FY 2027 Proposed Budget

CITY OF BELTON, TEXAS ANNUAL BUDGET

FISCAL YEAR 2027

OCTOBER 1, 2026 – SEPTEMBER 30, 2027

PROPOSED ON AUGUST 11, 2026

THE MAYOR AND CITY COUNCIL

DavidK.Leigh

JohnR.HolmesSr.

DaveCovington

CraigPearson

DanielBucher

LukePotts

StephanieO’Banion

SamA.Listi

CityManager

Mayor

MayorProTem

Councilmember

Councilmember

Councilmember

Councilmember

Councilmember

This budget will raise more total property taxes than last year’s budget by $1,194,804 or 9.13%, and of that amount $286,488 is tax revenue to be raised from new property added to the tax roll this year.

CITY OF BELTON, TEXAS FY 2027 ANNUAL BUDGET

PREPARED BY

William Michael Rodgers, CPA

Amanda Cox, CGFO Director of Finance Assistant Director of Finance

Christina Sparks, CGFO Senior Accountant

CITY OFFICIALS

Sam A. Listi

City Manager

Matthew Bates Assistant City Manager

John Messer City Attorney

Amy Casey City Clerk

Larry Berg Police Chief

Jonathon Fontenot Fire Chief

Michael Rodgers

Amanda Hairston

Robert Van Til

Megan Odiorne

Chris Brown

Scott Hodde

James Grant

Cynthia Hernandez

Director of Finance

Director of Library

Director of Planning

Director of Human Resources

Director of Information Technology

Director of Public Works

Director of Parks & Recreation

Executive Director of Economic Development Visitus@www.beltontexas.gov

Introduction to the Budget Document

This budget is intended to give the reader a comprehensive overview of funding for the City’s day-to-day operations,scheduledcapitalimprovementexpenditures,andprincipalandinterestpaymentsfortheCity’s outstanding long-term debt. The first three sections, the Budget Overview, Strategic Goals, and Budget Summaries, provide an overview of the City’s strategic planning efforts and how this budget is developed to provide high quality services. Operating expenditures are provided for each department to give the reader aclearidea of howresourcesareallocatedacrosstheCity’svariousprograms. Thefollowingicons have been created to graphically depict the City Council’s six strategic pillars consistently throughout the document and to clearly demonstrate how the budget is founded upon those goals.

Budget Overview and Summary Information

Budget Overview

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

Strategic Goals

The City Council has identified six strategic pillars based upon the long-range vision for the City of Belton. Thesestrategicpillarsandassociatedgoalsserveasthefoundationforallbudgetdecisions. Departmental goals and initiatives are linked to these organization-wide, strategic goals and initiatives.

Budget Summaries

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

Operating Budgets

General Fund Overview

ThissectiondescribesandanalyzestheGeneralFundusingacombinationofnarrative,tables,andgraphs to highlight key aspects of the budget including revenues, expenditures, and fund balance. A brief description is given of the sources, trends and assumptions made for major revenues. Expenditure information is detailed by division, category and account.

General Fund

This section provides strategic, operational, performance, and budgetary information for each of the city’s divisions within the General Fund. Each division’s operating budget includes a description of the division; goals andinitiatives that will be accomplishedduring the fiscalyear with theirrelationship to the overallcity goals; workload and performance measures; significant changes for the upcoming budget year; and a personnel summary. Expenditure budgets for each division are detailed by account.

Debt Service Fund

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

Operating Budgets for Other Funds

TheoperatingbudgetsfortheotherfundsofthecityarepresentedinamannersimilartotheGeneralFund. The overview page includes a description of the fund along with a fund balance history. Revenue and expenditure/expense budgets are detailed by account. Additional summaries are presented for the Water & Sewer Fund.

Strategic Plan 2027 - 2031

This section presents the City of Belton Strategic Plan. The strategic plan provides insight into the future needs and goals of the City of Belton and how those needs and goals can be met. As part of the strategic plan, City Council identified six Pillars of Emphasis to guide the strategic planning process. Each pillar is graphically depicted within the budget to show how each pillar is addressed in the budget.

Capital ImprovementsProgram 2027 - 2031

This section presents the city’s plan for development for Fiscal Years 2027 - 2031. Components of this section include:

 An overview of the Capital Improvements Program;

 A narrative summary of projects;

 Afive-yearplandetailingexpectedprojectexpenditures,potentialsourcesoffunding,andpossible future impacts on operating budgets resulting from additional O & M expenditures;

 A summary of unobligated fund balances in capital projects funds.

Belton Economic Development Corporation

The operating budget for the Belton Economic Development Corporation is presented in a similar fashion to the General Fund. The overview page includes a description of the fund followed by a fund balance history. Goals, initiatives, and significant changes to the budget along with workload measures and performance measures are highlighted in the mission statement. Revenue and expenditure budgets are detailed by account.

Appendix

Thissectioncontainssupportinginformation,suchasachartofaccounts,aglossary,alistingofacronyms, and ordinances relating to the adoption of this budget and the property tax rate.

August 11, 2026

CityofBelton

Founded 1850

TO THE HONORABLE MAYOR, CITY COUNCIL, AND CITIZENS OF BELTON:

We are pleased to present the FY 2027 Proposed Annual Budget for the fiscal year that begins on October 1, 2026. This document represents the city’s financial plan and operations guide for the next fiscal year. It identifies issues confronting the community and provides a planforservingourconstituents. Adiscussionaboutthe city’svision and long-term strategic plan is also included. It takes a combined effort by City Council, management,andstafftoallocateanddeploythecity’sresourcestomeettheestablished goalswhilealsomaintainingsoundfinancialpolicies. Wewillworkdiligentlytoadminister thisbudgetinamannerthatprovidesexceptionalservice totheresidentsofBelton. This message discusses the major issues, initiatives, and assumptions addressed in the budget.

FY 2027 BUDGET OVERVIEW

The FY 2027 Proposed Annual Budget includes total resources of $55,938,180 and expenditures of $52,866,100, including transfers and planned use of fund balance. For perspective, the originally adopted budget for FY 2026 contained resources of $52,873,690 and expenditures of $47,915,770.

The priority for any budget is maintaining adequate municipal service levels to deliver a high quality of life to our constituents. Budget development for FY 2027, however, has been particularly challenging as the City of Belton faces significant financial and legislative challenges now and in the future. The total value of properties located within the city has increased by only 1.5% due to rising housing inventories and elevated mortgage rates. Modest property value growth makes it more difficult to generate sufficient revenue for operations. Compounding the problem,a jumpin health insurance premiums and pay adjustments for employees will elevate personnel costs in FY 2027. Forthcoming negotiations with the police and firefighter associations may push wages, benefits,andequipmentexpendituresupwards. TheamountschargedbyBellCountyfor dispatch services, jail operations, and animal control activities are expected to rise as well.

As the Texas Legislature will meet again in 2027, the constant emphasis on dismantling local control and limiting a city’s ability to increase property taxes is likely. The false premisethatalllocalgovernmentscanbecontrolledthrough“onesizefitsall”restrictions is concerning. Troubling legislation could include voter approval of any budget and property tax rate increase, restrictions on debt issuance, and unfunded mandates for training and other expenditures.

Considering the hurdles we face, the elimination and reduction of services must be considered. HOMEgrantparticipationandmowingofState-ownedrightofwayhasbeen eliminated. The Sparta shared use path project will be deferred. There are one-time expenditurecutsinsomedivisions. NonewpersonnelwillbeaddedinFY2027. Property tax and utility rate increases are proposed.

CoreBudget Principles

The budget revolves around several core principles that have been established by the City Council. These philosophies provide guidance for the development of the annual budget.

CORE PRINCIPLE: STRATEGIC PLAN IMPLEMENTATION

TheStrategicPlanistheCityofBelton’sprimaryplanningdocument. Itoutlinesthevision and goals for the long term. There are six strategic pillars: connectivity, economic/business development, quality of life, infrastructure and public facilities, engagement, and public safety. The Strategic Plan focuses on the vision of being the “Community of Choice in Central Texas, Providing an Exceptional Quality of Life.”

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

CORE PRINCIPLE: BALANCED BUDGET

Property values have increased by only 1.5% percent this year. That is contrary to the eleven percent average increase over the last five years. Consequently, a property tax rate increase isnecessary to generate sufficient funds for operations. Fortunately, sales tax revenue is expected to grow by five percent over FY 2026. On the expenditure side, atwentypercent jumpin health insurancepremiumsandpay adjustmentsforemployees will elevate personnel costs even though no new full-time positions are being added. Other expenditures have been reduced, when feasible, to limit tax and utility rate increases. Funding forfuture capital projects will continue, however, using money from the City of Belton Tax Increment Reinvestment Zone #1.

The FY 2027 budget strives to meet the demands that are created by a growing population. Investment in infrastructure remains a priority. A desire to maintain service levels while remaining fiscally conservative served as the basis for this budget. The issues impacting achievement of this goal include:

 Serving citizens’ needs

 Developing a sustainable annual budget

 Adopting an adequate property tax rate

 Responsiblymanagingutilityratesandfeestofundimportantcapitalprojects

 Assessing staff workload, personnel, and compensation

 Recognizing available funding limitations

 Seeking supplementalfunding through grants.

In addition to strategic long-range planning, the day-to-day government operations must continue. These tasks include maintaining city streets, repairing utility lines, delivering police and fire services, maintaining park spaces, and providing library and development services. These operational duties must be performed within the constraints of limited resources. The city has adopted financial and budget policies that reinforce the principle that we must live within our means.

The city also seeks grant opportunities whenever possible to fund major capital projects. Grantfundingallowsthescopeofprojectstoextendbeyondthatwhichmaybeachievable by the city alone. Efficiencies are gained when the work and cost can be shared among agencies. Examples include Federal Highway Administration grants for sidewalks along East 6th Avenue and Federal Community Project Fund grant to replace and relocate the East Central Avenue/Spring Street bridge.

The city implemented a capital equipment replacement plan to provide for the replacementof vehiclesandequipmentbaseduponmileage,age, ormaintenancecosts. Money issetaside each yearto ensure sufficient funding exists when theassets need to be replaced in the future.

CORE PRINCIPLE: COMMUNITY INVESTMENT

A strong, thriving community requires continual investment in its people, facilities, and infrastructuretodeliveranexceptionalqualityoflife. AsanimportantgoalintheStrategic Plan, the City of Belton implemented a street maintenance plan with the desire to sustainably fund it. The plan will elevate the quality of streets and create long-term savingsthroughthesystematicuseofpreventivemaintenance. Thecostofmaintenance and other corrective actions each year are analyzed and included in the annual budget. Street maintenance funding reaches $1,155,000 in FY 2027.

The City of Belton also implemented a five-year Capital Improvements Program (CIP). By identifying potential capital projects today, funds can be accumulated over time to meet future demand. The CIP includesananalysis of the timing ofexpendituresand the various sources of funding that may be available. The impact upon future operating budgets is also considered.

To be a “quality of life” city, a municipality must provide ample opportunities for residents and visitors to retreat from the rigors of daily life by enjoying the outdoors. The City of Beltonaddressed thisby creatingaParks and Recreation StrategicMasterPlantoguide thedevelopmentofparksandrecreationamenitieswithinthecity. Theplanwasupdated in FY 2026, and several park improvements and additions have been incorporated into the CIP for fiscal years2027 to 2031.

GENERAL FUND

The GeneralFund isthechiefoperatingfundof thegovernment. Itisusedtoaccountfor all current financial resources not required by law or administrative action to be reported inotherdesignatedfunds. Theprimarygovernmentalfunctionsoccurring withinthisfund are public safety, parks, library, streets, and general administrative operations.

GENERAL FUNDRESERVE LEVEL

The city has adopted a policy of maintaining a reserve level of at least 25% of budgeted expenditures for the General Fund, Water & Sewer Fund, and the Drainage Fund. This policy ensures that funds will be available in the event of emergencies, financial recessions,andotherunforeseencircumstances. BelowisachartoftheGeneralFund’s unassignedspendablebalancesforthepasttwoyears,anestimatedbalanceforthefiscal year ending September 30, 2026, and the projected balance for the fiscal year ending September 30, 2027. We expect the General Fund to remain in compliance in FY 2027 with an accumulated reserve level of 28% of budgeted expenditures.

$9,000,000

$8,500,000

$8,000,000

$7,500,000

$7,000,000

GENERAL FUNDREVENUES

Total resources for the General Fund in FY 2027 are $26,407,490, an increase of $844,440or3.9%fromtheadoptedbudgetfortheprioryear. Revenuesarederivedfrom several sources. Foremost among these sources are property andsales taxes.

Property Tax

FortypercentofGeneralFundrevenuesarederivedfrompropertytaxes. TheBell County Tax Appraisal District reports that the taxable value of property located within the City of Belton has increased by 1.5% to $2,541,917,000. Current property tax revenue of $10,345,840 is budgeted. The tax rate that will generate theamountreflectedintheannualbudgetis$0.5619per$100oftaxablevaluation, an increase of 3.94 cents per $100 from the prior year.

The tax rate is comprised of two components - the debt service portion that is dedicatedtothepaymentofprincipal,interest,andfeesongeneralobligationdebt, and the maintenance and operation (M&O) portion which is utilized inthe General Fundforgeneralgovernmentalpurposes. TheratesfordebtserviceandM&Oare $0.0624 and $0.4995, respectively.

Sales Tax

Another large revenue source in the General Fund is the sales tax. The FY 2027 AnnualBudgetanticipatessalestaxrevenuetogrowbyfivepercentto$7,104,060. Thegaincanbeattributedtotheongoingexpansionoftheareaeconomyasmore

consumers find Belton a great place to shop.

Other Revenues

Refuse collection and contract fees increase by nine percent over 2026 due to a rising customercount. Publicsafetyreimbursementsmaygrowbyelevenpercent to reflect higher hourly rates. Interest income remains relatively flat compared to FY 2026.

GeneralFundRevenues

GENERAL FUNDEXPENDITURES

General Fund expenditures in the FY 2027 Proposed Annual Budget total $26,407,490, increasing $844,440 over the FY 2026 adopted budget. Encompassing 60% of the budget,chargeswithinthepersonnelcategoryriseby$741,540tocoverthecostofrising healthinsurance premiumsandannualpay increasesfor employees. At25%ofGeneral Fund expenditures, the increase in appropriations for services is primarily due to higher costsforrefusecollection. Themaintenancecategoryincludes$1,158,000forcontracted street maintenance.

Transfers from the General Fund occur when additional funding for capital projects is needed, or when the City Council wants to designate funds to be used for a special purpose over a series of years. For FY 2027, the decrease in transfers to other funds is primarily due to a reduction in grant awards.

GeneralFundExpenditures

DEBT SERVICE FUND

This fund is used to accumulate a dedicated portion of property taxes for payment of the city’s general debt. Revenue from property tax collections is expected to be $1,326,970, while expenditure appropriations for FY 2027 total $1,508,730. Payments on taxsupported debt comprise three percent of all appropriations included in the FY 2027 Annual Budget.

WATER & SEWER FUND

TheWaterandSewerFundaccountsforallactivitiesrelatedtotheprovisionofwaterand sewer services to the residents of Belton, including administration, operations, maintenance, debt service, billing, and collection. An enterprise fund of the city, it is designed to be financed and operated like a private business. Accordingly, utility fees should be sufficient to cover annual operating and capital costs while providing income for future capital needs.

Total revenues of the Water and Sewer Fund areexpected to decrease by three percent on a budget-to-budget basis to $14,271,840. Compared to the FY 2026 estimate, however, utility revenue increases by $368,890, or 2.6%, with rate increases planned for water and sewer services. Revenue is also pushed higher from a growing customer count.

TheFY2027ProposedAnnualBudgetanticipatesthatWaterandSewerFundexpenses will fall by $150,670 to $14,224,270. The cost of treated water as well as water plant operations are expected to fall by $172,990. Transfers to capital project funds decrease by$191,600aftercash-fundingseveralprojectsduringFY2026. Partiallyoffsettingthese savings, debt service expense grows by $98,220 due to the issuance of bonds for the wastewater treatment plant expansion and other utility projects.

WATER & SEWER FUND RESERVE LEVEL

BelowisachartoftheWater&SewerFund’sunrestrictednetassetbalancesforthepast two years, an estimated balance for the fiscal year ending September 30, 2026, and the projected balance for the fiscal year ending September 30, 2027. With reserves totaling 35.7% of expenditures, the Water & Sewer Fund will remain compliant with the fund balance policy at the end of FY 2027.

$6,000,000

$5,000,000

$4,000,000

$3,000,000

DRAINAGE FUND

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

The revenue for the Drainage Fund is generated by thecity’s drainage fee. Theadopted drainagefeeremainsunchangedat$5.00permonthforsinglefamilydwellings. Drainage fee revenues are expected to grow by four percent over FY 2026 to $682,240, while budgetedexpenses total $701,800. The Drainage Fund remains compliant with thefund balance policy with a projected reserve balance of 51.2%.

$400,000

$300,000

$200,000

$100,000

$0

HOTEL OCCUPANCY TAX FUND

The Hotel Occupancy Tax Fund records the receipt and distribution of the hotel occupancy tax, which is levied at seven percent of the room rental rates. The City of Belton also receives a small portion of Bell County’s hotel occupancy tax. Authorized by state statute and approved by City Council, expenditures promote tourism and the hotel industry. ForFY2027,revenueintheHotelOccupancyTaxFundisprojectedtogrowby 12% to $555,210 asnumerous special events draw visitors into thecity. Expenditures in FY 2027 total$572,140.

TIRZ FUND

The TIRZ Fund is used to account for the accumulation of resources from ad valorem taxes collected on the incremental tax values in the Belton Tax Increment Reinvestment ZoneNo.1.TheserevenuesmayonlybeexpendedonprojectswithintheTIRZzonethat have been approved by both the TIRZ Board and the City Council. The City of Belton and Bell County participate in the TIRZ. Comprising a total of 4,384 acres, the TIRZ is scheduled to expire in 2042.

TIRZFundrevenuecontinuesitsupwardpathascapturedpropertyvalueswithinthezone increase. Excluding the useofaccumulated reserves,revenue inthe FY2027 Proposed Annual Budget increases by eight percent to $4,203,730. At $6,296,180, total expenditures grow considerably to fund future capital projects.

INFORMATION TECHNOLOGY FUND

The Information TechnologyFundisaninternalservice fundused toaccount forallcosts ofprovidinggeneralinformationtechnologyservicestocitydivisions. Theseactivitiesare financed through charges to the divisions for services rendered. FY2027 revenues total $1,439,980 while expenditures equal $1,402,810.

BUILDING MAINTENANCE FUND

The Building Maintenance Fund is another internal service fund used to account for all costs of providing building maintenance throughout the organization. Charges to other divisions total $527,550, while expenditures total $612,030. The fund will draw down reserves in FY 2027 by $3,780.

ECONOMIC DEVELOPMENT FUND

The Economic Development Fund was created in 1991 pursuant to the ½ percent economic development sales tax approved by voters in 1990. This additional sales tax can only be used for economic development purposes. Acting through the Belton Economic Development Corporation, Inc., a governmental nonprofit corporation, the purpose of this fund is to promote, assist, and enhance economic development activities within the City of Belton.

RevenuesintheFY 2027 ProposedAnnualBudget increaseby $312,350 to$4,062,850. The corporation’s primary source of income, sales tax revenue, is expected to increase by five percent over FY 2026. Rental income will also grow by $122,780 after executing alandleasein2026. Totaling$1,140,650,expendituresinFY2027include$300,000for upgrades to the Belton Business Park and infrastructure projects.

CONCLUSION

Conservative management has placed the City of Belton in a sound financial position. However, we must ensure that revenues from property and sales taxes expand to cover the increasing demand for city services on an annual basis, ultimately eliminating the need to use reserves to balance the budget. The city willcontinue to be challenged with increasing costs in future years as we address personnel needs and capital projects.

The FY 2027 Annual Budget, while continuing prior year commitments to improve services and facilities, reflects a balanced approach to the identified needs of a growing community at this time. This budget continues to build on the City’s successes, moving steadily forward, seeking tomeet the dual goal of preserving community character, while prudently planning forfuture growth.

The leadership of the City Council, as well as its time and attention during the development of the FY 2027 budget, is greatly appreciated. Gratitude is also extended to Department Heads and staff members for their work and dedication to serving the community.

Sam A. Listi

Michael Rodgers, CPA City Manager Director of Finance

Elected Officials

City Council Three-Year Terms

Name Place Term Expiration

David K. Leigh, Mayor Place 4May 2027

John Holmes Sr., Mayor Pro Tem Place 1May 2029

Dave Covington Place 2May 2029

Craig Pearson Place 3May 2027

Daniel Bucher Place 5May 2028

Luke Potts Place 6May 2028

Stephanie O'Banion Place 7May 2028

CityCouncil

APPOINTED OFFICIALS

Bell County Health District Board

Three-Year Terms

Name Term Expiration

Cathy Fox January 10, 2029

Danisha Bucher April 30, 2027

Belton Economic Development Corporation

Three-Year Terms

Created by Resolution No. 030591-1

Name Term Expiration

Brandon Bozon, President November 30, 2028

Marion Grayson November 30, 2028

John R. Holmes, Sr. November 27, 2027

Tyson McLaughlin November 30, 2026

Stevie Spradley November 30, 2026

Central Texas Housing Consortium Board Two-Year Terms

Name Term Expiration

Marvin Bell January 24, 2028

Malinda Golden January 27, 2027

Ethics Commission

One-Year Terms

Created by Ordinance No. 2005-47

Name Term Expiration

Dr. Jude Austin II

Jon Glanzman

Amanda Johnson

May 27, 2027

May 27, 2027

May 27, 2027

Brooke Morrow May 27, 2027

Nicholas Rabroker

May 27, 2027

Mike Ratliff May 27, 2027

Kim Preston May 27, 2027

Amy Casey, Secy Virtue of position

Historic Preservation Commission

Two-Year Terms

Created by Ordinance No. 2012-18

Name Term Expiration

T. C. Lipe

Ann West

Eric Urben

Barrett Covington

September 10, 2026

September 10, 2026

September 10, 2026

September 8, 2027

Ashley Potts August 26, 2027

Tina Moore Virtue of position

Building and Standards Commission

(Replacing Housing Board of Adjustments & Appeals)

Two-Year Terms

Created by Ordinance No. 2020-42

Name Term Expiration

Brian Johnson

Eric Haugeberg

November 10, 2026

December 13, 2026

Ralph Masters January 12, 2027

Priscilla Linnemann November 10, 2026

Samantha Crumbaugh

Elizabeth Scamardo (Alternate)

November 10, 2026

November 10, 2026

Clinton Bailey (Alternate) November 10, 2026

Library Board of Directors

Three-Year Terms

Created by Ordinance February 28, 1933

Name Term Expiration

Melinda Lanham August 13, 2028

Roxanne Sanders November 30, 2026

Kerri H. Pridemore November 26, 2027

Meg Wagner November 26, 2027

Ann Locklin November 30, 2028

Chad Green August 13, 2028

Janice Pustka November 30, 2028

Municipal Judge & Associate Judge

Name Term Expiration

Steve Lee, Judge May 13, 2027

Jasmine Rios-Harding, Associate Judge May 13, 2027

Parks Board

Two-Year Terms

Created by Ordinance No. 51083-3

Name Term Expiration

Ted Smith

Josh Pearson, Chair

Oscar Bersoza

June 20, 2027

April30, 2027

April 30, 2027

Diane Ring June 20, 2027

Jason Wolfe

Kayla Potts

June 20, 2027

January 28, 2027

Jim Deeken January 28, 2027

Planning and Zoning Commission

Two-Year Terms

Created by Ordinance No. 52885-1

Name Term Expiration

Ty Taggart

Quinton Locklin

April 30, 2027

June 13, 2027

Brandon Skaggs April 30, 2027

Damon Gottschalk April 30, 2027

Brett Baggerly

Alton McCallum

Dominica Garza

Justin Ruiz

Lisa Kamprath

June 24, 2027

April 30, 2027

June 13, 2027

June 13, 2027

April 30, 2027

Police and Fire Civil Service Commission

Three-Year Terms

Created by Ordinance No. 96-27

Name Term Expiration

Larry Thompson September 24, 2026

Jimmy Rowton September 24, 2028

Jerry Samu September 24, 2027

Public Property Finance Corporation Board of Directors

Six-Year Terms

Created by Ordinance No. 51987-1

Name Term Expiration

Vacant August 12, 2029

Stephanie O’Banion August 12, 2029

Daniel Bucher August 12, 2029

Tax Increment Reinvestment Zone Board

Two-Year Terms

Created by Ordinance No. 2004-64

Name Term Expiration

David Blackburn, Chair January 13, 2027

Barbara Bozon, Vice Chair January 13, 2027

Dave Covington January 13, 2027

Craig Pearson January 13, 2027

Russell Schneider January 13, 2027

Sam Listi, City Manager, Ex Officio Virtue of position

David K. Leigh, Councilmember, Ex Officio Virtue of position

Amy Casey, City Clerk, Ex Officio Virtue of position

Youth Advisory Commisssion

One-Year Terms

Created by Ordinance No. 2007-20

Name Term Expiration

Anahitaa Malhorta (Chair) September 9, 2026

Jada Gage September 9, 2026

Alexandria Bui September 9, 2026

Jasmine Vuong September 9, 2026

Shreya Muni September 9, 2026

MatthewBates September 9, 2026

London Preston September 9, 2026

Malachi Santana September 9, 2026

Claire Gouveia September 9, 2026

Zoning Board of Adjustments

Two-Year Terms

Created by City Council April 1971

Name Term Expiration

Mat Naegele April 30, 2027

Amanda Hendrick August 22, 2027

Judy Owens August 26, 2027

Nelson Hutchinson April 30, 2027

Ben Burnett August 22, 2027

Vacant (Alternate) September 12, 2027

Vacant (Alternate) August 26, 2027

THEBUDGET PROCESS

TheCityCharterestablishesthefiscalyear,whichbeginsOctober1andendsSeptember 30.EachFebruary,DepartmentHeadsreceivebudgetrequestpacketsfromtheFinance Department.Thesepacketscontaininformationaboutthedepartment,includinghistorical expenditure amounts, current expenditure and budget amounts, and estimated expenditureamounts for the upcoming budget year.

While the departments are preparing their budget requests, the Finance Department calculates personnel costs, debt service requirements, and revenue projections for the new year. This data combined with the department requests form a preliminary or "first draft" budget.

After receiving the first-draft budget from Finance, the City Manager conducts a series of meetings withthe individualDepartment Heads todiscusstheirbudgetrequests. Heldin March, these meetings help the City Managerformulate his priorities and work agenda.

A series of City Council budget workshops are held, usually in May and June. These workshops are open to the public. Information as to date and time can usually be found in the local media coverage. The workshops allow the City Council to receive input on the budget from the City Manager, the various departments, and Finance. It is through theseworkshops,aswellasdiscussionswithcitystaff,thattheCouncilformsitspriorities and work program for the proposed budget.

With guidance from the Council, the City Manager then formulates a proposed budget that is submitted to Council in July. State law and the City Charter require that a public hearing on the proposed budget be held before the Council votes on its adoption. A notice of the public hearing is published in the local newspaper, and the hearing is held during a regular City Council meeting. This hearing provides an opportunity for citizens to express their ideasand opinions about the budget to their elected officials.

Afterthepublichearing,theCityCouncilvotesontheadoptionofthebudget.Ifthebudget is not accepted and formally approved by the City Council before September 28, the budget submitted by the City Manager is deemed to have been finally adopted by the Council until such time as the Council adoptsa budget.

After adoption of the budget, the City Manager may approve transfers of any unencumbered budget amount or portion thereof between general classifications of expenditures within a division or department. At the request of the City Manager and within the last three months of the fiscal year, the Council may by resolution transfer any unencumbered appropriation or portion thereof from one division or department to another. The city budget may be amended and appropriations altered in accordance therewith in cases of public necessity after conducting a public hearing called for such purpose.

Budget Calendar - Flow Chart

The following chartsummarizes the budget process and the various steps leading to the adoption of the Fiscal Year 2027 Budget. JanFebMarAprMayJunJulAugSepOctNovDec

StrategicPlanning:

Review and update Capital Improvement Projects as needed

Revenue projections developed

Budget orientation

BudgetDevelopment:

Budget staff prepares and send budget materials to divisions

Divisions prepare draft operating budgets

Budget review sessions with CityManager

CityCouncil budget work sessions

Finance staff compiles Proposed Annual Budget

Proposed Annual Budget filed with CityClerk and published

FinalizeandAdopt:

Finance staff finalizes Annual Budget

Public hearing on Annual Budget

CityCouncil adopts annual budget

Public hearing on proposed taxrate if necessary

CityCouncil adopts a taxrate

Annual budget published

Amend budget if necessary(after fiscal year has begun)

CITY OF BELTON

Proposed Budget & Tax Calendar

FY 2027

2026Dates Event Requirement/Action

February1 toFebruary28

March2

March10

March11 toMarch31

April7

April21

May5

Budgetpreparation

Budgetrequestsdue

 Departmentspreparebudget requests

 Detailedline-itemrequestsarereturnedtoFinance

RegularCouncilmeeting  WorkshoptodiscusspreliminarybudgetoutlookandCouncilpresentations

Department meetings  DepartmentsmeetwithCityManagerandFinancetodiscussbudgetrequests

BEDCBoardmeeting  BEDCbudgetworkshop

RegularCouncilmeeting  WorkshoptodiscussStrategicPlanandlong-termgoalsfortheCityofBelton

BEDCBoardmeeting  BEDCapprovesitsFY2027budget

May7 TIRZBoardmeeting  TIRZapprovesitsFY2027budget

May12

June9

June23

July14

RegularCouncilmeeting

RegularCouncilmeeting

RegularCouncil meeting

RegularCouncilmeeting

 GeneralFundandDebtServiceFund

 WaterandSewerFundandDrainageFund

 Discuss2027–2031CapitalImprovements Program

 GeneralFundandDebtServiceFundupdateifneeded

 HotelOccupancyFund,TIRZ,InformationTechnologyFund,BuildingMaintenance Fund,andBEDC

 PresenttheFY2027ProposedAnnualBudgettoCityCouncil (MustbefiledwithClerkatleast30daysbeforebudgetadoption)

 PostproposedbudgetonCitywebsite

 Callforpublichearingonbudget

July20

July28

August8

August11

Certifiedtaxroll

RegularCouncilmeeting

Newspapernotice

RegularCouncilmeeting

August25 RegularCouncilmeeting

August26

Newspapernotice

September8

RegularCouncilmeeting

 BCADdeliverscertifiedadvaloremtaxvalues

 Budgetupdatesifneeded

 Publishnoticeofpublichearingonbudget(10–30daysbeforehearing)

 Budgetupdatesifneeded

 PresenttheStrategicPlan

 Presentfeeschedule

 Proposeanadvaloremtaxratefortaxyear2026/fiscalyear 2027

 Callforpublichearingontaxrate,ifitexceedsno-new-revenuetaxrate

 CallforpublichearingonStrategicPlan

 Postproposedtaxratesonwebsite

 Publichearingonbudget(atleast15daysafterfilingwithCityClerk)

 PublichearingonStrategicPlan

 Publichearingonfeeschedule

 PublishinnewspaperandonCitywebsitethenoticeofpublichearingontaxrate (ifexceedsno-new-revenuetaxrate,mustbeatleast5daysbeforehearing)

 ContinuouswebsitenoticeofPHontaxrate(atleast7daysbeforehearing)

 Publichearingontaxrate

 Ratifytaxrevenueincreasein budget,ifnecessary

 Adoptfeeschedule

 AdoptStrategicPlan

 AdoptFY2027AnnualBudget

 Adoptadvaloremtaxrate(nomorethan60daysafterreceiptofcertifiedtaxroll)

*Thebudgetandtaxratemustbeadoptednolaterthan78daysbeforetheuniformelectiondate(August17,2026)iftheCityplanstoadopt ataxratethatexceedsthegreaterofthevoter-approvalrateorthe de minimis rate. Ifaratelowerthanthevoter-approvalrateisproposed onAugust11,2026,adoptionofthebudgetandtaxratecanoccurinSeptember.

Fund Structure / Overview

Notes:

TheGeneralFundandtheWater&SewerFundareconsideredmajorfundsaseachcomprises morethan10%oftherevenuesorexpendituresofthetotalappropriatedbudget.

Capitalprojectfundsareexcludedfromtheannualbudgetprocessbecauseappropriationsare projectbased.

Government Functions, Funds, and Divisions

Budgeted Personnel Positions

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

BudgetedPersonnelPositions-GeneralFund

Budgeted Personnel Positions byDivision (Full-time Equivalents)

Strategic Goals and Strategies

During its strategic planning session, the City Council identified six pillars upon which long-term goals and initiatives should be based. The strategic pillars and goals reflect the vision of the City of Belton. They serve as the foundation for the development of the annual budget. The departmental goals and initiatives demonstratethestepsthatwillbetakenduringtheyeartoaccomplishtheorganization-widestrategicgoals. The complete City of Belton Strategic Plan is included in a separate section of this document,

The six strategic pillars and associated goals are summarized below.

Connectivity

 Create mitigation strategies for IH-35/IH-14 widening project

 Coordinate transportation projects with FHA,TXDOT, Bell County

 Complete local street projects

 Enhance the park/trail system

 Explore new connectivity solutions

Economic / Business Development

 Enhance collaborative partnerships between the City and BEDC

 Create a utilities/infrastructure strategy to lead future land development

 Established a focused downtown strategy

 Explore multi-tenant public and private development

 Prepare an update of business recruitment/retention objectives and tourism goals

 Enhance community partnerships in employment efforts

Quality of Life

 Enhance the quality of life through planning, park development, and recreation programming, preservation and partnerships

Infrastructure / Public Facilities

 Address infrastructure and public facility needs through analysis and multi-year funding strategies

Engagement

 Communicate proactively with citizens

 Enhance community engagement in events and activities

 Monitor and improve the development review process

Public Safety

 Establish the Belton Public Safety Center

 Determine the future Fire Department building facilities plan

 Address ongoing emergency preparedness

Total Adopted Budget

Cityof Belton, Texas

Fiscal Year 2027 Proposed Annual Budget All Funds Summary

Special Revenue Funds

Notes:

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

Funds Internal Service Funds

Cityof Belton, Texas

Consolidated Statement of Fund Balance

Budget Year 2027

Projected Fund Balance

1 Excludes use of prior years' fund balance

Reason for significant changes in fund balance, if any:

General Fund - The decrease in FY2026 is a planned drawdown of reserves from 32% to 30% of budgeted expenditures.

Debt Service Fund - The significant changes each year reflect the lowlevel of reserves.

Hotel Occupancy Tax Fund -Changes reflect revenue growth with an increased level of spending.

TIRZ Fund - Changes reflect revenue growth and increased capital spending for projects.

Water & Sewer Fund - The decrease in FY2026 reflects changes in billing structure.

Drainage Fund - The increase in FY2026 will be used in future year capital project funding.

Information Technology Fund - The increase in FY2026 will be used for future capital purchases.

Building Maintenance Fund - The decrease in FY2026 and FY 2027 is due to a planned drawdown of reserves.

BEDC Fund - The increase in FY2026 and FY 2027 reflects the lowlevel of spending compared to revenues.

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

Fiscal Years 2024 - 2027 All Budgeted Funds1

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

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

General Fund

Fiscal Years 2024 - 2027

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

Debt Service Fund

Fiscal Years 2024 - 2027

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

Hotel OccupancyTax Fund

Fiscal Years 2024 - 2027

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

TIRZ Fund

Fiscal Years 2024 - 2027

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

Water & Sewer Fund

Fiscal Years 2024 - 2027

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

Drainage Fund

Fiscal Years 2024 - 2027

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

Information TechnologyFund Fiscal Years 2024 - 2027

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures

Building Maintenance Fund

Fiscal Years 2024 - 2027

Cityof Belton, Texas

Consolidated Schedules of Resources and Expenditures BEDC

Fund

Fiscal Years 2024 - 2027

General Fund Statement of Fund Balance

Basis:

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

3 City policy requires a reserve balance of 25% of budgeted expenditures.

FundBalanceHistory

General

Fund Recap

General

Revenues

Fund Resources Trend $$5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000

GeneralFundResourcesTrend

Distribution of General Fund Resources

General Fund Revenues

TheTax Appraisal District of Bell County establishes thevalue of property for taxation purposes. Taxablevalues aresetat 100% of the assessed market value after exemptions. Market value means the price at which property would sellbetween a willing buyer and a willing seller in the open market. The city sets a tax rate on the basis of cents per $100 of valuation. For FY 2027 (2026 Tax Year), the city budget reflects a total tax rate of $0.5619. The city taxes levied on property valued at $100,000 would be $561.90 ($100,000 ÷ 100 × $0.5619 = $561.90) compared to $522.50 for FY 2026.

Thetaxrateiscomprisedoftwocomponents. Theoperationsandmaintenance(O &M)rateprovidesfundstooperateand maintainthegeneralgovernmentfunctions. ThedebtratepaysthedebtobligationsofthecityasfoundintheGeneralDebt Service Fund. A comparison of the tax rates for FY 2026 and FY 2027 is shown below.

FY 2026 (2025 Tax Year)

$0.4618 O & M tax rate

0.0607 Debt

FY 2027 (2026 Tax Year)

$0.4995 O & M tax rate

The2026totalassessedtaxablevalueis$2,541,917,167,anincreaseof$97,874,599fromthe2025adjustedtaxablevalue of $2,444,042,568. The 2026 total tax levy is calculated by multiplying the taxable value by the tax rates.

$12,696,870 Collected for O&M (GeneralFund) 1,586,150 Collected for debt service (Debt Service Fund)

$14,283,020 Total amount of tax to be levied

The Belton Tax Increment Reinvestment Zone #1 (TIRZ) was established in 2004. A base tax value of the TIRZ was established based upon property values within the TIRZ boundaries at that time. Subsequent increases in property values are “captured” by TIRZ. Taxes collected on the captured value are retained by the Zone and dedicated to projects and improvements within it. The payment to the TIRZ represents the City’s taxes that are levied on the TIRZ values. The captured value within the TIRZ for FY 2027 is $470,676,940.

$12,696,870 Collected for O&M

$1,586,150 Collected for debt ( 2,351,030) Ad valorem to TIRZ ( 293,700) Ad valorem to TIRZ

$ 10,345,840 Tax levy for General Fund

$1,292,450 Tax levy for Debt Service Fund

Property taxrevenues areexpected to grow steadily overthe nextthreetofiveyears. Thereis amplelandfor development within the City’s extra-territorial jurisdiction. Many new residential developments are underway. The average growth in taxable value over the last ten years has been approximately seven percent.

AlltaxablepropertyintheCityofBeltonissubjecttotheassessment,levyandcollectionbytheCityofanannualadvalorem tax levied, within the limits prescribed by law, sufficient to provide for the payment of principal and interest on debt issued by the government. Article XII, Section 5, of the Texas Constitution is applicable to the City, and limits its maximum ad valorem tax rate to $2.50 per $100 of assessed valuation for all City purposes. The City operates under a Home-Rule Charter, which adopts the constitutional provisions. Administratively, the Attorney General of the State of Texas will only permit the allocation of $1.50 of the $2.50 maximum rate for allgeneral obligation debt service, as calculated at the time of issuance. The City’s total tax rate of $0.5619 and debt rate of $0.0624 are well below the maximum rates allowed by law.

Budgeted PropertyTax History

$$500,000,000 $1,000,000,000 $1,500,000,000 $2,000,000,000 $2,500,000,000 $3,000,000,000

Sales Tax: FY 2026 Budget: $6,810,390 FY 2027 Budget: $7,104,060

The tax charged on all taxable sales within the city limits of Belton is 8.25%. That rate is comprised of four components: State, County, City, and the Belton Economic Development Corporation (BEDC). The State of Texas sales tax rate is 6.25%, while the County rate is 0.50%. The City of Belton general sales tax rate is 1.0%. Voters approved an additional 0.50% tax for the BEDC to fund economic development activities.

A major revenue source for the City, sales tax accounts for approximately 27% of General Fund revenues. This is due to the City’s prime location in fast-growing Central Texas, along Interstate Highway 35 and Interstate Highway 14. Belton is the county seat of Bell County and home to the University of Mary Hardin-Baylor.

Sales tax revenues are projected using a multi-year trend analysis. Sales tax revenue has risen annually since 2016 at growth rates ranging from one percent to twenty percent. Sales tax revenue growth peaked in 2021. FY 2026 is projected to grow by four percent. The FY 2027 Annual Budget projects a sales tax growth rate of five percent, consistent with the three-year average.

$7,500,000

$7,000,000

$6,500,000

$3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 $5,500,000 $6,000,000

Franchise&OtherTaxes:

FY2026Budget:$1,445,560

FY2027Budget:$1,409,180

TheCityofBeltonmaintainsnon-exclusivefranchiseagreementswithutilityproviders(electric,gas,phone andcable),whichusetheCity'sright-of-waystoprovidetheirservices.TheutilitiescompensatetheCityfor thisprivilegedusethroughfranchisetaxespassedontotheusers.Theirfeesaregenerallybasedupona percentageoftheirgrossreceiptsgeneratedbycustomerswithintheCitylimits.Mixedbeveragetax receiptsarealsorecordedinthiscategory.

Franchise&LocalTaxes

$1,500,000

$1,400,000

$1,300,000

$1,200,000

Permit&LicenseFees:

FY2026Budget:$473,820

FY2027Budget:$443,950

Permitfeesarefeeschargedforplanreviewstoensurecompliancewithbuildingcodesandtheactual inspectiontoverifycompliance.Permitfeerevenueshavebeenrelativelyflatsince2022asconstruction continuesatasteadypace.OurFY2027budgetisconservativebasedonmulti-yeartrendsandprojected growthinBelton.

Permit&LicenseFees

CourtFines&Fees: FY2026Budget:$352,570

FY2027Budget:$353,160

Municipalcourtfinesandfeesareleviedprimarilyforviolationsoflocalordinancesandtrafficoffenses.The Statealsoleviesfeesonmunicipalfines,whicharecollectedbytheCityandremittedtotheState.TheCityis allowedtoretain10%ofStatefeesasanadministrativefeeforcollectingandprocessingthefees.

CourtFines&Fees

$300,000

$200,000

$100,000

$0

$400,000 2023Actual2024Actual2025Budget2026Budget2026Estimated2027Budget FiscalYearEndingSeptember30

ChargesforService: FY2026Budget:$3,716,120 FY2027Budget:$3,974,810

Themainrevenueinthiscategoryisthechargeassessedforrefusecollectionfees.Thischargeispassed throughtothefranchiseeasaGeneralFundexpenditure.TheCity'scontractwiththerefusecollector providesthattheCityretains12%ofbillingsasacollectionfee.Otherrevenuesthatfallintothiscategory includechargesforrecreationprograms,saleofeffluentwater,andreimbursementforpublicsafetyservices providedtothelocalschooldistrict.InFY2023weaddedanadditionalSROofficeratBISD.

ChargesforService

$3,800,000

$3,300,000

$2,800,000

$2,300,000

2023Actual2024Actual2025Budget2026Budget2026Estimated2027Budget FiscalYearEndingSeptember30

MiscellaneousIncome:

FY2026Budget:$954,370

FY2027Budget:$642,260

Miscellaneousincomeincludesrevenuesthatcouldnotbeclassifiedelsewhere.Theprincipalrevenueinthis categoryistheinterestthattheCityearnsonitsinvestments.InterestratesincreasedsignificantlyinFY2023and remainedhighthroughFY2025.WithpressureontheFederalReservetolowerinterestrates,weanticipatethis trendtodeclineinFY2027.

$0 $200,000

OtherFinancingSources:

FY2026Budget:$1,699,470

FY2027Budget:$1,715,220

ThelargestrevenueinthiscategoryisthepayrollreimbursementtransfersfromWater/SewerFund, DrainageFund,andHotelOccupancyTaxFund.ThereisaalsoatransfertotheGeneralFundbytheWater& SewerFundasafranchisetransferof5%ofwaterandsewersales.TheWater&SewerFundalsoreimburses theGeneralFundforone-thirdoftheFleetMaintenanceDivisionbudget.InFY2023therewasaone-time transferfromARPAfundingforcompensationstudyimplementation.In2027,otherfinancingsources includetheplanneduseofaccumulatedreserves.

TransfersandOtherFinancingSources

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$0

General Fund (101-3) Revenues

General Fund (101-3) Revenues

General Fund Division Summary

FY2027ExpendituresbyDivision

General Fund CategorySummary

FY2027ExpendituresbyCategory

General Fund Line Item Expense Detail

$5,500,000 $6,000,000 $6,500,000 $7,000,000 $7,500,000 $8,000,000 $8,500,000 $9,000,000 $9,500,000

General Fund Long-Term Forecast

Forecasted Ending Fund Balance

General Fund Long-Term Forecast Assumptions

Revenue Forecast

Advaloremtaxesareforecastwithan8%annualincreaseinrevenueswhichisthefive-year compoundaveragegrowthrate.Theten-yearaveragegrowthrateforpropertyvalueshasbeenaround 10%,peakingin2022at19%.PropertyvaluesforFY2027,however,havedeclinedforthefirsttimein morethanthirtyyears.TheCityexpectsthisdecreasetobeshortterminnature.Thetaxratemay needtoincreasetogeneratetherevenuethatisreflectedinthelong-termforecast.

Salestaxisvolatileandchangesdrasticallywithinflationandconsumersentiment.TheStateof TexasComptroller'sOfficepredictsthatconsumerconfidenceandsteadyinflationmayconstrainsales taxgrowthto4%peryearthrough2027.Thatisslightlylowerthanthefive-yearcompoundannual growthratefortheCityofBelton.A5%annualincreaseisprojectedfrom2027to2031.

Franchiseandothertaxesareprojectedusinga2%growthratebasedonthemostrecentthreeyearaverage.Telecomandcablefranchisefeeshavehadasteadydeclinesincelegislationwas passedallowingcompaniestopayonlyonetaxfortwoservices.Gasandelectricfranchisetaxeshave increasedasratesincreasewithinflation.

Permitsandlicensefeesareprimarilycomprisedofbuildingpermits.Permittinghasexperienced drasticswingsoverthepastfewyearswithannualincreasesof63%anddecreasesof68%.Duetothe volatilityinthemarket,theCityisforecastingaslightincreaseof3%forpermitandlicenserevenues overthenextfiveyears.

Courtfinesandfeesaretrendingwithconsistentincreases;therefore,theCityisforecastinga 4%increase.Beltonislocatedalongtwointerstatehighways,IH-35andIH-14,whichbringtraffictothe area.Beltonisalsoagrowingcity.Populationdensitytypicallyresultsinagreaternumberofcitations.

Chargesforservicesrevenuearederivedmainlyfromwasteservice,publicsafety reimbursements,andcommunitycenterrentals.ThepopulationgrowthinBeltonhasincreasedthe demandforwasteservices.Theadditionofaschoolresourceofficerhasincreasedpublicsafety reimbursements.Weprojectthesetrendstocontinue,forecastingan8%annualincrease.

Miscellaneousrevenueismostlydueininterestincome.TheFederalReservehasincreased interestratestocombatinflation,causingalargeincreasetointerestincome.InFY2023,interest incomejumped662%overthepreviousyear.Withflattoincreasinginterestratesanticipatedinfuture years,theCityisforecastinga5%increaseinmiscellaneousrevenue.

General Fund Long-Term Forecast Assumptions

Expenditure Forecast

PersonnelcostscontinuetogrowinFY2027duetorisinghealthinsurancepremiumsand annualpayincreasesforemployees.Forfutureyears,a6%increaseinpersonnelcostsshouldcover annualpayincreases,retirementplancontributions,andinsurancepremiums.

Expendituresforsuppliesmayincrease6%peryear.Thelargestcomponentofthesupplies categoryisequipmentandfuel.Costsforthoseitemsareexpectedtoremainelevated.

Maintenanceexpendituresareprojectedtoincreaseby5%.Thelargestincreasesin maintenancerelatetostreet,building,andparkmaintenance.Theseitemsarelargelyaffectedby infrastructure/facilityagingandthecostofmaterials.

Expendituresforservicesareexpectedtoincreaseannuallyby5%.Someofthelargeitemsare refusecollectionscosts,BellCountyCommunications,andcontractmowing.Refusecollectionscosts arerisingduetopopulationgrowth.BellCountyCommunicationhasincreaseditscostfordispatch services.TheCityCouncilhaspromotedbeautificationeffortswithintheCityofBelton,andwiththat, mowingcostswillincrease.

Otherexpensesaccountforcontigenciesandcontributionstolocalnon-profitservicessuchas HillCountryTransit,BeltonSeniorCenter,andtheBISDCrossingGuardProgram.TheCityforecasts a1%increasetoassisttheseorganizationsthatbenefittheCityofBeltonresidents.

TransfersintheGeneralFundareusedprimarilytosetasidefundingforfuturevehicleand equipmentreplacement.Thesefundsaredirectlyaffectedbyinflation,andwepredictthetransferswill remainflatfortheforeseeablefuture.

Future Budgets and Strategic Goals

In past strategic planning workshops, the need for an additional thirty-six positions was identified. Fourteen positions were added in FY 2024, and two were added in FY 2025. Consequently, the pent up demand for employees -especially in the area of public safety-will continue into future years. The 6% increase in annual personnel costs covers only existing employees. It does not include additional staffing.

Another strategic goal is to address aging City facilities. A facility study identified the age and condition of all city-owned buildings. The study also noted the available space within each for additional employees. It was determined that a centralized location for all city services would be desired. Bonds will likely be issued for this large expenditure. Debt service payments related to that issuance have not yet been included in the long-term forecast.

As shown in the long-range operating financial plan, fund balance may fall in each of the next two years but increase in the out years. During the five year forecast, fund balance does not fall below the minimum levels required by policy. Additionally, the forecast does not include new positions or facility expenditures that are part of the Strategic Plan. The ability to fulfill those goals may be incumbent upon increasing tax revenue.

CityCouncil

DIVISION MISSION AND DESCRIPTION

The seven council members act as one body, representing the citizens of Belton, to formulate public policy and to ensure the orderly development of the City. Citizens elect each Council member at large in non-geographic places for three-year terms. The City Council appoints the Mayor and Mayor Pro Tem for a one-year term.The City Council also appoints the City Manager, City Clerk, City Attorney, and Municipal Judges; adopts the annual budget, ad valorem tax rate, and various fees; and develops the Strategic Plan that identifies long-termchallengesandopportunitiesforthecity. TheCouncilalsoappointsrepresentativestostandingboardsandadhoccommittees as needed.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Plan proactively for the City’s future while retaining community character Initiative: Update the Strategic Plan, integrating future land use, infrastructure and facilityneeds

Goal: Balance revenues and expenditures while meeting community demands Initiative: Adopt a balanced budget that finances employees, capital projects, and equipment replacement

Goal: Reinforce customer service and citizen engagement Initiative: Enhance customer service delivery to emphasize service to citizens

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Travel and training expenditures decline to reflect historical spending levels

 Election expenditures increase as Bell County begins to administer city elections

 Appropriations forcontributions to other agencies grow due to expanded services and rising costs

General Fund - CityCouncil (101-4-010)

City Administration

DIVISION MISSION AND DESCRIPTION

ItisthemissionoftheCityAdministrationdivisiontoexecuteCityCouncilpoliciesanddirectiveseffectivelyandtoconductcityoperations in a professional and efficientmanner. The City Council appoints the CityManager and theCity Clerk. The City Manageris responsible fortheadministrationofallcityaffairsasdirectedbytheCityCharter. Thedivisionischargedwithcommunicatingtomediaprofessionals and the public through press releases and social media accounts. City Administration also actively markets and promotes the City of Belton to businesses, property owners, and potential developers.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Facilitate the identification and achievement of near-term and long-term goals Initiative: Guide staff in the directives identified by City Council during the annual Strategic Plan update

Goal: Monitorstaffing and personnel costs to ensure fiscal well-being while maintaining exceptional service levels Initiative: Ensure departmental needs and staffing levels are commensurate with service demands

Goal: Present a fiscally sustainableannual budget for adoption Initiative: Project accurate revenue and expenditure forecasts that can maintain or enhance programs

CHANGES IN THE FY 2027 BUDGET

 Appropriations for wages,taxes, and retirementincrease to account for growth insalaries

 Employee insurance costs increase due to rising health insurance premiums

 Building maintenance services reflect changes to the cost allocation schedule for FY 2027

Finance

DIVISION MISSION AND DESCRIPTION

The Finance division is responsible for providing fiscal control and guidance for all financial transactions of the city while complying with all applicable local, state, and federal regulations. Generating the city’s annual financial reports and annual budget are the primary responsibilities of this division. The division accounts for all assets of the city through the following functions: purchasing, accounts payable,accounts receivable, payroll, cash collections, grant management, and capital assets.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Provide accurate and timely financial reporting and budgeting Initiative: Receive GFOA excellence in financial reporting certificate and distinguished budget presentation awards

Goal: Develop enhanced and efficient processes forfinance functions Initiative: Review internal control documents and the purchasing manual to ensure each reflects current practices

Goal: Ensure financial stability, accountability, and transparency of all city funds Initiative: Develop a financial plan that addresses impacts from the IH-35 expansion project and upcoming bond issuances

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Appropriations for wages,taxes, and retirementincrease to account for growth insalaries

 Tax appraisal and collections costs increase due to higher charges from the Tax Appraisal District of Bell County

 Audit expenditures grow due to the additional workload required to implement accounting and audit standards

General Fund - Finance (101-4-031)

Human Resources

DIVISION MISSION AND DESCRIPTION

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

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Ensure the City of Belton remains competitive with salary and employee benefits Initiative: Review the internal hiring practices to ensure compensation remains competitive

Goal: Develop awareness of the importance of mental health in the workplace Initiative: Distribute flyers, hotline information, counseling partnerships, and support group information to employees

Goal: Improve morale, engagement, and communication throughout the City ofBelton Initiative: Engage employees through job training, recognition programs, and the Belton Uconference

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Appropriations for wages,taxes, and retirementincrease to account for growth insalaries

 Employee recruitments costs rise due to additional health tests required at hiring

 Expenditures for legal services increase due to ongoing negotiations with police and fire associations

PERFORMANCEMEASURES

Percentageofapplicationsprocessedwithinthreedays

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

Municipal Court

DIVISION MISSION AND DESCRIPTION

The primary function of the Municipal Court division is to ensure compliance with all City of Belton codes. This division also processes violations of city ordinances resulting from citizen complaints, traffic citations, and misdemeanor arrests through The Municipal Court of Record in the City ofBelton. The Presiding Judge,Associate Judge, and City Prosecutorare appointedby City Councilona contractual basis.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Maintain effective and efficient court administration and operations Initiative: Review and implement any legislative changes from the 89th Texas Legislature

Goal: Enhance service delivery to foster public trust and confidence in the judicial system Initiative: Establish guidelines for operation after the recent conversion to a Municipal Court of Record

Goal: Ensure the fair and impartial administration of City codes, statutes, and ordinances throughthe municipal court Initiative: Promote municipal court certifications and provide regular staff training on courtoperations

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Appropriations for wages,taxes, and retirementincrease to account for growth insalaries

 Travel and training expenditures rise to attend seminars related to new legislation

 Information technology services reflect changes to the costallocation schedule for FY 2027

FY2025FY2026FY2026FY2027

PERFORMANCEMEASURES

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

Police

DIVISION MISSION AND DESCRIPTION

The Belton Police Department provides excellent service through partnerships that build trust, reduce crime, and create a safe environment. The Department protects the community through patrolling, investigating criminal activity, responding to traffic accidents, and answering a variety of calls for service. Other activities include investigating complaints about properties that are in violation of ordinances and collecting dead, stray or dangerous animals.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Maintain accreditation from the Texas Law Enforcement Best Practices Accreditation Program Initiative: Monitor and implement all new standards added to the accreditation program

Goal: Reduce the number of traffic accidents and fatality crashes Initiative: Partner with agencies toeliminate roadway hazards and to provide highly visible enforcement

Goal: Proactively identify potential code violations before they become issues Initiative: Use compassionate enforcement to gain voluntary compliance

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Information technology services reflect changes to the costallocation schedule for FY 2027

 Bell County communication expenditures increase due to higher charges for dispatch services

 Capital outlay declines due to the reclassification of costs from buildings to building maintenance

 Transfers forvehicle replacement reflect changes to the annual contribution schedule

FY2025FY2026FY2026FY2027

PERFORMANCEMEASURES

Averagedaysforcompliancewithpropertycodeviolations

General Fund - Police (101-4-051)

General Fund - Police (101-4-051)

Fire

DIVISION MISSION AND DESCRIPTION

The mission of the Belton Fire Department’s dedicated professionals is to enhance the quality of life for our community by delivering expertlevelsoffireandemergencyresponse,fireprevention,andpubliceducationaswellasprovidinganyotherserviceweareequipped to deliver. Responsibilities include extinguishing all fires; conducting fire prevention activities; coordinating emergency management planning; investigating the cause of fires; and managing the emergency medical services contract.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Ensure expert levels of emergency services are provided to the community Initiative: Monitor initial response models and provide training that meet or exceeds national standards

Goal: Increase firefighter safety and health initiatives Initiative: Perform annual physical assessments with a focus towards mental health of firefighters

Goal: Increase community outreach and business inspections to reduce the risk of loss oflife and property Initiative: Utilize the Community Risk Assessment, Standards of Cover, and Strategic Plan for decision making

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Clothing expenditures decrease afterthe acquisition of bunker gear during FY 2026

 Building maintenance services reflect changes to the cost allocation schedule for FY 2027

 Transfers for equipment replacement reflect changes to the annual contribution schedule

FY2025FY2026FY2026FY2027

General Fund - Fire (101-4-061)

Streets

DIVISION MISSION AND DESCRIPTION

The mission of the Streets division is to provide a transportation system of streets, alleys, and sidewalks for safe and efficient vehicular and pedestrian traffic. Responsibilities of this division include repairing streets and sidewalks; inspecting city bridges; installing traffic control signs and paving markers; installing street signs; and barricading during emergency weather conditions.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Execute the annual street maintenance program Initiative: Identify and prioritize the streets to be resurfacedor reconstructed in 2027

Goal: Preserve the integrity ofexisting road infrastructure Initiative: Conduct a comprehensive street condition survey to inventory and schedule future maintenance

Goal: Ensure safe and accessible pedestrian infrastructure Initiative: Use geographic information systems software to catalog all sidewalks and identify any ADA compliance issues

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 One Maintenance Technician I position has been moved from the General Fund to the Drainage Fund

 Street maintenance expenditures increase dueto higher cost and linear footage of asphalt overlay

 Sidewalk maintenance costs increase due to ADA compliance measures

FY2025FY2026FY2026FY2027

PERFORMANCEMEASURES

General Fund - Streets (101-4-080)

Parks & Recreation

DIVISION MISSION AND DESCRIPTION

The mission of the Parks & Recreation division is to enhance the quality of life through the development, implementation, and oversight of recreation and leisure activities at city park facilities. Responsibilities include designing, building, and maintaining new and existing parks; managing and scheduling events and recreational programs at the historic T. B. Harris Community Center; mowing recreation areas andCity-owned rights ofway; maintaining athletic fields and splash pads; and providing pest and weed control.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Enhance the aesthetics and function of city recreation facilities where appropriate Initiative: Begin the Parks Master Plan implementation by identifying projects for the five-year capital improvements program

Goal: Implement the second phase of the Heritage Park expansion Initiative: Pursue grant funding for facilities and equipment at Heritage Park

Goal: Increase the number of recreational events and volunteer opportunities Initiative: Improve current events and programs to include opportunities formulti-generational engagement

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Appropriations for wages,taxes, and retirementincrease to account for growth insalaries

 Consulting expenditures decrease after completion of the Parks Master Plan during FY 2026

 Expenditures for city-provided water service are eliminated as a budget reduction measure

FY2025FY2026FY2026FY2027

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

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

Development Services

DIVISION MISSION AND DESCRIPTION

The Development Services division enhances the quality of the city’s natural and built environments through the execution and enforcement of zoning and subdivision ordinances as well as design and building codes. The duties of this division include updating the city’s master plans; reviewing subdivision plats, site plans, and zoning cases; monitoring development; maintaining records of land use; and collecting, maintaining, and mapping geospatial information for all city departments. Other responsibilities include issuing permits, inspecting construction, and removing unsafe structures through rehabilitation orcondemnation.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Ensure guiding documents are updated and relevant to support orderly developmentthroughout the city Initiative: Review development codes and recommend amendments as necessary

Goal: Confirm that proposed developments meet all development requirements Initiative: Support training opportunities for staff certifications and licenses

Goal: Ensure existing structures are safe and meet allbuilding and City codes Initiative: Work with property owners to proactively address structures that do not meet the Property MaintenanceCode

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 One Planning Administrator position has been reclassified into one Planner position

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

 Demolition and cleanup has been reduced to historical spending levels FY2025FY2026FY2026FY2027

General Fund - Development Services (101-4-101)

DIVISION MISSION AND DESCRIPTION

Belton’s Lena Armstrong Public Library provides access to resources, spaces, programs, and services that let the community explore new ideas, engage with each other, and enrich their lives. This division provides physical and electronic books, computer access, and office services to the public; promotes and fosters early literacy through library programming and partnerships with local schools; contributes to the historical record through preservation and digitization of local records and resources; and provides a third space for citizens to utilize for work and leisure activities.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Grow community awareness of the library’s wide array of programs and services Initiative: Update in-house and social media marketing campaigns to better promote library services

Goal: Increase access to the library’s digital resources Initiative: Update the website to act as a hub for information available to the public

Goal: Expand program offerings to reflect community needs and interests Initiative: Work with the community and Library Board of Advisors to develop a diverse array of programming

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 A part-time Library Page position has been added to increase hours of operation for thelibrary

 Appropriations for materials in electronic format increase due to thepopularity of these items

 Building maintenance and information technology services reflect changes to the cost allocation schedules for FY 2027

PERFORMANCEMEASURES

Solid Waste

DIVISION MISSION AND DESCRIPTION

The mission of the Solid Waste division is to provide garbage and residential brush collection services in a timely, professional, and efficientmanner. Dutiesincludethecollectionofgarbage,recyclables,brushandlimbsfrompropertiesthroughoutthecity;implementing a route-basedsystem forbrush collection; and educatingcitizens oftheavailabilityof brushcollectionthroughvideos, door hangers,and water bills. The city contracts with a private firm for garbage collection services.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Strategic Plan categories addressed below: Quality ofLife, Public Safety

Goal: Provide efficient operations for the collection of garbage, brush, and recyclable materials Initiative: Continuously evaluate and improve waste management practices and customer service

Goal: Continue educating residents on proper brush placement Initiative: Engage residents personally and through social media regarding brush placement and quantities

Goal: Improve customer satisfaction with solid waste services Initiative: Minimize response times, promptly address inquiries, and foster positive community relationships

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

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

 Refusecollection expenditures increase due to a greaternumber of customers and higher cost for service

 Transfers to the Water & Sewer Fund reflect changes to thepersonnel allocation schedule

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

Fleet Maintenance

DIVISION MISSION AND DESCRIPTION

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

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Maintain the reliability, performance, and safety of all fleet vehicles Initiative: Monitor and evaluate fleet performance and maintenance to proactively addressfleet needs

Goal: Optimize employee workload to reduce vehicle downtime Initiative: Prioritize work orders based upon complexity, repair time, and staff availability

Goal: Strengthen relationships among internal and external customers Initiative: Improve communication and promote a positive work culture within the division

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

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

 Machinery and equipment expenditures decrease to reflect historical expenditure levels

 Information technology services reflect changes to the cost allocation schedule for FY 2027

PERFORMANCEMEASURES

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

The Debt Service Fund is used for the accumulation of resources for the payment of the City's general long-term debt. Payment of current year debt obligations is provided bya dedicated portion of propertytax collections. The debt rate for FY2027 is $0.0624 or eleven percent of the total tax rate of $0.5619 per $100 of taxable value.

S&P Global Ratings has assigned its 'AA' long-term rating to the city's general obligation debt.

Long-term debt at September 30, 2026 is comprised of the following debt issues:

All taxable propertyin the Cityof Belton is subject to the assessment, levyand collection by the cityof an annual ad valorem tax levied, within the limits prescribed bylaw, sufficient to provide for the payment of principal and interest on debt issued bythe government. Article XI, Section 5, of the Texas Constitution is applicable to the city, and limits its maximum ad valorem tax rate to $2.50 per $100 of assessed valuation for all Citypurposes. The cityoperates under a Home-Rule Charter, which limits the tax rate to $1.90 per $100 of assessed valuation for allcitypurposes. Administratively, the AttorneyGeneral of the State of Texas will onlypermit the allocation of $1.50 of the $2.50 maximum rate for all general obligation debt service, as calculated at the time of issuance. The city's total tax rate of $0.5619 and debt rate of $0.0624 are well belowthe maximum rates that are allowed bylaw.

2026 (FY2027) Total Assessed Value 2,541,917,167 $ Limit on Amount Designated for Debt Service $1.50 per $100 Legal Debt Limit 38,128,758 $

Notes:

1 Excludes Use of Prior Years' Fund Balance 2 An adjustment is made to

Debt Service Fund Statement of Fund Balance

FundBalanceHistory

Financing Sources

Debt Service Fund (115-3) Revenues

Debt

Fund

Bond Amount

Debt Service Fund

Certificates of Obligation, Series 2008

$1,485,000

Date of Issue 8/1/2008 Interest Rate 4.19%

Date of Maturity 8/1/2028

Purpose

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

Bond Amount

Debt Service Fund

Certificates of Obligation, Series 2015

$1,070,000

Date of Issue 4/1/2015 Interest Rate 2.0% - 3.0%

Date of Maturity 8/1/2035

Purpose

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

Bond Amount

Debt Service Fund

General Obligation Refunding Bonds, Series 2017

$1,565,000

Date of Issue 5/31/2017 Interest Rate 1.05% - 2.10%

Date of Maturity 8/1/2027

Purpose

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

Bond Amount

Debt Service Fund

Certificates of Obligation, Series 2018

$2,185,000

Date of Issue 7/19/2018 Interest Rate 3.0% - 5.0%

Date of Maturity 8/1/2030

Purpose

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

Debt Service Fund

General Obligation Refunding Bonds, Series 2019 Bond Amount

$4,796,000 Date of Issue 12/5/2019 Interest Rate 3.0% - 4.0%

Date of Maturity 8/1/2033

Purpose

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

PaymentPrincipalInterest

Bond Amount

Debt Service Fund

Certificates of Obligation Bonds, Series 2025

$2,305,000

Date of Issue 5/21/2025

Interest Rate 5.00%

Date of Maturity 9/30/2035

Purpose

Proceeds from the sale of the Series 2025 Certificate of Obligation Bonds will be used for (i) constructing, improving and/or extending the City's waterworks and sewer system, including for wastewater treatment plant expansion, lift station force main improvements and utility relocation; (ii) acquiring a fire truck and related equipment; (iii) purchasing a building for a public safety facility for fire department administrative offices, a police substation and training space, emergency medical services, an emergency shelter and related land acquisition with a portion to be used for park purposes as part of the City's park system; and (iv) paying related professional services including for construction managers, engineers, architects, attorneys, auditors, financial advisors, fiscal agents and costs related to issuing the Certificates.

This fund accounts for:

Hotel Occupancy Tax Fund Overview / Statement of Fund Balance

1.Revenues received from the Hotel Occupancy Tax as levied by ordinance 10885-1 at the rate of 7% of the room charge.

2.Expenditures as authorized by the Statute (Chapter 156, Tax Code) and approved by City Council to be considered as spent in a manner which directly enhances and promotes tourism and the convention and hotel industry, including:

a.Funding the establishment or improvement of a convention center

b.Paying the administrative costs for facilitating convention registration

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

d.Paying for bonds issued for these purposes

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

FundBalanceHistory

Hotel OccupancyTax Fund (114-3) Revenues

Hotel OccupancyTax Fund (114-4-024)

TIRZ Fund Overview / Statement of Fund Balance

The TIRZ Fund is used to account for the accumulation of resources from ad valorem taxes collected on the incremental values in the Belton Tax Increment Reinvestment Zone No. 1, which was created in 2004. The revenues can only be expended on projects within the boundaries of the Zone that have been approved by both the TIRZ Board and the City Council. The City of Belton and Bell County participate in the TIRZ. The boundary was expanded in 2022 by 1,168 acres to a total of 4,384 acres. The term was extended to 2042.

Fund Balance (GAAP)

Notes:

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

FundBalanceHistory

$500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000

$-

TIRZ Fund Revenue Trend

Revenues

$5,000,000 $6,000,000 $7,000,000

$4,000,000

$3,000,000

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

TIRZ Fund (123-3) Revenues

TIRZRevenues

FY2027ExpendituresbyCategory

TIRZ Fund (123-4-023)

Water & Sewer Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

3 City policy requires a reserve balance of 25% of budgeted expenditures.

FundBalanceHistory

$$5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000

Water & Sewer Fund Recap

Revenues

Water & Sewer Fund Revenue Trend

$10,000,000 $12,000,000 $14,000,000 $16,000,000

$$2,000,000 $4,000,000 $6,000,000 $8,000,000

Distribution of Water & Sewer Fund Revenue

Revenues

Water & Sewer Fund (202-3) Revenues

Water & Sewer Fund Expense Trend

$8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000

$4,000,000 $6,000,000

$2,000,000

The City of Belton obtains its water from Belton Lake through a partnership with Bell County Water Control and Improvement District #1 (BCWCID), Brazos River Authority (BRA) and Central Texas Water Supply (CTWSC). Rawwater is purchased from BCWCID and CTWSC. Election use and option water costs for FY 2027 are shown below. $-

Water & Sewer Fund Division Summary

Water & Sewer Fund CategorySummary

FY2027ExpensesbyCategory

Water & Sewer Fund Line Item Expense Detail

Utility Administration

DIVISION MISSION AND DESCRIPTION

The mission of the Utility Administration division is to provide administrative functions, oversight, and support of water and sewer department operations. Responsibilities of the division include overseeing utility infrastructure projects; administering water and sewer regulatory programs; reviewing proposed development infrastructure for compliance with engineering standards; directing the water conservation program; and preserving existing utility assets.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Address infrastructure and capital equipment needs Initiative: Prioritize projects and upgrades that enhance overall system function

Goal: Enhance the stability and efficiency of existing utility infrastructure Initiative: Implement preventive maintenance strategies to reduce risk and impact of failures

Goal: Strengthen collaboration with partner agencies to optimize project outcomes Initiative: Monitor and supportprogress of the water plant and wastewater treatment plant expansion projects

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Small equipment expenditures increase to purchase new GPS equipment and accessories

 Building maintenance and information technology services reflect changes to the cost allocation schedules for FY 2027

 Appropriations for consulting decrease because the intendedwork will not bedone in the near term

FY2025FY2026FY2026FY2027

WORKLOADMEASURES

Averagedailywaterdemandingallons

Utility Finance

DIVISION MISSION AND DESCRIPTION

The mission of the Utility Finance division is to provide timely billing and collection of city-provided water, sewer, refuse, and drainage services in a courteous and responsive manner. Duties include maintaining deposit, billing, and payment information for all utility customers; billing utility accounts on a four-cycle per month basis; processing requests for service connection and disconnection; and handling customer inquiries.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Increase the amount of electronic billing andcollection Initiative: Continue educating customers on the benefits of automated payments

Goal: Modernize the utility bill delivery and payment processes Initiative: Establish a social media campaign to make customers aware of available online functions

Goal: Provide exceptional customer service Initiative: Promote an environment of positive, professional interaction and seek customer feedback

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Appropriations for wages,taxes, and retirementincrease to reflect growth in salaries

 Principaland interest payments increase to reflect the debt amortization schedule

 Transfers to the General Fund are lower due to changes in the personnel allocation schedule

FY2025FY2026FY2026FY2027

PERFORMANCEMEASURES

DIVISION MISSION AND DESCRIPTION

The mission of the Water division is to provide a safe and adequate water distribution system that meets or exceeds the standards for a “superior” water system for the domestic, industrial and fire protection needs of customers in a manner than conserves and best uses crucial water resources. The responsibilities of this division include maintaining the water distribution system; making service taps and installing new services; constructing new and replacement water mains and service lines;and timely repairing water leaks.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Ensure reliable operation of the water system Initiative: Identify aging infrastructure, prioritize repairs, and develop long-term improvement plans

Goal: Maintain “superior” water system status with the Texas Commission on Environmental Quality Initiative: Ensure all reporting and compliance requirements are met

Goal: Provide reliable, quality water of sufficient quantity and pressure to all customers Initiative: Flush thedistribution system adequately while monitoring for waterloss

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 Expenses for treated water are reduced to historical spending levels

 Transfers to the General Fund reflect higher franchise fees from increasing water sales

 Transfers to the Water and Sewer Capital Projects Fund are lowered as a cost reduction measure

FY2025FY2026FY2026FY2027

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

Sewer

DIVISION MISSION AND DESCRIPTION

The Sewer division strives to provide an efficient sewage system to protect the public health, safety, and water quality of the community. The responsibilities of this division include maintaining the sewer collection system that includes seventeen lift stations; making service taps and installing new services; and timely replacing deteriorated sections of mains and service lines.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Provide reliableoperation of the wastewater system Initiative: Flush sewer lines routinely, replace deteriorating mains, and installcity cleanouts where missing

Goal: Prevent structural failure of infrastructure Initiative: Review records and service history torecognize lines that need to be replaced

Goal: Reduce flow from sources outside of the wastewater system Initiative: Perform tests to identify and repair locations where inflow or infiltration is occurring

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 One Utility Technician IIIposition has been reclassified into a one Utility Technician I position

 Transfers to the General Fund reflect lower franchise fees from decreasing sewer sales

 Transfers to the Capital Projects Fund and Capital Equipment Fund are lowered as a cost reduction measure

FY2025FY2026FY2026FY2027

PERFORMANCEMEASURES

Water & Sewer Fund

Bond Amount

Water & Sewer Fund

Certificates of Obligation, Series 2008

$180,000

Date of Issue 8/1/2008

Interest Rate 4.19%

Date of Maturity 8/1/2028

Purpose

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

PaymentPrincipalInterest

Bond Amount

Water & Sewer Fund

Certificates of Obligation, Series 2015

$8,595,000

Date of Issue 4/1/2015

Interest Rate 2.0% - 3.0%

Date of Maturity 8/1/2035

Purpose

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

Water & Sewer Fund

Certificates of Obligation, Series 2016

Date of Maturity 8/1/2036

Purpose

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

Water & Sewer Fund

General Obligation Refunding Bonds, Series 2017 Bond Amount

$1,350,000 Date of Issue 5/31/2017

Rate 1.05% - 2.10%

Date of Maturity 8/1/2027

Purpose

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

Bond Amount

Water & Sewer Fund

Certificates of Obligation, Series 2022

$6,295,000

Date of Issue 2/8/2022

Interest Rate 2.00% - 4.00%

Date of Maturity 8/1/2042

Purpose

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

PaymentPrincipalInterest

Bond Amount

Water & Sewer Fund

Certificates of Obligation, Series 2025

$14,985,000

Date of Issue 5/21/2025

Interest Rate 4.125% - 5.00%

Date of Maturity 8/1/2045

Purpose

Proceeds from the sale of the Series 2025 Certificate of Obligation Bonds will be used for (i) constructing, improving and/or extending the City's waterworks and sewer system, including for wastewater treatment plant expansion, lift station force main improvements and utility relocation; (ii) acquiring a fire truck and related equipment; (iii) purchasing a building for a public safety facility for fire department administrative offices, a police substation and training space, emergency medical services, an emergency shelter and related land acquisition with a portion to be used for park purposes as part of the City's park system; and (iv) paying related professional services including for construction managers, engineers, architects, attorneys, auditors, financial advisors, fiscal agents and costs related to issuing the Certificates.

$8,000,000

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

Water & Sewer Fund Long-Term Forecast

Forecasted Ending Fund Balance

Water and Sewer Fund Long-Term Forecast Assumptions

Revenue Assumptions

Revenue Forecast

TheCityconductedawaterandsewerratestudyin2024toestablishabaselineforfuturerates thatmayberequiredtocoverprojectedexpenses.WaterandsewerratesincreaseinFY2027after remainingstableinFY2026.Waterandsewerrevenueisexpectedtoincreaseby7%and4%, respectively,infutureyearswithratehikesandhigherconsumption.

Otherrevenueisprincipallycomprisedofinterestincome,creditcardfees,tapfees,and transfersfromotherfunds.TheCityisprojectinganaveragegrowthrateof1%forotherrevenue. Tapsfeeswilllikelyincreasewiththecustomercount.Transfersforallocatedpersonnelwillincrease alongwithannualsalaries.Interestincomeisprojectedtomodestlyincreaseintheoutyears.

ExpenditureForecast

PersonnelcostsgrowinFY2027duetohigherhealthinsurancepremiumsandpayincreases foremployees.Forfutureyears,a7%increaseinpersonnelcostsshouldcoverannualpayincreases, retirementcontributions,andinsurancepremiums.Thecostforanyadditionalpositionsisnot includedinthelong-termforecastassumptions.

Otherexpendituresconsistofoperatingexpensesforwaterandsewerlines/liftstations,and waterpurchases.Thisexpenditurecategoryisgreatlyimpactedbyinflationandaginginfrastructure thatrequiresmoremaintenance.TheCityisprojectinga3%increaseperyeartomeetthe water/wastewaterneedsofthesystem.

Transfers,debtservice,andcapitalexpendituresaredependentontransfersforallocated personnelandadministrativecosts,debtservicepayments,andcapitalprojectsthatarefundedwith operatingfunds.Theseitemsvaryperyear.

FutureBudgetsandStrategicGoals

CityCouncildeterminedthequalityoflifeasbeingoneofthegoalsinourstrategicplan.Partof thequalityoflifegoalishavingadequatewaterandwastewaterinfrastructure.Thelong-termforecast ispreparingfortheincreaseddemandforwaterandwastewater.TheCityhasalsoaccountedfor manyinfrastructureprojectsinthewaterandsewersystemthatneedupdatingorrehabilitation.

Throughthefive-yearforecasttimeframe,fundbalanceisexpectedtoincreaseandremain abovetheminimumreservebalancerequiredbypolicy.

Drainage Fund

Overview / Statement of Fund Balance

The Drainage Fund is an enterprise fund that is used to account for all costs related to stormwater management. These activities are financed through a drainage fee charged to residents. In November 2007, City Council declared by ordinance that drainage was a utility of the City. The storm drainage fees became effective in February 2008.

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

3 City policy requires a reserve balance of 25% of budgeted expenditures.

FundBalanceHistory

Fund Balance

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$-

Drainage Fund Revenue Trend

Revenues

$100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000

Drainage Fund (707-3) Revenues

Drainage

DIVISION MISSION AND DESCRIPTION

The mission of the Drainage division is to provide and maintain a stormwater management system that conveys stormwater in a safe manner. Theresponsibilitiesofthisdivisionincludeconstructingandmaintainingdrainageinfrastructure;addressingahierarchyofstorm drainage priorities; maintaining the stormwater masterplan; and sweeping the city to aid in the protection of water quality.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Ensure functionality and capacity of city-owned drainage facilities Initiative: Construct a detention pond near Avenue I to reduce flooding in the area

Goal: Reduce stormwater pollutants and improve curb appearance Initiative: Regularly mow all detention ponds and drainage areas

Goal: Minimize illicit discharges in stormwater runoff Initiative: Raise awareness and promote actions that can mitigate the negative impacts of stormwater runoff

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 One Maintenance Technician I position has been moved from the General Fund to the Drainage Fund

 Floodwarning expenses decrease after the acquisition offlood monitoring system equipment during FY 2026

 Transfers to the Water and Sewer Fundincrease due to changes in the personnel allocation schedule

FY2025FY2026FY2026FY2027

Numberofcity-ownedandmaintaineddetentionponds 19191919 Numberofhoursspentmaintainingpondsandchannels2,7002,7002,7002,700 Cubicyardsofmaterialscollectedbystreetsweeper

PERFORMANCEMEASURES

Percentofstreetssweptannually

Percentofdaysincompliancewithqualitystandards

Percentofcity-owneddetentionpondsmaintainedannually100%100%100%100%

Drainage Fund (707-4-080)

Drainage Fund

Amortization Summary

Bond Amount

Drainage Fund

Certificates of Obligation, Series 2008

$335,000

Date of Issue 8/1/2008

of Maturity 8/1/2028

FY 2027 Proceeds from the sale of the Series 2008 Certificates willbe used for (i) FY 2028 constructing, improving, extending and upgrading Citystreets, bridges, sidewalks, intersections and other traffic improvements; (ii) constructing, improving and extending the City's waterworks and sewer system; and (iii) the payment of professional services in connection therewith.

Drainage Fund Long-Term Forecast

Forecasted Ending Fund Balance

Drainage Fund Long-Term Forecast Assumptions

Revenue Forecast

Drainagerevenueisprojectedtogrowby4%peryear.Higherrevenueisdrivenbyagrowing customercount.Adrainagefeestudywillbecompletedinthefuturetodeterminewhethercurrent ratesaresufficienttocoverthecostofcapitalandmaintenanceprojects.Otherrevenue,whichis comprisedofinterestincome,isexpectedtoremainstableintheoutyears.

ExpenditureForecast

Personnelexpensesincludeannualpayincreases,retirementcontributions,andinsurance premiums.TheCityisforecastinga5%increaseinpersonnelcostsoverthenextfiveyears.This allowstheCitytostaycompetitiveinthemarketaswellasretainvaluableemployees.

Otherexpendituresconsistofsupplies,services,andmaintenancecostsforthedrainage system.Thisexpenditurecategoryisgreatlyimpactedbyinflationandtheconditionofthe infrastructure.TheCityisprojectingan9%increaseperyeartomeetsystemneeds.

Transfers,debtservice,andcapitalexpendituresaredependentontransfersforallocated personnelandadministrativecosts,debtservicepayments,andcapitalprojectsthatarefundedwith operatingfunds.Theseitemsvaryperyear.

FutureBudgetsandStrategicGoals

Asshowninthelong-rangeoperatingfinancialplan,reservesmayfallbelowthe25%minimum reserveamountrequiredbypolicyinFY2031aftertheissuanceofdebt.Actioninthefutureyears couldincludereducingexpenditures,delayingcapitalexpenditures,andincreasingdrainagefee rates.

Information TechnologyFund Overview / Statement of Fund Balance

The Information Technology Fund is an internal service fund used to account for all costs of providing general information technology services to City divisions. These activities are financed through charges to the divisions for services rendered. Established in FY2021, this fund merged with the Information Technology Equipment Replacement Fund that was formerly a non-major governmental fund.

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

FundBalanceHistory

Information TechnologyFund (177-3) Revenues

DIVISION MISSION AND DESCRIPTION

Information Technology

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

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Maintain server availability and optimal performance Initiative: Upgrade aging firewall software and equipment to ensure 100% uptime

Goal: Provide a safe, secure network environment while safeguarding data Initiative: Deliver comprehensive cybersecurity and AI literacy training to allemployees annually

Goal: Ensure computer network and equipment remains current, efficient, and functional Initiative: Continue upgrading system hardware in accordance with thecapital replacement plan

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

 One Information Technology Analyst position has been reclassified into one Information Technology Administrator position

 Computer system maintenance expenditures increase due to additional software and higher maintenance costs

 Capital outlay decreases after replacing several servers and storage devices during FY 2026

FY2025FY2026FY2026FY2027

PERFORMANCEMEASURES

Building Maintenance Fund Overview / Statement of Fund Balance

The Building Maintenance Fund is an internal service fund used to account for all costs of providing routine building maintenance services to City divisions. These activities are financed through charges to the divisions for services rendered. Established in FY 2021, this fund merged with the HVAC Replacement Fund that was formerly a non-major governmental fund.

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

FundBalanceHistory

Building Maintenance Fund (178-3) Revenues

Building Maintenance Fund CategorySummary

Building Maintenance

DIVISION MISSION AND DESCRIPTION

The mission of the Building Maintenance division is to maintain and clean city buildings and facilities to ensure a safe and attractive environment for employees and visitors. The responsibilities of this division include performing daily janitorial services; repairing and maintaining buildings and park facilities; managing and constructing building improvements; and managing pest control and other maintenance contracts. An internal service fund of the City of Belton, the Building Maintenance Fund was established in FY 2021 to consolidate costs and management responsibilities for building maintenance.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Maximize asset life, reliability, and performance Initiative: Develop an annualserviceand replacement plan for backup generators at city facilities and critical infrastructure

Goal: Improve the sustainability, accessibility, and appearance of city buildings and facilities Initiative: Prepare and execute a plan to repair, renovate, orreplace existing buildings where appropriate

Goal: Encourage job training and personal development Initiative: Establish a leadership culture through skills training and certifications

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

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

 HVAC maintenance costs decline after replacing an HVAC unit atthe library during FY 2026

 Capital outlay reflects the acquisition of two large HVAC units in FY 2027

FY2025FY2026FY2026FY2027

PERFORMANCEMEASURES

STRATEGICPLANNINGINBELTON,TEXAS 2000-Present

TheCityCouncilbegananin-depthstrategic,long-rangeplanningprojectin2000. Theobjectiveofthisprojectwastoidentifylong-rangeproblems,challenges,and opportunitiesfortheCityofBelton,andtodevelopandpursueappropriatestrategies toaddresstheseissues.ThedevelopmentprocessincludedCouncilmembers,Cityof Beltonstaff,andthepublic.TheresultwasaStrategicPlantoprovidetheframework ofannualbudgetsandguidancefordepartmentalgoalsandobjectives.Belton’s commitmenttoStrategicPlanningremainsacornerstoneofitslegacyofconscientious planningforitsfuture.

AsapreludetoBelton’sannualbudgetprocess,areviewandupdateoftheStrategic Planoccureachyear.Thismaybeacomprehensivereview,whichshouldoccurat leastonceeveryfiveyears,oranin-houseupdate.Acomprehensivereviewoccurred in2025forFY2026-2030,withacompleteplanrefreshandchangesinthefocusof Goals.ForFY2027-2031,CouncilconductedaWorkshoponJune18,2026,toreview Vision,Mission,andPillarsofEmphasis,aswellasseveralemergingtopics.Belton continuestohaveabrightfuturewiththisongoingcommitmenttostrategicplanning throughtheCouncil’svisionaryleadership.

CityofBelton,Texas

VisionandMission

TheVisionandMissionstatementsserveasacommonframeworkforallcitizensoftheCityof Beltonandformthefoundationforallactivitieswithinthecity’sgovernmentalstructure.These statementsserveasthecommonvaluesofthecommunity,whichgivesinspirationanddirects theactionsofallstakeholders,membersofthecouncil,andcitystaff.

BelowaretheVisionandMissionstatementsoftheCityofBelton,aswellasthesevenGoal CategoriesandOutcomeStatements.TheseelementsofthecurrentStrategicPlanwere discussed,andtheCityCouncilagreedthattheseStatementswereappropriate,remainvalid, andcontinuetoarticulatethedirectiontobepursuedinthenextseveralyears.

VisionStatement

BeltonistheCommunityofChoiceinCentralTexas,providinganExceptionalQualityofLife.

MissionStatement

EnhanceBelton’squalityoflifethroughvisionaryleadershipthatpreservesitscharacterwhile planningforitsfuture.

SixPillarsofEmphasis

1.Connectivity

2.Economic/BusinessDevelopment

3.QualityofLife

4.Infrastructure/PublicFacilities

5.Engagement(ServiceDeliveryIncluded)

6.PublicSafety

HighlightsofInitiativesineachPillarinclude:

1.Connectivity

Criticalandunderwaystreet,trailandsidewalkprojects–IH-35/IH-14;Loop121 (Phase2and3);TxDOT’s6thAvenueMajorMaintenanceandFM93widening; Central/SpringStreetBridge;ConnellStreet;AnalysisofWheatRoadExtension

2.Economic/BusinessDevelopment

EconomicDevelopmentStrategicPlanandImagineBeltonImplementation;Utilities toBEDCproperties;ImplementUpdatedBuildingCodes;ExpandLandscaping/ Murals/Sidewalks;Public/PrivateFacilityOpportunities;BusinessandEmployee Recruitment/RetentionduetoIH-35/IH-14construction

3.QualityofLife

MaintainGrowthManagementPolicies/FLUM;ParksMasterPlanandLibraryMaster PlanImplementation;Belton’sHistoricalCulturalResources;Partnerships;Establish DataCenterStandards

4.Infrastructure/PublicFacilities

Water/WastewaterMasterPlan;TBWWTPUpgrade;CentralTexasWaterAlliance Participation;EvaluateStreetMaintenanceFee;Water/SewerCCNBoundary Analysis

5.Engagement

NationalCitizenSurveyRecommendations;CitizenEducationProcessandRefresh forBoards/Commissioners/Volunteers;ProvisionofExceptionalCustomerService; CommunityMarketingPlan;Logo;TourismEmphasis;ImplementETJPlatReview MOUwithBellCounty;Rollout(HOP)BusforProjectEvaluationandCommunity Engagement

6.PublicSafety

MillerHeightsCenterPhasedOccupancy;ConductMeet/ConferProcesswithPD,FD; EmployeeMentalHealthNeedsAwareness;CybersecurityandAItrainingfor CommunitySafety;EnsuringattentiontoEmergencyConditionsinCommunityforFD, PD,PW

CityofBelton,Texas StrategicPlan

RecurringPrioritizationProcess

FY2027-2031

ThisPlanisalivingdocumentthatisdrivenbyflexiblelong-termgoals.Year1(FY 2027)PillarsincludedetailedActionPlans.Years2-5ActionPlans(FY2028-2031) areprovidedwithbestknowninformationatthistime,recognizingtheselongertermgoalsareafunctionofpriorityandfunding.

Goalworksheetsforeachactionablegoalareprovided.TheActionPlan worksheetsinclude:

PillarofEmphasis

Goal

Initiative

CoordinatorandAssistance

OutcomeDescription

PerformanceIndicators

ChallengesandBarriers

PartnerAgencies

Timelines

CostandFundingSources

TheCityCounciliscommittedtoreviewinglong-termgoalsregularlytoensure communityfocusanddirection,carefullylookingfiveyearsintothefuture,and beyond.ThisStrategicPlanreflectsactionableGoalsandisnowlinkedtoa regularlyupdatedFive-YearCapitalImprovementPlanofProjects,toguide StrategicPlanImplementation.

CITYOFBELTON

PILLAR#1–CONNECTIVITY

1.1MonitorMitigationStrategies forIH-35/IH-14Widening Project

1.2CoordinateTransportation ProjectswithFHA,TxDOT, KTMPO,BellCounty

1.3CompleteLocalStreet Projects

N/A

1.1.1Maintaindialoguewith TxDOTonaccesstoDowntown,localcirculation, aesthetics,andsignageand monitorimplementation 2027-2031TBD

1.2.1FacilitateLoop121project, Phase2,IH-14toIH-35; EstablishpriorityforPh3 2027-2029Ph2Funded Ph3TBD

1.2.2CoordinateTxDOT’s6th Avenuereconstructionby fundingSidewalks/PipeburstingforSewer,and explorepowerline/data relocation 2027-2028Funded

1.2.3MonitorFM93widening,TX 317toWheatRoad 2027-2029N/A

1.3.1ConstructE.CentralAvenue (SpringStreet)Bridgeover NolanCreek 2026-2027Funded

1.3.2SecureROWand ReconstructConnellStreet 2027-2028Funded

1.3.3Analyzeneedandifjustified developdesignconceptfor WheatRoadExtension 2027Funded

1.4EnhancePark/TrailSystem1.4.1AddRegionalTrailLinkages, CityTrails,Sidewalks 2027and Ongoing TBD

1.5ExploreNewConnectivity Solutions

1.5.1ConsiderRoundabouts, MicroTransitaccess, ChargingStationsas feasible 2027-2028TBD

CITYOFBELTON STRATEGICPLAN

2.1Enhancecollaborative partnershipsbetween City/BEDC

2.2Createa Utilities/Infrastructure StrategytoleadFutureLand Development

2.3EstablishfocusedDowntown Strategy

2.1.1DevelopEconomic DevelopmentStrategicPlan 2027-2028TBD

2.2.1ProvideservicestoBEDC LandonIH-14/IH-35 2027-2028BEDC

2.2.2PlanforTrunkWaterTransmissionLineinWheatRoad Corridor 2027-2029TBD/BEDC

2.3.1ImplementUpdatedBuilding Codes 2027 N/A

2.3.2AddFIG,Murals,Building LifeSafetyGrants,Landscaping,Sidewalks Downtown 2027City/TIRZ/ BEDC

2.33Explorerelocatingoverhead utilitiesunderground 2027-2028TBD

2.4ExploreMulti-TenantPublic/ PrivateDevelopment

2.5Recruit,retainLocal Businesseswithfocuson Tourism

2.6EnhanceCommunityPartnershipsinEmploymentEfforts

2.7Pursuegrantstoleverage localresources

2.4.1Determinefeasibilityof facilitypartnerships;Market 6thAvenueProperty 2027-2028TBD City/BEDC/ OTHERS

2.5.1Recruit,retainDowntown, IH-35,IH-14Businessesand Industries;Tourism emphasis 2027-2030City/BEDC/ HOT

2.6.1UpdateCompensationStudy asneededtorecruitand retaintoptalent;identify andsupplementWorkforce DevelopmentTraining 2027and Ongoing TBD

2.7.1Analyzegrantsselectively balancinglocaleffort, benefits,localmatchsource 2027and Ongoing Matchif required TBD

3.1EnhanceQualityofLife throughlanduseplanning, parkdevelopmentand recreationprogramming, preservation,and partnerships

PILLAR#3-QUALITYOFLIFE

N/A

3.1.1Review/ImplementGrowth ManagementStrategy/FLUM 2027-2031N/A

3.1.2ImplementParksMaster Plan/Ph2ofHeritagePark 2027-2031TIRZ/TxP&W

3.1.3Preservehistorical/cultural resourcesinBelton OngoingTBD

3.1.4CultivatePartnershipsto maximizesuccessand enhancecommunity character OngoingN/A

3.1.5AdoptandImplement LibraryStrategicPlan OngoingCity

3.1.6DevelopDataCenter Standards 2027 City

4.1AddressInfrastructure/Public FacilityNeedsthrough AnalysisandMulti-Year FundingStrategies

4.1.1Maintain/update/implement Water/WastewaterPlan 2027-2031UtilityFund/ TIRZ/BEDC

4.1.2ConstructTBWWTPupgrade2027-2028Funded Belton/Temple

4.1.3ParticipateinCentralTexas WaterAlliance 2027-2031TBD

4.1.4EvaluateAnnualFundingfor StreetMaintenance 2027Funded

4.1.5ConductCCNBoundary AnalysisforWater/Wastewater 2027 TBD

5.1Communicateproactivelywith citizens

5.2EnhanceCommunityEngagementinEventsandActivities

5.3MonitorandEnhance DevelopmentReviewProcess

5.1.1ImplementNationalCitizen SurveyRecommendations

5.1.2RefreshBoardAppointment Process/Scheduleanddeveloprobustengagementfor citizenboards,volunteers

5.1.3Provideexceptional customerservice externally/internally

5.2.1DevelopMarketingPlan, Beltonbranding,CityLogo, topromoteCommunity eventsandemphasize Tourism

5.3.1AddressDevelopment Review,ImplementState Mandates,Implement BuildingCodeUpdatesand EvaluateETJPlatReview MOUwithBellCounty

N/A

N/A

5.4UseCityVehicleforProject EvaluationandCommunity Engagement

5.4.1RolloutCitybusfor training,projectreview, Boardsitevisits

City

PILLAR#6–PUBLICSAFETY

6.1EstablishPhasedOccupancy ofMillerHeightsPublicSafety Center

6.2ParticipateinMeet/Confer dialogueinpursuitof improvementsservingthe City,PD,FD

6.3AddressongoingEmergency Preparedness

6.1.1AddressneedsforPD,FD, othercommunitypartners withbuildingassessment

6.2.1Achieveenhancements resultingfromMeet/Confer processservingtheCity,PD, FD

6.3.1EnhanceMentalHealth ResponseTraining/Awareness

6.3.2ImplementCybersecurity needs

6.3.3ImproveCommunitySafety forNolanCreek, Pedestrians,Bikers–signage,crosswalks,lighting

6.3.4Addresspublicsafetyemergencyconditionsaffecting FD,PD,PW

Complete/ Occupancy

Funded

PillarCategories

1.Connectivity

Year2:Five-YearActionPlan

Priority1Initiatives:FY2028

Initiatives

1.1.1MaintaindialoguewithTxDOTonaccesstoDowntown,local circulation,aesthetics,signageandmonitorimplementationonIH35/IH-14

1.2.1FinalizeLoop121project,Phase2,IH-14toIH-35;PlanforPhase3

1.2.2CoordinateTxDOT’s6thAvenuereconstructionfromIH-35toTX-317

1.2.3MonitorFM93wideningplans,TX317toWheatRoad;TxDOTto completebeforeI-35/IH-14

1.3.1CompleteE.CentralAvenue(SpringStreet)BridgeoverNolanCreek

1.3.2CompleteConnellStreetReconstruction

1.3.3FinalizeDesignConceptforWheatRoadExtensionifneeded

2.1.1ImplementEconomicDevelopmentStrategicPlan

2.2.1ProvideutilityservicestoBEDCLandonIH-14/IH-35

2.2.2DesignTrunkWaterTransmissionLineinWheatRoadCorridor

2.Economic/Business Development

3.QualityofLife

2.3.1MonitorUpdatedBuildingCodes

2.3.2ContinueuseofFIG,Mural,LifeSafetyGrants,Landscaping,Sidewalks Downtown

2.4.1Implementbuildingfacilitypartnerships

2.5.1Recruit/RetainDowntown,IH-35,IH-14BusinessesandIndustries; continueTourismemphasis

3.1.1Review/Implement/UpdateGrowthManagementStrategy/FLUM

3.1.2ImplementParksMasterPlanUpdate/Phase2HeritagePark

3.1.4CultivatePartnershipstomaximizesuccess

3.1.5ImplementLibraryStrategicPlan,includingbranchatMillerHeights

3.1.6AmendCodesfollowingLegislativeSession

4.1.1Maintain,update,andimplementWater/WastewaterMasterPlan

4.1.2CompleteTBWWTPupgradeandbringonline

4.Infrastructure/ PublicFacilities

5.Engagement

6.PublicSafety

4.1.3ParticipateinCentralTexasWaterAlliance

4.1.4EnsureAnnualFundingforStreetMaintenance

4.1.5ImplementchangesresultingfromCCNboundaryanalysis

4.1.6UpdateStrategicPlanandassociatedCIP

5.1.2Continuerobustengagementforcitizenboards,volunteers

5.1.3ConductCompensationStudy,includingEmployeeWellness,to addressstaffingneedstoensureexceptionalcustomerservice

5.2.1DevelopMarketingPlan,Beltonbranding,topromoteCommunity events,emphasizetourism

5.3.1AddressDevelopmentReview,ImplementStateMandates,Implement BuildingCodeUpdates,MonitorETJPlatReviewwithBellCounty

6.1.1ContinuephasedoccupancyofthePublicSafetyFacility

6.2.1AssessPD,FDNeedsemergentinMeet/Confer

6.3.4AddresspublicsafetyemergencyconditionsaffectingFD,PD,PW

Year3:Five-YearActionPlan

Priority1Initiatives:FY2029

PillarCategories Goals

1.Connectivity

2.Economic/Business Development

3.QualityofLife

4.Infrastructure/ PublicFacilities

1.1.1MaintaindialoguewithTxDOTonpropertyaccesstoDowntown,local circulation,aesthetics,signage,andmonitorimplementationonIH35/IH-14

1.2.3MonitorFM93widening,TX317toWheatRoad;TxDOTtocomplete beforeIH-35/IH-14

1.3.2OpenConnellStreet

1.3.3BuildWheatRoadExtensionifneeded

2.1.1ImplementEconomicDevelopmentStrategicPlan

2.2.1ProvideutilityservicestoBEDCLandonIH-14/IH-35

2.2.2Bid,ScheduleTrunkWaterTransmissionLineinWheatRoadcorridor

2.4.1Implementfacilitypartnershipsifwarranted

2.5.1Recruit/RetainDowntown,IH-35,IH-14BusinessesandIndustries

3.1.1Review/ImplementGrowthManagementStrategy/FLUM

3.1.2ImplementParksMasterPlan

3.1.4CultivatePartnershipstomaximizesuccess

3.1.5ConductLibraryStrategicPlanUpdate

4.1.1Maintain,update,andimplementWater/WastewaterMasterPlan

4.1.2MonitorTBWWTPplantcapabilities

4.1.3ParticipateinCentralTexasWaterAlliance

4.1.4EvaluateAnnualFundingforStreetMaintenance

4.1.6UpdateStrategicPlanandassociatedCIP

5.1.2Continuerobustengagementforcitizenboards,volunteers

5.1.3Provideexceptionalcustomerservice

5.Engagement

6.PublicSafety

5.2.1UpdateMarketingPlan,Beltonbranding,topromoteCommunity events,emphasizetourism

5.3.1AddressDevelopmentReview,ImplementStateMandates,Adopt BuildingCodeUpdates

6.1.1ContinuephasedoccupancyofPublicSafetyCenter

6.2.1AssessPD,FD,PWNeeds

6.3.2ImplementCybersecurityprotections

6.3.4AddresspublicsafetyemergencyconditionsaffectingFD,PD,PW

CityofBelton

Year4:Five-YearActionPlan

Priority1Initiatives:FY2030

PillarCategories Goals

1.1.1PrepareforTxDOT’sIH-35/IH-14Project

1.Connectivity

2.Economic/Business Development

3.QualityofLife

4.Infrastructure/ PublicFacilities

5.Engagement

6.PublicSafety

1.2.3EnsureFM93widening,TX317toWheatRoad;Completebefore IH-35/IH-14

1.3.2UpdateThoroughfarePlan

2.1.1UpdateEconomicDevelopmentStrategicPlan

2.2.1ProvideservicestoBEDCLandonIH-14/IH-35

2.2.2BuildTrunkWaterTransmissionLineinWheatRoadCorridor

2.4.1Implementfacilitypartnerships

2.5.1Recruit/RetainDowntown,IH-35,IH-14BusinessesandIndustries

3.1.1UpdateGrowthManagementStrategy/FLUM

3.1.2ImplementParksMasterPlanandprepareforUpdate

3.1.4CultivatePartnershipstomaximizesuccess

3.1.5AmendCodesfollowingLegislativeSession

4.1.3ParticipateinCentralTexasWaterAlliance

4.1.6UpdateStrategicPlanandassociatedCIP

5.1.1UpdateCitizenSurvey

5.1.2Continuerobustcitizenengagementforcitizenboards,volunteers

5.1.3Continuouslyreviewstaffingtoprovideexceptionalcustomer service

5.2.1UpdateMarketingPlan,Beltonbranding,topromoteCommunity events,tourism

5.3.1AddressDevelopmentReview,ImplementStateMandates,Adopt BuildingCodeUpdates

6.1.1ContinuephasedoccupancyofMillerHeights

6.3.1EnhanceMentalHealthResponseTraining/Awareness

6.3.2UpdateCybersecurityneeds

6.3.4AddresspublicsafetyemergencyconditionsaffectingFD,PD,PW

CityofBelton StrategicPlanFY2027

Year5:Five-YearActionPlan

Priority1Initiatives:FY2031

PillarCategories

1.Connectivity

2.Economic/Business Development

3.QualityofLife

4.Infrastructure/ PublicFacilities

5.Engagement

6.PublicSafety

Goals

1.1.1CoordinateIH-35/IH-14ProjectrolloutwithTxDOT

1.2.3EnsureFM93ProjectfunctionalIH-35toTX-317

1.2.4EvaluatetrafficenhancementforMainStreetwithroundaboutsat2nd and6thandworkwithTxDOTtoupdatesignaltimingregularly

2.1.1ImplementEconomicStrategicPlan

2.2.1ReviewCity/BEDCgrants,incentivesforDowntown-community developmentandredevelopment

2.5.1AssessavailableBEDCland,toolsforbusinessdevelopment,retention, attraction

3.1.1ImplementUpdatedGrowthManagementStrategy/FLUM

3.1.4CultivatePartnershipstomaximizesuccess

3.1.5ConductParksMasterPlanUpdate

4.1.1Maintain,update,andimplementWater/WastewaterMasterPlan

4.1.3ParticipateinCentralTexasWaterAlliance

4.1.4UpdateStrategicPlanandassociatedCIP

5.1.2Continuerobustcitizenengagementforcitizenboards,volunteers

5.1.3Evaluateachievementofexceptionalcustomerserviceincommunity

5.2.1ImplementMarketingPlan,Beltonbranding,topromoteCommunity events

5.3.1AddressDevelopmentReview,ImplementStateMandates,Adopt BuildingCodeUpdates

6.1.1ContinuephasedoccupancyofPublicSafetyCenter

6.3.2ImplementCybersecurityneeds

6.3.3EvaluatePD,FD,PWneeds

6.3.4AddresspublicsafetyemergencyconditionsaffectingFD,PD,PW

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar1: Connectivity

Goal1.1: MonitorMitigationStrategiesforIH-35/IH-14WideningProject

Initiative1.1.1MaintaindialoguewithTxDOTonaccesstoDowntown,localcirculation, aesthetics,andsignageandmonitorimplementation

Coordinator: AssistedBy: CityManager AssistantCityManager

ActionPlan

Outcome Description:

Performance Indicators:

CityCouncilconveysconcernswithproposedPlantoTxDOTandachieves meaningfuldesignrevisions.

ProvidecommentstoTxDOTthroughoutprocessin’25and‘26 SecureentranceandexitrampsthatserveBeltoninterests,amongother elements,ensuringmaximumlocalaccessandcirculation

ObtaintimelyupdatesthroughTxDOTduringallprojectphases WithTxDOT,coordinatetimelyphasing,signage,andcommunicationplan thatanticipatesaccesstoBeltonandBellCountydestinations PartnerwithBEDCtoassistinbusinessrelocationinBelton

Challengesand Barriers: LongprojecttimelineandensuringTxDOTdesigncommitments RelatedTxDOTprojectsthatneedtobecompletedbeforethisproject including-6thAvenue,FM93,Roundabouts,Loop121 TxDOTfunding,timeline,andfederal/statedesigncriteria TxDOTeminentdomainauthoritywillallowpropertyacquisition Localbusinessinterests,Belton’sinterests,andTxDOT’sinterestsmay notcoincide

Partners: TxDOT

LocalPropertyOwners

CityCouncil ManagementTeam BEDC

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar1: Connectivity

Goal1.2: CoordinateTransportationProjectswithFHA,TxDOT,KTMPO,BellCounty

Initiative1.2.1FacilitateLoop121Project,Phase2,IH-14toIH-35;Establishpriorityfor Phase3

Coordinator: AssistedBy: AssistantCityManager DirectorofPublicWorks

ActionPlan

Outcome Description: ManagementTeamworkstoensurelocalcoordinationofLoop121Project, Phase2,iscompletetofacilitateLoopwidening.

Performance Indicators:

RelocatecityutilitiesoutofLoop121ROWpriortoTxDOTbidding project

TxDOTtoawardbidforcityutilityrelocationprojectaspartofproject RelocatecityutilitiesoutofLoop121ROW ForLoop121Phase3identifyroute,seekTxDOTcommitmentbasedon timingofIH-35/IH-14project,andpursueregionalprioritizationby KTMPO

Challengesand Barriers: TxDOTfundingforPhase2andnoprioritizationofPhase3 Selectionofcontractorandconstructiontimeframe Partners: TxDOT PublicWorksDepartment Selectedcontractor KTMPO

$1,600,000 TIRZ:$200,000(Phase2) 2025CO’s:$1,400,000(Phase2)

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar1: Connectivity

Goal1.2: CoordinateTransportationProjectswithFHA,TxDOT,KTMPO,BellCounty

Initiative1.2.2CoordinateTxDOT’s6thAve.reconstructionbyfundingSidewalks/PipeburstingforSewer,andexplorepowerline/datarelocation

Coordinator:

AssistedBy: AssistantCityManager DirectorofPublicWorks

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

ManagementTeamcoordinateswithTxDOTondesignformajormaintenance projecton6thAvenue,IH-35toTX317.

Citydesigns,funds,andpipeburstssewerline,whilealsorelocatingsmall sectionofwaterline,priortomajormaintenancestreetreconstructionby TxDOT

Cityfundslocalshareof5’sidewalkprojectonbothsides(KTMPO) Cityfinalizesevaluationofpowerline/datarelocationundergroundor considersalternateproposal

TxDOTcompletesdesignandreconstructs6thAvenuetoincludestreet pavement,curbs,gutters,andsidewalks

TxDOT,KTMPO,Cityfundingallocation

Competitionwithotherareaprojects–IH-35/IH-14 Trafficcongestionduringconstruction Risingpricesformaterials

Partners: TxDOT TIRZBoard

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar1: Connectivity

Goal1.2: CoordinateTransportationProjectswithFHA,TxDOT,KTMPO,BellCounty

Initiative1.2.3MonitorFM93widening,TX317toWheatRoad

Coordinator:

AssistedBy: AssistantCityManager DirectorofPublicWorks

ActionPlan

Outcome Description: ManagementTeammonitorsTxDOTprogressonFM93(2ndAvenue) wideningproject,recognizingneedforROWacquisition. Performance Indicators: ParticipateinTxDOTprojectpublicmeetingsondesignandfunding Roundaboutsproposedat2nd,6th,andWheatRoad MonitorKTMPOsourceforfundinginTIP AnticipateTxDOTagreementasprojectgetscloser Challengesand Barriers: RelationshiptoIH-35/IH-14Project,andtheneedtocompletethis projectbeforetheInterstateProjectbeginsforlocalcirculation TxDOTFundinglimitationsforROWandconstructionmaydelayproject ROWacquisitionmayrequirerelocationanddelayproject Partners: TxDOT CityManagementTeam KTMPO LocalPropertyOwners BellCounty

CityofBelton

Pillar1: Connectivity

Goal1.3: CompleteLocalStreetProjects

Initiative1.3.1ConstructE.CentralAvenue(SpringStreet)BridgeoverNolanCreek

Coordinator:

AssistedBy: AssistantCityManager DirectorofPublicWorks DirectorofFinance

ActionPlan

Outcome Description: E.CentralAvenue(SpringStreet)bridgeconstructedoverNolanCreek.

Performance Indicators:

DesignplanscompletedbyCOBandapprovedbyTxDOT(CPF) COBbidsandawardsproject Constructionprojectinitiated Challengesand Barriers: TxDOTcoordinationprocess

IH-35/IH-14projectrelationship FEMAFloodPlain

Partners: TxDOT

FederalGovernment(CPF)

DesignEngineer Contractor

CityofBelton StrategicPlanPillars,Goals&ActionPlan

Pillar1: Connectivity

Goal1.3: CompleteLocalStreetProjects

Initiative1.3.2SecureROWandReconstructConnellStreet

Coordinator:

AssistedBy: DirectorofPublicWorks AssistantCityManager DirectorofFinance/CityAttorney

ActionPlan

Outcome Description: WithConnellStreetdesigncomplete,staffsecuresapproximately30parcels necessaryforprojectcompletion.

Performance Indicators: ROWfirmsecuresrights-of-entryfrompropertyowners Valuedeterminationsmadeandofferssubmittedtoowners NegotiationsforROWunderwayandneededbeforebiddingproject Challengesand Barriers: Reachingagreementonpropertyvalues;condemnationmaybeneeded Increasedcostsifprojectdelayed Minorchangesindesignmayleadtoredesignandrevaluingparcels Partners: ROWFirm

PropertyOwners KTMPO

PublicWorksPersonnel

DesignEngineer

CityAttorney

CityofBelton

Pillar1: Connectivity

Goal1.3: CompleteLocalStreetProjects

Initiative1.3.3AnalyzeneedandifjustifieddevelopdesignconceptforWheatRoad Extension

Coordinator:

AssistedBy: AssistantCityManager DirectorofPublicWorks

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

Partners:

Prepareaneedsanalysisandfeasibilitystudyfornewnorth/southcity collectorstreetwithinsecuredROWbetweenRedRockandSpartaRoad.

CityThoroughfarePlanamendedtochangeWheatRoad’sclassification fromanArterialtoaCollectorStreet

Anticipatedroadstreetsectionaddressestheidentifiedneedfor neighborhoodcirculationandcompatibility,sidewalk,trailbetweenRed RockandSpartaRoad

COBinitiatesneedsanalysisleadingtoevaluationofneedforstreet, trafficcounts,streetboundary,environmental,andneededutility extensions,andpossibledesign

Neighborhoodconcernsaboutneedforroad,givenbuiltconditionof neighborhood

RelationshipofBRApipelineprojectandtimingofitsconstruction Anticipatedtreeremoval

BrazosRiverAuthority

AreaPropertyOwners

DesignEngineer

PublicWorks/ParksDepartments

PD/FDEmergencyServices

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar1: Connectivity

Goal1.4: EnhancePark/TrailSystem

Initiative1.4.1

AddRegionalTrailLinkages,CityTrails,Sidewalks

Coordinator:

AssistedBy: DirectorofParks&Recreations AssistantCityManager DirectorofDevelopmentServices

ActionPlan

Outcome Description:

Performance Indicators:

CompleteParks&RecreationStrategicMasterPlanfor2026-2036to includetraillinkages.

ParksMasterPlanUpdateadoptedin2026andincludedadditional recommendedParkenhancementsandtraillinkages

Addregionaltraillinkagestoareacities–Temple(alongformer GeorgetownRailroad),–alongNolanCreek,rivers,highways,andarterial streets

Implementparkandtrailenhancements,sidewalks,asfundingpermits

TxDOTroadprojectincludesidewalksand/orsharedusepaths

Challengesand Barriers: Projectcosts

Right-of-wayacquisition

CompetitionforTxDOT,TexasParksanWildlifegrants Partners: ManagementTeam

ParksBoard

CityCouncil

TexasParks&Wildlife(TPWD)

TxDOT KTMPO Citizens

AreaCommunities–Temple, Salado

Localdeveloperswithnew subdivisions

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar1: Connectivity

Goal1.5: ExploreNewConnectivitySolutions

Initiative1.5.1ConsiderRoundabouts,Micro-Transitaccess,ChargingStationsasfeasible

Coordinator:

AssistedBy:

AssistantCityManager DirectorofPublicWorks

ActionPlan

Outcome Description:

TeamassertivelyexploresopportunitiestoexpandpositiveBeltonexperience withroundaboutstreetdesigns;micro-transitaccess;andelectricvehicle chargingstationsandreportsfindingstoCityCouncil.

Performance Indicators: Roundabouts:WorkwithTxDOTonFM93withroundaboutsatWheat Roadand2ndAvenue,andaddroundaboutsat6thAvenue.Include roundaboutsonIH-35/IH-14projectwhereappropriate Micro-TransitAccess:CoordinatewithHOPonmicro-transitservice ExpandEVChargingStationsifwarrantedbasedonMarketavailability. CitylocationsDowntownatPenelope/CentralandatLibraryoperational Challengesand Barriers: Roundabouts–unconventionaldesign,cost;additionalright-of-way needed Micro-TransitAccess–educationonsystemuse ChargingStations–Hostlocations;costs;futureofEVtechnology Partners: ManagementTeam CityCouncil KTMPO Citizens TxDOT HOP ONCOR

CityofBelton StrategicPlanPillars,Goals&ActionPlan

Pillar2:Economic/BusinessDevelopment

Goal2.1: EnhancecollaborativepartnershipsbetweenCity/BEDC

Initiative2.1.1DevelopEconomicDevelopmentStrategicPlan

Coordinator:

ExecutiveDirectorofBEDC

Outcome Description:

Performance Indicators:

AssistedBy:

CityManager

ActionPlan

EnhancedcollaborationbetweenCity/BEDCachievessuccessineconomic developmentplanning,industrialandcommercialbusinessretentionand attraction,talentattraction,andincreasedretailsales.

BEDCBoardandCityCouncilworktogetheronprojectsofmutualbenefit BEDCdevelopsEconomicDevelopmentPlanforintegrationintoCity’s StrategicPlan

CityandBEDCdevelopmaterialstohighlightdevelopmentopportunities andenhanceimplementation

CitybeginstoassesseffectivenessofImagineBeltontools

BEDCsupportsengineeringanalysisofIH-35/IH-14Project Challengesand Barriers: Ownerconcernsaboutchangingstandards

Effectivelycommunicatingincreasedflexibilityofstandards Marketconditionsmayaffectdevelopment,redevelopmenttiming Partners: CityCouncil BEDC PrivatePropertyOwners CityStaff

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar2:Economic/BusinessDevelopment

Goal2.2: CreateaUtilities/InfrastructureStrategytoleadFutureLandDevelopment

Initiative2.2.1ProvideservicestoBEDCLandonIH-14/IH-35

Coordinator:

AssistedBy: ExecutiveDirectorofBEDC AssistantCityManager DirectorofPublicWorks ConsultantEngineer

ActionPlan

Outcome Description:

AninfrastructurestrategyforlandacquiredbyBEDCforfuturedevelopment isdetermined,servicesareengineered,andaphasedconstructionplanis outlined.

Performance Indicators: Utilityserviceconceptsaretransformedintoapreliminarydesignreport withagreementondesignalignment

DetailedengineeringpursuedonIH-14tractfirst,thenIH-35tract Aphasingplanforutilityconstructionfollows,basedonmarketandfunds Challengesand Barriers: Strategymustevaluateservicetotracts,whilemaximizingservicetoarea Needtosecureeasementsfrompropertyowners WaterconstraintsfromDRWSC(IH-14tract) Gravitysewerservicechallenges(IH-35tract) Partners: BEDC TIRZ CityStaff ConsultantEngineer

PrivatePropertyOwners(easements) DRWSC CTWSC TxDOT

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar2:Economic/BusinessDevelopment

Goal2.2: CreateaUtilities/InfrastructureStrategytoleadFutureLandDevelopment

Initiative2.2.2PlanforTrunkWaterTransmissionLineinWheatRoadCorridor

Coordinator:

AssistedBy:

AssistantCityManager DirectorofPublicWorks ConsultantEngineer

ActionPlan

Outcome Description:

Performance Indicators:

Cityinitiatesplanfornorth/south18”watertransmissionline,located generallyalongWheatRoad,fromSpartaRoadsouthbound,crossingIH-14 andextendingtoAuctionBarnRoadandLoop121,asshownonUtility MasterPlan,forfuturedevelopment.

CitysecuredWheatRoadROWfromBellCountyandCityannexedit Citydeterminesitistimelyforpreliminarydesignofpipeline Citydevelops/submitsgrantapplicationtoTexasWaterDevelopment Boardfor100%projectfundingJuly31,2026

Ifgrantfunded,Citysolicitsproposalsandselectsdesignteam Challengesand Barriers: Design/constructioncostsignificant–grantorbondsmayberequired Utilityeasementsmaybeneededifastand-aloneproject NeedtosecurejointCCNserviceavailabilitysinceareaforpipeline currently439WSCandDRWSCCCNterritory Partners: BEDC CityCouncil 439WSC,DRWSC

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar2:Economic/BusinessDevelopment

Goal2.3: EstablishFocusedDowntownStrategy

Initiative2.3.1ImplementUpdatedBuildingCodes

Coordinator:

AssistedBy: DirectorofDevelopmentServices BuildingOfficial FireMarshal ActionPlan

Outcome Description: Cityadopts2024familyofInternationalCodes,includingCommercial Building(IBC),Residential(IRC),Fire,Plumbing,Electrical,Mechanical,Gas

Performance Indicators: Staffcoordinatedreviewofcurrent2015Codes Teampreparedcomparisonof2015toproposed2024Codes Communityinvolvementprovidedopportunityforpubliccommentbefore adoption ImplementationofnewCodeswilloccurOctober1,2026

Challengesand Barriers: Perceivedcostincreasesfromchanges Complexityofmultiplecodesaddressedatonetime InactionordelayinactionfurtherpreventstheCityfromcompliancewith currentcodebestpractices

Partners: StateLegislature InsuranceSafetyOrg.(ISO) FireDepartment HistoricPreservationCommission City’sGovernanceSubcommittee

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar2:Economic/BusinessDevelopment

Goal2.3: EstablishFocusedDowntownStrategy

Initiative2.3.2AddFIG,Murals,BuildingLifeSafetyGrants,Landscaping,Sidewalks Downtown

Coordinator:

AssistedBy: DirectorofParks&Recreation:Landscaping DirectorofDevelopmentServices:FIGS, Murals,LifeSafetyGrants

AssistantCityManager DirectorofFinance ExecutiveDirectorofBEDC

ActionPlan

Outcome Description: BeltonwelcomesadditionalpublicandprivateinvestmentinDowntownand facilityactivitywithCityandBEDCfunding.

Performance Indicators:

Façade,MuralandLifeSafetyGrantsavailabletoenlivenDowntownasa destinationandtorehabbuildings

P&RDepartmentidentifiesopportunitiesforenhancedpubliclandscaping COBencouragesprivatelandscapingwherepractical–streettrees, hangingbaskets,parkinglotislands

PublicsidewalksunderconsiderationtoimproveDowntownwalkability andaddressADAcompliance

Challengesand Barriers:

CommunicatingavailabilityofMuralfundstopropertyowners LifeSafetyGrantsrequireacommitmentofownerfundsfordesign, construction

Costforlandscaping,irrigation,landscapemaintenance Partners: CityCouncil BEDC CityStaff PrivateBusinesses ChamberofCommerce

CityofBelton

Pillar2:Economic/BusinessDevelopment

Goal2.3: EstablishFocusedDowntownStrategy

Initiative2.3.3Explorerelocatingoverheadutilitiesunderground

Coordinator:

AssistedBy: AssistantCityManager DirectorofPublicWorks DirectorofFinance

ActionPlan

Outcome Description: UnsightlyoverheadutilitiesinDowntownBeltonaresystematicallyrelocated underground,reducingserviceinterruptionandenhancingreliableservice. Performance Indicators: Examplesofinterruptedservicelocationsresearched CitystaffidentifyoneormoretargetDowntownlocationstoplan,design, andrelocateoverheadutilitiesunderground Cityevaluatespowerline/datarelocationaspartofthe6thAvenueProject (Initiative1.2.2)forfuturerelocationofoverheadutilitiesundergroundor alternative

Challengesand Barriers: Identifyingsuitablelocationsforevaluation Designandrelocationcost

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar2:Economic/BusinessDevelopment

Goal2.4: ExploreMulti-TenantPublic/PrivateDevelopment

Initiative2.4.1Determinefeasibilityoffacilitypartnerships;Market6thAvenueProperty

Coordinator:

AssistedBy: BEDCExecutiveDirector CityManager AssistantCityManager DirectorofFinance

ActionPlan

Outcome Description: Teamdevelopsrecommendationsonmulti-tenantfacilitycollaboration.

Performance Indicators:

Challengesand Barriers:

Partners:

BEDCtakesleaddevelopinginterestcommitmentbyparties Teamassessesfeasibilityofmulti-tenantpublic/privatepartnership Consultantassistanceutilizedtoperformrealisticneedsassessmentfor Cityparticipation

Otherprioritiesforallpublic/privateentities

Securingcommitmentfromentities

Costandfinancingformulti-tenantfacility

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar2:Economic/BusinessDevelopment

Goal2.5: Recruit,retainlocalBusinesseswithfocusonTourism

Initiative2.5.1Recruit,RetainDowntown,IH-35,IH-14BusinessesandIndustries;Tourism emphasis

Coordinator:

AssistedBy: AssistantCityManager ExecutiveDirectorofBEDC TourismCoordinator

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

Businessrecruitment,retentionplanandtourismgoalsformulatedbasedon localassets,currentandemergingeconomy,andIH-35/IH-14widening project.

OutreachtoimpactedpropertyownerscriticaltoretentiongivenIH35/IH-14Project

Locationsforretailersidentifiedandselectedbusinessestargeted ImagineBeltonarearezoningscompletedandformerINDECOsite marketedbyBEDC

Tourismgoalsdevelopedwithstrategiesandbenchmarksestablished basedonBeltonassets

InvestmentinstabilitycreatedbyIH-35/IH-14project LimitedpropertyforbusinessrelocationalongIH-35/IH-14 Findingbestresourcestoassistinplandevelopment,refinement Partners: CityCouncil CityStaff BEDC BeltonAreaChamberofCommerce MarketingConsultant

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar2:Economic/BusinessDevelopment

Goal2.6: EnhanceCommunityPartnershipsinEmploymentEfforts

Initiative2.6.1UpdateCompensationStudyasneededtorecruitandretaintoptalent; identifyandsupplementWork-forceDevelopmentTraining

Coordinator:

AssistedBy: DirectorofHumanResources CityManager AssistantCityManager DirectorofFinance

ActionPlan

Outcome Description:

Performance Indicators:

Beltonpreparesforchangingpersonnelneedsbyvaluingemployeeswho deliverservicestoitscitizens.

ManagementupdatesitsCompensationStudyasneeded–withshiftto annualreviewsinalternatingyears:CivilServicein2028andother employeesin2029

CouncilfundsStudyimplementationandreiteratesitscommitmentto improve/maintaincompetitivenessinpayandbenefits

Meet/ConferProcessunderwayinresponsetoPD/FDrequests

ManagementTeamcollaborateswithCommunitypartnerstoidentify neededemployees,recruitthem,andretaintoptalent Challengesand Barriers: StayingcompetitiveinpayandbenefitsinmarketatStudyadoptionand overtime

Fundingmeritadjustmentsregularly Perceptionthatworkinginasmallercityimplieslessworkload Partners: CityCouncil ManagementTeam CompensationPlanConsultant CommunityPartners

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar2:Economic/BusinessDevelopment

Goal2.7: Pursuegrantstoleveragelocalresources

Initiative2.7.1

Coordinator:

Analyzegrantsselectivelybalancinglocalefforts,benefit,localmatchsource

AssistedBy: CityManager DepartmentDirectors GrantsCoordinator

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

ManagementTeamworkstoidentifygrantsthatmeetthetestofleveraging localresourcesbalancedwithlocaleffort,timeframe,andgrantmatch.

CityManager,DepartmentDirectors,andGrantsCoordinatorexplore availablegrantsinlightofcurrentCityneeds Grantsummarydevelopedandidentifiesresources,timeframe, parameters,localmatchrequirement

Localresourcesallocatedifgrantappearssuitable–in-houseor consultantassistanceasneeded

Councilsupportsecuredifrequiredandgrantsubmitted

Identifyinggrantprogramsinatimelymannerforapplications Understandinggrantrules,applicabilitytolocalneed Grantmatchrequirementsvaryfrom0%to50%-identifyfundingsource Administrative/FinancialManagementduringandaftergrantaward Partners: CityCouncil

State/FederalAgencieswith GrantFunding FinanceDepartment

StaffSupport:BeltonorConsultant GrantMatch:VariesbyProject

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar3:QualityofLife

Goal3.1 EnhanceQualityofLifethroughanduseplanning,preservation,and partnerships

Initiative3.1.1Review/ImplementGrowthManagementStrategy/FLUM

Coordinator:

AssistedBy: DirectorofDevelopmentServices AssistantCityManager

ActionPlan

Outcome Description: CityCouncilandManagementTeamworktogethertoimplementtheadopted FutureLandUsePlanwithSmartGrowth,StrongTownStrategies. Performance Indicators: Focusoninfilldevelopment,maximizingexistingandplannedinfrastructureextensions

Evaluatepartnershipsandeconomicdevelopmenttoolsforutilityextensionsbeyondthecitycore Annexationrequiredforconnectiontocityutilities UtilizetheFLUMastheguidetofuturelandusedevelopmentdecisions Challengesand Barriers: Lowerpricedlandlocatedattheedges,beyondcurrentutilityservices Utilityextensionsmaybecomplicatedbydrainagebasins(sewer),and CCN’s(water),andneedforutilitytrunk/transmissionline

Partners: CityCouncil ManagementTeam DevelopmentCommunity PrivateLandOwners

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar3:QualityofLife

Goal3.1 EnhanceQualityofLifethroughlanduseplanning,parkdevelopmentand recreationprogramming,preservation,andpartnerships

Initiative3.1.2ImplementParksMasterPlan/Phase2HeritagePark

Coordinator:

AssistedBy: DirectorofParksandRecreation AssistantCityManager

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

ExistingparkfacilitiesareenhancedandaParksandRecreationNeeds Assessmentidentifiesfutureneededfacilitiesservicesandlocations.

Counciladopts10-yearupdateforParksMasterPlaninlate2026 Multi-yearCIPofprojectneedsidentifiedthatintegrateswithpotential fundingsources–operating,capital,grants HeritageParkPhase2establishedasahighpriority Downtowneventsandactivitieshighlightedandexpanded

Determinationofscheduleofparksfacilityneeds SomecapitalprojectsmayexceedtheCity’sabilitytofundandprovide staff

Maintenanceofexistingfacilitiesandresourcesneedsregularattention androutinefunding CompetitionforTxP&Wgrantfunds

Partners: CityCouncil ParksBoard BISD(jointusesites) TexasParks&Wildlife TIRZBoard

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar3:QualityofLife

Goal3.1

EnhanceQualityofLifethroughlanduseplanning,parkdevelopmentand recreationprogramming,preservation,andpartnerships

Initiative3.1.3Preservehistorical/culturalresourcesofBelton

Coordinator:

AssistedBy: DirectorofDevelopmentServices AssistantCityManager

HistoricPreservationOfficer

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

ManagementTeamworkwithpartners–CityCouncil,HistoricPreservation Commission(HPC),others–torecognize,preserve,andenhancerichhistoric andculturalassetspresentincommunity.

CityCouncilrecognizestheimportanceofBelton’shistoric/culturalassets initsdecisionmaking

Belton’sHPCworkstopreservethecharacterofhistoricstructuresand assets

LifeSafetyGrantfundedbyCity,BEDC,helpspreservehistoricbuildings

TheleadershipinBelton,theBellCountyseat,seekswaystolinkitsrich historytoitsroleinthefuture

Historicpreservationcanbeacostlyalternativetonewconstruction Reviewprocesscanaddtimetoredevelopmentprocess

Maybelimitedappreciationofvalueofhistoricpreservation Partners: CityCouncil

HistoricPreservationCommission

BEDC

CityGrantsCoordinator

BellCountyHistoricalComm. TIRZ

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar3:QualityofLife

Goal3.1 EnhanceQualityofLifethroughlanduseplanning,parkdevelopmentand recreationprogramming,preservation,andpartnerships

Initiative3.1.4CultivatePartnershipstomaximizesuccessandenhanceCommunityCharacter

Coordinator:

AssistedBy: AssistantCityManager ManagementTeam

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

ManagementTeamworksassertivelytocultivateopportunitiesfor collaborationtoenhanceCommunityQualityofLife.

Collaborationachievesinter-localagreementswithpartners

Belton/TemplejointlymanageMillerSpringsNatureCenter(withUSACE) andTBWWTP(WastewaterPlant)

Belton/SaladoimplementadjustedFireServiceDistrictboundariesforenhancedfireservice

BeltonaggressivelypursuesgrantsthroughTPWD,KTMPO,Community ProjectFunding(federalearmarks)toleveragelocalresources

HealthandwellnessdatausedforresponsetolocalneedswithBS&W

Beltoncollaborateswithareacities/BellCountyonregionalflood monitoringsystems,ensuringshareddataaccessandtimelyalertsacross allentities

Thinking“outsidethebox”maybeunconventionalattimes Formulatingfundingstrategiesforcross-agencypurposes Identifyinga“win-win”thatbenefitstwoormoreentities

Partners: CityCouncil

BEDC

CTCOG/KTMPO FederalPartners

BellCounty UMHB BISD HOP USACE TPWD TXDOT

BeltonLionsClub TDHCA

Temple/Belton SaladoFD BS&W

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar3:QualityofLife

Goal3.1 EnhanceQualityofLifethroughlanduseplanning,parkdevelopmentand recreationprogramming,preservation,andpartnerships

Initiative3.1.5AdoptandImplementLibraryStrategicPlan

Coordinator:

AssistedBy: DirectorofLibraryServices AssistantCityManager

ActionPlan

Outcome

Description:

Performance

Indicators:

Challengesand Barriers:

ManagementTeamworksassertivelytoadoptandimplementLibrary StrategicPlan.

LibraryStaffdevelopsLibraryStrategicPlan PlanisvettedinternallywithManagement,Board,andFriends,and approvedbyCouncil

PlanacknowledgessignificantresourcesprovidedbyLibraryandits contributiontoCommunityQualityofLife

ExpandedoutreachanticipatedtoCommunitywithLibraryresources, facilities,andpartnershipswithBeltonParksandRecreationon programmingandevents

PotentialbranchatMillerHeightsPublicSafetyCentercontemplatedfor expandedservices

Todaythereisaperceptionaccessinginformationonlinemaysubstitute foraLibrary

LimitedLibrarySpaceatcurrentlocation

Budgetconstraintsforlocalresources

Partners: CityCouncil LibraryBoard

FriendsofLibrary Parks&Recreation

UMHB BISD

BellCountyMuseum

TexasStateLibrary

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar3:QualityofLife

Goal3.1 EnhanceQualityofLifethroughlanduseplanning,parkdevelopmentand recreationprogramming,preservation,andpartnerships

Initiative3.1.6DevelopDataCenterStandards

Coordinator:

AssistedBy:

DirectorofDevelopmentServices AssistantCityManager DirectorofPublicWorks

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

ManagementTeamworksassertivelyandproactivelytocultivateopportunitiesforcollaboration.

DevelopmentServicesStaffassemblesemergingcomparativepoliciesand proceduresonDataCenterlandusestandardsfromareacities

BellCountyStandardsalsoanalyzedforintegrationintolocalstandards Municipalwaterresources,aswellasONCORelectricpowerresources, reviewedforDataCenterneedsassessments

CommunityreviewofincentivestoattractDataCentersalsoimportant–taxabatement,feewaivers,etc.

StrongcitizenoppositionexpressedacrossstateandatBellCounty hearings

Clarifyingwater/electricitydemandtopublicbasedonscaleofDataCenter proposed

ReconcilingpossiblefavorableimpactofaDataCenterwithpublic perceptionofnegatives

Partners: CityCouncilBellCounty

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar4:Infrastructure/PublicFacilities

Goal4.1 AddressInfrastructure/PublicFacilityNeedsthroughAnalysisandMulti-Year FundingStrategies

Initiative4.1.1Maintain,update,andimplementWater/WastewaterPlan

Coordinator:

AssistedBy: DirectorofPublicWorks AssistantCityManager DirectorofFinance

ActionPlan

Outcome Description:

Performance Indicators:

BeltonmaintainsanupdatedUtilityMasterPlanforwaterandwastewater andannuallyupdatesitsUtilityCapitalImprovementPlantomeetidentified needs.

Teamannuallyreviews2024Water/WastewaterMasterPlanfor appropriateness

CIPassessmentoccurseachyeartoupdateprojectpriorities

6thAvenueutilitiesaddressedbeforereconstructionin2027(1.2.2) InfrastructuretoserveBEDClandevaluated(2.2.1)

Cityacquisition/annexationofWheatRoadright-of-wayoffersopportunity forextensionofwatertransmissionlinealongWheatRoad(1.3.3) Challengesand Barriers: Changingutilitydemandsbypropertyowners

Highcostofutilityinfrastructureanddifficulty/costtosecureright-of-way Finitewateravailabilityandseweraccessibilityandlocation

Partners: CityCouncil

PublicWorksPersonnel

BCWCID#1

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar4:Infrastructure/PublicFacilities

Goal4.1 AddressInfrastructure/PublicFacilityNeedsthroughAnalysisandMulti-Year FundingStrategies

Initiative4.1.2ConstructTBWWTPupgrade

Coordinator:

AssistedBy: DirectorofPublicWorks AssistantCityManager DirectorofFinance

ActionPlan

Outcome Description: TBWWTPexpansionconstructedtomeetfuturecitiesgrowthneedsand complywithTCEQrequirements.

Performance Indicators: MatousConstructioncontinuesconstructionofTBWWTPupgrade CitiesofTempleandBeltonmonitorprojectandexerciseconstruction administrationthroughKPAEngineers Challengesand Barriers: Supplychaindisruptions Weatherdelaysaffectingschedule ConstructionofunfamiliarAVtechnology TCEQinspections,approvals

Partners: CityofBelton CityofTemple MatousConstruction KPAEngineers OtherDesignProfessionals

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar4:Infrastructure/PublicFacilities

Goal4.1 AddressInfrastructure/PublicFacilityNeedsthroughAnalysisandMulti-Year FundingStrategies

Initiative4.1.3ParticipateinCentralTexasWaterAlliance

Coordinator:

AssistedBy: CityManager AssistantCityManager DirectorofPublicWorks

ActionPlan

Outcome Description:

Performance Indicators:

BeltonparticipatesfullyintheorganizationoftheregionalCentralTexas WaterAlliance,authorizedbythe2025TexasStateLegislature.

BeltonjoinsotherentitiesinorganizationalmeetingstoestablishAlliance Participationroles,representation,andcostshareexplored BeltonagreestocostshareinpreliminaryanalysisneedsofAlliance

Challengesand Barriers: Resolvingentityrepresentationandcostshare Determiningfirstmajorobjective,includingneededlegislativeupdatein 2027Session

FundingROWacquisitionforlandleasesandoff-siteeasements

Partners: BeltonCityCouncil BellCountyCommissionersCourt

OtherWaterAllianceentities–cities,counties,ClearwaterUWD

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar4:Infrastructure/PublicFacilities

Goal4.1 AddressInfrastructure/PublicFacilityNeedsthroughAnalysisandMulti-Year FundingStrategies

Initiative4.1.4EvaluateAnnualFundingforStreetMaintenance

Coordinator:

AssistedBy: AssistantCityManager DirectorofPublicWorks DirectorofFinance

ActionPlan

Outcome Description:

Beltonmaintainsacommitmenttofundastreetmaintenanceprogram followingneedsassessmentofstreetconditions. Performance Indicators:

PublicWorksconductedstreetinventory/assessmentin2026

StaffpresentedconceptofStreetMaintenanceUtilityFeetoCouncil,with interestexpressedtoevaluateoptions

Rangeoffeesforresidential,businesses,publicentitiesindevelopment CouncilWorkSessionwillprovidedirectiontostaffonfeasibility, applicationoffees,scheduleforimplementation Challengesand Barriers:

Ever-expandingcityroadinventoryneedsaconsistentandgrowingfuture sourceoffundingformaintenance

Materialpriceincreasesdetermineextentofroadworkpossible Availablecontractorsinterestedinbiddingstreetmaintenancework OppositionfrompropertyownerstonewStreetMaintenanceFee Partners: CityCouncil PublicWorksDepartment StreetContractors PropertyOwners

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar4:Infrastructure/PublicFacilities

Goal4.1 AddressInfrastructure/PublicFacilityNeedsthroughAnalysisandMulti-Year FundingStrategies

Initiative4.1.5ConductCCNBoundaryAnalysisforWater/Wastewater

Coordinator:

AssistedBy: AssistantCityManager DirectorofPublicWorks Exec.DirectorofBEDC

ActionPlan

Outcome Description:

Performance Indicators:

DirectorofFinance DirectorofDev.Services

AnalyzewaterandwastewaterCCN(CertificateofConvenienceand Necessity)boundariesforappropriatenessgivenBelton’sGrowthManagementPlan.

Belton’swaterandwastewaterCCN’scriticallyassessedgiveninfrastructureexpansionplansandlimitedannexationpotential BeltonsecuresconsultingassistancetoanalyzesurroundingCCN’s–DRWSC,Armstrong,and439WSC–withrecommendationsforfuturecity actiontoaddresscustomerserviceneedsanddevelopmentrestrictions Challengesand Barriers: RuralCCNself-preservationmayprevailovercustomerservice CCNauthoritysignificantunlessCCNholdersagreetochanges Costforastudythatprovidesmeaningfuldirectionforfuturechanges Partners: CityCouncil ManagementTeam 439WSC,Armstrong,DRWSC,andCTWSC BoardsofDirectors ClearwaterUndergroundWaterDistrict

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar5:Engagement

Goal5.1 Communicateproactivelywithcitizens

Initiative5.1.1ImplementNationalCitizenSurveyRecommendations

Coordinator:

AssistedBy:

AssistantCityManager DirectorofCommunications

ActionPlan

Outcome Description:

BeltoncarefullyevaluatesNationalCitizenSurveyrecommendationsand developsapro-activeplantoimplementthem.

Performance Indicators: Councilacknowledgeshighmarksfromcitizensinareasofpublicsafety, parksandrecreation,solidwaste/recycling,andcustomerservice,and thisinformationissharedwithpublic Areastobeaddressedalsocommunicatedwithcitizens–traffic congestion,enhancingjobopportunities,improvinghousingavailability, andtransitoptions

Challengesand Barriers: Appropriatecommunicationmediumtotransmitpositivefindings Costtoaddresstrafficcongestionconcerns Challengestoinfluencemarketforjobsandhousing

Partners: CityCouncil ManagementTeam POLCOConsultingFirm

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar5:Engagement

Goal5.1 Communicateproactivelywithcitizens

Initiative5.1.2RefreshBoardAppointmentProcess/Scheduleanddeveloprobust engagementforcitizenboards,volunteers

Coordinator: AssistedBy: CityClerk AssistantCityManager

ActionPlan

Outcome

Description:

Performance Indicators:

Challengesand Barriers:

CouncilandManagementTeamassertivelyfocusonenhancededucation, mentorshipandtrainingforcitizenboardmembers.

CouncilconductsaworksessiontoidentifyobjectivestoinducevolunteerismandBoardparticipation.

ExistingBoardsevaluatedforeffectiveness,membernumber,representtation,residencyrequirement,selectionprocedure,appointmentcycle, expectations,onboardingprocess

Counciladoptscitizeneducationprocessandpoliciestoguidefuture boardmemberselectionsandboardservice

Findingsuitableprograms,personnelforBoardmembertraining DifferingexpectationsaboutBoardserviceamongCouncil,community IdentifyingcitizenswillingtoserveonBoardsandCommissions Partners: CityCouncil ManagementTeam TrainingConsultant CTCOG

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar5:Engagement

Goal5.1 Communicateproactivelywithcitizens

Initiative5.1.3Provideexceptionalcustomerserviceexternally/internally

Coordinator:

AssistedBy: CityManager CityCouncil ManagementTeam ActionPlan

Outcome Description:

Performance Indicators:

Beltonachievesexceptionalcustomerservice–bothinternalandexternal–throughitsfocusonservantleadership.

Beltoncarefullyrecruitsandselectsemployeesexhibitingaservant’s heart

Belton101orientationcontinuesthejourneyforemployees,reiterating theobjectiveofpublicservice

Belton“U”providedannuallyasaoneday,allemployeetraining,with customerservicefocus

Ongoingtrainingreflectscityinvestmentandcommitmenttoemployee retention

Citycommittedtoequitableandaccessibledeliveryofprogramsand servicesincompliancewithFederalTitleVIandADAStandards

CustomerserviceisanemphasisbyCouncil,Management,andis reinforcedbyregularacknowledgementandrewardforserviceexcellence Challengesand Barriers: Maintainingpriorityonthevalueofcustomerservice Availablecustomerservicetraining Assumptionthatthetaskiscomplete Partners: Citizens CustomerServiceTrainer TML CTCOG

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar5:Engagement

Goal5.2 EnhanceCommunityEngagementinEventsandActivities

Initiative5.2.1DevelopMarketingPlan,Beltonbranding,Citylogo,topromoteCommunity eventsandemphasizeTourism

Coordinator:

AssistedBy: AssistantCityManager ManagementTeam TourismCoordinator

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

Beltonembracesabrandingeffort,resultinginamarketingplantopromote CommunityandCommunityevents.

Council/ManagementTeamselectedaconsultingfirmtodevelop Branding/MarketingPlan

Data-drivenresources–PlacerAIsoftwareasanexample–areidentified tomeasureeventdemand

HotelStudyutilizedasreflectingunmetdemand Successfulevents–July4th,COTCT,B4Festival,PolkaFestival–reflect communityidentityandformframeworktobuildupon

CityMarketingelementsindevelopment

Previousbrandingeffortdidnotachieveconsensus Communityuniquenessandopportunitytopromoteevents,emphasize Tourism,available

Incrementaleffortspositive–DesignationasMusicFriendlyCity;Major EventFocus–Brand/Logopending

Partners: CityCouncil ManagementTeam

DirectorofParks&Recreation

BeltonAreaChamberofCommerce HuntingtonExpoCenter BellCountyMuseum

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar5:Engagement

Goal5.3 MonitorandImproveDevelopmentReviewProcess

Initiative5.3.1

AddressDevelopmentReview,ImplementStateMandates,Implement BuildingCodeUpdates(2.3.1),andEvaluateETJPlatReviewMOUwithBell County

Coordinator:

AssistedBy: DirectorofDevelopmentServices AssistantCityManager

ActionPlan

Outcome Description:

ManagementTeamanalyzescurrentdevelopmentprocesstosimplify,clarify, andupdateprocessconsistentwithStatelaw,latestbuildingcodes,and CountyETJplatreview.

Performance Indicators: LocaldevelopmentstandardsupdatedforcompliancewithStatelaw changes

BuildingandLifeSafetyCodesrevisedforenhancedpublicsafety City,CountyresolvebalanceofresponsibilitiesinCityETJwithanupdated MOUforETJplatreview

Challengesand Barriers: ChallengestolocalplanningprocessbyTexasLegislature Balancingincreaseddevelopmentcostswithcommunitycharacter,future maintenance

ReconcilingCityandCountyinterestsinETJplatreview Partners: CityCouncil FireMarshal BellCountyCommissionersCourt GovernanceSubcommittee CityAttorney CityClerk TML TABA

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar5:Engagement

Goal5.4 MonitorandImproveDevelopmentReviewProcess

Initiative5.4.1RolloutCitybusfortraining,projectreview,Boardsitevisits

Coordinator:

AssistedBy: CityManager AssistantCityManager DepartmentDirectors

ActionPlan

Outcome Description: Donated(HOP)busutilizedascomponentoftraining,forprojectsitevisits, andforcustomerserviceenhancements.

Performance Indicators:

Vehicleusedforstaffandboardtraining,andforsitevisitsfordecision makers

Projectreviewisenhanced,providinganopportunityforbetter understanding PlannedCIPProjectsmaybeviewedincontextofsurroundings

Challengesand Barriers: Risingfuelcostsmaylimitvehicleuse SchedulingvehicletomeetCity’sneeds Demandforvehiclewillindicatefutureadjustments Partners: CityCouncil BoardandCommissioners

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar6:PublicSafety

Goal6.1 EstablishPhasedOccupancyofMillerHeightsPublicSafetyCenter(3.1.6)

Initiative6.1.1AddressneedsforPD,FD,othercommunitypartnerswithbuildingassessment

Coordinator:

AssistedBy:

AssistantCityManager PoliceChief FireChief DirectorofPublicWorks DirectorofParks&Rec.

ActionPlan

Outcome Description:

BeltoncompletesinitialrenovationsofitsPublicSafetyCenter,establishes limitedoccupancy,andrelatedpublicsafetyneedswithbuildingassessment. Performance Indicators: PublicSafetyCentersitemadereadyforinitialoccupancyincluding regularsitemaintenance,securitycameras,furniture,perimeterfencing PDoccupiesinitialoffices,meetingroomandweightroomestablished; overflowstorageforLibraryresourcesprovided Buildingassessmentcompletedtodetermineprogressivephasesin renovationandoccupancyforadditionalusessuchasCommunityRoom, PDCIDandevidencestorage,satelliteLibrary,UnallocatedCommunity Space Challengesand Barriers: Limitedfundingrequiresphasedoccupancyapproach Needforspaceamongcityinterests Spaceallocationandfundingneededtotakefulladvantageoffacility Partners: CityCouncil ManagementTeam

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar6:PublicSafety

Goal6.2 ParticipateinMeet/Conferdialogueinpursuitofimprovementsservingthe City,PD,FD

Initiative6.2.1AchieveenhancementsresultingfromMeet/ConferprocessservingtheCity, PD,FD

Coordinator:

AssistedBy: CityManager AssistantCityManager Police/FireChiefs DirectorsofFinance/HumanResources

ActionPlan

Outcome Description:

Performance Indicators:

Challengesand Barriers:

CouncilrecognizedFDandPDAssociationsassolenegotiatingagentsfor theirdepartments.

FDandPDAssociationstonegotiateforrespectivedepartments Meet/Confernegotiationswillgetunderwayinmid-to-lateFY2026/early FY2027

FDMeet/ConfernegotiationspauseduntilFallFY2026/earlyFY2027

Meet/ConfertopicstobeestablishedfollowingestablishmentofRulesof EngagementbyPD,FD

FundingconstraintslimitCity’sflexibilityinFY2027 Retention,especiallyinPD,complicatesservicedelivery Partners: CityCouncil ManagementTeam

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar6:PublicSafety

Goal6.3 AddressongoingEmergencyPreparedness

Initiative6.3.1EnhanceMentalHealthResponseTraining/Awareness

Coordinator:

AssistedBy: DirectorofHumanResources CityManager AssistantCityManager ActionPlan

Outcome Description:

Beltonprovidestrainingandotherresourcesformentalhealthneedsforits employees,aswellasensuringawarenessofmentalhealthneedsinthe community.

Performance Indicators: CityfundsemployeeparticipationinEmployeeAssistanceProgram(EAP) Beltonsensitivetomentalhealthstressassociatedwithpublicservice work,especiallyinPDandFD,toincludesupervisor/resiliencytraining Cityexercisesacommunityroleinemphasizingmentalhealthawareness, crisiscounseling,andsuicideprevention

Challengesand Barriers: Stigmaofidentifyingmentalhealthissues,treatmentforemployees Perceivedimpactonjobsecurityifissueidentified Costforinclusionofemployeecoverageformentalhealthissues

Partners: CityCouncil BaylorScott&White EmployeeWellnessUnit

BellCountyPublicHealthDistrict Police/FirePeerSupportNetworks Partnerships:Clergy,Counselors, Frontline,Equestrian

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar6:PublicSafety

Goal6.3 AddressongoingEmergencyPreparedness

Initiative6.3.2AdvancetheCity’stechnologyinfrastructurebyimplementingcybersecurity initiativesandevaluatinginnovativetechnologysolutions

Coordinator:

DirectorofInformationTechnology

Outcome Description:

AssistedBy:

CityManager ManagementTeam

ActionPlan

Beltonexercisespreparednessforcybersecuritythreatsthroughhardware andsoftware,aswellasregularpersonneltraining.

Performance Indicators: Annualbudgetingforcybersecurityneeds RegularIT/PDassessmentstoaddressemergingthreats OccasionaltestsoftheCity’ssystemstoensurepreparedness Research/evaluationofemergingtechnologiesformunicipalapplications (A-I,automation,GISenhancements,smartcitytechnologies) Attendanceatprofessionalconferences,webinars,trainingonemerging technologiesandcybersecuritytrends

Challengesand Barriers: Continuouslyincreasingcosttoaddresscybersecurityneeds Sophisticatedcybersecuritythreatsandmalware Overcomingan“Itcan’thappenhere”attitude Partners: CityCouncil ManagementTeam

CityofBelton StrategicPlanPillars,Goals&ActionPlan FY2027

Pillar6:PublicSafety

Goal6.3 AddressongoingEmergencyPreparedness

Initiative6.3.3ImproveCommunitySafetyforNolanCreek,Pedestrians,Bikers–signage, crosswalks,lighting

Coordinator:

AssistedBy: AssistantCityManager DirectorofParksandRecreation DirectorofPublicWorks Police&FireChiefs

ActionPlan

Outcome Description:

Performance Indicators:

BeltonvaluesitsCommunitySafetyandregularlyenhancespublicspacesfor peopleusingNolanCreekforkayaking,tubing,fishing,andswimming; pedestriansusingtheCity’strailsandsidewalksandcrosswalks;andthose relyingonsignage.

FD/PDassessaccessibilityandsafetyofhighactivitycorridorsand emergencyresponserouteswithrecommendedenhancements Cityconductsregularinventoryofsignsforeffectiveness Signsandcrosswalksupdated,maintained,replaced,supplemented Additionstotrails,sidewalkscrosswalks,streetlightinganticipatedand funded Challengesand Barriers:

Changingdemandmayincreaseneedfordifferentsignage Agingsigns,markingsneedtobemaintained,replaced,supplemented Costandliabilityissuesassociatedwithsignage–notenoughfor adequatenotification;toomuch,itdistractsfromamenity Partners: CityCouncil Citizens

CityofBelton StrategicPlanPillars,Goals&ActionPlan

Pillar6:PublicSafety

Goal6.3 AddressongoingEmergencyPreparedness

Initiative6.3.4AddresspublicsafetyemergencyconditionsaffectingFD,PD,PW

Coordinator:

AssistedBy:

FireChief/PoliceChief DirectorofPublicWorks CityManager

ActionPlan

Outcome

Description:

Performance Indicators:

BeltonFD,PD,andPWDepartmentsmaintainupdatedDepartmentStrategic Plansanddeliverbestpracticesinemergencypreparedness.

FDmaintainsRecognitionStandards,ensurestrainingandtechnologyat highestlevel,andconductsperiodicdrillstotestpreparedness

PDmaintainsAccreditationStandards,ensurestraining,implements technology,encouragespartnerships,andensuresavailabilitywhen emergencystrikes

PWmanagesCIPprojects,maintainsfacilities,enhancesNolanCreek FloodWarningSystem

City’sEmergencyOperationsCenteratPDavailableandreadytomanage localemergencies,incollaborationwithBellCounty911Center Challengesand Barriers:

Ensuringadequatefundingforoperations,equipment,capitalequipment, training,andtechnology

Maintainingadequatestaffinglevels,competitivepay/benefitsforFD,PD MeetingCivilServicerequirementsforFD/PD;competitivepay/benefits forPW

Partners: CityCouncil ManagementTeam TexasDept.ofEmerg.Management NolanCreekILACities

CAPITAL IMPROVEMENTS PROGRAM OVERVIEW

2027 – 2031

The FY 2027-2031 Capital Improvements Program (CIP) represents the City’s plan for infrastructure development. The Capital Improvements Program is reviewed each year to reflect changing priorities and to provide a framework for identifying capital requirements; the impact of capital projects on operating budgets; scheduling; and coordinating related projects.

The Capital Improvements Program has two primary components. The General Government CIP represents non-utility projects such as streets, parks,and general government facilities. Typically, theseprojectswillbefundedviageneralobligation bonds,certificatesofobligation,taxrevenue,or other financing methods. The Utility CIP represents projects that benefit the City’s utility funds. These projects are typically funded with utility rate revenue or bonds secured by rate revenue.

The CIP budget is a five-year program that is compiled by City staff. Necessary projects are identifiedusingsurveys,studies,andprojecteddevelopmentschedules. Costsarethenestimated, and possible fundingsources are acknowledged. Additional operating andmaintenance costs are also reflected for each project. Recommended capital improvements are reviewed by the City Manager. Afterwards, they are sent to City Council for final approval.

FY 2027 CAPITAL-RELATED EXPENDITURES

A total of $23,996,580 will be spent on capital-related items during FY 2027. Most of these expenditures ($23,408,000 or 97%) can be attributed to the Capital Improvements Program. The remaining amount ($588,580) is directly related to routine capital expenditures.

Capital Improvements Program (CIP)

Parks and Recreation Projects

$ 2,000,000

Streets and Sidewalks Projects 18,708,000

Water Projects 2,700,000

Total CIP Expenditures

Routine Expenditures

Water & Sewer Fund

$23,408,000

$ 250,000

Information Technology Fund 91,580

Building Maintenance Fund 97,000

Economic Development Corporation 150,000

Total Routine Expenditures $ 588,580

Total Capital-Related Expenditures $23,996,580

CAPITAL IMPROVEMENTS PROGRAM OVERVIEW

2027 – 2031

GENERAL GOVERNMENT PROJECTS

Public Safety Projects

The City of Belton acquired the former Miller Heights Elementary School in 2025 with the intention of converting the building into a public safety center that will house police, fire, and other personnel. The building may also provide a safe place for sheltering during weather events. The city will seek grant opportunities for the major renovation project.

Parks and RecreationProjects

The ten-year Parks Master Plan was completed during FY 2026. Implementation of the plan will be phased over several years. Amenities will be added to several parks during the five-year period. Two new parks, Fairway Park and Sendero Estates Park, will be constructed while significant upgrades willoccur at others.

Streets and Sidewalks Projects

Thefive-yearplancallsforthedesignorreconstructionofseveralroadwaysandsidewalks, includingConnellStreet,TollBridgeRoad,East6th Avenue,andSpartaRoad. Thedesign oftheWheatRoadextensionisscheduledfor2027. Newprojectshavebeenaddedtothe program to improve circulation and promote development including Mesquite RoadI-35 to Southwest Parkway, Southwest Parkway Loop 121 to Mesquite, and Capitol Way Extension Grove to Shanklin. The dry utilities along E. 6th Avenue may be relocated underground in 2030 if grants can be found to fund the project.

UTILITY PROJECTS

The Utility CIP reflects projects to meet future development or to replace aging infrastructure that is susceptible to failure. These projects are typically included in the five-year utility rate study as well as the utility master plan. Utility projects may be advanced or postponed over the five-year program as development often determines the timing.

Water Projects

Four projects have been identified for the Capital Improvements Program for the next five years. Several projects replace failing or undersized water lines and valves throughout Belton. Occurring in two phases, the Wheat Road water line projects will increase water volume and capacity to the southern areas of the community.

Wastewater Projects

Four wastewater projects areincluded in the CIP. College Street willsee thereplacement of sewer line from 9th Avenue to 11th Avenue. The Mitchell Branch sewer line will be upsized or replaced with a parallel interceptor in 2031. Lift station and sewer extensions will accommodate growth.

Drainage Projects

The largest of three drainage projects is the addition of new culverts and channels at East 4th Avenue and North Blair. Drainage improvements will also take place on Shine Street and near Turtle Creek.

IMPACT UPONFUTURE BUDGETS

The City of Belton utilizes the most beneficial method of financing capital projects including cash, bonds,specialentitycontributions,andgrants. Theappropriatefinancingmethoddepends,inpart, upon the effect to the property tax rate.

TheCapitalImprovementsProgramcallsforminimalspendingofGeneralFundrevenue. However, this is highly dependent upon the receipt of grant funds for several projects. If grants are not awarded, it will be necessary to increase the General Fund contribution or issue more debt to complete the projects. The Belton Economic Development Corporation and the Belton Tax Increment Reinvestment Zone No. 1 will contribute more than $28,000,000 towards several vital projects.

$20,609,000 of tax-supported bonds may be issued over the next five years. Annual debt service couldincreaseby$1,478,000by2031. Assumingtaxablepropertyvaluesremainedat$2.5billion, the debt service portion of the property tax rate could increase by a total of 5.9 cents. In addition to tax-supported debt, the utility fund may issue $19,938,000 of rate-supported bonds during this timeframe. Annual debt service for the utilities would consequently increase by $1,297,000 by 2030.

The Capital Improvements Program contains the anticipated operating costs associated with each project. Over the five-year program, operations and maintenance costs related to the general government and utility projects are expected to change by $132,000 and -$27,000, respectively. Lower maintenance costs are expected as aging infrastructure is being replaced.

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General Government Public Safety

Miller Heights Public SafetyFacility

Project Description

The City of Belton purchased the former Miller Heights Elementary School property in 2025. The planned use of the property includes a public safety center for police and fire personnel, training classrooms, an emergency shelter, a community activity center, and enhanced neighborhood park facilities.

Effect Upon Operations & Maintenance Operations and maintenance costs may increase by $10,000 per year for utilities and grounds maintenance.

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General Government Parks and Recreation

Heritage Park Amenities

Project Description

This project includes the addition or replacement of several facilities and structures at Heritage Park based upon the Parks Master Plan. These include concession stands, pavilions, lighting, trails, and landscaping.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General Government Parks and Recreation

FairwayPark

Project Description

This project includes constructing and equipping a new park at the Miller Heights Public Safety Facility. A playground and pavilion will be added as well as shade structures, restrooms, lighting, and equipment.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General Government Parks and Recreation

Park and FacilityUpgrades

Project Description

This project addresses specific items at multiple parks over time. Equipment and facilities to be added or replaced include the splash pad and restrooms at the Harris Community Center; lighting at Chisholm Trail Park; soccer field lighting and fish camp improvements at Heritage Park; benches and signage at Nolan Creek Nature Trail; and restroomat Beal Park.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

General Government Parks and Recreation

Skate Park

Project Description

This project will add a 5,000 to 10,000 square foot skate facility to ChisholmTrail Park.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet FiscalYears 2027 - 2031

General Government Parks and Recreation

Playground Shade Structures

Project Description

This project will add shade structures to several playgrounds and courts including ChisholmTrail Park playground and pickleball courts, Standpipe Park playground, and Freedom Neighborhood Park.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

General Government Parks and Recreation

Soccer Field Lighting

Project Description

This project adds lights and poles to a second full-size soccer field.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to increase by $1,000 per year for electricity usage.

Sources of Funding Identified

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet

General Government Parks and Recreation

South Wall Tiger Park Upgrades

Project Description

Upgrades to South Wall Tiger Park will include a pavilion, resurfacing the basketball court, relocating the current playground, and installing a multi-purpose sports court.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

General Government Parks and Recreation

Beall Park Upgrades

Project Description

This project will add a looped walking trail, restroom facility, pavilion, native landscaping, and a new entry sign at Beall Park.

Effect Upon Operations & Maintenance

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

Capital Improvements Program Project Detail Sheet FiscalYears 2027 - 2031

General Government Parks and Recreation

Continental Field Upgrades

Project Description

This project reimagines Continental Field froma traditional baseball field into a neighborhood park that invites the community to spend more time in the park. A pavilion and restroom will be added as well as a restroomfacility.

Effect Upon Operations & Maintenance

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

and Maintenance Costs

Capital Improvements Program Project Detail Sheet FiscalYears 2027 - 2031

General Government Parks and Recreation

Sendero Estates Courts, Trails, and Pavilion

Project Description

The small existing park would be converted into a full neighborhood park with multi-purpose sports courts, a family pavilion, walking trails, and a playground. The project includes added parking, landscaping, and signage.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to increase by $3,000 per year. Estimated Project Cost

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet

General Government Parks and Recreation

Freedom Neighborhood Park Upgrades

Project Description

This project will add shading over the playground, walking trails, native landscaping, and signage at Freedom Neighborhood Park.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General Government Streets and Sidewalks

Connell Street Construction

Project Description

This project will reconstruct Connell Street with four 11' wide lanes, a 10' wide shared use path and 5' sidewalk. The project also includes drainage and water improvements as well as landscaping. Design and ROW acquisition is currently underway.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $3,000 per year once constructed.

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet FiscalYears 2027 - 2031

General Government Streets and Sidewalks

E 24th Avenue Widening at Main Street

Project Description

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

Effect upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General Government Streets and Sidewalks

Toll Bridge Road Reconstruction

Project Description

This project includes reconstructing and widening Toll Bridge Road fromShanklin Road to the Lampasas River. The road will be converted from a County road into a three-lane thoroughfare with a center turn lane. A hike and bike trail will be included along the River Farms property frontage. The River Farms MUD Agreement calls for the developer to pay for the first phase and a portion of the second phase to Shanklin. The City will complete the project in 2028.

Effect Upon Operations & Maintenance

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

Sources of Funding Identified

Capital Improvements Program Project Detail Sheet

FiscalYears 2027 - 2031

General Government Streets and Sidewalks

Wheat Road Extension

Project Description

This project includes the extension of a north-south neighborhood collector roadway that provides circulation between Red Rock Drive and Sparta Road, including pedestrian elements and a concept for connection with IH-14.

Effect Upon Operations & Maintenance

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

Capital Improvements Program Project Detail Sheet

FiscalYears 2027 - 2031

General Government Streets and Sidewalks

Mesquite Road IH-35 to SW Parkway

Project Description

This project includes the design of an east-west minor collector roadway that improves connectivity in the Southeastern portions of the community. The roadway will also connect to the future Southwest Parkway that has been identified in the City's thoroughfare plan.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General

Government Streets and Sidewalks

Davis, Hughes, J, and I Reconstruction

Project Description

This project will reconstuct portions of Davis Street, Hughes Street, Avenue J and Avenue I that surround the newly constructed Standpipe Park.

Effect Upon Operations & Maintenance

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

Capital Improvements Program Project Detail Sheet FiscalYears 2027 - 2031

General Government Streets and Sidewalks

Sparta Road Shared Use Path

Project Description

This project will construct a 10-foot shared use path along Sparta Road fromTiger Drive to 300 feet from Dunn's Canyon Road connecting it with the existing shared use path

Effect upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General Government Streets and Sidewalks

E. 6th Avenue MobilityImprovements

Project Description

This project will construct five foot sidewalks along both sides of E. 6th Avenue fromMain Street to IH-35. It will be broken into two phases: SH 317 (Main Street) to FM817 (Waco Road) and FM817 to IH-35. Eighty percent of construction costs will be provided by a grant fromthe Federal Highway Administration as a pass-through from the Texas Department of Transportation.

Effect Upon Operations & Maintenance

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

Sources of Funding Identified

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

Fiscal

Years 2027 - 2031

E 6th Avenue Underground DryUtilities

Project Description

This project includes the burying of electric and other dry utilities along East 6th Avenue from IH-35 to North Main Street following the reconstruction of the roadway by TxDOT in 2028-2029. Grant funds are anticipated for the project due to the high cost.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

FiscalYears 2027 - 2031

General Government Streets and Sidewalks

Southwest ParkwayLoop 121 to Mesquite

Project Description

This project includes the extension of a North-South/East-West minor collector (T-plan classification) roadway that provides circulation fromW. Loop 121 to IH-35, including pedestrian elements.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet FiscalYears 2027 - 2031

General Government Streets and Sidewalks

Capitol WayExtension Grove to Shanklin

Project Description

This project will extend Capitol Way from E. Grove Road to Shanklin Road on the City's southwest side.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet Fiscal Years 2027 - 2031

Old Golf Course Road Water Line

Project Description

This project will replace the failing undersized waterline on Old Golf Course Road.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $3,000 per year. Estimated Project Cost

Sources of Funding Identified

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet Fiscal Years

MaryJane Water Line Replacement

Project Description

This project will replace the failing waterline on Mary Jane.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2027 - 2031

Wheat Road Water Line Sparta to I-14

Project Description

This project includes the installation of a second north-south water transmission line to increase water volume and capacity to the southern areas of the community. The project will include the construction of an 18-inch water line, extending from Sparta Road southward along Wheat Road to IH-14.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2027 - 2031

Wheat Road Water Line IH-14 to Loop 121

Project Description

This project includes the installation of a second north-south water transmission line to increase water volume and capacity to the southern areas of the community. The project will include the construction of an 18-inch water line, extending from IH-14 along 190 Lane to Auction Barn Road.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Improvements Program

College Street Sewer Replacement

Project Description

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

Effect Upon Operations & Maintenance

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

$

Sources of Funding Identified

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet Fiscal Years 2027 - 2031

Mitchell Branch Sewer Upsize/Interceptor

Project Description

This project consists of upsizing the existing sewer line, or placing a parallel interceptor, to handle flows from Shanklin/BISD/Three Creeks through Mitchell Branch.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2027 - 2031

UtilityExtensions South IH-35 Corridor

Project Description

This project includes the design of a water line extension that will carry service from its current endpoint at IH-35 and Tahuaya Road further south to the intersection of Dillard Road and Amity School Road. The design also includes a new sewer line that will extend service south of the Lampasas River, initially running along the east side of I-35 before crossing west to serve properties near Dillard Road and Amity School Road. The extensions will support future growth and development along the southern boundaries of the City.

Effect Upon Operations & Maintenance

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

Estimated Project Cost

$

Sources of Funding Identified

Operations and Maintenance Costs

Capital Improvements Program

Project Detail Sheet Fiscal Years 2027 - 2031

UtilityExtensions North of IH-14

Project Description

This project will design newwater and sewer services to serve an area West of FM1670 and North of IH-14. The utility extensions will support future growth and development along the western boundary of the City.

Effect Upon Operations & Maintenance

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

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet Fiscal Years 2027 - 2031

E 4th Ave/N Blair Drainage

Project Description

This project adds newculverts and channels at E 4th Avenue and N Blair to receive runoff in a school area.

Effect Upon Operations & Maintenance

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

Estimated Project Cost

Sources

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet Fiscal Years 2027 - 2031

Shine Street Drainage Improvements

Project Description

This project adds drainage improvements where Shine Street joins with Wells Street including storm culverts, inlets, and drainage channels.

Effect Upon Operations & Maintenance

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

Estimated Project Cost

Sources of Funding Identified

Operations and Maintenance Costs

Improvements Program

Turtle Creek Drainage Improvements

Project Description

This project includes drainage improvements upstream from the Turtle Creek area from Main Street to N.Beal Street including storm culverts.

Effect Upon Operations & Maintenance

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

Estimated Project Cost 2,500,000 $

Operations and Maintenance Costs

BEDC Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

FundBalanceHistory

$$5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000

BEDC Fund RevenueTrend

Revenues

$$500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000

BEDC Fund (505-3) Revenues

BEDC Fund CategorySummary

Belton Economic Development Corporation

DIVISION MISSION AND DESCRIPTION

ThemissionoftheBeltonEconomicDevelopmentCorporationistopromote,assist,andenhanceeconomicdevelopmentactivitieswithin the City of Belton with special emphasis on job retention,job creation, and capital investment.

STRATEGIC PLAN PILLAR

DIVISION GOALS AND INITIATIVES TO BE ACCOMPLISHED DURING FY 2027

Goal: Facilitate new and existing business expansion to create employment opportunities and enhance the tax base Initiative: Promote the City of Belton and maintain programsfor business recruitment and retention

Goal: Aid in the developmentof infrastructure to stimulate commercial and industrial activity Initiative: Identify, design, and fund vital utility and roadway projects to encourage development

Goal: Participate in downtown redevelopment efforts to support small business retention and attraction Initiative: Partner with the City of Belton to implement the Imagine Belton Plan

SIGNIFICANT CHANGES IN THE FY 2027 BUDGET

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

 Engineering expenditures increase due to the costs for a study on thealignmentof IH-35 and IH-14

 Transfers for capital projects decline after funding the FM 93 infrastructure projectduring FY 2026

PERFORMANCEMEASURES

BEDC Fund (505-4-501)

COME EXPERIENCE ALL THINGS BELTON

Events and Concerts

Bell County Expo Center- concert venue, livestock arena, conference center. City of Belton sponsored events include Christmas at the Chisolm Trail, B4 Festival, 4th of July Parade and PRCA Rodeo, Movies in the Park, Soggy Doggy Day, Family Fishing and Fun, Father Daughter Dance, and One Community One Day.

Trails and Fields

Nolan Creek Hike and Bike trail, baseball, softball, soccer, sand volleyball, basketball, pickleball courts, disc golf, dog park, playgrounds (handicap accessible).

Tubing & Kayaking

Belton is the place to go for water activities we have Lake Belton, Stillhouse Lake, Nolan Creek, and coming soon fishing pier and kayak launch to Heritage Park with the expansion at Leon River. Belton offers amazing outdoor recreation: fishing, boating, skiing, camping, hiking, tubing, and kayaking for the whole family.

CITY AND AREA DEMOGRAPHICS

LOCATION

BeltonissituatedalongthebanksoftheLeonRiverintherapidlygrowingCentralCorridor of Texas.ItisonInterstate35nearthegeographiccenterofthestate,approximately137 miles south of Dallas/Fort Worth and 60 miles north of Austin. Local topography varies from rolling plains to wooded hills with two large lakes just ten minutes from downtown. Within a 175 mile radius of Belton is a market of over 9.4 million people, including the Dallas/Fort Worth Metroplex, San Antonio, and much of Houston. This region encompasses 55 percent of the population of Texas.

Average

Average

Average

POPULATION

(Bell, Coryell Counties)

Population Composition:

Under 5: 5.8%

6 - 18: 24.3%

19 - 64: 56.0%

Over 65: 13.9%

PopulationHistory

Veterans: 1,762

Households: 7,755

BeltonBellCountyKilleen/TempleMSA

High school graduate or higher, age 25 or older: 85.4%

Bachelor’s degree or higher, age 25 or older: 28.3%

According to the U.S. Census Bureau, Belton’s population consists of 53.9% White, 32.6% Hispanic or Latino, 6.6% African American, and 6.9% all otherethnicities.

EDUCATION

Belton Independent School District:

• 3 - high schools, 4 - middle schools, 12 - elementary schools

• BISD received a A – Superior Achievement in the State of Texas FIRST ratings and a B rating based on the Accountability Ratings as of 2025.

Higher Education:

• Belton: University of Mary Hardin-Baylor

• Bell County:

• Area Colleges:

Texas A & M College of Medicine, Temple

Temple College, Temple

Central Texas College, Killeen

Texas A&M University Central Texas, Killeen

Baylor University, Waco

McLennan Community College, Waco

Texas State Technical College, Waco

Southwestern University, Georgetown

The University of Texas, Austin

St. Edwards University, Austin

Huston-Tillotson College, Austin

Concordia University, Austin

Austin Community College, Austin

Texas A & M University, College Station

Texas State College, San Marcos

TRANSPORTATION

Highways: Interstate 35, Interstate 14 (US Highway 190), State Highway 317, Loop 121, FM436, FM 439, FM 93.

Bus Lines: HOP public micro transit and bus lines which run from Copperas Cove to Temple and Greyhound Lines.

Railroad: Santa Fe Railroad, Georgetown Railroad, AMTRAK passenger service in Temple.

Air: Killeen-FortHoodRegionalAirport,TempleDraughtonMillerCentral Regional Airport, Austin Bergstrom International Airport.

INDUSTRIES

Belton's business community is diversified, with various sectors – manufacturing and distribution, retail,education,healthcare, government,andITbusiness processservices.

The industrial sector is represented by companies manufacturing modular home structures,agricultureequipment, fiberglasstanks, roofing material,specialty advertising products, corrugated boxes, exercise equipment, school and office furniture, rapid prototypes, and centrifugal alloy castings. Various warehousing and distribution operations handle industrial gases, snack foods, and parcel delivery.

Fort Cavazos U.S. Army Installation is located 17 miles west of Belton. It is the largest United States Army Training Post, the largest single-site employer in the State of Texas with a force of more than 59,695 and a key economic driver for the area. The Texas Comptroller’s office reports that Fort Cavazos’ economic impact to the state was an estimated $39 billion in 2023.

HealthcarerepresentsthelargestprivateindustryinBellCounty.Over41,610individuals are employed in the medical field. Baylor Scott & White Health, the largest not-for-profit health system in the State of Texas, has a significant presence in Central Texas. This includesScott&WhiteMemorialHospital,rankedbyU.S.NewsandWorldReportasone of the top 10 hospitals in the state of Texas; McLane Children’s Hospital; and dozens of primary, urgent, and specialty care clinics staffed by over 1,000 physicians and 13,000 employees. Other medical facilities also service the area such as: Olin E. Teague Veteran's Center, Cedar Crest Hospital & Clinic, Metroplex Hospital, Seton Medical Harker Heights Center,and Darnall Army Medical Center.

There are five banks and two credit unions represented in Belton with branch offices located throughout Bell County and Central Texas.

MAJOR EMPLOYERS

EMPLOYEESBYPRODUCT

Education

Transportation

Government

Manufacturing/Distribution

Retail/Service

Healthcare IT/BusinessProcessServices

Distribution

PROPERTY & TAXES

The top 10 property taxpayers within the City limits have a combined taxable value for 2025 of $304,406,000, and are comprised of the following organizations:

PARKS & RECREATION

Lakes: BeltonLake(7,400acres)andStillhouseHollowLake(6,340acres)offeroutdoor recreation, fishing, boating, skiing, boat rentals, launching ramps, picnic grounds, restrooms, restaurants, snack bars, drinking water, camping areas, RV areas, marinas, and nature trails.

Harris Community Center: This renovated structure is situated gracefully along Nolan Creekandisanidealsettingformeetings,receptions,andreunions. Theoriginalbuilding wasconstructedin1936andhousedtheHarrisSchool,ahistoricAfricanAmericanschool recognized with a state historical marker for its contribution to African American education. The building and grounds were conveyed from the school district to the City of Belton in 2005 for renovation. The Center was dedicated in July 2006 in conjunction with the West Belton-Harris High Ex-Student’s Association annual reunion. The Center has already received numerous awards and accolades, and ensures that the legacy, heritage, and contributions of those who came before us willbe remembered.

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

Huntington Bank Expo: Central Texas' best entertainment complex, the Huntington Bank Expo includes a 9,400-seat main arena, a special events room, an assembly hall, an exposition building, and equine/livestock complex and champions club. The Expo is also home to the Central Texas State Fair.

Heritage Park: This isa 150-acrepark alongthe Leon Riverand is hometoourbaseball andsoccerassociationwith5baseballgamefieldsand6soccergamefields.Ithasa1.5acre dog park with a large dog side and a small dog side. This park also includes an inclusive handicap playground with artificial turf and a rentable pavilion next to it. It also has walking trails, 2 fishing docks, picnic areas, a zero-depth kayak launch, and a community garden with beds that can be reserved for growing your own vegetables. Therearelightedparkinglotswithplentyofopenspaceforjustaboutanyoutdooractivity.

More recently a championship 18-hole disc golf course was added to Heritage Park, bringing the total number of disc golf courses to 3 18-hole courses. People from across the country have come to play on the disc golf course here making it the most popular course in Central Texas.

Chisholm Trail Park: This is a 34-acre park and is home to our softball association with 3softballgamefields,2practicesoftballfields,and2practicesoccerfields.Ithasalighted walkingtrail,severalpicnicareas,ahorseshoepit,lightedbasketballcourt,anewpavilion next to the 6 lighted pickle ball courts and a new playground for the kids. This park features a parking lot next to a large, covered pavilion breezeway for exercise classes with a large restroom nearby.

Harris Community Park: This park includes a playground, splash pad, practice softball field, exercise equipment, 2 horseshoe pits, 2 rentable pavilions near the splash pad, 5 covered picnic tables, restrooms, and quick access to the Nolan Creek Hike and Bike Trail. It is located near the renovated Harris Community Center and overlooks Nolan Creek and the Hike and Bike Trail.

SummerFunUSA: Awater amusementparkalongthebanksoftheLeonRiveradjacent to Heritage Park. Theparkincludesa swimming pool,giant waterslides,children'sarea, concessions, and picnic area.

Independence Day Celebration and PRCA Rodeo: The Annual 4th of July Celebration hasbeencelebratedsincethelate1800'sandattractscrowdsfromalloverCentralTexas. The Celebration includes a kick-off street party at the Bell County Courthouse on the square, a three-day Professional Rodeo Cowboy Association Rodeo, a family fun carnival, God and Country concert featuring religious and Texas music, July 4th parade and patriotic program, and a day full of activities in Yettie Polk Park. Festivities in Yettie Polk Park include Children's Day in the Park, Old Fiddler's Contest, gospel singing, arts and crafts festival, and food booths. The Celebration is sponsored by the Belton Area Chamber of Commerce.

A HISTORICAL PERSPECTIVE

LenaArmstrong,theCityLibrarianfor54yearsandtheunofficial historian of Belton, wrote the following synopsis of Belton’s history. She penned a longer version of Belton history, which is included in the two-volume edition of "The Story of Bell County" published in 1988 by the Bell County Historical Commission. Lena retired from the City in December of 1998, and subsequently passed away in January of 1999. She is fondly remembered and sorely missed.

InAugust1850,thenewpioneertownofBelton(firstnamedNolandvillethatwaschanged to Belton in 1851) was laid out in blocks, streets, and lots with the courthouse public square the center. It was designated County seat for the newly organized Bell County. Incorporated in 1852, it was the only town in the County and was the last place of civilization seen by the pioneers heading West by horseback or wagon train.

Within a month after lots were sold, a post office was established and mail was arriving by horseback. But in 1852, a stagecoach route beginning in Tennessee and ending in Brownsville was stopping weekly in Belton to deliver mail, new arrivals and freight. By now,thefirstcourthousewasinuse,alogcabinplacedhighonblocksassafeguardfrom devastatingfloods,providedalltoofrequentlybyNolanCreekrunningverynearthepublic square. In1853,atwo-storylogjailwasbuiltfollowedbyaschool,hotel,church,saloons, stores and other businesses. Most were log buildings or pole shacks, but with a new surge of people, more permanent buildings were built. Stores were erected using native stone and were two-story with the business on the first floor, family quarters on the second. A number of these stores have survived and are still in use. The A.D. Potts building,builtinthelate1860's,notonlyisstillinusebutisstillownedbythePottsfamily.

Just prior to the CivilWar, Sam Houston stumped theState, urging peopletonot votefor secession. He made two speeches in downtown Belton, but his talks were not well received. Hewasbooed soloudlyononeoccasion,hetookouthistwopistols,laidthem on the goods box he was using for a podium, and dared anyone to interrupt him. They did not.

In 1858, the County commissioners built a new courthouse, spending $14,000 for a twostory limestone building replacing the first courthouse which had become completely inadequate for the population the County now served. Bell Countians so opposed the new edifice, they voted out of office every commissioner, replacing them with more conservative men. It was 26 years before a third (and last) courthouse was approved and built.

Over a thousand Bell County and Belton men joined the Confederate Army and Belton women did their part by meeting daily at the courthouse to sew clothing for the soldiers. There was only one sewing machine in Belton, and it saw constant use. As the War progressed, the effects of the War were felt strongly. Supplies and inventories, as well as currencydwindled and many stores wereforced toclose. War'send, and defeat,saw allelectedofficialsfromtheGovernortoMayorsreplacedwithUnionappointees. Federal troops patrolled the streets of Belton giving little protection to the citizens and their property. Outlaws roamed the area stealing, assaulting and killing to such anextent that Beltonmendecidedtodosomething. Inthedarkofthenight,bandsofhorsemenarrived at the County jail (still standing) where ten prisoners were jailed. The horsemen dismounted, moved into the jail and shot nine men to death. It is said that for decades after, outlaws rode wide around Belton. Sam Bass, on his way to rob a bank, refused to enter Belton, saying "Those Belton men are too tough for me".

The 1870's saw a boom with building, new businesses and new enterprises. A Belton group organized the Belton Telegraph Company that was chartered and extended to Round Rock where it joined Western Union. The telegraph provided daily quotes of the cotton market, necessary for an area where cotton was King. The 1870's also saw the formationofthenowfamousBeltonWoman'sCommonwealth,alooselyorganizedgroup that in retrospect seems more a battered wives' refuge than a utopian commune.

Belton met its first setback in 1881 when the City fathers, after meeting the demands of Santa Fe railroad representatives and putting up $75,000, found themselves duped out of a railroad in Belton. They sued, but the company built their own town that they named Temple. After many years, the Supreme Court finally ended the case in favor of Belton. Meanwhile, they contracted with the M.K. & T. and by 1882, the Katy's depot was built a blockfrom the courthouse. Intheinterim,Beltonwent "modern"witha water systemand mains throughout town, an electric and telephone companies, a fire department, lumber yard, flour mill, plus newspapers, and banks. There was also a new college: Baylor Female College, now the University of Mary Hardin-Baylor. Two beautiful parks, still maintained by the City of Belton, were acquired during these decades: the Confederate Park*, donated to the City by citizens honoring the ex-Confederate Veterans; and the Yettie Tobler Polk Park, commemorating Mrs. Polk and her four children who drowned in a devastating flood that inundated Belton in 1913.

Belton got into severe financial difficulties before the Great Depression, but managed to work its way out by the 1970's. World War II and the arrival of Fort Hood to the County brought economic relief and a surge of growth. Two large lakes built during this time providetouristattractionsandIH-35makesBeltonattractivetoindustriesandbusinesses.

Lena Armstrong

*Editor’s note: In 2020, the name of Confederate Park was changed to Liberty Park.

BUDGET GLOSSARY

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

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

AccountsPayable(AP):Ashort-term(oneyearorless)liabilityreflectingamountsowed for goods and services received by the City.

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

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

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

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

Annual Comprehensive Financial Report: The City’s complete set of financial statements issued by a government entity in accordance with the requirements of the Government Accounting Standards Board. The report is comprised of the introductory, financial,andstatisticalsectionsinwhichalltheannualreportsforthatspecificfiscalyear are summarized.

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

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

AssessedValue:Avaluationsetuponrealestateorotherpropertyasabasisforlevying property taxes. All property values within the City of Belton are assessed by the Bell County Appraisal District.

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

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

Available Cash: Unobligated cash and cash equivalents.

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

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

Bond: A written promise to pay a specified sum of money (called the principal amount) at a specified date or dates in the future (called the maturity dates),and carrying interest at a specified rate, usually paid periodically. The difference between a bond and a note isthatabondisissuedfor alonger period andrequiresgreaterlegalformality. Themost common types of bonds are general obligation and revenue bonds. Bonds are usually usedforconstructionoflargecapitalprojects,suchasbuildings,streets,andwater/sewer system improvements.

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

Bonds Issued: Bonds sold by the City.

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

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

Capital Assets: Assets of a long-term character which are intended to be held or used, such as land, buildings, machinery, furniture and equipment.

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

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

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

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

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

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

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

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

ComponentUnit:LegallyseparateorganizationforwhichtheelectedofficialsoftheCity are financially accountable.

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

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

DeMinimisRate:Theratethatwouldgenerateanadditional$500,000inrevenueforthe M&O rate plus the current debt rate.

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

DebtServiceRequirements:Theamountofmoneyrequiredtopayinterestandprincipal for a specified period on outstanding debt.

DelinquentTaxes:Propertytaxesremainingunpaidaftertheduedate. Delinquenttaxes incur penalties and interest at rates specified by law.

Department: Afunctional groupofthe City withrelatedactivitiesaimed ataccomplishing a major City service or program.

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

Division: A grouping of related activities within a particular department. For example, Municipal Court is a division of the Finance Department.

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

Enterprise Fund: See Proprietary Fund.

Expenditure:Ifaccountsarekeptontheaccrualbasis,thistermdesignatestotalcharges incurred,whetherpaidorunpaid. Iftheyarekeptonthecashbasis,thetermcoversonly actualdisbursementsforthese purposes.(Note: Anencumbranceisnotanexpenditure. An encumbrance reserves funds to be expended.)

Expense:Chargesincurred,whetherpaidorunpaid,foroperation,maintenance,interest and other charges which are presumed to benefit the current fiscal period.

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

FiscalYear(FY)(Period):ThetimeperioddesignatedbytheCitysignifyingthebeginning andendingperiodforrecordingthefinancialtransactionsoftheCity. TheCityofBelton's fiscal year begins each October 1st and ends the following September 30th.

Full Faith and Credit: A pledge of the City's taxing power to repay debt obligations. Bonds carrying such pledges are referred to as general obligation bond or tax-supported debt.

Full-Time Equivalent (FTE): The number of full-time hours being worked by both parttime and full-time employees. The Full-Time Equivalent calculation is an employee’s scheduled hours divided by the Cities full time work week. The unit of measurement for one FTE is equivalent to an individual working 40 hours in a week, or 2080 hours in a year.

Fund: Separate fiscal and accounting entities with their own resources and budgets necessary to carry on specific activities and attain certain objectives.

Fund Balance: The difference between fund assets and fund liabilities of governmental & trust funds. Fund balance for general fund types using modified accrual accounting closely equates to available cash.

General Fund(GF):The largestfundwithinthe City. Accountsforallfinancialresources except those required to be accounted for in another fund. The General Fund contains the activities commonly associated with municipal government, such as police and fire protection, libraries, streets, and parks and recreation.

General Obligation Bonds: Bonds that finance a variety of public projects such as streets, buildings, and capital improvements. The repayment of these bonds is usually madefromtheDebtServiceFund. TheyarebackedbythefullfaithandcreditoftheCity and voter approved.

Goals: Department/division objectives intended to be accomplished or begun within the coming fiscal year.

Governmental Funds: Funds generally used to account for tax-supported activities. These include the General Fund, Debt Service Fund, and CapitalProjects Funds.

Grant:Contributionsorgiftsof cashorotherassetsfrom anothergovernmenttobeused for a specific purpose, activity or facility.

Infrastructure: Long-lived capital assets that normally are stationary in nature and can be preserved for a significantly greater number of years than most capital assets. Examples of infrastructure assets include roads, bridges, drainage systems, and water and sewer systems.

Interest and Sinking Fund: See Debt Service Fund.

Interfund Transfers: Amount transferred from one fund to another.

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

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

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

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

ModifiedAccrualBasis: Thismethodofgovernmental accountingrecognizes revenues when they are measurable and available and expenditures when goods or services are received (except for principal and interest on long-term debt, which is recognized when paid).

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

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

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

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

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

Ordinance: A formal legislative enactment by the City Council.

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

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

Property Taxes: See Ad Valorem Taxes.

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

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

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

Resolution:AspecialortemporaryorderoftheCityCouncil.Requireslessformalitythan an ordinance.

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

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

RUOK?OutreachprogramoperatedbythePoliceDepartment&CHIPSvolunteersthat consistsof periodicphone calls toparticipating senior citizensas part ofawelfarecheck.

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

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

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

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

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

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

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

TML:TheTexasMunicipalLeagueisavoluntarycoalitionofTexasmunicipalitiescreated forthepurposeoffurtheringandenhancingcausesofmutualinteresttoTexascities. The League offers educational and training opportunities, legislative activities and legal advisement to its members. Additionally, the League has intergovernmental risk pools that offer insurance coverage on an electivebasis.

TMRS:TheTexasMunicipalRetirementSystem providesretirementplanstoitsmember cities. Eachcityselectsitsownplananditscontributionsarecomputedoneachindividual city’s plan and actuarial information. The City of Belton currently offers its employees a retirement plan with 2:1 matching, 5 year vesting and retirement eligibility at age 60 with 10 years of service and at any age with 20 years of service.

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

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

Voter-Approval Tax Rate: The rate that raises 3.5% more in revenue for maintenance and operation expenditures plus the debt service rate.

ACRONYMS

ACFR Annual Comprehensive Financial Report

AR Annual Report (audit)

ARPA American Rescue Plan Act

BACFS Belton Area Citizens for Seniors

BCWCID BellCounty Water Control and Improvement District

BEDC Belton Economic Development Corporation

BISD Belton Independent School District

BRA Brazos River Authority

BS&W Baylor Scott and White

CHIPS Citizens Helping in Police Service

CIP Capital Improvements Program

CO Certificates of Obligation

CPA Certified Public Accountant

CTCOG Central Texas Councilof Governments

CTWSC Central Texas Water Supply Corporation

DBBA Downtown Belton Business Alliance

DRWSC Dog Ridge Water Supply Corporation

EMS Emergency Medical Services

ETJ Extra-Territorial Jurisdiction

FB Fund Balance

FD Fire Department

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

FTA Failure to Appear

FTE Full-Time Equivalent

FY Fiscal Year

GAAP Generally Accepted Accounting Procedures

GASB Governmental Accounting Standards Board

GF General Fund

GFOA Government Finance Officers Association

GFOAT Government Finance Officers Association of Texas

GIS Geographic Information System

HOTDA Heart of Texas Defense Alliance

HVAC Heating, Ventilation, and Air Conditioning

IT Information Technology

KTMPO Killen-Temple Metropolitan Planning Organization

LEOSE Law Enforcement Officer Standards and Education

M&O Maintenance and Operation

O&M Operations and Maintenance

P&R Parks and Recreation

PD Police Department

PH Public Hearing

PPFC Public Property Finance Corporation

PW Public Works

ROW Right of Way

RUOK Police Department Senior Program

TBD To Be Determined

TBWWTP Temple-Belton Wastewater Treatment Plant

TCEQ Texas Commission on Environmental Quality

TDFA Texas Dormitory Finance Authority

TDHCA Texas Department of Housing & Community Affairs

TIRZ Tax Increment Reinvestment Zone

TML Texas Municipal League

TMRS Texas Municipal Retirement System

TP&W Texas Parks & Wildlife

TWC Texas Workforce Commission – Unemployment Compensation

TxDOT Texas Department of Transportation

UMHB University of Mary Hardin-Baylor

USACE United States Army Core of Engineers

WS Water and Sewer

YAC Youth Advisory Commission