A

In late 2016, the Town introduced a new Town brand and logo. The entire community – citizens, corporate

partners, leaders, and visitors who eat, shop, do business, and patronize our town amenities – was invited

to share their perspective. We learned what we already knew: Morrisville is a welcoming and friendly

hometown. A place where each person matters, and where life is good. Where each voice is heard. Where

you can

“Live Connected. Live Well”.

The recommended budget has been prepared with these ideals in mind and in accordance with the North

Carolina Local Government Budget and Fiscal Control Act, and maintains the base budget approach to core

services and programs. Base budget adjustments, new recurring items and one-time funding request

changes are programmed into capacity available from revenues in excess of base budget expenditures.

The Fiscal Year 2018 proposed budget reflects a pause in initiating newmajor projects as the town continues

work on several key initiatives already underway or prioritized in prior years. Budget requests, for this year,

are predominantly focused into two areas: ensuring the appropriate capacity (in human capital, operational

resources and equipment), to serve our burgeoning community, and continuing to prepare for our next

stage of projects and major initiatives. As we continue our heavy emphasis on connectivity within our

community through roads, sidewalks and greenway projects, we are also moving ahead on community-

centric projects such as a Town Center, the Food Hub/Farmer’s Market, and Morrisville Aquatics and

Fitness Center renovations. As these efforts come to fruition in Fiscal Year 2018, they also will facilitate

new connections with our citizens. Internally, we strive to build connections in our work to support the

amenities and customer expectations that serve the Town well, and enhance and maintain the desirability

of the Town of Morrisville as a great place to live. Making these connections again reinforces that in

Morrisville we “

Live Connected. Live Well”.

The base budget includes four primary types of routine, recurring expenditures:



replacement schedule and debt service items,



resources to accomplish desired core service levels,



specific programmatic and operating resources needed for normal operations and

daily work, and



investment in essential staffing needs that help manage workload.

Many of the budget items requested in the Fiscal Year 2018 budget relate to care and upkeep of existing

capital assets (including the equipment needed to perform those duties) and modest expenditure requests

to enhance customer service and workforce productivity. There are also recommendations that promote

continued attention to strategic planning and decision-making - both for daily operations and capital

investment planning.

For ease of review, analysis, and discussion, similar budget requests have been broadly categorized by type

and purpose of expenditure, with detail of the requests included in the category narrative description.

The sustained commitment by Town Council to work through major decisions and choices has solidified

direction and progress. Work underway in Fiscal Year 2017 and continuing in Fiscal Year 2018 will bring

those efforts to fruition, and provide the opportunity to evaluate and prepare for the next set of priorities.

The use of fund balance capacity to support project development has proven to be an effective methodology

for balancing natural revenue growth with reasonable and realistic operational requests, as well as to meet

current needs and facilitate measured and practical accomplishments that align with goals and

expectations. The introduction of CIP and the Roadway and Transportation Capital Reserve Funds in Fiscal

Year 2017 further embody a focus on planning ahead and working with internal operational capacity to