HomeMy Public PortalAbout2021 Budget
2021 Parkville City Budget
Fiscal Year: January 1, 2021 ‐ December 31, 2021
City of Parkville, MO 2021 Operang Budget
2021‐2026 Capital Improvement Program
Picture: Waddell Bridge by Drew Bryan
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Government Finance Officers Associaon of the United States and Canada (GFOA) presented a
Disnguished Budget Presentaon Award to City of Parkville, Missouri, for its Annual Budget for the
fiscal year beginning January 1, 2020. 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
operaons guide, and as a communicaons device.
This award is valid for a period of one year only. We believe our current budget connues to
conform to program requirements, and we are subming it to GFOA to determine its eligibility for
another award.
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ELECTED OFFICIALS
Mayor
Nanee K. Johnston
Aldermen
Tina Welch Ward 1
Philip Wassmer Ward 1
Dave Riman Ward 2
Brian Whitley Ward 2
Robert Lock Ward 3
Douglas Wylie Ward 3
Marc Sportsman Ward 4
Greg Plumb Ward 4
CITY STAFF
City Administrator
Joe Parente
Senior Management Team
Alysen Abel Public Works Director
Mahew Chapman Finance / Human Resources Director
Kevin Chrisman Police Chief
Michelle Hefley Treasurer
Stephen Lackey Community Development Director
Melissa McChesney City Clerk
Anna Mitchell Assistant to the City Administrator
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CITYWIDE ORGANIZATIONAL CHART
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GFOA 2020 Disngu ished Budget Award
Elected Officials and City Staff
Organizaonal Chart
Introducon & Overview
Budget Message
2018‐2019 Goals, Priories, & Acon Items
About Our Community:
Budget Strategies
Budget Process
Budget Development
Budgeng Basics
Other Informaon and Policies
Posion Summary Schedules
Summary of Intergovernmental Fund Transfers
Financial Policies
Financial Summaries
FY 2021 All Funds Summary
General Fund Summary
Detailed Financials
General Fund (10)
Revenues
Expenditures
Administraon Department
Police Department
Municipal Court
Public Works Department
Community Development Department
Operaons Division: Streets
Operaons Division: Parks
Nature Sanctuary
Public Informaon Division
Informaon Technology Division
Capital Outlay
Debt Service Funds (21, 22, 23, 24, 30, 96)
Sewer Fund (30)
Transportaon Fund (40)
Parks Sales Tax Fund (41)
Fewson Fund (45)
Economic Development Fund (46)
Emergency Reserve Fund (50)
Nature Sanctuary Donaon Fund (60)
Parks Donaon Fund (63)
Veterans Memorial Fund (66)
Projects Fund (95)
2021 ‐ 2026 Capital Improvement Program (CIP)
Performance Stascs
Glossary
TABLE OF CONTENTS
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2021 Budget Message
2020‐2021 Goals, Priories, and Acon Items
About Our Community:
Form of Government: Descripon of the Mayor‐Board of Aldermen‐City Administrator
City Demographics: Summary of City populaon stascs and City amenies.
Budget Strategies: Movaons behind this budget document.
Budget Process: Timeline of budget development and implementaon.
Budget Development: Summary of budget work sessions
INTRODUCTION AND OVERVIEW
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November 24, 2020
The Honorable Mayor and Members of the Board of Aldermen
8880 Clark Avenue
Parkville, MO 64152
RE: The 2021 City Budget
Dear Mayor and Board:
In accordance with Secon 112.07 0.D. of the Parkville Municipal Code, I hereby present the 2021 Annual
Operang Budget and 2021 – 2026 Capital Improvement Program (CI P). The budget will be adopted by the Board
of Aldermen on December 15, 2020.
2021 Budget Overview The operang budget includes projected revenues and expenditures for 16 governmental
funds: General Fund, Emergency Reserve Fund, Debt Service Funds (5), Parks Sales Tax Fund, Economic
Development Fund, Fewson Fund, Nature Sanctuary Donaons Fund, Park Donaons Fund, Veterans Memorial
Fund, Projects Fund, Sewer Enterprise Fund, and Transportaon F und. The total operang budget is
approximately $22.6 million as demonstrated in the table below:
In addion to the operang budget, the City has a 5‐year Capital Improvement Program (CIP). The 2021 – 2026
CIP is a planning document that priorizes capital projects and establishes a financing strategy for compleng
each project. The 2021 CIP includes $7.0 million of capital improvements. The 2021 CIP is budgeted as follows:
Sewer Fund (8%), Transportaon Fund (5%), Parks Sales Tax Fund (18%), General Fund (4%), and Projects Fund
(65%). The Projects Fund includes the Highway 9 street improvement projects that are funded with various
revenue sources, including state and federal grants. The five‐year plan (2021‐2026) reflects the priories of the
governing body for the immediate future, but it will be evaluated on an annual basis and adjusted to reflect
changing needs and condions.
Budget Purpose: The budget is the most significant document that the City prepares each year. The budget is
organized to convey to the reader the services being delivered by the municipal government to the community in
2021. The budget serves four primary goals:
Revenues* Expenses Balance
General Fund 6,214,833 5,667,770 547,063
Emergency Reserve Fund 1,332,108 ‐ 1,332,108
Debt Service Funds 2,679,460 2,658,420 21,040
Special Revenue Funds 9,366,589 8,086,568 1,280,021
Sewer Enterprise Fund 2,630,309 1,661,220 969,089
TOTAL $22,223,299 $18,073,978 $4,149,321
*Includes beginning fund balance, excluding debt service funds
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1. Policy Document – The budget is an expression of Board of Aldermen policy. Policy is implemented by the
appropriaons made, projects funded, and staffing authorized for the upcoming year.
2. Financial Plan – The budget sets out how expenditures are to be made and specifies ancipated revenues and
other resources to fund those expenditures. The document is a reflecon of related financ ial policies such as the
Purchasing Policy, Reserve Policy, Debt Management Policy, the Fewson Fund Policy, and the Neighborhood
Improvement District (NID) Financing Strategy. The Capital Improvement Program (CIP) is a long‐term capital
purchase planning document that aempts to balance future needs with future revenue.
3. Operaons Guide – The budget o utlines the broad range of City services provided to cizens according to each
department and division of the government.
4. Communicaons Device – The budget communicates to the public the annual priories of the City of Parkville
and the services purchased with taxes and other fees. The budget contains charts and graphs that are designed
to assist readers with understanding the complex financial data included herein.
Budget Priories for 2021: In each of the past three years, the Mayor and Board of Aldermen parcipated in a
strategic session workshop to review community priories and se t organizaonal goals. A key outcome of the
process in September 2020 was the confirmaon of the City of Par kville Vision Statement:
Vision Statement
Parkville offers an exceponal quality of life for residents and visitors by embracing opportunies to enhance
commerce and economic acvity, while preserving the community’s historic charm, aracve character and
unique natural environments.
The Vision Statement is an expression of the inspiraonal long‐term impact resulng from the work of the City of
Parkville. In addion, the Ma yor and Board idenfied five crical success factors – the things that must go well –
to achieve the City’s vision.
Critical Success Factors
1. Basic Services
Parkville will be a role model for delivery of City services and will meet citizens on their level with
customer service that consistently exceeds expectations.
2. Infrastructure
Maintain existing infrastructure and construct new facilities that support safety, standards, and
aesthetics, using cost efficient and best management practices while thinking strategically.
3. Economic Development
Parkville employs an economic development strategy that supports community and market needs,
provides diverse quality development opportunities, makes strategic use of incentives, and
encompasses all areas of the community.
4. Parks and Recreation
Our parks are regionally recognized for diverse use and quality facilities that provide residents and
visitors an outdoor destination. All neighborhoods will be connected by trail to each other, the City, and
regional park systems.
5. Financial Stability
Stable finances give us a road map for future priorities while guiding staff's allocation of time and
resources. Although a finite resource, it emphasizes the need for quality economic development,
serves as a positioning tool for strategic partnerships, and allows us to make decisions based on long-
term cost efficiencies versus short-term responses.
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The Strategic Planning Report outlines the goals, priories, an d acon items for the upcoming eighteen month
period. This document is ulized a s part of the budget prioriz aon for the 2021 Budget preparaon.
General Fund Overview: The General Fund is the largest governmental fund and accounts for the primary
governmental operaons including administraon, municipal court, police, public works, parks, and community
development. General Fund revenues are healthy, and the projected year‐end revenues for 2020 are expected to
be below projecons by $158,521, or 2.8%. Revenues in 2020 were impacted by COVID‐19 on the economy.
Lower than expected sales tax and municipal court revenue were experienced during the year. Revenues for 2020
were budgeted to account for growth‐related increases in sales taxes, property taxes, and building permits.
The 2020 General Fund Expenses are projected to be below budget by $627,893, or 10%. The reducon in
spending is primarily due to personnel savings, professional services spending, and other budget savings.
Addionally, the city deferred certain capital outlay projects that were budgeted in 2020. The deferral related to
the projected revenue reducon related to COVID‐19, and the des ire to offset the reducon by deferring
projects. The savings will be carried over to 2021 to support one‐me General Fund expen ses including capital
outlay ($323,975).
The recommended General Fund budget includes a 6% operang expe nse increase of $302,329 (net of capital
outlay). Including transfers, expenditures are projected $293,083 below ancipated rev enues for 2020 (net of
fund balance). The 2021 Budget assumes connued revenue impacts associated with COVID‐19 during most of
the year.
The General Fund Operaons Budget includes funds for two new po lice officers. The increase is associated with
the connued populaon growth in Parkv ille. Other increases include Personnel expenses in salaries and related
benefits costs. The budgeted ending fund balance is approximately 19% of 2021 budgeted expenditures, which
exceeds the Board’s goal to maintain a 15% balance. The larger balance is warranted based on the five‐year fund
projecon that includes ongoing transfers to emergency reserves .
Emergency Reserve Fund: The city’s Emergency Reserve Fund is planned in 2021 to be maintained at $1,332,108,
which represents approximately 24% of 2020 General Fund budgeted expenditures (including CIP). This balance is
slightly below the Board’s goal to maintain at least 25% of annual General Fund expenditures in reserve. In recent
years, the Board had strategically grown reserves beyond the minimum target in order to prepare for the need to
backstop special assessment delinquencies for the Brush Creek and Brink Meyer Neighborhood Improvement
Districts (NIDs). Beginning in 2017, the Emergency Reserve Fund began a projected balance reducon in
accordance the approved NID financing strategy. The Emergency Reserve Fund is no longer used for this purpose.
In 2020, the city will complete the sale of city owned land in the NIDs that will generate $400,000 annual
payments due to the city through 2034. This revenue will be used toward NID Debt, with excess revenue
available for General Fund expenses.
Debt Service Funds: During 2020, the one of the city’s debt issuances was rered an d two others were refunded
and issued at a lower interest rate. The River Park NID debt was paid off this year and beginning in 2021, property
owners will no longer have NID Assessments on their property tax bills. The City refunded and reissued Brush
Creek and Brink Meyer NID Bonds in 2020 at lower interest rates. The interest savings will be passed along to the
property owners within the NID District, and to the City of Parkville for the tracts of land it assumed responsibility
for NID debt due to foreclosures. As previously stated, in 2020 the city will complete the sale of city owned land
in the NIDs that will generate $400,000 annual payments due to the city through 2034, a poron of which will be
applied to debt payments. In 2017, the City financed cost associated with the first two phases of the Route 9
Corridor Street Project. With the awarding of addional grant f unds, in 2021 the city will finance the remaining
funds needed to construct the project from Highway 45 to Lakeview Drive. The financing will be supported by the
Route 9 Community Improvement District, which collects a 1% sales tax from retail businesses within the district.
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Sewer Enterprise Fund: The Board of Aldermen’s policy related to the Sewer fund is to maintain working capital
equal to at least 90 days of operang expenses and the annual debt payment. The 2021 budget reflects a
projected balance of working capital above the target. The 2021 Sewer Fund esmated ending fund balance is
$780,189, which is above the working capital of target of $407,513. In addion to roune operang expenses,
the 2021 budget included capital outlay (CIP) of $573,800. The largest poron of funding is recommended to
complete are priority improvements that were idenfied in the 20 08 Sanitary Sewer Evaluaon Study (SSES) and
subsequent closedcircuit television (CCTV) inspecons. The five‐year CIP includes funding to connue an annual
CCTV and cleaning program on a cycle of reviewing the enre san itary sewer system every 8 years in accordance
with industry best management pracces. Funding is recommended to do a major line repair project every two
to three years to keep up with maintenance needs.
Transportaon Fund: Infrastructure has been a Board of Alderman priority for the past several years. Since
2017, Street improvement projects in excess of $2 million were made, including an enhanced street
improvement program and the ini aon of the Route 9 project. Th rough careful planning, the Board has
increased street maintenance repairs to improve streets that were deteriorang at faster rate than basic
maintenance funding could fix. With the compleon of street, cur b, and sidewalk improvements since 2017, the
overall rang of streets in Par kville have improved. It is expected two phases of the Route 9 project will be
started and completed in 2021. The Highway 45 to Lakeview segment is expected to begin construcon in early
spring, and the 6th Street segment following in late spring. The projects will begin a mul ‐year improvement that
will transform the main north‐south artery through the community to a vastly improved transportaon corridor
with pedestrian friendly features, including sidewalks and bike trails.
The 2021 Transportaon Budget includes connued improvements to streets, curbs, and sidewalks. The
proposed budget of $320,000 for improvements is consistent with the priority set by the Board for improving
streets. Beginning in 2018, the City began making annual debt service payments of $215,000 per year through
2022, for the 2017 enhanced street improvement program. Both expenditures have placed stress on the
Transportaon Fund, which is principally supported by transport aon related taxes. The City has aempted to
manage these expenses unl such me the temporary 2018 Street Improvement debt is rered. Included in the
2021 Budget is a reducon of $50,000 in the transfer of funds to the General Fund. The funds, which help
support the personnel costs for the Streets Division of the Public Works Department, are deferred unl such me
the 2017 debt is rered. In addi on, it is projected the 2020 budget will experience a reducon in revenue
associated with COVID‐19. City and county sales tax, and state Motor Fuel Tax revenues are down. Depending on
the final expenses for 2020, the city will likely need to do a transfer from its reserve funds to shore up the
Transportaon Fund Balance. Over the upcoming fiscal years, the City will need to connue to look for ways to
grow and stretch transportaon dollars to help meet these needs .
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Future Outlook: The 2021 budget maintains essenal services at current levels, with the excepon of the Police
Department which will add two new posions. The City is fortuna tely experiencing steady growth in its retail,
residenal, and commercial base t hat bodes well for future financial security. The Board connues to exercise
cauon when implemenng new projects and expanding services bas ed on limited resources for capital projects.
The city expects to connue to be impacted by a reducon in revenue associated with COVID‐19. For 2021, it has
reduced Capital Outlay project spending. Revenues and expenses will be monitored during the year and if
necessary, adjustments will be made. In 2021, the opening of a new feature to Plae Landing Park, the Wetland
Restoraon Project, will take pla ce. In addion to ecological benefits, the project will include an expansion of
recreaonal opportunies in the riverfront parks. The city will also begin implementaon of projects with funds
from the Parks Sales Tax referendum in 2019. These improvements will be made, consistent with the Parks
Master Plan. Lastly, as previously stated, the first two Route 9 Street Projects will be completed, enhancing a
major transportaon corridor in the community.
Acknowledgments: City staff, volunteer board members, and consulng partners work ed hard to prepare the
annual budget that will guide City operaons for the upcoming year. I appreciate the effort of the staff each year
to analyze budget recommendaons and respond to quesons while handling their roune dues. Special thanks
to the Mayor and Board of Aldermen for devong extra me to bud get work sessions and the strategic priories
workshop. Because of your aenon and thoughul input, I am confident this budget reflects the key community
priories for the upcoming year.
Respecully submied,
Joe Parente
City Administrator
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Strategic goals are created through an annual strategic discussion with the Board and Staff. In accordance with
the vision statement and crica l success factors established by the Board of Alderman, and presented in the City
Administrator’s Budget Message, the Board has established the following goals and priories. Staff was directed
to ulize these goals and priories in preparing the annual bud get. Staff was also directed to idenfy
departmental acon items that are intended to address the goals . The City will focus on five Goals Areas to
priorize resource allocaon and guide decision‐ making over th e next 12‐18 months:
A summary is as follows:
GOAL AREA 1: ECONOMIC DEVELOPMENT
STRATEGY A: Develop an Economic Development Markeng Strategy
STRATEGY B: Pursue Economic Development Opportunies in the Community
2020 ‐2021 GOALS, PRIORITIES, & ACTION ITEMS
ACTION ITEM ASSIGNMENT DUE DATE
Update websites for the city and the Parkville EDC to provide cur‐
rent informaon, including demographic data and an inventory of
available sites and buildings.
Community Develop‐
ment and Parkville EDC
Year‐end
Work with the Parkville EDC in developing a Markeng Plan for
Parkville, with a focus on business development, tourism, and the
overall promoon of Parkville f or its strong quality of life and as
an excellent place to do business. Along with this is the planning
for an in the city’s tourism tax revenue to support markeng.
Community Develop‐
ment and Parkville EDC
Year‐end
Work with the Chamber of Commerce and MSPA to market
Parkville businesses to Creekside Baseball Park visitors.
Community Develop‐
ment and Parkville EDC
Short to Mid‐
term
ACTION ITEM ASSIGNMENT DUE DATE
Begin to consider strategies in the 2040 Master Plan for econom‐
ic development markeng, and development opportunies in‐
cluding infill redevelopment.
Community Develop‐
ment
Long Term
Connue to work with the Park ville EDC on business develop‐
ment, redevelopment of commercial properes, and exisng
business retenon efforts.
Community Develop‐
ment
On‐going
Expand efforts to implement the Downtown Redevelopment Plan
to include design guidelines for building renovaon.
Community Develop‐
ment
Year‐end
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STRATEGY C: Improve Signage to Beer Idenfy Parkville Gateway
STRATEGY D: Connue Strong Planning in the Community
GOAL AREA 2: FINANCIAL STABILITY
STRATEGY A: Ask voters to approve a Use Tax.
2020 ‐2021 GOALS, PRIORITIES, & ACTION ITEMS
ACTION ITEM ASSIGNMENT DUE DATE
Explore alternaves for Parkv ille Gateway Signs on the east‐
ern and western Highway 45 city limits. Explore any grant
opportunies.
Public Works Year‐end
As part of the community branding effort, connue the con‐
version of Traffic Signal Mast Arms to match the black theme
concept being iniated for the Route 9 Corridor Project.
Public Works Long‐term
Use Master Plan Update process to increase bike and pedes‐
trian connecvity to downtown, including direconal sign‐
age.
Community Develop‐
ment/Public Works
Long‐term
Install themed traffic signage in downtown, to match the
Wayfinder Signage. Conversion of stop and yield signs.
Public Works Short‐term
ACTION ITEM ASSIGNMENT DUE DATE
Complete the Public Engagement Process Associated with
the Master Plan Update.
Community Development Mid‐Year
Master Plan Adopon Community Development Mid‐Year
Aer the release of 2020 Census Tract and Block data in
2021, develop mapping to be used by the Board of Aldermen
Community Development Year‐end
ACTION ITEM ASSIGNMENT DUE DATE
Establish a me‐line for a ballot referendum and educaonal
campaign.
Administraon Mid‐year
Develop markeng materials to educate the public about the
importance of the Use Tax to support city services; the im‐
pact of leaking sales tax collecons, due to increasing online
sales; and the need to eliminate a compeve disadvantage
for Parkville Businesses.
Administraon Mid‐year
Implement an educaonal campai gn for the public to consid‐
er adopon of the Use Tax.
Administraon Mid‐year
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STRATEGY B: Explore Asking Voters to consider extending the temporary tax levy for Capital
Projects
STRATEGY C: Explore dedicated storm water management funding source to beer leverage
grant funds and increase service level.
STRATEGY D: Monitor any economic impact associated with COVID‐19
GOAL AREA 3: INFRASTRUCTURE AND PUBLIC FACILITIES
STRATEGY A: Explore funding strategy and engagement process for noise reducon zones at
rail crossings.
2020 ‐2021 GOALS, PRIORITIES, & ACTION ITEMS
ACTION ITEM ASSIGNMENT DUE DATE
Monitor sales tax reporng, and other revenue and budget
impacts associated with the economic recession caused by
the COVID‐19 impact.
Administraon Short‐term
Budgeng
Process
and Year‐
end
ACTION ITEM ASSIGNMENT DUE DATE
Develop a meline and the total amount of funding that
would be available if the temporary tax levy for Capital Pro‐
jects were extended.
Administraon Year‐end
Hold a Board of Aldermen Work Session to develop a prelimi‐
nary list of priority Projects. Hold any addional follow‐up
work sessions to refine list, as project informaon and cost
Administraon/Public
Works
Year‐end
Establish a me‐line for a ballot referendum and educaonal
campaign.
Administraon Year‐end
ACTION ITEM ASSIGNMENT DUE DATE
Explore dedicated storm water funding alternaves that are
available to Missouri Fourth Class Cies.
Administraon and Public
Works
Long term
Apply for County storm water grants. Public Works Mid year
ACTION ITEM ASSIGNMENT DUE DATE
Reach out to the City of Merriam to obtain copies contract
documents and other process and procurement documents
Public Works/
Community Develop‐
Short‐term
Communicate with equipment vendors, BNSF Railroad, and
the Federal Railroad Administraon to obtain requirements
Public Works/
Community Develop‐
Mid Year
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STRATEGY B: Improve connecvity and safety with transportaon improvements.
2020 ‐2021 GOALS, PRIORITIES, & ACTION ITEMS
ACTION ITEM ASSIGNMENT DUE DATE
Complete Brush Creek Trail Project in associaon with Plae
County and the Creekside Development.
Community Development/
Administraon
Year‐end
Find a sponsor for the Adopt a Highway beauficaon pro‐
gram approved by the Board, for a segment of Highway 45.
Public Works Year‐end
Develop a Preliminary Plan for the Bell Road Upgrade. Public Works/ Community
Development
Year‐end
Complete Construcon of Route 9 Phase I and II Segment
Street Improvements.
Public Works Mid‐year
Complete Construcon of Route 9 Phase Sixth Street Im‐
provements.
Public Works Year‐end
Explore grant opportunies for next segment of Route 9 Im‐
provements. Perform Preliminary Engineering and Right of
Way work for Route 9 Street Improvements from 4th street
to White Aloe Creek.
Public Works/ Community
Development
Year‐end
In conjuncon with the preliminary design of the Route 9 4 th
Street segment, perform a traffic study of downtown that
will be used as part of the design, and also addresses traffic
flow from FF, truck routes, and loading zones.
Public Works Year‐end
ACTION ITEM ASSIGNMENT DUE DATE
Develop a process and me‐line for working toward the pos‐
sible implementaon of the installaon of noise reducon
equipment.
Public Works/
Community Develop‐
ment/Administraon
Mid‐year
Develop a budget for a noise reducon zone. Year‐end
Public Engagement concerning a proposed Noise Reducon
Zone.
Year‐end
Hold a Work Session with the Board of Aldermen to deal with
key decision points, including costs, locaons, and design con‐
cepts that will produce a final conceptual plan.
Public Works/
Community Develop‐
ment/Administraon
Mid‐year
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STRATEGY C: Improve condion and life of infrastructure
STRATEGY D: Provide quality public facilies located to best serve community
GOAL AREA 4: PARKS AND RECREATION
STRATEGY A: Connue to implement Prop P Funding and Parks Master Plan
2020 ‐2021 GOALS, PRIORITIES, & ACTION ITEMS
ACTION ITEM ASSIGNMENT DUE DATE
Support MODOT adequate funding levels for transportaon
system.
Public Works On‐going
Connue to make progress on s anitary sewer repairs and
maintenance.
Public Works Long‐term
Iniate planning for long term upgrades of the Sewer Plant,
in coordinaon with Alliance Wa ter Resources and the City
Engineer.
Public Works Year‐end
Develop a Storm water System Master Plan to beer under‐
stand problems, long‐term costs, and potenal funding strat‐
egies.
Public Works Long‐term
ACTION ITEM ASSIGNMENT DUE DATE
Explore Kiosk in downtown and parks that include Wi‐Fi ca‐
pabilies; Electric Vehicle Charging Staons in City Lot.
Community Develop‐
ment/Public Works
Year‐end
Plan and budget for final phases of city hall security up‐
grades.
Administraon Short‐term
Plan and budget for city hall improvements. Administraon Short ‐term
Develop a preliminary plan and cost esmate for the devel‐
opment of the Brink Meyer Road Police Substaon.
Police Department/
Public Works
Year‐end
Work with the Animal Shelter to find a permanent home. Administraon Long‐term
ACTION ITEM ASSIGNMENT DUE DATE
Complete final flood restoraon of parks. Seek reimburse‐
ment of expenses from FEMA Federal Disaster Recovery Pro‐
gram.
Public Works Short‐term
Construct projects that were iniated and designed in 2020. Public Works On‐going to
Year‐year
Collaborate with the Plae County Parks Commission on a
possible joint funded Sports Field Project.
Public Works/
Administraon
Short‐term
Complete design for a Sports Field Project. Public Works Mid‐year
Begin phased construcon for a Sports Field Project. Public Works/
Administraon
Year‐end
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GOAL AREA 5: SERVICE‐DELIVERY & COMMUNICATIONS
STRATEGY A: Communicate more effecvely with community stakeholders.
STRATEGY B: Fully ulize available technology for city operao ns and security with the tech
support needed for improved staff efficiency and effecveness.
STRATEGY C: Determine when to add staffing as community grows.
2020 ‐2021 GOALS, PRIORITIES, & ACTION ITEMS
ACTION ITEM ASSIGNMENT DUE DATE
Communicate beer to help tell the true story of public safe‐
ty rather than percepon of crime.
Administraon On‐going
Add addional staffing resources for proacve communica‐
ons implementaon.
Administraon Mid‐term
As an internal communicaon tool, develop a communica‐
on digest of acvies during the year.
Administraon Short‐term
Connue to expand communicaons, introducing addional
methods in the communicaons plan.
Administraon Long term
ACTION ITEM ASSIGNMENT DUE DATE
Explore opons for Complaint Log Database System So‐
ware.
Administraon Year‐end
Explore Budgeng, Capital Development, and Asset Manage‐
ment Soware and iniate procurement process.
Administraon Year‐end
Purchase Parks and Recreaon Reservaon soware, or de‐
velop in‐house with enhancement to exisng soware.
Administraon Year‐end
ACTION ITEM ASSIGNMENT DUE DATE
As part of the budget process, priorize the addion of
staffing – in parcular the parks, public works maintenance
and the police.
Administraon Annual
Budgetary
Process
Implement porons of the staffing plan as service level and
organizaonal capacity needs increase.
Administraon Long‐term
Assess the ming of the creao n of a standalone Parks De‐
partment and the hiring of a Parks Director.
Year‐end
Update salary survey data for the Compensaon Study, for a
2022 Five Year Update.
Administraon Year‐end
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Form of Government
Parkville operates under a Mayor‐City Administrator‐Aldermen form of government. The mayor is
elected at‐large for a three‐year term (beginning in 2019) and two board members are elected for two‐
year terms from each of the City’s four wards.
The Mayor and Board of Aldermen provide leadership in seng and achieving community policy,
establishing the budget, and hiring the administrator/department heads. The Mayor and Board are
commied to the provision of efficient and quality services essen al to the quality of life cizens enjoy
in Parkville.
The day‐to‐day operaons of City government are handled by a pr ofessional staff headed by the City
Administrator. The City Administrator recommends the annual budget, implements policy adopted by
the governing body, hires addio nal staff, and supervises department head level posions.
City Demographics
The City of Parkville, Missouri, is a fourth‐class city* organized and exisng under the laws of the State
of Missouri. What constutes a f ourth class City is the form of government and the populaon of the
City at the me of its incorporaon. The City is located approx imately 10 miles northwest of downtown
Kansas City, Missouri, in Plae County, Missouri. Plae County , Missouri, is in the northwest poron of
the state of Missouri.
In 1990 the City had 2,402 residents, in 2000 the City had 4,059 residents, and in 2010 the City had
5,311 residents. Since then, the populaon of Parkville has sho wn a consistent yearly increase, showing
our most recent census populaon of 6724 in 2019.
ABOUT OUR COMMUNITY
*Class of city is determined by populaon size at the me of in corporaon.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
Median Household Income Per Capita Median Income
Income Per Household and Per Person
2013 2014 2015 2016 2017 2018 2019
19
Municipal Services and Ulies:
The City provides many municipal services including police, public works, parks, community
development, and municipal court. The City provides public wastewater and stormwater services for
the majority of the City. For the remainder of the services provided to the cizens of Parkville, the City
partners with the Southern Plae Fire District and Ambulance de partment, Missouri American Water,
Spire Gas and Evergy.
Transportaon and Facilies:
The City is located near the following four major highways: Interstate 435, Interstate 29, Interstate
635 and Missouri Route 152. Missouri state highways 45 and 9 also bisect the City. Because of its
locaon, the City’s residents h ave a short commute into downtown Kansas City, the Kansas City
Internaonal Airport, and Kansas City’s Downtown Airport, providing both commercial and charter
flights.
Educaonal Facilies:
The City is served by the Park Hill School District that currently holds an “accredited with disncon”
rang from the State of Missouri Department of Elementary and Secondary Educaon, which is the
highest aainable rang. The Park Hill School District is comprised of nine elementary schools, three
middle schools, two high schools, and one alternave school. Of these schools, the most commonly
aended are Graden Elementary, L akeview Middle School, and Park Hill South High School.
The City’s metropolitan locaon p rovides residents with easy access to several colleges and universies
for undergraduate, graduate, and connuing educaon opportunie s. The City is home to Park
University, a private, four‐year liberal arts instuon founded in 1875, with a full‐ and part‐me
enrollment of more than 11,000 students at 40 campus locaons across the United States.
Recreaonal Facilies:
The City is well known for its restaurants and “Main Street” appeal. The City maintains six public parks
and two nature sanctuaries. The City assumed maintenance dues of Plae Landing Park in summer
2014 and acquired the land from Plae County in February 2018. The City is also home to The Naonal
Golf Club, a private golf course designed by Tom Watson.
Medical and Health Facilies:
The City is served by the following hospitals: Providence Medical Center approximately 8 miles from
the City in Kansas City, Kansas; the University of Kansas Hospital, located approximately 9 miles from
the City in Kansas City, Kansas; North Kansas City Hospital, located approximately 9 miles from the City
in North Kansas City, Missouri; and St. Luke’s Northland Hospital, located approximately 7 miles from
the City in Kansas City, Missouri. American Medical Response (AMR) provides ambulance services
within the City under contract with the Southern Plae County A mbulance District. Addionally, there
are numerous physicians and denst s which serve the residents of the City.
ABOUT OUR COMMUNITY
20
Maintaining the Financial Health of the City:
While aempng to provide cizens with high quality services for the lowest responsible cost, the
Mayor and the Board of Aldermen have the challenge of ensuring that the City maintains a sound
financial condion. The City of P arkville’s financial posion is monitored and reviewed by the City
Administrator, staff, and the Board of Aldermen.
The Board has closely examined past expenses with the help of enhanced financial reporng. Using
informaon from past years, the Board has aempted to minimize projected expenses in selected
areas in order to direct funding to the areas of greatest importance to the cizens.
Providing Quality Services at a Reasonable Cost:
The Mayor, Board of Aldermen, and staff place a high priority on listening to and addressing the
concerns of the cizens in the community. As a result, the Boar d recognizes that there are significant
planning and infrastructure needs to be addressed and have documented those concerns in the long
range CIP. Simultaneously, the Board is aware that everyday maintenance and repair of infrastructure
and amenies are of great import ance and connues to mindfully budgets for these expenses.
Long and Short Term Goal Seng:
The Board of Aldermen developed five crical success factors at the Board’s annual strategic planning
workshop. This budget document drew direcon primarily from the se priories and other issues raised
by the Mayor, Board of Aldermen, and staff throughout the budget process. The City recognizes that it
is important to have short‐ and long‐term goals to drive future budget documents and community
development in a coherent direcon. Short‐term goals are stated throughout the budget detail,
showing this year’s goals for each department. With both long‐ and short‐term goals in mind, this
budget document is intended to be an accurate projecon of over all revenues and expenses.
Moreover, this budget represents a good faith effort to provide the cizens of Parkville a high quality
of service at the lowest responsible cost
BUDGET STRATEGIES
21
S M T W T F S
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
August
S M T W T F S
30 31 1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30
September
S M T W T F S
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
October
S M T W T F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30
November
S M T W T F S
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31
December
July 2020
17th Budget worksheets issued to staff for capital and operating budgets (all funds).
Preliminary review of parks and nature sanctuary budget request by Community Land and
Recreation Board (CLARB).
27th Review 2021 budget calendar with Finance Committee
August 2020
18th Public hearing on the revised property tax levy for the 2021 tax year.
28th Deadline for departments to have 2021 Budget requests in to the City Administrator.
September 2020
4th Board of Aldermen priority setting workshop
1st-7th Review and creation of initial operating budget for major funds and Capital Improvement Program.
9th Final review of Parks and Nature Sanctuary budget request by Community Land and Recreation
Board (CLARB)
14th - 22nd City administrator and department head budget meetings
October 2020
1st - 9th Review and creation of second iteration of operating budget for major funds and CIP
13th Planning and Zoning Commission review of proposed projects for 2021-2025 CIP
20th First budget work session with the Board of Aldermen on proposed 2021 budget
(3rd Tuesday - 5:30 p.m.) Revenue forecast, General Fund operating budget, Emergency
Reserve Fund, Debt Service Funds, minor funds
26th Second budget work session with the Board of Aldermen on proposed 2021 budget and 2021-
2025 CIP. (Monday – 5:30 p.m.) Capital Improvement Plan, Parks Sales Tax Fund,
Transportation Fund, General Fund operating follow-up
November 2020
3rd Third budget work session with the Board of Aldermen on proposed 2020 Budget and 2021-2025
CIP. (1st Tuesday – 6:00 p.m.) Sewer Fund, miscellaneous follow-up
17th Fourth and final budget work session with the Board of Aldermen on proposed 2021 Budget and
2021-2025 CIP. (3rd Tuesday – 6:00 p.m.) Summary review of final budget; follow-up from past
budget work sessions.
December 2020
1st First reading of ordinance adopting the 2021 budget, 2021-2025 CIP (1st Tuesday – 7:00 p.m.)
15th Second and final reading of ordinance adopting the 2020 budget and 2021-2025 CIP, and
amended 2020 City Budget for select funds if necessary
(3rd Tuesday – 7:00 p.m.)
2021
January 1st 2021 fiscal year begins
February 9th Publication of adopted 2021 budget document
: Denotes an acon or review by the Board of Aldermen
BUDGET PROCESS: CALENDAR OF EVENTS
22
The City operates on a January 1 – December 31 fiscal year and therefore must adopt a 2019 budget
before the end of the previous calendar year. The full process involved three budget work sessions
followed by final review and adop on of the budget at a regular meeng. The budget uses a line item
level of budgetary control.
Work Session #1, October 20, 2020:
City Administrator Joe Parente provided an overview of the 2021 proposed budget; presentaon aached as
Exhibit A. He summarized the 2020 year‐end budget, nong that i t was ancipated to be approximately $1.5
million. He noted that the River Park Neighborhood Improvement District debt would be paid off in 2020. In
regards to the 2021 budget, he provided an overview of the impacts on the City's revenues due to COVID‐19 and
highlights of the 2021 General Fund budget, including a three percent wage increase, the addion of two police
officers, an increase in workers' compensaon coverage and health benefits costs and the total to fund Capital
Improvement Program projects.
Discussion focused on the Federal Emergency Management Agency reimbursements for flood expenses from the
2019 flood; Public Works Director Alysen Abel said she ancipate d that all the reimbursements would be
received in November. The Board recommended that staff look into asking voters to approve the use tax for
online sales in 2021. Further discussion focused on the proposed salary increase and updang the salary survey in
order to stay in‐line with other organizaons. They also discus sed opportunies to improve court revenues and
possible opons such as consolid aon with other cies' courts or transferring it to Plae County.
Work Session #2 October 28, 2020:
Assistant to the City Administrator Anna Mitchell provided an overview of 2021 Capital Improvement Program
(CIP), presentaon aached as Exhibit A. She began with a summa ry of the 2020 CIP, nong that 86 percent of
the projects were completed and 7.5 projects would be carried over to 2021. She provided an overview of the
2021 Parks Sales Tax Fund CIP and discussion focused on purchasing the tractor and grading equipment using
General Fund money instead. Mitchell noted staff would discuss it with the Community Land and Recreaon
Board at its November meeng.
Mitchell discussed the Transportaon Fund, nong that revenues would not meet the esmated revenues due to
COVID‐19 and revenues were ancipated to also be flat in 2021. B ecause savings were not ancipated in the
2020 budget, staff ancipated that a transfer from reserves would be needed to cover the loss. She noted that
once the 2017 street enhancement financing debt was paid off, the money would be used for CIP projects.
Public Works Director Alysen Abel provided an overview of the Transportaon Fund. The 2021 budget did not
include the purchase of a new truck because staff wanted to be sure the budget was balanced. Discussion
focused on using the Emergency Reserve Fund during COVID. Some board members were in favor of using the
funds, but recommended that the City maintain the minimum amount in the fund that was required per policy.
The consensus of the Board was to not purchase a truck in 2021.
Abel provided an overview of the street rangs, nong that the street maintenance line item was over budget in
2020 for mill and overlay in Riss Lake in order to complete all the streets and improve the street rangs.
As a follow‐up to the first budget work session, City Administrator Joe Parente discussed the wayside horns
budgeted in 2021 for planning and construcon in 2022, possibly moving up the monument sign work to 2022
and staff beginning discussions about the police substaon in we stern Parkville in 2021. Discussion focused on
purchasing a tractor in the Parks Sales Tax Fund, maintenance of Pocket Park in 2021 and fund balances in the
Transportaon Fund.
Further discussion focused on court revenue projects, increasing seasonal park employees from four to six and
phasing in or hiring two police officers at the same me in 2021. Parente responded that the police officer
salaries were be budgeted in 2021 and staff would determine when to hire the officers. Regarding court
revenues, he explained how staff determined the 2021 esmates an d regarding the seasonal parks employees he
said staff would look at adding one posion and then could deter mine if addional staff was needed.
BUDGET DEVELOPMENT
23
Work Session #3 November 3, 2020:
Public Works Director Alysen Abel provided an overview of the sewer budget; presentaon aached as Exhibit A.
She noted that the Riverchase Forcemain relocaon was not budge ted because City staff was nofied mid‐year
that it needed to be relocated for a Missouri Department of Transportaon project. She also said project budgeted
in 2020 was intenonally deferre d. In regards to the Capital Improvement Program, staff wanted to be sure to
keep the fund balance higher to cover future expenses for sewer plant upgrades.
Discussion focused on updang the sewer a llocaon study, looking at the possibility of selling the sewer ulity and
the transfer to the General Fund.
Abel provided an overview of budget recommendaons for 2021 tha t included a three percent rate increase for
sewer customers. Discussion focused on the percentage of the increase and it was recommended that the
increase be five percent with the addional two percent tbe adde d to the General Fund transfer. The Board also
requested that staff consider making it a stand‐alone department that was self‐sufficient and did not rely on the
General Fund.
Work Session #4 November 17, 2020:
City Administrator Joe Parente provided a follow‐up to the prior budget work sessions; presentaon. In regards to
the General Fund, he said that the fund balance at the end of the year was projected to be $1.7 million; the fund
balance acted as a reserve and drove how much could be spend the following year on the Capital Improvement
Program (CIP). He noted that the fund balances would begin to decline in 2022 and could impact CIP spending.
Staff was mindful of the budget because of the impacts of COVID.
Parente provided an overview of the Transportaon Fund, nong t hat the ending fund balance was projected to
have a deficit of approximately $141,000 and the best pracce was to hold three months o f operang expenses in
reserves. A transfer from the Emergency Reserve Fund would be needed to cover a deficit. Parente said that the
fund would remain the same unl the 2017 street maintenance financing debt was paid off in 2022.
Parente provided an overview of the Parks Sales Tax Fund, nong that staff recommended developing a policy to
determine what items could be purchased with sales tax funds. In regards to Pocket Park, staff planned on
budgeng funds to address the safety measures recommended by th e Board of Aldermen at the November 3 work
session. Discussion focused on funding immediate repairs that included the bollards and railing on the steps.
Parente said that the Community Land and Recreaon Board planne d to discuss the CIP at its meeng on
November 18.
Discussion focused on implemenng a use tax for online sales that included educang the public and holding
special elecon in August to implement a use tax on online sales.
BUDGET DEVELOPMENT
24
Basis of Budgeng:
Parkville uses the cash‐basis method of accounng for budgeng and operang purposes. This means
that all expenditures that are included in the budget for any year are expected to be paid from
revenues or funds that will be received and available during that same year. This helps to ensure cash
on hand will be sufficient at any me for expenditures and avoids unnecessary complexity to both the
budgeng and financial operang processes. Year‐end accrual adju stments enable the City to report
its annual audited financial statements according to the modified accrual basis.
Balanced Budget Definion:
For the purpose of budgeng, the City defines a balanced budget as all expenditures included in the
budget are balanced by funds that are ancipated to be availabl e during the budget year, either from
revenues described in the budget, or from exisng fund balances that will be carried over from the
prior year. It is an ongoing Board goal to maintain a minimum of 15% of budgeted expenditures in
reserves.
Esmang Revenues for the Budget Year:
Revenues from most sources are fairly consistent from year to year. This enables reasonably accurate
revenue predicons to be made based on current year revenue and underlying trends over the
previous several years. Property tax revenues for the coming year are determined by assessed
valuaon and the tax levy rate, both of which are known well in advance of the budgeng process.
Certain revenues, including electric, gas, and water ulity gro ss receipts taxes vary with severity of
seasons which cannot be predicted in advance. These revenues are budgeted conservavely to allow
for variaons that reduce tax revenue below typical averages. O ther types of revenue, notably
building permit fees, vary considerably with associated business cycles and are esmated from
underlying current and expected acvies related to that revenu e source.
Differences between the City budget accounng and modified accrua l year‐end financial statements:
The adjustments needed at year end to prepare for modified accrual accounng for the annual audit
and financial statements are enr ely operaonal and consist of idenfying and recording at year end
all outstanding expenditures that were appropriated from the ending year’s budget and recording all
revenues that were “earned” prior to the end of the year. Earned revenues include various sales taxes
and sewer charges for periods up to December 31 which may not be received unl January or
February of the following year. Because these amounts are largely offset by similar accruals for the
previous year, no adjustments to the budget are required.
Budget Amendment Process:
If the need arises, the budget is able to be amended by the Board of Alderman through the first and
second reading of an ordinance. The approval of the ordinance will effecvely change the budgeted
amount for the year in queson. Budget amendments may be requir ed in the case of project carryover
from one year to the next, an unexpected large expenditure that can be supported by preexisng
revenues, or any other reason that would require the budget expenditures to be altered.
BUDGETING BASICS
25
In this secon:
Posion Summary Schedule: Number of posions and salaries organized at the
departmental level.
Summary of Intergovernmental Fund Transfers: Chart of fund to fund transfers.
Financial Polices: Summary of financial polices enacted by the City.
Credit Card Handling Policy
Reserve Policy
Debt Management Policy
Economic Development Incenves Policy
Economic Development NID Incenves Policy
Employee Salary Schedule
Fewson Fund Policy
Parkville Police Community Assistance Fund
Purchasing Policy
Miscellaneous Expense Authorizaon and Reimbursement Policy
Rate Increase for the Parkville Sewer Ulity/Sewer Ulity Bil ling Policies &
Procedures
Records Retenon Policy
OTHER INFORMATION & POLICIES
26
MAYOR AND BOARD
Number of Positions Personnel Budget
2019 9 $57,600
2020 9 $57,600
2021 9 $57,600
Change 0 -
% Change 0% -
Incumbent 2021 Positions Status
Johnston Mayor Elected Part-Time
Wassmer Ward 1 Alderman Elected Part-Time
Welch Ward 1 Alderman Elected Part-Time
Whitley Ward 2 Alderman Elected Part-Time
Rittman Ward 2 Alderman Elected Part-Time
Wylie Ward 3 Alderman Elected Part-Time
Lock Ward 3 Alderman Elected Part-Time
Plumb Ward 4 Alderman Elected Part-Time
Sportsman Ward 4 Alderman Elected Part-Time
ADMINISTRATION
Number of
Positions Personnel Budget
2019 6.5 $417,073
2020 6.5 $419,182
2021 6.5 $422,784
Change 0 $3,602
% Change 0% 0.86%
Incumbent 2021 Positions Status
Parente City Administrator Full-Time
McChesney City Clerk Full-Time
Hefley Treasurer Full-Time
Chapman Finance/HR
Director Full-Time
Mitchell Asst to the CA Full-Time
Kaiserski Billing Clerk Full-Time*
Stark Receptionist Part-Time
Morton Receptionist Part-Time
PUBLIC WORKS - ADMINISTRATION
Number of
Positions Personnel Budget
2019 3 $154,159
2020 3.5 $205,489
2021 3 $197,611
Change -0.5 ($7,878)
% Change -14% -3.83%
Incumbent 2021 Positions Status
Abel Director Full-Time
Buckmaster Department
Assistant Full-Time
Blair Construction
Inspector Part-Time
Ashley Project Manager Part-Time
MUNICIPAL COURT
Number of
Positions Personnel Budget
2019 2 $84,953
2020 2 $87,991
2021 1.5 $65,803
Change -0.5 ($22,188)
% Change -25% -25.22%
Incumbent 2021 Positions Status
Humiston Judge Elected Part-Time
Rizzuti Administrative
Court Clerk Full-Time
COMMUNITY DEVELOPMENT
Number of Positions Personnel Budget
2019 5 $224,505
2020 5 $225,554
2021 4.5 $258,023
Change -0.5 $32,469
% Change -10% 14.40%
Incumbent 2021 Positions Status
Lachky Community Dev.
Director Full-Time
Giarratana Building Official Full-Time
Gault Building Inspector Full-Time
Guilford Code Enforcement Part-Time
Stanton Department
Assistant Full-Time
*Shared full‐me between Sewer and Administraon
Department
** Change due to addion of more hours to PNS Director,
and addion of two more Police Officers.
POSITION SUMMARY SCHEDULE
TOTAL POSITION SUMMARY
Number of
Positions Personnel Budget
2019 56 $2,393,979
2020 56.5 $2,464,812
2021 58.5** $2,621,344
Change 2 $156,532
% Change 3% 5.97%
27
POLICE
Number of Positions Personnel
Budget
2019 18 $924,023
2020 18 $942,461
2021 20 $1,049,980
Change 2 $107,519
% Change 11% 11.41%
Incumbent 2021 Positions Status
Chrisman Chief Full-Time
Jordan Captain Full-Time
Hubbell Sergeant Detective Full-Time
Shadid Sergeant Full-Time
Stone Sergeant Full-Time
Tomlin Officer Full-Time
Gee Officer Full-Time
McMillen Officer Full-Time
Ingram Officer Full-Time
Sollars Officer Full-Time
Wooldridge Officer Full-Time
Brown Officer Full-Time
Layton Officer Full-Time
Goens Officer Full-Time
Heckadon Officer Full-Time
Hill Officer Full-Time
Allwood Officer Full-Time
Liberty Receptionist Full-Time
Vacant Officer Full-Time
Vacant Officer Full-Time
SEWER UTILITY
Number of Positions Personnel
Budget
2019 0.5 $20,368
2020 0.5 $20,879
2021 0.5 $29,137
Change 0 $8,258
% Change 0% 40%
Incumbent 2021 Positions Status
Kaiserski Sewer Billing Clerk Full-Time*
PUBLIC WORKS – OPERATIONS (STREETS)
Number of Positions Personnel
Budget
2019 6 $291,847
2020 6 $285,597
2021 7 $293,656
Change 1 $8,059
% Change 17% 2.82%
Incumbent 2021 Positions Status
Schank Operations Director Full-Time
Johnson Skilled Laborer Full-Time
White Skilled Laborer Full-Time
Lovell Laborer Full-Time
Whitby Laborer Full-Time
Taylor Laborer Full-Time
Vacant Laborer Full-Time
PUBLIC WORKS – OPERATIONS (PARKS)
Number of
Positions Personnel Budget
2019 5 $182,636
2020 5 $184,008
2021 5 $197,124
Change 0 $13,116
% Change 0% 7.13%
Incumbent 2021 Positions Status
Barnard Superintendent Full-Time
Phelan Laborer Full-Time
Schaffner Laborer Full-Time
Vacant Seasonal Laborer Seasonal Full-Time
Vacant Seasonal Laborer Seasonal Full-Time
Vacant Seasonal Laborer Seasonal Full-Time
Vacant Seasonal Laborer Seasonal Full-Time
NATURE SANCTUARY
Number of Positions Personnel Budget
2019 1 $36,815
2020 1 $36,051
2021 1.5 $49,626
Change 0.5 $13,575
% Change 50% 38%
Incumbent 2021 Positions Status
Bontrager Director Full-Time
Frazier Assistant Director Part-Time
POSITION SUMMARY SCHEDULE
1.0 = Full Time Posion (In cluding Elected Officials)
0.5 = Part‐me or Seasonal Full/Part Time
Note: Personnel Budget includes salaries and overme only.
28
City of Parkville
Intergovernmental Fund Transfers for 2021
Purpose / Fund General Fund
(10)
Sewer Fund
(30)
Transportaon
Fund (40)
Sewer Debt
Service
Funds (30)
Parks Sales
Tax (41)
Brush Creek
NID (23)
Brink Meyer
NID (24)
Administrave costs
aributed to sewer
operaons.
300,000 (300,000) ‐ ‐ ‐ ‐ ‐
Transportaon
revenue transferred
to cover Street
Division expenses.
175,000 ‐ (175,000) ‐ ‐ ‐ ‐
Transfer for Sewer
Debt Service
payments.
‐ (180,877) ‐ 180,877 ‐ ‐ ‐
Funding of the Parks
Project Manager 41,200 ‐ ‐ ‐ (41,200) ‐ ‐
Transfer to Brush
Creek NID Debt (112,357) ‐ ‐ ‐ ‐ 112,357 ‐
Transfer to Brink
Meyer NID Debt (247,063) ‐ ‐ ‐ ‐ ‐ 247,063
SUMMARY OF INTERGOVERNMENTAL FUND TRANSFERS
29
Credit Card Handling Policy
The City of Parkville Municipal Code Title VIII, Chapter 800, Secon 800.020 ancipates the acceptance
of credit and debit cards for various municipal sales transaco ns and enacts convenience fee charges
regarding the same. Per Secon 112.080 (B) of the Parkville Municipal Code, the City created an
administrave Credit and Debit C ard Handling Policy to establish the procedures for proper handling of
credit and debit card transacons.
The City of Parkville must take appropriate measures to protect credit and debit card numbers. Credit
card and debit payments must be processed in compliance with Payment Card Industry Data Security
Standard (PCI DSS) requirements which are intended to limit exposure and/or the of personal
cardholder informaon. The City of Parkville must adhere to these standards in order to retain the
ability to accept credit and debit card payments. The policy, which is signed by city employees, is
intended to ensure that credit and debit card informaon is han dled and disposed of in a manner that
sasfies the City’s obligaon to protect such informaon to the level that is required by the PCI DSS.
Reserve Policy
The establishment and maintenance of adequate cash balances and reserves allow the City financial
flexibility and security and is recognized as an important factor considered by bond rang agencies and
the underwring community when reviewing City debt issuance. Al ong with maintaining the City’s
credit worthiness, such cash balances and reserves provide the means to handle economic
uncertaines, local disasters, and other unancipated financial hardships, as well as to meet cash flow
requirements. It is the objecve of the policy that fund balanc e levels will be sufficient to meet funding
requirements for projects approved in prior years that are carried forward into the new year including
debt service reserve requirements, reserves for encumbrances, and other reserves or designaons
required by contractual obligaons or generally accepted accoun ng principles.
Debt Management Policy
In 2014, the City adopted a Debt Management Policy. The policy establishes criteria by which the City
will evaluate debt issuance in order to appropriately limit the City’s financial exposure. It also sets
protocols for the administraon and financing of all debt issues and post‐issuance compliance. It is the
objecve of the policy that (1) the City obtain financing only w hen necessary, (2) the process for
idenfying the ming and amount of debt or other financing be as efficient as possible, (3) the most
favorable interest rate and other related costs be obtained, and (4) when appropriate, future financial
flexibility be maintained.
The policy includes secons regard ing general debt management, debt evaluaon criteria,
administraon and financing, debt limitaons, refunding of debt, conduit financings, and post issue
management. A copy of the policy can be obtained by contacng P arkville City Hall.
FINANCIAL POLICIES
30
Economic Development Incenves Policy
In 2010, the City adopted the Parkville Plan for Progress pursuant to Resoluon 09‐01‐10 seng forth a
strategic plan for economic development for the City. The Plan for Progress called for the formaon of
the Parkville Economic Development Council (EDC) to encourage and facilitate responsible economic
development within the City and outlined several goals and implementaon recommendaons to
achieve those goals. The EDC completed one of the implementaon items by the adopon of an
Economic Development Incenve Policy.
The City recognizes the importance of the efficient and effecve u se of limited public and private
resources and incenve programs to facilitate responsible economic development. The City further
recognizes that the City's adopo n of an economic development incenve policy is essenal to its
responsible use of these limited resources. In furtherance of the Plan for Progress, the City adopted the
Economic Development Incenve Policy (EDI Policy) to guide the City and staff in the responsible use of
incenve programs within the City in 2011.
Economic Development NID Incenves Policy
In 2015, the Board of Aldermen adopted Resoluon No. 09‐04‐15 a ffirming the City’s willingness to use
public incenves to offset the impact of the Brush Creek Drainage and Brink Meyer Road NIDs
assessments on development. The resoluon is a policy statement that is intended to supplement the
master EDI Policy. The resoluon states that owners who are del inquent on NID assessments will not
be considered for incenves and Tract 9 (45 Park Place) will be given the highest priority for public
incenves since it carries the greatest debt burden. The policy is a markeng tool to generate more
developer interest in the properes. During 2019, the City ent ers into a series of transacons with
Creekside Development. Economic Incenves were provided. A Deve lopment Agreement was
approved which includes an annual payment to the City for the remaining term of the NID debt. The
annual payment will offset most of the City’s cost of the NID debt.
Employee Salary Schedule
On December 19, 2017, the Board of Aldermen adopted Ordinance No. 2930 reclassifying all employee
posions and establishing the com pensaon for each associated c lassificaon. Earlier in 2017, a
classificaon and compensaon study was completed by a third party contractor. Direcon from the
Board on Aldermen included an implementaon of 50% of the compe nsaon study as the first step to
bringing all employees up to the minimum of all classificaons.
FINANCIAL POLICIES
31
Fewson Fund Policy
In 1998, Parkville resident George W. Fewson le a poron of hi s estate in trust to the City of Parkville
for the purpose of establishing a project fund. The will spula ted that earnings from the fund were to
be distributed so that one‐half of the earnings would be given to the City for “general projects of the
City,” which the City has interpreted to mean projects of a capital improvements nature. The remaining
one‐half was to be returned to the project fund principal. In 2010, in order to reduce administrave
fees and eliminate income taxes on the fund’s earnings, the trust was dissolved and the City assumed
responsibility for the Fewson Fund as a governmental special revenue fund (Ordinance No. 2534). The
Fewson Fund funds or finances capital projects of the City of Parkville.
Parkville Police Community Assistance Fund
In 2010, a fund was created by members of the Parkville Police Department and one donor to assist
children and families in need during the Christmas season. The children and families were idenfied by
the Park Hill School District and through contacts with members of the police department.
The iniave has connued with great success and connues to gr ow with cizen parcipaon and
increased donaons yearly. While the main benefactor of the fund is the “Shop with a Cop” program,
the fund is intended for other assistance programs similar in nature at the discreon of the Chief of
Police.
Purchasing Policy
The purpose of the policy is to broadly define procurement procedures to follow based on the type of
good or service being acquired. The policy includes general purchasing rules and requirements, revised
levels of purchasing authority, a secon regarding the disposal of city assets, and references to
standard contract and bidding documents for a variety of projects and purchases. In 2017, the Board of
Aldermen approved Resoluon No . 17‐016 to adopt revisions to the Purchasing Policy to allow greater
flexibility related to smaller equipment, construcon, and profe ssional services purchases.
Miscellaneous Expense Authorizaon and Reimbursement Policy
In 2015, the Miscellaneous Expense Authorizaon and Reimburseme nt Policy was adopted to ensure
accountability and outline proper record‐keeping and approval levels for reimbursement of
miscellaneous expenses, including non‐intrinsic memento‐type gis, other gis of a minor nature,
flowers, and City business related meals involving non‐City employees.
FINANCIAL POLICIES
32
Rate Increase for the Parkville Sewer Ulity / Sewer Ulity Billing Policies & Procedures
In 2019, the sewer rate was increased to 10%, for the fourth year in a row. The increase helped to offset
the increased maintenance to the sewer system. The board approved a modest increase of 5% for 2020,
which results in a rate increase of approximately $2.52 per month for the average user. To support the
operang budget and six‐year CIP , a 10% sewer rate increase was adopted for 2018. A 10% rate increase
was implemented in 2017 and a 2.5% rate increase was implemented in 2016. These rate increases allow
the City to implement the proposed capital projects and to preserve working capital equal to the target
established in the reserve policy of 90 days of operang reserves plus one year of debt service payments.
The City of Parkville idenfies se wer customers based on water service customer records. For all but a few
customers, this informaon comes from Missouri American Water Company (MOAM). Home and business
owners may either call or come to the office to set up a sewer service account for a new customer or to
update exisng customer informao n. The City will bill for service based on the informaon received from
MOAM, or other water authority, and any changes will take effect for the following monthly billing cycle.
Records Retenon Policy
In 2016, the Records Retenon Po licy was adopted to guide the City in the organizaon of records, the
disposal of records that have exceeded their required retenon period, the protecon and security of
records, and the conservaon of records to ensure longevity of the physical integrity of permanent or
archival records. This policy provides a quick reference to all employees with informaon necessary to
carry out their specific dues r elated to public records and provides that all officials and employees are
responsible for properly managing records they come across in the course of their dues, regardless of
format (paper, electronic, e‐mail, etc.). This policy includes details regarding retenon of financial
documents.
Balanced Budget Definion
For the purpose of budgeng, the City defines a balanced budget as all expenditures included in the
budget are balanced by funds that are ancipated to be availabl e during the budget year, either from
revenues described in the budget, or from exisng fund balances that will be carried over from the prior
year.
FINANCIAL POLICIES
33
This page is le intenonally blank.
34
In this secon:
2021 All Funds Summary
General Fund (10) Summary
Revenue
Expenditures
FINANCIAL SUMMARIES
35
FY 2021 All Funds Summary
Fund
Esmated
Beginning Fund
Balance
Revenues Total Revenue
Sources Expenditures
Esmated
Ending Fund
Balance
General Fund 1,164,121 5,050,712 6,214,833 5,667,770 547,063
COPs 0 451,090 451,090 430,050 21,040
Brush Creek NID 0 345,948 345,948 345,948 0
Brink Meyer NID 0 248,668 248,668 248,668 0
Sewer Debt Service 0 180,877 180,877 180,877 0
Road Capital Maintenance 0 1,452,877 1,452,877 1,452,877 0
Sewer Fund 1,047,758 1,582,551 2,630,309 1,661,220 969,089
Transportaon Fund ‐9,360 1,161,305 1,151,945 1,159,072 ‐7,127
Parks Sales Tax 347,682 1,237,108 1,584,790 1,471,200 113,590
Fewson Fund 598,387 5,500 603,887 17,013 586,874
Economic Development Fund 3,536 10,000 13,536 10,000 3,536
Emergency Reserve Fund 1,332,108 0 1,332,108 0 1,332,108
Nature Sanctuary Donaon Fund 257,721 6,700 264,421 4,200 260,221
Parks Donaon Fund 10,107 2,500 12,607 5,000 7,607
Veterans Memorial Fund 15,998 100,000 115,998 65,000 50,998
Projects Fund 746,609 4,872,796 5,619,405 5,355,083 264,322
TOTAL $ 5,514,667 $ 16,708,632 $ 22,223,299 $ 18,073,978 $ 4,149,321
FY 2021 ALL FUNDS SUMMARY
36
Revenue and Expenditure Summary
The General Fund includes most City acvies including Administraon, Police, Municipal Court, Community
Development, Public Works, Streets, Parks, the Parkville Nature Sanctuary, Public Informaon, and Informaon
Technology.
2018 2019 2020 2020 2021
Actual Actual Budget Unaudited Budgeted
Beginning Fund Balance 1,598,712 1,697,602 1,734,903 1,734,903 1,164,121
Revenues
Taxes 2,323,418 2,434,183 2,505,861 2,410,169 2,538,198
Licenses 57,943 61,510 59,000 56,621 62,700
Permits 425,574 509,382 344,600 503,898 389,100
Franchise Fees 890,574 803,146 884,000 776,531 859,000
Other Revenue 38,426 16,169 40,850 15,188 34,194
Court Revenue 154,101 130,597 150,000 61,118 130,000
Interest Income 7,919 7,121 8,000 6,558 7,500
Miscellaneous Revenue 106,695 671,716 1,125,212 1,065,289 506,500
Grant Revenue 6,101 430,406 9,250 ‐ 7,320
Transfers 405,000 415,000 495,000 495,000 516,200
Total ‐ General Fund Revenues: 4,415,750 5,479,230 5,621,772 5,390,371 5,050,712
Total Sources: $ 6,014,462 $ 7,176,832 $ 7,356,676 $ 7,125,274 $ 6,214,833
Administraon 1,368,839 1,842,961 2,555,093 2,528,887 1,747,687
Police 1,119,196 1,290,514 1,482,563 1,343,060 1,660,413
Municipal Court 146,193 155,969 167,492 150,718 172,699
Public Works 221,013 277,753 317,942 284,874 313,199
Community Development 282,135 295,127 327,872 302,053 359,311
Street Department 385,122 400,680 464,684 420,387 486,779
Parks Department 327,323 353,020 408,370 423,611 450,654
Nature Sanctuary 43,870 47,207 53,864 51,225 61,898
Public Informaon 15,370 19,602 23,733 23,753 30,410
Informaon Technology 49,205 48,796 67,036 66,036 60,745
Capital Outlay (CIP) 358,594 710,300 592,451 366,550 323,975
Total ‐ General Fund Expenditures: 4,316,860 5,441,929 6,461,100 5,961,154 5,667,770
Esmated Ending Fund Balance (deficit): $ 1,697,602 $ 1,734,903 $ 895,576 $ 1,164,121 $ 547,063
Expenditures
GENERAL FUND SUMMARY
37
In this secon:
This secon presents the 202 1 budget by department and line item. Audited 2018 and 2019
financials and unaudited 2020 financials are included for comparison. Helpful graphs are
provided as a visual aid prior to the spreadsheets to illustrate where staff me and taxpayer
resources are being directed in 2021.
General Fund (10)
Revenues
Expenses
Administraon (501)
Police Department (505)
Municipal Court (510)
Public Works (515)
Community Development (518)
Streets Division (520)
Parks Division (525)
Nature Sanctuary Division (535)
Public Informaon (540)
Informaon Technology (555)
Capital Improvement Program (CIP) (560)
Debit Service Funds (21‐24, 30)
Sewer Fund (30)
Transportaon Fund (40)
Park Sales Tax Fund (41)
Fewson Fund (45)
Economic Development (46)
Emergency Reserve Fund (50)
Nature Sanctuary Donaon Fund (60 )
Park Donaons Fund (63)
Veterans Memorial Fund (66)
Projects Fund (95)
PLEASE NOTE: REVENUE PROJECTIONS AND REVENUE BAR CHARTS INCLUDE BEGINNING FUND BALANCES AS
REVENUE. REVENUE PIE CHARTS DO NOT INCLUDE BEGINNING FUND BALANCES AS REVENUE.
DETAILED FINANCIALS
38
The general fund is the primary operang fund
of the City of Parkville. The General Fund is used to
account for resources tradionally associated with
government which are not required by law or by
sound financial management pracce to be
accounted for in another fund. The General Fund
accounts for resources devoted to financing the
general services that the City performs for the
cizens of Parkville. The primary sources of
revenue for the General Fund include taxes
(property and sales tax are the largest
contributors), licenses, permits, franchise fees,
court revenue, interest income, and other
miscellaneous revenues.
The General Fund is split into various
departments and divisions. These include
Administraon, Police, Municipal Court,
Community Development, Public Works, Streets,
Parks, Parkville Nature Sanctuary, Public
Informaon, Informaon Technology, and Capital
Outlay.
REVENUES – The budget reflects the belief that
income will remain stable during the fiscal year.
Revenues are budgeted conservavely using past
actual data and current economic condions as a
working guide.
EXPENSES – Expenses are projected as accurately
as possible. Department heads are expected to
maintain control of all expenses within their
respecve departments. Furthermore, the Board
follows its constuonal responsibility to monitor
and approve all expenses.
GENERAL FUND
$‐
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
$7,000,000.00
$8,000,000.00
2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
General Fund Revenue vs. Expenditure
Revenues Expenditure Ending Fund Balance
39
Property tax is one of the two largest revenue
sources in Parkville’s General Fund. Owners of real
and personal property in the City of Parkville pay
an annual property tax which is calculated by
mulplying the assessed valuaon of the property
by the overall mill levy. The other major source of
revenue in the General Fund is sales tax. The City
levies a 1% general sales tax on purchases made
within City limits and paid by customers at
Parkville businesses. Other taxes, licenses,
permits, franchise fees, court revenue, interest
income, and miscellaneous revenues also
contribute to the General Fund revenue.
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 6,013,779 7,176,832 7,356,676 7,125,274 5,777,295
GENERAL FUND REVENUES
40
Category Taxes Licenses Permits Franchise
Fees
Court
Revenue
Other
Revenue Transfers
Budget
Revenues 2,538,198 62,700 389,100 859,000 130,000 555,514 516,200
GENERAL FUND REVENUES
$‐
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Top 5 Revenue Sources
Property Tax Sales Tax Franchise Fees Transfers Permits
41
General Fund (10) Revenues
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. 1,598,712 1,697,602 1,734,903 1,734,903 1,164,121
Real & Personal
Property Taxes
Real and personal property taxes collected on property within
city limits. 41001‐00 1,030,683 1,100,561 1,155,195 1,144,168 1,192,698
Penales Penales charged on out standing property taxes. 41002‐00 3,085 3,925 3,500 3,540 3,500
Corporate
Merchants &
Manufacturing
Disbursement of county tax collected to replace lost revenues
from the merchants and manufacturing personal property tax
exempon.
41003‐00 159,041 174,019 174,019 165,562 170,000
Financial Instuon
Tax
Disbursement of state tax on financial instuons located
within the city. 41004‐00 ‐ ‐ 2,500 ‐ 2,500
Vehicle Tax A fee charged for every vehicle registered within city limits. 41005‐00 28,093 29,432 29,000 29,539 29,500
Sales Tax The City levies a 1% sales tax on purchases made within City
limits. 41401‐00 1,027,961 1,049,946 1,066,647 990,282 1,065,000
Motor Vehicle Sales
Tax
Sales taxes levied on the purchase of motor vehicles by
cizens of Parkville. 41402‐00 49,566 50,817 50,000 52,256 50,000
Motor Vehicle Fees Fees paid for motor vehicles. 41403‐00 24,989 25,482 25,000 24,822 25,000
Total Taxes 2,323,418 2,434,183 2,505,860 2,410,169 2,538,198
Dog Licenses (Tags)
License fee charged for each dog owned by a resident. The fee
is $10/year for each spayed/neutered dog and $15/year for
each non‐spayed/neutered dog.
41101‐00 1,900 1,845 2,000 1,695 2,000
Occupaonal
Licenses
The license fee charged to maintain, operate, or conduct a
business within City limits. 41102‐00 36,374 38,775 37,000 36,967 38,000
Peddlers License License fee charged for peddlers and solicitors. 41103‐00 1,150 3,850 1,500 150 1,500
Liquor Licenses The license fee charged to any business that manufactures,
brews, sells or distributes alcoholic beverages. 41104‐00 18,519 16,590 18,500 14,539 18,500
Golf Cart
Registraon Fee
License fee associated with the use of a golf cart on
residenal roads within Ci ty limits. Previously in
Miscellaneous.
41105‐00 ‐ 450 ‐ 3,270 2,700
Total Licenses 57,943 61,510 59,000 56,621 62,700
Building Permits Permit fees charged for construcon on any property in the
City. 41201‐00 298,521 388,791 260,000 443,575 300,000
Occupancy Permit Fee for occupancy inspecons not otherwise associated with a
building permit. 41201‐01 650 600 500 2,200 2,000
Sign Permits Permit required for any sign erected in the City. 41202‐00 2,150 1,220 1,000 3,907 2,500
Alarm Permit Permit required for alarm installaon. Included in Building
Permits above unl ac tuals are known. 41203‐01 204 ‐ ‐ ‐ ‐
Development
Permits Permit fee to develop/redevelop any property. 41205‐00 987 1,200 1,500 5,690 1,500
Public Improvement
Fees—CD
Fee charged on public improvement projects to cover staff
me and materials. 41205‐01 116,785 107,854 75,000 13,938 25,000
Public Improvement
Fees—PW
Fee charged on public improvement projects to cover staff
me and materials for Public Works 41205‐03 ‐ 3,917 ‐ 26,457 50,000
Rezoning Permits Fee charged for rezoning permits. Included in Building Permits
above unl actuals are known. 41206‐00 600 300 600 300 600
Subdivision Permit
Fees
Fee charged for subdivision permits. Included in Building
Permits above unl ac tuals are known. 41207‐00 4,325 4,495 4,000 5,455 4,000
Board of Zoning
Adjustment
Applicaon Fees
Fee charged for applicaon s to the Board of Zoning
adjustment for variances, exempons, and appeals. 41208‐00 300 ‐ 300 ‐ 300
Condional Use
Permits
Permits issued subject to certain condions spulated by the
Board of Aldermen. Included in Building Permits above unl
actuals are known.
41209‐00 653 ‐ 700 300 700
Grading/Public
Works Use Permits
Permits issued to alter the grade of land or work in the City's
right‐of‐way. Included in Building Permits above unl actuals
are known.
41210‐00 400 375 1,000 205 1,000
Right of Way Permit
Fees 41210‐01 ‐ 630 ‐ 1,870 1,500
Total Permits 425,574 509,382 344,600 503,898 389,100
Ta
x
e
s
Lic
e
n
s
e
s
Pe
r
m
i
t
s
42
General Fund (10) Revenues
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Telecom Franchise All telecom companies are charged a franchise fee equal to
5% of gross receipts. 41301‐00 160,136 122,897 170,000 103,002 150,000
Missouri Gas Energy The gas ulit y franchise license fee is 5% of gross receipts. 41302‐00 122,024 121,329 123,000 106,871 123,000
Missouri American
Water The water ulity franchise licen se fee is 5% of gross receipts. 41303‐00 111,806 103,855 110,000 110,105 110,000
KC Power & Light The electricity ulity franchise license fee is 5% of gross
receipts. 41304‐00 420,375 379,219 405,000 383,992 400,000
Marn Mariea Stone
Royales
Stone royales are $0.03 per ton of limestone physically
removed from the mine. 41305‐00 5,003 1,587 1,000 707 1,000
Cable/Video Service
Franchise The cable/video service franchise fee is 5% of gross receipts. 41306‐00 71,230 74,258 75,000 71,853 75,000
Total Franchise Fees 890,574 803,146 884,000 776,531 859,000
Farmers Market Fees paid for stall rentals at the farmers market. 41501‐00 1,126 1,159 1,150 1,194 1,194
Park Shelter
Reservaons Fees paid to reserve shelters at English Landing Park. 41504‐00 11,735 2,200 12,000 7,849 12,000
Sports Field
Reservaons
Fees paid to reserve the athlec fields at English Landing
Park. 41504‐01 11,490 2,360 11,000 4,220 11,000
Special Event
Reservaons Fees paid to host events in City limits 41504‐02 11,375 7,750 14,000 1,925 10,000
Nature Sanctuary
Programs
Fees paid for events and programming at Parkville Nature
Sanctuary properes. 41505‐01 2,700 2,700 2,700 ‐ ‐
Total Other Revenue 38,426 16,169 40,850 15,188 34,194
Fines Fines collected from City ordinance violaons. 41601‐00 149,611 126,123 150,000 58,817 130,000
CVC Reports Collecon fee for the Crime Vicms Compensaon reports.
Included in Fines above unl actuals are known. 41602‐00 333 378 ‐ 156 ‐
Appointed Aorney
Reimbursement
Money received to reimburse cost of aorney for qualified
defendants. Included in Fines above unl actuals are known. 41602‐01 46 125 ‐ ‐ ‐
Boarding of Prisoners
Reimbursement
Money received to reimburse expense of boarding prisoners
at the County prison. Included in Fines above unl actuals
are known.
41602‐02 742 105 ‐ ‐ ‐
Police Reports Fee charged to produce police reports upon request.
Included in Fines above unl actuals are known. 41603‐00 3,370 3,866 ‐ 2,145 ‐
Total Court Revenue 154,101 130,597 150,000 61,118 130,000
Interest Income Interest earned from general fund investments. 41701‐00 7,919 6,620 8,000 5,751 6,000
Total Interest Income 7,919 7,121 8,000 6,558 7,500
Miscellaneous Money received from various sources that do not fall into
any other category. 41801‐00 37,913 204,984 25,000 155,178 50,000
Meeng Videos 41801‐02 315 20 ‐ 1 ‐
Leased/Owned
Properes
Revenue from City‐owned properes with lease
arrangements made with outside organizaons, such as the
Chamber of Commerce, Parkville EDC, the Graden Road Cell
Tower, and the City Farm Ground.
41802‐00 36,525 55,225 301,000 65,177 55,000
FEMA Flood
Reparaons Disaster recovery funds received from FEMA. 41803‐99 2,402 ‐ 400,000 445,474 ‐
Sale of Vehicles &
Equipment
Revenue generated from the sale of City‐owned vehicles and
equipment. 41805‐00 2,370 12,370 ‐ ‐ ‐
Insurance Claim
Reimbursement
Reimbursements for insurance claims, workers
compensaon, etc. 41807‐01 27,170 1,405 1,500 ‐ 1,500
P.O.S.T. Monies Any P.O.S.T. cerfied training reimbursement. 41808‐00 ‐ ‐ ‐ ‐ ‐
Total Miscellaneous 106,695 671,716 1,125,212 1,065,289 506,500
CID Admin Fee 41702‐00 ‐ 501 ‐ 808 1,500
Land Sales Sale of land to Creekside Development 41809‐01 ‐ 397,712 397,712 399,458 400,000
Fr
a
n
c
h
i
s
e
F
e
e
s
Ot
h
e
r
R
e
v
e
n
u
e
Co
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r
t
R
e
v
e
n
u
e
Int
e
r
e
s
t
Inc
o
m
e
M
i
s
c
e
l
l
a
n
e
o
u
s
43
General Fund (10) Revenues
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
FEMA Grant Revenue Low Water Crossing Grant Funds 41804‐00 ‐ 406,387 ‐ ‐ ‐
Storm Water Grant Plae County Outreach Grants for storm water
projects. 41804‐05 ‐ 11,000 ‐ ‐ ‐
Other Grants
Grant money received from other miscellaneous
sources. Funding in 2017 includes ancipated
associated with the MDC TRIM Grant ($9,250).
41804‐09 6,101 13,019 9,250 ‐ 7,320
Total Grant Revenue 6,101 430,406 9,250 ‐ 7,320
Transfer from
Transportaon Fund
Fund transfer to reimburse General Fund for
transportaon‐related expenses. 41901‐00 200,000 185,000 175,000 175,000 175,000
Transfer from the Park
Sales Tax
Fund transfer to pay for administrave costs for parks
sales tax fund projects 41911‐00 ‐ ‐ 40,000 40,000 41,200
Transfer from Park
Donaons Transfer for the construcon of the FOPP Shelter 41906‐00 15,000 ‐ ‐ ‐ ‐
Sewer Administrave
Fee
Fee from Sewer Fund for salaries and various
administrave funcons r elang to the Sewer Fund
and operaons, includes sewer billing service.
41903‐00 190,000 230,000 280,000 280,000 300,000
Total Transfers 405,000 415,000 495,000 495,000 516,200
Total General Fund (10) Revenues $ 4,415,750 $ 5,479,230 $ 5,621,772 $ 5,390,371 $ 5,050,712
Total Sources $ 6,013,779 $ 7,176,832 $ 7,356,676 $ 7,125,274 $ 6,214,833
Gr
a
n
t
s
Tra
n
s
f
e
r
s
44
The largest General Fund expenditure budget is Administrao n. This is due to the transfer into the
Emergency Fund, professional fees, and City Hall building maintenance. The second largest expenditure
budget is the Police Department. This is our largest department with 18 employees serving the City of
Parkville.
Department Administraon Police
Department
Municipal
Court Public Works Community
Development
Streets
Division
Parks
Division
Nature
Sanctuary
Division
Public
Informaon
Informaon
Technology CIP
Expenses 1,747,687 1,660,413 172,699 313,199 359,311 486,779 450,654 61,898 21,210 60,745 323,975
GENERAL FUND EXPENDITURES
45
ADMINISTRATION
The Administraon Department includes the
Mayor and Board of Aldermen, City Administrator,
City Clerk, Finance and Human Resources, and
Legal Services. The Administraon Department
manages the City of Parkville’s budget creaon
process, accounts payable, financial statements,
payroll, accounts management, special
assessments, business licensees, and other various
licensing for the City.
PROGRAMS
City Management/Administraon
The City Administrator is appointed by the
Mayor with the consent of the Board of Aldermen.
The City Administrator serves at the pleasure of
the Board. The City Administrator is responsible
for managing the day‐to‐day operaons of the
City and is responsible for the enforcement of all
policies, laws, and ordinances set by the Board of
Aldermen. The City Administrator makes
recommendaons to the Mayor and Board of
Aldermen as appropriate concerning the
operaon, affairs, and fu ture needs of the City;
parcipates in Board mee ngs without the right
to vote; and keeps the Board advised on the
operaon, finances, and n eeds of the City. The
Assistant to the City Administrator serves under
the City Administrator and provides analycal
management assistance by planning, coordinang,
and direcng programs, conducng surveys and
studies, and special projects as required.
City Clerk
The City Clerk is the custodian for all official
records including official acons of the Board of
Aldermen, administers oaths of office, processes
various licenses, serves as the City's elecon
official, and maintains records of appointments to
City boards and commiees. The City Clerk also
handles informaon technology and public
informaon.
Finance/Human Resources
The Finance/Human Resources Director
operates the City’s Finance Department, which
includes, but is not limited to accounng, revenue
forecasng, budgeng, payroll, debt management,
and accounts payable/receivable. The Director also
oversees the City’s human resources and employee
relaons program. This includes recommendaons
to the City Administrator regarding the hiring
process, personnel training, and providing
recommendaons on city policies and procedures
that are necessary to comply with changing labor
laws.
2021 GOALS
1. Review and update the City’s Employee
Personnel Manual. The current manual was
adopted by the Board of Aldermen on December 1,
2015. The plan will be to use internal and external
resources to revise and improve the manual and
insure that it is compliant with all relevant laws
and regulaons. Contributes to Crical Success
Factor: Basic Services.
2. Develop an educaonal campaign and place on
the ballot a referendum to adopt a Use Tax for
internet sales. Contributes to Crical Success
Factor: Basic Services.
Stascs from 2016 –2020 associated with this
department are located on pages 126 and 127.
46
ADMINISTRATION
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 1,368,839 1,842,961 2,555,093 2,528,887 1,747,687
Category Personnel Insurance Ulies Maintenance Professional
Fees Other Transfers
Expenses 626,832 217,195 89,976 45,150 370,240 38,874 359,420
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General Fund (10) Administraon (501)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries
The total salaries for Administraon employees. A
poron of staff salaries ar e covered by the Sewer
Administrave Fee, as related to sewer work
performed.
01‐01‐00 413,010 410,261 440,061 411,002 452,694
Overme Any addional salary payme nt over the base rate of
pay for department employees. 01‐03‐00 ‐ ‐ ‐ ‐ ‐
Mayor and Aldermen Annual salary for Mayor ($14,400/year). Annual
salary for Aldermen ($5,400/year per Alderman). 01‐11‐00 56,771 57,602 57,600 57,602 57,600
FICA & Medicare This is the City's share of FICA & Medicare cost for its
employees. 01‐21‐00 37,876 38,426 37,460 33,976 39,037
Rerement
The City's LAGERS contribu on for 2018 is 8.3% of
general employee salaries. Includes ICMA‐RC
Rerement contribuon p er City Administrator
contract.
01‐22‐00 32,659 36,413 42,133 43,248 47,600
City Administrator Auto
Allowance City Administrator auto allowance ($150/month). 01‐33‐00 1,800 1,800 1,800 1,800 1,800
Membership Fees & Dues ‐
Mayor and Board of
Aldermen
The fees associated with membership to
organizaons for the Mayor and Board. 01‐40‐00 1,854 3,573 4,000 6,068 4,000
Membership Fees & Dues ‐
Administrave Staff
The fees associated with membership to
organizaons for Administraon employees. 01‐41‐00 3,591 3,199 3,100 2,926 3,100
Professional Development ‐
Administrave Staff
Cost of educaonal seminars and conferences
aended by Administrave employees. 01‐41‐02 12,875 18,715 18,000 2,770 18,000
Professional Development ‐
Mayor and Board of
Aldermen
Cost of educaonal seminars and conferences
aended by elected officials. 01‐41‐03 3,094 1,635 3,000 475 3,000
Tuion Reimbursement Reimbursement of educa onal advancement of
employees. 01‐43‐00 ‐ 1,680 ‐ ‐ ‐
Total Personnel 563,530 573,302 607,154 559,867 626,832
Liability Premium payment for the City's liability insurance. 02‐01‐00 104,374 111,592 117,172 120,674 126,708
Insurance Deducble
Any insurance claim has $5,000 or $10,000
deducble. This is a budget placeholder, claims will
be recorded to the appropriate department.
02‐01‐01 1,458 1,000 20,000 ‐ 20,000
Health, Life, & Dental
The City offers health, dental, and life insurance to
its employees and subsidizes a poron of the
premium. Reflects premium increases for
employees.
02‐02‐00 30,696 37,448 52,800 46,901 51,592
Workers Compensaon The workers compensaon premium that covers all
Administraon employees. 02‐03‐00 505 765 1,000 915 1,000
Unemployment This covers the cost of any unemployment insurance
claims for the Administraon Department. 02‐04‐00 ‐ ‐ ‐ ‐ ‐
Property Insurance Premium payment for the City's property insurance. 02‐05‐00 15,543 15,854 16,647 17,043 17,895
Total Insurance 152,576 166,659 207,618 185,533 217,195
Telephone & Voicemail Charges for local and long distance telephone service
for City Hall. 03‐01‐00 7,343 8,029 7,200 6,700 7,200
Electricity Electric ulity charges for City Hall. 03‐02‐00 57,183 52,524 60,000 77,910 73,806
Water Water ulity charges for City Hall. 03‐04‐00 7,592 4,858 5,000 5,449 5,000
Mobile Phones Cellular phone spend for the staff person assigned
public informaon du es ($10/month). 03‐05‐00 (150) 523 120 877 850
Train Depot Ulies
No longer used. All ulit y charges for the Train
Depot. The Train Depot is currently under a lease
agreement. Ulies are paid by the tenant.
03‐07‐00 ‐ ‐ ‐ ‐ ‐
Cable Internet charges for City Hall. 03‐08‐00 1,520 3,010 2,880 3,020 2,820
Trash Hauling/Recycling Trash and recycling pickup fee for City Hall ($300/
year). 03‐09‐00 885 920 300 375 300
Total Ulies 74,372 69,865 75,500 94,332 89,976
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Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Lease Purchase ‐ Office
Equipment Lease of the postage machine. 04‐22‐00 631 624 624 624 624
Total Capital Expenses 631 624 624 624 624
Office Supplies, Computer
Accessories & Consumable
Items
This includes items such as staonery, pens/pencils,
folders, etc. as well as computer accessories, meeng
supplies and general consumables.
05‐01‐00 5,710 6,275 5,000 5,914 5,000
Postage All postage and shipping costs, along with any
incidental charges. 05‐02‐00 774 1,490 1,500 1,547 1,500
Prinng
Expenses for prinng work not performed by City
personnel. This includes items such as business cards,
forms, leerhead, and books.
05‐04‐00 929 943 800 716 500
Publicaons
Purchase of books and periodicals that are pernent
to City services and/or employee performance, such
as the MARC salary report.
05‐05‐00 ‐ 256 250 236 250
Total Office Expenses 7,413 8,964 7,550 8,412 7,250
Building Maintenance &
Repair Maintenance and repair charges for City Hall. 06‐01‐00 21,712 20,405 20,000 10,567 20,000
HVAC Maintenance & Repair Maintenance and repair costs associated with City
Hall's HVAC unit. 06‐01‐01 6,025 14,641 8,000 10,329 10,000
Janitorial Services/Supplies
Janitorial services contracted for the cleaning of City
Hall ($825/month) and the purchase of supplies such
as paper towels, toilet paper, etc.
06‐02‐00 11,601 11,625 12,500 9,706 12,500
Train Depot Maintenance Costs associated with the upkeep of the Train Depot
and its contents. 06‐11‐00 ‐ 69 2,000 225 1,000
Office Equipment
Maintenance
Maintenance and prinng costs for the
Administraon copier. 06‐34‐00 2,547 1,526 1,950 1,575 1,650
Total Maintenance 41,885 48,267 44,450 32,402 45,150
Elecons The City's share of the county's cost to hold elecons . 07‐01‐00 4,613 1,902 2,800 5,020 2,500
Adversing/Public Noce Costs for any adversements placed in local
newspapers of and codificaon of city ordinances. 07‐02‐00 1,424 1,035 1,600 166 1,000
Credit Card Processing Fees
No longer used. Cost to process credit and debit card
transacons. Switched pr oviders in late 2016.
Processing fees are no longer charged to
administrave sales.
07‐04‐00 477 1,226 ‐ 702 1,100
MARC HHW Program
No longer used. The cost of parcipang in MARC's
Hazardous Household Waste program, which allows
residents to safely dispose of such waste at no charge.
Moved to Transportaon Fund.
07‐47‐00 ‐ ‐ ‐ ‐ ‐
Friends of Parkville Animal
Shelter ‐ Animal Control
The City pays the Friends of Parkville Animal Shelter
for providing animal control and kenneling services. 07‐99‐00 6,000 6,000 6,000 6,000 6,000
Total City Services 12,514 10,163 10,400 11,887 10,600
Aorney/Legal Fees
Fees paid for services provided by the City's
contracted law firm, includes monthly contracted
amount ($5,400/month), the balance is for special
services.
08‐01‐00 103,914 74,163 120,000 68,319 125,000
Ligaon Legal fees arising from ligaon. 08‐01‐01 ‐ ‐ 50,000 111,684 100,000
Auditor Fees Fees paid for services rendered to perform the annual
financial audit of the City. 08‐02‐00 19,070 18,880 18,800 18,880 19,740
Professional Services
Contractual arrangements with outside professionals
such as engineers, planning, execuve search, etc.
Includes memberships for regional and state
organizaons.
08‐02‐02 52,999 235,149 120,000 139,997 125,500
Total Professional Fees 175,983 328,192 308,800 338,880 370,240
General Fund (10) Administraon (501)
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General Fund (10) Administraon (501)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Holiday Decoraons The cost of hanging decoraons on ulity poles
around the City during the holidays. 09‐04‐00 1,010 12,845 1,000 746 1,000
Cemetery Maintenance Maintenance of the Old Parkville Cemetery. 09‐11‐00 3,616 3,091 4,000 3,681 4,000
Hiring Expenses Expenses related to hiring new City Employees. 09‐13‐00 ‐ ‐ ‐ ‐ 500
Meeng Food
For food costs associated with various
meengs including wor k sessions, Finance
Commiee, and execuve sessions.
09‐20‐02 2,455 2,268 2,000 993 2,000
Meeng Supplies Miscellaneous supplies for meengs. 09‐20‐07 296 234 300 218 400
Miscellaneous
Miscellaneous includes uncategorized
expenses. Includes funding for elected official
business meengs, s peaker/volunteer
acknowledgements, etc.
09‐21‐00 13,154 12,355 8,000 4,908 10,000
Conngency 09‐21‐03 ‐ ‐ ‐ ‐ ‐
Employee Appreciaon Funding for yearly employee appreciaon
events. 09‐21‐03 1,904 1,960 2,300 391 2,500
Flood Management Emergency expenses related to flood 09‐25‐00 ‐ 286,672 100,000 110,616 ‐
Total Other Expenses 22,434 319,425 117,600 121,554 20,400
Transfer to Emergency
Reserve
Transfer to Emergency Reserve Fund to cover
any emergency expenses. 20‐20‐00 317,500 317,500 100,000 100,000 ‐
Transfer to Projects Fund Transfer to Projects Fund to cover any Projects
Fund related expenses. 20‐21‐00 ‐ ‐ 446,796 446,796 ‐
Transfer to Brush Creek NID
Bond Debt Service Fund
Transfer of proceeds from the Creekside Land
Sale for Brush Creek NID Debt Service 20‐26‐00 ‐ ‐ 140,000 140,000 112,357
Transfer to Brink Meyer
Road NID Bond Debt Service
Fund
Transfer of proceeds from the Creekside Land
Sale for Brink Meyer Road NID Debt Service 20‐27‐00 ‐ ‐ 282,822 282,822 247,063
Total Transfers 317,500 317,500 1,175,397 1,175,397 359,420
Total General Fund (10) Administraon (501) $1,368,839 $1,842,961 $2,555,093 $2,528,887 $1,747,687
Transfer to Transportaon
Fund Transfer to Transportaon Fund ‐ ‐ 205,779 205,779 ‐
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POLICE DEPARTMENT
Police officers act as official representatives
of government and are required and trusted to
work within the law. Fundamental duties of
police officers include: serving the community,
safeguarding lives and property, protecting the
innocent, keeping the peace, ensuring the rights
of all, and most importantly being readily
available to answer all calls for service.
The Police Department is staffed 24/7 by
nineteen fulltime sworn and one civilian
member: Chief of Police, Captain, four patrol
Sergeants, one Detective Sergeant, twelve
Patrol Officer(s), one reserve patrol Officer and
one Civilian Administrative Assistant. Within the
Police Department, two Sergeants and four
Patrol Officers are trained and equipped as a
bicycle unit. In 2021, the Police Department will
continue to monitor crime statistics and
address any developing crime trends in a timely
fashion. Personnel will continue highly visible
patrols and community policing efforts.
GOALS
1. Continue to foster our relationships with the
community and other law enforcement
agencies and foster new partnerships as the
city grows. To accomplish this goal we will
continue to be involved in community events,
maintain open communications and be of
assistance when needed. This goal contributes
to Critical Success Factor: Basic Services.
2. Continue to exceed State‐mandated training
requirements. To accomplish this goal, the
Police Department will continue to obtain
POST certification for in‐service training, seek
relevant training from outside agencies, utilize
online training, and monitor current policing
training, trends, and needs. This goal
contributes to Critical Success Factor: Basic
Services.
NOTABLE 2020 PERFORMANCE STATISTICS
In 2020, even with the COVID‐19 pandemic, the
Police Department sll responded to 5650 calls
for service, compared to 5973 in 2019 (down
5%) and sll made 167 custodial arrests
compared to 330 arrests in 2019. There were
177 Part 1 crimes reported in 2020, (up 16%
from 2019). The highest increase in crime was
assault, which included the assault of five
Parkville Officers in 2020. Compared to one
Officer assaulted in each of the last three years.
Even with the 16% increase in Part 1 crimes, the
Department cleared 97% of all violent crimes,
which is up from 95% in 2019. The 2019,
Naonal clearance rate for violent crime was
46%. The Department also cleared 38% of all
property crimes, which is down from 49% in
2019. The 2019, Naonal clearance rate for
property crimes was 17%.
Stascs from 2016 –2020 associated with this
department are located on page 127.
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Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 1,119,196 1,290,514 1,482,563 1,343,060 1,660,413
Category Personnel Insurance Office Expense Maintenance Other
Budget
Expenses 1,284,101 262,312 26,150 69,300 16,550
POLICE DEPARTMENT
1,119,196
1,290,514
1,482,563
1,343,060
1,660,413
$900,000
$1,000,000
$1,100,000
$1,200,000
$1,300,000
$1,400,000
$1,500,000
$1,600,000
$1,700,000
2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
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General Fund (10) Police (505)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries The total salaries for Police Department
employees. 01‐01‐00 739,050 860,953 922,461 866,385 1,029,980
Overme Any addional salary payment over the base rate
of pay for department employees. 01‐03‐00 42,989 15,959 20,000 12,659 20,000
FICA & Medicare This is the City's share of FICA & Medicare cost for
its employees. 01‐21‐00 57,100 64,707 76,462 64,827 80,323
Rerement
The City's LAGERS contribuon for 2020 is 10.6%
of police salaries. The contribuon for employees
who are not police officers is 8.4%.
01‐22‐00 71,620 86,935 128,022 111,808 143,847
Membership Fees & Dues The fees associated with membership to
organizaons for Police employees. 01‐41‐00 405 475 950 420 950
Professional Development Cost of educaonal seminars and conferences
aended by Police employees. 01‐41‐02 2,704 3,080 4,500 2,107 4,500
Tuion Reimbursement Reimbursement of educa onal advancement of
employees. 01‐43‐00 1,782 1,500 4,500 2,775 4,500
Total Personnel 915,650 1,033,608 1,156,896 1,060,980 1,284,101
Health, Life, & Dental
The City offers health, dental, and life insurance
to its employees and subsidizes a poron of the
premium.
02‐02‐00 107,813 149,589 174,642 165,327 199,891
Workers Compensaon The workers compensaon premium that covers
all Police employees. 02‐03‐00 29,025 36,119 37,925 58,020 60,921
Unemployment This covers the cost of any unemployment
insurance claims for the Police Department. 02‐04‐00 ‐ ‐ 1,500 1,026 1,500
Total Insurance 136,837 185,709 214,067 224,374 262,312
Telephone & Voicemail Private line to assist with invesgaons or other
confidenal maers in the Department. 03‐01‐00 886 1,608 1,500 2,092 1,500
Mobile Phones The cost of cellular phones and coverage for
Police personnel. 03‐05‐00 4,249 1,926 4,500 3,449 4,500
Total Ulies 5,135 3,534 6,000 5,541 6,000
Office Supplies, Computer
Accessories & Consumable
Items
Includes items such as staonery, pens/pencils,
ink/toner, folders, etc. as well as computer
accessories, meeng supplies and general
consumables.
05‐01‐00 1,822 1,137 2,800 2,136 2,800
Postage All postage and shipping costs, along with any
incidental charges. 05‐02‐00 89 113 250 120 250
Prinng
Expenses for prinng work not performed by City
personnel. Includes items such as business cards,
forms, noces, leerhead , signage and books.
05‐04‐00 184 50 500 90 500
Small Office Equipment Items such as printers, calculators, etc. 05‐20‐00 773 393 1,000 263 1,000
Equipment and Hand
Tools
Any equipment or hand tools needed to carry out
the work of the Police Department. Includes
radars, in‐car video, Kevlar vests, evidence and
fingerprinng supplies, duty ammunion, Taser
cartridges, radios, safety vests, baeries, keys,
tools, etc.
05‐21‐00 4,190 7,960 9,000 3,463 10,000
Terminal ‐ Rejis Service charges to access the REJIS database.
Recurring monthly fee of $2.25 per user. 05‐22‐01 2,125 2,080 3,100 1,994 3,500
Terminal ‐ Plae County Service charges to access the Plae County
Sheriff's database. 05‐22‐02 2,165 2,251 2,600 2,251 2,600
Uniforms Purchase of uniforms and uniform equipment for
each officer. 05‐31‐00 5,563 3,048 7,000 2,895 7,000
Other Purchases Training and use of AED devices within the
Department. 05‐99‐00 198 ‐ 500 ‐ 500
Total Office Expenses 17,108 17,032 26,750 13,212 28,150
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Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Vehicle Repair &
Maintenance Maintenance and repair of police vehicles. 06‐21‐00 10,711 14,570 18,000 14,241 18,000
Equipment Repair &
Maintenance
Maintenance and repair of police equipment/
Radio Contract 06‐21‐01 2,005 2,727 3,000 1,770 4,000
Vehicle Gas & Oil Fuel for Police Department vehicles. 06‐22‐00 22,529 28,835 45,000 19,533 45,000
Crimestar Maintenance Maintenance on the City's Crimestar service and
TIPS Hotline Fee. 06‐32‐02 1,500 1,500 1,500 1,500 1,500
Office Equipment
Maintenance
Service contract/maintenance for Police
Department copier. 06‐34‐00 515 384 800 413 800
Total Maintenance 37,260 48,016 68,300 37,457 69,300
Hiring Expenses
Screening tests completed before hiring new
police officers as well as adversing costs to recruit
new police officers for vacant posions.
07‐56‐00 5,528 1,156 3,500 636 3,500
Crime Commission The City's annual contribuon to the Crime
Commission. 07‐57‐00 500 500 500 500 500
Lab Work The cost of sending evidence out for laboratory
analysis and crime scene processing. 07‐81‐00 ‐ ‐ 2,000 ‐ 2,000
Contractual Service
Agreement
Payments for invesgave informaon services
rendered, Leads on Line, Medical Advisor/AED,
and Accurint Informaon Services.
07‐90‐00 362 361 2,000 360 2,000
Other City Services
Any other services performed by the Police
Department not already covered. This includes
the boarding of animals not covered by FOPAS
agreement, including euthanasia.
07‐99‐00 ‐ 236 700 ‐ 700
Total City Services 6,389 2,253 8,700 1,496 8,700
Miscellaneous Miscellaneous includes uncategorized expenses. 09‐21‐00 6 182 350 ‐ 350
Harvesters‐Deer Donaon This line item is used for Harvester donaons for
deer management. 09‐21‐04 810 180 1,500 ‐ 1,500
Total Other Expenses 816 362 1,850 ‐ 1,850
Total General Fund (10) Police Expenses $1,119,196 $1,290,514 $1,482,563 $ 1,343,060 $1,660,413
General Fund (10) Police (505)
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MUNICIPAL COURT
The Municipal Court is a division of the 6th Judicial Circuit of the State of Missouri. The court employs an
elected part‐me Judge, an Administrave Court Clerk, and a Par t‐Time Administrave Court Clerk. The
Municipal Court’s primary dues include the hearing of ordinance violaon cases, the supervision of fee
collecon, and the handling of warrants.
The cases heard in Municipal Court are those as set forth in the Revised Statutes of Missouri. As a division of
the court system, the rules the court follows are those set forth by the Supreme Court of Missouri and by
statute and ordinance. Stasc s from 2016 –2020 associated with this department are located on page 127.
Category Personnel Insurance Office Expenses/
Other Maintenance City Services
Budget
Expenses 128,344 18,835 5,620 4,750 15,150
Year Expenses
2018 Actual 146,193
2019 Actual 155,969
2020 Budget 167,492
2020
Unaudited 150,718
172,699 2021 Budget
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General Fund (10) Court (510)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries Salaries of the Court Clerk and Part‐Time Court Clerk. 01‐01‐00 60,178 67,056 69,991 67,300 69,461
Overme Any addional salary payment o ver the base rate of pay for
department employees. 01‐03‐00 22 25 ‐ ‐ ‐
Judge Judge's annual salary. 01‐11‐00 17,955 18,000 18,000 18,000 18,000
FICA & Medicare The City's share of FICA & Medicare cost for its employees. 01‐21‐00 6,275 6,867 7,126 6,626 6,691
Rerement The City's LAGERS contribuon f or 2018 is 8.2% of general
employee salaries. 01‐22‐00 3,415 4,714 5,219 5,398 5,402
Judge Allowance Judge's allowance ($45/month). 01‐32‐00 540 540 540 540 540
Membership Fees & Dues The fees associated with membership to organizaons for the
Judge, aorneys, and Court employees. 01‐41‐00 302 500 550 100 550
Professional Development Cost of educaonal seminars and conferences aended by
Court employees. 01‐41‐02 4,624 2,950 5,500 784 5,500
Prosecutor Prosecutor's annual salary. 01‐51‐00 16,250 16,040 15,000 15,000 15,000
Public Defender Public Defender's annual salary. 01‐51‐02 6,600 7,200 7,200 7,200 7,200
Total Personnel 116,161 123,891 129,126 120,948 128,344
Health, Life, & Dental The City offers health, dental, and life insurance to its
employees and subsidizes a poron of the premium. 02‐02‐00 8,018 9,595 10,532 9,832 10,859
Workers Compensaon The workers compensaon premium that covers all Municipal
Court employees. 02‐03‐00 2,959 3,347 3,514 7,597 7,977
Total Insurance 10,977 12,942 14,046 17,429 18,835
Mobile Phones Cellular phone spe nd for Court Clerk ($10/month). 03‐05‐00 120 120 120 120 120
Total Ulies 120 120 120 120 120
Office Supplies, Computer
Accessories &
Consumable Items
Includes items such as staonery, pens/pencils, folders, etc. as
well as computer accessories, meeng supplies, and general
consumables.
05‐01‐00 575 353 1,000 201 1,000
Postage All postage and shipping costs, along with any incidental
charges. 05‐02‐00 337 266 400 569 500
Prinng Expenses for prinng work not performed by City personnel.
Includes business cards, forms, noces, leerhead, and books. 05‐04‐00 983 2,068 3,000 638 3,000
Publicaons Purchase of books and periodicals that are pernent to City
services and/or employee performance. 05‐05‐00 363 411 400 ‐ 500
Processing Fees Fees associated with processing credit cards. 05‐06‐00 ‐ ‐ ‐ ‐ ‐
Total Office Expenses 2,258 3,098 4,800 1,408 5,000
REJIS System The fees incurred to check for warrants on defendants. 06‐32‐00 ‐ ‐ ‐ ‐ ‐
Soware Support
Agreement
Maintenance agreement with Tyler Technologies for the
Incode court module. 06‐33‐00 2,883 3,014 3,500 2,769 4,500
Office Equipment
Maintenance Maintenance costs for Municipal Court copier. 06‐34‐00 871 280 250 310 250
Total Maintenance 3,754 3,295 3,750 3,079 4,750
Boarding of Prisoners The cost to board prisoners at the Plae County prison
facilies. 07‐80‐00 4,665 3,883 7,000 3,598 7,000
Bailiff The cost to have a police officer stand as bailiff for court. 07‐82‐00 7,409 8,133 7,500 3,976 7,500
Translator Translaon services for non‐English speaking defenda nts. 07‐82‐01 449 607 650 ‐ 650
Total City Services 12,523 12,623 15,150 7,574 15,150
Miscellaneous Miscellaneous includes uncategorized expenses. 09‐21‐00 401 ‐ 500 160 500
Total Other Expenses 401 ‐ 500 160 500
Total General Fund (10) Court Expenses $146,193 $155,969 $167,492 $ 150,718 $ 172,699
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PUBLIC WORKS
The Public Works Department includes two
divisions: Operations (Parks and Streets) and
Sewer. The administration side of the Public
Works department consists of one director, one
part‐time construction inspector, one full‐time
department assistant, and one part‐time
project manager.
Public Works, with support from a contract city
engineer and contracted engineering and
architectural firms, manages the City's major
project design and implementation needs. The
scope of work includes development plan
review, capital project planning, project design,
and construction administration. The Public
Works department supervises various sewer
plant improvements, street improvements, and
park improvements.
2021 GOALS
1. Support the administration functions of the
streets, parks, and sewer division operations
staff. This will be done through the
measurement of issuing contracts and invoice
payments in a timely manner. This goal
contributes to the Critical Success Factors:
Basic Services and Finances.
2. Manage the division budgets and project
expectations for all public works projects. This
will be measured by completing the annual CIP
at or below the budgeted costs. This goal
contributes to the Critical Success Factors:
Infrastructure and Finance.
NOTABLE 2020 PERFORMANCE STATISTICS
The 2020 Capital Improvements Program included
31 total projects that were managed by the Public
Works Department staff. Due to COVID, 6 projects
were deferred to 2021 to free up funding shoralls
due to COVID. Only one project, that was
scheduled for compleon, was not completed at
the end of 2020. The success rate of project
compleon for 2020 was 96%.
Stascs from 2016 –2020 associated with this
department are located on page 128.
57
PUBLIC WORKS
Category Personnel Insurance Maintenance Professional
Fees Other
Budget
Expenses 234,954 32,145 3,500 40,000 2,600
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 221,013 277,753 317,942 284,874 313,199
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General Fund (10) Public Works (515)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries
Includes salaries for Public Works employees. A poron is
covered by the Sewer Administrave Fee, as related to sewer
work performed.
01‐01‐00 146,130 159,872 205,489 184,852 197,611
FICA & Medicare This is the City's share of FICA & Medicare cost for its
employees. 01‐21‐00 10,993 11,673 15,720 13,392 15,117
Rerement The City's LAGERS contribuon f or 2018 is 8.2% of general
employee salaries. 01‐22‐00 9,022 10,342 12,723 12,868 13,906
Public Works Director
Auto Allowance Public Works Director auto allowance ($250/month). 01‐33‐00 3,000 3,000 3,000 3,000 3,000
Membership Fees &
Dues
The fees associated with membership to organizaons for the
Public Works Director. 01‐41‐00 766 417 800 818 820
Professional
Development
Cost of educaonal seminars and conferences aended by
Public Works employees. 01‐41‐02 3,273 4,389 4,500 598 4,500
Tuion Reimbursement Reimburseme nt of educaonal advancement of employees. 01‐43‐00 1,000 190 ‐ ‐ ‐
Total Personnel 174,185 189,882 242,232 215,527 234,954
Health, Life, & Dental The City offers health, dental, and life insurance to its
employees and subsidizes a poron of the premium. 02‐02‐00 22,027 26,867 29,360 28,614 31,645
Workers Compensaon The workers compensaon premium that covers Public Works
employees. 02‐03‐00 250 573 300 587 500
Unemployment This covers the cost of any unemployment insurance claims for
the Public Works Department. 02‐04‐00 ‐ ‐ ‐ ‐ ‐
Total Insurance 22,277 27,440 29,660 29,201 32,145
Mobile Phones Cellular spend for the Public W orks Director ($40/month) and
cell phone expense for inspector. 03‐05‐00 821 563 650 712 700
Total Ulies 821 563 650 712 700
Office Supplies,
Computer Accessories &
Consumable Items
Includes items such as staonery, pens/pencils, folders, etc. as
well as computer accessories, meeng supplies and general
consumables.
05‐01‐00 878 452 850 913 850
Postage All postage and shipping costs, along with any incidental
charges. 05‐02‐00 51 33 150 245 150
Prinng
Expenses for prinng work not performed by City personnel.
This includes items such as business cards, forms, leerhead,
and books.
05‐04‐00 46 84 150 471 150
Uniforms Uniform allowance is provided for required apparel for the
Public Works inspector. 05‐31‐00 233 ‐ 250 ‐ 250
Total Office Expenses 1,208 568 1,400 1,629 1,400
Tornado Siren
Contracted monthly maintenance on the City's tornado/public
safety siren. Includes funding for the City's parcipaon in th e
Missouri River flood gauge partnership.
06‐36‐00 2,833 3,916 3,500 5,945 3,500
Total Maintenance 2,833 3,916 3,500 5,945 3,500
Engineer & Planning Fees
For on‐call assistance to supplement staff for special projects
and periods of high volume for plan reviews, materials tesng,
and inspecons. Offset in part by development fees for public
improvements.
08‐03‐00 19,444 54,917 40,000 31,547 40,000
Total Professional Fees 19,444 54,917 40,000 31,547 40,000
Miscellaneous Miscellaneous includes uncategorized expenses. 09‐21‐00 245 466 500 312 500
Total Other Expenses 245 466 500 312 500
Total General Fund (10) Public Works Expenses $221,013 $277,753 $317,942 $284,874 $313,199
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COMMUNITY DEVELOPMENT
The Community Development Department
provides current and long‐range planning, zoning,
building safety and inspection, code enforcement,
911 addressing, mapping and similar development
services. Community Development also provides
floodplain administration, supports the City’s
Planning and Zoning Commission, supports the
Board of Zoning Adjustment, and supports the
Board of Appeals.
The department includes four full‐time staff,
which includes the Community Development
Director, Building Official, Building Inspector, and
Planner; as well as a part‐time Code
Enforcement Officer.
2021 GOALS
1. Provide departmental services and resources
to implement the developments of Creekside
(quadrants around I‐435 and MO‐Hwy 45
interchange), CBC Real Estate at APEX Plaza
(intersection of MO‐Hwy 45 and N Melody Ln)
and Six At Park (southeast corner of MO‐Hwy 9
and E 6th St). Over the past three years,
preliminary and final development plans for
several residential, commercial and industrial
projects were approved throughout Parkville.
Furthermore, the three projects mentioned
above are significant developments that will
require a large amount of staff time for review,
inspections and resources devoted to ensure
their success. Our goal for 2021 is to issue final
certificates of occupancy for the following
developments by the end of the year: Capital
Electric, C‐Store Parkville West, Creekside
Commons Hotel, Johnny’s Tavern, Anytime
Fitness, Scooter’s Coffee, and Six At Park. This
goal would contribute to Critical Success Factor:
Economic Development.
2. Complete the 2020 Master Plan Update
project. On July 7, 2009 the Board of Aldermen
adopted the Parkville Master Plan which serves
as the official public policy plan and guide for the
physical development and redevelopment of the
community. In 2020 a consultant team from
Confluence led several meetings with the
project’s Steering Committee, one‐on‐one
meetings with community stakeholders, and
virtual public workshops. Our goal for 2021 is to
conduct the final public open house, review of
the draft plan, public hearing with the Planning
and Zoning Commission, and final adoption of
the completed plan at the April 20, 2020 meeting
of the Board of Aldermen. This goal would
contribute to Critical Success Factor:
Infrastructure
NOTABLE 2020 PERFORMANCE STATISTICS
In 2020 the Community Development Department
broke the record of total number of building
permits issued; and exceeded its $300,000
projection for permit fee revenue by collecting
$535,219 in permit fees, the second‐highest
amount on record (a 3.6% decrease from 2019
which was the highest amount on record). The
department also issued near‐record number of
single‐family residential home permits (84),
residential valuation added to the community
($26,838,063), plans reviewed (207), building
inspections (2,018, a 31% increase from 2019),
and Missouri One‐Call responses (2,262; a 4%
increase from 2019). Lastly, in 2020 the City
transitioned from the 2012 International Family of
Building Codes and updated its regulations by
adopting the 2018 International Family of Building
Codes.
Stascs from 2016 –2020 associated
with this department are located on
pages 128 and 129.
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COMMUNITY DEVELOPMENT
Category Personnel Insurance Office
Expenses
City
Services
Professional
Fees Other
Budget
Expenses 318,287 22,275 3,650 5,000 6,700 3,400
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 282,135 295,127 327,872 302,053 359,311
Personnel
89%
Insurance
6%
Office Expenses
1%
City Services
1%
Professional Fees
2%Other
1%
2021 Community Development Expenses
282,135 295,127
327,872
302,053
359,311
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
2018
Actual
2019
Actual
2020
Budget
2020 Unaudited 2021
Budget
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Total Community Development Expenses
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General Fund (10) Community Development (518)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries The total salaries for Community Development
employees. 01‐01‐00 206,075 211,438 225,554 223,451 258,023
FICA & Medicare This is the City's share of FICA & Medicare cost for its
employees. 01‐21‐00 15,491 16,223 17,255 16,954 19,739
Rerement The City's LAGERS contribu on for 2018 is 8.2% of
general employee salaries. 01‐22‐00 14,620 16,417 23,765 21,658 26,775
Community Development
Director Auto Allowance
Community Development Director auto allowance
($200/month). 01‐31‐00 2,435 2,400 2,400 2,400 2,400
Membership Fees and Dues The fees associated with membership to organizaons
for Community Development employees. 01‐41‐00 360 435 1,200 1,004 950
Tuion Reimbursement Reimbursement of educa onal advancement of
employees. 01‐43‐00 840 ‐ ‐ ‐ ‐
Total Personnel 247,284 251,082 281,663 266,123 318,287
Health, Life, & Dental
The City offers health, dental, and life insurance to its
employees and subsidizes a poron of the premium.
Reflects premium increases for employees.
02‐02‐00 14,473 16,910 23,331 21,780 21,199
Workers Compensaon The workers compensaon premium that covers all
Community Development employees. 02‐03‐00 316 740 777 548 575
Unemployment This covers the cost of any unemployment insurance
claims for the Community Development Department. 02‐04‐00 ‐ ‐ 500 ‐ 500
Total Insurance 14,789 17,650 24,608 22,328 22,275
Mobile Phones & Pagers The cost of cellular phones and coverage for
Community Development employees. 03‐05‐00 1,837 724 1,600 1,488 1,600
Total Ulies 1,837 724 1,600 1,488 1,600
Office Supplies, Computer
Accessories & Consumable
Items
Includes items such as staonery, pens/pencils &
folders, meeng supplies, computer accessories,
ploer ink and, general consumables.
05‐01‐00 1,134 2,155 1,000 4,264 1,000
Postage All postage and shipping costs, along with any
incidental charges. 05‐02‐00 1,057 1,139 2,000 1,011 2,000
Prinng
Expenses for prinng wor k not performed on City
equipment. Examples include items such as business
cards, inspecon forms, violaon noce cards, etc.
05‐04‐00 57 84 200 121 200
Publicaons
Purchase of books and periodicals that are pernent
to City services and/or employee performance, such as
code books and other printed manuals.
05‐05‐00 ‐ 523 ‐ 161 ‐
Small Office Equipment Small equipment such as desktop printers, hole
punches, calculators, etc. 05‐20‐00 27 ‐ ‐ ‐ ‐
Equipment and Hand Tools
Equipment necessary to carry out department dues
including, electrical testers, flash lights, canned smoke,
and other necessary tools.
05‐21‐00 246 146 250 78 250
Uniforms
An allowance is provided for required apparel
including uniforms, boots, gloves, etc. on an "as
needed" basis.
05‐31‐00 553 491 550 535 200
Total Office Expenses 3,074 4,538 4,000 6,170 3,650
Vehicle Repair & Maintenance All maintenance and repair work for Community
Development Department vehicles. 06‐21‐00 97 42 1,000 227 500
Vehicle Gas & Oil Fuel for Community Development Department
vehicles. 06‐22‐00 958 1,174 1,000 1,278 1,000
Total Maintenance 1,055 1,216 2,000 1,505 1,500
Professional Development
This includes the costs for educaonal seminars and
conferences aended by employees, such as
registraon, travel, lodging, and per diem.
01‐41‐02 7,463 4,123 11,489 655 10,400
Overme Any addional salary payme nt over the base rate of
pay for department employees. 01‐03‐00 ‐ 46 ‐ ‐ ‐
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Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Public Noces
The cost to adverse and post public noces, including
newspaper publicaons, signage, etc. and for
recording. Cerfied mail included in Postage above.
07‐02‐01 775 4,630 2,000 257 2,000
Code Enforcement
Costs associated with code enforcement services,
including condemnaon, demolion, mowing, trash
removal, liens and other enforcement expenses.
07‐04‐00 ‐ 13,084 3,000 ‐ 3,000
Total City Services 775 17,714 5,000 257 5,000
Engineer & Planning Fees
The fees for consultant engineering, planning,
surveying, interns or similar specialty work or reviews
performed for the Community Development
Department.
08‐03‐00 9,355 1,670 6,000 2,404 5,000
NPDES II/Arcview The cost to purchase data, aerials, and maintain the
City's GIS mapping system. 08‐03‐02 3,669 400 2,700 1,337 1,700
Total Professional Fees 13,024 2,070 8,700 3,741 6,700
Planning Commission meeng
food/supplies
Food and miscellaneous supplies associated with
Planning Commission meengs. 09‐20‐00 ‐ 130 150 57 150
Miscellaneous Miscellaneous includes uncategorized expenses. 09‐21‐00 297 3 150 384 150
Total Other Expenses 297 133 300 441 300
Total General Fund (10) Community Development Expenses $ 282,135 $295,127 $ 327,872 $302,053 $359,311
General Fund (10) Community Development (518)
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OPERATIONS DIVISION: STREETS
The Streets Operation Division of the Public
Works Department consists of one operations
director, three skilled laborers, and two laborers.
The Division is responsible for maintaining
approximately 100 lane miles of pavement,
rights‐of‐way, sidewalks, and storm drains.
During the summer months, staff patch
potholes, seal pavement cracks, repair storm
sewers, mow 18 miles of right‐of‐way/highway
medians, and assist with the annual street
maintenance program. During the winter
months, a total of ten Public Works employees
work together to plow snow and treat the
roadways with salt and sand to provide clear and
safe travel routes on the City's street network.
Projects completed in 2020 include: updates to
the street ratings on all City streets; replacement
of over 1,800 feet of concrete curb and gutter;
and replacement of 11,000 feet of asphalt.
2021 GOALS
1. Maintain the integrity of the City’s streets,
sidewalks, and rights‐of‐way. This will be
measured by the average annual street rating.
This would contribute to the Critical Success
Factor: Infrastructure.
2. Provide exceptional customer service related
to street and snow operations. This will be
measured by the reduction of customer
complaints received. This goal would
contribute to the Critical Success Factor: Basic
Services.
NOTABLE 2020 PERFORMANCE STATISTICS
The goal for the Street Maintenance program is to
maintain an annual street rating of 3.0 or better
(lower). The 2020 average exceeded that goal
with an average annual street rating of 2.66.
Stascs from 2016 –2020 associated with this
department are located on page 128.
64
OPERATIONS DIVISION: STREETS
Category Personnel Insurance Ulies City Services Other
Budget
Expenses 349,804 80,075 17,000 28,900 11,000
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 385,122 400,680 464,684 420,387 486,779
385,122
400,680
464,684
420,387
486,779
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2018
Actual
2019
Actual
2020
Budget
2020 Unaudited 2021
Budget
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General Fund (10) Streets (520)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries The total salaries for Streets Division employees. 01‐01‐00 244,088 235,375 268,597 247,180 276,656
Overme Any addional salary payment over the base rate of pay
for department employees. 01‐03‐00 11,733 15,958 17,000 9,990 17,000
FICA & Medicare This is the City's share of FICA & Medicare cost for its
employees. 01‐21‐00 18,494 18,311 21,848 19,038 22,465
Rerement The City's LAGERS contribu on for 2018 is 8.2% of
general employee salaries. 01‐22‐00 20,054 21,287 32,272 26,978 33,183
Professional Development Cost for educaonal semina rs and conferences aended
by Streets employees. 01‐41‐02 224 15 500 ‐ 500
Total Personnel 294,593 290,946 340,218 303,186 349,804
Health, Life, & Dental The City offers health, dental, and life insurance to its
employees and subsidizes a poron of the premium. 02‐02‐00 32,725 41,039 46,470 42,576 46,910
Workers Compensaon The workers compensaon premium that covers all
Streets Divisions employees. 02‐03‐00 16,374 20,582 21,611 30,157 31,665
Unemployment This covers the cost of any unemployment insurance
claims for the Streets Division. 02‐04‐00 ‐ ‐ 1,500 ‐ 1,500
Total Insurance 49,099 61,621 69,581 72,733 80,075
Telephone & Voicemail The charges for local and long distance telephone
service and internet for the Street Barn. 03‐01‐00 1,751 2,629 1,600 2,758 1,800
Electricity Electric ulity charges for the Street Barn. 03‐02‐00 3,748 3,098 4,200 2,336 4,200
Gas Gas ulity charges for the Street Barn. 03‐02‐01 1,095 1,7 66 2,000 1,124 2,000
Water Water loads and drinking water for the Street Barn. 03‐04‐00 4,888 4,767 5,000 4,493 5,000
Mobile Phones The cost of cellular phones and coverage for street
division employees. 03‐05‐00 2,544 990 2,800 2,125 2,800
Trash Hauling
The hauling charges for the trash at the Street Barn and
trash cans on Main Street ($660/year for Streets
dumpster, free for Downtown trash).
03‐09‐00 160 300 1,200 300 1,200
Total Ulies 14,186 13,549 16,800 13,135 17,000
Office Supplies, Computer
Accessories & Consumable
Items
This includes items such as staonery, pens/pencils,
folders, etc. as well as computer accessories, meeng
supplies and general consumables.
05‐01‐00 632 233 1,000 565 1,000
Small Office Equipment Items such as printers, telephones, etc. 05‐20‐00 ‐ ‐ 500 ‐ 500
Shop Supplies & Materials Miscellaneous small equipment purchases such as
hedge trimmers, saws, brooms, etc. 05‐21‐00 6,133 4,890 6,500 6,694 6,500
Uniforms Allowance provided for uniforms, including boots,
winter apparel, and apparel with the City logo. 05‐31‐00 2,735 2,927 3,000 2,602 3,000
Total Office Expenses 9,500 8,050 11,000 9,861 11,000
Clean up and Recycling
Expenses
All expenses pertaining to the semiannual cleanup
events held during the spring and fall for residents,
including the spring recycling extravaganza.
07‐43‐00 16,315 18,328 17,000 13,487 19,000
Household Hazardous Waste
All expenses pertaining to the MARC Household
Hazardous Waste Collecon Program and local event.
The MARC HHW program allows residents to safely
dispose of such waste at no charge. Previously in
Administraon Division.
07‐43‐02 194 7,246 7,935 7,435 8,000
Mosquito & Weed Control Chemicals used to abate weeds and mosquitoes around
the City. 07‐51‐00 949 920 1,800 550 1,800
Animal Control Supplies for animal control. 07‐55‐00 147 0 100 0 100
Total City Services 17,604 26,495 26,835 21,472 28,900
Miscellaneous Miscellaneous includes uncategorized expenses. 09‐21‐00 141 19 250 ‐ ‐
Total Other Expenses 141 19 250 ‐ ‐
Total General Fund (10) Streets Expenses $ 385,122 $ 400,680 $ 464,684 $ 420,387 $ 486,779
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OPERATIONS DIVISION: PARKS
The Parks Operation Division of the Public
Works Department consists of one
superintendent, two full‐time laborers, and four
seasonal laborers. The Division is responsible for
park and trail maintenance. This includes trimming
trees, collecting trash, mowing, weed eating, and
cleaning restrooms.
During the summer months, staff work together to
maintain over 200 acres of City‐owned parks.
Projects completed in 2020 include: construction
of new pickleball and basketball courts,
construction of two dog park shelters, completed
restoration of the parks following the devastating
flooding in 2019, restoration of the ballfields
following receipt of Royals Charities grant funding,
and completion of planning studies for three
neighborhood parks. In 2019, the public approved
a Parks Sales Tax that will generate approximately
$500,000 per year for Parks Capital Improvement
Projects.
2021 GOALS
1. Maintain the quality and beauty of the City’s
park and trail system. This will be measured by
the amount of money put into tree plantings
and removals, trail maintenance, as well as
acreage mowed. This goal contributes to the
Critical Success Factors: Parks and Basic
Services.
2. Provide quality recreational and event space
for special events within the City’s parks. This
will be measured by the increase of number of
events held in the park, as well as continued
use of shelters and ball fields. This goal would
contribute to the Critical Success Factor: Parks.
NOTABLE 2020 PERFORMANCE STATISTICS
The restoraon of the areas flooded during the
2019 took nearly 18 months to complete. The
total amount of funding recovered from FEMA for
the restoraon following the flood restoraon
effort is close to $450,000.
Stascs from 2016 –2020 associated with this
department are located on page 128.
67
OPERATIONS DIVISION: PARKS
Category Personnel Insurance Ulies Office
Expense Maintenance City
Services Other
Budget
Expenses 229,329 51,750 33,300 33,075 53,000 49,200 1,000
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 327,323 353,020 408,370 423,611 450,654
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General Fund (10) Parks (525)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries The total salaries for Parks employees. 01‐01‐00 113,408 121,535 125,008 126,776 137,124
Overme Any addional salary payme nt over the base rate of
pay for department employees. 01‐03‐00 6,512 10,975 9,000 7,603 10,000
Seasonal Landscape Maintenance
Workers
Four part‐me seasonal employees are hired to
maintain parks during the summer. Increased from
3 to 4 in 2016.
01‐05‐00 47,193 44,445 50,000 54,526 50,000
FICA & Medicare This is the City's share of FICA & Medicare cost for
its employees. 01‐21‐00 12,301 13,208 14,087 14,139 15,080
Rerement The City's LAGERS contribu on for 2018 is 8.2% of
general employee salaries. 01‐22‐00 9,940 11,723 15,158 15,965 16,625
Professional Development This includes the costs for educaonal seminars
and conferences aended by Parks employees. 01‐41‐02 ‐ 17 500 16 500
Total Personnel 189,356 201,902 213,752 219,024 229,329
Health, Life, & Dental
The City offers health, dental, and life insurance to
its employees and subsidizes a poron of the
premium.
02‐02‐00 13,912 27,850 29,259 35,760 39,824
Workers Compensaon The workers compensaon premium that covers all
Parks employees. 02‐03‐00 6,297 9,128 9,584 10,406 10,926
Unemployment This covers the cost of any unemployment
insurance claims for the Parks Division. 02‐04‐00 ‐ ‐ 1,000 91 1,000
Total Insurance 20,210 36,977 39,843 46,257 51,750
Telephone & Voicemail The charges for local and long distance telephone
service for the Parks office. 03‐01‐00 2,698 4,074 2,500 3,942 3,500
Electricity Electric ulity charges for the Parks office. 03‐02‐0 0 16,273 20,195 22,000 6,385 22,000
Gas Gas ulity charges for the Parks office. 03‐03‐00 ‐ ‐ ‐ ‐ ‐
Water Water ulity charges and drinking water for the
Parks office. 03‐04‐00 5,898 3,334 6,000 13,234 6,000
Mobile Phones The cost of cellular phones and coverage for Parks
employees. 03‐05‐00 842 618 800 705 800
Trash Hauling Trash hauling for the City parks. 03‐09‐00 725 160 1,000 199 1,000
Total Ulies 26,436 28,381 32,300 24,466 33,300
Office Supplies, Computer
Accessories & Consumable Items
Includes items such as staonery, pens/pencils,
folders, etc. as well as computer accessories,
meeng supplies, and general consumables.
05‐01‐00 657 478 500 443 500
Postage All postage and shipping costs, along with any
incidental charges. 05‐02‐00 3 3 75 1 75
Prinng
Expenses for prinng work not performed by City
personnel. It would include items such as business
cards, forms, noces, leerhead, and books.
05‐04‐00 675 264 400 477 500
Publicaons
Purchase of books and periodicals that are
pernent to City services and/or employee
performance.
05‐05‐00 ‐ ‐ 50 ‐ 50
Small Office Equipment
Items such as printers, fax machines, etc. Funding
in 2017 includes the purchase of a new printer for
the Parks office.
05‐20‐00 ‐ ‐ 250 150 250
Equipment & Hand Tools Any equipment or hand tools needed to carry out
the work of the Parks Division. 05‐21‐00 6,994 8,882 6,500 7,194 6,500
Uniforms Allowance provided for uniforms, including boots,
winter apparel, and apparel with the City logo. 05‐31‐00 1,168 531 2,000 2,334 2,000
Restroom Supplies
Toiletries for the public restrooms in English
Landing Park and Plae Landing Park. Funding in
2017 includes purchase of restroom supplies to
operate the new ELP restroom year round
following compleon of Restroom Improvements
Phase II.
05‐41‐01 2,573 508 3,000 2,846 3,000
Trash Bags Trash and dog waste bags for the receptacles in
City parks. 05‐41‐02 4,037 435 4,700 3,609 4,700
Park Enhancements Amenity improvements for City parks. 05‐41‐03 (1,743) 5,795 7,000 13,771 10,000
Grass Seed & Ferlizer Grass se ed and ferlizer for the City pa rks. 05‐42‐00 1,856 463 3,800 1,877 5,000
Other Purchases Unbudgeted purchase of supplies. 05‐99‐00 357 176 500 311 500
Total Office Expenses 16,577 17,533 28,775 33,012 33,075
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Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Building Maintenance &
Repair
Maintenance and repair of Parks office building and other
park structures. 06‐01‐00 5,705 4,654 6,000 19,579 6,000
Restrooms Maintenance of the permanent public restrooms in English
Landing Park and Plae Landing Park 06‐03‐00 1,808 1,097 4,500 4,037 8,000
Stage Maintenance Maintenance for the Maxine McKeon Stage in English
Landing Park. 06‐05‐01 ‐ 65 300 ‐ 300
Ball Field Maintenance Includes maintenance ball fields, volleyball courts, and
related amenies. 06‐05‐02 3,528 3,512 4,000 12,172 6,000
Trail Maintenance
Maintenance of park trails. Includes crack‐seal and seal
coat of trail along 45 Hwy from 9 Hwy to Klamm Road
($2,500)
06‐05‐03 903 5,246 6,500 1,150 6,500
Playground Equipment &
Repair Maintenance for the playground at English Landing Park. 06‐12‐00 12,826 978 3,000 3,561 3,000
Spirit Fountain
Maintenance for the Gresham Spirit fountain by the Train
Depot. Includes preventave maintenance for fountain
pump.
06‐13‐00 567 1,277 2,500 2,591 2,500
Vehicle Repair &
Maintenance Maintenance for the Parks Division vehicles. 06‐21‐00 3,497 5,831 5,000 1,438 5,000
Equipment Repair &
Maintenance
Repair and maintenance of Parks Division equipment. This
does not include lawn mowers. 06‐21‐01 2,798 8,145 3,500 3,074 3,500
Tractor Mowing Equipment Maintenance and repair of Parks Division lawn mowers
and tractors. 06‐21‐02 2,602 3,555 5,000 4,198 5,000
Vehicle Gas & Oil Fuel for Parks Division vehicles. 06‐22‐00 3,578 2,744 4,000 2,340 4,000
Equipment Gas & Oil Fuel and oil for park mowing equipment. 06‐22‐01 2,386 3,026 3,200 2,677 3,200
Total Maintenance 40,198 40,131 47,500 56,817 53,000
Rental of Portable Toilets
Rental of portable toilets in convenient locaons
throughout English Landing Park. Funding in 2016 includes
the rental of portable restrooms during the construcon
of the ELP restroom.
07‐20‐00 5,518 6,013 6,000 9,625 8,000
Mosquito & Weed Control
Chemicals used to abate weeds and mosquitoes in City
parks. Funding in 2017 includes the maintenance of the
PLP wetland and nave vegetaon area.
07‐51‐00 7,395 5,795 10,000 5,231 10,000
Landscaping To purchase mulch, perennials, top soil, etc. for all Parks. 07‐51‐01 ‐ 194 4,000 1,362 4,000
Tree Trimming & Removal
The trimming and removal of any unsafe and/or unhealthy
trees in City parks. Helps to maintain Tree City USA status.
Funding includes the local match associated with the MDC
TRIM grant.
07‐52‐00 16,425 13,452 18,000 22,945 20,000
Tree Planng
The cost of planng new trees in City parks. Funding
includes the local match associated with the MDC TRIM
grant.
07‐53‐00 5,073 2,550 6,000 4,039 6,000
Rental Equipment Rental costs for equipment needed but not owned by the
City, such as a li to accommodate in‐house tree pruning. 07‐60‐00 121 94 1,200 612 1,200
Total City Services 34,532 28,096 45,200 43,813 49,200
Miscellaneous Miscellaneous includes uncategorized expenses. 09‐21‐00 14 ‐ 1,000 221 1,000
Total Other Expenses 14 ‐ 1,000 221 1,000
Total General Fund (10) Parks Expenses $327,323 $353,020 $ 408,370 $423,611 $450,654
General Fund (10) Parks (525)
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NATURE SANCTUARY
The Parkville Nature Sanctuary is comprised of 115
acres of natural upland and boomland forest,
wetlands, reconstructed prairie, and a small
stream. This includes 46 acres of City‐owned
property and 69 acres leased from the Missouri
Department of Conservaon. The Parkville Nature
Sanctuary is primarily three conguous tracts of land
adjacent to Riss Lake, Park University, and Highway
9. In addion, the City maintains the smaller Sullivan
Nature Sanctuary, which is north of Plae Landing
Park on the west side of Main Street.
The Parkville Nature Sanctuary staff consists of
one full‐me director and one part‐me assistant
director. The full‐me director also over sees the
wetlands in Plae Landing Park. Their dues include
protecng the nave flora and fauna, enhancing the
nave character of the lan ds, maintaining trails and
other facilies for use by the public, organizing
special events, and coordinang fundraising
acvies. Program expenses are parally offset by
nature sanctuary donaons and program fees.
2021 GOALS
1. Increase biodiversity in the woodlands and prairie, in
order to collect seed with genotypes specific to Parkville
so that I may create and implement a seed/ plant
producon plot in order to cut down on plant costs and to
give plants to volunteers for as incenves. This will also
reduce the invasive species present. Crical Success
Factor: Basic services
2. Clear all invasive species from our Stream Team
monitoring site and replace the invasive species with
nave flora, to date an enre acre has been cleared and
replanted. This will be done with the help of interns/
volunteers/ partners thus expanding our community
connecons. Crical Success Factor: Parks/ Basic services
Picture: “Going Fishing” by Tim Verner
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NATURE SANCTUARY
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 43,870 47,207 53,864 51,225 61,898
Category Personnel Office Expenses Maintenance Other Expenses
Budget
Expenses 46,310 4,390 5,625 300
43,870
47,207
53,864
51,225
61,898
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
2018
Actual
2019
Actual
2020
Budget
2020 Unaudited 2021
Budget
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General Fund (10) Nature Sanctuary (535)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries Includes salaries for Nature Sanctuary employees. 01‐01‐00 29,559 33,214 35,051 38,488 38,781
Overme Any addional salary payment over the base rate of pay
for department employees. 01‐03‐00 ‐ 627 1,000 192 1,000
FICA & Medicare This is the City's share of FICA & Medicare cost for its
employees. 01‐21‐00 2,254 2,589 2,758 2,959 3,043
Expense Allowance ‐ Other Reimbursement of incidental expenses. 01‐31‐00 ‐ ‐ ‐ ‐ 2,986
Professional Development
This includes the costs for educaonal seminars and
conferences aended by the Nature Sanctuary
employees
01‐41‐00 ‐ ‐ ‐ 125 500
Total Personnel 31,813 36,431 38,809 41,763 46,310
Health, Life, & Dental The City offers health, dental, and life insurance to its
employees and subsidizes a poron of the premium. 02‐02‐00 ‐ ‐ ‐ 1,838 5,273
Total Insurance ‐ ‐ ‐ 1,838 5,273
Electricity Electric ulity char ges for the Nature Sanctuary. 03‐02‐00 170 ‐ ‐ ‐ ‐
Total Ulies 170 ‐ ‐ ‐ ‐
Office Supplies, Computer
Accessories & Consumable
Items
Includes items such as staon ery, pens/pencils, folders,
etc. as well as computer accessories, meeng supplies,
and general consumables.
05‐01‐00 136 153 125 87 120
Postage All postage and shipping costs, along with any incidental
charges. 05‐02‐00 30 73 80 6 50
Prinng
Expenses for prinng work not performed by City
personnel. This includes items such as business cards,
forms, leerhead, thank you cards and books.
05‐04‐00 257 215 300 44 120
Equipment & Hand Tools
Equipment and hand tools necessary to compleng work
for the Nature Sanctuary. Includes purchase of ller in
2018 ($900)
05‐21‐00 1,754 2,640 1,400 1,212 2,000
Materials Hardware, mulch, signs, and other miscellaneous
materials. 05‐41‐00 978 554 1,200 1,136 1,500
Program Expenses Costs associated with the Day Camps, Ghost Stories, and
other events. Moved to PNS Donaon Fund. 05‐42‐00 3,266 4,255 3,500 1,592 ‐
Volunteer Acknowledgement Costs associated with acknowledging volunteers and the
hard work and hours dedicated to the Nature Sanctuary. 05‐43‐00 ‐ ‐ 500 540 600
Total Office Expenses 6,421 7,889 7,105 4,617 4,390
Building Maintenance & Repair
Maintenance and repair charges for the maintenance
shed and Girl Scout shelter. Also includes portable
restroom facilies.
06‐01‐00 957 738 800 32 550
Trail Maintenance
Maintenance of trails in the Nature Sanctuary, including
tree trimming and removal. Includes the repair of three
culver crossing ($3,000).
06‐05‐03 3,204 1,016 5,000 2,082 3,000
Vehicle Repair and
Maintenance
All maintenance and repair work for Nature Sanctuary
vehicles. Includes brakes, res , hydraulic problems, etc. 06‐21‐00 148 493 1,000 40 700
Equipment Repair &
Maintenance
All maintenance and repair work for Nature Sanctuary
equipment. 06‐21‐01 331 106 200 592 1,000
Vehicle Gas and Oil Fuel for Nature Sanctuary vehicles. 06‐22‐00 390 290 350 240 375
Total Maintenance 5,030 2,644 7,350 2,987 5,625
Mosquito & Weed Control Materials for mosquito and weed abatement in the
Nature Sanctuary. 07‐51‐00 81 25 100 ‐ 50
Total City Services 81 25 100 ‐ 50
Miscellaneous Miscellaneous includes uncategorized expenses. 09‐21‐00 356 218 500 21 250
Total Other Expenses 356 218 500 21 250
Total General Fund (10) Nature Sanctuary (535) $43,870 $47,207 $53,864 $51,225 $61,898
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PUBLIC INFORMATION DIVISION
The Public Information Division is responsible
for community outreach via media sources. This
includes live streaming and backup of public
meetings, website management, and production
of the City newsletter. The Public Information
budget and services are overseen by the City
Clerk. Public meeting broadcast production and
backup is contracted out to a third‐party vendor.
City staff produces content for the City
newsletter which is produced and mailed by a
third‐party vendor. Personnel expenses in the
graph on the next page represent the budgeted
services contract with Curious Eye Productions.
2021 GOALS
1. Continue to improve communications with
residents and keep them updated on what is
going on with the City and how they might
be affected. The number of newsletters will
be increased to four and each will be printed
in all color. This goal would contribute to
Critical Success Factor: Basic Services.
2. Finalize upgrades to audiovisual system in the
board room and incorporate CivicClerk live
streaming into public meetings prior to
resuming in‐person meetings. This goal would
contribute to Critical Success Factor: Basic
Services.
Stascs from 2016 –2020 associated with this
department are located on page 127.
You can find the City’s Social Media here:
Facebook ‐ Twier ‐ Instagram
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PUBLIC INFORMATION DIVISION
Category Personnel Office Expenditures Maintenance
Budget Expenses 12,950 300 17,160
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 15,370 19,602 23,733 23,753 30,410
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General Fund (10) Public Informaon (540)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Technical Consultant
Contract with Curious Eye to manage filming and live
streaming of Board of Aldermen and Planning
Commission meengs ($850/month).
01‐52‐00 9,350 10,200 10,200 10,200 10,200
Producon Assistant
Cost for contract producon assistants to film meengs
($50/meeng). Includes sm all buffer for addional
meeng recording as needed.
01‐53‐00 3,400 2,250 2,750 500 2,750
Total Personnel 12,750 12,450 12,950 10,700 12,950
Office Equipment The purchase of supplies for meeng recordings, such
as DVDs. 04‐21‐00 (79) 30 100 115 100
Total Capital Expenses (79) 30 $ 100 115 100
Computer Equipment, Access &
Programming
The purchase of computer accessories, meeng
recording accessories, and live stream accessories. 05‐03‐00 1,058 ‐ 200 88 200
Total Office Expenses 1,058 ‐ 200 88 200
Newsleer/Website
Costs associated with the four mes per year resident
newsleer. Contracted with the Plae County Cizen
for newsleer services in fall 2015.
09‐05‐00 1,640 3,280 6,823 12,790 14,000
Computer Maintenance Annual subscripon fees for live streaming ($500/year)
and Vimeo video archive service ($60/year). 06‐31‐00 ‐ 559 560 60 60
Publicaons Costs associated wit h prinng city publicaons. 05‐05‐00 ‐ 3,283 3,100 ‐ 3,100
Total Maintenance 1,640 7,122 10,483 12,850 17,160
Total General Fund (10) Public Informaon (540) $ 15,370 $19,602 $ 23,733 $23,753 $30,410
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INFORMATION TECHNOLOGY DIVISION
The Information Technology (IT) Division is
responsible for providing secure, reliable, and
responsive technology and business solutions
that facilitate and enhance the City’s
effectiveness in serving the citizens of
Parkville. This includes hardware support,
software troubleshooting, and other routine
technical assistance. Information technology
services are currently provided by a third‐
party vendor and overseen by the City Clerk.
Personnel expenses in the graph on the next
page represent the budgeted IT Services
contract. Annual maintenance costs of City
software and security programs are included
in the IT budget. The budget increase in 2020
accounted for the implementation of
CivicClerk for board/commission agendas,
minutes and videos; phone system switch
replacement; and server upgrades.
2021 GOAL
1. Upgrade six computers through the CIP by
July 1st. Once the six computers are
selected, the computers will be ordered and
will replace the existing machines. This goal
would contribute to the Critical Success
Factor: Basic Services.
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INFORMATION TECHNOLOGY DIVISION
Category Personnel IT Expenses Maintenance
Budget Expenses 20,000 37,913 2,832
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenses 49,205 48,796 67,036 66,036 60,745
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General Fund (10) Informaon Technology (555)
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Informaon Technology
Support Contract
Informaon technology s upport annual contract with
eNet, LLC. 01‐52‐00 18,645 21,999 28,684 24,156 20,000
Total Personnel 18,645 21,999 28,684 24,156 20,000
Equipment
Purchase of any new IT related equipment such as com‐
puters (w/ soware), servers, printers, copiers, etc.
Server for park cameras $2,000.
02‐01‐00 5,259 4,749 6,033 6,904 9,000
Soware
Annual maintenance for Incode accounng program
($14,935), spam blocker ($1500/yr), online Municipal
Code ($695/yr), InDesign ($240/yr), virus/malware
($1,665) and other miscellaneous computer soware.
Includes e‐mail archive system ($1,950) and 1 Acrobat
Pro license ($440).
02‐02‐00 21,649 18,371 28,193 31,324 27,609
Domain Registraons
Cost of domain registraon s for parkvillemo.com &
parkvillepolice.org ($24/year), parkvillemo.gov ($400/
year), mail.parkvillemo.gov ($450/year) and website
hosng with InfoDeli, LLC ($35/month). Previously in
Administraon Division.
02‐04‐00 820 844 1,294 750 1,304
Total IT Expenses 27,728 23,965 35,520 38,978 37,913
Maintenance & Repair Offsite server backup and disaster recovery ($236/
month). 06‐01‐00 2,832 2,832 2,832 2,902 2,832
Total Maintenance 2,832 2,832 2,832 2,902 2,832
Total General Fund (10) Informaon Technology (555) $49,205 $48,796 $ 67,036 $66,036 $60,745
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CAPITAL OUTLAY
Capital Outlay (General Fund) was created in
2015 to beer report and record General Fund
capital outlay purchases. Prior General Fund
capital outlay purchases were recorded
individually within a division. This made it difficult
to view a consolidated picture of the year’s major
capital expenses from the general fund.
In 2020, major General Fund capital outlay
expenses include budgeted expenses from
Administraon, Police De partment, Public Works,
Community Development, the Parks Division, and
IT.
The significant increase in 2019 was due to the
construcon and comple on of the Low Water
Crossing bridge into English Landing Park. The
increase of funds for 2020 was budgeted due to
new available funds because the City is no longer
responsible for the payment of the NID debt
payments.
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Category Admin. Police Public Works IT CD Streets Court
Budget
Expenditures 46,000 115,934 32,041 6,000 70,000 35,000 19,000
CAPITAL OUTLAY
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Expenditures 348,244 710,300 592,451 366,550 323,975
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General Fund (10) Capital Outlay (560)
Type Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
City Hall Building Repairs (30,000); Building Safety Upgrades (16,000) 10‐560‐50‐10‐00 26,504 92,145 122,900 51,986 46,000
Total Administraon 26,504 92,145 122,900 51,986 46,000
Two AWD Police Sedan and equipment (81,798); Replace one In‐car
video system (4,136); Replacement four Radios/Baeries (20,000);
Police Substaon Design (10,000)
10‐560‐50‐50‐00 50,040 68,487 93,010 49,066 115,934
Total Police 50,040 68,487 93,010 49,066 115,934
Court Copier (4,000); Court Soware Update (15,000) 10‐560‐51‐0 0‐00 ‐ ‐ ‐ ‐ 19,000
Total Court ‐ ‐ ‐ ‐ 19,000
Park University Parking Lot Lease Payment (22,041); Entryway
Monument Preliminary Plan (10,000 10‐560‐51‐50‐00 44,091 22,041 102,041 22,041 32,041
Total Public Works 44,091 22,041 102,041 22,041 32,041
Connued Master Plan Update (60,0 00); Bell Road PSP Plan (10,000) 10‐560‐51‐80‐00 10,850 ‐ 158,000 118,916 70,000
Total Community Development 10,850 0 158,000 118,916 70,000
Storm Sewer Evaluaon and Repair (35,000) 10‐560‐52‐00‐00 ‐ ‐ 85,000 96,857 35,000
Total Streets ‐ ‐ 85,000 96,857 35,000
There are no General Fund expenditures planned for the Parks
Department CIP. For Parks 2021 projects, see Page 97 for the Parks Sales
Tax Fund.
10‐560‐52‐50‐00 210,691 522,445 ‐ ‐ ‐
Total Parks 210,691 522,445 ‐ ‐ ‐
There are no CIP projects planned for 2021. 10‐560‐54‐00‐00 ‐ ‐ 25,500 21,736 ‐
Total Public Informaon ‐ ‐ 25,500 21,736 ‐
2021: Computer Replacement Cycle ($6,000). 10‐560‐55‐50‐00 16,418 5,182 6,000 5,948 6,000
Total Informaon Technology 16,418 5,182 6,000 5,948 6,000
Total General Fund (10) Capital Outlay (560) $ 358,594 $ 710,300 $ 592,451 $366,550 $ 323,975
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The Debt Service Funds are comprised of six funds
that are used to account for the accumulaon of
resources for the payment of principal, interest, and
related costs on the debt.
REVENUES – The City uses property taxes, special
assessments, and sewer service charges to fund debt
service payments. The City collects these revenues to
make bond payments for the current year.
EXPENSES – The expenses for the budget year include
only the bond payments and fees that will be due and
payable.
Acve Debt Funds:
General Debt Fund (22): 2006 Cerficate of
Parcipaon (COPS), whic h includes the new City
Hall and voter‐approved projects from the 2004
ballot measure. It was refunded in late 2015 to
reduce interest costs and General Fund impact.
Sewer Debt Service Fund (30): State Revolving Loan
(SRF) projects that are supported by sewer fees.
Reres in 2025. The reducon in 2016 from 2015
was a result of an early rerement of a lease
purchase loan for the sewer plant.
Neighborhood Improvement Districts (21, 23, 24):
Supported by assessments on benefing
properes.
River Park Neighborhood Improvement District
financed infrastructure in The Naonal.
Rered in 2020.
Brush Creek Drainage Area Neighborhood
Improvement District financed sewer
expansion at the intersecon of I‐435 and
Route 45. Reres in 2034.
Brink Meyer Road Neighborhood
Improvement District financed road
improvements and a retaining wall on Brink‐
Myers Road. Reres in 2034.
Road Capital Maintenance Loan which financed the
2017 Street Maintenance program. Reres in 2022.
‐
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034
Projected Total Debt Payments
Principal and Interest (excludes fees)
Street
Maintenance
Loan
Route 9 Loan
Brink Myers
NID
Brush Creek
NID
Sewer SRF
Sewer Lease
Purchase
COPs
River Park NID
DEBT SERVICE FUNDS
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The General Obligaon (GO) Legal Debt Limit is
10% of the assessed value of the taxable tangible
property. There is an addional 10% of the
assessed value available for street and sewer
expansions, or construcon of ulity plants. Total
GO indebtedness may not exceed 20% of the
assessed valuaon of taxable property. 2020
Assessed value is $263,355,195 which makes the
20% debt limit $52,671,039.
By policy (Resoluon No. 09‐01‐14), the Board
has limited itself to no more than 80% of the
statutory limit. The City is currently at 26% of the
total limit not to exceed and has plenty of capacity
for future debt. The City has a AA bond rang from
Standard and Poor’s.
DEBT SERVICE FUNDS
Sewer Debt,
535,000 , 1%
COPS,
2,035,572
4%
Brink Meyer NID,
2,730,000 , 5%
Brush Creek NID,
3,995,000 , 8%Street
Maintenance/
Route 9,
1,626,900 , 3%
General Debt Capacity,
11,772,844 , 22%
Limited Per Debt Policy,
10,534,208 , 20%
Additional Debt Capacity
(limited uses),
19,441,516 , 37%
Total Debt and Debt Capacity Based on 2020 Assessed Valuation
Principal Only
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River Park NID Bonds (21) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
River Park Special
Assessment
Assessment levied on property owners in
the River Park NID. 41001‐00 322,080 323,923 322,400 160,025 ‐
Interest Income Interest earned from general fund
investments. 41701‐00 181 198 200 80 ‐
Total River Park NID Bonds (21) Revenues $ 322,261 $324,122 $ 322,600 $160,105 $ ‐
Bond Principal Payment of bond principal. 10‐01‐00 295,000 305,000 315,000 315,000 ‐
Bond Interest
Payment of bond interest. Drop in interest
payments is due to refinancing of bond
issue at lower interest rates.
10‐02‐00 24,575 15,194 5,119 5,119 ‐
Bond Fees Payment of bond fees. 10‐03‐00 424 265 424 67 ‐
Total River Park NID Bonds (21) Expenses (501) $ 319,999 $320,459 $ 320,543 $320,186 $‐
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Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Property Taxes Property taxes collected for debt service. 41001‐00 389,585 416,051 437,450 432,245 450,970
Interest Income Interest earned from investments. 41701‐00 63 98 120 202 120
Total COPs (22) Revenues $ 389,648 $416,149 $ 437,570 $432,448 $451,090
2006/2015 COPS Bond
Principal Payment of bond principal. 10‐01‐00 335,155 354,132 361,800 361,800 388,809
2006/2015 COPS Bond
Interest Payment of bond interest. 10‐02‐00 65,386 57,666 49,650 49,648 41,241
2006/2015 COPS Bond
Fees Payment of bond fees. 10‐03‐00 ‐ ‐ 1,100 ‐ ‐
Total COPs (22) Expenses (501) $ 400,541 $411,799 $ 412,550 $411,448 $430,050
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Brush Creek NID Bonds (23) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Brush Creek Special
Assessment
Assessment levied on property owners in the
Brush Creek NID. 41001‐00 251,036 251,036 251,036 252,106 233,591
Penales
Fees collected by the County and remied to
the City for assessments that are collected
aer the deadline.
41002‐00 ‐ 140,423 ‐ ‐ ‐
Transfers
Transfer from Emergency Reserve Fund (or
other sources) to cover shoralls in
assessment collecons.
41901‐00 140,696 ‐ 140,000 140,000 112,357
Interest Income Interest earned from debt service reserve
fund investments. 41701‐00 8,185 16,060 7,500 5,512 ‐
Total Brush Creek NID Bonds (23) Revenues $ 399,916 $407,518 $ 398,536 $478,118 $345,948
Loss on Investments 09‐50‐00 2,924 428 ‐ ‐ ‐
Professional Services Arbitrage analysis report 08‐02‐02 ‐ 2,000 18,175 18,175 ‐
Bond Principal Payment of bond principal. 10‐01‐00 215,000 220,000 230,000 230,000 235,000
Bond Interest
Payment of bond interest. Drop in interest
payments is due to refinancing of bond issue
at lower interest rates.
10‐02‐00 177,563 171,038 164,288 164,288 108,948
Bond Fees Payment of bond fees. 10‐03‐00 2,000 2,000 2,000 2,000 2,000
Total Brush Creek NID Bonds (23) Expenses (501) $ 397,486 $395,465 $414,463 $415792 $345,948
Transfers Transfer from the General Fund—Sale of
Property ‐ ‐ ‐ 80,500 ‐
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Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Brink Meyer Special
Assessment
Assessment levied on property owners in the
Brink Meyer NID. 41001‐00 ‐ 1,791 1,791 1,791 1,605
Transfers
Transfer from Emergency Reserve Fund (or
other sources) to cover shoralls in
assessment collecons.
41902‐00 285,340 283,048 ‐ ‐ ‐
Transfers—GF Transfer from the General Fund—Sale of
property 41901‐01 ‐ ‐ 282,822 282,822 247,063
Interest Income Interest earned from general fund
investments. 41701‐00 5,973 11,719 5,500 4,017 ‐
Total Brink Meyer NID Bonds(24) Revenues $ 291,313 $296,557 $ 290,113 $343,830 $248,668
OFU‐COI Expenses Refinancing expenses 01‐00‐00 ‐ ‐ 16,972 15,664 ‐
Professional Services Arbitrage Analysis Report 08‐01‐02 ‐ 2,000 ‐ ‐ ‐
Loss on Investments Loss on Investments 09‐50‐00 2,138 313 ‐ 58 ‐
Bond Principal Payment of bond principal. 10‐01‐00 145,000 150,000 155,000 155,000 160,000
Bond Interest Payment of bond interest. 10‐02‐00 141,613 137,188 132,613 132,613 84,668
Bond Fees Payment of bond fees. 10‐03‐00 2,000 2,000 2,000 3,250 4,000
Total Brink Meyer NID Bonds (24) Expenses (501) $290,750 $289,500 $289,613 $290,920 $248,668
Refinance Proceeds Net Proceeds from Refinance 41101‐00 ‐ ‐ ‐ 55,200 ‐ Re
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Sewer Service Debt (30) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Sewer Fund Transfer to pay all Sewer Fund debt. 41903‐00 208,448 ‐ 185,288 181,382 180,877
Total Sewer Service Debt (30) Revenues $ 208,448 $ ‐ $ 185,288 $181,382 $180,877
SRF Principal Payment of bond principal. 12‐11‐00 155,000 160,000 160,000 160,000 160,000
SRF Interest Payment of bond interest. 12‐11‐01 20,432 16,267 16,000 16,267 15,957
SRF Administraon Fee Payment of bond fees. 12‐11‐02 5,834 4,920 5,900 4,920 4,920
Total Sewer Service Debt (30) Expenses (501) $ 181,267 $181,187 $ 181,900 $181,187 $180,877
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2017 Lease Purchase Agreement Road Capital Maintenance (96) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
9 Highway CID Payments
Payment by the Highway 9 Corridor
Community Improvement District (1%
sales tax)
41001‐00 ‐ 126,032 209,649 132,790 274,805
Transfers
Transfer from Transportaon Fund to
cover 2017 Road Capital Maintenance
Project.
41901‐00 215,465 215,375 933,112 213,212 213,072
Interest Income Interest earned from general fund
investments. 41701‐00 ‐ ‐ 213,140 ‐ 965,000
Total Road Capital Maintenance (96) Revenues $ 215,465 $341,407 $ 1,355,901 $346,002 $1,452,877
Bond Principal Payment of bond principal. 10‐01‐00 194,100 302,900 1,329,800 309,500 316,200
Bond Interest
Payment of bond interest. Drop in
interest payments is due to refinancing of
bond issue at lower interest rates.
10‐02‐00 48,848 43,979 26,100 40,718 36,677
Grant Ancipaon Payoff
Payment of Bond Principal from Grant
Reimbursement for the Highway 9
Project.
10‐02‐00 ‐ ‐ ‐ ‐ 1,100,000
Total Road Capital Maintenance (96) Expenses (501) $ 242,948 $346,879 $ 1,355,900 $373,371 $1,452,877
COI Expenses COI Expenses 01‐00‐00 ‐ ‐ ‐ 23,153 ‐
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SEWER FUND
The Sewer Fund is an enterprise fund used to
operate and maintain the City’s sewer service
system. It is funded by the revenue collected from
charges on customers using the service.
REVENUES – Revenues include carryover from the
previous years budget as well as sewer service
charges on ulity customers, including
connecons fees and grinder pump fees.
EXPENSES – Most of the expenses are for debt
service, the operaon of the wastewater
treatment plant, and maintenance of the sewer
collecon system.
The Sewer Operaons are handled by contract
with Alliance Water Resources, and consists of one
local plant manager and two full‐me employees.
The Division is responsible for maintenance of the
wastewater treatment plant, six pump staons,
and sewer collecon system.
The City programs funding into the Sewer Fund
each year to clean and televise the City’s gravity
sewer system. Based on the finding associated
with the sewer evaluation, the City programs
funding in the Sewer Fund for the
reconstruction of sewer lines that have
deteriorated over time. The City also
contracts with a third party to inspect
and maintain the pumps for each of the City’s
pump stations, to prolong the life of the pumps.
2021 GOALS
1. Maintain the City’s wastewater treatment
plant and sewer collection system in
accordance with industry’s best management
practices. This will be measured by the
reduced amount of emergency repairs in the
line repairs budget. This goal contributes to
the Critical Success Factors: Infrastructure.
2. Maintain the City’s infrastructure associated
with the wastewater treatment plant and
pump stations through preventative
maintenance strategies. This will be measured
by the reduced amount of emergency repairs
in the pump station and building repairs
budget. This goal contributes to the Critical
Success Factors: Infrastructure.
NOTABLE 2020 PERFORMANCE STATISTICS
The 2020 budget included $20,000 in funding
available for repairs necessary for the pump
station maintenance. It is projected that the
necessary repairs will be $15,000, which is $5,000
below what was spent in 2019.
Stascs from 2016 –2020 associated with this
department are located on page 129 and 130.
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SEWER FUND
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 1,826,833 2,307,854 2,718,668 2,634,805 2,611,731
Expenses 1,156,098 1,195,044 1,860,101 1,605,625 1,661,220
Ending
Balance 670,736 1,112,811 858,567 1,029,180 950,511
Category Personnel/
Insurance Ulies Office Exp. Maintenance City
Services Prof. Fees Capital
Outlay Transfers Other
Budget
Expenditure 38,831 47,900 9,250 53,750 121,100 332,212 573,800 480,877 3,500
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Sewer Fund (30) Revenues
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund
Balance Projected carryover from prior year. $439,493 $689,314 $ 1,271,224 $1,131,389 $1,047,758
Sewer Charges Charges levied on all ulity customers for
use of the City's sewer system. 41501‐00 1,320,195 1,474,757 1,516,737 1,413,109 1,464,362
Sewer Tap Fees Fees required to connect to the City's
sewer system ($1,500/new home). 41502‐00 41,850 36,500 30,000 49,000 59,976
Sewer Impact Fees
Fees required to compensate the City for
the increased demand on the sewer
system ($1,400/new home).
41502‐01 34,650 94,076 50,000 46,200 50,000
MOAW Bill Collecon
Payment
Money received from Missouri American
Water for accepng water bills at City
Hall.
41503‐00 444 442 ‐ 407 ‐
Grinder Pump
Administraon Fee
A fee paid by the Riss Lake Home Owner's
Associaon for collecng and reming
monthly Riss Lake Subdivision grinder
pump maintenance fees.
41504‐00 4,620 4,620 4,620 4,620 4,712
Revenues: Sewer 1,401,759 1,610,395 1,601,357 1,513,336 1,579,051
Interest Income Interest earned from sewer fund
investments. 41701‐00 4,160 4,407 4,500 2,778 3,500
Revenues: Interest Income 4,160 4,407 4,500 2,778 3,500
Miscellaneous
Includes reimbursements from Viking
Football Club for water usage at Viking
Field.
41804‐00 ‐ 22,317 ‐ 5,880 ‐
Revenues: Misc ‐ 22,317 ‐ 5,880 ‐
Sewer Fund (30) Revenues $1,405,918 $1,637,119 $1,605,857 $1,521,994 $1,582,551
Total Sources $1,845,411 $2,326,432 $2,877,081 $2,653,383 $2,630,309
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Sewer Fund (30) Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Salaries
The total salaries for sewer billing dues. A poron of
staff salaries are covered by the Sewer Administrave
Fee, as related to sewer work performed.
01‐01‐00 17,938 20,367 21,094 21,262 29,137
FICA & Medicare This is the City's share of FICA & Medicare cost for its
employees. 01‐21‐00 1,909 1,555 1,650 1,623 2,229
Professional
Development
Cost of educaonal seminar s and conferences aended
by Sewer employees. 01‐41‐00 ‐ 358 500 ‐ 500
Rerement The City's LAGERS contribu on for 2018 is 8.2% of
general employee salaries. 01‐22‐00 425 ‐ 2,450 ‐ 3,292
Total Personnel 20,272 22,280 25,694 22,885 35,158
Property & Liability Premium payment for the City's property & liability
coverage. 02‐01‐00 1,313 ‐ 1,400 ‐ ‐
Health, Life, & Dental
The City offers health, dental, and life insurance to its
employees and subsidizes a poron of the premium.
Reflects premium increases for employees.
02‐02‐00 2,761 3,183 3,533 3,343 3,673
Workers Compensaon The workers compensaon premium that covers all
sewer employees. 02‐03‐00 63 ‐ ‐ ‐ ‐
Total Insurance 4,137 3,183 4,933 3,343 3,673
Telephone & Voicemail The charges for local and long distance telephone
service for the sewer plant and li staon dialers. 03‐01‐00 212 ‐ ‐ 1,593 ‐
Electricity Electric ulity charges fo r the sewer plant and pump
staons. 03‐02‐00 42,710 43,458 46,000 40,716 46,000
Water Water ulity charges for th e sewer plant. 03‐04‐00 1,190 1,016 1,500 960 1,500
Wi‐Fi The cost of the Wi‐Fi hotspot at the sewer plant for
internet access. 03‐06‐00 480 ‐ ‐ ‐ ‐
Trash Hauling
The charges for trash hauling at the sewer plant ($70/
year for Main Li Staon dumpster and $356.52/year
for Sewer Plant dumpster).
03‐09‐00 120 160 400 160 400
Total Ulies 44,712 44,634 47,900 43,429 47,900
Office Supplies
This includes items such as staonery, pens/pencils,
folders, etc. as well as computer accessories, meeng
supplies and general consumables.
05‐01‐00 217 331 150 236 150
Postage All postage and shipping costs, along with any
incidental charges. 05‐02‐00 5,514 6,145 7,000 5,838 7,000
Delinquencies
Administrave costs related to delinquency collecons
such as water shut off costs, filing property liens, and
cerfied leers.
05‐06‐00 1,454 1,253 100 1,393 100
Prinng
Expenses for prinng work not performed by City
personnel. This includes items such as business cards,
forms, leerhead, and books.
05‐04‐00 1,770 1,796 2,000 314 2,000
Total Office Expenses 8,954 9,524 9,250 7,780 9,250
Building Maintenance &
Repair
General maintenance for the sewer plant. Includes
crane for the new storage building, containment for
diesel storage, soffit on sewer building, flashing on
storage building, and new garage door.
06‐01‐00 17,752 3,429 20,000 32,786 25,000
Pump Staons
Maintenance
General maintenance for six pump staons in the City.
Includes valves on FF Hwy pump staon. 06‐12‐00 7,737 20,071 20,000 13,962 25,000
Vehicle Repair &
Maintenance
Maintenance for sewer vehicles. Include new res for
sewer truck. 06‐21‐00 1,170 213 250 ‐ 250
Tractor / Lawn Mowing
Equipment
Maintenance for the sewer plant tractor and lawn
equipment. 06‐21‐02 1,627 800 1,500 701 1,000
Vehicle Gas & Oil Fuel for sewer division vehicles. 06‐22‐00 871 754 1,200 661 1,000
Equipment Gas & Oil Fuel for sewer equipment, including the tractor,
mower, and generator. 06‐22‐01 25 1,202 1,500 783 1,500
Soware Support
Agreement
Annual soware maintenanc e for Data Tech Summit
sewer billing soware. 06‐33‐00 2,750 2,867 ‐ 2,924 ‐
Total Maintenance 31,931 29,336 44,450 51,817 53,750
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Sewer Fund (30) Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Line Repairs
This covers emergency repairs to sewer lines and
manholes. Root control and unexpected clogs. It does
not cover repairs budgeted in the sewer CIP.
07‐34‐00 40,471 38,132 30,000 38,503 40,000
One Call Ulity Locang This is a fee charged to the City for every One Call
sewer ulity locate requested in the City limits. 07‐42‐00 255 340 2,000 85 2,500
KC Water Dept. Fees paid to the KCMO Water Department for sewer
service provided to some Parkville residents. 07‐82‐00 30,505 30,728 32,000 40,126 32,000
Plae County Regional
Sewer District
Fees paid to the PCRSD for wastewater treatment for
Parkville residents formerly served by Eastside Pump
staon.
07‐83‐00 20,145 21,040 17,600 17,759 17,600
Odor Control Chemical used to migate odors from sewer lines. 07‐91‐00 10,549 18,789 24,000 19,701 29,000
Total City Services 101,925 109,029 105,600 116,175 121,100
Engineering Fees
This covers the fees for work performed by the City
Contract Engineer for the sewer system, including
SSES Program engineering and management.
08‐03‐00 16,200 14,755 16,000 12,667 16,000
Management Contract Contract with Alliance Water Resources to operate
the sewer plant. 08‐04‐00 299,688 305,310 305,712 305,712 305,712
Credit Card Fees Costs associated with processing credit card
transacons. 08‐07‐00 6,463 8,071 8,000 7,106 10,000
Sewer Refunds Refunds for bill over payments 08‐08‐00 1,502 330 500 2,013 500
Total Professional Fees 513,853 328,466 330,212 327,498 332,212
Miscellaneous Miscellaneous includes uncategorized expenses. 09‐21‐00 2,380 493 1,500 2,508 1,500
DNR Fees
Annual fee to the Missouri Department of Natural
Resources based on the number of sewer connecons
in the City.
09‐22‐00 1,913 1,927 2,000 1,954 2,000
Total Other Expenditures 4,293 2,420 3,500 4,461 3,500
Equipment & Machinery No equipment purchases planned for 2020. 04‐31‐00 7,691 26,638 ‐ 36,026 37,500
Sewer Plant Improvements
Improvements to the sewer plant operaons. Replace
RAS Pump ($11,500) and upgrade exterior lighng
($9,000). .2019 Carryover: RAS Flow Meters
($34,000), Clarifier Drive ($16,000), RAS AFD's
($5,400).
04‐51‐00 8,876 ‐ 75,900 5,806 96,000
Pump Staon
Improvements
Improvements to pump staons. No pump staon
improvements planned for 2020. 04‐61‐00 80,466 ‐ ‐ ‐ 140,000
Line Maintenance
Includes 2020 CCTV & Cleaning ($30,000); Manhole
Inspecon Program ($30,000) and McAfee Forcemain
Improvements ($475,000). 2019 Carryover: Sanitary
Sewer Phase 5 ($215,800)
06‐42‐00 147,720 202,788 750,800 529,419 300,300
Other Maintenance No other maintenance planned for 2020. 06‐99‐00 ‐ ‐ ‐ ‐ ‐
Total Capital Outlay 244,753 229,426 826,700 571,251 573,800
Administrave Transfer to
General Fund
Administrave salaries f or sewer related work,
Missouri One Call services, and other sewer related
administrave funcons.
08‐06‐00 190,000 230,000 280,000 280,000 300,000
SRF Principal Transfer Funds are transferred to Debt Service for SRF
payments. 12‐11‐00 155,000 160,000 160,000 160,000 160,000
SRF Interest Transfer Funds are transferred to Debt Service for SRF
payments. 12‐11‐01 20,432 16,267 16,000 13,113 15,957
SRF Admin Fee Transfer Funds are transferred to Debt Service for SRF
payments. 12‐11‐02 5,834 10,479 5,862 3,874 4,920
Total Transfers 181,267 416,746 461,862 456,987 480,877
TOTAL Sewer Fund (30) Expenditures (501) $1,156,098 $1,195,044 $1,860,101 $1,605,625 $1,661,220
Ending Fund Balance Sewer Fund (30) $ 689,313 $1,131,389 $1,016,980 $1,047,758 $969,089
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TRANSPORTATION FUND
The Transportaon Fund accounts for most
resources used to promote and improve the
City’s transportaon network. Transportaon
Fund revenues are allocated specifically to pay
for transportaon projects and expenses.
REVENUES – The City receives funds through
sales taxes and intergovernmental grants. The
motor fuel tax and the City transportaon sales
tax can be used for any transportaon‐related
purpose. The County transportaon sales tax and
the Parkville Special Road District revenue are
received for major capital transportaon
projects.
EXPENSES – Most of the expenses are for capital
improvements, streetlights, and a transfer to the
General Fund to help subsidize personnel
expenses for the Streets Division of the Public
Works Department. The 2019 Expenses are
much higher than normal due to the transfer of
Route 9 funds from this fund into the Projects
Fund.
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 2,687,078 2,172,460 1,185,841 1,183,557 1,161,305
Expenses 1,551,751 2,056,931 1,299,085 1,308,446 1,159,072
Ending Balance 1,135,327 115,529 ‐113,244 ‐9,360 ‐7,128
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TRANSPORTATION FUND
Category CIP Streets Transfers
Budget
Expenditures 325,000 446,000 388,072
Category City Transportaon
Tax
County
Transportaon Tax
Motor Fuel
Tax
Parkville
Special Road
District
Budget
Revenues 490,501 225,000 150,365 163,200
Other
5,325
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Transportaon Fund (40) Revenue
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ 1,637,555 $1,135,327 $ 159,026 $115,529 $(9,360)
Parkville Special Road
District
The City's percentage of property tax assessed
by the County for the Special Road District. 41006‐00 141,814 159,097 162,279 160,066 163,200
City Transportaon Sales
Tax
The City levies a 0.5% sales tax to fund
transportaon projects. 41404‐00 479,240 490,501 503,321 459,539 490,501
Motor Fuel Tax The State collects a tax on motor fuel and
remits a poron to the City. 41405‐00 149,072 150,365 150,000 140,962 150,365
County Transportaon Sales
Tax
This is the City's poron of the County sales tax
for transportaon projects. 41406‐00 231,017 229,619 234,212 193,260 225,000
Project Cost Share Funding from private enes or other sources
for paral components of public projects. 41504‐00 30,000 7,550 ‐ ‐ 5,325
Leased Properes Revenue from City‐owned properes. 41802‐00 5,880 ‐ ‐ ‐ ‐
City Capital Cost Payment
City Capital Cost Payment from Market Place
Tax Increment Financing District. The payment
offsets any reducon in the distribuon of
County Transportaon Sales Tax Fund Formula.
41805‐02 ‐ ‐ 7,500 ‐ 26,914
POTMCID Grants Grants from the Old Town Marketplace
Community Improvement District 41804‐01 ‐ ‐ 13,000 7,881 ‐
Transfers from Other Funds Transfers from Other Funds 42001‐00 12,500 ‐ ‐ 205,779 100,000
Transportaon Fund (40) Revenues $1,049,523 $1,037,133 $1,070,312 $1,183,557 $1,161,305
Total Sources $2,687,078 $2,172,460 $1,229,337 $1,299,086 $1,151,945
Marketplace TIF Fund
Transfer Transfer of funds for the Marketplace TIF 41407‐00 ‐ ‐ ‐ 11,970 ‐
Refunds and Other Revenue 41901‐00 ‐ ‐ ‐ 4,100 ‐
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Transportaon Fund (40) Expenditures
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Building Maintenance &
Repair
Maintenance and repairs for the street barn
including security system, minor roof repairs, HVAC,
etc.
06‐01‐00 2,851 1,634 5,000 1,845 5,000
Vehicle & Equipment
Maintenance
Maintenance work for Streets Division vehicles and
equipment such as brakes, res, hydraulic
problems, etc.
06‐21‐00 8,035 19,459 10,500 15,659 10,500
Vehicle & Equipment Gas &
Oil Fuel for Streets Division vehicles and equipment. 06‐22‐00 20,362 15,921 25,000 15,861 25,000
Emergency Snow Removal Purchase of sand and salt to spread on roads during
snow removal. 07‐20‐00 37,718 69,212 50,000 50,409 50,000
Storm Sewers ‐ General
Repair
All general repairs on the City's storm sewer
system. 07‐32‐00 6,857 6,972 5,000 52,293 10,000
Street Repair Materials
For asphalt necessary to complete simple repairs on
city streets. This does not include asphalt overlay
projects, crack seal materials, dirt, and paint.
07‐33‐00 5,633 8,461 15,000 4,580 15,000
Street Lights Ulity charges for city street lights and costs for
roune repair and maintenance. 07‐41‐00 292,172 282,600 260,000 298,128 290,000
Street Signs Purchase of new and replacement street signs
needed for City streets. 07‐44‐00 1,552 9,600 20,000 8,402 10,000
Street Sweeping Street sweeping of all roads citywide; will be
performed twice annually in 2020. 07‐45‐00 12,406 14,586 18,000 17,441 20,000
Tree Trimming & Removal Maintenance of trees located within rights‐of‐way
on City streets. 07‐52‐00 5,228 3,430 7,500 600 7,500
Rental Equipment
Rental costs for equipment not owned by the City
such as air compressors, tractor with extendable
arm for ROW tree trimming, and bucket trucks.
07‐60‐00 1,076 2,231 2,000 233 2,000
Miscellaneous Miscellaneous uncategorized expenses related to
the maintenance of the City's street network. 09‐21‐00 ‐ 357 1,000 ‐ 1,000
Total Streets (520) 393,890 434,463 419,000 465,451 446,000
Street Programs
Funds for the Route 9 Improvements that were
derived from the Route 9 Financing that is
supported by the Route 9 Community Improvement
District.
04‐71‐00 275,937 ‐ ‐ ‐ ‐
Equipment Includes one truck/snowplowing equipment
($65,000) and Snow Box Aachment ($5,000). 04‐85‐01 47,253 ‐ 70,000 61,162 5,000
Crack Seal Project Annual Crack Seal project 04‐81‐00 2,475 19,697 10,000 4,194 10,000
Street Striping Annual Street Striping Project 04‐83‐00 2,900 199,239 10,000 18,024 10,000
Asphalt Overlay Program Materials and service for the Asphalt Overlay
Program 04‐85‐00 307,272 67,243 285,000 321,245 250,000
Curb & Sidewalk Program Materials and service for the Curb & Sidewalk
Program 04‐90‐00 106,559 49,506 50,000 50,231 50,000
Total CIP (520) 742,396 335,684 425,000 454,856 325,000
Transfer to General Fund Fund transfer to reimburse Streets Division for
transportaon related expenses. 20‐10‐00 200,000 185,000 175,000 175,000 175,000
Transfer to Debt Service
Fund (for 2017 LPA)
Funds are transferred to Debt Service for 2017
Lease Purchase payments. 20‐22‐00 215,465 215,375 213,140 213,140 213,072
Total Transfers (550) 415,465 1,286,784 388,140 388,140 388,072
Total Transportaon Fund (40) Expenses $1,551,751 $2,056,931 $1,232,140 $1,308,446 $1,159,072
$1,135,327 $115,529 $ (2,803) $(9,360) $(7,128) Ending Fund Balance Transportaon Fund (40)
Transfer to Projects Fund Funds for Route 9 Project 20‐43‐00 ‐ 886,409 ‐ ‐ ‐
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PARKS SALES TAX FUND
The Parks Sales Tax Fund, or Proposion P, was approved in April of 2019 by vote of the people.
The collecon of the tax starte d the following October 2019.
REVENUES – The City receives funds through sales taxes at a half cent sales tax rate.
EXPENSES – Expenses are for Parks items only. Funds will also be used to contribute to the Project
Manager to implement all of these planned projects.
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Parks Sales Tax Fund (41) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ ‐ $ ‐ $ 118,513 118,513 347,682
Parks Sales Tax Fund The City levies a 0.5% sales tax to fund parks
projects. 41404‐00 ‐ 118,513 587,108 582,268 587,108
Transfers from Other Funds Transfers from Other Funds. 42001‐00 ‐ ‐ ‐ ‐ 650,000
Parks Sales Tax Fund (41) Revenues $ ‐ $ 118,513 $ 587,108 $582,268 $1,237,108
Total Sources $ ‐ $ 118,513 $ 626,653 $700,781 $1,584,790
Engineer & Planning Fees Professional Fees for architectural, engineering,
and planning services for parks capital projects. 08‐03‐00 ‐ ‐ 75,000 70,171 50,000
Total Professional Services ‐ ‐ 75,000 70,171 50,000
Parks Projects
The funding of capital projects from the five year
capital improvement plan, including trail
improvements, athlec field development,
parking lots, playgrounds, picnic areas, and other
parks amenies,
‐ ‐ 450,000 192,405 1,380,000
Total Capital Outlay ‐ ‐ 450,000 192,405 1,380,000
Transfer to General Fund Fund transfer to reimburse Parks Budget for
related expenses (Project Manager) 20‐10‐00 ‐ ‐ 40,000 40,000 41,200
Transfer to Projects Fund for
Grant Projects
Funds are transferred to Projects Fund for Grant
projects from Plae County or any other grant
enty.
20‐22‐00 ‐ ‐ ‐ 50,523 ‐
Expenses: Transfers (550) ‐ ‐ 40,000 90,523 41,200
Total Parks Sales Tax Fund (41) Expenses $ ‐ $ ‐ $ 565,000 $353,099 $1,471,200
$ ‐ $ ‐ $ 61,653 $347,682 $113,590 Ending Fund Balance Parks Sales Tax Fund (41)
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FEWSON FUND
In 1998, Parkville resident George
W. Fewson le a poron of his estate
in trust to the City of Parkville. The
original Fewson Trust documents
direct that 50% of annual proceeds be
distributed to the City for “general projects for
the City of Parkville, Missouri.” Therefore, the
City has reserved 50% of the Fewson earnings
each year for capital projects.
REVENUES – Primarily interest earned on
investments. George Fewson spulated that
half of earnings be retained in the fund.
EXPENSES – In 2021, the primary expense will
be a Fewson Fund project loan that will require
repayment from the General Fund in future
years. Other expenses include loss on
investment, fees, and interest distribuon to
the City.
By adopng the Fewson Fund Policy in 2013, the
Board of Aldermen expressed its intent to ulize
these funds for specific projects in the future. The
advantage of taking a loan from this fund is that
the City recoups some of its interest payments as
earnings to the Fewson Fund. In 2015, the budget
idenfied the English Landing Park Restroom
Project as a project for a Fewson Fund loan.
However, aer bids came in too high, the
restroom was renovated instead of reconstructed.
There are no projects planned for 2021.
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FEWSON FUND
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 582,585 593,329 597,499 599,934 603,887
Expenses 0 730 11,117 1,548 17,013
Ending Balance 582,585 592,599 586,382 598,387 586,874
Category Distribuon to City Trust/Bank Fees
Budget Expenses 16,863 150
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Fewson Fund (45) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ 578,878 $582,585 $ 592,599 $592,599 $598,387
Interest Income
Interest earned on investments. George
Fewson spulated that 1/2 of earnings be
retained in the fund.
41701‐01 3,707 10,744 4,900 7,335 5,500
Total Fewson Fund (45) Revenues 3,707 10,744 4,900 7,335 5,500
Total Sources $ 582,585 $593,329 $ 597,499 $599,934 $603,887
Loss on Investment Losses on investments from the previous
year. 09‐50‐00 ‐ 640 ‐ 1,446 ‐
Trust/Bank Fees Fees deducted prior to receiving the gain on
investment. 09‐50‐01 ‐ 90 150 102 150
Distribuon to City
(50% of proceeds)
Per trust requirements, 50% of interest
earnings plus any gain on investment (minus
administrave fees) is returned to the City for
eligible projects.
20‐01‐00 ‐ ‐ 10,967 ‐ 16,863
Project Loans Interest bearing loan to support eligible
capital projects of the City. 09‐52‐00 ‐ ‐ ‐ ‐ ‐
Total Fewson Fund (45) Expenses (501) $ ‐ $730 $ 11,117 $1,548 $17,013
Ending Fund Balance Fewson Fund (45) $ 582,585 $592,599 $ 586,382 $598,387 $586,874
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The Economic Development Fund is a special
revenue fund comprised of revenues from a hotel
tax imposed on transient guest rooms. These
dollars are allocated at the Board’s discreon for
economic development or markeng iniaves to
promote tourism and business development in
Parkville.
REVENUES – Proceeds from the 5% guest room tax
applied to overnight hotel/motel room stays.
EXPENSES – There are no major ancipated
projects in 2021.
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 3,016 3,390 3,890 3,536 13,536
Expenditures 1,500 1,000 2,000 0 10,000
Ending Balance 1,516 2,390 1,890 3,536 3,536
ECONOMIC DEVELOPMENT FUND
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Economic Development Fund (46) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ 1,248 $1,516 $ 2,391 $2,390 $3,536
Guest Room Tax
Proceeds from the 5% guest room tax
applied to overnight hotel/motel room
stays.
41001‐00 1,453 1,875 1,500 1,146 10,000
Transfers Transfers from other funds. 41003‐00 315 ‐ ‐ ‐ ‐
Economic Development Fund (46) Revenues $ 1,768 $1,875 $ 1,500 $1,146 $10,000
Total Sources $ 3,016 $3,390 $ 3,891 $3,536 $13,536
Economic Development ‐
Other
Other miscellaneous economic
development projects, studies, fees, etc. 07‐03‐00 1,500 1,000 2,000 ‐ 2,500
Total Economic Development Fund (46) Expenses (501) $ 1,500 $1,000 $ 2,000 $ ‐ $10,000
Ending Fund Balance Economic Development Fund (46) $ 1,516 $2,390 $ 1,891 $3,536 $3,536
Adversing Adversing to promote tourism and the
City of Parkville. 07‐02‐00 ‐ ‐ ‐ ‐ 7,500
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The Emergency Reserve Fund is intended to
protect the City against emergency costs related
to natural disasters, declared states of emergency,
or other major unforeseen financial obligaons.
REVENUES – Fund transfers from the General
Fund.
EXPENSES – In 2021, there are no ancipated
expenses. A $317,500 transfer from the General
Fund to the Emergency Reserve Fund has been
completed in previous years to make the balance
of the Emergency Reserve Fund nearly $1.33
million. This balance exceeds the Board’s goal to
maintain at least 25% of annual General Fund
expenditures in reserve. The City required healthy
reserves to support the NID financing strategy.
2017 represents the first year of NID principal
payments (more in the Debt Fund secon). As of
2020, the NID payments will be paid through the
General Fund by a third party that has been
approved for the development of the NID,
relieving the City of the annual payments from the
Emergency Fund.
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 1,764,115 1,655,579 1,332,108 1,332,108 1,332,108
Expenses ‐ 423,471 0 0 0
Ending Balance 1,338,079 1,232,108 1,332,108 1,332,108 1,332,108
EMERGENCY RESERVE FUND
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2018 Actual 2019 Actual 2020 Budget 2020 Unaudited 2021 Budget
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Emergency Reserve (50) Revenues and Expenses
Type Account Descripon Account 2018
Actual 2019 Actual 2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ 1,446,615 $1,338,079 $1,232,108 $1,232,108 1,332,108
Transfer from General
Fund
Fund transfer from the General
Fund. 42001‐00 317,500 317,500 100,000 100,000 ‐
Emergency Reserve (50) Revenues $ 317,500 $317,500 $ 100,000 $100,000 $ ‐
Total Sources $1,764,115 $1,655,579 $1,332,108 $1,332,108 $1,332,108
Transfer to Brush Creek
NID Brush Creek NID debt payment 20‐14‐00 140,696 140,423 ‐ ‐ ‐
Transfer Loan to Brink
Meyer Brink Meyer debt payment 20‐20‐00 285,340 283,048 ‐ ‐ ‐
Total Emergency Reserve (50) Expenses (501) $ 426,036 $423,471 $ ‐ $ ‐ $ ‐
Ending Fund Balance Emergency Reserve (50) $ 1,338,079 $1,232,108 $1,332,108 $1,332,108 $1,332,108
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The Nature Sanctuary Donaon Fund (60) is a
special revenue fund that contains donaons
made specifically for the Nature Sanctuary.
REVENUES – Primarily donaons from private
cizens, special events, and grants. The large
increase in 2020 is due to the generous donaon
from the Erik and Anna Andersen Trust.
EXPENSES – Primarily for equipment and
improvements for Nature Sanctuary properes.
Funds in 2021 are planned to assist with
addional signage for the Nature Sanctuary.
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 75,163 81,514 79,459 259,710 264,421
Expenditures 1,183 6,055 3,250 1,989 4,200
Ending Balance 73,980 75,459 76,209 257,721 260,221
NATURE SANCTUARY DONATION FUND
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PNS Donaon Fund (60) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ 67,213 $73,980 $ 77,659 $75,459 $257,721
Donaons Gis from private cizens or groups. 40901‐00 6,45 0 6,033 2,500 184,251 2,500
Programs Registraon fees for events and programs. 40903‐00 1,500 1,500 1,500 ‐ 4,200
Grant
Grant monies received for various projects in
the Donaon Fund. Funds in 2018 includes an
Outreach grant and FOPNS match for
addional signage.
40910‐00 ‐ ‐ ‐ ‐ ‐
PNS Donaon Fund (60) Revenues $ 7,950 $7,533 $ 4,000 $184,251 $6,700
Total Sources $ 75,163 $81,514 $81,659 $259,710 $264,421
Friends of Parkville
Nature Sanctuary
Partnership Program
Cost share projects with the Friends of
Parkville Nature Sanctuary. 2018 possibilies
include addional signage at the PNS.
15‐00‐01 ‐ ‐ ‐ ‐ ‐
Expenses: PNS Donaon Fund ‐ ‐ ‐ ‐ ‐
CIP Projects
Permanent capital improvements in the
Nature Sanctuary, such as trail extensions,
roadway repairs, and ulity improvements.
Addional signage planned in 2018.
04‐41‐00 446 6,055 3,250 1,989 ‐
FOPNS—Sanctuary
Partnership
Expenses related to programs partnered with
the Friends of Parkville Nature Sanctuary 15‐00‐01 737 ‐ ‐ ‐ ‐
Expenses: CIP 1,183 6,055 3,250 1,989 4,200
Total PNS Donaon Fund (60) Expenses (501) $ 1,183 $6,055 $ 3,250 $1,989 $4,200
Ending Fund Balance PNS Donaon Fund (60) $ 73,980 $75,459 $ 78,409 $257,721 $260,221
Program Expenses
Espenses related to Nature Camp, Ghost
Stories, and Trek with Santa. Moved from GF
PNS Budget.
05‐42‐00 ‐ ‐ ‐ ‐ 4,200
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The Park Donaons Fund contains donaons
made specifically for the Park system from private
cizens, organizaons, and businesses. It helps to
ensure that donaons will be used for the purpose
intended by the donor.
REVENUES – Primarily donaons from private
cizens, special events, and grants.
EXPENSES – Primarily for equipment and
improvements to City parks. There were no
expenses in 2019 due to the flooding disaster.
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 53,962 36,924 39,424 37,825 12,607
Expenses 43,333 0 22,718 27,718 5,000
Ending Balance 10,629 36,924 16,706 10,107 7,607
PARKS DONATION FUND
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Parks Donaon Fund (63) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ 51,806 $ 10,629 $ 36,924 $36,924 $10,107
Donaons Miscellaneous grants and private donaons to
Parkville parks. 40901‐00 2,156 26,295 2,500 902 2,500
Park Donaons Fund (63) Revenues $ 2,156 $26,295 $ 2,500 $902 $2,500
Total Sources $ 53,962 $36,924 $ 39,424 $37,825 $12,607
Park Expenses
Parks improvements and projects funded in part
of whole with parks donaons. Examples
including English Landing Park restroom
renovaons, trail enhancements, ball fields
enhancements, low water bridge crossing,
equipment, etc.
05‐41‐00 ‐ ‐ ‐ 27,718 ‐
Park Benches Expenses related to Park Bench installaon 07‐01‐0 0 3,333 ‐ 5,000 ‐ 5,000
Transfer to Projects
Fund
Transfer to Projects Fund to supplement eligible
projects. 20‐20‐00 25,000 ‐ ‐ ‐ ‐
Total Park Donaons Fund (63) Expenses (501) $ 43,333 $ ‐ $ 5,000 $27,718 $5,000
Ending Fund Balance Park Donaons Fund (63) $ 10,629 $36,924 $ 34,424 $10,107 $7,607
Transfer to General
Fund Reimbursement project expenses 20‐10‐00 15,000 ‐ ‐ ‐ ‐
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VETERANS MEMORIAL FUND
The Veterans Memorial Fund is fully funded by
outside donaons. This fund is new to the City
budget in 2019. Fundraising started in 2018. The
memorial will be placed within English Landing
Park where the current Ball Field #1 is.
The memorial is being managed by the
Veteran’s Commiee which is comprised of
members from the Veterans of Foreign Affairs,
the American Legion, and Patriot Outreach.
The commiee wishes to create a place that
honors and remembers all of the fallen soldiers
that have served the United States of America.
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 11,500 11,218 255,000 4,175 100,000
Expenses 4,800 4,626 255,000 1,470 65,000
Ending Balance 6,700 13,293 13,293 15,998 50,998
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Veterans Memorial Fund (66) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ ‐ $6,700 $ 13,293 $13,293 $15,998
Veterans Memorial
Donaons
Contribuon from individuals and service
organizaons for the development of the
Veterans Memorial Project in ELP
40901‐00 11,500 11,218 250,000 4,175 100,000
Interest Income Interest earned on Investments 41701‐01 ‐ ‐ 5,000 ‐ ‐
Transfers Transfer from Other Funds 42001‐00 ‐ ‐ ‐ ‐ ‐
Veterans Memorial Fund (66) Revenues $ 11,500 $11,218 $ 255,000 $4,175 $100,000
Total Revenue Sources $ 11,500 $17,918 $ 268,293 $17,468 $115,998
Expenditures General Expenditures related to the
development of the memorial 15‐00‐00 4,800 4,626 15,000 1,470 25,000
Capital Improvements Capital Improvements associated with the
construcon of the Veteran’s Memorial 04‐24‐00 ‐ ‐ ‐ ‐ ‐
Expenses: Veterans Memorial 4,800 4,626 15,000 1,470 25,000
Engineer & Planning
Fees
Engineering Fees associated with the design
and development of the memorial 08‐03‐00 ‐ ‐ 40,000 ‐ 40,000
Construcon Fees Construcon Fees associated with the
memorial 04‐51‐00 ‐ ‐ 200,000 ‐ ‐
Total Professional Fees ‐ ‐ 240,000 ‐ 40,000
Total Veterans Memorial Fund (66) Expenses (501) $ 4,800 $4,626 $ 255,000 $1,470 $65,000
Ending Fund Balance Veterans Memorial Fund (66) $ 6,700 $13,293 $ 13,293 $15,998 $50,998
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The Projects Fund was previously used for
larger capital improvement projects. Since there
is not a dedicated revenue stream for the
Projects Fund, capital improvements are now
funded as capital outlay expenses from source
funds as indicated in the CIP. The Projects Fund
is sll used to account for one‐me revenues,
such as significant grant revenues, associated
with major capital projects in order to avoid
irregular fluctuaons in the General Fund.
Revenue into the Projects Fund is made up of
mainly grants and transfers that the City receives
for specific projects. The Expenditures from the
fund are to pay for the specific projects outlined
in the grant applicaons.
In the chart below, the large increase in 2020
and 2021 is due to the Route 9 Project. These
funds were originally housed within the
Transportaon Fund, but have now been
transferred into the Projects Fund for more
transparency of the project.
Year 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Revenues 273,438 1,103,935 4,791,594 1,334,168 5,619,405
Expenses 65,740 267,085 4,621,418 587,559 5,355,083
Ending Balance 207,698 836,849 170,176 746,609 264,322
PROJECTS FUND
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
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Projects Fund (95) Revenues and Expenses
Type Account Descripon Account 2018
Actual
2019
Actual
2020
Budget
2020
Unaudited
2021
Budget
Beginning Fund Balance Projected carryover from prior year. $ 23,673 $207,698 $ 836,849 $836,849 $746,609
Money Recvd from Hwy
9 Project
Money received for the Highway 9 Project ‐ Highway
45 to Lakeview. Includes Transfer from Transportaon
Fund.
41501‐00 ‐ ‐ 3,063,483 ‐ 4,472,796
Money Recvd from Hwy
9 Project
Money received from MODOT for the Highway 9
Project ‐ Sixth Street 41502‐00 ‐ ‐ 400,000 ‐ 400,000
Transfer from Park
Donaon Fund
Transfer from the Park Donaon Fund to cover
expenses relang to the FOPP Shelter and the Friends
Field Project.
41601‐00 25,000 ‐ ‐ ‐ ‐
Grants/Donaons Grant monies received for various projects in the
Project Fund 41751‐00 ‐ ‐ 42,196 ‐ ‐
Plae County Outreach
Grants
Plae County Outreach Grant monies to be applied
toward eligible parks projects. 41781‐03 52,296 9,828 35,000 ‐ ‐
Park Improvement Funds Contribuon from Plae County for future capital
maintenance and improvements to parks. 41807‐00 236,000 ‐ ‐ ‐ ‐
Transfer from General
Fund
Transfer from the General Fund to assist in funding
eligible projects (FEMA Migaon Grant ‐ Tornado
Sirens)
41621‐00 (12,500) ‐ 14,066 ‐ ‐
Transfer from General
Fund
Transfer from the General Fund for the Route 9
Corridor Sixth Street Project. Includes Six at Park
Chapter 100 revenue; for Melody Lane Stormwater
41621‐01 ‐ ‐ 400,000 446,796 ‐
Transfer from Parks Sales
Tax Fund English and Plae Landing Parks Trail Improvements ‐ ‐ ‐ 50,523 ‐
Transfer from General
Fund Transfer from Transportaon Fund 41611‐00 ‐ 886,409 ‐ ‐ ‐
Projects Fund (95) Revenues $ 300,796 $896,237 $3,954,745 $497,319 $4,872,796
Total Sources $324,469 $1,103,935 $4,810,630 $1,334,168 $5,619,405
Route 9 Project Expenses
Expenses related to the design and construcon of
street improvements for the Route 9 Corridor Plan ‐
Highway 45 to Lakeview Drive.
04‐15‐00 ‐ 267,085 3,730,156 366,617 3,760,503
Grants/Donaons
Expenses Grant monies used for eligible street projects. 04‐11‐00 ‐ ‐ 800,000 170,420 629,580
Expenses: Streets ‐ 267,085 4,530,156 537,036 4,390,083
Tornado Siren Expansion
Expenses related to the installaon of two new
tornado sirens to service western Parkville. Subject to
FEMA grant approval.
04‐25‐00 ‐ ‐ 56,262 ‐ ‐
ELP Restroom and
Friends Shelter Projects Expenses relang to projects in the parks. 04‐24‐00 48,367 ‐ ‐ ‐ ‐
Expenses: Public Works 48,367 ‐ 56,262 ‐ ‐
English and Plae
Landing Park
Improvements
Projects completed in ELP and PLP 04‐24‐00 ‐ ‐ ‐ 50,523 ‐
Outreach Grant Projects Expenses related to Pla e County outreach grant
projects. 04‐25‐00 17,374 ‐ 35,000 ‐ ‐
Expenses: Parks 17,374 ‐ 35,000 50,523 ‐
Transfer to General Fund Transfer of surplus funds from prior projects to
General Fund. 20‐10‐00 ‐ ‐ ‐ ‐ ‐
Expenses: Transfers ‐ ‐ ‐ ‐ 965,000
Total Projects Fund (95) Expenses $ 65,740 $267,085 $4,621,418 $587,559 $5,355,083
Ending Fund Balance Projects Fund (95) $ 258,728 $836,849 $ 189,212 $746,609 $264,322
Transfer to Route 9 Debt
Service Fund
Transfer of funds for Route 9 Grant Ancipaon Loan
Payoff 20‐10‐00 ‐ ‐ ‐ ‐ 965,000
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115
A Capital Improvement Program (CIP) is a major
public infrastructure and planning tool for
municipalies. The CIP idenfies capital projects
and major equipment purchases and their
ancipated funding sources to plan for and
schedule the financing for significant community
needs. Typically, a CIP project has a dollar amount
over $5,000. The first year of the 5‐year CIP is
referred to as the annual capital budget or annual
capital outlay, while the remaining four “out
years” represent the long‐term plan. The CIP will
be reevaluated each year to determine the
projects and equipment that are most
fundamentally important for the City.
Year 2021* 2022 2023 2024 2025 2026
Expenditures 2,452,775 4,126,325 2,682,953 1,093,919 1,122,522 958,224
Category Streets Sewer Parks Public Works Amin/IT Police
Budgeted
Expenditures* 35,000 573,800 1,230,000 32,041 71,000 115,934
Comm. Dev.
70,000
Transportaon
325,000
CAPITAL IMPROVEMENT PROGRAM
*Excludes Project Fund: $4,522,678 for Route 9 Project
116
Capital Improvement Program FY 2021
Division Type
New or
Replaceme
nt
Name Project Descripon Funding
Source
Total
Cost
Budget
Impact
Admin/IT Equipment Replacement Computer
Replacement Cycle
Connue cycle to replace 25% of office computers
each year in order to maintain a four‐year replacement
cycle for soware, hardwar e, operang systems, and
warranes. There are no addional future operaon
budget costs associated.
100% General
Fund 6,000 6,000
Admin/IT Project Year 4 of 4 Building Safety
Upgrades
Install bulletproof glass panels and dais protecon
throughout the building in phases. Phase 4: This allows
for added safety for staff as well as cizens vising City
Hall. This also includes safety glass at the front desk.
There are no addional operang budget costs
associated with this project.
100% General
Fund 16,000 16,000
Admin Project Replacement City All Building
Repairs
Maintenance improvements for City Hall as idenfied
in the building reserve study. There are no addional
future operaon budget costs associated.
100% General
Fund 30,000 30,000
Court Equipment Replacement Court Copier Copier for the Court Office. There are no addional
future operaon budget costs associated.
100% General
Fund 4,000 4,000
Court Equipment Replacement Court Soware
Update
Upgrade the court soware according to state law.
There are some costs associaed with the new
soware which is built into the operaonal budget.
100% General
Fund 15,000 15,000
Admin/IT/Court Total 71,000 71,000
Com Dev Project New Master Plan Update
The Parkville Master Plan was adopted in 2009, and is
recommended to be updated every 10 years. There
are no addional future operaon budget costs
associated.
100% General
Fund 60,000 60,000
Com Dev Project New Bell Road PSP Plan
To create a plan promong concept of sustainability
advancing site‐and‐project specific acvies within the
corridors planning framework. There are no addional
future operaon budget costs associated.
100% General
Fund 10,000 10,000
Com Dev Total 70,000 70,000
Police Equipment Replacement Patrol Vehicle
Two 2021 AWD Police Ford Taurus Sedan including
emergency equipment, video, radio, etc. Regular
maintenance is expected to impact the ongoing
operaonal budget.
100% General
Fund 81,798 81,798
Police Equipment Replacement In‐Car Video
Systems
Replace exisng in‐car vi deo system with updated
system. Will be on a five‐year maintenance cycle to
match warranty pending wear and tear. Regular
maintenance is expected to impact the ongoing
operaonal budget.
100% General
Fund 4,136 4,136
Police Equipment Replacement Radios & Baeries
Replacement Radios and Bae ries for the police fleet.
Regular maintenance is expected to impact the
ongoing operaonal budget.
100% General
Fund 20,000 20,000
Police Project New Police Substaon
Design of the Police Substaon located on the West
side of Parkville. There are no addional future
operaon budget costs associated.
100% General
Fund 10,000 10,000
Police Total 115,934 155,934
PW Project New Public Parking Lot
Lease/Purchase
Lease/purchase payment for a public parking lot. The
lease/payment will connue f or 25 Years, for the use
of the public parking lot for 99 years. There are no
addional future operao n budget costs associated.
100% General
Fund 22,041 22,041
PW Project New
Entryway
Monument
Preliminary Plan
Design of the Entryway Monuments to be located on
the east and west side of Parkville There are no
addional future operao n budget costs associated.
100% General
Fund 10,000 10,000
Public Works Total 32,041 32,041
Streets Project Replacement
Storm Sewer
Evaluaon and
Repair
The City will hire a third‐party consultant to review the
condion of the exisng public storm sewers and
evaluate their condion. R epairs will be made based
on the findings. This project will have minimal impact
on the operaonal budget.
100% General
Fund 35,000 35,000
Streets Total 35,000 35,000
Crical
Success
Factor #*
2
2
2
1
1
1,3
2
1, 2
1, 2
1, 2
1, 2
2
2
2
*Corresponding descripons and ex planaons of each Crical Succ ess Factor can be found on Page 8.
117
Capital Improvement Program FY 2021
Division Type New or
Replacement Name Project Descripon
Crical
Success
Factor*
Funding
Source Total Cost Budget
Impact
Sewer Project Replacement Clarifier Floor
Replacement of Clarifier Floor. There are no
addional future operaon budget costs
associated.
2 100% Sewer
Fund 54,000 54,000
Sewer Equipment Replacement Clarifier Drive Rebuild
Rebuild two clarifier drives at WWTP. This
project will rebuild the exisng clarifier drives at
the wastewater treatment plant, improving the
efficiency of the clarifiers. This project will have
minimal impact on the operaonal budget.
2 100% Sewer
Fund 16,000 16,000
Sewer Project Replacement DO Meter Unit
Replacement DO Meter Unit. There are no
addional future operaon budget costs
associated.
2 100% Sewer
Fund 20,500 20,500
Sewer Project Replacement Zero Turn Mower
Replacement of Sewer Zero Turn Mower.
Regular maintenance is expected to impact the
ongoing operaonal budget.
2 100% Sewer
Fund 17,000 17,000
Sewer Project Replacement Mixer Replacement of Mixer. There are no addional
future operaon budget costs associated. 2 100% Sewer
Fund 12,000 12,000
Sewer Project New CCTV
Program to clean and televise a poron of the
15,000 feet per year of the City's sewers. There
are no addional future operaon budget costs
2 100% Sewer
Fund 60,300 60,300
Sewer Project Replacement Sanitary Sewer ‐
Onging Renewal
Once the five phases of repair are complete,
City will focus on periodic projects to rebuild
sewer pipes, using primarily the CIPP process.
There are no addional future operaon budget
costs associated.
2 100% Sewer
Fund 240,000 240,000
Sewer Equipment Replacement UV bulbs/sleeves/
ballasts
Replacement of UV Bulbs/sleeves/ballasts.
There are no addional future operaon budget
costs associated.
2 100% Sewer
Fund 14,000 14,000
Sewer Equipment Replacement Effluent Pump Staon
Replacement of one effluent pump staon.
Regular maintenance is expected to impact the
ongoing operaonal budget.
2 100% Sewer
Fund 140,000 140,000
Sewer Total 573,800 573,800
Parks Sales
Tax Equipment New Trail Grading
Equipment
Used for Trail Grading. Regular maintenance is
expected to impact the ongoing operaonal
budget.
4 100% Parks
Sales Tax 5,000 5,000
Parks Sales
Tax Projects New Grading Grading for Ballfields. There are no addional
future operaon budget costs associated. 4 100% Parks
Sales Tax 150,000 150,000
Parks Sales
Tax Project Replacement Watkins Park
Watkins Park Improvements. There are no
addional future operaon budget costs
associated.
4 100% Parks
Sales Tax 50,000 50,000
Parks Sales
Tax Project New Wetland Educaonal
Area
Educaonal area and signs within the Wetlands.
There are no addional future operaon budget
costs associated.
4 100% Parks
Sales Tax 15,000 15,000
Parks Sales
Tax Entry Signs for PLP/
ELP
New Sings for the Entrances of Plae Landing
and English Landing Parks. There are no
addional future operaon budget costs
4 100% Parks
Sales Tax 100,000 100,000
Parks Sales
Tax Equipment Replacement JD 6‐Series Tractor
with Turf Tires
Replacement for aging (30+ years) tractor in
fleet used primarily to mow riverfront parks.
Can also handle a boom mower (shared with
Streets) for mowing medians and riverbank.
Regular maintenance is expected to impact the
ongoing operaonal budget.
4 100% Parks
Sales Tax 55,000 55,000
Parks Sales
Tax Project New PLP Ballfields
The engineering and construcon of baseball
fields and mulpurpose fields. Regular
maintenance is expected to impact the ongoing
4 100% Parks
Sales Tax 800,000 800,000
Parks Sales
Tax Project New Roundabout
Makeover
Update of the roundabout in the parks. Regular
maintenance is expected to impact the ongoing
operaonal budget.
4 100% Parks
Sales Tax 60,000 60,000
Parks Sales
Tax Project Replacement ELP Playground
Update
Replacement of playground equipment in
English Landing Park. There are no addional
future operaon budget costs associated.
4 100% Parks
Sales Tax 25,000 25,000
Parks Sales Tax Total 1,230,000 1,230,000
*Corresponding descripons and ex planaons of each Crical Succ ess Factor can be found on Page 8.
118
Capital Improvement Program FY 2021
Division Type New or
Replacement Name Project Descripon
Crical
Success
Factor*
Funding Source Total Cost Budget
Impact
Project
Fund Project Replacement Route 9 Future
Phases
Major Street Reconstrucon. This
project will reduce the operaonal
budget due to the extended life of the
street.
2 100% Projects
Fund 185,503 185,503
Project
Fund Project Replacement Route 9: Hwy 45 to
Lakeview Drive
Major Street Reconstrucon. This
project will reduce the operaonal
budget due to the extended life of the
street.
2 MoDOT Cost
Share/MARC 3,575,000 3,575,000
Project
Fund Project Replacement
Route 9: Hwy 9—6th
St Intersecon
Engineering
Major Street Reconstrucon. This
project will reduce the operaonal
budget due to the extended life of the
street.
2
Projects Fund/
MoDOT/Chapter
100
762,175 762,175
Projects Fund Total 4,522,678 4,522,678
Transport
aon
Equipmen
t New Snow Box
Aachment
New Snow box aachment for a
transportaon truck. Regular
maintenance is expected to impact
the ongoing operaonal budget.
2
100%
Transportaon
fund
5,000 5,000
Transport
aon Project New 2" Asphalt Mill and
Overlay
Contractor to mill and overlay exisng
asphalt streets in the City that have
become deteriorated. This project will
reduce the operaonal budget due to
the extended life of the street.
2
100%
Transportaon
Fund
250,000 250,000
Transport
aon Project New Curb & Sidewalk
Repair
Repair defecve secons of curb and
sidewalk due to general deterioraon.
This project will reduce the
operaonal budget due to the
extended life of the street.
2
100%
Transportaon
Fund
50,000 50,000
Transport
aon Project New Crack Sealing
Crack sealing of exisng street in the
City. Includes rental of crack sealing
machine and crack seal material. This
project will reduce the operaonal
budget due to the extended life of the
street.
2
100%
Transportaon
Fund
10,000 10,000
Transport
aon Project New Street Striping
Needed to re‐paint areas on the
pavement such as centerlines and
stop bars for traffic safety. This
project will reduce the operaonal
budget due to the extended life of the
street.
2
100%
Transportaon
Fund
10,000 10,000
Transportaon Fund Total 325,000 325,000
Grand Total 1,842,904 1,842,904
2021 Budget Impact by Funding Source
General Fund 323,975
Sewer Fund 573,800
Transportaon Fund 325,000
Parks Sales Tax Fund 1,230,000
Projects Fund 4,522,678
TOTAL 2021 $ 6,975,453
*Corresponding descripons and ex planaons of each Crical Succ ess Factor can be found on Page 8.
119
Capital Improvement Program FY 2022
Division Type New or
Replacement Name Project Descripon Funding
Source Total Cost Budget
Impact
Admin/IT Equipment Replacement Computer
Replacement Cycle
Connue cycle to replace 25% of office
computers each year in order to maintain a
four‐year replacement cycle for soware,
hardware, operang systems, and warranes.
100% General
Fund 6,000 6,000
Admin Project Maintenance City Hall Building
Repairs
Maintenance improvements for City Hall as
idenfied in the building reserve study
including holding cell repairs, IT room split
system replacement, and concrete flatwork.
100% General
Fund 25,883 25,883
Admin/IT Equipment Replacement Security System
Upgrade
Security System Upgrade. Fiy percent (50%) of
the security system.
100% General
Fund 11,041 11,041
Admin Project Maintenance Train Depot
Building Repairs
Maintenance improvements for the Train
Depot as idenfied in the building reserve study
including window and door replacement
100% General
Fund 14,640 14,640
Admin Project New City Hall
Renovaons
Renovaon of the 2nd floor office space to
accommodate for addional work spaces.
100% General
Fund 60,000 60,000
Admin/IT Equipment New Facility Reservaon
Soware
Management Soware for any type of
reservaon within the Parks.
100% General
Fund 10,000 10,000
Admin/IT Total 143,942 143,942
Police Equipment Replacement Patrol Vehicle 2022 AWD Police Ford Taurus Sedan including
emergency equipment, video, radio, etc.
100% General
Fund 42,130 42,130
Police Equipment Replacement In‐Car Video
Systems
Replace exisng in‐car video system with
updated system. Will be on a five‐year
maintenance cycle to match warranty pending
wear and tear.
100% General
Fund 4,219 4,219
Police Equipment Replacement Radios & Baeries Replacement Radios and Baeries for the
police fleet
100% General
Fund 20,000 20,000
Police Project New Police Substaon Design and Construcon of a new police
substaon on the west side of Parkville.
100% General
Fund 20,000 20,000
Police Total 95,849 95,849
PW Project New Public Parking Lot
Lease/Purchase
Lease/purchase payment for a public parking
lot. The lease/payment will connue for 25
Years, for the use of the public parking lot for
99 years.
100% General
Fund 22,041 22,041
PW Project New Hawver Gulch
Watershed Study
Review the locaons of t he low water crossings
in the Hawver Gulch watershed .
100% General
Fund 80,000 80,000
PW Project New
Noise Reducon
Railroad Crossing
Zones
Plan and execuon of the railroad crossing
noise reducon zone.
100% General
Fund 500,000 500,000
Public Works Total 602,041 602,041
Project Fund Project Replacement Route 9 6th Street
Major Street Reconstrucon. This project will reduce
the operaonal budget due to the extended life of
the street
Projects Fund/
ModDOT/
Chapter 100
90,000 90,000
Projects Fund Total 90,000 90,000
Streets Total 183,000 183,000
Streets Project Maintenance River Road Ditch
The City will clean out the ditches along River Road
due to silt build up over me. This project will have
minimal impact on the operaonal budget.
100% General
Fund 30,000 30,000
Streets Project Replacement 76th Street Bridge
Engineering
The City will hire a third party to review the current
condion of the bridge and present engineering and
construcon opons. This project will have minimal
impact on the operaonal budget.
100% General
Fund 20,000 20,000
Streets Project Replacement Backhoe Replacement of an older backhoe in the Streets
department.
100% General
Fund 75,000 75,000
Streets Project Replacement Decorave Stop
Signs New stop signs within the Downtown area 100% General
Fund 18,000 18,000
Streets Project New Entryway
Monument Design
Design of the Entryway monuments at the
West end of Parkville.
100% General
Fund 40,000 40,000
120
Capital Improvement Program FY 2022
Division Type New or
Replacement Name Project Descripon Funding Source Total Cost Budget
Impact
Parks
Sales Tax Project New PLP Ballfields
Installaon of baseball fields and
mulpurpose fields wit hin Plae Landing
Park.
100% Parks Sales
Tax 2,000,000 2,000,000
Parks
Sales Tax Project New Adams Park
Improvements
Improvements of Adams park according
to the completed Master Plan.
100% Parks Sales
Tax 50,000 50,000
Parks
Sales Tax Project New Pocket Park
Master Plan
Improvements to the Pocket Park
according to the Pocket Park Master
Plan.
100% Parks Sales
Tax 25,000 25,000
143,942 143,942
Sewer Equipment Replacement Self Priming Pump
Engine Driven Trash Pump for By‐Pass
and Tank Cleaning. Can be used for flood
response and system overflow bypasses.
100% Sewer Fund 28,000 28,000
Sewer Equipment Replacement Pinecrest Pump Rebuild exisng pump at Pinecrest Pump
Staon 100% Sewer Fund 4,800 4,800
Sewer Project New CCTV
Program to clean and televise a poron
of the 15,000 feet per year of the City's
sewers.
100% Sewer Fund 61,500 61,500
Sewer Project Replacement Sanitary Sewer ‐
Onging Renewal
Once the five phases of repair are
complete, City will focus on periodic
projects to rebuild sewer pipes, using
primarily the CIPP process.
100% Sewer Fund 200,000 200,000
Sewer Project Replacement WWTP Upgrades
Includes grit removal, third clarifier,
sludge dewatering, controls and blower
replacement.
100% Sewer Fund 30,000 30,000
Sewer Equipment New Mini Camera Camera to use for Sewer lines 100% Sewer Fund 25,000 25,000
Sewer Total 349,300 349,300
Transporta
on Equipment Replacement
Dumptruck, 1‐ton,
4‐wheel Drive,
Snowplow and Salt
Spreader
Replacement of older trucks and
snowplowing equipment. Will replace
next truck in line. Trade‐in value
approximately $7,000
100% Transportaon
Fund 69,193 69,193
Transporta
on Project New
Storm Sewer
Evaluaon and
Repair
Evaluate the exisng storm sewer pipe
and structures. Based on data acquired,
point repairs can be made to the storm
sewer.
100%
Transportaon Fund 198,000 198,000
Transporta
on Project New 2" Asphalt Mill and
Overlay
Contractor to mill and overlay exisng
asphalt streets in the City that have
become deteriorated.
100% Transportaon
Fund 250,000 250,000
Transporta
on Project New Curb & Sidewalk
Repair
Repair defecve secons of curb and
sidewalk due to general deterioraon.
100% Transportaon
Fund 50,000 50,000
Transporta
on Project New Crack Sealing
Crack sealing of exisng street in the
City. Includes rental of crack sealing
machine and crack seal material.
100% Transportaon
Fund 10,000 10,000
Transporta
on Project New Street Striping
Needed to re‐paint areas on the
pavement such as centerlines and stop
bars for traffic safety.
100% Transportaon
Fund 10,000 10,000
Transportaon Total 587,193 587,193
Grand Total 4,126,325 4,126,325
2022 Budget Impact by Funding Source
General Fund 1,024,832
Sewer Fund 349,300
Transportaon Fund 587,193
Parks Sales Tax Fund 143,942
Projects Fund 90,000
TOTAL 2022 $ 4,126,325
Parks Sales Tax
121
Capital Improvement Program FY 2023
Division Type
New or
Replaceme
nt
Name Project Descripon Funding
Source Total Cost Budget
Impact
Admin/IT Equipment Replacement Computer Replacement
Cycle
Connue cycle to replace 25 % of office computers each
year.
100% General
Fund 6,000 6,000
Admin Equipment New Train Depot Repairs Maintenance improvements for the Train Depot . 100% General
Fund 14,640 14,640
Admin Project Replacement Concrete Flatwork 720 square feet of concrete flatwork every five years,
includes hand rail repair and painng.
100% General
Fund 7,865 7,865
Admin Project New City Hall Renovaons Renovaon of the 2nd floor o ffice space to accommodate
for addional work spaces.
100% General
Fund 60,000 60,000
Admin Equipment Replacement Security System
Upgrade
Security System Upgrade. Fiy percent (50%) of the
security system.
100% General
Fund 11,041 11,041
Admin/IT Total 99,546 99,546
Police Equipment Replacement Patrol Vehicle 2023 AWD Police Ford Taurus Sedan including emergency
equipment, video, radio, etc.
100% General
Fund 42,973 42,973
Police Equipment Replacement In‐Car Video Systems
Replace exisng in‐car video system with updated system.
Will be on a five‐year maintenance cycle to match
warranty pending wear and tear.
100% General
Fund 4,303 4,303
Police Equipment Replacement Radios & Baeries Replacement Radi os and Baeries for the police fleet 100% General
Fund 20,000 20,000
Police Project New Police Substaon Design and Construcon of a new police substaon on the
west side of Parkville.
100% General
Fund 150,000 150,000
Police Total 217,276 217,276
PW Project New Public Parking Lot
Lease/Purchase
Lease/purchase payment for a public parking lot. The
lease/payment will connue for 25 Years, for the use of
the public parking lot for 99 years.
100% General
Fund 22,041 22,041
Public Works Total 22,041 22,041
Sewer Equipment Replacement RAS Pump Replacement Replace RAS Pump at WWTP 100% Sewer
Fund 13,000 13,000
Sewer Project Replacement WWTF Treatment
Upgrades Upgrade the treatment processes at the Sewer Plant. Possible SRF
Loan 1,350,000 1,350,000
Sewer Project New CCTV Program to clean and televise a poron of the 15,000 feet
per year of the City's sewers.
100% Sewer
Fund 62,700 62,700
Sewer Project Replacement Sanitary Sewer ‐
Ongoing Renewal
Periodic projects to rebuild sewer pipes, using primarily
the CIPP process.
100% Sewer
Fund 200,000 200,000
Sewer Total 1,625,700 1,625,700
Streets Project New Entryway Monument
Construcon
Construcon of the Entryway monuments at the West end
of Parkville.
100% General
Fund 150,000 150,000
150,000 150,000
Parks
Sales Tax Project New Pocket Park Implementaon of the Packet Park Master Plan 100% Parks Sales
Tax 125,000 125,000
Parks Sales Tax Total 125,000 125,000
Transporta
on Equipment Replacement
Dumptruck, 1‐ton, 4‐
wheel Drive, Snowplow
and Salt Spreader
Replacement of older trucks and snowplowing equipment.
Will replace next truck in line. Trade‐in value
approximately $7,000
100%
Transportaon
Fund
71,390 71,390
Transporta
on Project New Storm Sewer Evaluaon
and Repair
Evaluate the exisng storm s ewer pipe and structures.
Based on data acquired, point repairs can be made to the
storm sewer.
100%
Transportaon
Fund
42,000 42,000
Transporta
on Project New 2" Asphalt Mill and
Overlay
Contractor to mill and overlay exisng asphalt streets in
the City that have become deteriorated.
100%
Transportaon
Fund
250,000 250,000
Transporta
on Project New Curb & Sidewalk Repair Repair defecve secons of curb and sidewalk due to
general deterioraon.
100%
Transportaon
Fund
50,000 50,000
Transporta
on Project New Crack Sealing Crack sealing of exisng street in the City. Includes rental
of crack sealing machine and crack seal material.
100%
Transportaon
Fund
15,000 15,000
Transporta
on Project New Street Striping Needed to re‐paint areas on the pavement such as
centerlines and stop bars for traffic safety.
100%
Transportaon
Fund
15,000 15,000
Streets Total 443,390 443,390
Grand Total 2,682,953 2,682,953
2023 Budget Impact by Funding Source
General Fund 488,863
Sewer Fund 1,625,700
Transportaon Fund 443,390
Park Sales Tax Fund 125,000
TOTAL 2023 $ 2,682,953
Streets Total
122
Capital Improvement Program FY 2024
Division Type New or
Replacement Name Project Descripon Funding Source Total Cost Budget
Impact
Admin/IT Equipment Replacement
Computer
Replacement
Cycle
Connue cycle to replace 25% of office computers
each year in order to maintain a four‐year
replacement cycle for soware, hardware,
operang systems, and warranes.
100% General
Fund 6,000 6,000
Admin/IT Total 6,000 6,000
Police Equipment Replacement Patrol Vehicle 2023 AWD Police Ford Taurus Sedan including
emergency equipment, video, radio, etc.
100% General
Fund 43,832 43,832
Police Equipment Replacement In‐Car Video
Systems
Replace exisng in‐car video system with updated
system. Will be on a five‐year maintenance cycle
to match warranty pending wear and tear.
100% General
Fund 4,389 4,389
Police Total 48,221 48,221
PW Project New
Public Parking
Lot Lease/
Purchase
Lease/purchase payment for a public parking lot.
The lease/payment will connue for 25 Years, for
the use of the public parking lot for 99 years.
100% General
Fund 22,041 22,041
Public Works Total 22,041 22,041
Streets Project New
Entryway
Monument
Construcon
Construcon of the Entrywa y monuments at the West
end of Parkville. 100% General Fund 150,000 150,000
Streets Total 150,000 150,000
Sewer Project New CCTV Program to clean and televise a poron of the
15,000 feet per year of the City's sewers. 100% Sewer Fund 64,000 64,000
Sewer Project Replacement Sanitary Sewer ‐
Onging Renewal
Once the five phases of repair are complete, City
will focus on periodic projects to rebuild sewer
pipes, using primarily the CIPP process.
100% Sewer Fund 200,000 200,000
Sewer Total 264,000 264,000
Transpor
taon Equipment Replacement
Dumptruck, 1‐
ton, 4‐wheel
Drive, Snowplow
and Salt Spreader
Replacement of older trucks and snowplowing
equipment. Will replace next truck in line. Trade‐
in value approximately $7,000
100%
Transportaon
Fund
73,657 73,657
Transpor
taon Project New
Storm Sewer
Evaluaon and
Repair
Evaluate the exisng storm sewer pipe and
structures. Based on data acquired, point repairs
can be made to the storm sewer.
100%
Transportaon
Fund
200,000 200,000
Transpor
taon Project New 2" Asphalt Mill
and Overlay
Contractor to mill and overlay exisng asphalt
streets in the City that have become deteriorated.
100%
Transportaon
Fund
250,000 250,000
Transpor
taon Project New Curb & Sidewalk
Repair
Repair defecve secons of curb and sidewalk due
to general deterioraon.
100%
Transportaon
Fund
50,000 50,000
Transpor
taon Project New Crack Sealing
Crack sealing of exisng str eet in the City. Includes
rental of crack sealing machine and crack seal
material.
100%
Transportaon
Fund
15,000 15,000
Transpor
taon Project New Street Striping Needed to re‐paint areas on the pavement such as
centerlines and stop bars for traffic safety.
100%
Transportaon
Fund
15,000 15,000
Transportaon Total 603,657 603,657
Grand Total 1,093,919 1,093,919
2024 Budget Impact by Funding Source
General Fund 226,262
Sewer Fund 264,000
Transportaon Fund 603,657
TOTAL 2024 $ 1,093,919
123
Capital Improvement Program FY 2025
Division Type New or
Replacement Name Project Descripon Funding Source Total Cost Budget
Impact
Admin/IT Equipment Replacement
Computer
Replacement
Cycle
Connue cycle to replace 25% of office computers
each year in order to maintain a four‐year
replacement cycle for soware, hardware,
operang systems, and warranes.
100% General
Fund 6,000 6,000
Admin/IT Total 6,000 6,000
Police Equipment Replacement Patrol Vehicle 2023 AWD Police Ford Taurus Sedan including
emergency equipment, video, radio, etc.
100% General
Fund 44,709 44,709
Police Equipment Replacement In‐Car Video
Systems
Replace exisng in‐car video system with updated
system. Will be on a five‐year maintenance cycle
to match warranty pending wear and tear.
100% General
Fund 4,477 4,477
Police Total 49,186 49,186
PW Project New
Public Parking
Lot Lease/
Purchase
Lease/purchase payment for a public parking lot.
The lease/payment will connue for 25 Years, for
the use of the public parking lot for 99 years.
100% General
Fund 22,041 22,041
Public Works Total 22,041 22,041
Project
s Fund Project Replacement Route 9 Hwy 9—6th Street Intersecon Improv ements
Projects Fund/
MoDOT/Chapter
101
330,000 330,000
330,000 330,000
Sewer Project New CCTV Program to clean and televise a poron of the
15,000 feet per year of the City's sewers. 100% Sewer Fund 65,300 65,300
Sewer Project Replacement Sanitary Sewer ‐
Onging Renewal
Once the five phases of repair are complete, City
will focus on periodic projects to rebuild sewer
pipes, using primarily the CIPP process.
100% Sewer Fund 200,000 200,000
Sewer Total 265,300 265,300
Transpor
taon Equipment Replacement
Dumptruck, 1‐
ton, 4‐wheel
Drive, Snowplow
and Salt Spreader
Replacement of older trucks and snowplowing
equipment. Will replace next truck in line. Trade‐
in value approximately $7,000
100%
Transportaon
Fund
75,995 75,955
Transpor
taon Project New
Storm Sewer
Evaluaon and
Repair
Evaluate the exisng storm sewer pipe and
structures. Based on data acquired, point repairs
can be made to the storm sewer.
100%
Transportaon
Fund
44,000 44,000
Transpor
taon Project New 2" Asphalt Mill
and Overlay
Contractor to mill and overlay exisng asphalt
streets in the City that have become deteriorated.
100%
Transportaon
Fund
250,000 250,000
Transpor
taon Project New Curb & Sidewalk
Repair
Repair defecve secons of curb and sidewalk due
to general deterioraon.
100%
Transportaon
Fund
50,000 50,000
Transpor
taon Project New Crack Sealing
Crack sealing of exisng str eet in the City. Includes
rental of crack sealing machine and crack seal
material.
100%
Transportaon
Fund
15,000 15,000
Transpor
taon Project New Street Striping Needed to re‐paint areas on the pavement such as
centerlines and stop bars for traffic safety.
100%
Transportaon
Fund
15,000 15,000
Transportaon Total 449,995 449,995
Grand Total 1,122,522 1,122,522
2025 Budget Impact by Funding Source
General Fund 77,227
Sewer Fund 265,300
Transportaon Fund 449,995
Projects Fund 330,000
TOTAL 2025 $ 1,122,522
Project Fund Total
124
Capital Improvement Program FY 2026
Division Type New or
Replacement Name Project Descripon Funding Source Total Cost Budget
Impact
Admin/IT Equipment Replacement
Computer
Replacement
Cycle
Connue cycle to replace 25% of office computers
each year in order to maintain a four‐year
replacement cycle for soware, hardware,
operang systems, and warranes.
100% General
Fund 6,000 6,000
Admin/IT Total 6,000 6,000
Police Equipment Replacement Patrol Vehicle 2023 AWD Police Ford Taurus Sedan including
emergency equipment, video, radio, etc.
100% General
Fund 45,603 45,603
Police Equipment Replacement In‐Car Video
Systems
Replace exisng in‐car video system with updated
system. Will be on a five‐year maintenance cycle
to match warranty pending wear and tear.
100% General
Fund 4,567 4,567
Police Total 50,169 50,169
PW Project New
Public Parking
Lot Lease/
Purchase
Lease/purchase payment for a public parking lot.
The lease/payment will connue for 25 Years, for
the use of the public parking lot for 99 years.
100% General
Fund 22,041 22,041
Public Works Total 22,041 22,041
Sewer Project New CCTV Program to clean and televise a poron of the
15,000 feet per year of the City's sewers. 100% Sewer Fund 66,606 66,606
Sewer Project Replacement Sanitary Sewer ‐
Onging Renewal
Once the five phases of repair are complete, City
will focus on periodic projects to rebuild sewer
pipes, using primarily the CIPP process.
100% Sewer Fund 200,000 200,000
Sewer Total 266,606 266,606
Transpor
taon Equipment Replacement
Dumptruck, 1‐
ton, 4‐wheel
Drive, Snowplow
and Salt Spreader
Replacement of older trucks and snowplowing
equipment. Will replace next truck in line. Trade‐
in value approximately $7,000
100%
Transportaon
Fund
78,408 78,408
Transpor
taon Project New
Storm Sewer
Evaluaon and
Repair
Evaluate the exisng storm sewer pipe and
structures. Based on data acquired, point repairs
can be made to the storm sewer.
100%
Transportaon
Fund
205,000 205,000
Transpor
taon Project New 2" Asphalt Mill
and Overlay
Contractor to mill and overlay exisng asphalt
streets in the City that have become deteriorated.
100%
Transportaon
Fund
250,000 250,000
Transpor
taon Project New Curb & Sidewalk
Repair
Repair defecve secons of curb and sidewalk due
to general deterioraon.
100%
Transportaon
Fund
50,000 50,000
Transpor
taon Project New Crack Sealing
Crack sealing of exisng str eet in the City. Includes
rental of crack sealing machine and crack seal
material.
100%
Transportaon
Fund
15,000 15,000
Transpor
taon Project New Street Striping Needed to re‐paint areas on the pavement such as
centerlines and stop bars for traffic safety.
100%
Transportaon
Fund
15,000 15,000
Transportaon Total 613,408 613,408
Grand Total 958,224 958,224
2026 Budget Impact by Funding Source
General Fund 78,210
Sewer Fund 266,606
Transportaon Fund 613,408
TOTAL 2026 $ 958,224
125
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126
Performance Stascs
Stasc (CSF)* 2016 2017 2018 2019 2020 % Change
Administraon‐City Clerk
Dog Licenses (1,4) 141 92 106 102 46 ‐55%
New (1,4) 29 8 22 33 15 ‐55%
Renewal (1,4) 112 84 84 69 31 ‐55%
Golf Carts Permits (1) 20 29 41 96 107 11%
Park Reservaons (1,4) 366 279 343 18 194 978%
Fingerprint Payments (1) 54 93 142 143 73 ‐49%
Public Informaon Requests (1) 49 44 61 44 28 ‐36%
Solicitor/Peddler Permits (1) 15 43 22 80 2 ‐98%
Total Business Licenses (1,3) 504 559 588 634 606 ‐4%
New Business Licenses (1,3) 94 117 116 132 235 78%
In Town (1,3) 21 21 40 25 38 52%
Out of Town (1,3) 73 96 76 107 324 203%
Renewed Business Licenses
(1,3) 399 432 458 490 567 16%
In Town (1,3) 216 212 226 247 256 4%
Out of Town (1,3) 183 219 232 243 311 28%
Delinquent In Town Businesses
(1,3) 6 2 5 9 67 644%
Paid but not fulfilled all
requirements (1,3) 4 11 3 6 12 100%
Never renewed (3) 2 1 2 3 55 1733%
Total Liquor Licenses (1,3) 32 38 31 28 29 4%
New (1,3) 2 2 3 1 1 0%
Changed (1,3) 3 0 2 1 0 ‐100%
Renewed (1,3) 23 29 31 26 28 8%
Picnic (1,3,4) 5 7 8 3 2 ‐33%
Caterer (1,3) 9 9 4 8 14 75%
Fishing Permits (1,4) 5 3 9 0 3 ‐
Field/Court Reservaons (1,4) 318 268 396 0** 444 ‐
Baseball (1,4) 318 250 380 0** 444 ‐
Soccer (1,4) 7 5 15 0** 0 ‐
Volleyball (1,4) 10 13 1 0** 0 ‐
Administraon‐Finance
Total salary and benefit
expenditures jurisdicon‐wide
(5)
$2,161,441 $2,302,515 $ 2,501,547 $2,759,224 $
2,923,852.00 6%
Full‐me regular employees on
the payroll (5) 36 35 40 39 41 5%
Average years of service for all
full‐me regular jurisdicon
employees (1,5)
7.7 8.8 8.4 8.7 9 3%
Employee Turnover Rate (1,5) 19% 14% 17% 6% 13% 117%
Average Days to Fill Open
Posions (1,5) 51 76 82 84 70 ‐17%
Sick Leave Hour Ulizaon Rate
(1,5) 44% 47% 53% 68% 44% ‐35%
*(CSF) Crical Success Factor that the stasc contributes to a re found in the parenthesis. Cri cal Success Factors can be found on page 8.
**Due to significant flooding
127
Performance Stascs
Stasc (CSF)* 2016 2017 2018 2019 2020 % Change
Administraon‐Misc.
Facebook Page Likes (1) 3,719 4,267 4,958 6,596 7017 6%
Facebook Followers (1) N/A N/A 4,951 6,806 7210 6%
Twier Follows (1) 2,023 2,379 2,668 2,941 3075 5%
Twier Likes (1) N/A 314 325 328 335 2%
Mail Chimp Subscribers (1) 644 723 833 971, 1249 29%
Mail Chimp Messages Sent (1) 135 137 93 93 83 ‐11%
Press Releases (1) 37 47 31 23 22 ‐4%
Viemo Video Plays (1) 910 1,360 3,428 1,583 1353 ‐15%
Live Stream Plays (1) 1,287 559 815 667 49 ‐93%
Instagram Posts (1) N/A N/A 101 288 398 38%
Instagram Followers (1) N/A N/A 389 1,038 1352 30%
Website Visits (1) N/A 613,197 393,494 124,988 392721 28%
Website Visitors (1) N/A 165,244 135,540 306,250 152329 22%
NextDoor Members (1) N/A N/A 1,135 1,552 1795 16%
TextCaster Members: Police (1) N/A N/A 789 860 973 13%
TextCaster Members: City (1) N/A N/A 527 566 641 13%
Court
Total Citaons Processed (1) 1,387 1527 1028 1126 562 ‐50%
Speeding Citaons (1) 518 747 377 465 174 ‐63%
Unregistered Vehicles (1) 166 164 152 192 99 ‐48%
Stop Sign Violaons (1) 92 107 48 49 20 ‐59%
Operang a vehicle without insurance (1) 50 46 51 28 22 ‐21%
Parking violaon (1) 46 63 45 10 36 260%
Shopliing (1) 39 57 48 44 31 ‐30%
DWI (1) 19 19 18 12 18 50%
Police
Total Part 1Crimes Taken (1) 127 143 145 153 177 16%
% Part 1Crimes Cleared (1) 61% 73% 61% 55% 47% ‐15%
Criminal Homicide (1) 0 0 0 1 0 ‐100%
Forcible Rape (1) 1 2 3 0 1 ‐
Robbery (1) 0 0 2 1 2 100%
Assault (1) 28 26 16 18 26 44%
Burglary (1) 16 12 21 12 19 58%
Larceny ‐The (1) 75 96 92 110 115 5%
Motor Vehicle The (1) 7 8 10 11 14 27%
Parkville Cleared Violent Crimes (1) 100% 100% 95% 95% 0.97 2%
Naonal Average Cleare d Violent Crimes (1) 46% 46% N/A N/A N/A ‐
Parkville Cleared Property Crimes (1) 49% 66% 55% 49% 0.38 ‐22%
Naonal Average Cleared Property Crimes
(1) 18% 18% N/A N/A N/A ‐
Park U. Deer Hunt (1) 26 6 19 17 10 ‐41%
Children Supported w/ Shop with a Cop (1) 16 15 22 23 21 ‐9%
Total Police Dispatch Calls for Service (1) 3,158 3506 3450 3686 3952 7%
Custodial Arrests Per Year (1) 360 415 329 330 167 ‐49%
Vehicle Crashes in Parkville (1) 144 133 138 151 124 ‐18%
Finger Print Card (1) 137 155 175 178 71 ‐60%
Police Report Requests (1) 148 156 119 128 115 ‐10%
Police Video Requests (1) 6 9 6 9 6 ‐33%
*(CSF) Crical Success Factor that the stasc contributes to a re found in the parenthesis. Cri cal Success Factors can be found on page 8.
128
Performance Stascs
Stasc (CSF)* 2016 2017 2018 2019 2020 % Change
Public Works
HHW Event Usage (1) 80 28.6 108 36 5 ‐86%
HHW Facility Usage (Cars) (1) 298 256 424 357 314 ‐12%
Clean Up Aendance (1) 547 617 591 734 318 ‐57%
Parks
Park Area (Approx. Acres) (1,4) 210 210 210 210 210 0%
Trees Planted (1,4) 29 40 23 17 32 88%
Trees Removed (1,4) 48 23 29 27 45 67%
Number of 5K/10K Races (1,4) 19 23 19 6** 3 ‐50%
Funds spent on Park Tree
Trimming/Removal (1,4) $ 23,525.50 $ 8,600.00 $ 16,425.00 $ 13,451.50 $ 22,945.00 71%
Streets
Total Lineal Feet of Roadway(2) 210,850 215026 215,026 215,026.00 228,897.00 6%
Total Lineal Feet of Cul‐De‐Sacs (2) 22,230 93 22,230 22,230.00 27,250.00 23%
# of Street Rangs (2) 210 220 220 220 235 7%
% of Street Rangs at or below a
sasfactory Level (2) 50.97% 20.39% 20.99% 15.90% 20.33% 28%
Community Development
Missouri One Call Ulity Locates
(1,2) 1,330 1,850 1,934 2,181 2262 4%
Avg. Turnaround Time per
Missouri One Call Ulity (Hours)
(1,2)
1 1 1 1 1 0%
Sign Permits Approved (1,2) 29 12 31 17 18 6%
Avg. Turnaround me per non‐84
sign permit (Hours) (1,2) N/A 1 1 1 1 0%
Avg. Turnaround me per 84 sign
permit (Hours) (1,2)
3 3 1 1 1 0%
Temporary Sign Permits Approved
(1) 22 19 26 17 3 ‐82%
Avg. Turnaround me per
temporary sign permit (Hours)(1) 0.5 0.5 0.5 0.5 0.5 0%
Illegal Signs Removed (1,2) 180 240 275 345 163 ‐53%
Total Inspecons (1,2) 1,716 2,048 1,644 1,393 2018 45%
Building Permits Issued (All
Permits) (1,2) 314 225 269 260 296 14%
Building Permit Fees Collected
(1,2) $ 389,975.63 $ 287,980.82 $ 299,737.00 $555,136.64 $ 542,469.34 ‐2%
Occupancy Inspecons (1,2) 49 37 37 4 89 2125%
Improvement Fees Collected (1,2) $ 40,651.25 $ 13,542.03 $ 42,869.00 $9,564.49 $ 7,148.79 ‐25%
New Single Family Permits 63 56 93 45 85 89%
Single Family Permit Fees
Collected (1,2) $ 151,090.75 $ 148,551.00 $ 248,196.00 $185,386.93 $ 214,730.00 16%
New Single Family Valuaon (1,2) $17,804,859.00 $19,816,853.00 $ 2,347,422.00 $15,841,848 $ 27,016,063.00 71%
New Townhome Units (1,2) 2 1 ‐ 22 25 14%
New Townhome Permits Fees
Collected (1,2) $ 7,460.00 $ 4,952.00 $ ‐ $66,024.00 $ 75,695.00 15%
HHW Collected (Pounds) (1) 29,086 28,639 46,312 36,239 41,350 14%
*(CSF) Crical Success Factor that the stasc contributes to a re found in the parenthesis. Cri cal Success Factors can be found on page 8.
**Due to significant flooding
129
Performance Stascs
Stasc (CSF)* 2016 2017 2018 2019 2020 % Change
New Townhome Valuaon
(1) $ 1,008,000.00 $ 725,000.00 $ ‐ $8,090,000.00 $
9,680,000.00 20%
Commercial Tenant Finish (1) 7 11 11 12 15 25%
Commercial Tenant Finish
Permit Fees (1) $ 7,057.50 $ 20,125.80 $ 4,185.00 $12,560.25 $
16,862.70 34%
Commercial Tenant
Improvements Valuaon (1) $ 330,002.00 $ 3,611,582.00 $ 321,775.00 $1,325,287.00 $
2,133,000.00 61%
New Commercial Units (1) 3 2 2 18 8 ‐56%
New Commercial Unit Fees
Collected (1) $ 75,554.25 $ 1,777.50 $ 15,480.00 $240,946.05 $
53,070.00 ‐78%
New Commercial Unit
Valuaon (1)
$45,500,000.00 $ 170,000.00 $ 3,168,000.00 $41,746,000.00 $
10,905,000.00 ‐74%
All Other Permit Valuaon
(1) $ 1,820,515.00 $ 2,932,234.00 $ 2,441,202.00 $2,283,737.00 $
3,486,982.00 53%
All Other Permit Fees (1) $ 25,351.95 $ 36,780.50 $ 31,876.00 $50,219.41 $
47,072.85 ‐6%
Sewer Connecon Fees (1) $ 72,500.00 $ 47,850.00 $ 90,200.00 $100,900.00 $
115,600.00 15%
Code Enforcement
Complaints (1) 103 78 174 126 85 ‐33%
Code Enforcement
Complaint Violaons (1) 62 62 92 89 67 ‐25%
Code Enforcement
Complaint Violaons Abated
(1)
58 53 53 70 45 ‐36%
Code Enforcement
Complaint Pending (1) 4 7 10 19 11 ‐42%
Code Enforcement
Complaint Hearings (1) 4 2 2 1 2 100%
Other Code Enforcement
Violaons Abated (1) 83 82 82 37 39 5%
Floodplain Compliance
Reviews (1) 4 4 4 4 3 ‐25%
Floodplain Permits issued (1) 2 2 2 0 1 ‐
Sewer
# of Gallons Treated Per Day
(January) (2) 561,097 507,935 491,387 580,581
507,645 ‐13%
Removal Efficiency for BOD
(January) (2) 97.9% 97.1% 97.4% 95.40% 98.0% 3%
Removal Efficiency for TSS
(January) (2) 97.2% 90.8% 90.3% 94.70% 95.9% 1%
# of Gallons Treated Per Day
(February) (2) 493,931 466,679 501,607 616,393 503,310 ‐18%
Removal Efficiency for BOD
(February) (2) 98.3% 97.5% 97.2% 91.40% 96.7% 6%
Removal Efficiency for TSS
(February) (2) 96.5% 91.2% 89.6% 94.80% 94.3% ‐1%
# of Gallons Treated Per Day
(March) (2) 475,323 456,581 483,677 755,871 588,226 ‐22%
Removal Efficiency for BOD
(March) (2) 98.7% 97.9% 97.3% 92.10% 96.8% 5%
*(CSF) Crical Success Factor that the stasc contributes to a re found in the parenthesis. Cri cal Success Factors can be found on page 8.
130
Stasc (CSF)* 2016 2017 2018 2019 2020 % Change
Removal Efficiency for TSS (March) (2) 96.4% 95.3% 93.0% 92.80% 93.4% 1%
# of Gallons Treated Per Day (April) (2) 564,833 616,733 492,633 631,367
568,700 ‐10%
Removal Efficiency for BOD (April) (2) 99.3% 98.9% 97.8% 98.70% 98.0% ‐1%
Removal Efficiency for TSS (April) (2) 95.6% 97.6% 91.3% 97.00% 94.8% ‐2%
# of Gallons Treated Per Day (May) (2) 770,903 578,161 490,677 1,049,677
485,097 ‐54%
Removal Efficiency for BOD (May) (2) 98.5% 98.1% 97.9% 96.10% 98.2% 2%
Removal Efficiency for TSS (May) (2) 96.5% 92.2% 93.7% 90.80% 94.1% 4%
# of Gallons Treated Per Day (June) (2) 526,767 447,500 458,533 1,089,900
439,033 ‐60%
Removal Efficiency for BOD (June) (2) 98.9% 98.8% 97.6% 98.40% 97.5% ‐1%
Removal Efficiency for TSS (June) (2) 98.0% 95.6% 93.5% 95.60% 93.6% ‐2%
# of Gallons Treated Per Day (July) (2) 496,194 514,032 443,613 512,000
457,290 ‐11%
Removal Efficiency for BOD (July) (2) 98.9% 99.0% 98.9% 99.20% 98.7% ‐1%
Removal Efficiency for TSS (July) (2) 97.7% 97.7% 97.0% 97.20% 97.0% 0%
# of Gallons Treated Per Day (August) (2) 529,710 732,387 469,935 529,323
458,323 ‐13%
Removal Efficiency for BOD (August) (2) 99.5% 98.8% 98.4% 99.10% 98.9% 0%
Removal Efficiency for TSS (August) (2) 98.5% 94.7% 96.1% 96.10% 98.2% 2%
# of Gallons Treated Per Day (September) (2) 655,567 510,267 453,300 538,667
443,267 ‐18%
Removal Efficiency for BOD (September) (2) 99.1% 99.1% 99.3% 99.10% 99.0% 0%
Removal Efficiency for TSS (September) (2) 96.9% 98.0% 96.2% 95.90% 98.1% 2%
# of Gallons Treated Per Day (October) (2) 500,806 521,226 593,000 492,129
385,194 ‐22%
Removal Efficiency for BOD (October) (2) 98.6% 98.8% 99.0% 98.60% 99.3% 1%
Removal Efficiency for TSS (October) (2) 94.9% 95.5% 94.9% 93.00% 98.3% 6%
# of Gallons Treated Per Day (November) (2) 489,600 466,133 462,367 457,467
417,067 ‐9%
Removal Efficiency for BOD (November) (2) 98.4% 98.7% 98.7% 98.90% 98.9% 0%
Removal Efficiency for TSS (November) (2) 96.4% 96.8% 98.4% 96.40% 98.3% 2%
# of Gallons Treated Per Day (December) (2) 462,548 449,258 546,935 469,968
403,967 ‐14%
Removal Efficiency for BOD (December) (2) 97.7% 98.2% 98.0% 98.80% 98.1% ‐1%
Removal Efficiency for TSS (December) (2) 93.1% 94.1% 97.5% 95.40% 97.3% 2%
Sewer Rate Increase (2) 10.0% 10.0% 10.0% 10.00% 6.0% ‐40%
Performance Stascs
*(CSF) Crical Success Factor that the stasc contributes to a re found in the parenthesis. Cri cal Success Factors can be found on page 8.
131
A
ACCOUNT NUMBER – A system of numbering or otherwise designang accounts, entries, invoices,
vouchers, etc., in such a manner that the symbol used quickly reveals certain required informaon.
ACCRUAL BASIS ACCOUNTING—Revenues are recognized in the accoun ng period in which they are
earned, and expenses are recognized in the accounng period in which they are incurred.
APPROPRIATION – An authorizaon made by the Board of Aldermen that permits the City to incur
obligaons and to make expenditures of resources.
AMERICAN MEDICAL RESPONSE (AMR) – Provides ambulance service to the Parkville area.
ASSESSED VALUATION – This is the value of property. The assessed value is set by the Plae County
Assessor, who is charged with determining the taxable value of property according to a formula set by
the State of Missouri.
AUDIT—An official inspecon of the government’s accounts.
B
BALANCED BUDGET—all expenditures included in the budget are balanced by funds that are
ancipated to be available during the budget year, either from revenues described in the budget, or
from exisng fund balances that will be carried over from the p rior year.
BOARD OF ALDERMEN – The Mayor and Aldermen (8 members), collec vely acng as the legislave
and policy‐making body of the City.
BOND – A wrien promise to pay a specified sum of money, called the face value of principal amount,
at a specified date or dates in the future, called the maturity date(s), together with periodic interest at
a specified rate.
BUDGET CALENDAR – The schedule of key dates that the City follows in the preparaon and adopon
of the budget.
BUDGET DOCUMENT – The instrument used by the budget‐making authority to present a
comprehensive financial plan of operaons to the Board of Alderm en.
BUDGET MESSAGE – The opening secon of the budget from the City Administrator, which provides
the City Council and the public with a general summary of the most important aspects of the budget.
BUDGET ORDINANCE – The official enactment by the Board of Aldermen to legally authorize City staff
to obligate and expend revenues.
C
CAPITAL IMPROVEMENT PROGRAM (CIP) – A mul‐year plan or schedul e for the acquision of
infrastructure, facilies and major equipment.
CAPITAL EXPENDITURE – Expenditure incorporated within the CIP document to acquire, maintain,
repair, or upgrade capital assets. Typically more than $5,000.
CAPITAL OUTLAY DIVISION – A division created to account for general fund dollars to be used for the
acquision or the construcon of major capital facilies or equ ipment.
GLOSSARY
132
D
DEBT SERVICE FUND – A fund established to account for the accumulaon of resources for, and the
payment of, long‐term debt principal and interest.
DEPARTMENT – A major administrave organizaonal unit of the Ci ty that indicates overall
management responsibility for one or more divisions.
DIVISION – A major administrave organizaonal unit of the City that indicates overall management
responsibility for one or more acvies.
E
EMPLOYEE (OR FRINGE) BENEFITS—Contribuons made by a government to meet commitments or
obligaons for employee benefits. Included is the governments share of Social Security and various
pension, life, and medical plans
ENTERPRISE FUND – A fund established to account for operaons o f the sewer system. It is operated in
a manner similar to private business enterprises where the intent is cost recovery.
EXPENDITURES – A decrease in the net financial resources of the City due to the acquision of goods
and services.
EXPENSE—Charges incurred (whether paid immediately or unpaid) for operaons, maintenance
interest and other charges.
F
FISCAL YEAR – A 12‐month period to which the annual operang bu dget applies. The City of Parkville
operates on a January 1 to December 31 as its fiscal year.
FRANCHISE FEE – A fee paid by public service ulies for use of public property in providing their
services to the cizen s of a community.
FRIENDS OF PARKVILLE ANIMAL SHELTER (FOPAS) – A not‐for‐profit corporaon providing animal
control for the city.
FUND – An accounng enty with a self‐balancing set of accounts that record financial transacons for
specific acvies or government funcon.
FUND BALANCE – The excess of assets over liabilies.
G
GENERAL FUND – The fund used to account for all financial resources except those required to be
accounted for in another fund.
GENERAL OBLIGATION BONDS – Municipal bonds backed by the full faith and credit (which includes the
taxing and further borrowing power) of a municipality. It is repaid with the general revenue of the
municipality, such as property taxes and sales taxes.
GOVERNMENTAL FUND—Funds generally used to account for tax‐supported acvies.
GRANT – A contribuon by a govern ment or other organizaon to s upport a specific funcon or
operaon.
I
INTEREST EARNINGS/LOSSES – The earnings or losses from investments.
L
LICENSES, PERMITS, & FEES – Revenues collected by from individuals or business concerns for various
rights or privileges granted by the government.
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M
MAINTENANCE – All materials or contract expenditures covering repair and upkeep of City buildings,
machinery and equipment, systems and land.
MATERIALS – Expendable materials and operang supplies necessar y to conduct department acvity.
MID‐AMERICA REGIONAL COUNCIL (MARC) – Serves as the associaon of city and county governments
and the metropolitan planning organizaon for the bi‐state Kans as City Region.
N
NEGATIVE FUND BALANCE— The excess of liabilies over assets.
NEIGHBORHOOD IMPROVEMENT DISTRICT (NID) – A NID may be created in an area desiring certain
public‐use improvements that are paid for by special tax assessments to property owners in the area in
which the improvements are made.
O
OPERATING BUDGET – The poron of the annual budget that provide s a financial plan for the daily
operaons of government.
P
PERFORMANCE STATISTICS – Specific quantave measures or work pe rformed within an acvity or
program.
PROPERTY TAXES – Used to describe all revenues received in a period from current taxes, delinquent
taxes, penales and interest on delinquent taxes. Property taxe s are levied on both real and personal
properes according to the pro perty's valuaon and tax rate.
PUBLIC HEARING – The porons of open meengs held to present ev idence and provide informaon
on both sides of an issue.
PURCHASE ORDER – A document issued to authorize a vendor or vendors to deliver specified
merchandise or render a specified service for a stated esmated price.
R
RESERVE – An account used to indicate that a poron of a fund b alance is restricted for a specific
purpose or not available for appropriaon and subsequent spendi ng.
REVENUE – Funds that the government receives as income.
S
SALES TAX – The tax placed on the value of goods sold within the City limits. The rate is set by a
majority of the voters within the City. The tax is collected by the State of Missouri and remied to the
City.
SOUTH PLATTE FIRE PROTECTION DISTRICT (SPFPD) –Provides fire protecon and to the Parkville area.
T
TAX INCREMENT FINANCING (TIF) ‐ An economic tool used by cies to finance real estate development
costs. Addional property taxes generated by new development wi thin a district formed are used to
finance these real estate and infrastructure costs. A tax increment is that poron of the property taxes
generated by the development above what the taxes would have been had the development not
occurred.
U
USER FEES—The payment of a charge for fee for direct receipt of a service by the party benefing
from the service.