Prevention District Fund
Fund Description
Chapter 363 of the Texas Local Government Code allows for the creation of a Crime Control and
Prevention District (CCPD). CCPD is a local sales tax funded organization, governed by an
independent board appointed by the Town Council that may finance all costs of a crime control and
crime prevention program, including costs for personnel, administration, expansion, enhancement
and capital expenditures. Sales tax funds the CCPD with 0.25%, which the voters approved on May
11, 2013.
CCPD Goals
Throughout the history of law enforcement in America, changes in technology ushered in changes
in crime control strategies. As equipment, technology, and training have improved agencies moved
from the traditional model, to the professional model, to the community policing model, and finally
to the intelligence-led model. The Trophy Club Police Department recognizes the effectiveness of the
two most recent models but also recognizes the effectiveness of traditional law enforcement practices
such as rapid response to calls for service. The Trophy Club Police Department primarily uses a hybrid
form of community policing, embracing the problem-solving and partnership aspects of community
policing. Also included are what many consider a more traditional response by having a uniformed
officer respond to all calls for service as quickly as time permits. Detectives follow-up on all criminal
events. However, in keeping with the problem oriented/community oriented model, officers look for
potential problem areas where there are reoccurring problems and partner with residents and other
stake holders to resolve those problems.
The Town of Trophy Club is a proactive town and its police department is no different. The department
attempts to equip its staff with the most effective safety and crime fighting equipment they can
reasonably afford. Funding sources have traditionally included the General Fund and grants. There
are obvious limits on these sources of funding. Any increase to the sales tax rate such as proposed
through the creation of the CCPD will collect taxes from non-residents who consume law enforcement
services and provide needed funding to improve public safety. The 1/4 of a cent sales tax allocated for
the CCPD appears as a fair way of spreading that burden because the choice to make purchases for
which sales tax dollars are collected rests solely with the purchaser.
Goal 1: Support the future police building.
Goal 2: Equipment and New Technology – In order to carry out its mission, the police department
must equip and train its officers with various tools to maintain and improve public safety. Such
tools may include small equipment assigned to individual officers up to capital equipment. Police
department Supervisors, along with the Town’s Information Services staff continually evaluate new
technology that can be employed to enhance our capabilities and efficiency.
Goal 3: Critical law enforcement services in the Town of Trophy Club rely upon establishing minimum
staffing levels in specific areas in order to carry out its mission.
112 Annual Program of Services- 2017
Ending Fund Balance
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
CCPD FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ - $ 23,007 $ 93,746 $ 38,491 $ 134,265 $ 180,269 $ 39,243 $ 26,688
Revenue
Sales Tax $ 23,007 $ 141,855 $ 169,906 $ 186,433 $ 186,062 $ 209,849 $ 216,776 $ 237,140
Interest Income - 44 130 - 100 100 100 100
Total Revenue $ 23,007 $ 141,899 $ 170,036 $ 186,433 $ 186,162 $ 209,949 $ 216,876 $ 237,240
Expenditures
Services & Supplies
Professional Outside Services $ - $ - $ - $ - $ - $ 24,000 $ 24,000 $ 24,000
Uniforms - - - 6,400 5,000 5,000 5,000 5,000
Small Equipment - 27,564 13,645 51,000 50,700 47,000 24,000 32,500
Total Services & Supplies $ - $ 27,564 $ 13,645 $ 57,400 $ 55,700 $ 76,000 $ 53,000 $ 61,500
Capital
Capital Outlay $ - $ 43,597 $ 115,872 $ 125,000 $ 84,458 $ 125,000 $ 29,000 $ 29,000
Total Capital $ - $ 43,597 $ 115,872 $ 125,000 $ 84,458 $ 125,000 $ 29,000 $ 29,000
Total Expenditures $ - $ 71,161 $ 129,517 $ 182,400 $ 140,158 $ 201,000 $ 82,000 $ 90,500
Other Sources (Uses)
Transfer Out $ - $ - $ - $ - $ - $ (149,975) $ (147,431) $ (149,881)
Total Other Sources (Uses) $ - $ - $ - $ - $ - $ (149,975) $ (147,431) $ (149,881)
Net Increase (Decrease) $ 23,007 $ 70,739 $ 40,519 $ 4,033 $ 46,004 $ (141,026) $ (12,555) $ (3,141)
Ending Fund Balance $ 23,007 $ 93,746 $ 134,265 $ 42,524 $ 180,269 $ 39,243 $ 26,688 $ 23,547
113Annual Program of Services- 2017
EDC 4B Fund
Fund Description
The Town of Trophy Club Economic Development 4B (EDC 4B) is used to promote economic
development within the Town. Funded by 0.5% of sales tax receipts, the Trophy Club EDC 4B aims to
design superior strategies and oversight plans that are geared toward intensifying economic activity
and heightening the already superior Trophy Club lifestyle.
EDC 4B Debt Service
Principal Interest Total
2017 100,000 102,423 202,423
2018 100,000 100,823 200,823
2019 105,000 99,023 204,023
2020 105,000 96,555 201,555
2021 110,000 93,668 203,668
2022 110,000 90,258 200,258
2023 115,000 86,518 201,518
2024 120,000 82,263 202,263
2025 125,000 77,463 202,463
2026 130,000 72,213 202,213
2027 135,000 66,688 201,688
2028 140,000 60,950 200,950
2029 150,000 55,000 205,000
2030 155,000 48,625 203,625
2031 160,000 42,038 202,038
2032 170,000 34,438 204,438
2033 175,000 26,363 201,363
2034 185,000 18,050 203,050
2035 195,000 9,263 204,263
$ 2,585,000 $ 1,262,615 $ 3,847,615
Town of Trophy Club EDC 4B Debt Schedule*
114 Annual Program of Services- 2017
EDC 4B FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Working Capital $ 382,708 $ 188,704 $ 339,715 $ 490,480 $ 503,875 $ 544,191 $ 553,935 $ 586,329
Revenue
Sales Tax - General $ 246,997 $ 322,784 $ 365,763 $ 365,109 $ 400,349 $ 447,509 $ 460,812 $ 500,928
NTX Magazine Revenue - 3,937.50 - - - - - -
Interest Income - 179.24 537.47 450.00 1,300 1,500 2,000 2,000
Total Revenue $ 246,997 $ 326,901 $ 366,301 $ 365,559 $ 401,649 $ 449,009 $ 462,812 $ 502,928
Expenses
Professional Outside Services $ - $ - $ - $ - $ - $ 2,000 $ 2,000 $ 2,000
Auditing 3,500 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Election 6,116 - - - - - - -
Advertising 2,910 7,704 2,780 5,200 - 4,200 4,400 6,400
Printing - 1,000 450 500 - 250 250 250
Discover Trophy Club Magazine - - - - - - - -
Schools & Training 1,955 1,430 270 1,310 845 1,000 1,000 1,000
Dues & Membership 400 650 270 1,050 1,050 1,050 1,150 1,150
Travel & Per Diem 153 132 30 694 392 422 422 422
Office Supplies 522 220 15 250 100 250 250 250
Community Events - - - - - - - -
Miscellaneous Expense 12,427 6,059 7,641 7,950 4,800 3,500 3,500 3,500
EDC Projects 123,285 36,133 3,590 3,750 3,500 15,950 9,450 17,950
Incentive Programs - - 93,849 140,773 140,773 206,820 205,773 205,773
Transfer to General Fund 55,200 66,597 89,964 - - - - -
Debt Service 234,533 54,964 1,883 208,473 208,473 202,423 200,823 204,023
Paying Agent Fees - - 400 - 400 400 400 400
Total Expenses $ 441,001 $ 175,890 $ 202,141 $ 370,950 $ 361,333 $ 439,265 $ 430,418 $ 444,118
Net Increase (Decrease) $ (194,004) $ 151,011 $ 164,159 $ (5,391) $ 40,316 $ 9,744 $ 32,394 $ 58,810
Ending Working Capital $ 188,704 $ 339,715 $ 503,875 $ 485,089 $ 544,191 $ 553,935 $ 586,329 $ 645,139
Revenues Vs. Expenditures
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Revenues Expenditures
115Annual Program of Services- 2017
Hotel Occupancy
Fund Description
Hotel occupancy tax revenue is used to promote tourism in Trophy Club by developing strong
community partnerships which create a positive regional identity. Created for Fiscal Year 2007-2008,
Town Council adopted and levied tax for the occupancy of hotel rooms. The Hotel Occupancy Tax
Fund’s primary function is to account for the receipt and distribution of the Town’s Hotel/Motel
Occupancy Tax and promote tourism to Trophy Club.
Revenues Vs. Expenditures
Ending Fund Balance
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Revenues Expenditures
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
116 Annual Program of Services- 2017
Hotel Occupancy Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ 1,321 $ 87,225 $ 283,481 $ 451,931 $ 475,748 $ 420,523 $ 232,092 $ 335,007
Revenue
Hotel Occupancy Tax $ 108,170 $ 235,796 $ 264,708 $ 354,520 $ 340,000 $ 443,400 $ 447,834 $ 552,312
July 4th Revenue - - - - 5,000 5,000 5,000 5,000
Interest Income 11 163 519 500 700 500 600 700
Total Revenue $ 108,181 $ 235,959 $ 265,227 $ 355,020 $ 345,700 $ 448,900 $ 453,434 $ 558,012
Expenditures
Personnel
Salaries $ - $ - $ - $ - $ - $ 81,702 $ 84,562 $ 87,521
Overtime - - - - - 20,000 20,000 20,000
Longevity - - - - - 521 521 521
Stipend - - - - - 750 750 750
Retirement - - - - - 13,531 14,002 14,469
Medical Insurance - - - - - 8,733 9,170 9,628
Dental Insurance - - - - - 561 589 619
Vision Insurance - - - - - 62 62 62
Life Insurance & Other - - - - - 539 558 577
Social Security Taxes - - - - - 6,338 6,562 6,745
Medicare Taxes - - - - - 1,493 1,535 1,577
Unemployment Taxes - - - - - 214 214 214
Workman's Compensation - - - - - 1,962 2,031 2,102
Total Personnel $ - $ - $ - $ - $ - $ 136,406 $ 140,554 $ 144,786
Services & Supplies
Advertising $ - $ - $ 2,350 $ 83,000 $ 25,000 $ 44,000 $ 44,500 $ 64,500
Printing - - 14,150 - - - 35,000 -
Event Rentals 22,277 39,703 56,460 46,825 46,825 46,825 49,166 51,624
Dues & Membership - - - - 3,100 3,100 3,300 3,300
July 4 Celebration - - - 26,000 26,000 27,000 28,000 29,000
Total Services & Supplies $ 22,277 $ 39,703 $ 72,960 $ 155,825 $ 100,925 $ 120,925 $ 159,966 $ 148,424
Capital
Capital Outlay $ - $ - $ - $ - $ 200,000 $ 380,000 $ 50,000 $ 50,000
Total Capital $ - $ - $ - $ - $ 200,000 $ 380,000 $ 50,000 $ 50,000
Total Expenditures $ 22,277 $ 39,703 $ 72,960 $ 155,825 $ 300,925 $ 637,331 $ 350,520 $ 343,210
Other Sources (Uses)
Transfer Out $ - $ - $ - $ (100,000) $ (100,000) $ - $ - $ -
Total Other Sources (Uses) $ - $ - $ - $ (100,000) $ (100,000) $ - $ - $ -
Net Increase (Decrease) $ 85,904 $ 196,255 $ 192,267 $ 99,195 $ (55,225) $ (188,431) $ 102,914 $ 214,802
Ending Fund Balance $ 87,225 $ 283,481 $ 475,748 $ 551,126 $ 420,523 $ 232,092 $ 335,007 $ 549,809
117Annual Program of Services- 2017
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Revenues Expenditures
Street Maintenance Sales Tax Fund
Fund Description
The Street Maintenance Sales Tax Fund is used to provide a safe, clean, and well-maintained roadway
system to the residents of Trophy Club. This fund receives all of its revenue from 0.25% sales tax.
Revenues Vs. Expenditures
Ending Fund Balance
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
STREET MAINTENANCE WORKER 0.7 0.7 1.0
TOTAL FTEs 0.7 0.7 1.0
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
118 Annual Program of Services- 2017
Street Maintenance Sales
Tax Fund
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ 75,999 $ 46,700 $ 39,915 $ 49,584 $ 65,306 $ 2,080 $ 23,859 $ 49,038
Revenue
Sales Tax $ 148,159 $ 161,392 $ 182,882 $ 182,554 $ 200,174 $ 223,754 $ 230,406 $ 250,464
Interest Income - - 21 - - - - -
Total Revenue $ 148,159 $ 161,392 $ 182,903 $ 182,554 $ 200,174 $ 223,754 $ 230,406 $ 250,464
Expenditures
Personnel
Salaries $ 22,799 $ 16,110 $ 20,995 $ 22,612 $ 22,975 $ 33,176 $ 34,337 $ 35,539
Overtime 174 317 827 - - - - -
Longevity 340 405 - 59 - 145 205 265
Stipend 720 864 360 525 540 750 750 750
Retirement 3,365 2,615 3,078 3,016 3,056 4,477 4,669 4,862
Medical Insurance 3,652 2,443 4,964 5,250 5,401 7,857 8,250 8,662
Dental Insurance 261 167 381 408 526 713 749 786
Vision Insurance 59 37 96 97 110 69 69 69
Life Insurance & Other 388 146 214 245 241 243 243 243
Social Security Taxes 1,490 1,119 1,165 1,406 1,283 2,066 2,188 2,266
Medicare Taxes 348 262 273 336 304 494 512 530
Unemployment Taxes 6 149 83 145 122 171 171 171
Workman's Compensation 1,166 1,630 1,185 1,373 1,162 2,014 2,084 2,157
Total Personnel $ 34,768 $ 26,264 $ 33,621 $ 35,472 $ 35,720 $ 52,175 $ 54,227 $ 56,301
Services & Supplies
Vehicle Maintenance $ 883 $ 1,565 $ 3,663 $ 3,700 $ 3,700 $ 3,700 $ 3,700 $ 3,700
Street Maintenance 69,958 99,456 53,423 100,000 147,500 100,000 100,000 100,000
Signs & Markings 27,790 19,687 34,705 15,000 45,640 15,000 15,000 15,000
Fuel 5,611 7,892 6,344 5,540 5,140 5,400 6,600 6,900
Small Tools - - 731 700 700 700 700 700
Miscellaneous Expense - 25 25 - - - - -
Total Service & Supplies $ 104,242 $ 128,626 $ 98,891 $ 124,940 $ 202,680 $ 124,800 $ 126,000 $ 126,300
Total Expenditures $ 139,010 $ 154,890 $ 132,512 $ 160,412 $ 238,400 $ 176,975 $ 180,227 $ 182,601
Other Sources (Uses)
Transfer Out $ (38,448) $ (13,287) $ (25,000) $ (25,000) $ (25,000) $ (25,000) $ (25,000) $ (25,000)
Total Sources Other (Uses) $ (38,448) $ (13,287) $ (25,000) $ (25,000) $ (25,000) $ (25,000) $ (25,000) $ (25,000)
Net Increase (Decreases) $ (29,299) $ (6,785) $ 25,391 $ (2,858) $ (63,226) $ 21,779 $ 25,179 $ 42,863
Ending Fund Balance $ 46,700 $ 39,915 $ 65,306 $ 46,726 $ 2,080 $ 23,859 $ 49,038 $ 91,901
119Annual Program of Services- 2017
TIRZ #1 Fund
Fund Description
The Tax Increment Reinvestment Zone #1 (TIRZ#1) fund was created to aid development of the
Trophy Wood District through the contribution of 60% of the Town’s real property increment, and
25% of the Towns $0.01 general fund sales tax generated within the zone. Tarrant County contributes
60% of their real property increment, as well.
Ending Fund Balance
TIRZ #1 FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Working Capital $ - $ - $ - $ - $ 6,062 $ (383,632) $ (290,958) $ (122,034)
Revenue
Property Tax $ - $ - $ 6,062 $ 6,095 $ 10,306 $ 80,174 $ 136,424 $ 192,674
Sales Tax - - - 1,000 - 12,500 32,500 41,625
Total Revenue $ - $ - $ 6,062 $ 7,095 $ 10,306 $ 92,674 $ 168,924 $ 234,299
Expenses
Incentive Programs $ - $ - $ - $ - $ 400,000 $ - $ - $ -
Total Expenses $ - $ - $ - $ - $ 400,000 $ - $ - $ -
Total Other Sources (Uses) $ - $ - $ - $ - $ - $ - $ - $ -
Net Increase (Decrease) $ - $ - $ 6,062 $ 7,095 $ (389,694) $ 92,674 $ 168,924 $ 234,299
Ending Working Capital $ - $ - $ 6,062 $ 7,095 $ (383,632) $ (290,958) $ (122,034) $ 112,265
$(500,000.00)
$(400,000.00)
$(300,000.00)
$(200,000.00)
$(100,000.00)
$-
$100,000.00
$200,000.00
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
120 Annual Program of Services- 2017
Recreation Program Fund
Fund Description
The Recreation Program Fund was created to account for the revenues and expenditures associated
with recreational programs within the Town of Trophy Club. Expenditures are expected to be matched
with program revenues.
Revenues Vs. Expenditures
Recreational Programs Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ - $ - $ 2,812 $ 2,812 $ 3,395 $ 3,395 $ 3,395 $ 3,395
Revenue
Recreation Programs $ - $ 15,593 $ 10,054 $ 8,000 $ 8,000 $ 8,000 $ 8,500 $ 9,000
Total Revenue $ - $ 15,593 $ 10,054 $ 8,000 $ 8,000 $ 8,000 $ 8,500 $ 9,000
Expenditures
Recreation Programs $ - $ 12,781 $ 9,471 $ 8,000 $ 8,000 $ 8,000 $ 8,500 $ 9,000
Total Expenditures $ - $ 12,781 $ 9,471 $ 8,000 $ 8,000 $ 8,000 $ 8,500 $ 9,000
Net Increase (Decrease) $ - $ 2,812 $ 583 $ - $ - $ - $ - $ -
Ending Fund Balance $ - $ 2,812 $ 3,395 $ 2,812 $ 3,395 $ 3,395 $ 3,395 $ 3,395
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Revenue Expenditures
121Annual Program of Services- 2017
Anniversary Fund
Fund Description
The Anniversary Fund was created due to remaining donations that were specifically collected for the
celebration of the Town of Trophy Club’s 25th Anniversary. These funds can only be used to purchase
services and supplies for anniversary events.
Ending Fund Balance
Anniversary Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Fund Balance $ 2,114 $ 2,114 $ 2,114 $ 4,614 $ 3,497 $ 467 $ 467 $ 467
Revenue
Miscellaneous Contributions $ - $ - $ 10,879 $ - $ 24 $ - $ - $ -
Total Revenue $ - $ - $ 10,879 $ - $ 24 $ - $ - $ -
Expenditures
Community Events $ - $ - $ 9,496 $ - $ 3,054 $ - $ - $ -
Total Expenditures $ - $ - $ 9,496 $ - $ 3,054 $ - $ - $ -
Net Increase (Decrease) $ - $ - $ 1,383 $ - $ (3,030) $ - $ - $ -
Ending Fund Balance $ 2,114 $ 2,114 $ 3,497 $ 4,614 $ 467 $ 467 $ 467 $ 467
$-
$1,000
$2,000
$3,000
$4,000
$5,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
123Annual Program of Services- 2017
Trophy Club Park Fund
Fund Description
To provide the facilities and programs that meet the recreational needs of Trophy Club as it develops,
preserve open space for the enjoyment of all visitors and provide specific areas for environmental
education. The Trophy Club Park Fund is aimed towards ensuring that all current Trophy Club Park
facilities and programs are maintained and operated at a standard of excellence. To this end, the fund
is also intended to explore and create new facilities and programs that allow Trophy Club residents to
utilize the park resources to the fullest extent possible. Much of the equestrian/pedestrian trail work
in this park continues to be performed by volunteers.
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
Motorized trails maintained (miles)9 9 9 7 7
Non-motorized trails maintained
(miles)4 7 7 11 11
Park attendant monitoring (hours
per week)32 32 32*30 30
Special events at park 6 6 0*3 3
Classes offered at park 4 3 0*10 12
Ending Working Capital
$(160,000)
$(140,000)
$(120,000)
$(100,000)
$(80,000)
$(60,000)
$(40,000)
$(20,000)
$-
$20,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
124 Annual Program of Services- 2017
Revenues Vs. Expenditures
Trophy Club Park FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Working Capital $ (26,115) $ (6,470) $ 1,830 $ (70,458) $ (74,410) $ (143,913) $ (119,778) $ (90,271)
Revenue
Park Revenue $ 130,663 $ 150,925 $ 77,503 $ 165,000 $ 45,000 $ 165,000 $ 168,000 $ 171,000
Interest Income - - 6 - - - - -
Total Revenue $ 130,663 $ 150,925 $ 77,509 $ 165,000 $ 45,000 $ 165,000 $ 168,000 $ 171,000
Expenses
Personnel
Salaries $ 38,612 $ 40,096 $ 35,078 $ 45,544 $ 35,882 $ 19,094 $ 19,762 $ 20,454
Longevity 64 88 112 204 204 - - -
Stipend 600 600 900 300 300 - - -
Retirement 3,117 3,487 3,550 3,504 3,600 - - -
Medical Insurance 2,029 2,520 2,527 3,000 3,051 - - -
Dental Insurance 145 147 219 233 236 - - -
Vision Insurance 33 33 33 32 40 - - -
Life Insurance & Other 357 209 209 239 286 - - -
Social Security Taxes 2,433 2,457 2,183 2,836 2,458 1,184 1,225 1,268
Medicare Taxes 569 574 510 668 611 277 287 297
Unemployment taxes 59 403 74 306 284 185 185 185
Workman's Compensation 896 768 915 1,094 926 459 475 492
Pre-Employment Physicals/Testing 4 - - - - - - -
Total Personnel $ 48,917 $ 51,383 $ 46,310 $ 57,960 $ 47,878 $ 21,199 $ 21,934 $ 22,695
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Revenue Expenses
125Annual Program of Services- 2017
Trophy Club Park FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Services & Supplies
Professional Outside Services $ - $ - $ 2,470 $ 2,500 $ - $ 2,500 $ - $ -
Auditing 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Software & Support 3,493 2,444 6,670 7,241 8,042 4,212 4,212 4,212
Collection Fees 1,215 - - - - - - -
Advertising 1,808 2,640 737 1,235 200 625 625 625
Printing - - 1,244 - - 1,000 1,000 1,000
Schools & Training 663 1,825 199 - 190 190 190 190
Service Charges & Fees 3,298 2,859 6,104 8,495 2,326 9,000 10,326 10,326
Electricity 3,392 2,625 2,485 2,800 2,500 2,800 2,800 2,800
Water 1,650 1,720 2,907 1,747 3,230 4,225 4,275 4,325
Telephone 1,178 1,521 1,860 1,900 2,026 1,900 1,900 1,900
Communications/Pagers/Mobiles 1,626 2,001 1,650 933 933 933 950 970
Insurance - - - 1,200 1,200 1,200 1,200 1,200
Property Maintenance 7,131 26,249 17,839 10,500 8,440 10,500 10,500 10,500
Equipment Maintenance (911) 5,243 817 2,384 4,420 5,384 5,384 5,384
Independent Labor 11,798 10,800 6,610 26,600 10,810 28,600 28,600 28,600
Portable toilets 3,590 3,944 4,200 3,644 2,813 8,400 8,400 8,400
Dues & Membership 199 60 30 250 115 115 115 115
Travel & Per Diem 424 776 505 492 100 150 150 150
Office Supplies 294 347 1,272 1,044 300 1,044 1,075 1,107
Postage 25 94 63 327 120 327 336 346
Fuel 374 1,232 776 1,250 500 1,092 1,150 1,200
Uniforms 383 333 310 520 450 670 670 670
Community Events 5,269 8,362 12,202 14,900 4,200 8,200 8,200 8,200
Small Tools 1,384 1,010 56 1,200 300 1,400 800 1,400
Furniture/Equipment<$5,000 - 590 2,267 1,920 4,010 2,999 1,500 1,500
Maintenance Supplies 515 717 901 464 400 900 900 900
Miscellaneous Expense - - 154 500 - 300 300 300
Total Services & Supplies $ 49,800 $ 78,393 $ 75,327 $ 95,046 $ 58,626 $ 99,666 $ 96,558 $ 97,320
Capital
Capital Expenses $ - $ 4,850 $ 24,112 $ - $ - $ - $ - $ -
Total Capital $ - $ 4,850 $ 24,112 $ - $ - $ - $ - $ -
Total Expenses $ 98,717 $ 134,625 $ 145,749 $ 153,006 $ 106,504 $ 120,865 $ 118,492 $ 120,016
Other Sources (Uses)
Transfer Out $ (12,300) $ (8,000) $ (8,000) $ (8,000) $ (8,000) $ (20,000) $ (20,000) $ (20,000)
Total Other Sources (Uses) $ (12,300) $ (8,000) $ (8,000) $ (8,000) $ (8,000) $ (20,000) $ (20,000) $ (20,000)
Net Increase (Decrease) $ 19,645 $ 8,300 $ (76,240) $ 3,994 $ (69,504) $ 24,135 $ 29,508 $ 30,984
Ending Working Capital $ (6,470) $ 1,830 $ (74,410) $ (66,464) $ (143,913) $ (119,778) $ (90,271) $ (59,286)
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Revenue Expenses
126 Annual Program of Services- 2017
Storm Drainage Utility Fund
Fund Description
The Storm Drainage Utility Fund is to provide a safe, clean, and well-maintained storm drainage
system to the residents of Trophy Club. In FY11 the Strom Drainage fund was converted to a proprietary
fund by a formal action of council. The Fund is responsible for directly servicing $1.7 million dollars
of debt from the 2013 Certificate of Obligation.
PERFORMANCE MATRIX
Workload Measures FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
ACTUAL
FY 2017
ESTIMATE
Storm drain structure inspection & cleaning 1,200 1,200 1,550 1,580 1,600
Streets and gutter sweeping (curb miles)90 90 93 72 80
Storm drain system repairs 233 320 400 95 100
Ending Working Capital
PERSONNEL SCHEDULE
POSITION TITLE FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
INFRASTRUCTURE & DEVELOPMENT
SERVICES MANAGER 0.00 0.25 0.00
STREETS SUPERVISOR 0.50 0.00 0.00
TOTAL FTEs 0.00 0.25 0.00
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
127Annual Program of Services- 2017
Revenues Vs. Expenditures
Storm Drainage Utility Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Beginning Working Capital $ 72,981 $ 237,062 $ 237,062 $ 201,768 $ 302,741 $ 274,523 $ 256,167 $ 289,874
Revenue
Storm Drainage Fee $ 370,042 $ 394,692 $ 407,371 $ 414,700 $ 420,000 $ 427,406 $ 432,754 $ 436,519
Hazardous Waste Stipend 5,500 5,000 - - - - - -
Miscellaneous Revenue - 26,001 - - - - - -
Interest Income - 25 137 100 750 500 500 500
Total Revenue $ 375,542 $ 425,718 $ 407,508 $ 414,800 $ 420,750 $ 427,906 $ 433,254 $ 437,019
Expenses
Personnel Services
Salaries $ 23,214 $ 23,864 $ 16,717 $ 21,814 $ 23,019 $ - $ - $ -
Overtime 253 575 243 - - - - -
Longevity 304 349 394 65 65 - - -
Stipend 750 750 375 188 188 - - -
Retirement 3,433 3,715 2,464 2,869 2,931 - - -
Medical Insurance 2,537 2,665 1,404 1,445 1,156 - - -
Dental Insurance 185 298 98 104 114 - - -
Vision Insurance 41 41 20 20 34 - - -
Life Insurance & Other 402 234 127 168 144 - - -
Social Security Taxes 1,501 1,559 1,082 1,356 1,382 - - -
Medicare Taxes 351 365 253 320 325 - - -
Unemployment Taxes 4 103 (25) 52 43 - - -
Workman's Compensation 1,183 1,295 1,306 127 108 - - -
Total Personnel $ 34,156 $ 35,812 $ 24,458 $ 28,528 $ 29,509 $ - $ - $ -
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Revenue Expenses
128 Annual Program of Services- 2017
Storm Drainage Utility Fund FY 2013
ACTUAL
FY 2014
ACTUAL
FY 2015
ACTUAL
FY 2016
BUDGET
FY 2016
ESTIMATE
FY 2017
ADOPTED
FY 2018
PROJECTED
FY 2019
PROJECTED
Services & Supplies
Professional Outside Services $ - $ - $ 24,334 $ 18,200 $ 21,500 $ 36,400 $ 37,800 $ 39,200
Engineering/Construction 40,339 5,356 68,037 80,000 50,000 80,000 80,000 80,000
Trash Removal/Recycling 19,359 2,021 1,692 2,000 2,000 2,000 2,000 2,000
Vehicle Maintenance - - - - - - - -
Equipment Maintenance - - - - - - - -
Street Sweeping 3,850 4,720 - 12,000 11,000 12,000 12,000 12,000
Independent Labor 9,011 30,070 17,306 17,887 21,860 22,000 22,250 22,500
Dues & Membership 2,570 200 100 200 200 200 200 200
Fuel 69 446 - - - - - -
Small Tools - - - - - - - -
Miscellaneous Expense 110 1,331 12,764 - - - - -
Total Services & Supplies $ 75,308 $ 44,145 $ 124,233 $ 130,287 $ 106,560 $ 152,600 $ 154,250 $ 155,900
Capital
Transfer to Drainage Capital Projects $ 61,603 $ 200,000 $ - $ 36,488 $ 70,293 $ 50,000 $ - $ -
Total Capital $ 61,603 $ 200,000 $ - $ 36,488 $ 70,293 $ 50,000 $ - $ -
Debt Service
Principal $ - $ 140,000 $ 140,000 $ 140,000 $ 145,000 $ 145,000 $ 150,000 $ 155,000
Interest 3,049 23,045 25,788 35,400 35,400 31,775 28,088 24,275
Total Debt Service $ 3,049 $ 163,045 $ 165,788 $ 175,400 $ 180,400 $ 176,775 $ 178,088 $ 179,275
Total Expenses $ 174,116 $ 443,001 $ 314,479 $ 370,703 $ 386,762 $ 379,375 $ 332,338 $ 335,175
Other Sources (Uses)
Transfer In $ - $ 6,460 $ - $ - $ - $ - $ - $ -
Transfer Out (37,344) (27,067) (27,350) (62,206) (62,206) (66,887) (67,209) (66,937)
Total Other Sources $ (37,344) $ (20,607) $ (27,350) $ (62,206) $ (62,206) $ (66,887) $ (67,209) $ (66,937)
Net Increase (Decrease) $ 164,081 $ (37,890) $ 65,680 $ (18,109) $ (28,218) $ (18,356) $ 33,707 $ 34,907
Ending Working Capital $ 237,062 $ 199,172 $ 302,741 $ 183,659 $ 274,523 $ 256,167 $ 289,8754 $ 324,781
129Annual Program of Services- 2017
Total Debt Service
Principal Interest Total
2017 145,000 31,775 176,775
2018 150,000 28,088 178,088
2019 155,000 24,275 179,275
2020 155,000 20,400 175,400
2021 160,000 16,462 176,462
2022 165,000 12,194 177,194
2023 170,000 7,588 177,588
2024 175,000 2,625 177,625
2025 - - -
$ 1,275,000 $ 143,407 $ 1,418,407
Storm Drainage Fund Debt Schedule*
*Does not include proposed debt issuances.
Storm Drainage Capital Projects FY 2016 FY 2017 FY 2018 FY 2019
Previous Balance $ 281,210 $ - $ - $ -
Sources of Funds
Bond Proceeds $ - $ - $ - $ -
Capital Funding from Operations 70,293 50,000 - -
Total Sources $ 351,503 $ 50,000 $ - $ -
Expenses
Cypress Court Drainage Inlets $ 89,422 $ - $ - $ -
Pin Oak Court 62,547 -
Pebble Beach Drive 100,699 - - -
Broadway Creek Improvements and Amenity Lake Slopes 48,835 - - -
Town Hall Drainage 50,000 50,000 - -
Total Expenses $ 351,503 $ 50,000 $ - $ -
Remaining Balance $ - $ - $ - $ -
131Annual Program of Services- 2017
Capital Improvement Program
The Capital Improvement Program (CIP) represents the Town’s plan for development. The
Capital Improvement Program is reviewed each year to reflect changing priorities and to provide
a framework for identifying capital requirements, the impact of capital projects on operating
budgets, scheduling, and coordinating related projects. Capital project funds are created to
account for proceeds from the sale of general obligation bonds, certificates of obligation, tax
or revenue notes, or operating funds set aside or reserved for such projects to be used for the
costs associated with the acquisition or construction of major capital improvements. Budgets
are developed by project and may transcend more than one fiscal year.
The Capital Improvement Program budget is prepared based on the following criteria:
1. Public safety, health, and life
2. Service demands
3. Legal requirements, liability, and mandate
4. Quality and reliability of current service level
5. Economic growth and development
6. Funding ability
7. Operating budgets
The five-year Capital Improvement Program shown on the next page illustrates, by fund and
function, the estimated costs for equipment purchases and/or improvement projects. For
Fiscal Year 2015-2016, vehicle and equipment purchases have been fully funded within the
Capital Replacement Fund (a component of the General Fund pg. 48).
The remaining Town Hall construction funded by remaining GO & CO bond proceeds and
fund balance of the General Fund and CCPD.
132 Annual Program of Services- 2017
Capital Improvement Program: Projects in Progress and Currently Funded Projects
Project Name Fund Funding Source Project
Phase Description
Town Hall Capital Projects
Fund
2012 Tax Note / 2014
CO / 2016 GO / 2016
CO/ General Fund,
Drainage Fund and
CCPD Operating Funds
Construction
Construction of Trophy Club Town Hall on
land purchased with 2014 CO off of Trophy
Wood Drive.
Veteran's
Memorial
Parking Lot
Hotel
Occupancy Fund
Hotel Occupancy Fund
Operations Engineering Construction of parking lot adjacent to
planned Veteran's Memorial.
Harmony Park
Parking Lot
Capital Projects
Fund
General Fund
Operations Engineering Construction of parking lot adjacent to
Harmony Park.
Veteran's
Memorial
Hotel
Occupancy Fund
Hotel Occupancy Fund
Operations Planning
Construct approved design of Veteran's
Memorial south of Independence Park
West.
Wayfinding
Signage, Parks
Signage,
Entryway
Monumentation
and Public Art
Capital Projects
Fund / Hotel
Occupancy Fund
/ General Fund
2010 Tax Note / Hotel
Occupancy Fund
Operations / General
Fund Operations
Planning
Provide wayfinding signage throughout
Town, monument signage at Town Parks,
and entryway monumentation and public
art.
Lakeview and
Harmony Park
Fence
General Fund General Fund
Operations Planning
Replace chain link and pipe rail fence at
Harmony Park with wrought iron and add
wrought iron fence at Lakeview Park.
Shade Structures General Fund General Fund
Operations Planning
Add shade structure to Independence Park
West playground and splash pad decking at
aquatics facility.
Independence
Park West
Facility
Improvements
General Fund General Fund - Capital
Replacement Planning
Sandblast and paint outside structure,
reconfigure restrooms, improve plumbing,
add new fixtures, add new flooring, etc.
Pool Capital
Replacement General Fund General Fund - Capital
Replacement Planning
Aquatics facility capital replacement:
Repaint spray pad features, replace ADA
chair, replace pool grates, replace men's and
entrance flooring, and replace pump room
wiring covers
Indian Creek
Drive
Capital Projects
Fund / Storm
Drainage Fund
2016 CO / Proposed
Bonds / Drainage Fund
Operations
Planning
Reconstruction of Indian Creek Drive from
Meadowbrook to Harmony Park (Built in
1976)
Phoenix Drive
Capital Projects
Fund / Storm
Drainage Fund
2016 CO / Proposed
Bonds / Drainage Fund
Operations
Planning
Reconstruction of a neighborhood
street and any needed storm drainage
infrastructure repair or replacement (Built
in 1977)
Canterbury Hills
Park
Capital Projects
Fund Proposed Bonds Planning
Construct drive approach and parking lot
and a playground and public amenities on
dedicated parkland in Canterbury Hills
133Annual Program of Services- 2017
Capital Improvement Program: Projects in Progress and Currently Funded Projects
Total
Prior
Funding
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Annual Operating
Budget Impact
$ 2,550,000 $ 7,050,000 $ - $ - $ - $ - $ 9,600,000 $ 60,000
$ 100,000 $ 255,000 $ - $ - $ - $ - $ 355,000 $ 4,000
$ 100,000 $ 224,000 $ - $ - $ - $ - $ 324,000 $ 3,000
$ 50,000 $ 75,000 $ - $ - $ - $ - $ 125,000 $ 2,500
$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 300,000 $ 8,000
$ - $ 36,000 $ - $ - $ - $ - $ 36,000 $ -
$ - $ 80,000 $ - $ - $ - $ - $ 80,000 $ -
$ - $
140,000 $ - $ - $ - $ - $ 140,000 $ -
$ - $ 45,300 $ - $ - $ - $ - $ 45,300 $ -
$ - $ 1,516,000 $ 500,000 $ - $ - $ - $ 2,016,000 $ -
$ - $ 726,900 $ 300,000 $ - $ - $ - $ 1,026,900 $ -
$ - $ 350,000 $ - $ - $ - $ - $ 350,000 $ 20,000
Capital Improvement Program: Projects in Progress and Currently Funded Projects
Project Name Fund Funding Source Project
Phase Description
The Lakes Trail
Reconstruction General Fund General Fund
Operations Planning Demolish, remove, and replace asphalt
trail with concrete trail
Pool Capital
Replacement General Fund General Fund - Capital
Replacement Planning
Aquatics facility capital replacement:
Repaint spray pad and replace
bathroom stalls
Trail Redesign General Fund General Fund
Operations Planning Trail improvements near the entrance
to the Shanklin property
Trophy Club Dr.
(Roundabout to
Meadow Creek)
Capital Projects
Fund
2016 CO / Proposed
Bonds / Grant Funds Planning
Street reconstruction from the
roundabout to Meadow Creek (Built in
1974)
Meadowbrook
Lane
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds
/ Drainage Fund
Operations
Planning
Reconstruction of a neighborhood
street and any needed storm drainage
infrastructure repair or replacement
(Built in 1980)
Creekmere Drive
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds
/ Drainage Fund
Operations
Planning
Reconstruction of a neighborhood
street and any needed storm drainage
infrastructure repair or replacement
(Built in 1980)
Sundance Court
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds
/ Drainage Fund
Operations
Planning
Reconstruction of a neighborhood
street and any needed storm drainage
infrastructure repair or replacement
(Built in 1979)
Skyline Drive
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds
/ Drainage Fund
Operations
Planning
Reconstruction of a neighborhood
street and any needed storm drainage
infrastructure repair or replacement
(Built in 1980)
Round Rock
Court
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds Planning
Reconstruction of a neighborhood
street and any needed storm drainage
infrastructure repair or replacement
(Built in 1979).
Trophy Club
Drive (to
Carnoustie
Drive)
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds Planning
Street reconstruction from 22 Trophy
Club Drive to Carnoustie Drive (Built in
1974).
Tennis Court
Resurface General Fund General Fund
Operations Planning Resurface the tennis courts at Harmony
Park and Independence Park West
Resurface Large
Pool General Fund General Fund - Capital
Replacement Planning Resurface large pool at aquatics facility
Trail Entrance
from Trophy
Club Park
General Fund General Fund
Operations Planning
Create trail entrance from Trophy Club
Park into the Town's trail system - clear
brush and add amenities
Harmony Park
Playground General Fund
General Fund
- Equipment
Replacement
Planning
Replace playground equipment at
Harmony Park along with the canvas
portion of the shade structure
Subtotal: Projects in Progress/Currently Funded
Capital Improvement Program: Projects in Progress and Currently Funded Projects
Total
Prior
Funding
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Annual
Operating
Budget Impact
$ - $ - $ 120,000 $ - $ - $ - $ 120,000 $ -
$ - $ - $ 51,500 $ - $ - $ - $ 51,500 $ -
$ - $ - $ 12,000 $ - $ - $ - $ 12,000 $ -
$ -$ - $ 750,000 $ 195,945 $ - $ - $ 945,945 $ -
$ - $ - $ 350,000 $ 139,510 $ - $ - $ 489,510 $ -
$ - $ - $ 600,000 $ 293,025 $ - $ - $ 893,025 $ -
$ - $ - $ 200,000 $ 69,892 $ - $ - $ 269,892 $ -
$ - $ - $ - $ 500,000 $ 257,087 $ - $ 757,087 $ -
$ - $ - $ - $ 150,000 $ 81,988 $ - $ 231,988 $ -
$ - $ - $ - $ 1,250,000 $ 526,723 $ - $ 1,776,723 $ -
$ - $ - $ - $ 23,000 $ - $ - $ 23,000 $ -
$ - $ - $ - $ 75,000 $ - $ - $ 75,000 $ -
$ - $ - $ - $ - $ 11,000 $ - $ 11,000 $ -
$ - $ - $ - $ - $ 275,000 $ - $ 275,000 $ -
$ 2,850,000 $10,548,200 $ 2,933,500 $ 2,746,372 $ 1,201,798 $ 50,000 $ 20,329,870 $ 97,500
136 Annual Program of Services- 2017
Capital Improvement Program: Future Funded Projects
Project Name Fund Funding Source Project Phase Description
Inverness Drive
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds Planning
Reconstruction of a neighborhood street and
any needed storm drainage infrastructure
repair or replacement (Built from 1976 to
1979).
Trophy Club
Drive (Durango
Drive to Bobcat
Blvd.)
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds Planning Street reconstruction from Durango Drive to
Bobcat Blvd. (Built in 1974)
Trophy Lake
Drive
Capital Projects
Fund / Storm
Drainage Fund
Proposed Bonds Planning Street reconstruction from Village Trail to
SH 114 (Built in 1979).
Subtotal: Future Funded Projects
137Annual Program of Services- 2017
Capital Improvement Program: Future Funded Projects
Total
Prior
Funding
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Annual
Operating
Budget Impact
$ - $ - $ - $ - $ 300,000 $ 166,754 $ 466,754 $ -
$ - $ - $ - $ - $ 1,400,000 $ 558,910 $ 1,958,910 $ -
$ - $ - $ - $ - $ - $ 2,136,495 $ 2,136,495 $ -
$ - $ - $ - $ - $ 1,700,000 $ 2,862,159 $4,562,159 $ -
138 Annual Program of Services- 2017
Operation and Maintenance Costs
Annually, the projected costs of operations and maintenance associated with capital projects anticipated
to be completed and coming on-line are estimated and included in the respective departments’ operating
budget. Any associated tax rate impact and/or estimated user fee analysis is included in each fiscal year’s
adopted budget. The Town Council discusses and debates funding options during budget deliberations.
Street reconstruction, parking lot reconstruction, and drainage improvements are not anticipated to
have additional maintenance expenditures within the five-year window. Costs associated with on-going
operations are shown in accordance to the cost to contract maintenance services. The Town may choose
to utilize Town Staff, which would likely have similar cost- but also with a higher service level. On-going
operating costs for facility construction is estimated on the basis of the new facility’s cost of utilities,
janitorial services, supplies, and general building and parking lot maintenance less the costs associated
with the facility being replaced, if applicable. In the engineering phase of facility development, more
accurate assumptions can be formed in regards to these costs.
Capital Improvement Program: Future Consideration (Unfunded Projects)
Project Name Fund Description Projected Start
Date
Troon Court Drive Capital Projects Fund Street reconstruction from Indian Creek
to cul-de-sac
Fiscal Year 2022
Muirfield Court Capital Projects Fund Street reconstruction Fiscal Year 2022
Woodlands Court Capital Projects Fund Street reconstruction Fiscal Year 2022
Portland Drive Capital Projects Fund Street reconstruction Fiscal Year 2022
Wilshire Court Capital Projects Fund Street reconstruction Fiscal Year 2023
Lee Court Capital Projects Fund Street reconstruction Fiscal Year 2023
Glendale Court Capital Projects Fund Street reconstruction Fiscal Year 2023
Ross Court Capital Projects Fund Street reconstruction Fiscal Year 2024
Llano Drive Capital Projects Fund Street reconstruction Fiscal Year 2024
T.W. King Parking Area/
Emergency Exit
Capital Projects Fund Parking lot / emergency exit
construction
Fiscal Year 2024
Bobcat Blvd.Storm Drainage Fund Drainage system improvements Fiscal Year 2024
Town Hall
Project Description:
The Trophy Club Town Hall is a joint Police/
Town Hall facility that will be located on 5.56
acres in a new development along Trophy
Wood Drive near SH 114. The over 24,000
square foot building will accommodate all Town
departments other than Fire & EMS which will
remain at the Fire Station on Trophy Club Drive.
Community amenities include 6,400 square
feet of lobby areas, meeting space, training &
voting room, and Town Council Chambers. The
building is anticipated to open September 2017.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design 255,000 705,000 ----960,000
Construction 2,295,000 6,345,000 ----8,640,000
Expenditure Total $ 2,550,000 $ 7,050,000 $ - $ - $ - $ - $ 9,600,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Building Cleaning -3,000 25,000 25,000 25,000 25,000 103,000
Insurance --4,000 4,500 5,000 5,500 19,000
Utilities -5,000 25,000 25,500 26,000 26,500 108,000
Supplies -2,000 6,000 6,250 6,500 7,000 27,750
Impact Total $ - $ 10,000 $ 60,000 $ 61,250 $ 62,500 $ 63,750 $ 257,500
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund (Fund Balance)250,000 250,000
Drainage Fund (Fund Balance)50,000 50,000 100,000
CCPD (Operating Funds)125,000 125,000
2012 Tax Note 120,389 120,389
2014 CO 1,153,489 1,153,489
2016 CO 2,379,000 2,379,000
2016 GO 1,226,122 4,210,000 5,436,122
Grant Funds 36,000 36,000
Funding Total $ 2,550,000 $ 7,050,000 $ - $ - $ - $ - $9,600,000
140 Annual Program of Services- 2017
Veteran’s Memorial Parking Lot
Project Description:
The Veteran’s Memorial parking lot will add
67 spaces and golf cart parking adjacent to the
newly constructed Veteran’s Memorial. Patrons
of Independence Park will also be able to utilize
this as an alternative parking location.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design 10,000 25,500 ----35,500
Construction 90,000 229,500 ----319,500
Expenditure Total $ 100,000 $ 255,000 $ - $ - $ - $ - $ 355,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Utilities -3,000 3,000 3,000 3,000 3,000 15,000
Supplies -1,000 1,000 1,000 1,000 1,000 5,000
Impact Total $ - $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 20,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Hotel Occupancy
(Operating Funds)100,000 255,000 ----355,000
Funding Total $ 100,000 $ 255,000 $ - $ - $ - $ - $ 355,000
141Annual Program of Services- 2017
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Utilities -2,000 2,000 2,000 2,000 2,000 10,000
Supplies -1,000 1,000 1,000 1,000 1,000 5,000
Impact Total $ - $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 15,000
Harmony Park Parking Lot
Project Description:
The Harmony Park parking lot will add 71
spaces and golf cart parking to Harmony Park.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design 10,000 22,400 ----32,400
Construction 90,000 201,600 ----291,600
Expenditure Total $ 100,000 $ 224,000 $ - $ - $ - $ - $ 324,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Hotel Occupancy
(Operating Funds)100,000 224,000 ----324,000
Funding Total $ 100,000 $ 224,000 $ - $ - $ - $ - $ 324,000
142 Annual Program of Services- 2017
Veteran’s Memorial
Project Description:
The Veteran’s Memorial will improve upon the
already existing Veteran’s Memorial. It will
add seating, walking trail tie-ins, upgraded
landscaping, and representation for each
branch of the armed forces.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design 5,000 7,500 ----12,500
Construction 45,000 67,500 ----112,500
Expenditure Total $ 50,000 $ 75,000 $ - $ - $ - $ - $ 125,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Utilities --1,500 1,500 1,500 1,500 6,000
Supplies --1,000 1,000 1,000 1,000 4,000
Impact Total $ - $ - $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 10,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Hotel Occupancy
(Operating Funds)50,000 75,000 ----125,000
Funding Total $ 50,000 $ 75,000 $ - $ - $ - $ - $ 125,000
143Annual Program of Services- 2017
Wayfinding, Parks, & Entryway Signage
Project Description:
The Town of Trophy Club has developed in
stages a variety of monumentation and signage.
This project will contract a professional design
firm to create design standards for entry way
monumentation, parks signage and wayfinding
signs. The professional service will also aid in
the selection and placement of public art in
Trophy Club.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design 50,000 5,000 5,000 5,000 5,000 5,000 75,000
Construction -45,000 45,000 45,000 45,000 45,000 225,000
Expenditure Total $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 300,000 $ 300,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance --8,000 8,000 8,000 8,000 32,000
Impact Total $ - $ -$ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 32,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Hotel Occupancy
(Operating Funds)50,000 50,000 50,000 50,000 50,000 50,000 300,000
Funding Total $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 300,000 $ 300,000
144 Annual Program of Services- 2017
Lakeview & Harmony Park Fence
Project Description:
Replace chain link and pipe rail fence at
Harmony Park with wrought iron and add
wrought iron fence at Lakeview Park. This
project will create a more ascetically pleasing
look at Harmony Park that conforms to the
Town’s development standards . At Lakeview
Park the fencing will eliminate soccer balls
from the adjacent filed from entering the creek
to the north.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Construction -36,000 ---- 36,000
Expenditure Total $ - $ 36,000 $ - $ - $ - $ - $ 36,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Operating Funds)-36,000 ---- 36,000
Funding Total $ - $ 36,000 $ - $ - $ - $ - $ 36,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
145Annual Program of Services- 2017
Shade Structures
Project Description:
Shade structures are needed in two locations:
Independent Park West playground and the
splash decking at the aquatics facility. This will
make the playground at Independence Park
West more enjoyable for patrons during the
summer months and create additional shaded
areas for pool patrons.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Construction -80,000 ---- 80,000
Expenditure Total $ - $ 80,000 $ - $ - $ - $ - $ 80,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Operating Funds)-80,000 ---- 80,000
Funding Total $ - $ 80,000 $ - $ - $ - $ - $ 80,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
146 Annual Program of Services- 2017
Independence Park West Facility Improvement
Project Description:
The facility at Independence Park West is going
to be sandblasted and repainted. The restrooms
of the park will be reconfigured with improved
plumbing, new fixtures and flooring.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design -15,000 ---- 15,000
Construction -125,000 125,000
Expenditure Total $ - $ 140,000 $ - $ - $ - $ - $ 140,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Capital Replacement)-140,000 ---- 140,000
Funding Total $ - $ 140,000 $ - $ - $ - $ - $ 140,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
147Annual Program of Services- 2017
Pool Capital Replacement
Project Description:
The Aquatics facility capital replacement
includes: repainting of the spray pad features,
replacement of pool grates, replacement of the
men’s restroom and entrance flooring, and
replacement of the pump room wiring covers.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Construction -45,300 ---- 45,300
Expenditure Total $ - $ 45,300 $ - $ - $ - $ - $ 45,300
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Capital Replacement)-45,300 ---- 45,300
Funding Total $ - $ 45,300 $ - $ - $ - $ - $ 45,300
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
148 Annual Program of Services- 2017
Indian Creek Drive
Project Description:
The street and drainage will be reconstructed
from Meadowbrook to Harmony Park. The
street was originally constructed in 1977.
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design -151,600 50,000 ---201,600
Construction -1,364,400 450,000 ---1,814,400
Expenditure Total $ - $ 1,516,000 $ 500,000 $ - $ - $ - $ 2,016,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
2016 CO 1,200,000 ----1,200,000
Proposed Bonds 316,000 500,000 ---816,000
Funding Total $ - $ 1,516,000 $ 500,000 $ - $ - $ - $ 2,016,000
149Annual Program of Services- 2017
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
2016 CO -600,000 ----600,000
Proposed Bonds -126,900 300,000 ---426,900
Funding Total $ - $ 726,900 $ 300,000 $ - $ - $ - $ 1,026,900
Phoenix Drive
Project Description:
The street will be reconstructed and any
drainage infrastructure repair or replacement
that is needed will be done simultaneously. The
street was originally constructed in 1977.
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design -72,690 30,000 ---102,690
Construction -654,210 270,000 ---954,210
Expenditure Total $ - $ 726,900 $ 300,000 $ - $ - $ - $ 1,026,900
150 Annual Program of Services- 2017
Canterbury Hills Park
Project Description:
This project will construct a drive approach, a
parking lot and public amenities on dedicated
parkland in Canterbury Hills.
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Utilities --17,500 17,500 17,500 17,500 70,000
Supplies --2,500 2,500 2,500 2,500 10,000
Impact Total $ - $ - $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 80,000
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design -35,000 ----35,000
Construction -315,000 ----315,000
Expenditure Total $ - $ 350,000 $ - $ - $ - $ - $ 350,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds -350,000 ----350,000
Funding Total $ - $ 350,000 $ - $ - $ - $ - $ 350,000
151Annual Program of Services- 2017
The Lakes Trail Reconstruction
Project Description:
This project will remove a deteriorating asphalt
trail and replace it with a concrete trail.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design --12,000 ---12,000
Construction --108,000 ---108,000
Expenditure Total $ - $ - $ 120,000 $ - $ - $ - $ 120,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Fund Balance)--120,000 ---120,000
Funding Total $ - $ - $ 120,000 $ - $ - $ - $ 120,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
152 Annual Program of Services- 2017
Pool Capital Replacement
Project Description:
The Aquatic facility capital replacement
includes the repainting of the spray pad and
new bathroom stalls.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Construction --51,000 ---51,000
Expenditure Total $ - $ - $ 51,000 $ - $ - $ - $ 51,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Capital Replacement)--51,000 ---51,000
Funding Total $ - $ - $ 51,000 $ - $ - $ - $ 51,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
153Annual Program of Services- 2017
Trail Redesign
Project Description:
This project will make improvements to the
trail near the entrance to the Shanklin property.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Construction --12,000 ---12,000
Expenditure Total $ - $ - $ 12,000 $ - $ - $ - $ 12,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Operating Funds)--12,000 --- 12,000
Funding Total $ - $ - $ 12,000 $ - $ - $ - $ 12,000
154 Annual Program of Services- 2017
Trophy Club Dr.
Project Description:
Reconstruct Trophy Club Dr. from the
roundabout to Meadow Creek. The street was
originally built in 1974.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design --75,000 19,595 --94,595
Construction --675,000 176,350 --851,350
Expenditure Total $ - $ - $ 750,000 $ 195,945 $ - $ - $ 945,945
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds --750,000 195,945 --945,945
Funding Total $ - $ - $ 750,000 $ 195,945 $ - $ - $ 945,945
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
155Annual Program of Services- 2017
Meadowbrook Lane
Project Description:
This project will reconstruct the neighborhood
street and any needed storm drainage
infrastructure. This street was originally built
in 1980.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design --35,000 13,951 --48,951
Construction --315,000 125,559 --440,559
Expenditure Total $ - $ - $ 350,000 $ 139,510 $ - $ - $ 489,510
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds --350,000 139,510 --489,510
Funding Total $ - $ - $ 350,000 $ 139,510 $ - $ - $ 489,510
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
156 Annual Program of Services- 2017
Creekmere Drive
Project Description:
This project will reconstruct the neighborhood
street and repair or replace any needed drainage
infrastructure. The street was originally built in
1980.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design --60,000 29,303 --89,303
Construction --540,000 263,722 --803,722
Expenditure Total $ - $ - $ 600,000 $ 293,025 $ - $ - $ 893,025
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds --600,000 293,025 --893,025
Funding Total $ - $ - $ 600,000 $ 293,025 $ - $ - $ 893,025
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
157Annual Program of Services- 2017
Sundance Court
Project Description:
This project will reconstruct the neighbouhood
street and repair or replace any needed drainage
infrastructure. The street was originally built in
1979.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design --20,000 6,989 --26,989
Construction --180,000 62,903 --242,903
Expenditure Total $ - $ - $ 200,000 $ 69,892 $ - $ - $ 269,892
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds --200,000 69,892 --269,892
Funding Total $ - $ - $ 200,000 $ 69,892 $ - $ - $ 269,892
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
158 Annual Program of Services- 2017
Skyline Drive
Project Description:
This project will reconstruct the neighborhood
street and repair or replace any needed drainage
infrastructure. The street was originally built in
1980.
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds ---500,000 257,087 -757,087
Funding Total $ - $ - $ - $ 500,000 $ 257,087 $ - $ 757,087
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design ---50,000 25,709 -75,709
Construction ---450,000 231,378 -781,378
Expenditure Total $ - $ - $ - $ 500,000 $ 257,087 $ - $ 757,087
159Annual Program of Services- 2017
Round Rock Court
Project Description:
This project will reconstruct the neighorhood
street and repair or repave any needed drainage
infrastructure. The street was originally built in
1979.
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds ---150,000 81,988 -231,988
Funding Total $ - $ - $ - $ 150,000 $ 81,988 $ - $ 231,988
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design ---15,000 8,198 -23,198
Construction ---135,000 73,790 -208,790
Expenditure Total $ - $ - $ - $ 150,000 $ 81,988 $ - $ 231,988
160 Annual Program of Services- 2017
Trophy Club Drive
Project Description:
This project will reconstruct Trophy Club Drive
from 22 Trophy Club Dirve to Carnoustie Drive
and repair or replace any needed drainage
infrastructure. The street was originally built in
1979.
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds ---1,250,000 526,723 -1,776,723
Funding Total $ - $ - $ - $ 1,250,000 $ 526,723 $ - $1,776,723
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design ---125,000 52,672 -23,198
Construction ---1,125,000 474,051 -208,790
Expenditure Total $ - $ - $ - $ 1,250,000 $ 526,723 $ - $ 1,776,723
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
161Annual Program of Services- 2017
Tennis Court Resurfacing
Project Description:
This project will resurface the tennis courts at
Harmony and Independence Park West.
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Operating Funds)---23,000 -- 23,000
Funding Total $ - $ - $ - $ 23,000 $ - $ - $ 23,000
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Construction ---23,000 --23,000
Expenditure Total $ - $ - $ - $ 23,000 $ - $ - $ 23,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
162 Annual Program of Services- 2017
Resurface Large Pool
Project Description:
This project will resurface the large pool at the
aquatics facility.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Construction ---75,000 --75,000
Expenditure Total $ - $ - $ - $ 75,000 $ - $ - $ 75,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Capital Replacement)---75,000 --75,000
Funding Total $ - $ - $ - $ 75,000 $ - $ - $ 75,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
163Annual Program of Services- 2017
Trail Entrance from Trophy Club Park
Project Description:
This project will create a trail entrance from
Trophy Club Park into the Town’s trail system -
clear brush and add amenities.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design ----1,100 -1,100
Construction ----9,900 -9,900
Expenditure Total $ - $ - $ - $ - $ 11,000 $ - $ 11,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Capital Replacement)----11,000 -11,000
Funding Total $ - $ - $ - $ - $ 11,000 $ - $ 11,000
164 Annual Program of Services- 2017
Harmony Park Playground
Project Description:
This project will replace playground equipment
at Harmony Park along with the canvas portion
of the shade structure.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Construction ----275,000 -275,000
Expenditure Total $ - $ - $ - $ - $ 275,000 $ - $ 275,000
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
General Fund
(Capital Replacement)----275,000 -275,000
Funding Total $ - $ - $ - $ - $ 275,000 $ - $ 275,000
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
165Annual Program of Services- 2017
Inverness Drive
Project Description:
This project will reconstruct the
neighborhood street and repair
or replace any needed drainage
infrastructure. The street was
originally built in 1976.
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design ----30,000 16,675 46,675
Construction ----270,000 150,079 420,079
Expenditure Total $ - $ - $ - $ - $ 300,000 $ 166,754 $ 466,754
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds ----300,000 166,754 466,754
Funding Total $ - $ - $ - $ - $ 300,000 $ 166,754 $ 466,754
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
166 Annual Program of Services- 2017
Trophy Club Drive
Project Description:
This project will reconstruct the street from
Durango Drive to Bobcat Blvd. The street was
originally built in 1974.
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds ----1,400,000 558,910 1,958,910
Funding Total $ - $ - $ - $ - $ 1,400,000 $ 558,910 $1,958,910
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design ----140,000 55,891 195,891
Construction ----1,260,000 503,019 1,763,019
Expenditure Total $ - $ - $ - $ - $ 1,400,000 $ 558,910 $ 1,958,910
167Annual Program of Services- 2017
Trophy Lake Drive
Project Description:
This project will reconstruct the street from
Village Trail to SH 114. The street was originally
built in 1979.
Project Funding
Funding Type Total Prior
Funding FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Proposed Bonds -----2,136,495 2,136,495
Funding Total $ - $ - $ - $ - $ - $ 2,136,495 $2,136,495
Impact on Operating Budget
Impact Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Maintenance -------
Impact Total $ - $ - $ - $ - $ - $ - $ -
Project Expenses
Expenditures Type Total Prior
Expenditures FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Engineering/Design -----213,650 213,650
Construction -----1,922,845 1,922,845
Expenditure Total $ - $ - $ - $ -$ - $ 2,136,495 $ 2,136,495
170 Annual Program of Services- 2017
The Town of Trophy Club,
Texas was incorporated
in 1985 as Texas’ first
premier master planned
community and is located
in North Texas. This area
of the state has proven to
be one of the top growth
areas in Texas and the
United States. In 2016
Trophy Club is pleased
to welcome several new
business including Meat U Anywhere BBQ, Bread Winners/Quarter Bar, Homewood Suites,
and Holiday Inn. The Town currently occupies a land area of just over four square miles and
serves a growing population of approximately 12,677 residents.
Trophy Club has operated as a Home Rule municipality utilizing a Council-Manager form
of government since 2004. Policy-making and legislative authority are vested in the Town
Council consisting of the Mayor and six other Council Members. The Town Council is
responsible for, among other things, passing ordinances and resolutions, adopting the budget,
appointing boards and committees, and hiring the Town Manager, Town Attorney, and
Town Secretary. The Town Council is elected on a non-partisan basis. The Town Manager is
responsible for carrying out the policies and ordinances of the Town Council, overseeing the
day-to-day operations of the government, and for appointing the heads of the various Town
departments. The Town of Trophy Club provides a full range of municipal services including
general government, public safety (police and EMS), streets, parks and recreation, planning
and zoning, code enforcement, and drainage utilities. Water/wastewater and fire protection are
provided by the Trophy Club Municipal Utility District #1.
Trophy Club’s location is ideal for
both businesses and residents,
many of whom commute to
Dallas, Denton, Las Colinas,
and Fort Worth. Trophy Club
maintains a small-town feeling
with the advantages of nearby
metro areas. The Township offers
an outstanding quality of life, with
great educational and recreational
amenities. Two 18-hole golf
courses anchor the community,
including the only course designed by Ben Hogan.
Pleasant residential neighborhoods, excellent educational institutions, and numerous
recreational activities truly establish Trophy Club as “a great place to call home.”
The Town of Trophy Club
About
171Annual Program of Services- 2017
Size: 4.2 square miles (2,688 acres)
Households: 4,365
Population: 12,677
Average Household Income: $127,391
Average Taxable Home Value: $380,265
Education: 63.8% have a Bachelor’s degree or higher
Outstanding Schools: Beck & Lakeview Elementary Schools,
Medlin Middle School and Byron Nelson High School
Strong Housing Market: Home prices range from the $180,000’s
to $1,200,000+ and average home values have increased for the past
seven years
Financial Status: AA+ Standard and Poor’s Bond Rating
Pristine Parks: 9 parks, 4 playgrounds, world-class dog park,
state-of-the-art baseball complex, soccer fields, multi-use fields,
community pool and spray pad, bocce ball courts, disc golf, tennis
and basketball courts, workout stations, nature trails, nature
preserve, MX and ATV areas, pavilions and picnic areas, access to
Lake Grapevine via Trophy Club Park, boat ramp, fishing, white
sandy beach
Well Recognized: Ranked '5th Best Neighborhood in DFW' by
Dallas Morning News (2015); Ranked '36th Best Suburb in America
by Business Insider (2015); Ranked the ‘3rd Healthiest Community
in North Texas’ by Dallas Morning News (2014); Ranked ‘7th Best
Suburb in North Texas’ by D Magazine (2014)
Community Features: 40+ miles of trails and sidewalks and 1,000+ acres of parks
Annual Events: Easter Eggstravaganza, Back to Nature, July 4th Celebration, Movie Series in the
Park, TCWC Garden & Holiday Home Tours, Fall Family Festival, PetFest, and Christmas Celebration
Youth & Adult Sports Leagues: Bocce Ball League (adult), Kickball League (adult), Trophy Club/
Roanoke Football Association, Greater Northwest Soccer Association; Trophy Club/Roanoke Baseball
Association, Trophy Club/Roanoke Track and Field Association, and Bobcat Wrestling Club
Community Organizations: Trophy Club Women’s Club, Trophy Club Families, Keep Trophy Club
Wild, Boy Scouts, Girl Scouts, Cub Scouts, and Daisies/Brownies/Junior Girl Scouts/Cadettes
Demographics
A Great Place to Call Home
An Active Community
172 Annual Program of Services- 2017
1
PROCUREMENT
POLICIES AND PROCEDURES
Adopted:
173Annual Program of Services- 2017 11
SECTION 1.PROCUREMENT POLICY
INTRODUCTION
This Policy and Procedure manual (“manual”) outlines the rules and regulations for purchasing goods
and services and the disposition of salvage/surplus property for the Town of Trophy Club.
The Town of Trophy Club, Texas (“Town”) is a Home Rule town, operating pursuant to Article 11,
Section 5 of the Texas Constitution, State law and the Town’s Home Rule Charter. In determining
purchasing practices, the Town is guided by the Town Charter, State law, and Town ordinances,
supplemented from time to time by Town Council resolution and Town administrative policies and
procedures.
PURPOSE
The purpose of the Town’s Procurement Policy is to provide the parameters for the expenditure of
funds in the procurement of goods and services for the Town of Trophy Club.The policies and
procedures outlined herein are intended to comply with the Town of Trophy Club’s Mission and legally
mandated federal and state statutes.
The goal of procurement is to obtain the right product or service, in the right quantity and quality, at
the right time and price. The objective of this manual is for all personnel involved with procurement
activities for the Town of Trophy Club to be confident the execution of these policy and procedures
will achieve the goal, benefiting not only the Town but all citizens of Trophy Club.
PROCUREMENT POLICY
It is the policy of the Town to conduct procurement functions efficiently, effectively, and in full
compliance with applicable State and Federal laws, Town Charter, Resolutions and Ordinances.
All procurement transactions, regardless of dollar value, whether advertised or negotiated, shall be
conducted in a manner so as to provide maximum free and open competition, obtaining the highest
quality goods and services at the lowest possible price.Competitive solicitations are the foundation
of all such purchases.
To ensure objective contractor performance and eliminate unfair competitive advantage, contractors
who develop or draft specifications or other requirements for solicitations shall be excluded from
competing for that project.
The authority to contract for all goods and services and make all sales rests with the Town Manager
and those employees to whom he/she delegates that responsibility. Selected personnel in the Town’s
departments are authorized to make purchases as provided herein.
Unauthorized personnel who attempt to contract in the name of the Town, or personnel making
unauthorized purchases outside of the scope of this manual, may be subject to disciplinary action,
legal action, and personal financial liability.
If a person fails to comply with the competitive bidding or competitive proposal procedures required
by Statute, that person may be convicted of a Class B misdemeanor. This includes a situation in
174 Annual Program of Services- 201712
which a person makes or authorizes separate, sequential, or component purchases in an attempt to
avoid competitive bidding requirements.
REFERENCES
A.State Law –the laws listed contain the major mandates. Be aware there are other state
laws that may affect your purchases. The Town Attorney is your legal resource.
1.Texas Local Government Code, Chapter 176,252 and Chapter 271
2.Texas Government Code, Chapter 2252, Chapter 2253, Chapter 2254, Chapter 2269
3.Texas Labor Code, Chapter 406
4.Texas Insurance Code, Chapter 1811
Penalties involved in violation of state statutes can include voided contracts,
misdemeanors, fines and jail time.
B.Town Charter
1.Sections 3.06 and Section 4.05
C.Town Ordinances
1.Ordinance 2016-18
D.Town Resolutions
2.Resolution 2016-18
SECTION 2.RESPONSIBILITY & EXPENDITURE AUTHORITY
RESPONSIBILITY
A.Town Manager –The Town Manager, on coordination with the Town Council, establishes the
rules and regulations for the purchase of all goods and services by means of this manual. The
Manager has delegated the authority to procure all goods and services and dispose of all
salvage/surplus and seized property for any department or any using agency that derives its
support wholly or in part from the Town to representatives from each department.
B.Chief Financial Officer (CFO)–The CFO develops purchasing objectives, processes, and
procedures for the acquisition of materials, equipment, supplies and services.
1.Approves expenditure requests over $3,000 and under $50,000, as well as reviews all
payments greater than $10,000.
2.Helps department managers ensure fair, open and transparent competition to vendors
3.Assists departments preparation and approval of purchase orders, price agreements
and contracts
4.Solicitations $50,000 or greater will be managed through the Finance department in
collaboration with the responsible department
5.Approval of required rating for bonds and insurance
6.Determine and the most appropriate method of disposal of salvage/surplus and seized
property in accordance with applicable laws
7.Retains all procurements records $50,000 and below
C.Controller
1.Reviews all expenditures
175Annual Program of Services- 2017 13
2.Reviews and approves all requisitions and purchase orders/contracts and outgoing
payments
3.Assists departments in ensuring the supporting paperwork is complete for payment
processing
4.Approves new vendor paperwork and setup in the accounts payable system
5.Helps department managers ensure fair, open and transparent competition to vendors
6.Assists departments preparation and approval of purchase orders, price agreements
and contracts
7.Responsible for approval of appropriate providers of insurance and bonds
D.The Town Secretary’s Office –The Town Secretary manages the formal solicitation and
retention process $50,000 and above.Receives and keeps confidential unopened solicitation
responses received before the opening date and time.
1.Marks solicitations with the date and time at which they are received
2.Manages retention of all sealed procurement documents $50,000 and up
3.Returns to vendor any unopened solicitations received after the stated time and date
E. Departments
Town Manager is responsible for ensuring reporting department’s compliance with all policies
and procedures outlined in this manual.
1.Department Directors/Managers
a.Manages the formal solicitation process
b.Coordinates the opening of the solicitations
c.Manages the public solicitation openings
d.Ensures compliance with procurement policy and procedure, state mandates and
Town code of ethics
e.Plan purchase requirements in order to allow sufficient time to obtain bids or
proposals
f.Ensure adequate funds are appropriated
g.Expenditures not included in the budget must have approval of the Town
Manager before quotes are obtained and a Purchase Order commitment
1)Evidence of the approval shall be in the form of either: a) A memo
issued by the Town Manager or, b) An approval of a memo to the
Town Manager requesting approval
h.Develop and maintain technical and non-technical specifications
i.Prepares procurement documentation; requisitions, solicitations and attending
documents, purchase orders, pricing agreements, contracts
j.Determines method of procurement such as; bid, proposal, interlocal or
cooperative agreement
k.Manage and approve department P-Card use under $3,000
l.Ensure Historically Underutilized Business (HUB) participation(LGC 252)
m.Provides open and fair competition to vendors
n.Administers purchase orders/contracts for performance and compliance with
executed terms and conditions.
176 Annual Program of Services- 201714
2.All Town Employees –In order to have an efficient purchasing function, all departments
must work in close cooperation with the Finance Department.Departments can ensure
compliance with the Town’s policies and procedures by:
a.Informing Finance department personnel of the purchasing requirements and
ensuring adherence
b.Planning purchases in advance in order to allow sufficient time for fair, open and
transparent competition
c.Providing accurate and concise specifications and timely preparation of the
requisition(s)
d.Inspecting or supervising the inspection of goods, services and equipment
delivered; and determining acceptability of quality, quantity, and conformity with
specifications
e.Providing complete written documentation of a vendor’s performance to be used
in future bid award evaluations.
f.Furnishing all forms referenced within this manual as needed. Available in the
Exhibits
g.Ensure all applicable procurement records are forwarded to the Town Secretary
per retention schedule
1)Finance retains all procurement records $50,000 and below and all
procurements made through cooperative or interlocal agreements
EXPENDITURE AUTHORITY
A.Agreements/contracts obligating Town funds shall not be signed by any Town employee
unless authorized by the Town Manager.
B.Town Council -Expenditure approval for all Purchase Orders and/or Contracts with:
1.Anticipated annual expenditure of $50,000 and above or
2.Change Orders greater than either $50,000 or 25% of the original Contract
C.Town Manager or designee
1.P-Card transactions, Requisitions/Purchase Orders and/or Contracts
2.Reviews and approves requisitions over $25,000
3.Change Orders less than either $50,000 or 25% of the original Contract.
4.Items not budgeted
5.Approval of all procurement documents needing Council action
6.Executing all contracts/agreements approved by Council
D.Assistant Town Manager (ATM)/Chief Financial Officer (CFO)
1.Serves as the Town Manager’s designee
2.P-Card or PAM (Payment Authorization Memo)transactions up to $3,000
3.Approval of Requisition, Purchase Orders/Contracts $3,000 to $50,000
E.Department Directors
1.P-Card or PAM transactions up to $3,000
2.Initiate and approve by requisition any purchase approved in Council budget
177Annual Program of Services- 2017 15
3.Approval $3,000 and $50,000 for Requisitions, Purchase Orders/Contracts, and
Payment Authorization Memos (PAM) Exception: goods or services requiring vendor
insurance (reviewed and approved by Controller BEFORE performance begins)
F.Director Delegation of Purchasing Authority:
Directors are responsible for notifying Finance of:
1.Names of all individuals delegated the authorized to initiate requisitions/purchase
orders/contracts.Exhibit H:Delegation of Purchasing Authority Form
2.Any changes in delegation of such authority
Permanent authorization will remain in effect until written notification of a change is received.
G.The CFO has delegated authority to:
1.Approve all requisitions $3,000 and above
2.Approve purchases and change orders between $3,000 and $50,000
3.Assist in determination which method of procurement provides best value for the Town
4.To reject any and all bids, in concurrence with requesting department, when in the best
interest of the Town
SECTION 3.BONDS, INSURANCE, AND INDEMNIFICATION
BOND POLICY
A.Bidders may be required to provide certain bonds for public works Contracts. This ensures
that if the bidder attempts to withdraw after the bid is accepted, the government will not suffer
loss. The term Public Work is not defined by statute; however, it is generally understood to
mean construction, repair, or renovation of a structure or other improvement or addition of real
property and civil engineered projects. The types of bonds that are typically used are: Bid
Bonds, Payment Bonds, Performance Bonds, and Maintenance Bonds. The Town will only
accept corporate sureties duly qualified and authorized by the Town. Personal sureties are not
accepted. All required bonds must be approved by the Controller prior to contractors or
vendors commencing work.
B.The Town may require bonding on other projects to mitigate risk;such as large software
implementation.
C.The Town of Trophy Club requires payment, performance, and maintenance bonding to be
provided on Town approved forms.
TYPES OF BONDS (Government Code Chapter 2253.021)
A.Bid Bonds –The Bid Bond ensures that the awarded vendor will be able to secure any
additional bonds required. The Bid Bond minimum limit is five percent (5%) of the total amount
bid and would typically apply to construction contracts. It is the Town’s option whether or not to
require bidders to provide a Bid Bond. Certified or cashier’s checks will NOT be accepted in
lieu of a Bid Bond. Bid Bonds are provided on the surety’s forms. Bid Bonds will be returned to
vendor upon request post bid award.
178 Annual Program of Services- 201716
B.Payment Bonds are required for public works Contracts in excess of $50,000 and must be
written for one hundred percent (100%) of the total bid price. The Payment Bond is for the
protection of those performing work as subcontractors or suppliers for the prime
vendor/contractor.
C.Performance Bonds are required for all public works Contracts when the vendor’s bid
exceeds $100,000, and they must be written for one hundred percent (100%) of the total bid
price. These bonds are solely for the protection of the Town in the event of a contractor/vendor
default under Contract terms and conditions.
D.Maintenance Bonds.The Town requires the successful bidder on a public works project to
provide a two (2) year maintenance bond covering the full final cost of the project. These are
typically included with the Performance Bonds. The coverage provided by a Maintenance Bond
is a guarantee against defective workmanship and materials.
INSURANCE AND INDEMNIFICATION POLICY
A.Contractors performing work on Town of Trophy Club property or public right-of-way shall
provide the Town indemnification and certificate of insurance or a copy of their insurance
policy(s) including a copy of the endorsements necessary to meet the requirements, hold
harmless, and defense clauses which will be required in a final contract. The required
language is inserted in solicitation documents by the purchasing department or owner of the
specifications.
B.Contractual agreements must contain a provision that transfers the risk of the project from the
Town to the contractor. Because the contractor may not have the financial resources to
handle the risks that are transferred in the contract, the Town requires that insurance be
purchased and maintained by the contractor for financial security.
C.All insurance companies and coverages must be authorized by the Texas Department of
Insurance in compliance with Insurance Code 1811 to transact business in the State of Texas
and must be acceptable to the Town of Trophy Club.
D.Workers’ Compensation Insurance –By State law, contractors and sub-contractors hired for
building and construction projects must provide Workers’ Compensation Insurance for their
employees regardless of the project’s cost. (Texas Labor Code, Chapter 406, Section 096)
E.All insurance documents must be verified and approved by the Controller prior to the contract,
purchase order, or commencement of work to be performed.
F.All insurance must be tracked and kept current for the life of the project
G.Approved insurance and indemnifications requirement forms shall be included in appropriate
solicitation packages. The forms can be found at Exhibit I and J.
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SECTION 4.PROCUREMENT CODE OF ETHICS
Officers and employees of the Town of Trophy Club are public servants, who will carry out their
activities in a fair, legal, and courteous manner. The Town’s policy is to treat all current and potential
vendors, contractors, and suppliers fairly and equitably.
Suppliers who transact business with the Town of Trophy Club will be dealt with equally and in a
manner that is consistent with good business practices, professional ethics, and the requirements of
law. All prospective bidders shall be given identical information. The specifications, terms, and
conditions of all bids and quotations will be prepared in a language familiar to the trade, and in a
manner that will encourage competitive bidding. The Town of Trophy Club follows a policy of fair,
open and transparent actions in all procurement activities.
A.Town of Trophy Club Code of Ethics
RESPONSIBILITY TO YOUR EMPLOYER
•Follow the letter and spirit of all Town Policy, Procedure
•Know and obey the letter and spirit of State and Federal Laws. Interpretation of the
law should be left to legal counsel
•Understand the authority granted by the employer
•Avoid activities, which would compromise or give the perception of compromising the
best interest of the employer
•Reduce the potential for any charges of preferential treatment by actively promoting the
concept of competition
•Exercise best professional judgement and expertise when evaluating potential vendors
•Obtain the maximum benefit for funds spent as agents for the employer
CONFLICT OF INTEREST
•Avoid any private or professional activity that would create a conflict between your
personal interest and the interests of your employer
•Avoid using your position for personal benefit
•Declare current or potential conflict of interest as defined by state law
PERCEPTION
•Avoid the appearance of unethical or compromising practices in relationships, actions
and communications
•Avoid business relationships with personal friends and family
•Avoid noticeable displays of affection, which may give an impression of impropriety
•When holding business meetings with suppliers outside the office, the meeting location
should be carefully chosen so as not to be perceived as inappropriate by other persons
in the business community or your peers
GRATUITIES
•Never solicit or accept money, loans, credits or prejudicial discounts, gifts,
entertainment, favors or services from your present or potential suppliers which might
influence or appear to influence purchasing decisions
•Never solicit gratuities in any form for yourself or your employer
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•Items of nominal value, $25.00 or less, offered by suppliers for public relations
purposes are acceptable when the value of such items has been established by your
employer and would not be perceived by the offeror, receiver or others as posing an
ethical breach
•Gifts offered exceeding nominal value should be returned with an explanation or if
perishable either returned or donated to a charity in the name of the supplier. Care
should be taken to evaluate the intent and perception of acceptance of any gift to
ensure that it will not influence your buying decisions, and that it will not be perceived
by your peers and others as unethical
CONFIDENTIAL INFORMATION
•Keep bidders’ proprietary information confidential
•Keep solicitation responses confidential through award of contract
RELATIONSHIP WITH THE SUPPLIER
•Maintain and practice, to the highest degree possible, business ethics, professional
courtesy, and competence in all transactions
•There are times when during the course of business, it may be appropriate to conduct
business during meals. In such instances, the meal should be for a specific business
purpose
•Association with suppliers at lunches, dinners or business organization meetings is an
acceptable professional practice enabling the employee to establish better business
relations provided that the employee keeps free of obligation
•Purchase without prejudice, striving to obtain the maximum value for each dollar of
expenditure
•Preclude from showing favoritism or be influenced by suppliers through the acceptance
of gifts, gratuities, loans or favors
•Adhere to and protect the supplier’s business and legal rights to confidentiality for trade
secrets, and other proprietary information
•Refrain from publicly endorsing products
RELATIONSHIPS WITH OTHER AGENCIES AND ORGANIZATIONS
•An employee shall not use his/her position to exert leverage on individuals or firms for
the purpose of creating a benefit for agencies or organizations that he/she may
represent
•All involvement and transactions shall be handled in a professional manner with the
interest of the employer taking precedent
RECIPROCITY
•The results of an improper or perceived to be improper reciprocal actions is both a legal
an ethical issue which may result in legal sanctions against the Town
•Understand suppliers that are also customers may not be a problem if the
customer/supplier is the best source
•Apply and obtain accounting, legal and ethical guidance when potential issues of
reciprocity arise
•Do not give preference to suppliers because they are also customers
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B.Conflict of Interest –Contracts –An officer or employee who has a substantial interest, as
defined by state law, in a vendor or potential vendor and exercises any function of
responsibility on current or potential contracts shall not:
Write specifications
Review and evaluate responses
Participate in the award decision
Participate in any manner with the procurement process
An employee of the Town may not solicit bid quotations from relatives of the employee or
relatives of another Town employee.
No employee shall have a direct or indirect financial interest in any contract with the
Town, or be directly or indirectly financially interested in the sale of land, materials,
supplies or services to the Town.
A former staff member or Town officer that has worked for a business seeking a contract less
than one year must:
Be declared by the business entity
Describe the relationship between the former employee/officer and the firm
Have no expenses to said project or program billed to the Town
Consult with the Town Attorney if there is even a possibility of such a conflict.Failure to do so
is reason for not awarding a contract.
C.Declaration of Conflict of Interest/Disclosure of Certain Relationships
Chapter 176 of the Texas Local Government Code requires that any vendor considering doing
business with a local government entity disclose the vendor’s affiliation or business
relationship that might cause a conflict of interest with a local government entity. Subchapter 6
of the code requires a vendor to file a conflict of interest questionnaire (CIQ) if a conflict
exists. By law this questionnaire must be filed with the Town Secretary no later than the 7th
business day after the date the vendor becomes aware of an event that requires the
statement to be filed. A vendor commits an offense if the vendor knowingly violates the code.
An affected officer or employee must file a signed affidavit declaring his or her conflict of
interest. An offense under this section is a misdemeanor. Consult with the Town Attorney if
there is even a possibility of such a conflict.
D.Disclosure of Interested Parties -Section 2252.908 of the Texas Government Code requires a
business entity entering into certain contracts with a governmental entity to file with the
governmental entity a disclosure of interested parties at the time the business entity submits
the signed contract to the governmental entity. Section 2252.908 requires the disclosure form
(Form 1295) to be signed by the authorized agent of the contracting business entity,
acknowledging that the disclosure is made under oath and under penalty of perjury. Section
2252.908 applies only to a contract that requires an action or vote by the governing body of
the governmental entity before the contract may be signed or has a value of at least $1
million. Section 2252.908 provides definitions of certain terms occurring in the section.
Section 2252.908 applies only to a contract entered into on or after Jan. 1, 2016.
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The form is requested after Council approval but BEFORE execution of the contract. Work
may not begin until Form 1295 is properly received.
E.Violations and Remedies -Violations of the provisions of this Article constitute misconduct,
subjecting the violator to any and all penalties prescribed by law. Penalties, sanctions, or
other disciplinary actions, to the extent permitted by state or local law, rules or regulations,
shall be imposed for violations of the code of conduct/conflict of interest standards, by the
Town’s officers, employees or agents or by persons, contractors or their agents, when the
procurement involves state or federal programs and/or funds. Appropriate sanctions,
penalties, or disciplinary actions shall be applied for violation(s) of these policies and/or state
law. Violations of state or federal law shall be referred to the proper authority having
jurisdiction over it.
F.Public employment is a public trust. Public employees must discharge their duties impartially
so as to assure fair competitive access to governmental procurement by responsible
suppliers. Moreover, they should conduct themselves in such a manner as to foster public
confidence in the integrity of the Town of Trophy Club procurement activities.
SECTION 5.ADDITIONAL PURCHASING POLICIES
CONTRACTS
A.A contract is an obligation to do or not do some act. Essential elements of a contract are:
1.An offer and an acceptance of that offer;
2.The capacity of the parties to contract;
3.Consideration to support the contract;
4.A mutual identity of consent;
5.Legality of purpose;
6.Sufficient certainty of terms; and
7.A legally binding promise, enforceable by law.
B.A PURCHASE ORDER IS A CONTRACT. Purchase orders are written and approved before
goods or services are ordered and received. This ensures purchases are approved and within
budget. Purchase Orders/Contracts are required when insurance and indemnification is
required.
C.The contractor shall perform and meet the requirements of the executed agreement.All
guidance provided to a contractor must be within the scope of the contract.
ANNUAL/TERM CONTRACT (Blanket)
Annual/term contracts are an efficient tool to use for goods or services that are used repetitively
throughout the Town;such as janitorial services, office supplies, paper goods, mailing services, or
stationery. The purpose of entering into an annual contract is to eliminate the need to obtain
183Annual Program of Services- 2017 21
competitive pricing each time repetitively used needs are requested. All solicitations for annual/term
contracts are to be coordinated with the CFO.
A.Annual/term contracts for the purchase of items or services where the price and quantity does
not change from one month to another is initiated by issuing one annual purchase order.
B.Purchases of items or services that may be readily quantified (such as a fixed hourly rate, a
fixed price per linear foot or fixed price per item) will be accomplished through annual
contracts. Contracts, regardless of anticipated total dollar amounts, are awarded on a
competitive sealed bid or competitive sealed proposal (CSP) basis and approved according to
expenditure authority.
C.The contract/PO would remain in place for a specific period of time. Generally annual/term
contracts are awarded for one year with optional renewals for up to four years. Resulting in a
potential of a five year contract. Renewals must be approved by both parties, at the same
terms and conditions as the initial agreement. Renewal periods should take into consideration
the market volatility of the product or service.
D.Once an annual contract has been awarded and approved, the responsible department will
create a detailed requisition, attach all collaborating documentation and forward to Finance.
Finance will create an annual or term contract Purchase Order for request the items or
services under the Purchase Order number generated from the system. Once approved, no
further approvals are needed for purchases against the contract.The owner department may
“release” from the Purchase Order as needed.
Requested items should be detailed by description and unit cost on the requisition and
resulting PO or an attached document, with the remarks section stating that the items are
under contract to the specified vendor. Releases will then be reconciled with invoices.
E.Three (3)to four (4)months before the final ending date, the contract must be reviewed by the
owner department and the solicitation process started. This gives sufficient time to revise the
solicitation terms and conditions, advertise, analyze and select a vendor before the current
contract expires.
F.Annual/term contracts cannot be renewed if the ending date of the agreement has passed.
CAUTION: Items or a service purchased from a vendor other than the awarded is a direct
violation of purchasing procedures unless such purchase is an emergency purchase and can’t
be readily furnished by the contractor awarded the annual contract.An emergency as defined
in Exhibit E.
RECURRING SPECIAL SERVICES
A.Recurring special services are services provided to the Town by attorneys, engineers,
accountants, auditors, public utilities, public relations and marketing companies that involve
recurring fees which cannot be reasonably determined until after the service has been
performed. These may be paid by Procurement Card (P-Card), Payment Authorization Memo
(PAM) or on Purchase Orders as circumstances warrant. When awarded from a solicitation, a
not-to-exceed Purchase Order is recommended.
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B.Recurring services do NOT include maintenance, repair, operating (MRO) services or goods or
services that can be or have been bid and awarded.
C.Due to the absence of control typically associated with purchasing procedures, the use of a
PAM must be limited as much as possible.
D.The CFO, or Controller, is responsible for ensuring the procedures for approving payment for
recurring special services are not abused and may revoke the privilege to any department
head, based on evidence that the objective and intent of using a PAM was to circumvent
purchasing procedures.
INFORMATION TECHNOLOGY PURCHASES
All IT-related purchases, including software, hardware, copier and printer purchases, rentals,
and leases, must be initiated by the Information Services Department to ensure proper security
controls are met.
PERSONAL USE PROHIBITIONS AND PERMISSIONS
A.Employees in the Town Manager’s Office and the Finance Department are prohibited from
purchasing Town items at the auction. In addition, an employee(s) who determines that an
item is surplus is prohibited from purchasing that item.
B.If an employee acquires merchandise or services for the employee’s personal use from a
vendor doing business with the Town, such merchandise or services may not be delivered to
the employee or another Town employee unless the acquisition is paid directly by the
employee. No personal invoices are to be mailed to an employee (or another Town employee
for or on behalf of the employee) at the employee’s (or other employee’s) place of work.
Employee is responsible for applicable sales tax.
C.Employees may purchase merchandise or services from a vendor doing business with the
Town provided that the price at which the item is purchased is the same price charged to all
officers and employees of the Town. Employees cannot use the Town’s business accounts
for personal purchases. Employees that are involved in contract negotiations should not
purchase merchandise or services for personal use with a vendor that is currently working,
seeks to work or has worked for the Town.
D.Employees shall NOT use the Town of Trophy Club tax exemptions forms for personal use.
ENFORCEMENT OF PURCHASING PROCEDURES
A.Violations of purchasing procedures are causes for disciplinary action or termination as noted
in Section 600 of the Municipality of Trophy Club Personnel Handbook.
B.It shall be the responsibility of the CFO or designee, to enforce all purchasing procedures.
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C.A violation is defined as an employee’s action or omission that indicates an intentional or
reckless disregard for purchasing laws, policy or procedures. A violation also may be noted if
the employee’s action was unintentional but violates Federal, State,Town, or other applicable
or law policies or procedures.
D.Violations of purchasing procedures will be noted to the appropriate Director in a memorandum
from the CFO with a copy to Human Relations Department.
E.Repetitive violations of purchasing/disposal procedures by one department or individual will be
communicated to the Town Manager in a memorandum from the CFO with a copy to the
appropriate Department Director.
F.As a method for enforcing purchasing procedures, the CFO or designee, with approval of the
Town Manager, may revoke the privilege of issuing department requisitions or use of the
Town’s procurement card for any offending employee for an established period of time.
G.Local Government Code 252.062 and 252.063 provide criminal penalties for officers and
employees who knowingly violate state statutes.
NON-PERFORMING VENDORS
When a vendor fails to perform according to the agreement (Purchase Order, Annual/Term
Agreement, and Contract), the Department Director or designee will document the issues in
writing to the vendor and arrange a meeting to discuss the issues. The resolutions to the
issues, as agreed upon by the requesting department and the vendor, shall be documented in
writing and signed by the Department Director and the vendor. A copy is forwarded to Finance
and the Town Secretary to file with the original contract
If a vendor’s performance remains non-compliant or otherwise unsatisfactory, the department
will notify the CFO who will attempt to facilitate a resolution. If the CFO cannot resolve the
issues, the CFO and the Department Director, with the assistance of the Town Attorney, will
make a joint determination to cancel the contract per the terms and conditions. Finance will
then work with the department to obtain a substitute vendor or issue a new solicitation in
accordance with the purchasing policy.
DISPOSAL OF GOODS
Annually, all departments shall review their assets and determine which items are no longer needed.
A.A list of surplus, obsolete or unused supplies, materials or equipment, including description,
make, model, and serial numbers should be forwarded to the Town Manager. Disposal form
Exhibit F and surplus form Exhibit G.
B.Upon review and approval by Town Manager or designee,items identified as having possible
trade in value in the solicitation/contract may be traded in for the acquisition of new property
(following proper procurement procedures), transferred to other departments, or sold through
public auction.
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C.Obsolete or unneeded items or group of items less than $100 in fair market value may be
thrown away, recycled, sold through a silent auction, or donated to another public entity or
charity with Town Manager or their designee’s approval.
D.A copy of the items sold including amounts and disposition will be provided to the Finance
Department to be removed from asset lists and insurance.Exhibit G surplus form
E.Employees in the Town Manager’s Office and the Finance department are prohibited from
purchasing Town items at the auction. Employee(s) who determine(s)that an item is surplus
is also prohibited from purchasing these items. In addition to other penalties, a person who
violates this section forfeits their employment.
REGARDING IDENTICAL BIDS
It is very rare for two bids to be completely identical.
A.If the Town is required to accept bids on a contract and receives two or more bids from
responsible bidders that are identical in nature and amount, as the lowest and best bids, the
Town Council must enter into a contract with only one of the bidders and must reject all other
bids. If only one of such bidders is a resident of the Town, the Town must select that bidder.
B.If two or more of the bidders submitting identical bids are residents of the Town, the Town
must select one of those bidders by the cast of lots (e.g. shall be selected by drawing numbers
and the lowest number wins).
C.In all other cases, the Town must select the identical bids by the casting of lots. For example,
identical bids submitted by non-resident bidders shall be selected by drawing numbers, with
the lowest number winning. The drawing of number will be done in the presence of the CFO.
PROTESTS
Protests may be received for the solicitation specifications, the solicitation process or the
recommended award. If such a protest is received in compliance with the below process, any further
consideration must be put on hold until resolved. A protest may also be received after award is
executed. Again, any activity must be put on hold until resolved.
A protest must be submitted to the Town Manager or designee within seven (7) calendar days of the
date upon which the solicitation is released, recommendation of award scheduled for Council
approval or executed award date. All such protests will be reviewed by the Town Manager or
designee who will issue a written decision regarding the protest. An appeal from the decision of the
Town Manager or designee may be made to Town Council and shall be placed on the Council
agenda on the first available date for which notice and publication requirements may be met after a
written notice of appeal is received by the Town Secretary.
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SECTION 6.PUBLIC WORKS PROJECTS
DEFINITION
Public works projects are those projects that require the construction, repair, or renovation of a
structure, building, street, highway, bridge, park, water and wastewater distribution facility,
airport runway or taxiway, drainage project, or other improvement or addition to real property.
The public works solicitations are often written by consulting architects or engineers. It is the
responsibility of the owner department to make the contractor aware of the Town of Trophy
Club requirements.
SPECIFIC STATUTES
A.The State Legislature has passed specific statutes related to public works projects, not
necessarily applied to other expenditures or purchases by a municipality. The statute requires
the payment of a prevailing wage rate for laborers and mechanics and applies to both
contractors and subcontractors. Wages for workers on construction projects shall not be paid
less than the schedule of general prevailing rates of per diem wages as mandated.
B.Alternative project delivery methods, include but are not limited to, construction manager at
risk, construction manager agent, and design build contracts. Any of the alternative project
delivery methods specified in Texas Government Code 2269 as amended, may be utilized
provided that the purchase and the procedures utilized in making that purchase comply with all
requirements specified therein.Violation of GC 2269 will render the contract void.
C.The Texas statute, Government Code § 2258.021, only requires payment of the prevailing
wage for similar work in the same locality. The next provision, § 2258.022, provides that the
prevailing wage is determined by using a survey of wages paid for similar work in the locality,
or by using the rate determined by the U.S. Department of Labor to be the prevailing wage
under the corresponding federal law, the Davis-Bacon Act. The link to the Texas rates
is http://www.wdol.gov/wdol/scafiles/davisbacon/tx.html.
D.The prevailing wage rate or a link to the wage rates shall be included in public works projects.
It is the responsibility of the owner department to ensure public works solicitations include this
mandate.
BONDING REQUIREMENTS (Government Code Chapter 2253.021)
A.Certain types of bonds are mandatory requirements for public works contracts at specific dollar
levels. See Chapter 1, Section 3: Bonds, Insurance and Indemnification.
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INSURANCE AND INDEMNIFICATION REQUIREMENTS
A.The minimum insurance required will be specified by the Town of Trophy Club. The Town
Engineer, Consulting Engineer, or Architect, with the approval of CFO may increase the
amounts of insurance required for any project. See Exhibit J:Insurance Requirements.
B.For construction and construction-related projects, all contractors and sub-contractors,
including those delivering equipment or materials, performing service on a public works
project, shall provide workers' compensation for all employees. All contractors shall provide
proof of coverage satisfactory to the Town. General contractors are responsible for seeing that
sub-contractors carry the same or higher insurance amounts as those required of the prime
contractor. Contractors shall post required signs at job site(s) informing all workers of their right
to workers' compensation coverage.
C.Insurance and indemnifications forms shall be part of the solicitation packets as presented to
potential vendors.
AWARD OF CONTRACT
A.The Town Council is entitled to reject any and all bids.
B.Facility contracts, as defined the LGC 2269, may be awarded according to specific statutes for
each type of construction delivery method.
C.For contracts in excess of $50,000, vendors must specify in their bid if they request a payment
schedule other than full payment upon completion and acceptance of the project. Partial
payment will not be considered for projects that are less than $50,000.
SECTION 7.PROCUREMENT OF PROFESSIONAL SERVICES
PURPOSE OF POLICY AND PROCEDURES
A.The following policies and procedures are designed to assist the Town’s staff in the selection
of individuals or firms to perform professional services. The purpose is to establish fairness
and consistency in the selection process while obtaining the best value (quality services at a
reasonable price) for the Town in accordance with the applicable legal requirements.
B.Departments are asked to seek qualifications for professional services at least once every five
years to help ensure the greatest and fairest competition in the selection of professional
services by the Town of Trophy Club.
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DEFINITION OF PROFESSIONAL SERVICES
A.Professional services generally refer to those services performed by an individual or group of
individuals where education, degrees, certification, license and/or registration is required for
qualification to perform the service. The service is usually based on intellectual qualifications
as opposed to craftsmanship. According to the Texas Attorney General’s Office, professional
services include “members of disciplines requiring special knowledge or attainment and a high
order of learning, skill and intelligence.” (Attorney General Opinion No. JM-940 (1988))
B.Certain Professions are specifically named in the Professional Services Procurement Act
(ACT), Chapter 2254, Subchapter A, Texas Government Code. This includes services with the
scope of the practices or services provided in connection with or practice of:
1.Accountant
2.Architect
3.Landscape Architect
4.Land Surveyor
5.Physician, including a Surgeon
6.Optometrist
7.Professional Engineer
8.State Certified or State Licensed Real Estate Appraiser
9.Registered Nurse
C.If a department is not sure if a service is a “professional service”as defined by GC 2254, the
department should contact the Town Attorney before obtaining these services.
REQUEST FOR QUALIFICATIONS
A.A Request for Qualifications is the approved method for procurement of professional services.
The Town may not award a Professional Services Contract based on competitive bids, but it
shall make the selection and award based on the provider’s demonstrated competence and
qualifications to perform the services and for a fair and reasonable price.
B.The same bid notification requirements, advertising requirements, and emergency exemptions
apply to Professional Services Request for Qualifications.
C.No additional services qualify as professional services under the Act. All other services must
be procured through a competitive process, such as Request for Proposal (RFP).
PROCUREMENT OF ARCHITECTURAL, ENGINEERING, OR LAND SURVEYING SERVICES
(Government Code Section 2254.004)
A.When procuring architectural, engineering or land surveying services, the Town shall use a
two-step selection process:
1.First, the Town shall select the most highly qualified provider or those services and on
the basis of demonstrated competence and qualifications; and
190 Annual Program of Services- 201728
2.Second, attempt to negotiate with that provider on a contract at a fair and reasonable
price.
B.If the Town is unable to negotiate a satisfactory contract with the most highly qualified provider
of architectural, engineering or land surveying services:
1.The Town shall formally end negotiations with that provider,
2.Select the next most highly qualified provider, and
3.Attempt to negotiate a contract with that provider at a fair and reasonable price. The
Town must continue this process to select and negotiate with providers until a contract
is entered into.
LESS THAN $50,000 PER YEAR -PROCUREMENT OF ARCHITECTURAL, ENGINEERING, OR
LAND SURVEYING SERVICES
A.The owner department shall solicit qualifications from licensed professionals.
B.The Director will select an individual or firm capable of performing the service, on the basis of
demonstrated competence and qualifications.
C.The Department Director will enter negotiations with the selected individual or firm and follow
the procedures established by the Professional Services Procurement Act.
D.A formal contract may be written to capture all terms and conditions.
E.A Purchase Order is recommended to formalized terms and conditions of proposed fees. This
will allow the Town to manage and track the expenditures.
$50,000 OR GREATER PER YEAR -PROCUREMENT OF ARCHITECTURAL, ENGINEERING, OR
LAND SURVEYING SERVICES
A.The solicitation process will be managed by the using department Director and the CFO. An
advertisement may be placed with a newspaper, normally used for legal advertising, soliciting
Request for Qualifications (RFQ) from all qualified professionals interested in providing the
needed services.
B.The RFQ shall contain sufficient information to inform potential architects, engineers, or land
surveyors as to the type of project, scope of services to be performed, and the selection
criteria to be used. The RFQ will give the relative importance, or weighting, assigned to each
of the criteria to be used in the selection process. The following criteria may be used, but the
RFQ is not limited to these criteria:
1.The provider’s experience in successfully performing similar assignments, scope and
size, for others.
2.The provider’s current staff, both size and related experience, is qualified to provide the
desired services.
3.Whether or not, sufficient finances and other resources are available to accomplish the
assignment, within the time to be allowed by the Town, and whether or not the provider
will be able to provide continuing service if required by the Town.
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4.How previous clients of the provider, for similar projects, express satisfaction with the
provider’s work.
5.Whether or not the provider’s response, as perceived by the Town’s staff, is complete
and of acceptable quality.
C.A professional engineer, architect, or land surveyor may be selected after the evaluation of
submitted Requests for Qualifications or it may be necessary (as determined by the CFO in
conjunction with the using department) to interview several of the firms and further evaluate
them on the basis of the interview or a presentation, narrowing the field until one firm is
selected for negotiations as the most highly qualified.
D.When negotiations are concluded, a recommendation will be made to the Town Council for a
contract be awarded to the firm the using department has determined is the most highly
qualified provider. A selected provider may be used for a period not to exceed two years,
except as otherwise determined by the Town Council.
E.A formal contract may be written to capture all terms and conditions.
F.A Purchase Order is recommended to formalize terms and conditions of proposed fees. It will
allow the Town to manage and track expenditures.
PROCUREMENT OF ACCOUNTANT, LANDSCAPE ARCHITECT, PHYSICAN, OPTOMETRIST,
STATE CERTIFIED OR STATE LICENSED REAL ESTATE APPRAISER, REGISTERED NURSE
Selection and award is made:
A.On basis of demonstrated competence and qualifications
B.A fair and reasonable price which may be requested with the solicitation for qualifications.
C.To follow the spirit of the law a two-envelope process can be used. The qualifications would
be in one clearly identified envelope and the proposed pricing in the second clearly identified
envelope.
D.The provider(s) are ranked by qualifications first –then pricing is added to the compilation.
E.More than one provider may be requested to provide further information or to enter into
discussions/negotiations.
F.Document all discussions/negotiations in a factual and professional manner. Selection
documentation is subject to open records requests.
G.Services with fees under $50,000 per year may be solicited, evaluated, and awarded by the
using department’s Director. A Purchase Order is recommended for budget tracking purposes.
H.Over $50,000, the solicitation process will be managed by the using department Director and
the CFO. An advertisement may be placed with a newspaper, normally used for legal
advertising, soliciting all qualified professionals interested in providing the needed services.
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PROCUREMENT OF “OTHER” PROFESSIONAL SERVICES
A.Professional services, other than those named in the Professional Services Procurement Act,
may be contracted through the use of Request for Proposals (RFP) or Competitive Sealed
Proposal (CSP) and selection should be made on the basis of criteria similar to those for
professional engineers, architects, and land surveyors; however, cost is additional criterion.
B.Services with fees under $50,000 per year may be solicited, evaluated, and awarded by the
using department’s Director. A Purchase Order is recommended for tracking expenditures.
C.Over $50,000, the solicitation process will be managed by the using department Director and
the CFO.An advertisement may be placed with a newspaper, normally used for legal
advertising, soliciting all qualified professionals interested in providing the needed services.
D.The selection process will be similar to that used for professional engineers, architects, and
land surveyors, and after negotiations are successfully concluded the Town Council will be
requested to award a contract.
E.To determine the best solicitation process to use when procuring “other” professional services
or if the service is considered “members of disciplines requiring special knowledge or
attainment and a high order of learning, skill and intelligence” contact the CFO and/or Town
Attorney.
SECTION 8.CHANGE ORDER POLICY
The Town of Trophy Club Procurement Policy and Procedures Manual (Chapter 2, Subchapter B,
Section 3) outlines the Town’s procedures with regards to change orders. A change order is the
written documentation and approval process that must be performed when changes in the plans or
specifications are necessary after the performance of the contract is begun.Such changes, within the
original scope of work, may include a change in the quantity of work to be performed, the cost of work
to be performed, or of the materials, equipment, or supplies to be furnished.
A change cannot be written for material or substantial changes in the scope as awarded. To allow
such a change would be unfair to potential vendors, against the idea of competition and the level
playing field of fair, open and transparent government.
A change order is usually written for a construction contract but may be necessary in other types of
contracts.The change process is the same regardless of the goods or services.
The State statute for Change Orders can be found in Texas Local Government Code (LGC) Chapter
252 and 271.
THRESHOLD FOR CHANGE ORDERS
A.A “threshold” is defined as a financial limit on the amount of financial changes which can be
authorized by the Town Manager (or the Town Manager’s designee) on a construction project
before requiring Town Council approval. (LGC 252 & 271)
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B.Change Orders Less than $50,000 or 25%–If the change request is less than $50,000 or 25%
of the contract total it may be approved by the Town Manager (or the Town Manager’s
designee).
C.Change Orders Greater than $50,000 or 25%–If the change request is greater than $50,000
or 25% of the contract total it must be approved by the Town Council.
D.Once the total of all approved change orders on a project (including the contingency amount)
total more than $50,000 or 25%of the contract, all subsequent change orders must be
approved by the Town Council.
E.Change orders shall be listed in number sequence on the Purchase Order.
CONTINGENCY FUNDS
The Town Council may establish a contingency fund for a construction project at the time of award to
be used during the course of a project. A contingency fund can be established at any dollar amount
above the bid award provided that is reasonable and prudent.
APPROVAL FOR CHANGE ORDERS
A.In the event it becomes necessary to make changes in the plans or specifications after
performance of a contract is begun, or if it is necessary to decrease or increase the quantity of
work to be performed, or of the materials, equipment, or supplies to be furnished, the Town
Council may approve change orders making these changes. If the change order involves a
decrease or an increase of more than $50,000, the Town Council needs to approve the
change order. If the change order involves a decrease or an increase of $50,000 or less, the
Town Manager or the Town Manager’s designee may approve a change order.
B.If a change order is greater than $50,000 and is extremely time sensitive and qualifies as an
emergency, the Town Manager (or the Town Manager’s designee) may approve such a
change order prior to Council approval. However, such change order still must be brought to
the Council as soon as possible for approval. Emergency conditions are defined Chapter 2,
Subchapter A, Section 5 in the Town of Trophy Club Procurement Policy and Procedures
manual.
C.The original contract price may not be increased by more than twenty-five percent (25%).
D.Any change must be within the scope, or range, of what was awarded in the solicitation. A
new solicitation is to be issued if the procurement of supplies, equipment or services is
materially different from that specified in the previous solicitation process regardless of the
percentage increase in the contract price.If unsure the change is “material”, consult with the
Town Attorney.
E.In the event that a change order exceeds 25% of the contract price, a new solicitation must be
issued.
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F.The original contract price may not be decreased by more than twenty-five percent (25%)
without the consent of the contractor.
G.Funding must be available to cover the cost of the price increase
CHANGE ORDER PROCEDURES
Please see the Change Orders Procedures located in Chapter 2, Subchapter B,Section 3 for
specific procedures and to Change Order form located in Exhibit:Q.
This is Chapter 1 of the Town of Trophy Club’s Purchasing Policy. To read the full policy please visit trophyclub.org
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TOWN OF TROPHY CLUB
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 Town of Trophy Club 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 to the maximum extent possible.
Effective cash management is recognized as essential to good fiscal management. Investment interest is
a source of revenue to Trophy Club funds. Trophy Club’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 Chapter 2256 of the Government Code (“Public
Funds Investment Act”), which requires the Town of Trophy Club 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 Trophy Club’s funds.
III. SCOPE
This Investment Policy shall govern the investment of all financial assets of the Town of Trophy Club.
These funds are accounted for in the Town of Trophy Club’s Comprehensive Annual Financial Report
(CAFR) and include:
•General Fund
•Special Revenue Funds
•Capital Projects Funds
•Proprietary 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
•Any new fund created by the Town of Trophy Club, unless specifically exempted from this Policy by
the Town Council or by law.
The Town of Trophy Club consolidates fund cash balances to maximize investment earnings. Investment
income will be allocated to the various funds based on their respective participation and in accordance
with generally accepted accounting principles.
This Investment Policy shall apply to all transactions involving the financial assets and related activity for
all the foregoing funds. However, this policy does not apply to the assets administered for the benefit of
the Town of Trophy Club by outside agencies under deferred compensation programs.
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IV. INVESTMENT OBJECTIVES
The Town of Trophy Club 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 Town of Trophy Club shall maintain a comprehensive cash management program, which includes
collection of accounts receivable, vendor payments in accordance with the Town’s purchasing policies,
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 [PFIA 2256.005(b)(2)]
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 and Concentration of Credit Risk –The Town of Trophy Club will minimize credit risk, the
risk of loss due to the failure of the issuer or backer of the investment, and concentration of credit risk,
the risk of loss attributed to the magnitude of investment in a single issuer, by:
•Limiting investments to the safest types of investments
•Pre-qualifying the financial institutions and broker/dealers with which the Town of Trophy Club will
do business
•Diversifying the investment portfolio so that potential losses on individual issuers will be
minimized.
Interest Rate Risk –the Town of Trophy Club will manage 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 limiting
the maximum weighted average maturity of the investment portfolio to 365 days. The Town of Trophy
Club will, in addition,:
•Structure the investment portfolio so that investments mature to meet cash requirements for
ongoing operations, thereby avoiding the need to liquidate investments prior to maturity.
•Invest 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.
•Diversify maturities and staggering purchase dates to minimize the impact of market movements
over time.
Liquidity [PFIA 2256.005(b)(2)]
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 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.
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Public Trust
All participants in the Town of Trophy Club’s investment process shall seek to act responsibly as
custodians of the public trust. The investment officer shall avoid any transaction that might impair public
confidence in the Town of Trophy Club’s ability to govern effectively.
Yield (Optimization of Interest Earnings) [PFIA 2256.005(b)(3)]
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. INVESTMENT STRATEGY STATEMENTS
The Town of Trophy Club portfolio will be structured to benefit from anticipated market conditions and to
achieve a reasonable return. Relative value among asset groups shall be analyzed and pursued as part
of the investment program within the restrictions set forth by the investment policy.
The Town of Trophy Club maintains portfolios which utilize four specific investment strategy
considerations designed to address the unique characteristics of the fund groups represented in the
portfolios.
Operating Funds
Suitability -All investments authorized in the Investment Policy are suitable for Operating Funds.
Preservation and Safety of Principal -All investments shall be high quality securities with no perceived
default risk.
Liquidity -Investment strategies for the pooled operating funds have as their primary objective to assure
that anticipated cash flows are matched with adequate investment liquidity. The dollar-weighted average
maturity of operating funds, based on the stated final maturity date of each security, will be calculated and
limited to one year or less. Constant $1 net asset value investment pools and money market mutual
funds shall be an integral component in maintaining daily liquidity. Investments for these funds shall not
exceed an 18-month period from date of purchase.
Marketability -Securities with active and efficient secondary markets will be purchased in the event of an
unanticipated cash requirement.
Diversification -Maturities shall be staggered throughout the budget cycle to provide cash flows based on
anticipated needs. Investment risks will be reduced through diversification among authorized
investments.
Yield -The Town’s objective is to attain a competitive market yield for comparable securities and portfolio
constraints. The benchmark for Operating Funds shall be the 91 day Treasury bill.
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Reserve and Deposit Funds
Suitability -All investments authorized in the Investment Policy are suitable for Reserve and Deposit
Funds.
Preservation and Safety of Principal -All investments shall be high quality securities with no perceived
default risk.
Liquidity -Investment strategies for reserve and deposit funds shall have as the primary objective the
ability to generate a dependable revenue stream to the appropriate reserve fund from investments with a
low degree of volatility. Except as may be required by the bond ordinance specific to an individual issue,
investments should be of high quality, with short-to-intermediate-term maturities. The dollar-weighted
average maturity of reserve and deposit funds, based on the stated final maturity date of each security,
will be calculated and limited to two years or less.
Marketability -Securities with active and efficient secondary markets will be purchased in the event of an
unanticipated cash requirement.
Diversification -Maturities shall be staggered throughout the budget cycle to provide cash flows based on
anticipated needs. Investment risks will be reduced through diversification among authorized
investments.
Yield -The Town’s objective is to attain a competitive market yield for comparable securities and portfolio
constraints. The benchmark for Reserve and Deposit Funds shall be the 91 day Treasury bill.
Bond and Certificate Capital Project Funds and Special Purpose Funds
Suitability -All investments authorized in the Investment Policy are suitable for Bond and Certificate
Capital Project Funds and Special Purpose Funds.
Preservation and Safety of Principal -All investments shall be high quality securities with no perceived
default risk.
Liquidity -Investment strategies for bond and certificate capital project funds,special projects and special
purpose funds portfolios will have as their primary objective to assure that anticipated cash flows are
matched with adequate investment liquidity. The stated final maturity dates of investments held should
not exceed the estimated project completion date or a maturity of no greater than three years. The dollar-
weighted average maturity of bond and certificate capital project funds and special purpose funds, based
on the stated final maturity date of each security, will be calculated and limited to two years or less.
Marketability -Securities with active and efficient secondary markets will be purchased in the event of an
unanticipated cash requirement.
Diversification -Maturities shall be staggered throughout the budget cycle to provide cash flows based on
anticipated needs. Investment risks will be reduced through diversification among authorized
investments.
Yield -The Town’s objective is to attain a competitive market yield for comparable securities and portfolio
constraints. The benchmark for Bond and Certificate Capital Project Funds and Special Purpose Funds
shall be the 91 day Treasury bill. A secondary objective of these funds is to achieve a yield equal to or
greater than the arbitrage yield of the applicable bond or certificate.
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Debt Service Funds
Suitability -All investments authorized in the Investment Policy are suitable for Debt Service Funds.
Preservation and Safety of Principal -All investments shall be high quality securities with no perceived
default risk.
Liquidity -Investment strategies for debt service funds shall have as the primary objective the assurance
of investment liquidity adequate to cover the debt service obligation on the required payment date.
Securities purchased shall not have a stated final maturity date which exceeds the debt service payment
date. The dollar-weighted average maturity of debt service funds, based on the stated final maturity date
of each security, will be calculated and limited to one year or less.
Marketability -Securities with active and efficient secondary markets will be purchased in the event of an
unanticipated cash requirement.
Diversification -Maturities shall be staggered throughout the budget cycle to provide cash flows based on
anticipated needs.Investment risks will be reduced through diversification among authorized
investments.
Yield -The Town’s objective is to attain a competitive market yield for comparable securities and portfolio
constraints. The benchmark for Debt Service Funds shall be the 91 day Treasury bill.
VI. RESPONSIBILITY AND CONTROL
Delegation of Authority [PFIA 2256.005(f)]
In accordance with the Town of Trophy Club and the Public Funds Investment Act, the Town Council
designates the Assistant Town Manager/CFO as the Town of Trophy Club’s Investment Officer. The
Investment Officer is authorized to execute investment transactions on behalf of the Town of Trophy Club
and may designate a secondary investment officer to act in his/her absence. No other person may
engage in an investment transaction or the management of the Town of Trophy Club funds except as
provided under the terms of this Investment Policy. The investment authority granted to the investing
officer is effective until rescinded.
Quality and Capability of Investment Management [PFIA 2256.005(b)(3)]
The Town of Trophy Club 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 –Local Governments]
In accordance with the Town of Trophy Club and the Public Funds Investment Act, designated Investment
Officers shall attend an investment training session no less often than once every two years and shall
receive not less than 8 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 institution of higher
education or any other sponsor other than a business organization with whom the Town of Trophy Club
may engage in an investment transaction.
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Internal Controls (Best Practice)
The Investment Officer is responsible for establishing and maintaining an internal control structure
designed to ensure that the assets of the Town of Trophy Club 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 Investment Officer 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.
Investment Policy Certification [PFIA 2256.005(k-l)]
A qualified representative,as defined by PFIA section 2256.002(10),of 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 Town of Trophy
Club’s investment policy and that reasonable procedures and controls have been implemented to
preclude investment transactions that are not authorized by the Town of Trophy Club’s policy.
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 Town of Trophy Club’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
Town of Trophy Club.
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Indemnification
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 [PFIA 2256.005(i)]
Officers and employees involved in the investment process shall refrain from personal business activity
that would conflict with the proper execution and management of the investment program, or that would
impair their ability to make impartial decisions. Employees and Investment Committee (see Section XIII)
members 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 Investment Committee members shall refrain
from undertaking personal investment transactions with the same individual with which business is
conducted on behalf of the Town of Trophy Club.
An Investment Committee member of the Town of Trophy Club who has a personal business relationship
with an organization seeking to sell an investment to the Town of Trophy Club shall file a statement
disclosing that personal business interest. An Investment Committee member who is related within the
second degree by affinity or consanguinity to an individual seeking to sell an investment to the Town of
Trophy Club shall file a statement disclosing that relationship. A statement required under this subsection
must be filed with the Texas Ethics Commission and the Town Council.
VII. SUITABLE AND AUTHORIZED INVESTMENTS
Portfolio Management
The Town of Trophy Club 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 Town of Trophy Club require that the investment be liquidated.
Investments [PFIA 2256.005(b)(4)(A)]
Trophy Club 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 Town of Trophy Club funds in any instrument or security not authorized for investment
under the Act is prohibited. The Town of Trophy Club will not be required to liquidate an investment that
becomes unauthorized subsequent to its purchase.
I.Authorized
1.Obligations of the United States of America, its agencies and instrumentalities.
2.Certificates of Deposit issued by a depository institution that has its main office or a branch office
in Texas. The certificate of deposit must be guaranteed or insured by the Federal Deposit
Insurance Corporation or its successor or the National Credit Union Share Insurance Fund or its
successor and secured by obligations in a manner and amount as provided by law. In addition,
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certificates of deposit obtained through a depository institution that has its main office or a branch
office in Texas and that contractually agrees to place the funds in federally insured depository
institutions in accordance with the conditions prescribed in Section 2256.010(b) of the Public
Funds Investment Act are authorized investments.Additionally, funds invested by the Town
through a broker that has a main office or branch office in Texas and is selected from a list
approved by the Town as required by section 2656.025of the Public Funds Investment Act or a
depository institution that has a main office or branch office in Texas and is selected by the Town
are authorized investments if the following conditions are met:
a.the broker or depository institution selected by the Town as specified above arranges
for the deposit of the funds in certificates of deposit in one or more federally insured
depository institutions, wherever located, for the account of the Town;
b.the full amount of the principal and accrued interest of each of the certificates of
deposit is insured by the United States or an instrumentality of the United States; and
c.the Town appoints a depository bank or a clearing broker registered with the
Securities and Exchange Commission Rule 15c-3 (17CFR, Section 240 15c3-3) as
custodian for the Town with respect to the certificates of deposit issued for account to
the Town.
3.Fully collateralized direct repurchase agreements with a defined termination date secured by
obligations of the United States or its agencies and instrumentalities. These shall be pledged to
the Town of Trophy Club, held in the Town of Trophy Club’s name, and deposited at the time the
investment is made with the Town of Trophy Club or with a third party selected and approved by
the Town of Trophy Club. Repurchase agreements must be purchased through a primary
government securities dealer, as defined by the Federal Reserve, or a financial institution doing
business in Texas. A Master Repurchase Agreement must be signed by the bank/dealer prior to
investment in a repurchase agreement. All repurchase agreement transactions will be on a
delivery vs. payment basis. Securities received for repurchase agreements must have a market
value greater than or equal to 102 percent at the time funds are disbursed.(Sweep Accounts
and/or Bond Proceeds)
4.No-Load Money Market Mutual funds that: 1) are registered and regulated by the Securities and
Exchange Commission and provide a prospectus and other information required by the Securities
and Exchange Act of 1934 (15 U.S.C. Section 78a) or the Investment Company Act of 1940 (15
U.S.C. Section 80a-1), 2) have a dollar weighted average stated maturity of 90 days or less, 3)
seek to maintain a net asset value of $1.00 per share, and 4) invest in securities authorized by
this investment policy.
5.Local government investment pools, which 1) meet the requirements of Chapter 2256.016 of the
Public Funds Investment Act, 2) are rated no lower than AAA or an equivalent rating by at least
one nationally recognized rating service, and 3) are authorized by resolution or ordinance by the
Town Council. In addition, a local government investment pool created to function as a money
market mutual fund must mark its portfolio to the market daily and, to the extent reasonably
possible, stabilize at $1.00 net asset value.
If an Investment in the Town’s portfolio becomes an unauthorized investment due to changes in the
Investment Policy or the Public Funds Investment Act, or an authorized investment is rated in a way that
causes it to become an unauthorized investment the investment committee of the Town shall review the
investment and determine whether it would be more prudent to hold the investment until its maturity, or to
redeem the investment.The investment committee shall consider the time remaining until maturity of the
investment, the quality of the investment, and the quality and amounts of any collateral which may be
securing the investment in determining the appropriate steps to take.(PFIA 2256.021) Additionally,
Trophy Club is not required to liquidate investments that were authorized at the time of purchase. (PFIA
2256.017)
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II.Not Authorized [PFIA 2256.009(b)(1-4)]
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.
VIII. INVESTMENT PARAMETERS
Maximum Maturities [PFIA 2256.005(b)(4)(B)]
The longer the maturity of investments, the greater their price volatility. Therefore, it is the Town of
Trophy Club’s policy to concentrate its investment portfolio in shorter-term securities in order to limit
principal risk caused by changes in interest rates.
The Town of Trophy Club attempts to match its investments with anticipated cash flow requirements. The
Town of Trophy Club will not directly invest in securities maturing more than two years from the date of
purchase; however, the above described obligations, certificates, or agreements may be collateralized
using longer dated investments.
Because no secondary market exists for repurchase agreements, the maximum maturity shall be 120
days except in the case of a flexible repurchase agreement for bond proceeds. The maximum maturity
for such an investment shall be determined in accordance with project cash flow projections and the
requirements of the governing bond ordinance.
The composite portfolio will have a weighted average maturity of 365 days or less. This dollar-weighted
average maturity will be calculated using the stated final maturity dates of each security. [PFIA
2256.005(b)(4)(C)]
Diversification [PFIA 2256.005(b)(3)]
The Town of Trophy Club recognizes that investment risks can result from issuer defaults, market price
changes or various technical complications leading to temporary illiquidity. Risk is managed 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,
•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), money market funds or overnight repurchase agreements to ensure that
appropriate liquidity is maintained in order to meet ongoing obligations.
IX. SELECTION OF BANKS AND DEALERS
Depository
At least every five years a Depository shall be selected through the Town of Trophy Club’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:
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•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 Town of Trophy Club Investment Committee (see Section XIII) shall, at least annually, review, revise,
and approve a list of qualified broker/dealers and financial institutions authorized to engage in securities
transactions with the Town of Trophy Club. 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 Town of Trophy Club’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 Town of Trophy Club’s investment policy and that reasonable procedures and controls
have been implemented to preclude investment transactions that are not authorized by the Town of
Trophy Club’s policy. [PFIA 2256.005(k-l)]
Competitive Bids
It is the policy of the Town of Trophy Club to require a minimum of two (2) quotes for all individual security
purchases and sales except for: a)transactions with no-load 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. The investment officer shall develop and maintain
procedures for ensuring competition in the investment of the Town of Trophy Club’s funds.
Delivery vs. Payment [PFIA 2256.005(b)(4)(E)]
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.
X. CUSTODIAL CREDIT RISK MANAGEMENT
Safekeeping and Custodial Agreements
The Town of Trophy Club shall contract with a bank or banks for the safekeeping of securities either
owned by the Town of Trophy Club as part of its investment portfolio or held as collateral to secure
demand or time deposits. Securities owned by the Town of Trophy Club shall be held in the Town of
Trophy Club’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 Town of Trophy Club and
pledged to the Town of Trophy Club 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 bank’s trust department, a Federal Reserve Bank or branch of a Federal Reserve Bank, a
Federal Home Loan Bank, or a third party bank approved by the Town of Trophy Club.
Collateral Policy [PFCA 2257.023]
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Consistent with the requirements of the Public Funds Collateral Act, it is the policy of the Town of Trophy
Club to require full collateralization of all Town of Trophy Club 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 Town of Trophy Club may require a
higher level of collateralization for certain investment securities. Securities pledged as collateral shall be
held by an independent third party with whom the Town of Trophy Club has a current custodial
agreement. The Investment Officer 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 Town of Trophy Club
and retained. Collateral shall be reviewed at least monthly to assure that the market value of the pledged
securities is adequate.
Collateral Defined
The Town of Trophy Club 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
•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 Town of Trophy Club by the Federal Home Loan Bank
Subject to Audit
All collateral shall be subject to inspection and audit by the Investment Officer or his/her designee,
including the Town of Trophy Club’s independent auditors.
XI. PERFORMANCE
Performance Standards
The Town of Trophy Club’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 Town of Trophy Club.
Performance Benchmark
It is the policy of the Town of Trophy Club to purchase investments with maturity dates coinciding with
cash flow needs. Through this strategy, the Town of Trophy Club shall seek to optimize interest earnings
utilizing allowable investments available on the market at that time. Market value will be calculated on a
quarterly basis on all securities owned and compared to current book value. The Town of Trophy Club’s
portfolio shall be designed with the objective of regularly meeting or exceeding the average rate of return
206 Annual Program of Services- 2017
12
on U.S. Treasury Bills at a maturity level comparable to the Town of Trophy Club’s weighted average
maturity in days.
XII. 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 principles. This summary will be prepared in a manner
that will allow the Town of Trophy Club 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.
•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 Town of Trophy Club’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 [PFIA 2256.023(d)].
Monitoring Market Value [PFIA 2256.005(b)(4)(D)]
Market value of all securities in the portfolio will be determined on a quarterly basis. These values will be
obtained from a reputable and independent source and disclosed to the governing body quarterly in a
written report.
XIII. INVESTMENT COMMITTEE
Members
An Investment Committee, consisting of the Town Manager, the Investment Officer, and the Secondary
Investment Officer, shall review the Town’s investment strategies and monitor the results of the
investment program at least quarterly. This review can be done by reviewing the quarterly written reports
and by holding committee meetings as necessary. The committee will be authorized to invite other
advisors to attend meetings as needed.
Scope
The Investment Committee shall include in its deliberations such topics as economic outlook, investment
strategies, portfolio diversification, maturity structure, potential risk to the Town’s funds, evaluation and
207Annual Program of Services- 2017
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authorization of broker/dealers, rate of return on the investment portfolio, and review of compliance with
the investment policy. The Investment Committee will also advise the Town Council of any future
amendments to the investment policy that are deemed necessary or recommended.
Procedures
The investment policy shall require the Investment Committee to provide minutes of investment
information discussed at any meetings held. The committee shall meet at least annually to discuss the
investment program and policy.
XIV. INVESTMENT POLICY ADOPTION [PFIA 2256.005(e)]
The Town of Trophy Club’s investment policy shall be adopted by resolution of the Town Council. It is the
Town of Trophy Club’s intent to comply with state laws and regulations. The Town of Trophy Club’s
investment policy shall be subject to revisions consistent with changing laws, regulations, and needs of
the Town of Trophy Club. The Town Council shall adopt a resolution stating that it has reviewed the
policy and investment strategies not less than annually, approving any changes or modifications.
208 Annual Program of Services- 2017
TOWN OF TROPHY CLUB
CASH HANDLING POLICY
CASH:
During hours of operation, coins, currency and checks will be secured in a designated locked drawer or
cash register.
When not in use all coins, currency and checks must be stored in one of three locking bank bags
assigned to each cashier and secured in the designated safe.
Each cashier will be assigned a cash till (cash drawer) for use during their scheduled shift. Cash in this
till remains the property of the Town of Trophy Club and at no time will be converted to or otherwise
allowed for personal use. There is only one cashier assigned per till. When not in use, the till must be
secured in one of the three locking bank bags assigned to each cashier.
Cash tills are provided to perform the function of cashier only. At no time will the cashier use this
till to cash checks, pay vouchers, provide petty cash, issue refunds, or any other cash related function
except to make change for cash transactions, store cash received for services/goods, and store check
payments received for same said functions.
Cash tills must be counted at the beginning of a shift and at shift end to ensure the till is at the issued
balance. EACH CASH TILL MUST ALWAYS REMAIN AT THE ISSUED BALANCE.
Cash till variances, missing tills, or theft must be reported immediately to the supervisor.
COIN PAYMENTS
Payment of Fees and Fines tendered in coins will be accepted until 10:00 a.m. each day. Payers must
anticipate a delay in crediting of payments while coin payments are triple counted for accuracy. For
coin payments tendered in currency less than a quarter ($0.25), Staff will utilize a maximum of one (1)
hour during the business day to complete the triple counting process. Payer must remain on premises
while coins are being counted. If counting cannot be completed within that one (1) hour period, the
balance of the currency will be returned to the Payer, a receipt will be issued for the partial payment,
and the Payer may return the following business day to complete the tender of payment. If payment in
full is not received or a payment in not completed until after a delinquency date, Payer will be subject
to delinquency fees as well as other fees and penalties authorized by law. A sign advising the public of
the Town’s Coin Payment Policy shall be posted to provide notice to the public.
CHECKS:
Proper identification must be requested from the presenting party. Lack of identification is proper
grounds for check refusal. Checks must be restrictively endorsed upon receipt (i.e. stamped “For
Deposit Only” upon receipt).
Checks must be made payable to the Town of Trophy Club and are to be accepted for the amount of the
purchase/transaction only. Personal checks cannot be exchanged for cash. Checks must not be post
209Annual Program of Services- 2017
dated or otherwise held for future processing. Third party checks are not permitted.
REPORTING AND DEPOSITS:
Record each transaction in designated cash receipt application or cash register immediately when
received. Payment type (cash, check, or credit card) must be indicated on each transaction. Daily
reconciliations are required for each cashier’s shift. The reconciliation for each cashier’s shift must be
completed immediately at the close of his/her shift. Each cashier will prepare a deposit slip related
to that shift’s transactions. The original deposit slip and all cash and checks related to that shift’s
receipts must be secured in one of the cashier’s bank bags and turned into the cashier’s supervisor,
or his/her designee. The remaining cashier’s designated till will be secured in a locking bank bag
assigned to the cashier. Each cashier must close out their respective transactions at the end of each
shift and balance the cash and checks to the transaction report and/or the cash register tape for the
same period. The supervisor or his/her designee will deliver all deposits related to the previous
business day to the Finance Department along with the cash receipts report and related duplicate copy
of the deposit slip.
Cash counting and/or deposit preparation must be performed out of public view. If a cashier’s cash
and checks do not balance to the transaction report for the same period, the resulting shortage or
overage must be reported immediately to the cashier’s supervisor. The cashier will secure all relevant
documents, reports, and the related cash and checks in a locking bank bag and provide such to the
supervisor or his/her designee. The supervisor will notify the Director of Finance and take the locked
bank bag to the Director of Finance or his/her designee. The Director of Finance and/or his/her
designee will verify the shortage or overage.
210 Annual Program of Services- 2017
TOWN OF TROPHY CLUB
DEBT MANAGEMENT POLICIES AND PROCEDURES
Purpose
The purpose of the Town’s Debt Management Policy is to provide the parameters for issuance and
management of debt to construct or acquire major capital assets. The policies and procedures outlined
herein are intended to comply with the Town of Trophy Club’s Mission and federal and state statutory
requirements.
Policy
Debt financing, including general obligation bonds, certificates of obligation, revenue bonds, lease/
purchase agreements or any other obligation allowed under Texas law may be used to construct or
acquire major capital assets that cannot be funded with current reserves.
• The maximum allowable debt term shall not exceed twenty-five (25) years.
• Debt shall not be issued and used to fund current operating expenditures.
• The Town shall adopt a Capital Improvement Program during each budget cycle that spans a
minimum of five (5) years. The Program shall recommend specific funding sources for each project
in year one (1) and proposed funding sources for years two (2) through five (5).
• Principal payments shall commence no later than the fifth year after a bond sale.
• The Town shall ensure full disclosure of operations to the bond rating agencies and other
depositories of financial information as required by Security and Exchange Commission (SEC)
Rule 15c2-12, specifically, the Texas Municipal Advisory Council (State Information Depository).
The Town Finance Department shall be responsible for the preparation of all disclosure documents
and releases required by Rule 15c2-12.
• The Town shall adhere to reporting requirements under Internal Revenue Code Section 148 -
Arbitrage Regulations for all tax-exempt debt issued. If an arbitrage liability is found to exist it
shall be recorded in the Town’s financial statements.
• The Town shall obtain debt ratings from a minimum of one nationally-recognized bond-rating
agency on all issues sold in public markets. The Town shall furnish required information to the
rating agency once every two years to maintain ratings on debt outstanding.
• The Town uses a competitive bidding process in the sale of bonds unless the nature of the issue
warrants a negotiated bid, or the Council in its discretion determines that a negotiated bid provides
a greater benefit to the Town. In situations where a competitive bidding process is not elected,
the Town shall present the reasons why it has elected that option, and the Town shall actively
participate with the financial advisor in the selection of the underwriter or direct purchaser.
• Staff shall explore alternatives to the issuance of debt for capital acquisitions and construction
projects. These alternatives shall include, but shall not be limited to: 1) grants in aid, 2) use of
reserves, 3) use of current revenues, 4) contributions from developers and others, 5) leases, and/
or 6) impact fees.
• Reimbursement resolutions may be used as a cash management tool for debt funded projects.
211Annual Program of Services- 2017
Reimbursement resolutions may be used for any project that has been approved in the Town’s
Capital Improvement Program and may be used for other projects if the projects are revenue
supported or funded within the departments’ operating budget.
• If the Town is considering the use a derivative product for debt management, the Town shall first
prepare an analysis of the risks and potential rewards of the product before selecting the structure.
The Town’s Bond Counsel shall opine that the Town is authorized to enter into the necessary
agreements under all existing statutes prior to the Town taking formal action to proceed.
• The Town shall consider an advance or current refunding of outstanding debt only if present
value savings over the economic life of the debt exceeds 2.5%, unless a debt restructuring or bond
covenant revisions are necessary.
• The Town’s interest and sinking (I&S) tax rate shall at no point exceed $0.20 per $100 valuation.
• The Town’s ratio of net debt (total outstanding tax-supported debt less debt service fund balance)
to total taxable assessed valuation shall not exceed 3.5% (excluding overlapping debt). All bond
issuance shall be structured to maintain a debt-to-assessed ratio of 3.5% or less.
• The ratio of debt service expenditures to total expenditures (General Fund operating expenditures
and debt service combined) shall not exceed 35%.
• Prior to any debt issuance, the Finance Department shall analyze the impact on the current tax-
supported debt before issuing any additional debt. This analysis shall include the current and
projected debt-to-assessed and debt-to-total ratios as well as any other applicable analysis.
• The Town recognizes that it is of the utmost importance that elected and appointed Town officials,
and all others associated with the issuance of Town debt, not only avoid the reality of a conflict of
interest, but the appearance thereof as well. Town officials shall conduct themselves in a fashion
consistent with the best interests of the Town and taxpayers. Elected and appointed Town officials
shall avoid even the appearance of linkages between politics and public finance that can erode the
confidence of citizens. This includes avoiding gratuities and political contributions of more than
nominal value from service providers, and the disclosure of all possible conflicts of interest shall
be provided in writing and filed with the Town Secretary and the Finance Department.
212 Annual Program of Services- 2017
Town of Trophy Club, Texas
Fund Balance Policy
Purpose
The purpose of this policy is to establish a key element of the financial stability of the
Town by setting guidelines for fund balance. Unassigned fund balance is an important
measure of economic stability. It is essential that the Town maintain adequate levels of
unassigned fund balance to mitigate financial risk that can occur from unforeseen
revenue fluctuations, unanticipated expenditures, and similar circumstances. The fund
balance also provides cash flow liquidity for the Town’s general operations.
Definitions
Fund Equity–A fund’s equity is generally the difference between its assets and its
liabilities.
Fund Balance–An accounting distinction is made between the portions of fund equity
that spendable and nonspendable. These are broken up into five categories:
1.Nonspendable fund balance – includes amounts that are not in a spendable form
or are required to be maintained intact. Examples are inventory or permanent
funds.
2.Restricted fund balance – includes amounts that can be spent only for the specific
purposes stipulated by external resource providers either constitutionally or
through enabling legislation. Examples include grants and child safety fees.
3.Committed fund balance – includes amounts that can be used only for the
specific purposes determined by a formal action of the government’s highest level
of decision-making authority. Commitments may be changed or lifted only by the
government taking the same formal action that imposed the constraint originally.
4.Assigned fund balance – comprises amounts intended to be used by the
government for specific purposes. Intent can be expressed by the governing body
or by an official or body to which the governing body delegates the authority. In
governmental funds other than the general fund, assigned fund balance
represents the amount that is not restricted or committed. This indicates that
resources in other governmental funds are, at a minimum, intended to be used
for the purpose of that fund.
5.Unassigned fund balance – is the residual classification of the general fund and
includes all amounts not contained in other classifications. Unassigned amounts
are technically available for any purpose.
Working Capital - A proprietary fund’s working capital is generally the difference
between its current assets and its current liabilities; it is the amount available to meet
near term obligations.
213Annual Program of Services- 2017
Policy
Committed Fund Balance
The Town Council is the Town’s highest level of decision-making authority and
the formal action that is required to be taken to establish, modify, or rescind a
fund balance commitment is a resolution approved by the Council at the Town’s
Council meeting.
The resolution must either be approved or rescinded, as applicable, prior to the
last day of the fiscal year for which the commitment is made. The amount subject
to the constraint may be determined in the subsequent period.
Assigned Fund Balance
The Town Council has authorized the Town’s Financial Director as the official
authorized to assign fund balance to a specific purpose as approved by this fund
balance policy.
Minimum Unassigned Fund Balance
It is the goal of the Town to achieve and maintain an unassigned fund balance in
the general fund equal to 30% of expenditures. The Town considers a balance of
less than 15% to be cause for concern, barring unusual or deliberate
circumstances.
If unassigned fund balance falls below the Town’s desired goal, the Town will
assess the severity of the issue and based on council direction will proceed with
the following actions. Finance will review all assigned, committed, and reserved
fund balances if feasible council/authorized official may convert these funds to
unassigned. If this is not an option, council/authorized official will look to
generate excess reserves to replenish these unassigned funds to maintain
compliance with this policy. If the Town is unable to become compliant in the
current year, the Town will look to replenish unreserved fund balance in the next
budget cycle.
Order of Expenditure of Funds
When multiple categories of fund balance are available for expenditure (for
example, a construction project is being funded partly by a grant, funds set aside
by the Town Council, and unassigned fund balance), the Town will start with the
most restricted category and spend those funds first before moving down to the
next category with available funds.
214 Annual Program of Services- 2017
Proprietary Funds
It is the goal of the Town to achieve and maintain a working capital balance in
proprietary funds of at least 180 days of operating expenses. The Town considers
a working capital balance of less than 90 days of operating expenses to be cause
for concern, barring unusual of deliberate circumstances.
215Annual Program of Services- 2017
TOWN OF TROPHY CLUB
FLEET REPLACEMENT POLICY
General Policy
It is the policy of the Town of Trophy Club to provide staff with the tools needed to do the job in a
professional, competent, and safe manner. Among the biggest “tools” in accomplishing the task are
motor vehicles. In addition, these items are a very substantial financial investment and need to be
handled in the most economic manner to the Town, both in their operation and in maximizing their
disposal value.
Each vehicle has a number of “lives”. Vehicles have a service life, which is the amount of time a
vehicle is capable of rendering service. Vehicles have a technological life, which is the amount of
time a vehicle is capable of rendering service. Vehicles have a technological life, which represents the
relative productivity decline of the unit as compared to newer models. Most important, a vehicle has
an economic life, which is the length of time the average total vehicles cost is at a minimum. The unit
expenses and costs should be considered in determining fleet replacement recommendations; the
following is a list of those expenses/costs:
1. Fuel Costs
2. Operation Costs
3. Maintenance Costs, to include parts availability
4. Downtime
5. Technological Obsolescence
6. Condition
7. Safety
The realities of the budget process, monetary restrictions, and administrative policies will limit the
replacement that can be made each year, and that priorities must be set to determine which vehicles to
replace with available funds. The purpose of this policy is to set forth an outline for user departments,
in cooperation with the Finance Department to establish these priorities for recommendation to
management.
Equipment Replacement Evaluation and Criteria
Vehicles will be evaluated by four criteria: age, mileage, operation & maintenance cost, condition
of body, and mechanical components. A baseline is set for each criterion and points are assigned,
depending on how the item’s data compares to the base standard. The ratings are low, base (equal to
the standard), high and extreme. Points are assigned as follows: 1-low, 2-base, 3-high, and 4-extreme.
Any point total equaling or exceeding eleven (11) indicates that the vehicle should be recommended
for replacement. The point total is used to rank its replacement priority, and the larger the number the
higher the replacement priority will be. A priority ranking will be developed for the entire fleet by class
of vehicle regardless of departmental assignment.
Priority ranking is intended to serve as a guide and should be considered along with manager
recommendation. Special circumstances might present themselves such that a vehicle may not meet
the criteria for recommendation to replace, but due to circumstances not captured in the policy a
department head may recommend to replace early. Or on the contrary, a vehicle may meet the criteria
for replacement but the manager might recommend delaying replacement because they feel the
216 Annual Program of Services- 2017
vehicle can still be of use with little maintenance costs.
The following is a brief explanation of the rating criteria:
Age: based on the experience in the class of equipment and industry standards as recommended by
the Government Services Administration, State standards, other cities, etc., and intended to reflect the
least cost and highest resale value to the Town.
Mileage/Hours: based on the experience in the class of equipment and industry standards as
recommended by the Government Services Administration, State standards, other cities, etc., and
intended to reflect the least cost and highest resale value to the Town.
Maintenance Cost: The base cost will be a total of maintenance and repair costs as a percentage of
the original purchase price. Accident and warranty repairs are not to be included in this total.
Condition: a physical evaluation made for each vehicle that meets or exceeds the base standards
for age, mileage, and maintenance costs. The criteria would be an assignment of a repair cost as a
percentage of the book value of the vehicle. Vehicle history, such as accidents would also be considered
at this point.
Comments and Other Considerations: This is where the Department Manager can comment
on vehicle history, costs, technological changes, safety items, etc. that should be considered in the
evaluation
217Annual Program of Services- 2017
Replacement Parameters
Age
Condition Points
Below base replacement age 0
< 1 year over base 1
1-2 years over base 2
3-4 years over base 3
4+ years over base 4
Mileage
Condition Points
Below base replacement mileage 0
Base + < 10,000 miles (600 hours) 1
Base + 10,000-20,000 miles (600-1,200 hours) 2
Base + 20,000 miles (+1,200 hours) 3
Maintenance Cost
Condition Points
< 5% of the purchase cost 1
5% to 12% of purchase cost 2
13% to 25% of purchase cost 3
> then 25% of purchase cost 4
Condition Evaluation
Condition Points
Repair cost <6% of the book value 2
Repair cost 6% to 18% of book value 3
Repair cost >18% of replacement 4
Equipment Replacement Base Criteria
Item Age Mileage/Hours
Truck (non-diesel) 5 80,000
Truck (diesel) 7 90,000
Ambulance 7 75,000/7,500
Police Vehicle 3 60,000
Police Administrative Vehicle 5 80,000
218 Annual Program of Services- 2017
Vehicle/Equipment Evaluation Summary Report
Item #:__________________________ Evaluation/Report Date:________________
Department Assignment: _________________________________________________
Year:________________ Make:_____________________ Model:________________
Description/Use:_______________________________________________________
Summary Values
Age ________________ Base Age from Policy _________________ Points: ________
Mileage_____________ Base Mileage________________________ Points: ________
Purchase Cost: _______________ Total M&R: _________________ Points: ________
Book Value: ______________ Est Repair Cost:_________________ Points: _________
Total Points
Comments and other considerations: ____________________________________________
____________
219Annual Program of Services- 2017
The Annual Program of Services contains
specialized and technical terminology that is
unique to public finance and budgeting. To assist
the reader of this document in understanding
these terms, a budget glossary has been included
in this document.
Accrual Basis: A basis of accounting under
which transactions are recognized when they
occur, regardless of the timing of related cash
flows. 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.
Adjusted Tax Roll: Calculated by adding the
properties under protest to the July Certified
Tax Roll, less the sum of the tax ceiling, annexed
properties, and new improvements.
Ad Valorem Taxes (Current): All property,
real, personal, tangible, intangible, annexations,
additions, and improvements to property located
within the taxing unit’s jurisdiction, which are
subject to taxation on January 1 of the current
fiscal year. Each year, by ordinance, the Town
Council exempts taxes on automobiles and other
items from the tax levy. Following the final passage
of the appropriation ordinance, Town Council sets
the tax rate and levy for the fiscal year beginning
October 1 and continuing through the following
September 30.
Ad Valorem Taxes (Delinquent): All taxes
are due on receipt of bill and are delinquent if not
paid before February 1 of the fiscal year in which
they are imposed, except when the taxing unit
postpones the delinquency date due to late mailing
of tax bills or successful rollback elections.
Ad Valorem Taxes (Penalty and Interest):
A delinquent tax incurs a penalty of six percent
(6%) of the amount of the tax for the first calendar
month it is delinquent, plus one percent (1%) for
each additional month or portion of the month
the tax remains unpaid prior to July 1 of the year
in which it becomes delinquent. However, the
delinquent tax on July 1 incurs a total penalty
of twelve percent (12%) of the amount of the
delinquent tax without regard to the number of
months the tax has been delinquent.
Appropriation: A legal authorization granted
by a governing body to make expenditures and to
incur obligations for specific purposes.
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.)
Assigned Fund Balance – comprises amounts
intended to be used by the government for
specific purposes. Intent can be expressed by the
governing body or by an official or body to which
the governing body delegates the authority. In
governmental funds other than the general fund,
assigned fund balance represents the amount that
is not restricted or committed. This indicates that
resources in other governmental funds are, at a
minimum, intended to be used for the purpose of
that fund.
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.
Balanced Budget: funding current expenditures
with current resources.
Bond: A written promise to pay a sum of money
on a specific date at a specified interest rate. The
interest payments and the repayment of the
principal are detailed in a bond ordinance. The
most common types of bonds are general obligation
and revenue bonds. These are most frequently
used for construction of large capital projects, such
as buildings, streets and bridges.
Budget: A plan of financial operation embodying
an estimate of proposed expenditures for a given
period and the proposed means of financing them.
Used without any modifier, the term usually
GLOSSARY
220 Annual Program of Services- 2017
indicates a financial plan for a single fiscal year.
The term “budget” is used in two senses in practice.
Sometimes it designates the financial plan
presented to the governing body for adoption and
sometimes the financial plan finally approved by
that body. It is usually necessary to specify whether
the budget under consideration is preliminary and
tentative or whether it has been approved by the
governing body.
Budget Amendment: A legal procedure utilized
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 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
operational authority to present a comprehensive
financial program to the Town Council.
Budget Message: The opening section of the
budget which 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.
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, equipment, furniture, machinery,
building improvements, and special tools.
Capital Improvements: A permanent addition
to the Town’s assets, including the design and
construction of buildings or facilities, streets
and drainage infrastructure, and the permanent
structures.
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.
Certificates of Obligation: are a financing
mechanism a city may use to pay a contractual
obligation incurred in: (1) a construction contract;
(2) the purchase of materials, supplies, equipment,
machinery, buildings, land, and rights-of-way for
authorized needs and purposes; or (3) the payment
of professional services, including services provided
by tax appraisers, engineers, architects, attorneys,
map makers, auditors, financial advisors, and fiscal
agents.
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.
Committed Fund Balance: the specific
purposes determined by a formal action of the
government’s highest level of decision-making
authority. Commitments may be changed or lifted
only by the government taking the same formal
action that imposed the constraint originally.
Cost: (1) The amount of money or other
consideration exchanged for property or services.
(2) Expense.
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.
Deficit: (1) The excess of the liabilities of a fund
over its assets. (2) The excess of expenditures over
revenues during an accounting period; or, in the
case of proprietary funds, the excess of expense
over income during an accounting period.
Delinquent Taxes: Taxes that remain unpaid
on and after the date on which a penalty for non-
payment is attached.
221Annual Program of Services- 2017
Department: An organizational unit which
has the responsibility of providing programs,
activities, and functions in a related field.
Depreciation: The process of estimating and
recording the lost usefulness, expired useful life
or diminution of service from a capital asset that
cannot or will not be restored by repair and will
be replaced. The cost of the capital 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.
Division: An administrative segment of the
Town, which indicates management responsibility
for an operation or a group of related activities
within a functional area. Divisions are the basic
units of the budget upon which departments are
composed.
Encumbrances: Commitments related to
unperformed (executory) contracts for goods or
services.
Expenditure: This term refers to the outflow of
funds paid or to be paid for an asset obtained or
goods and services obtained regardless of when
the expense is actually paid. This term applies
to governmental funds. Note: An encumbrance
is not an expenditure. An encumbrance reserves
funds to be expended.
Expenses: Charges incurred (whether
paid immediately or unpaid) for operation,
maintenance, interest and other charges. Expenses
are used for government wide financial statements
and proprietary funds.
Fiscal Year: The time period designated by the
Town signifying the beginning and ending period
for recording financial transactions. The Town of
Trophy Club has specified October 1 to September
30 as its fiscal year.
Fixed Assets: Assets of a long-term character
which are intended to continue to be held or used,
such as land, buildings, and improvements other
than buildings, machinery, 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.)
Franchise Fee: This is a charge paid for the use
of Town streets and public right of way and is in
lieu of all other municipal charges, fees, street
rentals, pipe taxes or rentals, easement or other
like franchise fees, inspections, fees, and /or
charges of every kind except only Ad Valorem and
special assessment taxes for public improvements
(i.e., gas, telephone and cable TV).
Full-Time Equivalent (FTE): A unit of measure
based on the number of hours that an employee
works during the fiscal year. One FTE is equal to
2080 hours (2920 for 24 hour shift personnel).
Function: A group of related activities aimed
at accomplishing a major service or regulatory
program for which a government is responsible.
Fund: An accounting entity that has a set of self-
balancing accounts and that records all financial
transactions for specific activities of government
functions.
Fund Balance: Fund balance is the excess of
assets over liabilities and is, therefore, also known
as surplus funds.
General Fund: The fund used to account for all
financial resources except those required to be
accounted for in another fund.
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 Debt
Service Fund, and these bonds are backed by the
full faith and credit of the issuing government.
Generally Accepted Accounting Principles (GAAP): Uniform standards of and guidelines
to financial accounting and reporting. They
govern the form and content of the basic financial
statements of an entity. They encompass the
conventions, rules, and procedures necessary to
define accepted accounting practice at a particular
time. They include not only broad guidelines of
general application, but also detailed practices and
procedures. They provide a standard by which to
measure financial presentations.
Governmental Funds: Those funds through
which most governmental functions typically
are financed. The acquisition, use and financial
resources and the related current liabilities
are accounted for through governmental funds
(General, Special Revenue, and General Debt
Service).
222 Annual Program of Services- 2017
Grants: Contributions or gifts of cash or other
assets from another government to be used or
expended for a specified purpose, activity, or
facility.
Income: A term used in proprietary fun type
accounting to represents (1) revenues or (2) the
excess of revenues over expenses.
Interfund Transfers: Amounts transferred
from one fund to another to recover the charge for
administrative services.
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.
Investments: Securities and real estate held for
the production of revenues in the form of interest,
dividends, rentals or lease payments.
Levy: (Verb) To impose taxes, special assessments
or service charges for the support of governmental
activities. (Noun) The total amount of taxes,
special assessments or service charges imposed by
a government.
Long-Term Debt: Debt with a maturity of more
than one year after the date of issuance.
Mixed Beverage Tax: A tax imposed on the gross
receipts of a Licensee for the sale, preparation or
service of mixed beverages or from the sale of ice
or non-alcoholic beverages and consumed on the
premised of the permittee.
Modified Accrual Basis: The accrual basis
of accounting adapted to the governmental
fund type spending measurement focus. Under
it, revenues are recognized when they become
both “measurable” and “available to finance
expenditures of the current period.” Expenditures
are recognized when the related fund liability is
incurred except for (1) inventories of materials and
supplies which may be considered expenditures
either when purchased or when used; (2) prepaid
insurance and similar items which need not be
reported; (3) accumulated unpaid vacation, sick
pay and other employee benefit amounts which
need not be recognized in the current period,
but for which larger-than-normal accumulations
must be disclosed in the notes to the financial
statements; (4) interest on special assessment
indebtedness which may be recorded when due
rather than accrued, if approximately offset by
interest earnings on special assessment levies; (5)
principal and interest on long-term debt which are
generally recognized when due.
Nonspendable Fund Balance: includes
amounts that are not in a spendable form or are
required to be maintained intact. Examples are
inventory or permanent funds.
Operating Budget: Plan of current expenditures
and the proposed means of financing them.
The annual operating budget (or, in the case of
some state governments, the biennial operating
budget) is the primary means by which most of
the financing acquisition, spending, and service
delivery activities of a government are controlled.
The use of annual operating budgets is usually
required by law. Even where not required by law,
however, annual operating budgets are essential
to sound financial management and should be
adopted by every government.
Operating Expenses: Fund expenses which
are directly related to the fund’s primary service
activities.
Operating Income: The excess of fund operating
revenues over operating expenses.
Operating Revenues: Fund revenues, which
are directly related to the fund’s primary service
activities. They consist primarily of use charges
for services.
Ordinance: A formal legislative enactment by
the governing board of a municipality. If it is not
in conflict with any higher form of law, such as a
state statute or constitutional provision, it has the
full force and effect of law within the boundaries of
the municipality to which it applies. The difference
between an ordinance and a resolution is that the
latter requires less legal formality and has a lower
legal status. Ordinarily, the statutes or charter will
specify or imply those legislative actions, which
must be by ordinance and those which may be
by resolution. Revenue raising measures, such as
the imposition of taxes, special assessments and
service charges, universally require ordinances.
Other Financing Sources: Governmental
fund general long-term debt proceeds, operating
transfers out, and material proceeds of fixed
asset dispositions. Such amounts are classified
separately from revenues.
223Annual Program of Services- 2017
Overlapping Debt: The proportionate share of
the debts of local governments located wholly or in
part within the limits of the reporting government,
which must be borne by property within each
government.
Performance Measures: Specific quantitative
and qualitative measures of work performed as an
objective of the department.
Workload Measures: Workload measures
should reflect how well a program is performing
its activities to meet the needs of the public and the
organization. They should measure productivity,
effectiveness, efficiency or the impact of a service
provided. While activity measures indicate
“how much” activity the division/department is
performing, workload measures identify “how
well” the division/department is performing.
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.
Program Description: Describes the nature of
service delivery provided at this level of funding.
It clearly explains how service delivery will be
different from the prior budget year.
Program Goals: Program goals describe the
purpose or benefit the division/department plans
to provide to the community and/or organizations
it serves. Goals identify the end result the division/
department desires to achieve with its activities,
but goals are often ongoing and may not be
achieved in one year.
Property Tax: Property taxes are levied on
both real and personal property according to the
property’s valuation and the tax rate.
Property Under Protest: Properties whose
owners have filed an appraisal protest. These values
are separated because their value is unknown until
a ruling is given on the protest.
Proprietary Fund: A fund established to account
for operations (a) that are financed and operated
in a manner similar to private business enterprises
– where the intent of the governing body is that
the costs (expenses, including depreciation) for
providing goods or services to the general public
on a continuing basis be financed or recovered
primarily through user charges; or (b) where
the governing body has decided that periodic
determination of revenues earned, expenses
incurred, and/or net income is appropriate
for capital maintenance, public policy,
management control, accountability, or
other purposes.
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.
Restricted Fund Balance: includes
amounts that can be spent only for the
specific purposes stipulated by external
resource providers either constitutionally
or through enabling legislation. Examples
include grants and child safety fees.
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.
Revenues: (1) Increases in governmental
fund type net current assets from other
than expenditure refunds and residual
equity transfers. Under NCGA Statement
1, general long-term debt proceeds and
operating transfers in are classified as
“other financing sources” rather than
revenues. (2) Increases in proprietary
fund type net total assets from other than
expense refunds, capital contributions and
residual equity transfers. Under NCGA
Statement 1, operating transfers in are
classified separately from revenues.
Sales Tax: A general “sales tax” is
levied on persons and businesses selling
merchandise or services in the town limits
on a retail basis. The categories for taxation
are defined by state law. Money collected
under authorization of this tax is for the use
and benefit of the Town; however, no town
may pledge anticipated revenues from this
source to secure the payment of funds or
other indebtedness.
224 Annual Program of Services- 2017
Tax Ceiling: is the amount you pay in the year
that you qualified for the age 65 or older or disabled
person exemption. The taxes on your home may go
below the ceiling but not above the amount of the
ceiling.
Tax Rate: The amount of tax stated in terms
of a unit of the tax base; for example, $.50 per
$100 (one hundred dollars) assessed valuation of
property.
Tax Roll: The official list showing the amount
of taxes levied against each taxpayer or property.
Frequently, the tax roll and the assessment roll are
combined, but even in these cases the two can be
distinguished.
Taxes: Compulsory charges levied by a government
for the purpose of financing services performed for
the common benefit. This term does not include
specific charges made against particular persons
or property for current or permanent benefits such
as special assessments. Neither does the term
include charges for services rendered only to those
paying such charges as, for example, sewer service
charges.
Unassigned Fund Balance: is the residual
classification of the general fund and includes all
amounts not contained in other classifications.
Unassigned amounts are technically available for
any purpose.
Working Capital: Budgeted working capital is
calculated as a fund’s current assets less current
liabilities and outstanding encumbrances.
ACH - Automated Clearing House
ARB - Appraisal Review Board
AV - Ad Valorem
CAFR - Comprehensive Annual Financial Report
CCPD – Crime Control Prevention District
CIP - Capital Improvement Program
CPR - Cardiopulmonary Resuscitation
CO – Certificates of Obligation
CY - Current Year
DFW – Dallas and Fort Worth
DWI – Driving While Intoxicated
EDC – Economic Development Corporation
E.g. - for example (from the Latin exempli
gratia)
EMS – Emergency Medical Service
ERU - Equivalent Residential Unit
FMLA – Family Medical Leave Act
FNI - Freese and Nichols Inc.
FTE – Full-Time Equivalent
FY - Fiscal Year
GAAP - Generally Accepted Accounting
Principals
GASB - Governmental Accounting Standers
Board
ACRONYMS
225Annual Program of Services- 2017
GFOA – Government Finance Officers
Association of the United States and Canada
GIS - Geographic Information Systems
GO – General Obligation
HD - High Definition
HR - Human Resources
HRA - Health Reimbursement Account
HSA – Health Savings Account
HR – Human Resources
HUBs - Historically Under Represented
Businesses
I.e. - in other words or that is (from the Latin id
est)
I & S – Interest and Sinking
LGIPs - Local Government Investment Pools
M & O - Maintenance and Operation
MUD – Municipal Utility District
NIC - Net Interest Costs
NEFDA - Northeast Fire Department Association
NISD – Northwest Independent School District
ORR - Open Records Request
P & I – Principal and Interest
P & Z – Planning and Zoning
PID – Public Improvement District
PIFA - Public Funds Investment Act
PIO - Public Information Officer
PPACA - Patient Protection & Affordable Care
Act
PPO - Preferred Provider Organization
PVR - Personal Video Recorder
PY - Prior Year
RFB - Request for Bid
RFP - Request for Proposal
RFQ - Request for Quote
RMS - Records Management Systems
SGR – Strategic Government Resources Inc.
SOP - Standard Operating Procedure
TC - Trophy Club
TCP - Trophy Club Park
TIC - True Interest Costs
TIF – Tax Incremental Finance
TIRZ #1 - Tax increment Reinvestment Zone #1
TML – Texas Municipal League
TML IEBP – Texas Municipal League
Intergovernmental Employee Benefits Pool
ZBA – Zoning Board of Adjustment
100 Municipal Drive,
Trophy Club, Texas sglickman@trophyclub.org
www.TrophyClub.org
682 831 4600