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Budget - FY 2021-2022Town of Prosper, Texas Adopted Budget Fiscal Year 2021-2022 October 1, 2021 - September 30, 2022 About the Cover:  In March of 2023, Prosper Fire Rescue will be operating out of a new 31,000 square foot centrally located Fire Station next  door to Police Department and Dispatch.  This facility will include a Fire Station, Fire Administration, Fire Marshal Office,  and an Emergency Operations Center.   This facility is phase two of the public safety complex and will begin construction  in January of 2022.  Future plans for the site include a public safety training facility and support building.  2 Town of Prosper Fiscal Year 2021-2022 Budget Cover Page This budget will raise more revenue from property taxes than last year's budget by an amount of $3,455,090, which is a 14.25 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 $2,395,898. The members of the governing body voted on the budget as follows: FOR: Ray Smith Jeff Hodges Marcus E. Ray Charles Cotten Meigs Miller Amy Bartley AGAINST: PRESENT and not voting: ABSENT: Craig Andres Property Tax Rate Comparison 2021-2022 2020-2021 Property Tax Rate: $0.510000/100 $0.520000/100 No-New-Revenue Tax Rate: $0.481842/100 $0.515540/100 No-New-Revenue Maintenance & Operations Tax Rate: $0.345349/100 $0.368331/100 Voter-Approval Tax Rate: $0.539436/100 $0.666970/100 Debt Rate: $0.182000/100 $0.152500/100 Total debt obligation for Town of Prosper secured by property taxes: $10,632,473 3 HB 1495: Lobby Reporting/Budgeting   The 86th Legislature passed HB 1495 to increase the transparency of local government lobbying.   In accordance with Section 104.0045 of the Texas Local Government Code as amended by HB  1495 – Itemization of Certain Expenditures Required in Certain Political Subdivision Budgets‐  expense line items for public notices and lobbying efforts are provided below:                   Adopted  FY 2020‐2021 Amended FY 2020‐2021 Estimated FY 2020‐2021 Adopted FY 2021‐2022 Lobbying Services 36,000$               36,000$               36,000$               36,000$                Legal Public Notices 13,600$               17,569$               17,569$               19,450$                4 PRESENTED TO Town of Prosper Texas For the Fiscal Year Beginning October 1, 2020 Executive Director GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award 5 6 INTRODUCTION Letter from the Town Manager 11 Entity Profile 27 Demographics and Economic Statistics 28 The Budget Process 30 Basis of Accounting/Budgeting 31 Fund Overview 33 Budget Calendar 34 Town Council 35 Strategic Planning Process 36 Town‐wide Organizational Chart 55 Authorized Positions Schedule 56 Consolidated Fund Summary 3 Years 57 Consolidated Fund Summary 58 Combined Graphs 60 Property Tax Rate Distribution 61 Major Revenue Graphs by Source 62 GENERAL FUND Fund Description 69 Fund Balance Graph 70 Revenues by Source 71 Appropriations by Department 72 Fund Summary 73 General Fund Overview 74 Administration Town Manager's Office 75 Town Secretary's Office 77 Finance 79 Human Resources 81 Information Technology 83 Communications 85 Municipal Court 87 Non‐Departmental 89 Police Services Operations 90 9‐1‐1 Communications 93 Fire Services Operations 95 Marshal 98 Development Services Building Inspections 100 Code Compliance 102 Planning 104 Public Works Streets 106 Facilities Management 108 Community Services Park Administration 109 Park Operations 111 Park Recreation 113 Library 115 Engineering 117 Table of Contents 7 WATER AND SEWER FUND Fund Description 123 Net Assets Graph 124 Revenues by Source 125 Appropriations by Department 126 Fund Summary 127 Water and Sewer Fund Overview 128 Administration Utility Billing 129 Non‐Departmental 131 Public Works Water 132 Wastewater 135 Construction Inspections 137 DEBT SERVICE FUND Fund Description 141 Fund Summary 142 Projection of Debt Margin 143 Debt Issuance Details 144 Outstanding Principal on Debt 147 Principal and Interest Schedule ‐ Tax Supported Debt 148 Principal and Interest Schedule ‐ Water/Sewer/Drainage 149 OTHER FUNDS Revenues by Source 153 TIRZ #1 Fund 154 TIRZ #2 Fund 156 Crime Control and Prevention SPD 158 Fire Control, Prevention and Emergency Medical Services SPD 160 Park Dedication/Improvement Fund 162 Impact Fee Funds 164 Stormwater Drainage Fund 169 Special Revenue Fund 173 Vehicle and Equipment Replacement Fund 175 Health Insurance Trust Fund 178 APPENDIX Supplemental Budget Requests 183 Discretionary Budget Requests 184 Cut Discretionary Budget Requests 326 Removed/Revised by department Discretionary Budget Requests 340 Non‐Discretionary Budget Requests 346 Five Year Capital Improvement Program 383 Summary of Capital Project Expenditures 390 Financial Policies 391 Town Staff and Consultants 421 Tax Rate Calculation Worksheet 422 Glossary 437 8     INTRODUCTION 9 10       Memo    To: Honorable Mayor and Town Council  From: Harlan Jefferson, Town Manager  Date:   September 14, 2021  Re: Fiscal Year 2021‐2022 Adopted Budget           The proposed budget was submitted to the Town Council on August 10, 2021.  Following the Public  Hearing, the Town Council adopted the budget on September 14, 2021.  Town Council reduced the tax  rate to $0.51/$100 valuation from the proposed rate of $0.52/100 valuation. General Fund revenues have  decreased by $552,964 due to the adopted tax rate and increased by $28,000 due to a grant awarded to  the Police Department for night vision goggles, for a net decrease of $524,964. Expenditure revisions from  the proposed budget are outlined below.  The following table displays the proposed General Fund budget  as presented on August 10, the adopted General Fund budget, and the change.   Fund Name      Proposed    Adopted    Change  General Fund      $37,804,511    $41,142,021    $3,337,510      The General Fund increase in the adopted budget was a result of the following changes:   Administration increased by $208,629 for the increase to a 5% market adjustment for public safety.  The proposed budget included a 3% increase for Police and a 1% increase for Fire.     Police Services decreased by $118,000. This is a combination of a decrease of $146,000 to reduce  the amount requested for covered parking from $325,000 to $179,000, and an increase of $28,000  to allocate the expense of awarded grant funds.   Fire Services increased by $1,100,000 to allocate funding for an engine for future fire station #4.   Public Works decreased by $376,825 to cut the proposed traffic signal upgrade plan and design.   Community  Services  increased  by  $750,000  to  allocate  funding  for  lighting  improvements  at  Lakewood Park.   Development  Services  decreased  by  $208,000  to  reduce  the  amount requested for a  comprehensive plan from $315,000 to $107,000.   Engineering increased by $1,981,706. An increase of $1,650,000 to accelerate several CIP projects,  and an increase of $331,706 for a Senior Engineer and a Construction Superintendent to manage  the accelerated CIP program.   11 12     August 10, 2021      To The Honorable Mayor and Town Council            Re:  The FY 2021‐2022 Proposed Budget    In accordance with the Town Charter and the laws of the State of Texas governing home rule  cities, please accept this letter as my budget transmittal and executive summary of the Proposed  Annual Operations and Maintenance Budget.  In developing this document, a significant amount  of time is devoted by Town Council Members and Town staff.  The Town’s Proposed Budget is  developed  through  an  extensive  process  of  reviewing  requests  received  by  various  Town  departments then prioritizing those requests in a manner that utilizes resources effectively,  within fiscal constraints, while working to achieve the Town’s strategic goals.  As prepared and  submitted, the Proposed Budget is intended to:      serve as an operating plan for the new fiscal year,      provide fiscal policy direction to the Town staff,     provide a basis of accountability to the taxpayers of the investment of their tax dollar,  and     serve as a basis for measuring the performance for those individuals charged with the  management of the Town’s operations.     The  Annual  Operations  and  Maintenance  Budget  represents  the  single  most  important  management tool of the Governing Body and the staff.       BUDGET OVERVIEW    On August 11, 2020, the Prosper Town Council adopted a resolution calling for a bond election  to be held on November 3, 2020. The resolution was the culmination of a months‐long process  involving the Town Council and the Citizens Bond Advisory Committee (CBAC), comprised of 14  Prosper residents. The 2020 bond program is planned for a ten‐year implementation and includes  three propositions totaling $210 million in bonding authority. These propositions were identified  through a detailed analysis by the CBAC based on the Town’s growth, future Prosper Independent  School  facilities,  current  and  future  road  conditions,  public  safety  needs,  response  time  13   projections,  and  citizen  needs  for  park  and  recreation  land  and  facilities.  Each  proposition  includes a maximum dollar amount that may be used for projects in that proposition and voters  approved  each  individual  proposition  separately.  The  program  includes  projects  located  throughout the Town and represents the program the Town Council intends to undertake to  accomplish the intent of the approved bond propositions. The propositions included $30 million  for  public  safety,  $30  million  for  parks  and  recreation,  and  $150  million  for  streets  and  transportation. The first issuance of debt for the bond package approved by voters is planned to  take place in August 2021. A total of $40 million is planned to construct roads, bridges and  intersections; parks and recreational facilities; and a new Central Fire Station.       The Town of Prosper FY 2021‐2022 Proposed Budget addresses increased service levels to Town  residents  in  response  to  continued  growth,  provides  required  or recommended capital  investments in infrastructure and other public improvements as well as additional public safety  resources.  The Town has continued to thrive relative to many markets.  Despite the Town’s  current and future growth potential and general optimism, this budget has been prepared with  conservative revenue assumptions in mind.      In evaluating the FY 2021‐2022 Proposed Budget, it is important to consider it in context with  several  historical  organizational  initiatives,  current  conditions,  and  the  impact  each  has  on  planning for additional appropriations.  Those with the greatest impact are listed below.     The FY 2021‐2022 Proposed Budget Appropriations total $73,489,379 for all operating funds, not  including general debt service, capital projects, impact fees, vehicle equipment and replacement  fund, or the Economic Development Corporation.  Of that amount, approximately $37,804,511  is  for  General  Fund  operations  and  maintenance,  $2,055,280  for the  Crime  Control  and  Prevention Special Purpose District, $2,061,009 for the Fire Control, Prevention and Emergency  Medical Services Special Purpose District, and $31,568,579 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 $12,652,471.      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, 2021 was 31,100. The Town has 19 active residential subdivision  phases with a total of 1,521 lots that are either shovel ready, under construction, or have plans  under review.   The Town is anticipating an overall 18.17% increase in certified assessed values for the 2021 tax  roll.  On June 27, 2017, in an effort to help relieve the increase in residential appraised values of  property, the Council approved an increase in the homestead exemption rate from 7.5% to 10%.   The Town is also seeing an increase in property values that qualify under the over 65 and disabled  persons exemption and freeze by 26% from the previous tax roll.  14   Certified property valuations increased by $836,014,263 (18.17%) for FY 2021‐2022.  Property  values  increased  from  $4,601,196,301  to  $5,437,210,564.  These  totals  exclude  value  of  properties subject to the tax freeze.  Of the increase, $469,526,490, or 10.2%, resulted from new  construction, compared with $414,634,110 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.       PROPERTY TAX RATE     The Proposed FY 2021‐2022 Budget is again proposing a property tax rate of $0.52 per $100 of  taxable assessed valuation.  If adopted, this would mark the fifteenth straight year of maintaining  this property tax rate.      The total tax rate is divided between General Fund maintenance and operations and the Debt  Service Fund.  Of the total tax rate, $0.3380 cents is dedicated to General Fund maintenance and  operations, and $0.1820 is dedicated to general obligation debt service.  The portion of the tax  rate dedicated to maintenance and operations comprises 52.3% of the proposed revenue in the  General Fund.  The portion of the tax rate dedicated to debt service is approximately 35% of the  overall Town tax rate.  The Town continues to maintain a level at or below the debt management  policy limit of 35% of the overall Town tax rate.      The average taxable single‐family home value for the 2021 tax year is approximately $581,940 in  Collin County and $491,741 in Denton County.  This reflects an increase of $36,616 or 6.71% in  Collin County and $37,785 or 8.32% in Denton County from the previous year. These values  include new construction added this year.  At the proposed tax rate of $0.52 the municipal taxes  paid on the average single‐family home will be $2,723 in Collin County and $2,301 in Denton  County.      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 tax).  In May 2018, the citizens  of the Town of Prosper voted to abolish the 0.50% sales and use tax revenue for property tax  relief and replaced it with the creation of two Public Safety Special Purpose Districts.  The Crime  Control and Prevention District and the Fire Control, Prevention, and Emergency Medical Services  District will each collect 0.25% of sales and use tax to provide a minimum level of dedicated  funding.  Each district is reported as a special revenue fund and sales and use tax is the only  source of revenue in these funds.  As sales tax revenues have become a prominent funding source  for the Town, this will help dedicate more resources to the public safety needs of the Town.  This  budget reflects the fourth year since the districts were created.  Overall, the Proposed Budget  includes $13,681,573 in sales tax revenues, compared to $9,956,081 in the FY 2020‐2021 budget.   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 21.4% of  15   revenue in the Proposed Budget.  See the table below labeled Commercial Taxable Property and  Growth which reflects major retail developments coming online during the next budget cycle.   The proposed budget reflects a conservative sales tax estimate of 5% growth from the current  year projection.     COMMERCIAL TAXABLE PROPERTY AND GROWTH EXPECTED FY22  Name Square Feet  AutoZone 6,925  CareNow (Gates of Prosper) 4,500  Car Wash and Repair (Gates of Prosper) 10,102  Ford 92,523  Gates of Prosper Multi‐Tenant 15,758  Home Depot (Windsong Marketplace) 105,229  LA Fitness (Westfork Crossing) 37,000  Murphy Express (Gates of Prosper)  2,824  Prosper Business Park Office/Warehouse 25,170  Victory at Frontier Multi‐Tenant 19,000  Windmill Hill Office Development 58,818  Whispering Farms Multi‐Tenant 10,500      EMPLOYEE PAY AND BENEFITS    The Town conducted a market comparison study in FY 2020‐2021 that benchmarked salaries to  the Town’s benchmark cities. Market adjustments are included in the budget as supplemental  enhancements in each fund. Sworn Fire and Police personnel are on a step plan and civilian pay  is based on a performance merit system. The Town employees on average see a 3% merit  increase based on their annual performance.  Employees will continue to see their steps or annual  merit adjustments based on performance.      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 $3,221,092 for fiscal year 2021‐2022.   The fiscal year 2021‐2022 budget includes a 2% rate increase to the cost of health benefits  provided to full‐time employees for both the Town and employees. This is the fifth year the Town  has been self‐insured.  The Town switched from BlueCross Blue Shield of Texas (BCBSTX) to UMR  for  health  benefits  and  ProAct  for  pharmacy  benefits  in  2020.  UMR  is  the  third‐party  administrator for the Town of Prosper’s medical insurance and handles all heath care claims  processing.  The Town currently offers high deductible and PPO medical plans.               16   PROGRAM AND STAFFING LEVELS    The Town of Prosper currently has 272.5 authorized full‐time equivalent (FTE) staff members  allocated  among  the  various  operating  departments,  excluding  EDC.  The  proposed  budget  recommends  an  increase  of  32.5  full‐time  equivalent  positions. The  proposed  budget  recommends the following staffing additions and changes to occur between October 2021 and  January 2022:    Department Proposed Staffing Positions FTE  Finance Grants Administrator 1.0  Human Resources  P/T Payroll Specialist 0.5  IT GIS Analyst 1.0  IT P/T Administrative Assistant 0.5  Municipal Court  P/T Court Clerk 0.5  Police Police Officers 4.0  Police Detective 1.0  Fire Firefighter/Paramedics 9.0  Building Inspections  Building Inspectors 2.0  Streets Streets Supervisor 1.0  Streets Signs and Signal Supervisor 1.0  Park Administration  Park Planner 1.0  Park Administration  Administrative Assistant  1.0  Park Operations  Crew Leader/Shop Mechanic 1.0  Park Operations  Heavy Equipment Operator 1.0  Park Operations  Chemical Technician 1.0  Library    P/T Social Media Content/Library  Production Specialist  0.5    Engineering Senior Engineer 1.0  Engineering P/T Administrative Assistant 0.5  Utility Billing Utility Billing Clerk 1.0  Water Crew Leader 1.0  Water Irrigation Specialist 1.0  Wastewater Utility Line Locator 1.0   Total FTE  32.5      UTILITY RATES    Staff annually evaluates the Town’s utility system’s operation costs, debt service payments, and  future capital needs for infrastructure improvements and to recommend any rate adjustments  that would be necessary to fully fund the cost of operating our system while maintaining an  adequate financial reserve.  There are no recommended rate adjustments in FY 2021‐2022.  The  Town will continue to re‐evaluate the system rates every year.  17   The Town will be coming up on its third annual renewal for solid waste collection and recycling  services with Community Waste Disposal (CWD) in February 2022.  Staff will be reviewing the  annual rate adjustment as outlined in the franchise agreement with CWD as it relates to CPI, fuel,  and disposal rate adjustments. The Storm Drainage rates will remain the same since the last  increase implemented in FY 2017‐2018’s budget.  The current monthly drainage rate for a  residential tier 1 customer is $3.00 and the residential tier 2 rate is $5.15.  Commercial customer’s  rates are $1.00 per 1,000 SF.       GENERAL FUND     The FY 2021‐2022 Proposed Budget, as presented, is based on using the current tax rate of $0.52  per $100 of assessed value.  The no‐new‐revenue tax rate, that is the rate that would generate  the same amount of property tax revenues next year from the same taxed properties in FY 2020‐ 2021, is $0.481842 per $100 of assessed value. The voter‐approval tax rate is $0.539436 per $100  of assessed value.  Each additional penny of the tax rate generates approximately $543,721 in  property tax revenue.     FY 2020‐2021 projected year end recap reflects revenue exceeding expenditures resulting in a  net increase to the Town’s Fund Balance.  The Audited Fund Balance at the end of FY 2019‐2020  was $13,923,232.  The revised Fund Balance prior to the final audit for FY 2020‐2021 is expected  to increase by $1,090,864 to $15,014,096.  The increase to Fund Balance is due to revenues  coming in higher than originally budgeted.       The target reserve level (Fund Balance) is set at 25% (or 90 days) of total appropriations. Target  Fund Balance is based on a Town Charter requirement of 20% and a Town Council policy of an  additional 5%. Budget estimates project fund balance to be at 39.7% at the end of FY 2021‐2022.      At the end of FY 2021‐2022, the projected total Fund Balance reflects an increase of $17,534 to  $15,031,630.  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.     During the budget process, requested enhancements were identified to be funded from balances  in the FY 2020‐2021 budget. A budget amendment will be presented to Town Council to allocate  funding for these items. The proposed appropriations by department are as follows:    Police:    Enhancements     Amount      In‐Car Camera and Body Worn Cameras    $387,225    Fire:    Enhancements     Amount    Storm Siren      $  33,860    18   Streets:  Enhancements     Amount    Bucket Truck      $ 117,261  Street Broom      $   36,900        Parks:  Enhancements     Amount    Downtown Pond Improvements      $ 120,000      Frontier Park Storage Buildings      $ 173,000    Pickup Truck      $   25,889    Scag Windstorm Blower    $     9,300      Awnings for Equipment Storage      $   19,800    Heavy Duty Trailer     $   18,250  Verti‐Cutter      $   12,000    Skid Steer      $   81,013    Z‐Max Spreader/Sprayer    $   12,000      Engineering:  Enhancements     Amount    Pickup Truck      $   35,998      Median Landscape: Prosper Trail (DNT‐525’ East)  $ 275,000      Median Landscape: Coleman (Victory‐Preston)  $ 650,000       GENERAL FUND REVENUES     For FY 2021‐2022, General Fund revenues are expected to total $37,822,045 which is an increase  of 3.82% over the previous year’s amended budget.  This additional revenue is from increased  property and sales tax, franchise fees, and park 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 Taxes revenues continue to increase.  Historically, the Town has conservatively forecasted  the sales tax revenues.  To take a conservative approach, the proposed budget reflects 5% growth  from FY 2020‐2021 year‐end projected sales tax receipts. This is the fourth year for the Special  Purpose Districts that receive sales tax that had been previously reported in the General Fund.   The General Fund is projecting sales tax revenue of $7,972,237 for FY 2021‐2022.      License, Fees and Permits Revenues are projected at $5,068,480.  This is less than the prior year’s  collections due to conservative growth estimates for residential permits. FY 2021‐2022 Budget  still reflects steady new residential and non‐residential construction.  It is assumed the Town will  issue at least 650 new residential permits in the coming year.     19   Licenses and Franchise Fees are projected to rise with population. Municipal Court Fines are  projected to remain steady in FY 2021‐2022.     General Fund Revenues by Source:      GENERAL FUND APPROPRIATIONS    Total General Fund Appropriations for the FY 2021‐2022 Proposed Budget are $37,818,431.  The  category  of  personnel  makes  up much  of  the  General  Fund  budget.  The  proposed  budget  authorizes the Town Manager to hire 28.5 additional staff members for the General Fund.      The  major  Program  Enhancement  and  Capital  Expenditures  included  in  the  proposed  appropriations and planned for FY 2021‐2022 by department are as follows:    Administration:  Enhancements      Amount      Public Meeting Video Streaming Solution    $   60,500    Grants Administrator     $   92,361    Part‐Time Payroll Specialist    $   38,314      AT&T Firstnet ‐ Public Safety Vehicle Routers  $   58,000    GIS Analyst      $ 105,806      Part‐Time Administrative Assistant      $   29,673    Town Website Redesign    $   50,000    Part‐Time Court Clerk     $   40,398      Police:    Enhancements     Amount    Four Police Officers     $ 738,799    Detective      $ 229,551  Revenue Category FY 2022 Proposed % of Total  Property Tax $19,819,437 52.3%  Sales Tax 8,077,237 21.4%  Franchise Fees  1,997,889 5.3%  License, Fees & Permits 5,068,480 13.4%  Charges for Services  583,724 1.5%  Fines & Warrants 325,500 0.9%  Grants 204,914 0.5%  Investment Income 70,000 0.2%  Transfers In 1,100,514 2.9%  Miscellaneous 132,850 0.4%  Parks Fees    441,500 1.2%  Revenue Total $37,822,045 100.0%  20     Covered Parking     $ 325,000    Fire:    Enhancements     Amount    Nine Firefighter/Paramedics    $ 932,840      Replace Self Contained Breathing Apparatus   $ 108,111    Development Services:    Enhancements     Amount    Two Building Inspectors    $ 256,570    Comprehensive Plan     $ 315,000    Streets:    Enhancements     Amount    Streets Supervisor     $ 144,462    Signs and Signal Supervisor    $ 129,432    Pavement Data Collection Program   $ 109,000      Traffic Signal Upgrade Plan and Design    $ 376,825      Public Works Fueling Station Phase 1     $   40,000        Parks:  Enhancements     Amount    Park Planner      $   88,923    Administrative Assistant    $   70,782      Lakewood Park Lighting Improvements    $ 795,000  Detention Pond Development Master Plan    $   40,000      US380 Median Design Phase 2      $   90,000    Crew Leader/Shop Mechanic    $ 109,039    Heavy Equipment Operator    $   63,561    Chemical Technician     $   61,282      Library:      Enhancements     Amount      Part‐Time Social Media Content/Library    $   27,117    Production Specialist       Engineering:        Enhancements     Amount      Senior Engineer – Development      $ 149,261      Part‐Time Administrative Assistant      $   38,053      Median Lighting Design – US380      $   55,000    A complete summary listing of the proposed enhancements with a detailed explanation can be  found in the Appendix section of this document.    21   DEBT SERVICE (Interest & Sinking [I&S]) FUND       With the planned August 2021 issuance, the Town of Prosper will hold just over $166.85 million  in outstanding authorized tax supported debt.  $34.99 million of that amount was issued for  water, sewer, and storm water infrastructure projects and are paid from water, sewer, and storm  water revenues; however, to obtain more favorable financing terms, the debt also has a tax  pledge.    The  balance  of  tax  supported  debt,  just  over  $131.86  million,  for  General  capital  purposes.  In June of 2017, the Town received upgrades from the two major credit rating houses  Moody’s and S&P.  Each upgraded the Town to their second highest level.  The Town’s debt rating  was upgraded from Aa2 to Aa1 from Moody and from AA to AA+ from S&P.  The Town is currently  awaiting ratings for the 2021 debt issuance.      Appropriations for FY 2021‐2022 in the Debt Service Fund will total $12,652,471.  This represents  a 64.32% increase from the prior year’s budget. This increase is due to the planned first issuance  of $40 million from the $210 million approved bond package, as  well as a planned use of  approximately $2.0 million for a one‐time cash contribution to the anticipated current refunding  of 2012 debt. The Town’s planned issuance of the 2021 Certificates of Obligation and 2021  General Obligation Bonds is also reflected in the increase of appropriations.          WATER AND SEWER FUND    The Water and Sewer Fund’s principle source of revenues are charges to customers for water  consumption, wastewater collection, refuse collection, and fees related to providing consumers  with new water and wastewater services.  Total fund revenues for FY 2021‐2022 are estimated  to increase to $30,454,845 (an increase of 24.28%) over the previous year’s amended budget.   This increase is due to a one‐time reimbursement from TXDOT in the amount of $3.8 million for  a relocation project. 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.    Water, Sewer & Solid Waste Fund Revenues by Source:  Revenue Category  FY 2022 Proposed % of Total  Water Charges $15,179,476 49.8%  Wastewater Charges 8,972,771 29.5%  Solid Waste Charges 1,779,679 5.9%  License, Fees & Permits  332,928 1.1%  Penalties 143,500 0.5%  Investment Income 40,000 0.1%  Miscellaneous  4,006,491 13.1%  Revenue Total $30,454,845 100.0%  22   The Town of Prosper along with other surrounding municipalities’ purchases treated surface  water from the North Texas Municipal Water District (NTMWD).  The next year proposed budget  reflects increased water consumption due to growth and customer demand. Rates from NTMWD  will remain the same at $3.04 per 1,000 gallons of water purchased.      The proposed budget authorizes the Town Manager to hire 4 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:    Utility Billing:    Enhancements      Amount      Utility Billing Clerk      $     65,905      Solid Waste Customer Growth Increase      $   252,179    Water:     Enhancements       Amount  Crew Leader       $   118,754  Irrigation Specialist      $   106,802  Fence Extension for Public Works site      $     48,000  Public Works and Parks Facility Needs Assessment    $     80,000  Water Purchases       $1,014,102    Wastewater:    Enhancements       Amount      Odor Control – Public Works Lift Station      $   250,300      Utility Line Locator      $   121,039      Currently, the Utility Fund holds just over $32.49 million in outstanding debt.  The Town has  worked  closely  with  our  financial  advisors,  Hilltop  Securities,  to  develop  a  sound  debt  management plan for the Utility Fund.  In the future, the Town anticipates annual debt service  to increase due to future debt sales in FY 2023 and 2024. The anticipated sales are for the lower  pressure plane pump station in FY 2023 and water line expansion, along with the Doe Branch  parallel interceptor and treatment plant expansion for wastewater needs.    In order to appropriately manage Utility Fund debt, the Town and Hilltop Securities developed a  plan to monitor the debt limits by establishing a comprehensive debt management policy.  In  that policy it states the enterprise fund will target the net revenues available for debt service to  exceed 1.25 times the outstanding revenue‐backed debt service payments.  This will help identify  if the net revenues can sustain the committed debt service and any future issuance.     23   DRAINAGE UTILITY FUND    Currently, the Drainage Utility Fund holds just over $2.50 million in outstanding debt.  During FY  2017‐2018 budget, Council approved a rate increase in order to support debt service payments  and maintain routine drainage/storm water maintenance needs.        CAPITAL IMPROVEMENT FUNDS    The Capital Improvement Fund accounts 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. The table  below summarizes the capital projects for FY 2021‐2022.       Street Projects  First Street (Coit– Custer)  20,200,000  Fishtrap (Elem ‐ DNT)   700,000  Fishtrap Segment 2 1,063,033  Teel (US380 Intersection Improvements) 1,180,000  Preston Road/First Street Dual Left Turn Lanes 100,000  Preston Road/Prosper Trail Dual Left Turn Lanes 100,000  FM 1461 (SH289 – CR 165) 175,000  Craig Street (Preston – Fifth) 450,000  Park Projects  Windsong Park #2  230,000  Pecan Grove Park Phase 2  575,000  Prairie Park 300,000  Lakewood Preserve Phase 2 200,000  Tanner’s Mill Park Phase 2 930,000  Windsong Hike and Bike Phases 3C, and 5‐9 Construction 435,000  Gee Road Trail Connection 700,000  Sexton Park Phase 1 Design 1,200,000  Water Projects  LPP Pump Station and LPP Water Line Phase 2 14,062,000  LPP Pump Station Phase 2 8,684,000  LPP Water Line Phase 2A Easement Costs 900,000  Wastewater Projects  Doe Branch Parallel Interceptor 5,000,000  Drainage Projects  Frontier Park/Lakes of Prosper Drainage  685,000    24   GENERAL DISCUSSION ITEMS     The following items have also been incorporated into the FY 2021‐2022 Proposed Budget:     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 and to  share the parking lot at the stadium.   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.    The Town has a three‐way Interlocal Agreement for the construction of a Frontier  Parkway railroad overpass with Collin County and the City of Celina.      AWARDS      The Government Finance Officers Association of the United State s and Canada (GFOA) presented  a Distinguished Budget Presentation Award to the Town of Prosper, Texas, for its Annual Budget  for the fiscal year beginning October 1, 2020. The Town has received a Distinguished Budget  Award for the last four consecutive years. In order to receive this award, a governmental unit  must publish a budget document that meets program criteria as a policy document, as a financial  plan, as an operations guide, and as a communications device.     This award is valid for a period of one year only. We believe our current budget continues to  conform to program requirements, and we are submitting it to GFOA to determine its eligibility  for another award.      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  proposed  budget  attempts  to  address  the  current  and future  growth  and  infrastructure expansion demands while recognizing the needs of its residents.    25   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 Governing Body and the  residents of Prosper.    Sincerely,         Harlan Jefferson  Town Manager  26 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  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 400 acres of open space and parks and is providing connectivity to all of  them.  Most neighborhoods boast 1 acre 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 $144,000, the community is one of affluence, access to numerous amenities, excellent  health care and opportunities for business growth.   The 2010 Census population for the Town was 9,462, and the 2021 population is 31,100.  2,400 3,100 5,250 6,350 9,462 12,190 14,710 17,790 22,650 28,390 31,100 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2021 27 2021 Estimated Population: 31,100 2021 Assessed Valuation: $5,437,210,564 Median Age: 34.4* Median Household Income: $144,000 Number of Households (includes renter‐occupied apartments): 11,970 Square Miles: 27 Unemployment Rate: 5.6%* Prosper ISD Public Education 2,631           Kroger Grocery Store 470               Town of Prosper Municipality 290               Wal‐Mart Grocery/Retail Store 270               Chick‐Fil‐A Restaurant 170               Lowe's  Home Improvement Store 135               Cook's Childrens Medical 125               Dick's/Field & Stream Sporting Goods Retail 70                 Longo Toyota Automotive 66                 Texas Health Resources Healthcare Facility 60                 Percentage of Total 380 & 289 LP GOP #2 LLC Orion Prosper Lakes LLC Orion Prosper LLC Children's Health System of Texas MQ Prosper Retail LLC Pulte Homes of Texas LP Wal‐Mart Real Estate Business Trust Crossland Texas Industrial LLC Kroger Texas LP * Data retrieved from Sperling's Best Places www.bestplaces.net Demographics and Economic Statistics Major Employers: Major Taxpayers: Taxable Assessed Value Taxable Assessed Value $80,909,694 1.49% $35,502,905 0.65% $71,210,749 1.31% $41,708,821 0.77% $33,005,562 0.61% $18,064,582 0.33% $16,966,557 $26,813,248 0.49% 0.31% $15,890,034 0.29% $15,421,945 0.28% 28 29 The Budget Process PURPOSEOF AN ANNUALBUDGET The basic purpose of the Town of Prosper Budget is to serve as a communication tool to residents, businesses, and employees regarding the Town's financial plan. The budget is designed to provide clear and accurate information to Town stakeholders with respect to how their local government is organized and how it operates. BUDGETDETAILS The Town's fiscal year is from October 1st to September 30th. Beginning October 1st, the approved budgets are appropriated to the various funds and departments. Amendments may be made to the budget during the fiscal year in accordance with Town Charter provisions. These amendments shall be by ordinance, and shall become an attachment to the original budget. Expenditures may not exceed appropriations at the department level without Town Council approval. The Town budgets for revenues and expenditures on a yearly basis. The final adoption of the Annual Budget takes place in September and the new fiscal year begins October 1. 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. PREPARATIONOF THE ANNUAL BUDGETDOCUMENT Budget preparation requires careful consideration and usually begins with kickoff meetings when the Finance Director meets with Department Heads to review the budget preparation calendar and to establish the basis for budget submissions. In 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 are the major considerations throughout the budget review process. From June through July, budget workshop sessions are held between the Town Manager and Department Heads. The Town Manager submits the proposed budget to Town Council and it is made public for review. The proposed operating budget includes proposed expenditures and the means of financing them. This eventually culminates into Town Council public hearings in August and possibly September. An informal Budget Town Hall meeting is held to educate the public about the budget process, and also provide another participation opportunity for feedback on the Town's budget. 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. BUDGETADMINISTRATION The Fiscal Year begins and the approved budgets are then under the management of the responsible Department Head and ultimately the Town Manager. Department Heads are given much discretion to assign funds within their departmental budgets as needed and consult with the Town Manager on any significant variances from a given line item budget. Any revision that alters total expenditures of any department must be approved by the Town Council. Expenditures for goods or purchased services are documented by receipts,invoices, purchase orders or contracts. 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 lapse at year end, meaning any encumbrances are canceled or reappropriated as part of the following year's budget. 30 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.   31 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, wastewater, and 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, financing and related debt service,  and billing and collection.  Stormwater Utility Fund – This fund accounts for the costs associated with the implementa tion  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.     32 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 33 Town of Prosper Annual Budget Calendar Budget Calendar AcƟons Planning  January ‐ March Department’s Budget  April ‐ May May 7 ‐ Town staff completes revenue and expenditure projecƟons through the end of the current fiscal year; prepares discreƟonary and non‐discreƟonary budget requests and related forms. May 12 ‐ Begin compilaƟon and discussions with Department Heads. Town Manager’s Budget  June ‐ July June 17 ‐ Strategic Planning/Budget Work Session with Town Council and Department Heads. July 26 ‐ Chief Appraiser cerƟfies appraisal rolls for taxing units. July 31 ‐ CerƟficaƟon of anƟcipated collecƟon rate by collector. Town Council’s Budget  August ‐ September August 3 ‐ CalculaƟon of no‐new‐revenue and voter‐approval tax rates. 72‐hour noƟce for meeƟng (Open MeeƟngs NoƟce). August 10 ‐ Town Council meeƟng 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 2021‐2022. Proposed budget must be posted on website from this date unƟl adopted. August 11 ‐ “NoƟce of FY 2021‐2022 Budget Public Hearing” noƟce in newspaper and on Town website published at least seven days before the Public Hearing. August 17 ‐ Finance CommiƩee reviews Proposed Budget. August 20 ‐ 72‐hour noƟce for Public Hearing (Open MeeƟngs NoƟce). August 24 ‐ Public Hearing for budget. September 10 ‐ 72‐Hour noƟce for Public Hearing at which governing body will adopt tax rate (Open MeeƟngs NoƟce). September 14 ‐ Town Council meeƟng to consider passing ordinances adopƟng the FY 2021‐2022 budget and 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 aŌer receiving cerƟfied appraisal roll, whichever is later. September 15 ‐ Final approved budget to be filed with Town Secretary. Submit ordinances to Collin and Denton County Tax Offices. Tax Assessor/Collector and Appraisal District noƟfied of current year tax rates. October 1 ‐ New fiscal year begins and taxes are billed by the Assessor/Collector. 34 Town Council Mayor Ray Smith Term: May 2022 Council Member Place 1 Marcus E. Ray Term: May 2022 Council Member Place 2 Deputy Mayor Pro‐Tem Craig Andres Term: May 2024 Council Member Place 3 Amy Bartley Term: May 2023 Council Member Place 4 Meigs Miller Mayor Pro‐Tem Term: May 2022 Council Member Place 5 Jeff Hodges Term: May 2023 Council Member Place 6 Charles Cotten Term: May 2024 TOWN COUNCIL The Mayor and each of the  six (6)  Council Member places are elected at  large according to the Town  Charter. 35 Strategic Planning Process The Town Council completed the 2021 Strategic Planning Process in March. This year’s process included a series of interviews with Council, worksheets submitted by Town Departments, two meetings with the Town’s Management Team, a day‐long facilitated session with the Town Council and a second follow‐up meeting with Council to finalize the plan. The process resulted in a reaffirmation of the Community Vision, a redefined Strategic Vision and a Town Government Mission statement. The Council identified five Strategic Goals to guide the Town over the next five years, and with staff’s input, identified 115 Action Items to accomplish as part of the Strategic Plan. 36 5 Goal 115 Action 207 Milestone Prosper Community Vision Prosper is a community committed to excellence. It is a high-quality, family-oriented community maintaining a visually aesthetic open feel with job-producing, economically sustainable commercial development directed to the Town’s major transportation corridors, all while maintaining strong fiscal responsibility, and meeting the infrastructure needs of the Town. Prosper Strategic Vision 2036 Prosper 2036 has a small town relationship/feeling that is a family-friendly community. Prosper 2036 is a beautiful and safe community. Prosper 2036 is a high-value residential community with a quaint and cool downtown and a dynamic tollway corridor. Prosper 2036 has leisure experiences for all. Our Mission The Town of Prosper is financially responsible while providing exceptional municipal services. We engage and connect our community and invest in sustainable Town facilities and infrastructure. We provide compassionate customer service. % On Track 44.44 Some Disruption 6.28 Major Disruption 2.42 Discontinued 3.38 Completed 43.48 Status Overall Summary 0 100Progress 61% Town of Prosper Strategic Plan 37 % # On Track 57.69 30 Some Disruption 1.92 1 Completed 40.38 21Status Goal 1 Progress 58% Owner: Harlan Jefferson Action: 24 Milestone: 52 Premier Residential Community % # On Track 46.15 24 Some Disruption 1.92 1 Major Disruption 1.92 1 Discontinued 13.46 7 Completed 36.54 19 Status Goal 2 Progress 55% Owner: Harlan Jefferson Action: 25 Milestone: 52 Investment in Prosper's Future % # On Track 32.56 28 Some Disruption 10.47 9 Major Disruption 3.49 3 Completed 53.49 46 Status Goal 3 Progress 71% Owner: Harlan Jefferson Action: 56 Milestone: 86 Financially Responsible Town Providing Exceptional Services % # On Track 55.56 5 Some Disruption 11.11 1 Major Disruption 11.11 1 Completed 22.22 2 Status Goal 4 Progress 36% Owner: Harlan Jefferson Action: 5 Milestone: 9 Successful Dallas North Tollway Development % # On Track 62.5 5 Some Disruption 12.5 1 Completed 25.0 2Status Goal 5 Progress 37% Owner: Harlan Jefferson Action: 5 Milestone: 8 Successful Prosper Downtown Redevelopment Plan Summary Town of Prosper Strategic Plan 38 Town of Prosper Strategic Plan 39 Town of Prosper Strategic Plan 40 Town of Prosper Strategic Plan 41 Town of Prosper Strategic Plan 42 Town of Prosper Strategic Plan 43 Town of Prosper Strategic Plan 44 Town of Prosper Strategic Plan 45 Town of Prosper Strategic Plan 46 Town of Prosper Strategic Plan 47 Town of Prosper Strategic Plan 48 Town of Prosper Strategic Plan 49 Town of Prosper Strategic Plan 50 Town of Prosper Strategic Plan 51 Town of Prosper Strategic Plan 52 Town of Prosper Strategic Plan 53 Town of Prosper Strategic Plan 54 Organizational Chart55 Fund Department Position Type ACTUAL 2018‐2019 ACTUAL 2019‐2020 ADOPTED 2020‐2021 REVISED 2020‐2021 ADOPTED 2021‐2022 GENERAL FUND Town Manager 2.00 2.00 2.00 2.00 2.00 Town Secretary 4.00 5.00 2.50 2.50 2.50 Finance 7.00 7.00 7.00 7.00 8.00 Human Resources 4.00 4.00 4.00 4.00 4.50 Information Technology 3.00 3.00 6.00 6.00 7.50 Communications 0.00 0.00 2.50 3.50 3.50 Court 4.00 4.00 4.00 4.00 4.50 Police 24.00 28.00 32.00 32.00 31.00 Dispatch 11.00 11.00 13.00 13.00 13.00 Fire 29.00 35.00 37.00 37.00 41.00 On‐call temporary pool 15.00 15.00 15.00 15.00 0.00 Fire Marshal 3.00 3.00 4.00 4.00 4.00 Inspections 16.00 16.00 16.00 18.00 20.00 Code Compliance 2.00 3.00 3.00 3.00 3.00 Planning 5.00 5.00 5.00 5.00 5.00 Streets 6.00 8.00 8.00 8.00 10.00 Parks 26.00 27.00 27.00 27.00 32.00 Library 6.50 6.50 6.50 6.50 7.00 Engineering 10.00 12.00 12.00 12.00 15.50 Subtotal Full‐Time 160.00 176.00 188.00 191.00 208.00 Subtotal Part‐Time 2.50 3.50 3.50 3.50 6.00 Subtotal Temporary 15.00 15.00 15.00 15.00 0.00 Total General Fund 177.50 194.50 206.50 209.50 214.00 SPECIAL PURPOSE DISTRICT FUNDS Crime Control 12.00 12.00 13.00 13.00 19.00 Fire Control 12.00 12.00 13.00 13.00 18.00 Total Special Purpose District Funds 24.00 24.00 26.00 26.00 37.00 WATER/SEWER FUND Utility Billing 4.00 4.00 4.00 4.00 5.00 Water 24.00 25.00 27.00 27.00 29.00 Wastewater 12.00 14.00 15.00 15.00 16.00 Engineering 0.00 4.00 4.00 4.00 4.00 Total Water/Sewer Fund 40.00 47.00 50.00 50.00 54.00 DRAINAGE UTILITY FUND Total Drainage Utility Fund All Full‐Time 2.00 2.00 2.00 2.00 2.00 Position Type ACTUAL 2018‐2019 ACTUAL 2019‐2020 ADOPTED 2020‐2021 REVISED 2020‐2021 ADOPTED 2021‐2022 ALL FUNDS Total Full‐Time 226.00 249.00 266.00 269.00 301.00 Total Part‐Time 2.50 3.50 3.50 3.50 6.00 Total All Funds Total  Full‐Time Equivalent (FTE)228.50 252.50 269.50 272.50 307.00 Total Temporary 15.00 15.00 15.00 15.00 0.00 Authorized Positions 56 ACTUAL 2019‐2020 PROJECTED 2020‐2021 ADOPTED 2021‐2022 ESTIMATED RESOURCES REVENUES: Taxes                     34,755,946                      39,377,747                      44,506,606  Inter‐governmental                           472,855                        1,084,377                            232,914      License, Fees & Permits                       7,834,321                        9,832,853                        8,694,797      Charges for Services                     29,408,565                      29,303,929                      32,498,836      Fines & Warrants                           304,138                            300,500                            325,500  Investment Income                           653,768                            244,050                            257,375  Miscellaneous Revenue                       4,011,770                        6,779,110                        4,633,491  Impact Fees                     12,899,858                      15,155,318                      10,900,000  Subtotal‐Revenues 90,341,221$                 102,077,884$               102,049,519$                OTHER RESOURCES: Transfers In 989,087                         1,464,037                     1,100,514                      91,330,308$                 103,541,921$               103,150,033$                ESTIMATED USES Direct Expenditures by Function: General Government/Central Services 11,923,598                   15,789,248                   15,468,134                    Public Safety 13,954,939                   18,985,756                   19,436,023                    Community Services 4,121,516                     5,918,847                     7,242,485                      Streets & Highways 1,820,325                     3,512,317                     3,697,980                      Development Services 2,595,465                     4,205,459                     4,211,352                      Utility Services 14,858,775                   17,637,742                   23,452,571                    Engineering 1,618,005                     2,936,297                     4,175,692                      Debt Service 11,190,707                   11,646,602                   16,618,250                    Economic Infrastructure Development 3,142,233                     1,810,841                     2,538,796                      Impact Fee Infrastructure Development 4,881,540                     7,347,516                     21,535,000                    Subtotal‐Expenditures 70,107,103$                 89,790,625$                 118,376,283$                 Transfers Out 8,620,486                     1,071,820                     1,100,514                      78,727,589$                 90,862,445$                 119,476,797$                EXCESS (DEFICIENCY)12,602,719$                 12,679,476$                 (16,326,764)$                 BEGINNING FUND BALANCE 32,160,300$                 43,806,190$                 57,437,153$                  EXCESS (DEFICIENCY)12,602,719$                 12,679,476$                 (16,326,764)$                 ENDING FUND BALANCE 44,763,019$                 56,485,666$                 41,110,388$                  TOTAL ESTIMATED RESOURCES: TOTAL ESTIMATED USES: CONSOLIDATED FUND SUMMARY BY YEAR 57 GENERAL FUND DEBT SERVICE  FUND IMPACT FEE    FUNDS UTILITY FUNDS ESTIMATED RESOURCES REVENUES: Taxes 27,343,710               10,620,466               ‐                                  ‐                                  Inter‐governmental 232,914                     ‐                                  ‐                                  ‐                                      License, Fees & Permits 7,507,869                 ‐                                 ‐                                 476,428                         Charges for Services 583,724                    ‐                                 ‐                                  26,690,026                   Fines & Warrants 325,500                    ‐                                 ‐                                 ‐                                  Investment Income $70,000 45,000                      60,000                      42,200                       Miscellaneous Revenue $132,850 ‐                                 300,000                    4,009,491                  Impact Fees ‐                                 ‐                                  10,700,000              ‐                                  Subtotal‐Revenues 36,196,567$            10,665,466$            11,060,000$            31,218,146$             OTHER RESOURCES: Transfers In 1,100,514                 ‐                                 ‐                                 ‐                                  37,297,081$            10,665,466$            11,060,000$            31,218,146$             ESTIMATED USES Direct Expenditures by Function: General Government/Central Services 7,222,692                 ‐                                 ‐                                  3,049,715                  Public Safety 15,258,570              ‐                                 ‐                                 ‐                                  Community Services 6,575,735                 ‐                                 ‐                                 ‐                                  Streets & Highways 3,697,980                 ‐                                 ‐                                 ‐                                  Development Services 4,211,352                 ‐                                 ‐                                 ‐                                  Utility Services ‐                                 ‐                                 ‐                                  23,452,571               Engineering 4,175,692                 ‐                                 ‐                                 ‐                                  Debt Service ‐                                  12,652,471              ‐                                  3,965,779                  Economic Infrastructure Development ‐                                 ‐                                 ‐                                 ‐                                  Impact Fee Infrastructure Development ‐                                 ‐                                  21,535,000              ‐                                  Subtotal‐Expenditures 41,142,021$            12,652,471$            21,535,000$            30,468,065$              Transfers Out ‐                                 ‐                                 ‐                                  1,100,514                  41,142,021$            12,652,471$            21,535,000$            31,568,579$             EXCESS (DEFICIENCY)(3,844,940)$             (1,987,005)$             (10,475,000)$           (350,433)$                 BEGINNING FUND BALANCE 15,187,096$            2,499,129$              20,271,173$            7,732,134$               EXCESS (DEFICIENCY)(3,844,940)$             (1,987,005)$             (10,475,000)$           (350,433)$                 ENDING FUND BALANCE 11,342,156$            512,124$                  9,796,173$              7,381,701$               TOTAL ESTIMATED RESOURCES: TOTAL ESTIMATED USES: CONSOLIDATED FUND SUMMARY FISCAL YEAR 2021‐2022 58 SPECIAL REVENUE  FUNDS INTERNAL SERVICE  FUNDS COMBINED   FUNDS ESTIMATED RESOURCES REVENUES: Taxes 6,542,430                  ‐                                                44,506,606  Inter‐governmental ‐                                                             ‐                      232,914      License, Fees & Permits                      710,500  ‐                                            8,694,797      Charges for Services                             ‐                  5,225,086                 32,498,836      Fines & Warrants                             ‐ ‐                                                325,500  Investment Income 15,175                       25,000                                           257,375  Miscellaneous Revenue 54,650                       136,500                                     4,633,491  Impact Fees 200,000                     ‐                                                10,900,000  Subtotal‐Revenues  $              7,522,755  5,386,586$               102,049,519$           OTHER RESOURCES: Transfers In ‐                                  ‐                                  1,100,514                  7,522,755$               5,386,586$               103,150,033$           ESTIMATED USES Direct Expenditures by Function: General Government/Central Services 502,565                     4,693,162                  15,468,134               Public Safety 4,177,453                  ‐                                  19,436,023               Community Services 666,750                     ‐                                  7,242,485                  Streets & Highways ‐                                 ‐                                  3,697,980                  Development Services ‐                                 ‐                                  4,211,352                  Utility Services ‐                                 ‐                                  23,452,571               Engineering ‐                                 ‐                                  4,175,692                  Debt Service ‐                                 ‐                                  16,618,250               Economic Infrastructure Development 2,538,796                 ‐                                  2,538,796                  Impact Fee Infrastructure Development ‐                                 ‐                                  21,535,000               Subtotal‐Expenditures 7,885,564$              4,693,162$              118,376,283$            Transfers Out ‐                                 ‐                                  1,100,514                  7,885,564$              4,693,162$              119,476,797$           EXCESS (DEFICIENCY)(362,809)$                693,424$                  (16,326,764)$            BEGINNING FUND BALANCE 7,675,001$              4,072,620$              57,437,153$             EXCESS (DEFICIENCY)(362,809)$                693,424$                  (16,326,764)$            ENDING FUND BALANCE 7,312,192$              4,766,044$              41,110,388$             TOTAL ESTIMATED RESOURCES: TOTAL ESTIMATED USES: 59 Combined Graphs Taxes $44,506,606  Inter‐governmental $232,914 License, Fees & Permits $8,694,797  Charges for Services $32,498,836  Fines & Warrants $325,500  Investment Income $257,375  Miscellaneous $4,633,491  Impact Fees $10,900,000  All Funds Revenues by Type General Government $15,468,134  Public Safety $19,436,023  Community Services $7,242,485  Streets & Highways $3,697,980  Development Services $4,211,352  Utility Services $23,452,571  Engineering $4,175,692  Debt Service $16,618,250  Economic Infrastructure  Development $2,538,796  Impact Fee Infrastructure  Development $21,535,000  All Funds Expenditures by Type 60 Fiscal Year General Fund I & S Fund Total 2016‐17 0.367500 0.152500 0.520000 2017‐18 0.367500 0.152500 0.520000 2018‐19 0.367500 0.152500 0.520000 2019‐20 0.367500 0.152500 0.520000 2020‐21 0.367500 0.152500 0.520000 2021‐22 0.328000 0.182000 0.510000 As Adopted Property Tax Rate Distribution General and I & S Funds 0.0 0.1 0.2 0.3 0.4 0.5 0.6 General Fund I & S Fund General Fund 64% I & S Fund 36% Tax Rate Distribution FY 2021‐2022 General  Fund 71% I & S  Fund 29% FY 2018‐2019 General  Fund 71% I & S  Fund 29% FY 2017‐2018 General  Fund 71% I & S  Fund 29% FY 2019‐2020 General  Fund 71% I & S  Fund 29% FY 2020‐2021 General  Fund 71% I & S  Fund 29% FY 2016‐2017 61 Source:  The Texas State Comptrollers Website The Town's three major categories (Retail trade, Manufacturing, and Food Services) make up approximately 60% of the Town's sales tax collections. Sales taxes contribute approximately 21.7% 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. Sales Taxes General, Special Purpose Districts, and EDC Funds $2,471 $2,795 $3,257 $3,997 $5,071 $6,339 5,374 6,618  8,154 $ 8,733  2,606  3,229  4,006  $ 4,206  $824 $932 $1,086 $1,332 $1,690 $2,173 $2,606 $3,229 $4,006 $4,206   $‐  $2,000  $4,000  $6,000  $8,000  $10,000  $12,000  $14,000  $16,000  $18,000  $20,000 ThousandsEDC Sales Tax SPDs Sales Tax Town Sales Tax 62     Times Tax Rate (Per $100)  0.51 Certified Freeze Adjusted Taxable Value Increased 26% New Construction Totaled $469,526,490 Ad Valorem Taxes Total Freeze Adjusted Taxable Value  $               5,437,210,564  One Penny on the Tax Rate $543,721    Times Anticipated Tax Collections 100%   Plus Actual Tax on Freeze $2,139,144  Property Valuations & Ad Valorem Taxes General and I & S Funds    TOTAL TAX LEVY $29,868,918  1,253,321 1,447,466 1,753,255 2,129,311 2,546,144 3,114,007 3,666,923 4,209,067 4,601,196 5,437,211  $‐  $1,000,000  $2,000,000  $3,000,000  $4,000,000  $5,000,000  $6,000,000 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021Thousands Certified Net Assessed Taxable Valuations Uses ARB approved Totals Source:  Collin CAD and Denton CAD Certified Totals 2012‐2021 63 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 performed an impact fee analysis in 2017. 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 Fees," of the Town of Prosper Code of Ordinances. 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.                                                                                                  $12,899,858  15,155,318  $10,900,000   $‐  $2,000,000  $4,000,000  $6,000,000  $8,000,000  $10,000,000  $12,000,000  $14,000,000  $16,000,000 2019‐2020 Actual 2020‐2021 Projected 2021‐2022 Budget 64 Consumption % of total Customer Type of Business (gallons)Usage Windsong Ranch Community Association Homeowner's Association 32,916,150        2.10% Prosper Independent School District School District 27,318,259        1.74% Crossland Construction Construction Company 20,786,400        1.32% Orion Prosper Lakes, LLC Multi‐Family Housing 14,437,600        0.92% Orion Prosper LLC Multi‐Family Housing 13,957,600        0.89% DD Bluestem LLC Multi‐Family Housing 13,060,500        0.83% FCS Construction Construction Company 11,478,700        0.73% Lattimore Materials Ready‐Mix Concrete Mfg 9,873,870          0.63% First Texas Homes Homebuilder 8,554,540          0.54% Lakewood HOA Homeowner's Association 7,609,670          0.48% Water and Wastewater Revenues Water & Sewer Fund Council approved increases to water rates to be phased in over three years beginning with Fiscal Year 2017‐2018. This represented the first increase to Town customers since 2012 despite substantial increases by our water providers over the last several years. Staff reviews the billed water and wastewater rates each year to ensure the rates approved are warranted in order to expand the Town's water and sewer infrastructure, as well as to continue providing our customers with the best service possible. Water and wastewater charges amount to eighty percent of the revenue collected by the Water and Sewer fund. During the FY 2019‐2020 budget process the third year of water and wastewater rate increases was not implemented due to the increased accounts in the Town. Water and wastewater rates will remain the same for FY 2021‐2022. The Town will continue to look at rates to ensure that fund balance reserves are maintained.   Ten Largest Water Customers 14,299,070 13,913,148  15,179,476  7,345,386  8,322,822  8,972,771   $‐  $2,000,000  $4,000,000  $6,000,000  $8,000,000  $10,000,000  $12,000,000  $14,000,000  $16,000,000 2019‐2020 Actual 2021‐2021 Projected 2021‐2022 Budget  Water Wastewater 65 66     GENERAL FUND 67 68 General Fund Description The General Fund is the operating fund of the Town. The General Fund receives and accounts for all general tax revenues and other receipts that are not restricted by law or contractual agreement to some other designated fund. The General Fund includes a greater variety and amount of revenues, and finances a wider range of governmental activities than any other fund. The primary revenue sources for the General Fund are property taxes, sales taxes, franchise fees, license and permit fees, fines and warrants, and miscellaneous general revenues. The General Fund accounts for general purpose expenditures for most government functions. Operations in the General Fund provide basic services such as Administration, Police Services, Fire Services, Public Works, Community Services, Development Services, and Engineering. Included for each operational area is an organizational chart, program description, goals and objectives, personnel summary, and an expenditure summary.  69 Fiscal Year Days Over Minimum Reserve Value of Each Day 2017‐2018 75 77,584$          2018‐2019 22 88,128$          2019‐2020 82 80,943$          2020‐2021 58 102,379$        2021‐2022 9 114,283$        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 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 2017‐2018 Actual 2018‐2019 Actual 2019‐2020 Actual 2020‐2021 Projected 2020‐2021 Budget Unrestricted Contingency per Charter 5% Reserve Over Minimum Reserve 70 Revenue Category FY 2022 Adopted % of Total Property Tax 19,266,473 51.7% Sales Tax 8,077,237 21.7% Franchise Fees 1,997,889 5.4% License, Fees & Permits 5,068,480 13.6% Charges for Services 583,724 1.5% Fines & Warrants 325,500 0.9% Grants 232,914 0.6% Investment Income 70,000 0.2% Transfers In 1,100,514 3.0% Miscellaneous 132,850 0.4% Park Fees 441,500 1.0% Revenue Total $ 37,297,081 100.0% Other $441,500 General Fund Revenues  By Source Property Tax 51.7% Sales Tax 21.7% Franchise Fees 5.4% License, Fees & Permits 13.6% Charges for Services 1.5% Fines & Warrants 0.9% Grants 0.6% Investment Income 0.2% Transfers In 3.0%Miscellaneous 0.4%Park Fees 1.0% 71 Department FY 2022 Adopted % of Total Administration 7,222,692 17.6% Police Services 6,520,223 15.8% Fire Services 8,738,347 21.2% Public Works 3,697,980 9.0% Community Services 6,575,735 16.0% Development Services 4,211,352 10.2% Engineering 4,175,692 10.2% Expense Total $ 41,142,021 100.0% Other $4,175,692 General Fund Appropriations By Department Administration 17.6% Police Services 15.8% Fire Services 21.2% Public Works 9.0% Community  Services  16.0% Development Services 10.2% Engineering 10.2% 72 FUND BALANCE AND RESERVE POSITIONINGFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESProperty Tax16,872,565              18,469,694              18,476,443              19,266,473                 21,430,158              22,910,068              24,472,828              26,004,190              Sales Tax6,171,290                7,577,110                7,692,607                8,077,237                    8,486,349                8,904,892                9,344,361                9,805,804                Franchise Fees1,794,649                1,792,875                1,852,261                1,997,889                    2,114,496                2,144,077                2,184,796                2,226,687                License, Fees & Permits5,524,325                5,127,742                7,021,905                5,068,480                    4,889,890 4,891,690 4,898,544 4,900,454Charges for Services489,339                    845,275                    533,136                    583,724                       609,100                    638,575                    669,509                    701,974                    Fines & Warrants304,138                    400,000                    300,500                    325,500                       335,265                    335,265                    335,265                    335,265                    Grants472,855                    586,377                    584,377                    232,914                       54,000                      52,000                      55,000                      55,000                      Investment Income212,370                    85,000                      70,000                      70,00071,40072,82874,28575,770Transfers In989,087                    1,071,820                1,071,820                1,100,514 1,133,529 1,167,535 1,202,561 1,238,638Miscellaneous190,289252,350170,603                    132,850122,100121,010121,020121,030Park Fees160,442                    222,000                    346,572                    441,500                       386,150                    398,838                    417,304                    436,695                    TOTAL REVENUES33,181,348$             36,430,243$             38,120,224$             37,297,081$                39,632,438$             41,636,778$             43,775,474$             45,901,506$            EXPENDITURESAdministration5,120,980                6,544,400                6,084,690                7,222,692                    6,963,010                7,171,900                7,387,057                7,608,669                Police Services4,882,257                6,529,258                5,910,834                6,520,223                    6,243,474                6,430,778                6,623,701                6,822,412                Fire Services7,524,424                9,775,523                9,332,702                8,738,347                    7,687,769                7,918,402                8,155,955                8,400,633                Public Works3,138,569                3,444,238                3,512,317                3,697,980                    2,976,238                3,065,526                3,157,491                3,252,216                Community Services4,213,468                5,072,733                4,874,061                6,575,735                    5,029,443                5,180,326                5,335,736                5,495,808                Development Services2,633,573                4,208,958                4,205,459                4,211,352                    3,614,693                3,723,133                3,834,827                3,949,872                Engineering1,626,337                3,016,121                2,936,297                4,175,692                    2,421,529                2,494,175                2,569,000                2,646,070                Future Police Positions‐                                 ‐                                 ‐                                 ‐                                    589,194                    939,101                    1,431,906                2,317,714                Future Fire Positions‐                                 ‐                                 ‐                                 ‐                                     1,189,909                3,430,108                3,250,521                3,257,037                Remaining Available (Other Depts/One‐Time)‐                                  ‐                                  ‐                                  ‐                                     2,148,223                 491,304                     1,213,494                 1,100,000                TOTAL EXPENDITURES29,139,608$             38,591,231$             36,856,360$             41,142,021$                38,863,482$             40,844,753$             42,959,688$             44,850,432$            Net Period Excess/(Deficit) 4,041,740$               (2,160,988)$             1,263,864$               (3,844,940)$                 768,956$                  792,025$                  815,786$                  1,051,075$              NET CHANGE IN FUND BALANCE4,041,740$               (2,160,988)$             1,263,864$               (3,844,940)$                 768,956$                  792,025$                  815,786$                  1,051,075$               BEGINNING FUND BALANCE9,881,492$               13,923,232$             13,923,232$             15,187,096$                11,342,156$             12,111,112$             12,903,137$             13,718,922$            ENDING FUND BALANCE13,923,232$             11,762,244$             15,187,096$             11,342,156$                12,111,112$             12,903,137$             13,718,922$             14,769,997$            BALANCE OF UNRESTRICTED FUNDS13,923,232$             11,762,244$             15,187,096$             11,342,156$                12,111,112$             12,903,137$             13,718,922$             14,769,997$            Less:  Contingency per Charter5,827,922                 7,718,246                 7,371,272                 8,228,404                     7,772,696                 8,168,951                 8,591,938                 8,970,086                   5% Reserve1,456,980                 1,929,562                 1,842,818                 2,057,101                     1,943,174                 2,042,238                 2,147,984                 2,242,522                AMOUNT OVER (UNDER) MINIMUM RESERVE TARGET6,638,330$               2,114,436$               5,973,006$               1,056,651$                  2,395,242$               2,691,949$               2,979,000$               3,557,389$              % AMOUNT OVER MINIMUM RESERVE TARGET23%5%16%3%6%7%7%8%AMOUNT OVER (UNDER) IN DAYS OPERATING COST822058 922242529General Fund Summary73 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 74 DEPARTMENT:DIVISION: Administration Town Manager's Office ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Commercial taxable value as a percentage of total taxable value 14.2% 16.4% 15.9% Percentage change in taxable commercial property values 11.5% 26.0% 14.2% EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Certified Tax Roll ‐ percentage change from prior year 14.8% 9.3% 18.2% New property value as a percentage of taxable value growth 76.5% 91.9% 56.2% Full‐time staff turnover as a percentage of total workforce 12.9% 10.0% 10.0% TOWN OF PROSPER PROGRAM DESCRIPTION The Town Manager’s office oversees all community functions and services by directing, motivating, and providing leadership to the various departments of the Town. The Town Manager provides administrative guidance to the Town Council and is responsible for the administration of all affairs of the Town with only those exceptions specified in the Town Charter. The Town Manager and Executive Team serve as liaisons between the Town Council, residents, and staff, in order to:  • Better serve our community by providing exceptional customer service and promoting lasting success • Communicate and accomplish Town Council policies and initiatives • Cultivate a strong and dynamic future for Prosper  GOALS AND OBJECTIVES Town Council Goal  ‐ Investment in Prosper's Future • Continue to work with broadband and wireless providers to expand Town internet and cellular phone service. • Implement  2020 Bond Election projects for which debt has been issued.  Town Council Goal  ‐ Financially responsible Town government providing exceptional municipal services • Continue to expand the continuous improvement program. • Oversee budget development and administer the annual budget adopted by Town Council. • Submit for Budget Excellence Award and Popular Annual Financial Reporting Award. • Continue the multi‐year budget planning process within state mandated tax limitations. 75 DEPARTMENT:DIVISION: Administration Town Manager's Office TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           217,751  543,266$              $           587,139  Operations                509,343  160,575                              138,945  Transfers 132  ‐ ‐  VERF Charges for Services ‐ 259 265  TOTAL  $           727,226   $           704,100  $           726,349  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Executive Director of Administrative Services 1.0 1.0 1.0 Town Manager 1.0 1.0 1.0 TOTAL 2.0 2.0 2.0 Town Manager Executive Director of  Development and  Infrastructure Services Fire Chief Police Chief Executive Director  of Community  Services Executive Director  of Administrative  Services 76 DEPARTMENT:DIVISION: Administration Town Secretary's Office ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Board and Commission Applications Processed                         41                          59                          50  Registered Voters                  17,162                  19,574                   21,531  Public Information Requests (PIRs) processed                       279                       320                       368  EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Meeting notices and other public notices posted on Town bulletin board and  website in accordance with Open Meetings Act 100% 100% 100% Voter turnout in Town of Prosper General Election 81.5% 8.5% 20.0% Registered voters as a percentage of population 60% 63% 65% Responses to PIR's within 10 business days 100% 100% 100% TOWN OF PROSPER PROGRAM DESCRIPTION The Town Secretary is responsible for administrative support for the Mayor and Town Council, the posting of meeting notices in accordance with the Open Meetings Act, the final preparation and posting of the Town Council Meeting Packet, administration of elections, and responding to Public Information Requests in accordance with the Public Information Act. The Town Secretary oversees the town‐wide records management program, coordinates the storage and disposition of inactive Town records, provides support and training to Town staff on records management procedures, and serves as custodian of the Town's historical records. The Town Secretary reports to the Executive Director of Community Services. Support staff includes a part‐time Records Coordinator and a Senior Administrative Assistant, who also supports the Town Manager's Office and the Executive Director of Community Services. GOALS AND OBJECTIVES Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Provide professional, timely, and courteous administrative support to the Town Council. • Respond promptly to requests for documents, ensuring that internal and external customers receive information     in a timely manner. • Publish legal notices to satisfy state law and inform the public through print media. • Post meeting notices and other legally‐required public notices in accordance with the Open Meetings Act, the    Election Code, and state law. • Maintain official Town records in accordance with the Public Information Act and the Texas State Library guidelines    for records management. • Continue professional development and networking opportunities through appropriate professional    organizations. • Establish and maintain positive relationships with elected officials, Town staff, and the public. • Provide outstanding customer service to the public and to Town of Prosper staff. • Coordinate all aspects of Town elections, including managing contracts through Collin and Denton Counties for     election services.   77 DEPARTMENT:DIVISION: Administration Town Secretary's Office TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           388,295  212,522$              $           223,224  Operations                158,810  198,200                              256,110  Transfers                            ‐  ‐                                                       ‐  VERF Changes for Services ‐                            ‐                                                       ‐  TOTAL  $           547,105   $           410,722   $           479,334  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Town Secretary 1.0 1.0 1.0 Records Coordinator (Part‐Time)0.5 0.5 0.5 Senior Administrative Assistant 1.0 1.0 1.0 TOTAL 2.5 2.5 2.5 Town Secretary Records Coordinator (Part‐Time)  Senior Administrative  Assistant 78 DEPARTMENT:DIVISION: Administration Finance ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Invoices processed 6,288 6,300 6,300 Accounts Payable payments processed 3,937 3,950 3,950 Journal entries processed 2,346 2,318 2,325 Payroll payments processed 5,915 7,243 8,075 Purchase orders/change orders issued 428 403 425 Bids/Contracts processed 86 71 75 P‐card Transactions 3,580 3,818 4,000 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Invoices paid within 30 days 83%84%85% Vendors on ACH/Wire payments 16%15%18% Procurements distributed/processed in the eProcurement system 40%30%29% TOWN OF PROSPER PROGRAM DESCRIPTION The Finance Department is responsible for all fiscal transactions and preparation of financial reports. The department is also responsible for development of the Town's annual operating budget as well as cash management, purchasing, revenue collection, debt management, payment disbursements and investment of Town funds. An external auditor prepares an annual audit of Town funds to ensure the proper and ethical accounting of public funds. The Payroll function also resides under the Finance Division umbrella and is responsible for the timely and accurate payment of all Town employees.  GOALS AND OBJECTIVES Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Continue to maintain our current bond credit rating, Moody's Aa1 and S&P AA+. • Receive the GFOA Budget Presentation Award. • Receive the Certificate of Achievement from GFOA for the Comprehensive Annual Financial Report. • Maximize use of e‐procurement system. • Receive the annual Achievement of Excellence in Procurement Award. 79 DEPARTMENT:DIVISION: Administration Finance TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           719,397  726,202$              $           844,032  Operations                307,710  373,853                              474,895  Transfers ‐ ‐ ‐  VERF Charges for Services ‐ 142 ‐  TOTAL  $        1,027,107   $        1,100,197  $        1,318,927  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Accounting Manager 1.0 1.0 1.0 Accounting Technician 0.0 1.0 1.0 Accounts Payable/Payroll Administrator 0.0 1.0 1.0 Accounts Payable Specialist 1.0 0.0 0.0 Buyer 1.0 1.0 1.0 Finance Director 1.0 1.0 1.0 Grants Administrator 0.0 0.0 1.0 Payroll Administrator 1.0 0.0 0.0 Purchasing Manager 1.0 1.0 1.0 Senior Accountant 1.0 1.0 1.0 TOTAL 7.0 7.0 8.0 Finance Director Accounting  Manager Senior Accountant Accounts  Payable/Payroll  Administrator Accounting  Technician Purchasing  Manager Buyer Grants  Administrator 80 DEPARTMENT:DIVISION: Administration Human Resources ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Number of employees hired 54                                                 58                          62  Terminations 32                                                 29                          32  Applications processed 1,718                                      2,300                    2,500  EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Full‐Time turnover 13% 10% 10% Time to hire (days)56.5 56.5 55.0 Employee participation in wellness benefits 49% (106) 53% (122) 54% (135) EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           336,306  396,563$              $           453,388  Operations                  67,716  87,880                                120,840  Transfers                    1,112  ‐                                                       ‐  VERF Charges for Services ‐                           1,660                                         454  TOTAL  $           405,134   $           486,103  $           574,682  TOWN OF PROSPER PROGRAM DESCRIPTION The Human Resources department is responsible for hiring great talent to support the goals of the Town. The HR Department manages various elements of each employee's work experience including: training and development; benefits administration; compensation processes; performance appraisals; disciplinary processes; and worker's compensation and property liability issues. The HR department supports an atmosphere in which employees are rewarded and recognized for their contributions. The department strives to provide services based on the evolving needs of employees and the Town.  GOALS AND OBJECTIVES Town Council Goal ‐ Investment in Prosper's Future • To maintain a quality workforce through effective recruitment and retention efforts. • To support positive Town culture through delivering HR services in a timely manner and which meet the needs of    employees. • To facilitate leader and employee development through providing educational tools, resources, and training to    support employee growth. 81 DEPARTMENT:DIVISION: Administration Human Resources TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 HR Director 1.0 1.0 1.0 HR Generalist 1.0 1.0 2.0 HR Specialist 1.0 1.0 0.0 Receptionist (Two Part‐Time positions)1.0 1.0 1.0 Payroll Specialist (Part‐Time)0.0 0.0 0.5 TOTAL 4.0 4.0 4.5 HR Director HR Generalist      (2) Payroll Specialist  (Part‐Time) Receptionist  (Part‐Time)          (2)  82 DEPARTMENT:DIVISION: Administration Information Technology ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Average help desk tickets opened per month 130 153 175 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Average help desk tickets closed per month 99%99%99% I.T. Systems availability (uptime)‐99%99% Public Web map average daily views ‐36.5 40.0 Internal Web map average daily views ‐20.0 25.0 TOWN OF PROSPER PROGRAM DESCRIPTION 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, location intelligence and analytics, telephone, network, and records management resources and systems. GOALS AND OBJECTIVES Town Council Goal ‐ Investment in Prosper's Future • Integrate the Capital Improvement Program (CIP) into the GIS. Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Assist in the EnerGov migration project and help to ensure project success. • Update Access Control System panels in Town Hall to open platform hardware. • Assist Public Works in securing and updating SCADA architecture and infrastructure. • Produce/update COOP, Disaster Recovery Plans, and Incident Response Plans. • Migrate ArcGIS services from hosted to on‐premise. • Provide field staff capability to Utilize GIS or Cityworks for all documentable activities not currently covered by third party software. • Add all assets into GIS or Cityworks. • Publicly Facing GIS Portal ‐ Open Data and Applications. • Developer Portal for sensitive GIS data. 83 DEPARTMENT:DIVISION: Administration Information Technology TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           370,943  625,843$              $           762,565  Operations                459,926  595,063                              764,926  Capital                143,284  30,000                                  30,000  Transfers                  35,296  ‐                                                       ‐  VERF Charges for Services ‐                            31,188                                  57,030  TOTAL  $        1,009,449   $        1,282,094  $        1,614,521  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant (Part‐Time)0.0 0.0 0.5 GIS Analyst 0.0 0.0 1.0 Help Desk Supervisor 0.0 0.0 1.0 Help Desk Technician 1.0 3.0 2.0 IT Director 1.0 1.0 1.0 Senior GIS Analyst 0.0 1.0 1.0 Systems Engineer 1.0 1.0 1.0 TOTAL 3.0 6.0 7.5 IT Director Administrative  Assistant       (Part‐Time)  Senior GIS  Analyst GIS Analyst Help Desk  Supervisor Help Desk  Technician         (2) Systems  Engineer 84 DEPARTMENT:DIVISION: Administration Communications ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Social Media posts 17,281 15,936 17,530  Communication Help Tickets Entered 220 527        580  Videos Published 40 384          422  Publications Created 20 27              30  Resident Update Subscribers 3,292 4,431 4,875  MyProsper Mobile App Service Requests Submitted 80 136          163  Community Engagement Opportunities 14 34              48  EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Closed/Resolved Communications Help Tickets 100%100%100% Resident Update Subscribers as a Percentage of Population 12%14%15% MyProsper Mobile App Requests ‐ Average Number of Days to Close 19.0 5.6 5.0 TOWN OF PROSPER PROGRAM DESCRIPTION The Communications Division provides the highest quality of service to Town residents and the community, as well as Town departments and programs by sharing information across multiple communication channels. The Division's goal is to build trust in the community by providing accurate, reliable, and timely information to ensure residents of Prosper are fully informed about their municipal government, and are engaged with their community through a variety of programs. The Communications Division is responsible for managing the Town's communication strategy using multiple communication methods including social media, the Town website, printed and digital materials, and community engagement activities to ensure residents and the public are well‐informed about Town programs, services and activities. The Communications Division reports to the Executive Director of Community Services, and is comprised of a Communications Specialist, and a part‐time Community Engagement Specialist.    GOALS AND OBJECTIVES Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Provide relevant, accurate, and timely communication through a variety of cross‐functioning communication platforms. • Create a coordinated communication process that ensures responsive and consistent Town communication  with target audiences. • Explore and Implement new and innovative technology, digital platforms, and social media trends to enhance  online communication with target audiences. • Cultivate and encourage citizen engagement in local government programs and activities by fostering opportunities for residents to feel connected and involved. • Develop effective internal communication tools and methods to reach all levels of employees.  • Ensure residents are informed and the Town’s organizational stability is protected during emergencies. 85 DEPARTMENT:DIVISION: Administration Communications TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $‐ 323,796$              $           411,151  Operations ‐  44,226                                126,571  Transfers ‐ ‐ ‐  TOTAL  $‐   $           368,022  $           537,722  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Communications Manager 0.0 1.0 1.0 Communications Specialist 0.0 1.0 1.0 Community Engagement Specialist (Part‐Time)0.0 0.5 0.5 Executive Director of Community Services 0.0 1.0 1.0 TOTAL 0.0 3.5 3.5 Executive Director of  Community Services Communications  Manager Communications  Specialist Community Engagement  Specialist (Part‐Time) 86 DEPARTMENT:DIVISION: Administration Municipal Court ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Cases Filed (citations, citizen complaints, incident reports)2,434 1,800 4,000 Warrants Issued (arrests and Capias pro fine)551 430 600 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Cases Closed (citations, citizen complaints, incident reports)3,082 3,000 3,500 Warrants Closed/Cleared (arrests and Capias pro fine)550 465 500 EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           290,286  294,543$              $           354,320  Operations                108,988  121,151                              155,632  Transfers                         97                             ‐  VERF Charges for Services ‐                            513                                             148  TOTAL  $           399,371   $           416,207  $           510,100  TOWN OF PROSPER PROGRAM DESCRIPTION The Municipal Court processes criminal class C misdemeanors filed by the Prosper Police Department and citizens either by citation, incident report, or citizen complaint. 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. The Court staff is available to assist customers by providing quality, ethical, efficient, and effective information and communication related 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.  GOALS AND OBJECTIVES Town Council Goal  ‐ Financially responsible Town government providing exceptional municipal services • Timely file, disposition and dispose of matters pending before the court. • Responsible for accurate revenue collection and reporting. • Efficient record management and activity reporting to a number of state agencies. • Handling and processing delinquent cases for warrant and collections. 87 DEPARTMENT:DIVISION: Administration Municipal Court TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Bailiff (Part‐Time)*0.5 0.5 0.5 Court Administrator 1.0 1.0 1.0 Court Clerk 2.0 1.0 1.0 Court Clerk (Part‐Time)0.0 0.0 0.5 Court Supervisor 0.0 1.0 1.0 Marshal (Part‐Time)0.5 0.5 0.5 TOTAL 4.0 4.0 4.5 *This position is funded in the Court Security Fund Finance Director Court Administrator Court Supervisor Court Clerk Court Clerk (Part‐Time) Bailiff*  (Part‐Time) Marshal (Part‐Time) 88 DEPARTMENT:DIVISION: Administration Non‐Departmental EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel/(Projected Fund Salary Savings) $            (48,204) (700,000)$             $              19,306  Operations                933,452  1,239,027                       1,361,632  Capital                116,609  775,750                                77,250  Transfers                    3,731  ‐                                                       ‐  VERF Charges for Services ‐                           2,468                                      2,869  TOTAL  $        1,005,588   $        1,317,245  $        1,461,057  TOWN OF PROSPER PROGRAM DESCRIPTION The Non‐Departmental budget supports the Town's property insurance and estimated 380 agreements. Projected salary savings for the General Fund are also accounted for in this division. 89 DEPARTMENT:DIVISION: POLICE OPERATIONS ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Calls for service (Police Dept. calls only)*22,658  *22,247                   29,257  Citizen initiated calls *10,415  *11,106                  11,661  Officer initiated calls *12,243  *11,141                  17,596  Criminal investigations (reported/investigated)1,224                   **886                    1,358  Felony arrests 106                       **77                        116  Misdemeanor arrests 107                       **78                        117  Motor vehicle accidents‐with injury *87  *381 419  Motor vehicle accidents‐without injury *344  *584 642  Citations *1,201  *5,030                    5,533  * Impacted by COVID‐19 **Impacted by COVID‐19 & Winter 2020 freeze TOWN OF PROSPER PROGRAM DESCRIPTION The Prosper Police Department provides community policing for Prosper residents, businesses, organizations and visitors. Our mission is to effectively and efficiently provide for the protection of lives and property, preserve the public peace and provide community service with the highest level of professionalism and ethical standards: "Courtesy ‐ Service ‐ Protection". The Department provides 24‐hour law enforcement and emergency communication services to a rapidly growing population, which spans over 27 square miles. Under the leadership of Chief Doug Kowalski, the Department continues to be an accredited agency with the Texas Police Chiefs Association Best Practices Program and adheres to the Best Practices in Law Enforcement. GOALS AND OBJECTIVES Town Council Goal ‐ Premier residential community Town Council Goal ‐ Investment in Prosper's future Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services •Character: We are committed to continual adherence to the Law Enforcement Code of Ethics, always doing what is right and to do our  best. •Competence: We will adhere to all educational requirements as required by law, continually honing our knowledge, skills and abilities.   •Compassion:  We will treat all people with dignity and respect; treating others the way we would like to be treated.   •Courage: We are committed to operate with the attitude of willingness and with the ability to make decisions under extreme conditions. •Commitment:  We will persist, persevere and serve with determination, providing our community with safety and security. We are  committed to excellence. 90 DEPARTMENT:DIVISION: POLICE OPERATIONS TOWN OF PROSPER EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Response time (minutes)5:14 5:49 6:24 Total Part 1 Crimes 364 243 404 Violent crimes 120 71 133 Property crimes 244 172 271 Total Part 1 Crimes per capita 1,000 11.70 8.17 12.98 Violent crimes per capita 1,000 3.86 2.64 4.28 Property crimes per capita 1,000 7.85 5.53 8.71 EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $        2,711,912  3,823,961$           $        3,940,206  Operations                605,647  698,471                              859,693  Capital                190,677  105,604                              361,488  Transfers                350,015  ‐                                                       ‐  VERF Charges for Services ‐                           183,712                              221,526  TOTAL  $        3,858,251   $        4,811,748  $        5,382,913  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant (Administration)1.0 1.0 1.0 Assistant Police Chief (Administration)1.0 1.0 1.0 Corporal (Patrol)4.0 4.0 4.0 Detective (CID)3.0 3.0 4.0 Lieutenant (2 Patrol, 1 CID, 1 Support Services)2.0 4.0 4.0 Police Chief (Administration)1.0 1.0 1.0 Police Officer* (Patrol)20.0 20.0 24.0 Police Officer (Patrol‐Traffic Unit)2.0 2.0 2.0 Public Safety Officer (Support Services)0.0 2.0 2.0 Records Clerk (CID)1.0 2.0 2.0 Sergeant (CID)1.0 1.0 1.0 Sergeant (Patrol)4.0 4.0 4.0 TOTAL 40.0 45.0 50.0 *19 positions funded in the Crime Control and Prevention Special Purpose District 91 DEPARTMENT:DIVISION: POLICE OPERATIONS TOWN OF PROSPER Police Chief Asst. Police Chief  (Patrol Division) Lieutenant (2) Sergeant (4) Corporal (4) Police Officer    (24) Traffic Officer (2) Lieutenant (Investigations  Division) Sergeant Detective (4) Records Clerk (2) Lieutenant (Support Services  Division) 911 Communications  Manager & personnel  under 911  Communications budget Public Safety Officer  (2) Chaplains Citizens on Patrol Administrative  Assistant 92 DEPARTMENT:DIVISION: POLICE 9‐1‐1 COMMUNICATIONS ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Calls for service 24,819 33,388 35,725 Total Telephone Calls 9‐1‐1/Non‐Emergency calls 39,180 41,655 42,002 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Emergency Medical Dispatch Accuracy 89%90%92% Answering all 9‐1‐1 Calls within 10 seconds 96%98%99% EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           837,856  954,832$              $           988,043  Operations                175,695  121,145                              148,837  Capital ‐  20,634                ‐  Transfers 10,455 ‐ ‐  VERF Charges for Services ‐ 2,475 430  TOTAL  $        1,024,006   $        1,099,086  $        1,137,310  TOWN OF PROSPER PROGRAM DESCRIPTION The 9‐1‐1 Communications Center contributes to the safety and well‐being of Prosper with efficient and professional communication services. GOALS AND OBJECTIVES Town Council Goal ‐ Premier residential community Town Council Goal ‐ Investment in Prosper's future Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services •Diligently and systematically gather information necessary to ensure a safe and effective response for the caller and first responders. 93 DEPARTMENT:DIVISION: POLICE 9‐1‐1 COMMUNICATIONS TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Communications Manager 1.0 1.0 1.0 Communications Lead 2.0 2.0 2.0 Communications Supervisor 2.0 2.0 2.0 Communications Officer 6.0 8.0 8.0 TOTAL 11.0 13.0 13.0 Police Chief Lieutenant  (Support Services  Division) 9‐1‐1 Communications  Manager 9‐1‐1 Communications  Supervisor (2) 9‐1‐1 Communications  Lead (2) 9‐1‐1  Communications  Officer        (8) 94 DEPARTMENT:DIVISION: Fire Services Operations ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Calls for service to emergency incidents 2,519 3,323 3,350 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Average response time to emergency incidents (minutes) 5:41 6:10 6:20 Total Response Time 90th Percentile 9:17 9:20 9:30 EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $        5,001,325 5,544,484$          $        5,563,878  Operations                939,921 794,583                          1,098,516  Capital                199,201 336,836                                          ‐  Transfers                942,328 1,810,000                       1,100,000  VERF Charges for Services ‐                           354,231                             435,181  TOTAL  $        7,082,775   $        8,840,134  $        8,197,575  TOWN OF PROSPER 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 serve 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. GOALS AND OBJECTIVES Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services  • Protection of lives and property by providing a timely response to emergency incidents. • 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. • Continue to meet and exceed community expectations. • Achieve operational excellence by providing adequate deployment. • Enhance core competencies and skills through advanced training. • Continue our commitment to a culture that is built on excellence, honesty, integrity, values, respect, accountability,    and family. • Ensure Fiscal Responsibility. 95 DEPARTMENT:DIVISION: Fire Services Operations TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant 1.0 1.0 1.0 Assistant Fire Chief 1.0 1.0 1.0 Battalion Chief 0.0 3.0 3.0 Captain 6.0 6.0 6.0 Division Chief 1.0 1.0 1.0 Driver/Engineer 9.0 9.0 9.0 Emergency Management Coordinator 1.0 1.0 1.0 Fire Chief 1.0 1.0 1.0 Firefighter/Paramedic*24.0 24.0 33.0 Firefighter/Paramedic ‐ Temporary Pool 15.0 15.0 0.0 Lieutenant 3.0 3.0 3.0 TOTAL 62.0 65.0 59.0 *18 positions funded in the Fire Control, Prevention and Emergency Services Special Purpose District 96 DEPARTMENT:DIVISION: Fire Services Operations TOWN OF PROSPER Fire Chief Emergency  Management  Coordinator Assistant Fire  Chief Division Chief Administrative  Assistant Battalion Chief (3) Captain (6) Lieutenant (3) Driver/ Engineer (9) Firefighter/  Paramedic (33) 97 DEPARTMENT:DIVISION: Fire Services Marshal ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Inspections 1,864 1,923 2,100 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Businesses inspected annually*                                                                                            82%97%97% *Number of Inspections down due to COVID‐19 March 2020 ‐ May 2020 EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           394,463  447,234$              $           482,258  Operations                  36,110  35,476                                  47,642  Capital                            ‐  ‐                                                       ‐  Transfers                  11,076  ‐                                                       ‐  VERF Charges for Services ‐                            9,858                                    10,872  TOTAL  $           441,649   $           492,568  $           540,772  TOWN OF PROSPER PROGRAM DESCRIPTION The Prosper Fire Marshals 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. GOALS AND OBJECTIVES Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Providing fire prevention services through public education programs and regular life safety inspections of     businesses and places of assembly. • Providing fire investigative services to determine the origin and cause of fires. • Enforcing fire and life safety codes through plan reviews for new construction, remodeling, and occupancy changes    in commercial buildings. • Providing public education services emphasizing fire safety. • 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. 98 DEPARTMENT:DIVISION: Fire Services Marshal TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant 0.0 1.0 1.0 Fire Marshal 1.0 1.0 1.0 Fire Inspector/Investigator 2.0 2.0 2.0 TOTAL 3.0 4.0 4.0 Fire Chief Fire Marshal Fire Inspector/  Investigator (2) Administrative  Assistant 99 DEPARTMENT:DIVISION: Development Services Building Inspections ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Total permits issued 3,237 3,878 3,300 Single Family permits issued 937 1,453 1,000 Certificates of Occupancy issued 128 135 140 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Ensure house permits are reviewed within ten (10) business days 100% 66% 100% Ensure that all inspections are completed on a daily basis (no roll overs)100%100%100% Provide training opportunities for staff to ensure they are prepared to take  certification exams and become a 100% certified department by 2022 80%50%80% EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $        1,313,238  1,465,162$          $        1,699,821  Operations                231,816  1,479,202                      1,153,444  Capital                            ‐  ‐                                            54,626  Transfers                  31,026  ‐                                                      ‐  VERF Charges for Services ‐                            19,567                                  24,486  TOTAL  $        1,576,080   $        2,963,931  $        2,932,377  TOWN OF PROSPER PROGRAM DESCRIPTION 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 code regulations within the Town. The Division’s personnel conduct plan review prior to the issuance of a permit and on‐site inspections to verify code compliance throughout the construction process.   GOALS AND OBJECTIVES Town Council Goal ‐ Successful Prosper Downtown Redevelopment • Maintain high‐quality development consistent with Town's standards and codes. Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services  • Have and retain a "top‐quality" Town workforce with competitive compensation.  • Provide exceptional Town services responsive to the needs of our Prosper community and our residents.   • Update/upgrade Town information technology ‐ hardware and software. Town Council Goal ‐ Premier Residential Community  •Have new developments with marquee amenities. 100 DEPARTMENT:DIVISION: Development Services Building Inspections TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant 1.0 1.0 1.0 Building Inspector 5.0 5.0 7.0 Building Official 1.0 1.0 1.0 Chief Building Inspector 1.0 1.0 1.0 Permit Technician 3.0 3.0 3.0 Permit Technician Supervisor 0.0 1.0 1.0 Plans Coordinator 0.0 1.0 1.0 Plans Examiner 2.0 3.0 3.0 Senior Building Inspector 2.0 2.0 2.0 Senior Plans Examiner 1.0 0.0 0.0 TOTAL 16.0 18.0 20.0 Director of  Development  Services Building Official Chief Building  Inspector Senior Building  Inspector (2) Building Inspector  (7) Permit Technician Supervisor Plans Coordinator Permit Technician   (3) Plans Examiner       (3) Administrative  Assistant 101 DEPARTMENT:DIVISION: Development Services Code Compliance ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Courtesy notices sent to property owners 1,044 1,010 1,048 Heath Inspections, including new and reinspection's 350 540 600 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Inspect all food establishments twice per year 100%90%100% Respond to and investigate complaints within same day or within 24 hours 95%100%100% Proactively notify all property owners along major and minor thoroughfares  seeking compliance of the high grass and weeds ordinance 95%100%100% As part of the annual registration and inspection program, require  abatement/corrections of multifamily inspection issues within 30 days 100%100%100% EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           194,255  256,508$              $           270,495  Operations                112,910  166,547                              168,359  Capital 24,046 ‐ ‐  Transfers 6,077 ‐ ‐  VERF Charges for Services ‐ 5,663 8,816  TOTAL  $           337,288   $           428,718  $           447,670  TOWN OF PROSPER PROGRAM DESCRIPTION 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. The Health component of the Division works with all food establishments, day cares, schools, and operators of public pools to ensure the safety and cleanliness of the facilities. GOALS AND OBJECTIVES Town Council Goal ‐ Premier Residential Community  • Have new developments with marquee amenities. • Recommend modifications and enhancements to town codes and ordinances. Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Customer friendly and personal Town services.  • Continuing the Meet and Greet Initiative to welcome and hand deliver Certificate of Occupancy to new businesses. • Provide onsite food safety training and education during Health Inspections and Follow Ups. 102 DEPARTMENT:DIVISION: Development Services Code Compliance TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Code Compliance Officer 1.0 1.0 1.0 Health and Code Compliance Officer 1.0 1.0 1.0 Health/Code Supervisor 1.0 1.0 1.0 TOTAL 3.0 3.0 3.0 Director of  Development  Services Health/Code  Supervisor Code Compliance  Officer Health and Code  Compliance  Officer 103 DEPARTMENT:DIVISION: Development Services Planning ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Development and Zoning Cases 154 150 150 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Assist Director of Development Services in development of Dallas North Tollway  Design Standards/Overlay 10% 40% 100% Assist Director of Development Services in Comprehensive Plan 10‐year update 10% 10% 90% Participate in Economic Development Corporation Downtown Study initiative  0% 10% 75% Place Development submittals on Planning and Zoning Commission agenda within  30 days of receipt of application 100% 100% 100% Participate in the implementation of permitting software (Energov) implementation  10% 25% 90% TOWN OF PROSPER PROGRAM DESCRIPTION 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 and Zoning Commission, and the Board of Adjustment. These requests include applications for Zoning changes, Subdivision Plats, Site Plans and Variances. GOALS AND OBJECTIVES Town Council Goal ‐ Premier Residential Community • Have new developments with marquee amenities. • Preserve high value, large homes built on large lots. • Have a strong working partnership with Prosper ISD. Town Council Goal ‐ Successful Dallas North Tollway Development • Develop the Dallas North Tollway corridor consistent with the Vision and Master Plan. • Develop corridor linking the Dallas North Tollway corridor, Prosper Downtown and Blue Star Development. • Maintain high‐quality development consistent with Town’s standards and codes. • Have beautiful new development creating/enhancing Prosper’s sense of place. Town Council Goal ‐ Successful Prosper Downtown Redevelopment • Revitalize Prosper Downtown as a Small Town Downtown consistent with the Vision and Master Plan. • Maintain high‐quality development consistent with Town’s standards and codes. • Develop corridor linking the Dallas North Tollway corridor, Prosper Downtown and Blue Star Development. • Develop Blue Star Development consistent with development plans and agreement. • Have beautiful new development creating/enhancing Prosper’s sense of place. 104 DEPARTMENT:DIVISION: Development Services Planning TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           563,856  574,217$              $           582,107  Operations                155,344  237,585                              247,682  Transfers                    1,005  ‐                                                       ‐  VERF Charges for Services ‐                           1,008                                      1,516  TOTAL  $           720,205   $           812,810  $           831,305  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Director of Development Services 1.0 1.0 1.0 Planning/GIS Analyst 1.0 1.0 1.0 Planning Manager 1.0 1.0 1.0 Planning Technician 1.0 1.0 1.0 Senior Planner 1.0 1.0 1.0 TOTAL 5.0 5.0 5.0 Director of  Development Services Planning  Manager Senior Planner Planning/GIS  Analyst Planning  Technician 105 DEPARTMENT:DIVISION: Public Works Streets ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Number of Work Orders 679 743 857 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Repair street signs and regulatory signage within four hours of initial contact 90% 90% 95% Respond to icy road conditions within two hours 100%100%100% EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           548,329  609,086$            813,264$             Operations 937,920               2,017,862            2,153,313            Capital 31,308                 26,527                 107,001               Transfers 1,318,244            154,161               ‐                            VERF Charges for Services ‐                            33,543                 43,551                 TOTAL  $        2,835,801   $        2,841,179  $        3,117,129  TOWN OF PROSPER PROGRAM DESCRIPTION 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 within Town limits. GOALS AND OBJECTIVES Town Council Goal ‐ Investment in Prosper's Future • By upgrading and expanding roads; protecting the Prosper community interests by being a strong advocate with TxDOT, counties,  NCTCOG and other agencies; enhancing traffic flow and reducing traffic congestion; and having well‐designed, well‐built and well‐ maintained neighborhood infrastructure. Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services   • By having and retaining a "top quality" Town workforce with competitive compensation; having a Town organizational culture that  values innovation, productivity, responsibility, and accountability and empowers managers and employees; and providing exceptional  Town services responsive to the needs of our Prosper community and our residents. 106 DEPARTMENT:DIVISION: Public Works Streets TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Crew Leader 2.0 2.0 2.0 Heavy Equipment Operator 2.0 2.0 2.0 Maintenance Worker 2.0 2.0 2.0 Signal/Sign Supervisor 0.0 0.0 1.0 Signal/Sign Technician Crew Leader 1.0 1.0 1.0 Street Superintendent 1.0 1.0 1.0 Street Supervisor 0.0 0.0 1.0 TOTAL 8.0 8.0 10.0 Director of  Public Works Street  Superintendent Signal/Sign  Supervisor Signal/Sign  Technician Crew  Leader Street Supervisor Crew Leader (2) Heavy  Equipment  Operator          (2) Maintenance  Worker             (2) 107 DEPARTMENT:DIVISION: Public Works Facilities Management EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $‐ ‐$   $‐  Operations                283,802  671,138                              580,851  Capital 18,966 ‐ ‐  Transfers ‐ ‐ ‐  TOTAL  $           302,768   $           671,138  $           580,851  TOWN OF PROSPER PROGRAM DESCRIPTION The Facilities Management Division was established in Fiscal Year 2017‐2018 to consolidate all facility maintenance functions into one central budget for the new Town Hall facility. The new Public Safety and Dispatch facility was added in Fiscal Year 2020‐2021. In order to adequately maintain the facilities and related mechanical systems, the Town has contracted with a facilities management company to oversee the following: custodial services, pest control services, coffee and vending services, deep floor cleaning and polishing, power washing of balconies and parking lots, window washing, HVAC maintenance,generator maintenance, elevator maintenance, fire extinguisher inspection/maintenance, fire suppression system maintenance, and annual roof inspection services. There are currently no personnel allocated to this division. 108 DEPARTMENT:DIVISION: Community Services Park Administration ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Provide adequate park land to meet Towns existing and future needs (Master Plan LOS 11.25‐20.5 acres per 1,000 population)16.5 15.0 14.0 Review of private development Landscape Plans and Tree Preservation plans 681 767 853 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Total acres of park land within the Town both developed and undeveloped 469 476 501 Total miles of Town owned trails 37 42 46 EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           470,775  479,954$              $           654,532  Operations                200,246  266,395                              346,138  Capital 23,626  120,000              ‐  Transfers 11,380  270,000                          1,545,000  VERF Charges for Services ‐ 3,657 3,620  TOTAL  $           706,027   $        1,140,006  $        2,549,290  TOWN OF PROSPER PROGRAM DESCRIPTION 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. GOALS AND OBJECTIVES Town Council Goal ‐ Premier Residential Community  • 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. Town Council Goal ‐ Investment in Prosper's Future • Provide park design and construction of parks that meets the needs of the community as well as enhances the value of the property surrounding the park. Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Continue to pursue funding assistance and grants for park CIP projects. • Work with the developing community and other organizations to develop our park system.  109 DEPARTMENT:DIVISION: Community Services Park Administration TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant 0.0 0.0 1.0 Director of Parks and Recreation 1.0 1.0 1.0 Marketing Coordinator 1.0 1.0 1.0 Park Planner 1.0 1.0 2.0 Park Planning Manager 0.0 1.0 1.0 Senior Park Planner 1.0 0.0 0.0 TOTAL 4.0 4.0 6.0 Director of Parks  and Recreation Marketing  Coordinator Park Planning  Manager Park Planner          (2) Administrative  Assistant 110 DEPARTMENT:DIVISION: Community Services Park Operations ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Maintain and prepare game and practice facilities to meet the local sports league  needs for available space (number of participants)3,700 8,200 8,900 Acres of park land maintained 210 221 282 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Maintain playgrounds that meet the latest American Society for Testing and  Materials (ASTM) and Consumer Product Safety Commission (CPSC) guidelines 95% 97% 100% Work with outside groups who perform service projects to minimize staff time or  provide additional items (Goal: 2 projects per year)0* 2 2 * No projects completed in FY 19/20 due to COVID. EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $        1,411,230  1,491,045$           $        1,698,836  Operations            1,017,865  1,074,681                       1,205,944  Capital                175,173  195,415              72,533  Transfers 130,113               17,837                ‐  VERF Charges for Services ‐ 145,635              94,953  TOTAL  $        2,734,381   $        2,924,613  $        3,072,266  TOWN OF PROSPER PROGRAM DESCRIPTION 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. GOALS AND OBJECTIVES Town Council Goal ‐ Premier Residential Community • Continue to maintain the parks and medians at a very high level. Town Council Goal ‐ Investment in Prosper's Future • Continue to provide training opportunities for staff to stay current with licenses and latest techniques for park and ball field  maintenance. 111 DEPARTMENT:DIVISION: Community Services Park Operations TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Chemical Specialist 1.0 1.0 1.0 Chemical Technician 2.0 2.0 3.0 Crew Leader 2.0 2.0 2.0 Crew Leader/Shop Mechanic 0.0 0.0 1.0 Heavy Equipment Operator 3.0 3.0 4.0 Irrigation Specialist 1.0 1.0 1.0 Irrigation Technician 1.0 1.0 1.0 Maintenance Worker 9.0 9.0 9.0 Parks Superintendent 1.0 1.0 1.0 Parks Operations Supervisor 1.0 1.0 1.0 TOTAL 21.0 21.0 24.0 Director of Parks and  Recreation Parks  Superintendent Crew Leader Maintenance  Worker (4) Irrigation  Specialist Irrigation  Technician Maintenance  Worker (2) Parks  Supervisor Chemical  Specialist Chemical  Technician (3) Crew Leader Maintenance  Worker    (2) Crew Leader/Shop  Mechanic Heavy Equipment  Operator           (4) Maintenance  Worker 112 DEPARTMENT:DIVISION: Community Services Park Recreation ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Recreation income*61,406$              153,025$            140,000$             Number of classes and programs offered throughout the year 73 79 88 Attendance of annual Town events (Cedarbrook partnered events not included) 4,500 1,500 6,000 Annual Pavilion rentals*40 87 100 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Percent of classes/programs that meet attendance requirement 86%92%90% EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           140,611  129,472$              $           143,704  Operations                  68,292  138,520                              203,655  Transfers                            ‐  ‐                                                       ‐  VERF Charges for Services ‐                            ‐                                                       ‐  TOTAL  $           208,903   $           267,992  $           347,359  *Due to Covid‐19, Spring and partial Summer programs and Town special events were cancelled/postponed.  Community Picnic and Christmas Festival  were cancelled as well.   TOWN OF PROSPER PROGRAM DESCRIPTION The Park Recreation Division provides programs, activities, and special events that meet the needs of the residents. They also manage field and pavilion rentals, and assist sports groups in scheduling.  GOALS AND OBJECTIVES Town Council Goal ‐ Premier Residential Community • Increase participation in programs and recreation opportunities. • Offer indoor programming at the community room in Town Hall and the 407 Rec Center. • Offer well attended community events, with new and original activities to increase participation. • Enhance health and wellness of our community. 113 DEPARTMENT:DIVISION: Community Services Park Recreation TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Recreation Specialist 1.0 1.0 1.0 Recreation Supervisor 1.0 1.0 1.0 TOTAL 2.0 2.0 2.0 Director of Parks and  Recreation Recreation Supervisor Recreation Specialist 114 DEPARTMENT:DIVISION: Community Services Library ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Library visits 18,702                                  25,957                  24,000  Items circulated 72,522                                104,000                  85,000  Program attendance 7,793                                      9,453                  10,000  Library card holders 5,874                                      7,791                    7,400  Collection Size 24,945                                  28,435                  28,000  EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Library Card holders as a % of population 19%25%24% Circulation per capita 2.33 3.34 2.70 Library visits per capita 60.00 83%77% Holdings per capita 0.88 0.91 0.90 EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           384,932  451,334$              $           498,406  Operations                  72,431  86,978                                105,557  Transfers                            ‐                             ‐  VERF Charges for Services 6,794                   3,138                                      2,857  TOTAL  $           464,157   $           541,450  $           606,820  TOWN OF PROSPER PROGRAM DESCRIPTION The Prosper Community Library is a primary resource for the Prosper area, and all citizens shall benefit from the highest‐quality resources for learning and enjoyment. Visitors of the library will find a well‐maintained library which will be welcoming and encouraging. They will experience a vital and customer friendly environment that features a diverse and comprehensive collection. Along‐side the books, visitors will find movies, audiobooks, and technology available in the latest formats. Bright lighting, comfortable seating, and organized shelves will make browsing easy and tempting. The library will be a friendly place,one to meet friends, make friends, and participate in cultural activities. GOALS AND OBJECTIVES Town Council Goal ‐ Investment in Prosper's Future Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services 115 DEPARTMENT:DIVISION: Community Services Library TOWN OF PROSPER PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant 0.25 0.25 0.25 Library Assistant 2.25 2.25 2.25 Library Clerk 1.50 1.50 1.50 Library Director 1.0 1.0 1.0 Social Media Content/Library Production Specialist 0.0 0.0 0.5 Youth Services Librarian 1.5 1.5 1.5 TOTAL 6.5 6.5 7.0 Library Director Youth Services  Librarian              (1.5 FTE) Library Assistant  (2.25 FTE) Library Clerk (1.5 FTE) Administrative  Assistant    (.25 FTE) Social Media  Content/Library  Production Specialist  (.50 FTE) 116 DEPARTMENT:DIVISION: Engineering Engineering ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Number of plan reviews for developments and subdivisions to construction 188 220 250 Conduct and document daily inspection of all CIP and Town Infrastructure  improvements*5,000 5,000       5,000  Inquiries from citizens, government agencies, and other general inquires 1,300 2,000 2,200  EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Review all development plans submitted within 10‐day turnaround  75% 62% 95% Meet all benchmark schedules for design, land acquisition, utility relocation and  construction for CIP projects 85% 90% 95% Respond to contractors request for information within 3 working days 100% 98% 100% Approve monthly pay applications within 5 days of satisfactory submittal 90%90%95% Complete daily inspection reports on all Town CIP projects 90%80%100% *Estimate based on 10 inspections per person x 250 days per year. Actual number of inspections will be tracked with implementation of  Energov software. TOWN OF PROSPER PROGRAM DESCRIPTION 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.  GOALS AND OBJECTIVES Town Council Goal ‐ Premier Residential Community Town Council Goal ‐ Investment in Prosper's Future • Assist development community with overseeing the design and construction of land development projects for compliance with ordinances, standard construction details, state and federal laws and sound engineering practices within the Town of Prosper.  Town Council Goal ‐ Premier Residential Community Town Council Goal ‐ Investment in Prosper's Future Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Construct a Water Distribution System, Wastewater Collection System, Drainage System and Transportation Infrastructure  that meets the needs of the citizens and businesses of the Town of Prosper, making sure that these systems are adequate for  future growth, and reflect the high quality expectations of the Mayor and Council. Town Council Goal ‐ Premier Residential Community Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Provide exceptional customer service, exceeding the expectations of citizens, developers and other associates, both in Town  and in nearby governmental agencies. The Engineering staff will exceed expectations by responding to citizens' and others' inquiries, promptly, accurately, consistently and professionally. 117 DEPARTMENT:DIVISION: Engineering Engineering TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $        1,440,219  1,680,818$           $        2,136,017  Operations                177,786  287,009                              346,078  Capital ‐ ‐ 36,398  Transfers 8,332  960,998                          1,650,000  VERF Charges for Services ‐ 7,472 7,199  TOTAL  $        1,626,337   $        2,936,297  $        4,175,692  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant 1.0 1.0 0.5 Assistant Director of Engineering Services ‐ Capital Projects 1.0 1.0 1.0 Assistant Director of Engineering Services ‐ Development 1.0 1.0 1.0 CIP Facilitator 0.0 0.0 1.0 CIP Program Manager 1.0 1.0 1.0 Civil Engineer 2.0 2.0 2.0 Construction Superintendent 2.0 2.0 3.0 Director of Engineering Services 1.0 1.0 1.0 Engineering Technician 1.0 1.0 1.0 Executive Director of Development and Infrastructure Services 1.0 1.0 1.0 Senior Engineer 1.0 1.0 3.0 TOTAL 12.0 12.0 15.5 118 DEPARTMENT:DIVISION: Engineering Engineering TOWN OF PROSPER Executive Director  of Development  and Infrastructure  Services Director of  Engineering  Services Assistant Director of  Engineering Services ‐ Capital Projects CIP Program  Manager Construction  Superintendent  (3) Senior Engineer  (2) Civil Engineer CIP Facilitator Engineering  Technician Administrative  Assistant     (Part‐Time) Assistant Director of  Engineering Services ‐ Development  Civil Engineer Senior Engineer 119119 120     WATER AND SEWER FUND 121 122 Water and Sewer Fund Description The Water and Sewer Fund accounts for all costs in providing water and wastewater services, as well as solid waste 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 Sewer 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. An annual cash transfer from the Water and Sewer Fund 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.    123 Fiscal Year Days Over Minimum Reserve Value of Each Day % 2017‐2018 145 51,491$  42.46% 2018‐2019 151 53,393$  41.98% 2019‐2020 94 72,679$  26.25% 2020‐2021 102 68,666$  28.40% 2021‐2022 87 83,892$  24.09% Water and Sewer 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.   $6,200,000  $6,400,000  $6,600,000  $6,800,000  $7,000,000  $7,200,000  $7,400,000  $7,600,000  $7,800,000  $8,000,000  $8,200,000 2017‐2018 Actual 2018‐2019 Actual 2019‐2020 Actual 2020‐2021 Projected 2021‐2022 Budget 124 Revenue Category FY 2022 Adopted % of Total Water Charges 15,179,476 49.8% Wastewater Charges 8,972,771 29.5% Solid Waste Charges 1,779,679 5.9% License, Fees & Permits 332,928 1.1% Penalties 143,500 0.5% Investment Income 40,000 0.1% Miscellaneous 4,006,491 13.1% Revenue Total $ 30,454,845 100.0% Other #REF! Water and Sewer Fund Revenues By Source Water Charges 49.8% Wastewater Charges 29.5% Solid Waste Charges 5.9% License, Fees & Permits 1.1%Penalties 0.5% Investment Income 0.1% Miscellaneous 13.1% 125 Department FY 2022 Adopted % of Total Administration 3,092,412 10.2% Public Works 15,694,874 52.0% Debt Service 3,712,637 12.3% Water Purchases 7,701,317 25.5% Expense Total $ 30,201,240 100.0% Other Water and Sewer Fund Appropriations By Department Administration 10.2% Public Works 52.0% Debt Service 12.3% Water Purchases 25.5% 126 NET ASSETS AND RESERVE POSITIONINGFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUES Water Charges for Services14,299,070               14,203,322               13,913,148               15,179,476                  16,391,879              17,483,310               18,651,142               19,900,722               Wastewater Charges for Services7,345,386                 8,012,010                 8,322,822                 8,972,771                    9,396,410                9,841,230                 10,308,292               10,798,706               Sanitation Charges for Services1,406,615                 1,527,500                 1,603,314                 1,779,679                    1,868,663                1,962,096                 2,060,201                 2,163,211                 License, Fees & Permits302,724                    265,700                    310,145                    332,928                        342,982                   352,602                    362,669                    373,202                    Water Penalties2,000                         1,500                         1,500                         1,500                            1,718                        1,763                         1,808                         1,855                         Utility Billing Penalties50,182                       112,000                    60,000                       142,000                        142,000                   142,000                    142,000                    142,000                    Investment Income90,147                       55,000                       40,000                       40,000                                                40,000                         40,000                         40,000                         40,000 Other2,605,977                 327,661                    622,062                    4,006,491                    356,491                   356,491                    356,491                    356,491                    TOTAL REVENUES26,102,101$              24,504,693$              24,872,991$              30,454,845$                 28,540,143$            30,179,493$              31,922,602$              33,776,187$             EXPENDITURESAdministration2,266,786                 2,690,901                 2,711,612                 3,092,412                    3,246,388                3,408,707                 3,579,142                 3,758,099                 Debt Service3,930,989                 3,701,269                 3,701,269                 3,712,637                    4,661,528                4,979,667                 4,536,973                 4,854,561                 Water Purchases6,534,151                 6,681,709                 7,176,035                 7,701,317                    8,247,152                8,824,453                 9,442,164                 10,103,116               Public Works13,432,445               11,519,251               11,130,843               15,694,874                  12,233,327              13,089,660               13,744,143               14,981,116               TOTAL EXPENDITURES26,164,371$              24,593,130$              24,719,759$              30,201,240$                 28,388,395$            30,302,487$              31,302,423$              33,696,892$             Net Income (Loss)(62,270)$                    (88,437)$                   153,232$                  253,605$                     151,748$                  (122,994)$                 620,180$                   79,294$                    CHANGE IN NET ASSETS(62,270)$                    (88,437)$                   153,232$                  253,605$                     151,748$                  (122,994)$                 620,180$                   79,294$                    BEGINNING NET ASSETS6,929,669$                6,867,399$                6,867,399$                7,020,631$                   7,274,236$               7,425,984$                7,302,990$                7,923,170$               ENDING NET ASSETS6,867,399$                6,778,962$                7,020,631$                7,274,236$                   7,425,984$               7,302,990$                7,923,170$                8,002,464$                       1.25 times Debt Service Reserve Limit 1.75                            1.83                            1.901.96                               1.59                           1.47                            1.75                            1.65                           AMOUNT OVER (UNDER) IN DAYS OPERATING COST94991028794879185Water and Sewer Fund Summary127 Water and Sewer Fund Overview Water and Sewer Fund Administration Utility Billing Non‐Departmental Public Works Water Wastewater Construction  Inspections 128 DEPARTMENT:  UTILITY BILLING DIVISION: Administration Utility Billing ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Create/process work orders (annually)15,997 17,000 17,500 Average payments by auto draft (monthly)2,228 2,400 2,500 Average payments by credit card draft (monthly)488 550 600 Online payments (website) (annually)19,825 21,000 21,000 Lockbox payments (monthly)2,405 2,600 2,700 New connects (annually)2,909 3,500 3,900 Disconnections for non‐payment (annually)*337 400 420 Number of customers billed (monthly average)9,914 10,500 10,900 *Disconnections were suspended from April 2020 ‐  September 2021 due to COVID‐19 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Manually entered utility billing payments without errors 99%99%100% Utility bills created before the 20th of each month 100%100%100% Disconnections at beginning of month 100%100%100% TOWN OF PROSPER PROGRAM DESCRIPTION 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, processing of work orders and collection services. Posting payments to customer's account. Issuing Household Hazardous Waste (HHW) vouchers to residents. Issuing NTTA tags to customers.  Annual Spring Clean up.  GOALS AND OBJECTIVES Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services  • Provide first rate utility billing service. • Customer Service Representative will have all necessary information on hand to answer and meet our customers needs. • Keep accurate records of all water, wastewater and solid waste accounts billed for the Town of Prosper. 129 DEPARTMENT:  UTILITY BILLING DIVISION: Administration Utility Billing TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $            272,935  291,047$              $            366,210  Operations            1,640,809  1,923,757                       2,110,704  Capital                              ‐  ‐                                                          ‐  Transfers                  44,932  44,701                                  42,697  VERF Charges for Services ‐                             ‐                                                 3,221  TOTAL  $        1,958,676   $        2,259,505  $        2,522,832  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Senior Utility Billing Clerk 1.0 1.0 1.0 Utility Billing Administrator 1.0 1.0 1.0 Utility Billing Clerk 2.0 2.0 3.0 TOTAL 4.0 4.0 5.0 Finance Director Utility Billing  Administrator Utility Billing Clerk  (3) Senior Utility  Billing Clerk 130 DEPARTMENT:DIVISION: Administration Non‐Departmental EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel/(Projected Fund Salary Savings) $‐  (58,146)$               $            (57,882) Operations                308,110  510,253                              627,462  Capital ‐ ‐ ‐  Transfers ‐ ‐ ‐  Debt 3,930,989           3,701,269                       3,712,637  TOTAL  $        4,239,099   $        4,153,376  $        4,282,217  TOWN OF PROSPER PROGRAM DESCRIPTION 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. 131 DEPARTMENT:DIVISION: Public Works Water ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Work order total 9,517 12,556 11,420 Surface water pumped in million gallons 2,221 2,390 2,427 Water flushed in million gallons 494 444 450 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Provide Superior Water System from Texas Commission on Environmental Quality  (TCEQ)100% 100% 100% Maintain TCEQ mandated water sampling and testing 100% 100% 100% Reduce the total time to repair water leaks to less than five (5) hours and respond  to water leaks within thirty (30) minutes of initial contact 95% 90% 93% Maintain the total unaccounted water under 12% 100% 100% 100% TOWN OF PROSPER 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 State of Texas to maintain a superior water quality rating for the residents of Prosper. The Town of Prosper purchases treated water from the North Texas Municipal Water District (NTMWD). The water is stored in two ground storage tanks and two 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. Public Works Inspections includes inspections of all infrastructure for private development prior to acceptance and Certificate of Occupancy is issued. GOALS AND OBJECTIVES Town Council Goal ‐ Investment in Prosper's Future • by protecting the Prosper community interests by being a strong advocate with TxDOT, counties, NCTCOG and other agencies and  having well‐designed, well‐built and well‐maintained neighborhood infrastructure.  Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services  • by having and retaining a "top quality" Town workforce with competitive compensation; having a Town organizational culture that  values innovation, productivity, responsibility, and accountability and empowers managers and employees; and providing exceptional Town services responsive to the needs of our Prosper community and our residents. 132 DEPARTMENT:DIVISION: Public Works Water TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $        1,739,121  2,064,393$           $        2,357,194  Operations            8,026,757  9,304,973                       9,429,036  Capital                137,546  46,264                64,038  Transfers                865,696  704,319                              723,084  VERF Charges for Services ‐ ‐                 136,372  TOTAL  $      10,769,120   $      12,119,949  $      12,709,724  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Administrative Assistant 1.0 1.0 1.0 Backflow Inspector 1.0 1.0 1.0 Crew Leader 4.0 4.0 5.0 Director of Public Works 1.0 1.0 1.0 Heavy Equipment Operator 3.0 3.0 3.0 Irrigation Specialist 0.0 0.0 1.0 Public Works Right‐Of‐Way Inspector 0.0 1.0 1.0 Senior Backflow Inspector 1.0 1.0 1.0 Utility Facilities Maintenance Supervisor 1.0 1.0 0.0 Utility Maintenance Supervisor 1.0 1.0 2.0 Utility Worker 8.0 8.0 8.0 Water and Wastewater Superintendent 1.0 1.0 1.0 Water Education Coordinator 1.0 1.0 1.0 Water Quality Technician 2.0 3.0 3.0 TOTAL 25.0 27.0 29.0 133 DEPARTMENT:DIVISION: Public Works Water TOWN OF PROSPER Director of  Public Works Water/Wastewater  Superintendent Utility  Maintenance  Supervisor Public Works  Right‐Of‐Way  Inspector Water Quality  Technician (3) Crew Leader (3) Heavy  Equipment  Operator Utility Worker (4) Utility  Maintenance  Supervisor Crew Leader (2)  Heavy  Equipment  Operator (2) Utility Worker (4)  Senior Backflow  Inspector Backflow  Inspector  Administrative  Assistant Water Education  Coordinator Irrigation  Specialist 134 DEPARTMENT:DIVISION: Public Works Wastewater ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Public works inspections 1,954 2,012 2,190 Feet of wastewater lines inspected by camera 162,266 178,492 205,266 Work Orders 1,128 1,240 1,365 Fats, Oils, and Grease (FOG) Inspections 484 594 710 EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Clean and CCTV 10% of the wastewater collection system 100%100%100% Minimize reportable wastewater discharges to Texas Commission on  Environmental Quality (TCEQ)100%100%100% TOWN OF PROSPER PROGRAM DESCRIPTION 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. The 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 includes inspections of all infrastructure for private development prior to acceptance and Certificate of Occupancy issuance. GOALS AND OBJECTIVES Town Council Goal ‐ Investment in Prosper's Future • By protecting the Prosper community interests by being a strong advocate with TxDOT, counties, NCTCOG and other agencies and  having well‐designed, well‐built and well‐maintained neighborhood infrastructure.  Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • By having and retaining a "top quality" Town workforce with competitive compensation; having a Town organizational culture that  values innovation, productivity, responsibility, and accountability and empowers managers and employees; and providing exceptional Town services responsive to the needs of our Prosper community and our residents. 135 DEPARTMENT:DIVISION: Public Works Wastewater TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           807,866  962,208$              $        1,125,944  Operations            3,370,620  4,513,756                       4,785,494  Capital                281,558  84,586                34,982  Transfers                294,516  223,957                              234,899  VERF Services for Charges ‐ ‐ 96,710  TOTAL  $        4,754,560   $        5,784,507  $        6,278,029  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Crew Leader 4.0 4.0 4.0 FOG Technician 1.0 1.0 1.0 Heavy Equipment Operator 3.0 3.0 3.0 Utility Line Locator 0.0 0.0 1.0 Utility Maintenance Supervisor 1.0 1.0 1.0 Utility Worker 5.0 6.0 6.0 TOTAL 14.0 15.0 16.0 Director of Public  Works Water and  Wastewater  Superintendent Utility  Maintenance  Supervisor Utility Crew  Leader (4) Heavy Equipment  Operator (3) Utility Worker (6) Utility Line  Locator Water Education  Coordinator FOG Technician 136 DEPARTMENT:DIVISION: Engineering Construction Inspections ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Conduct and document daily inspections of all private development and Town  infrastructure improvements*11,000 10,000 11,650 Inquiries from citizens, government agencies, and other general inquiries  1,500 1,700 2,000 Right‐of‐way (ROW) permits issued 1,508 1,114 1,400 Conduct ROW permitted inspections for private franchise utilities** ‐ ‐ 2,500 * Estimated based on (15 inspections per day per inspector x 250 days) + (10 weekend inspections x 40 days x 1 inspector).  ** Estimated based on 10 inspections per day x 250 days. Actual number of inspections will be tracked with implementation of Energov software. EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Respond to contractors request for information within 3 working days 100% 100% 100% Conduct private development inspections within 24 hours of request 100%100%100% Process ROW permits within 5 working days ‐‐100% TOWN OF PROSPER PROGRAM DESCRIPTION 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. GOALS AND OBJECTIVES Town Council Goal ‐ Premier Residential Community Town Council Goal ‐ Investment in Prosper's Future Town Council Goal ‐ Financially responsible Town government providing exceptional municipal services • Assist development community with overseeing the construction of land development projects for compliance with    ordinances, standard construction details, state and federal laws and sound engineering practices within the Town of Prosper. • Construction inspection walk thrus help ensure Town standards are met in an orderly manner. • Issue ROW permits and perform inspection for all franchise work. 137 DEPARTMENT:DIVISION: Engineering Construction Inspections TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           299,829  348,561$              $           344,091  Operations                  16,580  53,861                                  48,120  Capital                            ‐  ‐                                       4,000,000  Transfers*           4,126,507  ‐                                                       ‐  VERF Charges of Services ‐                            ‐                                             16,227  TOTAL  $        4,442,916   $           402,422  $        4,408,438  *Funds transferred for capital water line improvements/water line relocation PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Construction Inspector 2.0 2.0 2.0 Right‐Of‐Way Inspector 1.0 1.0 1.0 Senior Construction Inspector 1.0 1.0 1.0 TOTAL 4.0 4.0 4.0 Director of  Engineering Services Assistant Director of  Engineering Services ‐ Development Senior Construction  Inspector Construction  Inspector                   (2) Right‐Of‐Way  Inspector 138     DEBT SERVICE FUND 139 140 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 $0.1820,which is 35.7% of the 2021 tax rate ($0.51). The purpose of this fund is to retire outstanding general obligationbondsandpayinterestonthe indebtedness. The adopted budget includes a drawdown of fund balance of $2Mtobeusedtowardsthe refunding of the Series 2012 General Obligation Bonds.   141 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESProperty Tax7,000,806                 7,549,503                 7,549,503                 10,620,466               11,592,366               12,471,564               13,355,277               14,243,143               Investment Income72,827                       45,000                       30,000                       45,000                       45,000                       45,000                       45,000                       45,000                       TOTAL REVENUES7,073,633$                7,594,503$                7,579,503$                10,665,466$              11,637,366$              12,516,564$              13,400,277$              14,288,143$             EXPENDITURESPrincipal3,819,353                 4,275,377                 4,275,377                 5,891,423                                    6,351,948                    6,915,810                   7,439,979                   7,989,868 Interest3,183,385                 3,404,364                 3,404,364                                   4,741,048                    5,197,049                    5,658,389                   6,087,255                   6,537,164 Refunding Cash Contribution‐                                  ‐                                  ‐                                                    2,000,000                                   ‐                                    ‐                                    ‐                                    ‐ Administrative Fees8,340                         20,000                       20,000                       20,000                       20,200                       20,400                       20,600                       20,800                       TOTAL EXPENDITURES7,011,078$                7,699,741$                7,699,741$                12,652,471$              11,569,197$              12,594,599$              13,547,834$              14,547,832$             Period Excess / (Deficit)62,555$                     (105,238)$                  (120,238)$                  (1,987,005)$              68,169$                     (78,035)$                    (147,557)$                  (259,689)$                 OTHER FINANCINGTransfers Out for Debt Service‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  TOTAL OTHER FINANCING SOURCES (USES)‐$                               ‐$                               ‐$                               ‐$                               ‐$                               ‐$                               ‐$                               ‐$                               NET CHANGE IN FUND BALANCE62,555$                     (105,238)$                  (120,238)$                  (1,987,005)$              68,169$                     (78,035)$                    (147,557)$                  (259,689)$                 BEGINNING FUND BALANCE2,556,812$                2,619,367$                2,619,367$                2,499,129$               512,124$                  580,293$                  502,258$                  354,701$                  ENDING FUND BALANCE2,619,367$                2,514,129$                2,499,129$               512,124$                  580,293$                  502,258$                  354,701$                   95,012$                    Debt Service Fund Summary142 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 9.30.2021 FYE 9.30.2022 FYE 9.30.2023 FYE 9.30.2024 FYE 9.30.2025 FYE 9.30.2026 1. Market Value of taxable property 4,601,196,301$  5,437,210,564$  5,817,815,303$    6,225,062,375$  6,660,816,741$  7,127,073,913$   (certified) (certified) (projected) (projected) (projected) (projected) 2. Town's Target (6% limit)276,071,778$      326,232,634$      349,068,918$       373,503,742$      399,649,004$      427,624,435$       Unreserved Debt Capacity 276,071,778$      326,232,634$      349,068,918$       373,503,742$      399,649,004$      427,624,435$       3. Outstanding Debt 88,801,424$        127,636,047$      121,534,624$       115,990,618$      109,904,896$      103,478,930$       4. Proposed Issues ‐  34,688,033          17,830,000            11,675,000          8,025,000            ‐  5. Balance of Proposed Issues ‐  132,201,967        114,371,967          102,696,967        94,671,967          94,671,967           Total Debt Subject to Limit 88,801,424$        294,526,047$      253,736,591$       230,362,585$      212,601,863$      198,150,897$       6. Available Unreserved Debt Capacity ($)187,270,354$      31,706,587$        95,332,327$          143,141,157$      187,047,141$      229,473,538$       7. Available Unreserved Debt Capacity (%)67.83%9.72%27.31%38.32%46.80%53.66% 8. I&S Tax Rate 0.15250 0.18200 0.18200 0.18200 0.18200 0.18200 9. Town's target of 35% or less of 29.3%35.7%35.7%35.7%35.7%35.7% Total Tax Rate Notes: 1. Total Assessed valuation plus utility valuation growth assumption is 7% in FY 2023 ‐ FY 2026 per year. 2.  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 six percent (6%) of the total assessed valuation of the Town's tax rolls. 4.  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. 5.  Debt balance on issues in Capital Improvements Plan. 6.  Debt capacity available after deducting the reserved capacity. 7.  Percentage of debt capacity available after deducting the reserved capacity. 8. Town's FY 2022 I&S tax rate and projected I&S rates are calculated based on 99% collections. 9. Percentage of overall total tax rate ($0.52  ‐ FYE 09.30.21) ($0.51 ‐ FYE 09.30.22 and beyond). Current Rating AA+ Aa1 AA+ Aa1 AA+ Aa1 AA+ Aa1 Standard & Poor's AA+ June 2020 Moody's Aa1 June 2020 June 2018AA+Standard & Poor's Moody's Aa1 June 2018 Standard & Poor's AA+June 2019 Moody's Aa1 June 2019 Projection of  Debt Margin Based on Town Policy Tax Supported Debt Service Fiscal Year 2021‐2022 BOND RATINGS Rating Entity Prior Rating Prior Rating Period 3.  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 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 $6.855 million Combination Tax and Surplus Revenue Certificates of Obligation, Series 2021 and the Town's $36.255 million General Obligation Bonds, Series 2021. Standard and Poor’s Global Ratings (“S&P”) also assigned its rating of AA+ to the Town’s 2021 Combination Tax and Surplus Revenue Certificates of Obligation and the Town's 2021 General Obligation Bonds. The Aa1 and AA+ ratings are the second highest ratings of each agency and reflect the Town’s very strong economy and rapidly expanding moderately sized tax base due to significant ongoing development while maintaining through conservative budgeting and formal policies which will attract investors. The chart below reflects ratings since June 2018.   Standard & Poor's AA+August 2021 Moody's Aa1 August 2021 143 Debt Issuance Details General Obligation Bonds, Series 2012 (Moody's Rated "Aa3") ‐The proceeds of this $3.68M non‐taxable issue will be used for (i) improvements to streets and roads, bridges and intersections, and related infrastructure in the Town. The issue is 100% debt service fund related and was issued June 15, 2012, and matures February 15, 2032. Interest payable February 15, and August 15 at rates ranging from 2.0% to 3.25%. Certificates of Obligation, Series 2012 (Moody's Rated "Aa3") ‐The proceeds of this $5.755M non‐taxable issue will be used for (i) water and drainage system improvements. The issue is 83% water and sewer fund related and 17% stormwater drainage fund related and was issued June 15, 2012, maturing February 15, 2032. Interest payable February 15 and August 15 at rates ranging from 0.40% to 3.25%.  General Obligation Refunding Bonds, Series 2013 (Moody's Rated "Aa3") ‐The proceeds of this $3.83M non‐taxable issue will be used for (i) refunding a portion of the Town's outstanding debt. The issue is 100% debt service fund related and was issued June 15, 2013, maturing August 15, 2033. Interest payable February 15 and August 15 at rates ranging from 2.0% to 4.0%. Certificates of Obligation, Series 2013 (Moody's Rated "Aa3") ‐The proceeds of this $5.235M non‐taxable issue will be used for (i) water system improvements. The issue is 100% water and sewer fund related and was issued June 15, 2013, maturing August 15, 2033. Interest payable February 15 and August 15 at rates ranging from 2.0% to 4.0%. 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%. 144 Debt Issuance Details 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%. 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%. 145 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%. 146 Principal Outstanding 2012 General Obligation Bonds 2013 General Obligation Bonds 2014 General Obligation Refunding Bonds 2014 General Obligation Bonds 2015 Certificates of Obligation 2015 General Obligation Bonds 2015 General Obligation Refunding Bonds 2016 Certificates of Obligation 6,650,000    2036 2016 General Obligation Bonds 3,310,000    2036 2017 Certificates of Obligation 2018 General Obligation Bonds 3,515,000    2038 2018 Certificates of Obligation 11,175,000  2038 2019 General Obligation Bonds 3,775,000    2039 2019 Certificates of Obligation 2020 Certificates of Obligation 10,070,000  2040 2021 General Obligation Bonds 36,255,000  2041 2021 Certificates of Obligation 6,855,000    2041 Principal Outstanding 2012 Certificates of Obligation 2014 General Obligation Refunding Bonds 2015 General Obligation Refunding Bonds 2016 Certificates of Obligation 2017 Certificates of Obligation 2018 Certificates of Obligation 2038 2019 Certificates of Obligation 2,590,000                         2032 2,590,000                         2033 Outstanding Principal on Debt Tax Supported Debt Fiscal Year 2021‐2022 Issue Final Maturity 815,000                             2024 740,000                            2034 7,300,000                         2035 Water/Sewer/Drainage Supported Debt Fiscal Year 2021‐2022 3,030,000                          2035 8,399,700                         2029 8,830,000                         2037 127,636,047$                   11,736,347                       2039 2013 Certificates of Obligation 3,545,000                         2033 Issue Final Maturity 3,480,000                         2032 1,330,000                         2024 2014 Certificates of Obligation 9,225,000                         2034 2,690,300                         2029 34,998,954$                     1,065,000                         2036 850,000                            2037 3,968,654                         2039 8,845,000                          147 2041 2,760,000                    27,600                         2,787,600                     2040 3,450,000                    99,125                         3,549,125                     4,531,970                 2025 6,425,966                    3,900,115                    10,326,081                  2028 7,303,313                    2,978,049                    10,281,362                  2029 7,654,469                    2,633,344                    10,287,813                  2026 6,958,512                    3,615,306                     Principal and Interest Debt Schedule Tax Supported Debt Service Fiscal Year 2020‐2021 Year Principal Interest Total 2024 6,085,722                    4,169,933                    10,255,655                  2022 6,101,423                     4,421,847                     10,633,393                  2023 5,544,006                    9,965,853                     10,573,818                  2027 6,985,394                    3,304,505                    10,289,899                  2032 7,634,934                    1,714,472                    9,349,406                     2033 7,622,353                    1,445,893                    9,068,246                     2030 7,065,096                    2,300,517                    9,365,613                     2031 7,361,252                    1,995,590                    9,356,842                     2036 7,074,611                    698,283                       7,772,894                     2039 4,518,078                    203,184                       4,721,262                     2034 7,594,773                    1,177,455                    8,772,228                     2035 7,777,192                    926,076                       8,703,268                     2037 6,190,767                    506,496                       6,697,263                     2038 5,528,186                    341,471                       5,869,657                     TOTALS 127,636,047$             40,991,231$               168,627,278$              148 Principal and Interest Debt Schedule Water/Sewer/Drainage Supported Debt Service Fiscal Year 2020‐2021 Year Principal Interest Total 2022 2,603,577                    1,362,202                    3,965,779                     2023 2,590,995                    1,255,778                    3,846,773                     2026 2,486,488                    924,394                       3,410,882                     2027 2,129,606                    828,870                       2,958,476                     2024 2,689,279                    1,145,073                    3,834,352                     2025 2,379,035                    1,026,216                    3,405,251                     2030 2,294,903                    556,089                       2,850,992                     2031 2,378,748                    462,362                       2,841,110                     2028 2,211,687                    739,882                       2,951,569                     2029 2,300,531                    647,850                       2,948,381                     2034 1,895,227                    198,513                       2,093,740                     2035 1,032,807                    129,127                       1,161,934                     2032 2,470,065                    370,203                       2,840,268                     2033 2,192,645                    283,157                       2,475,802                     TOTALS 34,998,954$               10,111,729$               45,110,683$                2036 1,065,389                    93,736                         1,159,125                     2039 296,923                       4,454                            301,377                        2038 971,815                       25,197                         997,012                        2037 1,009,234                    58,626                         1,067,860                     149 150     OTHER FUNDS 151 152 Revenue Category Debt Service Parks Impact Fees Internal Service Special Revenue Storm Drainage Property Tax 10,620,466 ‐ ‐ ‐ 938,094 ‐ Sales Tax ‐‐‐‐5,604,336 ‐ Investment Income 45,000 11,000 60,000 25,000 4,175 2,200 License, Fees & Permits ‐‐‐‐‐758,100 Impact Fees ‐ ‐ 10,700,000 ‐ 200,000 ‐ Charges for Services ‐ 430,000 ‐ 5,225,086 ‐ 3,000 Contribution ‐ 280,500 ‐ ‐ 54,650 ‐ Grants ‐‐‐‐‐‐ Other Transfers In ‐‐‐‐‐‐ Miscellaneous ‐ ‐ 300,000 136,500 ‐ ‐ Revenue Total $ 10,665,466 $ 721,500 $ 11,060,000 $ 5,386,586 $ 6,801,255 $ 763,300 Other #REF! Other Funds Revenues  By Source Debt Service 30% Parks 2% Impact Fees 32% Internal Service 15% Special Revenue 19% Storm Drainage 2% 153 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. 154 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESImpact Fee Revenue1,683,783                 1,000,000                 153,318                     200,000                                           750,000                        750,000                        750,000                        750,000 Property Taxes‐Town386,349                     554,473                     492,446                     627,221                     689,943                     745,139                     789,847                     829,339                     Property Taxes‐County92,846                       133,249                     116,706                     148,647                     163,512                     176,593                     187,188                     196,548                     Property Taxes‐Rollback Taxes28,840                       ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  Sales Taxes ‐ Town521,350                     562,344                     561,000                     761,000                     799,050                     839,003                     864,173                     890,098                     Sales Taxes ‐ EDC436,631                     470,962                     470,000                     637,500                     669,375                     702,844                     723,929                     745,647                     Investment Income20,362                       2,000                         3,600                         2,000                         2,000                         2,000                         2,000                         2,000                         Other ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  TOTAL REVENUES3,170,161$                2,723,028$                1,797,070$                2,376,368$                3,073,880$                3,215,577$                3,317,137$                3,413,631$               EXPENDITURESProfessional Services‐                                  ‐                                  ‐                                  ‐                                  ‐                                                                      ‐                                     ‐                                     ‐ Developer Reimbursement3,125,729                 2,723,028                 1,797,070                 2,376,368                 3,073,880                                    3,215,577                    3,317,137                    3,413,631 TOTAL EXPENDITURES3,125,729$                2,723,028$                1,797,070$                2,376,368$                3,073,880$                3,215,577$                3,317,137$                3,413,631$               Period Excess / (Deficit)44,432$                     ‐$                                ‐$                                ‐$                                ‐$                                ‐$                                ‐$                                ‐$                                NET CHANGE IN FUND BALANCE44,432$                     ‐$                                ‐$                                ‐$                                ‐$                                ‐$                                ‐$                                ‐$                                BEGINNING FUND BALANCE256,828$                   301,260$                   301,260$                   301,260$                   301,260$                   301,260$                   301,260$                   301,260$                  ENDING FUND BALANCE301,260$                   301,260$                   301,260$                   301,260$                   301,260$                   301,260$                   301,260$                   301,260$                  TIRZ # 1 Fund Summary155 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. 156 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESProperty Taxes‐Town12,633                       10,350                       10,901                       131,145                     144,260                     155,800                     165,148                     173,406                     Property Taxes‐County3,137                         2,487                         2,583                         31,081                       34,189                       36,924                       39,140                       41,097                       Sales Taxes ‐ Town5                                 10                               ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  Sales Taxes ‐ EDC5                                 10                               ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  Investment Income371                             150                             150                             150                             150                             150                             150                             150                             TOTAL REVENUES16,151$                     13,007$                     13,634$                     162,376$                  178,599$                  192,874$                  204,438$                  214,652$                  EXPENDITURESProfessional Services‐                                  ‐                                  ‐                                  ‐                                  ‐                                                                      ‐                                     ‐                                     ‐ Developer Reimbursement16,504                       13,007                       13,771                       162,428                     178,599                     192,874                     204,438                     214,652                     TOTAL EXPENDITURES16,504$                     13,007$                     13,771$                     162,428$                  178,599$                  192,874$                  204,438$                  214,652$                  Period Excess / (Deficit)(353)$                          ‐$                                 (137)$                          (52)$                            ‐$                                 ‐$                                 ‐$                                 ‐$                                NET CHANGE IN FUND BALANCE(353)$                          ‐$                                 (137)$                          (52)$                            ‐$                                 ‐$                                 ‐$                                 ‐$                                BEGINNING FUND BALANCE25,542$                     25,189$                     25,189$                     25,052$                     25,000$                     25,000$                     25,000$                     25,000$                     ENDING FUND BALANCE25,189$                     25,189$                     25,052$                     25,000$                     25,000$                     25,000$                     25,000$                     25,000$                     TIRZ # 2 Fund Summary157 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. 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 voters approved the Crime Control and Prevention District for the next five years, at which time voters will have to reaffirm or repeal. 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 2021‐2022 six additional Police Officer positions are transferred from the General Fund. 158 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESSales Taxes 1,616,291                 1,564,807                 2,002,779                 2,102,918                                   2,208,064                    2,318,467                    2,434,390                    2,556,110 Investment Income1,241                         300                             300                             300                             300                             300                             300                             300                             Other ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  TOTAL REVENUES1,617,532$                1,565,107$                2,003,079$                2,103,218$                2,208,364$                2,318,767$                2,434,690$                2,556,410$               EXPENDITURESPersonnel1,460,645                 1,425,708                 1,900,708                 2,078,008                 2,207,864                 2,318,267                 2,434,190                 2,555,910                 Other 650                             ‐                                  350                             350                             500                                                           500                               500                               500 TOTAL EXPENDITURES1,461,295$                1,425,708$                1,901,058$                2,078,358$                2,208,364$                2,318,767$                2,434,690$                2,556,410$               Period Excess / (Deficit)156,237$                   139,399$                   102,021$                   24,860$                      ‐$                                 ‐$                                 ‐$                                 ‐$                                NET CHANGE IN FUND BALANCE156,237$                   139,399$                   102,021$                   24,860$                      ‐$                                 ‐$                                 ‐$                                 ‐$                                BEGINNING FUND BALANCE146,202$                   302,439$                   302,439$                   404,460$                   429,320$                   429,320$                   429,320$                   429,320$                  ENDING FUND BALANCE302,439$                   441,838$                   404,460$                   429,320$                   429,320$                   429,320$                   429,320$                   429,320$                  Crime Control and Prevention Special Purpose District159 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, 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 2021‐2022 five additional Firefighter/Paramedic positions are transferred from the General Fund. 160 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESSales Taxes 1,613,198                 1,564,807                 2,002,779                 2,102,918                                   2,208,064                    2,318,467                    2,434,390                    2,556,110 Investment Income‐                                  ‐                                  300                             300                             150                             150                             150                             150                             Other ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  TOTAL REVENUES1,613,198$                1,564,807$                2,003,079$                2,103,218$                2,208,214$                2,318,617$                2,434,540$                2,556,260$               EXPENDITURESPersonnel1,400,186                 1,490,812                 1,840,812                 2,098,745                 2,207,714                 2,318,117                 2,434,040                 2,555,760                 Other 651                             ‐                                  350                             350                             500                                                           500                               500                               500 TOTAL EXPENDITURES1,400,837$                1,490,812$                1,841,162$                2,099,095$                2,208,214$                2,318,617$                2,434,540$                2,556,260$               Period Excess / (Deficit)212,361$                   73,995$                      161,917$                   4,123$                        ‐$                                 ‐$                                 ‐$                                 ‐$                                NET CHANGE IN FUND BALANCE212,361$                   73,995$                      161,917$                   4,123$                        ‐$                                 ‐$                                 ‐$                                 ‐$                                BEGINNING FUND BALANCE(8,379)$                       203,982$                   203,982$                   365,899$                   370,022$                   370,022$                   370,022$                   370,022$                  ENDING FUND BALANCE203,982$                   277,977$                   365,899$                   370,022$                   370,022$                   370,022$                   370,022$                   370,022$                  Fire Control, Prevention and Emergency Medical Services Special Purpose District161 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 located within the same park district or general area where the proposed development for which payment was made is located. 162 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESPark Dedication Fees‐200,000 100,600 430,000 200,000 200,000 200,000 200,000 Park Improvement Fees‐100,000 139,870 280,500 100,000 100,000 100,000 100,000 Grants‐Improvement Fund‐500,000 500,000 ‐‐‐‐‐Transfer In‐Dedication Fund‐‐392,217 ‐‐‐‐‐Park Dedication‐Interest18,642 8,0006,0006,0006,0006,0006,0006,000Park Improvement‐Interest15,6597,5005,0005,0005,0005,0005,0005,000TOTAL REVENUES34,301$  815,500$1,143,687$               721,500$311,000$311,000$311,000$311,000$EXPENDITURESGeneral ‐ Park Dedication‐250,000 ‐‐ ‐2,500,000 ‐ 750,000 General ‐ Park Improvement156,335 1,649,568                 1,044,786                 666,750 ‐‐          ‐ ‐ TOTAL EXPENDITURES156,335$1,899,568$               1,044,786$               666,750$‐$  2,500,000$               ‐$ 750,000$Period Excess / (Deficit)(122,034)$                  (1,084,068)$               98,901$  54,750$  311,000$(2,189,000)$              311,000$(439,000)$                 NET CHANGE IN FUND BALANCE(122,034)$                  (1,084,068)$               98,901$  54,750$  311,000$(2,189,000)$              311,000$(439,000)$                 BEGINNING FUND BALANCE2,782,069$                2,660,035$                2,660,035$                2,758,936$                2,813,686$                3,124,686$                3,124,686$                935,686$PARK DEDICATION ENDING FUND BALANCE1,493,584$                1,451,584$                1,992,401$                2,428,401$                2,634,401$                340,401$546,401$2,401$  PARK IMPROVEMENT ENDING FUND BALANCE1,166,451$                124,383$766,535$385,285$490,285$595,285$700,285$805,285$Park Dedication/Improvement Fund Summary163 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. Water – water capital improvement projects shown on the Town’s adopted Water System Capital Improvement Plan. The Water Impact Fee Fund balance is scheduled decrease by ninety percent to fund a portion of the Lower Pressure Plane Pump Station project. This multi‐year project has multiple funding sources and is currently estimated around $22M.    Wastewater – wastewater capital improvement projects shown on the Town’s adopted Wastewater System Capital Improvement Plan. East Thoroughfare – roadway capital improvement projects shown on the Town’s adopted Thoroughfare Plan east of Preston Road. The East Thoroughfare Impact Fee Fund balance is scheduled to decrease by fifty percent to fund a portion of the First Street (Coit ‐ Custer) 4‐lane roadway expansion project. This multi‐year project has multiple funding sources and is currently estimated around $22.085M.  West Thoroughfare – roadway capital improvement projects shown on the Town’s adopted Thoroughfare Plan west of Preston Road. 164 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR  2022‐2023PLANNING YEAR  2023‐2024PLANNING YEAR  2024‐2025PLANNING YEAR  2025‐2026REVENUESImpact Fees 3,987,887 2,500,000 5,052,000 3,500,000 3,200,000 3,200,000 3,200,000 3,200,000 Investment Income52,49712,00020,00020,00020,00020,00020,00020,000TOTAL REVENUES4,040,384$               2,512,000$               5,072,000$               3,520,000$               3,220,000$               3,220,000$               3,220,000$               3,220,000$               EXPENDITURESOperations‐Developer Agreements1,137,832 840,000                610,000 1,310,000       1,110,000 950,000    950,000 950,000 Capital140,615 1,054,663                154,663 9,900,000 ‐ ‐ ‐  9,000,000 TOTAL EXPENDITURES1,278,447$               1,894,663$               764,663$  11,210,000$            1,110,000$               950,000$  950,000$  9,950,000$               Period Excess / (Deficit)2,761,937$               617,337$  4,307,337$               (7,690,000)$             2,110,000$               2,270,000$               2,270,000$               (6,730,000)$             OTHER FINANCINGTransfers In‐‐‐‐‐‐‐‐Transfers Out‐‐‐‐‐‐‐‐TOTAL OTHER FINANCING SOURCES (USES)‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ NET CHANGE IN FUND BALANCE2,761,937$               617,337$  4,307,337$               (7,690,000)$             2,110,000$               2,270,000$               2,270,000$               (6,730,000)$             BEGINNING FUND BALANCE1,509,936$               4,271,873$               4,271,873$               8,579,210$               889,210$  2,999,210$               5,269,210$               7,539,210$               ENDING UNRESTRICTED FUND BALANCE4,271,873$               4,889,210$               8,579,210$               889,210$  2,999,210$               5,269,210$               7,539,210$               809,210$  Water Impact Fee Fund Summary165 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR  2022‐2023PLANNING YEAR  2023‐2024PLANNING YEAR  2024‐2025PLANNING YEAR  2025‐2026REVENUESImpact Fees 1,489,545 850,0002,800,000 2,000,000 1,400,000 1,400,000 1,400,000 1,400,000 Equity Fees310,500200,000400,000300,000250,000250,000250,000250,000Investment Income37,66812,00016,00016,00016,00016,00016,00016,000TOTAL REVENUES1,837,713$               1,062,000$               3,216,000$               2,316,000$               1,666,000$               1,666,000$               1,666,000$               1,666,000$               EXPENDITURESOperations‐Developer Reimbursements815,427890,0002,195,578 1,295,000 1,295,000 1,795,000 1,225,000 1,200,000 Capital‐1,500,000 ‐1,500,000 3,359,669 ‐‐‐TOTAL EXPENDITURES815,427$  2,390,000$               2,195,578$               2,795,000$               4,654,669$               1,795,000$               1,225,000$               1,200,000$               Period Excess / (Deficit)1,022,286$               (1,328,000)$             1,020,422$               (479,000)$                 (2,988,669)$             (129,000)$                 441,000$  466,000$  OTHER FINANCINGTransfers In‐‐‐‐‐‐‐‐Transfers Out‐‐‐‐‐‐‐‐TOTAL OTHER FINANCING SOURCES (USES)‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ NET CHANGE IN FUND BALANCE1,022,286$               (1,328,000)$             1,020,422$               (479,000)$                 (2,988,669)$             (129,000)$                 441,000$  466,000$  BEGINNING FUND BALANCE1,770,076$               2,792,362$               2,792,362$               3,812,784$               3,333,784$               345,115$  216,115$  657,115$  ENDING UNRESTRICTED FUND BALANCE2,792,362$               1,464,362$               3,812,784$               3,333,784$               345,115$  216,115$  657,115$  1,123,115$               Wastewater Impact Fee Fund Summary166 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESImpact Fees1,265,175                 1,000,000                 1,850,000                 1,200,000                 1,000,000                 1,000,000                 1,000,000                 1,000,000                 Investment Income25,097                       8,000                         9,000                         9,000                         9,000                         9,000                         9,000                         9,000                         TOTAL REVENUES1,290,272$                1,008,000$                1,859,000$                1,209,000$                1,009,000$                1,009,000$                1,009,000$                1,009,000$               EXPENDITURESOperations‐Developer Reimbursements‐                                  300,000                    610,697                    175,000                    175,000                                                       ‐                                     ‐                                     ‐ Capital232,695                    1,299,073                 1,299,073                 2,055,000                 1,725,000                 1,000,000                 ‐                                   3,800,000                 TOTAL EXPENDITURES232,695$                   1,599,073$                1,909,770$                2,230,000$                1,900,000$                1,000,000$                ‐$                                 3,800,000$               Period Excess / (Deficit)1,057,577$                (591,073)$                  (50,770)$                    (1,021,000)$              (891,000)$                  9,000$                        1,009,000$                (2,791,000)$             OTHER FINANCINGTransfers In‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  Transfers Out(104,168)                   ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  TOTAL OTHER FINANCING SOURCES (USES)(104,168)$                  ‐$                                 ‐$                                 ‐$                                 ‐$                                 ‐$                                 ‐$                                 ‐$                                NET CHANGE IN FUND BALANCE953,409$                   (591,073)$                  (50,770)$                    (1,021,000)$              (891,000)$                  9,000$                        1,009,000$                (2,791,000)$             BEGINNING FUND BALANCE1,239,478$                2,192,887$                2,192,887$                2,142,117$                1,121,117$               230,117$                  239,117$                   1,248,117$               ENDING UNRESTRICTED FUND BALANCE2,192,887$                1,601,814$                2,142,117$                1,121,117$               230,117$                  239,117$                   1,248,117$                (1,542,883)$             East Thoroughfare Impact Fee Fund Summary167 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR  2022‐2023PLANNING YEAR  2023‐2024PLANNING YEAR  2024‐2025PLANNING YEAR  2025‐2026REVENUESImpact Fees 4,473,468 2,500,000 5,300,000 4,000,000 3,500,000 3,500,000 3,500,000 3,500,000 Investment Income29,50610,00015,00015,00015,00015,00015,00015,000TOTAL REVENUES4,502,974$               2,510,000$               5,315,000$               4,015,000$               3,515,000$               3,515,000$               3,515,000$               3,515,000$               EXPENDITURESOperations‐Developer Agreements1,971,627 2,625,000 1,770,000 5,300,000 2,800,000 2,800,000 2,800,000 2,800,000 Capital583,344945,005707,505‐5,000,000 ‐‐‐TOTAL EXPENDITURES2,554,971$               3,570,005$               2,477,505$               5,300,000$               7,800,000$               2,800,000$               2,800,000$               2,800,000$               Period Excess / (Deficit)1,948,003$               (1,060,005)$             2,837,495$               (1,285,000)$             (4,285,000)$             715,000$  715,000$  715,000$  OTHER FINANCINGTransfers In‐‐‐‐‐‐‐‐Transfers Out(100,000) ‐‐‐‐‐‐‐TOTAL OTHER FINANCING SOURCES (USES)100,000$  ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ NET CHANGE IN FUND BALANCE1,848,003$               (1,060,005)$             2,837,495$               (1,285,000)$             (4,285,000)$             715,000$  715,000$  715,000$  BEGINNING FUND BALANCE1,051,563$               2,899,566$               2,899,566$               5,737,061$               4,452,061$               167,061$  882,061$  1,597,061$               ENDING FUND BALANCE2,899,566$               1,839,561$               5,737,061$               4,452,061$               167,061$  882,061$  1,597,061$               2,312,061$               West Thoroughfare Impact Fee Fund Summary168 Stormwater Drainage Utility Fund Description The Town's Stormwater Drainage Fund 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 Fund 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. 169 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESStormwater Drainage Fees671,133                     705,000                     722,000                     758,100                     780,843                     804,268                     828,396                     853,248                     Other4,710                         6,000                         3,000                         3,000                         3,000                         3,000                         3,000                         3,000                         Investment Income6,943                         4,200                         2,200                         2,200                         2,200                         2,200                         2,200                         2,200                         TOTAL REVENUES682,786$                   715,200$                   727,200$                   763,300$                   786,043$                   809,468$                   833,596$                   858,448$                  EXPENDITURESOperating Expenses178,898                     303,834                     303,841                     251,040                                           258,571                        266,328                        274,318                        282,548 Debt Service248,640                     245,592                     245,592                                           253,142                        289,622                        295,320                        291,132                        291,104 Capital‐                                  ‐                                  ‐                                                        763,323                        150,000                        150,000                        150,000                        150,000 Transfers Out100,135                     98,843                       98,843                       99,834                                             102,829                        105,914                        109,091                        112,364 TOTAL EXPENDITURES527,673$                   648,269$                   648,276$                   1,367,339$                801,022$                   817,562$                   824,541$                   836,016$                  Period Excess / (Deficit)155,113$                   66,931$                      78,924$                      (604,039)$                  (14,979)$                    (8,094)$                       9,055$                        22,432$                     NET CHANGE IN FUND BALANCE155,113$                   66,931$                      78,924$                      (604,039)$                  (14,979)$                    (8,094)$                       9,055$                        22,432$                      BEGINNING FUND BALANCE477,466$                   632,579$                   632,579$                   711,503$                   107,464$                   92,485$                      84,391$                      93,446$                     ENDING FUND BALANCE632,579$                   699,510$                   711,503$                   107,464$                   92,485$                      84,391$                      93,446$                      115,878$                  AMOUNT OVER (UNDER) IN DAYS OPERATING COST4323883952842374150Stormwater Drainage Utility Fund Summary170 DEPARTMENT:DIVISION: Engineering Administration • Stormwater Maintenance Information for HOA's 1. Stormwater staff inspection of all drainage features. • Verify that the Town meets the requirements of the MS4 Permit. ACTIVITY DEMAND / ACTIVITY WORKLOAD ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Inspect new development construction projects, home building construction, post‐ construction BMP's, FOG facilities, and residents' complaints within the Town's  Jurisdiction to verify compliance with TCEQ Stormwater requirements 603 600 800* Number of developments requiring annual post‐construction BMP audits 37 40 50 Inquiries/Complaints from residents 36 50 60 Complete Annual MS4 permit update/Insure that Town's MS4 paperwork is in order Annually Annually Annually EFFICIENCY / EFFECTIVENESS MEASURES ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Inspect new development construction projects within the Town's jurisdiction  monthly to verify compliance with TCEQ Stormwater requirements 100% 100% 100% Inspect home building construction within the Town's jurisdiction monthly to verify  compliance with TCEQ Stormwater requirements ‐ 25% 75% Timely submittal of MS4 permit annually 100% 100% 100% *Additional inspections provided by contract labor to increase the number of home building construction and allow SWUA to perform higher level of service for HOA Education program.  Anticipate a minimum of 300 inspections from additional contract labor 3. Update ordinance and/or Stormwater program to require operations and maintenance manual for all new developments based on  design consultants’ recommendations.        2. Distribute a pamphlet/brochure that educates all existing HOA’s and property owners on proper maintenance techniques. • Educate the construction community as well as the general community at large regarding best management  practices (BMPs) for  erosion control measures to improve stormwater quality. TOWN OF PROSPER 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 regulatory requirements, through public education, by eliminating illicit discharges, and rigorous construction site runoff control. GOALS AND OBJECTIVES Town Council Goal ‐ Investment in Prosper's Future 171 DEPARTMENT:DIVISION: Engineering Administration TOWN OF PROSPER EXPENDITURE SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Personnel  $           161,630  171,051$              $           172,445  Operations 17,268  132,790              78,595  Debt Service                248,640  245,592                              253,142  Capital ‐ ‐                 200,000  Transfers 100,135              98,843                                663,157  TOTAL  $           527,673   $           648,276  $        1,367,339  PERSONNEL SUMMARY ACTUAL 2019‐2020 REVISED 2020‐2021 BUDGET 2021‐2022 Stormwater Utility Administrator 1.0 1.0 1.0 Utility Worker 1.0 1.0 1.0 TOTAL 2.0 2.0 2.0 Director of  Engineering  Services Assistant Director of  Engineering Services  ‐ Development Stormwater Utility  Administrator Director of Public  Works Street  Superintendent Utility Worker 172 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 is expected to be received in fiscal year 21/22. This will lead to an increase in fund balance in the Special Revenue Funds. The funds are currently slated for expenditure in fiscal year 22/23 on a wastewater infrastructure project.  173 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESPolice Donations13,637                       13,500                       14,000                       14,000                       14,000                       14,000                       14,000                       14,000                       Fire Donations13,491                       13,500                       13,500                       13,500                       13,500                       13,500                       13,500                       13,500                       Child Safety Fees13,418                       10,000                       12,000                       12,000                       12,000                       12,000                       12,000                       12,000                       Court Security Revenue7,665                         7,000                         7,800                         8,000                         8,000                         8,000                         8,000                         8,000                         Municipal Jury Revenue91                               ‐                                  125                             150                             90                               90                               90                               90                               Court Technology Revenue7,921                         8,200                         6,500                         7,000                         7,000                         7,000                         7,000                         7,000                         Tree Mitigation Revenue144,863                     ‐                                  221,875                     ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  Escrow Income501,048                     ‐                                  500,000                     ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  CARES Act/American Rescue Plan Act Revenue595,441                     3,707,732                 4,464,534                 3,045,165                 ‐                                  ‐                                  ‐                                  ‐                                  Cash Seizures8,829                         ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  Miscellaneous3,245                         ‐                                  3,111                         ‐                                  ‐                                  ‐                                  ‐                                  ‐                                  Interest Income12,234                       2,400                         1,500                         1,425                         1,425                         1,425                         1,425                         1,425                         TOTAL REVENUES1,321,883$                3,762,332$                5,244,945$                3,101,240$                56,015$                      56,015$                      56,015$                      56,015$                     EXPENDITURESGeneral Government93,836                       275,404                     72,770                       502,565                                           130,000                        130,000                        130,000                        130,000 CARES ACT/American Rescue Plan Act600,785                     1,288,031                 1,420,316                 ‐                                                    6,090,330                                     ‐                                     ‐                                     ‐ Other ‐ Escrow Funds501,048                     ‐                                  500,000                     ‐                                                                     ‐                                     ‐                                     ‐                                     ‐ TOTAL EXPENDITURES1,195,669$                1,563,435$                1,993,086$                502,565$                   6,220,330$                130,000$                   130,000$                   130,000$                  Period Excess / (Deficit)126,214$                   2,198,897$                3,251,859$                2,598,675$                (6,164,315)$               (73,985)$                    (73,985)$                    (73,985)$                   NET CHANGE IN FUND BALANCE126,214$                   2,198,897$                3,251,859$                2,598,675$                (6,164,315)$               (73,985)$                    (73,985)$                    (73,985)$                   BEGINNING FUND BALANCE441,321$                   567,535$                   567,535$                   3,819,394$                6,418,069$                253,754$                   179,769$                   105,784$                  ENDING FUND BALANCE567,535$                   2,766,432$                3,819,394$                6,418,069$                253,754$                   179,769$                   105,784$                   31,799$                     Special Revenue Fund Summary174 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.  175 FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESCharges for Services2,022,682 1,478,505812,272 1,170,198 1,170,1981,170,198 1,170,198 1,170,198Other133,519                    139,000                    200,000                    136,500                    ‐                                  ‐                                  ‐                                  ‐                                  Interest Income48,341                       20,000                       20,000                       20,000                       20,000                       20,000                       20,000                       20,000                       TOTAL REVENUES2,204,542$                1,637,505$                1,032,272$                1,326,698$                1,190,198$                1,190,198$                1,190,198$                1,190,198$               EXPENDITURESTechnology Expenses85,349                       99,080                       99,080                       255,700                    80,900                       72,700                       83,700                       69,400                       Equipment Expenses33,257                       436,559                    436,559                    33,300                       168,866                    155,187                    369,932                    45,803                       Vehicle Expenses1,134,449                 861,946                    870,485                    352,148                    662,310                    433,181                    350,872                    601,422                    TOTAL EXPENDITURES1,253,055$                1,397,585$                1,406,124$               641,148$                  912,076$                  661,068$                  804,504$                  716,625$                  Period Excess / (Deficit)951,487$                  239,920$                   (373,852)$                 685,550$                  278,122$                  529,130$                  385,694$                  473,573$                  NET CHANGE IN FUND BALANCE951,487$                  239,920$                   (373,852)$                 685,550$                  278,122$                  529,130$                  385,694$                  473,573$                  BEGINNING FUND BALANCE2,790,393$                3,741,880$                3,741,880$                3,368,028$                4,053,578$                4,331,700$                4,860,830$                5,246,524$               ENDING FUND BALANCE3,741,880$                3,981,800$                3,368,028$                4,053,578$                4,331,700$                4,860,830$                5,246,524$                5,720,097$               Vehicle and Equipment Replacement Fund Summary176 DEPARTMENT MODEL YEAR MAKE MODEL ESTIMATED  REPLACEMENT  COST Vehicles Police Operations 2018 Chevrolet Tahoe 56,000                    Police Operations 2018 Chevrolet Tahoe 56,000                    Police Operations 2018 Chevrolet Tahoe 56,000                    Police Operations 2018 Chevrolet Tahoe 56,000                    Building Inspections 2014 Ford F150 25,148                    Park Operations 2014 Toyota Tacoma 26,500                    Park Operations 2014 Ford F250 39,000                    Stormwater 2014 Ford F250 37,500                    Total cost of vehicle replacements 352,148$               Equipment Water 2008 John Deere Gator 8,800                      Water 2008 Swenson Sand Spreader 12,000                    Water 2012 Husqvarna Street Saw 8,500                      Wastewater 2007 NORS Trailer 4,000                      Total cost of equipment replacements 33,300$                 Total cost of all replacements 385,448$               Vehicle and Equipment Replacement Listing Items to be replaced in Fiscal Year 2021‐2022 177 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 $75,000. The Town's claim administrator is UMR for medical claims and ProAct for pharmacy claims. 178  FUND BALANCEFUNDACCOUNT TYPEACTUAL2019‐2020AMENDED BUDGET2020‐2021PROJECTED2020‐2021ADOPTED BUDGET2021‐2022PLANNING YEAR   2022‐2023PLANNING YEAR   2023‐2024PLANNING YEAR   2024‐2025PLANNING YEAR   2025‐2026REVENUESEmployer Contributions2,505,398                 2,721,903                 2,650,000                 3,221,092             3,414,358                 3,653,363                 3,909,098                 4,182,735                 Employee Contributions668,942                    704,306                    747,237                    833,796                 875,486                    919,260                    965,223                    1,013,484                 Investment Income9,863                         7,000                         5,000                         5,000                     5,000                         5,000                         5,000                         5,000                         Other Income52,567                       ‐                                  140,000                    ‐                              ‐                                  ‐                                  ‐                                  ‐                                  TOTAL REVENUES3,236,770$                3,433,209$                3,542,237$                4,059,888$                4,294,843$                4,577,623$                4,879,321$                5,201,219$               EXPENDITURESOperating Expenses259,733                    267,393                    293,575                    325,025                                         275,000                       275,000                       275,000                       275,000 Claims2,282,778                 2,857,398                 3,003,872                 3,380,563                                   3,684,814                    3,961,175                    4,258,263                   4,577,633 Insurance248,000                    291,020                    290,289                    340,426                                         347,235                       354,179                       361,263                       368,488 Wellness Program‐                                  6,000                         6,000                         6,000                                                   6,000                            6,000                            6,000                            6,000 TOTAL EXPENDITURES2,790,511$                3,421,811$                3,593,736$                4,052,014$                4,313,048$                4,596,354$                4,900,526$                5,227,121$               Period Excess / (Deficit)446,259$                   11,398$                     (51,499)$                    7,874$                        (18,205)$                    (18,731)$                    (21,205)$                    (25,902)$                   NET CHANGE IN FUND BALANCE446,259$                   11,398$                     (51,499)$                    7,874$                        (18,205)$                    (18,731)$                    (21,205)$                    (25,902)$                    BEGINNING FUND BALANCE309,831$                  756,091$                  756,091$                  704,592$                  712,466$                  694,261$                  675,530$                  654,325$                  ENDING FUND BALANCE756,091$                  767,489$                  704,592$                  712,466$                  694,261$                  675,530$                  654,325$                  628,424$                  Health Insurance Trust Fund Summary179 180 APPENDIX 181 182 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 183 TOWN OF PROSPERFY 2021‐2022DISCRETIONARY PACKAGESGENERAL FUNDDEPTNET NET TOTAL  REVENUE/ TOTAL # DIV/DEPT RANK DISCRETIONARY PACKAGE TITLE FTEs  ONE‐TIME   ON GOING    COSTS  OFFSET  NET COSTS 190TOWN SECRETARY'S OFFICE1 PUBLIC MEETING VIDEO STREAMING SOLUTION               26,000               34,500                60,500 ‐                  60,500 192TOWN SECRETARY'S OFFICE2 PUBLIC INFORMATION REQUEST (PIR) SOFTWARE7,000  7,500                14,500 ‐                  14,500 193 FINANCE 1 GRANTS ADMINISTRATOR (NEW PERSONNEL)1.0     2,425                 89,936                 92,361 ‐                92,361 195 FINANCE 2 NEEDS ASSESSMENT AND RFP DEVELOPMENT FOR ERP        35,000 ‐                 35,000 ‐                35,000 197 HUMAN RESOURCES1 POSITION RECLASS HR SPECIALIST TO HR GENERALIST‐                 12,008      12,008 ‐                12,008 198 HUMAN RESOURCES2 PART‐TIME PAYROLL SPECIALIST (NEW PERSONNEL)0.53,425                 34,889                 38,314 ‐               38,314 200 IT1 GIS ‐ ENTERPRISE AGREEMENT AND SOFTWARE5,100  9,028                 14,128             ‐                14,128 202 IT2 AT&T FIRSTNET FOR PUBLIC SAFETY VEHICLE ROUTERS     58,000 ‐                58,000 ‐                58,000 203 IT3 RECLASS HELP DESK TECH TO HELP DESK SUPERVISOR               ‐                 10,583                 10,583 ‐                10,583 204 IT4 GIS ANALYST (NEW PERSONNEL)1.0                16,010           89,796              105,806                80,000          25,806 206 IT5 PART‐TIME ADMIN ASSISTANT ‐ IT (NEW PERSONNEL)0.5         2,500                 27,173                 29,673 ‐                29,673 207 IT6 CITYWORKS‐ENTERPRISE AGREEMENT               17,000            40,000                 57,000                  3,000              54,000 209 IT7 RAILROAD CAMERA SITE REBUILD               11,200           1,800                 13,000 ‐                13,000 210 COMMUNICATIONS1 TOWN WEBSITE REDESIGN               50,000 ‐                 50,000           ‐                50,000 211 COMMUNICATIONS2 FURNITURE FOR COUNCIL CHAMBERS  8,680 ‐  8,680 ‐                  8,680 212 COMMUNICATIONS3 COMMUNICATION PRINT PUBLICATIONS             ‐  9,400  9,400 ‐                  9,400 213 COMMUNICATIONS4 TOWN HALL BALCONY RECEPTIONS         ‐  2,400  2,400 ‐                  2,400 214 MUNICIPAL COURT1 PART‐TIME COURT CLERK (NEW PERSONNEL)0.5           12,438                 27,960                 40,398 ‐                40,398 216 MUNICIPAL COURT2 TICKET WRITERS AND PRINTERS               13,316  2,384                 15,700             ‐                15,700 217 NON‐DEPARTMENTAL1 COMPENSATION ‐ MARKET ADJUSTMENT GENERAL FUND‐              456,612              456,612 ‐             456,612 218 POLICE OPERATIONS1 POLICE OFFICERS ‐ FOUR (4) (NEW PERSONNEL)4.0             193,554              545,245              738,799 ‐              738,799 220 POLICE OPERATIONS2 DETECTIVE (NEW PERSONNEL)1.0                67,802              161,749              229,551           ‐              229,551 223 POLICE OPERATIONS4 COVERED PARKING            179,000 ‐              179,000 ‐            179,000 224 POLICE OPERATIONS5 CRASH REPORT SOFTWARE (PATROL TRAFFIC UNIT)4,000  500   4,500 ‐                  4,500 225 POLICE OPERATIONS7 LAWN MAINTENANCE‐  7,925  7,925 ‐                7,925 226FIRE OPERATIONS1 SIX FF/PARAMEDICS (NEW PERSONNEL)6.0       40,002              581,890              621,892    221,776             400,116 228 FIRE OPERATIONS1 THREE FF/PARAMEDICS (NEW PERSONNEL)3.0         20,001              290,947              310,948      373,249              (62,301)230 FIRE OPERATIONS2 STRYKER MEDICAL EQUIPMENT CONTRACT PROPOSAL‐                 63,714                 63,714                13,852                49,862 232 FIRE OPERATIONS4 KNOX KEY SECURE 59,030 ‐  9,030          ‐                  9,030 233 FIRE OPERATIONSFIRE ENGINE FOR FUTURE FIRE STATION 4         1,100,000 ‐           1,100,000 ‐          1,100,000 234 BUILDING INSPECTIONS 1 TWO BUILDING INSPECTORS (NEW PERSONNEL)2.0                61,488              195,082              256,570 ‐              256,570 236 PLANNING 2 COMPREHENSIVE PLAN             107,000                ‐              107,000 ‐              107,000 239 STREETS1 STREETS SUPERVISOR (NEW PERSONNEL)1.0                33,434              111,028              144,462          ‐              144,462 241 STREETS3 SIGNS AND SIGNAL SUPERVISOR (NEW PERSONNEL)1.0         31,142                 98,290              129,432 ‐              129,432 243 STREETS4 ADOPT‐A‐STREET PROGRAM6,950           1,534  8,484  ‐                  8,484 244 STREETS5 PAVEMENT DATA COLLECTION PROGRAM             109,000 ‐              109,000            ‐              109,000 184 TOWN OF PROSPERFY 2021‐2022DISCRETIONARY PACKAGESGENERAL FUNDDEPTNET NET TOTAL  REVENUE/ TOTAL # DIV/DEPT RANK DISCRETIONARY PACKAGE TITLE FTEs  ONE‐TIME   ON GOING    COSTS  OFFSET  NET COSTS 245 STREETS8 PUBLIC WORKS FUELING STATION ‐ PHASE I               40,000 ‐                 40,000 ‐                40,000 246 STREETS9 CERTIFICATION OF PUBLIC WORKS PROFESSIONALS ‐ STREETS3,180 ‐       3,180 ‐                  3,180 247 PARK ADMINISTRATION 1 PARK PLANNER (NEW PERSONNEL)1.0        2,750                 86,173                 88,923 ‐                88,923 249 PARK ADMINISTRATION 2 ADMINISTRATIVE ASSISTANT (NEW PERSONNEL)1.02,494                 68,288                 70,782 ‐               70,782 251 PARK ADMINISTRATION 3 CONTRACT LABOR FOR CAPRA/RECREATION PROGRAMMING               30,000 ‐          30,000 ‐                30,000 252 PARK ADMINISTRATION 4 CAPRA ACCREDITATION TRAVEL   3,805 ‐  3,805 ‐                  3,805 253 PARK ADMINISTRATION 5 MARKETING FOR PARKS AND RECREATION           4,100                 14,600                 18,700 ‐                18,700 255 PARK ADMINISTRATION 6 LAKEWOOD PARK LIGHTING IMPROVEMENTS    1,545,000 ‐           1,545,000 ‐          1,545,000 256 PARK ADMINISTRATION 7 DETENTION POND DEVELOPMENT MASTER PLAN             40,000 ‐                 40,000 ‐               40,000 257 PARK ADMINISTRATION 10 US 380 MEDIAN DESIGN PHASE 2    90,000 ‐                 90,000             45,000                45,000 258 PARK OPERATIONS2 CREW LEADER/SHOP MECHANIC (NEW PERSONNEL)1.0               34,240                 74,799              109,039 ‐              109,039 260 PARK OPERATIONS3 HEAVY EQUIPMENT OPERATOR (NEW PERSONNEL)1.0‐                 63,561                 63,561 ‐                63,561 262 PARK OPERATIONS4 RIDE ON FIELD STRIPER               15,750                 1,750                 17,500       ‐                17,500 263 PARK OPERATIONS6 CHEMICAL TECHNICIAN (NEW PERSONNEL)1.0‐                 61,282                 61,282 ‐                61,282 265 PARK OPERATIONS8 ARTIFICIAL PITCHING MOUNDS               16,000 ‐                 16,000        8,000                 8,000 266 RECREATION1 COMMUNITY PICNIC‐           22,000                 22,000  ‐                22,000 267 RECREATION2 RECREATION PROGRAMMING‐                 29,000                 29,000                31,800                 (2,800)268 RECREATION3 DOWNTOWN EVENTS‐          20,650                 20,650 ‐                20,650 269 LIBRARY1PART‐TIME SOCIAL MEDIA CONTENT/LIBRARY PRODUCTION SPECIALIST0.5‐                 27,117      27,117 ‐                27,117 271 LIBRARY2 INCREASE PHYSICAL COLLECTION  ‐  3,000  3,000              ‐                  3,000 272 LIBRARY3 LIBRARY MOBILE SHELVING               10,000 ‐                 10,000      ‐                10,000 273 ENGINEERING 1 SENIOR ENGINEER ‐ DEVELOPMENT (NEW PERSONNEL)1.0                10,585              138,676              149,261 ‐              149,261 275 ENGINEERING 2 PART‐TIME ADMIN ASSISTANT ‐ ENG (NEW PERSONNEL)0.5                10,780                 27,273                 38,053 ‐               38,053 276 ENGINEERING 3 RECLASS ADMIN ASSISTANT TO CIP FACILITATOR‐  2,968 2,968 ‐                 2,968 277 ENGINEERING 4MEDIAN LIGHTING DESIGN FOR US 380 ‐ DENTON COUNTY LINE TO LOVERS LANE               55,000 ‐   55,000 ‐                55,000 278 ENGINEERING 6 ADA TRANSITION PLAN            100,000 ‐              100,000   ‐              100,000 279 ENGINEERING SENIOR ENGINEER ‐ CIP (NEW PERSONNEL)    10,585              138,676              149,261              ‐              149,261 281ENGINEERING CONSTRUCTION SUPERINTENDENT (NEW PERSONNEL)          42,484              139,961              182,445 ‐              182,445 283 ENGINEERING COLEMAN (GORGEOUS ‐ PHS) DESIGN            450,000 ‐              450,000             450,000 284 ENGINEERING COLEMAN (GORGEOUS ‐ PHS) LAND ACQUISITION     625,000 ‐             625,000 ‐              625,000 285 ENGINEERING LEGACY (PRAIRIE ‐ FISHTRAP) DESIGN            575,000 ‐              575,000                  ‐              575,000 TOTAL PROPOSED28.5  $      5,947,250   $      3,833,647   $      9,780,897   $        776,677   $     9,004,220 185 TOWN OF PROSPERFY 2021‐2022DISCRETIONARY PACKAGESGENERAL FUNDDEPTNET NET TOTAL  REVENUE/ TOTAL # DIV/DEPT RANK DISCRETIONARY PACKAGE TITLE FTEs  ONE‐TIME   ON GOING    COSTS  OFFSET  NET COSTS SUPPLEMENTAL ONE TIME FUNDED IN FY 20/21310 POLICE OPERATIONS4 IN‐CAR CAMERA SYSTEM AND BODY WORN CAMERAS            377,225                 10,000              387,225 ‐              387,225 312 FIRE OPERATIONS5 STORM SIREN               32,575  1,285                 33,860 ‐             33,860 313 STREETS2 BUCKET TRUCK            101,728                 15,533              117,261 ‐              117,261 314 STREETS6 STREET BROOM               33,210  3,690                 36,900 ‐      36,900 315 PARK ADMINISTRATION 6 DOWNTOWN POND IMPROVEMENTS            120,000 500              120,500              ‐              120,500 316 PARK OPERATIONS1 CAPITAL EXPENSE‐VEHICLE               21,821  4,068                 25,889         ‐                25,889 317 PARK OPERATIONS4 SCAG WIND STORM BLOWER8,138  1,412  9,550           ‐                  9,550 318 PARK OPERATIONS5 AWNINGS FOR EQUIPMENT STORAGE               19,800 ‐                 19,800 ‐                19,800 319 PARK OPERATIONS7 VERTI‐CUTTER               10,500        1,500                 12,000 ‐              12,000 320 PARK OPERATIONS9SKID STEER               72,912       9,101                 82,013 ‐            82,013 321 PARK OPERATIONS10 Z‐MAX SPREADER/SPRAYER               10,500  1,950                 12,450         ‐                12,450 322 PARK OPERATIONS11 HEAVY DUTY TRAILER               16,425               1,825                 18,250     ‐                18,250 323 ENGINEERING 5 CAPITAL EXPENSE‐VEHICLE               31,498                7,442                 38,940      ‐                38,940 324 ENGINEERING 7 MEDIAN LANDSCAPE: PROSPER TRAIL (DNT‐525' EAST)            275,000 ‐              275,000 ‐             275,000 325 ENGINEERING 8 MEDIAN LANDSCAPE: COLEMAN (VICTORY ‐ PRESTON)          650,000 ‐              650,000 ‐              650,000 TOTAL ONE TIME FUNDED IN FY 20/21 $      1,781,332   $           58,306   $      1,839,638   $                    ‐     $     1,839,638 CUT326 IT8 TOWN HALL CABLE TV SERVICE‐               1,800  1,800       ‐                  1,800 327 POLICE OPERATIONS3 RECLASS RECORDS CLERK TO COORDINATOR/CASE MANAGER570  5,938         6,508 ‐                  6,508 329 POLICE OPERATIONS6 VERF‐VEHICLE RETENTION               21,335                 13,000                 34,335          ‐                34,335 330 911 COMMUNICATIONS  1 INCREASE BASE BUDGET FOR TRAVEL‐  5,000  5,000 ‐                5,000 331 911 COMMUNICATIONS  2 TWO 9‐1‐1 COMMUNICATIONS OFFICERS (NEW PERSONNEL) 2.02,162              129,347     131,509 ‐              131,509 333 STREETS7 TRAFFIC SIGNAL UPGRADE PLAN AND DESIGN            232,150              144,675              376,825         ‐              376,825 334 PARK ADMINISTRATION 9 FRONTIER PARK STORAGE BUILDINGS   173,000  1,000              174,000                 ‐              174,000 335 ENGINEERING 9 MEDIAN LANDSCAPE: RICHLAND (PROSPER COMMON ‐ COIT)            375,000 ‐              375,000 ‐              375,000 336 ENGINEERING 10MEDIAN LANDSCAPE: PRAIRIE (LEGACY ‐ 3,200' WEST); LEGACY (PRAIRIE ‐ 1,000' NORTH)         1,000,000 ‐           1,000,000 ‐          1,000,000 337 ENGINEERING 11 DESIGN AND CONSTRUCTION VIRTUAL VIDEO      75,000 ‐                 75,000 ‐                75,000 TOTAL CUT2.0  $      1,879,217   $         300,760   $      2,179,977   $   ‐     $     2,179,977 186 TOWN OF PROSPERFY 2021‐2022DISCRETIONARY PACKAGESGENERAL FUNDDEPTNET NET TOTAL  REVENUE/ TOTAL # DIV/DEPT RANK DISCRETIONARY PACKAGE TITLE FTEs  ONE‐TIME   ON GOING    COSTS  OFFSET  NET COSTS 340 FINANCE 2 NEW ERP SOFTWARE SYSTEM ‐ REMOVED            755,567              205,313              960,880     ‐              960,880 342 STREETS6 STORAGE BUILDING ‐ STREETS               15,806 ‐                 15,806         ‐                15,806 343 PARK ADMINISTRATION 8 PARKS, RECREATION AND OPEN SPACE MASTER PLAN            128,750 ‐              128,750 ‐              128,750 TOTAL REMOVED/REVISED BY DEPARTMENT $         900,123   $         205,313   $      1,105,436   $                    ‐     $     1,105,436 REMOVED/REVISED BY DEPARTMENT187 TOWN OF PROSPERFY 2021‐2022DISCRETIONARY PACKAGESWATER/SEWER  FUNDDEPTNET NET TOTAL  REVENUE/ TOTAL # DIV/DEPT RANK DISCRETIONARY PACKAGE TITLE FTEs  ONE‐TIME   ON GOING    COSTS  OFFSET  NET COSTS 286 UTILITY BILLING 1 UTILITY BILLING CLERK (NEW PERSONNEL) 1.0                     645                65,260                65,905                        ‐                65,905 288 NON‐DEPARTMENTAL 1 COMPENSATION ‐ MARKET ADJUSTMENT WATER FUND                         ‐                25,856                25,856                        ‐                25,856 289 WATER 1 CREW LEADER (NEW PERSONNEL) 1.0               31,842                86,912              118,754                        ‐              118,754 291 WATER 2 IRRIGATION SPECIALIST (NEW PERSONNEL) 1.0               31,092                75,710              106,802             18,500                88,302 293 WATER 3 FENCE EXTENSION FOR PUBLIC WORKS SITE               48,000                           ‐                48,000                        ‐                48,000 294 WATER 4RECLASS UTILITY FACILITIES MAINTENANCE SUPERVISOR TO UTILITY MAINTENANCE SUPERVISOR                         ‐                   3,798                   3,798                        ‐                  3,798 295 WATER 6 PUBLIC WORKS AND PARKS FACILITY NEEDS ASSESSMENT               80,000                           ‐                80,000                       ‐                80,000 296 WATER 7 CERTIFICATION OF PUBLIC WORKS PROFESSIONALS ‐ WATER                   8,745                           ‐                   8,745                        ‐                  8,745 297 WASTEWATER1 UTILITY LINE LOCATOR (NEW PERSONNEL)1.0               33,434                87,605              121,039                        ‐              121,039 299 WASTEWATER2 CERTIFICATION OF PUBLIC WORKS PROFESSIONALS ‐ WW                 3,975                           ‐                   3,975                        ‐                  3,975 TOTAL PROPOSED4.0  $         237,733   $         345,141   $         582,874   $        18,500   $        564,374 CUT338 WATER5 GAMIFICATION PROGRAM FOR CONSERVATION EDUCATION              35,000                           ‐                35,000                        ‐                35,000 339 WATER8 RECLASS ADMIN ASSIST TO MANAGEMENT ASSIST ‐ WATER                         ‐                   3,113                   3,113                        ‐                  3,113 TOTAL CUT $           35,000   $             3,113   $           38,113   $                ‐     $           38,113 REMOVED/REVISED BY DEPARTMENT                         ‐                        ‐                           ‐ 345 WATER9 STORAGE BUILDING ‐ WATER/WASTEWATER              76,100                           ‐                76,100                        ‐                76,100 TOTAL REMOVED/REVISED BY DEPARTMENT $           76,100   $                    ‐     $           76,100   $                ‐     $           76,100 188 TOWN OF PROSPERFY 2021‐2022DISCRETIONARY PACKAGESOTHER FUNDSDEPTNET NET TOTAL  REVENUE/ TOTAL # FUND RANK DISCRETIONARY PACKAGE TITLE FTEs  ONE‐TIME   ON GOING    COSTS  OFFSET  NET COSTS 300CRIME SPECIAL PURPOSE DISTRICT 1 COMPENSATION ‐ MARKET ADJUSTMENT POLICE SPD                          ‐                57,986                57,986                        ‐                57,986 301FIRE SPECIAL PURPOSE DISTRICT 1 COMPENSATION ‐ MARKET ADJUSTMENT FIRE SPD                         ‐                47,608                47,608                        ‐                47,608 302STORMWATER1COMPENSATION ‐ MARKET ADJUSTMENT STORMWATER                         ‐                   1,409                   1,409                        ‐                  1,409 303STORMWATER2 STORMWATER/EROSION INSPECTION SERVICES                         ‐                50,000                50,000                        ‐                50,000 304 SPECIAL REVENUE‐DONATIONS 1 PATROL BIKE PROGRAM (PD DONATIONS ACCT)                 5,015                           ‐                   5,015                        ‐                  5,015 305 SPECIAL REVENUE‐DONATIONS 2 COMMAND CENTER EQUIPMENT (SEIZED FUNDS)                 8,227                           ‐                   8,227                        ‐                  8,227 306 SPECIAL REVENUE‐DONATIONS 3 TRAINING (LEOSE FUNDS)                 4,000                           ‐                   4,000                        ‐                  4,000 307SPECIAL REVENUE‐DONATIONS 4 RADAR TRAILERS (CHILD SAFETY FUND)              14,318                           ‐                14,318                        ‐                14,318 308SPECIAL REVENUE‐DONATIONS 5 TRAFFIC UNIT WEIGHTS & MEASURES (CHILD SAFETY FUND)              20,380                           ‐                20,380                        ‐                20,380 309SPECIAL REVENUE‐DONATIONS 6 RIFLES‐SPECIAL RESPONSE TEAM (PD DONATIONS ACCT)              16,189                           ‐                16,189                        ‐                16,189 TOTAL PROPOSED0.0  $           68,129   $         157,003   $         225,132   $                ‐     $        225,132 189 TITLETYPERANK1This request is to fund a public meeting video streaming solution that includes hardware and software to enhancethe quality of the Town's virtual public meetings. The Town began using Zoom to hold virtual meetings in June2020 as a result of the COVID‐19 pandemic. Virtual meetings allowed the Town Council, Board members, andstaff, to continue to hold public meetings while quarantining, teleworking, or social distancing. Virtual meetingsalso allow residents and the viewing public to watch and participate in meetings from home. Governor Abbottrelaxed some of the restrictions of the Open Meetings Act to allow public meetings to be held via teleconference orvideoconference, and it is likely that those relaxed restrictions may become permanent. Many municipalities werealready live‐streaming public meetings prior to the pandemic. Virtual meetings provide increased transparency inpublic meetings and a higher level of convenience for meeting participants, residents, and the viewing public.    The current video streaming system is functional, but it has some limitations. Town staff does not currently havethe ability or the technology to index video or audio recordings of the Zoommeetings. Town staff's currentprocess is to manually edit the audio recording and post it to the website, usually within 2‐3 days of the meeting.Viewers must then manually fast‐forward through the recording to find theagenda item they want to hear. Townstaff has limited capacity to record meetings via Zoom, so each meeting must be immediately downloaded andsaved separately to keep from exceeding storage capacity.The proposed video streaming software would integrate with the Town's agenda management software, allowingviewers to follow along with the agenda during the live meeting. After the meeting, the post‐productioncomponent of the software will index the video recording and link it to the agenda, so viewers can easily jumpfrom one agenda item to another, without exceeding storage capacity.  This proposal includes live‐streaming and captioning hardware, software, and setup costs to record and index 60meetings per year, plus annual managed service costs. The initial proposal is to use the software for Town Council,Planning & Zoning Commission, and Parks & Recreation Board meetings. Information Technology (IT) staff willcontinue to run the meetings.  An estimate for additional overtime for IT staff is included in this package.The addition of video streaming software will elevate the professionalism and quality of the Town's virtual publicmeetings. The software will save Town staff time in manipulating, saving and editing audio recordings. Townresidents and the viewing public will have a better user experience when viewing and participating in publicmeetings.$34,500COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$60,500$34,500$34,500$34,500$6,5005419 IT LICENSES$54,000$28,000$28,000$28,000$28,0005115 SALARIES‐OVERTIME$6,500$6,500$6,500$6,500SUPPLEMENTAL DETAILS ‐ ACTIVEPUBLIC MEETING VIDEO STREAMING SOLUTIONDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐02EXP TOWN SECRETARY'S OFFICE190 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSN/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AIf this request is not funded, Town staff will continue to utilize the current process for holding virtual meetings viaZoom.191 TITLETYPERANK2N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATown staff will continue using the existing manual process of managing andtracking requests with an Excelspreadsheet. As PIR volume increases, service level to the public will decrease as the manual process requires ahigher level of staff time. A liability could occur if the 10‐day response time dictated by the Texas PublicInformation Act is exceeded.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is to fund a software solution for the Town Secretary's Office to manage Public Information Requests(PIRs). The current system is handled manually through an Excel spreadsheet. The software solution will providestaff with the ability to manage and track requests. In2019, 223 requests were processed and in 2020, 292 wereprocessed, representing a 30% increase in one year. Town staff expects thenumber of PIRs to increase as theTown continues to grow.  A PIR software solution will simplify the PIR process by providing staff with the ability to track and manage PIRs.Internal communication with departments is controlled by automated workflows to request responsivedocuments. Automated email reminders and notifications can be generatedfor staff to ensure legally‐mandateddeadlines are met.  Requesters can create an account to track the status of their request. An increased level of control is achieved by 1) Streamlining the collection of Freedom of Information Act (FOIA)requests from many channels (phone call, fax, letter, email, or web form),2) Centralized cross‐department andrequester communication, 3) Periodic automated reminders ensuring the 10 day deadline, 4) Redaction of sensitive information. This increased level of control translates into increased service levels to the public and decreasedliabilities to the Town.$7,500TOTAL$14,500$7,500$7,500$7,500$7,5005419 IT LICENSES$14,500$7,500$7,500$7,500SUPPLEMENTAL DETAILS ‐ ACTIVEPUBLIC INFORMATION REQUEST (PIR) SOFTWAREDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐02EXP TOWN SECRETARY'S OFFICE192 TITLETYPERANK1$89,936TOTAL $92,361 $89,936 $89,936 $89,936$1,0005970 VERF CHARGES FOR SERVICES $0 $480 $480 $480 $4805536 TRAINING/SEMINARS $1,000 $1,000 $1,000 $1,000$1,5005533 MILEAGE EXPENSE $200 $200 $200 $200 $2005530 TRAVEL $1,500 $1,500 $1,500 $1,500$755419 IT LICENSES $700 $700 $700 $700 $7005400 UNIFORM EXPENSE $75 $75 $75 $75$5005220 OFFICE EQUIPMENT $2,905 $0 $0 $0 $05210 OFFICE SUPPLIES $500 $500 $500 $500$1135186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $113 $113 $113 $113$1375180 TMRS EXPENSE $8,477 $8,477 $8,477 $8,477 $8,4775175 LIABILITY (TML) WORKERS COMP $137 $137 $137 $137$4565170 LIFE / ADD INSURANCE $47 $47 $47 $47 $475165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$8635155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $863 $863 $863 $863RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$59,4905145 SOCIAL SECURITY EXPENSE $3,688 $3,688 $3,688 $3,688 $3,6885110 SALARIES $59,490 $59,490 $59,490 $59,490TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐03EXP FINANCESUPPLEMENTAL DETAILS ‐ ACTIVEGRANTS ADMINISTRATOR (NEW PERSONNEL)DISCRETIONARY ‐ 2193 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Grants Administrator in October 2021.Investment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesGrant management and reporting is currently shared between the EmergencyManagement Coordinator (EMC)and the Finance Division. As the grant program has grown it is becoming necessary to bring on a dedicatedindividual to handle all aspects of grant applications and grant management. By having a dedicated staff personwe can fill‐in some gaps in the division of processes. Supports the Town's grant initiatives by researching andrecommending grant opportunities to departments, grant committee and management; and coordinates all grantactivities required by departments of the Town in compliance with federal, state and local laws, policies andprocedures. Coordinates the grant review and approval process; liaisonswith grantor agencies and maintains aworking knowledge of grantor rules, regulations and statutory requirements and ensures the Town is incompliance. Administers and inventories all grants received; submits grant applications, coordinates with theappropriate Town personnel and external agencies to ensure proper implementation of grant‐funded projects andrelated programs, monitors progress status, properly reports progress to funding agencies on various grantor sites(monthly, quarterly, or annually as required), and complies with grant close‐out procedures as required by thegrantor. Works in cooperation with the Town's Emergency Management Coordinator on reimbursements forfederal, state, or other declared disasters. Compiles documents and information necessary to complete year‐endaudit work papers for single audit. Serves as the Town liaison for community coalitions and roundtables as relatedto grants; and investigates and responds to any complaints received about grant activities.  The addition of a dedicated Grants Administrator in Finance will relieve the Senior Accountant and AccountingManager of the reporting duties and compilation of documents at year‐end for audit purposes and allow them tofocus on the core functions of their positions. Will work in a coordinated effort with the Emergency ManagementCoordinator to seek out and apply for funding opportunities. The Emergency Management Coordinator will soontake over the management of the Continuous Process Improvement (CPI) program. This position will relieve somegrant functions from the Emergency Management Coordinator as he takes on this task. A Grants Administratorwill have more time to focus on searching for grant opportunities to share with departments to increase the Town's grant awards.         In FY 19/20 the Town applied for eight grants and was awarded seven for a total award of $653,529 in funds. Sixof the seven awarded grants have ongoing reporting. $1,344,150 in CARES Act funds were also received. ThroughMay in FY 20/21 the Town has applied for seven grants and has so far been awarded two for a total award of$1,171,377 in funds.$662,567 in CARES Act funds has also been awarded. The Town has received notice that itwill receive more than five million dollars in new federal funding due to the Coronavirus Pandemic. Initialinformation released on this funding has it slated for disbursement in twophases. This funding will require a greatdeal of management on the Town's part to ensure we are complying with expenditure and reporting requirements,as well as staying abreast of the frequently updated regulations surrounding the funding. Additional pendingapplications total more than eight million dollars in funding. One of the pending grants is a SAFER grant for thehiring of personnel to staff the new central fire station. This grant awardwill be for a period of three fiscal yearsand will require finance department personnel to gather a significant amount of data and submit monthly orquarterly reports to request reimbursement. This is in addition to the grants they are currently managing as well asother pending grant awards.    WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?It is the goal of the Town to apply for outside funding sources for projects that are already on the horizon in orderto offset costs we are already anticipating. Additionally, some grants may provide for the reimbursement of grantmanagement expenses, which includes salary of management personnel.The roles and responsibilities surrounding the grant function will continue to be shared between the EMC and theFinance Division. These personnel are already at capacity on the management of grants and their current duties.We will not be able to apply for additional grants due to their current workload.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.194 TITLETYPERANK2WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATheTownwill continueto utilizethecurrentsoftwareapplications. As the Towncontinuesto grow we will begin toexperience more inefficiencies in workflow and processes as we have outgrown the current systems and theircapabilities. OpenGov has begun rewriting a great deal of the programming within STW, and as an on premiseclient the intended results are not always what we experience. We currently spend a great deal of timetroubleshootingissuesthat arise out ofthe programming updates thatare happening. OpenGov programmers arestill learning the intricacies of financial software and how the modules interact with and affect each other. By notfunding this request we will need to make a decision on how to move forward with OpenGov and determinehowlong they will support our on premise version of the software. Staff will continue to troubleshoot and send insupport requests as problems arise which can take weeks or even months to resolve. COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The current financial system (STW) was acquired by OpenGov in January 2020. It is the desire of OpenGov totransition all existing customers to their Cloud based system from the on premise version that the Town currentlyutilizes. In theFY 20/21 budgetTownCouncil approved$35,000 for this transition. As staffworked withOpenGovtheyprovidedan updatedquote and project outlinewhich changedthe scopeof theproject from a server upgradeto a full scale software conversion. Initial quotes received for this transition exceed the competitive bid limit andthe original scope of an upgrade. This request is to allocate funding for a needs assessmentand RFP developmentfor procurementand implementationof an Enterprise Resource Planning (ERP) software system. This funding willbe added to the $35,000 that is currently budgetedfor the transition to the Cloud server with OpenGov as we didnot make this transition. Areas addressed in the needs assessment will be Finance, Payroll, Utility Billing, HumanResources, and Municipal Court. Town staff recommends proceeding with an RFP to ensure we are getting thebestproductfor theTown. Once proposalsare received,evaluated,and a systemselected,we will requestfundingin theFY 22/23 budget. Preliminary estimatespredictan approximatethirty monthimplementationtimeframeforall software modules.  Preliminary software estimates:One‐time software costs ‐ 730,000Ongoing annual costs ‐ 205,313Implementation assistance ‐ 230,880 (FY 22/23 ‐ 91,083; FY 23/24 ‐ 97,180; FY 24/25 ‐ 42,620) Actual annualbreakout may differ as we change the scope of implementation order. A needs assessment will be conducted and an RFP will be compiled. We will then solicit proposals for an ERPsystem.  This process will provide budgetary numbers to be proposed for the FY 22/23 budget process.   $0TOTAL$35,000$0$0$0$05410 PROFESSIONAL SERVICES$35,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVENEEDS ASSESSMENT AND RFP DEVELOPMENT FOR ERPDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐03EXP FINANCE195 N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesSUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS196 TITLETYPERANK1SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSReclassify the position of Human Resources Specialist to Human Resources Generalist ‐ Recruiting Financially responsible Town government providing exceptional municipal services. Reclassify the position of Human Resources Specialist to Human Resources Generalist ‐ Recruiting. Reclassify the position of Human Resources Specialist to Human Resources Generalist ‐ Recruiting. The HRSpecialist is performing more tasks and greater responsibility than is outlined in the job description. The HRSpecialist has taken over all responsibilities for the hiring process, working with departments to ensure they have aqualified candidate pool and hire the best candidate available. In addition this position has become the Town'sNeoGov administrator, implementing Onboard and E‐Forms to help the Town become faster and more efficient aswell as providing training to departments on how to use NeoGov. The Town of Prosper continues to grow.Employees have increased from 242 employees FY 18/19 to 266 in FY 19/20 to 284 in FY 20/21 and will be over300 next fiscal year. Recruiting for vacancies due to new positions and turnover, the HR department assisteddepartments with filling 54 vacancies last year and is projected to fill over 60 positions this fiscal year. Last fiscalyear HR processed 1,500 applications for 54 employees onboarded. This year we are on pace to receive 2,300applications for 60 vacancies. This position has accepted more responsibility and workload beyond the currentscope of the HR Specialist position.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe person in this position is performing above expectation as the HR Specialist. This employee does much morethan the current job description reflects. The employee enabled NeoGov toauto‐route applications, increasing theefficiency of the department. Implemented NeoGov Onboard and E‐Forms to move the department forward tobecome paperless and more efficient. They have also taken the position andtransitioned it from an entry level HRposition assisting departments with recruiting into a Generalist position that is now responsible for all recruiting.This employee is performing many more responsibilities than is in the present job description details.$12,008COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$12,008$12,008$12,008$12,008$1,3995185 LONG TERM/SHORT TERM DISABILIT$19$19$19$19$195180 TMRS EXPENSE$1,399$1,399$1,399$1,399$1425175 LIABILITY (TML) WORKERS COMP$23$23$23$23$235150 MEDICARE EXPENSE$142$142$142$142$9,8165145 SOCIAL SECURITY EXPENSE$609$609$609$609$6095110 SALARIES$9,816$9,816$9,816$9,816SUPPLEMENTAL DETAILS ‐ ACTIVEPOSITION RECLASS HR SPECIALIST TO HR GENERALISTDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐04EXP HUMAN RESOURCES197 TITLETYPERANK2The Human Resources Department is requesting a Part‐Time dedicated payroll person to complete detailedtransactions and data entry into STW. This position will enter all new hire information, employee records,compensation, benefits, leave and salary data into STW for all employees in compliance with Federal, State andLocal laws.            Currently theHuman ResourcesGeneralist, entersand maintains all payroll and employeedata in STW. Every newhire positionrequires 60 individual entries into STW. In FY 19/20 HR onboarded 54 new employees. Year to datethrough April HR has onboarded 40 new employees and is on pace to onboard 65 employees for the fiscal year.The total number of employeeshas increased each year, from 242 in FY 18/19 to 266 in FY 19/20 to 284 thisfiscalyear. Not including new hires, each employeegets an annual performance review with 99.9% of these employeesreceiving a merit increase. Salary increases must be verified and enteredintoSTW each pay period. In additiontoentering payroll the HR Generalist is also responsible for benefits administration, assisting employees with issueswith UMR, Principal, EyeMed, and/or any other benefits being offered to employees. The Generalist alsoprocesses/auditsmonthlyinvoices for HR. TheHR Generalistcurrently spends50% ofher time each weekenteringdata into STW for new hires, promotions, annual performance reviews, employees address changes, bankingchanges, marriages, births, etc.     WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AStandard fiduciary practices require segregation of duties from entering and processing payroll. The HRdepartment will become overwhelmed with payroll entries, the HR Generalist will devote more of her time withpayroll data entry limiting her ability to function as the benefits administrator and assist employees with benefitsquestions and/or issues.   $34,889COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$38,314$34,889$34,889$34,889$1,0355970 VERF CHARGES FOR SERVICES$0$480$480$480$4805419 IT LICENSES$1,035$1,035$1,035$1,035$05230 DUES, FEES, AND SUBSCRIPTIONS$300$300$300$300$3005220 OFFICE EQUIPMENT$3,905$0$0$0$625180 TMRS EXPENSE$3,840$3,840$3,840$3,840$3,8405175 LIABILITY (TML) WORKERS COMP$62$62$62$62$3915155 SUTA EXPENSE$162$162$162$162$1625150 MEDICARE EXPENSE$391$391$391$391$26,9485145 SOCIAL SECURITY EXPENSE$1,671$1,671$1,671$1,671$1,6715110 SALARIES$26,948$26,948$26,948$26,948SUPPLEMENTAL DETAILS ‐ ACTIVEPART‐TIME PAYROLL SPECIALIST (NEW PERSONNEL)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐04EXP HUMAN RESOURCES198 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Part‐Time Payroll Specialist in October 2021.   Investment in Prosper's future.199 TITLETYPERANK1COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Currently, we are procuring our spatial software with an a la carte model and spending $11,746.35 annually for atotal of 3 desktop licenses, basic server licensing, and a single desktop extension. This request is to enroll the Towninto a small government enterprise agreement, a population‐based program.The purpose of this request is to redefine how we use spatial technology; from a basic, points‐on‐a‐map with dataentry maintained by the GIS department towards a system of record, that acts as the "data spine" for ourorganization, with information automatically populated from our various business systems accessible in a singlehub. This will allow us to build solutions against the technology, insteadof being limited by the licensing level ofthe technology we've purchased; essentially what can we imagine vs. what can we afford. Allowing a more agileapproach to technology deployment and access to cutting edge products.NOTES:38,500 ‐ Esri Enterprise Agreement: Local Government Population Level Two (25,001 to 50,000)4,000 ‐ Esri GeoEvent Server: Term License400 ‐ Esri Image Analyst Extension: Term License6,300 ‐ FME Desktop Database Edition Perpetual License; automation software1,200 ‐ FME Annual Upgrades and SupportThe benefits can be described across these main areas: modernizing our spatial deployment, empowering activeGIS participation by all end‐users, and enabling high‐value workflows. Transitioning to an enterprise agreementallows us to implement a variety of applications/workflows without the overhead of accounting for per‐personlicensing, required extensions, or per‐core licensing for server products; allowing us to scale without regard tobudgetary or calendar restraints. This shift utilizes spatial technology as the digital infrastructure that connects andaugments the various business systems throughout the town; allowing a common operating picture. Data is nolonger siloed into specific business systems only accessible by a few subject matter experts.Modernize the Spatial Deployment‐ upgrading to a utility network (water, storm, sanitary); allows additional capabilities like flow tracing andcustomer impact analysis. Upgrading the roads to utilize network capabilities; allows drive‐time analysis, turn‐by‐turn navigation services usable by 3rd party software like Energov‐ allow automated Quality Control and a framework for building Quality Assurance through repeatable/assignableworkflowsEmpower Active GIS Participation‐ allow field staff to utilize a suite of COTS apps for various data collection tasks. Lets us answer the questions: whodid the work, when, and where. Compatible with our current CityWorks implementation‐ allow office staff the ability to utilize desktop GIS to create simple maps, perform light analysis, and utilize COTSapplications for simple tasks (geo‐enabled surveys for customer satisfaction, festival attendance, MiFi Check‐Outsat the library, sending research requests to neighboring municipalities)‐ deploy additional public‐safety solutions like desktop‐based crime analysis, field‐based incident planningEnable High‐Value Workflows‐ GeoEvent Server will allow us to consume AVL/GPS feeds utilizing our vendor's pre‐built connectors; allowing ourusers to access this data in multiple formats like dashboards and interactive maps.‐ Imagery analytics will allow us to perform machine learning tasks on our aerial imagery and LiDAR data.Deliverables would include: building footprints, impervious surfaces,object detection, land cover classification,extracting utility information‐ FME Workbench is a low‐code automation tool; the benefit is significantly less development time compared towriting computer programming languages like Python, requiring less training/skills requirements from GISemployees which can inflate the cost of hiring quality candidates$9,028TOTAL$14,128$9,028$9,028$9,028$9,0285419 IT LICENSES$14,128$9,028$9,028$9,028SUPPLEMENTAL DETAILS ‐ ACTIVEGIS ‐ ENTERPRISE AGREEMENT AND SOFTWAREDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGY200 N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?No specific revenue enhancements are contained within the package, although this technology presents plenty ofopportunities for Continuous Process Improvements. $11,272.00 used to fund ESRI licensing in previous years willbe allocated to this package (see Base Budget for details). GIS is also planning on self‐hosting the ESRI platformusing Town data center resources (the existing virtual server cluster) which will result in an additional annualsavings of $25,000.00 (the current annual cost for GIS hosting with New Edge Services).Proposed Cost: 38,500+4,000+400+6,300+1,200 = $50,400$50,400 ‐ 11,272 (previously budgeted funds) ‐ 25,000 (NewEdge) = $14,128By taking the a la carte, incremental approach to implementing spatial technology, every project moving forwardwill need to be evaluated for scope, licensing, and budget. This will have the effect of pre‐empting most ad hocprojects as our licensing will be a limiting factor in all of these decisions. This self‐imposed scarcity can only beaddressed in two ways: estimate and procure more licensing every budget year or implement clawbacks againstthe originator department's budget. There are things that we can replicate without some of this licensing, butthose will need to be programmed from scratch which adds time, complexity,and a level of technical debt thatcould be cumbersome in future years. In closing, we will be adding an artificial time constraint to all of our projectsmoving forward if this is not funded; with an enterprise license we can implement projects as fast as we canprocess it, we will be restricted against what we have budgeted for in a single year.In terms of named user licensing, we only have 5 field licenses available (of which 3 are needed for the core GISteam); this implies shared licensing for any team that participates in field collections (fire, water, storm, sanitary,streets, parks). The inability to track edits on a per‐user level (Esri best‐practices) obfuscates who did what, where,and limits the accountability for teams to maintain quality data. The alternative is to budget X number of licenses,when those are used we again revert to sharing licensing (against best practices), mothball that project until thenext fiscal year, or clawback the funds from the originator department (which has been proven to disincentivizeparticipation). The last two options are demoralizers, they either paintthe GIS/IT department as unresponsive todepartmental need or inept/unable to deploy solutions in a timely manner;technology claw‐backs implement anunnecessary administrative review for workflows as each license requestis evaluated beyond the workflow to askthe question, "do we really need to spend X dollars for this capability" instead of focusing on the ability to providenew services, creating a healthier work environment through CPI, or enabling better analysis‐driven decision‐making.For desktop licensing, we have no available seats. This is similar to the above in that we discourage active GISparticipation and it also forces all requests to be routed through the coreGIS team. This increases projectimplementation times as users are unable to self‐service, ad hoc requestsreceive priority over longer‐termimplementation projects.In terms of high‐value workflows, the alternative is that we write our own automation that mimic thesecommercially available products; the development time for this kind of computer‐programming varies from 1‐6months depending on the scope as the core GIS team is responsible for automation this will have a snowball effectof delaying long‐term implementation projects and creating longer wait times for other ad hoc requests. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS201 TITLETYPERANK2N/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/APublic Safety vehicles will continue to experience periodic drops in coverage, resulting in CAD software errors,disconnections, and slowdowns.  SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.In May of 2021, I.T. conducted a test of AT&T FirstNet LTE performance in Public Safety vehicles,in comparison tothe current Verizon LTE service. Test results indicate significantly improved coverage in all areas of theTown, including those areas where Verizoncoverage alone was known to drop.This request will add a FirstNet Band14‐enabled modem to each Public Safety vehicle's Cradlepoint router, aNetCloud subscription upgrade, an antenna, and the FirstNet LTE annual service subscription.Estimated one‐time cost for modems, antennas, subscription, and installation: $58,000FirstNet is a federally‐mandated cellular communications system designed to ensure first responders have reliableand available LTE service, even in disaster situations. Among other features are a dedicated frequency range (Band14) and priority and preemption (first responder devices have priority over civilian devices and also have the abilityto knock a civilian device off a tower if it is at capacity when a connection is attempted).$0TOTAL$58,000$0$0$0$05350 VEHICLE EXPENSE$58,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEAT&T FIRSTNET FOR PUBLIC SAFETY VEHICLE ROUTERSDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGY202 TITLETYPERANK3SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSReclassify the position of Help Desk Technician to Help Desk Supervisor. Financially responsible Town government providing exceptional municipal servicesSpan of control is now fairly wide in I.T. and having a Help Desk Supervisor could help alleviate that issue. Thecurrent Help Desk Technician I has demonstrated stellar performance, both in terms of day‐to‐day service, as wellas supervisory abilities; they have organically become the help desk leadand provide direction and instruction toour two newest team members.  It is expected that an estimated 20% of this position's time will be spent onadministrative and supervisory dutiesand 80% will be spent on help desk support ticket escalations.This position will reduce the administrative and supervisory workload ofthe I.T. Director and assist in the ability toestablish help desk baseline performance metrics and operational guidelines.         WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe I.T. Director will remain responsible for all of the enumerated dutiesand tasks, reducing their ability to focuson department and Town‐wide concerns.   $10,583COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$10,583$10,583$10,583$10,583$1,2335185 LONG TERM/SHORT TERM DISABILIT$16$16$16$16$165180 TMRS EXPENSE$1,233$1,233$1,233$1,233$1255175 LIABILITY (TML) WORKERS COMP$20$20$20$20$205150 MEDICARE EXPENSE$125$125$125$125$8,6535145 SOCIAL SECURITY EXPENSE$536$536$536$536$5365110 SALARIES$8,653$8,653$8,653$8,653SUPPLEMENTAL DETAILS ‐ ACTIVERECLASS HELP DESK TECH TO HELP DESK SUPERVISORDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGY203 TITLETYPERANK4$300TOTAL $105,806 $89,796 $89,796 $89,796 $89,7965630 SAFETY EQUIPMENT $300 $300 $300 $300$7005536 TRAINING/SEMINARS $1,000 $1,000 $1,000 $1,000 $1,0005533 MILEAGE EXPENSE $700 $700 $700 $700$1,6955530 TRAVEL $2,000 $2,000 $2,000 $2,000 $2,0005419 IT LICENSES $7,315 $1,695 $1,695 $1,695$3055400 UNIFORM EXPENSE $200 $200 $200 $200 $2005230 DUES,FEES,AND SUBSCRIPTIONS $705 $305 $305 $305$6005220 OFFICE EQUIPMENT $9,990 $0 $0 $0 $05186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600$8,0695185 LONG TERM/SHORT TERM DISABILIT $108 $108 $108 $108 $1085180 TMRS EXPENSE $8,069 $8,069 $8,069 $8,069$475175 LIABILITY (TML) WORKERS COMP $130 $130 $130 $130 $1305170 LIFE / ADD INSURANCE $47 $47 $47 $47$1,2005165 DENTAL EXPENSE $456 $456 $456 $456 $4565162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200$1625160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248 $10,2485155 SUTA EXPENSE $162 $162 $162 $162$3,5115150 MEDICARE EXPENSE $821 $821 $821 $821 $8215145 SOCIAL SECURITY EXPENSE $3,511 $3,511 $3,511 $3,511RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$56,6245143 CELL PHONE ALLOWANCE $1,620 $1,620 $1,620 $1,620 $1,6205110 SALARIES $56,624 $56,624 $56,624 $56,624TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGYSUPPLEMENTAL DETAILS ‐ ACTIVEGIS ANALYST (NEW PERSONNEL)DISCRETIONARY ‐ 2204 One GIS Analyst in October 2021.Investment in Prosper's FutureFinancially responsible Town government  providing exceptional municipal servicesSuccessful Dallas North Tollway DevelopmentSuccessful Prosper Downtown RedevelopmentWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?The $80,000 the Town previously paid to Frisco for GIS services will be allocated to funding this request and willoffset most of the cost of the position.The Town will increase the timelines for implementing new projects that are specifically made possible through ourELA; unachieved major projects represent un‐utilized capabilities thatwe pay for regardless, through our ELA.Routine maintenance work will also take precedence over the development of major projects; automations thatminimize routine maintenance will also compete for limited person‐hoursas this requires development time towrite and test computer code. Inadequate staffing within the GIS department may force an emergency‐onlyresponse as the sole Senior GIS Analyst bounces between projects that eachbecome ASAP or other prioritydepending on the Town's needs‐‐ ‐‐all during an implementation period of anew enterprise permitting softwareEnergov.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The GIS Analyst will ensure ad hoc requests, one‐off projects, and routinedeliverables are completed withinappropriate service level agreements (SLAs). This position will prioritize core functions of the GIS department toinclude: data entry/maintenance, field data collection, and labor‐intensive schema enhancements. Supports theSenior GIS Analyst in implementing spatial infrastructure and capabilities.When the various options were discussed regarding what direction we wouldtake to bring GIS in‐house, a secondGIS position, to be added after the Senior GIS Analyst was filled, was the most favored option. A second position within the GIS department will allow general tasks to be completed with a faster turnaround,and quicken the implementation of the major projects enumerated in the previous section. After the completion ofthose projects, multiple personnel will allow GIS better coverage for spending the required time with subjectmatter experts throughout the departments to assess needs, develop compelling applications, and implementchanges quickly. This bandwidth will enable more ambitious projects to betackled as routine maintenance dutieswill be shared between the two positions, enabling a wider schedule of collaboration and time to developautomation for routine maintenance tasks.205 TITLETYPERANK5One Part‐Time Administrative Assistant in October 2021. Financially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe I.T. Director will remain responsible for all of the enumerated dutiesand tasks, reducing their ability to focuson department and Town‐wide concerns.   SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Administrative duties are consuming more and more of the I.T. Director's time, particularly bill processing,purchasing card, and PO requisition entry. Dedicating a part‐time position to those and other duties will free uptime for strategic, policy‐focused tasks and project management.  This position will reduce the administrative workload of the I.T. Director to improve productivity and improvereporting and transparency to Executive Team members.$0TOTAL$29,673$27,173$27,173$27,173$27,1735419 IT LICENSES$700$0$0$0$05220 OFFICE EQUIPMENT$1,700$0$0$0$05210 OFFICE SUPPLIES$100$0$0$0$515180 TMRS EXPENSE$3,152$3,152$3,152$3,152$3,1525175 LIABILITY (TML) WORKERS COMP$51$51$51$51$3215155 SUTA EXPENSE$162$162$162$162$1625150 MEDICARE EXPENSE$321$321$321$321$22,1165145 SOCIAL SECURITY EXPENSE$1,371$1,371$1,371$1,371$1,3715110 SALARIES$22,116$22,116$22,116$22,116SUPPLEMENTAL DETAILS ‐ ACTIVEPART‐TIME ADMIN ASSISTANT ‐ IT (NEW PERSONNEL)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGY206 TITLETYPERANK6COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Currently, we are procuring our asset management software with an a la carte model and spending $23,000.00annually for a total of 11 licenses, basic server licensing, and 3 API licenses (connectors to other software). Thisrequest is to enroll the Town into a small government enterprise agreement, a population‐based program.The Enterprise Agreement is based on Census calculations, because those are not yet out, we are able to lock‐inpricing at the lower level for an additional 3 years (ending September 2024). After which period we will be payingapproximately $60,000 for the same service. If this item is not approved, then we will pay the higher price for thisapproval next budget cycle.NOTES:$40,000 ‐ CityWorks Enterprise Agreement: Local Government Population Level Two    (10,001 to 25,000)$60,000 ‐ CityWorks Enterprise Agreement: Local Government Population Level Three (25,001 to 50,000)Due to the contract renewal date in September, Year 1 accounts for the $17k cost delta from our a la carte modelto bring us into the enterprise agreement beginning October 1 and also the first renewal at $40k due in September2022. The CityWorks Enterprise agreement offers several advantages: unlimited licensing, access to additional APIs, andan inventory management solution. Together these benefits will allow us to deploy CityWorks into additionaldepartments, integrate it into additional business systems, and satisfy the state's reporting requirements.Unlimited Licensing‐ Moving to an unlimited licensing model will allow us to further empower our employees. With more namedusers, more data entry could be accomplished by our field teams (instead ofdata entry by supervisors at the officeafter the work is complete)‐ Access to mobile field applications (respond, native apps)‐ Ability to deploy to additional departments: Parks, Utility Billing, FacilitiesAdditional APIs‐ eURLs ($2k a la carte), the ability to export reports as an internet feature service; allowing the creation ofdashboards/maps we could: ‐‐‐ utilize these to facilitate citizen engagement by showing where work has been completed‐‐‐ create internal maps for better work scheduling‐‐‐ analyze where work is frequently occurring to identify faulty assets‐ Extended Work‐Order API ($19k a la carte), the ability to integrate 3rd party systems like customer informationsystems (utility billing), financial systems, and SCADA systemsInventory Management Solution‐ at the Town's current population tier we are statutorily required to inventory items used during the course of ourwork‐ inventory items can be bundled per job, alerting staff before they enter the field if they will need additionalsupplies‐ inventory can be organized per warehouse and per vehicle, allowing a moreeven flow, preventing delays frompart ordering, and having better clarity into the budget for subsequent years$40,000TOTAL$57,000$40,000$40,000$40,000$40,0005419 IT LICENSES$57,000$40,000$40,000$40,000SUPPLEMENTAL DETAILS ‐ ACTIVECITYWORKS ‐ ENTERPRISE AGREEMENTDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGY207 N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?If approved, this package will result in a savings of $3,000 in the General Fund annually. We are currently paying a significant amount of money for a platform that could accommodate multipledepartments; however, it is only used by one (Public Works) currently. By forgoing the enterprise agreement anydepartment that would want to begin using the CityWorks platform would need to scope and procure licensing insubsequent budget years. Licensing‐ named user licensing (for 6 seats, $6k)‐ along with the cost of any APIs (currently we pay $9k to license 3 APIs) thatthey might need to integrate theircurrent business systems. The extended work‐order API costs $19k alone and is needed for connecting to otherdatabases like financial systems (ex. ERP)‐ this could ultimately create a barrier to entry for other departments to join (our CityWorks deployment is 5 yearsold and only includes Public Works) and may push them to delay implementing CityWorksEnterprise Agreement Price Increase‐ If we do not fund this request the cost of an enterprise agreement will riseto $60,000 which will make it harderto justify in the short term without having any access to the increased benefits. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS208 TITLETYPERANK7N/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe current system will remain in place, along with the frequent outages currently being experienced.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The company engaged to setup cameras and a website to monitor the railroad crossings (911 Security) has notperformed well maintaining the system over the last two years and I.T and the Fire Department are looking todevelop a more scalable, long‐term solution. The proposed solution wouldcover the cost of building a new siteusing a video content delivery network (CDN) which will allow many more simultaneous users than the currentsystem supports as well as the seamless integration of additional camera locations in the future. Also included isthe ongoing cost for CDN bandwidth/usage.This system is relied upon daily by Town Public Safety personnel and PISD tomonitor the crossings. FD and ITpersonnel field multiple calls, and Public Safety response times are negatively affected, when the system isunavailable (which is often).A better user experience for both residents and Town staff, as well as better reliability and uptime.$1,800TOTAL$13,000$1,800$1,800$1,800$1,8005418 IT FEES$13,000$1,800$1,800$1,800SUPPLEMENTAL DETAILS ‐ ACTIVERAILROAD CAMERA SITE REBUILDDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGY209 TITLETYPERANK1N/AFinancially responsible Town government providing exceptional municipal servicesInvestment in Prosper's FutureTown Website Upgrade: Phase 1 ‐ Needs Assessment was identified as a Policy Top Ten item in the Strategic PlanWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATown residents and stakeholders depend on the Town website for accurate and reliable information about Townprograms, events, and activities. The current Town website has some deficiencies that require improvement inorder maximize the website as a communication tool. Without a robust website, the Town is missing out on acritical opportunity to keep our residents and stakeholders informed and engaged.  If this request is not funded, the Town will continue to use the existing website.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request will fund a comprehensive evaluation and redesign of the Townof Prosper website. The currentwebsite has been in use since 2015. There are some deficiencies with the website that have been identified bystaff and residents, such as the inability to easily locate information, and a site map organization that is notintuitive or easy to navigate.  Town staff has encountered some limitations with page design options as well.  Industry standards indicate that a website should undergo a redesign/rebuild every 3‐5 years to keep up withtechnological changes and search engine optimization. The Town website also needs to be upgraded in order tocomply with ADA standards.Town staff intends to prepare a Request for Proposal (RFP) for a website needs assessment and redesign to identifya vendor that can handle all project phases, including a content audit, consultation, site map organization, websitedesign, development, content migration, training, and implementation.The RFP will also include a redesign andcontent migration for the Employee Intranet Site and the Council Dashboard.Estimated one‐time costs for all design, development and implementationis approximately $50,000. RecurringAnnual Maintenance Service Fees and Monthly Web Hosting Fees are an existing budget item estimated at$24,000 per year.The Town website is the primary communication tool to convey information about the Town's operations,government activities, programs, and events. The website is often the "first impression" a new resident, business,or visitor has of the Town. For that reason, it is important that the Town website is well‐organized, well‐designed,and easy‐to‐navigate. A redesigned website will provide a better user experience for Town residents, stakeholdergroups, staff, and Council in locating the information they need.  $0TOTAL$50,000$0$0$0$05480 CONTRACT SERVICES$50,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVETOWN WEBSITE REDESIGNDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐06EXP COMMUNICATIONS210 TITLETYPERANK2N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATown staff will sit in the audience with guests and visitors, without tables.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is for funding to purchase twelve portable tables for use in the Council Chambers. The tables will beon casters so they can be set up in different configurations to accommodatevarious types of meetings. The tableswill match the existing wood finish in Chambers.  In 2020, the furniture in Council Chambers was rearranged in order to accommodate social distancing. To provideadditional space for staff, the tables in the Community Room were moved to Council Chambers. Now thatoccupancy restrictions have been lifted, it is likely that demand for the use of the Community Room will increase,and the tables will need to move back to that room for use by the public and staff. This request is for additionaltables specifically for use in the Council Chambers. Additional tables in Chambers will provide a dedicated place for Town staff to sit and place laptops and other itemsduring meetings, which allows staff to be more comfortable and productiveduring meetings. The new portabletables will also accommodate the use of Council Chambers as an additional meeting space for staff, since the tablescan be placed in a variety of configurations.$0TOTAL$8,680$0$0$0$05220 OFFICE EQUIPMENT$8,680$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEFURNITURE FOR COUNCIL CHAMBERSDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐06EXP COMMUNICATIONS211 TITLETYPERANK3SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/AFinancially responsible Town government providing exceptional municipal servicesThis request is for funding to send two printed direct‐mail communicationpieces to Town residents per year andtwo additional printed marketing materials, such as the "Stay Connected"cards and the Broadband Flyers fordistribution at events, as Utility Bill Inserts, and through the Utility Billing New Residents packets. This is currentlyan unfunded activity. The Communications Division conducted three direct mail projects in FY 20/21. First was theBond Election flyer, and the second was a postcard asking residents to participate in the Communications Survey,and the third was a utility bill insert regarding the Town's Broadband Service Improvements. Town staffanticipates the need to conduct at least two direct‐mail campaigns per year going forward.  Direct‐mail and printed publications are additional communication channels the Town can use to connect withresidents, especially those who may not utilize social media or other forms of digital communication. Examples ofprinted publications include postcards, brochures, flyers, and utility bill inserts.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATheTown'sCommunicationsstrategyistousemultiplemethodsofcommunication to reach all of our targetaudiences. If this request is not funded, the Town will continue using other forms of digital communications, suchas the website, social media, and e‐newsletters; however, our message maynot reach those who do not use socialmedia, or other forms of digital communication.$9,400COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$9,400$9,400$9,400$9,400$3,4005280 PRINTING AND REPRODUCTION$6,000$6,000$6,000$6,000$6,0005240 POSTAGE AND DELIVERY$3,400$3,400$3,400$3,400SUPPLEMENTAL DETAILS ‐ ACTIVECOMMUNICATION PRINT PUBLICATIONSDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐06EXP COMMUNICATIONS212 TITLETYPERANK4N/APremier Residential CommunityInvestment in Prosper's FutureWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATown staff will not implement the program.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Town Council directed staff to begin a new Community Engagement program inthe fall of 2021. The TownCouncil will host a series of receptions on the Town Hall balcony for various stakeholder groups, includingnonprofit/service organizations, Board & Commission members, HOA Presidents and Board Members, ProsperISD, and representatives from the development and business community. The purpose of the program is tostrengthen relationships between the Town Council, staff, and stakeholder groups by hosting them at an informalsocial event. This request will provide for recurring funding for food, beverages and supplies for four receptionsper year.  One‐time expenses for heavy duty outdoor furniture can be funded through budget savings in FY 20/21.The receptions will provide an opportunity for the Town to strengthen relationships with various stakeholdergroups.$2,400TOTAL$2,400$2,400$2,400$2,400$2,4005600 SPECIAL EVENTS$2,400$2,400$2,400$2,400SUPPLEMENTAL DETAILS ‐ ACTIVETOWN HALL BALCONY RECEPTIONSDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐06EXP COMMUNICATIONS213 TITLETYPERANK1WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ANot funding additional staff will affect response times and cause interruptions in providing prompt customerservice. The Court assists customers by phone, in person, via mail, and virtually with the implementation of virtualcourt proceedings.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To continue to provide quality, professional, and efficient customer service to the public without operationinterruptions due to lack of staff coverage or availability. Additional staff will reduce customer wait times and provide much needed coverage for staff on court days. Thispart‐time position will ideally work Monday through Friday between 10 a.m. and 2 p.m. to provide coverage to theMunicipal Court counter while other personnel are managing in‐person court, virtual court, and taking lunchbreaks. Currently there are court days where staff are not able to take a lunch break due to the length of courtsessions and no available staff to relieve counter personnel. Although weare now doing some virtual courtproceedings they still require the same number of personnel to run the proceedings while assisting the Judge andProsecutor. $480TOTAL$40,398$27,960$27,960$27,960$27,9605970 VERF CHARGES FOR SERVICES$0$480$480$480$505536 TRAINING/SEMINARS$100$100$100$100$1005533 MILEAGE EXPENSE$50$50$50$50$1,2535530 TRAVEL$50$50$50$50$505419 IT LICENSES$1,811$1,253$1,253$1,253$605418 IT FEES$1,705$0$0$0$05230 DUES, FEES, AND SUBSCRIPTIONS$60$60$60$60$1005220 OFFICE EQUIPMENT$10,655$0$0$0$05210 OFFICE SUPPLIES$100$100$100$100$485180 TMRS EXPENSE$2,999$2,999$2,999$2,999$2,9995175 LIABILITY (TML) WORKERS COMP$48$48$48$48$3055155 SUTA EXPENSE$162$162$162$162$1625150 MEDICARE EXPENSE$305$305$305$305RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$21,0485145 SOCIAL SECURITY EXPENSE $1,305 $1,305 $1,305 $1,305 $1,3055110 SALARIES $21,048 $21,048 $21,048 $21,048TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐07EXP MUNICIPAL COURTSUPPLEMENTAL DETAILS ‐ ACTIVEPART‐TIME COURT CLERK (NEW PERSONNEL)DISCRETIONARY ‐ 2214 One Part‐Time Court Clerk in October 2021.Investment in Prosper's futureFinancially responsible Town government providing exceptional municipal services SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS215 TITLETYPERANK2N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AInsufficientnumber of writers available for patrol and code enforcement during the day or evening shift or whenwriters are out for repair or service.  Personnel in Code Compliance will need to share ticket writers. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To purchase three new ticket writers and three new printers for Police Department use and one new ticket writerand printer for Code Compliance.  Policeand codeusethewritersfor electronicentryofcitationinformation. Theticketwriter system is linked to thecourt software and provides a more accurate and uniformed selection of violation codes and descriptions, courtdates, locations, etc. It also allows information updates and changes to be uploaded into the system in real time.Data is also stored and maintained in the writer system for reports (i.e. Racial profiling, crash reports and trackingfor towing vehicles)ProsperPolicerequireticketwritersand printers for additional shiftstaffing and the needto have as many workingunits as possible when units are out for repair. Code Compliance has acquired a new officer who currently doesnot have a writer and printer. Both Police and Code are asked to provide the court with their ticket writerequipment needs during budget each year.Ticket writers for Code Enforcement are not available for them to share because currently they all work the sameschedule. Police use the writers in shifts, however, many times officers in service may overlap or writers may besent out for repairs.Currently:Code Enforcement ‐ 2 assigned writers and printersMarshal ‐ 1 assigned writer and printerPolice ‐ 22 assigned writers and printers$2,384TOTAL$15,700$2,384$2,384$2,384$2,3845220 OFFICE EQUIPMENT$15,700$2,384$2,384$2,384SUPPLEMENTAL DETAILS ‐ ACTIVETICKET WRITERS AND PRINTERSDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐07EXP MUNICIPAL COURT216 TITLETYPERANK1N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AInability to maintain a quality workforce, poor employee morale, and lack of market competitiveness which willresult in increased turnover due to lack of retention incentives. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To ensure that all employees are paid a minimum comparable rate for their position within the Town and tobecome competitive with other municipalities for retention and recruitment purposes. ADOPTED BUDGET INCREASED ORIGINAL REQUEST OF $247,983 TO $456,612.Increasedemployeemorale, whichdirectlyaffectsTown residentsthrough productivity. Also, maintaining externalmarket competitiveness is crucial in the recruitment of qualified candidates and retention of current employees. $456,612TOTAL$456,612$456,612$456,612$456,612$456,6125110 SALARIES$456,612$456,612$456,612$456,612SUPPLEMENTAL DETAILS ‐ ACTIVECOMPENSATION ‐ MARKET ADJUSTMENT GENERAL FUNDDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐99EXP NON‐DEPARTMENTAL217 TITLETYPERANK1$4,5325410 PROFESSIONAL SERVICES $7,695 $0 $0 $0 $05400 UNIFORM EXPENSE $16,812 $4,532 $4,532 $4,532$1,2005352 FUEL$7,400 $7,400 $7,400 $7,400 $7,4005350 VEHICLE EXPENSE $1,200 $1,200 $1,200 $1,200$05230 DUES, FEES, AND SUBSCRIPTIONS $400 $400 $400 $400 $4005220 OFFICE EQUIPMENT $7,000 $0 $0 $0$1,2005215 AMMUNITION $6,800 $6,800 $6,800 $6,800 $6,8005210 OFFICE SUPPLIES $1,200 $1,200 $1,200 $1,200$05192 PHYSICAL AND PSYCHOLOGICAL $1,000 $0 $0 $0 $05191 HIRING COST $44 $0 $0 $0$6215186 WELLE‐WELLNESS PROG REIMB EMPL $2,400 $2,400 $2,400 $2,400 $2,4005185 LONG TERM/SHORT TERM DISABILIT $621 $621 $621 $621$7,8235180 TMRS EXPENSE $44,875 $44,875 $44,875 $44,875 $44,8755175 LIABILITY (TML) WORKERS COMP $7,823 $7,823 $7,823 $7,823$1,8245170 LIFE / ADD INSURANCE $630 $630 $630 $630 $6305165 DENTAL EXPENSE $1,824 $1,824 $1,824 $1,824$40,9925162 HSA EXPENSE $4,800 $4,800 $4,800 $4,800 $4,8005160 HEALTH INSURANCE $40,992 $40,992 $40,992 $40,992$4,7365155 SUTA EXPENSE $648 $648 $648 $648 $6485150 MEDICARE EXPENSE $4,736 $4,736 $4,736 $4,736$6,0005145 SOCIAL SECURITY EXPENSE $20,249 $20,249 $20,249 $20,249 $20,2495127 SALARIES‐CERTIFICATION PAY $6,000 $6,000 $6,000 $6,000RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$255,8005115 SALARIES ‐ OVERTIME $64,800 $64,800 $64,800 $64,800 $64,8005110 SALARIES $255,800 $255,800 $255,800 $255,800TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVEPOLICE OFFICERS ‐ FOUR (4) (NEW PERSONNEL)DISCRETIONARY ‐ 1218 Four Police Officers in October 2021.Premier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThis requestis consistentwiththecurrentstaffingstudy specificto theProsper PoliceDepartment by Eric J. Fritsch,Ph.D. Not fundingthesepositionsdrastically alters the staffingof PPD not only for 2022, but theyears thatfollow.At a minimum, we need to follow the recommendations for the staffing increases.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose is to increase the sworn staffing in the Patrol Division. Current population is 31,100. The ProsperPolice Department (PPD) currently has 40 sworn personnel which equates to 1.29 sworn personnel per 1,000population. If these four positionsare approved, plus the detectivepositionwe are also requesting, we will have45 sworn personnel in FY 21/22. With the projectedpopulation of 33,888 in the year 2022, this would equate to1.33 sworn personnel per 1,000 population. Our benchmark cities have a range from 1.07 to 2.17 with anaverage of 1.48 and a median of 1.52 officers per thousand population.Two 2022 Chevrolet Tahoe's:Defender Supply‐vehicle & emergency equipment $56,430 x 2 = $112,860GSA‐stop sticks $455 x 2 = $910SafeFleet‐mobile vision $5,921 x 2 = $11,842Motorola Solutions‐radios $4,727 x 2 = $9,454TOTAL $135,066Adding four (4) new sworn positionsto Patrol will allow us to assign one (1) additional officer to each Patrol shift.The additional personnel will increase operational readiness, promote excellence in the delivery of services, andhelp the Town of Prosper keep up with the rapid growth. This request is consistentwith the current staffing studyspecific to the Prosper Police Department by Eric J. Fritsch, Ph.D. Providing excellent public safety related servicesacross all lines of business in the Town of Prosper promotes growth and development in both commercial andresidential districts.$0TOTAL$738,799$545,245$545,245$545,245$545,2456160 CAPITAL EXPENDITURE ‐ VEHICLES$135,066$0$0$0$05970 VERF CHARGES FOR SERVICES$0$29,615$29,615$29,615$29,6155620 TOOLS AND EQUIPMENT$56,484$0$0$0$4,0005536 TRAINING/SEMINARS$6,000$6,000$6,000$6,000$6,0005530 TRAVEL$4,000$4,000$4,000$4,000$26,9405526 DATA NETWORK$960$960$960$960$9605419 IT LICENSES$30,540$26,940$26,940$26,940219 TITLETYPERANK2$505350 VEHICLE EXPENSE $600 $600 $600 $600 $6005250 PUBLICATIONS $50 $50 $50 $50$1,7005240 POSTAGE AND DELIVERY $50 $50 $50 $50 $505230 DUES, FEES, AND SUBSCRIPTIONS $1,700 $1,700 $1,700 $1,700$1,7005220 OFFICE EQUIPMENT $3,105 $3,105 $3,105 $3,105 $3,1055215 AMMUNITION $1,700 $1,700 $1,700 $1,700$5005214 TACTICAL SUPPLIES $200 $200 $200 $200 $2005210 OFFICE SUPPLIES $500 $500 $500 $500$05192 PHYSICAL AND PSYCHOLOGICAL $200 $0 $0 $0 $05191 HIRING COST $11 $0 $0 $0$1755186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $175 $175 $175 $175$2,2175180 TMRS EXPENSE $13,149 $13,149 $13,149 $13,149 $13,1495175 LIABILITY (TML) WORKERS COMP $2,217 $2,217 $22,217 $2,217$4565170 LIFE / ADD INSURANCE $158 $158 $158 $158 $1585165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$1,3385155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $1,338 $1,338 $1,338 $1,338$1,4005145 SOCIAL SECURITY EXPENSE $5,721 $5,721 $5,721 $5,721 $5,7215127 SALARIES‐CERTIFICATION PAY $1,400 $1,400 $1,400 $1,400RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$78,8765115 SALARIES ‐ OVERTIME $12,000 $12,000 $12,000 $12,000 $12,0005110 SALARIES $78,876 $78,876 $78,876 $78,876TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVEDETECTIVE (NEW PERSONNEL)DISCRETIONARY ‐ 1220 COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This new position is needed to add to a comprehensive plan to grow the Criminal Investigations Division (CID) tomeet the growing needs of reoccurring crimes such as thefts and burglaries, but to also address the numbers ofviolent Part 1 crimes that have increased as the size of the community has grown and influx of people haveclimbed due to the increased commercial growth. The number and level of criminal investigations have steadilyincreased each year and the ability to provide quality investigations hasdiminished due to the expanding workload. As the Patrol Division has grown, the number of officer‐initiated contacts and arrests have increased, this hasexponentially increased the workload of the limited CID staff. There has been continued turnover due topromotions, which has taken away experienced investigators in CID, leaving the CID sergeant not only to supervise, but to investigate more offenses and train incoming and inexperienced investigators.    Includes a 2022 Chevrolet TahoeBy adding this detective position, it could decrease overtime in CID whichoccurs as a normal function due to beingshort‐handed, inexperienced and placed under increasing demands by the community and the prosecutorialprocess. The Division is severely understaffed to meet increasing daily workload due to the increase in the size ofcommunity, the increasing patrol force and types of crimes occurring. Theresulting investigations are morecomplicated, which places further demands and stress on the quality of services provided. The sense of safety in acommunity is conducive to further residential and commercial growth.Case investigated by year: 2018‐1,076 2019‐1,156 2020‐**1,245 . CurrentActive Cases: 415 (including 43graffiti and 3 shooting cases). **These numbers do not include the 91 ChildProtective Services reports that werereceived in 2020. These reports require a review and determination whether an immediate response by theDepartment is necessary or whether action in an assisting role with CPS is needed. This is based on the offense andpriority. Violent Crimes: 2018‐226  2019‐224  2020‐*236 (*including 4 shooting incidents in an 11 month period) Racial Profiling (traffic related Police contacts)2018‐8,505 2019‐10,899 2020‐*6,215. (*Due to Covid 19 reducedcontact rules.)Population according to NTCOG: 2018‐2019: 25,630  2019‐2020: 28,380  2020‐2021: 31,100 2021‐2022: 33,588.This position will assist CID in developing a Crimes Against Children specialized Detective. Prosper PoliceDepartment is responsible for all law enforcement actions in child offenses in the Denton County side of Prosper,whereas there is a contract agreement with the Collin County Sheriffs Office to provide the law enforcement unitfrom the Collin County Child Advocacy Center to take the lead on Collin County based sex offenses related tochildren 16 and under. $0TOTAL$229,551$161,749$181,749$161,749$169,4106160 CAPITAL EXPENDITURE ‐ VEHICLES$47,422$0$0$0$6,7115970 VERF CHARGES FOR SERVICES$0$4,717$4,717$4,717$4,7175620 TOOLS AND EQUIPMENT$14,121$0$0$0$4,3205536 TRAINING/SEMINARS$2,814$2,814$2,814$2,814$2,8145530 TRAVEL$4,320$4,320$4,320$4,320$4805526 DATA NETWORK$480$480$480$480$4805520 TELEPHONE EXPENSE$480$480$480$480$05419 IT LICENSES$8,500$8,500$8,500$8,500$8,5005410 PROFESSIONAL SERVICES$7,695$0$0$0$3,7005400 UNIFORM EXPENSE$4,203$1,133$1,133$1,133$2,0835352 FUEL$3,700$3,700$3,700$3,700221 One Detective in October 2021.Premier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal services.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWith the continuous growth of the community, there are now approximately 31,100 residents plus (per TXDOT)the average influx of over 80K people in Prosper on a daily basis. CID is currently overworked and the growingpatrol force strives to meet the needs of the community. Recent major incidents (graffiti, shootings) have clearlyidentified that the Division is in need of expansion. The additional caseload being assigned to each detectiveseverely limits the quality of investigations. For example, in the years 2018‐2020, the number of criminal casesassigned to the Criminal Investigation Division increased approximately 10% per year with an average assignmentrate of approximately over 100 cases assigned per month. This includes an increase in violent crime of 14%.Violent crimes continued to increase 14% in 2020 over 2018 with an increased population of 6,180 residents or a22% increase from 2018 to 2020. (Source NCTCOG) This workload limits the interests of current employeeswanting to transfer into the Division.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS222 TITLETYPERANK4N/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Savings from repairs.Risk of damage to vehicles.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To procure and install covered parking at the Prosper Police Facility. This request will provide covered parkingspaces for 30 vehicles. Currently the Police Department fleet has no protection from extreme weather. Hail storms put vehicles in themost risk. Fleetvendorquotessubmittedin preparationfor theFY 21/22 budget are $67,533 per vehicle, ofwhich$56,430 is the purchase price and emergency equipment. The additional $11,103 per vehicle is for radios, mobilevision and stop sticks. Aside from personnel salary and benefits, the fleet is the most expensive asset in any lawenforcement agency.Thesummer heatcan also significantlyreducethelife ofinterior electronics,such as mobile data computers and in‐car camera recording devices.  Covering vehicles, when they are not in service, will extend the life of the vehicles.  ADOPTED BUDGET REDUCED ORIGINAL REQUEST OF $325,000 TO $179,000.Approval of this request is fiscally responsible as it protects Texas Municipal League Risk Management frominsurance claims and the Town from a $1,000 per vehicle deductible. The Department has 27 vehicles; 20 areassigned to Patrol, 4 assigned to the Criminal Investigations Division, 1 assigned to the Public Safety Officer, 1assigned to the Assistant Chief and 1 assigned to the Chief of Police. Should the entire fleetbecome damaged dueto extreme weather conditions,deductibleswould total$27,000. TheTown wouldthen assume expensesfor bodydamage repair plus the possible risk to emergency equipment and electronics.    Covered parking protection for the fleet would eliminate the necessity of taking officers out of service to shuttlevehicles to an off‐site location. The fleet would then be protected at all times. Keeping citizens safe includesreducing the risks of vehicles being sidelined.  $0TOTAL $179,000 $0 $0 $0 $06110 CAPITAL EXPENDITURE$179,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECOVERED PARKINGDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONS223 TITLETYPERANK5N/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATraffic officers would spend a longer amount of time with crash reporting and reducing their time in the fieldresponding to traffic complaints, conducting traffic enforcement, and investigating crashes. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is for crash reporting software for Brazos handheld ticket‐writersfor Patrol's Traffic Unit. Currently,Police Officers in Patrol make hand‐writtennotes while processing accident scenes. Once the sceneis cleared, theofficer transcribes their hand‐writtennotes into the state crash reportingsystem. With this hand‐heldtechnology,officers would be able to scan Driver Licenses at the scene and scan Vehicle Identification Numbers (VIN) at thescene, which will then populate into the state crash reporting system. This will allow officers to process accidentscenes much faster as well as complete the state crash reports in a much more timely manner. Collectively thiswill allow thePD to clear accidentscenesin a much more timelymanner, thusopening roadways up much quicker.This request is for our Traffic Unit, which is two PoliceOfficers. We will evaluatethe effectivenessof thesoftwareover FY 21/22 to determine whether additional licenses would be effective. This request is for two softwarelicenses.Tyler Technologies'Crash Report Software would expeditecrash reporting for the Traffic Unit Officers who are theprimary officersin responding and investigating vehicle crashes. This program would decrease the time it takestocompletea crash reportand allow TrafficOfficersto returnto thefieldand enforcetraffic complaintsor respondtoadditional crashes. This program would also expedite the time on scene and allow Traffic Officers to clear thescene and roadway quicker. $500TOTAL$4,500$500$500$500$5005418 IT FEES$4,500$500$500$500SUPPLEMENTAL DETAILS ‐ ACTIVECRASH REPORT SOFTWARE (PATROL TRAFFIC UNIT)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONS224 TITLETYPERANK7N/APremier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe time commitment of the Town's Parks Department would continue.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Lawn maintenance for the Police Department's new location, 801 Safety Way, has been maintained by theTown'sParks Department since the move in October 2020. Parks has committed to continue the service throughSeptember 30, 2021.  The Parks Superintendentobtained a quote from V&A Landscape and Lawn in Prosper, a vendor with whom theTown already has a contract. The attached quote includes general maintenance: mowing, edging, weed care,general clean‐up of trash and debris removal for 33 times per year at $225 each. It also includes trimmingshrubbery 2 times a year at $250.  Total quote $7,925.Per Purchasing, this vendor's quote can be added as an addendum to the Town's current contract with V&ALandscape and Lawn in Prosper.  $7,925TOTAL$7,925$7,925$7,925$7,925$7,9255480 CONTRACT SERVICES$7,925$7,925$7,925$7,925SUPPLEMENTAL DETAILS ‐ ACTIVELAWN MAINTENANCEDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONS225 TITLETYPERANK1$581,890TOTAL $621,892 $581,890 $581,890 $581,890$3,0005630 SAFETY EQUIPMENT $36,042 $4,920 $4,920 $4,920 $4,9205536 TRAINING/SEMINARS $3,000 $3,000 $3,000 $3,000$1,3505530 TRAVEL $1,800 $1,800 $1,800 $1,800 $1,8005480 CONTRACT SERVICES $1,350 $1,350 $1,350 $1,350$3,8645400 UNIFORM EXPENSE $13,380 $4,500 $4,500 $4,500 $4,5005194 FD ANNUAL PHY AND SCREENING $3,864 $3,864 $3,864 $3,864$7495186 WELLE‐WELLNESS PROG REIMB EMPL $3,600 $3,600 $3,600 $3,600 $3,6005185 LONG TERM/SHORT TERM DISABILIT $749 $749 $749 $749$13,1995180 TMRS EXPENSE $54,191 $54,191 $54,191 $54,191 $54,1915175 LIABILITY (TML) WORKERS COMP $13,199 $13,199 $13,199 $13,199$2,7365170 LIFE / ADD INSURANCE $180 $180 $180 $180 $1805165 DENTAL EXPENSE $2,736 $2,736 $2,736 $2,736$9725160 HEALTH INSURANCE $61,488 $61,488 $61,488 $61,488 $61,4885155 SUTA EXPENSE $972 $972 $972 $972$24,4535150 MEDICARE EXPENSE $5,719 $5,719 $5,719 $5,719 $5,7195145 SOCIAL SECURITY EXPENSE $24,453 $24,453 $24,453 $24,453RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$383,7005116 SALARIES ‐ FLSA OVERTIME $10,704 $10,704 $10,704 $10,704 $10,7045110 SALARIES $383,700 $383,700 $383,700 $383,700TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVESIX FIREFIGHTER PARAMEDICS (REPLACE 15 PART‐TIME) DISCRETIONARY ‐ 1226 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSSix Firefighter/Paramedics in October 2021.  We would reduce our workforce by 15 part‐time personnel. Financially responsible Town government providing exceptional municipal servicesThepurposeofthisrequestis to providefor adequatestaffingoffull‐timeemployeesand discontinuethepart‐timeprogram that includes 15 Part‐Time Firefighters/Paramedics. Since 2002, Prosper Fire Rescue has used part‐timeemployees when full‐time people were off due to vacation, holiday, or sick. On average, these employees workoneor twoshiftsa month. Many timesgoing monthswithoutworking withthesame crews or at the same station.While thishas worked,it has notbeen beneficialto thedepartmentin multiple areas including training, equipmentfamiliarization, familiarization with the Town, etc. Prosper is the only department of its size in the area stillutilizing part‐time employees including all of the Town's comparison cities.The benefits include having adequate staffing of full‐time employees when our members are on leave usingscheduled time off. All personnel would have the trust gained by working alongside each other daily and theywould be familiar with department apparatus, EMS protocols, department standard operating guidelines, andwould train together using department‐specifictechniques. In addition, it is very difficult to almost impossible tomeet the training requirements by ISO since the part‐time employees are not here enough to meet the 20 hoursper month minimum training hours required. In addition, many of our Part‐Time Firefighter's home departmentsdid notallow themto work a secondjobdueto COVID restrictionsminimizing thembeing able to work for much ofthis past year. This request is also one of the Management in Progress 2021 listed in the Town Council's StrategicPlan (2021‐2026)WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?The revenue enhancement includes $288,026.99 for salaries and benefits that were budgeted ongoing for part‐time personnel that would go towards the total amount of $621,892 (year 1 deficit total ) and $581,890 (year 2). The total sum of $288,026.99 includes the following: P/T budgeted Salaries: $213,776.39P/T Social Security: $19,034.00P/T Medicare: $4,451.50P/T TMRS Amount $42,181.80P/T LTD:  $583.30P/T Life Insurance: $8,000Year 1 Difference ‐ $333,865.01Year 2 Difference ‐ $293,863.01We would continue to have differing levels of familiarization in all areas which decrease the level of safety of ourfire grounds and major incident scenes. In addition, continuing to utilize the part‐time program places additionalliability on our EMS delivery system as the part‐time personnelwork undervarious differingprotocolsand medicaldirectors requiring a significant amount of oversight to manage internally. We also risk not meeting therequirements to meet ISO that could lower our score and could jeopardize our ISO Class 1 rating. As thedepartment continues to grow, we would need to add additional part‐time employees to cover additional time off.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.227 TITLETYPERANK2$290,947TOTAL $310,948 $290,947 $290,947 $290,947$1,5005630 SAFETY EQUIPMENT $18,021 $2,460 $2,460 $2,460 $2,4605536 TRAINING/SEMINARS $1,500 $1,500 $1,500 $1,500$6755530 TRAVEL$900 $900 $900 $900 $9005480 CONTRACT SERVICES $675 $675 $675 $675$1,9325400 UNIFORM EXPENSE $6,690 $2,250 $2,250 $2,250 $2,2505194 FD ANNUAL PHY AND SCREENING $1,932 $1,932 $1,932 $1,932$3755186 WELLE‐WELLNESS PROG REIMB EMPL $1,800 $1,800 $1,800 $1,800 $1,8005185 LONG TERM/SHORT TERM DISABILIT $375 $375 $375 $375$6,6005180 TMRS EXPENSE $27,096 $27,096 $27,096 $27,096 $27,0965175 LIABILITY (TML) WORKERS COMP $6,600 $6,600 $6,600 $6,600$1,3685170 LIFE / ADD INSURANCE $90 $90 $90 $90 $905165 DENTAL EXPENSE $1,368 $1,368 $1,368 $1,368$4865160 HEALTH INSURANCE $30,744 $30,744 $30,744 $30,744 $30,7445155 SUTA EXPENSE $486 $486 $486 $486$12,2275150 MEDICARE EXPENSE $2,859 $2,859 $2,859 $2,859 $2,8595145 SOCIAL SECURITY EXPENSE $12,227 $12,227 $12,227 $12,227RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$191,8505116 SALARIES ‐ FLSA OVERTIME $5,352 $5,352 $5,352 $5,352 $5,3525110 SALARIES $191,850 $191,850 $191,850 $191,850TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVETHREE FIREFIGHTER PARAMEDICS (OVERTIME REDUCTION)DISCRETIONARY ‐ 1228 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSThree Firefighter/Paramedics in October 2021.Financially responsible Town government providing exceptional municipal servicesThe purpose of this request is to provide for adequate staffing of full‐timeemployees while reducing the overtimebudget. These 3 staff members would cover time off (Vacation, Holiday, Sick, Training, Injuries, etc.) to maintainminimum staffing. As noted below the amount of time off or for training averages 3 per shift butcan be as high as6 per day. The department is at minimum staffing with 15 personnel per day. Our members currently have over14,700 hours combined accruals of vacationor holidayto useat theirdiscretion.In addition, over 3,500 sick hourswere used in the past 12 months. Anytime someone is off, the departmentcurrently uses a full‐timemember or apart‐time member to cover the 24‐hour shift. When no one is available, the departmentmust mandate a full‐timeperson work overtime with little or no notice. The benefits include having adequate staffing of full‐time employees when our members are on leave usingscheduledtime off. This wouldreducethe overtimeof our full‐timemembers and allow vacation and holiday to bescheduledin advance. It has becomea common practiceto have mandatory overtime.Mandatory overtimewouldsee a significant reductionwith theapproval ofthis request.This wouldalso increasemorale if we coulddrasticallyreduce mandatory overtime. WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?This requestwouldbe over 99% fundedin year 1 by a reductionin thedepartment'sovertimebudget by $307,000.It would be fully funded in year 2 with additional savings. By notfundingthisrequest, therewould be a negativework‐lifebalanceimpact bothphysically and psychologicallyon our personneland their families. We would be forced to continueto rely on employeesworking multiple shiftsto maintain minimum coverage. Fire shifts are 24‐hours. One overtime shift requires employees to work 48 ormore hours straight many times with no advanced warning due to sick time, injuries, etc.  COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.229 TITLETYPERANK3COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to present a 7 year contract proposal by Stryker Medical to replace all Strykermedical devices (LP 15, stretchers, LUCAS, stair chair) with new items.Prosper Fire Rescue (PFR) EMS Division has used Stryker products listed above for many years, as they areconsidered the industry standard by which all others are measured. These four (4) items carried on each MICUand other Fire apparatus make up the largest cumulative investment each year in our EMS delivery system otherthan the Medic apparatus itself.The manufacturer has a 7 year recommended usable/maintainable life span on these products. This proposalremoves all older equipment already on a replacement schedule, and immediately replaces with new versions ofeach that would be in service for a period of 7 years. All maintenance, repairs and replacements during that 7years are included in the 7 year recurring contractual price.  This would eliminate current replacement schedule for all of our devices as well as budgeted maintenanceprograms currently in our budget.PFR currently has pieces of equipment that are outside the recommended 7 year maintainable/serviceable lifespan. These are set to be replaced this budget year at an amount exceeding the annual proposal amount. Eachsubsequent year, PFR will put forth the items requiring replacement as well, again exceeding the proposedamount.The proposed contract amount is based upon discounted program pricing for each unit, plus a maintenance ratethat is currently lower than the rate we are paying. The maintenance rate will be locked in for the entire 7 yearprogram period.At the completion of the 7 year program period, we have a $1 buy out option, or Stryker Medical will once againremove all medical devices that reached their life span, and will replace them with a revised  contract plan.This plan allows PFR medical providers and residents of the Town of Prosper assurance that the critical EMSequipment used to treat and transport patients is the most updated, well maintained equipment possible.This proposal also includes twelve (12) AEDs and one (1) AED trainer to allow us to place AEDs in police vehiclesand other first responder vehicles which will make the potentialsurvivability of cardiac events even greater due tothe rapid response of these vehicles.  PFR will be responsible for all training/education for the AED program.$63,714TOTAL$63,714$63,714$63,714$63,714$63,7145440 EMS$63,714$63,714$63,714$63,714SUPPLEMENTAL DETAILS ‐ ACTIVESTRYKER MEDICAL EQUIPMENT CONTRACT PROPOSALDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONS230 N/A Financially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Revenue enhancements would include $13,852 from our current 100‐5320‐30‐01 (Repairs and Maintenance)account as annual maintenance would be included in the proposed plan costs for a total of $96,964.00.   Shouldwe optoutofthisproposal,PFR will continueto replacethesecritical deviceseach year basedupon age andmanufacturer's recommendation, and/or ability to maintain or repair. Based upon current equipment inventory,we will replace six (6) LifePak 15 monitor/defibrillators, four (4) LUCAS automatic compression devices, four (4)Power Pro Stretcher XT, and four (4) stair chairs at a 7‐year cost of $576,846.94.The 7‐year cost of the proposedplan is $445,992.96 (which includes all equipment, maintenance, repairs, and thecommunity AED program). Currently, the department budgets $13,852 annually in estimated maintenance andcalibration costs that can be reduced in 100‐5320‐30‐01. This would reduce the total annual cost to a delta of$49,862.Not fundingthisproposalwouldcostan estimated$576,846.94 over the 7‐year period insteadof the$445,992.96,a difference of $130,853.98. When you include the reduction in our existing budget, it totals an additional$96,964.00 over the 7‐year period for a totalsavings of$227,817.98 and our annual service costswill notincreasesince it's included in the proposal. The savings amount was also based upon purchase prices as of May 2021 asthere is no predictability scale on the price of each of these items over the next 7‐years.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS231 TITLETYPERANK4N/A Financially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/A The 10 KeySecure‐3units are no longer serviceable. Theunits will continueto experiencea high failurerate duetoage and will require a significant amount of time by our IT Department unnecessarily. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Thepurposeofthisrequestis to update 10 Knox KeySecure'sto thelatest industrystandard. TheKnox Rapid EntrySystem is a secure emergency access program developed for commercial property owners and fire departments.When a fire breaks out, or there is an emergency, the Knox Box Rapid Entry System allows firefighters andparamedics immediate entry into buildings and property without forced entry damage or delay. The KnoxKeySecure retains the master key and only releases it to authorized users with PIN codes. This key opens Knoxboxes found on all commercial occupanciesthat house a master key to thebuilding. Accountabilityfor master keyaccess is provided by the unit's retrievable audit trail. The KeySecure 5 leverages KnoxConnect, a cloud‐basedprogram, to program devices, authorize users, and create comprehensive audit trail reports.Currently, the department has 18 Knox KeySecures. Ten of those 18 have to be programmed manually andchanges requiring each unit to be physically touched for all updates or when there is a change in employmentstatus. TheKeySecurenow usesa securecloud‐basedprogram and whena change is made to the database, withinminutes each KeySecure is updated automatically. Early models did not have this option and required eachKeySecureto be updatedor modifiedoneat a time. By changing the olderunits out, this will drastically reduceourfailure rate and save our IT Department a considerable amount of time. $0TOTAL$9,030$0$0$0$05335 RADIO/VIDEO REPAIRS$9,030$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEKNOX KEY SECURE 5 DISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONS232 TITLETYPERANK0N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will not have funding set aside to order the fire engine ahead of the opening of fire station number 4. Fundingwill need to be requested in a future budget year. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST? DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to set aside funding for a fire engine for future fire station number 4. Funding will be set aside providing the fire department the ability to order the fire engine allowingfor adequate buildtime of the apparatus.  $07144 TRANSFER TO CAPITAL PROJECTS$1,100,000$0$0$0$0TOTAL$1,100,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEFIRE ENGINE FOR FUTURE FIRE STATION 4DISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONS233 TITLETYPERANK1$2,0005630 SAFETY EQUIPMENT $600 $600 $600 $600 $6005536 TRAINING/SEMINARS $2,000 $2,000 $2,000 $2,000$5,4005526 DATA NETWORK $1,000 $1,000 $1,000 $1,000 $1,0005419 IT LICENSES $5,400 $5,400 $5,400 $5,400$2,0005400 UNIFORM EXPENSE $600 $600 $600 $600 $6005352 FUEL$2,000 $2,000 $2,000 $2,000$4005350 VEHICLE EXPENSE $2,400 $2,400 $2,400 $2,400 $2,4005250 PUBLICATIONS $400 $400 $400 $400$05230 DUES, FEES, AND SUBSCRIPTIONS $400 $400 $400 $400 $4005220 OFFICE EQUIPMENT $14,510 $0 $0 $0$1,2005210 OFFICE SUPPLIES $400 $400 $400 $400 $4005186 WELLE‐WELLNESS PROG REIMB EMPL $1,200 $1,200 $1,200 $1,200$16,9555185 LONG TERM/SHORT TERM DISABILIT $226 $226 $226 $226 $2265180 TMRS EXPENSE $16,955 $16,955 $16,955 $16,955$955175 LIABILITY (TML) WORKERS COMP $583 $583 $583 $583 $5835170 LIFE / ADD INSURANCE $95 $95 $95 $95$2,4005165 DENTAL EXPENSE $912 $912 $912 $912 $9125162 HSA EXPENSE $2,400 $2,400 $2,400 $2,400$3245160 HEALTH INSURANCE $20,496 $20,496 $20,496 $20,496 $20,4965155 SUTA EXPENSE $324 $324 $324 $324$7,3775150 MEDICARE EXPENSE $1,725 $1,725 $1,725 $1,725 $1,7255145 SOCIAL SECURITY EXPENSE $7,377 $7,377 $7,377 $7,377RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$118,9815143 CELL PHONE ALLOWANCE $960 $960 $960 $960 $9605110 SALARIES $118,981 $118,981 $118,981 $118,981TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALDEVELOPMENT SERVICES100‐40‐01EXP BUILDING INSPECTIONSSUPPLEMENTAL DETAILS ‐ ACTIVETWO BUILDING INSPECTORS (NEW PERSONNEL)DISCRETIONARY ‐ 1234 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSTwo Building Inspectors in October 2021. Premier Residential Community  Investment in Prosper's Future Financially responsible Town government providing exceptional municipal services This request is for two additional building inspectors for the Building Inspection Division. We are requesting twobuilding inspectors to keep pace with the customer service demands. There is a significant uptick in permitting andinspection numbers. The division is working at maximum capacity. They areoperating in a mode that is notsustainable and leaves the division at risk for turnover and burnout. To give a context to this request, last year,was a record‐breaking year for Building Inspection permits and inspections. In 2020, in terms of single familypermits alone, 1,119 single family permits were issued. This is in comparison to 843 single family permits in 2019and 915 in 2018. 2021 is turning out to be anunprecedented year. From January to the end of May this year,566 single family permits have already been issued. This compares to 311 permits reported from January to theend of May of 2020. With over 566 permits issued to date in 2021, we are on paceto surpass 2020's record yeartotal. This building activity is in addition to over 624,969 square feet ofconstruction in non‐residentialdevelopment that is recorded as being underway in the month of May 2021.  To further demonstrate the need for two additional inspectors, from January to May this year, the average dailyinspection number is 179. This is compared to 126 for the year of 2020. With an average daily number of 179,this amounts to 26 inspections per inspector. Taken into account that there are 14 different types of inspectionswith an average inspection time of 27.85 minutes, a more reasonable numberof inspections per day is 14‐20inspections/day. This also accounts for the need to take lunch breaks and for the completion of in‐officepaperwork. An additional two inspectors would help the division to get into more of a reasonable range that issustainable over the long run. Also, this compares to Frisco which said their ideal range of inspections per day is inbetween 16‐20 and Celina being 15‐18.  The growth and development that we are seeing right now in the town is expected to continue into the future andadditional inspectors will help us prepare for this growth. In terms of non‐residential projects, there is 1,460,323square feet of shovel‐ready projects (approved projects that haven't started construction), which compares to1,266,949 square feet in the year 2020. Of the 1,460,323 square feet reported this fiscal year so far, 82% hadeither active building permits or applied for active building permits.  This compares to 66% in 2020.  Building Inspections will be able to maintain current customer service levels with residents and the developmentcommunity by providing quality and prompt inspection services for residential and commercial construction. Withadditional staffing, the division will be more equipped to meet customer needs and the customer will be less likelyto experience delays in inspection services.  The division will also be more readily able to maintain the quality of the inspection services offered.  WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?While there is not a revenue enhancement for this request, the revenue generated by the building permits willoffset the cost of these positions. No system can operate at full capacity for a prolonged period of time. Negative impacts to customer service, suchas inspection delays, will more than likely occur over time if resources are not able to keep up with demand. Thiswould also place the division at risk for significant turnover and employee burnout. It is our goal to maintainquality and prompt customer service and additional inspectors will be needed to support this goal.$195,082COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$256,570$195,082$195,082$195,082$7,6486160 CAPITAL EXPENDITURE ‐ VEHICLES$54,626$0$0$0$05970 VERF CHARGES FOR SERVICES$0$7,648$7,648$7,648235 TITLETYPERANK1COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.$0TOTAL$107,000$0$0$0$05410 PROFESSIONAL SERVICES$107,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECOMPREHENSIVE PLANDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALDEVELOPMENT SERVICES100‐40‐03EXP PLANNING236 WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThere is no internal staff capacity to complete the Comprehensive Plan without hiring additional staff. Withoutthese funds, we will not be able to hire a consultant that we need to update the plan. In addition, hiring aconsultant for a one‐time contracted fee would be more cost‐effective than paying for additional staff year afteryear.  Also, the Comprehensive Plan connects a wide range of planning issues together, such as transportation, land use,housing, and infrastructure to create a unified vision. This helps to ensure that future policy decisions are able torely on updated data in the plan that coordinates these various elements together. Without an updated plan,Town leadership, citizens, property owners, stakeholders, developers,and staff will be relying on outdatedassessments and recommendations contained in the Comprehensive Plan. Inaddition, development and policydecisions may become misaligned with what the community really wants the town to be in the future. The purpose of this request is to retain the necessary professional services to prepare a complete update to theTown's Comprehensive Plan. This plan is the Town's vision document and it is a cohesive representation of whatwe want the Town to be in the future. It provides a roadmap on how to get there through its policies, goals andobjectives. The Comprehensive Plan forms a basis for many local policy decisions. It serves as a guide for decision‐making related to planning issues such as land use, transportation, infrastructure, utilities, housing, public facilities, and economic analyses.  The Town Charter actually states the following about the Comprehensive Plan:  Following the adoption by the Town Council of the Comprehensive Plan, and any revisions thereto, it shall serve asa guide to all future Town Council action concerning land use and development regulations and expenditures forcapital improvements. Any proposal which deviates from the Comprehensive Plan regarding land use anddevelopment regulations shall not be authorized until and unless the location and extent thereof shall have beensubmitted to and approved by the Commission.This statement underscores the significance the plan has on policy development and decision‐making in the Town.The Comprehensive Plan was adopted in 2012, and since that time the Town hasexperienced tremendous growthand development. The 2012 Comprehensive Plan recorded a 2011 population projection of 10,550. The 2021population estimate for the Town of Prosper from the NCTCOG was 31,090. In addition, market conditions havechanged, impacting the recommendations of the Plan. As a result, many of the Plan's recommendations,assessments, and analyses have become outdated.Project Budget In terms of the project budget, several towns were contacted to collect data on the cost of comprehensive plans.The amounts that the towns paid to produce their comprehensive plans are listed below. All of the towns belowused a consulting firm. McKinney‐ $825k Frisco‐ approx. $900kCorinth‐ $300k Colleyville ‐ they weren't able to recall the cost in2014, but they used a consultant. They recommendedbudgetingbetween $200k‐$300k. Celina $250k  Cedar Park (2014‐ $125k) With this analysis, it was decided to recommend a funding amount near the middle of the range, but a little belowthe halfway point. ADOPTED BUDGET REDUCED ORIGINAL REQUEST OF $315,000 TO $107,000.  This funding request will enable the Department to hire a consulting firm to develop the 2022 Comprehensive Plan.There are a lot of benefits to hiring a firm to produce comprehensive plans.When you engage a firm, you areengaging a team of professionals with a diverse set of skills and expertisethat is essential to have a well‐developedcomprehensive plan. A consulting firm also is an objective voice through the public participating process that canfacilitate community engagement, even through challenging conversations. A fruitful community engagementhelps form the basis of a comprehensive plan. In addition, a consulting team is focused on making your plansuccessful and can do so while keeping the project on‐time and on‐schedule.While the Plan served its purpose for nearly 10 years, an update will allow Town leadership, citizens, propertyowners, stakeholders, developers, and staff to take an account of the changes that have occurred in Prosper overthe last 10 years, as well as to set a vision and framework for the next 10‐20 of Prosper's growth and development.This planning initiative will include innovative public participation and visioning techniques that will help toestablish a vision that is shared amongst the community. The planning process itself is a vehicle that will bringcitizens together to shape the community's future. Fifteen‐thousand dollars of the requested funds will also enablethe Town to supplement the planning effort with resources to enhance the planning initiative by providing funds tosupport public participation and community engagement. 237 N/APremier Residential Community  Investment in Prosper's Future  Successful Dallas North Tollway Development  Successful Prosper Downtown RedevelopmentSUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALS238 TITLETYPERANK1$4,8536160 CAPITAL EXPENDITURE ‐ VEHICLES $34,982 $0 $0 $0 $05970 VERF CHARGES FOR SERVICES $0 $4,853 $4,853 $4,853$8005630 SAFETY EQUIPMENT $1,000 $500 $500 $500 $5005536 TRAINING/SEMINARS $800 $800 $800 $800$4205526 DATA NETWORK $480 $480 $480 $480 $4805520 TELEPHONE EXPENSE $620 $420 $420 $420$9505419 IT LICENSES $1,360 $1,360 $1,360 $1,360 $1,3605400 UNIFORM EXPENSE $950 $950 $950 $950$8765352 FUEL$800 $800 $800 $800 $8005350 VEHICLE EXPENSE $876 $876 $876 $876$1005220 OFFICE EQUIPMENT $2,505 $0 $0 $0 $05210 OFFICE SUPPLIES $200 $100 $100 $100$1315186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $131 $131 $131 $131$2,9465180 TMRS EXPENSE $9,831 $9,831 $9,831 $9,831 $9,8315175 LIABILITY (TML) WORKERS COMP $2,946 $2,946 $2,946 $2,946$4565170 LIFE / ADD INSURANCE $47 $47 $47 $47 $475165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$1,0005155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $1,000 $1,000 $1,000 $1,000RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$68,9915145 SOCIAL SECURITY EXPENSE $4,277 $4,277 $4,277 $4,277 $4,2775110 SALARIES $68,991 $68,991 $68,991 $68,991TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETSSUPPLEMENTAL DETAILS ‐ ACTIVESTREETS SUPERVISOR (NEW PERSONNEL)DISCRETIONARY ‐ 1239 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Streets Supervisor in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesThis position would direct and supervise two Crew Leaders in the Street Division. This position would supervise themaintenance and operation of the traffic signal system, arterial street lighting system, school zone flashers, streetsigns and radar speed boards throughout town. Additionally, this position would supervise street repairs, drainagerepairs, and provide customer service to our residents. The requests fromthe MyProsper app have increased from25 requests to 61 requests from 2019 to 2020. We see an increase in the numberof requests already this yearfrom last year. Eighty‐two percent of the requests that come in through theapp are for street and sidewalk issues.In 2019, work orders and service requests totaled 480, and increased to 765in 2020. Additional leadership isneeded to handle the increase in requests and complaints.  A 2021 Chevrolet Silverado 1500 Work Truck 4x4 Double Cab 6.6 ft. box is alsoincluded with this request. Thebudgeted amount includes the toolbox, lighting, and decals. Under general supervision of the Streets Superintendent, the Streets Supervisor plans, organizes, and supervisesstreet maintenance operations within the Public Works Department including the maintenance of Town signals,signs, streets and drainage facilities; and to perform a variety of technical tasks relative to assigned area ofresponsibility. This position will coordinate and provide direction to division staff. A Street Supervisor would helpdivide the supervision responsibility from the Street Superintendent creating a more efficient and controlledworking environment. This position would oversee two crews including signs and signals, assist in dispatchingcrews to complaints, and assist in training opportunities to help expand the knowledge and skills of current andnew employees allowing the Superintendent to get out of the field more often to focus on other duties. Thisemployee would also accept many responsibilities of the crew leader for signs and signals. WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ALess efficient productivity will continue as additional leadership is needed to transition crews to oversee variousprojects. The Street Superintendent will continue to be working in the field on various projects, rather thanoverseeing the departments projects as a whole. $111,028COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$144,462$111,028$111,028$111,028240 TITLETYPERANK3$5005970 VERF CHARGES FOR SERVICES $0 $4,482 $4,482 $4,482 $4,4825630 SAFETY EQUIPMENT $1,000 $500 $500 $500$6005620 TOOLS AND EQUIPMENT $500 $200 $200 $200 $2005536 TRAINING/SEMINARS $600 $600 $600 $600$4205526 DATA NETWORK $480 $480 $480 $480 $4805520 TELEPHONE EXPENSE $620 $420 $420 $420$9505419 IT LICENSES $1,360 $1,360 $1,360 $1,360 $1,3605400 UNIFORM EXPENSE $950 $950 $950 $950$8165352 FUEL$800 $800 $800 $800 $8005350 VEHICLE EXPENSE $816 $816 $816 $816$1005220 OFFICE EQUIPMENT $2,505 $0 $0 $0 $05210 OFFICE SUPPLIES $200 $100 $100 $100$1135186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $113 $113 $113 $113$2,5405180 TMRS EXPENSE $8,174 $8,174 $8,174 $8,174 $8,1745175 LIABILITY (TML) WORKERS COMP $2,540 $2,540 $2,540 $2,540$4565170 LIFE / ADD INSURANCE $48 $48 $48 $48 $485165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$8635155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $863 $863 $863 $863RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$59,4905145 SOCIAL SECURITY EXPENSE $3,688 $3,688 $3,688 $3,688 $3,6885110 SALARIES $59,490 $59,490 $59,490 $59,490TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETSSUPPLEMENTAL DETAILS ‐ ACTIVESIGNS AND SIGNAL SUPERVISOR (NEW PERSONNEL)DISCRETIONARY ‐ 1241 One Signs and Signal Supervisor in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?If this position is approved, we could potentially save $1,000 per intersection by bringing all maintenance in house.  Outsourcing for repairs and maintenance for signals would have to be done. There would continue to be longerlead times to replace street signs and street lights. By outsourcing the work, reaction time will be longer andsignals will operate inefficiently for longer periods of time. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This position would direct and supervise the Crew Leader ‐ Signs and Signals. This position would help to maintainand operate the traffic signal system, arterial street lighting system, school zone flashers, street signs and radarspeed boards in Town school zones. The requests from the MyProsper app haveincreased from 25 requests to 61requests from 2019 to 2020. We see an increase in the number of requests already this year from last year. Eighty‐two percent of the requests that come in through the app are for street and sidewalk issues. In 2018, work ordersand service requests totaled 94, and increased to 171 in 2019. The requestsincreased to 256 in 2020. Additionalleadership is needed to handle the increase in requests and complaints.  A 2021 Chevrolet Silverado 1500 Work Truck 4x2 Double Cab 6.6 ft. box is alsoincluded with this request. Thebudgeted amount includes the toolbox, lighting, and decals. A Signs and Signal Supervisor would assist the Crew Leader with maintaining school zone location flashers andmultiple radar feedback signs. The installation or repairs of street signs would be completed within 24 hours orless with the help of additional personnel. The current turn around averages 72 hours. This position would containrequired skills to troubleshoot and/or repair roadway lighting and make minor repairs on traffic signals. The signaloperations includes 27 school zone location and six crosswalk flashers, 27 radar feedback signs, and nine trafficsignals. We would continue to provide in‐house trouble shooting, repair some roadway lighting issues, and makeminor repairs on traffic signals. There would also be a specified crew to handle all street sign complaints, repairs,and new installations. The Signs and Signal Supervisor will also be responsible for attending Traffic ControlCommittee meetings, reviewing plans for new signals and monument signs, and provide input for installations. $0TOTAL$129,432$98,290$98,290$98,290$98,2906160 CAPITAL EXPENDITURE ‐ VEHICLES$32,019$0$0$0242 TITLETYPERANK4N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?The current designed signs cost $318 each, and total $17,808 each time theyneed to be replaced. We havepreviously replaced the signs on an as needed basis and find funds where they may be available. The majority ofthe signs currently need to be replaced. The new designed signs total $7,784, saving $10,024 the first year ofreplacement.  The new designed signs would save the Town $81,256 over the next 10 years. The signs would continue to be replaced each year or every other year at the higher cost. The program will run asis, which includes contact with the volunteers once per year to verify continued interest in the program. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to change the Adopt‐A‐Street signs to a more sustainable face. Additionally, we willneed to provide the volunteers with safety vests, trash bags, trash grabbers, and disposable gloves for their safety.Vests, trash grabbers, extra trash bags and gloves will be returned after cleanup is complete. Initial year ‐ 28 streets x $139 per sign x 2 = $7,784Subsequent years  ‐ 3 suspected forfeitures x $139 per sign x 2 = $834Vests, trash grabbers, disposable gloves = $500Trash bags = $200This program is an easy way for groups to help the community, prevent pollution, and receive recognition for theirwork. Litter is unsightly and costly to tax payers. Volunteering for litter pick‐up builds community and group pride,visibly improves your local environment, and saves tax payer money. This program reduces our costs in labor dueto staff having to clean the roadways. Due to the design and colors of the sign, they are needing to be replacedonce per year or every two years depending on sunlight exposure. The new signs would present a greenbackground, similar to surrounding cities', with high‐intensity white lettering. The newly designed signs would onlyneed replacement every 10 years. In addition to replacing the old signs, staff has re‐evaluated the program anddecided to add 6 more streets to the program.  This program is highly sought after.  We have had only three streets become available for adoption in the lifetime of the program.  Because of the high interest in the program, we have decided to revamp the program by requiring volunteers to clean their section of roadway five times each year. Ledby the Water Education Coordinator, and with the approval of this request,we will also require each adoptee tosubmit a sign in sheet, encouraging pictures, verifying their section hadin fact been picked up. Failure to providethe necessary documentation could result in the forfeiture of their adopted section to another family on thewaiting list.  $834TOTAL$8,484$1,534$1,534$1,534$1,5345640 SIGNS AND HARDWARE$7,784$834$834$834$2005630 SAFETY EQUIPMENT$500$500$500$500$5005210 OFFICE SUPPLIES$200$200$200$200SUPPLEMENTAL DETAILS ‐ ACTIVEADOPT‐A‐STREET PROGRAMDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETS243 TITLETYPERANK5N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will continue to repair roadways on an as needed basis with no foresight as to which roads will be in need ofrepair. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To collect distress identification and quantification data on all roadways as noted in this year's Strategic PlanningSession.This program will provide objective identification of current roadway conditions, giving staff a good idea onpossible failures or replacements that will need attention. The contractor will drive arterial roads and collect thepavement condition data per ASTM D6433 standards. A detailed report will be provided including GIS readouts ofpavement conditions. We plan to utilize the report to schedule rehabilitation projects the year following the datacollection. $0TOTAL$109,000$0$0$0$05480 CONTRACT SERVICES$109,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEPAVEMENT DATA COLLECTION PROGRAMDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETS244 TITLETYPERANK8N/AInvestment in Prosper's FutureWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?We would no longer purchase fuel from PISD.  We will continue to purchase fuel from PISD with limited access and possibly be denied access to fuel during crisis,such as during the snow storm. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To begin Phase 1 of installing a fueling station at the public works facility, which includes engineering the site andplat development. Costs were supplied by PISD.FY 21/22 ‐ Engineer the site and plat development = $40,000FY 22/23 ‐ Fueling Equipment = $290,000FY 22/23 ‐ Concrete = $11,000FY 22/23 ‐ 60'x30' Canopy = $75,000FY 22/23 ‐ Bollards = $30,000With this request, we would build a covered fueling station for Town use. Wewould no longer be purchasing fuelfrom Prosper ISD. As the town grows, the school and the Town of Prosper are having to fuel more vehicles.Currently, we have an agreement with the school to purchase the fuel, however, in times of crisis and duringcertain times of the day, we are denied access to fuel. A fueling station owned and operated by the Town wouldbenefit all departments and solve lingering issues of access to fuel at anygiven time. Additionally, the fuel sitewould be easily accessed by all departments with close proximity to the police department and a great centrallocation to the two existing fire departments. $0TOTAL$40,000$0$0$0$06110 CAPITAL EXPENDITURE$40,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEPUBLIC WORKS FUELING STATION ‐ PHASE 1DISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETS245 TITLETYPERANK9N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will not pursue accreditation.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To obtain Certification of Public Works Professional Management and/or Supervision for 4 Public Worksemployees.Eligibility Application Fee ‐ $245 per employeeExamination Fee ‐ $550 per employeeBecoming a Certified Public Works Institute is a strategic goal of the Public Works Department. The process cantake a minimum of two years. Having our leaders become certified will help to begin the process of becoming aPublic Works Institute. The Public Works Professional‐Management certification is issued by the American PublicWorks Association to recognize individuals in the public works field who have the knowledge and experience tomanage organizations within a public works department. $0TOTAL$3,180$0$0$0$05536 TRAINING/SEMINARS$3,180$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECERTIFICATION OF PUBLIC WORKS PROFESSIONALS‐STREETSDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETS246 TITLETYPERANK1$86,173TOTAL $88,923 $86,173 $86,173 $86,173$5005970 VERF CHARGES FOR SERVICES $0 $520 $520 $520 $5205536 TRAINING/SEMINARS $500 $500 $500 $500$1005419 IT LICENSES $1,963 $1,963 $1,963 $1,963 $1,9635400 UNIFORM EXPENSE $100 $100 $100 $100$1755230 DUES, FEES, AND SUBSCRIPTIONS $100 $100 $100 $100 $1005220 OFFICE EQUIPMENT $3,245 $175 $175 $175$6005210 OFFICE SUPPLIES $200 $0 $0 $0 $05186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600$8,0695185 LONG TERM/SHORT TERM DISABILIT $108 $108 $108 $108 $1085180 TMRS EXPENSE $8,069 $8,069 $8,069 $8,069$475175 LIABILITY (TML) WORKERS COMP $130 $130 $130 $130 $1305170 LIFE / ADD INSURANCE $47 $47 $47 $47$1,2005165 DENTAL EXPENSE $456 $456 $456 $456 $4565162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200$1625160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248 $10,2485155 SUTA EXPENSE $162 $162 $162 $162$3,5115150 MEDICARE EXPENSE $821 $821 $821 $821 $8215145 SOCIAL SECURITY EXPENSE $3,511 $3,511 $3,511 $3,511RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$56,6235143 CELL PHONE ALLOWANCE $840 $840 $840 $840 $8405110 SALARIES $56,623 $56,623 $56,623 $56,623TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATIONSUPPLEMENTAL DETAILS ‐ ACTIVEPARK PLANNER (NEW PERSONNEL)DISCRETIONARY ‐ 1247 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Park Planner in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo fund a Park Planner to assist in keeping up with the rapidly expanding workload and growing demands due torapid growth while maintaining high‐quality service to ensure stakeholder satisfaction. The addition of this positionwill allow staff to effectively handle the increasing workload, avoid project delays, increase customer service, andmeet the needs of all stakeholders in addressing and achieving Town goals and strategies. Compared to last year, plan reviews have increased 60% with no new staff.Over the last 3 years, the number of project and permits has increased significantly. Private development projects have increased 60% over the past three years with no new staff.Capital Improvement Projects have increased 50% over the past three years with no new staff.Tree removal permits have increased 30% over the past three years with no new staff.This trend is anticipated to continue, with additional increases over the next 3 years. The Department is on trackto be responsible for over 15 developer park projects, 18 Capital Improvement Projects (Including Phase 1 ofSexton Park) and to continue to review and inspect a high level of private development projects. A Park Planner will provide help to bring the Prosper Community Vision to fruition; to achieve the Strategic Vision2036 and Strategic Goals 2026; and to follow the Parks, Recreation and OpenSpace Master Plan and the Hike andBike Trail Master Plan.This person will manage construction reviews, inspections, design‐to‐build park planning, public input meetings;and review private development medians, berming, landscape screening, existing trees, preservation; and Town‐initiated projects. This will allow service levels to be maintained and/or ensure that the quality of workmanship isat a high level of professionalism.They will also help to implement the 2015 Parks, Recreation and Open Space Master plan, 2020 Hike and Bike TrailMaster Plan and to manage projects within the Capital Improvement Programs.Funding this request will allow the department to:Continue high levels of service.Will help divide the workload into manageable segments. This will allow existing staff the ability to meet the needsand dedicate time to projects and development projects.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Additional staff review of new grant applications will maximize opportunities to receive outside funding for parkprojects and also work to determine best return on investment.Not funding an additional Park Planner for FY2022 may: Impact quality control negatively, cause new projects to beplaced on hold or be re‐prioritized, create dissatisfied stakeholders as projects lag, strain existing staff withoverwhelming workloads.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.248 TITLETYPERANK2$68,288TOTAL $70,782 $68,288 $68,288 $68,288$1505970 VERF CHARGES FOR SERVICES $0 $461 $461 $461 $4615536 TRAINING/SEMINARS $150 $150 $150 $150$755419 IT LICENSES $535 $535 $535 $535 $5355400 UNIFORM EXPENSE $75 $75 $75 $75$2505220 OFFICE EQUIPMENT $2,955 $0 $0 $0 $05210 OFFICE SUPPLIES $250 $250 $250 $250$845186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $84 $84 $84 $84$1025180 TMRS EXPENSE $6,303 $6,303 $6,303 $6,303 $6,3035175 LIABILITY (TML) WORKERS COMP $102 $102 $102 $102$4565170 LIFE / ADD INSURANCE $47 $47 $47 $47 $475165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$6415155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $641 $641 $641 $641RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$44,2325145 SOCIAL SECURITY EXPENSE $2,742 $2,742 $2,742 $2,742 $2,7425110 SALARIES $44,232 $44,232 $44,232 $44,232TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATIONSUPPLEMENTAL DETAILS ‐ ACTIVEADMINISTRATIVE ASSISTANT (NEW PERSONNEL)DISCRETIONARY ‐ 1249 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Administrative Assistant in October 2021.Investment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo fund an Administrative Assistant for the department. Over the past few years, current staff has picked upadministrative duties with the increased time needed for marketing and communication efforts. The 2019Compensation and Classification study performed by the Town reclassified the Administrative Assistant positionand designated that staff person as a Marketing Coordinator, signifying the need and amount of effort expendedon non‐administrative assistant items.  Currently the Marketing Coordinator spends about 75% of their time on marketing efforts, leaving very little timeto assist others outside of creating reports, agendas, board packets and meeting minutes.  Additional time could be focused on Marketing once an Administrative Assistant is hired.The increased workload has become a strain on staff members to continue to function effectively. A dedicatedperson is needed to perform the duties of an Administrative Assistant. TheDirector and others are having to stopwork 5‐10 times a day to walk to the front counter and greet visitors. Sometimes, this requires a staff personputting someone on hold on the phone or interrupting a meeting, because others are busy or not in the building.There has been a 60% year over year increase this year based on PO value, witha 23.2 % increase in value pervendor. Many of these PO's have multiple line items and budgets that must bedrawn from which make thingsmore complicated and time consuming.Staff also will be spending time on computer work for HR related activitiesas well as the Towns Strategic Planningtracking software.Benefits of funding this additional staff person will reduce overtime costs and free up other staff members toconcentrate on their core job functions. Administrative tasks currently handled by others will become the responsibility of a designated AdministrativeAssistant who will be responsible for: compiling weekly and monthly reports; fielding incoming calls; serving asinitial point of contact; ordering supplies and apparel; assisting with computer work required for HR functions suchas hiring and annual performance evaluations, creating and recording purchase orders and release orders;processing invoices; providing general office support; and serving as liaison to the Parks and Recreation Board(Board Minutes and packets, regular Board correspondence and working withTownSecretary). Theywillalsobeable to help with the Strategic Planning tracking software.This staff person will free up time and reduce aggravation of staff being interrupted multiple times throughout theday to greet visitors.  Over the past few months the number of visitors has increased sharply and continues to rise.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AStaff will function at a lower capacity due to performing administrative tasks. Additional overtime funds will beneeded.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.250 TITLETYPERANK3One contract person to assist with accreditation and recreation programming. Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/APriorities will need to be adjusted or the department will not be able to successfully submit for accreditation in2022.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To hire contract staff to assist with preparing plans, polices and best practices for the Department. Town Councilapproved a two year budget allocation for a contract staff person to assistthe Department in efforts needed forNational Parks and Recreation Accreditation. This request will extend funding for an additional year as needed tocomplete the application for accreditation.This contract person also has extensive knowledge with recreation programming and has assisted with youth andsenior programming.The assistance of this contract person is critical for the department to beable to submit the application in 2022,given the current workloads of full‐time staff. This person will also be able to assist with special events, and recreationprogramming when time allows. They arehired on an as needed basis.  Once the need has been met, they will not continue.$0TOTAL$30,000$0$0$0$05190 CONTRACT LABOR$30,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECONTRACT LABOR FOR CAPRA/RECREATION PROGRAMMINGDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATION251 TITLETYPERANK4N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe Town will not be considered for accreditation.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To fund the travel and expenses associated with pursuing Parks and Recreation Department accreditation from theNational Parks and Recreation Association (NRPA), including onsite inspection from NRPA delegates and stafftravel to attend the interview required to receive accreditation.Staff has been completing the required documentation for NRPA to review andconsiderindecidingiftheTownmeets the minimum standards for accreditation. Once the documents have been submitted for review, NRPA willsend a delegation for an onsite inspection that will last two days. Assuming the Town receives a positiverecommendation from the onsite delegation, the Town will be required to send a party to the national meeting foran in‐person interview with the full accreditation committee. If this meeting is successful, the department willreceive accreditation.The benefit of funding this request is that the Parks and Recreation Department will be able to pursue accreditationfrom NRPA.  This item will fund the required travel and associated expenses.$0TOTAL$3,805$0$0$0$05530 TRAVEL$3,805$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECAPRA ACCREDITATION TRAVELDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATION252 TITLETYPERANK5WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe Town will continue to disseminate information about the Parks and Recreation offerings in much the same wayas we are currently.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To request funds to broaden marketing and public relations efforts to better inform residents about services,resources and opportunities to connect through Parks and Recreation. Thedepartment offers recreationalprograms, community‐wide events, educational activities, Active Adult55+ programs, parks and trails and parkfacilities for all residents. The following are items that will broaden publicity to increase resident awareness of the departments offerings. Digital Magazine: This software will allow us to create a marketing tool that can be widely distributed and allowpeople to see the offerings.  Videographer: Contracting two videos, that will be posted multiple timesthroughout the year will increaseawareness of all programs. Shorter videos will focus on seasonal programs, such as: Spring/Summer (Tree Tour,Champion Tree, recreational programs); Fall (September event, Active Adult 55+ programs, Prosper Arbor Day);Winter (Christmas Festival, Light Up the Night!).Utility bill insert: An informational piece inserted into utility bills in March, August, November and January willhelp with seasonal activities. This is helpful for older adults and those who may not get information in a digitalformat.Postcard: Adding a mailing to all residents in August will give exposure tofall/winter activities and ways to getconnected. Plotter: Useful tool which is needed to allow for creation of signage in house to be used for visibility and directionalat exhibits, camps, classes and events.Signage: Increasing signage placed in intersections and in yards are effective ways to increase visibility of specificprograms.$3,900TOTAL$18,700$14,600$14,600$14,600$14,6005410 PROFESSIONAL SERVICES$3,900$3,900$3,900$3,900$2005280 PRINTING AND REPRODUCTION$10,500$10,500$10,500$10,500$10,5005220 OFFICE EQUIPMENT$4,300$200$200$200SUPPLEMENTAL DETAILS ‐ ACTIVEMARKETING FOR PARKS AND RECREATIONDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATION253 N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesSUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALS254 TITLETYPERANK6N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ANot funding this critical lighting addition to Lakewood Park will result in diminished practice opportunities for youthsports or create the need to seek additional funding sources.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to fund the installation of lighting at Lakewood Park. This will create additionalpractice opportunities for our youth sports.ADOPTED BUDGET INCREASED ORIGINAL REQUEST OF $795,000 TO $1,545,000.Lighted fields will expand the practice times that can be made available which will accommodate the needs of thegrowing youth sports groups. Additional practice times benefit the community by expanding opportunities foryouth sports. Approving funds for lighting within the Lakewood project will: expedite the construction process;provide practice facilities sooner; and minimize the impact to the sportsgroups that may occur if lights were addedin the future.$0TOTAL$1,545,000$0$0$0$07144 TRANSFER TO CAPITAL PROJ FUND$1,545,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVELAKEWOOD PARK LIGHTING IMPROVEMENTSDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATION255 TITLETYPERANK7N/APremier Residential CommunityFinancially responsible Town government providing exceptional municipal servicesSuccessful Prosper Downtown RedevelopmentWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AFunding the future design and construction will not be as accurate.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request would fund the development of a master plan and opinion of probable cost for the development offeatures at the detention pond located at Broadway Boulevard and Church Street.  There are few parks and recreation features in the downtown area. This effort would develop a master plan thatmet the needs of the local residents and the vision of the Town Council and Parks and Recreation Board.  It is anticipated that this area may have a higher level of detail or design,as it is a vital link between Preston Roadand Downtown. Providing architectural elements and a design along Broadway that is closer in style to theDowntown monument and Downtown will help "lead" people through this area to Downtown. It will help tie thearea together visually while meeting residents needs.$0TOTAL$40,000$0$0$0$05410 PROFESSIONAL SERVICES$40,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEDETENTION POND DEVELOPMENT MASTER PLANDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATION256 TITLETYPERANK10N/APremier Residential CommunityInvestment in Prosper's FutureWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe median will remain in its current condition until such time as funds are made available.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To hire a design firm to develop the design and the construction documents for the medians along US 380 fromMahard Parkway to Lovers Lane. TxDOT will no longer provide design services, but there is a good possibility thatTxDOT will cover 100% of the construction cost through their Green Ribbon Funding Program.A call for projects is anticipated to be announced for shovel‐ready projects for 2023. This section of US 380 hasalready been widened with medians so it is anticipated to improve the existing medians with landscape similar toUS 380 from Lovers Lane to Custer Rd.  The Green Ribbon Program is anticipated to cover the cost of the landscape and irrigation of the trees and half‐moon beds. Similar to the other section of US 380, the grass areas will not beirrigated. The Town will work with the City of Frisco to discuss sharing design costs. The Town will bill Frisco their portion ofthe cost, $45,000.By providing TxDOT with a set of approved pans for the construction of the median improvements, this will allowthe project to be considered for the Green Ribbon Funding Program. Through the Green Ribbon Funding, TxDOTwill pay for the cost of construction. Unlike the last Green Ribbon Project, TXDOT will be requesting cities andtowns to locally let the projects, which will then be reimbursed by TXDOT. $0TOTAL$90,000$0$0$0$05410 PROFESSIONAL SERVICES$90,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEUS 380 MEDIAN DESIGN PHASE 2DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATION257 TITLETYPERANK2$74,799TOTAL $109,039 $74,799 $74,799 $74,799$3,9756160 CAPITAL EXPENDITURE ‐ VEHICLES $39,033 $898 $898 $898 $8985970 VERF CHARGES FOR SERVICES $0 $3,975 $3,975 $3,975$3005630 SAFETY EQUIPMENT $425 $245 $245 $245 $2455536 TRAINING/SEMINARS $300 $300 $300 $300$6505419 IT LICENSES $110 $110 $110 $110 $1105400 UNIFORM EXPENSE $650 $650 $650 $650$8165353 OIL/GREASE/INSPECTIONS $0 $100 $100 $100 $1005350 VEHICLE EXPENSE $816 $816 $816 $816$6005230 DUES, FEES, AND SUBSCRIPTIONS $150 $150 $150 $150 $1505186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600$6,2145185 LONG TERM/SHORT TERM DISABILIT $83 $83 $83 $83 $835180 TMRS EXPENSE $6,214 $6,214 $6,214 $6,214$475175 LIABILITY (TML) WORKERS COMP $881 $881 $881 $881 $8815170 LIFE / ADD INSURANCE $47 $47 $47 $47$1,2005165 DENTAL EXPENSE $456 $456 $456 $456 $4565162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200$1625160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248 $10,2485155 SUTA EXPENSE $162 $162 $162 $162$2,7045150 MEDICARE EXPENSE $632 $632 $632 $632 $6325145 SOCIAL SECURITY EXPENSE $2,704 $2,704 $2,704 $2,704RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$43,6085143 CELL PHONE ALLOWANCE $720 $720 $720 $720 $7205110 SALARIES $43,608 $43,608 $43,608 $43,608TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVECREW LEADER/SHOP MECHANIC (NEW PERSONNEL)DISCRETIONARY ‐ 1258 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Crew Leader/Shop Mechanic in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesFund a Crew Leader/Shop Mechanic who will be responsible for heavy equipment maintenance and repair (non‐vehicular). This person will also operate heavy equipment to help meet theneeds of the park and medianmaintenance. A 1/2 ton pickup is needed to assist in transporting equipment and when help is needed in the fieldfor repairs, etc.From FY 19/20 to FY 21/22 the amount of developed park/facility acres the department maintains is projected toincrease 21.47%.With no new staff the Acres/FTE will increase from 10.53 Acres/FTE to 13.41 Acres/FTE.  (without medians)With no new staff the Acres/FTE will increase from 11.81 Acres/FTE to 14.94 Acres/FTE.  (with medians)At the FY 19/20 rate of 10 Acres per FTE it would equate to a staff of 28 and we currently have 21 staff members inPark Operations.Medians are projected to increase from 26.86 acres in FY 19/20 to 32.09 acres in FY 21/22 or a 19.47% percentincrease.A 2022 Chevrolet Silverado 3500 work Truck 4X2 Double Cab 8 ft. box w/gooseneck hitch is also included with thisrequest.  The budgeted amount includes the toolbox, lighting, and decals.  Preventive maintenance and minor repairs (non‐vehicular) will be timelyand down time of equipment will bedrastically reduced. Having a designated Crew Leader/Shop Mechanic on staff will enable work tobe done on the Town's schedule andnot depend on others. Maintenance and repairs currently are being performed by outside sources that are notlocal nor convenient for transporting  equipment.  This Heavy Equipment Operator will also be able to operate equipment and help meet the maintenance needs ofthe Town. The 1 ton pickup needed to transport equipment to the field as wellas for the mechanic to travel to thefield or other shop to work on equipment.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Funds used to pay outside vendors to perform minor repairs and maintenance(non‐vehicular) will decrease, astimely maintenance procedures will be completed as scheduled.  Time will not have to be spent transporting equipment to non‐local vendors, saving excessive down time andhaving to be on a schedule for work to be performed. Staff will not be able to complete the full schedule ofmaintenance operations on medians, sports turf and park lands.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.259 TITLETYPERANK3$63,561TOTAL $63,561 $63,561 $63,561 $63,561$455630 SAFETY EQUIPMENT $245 $245 $245 $245 $2455536 TRAINING/SEMINARS $45 $45 $45 $45$6505419 IT LICENSES $110 $110 $110 $110 $1105400 UNIFORM EXPENSE $650 $650 $650 $650$6005230 DUES, FEES, AND SUBSCRIPTIONS $50 $50 $50 $50 $505186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600$5,6295185 LONG TERM/SHORT TERM DISABILIT $75 $75 $75 $75 $755180 TMRS EXPENSE $5,629 $5,629 $5,629 $5,629$475175 LIABILITY (TML) WORKERS COMP $798 $798 $798 $798 $7985170 LIFE / ADD INSURANCE $47 $47 $47 $47$1,2005165 DENTAL EXPENSE $456 $456 $456 $456 $4565162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200$1625160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248 $10,2485155 SUTA EXPENSE $162 $162 $162 $162$2,4495150 MEDICARE EXPENSE $573 $573 $573 $573 $5735145 SOCIAL SECURITY EXPENSE $2,449 $2,449 $2,449 $2,449RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$39,5045143 CELL PHONE ALLOWANCE $720 $720 $720 $720 $7205110 SALARIES $39,504 $39,504 $39,504 $39,504TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVEHEAVY EQUIPMENT OPERATOR (NEW PERSONNEL)DISCRETIONARY ‐ 1260 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Heavy Equipment Operator in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo fund an additional Heavy Equipment Operator responsible for maintaining properties that the Town staffmaintains. This staff member will utilize heavy equipment to perform mowing, aeration, trenching, loading and distributingorganic materials on sports turf to perform maintenance procedures abovethe level of commercial mowing andturf grass maintenance that is currently contracted. With existing staff, it is not possible to maintain service levelsas expected.From FY 19/20 to FY 21/22 the amount of developed park/facility acres the department maintains is projected toincrease 21.47%.With no new staff the Acres/FTE will increase from 10.53 Acres/FTE to 13.41 Acres/FTE.  (without medians)With no new staff the Acres/FTE will increase from 11.81 Acres/FTE to 14.94 Acres/FTE.  (with medians)At the FY 19/20 rate of 10 Acres per FTE it would equate to a staff of 28 and we currently have 21 staff members inPark Operations.Medians are projected to increase from 26.86 acres in FY 19/20 to 32.09 acres in FY 21/22 or a 19.47% percentincrease.This staff person will help ensure the sports fields are safe and playable.Improve and maintain turf grass and parkproperty, medians, building grounds.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AUnsafe surfaces will develop and increase injury risks to youth sports participants. Staff will not be able tomaintain the properties to meet safety standards or at the expected levels. Scheduled recreation events, sportsleagues games and practices will experience increased delays and cancellations.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.261 TITLETYPERANK4SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesThe purpose of this request is to fund the purchase of a motorized, ride‐on Field Paint Striper. This unit will allowstaff to ride on the equipment, making the completion of work much faster and minimizing staff fatigue. The unitcan also stripe parking lots.Benefits of a motorized ride‐on Field Paint Striper are: fields can be painted much more quickly because the ride‐on unit is three times faster than the push equipment now in use; the amount of time needed by staff to do a jobwill significantly lessen, increasing efficiency in preparing practiceand game fields each week and lessening stafffatigue. Currently, using the push equipment, staff walks approximately 20 to 22 miles each week, 32 weeks per year,striping fields. With the addition of Lakewood Park practice areas this year, the amount of striping required willincrease significantly.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AIf this request is not funded, staff will continue to use the push units to stripe fields, taking more time and effortthan is really necessary to maintain fields on a weekly basis. The additionof new properties will compound thisissue.  $1,750COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$17,500$1,750$1,750$1,750$1,7506140 CAPITAL EXPENDITURE ‐ EQUIPMENT$17,500$0$0$0$05970 VERF CHARGES FOR SERVICES$0$1,750$1,750$1,750SUPPLEMENTAL DETAILS ‐ ACTIVERIDE ON FIELD STRIPERDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONS262 TITLETYPERANK6$61,282TOTAL $61,282 $61,282 $61,282 $61,282$855630 SAFETY EQUIPMENT $245 $245 $245 $245 $2455536 TRAINING/SEMINARS $85 $85 $85 $85$6505419 IT LICENSES $110 $110 $110 $110 $1105400 UNIFORM EXPENSE $650 $650 $650 $650$6005230 DUES, FEES, AND SUBSCRIPTIONS $100 $100 $100 $100 $1005186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600$5,3575185 LONG TERM/SHORT TERM DISABILIT $71 $71 $71 $71 $715180 TMRS EXPENSE $5,357 $5,357 $5,357 $5,357$475175 LIABILITY (TML) WORKERS COMP $759 $759 $759 $759 $7595170 LIFE / ADD INSURANCE $47 $47 $47 $47$1,2005165 DENTAL EXPENSE $456 $456 $456 $456 $4565162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200$1625160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248 $10,2485155 SUTA EXPENSE $162 $162 $162 $162$2,3315150 MEDICARE EXPENSE $545 $545 $545 $545 $5455145 SOCIAL SECURITY EXPENSE $2,331 $2,331 $2,331 $2,331RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$37,5965143 CELL PHONE ALLOWANCE $720 $720 $720 $720 $7205110 SALARIES $37,596 $37,596 $37,596 $37,596TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVECHEMICAL TECHNICIAN (NEW PERSONNEL)DISCRETIONARY ‐ 1263 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Chemical Technician in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo fund an additional Chemical Technician responsible for fertilizer, herbicide, insect/rodent control, topdressing of sports fields with organic material, aeration, irrigation‐maintenance, repair and installation. With existing staff, itis not possible to maintain service levels expected by officials, residents and businesses. Projections:  From FY 19/20 to FY 21/22 the amount of developed park/facility acres the department maintains is projected toincrease 21.47%.With no new staff, the Acres/FTE will increase from 10.53 Acres/FTE to 13.41 Acres/FTE.  (without medians)With no new staff, the Acres/FTE will increase from 11.81 Acres/FTE to 14.94 Acres/FTE.  (with medians)At the FY 19/20 rate of 10 Acres per FTE it would equate to a staff of 28 and we currently have 21 staff members inPark Operations.Medians are projected to increase from 26.86 acres in FY 19/20 to 32.09 acres in FY 21/22 or a 19.47% percentincrease.Ability to provide effective and timely applications for pest control, aquatic algae growth control, and fertilizationwill ensure proper turf management is sustained. Over the past year, the Town added numerous properties whichwill need maintenance and chemical applications. Control weeds, insects, rodents, fungus, disease, scale, andplant virus control that will cause damage to existing vegetation on Town park lands.Ability to control pests, viruses and diseases that will ensure the plants, landscape materials, and overall aestheticsof the visible surroundings of the Town of Prosper remain stellar and continue to attract residents and commercialbusinesses. The addition of park lands and median development has facilitated the need for additional staff so thatthe visual appeal of the Town remains and expectations of Town Council, residents and  businesses are met.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe overall appearance of medians and park lands within the Town of Prosperwill deteriorate. Manicured turf andplant life will suffer resulting in an unappealing appearance. Staff willbe forced to be reactive versus proactive inaddressing resident and business concerns. Costs will increase, as plantmaterials will need to be replaced due todisease, viruses, rodent damage and turf loss.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.264 TITLETYPERANK8N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?PBSA will reimburse the Town for half of the cost totaling $8,000. Staff will continue to spend numerous hours a week prepping and maintaining the existing pitching mounds withless than desirable results, creating a safety issue. PBSA players will not learn to pitch on the same type of moundsas they will be using in high school baseball. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To improve safety at the existing grass baseball fields by replacing the current pitching mounds (5) with the sametype of artificial mounds currently on Fields 6‐8. Prosper Baseball Softball Association (PBSA) has agreed toreimburse the Town for half ($8,000), with Council approval. Reduce maintenance time and cost: Artificial mounds require little to no maintenance to keep mounds safe. Incontrast, material used on fields 10 years ago is extremely high maintenance. A typical pitching mound is builtfrom clay.  Prosper's are made from triple crushed granite.Improve safety: A pitching mound that is not prepared and maintained properly can be dangerous for the pitcher.As the number of games played each season increases, so do safety issues.Prepare the next generation of pitchers as they transition into high school: The new mounds will be made of whatmost high schools now use. $0TOTAL$16,000$0$0$0$06120 CAPITAL EXP‐PK IMPROVEMENTS$16,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEARTIFICIAL PITCHING MOUNDS  DISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONS265 TITLETYPERANK1N/APremier Residential Community Investment in Prosper's futureWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?In the past, the Town has not solicited sponsorships for the event. This hasalways been viewed as an event thatwould give back to the community. With the rebranding of the event, there was an opportunity to add a TitleSponsor. CoServ has agreed to be the Title sponsor for the event. Their commitment to the event would be tosupply a set amount of BBQ sandwiches free of charge.  This will help offset some of the cost for the event.  The attendance numbers would more than likely stay the same and the event will not grow.  SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Town staff was given an opportunity to rebrand the traditional Prosper Community Picnic, by offering expandedattractions for both adults and children. In the past the Community Picnicwas an event that would serve andentertain the community and allow the Mayor and Town Council to meet the community.  Rebranding of this event is designed to help continue to serve and entertain the community. Having the Mayorand Town Council present at this event, adds an element of personal connections with the community. In the pastthis event has averaged around 500 people. Staff recommends adding live entertainment, to help increaseattendance.Activities will include entertainment for children, complimentary foodand beverage and live performances fromblues style bands.   In the past, staff would invite Prosper‐based non‐profit organizations to participate in the event. Typically the non‐profits volunteer their time and concessions for the event.  Staff recommends keeping this tradition.  $22,000TOTAL$22,000$22,000$22,000$22,000$22,0005600 SPECIAL EVENTS$22,000$22,000$22,000$22,000SUPPLEMENTAL DETAILS ‐ ACTIVECOMMUNITY PICNIC DISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐03EXP RECREATION266 TITLETYPERANK2N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Instructor fees will be split 70/30, with 30% of the revenue going to the Town for soft costs and supplies. With theincrease in programming, staff anticipates instructors expenses to continue to increase. Revenues help offset thecost of instructor expenses.       The goal for the day trips is for 80% of the expense to be offset by registration fees ($8,800). In future years, thegoal will be 100% cost recovery on day trips.Total Expected Revenue: $31,800 ‐ Net $2,800Youth Recreation Programs:  Expense: $16,100  ‐   Revenue: $23,000Senior Classes Cost: $1,900  Revenue: $0.00Senior Trips Cost: $11,000  Revenue: $ 8,800A registration cap will be placed on Youth Summer Camps. Residents will be turned down when classes are full,not fulfilling desires to keep children in Prosper for Summer Camp. Prosper's older citizens will remainunderserved and lack programs. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To request funds to rent space for 4 additional Summer Camps for Youth, 4 daytrips for Active Adults andadditional Active Adults classes at the 407 Rec Center. Additional funds will allow the department to offer camps at local churches for an estimated facility rental cost of$2,500. We have outgrown The 407 Rec Center. The addition of day trip outings of Active Adults (minor league baseball game, museums, notable sites) will expandsenior programming to meet requests from the senior population. Anticipated costs incurred will be for instructor fees, operating supplies and implementing additional programsand trips.  Class Instructor cost ‐ $18,000. Total bus tours cost ‐ $11,000.The majority of Summer programs are reaching maximum numbers, there are waitlists for most classes.  As the population continues to increase, demand for class offerings will continue to increase. Increasing thenumber of locations for Summer programming will give residents four additional camp options and increaseparticipation. Additional space will also help to eliminate the number ofwaitlisted participants who wouldotherwise miss the opportunity to register.     Requests from Seniors for new programs will be answered. Increasing service to this group will facilitate physicalfitness, improve mental health, and increase social interaction and engagement. Group recreation for older adultsfosters community spirit, provides a sense of attachment, positive values, and opportunities to show and use skillsdeveloped throughout a lifetime. According to the Transamerica Center for Retirement Studies, 86% of respondents indicated travel improvesgeneral mood and outlook about life and social interaction creates stronger ties to loved ones and promoteshealthy relationships. $29,000TOTAL$29,000$29,000$29,000$29,000$29,0005995 RECREATION ACTIVITIES$29,000$29,000$29,000$29,000SUPPLEMENTAL DETAILS ‐ ACTIVERECREATION PROGRAMMINGDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐03EXP RECREATION267 TITLETYPERANK3N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesSuccessful Prosper Downtown RedevelopmentWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AAnother group will need to devise a plan to drive visitors to the Downtown area.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To fund 4 small events in the Downtown area, to bring people into the area.Staff has not met or coordinated with merchants from the Downtown area, butwill if Town Council decides togrant this request. Success of events, including their impact on Downtownmerchants and also residents' attitudesabout the area, will take a number of years to cultivate.   These events will be designed to drive visitors to the Downtown area. They will give Downtown merchantsopportunities to showcase their establishments and possibly set up exhibits to gain additional exposure. Thisproposal is for the Town to host 4 events throughout the year with anticipated attendance of 100‐300 people ateach event. Activities will bring exposure and residents to the Downtown area and willhelp to spur additional retail/servicetype developments in the area, which, in turn, will increase traffic for the area.Pending funding, staff will visit with the merchants and try to reach a consensus on what events/activities they feelwill be most beneficial. A few ideas that could be feasibly hosted Downtownare: a movie in the park type event,kids summer splash/ice cream event or maybe a sidewalk chalk contest. Again, staff is open to seeking input onevents.Parks and Recreation staff recommend these events be simple enough that Town employees and volunteers cansuccessfully implement them without overburdening staff.$20,650TOTAL$20,650$20,650$20,650$20,650$20,6505600 SPECIAL EVENTS$20,650$20,650$20,650$20,650SUPPLEMENTAL DETAILS ‐ ACTIVEDOWNTOWN EVENTSDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐03EXP RECREATION268 TITLETYPERANK1COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is to add a part‐time staff member in charge of creating content for virtual programs and thepromotion of all library programs and public information. The library adjusted immediately and launched allprograms virtually on March 14, 2020 due to COVID‐19. 100% of programs wereoffered electronically, thereforestaff time creating content was taken from what was previously allocated for in person programs. Winter of 2020the library began offering passive programs where patrons may either takeand make a craft, or they participateindependently or as a family playing games in the program room. Offering programs in the library once again is ahigh priority going forward in 2021, but so is continuing the high quality virtual programs patrons have come toexpect. Current staff time should refocus on in person events and a designated staff member should have theexpertise and knowledge to capture and create content to continue virtuallibrary offerings. As our librarycommunity grows, so do the demands for high quality offerings both in person and virtually. These additionalprograms will also require marketing and promotion which the library doesnot have a designated marketing staffmember for. Collectively, these tasks and duties will allow the library and its staff to continue to strive to meet theneeds of the community of users. Current library staff will focus their attention, time, and energy back to creating high quality in personprogramming to be held in the library. Our library staff create and offer excellent programs and we can continuethat by allowing the staff to concentrate on those job duties. Staff will not have the time to create in‐person andvirtual programs simultaneously. We would like to add a part‐time staff person who is qualified andknowledgeable in best practices, trends, and software offered electronically. Having an onsite content staffmember will allow us to offer outstanding programs both in the library and electronically. A staff member familiarwith trends will also allow us to remain relevant, connected, and valued byour community which already has highexpectations of us. A balance of in‐person and virtual programming is a newdirection the library must take giventhe current pandemic situation so that we may be as accessible to everyone as much as possible.  $929TOTAL$27,117$27,117$27,117$27,117$27,1175419 IT LICENSES$929$929$929$929$755400 UNIFORM EXPENSE$50$50$50$50$505175 LIABILITY (TML) WORKERS COMP$75$75$75$75$3495155 SUTA EXPENSE$162$162$162$162$1625150 MEDICARE EXPENSE$349$349$349$349$24,0605145 SOCIAL SECURITY EXPENSE$1,492$1,492$1,492$1,492$1,4925110 SALARIES$24,060$24,060$24,060$24,060SUPPLEMENTAL DETAILS ‐ ACTIVEPART‐TIME SOCIAL MEDIA CONTENT/LIBRARY PRODUCTION SPECIALIST DISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐05EXP LIBRARY269 One Part‐Time Social Media Content/Library Production Specialist in October 2021. Investment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Value of the library is not contained to just inside the library. During COVID‐19 we transitioned immediately tovirtual opportunities to continue services such as story time, craft instruction, database instruction, collegeapplication tutorials, and entertainment. Hundreds of Prosper childrenparticipated in a to‐go method of summerreading to assist with slowing and decreasing the summer slide of reading and literacy. Revenue cannot beassigned to providing such services. The library's YouTube channel was created last summer and has over 130subscribers. The library created 156 virtual programs in FY 19/20 (beginning March 13 when the library closed).There were 3,841 views which we consider a huge success. The library was able to pivot from 100% in person to100% virtual overnight because the staff was able to focus on creating and recording content completely. We donot have the staff to do both at the level of expectation (Town and community) and we will need to adjust stafftime and decrease in‐person programs to allow time to create virtual content.Returning to all in‐person programs, while exciting to get back to "normal", is where our staff is now concentratingtheir plans and efforts going forward in FY 20/21. Our patrons have come to expect our high quality educational,entertaining, and engaging virtual programs as well. We do not have the staff to offer both in‐person and virtual,so one must be sacrificed for the other. We cannot offer both in‐person and virtual programs simultaneously dueto the amount of staff time they take to plan, present, tape, and edit. We areasked daily if we will offer bothformats and we reply that we will only offer in‐person for the summer. Patrons may watch our past programs andwe do in fact promote that they remain available 24/7. Virtual programs reach a portion of our community whodo not come into the library or cannot. Prosper families benefit greatly bybeing able to view our virtual programsat their convenience and repeatedly. A specific value cannot be placed on the benefits to the literacy rate oracademic achievements of a community, but studies show that libraries play an important role in those levels.That role should not alter due to inability to access the physical library,be that due to COVID‐19 or any otherreason. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALS270 TITLETYPERANK2N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal services.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?State accreditation will continue to be granted to our library. Grant opportunities will be open to our library.Reputation will continue to be that of meeting expectations and standards set by our state's governing board.Patron and community dissatisfaction in collection and library. We wouldnot meet our library mission and visionstandards. We might not be as great an assistance or value to our community with their reading and educationalneeds. Accreditation will not be awarded to our library. Reputation of library will fall greatly. Withoutaccreditation, library may not be eligible for some government funding, and typically are removed from private orcorporate grant opportunities as well. Collections growth will not grow at rate needed to accommodate patron'sexpectations.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Increase funds for the physical collection. The library currently holds 26,647 physical items, with slightly morethan 60,811 total items circulated in FY 19/20 by 5,874 patrons. Our collection covers ages birth to elderly,regardless of reading level, and offers an array of genres and topics. Although our digital collection is a favoriteamong many patrons, our physical items checked out slightly five times more than our digital collection. Ourpatrons have come to appreciate, value, respect, and expect a vibrant wellthought‐out collection. Items in ourcollection must also continue to grow at the pace of the accreditation assigned population to continue Texas StateLibrary Accreditation rules of one item per capita. Book prices increasedduring COVID‐19, with many books at$30.00 each now.The library's collection will continue to grow physically in numbers, be current in topic and publication date, and berelevant to our patrons and community. We continue to exceed our collection development policy and our librarymission by offering a physical item collection that has depth, excellent peer reviews, contains diverse topics and isfor all reading levels. Our patrons have high expectations that we continue to meet by offering the newestreleases, books they have heard about from the news sources, social media,friends, or book clubs, and that we willprovide materials as our population of children develop their reading skills for learning and leisure as well. FY19/20 saw a checkout ratio of 12.3 items per patron and $1,091,047 total value saved by the community throughphysical item checkouts last year.$3,000TOTAL$3,000$3,000$3,000$3,000$3,0005281 BOOK PURCHASES$3,000$3,000$3,000$3,000SUPPLEMENTAL DETAILS ‐ ACTIVEINCREASE PHYSICAL COLLECTIONDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐05EXP LIBRARY271 TITLETYPERANK3N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal services.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Children's enthusiasm and opportunities for reading increases our community's literacy and no value can be placedon something which is priceless. This particular section of the library ishighly utilized and valued as it contains thelevel of books when children are reading independently and not being read to, which is a huge milestone not justto a child, but also for literacy rates of a community. Prosper already had asolid homeschooling population and,due to COVID‐19, even more students are being educated solely at home and relying on our library as one of itssources for educational materials. Books being placed in storage due to lack of shelving space will result in theyouth segment not seeing what is available to them. Offsite storage will need to be rented for items that storageshelving in Town Hall will no longer accommodate.The children's fiction section is our second most popular checked out physical collection. This book type is forchildren developing independent reading skills, learning to expand their vocabulary, exploring other worlds,cultures, and lives, and continuing their love of reading. Library families rely on the library to have the books theyneed and desire on the shelves for them to check out. The shelving will not accommodate additional books andsome items will need to go to storage where they will not be visible to patrons. Children are shelf shoppers, rarelyutilizing the catalog to see what the might want to checkout (unlike adults), but rather they pull the majority oftheir books just by judging a book by it's cover, familiarity with the author, or recognizing it from their school'slibrary.  It is important to have the space to offer reading materials for this age/reading group.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Additional mobile shelves are needed for the children's fiction section,one of the most circulated collections in ourlibrary. When we moved into the new library our collection number was 17,886. As of July 2021 it is 27,041.Almost 10,000 items were added to the library's physical collection in three years. As our population continues to grow, so too should the library's physical collection. Juvenile fiction is one of themost popular sections with high checkout and high expectations. Our collection includes a wide variety of booksfor our young readers and should continue to increase to meet the demand. Therefore, a small amount ofadditional shelving will create a big impact to hold the entire collectionand its growth. The importance of this areacan be seen in high literacy and reading achievements and comprehension. Aschool library does not always meetthe needs of the students that attend it and the community library can either fill that need or be an additionalresource to them.$0TOTAL$10,000$0$0$0$05220 OFFICE EQUIPMENT$10,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVELIBRARY MOBILE SHELVINGDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐05EXP LIBRARY272 TITLETYPERANK1COMMENTS$520TOTAL $149,261 $138,676 $138,676 $138,676 $138,6765970 VERF CHARGES FOR SERVICES $0 $520 $520 $520$5005630 SAFETY EQUIPMENT $50 $50 $50 $50 $505536 TRAINING/SEMINARS $500 $500 $500 $500$5005533 MILEAGE EXPENSE $250 $250 $250 $250 $2505530 TRAVEL$500 $500 $500 $500$1005419 IT LICENSES $3,550 $3,550 $3,550 $3,550 $3,5505400 UNIFORM EXPENSE $100 $100 $100 $100$05230 DUES, FEES, AND SUBSCRIPTIONS $200 $200 $200 $200 $2005220 OFFICE EQUIPMENT $11,105 $0 $0 $0$6005210 OFFICE SUPPLIES $100 $100 $100 $100 $1005186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600$13,8915185 LONG TERM/SHORT TERM DISABILIT $185 $185 $185 $185 $1855180 TMRS EXPENSE $13,891 $13,891 $13,891 $13,891$475175 LIABILITY (TML) WORKERS COMP $458 $458 $458 $458 $4585170 LIFE / ADD INSURANCE $47 $47 $47 $47$1,2005165 DENTAL EXPENSE $456 $456 $456 $456 $4565162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200$1625160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248 $10,2485155 SUTA EXPENSE $162 $162 $162 $162$6,0445150 MEDICARE EXPENSE $1,413 $1,413 $1,413 $1,413 $1,4135145 SOCIAL SECURITY EXPENSE $6,044 $6,044 $6,044 $6,044RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$97,4825143 CELL PHONE ALLOWANCE $720 $720 $720 $720 $7205110 SALARIES $97,482 $97,482 $97,482 $97,482TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGSUPPLEMENTAL DETAILS ‐ ACTIVESENIOR ENGINEER ‐ DEVELOPMENT (NEW PERSONNEL)DISCRETIONARY ‐ 1273 One Senior Engineer ‐ Development in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AFunctions within the Development Division will not be performed at the expected high level related to all areas ofdevelopment. Decreased level of customer service to the development community as well as residents and othersstakeholders. Development reviews will most likely exceed the 10 business day target dates as well as extendedresponse times on other duties.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is to hire a senior level engineer to assist with development review and other high level engineeringissues and duties. Since 2019, the number of plan reviews has increased 67%from 216 reviews a year to 360 in2020, and the first quarter of reviews in 2020 were 58 compared to 98 in the first quarter of 2021, a 69% increase.The existing Civil Engineer in the Development Division is spending closeto 90% of his time in plan review,development meetings and managing development projects. In addition, the Civil Engineer in the CIP Division isstill reviewing some development plans and is allocating approximately 20% of her time in development reviewand needs to transition out of development duties. The Assistant Directorof Engineering Services ‐ Development ishaving to spend 80% of his time in similar tasks including plan review, development meetings and managingdevelopment projects from initial review to final acceptance. His position should be spending around 50% indevelopment process and the other 50% providing oversight of his 5 employees, managing large significantdevelopment projects and providing timely resolution to urgent matters.Benefits include being able to perform development reviews and similar activities at an expected high level. Undergeneral supervision, assists in all aspects of civil engineering activities which includes, but is not limited toreviewing of new development; meeting and coordinating with developers and consultants; responding to citizenand professional inquiries and complaints. 274 TITLETYPERANK2One Part‐Time Administrative Assistant in October 2021. Financially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWithout this position, the current administrative duties of the department will be left undone or have to be borneby other non‐administrative staff, which would impact those employees productivity.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.With the reclassification of the current Administrative Assistant to CIPFacilitator, the administrative duties of thedepartment will need to be handled by another position. The current administrative duties include scheduling ofmeetings, coordinating new hire interviews and setup, processing construction inspection and escrow payments,ordering uniforms and equipment, website updates, processing p‐card reconciliations, managing departmentvehicle maintenance, processing project final acceptance, compiling weekly and monthly reports for theDevelopment and Infrastructure Services departments, answering phone calls and emails for the department, andmaintaining office supplies. While there are currently a lot of administrative duties, the existing AdministrativeAssistant estimates that a part‐time position would be able to handle the current administrative duties.    This position will reduce the administrative workload on the current Administrative Assistant that is proposed to bereclassed to the CIP Facilitator position.  $0TOTAL$38,053$27,273$27,273$27,273$27,2735419 IT LICENSES$700$0$0$0$1005220 OFFICE EQUIPMENT$10,080$0$0$0$05210 OFFICE SUPPLIES$100$100$100$100$515180 TMRS EXPENSE$3,152$3,152$3,152$3,152$3,1525175 LIABILITY (TML) WORKERS COMP$51$51$51$51$3215155 SUTA EXPENSE$162$162$162$162$1625150 MEDICARE EXPENSE$321$321$321$321$22,1165145 SOCIAL SECURITY EXPENSE$1,371$1,371$1,371$1,371$1,3715110 SALARIES$22,116$22,116$22,116$22,116SUPPLEMENTAL DETAILS ‐ ACTIVEPART‐TIME ADMIN ASSISTANT ‐ ENG (NEW PERSONNEL)DISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERING275 TITLETYPERANK3SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSOne CIP Facilitator in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesThe purpose of this position is to assist with increased needs for contractmanagement including processingcontract documents, pay request, change orders, purchase orders, requisitions, etc. This position will also supportincreased reporting and communication updates on capital improvement projects. Current duties are being performed by an Administrative Assistant that is unable to perform both job functions atan expected high level of performance. Under general supervision, assists with processing contract documents,pay request, change orders, purchase orders, requisitions, etc., and construction and project budget management.Such improvements include, but are not necessarily limited to, paving, drainage, and water and wastewaterconstruction. Employees in this position may also assist in all aspects ofadministrative support and record keepingduties for the various departmental budgets, capital improvement projects; prepare accurate and timely financialreports for operating budget and CIP projects under construction, and prepares public informational documentswith SmartSheet.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AFunctions within the CIP Division will not be performed at the expected high level related to reporting andcommunication updates on capital improvements projects including timely processing of contract documents, payrequest, change orders, purchase orders, requisitions, etc. Engineers and Project Managers will need to executethese tasks and will take time away from core tasks.$2,968COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$2,968$2,968$2,968$2,968$3465185 LONG TERM/SHORT TERM DISABILIT$5$5$5$5$55180 TMRS EXPENSE$346$346$346$346$355175 LIABILITY (TML) WORKERS COMP$6$6$6$6$65150 MEDICARE EXPENSE$35$35$35$35$2,4265145 SOCIAL SECURITY EXPENSE$150$150$150$150$1505110 SALARIES$2,426$2,426$2,426$2,426SUPPLEMENTAL DETAILS ‐ ACTIVERECLASS ADMIN ASSIST TO CIP FACILITATOR DISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERING276 TITLETYPERANK4N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWithout the Town's participation in the design costs, Frisco may not be abletomoveforwardwiththedesignandboth the Town of Prosper and the City of Frisco will lose TxDOT funding for the construction.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Funding 1/2 the cost of design plans for Illumination along US 380 from the Denton County Line to Lovers Lane (2.6miles).This design will continue the median lighting that is currently installedon the median of US 380 from Lovers Laneto Custer Road, to the overpasses and include high mast lighting at the overpasses of the Dallas North Tollway,BNSF railroad, and Preston Road. The Texas Department of Transportation has agreed to fund the construction ofthe median lighting if the Town pays for the design. This will be a joint project with the City of Frisco paying fortheir half of the design ($55k). This is similar to the current design agreement between the City of Frisco, Town ofLittle Elm and Town of Prosper for the cost sharing of the design of the US 380median lighting from the DentonCounty line to east of Prosper.$0TOTAL$55,000$0$0$0$05410 PROFESSIONAL SERVICES$55,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEMEDIAN LIGHTING FOR US 380 ‐ DENTON COUNTY LINE TO LOVERS LANEDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERING277 TITLETYPERANK6N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ALack of an ADA Transition Plan could exclude the Town from future Federal funding on various roadway projects.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The Americans with Disabilities Act (ADA) of1990 is a civil rights law prohibiting discrimination based onsomeone's disability. According to Title II of the Act, municipalities are required to have a plan to makeaccommodations for everyone. This includes the evaluation of all Town programs, services, and facilities (Townbuildings, public parks, roadways, intersections, existing sidewalks, and other publicly maintained spaces), old andnew. If approved, the Town will bring on board an ADA specialist firm to analyze the Town's assets and prepare anADA Transition Plan.An ADA transition plan is a formal document available to the public outlining a city's compliance with Federal ADA.A typical transition plan includes:1. Introduction/Executive Summary2. ADA Program Coordination3. ADA Public Notice4. Grievance Procedure5. Public Involvement6. Self‐Evaluation7. Implementation ProgramTitle II of the ADA requires a Transition Plan to provide program accessibility for people with disabilities, and willallow the Town to be deemed eligible to receive Federal funding for future projects.$0TOTAL$100,000$0$0$0$05410 PROFESSIONAL SERVICES$100,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEADA TRANSITION PLANDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERING278 TITLETYPERANK0COMMENTS$520TOTAL $149,261 $138,676 $138,676 $138,676 $138,6765970 VERF CHARGES FOR SERVICES $0 $520 $520 $520$5005630 SAFETY EQUIPMENT $50 $50 $50 $50 $505536 TRAINING/SEMINARS $500 $500 $500 $500$5005533 MILEAGE EXPENSE $250 $250 $250 $250 $2505530 TRAVEL$500 $500 $500 $500$1005419 IT LICENSES $3,550 $3,550 $3,550 $3,550 $3,5505400 UNIFORM EXPENSE $100 $100 $100 $100$05230 DUES, FEES, AND SUBSCRIPTIONS $200 $200 $200 $200 $2005220 OFFICE EQUIPMENT $11,105 $0 $0 $0$6005210 OFFICE SUPPLIES $100 $100 $100 $100 $1005186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600$13,8915185 LONG TERM/SHORT TERM DISABILIT $185 $185 $185 $185 $1855180 TMRS EXPENSE $13,891 $13,891 $13,891 $13,891$475175 LIABILITY (TML) WORKERS COMP $458 $458 $458 $458 $4585170 LIFE / ADD INSURANCE $47 $47 $47 $47$1,2005165 DENTAL EXPENSE $456 $456 $456 $456 $4565162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200$1625160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248 $10,2485155 SUTA EXPENSE $162 $162 $162 $162$6,0445150 MEDICARE EXPENSE $1,413 $1,413 $1,413 $1,413 $1,4135145 SOCIAL SECURITY EXPENSE $6,044 $6,044 $6,044 $6,044RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$97,4825143 CELL PHONE ALLOWANCE $720 $720 $720 $720 $7205110 SALARIES $97,482 $97,482 $97,482 $97,482TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGSUPPLEMENTAL DETAILS ‐ ACTIVESENIOR ENGINEER ‐ CIP (NEW PERSONNEL)DISCRETIONARY ‐ 1279 One Senior Engineer ‐ CIP in October 2021.Financially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWithout the additional staff resource, the accelerated capital projectswill have to be reprioritized based on currentavailable resources, ultimately delaying the completion of the accelerated capital projects.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is to hire a senior level Engineer to assist with the acceleration of capital projects. During the nextfew years, there are multiple capital projects requested to begin design and others to complete construction.  The additional Senior Engineer will provide the needed resource to properly manage the increase in capitalprojects.280 TITLETYPERANK0$5,0196160 CAPITAL EXPENDITURE ‐ VEHICLES $36,398 $0 $0 $0 $05970 VERF CHARGES FOR SERVICES $0 $5,019 $5,019 $5,019$5005630 SAFETY EQUIPMENT $200 $200 $200 $200 $2005536 TRAINING/SEMINARS $500 $500 $500 $500$3005419 IT LICENSES $3,550 $3,550 $3,550 $3,550 $3,5505400 UNIFORM EXPENSE $300 $300 $300 $300$7925352 FUEL$2,150 $2,150 $2,150 $2,150 $2,1505350 VEHICLE EXPENSE $792 $792 $792 $792$05230 DUES, FEES, AND SUBSCRIPTIONS $200 $200 $200 $200 $2005220 OFFICE EQUIPMENT $11,105 $0 $0 $0$6005210 OFFICE SUPPLIES $100 $100 $100 $100 $1005186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600$13,2225185 LONG TERM/SHORT TERM DISABILIT $176 $176 $176 $176 $1765180 TMRS EXPENSE $13,222 $13,222 $13,222 $13,222$475175 LIABILITY (TML) WORKERS COMP $436 $436 $436 $436 $4365170 LIFE / ADD INSURANCE $47 $47 $47 $47$1,2005165 DENTAL EXPENSE $456 $456 $456 $456 $4565162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200$1625160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248 $10,2485155 SUTA EXPENSE $162 $162 $162 $162$5,7535150 MEDICARE EXPENSE $1,345 $1,345 $1,345 $1,345 $1,3455145 SOCIAL SECURITY EXPENSE $5,753 $5,753 $5,753 $5,753RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$92,7855143 CELL PHONE ALLOWANCE $720 $720 $720 $720 $7205110 SALARIES $92,785 $92,785 $92,785 $92,785TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGSUPPLEMENTAL DETAILS ‐ ACTIVECONSTRUCTION SUPERINTENDENT (NEW PERSONNEL)DISCRETIONARY ‐ 1281 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Construction Superintendent in October 2021.Financially responsible Town government providing exceptional municipal servicesThis request is to hire a Construction Superintendent to assist with the acceleration of capital projects. During thenext few years, there are multiple capital projects requested to begin design and others to complete construction.  The additional Construction Superintendent will provide the needed resource to properly manage the increase incapital projects.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWithout the additional staff resource, the accelerated capital projectswill have to be reprioritized based on currentavailable resources, ultimately delaying the completion of the accelerated capital projects.$139,961COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$182,445$139,961$139,961$139,961282 TITLETYPERANK0N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWith the ever increasing traffic demands on Coleman Road, and the bottleneck at the intersection of Prosper Trailand Coleman Road, the delay in beginning this project only further delays aresolution to the traffic along thiscorridor.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Funding for the design of a 4‐lane concrete curb and gutter roadway for Coleman Road between Gorgeous andProsper High School. There is currently two lanes of the ultimate four lanes constructed on the east side ofColeman Road from Prosper Trail to Prosper High School.  The acceleration of the design of this project will allow the Town to move forward with land acquisition andultimately the construction once funding for construction is allocated.Having a design completed allows theproject to be considered "shovel ready", which aids in qualifying for certain alternative funding.$0TOTAL$450,000$0$0$0$07144 TRANSFER OUT$450,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECOLEMAN (GORGEOUS‐PHS) DESIGNDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERING283 TITLETYPERANK0N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWith the ever increasing traffic demands on Coleman Road, and the intersection of Prosper Trail and ColemanRoad, the delay in beginning this project only further delays a resolutionto the reduction of the traffic issues alongthis corridor.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Funding for acquisition of the needed rights‐of‐way and easements to facilitate the construction of a four laneconcrete curb and gutter roadway for Coleman Road between Gorgeous and Prosper High School. There iscurrently two lanes of the ultimate four lanes constructed on the east sideof Coleman Road from Prosper Trail toProsper High School.  Once the acquisition of the needed rights‐of‐way and easements is completed, the project will be able to moveinto the utility relocation phase ahead of ultimate construction.  $0TOTAL$625,000$0$0$0$07144 TRANSFER OUT$625,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECOLEMAN (GORGEOUS‐PHS) LAND ACQUISITIONDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERING284 TITLETYPERANK0N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWith the ever increasing traffic demands on Fishtrap, the construction ofLegacy Drive south of Fishtrap willprovide an additional north‐south connection to US 380. Currently, traffic in Star Trail and other development tothe north along Legacy Drive have to travel down to Fishtrap and go either west to Teel Parkway, or east to theDallas North Tollway to get access to US 380. The delay in beginning the design of this project only further delays aresolution to the traffic along this corridor.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Funding for the design of a four lane concrete curb and gutter roadway for Legacy Drive from Fishtrap to PrairieDrive.  There is currently no road connection for Legacy Drive south of Fishtrap.    The acceleration of the design of this project will allow the Town to move forward with land acquisition andultimately the construction once funding for construction is allocated.Having a design completed allows theproject to be considered "shovel ready", which aids in qualifying for certain alternative funding.$0TOTAL$575,000$0$0$0$07144 TRANSFER OUT$575,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVELEGACY (PRAIRIE‐FISHTRAP) DESIGNDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERING285 TITLETYPERANK1$65,260TOTAL $65,905 $65,260 $65,260 $65,260$1005970 VERF CHARGES FOR SERVICES $0 $260 $260 $260 $2605536 TRAINING/SEMINARS $100 $100 $100 $100$605419 IT LICENSES $535 $535 $535 $535 $5355400 UNIFORM EXPENSE $60 $60 $60 $60$1005220 OFFICE EQUIPMENT $905 $0 $0 $0 $05210 OFFICE SUPPLIES $100 $100 $100 $100$805186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $80 $80 $80 $80$975180 TMRS EXPENSE $5,999 $5,999 $5,999 $5,999 $5,9995175 LIABILITY (TML) WORKERS COMP $97 $97 $97 $97$4565170 LIFE / ADD INSURANCE $47 $47 $47 $47 $475165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$6105155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $610 $610 $610 $610RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$42,0965145 SOCIAL SECURITY EXPENSE $2,610 $2,610 $2,610 $2,610 $2,6105110 SALARIES $42,096 $42,096 $42,096 $42,096TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERADMINISTRATION200‐10‐08EXP UTILITY BILLINGSUPPLEMENTAL DETAILS ‐ ACTIVEUTILITY BILLING CLERK (NEW PERSONNEL)DISCRETIONARY ‐ 2286 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Utility Billing Clerk in October 2021.Investment in Prosper's futureFinancially responsible Town government providing exceptional municipal services To hire a Utility Billing Clerk for the Utility Billing Division. The Town of Prosper is a community that continues togrow and along with its growth comes added workload in the Division. In March 2018 when the last addition tostaff was requested the total number of accounts was 7,997. As of March 2021the total number of accounts is11,027, which is an increase of over 3,000 accounts. The added accounts means over 3,000 additional paymentseach month, additional phone calls, additional service work orders, and additional customer needs.  Accounts ‐ March 2018 ‐ 7,997/March 2021 11, 027  (Difference‐ 3,030) 37%Work order ‐ March 2018 ‐ 1,172/March 2021 ‐ 2,487 (Diff ‐ 1,315)  112%Phone Calls ‐  March 2020 ‐ 3,874/March 2021 ‐ 4,721 (Diff ‐ 847)  22%Remit/Batch ‐ March 2020 ‐ 2,606/March 2021 ‐ 3,841 (Diff ‐ 1,235) 47%With an additional Clerk in the office the benefits will be both to our customers and to our Division. We will havemore help in processing the workload such as payments, work orders, phone calls, setting up accounts, finalaccounts, set meters, etc.  Most importantly we will be able to meet our customers needs in a timely manner.  WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ACurrent staff will continue to process the increasing workload, but additional overtime funds will be needed andstaff morale may decrease. Staff will continue to be stretched thin which may result in delayed response times forcustomers.  COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.287 TITLETYPERANK1N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AInability to maintain a quality workforce, poor employee morale, and lackof market competitiveness which willresult in increased turnover due to lack of retention incentives. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To ensure that all employees are paid a minimum comparable rate for their position within the Town and tobecome competitive with other municipalities for retention and recruitment purposes. Increased employee morale, which directly affects Town residents through productivity. Also, maintaining externalmarket competitiveness is crucial in the recruitment of qualified candidates and retention of current employees.$25,856TOTAL$25,856$25,856$25,856$25,856$25,8565110 SALARIES$25,856$25,856$25,856$25,856SUPPLEMENTAL DETAILS ‐ ACTIVECOMPENSATION ‐ MARKET ADJUSTMENT WATER FUNDDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERADMINISTRATION200‐10‐99EXP NON‐DEPARTMENTAL288 TITLETYPERANK1$5005970 VERF CHARGES FOR SERVICES $0 $4,482 $4,482 $4,482 $4,4825630 SAFETY EQUIPMENT $1,000 $500 $500 $500$4005620 TOOLS AND EQUIPMENT $500 $200 $200 $200 $2005536 TRAINING/SEMINARS $400 $400 $400 $400$4205526 DATA NETWORK $480 $480 $480 $480 $4805520 TELEPHONE EXPENSE $620 $420 $420 $420$9505419 IT LICENSES $1,360 $1,360 $1,360 $1,360 $1,3605400 UNIFORM EXPENSE $950 $950 $950 $950$8165352 FUEL$1,500 $800 $800 $800 $8005350 VEHICLE EXPENSE $816 $816 $816 $816$1005220 OFFICE EQUIPMENT $2,505 $0 $0 $0 $05210 OFFICE SUPPLIES $200 $100 $100 $100$975186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $97 $97 $97 $97$1,3235180 TMRS EXPENSE $7,048 $7,048 $7,048 $7,048 $7,0485175 LIABILITY (TML) WORKERS COMP $1,323 $1,323 $1,323 $1,323$4565170 LIFE / ADD INSURANCE $47 $47 $47 $47 $475165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$7445155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $744 $744 $744 $744RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$51,2985145 SOCIAL SECURITY EXPENSE $3,181 $3,181 $3,181 $3,181 $3,1815110 SALARIES $51,298 $51,298 $51,298 $51,298TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATERSUPPLEMENTAL DETAILS ‐ ACTIVECREW LEADER ‐ WATER (NEW PERSONNEL)DISCRETIONARY ‐ 1289 One Crew Leader in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ALonger wait times for a response to water emergencies. Important repairs or maintenance will be delayed due to ashortage of staff. Crews may be pulled from important projects to respond to water emergencies.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To hire a Crew Leader for the Water Division. This position must be able to perform skilled tasks in theconstruction, maintenance and repair of the Town water lines and related facilities. This position will help toensure the safe and continuing service of the Town's water supply by collecting water samples and checkingsystem pressure, performing inspections and investigations of water facilities, and maintaining water quality. Oursample site number is increasing with the newest population data, and additional personnel is needed to balancethe current and future workload.  Work orders and service requests totals2018 ‐ 4422019 ‐ 4952020 ‐ 6392021 ‐ Estimated 960A 2021 Chevrolet Silverado 1500 Work Truck 4x2 Double Cab 6.6 ft. box is alsoincluded with this request. Thebudgeted amount includes the toolbox, lighting, and decals. To circumvent a shortage in staff in the water department, additional personnel is requested to respond to watercomplaints and potential water leaks. The growth that the Town is experiencing results in additional phone callsand complaints from residents. Additional personnel would benefit by continuing to provide excellent customerservice by having staff to respond to water emergencies.$0TOTAL$118,754$86,912$86,912$86,912$86,9126160 CAPITAL EXPENDITURE ‐ VEHICLES$32,019$0$0$0290 TITLETYPERANK2$0TOTAL $106,802 $75,710 $75,710 $75,710 $75,7106160 CAPITAL EXPENDITURE ‐ VEHICLES $32,019 $0 $0 $0$5005970 VERF CHARGES FOR SERVICES $0 $4,482 $4,482 $4,482 $4,4825630 SAFETY EQUIPMENT $1,000 $500 $500 $500$4005620 TOOLS AND EQUIPMENT $250 $0 $0 $0 $05536 TRAINING/SEMINARS $400 $400 $400 $400$4205526 DATA NETWORK $480 $480 $480 $480 $4805520 TELEPHONE EXPENSE $620 $420 $420 $420$9505419 IT LICENSES $1,360 $1,360 $1,360 $1,360 $1,3605400 UNIFORM EXPENSE $950 $950 $950 $950$8165352 FUEL$1,000 $1,000 $1,000 $1,000 $1,0005350 VEHICLE EXPENSE $816 $816 $816 $816$1005220 OFFICE EQUIPMENT $2,505 $0 $0 $0 $05210 OFFICE SUPPLIES $200 $100 $100 $100$805186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $80 $80 $80 $80$1,0865180 TMRS EXPENSE $6,000 $6,000 $6,000 $6,000 $6,0005175 LIABILITY (TML) WORKERS COMP $1,086 $1,086 $1,086 $1,086$4565170 LIFE / ADD INSURANCE $47 $47 $47 $47 $475165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$6105155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $610 $610 $610 $610RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$42,1035145 SOCIAL SECURITY EXPENSE $2,610 $2,610 $2,610 $2,610 $2,6105110 SALARIES $42,103 $42,103 $42,103 $42,103TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATERSUPPLEMENTAL DETAILS ‐ ACTIVEIRRIGATION SPECIALIST (NEW PERSONNEL)DISCRETIONARY ‐ 1291 One Irrigation Specialist in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?This position would take over the Sprinkler Evaluation Program in FY 22/23, providing the service year round toour water customers. Currently, the program itself costs $18,500 for a 6 month evaluation period and onlyprovides the service to 200 residents per year. The Town will continue to provide evaluations to a limited number of residents, turning away 20‐30 residents eachyear and only allowing an evaluation every 3 years. The conservation division will continue to operate understaffed during certain times of the year. We will continue with current conservation programs withoutimplementing any new programs due to a shortage of staff. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To hire an Irrigation Specialist to assist in the conservation division ofPublic Works. This request supports theTown's mission by providing exceptional municipal services by engaging and connecting with our community andinvesting in sustainable Town facilities and infrastructure and providing compassionate customer service.A 2021 Chevrolet Silverado 1500 Work Truck 4x2 Double Cab 6.6 ft. box is alsoincluded with this request. Thebudgeted amount includes the toolbox, lighting, and decals. Under direct supervision of the Water Education Coordinator, the Irrigation Specialist, assists in the evaluation andinspection of irrigation systems for Prosper water customers and assistsin implementation of other waterconservation programs, such as newsletters, weekly social media postings, and educational videos. Over 67% ofthe homes in Prosper have automatic sprinkler systems, and each new home built has a system installed. Ourwater usage increases from 2 to 3.5 million gallons a day in the winter to 12 to 14 million gallons a day in thesummer. The increase is due to the use of automatic sprinkler systems, and most of this water is wasted due torunoff and inefficient systems. This position would provide guidance to water customers on water conservation,ordinances, plants, and soil questions. This position would oversee the Sprinkler Evaluation Program and increasethe assistance and education from 6 months to year round. The Irrigation Specialist would assist the WaterEducation Coordinator in all water conservation programs and projects, as well as help to resolve customercomplaints and concerns. 292 TITLETYPERANK3SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/AInvestment in Prosper's FutureTo extend 600 feet of the chain link fencing 300 feet on the north side of the Public Works site to accommodate forparking and provide extra space for storage of equipment and materials. 1200 LF of chain link fencing materials and installation x $20 LF = $24,0001200 ton of gravel x $20/ton = $24,000Currently, there is no room for parking behind the newest addition to the public works facility. By moving thefencing back, staff will have added room for parking vehicles and equipment.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AStaff has outgrown the available parking at public works. Currently, few if any parking spaces for visitors areavailable.$0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$48,000$0$0$0$05650 MAINTENANCE MATERIALS$24,000$0$0$0$05480 CONTRACT SERVICES$24,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEFENCE EXTENSION FOR PUBLIC WORKS SITEDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATER293 TITLETYPERANK4SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSReclassification of the Utility Facilities Maintenance Supervisor to Utility Maintenance Supervisor.  Investment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo reclassify the Utility Facilities Maintenance Supervisor to Utility Maintenance Supervisor. The current position was never intended to be compensated less than the other supervisors.  Job duties required by current personnel are equal to those of the Utility Maintenance Supervisors. Position would be appropriatelycompensated based on the required job duties, meeting Town compensation goals and maintaining employeemorale.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/APosition would continue to be under compensated based on the required job duties, failing to meet Towncompensation goals and maintain employee morale.$3,798COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$3,798$3,798$3,798$3,798$4345185 LONG TERM/SHORT TERM DISABILIT$6$6$6$6$65180 TMRS EXPENSE$434$434$434$434$445175 LIABILITY (TML) WORKERS COMP$79$79$79$79$795150 MEDICARE EXPENSE$44$44$44$44$3,0465145 SOCIAL SECURITY EXPENSE$189$189$189$189$1895110 SALARIES$3,046$3,046$3,046$3,046SUPPLEMENTAL DETAILS ‐ ACTIVERECLASS UTILITY FACILITIES MAINTENANCE SUPERVISOR TO UTILITY MAINTENANCE SUPERVISORDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATER294 TITLETYPERANK6N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe planning of the new facility will be delayed, in turn possibly postponing the construction of the facility.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To hire a consultant to conduct a needs assessment for the Public Works and Parks facility with emphasis onproviding the fueling station for Public Works during the first phase of construction. Phase 2 of construction willfocus on necessary storage facilities for current and future needs. The goal is to update the Public Works and ParkFacilities and have them both in one location.  Items included in the assessment are as follows: 1. Conduct a Discovery Workshop to envision the future facilities and establish strategic goals.2. Facilitate building/site tours of comparable peer city facilities in Dallas Fort Worth area.3. Provide a peer benchmarking study to compare space and staff needs to 5 peer cities.4. Forecast staffing and space needs based on growth projections.5. Deliver an Architectural Program detailing the size, location and adjacency of each space. 6. Assist with site layout and prepare site analysis/suitability study.7. Develop a site master plan utilizing blocking diagrams demonstrating asite fit test and illustrating future build‐out.8. Preliminary Code Analysis in coordination with development department.9. Recommend a project construction budget and schedule.10. Final deliverable is typically a presentation report to Staff/Council documenting findings and recommendationswith graphics.$0TOTAL$80,000$0$0$0$05410 PROFESSIONAL SERVICES$80,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEPUBLIC WORKS AND PARKS FACILITY NEEDS ASSESSMENTDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATER295 TITLETYPERANK7N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will not pursue accreditation. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To obtain Certification of Public Works Professional Management and/or Supervision for 11 Public Worksemployees.Eligibility Application Fee ‐ $245 per employeeExamination Fee ‐ $550 per employeeBecoming a Certified Public Works Institute is a strategic goal of the Public Works Department. The process cantake a minimum of two years. Having our leaders become certified will help to begin the process of becoming aPublic Works Institute. The Public Works Professional‐Management certification is issued by the American PublicWorks Association to recognize individuals in the public works field who have the knowledge and experience tomanage organizations within a public works department.$0TOTAL$8,745$0$0$0$05536 TRAINING/SEMINARS$8,745$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECERTIFICATION OF PUBLIC WORKS PROFESSIONALS‐ WATERDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATER296 TITLETYPERANK1$87,605TOTAL $121,039 $87,605 $87,605 $87,605$4,8536160 CAPITAL EXPENDITURE ‐ VEHICLES $34,982 $0 $0 $0 $05970 VERF CHARGES FOR SERVICES $0 $4,853 $4,853 $4,853$4005630 SAFETY EQUIPMENT $1,000 $500 $500 $500 $5005536 TRAINING/SEMINARS $400 $400 $400 $400$4205526 DATA NETWORK $480 $480 $480 $480 $4805520 TELEPHONE EXPENSE $620 $420 $420 $420$9505419 IT LICENSES $1,360 $1,360 $1,360 $1,360 $1,3605400 UNIFORM EXPENSE $950 $950 $950 $950$8765352 FUEL$1,000 $1,000 $1,000 $1,000 $1,0005350 VEHICLE EXPENSE $876 $876 $876 $876$1005220 OFFICE EQUIPMENT $2,505 $0 $0 $0 $05210 OFFICE SUPPLIES $200 $100 $100 $100$975186 WELLE‐WELLNESS PROG REIMB EMPL $600 $600 $600 $600 $6005185 LONG TERM/SHORT TERM DISABILIT $97 $97 $97 $97$1,3235180 TMRS EXPENSE $7,310 $7,310 $7,310 $7,310 $7,3105175 LIABILITY (TML) WORKERS COMP $1,323 $1,323 $1,323 $1,323$4565170 LIFE / ADD INSURANCE $47 $47 $47 $47 $475165 DENTAL EXPENSE $456 $456 $456 $456$10,2485162 HSA EXPENSE $1,200 $1,200 $1,200 $1,200 $1,2005160 HEALTH INSURANCE $10,248 $10,248 $10,248 $10,248$7445155 SUTA EXPENSE $162 $162 $162 $162 $1625150 MEDICARE EXPENSE $744 $744 $744 $744RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$51,2985145 SOCIAL SECURITY EXPENSE $3,181 $3,181 $3,181 $3,181 $3,1815110 SALARIES $51,298 $51,298 $51,298 $51,298TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐03EXP WASTEWATERSUPPLEMENTAL DETAILS ‐ ACTIVEUTILITY LINE LOCATOR (NEW PERSONNEL)DISCRETIONARY ‐ 1297 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSOne Utility Line Locator in October 2021.Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo ensure the Town's water, wastewater, and traffic signal lines are appropriately protected, a Utility Line Locatoris needed. Currently, no staff member specializes in line locating. Various crew leaders and staff members wereasked to take on this task since the majority of the assets being located fell within the Public Works purview. Linelocate requests have increased significantly in the past three years and can no longer be absorbed by Public Workscrew leaders.  Locate Requests2018 ‐ 3982019 ‐ 6362020 ‐ 613A 2021 Chevrolet Silverado 1500 Work Truck 4x4 Double Cab 6.6 ft. box is alsoincluded with this request. Thebudgeted amount includes the toolbox, lighting, and decals. A Utility Line Locator will hold the responsibility of locating all water,wastewater, and traffic signal lines prior toany digging in the right‐of‐way. Currently, there is no designated staff assigned this responsibility. Specializedpersonnel is needed to protect the Town's assets. Specialized knowledge is needed to determine which direction aline goes. This is accomplished by utilizing all available data, specialized equipment, specialized techniques,performing field measurements and visible assessment of field assets. Many of our crew leaders are well versed ineither water or wastewater, usually not both, and have no experience locating traffic signal lines. If a line is locatedincorrectly, the Town is liable for any damages and repairs that occur. TheUtility Line Locator ensures the Town'swater, sewer, and traffic signals are identified in the field by physical location and marks the lines with paint andflags.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AStaff will continue to be diverted from assigned duties. Currently, many people rotate the responsibility of theposition since the task is not assigned to one individual. Maintaining oneposition for this task will create a moreefficient process for staff and contractors. Additionally, the risk of having an asset damaged due to incorrectlocates is higher without trained personnel.COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.298 TITLETYPERANK2N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will not pursue accreditation.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To obtain Certification of Public Works Professional Management and/or Supervision for 5 Public Worksemployees.Eligibility Application Fee ‐ $245 per employeeExamination Fee ‐ $550Becoming a Certified Public Works Institute is a strategic goal of the Public Works Department. The process cantake a minimum of two years. Having our leaders become certified will help to begin the process of becoming aPublic Works Institute. The Public Works Professional‐Management certification is issued by the American PublicWorks Association to recognize individuals in the public works field who have the knowledge and experience tomanage organizations within a public works department.$0TOTAL$3,975$0$0$0$05536 TRAINING/SEMINARS$3,975$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECERTIFICATION OF PUBLIC WORKS PROFESSIONALS ‐ WWDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐03EXP WASTEWATER299 TITLETYPERANK1N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AInability to maintain a quality workforce, poor employee morale, and lackof market competitiveness which willresult in increased turnover due to lack of retention incentives.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To ensure that all employees are paid a minimum comparable rate for their position within the Town and tobecome competitive with other municipalities for retention and recruitment purposes. ADOPTED BUDGET INCREASED ORIGINAL REQUEST OF $34,908 TO $57,986.Increased employee morale, which directly affects Town residents through employee productivity. Also,maintaining external market competitiveness is crucial in the recruitment of qualified candidates and retention ofcurrent employees.$57,986TOTAL$57,986$57,986$57,986$57,986$57,9865110 SALARIES AND WAGES$57,986$57,986$57,986$57,986SUPPLEMENTAL DETAILS ‐ ACTIVECOMPENSATION ‐ MARKET ADJUSTMENT POLICE SPDDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION120 POLICE SPDPOLICE120‐20‐01EXP OPERATIONS300 TITLETYPERANK1N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AInability to maintain a quality workforce, poor employee morale, and lackof market competitiveness which willresult in increased turnover due to lack of retention incentives.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To ensure that all employees are paid a minimum comparable rate for their position within the Town and tobecome competitive with other municipalities for retention and recruitment purposes. ADOPTED BUDGET INCREASED ORIGINAL REQUEST OF $9,522 TO $47,608.Increased employee morale, which directly affects Town residents through employee productivity. Also,maintaining external market competitiveness is crucial in the recruitment of qualified candidates and retention ofcurrent employees.$47,608TOTAL$47,608$47,608$47,608$47,608$47,6085110 SALARIES AND WAGES$47,608$47,608$47,608$47,608SUPPLEMENTAL DETAILS ‐ ACTIVECOMPENSATION ‐ MARKET ADJUSTMENT FIRE SPDDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION130 FIRE SPDFIRE130‐30‐01EXP OPERATIONS301 TITLETYPERANK1N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AInability to maintain a quality workforce, poor employee morale, and lackof market competitiveness which willresult in increased turnover due to lack of retention incentives.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To ensure that all employees are paid a minimum comparable rate for their position within the Town and tobecome competitive with other municipalities for retention and recruitment purposes. Increased employee morale, which directly affects Town residents through employee productivity. Also,maintaining external market competitiveness is crucial in the recruitment of qualified candidates and retention ofcurrent employees.$1,409TOTAL$1,409$1,409$1,409$1,409$1,4095110 SALARIES$1,409$1,409$1,409$1,409SUPPLEMENTAL DETAILS ‐ ACTIVECOMPENSATION‐ MARKET ADJUSTMENT STORMWATERDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION45 STORM DRAINAGE UTILITY FUNDENGINEERING450‐98‐02EXP STORMWATER302 TITLETYPERANK2N/APremier Residential CommunityInvestment in Prosper's Future WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ALack of assistance through these professional services could result in decreased level of service for residents andHOA's as well as only being able to provide limited (not as thorough as could be) inspections on construction sites.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Request for services to assist the Stormwater Utility Administrator (SWUA) in implementation of the StormwaterManagement Program, and more specifically the erosion control inspection for construction activity to allow theSWUA to focus on other aspects of program such as HOA Compliance and Education.While development has stayed fairly constant going to 41 new projects in 2020 compared to 42 in 2019, the homebuilding activity has increased from 843 home permits in 2019 to 1,119 permits in 2020. In addition, constructionfor capital projects has steadily increased since the recent bond election, in addition to outside agency projects,such as the Dallas North Tollway improvements and Frontier Parkway.With the increase in construction activity, the SWUA no longer has the ability to provide the level of constructioninspections expected and manage the Stormwater Management Program whichincludes a desire to increase HOAdrainage facility compliance.Assistance gained from services would allow the SWUA to place additional focus on post‐construction BMPcompliance (i.e. detention ponds, drainage channels, etc.) in existing developments with emphasis on residentialHOA common areas while maintaining a high level of compliance with construction activity.$50,000TOTAL$50,000$50,000$50,000$50,000$50,0005410 PROFESSIONAL SERVICES$50,000$50,000$50,000$50,000SUPPLEMENTAL DETAILS ‐ ACTIVESTORMWATER/EROSION INSPECTION SERVICESDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION45 STORM DRAINAGE UTILITY FUNDENGINEERING450‐98‐02EXP STORMWATER303 TITLETYPERANK1NAPremier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?NA1.  Fewer bikes and less equipment limits the number of officers who can participate in the Bicycle Program.2. Fewer personnel deployed on bikes lessens community interaction in ourshopping centers, neighborhoods andhike and bike trail systems.3.  Missed opportunities for improving community relations.  4. There are plans for the Town's Parks and Recreation Department to build more hike and bike trails. Fewer bikeslimits our ability to adequately patrol these open spaces. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Enhance the operational capacity of the Prosper Police Department's (PPD) Bicycle Program. This enhancementwill maximize the opportunity for Patrol to incorporate and deploy bicycle officers in our shopping centers,neighborhoods and hike & bike trail systems. This calendar year, PPD hosted a bike certification course whichallowed us to have additional officers participate and be certified in theprogram. We now have a total of twelveofficers who are bike certified. PPD currently has a total of six Patrol bicycles. Of these six bicycles, two are notserviceable due to rusted and weakened frames; therefore, we are requesting two new bikes to replace the bikesthat are not serviceable. By replacing the two bikes, PPD will have six bicycles that can be shared by twelveofficers.  NOTE: Two of the Patrol  bikes were donated by the Scottish Rite Organization in 2018.  1.  Increase deployment models for the Patrol Division on a daily basis.2.  Enhance community relationships.3.  Increase presence of Patrol officers in shopping centers and the hike & bike trail systems.4.  Replace two bikes and update needed equipment for the program.   5.  High visibility, slow patrol in commercial, residential and park areas.6. Enhances overall sense of safety in the community, which improves the overall quality of life for Prosperresidents and visitors. 7.  Lower fuel and maintenance expenses on Patrol vehicles.$0TOTAL$5,015$0$0$0$05205 POLICE DONATION EXP$5,015$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEPATROL BIKE PROGRAM (PD DONATIONS ACCT)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION67 SPECIAL REVENUE‐DONATIONSADMINISTRATION670‐10EXP ADMINISTRATION304 TITLETYPERANK2N/APremier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AFailure to fund this request would drastically reduce effectiveness of Patrol commanders to coordinate the actionstaken by Police personnel at large Police scenes.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To purchase a mobile radio and mobile data computer (MDC) to be placed in therear of the patrol commandervehicle to provide necessary equipment. This aligns with previous software purchases from FY 19/20, specificallythe command module.Command Center Equipment:IT ‐ Dell Rugged 14 (MDC Laptop) $3,500Motorola ‐ Radio $4,727The purchase of this equipment would allow Patrol commanders to have necessary equipment to act as a mobilecommand unit at community events such as Pride in the Sky and Downtown Live aswellasmajorlawenforcementscenes such as lost or endangered children, fatality accidents, homicidescenes, mass shootings and any otherscene where commanders need to effectively coordinate a large number of people and equipment. This mobilecommand unit is exactly what the Fire Department has in the back of their command staff assigned units tocoordinate the FD response at structure fires.$0TOTAL$8,227$0$0$0$05292 PD SEIZURE EXPENSE$8,227$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVECOMMAND CENTER EQUIPMENT (SEIZED FUNDS)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION67 SPECIAL REVENUE‐DONATIONSADMINISTRATION670‐10EXP ADMINISTRATION305 TITLETYPERANK3N/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AContinued travel expenses and time away from the Police Department.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Directed by the Texas Occupation Code, Section 1701.157, the Texas Comptroller of Public Accounts allocatesfunds annually from the Law Enforcement Officer Standards and Education (LEOSE) account. Qualified lawenforcement agencies receive funding for continuing education. The Prosper Police Department is requesting$4,000 in the FY21/22 budget for specialized training such as tactical, leadership and professional development.  By bringing trainers to our new facility, travel time and expenses are saved as well as the cost of individualregistrations per officer.     $0TOTAL$4,000$0$0$0$05201 LEOSE EXPENDITURES$4,000$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVETRAINING (LEOSE FUNDS)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION67 SPECIAL REVENUE‐DONATIONSADMINISTRATION670‐10EXP ADMINISTRATION306 TITLETYPERANK4N/APremier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AIf denied, the Department may be unable to respond to requests in a timely manner.  SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Request for two radar trailers using the Child Safety Fund to provide necessary equipment to administer trafficsurveys and assist with traffic‐related complaints. With increased patrol, two additional radar trailers would help accommodate requests the Police Departmentreceives for speed trailers. These units are utilized in and around neighborhoods and to respond to Town officialsand administrative requests for traffic‐related studies. $0TOTAL$14,318$0$0$0$05208 CHILD SAFETY EXPENSE$14,318$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVERADAR TRAILERS (CHILD SAFETY FUND)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION67 SPECIAL REVENUE‐DONATIONSADMINISTRATION670‐10EXP ADMINISTRATION307 TITLETYPERANK5N/APremier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AOverweight commercial motor vehicles have an exponential impact on Prosper roadway structures. By notenforcing these violations, we are enabling overweight commercial motorvehicles to continue traveling throughProsper to avoid surrounding cities such as Frisco, McKinney, Little Elm.   SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To provide the necessary equipment to administer license and weight inspections on commercial motor vehicles.The purchase of this item will aid the Department with the assigned duties of commercial motor vehicleenforcement and department of transportation inspections pertaining tooverweight commercial motor vehicles.Legally loaded vehicles reduce the wear and tear on local roadways.Conduct enforcement and determine the weight of commercial motor vehicles traveling on Prosper roadways. Onfatality crashes involving commercial motor vehicles, these portable scales will assist with investigations and assistwith roadways that have been designated as No Thru Truck routes. $0TOTAL$20,380$0$0$0$05208 CHILD SAFETY EXPENSE$20,380$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVETRAFFIC UNIT WEIGHTS & MEASURES (CHILD SAFETY FUND)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION67 SPECIAL REVENUE‐DONATIONSADMINISTRATION670‐10EXP ADMINISTRATION308 TITLETYPERANK6N/AInvestment in Prosper's Future Financially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AFielding broken and damage‐prone equipment increases liability and may lead to loss of life. We must provideproven and reliable equipment to our officers; the public demands that ourresponse be ready and able when asituation arises. Without replacement of current equipment our capabilities to handle situations will diminishbelow national standards. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to replace equipment for the Special Response Team (SRT). We currently havespecialty rifles which are not supported by parts and are no longer manufactured. These rifles have begun tobreak this year leading to part and support shortages. We will need to replace these rifles with new, dependable,and supported equipment. The current rifles were purchased over 7 years ago, prior to the appointment of ChiefKowalski as Chief of Police. This provides a safety component to the SRT to enhance intelligence gatheringcapabilities; helping to make better decisions which leads to positive outcomes and reduces liability for our officersand the Town.  This request enhances the capabilities within SRT and provides additional safety to our residents.$0TOTAL$16,189$0$0$0$05205 POLICE DONATION EXP$16,189$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVERIFLES‐SPECIAL RESPONSE TEAM (PD DONATIONS ACCT)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION67 SPECIAL REVENUE‐DONATIONSADMINISTRATION670‐10EXP ADMINISTRATION309 TITLETYPERANK4TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONSSUPPLEMENTAL DETAILS ‐ PENDINGIN‐CAR CAMERA SYSTEM AND BODY WORN CAMERASDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$06140 CAPITAL EXPENDITURE ‐ EQUIPMENT $370,225 $0 $0 $0 $05410 PROFESSIONAL SERVICES $17,000 $10,000 $10,000 $0$0COMMENTSTOTAL$387,225$10,000$10,000$0FUNDED IN FY 20/21310 WHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSN/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal services.The purpose of this request is to change Prosper Police Department's (PPD)mobile video recording (MVR) systemand body worn camera (BWC) system  from L3 Technologies (L3) MVR and Axon BWC to one integrated system.  PPD selected L3 as the initial MVR system. Since then, L3 has failed to keep up with industry standards and thedemands of law enforcement. Specifically, L3's software and hardware solutions are obsolete. In addition, L3'scustomer service and technical support are substandard. As a result, PPD selected Axon in 2014 as a BWCsolution. While Axon provides a quality product and has good customer service and tech support, their storagesolutions for digital media are exceptionally expensive. PPD pays an estimated $24,600 per year for digital mediastorage. These costs will increase as we add personnel. Potential solutions allow for local storage at an estimatedcost of $3,000 per year. Since PPD is using two separate vendors, the MVR andBWC digital medias are notintegrated; thus, PPD staff spends unnecessary time to process digital media in the field, at the level of first linesupervision, during criminal investigations, and the submitting of criminal cases. In addition, I.T. personnel spendan unreasonable amount of time supporting the old technology. Selecting anew, comprehensive MVR and BWCsolution will improve processes in Police Patrol Operations, Support Services, and the Criminal InvestigationsDivisions. Further, technology now provides for excellent digital mediaand allows for redactions. Having theability to redact digital media is a critical function associated with Open Records Requests.PPD is requesting to contract with a technical consultant, who is experienced in digital media platforms and who isalso familiar with the Town of Prosper's current technology. The consultant agreement would include drafting aRequest For Proposal (RFP), a project manager, and technical support post‐implementation. These services ensurethat the proper scope of the project is well defined and met. The consultantshall manage all aspects of theproject.  The associated consultant costs are: Estimated at $7,000 for drafting theRFP, 12% of the first year's costs forproject management, estimated at $10,000 in FY 21/22. For FY22/23 & FY 23/24, $10,000 per year (post‐implementation) for technical support and complete systems integration. The 24 months of post‐implementationtechnical support is to help ensure the PD maximizes all of the functionality to include, but not limited to, casemanagement, redactions and online submission of criminal cases. In addition, it will assist with the revamping ofall related processes. The overarching goal is to ensure every aspect of the new systems are fully utilized andtotally integrated to all other PD software systems.1. Estimated cost saving for digital media storage: $21,000 annually. Currently budgeted storage savings of$108,000 over five years.2. One integrated system helps streamline all related processes through the Department and frees up staff time forboth the I.T. Department and the Police Department.3. Current technology, and progressive technology to include a Kiosk for issuing of BWC's. Subsequently, reducesthe total number of BWC's to be purchased and maintained. In addition, streamlines meta data for respectivepersonnel assigning of BWC's and MVR login data. 4. Currently, the PD does not have the ability to redact MVR or BWC footage; however, the new technologydescribed in this Supplemental Request does include these specifications. Having these functions would enable thePD to better accommodate Open Records Requests which include MVR and BWC footage.5. Improved customer service and technical support.6. A solution that is scalable/adaptable to all Town department MVR and BWC needs.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Estimated cost saving for digital media storage: $21,000 annually.  1. Continued high annual cost associated to the storage for digital media storage: estimated $24,600 per year.2. Continue with two separate systems and the fractured processes that consumes staff time to include I.T.personnel. 3. Outdated technology, that will limit the Department's flexibility fordeployment models of BWC; requires moreBWC's to address operational needs.  No redaction capabilities for Open Record Requests.4. Continued poor customer service and technical support.5. Current MVR/BWC solutions that are limited to only the use of PPD.FUNDED IN FY 20/21311 TITLETYPERANK5SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/AFinancially responsible Town government providing exceptional municipal services Add one additional storm siren to our emergency warning system to cover newneighborhoods including northWindsong Ranch which is experiencing major growth and expansion. We wouldlike to complete this project inWinter 2021 in preparation for severe weather in the spring when it is most prominent. This pricing includespowder coating the pole. This will provide coverage to areas not currently within range of our emergency warning sirens at this time. Thiswill serve current and future residents in the north Windsong Ranch subdivision and the northwest portion of ourtown limits that is currently outside of the existing coverage area. This will also serve Jerry Bryant Elementary thatwill open in August as well as a future middle school and high school site that are planned in the area of ParvinRoad. WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AIf we do not fund this request, residents in Windsong Ranch, Bryant Elementary, and areas in the northwest part ofProsper will continue to not have emergency warning siren coverage. $1,285COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$33,860$1,285$1,285$1,285$1,2856140 CAPITAL EXPENDITURE ‐ EQUIPMENT$33,860$0$0$0$05445 EMERGENCY MANAGEMENT EXPENSE$0$1,285$1,285$1,285SUPPLEMENTAL DETAILS ‐ PENDINGSTORM SIRENDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONSFUNDED IN FY 20/21312 TITLETYPERANK2SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo purchase a bucket truck that's needed to provide a safe and effective wayfor our Signs and Signals Crew tomaintain and operate the traffic signal system and arterial street lighting system.   Staff would have the ability to troubleshoot and/or repair roadway lighting and make minor repairs on trafficsignals on any given day. The signal operations includes 27 school zone location and six crosswalk flashers, 27radar feedback signs, and 9 traffic signals. We would also have the abilityto troubleshoot and maintain 10 DCU'sused as transmitters for our AMR meter reading system. We would continue toprovide in‐house trouble shooting,repair some roadway lighting issues, and make minor repairs on traffic signals. Currently, minor repairs have to becollected until enough issues warrant the need to rent a boom lift. We wouldhave a quicker response time and beable to make repairs or troubleshoot the same day the work order is processed. WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?The hiring of outside contractors and renting a boom lift to complete projects would be eliminated. We would alsobe able to eliminate our need to contract out a maintenance agreement that would save approximately $1,000 perintersection per year. Renting a boom totaled $12,424.85 the past two years, with expenses more than doublinglast year. Staff has needed to utilize a boom or bucket truck over 20 times since May 2019, but a bucket truckwould have made countless more projects more efficient and safe for our staff members.We will continue to contract out repairs and rent equipment causing longerlead times for repairs. We willcontinue to await availability of the contractor and collect minor repairs to minimize rental costs and time wastedto pick up and return the rental. $15,533COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$117,261$15,533$15,533$15,533$14,0336160 CAPITAL EXPENDITURE ‐ VEHICLES$112,261$0$0$0$05970 VERF CHARGES FOR SERVICES$0$14,033$14,033$14,033$1,5005620 TOOLS AND EQUIPMENT$3,500$0$0$0$05352 FUEL$1,500$1,500$1,500$1,500SUPPLEMENTAL DETAILS ‐ PENDINGBUCKET TRUCKDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETSFUNDED IN FY 20/21313 TITLETYPERANK6SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityTo make an equipment purchase for a small street broom that will be operated by existing street personnel. The purchase of a broom will help minimize contractual costs and create a more efficient method forremovingsand, rock, and debris from our roadways. A broom provides a quicker and simpler method than the skid steer weutilize periodically, and will prevent damage to concrete and asphalt streets. We rent or contract out equipmentseveral times a year to clean Dallas North Tollway and Prosper Trail, and weutilize the equipment after everyfreeze to clear rock and sand from intersections. We would have the equipment readily available and utilize itmore often, and create a cleaning schedule to help maintain clean and clear streets. WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?We would save costs on rental expenses and contractors. Staff has rented a sweeper twice in the past six months,and rental costs has totaled $2,850. We will continue our street sweeping contract or rent the equipment only when absolutely necessary. $3,690COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$36,900$3,690$3,690$3,690$3,6906140 CAPITAL EXPENDITURE ‐ EQUIPMENT$36,900$0$0$0$05970 VERF CHARGES FOR SERVICES$0$3,690$3,690$3,690SUPPLEMENTAL DETAILS ‐ PENDINGSTREET BROOMDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETSFUNDED IN FY 20/21314 TITLETYPERANK6N/APremier Residential CommunityFinancially responsible Town government providing exceptional municipal servicesSuccessful Prosper Downtown RedevelopmentWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe pond will require supplemental water throughout the summer to maintainthedesiredlookandminimizeaquatic vegetation. Low water levels could effect the use of the fountain.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to:1. Hire a professional engineering firm to develop water well specifications, including providing permits to TCEQ.The anticipated cost for this is $15,000.2. Hire a contractor to install a well system with control module, pump house, and power supply to provide waterfor the pond. $105,000It is likely that the water elevation will fluctuate in the summer months and need to be supplemented with waterfrom a well or the Town's water supply system. This proposed well, will provide water to keep the pond at aconstant operating level during times of less rain. This helps with water quality and fish health, and to controlaquatic plants and reduce the mud edge ring around the pond.$0TOTAL$120,500$500$500$500$5006110 CAPITAL EXPENDITURE$105,000$0$0$0$05525 ELECTRICITY$500$500$500$500$5005410 PROFESSIONAL SERVICES$15,000$0$0$0SUPPLEMENTAL DETAILS ‐ PENDINGDOWNTOWN POND IMPROVEMENTSDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATIONFUNDED IN FY 20/21315 TITLETYPERANK1SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesProvide vehicle for the position in Parks that works the afternoon/evening schedule to provide a Town presence atrecreational sporting events and classes.  By providing this vehicle, the "Park Ranger" will not have to interrupt maintenance operations to providetransportation to/from work sites. The Town will gain productivity by allowing personnel to directly report to sitesoperationally needed in a timely manner.  One driver dropping off and picking up personnel at several sites reduces productive time for the driver.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/APersonnel will continue to lose time chauffeuring Park employees to various sites throughout the Town resulting inovertime and extended time to complete projects and maintenance. $4,068COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$25,889$4,068$4,068$5,268$3,1316160 CAPITAL EXPENDITURE ‐ VEHICLES$25,052$0$0$0$05970 VERF CHARGES FOR SERVICES$0$3,131$3,131$3,131$8375353 OIL/GREASE/INSPECTIONS$0$100$100$100$1005350 VEHICLE EXPENSE$837$837$837$2,037SUPPLEMENTAL DETAILS ‐ PENDINGCAPITAL EXPENSE ‐ VEHICLE (PARK OPERATIONS)DISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSFUNDED IN FY 20/21316 TITLETYPERANK4N/A Premier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/A Staff will continue to use the less‐efficient backpack blowers and the potential for staff fatigue will remain. Moretime will be spent in residential neighborhoods with loud equipment.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To purchase a Scag Wind Storm Blower, a stand‐on machine that generates a high volume of air that can bedirected in different positions. It will be used to blow off sidewalks, parking lots, grass fields, roads and syntheticturf fields.  The Scag Blower is estimated to be a minimum of 100% ‐150% more efficient than a backpack blower. It is alsomuch quicker than a 45 lb. backpack blower creating less fatigue for staff,especially in 100 degree heat. The unitgenerates a larger volume of air at 120 MPH rather than 50‐60 MPH than a backpack blower. The unit willincrease the life cycle of backpack blowers by 25%‐30%. When blowing larger areas, the backpack blower runs forextended periods of time at full throttle. This unit also reduces the time spent in residential neighborhoods withloud equipment.  $0TOTAL$9,550$1,412$1,412$1,412$1,4126140 CAPITAL EXPENDITURE ‐ EQUIPMENT$9,300$0$0$0$2505970 VERF CHARGES FOR SERVICES$0$1,162$1,162$1,162$1,1625352 FUEL$250$250$250$250SUPPLEMENTAL DETAILS ‐ PENDINGSCAG WIND STORM BLOWERDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSFUNDED IN FY 20/21317 TITLETYPERANK5N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe equipment will deteriorate faster as it will not be protected from sun exposure and rain. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To fund the construction of awnings so equipment can be stored and protected at 409 East First Street. The indoorstorage at the Dylan location is full, with no room for additional equipment. Equipment is currently stored at theProsper Trail location and trailered to the downtown area and Westside sites.(Staff will continue to have sufficient parking and awnings will not affect visitor parking.) Protect equipment from the elements and it will increase their value when they are auctioned through the VERFprogram.  This equipment is fairly expensive and is not manufactured to be stored in the elements and hail.The Town has run out of room for covered/indoor equipment storage for largepark equipment. The awnings willallow for equipment to be stored in the downtown area and be accessible to maintain the fields, parks, and openspaces in the downtown area.$0TOTAL$19,800$0$0$0$05480 CONTRACT SERVICES$19,800$0$0$0SUPPLEMENTAL DETAILS ‐ PENDINGAWNINGS FOR EQUIPMENT STORAGEDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSFUNDED IN FY 20/21318 TITLETYPERANK7TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSSUPPLEMENTAL DETAILS ‐ PENDINGVERTI‐CUTTERDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$1,5006140 CAPITAL EXPENDITURE ‐ EQUIPMENT $12,000 $0 $0 $0 $05970 VERF CHARGES FOR SERVICES $0 $1,500 $1,500 $1,500$1,500COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$12,000$1,500$1,500$1,500SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesFund a Verti‐Cutter for turf maintenance on game and practice fields. This piece of equipment is designed to pullthe thatch up and out of the turf grass. Thatch is the layer of dead grass cuttings that are above the soil layer. Thethicker the thatch the more harm isdone to turf, the slower recovery from damage of cleats. Thick thatch layers result in less water entering the rootzone, fertilizer stays on top of turf canopy and causes burn, and it createsa thriving environment for pests anddiseases. All of these issues lead to poor turf quality and can create safety issues when not dealt with properly.Not to mention extra man hours and the cost of chemicals to rectify the problems. It is more economical toprovide a high level of maintenance on the Towns fields to ensure maximum playability rather than buy land andconstructing new fields to meet the needs.A verti‐cutter pulls all dead plant material that has been laying on top of soil up so it can be vacuumed up andremoved.  The unit thins out the green grass as well which spurs the grass to generate new shoots and rhizomes. Proper thatch control leads to better grass that can recover quicker whileneeding less fertilizer, water andpesticides.  Better quality of grass results in more games and practices being played on a field.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWithout this item the turf will not be maintained at the highest level, which could result in less resilient grass andinsect/fungus issues.FUNDED IN FY 20/21319 TITLETYPERANK9N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/APlanting and root pruning at the Tree Farm will be negatively impacted, potentially delayed, because ParksOperations does not have priority to use the Public Works Skid Steer and it takes time to get on the schedule. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To purchase a Skid Steer needed to run the Tree Spade and Tree Auger and to perform dirt work and lifting heavypallets. Parks Operations currently must borrow a Skid Steer from the Public Works Department. The timing ofroot pruning trees and planting trees is very specific. With the Public Works Skid Steer frequently not available,attempts have been made to borrow and rent others. The correct size and pumpvalves needed are not to befound. In order to make most equipment workable, 1,000 lbs. must be added tothe rear of the Skid Steer as acounter weight and 2 jack plates, which are difficult to find, are required for stability.This request is to take possession of the Public Works Skid steer (it is currently set up and works for ParksOperations needs) and to replace theirs with a new one. Trees will be able to be pulled and replaced when needed, on the proper schedule, versus waiting to schedule andborrow the Skid Steer from Public Works. With another 200 trees expected tobe planted this year at the TreeFarm, a designated department Skid Steer will streamline operations and be a very welcome addition to the fleet. $0TOTAL$82,013$9,101$9,101$9,101$9,1016140 CAPITAL EXPENDITURE ‐ EQUIPMENT$81,013$0$0$0$1,0005970 VERF CHARGES FOR SERVICES$0$8,101$8,101$8,101$8,1015352 FUEL$1,000$1,000$1,000$1,000SUPPLEMENTAL DETAILS ‐ PENDINGSKID STEERDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSFUNDED IN FY 20/21320 TITLETYPERANK10N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AStaff will continue to use less‐efficient push spreaders and hand held units to apply chemicals and properties maynot be able to receive the application when needed.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To purchase a Z‐Max stand‐on fertilizer spreader/spray applicator to efficiently and safely apply fertilizer andherbicides/insecticides to properties.Staff will be able to cover 150%‐300% more ground in the same amount of time (as compared to a push spreader).Over the past year, the Town added several properties* and it is no longer possible to cover all the area with theexisting push spreaders and hand‐help pumps.Improve safety:  the machine will reduce the amount of time personnel are on a median.Save time: the unit holds 60 gallons of product rather than 4 for a hand‐helppump, resulting in less time mixingchemicals and walking back and forth.  Reduce staff fatigue.*Properties added: Richland Blvd. and Lover's Lane (Gates of Prosper ‐ Phase 2), Teel Pkwy. and Fishtrap Road,intersection medians, Gee Road, Police Station, Hays Park, Prairie Park,Victory Lane, Tanners Mill Park andDowntown detention pond.  $0TOTAL$12,450$1,950$1,950$1,950$1,9506140 CAPITAL EXPENDITURE ‐ EQUIPMENT$12,000$0$0$0$4505970 VERF CHARGES FOR SERVICES$0$1,500$1,500$1,500$1,5005352 FUEL$450$450$450$450SUPPLEMENTAL DETAILS ‐ PENDINGZ‐MAX SPREADER/SPRAYERDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSFUNDED IN FY 20/21321 TITLETYPERANK11SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo purchase a heavy duty trailer that will allow parks to transport the larger tractors and other heavy equipment.This will increase productivity by allowing Parks to transport equipmentwhen needed rather than when schedulingallows.  It will be used to transport the skid steer that  is being requested in the current budget.This will allow Parks to transport equipment and not have to coordinate with Public Works for the use of theirtrailer. Both groups are busier than in the past and scheduling time to use Public Works trailer and truck isbecoming much more difficult without affecting productivity.This trailer can transport a skid steer, larger tractors, larger aerators etc.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AIf this item is not funded, productivity will suffer as Parks will need to wait for times when Public Works can pullaway from their work to transport Parks equipment.$1,825COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$18,250$1,825$1,825$1,825$1,8256140 CAPITAL EXPENDITURE ‐ EQUIPMENT$18,250$0$0$0$05970 VERF CHARGES FOR SERVICES$0$1,825$1,825$1,825SUPPLEMENTAL DETAILS ‐ PENDINGHEAVY DUTY TRAILERDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSFUNDED IN FY 20/21322 TITLETYPERANK5SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/AInvestment in Prosper's FutureThe current vehicle for the CIP Program Manager position was an older vehicle purchased from the VERF last yearand is being shared by the CIP Program Manager and the Engineers in the department. This requested vehicle is a2021 Chevrolet Silverado 1500, which will enable the CIP Program Manager to continue to travel to constructionsites, without concern of a vehicle being unavailable.The CIP Program manager will be able to conduct site inspections of ongoingconstruction projects to ensure thatcontractors are preforming the work as expected.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe CIP Program Manager would have to schedule the use of the existing vehicle.$7,442COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$38,940$7,442$7,442$7,442$4,5006110 CAPITAL EXPENDITURE$35,998$0$0$0$05970 VERF CHARGES FOR SERVICES$0$4,500$4,500$4,500$7925352 FUEL$2,150$2,150$2,150$2,150$2,1505350 VEHICLE EXPENSE$792$792$792$792SUPPLEMENTAL DETAILS ‐ PENDINGCAPITAL EXPENSE ‐ VEHICLE (ENGINEERING)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGFUNDED IN FY 20/21323 TITLETYPERANK7SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityTo design and construct the median landscaping along Prosper Trail from the Dallas North Tollway toapproximately 525' east of the intersection of Prosper Trail and the Dallas North Tollway. With the completion ofthe intersection expansion of the Dallas North Tollway and Prosper Trail,there is approximately 525' of newmedian along Prosper Trail that needs landscaping. The remaining median along Prosper Trail east of the newmedian is already improved. This project will also include the construction of two (2) decorative median streetname signs at the west and east ends of Prosper Trail and the intersection with the Dallas North Tollway.The installation of the median landscaping and decorative median street name signs will enhance the aesthetics ofthe roadway and achieve the Council's expectations that median landscaping and decorative street name signs areinstalled once a widened thoroughfare produces a median.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThese improvements will be required to be installed at some point and the consequences of delaying funding forthe improvements will result in cost increases over time.$0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$275,000$0$0$0$06110 CAPITAL EXPENDITURE$250,000$0$0$0$05410 PROFESSIONAL SERVICES$25,000$0$0$0SUPPLEMENTAL DETAILS ‐ PENDINGMEDIAN LANDSCAPE: PROSPER TRAIL (DNT ‐ 525' EAST)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGFUNDED IN FY 20/21324 TITLETYPERANK8SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityTo design and construct the median landscaping along Coleman Road from Victory Way to Preston Road,approximately 1/2 mile. The developer of the Cambridge Estates development is in the process of constructing theother 2 lanes of Coleman Road from Victory Way to Preston Road, which will create a median that they are notrequired to improve. Once the road expansion is complete, the median will beabletobeimprovedtoTownstandards. This project will also include the construction of two (2) decorative median street name signs at thewest and east ends of Coleman Road and the intersection with Victory Way.The installation of the median landscaping and decorative median street name signs will enhance the aesthetics ofthe roadway and achieve the Council's expectations that median landscaping and decorative street name signs areinstalled once a widened thoroughfare produces a median.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThese improvements will be required to be installed at some point and the consequences of delaying funding forthe improvements will result in cost increases over time.$0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$650,000$0$0$0$06110 CAPITAL EXPENDITURE$625,000$0$0$0$05410 PROFESSIONAL SERVICES$25,000$0$0$0SUPPLEMENTAL DETAILS ‐ PENDINGMEDIAN LANDSCAPE: COLEMAN (VICTORY ‐ PRESTON)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGFUNDED IN FY 20/21325 TITLETYPERANK8N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ANo television service at Town Hall.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request will fund the previously un‐budgeted television service that was installed at Town Hall during Covid. Town Hall will continue to have television service.$1,800TOTAL$1,800$1,800$1,800$1,800$1,8005418 IT FEES$1,800$1,800$1,800$1,800SUPPLEMENTAL DETAILS ‐ CUTTOWN HALL CABLE TV SERVICEDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGYCUT326 TITLETYPERANK3WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This position was identified as a critical operational position during a Continuous Process Improvement (CPI)project in January 2021. It is the focal point and reception for all criminal case‐related paperwork that originates inthe Patrol Division (operations) and is forwarded to the Criminal Investigations Division for review. Cases are thenreferred to the criminal district attorney of Collin County/Denton County or forwarded to Prosper Municipal Courtfor local review and prosecution. This position supports numerous strategic goals by maintaining accurate recordsand the identification and tagging of key case evidence, such as body worn camera and mobile video recordervideos. The Department is ahead of our benchmark cities with this position, which frees‐up detectives toinvestigate offenses.  NOTE: Total Town of Prosper Police Department Public Information Requests received by year: 2018 ‐ 839; 2019 ‐984; 2020 ‐ 1,005.  Requests submitted to the Attorney General's office by year:  2018 ‐ 25; 2019 ‐ 20; 2020 ‐ 36.Total cases filed by year: 2018 ‐ 235; 2019 ‐ 210; 2020 ‐ 162 *Due to COVID, courts were closed and not acceptingcases in 2020. (1) This position is currently staffed and will not require a hiring process/recruiting and associated expenses. (2)This position frees‐up detectives to investigate criminal offenses; higher paying personnel hours saved. (3) Thisposition prevents the loss of critical evidence necessary for criminal cases due to time constraints, requirements oflaws and rules of evidence which could potentially result in lawsuits for the Town due to the loss of evidence andthe inability to provide due process as required by constitutional and criminal law. This position, even though notsupervisory, is critical in records management to assist in the oversightof records management that is continuallygrowing and ever changing with new legislature and records management requirements. This is a reclassificationof a current position, one that is already familiar with the workload and processes, which will reduce training anddown‐time due to recruiting and hiring.  $150TOTAL$6,508$5,938$5,938$5,938$6,3085533 MILEAGE EXPENSE$150$150$150$150$3705520 TELEPHONE EXPENSE$460$460$460$460$4605230 DUES, FEES, AND SUBSCRIPTIONS$370$0$0$0$85220 OFFICE EQUIPMENT$200$0$0$0$05185 LONG TERM/SHORT TERM DISABILIT$8$8$8$8$105180 TMRS EXPENSE$621$621$621$621$6215175 LIABILITY (TML) WORKERS COMP$10$10$10$10$2705150 MEDICARE EXPENSE$63$63$63$63$635145 SOCIAL SECURITY EXPENSE$270$270$270$270$2,2565115 SALARIES ‐ OVERTIME$2,100$2,100$2,100$2,100$2,1005110 SALARIES$2,256$2,256$2,256$2,256SUPPLEMENTAL DETAILS ‐ CUTRECLASS RECORDS CLERK TO COORDINATOR/CASE MANAGERDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONSCUT327 Reclassify Police Records Clerk to Records Coordinator/Case Manager Premier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesN/ASince this was a Town sponsored CPI Project, the Department is identifyingthis as an essential position for thefuture growth and success of the organization and assisting the Department in meeting the needs of the customersand the community.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCUT328 TITLETYPERANK6TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONSSUPPLEMENTAL DETAILS ‐ CUTVERF‐VEHICLE RETENTIONDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$8,0005352 FUEL$5,000 $5,000 $5,000 $5,000 $5,0005350 VEHICLE EXPENSE $8,000 $8,000 $8,000 $8,000$0TOTAL $34,335 $13,000 $13,000 $13,000 $13,0005970 VERF CHARGES FOR SERVICES $21,335 $0 $0 $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This Supplemental Request is regarding four Police vehicles,2018 Chevrolet Tahoe, which are on the Town'sVehicle and Equipment Replacement Fund (VERF) schedule: Units 2125, 2126, 2127 and 2128. Police isrequesting retention of these vehicles to use as backup Patrol units. Fourunits represent 20% of Patrol's totaloperational fleet. If repurposed, these units will be used as backup when Patrol vehicles are out of service forrepair or maintenance.  They will also be used for personnel who attend training both in and outside of Prosper, for working off‐duty jobs that require vehicles and for traveling to and from court appearances. Regarding off‐dutyjobs, these vehicles must be easily identifiable as a police vehicle, withall the emergency equipment, particularlywhile working assignments which involve traffic direction. Two of the above‐referenced vehicles are currently usedas back‐up vehicles. On October 1, 2021, the Department will have no backupunits that can be used for thesepurposes or for regular vehicles that are down for maintenance or repair.The current fleet deployment model in the Patrol Division allows for 14 marked and fully equipped Chevy Tahoevehicles. Seven (7) of the vehicles are assigned to the day shift (6am‐6pm)and the other seven (7) are assigned tothe night shift (6pm‐6am).  Benefits to this model include but are not limited to: The primary vehiclesused by Patrol are not driven 24‐hours aday, 365 days a year. This increases the longevity of the vehicles and minimalizes maintenance cost. In addition,the model ensures there are vehicles ready for service at the beginning of each day shift and night shift. Thismeans, officers are not waiting for a vehicle to be returned, unloaded, andchecked out of service before they cancheck into service. It is to be expected that officers may be on a call for service and delayed in returning to thestation for the end of their respective tour of duty. There may be emergencies which would require PPD to deviatefrom this model, but the general rules is, PPD has fleet vehicles dedicatedto the day shift and the night shift. It iscost effective over time and positions PPD to provide timely emergency services.    Allows adequate backup vehicles for PatrolMaximize the longevity of the primary fleet for PatrolMaintain PPD's current level of operational readinessN/APremier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AContinued pool vehicle shortage.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCUT329 TITLETYPERANK1N/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AStaff will be forced to continue sharing a hotel room for training and conferences.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To allow employees to not have to share hotel rooms when they are in training/conferences.The 9‐1‐1 Communications Division was approved by Council to begin attending conferences in FY 18/19. Up untilnow, we have been sharing hotel rooms in order to attend conferences/training. We are no longer a division of anall female staff; therefore, sharing a room is no longer an option. The additional funding will allow each staffmember to occupy their own hotel room.We were approved for conference travel in FY 18/19. We currently attend 4 conferences (National APCO, NationalNENA, Texas APCO/NENA, and TCJIUG). In the past, the attendees were sharing a hotel room. We are asking thatthisnolongerbethecase,sincewehaveaverydiversestaffandwealsohavemale employees. Based on thisyear's conferences, the cost associated with an additional room are:TCJIUG: $580.75 ($101.00 per night for 5 nights, plus tax/fees)Texas APCO/NENA $1030.40 ($225 for 5 nights, plus tax/fees)National APCO $1034.34 ($200 for 5 nights, plus tax/fees) National NENA $1110.83 ($200 for 5 nights, plus tax/fees)    $5,000TOTAL$5,000$5,000$5,000$5,000$5,0005530 TRAVEL$5,000$5,000$5,000$5,000SUPPLEMENTAL DETAILS ‐ CUTINCREASE BASE BUDGET FOR TRAVELDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐05EXP 911 COMMUNICATIONSCUT330 TITLETYPERANK2$129,347TOTAL $131,509 $129,347 $129,347 $129,347$2205536 TRAINING/SEMINARS $950 $0 $0 $0 $05419 IT LICENSES $220 $220 $220 $220$1005400 UNIFORM EXPENSE $790 $0 $0 $0 $05230 DUES, FEES, AND SUBSCRIPTIONS $100 $100 $100 $100$05192 PHYSICAL AND PSYCHOLOGICAL $400 $0 $0 $0 $05191 HIRING COST $22 $0 $0 $0$1615186 WELLE‐WELLNESS PROG REIMB EMPL $1,200 $1,200 $1,200 $1,200 $1,2005185 LONG TERM/SHORT TERM DISABILIT $161 $161 $161 $161$1955180 TMRS EXPENSE $12,069 $12,069 $12,069 $12,069 $12,0695175 LIABILITY (TML) WORKERS COMP $195 $195 $195 $195$9125170 LIFE / ADD INSURANCE $95 $95 $95 $95 $955165 DENTAL EXPENSE $912 $912 $912 $912$20,4965162 HSA EXPENSE $2,400 $2,400 $2,400 $2,400 $2,4005160 HEALTH INSURANCE $20,496 $20,496 $20,496 $20,496$1,2285155 SUTA EXPENSE $324 $324 $324 $324 $3245150 MEDICARE EXPENSE $1,228 $1,228 $1,228 $1,228$84,6965145 SOCIAL SECURITY EXPENSE $5,251 $5,251 $5,251 $5,251 $5,2515110 SALARIES $84,696 $84,696 $84,696 $84,696SUPPLEMENTAL DETAILS ‐ CUTTWO 9‐1‐1 COMMUNICATIONS OFFICERS (NEW PERSONNEL)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐05EXP 911 COMMUNICATIONSCUT331 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSTwo 9‐1‐1 Communications Officers in October 2021.Premier residential communityInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesThe purpose of this request is to increase staffing in the 9‐1‐1 Communications Center by two fulltime positions,which will allow three communications officers to be scheduled on each shift. The current staffing levels do notallow the Town of Prosper (TOP) to meet this operational need.   Having three communications officers on each shift allows for a dedicatedcall taker, a dedicated fire dispatcher,and a dedicated police dispatcher. In addition, it allows the two 9‐1‐1 communications supervisors to focus onsupervision and operational oversight. When evaluating this proposed scheduling model, it is important tounderstand that the National standards, provided by the National Fire Protection Association (NFPA), haveminimum staffing requirements for police communications centers. Currently, the TOP is not meeting thefollowing standards:Standard 7.3.I: There shall be a minimum of two telecommunicators on duty and present in the communicationscenter at all times. Standard 7.3.I.I: Shall ensure that there are sufficient telecommunicatorsavailabletoaffectthepromptreceiptandprocessing of alarms and events needed to meet the requirements of Section 7.4. Standard 7.3.2: When requested by the incident commander, a telecommunicator shall be dedicated to theincident and relieved of other duties within the communications center.Standard 7.3.4: Supervision shall be provided when more than two telecommunicators are on duty.The TOP is currently unable to meet these standards for the following reasons. At times, only two staff membersare scheduled for work. When one is on break, there is only one person available to answer phone calls, processcalls, dispatch calls, answer non‐emergency calls, and manage radio traffic for both the Prosper Fire Department(FD) and the Police Department (PD). Furthermore, the current schedulingmodel does not meet the Nationalsupervisory requirement when two or more telecommunicators are on duty. Meeting National Fire Protection Association (NFPA) standardsAdequate staffing for operational needsDedicated personnel for managing critical incidentsImproved accuracy on date and times stamps and narrative notes for FD and PD eventsProper scheduling of supervisorsImproved supervision of personnelReduced overtime costsThe Police Department FY 21/22 budget request for two communications officers would enable the Town ofProsper to meet the National standards, reduce overtime costs, substantially improve the level of service to thepublic, improve capturing and recording of critical information from major incidents, and allow for propersupervision of communications personnel.  Population growth in Prosper has as a direct effect on the volume of calls received and managed through the 9‐1‐1Communications Center. Population projections indicate an overall increase of 45.7% from 2016 to 2021, with a31.2% projected increase in non‐emergency calls and a 109.2% projected increase in 9‐1‐1 calls. In addition, therecontinues to be an increase in FD and PD calls for service. FD has increased 97.6% from 2015‐2021. While COVID‐19 hampered proactivity both citizen‐initiated calls for service and FD and PD initiated activity, these calls forservice are quickly returning to normal and on track for the projected increases. While a majority of our calls(83,460 since 2019) are answered within the industry standard of 10 seconds or less, we still have room forimprovement as 3,218 calls were answered within that time‐frame. On‐holdtimes improved with a second personin the room at all times. From 2019‐2021, we have had to place 710 9‐1‐1 callers on hold. By adding the thirdperson in the room, and having a supervisor oversee workload, service to citizens and field personnel would greatlyimprove.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will continue to have calls for service where the demand presented is simply too much for the personnel on‐duty to adequately handle. The supervisors will still be covering a console position that would interfere withperforming their supervisory duties and drastically impacting their ability to mentor and guide team members onthe opposite shift. Our overtime will continue to increase to have adequate personnel in the CommunicationsCenter.  Most importantly, the Telecommunicators that we currently have are hard‐working and dedicated individuals.However, their workload is tremendous and it will undoubtedly continue toincrease year after year. Failure torecognize the need for more staffing will likely lead to burnout for the current staff members, thereby leading to achallenge to retain the employees that we have invested significant resources in throughout the years.  COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.CUT332 TITLETYPERANK7N/APremier Residential CommunityInvestment in Prosper's FutureWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATraffic patterns would continue to flow as usual on Preston Road, preventing corridor optimization. When anOpticom fails on the current system, police and fire would not have the ability to change the light to green,resulting in a longer response time for emergencies. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To provide upgrades to 13 signals, provide new controllers for up to 10 intersections, and provide new cabinets forat least 5 intersections. This upgrade is expected to have a two year completion time. Due to the feedbackreceived from the Finance Committee, staff has made adjustments to split this project into two phases. Phase 1will include plans, specifications, and engineering drawings for the newupgraded system. This phase will alsoinclude 1 controller, 11 radios, 11 ethernet switches, 4 radio towers, 2 cabinet replacements, office equipment,and the software and installation.  Phase 2 will be approximately $144,675 and will include 9 controllers, 9 radios, 9 ethernet switches, and 3 cabinetreplacements.  It is anticipated that TxDOT will upgrade their signals, as well. The upgraded system would provide additional capabilities such as real time cameras with remote access to eachcontroller that can be utilized by personnel, police and fire personnel. The cameras are current, however, thecommunication system is outdated. Users can be given access to view camerafootage, real time, at any givenintersection providing police with vehicle information or camera footage for an accident, for example. The signalswould also have the ability to communicate with each other via radio which could help improve the flow of trafficand allow the possibility for residents to download an app and receive realtime information about nearby signals.The new controllers would be compatible with the newest technology available. Opticom's would be updated,providing police, fire, and other emergency response personnel in Prosper a more reliable system, and would beable to detect dark colored vehicles, where our current system has failed.The signal cameras would detect andmonitor the flow of traffic, providing corridor optimization.$0TOTAL$376,825$144,675$0$0$05410 PROFESSIONAL SERVICES$376,825$144,675$0$0SUPPLEMENTAL DETAILS ‐ CUTTRAFFIC SIGNAL UPGRADE PLAN AND DESIGNDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETSCUT333 TITLETYPERANK9SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo fund the design and construction of storage facilities at Frontier Park. This proposal includes 1 ‐ 10'x10' storagearea and 1 ‐ 15'X15' storage area. The larger area will be utilized by Town staff to store maintenance equipmentand materials used for park maintenance. This will help with machinery transportation and storage. The Town isout of room for equipment storage near Frontier Park. The smaller area may be utilized by one or more sportsleagues if needed.This project was approved in FY 19/20 and put on hold due to COVID‐19 and funding concerns. The project designis 100% complete, however some bid documents will need to be updated.Part of the Prosper Community Vision is to ensure the community is maintaining a visually aesthetic feel. Thisbuilding will match the existing architecture throughout Frontier Park. The storage buildings will provide the necessary onsite storage for the Town. These storage areas will keepequipment secure, reducing the need to haul equipment and the need for storage pods on site.  The storage areas will minimize the amount of equipment Parks staff will need to haul to and from the site, savingon gas and man hours. The storage areas will increase the amount of storage available for Town use.  WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ANot funding this request will result in staff continuing to haul equipmentto the park and store equipment outsidewhen buildings are full.$1,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$174,000$1,000$1,000$1,000$5006110 CAPITAL EXPENDITURE$165,000$0$0$0$05525 ELECTRICITY$500$500$500$500$5005410 PROFESSIONAL SERVICES$8,000$0$0$0$05320 REPAIRS AND MAINTENANCE$500$500$500$500SUPPLEMENTAL DETAILS ‐ CUTFRONTIER PARK STORAGE BUILDINGSDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATIONCUT334 TITLETYPERANK9SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityTo design and construct the median landscaping along Richland Boulevard from Prosper Commons Boulevard toCoit Road, approximately 1/3 mile. While the unimproved median has existed for several years, the median wasimpacted by the construction of the Lower Pressure Plane Water Line along Richland Boulevard last year. With thecompletion of the water line, the median is now able to be improved to Town standards. This project will alsoinclude the construction of one (1) decorative median street name sign at the east end of Richland Boulevard andthe intersection with Coit Road.  The installation of the median landscaping and decorative median street name sign will enhance the aesthetics ofthe roadway and achieve the Council's expectations that median landscaping and decorative street name signs areinstalled once a widened thoroughfare produces a median.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThese improvements will be required to be installed at some point and the consequences of delaying funding forthe improvements will result in cost increases over time.$0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$375,000$0$0$0$06110 CAPITAL EXPENDITURE$350,000$0$0$0$05410 PROFESSIONAL SERVICES$25,000$0$0$0SUPPLEMENTAL DETAILS ‐ CUTMEDIAN LANDSCAPE: RICHLAND (PROSPER COMMON ‐ COIT)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGCUT335 TITLETYPERANK10SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityTo design and construct the median landscaping along Prairie Drive from Legacy Drive to approximately 3,200'west of Legacy Drive, and Legacy Drive from Prairie Drive to approximately1,000' north of Prairie Drive. Thedeveloper of the Parks at Legacy development has completed the construction of the other 2 lanes of Prairie Drivefrom Legacy Drive to the west end of their development as well as a large section of Legacy Drive north of PrairieDrive. While the developer has installed the Town standard median landscaping along Legacy Drive from PrairieDrive south to US 380 utilizing available funding in the development's Roadway Impact Fee Agreement, the priorityof the agreement is to construct the roadways so there is limited additional funding anticipated for medianimprovements. The developer is currently designing the expansion of Prairie Drive from east of Legacy Drive toMahard Parkway and evaluating if any additional funding is available in the Roadway Impact Fee Agreement toimprove the section of Prairie Drive from Legacy Drive to Mahard Parkway. With the completion of the other twosections of roadways referenced above, these median are able to be improved to Town standards. This project willalso include the construction of four (4) decorative median street name signs at the Prairie Drive and Legacy Driveintersection.The installation of the median landscaping and decorative median street name signs will enhance the aesthetics ofthe roadway and achieve the Council's expectations that median landscaping and decorative street name signs areinstalled once a widened thoroughfare produces a median.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThese improvements will be required to be installed at some point and the consequences of delaying funding forthe improvements will result in cost increases over time.$0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$1,000,000$0$0$0$06110 CAPITAL EXPENDITURE$950,000$0$0$0$05410 PROFESSIONAL SERVICES$50,000$0$0$0SUPPLEMENTAL DETAILS ‐ CUTMEDIAN LANDSCAPE: PRAIRIE (LEGACY ‐ 3,200' WEST); LEGACY (PRAIRIE ‐ 1,000' NORTH)DISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGCUT336 TITLETYPERANK11N/AInvestment in Prosper's futureWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe public will continue to be unaware of the effort and time necessary to get from the conception of a roadconstruction project to project completion.   SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To provide funding for a video presentation on the lifespan of a road construction improvement project. The videowill walk through the design, row acquisition, utility relocation and construction of a project in a realistic mannerutilizing Coit Road from First Street to Frontier Parkway as the example.The video will provide an increased awareness to the public on the ins and outs of the capital improvement projectdelivery process through an informative video presentation. It will include timelines of the various processes in theoverall timeline of the project development and construction process to communicate the extent of planning,design, preparation and construction that goes into a road construction project. $0TOTAL$75,000$0$0$0$05410 PROFESSIONAL SERVICES$75,000$0$0$0SUPPLEMENTAL DETAILS ‐ CUTDESIGN AND CONSTRUCTION VIRTUAL VIDEODISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGCUT337 TITLETYPERANK5N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AStaff will continue to share text information on social media with little success. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To purchase a gamification system to teach residents how to conduct the CycleandSoakMethodontheirlawnand landscape and program their irrigation controllers. This program would be offered virtually, and it wouldinvolve an interactive feature where our water users can actually see how the system works, and why it'simportant to cycle and soak with the clay soils in our area. This teaching technique will offer an interactive, fun way to teach Prosper water users how to efficiently utilizetreated water to get the most benefit out of their watering days. Over 67% ofthe homes in Prosper haveautomatic sprinkler systems, and each new home built has a system installed, making this percentage increasemonthly. Our water usage increases from 2 to 3.5 million gallons a day in thewinter to 12 to 14 million gallons aday in the summer. The increase is due to the use of automatic sprinkler systems, and most of this water is wasteddue to incorrect watering habits, runoff, and inefficient systems. This program will teach the importance ofwatering deeper and less frequent to establish hardier plant life. Additionally, water users will be able to learn howto program their controller and set seasonal adjustments. Teaching our residents how to water properly will helpreduce water waste, and provide our residents with the knowledge they need to be successful irrigators. $0TOTAL$35,000$0$0$0$05480 CONTRACT SERVICES$35,000$0$0$0SUPPLEMENTAL DETAILS ‐ CUTGAMIFICATION PROGRAM FOR CONSERVATION EDUCATIONDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATERCUT338 TITLETYPERANK8SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSReclassify Administrative Assistant to a Management Assistant in October 2021. Investment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesTo reclassify the current Administrative Assistant to Management Assistant. The purpose of this job is to providetechnical and professional assistance and administrative support to their respective department related to thedevelopment and coordination of the daily operations and various Town‐wide activities. This position currentlymaintains our facilities by scheduling repairs of our buildings including leveling, roofing, air conditioner repairswhile working with the vendors to complete requisitions. This request supports the town's facilities andinfrastructure and provides compassionate customer service.Position would be appropriately compensated based on the required job duties, meeting Town compensation goalsand maintaining employee morale. This position would also set up the supervisory position that would overseefuture administrative personnel, allowing for advanced management training in preparation of additional staff. WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/APosition would continue to be under‐compensated based on the required jobduties, failing to meet Towncompensation goals and maintain employee morale.$3,113COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$3,113$3,113$3,113$3,113$3635185 LONG TERM/SHORT TERM DISABILIT$5$5$5$5$55180 TMRS EXPENSE$363$363$363$363$375175 LIABILITY (TML) WORKERS COMP$6$6$6$6$65150 MEDICARE EXPENSE$37$37$37$37$2,5445145 SOCIAL SECURITY EXPENSE$158$158$158$158$1585110 SALARIES$2,544$2,544$2,544$2,544SUPPLEMENTAL DETAILS ‐ CUTRECLASS ADMIN ASSIST TO MANAGEMENT ASSIST ‐ WATERDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATERCUT339 TITLETYPERANK2COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The current financial system (STW) was acquired by OpenGov in January 2020. It is the desire of OpenGov totransition all existing customers to their Cloud based system from the on premise version that the Town currentlyutilizes. In the fiscal year 20/21 budget Town Council approved$35,000 for this transition. As staff worked withOpenGov they provided an updated quote and project outline which changed the scope of the project from aserver upgrade to a full scale software conversion.  Initial quotes received for this transition exceed the competitive bid limit and the original scope of an upgrade. This request is to allocate funding for the procurement andimplementation of an Enterprise Resource Planning (ERP) software system. We are in the process of conducting aneeds assessment for Finance, Payroll, Utility Billing, Human Resources, and Municipal Court and will move ontodevelopment of an RFP. Town staff recommends proceeding with an RFP to ensure we are getting the bestproduct for the Town. Once proposals are received they will be evaluated and a system selected. The current planis to implement Municipal Court first as their system is the most outdated and does not currently interface withany other systems allowing for an easier transition. Finance, Payroll, Utility Billing, and Human Resources will beimplemented strategically to coincide with fiscal and calendar year end dates where important. Preliminaryestimates predict an approximate thirty month implementation timeframe for all software modules.  One‐time software costs ‐ 730,000Ongoing annual costs ‐ 205,313Implementation assistance ‐ 230,880 (FY22 ‐ 91,083; FY23 ‐ 97,180; FY24 ‐ 42,620) Actual annual breakout maydiffer as we change the scope of implementation order. The current Municipal Court software is in the process of being upgraded toa SQL version. This upgrade willprovide a few new features and increased speed. With the implementation ofvirtual court during the pandemicwe were able to see a host of inefficiencies with our current software. The software we are using was good for aTown our size when it was implemented in 2001, however there are newer more robust programs that havecapabilities that we are having to piece together with other software packages, or find manual work arounds thatincrease staff workload and cause frustration. By transitioning to a newer software package with all of the neededfeatures built‐in we should see a more streamlined process for Municipal Court and our customers. The Town haspushed the current financial software package to the limits by implementing all features and capabilities it has tooffer. We are at the point that we have outgrown this system and we will continue to run into issues as we grow.By implementing a new ERP system we will be able to specify software inter‐connectivity across the Town toeliminate a lot of the manual entry processes that finance currently does.Finance currently enters cash depositjournal entries manually for Municipal Court and Development Services. It is our hope to be able to implement asystem that will interface with the new system Development Services is currently implementing to streamline thisprocess for staff.            TOTAL$960,880$205,313$205,313$205,313$205,3135418 IT FEES$730,000$205,313$205,313$205,313$205,3135410 PROFESSIONAL SERVICES$230,880$0$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVENEW ERP SOFTWARE SYSTEMDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐03EXP FINANCEREMOVED/ REVISED340 N/AThe Town will continue to utilize the current software applications. As the Town continues to grow we will begin toexperience more inefficiencies in workflow and processes as we have outgrown the current systems and theircapabilities. OpenGov has begun rewriting a great deal of the programmingwithinSTW,andasanonpremiseclient the intended results are not always what we experience. We currently spend a great deal of timetroubleshooting issues that arise out of the programming updates that arehappening. OpenGov programmers arestill learning the intricacies of financial software and how the modules interact with and affect each other. By notfunding this request we will need to make a decision on how to move forward with OpenGov and determine howlong they will support our on premise version of the software. Staff will continue to troubleshoot and send insupport requests as problems arise which can take weeks or even months to resolve. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSN/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?REMOVED/ REVISED341 TITLETYPERANK6N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AStreets will have to purchase parts on an as needed basis, adding to the time it takes to complete projects.Equipment will continue to be left out uncovered, creating more maintenance needs and repairs due to weatherexposure. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To purchase a metal building for Street Department storage. This request includes the building materials, baserock, and labor to build the building. Currently, the Street Department utilizes a 20x45 foot building that stores the crack seal machine, the asphaltroller, mowers, snow salt, barricades, and signs. The department has outgrown this building and is in need ofadditional covered storage for traffic signal parts, signs, equipment and other miscellaneous materials. We willhave space for signal parts and prevent inventoryfrom getting misplaced or damaged. This building will be able tobe relocated, if the need arises. TOTAL$15,806$0$0$0$06110 CAPITAL EXPENDITURE$10,206$0$0$0$05480 CONTRACT SERVICES$5,600$0$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVESTORAGE BUILDING ‐ STREETSDISCRETIONARY ‐ 2RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETSREMOVED/ REVISED342 TITLETYPERANK8COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To fund professional services to develop an update to the Parks, Recreation and Open Space Master Plan. Since the 2015 Parks, Recreation and Open Space Master Plan was completed,the Town population has increasedfrom 15,910 to over 31,000 residents. The feel of the Town, as well as the desires and expectations of theresidents that make it up, continues to evolve as development occurs. It isimportant to focus Parks andRecreation efforts based on the latest trends and development.The updated Parks, Recreation, and Open Space Master Plan is intended to:1. Provide a framework of community programs and amenities that meet the diverse needs of Town of Prosperresidents. This includes immediate and short‐term planning for improvements to parks, facilities andprogramming, and also long‐term planning for recreational programming,facilities and opportunities for residentsof all ages.2. Engage the community with surveys, workshops and forums to provide opportunities for feedback andguidance in the development of the document.3.  Inventory existing facilities and forecast needs for additional recreational opportunities. 4. DevelopanimplementationplantohelpguidetheCapitalImprovementProject Plan over the next 5 to 10years.5. Identify funding sources and grant opportunities for associated projects.In addition to funds for professional services, additional funds may be needed for mailers, signage and other publicinformation to inform residents and ensure there is opportunity to provide input to the plan.Benefits of an updated Master Plan include:As the Plan will be timed to be responsive to changes that may occur with the Town's Comprehensive Plan, and willfacilitate developing a vibrant, balanced park system that meets the needs of residents for years to come.The Town can use the Plan to gauge the interest and desires of the community and develop a systematic approachto meet those needs.$0TOTAL$128,750$0$0$0$05410 PROFESSIONAL SERVICES$128,000$0$0$0$05280 PRINTING AND REPRODUCTION$500$0$0$0$05240 POSTAGE AND DELIVERY$250$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVEPARKS, RECREATION AND OPEN SPACE MASTER PLANDISCRETIONARY ‐ 1RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐01EXP PARK ADMINISTRATIONREMOVED/ REVISED343 N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesSuccessful Dallas North Tollway DevelopmentSuccessful Prosper Downtown RedevelopmentWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?The Texas Parks and Wildlife Department requires that, every 5 years, municipal governments provide an updateto their Parks, Recreation and Open Space Master Plans to receive planningpoints associated with the Texas Parksand Wildlife Grant.  This update will allow the Town to become eligible for those additional points.The Town may not score high enough to receive grants through the very competitive Texas Parks and WildlifeDepartment grant program. The Town will continue to operate with by utilizing old, outdated information that lacks input from a majority ofnew residents, thereby they have no voice in developing the park system. New trends and standards, especially ones developed during the COVID‐19 Pandemic, have changed developmentpatterns within Parks and Recreation.  These are not addressed in the 2015 Master Plan. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSREMOVED/ REVISED344 TITLETYPERANK9SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSN/AInvestment in Prosper's FutureTo purchasea buildingfor Water/WastewaterDepartmentstorage and provide concretepad and electricityto andinside the building.  The setup and placement of this building will allow for future use or repurposing.60'x20' Storage Building = $42,400Concrete footer and short approach 52 cy = $8,700Electricity run to building = $10,000Electricity installed inside building = $15,000Currently, the department has a 60'x40' building that is no longer adequate to store necessary sensitiveequipment.Our current building houses water and sewer line parts, the gator, vac trailer, sewer cameras, meters,MTUs, registers, welder, miscellaneous tools, pvc pipe and fittings and copper line fittings. By storing equipmentindoors, we reduce maintenance costs and extend the life of the equipment. This equipmentincludes the cameravan, jetter machine, vac truck, and mowers. We also need to store the sand trucks indoor during inclementweather to help with the material freezing in the spreader. WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AEquipmentwill continueto be stored outside, causing a reductionin the life of the equipmentitself and increasingmaintenance costs due to unregulated exposure to the environment. $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$76,100$0$0$0$06110 CAPITAL EXPENDITURE$33,700$0$0$0$05480 CONTRACT SERVICES$42,400$0$0$0SUPPLEMENTAL DETAILS ‐ ACTIVESTORAGE BUILDING ‐ WATER/WASTEWATERDISCRETIONARY ‐ 3RESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATERREMOVED/ REVISED345 TOWN OF PROSPERFY 2021‐2022NON‐DISCRETIONARY PACKAGESGENERAL FUNDPgNET NET REVENUE/ TOTAL# DIV / DEPT NON‐DISCRETIONARY PACKAGE TITLE FTE's  ONE‐TIME   ON GOING   TOTAL COSTS   OFFSET   NET COST 348 TOWN SECRETARY ADDITIONAL STRATEGIC PLANNING EXPENSES ‐  10,000   10,000  ‐ 10,000 349 FINANCEAPPRAISAL/TAX FEES ‐                 26,000                 26,000   ‐ 26,000 350 HUMAN RESOURCES NEOGOV ONBOARDING SOFTWARE PACKAGE                 ‐ 8,072   8,072  ‐ 8,072 351 HUMAN RESOURCES NEOGOV E‐FORMS SOFTWARE PACKAGE              ‐  11,531                 11,531  ‐ 11,531 352 ITICS LICENSING SOFTWARE ASSURANCE  ‐  50,709                 50,709          ‐ 50,709 353 COMMUNICATIONS ENVISIO STRATEGIC PLANNING SOFTWARE                 ‐  20,000                 20,000 ‐20,000 354 COMMUNICATIONS SOCIAL MEDIA MANAGEMENT SOLUTION              ‐ 3,120                   3,120 ‐3,120 355 MUNICIPAL COURT INCREASE TO IT LICENSES BASE BUDGET ‐ COURT‐ 6,810           6,810 ‐6,810 356 POLICE OPERATIONS MISCELLANEOUS INCREASE TO BASE BUDGET ‐ POLICE OPS‐  24,500                 24,500  ‐   24,500 358 911 COMMUNICATIONS INCREASE BASE BUDGET FOR CONTRACT SERVICES ‐  30,252           30,252 ‐30,252 359 FIRE OPERATIONSAPPARATUS MAINTENANCE ‐ ADD LADDER TRUCK MAINTENANCE‐ 9,245                   9,245 ‐9,245 360 FIRE OPERATIONSAIR CYLINDER REPLACEMENT35,584 ‐                 35,584                ‐ 35,584 361 FIRE OPERATIONSREPLACE NON‐CURRENT SCBA'S               108,111 ‐              108,111               ‐  108,111 362 BUILDING INSPECTIONS MISCELLANEOUS INCREASE TO BASE BUDGET ‐ BUILDING INSPECTIONS‐        22,794                 22,794          17,794             5,000 363 BUILDING INSPECTIONS BUREAU VERITAS CONTRACT SERVICES         501,000 ‐              501,000        501,000 ‐ 364 BUILDING INSPECTIONS TRAKIT BUILDING INSPECTIONS‐CONTRACT             53,512 ‐      53,512  ‐ 53,512 365 CODE COMPLIANCE  LEGAL FEES‐CODE COMPLIANCE ‐23,000                 23,000       ‐ 23,000 366 STREETSSTREET LIGHTING ‐ ELECTRICITY‐5,200                   5,200         ‐ 5,200 367 PARK OPERATIONS IRRIGATION CONTROLLERS8,000‐                   8,000             ‐ 8,000 368 PARK OPERATIONS NEW POND FOUNTAIN SERVICE AGREEMENT‐10,000                 10,000       ‐ 10,000 369 PARK OPERATIONSRE‐STAIN FACILITIES‐20,000                 20,000       ‐ 20,000 370 PARK OPERATIONSMISCELLANEOUS INCREASES TO BASE BUDGET ‐ PARKS OPS‐57,400                 57,400       ‐ 57,400 371 LIBRARYDATABASE PRICE INCREASES‐1,000                   1,000         ‐ 1,000 372 ENGINEERINGLEGAL FEES ‐ ENGINEERING‐10,000                 10,000       ‐ 10,000 373 ENGINEERING INCREASE TRAFFIC ENGINEERING SERVICES                 ‐  25,000                 25,000  ‐ 25,000 TOTAL PROPOSED0.0 $           706,207   $               374,633   $      1,080,840   $   518,794  $               562,046 346 TOWN OF PROSPERFY 2021‐2022NON‐DISCRETIONARY PACKAGESWATER/SEWER FUNDPgNET NET REVENUE/ TOTAL# DIV / DEPT NON‐DISCRETIONARY PACKAGE TITLE FTE's  ONE‐TIME   ON GOING   TOTAL COSTS   OFFSET   NET COST 374UTILITY BILLING MISCELLANEOUS INCREASE TO BASE BUDGET ‐ UTILITY BILLING                            ‐                      36,500                 36,500           36,500                                  ‐ 375 UTILITY BILLINGSOLID WASTE ANNUAL INCREASE                            ‐                    252,179              252,179         252,179                                  ‐ 376 WATERWATER PURCHASES ‐ NTMWD                            ‐                1,014,102           1,014,102      1,014,102                                  ‐ 377 WATERCUSTER PUMP STATION PUMP 3 MAINTENANCE                 20,000                                 ‐                 20,000                       ‐                       20,000 378 WATERMISCELLANEOUS INCREASES TO BASE BUDGET ‐ WATER                            ‐                      49,100                 49,100                       ‐                       49,100 379 WASTEWATERSEWER MANAGEMENT FEES                            ‐                      22,901                 22,901           22,901                                  ‐ 380 WASTEWATEROVERTIME INCREASE TO BASE BUDGET ‐ WW                            ‐                        3,800                   3,800                       ‐                         3,800 381 WASTEWATERODOR CONTROL ‐ OFFSITE WASTEWATER LINES                 23,100                        3,080                 26,180                      ‐                       26,180 382 WASTEWATERODOR CONTROL ‐ PUBLIC WORKS LIFT STATION               250,300                                 ‐              250,300                       ‐                     250,300 TOTAL PROPOSED0.0  $           293,400   $           1,381,662   $      1,675,062   $ 1,325,682   $               349,380 347 TITLETYPERANK0N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesStrategic Plan: Development, Adoption, and Institutionalization is a Policy Top Ten Action Item in the StrategicPlan.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATown staff anticipates the annual ongoing cost for Strategic Planning Services to be approximately $25,000.Without additional funding, the Town will not be able to continue the current annual Strategic Planning process.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is for additional funding for annual Strategic Planning Services through the Town's consultant andfacilitator. The annual cost was increased in FY 20/21 from$15,000 to $25,000. Town staff was able to cover theadditional expense in FY 20/21 through budget savings in other areas. Townstaff anticipates that this will be anongoing cost for annual Strategic Planning services.In FY 20/21, the current facilitator led the staff and Council through a process to develop a new Strategic Plan thatincludes revised Goals, Actions, and Milestones with associated timelines. This request will allow the Town tocontinue to hire a facilitator for the annual Strategic Planning process.$10,0005480 CONTRACT SERVICES$10,000$10,000TOTAL$10,000$10,000$10,000$10,000$10,000$10,000$10,000SUPPLEMENTAL DETAILS ‐ ACTIVEADDITIONAL STRATEGIC PLANNING EXPENSESNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐02EXP TOWN SECRETARY'S OFFICE348 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐03EXP FINANCESUPPLEMENTAL DETAILS ‐ ACTIVEAPPRAISAL/TAX FEESNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$26,0005414 APPRAISAL / TAX FEES $26,000 $26,000TOTAL $26,000 $26,000 $26,000 $26,000$26,000 $26,000 $26,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request will fund the increase to tax collection/appraisal fees paidto Collin Central Appraisal District (CCAD),Denton Central Appraisal District (DCAD), and Collin County tax collector. Collection rates are charged per propertyassessed and billed by the respective agencies. We have typically seen an increase of 20% to 22% from year to yearin collection fees overall. The increase from  DCAD tends to run much higher due to the number of properties being added in that jurisdiction. Proposed increase next year of 15% from budgeted FY 20/21 increase.Continued collection of property tax by the respective entities on behalf of the Town. N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will not be able to pay the vendors for the appraisal/collection of property taxes. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS349 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐04EXP HUMAN RESOURCESSUPPLEMENTAL DETAILS ‐ ACTIVENEOGOV ONBOARDING SOFTWARE PACKAGENON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$8,0725419 IT LICENSES $8,072 $8,072TOTAL $8,072 $8,072 $8,072 $8,072$8,072 $8,072 $8,072COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To budget for NeoGov Onboarding that was approved by Town Council at the April 13th Council meeting. NeoGov Onboard allows Human Resources to accelerate the hiring process by providing new hires the abilitytoaccess and complete online forms before their start date. NeoGov Onboard was recommended as a recruitingenhancementby Justice Research Consultants as part of the Town employeeand recruiting assessment conductedin December 2020.N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AHuman Resources will have to return to an inefficient manual, paper process of hiring employees. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS350 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐04EXP HUMAN RESOURCESSUPPLEMENTAL DETAILS ‐ ACTIVENEOGOV E‐FORMS SOFTWARE PACAKGENON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$11,5315419 IT LICENSES $11,531 $11,531TOTAL $11,531 $11,531 $11,531 $11,531$11,531 $11,531 $11,531COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To budget for NeoGov E‐Forms that was approved by Council at the April 13th Council meeting.NeoGov E‐Forms software will convert all commonly used paper based human resources forms to an electronicformat and create routing and approval workflows in a secure format. NeoGov E‐Forms was recommended as arecruiting enhancement by Justice Research Consultants as part of the Town employeeand recruiting assessmentconducted in December 2020.N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AHuman Resources will continue to process commonly used forms in an inefficient, manual  and paper process.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS351 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐05EXP INFORMATION TECHNOLOGYSUPPLEMENTAL DETAILS ‐ ACTIVEICS LICENSING SOFTWARE ASSURANCENON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$50,7095419 IT LICENSES $50,709 $50,709TOTAL $50,709 $50,709 $50,709 $50,709$50,709 $50,709 $50,709COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request covers the software assurance renewals associated with new licenses and features purchased, and atrue‐up that occurred, in FY 20/21. Software Assurance is a software industry term for ongoing supportsubscriptions and entitles the subscriber to technical support for the platform, as well as access to tech support.The true‐upincrease is due to MDC licensing costs being previously calculated against 20 MDC's. The actual totalof deployed MDC's is 29. The true‐up corrects this under‐billing, and the ongoing software assurance costsaccount for about 20% of the request.The new features recently added to the platform includeAdvanced Mapping, CAD DetermineRespondersby DriveTime, Turn‐by‐turn Navigation, Inter‐agency Data Sharing, and Scorecard Metrics, and accounts for about 80% ofthe request.The new features in the ICS software platform will continue to be licensed for use by Public Safety departments.N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe new features in the ICS software platform will no longer be licensed for use by Public Safety departments.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS352 TITLETYPERANK0N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATown staff would no longer be able to track the status of projects online through the Envisio platform. The Townwould lose the ability to publish an online public dashboard and run progress reports on the status of StrategicPlanning projects through this method.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is to continue funding for the Envisio Strategic Planning Software platform. The Town is in the processof converting the annual Strategic Plan into an online platform that has enhanced reporting capabilities as well as apublic dashboard to promote transparency.  Staff members receive automatic reminders to enter progress updates online. The software enables staff to run automated and on‐demand progress reports for Council. The softwarewas recommended by the Town's current Strategic Planning facilitator, and was compared against other highly‐reviewed online platforms. The fee for the first year was an unbudgeted expense that was paid from the GeneralFund Contingency line item.Approval of this request will provide ongoing funding to maintain the Strategic Plan online through the Envisioplatform.$20,0005419 IT LICENSES$20,000$20,000TOTAL$20,000$20,000$20,000$20,000$20,000$20,000$20,000SUPPLEMENTAL DETAILS ‐ ACTIVEENVISIO STRATEGIC PLANNING SOFTWARENON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐06EXP COMMUNICATIONS353 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐06EXP COMMUNICATIONSSUPPLEMENTAL DETAILS ‐ ACTIVESOCIAL MEDIA MANAGEMENT SOLUTIONNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$3,1205480 CONTRACT SERVICES $3,120 $3,120TOTAL $3,120 $3,120 $3,120 $3,120$3,120 $3,120 $3,120COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The Town began using a new vendor for social media management to schedule and monitor social media channelsin June 2021. The decision was made to switch vendors mid‐year because the previous vendor no longer met theTown's need. Earlier this year, Facebook announced that it would no longerprovide analytics after June 2021, andthe Town's previous vendor provided minimal access to analytics. Additionally, the Town had exceeded thenumber of accounts that could be supported through the previous vendor.  The new vendor offers more robust analytics so staff will be able to track metrics related to audience growth,reach, impressions, and engagement. The new platform integrates with Facebook, Twitter, Instagram, LinkedIn,YouTube, Pinterest, and Google Analytics, and has access to the analytics from those platforms.  The new software solution automatically schedules social media posts at the optimal time of day where it willreceive the best engagement, and has a content calendar where staff can seeall scheduled activity across allchannels at a glance. The new software will save staff time since it allows Communications staff to managemultiple social media channels at once.A robust social media management solution will provide Town staff with thetools necessary to efficiently schedule,publish, and monitor content on fourteen different social media channelsthrough one software solution. A newsoftware solution will provide access to more detailed analytics so staffcan measure the effectiveness of thecontent we post. The new software will save staff time by automatically scheduling content to post at the optimaltime of day to get the best engagement.  N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AIf this request is not funded, the Town's Communication staff will lose access to valuable social media analytics andperformance measures. This information helps staff understand how well we are communicating through socialmedia, and which posts receive the most engagement. The analytics available through this platform help staffmake decisions about the most effective ways to use social media to communicate with residents.Without this platform, Town staff will revert to a more time‐consuming process of scheduling and monitoringcontent on multiple channels, rather than managing the content all in one place.  SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS354 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALADMINISTRATION100‐10‐07EXP MUNICIPAL COURTSUPPLEMENTAL DETAILS ‐ ACTIVEINCREASE TO IT LICENSES BASE BUDGET ‐ COURTNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$6,8105419 IT LICENSES $6,810 $6,810TOTAL $6,810 $6,810 $6,810 $6,810$6,810 $6,810 $6,810COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to request additional funds for IT licenses.The upgrade to the SQL version of thecourt software was approved in the FY 20/21 budget and funded with Court Technology funds. The annualongoing maintenance is more than the prior software version that is included in the base budget. We will be able to pay for the ongoing annual maintenance fee for the Court software. N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will not have adequate funds to cover the annual ongoing maintenance andwill either be over budget, or willneed to reduce the budget in other areas to make up the difference. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS355 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐01EXP OPERATIONS$22$22SUPPLEMENTAL DETAILS ‐ ACTIVEMISCELLANEOUS INCREASE TO BASE BUDGET ‐ POLICE OPSNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024$22FY 2025FY 2026$4005191 HIRING COST $22 $22$2785214 TACTICAL SUPPLIES $3,000 $3,000 $3,000 $3,0005250 PUBLICATIONS5192 PHYSICAL AND PSYCHOLOGICAL $400 $400 $400 $400$3,000$278 $278 $278 $278$2,0505410 PROFESSIONAL SERVICES $2,750 $2,750 $2,750 $2,750 $2,7505310 RENTAL EXPENSE $2,050 $2,050 $2,050 $2,050$3,0005430 LEGAL FEES $13,000 $13,000$24,5005480 CONTRACT SERVICES $3,000 $3,000 $3,000 $3,000$13,000 $13,000 $13,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$24,500$24,500$24,500$24,500A 5‐year review of all Police Operations accounts indicates Base Budget increases are needed in several accounts.5191‐Hiring Cost:  Fingerprinting for open positions due to resignations have not previously been budgeted.5192‐Physical & Psychological:  Testing for open positions due to resignations have not previously been budgeted.5214‐Tactical Supplies:  The Special Response Team (SRT) increased by two members.  $3,000 is requested for their equipment.5250‐Publications:  Law enforcement printed material is occasionally needed for CID & Patrol .5310‐Rental Expense:  Storage unit rental.  FY 19/20 expenditures totaled $4,677. 5410‐Professional services:  The Department utilizes services of an outside personnel background investigator.  Funding for any open positions due to resignations should be added.   This account is also for K9 veterinary expenses.5430‐Legal Fees:  The 5‐year review indicates legal invoices have increased; therefore a substantial increase is needed in this account.5480‐Contract Services:  FARO Technologies increased by $2,736, which was not accounted for in FY 20/21. The Department requests a Base Budget increase of $24,500.The Police Department did not request an increase to Base Budget in FY 19/20 and FY 20/21.  The 5‐year analysis indicated where shortages have occurred.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AFinance would continue to transfer funds from other sources at year end.356 SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSN/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal services357 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPOLICE100‐20‐05EXP 911 COMMUNICATIONSSUPPLEMENTAL DETAILS ‐ ACTIVEINCREASE BASE BUDGET FOR CONTRACT SERVICES NON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$30,2525480 CONTRACT SERVICES $30,252 $30,252TOTAL $30,252 $30,252 $30,252 $30,252$30,252 $30,252 $30,252COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To pay for the increased fees for contracted services 100‐5480‐20‐05.Increases:Frisco: $14,136Evans Consoles: $1,580Motorola: $7,661VistaCom $3,877Oncor Data Network: $8Parker Power: $262To continue radio communication and maintain the contract for our new and old recorder. Motorola, VistaCom,and the Server Network contracts have increased for FY 21/22. Evans Care and City of Frisco were paid in FY 20/21from Training/Travel funds due to COVID restrictions.N/AInvestment in Prosper's futureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?By maintaining the recorder, radio, and console equipment, the equipmentwill last longer and retain lowermaintenance costs in the future.Loss of public safety radio communication and recording and future issues with consoles that have not been givenproper upkeep and cleaning.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS358 TITLETYPERANK0N/A Financially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWithout funding this item, we stand the chance of costly repairs and potential failure of the engine, electricalcomponents, hydraulic systems, pump, compressors, brakes, etc. If apparatus fails to operate on a scene orenroute to a call for service due to mechanical failure, and we cannot document that we are performing therecommended preventative maintenance, we could be found liable.SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to increase the apparatus maintenance budget to include the Ladder Truck after thewarranty expires. Last year, funds were approved to ensure the department's preventative maintenance programmet the criteria of Best Practices, NFPA 1911, and apparatus manufacturers' recommendations. This request willbring the department's Ladder Truck into that program.Preventive maintenance improves the longevity and lifespan of apparatusand optimizes truck performance.Preventative maintenance intervals are dependent on operating conditions. Based on Prosper apparatus's currentusage and status, conducting one major PM and one minor PM each year by certified EVT/ASE technicians willachieve the manufacturer's recommendations and meets NFPA 1911 standards. The budget increase for vehiclemaintenance allows the fire department to avoid any potential issues and catch any problems before repairs canbecome costly.  $9,2455350 VEHICLE EXPENSE$9,245$9,245TOTAL$9,245$9,245$9,245$9,245$9,245$9,245$9,245SUPPLEMENTAL DETAILS ‐ ACTIVEAPPARATUS MAINTENANCE ‐ ADD LADDER TRUCK MAINTENANCENON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONS359 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVEAIR CYLINDER REPLACEMENTNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$05630 SAFETY EQUIPMENT $35,584 $0TOTAL $35,584 $0 $0 $0$0 $0 $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose is to request funding to replace 32 air cylinders, which are in service today and will reach their end ofservice life next year. Air cylinders supply air to firefighter self‐contained breathing apparatus (SCBA). Allcomposite SCBA cylinders have a maximum service life of 15 years, providedthey are hydrostatically re‐testedregularly in accordance with DOT regulations. At the end of the 15‐year service life, composite cylinders must beremoved from service and destroyed. The benefits gained from this request will ensure there are adequate air cylinders on apparatus to performfirefighting operations. During firefighting operations, firefighters change out several air cylinders while on the fireground.  N/A Financially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe consequence of not funding this request would limit our firefighting capabilities. Prosper Fire Rescue (PFR)does not own/operate a mobile cascade (air filling station), meaning we have to have spare cylinders on fireapparatus. Without the requested air cylinders, PFR is limited on the number of times our crews can enter astructure fire or hazardous environment.  SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS360 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALFIRE100‐30‐01EXP OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVEREPLACE NON‐CURRENT SCBA'SNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$05630 SAFETY EQUIPMENT $108,111 $0TOTAL $108,111 $0 $0 $0$0 $0 $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose is to request funding to replace 15 self‐contained breathing apparatus(SCBA). TheseSCBA'sarereaching 15 years old and falling behind on three generations of NFPA1981 SCBA standard changes. The currentNFPA Standard requires that SCBA's be compatible with one another. Today,our packs are not compatible and areout of compliance. There are differences in air bottle size, rescue features, down firefighter alert (PASS), andadditional safety features. Today's standard includes enhancements foremergency situations where firefighterscan interconnect to each other to provide additional air supply, self‐monitor existing air levels using an internalmask heads‐up display, built‐in harness, and is compliant with the firefighter down alarm (PASS Device). Replacing these SCBA's will make them compatible with the current SCBA's we are purchasing today. Thereplacement SCBA's will meet the current standard on universal emergencybreathing safety system (UEBSS) forfirefighter safety (compatible connection fitting). The replacement SCBA's will meet the current standard for lowair alarm specifications (will now alarm at 33 percent remaining air versus 25 percent). The replacement SCBA'swill meet the current standard on the personal alert safety system (PASS) (a requirement for a new universal PASStone to improve audible detection by the human ear, and the RF‐communicating technology between theresponder and the incident commander). The replacement SCBA's will include the air management technologythat will communicate via computer to the incident commander and will alert command if a firefighter goes down.The replacement SCBA's also come with a lifetime warranty on parts that fail.N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe significant consequence of not replacing SCBA's is safety. SCBA's that have different functionalities anddifferent safety capabilities could cause confusion in emergency situations and be detrimental to the overall safetyon the fire ground. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS361 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALDEVELOPMENT SERVICES100‐40‐01EXP BUILDING INSPECTIONSSUPPLEMENTAL DETAILS ‐ ACTIVEMISCELLANEOUS INCREASES TO BASE BUDGET ‐ BINON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$17,7945115 SALARIES ‐ OVERTIME $5,000 $5,000$22,7945475 CREDIT CARD FEES $17,794 $17,794 $17,794 $17,794$5,000 $5,000 $5,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$22,794$22,794$22,794$22,794SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSN/AFinancially responsible Town government providing exceptional municipal services  Investment in Prosper's FuturePremier Residential Community Increases are needed to various accounts based on current need of the division.  There has been an increase in development activity in the Town. As a result,demands for permitting andinspection services have increased. Due to this increase, more funds are needed in the overtime budget to meetservice demands. Development activity has increased this past fiscal year and we expect this trend to continueinto next fiscal year. This fiscal year, over $13k has been spent in overtime. We expect that new position requestsfor next fiscal year will offer some decrease in the need for overtime. However, a historical look at expenditures inthis account over the past few fiscal years show that there is an average of $6‐7k spent in overtime. Therefore, arequest of an additional $5k will increase the overtime budget to $6k.     An increase to the base budget for credit card fees is also being requested.To date, the budget for credit card feeshas already been exceeded, and is almost double what was budgeted for FY 20/21. Due to COVID, more peoplehave started paying for permits online through credit card payments and there has also been an increase indevelopment activity this past fiscal year.  Both causes a demand on the use of this account to pay credit card fees.  We will have sufficient funds to pay the credit card fees associated with customer payments and we will be able tokeep up with customer service needs in permitting and inspection requests.  WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Credit card fees are passed onto the customers.  Credit card fees of $17,794 will be offset by revenue of the same We will not have sufficient funds to pay the credit cards fees associated with customer payments and there will notbe enough funds to pay for overtime needed to meet customer service demands. This will have a direct impact onpermitting and inspection services provided to property owners and developers of the community, which maycause service delays.  362 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALDEVELOPMENT SERVICES100‐40‐01EXP BUILDING INSPECTIONSSUPPLEMENTAL DETAILS ‐ ACTIVEBUREAU VERITAS CONTRACT SERVICESNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$05410 PROFESSIONAL SERVICES $501,000 $0TOTAL $501,000 $0 $0 $0$0 $0 $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Retain the services of Bureau Veritas to provide third party, professional plan review and inspection services forcommercial and multi‐family projects above and beyond what is currently budgeted for FY 21/22. It is estimatedthat a total $775,000 will be needed to fund commercial and multi‐family projects. This includes approximately900 apartment units anticipated to be under construction in FY 21/22. Funding under this request can support theplan review and inspection services for projects such as Westside Apartments, Lot 17, Westside retail lots, Gates ofProsper Apartments, Gates of Prosper Phase 3 and Brookhollow Apartments.The base budget supports$274,000of the total funding needs for FY 21/22. This supplemental package will help fund $501,000 to reach the totalproposed budgeted amount of $775,000.  Building Inspections will be able to maintain customer service with the builder and development community byproviding timely and professional plan review and inspections of commercial and multi‐family projects.N/APremier Residential Community  Investment in Prosper's Future Financially responsible Town government providing exceptional municipal services WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?While there is not a revenue enhancement for this request, the revenue generated by the building permits willoffset this cost.Without this additional service, current staff will need to take on this anticipated additional workload. Given thehistorically high volume of single‐family housing starts in Prosper thusfar in 2021, there is a high probability thatstaff will not be able to take on this additional workload while continuingto provide an acceptable level ofcustomer service. Negative impacts are likely to include an inability to meet our goal plan review timelines (20business days for commercial) and our goal response times for inspection requests (completion of same‐dayinspections if the contractor schedules before 7 am).  SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS363 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALDEVELOPMENT SERVICES100‐40‐01EXP BUILDING INSPECTIONSSUPPLEMENTAL DETAILS ‐ ACTIVETRAKIT BUILDING INSPECTIONS‐CONTRACTNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$05418 IT FEES $53,512 $0TOTAL $53,512 $0 $0 $0$0 $0 $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To allow for continued maintenance and support of Trakit software throughthe end of the 2022 calendar year. It isestimated, based on last year's billing, that a budget of$53,511.70 is needed. Funding under this request will allowfor continued building inspections, code, planning, and engineering operationsasweworktomigrateexistingservices and data to the Energov platform. Building Inspections, Code, Planning, and Engineering rely on this software to perform all permitting and inspection‐related tasks daily. Paying the fees for maintenance and support will minimize potential disruptions in our ability toserve our customers and residents. N/APremier Residential CommunityInvestment in Prosper's Future Financially responsible Town government providing exceptional municipal services WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?While this request generates no revenue, anticipated Building Inspection revenue will not be realized without afunctional permitting software system. Without paying for the annual maintenance and support fees, Town staff will be without the resources needed toaddress issues that arise with both Trakit and eTrakit during the course ofthe 2022 calendar year. Servicedisruptions on September 21st, 2020, and March 2nd, 2021, required actionon behalf of the vendor, CentralSquare, in order to restore functionality. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALS364 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALDEVELOPMENT SERVICES100‐40‐02EXP CODE COMPLIANCESUPPLEMENTAL DETAILS ‐ ACTIVELEGAL FEES ‐ CODE COMPLIANCENON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$23,0005430 LEGAL FEES $23,000 $23,000TOTAL $23,000 $23,000 $23,000 $23,000$23,000 $23,000 $23,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.These funds allow the division to receive consultation and advisement from legal experts to determine the correctcourse of action in code enforcement matters. Current funds in this account cannot keep pace with the neededlevel of service. Additional funds will help to secure sufficient dollarsto cover legal expenses. To give morebackground on the increased need for funding in legal fees, there have beena few procedural changes that haveincreased the need for funding in this account.  The Municipal Court no longer acts as an intermediary. Previously, citations would go from Code Compliance toMunicipal Court and then to the Prosecutor. Now, the process is streamlined and citations go from CodeCompliance straight to the Prosecutor.  In order to ensure that citations are more defensible, the Prosecutor started advising Code Compliance to provideadditional documentation (photos, etc.) to ensure that the citation is defensible and doesn't get thrown out.  Additionally, another step has been added to the process; Code Compliancenow files non‐prosecution affidavit todismiss tickets (which increases the need for legal fees).   We will be able to secure legal counsel to make well‐informed decisions in health and code compliance issues.More funds will also help to ensure that we are following legal advisement with our procedures. Even thoughissuing a citation is not the primary objective of code enforcement, with enough funding in legal fees, we canensure that when we have to issue citations, they are strong and defensible. In addition, when we are dealing withcomplex code enforcement matters, it is very important to have proper legal advisement to resolve these issues inthe most prudent and cost effective way possible. N/AFinancially responsible Town government providing exceptional municipal services WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThere will be an inability to pay contracted legal fees. Without proper legal advisement, enforcement matters canescalate or can linger and undermine the enforcement process. In addition, there could be an adverse impact oncustomer service if legal advisement cannot be obtained, when necessary,to resolve code enforcement matters.Seeking legal advisement on code issues has a direct association with the ability to provide customer service that isalso based on legal expertise and guidance.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS365 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALPUBLIC WORKS100‐50‐01EXP STREETSSUPPLEMENTAL DETAILS ‐ ACTIVESTREET LIGHTING ‐ ELECTRICITYNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$5,2005527 ELECTRICITY ‐ STREET LIGHTS $5,200 $5,200TOTAL $5,200 $5,200 $5,200 $5,200$5,200 $5,200 $5,200COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is to provide electricity for existing street lights. Our current budgeted funds did notsuffice our need of electricity for street lights throughout town.  Continue to provide lights along roadways to prevent mischief and accidents due to insufficient lighting. N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWe will have to process budget adjustments or will not have the funds to continue the service. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS366 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVEIRRIGATION CONTROLLERSNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$05322 IRRIGATION REPAIRS $8,000 $0TOTAL $8,000 $0 $0 $0$0 $0 $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To fund installation of 1 controller at each Fire Station. Five years ago, per Town Council, all irrigation controllerswere to be converted over to a web‐based Motorola system.  These are the last areas that need to be converted.The controller allows one person to turn the system on with an iPhone and monitor the irrigation, rather thanneeding two people to perform the test. Web‐based controllers save water and staff hours. Each morning thesystem generates a report and staff can determine if there are issues to address and the specific valves to check.The system also detects high flow and low flow, and both can point to a valve issue. Staffisalsoabletomonitorweather conditions and adjust the irrigation system remotely as needed, rather than driving to the site andadjusting the irrigation program.N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ATwo staff members will continue to manually test zones, using more time, asthere will be no ability to remotelyadjust the irrigation as needed due to weather conditions.  Water will continue to be wasted.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS367 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVENEW POND FOUNTAIN SERVICE AGREEMENTNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$10,0005480 CONTRACT SERVICES $10,000 $10,000TOTAL $10,000 $10,000 $10,000 $10,000$10,000 $10,000 $10,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To fund a yearly service agreement for a planned pond which will include a fountain at Broadway Boulevard andChurch Street. This type of agreement is standard with all of the ponds/fountains managed by the Town and willensure high water quality and that the fountain runs properly and is serviced regularly. The Town started with thepond maintenance contractor due to residents complaints at other ponds.This program will keep the pond and fountain at the same quality level as others throughout Town properties. Thechemical program will ensure the water is clear of weeds so that fishing is enjoyable and the water aestheticallypleasing.  The contractor will provide preventative maintenance on the fountain for the longevity of the fountain. N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesSuccessful Prosper Downtown RedevelopmentWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AWater plants will grow and degrade the water quality, making it difficult for fishing. Poor water quality and lack ofongoing maintenance on the fountain will severely reduce its lifecycle.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS368 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONSSUPPLEMENTAL DETAILS ‐ ACTIVERE‐STAIN FACILITIESNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$20,0005480 CONTRACT SERVICES $20,000 $20,000TOTAL $20,000 $20,000 $20,000 $20,000$20,000 $20,000 $20,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To fund materials and labor to re‐stain the cedar facades on concession stand areas and the pavilion at FrontierPark, Windmill Playground and Boyer Park and also paint a portion of the Whispering Farms cable fence. Thisrecurring request will allow for some portion of the locations each ongoing year, rather than all locations at once.Also, new locations initially require more frequent stain/paint.  The existing sites at the time, were stained in 2018, and 2020.Timely staining ensures the longevity and structural integrity of the exterior wooden materials and will keep up theappearances of the park by preventing wood rot. Insect infestation will beminimized. Some locations, due to theposition of the building, require more frequent staining due to sun and/or wind damage.N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AOverall appearance of park structures will decline.  Wood decay and insect inhabitation are more likely. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS369 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐02EXP PARK OPERATIONS$1,000$1,000SUPPLEMENTAL DETAILS ‐ ACTIVEMISCELLANEOUS INCREASES TO BASE BUDGET ‐ PARK OPSNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024$1,000FY 2025FY 2026$2,5005213 CUSTODIAL SUPPLIES $1,000 $1,000$2,0005322 IRRIGATION REPAIRS $1,500 $1,500 $1,500 $1,5005324 LANDSCAPE MAINTENANCE5320 REPAIRS AND MAINTENANCE $2,500 $2,500 $2,500 $2,500$1,500$2,000 $2,000 $2,000 $2,000$1,8005480 CONTRACT SERVICES $10,200 $10,200 $10,200 $10,200 $10,2005352 FUEL$1,800 $1,800 $1,800 $1,800$57,4005523 WATER/SEWER CHARGES $38,400 $38,400TOTAL $57,400 $57,400 $57,400 $57,400$38,400 $38,400 $38,400COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To fund the additional medians and park property maintained by the department. Due to an overall increase inacreage, an increase in funds is required for water based on current needs.Overall expenses and needs haveincreased due to aging existing playground structures, adding irrigationsystemsandamenitystructures,aswellasnewly‐added playground structures, landscaping, sports venues, and restroom facilities. These require additionalongoing maintenance and repairs to ensure safety for visitors, meet current legal requirements and maintainequipment for proper functionality.From FY 20/21 to FY 21/22 the amount of developed park, medians/facility acres the department maintains isprojected to increase 20%.The department will be able to continue to provide exceptional service to residents and provide safe open spaces inwhich to enjoy the outdoors. Properties will meet standards so the increasing numbers of residents visiting localparks will be able to fully experience safe, functional and beautiful facilities throughout the Town.N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe ability to provide existing services will be reduced and funds will be conserved to address higher priorityrepairs and maintenance needs. Aging structures and facilities may become unsafe and legal safety requirementsmay go unmet.  Equipment will not be maintained for proper functionality.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS370 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALCOMMUNITY SERVICES100‐60‐05EXP LIBRARYSUPPLEMENTAL DETAILS ‐ ACTIVEDATABASE PRICE INCREASESNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$1,0005480 CONTRACT SERVICES $1,000 $1,000TOTAL $1,000 $1,000 $1,000 $1,000$1,000 $1,000 $1,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.This request is to help prepare for price increases overall to our many databases. Two databases quoted higher forFY 20/21 and were negotiated down to keep the FY 19/20 price. It is not expected that the courtesy will continuenext year. Many databases are quoted according to city/town population, and as our community grows, thedatabase price reflects that increase as well. Databases showed their value more than ever due to COVID‐19 where our community continued to receive libraryservices and we want to keep offering them to our community. Town staff findLynda.com/LinkedIn Learningespecially valuable and patrons especially value our eBook/eAudiobook selections from Overdrive. Out of the 89participating libraries in our consortium, Prosper consistently ranks in the top 15 of Overdrive usage, clearlyshowing the immense value to our patrons our investment receives. N/AInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal services.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Patron satisfaction has no revenue equivalent, but due to usage statistics we see the databases are of great valuewith their 24/7 availability to educate, engage, and entertain our community. Whether learning a new softwarefor a job or school, learning a new language to travel or chat with a neighbor, reading while at the beach or in thecar via eBooks, or taking advantage of our Integrated Library System to place an item on hold to pick up in a rush,databases offer an enormous amount of opportunity for our library patrons. COVID‐19 created an opportunity toshift additional reliance on our technology, and our offerings held up in patron availability and satisfaction. A$4,000 investment in Overdrive eBook savings alone for FY 19/20 was approximately $175,548, which does notinclude any of our other databases which are difficult to assign a firm dollar value to.We project unavoidable increases in database contracts. Depending on prices, we will either need to move fundsneeded in other line items and decrease spending in an area of the budget, return to council for a budgetadjustment, or cut the database with the least usage. As society becomes more dependent on technology as amechanism for education, engagement, and entertainment, we should also align our goals to continue ourdatabase offerings and increase in the future.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS371 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGSUPPLEMENTAL DETAILS ‐ ACTIVELEGAL FEES ‐ ENGINEERINGNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$10,0005430 LEGAL FEES $10,000 $10,000TOTAL $10,000 $10,000 $10,000 $10,000$10,000 $10,000 $10,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To budget the additional expenditures for legal fees based on historical expenditures in this budget. The currentbudget for legal fees is$12,000 and the actual expenditure for FY 17/18 was $24,308; $22,621 for FY18/19;$16,238 for FY 19/20. The legal fees have increased over the years due to theincrease in development activity. Inprior years, the Engineering Services Department had absorbed the costs;however, based on the average of thelast few years, the annual expenditures for legal fees are anticipated to be $22,000 from this point forward.This request will budget the full amount of expected legal fees for the department.N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe legal fees budget will not be funded to the actual level of legal services required.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS372 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION10 GENERALENGINEERING100‐98‐01EXP ENGINEERINGSUPPLEMENTAL DETAILS ‐ ACTIVEINCREASE TRAFFIC ENGINEERING SERVICESNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$25,0005410 PROFESSIONAL SERVICES $25,000 $25,000TOTAL $25,000 $25,000 $25,000 $25,000$25,000 $25,000 $25,000COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To budget the additional expenditures for third party on‐call traffic engineering related services. The currentbudget for traffic engineering related services is$25,000 and the Town has spent $24,000 in FY 19/20 and alreadyallocated $24,000 in FY 20/21, during the first 6 months of thebudget year. By continuing to utilize outside trafficengineers to perform these services, the Town does not need to employ a full time employee.Traffic engineering related services include the analysis of various traffic issues, including traffic signal timings,traffic signal warrants, all‐way stop warrants, pedestrian crossings, and other signage and traffic pavementmarking evaluations. With the additional funding, the Town will be able toallocate adequate funds towardperforming traffic signal timing studies to provide better mobility along the Town roadways. Currently the Townaddresses issues with traffic signal timing as issues arise and this will allow us to be more proactive.N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AThe current annual budget of$25,000 is limited to providing small studies and traffic engineering related tasks.Other non‐traffic signal timing evaluations take a significant amount ofthe current budget. For example, theevaluation of the Richland Boulevard intersections with Wal‐Mart and with Dicks cost $11,516. A typical trafficsignal warrant study costs around $4,000, and a traffic signal timing plancan cost between $4,000 ‐ $7,000.Without additional funding for traffic engineering related services, staff will not be able to proactively evaluate andupdate the traffic signal timing plans for all of its traffic signals, or address multiple complex requests fromresidents for traffic control measures.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS373 TITLETYPERANK0N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Credit card fees are passed onto customers.  The credit card fees of $36,500 will be offset with revenue of same.  We will not have sufficient funds to pay the credit card fees associated with customer payments. SUMMARIZE NEW POSITIONS IN THIS REQUEST. MEETS TOWN COUNCIL GOALSCOMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.The purpose of this request is for an increase of the base budget for credit card fees. Thru March the departmenthas spent sixty percent (60%) of their credit card fee budget. This requesttakes into account the growth we haveseen in the current fiscal year and also accounts for growth in next fiscal year. We will have sufficient funds to pay the credit card fees associated with customer payments. $36,5005475 CREDIT CARD FEES$36,500$36,500TOTAL$36,500$36,500$36,500$36,500$36,500$36,500$36,500SUPPLEMENTAL DETAILS ‐ ACTIVEMISCELLANEOUS INCREASE TO BASE BUDGET ‐ UBNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERADMINISTRATION200‐10‐08EXP UTILITY BILLING374 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERADMINISTRATION200‐10‐08EXP UTILITY BILLINGSUPPLEMENTAL DETAILS ‐ ACTIVESOLID WASTE ANNUAL INCREASENON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$252,1795470 TRASH COLLECTION $252,179 $252,179TOTAL $252,179 $252,179 $252,179 $252,179$252,179 $252,179 $252,179COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To continue trash and recycling services for both residential and commercial customers. The increase is due to anannual rate adjustment per the contract with our service provider effective 2/01/2022, as well as projected growthto residential customer base. To maintain current levels of service. N/AFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?The increase will be offset by an equal revenue of $252,179.Funds will not be available to pay the contract increase. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS375 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATERSUPPLEMENTAL DETAILS ‐ ACTIVEWATER PURCHASES ‐ NTMWDNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$1,014,1025550 WATER PURCHASES $1,014,102 $1,014,102TOTAL $1,014,102 $1,014,102 $1,014,102 $1,014,102$1,014,102 $1,014,102 $1,014,102COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To purchase treated water from NTMWD.To continue to provide excellent service to residents. The 2022 Rate Study was used to provide the cost requested.N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Revenue will offset the cost of water purchases. An increase in budget will be required to purchase additional water. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS376 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATERSUPPLEMENTAL DETAILS ‐ ACTIVECUSTER PUMP STATION PUMP 3 MAINTENANCENON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$05480 CONTRACT SERVICES $20,000 $0TOTAL $20,000 $0 $0 $0$0 $0 $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To provide necessary maintenance to pump 3 at the Custer Pump Station. The maintenance was originallyscheduled for FY 19/20, but due to delays in repairs the funds were not used.  Pump 3 has over 19,000 hours and is in need of maintenance. The bearings are due to be replaced and other partsare in need of replacement due to wear and tear. Preventative maintenance is important to ensure the Town'sdistribution system is in the appropriate condition to avoid potential failures.  Maintenance was approved last fiscal year, however, had to be delayed due to Pump 6 failure.  N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/ANot funding this request would put us at a higher risk of having pumps fail at Custer Pump Station. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS377 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐02EXP WATERSUPPLEMENTAL DETAILS ‐ ACTIVEMISCELLANEOUS INCREASES TO BASE BUDGET ‐ WATERNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$26,5005115 SALARIES ‐ OVERTIME $22,600 $22,600$49,1005525 ELECTRICITY $26,500 $26,500 $26,500 $26,500$22,600 $22,600 $22,600COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$49,100$49,100$49,100$49,100SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesIncreases are needed based on current needs of the department. Due to an overall increase in water lines and anincrease in new water customers this year, overall needs/expenses have increased within the Water Division ofPublic Works. This increase in assets is correlated to the work performed by the water team. The additionalinventory, along with the aging of our current assets, results in associated ongoing maintenance and repairs toensure the Town's property is kept up to date and in good condition. We have seen a 40% increase in watercustomers since 2017. As a result, we have seen our water overtime expensesdouble and our electricity expenseshave increased by 56% since 2017. Inventory                  2017          2018          2019          2020Water Customers    7,563          8,528         9,342        10,622These increases are requested to maintain existing services. Public Works will continue to provide exceptionalservice to our residents. In addition to an increase in Town assets as notedin the Purpose section, the number ofcustomers has also increased approximately 8%.WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AExisting services will need to be reduced to conserve funds.378 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐03EXP WASTEWATERSUPPLEMENTAL DETAILS ‐ ACTIVESEWER MANAGEMENT FEESNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$22,9015560 SEWER MANAGEMENT FEES $22,901 $22,901TOTAL $22,901 $22,901 $22,901 $22,901$22,901 $22,901 $22,901COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To provide funds for additional growth.The Town will have the ability to continue providing services for additional growth.N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?Revenue will offset the cost of sewer management fees. Funds will not be available for the treatment of the additional wastewater. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS379 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐03EXP WASTEWATERSUPPLEMENTAL DETAILS ‐ ACTIVEOVERTIME INCREASE TO BASE BUDGET ‐ WWNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$3,8005115 SALARIES ‐ OVERTIME $3,800 $3,800TOTAL $3,800 $3,800 $3,800 $3,800$3,800 $3,800 $3,800COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.Increases are needed based on current needs of the department. Due to an overall increase in wastewater linesand new wastewater customers this year, overall needs/expenses have increased within the Wastewater Divisionof Public Works. This increase in assets is correlated to the work performed by the wastewater team. Theadditional inventory, along with the aging of our current assets, resultsin associated ongoing maintenance andrepairs to ensure the Towns property is kept up to date and in good condition. Inventory History      2017          2018          2019          2020Manholes                   1,575          2,122         2,224        2,577System Footage (lf)  547,770     685,222     742,463    801,740Mainline Miles           103.75       129.78      140.62       151.84These increases are requested to maintain existing services. Public Works will continue to provide exceptionalservice to our residents. In addition to an increase in Town assets as notedin the Purpose section, the number ofcustomers has also increased approximately 8%. We have estimated that we will exceed our overtime budget thisfiscal year by $3,800.N/APremier Residential CommunityInvestment in Prosper's FutureFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AExisting services will need to be reduced to conserve funds.SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS380 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐03EXP WASTEWATERSUPPLEMENTAL DETAILS ‐ ACTIVEODOR CONTROL ‐ OFFSITE WASTEWATER LINESNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$05660 CHEMICAL SUPPLIES $3,080 $3,080$3,0805680 LIFT STATION EXPENSE $23,100 $0 $0 $0$3,080 $3,080 $3,080COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.TOTAL$26,180$3,080$3,080$3,080SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALSN/APremier Residential CommunityFinancially responsible Town government providing exceptional municipal servicesTo provide necessary odor control for 2 offsite wastewater lines and canisters for 11 vented manholes on the westside of town. Odor control canisters = $2,100 x 11 vented manholes = $23,100Chemical additives $280 x 11 points of treatment = $3,080Currently, there is no odor control in place on this line. Hike and bike trails on the west side of town run along thesame area that the large trunk sewer vented manholes are found. Odor complaints have increased by those whoutilize the area for extracurricular activities. The canister attaches to the vent and the chemical is placed inside toneutralize the odor. The lifespan of the canister averages 20‐25 years; however, the chemical must be refilled every six months. WHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AComplaints will continue to increase with little resolution to the issue. 381 TITLETYPERANK0TOWN OF PROSPERFUNDDEPARTMENTDIVISION20 WATER/SEWERPUBLIC WORKS200‐50‐03EXP WASTEWATERSUPPLEMENTAL DETAILS ‐ ACTIVEODOR CONTROL ‐ PUBLIC WORKS LIFT STATIONNON‐DISCRETIONARYRESOURCES REQUESTEDLINE ITEM FY 2022 FY 2023 FY 2024 FY 2025 FY 2026$05660 CHEMICAL SUPPLIES $250,300 $0TOTAL $250,300 $0 $0 $0$0 $0 $0COMMENTSWHAT IS THE PURPOSE OF THIS REQUEST?DESCRIBE THE BENEFITS THAT WILL BE GAINED FROM THIS REQUEST.To provide current odor control material at the  Public Works Lift Station. Daily Usage 130 gallons each day $7.61 per gallon.$361,100 needed ‐ $110,800 current budget = $250,300 required for treatment. To continue odor control to help reduce the sulfate in the Whitley Place trunk wastewater line. N/APremier Residential CommunityFinancially responsible Town government providing exceptional municipal servicesWHAT ARE THE REVENUE ENHANCEMENTS ASSOCIATED WITH THIS REQUEST?WHAT ARE THE CONSEQUENCES OF NOT FUNDING THIS REQUEST?N/AResidents will begin complaining about the odor in their neighborhood. SUMMARIZE NEW POSITIONS IN THIS REQUEST.MEETS TOWN COUNCIL GOALS382 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 discussed with the Town Council annually during the budget process. Upon direction by the Town Council, the final Capital Improvement Program is adopted with the annual operating budget. 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. 383 Total Prior Years 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 Cost 01 1512-ST First Street (DNT - Coleman): (Design)2,786,567 2,786,567 02 1512-ST First Street (DNT - Coleman): (Land/Esmt)1,225,000 1,225,000 03 1512-ST First Street (DNT - Coleman): (Construction)13,300,000 13,300,000 04 1709-ST Prosper Trail (Coit - Custer) - 4 lanes: (Design)810,000 810,000 05 2008-ST Prosper Trail (Coit - Custer) - 2 lanes: (Construction)6,422,068 6,422,068 06 2014-ST First Street (Coit - Custer) - 4 lanes: (Design)1,085,000 1,085,000 07 2014-ST First Street (Coit - Custer) - 4 lanes: (Land/Esmt)800,000 1,600,000 2,400,000 08 2014-ST First Street (Coit - Custer) - 4 lanes: (Construction)18,600,000 18,600,000 09 2010-ST Fishtrap (Teel - Gee Road): (Design)400,000 400,000 10 2010-ST Fishtrap (Teel - Gee Road): (Construction)6,025,000 6,025,000 11 2011-ST Gee Road (Fishtrap - Windsong Retail): (Design)250,000 250,000 12 2011-ST Gee Road (Fishtrap - Windsong Retail): (Land/Esmt)30,000 30,000 13 2011-ST Gee Road (Fishtrap - Windsong Retail): (Construction)3,520,000 3,520,000 14 2012-ST Fishtrap (Elem - DNT) - 4 lanes: (Design)1,057,380 1,057,380 15 2012-ST Fishtrap (Elem - DNT) - 4 lanes: (Land/Esmt)1,700,000 1,700,000 16 2012-ST Fishtrap (Elem - DNT) - 4 lanes: (Construction)17,300,000 700,000 18,000,000 17 1933-ST Fishtrap Segment 2 (PISD Reimbursement)1,063,033 1,063,033 18 1710-ST Coit Road (First - Frontier) - 4 lanes: (Design)1,289,900 1,289,900 19 1710-ST Coit Road (First - Frontier) - 4 lanes: (Land/Esmt)800,000 800,000 20 1710-ST Coit Road (First - Frontier) - 4 lanes: (Construction)19,850,000 19,850,000 21 2013-ST Teel (US 380 Intersection Improvements): (Design)100,000 100,000 22 2013-ST Teel (US 380 Intersection Improvements): (Land/Esmt)510,000 510,000 23 2013-ST Teel (US 380 Intersection Improvements): (Construction)670,000 670,000 24 2118-ST Preston Road / First Street Dual Left Turns (Design)100,000 100,000 25 2118-ST Preston Road / First Street Dual Left Turns (Construction) 800,000 800,000 26 2121-ST Preston Road / Prosper Trail Dual Left Turns (Design)100,000 100,000 27 2121-ST Preston Road / Prosper Trail Dual Left Turns (Construction)800,000 800,000 28 1307-ST Frontier Parkway (DNT - Preston Road)33,565,000 33,565,000 29 1805-ST FM 2478 (US 380 - FM 1461)57,391,869 57,391,869 30 1934-ST DNT Overpass at US380 80,970,000 9,030,000 90,000,000 31 2017-ST Fishtrap, Segment 4 (Middle - Elem) - 4 lanes: (Construction)2,944,190 2,944,190 32 1936-ST US 380 (US 377 - Denton County Line)178,105,000 178,105,000 33 1938-ST FM 1461 (SH 289 - CR 165)175,000 175,000 175,000 45,190,870 45,715,870 34 2140-ST Craig Street (Preston - Fifth): (Design)300,000 300,000 35 2140-ST Craig Street (Preston - Fifth): (Land/Esmt)150,000 150,000 36 2140-ST Craig Street (Preston - Fifth): (Construction)2,250,000 2,250,000 37 2141-ST Coleman (Gorgeous - Prosper Trail) - 4 lanes: (Design)450,000 450,000 38 2141-ST Coleman (Gorgeous - Prosper Trail) - 4 lanes: (Land/Esmt)250,000 250,000 39 2141-ST Coleman (Gorgeous - Prosper Trail) - 4 lanes: (Construction)4,800,000 4,800,000 40 2142-ST Coleman (Prosper Trail - Prosper HS) - 2 SB lanes: (Design)300,000 300,000 41 2142-ST Coleman (Prosper Trail - Prosper HS) - 2 SB lanes: (Land/Esmt)375,000 375,000 42 2142-ST Coleman (Prosper Trail - Prosper HS) - 2 SB lanes: (Construction)2,625,000 2,625,000 43 1937-ST DNT Main Lane (US 380 - FM 428): (Design)35,000,000 35,000,000 44 1937-ST DNT Main Lane (US 380 - FM 428): (Construction) 315,000,000 315,000,000 45 2143-ST Legacy (Prairie - Fishtrap) - 4 lanes: (Design)850,000 850,000 46 2143-ST Legacy (Prairie - Fishtrap) - 4 lanes: (Land/Esmt)575,000 575,000 47 2143-ST Legacy (Prairie - Fishtrap) - 4 lanes: (Construction)6,800,000 6,800,000 48 Parvin (FM 1385 - Legacy): (Design)800,000 950,000 1,750,000 49 Parvin (FM 1385 - Legacy): (Land/Esmt)2,000,000 2,000,000 50 Parvin (FM 1385 - Legacy): (Construction)13,550,000 13,550,000 51 Teel (US 380 - Fishtrap) - 2 NB lanes: (Design)900,000 900,000 52 Teel (US 380 - Fishtrap) - 2 NB lanes: (Land/Esmt)2,000,000 2,000,000 53 Teel (US 380 - Fishtrap) - 2 NB lanes: (Construction)4,300,000 4,300,000 54 Prosper Trail (Coit - Custer) - 2 WB lanes: (Design)200,000 200,000 55 Prosper Trail (Coit - Custer) - 2 WB lanes: (Land/Esmt)300,000 300,000 56 Prosper Trail (Coit - Custer) - 2 WB lanes: (Construction)12,550,000 12,550,000 57 Legacy (Fishtrap - Prosper Trail) - 2 SB lanes: (Design)450,000 450,000 58 Legacy (Fishtrap - Prosper Trail) - 2 SB lanes: (Land/Esmt)50,000 50,000 59 Legacy (Fishtrap - Prosper Trail) - 2 SB lanes: (Construction)6,000,000 6,000,000 60 Remaining Proposition 3: GO Bond Funds 4,450,000 4,450,000 387,151,974 71,963,033 25,705,000 360,190,870 900,000 0 83,730,000 929,640,877 Design 7,778,847 37,100,000 800,000 0 900,000 0 1,600,000 48,178,847 Construction 60,231,258 30,578,033 14,900,000 315,000,000 0 0 72,725,000 493,434,291 Design & Construction 316,641,869 175,000 9,205,000 45,190,870 0 0 4,450,000 375,662,739 Land/Easements 2,500,000 4,110,000 800,0000004,955,000 12,365,000 Total Prior Years 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 Cost 01 Traffic Signal - Fishtrap & Windsong Parkway: (Design) 50,000 50,000 02 Traffic Signal - Fishtrap & Windsong Parkway: (Construction) 425,000 425,000 03 Traffic Signal - FM 2478 (Custer Rd) & First Street: (TxDOT)500,000 500,000 04 Traffic Signal - First Street & La Cima: (Design)50,000 50,000 05 Traffic Signal - First Street & La Cima: (Construction)400,000 400,000 06 2101-TR Traffic Signal - Fishtrap & Artesia Boulevard: (Design)50,000 50,000 07 2101-TR Traffic Signal - Fishtrap & Artesia Boulevard: (Construction)425,000 425,000 08 Traffic Signal - First Street & Coleman: (Design)50,000 50,000 09 Traffic Signal - First Street & Coleman: (Construction)425,000 425,000 10 Traffic Signal - Fishtrap & Legacy Drive: (Design)65,000 65,000 11 Traffic Signal - Fishtrap & Legacy Drive: (Construction)460,000 460,000 12 Traffic Signal - Richland Blvd & Walmart/Pandera (Design)65,000 65,000 13 Traffic Signal - Richland Blvd & Walmart/Pandera (Construction)460,000 460,000 14 Remaining Proposition 3: GO Bond Funds 475,000 475,000 0 0 1,425,0000002,475,000 3,900,000 Design 0 0 100,000000230,000 330,000 Construction 0 0 825,0000001,770,000 2,595,000 Design & Construction 0 0 500,000000475,000 975,000 Land/Easements 0000000 0IndexIndexStreet Projects Subtotal Subtotal Traffic Projects Summary of Capital Improvement Program - 09/14/2021 ADOPTED General Fund Projects 384 Issued Debt Unissued Debt Unissued Debt Issued Authorized GO CO 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 2,439,915 A,D 346,652 01 1,225,000 D 02 1,000,000 A 12,300,000 6,000,000 6,300,000 03 810,000 A 04 1,372,068 D,K 5,050,000 05 1,085,000 06 600,000 A 1,800,000 800,000 1,000,000 07 1,280,000 A 17,320,000 17,320,000 08 400,000 C 09 6,025,000 6,025,000 10 250,000 C 11 30,000 30,000 12 3,520,000 3,520,000 13 405,580 A,D,K 651,800 14 1,700,000 1,700,000 15 18,000,000 17,300,000 700,000 16 1,063,033 1,063,033 17 1,289,900 A,X 18 800,000 800,000 19 19,850,000 19,850,000 20 100,000 A,K 21 510,000 510,000 22 670,000 670,000 23 100,000 B,Z 24 800,000 B,Z 25 100,000 Z 26 800,000 A 27 28,099,597 A,X 140,403 5,325,000 5,325,000 28 57,391,869 A,K,X 29 85,970,000 A,J,X 4,030,000 4,030,000 30 114,524 K 1,329,666 1,500,000 1,500,000 31 178,105,000 D,X 32 45,715,870 A,X 33 300,000 300,000 34 150,000 150,000 35 2,250,000 2,250,000 36 450,000 D 37 250,000 D 38 4,800,000 4,800,000 39 300,000 A 40 375,000 D 41 2,625,000 2,625,000 42 35,000,000 X 43 315,000,000 X 44 850,000 D 45 575,000 575,000 46 6,800,000 6,800,000 47 1,750,000 800,000 950,000 48 2,000,000 2,000,000 49 13,550,000 13,550,000 50 900,000 900,000 51 2,000,000 2,000,000 52 4,300,000 4,300,000 53 200,000 200,000 54 300,000 300,000 55 12,550,000 12,550,000 56 450,000 450,000 57 50,000 50,000 58 6,000,000 6,000,000 59 4,450,000 4,450,000 60 760,594,323 8,603,521 148,525,000 11,918,033 26,625,000 31,258,033 11,630,000 6,300,000 900,000 0 83,730,000 CO Bond Debt 6,825,000 1,063,033 4,030,0000000 GO Bond Debt 19,800,000 30,195,000 7,600,000 6,300,000 900,000 0 83,730,000 Other Issued Debt Unissued Debt Unissued Debt Issued Sources Authorized GO CO 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 50,000 01 425,000 02 500,000 X 03 50,000 A 04 400,000 A 05 06 07 50,000 50,000 08 425,000 425,000 09 65,000 65,000 10 460,000 460,000 11 65,000 A 12 460,000 A 13 475,000 475,000 14 1,475,000 475,000 1,475,000 0 0000001,475,000 CO Bond Debt 0000000 GO Bond Debt 0000001,475,000IndexIndexUnissued Debt ScheduleFunding Sources Other Sources 01 Unissued Debt ScheduleFunding Sources 385 Total Prior Years 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 Cost Neighborhood Park 01 Tanners Mill Park: (Construction) 468,000 468,000 02 Star Trail Park #2 (7.5 Acres / No Lights): (Construction)535,000 535,000 03 Star Trail Park #3 (7.5 Acres/ No Lights): (Construction)535,000 535,000 04 Windsong Ranch Park #2 (7.5 Acres / No Lights): (Design) 30,000 30,000 05 2144-PK Windsong Ranch Park #2 (7.5 Acres / No Lights): (Construction) 230,000 230,000 06 Lakewood Preserve (22 Acres / Lights): Construction)967,500 967,500 07 1802-PK Hays Park (2 Acres / No Lights): (Design )85,000 85,000 08 1802-PK Hays Park (2 Acres / No Lights): (Construction)375,000 375,000 09 2015-PK Pecan Grove Phase 2 (21.5 Acres / No Lights) (basketball, pavilion, parking, security lighting): (Design) 67,500 67,500 10 2145-PK Pecan Grove Phase 2 (21.5 Acres / No Lights) (basketball, pavilion, parking, security lighting): (Construction) 575,000 575,000 11 2146-PK Prairie Park (6.7 Acres / No Lights)300,000 300,000 600,000 12 2107-PK Lakewood Preserve, Phase 2 (22 Acres/Lights): (Construction)2,100,000 1,745,000 3,845,000 13 2108-PK Tanner's Mill, Park, Phase 2: (Design) 100,000 100,000 14 2108-PK Tanner's Mill, Park, Phase 2: (Construction) 930,000 930,000 15 Windsong Park #3: (Design)200,000 200,000 16 Windsong Park #3: (Construction)930,000 930,000 17 Town Hall Open Space: (Design)200,000 200,000 18 Town Hall Open Space: (Construction)1,810,000 1,810,000 19 Un-named Neighborhood Park: (Design)200,000 200,000 20 Un-named Neighborhood Park: (Construction)930,000 930,000 Trails 21 1801-PK Whitley Place H&B Trail Extension: (Design)70,000 70,000 22 1910-PK Hike and Bike Master Plan: (Design)68,000 68,000 23 Star Trail H&B Trail Phases 1, 2, 3, and 4: (Construction)200,000 200,000 24 1926-PK Whitley Place H&B Trail (OH Easement): (Design) 10,000 10,000 25 1926-PK Whitley Place H&B Trail (OH Easement): (Construction) 270,000 270,000 26 1801-PK Whitley Place H&B Trail Extension: (Construction)680,000 680,000 27 Windsong H&B Trail Ph 3C,5,6A, 6B, 7, 8, and 9: (Design)40,000 40,000 28 2147-PK Windsong H&B Trail Ph 3C,5,6A, 6B, 7, 8, and 9: (Construction)1,351,572 435,000 495,000 2,281,572 29 Various Hike and Bike Trails 1,000,000 1,000,000 30 2119-PK Westside Waterline Trail Connection 800,000 800,000 31 2120-PK Gee Rd. Trail Connection 700,000 700,000 32 Prosper Center Park Trail Connection 900,000 900,000 Community Park 33 0 34 2122-PK Sexton Park, Phase 1: (Design)1,200,000 1,200,000 35 Sexton Park, Phase 1: (Construction)5,375,000 7,125,000 12,500,000 36 Un-named Community Park: (Design)550,000 550,000 37 Un-named Community Park: (Construction)4,950,000 4,950,000 Medians 38 1818-PK Additional Turf Irrigation SH 289 68,000 68,000 39 1813-PK SH 289/US 380 Green Ribbon Landscape Irrigation 821,250 821,250 40 2018-PK Coleman Street Median Landscaping (Talon - Victory): (Design)30,000 30,000 41 2018-PK Coleman Street Median Landscaping (Talon - Victory): (Construction)454,025 454,025 42 2148-PK Coleman Street Median Landscaping (Victory - Preston) (Design)25,000 25,000 43 2148-PK Coleman Street Median Landscaping (Victory - Preston)(Construction) 625,000 625,000 44 2149-PK Prosper Trail (DNT - 700' East) Median Landscaping (Design)25,000 25,000 45 2149-PK Prosper Trail (DNT - 700' East) Median Landscaping (Construction) 250,000 250,000 46 2150-PK US 380 Green Ribbon Lndscp- Irrigation (Lovers - Mahard): (Design) 90,000 90,000 47 2150-PK US 380 Green Ribbon Lndscp-Irrigation (Lovers - Mahard): (Constr.) 1,100,000 1,100,000 9,090,847 7,130,000 800,000 7,505,000 7,125,000 0 11,670,000 43,320,847 Design 500,500 1,340,00000001,150,000 2,990,500 Construction 8,590,347 5,090,000 0 7,505,000 7,125,000 0 8,620,000 36,930,347 Design & Construction 0 700,000 800,0000001,900,000 3,400,000 Land/Easements 0000000 0 Total Prior Years 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 Cost 01 2102-FC Radio Tower for Communications 500,000 500,000 02 2109-FC Public Safety Complex, Phase 2 (Central FS & Admin) (Design) 1,555,615 1,555,615 03 2111-FC Public Safety Complex, Phase 2 (Central FS & Admin) (Devel Costs)670,000 670,000 04 2112-FC Public Safety Complex, Phase 2 (Central FS & Admin) (Construction) 14,500,000 14,500,000 05 2113-FC Public Safety Complex, Phase 2 (Central FS & Admin) (FF&E)1,274,385 1,274,385 06 Fire Station #4 (Design)600,000 600,000 07 Fire Station #4 (Construction)5,400,000 5,400,000 08 2105-EQ Quint Engine - Fire Station #3 1,350,000 1,350,000 09 2106-EQ Ambulance - Fire Station #3 460,000 460,000 10 Fire Engine - Fire Station #4 1,100,000 1,100,000 11 2123-FC Parks & Public Works Needs Assessment 80,000 80,000 12 Public Safety Training Facility, Phase 1 (Design)600,000 600,000 13 Public Safety Training Facility, Phase 1 (Construction)5,400,000 5,400,000 20,310,000 1,780,000 5,400,0000006,000,000 33,490,000 Design 2,225,615 680,0000000600,000 3,505,615 Construction 15,774,385 0 5,400,0000005,400,000 26,574,385 Design & Construction 500,000000000500,000 Land/Easements/Equipment 1,810,000 1,100,000000002,910,000 416,552,821 80,873,033 33,330,000 367,695,870 8,025,000 0 103,875,000 1,010,351,724 Design 10,504,962 39,120,000 900,000 0 900,000 3,580,000 55,004,962 Construction 84,595,990 35,668,033 21,125,000 322,505,000 7,125,000 88,515,000 559,534,023 Design & Construction 317,141,869 875,000 10,505,000 45,190,870 0 6,825,000 380,537,739 Land/Easements 4,310,000 5,210,000 800,000 0 0 4,955,000 15,275,000 ## Summary of Capital Improvement Program - 09/14/2021 ADOPTED General Fund Projects Grand Total General Fund Subtotal Subtotal IndexFacility ProjectsIndexPark Projects 386 Other Issued Debt Unissued Debt Unissued Debt Issued Sources Authorized GO CO 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 468,000 C 01 535,000 C 02 535,000 C 03 30,000 C 04 230,000 C 05 967,500 C 06 85,000 G 07 375,000 G 08 500 G 67,000 09 575,000 G 10 600,000 C 11 1,745,000 D, Z 2,100,000 2,100,000 12 100,000 100,000 13 930,000 930,000 14 200,000 200,000 15 930,000 930,000 16 200,000 200,000 17 1,810,000 1,810,000 18 200,000 200,000 19 930,000 930,000 20 70,000 G 21 68,000 D 22 200,000 C 23 10,000 24 270,000 25 500,000 G 180,000 26 40,000 C 27 2,281,572 C 28 1,000,000 1,000,000 29 800,000 800,000 30 700,000 700,000 31 900,000 900,000 32 30 1,200,000 1,200,000 31 12,500,000 5,375,000 7,125,000 32 550,000 550,000 33 4,950,000 4,950,000 34 68,000 D 38 821,250 B,D 39 30,000 A 40 454,025 AD 41 25,000 D 42 625,000 D 43 25,000 D 44 250,000 D 45 90,000 B,D 46 1,100,000 B,D 47 12,793,847 527,000 30,000,000 0 2,200,000 2,830,000 800,000 5,375,000 7,125,000 0 11,670,000 CO Bond Debt 0000000 GO Bond Debt 2,200,000 2,830,000 800,000 5,375,000 7,125,000 0 11,670,000 Other Issued Debt Unissued Debt Unissued Debt Issued Sources Authorized GO CO 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 500,000 500,000 01 1,555,615 1,605,000 02 670,000 820,000 03 14,500,000 14,300,000 04 1,274,385 1,275,000 05 600,000 600,000 06 5,400,000 5,400,000 07 1,350,000 D 08 460,000 D 09 1,100,000 D 10 80,000 E 11 600,000 600,000 12 5,400,000 5,400,000 13 2,990,000 0 30,000,000 500,000 18,500,000 600,000 5,400,0000006,000,000 CO Bond Debt 500,000$ 000000 GO Bond Debt 18,000,000$ 600,000 5,400,0000006,000,000 777,853,170 9,605,521 210,000,000 12,418,033 47,325,000 34,688,033 17,830,000 11,675,000 8,025,000 0 102,875,000 CO Bond Debt 7,325,000$ 1,063,033 4,030,0000000 GO Bond Debt 40,000,000 33,625,000 13,800,000 11,675,000 8,025,000 0 102,875,000 02 IndexIndexUnissued Debt Schedule Unissued Debt ScheduleFunding Sources Funding Sources 387 Total Prior Years 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 Cost 01 1902-WA Custer Road Meter Station and WL Relocations: (Design)359,225 359,225 02 1902-WA Custer Road Meter Station and WL Relocations: (Land/Easements)53,244 53,244 03 1902-WA Custer Road Meter Station and WL Relocations: (Construction)3,454,363 3,454,363 04 1501-WA LPP Pump Station and LPP WL Phase 2: (Design)1,585,100 1,585,100 05 1501-WA LPP Pump Station Phase 2: (Construction)14,062,000 14,062,000 06 1501-WA LPP WL Phase 2A: (Construction)8,684,000 8,684,000 07 1810-WA LPP Water Line Phase 2A Easement Costs 100,000 900,000 1,000,000 08 LPP Future Expansion (2026): (Design)1,400,000 1,400,000 09 LPP Future Expansion (2026): (Construction)12,600,000 12,600,000 10 1930-WA Broadway (Parvin-Craig): (Construction) 150,000 150,000 5,701,932 23,646,000000014,000,000 43,347,932 Design 1,944,325000001,400,000 3,344,325 Construction 3,604,363 22,746,000000012,600,000 38,950,363 Design & Construction 00000 0 0 Land/Easements 153,244 900,000000001,053,244 Total Prior Years 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 Cost 01 2103-WW Doe Branch Parallel Interceptor: (Design)500,000 500,000 02 2103-WW Doe Branch Parallel Interceptor: (Construction)4,500,000 4,500,000 03 Doe Branch, Phase 3 WWTP: (Design)1,450,000 0 1,450,000 04 Doe Branch, Phase 3 WWTP: (Construction)13,050,000 13,050,000 0 5,000,000 14,500,000000019,500,000 Design 0 500,000 1,450,000 0 0 0 1,950,000 Construction 0 4,500,000 13,050,000 0 0 0 17,550,000 Design & Construction 00000 0 0 Land/Easements 00000 0 0 Total Prior Years 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 Cost 01 2003-DR Frontier Park/Lakes of Prosper Drainage: (Design)100,000 100,000 02 2003-DR Frontier Park/Lakes of Prosper Drainage: (Construction)985,000 985,000 100,000 985,000000001,085,000 Design 100,0000000 0100,000 Construction 0 985,000000 0985,000 Design & Construction 00000 0 0 Land/Easements 00000 0 0 5,801,932 29,631,000 14,500,00000014,000,000 63,932,932 Design 2,044,325 500,000 1,450,0000001,400,000 5,394,325 Construction 3,604,363 28,231,000 13,050,00000012,600,000 57,485,363 Design & Construction 0000000 0 Land/Easements 153,244 900,000000001,053,244 Total Prior Years 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 Cost 416,552,821 80,873,033 33,330,000 367,695,870 8,025,000 103,875,000 1,010,351,724 5,801,932 29,631,000 14,500,000 0 0 14,000,000 63,932,932 422,354,753 110,504,033 47,830,000 367,695,870 8,025,000 117,875,000 1,074,284,656 Design 12,549,287 39,620,000 2,350,000 0 900,000 4,980,000 60,399,287 Construction 88,200,353 63,899,033 34,175,000 322,505,000 7,125,000 101,115,000 617,019,386 Design & Construction 317,141,869 875,000 10,505,000 45,190,870 0 6,825,000 380,537,739 Land/Easements 4,463,244 6,110,000 800,000 0 0 4,955,000 16,328,244 Description Codes - Other Sources A Impact Fees D General Fund G Park Development Fund K Escrows B Grant and Interlocal Funds E Water / Wastewater Fund HTIRZ #1 X Non-Cash Contributions C Developer Agreements F Stormwater Drainage Fund JTIRZ #2 Z Other Sources (See Detail) Summary of Capital Improvement Program - 09/14/2021 ADOPTED Grand Total Capital Improvement Program Enterprise Funds General Fund Wastewater Projects Drainage Projects Subtotal Subtotal Capital Improvement Program Summary Subtotal Grand Total Enterprise Funds IndexIndexSummary of Capital Improvement Program - 09/14/2021 ADOPTED Capital Improvement Program SummaryIndexWater Projects Enterprise Fund Projects 388 Other Issued Debt Unissued Debt Unissued Debt Issued Sources Authorized GO CO 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 359,225 E 01 53,244 E 02 3,454,363 E 03 277,081 A 1,308,019 04 12,000,000 A,B 2,062,000 2,062,000 05 8,684,000 8,684,000 06 1,000,000 A 07 1,400,000 1,400,000 08 12,600,000 12,600,000 09 150,000 E 10 17,293,913 1,308,019 0 24,746,000 0 10,746,000000014,000,000 Other Issued Debt Unissued Debt Unissued Debt Issued Sources Authorized GO CO 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 500,000 A 01 1,000,000 A 3,500,000 3,500,000 02 1,450,000 A 03 8,000,000 A,B 5,050,000 5,050,000 04 10,950,000 0 0 8,550,000 0 3,500,000 5,050,0000000 Other Issued Debt Unissued Debt Unissued Debt Issued Sources Authorized GO CO 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 100,000 F 01 300,000 685,000 685,000 02 400,000 0 0 685,000 0 685,00000000 28,643,913 1,308,019 0 33,981,000 0 14,931,000 5,050,00000014,000,000 Other Issued Debt Unissued Debt Unissued Debt Issued Sources Authorized GO CO 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2031 777,853,170 9,605,521 210,000,000 12,418,033 47,325,000 34,688,033 17,830,000 11,675,000 8,025,000 0 102,875,000 28,643,913 1,308,019 0 33,981,000 0 14,931,000 5,050,00000014,000,000 806,497,083 10,913,540 210,000,000 46,399,033 47,325,000 49,619,033 22,880,000 11,675,000 8,025,000 0 116,875,000 CO Bond Debt 7,325,000 15,994,033 9,080,00000014,000,000 GO Bond Debt 40,000,000 33,625,000 13,800,000 11,675,000 8,025,000 0 102,875,000 Unissued Debt Schedule IndexIndexUnissued Debt Schedule Unissued Debt Schedule Index03 Funding Sources Funding Sources Funding Sources Funding Sources 389 PROJECT Prior Year  Expenditures Current Year  Expenditures Future Planned  Expenditures Total Planned  Expenditures 1512‐ST First Street (DNT‐Coleman)2,786,567       1,225,000       13,300,000     17,311,567      1933‐ST Fishtrap Segment 3 (PISD Reimbursement)‐                    1,063,033       ‐                    1,063,033        1938‐ST FM 1461 (SH 289‐CR 165)175,000          175,000          175,000          525,000           2010‐ST Fishtrap (Teel‐Gee Rd)400,000          6,025,000       ‐                    6,425,000        2011‐ST Gee Road (Fishtrap‐Windsong Retail)250,000          3,520,000       30,000              3,800,000        2012‐ST Fishtrap (Elem‐DNT) 4 Lanes 20,057,380     700,000          ‐                    20,757,380      2013‐ST Teel (US 380 Intersection Improvements)100,000          1,180,000       ‐                    1,280,000        2014‐ST First Street (Coit‐Custer) 4 Lanes 1,885,000       20,200,000     ‐                    22,085,000      2118‐ST Preston Road/First Street Dual Left Turn Lanes ‐                    100,000          800,000          900,000           2121‐ST Preston Road/Prosper Trail Dual Left Turn Lanes ‐                    100,000          800,000          900,000           2140‐ST Craig Street (Preston‐Fifth)‐                    450,000          2,250,000       2,700,000        2141‐ST Coleman (Gorgeous‐Prosper Trail) 4 Lanes ‐                    700,000          4,800,000       5,500,000        2142‐ST Coleman (Prosper Trail‐Prosper HS) 2 SB Lanes ‐                    675,000          2,625,000       3,300,000        2143‐ST Legacy (Prairie‐Fishtrap) 4 Lanes ‐                    850,000          7,375,000       8,225,000        Street Projects 25,653,947     36,963,033     32,155,000     94,771,980      2107‐PK Lakewood Preserve, Phase 2 2,100,000       1,745,000       ‐                    3,845,000        2108‐PK Tanner's Mill Park, Phase 2 100,000          930,000          ‐                    1,030,000        2120‐PK Gee Road Trail Connection ‐                    700,000          ‐                    700,000           2122‐PK Sexton Park, Phase 1 ‐                    1,200,000       12,500,000     13,700,000      2148‐PK Coleman Street Median Landscape (Victory‐Preston)‐                    650,000          ‐                    650,000           2149‐PK Prosper Trail Median Landscape (DNT‐700' East)‐                   275,000          ‐                   275,000           2150‐PK US 380 Green Ribbon Landscape‐Irrigation ‐                    90,000              1,100,000       1,190,000        Park Projects 2,200,000       5,590,000       13,600,000     21,390,000      2137‐FC Fire Station #4 ‐                    600,000          5,400,000       6,000,000        2138‐EQ Fire Engine ‐ Fire Station #4 ‐                    1,100,000       ‐                    1,100,000        2123‐FC Parks and Public Works Needs Assessment ‐                    80,000             ‐                    80,000              Facility Projects ‐                    1,780,000       5,400,000       7,180,000        1501‐WA Lower Pressure Plane Pump Station Phase 2 1,585,100       14,062,000     ‐                    15,647,100      1501‐WA Lower Pressure Plane Water Line Phase 2A ‐                    8,684,000       ‐                    8,684,000        1810‐WA LPP Water Line Phase 2A Easement Costs 100,000          900,000          ‐                    1,000,000        2103‐WW Doe Branch Parallel Interceptor ‐                    5,000,000       14,500,000     19,500,000      Water & Wastewater Projects 1,685,100       28,646,000     14,500,000     44,831,100      2003‐DR Frontier Park/Lakes of Prosper Drainage 100,000          985,000          ‐                    1,085,000        Drainage Projects 100,000          985,000          ‐                    1,085,000        Capital Projects Summary Summary of Project Expenditures 390 Purpose of Financial Policies A strategic goal of the Town Council is to be a financially responsible Town government providing exceptional 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. 391 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. Charter ArƟcle VII - Financial Procedure SecƟons As Revised May 6, 2017 Financial Procedures 392 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. 393 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. 394 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. 395 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. 396 397 398 399 400 401 402 403 404 405 406 Chapter 15, Page 1 Adopted June 2017 TOWN OF PROSPER ADMINISTRATIVE REGULATIONS CHAPTER 15: DEBT MANAGEMENT POLICY SECTION 15.01: PURPOSE AND OVERVIEW The Town of Prosper recognizes that the foundation of any well-managed debt program is a comprehensive debt management and post issuance policy outlining the parameters for issuing new debt and managing the existing debt portfolio; identifying the types and amounts of permissible debt; providing guidance to decision makers regarding the purposes for which debt may be issued; and verifying that the IRS regulations regarding post issuance compliance are met to preserve the tax-exempt status of the Town’s bonds. 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: 1.Ensure high quality debt management decisions;2.Ensure support for debt issuances both internally and externally;3.Impose order and discipline in the debt issuance process;4.Promote consistency and continuity in the decision making process;5.Ensure that the debt management decisions are viewed positively by rating agencies,investment community and taxpayers; and6.Demonstrate 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 407 Chapter 15, Page 2 Adopted June 2017 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 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, the expected 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; and 3. Debt service and bond proceed funds shall be managed and invested in accordance with all federal, state and local laws and in conjunction with the Tax Compliance Certificate of each bond 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 charter of the Town; 3. Development, approval and financing of capital improvements in accordance with Town Code and the capital improvement budgeting process; 4. Structuring of principal and interest retirement schedules to: 1) achieve a low borrowing cost for the Town, 2) accommodate the debt service payments of existing debt, and 3) respond to perceptions of market demand. Shorter maturities shall always be encouraged to demonstrate 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 clear understanding of the credit worthiness of the Town; and 7. Full, complete, and accurate disclosure of financial conditions and operating results in every financial report, bond prospectus and Annual Information Statement ("AIS"). All reports shall 408 Chapter 15, Page 3 Adopted June 2017 conform to guidelines issued by the Government Finance Officers Association ("GFOA"), Securities and Exchange Commission ("SEC"), and the Internal Revenue Service (IRS) to meet the disclosure needs of rating agencies, underwriters, investors, and taxpayers. 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; and 5. Target the equal or the lesser of the useful life of the asset being financed, or the maximum legal maturity for the obligations issued to finance the acquisition and construction of the asset. A. Fixed Interest versus Variable Interest The Town generally issues fixed rate bonds primarily to protect the Town against interest rate risk. The Town has the option to issue variable rate bonds if market conditions warrant and Council approves it. B. Other Considerations Bonds are generally issued such that: 1. The average life is 20 years or less for general obligation bonds and revenue bonds, the Town may choose a longer term for revenue bonds for projects whose lives are greater than 20 years. 2. Debt service interest is paid in the first fiscal year after a bond sale, and principal is targeted to commence no later than the second fiscal year after the debt is issued. However, the Town may defer principal for a longer period of time in order to maintain a specific I&S tax rate or a certain level of debt service. 3. Call provisions for bond issues shall be made as short as possible consistent with the lowest interest cost to the Town. The targeted maximum length to call is 10 years. However, the Town may opt for a call date longer than 10 years in order to achieve the necessary goals of the particular issue. 409 Chapter 15, Page 4 Adopted June 2017 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. 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 Financing Pay-as-you-go financing should be considered before issuing any debt. Pay-as-you go financing may include: intergovernmental grants from federal, state and other sources, current revenues or fund balances, private sector contributions, and public/private partnerships. Once the Town has determined that pay-as-you-go is not a feasible or sufficient financing option, the Town may use bonds, loans, or other debt financing sources as deemed appropriate by Town staff and approved by Council. B. General Obligation Bonds General 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 to existing facilities, or quality-of-life projects; 3. The useful life of the capital asset acquired/constructed/improved will be ten (10) years or more, or the funds will extend the useful life of an asset for more than ten (10) years; and 4. 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 Obligation COs will be issued for the following projects/acquisitions: 1. Finance permanent improvements and land acquisition; 2. Acquire equipment/vehicles; 410 Chapter 15, Page 5 Adopted June 2017 3. Leverage grant funding; 4. Renovate, acquire, construct facilities and facility improvements; 5. Construct street improvements; 6. Provide funding for master plans/studies; 7. Infrastructure projects (street and draining work) 8. Emergency Town facilities rehabilitation (storm water draining, 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 average 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 Resolutions Reimbursement resolutions, if required for funds to be advanced prior to issuance of General Obligation bonds, may be used for projects funded through General and Certificate Obligation bonds. E. Certificates of Obligations - Enterprise Fund Certificates of obligation for an enterprise system will be limited to only those projects, which can demonstrate the capability to support the certificate debt either though its own revenues, or another pledged source other than ad valorem taxes and meet the same criteria as outlined in 15.06 above. 411 Chapter 15, Page 6 Adopted June 2017 F. Revenue Bonds Revenue bonds will be issued for projects that generate revenues that are sufficient to repay the debt. Except where otherwise required by state statutes, revenue bonds may be issued without voter approval and only in accordance with the laws of Texas. G. Other debt obligations The use of other debt obligations, permitted by law, including but not limited to public property finance act contractual obligations, pension obligation bonds; tax notes and lease purchase obligations will be reviewed on a case-by-case basis. The findings in 15.06 above will be considered for the use of these obligations. 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 greater marketing and buyer education efforts on the part of the underwriter, to improve the investors’ 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 of positive 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 with the 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 the interest rate, a negotiated sale may be recommended. The Town strives to maintain an excellent bond rating. As a result, the Municipal Bond Market is generally familiar with the Town’s credit quality; and 412 Chapter 15, Page 7 Adopted June 2017 9. Size of the Issue – The Town may choose to offer sizable issues as negotiated sales so that pre-marketing and buyer education efforts may be done to more effectively promote the bond sale. A. Competitive Sale In a competitive sale, bonds are awarded in a sealed bid sale to an underwriter or syndicate of underwriters that provides the lowest TIC bid. TIC is defined as the rate, which will discount the aggregate amount of debt service payable over the life of the bond issue to its present value on the date of delivery. It is customary for bids to be submitted electronically through a secure website. B. Negotiated Sale In a negotiated sale, the Town chooses an underwriter or underwriting syndicate that is interested in reoffering a particular series of bonds to investors. The terms of the sale, including the size of the underwriter’s discount, date of sale, and other factors, are negotiated between the two parties. Although the method of sale is termed negotiated, individual components of the sale may be competitively bid. The components are subject to a market analysis and reviewed prior to recommendation by staff. Negotiated sales are more advantageous when flexibility in the sale date is needed or when less conventional bond structures are being sold. Negotiated sales are also often used when the issue is particularly large or if the sale of the debt issuance would be perceived to be more successful with pre-marketing efforts. C. Private Placement A private placement is a negotiated sale of debt securities to a limited number of selected investors including financial institutions, government agencies, or authorities. The Town may engage a placement agent to identify likely investors if deemed necessary. A private placement may be beneficial when the issue size is small, when the security of the bonds is somewhat weaker, or when a governmental lending agency or authority can provide beneficial interest rates 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 Refunding Advanced refunding and forward delivery refunding transactions for savings may be considered when the net present value savings as a percentage of the par amount of refunded bonds is approximately three percent. 413 Chapter 15, Page 8 Adopted June 2017 B. Current Refunding Current refunding transactions issued for savings maybe considered when the net present value savings as a percentage of the par amount of refunded bonds is approximately three percent. C. Refunding for Debt Restructuring From time to time, the Town may also issue refunding debt for other purposes, rather than net present value savings, such as restructuring debt, changing covenants, or changing the repayment source of the bonds. 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 will be targeted to not exceed six percent of the total assessed valuation of the Town's tax rolls. The Town will target an I&S tax rate that makes up 35% 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 Debt The term of revenue debt shall not exceed the expected useful life of the capital asset being financed and in no case shall it exceed thirty years. B. General Obligation Debt The term of general obligation debt shall be targeted not to exceed twenty years. SECTION 15.11: MANAGEMENT OF DEBT SERVICE FUND A. Interest Earnings Interest earnings on bond and loan proceeds shall be used solely to fund direct or related capital expenditures, or to service current and future debt payments. 414 Chapter 15, Page 9 Adopted June 2017 B. Debt Service Reserves – General Obligation Bonds Debt service reserves for general obligation bonds shall not be required. C. Debt Service Reserves – Revenue Bonds Debt service reserves for revenue bonds shall be maintained at levels required by controlling bond ordinances. D. IRS Rules and Regulations The Town shall comply with all IRS rules and regulations including, but not limited to, arbitrage. 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 financial reports 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 being sold in the public market. 3. Make timely disclosure of annual financial information or other requested information to the rating 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 ("SEC") 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. 415 Chapter 15, Page 10 Adopted June 2017 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. The Town of Prosper Debt Management Policy was approved the 27th day of June, 2017. ___________ Harlan Jefferson, Town Manager 416 Chapter 16, Page 1 Adopted June 13, 2017 TOWN OF PROSPER ADMINISTRATIVE REGULATIONS CHAPTER 16: DEBT POST ISSUANCE POLICY SECTION 16.01: PURPOSE AND OVERVIEW It is the policy of the Town of Prosper to actively pursue the following Post-Issuance Tax Compliance Procedures (the "Procedures") to ensure that all applicable post-issuance requirements of federal income tax law are met to preserve the tax-exempt status of the Town's bonds. SECTION 16.02 : GENERAL PROCEDURES A.The Tax Compliance Certificate1.The Tax Compliance Certificate ("Tax Certificate") issued for each bond issue describingthe requirements and provisions of the Code must be followed in order to maintain thetax-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 bondsand the assets to be financed or refinanced with the proceeds thereof. B.ProceduresThe procedures supplement and support the covenants and representations made by theTown in the Tax Certificate related to specific issues of tax-exempt bonds. In order to complywith the covenants and representations set forth in the bond documents and in the TaxCertificate the Town will monitor all Town bond issues using the post issuance compliancerequirements. SECTION 16.03 : DESIGNATION OF RESPONSIBLE PERSON The Town Finance Director shall maintain an inventory of bonds and assets financed which contains 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 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 417 Chapter 16, Page 2 Adopted June 13, 2017 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 as needed following issuance of the bonds to ensure that all applicable post-issuance requirements are met. This shall include, without limitation, consultation in connection with future long-term contracts with private parties for the use of bond- financed or refinanced assets. 2. The Town shall engage expert advisors (a "Rebate Service Provider") to assist in the calculation of the arbitrage rebate payable with respect to the investment of the bond proceeds, unless the Tax Certificate documents that arbitrage rebate will not be applicable to an issue of bonds. 3. Unless otherwise provided by the resolution or other authorizing documents relating to the bonds, unexpended bond proceeds shall be held in a segregated bond account. The investment 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 and information pertaining to the expenditure of proceeds from each bond issue being annually reviewed. 3. Monitoring the services of the Rebate Service Provider. 4. Assuring payment of the required rebate amounts, if any, no later than sixty (60) days after each 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 arbitrage rebate requirements. 6. Retaining copies of all arbitrage reports and account statements as described below under "Record Keeping Requirements.” 418 Chapter 16, Page 3 Adopted June 13, 2017 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 compliance with covenants and restrictions set forth in the Tax Certificate. 2. Maintaining records identifying the capital assets or portion of capital assets that are financed or refinanced with proceeds of the bonds, including a final allocation of bond proceeds as described below under "Record Keeping Requirements.” 3. Consulting with bond counsel and other legal counsel and advisors in the review of any contracts or arrangements involving private use of bond-financed or refinanced assets to ensure compliance with all covenants and restrictions set forth in the Tax Certificate. 4. Maintaining records for any contracts or arrangements involving the use of bond- financed or refinanced assets as described below under "Record Keeping Requirements.” 5. To the extent that the Town discovers that any applicable tax restrictions regarding use of the 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 of action to remediate all nonqualified bonds, if such counsel advises that a remedial action is necessary. 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 the Town at or in connection with closing of the issuance of bonds, including any elections made by the Town in connection therewith. 2. A copy of all material documents relating to capital expenditures financed or refinanced by 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 refinanced assets. 419 Chapter 16, Page 4 Adopted June 13, 2017 4. A copy of all records of investments, investment agreements, arbitrage reports and underlying documents in connection with any investment agreements, and copies of all bidding documents, if any. [Paying agent account statements, bank statements for reserve funds, etc.] The Town of Prosper Debt Post Issuance Policy was approved the 13th day of June, 2017. ___________ Harlan Jefferson, Town Manager 420 Town Staff Town Manager's Office Harlan Jefferson, Town Manager Vacant, Executive Director of Administrative Services Town Secretary's Office Michelle Lewis Sirianni, Town Secretary Finance Betty Pamplin, Finance Director Human Resources James Edwards, Human Resources Director Information Technology Leigh Johnson, Information Technology Director Communications Robyn Battle, Executive Director of Community Services Municipal Court Celia O'Dell, Court Administrator Police Doug Kowalski, Police Chief Fire Stuart Blasingame, Fire Chief Infrastructure Services Development Services Khara Dodds, Development Services Director Public Works Frank Jaromin, Public Works Director Parks and Recreation Vacant, Parks and Recreation Director Library Leslie Scott, Library Director Engineering Hulon Webb, Director of Engineering Services Consultants Auditors Pattillo, Brown, & Hill ‐ John K. Manning, Partner Bond Counsel McCall, Parkhurst & Horton LLP ‐ Dan Culver Town Attorney Brown & Hofmeister LLP ‐ Terry Welch Financial Advisors Hilltop Securities, Inc ‐ Jason Hughes Risk Management TML Intergovernmental Risk Pool Town Staff and Consultants Rebecca Zook, Executive Director of Infrastructure Services 421 2021 Tax Rate Calculation Worksheet Date: 08/03/2021 04:21 PM Taxing Units Other Than School Districts or Water Districts Town of Prosper 972-346-2640 Taxing Unit Name Phone (area code and number) 250 W. First Street, Prosper, TX 75078 www.prospertx.gov 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 Districts 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. No-New-Revenue Tax Rate Worksheet Amount/Rate 1. 2020 total taxable value. Enter the amount of 2020 taxable value on the 2020 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 $5,134,794,976 2. 2020 tax ceilings. Counties, cities and junior college districts. Enter 2020 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 units adopted the tax ceiling provision in 2020 or a prior year for homeowners age 65 or older or disabled, use this step.2 $410,092,857 3. Preliminary 2020 adjusted taxable value. Subtract Line 2 from Line 1.$4,724,702,119 4. 2020 total adopted tax rate.$0.520000/$100 5. 2020 taxable value lost because court appeals of ARB decisions reduced 2020 appraised value. A.Original 2020 ARB values:$182,127,884 422 B. 2020 values resulting from final court decisions: C. 2020 value loss. Subtract B from A.3 $162,860,225 $19,267,659 6. 2020 taxable value subject to an appeal under Chapter 42, as of July 25. A. 2020 ARB certified value: B. 2020 disputed value: C. 2020 undisputed value. Subtract B from A.4 $15,441,413 $2,431,612 $13,009,801 7. 2020 Chapter 42 related adjusted values Add Line 5C and Line 6C.$32,277,460 8. 2020 taxable value, adjusted for actual and potential court-ordered adjustments. Add Line 3 and Line 7.$4,756,979,579 9. 2020 taxable value of property in territory the taxing unit deannexed after Jan. 1, 2020. Enter the 2020 value of property in deannexed territory.5 $0 10. 2020 taxable value lost because property first qualified for an exemption in 2021. 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 2021 does not create a new exemption or reduce taxable value. A. Absolute exemptions. Use 2020 market value: B. Partial exemptions. 2021 exemption amount or 2021 percentage exemption times 2020 value: C. Value loss. Add A and B.5 $21,040,998 $44,003,778 $65,044,776 11. 2020 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 2021. Use only properties that qualified in 2021 for the first time; do not use properties that qualified in 2020. A. 2020 market value: B. 2021 productivity or special appraised value: C. Value loss. Subtract B from A.7 $0 $0 $0 12. Total adjustments for lost value. Add lines 9, 10C and 11C.$65,044,776 13. 2020 captured value of property in a TIF. Enter the total value of 2020 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which 2020 taxes were deposited into the tax increment fund.8 If the taxing unit has no captured appraised value in line 18D, enter 0. $96,797,560 14. 2020 total value. Subtract Line 12 and Line 13 from Line 8.$4,595,137,243 15. Adjusted 2020 total levy. Multiply Line 4 by Line 14 and divide by $100.$23,894,713 16. Taxes refunded for years preceding tax year 2020. Enter the amount of taxes refunded $18,854 423 by the taxing unit for tax years preceding tax year 2020. 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 2020. This line applies only to tax years preceding tax year 2020.8 17. Adjusted 2020 levy with refunds and TIF adjustment. Add Lines 15 and 16.10 $23,913,567 18. Total 2021 taxable value on the 2021 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 A. Certified values: B. Counties: Include railroad rolling stock values certified by the Comptroller's office: 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: D. Tax increment financing: Deduct the 2021 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which the 2021 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 E. Total 2021 value. Add A and B, then subtract C and D. $5,943,071,893 $0 $0 $118,257,839 $5,824,814,054 19. Total value of properties under protest or not included on certified appraisal roll.13 A. 2021 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. 2021 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. $97,937,130 $0 $97,937,130 20. 2021 tax ceilings. Counties, cities and junior colleges enter 2021 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 units adopted the tax ceiling provision in 2020 or a prior year for homeowners age 65 or older or disabled, use this step.16 $490,027,668 21. 2021 total taxable value. Add Lines 18E and 19C. Subtract Line 20.17 $5,432,723,516 424 22. Total 2021 taxable value of properties in territory annexed after Jan. 1, 2020. Include both real and personal property. Enter the 2021 value of property in territory annexed.18 $257,498 23. Total 2021 taxable value of new improvements and new personal property located in new improvements. New means the item was not on the appraisal roll in 2020. 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, 2020, and be located in a new improvement. New improvements do include property on which a tax abatement agreement has expired for 2021.19 $469,526,490 24. Total adjustments to the 2021 taxable value. Add Lines 22 and 23.$469,783,988 25. Adjusted 2021 taxable value. Subtract Line 24 from Line 21.$4,962,939,528 26. 2021 NNR tax rate. Divide Line 17 by Line 25 and multiply by $100.20 $0.481842/$100 27. COUNTIES ONLY. Add together the NNR tax rates for each type of tax the county levies. The total is the 2021 county NNR tax rate.21 1Tex. Tax Code Section 26.012(14) 13Tex. Tax Code Section 26.01(c) and (d) 2Tex. Tax Code Section 26.012(14) 14Tex. Tax Code Section 26.01(c) 3Tex. Tax Code Section 26.012(13) 15Tex. Tax Code Section 26.01(d) 4Tex. Tax Code Section 26.012(13) 16Tex. Tax Code Section 26.012(6)(b) 5Tex. Tax Code Section 26.012(15) 17Tex. Tax Code Section 26.012(6) 6Tex. Tax Code Section 26.012(15) 18Tex. Tax Code Section 26.012(17) 7Tex. Tax Code Section 26.012(15) 19Tex. Tax Code Section 26.012(17) 8Tex. Tax Code Section 26.03(c) 20Tex. Tax Code Section 26.04(c) 9Tex. Tax Code Section 26.012(13) 21Tex. Tax Code Section 26.04(d) 10Tex. Tax Code Section 26.012(13) 22Reserved for expansion 11Tex. Tax Code Section 26.012,26.04(c-2) 23Tex. Tax Code Section 26.044 12Tex. Tax Code Section 26.03(c) 24Tex. Tax Code Section 26.0441 425 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. Voter-Approval Tax Rate Worksheet Amount/Rate 28. 2020 M&O tax rate. Enter the 2020 M&O tax rate.$0.367500/$100 29. 2020 taxable value, adjusted for actual and potential court-ordered adjustments. Enter the amount in Line 8 of the No-New-Revenue Tax Rate Worksheet.$4,756,979,579 30. Total 2020 M&O levy. Multiply Line 28 by Line 29 and divide by $100.$17,481,899 31. Adjusted 2020 levy for calculating NNR M&O rate. A. M&O taxes refunded for years preceding tax year 2020 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 2020. This line applies only to tax years preceding tax year 2020. B. 2020 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 2021 captured appraised value in Line 18D, enter 0. C. 2020 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. D. 2020 M&O levy adjustments. Subtract B from A. For taxing unit with C, subtract if discontinuing function and add if receiving function. E. Add Line 30 to 31D. $13,325 $355,731 $0 $-342,406 $17,139,493 32. Adjusted 2021 taxable value. Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet.$4,962,939,528 33. 2021 NNR M&O rate (unadjusted). Divide Line 31E by Line 32 and multiply by $100.$0.345349/$100 34. Rate adjustment for state criminal justice mandate.23 A. 2021 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. $0 426 B. 2020 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. C. Subtract B from A and divide by Line 32 and multiply by $100. D. Enter the rate calculated in C. If not applicable, enter 0. $0 $0.000000/$100 $0.000000/$100 35. Rate adjustment for indigent health care expenditures.24 A. 2021 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, 2020 and ending on June 30, 2021, less any state assistance received for the same purpose. B. 2020 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, 2019 and ending on June 30, 2020, less any state assistance received for the same purpose. C. Subtract B from A and divide by Line 32 and multiply by $100. D. Enter the rate calculated in C. If not applicable, enter 0. $0 $0 $0.000000/$100 $0.000000/$100 36. Rate adjustment for county indigent defense compensation.25 A. 2021 indigent defense compensation expenditures: Enter the amount paid by a county to provide appointed counsel for indigent individuals for the period beginning on July 1, 2020 and ending on June 30, 2021, less any state grants received by the county for the same purpose. B. 2020 indigent defense compensation expenditures:Enter the amount paid by a county to provide appointed counsel for indigent individuals for the period beginning on July 1, 2019 and ending on June 30, 2020, less any state grants received by the county for the same purpose. C. Subtract B from A and divide by Line 32 and multiply by $100. D.Multiply B by 0.05 and divide by Line 32 and multiply by $100. E. Enter the lessor of C and D. If not applicable, enter 0. $0 $0 $0.000000/$100 $0.000000/$100 $0.000000/$100 37. Rate adjustment for county hospital expenditures.26 A. 2021 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, 2020 and ending on June 30, 2021. B. 2020 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, 2019 and ending on June 30, 2020. $0 $0 427 C. Subtract B from A and divide by Line 32 and multiply by $100. D.Multiply B by 0.08 and divide by Line 32 and multiply by $100. E. Enter the lessor of C and D, if applicable. If not applicable, enter 0. $0.000000/$100 $0.000000/$100 $0.000000/$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 26.0444 for more information. A. Amount appropriated for public safety in 2020. Enter the amount of money appropriated for public safety in the budget adopted by the municipality for the preceding fiscal year B. Expenditures for public safety in 2020. Enter the amount of money spent by the municipality for public safety during the preceding fiscal year. C. Subtract B from A and divide by Line 32 and multiply by $100. D. Enter the rate calculated in C. If not applicable, enter 0. $0 $0 $0.000000/$100 $0.000000/$100 39. Adjusted 2021 NNR M&O rate. Add Lines 33, 34D, 35D, 36E, and 37E. Subtract Line 38D.$0.345349/$100 40. Adjustment for 2020 sales tax specifically to reduce property values. Cities, counties and hospital districts that collected and spent additional sales tax on M&O expenses in 2020 should complete this line. These entities will deduct the sales tax gain rate for 2021 in Section 3. Other taxing units, enter zero. A. Enter the amount of additional sales tax collected and spent on M&O expenses in 2020, if any. Counties must exclude any amount that was spent for economic development grants from the amount of sales tax spent. B. Divide Line 40A by Line 32 and multiply by $100. C. Add Line 40B to Line 39. $0 $0.000000 $0.345349 41. 2021 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. $0.357436/$100 D41. Disaster Line 41 (D41): 2021 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 $0.000000/$100 428 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 year 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). 42. Total 2021 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 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 Enter debt amount. B. Subtract unencumbered fund amount used to reduce total debt. C. Subtract certified amount spent from sales tax to reduce debt (enter zero if none) D. Subtract amount paid from other resources. E. Adjusted debt. Subtract B, C, and D from A. $10,632,473 $28,550 $0 $0 $10,603,923 43. Certified 2020 excess debt collections. Enter the amount certified by the collector.28 $616,493 44. Adjusted 2021 debt. Subtract Line 43 from Line 42E.$9,987,430 45. 2021 anticipated collection rate. A. Enter the 2021 anticipated collection rate certified by the collector:29 B. Enter the 2020 actual collection rate C. Enter the 2019 actual collection rate D. Enter the 2018 actual collection rate 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%.31 100.00% 101.01% 107.29% 103.98% 101.01% 46. 2021 debt adjusted for collections. Divide Line 44 by Line 45E $9,887,565 47. 2021 total taxable value. Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet.$5,432,723,516 48. 2021 debt tax rate. Divide Line 46 by Line 47 and multiply by $100.$0.182000/$100 429 49. 2021 voter-approval tax rate. Add Lines 41 and 48.$0.539436/$100 D49. Disaster Line 49 (D49): 2021 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. $0.000000/$100 50. COUNTIES ONLY. Add together the voter-approval tax rates for each type of tax the county levies. The total is the 2021 county voter-approval tax rate. 23Tex. Tax Code Section 26.044 28Tex. Tax Code Section 26.012(7) 24Tex. Tax Code Section 26.0441 29Tex. Tax Code Section 26.012(10) and 26.04(b) 25Tex. Tax Code Section 26.0442 30Tex. Tax Code Section 26.04(b) 26Tex. Tax Code Section 26.0443 31Tex. Tax Code Section 26.04(h),(h-1) and (h-2) 27Tex. Tax Code Section 26.042(a) 430 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. Additional Sales and Use Tax Worksheet Amount/Rate 51. Taxable Sales. For taxing units that adopted the sales tax in November 2020 or May 2021, enter the Comptroller's estimate of taxable sales for the previous four quarters.20 Estimates of taxable sales may be obtained through the Comptroller's Allocation Historical Summary webpage. Taxing units that adopted the sales tax before November 2020, enter 0. $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 2020 or in May 2021. 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 2020. Enter the sales tax revenue for the previous four quarters. Do not multiply by .95. $0 53. 2021 total taxable value. Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet.$5,432,723,516 54. Sales tax adjustment rate. Divide Line 52 by Line 53 and multiply by $100.$0.000000/$100 55. 2021 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.$0.481842/$100 56. 2021 NNR tax rate, adjusted for sales tax. Taxing units that adopted the sales tax in November 2020 or in May 2021. Subtract Line 54 from Line 55. Skip to Line 57 if you adopted the additional sales tax before November 2020. $0.481842/$100 57. 2021 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. $0.539436/$100 58. 2021 voter-approval tax rate, adjusted for sales tax. Subtract Line 54 from Line 57.$0.539436/$100 31Reserved for expansion 34Tex. Tax Code Section 26.041(d) 32Tex. Tax Code Section 26.041(d) 35Tex. Tax Code Section 26.04(c) 33Tex. Tax Code Section 26.041(i) 36Tex. Tax Code Section 26.04(c) 431 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. Voter-Approval Protection for Pollution Control 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 $0 60. 2021 total taxable value. Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet.$5,432,723,516 61. Additional rate for pollution control. Divide Line 59 by Line 60 and multiply by $100.$0.000000/$100 62. 2021 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). $0.539436/$100 37Tex. Tax Code Section 26.045(d) 38Tex. Tax Code Section 26.045(i) 432 SECTION 5: Voter-Approval Tax Rate Adjustment for Unused Increment Rate The unused increment rate is the rate equal to the difference between the adopted tax rate and voter-approval tax rate before the unused increment rate for the prior three years.39 In a year where a taxing unit adopts a rate by applying any portion of the unused increment rate, the unused increment rate for that year would be zero. The difference between the adopted tax rate and voter-approval tax rate is considered zero in the following scenarios: •a tax year before 2020; and40 •a tax year in which the municipality is a defunding municipality, as defined by Tax Code Section 26.0501(a);41 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.42 This section should only be completed by a taxing unit that does not meet the definition of a special taxing unit.43 Unused Increment Rate Worksheet Amount/Rate 63. 2020 unused increment rate. Subtract the 2020 actual tax rate and the 2020 unused increment rate from the 2020 voter-approval tax rate. If the number is less than zero, enter zero. If the year is prior to 2020, enter zero. $0.013723 64. 2019 unused increment rate. Subtract the 2019 actual tax rate and the 2019 unused increment rate from the 2019 voter-approval tax rate. If the number is less than zero, enter zero. If the year is prior to 2020, enter zero $0 65. 2018 unused increment rate. Subtract the 2018 actual tax rate and the 2018 unused increment rate from the 2018 voter-approval tax rate. If the number is less than zero, enter zero. If the year is prior to 2020, enter zero. $0.000000 66. 2021 unused increment rate. Add Lines 63, 64 and 65.$0.013723/$100 67. 2021 voter-approval tax rate, adjusted for unused increment rate.23 Add Line 66 to one of the following lines (as applicable): Line 49, Line D49(disaster), Line 50 (counties), Line 58 (taxing units with the additional sales tax) or Line 62 (taxing units with pollution control). $0.553159/$100 39Tex. Tax Code Section 26.013(a) 40Tex. Tax Code Section 26.013(c) 41Tex. Tax Code Section 26.0501(a) and (c) 42Tex. Tax Code Section Local Gov't Code Section 120.007(d), effective Jan. 1, 2022 43Tex. Tax Code Section 26.063(a)(1) 433 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.44 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.45 De Minimis Rate Worksheet Amount/Rate 68. Adjusted 2021 NNR M&O tax rate. Enter the rate from Line 39 of the Voter-Approval Tax Rate Worksheet $0.345349/$100 69. 2021 total taxable value. Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet. $5,432,723,516 70. Rate necessary to impose $500,000 in taxes. Divide $500,000 by Line 69 and multiply by $100.$0.009203 71. 2021 debt rate. Enter the rate from Line 48 of the Voter-Approval Tax Rate Worksheet.$0.182000/$100 72. De minimis rate.23 Add Lines 68, 70 and 71.$0.000000/$100 44Tex. Tax Code Section 26.012(8-a) 45Tex. Tax Code Section 26.063(a)(1) 434 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.46 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 year47. NOTE: This section will not apply to any taxing units in 2021. It is added to implement Senate Bill 1438 (87th Regular Session) and does not apply to a taxing unit that calculated its voter-approval tax rate in the manner provided for a special taxing unit due to a declared disaster in 2020, as provided for in the recently repealed Tax Code Sections 26.04(c-1) and 26.041(c-1). In future tax years, 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. In future tax years, this section will also 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). Emergency Revenue Rate Worksheet Amount/Rate 73. 2020 adopted tax rate. Enter the rate in Line 4 of the No-New-Revenue Tax Rate Worksheet.N/A 74. Adjusted 2020 voter-approval tax rate. Use the taxing unit's Tax Rate Calculation Worksheets from the prior year(s) to complete this line. If a disaster occurred in 2020 and the taxing unit calculated its 2020 voter-approval tax rate using a multiplier of 1.08 on Disaster Line 41 (D41) of the 2020 worksheet due to a disaster, enter the 2020 voter-approval tax rate as calculated using a multiplier of 1.035 from Line 49. - or - If a disaster occurred prior to 2020 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 2020, complete the separate 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 2020 if it had generated revenue based on an adopted tax rate using a multiplier of 1.035 in the year(s) following the disaster.48 Enter the final adjusted 2020 voter-approval tax rate from the worksheet. - or - If the taxing unit adopted a tax rate above the 2020 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. N/A 75. Increase in 2020 tax rate due to disaster. Subtract Line 74 from Line 73.N/A 76. Adjusted 2020 taxable value. Enter the amount in Line 14 of the No-New-Revenue Tax Rate Worksheet.N/A 77. Emergency revenue. Multiply Line 75 by Line 76 and divide by $100.N/A 435 78. Adjusted 2021 taxable value. Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet.N/A 79. Emergency revenue rate. Divide Line 77 by Line 78 and multiply by $100. 49 N/A 80. 2021 voter-approval tax rate, adjusted for emergency revenue. Subtract Line 79 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 67 (taxing units with the unused increment rate). N/A 46Tex. Tax Code Section 26.042(b) 47Tex. Tax Code Section 26.042(f) 48Tex. Tax Code Section 26.042(c) 49Tex. Tax Code Section 26.042(b) 50Tex. Tax Code Section 26.04(c-2) and (d-2) SECTION 8: Total Tax Rate Indicate the applicable total tax rates as calculated above. No-New-Revenue tax rate As applicable, enter the 2021 NNR tax rate from: Line 26, Line 27 (counties), or Line 56 (adjusted for sales tax). Indicate the line number used: 26 $0.481842/$100 Voter-Approval tax rate As applicable, enter the 2021 voter-approval tax rate from: Line 49, Line 50 (counties), Line 58 (adjusted for sales tax), Line 62 (adjusted for pollution control), Line 67 (adjusted for unused increment), or Line 80 (adjusted for emergency revenue). Indicate the line number used: 67 $0.553159/$100 De minimis rate If applicable, enter the de minimis rate from Line 72.$0.000000/$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 Tax Code.50 print here Karen Thier Printed Name of Taxing Unit Representative sign here ________________________________________________________________ Taxing Unit Representative Date 8/03/2021 436 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 437 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:   438 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. 439 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. 440 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. 441 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. 442 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." 443 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. 444 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. 445 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. 446 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. 447 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. 448 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. 449 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. 450 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. 451 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. 452 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. 453 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. 454 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 proposed budget. Betty Pamplin, Finance Director Chuck Springer, Administrative Services Robyn Battle, Community Services Rebecca Zook, Development and Infrastructure Services Chief Blasingame, Fire Chief Kowalski, Police Khara Dodds, Development Services James Edwards, HR Frank Jaromin, Public Works Leigh Johnson, IT Dudley Raymond, Parks Leslie Scott, Library Hulon Webb, Engineering Harlan Jefferson Town Manager 455     456