Budget - FY 2025-2026ADOPTED BUDGET
FISCAL YEAR
2025 - 2026
OCTOBER 1, 2025 -
SEPTEMBER 30, 2026
Town of Prosper
Fiscal Year 2025-2026
Budget Cover Page
This budget will raise more revenue from property taxes than
last year's budget by an amount of $5,715,955, which is a
12.04 percent increase from last year's budget. The property
tax revenue to be raised from new property added to the tax
roll this year is $3,831,840.
The members of the governing body voted on the budget as follows:
FOR: David F. Bristol, Mayor
Amy Bartley, Mayor Pro-Tem
Chris Kern, Deputy Mayor Pro-Tem
Marcus E. Ray, Councilmember
Craig Andres, Councilmember
Jeff Hodges, Councilmember
Cameron Reeves, Councilmember
AGAINST:
PRESENT and not
voting:
ABSENT:
Property Tax Rate Comparison
2025-2026 2024-2025
Property Tax Rate: $0.505000/100 $0.505000/100
No-New-Revenue Tax Rate: $0.482348/100 $0.466941/100
No-New-Revenue Maintenance & Operations Tax Rate: $0.311164/100 $0.313631/100
Voter-Approval Tax Rate: $0.505000/100 $0.522075/100
Debt Rate: $0.182946/100 $0.180392/100
Total debt obligation for Town of Prosper secured by property
taxes: $211,120,434
HB 1495: Lobby Reporting/Budgeting
The 86th Legislature passed HB 1495 to increase the transparency of local government
lobbying. In accordance with Section 104.0045 of the Texas Local Government Code as
amended by HB 1495 – Itemization of Certain Expenditures Required in Certain Political
Subdivision Budgets - expense line items for public notices and lobbying efforts are
provided below:
Adopted
FY 2024-2025
Amended
FY 2024-2025
Estimated
FY 2024-2025
Adopted
FY 2025-2026
Lobbying Services $48,000 $48,000 $48,000 $48,000
Legal Public Notices $27,050 $26,050 $9,935 $23,050
FISCAL YEAR 2025 – 2026
ADOPTED VERSION
October 1, 2025 – September 30, 2026
Prepared By:
Chris Landrum, Finance Director
Colin Ashby, Budget Officer & Grants Administrator
Submitted to the Town Council on September 16, 2025
David F. Bristol, Mayor
Amy Bartley, Mayor Pro-Tem
Chris Kern, Deputy Mayor Pro-Tem
Marcus E. Ray, Council Member
Craig Andres, Council Member
Jeff Hodges, Council Member
Cameron Reeves, Council Member
“Prosper is a place where everyone matters.”
TOWN COUNCIL
Mayor
David F. Bristol
Term: May 2028
Council Member Place 3
Mayor Pro-Tem
Amy Bartley
Term: May 2026
Council Member Place 1
Marcus E. Ray
Term: May 2028
Council Member Place 5
Jeff Hodges
Term: May 2026
Council Member Place 6
Cameron Reeves
Term: May 2027
Council Member Place 2
Craig Andres
Term: May 2027
Council Member Place 4
Deputy Mayor Pro-Tem
Chris Kern
Term: May 2028
The Mayor and each of the six (6) Council
Member places are elected at large according to
the Town Charter.
Table of Contents
INTRODUCTION
Budget Message ................................................................................................................................................1
Reporting Entity Profile .................................................................................................................................. 14
Demographics ................................................................................................................................................ 15
Prosper on the map ....................................................................................................................................... 16
Budget Process ............................................................................................................................................... 17
Summary of Financial Policies ........................................................................................................................ 18
Budget Calendar ............................................................................................................................................. 21
Basis of Accounting-Budgeting....................................................................................................................... 22
Fund Structure Overview ............................................................................................................................... 24
Consolidated Fund Summaries ...................................................................................................................... 25
Strategic Planning Process ............................................................................................................................. 28
Strategic Visioning Priorities .......................................................................................................................... 29
Organization Chart ......................................................................................................................................... 30
Authorized Positions ...................................................................................................................................... 31
Combined Graphs........................................................................................................................................... 32
Property Tax Distribution ............................................................................................................................... 33
Property Valuation & AV Taxes ...................................................................................................................... 34
Tax Levy Analysis ............................................................................................................................................ 35
Analysis of Assessed Valuation ...................................................................................................................... 36
Taxable Values by Type .................................................................................................................................. 37
Sales Tax ......................................................................................................................................................... 38
Impact Fee Revenues ..................................................................................................................................... 39
Water and Wastewater Revenues ................................................................................................................. 40
GENERAL FUND
Fund Description ...............................................................................................................................................1
Fund Balance .....................................................................................................................................................2
Fund Revenues ..................................................................................................................................................3
Fund Appropriations .........................................................................................................................................4
Fund Summary Table ........................................................................................................................................5
Fund Overview Chart ........................................................................................................................................6
UTILITY FUNDS
Funds Description .............................................................................................................................................1
Funds Revenue ..................................................................................................................................................2
Fund Appropriations .........................................................................................................................................3
Water & Wastewater Net Assets ......................................................................................................................4
Water & Wastewater Summary .......................................................................................................................5
Water & Wastewater Overview Chart .............................................................................................................6
DEBT SERVICE FUND
Fund Description ...............................................................................................................................................1
Fund Summary Table ........................................................................................................................................2
Debt Margin Projections ...................................................................................................................................3
Debt Issuance Details ........................................................................................................................................4
Outstanding Principal on Debt ..........................................................................................................................9
Principal and Interest Debt Schedule ...............................................................................................................10
OTHER FUNDS
Other Funds Revenue .......................................................................................................................................1
TIRZ 1 ................................................................................................................................................................2
TIRZ 2 ................................................................................................................................................................4
Crime Control and Prevention District Fund ....................................................................................................6
Fire Control, Prevention, and Emergency Medical Services Fund ...................................................................8
Parks Fund ..................................................................................................................................................... 10
Impact Fee Fund Description ........................................................................................................................ 12
Water Impact Fee Fund ................................................................................................................................. 13
Wastewater Impact Fee Fund ....................................................................................................................... 14
East Thoroughfare Impact Fee Fund ............................................................................................................ 15
West Thoroughfare Impact Fee Fund .......................................................................................................... 16
Hotel Occupancy Tax Fund ........................................................................................................................... 17
Special Revenue Fund ................................................................................................................................... 19
Vehicle and Equipment Replacement Fund (VERF) Description ................................................................... 21
VERF Replacements ....................................................................................................................................... 23
Health Insurance Trust Fund Description ...................................................................................................... 24
Health Insurance Fund Summary ................................................................................................................. 25
CAPITAL PROJECT FUNDS
Funds Description .............................................................................................................................................1
Governmental Capital Projects ........................................................................................................................2
Enterprise Capital Projects ...............................................................................................................................4
MULTI-YEAR CAPITAL PLAN
Five-Year Capital Improvement Program (CIP) ................................................................................................1
CIP Summary ....................................................................................................................................................2
APPENDIX
Supplemental Descriptions ..............................................................................................................................1
Package Summaries .........................................................................................................................................2
Financial Policies ...............................................................................................................................................5
Charter Article VII ......................................................................................................................................6
Financial Management Policy ................................................................................................................ 11
Debt Management Policy ....................................................................................................................... 21
Post Debt Issuance Policy ...................................................................................................................... 30
Town Staff and Consultants .......................................................................................................................... 34
Tax Rate Calculation Sheet ........................................................................................................................... 36
Glossary .......................................................................................................................................................... 45
INTRODUCTION
September 16, 2025
To The Honorable Mayor and Town Council
Re: The FY 2025-2026 Adopted Budget
In accordance with the Town Charter and the State of Texas statutes governing home
rule municipalities, please accept this letter as my budget transmittal and executive
summary of the Adopted Annual Budget for the operating, capital and debt service funds
of the Town. The Town’s Adopted Budget is developed through an extensive process of
reviewing requests received by various Town departments and then prioritizing those
requests in a manner that utilizes resources effectively, within fiscal constraints, while
working to achieve the Town Council’s strategic vision. As prepared and submitted, the
Adopted Budget is intended to:
Serve as an operating and fiscal plan for the new fiscal year,
Provide a basis of accountability to the taxpayers for the investment of their tax
dollars,
Serve as a basis for measuring the performance for those individuals charged
with the management of the Town’s operations; and
Demonstrate compliance with financial related policies passed by the Town
Council.
The annual operating, capital and debt service funds budgets combined with the multi-
year capital plan contained herein represent the single most important management tool
of the governing body and the staff.
BUDGET OVERVIEW
This budget was prepared based on the Town Council Strategic Vision adopted in May
2024 of:
1.Acceleration of infrastructure.
2.Development of Downtown Prosper as a destination.
3. Ensure that the Town’s commercial corridors are ready for development.
4.Continue to provide excellent municipal services.
5.Work towards a growing and diversified tax base.
Introduction Page 1
In the first five years of the originally ten-year $210 million November 2020 bond program
79% of the authorized bonds will have been issued with $43.5 million of authorized but
unissued bonds remaining. A 2025 bond election which includes propositions for
infrastructure, a library, various park improvements, and other critical facilities will be
called for November 2025.
Regarding the development of Downtown Prosper as a destination, multiple businesses
including several restaurants have opened during the year and a new multi-family
development is now open. The Downtown Advisory Committee has been actively
programming Town funding for improved aesthetics and walkability. A new Downtown
Plaza is underway on Broadway, and the design phase for a new Downtown
Monumentation project is complete. The Communications team and the EDC have
created new websites to promote Downtown Prosper as a destination, and several
Downtown events are planned, including the Prosper on Tap series and the annual
Christmas Festival.
For readying commercial corridors, the Town is progressing with the updating of its
Comprehensive Plan to guide development over the next several years. A consultant has
been hired to fully realize the vision along the Dallas North Tollway Corridor.
Infrastructure, including roads, water lines, and wastewater lines, to support these
corridors continue to be a major emphasis.
Excellence in municipal services begins with public safety. Construction on a fourth fire
station is well underway, and benchmarking of public safety staffing levels compare well
with surrounding cities. While quality of life starts with public safety, it cannot stop there,
and the current budget includes the operating costs for service Raymond Community
Park currently under construction with expected completion this Fall.
Regarding a diversified tax base, this element of the vision is supported by the other four
and the Town is quickly transitioning from simply a bedroom community by adding a
growing commercial base that includes two pediatric hospitals, a significant and growing
retail base that includes the most prominent national chains, three car dealerships and
two hotels currently under construction with two more planned.
Despite the Town’s current and future growth potential and general optimism, this budget
has been prepared with conservative revenue assumptions in mind and budget
challenges related to the Town’s rapid growth continue.
Introduction Page 2
BUDGET IN BRIEF
Total FY 2025-2026 Adopted Budget Operating Appropriations $124,847,464 including:
$68,209,022 for General Fund operations and maintenance,
$3,427,736 for the Crime Control and Prevention Special Purpose District,
$3,460,919 for the Fire Control, and Emergency Medical Services Special Purpose
District,
$49,749,787 for the Town’s Enterprise Funds including Solid Waste, Water, and
Sewer utilities as well as the Storm Drainage Utility Fund.
General Debt Service Appropriations for the coming fiscal year are $21,165,328.
Governmental Capital Projects added for the year total $39.4 million.
VALUE OF TAXABLE PROPERTY AND GROWTH
The growth in taxable value of real property corresponds to a significant increase in
residential growth and population over the past year. According to the most recent
population estimates published by the North Central Texas Council of Governments
(NCTCOG), the Town of Prosper’s new population as of January 1, 2025, was 46,087.
The Town has 13 active residential subdivision phases with a total of 1,182 lots that are
either shovel ready, under construction, or have plans under review.
The Town experienced an overall 12.3% increase in assessed values for the 2025 tax roll
with 2/3rds of the increase (7.9%) new construction and 1/3rd (4.4%) from increases in
existing valuations. The Town is also seeing an 8.4% increase in homestead property
values that qualify for the over 65 and disabled persons exemption and freeze and is
expecting this trend to continue.
PROPERTY VALUES
Certified property valuations increased by $1,184,390,312 (12.3%) for FY 2025-2026.
Property values increased from $9,622,101,595 to $10,806,491,907. These totals
exclude value of properties subject to the tax freeze. Of the increase, $758,780,238, or
7.9%, resulted from new construction, compared with $870,449,826 last year. New value
added to the tax roll will continue to be primarily from residential growth, however,
commercial growth continues to expand at a strong rate.
Introduction Page 3
PROPERTY TAX RATE
The Adopted FY 2025-2026 Budget proposes a property tax rate of $0.505 per $100 of
taxable assessed valuation. The total tax rate is divided between Maintenance and
Operations (M & O) and the Debt Service Fund. Of the total tax rate, the $0.322054 cents
maintenance and operations levy is split between $0.224854 for the General Fund,
$0.0972 for the Capital Dedicated Fund with a $0.182946 levy for general obligation debt
service. Even with carving out 9.72 cents of the M & O levy for Capital Dedicated
purposes, property taxes are 38.4% of the Proposed revenue in the General Fund. The
portion of the tax rate dedicated to debt service is approximately 36% of the overall Town
tax rate well within policy guidelines of no more than 40% specified by the debt
management policy.
SALES TAXES
The Town of Prosper levies a 1.50% tax on all taxable items sold within its borders (the
Economic Development Corporation’s 0.50% tax is in addition to the Town’s 1.00% tax).
In May 2023, the citizens renewed the Crime Control and Prevention District and the Fire
Control, Prevention, and Emergency Medical Services District through 2043 with each
collecting 0.25% of dedicated sales and use tax. Each district is reported as a special
revenue fund and sales and use tax is 99% of revenue in these funds. As sales tax
revenues have become a prominent funding source, this will help dedicate more resources
to the public safety needs of the Town. This budget reflects the seventh year since the
districts were created. Overall, the Adopted Budget includes $13,199,055 in sales tax
revenues, compared to $12,308,897 in the FY 2024-2025 revised year end estimate. This
is largely attributable to the continuing retail and commercial development growth in
Prosper. The one percent sales and use tax reported to the General Fund comprises
19.2% of total revenue in the Adopted Budget. See the table below labeled Commercial
Taxable Property and Growth which reflects major retail developments coming online
during the next budget cycle. The Adopted Budget reflects a sales tax estimate of 7%
growth from the current year end projection.
COMMERCIAL TAXABLE PROPERTY AND GROWTH
EXPECTED FY 2025-2026
Name Square Feet
Gates Phase 3 (commercial) 136,075
Prosper Business Park Phase 4 & 5 (office) 99,987
One United Volleyball 73,645
Eagle Crossing Phase 2 (retail/warehouse/office) 72,700
Marriott Hotel 55,200
Prosper Tollway office park 28,500
Broadway Retail 29,120
Other >25,000 each 190,560
Introduction Page 4
EMPLOYEE PAY AND BENEFITS
Sworn Fire and Police personnel are on a step plan and civilian pay is based on a
performance merit system. The Town employees can receive up to a 3% merit increase
based on their annual performance. Employees will continue to see their steps or annual
merit adjustments based on performance. The FY 2025-2026 Adopted Budget includes
salary changes according to a comprehensive market study. This market study adjusts
sworn personnel by a market rate averaging over 4.5%. For non-sworn personnel
adjustments include a market rate averaging 2.5%. The total impact included in the budget
is $706,000.
The Town has historically provided a competitive and innovative benefits package to
employees, offering a selection which best suits employees’ individual and family needs.
Providing these options has benefitted not only recruitment efforts, but also retention of
employees. The Town’s estimated contribution for employee healthcare benefits is
$5,732,137, for fiscal year 2025-2026. With insurance premiums rising, the town has
increased their contributions by 24%, with the employee picking up a 5 or 10% increase
depending on their plan. The Town currently offers high deductible and PPO medical
plans.
PROGRAM AND STAFFING LEVELS
The Town of Prosper currently has 410.75 authorized full-time equivalent (FTE) staff
members allocated among the various operating departments, excluding EDC. The
Proposed budget includes an increase of 23 full-time equivalent positions. Details of all
requested positions can be found in the Authorized Positions page of this document. The
Adopted Budget includes the following staffing additions by department and changes to
occur shortly after the beginning of October 2025 for non-General Fund Positions and
February 2026 for General Fund Positions:
Fund Department FTE
General Finance 1.0
General Police 6.0
General Fire 9.0
General Traffic 1.0
General Parks and Recreation 2.0
General Library 1.0
Water/Sewer Public Works 2.0
Stormwater
Drainage Public Works 1.0
Total FTE 23.0
Introduction Page 5
UTILITY RATES
Water and Wastewater. During this time of rapid growth for both the Town and its
regional suppliers, the Town has committed to annual rate studies conducted by an
outside rate consultant with a great deal of familiarity with the region and is also obtaining
frequent updates of its water and wastewater masterplan. Charges from its regional
suppliers represent approximately 50% of the operating costs of the utility fund and are
expected to rise significantly in future years due to expansion of both potable water and
wastewater treatment capacity. The financial goal for the utility is to operate on a
breakeven basis over time while complying with all adopted financial standards,
maintaining its water and wastewater infrastructure in good condition and meeting or
exceeding required debt coverage ratios. In fiscal year 2024-2025 a blended 10.4%
increase was approved. Now however, the most recent rate study recommends, and
Town staff has included a blended 8.8% increase comprised of water (6.26%) and
wastewater (15.08%) rate increase for the current year. Given projections of our regional
suppliers and planned debt issuance to fund the Town’s share of the Doe Branch
wastewater plant expansion future annual increases are expected the actual size of the
increases will be evaluated annually.
Solid Waste. With the transition to a new provider complete, the Solid Waste Fund is
now self-sufficient and building towards its Fund Balance target of $250,000. The new
contract for all commercial and residential solid waste services is for an initial seven-year
period ending January 31, 2031. Rates are adjusted each February 1st based on CPI, fuel,
and disposal rate adjustments. The goals for the new contract were:
• Greater contract monitoring and contract remedies to improve quality of service.
• Owning the residential collection carts improving flexibility in changing providers
and promoting the Town’s “brand”.
• Creating a self-supporting solid waste operation with all costs offset by user fees.
These goals are consistent with the Strategic Vision of “Excellence in Municipal Services”
with early feedback from citizens being overwhelmingly positive.
Stormwater Drainage. Storm Drainage rates will increase by $1 across all rate
categories, resulting in an estimated revenue increase of $558,305. This is the first rate
adjustment since FY 2017–2018. Under the proposed rates, residential Tier 1 customers
will pay $4.00 per month, and Tier 2 customers will pay $6.15. Commercial customers will
be charged $2.00 per 1,000 square feet of impervious surface.
Introduction Page 6
GENERAL FUND
The FY 2025-2026 Adopted Budget, as presented, is based on using a tax rate of 22.4854
cents per $100 of assessed value. Each additional penny of the tax rate generates
approximately $1,080,649 in property tax revenue.
The target reserve level (Fund Balance) is set at 21% (approximately 75 days) of total
appropriations. Target Fund Balance is based on a Town Charter requirement of 20%
and a Town Council policy of an additional 1%. Budget estimates project fund balance to
be at 21% at the end of FY 2025-2026.
At the end of FY 2025-2026, the projected total Fund Balance reflects an increase of
$31,542 to $11,823,851. The Town continues to focus on utilizing recurring revenues to
fund enhancements with a one-time cost, rather than funding items with a recurring cost.
This practice allows the Town to gain these dollars back in future years to be utilized in a
similar manner.
GENERAL FUND REVENUES
For FY 2025-2026, General Fund revenues are expected to total $68,240,564 which is an
increase of 32.8% over the previous year’s amended budget. This additional revenue is
from increased property and sales tax, and franchise fees. The growth of this fund is
largely the result of continuing residential and commercial development and population
growth in Prosper. It is the Town’s preference to take a conservative approach in
budgeting these major revenue sources.
Sales Tax revenues continue to increase. Historically, the Town has conservatively
forecasted the sales tax revenues. The Adopted Budget reflects 7.2% growth from FY
2024-2025 year-end projected sales tax receipts. The General Fund is projecting sales
tax revenue of $13,199,055 for FY 2025-2026. This proposal also contains a plan to
transfer the sales tax revenue received in the Special Purpose Districts transferred to the
General Fund to pay for police and fire salaries that would normally be paid within the
Special Purpose Districts.
License, Fees and Permits Revenues are projected at $7,864,747 for FY 2025-2026, an
increase from the previous year. The Budget still reflects steady new residential and non-
residential construction, albeit at a slower pace. It is assumed the Town will issue
approximately 800 new residential permits in the coming year. Additionally, fee
adjustments have been proposed to be consistent with other communities in the area.
This includes increases to Engineering Fees, Building Fees, Planning Fees, and Health
Fees.
Introduction Page 7
Licenses and Franchise Fees are projected to rise with population. Municipal Court Fines
are projected to increase in FY 2025-2026. General Fund Revenues by Source:
GENERAL FUND APPROPRIATIONS
Total General Fund Appropriations for the FY 2025-2026 Adopted Budget are
$68,209,022. Personnel costs make up approximately 70% of the General Fund budget.
The Adopted budget includes 20 additional staff members for the General Fund.
The major Program Enhancement and Capital Expenditures included in the Proposed
appropriations and planned for FY 2025-2026 by department are as follows:
Administration:
Enhancements Amount
Comprehensive Compensation and Benefits Study and Funding $706,000
ERP System Maintenance $309,408
Digital Plan Review Platform Migration $95,799
Risk Management Consultant $25,000
Police:
Enhancements Amount
Flock Safety Program Expansion (Grant) $1,954,539
Parks and Recreation:
Enhancements Amount
Raymond Park Water Charges $370,000
A complete summary listing of the Proposed enhancements with a detailed explanation
can be found in the Appendix section of this document.
Revenue Category FY 2025-2026 % of Total
Property Tax $26,277,088 38.5%
Sales Tax 13,199,055 19.3%
Franchise Fees 4,685,174 6.9%
License, Fees & Permits 7,834,247 11.5%
Transfer In from SPD 6,885,055 10.1%
Transfer In from CIP 1,479,216 2.2%
Other 7,880,729 11.5%
Revenue Total $68,240,564 100.0%
Introduction Page 8
DEBT SERVICE (Interest & Sinking [I&S]) FUND
With the planned August 2025 issuance, the Town of Prosper will hold just under $268.4
million in outstanding tax supported debt. $19.45 million of new money will be issued for
road, public safety and parks projects, and $23.3 million in new money is planned to be
issued for water infrastructure projects and is paid from water, sewer revenues. In the
past; to obtain a more favorable interest rate, the debt also had a tax pledge. Last year
the Town issued Revenue Bonds whose sole repayment source is water and wastewater
revenues. These bonds have a rating of AA- (stable) from Standard & Poor and AA
(stable) from Fitch Ratings. The Town’s $203.95 million of tax supported debt, issued
for roads, public safety and parks has a debt rating of Aa1 from Moody and AA+ from
S&P. For the FY 2025-2026 General Obligation debt issuance, S&P rated us at AA+
(stable) and the Town received a AAA (stable) rating from Fitch Ratings marking a
culmination of hard work to improve the Town’s credit rating for future debt issuances.
Appropriations for FY 2025-2026 in the Debt Service Fund will total $21,165,328. This
represents a 12.32% increase from the prior year’s budget. This increase is a result of a
planned issuance of $19.45 million from the $210 million approved bond package which
will be 2025 General Obligation Bonds in FY 2025-2026.
WATER AND SEWER FUND
The Water and Sewer Fund’s principal source of revenues are charges to customers for
water use, wastewater treatment, and fees related to providing consumers with new water
and wastewater services. Total fund revenues for FY 2025-2026 are estimated to
increase to $47,336,191 (an increase of 19.41%) over the previous year’s amended
budget. The increase is due to an increase in the number of accounts along with customer
rate increases to keep pace with the passthrough charges from the regional water
providers and funding the Town’s share of wastewater treatment expansion. The adopted
business plan for the Water and Sewer Utility Fund identifies the need for revenue growth
to cover existing and future operations and maintenance costs as well as debt service
and contracted water and sewer costs with the Upper Trinity Regional Water District and
North Texas Municipal Water District.
Introduction Page 9
Water & Sewer Fund Revenues by Source:
Revenue Category FY 2026 Adopted % of Total
Water Charges $27,821,398 58.8%
Wastewater Charges 18,074,593 38.2%
License, Fees & Permits 193,000 0.4%
Penalties 205,500 0.4%
Investment Income 350,000 0.7%
Miscellaneous 691,700 1.5%
Revenue Total $47,336,191 100.0%
The Town of Prosper along with other surrounding municipalities’ purchases treated
surface water from the North Texas Municipal Water District (NTMWD). The Adopted
budget reflects increased water consumption due to growth in customers and demand.
Rates from NTMWD will increase by 14.9% from $3.96 to $4.24 per 1,000 gallons of water
purchased.
The Adopted budget includes an increase of 2 additional staff members for the Water and
Sewer Fund. The major Program Enhancement and Capital item expenses budgeted in
the Water/Sewer Utility Fund by department include:
Water:
Enhancements Amount
Water Meter Replacements $449,981
Increased Smoke Testing $90,000
Automatic Transfer Switch $65,000
Currently, the Water and Sewer Fund holds just over $71.82 million in outstanding debt.
The Town recognizes that in this time of fast growth significant additional debt is required
and has developed a strong set of financial policies that it believes will serve the Town
well into the future. With the growth and maturing of the Water and Sewer Fund, Revenue
Bond ratings were sought and obtained as a conformation of the long-term strategy.
In addition to the financial policy requirement to maintain debt service coverage ratios of
1.25 times average annual debt service, the Town’s debt covenants for Revenue debt
also specify a coverage ratio of 1.10 times maximum annual debt service and 1.2 times
next annual debt service and a debt service reserve.
DRAINAGE UTILITY FUND
Currently, the Drainage Utility Fund holds $2.24 million in outstanding debt. The Town
will implement the first fee increase since FY 2017-2018. Under the proposed rates,
residential Tier 1 customers will pay $4.00 per month, and Tier 2 customers will pay $6.15.
Commercial customers will be charged $2.00 per 1,000 square feet of impervious surface.
Introduction Page 10
CAPITAL PROJECT FUNDS
The Town continues to strengthen management of its capital program. Multi-year capital
budgets are adopted in the Capital Project Funds. The Capital Improvement Sub-
Committee of the Town Council prioritizes projects for the current year and future years,
The Capital Project Funds account for financial resources to be used for the acquisition
or construction of major capital facilities. The budget for these projects is independent of
the operating budget and are typically funded with bonds, grants, fund balance, special
restricted revenue, or other sources of capital from developers or other private
investment. Appropriations are adopted on a “Project” basis and continue until the project
is completed which typically spans fiscal years. The table below summarizes the capital
projects added for FY 2025-2026.
Street Projects
First St. Whitley Place Open Space 250,000
Gee Road (US 380 - FM 1385) - 2 NB Lanes 1,100,000
Coleman (Gorgeous - Prosper Trail) - 4 Lanes 15,500,000
Coleman (Prosper Trail – Talon) - 2 SB Lanes 5,000,000
Craig Street (Preston - Fifth) 4,400,000
Godwin Parkway (DNT – BNSF RR) 2,000,000
Traffic Signal - First & Artesia 140,000
Traffic Signal - Teel & Prairie 140,000
Traffic Improvement Projects 1,500,000
Traffic Signal - Legacy & Prairie 140,000
Traffic Signal – Legacy & Prosper Trail 85,000
Traffic Signal – Legacy & Starwood 85,000
Unprogrammed Streets Projects 320,098
Parks Projects
Raymond Community Park Dam Repair 350,000
Downtown Park 200,000
Rec Center Strategic Implementation 100,000
Playgr. Shade Struct. - Lakewood, Hackberry 200,000
Security Cameras – RCP, Lakewood 250,000
Pecan Gr. & Whitley Pl. HOA Irrigation
Separation 125,000
Mirabella Park (Tellus) 500,000
Creekside Park (Shaddock) 445,000
Prairie Park Restroom Enclosure 250,000
Downtown Monumentation 255,000
Raymond Community Park 128,000
Dream Park 3,000,000
Prairie, Richland, Mahard Medians 900,000
Unprogrammed Parks Projects 350,000
Introduction Page 11
Facility Projects
Parks and Public Works, Phase 1 5,397,062
Facility Improvement Projects 300,000
Unprogrammed Future Public Safety 300,000
Water & Wastewater Projects
First Street (DNT – Coleman) - 12” Water Line 2,500,000
6MG Ground Storage Tank - Construction 5,695,000
Craig St 2MG EST Rehabilitation - Design 2,540,000
US 380 30” Water/8” WW Line Relocation 1,800,000
Unprogrammed Water/Sewer Projects 131,069
Drainage Projects
Old Town Regional Detention Pond #2 200,000
Unprogrammed Drainage Projects 56,690
REGIONAL PARTNERSHIPS
Continued partnerships with other entities have produced multiple saving opportunities
for shared services or improving our customer service to residents and visitors alike.
•The Town has an Interlocal Agreement with PISD to access their fueling facility for
emergency purposes and to use specified PISD facilities for recreation and other
programs.
•The Town renews its agreements along with several area cities to contract with
Collin County for Animal Control and Sheltering Service.
•The Town has Interlocal agreements with Frisco for the Police and Fire
Departments to access their radio system.
•The Town has Interlocal Agreements for landscape services with the City of
McKinney and City of Frisco.
GENERAL DISCUSSION ITEMS/COUNCIL POLICY GUIDANCE
The five elements of the council strategic vision all complement each other, and all
contribute to the ultimate quality of life and a thriving community at build-out. This does
not mean, however, that the elements do not compete against each other for funding,
with the greatest competition existing between Acceleration of Infrastructure and
Excellent Municipal Services. Three years ago, (FY 2022-2023), the Council created a
Capital Dedicated portion of property tax that is budgeted for 9.72 cents of rate and $10.5
million of funding. This capital dedicated levy would otherwise be used to provide General
Fund services and is creating pressure to keep the General Fund budget lean.
On the expenditure side multiple discretionary budget requests have been reduced or
eliminated. In addition, non-recurring requests that exceeded a $250,000 threshold and
were clearly capital in nature were removed and will be considered for Capital Dedicated
or other capital project funding.
Introduction Page 12
CONCLUSION
While budgets are always a challenge, we have worked diligently to propose a budget
that accomplishes Council goals to expand services and competitively compensate staff
while holding the line on the tax rate. We have also presented a future five-year financial
plan to help manage the decisions made for the next fiscal year and the impact it has on
future fiscal responsibilities. The Town’s Adopted Budget addresses the current and
future growth and infrastructure expansion demands while recognizing the current service
needs of its residents.
I would also like to compliment and thank the entire Town staff for their dedication,
diligence, and fiscal accountability in providing their respective services to the Town
Council and the residents of Prosper.
Sincerely,
Mario Canizares
Town Manager
Introduction Page 13
Entity Profile
The Town is a political subdivision and a home rule municipality under the law of the state. A
Home Rule Charter was approved by the voters of the Town at an election held November 7,
2006, and revised on May 14, 2011, and May 6, 2017. The Town operates as a Council-Manager
form of government with the Town Council comprised of the Mayor and six Council Members.
The term of office is three years. The Town Manager is chief executive officer of the Town.
Services the Town provides include public safety (police, fire protection, and dispatch), and
municipal court, public streets, water/wastewater, solid waste and storm drainage utilities, parks
and recreation, library, public improvements, engineering, planning and zoning, building
inspections and code compliance, economic development and general administrative services.
Some services, such as legal and solid waste/recycling, are outsourced in full or in part to the
private sector.
The Town is located in North Central Texas and covers approximately twenty-seven square miles
of the Dallas/Fort Worth Metroplex (“DFW”). Prosper includes areas in Collin and Denton
Counties, with most of the Town’s population residing in Collin County. The Town is located at
the crossroads of Preston Road and US Highway 380 and is just five minutes north of the bustling
Dallas North Tollway cities of Frisco and Plano.
Prosper is home to nationally recognized educational opportunities. The Fire and Police
Departments have received excellent marks for exemplary service and response times. The
community has over 634 acres of open space and parks and is providing connectivity to all of
them. Most neighborhoods boast larger lots and have active Homeowners Associations which
protect quality and aesthetics. The Dallas-Fort Worth airport is within 45 minutes of the
community with easy access to interstate and tollway systems. Prosper was chosen as the North
Campuses for Children’s Hospital and Cook Children’s Hospital. In 2019, Prosper was
recognized in two publications as one of the top 25 “greatest small towns to live in the U.S.” With
a median income of $214,000, the community is one of affluence, with access to numerous
amenities, excellent health care, and opportunities for business growth.
The 2010 Census population for the Town was 9,423, the 2020 Census population was 30,174,
and the 2025 population is estimated at 46,087.
9,462 12,190 14,710
17,790
22,650
28,390 31,100
35,430
38,540
46,087
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2010 2012 2014 2016 2018 2020 2021 2022 2023 2024
Town of Prosper Population Estimates
Introduction Page 14
2024 Estimated Population: 46,087**
2025 Assessed Valuation: $10,806,491,907
Median Age: 36.22*
Median Household Income: $214,000**
Number of Households (includes renter-occupied apartments): 13,702*
Square Miles: 27
Unemployment Rate: 4.9%*
Prosper ISD Public Education 3,334
HEB Grocery Store 570
Cook Children's Campus Medical 510
Kroger Grocery Store 500
Town of Prosper Municipality 411
Walmart Grocery/Retail Store 270
Chick-Fil-A Restaurant 240
Home Depot Home Improvement Store 185
Target Retail 160
Lowe's Home Improvement Store 150
Texas Health Resources Medical 120
Dick's/Field & Stream Sporting Goods Retail 95
Percentage of Total
380 & 289 LP
GOP #2 LLC
Orion Prosper Lakes LLC
DD Bluestem LLC
GOP Multifamily LLC
Orion Prosper LLC
289 (Preston) & 380 LP &
Prosper Residences LLC
Crossland Texas Industrial LLC
Ryse Up Sports Nutrition LLC
* Data retrieved from Placer.AI
** Data retrieved from Prosper Economic Development Corporation
*** Data retrieved from Denton County CAD and Collin County CAD
$35,378,312 0.33%
$31,921,150 0.30%
$61,499,384 0.57%
$49,879,759 0.46%
$38,432,617
$53,637,255 0.50%
0.36%
Taxable Assessed Value Taxable Assessed Value
$97,243,028 0.90%
$68,400,000 0.63%
$86,459,564 0.80%
$68,610,636 0.63%
Demographics and Economic Statistics
Major Employers:
Major Taxpayers:
Introduction Page 15
Introduction Page 16
The Budget Process
PURPOSE OF AN ANNUAL BUDGET
The Town of Prosper Budget serves multiple purposes. It is:
The legally adopted and binding financial and spending plan of the Town.
A communication tool to residents, businesses, and employees regarding the Town's priorities and initiatives.
A demonstration of financial stewardship including compliance with all applicable laws and regulations.
BUDGET OVERVIEW
The Town's fiscal year is from October 1st to September 30th. The Budget is regulated by both Town Charter, Town
financial policies and by State statute. Each fund within the Town has its own budget. Budgetary control is defined by the
Town charter and is at the department level meaning that each department’s appropriations cannot be exceeded or
increase without formal action of the Town Council. Budget changes if made are by ordinance and shall become an
attachment to the original budget. Final adoption of the budget by the Town Council shall constitute the official
appropriations as proposed for expenditures in the current year and shall constitute the basis of official levy of the
property tax as the amount of tax to be assessed and collected for the corresponding tax year.
PREPARATION OF THE ANNUAL BUDGET DOCUMENT
Budget preparation begins with the strategic vision and priorities of the Town Council. In the spring, staff will present to
the Council a multi-year budget forecast to provide a preview of the upcoming budget year and to identify any items or
programs that the Council would like additional information.
Internally, Department heads are provided worksheets and forms for submission. April, the Budget Preparation Manual
is distributed to departments for review. Submissions include funding requests for personnel, improvements to public
services, capital outlays and enhancement projects. Once received from departments, the Finance Department carefully
reviews and evaluates each department's budget submissions for completion and line-item consistency. The overall
picture of estimated revenues and proposed expenditures is studied. Focusing on the Town Council's vision for Prosper
and providing the most efficient and effective services to the Prosper citizens. These budget requests are reviewed by
the Town Manager and his or her Executive Team.
The last week in July, certified property tax rolls are received from the two county appraisal districts serving the Town
providing management a clearer picture of the revenue available to fund programs. Final adjustments are made, and the
Preliminary Budget is presented to the Town Council the first Council meeting in August. The Preliminary Budget is a
staff document that following changes and approval by Town Council becomes the Proposed Budget, which starts the
required due process procedures including legal notice and posting and the scheduling of a public hearing. This
eventually culminates into Town Council public hearing in September. At this time, the Town Council may further
revise the proposed budget as it deems necessary. The final adoption of the Annual Budget takes place in
September when the budget is legally enacted through the passage of an ordinance.
As required by charter, the Town Manager also submits a five-year capital plan as an attachment to the annual budget.
This plan is prepared in conjunction with the Capital Project Fund budget. Each year new capital projects are added to
the fund and the appropriations for these projects carry over from year to year until the project is completed.
BUDGET ADMINISTRATION
The Fiscal Year begins, and the approved budgets are then under the management of the responsible Department Head
and ultimately the Town Manager.
The Town Manager submits monthly financial reports as required by Town Charter and actively manages any shortfalls
in revenues or overages in expenditures. Unless known to be immediately necessary or significant in value, budget
amendments will be done towards the close of the fiscal year, taking into account other possible savings within the fund.
Encumbered amounts are charged to the budget year in which the appropriation was created provided that the invoice
for the good or service is received within two months of year end. On November 30th all purchase orders related to
operations lapse. Purchase orders related to multi-year capital projects are recorded in the capital projects fund and do
not lapse.
Introduction Page 17
1
Summary of Financial Policies
The Town’s Administrative Regulations includes 22 chapters with six chapters having the greatest
impact on day-to-day financial management and resulting financial position of the Town. These are:
Chapter 12-Vehicle Equipment and Replacement Fund, Chapter 13-Fund Balance, Chapter 15-Debt
Management Policy, Chapter 16-Debt Post Issuance Policy, Chapter 17-Financial Management
Policy, and Chapter 21-Capital Project Management Policy
Brief summaries of each policy are included below with the complete policy included as an appendix
to this book. To facilitate a logical topic flow, policies will not necessarily be discussed in chapter
number order.
Chapter 17-Financial Management Policy
The rapid growth of the Town has required rapid expansion of personnel, infrastructure, facilities and
finances. To address these issues the following policies are designed to promote strong financial
management.
Annual Audit and External Financial Reporting. Requires annual issuance of a Annual
Comprehensive Financial Report (ACFR) and audit. Establishes criteria to ensure that the external
auditor hired will be sufficiently experienced in state and local government audits to provide a quality
audit. Requires all auditor findings regarding internal controls to be addressed.
Operating Budgets. Sets the timing for the budget process and level of budgetary control. Requires
a structurally balanced budget in which recurring expenditures may not exceed recurring revenues.
Non-recurring expenditures may be funded from recurring revenues, non-recurring revenues and
fund balance in excess of policy reserves. Budgets that draw reserves below policy requirements
are deficit budgets and a plan must be established to replenish policy reserves.
System of Internal Controls. Town Management and the Finance Director are responsible for Town-
wide written guidelines for accounting, reporting and compliance. All Department Directors are
responsible for ensuring these policies are followed in their respective departments.
Tax Rate Management. Establishes a capital dedicated portion of the M & O levy that can be used
fund pay as you go projects and reduce debt issuance in the short-term and then as capital facilities
are built but revenue growth has slowed, can be rediverted to fund operations required for the new
facilities.
Revenue Management. Does not permit dedication of general revenues for specific purposes. User
based fees should be cost based and may be classified as “full” “partial” or “minimal” cost recovery.
Impact fees for water, wastewater and roadways will be reassessed every five years. Utility rates will
be self-supporting.
Expenditure Control. All expenditures must be appropriated by budget. Operating appropriations
that are not expended or encumbered at year end lapse.
Financial Condition and Reserves. Reinforces the requirement for no operating deficits. Establishes
General Fund Reserve at the 20% charter reserve as restricted fund balance and unassigned fund
balance of 1% for a total of 21% (2 ½ months of expenditures). Establishes $25,000 cash reserve
for both Fire and Crime Control Special Purpose Districts. Requires enterprise funds to be self-
sufficient.
Introduction Page 18
2
Capital Improvement Program. Requires annual updates of the five-year capital improvement
program including projected operating costs of new facilities and improvements.
Chapter 13- Fund Balance Policy
Establishes the basis and need for maintaining minimum fund balance reserves, defines categories
of fund balance for financial reporting and references GFOA Best Practices for determining adequate
fund balance. Fund Balance is set at a total of 21% (21/2 months expenditures) for the General Fund,
3-5% for Debt Service Fund, 25% (3 months expenses) for the Water and Sewer Fund, $250,000 for
the Solid Waste Fund and 17% (2 months expenses) for the Stormwater Utility Fund.
Chapter 21- Capital Projects Management Policy
The rapid growth of the Town has created oversized capital budgets relative to operating budgets
including long-term agreements with developers for construction of infrastructure that may not be
completed for many years following the agreement. From a materiality standpoint infrastructure is
often the largest single item in a government’s financial statement and must be properly accounted
for. The policy requires departments to furnish to finance all developer related agreements and
contracts. Upon receipt, finance will analyze the contract for proper accounting treatment including
the specific “triggers” that must occur before the transaction is recognized. Annual closing
procedures include review of all open agreements and their status.
Chapter 12-Vehicle Equipment and Replacement Fund (VERF)
Creates an internal service fund of the Town for the purpose of smoothing the budget impact of large
vehicle and equipment purchases. This approach has the advantage of avoiding debt financing
allowing the Town to avoid deferring maintenance during times of economic downturn and tight
budgets.
Key provisions include:
1)All equipment and vehicle are owned by the VERF.
2)Using departments are charged a monthly fee that is accumulated towards replacement.
3)All items replaced are surrendered by the department with disposal proceeds retained by
VERF.
4)New items due to new programs or positions must be included as part of the annual budget
process and then are donated to VERF.
5)VERF cash balances should approximately equal (defined as +/- 10%) accumulated
depreciation in the fund.
Chapter 15- Debt Management
Describes the type of debt issuance available to the Town and the circumstances in which each type
of debt may be used. Preference is given to alternate financing means such as PAYGO programs
or capital grants. When debt issuance is necessary, preference is given to voter-approved
governmental debt vs. non-voter approved debt. For capital assets for enterprise activities, the intent
is to pay all debt service from the revenues of the enterprise operation.
Debt issuance should be limited to the acquisition or construction of long-lived capital assets and
never be issued to fund current operations. The maximum final maturity for governmental fund and
enterprise fund debt is 20 and 30 years respectively.
Introduction Page 19
3
For general obligation governmental debt, the debt service tax levy should never exceed 40% of the
total tax levy. Total tax supported debt should also not exceed 4% of taxable assessed valuation.
It is the Town’s intent that enterprise fund debt service be paid from the revenues generated from
the enterprise activities. If Revenue Bonds are issued, the Town will maintain a coverage ratio of at
least 1.25% of net operating revenue available for debt service to maximum annual debt service.
Chapter 16-Debt Post Issuance Policy
Details the process following debt issuance including tax certificates, Attorney General filing, SEC
Continuing Disclosure (15C2-12), recordkeeping, use of proceeds and Arbitrage Rebate and Yield
calculations.
Compliance
Staff has made every effort to comply with these policies in their entirety and it is our belief that the
budget meets or exceeds all legal and policy requirements except for the Solid Waste Fund. The
reserve requirement of $250,000 will comply by the fiscal year 2026-2027. This fund was created in
the fiscal year 2022-2023 and requires a few years to accumulate the reserve required by policy.
Introduction Page 20
Town of Prosper Annual Budget Calendar
Budget Calendar Actions
Planning
January - March
Department’s Budget
April - May
May 2 - Town staff completes revenue and expenditure projections through the end of the current fiscal
year; prepares discretionary and non-discretionary budget requests and related forms.
May 9 - Begin compilation and discussions with Department Heads.
Town Manager’s Budget
June - July
June 24 - Strategic Planning/Budget Work Session with Town Council and Department Heads.
July 25 - Chief Appraiser certifies appraisal rolls for taxing units.
July 25 - Certification of anticipated collection rate by collector
Town Council’s Budget
August - September
August 8 - Calculation of no-new-revenue and voter-approval tax rates. 72-hour notice for meeting (Open
Meetings Notice).
August 12 - Town Council meeting to discuss tax rate; if proposed tax rate will exceed the no-new-revenue
tax rate or the voter-approval tax rate (whichever is lower), take record vote and schedule Public Hearings.
Town Manager presents proposed budget for FY 2024-2025. Proposed budget must be posted on website
from this date until adopted.
August 21 - Finance Committee reviews Proposed Budget.
August 22 - 72-hour notice for Budget Town Hall (Open Meetings Notice).
August 28 - Budget Town Hall
September 3 - “Notice of FY 2024-2025 Budget Public Hearing” notice in newspaper and on Town website
published at least seven days before the Public Hearing.
September 10 - 72-Hour notice for Public Hearing at which governing body will adopt tax rate (Open
Meetings Notice).
September 16 - Town Council meeting to consider passing ordinances adopting the FY 2024-2025 budget
and tax rate. Public Hearing for Tax Rate. Budget must be adopted before the tax rate, and both must be
record votes. Taxing unit must adopt tax rate before September 30 or 60 days after receiving certified ap-
praisal roll, whichever is later.
September 17 - Final approved budget to be filed with Town Secretary. Submit ordinances to Collin and
Denton County Tax Offices. Tax Assessor/Collector and Appraisal District notified of current year tax rates.
October 1 - New fiscal year begins and taxes are billed by the Assessor/Collector.
Introduction Page 21
Basis of Accounting/Budgeting
The budgetary and accounting policies contained in the budget document conform to generally accepted
accounting principles (GAAP) as established by the Governmental Accounting Standards Board (GASB).
The accounts of the Town are organized on the basis of funds and account groups, each of which is
considered a separate budgetary and accounting entity. Within the budget, the Town's various funds are
grouped into the following categories of fund types:
Governmental Fund Types ‐ Include the General Fund, Debt Service Fund, Capital Project
Funds, and Special Revenue Funds. The budget is organized and operated on a modified accrual
basis of accounting. A financial measurement focus is utilized here as well. Under the modified
accrual basis of accounting, revenues are recorded when susceptible to accrual (i.e., both
measurable and available). Available revenues collected within the current period or soon
thereafter are used to pay liabilities of the current period. Expenditures represent a decrease in
net financial resources, and other than interest on general long‐term debt, are recorded when
the fund liability is incurred, if measurable. Interest on general long‐term debt is recorded when
due.
Proprietary Fund Types – Include the Enterprise Funds and Internal Service Funds. These are
accounted and budgeted for on a cost of services or “capital maintenance” measurement focus,
using the accrual basis of accounting. Under the accrual basis of accounting, revenues are
recognized when earned and expenses are recognized when incurred. For purposes of this budget
presentation, depreciation is not displayed and capital expenditures and bond principal payments
are shown as utilized by each fund.
Governmental Fund Types
Government Fund types are those through which most governmental functions of the Town are financed.
The acquisition, use, and balances of the Town’s expendable financial resources and the related liabilities
(except those accounted for in the Proprietary and Fiduciary Fund types) are accounted for through the
Governmental Fund Types.
General Fund – The General Fund is the general operating fund of the Town. It is used to account
for all revenues and expenditures except for those required to be accounted for in other funds.
Major functions financed by the General Fund include: Administration, Public Safety, Community
Services, Financial Services, HR, IT, Library, Building and Planning, and Parks and Recreation.
Special Revenue Funds – Special Revenue Funds are used to account for the proceeds of
specific revenue sources other than expendable trusts or major capital projects. The Special
Revenue Funds include, but are not limited to, TIRZ #1; TIRZ #2; Crime Control and Prevention
Special Purpose District; Fire Control, Prevention and Emergency Medical Services Special Purpose
District; Park Dedication/Improvement Fund; Impact Fee Funds; and Special Revenue Fund.
Debt Service Fund – The Debt Service Fund is used to account for the accumulation of resources
for, and the payment of, general long‐term debt principal, interest, and related costs.
Introduction Page 22
Capital Projects Funds – The Capital Projects Funds are used to account for financial resources
to be used for the acquisition or construction of major capital items or facilities.
Proprietary Fund Types
Enterprise Funds are used to account for operations that are either financed or operated in a manner
similar to private business enterprises, or where the governing body has decided that periodic
determination of revenues earned, expenses incurred, and/or net income is appropriate for capital
maintenance, public policy, management, control, accountability, or other purposes.
Utility Fund – This fund accounts for water and wastewater services for the residents of the
Town. All activities necessary to provide such services are accounted for in the fund, including
administration, operation, maintenance, financing and related debt service, and billing and
collection.
Solid Waste Fund – This fund accounts for solid waste collection services for the residents of
the Town. All activities necessary to provide such services are accounted for in the fund, including
administration, operation, maintenance, and billing and collection.
Stormwater Utility Fund – This fund accounts for the costs associated with the implementation and
ongoing administration of stormwater and drainage management needs of the Town. All
activities necessary to provide such services are accounted for in the fund,
including administration, operation maintenance, financing and related debt service, and
billing and collection.
Internal Service Funds – The Internal Service Funds include the Health Insurance Trust Fund
that accounts for the Town’s self‐insurance activities, and the Town’s Vehicle and Equipment
Replacement Fund which accounts for vehicle and equipment replacements.
Introduction Page 23
Fund Overview
Non ‐ Major Funds
Major Funds
Town of
Prosper Funds
Governmental
Funds
General Fund Impact Fee
Funds
Debt Service
Fund
Capital Projects
Fund
Special
Revenue Funds
Court
Technology
Fund
Court Security
Fund
Escrow Fund
Park Dedication
Fund
Park
Improvement
Fund
Contributions
Fund
TIRZ #1 Fund
TIRZ #2 Fund
Crime Control and
Prevention Special
Purpose District Fund
Fire Control, Prevention,
and Emergency Medical
Services Special Purpose
District Fund
Proprietary
Funds
Enterprise
Funds
Water/Sewer
Fund
Storm Drainage
Fund
Internal Service
Funds
Vehicle and
Equipment
Replacement Fund
Health Insurance
Trust Fund Solid Waste
Fund
Introduction Page 24
ACTUAL
2023-2024
ADOPTED
AMENDED
2024-2025
ADOPTED
2025-2026
ESTIMATED RESOURCES
REVENUES:
Taxes 57,467,324 64,425,928 71,849,899
Inter-governmental 239,848 14,848 1,799,663
License, Fees & Permits 12,287,884 13,491,653 15,376,821
Charges for Services 44,963,598 50,601,695 62,833,765
Fines & Warrants 651,123 545,050 783,144
Investment Income 4,885,284 2,837,833 2,253,350
Miscellaneous Revenue 2,678,720 3,129,075 1,784,629
Impact Fees 13,674,019 12,006,476 11,750,000
Subtotal-Revenues 136,847,800$ 147,052,558$ 168,431,271$
OTHER RESOURCES:
Transfers In 4,640,467 1,478,696 11,099,929
141,488,266$ 148,531,254$ 179,531,200
ESTIMATED USES
Direct Expenditures by Function:
General Government/Central Services 17,818,895 23,724,127 26,113,344
Public Safety 27,346,963 28,149,965 37,295,335
Community Services 7,482,892 10,454,471 9,346,688
Streets & Highways 3,504,624 4,775,945 4,292,139
Development Services 3,286,655 4,182,379 4,083,700
Utility Services 31,731,809 32,054,272 39,710,404
Engineering 2,657,992 2,541,854 2,708,971
Debt Service 21,468,543 23,759,352 28,135,730
Economic Infrastructure Development 4,270,105 6,198,660 5,965,387
Impact Fee Infrastructure Development 10,508,090 7,981,536 2,150,000
Subtotal-Expenditures 130,076,566$ 143,822,561$ 159,801,698$
Transfers Out 8,563,865 12,005,734 15,854,036
138,640,431$ 155,828,295$ 175,655,734$
EXCESS (DEFICIENCY)2,847,836$ (7,297,041)$ 3,875,466$
BEGINNING FUND BALANCE 69,026,803$ 65,201,826$ 56,475,293$
EXCESS (DEFICIENCY)2,847,836$ (7,297,041)$ 3,875,466$
ENDING FUND BALANCE 71,874,638$ 57,904,784$ 60,350,759$
TOTAL ESTIMATED RESOURCES:
TOTAL ESTIMATED USES:
CONSOLIDATED FUND SUMMARY
BY YEAR
Introduction Page 25
GENERAL FUND
DEBT SERVICE
FUND
IMPACT FEE
FUNDS UTILITY FUNDS
ESTIMATED RESOURCES
REVENUES:
Taxes 39,476,143 20,799,204 - -
Inter-governmental 1,796,663 - - -
License, Fees & Permits 12,533,821 - - 193,000
Charges for Services 2,278,693 - - 51,756,363
Fines & Warrants 581,144 - - 202,000
Investment Income 750,000 145,000 600,000 361,500
Miscellaneous Revenue 434,171 - 300,000 524,565
Impact Fees - - 10,950,000 -
Subtotal-Revenues 57,850,635$ 20,944,204$ 11,850,000$ 53,037,428$
OTHER RESOURCES:
Transfers In 10,389,929 - - -
68,240,564$ 20,944,204$ 11,850,000$ 53,037,428$
ESTIMATED USES
Direct Expenditures by Function:
General Government/Central Services 13,397,308 - - 1,043,323
Public Safety 33,670,216 - - -
Community Services 9,346,688 - - -
Streets & Highways 4,292,139 - - -
Development Services 4,083,700 - - -
Utility Services - - - 39,710,404
Engineering 2,708,971 - - -
Debt Service - 21,165,328 - 6,970,402
Economic Infrastructure Development - -- -
Impact Fee Infrastructure Development - -- -
Subtotal-Expenditures 67,499,022$ 21,165,328$ -$ 47,724,129$
Transfers Out 710,000 - 12,268,378 2,025,658
68,209,022$ 21,165,328$ 12,268,378$ 49,749,787$
EXCESS (DEFICIENCY)31,542$ (221,124)$ (418,378)$ 3,287,641$
BEGINNING FUND BALANCE 11,792,309$ 838,442$ 16,225,148$ 15,857,601$
EXCESS (DEFICIENCY)31,542$ (221,124)$ (418,378)$ 3,287,641$
ENDING FUND BALANCE 11,823,851$ 617,318$ 15,806,770$ 19,145,242$
TOTAL ESTIMATED RESOURCES:
TOTAL ESTIMATED USES:
CONSOLIDATED FUND SUMMARY
FISCAL YEAR 2025-2026
Introduction Page 26
SPECIAL
REVENUE
FUNDS
INTERNAL
SERVICE FUNDS
COMBINED
FUNDS
ESTIMATED RESOURCES
REVENUES:
Taxes 11,574,552 -71,849,899
Inter-governmental 3,000 -1,799,663
License, Fees & Permits 2,650,000 -15,376,821
Charges for Services - 8,798,709 62,833,765
Fines & Warrants - -783,144
Investment Income 126,850 270,000 2,253,350
Miscellaneous Revenue 75,893 450,000 1,784,629
Impact Fees 800,000 -11,750,000
Subtotal-Revenues $ 15,230,295 9,518,709$ 168,431,271$
OTHER RESOURCES:
Transfers In - 710,000 11,099,929
15,230,295$ 10,228,709$ 179,531,200$
ESTIMATED USES
Direct Expenditures by Function:
General Government/Central Services 28,060 11,644,653 26,113,344
Public Safety 3,625,119 - 37,295,335
Community Services - - 9,346,688
Streets & Highways - - 4,292,139
Development Services - - 4,083,700
Utility Services - - 39,710,404
Engineering - - 2,708,971
Debt Service - - 28,135,730
Economic Infrastructure Development 5,965,387 - 5,965,387
Impact Fee Infrastructure Development 2,150,000 - 2,150,000
Subtotal-Expenditures 11,768,566$ 11,644,653$ 159,801,698$
Transfers Out 850,000 - 15,854,036
12,618,566$ 11,644,653$ 175,655,734$
EXCESS (DEFICIENCY)2,611,729$ (1,415,944)$ 3,875,466$
BEGINNING FUND BALANCE 5,969,906$ 5,791,887$ 56,475,293$
EXCESS (DEFICIENCY)2,611,729$ (1,415,944)$ 3,875,466$
ENDING FUND BALANCE 8,581,635$ 4,375,943$ 60,350,759$
TOTAL ESTIMATED RESOURCES:
TOTAL ESTIMATED USES:
FISCAL YEAR 2025-2026
CONSOLIDATED FUND SUMMARY
Introduction Page 27
Strategic Visioning Process
The Town Council conducted a Strategic Visioning exercise in spring of 2023 to identify a set of long-term
strategic objectives that could be accomplished in a five to ten-year planning horizon, as the Town approaches
build-out. The exercise yielded five Strategic Visioning Priorities. These five priorities form the basis of the
Town’s operations, budget priorities, and work plan.
Introduction Page 28
Work with the Capital Improvement Subcommittee to identify gaps in the
Town’s infrastructure and ensure that it meets the demands of a growing
community
Utilize all available financial methods (Bonds, Certificates of Obligation,
Capital Dedicated Fund, Grants, etc.) to fund projects.
Work with the Capital Improvement Subcommittee to plan for a future bond
program and/or pay-as-you-go program.
Collaborate with the Downtown Business Alliance, Community Engagement
Committee, Downtown Committee, and Prosper EDC to implement the
Downtown Master Plan.
Pursue a mix of public and private developments as catalysts for office,
retail, restaurants, entertainment, housing, and outdoor events.
Ensure US 380 and Dallas North Tollway are primed and ready for development.
Develop long-term strategies for land use, landscaping, lighting, and traffic.
Leverage partnerships with TxDOT, NTTA and private development.
Prioritize infrastructure to meet demand, using incentives when appropriate.
ENSURE THE TOWN’S COMMERCIAL CORRIDORS
ARE READY FOR DEVELOPMENT
CONTINUE TO PROVIDE EXCELLENT
MUNICIPAL SERVICES
Strive to be a high-performing organization focused on continuous
improvement, best practices, and benchmarking.
Develop a culture of excellence and provide the financial resources
necessary to support these goals.
Provide a welcoming and respectful environment for residents, visitors,
and Town employees.
Collaborate with Prosper EDC and be adaptable to changing market conditions.
Place an emphasis on corporate, medical, and life-sciences sectors.
Utilize metrics to create resiliency strategies against market changes.
1
2
3
ACCELERATION OF INFRASTRUCTURE
DEVELOPMENT OF DOWNTOWN PROSPER AS
A DESTINATION
4
2024 TOWN COUNCIL
STRATEGIC VISIONING SUMMARY
APPROVED BY THE TOWN COUNCIL ON MAY 28, 2024
WORK TOWARDS A GROWING AND
DIVERSIFIED TAX BASE5
Introduction Page 29
Citizens
Mayor and Town Council
Town Manager
Fire Chief
Fire Marshal
Fire Operations
Police Chief
Police Operations
Lieutenant (Investigations)
Lieutenant (Support Services)
911 Comm Unit Division
Assistant Town Manager
Engineering
Engineering Division
Stormwater
Construction Inspections
Public Works
Streets
Water
Wastewater
Traffic
Facilities Management Development Services
Building Inspections
Health & Code Compliance
Planning
Executive Director
Town Secretary Communications Parks & Recreation
Park Administration
Parks Operations
Recreation
Special Events
Library
Deputy Town Manager
Finance
Municipal Court
Utility Customer Service
Human Resources Information Technology
Municipal Court Judge Town Attorney
Boards and Commissions
ORGANIZATIONAL
CHART
Introduction Page 30
GENERAL FUND
ACTUAL
2023-2024
ADOPTED
2024-2025
REVISED
2024-2025
CHANGES
2025-2026
ADOPTED
2025-2026
Town Manager 2.00 5.00 5.00 -5.00
Town Secretary 3.00 3.00 3.00 -3.00
Finance 11.50 12.50 12.50 (0.50)12.00
Human Resources 4.75 4.75 4.75 -4.75
Information Technology 11.50 11.50 11.50 0.50 12.00
Communications & Community Engagement 5.50 5.00 5.00 -5.00
Municipal Court 3.50 4.50 4.50 -4.50
Police Operations 41.00 46.00 46.00 36.00 82.00
9-1-1 Communications 17.00 17.00 17.00 -17.00
Fire Operations 50.00 44.00 44.00 41.00 85.00
Fire Marshal 4.00 5.00 5.00 -5.00
Inspections 20.00 20.00 20.00 -20.00
Code Compliance 5.00 5.00 5.00 -5.00
Planning 7.00 7.00 7.00 -7.00
Streets 11.00 13.00 13.00 2.00 15.00
Facilities 4.00 5.00 5.00 -5.00
Parks 41.00 43.00 43.00 2.00 45.00
Library 9.50 10.00 10.00 1.00 11.00
Engineering 16.50 16.50 16.50 -16.50
Total General Fund 267.75 277.75 277.75 82.00 359.75
Crime Control 27.00 30.00 30.00 (30.00)-
Fire Control 26.00 32.00 32.00 (32.00)-
Water & Wastewater 62.00 65.00 65.00 2.00 67.00
Solid Waste 1.00 1.00 1.00 -1.00
Stormwater Drainage 4.00 5.00 5.00 1.00 6.00
Total Town of Prosper Employees, All Funds 387.75 410.75 410.75 23.00 433.75
All positions are shown as full-time equivalents. (FTE)
Revised 2024-2025
No positions were moved between departments
Adopted 2025-2026
Fire - Transfer 32 FTE from Fire Control to General Fund; Add 9.0 FTE Firefigheter/Paramedic
Streets - Transfer 1.0 FTE Fleet Coordinator from Finance; Add 1.0 FTE Traffic Signal Technician
Library - Add 1.0 FTE, Circulation Supervisor
Stormwater Drainage - Add 1.0 FTE Heavy Equipment Operator
Finance - Transfer Fleet Coordinator 1.0 FTE from Finance to Streets; Transfer Admin. Assistant 0.5 FTE from Finance to Information
Technology; Add Financial Services Specialist 1.0 FTE
Parks - Add 1.0 FTE, Irrigation Technician; Add 1.0 FTE, Chemical Technician
Staffing Summary
Water & Wastewater - Add 1.0 FTE Water System Technicians/SCADA; Add 1.0 FTE Utility Compliance Superintendent
Police - Transfer 30 FTE from Crime Control to General Fund; Add 4.0 FTE Police Officers; Add 1.0 FTE MVCPA Sworn position; Add 1.0 FTE
Crime Analyst
Introduction Page 31
Combined Graphs
Taxes
$71,849,899
Inter-governmental
$1,799,663 License, Fees & Permits
$15,376,821
Charges for Services
$62,833,765
Fines & Warrants
$783,144
Investment Income
$2,253,350
Miscellaneous
$1,784,629 Impact Fees
$11,750,000
All Funds Revenues by Type
General Government
$26,113,344
Public Safety
$37,295,335
Community Services
$9,346,688
Streets & Highways
$4,292,139
Development Services
$4,083,700
Utility Services
$39,710,404
Engineering
$2,708,971
Debt Service
$28,135,730
Economic Infrastructure
Development
$5,965,387
Impact Fee Infrastructure
Development
$2,150,000
All Funds Expenditures by Type
Introduction Page 32
Fiscal Year M&O Funds I&S Fund Total
M&O
Percentage
I&S
Percentage
2020-21 0.367500 0.152500 0.520000 71%29%
2021-22 0.328000 0.182000 0.510000 64%36%
2022-23 0.329830 0.180170 0.510000 65%35%
2023-24 0.332742 0.177258 0.510000 65%35%
2024-25 0.324608 0.180392 0.505000 64%36%
2025-26 0.322054 0.182946 0.505000 64%36%
Property Tax Rate Distribution
M & O and I & S Funds
0.0 0.1 0.2 0.3 0.4 0.5 0.6
2020-21
2021-22
2022-23
2023-24
2024-25
2025-26
Tax RateFiscal YearTax Rate Distribution
M&O Funds I&S Fund
Introduction Page 33
Times Adopted Tax Rate (Per $100) 0.505
Certified Taxable Value (excluding freeze values) Increased 12.3%
New Construction Totaled $758,780,238
Ad Valorem Taxes
Total Freeze Adjusted Taxable Value $ 10,806,491,907
One Penny on the Tax Rate $1,080,649
Times Anticipated Tax Collections 100%
Plus Actual Tax on Freeze $4,140,847
Property Valuations & Ad Valorem Taxes
General and I & S Funds
TOTAL TAX LEVY $58,713,631
2,546,144
3,114,007
3,666,923
4,209,0674,601,196
5,437,211
6,616,008
8,335,297
9,622,102
10,806,492
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025Thousands
Tax Year
Certified Assessed Valuation
Source: Collin CAD and Denton CAD Certified Totals Tax Years 2016-2025
Introduction Page 34
Market value:
Real property:
Land 5,654,778,748$
Improvements 10,348,339,370
Business personal property 425,824,381
16,428,942,499
Less property exemptions:
Type
Homestead Exemption (1,580,579,741)
Over 65 (16,524,800)
Disabled (225,000)
Disabled veterans (227,210,929)
Totally exempt (1,570,653,716)
Productivity Loss (1,104,564,816)
Freeport (703,499)
Leased vehicles (57,717,943)
HS capped value (603,821,663)
Non-HS capped value (44,871,243)
Other exemptions (994,563)
(5,207,867,913)
Certified Assesed Valuation 11,221,074,586
Property Under Protest 637,303,877
Freeze Market Value (1,051,886,556)
Net Taxable Value 10,806,491,907
Total Estimated Taxable Value 10,806,491,907
Rate per $100.00 0.505000
Total Tax Levy 54,572,784
Estimated Percent Collection 100%
Estimated Current Tax Collection 54,572,784
Estimated Freeze Tax Collection 4,140,847
Estimated Total Tax Collection 58,713,631
Fund Percent Rate Amount
Debt Service 36.23%0.182946 19,770,045
General Fund 41.73%0.210713 22,770,696
TIRZ 2.80%0.014141 1,528,133
Capital Dedicated 19.25%0.097200 10,503,910
TOTAL 100%0.505000 54,572,784
Debt Service Freeze 1,924,384
General Fund Freeze 2,216,463
TOTAL FREEZE 4,140,847
Tax Levy Analysis
Introduction Page 35
FISCAL
YEAR
CERTIFIED
ASSESSED VALUE
EST. VALUE
PROTESTED
PROPERTY
FREEZE MARKET
VALUE TOTAL
% CHANGE IN
VALUE TAX RATE
TAX
REDUCTION
2016 2,251,503,609 51,445,331 (173,637,822) 2,129,311,118 21.45%0.52$ -$
2017 2,647,375,470 95,133,943 (196,365,692) 2,546,143,721 19.58%0.52$ -$
2018 3,310,573,869 37,521,811 (234,088,457) 3,114,007,223 22.30%0.52$ -$
2019 3,875,459,512 67,288,252 (275,824,991) 3,666,922,773 17.76%0.52$ -$
2020 4,345,431,730 198,730,513 (335,094,744) 4,209,067,499 14.78%0.52$ -$
2021 4,631,235,138 272,443,697 (302,482,534) 4,601,196,301 9.32%0.52$ -$
2022 5,829,301,102 97,937,130 (490,027,668) 5,437,210,564 18.17%0.51$ (0.01)$
2023 6,966,662,893 227,376,068 (578,031,097) 6,616,007,864 21.68%0.51$ -$
2024 8,762,965,980 266,856,267 (694,525,568) 8,335,296,679 25.99%0.51$ -$
2025 10,207,870,571 256,534,035 (842,303,011) 9,622,101,595 15.44%0.505$ (0.005)$
2026 11,221,074,586 637,303,877 (1,051,886,556) 10,806,491,907 12.31%0.505$ -$
Analysis of Assessed Valuation
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026MillionsAnalysis of Assessed Valuation
CERTIFIED ASSESSED VALUE EST. VALUE PROTESTED PROPERTY
Introduction Page 36
FY 25 to FY 26 %
Total % of Total Total % of Total Total % of Total Change Change
REAL: RESIDENTIAL SINGLE FAMILY, MOBILE
HOMES 2,252,964,757$ 62.14%7,273,419,436$ 75.59%8,536,895,138$ 79.00%1,263,475,702$ 17.37%
REAL: COMMERCIAL, INDUSTRIAL AND
OTHER 1,303,002,596$ 35.94%2,092,674,698$ 21.75%1,991,160,837$ 18.43%(101,513,861)$ -4.85%
BPP: COMMERCIAL AND INDUSTRIAL 69,951,283$ 1.93%256,007,461$ 2.66%278,435,932$ 2.58%22,428,471$ 8.76%
GRAND TOTALS 3,625,918,636$ 100.00%9,622,101,595$ 100.00%10,806,491,907$ 100.00%1,184,390,312$ 12.31%
TAX RATE 0.520000$ 0.505000$ 0.505000$ -$ 0.00%
AVERAGE HOMESTEAD MARKET VALUE 445,813$ 896,891$ 916,840$ 19,949$ 2.22%
AVERAGE HOMESTEAD TAXABLE VALUE 403,971$ 642,906$ 696,676$ 53,770$ 8.36%
AVERAGE HOMESTEAD TAX BILL 2,101$ 3,247$ 3,518$ 272$ 8.36%
TAX BILL PER $100,000 MARKET VALUE OF
HOMESTEAD 520$ 417$ 417$ -$ 0.00%
Generally, the higher the percentage of commercial and business personal property (BPP) in a government's tax base, the lower the property tax rate. This is due to residents
requiring a higher level of service than their property tax typically provides. Tracking changes in tax values by type over time also shows shifts in tax burdens between
categories of taxpayers.
Taxable Values by Type
FY2025FY2016 FY2026
Introduction Page 37
Source: The Texas State Comptrollers Website
The Town's three major categories (Retail trade, General Services,and Food) make up
approximately 79% of the Town's sales tax collections.
Sales taxes contribute approximately 25.1% of General Fund revenues and are the second largest
source of revenue for the General Fund budget.The Town examines the market conditions in
Prosper and the Metroplex in budgeting sales tax conservatively year to year.
Notes:The Town held an election May,2018 to create two Special Purpose Districts for Crime and
Fire that are supported by a quarter of a percent of sales tax collected in the Town.The initial
approval was for five years.In May of 2023, voters approved a twenty year extention on the Special
Purpose Districts.
Sales Taxes
General, Special Purpose Districts, and EDC Funds
$5,071 $6,849 5,374 6,618 8,902 10,343 11,077 12,904 13,605 $14,588 2,606
3,229
4,376
5,094 5,494
6,033 6,440 $6,887
$1,755
$2,283
$2,687
$3,309
$4,451
$5,171
$5,538
$6,122
$6,800 $6,352
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
ThousandsEDC
Sales
Tax
SPDs
Sales
Tax
Town
Sales
Tax &
TIRZ
Introduction Page 38
Impact Fee Revenues
Impact Fee Funds
Texas Local Government Code Chapter 395 requires an impact fee analysis before impact fees are set.
Chapter 395 requires that land use assumptions and capital improvement plans be updated at least every
five years, and the Town of Prosper last completed an impact fee analysis in 2017.In 2023,the Town
began an updated Impact Fee Study and the analysis is currently being performed. During FY 2016-
2017, Council adopted land use assumptions and a capital improvements plan establishing impact fees
for water, wastewater, and roadways by amending Article,10.02 "Capital Improvements and Impact
Town of Prosper's Code of Ordinances, Section 10.02.001 purpose of impact fees is to assure the
provision of adequate public facilities to serve new development in the Town by requiring each such
development to pay its share of the costs of such improvements by and attributable to such new
development. The budget reflects a conservative revenue forecast for impact fees based on growth that is
taking place, but not at the rate reflected in previous years.
$13,674,019
$12,006,476
$11,750,000
$10,500,000
$11,000,000
$11,500,000
$12,000,000
$12,500,000
$13,000,000
$13,500,000
$14,000,000
2023-2024
Actual
2024-2025
Amended
2025-2026
Adopted
Introduction Page 39
Consumption % of Total
Customer Type of Business (gallons)Usage
Windsong Ranch Community Assoc.Homeowners Association 38,845,509 1.43%
Gates of Prosper Shopping Center 22,025,100 0.81%
Prosper Independent School District School District 21,820,450 0.80%
Town of Prosper Government 15,559,300 0.57%
SiteOne Landscape Supply Multi-Family Housing 14,217,500 0.52%
Super Splash LLC Car Wash 11,973,600 0.44%
Gentle Creek Homeowners Assoc.Homeowners Association 11,170,790 0.41%
Cook Children's Hospital Medical 9,220,740 0.34%
Lattimore Materials Ready-Mix Concrete Mfg 7,952,030 0.29%
Ladera Prosper Condos Multi-Family Housing 7,839,700 0.29%
Water and Wastewater Revenues
Water & Sewer Fund
The Council has approved increases in water and wastewater rates starting in Fiscal Year 2024-2025,
marking the first rise for Town customers since 2020. Water rates for Fiscal Year 2024-2025 are projected to
go up by 6.35%, even as water costs have surged by 13.8%. Wastewater rates are expected to increase by
16%to address an 11.8%rise in treatment costs and to expand wastewater treatment capacity by an
additional three million gallons per day,which is essential for supporting the Town’s projected growth.Town
staff,in collaboration with a professional rate consultant, review these rates annually. The Town is also
investing in water system technology and a meter replacement program to better manage costs and will
continue monitoring rates to maintain adequate fund balance reserves.
Ten Largest Water Customers
24,478,951
27,821,398
31,507,624
13,568,257
18,074,593
21,770,494
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
2024-2025
Amended
2025-2026
Adopted Budget
2026-2027
Planning Year
Water Wastewater
Introduction Page 40
GENERAL FUND
General Fund Description
The General Fund is the operating fund of the Town. The General Fund receives and accounts for all general tax
revenues and other receipts that are not restricted by law or contractual agreement to some other designated
fund. The General Fund includes a greater variety and amount of revenues, and finances a wider range of
governmental activities than any other fund. The primary revenue sources for the General Fund are property
taxes, sales taxes, franchise fees, license and permit fees, fines and warrants, and miscellaneous general
revenues.
The General Fund accounts for general purpose expenditures for most government functions. Operations in the
General Fund provide basic services such as Administration, Police Services, Fire Services, Public Works,
Community Services, Development Services, and Engineering. Included for each operational area is an
organizational chart, program description, goals and objectives, personnel summary, and an expenditure
summary.
General Fund Page 1
Fiscal Year Days Over Minimum Reserve Value of Each Day
2020-2021 121 95,839$
2021-2022 67 120,830$
2022-2023 38 150,837$
2023-2024 3 138,237$
2024-2025 7 142,242$
2025-2026 0 179,606$
General Fund
Fund Balance
The Town Charter proposes a legal restriction on a Contingent Reserve of the General Fund in the amount
of twenty percent (20%).It is the goal of the Town to achieve and maintain an unassigned fund balance in
the General Fund equal to five percent (5%) of budgeted expenditures for unanticipated expenditures,
unforeseen revenue fluctuations, or other adverse circumstances. This percent was revised to one percent
(1%) for FY 2022-2023 and future years. This amount is in addition to the twenty percent (20%) restricted
fund balance amount required by the Town Charter.In FY 2021-2022, Council approved one-time capital
expenditures by utilizing a strong unrestricted fund balance. This helped fund roads and equipment versus
issuing debt, while still maintaining the required reserves per charter and policy.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
2021-2022
Actual
2022-2023
Actual
2023-2024
Actual
2024-2025
Budget
2024-2025
Amended
2025-2026
Adopted
Unrestricted Contingency per Charter 5% Reserve 1% Reserve Over Minimum Reserve
General Fund Page 2
Revenue Category FY 2026 Adopted % of Total
Property Tax 26,277,088 38.5%
Sales Tax 13,199,055 19.3%
Franchise Fees 4,685,174 6.9%
License, Fees & Permits 7,834,247 11.5%
Charges for Services 1,577,152 2.3%
Fines & Warrants 581,144 0.9%
Grants 1,796,663 2.6%
Investment Income 750,000 1.1%
Transfers In 2,025,658 2.9%
Miscellaneous 332,071 0.5%
Park Fees 818,041 1.2%
Transfer In from SPD 6,885,055 10.1%
Transfer In from CIP 1,479,216 2.2%
Revenue Total $68,240,564 100.0%
Other $818,041
General Fund Revenues
By Source
38.5%
Property Tax
19.3%
Sales Tax
6.9%
Franchise Fees
11.5%
License, Fees & Permits
2.3%
Charges for Services
0.9%
Fines & Warrants
2.6%
Grants
1.1%
Investment Income
2.9%
Transfers In
0.5%
Miscellaneous
1.2%
Park Fees Transfer In from SPD
10%
Transfer In from CIP
2%
General Fund Page 3
Department FY 2026 Adopted % of Total
Administration 12,887,072 18.9%
Police Services 17,724,406 26.0%
Fire Services 15,945,810 23.4%
Public Works 5,512,375 8.1%
Community Services 9,346,688 13.7%
Development Services 4,083,700 6.0%
Engineering 2,708,971 4.0%
Expense Total $68,209,022 100.0%
General Fund Appropriations
By Department
FY 2026 Adopted - $68,209,022
FY 2025 Amended - $52,825,545
Administration
18.9%
Police Services
26.0%
Fire Services
23.4%
Public Works
8.1%
Community Services
13.7%
Development
Services
6.0%
Engineering
4.0%
Administration
22.6%
Police Services
20.9%
Fire Services
19.3%
Public Works
9.0%
Community Services
15.4%
Development
Services
7.9%
Engineering
4.8%
General Fund Page 4
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
PROPOSED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
RECURRING REVENUES
Property Tax 20,579,403 23,332,018 23,370,581 26,277,088 28,724,723 31,239,489 33,711,953 35,856,445
Sales Tax 11,251,905 12,903,535 12,308,897 13,199,055 13,596,893 14,277,251 14,991,758 15,742,134
Franchise Fees 3,623,599 3,334,932 3,614,869 4,685,174 4,843,880 5,016,580 5,206,544 5,385,485
License, Fees & Permits 6,304,399 5,990,720 6,020,241 7,834,247 7,868,245 7,903,264 7,939,332 7,973,753
Charges for Services 1,558,705 1,342,524 1,608,835 1,577,152 1,577,841 1,578,547 1,579,209 1,579,209
Fines & Warrants 422,745 352,050 545,050 581,144 581,144 581,144 581,144 581,144
Investment Income 991,413 950,000 800,000 750,000 750,000 750,000 750,000 750,000
Transfers In 1,297,102 1,478,696 1,478,696 2,025,658 2,025,658 2,025,658 2,025,658 2,025,658
Miscellaneous 905,691 747,183 839,860 329,071 279,071 279,071 279,071 279,071
Park Fees 859,583 761,300 789,038 818,041 818,041 818,041 728,041 728,041
Transfer In from SPD - - - 6,885,055 7,098,148 7,453,145 7,825,892 8,217,277
Transfer In from CIP - - - 1,479,216 1,479,216 1,479,216 1,479,216 1,479,216
TOTAL RECURRING REVENUES 47,794,545$ 51,192,958$ 51,376,067$ 66,440,901$ 68,163,644$ 71,922,190$ 75,618,602$ 79,118,217$
RECURRING EXPENDITURES
Administration 10,311,244 10,506,487 11,514,189 12,131,498 12,825,794 13,076,491 13,339,392 13,583,640
Police Services 9,440,359 10,779,230 10,638,811 12,258,606 12,831,405 13,069,458 13,315,706 13,542,006
Police SPD Personnel - - - 3,364,036 3,532,238 3,708,850 3,894,292 4,089,007
Fire Services 10,282,824 10,236,399 10,051,593 12,424,504 12,780,293 12,994,075 13,119,067 13,338,444
Fire SPD Personnel - - - 3,397,819 3,567,710 3,746,095 3,933,400 4,130,070
Public Works 4,475,308 4,994,174 4,661,243 5,497,866 5,606,156 5,678,496 5,752,012 5,827,787
Community Services 7,327,870 8,003,896 7,962,680 8,822,050 9,075,194 9,223,420 9,084,820 9,246,369
Development Services 3,286,655 3,795,129 3,857,537 4,072,427 4,184,942 4,290,069 4,398,284 4,512,392
Engineering 2,657,992 2,552,112 2,521,168 2,689,307 2,773,118 2,852,381 2,934,020 3,018,110
New Police Positions - - - - 898,600 905,480 1,183,613 1,124,793
New Fire Positions - - - - 470,375 700,894 146,555 1,108,245
All other Town Departments New Positions - - - - 938,176 939,182 1,195,287 793,119
TOTAL RECURRING EXPENDITURES 47,782,252$ 50,867,427$ 51,207,221$ 64,658,113$ 69,484,001$ 71,184,891$ 72,296,448$ 74,313,982$
NET RECURRING FUNDS 12,293$ 325,531$ 168,846$ 1,782,788$ (1,320,357)$ 737,299$ 3,322,154$ 4,804,235$
NON-RECURRING "ONE-TIME" REVENUES
Grants 14,848 14,848 1,796,663 - - - -
Miscellaneous - - 3,000 - - - -
TOTAL NON-RECURRING "ONE-TIME" REVENUES -$ 14,848$ 14,848$ 1,799,663$ -$ -$ -$ -$
NON-RECURRING "ONE-TIME" EXPENDITURES
One-Time Expenditures*1,983,223 1,952,201 1,618,324 3,550,909 1,700,000 1,700,000 1,700,000 1,700,000
TOTAL NON-RECURRING "ONE-TIME"EXPENDITURES 1,983,223$ 1,952,201$ 1,618,324$ 3,550,909$ 1,700,000$ 1,700,000$ 1,700,000$ 1,700,000$
NET NON-RECURRING "ONE-TIME" FUNDS (1,983,223)$ (1,937,353)$ (1,603,476)$ (1,751,246)$ (1,700,000)$ (1,700,000)$ (1,700,000)$ (1,700,000)$
NET CHANGE IN FUND BALANCE (1,970,930)$ (1,611,822)$ (1,434,630)$ 31,542$ (3,020,357)$ (962,701)$ 1,622,154$ 3,104,235$
BEGINNING FUND BALANCE 15,197,869$ 12,689,509$ 13,226,939$ 11,792,309$ 11,823,851$ 8,803,494$ 7,840,793$ 9,462,947$
ENDING FUND BALANCE 13,226,939$ 11,077,687$ 11,792,309$ 11,823,851$ 8,803,494$ 7,840,793$ 9,462,947$ 12,567,182$
BALANCE OF UNRESTRICTED FUNDS 13,226,939$ 11,077,687$ 11,792,309$ 11,823,851$ 8,803,494$ 7,840,793$ 9,462,947$ 12,567,182$
Less: Contingency per Charter 9,556,450 10,173,485 10,241,444 11,258,768 12,477,171 12,746,349 12,894,111 13,219,341
1% Reserve 477,823 508,674 512,072 562,938 623,859 637,317 644,706 660,967
AMOUNT OVER (UNDER) MINIMUM RESERVE TARGE 3,192,666$ 395,527$ 1,038,792$ 2,144$ (4,297,535)$ (5,542,875)$ (4,075,872)$ (1,313,129)$
% AMOUNT OVER MINIMUM RESERVE TARGET 0.064154237 1%2%0%-6%-8%-6%-2%
AMOUNT OVER (UNDER) IN DAYS OPERATING COST 23 3 7 0 (22)(28)(20)(6)
General Fund Summary
General Fund Page 5
General Fund Overview
General Fund
Administration
Town Manager's
Office
Town Secretary's
Office
Finance
Human
Resources
Information
Technology
Communications
Municipal
Court
Non-
Departmental
Police Services
Operations
9-1-1
Communications
Fire Services
Operations
Marshal
Public Works
Streets
Facilities
Management
Community
Services
Park
Administration
Park
Operations
Park
Recreation
Library
Development
Services
Building
Inspections
Code
Compliance
Planning
Engineering
Engineering
Traffic
Special
Events
General Fund Page 6
•
•
•
•
•
ACTUAL
2023-2024
REVISED
2024-2025
BUDGET
2025-2026
20.9%21.5%22.5%
18.1%18.0%16.2%
ACTUAL
2023-2024
REVISED
2024-2025
BUDGET
2025-2026
Certified Tax Roll - percentage change from prior year 26.0%14.3%12.3%
New property value as a percentage of taxable value growth 51.7%68.3%64.1%
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Commercial taxable value as a percentage of total taxable value
Percentage change in taxable commercial property values
EFFICIENCY / EFFECTIVENESS MEASURES
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
TOWN OF PROSPER
DIVISION:
PROGRAM DESCRIPTION
DEPARTMENT:
Administration Town Manager's Office
Explore innovative strategies to support a growing and diversified tax base, ensuring the Town’s long-term fiscal sustainability and
continued delivery of high-quality municipal services for Prosper residents - (SVP 5)
Collaborate with the Capital Improvement Subcommittee to ensure that public infrastructure is strategically planned and constructed to
meet the needs of Prosper’s growing population. Leverage all available financial tools to fund critical capital projects - (SVP 1)
Foster the continued growth and vibrancy of Downtown Prosper by partnering with local business owners, the Citizen Engagement
Committee,and the Prosper Economic Development Corporation (EDC) to enhance its appeal as a community gathering place and
visitor destination - (SVP 2)
Proactively position Prosper’s main commercial corridors—U.S.Highway 380 and the Dallas North Tollway (DNT)—for high- quality
development through thoughtful planning, infrastructure readiness, and strategic engagement with stakeholders - (SVP 3)
Commit to being a high-performing organization by continuously improving service delivery.Foster a culture of excellence that
welcomes residents, visitors,and employees, and provides the tools, resources,and support needed to achieve outstanding municipal
outcomes - (SVP 4)
The Town Manager’s Office oversees all community functions and services by providing leadership and direction to the Town’s
various departments.The Town Manager provides administrative guidance to the Town Council and is responsible for
managing all the affairs of the Town, except where otherwise specified in the Town Charter.The Town Manager and
Executive Team act as key liaisons among the Town Council, residents, and staff to:
•Deliver excellence in municipal services to our community
•Effectively communicate and implement Town Council priorities and objectives
•Foster a strong, vibrant, and sustainable future for Prosper
General Fund Page 7
ACTUAL
2023-2024
REVISED
2024-2025
BUDGET
2025-2026
644,789 1,343,820 1,297,908
151,036 165,168 195,897
66 300 -
795,891 1,509,288 1,493,805
ACTUAL
2023-2024
REVISED
2024-2025
BUDGET
2025-2026
-1.00 1.00
1.00 1.00 1.00
-1.00 1.00
Management Analyst -1.00 1.00
1.00 1.00 1.00
2.00 5.00 5.00
Executive Director
Town Manager
TOTAL
VERF Charges for Services
TOTAL
PERSONNEL SUMMARY
Assistant Town Manager
Deputy Town Manager
Operations
TOWN OF PROSPER
DIVISION:
EXPENDITURE SUMMARY
Personnel
DEPARTMENT:
Administration Town Manager's Office
Management AnalystPoliceChiefFireChiefExecutive DirectorAssistantTownManagerDeputyTown Manager
Town Manager
General Fund Page 8
•
•
•
•
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
35 57 40
25,430 26,072 26,423
576 618 725
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
N/A N/A 15%
60%61%58%
100%100%100%
Post meeting notices and other legally required public notices in accordance with the Open Meetings Act, the Election Code, and state
law - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Town Secretary
PROGRAM DESCRIPTION
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Provide professional, timely, and courteous administrative support to the Town Council - (SVP 4)
Publish legal notices to satisfy state law and inform the public through print media - (SVP 4)
Meeting notices and other public notices posted on the Town bulletin board and website in
accordance with Open Meetings Act
Maintain official Town records in accordance with the Public Information Act and the Texas State Library guidelines for records
management - (SVP 4)
Continue professional development and networking opportunities through appropriate professional organizations - (SVP 4)
Establish and maintain positive relationships with elected officials, Town staff, and the public - (SVP 4)
Provide outstanding customer service to the public and to Town of Prosper staff - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Create and promote the use of door hangers for High Weeds and Grass as an educational tool to increase awareness and voluntary
compliance - (SVP 4)
Coordinate all aspects of Town elections, including managing contracts through Collin and Denton Counties for election services - (SVP
4)
Board and Commission Applications Processed
Registered Voters
Public Information Requests (PIRs) processed
EFFICIENCY / EFFECTIVENESS MEASURES
Voter turnout in Town of Prosper General/Special Election
Registered voters as a percentage of population
Responses to PIR’s within 10 business days
The Town Secretary is responsible for providing comprehensive administrative support to the Mayor and the Town Council.Key duties
include posting meeting notices in compliance with the Texas Open Meetings Act,preparing and publishing the final Town Council
Meeting Packet, administering municipal elections, and responding to Public Information Requests in accordance with the Texas Public
Information Act.In addition, the Town Secretary serves as the Town’s Records Management Officer,overseeing the town-wide records
management program.This includes coordinating the storage and disposition of inactive records, supporting and training Town staff on
records management procedures, and maintaining the Town’s historical records.The Town Secretary reports directly to the Executive
Director.Support staff include a Deputy Town Secretary and an Executive Assistant,who also provides support to the Town Manager's
Office,including the Deputy Town Manager and, occasionally, the Executive Director.
General Fund Page 9
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
302,248 313,674 372,458
223,765 291,533 293,310
-117 -
526,013 605,324 665,768
ACTUAL
2023-2024
REVISED
2024-2025
BUDGET
2025-2026
1.00 1.00 1.00
--1.00
1.00 1.00 1.00
1.00 1.00 -
3.00 3.00 3.00
TOTAL
TOWN OF PROSPER
DEPARTMENT:
Administration Town Secretary
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
DIVISION:
Deputy Town Secretary
Executive Assistant
Records Management Specialist
TOTAL
PERSONNEL SUMMARY
Town Secretary
Town Secretary
Deputy Town Secretary Executive Assistant
General Fund Page 10
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
8,616 9,200 9,500
4,668 4,700 5,000
4,620 5,000 5,500
9,889 10,668 11,310
750 3,000 3,000
85 85 93
6,151 7,200 8,000
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
82%100%100%
33%33%38%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1,346,919 1,429,967 1,479,224
1,372,289 789,034 958,998
1,250 167 -
2,720,458 2,219,168 2,438,222
DIVISION:
FINANCE
TOWN OF PROSPER
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Invoices processed
Accounts Payable payments processed
Journal entries processed
Payroll payments processed
DEPARTMENT:
ADMINISTRATION
PROGRAM DESCRIPTION
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Bids/Contracts processed
P-card Transactions
Invoices paid within 30 days of receiving
Vendors on ACH/Wire payments
Purchase orders/change orders issued
EXPENDITURE SUMMARY
EFFICIENCY / EFFECTIVENESS MEASURES
Personnel
Operations
VERF Charges for Services
Continue to maintain our current bond credit rating, Moody's AA1 and S&P AA+. - (SVP 4)
Receive the Certificate of Achievement from GFOA for the Annual Comprehensive Financial Report. – (SVP 4)
Maximize use of e-procurement system. - (SVP 4)
TOTAL
The Finance Department is responsible for all financial management of the Town including:cash receipt, cash disbursements,
procurement,payroll,deposits and investments, grant management, financial projects, budget and the issuance of the annual
audited financial statements.In addition, Finance must ensure compliance with Federal and State statutes,debt covenants
and grant requirements.
General Fund Page 11
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
0.50 0.50 -
1.00 1.00 1.00
1.00 1.00 -
-1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
--1.00
-1.00 -
1.00 --
1.00 1.00 1.00
--1.00
1.00 1.00 1.00
2.00 2.00 2.00
11.50 12.50 12.00
Finance
DIVISION:
Assistant Purchasing Manager
Budget Officer & Grants Administrator
Buyer
DEPARTMENT:
Administration
PERSONNEL SUMMARY
Accounting Manager
Accounts Payable Specialist
Purchasing Administrator
Purchasing Manager
Senior Accountant
TOTAL
TOWN OF PROSPER
Finance Director
Fiscal Services Specialist
Fleet Coordinator
Grants Administrator
Payroll Administrator
Administrative Assistant
Assistant Finance Director
Finance Director
Assistant Finance Director
Accounting Manager
Senior Accountant (2)
Accounts Payable Specialist
Payroll Administrator
Fiscal Services Specialist
Budget Officer & Grants Administrator
Purchasing Manager
Purchasing Administator
Buyer
General Fund Page 12
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
119 68 110
62 31 38
3,330 3,422 4,107
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
20.5%8.0%9.0%
62 67 53
65% (196)51% (200)61% (240)
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
592,641 557,705 623,882
153,167 228,306 257,201
354 434 -
746,162 786,445 881,083
Maintain a quality workforce through effective recruitment and retention efforts - (SVP 4)
Support positive Town culture through delivering HR services in a timely manner which meet the needs of employees -
(SVP 4)
Facilitate leadership and employee development through providing educational tools, resources, and training to support employee
growth - (SVP 4)
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Number of employees hired
Terminations
Applications Received
Full-Time Turnover
Time to hire (days)
Employee participation in wellness benefits
EFFICIENCY / EFFECTIVENESS MEASURES
ACTIVITY DEMAND / ACTIVITY WORKLOAD
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
TOTAL
TOWN OF PROSPER
DIVISION:
Human Resources
PROGRAM DESCRIPTION
DEPARTMENT:
Administration
The Human Resources Department assists departments in hiring and managing great talent to support the goals of the Town.Specific
services offered include training and development,a comprehensive benefit program, performance review and improvement,
employee engagement, and recognition.
General Fund Page 13
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
0.75 0.75 0.75
4.75 4.75 4.75
HR Manager
Human Resources
HR Specialist
Payroll Specialist
TOTAL
HR Director
DEPARTMENT:
Administration
PERSONNEL SUMMARY
HR Generalist
TOWN OF PROSPER
DIVISION:
Human Resources Director
Human Resources Generalist
Human Resources Specialist
Human Resources Manager
Payroll Specialist
General Fund Page 14
•
•
•
•
•
•
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
304 295 350
211 114 200
515 409 550
32 35 40
2,750 3,000 3,200
8,730 9,000 9,200
1,937 2,000 2,050
Refine and enforce SLA thresholds for Help Desk and GIS services - (SVP 4 )
Continue rollout of formal cybersecurity program - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Average help desk tickets opened per month (Operations)
Tyler EP&L Webmap average daily hits
Cityworks Web Map average daily hits
Average help desk tickets opened per month (Data & GIS)
Average help desk tickets opened per month (Combined)
TOWN OF PROSPER
DEPARTMENT:
Administration
DIVISION:
Information Technology
PROGRAM DESCRIPTION
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Integrate data transmission (fiber) and data center infrastructure (server duster & networking hardware) into the CIP - (SVP 1)
Integrate the Capital Improvement Program (CIP) into the GIS - (SVP 1)
Continued to manage the Tyler ERP implementation and help to ensure project success - (SVP 4)
Public Web map average daily views
Internal Web map average daily views
Provide field staff training and access to GIS tools and platforms - (SVP 4)
Open data portal with interactive maps and dashboards - (SVP 4)
Completion of onboarding Facilities to Cityworks - (SVP 4)
GIS integration with Disaster/Emergency Preparedness & Resilience plans - (SVP 4)
Complete migration of department and user folders to SharePoint / OneDrive - (SVP 4)
Establish data governance program and policies - (SVP 4)
The Information Technology Department supports key systems for all Town departments including critical public safety operations as well
as directing, planning, supporting, and coordinating all activities related to the acquisition, installation, maintenance, and administration of
the Town's technical infrastructure, information, asset management, location intelligence and analytics, telephone, network, and records
management resources and systems.
General Fund Page 15
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
280 301 350
198 121 200
99%99%99%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1,236,625 1,391,115 1,519,005
1,360,471 1,846,462 1,529,925
127,781 160,850 -
33,090 37,334 12,745
2,757,967 3,435,761 3,061,675
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
0.50 0.50 1.00
1.00 1.00 1.00
3.00 3.00 3.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
11.50 11.50 12.00
Information Technology Manager
Help Desk Technician I
Help Desk Technician II
TOTAL
Technical Project Manager/Business Systems Analyst
GIS Analyst I
GIS Analyst II
GIS & Data Manager
Business Systems Analyst
Director of Information Technology
Administrative Assistant
Administration
PERSONNEL SUMMARY
Operations
Capital
VERF Charges for Services
TOTAL
Personnel
EXPENDITURE SUMMARY
DIVISION:
EFFICIENCY / EFFECTIVENESS MEASURES
Average help desk tickets closed per month (Operations)
DEPARTMENT:
Information Technology
TOWN OF PROSPER
Average help desk tickets closed per month (Data & GIS)
I.T. Systems availability (uptime)
General Fund Page 16
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Information Technology
Director of Information Technology
GIS & Data Manager
Business Systems Analyst
GIS Analyst I
GIS Analyst II
Administrative Assistant Assistant Director
Help Desk Technicians (3)
Help Desk Technician II
Technical Project Manager/Business Analyst
General Fund Page 17
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
5,388 5,514 5,789
388 599 628
101 108 113
170 180 189
4,411 5,098 5,352
189 200 210
1,227 1,062 1,115
1,871 1,924 2,020
Citizens Academy: 11 meetings | Avg. 20 participants
Teen Government Academy: 11 meetings | Avg. 15 participants
Mayor’s Youth Advisory Council: 9 meetings | Avg. 20 participants
Legislative Advocacy: Develop and implement strategies to effectively engage with local, state, and federal elected officials, conveying
the Town's legislative priorities and influencing the legislative process. - (SVP 4)
88 92 92
MyProsper Mobile App Downloads (per year)
Community Engagement Opportunities:
Resident Update Subscribers
Graphic Design Requests
MyProsper Mobile App Service Requests Submitted
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Social Media Posts
Communication Help Tickets Resolved
Videos Produced
Digital Publications Created
External Communication: Deliver relevant, accurate, and timely information to residents and stakeholders through a multi-channel
communication approach. - (SVP 4)
Internal Communication: Establish and enhance effective communication tools for the Town Council and staff to ensure seamless
internal operations. - (SVP 4)
Crisis Communication: Ensure residents are informed and the Town's organizational stability is protected during emergencies - (SVP 4)
Community Engagement: Foster a strong sense of connection and involvement among residents and stakeholders by encouraging
active participation in local government programs and activities. - (SVP 4)
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
TOWN OF PROSPER
DEPARTMENT:
Administration
PROGRAM DESCRIPTION
Communications & Community
Engagement
DIVISION:
The Communications &Community Engagement (CCE)Department is committed to delivering exceptional service to residents,staff,
media, and the broader community by sharing accurate and timely information across a variety of platforms.Our mission is to promote
transparency and foster public trust by keeping the Prosper community informed about Town news,services,programs, and events.
The CCE department leads both internal and external communication efforts, overseeing media relations, newsletters, social media,
photo and video content, the Town website, printed and digital publications,and community engagement initiatives.Through these
channels, the CCE team ensures consistent and effective messaging that reflects the values and priorities of the Town of Prosper and
the Town Council.
General Fund Page 18
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
618,487 792,006 831,606
66%68%69%
8 9 9
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
657,408 487,231 541,575
172,504 207,836 207,836
346 834 -
830,258 695,901 749,411
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
-1.00 1.00
1.00 --
1.00 1.00 1.00
0.50 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
4.50 5.00 5.00
MyProsper Mobile App Requests - Average Number of Days to Close
TOWN OF PROSPER
DEPARTMENT:
Administration Communications & Community
Engagement
EFFICIENCY / EFFECTIVENESS MEASURES
Resident Update Enews Open Rate
Social Media Engagement Rate (Likes, Comments, Shares, Retweets)
DIVISION:
Administration Assistant
TOTAL
PERSONNEL SUMMARY
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
TOTAL
Community Engagement Coordinator
Communications Director
Communications Manager
Senior Communications Specialist
Communications Specialist - Graphic Design
Communications Director
Administrative Assistant Sr. Communications Specialist Communications Specialist Community Engagement Coordinator
General Fund Page 19
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
3,414 4,100 4,300
778 800 900
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
3,817 3,900 4,000
404 500 600
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
300,796 384,322 415,306
126,941 171,876 226,776
-1,134 -
427,737 557,332 642,082
Timely file, disposition and dispose of matters pending before the court - (SVP 4)
Responsible for accurate revenue collection and reporting - (SVP 4)
Efficient record management and activity reporting to a number of state agencies - (SVP 4)
Handling and processing delinquent cases for warrant and collections - (SVP 4)
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
TOTAL
Cases Closed (citations, citizen complaints, incident reports)
EFFICIENCY / EFFECTIVENESS MEASURES
Warrants Closed/Cleared (arrests and Capias pro fine)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Cases Filed
Warrants Issued
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Municipal Court
PROGRAM DESCRIPTION
The Municipal Court processes criminal class C misdemeanors filed by the Prosper Police Department and code
enforcement.Civil matters such as property hearings to determine ownership of recovered stolen property are also handled
by the Court.The Court is responsible for ensuring that all persons with matters before the judge are treated professionally,
courteously, and most importantly,fairly.Court staff is available to assist customers by providing knowledge and quality
information to defendants pertaining to court procedures, hearings and/or trials.The Court is a legal forum used to protect
the legal rights of defendants and victims by following the laws of the United States, the State of Texas, and laws
implemented by the Town of Prosper.
General Fund Page 20
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 2.00 2.00
1.00 1.00
0.50 0.50 0.50
1.00 --
3.50 4.50 4.50TOTAL
PERSONNEL SUMMARY
Court Administrator
Court Clerk
Judicial Clerk/Youth Diversion Coordinator
Marshal (Part-Time)
Senior Court Clerk
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Municipal Court
Finance Director
Assistant Finance
Director
Court Administrator
Judicial Clerk/Youth
Diversion
Coordinator
Court Clerk (2)
Marshal (PT)
General Fund Page 21
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
58 (551,803) (113,017)
1,004,249 938,702 1,371,902
750,232 571,270 986,141
-1,125,000 710,000
1,754,539 2,083,169 2,955,026
EXPENDITURE SUMMARY
Personnel/(Projected Fund Salary Savings)*
The Non-Departmental budget supports the Town's property insurance and estimated Chapter 380 economic development agreements.
Projected salary savings for the General Fund are also accounted for in this division.
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Non-Departmental
PROGRAM DESCRIPTION
*Includes assumption of 2.5% of salary savings budgeted in this division
TOTAL
Operations
Developer Agreements
Transfers
General Fund Page 22
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
24,281 28,720 31,054
11,875 12,802 13,843
12,406 15,925 17,219
1,831 2,125 2,298
277 239 258
469 440 476
1,023 1,005 986
3,498 4,416 4,775
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Calls for service (Police Dept. calls only)
The Prosper Police Department’s top priority is to reduce crime and disorder through prevention and/or apprehensive, intelligence-led
policing, and proactive field operations. We accomplish this by leveraging crime analysis, a structured and tiered response model, and
real-time data to guide our decisions and deployments.
Utilizing the Stratified Policing framework, our officers are equipped with actionable intelligence and supported by advanced technology
such as ALPRs, Realtime Crime Center Software, and drones, allowing them to respond to incidents with greater precision and
awareness. Internal dashboards provide ongoing analytical insights and facilitate improved internal communications across command
and operational teams.
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration
Felony Offenses resulting in arrest
Misdemeanor Offenses resulting in arrest
Our Department is committed to forging strong interagency partnerships and fostering community collaboration. We conduct thorough
post-incident investigations, ensuring swift apprehensions and successful prosecutions. Our resource deployment is both strategic and
responsive, aimed at minimizing the impact of crime and maintaining public confidence.
Guided by the core values of Character, Competence, Compassion, Courage, and Commitment, we continually strive to make Prosper
a secure and welcoming place to live, work, and visit—delivering public safety services that reflect both innovation and accountability.
Citizen initiated calls
Officer initiated calls
Criminal investigations (reported/investigated)
Major & Minor crashes
Citations
The Prosper Police Department delivers comprehensive law enforcement and community policing services to the residents,
businesses, organizations, and visitors of Prosper.Our mission remains the protection of life and property,the preservation of
public peace, and the consistent delivery of community service with the utmost professionalism, integrity, and ethical standards.
These goals are achieved through our dedicated personnel, strategic deployment of resources, and forward thinking use of
technology.
We provide 24-hour law enforcement and emergency communication services,ensuring rapid response and high visibility in the
community.Under the leadership of Chief Doug Kowalski,the Department maintains its status as an accredited agency under the
Texas Police Chiefs Association Foundation (TPCAF)Best Practices Recognition Program, demonstrating our commitment to
excellence in law enforcement.
The Prosper Police Department has embraced a data-driven, evidence-based crime reduction model known as Stratified Policing.
This model underpins our operational and strategic efforts,guiding how we prioritize and respond to crime trends using real-time
information.To support this model,we employ a suite of modern technologies including Automatic License Plate Readers (ALPRs),
a Realtime Crime Center Software platform, unmanned aerial systems (drones), and internal dashboard systems that enhance
interdepartmental communication, transparency, and situational awareness.These technologies enable us to act proactively,
reduce crime,and strengthen community trust.
Administration, Criminal Investigations, Support Services
General Fund Page 23
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
6:24 6:30 6:00
689 576 463
161 164 167
528 412 296
16.17 12.50 10.05
3.78 3.56 3.62
12.39 8.94 6.42
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
6,027,861 6,874,755 11,574,609
1,559,998 1,791,352 3,427,515
1,053,498 319,815 289,354
258,634 280,510 444,883
8,899,991 9,266,432 15,736,361
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 2.00 2.00
6.00 6.00 6.00
11.00 11.00 11.00
8.00 8.00 8.00
--1.00
7.00 8.00 8.00
27.00 31.00 35.00
61.00 67.00 72.00
1.00 1.00 1.00
1.00 1.00 2.00
1.00 1.00 1.00
1.00 1.00 1.00
-1.00 1.00
2.00 2.00 2.00
-1.00 1.00
1.00 1.00 1.00
7.00 9.00 10.00
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration
TOTAL CIVILIAN PERSONNEL
EXPENDITURE SUMMARY
Corporal
Auto Theft Prevention Coordinator
VERF Charges for Services
TOTAL
EFFICIENCY / EFFECTIVENESS MEASURES
Response time (minutes)
Capital
Total Part 1 Crimes per capita 1,000
Violent crimes per capita 1,000
Property crimes per capita 1,000
Personnel
Operations
Administrative Assistant
Records Clerk
Crime Analyst
Case Manager/Records Coordinator
Total Part 1 Crimes
Violent crimes
Property Crimes
SWORN
TOTAL SWORN PERSONNEL
CIVILIAN
Police Chief
Assistant Police Chief
Lieutenant
Sergeant
PERSONNEL SUMMARY
Detective
Police Officer
Crime Victim Advocate
Senior Administrative Assistant
Case Management Specialist
Public Safety Officer
Administration, Criminal Investigations, Support Services
General Fund Page 24
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration
Police Chief
Assistant Police Chief Bureau of Field of Operations
Administrative Assistant Crime Analyst
Lieutenant (4)
Sergeant (8)
Corporal (8)
Police Officers (24) Police Officers -Traffic Unit (4)
Assistant Police Chief Bureau of Specialized Services
Lieutenant Criminal Investigations
Crime Victim Advocate
Case Manager/ Records Coordinator
Case Management Specialist
Sergeant (3)
Detective (7)
Police Officers K9/DICE Unit (2)
Lieutenant Support Services
Detective
Police Officer Community
Public Safety Officer
Records Clerk
Reserve Officers, Chaplains, Volunteers
9-1-1Communications Manager
Senior Administrative Assistant
Administration, Criminal Investigations, Support Services
General Fund Page 25
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
28,883 33,078 36,385
50,732 51,129 56,242
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
97%99%99%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1,448,988 1,596,525 1,785,490
144,877 201,297 202,093
-308 462
1,593,865 1,798,130 1,988,045
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Diligently and systematically gather information necessary to ensure a safe and effective response for callers and first
responders - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration 9-1-1 Communications
PROGRAM DESCRIPTION
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Calls for Service
Total Telephone Calls 9-1-1 + Non-Emergency calls
EFFICIENCY / EFFECTIVENESS MEASURES
Answering all 9-1-1 Calls within 10 seconds
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
TOTAL
The 9-1-1 Communications Division contributes to the safety and well-well being of Prosper with efficient and professional
communication services.
General Fund Page 26
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
-1.00 1.00
4.00 4.00 4.00
4.00 4.00 4.00
6.00 7.00 7.00
15.00 17.00 17.00TOTAL
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration 9-1-1 Communications
PERSONNEL SUMMARY
9-1-1 Communications Manager
9-1-1 Communications CAD Supervisor
9-1-1 Communications Supervisor
9-1-1 Communications Lead
9-1-1 Communications Officer
Assistant Chief of Police Bureau of Specialized Services
9-1-1Communications Manager
9-1-1Communications CAD Supervisor
9-1-1Communications Supervisor (4)
9-1-1Communications Lead (4)
9-1-1Communications Officer (7)
General Fund Page 27
•
•
•
•
•Enhance core competencies and skills through advanced training – (SVP 4)
•
•Ensure Fiscal Responsibility – (SVP 4)
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
4,485 4,850 5,100
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
0:45 0:45 1:00
6:08 6:10 4:00
3:53 3:56 10:00
13:59 14:00 20:00
15:33 14:39 20:00
100%100%100%
100%100%100%
Average Response Time to Emergency Scene
EMS Chest Pain at Patient to 12-lead ECG
EMS Average Scene Time for Stroke Patients
EMS Average Scene Time for MI/STEMI Patients
Percent of Minimum 20 Training Hours per Month per Member
EFFICIENCY / EFFECTIVENESS MEASURES
Average Turnout Time
Percent of Outdoor Warning Sirens Successfully Tested
Monitor and plan accordingly for the rapid growth while meeting the immediate needs and planning for the future to maintain the highest
level of excellence – (SVP 4)
Continue to meet and exceed community expectation – (SVP 4)
Achieve operational excellence by providing adequate deployment – (SVP 4)
Continuing our commitment to a culture that is built on excellence, honesty, integrity, values, respect, accountability, and family – (SVP
4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Calls for Service to Emergency Incidents
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Protection of lives and property by providing a timely response to emergency incidents – (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Fire Services Operations
PROGRAM DESCRIPTION
The mission of the Prosper Fire Department is to be a model of a successful fire department, focusing on the protection of
life, property, and the environment.
The Prosper Fire Department is a group of dedicated professionals working together through our commitment to service and
excellence. We dedicate ourselves to the safety of our community by providing the highest level of service possible. We
strive for constant improvement to better serve the community and each other.
General Fund Page 28
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
8,060,657 7,422,736 12,787,590
1,164,207 1,471,416 1,705,855
195,273 91,628 91,629
615,907 361,253 556,045
10,036,044 9,347,033 15,141,119
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
3.00 3.00 3.00
12.00 12.00 15.00
1.00 1.00 1.00
1.00 1.00 1.00
12.00 12.00 15.00
1.00 1.00 1.00
1.00 1.00 1.00
37.00 37.00 45.00
5.00 5.00 -
1.00 1.00 1.00
76.00 76.00 85.00
Firefighter/EMT-Basics
TOTAL
Capital
Senior Administrative Assistant
Administrative Assistant
PERSONNEL SUMMARY
Division Chief of Training
Driver/Engineer
Emergency Management Coordinator
Fire Chief
Firefighter/Paramedic
Assistant Fire Chief
Battalion Chief
Captain
Division Chief of EMS
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
TOTAL
DEPARTMENT:
Fire Services Operations
TOWN OF PROSPER
DIVISION:
Fire Chief
Assistant Fire Chief
Division Chief EMS Division Chief Training Battalion Chief (3)
Captain (15)Driver/Engineer (15)
Firefighter/Paramedic (45)
Senior Administrative Assistant
Administrative Assistant
Emergency Management Coordinator
General Fund Page 29
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
3,105 3,530 4,100
13,200 11,900 14,500
522 405 490
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
98%85%90%
100%100%100%
100%100%100%
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Provide fire prevention services through public education programs and regular life safety inspections of businesses and places of
assembly - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Fire Services Marshal
PROGRAM DESCRIPTION
Businesses Inspected Annually
Fire Prevention, Total Students and Staff
Total Permits Issued
Provide public education services emphasizing fire safety - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Fire Prevention, Total Students and Staff
EFFICIENCY / EFFECTIVENESS MEASURES
Provide fire investigative services to determine the origin and cause of fires - (SVP 4)
Enforce fire and life safety codes through plan reviews for new construction, remodeling, and occupancy changes in commercial
buildings - (SVP 4)
Monitor and plan accordingly for the rapid growth while meeting the immediate needs and planning for the future to maintain the highest
level of excellence - (SVP 4)
Inspections (FM=Fire Marshal's Office / BV=Bureau Veritas)
Total Permits Issued
The Prosper Fire Marshal's office exists to prevent and reduce the incidents of fire by increasing the awareness and knowledge of the
citizens of Prosper through fire prevention and life safety.
General Fund Page 30
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
546,338 625,496 718,537
85,680 126,302 73,614
-87,917 -
10,035 8,360 12,540
642,053 848,075 804,691
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 2.00 2.00
4.00 5.00 5.00
TOWN OF PROSPER
DEPARTMENT:
Fire Services Marshal
EXPENDITURE SUMMARY
DIVISION:
TOTAL
Administrative Assistant
Deputy Fire Marshal
Fire Marshall
Fire Inspector/Investigator
Personnel
Operations
Capital
VERF Charges for Services
TOTAL
PERSONNEL SUMMARY
Fire Chief
Fire Marshal
Deputy Fire Marshal
Fire Inspector/Investigator (2)
Administrative Assistant
General Fund Page 31
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
4,293 3,826 3,700
781 641 600
32,821 28,876 25,000
3,957 4,071 3,600
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
30%27%30%
100%100%100%
58%54%70%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1,825,234 2,159,637 1,994,583
100,583 533,265 246,120
28,248 14,044 24,554
1,954,065 2,706,946 2,265,257
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Development Services Building Inspections
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Total Permits Issued
Single Family Permits Issued
Plan Reviews Completed
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Continue to complete all requested inspections on a daily basis - (SVP 4)
Work to increase the number of first time approvals during plan review by providing contractors with the necessary tools and
information to be successful - (SVP 4)
Strive to increase the number of ICC certified personnel on staff - (SVP 4)
EXPENDITURE SUMMARY
Personnel
EFFICIENCY / EFFECTIVENESS MEASURES
Percent of residential reviews that are re-reviews
Ensure that all inspections are completed on a daily basis (no roll overs)
Have ICC certified or TSBPE licensed staff completing tasks at each step in permitting
process (inspections, plan review, and front-counter services)
Inspections Performed
Capital
VERF Charges for Services
TOTAL
Building Inspections is a Division of the Department of Development Services.The Division provides professional services to ensure the
safety and welfare of the general public by enforcing building,electrical,plumbing and mechanical codes and ordinances within the
Town.The Division’s personnel conduct plan review prior to the issuance of permits and on-site inspections to verify code compliance
throughout the construction process.
General Fund Page 32
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
7.00 7.00 7.00
1.00 1.00 1.00
1.00 1.00 1.00
3.00 3.00 3.00
1.00 1.00 1.00
1.00 1.00 1.00
3.00 3.00 3.00
1.00 1.00 1.00
2.00 2.00 2.00
20.00 20.00 20.00
Development Services Building Inspections
TOWN OF PROSPER
DIVISION:
Plans Examiner
Senior Building Inspector
TOTAL
Building Inspector
Building Official
Chief Building Inspector
Permit Technician
Plans Examiner Manager
PERSONNEL SUMMARY
Permit Technician Manager
Plans Coordinator
DEPARTMENT:
Director of Development Services
Building Official
Chief Building Inspector
Senior Building Inspector (2)
Building Inspector (7)
Permit Technician Manager
Plans Coodinator
Permit Technician (3)
Plans Examiner Manager
Plans Examiner (3)
General Fund Page 33
•
•
•
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1,080 1,500 1,800
50 50 95
650 680 680
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
90%90%90%
95%95%95%
95%95%95%
85%90%95%
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Development Services Health & Code Compliance
EFFICIENCY / EFFECTIVENESS MEASURES
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Strive to ensure fundamental codes are enforced that will enhance and increase appeal for residents, visitors, and businesses - (SVP 2)
Maintain an equitable, expeditious, and effective common-sense approach of enforcing town codes and ordinances - (SVP 2)
Continue to recommend modifications and enhancements to town codes and ordinances that will improve beautification efforts - (SVP 2)
Achieve operational excellence by providing adequate deployment – (SVP 4)
Continue to provide onsite food safety training, pool operation, safety and education during various types of Health Inspections and Follow
Ups - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Courtesy notices sent to property owners
Inspect all annual food establishments twice per year
Respond to and investigate complaints within same day or within 24 hours
As part of the annual registration and inspection program, require abatement/corrections of
multifamily inspection issues within 15 days
Proactively notify all property owners along major and minor thoroughfares seeking compliance
of the high grass and weeds ordinance
Prioritizing main corridors and thoroughfares to promote pride, cleanliness and enhance landscaping improvements through inspections -
(SVP 3)
Create and promote the use of door hangers for High Weeds and Grass as an educational tool to increase awareness and voluntary
compliance - (SVP 4)
Maintain customer friendly and personal Town services - (SVP 4)
Citations Issued
Heath Inspections, including new and reinspection's
Code Compliance is a division of the Department of Development Services and provides services to maintain and promote the health,
safety, welfare, and property values in Prosper.Staff strives to achieve voluntary compliance of the various land use and nuisance codes
through consistent education with all stakeholders while applying codes fairly.The Health component of the Division works with all food
establishments, childcare facilities,schools,mobile food vendors and operators of public/semi-public pools, spas, and PIWF's to ensure
the safety and cleanliness of the facilities.Eliminating risk factors that contribute to food borne illness is the goal of performing regular risk-
based health inspections.
General Fund Page 34
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
382,414 363,314 481,614
147,791 421,090 365,542
(12)--
11,638 10,216 15,324
541,831 794,620 862,480
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
3.00 3.00 3.00
5.00 5.00 5.00
DEPARTMENT:
Development Services Health & Code Compliance
EXPENDITURE SUMMARY
DIVISION:
TOTAL
Health and Code Compliance Manager
Health and Code Compliance Officer
Code Compliance Officer
Personnel
Operations
Capital
VERF Charges for Services
TOTAL
PERSONNEL SUMMARY
TOWN OF PROSPER
Director of Development Services
Health and Code Compliance Manager
Health and Code Compliance Officer
Code Compliance Officer (3)
General Fund Page 35
•
•
•
•
•
•
•
•
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
152 111 125
20 14 15
-1 -
33 32 45
176 111 100
1 1 5
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Development Services Planning
Ensure that new development is attractive and creates or enhances Prosper's sense of place - (SVP 3)
Establish an overlay within the Unified Development Code - (SVP 2)
Maintain high-quality development consistent with Town's standards and codes - (SVP 2)
Encourage redevelopment within the Downtown - (SVP 2)
Ensure that new development is attractive and creates or enhances Prosper's sense of place - (SVP 2)
Develop corridors linking major development nodes - (SVP 3)
Planning is a division of the Department of Development Services and provides professional expertise in the areas of planning, zoning,
land use and strategic decision-making to elected and appointed officials, Town management, citizens, and developers to ensure the
future quality of life in the Town of Prosper. Primary responsibilities of the Planning staff include implementing the Comprehensive Plan,
the Zoning Ordinance, and the Subdivision Ordinance to achieve the desired objectives of the Town. The division responds to
development-related requests, facilitates the development application process, and is responsible for developing reports and
recommendations to the Town Council, the Planning & Zoning Commission, and the Board of Adjustment. These requests include
applications for Zoning changes, Subdivision Plats, Site Plans and Variances.
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Revitalize Prosper Downtown consistent with the Vision and Master Plan - (SVP 2)
Develop the Dallas North Tollway corridor consistent with the Vision and Master Plan - (SVP 3)
Provide exceptional reviews on any new development - (SVP 4)
Have a strong working partnership with Prosper ISD - (SVP 4)
Update Town's standards and codes to upkeep with current trends - (SVP 4)
Continuous improvement based on best practices and benchmarking in accordance with the Matrix recommendations - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Number of pre-apps on future development
Number of incomplete submittals due to completeness and quality review
Number of amendments to the zoning and subdivision ordinance, and other ordinances and
plans to stay current with trends and desired standards.
Maintain high-quality development consistent with Town's standards and codes - (SVP 3)
Development Cases
Zoning Cases
Comprehensive Plan Amendments
General Fund Page 36
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
80%50%85%
85%85%85%
55%30%80%
25%25%25%
25%20%30%
85%85%95%
80%100%100%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
719,734 757,104 845,127
69,080 103,450 109,450
1,945 924 1,386
790,759 861,478 955,963
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
7.00 7.00 7.00
Return phones calls/emails within 24 hours
Continuing education/training for staff development to provide enhanced services to other
departments/public.
EXPENDITURE SUMMARY
Personnel
TOWN OF PROSPER
DEPARTMENT:DIVISION:
EFFICIENCY / EFFECTIVENESS MEASURES
Review completeness and quality applications within 48 hours of submittal
Director of Development Services
Senior Administrative Assistant
Planning Manager
Operations
VERF Charges for Services
TOTAL
TOTAL
Review all 1st round of submittals within 10 days.
Return pre-app meetings notes within a week.
Place Development submittals on Planning & Zoning Commission agenda within 30 days of
receipt of application
Place Zoning submittals on Planning & Zoning Commission agenda within 60 days of receipt
of application
Landscape Development Planner
Senior Planner
Planner
Planning Technician
Development Services Planning
PERSONNEL SUMMARY
Director of Development Services
Senior Administrative Assistant Planning Manager
Landscape Development Planning Senior Planner Planner Planning Technician
General Fund Page 37
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1,258 798 1,120
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
90%95%95%
100%100%100%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1,038,180 1,133,820 1,476,236
2,089,951 2,137,650 2,455,204
131,649 --
62,856 39,940 68,716
3,322,636 3,311,410 4,000,156
Operate under an organizational culture that values innovation, productivity, responsibility, and accountability that
empowers managers and employees - (SVP 4)
PROGRAM DESCRIPTION
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Maintain a top quality workforce with competitive compensation - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Public Works Streets
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Number of Work Orders
Provide traffic control during special events and provide public services messages - (SVP 4)
Ensure proper operation of school zone flashers and speed boards by maintenance and repair - (SVP 4)
EFFICIENCY / EFFECTIVENESS MEASURES
Repair street signs & regulatory signage within four hours of initial contact
Respond to icy road conditions within two hours
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
Capital
TOTAL
The Streets Division is responsible for the repair and maintenance of streets,sidewalks, alleys,and signage.The Division rebuilds
asphalt streets,makes minor street and alley repairs, builds and repairs sections of sidewalk and curbs, sweeps streets,and sands
driving surfaces during icy weather.The Streets Division also provides the electrical expenditures associated with providing street
lights and traffic signals within Town limits.
General Fund Page 38
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
2.00 2.00 2.00
2.00 2.00 2.00
4.00 4.00 4.00
1.00 1.00 1.00
1.00 1.00 1.00
-1.00 1.00
--1.00
--1.00
1.00 1.00 1.00
1.00 1.00 1.00
12.00 13.00 15.00
Streets
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Streets Supervisor
TOTAL
PERSONNEL SUMMARY
Crew Leader - Streets
Heavy Equipment Operator
Utility Worker
Signals/Signs Supervisor
Public Works
Crew Leader - Traffic
Traffic Signals Technician
Signs and Markings Technician
Fleet Coordinator
Streets Superintendent
Director of Public Works
Streets Superintendent
Streets Supervisor
Crew Leader -Streets (2)
Heavy Equipment Operator (2)
Utility Worker (4)
Traffic Supervisor
Crew Leader -Traffic
Signs and Markings Technician
Traffic Signal Technician
Fleet Coordinator
General Fund Page 39
•
•
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
100%100%100%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
100%100%100%
Work with Town staff and other groups to make sure that parking is available in the Town Hall parking lot for Downtown events - (SVP
2)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Public Works Facilities
PROGRAM DESCRIPTION
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Work to improve the use and development of the Town's facilities through planning and building new structures to meet town needs,
such as Fire Station #4 and the Public Works/Parks buildings - (SVP 1)
Work to properly maintain and manage current buildings with improved environmental systems including rooftop A/C units on Town
Hall, and repairs among other departments such as the Parks roof and parking area - (SVP 1)
Maintain internal systems so they are always functioning properly as well as minimizing breakdowns - (SVP 4)
Ensure inspections of elevators and other life safety devices making sure they are up to date such as fire sprinkler systems - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Completion of scheduled preventative maintenance like filters and belts.
Completion of maintenance requests and planned projects.
EFFICIENCY / EFFECTIVENESS MEASURES
Completing construction projects and assignments under budget and within
timeframes.
Tracking and completing workorders in a timely manner.
Maintain parking lots so they are safe and clean with proper lighting - (SVP 2)
Providing safe, clean, and comfortable buildings for the public and staff - (SVP 4)
Facilities Management provides for the maintenance and construction of the Town of Prosper facilities.Facilities core functions include
construction, maintenance and operations:Overseeing HVAC,electrical,plumbing and other building systems to ensure they function
properly.Optimizing space and ensuring safe and healthy operations in office spaces, workstations and common areas.Janitorial and
other services as needed, waste management and sanitation.Managing security and access controls and other asset security.
Managing venders and facilities contracts and costs.Initiating and managing construction of new and existing facilities including
ground up and remodels.
General Fund Page 40
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
248,847 488,626 492,833
1,030,580 971,986 1,013,502
4,894 3,923 5,884
1,284,321 1,464,535 1,512,219
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
-1.00 1.00
1.00 2.00 2.00
1.00 1.00 1.00
3.00 5.00 5.00
Personnel
TOWN OF PROSPER
Facilities Construction Manager
Facilities Maintenance Technician
Facilities Manager
TOTAL
Operations
VERF Charges for Services
TOTAL
PERSONNEL SUMMARY
Facilities Advanced Maintenance Technician
DEPARTMENT:DIVISION:
Public Works Facilities
EXPENDITURE SUMMARY
Assistant Town Manager
Facilities Construction Manager Facilities Manager
Facilities Advanced Maintenance Technician
Facilities Maintenance Technician (2)
General Fund Page 41
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
17 18 18
825 100 -
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
634 655 741
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
660,790 880,237 985,245
545,530 559,046 432,743
3,774 2,370 3,555
1,210,094 1,441,653 1,421,543
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Community Services Park Administration
Work with the developing community and other organizations to develop our park system - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Provide adequate park land to meet Towns existing and future needs (Master Plan LOS 11.25-
20.5 acres per 1,000 population)
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Provide long range planning as well as implementation of the Parks and Recreation Master Plan to meet the parks,trails, and facility
needs of the Towns residents - (SVP 4)
Provide park design and construction of parks that meets the needs of the community as well as enhances the value ofthe property
surrounding the park - (SVP 4)
Continue to pursue funding assistance and grants for park CIP projects - (SVP 4)
EXPENDITURE SUMMARY
Personnel
Review of private development Landscape Plans and Tree Preservation plans (Parks Admin is
no longer responsible for this review work; it’s now done by
Development Services)
EFFICIENCY / EFFECTIVENESS MEASURES
Total acres of park land within the Town both developed and undeveloped
Operations
VERF Charges for Services
TOTAL
The Park Administration Division oversees and administers all of the Parks and Recreation departmental activities.The division is
also responsible for marketing of the department, programs,activities and special events.They also manage the planning and
construction of parks and trails.The division reviews the landscape,irrigation and tree preservation plans to ensure compliance with
Town ordinances.
General Fund Page 42
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
--1.00
1.00 1.00 -
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
-0.50 0.50
1.00 --
1.00 --
-1.00 1.00
6.00 5.50 5.50
Senior Administrative Assistant
DEPARTMENT:DIVISION:
Community Services Park Administration
PERSONNEL SUMMARY
TOWN OF PROSPER
Park Planner
Park Planning Manager/Assistant Director
Park Planning Manager
TOTAL
Administrative Assistant
Assistant Director of Parks and Recreation
Director of Parks and Recreation
Marketing Coordinator
Senior Park Planner
Director of Parks and Recreation
Park Planner -PT Senior Administrative Assistant Marketing Coordinator Assistant Director
Park Planning Manager
General Fund Page 43
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
10,200 10,300 11,288
335 439 540
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
4 3 4
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
2,086,206 2,530,361 2,750,331
2,269,923 2,271,235 2,798,103
155,022 103,312 96,000
125,864 79,538 129,971
4,637,015 4,984,446 5,774,405
Continuing to support Town events - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Community Services Park Operations
PROGRAM DESCRIPTION
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Continuing to maintain the Town’s landscape and open space at a high level - (SVP 4)
VERF Charges for Services
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Maintain and prepare game and practice facilities to meet the local sports league needs for
available space (number of participants)
Acres of park land maintained
EFFICIENCY / EFFECTIVENESS MEASURES
Maintain playgrounds that meet the latest American Society for Testing and Materials (ASTM)
and Consumer Product Safety Commission (CPSC) guidelines
EXPENDITURE SUMMARY
Personnel
Operations
Capital
TOTAL
Work with outside groups who perform service projects to minimize staff time or provide
additional items (Goal: 2 projects per year)
The Park Operations Division manages the maintenance of the Town's parks, medians,trails,and open spaces.The Division also
prepares sports fields for practices, games, tournaments and assists with special events.
General Fund Page 44
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
4.00 4.00 5.00
3.00 3.00 3.00
1.00 1.00 1.00
5.00 5.00 5.00
1.00 1.00 1.00
1.00 -1.00
10.00 10.00 10.00
1.00 1.00 1.00
-1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
30.00 30.00 32.00
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Community Services Park Operations
Playground Technician
Administrative Assistant
TOTAL
Heavy Equipment Operator
Irrigation Crew Leader
Irrigation Technician
Maintenance Worker
PERSONNEL SUMMARY
Chemical Crew Leader
Chemical Technician
Crew Leader
Crew Leader/Shop Mechanic
Parks Operations Supervisor
Parks Superintendent
Assistant Parks Superintendent
Director of Parks and Recreation
Park Superintendent
Assistant Superintendent
Crew Leader/Shop Mechanic
Heavy Equipment Operator (5)
Maintenance Worker
Chemical Crew Leader
Chemical Technician (5)
Landscape Crew Leader
Playground Technician
Maintenance Worker (2)
Supervisor
Crew Leader (2)
Maintenance Worker (5)
Irrigation Crew Leader
Irrigation Technician
Maintenance Worker (2)
Administrative Assitant
General Fund Page 45
•
•
•
•
•
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
$327,457 $315,000 $345,000
134 142 160
111 116 122
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
86%89%90%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
321,714 292,011 282,139
476,303 447,386 226,801
798,017 739,397 508,940
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Community Services Park Recreation
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Number of classes and programs offered throughout the year
Increase participation in programs and recreation opportunities - (SVP 4)
Offer indoor programming in Town Hall and the 407 Rec Center - (SVP 4)
Creating partnerships to offer additional programming space for growing programs - (SVP 4)
Offer well attended community events, with new and original activities to increase participation. Adding an active adult’s expo,
P-Town Throwdown pickleball tournament, and enhancing current events - (SVP 4)
Working together with the local school district and youth sports associations, to ensure the community needs are being met - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Recreation revenue
Enhance the health and wellness of our community with the yearlong Mayor's Fitness Challenge and an inner-city competition with the Town
of Little Elm. - (SVP 4)
Offer new opportunities for active adult programming. - (SVP 4)
Offer Downtown community events to help increase foot traffic to the Downtown businesses. - (SVP 2)
Offer adaptive programs and events for families with children with special needs. - (SVP 4)
Working together with Downtown businesses to provide recreation programs for the community. - (SVP 2)
Personnel
Operations
TOTAL
Annual Pavilion Rentals
EFFICIENCY / EFFECTIVENESS MEASURES
Percent of classes/programs that meet attendance requirement
EXPENDITURE SUMMARY
The Park Recreation Division provides programs,activities,and special events that meet the needs of the residents.They also
manage field and pavillion rentals and assist sports groups in scheduling.
General Fund Page 46
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 -
-1.00 -
1.00 1.00 1.00
1.00 0.50 0.50
5.00 5.50 3.50
Recreation Attendant - Seasonal
TOTAL
PERSONNEL SUMMARY
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Community Services Park Recreation
Recreation Coordinator - Programs
Recreation Coordinator - Events
Recreation Manager - Events
Recreation Manager
Recreation Specialist
Director of Parks and Recreation
Recreation Manager -Events Recreation Manager
Recreation Coordinator -Programs
Recreation Specialist
Recreation Attendant
General Fund Page 47
•
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
12,500 13,600 15,500
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
--161,223
--385,275
- - 546,498
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
--1.00
--1.00
0.00 0.00 2.00
Pursue sponsorship opportunities to increase financial sustainability and community investment in events - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Community Services Special Events
PROGRAM DESCRIPTION
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Increase Community Participation in events through marketing and targeted outreach - (SVP 4)
Develop mutually beneficial partnerships with local businesses, nonprofits, and civic organizations to enchance event offerings - (SVP
2)
Reimagine traditional events by incorporating innovative elements, interactive programming, and culturally relevant themes - (SVP 4)
Ensure all events are welcoming and accessible, with specific accommodations for families and children with special needs - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Attendance of annual Town events (Contract partnered events not included)
EXPENDITURE SUMMARY
Personnel
Special Events Specialist
TOTAL
Operations
TOTAL
PERSONNEL SUMMARY
Special Events Manager
Coordinate with downtown business and the Prosper Economic Development Corporation to align event timing and offerings to
maximize visibility, engagement, and economic benefit - (SVP 2)
Director
Special Events Manager
Special Events Specialist
The Special Events Division plans, coordinates, and manages community events that bring residents together.These events include
seasonal festivals, concerts, holiday celebrations, and other public gatherings.The division works to foster community pride, support
local businesses, and enhance the quality of life for Prosper residents through inclusive,safe, and memorable experiences
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
64,197 72,600 77,000
166,635 167,000 171,000
--18,000
15,415 16,000 17,000
11,326 13,300 15,000
750,000 1,020,000 1,400,000
34,691 33,000 35,000
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
41,660 44,992 46,087
27.2%29.6%32.5%
4.00 3.71 3.71
--0.39
1.54 1.61 1.67
18.00 22.7 30.4
0.83 0.73 0.76
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
723,210 808,759 935,954
113,746 154,640 158,898
809 526 788
837,765 963,925 1,095,640
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Continue to provide excellent municipal services. – (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Community Services Library
PROGRAM DESCRIPTION
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Library Visits
EFFICIENCY / EFFECTIVENESS MEASURES
Physical items circulated
E-books circulated*
Program attendance
Library card holders
Collection Size (Digital Consortium)
CollectionSize (Physical)
*tracking started in Q3 of FY25
Holdings per capita (Digital Consortium)
Holdings per capita (Physical)
TOTAL
Library visits per capita
*Population
*tracking started in Q3 of FY25
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
Library card holders as a % of population
Physical item circulation per capita
E-books circulated per capita*
The Prosper Community Library serves as a cornerstone of learning, literacy, and community connection for all Prosper-area
residents.The library provides equitable access to high-quality resources that support education, intellectual curiosity,and lifelong
learning.Visitors will find a clean,well-organized, and welcoming environment designed for discovery and engagement.The library’s
diverse collection includes books, audiobooks, and digital materials in multiple formats.Good lighting,comfortable seating, updated
technology, and inviting spaces make exploration accessible and enjoyable.As a community hub, the library cultivates connection
through social interaction,civic engagement, and a wide range of programs and cultural experiences for individuals and families.
General Fund Page 49
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
--1.00
1.00 1.00 1.00
1.50 1.50 1.50
1.00 1.00 1.00
1.00 1.00 -
--1.00
2.00 3.00 3.00
5.00 4.50 4.50
11.50 12.00 13.00
Library Clerk
TOTAL
PERSONNEL SUMMARY
Circulation Supervisor
Library Director
Youth Services Librarian
Technical Services Coordinator
Administrative Assistant
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Community Services
Librarian
Library Assistant
Library
Library Director
Circulation Supervisor
Library Clerk -PT (7)
Library Assistant (3)
Youth Services Librarian Librarian Youth Services Librarian -(PT)Technical Services Coordinator
General Fund Page 50
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
720 700 650
7,500 7,500 7,500
-125 150
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
70%85%95%
90%92%95%
98%98%98%
98%98%99%
100%100%100%
-90%100%
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
2,496,790 2,415,611 2,555,792
147,843 117,235 153,179
13,359 9,008 -
2,657,992 2,541,854 2,708,971
Respond to contractors request for information within 3 working days - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Engineering Engineering
PROGRAM DESCRIPTION
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Review all development plans submitted within 10-day turnaround - (SVP 1)
Meet all benchmark schedules for design, land acquisition, utility relocation and construction for CIP projects - (SVP 1)
Complete daily inspection reports on all Town CIP projects - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Number of plan reviews for developments and subdivisions to construction
Conduct and document daily inspection of all CIP and Town Infrastructure
improvements*
EFFICIENCY / EFFECTIVENESS MEASURES
Review all development plans submitted within 10-day turnaround
Complete daily inspection reports on all Town CIP projects
EXPENDITURE SUMMARY
Personnel
Operations
VERF Charges for Services
TOTAL
Approve monthly pay applications within 5 days of satisfactory submittal - (SVP 4)
Number of Traffic engineering related requests, including signs, markings,
signal operations and safety studies.
*Estimate based on 10 inspections per person x 250 days per year. Actual number of inspections will be tracked with implementation of
Energov software.
Respond to traffic inquiries, complaints or other traffic related incidents within 24 hours
Approve monthly pay applications within 5 days of satisfactory submittal
Respond to contractors request for information within 3 working days
Meet all benchmark schedules for design, land acquisition, utility relocation and
construction for CIP projects
The Town of Prosper Engineering Services Department provides full project management services for the planning, design, and
construction of all Town-funded projects and provides review services for all privately funded projects.
General Fund Page 51
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
0.50 0.50 0.50
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
2.00 2.00 2.00
3.00 3.00 3.00
1.00 1.00 1.00
2.00 2.00 2.00
1.00 1.00 1.00
3.00 3.00 3.00
-1.00 1.00
16.50 17.50 17.50
Engineering Engineering
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administrative Assistant
Assistant Director of Engineering Services - Capital Projects
Assistant Director of Engineering Services - Development
CIP Facilitator
CIP Program Manager
TOTAL
Civil Engineer
Construction Superintendent
Director of Engineering Services
Assistant Town Manager
Senior Engineer
Senior Traffic Engineer
Engineering Technician
PERSONNEL SUMMARY
Assistant Town Manager
Director of Engineering Services
Assistant Director -Capital Projects
CIP Program Manager
Construction Superintendent (3)
Senior Engineer (2)Civil Engineer CIP Facilitator
Administrative Assistant (PT)
Assistant Director -Development
Engineering Technician (2)
Senior Engineer
Civil Engineer
Senior Traffic Engineer
General Fund Page 52
UTILITY FUNDS
Utility Funds Description
The Water and Wastewater Fund accounts for all costs in providing water and wastewater services to residential
and commercial utility customers. The operations necessary to provide such services include Administration, Debt
Services, Water Purchases, and the treatment of wastewater. The operations of the Water and Wastewater Fund
are financed and operated in a manner similar to a private business enterprise where expenses (including
depreciation) of providing services are recovered primarily through user charges.
The Solid Waste Fund accounts for all costs in providing solid waste services to residential and commercial
customers. The operations necessary to provide such services include Administration and Trash Collection Services.
The operations of the Solid Waste Fund are financed and operated in a manner similar to a private business
enterprise where expenses (including depreciation) of providing services are recovered primarily through user
charges.
The Town's Stormwater Drainage Division is managed in a coordinated fashion by both the Town's Engineering and
Public Works Departments. Engineering selects consultants and contractors to design and construct major repairs
and improvements to the Town's stormwater systems, and reviews flood studies and drainage plans to ensure
conformance with Federal, State and Town codes. Public Works' stormwater and drainage crews maintain all
improved and unimproved drainage facilities within the Town to ensure the free flow of stormwater and to
minimize the probability of structure flooding. The Stormwater Drainage Division also administers the Phase II
Municipal Separate Stormwater System (MS4) Permit by implementing and managing programs to improve water
quality in accordance with regulatory requirements through public education, eliminating illicit discharges, and
control of construction site runoff.
An annual cash transfer from the Utility Funds to the General Fund is made for payment of administrative
overhead costs incurred. Administrative services, such as operations management, financial management,
purchasing, and payroll are included in this overhead charge.
Utility Funds Page 1
Revenue Category
Water &
Wastewater Solid Waste Stormwater
Drainage
Charges for Services 45,895,991 3,938,626 1,726,111
License, Fees & Permits 193,000 - -
Penalties 205,500 - -
Investment Income 350,000 3,500 8,000
Miscellaneous 691,700 - 25,000
Revenue Total $ 47,336,191 $ 3,942,126 $ 1,759,111
Other
Utility Funds Revenues
By Source
Water & Wastewater
89%
Solid Waste
8%
Stormwater
Drainage
3%
Utility Funds Page 2
Category FY 2026 Adopted % of Total
Administration 3,921,390 7.9%
Public Works 10,776,413 21.7%
Debt Service 7,227,903 14.5%
Water Purchases 15,819,798 31.8%
Sewer Management 6,035,065 12.1%
Trash Collection Svcs.3,445,196 6.9%
Transfers Out 2,055,658 4.1%
Capital 467,374 0.9%
Appropriation Total $49,748,797 100.0%
Utility Funds Appropriations
By Department
FY 2026 Preliminary - $49,748,797
FY 2025 Amended - $40,676,366
Administration
7.9%
Public Works
21.7%
Debt Service
14.5%Water Purchases
31.8%
Sewer Management
12.1%
Trash Collection
Svcs.
6.9%
Transfers Out
4.1%
Capital
0.9%
Administration
6.9%
Public Works
23.6%
Debt Service
12.1%Water Purchases
33.3%
Sewer
Management
13.0%
Trash Collection
Svcs.
7.0%
Transfers Out
3.5%
Capital
0.7%
Utility Funds Page 3
Fiscal Year Days Over Minimum Reserve Value of Each Day %
2020-2021 171 76,857$ 47.63%
2021-2022 112 94,564$ 31.01%
2022-2023 179 87,244$ 44.60%
2023-2024 160 76,326$ 37.96%
2024-2025 179 87,244$ 44.60%
2025-2026 180 103,095$ 43.71%
Water and Wastewater Fund
Net Assets
The Town shall strive to maintain a minimum ending working capital balance (current assets minus current
liabilities)of at least twenty-five percent (25%) of budgeted non-capital expenditures for each of the
proprietary funds.Net assets fluctuate based on user based charges and one-time capital needs,while
maintaining a minimum working capital.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
2021-2022
Actual
2022-2023
Actual
2023-2024
Actuals
2024-2025
Amended
2025-2026
Adopted
Utility Funds Page 4
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING
YEAR
2026-2027
PLANNING
YEAR
2027-2028
PLANNING
YEAR
2028-2029
PLANNING
YEAR
2029-2030
REVENUES Water Charges for Services 21,248,246 24,478,951 24,478,951 27,821,398 31,507,624 35,474,893 39,631,342 42,942,653
Wastewater Charges for Services 11,436,813 13,568,257 13,568,257 18,074,593 21,770,494 25,782,505 27,692,745 33,175,176
License, Fees & Permits 470,004 377,705 425,966 193,000 199,000 205,000 211,000 217,000
Water Penalties 234,715 186,900 214,083 205,500 205,500 205,500 205,500 205,500
Investment Income 1,627,438 450,000 450,000 350,000 350,000 350,000 350,000 350,000
Other 826,621 579,190 579,190 691,700 768,359 848,076 932,884 1,006,250
TOTAL REVENUES 35,843,838$ 39,641,003$ 39,716,447$ 47,336,191$ 54,800,977$ 62,865,974$ 69,023,471$ 77,896,579$
EXPENDITURES Administration 708,811 1,072,687 1,072,687 996,176 1,008,204 1,026,563 1,045,489 1,061,604
Debt Service 5,498,790 4,443,033 4,443,033 6,750,064 6,298,407 6,298,325 6,292,788 6,193,848
Franchise Fee Expense 990,801 1,136,854 1,136,854 2,172,380 2,393,844 2,633,222 2,815,223 3,110,720
Water Purchases 12,567,118 13,563,295 13,563,295 15,819,798 18,874,794 22,793,422 26,437,938 29,974,268
Sewer Management Fees 4,924,570 5,270,599 5,270,599 6,035,065 7,652,270 8,312,133 9,179,678 9,849,339
Public Works 7,484,128 9,601,940 9,582,340 10,776,413 10,796,408 10,987,818 11,174,811 11,372,559
TOTAL EXPENDITURES 32,174,218$ 35,088,408$ 35,068,808$ 42,549,896$ 47,023,927$ 52,051,483$ 56,945,927$ 61,562,338$
Net Income (Loss)3,669,620$ 4,552,595$ 4,647,639$ 4,786,295$ 7,777,050$ 10,814,491$ 12,077,544$ 16,334,241$
OTHER FINANCING Transfers In 2,093,694 - - - - - - -
Transfers Out (11,372,517) - - - - - - -
Transfer Out G&A (1,183,707) (1,218,340) (1,218,340) (1,829,753) 1,829,753 1,829,753 1,829,753 1,829,753
TOTAL OTHER FINANCING SOURCES (USES)(10,462,530)$ (1,218,340)$ (1,218,340)$ (1,829,753)$ 1,829,753$ 1,829,753$ 1,829,753$ 1,829,753$
CHANGE IN FUND BALANCE (6,792,910)$ 3,334,255$ 3,429,299$ 2,956,542$ 9,606,803$ 12,644,244$ 13,907,297$ 18,163,994$
BEGINNING FUND BALANCE 19,005,386$ 10,142,334$ 12,212,476$ 15,641,775$ 18,598,317$ 28,205,120$ 40,849,364$ 54,756,661$
ENDING FUND BALANCE 12,212,476$ 13,476,589$ 15,641,775$ 18,598,317$ 28,205,120$ 40,849,364$ 54,756,661$ 72,920,655$
1.25 times Debt Service Reserve Limit 1.45 1.75 1.77 1.44 2.53 3.01 3.21 3.93
AMOUNT OVER (UNDER) IN DAYS OPERATING COST 160 154 179 180 265 339 409 497
Fund balance policy 25%38%38%45%44%60%78%96%118%
Water and Wastewater Fund Summary
Utility Funds Page 5
Water and Wastewater Fund Overview
Water and
Wastewater Fund
Administration
Utility Customer
Service
Non-Departmental
Public Works
Water
Wastewater
Construction
Inspections
Utility Funds Page 6
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
22,241 23,000 24,000
4,370 6,500 7,500
940 1,150 1,250
24,113 25,125 25,600
2,473 2,441 2,450
3,125 2,971 3,100
650 660 600
13,340 14,500 16,000
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
100%100%100%
0.01%0.01%0.01%
Provide first rate utility customer service. - (SVP 4)
Customer Service Representative will have all necessary information on hand to answer and meet our customer's needs. - (SVP 4)
Keep accurate records of all water, wastewater, and solid waste accounts billed for the Town of Prosper. - (SVP 4)
Online payments (annually)
Lockbox payments (monthly)
Utility bills created before the 20th of each month
Disconnections at beginning of month (30 days past due)
Average payments by auto draft (monthly)
Average payments by credit card draft (monthly)
Number of customers billed (monthly average)
EFFICIENCY / EFFECTIVENESS MEASURES
Manually entered utility billing payments without errors
New connects (annually)
Disconnections for non-payment (annually)
Provide accurate monthly billing to Prosper residents and businesses for water, wastewater,solid waste, and recycling services.This
department is also responsible for initiating, transferring,and terminating services, processing adjustment requests, winter average
adjustment, account maintenance, and the processing of work orders and collection services.This includes posting payments to
customer's account, organizing the annual Spring Clean Up and participating in the New Residential event every 6 months.
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Create/process work orders (annually)
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Utility Customer Service
Utility Funds Page 7
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
115,042 135,839 450,499
403,321 303,880 179,544
56,235 53,557 -
2,594 1,825 -
577,192 495,101 630,043
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
3.00 3.00 3.00
5.00 5.00 5.00
Utility Customer Service Administrator
Utility Customer Service Supervisor
Utility Customer Service Clerk
VERF Charges for Services
TOTAL
PERSONNEL SUMMARY
TOTAL
Administration Utility Customer Service
EXPENDITURE SUMMARY
Personnel
Operations
Transfers
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Finance Director
Utility Customer Service Administrator
Utility Customer Service Supervisor
Utility Customer Service Clerk (3)
Utility Funds Page 8
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
426,254 412,300 163,810
752,402 1,355,697 2,374,703
1,001,877 -1,829,753
5,149,604 6,752,544 8,312,666
349,186 880 880
7,679,323 8,521,421 12,681,812 TOTAL
The Non-Departmental budget supports the Town's property insurance,a franchise fee paid to the General Fund for cost of administrative
services,and the debt service payments for the Water and Sewer fund.Projected salary savings for the Water and Sewer Fund are also
accounted for in this division.
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Non-Departmental
PROGRAM DESCRIPTION
Bond Issuance
EXPENDITURE SUMMARY
Personnel/(Projected Fund Salary Savings)
Operations
Transfers
Debt
Utility Funds Page 9
•
•
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
13,438 14,781 16,259
240 226 226
5,357 3,593 3,952
458 539 592
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
100%100%100%
98%98%98%
8.6%15.0%15.0%
Reduce the total time to repair water leaks to less than 5 hours and respond to leaks within 30
minutes of initial contact
Maintain TCEQ mandated water sampling and testing
Maintain the total unaccounted water under 12%
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Work order total
Overall water consumption (gallons per capita per day)
Surface water pumped (in millions)
Water flushed in million gallons
EFFICIENCY / EFFECTIVENESS MEASURES
Prvoide Superior Water System rating from TCEQ
Provide a "Superior Quality" rate water system. - (SVP 4)
Provide timely maintenance of water system by inspecting and repairing 50% of all fire hydrants annually - (SVP 4)
Maintain efficient meter reading by completing repairs as needed. - (SVP 4)
PROGRAM DESCRIPTION
The Water Division is responsible for the operation, repair, and maintenance of all water lines, meters,valves, and fire hydrants. The
Division performs daily water sampling required by the Texas Commission of Environmental Quality (TCEQ) to maintain a superior water
quality rarting for the Prosper community and residents.The Town fo Prosper purchases treated water from North Texas Municipal Water
District (NTMWD).The water is stored in two ground storage tanks and three elevated storage tanks until it is pumped through pipes to
customers.The Prosper Water Education program involves a combination of water use reduction strategies. Initiatives of the program
include workshops and training opportunities for homeowners
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Retain a top quality workforce with competitive compensation. - (SVP 4)
Operate under an organizational culture that values innovation, productivity, responsibility, and accountability that empowers managers
and employees. - (SVP 4)
Offer free educational opportunities, including Sprkinkler Evaluations, plant life education, and irrigation education to our residents for
water conservation. - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Public Works Water
Utility Funds Page 10
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
2,732,368 3,136,322 3,807,698
14,573,815 16,601,903 19,177,830
2,000,000 124,505 130,688
2,849,946 900,473 1,829,753
22,156,129 20,763,203 24,945,969
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 --
2.00 2.00 2.00
4.00 5.00 5.00
1.00 1.00 1.00
1.00 1.00 1.00
3.00 4.00 4.00
1.00 1.00 1.00
-4.00 4.00
1.00 1.00 1.00
-1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 2.00
--1.00
2.00 2.00 2.00
7.00 8.00 8.00
1.00 1.00 1.00
1.00 1.00 1.00
3.00 3.00 3.00
32.00 39.00 41.00
Utility Compliance Superintendent
Utility Maintenance Supervisor
Utility Worker
Water and Wastewater Superintendent
Water Education Coordinator
Administrative Assistant
Backflow Inspector
Water Quality Technician
TOTAL
Systems Technician
Crew Leader
Director of Public Works
Environmental Coordinator/Assistant to Director
Heavy Equipment Operator
Irrigation Specialist
Meters Technician
Public Works Right-Of-Way Inspector
Senior Administrative Assistant
Senior Backflow Inspector
Senior Systems Technician
Senior Water Quality Technician
PERSONNEL SUMMARY
EXPENDITURE SUMMARY
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Public Works Water
Personnel
Operations
Capital
Transfers
TOTAL
Public Works Director
Sr. Administrative Assistant Utility Compliance Superintendent
Sr. Backflow Inspector
Backflow Inspector (2)
Utility Maintenance Supervisor
Public Works ROW Inspector Sr. Systems Technician
Systems Technician (2)
Sr. Water Quality Technician
Water Quality Technician (3)
Crew Leader
HEO
Utility Worker
Asst. to Director/Envir. Coordinator
Irrigation Specialist
Water Education Coordinator
Water/Wastewater Superintendent
Utility Maintenance Supervisor
Crew Leader -Utilities (4)
HEO (3)
Utility Worker (4)
Crew Leader -Meter
Meters Technician (4)
Utility Funds Page 11
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
2,301 1,950 1,600
184,536 176,006 200,000
2,965 3,000 3,200
5 2 -
770 791 857
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
100%100%100%
Sanitary System Overflows (SSO)
Minimize reportable wastewater discharges to TCEQ
Work Orders/ Inspections/ Line Locates
Fats, Oils, and Grease (FOG) Inspections
EFFICIENCY / EFFECTIVENESS MEASURES
Clean and camera 10% of the wastewater collection system
Implement FOG policies to reduce SSO's and provide programs for citizen awareness. - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Public works inspections
Feet of wastewater lines inspected by camera
The Wastewater Division is responsible for the collection of wastewater and its transmission to the wastewater treatment plants. This
service includes the operation, maintenance, and repair of all wastewater lines,manholes, and lift stations connected to the system. North
Texas Municipal Water District (NTMWD)and Upper Trinity Regional Water District (UTRWD)operate the wastewater treatment plants.
The Prosper Fats, Oils,and Grease (FOG)Program involves the inspection of grease traps and the education of residents and businesses
connected to our wastewater collection system. Initiatives of the program include educational materials,one-on-one interaction,and best
management practices for business owners.Public Works Inspections include inspections of all infrastructure for private development prior
to acceptance and Certificate of Occupancy issuance.
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Retain a top quality workforce with competitive compensation. - (SVP 4)
Operate under an organizational culture that values innovation, productivity, responsibility, and accountability that empowers managers
and employees. - (SVP 4)
Reduce the number of Sanitary System Overflows (SSO) to less than five every year. - (SVP 4)
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Public Works Wastewater
Utility Funds Page 12
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
961,731 1,301,329 1,480,428
5,987,576 6,588,750 7,367,171
752,526 264,310 -
7,701,833 8,154,389 8,847,599
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
4.00 4.00 4.00
1.00 1.00 1.00
3.00 3.00 3.00
2.00 2.00 2.00
1.00 1.00 1.00
6.00 6.00 6.00
17.00 17.00 17.00TOTAL
Utility Worker
PERSONNEL SUMMARY
Crew Leader
FOG Technician
Heavy Equipment Operator
Utility Line Locator
Utility Maintenance Supervisor
EXPENDITURE SUMMARY
Personnel
Operations
Transfers
TOTAL
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Public Works Wastewater
Public Works Director
Water/Wastewater Superintendent
Utility Maintenance Supervisor
Crew Leader -Utilities (4)
Heavy Equipment Operator (3)
Utility Worker (6)
FOG Technician Utility Line Locator (2)
Utility Funds Page 13
•
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
13,200 13,200 13,200
40 20 30
34 30 30
54 60 50
3,446 2,500 3,000
6,000 6,000 6,000
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
90%95%95%
95%95%95%
0%0%0%
ROW permits issued
*Estimated based on (15 inspections per day per inspector x 250 days) x 3.5 + (10 weekend inspections x 40 days x 1 inspector
Conduct private development inspections within 24 hours of request
Process ROW permits within 5 working days
Conduct ROW permitted inspections for private franchise utilities
EFFICIENCY / EFFECTIVENESS MEASURES
Respond to contractors request for information within 3 working days
Infrastructure mapped on GPS before or during final walk
Active Projects
The Construction Inspection Division conducts inspections of all public infrastructure for private development and assists with capital
improvement projects for general conformance with Town standards. The division also oversees right-of-way permitting and right-of-way
inspections of private franchise utility construction
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Process Right-of-way (ROW) permits wihtin 5 working days. - (SVP 1)
Respond to contractors request for information within 3 working days. - (SVP 4)
Conduct private development inspections within 24 hours of request. - (SVP 4)
Infrastructure mapped before or during final walk. - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Conduct and document daily inspections of all private development and Town infrastructure
improvements*
Pre-construction meetings held
Final Acceptance Certificates issues
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Engineering Construction Inspections
Utility Funds Page 14
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
557,703 605,681 617,806
100,549 57,744 76,655
658,252 663,425 694,461
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
2.00 2.00 2.00
2.00 2.00 2.00
6.00 6.00 6.00
Construction Inspector
Right-Of-Way Inspector
TOTAL
Operations
TOTAL
PERSONNEL SUMMARY
Right-Of-Way and Construction Inspection Manager
Senior Construction Inspector
DEPARTMENT:DIVISION:
Engineering Construction Inspections
EXPENDITURE SUMMARY
Personnel
TOWN OF PROSPER
Director of Engineering Services
Assistant Director of Engineering Services -Development
Right-Of-Way and Construction Inspection Manager
Senior Construction Inspector
Construction Inspector (2)
Right-Of-Way Inspector (2)
Utility Funds Page 15
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING
YEAR
2026-2027
PLANNING
YEAR
2027-2028
PLANNING
YEAR
2028-2029
PLANNING
YEAR
2029-2030
REVENUES Sanitation Charges for Services 2,961,117 3,295,173 3,295,173 3,938,626 4,153,186 4,367,746 4,582,306 4,796,866
Investment Income 6,762 4,500 6,135 3,500 3,500 3,500 3,500 3,500
TOTAL REVENUES 2,967,879$ 3,299,673$ 3,301,308$ 3,942,126$ 4,156,686$ 4,371,246$ 4,585,806$ 4,800,366$
EXPENDITURES
Trash Collection Services 2,717,717 2,830,789 2,830,789 3,445,196 3,632,876 3,820,556 4,008,236 4,195,916
Debt Service 137,500 257,501 257,501 257,501 257,500 257,500 257,501 257,501
Administration 66,243 66,753 66,753 75,588 77,044 79,197 81,416 83,700
TOTAL EXPENDITURES 2,921,460$ 3,155,043$ 3,155,043$ 3,778,285$ 3,967,420$ 4,157,253$ 4,347,153$ 4,537,117$
Period Excess / (Deficit)46,419$ 144,630$ 146,265$ 163,841$ 189,266$ 213,993$ 238,653$ 263,249$
OTHER FINANCING Transfers Out - (30,000) (30,000) (195,951) (195,951) (195,951) (195,951) (195,951)
TOTAL OTHER FINANCING SOURCES (USES)-$ (30,000)$ (30,000)$ (195,951)$ (195,951)$ (195,951)$ (195,951)$ (195,951)$
NET CHANGE IN FUND BALANCE 46,419$ 114,630$ 116,265$ (32,110)$ (6,685)$ 18,042$ 42,702$ 67,298$
BEGINNING FUND BALANCE 5,984$ 177,281$ 52,403$ 168,668$ 136,558$ 129,873$ 147,915$ 190,617$
ENDING FUND BALANCE 52,403$ 291,911$ 168,668$ 136,558$ 129,873$ 147,915$ 190,617$ 257,915$
Amount Above/(Below) Fund Balance Reserve of $250,000 (197,597)$ 41,911$ (81,332)$ (113,442)$ (120,127)$ (102,085)$ (59,383)$ 7,915$
Solid Waste Fund Summary
Utility Funds Page 16
•
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
320 330 330
4,370 6,500 7,500
940 1,150 1,250
24,113 25,125 25,600
2,473 2,441 2,450
3,125 2,971 3,100
13,340 14,500 16,000
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
100%100%100%Utility bills created before the 20th of each month
New connects (annually)
Number of customers billed (monthly average)
EFFICIENCY / EFFECTIVENESS MEASURES
Manually entered utility billing payments without errors
Lockbox payments (monthly)
Provide accurate monthly billing to Prosper residents and businesses for solid waste and recycling services.Coordinate the ordering and
delivery of new trash and recycle carts for residents moving into the Town of Prosper.Collaborate with Republic Services to ensure timely
and consistent servicing of all residential and commercial trash/recycle carts. Process new service requests and final work orders for solid
waste and recycling accounts.Participate in the annual Spring Clean event,assisting with logistics and resident engagement. Monitor
Republic Services' performance to ensure fulfillment of all contractual obligations with the Town of Prosper.
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Provide first rate utility customer service. - (SVP 4)
Customer Service Representative will have all necessary information on hand to answer and meet our customer's needs. - (SVP 4)
Keep accurate records of all water, wastewater, and solid waste accounts billed for the Town of Prosper. - (SVP 4)
ACTIVITY DEMAND / ACTIVITY WORKLOAD
Create/process work orders on complaints for miss pickups (annually)
Average payments by auto draft (monthly)
Average payments by credit card draft (monthly)
Online payments (annually)
PROGRAM DESCRIPTION
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Solid Waste
Utility Funds Page 17
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
60,207 63,733 71,668
2,723,753 2,863,809 3,479,116
137,500 257,501 257,501
- - 165,951
2,921,460 3,185,043 3,974,236
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
1.00 1.00 1.00
1.00 1.00 1.00
PERSONNEL SUMMARY
Solid Waste Clerk
TOTAL
EXPENDITURE SUMMARY
Personnel
Operations
Debt
Transfers
TOTAL
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Administration Solid Waste
Finance Director
Utility Customer Service Administrator
Utility Customer Service Supervisor
Solid Waste Clerk
Utility Funds Page 18
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Stormwater Drainage Fees 940,739 950,000 988,440 1,726,111 1,933,244 2,165,234 2,316,800 2,386,304
Other 3,150 3,500 3,500 25,000 25,000 25,000 25,000 25,000
Transfer In 16,883 - - - - - - -
Investment Income 23,145 8,000 8,000 8,000 8,000 8,000 8,000 8,000
TOTAL REVENUES 983,916$ 961,500$ 999,940$ 1,759,111$ 1,966,244$ 2,198,234$ 2,349,800$ 2,419,304$
EXPENDITURES Operating Expenses 374,128 524,949 518,499 677,246 697,563 718,490 740,045 762,246
Debt Service 231,944 215,263 215,263 220,338 215,263 220,338 219,338 218,113
Capital 575,596 288,750 288,750 467,374 225,000 225,000 225,000 225,000
Transfers Out 113,395 157,996 181,663 29,954 30,853 31,778 32,732 33,713
TOTAL EXPENDITURES 1,295,063$ 1,186,958$ 1,204,175$ 1,394,912$ 1,168,679$ 1,195,607$ 1,217,115$ 1,239,073$
Period Excess / (Deficit)(311,147)$ (225,458)$ (204,235)$ 364,199$ 797,565$ 1,002,627$ 1,132,685$ 1,180,231$
NET CHANGE IN FUND BALANCE (311,147)$ (225,458)$ (204,235)$ 364,199$ 797,565$ 1,002,627$ 1,132,685$ 1,180,231$
BEGINNING FUND BALANCE 593,296$ 702,594$ 251,393$ 47,158$ 411,357$ 1,208,922$ 2,211,549$ 3,344,235$
ENDING FUND BALANCE 251,393$ 477,136$ 47,158$ 411,357$ 1,208,922$ 2,211,549$ 3,344,235$ 4,524,466$
AMOUNT OVER (UNDER) IN DAYS OPERATING COST 70 145 14 106 372 666 989 1,315
Fund Balance Policy 17%21%46%5%30%106%190%282%375%
Stormwater Drainage Utility Fund Summary
Utility Funds Page 19
•
•
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
176 180 200
7,173 5,000 6,000
55 63 70
88 75 80
80 80 95
Annually Annually Annually
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
100%100%100%
80%80%95%
75%80%95%
Inspect and provide annual (educational) audits for drainage facilities to HOA's
Home Building lots in compliance
Inspect new development construction projects within the Town's jurisdiction monthly to verify
compliance with TCEQ Stormwater requirements
ACTIVITY DEMAND / ACTIVITY WORKLOAD
New development construction projects, post-construction BMP's, FOG facilities, and residents
complaints within the Town's jurisdiction to verify compliance with TCEQ Stormwater
requirements
Home Building Inspections (per individual lots)
Number of developments requiring annual post-construction BMP audits
Hours spent on education part of Stormwater program
Hours spent on post-construction BMP audits and coordinator with HOA's on remedies
Complete Annual MS4 permit update/Ensure that MS4 paperwork is in order
EFFICIENCY / EFFECTIVENESS MEASURES
Inspect and provide annual (educational) audits for drainage facilities to HOA's. - (SVP 4)
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Engineering Administration - Stormwater
PROGRAM DESCRIPTION
The core service of the Stormwater Drainage Division is to ensure compliance with the Phase II Municipal Separate Storm Sewer System
(MS4) Permit by implementing and managing programs to improve water quality in accordance with regulator requirements, through public
education, by eliminating illicit discharges, and rigorous construction site runoff control.
ALIGNMENT TO TOWN COUNCIL’S VISIONING PRIORITIES AND OBJECTIVES
Inspect new development construction projects within the Town's jurisdiction monthly to verify compliance with TCEQ. - (SVP 4)
Utility Funds Page 20
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
189,826 329,605 426,032
27,041 106,498 99,117
62,230 263,240 160,438
107,996 110,024 107,996
109,459 219,463 215,263
5,830 6,455 -
502,382 1,035,285 1,008,846
ACTUAL REVISED BUDGET
2023-2024 2024-2025 2025-2026
-1.00 1.00
--1.00
1.00 1.00 1.00
1.00 2.00 2.00
2.00 4.00 5.00TOTAL
Engineering Administration - Stormwater
EXPENDITURE SUMMARY
Personnel
Operations
TOTAL
Capital
Transfers
Debt Service
VERF Charges for Service
PERSONNEL SUMMARY
Erosion Control Inspector
Stormwater Crew Leader
Stormwater Utility Administrator
Utility Worker
TOWN OF PROSPER
DEPARTMENT:DIVISION:
Director of Engineering Services
Assistant Director of Engineering Services -Development
Stormwater Utility Administrator
Erosion Control Inspector
Public Works Director
Street Superintendent
Street Supervisor
Stormwater Crew Leader
Utility Worker (2)
Utility Funds Page 21
DEBT SERVICE
FUNDS
Debt Service Fund Description
The Debt Service Fund accounts for the accumulation of resources and the payment of general long‐term debt
principal and interest. General Obligation Bonds and Certificates of Obligation are issued to finance major
improvements for the construction of streets, parks, libraries, recreation centers, fire stations, police stations,
and other general governmental improvements. Property taxes are the principal source of revenue in the
Debt Service Fund. The tax rate allocation for the Debt Service Fund is $0.182946, which is 36.2% of the fiscal
year 2026 tax rate ($0.505). The purpose of this fund is to retire outstanding general obligation bond and
payinterest on the indebtedness.
Debt Service Fund Page 1
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Property Tax 15,429,085 18,228,251 18,241,765 20,799,204 22,335,374 24,263,342 26,144,748 27,860,342
Investment Income 251,540 195,000 195,000 145,000 145,000 145,000 145,000 145,000
TOTAL REVENUES 15,680,625$ 18,423,251$ 18,436,765$ 20,944,204$ 22,480,374$ 24,408,342$ 26,289,748$ 28,005,342$
EXPENDITURES Principal 8,885,722 8,640,966 8,640,966 9,488,512 8,632,894 9,055,313 9,496,469 10,190,097
Interest 6,842,143 6,663,697 6,663,697 8,506,816 8,082,431 7,565,681 7,020,388 6,473,049
Debt Service on Future Issuance - 3,518,892 3,518,892 3,150,000 4,843,240 7,321,040 10,476,760 11,342,560
Administrative Fees 10,049 20,000 20,000 20,000 20,000 20,000 20,000 20,000
TOTAL EXPENDITURES 15,737,914$ 18,843,555$ 18,843,555$ 21,165,328$ 21,578,565$ 23,962,034$ 27,013,617$ 28,025,706$
Period Excess / (Deficit)(57,288)$ (420,304)$ (406,790)$ (221,124)$ 901,809$ 446,308$ (723,869)$ (20,364)$
NET CHANGE IN FUND BALANCE (57,288)$ (420,304)$ (406,790)$ (221,124)$ 901,809$ 446,308$ (723,869)$ (20,364)$
BEGINNING FUND BALANCE 1,302,520$ 1,363,680$ 1,245,232$ 838,442$ 617,318$ 1,519,127$ 1,965,435$ 1,241,566$
ENDING FUND BALANCE 1,245,232$ 943,376$ 838,442$ 617,318$ 1,519,127$ 1,965,435$ 1,241,566$ 1,221,202$
Debt Reserve Policy 3-5% of Annual Debt Service 8%5%4%3%7%8%5%4%
Debt Service Fund Summary
Debt Service Fund Page 2
Actual Projected Projected Projected Projected Projected
Position as of Position as of Position as of Position as of Position as of Position as of
FYE 9.30.2024 FYE 9.30.2025 FYE 9.30.2026 FYE 9.30.2027 FYE 9.30.2028 FYE 9.30.2029
1. Assessed Value of taxable property 8,335,296,679$ 9,622,101,595$ 10,806,491,907$ 11,773,632,209$ 12,749,481,798$ 13,683,901,155$
(certified)(certified)(certified (projected)(projected)(projected)
2. Freeze Assessed Value Equivalent 150,728,256$ 176,987,350$ 209,112,774$ 235,251,871$ 258,777,058$ 284,654,764$
3. Town's Target (4% limit)339,440,997$ 391,963,558$ 440,624,187$ 480,355,363$ 520,330,354$ 558,742,237$
Unreserved Debt Capacity 339,440,997$ 391,963,558$ 440,624,187$ 480,355,363$ 520,330,354$ 558,742,237$
4. Beginning Outstanding Debt 178,910,618$ 203,949,897$ 211,120,434$ 223,681,922$ 236,340,924$ 246,821,827$
Less: Total Principal Payment (8,885,722) (12,279,463) (12,638,512) (11,335,998) (12,458,002) (13,585,555)
5. Authorized Proposed Issues 36,407,062 19,450,000 25,200,000 12,550,000 5,784,905 -
6. Future Proposed Issues - - 11,445,000 17,154,000 32,605,000
Total Debt Subject to Limit 206,431,958$ 211,120,434$ 223,681,922$ 236,340,924$ 246,821,827$ 265,841,272$
7. Available Unreserved Debt
Capacity ($)133,009,039$ 180,843,124$ 216,942,265$ 244,014,439$ 273,508,527$ 292,900,964$
8. Available Unreserved Debt
Capacity (%)39.18%46.14%49.24%50.80%52.56%52.42%
9. I&S Tax Rate 0.17726 0.180392 0.182946 0.18295 0.18295 0.18295
10. Town's target of 40% or less of 34.8%35.7%36.2%36.2%36.2%36.2%
Total Tax Rate
11. Outstanding Debt as a percentage of 2.4%2.2%2.0%2.0%1.9%1.9%
Assessed Value (4% or less)
Notes:
1. Total Assessed valuation growth assumption is 11.75% in FY 2026, 9.49% in FY2027, 8.29% in FY2028, and 7.33% in FY2029.
2. The Freeze Assessed Value Equivalent is the calculated valuation needed to generate the levy collected on frozen property.
3. Town debt policy limits total principal amount of GO bonds together with the principle amount of all other outstanding tax indebtedness
will be targeted to not exceed four percent (4%) of the total assessed valuation of the Town's tax rolls.
7. Debt capacity available after deducting the reserved capacity in dollars.
8. Debt capacity available after deducting the reserved capacity in percentage.
9. Percentage of debt capacity available after deducting the reserved capacity.
10. Town's FY 2024 I&S tax rate and projected I&S rates are calculated based on 100% collections.
11. Percentage of overall total tax rate ($0.505 - FYE 09.30.25 and beyond).
12. Outstanding Debt as a percentage of Total Assessed Value
Current Rating
AA+
AAA
AA+
AA+
AA+
Aa1
AA+
Aa1
AA+
Aa1
Projection of Debt Margin Based on Town Policy
5. Debt issues subject to limit proposed are part of the Capital Improvements Plan and are anticipated to be issued during the referenced fiscal year. Sizing includes
estimated cost of issuance. Authorized in the 2020 Bond Election
6. Includes debt issues that are currently not authorized by the voters. A bond election is anticipated in November of 2025 to seek authorization.
BOND RATINGS
The Town has utilized two different rating agencies over the years -Moody's Investor Services and Standard and Poor's. Moody has
assigned the Town’s outstanding general obligation limited tax debt outlook as stable at Aa1 to the Town’s $8.535 million Combination Tax
and Surplus Revenue Certificates of Obligation,Series 2023 and the Town's $41.895 million General Obligation Refunding &Improvement
Bonds,Series 2023.Standard and Poor’s Global Ratings (“S&P”)also assigned its rating of AA+to the Town’s 2023 Combination Tax and
Surplus Revenue Certificates of Obligation and the Town's 2023 General Obligation Bonds. The Aa1 and AA+ratings are the second highest
ratings of each agency and reflect the Town’s healthy finanical position due to a rapidly expanding residential economy supported by
significant ongoing development,and a growing and affluent population working in nearby employment centers.The chart below reflects
ratings since June 2020.
Rating Entity Prior Rating Prior Rating Period
Standard & Poor's AA+August 2024
Standard & Poor's
Fitch
AA+
AA+
August 2025
August 2025
Fitch No prior rating August 2024
Standard & Poor's AA+August 2023
Moody's Aa1 August 2023
Standard & Poor's AA+September 2022
Moody's Aa1 September 2022
Moody's Aa1 August 2021
4. Current outstanding debt subject to limit at fiscal year end includes all debt in which property taxes are pledged. Excludes debt issued for water, sewer, and drainage
projects
Standard & Poor's AA+August 2021
Debt Service Fund Page 3
Debt Issuance Details
General Obligation Refunding and Improvement Bonds, Series 2014 (Moody's Rated "Aa2" and
S&P Rated "AA")-The proceeds of this $7.175M taxable issue will be used for (i)refunding a portion
of the Town's outstanding debt; and (ii)design and land acquisition costs for Town fire stations and
park improvements. The issue is 47% debt service fund related and 53% water and sewer fund related
and was issued February 15, 2014, maturing February 15, 2034. Interest payable February 15 and
August 15 at rates ranging from 2.0% to 5.0%.
Certificates of Obligation, Series 2014 (Moody's Rated "Aa2" and S&P Rated "AA")-The
proceeds of this $12.57M taxable issue will be used for (i) acquisition of sewage treatment capacity.
The issue is 100% water and sewer fund related and was issued February 15, 2014, maturing February
15, 2034. Interest payable February 15 and August 15 at rates ranging from 2.0% to 4.0%.
General Obligation Refunding and Improvement Bonds, Series 2015 (Moody's Rated "Aa2" and
S&P Rated "AA")-The proceeds of this $16.135M taxable issue will be used for (i)refunding a portion
of the Town's outstanding debt;(ii)improvements to streets and roads, bridges and intersections, and
related infrastructure in the Town;(iii)to fund the construction and equipping of a fire station; and (iv)
the acquisition and installation of a public safety radio system.The issue is 79% debt service fund
related and 21% water and sewer fund related and was issued July 15, 2015, maturing February 15,
2035. Interest payable February 15 and August 15 at rates ranging from 2.0% to 5.0%.
Certificates of Obligation, Series 2015 (Moody's Rated "Aa2" and S&P Rated "AA")-The
proceeds of this $8.135M taxable issue will be used for (i)improvements to streets and roads, bridges
and intersections, and related infrastructure in the Town;(ii)to fund the construction and equipping of a
fire station; and (iii)the acquisition and installation of a public safety radio system.The issue is 100%
debt service fund related and was issued July 15, 2015, maturing February 15, 2035. Interest payable
February 15 and August 15 at rates ranging from 2.0% to 5.0%.
General Obligation Refunding and Improvement Bonds, Series 2016 (Moody's Rated "Aa2" and
S&P Rated "AA")-The proceeds of this $7.505M taxable issue will be used for (i)refunding a portion
of the Town's outstanding debt;(ii)acquiring a site for, and designing a multi-purpose municipal facility
to serve as Town Hall and for other municipal services,with any surplus bond proceeds to be used for
the construction of such facility; (iii)designing, constructing, improving and equipping parks,trails and
recreational facilities and a park administration facility,and the acquisition of land and interests in land
for such purposes; and (iv)constructing, improving, extending, expanding, upgrading and developing
streets and roads, bridges and intersections including utility relocation, landscaping, sidewalks,traffic
safety and operational improvements, the purchase of any necessary rights-of-way, drainage and other
related costs.The issue is 84% debt service fund related and 16% water and sewer fund related and
was issued July 12, 2016, maturing February 15, 2036. Interest payable February 15 and August 15 at
rates ranging from 2.0% to 4.0%.
Debt Service Fund Page 4
Debt Issuance Details
Certificates of Obligation, Series 2016 (Moody's Rated "Aa2" and S&P Rated "AA")-The
proceeds of this $8.47M taxable issue will be used for (i)the construction and equipping of a multi-
purpose municipal facility, (ii)the constructing, improving, extending, expanding, upgrading and
developing parks and recreation facilities including fields, trails, utility relocation, landscaping,
sidewalks, and operational improvements,installation of lighting,the purchase of any necessary rights-
of-way, drainage and other related costs;and (iii)the constructing, improving, extending, expanding,
upgrading, and developing storm drainage utility projects including utility relocation, landscaping,
sidewalks,traffic safety and operation improvements, the purchase of necessary easements and the
related costs.The issue is 84% debt service fund related and 16% stormwater drainage fund related
and was issued July 12, 2016, maturing February 15, 2036. Interest payable February 15 and August
15 at rates ranging from 2.0% to 4.0%.
Certificates of Obligation, Series 2017 (Moody's Rated "Aa1" and S&P Rated "AA+")-The
proceeds of this $11.565M taxable issue will be used for (i)constructing and equipping of a facility to
serve as Town Hall and to house other municipal offices;(ii)constructing, improving and developing
parks and recreation facilities;and (iii)constructing and improving storm drainage utility projects in the
Town. The issue is 91% debt service fund related and 9% stormwater drainage fund related and was
issued June 27, 2017, maturing February 15, 2037. Interest payable February 15 and August 15 at
rates ranging from 2.0% to 5.0%.
General Obligation Bonds, Series 2018 (Moody's Rated "Aa1" and S&P Rated "AA+")-The
proceeds of this $3.9M taxable issue will be used for (i)constructing and equipping public safety
facilities,parks and park facilities and a public works facility;and (ii)constructing and improving streets,
roads and other related infrastructure in the Town. The issue is 100% debt service fund related and was
issued June 15, 2018, maturing February 15, 2038. Interest payable February 15 and August 15 at
rates ranging from 4.0% to 5.0%.
Certificates of Obligation, Series 2018 (Moody's Rated "Aa1" and S&P Rated "AA+")-The
proceeds of this $22.225M taxable issue will be used for (i)constructing and equipping a multi-purpose
municipal facility to serve as Town Hall and to house other municipal services;(ii)improving the Town's
waterworks system;and (iii)constructing and improving streets, roads and other related infrastructure
in the Town. The issue is 56% debt service fund related and 44% water and sewer fund related and
was issued June 15, 2018, maturing February 15, 2038. Interest payable February 15 and August 15 at
rates ranging from 3.125% to 5.0%.
General Obligation Bonds, Series 2019 (Moody's Rated "Aa1" and S&P Rated "AA+")-The
proceeds of this $4.065M taxable issue will be used for (i)constructing and improving streets, roads
and other related infrastructure in the Town. The issue is 100% debt service fund related and was
issued July 25, 2019, maturing February 15, 2039. Interest payable February 15, and August 15 at
rates ranging from 3.0% to 4.0%.
Debt Service Fund Page 5
Debt Issuance Details
Certificates of Obligation, Series 2019 (Moody's Rated "Aa1" and S&P Rated "AA+")-The
proceeds of this $17.49M taxable issue will be used for (i)acquiring, constructing,installing and
equipping additions, improvements, extensions and equipment for the Town's waterworks and sewer
system;(ii)constructing, improving, extending, expanding, upgrading and developing streets and roads
and intersections, including utility relocation, landscaping, sidewalks,traffic safety and operational
improvements and the purchase of any necessary rights-of-way and other related costs,(iii)
constructing, improving, extending, expanding, upgrading and developing parks and recreation facilities,
including fields, trails, utility relocation, landscaping, sidewalks and operational improvements,
installation of lighting,the purchase of any necessary rights-of-way, and other related costs;(iv)
designing, constructing, improving and equipping public safety facilities in the Town, including a police
station and dispatch facility,and the acquisition of land and interests in land as necessary for such
purposes; and (v)paying legal, fiscal,engineering and architectural fees in connection with these
projects. The issue is 75% debt service fund related and 25% water and sewer fund related and was
issued July 25, 2019, maturing February 15, 2039. Interest payable February 15 and August 15 at rates
ranging from 3.0% to 5.0%
Certificates of Obligation, Series 2020 (Moody's Rated "Aa1" and S&P Rated "AA+")-The
proceeds of this $10.875M taxable issue will be used for (i)constructing, improving, extending,
expanding, upgrading and developing streets and roads and intersections, including utility relocation,
landscaping, sidewalks,traffic safety and operational improvements and the purchase of any necessary
rights-of-way and other related costs;(ii)constructing, improving, extending, expanding, upgrading and
developing parks and recreation facilities,including fields, trails, utility relocation, landscaping,
sidewalks and operational improvements,installation of lighting,the purchase of any necessary rights-
of-way, drainage and other related costs;and (iii)paying legal, fiscal,engineering and architectural fees
in connection with these projects. The issue is 100% debt service fund related and was issued
September 1, 2020, maturing February 15, 2035. Interest payable February 15 and August 15 at 4.0%.
General Obligation Bonds, Series 2021 (Moody's Rated "Aa1" and S&P Rated "AA+")-The
proceeds of this $36.255M taxable issue will be used for (i)constructing public safety facilities in the
Town;(ii)equipping parks,trails and recreational facilities in the Town;(iii)constructing and improving
streets, roads and other related infrastructure in the Town; and (iv)paying costs of issuing the Bonds.
The issue is 100% debt service fund related and was issued August 18, 2021, maturing February 15,
2041. Interest payable February 15 and August 15 at rates ranging from 2.0% to 5.0%.
Certificates of Obligation, Series 2021 (Moody's Rated "Aa1" and S&P Rated "AA+")-The
proceeds of this $6.855M taxable issue will be used for (i)constructing, improving, extending,
expanding, upgrading and developing streets and roads and intersections, including utility relocation,
landscaping, sidewalks,traffic safety and operational improvements and the purchase of any necessary
right-of-way and other related costs,specifically including improvements to Frontier Parkway from the
Dallas North Tollway to Preston Road and Fishtrap Road from Teel Parkway to Stuber Elementary
School;(ii)construction,acquisition and installation of the Westside communications radio tower and
(iii)paying legal, fiscal,engineering and architectural fees in connection with these projects, including
the costs of issuing the Certificates.The issue is 100% debt service fund related and was issued
August 18, 2021, maturing February 15, 2041. Interest payable February 15 and August 15 at rates
ranging from 2.0% to 5.0%.
Debt Service Fund Page 6
Debt Issuance Details
General Obligation Bonds, Series 2022 (Moody's Rated "Aa1" and S&P Rated "AA+") - The
proceeds of this $31.600M taxable issue will be used for (i) public safety facilities in the Town,
consisting of fire stations, an emergency operations center, a public safety training acility and
administrative facilities relating thereto ; (ii) equipping parks, trails and recreational facilities in the Town
and the acquisition of land and interests in land for such purposes; (iii) constructing, improving,
extending, expanding, upgrading and developing streets and roads, bridges and intersections in the
Town and related drainage improvements, utility relocations, landscaping, curbs and sidewalks, traffic
safety and operational improvements, entryway signage and other street and road signage and costs
associated with such projects, and interests in land as may be necessary for such purposes, and
excluding certain road projects to be funded with other obligations; and (iv) paying costs of issuing the
Bonds. The issue is 100% debt service fund related and was issued September 29, 2022, maturing
February 15, 2042. Interest payable February 15 and August 15 at rates ranging from 4.0% to 5.0%.
Certificates of Obligation, Series 2022 (Moody's Rated "Aa1" and S&P Rated "AA+") - The
proceeds of this $12.925M taxable issue will be used for (i) acquiring, constructing, installing and
equipping additions, improvements, extensions and equipment for the Town’s waterworks and sewer
system and the acquisition of land and rights-of-way therefor; (ii) acquiring, constructing and installing
stormwater drainage and flood control improvements in the Town, including dredging, channel
improvements and related infrastructure and utility relocation and the acquisition of land and interests in
land necessary for said improvements; and (iii) paying legal, fiscal, engineering and architectural fees in
connection with these projects, including the costs of issuing the Certificates. The issue is 100% water
and sewer fund related and was issued October 27,2022, maturing February 15, 2042. Interest payable
February 15 and August 15 at rates ranging from 4.75% to 5.0%.
General Obligation Refunding and Improvement Bonds, Series 2023 (Moody's Rated "Aa1" and
S&P Rated "AA+") - Proceeds of this $36.958 taxable issue will be used for: (i) to refund a portion of
the Town's outstanding debt (the "Refunded Obligations") for debt service savings (see "Schedule I –
Schedule of Refunded Obligations"); (ii) constructing and equipping parks, trails and recreational
facilities in the Town and the acquisition of land and interests in land for such purposes; (iii)
constructing, improving, extending, expanding, upgrading and developing streets and roads, bridges
and intersections in the Town and related drainage improvements, utility relocations, landscaping, curbs
and sidewalks, traffic safety and operational improvements, entryway signage and other street and road
signage and costs associated with such projects, and interests in land as may be necessary for such
purposes, and excluding certain road projects to be funded with other obligations; and (iv) paying costs
of issuing the Bonds. The issue is 100% debt service fund related and was issued September 28, 2023,
maturing February 15, 2043. Interest payable February 15 and August 15 at rates ranging from 4.0% to
5.0%.
Debt Service Fund Page 7
Debt Issuance Details
Combination Tax and Surplus Revenue Certificates of Obligation, Series 2023 (Moody's Rated
"Aa1" and S&P Rated "AA+") - The proceeds of this $8.535 taxable issue will be used for: (i)
acquiring, constructing, installing and equipping additions, improvements, extensions and equipment for
the Town’s waterworks and sewer system and the acquisition of land and rights-of-way therefor, and (ii)
paying legal, fiscal, engineering and architectural fees in connection with these projects, including the
costs of issuing the Certificates. The issue is 100% water and sewer fund related and was issued
September 28,2022, maturing August 15, 2043. Interest payable February 15 and August 15 at rates
ranging from 4.75% to 5.0%.
General Obligation Bonds, Series 2024 (S&P Rated "AA+" and Fitch Rated "AA+”) - Proceeds
from the sale of the Bonds will be used for: (i) public safety facilities in the Town, consisting of fire
stations, an emergency operations center, a public safety training facility and administrative facilities
relating thereto; (ii) constructing and equipping parks, trails and recreational facilities in the Town and
the acquisition of land and interests in land for such purposes; (iii) constructing, improving, extending,
expanding, upgrading and developing streets and roads, bridges and intersections in the Town and
related drainage improvements, utility relocations, landscaping, curbs and sidewalks, traffic safety and
operational improvements, entryway signage and other street and road signage and costs associated
with such projects, and interests in land as may be necessary for such purposes, and excluding certain
road projects to be funded with other obligations; and (iv) paying costs of issuing the Bonds.
Waterworks and Sewer System Revenue Bonds, Series 2024 (S&P Rated "AA-" and Fitch Rated
"AA”) - Proceeds from the sale of the Bonds will be used for: (i) the acquisition, construction,
installation and equipment of additions, improvements and extensions to the System, and (ii) paying the
costs associated with the issuance of the Bonds.
Debt Service Fund Page 8
Principal Outstanding
2015 General Obligation Bonds
2015 General Obligation Refunding Bonds
2016 Certificates of Obligation 6,305,000 2036
2016 General Obligation Bonds 3,310,000 2036
2017 Certificates of Obligation
2018 General Obligation Bonds 2,915,000 2038
2018 Certificates of Obligation 9,225,000 2038
2019 General Obligation Bonds 3,125,000 2039
2019 Certificates of Obligation
2020 Certificates of Obligation 8,875,000 2040
2021 General Obligation Bonds 5,775,000 2041
2021 Certificates of Obligation 30,460,000 2041
2022 General Obligation Bonds 27,720,000 2042
2023 General Obligation Refunding Bonds 1,750,000 2033
2023 General Obligation Bonds 32,595,000 2043
2024 General Obligation Bonds 31,825,000 2044
2025 General Obligation Bonds 18,560,000 2045
2025 General Obligation Refunding Bonds 9,425,000 2035
Principal Outstanding
2027
2015 General Obligation Refunding Bonds 2026
2016 Certificates of Obligation 2036
2017 Certificates of Obligation 2037
2018 Certificates of Obligation 2038
2019 Certificates of Obligation 2039
2022 Certificates of Obligation 2042
2023 General Obligation Refunding Bonds 2033
2023 Certificates of Obligation 2043
2024 Revenue Bonds 31,250,000 2044
2025 General Obligation Refunding Bonds 5,370,000 2034
2025 Revenue Bonds 33,095,000 2045
Outstanding Principal on Debt
Tax Supported Debt
As of 9/30/2025
Issue Final Maturity
Water/Sewer/Drainage Supported Debt
As of 9/30/2025
175,000 2026
1,269,300 2026
7,745,000 2037
211,120,434$
10,066,134 2039
2014 Certificates of Obligation 1,325,000
Issue Final Maturity
530,700
105,509,569$
835,000
690,000
3,403,869
7,300,000
11,585,000
7,745,000
2,380,000
Debt Service Fund Page 9
8,120,000 649,538 8,769,538
6,095,000 350,959 6,445,959
2038 12,343,186 2,296,203 14,639,389
TOTALS 211,120,434$ 75,898,085$ 287,018,519$
11,643,078 1,850,715 13,493,793
2041 10,535,000 1,018,081 11,553,081
2040
17,417,135
2035 13,602,192 3,815,857 17,418,049
2037 12,695,767 2,773,978 15,469,745
2034 13,059,773 4,357,362
2027 10,547,894 8,082,430 18,630,324
2032 12,274,935 5,419,784 17,694,719
2030 11,235,097 6,473,048 17,708,145
2031 11,761,253 5,940,627 17,701,880
2026 12,638,512 8,506,816 21,145,328
Principal and Interest Debt Schedule
Tax Supported Debt Service
As of 9/30/2025
Year Principal Interest Total
2043
2028 11,075,313 7,565,680 18,640,993
2029 11,611,469 7,020,387 18,631,856
2033 12,792,354 4,894,225 17,686,579
2036 13,264,611 3,283,139 16,547,750
2039
10,895,000 1,425,381 12,320,381
2042
2045 1,260,000 31,500 1,291,500
2044 3,670,000 142,375 3,812,375
Debt Service Fund Page 10
Principal and Interest Debt Schedule
2037 5,634,234 2,099,807 7,734,041
2038 5,821,815 1,841,804 7,663,619
5,653,656
4,680,000 341,050 5,021,050
TOTALS 102,904,572$ 49,510,980$ 152,415,552$
2039 5,386,923 1,585,523 6,972,446
2042 5,835,000 832,406 6,667,406
2041 5,580,000 1,090,119 6,670,119
2040 5,335,000 1,333,881 6,668,881
2043
2044
5,085,000 568,656
2035 5,232,808 2,600,809 7,833,617
2036 5,475,389 2,355,417 7,830,806
2033 5,922,646 3,127,788 9,050,434
2034 5,850,227 2,855,720 8,705,947
2027 4,637,106 4,625,445 9,262,551
2028 4,769,687 4,387,295 9,156,982
2032 5,660,065 3,395,891 9,055,956
2030 5,164,903 3,906,602 9,071,505
2029 5,003,532 4,150,938 9,154,470
Water/Sewer/Drainage Supported Debt Service
As of 9/30/2025
Year Principal Interest Total
2045 2,585,000 129,250 2,714,250
2026 3,831,489 4,627,756 8,459,245
2031 5,413,748 3,654,823 9,068,571
Debt Service Fund Page 11
OTHER FUNDS
Revenue Category Parks Impact
Fees
Internal
Service
Special
Revenue Hotel
Property Tax - - - 1,832,441 -
Sales Tax - - - 9,439,436 302,675
Investment Income 40,000 600,000 270,000 84,850 2,000
License, Fees & Permits - - - 300,000 -
Impact Fees - 10,950,000 - 800,000 -
Charges for Services 1,550,000 - 8,846,100 - -
Contribution 800,000 - - - -
Miscellaneous - 300,000 450,000 78,893 -
Revenue Total $2,390,000 $11,850,000 $9,566,100 $12,535,620 $304,675
Other
Other Funds Revenues
By Source
Parks
7%
Impact
Fees
32%
Internal
Service
26%
Special
Revenue
34%
Hotel
1%
Other Funds Page 1
TIRZ #1 Fund Description
The Town of Prosper designated a certain area within the Town as Tax Increment Reinvestment Zone Number 1
in 2008. The Town Council desires to promote the development or redevelopment of said geographic area by
designation of a reinvestment zone, as authorized by the Tax Increment Financing Act, Chapter 311 of the Texas
Tax Code. This fund is to account for the restricted revenue sources detailed in the agreement along with the
reimbursements to the developer for agreed upon expenditures.
Other Funds Page 2
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Impact Fee Revenue 2,450,253 800,000 906,476 800,000 800,000 800,000 800,000 800,000
Property Taxes-Town 1,108,174 1,269,687 1,269,687 1,376,961 1,835,361 2,205,620 2,649,931 2,649,931
Property Taxes-County 231,790 268,202 268,202 295,022 324,524 356,977 392,675 392,675
Property Taxes-Rollback Taxes 486,411 - - - - - - -
Sales Taxes - Town 1,219,048 1,293,986 1,293,986 1,386,765 1,483,905 1,587,850 1,699,080 1,818,070
Sales Taxes - EDC 1,020,952 1,086,948 1,086,948 1,161,416 1,242,771 1,329,824 1,422,980 1,522,634
Investment Income 130,910 75,000 137,745 50,000 50,000 50,000 50,000 50,000
TOTAL REVENUES 6,647,537$ 4,793,823$ 4,963,044$ 5,070,164$ 5,736,561$ 6,330,272$ 7,014,666$ 7,233,310$
EXPENDITURES
Developer Reimbursement 5,096,884 4,793,823 6,066,936 6,483,373 7,111,389 7,833,062 8,663,928 8,663,928
TOTAL EXPENDITURES 5,096,884$ 4,793,823$ 6,066,936$ 6,483,373$ 7,111,389$ 7,833,062$ 8,663,928$ 8,663,928$
Period Excess / (Deficit)1,550,656$ -$ (1,103,892)$ (1,413,209)$ (1,374,828)$ (1,502,790)$ (1,649,262)$ (1,430,618)$
NET CHANGE IN FUND BALANCE 1,550,656$ -$ (1,103,892)$ (1,413,209)$ (1,374,828)$ (1,502,790)$ (1,649,262)$ (1,430,618)$
BEGINNING FUND BALANCE 991,445$ 25,000$ 2,542,101$ 1,438,209$ 25,000$ (1,349,828)$ (2,852,618)$ (4,501,880)$
ENDING FUND BALANCE 2,542,101$ 25,000$ 1,438,209$ 25,000$ (1,349,828)$ (2,852,618)$ (4,501,880)$ (5,932,498)$
TIRZ # 1 Fund Summary
Other Funds Page 3
TIRZ #2 Fund Description
The Town of Prosper designated a certain area within the Town as Tax Increment Reinvestment Zone Number 2
in 2013. The Town Council desires to promote the development or redevelopment of said geographic area by
designation of a reinvestment zone, as authorized by the Tax Increment Financing Act, Chapter 311 of the Texas
Tax Code. This fund is to account for the restricted revenue sources detailed in the agreement along with the
reimbursements to the developer for agreed upon expenditures.
Other Funds Page 4
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Property Taxes-Town 39,537 117,783 117,783 151,173 139,926 148,322 155,738 155,738
Property Taxes-County 8,270 8,441 24,217 9,285 10,028 10,630 11,161 11,161
Property Taxes-Rollback Taxes 44,560 - - - - - - -
Sales Taxes - Town 7,391 2,000 2,000 2,200 2,420 2,662 2,928 3,188
Sales Taxes - EDC 7,391 2,000 2,000 2,200 2,420 2,662 2,928 3,188
Investment Income 3,224 1,500 2,737 1,500 1,500 1,500 1,500 1,500
TOTAL REVENUES 110,373$ 131,724$ 148,737$ 166,358$ 156,294$ 165,776$ 174,255$ 174,776$
EXPENDITURES
Developer Reimbursement 110,272 131,724 131,724 184,122 140,730 145,505 150,553 151,073
TOTAL EXPENDITURES 110,272$ 131,724$ 131,724$ 184,122$ 140,730$ 165,776$ 174,255$ 174,776$
Period Excess / (Deficit)101$ -$ 17,013$ (17,764)$ 15,564$ -$ -$ -$
NET CHANGE IN FUND BALANCE 101$ -$ 17,013$ (17,764)$ 15,564$ -$ -$ -$
BEGINNING FUND BALANCE 25,650$ 25,000$ 25,751$ 42,764$ 25,000$ 40,564$ 40,564$ 40,564$
ENDING FUND BALANCE 25,751$ 25,000$ 42,764$ 25,000$ 40,564$ 40,564$ 40,564$ 40,564$
TIRZ # 2 Fund Summary
Other Funds Page 5
Crime Control and Prevention District Description
The Town of Prosper held a special election in 2018 that established a Crime Control and Prevention Special
Purpose District allowed under Texas Local Government Code, Chapter 363 and Texas Tax Code, Section
323.105. The voters approved the Crime Control and Prevention District for five years, and in 2023, approved
the District for an additional 20 years through 2043, at which time voters will have to reaffirm or repeal. Crime
Control and Prevention District is dedicated to crime reduction programs and the dedication of a one-fourth of
one percent sales and use tax. The sales and use tax collected will be used to support the cost of crime control
and crime prevention including costs of personnel, administration, expansion, enhancement, and capital
expenditures. The implementation of the Crime Control and Prevention District funded twelve and a half
existing Police Officers plus additional personnel costs. In FY 2025-2026, the fund will be transfer revenue to the
General Fund to cover personnel expenses for Police Officers that will now all be housed within the General
Fund.
Other Funds Page 6
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Sales Taxes 3,018,090 3,478,456 3,203,844 3,426,536 3,532,238 3,708,850 3,894,292 4,089,007
Investment Income 268 1,200 7,605 1,200 1,200 1,200 1,200 1,200
TOTAL REVENUES 3,018,358$ 3,479,656$ 3,211,449$ 3,427,736$ 3,533,438$ 3,710,050$ 3,895,492$ 4,090,207$
EXPENDITURES
Personnel 3,031,617 3,344,835 3,344,835 - - - - -
Other 10,730 1,200 1,200 1,200 1,200 1,200 1,200 1,200
Transfer Out - - - 3,426,536 3,532,238 3,708,850 3,894,292 4,089,007
TOTAL EXPENDITURES 3,042,347$ 3,346,035$ 3,346,035$ 3,427,736$ 3,533,438$ 3,710,050$ 3,895,492$ 4,090,207$
Period Excess / (Deficit)(23,990)$ 133,621$ (134,586)$ -$ -$ -$ -$ -$
NET CHANGE IN FUND BALANCE (23,990)$ 133,621$ (134,586)$ -$ -$ -$ -$ -$
BEGINNING FUND BALANCE 422,055$ 415,972$ 398,065$ 263,479$ 263,479$ 263,479$ 263,479$ 263,479$
ENDING FUND BALANCE 398,065$ 549,593$ 263,479$ 263,479$ 263,479$ 263,479$ 263,479$ 263,479$
Crime Control and Prevention Special Purpose District
Other Funds Page 7
Fire Control, Prevention, and Emergency Medical Services District Description
The Town of Prosper held a special election in 2018 that established a Fire Control, Prevention, and Emergency
Medical Services Special Purpose District allowed under Texas Local Government Code, Chapter 344 and Texas
Tax Code, Section 321.106. Fire Control, Prevention and Emergency Medical Services District is dedicated to fire
safety and emergency medical services programs and the dedication of a one-fourth of one percent sales and
use tax. The voters approved the Fire Control, Prevention, and Emergency Medical Services District for the next
five years, and in 2023, approved the District for an additional 20 years through 2043, at which time voters will
have to reaffirm or repeal. The sales and use tax collected will be used to support the cost of fire control,
prevention, and emergency services including costs of personnel, administration, expansion, enhancement, and
capital expenditures. The implementation of the Fire Control, Prevention, and Emergency Medical Services
District funded twelve and a half existing Firefighter/Paramedics plus additional personnel costs. In FY
2025-2026, the fund will be transfer revenue to the General Fund to cover personnel expenses for Firefighter/
Paramedics that will now all be housed within the General Fund.
Other Funds Page 8
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Sales Taxes 3,015,318 3,478,456 3,236,018 3,460,319 3,567,710 3,746,095 3,933,400 4,130,070
Investment Income 4,962 1,200 1,200 600 600 600 600 600
TOTAL REVENUES 3,020,280$ 3,479,656$ 3,237,218$ 3,460,919$ 3,568,310$ 3,746,695$ 3,934,000$ 4,130,670$
EXPENDITURES
Personnel 3,081,905 3,541,860 3,541,860 - - - - -
Other 10,730 2,400 2,400 2,400 2,400 2,400 2,400 2,400
Transfer Out - - - 3,458,519 3,565,910 3,744,295 3,931,600 4,128,270
TOTAL EXPENDITURES 3,092,635$ 3,544,260$ 3,544,260$ 3,460,919$ 3,568,310$ 3,746,695$ 3,934,000$ 4,130,670$
Period Excess / (Deficit)(72,355)$ (64,604)$ (307,042)$ -$ -$ -$ -$ -$
NET CHANGE IN FUND BALANCE (72,355)$ (64,604)$ (307,042)$ -$ -$ -$ -$ -$
BEGINNING FUND BALANCE 455,293$ 594,057$ 382,938$ 75,896$ 75,896$ 75,896$ 75,896$ 75,896$
ENDING FUND BALANCE 382,938$ 529,453$ 75,896$ 75,896$ 75,896$ 75,896$ 75,896$ 75,896$
Fire Control, Prevention and Emergency Medical Services Special Purpose District
Other Funds Page 9
Park Improvement/Dedication Fund Description
Park Improvement Fund ‐ This fund is to account for contributions to the Town for improvements to Town parks
per development agreements. Developers are reimbursed for the reasonable costs of any park improvements
constructed and accepted by the Town. For multi‐family development projects and for complete phases of a
single‐family subdivision plat, the Developer may elect to apply the entire amount to be reimbursed under this
section as a credit against park fees due for the residential development, provided that the application of the
credit does not result in a partial fee for any dwelling unit, in accordance with guidelines established by the
Town. The Town shall retain sole discretion to determine whether to accept proposed park improvements.
Park Dedication Fund ‐ This fund is to account for contributions to the Town for the creation of parks within the
Town per development agreements. Fund expenditures must be used for the acquisition, development,
expansion, or upgrading of parks.
Other Funds Page 10
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Park Dedication Fees 909,971 600,000 1,303,972 1,550,000 1,550,000 1,550,000 1,550,000 1,550,000
Park Improvement Fees 761,210 800,000 1,123,484 800,000 800,000 800,000 800,000 800,000
Park Dedication-Interest 41,223 36,000 43,728 20,000 20,000 20,000 20,000 20,000
Park Improvement-Interest 40,764 38,000 38,000 20,000 20,000 20,000 20,000 20,000
TOTAL REVENUES 1,753,169$ 1,474,000$ 2,509,184$ 2,390,000$ 2,390,000$ 2,390,000$ 2,390,000$ 2,390,000$
EXPENDITURES General - Park Dedication 1,363,800 1,810,050 1,810,050 1,400,000 - - - -
General - Park Improvement 1,492,455 515,000 515,000 750,000 - - - -
TOTAL EXPENDITURES 2,856,255$ 2,325,050$ 2,325,050$ 2,150,000$ -$ -$ -$ -$
Period Excess / (Deficit)(1,103,086)$ (851,050)$ 184,134$ 240,000$ 2,390,000$ 2,390,000$ 2,390,000$ 2,390,000$
NET CHANGE IN FUND BALANCE (1,103,086)$ (851,050)$ 184,134$ 240,000$ 2,390,000$ 2,390,000$ 2,390,000$ 2,390,000$
BEGINNING FUND BALANCE 2,335,476$ 2,235,938$ 1,232,390$ 1,416,524$ 1,656,524$ 4,046,524$ 6,436,524$ 8,826,524$
PARK DEDICATION ENDING FUND BALANCE 1,175,203$ 51,880$ 712,853$ 882,853$ 2,452,853$ 4,022,853$ 5,592,853$ 7,162,853$
PARK IMPROVEMENT ENDING FUND BALANCE 57,187$ 1,333,008$ 703,671$ 773,671$ 1,593,671$ 2,413,671$ 3,233,671$ 4,053,671$
Park Dedication/Improvement Fund Summary
Other Funds Page 11
Impact Fee Fund Description
Impact Fees were established to assure the availability of funds for major capital projects needed as a result of
development. They are broken out into the following four funds: East Thoroughfare, West Thoroughfare, Water,
and Wastewater. The laws governing the collection and disbursement of impact fees require separate
accounting and reporting of these funds. Additionally, an analysis and update of the fee structure is required
every five years. Appropriations from these funds are being utilized to provide supplemental funding for eligible
capital improvement projects.
Other Funds Page 12
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING
YEAR
2026-2027
PLANNING
YEAR
2027-2028
PLANNING
YEAR
2028-2029
PLANNING
YEAR
2029-2030
REVENUES Impact Fees 3,467,614 3,500,000 3,500,000 3,250,000 3,250,000 3,250,000 3,250,000 3,250,000
Investment Income 391,660 290,000 290,000 200,000 200,000 200,000 200,000 200,000
TOTAL REVENUES 3,859,274$ 3,790,000$ 3,790,000$ 3,450,000$ 3,450,000$ 3,450,000$ 3,450,000$ 3,450,000$
EXPENDITURES Operations-Developer Agreements 27,508 1,790,533 2,099,188 1,790,533 245,000 145,000 145,000 145,000
Capital 56,557 - - - - - - -
TOTAL EXPENDITURES 84,065$ 1,790,533$ 2,099,188$ 1,790,533$ 245,000$ 145,000$ 145,000$ 145,000$
Period Excess / (Deficit)3,775,209$ 1,999,467$ 1,690,812$ 1,659,467$ 3,205,000$ 3,305,000$ 3,305,000$ 3,305,000$
OTHER FINANCING Transfers Out (3,127,286) (2,000,000) (2,007,309) (4,300,000) (3,000,000) (3,000,000) (3,000,000) (3,000,000)
TOTAL OTHER FINANCING SOURCES (USES)(3,127,286)$ (2,000,000)$ (2,007,309)$ (4,300,000)$ (3,000,000)$ (3,000,000)$ (3,000,000)$ (3,000,000)$
NET CHANGE IN FUND BALANCE 647,923$ (533)$ (316,497)$ (2,640,533)$ 205,000$ 305,000$ 305,000$ 305,000$
BEGINNING FUND BALANCE 7,234,881$ 7,647,030$ 7,882,804$ 7,566,307$ 4,925,774$ 5,130,774$ 5,435,774$ 5,740,774$
ENDING UNRESTRICTED FUND BALANCE 7,882,804$ 7,646,497$ 7,566,307$ 4,925,774$ 5,130,774$ 5,435,774$ 5,740,774$ 6,045,774$
Water Impact Fee Fund Summary
Other Funds Page 13
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Impact Fees 1,660,835 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Equity Fees 285,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000
Investment Income 193,818 125,000 130,065 100,000 100,000 100,000 100,000 100,000
TOTAL REVENUES 2,139,653$ 2,425,000$ 2,430,065$ 2,400,000$ 2,400,000$ 2,400,000$ 2,400,000$ 2,400,000$
EXPENDITURES Operations-Developer Reimbursements 439,518 558,726 558,726 558,726 273,274 273,274 273,274 273,274
TOTAL EXPENDITURES 439,518$ 558,726$ 558,726$ 558,726$ 273,274$ 273,274$ 273,274$ 273,274$
Period Excess / (Deficit)1,700,134$ 1,866,274$ 1,871,339$ 1,841,274$ 2,126,726$ 2,126,726$ 2,126,726$ 2,126,726$
OTHER FINANCING Transfers Out (162,599) (3,531,622) (3,538,931) (2,568,378) (2,000,000) (2,000,000) (2,000,000) (2,000,000)
TOTAL OTHER FINANCING SOURCES (USES)(162,599)$ (3,531,622)$ (3,538,931)$ (2,568,378)$ (2,000,000)$ (2,000,000)$ (2,000,000)$ (2,000,000)$
NET CHANGE IN FUND BALANCE 1,537,535$ (1,665,348)$ (1,667,592)$ (727,104)$ 126,726$ 126,726$ 126,726$ 126,726$
BEGINNING FUND BALANCE 2,710,626$ 2,982,634$ 4,248,161$ 2,580,569$ 1,853,465$ 1,980,191$ 2,106,917$ 2,233,643$
-$
ENDING UNRESTRICTED FUND BALANCE 4,248,161$ 1,317,286$ 2,580,569$ 1,853,465$ 1,980,191$ 2,106,917$ 2,233,643$ 2,360,369$
Wastewater Impact Fee Fund Summary
Other Funds Page 14
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Impact Fees 1,005,046 1,000,000 1,100,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000
Investment Income 163,177 120,000 120,000 100,000 100,000 100,000 100,000 100,000
TOTAL REVENUES 1,168,223$ 1,120,000$ 1,220,000$ 1,300,000$ 1,300,000$ 1,300,000$ 1,300,000$ 1,300,000$
EXPENDITURES Operations-Developer Reimbursements 314,940 237,074 237,074 250,000 250,000 250,000 250,000 250,000
Capital 48,763 - - - - - - -
TOTAL EXPENDITURES 363,703$ 237,074$ 237,074$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$
Period Excess / (Deficit)804,520$ 882,926$ 982,926$ 1,050,000$ 1,050,000$ 1,050,000$ 1,050,000$ 1,050,000$
OTHER FINANCING Transfers Out - (2,500,000) (2,529,491) (2,400,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000)
TOTAL OTHER FINANCING SOURCES (USES)-$ (2,500,000)$ (2,529,491)$ (2,400,000)$ (1,000,000)$ (1,000,000)$ (1,000,000)$ (1,000,000)$
NET CHANGE IN FUND BALANCE 804,520$ (1,617,074)$ (1,546,565)$ (1,350,000)$ 50,000$ 50,000$ 50,000$ 50,000$
BEGINNING FUND BALANCE 2,572,328$ 2,690,574$ 3,376,848$ 1,830,283$ 480,283$ 530,283$ 580,283$ 630,283$
ENDING UNRESTRICTED FUND BALANCE 3,376,848$ 1,073,500$ 1,830,283$ 480,283$ 530,283$ 580,283$ 630,283$ 680,283$
East Thoroughfare Impact Fee Fund Summary
Other Funds Page 15
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Impact Fees 5,090,270 4,500,000 4,500,000 4,500,000 4,500,000 4,500,000 4,500,000 4,500,000
Investment Income 388,600 200,000 300,000 200,000 200,000 200,000 200,000 200,000
TOTAL REVENUES 5,478,870$ 4,700,000$ 4,800,000$ 4,700,000$ 4,700,000$ 4,700,000$ 4,700,000$ 4,700,000$
EXPENDITURES Operations-Developer Agreements 512,992 5,086,548 5,086,548 1,500,000 1,700,000 1,300,000 600,000 600,000
TOTAL EXPENDITURES 512,992$ 5,086,548$ 5,086,548$ 1,500,000$ 1,700,000$ 1,300,000$ 600,000$ 600,000$
Period Excess / (Deficit)4,965,878$ (386,548)$ (286,548)$ 3,200,000$ 3,000,000$ 3,400,000$ 4,100,000$ 4,100,000$
OTHER FINANCING Transfers In 167,514 - - - - - - -
Transfers Out (300,000) (5,000,000) (5,029,491) (3,000,000) (2,000,000) (2,000,000) (2,000,000) (2,000,000)
TOTAL OTHER FINANCING SOURCES (USES)467,514$ (5,000,000)$ (5,029,491)$ (3,000,000)$ (2,000,000)$ (2,000,000)$ (2,000,000)$ (2,000,000)$
NET CHANGE IN FUND BALANCE 4,498,364$ (5,386,548)$ (5,316,039)$ 200,000$ 1,000,000$ 1,400,000$ 2,100,000$ 2,100,000$
BEGINNING FUND BALANCE 5,065,664$ 8,273,700$ 9,564,028$ 4,247,989$ 4,447,989$ 5,447,989$ 6,847,989$ 8,947,989$
ENDING FUND BALANCE 9,564,028$ 2,887,152$ 4,247,989$ 4,447,989$ 5,447,989$ 6,847,989$ 8,947,989$ 11,047,989$
West Thoroughfare Impact Fee Fund Summary
Other Funds Page 16
Hotel Occupancy Tax Fund
The Hotel Occupancy Tax Fund collects revenue from a 7% tax on hotel rooms rented in Prosper.
The revenue must be used to promote the town’s hotel industry. Eligible expenditures are
subject to a two-part test. They must put “heads in beds” and be included as one of the nine
categories allowed by state law.
Other Funds Page 17
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Hotel Occupancy Tax - 57,125 57,125 302,675 321,002 339,329 357,656 380,431
Investment Income - 2,000 2,000 2,000 2,000 2,000 2,000 2,000
TOTAL REVENUES -$ 59,125$ 59,125$ 304,675$ 323,002$ 341,329$ 359,656$ 382,431$
EXPENDITURES
Development Agreement - 28,563 28,563 100,892 110,055 119,219 128,382 139,769
TOTAL EXPENDITURES -$ 28,563$ 28,563$ 100,892$ 110,055$ 119,219$ 128,382$ 139,769$
Period Excess / (Deficit)-$ 30,562$ 30,562$ 203,783$ 212,947$ 222,110$ 231,274$ 242,662$
NET CHANGE IN FUND BALANCE -$ 30,562$ 30,562$ 203,783$ 212,947$ 222,110$ 231,274$ 242,662$
BEGINNING FUND BALANCE -$ -$ -$ 30,562$ 234,345$ 447,292$ 669,402$ 900,676$
ENDING FUND BALANCE -$ 30,562$ 30,562$ 234,345$ 447,292$ 669,402$ 900,676$ 1,143,338$
Hotel Occupancy Tax Fund
Other Funds Page 18
Special Revenue Funds Description
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are normally
restricted to expenditures for specified purposes. The following funds have been consolidated and presented in
one summary.
Tree Mitigation Fee ‐ This fee is received from the development community in lieu of replanting trees, or
preserving existing trees per the Town's Tree Preservation ordinance.
Court Technology Fund ‐ This fund is to account for a misdemeanor offense and pay a technology fee of $4 as
technology cost of the Court. These funds are used to finance the purchase of, or to maintain technology
enhancements for the Municipal Court for the following: computer systems, networks, hardware and software,
electric kiosks, electronic ticket writers, and docket management systems.
Court Security Fund ‐ This fund is used to account for a misdemeanor offense and pay a $4.90 security fee as a
cost of the court. These funds are used to finance security personnel, services and items related to the facility
that house the operations of the municipal court.
Contributions Fund ‐ This fund is used to account for various special revenue sources. Typical revenues seen in
this fund would include Police Department donations, Fire Department donations, Police Seized funds, Child
Safety funds, and developer contributions.
Coronavirus Aid, Relief, and Economic Security (CARES Act Fund) American Rescue Plan Act (ARPA) Fund ‐ These
fund are used to account for grant funds awarded and expenditures related to the CARES act and the ARPA act.
The first round of ARPA funds was received in fiscal year 20/21 and the second round was received in fiscal
year 21/22. The funds were expended in fiscal year 23/24 on a wastewater infrastructure project. This led to a
decrease in fund balance in the Special Revenue Funds.
Other Funds Page 19
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING YEAR
2026-2027
PLANNING YEAR
2027-2028
PLANNING YEAR
2028-2029
PLANNING YEAR
2029-2030
REVENUES Police Donations 19,721 15,500 23,810 15,500 15,500 15,500 15,500 15,500
Fire Donations 18,656 15,500 15,500 15,500 15,500 15,500 15,500 15,500
Child Safety Fees 29,403 28,000 28,000 28,000 28,000 28,000 28,000 28,000
Court Security Revenue 12,405 8,525 13,455 8,525 8,525 8,525 8,525 8,525
Municipal Jury Revenue 249 - 340 170 170 170 170 170
Court Technology Revenue 10,217 8,198 10,972 8,198 8,198 8,198 8,198 8,198
Tree Mitigation Revenue 204,694 300,000 300,000 300,000 300,000 300,000 300,000 300,000
Escrow Income 167,514 - - - - - - -
Cash Seizures 16,378 - - - - - - -
Miscellaneous 8,756 3,000 10,288 3,000 3,000 3,000 3,000 3,000
Interest Income 110,653 52,550 53,618 31,550 31,550 31,550 31,550 31,550
TOTAL REVENUES 598,646$ 431,273$ 455,983$ 410,443$ 410,443$ 410,443$ 410,443$ 410,443$
EXPENDITURES General Government 40,027 94,355 79,214 173,060 67,555 67,555 67,555 67,555
Transfers Out 200,000 1,150,000 1,150,000 850,000 - - - -
TOTAL EXPENDITURES 40,027$ 94,355$ 79,214$ 1,023,060$ 67,555$ 67,555$ 67,555$ 67,555$
Period Excess / (Deficit)558,619$ 336,918$ 376,769$ (612,617)$ 342,888$ 342,888$ 342,888$ 342,888$
NET CHANGE IN FUND BALANCE 558,619$ 336,918$ 376,769$ (612,617)$ 342,888$ 342,888$ 342,888$ 342,888$
BEGINNING FUND BALANCE 1,797,646$ 515,371$ 2,356,265$ 2,733,034$ 2,120,417$ 2,463,305$ 2,806,193$ 3,149,081$
ENDING FUND BALANCE 2,356,265$ 852,289$ 2,733,034$ 2,120,417$ 2,463,305$ 2,806,193$ 3,149,081$ 3,491,969$
Special Revenue Fund Summary
Other Funds Page 20
Vehicle and Equipment Replacement Fund Description
The Town established the Vehicle and Equipment Replacement Fund (VERF) in Fiscal Year 2013‐2014 to
accumulate sufficient resources to replace existing vehicles and equipment when they reach or exceed their
useful life. The internal program was designed for departments to contribute annual payments to the fund based
on the number, type, average life expectancy, and the projected replacement cost of the vehicles/equipment.
The intent was for funds to be managed to purchase Town vehicles and equipment in a manner that would not
create a burden on the Town budget. Annual contributions are determined by amortizing the replacement cost
for the life expectancy of the vehicle/equipment and are allocated as charges for services from each department.
Balances at the department level are calculated each year and adjustments are made to replacement values as
needed. In addition to budgeted annual contributions, each department is credited for proceeds of auctioned
vehicles/equipment, as well as interest earned for the year. These proceeds are considered when determining
contribution needs for the following fiscal year.
Other Funds Page 21
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING
YEAR
2026-2027
PLANNING
YEAR
2027-2028
PLANNING
YEAR
2028-2029
PLANNING
YEAR
2029-2030
REVENUES Charges for Services 1,478,966 1,572,064 1,048,042 1,566,797 1,566,797 1,566,797 1,566,797 1,566,797
Auction Proceeds - 150,000 150,000 150,000 150,000 150,000 150,000 150,000
Interest Income 294,584 250,000 250,000 250,000 250,000 250,000 250,000 250,000
TOTAL REVENUES 1,773,550$ 1,972,064$ 1,448,042$ 1,966,797$ 1,966,797$ 1,966,797$ 1,966,797$ 1,966,797$
EXPENDITURES Technology Expenses 59,925 145,200 - 1,089,094 - - - -
Equipment Expenses - 526,908 548,142 77,706 - - - -
Vehicle Expenses 220 1,866,493 1,745,631 1,972,462 767,936 1,415,000 2,540,000 -
TOTAL EXPENDITURES 60,145$ 2,538,601$ 2,293,773$ 3,139,262$ 767,936$ 1,415,000$ 2,540,000$ -$
Period Excess / (Deficit)1,713,405$ (566,537)$ (845,731)$ (1,172,465)$ 1,198,861$ 551,797$ (573,203)$ 1,966,797$
NET CHANGE IN FUND BALANCE 1,713,405$ (566,537)$ (845,731)$ (1,172,465)$ 1,198,861$ 551,797$ (573,203)$ 1,966,797$
BEGINNING FUND BALANCE 4,342,492$ 8,803,250$ 6,055,897$ 5,210,166$ 4,037,701$ 5,236,562$ 5,788,359$ 5,215,156$
ENDING FUND BALANCE 6,055,897$ 8,236,713$ 5,210,166$ 4,037,701$ 5,236,562$ 5,788,359$ 5,215,156$ 7,181,953$
Vehicle and Equipment Replacement Fund Summary
Other Funds Page 22
DEPARTMENT MODEL YEAR MAKE MODEL
ESTIMATED
REPLACEMENT
COST
Vehicles
Fire Operations 2017 Chevy Tahoe 121,901
Fire Operations 2017 Horton Ambulance 429,122 *
Fire Operations 2015 Ford F550 Quick Attack Brush Truck 338,814 *
Fire Operations 2015 Pierce Aeiral Buck Truck Velocity 100'2,540,000 *
Fire Operations 2013 Pierce Puc Pumper 1,415,000 *
Parks Operations 2018 Chevy 2500 Silverado Extended Cab 50,000
Public Works/Water 2018 Chevy 1500 Silverado 2WD 51,844
Public Works/Water 2018 Chevy 1500 Silverado 4WD 51,844
Public Works/Wastewater 2017 Freightliner 114SD 4x2 540,882
Public Works/Wastewater 2018 Ford F350 93,991
Police Operations 2020 Chevrolet Tahoe 118,000 **
Police Operations 2020 Chevrolet Tahoe 118,000 **
Police Operations 2020 Chevrolet Tahoe 118,000 **
Police Operations 2020 Chevrolet Tahoe 118,000 **
Police Operations 2020 Chevrolet Tahoe 118,000 **
Police Operations 2020 Chevrolet Tahoe 118,000 **
Police Operations 2020 Chevrolet Tahoe 118,000 ***
Police Operations 2020 Chevrolet Tahoe 118,000 ***
Police Operations 2020 Chevrolet Tahoe 118,000 ***
Total cost of vehicle replacements 6,695,398$
Equipment
Parks Operations 2017 Toro 60" Zero Turn Mower 16,000
Parks Operations 2020 Toro 60" Zero Turn Mower 16,000
Parks Operations 2018 Toro 305-D 3-Gang Mower 30,000
Parks Operations 2019 Toro Toro LCE Turboforce Deck 15,706
Total cost of equipment replacements 77,706$
Technology
Town Hall Network Equipment 431,170
Police Department Network Equipment 279,272
Public Works Network Equipment 114,006
Fire Station #2 Network Equipment 106,864
Fire Station #3 Network Equipment 83,915
Central Fire Network Equipment 53,833
Parks & Recreation Admin Building Network Equipment 20,034
Total cost of Technology replacements 1,089,094$
Total cost of all replacements 7,862,198$
*Expected to be paid in FY27 or later
**Previously Deferred From FY25
***Deferred from FY25 General Fund Budget
Vehicle and Equipment Replacement Listing
Items to be replaced in Fiscal Year 2025-2026
Other Funds Page 23
Health Insurance Trust Fund Description
The Town of Prosper initiated a self‐funded health and dental plan effective January 1, 2017 for Town employees
and their dependents. The Town maintains the Employee Health Insurance Trust Fund to account for the Town's
employee health and dental care coverage. In addition, excess insurance has been obtained for an individual unit
health and prescription drug claims exceeding $125,000. The Town's claim administrator is UMR
for medical claims and Pro-Act for pharmacy claims.
Other Funds Page 24
FUND ACCOUNT TYPE
ACTUAL
2023-2024
ORIGINAL
2024-2025
ADOPTED
AMENDED
2024-2025
ADOPTED
BUDGET
2025-2026
PLANNING
YEAR
2026-2027
PLANNING
YEAR
2027-2028
PLANNING
YEAR
2028-2029
PLANNING
YEAR
2029-2030
REVENUES Employer Contributions 3,467,157 4,136,107 4,136,107 5,732,137 5,988,942 6,164,285 6,344,889 6,530,911
Employee Contributions 1,013,114 1,006,410 1,477,890 1,499,775 1,574,763 1,653,502 1,736,176 1,822,986
Investment Income 34,341 20,000 4,000 20,000 20,000 20,000 20,000 20,000
Cobra and Stop Loss Reimbursements 368,619 300,000 854,160 300,000 300,000 300,000 300,000 300,000
Transfer In - - 1,100,000 710,000 - - - -
TOTAL REVENUES 4,883,230$ 5,462,517$ 7,572,157$ 8,261,912$ 7,883,706$ 8,137,786$ 8,401,064$ 8,673,897$
EXPENDITURES Operating Expenses 426,228 450,000 420,408 453,129 486,361 504,283 523,102 542,861
Claims 4,543,025 4,497,525 6,440,888 7,560,895 7,938,939 8,335,886 8,752,681 9,190,315
Insurance 375,411 419,423 423,176 485,367 509,635 535,116 561,871 589,966
Wellness Program - 6,000 - 6,000 6,000 6,000 6,000 6,000
TOTAL EXPENDITURES 5,344,663$ 5,372,948$ 7,284,472$ 8,505,391$ 8,940,935$ 9,381,285$ 9,843,654$ 10,329,142$
Period Excess / (Deficit)(461,433)$ 89,569$ 287,685$ (243,479)$ (1,057,230)$ (1,243,499)$ (1,442,589)$ (1,655,245)$
NET CHANGE IN FUND BALANCE (461,433)$ 89,569$ 287,685$ (243,479)$ (1,057,230)$ (1,243,499)$ (1,442,589)$ (1,655,245)$
BEGINNING FUND BALANCE 609,567$ 708,756$ 148,134$ 435,819$ 192,340$ (864,889)$ (2,108,387)$ (3,550,977)$
ENDING FUND BALANCE 148,134$ 798,325$ 435,819$ 192,340$ (864,889)$ (2,108,387)$ (3,550,977)$ (5,206,222)$
Months of Claims Expense in Reserve 0.39 2.13 0.81 0.31 (1.31) (3.04) (4.87) (6.80)
Health Insurance Fund Summary
Other Funds Page 25
CAPITAL
PROJECTS FUNDS
Capital Projects Funds
The Capital Project Funds account for financial resources to be used for the acquisition or
construction of major capital assets, infrastructure, and facilities. The Governmental Capital
Projects Fund consists of Streets, Parks, and Public Safety projects. The Enterprise Capital
Projects Fund consists of Water, Wa stewater, and Drainage projects. These funds are budgeted
on a project basis as the project expenditures normally cross over fiscal years and the
appropriation stay open until the project is complete.
Capital Project Funds Page 1
CAPITAL IMPROVEMENTS PROGRAM
GOVERNMENTAL CAPITAL PROJECTS FUND
FISCAL YEAR 2026
Resources:
Current FY 25 Resources as of 7/31/25
Cash 35,065,112$
Liabilities (2,830,254)
Unspent Prior Year Bond Funds 34,059,428
Pending Interest 910,076
Collin County Intersection Improvement Grant 2,800,000
Denton County Bond Program 3,900,000
TxDOT Reimbursement 2,200,000
NTCOG Grant 720,000
Escrow Funds to be Received 75,300
Pending Impact Fee Transfer 300,000
Arestia Reimbursement 230,000
Collin County Open Spaces Grant 448,000
PASO Contribution 950,000
Blue Star Development Contribution 1,035,322
2025 GO Bonds 19,450,000
Remaining unspent budget amount for projects in
process (108,849,885)
Net unobligated balances and contingencies (9,536,902)
Preliminary FY25 Resources:
West Thoroughfare Impact Fee Transfers 3,000,000
East Thoroughfare Impact Fee Transfers 2,500,000
Park Improvement Fee Transfers 750,000
Park Development Fee Transfers 1,400,000
Tree Mitigation Fee Transfers 850,000
EDC Contributions 2,500,000
Denton County Bond Program 1,100,000
Interest Income 3,000,000
Capital Dedicated Funds 10,500,000
Projected 2026 GO Bonds 23,297,062
Total Future Resources 48,897,062
Funds available to be committed 39,360,160
Capital Project Funds Page 2
Additional Projects:
Streets Projects:
Gee Road (US 380-FM 1385) - 2 NB lanes 1,100,000
Coleman (Gorgeous - Prosper Trail) - 4 lanes 15,500,000
Craig Street (Preston - Fifth)4,400,000
Godwin Parkway (DNT - BNSF RR)2,000,000
First St Whitley Place Open Space 250,000
Traffic Signal - Fishtrap & Artesia Boulevard 140,000
Traffic Signal - Teel Pkway & Prairie Drive 140,000
Traffic Improvement Projects 1,500,000
Traffic Signal - Legacy & Prairie 140,000
Traffic Signal - Legacy & Prosper Trail 85,000
Traffic Signal - Legacy & Starwood 85,000
CIP Employee Salaries 400,000
Parks Projects:
Downtown Park - Parvin (Broadway/Parvin)200,000
Raymond Community Park Dam Repair 350,000
Playground Shade Structures - Lakewood and
Hackberry Parks 200,000
Security Cameras - Raymond Community and
Lakewood Parks 250,000
Pecan Grove & Whitley Place HOA Irrigation
Seperation 125,000
Mirabella Park (Tellus)500,000
Creekside Park (Shaddock)445,000
Downtown Monumentation, Broadway & Main 255,000
Raymond Community Park, Phase 1 128,000
Dream Park 3,000,000
CIP Employee Salaries 300,000
Prairie Medians 250,000
Richland Medians 150,000
Mahard Medians 500,000
Facility Projects:
Parks & Public Works, Phase 1 5,397,062
Facility Improvement Projects 300,000
CIP Employee Salaries 300,000
Unprogrammed:
Unprogrammed Streets Projects 320,098
Unprogrammed Parks Projects 350,000
Unprogrammed Public Safety Projects 300,000
Total Additional Projects 39,360,160
PROJECTED REMAINING UNOBLIGATED FUND
BALANCE 0
Capital Project Funds Page 3
CAPITAL IMPROVEMENTS PROGRAM
WATER/WASTEWATER CAPITAL PROJECTS FUND
FISCAL YEAR 2026
Resources:
Current FY 25 Resources as of 7/31/25
Cash 16,589,968$
Liabilities (1,259,225)
Revenue Bond Required Reserve (571,944)
Unspent Prior Year Bond Funds 10,944,108
Pending Interest 396,057
Pending Impact Fee Transfer 1,499,905
EDA Grant 214,081
Escrow Funds 25,000
TxDOT Reimbursement 2,520,000
2025 CO Bonds 33,896,633
Remaining unspent budget amount for projects in
process (111,094,130)
Net unobligated balances and contingencies (46,839,547)
Preliminary FY25 Resources:
Interest Income 800,000
Water Impact Fee Transfers 4,300,000
Wastewater Impact Fee Transfers 2,568,378
Projected 2026 Revenue Bonds 26,538,619
Intent to Reimburse Future Bond Issuance 25,798,619
Total Future Resources 60,005,616
Funds available to be committed 13,166,069
Additional Projects:
Water Projects:
2312wa 6MG Ground Storage Tank 5,695,000
Craig St 2MG EST Rehabilitation 2,540,000
First Street (DNT - Coleman) - 12" Water Line 2,500,000
US 380 30-inch Water/8" WW Line Relocation 1,800,000
CIP Employee Salaries 300,000
Sewer Projects:
CIP Employee Salaries 200,000
Unprogrammed:
Unprogrammed Water/Sewer Projects 131,069
Total Additional Projects 13,166,069
PROJECTED REMAINING UNOBLIGATED FUND
BALANCE (0)
Capital Project Funds Page 4
CAPITAL IMPROVEMENTS PROGRAM
DRAINAGE CAPITAL PROJECTS FUND
FISCAL YEAR 2026
Resources:
Current FY 25 Resources as of 7/31/25
Cash 97,884$
Liabilities -
Pending Interest 1,300
Remaining unspent budget amount for projects
in process (50,294)
Net unobligated balances and contingencies 48,890
Preliminary FY25 Resources:
Interest Income 7,800
Transfer from Drainage Fund 200,000
Total Future Resources 207,800
Funds available to be committed 256,690
Additional Projects:
Drainage Projects:
2312wa Old Town Regional Detention Pond #2 200,000
Unprogrammed:
Unprogrammed Drainage Projects 56,690
Total Additional Projects 256,690
PROJECTED REMAINING UNOBLIGATED FUND
BALANCE 0
Capital Project Funds Page 5
MULTI-YEAR
CAPITAL PLAN
Five‐Year Capital Improvement Program
The five‐year CIP is an integral part of the Town’s strategic project planning process related to capital
infrastructure for streets, traffic improvements, parks, Town facilities, water, wastewater and drainage lines.
Working in conjunction with community officials and community stakeholders, Town staff periodically
evaluates the various capital infrastructure needs of the community for inclusion in the annual update of the
Capital Improvement Program. Based on the needs identified, the recommended timing and funding for each
project is prioritized by the CIP Subcommittee and by Town Council annually during the budget process.
Upon direction by the Town Council, the final Capital Improvement Program is adopted with the annual
operating and capital budgets. Operating budgets are funded by current revenues, while the capital budgets
are funded from various sources, including impact fees, developer contributions, one‐time uses of surplus
fund balance or from debt proceeds. Debt service payments for the retirement of debts are built into the
operating budgets by allocating I&S property taxes and transfers from other sources. The following pages
outline the projected needs for the Town.
Multi-Year Capital Plan Page 1
CIP Project Prior Yrs FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 TOTAL
STREET:
Preston Road / First Street Dual Left Turns $ 900 900$
Safety Way (Cook - Technology) 800 800
Gorgeous/McKinley: (LIV Development Agreement) 700 700
First Street (DNT - Coleman) 24,758 24,758
First Street (Elem - DNT) 32,230 32,230
Coit Road (First - Frontier) - 4 Lanes 27,790 27,790
DNT Main Lanes (US 380 - FM 428)7,671 5,500 13,171
Legacy (Prairie - Fishtrap) - 4 lanes 10,000 10,000
US 380 Decelerations Lanes - Denton County 500 900 1,400
Fifth Street Quiet Zone 500 500
Prosper Trail (Coit - Custer) - 2 WB Lanes 1,400 18,000 19,400
Gee Road (US 380 - FM 1385) - 2 WB Lanes 3,900 1,100 20,000 25,000
Coleman (Gorgeous - Prosper Trail) - 4 Lanes 4,022 15,500 19,522
Legacy (First St. - Prosper Trail) 2 SB Lanes (Park Place DA) 200 200
Legacy (First St. - Prosper Trail) 2 SB Lanes (Star Trail DA) 550 550
Frontier Parkway (Legacy - DNT) 300 1,000 6,000 7,300
First Street (Coleman - Craig) 2,500 2,500
Craig Street (Preston - Fifth) 750 4,400 5,150
Parvin (FM 1385 - Legacy) 500 500
Coleman (First - Gorgeous) - 4 Lanes 660 660
Teel Parkway (First - Freeman) 855 855
Prosper Trail (Legacy - DNT) 1,200 1,200
Legacy Drive (Prosper Trail - Parvin) - PISD Reimbursement 10,000 10,000
Gorgeous (LIV - Coleman) 230 230
Godwin Parkway (DNT - BNSF RR) 2,000 2,000
Whitley Place / First St.- Open Space 250 250
Unprogrammed Future Projects 308 308
CIP Summaries 400 400
TOTAL STREET 122,916$ 23,958$ 45,400$ -$ -$ 16,000$ 208,274$
TRAFFIC:
Median Lighting US 380 (Mahard - Lovers Ln) $ 300 300$
Traffic Signal - First & Artesia 525 140 665
Traffic Signal - DNT & Frontier Parkway 282 282
Traffic Signal - Teel & Prairie 525 140 665
Traffic Signal First Street/Legacy Drive 992 992
Opticom Repair/Installation 85 85
School Zone Flashers 141 141
Traffic Signal Communications Program Phase 2 of 2 495 495
Traffic Equipment 16 16
Traffic Improvement Projects 767 1,500 2,267
Traffic Signal - Legacy & Prairie 525 140 665
Traffic Signal - Legacy & Prosper Trail 85 650 735
Traffic Signal - Legacy & Starwood 85 650 735
Traffic Signal - First Street & La Cima 525 525
Traffic Signal - Richland Blvd & Walmart/Pandera 525 525
TOTAL TRAFFIC 4,653$ 2,090$ 1,300$ -$ 1,050$ -$ 8,043$
FY 2026 - FY 2030 Capital Improvement Program ($000's)
General Fund Projects
Multi-Year Capital Plan Page 2
CIP Project Prior Yrs FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 TOTAL
PARK:
Windsong Park #3 350$ 350$
Lakewood Preserve, Phase 2 (22 Acres/Lights)6 6
Downtown Park (Broadway/Parvin)1,158 200 1,358
Raymond Community Park Dam Repair 350 350
Rec Center Strategic Implementation Plan 100 100
Playground Shade Structures - Lakewood & Hackberry Parks 200 200
Security Cameras - Raymond Community & Lakewood Parks 250 250
Pecan Grove Park Pond Dredging 325 325
Pecan Grove & Whitley Place HOA Irrigation Seperation 125 125
Mirabella Park (Tellus)500 500
Creekside Park (Shaddock)445 445
Doe Branch Trail Connections 2,184 2,184
Downtown Improvements 329 329
Downtown Monumentation 165 165
Downtown Monumentation, Broadway & Main 370 255 625
Downtown Monumentation, First & Main 465 465
Prosper Parking Lot and Alley Improvements 553 553
Raymond Community Park, Phase 1 25,057 128 25,185
Raymond Community Park, Trail / Bridge - Grant Matching 916 916
Frontier Park Pond Repairs 473 350 823
Frontier Park Concrete Repairs 120 120
Parks & Recreation Admin Facility Parking Lot Paving 80 80
Doe Branch Property Masterplan 140 140
Dream Park 3,000 3,000
US 380 Green Ribbon Lndscp- Irrigation (Lovers - Mahard)2,295 2,295
Mahard Median Lndscp (US 380 - S of Prairie)500 500
Prairie Median Lndscp (W of Legacy - Mahard)250 1,000 1,250
Richland Median Lndscp (Prosper Commons - Coit Rd)150 150
Unprogrammed Future Projects 350 350
CIP Salaries 300 300
Prosper Trail Screening (Preston - Deer Run)550 550
Doe Branch Creek Erosion Control 225 225
Parks, Recreation, and Open Space Master Plan Update 140 140
TOTAL PARK 35,111$ 7,003$ 2,240$ -$ -$ -$ 44,354$
FACILITY:
Fire Station #4: (Design)951$ 951$
Fire Station #4: (Oher Development Costs)413 413
Fire Station #4: (Construction)11,610 11,610
Fire Station #4: (FF&E)700 700
Town Hall Repairs - N. Parking Lot & Front Steps & Fountain 291 291
Parks and Public Works, Phase 1 5,803 5,397 11,200
Public Safety Fiber Ring 1,000 1,000
Facility Improvement Projects 300 300
Unprogrammed Future Projects 300 300
CIP Salaries 300 300
TOTAL FACILITY 20,768$ 6,297$ -$ -$ -$ -$ 27,065$
TOTAL GENERAL FUND PROJECTS 183,448$ 39,348$ 48,940$ -$ 1,050$ 16,000$ 287,736$
FY 2025 - FY 2029 Capital Improvement Program ($000's)
General Fund Projects (continued)
Multi-Year Capital Plan Page 3
CIP Project Prior Yrs FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 TOTAL
WATER:
FM 1461 12-inch Water Line Relocation 6,900$ 6,900$
Parks and Public Works, Phase 1 5,600 5,600
Ground Storage 6 MG Tank 8,100 5,695 13,795
Craig Street 2 MG EST Rehabilitation 460 2,540 3,000
First Street (DNT - Coleman) - 12" Water Line 2,500 2,500
LPP Elevated Storage Tank #2 750 750
LPP Ground Storage Tank, Pumps and NTMWD Meter 1,400 1,400
Godwin Parkway (DNT - BNSF RR)250 250
US 380 30-inch Water/8" WW Line Relocation 1,800 15,300 17,100
CIP Salaries 300 300
TOTAL WATER 21,310$ 12,835$ 15,300$ -$ -$ 2,150$ 51,595$
WASTEWATER:
Doe Branch Parallel Interceptor 16,253$ 16,253$
Upper Doe Branch WW Line (Teel - PISD Stadium)8,025 8,025
Doe Branch, Phase 3 WWTP 104,946 104,946
Denton ISD WW Line Reimbursement 532 532
CIP Salaries 200 200
TOTAL WASTEWATER 129,756$ 200$ -$ -$ -$ -$ 129,756$
TOTAL WATER and WASTEWATER 151,066$ 13,035$ 15,300$ -$ -$ 2,150$ 181,351$
Drainage:
Old Town Regional Detention Pond # 2 98$ 200$ $ 1,800 2,098$
TOTAL DRAINAGE 98$ 200$ 1,800$ -$ -$ -$ 2,098$
TOTAL ENTERPRISE FUND PROJECTS 151,164$ 13,235$ 17,100$ -$ -$ 2,150$ 183,449$
FY 2024 - FY 2028 Capital Improvement Program ($000's)
Enterprise Fund Projects
Multi-Year Capital Plan Page 4
Issued
FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35 Total FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35
Prior Years 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035 Cost 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035
01 2118-ST Preston Road / First Street Dual Left Turns: (Design)100,000 100,000 100,000 01
02 2118-ST Preston Road / First Street Dual Left Turns: (Construction)800,000 800,000 800,000 B 02
03 2303-ST Safety Way (Cook - Technology): (MOU approved July 19, 2022)800,000 800,000 800,000 L 03
04 2304-ST Gorgeous/McKinley: (LIV Development Agreement)700,000 700,000 700,000 L 04
05 1512-ST First Street (DNT - Coleman): (Design)2,758,067 2,758,067 2,758,067 A,D 05
06 1512-ST First Street (DNT - Coleman): (Land/Esmt)3,000,000 3,000,000 1,500,000 1,500,000 D 06
07 1512-ST First Street (DNT - Coleman): (Construction)19,000,000 19,000,000 18,000,000 1,000,000 L 9,000,000 07
08 2012-ST Fishtrap (Elem - DNT) - 4 lanes: (Design)1,057,380 1,057,380 857,380 200,000 A,D,L 08
09 2012-ST Fishtrap (Elem - DNT) - 4 lanes: (Land/Esmt)1,700,000 1,700,000 1,700,000 09
10 2012-ST Fishtrap (Elem - DNT) - 4 lanes: (Construction)29,473,352 29,473,352 29,332,871 140,481 A,K,L 10
11 1710-ST Coit Road (First - Frontier) - 4 lanes: (Design)1,334,900 1,334,900 1,334,900 A,X 11
12 1710-ST Coit Road (First - Frontier) - 4 lanes: (Land/Esmt)2,455,000 2,455,000 2,455,000 12
13 1710-ST Coit Road (First - Frontier) - 4 lanes: (Construction)24,000,000 24,000,000 21,909,000 2,091,000 B,I,L 8,950,000 7,797,062 13
14 1937-ST DNT Main Lane (US 380 - FM 428): (Construction)7,671,186 5,500,000 13,171,186 9,862,560 3,308,626 L,X,Z 14
15 2143-ST Legacy (Prairie - Fishtrap) - 4 lanes: (Construction)10,000,000 10,000,000 8,850,000 1,150,000 L,D 15
16 2302-ST US 380 Deceleration Lanes - Denton County: (Construction)500,000 900,000 1,400,000 1,400,000 L 16
17 1925-TR Fifth Street Quiet Zone 500,000 500,000 500,000 L 17
18 2326-ST Prosper Trail (Coit - Custer) - 2 WB lanes: (Design)900,000 900,000 500,000 400,000 A,L,Z 18
19 2326-ST Prosper Trail (Coit - Custer) - 2 WB lanes: (Land/Esmt)500,000 500,000 500,000 A 19
20 2326-ST Prosper Trail (Coit - Custer) - 2 WB lanes: (Construction)18,000,000 18,000,000 18,000,000 14,767,843 20
21 2310-ST Gee Road (US 380 - FM 1385) - 2 NB lanes: (Design)2,200,000 2,200,000 2,200,000 B 21
22 2310-ST Gee Road (US 380 - FM 1385) - 2 NB lanes: (Land/Esmt)1,700,000 1,100,000 2,800,000 2,800,000 B,Z 22
23 2310-ST Gee Road (US 380 - FM 1385) - 2 NB lanes: (Construction)20,000,000 20,000,000 10,000,000 10,000,000 B,Z 23
24 2141-ST Coleman (Gorgeous - Talon) - 4 lanes: (Design)1,202,856 1,202,856 305,712 897,144 D,I 24
25 2141-ST Coleman (Gorgeous - Talon) - 4 lanes: (Land/Esmt)2,819,740 2,819,740 2,794,740 25,000 D 1,500,000 25
26 2141-ST Coleman (Gorgeous - Talon) - 4 lanes: (Construction)15,500,000 15,500,000 15,500,000 15,500,000 26
27 2314-ST Legacy (Fishtrap - Prosper Trail) - 2 SB lanes: (Park Place DA)200,000 200,000 200,000 A 27
28 2315-ST Legacy (Fishtrap - Prosper Trail) - 2 SB lanes: (Star Trail DA)550,000 550,000 550,000 A 28
29 2311-ST Frontier Parkway (Legacy - DNT): (Design)300,000 300,000 300,000 29
30 2311-ST Frontier Parkway (Legacy - DNT): (Construction)6,000,000 6,000,000 6,000,000 30
31 2311-ST Frontier Parkway (Legacy - DNT): (Construction) (DNT Intersection)1,000,000 1,000,000 1,000,000 L 31
32 2305-ST First Street (Coleman - Craig): (Design)500,000 500,000 500,000 L 32
33 2305-ST First Street (Coleman - Craig): (Land/Esmt)2,000,000 2,000,000 2,000,000 A 33
34 2305-ST First Street (Coleman - Craig): (Construction)10,500,000 10,500,000 10,500,000 34
35 2140-ST Craig Street (Preston - Fifth): (Design)369,600 369,600 369,600 35
36 2140-ST Craig Street (Preston - Fifth): (Land/Esmt)380,400 380,400 380,400 36
37 2140-ST Craig Street (Preston - Fifth): (Construction)4,400,000 4,400,000 3,000,000 1,400,000 A,Z 37
38 2208-ST Parvin (FM 1385 - Legacy): (Design)500,000 500,000 500,000 38
39 2208-ST Parvin (FM 1385 - Legacy): (Land/Esmt)2,000,000 2,000,000 2,000,000 39
40 2208-ST Parvin (FM 1385 - Legacy): (Construction)31,000,000 31,000,000 31,000,000 B,Z 40
41 2411-ST Coleman (First - Gorgeous): (Design)660,000 660,000 660,000 41
42 2411-ST Coleman (First - Gorgeous): (Land/Esmt)1,000,000 1,000,000 1,000,000 42
43 2411-ST Coleman (First - Gorgeous): (Construction)8,000,000 8,000,000 8,000,000 43
44 2415-ST Teel Parkway (First - Freeman): (Design)855,510 855,510 855,510 44
45 2415-ST Teel Parkway (First - Freeman): (Land/Esmt)500,000 500,000 500,000 45
46 2415-ST Teel Parkway (First - Freeman): (Construction)9,000,000 9,000,000 9,000,000 46
47 2506-ST Prosper Trail (Legacy - DNT): (Design)1,200,000 1,200,000 1,200,000 A 47
48 2506-ST Prosper Trail (Legacy - DNT): (Land/Esmt)2,000,000 2,000,000 2,000,000 A 48
49 2506-ST Prosper Trail (Legacy - DNT): (Construction)8,000,000 8,000,000 8,000,000 49
50 Legacy Drive (Prosper Trail - Parvin) - PISD Reimbursement 10,000,000 10,000,000 10,000,000 50
51 Legacy Drive (Star Trail - Legacy MS): (Design)800,000 800,000 800,000 51
52 Legacy Drive (Star Trail - Legacy MS): (Land/Esmt)500,000 500,000 500,000 52
53 Legacy Drive (Star Trail - Legacy MS): (Construction)4,500,000 4,500,000 4,500,000 53
54 Prosper Trail (Teel - Legacy): (Design)1,000,000 1,000,000 1,000,000 54
55 Prosper Trail (Teel - Legacy): (Land/Esmt)1,000,000 1,000,000 1,000,000 55
56 Prosper Trail (Teel - Legacy): (Construction)10,000,000 10,000,000 10,000,000 56
57 2529-ST Gorgeous (LIV - Coleman): (Design)230,000 230,000 230,000 Z 57
58 Gorgeous (LIV - Coleman): (Land/Esmt)750,000 750,000 750,000 58
59 Gorgeous (LIV - Coleman): (Construction)1,750,000 1,750,000 1,750,000 59
60 Godwin Parkway (DNT - BNSF RR)2,000,000 2,000,000 2,000,000 A,X 60
61 Whitley Place / First St.- Open Space 250,000 250,000 250,000 L 61
62 CIP Salaries 400,000 400,000 400,000 L 62
63 Remaining Proposition 3: GO Bond Funds 0 63
64 Unprogrammed Future Projects 307,938 64
PARTNER ENTITY PROJECTS NOT PAID BY TOWN AND EXCLUDED FROM TOTAL
01 US 380 (US 377 - Denton County Line)178,105,000 178,105,000 178,105,000 D,X 01
02 FM 1461 (SH 289 - CR 165)525,000 45,190,870 45,715,870 45,715,870 A,X 02
03 DNT Main Lane (US 380 - FM 428): (Design)312,821,815 312,821,815 312,821,815 X 03
122,917,991 23,957,938 45,400,000 0 0 16,000,000 92,300,000 300,267,991 239,605,740 60,662,251 19,450,000 23,297,062 14,767,843 0 0 0 0
Design 14,168,313 0 0 0 0 0 1,800,000 15,968,313 CO Bond Debt 0 0 0 0 0 0 0
Construction 91,944,538 19,900,000 45,400,000 0 0 6,000,000 82,750,000 245,994,538 GO Bond Debt 19,450,000 23,297,062 14,767,843 0 0 0 0
Design & Construction 2,250,000 2,957,938 0 0 0 10,000,000 0 14,900,000 2025 GO Bond Debt
Land/Easements 14,555,140 1,100,000 0 0 0 0 7,750,000 23,405,140 Revenue Bond Debt 0 0 0 0 0 0 0
Description Codes - Other Sources
##A Impact Fees D General Fund G Park Development Fund J TIRZ #2 X Non-Cash Contributions
##B Grant and Interlocal Funds E Water / Wastewater Fund H TIRZ #1 K Escrows Z Other Sources (See Detail)
##C Developer Agreements F Stormwater Drainage Fund I Interest L Capital Dedicated
General Fund Projects
IndexIndexStreet Projects
Subtotal
Unissued Debt ScheduleFunding Sources
Restricted
01Summary of Capital Improvement Program - 2025-09-05 PROPOSED
Un-Restricted
Multi-Year Capital Plan Page 5
Issued
FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35 Total FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35
Prior Years 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035 Cost 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035
01 2211-TR Median Lighting US 380 (Mahard - Lovers Ln): (Construction)300,000 300,000 300,000 A 01
02 2101-TR Traffic Signal - Fishtrap & Artesia Boulevard: (Design)65,000 65,000 32,500 32,500 B,L 02
03 2101-TR Traffic Signal - Fishtrap & Artesia Boulevard: (Construction)460,000 140,000 600,000 230,000 370,000 B,L 03
04 2317-TR Traffic Signal - DNT/Frontier: (Design)81,500 81,500 81,500 L,Z 04
05 2317-TR Traffic Signal - DNT/Frontier: (Construction)200,000 200,000 200,000 L,Z 05
06 2318-TR Traffic Signal - Teel Pkway & Prairie Drive: (Design)65,000 65,000 65,000 L 06
07 2318-TR Traffic Signal - Teel Pkway & Prairie Drive: (Construction)460,000 140,000 600,000 600,000 L 07
08 2404-TR Traffic Signal First Street/Legacy Drive (Construction)992,259 992,259 992,259 L 08
09 2501-TR Traffic Improvement Projects 767,160 1,500,000 2,267,160 1,500,000 767,160 L 09
10 2414-TR Opticom Repair/Installation 85,000 85,000 85,000 L 10
11 2530-TR School Zone Flashers 140,544 140,544 140,544 L 11
12 2502-TR Traffic Signal Communications Program Phase 2 of 2 495,000 495,000 495,000 L 12
13 2531-TR Traffic Equipment 15,928 15,928 15,928 L 13
14 2503-TR Traffic Signal - Legacy & Prairie: (Design)65,000 65,000 65,000 L 14
15 2503-TR Traffic Signal - Legacy & Prairie: (Construction)460,000 140,000 600,000 600,000 L 15
16 Traffic Signal - Legacy & Prosper Trail: (Design)85,000 85,000 85,000 L 16
17 Traffic Signal - Legacy & Prosper Trail: (Construction)650,000 650,000 650,000 L 17
18 Traffic Signal - Legacy & Starwood: (Design)85,000 85,000 85,000 L 18
19 Traffic Signal - Legacy & Starwood: (Construction)650,000 650,000 650,000 L 19
20 Traffic Signal - First Street & La Cima: (Design)65,000 65,000 65,000 20
21 Traffic Signal - First Street & La Cima: (Construction)460,000 460,000 460,000 21
22 Roundabout (La Cima/First Street): (Design)500,000 500,000 500,000 22
23 Roundabout (La Cima/First Street): (Construction)2,000,000 2,000,000 2,000,000 23
24 Roundabout (Richland/Lakewood): (Design)500,000 500,000 500,000 24
25 Roundabout (Richland/Lakewood): (Construction)2,000,000 2,000,000 2,000,000 25
26 Traffic Signal - Richland Blvd & Walmart/Pandera: (Design)65,000 65,000 65,000 A 26
27 Traffic Signal - Richland Blvd & Walmart/Pandera: (Construction)460,000 460,000 460,000 A 27
4,652,391 2,090,000 1,300,000 0 1,050,000 0 5,000,000 14,092,391 7,587,500 6,504,891 0 0 0 0 0 0 0
Design 276,500 170,000 0 0 130,000 0 1,000,000 1,576,500 CO Bond Debt 0 0 0 0 0 0 0
Construction 2,872,259 420,000 1,300,000 0 920,000 0 4,000,000 9,512,259 GO Bond Debt 0 0 0 0 0 0 0
Design & Construction 1,503,632 1,500,000 0 0 0 0 0 3,003,632 2025 GO Bond Debt
Land/Easements 0 0 0 0 0 0 0 0 Revenue Bond Debt 0 0 0 0 0 0 0
Description Codes - Other Sources
##A Impact Fees D General Fund G Park Development Fund J TIRZ #2 X Non-Cash Contributions
##B Grant and Interlocal Funds E Water / Wastewater Fund H TIRZ #1 K Escrows Z Other Sources (See Detail)
##C Developer Agreements F Stormwater Drainage Fund I Interest L Capital Dedicated Index02
Subtotal
Traffic ProjectsIndex Restricted Un-Restricted
Unissued Debt Schedule
Summary of Capital Improvement Program - 2025-09-05 PROPOSEDGeneral Fund Projects
Funding Sources
Multi-Year Capital Plan Page 6
Issued
FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35 Total FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35
Prior Years 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035 Cost 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035
Neighborhood Park
01 2245-PK Windsong Park #3: (Design)100,000 100,000 100,000 G 01
02 2245-PK Windsong Park #3: (Construction)250,000 250,000 250,000 G 02
03 2107-PK Lakewood Preserve, Phase 2 (22 Acres/Lights): (Construction)5,587,255 5,587,255 4,042,255 1,545,000 D,G,I,Z 03
03 2319-PK Downtown Park (Broadway/Parvin): (Design)50,000 50,000 50,000 G 03
04 2319-PK Downtown Park (Broadway/Parvin): (Construction)1,108,240 200,000 1,308,240 752,810 555,430 D,G,I 04
05 Downtown Event Space: (Design)1,250,000 1,250,000 1,250,000 05
06 Downtown Event Space: (Construction)11,250,000 11,250,000 11,250,000 06
07 Rutherford Park: (Design)500,000 500,000 500,000 07
08 Rutherford Park: (Construction)4,500,000 4,500,000 4,500,000 08
09 Remaining Proposition B: GO Bond Funds 4,270,000 4,270,000 4,270,000 4,270,000 09
10 Raymond Community Park Dam Repair 350,000 350,000 5,180 344,820 L 10
11 Rec Center Strategic Implementation Plan 100,000 100,000 100,000 L 11
12 Playground Shade Structures - Lakewood and Hackberry Parks 200,000 200,000 200,000 G 12
13 Security Cameras - Raymond Community and Lakewood Parks 250,000 250,000 250,000 L 13
16 Pecan Grove Park Pond Dredging 325,000 325,000 325,000 16
18 Pecan Grove & Whitley Place HOA Irrigation Seperation 125,000 125,000 125,000 18
19 Mirabella Park (Tellus)500,000 500,000 500,000 G 19
20 Creekside Park (Shaddock)445,000 445,000 445,000 G 20
21 Pickleball and Tennis Courts 3,800,000 3,800,000 3,800,000 21
22 Playground Development and Replacement 2,500,000 2,500,000 2,500,000 22
Trails
23 2120-PK Doe Branch Trail Connections 2,184,000 2,184,000 2,000,000 184,000 D 23
24 Prosper Center Park Trail Connection 900,000 900,000 900,000 Z 24
25 Park Amenities/Bridge/Trails 2,700,000 2,700,000 2,700,000 25
Downtown Improvements
26 2420-PK Downtown Improvements 329,383 329,383 329,383 D,I 26
27 2416-PK Downtown Monumentation: (Design)164,700 164,700 164,700 D 27
28 Downtown Monumentation, Broadway & Coleman (Construction)465,000 465,000 465,000 28
29 Downtown Monumentation, Broadway & Main (Construction)370,000 255,000 625,000 625,000 Z 29
30 Downtown Monumentation, First & Main (Construction)465,000 465,000 465,000 30
31 2403-ST Prosper Parking Lot and Alley Improvements (Design)122,500 122,500 122,500 D 31
32 2403-ST Prosper Parking Lot and Alley Improvements (Construction)430,000 430,000 307,499 122,501 D 32
Community Park
33 2122-PK Raymond Community Park, Phase 1: (Design)1,200,000 1,200,000 1,124,621 75,379 33
34 2122-PK Raymond Community Park, Phase 1: (Construction)23,857,000 128,000 23,985,000 22,985,000 1,000,000 I, L 34
35 2510-PK Raymond Community Park, Trail / Bridge - Grant Matching 916,802 916,802 848,122 68,680 B,I,G 35
36 2327-PK Frontier Park Pond Repairs 473,000 350,000 823,000 350,000 473,000 L 36
37 2511-PK Frontier Park Concrete Repairs 120,000 120,000 120,000 G 37
38 2517-PK Parks & Recreation Admin Facility Parking Lot Paving 80,000 80,000 80,000 Z 38
39 Community Park - Prosper Trail 55 acres: (Design)3,000,000 3,000,000 3,000,000 39
40 Community Park - Prosper Trail 55 acres: (Construction)27,000,000 27,000,000 27,000,000 40
41 2513-PK Doe Branch Property Masterplan 140,000 140,000 140,000 G 41
42 Dream Park 3,000,000 3,000,000 3,000,000 G,X 42
43 Doe Branch - 161 acres: (Design)2,500,000 2,500,000 2,500,000 43
44 Doe Branch - 161 acres: (Construction)22,500,000 22,500,000 22,500,000 44
45 Raymond Community Park, Phase 2: (Design)1,000,000 1,000,000 1,000,000 45
46 Raymond Community Park, Phase 2: (Construction)9,000,000 9,000,000 9,000,000 46
47 Future Community Park - Activation (Design)1,500,000 1,500,000 1,500,000 47
48 Future Community Park - Activation (Construction)13,500,000 13,500,000 13,500,000 48
Funding Sources Unissued Debt Schedule
Restricted Un-Restricted IndexIndexPark Projects
03Summary of Capital Improvement Program - 2025-09-05 PROPOSEDGeneral Fund Projects
Multi-Year Capital Plan Page 7
Medians/Landscape Screening
49 2150-PK US 380 Green Ribbon Lndscp- Irrigation (Lovers - Mahard): (Design)95,000 95,000 95,000 D 49
50 2150-PK US 380 Green Ribbon Lndscp-Irrigation (Lovers - Mahard): (Constr.)2,200,000 2,200,000 2,200,000 B 50
51 Mahard Median Lndscp (US 380 - S of Prairie): (Design)250,000 250,000 250,000 I 51
52 Mahard Median Lndscp (US 380 - S of Prairie): (Construction)250,000 250,000 250,000 I 52
53 Prairie Median Lndscp (W of Legacy - Mahard): (Design)250,000 250,000 7,503 242,497 I 53
54 Prairie Median Lndscp (W of Legacy - Mahard): (Construction)1,000,000 1,000,000 1,000,000 54
55 Richland Median Lndscp (Prosper Commons - Coit Rd): (Design)150,000 150,000 150,000 L 55
56 Richland Median Lndscp (Prosper Commons - Coit Rd): (Constr.)600,000 600,000 600,000 56
57 Frontier Median Lndscp (DNT - Preston): (Design)200,000 200,000 200,000 57
58 Frontier Median Lndscp (DNT - Preston): (Constr.)1,500,000 1,500,000 1,500,000 58
59 Legacy Median Lndscp (First - Prosper Trail): (Design)175,000 175,000 175,000 59
60 Legacy Median Lndscp (First - Prosper Trail): (Constr.)1,250,000 1,250,000 1,250,000 60
61 Prosper Trail Median Lndscp (Teel - 2,000' East of Teel): (Design)150,000 150,000 150,000 61
62 Prosper Trail Median Lndscp (Teel - 2,000' East of Teel): (Constr.)600,000 600,000 600,000 62
63 First Median Lndscp (Stuber Elementary - DNT): (Design)200,000 200,000 200,000 63
64 First Median Lndscp (Stuber Elementary - DNT): (Constr.)1,500,000 1,500,000 1,500,000 64
65 Legacy Median Lndscp (In Front of Middle School #7): (Design)150,000 150,000 150,000 65
66 Legacy Median Lndscp (In Front of Middle School #7): (Constr.)600,000 600,000 600,000 66
67 CIP Salaries 300,000 300,000 300,000 L 67
68 2328-PK Prosper Trail Screening (Preston - Deer Run): (Design & Construction)550,000 550,000 550,000 L 68
69 2408-DR Doe Branch Creek Erosion Control 225,000 225,000 225,000 F 69
70 2401-PK Parks, Recreation, and Open Space Master Plan Update 140,000 140,000 140,000 D 70
71 Unprogrammed Future Projects 350,000 350,000 71
40,692,880 7,003,000 2,240,000 0 0 0 119,060,000 168,995,880 156,137,990 12,507,890 0 0 0 0 0 0 4,270,000
Design 1,732,200 650,000 0 0 0 0 10,625,000 13,007,200 CO Bond Debt 0 0 0 0 0 0 0
Construction 33,802,495 833,000 1,465,000 0 0 0 94,265,000 130,365,495 GO Bond Debt 0 0 0 0 0 0 4,270,000
Design & Construction 5,158,185 5,520,000 775,000 0 0 0 14,170,000 25,623,185 2025 GO Bond Debt
Land/Easements 0 0 0 0 0 0 0 0 Revenue Bond Debt 0 0 0 0 0 0 0
Description Codes - Other Sources
##A Impact Fees D General Fund G Park Development Fund J TIRZ #2 X Non-Cash Contributions
##B Grant and Interlocal Funds E Water / Wastewater Fund H TIRZ #1 K Escrows Z Other Sources (See Detail)
##C Developer Agreements F Stormwater Drainage Fund I Interest L Capital Dedicated
Subtotal
Multi-Year Capital Plan Page 8
Issued
FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35 Total FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35
Prior Years 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035 Cost 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035
01 2137-FC Fire Station #4: (Design)950,680 950,680 950,680 Z 01
02 2203-FC Fire Station #4: (Other Development Costs)413,422 413,422 275,929 137,493 L 02
03 2205-FC Fire Station #4: (Construction)11,610,003 11,610,003 11,220,000 390,003 I,L 03
04 2206-FC Fire Station #4: (FF&E)700,000 700,000 700,000 L 04
05 2519-FC Town Hall Repairs - N. Parking Lot & Front Steps and Fountain 290,892 290,892 290,892 I 05
06 2123-FC Parks & Public Works, Phase 1: (Design)1,200,000 1,200,000 1,200,000 I,L,Z 06
07 2123-FC Parks & Public Works, Phase 1: (Construction)4,602,938 5,397,062 10,000,000 20,000,000 15,397,062 4,602,938 I,L,Z 07
08 2516-FC Public Safety Fiber Ring 1,000,000 1,000,000 1,000,000 I 08
09 Facility Improvement Projects 300,000 300,000 300,000 L 09
10 Public Safety Training Facility, Phase 1: (Design)750,000 750,000 750,000 750,000 10
11 Public Safety Training Facility, Phase 1: (Construction)6,750,000 6,750,000 4,300,000 2,450,000 D 450,000 11
12 Fueling Facility: (Design and Construction)455,000 455,000 455,000 12
13 Fire Station #5 14,000,000 14,000,000 14,000,000 13
14 Fire Engine - Fire Station #5 1,600,000 1,600,000 1,600,000 14
15 Multigenerational Recreational Center: (Design)4,000,000 4,000,000 4,000,000 15
16 Multigenerational Recreational Center: (Construction)30,000,000 30,000,000 30,000,000 16
17 Municipal Library: (Design) 4,000,000 4,000,000 4,000,000 17
18 Municipal Library: (Construction) 30,200,000 30,200,000 30,200,000 18
19 Parks & Public Works, Phase 2: (Design) - TBD TBD 0 19
20 Parks & Public Works, Phase 2: (Construction) - TBD TBD 0 20
21 Public Safety Facility, Phase 2 (Design)3,000,000 3,000,000 3,000,000 21
22 Public Safety Facility, Phase 2: (Construction)26,000,000 26,000,000 26,000,000 22
23 Silo Renovations 2,300,000 2,300,000 2,300,000 23
24 Town Hall Remodel - Library Conversion - TBD TBD 0 24
25 CIP Salaries 300,000 300,000 300,000 L 25
26 Unprogrammed Future Public Safety 300,000 300,000 300,000 26
20,767,935 6,297,062 0 0 0 0 133,055,000 160,119,997 149,748,671 10,371,326 0 0 0 0 0 0 1,200,000
Design 2,150,680 0 0 0 0 0 11,750,000 13,900,680 CO Bond Debt 0 0 0 0 0 0 0
Construction 17,326,363 5,397,062 0 0 0 0 102,950,000 125,673,425 GO Bond Debt 0 0 0 0 0 0 1,200,000
Design & Construction 1,290,892 900,000 0 0 0 0 18,355,000 20,545,892 2025 GO Bond Debt
Land/Easements/Equipment 0 0 0 0 0 0 0 0 Revenue Bond Debt 0 0 0 0 0 0 0
(0)
189,031,197 39,348,000 48,940,000 0 1,050,000 16,000,000 349,415,000 643,476,259 553,079,900 90,046,358 19,450,000 23,297,062 14,767,843 0 0 0 5,470,000
Design 18,327,693 820,000 0 0 130,000 0 25,175,000 44,452,693 CO Bond Debt -$ 0 0 0 0 0 0
Construction 145,945,654 26,550,062 48,165,000 0 920,000 6,000,000 283,965,000 511,545,716 GO Bond Debt 19,450,000 23,297,062 14,767,843 0 0 0 5,470,000
Design & Construction 10,202,709 10,877,938 775,000 0 0 10,000,000 32,525,000 64,072,709 2025 GO Bond Debt
Land/Easements 14,555,140 1,100,000 0 0 0 0 7,750,000 23,405,140 Revenue Bond Debt 0 0 0 0 0 0 0
36,958,033 31,950,000 19,155,000 30,500,000 26,800,000 18,650,000
Description Codes - Other Sources
##A Impact Fees D General Fund G Park Development Fund J TIRZ #2 X Non-Cash Contributions
##B Grant and Interlocal Funds E Water / Wastewater Fund H TIRZ #1 K Escrows Z Other Sources (See Detail)
##C Developer Agreements F Stormwater Drainage Fund I Interest L Capital Dedicated
Funding Sources
Summary of Capital Improvement Program - 2025-09-05 PROPOSEDGeneral Fund Projects
IndexIndex04
Subtotal
Grand Total General Fund
Restricted Un-RestrictedFacility Projects Unissued Debt Schedule
Multi-Year Capital Plan Page 9
Issued
FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35 Total FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35
Prior Years 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035 Cost 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035
01 2114-WA FM 1461 12-inch Water Line Relocation: (Design)400,000 400,000 400,000 E 01
02 2114-WA FM 1461 12-inch Water Line Relocation: (Easements)500,000 500,000 500,000 E 02
03 2114-WA FM 1461 12-inch Water Line Relocation: (Construction)6,000,000 6,000,000 2,520,000 3,480,000 E 03
04 2123-WA Parks & Public Works, Phase 1: (Design)600,000 600,000 600,000 E 04
05 2123-WA Parks & Public Works, Phase 1: (Construction)5,000,000 5,000,000 4,000,000 1,000,000 E,B,I 2,646,633 05
06 2412-WA Ground Storage 6 MG Tank (Design)600,000 195,000 795,000 795,000 E 06
07 2412-WA Ground Storage 6 MG Tank (Construction)7,500,000 5,500,000 13,000,000 4,349,128 8,650,872 A,E,I 07
08 2520-WA Craig Street 2 MG EST Rehabilitation (Design)460,000 460,000 460,000 08
09 2520-WA Craig Street 2 MG EST Rehabilitation (Construction)2,540,000 2,540,000 1,913,378 626,622 A,I 740,000 09
10 First Street (DNT - Coleman) - 12" Water Line 2,500,000 2,500,000 1,647,306 852,694 I 10
11 LPP Elevated Storage Tank #2: (Design)750,000 750,000 750,000 11
12 LPP Elevated Storage Tank #2: (Construction)8,500,000 8,500,000 8,500,000 12
13 LPP Ground Storage Tank, Pumps and NTMWD Meter: (Design)1,400,000 1,400,000 1,400,000 13
14 Godwin Parkway (DNT - BNSF RR)250,000 250,000 250,000 I 14
15 LPP Ground Storage Tank, Pumps and NTMWD Meter: (Construction)12,600,000 12,600,000 4,000,000 8,600,000 15
16 US 380 30-inch Water/8" WW Line Relocation: (Design)1,800,000 1,800,000 1,800,000 E 16
17 US 380 30-inch Water/8" WW Line Relocation: (Easements)7,000,000 7,000,000 7,000,000 E 17
18 US 380 30-inch Water/8" WW Line Relocation: (Construction)8,300,000 8,300,000 8,300,000 E 18
19 CIP Salaries 300,000 300,000 300,000 I 19
20 Unprogrammed Future Water/Wastewater 0 20
21,310,000 12,835,000 15,300,000 0 0 2,150,000 21,100,000 72,695,000 19,139,812 53,555,188 2,646,633 740,000 0 0 0 0 0
Design 2,060,000 1,995,000 0 0 0 2,150,000 0 6,205,000 CO Bond Debt 0 0 0 0 0 0 0
Construction 18,500,000 8,040,000 8,300,000 0 0 0 21,100,000 55,940,000 GO Bond Debt 0 0 0 0 0 0 0
Design & Construction 250,000 2,800,000 0 0 0 0 0 3,050,000 Revenue Bond Debt 2,646,633 740,000 0 0 0 0 0
Land/Easements 500,000 0 7,000,000 0 0 0 0 7,500,000
Issued
FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35 Total FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35
Prior Years 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035 Cost 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035
01 2103-WW Doe Branch Parallel Interceptor: (Design & Construction)16,253,327 16,253,327 15,253,327 1,000,000 A,I 3,750,000 3,876,664 3,876,664 01
02 2152-WW Upper Doe Branch WW Line (Teel-PISD Stadium): (Design)875,000 875,000 875,000 A 02
03 2152-WW Upper Doe Branch WW Line (Teel-PISD Stadium): (Easements)100,000 100,000 100,000 A 03
04 2152-WW Upper Doe Branch WW Line (Teel-PISD Stadium): (Construction)7,050,000 7,050,000 7,050,000 A,K 04
05 2322-WW Doe Branch, Phase 3 WWTP: (Design & Construction)104,946,277 104,946,277 104,946,277 B 27,500,000 21,921,955 21,921,955 05
06 Denton ISD WW Line Reimbursement: (Design & Construction)531,622 531,622 531,622 A 06
07 CIP Salaries 200,000 200,000 200,000 I 07
129,756,226 200,000 0 0 0 0 0 129,956,226 128,756,226 1,200,000 31,250,000 25,798,619 25,798,619 0 0 0 0
Design 875,000 0 0 0 0 0 0 875,000 CO Bond Debt 0 0 0 0 0 0 0
Construction 7,050,000 0 0 0 0 0 0 7,050,000 GO Bond Debt 0 0 0 0 0 0 0
Design & Construction 121,731,226 200,000 0 0 0 0 0 121,931,226 Revenue Bond Debt 31,250,000 25,798,619 25,798,619 0 0 0 0
Land/Easements 100,000 0 0 0 0 0 0 100,000
Issued
FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35 Total FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31-35
Prior Years 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035 Cost 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2035
01 2024-DR Old Town Regional Detention Pond #2: (Design)98,386 200,000 298,386 298,386 F 01
02 2024-DR Old Town Regional Detention Pond #2: (Construction)1,800,000 1,800,000 1,800,000 F 02
98,386 200,000 1,800,000 0 0 0 0 2,098,386 0 2,098,386 0 0 0 0 0 0 0
Design 98,386 200,000 0 0 0 0 0 298,386 CO Bond Debt 0 0 0 0 0 0 0
Construction 0 0 1,800,000 0 0 0 0 1,800,000 GO Bond Debt 0 0 0 0 0 0 0
Design & Construction 0 0 0 0 0 0 0 0 Revenue Bond Debt 0 0 0 0 0 0 0
Land/Easements 0 0 0 0 0 0 0 0
151,164,612 13,235,000 17,100,000 0 0 2,150,000 21,100,000 204,749,612 147,896,038 56,853,574 33,896,633 26,538,619 25,798,619 0 0 0 0
Design 3,033,386 2,195,000 0 0 0 2,150,000 0 7,378,386 CO Bond Debt 0 0 0 0 0 0 0
Construction 25,550,000 8,040,000 10,100,000 0 0 0 21,100,000 64,790,000 GO Bond Debt 0 0 0 0 0 0 0
Design & Construction 121,981,226 3,000,000 0 0 0 0 0 124,981,226 Revenue Bond Debt 33,896,633 26,538,619 25,798,619 0 0 0 0
Land/Easements 600,000 0 7,000,000 0 0 0 0 7,600,000
Description Codes - Other Sources
##A Impact Fees D General Fund G Park Development Fund J TIRZ #2 X Non-Cash Contributions
##B Grant and Interlocal Funds E Water / Wastewater Fund H TIRZ #1 K Escrows Z Other Sources (See Detail)
##C Developer Agreements F Stormwater Drainage Fund I Interest L Capital Dedicated
Funding Sources
Funding Sources
Subtotal IndexWater Projects
IndexUn-Restricted
Restricted Un-Restricted
Funding SourcesIndexRestricted
Subtotal IndexSubtotal
Grand Total Enterprise Funds IndexIndexUnissued Debt Schedule
Unissued Debt Schedule
Wastewater Projects
Drainage Projects
Unissued Debt Schedule
Restricted Un-Restricted
05Summary of Capital Improvement Program - 2025-09-05 PROPOSEDEnterprise Fund Projects
Multi-Year Capital Plan Page 10
Issued
FY 25 FY 26 FY 27 FY 28 FY 29 FY 30-34 Total FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30-34
Prior Years 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2034 Cost 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2034
189,031,197 39,348,000 48,940,000 0 1,050,000 16,000,000 349,415,000 643,476,259 553,079,900 90,046,358 19,450,000 23,297,062 14,767,843 0 0 0 5,470,000
151,164,612 13,235,000 17,100,000 0 0 2,150,000 21,100,000 204,749,612 147,896,038 56,853,574 33,896,633 26,538,619 25,798,619 0 0 0 0
340,195,809 52,583,000 66,040,000 0 1,050,000 18,150,000 370,515,000 848,225,871 700,975,938 146,899,932 53,346,633 49,835,681 40,566,462 0 0 0 5,470,000
CO Bond Debt 33,896,633 26,538,619 25,798,619 0 0 0 0
GO Bond Debt 19,450,000 23,297,062 14,767,843 0 0 0 5,470,000
Design 21,361,079 3,015,000 0 0 130,000 2,150,000 25,175,000 51,831,079 2025 GO Bond Debt
Construction 171,495,654 34,590,062 58,265,000 0 920,000 6,000,000 305,065,000 576,335,716 Revenue Bond Debt 0 0 0 0 0 0 0
Design & Construction 132,183,935 13,877,938 775,000 0 0 10,000,000 32,525,000 189,053,935
Land/Easements 15,155,140 1,100,000 7,000,000 0 0 0 7,750,000 31,005,140
Funding Sources
Grand Total Capital Improvement Program
Enterprise Funds
General Fund
Summary of Capital Improvement Program - 2025-09-05 PROPOSEDCapital Improvement Program Summary
Restricted Un-RestrictedCapital Improvement Program Summary Unissued Debt Schedule
Multi-Year Capital Plan Page 11
APPENDIX
Supplemental Budget Requests
Each year departments are provided with a base operating budget for their department. Any additional funding
requests are made as supplemental requests. There are two categories of supplemental request:
Non‐Discretionary ‐ These are considered necessary for maintaining service delivery at current levels, and are
usually the result of goods or services required by the Town. These requests are considered higher priority than
Discretionary packages, as denial of these requests would reduce the level of service currently provided to the
citizens of Prosper. Non‐Discretionary packages might include increased costs for maintenance contracts,
electricity, paper and printing, postage, phone rates, internet access, etc.
Discretionary ‐ These should be completed for new personnel or other increases or additions to current service
levels. The Executive Team will rank all new Discretionary packages from each fund. The Town Manager will
determine if the requests are funded in the budget submission to the Town Council. Every discretionary package
will be presented to Town Council regardless of the funding status.
Discretionary packages are separated into three priority rankings:
Discretionary 1 ‐ Must do
Discretionary 2 ‐ Should do
Discretionary 3 ‐ Nice to do
Appendix Page 1
NET NET TOTAL
DIV / DEPT PACKAGE TITLE FTEs ONE-TIME ONGOING REVENUE NET COST
Administration Tyler ERP SaaS & Maintenance Fees - - 309,408 309,408 - 309,408
Town Manager Placer.AI Contract - - 32,000 32,000 - 32,000
Town Secretary Election Services - - 13,000 13,000 - 13,000
Town Secretary
Reclass Records Management Specialist to Deputy Town
Secretary - - 18,842 18,842 - 18,842
Finance 1 Financial Services Specialist 1 970 82,502 83,472 - 83,472
Human Resources HR Consultant for Benefits & Insurance - - 50,000 50,000 - 50,000
Information Technology Digital Plan Review Platform Migration - 22,299 73,500 95,799 - 95,799
Information Technology New Copier Fleet Lease Agreement - - 20,000 20,000 - 20,000
Information Technology Maintenance Renewal for Public Safety In-Vehicle Routers - 20,745 - 20,745 - 20,745
Information Technology Fiber Connectivity for Fire Station #4 - - 13,800 13,800 - 13,800
Information Technology Milestone Maintenance - - 3,115 3,115 - 3,115
Information Technology SMS for myProsper - - 7,645 7,645 - 7,645
Information Technology ZTNA VPN Renewal - - 25,272 25,272 - 25,272
Information Technology Reclass IT Manager to Assistant Director - IT Operations - - - - - -
Police Operations 4 Police Officers 4 388,584 623,570 1,012,154 - 1,012,154
Police Operations Vehicle Expense - - 171,949 171,949 - 171,949
Police Operations MVCPA Task Force Grant 2 $1,308,113.00 274,626 1,582,739 1,320,829 261,910
Police Operations MVCPA Catalytic Converter Grant - 371,800 - 371,800 309,834 61,966
Fire Operations Apparatus Maintenance - - 75,000 75,000 - 75,000
Fire Operations Fire Station #4 Minimum Staffing 9 87,406 1,068,555 1,155,961 - 1,155,961
Code Compliance Contracted Services - - 189,400 189,400 - 189,400
Planning Vehicle Maintenance & Fuel - - 7,000 7,000 - 7,000
Streets Base Budget Increase - Equipment & Vehicle Expense - - 25,000 25,000 - 25,000
Traffic School Zone Flasher Modem Renewals - - 25,000 25,000 - 25,000
Traffic Damage Claim Contingency - - - - - -
Traffic Fund Traffic Division - - 24,500 24,500 - 24,500
Traffic Traffic Signal Technician 1 3,665 99,642 103,307 - 103,307
Parks Operations 1 Irrigation Technician 1 73,000 74,505 147,505 - 147,505
Parks Operations Raymond Park Water Replacement - 370,000 - 370,000 - 370,000
Parks Operations Electricity Cost Increases - - 25,123 25,123 - 25,123
Parks Operations Custodial Supplies for Raymond Park - - 4,000 4,000 - 4,000
Parks Operations Irrigation Parts for New Properties - - 7,000 7,000 - 7,000
Parks Operations 1 Chemical Technician 1 23,000 72,878 95,878 - 95,878
Parks Operations Fire Station #4 Grounds Maintenance - - 10,000 10,000 - 10,000
Parks Recreation Increase to Base Budget - Credit Card Fees - - 1,830 1,830 - 1,830
Library 1 Circulation Supervisor 1 3,230 74,675 77,905 - 77,905
TOTAL FUNDED 20.0 2,672,812 3,503,337 6,176,149 1,630,663 4,545,486
TOTAL COSTS
TOWN OF PROSPER
FY 2025-2026
FUNDED PACKAGES
GENERAL FUND
Appendix Page 2
NET NET TOTAL
DIV / DEPT PACKAGE TITLE FTEs ONE-TIME ONGOING REVENUE NET COST
Utility Customer Service Increase Base Budget - Postage & Delivery - - 21,000 21,000 - 21,000
Water 1 Water System Technician/SCADA 1 57,814 115,254 173,068 - 173,068
Water 1 Utility Compliance Superintendent 1 57,167 136,116 193,283 - 193,283
Water Custer Pump Station Preventative Maintenance - - 41,040 41,040 - 41,040
Water Increase Meter Purchases - - 449,981 449,981 - 449,981
Water Increase Base Budget - Vehicle Expense - - 25,000 25,000 - 25,000
Water Increase Base Budget - System Improvements - - 50,000 50,000 - 50,000
Water Tree Replacement at First Street Water Tower - 12,000 - 12,000 - 12,000
Water Increase Base Budget - Copier Expense - - 1,000 1,000 - 1,000
Water Increase Base Budget - Dues, Fees, & Subscriptions - - 5,000 5,000 - 5,000
Wastewater Conduct Smoke Testing - - 90,000 90,000 - 90,000
Wastewater Automatic Transfer Switch at La Cima Lift Station - 65,000 - 65,000 - 65,000
Wastewater Increase Base Budget - Fuel - - 5,000 5,000 - 5,000
TOTAL FUNDED 2.0 191,981 939,391 1,131,372 - 1,131,372
TOTAL COSTS
TOWN OF PROSPER
FY 2025-2026
FUNDED PACKAGES
WATER/SEWER FUND
Appendix Page 3
NET NET TOTAL
DIV / DEPT PACKAGE TITLE FTEs ONE-TIME ONGOING REVENUE NET COST
Public Works 1 Heavy Equipment Operator 1 - 92,797 92,797 - 92,797
Public Works Increase to Base Budget - Vehicle Expense - - 2,000 2,000 - 2,000
TOTAL FUNDED 1.0 - 94,797 94,797 - 94,797
TOTAL COSTS
TOWN OF PROSPER
FY 2025-2026
FUNDED PACKAGES
STORMWATER DRAINAGE FUND
Appendix Page 4
Purpose of Financial Policies
A strategic visioning priority of the Town Council is to continue to provide excellent municipal services. The
Town of Prosper has a responsibility to its citizens to not only protect public funds, but to also be prudent in the
management of government finances while providing adequate funding for the services desired by the public
and the maintenance of public facilities. The Town of Prosper has adopted several financial policies in addition to
the Town Charter to guide the Finance Department and staff in financial matters. The Town strives to adhere to
and follow all of the financial policies that have been adopted.
Appendix Page 5
Charter ArƟcle VII - Financial Procedure SecƟons
As Revised May 6, 2017
Financial Procedures
ARTICLE VII
SECTION 7.01 Fiscal Year
The fiscal year of the Town shall begin on the first day of October and end on the last day of September on
the next succeeding year. Such fiscal year shall also constitute the budget and accounting year.
SECTION 7.02 Submission of Budget and Budget Message
On or before the fifteenth (15th) day of August of the fiscal year, the Town Manager shall submit to the Town
Council a budget for the ensuing fiscal year and an accompanying budget message.
SECTION 7.03 Budget Message
The Town Manager's message shall explain the budget both in fiscal terms andintermsofthework
programs. It shall outline the proposed financial policies of the Town for the ensuing fiscal year, describe the
important features of the budget, indicate any major changes from the current year in financial policies,
expenditures, and revenues together with the reasons for such changes, summarize the Town's debt position
and include such other material as the Town Manager deems desirable.
SECTION 7.04 Budget a Public Record
The budget and all supporting schedules shall be filed with the person performing the duties of Town
Secretary when submitted to the Town Council and shall be open to public inspection by anyone interested.
SECTION 7.05 Public Hearing on Budget
At the Town Council meeting when the budget is submitted, the Town Council shall name the date and place
of a public hearing, which shall be scheduled and published in accordance with the requirements of Chapter
102, Local Government Code, as amended. At this hearing, interested citizens may express their opinions
concerning items of expenditures, giving their reasons for wishing to increase or decrease any items of
expense.
SECTION 7.06 Proceeding on Adoption of Budget
After public hearing, the Town Council shall analyze the budget, making any additions or deletions which
they feel appropriate, and shall, prior to the beginning of the next fiscal year, adopt the budget by the
affirmative vote of a majority of the full membership of the Town Council. Should the Town Council take no
final action on or prior to such day, the current budget shall be in force on a month-to-month basis until a new
budget is adopted.
SECTION 7.07 Budget, Appropriation and Amount to be Raised by Taxation
On final adoption, the budget shall be in effect for the budget year. Final adoption of the budget by the Town
Council shall constitute the official appropriations as proposed by expenditures for the current year and shall
constitute the basis of official levy of the property tax as the amount of tax to be assessed and collected for
the corresponding tax year. Estimated expenditures will in no case exceed proposed revenue plus the
undesignated fund balance from the previous fiscal year. Unused appropriations may be transferred to any
item required for the same general purpose.
Appendix Page 6
Charter ArƟcle VII - Financial Procedure SecƟons
As Revised May 6, 2017
SECTION 7.08 Contingent Reserve
Provision shall be made in the annual budget maintaining a contingency reserve fund balance designation in
an amount not less than twenty percent (20%) of the total general fund expenditures, to be used in case of
unforeseen items of expenditure or revenue shortfalls. This shall apply to current operating expenses and shall
not overlap with any other amount of reserves maintained by the Town. Such contingency reserve
appropriation shall be under the control of the Town Manager and distributed by him or her only in the event
of an emergency or after supplemental appropriation by the Town Council. The proceeds of the contingency
reserves shall be disbursed only by transfer to departmental appropriation, the spending of which shall be
charged to the departments or activities for which the appropriations are made.
SECTION 7.09 Amending the Budget
Under conditions which may arise and which could not reasonably have been foreseen in the normal process
of planning the budget, the Town Council may, by the affirmative vote of a majority of the full membership
of the Town Council, amend or change the budget to provide for any additional expense in which the general
welfare of the citizenry is involved. These amendments shall be by ordinance, and shall become an
attachment to the original budget.
SECTION 7.10 Certification; Copies Made Available
A copy of the budget, as finally adopted, shall be filed with the person performing the duties of Town
Secretary and such other places required by state law or as the Town Council shall designate. The final
budget shall be printed or otherwise reproduced and sufficient copies shall be made available for the use of all
offices, agencies, and for the use of interested persons and civic organizations.
SECTION 7.11 Capital Program
The Town Manager shall submit a five-year (5-year) capital program as an attachment to the annual budget.
The program as submitted shall include:
(1) A clear general summary of its contents;
(2) A list of all capital improvements which are proposed to be undertaken during the five (5)
fiscal years succeeding the budget year, with appropriate supporting information as to the
necessity for such improvements;
(3) Cost estimates, method of financing, and recommended time schedules for each
improvement; and
(4) The estimated annual cost of operating and maintaining the facilities to be constructed
or acquired.
The above information may be revised and extended each year with regard to capital improvements still
pending or in process of construction or acquisition. The Capital program will be updated and presented to
the Town Council annually.
SECTION 7.12 Defect Shall Not Invalidate the Tax Levy
Errors or defects in the form or preparation of the budget or the failure to perform any procedural
requirements shall not nullify the tax levy or the tax rate.
Appendix Page 7
Charter ArƟcle VII - Financial Procedure SecƟons
As Revised May 6, 2017
SECTION 7.13 Lapse of Appropriations
Every appropriation, except an appropriation for a capital expenditure,shall lapse at the close of the fiscal
year to the extent that it has not been expended or encumbered. An appropriation for a capital expenditure
shall continue in force until the purpose for which it was made had been accomplished or abandoned. The
purpose of any such appropriation shall be deemed abandoned if three (3) years pass without any
disbursement from or encumbrance of the appropriation. Any funds not expended, disbursed or encumbered
shall be deemed excess funds.
SECTION 7.14 Borrowing
The Town shall have the power to borrow money on the credit of the Town and also to issue or incur bonds
and other evidences of indebtedness, and such powers may be exercised to finance public improvements or
for any other public purpose not prohibited by the Constitution and the laws of the State of Texas, and the
Town may issue refunding bonds to refund outstanding bonds and other evidences of indebtedness of the
Town previously issued or incurred. All such bonds and other evidences of indebtedness shall be issued in
conformity with the laws of the State of Texas and may be secured by or paid, in whole or in part, from ad
valorem tax revenues, revenues derived from other taxing powers of the Town, revenues derived by the Town
from any fee or service charge, including revenues derived from the operations of any public utilities, utility
systems, recreational facilities or any other municipal function to the extent not prohibited by the Constitution
and laws of the State of Texas. Such bonds or evidences of indebtedness may be a charge upon and payable
from the properties, or interest therein pledged, or the income therefrom, or both to the extent not prohibited
by the Constitution or laws of the State of Texas. The proceeds of bonds or other evidences of indebtedness
issued or incurred by the Town shall be used only for the purpose for which the bonds or other indebtedness
was issued or incurred.
SECTION 7.15 Purchasing
(1) The Town Council may by ordinance, give the Town Manager general authority to
contract for expenditure without further approval of the Town Council for all budgeted
items not exceeding limits set by the Town Council within the ordinance.
(2) All contracts for expenditures or purchases involving more than the limits must be
expressly approved in advance by the Town Council. All contracts or purchases involving
more than the limits set by the Town Council shall be awarded by the Town Council in
accordance with state law.
(3) Emergency contracts as authorized by law and this Charter may be negotiated by the
Town Council or Town Manager if given authority by the Town Council, without
competitive bidding, and in accordance with State law. Such emergency may be declared
by the Town Manager and approved by the Town Council or declared by the Town
Council.
Appendix Page 8
Charter ArƟcle VII - Financial Procedure SecƟons
As Revised May 6, 2017
SECTION 7.16 Administration of Budget
(1) No payment shall be made or obligation incurred against any allotment or appropriation
except in accordance with appropriations duly made, unless the Town Manager, or the
Town Manager's designee, first certifies that there is a sufficient unencumbered balance
in such allotment or appropriation and that sufficient funds therefrom are or will be
available to cover the claim or meet the obligation when it becomes due and payable.
(2) Any authorization of payment or incurring of obligation in violation of the provisions of this
Charter shall be void and any payment so made illegal. Such action shall be cause for
removal of any officer who knowingly authorized or made such payment or incurred
such payment or obligation, and the officer shall also be liable to the Town for any amount
so paid.
(3) This prohibition shall not be construed to prevent the making or authorizing of payments,
or making of contracts for capital improvements to be financed wholly or partly by the
pledge of taxes, the issuance of bonds, time warrants, certificates of indebtedness, or
certificates of obligation, or to prevent the making of any contract or lease providing
for payments beyond the end of the fiscal year, providing that such action is made or
approved by ordinance.
(4) The Town Manager shall submit to the Town Council each month a report covering the
revenues and expenditures of the Town in such a form as requested by the Town Council.
SECTION 7.17 Depository
All monies received by any person, department or agency of the Town for or in connection with the affairs of
the Town shall be deposited promptly in the Town depository or depositories. The Town depositories shall be
designated by the Town Council in accordance with such regulations and subject to the requirements as to
security for deposits and interest thereon as may be established by ordinance and law. Procedures for
withdrawal of money or the disbursement of funds from the Town depositories shall be prescribed by
ordinance.
SECTION 7.18 Independent Audit
At the close of each fiscal year, and at such other times as may be deemed necessary, the Town Council shall
call for an independent audit to be made of all accounts of the Town by a certified public accountant. No
more than five (5) consecutive annual audits shall be completed by the same firm. The certified public
accountant selected shall have no personal interest, directly or indirectly, in the financial affairs of the Town
or any of its officers. The report of audit, with the auditor's recommendations will be made to the Town
Council. Upon completion of the audit,the Independent Auditor's Report and Annual Financial Report shall
be published on the Town's website and copies of the audit placed on file in the office of the person
performing the duties of Town Secretary, as a public record.
Appendix Page 9
Charter ArƟcle VII - Financial Procedure SecƟons
As Revised May 6, 2017
SECTION 7.19 Power to Tax
(1) The Town shall have the power to levy, assess and collect taxes of every character and
type for any municipal purpose not prohibited by the Constitution and laws of the State
of Texas as now written or hereafter amended.
(2) The Town shall have the power to grant tax exemptions in accordance with the laws of
the State of Texas.
SECTION 7.20 Office of Tax Collector
There shall be an office of taxation to collect taxes, the head of which shall be the Town Tax Collector. The
Town Council may contract for such services.
SECTION 7.21 Taxes; When Due and Payable
(1) All taxes due in the Town shall be payable at the office of the Town Tax Collector, or at
such location or locations as may be designated be the Town Council, and may be paid at
any time after the tax rolls for the year have been completed and approved. Taxes for
each year shall be paid before February 1 of the next succeeding year, and all such taxes
not paid prior to that date shall be deemed delinquent, and shall be subject to penalty and
interest as the Town Council shall provide by ordinance. The Town Council may provide
discounts for the payment of taxes prior to January 1 in an amount not to exceed those
authorized by the laws of the State of Texas.
(2) Failure to levy and assess taxes through omission in preparing the appraisal rolls shall not
relieve the person, firm or corporation so omitted from obligation to pay such current or
past due taxes as shown to be payable by recheck of the rolls and receipts for the years
in question, omitting penalty and interest.
SECTION 7.22 Tax Liens, Liabilities and Suits
(1) All taxable property located in the Town on January 1 of each year shall stand charged
from that date with a special lien in favor of the Town for taxes due. All persons
purchasing any such property on or after January 1 in any year shall take the property
subject to the liens provided above. In addition to the liens herein provided, on
January 1 of any year, the owner of property subject to taxation by the Town shall
be personally liable for the taxes due for that year.
(2) The Town shall have the power to sue for and recover personal judgement for taxes
without foreclosure, or to foreclose its lien or liens, or to recover both personal judgement
and foreclosure. In any such suit where it appears that the description of any property in
the Town appraisal rolls is insufficient to identify such property, the Town shall have the
right to plead a good description of the property to be assessed, to prove the same, and to
have its judgement foreclosing the tax lien or for personal judgement against the owners
for such taxes.
Appendix Page 10
TOWN OF PROSPER
ADMINISTRATIVE REGULATIONS
CHAPTER 17: FINANCIAL MANAGEMENT POLICY
SECTION 17.01: PURPOSE AND OVERVIEW This policy is developed to help guide the Finance Department, and staff in financial management and budgeting matters. The overriding goal of the Financial Management Policy is to enable the Town to achieve a long-term stable and positive financial condition while accomplishing the Town’s long-term strategic goals. All financial operations will be under the direction of the Town Manager, consistent with the council-manager form of government established in the Town Charter. The rapid growth experienced by the Town produces both financial opportunities and challenges. Often many years of sustained growth must occur before major capital expenditures for new facilities and infrastructure are justified and affordable. Often by the time needed improvements are made growth has slowed and only a limited amount of new revenue is available. If property tax revenues are not reserved for those future improvements including related staffing increases, significant financial stress and the need for major tax rate increases will occur.
SECTION 17.02: SCOPE The scope of the Town’s Financial Management Policies spans accounting, auditing, financial reporting, internal controls, annual operating and multi-year capital budgeting, revenue management, cash management, expenditure control, and debt management.
SECTION 17.03: ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
A. Accounting The Town’s Accounting Manager is responsible for establishing and maintaining the chart of accounts, and for properly recording financial transactions.
B. Funds Self-balancing groups of accounts are used to account for the Town’s financial transactions in accordance with generally accepted accounting principles. Each fund is created for a specific purpose except for the General Fund, which is used to account for all transactions not accounted for in other funds. In essence, the General Fund is intended for governmental tax supported operations of the Town. Funds are created and fund names are changed by Town Council approval through resolution either during the year or in the Town Council’s approval of the annual operating budget ordinances. (See Fund Balance Policy)
C. External Auditing
Appendix Page 11
At the close of each fiscal year, and at such other times as may be deemed necessary, the Town Council shall call for an independent audit to be made of all accounts of the Town. The auditors must be a certified public accounting firm capable of conducting the Town’s audit in accordance with generally accepted auditing standards, generally accepted government auditing standards, and contractual requirements. No more than five (5) consecutive annual audits shall be completed by the same firm. The certified public accountant selected shall have no personal interest, directly or indirectly, in the financial affairs of the Town or any of its officers, be a member of the Government Audit Quality Center of the AICPA and have a minimum of ten other government audit and single audit clients. The report of the audit, with the auditor’s recommendations will be made to the Town Council. Upon completion of the audit, the Independent Auditor’s Report and Annual Financial Report shall be published on the Town’s website and copies of the audit placed on file in the office of the person performing the duties of Town Secretary, as public record. (See Town Charter Article VII, Section 7.18 Independent Audit)
D. External Financial Reporting The Town will prepare and publish a Annual Comprehensive Financial Report (ACFR). The ACFR will be prepared in accordance with generally accepted accounting principles, and will be presented annually to the Government Finance Officers Association (GFOA) for evaluation and awarding of the Certification of Achievement for Excellence in Financial Reporting. The ACFR will include the General Fund Budget and Actual information as a basic financial statement and therefore included in the audit opinion. It will be published and presented to Town Council within 180 days after the end of the fiscal year.
E. Internal Financial Reporting The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control the Town’s financial affairs throughout the year.
SECTION 17.04: INTERNAL CONTROLS
A. Written Procedures The Finance Director is responsible for developing town-wide written guidelines on accounting, cash handling, grant management, and other financial matters.
B. Department Directors Responsibilities Each department director is responsible to the Town Manager to ensure that good internal controls are followed throughout his or her department, that all guidelines on accounting and internal controls are implemented, and that all independent auditor internal control recommendations are addressed.
SECTION 17.05: OPERATING BUDGET
A. Preparation
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The Town’s annual “Operating Budget” is legally adopted by ordinance and may only be amended by similar action. It consists of governmental and proprietary funds, including the general obligation and revenue supported Debt Service Fund, but excluding Capital Projects Funds which are adopted on a multi-year project basis. The budget is prepared by the Finance Department with the cooperation of all Town departments and is submitted to the Town Manager who makes any necessary changes and transmits the document on or before the fifteenth (15th) day of August of the fiscal year to Town Council. The proposed budget and all supporting schedules shall be filed with the Town Secretary when submitted to the Town Council and shall be open to public inspection by anyone interested. Thereafter, the Town Council should enact the final budget prior to fiscal year end. Balanced
Budget The final adoption of the operating budget by the Town Council shall constitute the official appropriations as proposed by expenditures for the current year and shall constitute the basis of official levy of the property tax as the amount of tax to be assessed and collected for the corresponding tax year. Estimated recurring expenditures will not exceed proposed recurring revenue. Non-recurring expenditures may be funded from recurring revenues, non-recurring revenues and other sources or from undesignated fund balance in excess of the contingency reserve. Unused appropriations may be transferred during the year by the Town Manager within the level of budgetary control to any item required for the same general purpose. Items ordered during the year but not yet received will be encumbered and carried over for two months following year end at which they will expire unless carried over to the new year, Budgetary Display Formatting of the annual operating budget shall be done in a way so that readers can easily distinguish between: a) A structurally balanced “breakeven” budget in which recurring revenues are equal or greater than recurring expenditures and total expenditures and other uses are equal to total revenues and other uses resulting in an unchanged projected ending fund balance b) A surplus budget in which recurring revenues are equal or greater than recurring expenditures and total expenditures and other uses are less than total revenues and other sources resulting in a projected increase in fund balance. This budget should generally only be used when previous year fund balance has fallen below policy guidelines creating a need to rebuild fund balance. c) A structurally balanced budget in which recurring revenues are equal or greater than recurring expenditures but total expenditures and other uses including non-recurring expenditures and uses are greater than total revenues and other sources resulting in a planned drawdown of fund balance that is within policy guidelines. d) A deficit budget that is either unbalanced because recurring expenditures exceed recurring revenues or a budget that draws fund balance below policy guidelines. This type of budget is prohibited by this policy.
B. Budgetary Control
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The level of budgetary control is the department level budget in the General Fund, Utility Fund, and the fund level in all other funds. Under conditions which may arise and which could not reasonably have been foreseen in the normal process of planning the budget, the Town Council may, by the affirmative vote of a majority of the full membership of the Town Council, amend or change the budget to provide for any additional expense in which the general welfare of the citizenry is involved. These amendments shall be by ordinance, and shall become an attachment to the original budget.
C. Tax Rate Management The property tax rate is divided into two categories by state law: Maintenance & Operations (M & O) and Debt Service (also referred to as the Interest & Sinking Fund or I & S). Debt service tax rate is strictly limited to payment of principal and interest on general obligation debt. Maintenance and operations can be used for a wider range of purposes but is limited by state law regarding how much revenue may increase before triggering a mandatory election. For this reason, once reduced, it is very difficult to increase. Recognizing the need to manage its debt levels and to have adequate revenue capacity to staff and operate future facilities without requiring a tax rate increase the Town will determine annually how much of the M & O rate can be designated a “Capital Dedicated/Future Facility Staffing". This levy will be used to reduce needed debt issuance but will ultimately be available to transfer back to the General Fund once growth has slowed but new facilities are still being brought on-line.
D. Contingency Reserve Provisions shall be made in the annual budget maintaining a contingency reserve fund balance designation in an amount not less than twenty percent (20%) of the total general fund expenditures, to be used in case of unforeseen items of expenditure or revenue shortfalls. (See Town Charter Article VII, Section 7.08). It is also the goal of the Town to achieve and maintain an unassigned fund balance in the General Fund equal to five percent (5%) of budgeted expenditures for unanticipated expenditures, unforeseen revenue fluctuations, or other adverse circumstances. These contingency reserves are further detailed in the Town’s Fund Balance Policy.
E. Planning The budget process will be coordinated in concert with the Town Council’s major strategic planning objectives. A one-year budget is adopted each year and a four-year financial plan is presented to help manage the decisions made for the next fiscal year and the impact it has on future fiscal responsibilities.
F. Reporting Periodic financial reports will be prepared to enable the department directors to manage their budgets and to enable the Finance Department to monitor and control the budget as authorized by the Town Council. Summary financial reports will be presented to the Town Council each month. Such reports will include current year revenue and expenditures in comparison to budget and prior year actual revenues and expenditures. Performance Measures and Productivity
Indicators
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Where appropriate, performance measures and productivity indicators will be used as guidelines and reviewed for efficiency and effectiveness. This information will be included in the annual budgeting processes.
SECTION 17.06: CAPITAL IMPROVEMENT PROGRAM
A. Preparation The Town’s Capital Improvement Program will include all capital projects. The Capital Improvement Program will be prepared annually to be a comprehensive five-year (5) capital program as an attachment to the annual budget.
B. Program Planning The program as submitted shall include: 1. A clear general summary of its contents; 2. A list of all capital improvements which are proposed to be undertaken during the five (5) fiscal years succeeding the budget year, with appropriate supporting information as to the necessity for such improvements; 3. Cost estimates, method of financing, and recommended time schedules for each improvement; and 4. The estimated annual cost of operating and maintaining the facilities to be constructed or acquired. The above information may be revised and extended each year with regard to capital improvements still pending or in process of construction or acquisition. The Capital Improvement Program will be updated and presented to the Town Council, annually.
C. Alternate Resources Where applicable, assessments, impact fees, or other user-based fees should be used to fund capital projects, which have a primary benefit to certain property owners.
D. Debt Financing Recognizing that debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives, which equal or exceed the average life of the debt issued. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts, which are attached to major equipment purchases.
E. Reporting
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Periodic financial reports will be prepared to enable the department managers to manage their capital budgets and to enable the Finance Department to monitor the capital budget as authorized by the Town Council.
SECTION 17.07: REVENUE MANAGEMENT
A. Simplicity The Town will strive to keep the revenue system simple, which will result in a decrease of compliance costs for the taxpayer or service recipient and a corresponding decrease in avoidance to pay.
B. Administration The benefits of revenue will exceed the cost of producing the revenue. The cost of collection will be reviewed annually for cost effectiveness. Where appropriate, the Town will use the administrative processes of state or federal collection agencies in order to reduce administrative costs.
C. Dedication of Revenues Revenues will not be dedicated for specific purposes unless required by law or contractual provisions.. All non-restricted revenues will be deposited into the General Fund and appropriated by the budget process.
D. Financial Stability Current revenues will fund current expenditures and one-time revenues will not be used for ongoing operations. Non-recurring revenues will be used only for non-recurring expenditures. Care will be taken not to use these revenues for budget balancing purposes.
E. Property Tax Revenues Property shall be assessed at 100% of the fair market value as appraised by the Collin and Denton Appraisal Districts. Reappraisal and reassessment shall be done regularly, as required by state law. All delinquent taxes will be pursued and turned over to a private attorney. A penalty will be assessed to compensate the attorney as allowed by state law, and in accordance with the attorney’s contract.
F. User-Based Fees For services associated with a user fee or a fee to offset charge, the direct and indirect costs of that service will be imposed. There will be a periodic review of fees and charges to ensure that
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fees provide adequate coverage of costs of services. User charges may be classified as “full cost recovery,” “partial cost recovery,” and “minimal cost recovery,” based on Town Council policy.
G. Impact Fees Impact fees are currently imposed for water, wastewater, and roadway in accordance with applicable Town ordinances and state law. Impact fees will be re-evaluated at least every five years, as required by law.
H. Utility Rates The Town will review utility rates periodically, and if necessary, adopt new rates that will generate revenues required to fully cover operating expenses, meet the legal restrictions of all applicable bond covenants, and provide for an adequate level of working capital needs and debt service requirements. This policy does not preclude drawing down cash balance to finance current operations. However, it is best that any extra cash balance be used instead to finance capital projects.
I. Interest Income Interest earned from investment of available cash resources, whether pooled or not, will be distributed to the funds in accordance with the average monthly cash balances.
J. Revenue Monitoring Revenues actually received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report.
SECTION 17.08: EXPENDITURE CONTROL
A. Appropriations The level of budgetary controls is explained in Section 17.05.C. Budgetary Control. When budget amendments between departments and/or funds are necessary, Town Council must approve these. Budget appropriation amendments at lower levels of control shall be made in accordance with the applicable administrative procedures.
B. Purchasing All purchases shall be in accordance with the Town’s Purchasing Policy.
C. Lapse of Appropriations Every appropriation, except an appropriation for capital expenditures, shall lapse at the close of the fiscal year to the extent that it has not been expended or encumbered. An appropriation for a capital expenditure shall continue in force until the purpose for which it was made has been
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accomplished or abandoned. The purchase of any such appropriation shall be deemed abandoned if three (3) years pass without any disbursement form or encumbrance of the appropriation. Any funds not expended, disbursed or encumbered shall be deemed excess funds.
SECTION 17.09: ASSET MANAGEMENT
A. Investments The Town’s investment practices will be conducted in accordance with the Public Funds Investment Act (PFIA) and the Town Council approved Investment Policy and Strategy.
B. Cash Management The Town’s cash flow will be managed to maximize the cash available to invest.
C. Investment Performance A quarterly report on investment performance will be provided by the Finance Director for presentation to the Town Council.
D. Fixed Assets and Inventory These assets will be reasonably safeguarded and properly accounted for, and prudently insured.
SECTION 17.10: FINANCIAL CONDITION AND RESERVES
A. No Operating Deficits Current expenditures will be paid with current revenues and prior year surplus. Deferrals, short-term loans, or one-time resources will be avoided as budget balance techniques. Reserves will be used only for emergencies or non-recurring expenditures.
B. Operating Reserves In accordance with GASB-54, it is the policy of the Town to classify fund balances as Non-spendable, Restricted, Committed, Assigned, or Unassigned and develop policy for establishment and activity of each classification. See Fund Balance Policy that defines such categories.
C. Minimum Unassigned Fund Balance It is the goal of the Town to achieve and maintain an unassigned fund balance in the General Fund equal to five percent (5%) of budgeted expenditures for unanticipated expenditures, unforeseen revenue fluctuations, or other adverse circumstances. This amount is in addition to the twenty percent (20%) restricted fund balance amount required by the Town Charter.
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D. Risk Management Program The Town will aggressively pursue every opportunity to provide for the public’s and Town employees’ safety and to manage its risks.
E. Loss Financing All reasonable options will be investigated to finance losses. Such options may include risk transfer, insurance, and risk retention.
F. Enterprise Fund Self-Sufficiency The Town’s enterprise funds’ resources will be sufficient to fund operating and capital expenditures. The enterprise funds will pay (where applicable) their fair share of general and administrative expenses in lieu of property taxes and/or franchise fees. If an enterprise fund is temporarily unable to pay all expenses, then the Town Council may waive general and administrative expenses in lieu of property taxes and/or franchise fees until the fund is able to pay them.
G. Special Purpose Districts Cash Reserves
The Town has two Special Purpose Districts: Crime Control and Prevention Special Purpose District; and Fire Control, Prevention and Emergency Medical Services Special Purpose District. It is the desire of the Town to maintain a cash reserve balance equal to twenty-five thousand dollars in each of the Special Purpose Districts beginning in fiscal year 20-21 and future fiscal years.
H. Contingent Budget Measures Economic downturns including recessions are inevitable even in a rapidly growing community. The dynamic economy of both Texas and Dallas Fort Worth metroplex and Prosper’s location in the northern growth path make it likely that even recessions will be more a “pause” rather than a “stop”. However, the town must ensure that a structurally balanced budget is maintained even if debt issuance and staffing additions must be paused until the economy recovers.
SECTION 17.11: DEBT MANAGEMENT
A. General The Town’s borrowing practices will be conducted in accordance with the Town Council approved Debt Management and Debt Post Issuance Policies.
B. Self-Supporting Debt When appropriate, self-supporting revenues will pay debt services in lieu of tax revenues.
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C. Analysis of Financing Alternatives The Town will explore all financing alternatives in addition to long-term debt including leasing, grants and other aid, developer contributions, impact fees, and use of reserves.
D. Voter Authorization The Town shall obtain voter authorization before issuing General Obligation Bonds as required by law. In general, voter authorization is not required for the issuance of Revenue Bonds and Certificates of Obligation.
SECTION 17.12: STAFFING AND TRAINING
A. Adequate Staffing Staffing levels will be adequate for the fiscal functions of the Town to function effectively. Comparison of workload and staffing levels of comparison cities will be explored before adding staff.
B. Training The Town will support the continuing education efforts of all financial staff including the investment in time and materials for maintaining a current perspective concerning financial issues. Staff will be held accountable for communicating, teaching, and sharing with other staff members all information and training materials acquired from seminars, conferences, and related education efforts.
C. Awards, Credentials The Town will support efforts and involvements which result in meeting standards and receiving exemplary recitations on behalf of any of the Town’s fiscal policies, practices, processes, products, and personnel. Staff certifications may include Certified Public Accountant, Certified Management Accountant, Certified Internal Auditor, Certified Payroll Professional, Certified Government Finance Officer, Professional Public Buyer, Certified Cash Manager, PFIA investment training, and others as approved by the Town Manager upon recommendation of the Finance Director.
SECTION 17.13: GRANT MANAGEMENT
A. General The Town’s grant management practices will be conducted in accordance with the Town’s Grant Management Policy.
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TOWN OF PROSPER
ADMINISTRATIVE REGULATIONS
CHAPTER 15:C DEBT MANAGEMENT POLICY
SECTION 15.01: PURPOSE AND OVERVIEW The Town of Prosper recognizes that the foundation of any well-managed debt program are comprehensive debt management and post issuance policies that are fully integrated with the long-term capital plan and related five-year operating budget forecasts. This policy outlines the need to identify all possible non-debt capital plan funding sources first, and then establishes parameters for issuing new debt and managing the existing debt portfolio. It identifies permissible and preferred types, structures and amounts of debt; providing guidance to decision makers regarding the purposes for which debt may be issued. This policy is aligned and compliments Chapter 16: Debt Post Issuance-Monitoring and Compliance Policy. Adherence to a debt management policy helps ensure that the Town maintains the current or an improved bond rating in order to minimize borrowing costs and preserve access to credit. The Town’s Debt Management Policy (“the Debt Policy”) provides guidance for staff to promote: 1.High quality debt management decisions;2.Support for debt issuances both internally and externally;3.Order and discipline in the debt issuance process;4.Consistency and continuity in the decision making process;5.A positive perception of the debt management program by rating agencies, investmentcommunity and taxpayers; and6.A commitment to long-term financial planning objectives.
SECTION 15.02: SCOPE This Policy applies to all debt instruments issued by the Town regardless of the funding source. Funding sources can be derived from, and debt secured by, ad valorem taxes, general Town revenues, enterprise fund revenues or any other identifiable source of revenue that may be identified for appropriate pledging for bonded indebtedness.
SECTION 15.03: OBJECTIVES The primary objective of this Policy is to ensure that the Town establishes and maintains a solid position with respect to its debt service and bond proceed funds and that proceeds from long-term
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debt will not be used for current operations but rather for capital improvements, and related expenses, and other long-term assets in accordance with state law and Town ordinances. The Town will seek all possible federal and state reimbursement for mandated projects and/or programs. The Town will pursue a balanced relationship between issuing debt and pay-as-you-go financing as dictated by prevailing economic factors and as directed by the Town Council. Other objectives include: 1.Bonds shall be paid back within a period not to exceed, and preferably sooner than, theexpected useful life of the capital project;2.Decisions shall be made based on a number of factors and will be evaluated against long- term goals rather than a short-term fix; and3.Debt service and bond proceed funds shall be managed and invested in accordance with allfederal, state and local laws and in conjunction with the Tax Compliance Certificate of eachbond issue to assure availability to cover project costs and debt service payments when due.
SECTION 15.04: IMPLEMENTATION The Policy requires: 1.Payment of principal and interest on all outstanding debt in full and timely manner;2.Incurrence of debt for those purposes permissible under State law and the home-rule charterof the Town;3. Development, approval and financing of capital improvements in accordance with Town Codeand the capital improvement budgeting process;4.Structuring of principal and interest retirement schedules to: 1) achieve a low borrowing costfor the Town, 2) accommodate the debt service payments of existing debt, and 3) respond toperceptions of market demand. Shorter maturities shall always be encouraged todemonstrate to rating agencies that debt is being retired at a sufficiently rapid pace;5.Selection of a method of sale that shall maximize the financial benefit to the Town;6.Effective communication with bond rating agencies to ensure complete and clearunderstanding of the credit worthiness of the Town; and7.Full, complete, and accurate disclosure of financial conditions and operating results in everyfinancial report, bond prospectus and Annual Information Statement ("AIS"). All reports shallconform to guidelines issued by the Government Finance Officers Association ("GFOA"),Securities and Exchange Commission ("SEC"), and the Internal Revenue Service (IRS) to meetthe disclosure needs of rating agencies, underwriters, investors, and taxpayers.
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SECTION 15.05: STRUCTURE OF DEBT Debt service shall be structured to the greatest extent possible to: 1.Target projected cash flows and pledged revenues;2.Minimize the impact on future tax levies;3.Target a consistent and as rapid as feasible payment of principal;4.Maintain a level overall annual debt service payment structure; and5.Target the equal or the lesser of the useful life of the asset being financed, or the maximumlegal maturity for the obligations issued to finance the acquisition and construction of theasset.
A.Fixed Interest versus Variable InterestThe Town generally issues fixed rate bonds primarily to protect the Town against interest raterisk. The Town has the option to issue variable rate bonds if market conditions warrant andCouncil approves it.
B.Other ConsiderationsBonds are generally issued such that:1.The final maturity is 20 years or less for general obligation bonds and revenue bonds, theTown may choose a longer term for revenue bonds for projects whose lives are greater than20 years.2.Debt service interest is paid in the first fiscal year after a bond sale, and principal is targetedto commence no later than the second fiscal year after the debt is issued. However, the Townmay defer principal for a longer period of time in order to maintain a specific I&S tax rate ora certain level of debt service.3.Call provisions for bond issues shall be made as short as possible consistent with the lowestinterest cost to the Town. The targeted maximum length to call is 10 years.
SECTION 15.06: FINANCING ALTERNATIVES The Town shall develop a level of cash and debt funded capital improvement projects that provide the citizens with the desired amount of Town services at the lowest cost. Town staff shall assess all financial alternatives for funding capital improvements prior to issuing debt.
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Long-term general obligation debt, including certificates of obligation, or revenue bonds shall be issued to finance significant and desirable capital improvements. Proceeds of general obligation debt will be used only for the purposes approved by voters in bond elections or set forth in the notices of intent for certificates of obligation or to refund previously issued general obligation bonds, certificates of obligation or revenue bonds. All bonds shall be sold in accordance with applicable law.
A.Pay-As-You-Go FinancingPay-as-you-go financing should be considered before issuing any debt. Pay-as-you go financingmay include: intergovernmental grants from federal, state and other sources, current revenuesor fund balances, private sector contributions, and public/private partnerships. Once the Townhas determined that pay-as-you-go is not a feasible or sufficient financing option, the Town mayuse bonds, loans, or other debt financing sources as deemed appropriate by Town staff andapproved by Council.
B.General Obligation BondsGeneral obligation bonds may be used if the following criteria are met:1.The size of the issuance is $1 million or above;2.The GO bond funds are used for new and expanded facilities, major repair or renovations toexisting facilities, or quality-of-life projects;3.The useful life of the capital asset acquired/constructed/improved will be ten (10) years ormore, or the funds will extend the useful life of an asset for more than ten (10) years; and4.Voter authorization is given through approval in a bond election in accordance with State law.GO bonds may be used to fund quality-of-life projects that include, but are not limited to, the Town’s parks, libraries, non-public safety facilities, internet and entertainment, sports and amusement-type facilities.
C.Certificates of ObligationCOs will be issued for the following projects/acquisitions:1.Finance permanent improvements and land acquisition;2.Acquire equipment/vehicles;3.Leverage grant funding;4.Renovate, acquire, construct facilities and facility improvements;5.Construct street improvements;6.Provide funding for master plans/studies;
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7.Infrastructure projects (including street, water and sewer and drainagework)8.Emergency Town facilities rehabilitation (storm water drainage, etc.)9.Major core service facilities (police, fire, streets, etc.)Notwithstanding the policy set forth herein, certificates of obligation or other long-term debt may be considered if the following criteria are met: 1.The need for the project is urgent and immediate;2.The project(s) is necessary to prevent an economic loss to the Town;3.Source of revenue is specific and can be expected to cover the additional debt;4.The expected debt is the most cost effective financing option available.In addition, the final maturity of non-voter approved debt shall not exceed the average life of the project financed. Capital items shall have a value of at least $5,000 and a life of at least four years.
D.Reimbursement ResolutionsReimbursement resolutions, if required for funds to be advanced prior to issuance of generalobligation debt, may be used for projects funded through General Obligation Bonds andCertificates of Obligation.
E.Certificates of Obligations - Enterprise FundCertificates of obligation for an enterprise system will be limited to only those projects, whichcan demonstrate the capability to support the certificate debt either though its own revenues, oranother pledged source other than ad valorem taxes and meet the same criteria as outlined above.
F.Revenue BondsRevenue bonds may be issued for projects that generate revenues that are sufficient to repay thedebt. Except where otherwise required by state statutes, revenue bonds may be issued withoutvoter approval and only in accordance with the laws of Texas.
G.Other debt obligationsThe use of other debt obligations, permitted by law, including but not limited to public propertyfinance act contractual obligations, pension obligation bonds; tax notes and lease purchaseobligations will be reviewed on a case-by-case basis. The findings above will be considered forthe use of these obligations.
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SECTION 15.07: METHODS OF SALE The Town’s debt obligations may be sold by competitive or negotiated sale methods. The selected method of sale depends upon the option which is expected to result in the lowest cost and most favorable terms to the Town given the financial structure used, market conditions, and prior experience. When considering the method of sale, the Town may consider the following issues: 1.Financial conditions;2.Market conditions;3.Transaction-specific conditions;4.Town-related conditions;5.Risks associated with each method;6.Complexity of the Issue – Municipal securities with complex security features require greatermarketing and buyer education efforts on the part of the underwriter, to improve theinvestors’ willingness to purchase;7.Volatility of Bond Yields – If municipal markets are subject to abrupt changes in interest rates,there may be a need to have some flexibility in the timing of the sale to take advantage ofpositive market changes or to delay a sale in the face of negative market changes;8.Familiarity of Underwriters with the Town’s Credit Quality – If underwriters are familiar withthe Town’s credit quality, a lower True Interest Cost (TIC) may be achieved. Awareness of the credit quality of the Town has a direct impact on the TIC an underwriter will bid on an issue.Therefore, where additional information in the form of presale marketing benefits theinterest rate, a negotiated sale may be recommended. The Town strives to maintain anexcellent bond rating. As a result, the Municipal Bond Market is generally familiar with theTown’s credit quality; and9.Size of the Issue – The Town may choose to offer sizable issues as negotiated sales so thatpre-marketing and buyer education efforts may be done to more effectively promote the bondsale.
A.Competitive SaleIn a competitive sale, bonds are awarded in a sealed bid sale to an underwriter or syndicate ofunderwriters that provides the lowest TIC bid. TIC is defined as the rate, which will discount theaggregate amount of debt service payable over the life of the bond issue to its present value onthe date of delivery. It is customary for bids to be submitted electronically through a securewebsite.
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B.Negotiated SaleIn a negotiated sale, the Town chooses an underwriter or underwriting syndicate that isinterested in reoffering a particular series of bonds to investors. The terms of the sale, includingthe size of the underwriter’s discount, date of sale, and other factors, are negotiated between thetwo parties. Although the method of sale is termed negotiated, individual components of the salemay be competitively bid. The components are subject to a market analysis and reviewed priorto recommendation by staff. Negotiated sales are more advantageous when flexibility in the saledate is needed or when less conventional bond structures are being sold. Negotiated sales arealso often used when the issue is particularly large or if the sale of the debt issuance would beperceived to be more successful with pre-marketing efforts.
C.Private PlacementA private placement is a negotiated sale of debt securities to a limited number of selectedinvestors including financial institutions, government agencies, or authorities. The Town mayengage a placement agent to identify likely investors if deemed necessary. A private placementmay be beneficial when the issue size is small, when the security of the bonds is somewhatweaker, or when a governmental lending agency or authority can provide beneficial interestrates or terms compared to financing in the public market.
SECTION 15.08: REFUNDING OF DEBT All forms of refunding debt shall be approved by Council in accordance with Town ordinances and the Department of Finance and Administration in accordance with state law.
A.Advance RefundingAdvanced refunding and forward delivery refunding transactions for savings may be consideredwhen the net present value savings as a percentage of the par amount of refunded bonds isapproximately three percent.
B.Current RefundingCurrent refunding transactions issued for savings maybe considered when the net present valuesavings as a percentage of the par amount of refunded bonds is approximately three percent.
C.Refunding for Debt RestructuringFrom time to time, the Town may also issue refunding debt for other purposes, rather than netpresent value savings, such as restructuring debt, changing covenants, or changing the repayment source of the bonds.
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SECTION 15.09: DEBT LIMITS The total principal amount of general obligation bonds together with the principal amount of all other outstanding tax indebtedness of the Town to be repaid from the Debt Service Fund will be targeted to not exceed four percent of the total assessed valuation of the Town's tax rolls. The Town will target an I&S tax rate that makes up 40% or less of the Town’s total tax rate (M&O tax rate plus I&S tax rate). The Enterprise Fund will target the net revenues available for debt service to exceed 125 times the outstanding revenue-backed debt service payments.
SECTION 15.10: MATURITY LEVELS
A.Revenue DebtThe maximum maturity of revenue debt shall not exceed the expected useful life of the capitalasset being financed and in no case shall it exceed thirty years.
B.General Obligation DebtThe maximum maturity of general obligation debt shall be targeted not to exceed twenty years.
SECTION 15.11: MANAGEMENT OF DEBT SERVICE FUND
A.Interest EarningsInterest earnings on bond and loan proceeds shall be used solely to fund direct or related capitalexpenditures, or to service current and future debt payments.
B.Debt Service Reserves – General Obligation BondsDebt service reserves for general obligation bonds shall not be required.
C.Debt Service Reserves – Revenue BondsDebt service reserves for revenue bonds shall be maintained at levels required by controllingbond ordinances.
D.Legal Regulatory and Covenant RequirementsThe Town shall comply with all Federal and State laws, SEC regulations and related contractualand covenant requirements. See Chapter 16: Debt Post Issuance Monitoring and Compliance.
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SECTION 15.12: RATINGS Adherence to a debt management policy helps insure that the Town maintains the current or an improved bond rating in order to minimize borrowing costs and preserve access to credit. Toward that end, the Town will take the following steps. 1.Strive to maintain good relationships with bond rating agencies as well as disclose financialreports and information to these agencies and to the public.2.Obtain a rating from at least one nationally recognized bond-rating agency on all issues beingsold in the public market.3.Make timely disclosure of annual financial information or other requested information to therating agencies.
SECTION 15.13: CONTINUING DISCLOSURE The Town will take all appropriate steps to comply with federal securities laws, including, but not limited to, Securities and Exchange Commission Rule 15c2-12 (the "Rule"). The Town will make annual and event disclosure filings to the MSRB via EMMA, as required by the Rule and its continuing disclosure undertakings.
SECTION 15.14: SELECTION OF FINANCIAL ADVISOR The Town shall retain an independent financial advisor for advice on the structuring of new debt, financial analysis of various options, including refunding opportunities, the rating review process, the marketing and marketability of Town debt obligations, issuance and post- issuance services, the preparation of offering documents (each, an "Official Statement") and other services, as necessary. The Town will seek the advice of the financial advisor on an ongoing basis. The financial advisor will perform other services as defined by the agreement approved by the Town Council. The financial advisor will not bid on nor underwrite any Town debt issues in accordance with MSRB rules.
SECTION 15.15: SELECTION OF BOND COUNSEL The Town shall retain bond counsel for legal and procedural advice on all debt issues. Bond counsel shall advise the Town Council in all matters pertaining to its bond ordinance(s) and /or resolution(s). No action shall be taken with respect to any obligation until a written instrument (e.g., Certificate for Ordinance or other legal instrument) has been prepared by the bond attorneys certifying the legality of the proposal. The bond attorneys shall prepare all ordinances and other legal instruments required for the execution and sale of any bonds issued which shall then be reviewed by the Town Attorney and the Director of Finance. The Town will also seek the advice of bond counsel on all other types of debt and on any other questions involving state law and federal tax or arbitrage law. Special counsel may be retained to protect the Town's interest in complex negotiations.
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TOWN OF PROSPER
ADMINISTRATIVE REGULATIONS
CHAPTER 16: DEBT POST ISSUANCE POLICY
SECTION 16.01: PURPOSE AND OVERVIEW The Town of Prosper will establish all necessary debt post issuance procedures to ensure compliance with all federal, state, contractual and covenant requirements.
SECTION 16.02: GENERAL PROCEDURES
A.The Tax Compliance Certificate1.The Tax Compliance Certificate ("Tax Certificate") issued for each bond issue describing therequirements and provisions of the Code must be followed in order to maintain the tax-exempt status of the interest on such bonds.2.The Tax Certificate will contain the reasonable expectations of the Town at the time ofissuance of the related bonds with respect to the use of the gross proceeds of such bonds and the assets to be financed or refinanced with the proceeds thereof.3.Procedures put in place by the Town supplement and support the covenants andrepresentations made by the Town in the Tax Certificate related to specific issues of tax-exempt bonds. In order to comply with the covenants and representations set forth in thebond documents and in the Tax Certificate, the Town will monitor all Town bond issues using the post issuance compliance requirements.
B.State ComplianceThe local government code and other state statutes contain various requirements related tofiling a debt issuance for review by the attorney general and filing debt related information withthe Comptroller of Public Accounts.
C.Federal- SEC Continuing Disclosure RequirementsThe Securities and Exchange Commission has promulgated various requirementsfor underwriters of municipal debt requiring issuers to file specified continuingdisclosures on an annual basis as well as event notices of a material nature withinten business days of the occurrence of the event. Specific financial and operatingdata to be included in the annual continuing disclosure filings are listed in each ofthe Town’s Official Statements. It should be noted that once a disclosure iscommitted to in an official statement that requirement remains in effect until alldebt from that specific official statements is retired even if less stringent
Appendix Page 30
requirements are included in future official statements.
SECTION 16.03: DESIGNATION OF RESPONSIBLE PERSON The Finance Director shall maintain an inventory of bonds and assets financed which contain the pertinent data to satisfy the Town's monitoring responsibilities. Any transfer, sale or other disposition of bond-financed assets shall be reviewed and approved by the Town Council in accordance with state law, federal tax law and the Town’s ordinances.
SECTION 16.04: EXTERNAL ADVISORS/DOCUMENTATION The Town shall consult with bond counsel and other legal counsel and advisors, as needed, throughout the issuance process to identify requirements and to establish procedures necessary or appropriate so that the bonds will continue to qualify for tax-exempt status. Those requirements and procedures shall be documented in the Tax Certificate and/or other documents finalized at or before issuance of the bonds. Those requirements and procedures shall include future compliance with applicable arbitrage rebate requirements and all other applicable post-issuance requirements of federal tax law throughout (and in some cases beyond) the term of the bonds. 1.The Town also shall consult with bond counsel and other legal counsel and advisors asneeded following issuance of the bonds to ensure that all applicable post-issuancerequirements are met. This shall include, without limitation, consultation in connection withfuture long-term contracts with private parties for the use of bond- financed or refinancedassets.2.The Town shall engage expert advisors (a "Rebate Service Provider") to assist in thecalculation of the arbitrage rebate payable with respect to the investment of the bondproceeds, unless the Tax Certificate documents that arbitrage rebate will not be applicableto an issue of bonds.3.Unless otherwise provided by the resolution or other authorizing documents relating to thebonds, unexpended bond proceeds shall be held in a segregated bond account. Theinvestment of bond proceeds shall be managed by the Town. The Town shall prepare regular, periodic statements regarding the investments and transactions involving bond proceeds.
SECTION 16.05: ARBITRAGE REBATE AND YIELD Unless the Tax Certificate documents that arbitrage rebate will not be applicable to an issue of bonds, the Town shall be responsible for: 1.Engaging, by contract, the services of a Rebate Service Provider, procured in accordance with State law and Town ordinances.2.Providing to the Rebate Service Provider, as may be requested, additional documents andinformation pertaining to the expenditure of proceeds from each bond issue being annuallyreviewed.3.Monitoring the services of the Rebate Service Provider.
Appendix Page 31
4.Assuring payment of the required rebate amounts, if any, no later than sixty (60) days aftereach five (5) year anniversary of the issue date of the bonds, and no later than sixty (60)days after the last bond of each issue is redeemed.5.During the construction period of each capital project financed in whole or in part by bonds,monitoring the investment and expenditure of bond proceeds and consulting with the Rebate Service Provider to determine compliance with the applicable exceptions with any arbitragerebate requirements.6.Retaining copies of all arbitrage reports and account statements as described below under"Record Keeping Requirements.”
SECTION 16.06: USE OF BOND PROCEEDS AND BOND-FINANCED OR
REFINANCED ASSETS The Town, in the Tax Certificate and/or other documents finalized at or before the issuance of the bond, shall be responsible for the following tasks: 1.Monitoring the use of bond proceeds and the use of bond-financed or refinanced assets (e.g.,facilities, furnishing or equipment) throughout the term of the bonds to ensure compliancewith covenants and restrictions set forth in the Tax Certificate.2.Maintaining records identifying the capital assets or portion of capital assets that arefinanced or refinanced with proceeds of the bonds, including a final allocation of bondproceeds, as described below under Record Keeping Requirements.3.Consulting with bond counsel and other legal counsel and advisors in the review of anycontracts or arrangements involving private use of bond-financed or refinanced assets toensure compliance with all covenants and restrictions s et forth in the Tax Certificate.4.Maintaining records for any contracts or arrangements involving the use of bond- financedor refinanced assets, as described below under Record Keeping Requirements.5.To the extent that the Town discovers that any applicable tax restrictions regarding use ofthe bond proceeds and bond-financed or refinanced assets may have or may be violated,consulting promptly with bond counsel and other legal advisors to determine a course ofaction to remediate all non-qualified bonds, if such counsel advises that a remedial action isnecessary.
SECTION 16.07: RECORD KEEPING REQUIREMENT The Town shall be responsible for maintaining the following documents for the term of the issuance of bonds (including refunding bonds, if any) plus at least three years. 1.A copy of the bond closing transcript(s) and other relevant documentation delivered to theTown at or in connection with closing of the issuance of bonds, including any electionsmade by the Town in connection therewith.2.A copy of all material documents relating to capital expenditures financed or refinanced by
Appendix Page 32
bond proceeds, including (without limitation) construction contracts, purchase orders, invoices, requisitions and payment records, draw requests for bond proceeds and evidence as to the amount and date for each draw down of bond proceeds, as well as documents relating to costs paid or reimbursed with bond proceeds and records identifying the asset or portion of assets that are financed or refinanced with bond proceeds, including a final allocation of bond proceeds. 3.A copy of all contracts and arrangements involving the use of bond-financed or refinancedassets.4.A copy of all records of investments, investment agreements, arbitrage reports andunderlying documents in connection with any investment agreements, and copies of allbidding documents, if any. [Paying agent account statements, bank statements for reservefunds, etc.]
Appendix Page 33
Town Staff
Town Manager's Office
Town Secretary's Office
Finance
Human Resources
Information Technology
Communications
Municipal Court
Police
Fire
Infrastructure Services
Development Services
Public Works
Parks and Recreation
Library
Engineering
Consultants
Auditors
Bond Counsel
Town Attorney
Financial Advisors
Risk Management
Town Staff and Consultants
Mario Canizares, Town Manager
Bob Scott, Deputy Town Manager
Michelle Lewis Sirianni, Town Secretary
Chris Landrum, Finance Director
Tony Luton, Human Resources Director
Leigh Johnson, Information Technology Director
Robyn Battle, Executive Director
Judith Jacinto, Court Administrator
Doug Kowalski, Police Chief
Stuart Blasingame, Fire Chief
Chuck Ewings, Assistant Town Manager
David Hoover, Development Services Director
Carrie Jones, Public Works Director
Dan Baker, Parks and Recreation Director
Gary Landeck, Library Director
Hulon Webb, Director of Engineering Services
Weaver & Tidwell, L.L.P. - Sara Dempsey
McCall, Parkhurst & Horton, L.L.P. - Chris Settle
Brown & Hofmeister, L.L.P. ‐ Terry Welch
Hilltop Securities, Inc ‐ Jason Hughes
TML Intergovernmental Risk Pool
Appendix Page 34
Form developed by: Texas Comptroller of Public Accounts, Property Tax Assistance Division For additional copies, visit: comptroller.texas.gov/taxes/property-tax
50-856 • 3-25/12
Form 50-856
____________________________________________________________________________ ________________________________
____________________________________________________________________________ ________________________________
2025 Tax Rate Calculation Worksheet Taxing Units Other Than School Districts or Water Districts
Taxing Unit Name Phone (area code and number)
Taxing Unit’s Address, City, State, ZIP Code Taxing Unit’s Website Address
GENERAL INFORMATION: Tax Code Section 26.04(c) requires an officer or employee designated by the governing body to calculate the no-new-revenue (NNR) tax rate and
voter-approval tax rate for the taxing unit. These tax rates are expressed in dollars per $100 of taxable value calculated. The calculation process starts after the chief appraiser
delivers to the taxing unit the certified appraisal roll and the estimated values of properties under protest. The designated officer or employee shall certify that the officer or
employee has accurately calculated the tax rates and used values shown for the certified appraisal roll or certified estimate. The officer or employee submits the rates to the
governing body by Aug. 7 or as soon thereafter as practicable.
School districts do not use this form, but instead use Comptroller Form 50-859 Tax Rate Calculation Worksheet, School District without Chapter 313 Agreements or Comptroller Form
50-884 Tax Rate Calculation Worksheet, School District with Chapter 313 Agreements.
Water districts as defined under Water Code Section 49.001(1) do not use this form, but instead use Comptroller Form 50-858 Water District Voter-Approval Tax Rate Worksheet for
Low Tax Rate and Developing Districts or Comptroller Form 50-860 Developed Water District Voter-Approval Tax Rate Worksheet.
The Comptroller’s office provides this worksheet to assist taxing units in determining tax rates. The information provided in this worksheet is offered as technical assistance and not
legal advice. Taxing units should consult legal counsel for interpretations of law regarding tax rate preparation and adoption.
SECTION 1: No-New-Revenue Tax Rate
The NNR tax rate enables the public to evaluate the relationship between taxes for the prior year and for the current year based on a tax rate that would produce the same amount
of taxes (no new taxes) if applied to the same properties that are taxed in both years. When appraisal values increase, the NNR tax rate should decrease.
The NNR tax rate for a county is the sum of the NNR tax rates calculated for each type of tax the county levies.
While uncommon, it is possible for a taxing unit to provide an exemption for only maintenance and operations taxes. In this case, the taxing unit will need to calculate the NNR tax
rate separately for the maintenance and operations tax and the debt tax, then add the two components together.
Line No-New-Revenue Tax Rate Worksheet Amount/Rate
1. Prior year total taxable value. Enter the amount of the prior year taxable value on the prior year tax roll today. Include any adjustments since last
year’s certification; exclude Tax Code Section 25.25(d) one-fourth and one-third over-appraisal corrections from these adjustments. Exclude any
property value subject to an appeal under Chapter 42 as of July 25 (will add undisputed value in Line 6). This total includes the taxable value of
homesteads with tax ceilings (will deduct in Line 2) and the captured value for tax increment financing (adjustment is made by deducting TIF taxes,
as reflected in Line 17).1 $ _____________
2. Prior year tax ceilings. Counties, cities and junior college districts. Enter the prior year total taxable value of homesteads with tax ceilings.
These include the homesteads of homeowners age 65 or older or disabled. Other taxing units enter 0. If your taxing unit adopted the tax ceiling
provision last year or a prior year for homeowners age 65 or older or disabled, use this step.2 $ _____________
3. Preliminary prior year adjusted taxable value. Subtract Line 2 from Line 1. $ _____________
4. Prior year total adopted tax rate. $ /$100 __________
5. Prior year taxable value lost because court appeals of ARB decisions reduced the prior year’s appraised value.
....................................................................... $ _____________
................................................ -$ _____________
$ _____________
6. Prior year taxable value subject to an appeal under Chapter 42, as of July 25.
....................................................................... $ _____________
............................................................................ -$ _____________
$ _____________
7. Prior year Chapter 42 related adjusted values. Add Line 5C and Line 6C. $ _____________
1 Tex. Tax Code §26.012(14)
2 Tex. Tax Code §26.012(14)
3 Tex. Tax Code §26.012(13)
4 Tex. Tax Code §26.012(13)
N/A A. Original prior year ARB values:
N/A B. Prior year values resulting from final court decisions:
N/A C. Prior year value loss. Subtract B from A.3
N/A A. Prior year ARB certified value:
N/A B. Prior year disputed value:
N/A C. Prior year undisputed value. Subtract B from A. 4
N/A
N/A
N/A
N/A
N/A
N/A
Town of Prosper 972-346-2640
250 W. First Street, Prosper, TX 75078 www.prospertx.gov
10,308,950,425
868,551,225
9,440,399,200
0.505000
367,562,767
353,046,749
14,516,018
147,024,191
18,335,602
128,688,589
143,204,607
Appendix Page 35
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 2
Line No-New-Revenue Tax Rate Worksheet Amount/Rate
8. Prior year taxable value, adjusted for actual and potential court-ordered adjustments. Add Line 3 and Line 7. $ _____________
9. Prior year taxable value of property in territory the taxing unit deannexed after Jan. 1, 2024. Enter the prior year value of property in
5deannexed territory. $ _____________
10. Prior year taxable value lost because property first qualified for an exemption in the current year. If the taxing unit increased an original
exemption, use the difference between the original exempted amount and the increased exempted amount. Do not include value lost due to
freeport, goods-in-transit, temporary disaster exemptions. Note that lowering the amount or percentage of an existing exemption in the current
year does not create a new exemption or reduce taxable value.
_____________
_____________
$ _____________
11. Prior year taxable value lost because property first qualified for agricultural appraisal (1-d or 1-d-1), timber appraisal, recreational/
scenic appraisal or public access airport special appraisal in the current year. Use only properties that qualified for the first time in the
current year; do not use properties that qualified in the prior year.
_____________
_____________
$ _____________
12. Total adjustments for lost value. Add Lines 9, 10C and 11C. $ _____________
13.Prior year captured value of property in a TIF. Enter the total value of the prior year captured appraised value of property taxable by a
taxing unit in a tax increment financing zone for which the prior year taxes were deposited into the tax increment fund. 8 If the taxing unit
has no captured appraised value in line 18D, enter 0. $ _____________
14. Prior year total value. Subtract Line 12 and Line 13 from Line 8. $ _____________
15. Adjusted prior year total levy. Multiply Line 4 by Line 14 and divide by $100. $ _____________
16. Taxes refunded for years preceding the prior tax year. Enter the amount of taxes refunded by the taxing unit for tax years preceding the
prior tax year. Types of refunds include court decisions, Tax Code Section 25.25(b) and (c) corrections and Tax Code Section 31.11 payment
errors. Do not include refunds for the prior tax year. This line applies only to tax years preceding the prior tax year. 9 $ _____________
17. Adjusted prior year levy with refunds and TIF adjustment. Add Lines 15 and 16. 10 $ _____________
18.Total current year taxable value on the current year certified appraisal roll today. This value includes only certified values or certified
estimate of values and includes the total taxable value of homesteads with tax ceilings (will deduct in Line 20). These homesteads include
homeowners age 65 or older or disabled. 11
_____________
_____________
_____________
.................... -$ _____________
$ _____________
5 Tex. Tax Code §26.012(15)
6 Tex. Tax Code §26.012(15)
7 Tex. Tax Code §26.012(15)
8 Tex. Tax Code §26.03(c)
9 Tex. Tax Code §26.012(13)
10 Tex. Tax Code §26.012(13)
11 Tex. Tax Code §26.012, 26.04(c-2)
12 Tex. Tax Code §26.03(c)
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A A. Certified values:...................................................................................... $
N/A B. Counties: Include railroad rolling stock values certified by the Comptroller’s office: ....................... + $
N/A C. Pollution control and energy storage system exemption: Deduct the value of property exempted
for the current tax year for the first time as pollution control or energy storage system property: ........... -$
N/A D. Tax increment financing: Deduct the current year captured appraised value of property taxable by a taxing
unit in a tax increment financing zone for which the current year taxes will be deposited into the tax increment
fund. Do not include any new property value that will be included in Line 23 below. 12
N/A E. Total current year value. Add A and B, then subtract C and D.
N/A A. Prior year market value:.............................................................................. $
N/A B. Current year productivity or special appraised value: ................................................ -$
N/A C. Value loss. Subtract B from A. 7
N/A A. Absolute exemptions. Use prior year market value: .................................................... $
N/A B. Partial exemptions. Current year exemption amount or current year percentage exemption
times prior year value: ................................................................................. + $
N/A C. Value loss. Add A and B. 6
9,583,603,807
0
8,330,481
56,850,276
65,180,757
0
0
0
65,180,757
271,482,181
9,246,940,869
46,697,051
433,892
47,130,943
11,051,272,709
0
276,578,864
10,774,693,845
Appendix Page 36
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: Page 3 comptroller.texas.gov/taxes/property-tax
Line No-New-Revenue Tax Rate Worksheet Amount/Rate
19. Total value of properties under protest or not included on certified appraisal roll. 13
A. Current year taxable value of properties under protest. The chief appraiser certifies a list of properties still
under ARB protest. The list shows the appraisal district’s value and the taxpayer’s claimed value, if any,
or an estimate of the value if the taxpayer wins. For each of the properties under protest, use the lowest
of these values. Enter the total value under protest. 14 .................................................... $ _____________
B. Current year value of properties not under protest or included on certified appraisal roll. The chief
appraiser gives taxing units a list of those taxable properties that the chief appraiser knows about but
are not included in the appraisal roll certification. These properties also are not on the list of properties
that are still under protest. On this list of properties, the chief appraiser includes the market value,
appraised value and exemptions for the preceding year and a reasonable estimate of the market value,
appraised value and exemptions for the current year. Use the lower market, appraised or taxable value
(as appropriate). Enter the total value of property not on the certified roll. 15 .............................. + $ _____________
C. Total value under protest or not certified. Add A and B. $ _____________
20. Current year tax ceilings. Counties, cities and junior colleges enter current year total taxable value of homesteads with tax ceilings. These
include the homesteads of homeowners age 65 or older or disabled. Other taxing units enter 0. If your taxing unit adopted the tax ceiling
provision in the prior year or a previous year for homeowners age 65 or older or disabled, use this step.16 $ _____________
21. Current year total taxable value. Add Lines 18E and 19C. Subtract Line 20. 17 $ _____________
22. Total current year taxable value of properties in territory annexed after Jan. 1, of the prior year. Include both real and personal property.
Enter the current year value of property in territory annexed. 18 $ _____________
23. Total current year taxable value of new improvements and new personal property located in new improvements. New means the
item was not on the appraisal roll in the prior year. An improvement is a building, structure, fixture or fence erected on or affixed to land. New
additions to existing improvements may be included if the appraised value can be determined. New personal property in a new improvement
must have been brought into the taxing unit after Jan. 1, of the prior year and be located in a new improvement. New improvements do include
property on which a tax abatement agreement has expired for the current year. 19 $ _____________
24. Total adjustments to the current year taxable value. Add Lines 22 and 23. $ _____________
25. Adjusted current year taxable value. Subtract Line 24 from Line 21. $ _____________
26. Current year NNR tax rate. Divide Line 17 by Line 25 and multiply by $100. 20 $
$
__________/$100
27. COUNTIES ONLY. Add together the NNR tax rates for each type of tax the county levies. The total is the current year county NNR tax rate. 21 __________/$100
SECTION 2: Voter -Approval Tax Rate
The voter-approval tax rate is the highest tax rate that a taxing unit may adopt without holding an election to seek voter approval of the rate. The voter-approval tax rate is split
into two separate rates:
1. Maintenance and Operations (M&O) Tax Rate: The M&O portion is the tax rate that is needed to raise the same amount of taxes that the taxing unit levied in the prior year
plus the applicable percentage allowed by law. This rate accounts for such things as salaries, utilities and day-to-day operations.
2. Debt Rate: The debt rate includes the debt service necessary to pay the taxing unit’s debt payments in the coming year. This rate accounts for principal and interest on bonds
and other debt secured by property tax revenue.
The voter-approval tax rate for a county is the sum of the voter-approval tax rates calculated for each type of tax the county levies. In most cases the voter-approval tax rate
exceeds the no-new-revenue tax rate, but occasionally decreases in a taxing unit’s debt service will cause the NNR tax rate to be higher than the voter-approval tax rate.
Line Voter-Approval Tax Rate Worksheet Amount/Rate
28. Prior year M&O tax rate. Enter the prior year M&O tax rate. $ /$100 __________
29. Prior year taxable value, adjusted for actual and potential court-ordered adjustments. Enter the amount in Line 8 of the No-New-Revenue
Tax Rate Worksheet. $ _____________
13 Tex. Tax Code §26.01(c) and (d)
14 Tex. Tax Code §26.01(c)
15 Tex. Tax Code §26.01(d)
16 Tex. Tax Code §26.012(6)(B)
17 Tex. Tax Code §26.012(6)
18 Tex. Tax Code §26.012(17)
19 Tex. Tax Code §26.012(17)
20 Tex. Tax Code §26.04(c)
21 Tex. Tax Code §26.04(d)
N/A
N/A
N/A
N/A
N/A
N/A
807,105,754
0
807,105,754
1,051,886,556
10,529,913,043
0
758,780,238
758,780,238
9,771,132,805
0.482348
0.324608
9,583,603,807
Appendix Page 37
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 4
Line Voter-Approval Tax Rate Worksheet Amount/Rate
30. Total prior year M&O levy. Multiply Line 28 by Line 29 and divide by $100. $ _____________
31. Adjusted prior year levy for calculating NNR M&O rate.
A. M&O taxes refunded for years preceding the prior tax year. Enter the amount of M&O taxes
refunded in the preceding year for taxes before that year. Types of refunds include court decisions,
Tax Code Section 25.25(b) and (c) corrections and Tax Code Section 31.11 payment errors. Do not
include refunds for tax year 2024. This line applies only to tax years preceding the prior tax year............ +$
–$
+/-$
$
_____________
. ...................................................................................... _____________
.................................................................... _____________
.................................................... _____________
$ _____________
32. Adjusted current year taxable value. Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet. $ _____________
33. Current year NNR M&O rate (unadjusted). Divide Line 31E by Line 32 and multiply by $100. $ /$100 __________
34. Rate adjustment for state criminal justice mandate. 23
$
–$
$
$
–$
$
_____________
................_____________
. ........................................... __________/$100 N/A
$ /$100 __________
35. Rate adjustment for indigent health care expenditures. 24
.................................................................................._____________
.................................................................................. _____________
C. Subtract B from A and divide by Line 32 and multiply by $100. ........................................... __________/$100
D. Enter the rate calculated in C. If not applicable, enter 0. $ __________/$100
22 [Reserved for expansion]
23 Tex. Tax Code §26.044
24 Tex. Tax Code §26.0441
N/A
N/A B. Prior year taxes in TIF. Enter the amount of taxes paid into the tax increment fund for a reinvestment
zone as agreed by the taxing unit. If the taxing unit has no current year captured appraised value in
Line 18D, enter 0
N/A C. Prior year transferred function. If discontinuing all of a department, function or activity and
transferring it to another taxing unit by written contract, enter the amount spent by the taxing
unit discontinuing the function in the 12 months preceding the month of this calculation. If the
taxing unit did not operate this function for this 12-month period, use the amount spent in the last
full fiscal year in which the taxing unit operated the function. The taxing unit discontinuing the function
will subtract this amount in D below. The taxing unit receiving the function will add this amount in
D below. Other taxing units enter 0.
N/A D. Prior year M&O levy adjustments. Subtract B from A. For taxing unit with C, subtract if
discontinuing function and add if receiving function.
N/A E. Add Line 30 to 31D.
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A A. Current year state criminal justice mandate. Enter the amount spent by a county in the previous 12 months
providing for the maintenance and operation cost of keeping inmates in county-paid facilities after they
have been sentenced. Do not include any state reimbursement received by the county for the same purpose.
N/A B. Prior year state criminal justice mandate. Enter the amount spent by a county in the 12 months prior to
the previous 12 months providing for the maintenance and operation cost of keeping inmates in
county-paid facilities after they have been sentenced. Do not include any state reimbursement received
by the county for the same purpose. Enter zero if this is the first time the mandate applies.
N/A C. Subtract B from A and divide by Line 32 and multiply by $100
N/A D. Enter the rate calculated in C. If not applicable, enter 0.
N/A A. Current year indigent health care expenditures. Enter the amount paid by a taxing unit providing for the
maintenance and operation cost of providing indigent health care for the period beginning on
July 1, of the prior tax year and ending on June 30, of the current tax year, less any state assistance received
for the same purpose.
N/A B. Prior year indigent health care expenditures. Enter the amount paid by a taxing unit providing for
the maintenance and operation cost of providing indigent health care for the period beginning
on July 1, 2023 and ending on June 30, 2024, less any state assistance received
for the same purpose.
N/A
N/A
N/A
N/A
N/A
N/A
31,109,144
282,780
987,586
0
-704,806
30,404,338
9,771,132,805
0.311164
0
0
0.000000
0.000000
0
0
0.000000
0.000000
Appendix Page 38
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 5
Line Voter-Approval Tax Rate Worksheet Amount/Rate
36. Rate adjustment for county indigent defense compensation. 25
$ _____________
. .........................$ _____________
__________/$100
__________/$100 N/A
$ __________/$100
37. Rate adjustment for county hospital expenditures. 26
$ _____________
.............................................................................. $ _____________
__________/$100 N/A
__________/$100 N/A
$ /$100 __________
38.Rate adjustment for defunding municipality. This adjustment only applies to a municipality that is considered to be a defunding municipality
for the current tax year under Chapter 109, Local Government Code. Chapter 109, Local Government Code only applies to municipalities with a
population of more than 250,000 and includes a written determination by the Office of the Governor. See Tax Code Section 26.0444 for more
information.
...................... $ _____________
........................................................ $ _____________
__________/$100 N/A
$ /$100 __________
39. Adjusted current year NNR M&O rate. Add Lines 33, 34D, 35D, 36E, and 37E. Subtract Line 38D. $ /$100 __________
40. Adjustment for prior year sales tax specifically to reduce property taxes. Cities, counties and hospital districts that collected and spent
additional sales tax on M&O expenses in the prior year should complete this line. These entities will deduct the sales tax gain rate for the current
year in Section 3. Other taxing units, enter zero.
...................................................................................... $ _____________
__________/$100 N/A
$ /$100 __________
41. Current year voter-approval M&O rate. Enter the rate as calculated by the appropriate scenario below.
Special Taxing Unit. If the taxing unit qualifies as a special taxing unit, multiply Line 40C by 1.08.
- or -
Other Taxing Unit. If the taxing unit does not qualify as a special taxing unit, multiply Line 40C by 1.035. $ __________/$100
25 Tex. Tax Code §26.0442
26 Tex. Tax Code §26.0443
N/A A. Current year indigent defense compensation expenditures. Enter the amount paid by a county to provide
appointed counsel for indigent individuals and fund the operations of a public defender’s office under
Article 26.044, Code of Criminal Procedure for the period beginning on July 1, of the prior tax year and ending on
June 30,of the current tax year, less any state grants received by the county for the same purpose. .........
N/A B. Prior year indigent defense compensation expenditures. Enter the amount paid by a county to provide
appointed counsel for indigent individuals and fund the operations of a public defender’s office under
Article 26.044, Code of Criminal Procedure for the period beginning on July 1, 2023 and ending on
June 30, 2024, less any state grants received by the county for the same purpose
N/A C. Subtract B from A and divide by Line 32 and multiply by $100. ........................................... $
N/A D. Multiply B by 0.05 and divide by Line 32 and multiply by $100............................................ $
N/A E. Enter the lesser of C and D. If not applicable, enter 0.
N/A A. Current year eligible county hospital expenditures. Enter the amount paid by the county or municipality
to maintain and operate an eligible county hospital for the period beginning on July 1, of the prior tax year and
ending on June 30, of the current tax year. ..............................................................
N/A B. Prior year eligible county hospital expenditures. Enter the amount paid by the county or municipality
to maintain and operate an eligible county hospital for the period beginning on July 1, 2023 and
ending on June 30, 2024.
N/A C. Subtract B from A and divide by Line 32 and multiply by $100. ........................................... $
N/A D. Multiply B by 0.08 and divide by Line 32 and multiply by $100............................................ $
N/A E. Enter the lesser of C and D, if applicable. If not applicable, enter 0.
N/A A. Enter the amount of additional sales tax collected and spent on M&O expenses in the prior year, if any.
Counties must exclude any amount that was spent for economic development grants from the amount
of sales tax spent
N/A A. Amount appropriated for public safety in the prior year. Enter the amount of money appropriated for
public safety in the budget adopted by the municipality for the preceding fiscal year
N/A B. Expenditures for public safety in the prior year. Enter the amount of money spent by the municipality
for public safety during the preceding fiscal year
N/A C. Subtract B from A and divide by Line 32 and multiply by $100 ........................................... $
N/A D. Enter the rate calculated in C. If not applicable, enter 0.
N/A B. Divide Line 40A by Line 32 and multiply by $100 ........................................................ $
N/A C. Add Line 40B to Line 39.
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
0
0
0.000000
0.000000
0.000000
0
0
0.000000
0.000000
0.000000
0
0
0.000000
0.000000
0.311164
0
0.000000
0.311164
0.322054
Appendix Page 39
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 6
Line Voter-Approval Tax Rate Worksheet Amount/Rate
D41. Disaster Line 41 (D41): Current year voter-approval M&O rate for taxing unit affected by disaster declaration. If the taxing unit is
located in an area declared a disaster area and at least one person is granted an exemption under Tax Code Section 11.35 for property located
in the taxing unit, the governing body may direct the person calculating the voter-approval tax rate to calculate in the manner provided for a
special taxing unit. The taxing unit shall continue to calculate the voter-approval tax rate in this manner until the earlier of:
1) the first y ear in which total taxable value on the certified appraisal roll exceeds the total taxable value of
the tax year in which the disaster occurred; or
2) the third tax year after the tax year in which the disaster occurred.
If the taxing unit qualifies under this scenario, multiply Line 40C by 1.08. 27 If the taxing unit does not qualify, do not complete
Disaster Line 41 (Line D41). $ /$100 __________
42. Total current year debt to be paid with property taxes and additional sales tax revenue. Debt means the interest and principal that will
be paid on debts that:
(1) are paid by property taxes;
(2) are secured by property taxes;
(3) are scheduled for payment over a period longer than one year; and
(4) are not classified in the taxing unit’s budget as M&O expenses.
Enter debt amount .................................................................................... $ _____________
_____________
_____________
_____________
$ _____________
43. Certified prior year excess debt collections. Enter the amount certified by the collector. 29 $ _____________
44. Adjusted current year debt. Subtract Line 43 from Line 42E. $ _____________
45. Current year anticipated collection rate.
A. Enter the current year anticipated collection rate certified by the collector. 30 .............................. ____________% N/A
............................................................... ____________% N/A
................................................................... ____________% N/A
. ................................................................... ____________% N/A
____________%
46. Current year debt adjusted for collections. Divide Line 44 by Line 45E. $ _____________
47. Current year total taxable value. Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet. $ _____________
48. Current year debt rate. Divide Line 46 by Line 47 and multiply by $100. $ /$100 __________
49. Current year voter-approval M&O rate plus current year debt rate. Add Lines 41 and 48. $ /$100 __________
D49. Disaster Line 49 (D49): Current year voter-approval tax rate for taxing unit affected by disaster declaration. Complete this line if the
taxing unit calculated the voter-approval tax rate in the manner provided for a special taxing unit on Line D41.
Add Line D41 and 48. $ __________/$100
27 Tex. Tax Code §26.042(a)
28 Tex. Tax Code §26.012(7)
29 Tex. Tax Code §26.012(10) and 26.04(b)
30 Tex. Tax Code §26.04(b)
31 Tex. Tax Code §§26.04(h), (h-1) and (h-2)
N/A B. Subtract unencumbered fund amount used to reduce total debt. ...................................... –$
N/A C. Subtract certified amount spent from sales tax to reduce debt (enter zero if none) .................... –$
N/A D. Subtract amount paid from other resources ............................................................ –$
N/A E. Adjusted debt. Subtract B, C and D from A.
N/A A. Debt also includes contractual payments to other taxing units that have incurred debts on behalf of this taxing unit, if those debts
meet the four conditions above. Include only amounts that will be paid from property tax revenue. Do not include appraisal district
budget payments. If the governing body of a taxing unit authorized or agreed to authorize a bond, warrant, certificate of obligation,
or other evidence of indebtedness on or after Sept. 1, 2021, verify if it meets the amended definition of debt before including it here. 28
N/A
N/A
N/A
N/A
N/A
N/A B. Enter the prior year actual collection rate.
N/A C. Enter the 2023 actual collection rate.
N/A E. If the anticipated collection rate in A is lower than actual collection rates in B, C and D, enter the lowest
collection rate from B, C and D. If the anticipated rate in A is higher than at least one of the rates in the
prior three years, enter the rate from A. Note that the rate can be greater than 100%. 31
N/A D. Enter the 2022 actual collection rate
0.000000
19,695,302
0
0
0
19,695,302
431,155
19,264,147
100.00
99.10
103.70
103.75
100.00
19,264,147
10,529,913,043
0.182946
0.505000
0.000000
Appendix Page 40
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 7
Line Voter-Approval Tax Rate Worksheet Amount/Rate
50.COUNTIES ONLY. Add together the voter-approval tax rates for each type of tax the county levies. The total is the current year county voter-approval
tax rate. $ __________/$100
SECTION 3: NNR Tax Rate and Voter -Approval Tax Rate Adjustments for Additional Sales Tax to Reduce Property Taxes
Cities, counties and hospital districts may levy a sales tax specifically to reduce property taxes. Local voters by election must approve imposing or abolishing the additional sales
tax. If approved, the taxing unit must reduce its NNR and voter-approval tax rates to offset the expected sales tax revenue.
This section should only be completed by a county, city or hospital district that is required to adjust its NNR tax rate and/or voter-approval tax rate because it adopted the
additional sales tax.
Line Additional Sales and Use Tax Worksheet Amount/Rate
51. Taxable Sales. For taxing units that adopted the sales tax in November of the prior tax year or May of the current tax year, enter the
Comptroller’s estimate of taxable sales for the previous four quarters. 32 Estimates of taxable sales may be obtained through the Comptroller’s
Allocation Historical Summary webpage.
Taxing units that adopted the sales tax before November of the prior year, enter 0. $ _____________
52.Estimated sales tax revenue. Counties exclude any amount that is or will be spent for economic development grants from the amount of
estimated sales tax revenue. 33
Taxing units that adopted the sales tax in November of the prior tax year or in May of the current tax year. Multiply the amount on
Line 51 by the sales tax rate (.01, .005 or .0025, as applicable) and multiply the result by .95. 34
- or -
Taxing units that adopted the sales tax before November of the prior year. Enter the sales tax revenue for the previous four quarters.
Do not multiply by .95. $ _____________
53. Current year total taxable value. Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet. $ _____________
54. Sales tax adjustment rate. Divide Line 52 by Line 53 and multiply by $100. $ /$100 __________
55. Current year NNR tax rate, unadjusted for sales tax.35 Enter the rate from Line 26 or 27, as applicable, on the No-New-Revenue Tax Rate
Worksheet. $ /$100 __________
56. Current year NNR tax rate, adjusted for sales tax.
Taxing units that adopted the sales tax in November the prior tax year or in May of the current tax year. Subtract Line 54 from Line
55. Skip to Line 57 if you adopted the additional sales tax before November of the prior tax year. $ /$100 __________
57. Current year voter-approval tax rate, unadjusted for sales tax.36 Enter the rate from Line 49, Line D49 (disaster) or Line 50 (counties) as
applicable, of the Voter-Approval Tax Rate Worksheet. $ /$100 __________
58. Current year voter-approval tax rate, adjusted for sales tax. Subtract Line 54 from Line 57. $ __________/$100
SECTION 4: Voter -Approval Tax Rate Adjustment for Pollution Control
A taxing unit may raise its rate for M&O funds used to pay for a facility, device or method for the control of air, water or land pollution. This includes any land, structure, building,
installation, excavation, machinery, equipment or device that is used, constructed, acquired or installed wholly or partly to meet or exceed pollution control requirements. The
taxing unit’s expenses are those necessary to meet the requirements of a permit issued by the Texas Commission on Environmental Quality (TCEQ). The taxing unit must provide
the tax assessor with a copy of the TCEQ letter of determination that states the portion of the cost of the installation for pollution control.
This section should only be completed by a taxing unit that uses M&O funds to pay for a facility, device or method for the control of air, water or land pollution.
Line Voter-Approval Rate Adjustment for Pollution Control Requirements Worksheet Amount/Rate
59. Certified expenses from the Texas Commission on Environmental Quality (TCEQ). Enter the amount certified in the determination letter
from TCEQ. 37 The taxing unit shall provide its tax assessor-collector with a copy of the letter. 38 $ _____________
60. Current year total taxable value. Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet. $ _____________
61. Additional rate for pollution control. Divide Line 59 by Line 60 and multiply by $100. $ __________/$100
32 Tex. Tax Code §26.041(d)
33 Tex. Tax Code §26.041(i)
34 Tex. Tax Code §26.041(d)
35 Tex. Tax Code §26.04(c)
36 Tex. Tax Code §26.04(c)
37 Tex. Tax Code §26.045(d)
38 Tex. Tax Code §26.045(i)
0.000000
0
0
10,529,913,043
0.000000
0.482348
0.482348
0.505000
0.505000
0
10,529,913,043
0.000000
Appendix Page 41
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 8
Line Voter-Approval Rate Adjustment for Pollution Control Requirements Worksheet Amount/Rate
62. Current year voter-approval tax rate, adjusted for pollution control. Add Line 61 to one of the following lines (as applicable): Line 49, Line
D49 (disaster), Line 50 (counties) or Line 58 (taxing units with the additional sales tax). $ __________/$100
SECTION 5: Voter -Approval Tax Rate Adjustment for Unused Increment Rate
The unused increment rate is the rate equal to the sum of the prior 3 years Foregone Revenue Amounts divided by the current taxable value. 39 The Foregone Revenue Amount for each
year is equal to that year’s adopted tax rate subtracted from that year’s voter-approval tax rate adjusted to remove the unused increment rate multiplied by that year’s current total
value. 40
The difference between the adopted tax rate and adjusted voter-approval tax rate is considered zero in the following scenarios:
• a tax year in which a taxing unit affected by a disaster declaration calculates the tax rate under Tax Code Section 26.042; 41
• a tax year in which the municipality is a defunding municipality, as defined by Tax Code Section 26.0501(a); 42 or
• after Jan. 1, 2022, a tax year in which the comptroller determines that the county implemented a budget reduction or reallocation described by Local Government Code
Section 120.002(a) without the required voter approval. 43
This section should only be completed by a taxing unit that does not meet the definition of a special taxing unit. 44
Line Unused Increment Rate Worksheet Amount/Rate
63. Year 3 Foregone Revenue Amount. Subtract the 2024 unused increment rate and 2024 actual tax rate from the 2024 voter-approval
tax rate. Multiply the result by the 2024 current total value
A. Voter-approval tax rate (Line 68) .....................................................................................................
) .....................................................................................................
...................................................................................................................
..................................................................................................................
...................................................................................................................
....................................................................................................
...............................................
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ _____________
$ _____________
64. Year 2 Foregone Revenue Amount. Subtract the 2023 unused increment rate and 2023 actual tax rate from the 2023 voter-approval
tax rate. Multiply the result by the 2023 current total value
A. Voter-approval tax rate (Line 67) .....................................................................................................
.....................................................................................................
...................................................................................................................
...................................................................................................................
...................................................................................................................
....................................................................................................
. ...............................................
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ _____________
$ _____________
65. Year 1 Foregone Revenue Amount. Subtract the 2022 unused increment rate and 2022 actual tax rate from the 2022 voter-approval
tax rate. Multiply the result by the 2022 current total value
A. Voter-approval tax rate (Line 67) .....................................................................................................
.....................................................................................................
...................................................................................................................
...................................................................................................................
..................................................................................................................
...................................................................................................
...............................................
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ /$100 __________
$ _____________
$ _____________
66. Total Foregone Revenue Amount. Add Lines 63G, 64G and 65G $ /$100 __________
67. 2025 Unused Increment Rate. Divide Line 66 by Line 21 of the No-New-Revenue Rate Worksheet. Multiply the result by 100 $ /$100 __________
68. Total 2025 voter-approval tax rate, including the unused increment rate. Add Line 67 to one of the following lines (as applicable): Line 49,
Line 50 (counties), Line 58 (taxing units with additional sales tax) or Line 62 (taxing units with pollution) $ __________/$100
39 Tex. Tax Code §26.013(b)
40 Tex. Tax Code §26.013(a)(1-a), (1-b), and (2)
41 Tex. Tax Code §§26.04(c)(2)(A) and 26.042(a)
42 Tex. Tax Code §§26.0501(a) and (c)
43 Tex. Local Gov’t Code §120.007(d)
44 Tex. Local Gov’t Code §26.04(c)(2)(B)
N/A B. Unused increment rate (Line 67
N/A C. Subtract B from A
N/A E. Subtract D from C
N/A D. Adopted Tax Rate .
N/A F. 2024 Total Taxable Value (Line 60)
N/A G. Multiply E by F and divide the results by $100. If the number is less than zero, enter zero.
N/A B. Unused increment rate (Line 66)
N/A C. Subtract B from A
N/A E. Subtract D from C
N/A D. Adopted Tax Rate
N/A F. 2023 Total Taxable Value (Line 60)
N/A G. Multiply E by F and divide the results by $100. If the number is less than zero, enter zero
N/A B. Unused increment rate (Line 66)
N/A C. Subtract B from A
N/A E. Subtract D from C .
N/A D. Adopted Tax Rate
N/A F. 2022 Total Taxable Value (Line 60) .
N/A G. Multiply E by F and divide the results by $100. If the number is less than zero, enter zero.
0.505000
0.522075
0.017075
0.505000
0.505000
0.000000
9,365,511,347
0
0.510000
0.017336
0.492664
0.510000
-0.017336
8,140,263,860
0
0.527336
0.043161
0.484175
0.510000
-0.025825
6,621,990,520
0
0
0.000000
0.505000
Appendix Page 42
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 9
SECTION 6: De Minimis Rate
The de minimis rate is the rate equal to the sum of the no-new-revenue maintenance and operations rate, the rate that will raise $500,000, and the current debt rate for a taxing unit. 45
This section should only be completed by a taxing unit that is a municipality of less than 30,000 or a taxing unit that does not meet the definition of a special taxing unit. 46
Line De Minimis Rate Worksheet Amount/Rate
69. Adjusted current year NNR M&O tax rate. Enter the rate from Line 39 of the Voter-Approval Tax Rate Worksheet. $ /$100 __________
70. Current year total taxable value. Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet. $ _____________
71. Rate necessary to impose $500,000 in taxes. Divide $500,000 by Line 70 and multiply by $100. $ /$100 __________
72. Current year debt rate. Enter the rate from Line 48 of the Voter-Approval Tax Rate Worksheet. $ /$100 __________
73. De minimis rate. Add Lines 69, 71 and 72. $ /$100 __________
SECTION 7: Voter -Approval Tax Rate Adjustment for Emergency Revenue Rate
In the tax year after the end of the disaster calculation time period detailed in Tax Code Section 26.042(a), a taxing unit that calculated its voter-approval tax rate in the manner
provided for a special taxing unit due to a disaster must calculate its emergency revenue rate and reduce its voter-approval tax rate for that year.47
Similarly, if a taxing unit adopted a tax rate that exceeded its voter-approval tax rate, calculated normally, without holding an election to respond to a disaster, as allowed by Tax
Code Section 26.042(d), in the prior year, it must also reduce its voter-approval tax rate for the current tax year. 48
This section will apply to a taxing unit other than a special taxing unit that:
• directed the designated officer or employee to calculate the voter-approval tax rate of the taxing unit in the manner provided for a special taxing unit in the prior year; and
• the current year is the first tax year in which the total taxable value of property taxable by the taxing unit as shown on the appraisal roll for the taxing unit submitted by the
assessor for the taxing unit to the governing body exceeds the total taxable value of property taxable by the taxing unit on January 1 of the tax year in which the disaster
occurred or the disaster occurred four years ago.This section will apply to a taxing unit in a disaster area that adopted a tax rate greater than its voter-approval tax rate
without holding an election in the prior year.
Note: This section does not apply if a taxing unit is continuing to calculate its voter-approval tax rate in the manner provided for a special taxing unit because it is still within the
disaster calculation time period detailed in Tax Code Section 26.042(a) because it has not met the conditions in Tax Code Section 26.042(a)(1) or (2).
Line Emergency Revenue Rate Worksheet Amount/Rate
74. 2024 adopted tax rate. Enter the rate in Line 4 of the No-New-Revenue Tax Rate Worksheet. $ /$100 __________
75. Adjusted 2024 voter-approval tax rate. Use the taxing unit’s Tax Rate Calculation Worksheets from the prior year(s) to complete this line. 49
If a disaster occurred in 2024 and the taxing unit calculated its 2024 voter-approval tax rate using a multiplier of 1.08 on Disaster Line 41 (D41)
of the 2024 worksheet due to a disaster, complete the applicable sections or lines of Form 50-856-a, Adjusted Voter-Approval Tax Rate for Taxing
Units in Disaster Area Calculation Worksheet.
- or -
If a disaster occurred prior to 2024 for which the taxing unit continued to calculate its voter-approval tax rate using a multiplier of 1.08 on
Disaster Line 41 (D41) in 2024, complete form 50-856-a, Adjusted Voter-Approval Tax Rate for Taxing Units in Disaster Area Calculation Worksheet to
recalculate the voter-approval tax rate the taxing unit would have calculated in 2024 if it had generated revenue based on an adopted tax rate
using a multiplier of 1.035 in the years following the disaster. 50 Enter the final adjusted 2024 voter-approval tax rate from the worksheet.
- or -
If the taxing unit adopted a tax rate above the 2024 voter-approval tax rate without calculating a disaster tax rate or holding an election due to
a disaster, no recalculation is necessary. Enter the voter-approval tax rate from the prior year’s worksheet. $ /$100 __________
76. Increase in 2024 tax rate due to disaster. Subtract Line 75 from Line 74. $ /$100 __________
77. Adjusted 2024 taxable value. Enter the amount in Line 14 of the No-New-Revenue Tax Rate Worksheet. $ _____________
78. Emergency revenue. Multiply Line 76 by Line 77 and divide by $100. $ _____________
79. Adjusted 2024 taxable value. Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet. $ _____________
80. Emergency revenue rate. Divide Line 78 by Line 79 and multiply by $100. 50 $ /$100 __________
45 Tex. Tax Code §26.012(8-a)
46 Tex. Tax Code §26.063(a)(1)
47 Tex. Tax Code §26.042(b)
48 Tex. Tax Code §26.042(f )
49 Tex. Tax Code §26.042(c)
50 Tex. Tax Code §26.042(b)
0.311164
10,529,913,043
0.004748
0.182946
0.000000
0.505000
0.000000
0.000000
9,246,940,869
0
9,771,132,805
0.000000
Appendix Page 43
2025 Tax Rate Calculation Worksheet – Taxing Units Other Than School Districts or Water Districts Form 50-856
For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 10
____________________________________________________________
Line Emergency Revenue Rate Worksheet Amount/Rate
81. Current year voter-approval tax rate, adjusted for emergency revenue. Subtract Line 80 from one of the following lines (as applicable):
Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (taxing units with the additional sales tax), Line 62 (taxing units with pollution control) or
Line 68 (taxing units with the unused increment rate). $ __________/$100
SECTION 8: Total Tax Rate
Indicate the applicable total tax rates as calculated above.
No-new-revenue tax rate. ................................................................................................................
As applicable, enter the current year NNR tax rate from: Line 26, Line 27 (counties), or Line 56 (adjusted for sales tax).
Indicate the line number used: ______
Voter-approval tax rate ...................................................................................................................
As applicable, enter the current year voter-approval tax rate from: Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (adjusted for sales tax),
Line 62 (adjusted for pollution control), Line 68 (adjusted for unused increment), or Line 81 (adjusted for emergency revenue).
Indicate the line number used: ______
De minimis rate. ..........................................................................................................................
If applicable, enter the current year de minimis rate from Line 73.
$ __________/$100
$ __________/$100
$ __________/$100
SECTION 9: Taxing Unit Representative Name and Signature
Enter the name of the person preparing the tax rate as authorized by the governing body of the taxing unit. By signing below, you certify that you are the designated officer or
employee of the taxing unit and have accurately calculated the tax rates using values that are the same as the values shown in the taxing unit’s certified appraisal roll or certified
estimate of taxable value, in accordance with requirements in the Tax Code. 51
Printed Name of Taxing Unit Representative
____________________________________________________________ ________________________________________
Taxing Unit Representative Date
51 Tex. Tax Code §§26.04(c-2) and (d-2)
0.505000
0.482348
26
0.505000
49
0.000000
Jayna Dean
8/06/2025
Appendix Page 44
Accounting System: The total structure of records and procedures which discover, record, classify, and report
information on the financial position and operations of a governmental unit or any of its funds, balanced
account groups, and organizational components. Sometimes referred to as Chart of Accounts and/or Account
Classification System.
Accounts Receivable: Amounts owing on open account from private persons, firms, or corporations for goods
and services furnished by a governmental unit (but not including amounts due from other funds of the same
governmental unit).
Accrual Basis: The basis of accounting under which revenues are recorded when earned and expenditures are
recorded as soon as they result in liabilities for benefits received, notwithstanding that the receipt of the
revenue or the payment of the expenditure may take place, in whole or in part, in another accounting period.
See also Accrue and Levy.
Accrue: To record revenues when earned and to record expenditures as soon as they result in liabilities for
benefits received, notwithstanding that the receipt of the revenue or payment of the expenditure may take
place, in whole or in part, in another accounting period. See also Accrual Basis, Accrued Expenses, and
Accrued Revenue.
Accrued Expenses: Expenses incurred during the current account period but which are not payable until a
subsequent accounting period. See also Accrual Basis and Accrue.
Accrued Interest on Investments Purchased: Interest accrued on investments between the last interest
payment date and the date of purchase. The account is carried as an asset until the first interest payment date
after date of purchase. At that time an entry is made debiting cash and crediting the Accrued Interest on
Investments Purchased account for the amount of interest purchased and an Interest Earnings account for the
balance.
Accrued Interest Payable: A liability account which represents the amount of interest accrued at the balance
sheet date but which is not due until a later date.
Accrued Revenue: Revenue earned during the current accounting period but which is not collected until a
subsequent accounting period. See also Accrual Basis and Accrue.
Activity: A specific and distinguishable line of work performed by one or more organizational components of a
governmental unit for the purpose of accomplishing a function for which the governmental unit is responsible.
For example, "Code Enforcement" is an activity performed in the discharge of the "Public Safety" function. See
also Function.
Activity Classification: A grouping of expenditures on the basis of specific lines of work performed by
organization units.
Ad Valorem: In proportion to value. A basis for levy of taxes upon property.
Allocate: To divide a lump‐sum appropriation into parts which are designated for expenditure by specific
organization units and/or for specific purposes, activities, or objects. See also Allocation.
Allocation: A part of a lump‐sum appropriation which is designated for expenditure by specific organization
units and/or for special purposes, activities, or objects. See also Allocate.
Glossary
Appendix Page 45
Glossary
Allot: To divide an appropriation into amounts which may be encumbered or expended during an allotment
period. See also Allotment and Allotment Period.
Allotment: A part of an appropriation which may be encumbered or expended during an allotment period.
See also Allot and Allotment Period.
Allotment Period: A period of time less than one fiscal year in length during which an allotment is effective.
Bimonthly and quarterly allotment periods are most common. See also Allot and Allotment.
Appraisal: (1) The act of appraising. See Appraise. (2) The estimated value resulting from such action.
Appraise: To make an estimate of value, particularly of the value of property.
Note: If the property is valued for purposes of taxation, the less inclusive term "assess" is substituted for the
above term.
Appropriation: An authorization granted by a legislative body to make expenditures and to incur obligations
for specific purposes. An appropriation is limited in amount to the time it may be expended.
Arbitrage: The reinvestment of the proceeds of tax‐exempt securities in materially higher‐yielding taxable
securities.
Assess: To value property officially for the purpose of taxation.
Note: The term is also sometimes used to denote the levy of taxes, but such usage is not correct because it
fails to distinguish between the valuation process and the tax levy process.
Assessed Valuation: A valuation set upon real estate or other property by a government as a basis for levying
taxes.
Assessment: (1) The process of making the official valuation of property for purposes of taxation. (2) The
valuation placed upon property as a result of this process.
Assessment Roll: In the case of real property, the official list containing the legal description of each parcel of
property and its assessed valuation. The name and address of the last known owner are also usually shown.
In the case of personal property, the assessment roll is the official list containing the name and address of the
owner, a description of the personal property, and its assessed value.
Assets: Property owned by a governmental unit, which has a monetary value.
Audit: The examination of documents, records, reports, systems of internal control, accounting and financial
procedures, and other evidence for one or more of the following purposes:
(a) To ascertain whether the statements prepared from the accounts present fairly the financial posiƟon
and the results of financial operations of the constituent funds and balanced account groups of the
governmental unit in accordance with generally accepted accounting principals applicable to governmental
units and on a basis consistent with that of the preceding year.
(b) To determine the propriety, legality, and mathemaƟcal accuracy of a governmental unit's financial
transactions.
(c) To ascertain the stewardship of public officials who handle and are responsible for the financial
resources of a governmental unit.
Audit Report: The report prepared by an auditor covering the audit or investigation made by him or her. As a
rule, the report should include:
Appendix Page 46
Glossary
(a) a statement of the scope of the audit;
(b) explanatory comments (if any) concerning excepƟons by the auditor as to applicaƟon of generally
accepted auditing standards;
(c) opinions;
(d) explanatory comments (if any) concerning verificaƟon procedures;
(e) financial statements and schedules; and
(f) someƟmes staƟsƟcal tables, supplementary comments, and recommendaƟons. The auditor's
signature follows item (c) or (d).
Balanced Budget: Annual financial plan in which expenses do not exceed revenues.
Balance Sheet: A statement which discloses the assets, liabilities, reserves, and equities of a fund or
governmental unit at a specified date, properly classified to exhibit financial position of the fund or unit at that
date.
Note: If a single balance sheet is prepared for several funds, it must be in columnar or sectional form so as to
exhibit the accounts of each fund and balanced account group, individually.
Bond: A written promise, generally under seal, to pay a specified sum of money, called the face value or
principal amount, at a fixed time in the future, called the date of maturity, and carrying interest at a fixed rate,
usually payable periodically.
Note: The difference between a note and a bond is that the latter usually runs for a longer period of time and
requires greater legal formality.
Bond Fund: A fund formerly used to account for the proceeds of general obligation bond issues. Such
proceeds are now accounted for in a Capital Projects Fund.
Bond Ordinance or Resolution: An ordinance or resolution authorizing a bond issue.
Bonded Debt: The portion of indebtedness represented by outstanding bonds.
Bonds Authorized and Un‐issued: Bonds which have been legally authorized but not issued and which can be
issued and sold without further authorization.
Note: This term should not be confused with the term "margin of borrowing power" or "legal debt margin,"
either one of which represents the difference between the legal debt limit of a governmental unit and the debt
outstanding against it.
Bonds Issued: Bonds sold.
Budget: A plan of financial operation embodying an estimate of proposed expenditures for a given period and
the proposed means of financing them. Used without any modifier, the term usually indicates a financial plan
for a single fiscal year.
Note: The term "budget" is used in two senses in practice. Sometimes it designates the financial plan
presented to the appropriating body for adoption and sometimes the plan finally approved by that body. It is
usually necessary to specify whether the budget under consideration is preliminary and tentative or whether it
has been approved by the appropriating body. See also Current Budget, Capital Budget, and Capital Program.
Appendix Page 47
Glossary
Budget Document: The instrument used by the budget‐making authority to present a comprehensive financial
program to the appropriating body. The budget document usually consists of three parts. The first part
contains a message from the budget‐making authority, together with a summary of the proposed expenditures
and the means of financing them. The second part consists of schedules supporting the summary. These
schedules show in detail the information as to past years' actual revenues, expenditures, and other data used
in making the estimates. The third part is composed of drafts of the appropriation, revenue, and borrowing
measures necessary to put the budget into effect.
Budget Message: A general discussion of the proposed budget as presented in writing by the budget‐making
authority to the legislative body. The budget message should contain an explanation of the principal budget
items, an outline of the governmental unit's experience during the past period and its financial status at the
time of the message, and recommendations regarding the financial policy for the coming period.
Budgetary Accounts: Those accounts which reflect budgetary operations and condition, such as estimated
revenues, appropriations, and encumbrances, as distinguished from proprietary accounts. See also
Proprietary Accounts.
Budgetary Control: The control or management of a governmental unit or enterprise in accordance with an
approved budget for the purpose of keeping expenditures within the limitation of available appropriations and
available revenues.
Capital Budget: A plan of proposed capital outlays and the means of financing them for the current fiscal
period. It is usually a part of the current budget. If a Capital Program is in operation, it will be the first year
thereof. A Capital Program is sometimes referred to as a Capital Budget. See also Capital Program.
Capital Expenditures: See Capital Outlays.
Capital Improvement Program: See Capital Program.
Capital Outlays: Expenditures in excess of $5,000 which result in the acquisition of or addition to fixed assets.
Capital Program: A plan for capital expenditures to be incurred each year over a fixed period of years to meet
capital needs arising from the long‐term work program, or otherwise. It sets forth each project or other
contemplated expenditure in which the government is to have a part and specifies the full resources estimated
to be available to finance the projected expenditures.
Capital Projects Fund: A fund created to account for financial resources to be used for the acquisition or
construction of major capital facilities and/or designated fixed assets (other than those financed by special
assessment, trust, special revenue, and enterprise funds). See also Bond Fund.
Cash: Currency, coin, checks, postal and express money orders, and bankers' drafts, on hand or on deposit
with an official or agent designated as custodian of cash and bank deposits.
Cash Basis: The basis of accounting under which revenues are recorded when received in cash and
expenditures are recorded when paid.
Chart of Accounts: The classification system used to organize the accounting for various funds.
Clearing Account: An account used to accumulate total charges or credits for the purpose of distributing them
later among the accounts to which they are allocated or for the purpose of transferring the net differences to
the proper account.
Appendix Page 48
Glossary
Coding: A system of numbering or otherwise designating accounts, entries, invoices, vouchers, etc., in such a
manner that the symbol used quickly reveals certain required information. See also Symbolization.
Combination Bond: A bond issued by a governmental unit which is payable from the revenues of a
governmental enterprise, but which is also backed by the full faith and credit of the governmental unit.
Combined Balance Sheet: A single balance sheet which displays the individual balance sheets of each class of
funds and the balanced account groups of a governmental unit in separate, adjacent columns.
Note: There are no interfund elimination or consolidations in a combined balance sheet for a governmental
unit.
Contingent Fund: Assets or other resources set aside to provide for unforeseen expenditures or for anticipated
expenditures of uncertain amounts.
Note: The term should not be used to describe a reserve for contingencies. The latter is set aside out of the
fund balance of a fund but does not constitute a separate fund. Similarly, an appropriation is not a fund.
Coverage: See Net Revenue Available for Debt Service.
Current: A term which, when applied to budgeting and accounting, designates the operations of the present
fiscal period as opposed to past or future periods.
Current Budget: The annual budget prepared for and effective during the present fiscal year; or, in the case of
some state governments, the budget for the present biennium.
Current Funds: Funds the resources of which are expended for operating purposes during the current fiscal
period. In its usual application in plural form, it refers to General, Special Revenue, Debt Service, and
Enterprise Funds of a governmental unit. In the singular form, the current fund is synonymous with the
general fund. See also General Fund.
Current Liabilities: Liabilities which are payable within a relatively short period of time, usually no longer than
a year.
Current Revenue: Revenues of a governmental unit that are available to meet expenditures of the current
fiscal year. See Revenue.
Current Taxes: (1) Taxes levied and becoming due during the current fiscal period, from the time the amount
of the tax levy is first established to the date on which a penalty for nonpayment is attached. (2) Taxes levied
in the preceding fiscal period but becoming due in the current fiscal period, from the time they become due
until a penalty for nonpayment is attached.
Current Year's Tax Levy: Taxes levied for the current fiscal period.
Data Processing: (1) The preparation and handling of information and data from source media through
prescribed procedures to obtain such end results as classification, problem solution, summarization, and
reports. (2) Preparation and handling of financial information wholly or partially by mechanical or electronic
means. See also Electronic Data Processing (EDP).
Debt: An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts
of governmental units include bonds, time warrants, notes, and floating debt. See also Bond, Notes Payable,
Long‐Term Debt, and General Long‐Term Debt.
Appendix Page 49
Glossary
Debt Limit: The maximum amount of gross or net debt that is legally permitted.
Debt Service Fund: A fund established to finance and account for the payment of interest and principal on all
general obligation debt, serial and term, other than that payable exclusively from special assessments and
revenue debt issued for and serviced by a governmental enterprise. Formally called a Sinking Fund.
Debt Service Fund Requirements: The amounts of revenue which must be provided for a debt service fund so
that all principal and interest payments can be made in full on schedule.
Deficit: (1) The excess of the liabilities and reserves of a fund over its assets. (2) The excess of expenditures
over revenues during an accounting period; or, in the case of Enterprise and Intragovernmental Service Funds,
the excess of expense over income during an accounting period.
Delinquent Taxes: Taxes remaining unpaid on and after the date on which a penalty for nonpayment is
attached. Even though the penalty may be subsequently waived and a portion of the taxes may be abated or
canceled, the unpaid balances continue to be delinquent taxes until abated, canceled, paid, or converted into
tax liens.
Note: The term is sometimes limited to taxes levied for the fiscal period or periods preceding the current one,
but such usage is not entirely correct. See also Current Taxes, Current Year's Tax Levy, and Prior Years' Tax
Levies.
Deposit: (1) Money placed with a banking or other institution, or with a person either as a general deposit
subject to check or as a special deposit made for some specified purpose. (2) Securities lodged with a banking
or other institution or with a person for some particular purpose. (3) Sums deposited by customers for electric
meters, water meters, etc., and by contractors and others to accompany and guarantee their bids.
Depreciation: (1) Expiration of the service life of fixed assets, other than wasting assets, attributable to wear
and tear through use and lapse of time, obsolescence, inadequacy, or other physical elements for functional
causes. (2) The portion of the cost of a fixed asset charged as an expense during a particular period.
Note: The cost of a fixed asset is prorated over the estimated service life of such asset and each period is
charged with part of such cost so that ultimately the entire cost of the asset is charged off as an expense. In
governmental accounting, depreciation may be recorded in proprietary funds and trust funds where expenses,
net income, and/or capital maintenance are measured.
Direct Debt: The debt that a governmental unit has incurred in its own name, or assumed through the
annexation of territory or consolidation with another governmental unit. See also Overlapping Debt.
Direct Expense: Those expenses which can be charged directly as a part of the cost of a product or service, or
of a department or operating unit, as distinguished from overhead and other indirect costs which must be
prorated among several products or services, departments, or operating units.
Due to Fiscal Agent: Amounts due to fiscal agents, such as commercial banks, for servicing a governmental
unit's maturing interest and principal payments on indebtedness.
Effective Interest Rate: The rate of earning on a bond investment based on the actual price paid for the bond,
the coupon rate, the maturity date, and the length of time between interest dates, in contrast with the nominal
interest rate.
Electronic Data Processing (EDP): Data processing by means of high‐speed electronic equipment. See also
Data Processing.
Appendix Page 50
Glossary
Encumbrances: Obligations in the form of purchase orders, contracts, or salary commitments which are
chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be
encumbrances when paid or when the actual liability is set up.
Enterprise Debt: Debt that is to be retired primarily from the earnings of publicly owned and operated
enterprises. See also Revenue Bonds.
Enterprise Fund: A fund established to finance and account for the acquisition, operation, and maintenance of
governmental facilities and services that are entirely or predominantly self‐supporting by user charges.
Examples of enterprise funds are those for water, gas, and electric utilities, swimming pools, airports, parking
garages, and transit systems.
Equipment: Tangible property of a more or less permanent nature (other than land, buildings, or
improvements other than buildings) which is useful in carrying on operations. Examples are machinery, tools,
trucks, cars, furniture, and furnishings.
Estimated Revenue: For revenue accounts kept on an accrual basis, this term designates the amount of
revenue estimated to accrue during a given period regardless of whether or not it is all to be collected during
the period. For revenue accounts kept on a cash basis, the term designates the amount of revenue estimated
to be collected during a given period. Under the modified accrual basis recommended for some funds by the
Governmental Accounting Standards Board, estimated revenues include both cash and accrual basis revenues.
See also Cash Basis, Accrual Basis, and Modified Accrual Basis.
Expenditures: Where the accounts are kept on the accrual basis or the modified accrual basis, this term
designates the cost of goods delivered or services rendered, whether paid or unpaid, including expenses,
provision for debt retirement not reported as a liability of the fund from which retired, and capital outlays.
Where the accounts are kept on the cash basis, the term designates only actual cash disbursements for these
purposes.
Note: Encumbrances are not expenditures.
Expenses: Charges incurred, whether paid or unpaid, for operation, maintenance, interest, and other charges
which are presumed to benefit the current fiscal period.
Note: Legal provisions sometimes make it necessary to treat charges whose benefits extend over future
periods as expenses. For example, purchase of materials and supplies which may be used over a period of
more than one year and payments for insurance which is to be in force for a period longer than one year
frequently must be charged in their entirety to the appropriation of the year in which they are incurred and
classified as expenses of that year, even though their benefits extend also to other periods.
Fiduciary Fund Types: The trust and agency funds used to account for assets held by a government unit in a
trustee capacity or as an agent for individuals, private organizations, other government units and/or other
funds.
Fiscal Period: Any period at the end of which a governmental unit determines its financial position and the
results of its operations.
Fiscal Year: A twelve‐month period of time to which the annual budget applies and at the end of which a
governmental unit determines its financial position and the results of its operations.
Fixed Assets: Assets of a long‐term character which are intended to continue to be held or used, such as land,
buildings, machinery, furniture, and other equipment.
Note: The term does not indicate the immobility of an asset, which is the distinctive character of "fixture."
Appendix Page 51
Glossary
Fixed Charges: Expenses (the amount of which is set by agreement). Examples are interest, insurance, and
contributions to pension funds.
Fixtures: Attachments to buildings that are not intended to be removed and which cannot be removed
without damage to the latter.
Note: Those fixtures with a useful life presumed to be as long as that of the building itself, are considered a
part of such building; all others are classified as equipment.
Force Account Method: A method employed in the construction and/or maintenance of fixed assets whereby
a governmental unit's own personnel are used instead of an outside contractor.
Note: This method also calls for the purchase of materials by the governmental unit and the possible use of its
own equipment, but the distinguishing characteristic of the force account method is the use of the unit's own
personnel.
Franchise: A special privilege granted by a government permitting the continuing use of public property, such
as city streets, and usually involving the elements of monopoly and regulation.
FTE (Full‐Time Equivalent): A term used when developing personal services budgets; 2,080 hours worked
annually equates to 1.0 full‐time equivalent (FTE) position.
Full Faith and Credit: A pledge of the general taxing power for the payment of debt obligations.
Note: Bonds carrying such pledges are usually referred to as general obligation bonds or full faith and credit
bonds.
Function: A group of related activities aimed at accomplishing a major service or regulatory program for which
the Town is responsible. For example, public safety is a function.
Functional Classification: A grouping of expenditures on the basis of the principal purposes for which they are
made. Examples are public safety, public health, public welfare, etc. See also Activity Classification and Object
Classification.
Fund: An independent fiscal and accounting entity with a self‐balancing set of accounts recording cash and/or
other resources, together with all related liabilities, obligations, reserves, and equities which are segregated for
the purpose of carrying on specific activities or attaining certain objectives in accordance with special
regulations, restrictions, or limitations.
Fund Accounts: All accounts necessary to set forth the financial operations and financial condition of a fund.
Note: Sometimes the term is used to denote budgetary accounts as distinguished from proprietary accounts,
but such usage is not recommended.
Fund Balance: The excess of the assets of a fund over its liabilities and reserves, except in the case of funds
subject to budgetary accounting where, prior to the end of a fiscal period, it represents the excess of the fund's
assets and estimated revenues for the period over its liabilities, reserves, and appropriations for the period.
Fund Balance Sheet: A balance sheet for a single fund. See Fund and Balance Sheet.
Fund Group: A group of funds that are similar in purpose and character. For example, several special revenue
funds constitute a fund group.
Funding: The conversion of floating debt or time warrants into bonded debt.
Funding Bonds: Bonds issued to retire outstanding floating debt and to eliminate deficits.
Appendix Page 52
Glossary
General Audit: An audit made at the close of a normal accounting period, which covers all of the funds and
balanced account groups of a governmental unit. Such audits may involve some detailed verification, as
determined by the professional judgment of the auditor, but usually they are based on appropriate tests and
checks. See also Special Audit.
General Fixed Assets: Those fixed assets of a governmental unit that are not accounted for in Enterprise, Trust,
or Intragovernmental Service Funds.
General Fixed Assets Group of Accounts: A self‐balancing group of accounts set up to account for the general
fixed assets of a governmental unit. See General Fixed Assets.
General Fund: A fund used to account for all transactions of a governmental unit that are not accounted for in
another fund.
Note: The General Fund is used to account for the ordinary operations of a governmental unit that are
financed from taxes and other general revenues.
General Long‐Term Debt: Long‐term debt legally payable from general revenues and backed by the full faith
and credit of a governmental unit. See Long‐Term Debt.
General Obligation Bonds: Bonds for whose payment the full faith and credit of the issuing body are pledged.
More commonly, but not necessarily, general obligation bonds are considered to be those payable from taxes
and other general revenues. See also Full Faith and Credit.
General Revenue: The revenues of a governmental unit other than those derived from and retained in an
enterprise.
Note: If a portion of the net income in an enterprise fund is contributed to another non‐enterprise fund, such
as the General Fund, the amounts transferred constitute general revenue of the governmental unit.
Goal: A statement of broad direction, purpose or intent based on the need of the community. A goal is
general and timeless; that is, it is not concerned with a specific achievement in a given period.
Governmental Accounting: The composite activity of analyzing, recording, summarizing, reporting, and
interpreting the financial transactions of governmental units and agencies.
Governmental Fund Types: Funds used to account for the acquisition, use and balances of expendable
financial resources and the related current liabilities ‐ except those accounted for in proprietary funds and
fiduciary funds. In essence, these funds are accounting segregations of financial resources. Expendable assets
are assigned to a particular governmental fund type according to the purposes for which they may or must be
used. Current liabilities are assigned to the fund type from which they are to be paid. The difference between
the assets and liabilities of governmental fund types is referred to as fund balance. The measurement focus in
these fund types is on the determination of financial position and changes in financial position (sources, uses
and balances of financial resources), rather than on net income determination. The statement of revenues,
expenditures and changes in fund balance is the primary governmental fund type operating statement. It may
be supported or supplemented by more detailed schedules of revenues, expenditures, transfers and other
changes in fund balance.
Grant: A contribution by one governmental unit to another. The contribution is usually made to aid in the
support of a specified function (for example, public safety), but it is sometimes also for general purposes.
Gross Bonded Debt: The total amount of direct debt of a governmental unit represented by outstanding
bonds before deduction of any assets available and earmarked for their retirement. See also Direct Debt.
Appendix Page 53
Glossary
Improvements: Buildings, other structures, and other attachments or annexations to land which are intended
to remain so aƩached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers.
Note: Sidewalks, curbing, sewers, and highways are sometimes referred to as "betterments," but the term
improvements other than buildings is preferred.
Improvements Other Than Buildings: A fixed asset account that reflects the acquisition value of permanent
improvements, other than buildings, which add value to land. Examples of such improvements are fences,
retaining walls, sidewalks, pavements, gutters, tunnels, and bridges. If the improvements are purchased or
constructed, this account contains the purchase or contract price. If improvements are obtained by gift, it
reflects the appraised value at time of acquisition.
Income: A term used in accounting for governmental enterprises to represent the excess of revenues earned
over the expenses incurred in carrying on the enterprise's operations. It should not be used without an
appropriate modifier, such as Operating, Non‐operating, or Net.
Note: The term Income should not be used in lieu of Revenue in non‐enterprise funds.
Interfund Accounts: Accounts in which transactions between funds are reflected. See Interfund Transfers.
Interfund Transfers: Amounts transferred from one fund to another.
Intergovernmental Revenues: Revenue received from other governments in the form of grants, shared
revenues, or payments in lieu of taxes.
Interim Borrowing: (1) Short‐term loans to be repaid from general revenues during the course of a fiscal year.
(2) Short‐term loans in anticipation of tax collections or bond issuance.
Internal Control: A plan of organization under which employees' duties are so arranged and records and
procedures so designed as to make it possible to exercise effective accounting control over assets, liabilities,
revenues, and expenditures. Under such a system, the work of employees is subdivided so that no single
employee performs a complete cycle of operations. Thus, for example, an employee handling cash would not
post the accounts receivable records. Moreover, under such a system, the procedures to be followed are
definitely laid down and require proper authorizations by designated officials for all actions to be taken.
Internal Service Fund: A fund established to finance and account for services and commodities furnished by a
designated department or agency to other departments and agencies within a single governmental unit.
Amounts expended by the fund are restored thereto either from operating earnings or by transfers from other
funds, so that the original fund is kept intact.
Inventory: A detailed list showing quantities, descriptions, and values of property, and frequently also lists
units of measure and unit prices.
Inventory of Supplies: The cost value of supplies on hand.
Investments: Securities and real estate held for the production of income in the form of interest, dividends,
rentals, or lease payments. The term does not include fixed assets used in Town operations.
Judgment: An amount to be paid or collected by a governmental unit as the result of a court decision,
including a condemnation award in payment for private property taken for public use.
Judgments Payable: Amounts due to be paid by a governmental unit as the result of court decisions, including
condemnation awards in payment for private property taken for public use.
Appendix Page 54
Glossary
Land: A fixed asset account that reflects the value of land owned by a governmental unit. If land is purchased,
this account shows the purchase price and costs such as legal fees, filling and excavation costs, and the like,
which are incurred to put the land in condition for its intended use. If land is acquired by gift, the account
reflects the estimated fair value at the time of acquisition.
Legal Investments: Investments which governmental units are permitted to make by law.
Levy: (Verb) To impose taxes, special assessments, or service charges for the support of governmental
activities. (Noun) The total amount of taxes, special assessments, or service charges imposed by a
governmental unit.
Liabilities: Debt or other legal obligations arising out of transactions in the past which must be liquidated,
renewed, or refunded at some future date.
Note: The term does not include encumbrances.
Long‐Term Debt: Debt with a maturity of more than one year after the date of issuance.
Machinery and Equipment: See Equipment.
Maintenance: The upkeep of physical properties in condition for use or occupancy. Examples are the
inspection of equipment to detect defects and the making of repairs.
Major Fund: Funds that the revenues, expenses, assets or liabilities are greater than 10% of corresponding
totals and at least 5% of the aggregate amount for all governmental and enterprise funds.
Modified Accrual Basis: A system under which some accruals, usually costs, are recorded but others, usually
revenues, are not. The extent of modification varies in practice, depending upon the accountant's judgment.
Municipal: In its broadest sense, an adjective that denotes the state and all subordinate units of government.
In a more restricted sense, an adjective that denotes a city or town, as opposed to other units of local
government.
Municipal Bond: A bond issued by a state or local government unit.
Municipal Corporation: A body politic and corporate established pursuant to state authorization for the
purpose of providing governmental services and regulations for its inhabitants. A municipal corporation has
defined boundaries and a population, and is usually organized with the consent of its residents. It usually has
a seal and may sue and be sued.
Net Bonded Debt: Gross bonded debt less any cash or other assets available and earmarked for its retirement.
Net Income: A term used in accounting for governmental enterprises to designate the excess of total revenues
over total expenses for an accounting period. See also Income, Operating Revenues, Operating Expenses,
Non‐operating Income, and Non‐operating Expenses.
Net Revenue Available for Debt Service: Gross operating revenues of an enterprise, less operating and
maintenance expenses, yet exclusive of depreciation and bond interest. "Net Revenue" as thus defined
computes "coverage" on revenue bond issues.
Note: Under the laws of some states and the provisions of some revenue bond indentures, net revenues used
for computation of coverage are required to be on a cash basis rather than an accrual basis.
Nominal Interest Rate: The contractual interest rate shown on the face and in the body of a bond and
representing the amount of interest to be paid, in contrast to the effective interest rate.
Appendix Page 55
Glossary
Non‐major Fund: Funds that the revenues, expenses, assets or liabilities are less than 10% of corresponding
totals and at less than 5% of the aggregate amount for all governmental and enterprise funds.
Non‐operating Expenses: Expenses incurred for non‐operating properties or in the performance of activities
not directly related to supplying the basic services of a governmental enterprise. An example of a non‐
operating expense is interest paid on outstanding revenue bonds. See also Non‐operating Properties.
Non‐operating Income: Income of governmental enterprises that is not derived from the basic operations of
such enterprises. An example is interest on investments or on bank time deposits.
Non‐operating Properties: Properties that are owned by a governmental enterprise but which are not used in
the provision of basic services for which the enterprise exists.
Notes Payable: In general, an unconditional written promise signed by the maker to pay a certain sum of
money on demand or at a fixed or determinable time either to the bearer or to the order of a person
designated therein.
Notes Receivable: A note payable held by a governmental unit.
Object: As used in expenditure classification, this term applies to the article purchased or the service obtained
(as distinguished from the results obtained from expenditures). Examples are personal services, contractual
services, materials, and supplies. See also Activity Classification, Functional Classification, and Object
Classification.
Objective: Desired output oriented accomplishments that can be measured and achieved within a given time
frame. Achievement of the objective advances the activity and organization toward a corresponding goal.
Object Classification: A grouping of expenditures on the basis of goods or services purchased; for example,
personal services, materials, supplies and equipment. See also Functional Classification and Activity
Classification.
Obligations: Amounts that a governmental unit may be required legally to meet out of its resources. They
include not only actual liabilities, but also unliquidated encumbrances.
Obsolescence: The decrease in the value of fixed assets resulting from economic, social, technological, or legal
changes.
Operating Budget: Operating budgets serve many purposes within a government entity, but they have two
primary purposes: (1) to plan the services that are going to be offered during the coming year and set
priorities; (2) to conform with legal requirements to ensure that expenditures do not exceed those
appropriated. Operating budgets are also called Annual Budgets. See Budget.
Operating Expenses: (1) As used in the accounts of governmental enterprises, the term means those costs
which are necessary to the maintenance of the enterprise, the rendering of services, the sale of merchandise,
the production and disposition of commodities produced, and the collection of enterprise revenues, and (2)
the term is also sometimes used to describe expenses for general governmental purposes.
Operating Income: Income of a governmental enterprise that is derived from the sale of its goods and/or
services. For example, income from the sale of water by a municipal water utility is operating income. See also
Operating Revenues.
Operating Revenues: Revenues derived from the operation of governmental enterprises of a business
character.
Appendix Page 56
Glossary
Operating Statement: A statement summarizing the financial operations of a governmental unit for an
accounting period as contrasted with a balance sheet which shows financial position at a given moment in
time.
Ordinance: A formal legislative enactment by the council or governing body of a municipality. If it is not in
conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and
effect of law within the boundaries of the municipality to which it applies.
Note: The difference between an ordinance and a resolution is that the latter requires less legal formality and
has a lower legal status. Ordinarily, the statutes or charter will specify or imply those legislative actions that
must be by ordinance and those which may be by resolution. Revenue raising measures, such as the
imposition of taxes, special assessments and service charges, universally require ordinances.
Original Cost: The total of assets given and/or liabilities assumed to acquire an asset. In utility accounting, the
original cost to the first owner who dedicated the plant to service of the public.
Overhead: Those elements of cost necessary in the production of an article or the performance of a service
which are of such a nature that the amount applicable to the product or service cannot be determined
accurately or readily. Usually they relate to those objects of expenditures which do not become an integral
part of the finished product or service such as rent, heat, light, supplies, management, supervision, etc.
Overlapping Debt: The proportionate share of the debts of local governmental units located wholly or in part
within the limits of the reporting government which must be borne by property within each governmental unit.
Note: Except for special assessment debt, the amount of debt of each unit applicable to the reporting unit is
arrived at by (1) determining what percentage of the total assessed value of the overlapping jurisdiction lies
within the limits of the reporting unit, and (2) applying this percentage to the total debt of the overlapping
jurisdiction. Special assessment debt is allocated on the basis of the ratio of assessments receivable in each
jurisdiction, which will be used wholly or in part to pay off the debt to total assessments receivable, which will
be used wholly or in part for this purpose.
Pay‐As‐You‐Go: A method of financing improvements that refers to the allocation of a significant portion of
operating revenues each year to a revenue fund. The monies in this fund are to be used for annual
improvements or saved until they are sufficient for large projects. A regular allocation made from the
operating budget to smooth budget allocations for expenditures and eliminate the need for bond financing.
Sometimes referred to as pay‐as‐you‐acquire financing.
Pay‐As‐You‐Use: A method of financing long‐term improvements by serial debt issues with maturities
arranged so that the retirement of debt coincides with the depreciation or useful life of the improvement. In
theory, the interest and debt retirement charges paid by each generation of taxpayers or users coincide with
their use and enjoyment of the improvement. Under pay‐as‐you‐use, each user group pays for its own
improvements. No one is forced to provide free goods or services for a future generation or to contribute
toward facilities for a community in which he or she will not live, nor will new members of the community
derive benefits from improvements that they have not assisted in financing.
Prior Years' Tax Levies: Taxes levied for fiscal periods preceding the current one.
Private Trust Fund: A trust fund that will ordinarily revert to private individuals or will be used for private
purposes; for example, a fund that consists of guarantee deposits.
Program: A group of related activities performed by one or more organization units for the purpose of
accomplishing a function for which the town is responsible.
Project: A plan of work, job, assignment, or task.
Appendix Page 57
Glossary
Proprietary Accounts: Those accounts which show actual financial position and operations, such as actual
assets, liabilities, reserves, fund balances, revenues, and expenditures, as distinguished from budgetary
accounts.
Proprietary Fund Types: Sometimes referred to as income determination or commercial‐type funds, the
classification used to account for a government's ongoing organizations and activities that are similar to those
often found in the private sector (i.e., enterprise and internal service funds). All assets, liabilities, equities,
revenues, expenses, and transfers relating to the government's business and quasi‐business activities are
accounted for through proprietary funds. The GAAP used are generally those applicable to similar businesses
in the private sector and the measurement focus is on determination of net income, financial position and
changes in financial position.
Public Trust Fund: A trust fund whose principal, earnings, or both, must be used for a public purpose; for
example, a pension or retirement fund.
Purchase Order: A document that authorizes the delivery of specified merchandise or the rendering of certain
services and the making of a charge for them.
Special Purpose District: allows for a dedicated sales tax resource.
Rate Base: The value of utility property used in computing an authorized rate of return as authorized by law or
a regulatory commission.
Receipts: This term, unless otherwise qualified, means cash received. See also Revenue.
Recoverable Expenditures: An expenditure made for or on behalf of another governmental unit, fund, or
department, or for a private individual, firm, or corporation, which will subsequently be recovered in cash or
its equivalent.
Refunding Bonds: Bonds issued to retire bonds already outstanding. The refunding bonds may be sold for
cash and outstanding bonds redeemed in cash, or the refunding bonds may be exchanged with holders of
outstanding bonds.
Registered Bond: A bond, the owner of which is registered with the issuing governmental unit, and which
cannot be sold or exchanged without a change of registration. Such a bond may be registered as to principal
and interest or as to principal only.
Reimbursement: Cash or other assets received as a repayment of the cost of work or services performed or of
other expenditures made for or on behalf of another governmental unit or department or for an individual,
firm, or corporation.
Replacement Cost: The cost as of a certain date of a property which can render similar service (but need not
be of the same structural form) as the property to be replaced. See also Reproduction Cost.
Reproduction Cost: The cost as of a certain date of reproducing an exact new property in the same place.
Note: Sometimes this term is designated as "reproduction cost new" to distinguish it from "depreciated
reproduction cost," which is the reproduction cost of a given property less the estimated amount of
accumulated depreciation applicable to it. In the absence of any modifier, however, the term "reproduction
cost" is understood to be synonymous with "reproduction cost new." See also Replacement Cost.
Requisition: A written demand or request, usually from one department to the purchasing officer or to
another department, for specified articles or services.
Appendix Page 58
Glossary
Reserve: An account which records a portion of the fund balance which must be segregated for some future
use and which is, therefore, not available for further appropriation or expenditure. A Reserve for Inventories
equal in amount to the Inventory of Supplies on the balance sheet of a General Fund is an example of such a
reserve.
Reserve for Revenue Bond Debt Service: A reserve in an Enterprise Fund which represents the segregation of a
portion of retained earnings equal to current assets that are restricted to current servicing of revenue bonds in
accordance with the terms of a bond indenture.
Reserve for Revenue Bond Retirement: A reserve in an Enterprise Fund which represents the segregation of a
portion of retained earnings equal to current assets that are restricted for future servicing of revenue bonds in
accordance with the terms of a bond indenture.
Resolution: A special or temporary order of a legislative body; an order of a legislative body requiring less legal
formality than an order or statute. See also Ordinance.
Resources: The actual assets of a governmental unit, such as cash, taxes receivable, land, buildings, etc., plus
contingent assets such as estimated revenues applying to the current fiscal year not accrued or collected, and
bonds authorized and unissued.
Retained Earnings: The accumulated earnings of an Enterprise or Internal Service Fund which have been
retained in the fund and which are not reserved for any specific purpose.
Retirement Fund: A fund out of which retirement annuities and/or other benefits are paid to authorized and
designated public employees. A retirement fund is accounted for as a Trust Fund.
Revenue: For those revenues which are recorded on the accrual basis, this term designates additions to assets
which: (a) do not increase any liability; (b) do not represent the recovery of an expenditure; (c) do not
represent the cancellation of certain liabilities without a corresponding increase in other liabilities or a
decrease in assets; and (d) do not represent contributions of fund in Enterprise and Internal Service Funds.
The same definition applies to those cases where revenues are recorded on the modified accrual or cash basis,
except that additions would be partially or entirely to cash. See also Accrual Basis, Modified Accrual Basis,
Cash Basis, Net Revenue Available for Debt Service, and Receipts.
Revenue Bonds: Bonds whose principal and interest are payable exclusively from earnings of a public
enterprise. In addition to a pledge of revenues, such bonds sometimes contain a mortgage on the enterprise's
property and are then known as mortgage revenue bonds.
Schedules: (1) The explanatory or supplementary statements that accompany the balance sheet or other
principal statements periodically prepared from the accounts. (2) The accountant's or auditor's principal work
papers covering his examination of the books and accounts. (3) A written enumeration or detailed list in
orderly form. See also Statements.
Securities: Bonds, notes, mortgages, or other forms of negotiable or non‐negotiable instruments. See also
Investments.
Self‐Supporting or Self‐Liquidating Debt: Debt obligations whose principal and interest are payable solely from
the earnings of the enterprise for the construction or improvement of which they were originally issued. See
also Revenue Bonds.
Serial Annuity Bonds: Serial bonds in which the annual installments of bond principal are so arranged that the
combined payments for principal and interest are approximately the same each year.
Serial Bonds: Bonds the principal of which is repaid in periodic installments over the life of the issue.
Appendix Page 59
Glossary
Shared Revenue: Revenue which is levied by one governmental unit but shared, usually in proportion to the
amount collected, with another unit of government or class of governments.
Short‐Term Debt: Debt with a maturity of one year or less after the date of issuance. Short‐term debt usually
includes floating debt, bond anticipation notes, tax anticipation notes, and interim warrants.
Special Assessment: A compulsory levy made by a local government against certain properties to defray part
or all of the cost of a specific improvement or service which is presumed to be of general benefit to the public
and of special benefit to such properties.
Note: The term should not be used without a modifier (for example, "special assessments for street paving,"
or "special assessments for street sprinkling") unless the intention is to have it cover both improvements and
services, or unless the particular use is apparent from the context.
Special Assessment Bonds: Bonds payable from the proceeds of special assessments. If the bonds are payable
only from the collections of special assessments, they are known as "special assessment bonds." If, in addition
to the assessments, the full faith and credit of the governmental unit are pledged, they are known as "general
obligation special assessment bonds."
Special Assessment Fund: A fund set up to finance and account for the construction of improvements or
provision of services which are to paid for, wholly or in part, from special assessments levied against benefited
property. See also Special Assessment and Special Assessment Bonds.
Special Assessment Roll: The official list showing the amount of special assessments levied against each
property presumed to be benefited by an improvement or service.
Special Audit: An audit which is limited to some particular phase of a governmental unit's activity, such as the
examination of a Projects Fund, or an audit which covers all of the governmental unit's activities for a shorter
or longer period of time than the usual accounting period of one fiscal year. Such audits may involve some
detailed verifications as determined by the professional judgment of the auditor, but usually they are based on
appropriate tests and checks. See General Audit.
Special District: An independent unit of local government organized to perform a single governmental function
or a restricted number of related functions. Special districts usually have the power to incur debt and levy
taxes; however, certain types of special districts are entirely dependent upon enterprise earnings and cannot
impose taxes. Examples of special districts are water districts, drainage districts, flood control districts,
hospital districts, fire protection districts, transit authorities, port authorities, and electric power authorities.
Special Fund: Any fund that must be devoted to some special use in accordance with specific regulations and
restrictions. Generally, the term applies to all funds other than the General Fund.
Special Revenue Fund: A fund used to account for revenues from specific taxes or other earmarked revenue
sources which by law are designated to finance particular functions or activities of government. Includes
intergovernmental revenue in the form of state and federal grant funds.
Statements: (1) Used in a general sense, statements are all of those formal written presentations that set forth
financial information. (2) In technical accounting usage, statements are those presentations of financial data
that show the financial position and the results of financial operations of a fund, a group of accounts, or an
entire governmental unit for a particular accounting period. See also Schedules.
Statute: A written law enacted by a duly organized and constituted legislative body. See also Ordinance and
Resolution.
Stores: Goods on hand in storerooms, subject to requisition and use.
Appendix Page 60
Glossary
Straight Serial Bonds: Serial Bonds in which the annual installments of a bond principal are approximately
equal.
Surety Bond: A written promise to pay damages or to indemnify against losses caused by the party or parties
named in the document, through nonperformance or through defalcation. An example is a surety bond given
by a contractor or by an official handling cash or securities.
Surplus: The excess of the assets of a fund over its liabilities, or if the fund has other resources and
obligations, the excess of resources over the obligations. The term should not be used without a properly
descriptive adjective unless its meaning is apparent from the context. See also Fund Balance, and Retained
Earnings.
Symbolization: The assignment of letters, numbers, or other marks or characters to the ordinary titles of the
ledger accounts. Each letter or number should have the same meaning wherever used and should be selected
with great care so that it will indicate, immediately and with certainty, the title of the account, as well as its
place in the classification. The use of proper symbols saves much time and space in making the book record
and adds to its precision and accuracy. See also Coding.
Tax Levy: The total amount to be raised by general property taxes for purposes specified in the Tax Levy
Ordinance.
Tax Levy Ordinance: An ordinance by means of which taxes are levied.
Tax Liens: Claims which governmental units have upon properties until taxes levied against them have been
paid.
Note: The term is sometimes limited to those delinquent taxes for the collection of which legal action has been
taken through the filing of liens.
Tax Rate: The amount of tax levied for each $100 of assessed valuation.
Tax Rate Limit: The maximum rate at which a governmental unit may levy a tax. The limit may apply to taxes
raised for a particular purpose, or to taxes imposed for all purposes; and may apply to a single government, to
a class of governments, or to all governmental units operating in a particular area. Overall, tax rate limits
usually restrict levies for all purposes and of all governments, state and local, having jurisdiction in a given
area.
Tax Roll: The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the
tax roll and the assessment roll are combined, but even in these cases the two can be distinguished.
Tax Supplement: A tax levied by a local unit of government which has the same base as a similar tax levied by
a higher level of government, such as a state or province. The local tax supplement is frequently administered
by the higher level of government along with its own tax. A locally imposed, state‐administered sales tax is an
example of a tax supplement.
Taxes: Compulsory charges levied by a governmental unit for the purpose of financing services performed for
the common benefit.
Note: The term does not include specific charges made against particular persons or property for current or
permanent benefits such as special assessments. Neither does the term include charges for services rendered
only to those paying such charges as, for example, water and sewer charges.
Taxes Receivable‐Current: The uncollected portion of taxes that a governmental unit has levied, which has
become due but on which no penalty for nonpayment attaches.
Appendix Page 61
Glossary
Taxes Receivable‐Delinquent: Taxes remaining unpaid on and after the date on which a penalty for
nonpayment is attached. Even though the penalty may be subsequently waived and a portion of the taxes
may be abated or canceled, the unpaid balances continue to be delinquent taxes until paid, abated, canceled,
or converted into tax liens.
Term Bonds: Bonds that the entire principal of which matures on one date. Also called sinking fund bonds.
Trust and Agency Funds: Funds used to account for assets held by a government in a trustee capacity or as an
agent for individuals, private organizations, other governments and/or other funds.
Trust Fund: A fund consisting of resources received and held by the governmental unit as trustee, to be
expended or invested in accordance with the conditions of a trust. See also Private Trust Fund and Public
Trust Fund.
Unappropriated Budget Surplus: Where the fund balance at the close of the preceding year is not included in
the annual budget, this term designates that portion of the current fiscal year's estimated revenues which has
not been appropriated. Where the fund balance of the preceding year is included, this term designates the
estimated fund balance at the end of the current fiscal period.
User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the
service.
Utility Fund: See Enterprise Fund.
Work Program: A plan of work proposed to be done during a particular period by an administrative agency in
carrying out its assigned activities.
Appendix Page 62
THANK YOU, BUDGET TEAM!
The Town Budget truly takes teamwork, and I trust more hands
went into this effort than are recognized here.
I’d like to thank those listed below who were instrumental in
preparation of the preliminary budget.
Mario Canizares, Town Manager
Bob Scott, Deputy Town Manager
Chuck Ewings, Assistant Town Manager
Robyn Battle, Executive Director
Chief Blasingame, Fire
Assistant Chief Eft, Fire
Chief Kowalski, Police
Assistant Chief Brewer, Police
Assistant Chief Davis, Police
Michelle Lewis Sirianni, Town Secretary
Todd Rice, Communications
Tony Luton, HR
Gary Landeck, Library
Carrie Jones, Public Works
Leigh Johnson, IT
Dan Baker, Parks
Hulon Webb, Engineering
David Hoover, Dev. Services
Chris Landrum
Finance Director