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2020-2021 Annual BudgetFisca lk202O- ADOPTED OPERATING BUDGET -Y ear 21 & WWW.WICHITAFALLSTX.GOV A)ic4ifo Fol(s T E X A S i4 r4a (S T E X A S B/ueSk%r�i. Cro/dery O��ertun�7`ies: City of Wichita Falls 2020-2021 Annual Budget This budget will raise more revenue from property taxes than last year's budget by an amount of $1,456,768.72, which is a 3.89% percent increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $236,297.03. City Council Record Vote The members of the governing body of the City of Wichita Falls, TX, voted on the adoption of the budget on September 1, 2020 as follows: Stephen Santellana, Mayor For Against X DeAndra Chenault, Mayor Pro Tem, District 2 X Bobby Whiteley, Councilor At -Large X Michael Smith, Councilor District 1 X Jeff Browning, Councilor District 3 X Tim Brewer, Councilor District 4 X Steve Jackson, Councilor District 5 Tax Rate Proposed FY 2020-2021 Adopted 2019-2020 Property Tax Rate $0.763323 $0.763323 No -New -Revenue Tax Rate $0.744422 $0.706083 No -New -Revenue M&O Rate $0.703835 $0.664331 Voter Approved Tax Rate $0.776452 $0.773323 Debt Rate $0.040587 $0.041752 Total Tax Supported Debt for 2020-2021 is $5,918,815. ELECTED OFFICIALS & CITY MANAGER Bobby Whiteley At Large t Michael Smith District 1 Stephen Santellana Mayor Deandra Chenault District 2, Mayor Pro Tern Jeff Browning District 3 Darron Leiker City Manager Tim Brewer District 4 Steve Jackson District 5 CITY STAFF Office of the City Manager Darron Leiker I City Manager Paul Menzies Assistant City Manager Blake Jurecek Assistant City Manager Directors Christi Klyn Lou Kreidler Director of Human Resources Director of Health Jessica Williams Manuel Borrego Chief Financial Officer & Director of Finance Police Chief John Burrus Marie Balthrop Director of Aviation, Traffic & Transportation City Clerk Ken Prillaman Russell Schreiber Fire Chief Director of Public Works & Utilities Kinley Hegglund Terry Floyd City Attorney Director of Development Services Lindsay Barker Director of Marketing & Communications CITY OF WICHITA FALLS ADOPTED ANNUAL OPERATING BUDGET Fiscal Year 2020-21 A)i C 1 l a(S T E X A S B/w/ 4'&en-O�portun�ties Prepared By: Jessica Williams, MPA, CPFO Chief Financial Officer & Director of Finance Susan White Assistant Director of Finance Jacob Whiteman Senior Budget Analyst Darren Leiker, City Manager Adopted September 1, 2020 Enhance our quality of life through responsive service delivery, sound financial management, and partnerships spanning the public, private and business sectors. J � Wichita Falls is a vibrant, growing, family -oriented community of unlimited opportunity and civic pride. The municipal employees and elected officials practice these values: 2�cellence - We will provide an outstanding work product. t iI�tegrity - We adhere to high moral principles, and are mindful of the public's trust in our work. 4ccountability - We will accept responsibility for our actions and decisions. 4'7ransparency - We will be visible, accessible, and open, in our communication with the public. e/novation — We will strive to improve service delivery by evaluating and introducing new methods, ideas and programs. Uic4-fa,s B/ SRrr,.gf?aewMw VI dic 4 i ft, ra 1(9 T E X A S TABLE OF CONTENTS TABLE OF CONTENTS SUMMARIES AND DETAIL BUDGET MESSAGE ':' CITY MANAGERS BUDGET MESSAGE....................................................................................... 1 COMMUNITY PROFILE ':' WICHITA FALLS AT A GLANCE............................................................................................... 12 POLICY STATMENTS BUDGET COMPLIANCE......................................................................................................... 19 FINANCIAL/ACCOUNTING POLICIES........................................................................................ 24 ❖ FUND DEFINITIONS............................................................................................................. 35 FUND STRUCTURE CHART.................................................................................................... 36 BUDGET SUMMARY BUDGET SUMMARY CONSOLIDATED STATEMENT..................................................................... 39 ':• AD VALOREM TAX REVENUES............................................................................................... 41 ':• REVENUES: ALL FUNDS........................................................................................................ 42 EXPENDITURES: ALL FUNDS.................................................................................................. 44 CASHFLOW FORECASTS...................................................................................................... 47 '.' GRAPH: CERTIFIED PROPERTY VALUES.................................................................................... 48 '.' GRAPH: PROPERTY TAX RATE................................................................................................ 49 '.' CHART: SCHEDULE OF PROPERTY VALUATIONS......................................................................... 51 '.' CHART: AREA PROPERTY TAXES BY TAXING ENTITY.................................................................... 52 O. WICHITA FALLS ORGANIZATION STRUCTURE.......................................................................... 54 ❖ WICHITA COUNTY APPRAISAL DISTRICTS................................................................................55 '.' DEPARTMENTS BY FUNCTION AND FUNDING SOURCE............................................................... 56 '.' CITY OF WICHITA FALLS STRATEGIC PLAN................................................................................ 59 '.' REVENUES: THREE YEAR COMPARISON................................................................................... 65 ❖ EXPENDITURES: THREE YEAR COMPARISON............................................................................. 68 PERSONNEL SCHEDULE: GENERAL FUND.................................................................................72 PERSONNEL SCHEDULE: ALL OTHER FUNDS............................................................................. 79 GENERALFUND GENERAL FUND OVERVIEW .................................................................................................. 88 GENERAL FUND REVENUE SUMMARY..................................................................................... 89 GENERAL FUND EXPENDITURE SUMMARY............................................................................... 94 GENERAL FUND DETAIL BY DEPARTMENTS/DIVISIONS MAYOR AND CITY COUNCIL.................................................................................................. 99 OFFICE OF THE CITY MANAGER........................................................................................... 103 '.' CITY CLERK...................................................................................................................... 106 '.' LEGAL............................................................................................................................110 '.' HUMAN RESOURCES......................................................................................................... 115 '.' BUILDING MAINTENANCE.................................................................................................. 119 '.' MLK CENTER OPERATIONS................................................................................................. 124 '.' PLANNING...................................................................................................................... 127 '.' ACCOUNTING AND FINANCE............................................................................................... 132 viii TABLE OF CONTENTS SUMMARIES AND DETAIL ❖ PURCHASING...................................................................................................................132 ❖ MUNICIPAL COURT OPERATIONS.........................................................................................139 ❖ PUBLIC INFORMATION...................................................................................................... 143 ❖ ENGINEERING..................................................................................................................147 BUILDING INSPECTIONS..................................................................................................... 152 CODE ENFORCEMENT....................................................................................................... 157 TRAFFIC ENGINEERING...................................................................................................... 162 ':• STREET MAINTENANCE...................................................................................................... 167 ':• HEALTH ADMINISTRATION................................................................................................. 172 ':• CITY NURSING................................................................................................................. 177 ':• ENVIRONMENTAL HEALTH................................................................................................. 181 ANIMAL SERVICES 185 ............................................................................................................ LAB/WATER POLLUTION 191 .................................................................................................... ❖ POLICE...........................................................................................................................195 .•. FIRE...............................................................................................................................200 ':• CITY RECREATION............................................................................................................. 205 PARK MAINTENANCE........................................................................................................ 210 ❖ PROPERTY MANAGEMENT & LAKE LOTS............................................................................... 218 ❖ LIBRARY.........................................................................................................................224 ❖ NON DEPARTMENTAL....................................................................................................... 230 WATER AND SEWER FUND WATER AND SEWER FUND OVERVIEW.................................................................................. 232 WATER AND SEWER FUND REVENUE OVERVIEW..................................................................... 235 WATER AND SEWER FUND EXPENDITURE OVERVIEW............................................................... 236 WATER AND SEWER FUND DETAIL BY DEPARTMENT AND DIVISION UTILITY COLLECTION.........................................................................................................239 ':• UTILITIES ADMINISTRATION............................................................................................... 244 ❖ WATER DISTRIBUTION....................................................................................................... 253 ❖ WATER SOURCE OF SUPPLY................................................................................................ 258 ❖ WATER PURIFICATION....................................................................................................... 262 WASTEWATER COLLECTION & SEWER REHABILITATION 268 ........................................................... ':• WASTEWATER TREATMENT................................................................................................ 275 SANITATION FUND SANITATION FUND OVERVIEW............................................................................................ 281 SANITATION FUND REVENUE OVERVIEW............................................................................... 283 ❖ SANITATION FUND EXPENDITURE OVERVIEW......................................................................... 286 SPECIAL REVENUE FUNDS SPECIAL REVENUE OVERVIEW............................................................................................. 298 CDBG.............................................................................................................................300 SECTION 8 HOUSING VOUCHER........................................................................................... 304 HOME ADMINISTRATION................................................................................................... 307 TRANSPORTATION PLANNING GRANT................................................................................... 308 STATE ROUTINE AIRPORT MAINTENANCE.............................................................................. 309 ix TABLE OF CONTENTS SUMMARIES AND DETAIL ❖ COMMUNITY RURAL HEALTH.............................................................................................. 311 ❖ COMMUNITY CLINICAL LINKAGE GRANT................................................................................ 314 ❖ PUBLIC HEALTH EMERGENCY RESPONSE GRANT..................................................................... 318 ❖ TEXAS HEALTH COMMUNITIES............................................................................................ 319 ❖ HIV GRANT..................................................................................................................... 323 INFECTIOUS DISEASE GRANT............................................................................................... 324 TUBERCULOSIS GRANT...................................................................................................... 326 ':• IMMUNIZATION GRANT..................................................................................................... 329 CANCER CONTROL & PREVENTION GRANT............................................................................ 333 ':• WIC GRANT..................................................................................................................... 337 ':• EMERGENCY MANAGEMENT GRANT.................................................................................... 341 DEBT SERVICE FUND ❖ GENERAL DEBT SERVICE FUND OVERVIEW............................................................................. 345 GRAPH: DEBT OUTSTANDING ............................................................................................. 347 ':• WATER & SEWER DEBT SERVICE.......................................................................................... 352 HOTEL/MOTEL TAX FUND ❖ HOTEL/MOTELTAX FUND OVERVIEW................................................................................... 357 ❖ HOTEL/MOTEL TAX FUND REVENUE SUMMARY...................................................................... 358 ❖ HOTEL/MOTELTAX FUND EXPENDITURE SUMMARY................................................................ 359 ❖ CONVENTION AND VISITORS BUREAU OVERVIEW.................................................................. 361 ❖ MULTI -PURPOSE EVENTS CENTER OVERVIEW......................................................................... 364 REGIONAL AIRPORT FUND REGIONAL AIRPORT FUND OVERVIEW.................................................................................. 370 REGIONAL AIRPORT FUND REVENUE SUMMARY..................................................................... 371 REGIONAL AIRPORT FUND EXPENDITURE SUMMARY............................................................... 372 KICKAPOO AIRPORT FUND ❖ KICKAPOO AIRPORT FUND OVERVIEW.................................................................................. 379 ❖ KICKAPOO AIRPORT FUND REVENUE SUMMARY..................................................................... 380 ❖ KICKAPOO AIRPORT FUND EXPENDITURE SUMMARY............................................................... 381 FLEET MAINTENANCE FUND FLEET MAINTENANCE FUND OVERVIEW................................................................................ 388 FLEET MAINTENANCE FUND REVENUE SUMMARY................................................................... 389 FLEET MAINTENANCE FUND EXPENDITURE SUMMARY............................................................. 390 INFORMATION TECHNOLOGY FUND INFORMATION TECHNOLOGY FUND OVERVIEW...................................................................... 398 INFORMATION TECHNOLOGY FUND REVENUE SUMMARY........................................................ 399 INFORMATION TECHNOLOGY FUND EXPENDITURE SUMMARY ................................................... 399 TRANSIT FUND TRANSIT FUND OVERVIEW ................. TRANSIT FUND REVENUE SUMMARY.... 406 407 x TABLE OF CONTENTS SUMMARIES AND DETAIL ':' TRANSIT FUND EXPENDITURE SUMMARY.............................................................................. 408 STORM WATER DRAINAGE FUND STORM WATER DRAINAGE FUND OVERVIEW......................................................................... 421 STORM WATER DRAINAGE FUND REVENUE SUMMARY............................................................ 422 STORM WATER DRAINAGE FUND EXPENDITURE SUMMARY ...................................................... 423 GOLF COURSE FUND GOLF COURSE FUND OVERVIEW.......................................................................................... 430 GOLF COURSE FUND REVENUE SUMMARY............................................................................. 431 GOLF COURSE FUND EXPENDITURE SUMMARY....................................................................... 432 WATER PARK FUND ❖ WATER PARK FUND OVERVIEW........................................................................................... 435 •�• WATER PARK FUND REVENUE SUMMARY.............................................................................. 436 ❖ WATER PARK FUND EXPENDITURE SUMMARY........................................................................ 437 CAPITAL IMPROVEMENT CAPITAL IMPROVEMENT SUMMARY.....................................................................................442 BUILDING AND FACILITY CAPITAL SUMMARY.......................................................................... 443 INFORMATION AND TECHNOLOGY CAPITAL SUMMARY............................................................ 444 PARKS AND RECREATION CAPITAL SUMMARY........................................................................ 445 TRAFFIC CAPITAL SUMMARY............................................................................................... 446 FLEET CAPITAL SUMMARY.................................................................................................. 447 AIRPORTS CAPITAL SUMMARY............................................................................................448 TRANSIT CAPITAL SUMMARY.............................................................................................. 449 STREETS CAPITAL SUMMARY.............................................................................................. 450 WATER DISTRIBUTION CAPITAL SUMMARY............................................................................ 451 WATER PURIFICATION CAPITAL SUMMARY............................................................................ 452 ❖ WASTEWATER CAPITAL SUMMARY...................................................................................... 453 ❖ SANITATION SUMMARY..................................................................................................... 454 ❖ STORM WATER CAPITAL SUMMARY..................................................................................... 455 ❖ MPEC CAPITAL SUMMARY.................................................................................................. 456 APPENDIX GLOSSARY OF BUDGET TERMS............................................................................................ 458 ':• GLOSSARY OF BUDGET ACRONYMS...................................................................................... 465 ':• APPENDIX.......................................................................................................................467 A dic 4 i f4l Fa 1(9 T E X A S Budget Message Mc4et F04 T E X A S CITY OF WICHITA FALLS INTER -OFFICE MEMORANDUM TO: Honorable Mayor and Members of the City Council FROM: Darron J. Leiker, City Manager DATE: October 1, 2020 SUBJECT: 2020-21 Adopted Budget Message It is my pleasure to present to you the Adopted Annual Operating Budget for the City of Wichita Falls, fiscal year 2020-21. Each year, City Staff prepare a proposed budget, which is submitted to the City Council for its review and adoption. The City's budget process provides the City Council an opportunity to consider and adopt a budget which serves as the financial guide for the ensuing fiscal year. This annual operating budget, as presented to the City Council, covers the fiscal period beginning October 1, 2020 and ending September 30, 2021. BUDGET PREPARATION PROCESS The process for developing the adopted budget began on March 2, 2020. At that time, all City departments and divisions sent representatives to a Budget Kick-off meeting to discuss the budget process. At this meeting, staff shared information about the economic status of the area, the challenges and opportunities in the next year's budget, and the direction for the budget process. This year, at the March meeting, I asked staff to "hold the line" on requests from FY 2019-20, because revenues were already anticipated to come in at the same level as the prior year. Overall, the economy of the area was in good shape, although small signs of slowing were present. The City was meeting fund balance policies in all three of the largest funds, unemployment in the area was low, and the City had recently passed an ordinance to begin issuing voter approved debt for the increased Hotel/Motel Tax. During the budget process, the COVID-19 Pandemic hit the area. The City took immediate steps to control the spread of the disease by issuing a Shelter -in -Place order, discontinuing the shut-off of water accounts due to non- payment, and waiving late fees for utility bills. With the change to the economic forecast for the City, each Department Director was asked to review their budget requests for the coming fiscal year and to create two scenarios which would provide for cost savings at differing levels. Each Department Director presented these options to me. Department Directors were encouraged to prepare a funding request with items needed to fund normal operations that "held the line" of the prior year budget and addressed the strategic goals of the City. I then asked each Department Director to create an alternative plan, reducing spending in their Departments by 10% in the coming year. A combination of these requests were used to create this budget. For reference, Budget Kick-off BUDGET MESSAGE occurred just two weeks before local, state and nationwide shutdowns. Budget hearings with both the Finance Department and City Manager were then adjusted to be conducted virtually to abide by newly implemented social distancing policies. While this was an uncharted experience for all parties involved, it did not lack in efficacy, as across the board Departments developed proposals that would cut spending but still deliver essential city services efficiently and effectively. Several mandates were implemented at this time to reduce spending in the current year; thus lessening the burden that would occur in the coming year, and the decision was made to address the current year's losses with available fund balance. I enacted a citywide hiring freeze, saving $500,000 in the current fiscal year; decreased purchasing, travel and training approvals, saving $950,000 in the current fiscal year; reduced the scope of capital projects in the General Fund; and delayed maintenance projects that were not emergent. The City's Chief Financial Officer and I came to you with an update on the impact of the COVID-19 Pandemic in May. During this presentation, we outlined for you the steps taken in the current year and discussed the anticipated use of fund balance to continue operations in the current year. This presentation incorporated a detailed overview of the impact of the COVID-19 Pandemic on sales tax, and included sales tax scenarios, developed by sales tax experts and the City's Finance Department, which guided forecasting in the current and next fiscal year. In a June presentation, staff updated the Council on the Proposed Budget. This presentation included a discussion of the three major funds: the General Fund, the Water/Sewer Fund, and the Sanitation Fund. The presentation reviewed available fund balance, projected fund balance, revenues, and expenditures in these funds. The major highlights from this presentation, presented for your comment and review, were implementation of an FBO Operation at the Regional Airport and an increase of 6% in Sanitation Rates to address ongoing capital equipment replacement needs, which cannot be met with current revenues. Overall, the news from this presentation was positive considering we were still in the midst of a global pandemic. However, as we stated during the presentation, the COVID-19 Pandemic has created an uncertain economy, which at times, appears to be changing daily. Staff continue to monitor and adjust for changes due to the COVID-19 Pandemic, which may result in changes to this Adopted Budget in the next fiscal year. If changes become necessary, staff will return to you with recommendations. In addition to this annual operating budget, staff prepared a Capital Improvement Plan (CIP) that focuses on capital budgeting needs over a multi -year basis. To develop the CIP, Department Directors were asked to include requests for capital improvement projects that may be required over the next five years. In the CIP, capital improvements are defined as tangible equipment items, one-time projects or large maintenance projects. The benchmark established for a request to be included in the CIP is that the total cost of the request is $25,000 or more. Many of the projects listed in the later years of the CIP may require long-term debt financing which will require future financial decisions of the City Council before they can be accomplished. Only the fiscal year 2020-21 CIP is adopted; the remaining years of the 2021-2024 CIP are for financial planning purposes. This plan is represented in this budget where applicable; however, a separate document, which will stand alone from this document, was submitted to you and Adopted as the City's CIP for 2020-2024. In late September, staff returned to Council and presented a year-end update. This update highlighted the steps the City has taken to achieve cost savings and included information regarding fund balance projections in the General Fund. 4 BUDGET MESSAGE A diagram of the budget process is shown below. Budget Kick -Off: March City Manager Budget Hearings: April - May Proposed Budget Workshop with City Council: June Proposed Budget Completed: July City Council Budget Hearings: July Public Notice: August Public Hearings: August Budget Adoption: September r BUDGET HIGHLIGHTS The FY 2020-21 Adopted Budget reflects several changes from the prior year. I have outlined the largest changes for you below. ALL FUNDS The total City Operating Budget for the 2020-21 fiscal year is $184,439,544, which is a decrease of $9,650,769, or 4.97%, from the 2019-20 Adopted Operating Budget of $194,090,313. This decrease reflects reductions in overall City spending, and is reflective of completed capital projects that were included in the prior year. The COVID-19 Pandemic reduces available resources going into the next fiscal year and adds an element of unpredictability to the forecasting process; fund balances which decreased in the current fiscal year, are conservatively forecasted to remain steady into the next year and a plan has been developed to reinstate used balances as soon as possible. The following three funds make up almost 80% of the City's total budget with the General Fund representing 44%, the Water & Sewer Fund representing 24%, and the Sanitation Fund representing 8%. GENERAL FUND The City's General Fund in this Adopted Budget totals $81,740,925. This is a decrease of $1,321,348, or 1.59% from the prior year's Adopted Budget of $83,062,274. The General Fund's estimated fund balance at the beginning of the 2020-21 fiscal year is $16.1 million in unrestricted funds, this reflects 19.8% of total expenditures. The City's policy goal is to maintain 20% of general fund expenditures in reserve for emergencies, large legal settlements, and unforeseen economic downturns. For reference, 20% of fund balance is equal to approximately $16.3 million in this adopted budget. The City may need to utilize fund balance in FY 2019-20 due to decreases in available revenues caused by the COVID-19 Pandemic. The total needed to address any shortfall at year-end is estimated at this time, to be $2 million. BUDGET MESSAGE The largest revenues in the General Fund are Property Tax (Ad Valorem Tax) and Sales Tax. The COVID-19 Pandemic has directly affected sales tax due to its impact on the economy, and if sustained, may affect Property Tax revenues. Job losses and uncertainty slow spending, and total shut downs of the economy, as occurred during the Shelter -in -Place, may create long lasting impacts on the economy of the area. In total, Property Tax makes up 47.50% of General Fund revenues, while Sales Tax represents 28.28% of total revenues. Other revenue changes include: • Property tax is anticipated to increase by 3.90%, or $1,456,768. • Sales tax is anticipated to decrease 6.27%, or $1,545,366. • Municipal Court revenues are anticipated to decrease 13.13%, or $351,292. • Interest earnings have decreased from an average monthly rate of 2.541% in May of 2019, to .8116% in May of 2020. Due to this, the budget for interest earnings has been decreased 48.91%, or $293,475. FY 2018-19 FY 2020-21 Actual •• . - ME Adopted % Change General Fund Revenues: Property Tax 34,080,903 37,372,827 38,829,595 3.90% Sales Tax 24,894,930 24,643,675 23,097,309 -6.27% Franchise Fees 5,991,112 5,990,185 5,934,147 -0.94% Payments In Lieu of Tax 1,283,671 1,499,733 1,417,238 -5.50% Municipal Court Fines 2,680,560 2,675,000 2,323,708 -13.13% Transfer In 3,656,770 4,076,903 3,769,421 -7.54% Interest Earnings 841,397 600,000 306,525 -48.91% Other Misc. Revenue 6,378,601 6,203,951 6,062,982 -2.27% TOTAL GENERAL FUND 79,807,944 83,062,274 81,740,925 -1.59% Reducing General Fund expenditures was of the utmost priority throughout the budget process due to the impact of the COVID-19 Pandemic. Department Directors worked directly with me to reduce spending in areas that would least impact service levels. Decreases in personnel services came from the temporary restriction of the STEP program, suspension of the merit pay program, and no provision for a cost of living increase. The STEP program allows employees to earn a "step up" in their pay scale for each year their job performance meets set criteria. The merit program allows employees, not on a set pay scale, an opportunity to earn an increase when their performance warrants. When revenues are available, employees may be given a cost -of -living increase to keep salaries on par with the market. I also recommend continuing the hiring freeze I implemented as the COVID-19 Pandemic began, holding open and not funding positions that while needed eventually, could be forgone in the current and next fiscal year. Not implementing the STEP and merit programs in the current year, provided a savings of approximately $875,000. This decrease was partially offset by required increases in contribution to the TMRS retirement plan, the employer portion of employee health care and a decision to increase contribution to the Fire Fighter's Pension plan in 4 BUDGET MESSAGE accordance with the increase in TMRS contribution rate, which was approximately .25%. In total, personnel costs have decreased 0.92%, or $566,806, from the prior year's total of $61,937,806. Some planned maintenance projects for the year are postponed. This includes maintenance needs at Memorial Auditorium, the Police Department, and Municipal Court. Utility Cut Services were moved from the General Fund to the Water fund, as these activities are completed for the benefit of work on water lines. Maintenance costs in the Adopted Budget decreased 24.08%, or $533,618, from the prior year's total of $2,215,919. Non Capital Improvements decreased from $117,300, in the prior year, to $67,300, a reduction of 42.63%, or $50,000. In the coming year, planned playground equipment replacements are suspended. Capital Improvements are 2.61%, or $72,892, less in this Adopted Budget than in the prior year's Adopted Budget. This includes the City's street overlay program, which is fully funded in this Adopted Budget. FY 2018-19 FY 2020-21 Change Actual • • • Adopted General Fund Expenditures: Personnel Services 57,367,576 61,937,806 61,371,000 -0.92% Supplies 1,735,053 1,993,833 1,884,322 -5.49% Maintenance & Repair 1,852,188 2,215,919 1,682,301 -24.08% Utilities/Other Serv. 7,340,208 7,481,099 7,216,393 -3.54% Insurance & Contract Supp. 1,583,604 1,406,083 1,427,152 1.50% Debt Expenditures 189,159 204,432 211,775 3.59% Other Expenditures 3,967,635 3,922,805 4,148,107 5.74% Non Cap Improvements 20,082 117,300 67,300 -42.63% Capital Improvements 4,540,770 2,792,410 2,719,518 -2.61% Other Financing Uses 844,151 990,585 1,013,056 2.27% Total Expenditures 79,440,426 83,062,274 81,740,925 -1.59% Additional detail and discussion of the General Fund may be found in the "Budget Summary" section of this report and in the "General Fund Overview'. WATER & SEWER FUND The Water & Sewer Fund has improved dramatically overthe past few years. During the drought, water production dropped to historic lows of 4.4 billion gallons in 2014-15. Water rate increases that were approved in September 2014, have provided for the City's Direct Potable Reuse program, which was instrumental in the drought. These increases have also allowed the City to replenish its Water & Sewer Fund reserves. It should be noted, that during the drought, the increases to Water Rates were necessary to secure debt to implement the City's Direct Potable Reuse Program, which kept the City from running out of water and gained national attention. The City has not increased retail water rates since 2014. 5 BUDGET MESSAGE The City's policy goal is to maintain 17% of expenditures in unreserved fund balance, less debt service. For reference, 17% of fund balance is equal to approximately $5.5 million. The City expects to have an estimated $6.8 million in fund balance at the end of the 2020-21 fiscal year. The Lake Kickapoo Dam Project coming in under budget (est. $1 million) and a steady increase in water sales (3%) and decreased expenditures are the main driving force behind the increase in fund balance. Revenues and Expenditures in the Water & Sewer fund vary slightly in the current year. The main variance comes from Capital Improvements. This is because, in the prior year, the City completed needed work on the Lake Kickapoo Dam that will not be a recurring cost. Water & Sewer Fund revenues come from the sale of water and sewer services. Revenues in this fund have decreased 7.27%, or $3,538,376. This is due to a decrease of $4 million in transfers -in for the Kickapoo Dam Repair project and an anticipated increase of 3.27% in water sales. Water & Sewer Fund Water Sales 32,245,471 Sewer Sales 10,483,456 All Other Revenue 2,180,335 32,324,698 33,381,081 3.27% 10,342,500 10,342,500 0.00% 6,031,950 1,437,191 -76.17% Total Revenues 44,909,262 48,699,148 45,160,772 -7.27% In total, expenditures in the Water & Sewer Fund have decreased 7.27%, or $3,538,376, from the prior year's Adopted Budget. These decreases are primarily due to application of the same personnel policies in the fund as in the General Fund, and the completion of the Kickapoo Dam Project. Expenditures: Personnel Services Supplies Maintenance & Repair Utilities/Other Serv. Insurance & Contract Supp Debt Expenditures Other Expenditures Non Cap Improvements Capital Improvements Other Financing Uses Total Expenditures FY 2018-19 FY 2020-21 % Actual Adopted Adopted Change 10,548,416 10,892,798 10,886,419 -0.06% 2,557,785 2,994,388 2,966,889 -0.92% 1,519,023 1,900,305 2,267,667 19.33% 3,959,855 4,597,681 4,348,051 -5.43% 780,712 981,274 971,274 -1.02% 12,589,013 12,756,394 12,766,114 0.08% 2,589,415 2,872,182 3,002,824 4.55% 0 4,300 36,600 751.16% 6,616 9,855,640 6,143,122 -37.67% 1,978,030 1,844,186 1,771,811 -3.92% 36,528,865 48,699,148 45,160,772 -7.27% C1 BUDGET MESSAGE SANITATION FUND The Sanitation Fund accounts for all of the City's business activity related to the collection of solid waste and composting materials, transfer of that waste to the centrally located Transfer Station, transportation of that waste to the landfill for disposal, and daily operation of the landfill. The City's policy goal is to maintain 15% of operating expenditures in fund balance, which is equal to approximately $2 million. The estimated fund balance for the Sanitation Fund is $2.2 million. This budget recommends a rate increase of 6% in Sanitation to allow for recurring replacement of capital equipment. Historically, the Sanitation Division's average expenditure for annual capital equipment replacement has been approximately $1.6 million per year for the Collection, Transfer Station, and Landfill operations. However, over the past several years, the cost of equipment continues to rise along with personnel and health care costs. This has caused the Fund to commit more of its available resources to rising costs of personnel and health care and less to replacement of capital equipment. Going into this Adopted Budget, staff took an encompassing look at the state of operations, revenues and related charges. The Division reports that the cost of a Commercial Front End Loader (FEL) and Automated Sideload (ASL) Curbside collection vehicles have increased by more than 25% in five years, while the Alley side loader has increased 45%. The cost of service for alleys and curbside increased 16% and 36%, respectively, from 2017 to 2019. The cost of service in 2019 was 28% and 32% greater than the rate per household for alley and curbside service, respectively. About 80% of the cost of service is in the collection process of the trash. The Transfer Station and Landfill are only 20% of the cost of service. The primary collection cost of curbside service is equipment replacement, equipment maintenance, and personnel. The City found that, if the current capital equipment allotment of $1.2 million continued, the fund will have a deficit in equipment replacement of $9.8 million within ten years. Not replacing equipment when it is worn out has resulted in a decrease in service within the Fund, as longer times in the shop decrease productivity and route access. With current revenues, the Fund is unable to provide for its capital needs without an increase in rates. With this in mind, Staff began the process of reviewing the City's current rates, and the rates of benchmark Cities. The below graph shows the City's current rates and the trends in rate increases since 2010. $25.00 $lu.uu $i,no NO n s 10.00 YEAR �LEY -GURH. UE r/ BUDGET MESSAGE $24.00 $22.00 $2000 CWF WEIGHTED AVERAGE 4 $18.00 0 � $16. 00 $14.00 $12.00 $10.00 CWF ALLEY RATE The above graph depicts the adopted rate increase of 6% and as it compares to the City's seven comparison cities. The comparison cities' averages, factoring in both twice and once a week rates, are still well above the proposed rate for the City of Wichita Falls. It should be noted that the City offers a twice per week collection service. Sanitation equipment is costly to purchase and maintain and the overall cost is steadily increasing year over year. This increase allows the City to provide the same level of service, at a rate lower than the average of our comparison cities. Total budgeted Revenues are expected to be $14,786,205 for FY 2020-21, which is a decrease of 2.33%, or $352,099 from the prior year's Adopted Budget. FY 2018-19 FY 2020-21 % Actual Adopted Adopted Change Sanitation Fees -Curbside -Residential 177,097 0 0 0.00% Sanitation Fees-Alley/Residential 6,452,544 6,561,588 6,955,283 6.00% Sanitation Fees Commercial 5,555,746 5,398,413 5,722,318 6.00% Landfill Fees 1,947,331 1,500,000 1,500,000 0.00% All Other Revenue 810,943 1,678,303 608,604 -63.74% Total Revenue 14,943,661 15,138,304 14,786,205 -2.33% Here, you can see the adopted increase in rates and a significant decrease in All Other Revenue. This is due to decreased investment returns and no transfer in from fund balance for capital equipment in the current year. s BUDGET MESSAGE Total budgeted expenditures have been reduced along the same lines as the other funds I have discussed. It should be noted, that the reason a large decrease is not seen in Capital in this budget is that both the 6% increase and the offsetting capital equipment replacement are included in this budget. Expenditures: Personnel Services Supplies Maintenance & Repair Utilities/Other Serv. Insurance & Contract Supp Other Expenditures Non Cap Improvements Capital Improvements Other Financing Uses Total Expenditures FY 2018-19 FY 2020-21 % Actual a .. , - . Adopted Chanee 4,586,173 4,696,318 4,597,342 -2.11% 288,617 310,803 314,475 1.18% 129,911 203,860 180,540 -11.44% 5,429,245 5,052,421 4,747,779 -6.03% 16,123 110,900 103,900 -6.31% 761,311 437,363 437,390 0.01% 3,000 6,000 6,000 0.00% 0 2,699,922 2,713,169 0.49% 3,791,372 1,620,717 1,685,610 4.00% 15,005,751 15,138,304 14,786,205 -2.33% ECONOMIC OUTLOOK At this time, the City is in a strong financial condition, and is prepared to weather the current economic crisis caused by the COVID-19 Pandemic. In the current year, the City will use fund balance to defray lost revenues and will rely on COVID-19 federal funding, where applicable, to continue fighting the spread of the disease. In the recent weeks, the total number of cases in the region have increased to more than 500. This increase may affect the local economy, and the city's ability to regain lost revenues and total expenditures in the current year. Going into next year, the City has budgeted conservatively and plans are in place to replace losses in fund balance, if needed. However, it is still too early to know the total and true impact this crisis will have on the region and the City. A discussion of the City's Sales Tax forecasting is included in the "Budget Overview' portion of this report and I encourage readers to review this for information about how the City is forecasting during this trying time. Another concern not yet mentioned, is the impact of the COVID-19 Pandemic on Hotel and Motel revenues. The decrease in revenues in this category are compounded by the fact that the City owns and maintains an events center that has been unable to operate fully since March of 2020. This operation is funded first by hotel/motel revenues, and then by the General Fund. This funding arrangement means that the lower the hotel revenues are, the more the General Fund must kick in to manage losses. The Hotel/Motel tax revenue, in this Adopted Budget, is budgeted at $1.5 million. This is a decrease of $500,000 (25%) from FY 2019-20 Adopted Budget. This revenue is accounted for in the Hotel/Motel Fund, which contains the Multi -Purpose Events Center (MPEC) and Convention and Visitor's Bureau divisions. The City receives interest earnings from idle funds that are invested with local government investment pools and fixed income securities. In recent markets, these interest rates have dropped dramatically amid the COVID-19 pandemic. For example, in the General Fund alone there has been a decline of 48.91% in interest earnings. 01 BUDGET MESSAGE CONCLUSION This 2020-21 Adopted Budget provides a clear and viable work plan for the upcoming year. Funds are provided for projects and programs that maintain critical services and enhance the overall quality of life for our residents and visitors. The City will remain vigilant in meeting the needs of the community as the COVID-19 Pandemic and associated economic crisis continue. This budget funds all critical programs and allows the City to continue to meet citizen and visitor needs. Lastly, I would like to thank the staff whose efforts went into the creation of this budget. Respectfully submitted, Darron J. Leiker, City Manager `K Uic i4��s T E X A S Community Profile WICHITA FALLS, TEXAS COMMUNITY PROFILE GENERAL INFORMATION The City of Wichita Falls is comfortably nestled in the North East corner of the Panhandle/Plains area of North Texas. Wichita Falls is an economically progressive city, home to commerce and industry with worldwide interests. Located in Wichita County, Wichita Falls has an approximate population of 104,568 making it the 39th most populous city in the state of Texas. The central business district is 5 miles from Sheppard Air Force Base, which is home to the Air Force's largest technical training wing and Euro-NATO Joint Jet Pilot Training program. The City has several institutions of higher learning, a strong international presence through Sheppard Air Force Base, an eager workforce, with a community spirit geared toward family, friends and a desire to see that this thriving city continues to grow and prosper. GEOGRAPHY AND CLIMATE Wichita Falls is about 15 miles (24 km) south of the border with Oklahoma, 130 mi (185 km) northwest of Fort Worth, Texas, and 125 mi (230 km) southwest of Oklahoma City, Oklahoma. The city has a total area of 70.1 square miles. Wichita Falls experiences a humid subtropical climate, featuring long, hot, and humid summers, and cool winters. The city has some of the highest summer daily maximum temperatures in the entire U.S. Temperatures have hit 100 'F (38 °C) as early as March 27, and as late as October 17. Annually, temperatures of 100 °F occur approximately 28 days a year, with 102 days of temperatures at 907 or higher. HISTORY The Choctaw Native Americans settled the area in the early 19th century from their native Mississippi area, after negotiation of the Treaty of Dancing Rabbit Creek. American settlers arrived in the 1860s to form cattle ranches. The city was officially titled Wichita Falls on September 27, 1872. On that day, a sale of town lots was held at what is now the corner of Seventh and Ohio Streets — the birthplace of the city. The arrival of the Ft Worth & Denver railroad transformed Wichita Falls from a loose collection of shanties to a thriving market center. The railroad enabled ranchers to ship their cattle to Ft. Worth and farmers to market their products to national outlets. By 1910, Frank Kell and Joseph Kemp, city business leaders, organized and built three railroad lines that linked Wichita Falls to markets throughout the country. The formative years of the city were economically driven by farming and ranching. GOVERNMENT STRUCTURE The City of Wichita Falls operates under a Council -Manager form of Government. This system combines the strong political leadership of elected officials, in the form of a City Council, with the strong managerial experience of an appointed City Manager. The Council -Manager form of government establishes a representative system where all power is concentrated in the elected Council and the Council hires a professionally trained manager to oversee the delivery of public services. The City of Wichita Falls has a Mayor and six -member Council elected in non -partisan elections. Their terms of service are for two years. 12 WICHITA FALLS, TEXAS COMMUNITY PROFILE POPULATION BY AGE Total Population Under 5 years 6,533 6.9% 5 to 9 years 7,278 5.1% 10 to 14 years 6,031 7.1% 15 to 19 years 8,797 9.2% 20 to 24 years 10,992 8.9% 25 to 29 years 8,690 8.7% 30 to 34 years 7,459 7.5% 35 to 39 years 6,161 6.0% 40 to 44 years 5,737 6.3% 45 to 49 years 5,541 5.5% 50 to 54 years 6,105 4.3% 55 to 59 years 6,336 6.6% 60 to 64 years 5,319 4.5% 65 to 69 years 3,993 4.2% 70 to 74 years 3,142 3.1% 75 to 79 years 2,281 2.5% 80 to 84 years 2,091 1.7% 85 years and over 2,082 1.8% Median Age 32.8 years *Data courtesy of United States Census Bureau. (5/29/2020) POPULATION BY SEX Total Population Male 54,310 51.90% Female 50,258 48.10% *Data courtesy of United States Census Bureau. (5/29/2020) POPULATION BY RACE Total Population White 63,181 60.42% African -American 13,870 13.26% American Indian and Alaska 1,136 1.09% Native Hispanic 22,556 21.57% Other 3,825 3.66% *Data courtesy of United States Census Bureau. (5/29/2020) 104,568 104,568 104,568 13 WICHITA FALLS, TEXAS COMMUNITY PROFILE INCOME BY HOUSEHOLD Total Households Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more Mean Household Income *Data courtesy of United States Census Bureau. (5/29/2020) 3,819 2,566 4,555 3,990 5,659 6,772 3,887 3,844 1,194 1,025 8.8 6.9 12.2% 8.9 15.5 14.9 14.6 13.0% 2.9 2.2 $64,817 37,311 14 WICHITA FALLS, TEXAS COMMUNITY PROFILE EDUCATION Wichita Falls is home to Midwestern State University (MSU), a public university that currently enrolls over 6,000 students. Midwestern is one of four independent public universities in Texas unaffiliated with a state public university system. It is the state's only public institution focused on the liberal arts. MSU has 16 undergraduate programs offering 43 majors and 30 minors, and 9 graduate programs offering 28 majors and 15 minors. Vernon College also has a campus located in Wichita Falls. Vernon College currently serves 12 counties in the Texoma area and has 3,167 students enrolled. The college offers a wide range of vocational development programs, such as nursing, automotive, computer science, welding, farm and ranch management and much more. PUBLIC EDUCATION Staff 1,965 Students 14,500 Elementary Schools 17 Middle Schools 4 High Schools 3 Specialty 3 HEALTH CARE United Regional Hospital along with a vast variety of specialty clinics serve the residents of Wichita Falls and the surrounding areas. In 2017, United Regional opened the Bridwell Center for Emergency Care that houses 2 trauma rooms, 43 universal treatment rooms, 8 patient evaluation rooms, 6 rapid treatment rooms, and 2 consultation rooms. 15 WICHITA FALLS, TEXAS COMMUNITY PROFILE By most accounts, Wichita Falls can be summed up with two words, pleasant and comfortable. This is a family oriented city conveniently located within two hours of two metropolitan areas with populations exceeding one million citizens; Dallas -Fort Worth and Oklahoma City. Wichita Falls is the county seat of Wichita County and considered the population center of North Texas. Wichita Falls proudly calls itself the home of the finest military installation in the country, Sheppard Air Force Base. Through Sheppard's Euro-NATO Joint Jet Pilot Training program, Wichita Falls has a significant international flavor. The program is utilized by seventeen different NATO countries for the finest fighter pilot training in the world. Once here you will find considerable cultural activities from the symphony to 'good old' Texas rodeos. Wichita Falls prides itself on having something for everyone. The City has a wonderful twenty -mile -long trail system that winds through neighborhoods and along attractive streams for use by walkers, joggers, bicyclers and roller -skaters and an additional parks system featuring 39 parks within the city limits. The parks are great for family outings with spacious picnic shelters, playgrounds, nature trails, duck ponds and more. You can also enjoy the Wichita Falls ballet troupe, the Museum of North Texas History, symphony, community theaters featuring everything from Shakespeare to rock concerts, professional hockey, skate park, newly renovated municipal golf course, college football and basketball, festivals and fairs, Castaway Cove Waterpark, family entertainment centers, nearby lakes and the Wichita mountains. The City hosts a Multi -Purpose Event Center with convention facilities, a 10,000 seat arena, agriculture building and more. Wichita Falls offers year-round entertainment and activities that are guaranteed to keep you and your family as busy as your schedule will allow. 16 EM rM HilIT TON' L E E 'L0 • U.S. AIR FORCE • UNITED REGIONAL HEALTH CARE SYSTEM • HOWMET • VITRO PPG • SEALED AIR CRYOVAC • THE RESULTS COMPANIES • AT&T • COMMUNITY HEALTH CARE CENTER • PRATT &WHITNEY • COVERCRAFT TOP 10 TAX PAYERS • GGP -SIKES SENTER LLC ONCOR ELECTRIC DELIVERY NORTH AMERICAN PIPE ATMOS ENERGYIMID-TEX DIVISION WALMART STORES EAST INC. WALMART STORES TEXAS LP QUAIL CREEK CROSSING LTD KELL WEST REGIONAL HOSPITAL LOWE'S HOME CENTER INC. BNSF RAILROAD CO CITY POPULATION r 17 Uic i4��s T E X A S Policy Statement POLICY STATEMENTS BUDGET POLICIES The 2020-21 Adopted Operating Budget for the City of Wichita Falls is submitted in accordance with the city charter and all applicable state laws. The operating budget is segregated based on fund, in alignment with generally accepted accounting principles. The budget outlines the anticipated revenues and planned expenditures for the City in the ensuing fiscal year. The budget is structurally balanced in all funds when the funds' total resources of beginning fund balance, revenues and other financing sources (also classified as transfers in) are equal to the total of expenditures, other financing uses (also classified as transfers out) and ending fund balance, recognizing recurring and non -recurring revenues and potential increases in fund balance in contingency accounts. The City provides quarterly "budget to actual" financial statements and investment reports to the City Council, in compliance with State Law. ITEMIZED BUDGET AND CONTENTS The City of Wichita Falls complies with the Texas Local Government Code (LGC), all applicable state laws, best practices and budget requirements. LGC requires any incorporated City in the state of Texas to develop an annual budget. The law specifies: The budget officer shall itemize the budget to allow as clear a comparison as practicable between expenditures included in the proposed budget and actual expenditures for the same or similar purposes made for the preceding year. The budget must show as definitely as possible each of the projects for which expenditures are set up in the budget and the estimated amount of money carried in the budget for each project. The budget must contain a complete financial statement of the municipality that shows: a. the outstanding obligations of the municipality; b. the cash on hand to the credit of each fund; c. the funds received from all sources during the preceding year; d. the funds available from all sources during the ensuing year; e. the estimated revenue available to cover the proposed budget; and f. the estimated tax rate required to cover the proposed budget. (LGC, §102.003, 102. 003(b)). PROPOSED BUDGET The City of Wichita Falls prepares and presents a Proposed Budget each year, which is filed with the City Clerk at least 30 days prior to the adoption of the City's tax levy for the year in compliance with LGC (LGC §102.005(a)). INFORMATION FURNISHED In preparing the budget, the budget officer (City Manager) may require any City officer or board to furnish information necessary to properly prepare the budget (LGC, §102.004). PUBLIC HEARINGS ON PROPOSED BUDGET The City holds public hearings, and provides public meeting times, in advance of the adoption of the proposed budget, and in accordance with the LGC, §102.006 and other applicable rules, regulations or laws. 101 POLICY STATEMENTS The City of Wichita Falls publishes notices in the local newspaper and on the City of Wichita Falls' web site, as required by law, prior to a public hearing on the proposed budget (LGC, §102.0065). ADOPTION OF THE BUDGET In accordance with the Local Government Code and in compliance with the City's Charter, the City of Wichita Falls City Council will, at the completion of the public hearing, take action regarding the proposed budget. The Council may make any changes to the budget it considers warranted by law or deemed to be in the best interest of the taxpayers (LGC, §102.007). The City of Wichita Falls conducted a public hearing on August 18, 2020, as required by state law, and on September 1, 2020 adopted the annual budget. FILING THE BUDGET After adoption by the City Council, the approved budget is filed with the City Clerk and the County Clerk (LGC, §102.008, 102.009(d)). Soon after, as is practicable, a copy of the annual budget document is posted on the City's website and is placed in the City Clerk's Office for public access. LEVYING TAXES The City may levy taxes in accordance with the budget, (LGC, §102.009a). However, the adoption of the tax rate must be separate from the vote adopting the budget (Property Tax Code, (PTC), § 26.05b). The tax rate consists of two components, the amount of taxes to pay maintenance and operation expenditures, and the amount needed to fund interest and sinking obligations (debt service) (PTC, §26.05a). On September 1, 2020 the City Council adopted a total tax rate of $0.763323 per $100 dollars of property valuation for the purpose of paying for City operations ($0.722736) and for debt service payments ($0.040587). Public hearings were held for the sole purpose of allowing citizens the opportunity to speak, and two separate votes were held to adopt the tax levy as required by LGC §102.007(c). CHANGES IN BUDGET The City of Wichita Falls makes all expenditures in accordance with the annual budget. The legal level of control (the level at which expenditures cannot legally exceed the appropriated amount) is the class level. After adoption of the budget, the City Council may make changes to the budget for municipal purposes in compliance with the Local Government Code (LGC, §102.010). Texas law provides for two types of changes in expenditure budgets, amendments and transfers. Amendments: The City Council may amend the budget by ordinance. Ordinances must follow public process and be filed with the City Clerk. The City Clerk will attach the amendment to the original budget. Amendments may not increase total appropriations except in two instances, projects that are ongoing, and an emergency as defined by City Charter and LGC (City of Wichita Falls, Code of Ordinances, §72) (LGC, §102.009). Transfers: The City Manager is authorized to make transfers between items appropriated to the same office, department, or division, where not in contravention of the Constitution and laws of this State or of the City Charter. POLICY STATEMENTS BUDGET AMENDMENTS & EMERGENCY EVENT The City's charter allows for increases for projects, occurring over more than one year, for which costs need to be carried forward. Sec. 72. - Unauthorized expenditures. No money shall be drawn from the treasury of the city, nor shall any obligation for the expenditure of money be incurred, except pursuant to appropriations made by the city council. At the close of each fiscal year the unencumbered balance of each appropriation shall revert to the fund from which it was appropriated and shall be subject to future appropriations; but appropriations may be made in furtherance of improvements or other objects or works of the city which will not be completed within the current year. (City of Wichita Falls, Code of Ordinances, §72) LGC Section 102.009 defines an emergency expenditure as an event or need resulting from, "grave public necessity to meet an unusual and unforeseen condition that could not have been included in the original budget through the use of reasonably diligent thought and attention". This section outlines the following: A. The governing body of the municipality may levy taxes only in accordance with the budget. B. After final approval of the budget, the governing body may spend municipal funds only in strict compliance with the budget, except in an emergency. C. The governing body may authorize an emergency expenditure as an amendment to the original budget only in a case of grave public necessity to meet an unusual and unforeseen condition that could not have been included in the original budget through the use of reasonably diligent thought and attention. If the governing body amends the original budget to meet an emergency, the governing body shall file a copy of its order or resolution amending the budget with the municipal clerk, and the clerk shall attach the copy to the original budget. D. After the adoption of the budget or a budget amendment, the budget officer shall provide for the filing of a true copy of the approved budget or amendment in the office of the county clerk of the county in which the municipality is located. (LGC, §102.009) PAI POLICY STATEMENTS BUDGET CALENDAR Budget Adoption Public Hearings Budget Kick -Off City Manager Budget Hearings Budget Workshop with City Council Proposed Public Notice Budget Completed T-___ City Council Budget Hearings PA POLICY STATEMENTS Date FY 2020-21 Budget Calendar Event 2-Mar Budget Kickoff 10-11 Mar Budget System User Training 13-Mar Budget Unit Managers, Finance, HR Offices Complete Position Review 23-Mar Budget Unit Managers, submit revenue and expenditure budgets to Dept. Directors, Including Capital Improvement Request Forms 30-Mar Department Directors review budget submissions/hold budget review with Finance 13-Apr Department Directors finalize budget entries 22-23 Apr City Manager Budget Hearings with Directors 29-30 Apr City Manager Budget Hearings with Directors 2-Jun 14-Jul Workshop With Council Draft Budget to Council - City Manager's Proposed Budget 14-Jul Budget filed with municipal clerk 21-22 Jul City Council Budget Hearings/Workshops 5-Aug Budget hearing notice published in newspaper, website and bulletin board 18-Aug City Council holds budget public hearing and proposed tax rate 20-Aug Notice to Vote on a proposed tax rate is published in the newspaper, TV, website 29-Aug Last Day to file proposed budget 1-Sep 7 City Council holds meeting to adopt budget and tax rate public hearing 2-Sep Approved budget filed with municipal clerk and county clerk 30-Sep Last day to adopt budget 23 POLICY STATEMENTS ACCOUNTING & BUDGETING PRACTICES The accounting and reporting policies of the City of Wichita Falls, Texas (City) conform to accounting principles generally accepted in the United States of America (GAAP) applicable to state and local governments. GAAP for local governments includes those principles prescribed by the Governmental Accounting Standards Board (GASB), which includes all statements and interpretations of the National Council on Governmental Accounting (NCGA) unless modified by the GASB, and those principles prescribed by the American Institute of Certified Public Accountants in the publication entitled Audits of State and Local Governmental Units. The following is a summary of the more significant policies and practices used by the City. These policies and practices apply to the way in which the City accounts for each category listed. For more information, a copy of the City's Comprehensive Annual Financial Report may be found on the City's website at www.wichitafallstx.gov. The City's primary financial direction begins with the City's Charter, which is then used as the basis for all financial policies the City implements. The City maintains financial policies for general operations which include policies for financial management and fund balances, budget compliance, debt issuance and management, accounts payable, water service, and purchasing among others. A copy of the City's Charter may be found on-line at www.wichitafallstx.gov. A. Revenue Policies. Projected revenues are estimated using a realistic, objective, and analytical approach based upon economic trends. Enterprise funds establish user charges sufficient to finance the costs of providing goods/services to the public. Utilities are reviewed annually and adjusted based on debt service ratio coverages and increases in actual cost if needed. A third party is used for analysis of the City's Wholesale Water Rates. B. Fund Balance Policies. The City strives to maintain the fund balances of the various operating funds at levels sufficient to protect the City's credit worthiness, and its financial position, in the event of an emergency. In September 2012, the City adopted a fund balance policy for the General Fund, Water/Sewer Fund, and the Sanitation Fund. The policy's goal is for the City to maintain at least 20% of expenditures in unassigned fund balance in the General Fund, 17% of expenditures (less debt service expenses) in the Water/Sewer Fund, and 15% of expenditures in the Sanitation Fund. If funds fall below these percentages, plans are to be put into place to replenish the fund balance. Fund balances of the governmental funds are classified as follows: • Nonspendable Fund Balance — represents amounts that cannot be spent because they are either not in spendable form (such as inventory or prepaid insurance) or legally required to remain intact (such as notes receivable or principal of a permanent fund). Restricted Fund Balance — represents amounts that are constrained by external parties, constitutional provisions or enabling legislation. • Committed Fund Balance — represents amounts that can only be used for a specific purpose by adoption of an ordinance by the City Council. Committed amounts cannot be used for any other purpose unless the governing board removes those constraints through the adoption of another ordinance. Committed fund balance amounts differ from restricted balances in that the constraints 24 POLICY STATEMENTS on their use do not come from outside parties, constitutional provisions, or enabling legislation, but rather from inside the City. • Assigned Fund Balance — represents amounts which the City intends to use for a specific purpose, but that do not meet the criteria to be classified as restricted or committed. The City Council has by resolution authorized the Director of Finance/CFO to assign fund balance. Specific amounts that are not restricted or committed in a special revenue, capital projects, debt service or permanent fund are assigned for purposes in accordance with the nature of their fund type or the fund's primary purpose. Assignments within the General Fund convey that the intended use of those amounts is for a specific purpose that is narrower than the general purposes of the City itself. Unlike commitments, assignments only exist temporarily. Therefore, additional action does not normally have to be taken for the removal of an assignment. • Unassigned/Unrestricted Fund Balance — represents amounts which are unconstrained in that they may be spent for any purpose. Only the General Fund reports a positive unassigned fund balance. Other governmental funds might report a negative balance in this classification because of overspending for specific purposes for which amounts had been restricted, committed or assigned. When an expenditure is incurred for a purpose for which both restricted and unrestricted fund balance is available, the City considers restricted funds to have been spent first. When an expenditure is incurred for which committed, assigned, or unassigned fund balances are available, the City considers amounts to have been spent first out of committed funds, then assigned funds, and finally unassigned funds. C. Fund Balance History. The below graphs illustrate the fund balance history, forthe previous 5 years, and the anticipated fund balance in this budget year, in the General Fund. General Fund: General • Unreserved Fund Balance $19, 000, 000 $18,000,000 $17,000,000 $16,000,000 $15,000,000 $14,000,000 $13, 000, 000 $12, 000, 000 $11,000,000 $10,000,000 2015-16 2016-17 201- 2018-19 2019 Over many years of improved economic activity, the City was able to meet its fund balance policy goal in the General Fund in the 2018-19 fiscal year. The challenges brought forward with the COVID-19 Pandemic, 25 POLICY STATEMENTS challenged the City in the 2019-20 fiscal year and a decision was made by the City Council to utilize some fund balance to finish the year without major operational reductions, if necessary. The City Council has plans to replenish the fund balance needed during the Pandemic and to continue building fund balance moving forward. D. Reporting Entity. The City is a municipal corporation governed by an elected Mayor and six -member City Council. E. Internal Controls. City Management is responsible for development, maintenance and compliance with internal controls. Internal controls are developed to protect assets of the City, reduce risk and protect City funds from loss, theft or misuse. City Management is also responsible for ensuring that adequate accounting data is compiled to allow for the preparation of financial statements in conformity with accounting principles generally accepted in the United States of America. The cost of a control should not exceed the benefits likely to be derived. The valuation of costs and benefits requires estimates and judgments by management. F. Federal and State Grants. The City applies for and manages grant activity with the permission of the City Council. Grant funds are used for only the specific purpose for which they were earned and, when necessary, are matched with local funds in accordance with Federal, State and Grantor Guidance. Federal grants include the Community Development Block Grant, Section 8 Housing Assistance, Home Investment Partnership Agreement Program, and numerous health -related grants, among others. G. Transactions Between Funds. Outstanding balances between funds are reported as "due to/from other City funds." Any residual balances between governmental activities and business -type activities are reported in the government -wide statements as "internal balances." Nonrecurring or non -routine transfers of equity between funds are accounted for as transfers. H. Vacation and Sick Leave. All full-time employees accumulate vacation benefits based on length of service up to 20 days per year. The maximum allowable accumulation is 35 days. Upon leaving the employment of the City, employees will be paid for unused vacation days which they have accrued. Sick leave is earned at the rate of 4.62 hours per pay period up to a maximum of ninety days. Additionally, police officers and firefighters may accumulate an unlimited number of sick leave days while employed with the City. Upon termination, police officers and firefighters are compensated for up to 720 hours and 1,080 hours, respectively. I. Debt Management Policies. The City maintains an informal policy to limit tax supported debt to no more than 5% of total assessed property value or $1,500 per capita. As of September 30, 2019, the City's tax supported debt, funded with ad valorem taxes, was approximately $53.5 million, which is 1.09% of the taxable value of property. As of August 2018, the City's tax supported debt was $954 per capita, as reported by the Texas Bond Review Board. K-0 POLICY STATEMENTS COMPARISON: TAX SUPPORTED DEBT OUTSTANDING $350,000,000.00 $300,000,000.00 $250,000,000.00 $200,000,000.00 $150,000, 000.00 $100,000, 000.00 $50,000,000.00 °c�` � °�` ��e !6 a\\`1 1 1 5 lea /\° (P o° re *Source: Texas Bond Review Board, U.S. Census Bureau (Current as of 2018) ■ Tax Supported Debt Outstanding City Name College Station SupportedTax Outstanding 322,495,000 ... Outstanding Per Capita 2,775 Population 116,218 League City 218,570,000 2,057 106,244 Beaumont 208,180,000 1,758 118,428 San Angelo 173,890,000 1,735 100,215 Wichita Falls 99,720,000 954 104,576 Allen 87,420,000 846 103,383 Lewisville 80,545,000 756 106,586 Edinburg 49,605,000 503 98,665 The Woodlands Township 34,440,000 294 117,305 Tyler - - 105,729 *Source: Texas Bond Review Board, U.S. Census Bureau (Current as of 2018) J. Long -Term Obligations. Long-term debt and other obligations are recorded for both governmental and proprietary funds in the City's annual financial statements. These items include, bond premiums and discounts, as well as issuance costs, which are deferred and amortized overthe life of the bonds using the straight-line method in the government - wide financial statements. K. Pension Plan. For purposes of measuring the net pension liability, deferred outflows of resources, and deferred inflows of resources related to pensions, and pension expense, information about the Fiduciary Net Position of the Texas Municipal Retirement System (TMRS) and the Wichita Falls Firemen's Relief and Retirement Fund (WFFRRF) and additions to/deductions from Fiduciary Net Position are determined on the same basis as they are PrA POLICY STATEMENTS reported to TMRS and WFFRRF. For this purpose, plan contributions are recognized in the period that compensation is reported for the employee, which is when contributions are legally due. Benefit payments and refunds are recognized when due and payable in accordance with the benefit terms. Investments are reported at fair value. L. Other Post -Employment Benefits. The fiduciary net position of the City of Wichita Falls Retiree Health Care Plan is determined using the flow of economic resources measurement focus and full accrual basis of accounting. This includes for purposes of measuring the net OPEB liability, deferred outflows of resources and deferred inflows of resources related to other post -employment benefits, OPEB expense, and information about assets, liabilities and additions to/deductions from the Plan's fiduciary net position. Benefit payments are recognized when due and payable in accordance with the benefit terms. M. General Fixed Assets and General Long -Term Debt Account Groups. The accounting and reporting treatment applied to the fixed assets and long-term liabilities associated with a fund are determined by its measurement focus. All governmental funds are accounted for on current resources measurement focus. This means that only current assets and current liabilities are generally included on their balance sheets. Their reported fund balance (net current assets) is considered a measure of "available spendable resources." Governmental fund operating statements present increases (revenues and other financing sources) and decreases (expenditures and other financing uses) in net current assets. Accordingly, they present a summary of sources and uses of "available spendable resources" during a period. Fixed assets used in governmental fund type operations (general fixed assets) are accounted for in the general fixed asset account group, rather than in governmental funds. Public domain ("infrastructure") general fixed assets consisting of certain improvements other than buildings, including roads, bridges, curbs and gutters, streets and sidewalks, drainage systems, and lighting systems are capitalized along with other general fixed assets. All fixed assets are valued at historical cost or estimated cost if actual historical cost is not available. Donated fixed assets are valued at their fair market value on the date donated. Interest costs incurred on debt -financed construction is capitalized during the construction period. N. Deferred Outflows/Inflows of Resources. Deferred outflows represent a consumption of net position that applies to a future period(s) and so will not be recognized as an outflow of resources (expense/expenditure) until then. Certain amounts related to the City's participation in pension and other post -employment benefit plans are reported in the annual financial statements in this category, along with deferred losses on bond refunding. Deferred inflows represent an acquisition of net position that applies to a future period(s) and so are not be recognized as an inflow of resources (revenue) until that time. The City has only two types of items that qualify for reporting in this category. Property taxes receivable and municipal court fines receivable. Additionally, certain items related to the City's participation in pension and other post -employment plans that are reported in this category. O. Cash and Cash Equivalents. The City's cash and cash equivalents are considered to be cash on hand, demand deposits and short-term investments with original maturities of three months or less from the date of acquisition. Investments are carried at fair value. Fair value is determined as the price at which two willing parties would complete an exchange. Interest earned on investments is recorded in the funds in which the investments are recorded. 28 POLICY STATEMENTS Management's intent is to hold all investments to maturity and thereby recover the full value of the various investments made. P. Encumbrances. Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded in order to set aside that portion of the applicable appropriation. Unencumbered appropriation balances lapse at year-end and are not carried forward to new budget periods. Open encumbrances are reported as reservations of fund balance at year-end, and related appropriations are carried forward to the new fiscal year through a supplemental budgetary allocation in alignment with the City Charter and all applicable state laws and standards. Q. Water, Sewer, and Sanitation Receivables. The City's Water, Sewer, and Sanitation Enterprise Funds operate on a monthly billing cycle, issuing bills continuously throughout the month. R. Inventory and Prepaid Items Inventories. Inventory and Prepaid Items Inventories of the general and proprietary funds consist of supplies and various materials used for the maintenance of capital assets. The consumption method is used to account for these inventories. Under this method, inventory acquisitions are recorded in inventory accounts initially and charged as expenditures when used. Inventories are stated at average cost. Certain payments to vendors reflect costs applicable to future accounting periods and are recorded as prepaid items in both government - wide and fund financial statements via the purchase method. S. Capital Assets. Capital assets, which include property, plant and equipment, and infrastructure assets (e.g. roads, bridges, sidewalks and similar items), are reported in the applicable governmental or business -like activities columns in the government -wide financial statements. The City defines capital assets as assets with an initial, individual cost of more than $25,000 and an estimated useful life in excess of one year. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at acquisition value at the time received. Capital assets are depreciated using the straight line method over the following useful lives: • Assets Years Buildings, systems and improvements: 20 - 59 years • Infrastructure: 8 - 100 years • Machinery, vehicles and other equipment: 3 - 25 years • Furniture and equipment: 3 - 10 years T. Restricted Assets. These assets consist of cash, certificates of deposit, and other short-term investments legally restricted for various purposes. U. Property Tax. Property taxes attach as an enforceable lien on property as of the prior January 1. Taxes are levied on October 1, and become delinquent after January 31, unless the half -payment option is elected, in which case one-half of the tax is due November 30, and the balance the following June 30. The City is permitted by its Home Rule Charter to levy taxes up to $2.25 per $100 of assessed valuation for general governmental services including the payment of principal and interest on long-term debt. 1841 POLICY STATEMENTS The Wichita County Tax Office processes all property tax billing and collections, and maintains the property tax roll. V. Independent Audit. The City Charter requires an annual audit of the books of account, financial records, and transactions of all administrative departments of the City by Certified Public Accountants. The accounting firm of Edgin, Parkman, Fleming & Fleming, PC was selected by the Mayor and City Council to satisfy this charter requirement in the prior and next year. The auditors' report on the basic financial statements and combining fund statements and schedules may be found in the City's Comprehensive Annual Financial Report, available on the City's website. In addition to meeting the requirements set forth in the City Charter, the audit is also designed to meet the requirements of the federal Single Audit Act Amendments of 1996 and related Uniform Guidance, and the State Single Audit Act. A single audit is made to determine the adequacy of the internal control structure, including that portion related to federal financial assistance programs, as well as to determine that the City has complied with applicable laws and regulations. The City is required to undergo an annual single audit in conformity with the provisions of the Single Audit Amendments of 1996 and the audit requirements of Title 2 of the U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). W. Risk Management. The government is exposed to various risks of loss related to torts; theft of, damage to and destruction of assets; errors and omissions; and natural disasters for which the government carries commercial insurance. For insured programs, there have been no significant reductions in insurance coverage. Settlement amounts have not exceeded insurance coverage for the current year or the three prior years. The City maintains a group health insurance plan for employees and dependents which is partially self -insured by the City. A group life insurance plan is maintained through an insurance company. Contributions to the plans are provided for by both the City and participating employees. These contributions are recognized as revenues in the internal service fund used to account for these plans. The contributions made by the City are recorded as expenditures or expenses of the various funds as appropriate and are listed in this budget. Liabilities are reported when it is probable that a loss has occurred and the amount of the loss can be reasonably estimated. An excess coverage insurance policy covers individual claims in excess of $500,000. Liabilities include an amount for claims that have been incurred but not reported. Claim liabilities are calculated considering the effects of inflation, recent claim settlement trends including frequency and amount of pay -outs and other economic and social factors. X. Basis of Accounting. For government -wide financial statements and for proprietary funds the City of Wichita Falls uses the economic resource measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Grants and similar items are recognized as soon as all eligibility requirements imposed by the provider have been met. e POLICY STATEMENTS Government fund -level financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the government considers revenues to be available if they are collected within 60 days of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. Property tax, franchise fees, and sales tax associated with the current fiscal period are all susceptible to accrual and are recognized as revenues of the current fiscal period. A. Budgetary Accounting. The funds included in the annual budget document are governmental and proprietary. Included funds are budgeted on a basis consistent with Generally Accepted Accounting Principles (GAAP). However, there are differences between budgetary accounting and GAAP. These differences have to do, primarily, with encumbrance recognition, depreciation, and the accrual of items, such as compensated absences, which appear in the financial statements, but are only recognized as an expenditure in the year they are due for budgetary purposes. Budgets are prepared in accordance with the modified accrual basis of accounting, which recognizes revenues when they are measurable and available and expenditures when a liability is incurred. During the year, the City maintains the accounting system on the same basis as this budget. B. Additional Resources. Additional information may be found in the City's Comprehensive Annual Financial Report and the City's Charter, listed at www.wichitafallstx.gov. dic 4% a Ira 5 T E X A S 01 POLICY STATEMENTS BASIS OF PRESENTATION — FUND ACCOUNTING The City of Wichita Falls, like other state and local governments, uses fund accounting to provide more detailed information about the City's most significant funds, not the City as a whole. A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. Some funds are required to be established by state law or bond covenants. However, the City Council establishes many other funds to help it control and manage money for particular purposes or to show that it is meeting legal responsibilities. All of the funds of the City can be divided into three categories: governmental funds, proprietary funds and fiduciary funds. Fiduciary funds are used to account for resources held for the benefit of parties outside the government. The City has one fiduciary fund, an Agency Fund, which is not accounted for in this document. This fund is used to account for property that has been abandoned or unclaimed pending escheatment to the State of Texas. Fiduciary Funds are used to account for resources that are not reflected in the government -wide financial statements because the resources of these funds are not available to support the City's own programs. The accounting method used for fiduciary funds is much like that used for proprietary funds. Financial statements for this fund may be found in the City's Comprehensive Annual Financial Report. GOVERNMENTAL FUNDS These funds are used to account for the majority of the City's activities. Governmental fund financial statements are reported using an accounting method identified as the modified accrual basis of accounting, which measures cash and all other financial assets that can be readily converted to cash. The governmental funds focus on near - term inflows and outflows of expendable resources, as well as expendable resources available at the end of the fiscal year for future spending. The General Fund is the general operating fund of the City. All general tax revenues and other receipts that are not allocated by law or contractual agreement to some other fund are accounted for in this fund. From the fund are paid general operating costs, fixed charges, and capital improvement costs that are not paid through other funds. Special Revenue Funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specific purposes other than debt service or capital projects. • The City's Special Revenue Fund is used to account for grants not anticipated to be repeated in subsequent years. • The Hotel/Motel Fund includes the Convention and Visitors Division and is funded through receipts from a hotel occupancy tax on local hotels/motels. This revenue must be used to fund projects that attract conventions and tourists to Wichita Falls. In the event of a shortfall in this fund, the General Fund budgets for and provides a yearly subsidy. • The Community Development Block Grant Fund (CDBG) is funded by federal grants. The CDBG is used to fund projects that benefit low and moderate -income individuals, families, or areas. • The other Special Revenue Funds are restricted by state statute or by grant contracts. The Debt Service Fund is used to account for and report payments for City debt service. M POLICY STATEMENTS PROPRIETARY FUNDS When the City charges customers for services it provides, whether to outside customers or to other units within the City, the activities are generally reported in proprietary funds. The City of Wichita Falls maintains two different types of proprietary funds: enterprise funds and internal service funds. Proprietary funds are reported using the economic resources measurement focus and the accrual basis of accounting in the City's financial statements. Enterprise funds are used to account for the City's water and sewer operations, sanitation collection and disposal services, regional and municipal airports, transit operations, storm water drainage improvements, golf, and water park operations. Internal service funds are an accounting device used to report activities that provide supplies and services to other City programs, such as fleet maintenance, print shop services, information technology, and employee benefit trust. Because these services benefit both governmental and business -type functions, they have been allocated between governmental and business -type activities in the government -wide financial statements. Enterprise funds are reported using the accrual basis of accounting and the economic resources measurement focus. The Water and Sewer Fund, Sanitation Fund, and Stormwater Fund are enterprise funds. Enterprise funds are used to account for operations: 1) Which are business type activities, where the intent of the governing body is that the costs of providing goods/services to the general public on a continuing basis be financed primarily through user charges; or 2) Where the governing body has decided that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. These revenues are also used to retire revenue bond debt and to fund various capital construction projects. Internal service funds are used to account for the financing of goods/services provided by one department or agency to other departments or agencies of the City on a cost -reimbursement basis. The Central Garage Services Fund is primarily financed through monthly charges to other City departments/divisions, which pay for vehicle rental, maintenance, fuel, other services and capital replacement. The Information Technology Fund is an internal service fund that provides other City departments/divisions with network, internet, applications, and communications support. Departments are charged monthly technology fees to finance this fund's operations and to cover the cost of computer replacement and network enhancements. The Capital Improvement Plan while not a fund itself includes capital expenditures that are distributed throughout the document in the applicable fund. 33 POLICY STATEMENTS POLICY COMPLIANCE The City of Wichita Falls continually monitors financial practices and policies to ensure continued compliance with the following provisions: the State of Texas Local Government Code, the Government Finance Officers Association of the United States and Canada — Best Practices, provisions of the Governmental Accounting Standards Board, and Generally Accepted Accounting Principles. Much of the City's financial compliance is regulated through the completion of the Annual Financial Audit. The result of the audit is compiled into the City's Comprehensive Annual Financial Report which is available on the City's website. The report is shared with the Government Finance Officer's Association and is rated for Financial Excellence. 34 POLICY STATEMENTS CITY FUNDS LIST GOVERNMENTAL FUNDS: Fund Type Major/Non-Major Description AppropriatedFund General Fund General Fund Major General Fund Yes Debt Service Fund Governmental Non -Major Debt Service Yes Hotel/Motel Fund Governmental Non -Major Special Revenue Yes Community Development Fund Governmental Non -Major Special Revenue Yes Section 8 Housing Fund Governmental Non -Major Special Revenue Yes HOME Fund Governmental Non -Major Special Revenue Yes Transportation Planning Grant Fund Governmental Non -Major Special Revenue Yes State Routine Airport Maint. Fund Governmental Non -Major Special Revenue Yes Community & Rural Health Fund Governmental Non -Major Special Revenue Yes Community Clinical Linkage Grant Fund Governmental Non -Major Special Revenue Yes Public Health Emergency Grant Governmental Non -Major Special Revenue Yes TX Healthy Communities Governmental Non -Major Special Revenue Yes HIV Grant Governmental Non -Major Special Revenue Yes Infectious Disease Fund Governmental Non -Major Special Revenue Yes Tuberculosis Grant Governmental Non -Major Special Revenue Yes Immunization Grant Program Fund Governmental Non -Major Special Revenue Yes Comprehensive Cancer Control Program Fund Governmental Non -Major Special Revenue Yes WIC Fund Governmental Non -Major Special Revenue Yes Emergency Management Fund Governmental Non -Major Special Revenue Yes PROPRIETARY FUNDS: Water & Sewer Fund Proprietary Major Enterprise Yes Sanitation Fund Proprietary Major Enterprise Yes Regional Airport Fund Proprietary Non -Major Enterprise Yes Kickapoo Airport Fund Proprietary Non -Major Enterprise Yes Transit Fund Proprietary Non -Major Enterprise Yes Stormwater Fund Proprietary Non -Major Enterprise Yes Waterpark Fund Proprietary Non -Major Enterprise Yes Golf Course Fund Proprietary Non -Major Enterprise Yes Fleet Fund Proprietary Non -Major Internal Service 1yes Information Technology Fund Proprietary Non -Major Internal Service iYes Duplicating Services Fund Proprietary Non -Major Internal Service IYes Additional funds not appropriated in this budget include, funds used to account for long term debt, funds used to account for current year and specific grant funds appropriated through specific Council action, and funds held in trust and agency funds. Information on all funds may be found in the City's Comprehensive Annual Financial Report. 35 C O LL i m O CL O L. a 4 'I i O m ° C Q E Q c L.LL 0 c O o ++ ua Q V1 a cc O O c O .2 c m G V m c V1 a m c � H J c LL i O O O r co � o Q 2y Y .................. V � y Q x r N E • O - Q •� Q/ 3 V C -0 v CL` i� 6 , — N O ro ro w c i > 0 w o c ° o 7 d c 7 a` j m 7 a o 7 u u m a� 41 c a dA C 6 f0 c O O c O � •�, LL v 'O C u .Q '� O n`o O � LL a. a C c n� LL LL i O s� m a V Q o C V uo O O O O r m LL a LL 0 0 O a. cv t U c Y y' c� O 0 o > aC ,o Y C G) s al (n O Q �a Y O _0 c O W C m S ccO cc ? O c —ua f0 7 Vf v to E E c o u d 7 a to no c c 7 O O °�uCmL� ocoo26 c Q> O c o ;.. 0-D w°�- a a E c C7 c v c 7 w-c d c U 0 E E .° oo ac m a LL m 7 N 7 x 7 o al al a V o C� c Ul Q Q =n V c-o EY E x E aic E c Q) m � m m m m 7 c a)w j C o c o a o c o 0 o E o c o 0 0 o v o a- u O c — '� u— u_ u u u W C u w u U u u n> H C7 M S a ° c c C to O Y 7 Z C m C m Y O C_ `, C m E no a/ -D 2 LL u v v Q. ? c y LL U m o eo mc E 2) w -0C 7 V u m C c:Z E V O J C °' m C u U O u Ol C d b0 al Y c + U C y= T _m U O t`0 Op to C C Y N d O C V m t`0 m 7 L t`0 al al c d u. V d 7 C N t0 N t`0 m E V d 0 d a H C C m t`O t`0 t` YO t`0 N c c C Y G G V m N al a/ W_ N 7 N N N al V C N N aJ al al J al C C— l W IVI'1 _ 7- �. E C C O C 0..- m e C m U C C C C W �. C C .- c C 'pp 'pa `ltw Z. U V 2 C7 ID C C7 0 2 x 00 l7 x Q � Q R C7 l7 C7 'D U d (.7 C7 m (D J 'D W W vi Uic i4��s T E X A S Budget Summary BUDGET SUMMARY ALL FUNDS BUDGET SUMMARY The total operating budget for the City includes all expenditures, revenues, and transfers anticipated in the coming year. This includes expenditures for items funded outside of the City like federal grants for large capital projects and funds for programs received from other sources. The budget also includes the adoption of payments for debt service. The total City Operating Budget for the 2020-21 fiscal year is $184,439,544, which is a decrease of $9,650,769, from the 2019-20 Adopted Operating Budget of $194,090,313. This decrease reflects reductions in over-all City spending, and is reflective of completed capital projects that were included in the prior year. The COVID-19 Pandemic reduces available resources going into the next fiscal year and adds an element of unpredictability to the forecasting process; fund balances which decreased in the current fiscal year, are conservatively forecasted to remain steady into the next year and a plan has been developed to reinstate used balances as soon as possible. FY 2020-21 Adopted Operating Budget Projected Beginning Projected Projected All Funds Balance, Expenditures Ending Change Less Balance in Fund Restricted Balance General Fund 16,198,763 81,740,925 81,740,925 16,198,763 - Water & Sewer Fund 6,829,359 45,160,772 45,160,772 6,829,359 - Sanitation Fund 2,298,323 141786,205 14,786,205 2,298,323 - Stormwater Fund 3,784,965 3,750,000 3,750,000 3,784,965 - Fleet Fund 784,633 10,338,181 10,338,181 784,633 IT Fund 1,578,529 3,813,581 3,813,581 1,578,529 - Hotel/Motel Fund 10 3,543,266 3,543,266 10 - Regional Airport Fund 484,930 1,207,582 1,207,582 484,930 - Kickapoo Airport Fund 38,719 1,022,806 1,022,806 38,719 - Waterpark Fund 519,531 1,524,932 1,524,932 519,531 - Golf Course Fund 40,583 910,000 910,000 40,583 - Transit Fund 3,000 2,456,002 2,456,002 3,000 - Debt Service Fund 1,421,427 5,918,815 5,918,815 1,421,427 Duplicating Services 46,926 130,908 Fund Other Funds 2,881,815 8,135,569 Total All Funds 36,864,587 184,439,544 130,908 46,926 - 184,439,544 3b,911,514 - 38 City of Wichita Falls, TX Budget Summary All Funds FY 2020-21 Fund Projected Beginning Balance General Fund 17,048,763 Water & Sewer Fund 14,561,858 Sanitation Fund 4,423,323 Stormwater Fund 3,784,965 Fleet Fund 784,633 IT Fund 1,578,529 Hotel / Motel Fund 10 Less Restricted Balance 850,000 7,732,499 2,125,000 - Available Balance 16,198,763 6,829,359 2,298,323 3,784,965 784,633 1,578,529 10 Revenues Taxes 69,314,693 - - - - 1,500,000 Service Charges 2,957,893 44,868,772 14,730,205 3,700,000 10,250,181 3,813,581 - Licenses & Permits 1,737,727 - - - - - Fines & Forfeitures 2,361,451 Intergovernmental Rev - Contributions 225,963 - - - - - Misc. Revenues 1,373,777 292,000 56,000 50,000 88,000 1,343,266 Transfer In 3,769,421 - - - - - 700,000 Total Current Revenues 81,740,925 45,160,772 14,786,205 3,750,000 10,338,181 3,813,581 3,543,266 Expenditures Personnel Services 61,371,000 10,886,419 4,597,342 296,699 2,203,879 1,238,424 266,877 Supplies 1,884,322 2,966,889 314,475 4,380 3,068,695 179,144 40,304 Maintenance & Repair 1,682,301 2,267,667 180,540 173,897 1,976,805 977,750 1,388 Utilities/Other Service 7,216,393 4,348,051 4,747,779 223,385 71,614 118,127 2,779,655 Insurance & Contracts Supplies 1,427,152 971,274 103,900 200 127,552 - 155,173 Debt Expenditures 211,775 12,766,114 - - 475,815 - 241,769 Other Expenditures 4,148,107 3,002,824 437,390 1,632,178 199,348 885,036 58,101 Non Cap Improvements 67,300 36,600 6,000 - - - - Capital Improvements 2,719,518 6,143,123 2,713,169 1,016,000 1,902,473 415,100 Transfer Out 1,013,056 1,771,811 1,685,610 403,261 312,000 - - Total Current Expenditures 81,740,925 45,160,772 14,786,205 3,750,000 10,338,181 3,813,581 3,543,266 Ending Balance 16,198,763 6,829,359 2,298,323 3,784,965 784,633 1,578,529 10 Plus Restricted Balance 850,000 7,732,499 2,125,000 - - 39 City of Wichita Falls, TX Budget Summary All Funds FY 2020-21 Regional Airport Fund Kickapoo Airport Fund Waterpark Fund Golf Course Fund Transit Fund Debt Service Fund Duplicating Services Fund Special Revenue Funds Total 484,930 38,719 519,531 40,583 3,000 1,421,427 46,926 2,881,815 47,619,012 - - 10,707,499 484,930 38,719 519,531 40,583 3,000 1,421,427 46,926 2,881,815 36,864,587 - - - - - 2,191,697 - - 73,006,390 380,000 120 1,063,542 830,000 539,000 - 130,908 83,264,202 - - - - - - 1,737,727 - - 2,361,451 1,884,902 - 7,816,863 9,701,765 - - - - 1,882,463 2,108,426 827,582 995,686 461,390 - 32,100 - 154,270 5,674,072 - 27,000 - 80,000 - 1,844,655 - 164,436 6,585,512 1,207,582 1,022,806 1,524,932 910,000 2,456,002 5,918,815 130,908 8,135,569 184,439,544 213,327 274,033 531,757 - 1,352,400 - 27,105 2,504,020 85,763,281 12,100 483,262 - 481,862 6,848 158,928 9,601,210 66,603 15,470 - 311,956 - 20,430 7,674,807 182,853 91,771 877,661 - 150,545 1,605,907 22,413,740 25,000 24,000 - 910,000 72,750 - - 3,817,002 - - - - - 5,918,815 - - 19,614,288 263,642 67,603 115,514 86,489 - 96,955 3,845,284 14,838,471 - - - - - - 109,900 - 66,667 1,000 14,977,050 444,057 - - - - - 5,629,795 1,207,582 1,022,806 1,524,932 910,000 2,456,002 5,918,815 130,908 8,135,569 184,439,544 484,930 38,719 519,531 40,583 3,000 1,421,427 46,926 2,881,815 36,911,514 - - - - - - 10,707,499 40 BUDGET SUMMARY ALL FUNDS Ad Valorem Tax Revenue and Distribution Est_ FY 2020-21 Certified 2020 Total Taxable Value Tax Rate per $100 Estimated Collection Rate Total Estimated General Operations and I&S Collections Tax Distribution By Fund, in this Operating Budget: General Fund Debt Service Fund $5,446,753,069 0.763323 98.5% $41,021,292 $38,829,595 $2,191,697 eIi BUDGET SUMMARY ALL FUNDS Budgeted Revenues: This Adopted Budget estimates revenue collection at $184,439,544, a decrease of $9,650,769, from the 2019-20 Adopted Operating Budget of $194,090,313. This is a total decrease of 4.97%. Revenues collected by the City may be broken down in the following categories. Revenues Taxes 2020-21 • Adopted Change 73,635,015 73,006,390 -0.85% Service Charges 81,529,516 83,264,202 2.13% Licenses & Permits 2,016,086 1,737,727 -13.81% Fines & Forfeitures 2,734,600 2,361,451 -13.65% Intergovernment Rev 9,945,486 9,701,763 -2.45% Contributions 2,112,623 2,108,426 -0.20% Misc Revenues 6,369,738 5,674,071 -10.92% Transfer In 15,747,249 6,585,514 -58.18% Total 194,090,313 184,439,544 -4.97% As a percent of total, citywide operating revenues fall into the following categories and percentages. ■ Taxes 39.58% ■ Service Charges 45.14% ■ Licenses & Permits 0.94% • Fines & Forfeitures 1.28% ■ Intergovernment Rev 5.26% ■ Contributions 1.14% ■ Misc Revenues 3.08% ■ Transfer In 3.58% E,K BUDGET SUMMARY ALL FUNDS The chart below shows the total revenues, by Fund. 2018-19 FY 2020-21 Actual Adopted Adopted % Change Revenues General Fund 79,807,944 83,062,273 4.08% 81,740,925 -1.59% Water & Sewer Fund 44,909,262 48,699,148 8.44% 45,160,772 -7.27% Sanitation Fund 14,943,661 15,138,304 1.30% 14,786,205 -2.33% Stormwater Fund 3,869,514 5,655,123 46.15% 3,750,000 -33.69% Fleet Fund 13,823,025 10,699,853 -22.59% 10,338,181 -3.38% IT Fund 3,670,469 3,597,868 -1.98% 3,813,581 6.00% Hotel/Motel Fund 2,038,732 2,000,000 -1.90% 3,543,266 77.16% M P EC Fund 2,286,622 3,426,387 49.84% - -100.00% Transit Fund 3,658,482 2,874,609 -21.43% 2,456,002 -14.56% Regional Airport Fund 1,175,673 1,442,703 22.71% 1,207,582 -16.30% Kickapoo Airport Fund 3,083,625 1,040,203 -66.27% 1,022,806 -1.67% Waterpark Fund 1,432,070 1,511,024 5.51% 1,524,932 0.92% Golf Course Fund 888,483 910,000 2.42% 910,000 0.00% Debt Service Fund 5,889,474 5,926,114 0.62% 5,918,815 -0.12% DuplicatingSerivices Fund 156,579 134,058 -14.38% 130,908 -2.35% Other Funds 7,610,279 7,972,646 4.76% 8,135,569 2.04% Total 189,243,893 194,090,313 2.56% 184,439,544 -4.97% 43 BUDGET SUMMARY ALL FUNDS Budgeted Expenditures: This Adopted Budget estimates expenditures at $184,439,544, a decrease of $9,650,769, from the 2019-20 Adopted Operating Budget of $194,090,313. This is a total decrease of 4.97%. Expenditures, citywide, may be classified in the following categories. 2019-20 2020-21 % Adopted Adopted Change Expenditures Personnel Services 86,660,807 85,756,390 -1.04% Supplies 91975,395 9,608,098 -3.68% Maintenance & Repair 7,712,037 7,774,808 0.81% Utilities/OtherSery 23,995,454 23,323,741 -2.80% Insur & Contr Supp 2,938,174 2,907,001 -1.06% Debt Expenditures 19,603,631 19,614,288 0.05% Other Expenditures 12,061,291 14,767,090 22.43% Non Cap Improvements 127,600 149,900 17.48% Capital Improvements 22,872,920 14,977,050 -34.52% Transfers Out 8,143,003 5,561,177 -31.71% Total 194,090,313 184,439,544 -4.97% As a percent of total, citywide operating expenditures fall into the following categories and percentages. ■ Personnel Services 46.50% ■ Supplies 5.21% ■ Maintenance & Repair 4.22% ■ Utilities/Other Sery 12.65% ■ Insur & Contr Supp 1.58% ■ Debt Expenditures 10.63% ■ Other Expenditures 8.01% ■ Non Cap Improvements 0.08% Capital Improvements 8.12% ■ Transfers Out 3.00% 44 BUDGET SUMMARY ALL FUNDS The below chart shows the total expenditures, by Fund. 2018-19 FY 2020-21 Actual Adopted Adopted Change Change Expenditures General Fund 79,440,426 83,062,273 4.56% 81,740,925 -1.59% Water & Sewer Fund 36,528,736 48,699,148 33.32% 45,160,772 -7.27% Sanitation Fund 15,005,751 15,138,304 0.88% 14,786,205 -2.33% Stormwater Fund 1,235,689 5,655,123 357.65% 3,750,000 -33.69% Fleet Fund 11,747,039 10,699,853 -8.91% 10,338,181 -3.38% IT Fund 2,958,513 3,597,868 21.61% 3,813,581 6.00% Hotel/Motel Fund 2,038,732 2,000,000 -1.90% 3,543,266 77.16% MPEC Fund 2,286,622 3,426,387 49.84% --100.00% Transit Fund 3,936,870 2,874,609 -26.98% 2,456,002 -14.56% Regional Airport Fund 2,831,077 1,442,703 -49.04% 1,207,582 -16.30% Kickapoo Airport Fund 980,555 1,040,203 6.08% 1,022,806 -1.67% Waterpark Fund 1,416,657 1,511,024 6.66% 1,524,932 0.92% Golf Course Fund 891,684 910,000 2.05% 910,000 0.00% Debt Service Fund 5,912,443 5,926,114 0.23% 5,918,815 -0.12% Duplicating Serivices Fund 104,491 134,058 28.30% 130,908 -2.35% Other Funds 7,974,349 7,972,646 -0.02% 8,135,569 2.04% Total 175,289,635 194,090,313 10.73% 184,439,544 -4.97% 45 BUDGET SUMMARY ALL FUNDS Revenue and Expenditure Discussion Prior Year: In the prior fiscal year, the City's budget increased 8.77% to account for the completion of large capital projects, a cost -of -living (COLA) increase for staff, and an increase in the City's Texas Municipal Retirement (TMRS) rate, which was required due to a plan change. Prior to the previous year, the City was one of the only of its size in Texas that did not provide the TMRS 7% plan to all employees, instead, the City offered an older 5% plan. Work in the prior year, moved all employees to the 7% plan, aligning the City with others in Texas and providing parity among all staff members. In the prior year, a 5% COLA was given to all Civil Service employees and a 2% COLA to all other employees. The TMRS increase, in total, cost employees an additional 2% of pay and the COLA allowed the City to provide this increased benefit without negatively affecting pay. Fund balance was used in the prior year to complete ongoing, one time projects, as the City met its fund balance policy goals for the year. These projects included work at the Lake Kickapoo Dam, anticipated stabilization work at Memorial Auditorium, the Quail Creek Drainage project, and a large capital equipment purchase at the City's landfill. The COVID-19 Pandemic resulted in the City issuing a Shelter -in -Place Ordinance; this ordinance remained in place for over 6 weeks. The City took steps to stop the spread of the disease by suspending the shut-off of water accounts due to non-payment. Overall, City revenues have decreased due to the Pandemic and this Adopted Budget is reflective of anticipated reductions citywide. Financial Forecasting: The City completes long term forecasting for City funds. If the economy continues to recover in what is, now considered a V-shaped recovery, the City will recover from losses due to the Pandemic in a short period, returning fund balances affected to policy goals within 12 to 24 months. However, if the recovery follows a U-shape, the City anticipates that full recovery may take until the year 2024. The Finance Department maintains long-term cash forecasts, which are updated monthly. These forecasts are used to determine available resources and to plan for long-term needs. In addition, the Finance Department works with sales tax experts and the Financial Advisors to ensure long-term stability. The cash flow forecasts for the three major funds follow. These forecasts use historical and current data to project long-term inflows and outflows. Forecasting is a living process, changing monthly, as changes occur in the economy and the City. Maintenance of these forecasts is important and is a priority for the Finance Department. These forecasts, listed here, are snap shots in time, and will change as conditions change. These forecasts are interesting as they show the times of the year when each of these funds receives more inflows, and has more outflows. E,10 BUDGET SUMMARY ALL FUNDS Cash Flow Forecast: General Fund 2020 ., 2020 Q1 2020 Q2 2021Q3 2021 ., 2021 Q1 2021 Q2 2022 Q3 2022 Cash Bal Positive 49,630 105,112 1 93,957 1 59,223 1 50,052 1 107,934 1 91,539 1 65,999 1 49,772 1 108,455 1 91,086 64,288 Inflows 24,810 29,593 11,674 13,051 25,552 30,747 11,524 13,918 25,989 31,316 11,582 14,119 Outflows 1 18,693 1 1.8,444 17,525 24,612 19,266 1.9,555 19,058 23,790 19,738 20,037 19,522 24,423 2-YEAR CASH FLOW GENERAL FUND 120,000 100,WO 80,aao z a 1 60000 -Cash Bal Positive D _ -Inflows Outflows 40,000 20,000 0M1 Sla tiJ�4 � ,44't? apI,hp'4a 03'b"' C#,�61`� a1 p'I. a3,4p'L1 C#,}pZ� a1,hp'bs co 0. C# Cash Flow Forecast: Water & Sewer Fund Ca 53,754 58,706 69,689 55,891 61,356 67,380 74,382 75,405 61,391 67,365 74,431 75,472 inflows 10,977 10,341 11,518 13,656 10,589 10,048 11,228 13,295 10,756 10,207 1 11,405 13,505 Outflows 6,623 8,847 6,720 20,594 7,982 7,771 8,276 21,131 8,155 7,929 8,421 21,418 2-YEAR CASH FLOW WATER & SEWER FUND 89.ON 70., 00 60.-=0D HOW 2 40000 -Cash BaI Positive 0 _ - Inflows v> 30,000 - Du tibws 20,000 10,000 b9 N �e 1 IoNle a,yp'ba C011.1 ONO C�,v 0101 C�101 011s ��15'�' 0_69 ckk_0171 EIfA BUDGET SUMMARY ALL FUNDS Cash Flow Forecast: Sanitation Fund Q1 2019Q2 2029 Q3 2020 .4 2020 Q1 2020 Q2 2021Q3 2021Q4 2021 Q1 2021 Q2 2022Q3 2022Q4 2022 rasn Bal Positive 12,589 11,325 1 11,309 1 13,879 1 14,224 1 13,917 1 14,243 1 14,677 1 14,417 1 14,327 1 14,971 1 15,742 Inflows 3,521 3,656 1 3,996 1 3,936 1 3,463 1 3,599 1 3,2411 3,883 1 3,670 1 3,814 1 4,070 1 4,116 Outflows 3,997 3,278 1 3,794 1 3,314 1 3,544 1 3,584 1 3,535 1 3,927 1 3,757 1 3,705 1 3,749 1 4,46D 2-YEAR CASH FLOW SANITATION FUND 13,000 16,000 14AM 12,000 0 10,000 Mash Bal Posidre Q 8,000 r Inflows yr _Outflows 6,000 4." 2,000 6h� ' C,t� ,..-.ti 01 ,..�t" oy 0'W' Q CL C,� C� api Property Tax Base Value (Certified Value): Over the past ten years, the City has seen an average growth rate of 2.09% in the Certified Property Tax Values. While the economy has been strong, Wichita Falls has not seen significant increases in population or associated growth. This has kept the growth in the certified property values low and relatively stable. The affects, if any, of the COVID-19 Pandemic will not be seen in the Certified Property Tax Value until next year, as the values are established in January, which was prior to the onset of the Pandemic in the current year. Year 2011-12 CertifiedFiscal Property $ 4.430 Yea rs 2012-13 $ 4.465 2013-14 $ 4.549 2014-15 $ 4.620 2015-16 $ 4.768 2016-17 $ 4.850 2017-18 $ 4.942 2018-19 $ 5.075 2019-20 $ 5.276 2020-21 $ 5.446 2.09% *In billions. 48 BUDGET SUMMARY ALL FUNDS Property Tax is the largest source of revenue in the General Fund. The property tax base for 2020, as certified by the Wichita Appraisal District, will increase from $5.276 billion in fiscal year 2019-20 to $5.446 billion in fiscal year 2020-21. This is an increase in value of $170 million, or 3.22% from the prior year. $ 6.000 $ 5.000 Vm C $3.000 m $ 2.000 E •t� Certified Property Values 2011-12 2012-13 2013-14 2014-15 Lu15-16 I1/ 20l/-ib 2019-20 2020-21 Property Tax Rate: The property tax rate has two components, interest and sinking (used to pay debt service), and maintenance and operations. The table below shows the total of each, over the past ten years. The table below shows the actual property tax rates for the General Fund for the fiscal years 2011-12 to 2020-21. I&S 0.012662 0.013131 0.015947 0.015947 0.015750 0.015750 0.015220 0.042778 0.041752 0.041058 M&O 0.612598 0.622129 0.619313 0.619313 0.639520 0.690240 0.690770 0.687102 0.721571 0.722265 Total 0.625260 0.635260 0.635260 0.635260 0.655270 0.705990 0.705990 0.729880 0.763323 0.763323 From 2011-12 to 2020-21, the property tax rate has increased 6 times. This is an average annual increase over ten years of 2.02%. In between FY 2011-12 and 2012-13, the rate increased by $0.01 to address needs at the airport, right-of-way mowing, and staffing in Code Enforcement. In FY 2015-16, the rate increased $0.02. This increase addressed pay plans that had fallen below both public and private market indicators. In fiscal year 2017-18, the City Council authorized an increase of $0.051, to address increases in the cost of personnel services. In FY 2018-19, the rate increased $0.024 to fund a voter approved street maintenance bond. In FY 2019-20, the rate increased $0.033 to increase civil service pay plans and to move all City employees, excluding the Fire Department, to the same Texas Municipal Retirement System plan. eu] BUDGET SUMMARY ALL FUNDS This adopted budget does not include a recommendation to increase the tax rate in the 2020-21 fiscal year. The table below outlines these changes. Property 2011-12 0.612598 0.012662 0.625260 - 0.00% Average Change 2012-13 0.622129 0.013131 0.635260 0.010 1.60% 2013-14 0.619313 0.015947 0.635260 - 0.00% 2014-15 0.619313 0.015947 0.635260 - 0.00% 2015-16 0.639520 0.015750 0.655270 0.020 3.15% 2016-17 0.690240 0.015750 0.705990 0.051 7.74% 2017-18 2018-19 2019-20 2020-21 0.690770 0.015220 0.705990 - 0.00% 0.687102 0.042778 0.729880 0.024 3.38% 0.721571 0.041752 0.763323 0.033 4.58% 2.02% 0.722265 1 0.041058 1 0.763323 1 - 0.00% Slow population and economic growth have affected Wichita Falls for many years. This has resulted in a higher than usual tax rate, spread over a smaller than usual tax base. The smaller the tax base, the higher the tax rate must be, to collect the same revenue as a city with a larger tax base. The cost of living in Wichita Falls has remained very affordable. :Y1] BUDGET SUMMARY ALL FUNDS SCHEDULE OF PROPERTY VALUATIONS: 2011- 2019 2011-12 3,714,449,662 716,365,316 4,430,814,978 0.62526 4,430,814,978 100.00% 2012-13 3,749,608,055 715,113,536 4,464,721,591 0.63526 4,464,721,591 100.00% 2013-14 3,777,010,620 771,002,233 4,548,012,853 0.63526 4,548,012,853 100.00% 2014-15 3,859,560,337 765,251,406 4,624,811,743 0.65526 4,624,811,743 100.00% 2015-16 3,944,783,610 820,827,696 4,765,611,306 0.70598 4,765,611,306 100.00% 2016-17 4,031,689,962 817,687,012 4,849,376,974 0.70598 4,849,376,974 100.00% 2017-18 4,123,022,727 818,629,114 4,941,651,841 0.70598 4,941,651,841 100.00% 2018-19 4,230,948,499 843,630,297 5,074,578,796 0.72988 5,074,578,796 100.00% 2019-20 Est. 4,408,057,608 868,536,525 5,276,594,133 0.76332 5,276,594,133 100.00% NOTES: The Roll Year is one year prior to the Fiscal Year. For example, the 2019 roll is used to determine the Fiscal Year 2019-20 property tax revenues. Property valuations are set by Wichita Appraisal District. The property tax rate is set by the City Council. Source: City of Wichita Falls Comprehensive Annual Financial Report for the Year Ended September 30, 2019 with FY 2019-20 estimate. :7d BUDGET SUMMARY ALL FUNDS AREA PROPERTY TAXES BY TAXING ENTITY Each year, the Wichita Appraisal District sends the taxing agencies in the area their certified tax roll. Each individual entity then adopts their own tax rate. The rates are then applied per $100 of assessed value. Tax Rates Per $100 Valuation Fiscal City of Wichita Falls Wichita County Burkburnett ISD (1) Year M&O I&S Total M&O I&S Total M&O I&S Total 2009-2010 $ 0.59 $ 0.02 $ 0.61 $ 0.48 $ $ 0.48 $ 1.17 $ 0.14 $ 1.31 2010-2011 0.61 0.01 0.62 0.52 0.52 1.17 0.14 1.31 2011-2012 0.61 0.01 0.62 0.53 0.53 1.17 0.14 1.31 2012-2013 0.62 0.01 0.63 0.52 0.52 1.17 0.13 1.30 2013-2014 0.62 0.01 0.63 0.51 0.51 1.17 0.12 1.29 2014-2015 0.64 0.02 0.66 0.51 0.51 1.17 0.14 1.31 2015-2016 0.69 0.02 0.71 0.55 0.55 1.17 0.14 1.31 2016-2017 0.69 0.02 0.71 0.58 0.03 0.61 1.17 0.37 1.54 2017-2018 0.69 0.02 0.71 0.58 0.08 0.66 1.17 0.37 1.54 2018-2019 0.69 0.04 0.73 0.59 0.07 0.66 1.17 0.37 1.54 City View ISD (2) Iowa Park CISD (3) Wichita Falls ISD (4) Grand M&O I&S Total M&O I&S Total M&O I&S Total Total 2009-2010 $ 1.17 $ 0.25 $ 1.42 $ 1.04 $ 0.10 $ 1.14 $ 1.04 $ 0.16 $ 1.20 $ 6.16 2010-2011 1.17 0.25 1.42 1.04 0.09 1.13 1.04 0.17 1.21 6.21 2011-2012 1.17 0.25 1.42 1.04 0.24 1.28 1.04 0.17 1.21 6.37 2012-2013 1.17 0.25 1.42 1.04 0.24 1.28 1.04 0.17 1.21 6.36 2013-2014 1.17 0.25 1.42 1.04 0.24 1.28 1.04 0.17 1.21 6.34 2014-2015 1.17 0.25 1.42 1.04 0.23 1.27 1.04 0.10 1.14 6.31 2015-2016 1.17 0.25 1.42 1.17 0.16 1.33 1.04 0.19 1.23 6.55 2016-2017 1.17 0.25 1.42 1.17 0.16 1.33 1.04 0.19 1.23 6.84 2017-2018 1.17 0.25 1.42 1.17 0.16 1.33 1.04 0.19 1.23 6.89 2018-2019 1.17 0.25 1.42 1.17 0.16 1.33 1.04 0.18 1.22 6.90 Notes: (1) Burkburnett Independent School District- 25% in Wichita Falls city limits (2) City View Independent School District - 90% in Wichita Falls city limits (3) Iowa Park Consolidated Independent School District- 2% in Wichita Falls city limits (4) Wichita Falls Independent School District - 99% in Wichita Falls city limits Source: City of Wichita Falls, Comprehensive Annual Financial Report for the Year Ended September 30, 2019 M BUDGET SUMMARY ALL FUNDS sk ■ Wichita Falls City 29% ■ Wichita Falls ISD 23% Burkburnett ISD 5% M4 ■ City View ISD 1% T ■ Iowa Park CISD 3% ■ Wichita County 39% The percentages above indicate the total area property taxes by property taxing district based on the 2019 certified values, which correlate to the 2019-20 fiscal years. Depending on the location of the property, the school district applicable to that property's tax roll will vary. Parties interested in learning more about all of Wichita County are directed to contact the County at Whichitacountytx.gov. ENTITY Certified Value Certified Value Certified Value Certified Value Certified Valu Wichita $4,767,682,652 $4,850,260,964 $4,941,651,841 $5,074,521,656 $5,276,594,133 Falls City Wichita $3,758,971,973 $3,817,501,052 $3,887,170,383 $3,978,734,106 $4,139,730,564 Falls ISD Burkburnett $708,488,639 $697,635,594 $708,432,464 $769,801,825 $828,633,828 ISD City View $168,262,960 $175,199,000 $175,275,791 $188,534,711 $196,799,686 ISD Iowa Park $537,794,523 $491,768,731 $507,848,717 $509,052,801 $549,249,615 CISD Wichita $6,596,106,668 $6,549,147,358 $6,670,256,106 $6,880,555,202 $7,173,356,997 County 53 0. O Ir m a Li � N o Li H�E N l uu � 1� N � u � Ri O > N cC cd N O N 3 W � 5 U � J � G o l r W � x 5^� o a J Li M o.+ c LO BUDGET SUMMARY ALL FUNDS WICHITA COUNTY APPRAISAL DISTRICT eon 1-1, —i lie 25 Sunshine Hill Oil Field �trd 67 bra rn.,ik C TRAA OIL FIELD Pleas Iowa Park CISD \ �o pir KM OIL FIELD Valley r View i Mollid ISD i:amav HOLLlDAY IL FIELD M Ka an Cann {'�ill'lllld � rw w�w'rlw'W'Y. _ _ _ _ " _ �cher iday 7 lankins HWI Silk 32 0i1 Field i i7un dee Uerol i �36 i ast Oil Field Bu rkburn eti. I�4 Burk liett - \--/ 7 J Bwkl:iurnett lSD Ca&hlon community 8t, i Sheppard Air Force B View IS —' C S1� ti Wichita +� Falls iArlrilT at(S 79 Wichi - 82' is 8 82 k 4731 1, .4[[IYi1QH i _ �swel city R[5@NB� i i i 79 i i i Southwest Randle Oil Field 65 Pianpkin Ridge h Hake!! Oil Field i ll f_I " 55 BUDGET SUMMARY ALL FUNDS DEPARTMENTS BY FUNCTION AND FUNDING SOURCE FUNDING SOURCE KEY GF GENERAL FUND FG FEDERAL GRANTS RA REGIONAL AIRPORT FUND KA KICKAPOO AIRPORT FUND HF HOTEL/MOTEL FUND FF FLEET MAINTENANCE FUND TRANSIT FUND SANITATION FUND WF WATER AND SEWER FUND SWF STORM WATER FUND IT INFORMATION TECHNOLOGY FUND The breakdown on the following page makes it easier to locate the divisions' budgets in the budget book. To find a division's budget, look at the name of the fund listed across from it. Then go to the section of the budget book pertaining to that fund. (Some divisions are funded by more than one fund, so they appear in more than one section of the budget book.) :10 BUDGET SUMMARY ALL FUNDS Departments by Functions and Funding Source Division General Fund Federal Grants Regional Airport Fund Kickapoo Airport Fund Hotel/Motel Fund Fleet Maintenance Fund Transit Fund Sanitation Fund Water and Sewer Fund Storm Water Fund Information Tech.Fund Accounting and Finance GF jGF FG FG FG FG FG FG FG FG FG FG FG FG HF FF IT Animal Services Building & Code Administration Building Maint Services CDBG Code Enforcement CDBG Admin CDBG Demolition CDBG Grant Management CDBG Job Training City Clerk City Manager Community Clinical Linkage Grant Community Rural Health Comprehensive Cancer Control Program Convention Visitor's Bureau Emergency Mgt Assistance Grant Engineering GF GF GF GF GF GF GF GF GF GF GF GF GF GF GF ma Fleet Maintenance Gen Environmental Health Gen Municipal Court Operations General City Cemetery General City Nursing General City Recreation General Fire General MILK Center Op General Park Maintenance General Planning General Police General Property Management General Public Information General Traffic Engineering Health Administration HOME Administration Human Resources Immunization Grant Infectious Disease Control-Ebola Information Technology Kickapoo Airport Operations Lab/Water Pollution :1/ BUDGET SUMMARY ALL FUNDS Division General Fund Federal Grants Regional Airport Fund Kickapoo Airport Fund Hotel/Motel Fund Fleet Maintenance Fund Transit Fund Sanitation Fund Water and Sewer Fund Storm Water Fund Information Tech.Fund Lake Lot Administration GF GF FG FG FG FG FG RA HF 7 WF SWF Landfill Legal Library Mayor and City Council MPEC Business Park Maintenance Public Transportation Operations Public Transportation Planning Public Transportation Preventative Maintenance Public Works Administration Purchasing Refuse Collection Regional Airport Operations Section S Housing Voucher Sewer Rehabilitation Storm Water Drainage Street Maintenance Texas Health Communities Transfer Station SF Transit HUB Operations Transportation Planning Grant Tuberculosis Grant Utility Collection Utility Equipment Services Wastewater Collection Wastewater Treatment Water Distribution Water Purification Water Source of Supply WIC Grant 58 BUDGET SUMMARY ALL FUNDS CITY OF WICHITA FALLS STRATEGIC PLAN The following section describes the Action Plan of the City of Wichita Falls' Strategic Plan, including each goal, policy, the actions required, and the City department responsible for implementation. Furthermore, the City Council prioritized these goals into an order they would prefer to see them implemented. Action Plan In February 2019, the City Council and City staff conducted a 2-day strategic planning workshop at MPEC to ensure the best possible decisions for Wichita Falls are made over the next few years. The Azimuth Group, Inc. was contracted to facilitate and document the results of this collective planning and priority -setting effort. The strategic plan is an example of the operation of the "Council -Manager" form of government in that the City Council adopts the strategic plan and its policies and the City staff is then responsible for implementation. The City Council ratified the plan and its goals on March 5, 2019, and a summary of the five (5) general goals and twenty-five (25) policies and objectives are listed on the following pages. Who is Responsible for Implementation? r4A STRATEGIC PLAN Aul BUDGET SUMMARY x H O cc Q U O z O U W W Q W J W U U Q ALL FUNDS Objective Ongoing Upcoming Goal Support • Campaign For WFISD Implementation • WF Talent Partnership Support of the • Modern School Facilities • Establish A Diversity Accelerate Economic Economic Thriving SAFB Business Council Growth • Downtown • Entrepreneurial Maker Hub Development • Bicycle Friendly Community • Hire DT Economic Plan Development Director • Continue to improve digital • Significantly Increased Print And and social media content Aggressively Online Advertising • MPEC Hotel and Enhance Wichita Falls Market the City • Video Marketing/FB — 21,400 Views Conference Center Brand • 4A— Chamber —DTWF, Inc Support • New/UpdatedCVB Website • New Director/Reorganization • Focus Area around WFHS/Zundy Revitalize • Annual CDBG/HOME Allocation • Coalition of Neighborhoods Depressed and • Support of TDHCA projects • Update CDBG 5-Year Plan Accelerate Economic Declining New Lynwood East Community Focus Area — Rental Growth Center Registration Neighborhoods • Support Operation Fresh Start • Budget Decisions • Trustee Lots to Ameritek Homes • Kemp/Monroe Drainage Project • 4A/Support of Sheppard Military • Base Commander's Support a Affairs Committee (SMAC) Quarterly Meetings Thriving • Support of Main Gate possible New Gate Upgrade Project Accelerate Economic Sheppard Air Upgrade Project Upgray . Chamber— Growth Force Base . City Services Contract Spouse/Veterans Job and . Texas Mayors of Military Community Engagement Communities Opportunities • Continue to Investigate All Expand Opportunities Community • ISD's/MSU Job Fairs Attract/Retain Young Internship • City Internship Program/Website • Chamber Networking workers Events Opportunities • Possible Formal Partnership w/ MSU Align the • Ongoing Implementation of Assessment Priorities and Recommendations Metrics of the • 4A/Organizational Assessment • Ongoing Implementation Accelerate Economic City, Chamber • WFEDC (4A) Support of Projects of ED Plan Growth and EDC Boards • Upcoming Goal Setting Session • Quarterly —Community Leader's Support and Roundtable • Continue Partner with • Partner with MSU, Vernon College, Support/Participation of Local WFISD Internship Programs Community Leader's Accelerate Economic Educational • MSU Transit —Mustang Route Roundtable Growth Institutions ' Public Works/Water • Internship Program Focus Treatment/WFISD 60 BUDGET SUMMARY ALL FUNDS Objective Ongoing Upcoming Goal • List of High Priority • Incorporate Facility Educate Citizens Projects/Capital Needs on Future Improvement Plan (CIP) Discussions/Tours In Provide Adequate Infrastructure Academy Curriculum Infrastructure Needs • Creation of Wichita Falls • Facility Needs Video Citizens Academy Series • 5-Year CIP • MPEC Improvements • Kemp/Monroe Drainage (Venue Tax) ($8-10M) • MPEC Hotel/Conference • New Transit Facility Center LU Complete ($10M) Transit Maintenance M Signature Public Expansion of Maplewood Facility Construction Provide Adequate Improvements Dr • Quail Creek Drainage Infrastructure °C • Lake Wichita Boardwalk Project v~i Q • Circle Trail • Continued Lake � Ringgold Planning Z • MPEC Hotel/Conference • Continue Street Bond QCenter Projects C( Evaluate . 2% Increase in HOT Tax • Continue Investigating LU o Alternative . TIF #3 (Eastside) Street Maintenance Fee Provide Adequate a LU Options for • TIF #4 (Downton) • Auditorium/City Hall Infrastructure o Infrastructure Improvements • Hamilton Park Splash Pad Stabilization 0 cc a • Evaluating Shared -Lane Create a Bicycle- • Task Force Created Opportunities Friendly • Application Submitted • Funding for Pavement Provide Adequate Infrastructure Community • Bronze -Level Certification Markings (Year 1: $100K-200K) • Auditorium/City Hall Rehabilitate or • Auditorium/City Hall Renovation Replace Outdated Renovation • Police Headquarters Provide Adequate Public Facilities • Stabilization Project • Fire Station #1/Admin Infrastructure • Modern School Facilities 61 BUDGET SUMMARY ALL FUNDS Objective Ongoing .. • Downtown Plan Approved • New Director Hired • DT Maintenance Code Implement the • TIF #4 "Activated" — . Downtown Zoning Redevelop Downtown Master Funds Dedicated Realignment Downtown Plan . Researching Grant • Parking Issues Opportunities • 4B/DT Improvement Grants • 4B/City Council — J Facilitate the • Market Study Complete Funding Incentives LL Development of a Consideration Redevelop Convention Center • Developer Selected • Parking Lot Expansion Downtown Hotel • 3-Way MDA Executed • Hotel/Conference Center Construction z 3 0 z 0 o • 413 Sales Tax Corp • 413 Sales Tax a p � • DT Improvement Grants Corporation W Pursue Public • MPEC Conference Redevelop W Private Partnerships • New Projects Center Funding Downtown o • MPEC Hotel/Convention cc Center • DT Improvement Grant Program • Continue 413 • Implementation of DT Participation Master Plan • MPEC • Implementation of ED Hotel/Conference Create a Live -Work- Strategy Center Redevelop Play Downtown • 413 Grants/Projects • Marketing Downtown • TIF #4 Efforts/DTW F • MPEC Hotel/Conference • Hire DT Economic Center Development Coordinator — Chamber 62 BUDGET SUMMARY ALL FUNDS Objective Ongoing Upcoming Goal • Continue Tyler Roll -Out — Streamline • Tyler Implementation Budget — Budget 2021 Municipal • Evaluate Property Efficiently Deliver Business • Executime Disposition City Services Processes • Development Review • Evaluate Online Inspection Requests • Making Development Review a Priority . Development Review • Quarterly Meetings w/ Encourage Development Committee Solutions- Community • Submittal Checklists — Turn - Efficiently Deliver Oriented Around Time • Development Review City Services Customer • Evaluate Online Inspection Service Committee Requests • More Positive • Quarterly Meetings Attitudes— v Employees/Contractors cc • Compensation/Benefits (A Study Maintain • 2019 —Annual • Upcoming Meet and Confer v cc W Market- Salary/Benefits Survey • Consider Possible Efficiently Deliver > Competitive • Retirement Adjustments As Part of FY City Services o Salaries and Contribution 2021 Budget J Benefits Enhancement (TMRS) • Continue Efforts At z Becoming A "Preferred Employer" LL w • June 2019 — City Council • CRC Public Hearing Review and Creates Charter Review • Vote To Recommend Update the City Committee (CRC) Changes City Council Efficiently Deliver Charter as • CRC Meetings c • City Council to Consider any City Services Needed • CRC Reviewed City or all Proposals to Electorate Charter In Its Entirety • Election • Improving Performance • City Manager's Update Management/Benchmarkin • Staff/Council Ethics g — FY 2021 Budget Practice Training • Tie Strategic Plan to FY 2021 Efficiently Deliver Effective • More Proactive Social Budget City Services Governance Media • Transparency and Budget • Comcate/Access City Awards Hall • Fire Dept. Best Practices Certification 63 BUDGET SUMMARY ALL FUNDS Objective Policy Actions Goal • Weekly City Manager's Update • City Council Agenda Equip City —Strategic Plan • TML Updates/New Member Councilors as • Develop Talking Training Communicate/Engage Community Points for Major • Annual Organizational the Public Ambassadors Projects Activity Report • TML Conferencing • Annual CM Budget Message • Reorganized c) CVB/PIO: m Marketing and A Enhance Public Communications • New Content for Ch 1300 UJ Outreach and • proactive SM and SM Communicate/Engage Approach • Wichita Falls Citizens the Public oEngagement • "Fact vs. Rumor" Academy Z • CVB In Marketing/Website Z Q Improvements UJ • City Council: . Development of Internal SM Approved Policy Z "' Adopt Best Amended • Research SM Record u, Practices for Social Governance Policy Retention Communicate/Engage > P: Media • Proactive • Software the Public U Monitoring of SM Q • City Related Views • Continue Proactive — 2 ZM Messaging • Centralize Media Requests • Reorganization — • Continue to Expand Staff Establish PIO/CVB Speaking Coordinated and Engagements/Opportunities Communicate/Engage Trusted • Staff Speaking . Continue to Improve Upon the Public Messaging Engagements SM Presence/Messaging • "Fact vs. Rumor" • Research Mass Text -Alert System 64 BUDGET SUMMARY ALL FUNDS Three Year Comparison All Funds: Revenues General Fund Ad Valorem Tax 34,080,903 37,372,827 9.66% 38,829,595 3.90% Sales Tax 24,894,930 24,643,675 -1.01% 23,097,309 -6.27% All Other Taxes 7,293,412 7,415,409 1.67% 7,387,789 -0.37% Service Charges 2,927,842 2,955,000 0.93% 2,957,893 0.10% Licenses & Permits 2,073,791 2,016,086 -2.78% 1,737,727 -13.81% Fines & Forfeitures 2,694,497 2,734,600 1.49% 2,361,451 -13.65% Contributions 182,294 194,678 6.79% 225,963 16.07% Misc. Revenues 2,003,506 1,653,096 -17.49% 1,373,777 -16.90% Transfer In 3,656,770 4,076,903 11.49% 3,769,421 -7.54% TOTAL GENERAL FUND 79,807,944 83,062,274 4.08% 81,740,925 -1.59% Water & Sewer Fund Water Sales 32,245,471 32,324,698 0.25% 33,381,081 3.27% Sewer Sales 10,483,456 10,342,500 -1.34% 10,342,500 0.00% All Other Revenue 2,180,335 6,031,950 176.65% 1,437,191 -76.17% TOTAL WATER & SEWER FUND 44,909,262 48,699,148 8.44% 45,160,772 -7.27% Sanitation Fund Sanitation Fees -Curbside -Res 177,097 - -100.00% - Sanitation Fees-AlleyORes 6,452,544 6,561,588 1.69% 6,955,283 6.00% Sanitation Fees Commercial 5,555,746 5,398,413 -2.83% 5,722,318 6.00% Landfill Fees 1,947,331 1,500,000 -22.97% 1,500,000 0.00% All Other Revenue 810,943 1,678,303 106.96% 608,604 -63.74% TOTAL SANITATION FUND 14,943,661 15,138,304 1.30% 14,786,205 -2.33% Stormwater Fund Service Charges 3,730,485 3,699,000 -0.84% 3,700,000 0.03% Misc. Revenues 139,030 1,956,123 1306.98% 50,000 -97.44% TOTAL STORMWATER FUND 3,869,514 5,655,123 46.15% 3,750,000 -33.69% Fleet Maintenance Fund Service Charges 10,194,007 10,575,426 3.74% 10,250,181 -3.08% Misc. Revenues 3,629,018 124,427 -96.57% 88,000 -29.28% TOTAL FLEET FUND 13,823,025 10,699,853 -22.59% 10,338,181 -3.38% Information Technology Fund Service Charges 3,671,148 3,584,439 -2.36% 3,813,581 6.39% Misc. Revenues (679) 13,429 -2076.71% - -100.00% TOTAL IT FUND 3,670,469 3,597,868 -1.98% 3,813,581 6.00% 65 BUDGET SUMMARY ALL FUNDS Three Year Comparison All Funds: Revenues Hotel/Motel Fund Taxes Misc. Revenues TOTAL HOTEL/MOTEL FUND 2,038,732 2,000,000 -1.90% 1,500,000-25.00% - - 0.00% 2,043,266 100.00% 2,038,732 2,000,000 -1.90% 3,543,266 77.16% MPEC Fund Contributions 1,289,702 Misc. Revenues - 35,000 Transfer In 2,286,622 2,101,685 TOTAL MPEC FUND 2,286,622 3,426,387 49.84% - Moved to Hotel/Motel Fund, MPEC Fund Dissolved Transit Fund Service Charges 446,478 523,000 17.14% 539,000 Intergovernmental Rev 2,719,179 2,219,604 -18.37% 1,884,902 -15.08% Misc. Revenues 492,826 132,005 -73.21% 32,100 -75.68% TOTAL TRANSIT FUND 3,658,482 2,874,609 -21.43% 2,456,002 -14.56% Regional Airport Fund Service Charges 416,168 380,000 -8.69% 380,000 Misc. Revenues 759,505 1,062,703 39.92% 827,582 TOTAL REGIONAL AIRPORT FUND 1,175,673 1,442,703 22.71% 1,207,582 -16.30% Kickapoo Airport Fund Service Charges 275 120 -56.36% 120 0.00% Intergovernmental Rev 2,138,738 - -100.00% - 0.00% Misc. Revenues 944,612 1,040,083 10.11% 1,022,686 -1.67% TOTAL KICKAPOO FUND 3,083,625 1,040,203 -66.27% 1,022,806 -1.67% Waterpark Fund Service Charges 1,003,861 1,047,498 4.35% 1,063,542 1.53% Misc. Revenues 428,209 463,526 8.25% 461,390 -0.46% TOTAL WATERPARK FUND 1,432,070 1,511,024 5.51% 1,524,932 0.92% Golf Course Fund Service Charges 427,312 830,000 94.24% 830,000 0.00% Misc. Revenues 461,171 80,000 -82.65% 80,000 0.00% TOTAL GOLF COURSE FUND 888,483 910,000 2.42% 910,000 0.00% Debt Service Fund Taxes 2,081,315 2,203,104 5.85% 2,191,697 -0.52% Contributions 1,881,331 1,882,945 0.09% 1,882,463 -0.03% Penalties and Interest 31,873 - 0.00% - 0.00% Transfer In 1,894,955 1,840,065 -2.90% 1,844,655 0.25% TOTAL DEBT SERVICE FUND 5,889,474 5,926,114 0.62% 5,918,815 -0.12% 66 BUDGET SUMMARY ALL FUNDS Three Year Comparison All Funds: Revenues FY 2018-19 Duplicating Services Service Charges TOTAL DUPLICATING SERVICES FUND Other Funds Intergovernmental Rev Misc. Revenues Transfer In TOTAL OTHER FUNDS TOTAL ALL FUNDS FY 2020-21 156,579 134,058-14.38% 130,908 -2.35% 156,579 134,058 -14.38% 130,908 -2.35% 7,384,341 53,590 172,348 7,725,882 65,000 181,764 4.63% 21.29% 5.46% 7,816,863 154,270 164,436 1.18% 137.34% -9.53% 7,610,279 7,972,646 4.76% 8,135,569 2.04% 189,243,893 194,090,313 2.56% 184,439,544 -4.97% 67 BUDGET SUMMARY ALL FUNDS Three Year Comparison All Funds: Expenditures FY 2018-19 FY 2020-21 Actual • • • Adopted % Change General Fund Mayor and City Council 73,136 66,102 -9.62% 79,939 20.93% City Manager 801,388 719,944-10.16% 710,754 -1.28% Human Resources 782,608 893,879 14.22% 760,771 -14.89% MILK Operations 127,706 133,587 4.61% 135,731 1.60% Training/Radio Communications 144,070 133,650 -7.23% 152,153 13.84% Farmer's Market 387 0.00% Library Operations 1,543,200 1,668,749 8.14% 1,612,865 -3.35% General Public Information 169,263 184,581 9.05% 166,566 -9.76% Gen Municipal Court 944,757 941,170 -0.38% 914,388 -2.85% Building Maintenance 2,464,808 2,756,497 11.83% 2,561,096 -7.09% Non Departmental 6,571,970 6,376,051 -2.98% 6,637,874 4.11% Health Administration 771,461 772,742 0.17% 750,656 -2.86% General City Nursing 674,243 724,946 7.52% 704,129 -2.87% Immunization Grant Program 7,198 0.00% Gen Environmental Health 780,259 840,751 7.75% 721,940 -14.13% Animal Services 977,610 1,091,042 11.60% 1,106,463 1.41% Lab Water Pollution 213,129 242,548 13.80% 236,000 -2.70% Accounting and Finance 596,180 691,930 16.06% 862,524 24.65% Purchasing 157,568 165,021 4.73% - 0.00% General City Police 24,843,196 27,084,229 9.02% 26,822,636 -0.97% General City Fire 16,691,392 17,723,212 6.18% 17,810,935 0.49% Recreation 1,346,423 1,484,074 10.22% 1,417,407 -4.49% Park Maintenance 3,380,584 3,680,842 8.88% 3,644,768 -0.98% Business Park Maintenance 296,051 347,074 17.23% 366,944 5.72% City Lot Mowing 126,226 170,200 34.84% 158,628 -6.80% General Cemetery 254,869 281,741 10.54% 291,254 3.38% General City Planning 408,854 589,493 44.18% 472,742 -19.81% Inspection 1,344,773 1,528,895 13.69% 883,000 -42.25% Code Enforcement - - 0.00% 501,208 100.00% Property Management 296,619 344,210 16.04% 326,539 -5.13% Lake Lot Administration 131,200 163,574 24.68% 165,447 1.14% Traffic Engineering 4,848,775 2,139,585-55.87% 1,940,734 -9.29% Engineering 1,454,159 1,588,105 9.21% 1,556,779 -1.97% Street Maintenance 5,211,073 6,394,602 22.71% 6,145,052 -3.90% Legal Department 810,953 933,453 15.11% 886,179 -5.06% City Clerk Department 194,336 205,792 5.89% 236,826 15.08% TOTAL GENERAL FUND 79,440,426 83,062,273 4.36% 81,740,925 -1.59% 68 BUDGET SUMMARY ALL FUNDS Three Year Comparison All Funds: Expenditures FY 2018-19 FY 2020-21 Actual • • • Adopted % Change Water & Sewer Fund Utility Collection 1,028,526 1,101,928 7.14% 1,241,793 12.69% Water Sewer Debt Service 2,589,415 12,728,187 391.55% 12,737,907 0.08% Utilities Administration 651,611 995,112 52.72% 804,091 -19.20% Utility Equipment Services 895,212 963,797 7.66% 1,210,770 25.63% Water Distribution 4,006,677 3,960,567 -1.15% 4,086,543 3.18% Sewer Rehabilitation 439,840 729,768 65.92% 700,679 -3.99% Water Source of Supply 423,947 520,556 22.79% 733,472 40.90% Water Purification 5,359,911 6,777,334 26.44% 6,681,286 -1.42% Wastewater Collection 932,104 1,070,336 14.83% 1,105,553 3.29% Wastewater Treatment 4,556,127 5,316,128 16.68% 5,235,217 -1.52% Water/Sewer Special Items 15,645,367 14,535,434 -7.09% 10,623,460 -26.91% TOTAL WATER & SEWER FUND 36,528,736 48,699,148 33.32% 45,160,772 -7.27% Sanitation Fund Sanitation 9,959,730 9,386,450 -5.76% 9,434,397 0.51% Transfer Station 1,179,988 1,341,316 13.67% 1,581,796 17.93% Landfill 3,771,063 4,140,537 9.80% 3,485,012 -15.83% Sanitation Special Items 94,971 270,000 184.30% 285,000 5.56% TOTAL SANITATION FUND 15,005,751 15,138,304 0.88% 14,786,205 -2.33% TOTAL STORMWATER FUND 1,235,689 5,655,123 357.65% 3,750,000 -33.69% TOTAL FLEET FUND 11,747,039 10,699,853 -8.91% 10,338,181 -3.38% TOTAL IT FUND 2,958,513 3,597,868 21.61% 3,813,581 6.00% TOTAL HOTEL/MOTEL FUND 2,038,732 2,000,000 -1.90% 3,543,266 77.16% TOTAL MPEC FUND 2,286,622 3,426,387 49.84% - -100.00% TOTAL TRANSIT 3,936,870 2,874,609 -26.98% 2,456,002 -14.56% TOTAL REG. AIRPORT FUND 2,831,077 1,442,703 -49.04% 1,207,582 -16.30% TOTAL KICKAPOO AIRPORT FUND 980,555 1,040,203 6.08% 1,022,806 -1.67% TOTAL WATERPARK FUND 1,416,657 1,511,024 6.66% 1,524,932 0.92% TOTAL GOLF COURSE FUND 891,684 910,000 2.05% 910,000 0.00% 69 BUDGET SUMMARY ALL FUNDS Three Year Comparison All Funds: Expenditures FY 2018-19 �ffi�� FY 2020-21 Actual Adopted % Change DEBT SERVICE FUND 5,912,443 5,926,114 0.23% 5,918,815 -0.12% DUPLICATING SERVICES FUND 104,491 134,058 28.30% 130,908 -2.35% OTHER FUNDS 7,974,349 7,972,646 -0.02% 8,135,569 2.04% TOTAL ALL FUNDS WITH CIP 175,289,635 194,090,313 10.73% 184,439,544 -4.97% IN] dic 4 i ft, Fa 1(9 T E X A S Personnel Schedule BUDGET SUMMARY PERSONNEL SCHEDULE: GENERAL FUND FY 2018-19 M FY 2020-21 Councilor 6.00 6.00 6.00 Mayor 1.00 1.00 1.00 TOTAL- Mayor & Council 7.00 7.00 7.00 Assistant City Manager 1.00 2.00 2.00 City Manager 1.00 1.00 1.00 Deputy City Manager 1.00 0.00 - Executive Secretary 1.00 1.00 1.00 TOTAL- City Manager 4.00 4.00 4.00 HR Specialist II 1.00 1.00 1.00 Human Resource Generalist 2.00 2.00 2.00 Human Resources Director 1.00 1.00 1.00 Human Resources Supervisor 1.00 1.00 1.00 Intern 0.00 0.00 1.00 Risk Safety Specialist 2.00 2.00 2.00 Senior Admin Clerk 1.00 1.00 1.00 TOTAL- Human Resources 8.00 8.00 9.00 Clerk 1.00 1.00 1.00 Community Center Coordinator. 1.00 1.00 1.00 TOTAL- MILK Center 2.00 2.00 2.00 Librarian 1 4.00 4.00 4.00 Librarian II 3.00 3.00 3.00 Librarian 111 2.00 2.00 2.00 Library Administrator 1.00 1.00 1.00 Library Assistant 6.00 6.00 6.00 Library Supervisor 1.00 1.00 1.00 TOTAL- Library 17.00 17.00 17.00 Administrative Clerk 0.75 1.00 1.00 Media Producer 1.00 1.00 1.00 Video Producer 0.00 0.00 1.00 Public Information Officer 1.00 1.00 0.50 TOTAL- Public Information 2.75 3.00 3.50 Court Coordinator 1.00 1.00 1.00 Deputy Court Clerk 7.00 7.00 6.00 MCT Administrator/Marshal 1.00 1.00 1.00 Municipal Court Warrant Officer 3.03 3.03 3.03 Municipal Court Judge 1.00 1.00 1.00 Senior Deputy Court Clerk 1.00 1.00 2.00 TOTAL- Municipal Court 14.03 14.03 14.03 ►v BUDGET SUMMARY PERSONNEL SCHEDULE: GENERAL FUND FY 2018-19 FY 2020-21 Administrative Clerk 1.00 1.00 1.50 Building Maintenance Supervisor 1.00 1.00 1.00 Building Maintenance Worker 3.00 3.00 3.00 Custodian 19.60 19.60 19.60 Facility Manager 1.00 1.00 1.00 Lead Custodian 3.00 3.00 3.00 Painter/Bldg. Maintenance Worker 1.00 1.00 1.00 TOTAL- Building Maintenance 29.60 29.60 30.10 Administrative Clerk 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 Assistant City Registrar 1.00 1.00 1.00 Assistant Director of Health 1.00 1.00 1.00 Billing Clerk 1.00 1.00 1.00 City Registrar 1.00 1.00 1.00 Contact Tracing Specialist 0.00 0.00 0.00 Director of Public Health 1.00 1.00 1.00 TOTAL- Health Administration 7.00 7.00 7.00 Administrative Clerk 0.00 0.00 0.00 Community Service Aide 0.80 0.80 0.80 Health Clinic Aide 1.50 1.50 1.50 Lead Licensed Vocational Nurse 0.00 0.00 0.00 Lead Program Coordinator 1.00 1.00 1.00 Lead Public Health Nurse 0.70 0.70 0.70 Licensed Vocational Nurse 0.60 0.60 0.60 Nursing Administrator 1.00 1.00 1.00 Public Health Nurse 1.70 1.70 1.70 Public Health Specialist 0.30 0.30 0.30 Senior Admin Clerk 1.00 1.00 1.00 TOTAL- Nursing 8.60 8.60 8.60 Environmental Admin 1.00 1.00 1.00 PH Officer - Temp 0.00 0.00 0.00 Public Health Inspector 1.00 1.00 1.00 Public Health Office 1.00 1.00 1.00 Sanitarian 6.00 6.00 6.00 Senior Admin Clerk 1.00 1.00 1.00 Vector Control Worker 0.00 0.00 0.00 TOTAL- Environmental Health 10.00 10.00 10.00 73 BUDGET SUMMARY PERSONNEL SCHEDULE: GENERAL FUND FY 2018-19 FY 2020-21 AC & Adoption Supervisor 1.00 1.00 1.00 AC & Kennel Coordinator. 0.00 0.00 1.00 Administrative Clerk 0.00 0.00 1.00 Animal Care Specialist 0.00 0.00 1.00 Animal Control Officer 7.00 7.00 7.00 Animal Control Supervisor 1.00 1.00 1.00 Animal Services Admin 1.00 1.00 1.00 Dispatcher 1.00 1.00 1.00 Kennel Attendant 4.84 4.84 3.00 Lead Kennel Tech 0.00 0.00 0.00 Senior Admin Clerk 2.00 2.00 1.00 Vet Tech 1.00 1.00 0.00 TOTAL- Animal Services 18.84 18.84 18.00 * Restated from prior year budget Laboratory Technician 1.00 1.00 1.00 Senior Admin Clerk 0.50 0.50 0.50 Senior Medical Lab Technician 1.00 1.00 1.00 TOTAL- Lab/Water Pollution 2.50 2.50 2.50 * Restated from prior year budget Accountant II 1.00 0.00 0.00 Accounting and Budget Manager 1.00 0.00 0.00 Accounting/Payroll Analyst 0.80 0.80 0.80 Administrative Clerk 1.05 1.00 0.60 Administrative Secretary 0.80 0.80 0.00 Assistant Dir of Finance 0.00 1.00 1.00 Buyer 1.00 1.00 1.00 CFO/Director of Finance 1.00 1.00 0.85 Finance Consultant 0.00 0.00 0.00 Purchasing Agent 1.00 1.00 1.00 Senior Accountant 1.00 2.00 2.00 Senior Admin Clerk 0.00 0.00 1.00 Senior Budget Analyst 0.00 1.00 1.00 TOTAL- Finance & Accounting 8.65 9.60 9.25 *Finance & Accounting absorbed Purchasing in FY 2020-21, restated as one department in previous years Administrative Secretary 3.00 3.00 3.00 Community Service S 1.00 1.00 1.00 Community Svc Officer 0.00 0.00 0.00 Community Svc Officer II 2.00 2.00 2.00 Crime Analyst 2.00 2.00 2.00 74 BUDGET SUMMARY PERSONNEL SCHEDULE: GENERAL FUND FY 2018-19 FY 2020-21 Crime Scene Tech Supervisor 1.00 1.00 1.00 Crime Scene Technician 4.00 4.00 4.00 Deputy Chief 2.00 2.00 2.00 Dispatch Training Coordinator 0.00 0.00 0.00 Lead Police Records 1.00 1.00 1.00 Lead Public Safety D 3.00 3.00 3.00 Police Administrative 1.00 1.00 1.00 Police Captain 3.00 3.00 3.00 Police Chief 1.00 1.00 1.00 Police Evid/Prop/Imp 1.00 1.00 1.00 Police Impound Coordinator 1.00 1.00 1.00 Police Impound/Evid 2.00 2.00 2.00 Police Lieutenant 7.00 7.00 7.00 Police Officer 165.00 165.00 165.00 Police Records Clerk 12.00 12.00 12.00 Police Records Clerk S 1.00 1.00 1.00 Police Sergeant 25.00 25.00 25.00 Psd - Temp 0.00 0.00 0.00 Psd - Tf 0.00 0.00 0.00 Psd Trainee 1 0.00 0.00 0.00 Psd Trainee li 0.00 0.00 0.00 Public Safety Communication S 1.00 1.00 1.00 Public Safety Dispatch 32.00 32.00 32.00 Public Safety Dispatcher Supervisor 3.00 3.00 3.00 Senior Admin Clerk 19.00 19.00 19.00 Sentinels 2.50 2.50 2.50 TOTAL- Police 295.50 295.50 295.50 Administrative Secretary 1.00 1.00 1.00 Assistant Fire Chief 1.00 1.00 1.00 Assistant Fire Marshal 2.00 2.00 2.00 Fire Battalion Chief 4.00 4.00 4.00 Fire Captain 15.00 15.00 15.00 Fire Chief 1.00 1.00 1.00 Fire Equipment Operator 41.00 41.00 41.00 Fire Lieutenant 24.00 24.00 24.00 Fire Marshall 1.00 1.00 1.00 Firefighter 72.00 72.00 72.00 Senior Admin Clerk 1.00 1.00 1.00 TOTAL- Fire 163.00 163.00 163.00 Administrative Secretary 1.00 1.00 1.00 75 BUDGET SUMMARY PERSONNEL SCHEDULE: GENERAL FUND FY 2018-19 FY 2020-21 Camp Supervisor 0.38 0.38 0.38 Concession Worker 1 0.96 0.96 0.96 Facility Monitor - G 2.50 2.50 1.50 Facility Monitor -Gym 0.00 0.00 1.00 Lifeguard 1.15 1.15 1.15 Maintenance Worker 4.00 4.00 2.00 Mwr Recreation - Tf 0.00 0.00 0.50 Mwr - Recreation Tf 0.00 0.00 0.50 Mwr - Recreation -Tf 0.00 0.00 0.50 Mwr Recreation - Tf 0.00 0.00 0.50 P&R Program Coordinator 3.00 3.00 3.00 Rec Service Administrator 1.00 1.00 1.00 Recreation Ldr/Track 1.80 1.80 0.15 Recreation Leader/50 2.00 2.00 1.00 Recreation Leader/Da 0.00 0.00 1.80 Recreation Super / T 0.19 0.19 0.19 Senior Admin Clerk 1.00 1.00 1.00 Senior Zone Worker 0.00 0.00 1.00 Sr. Maintenance Worker 1.00 1.00 1.00 Swimming Pool Cashier 0.69 0.69 0.69 Swimming Pool Supervisor 0.40 0.40 0.40 TOTAL- Recreation 21.07 21.07 21.22 Department Administrative 1.00 1.00 1.00 Horticulturist 1.00 1.00 1.00 Irrigation Specialist 3.00 3.00 3.00 Maintenance Worker 33.28 33.28 33.28 MWR - Parks - TF 0.00 0.00 0.00 Park Maintenance Coordinator 4.00 4.00 4.00 Park Service Worker 2.00 2.00 2.00 Parks Administrator 1.00 1.00 1.00 Sr. Maintenance Worker 8.00 8.00 8.00 TOTAL- Parks Maintenance 53.28 53.28 53.28 Maintenance Worker 4.96 4.96 4.96 Park Maintenance Coordinator 1.00 1.00 1.00 TOTAL- Business Park 5.96 5.96 5.96 Maintenance Worker 1.00 1.00 0.44 MWR - Lot Mowing 0.00 0.00 1.00 MWR - Lot Mowing - TF 0.00 0.00 1.00 Senior Maintenance Worker 2.44 2.44 1.00 TOTAL- City Lot 3.44 3.44 3.44 ►[ BUDGET SUMMARY PERSONNEL SCHEDULE: GENERAL FUND FY 2018-19 FY 2020-21 MWR - Cemetery 1.96 1.96 1.96 PMC - Cemetery 1.00 1.00 1.00 SMR - Cemetery 1.00 1.00 1.00 TOTAL- Cemetery 3.96 3.96 3.96 Senior Admin Assistant 1.00 1.00 1.00 Planner II 1.00 1.00 1.00 Planner III 0.00 0.00 1.00 Planning Administrator 1.00 1.00 1.00 Planning Technician 2.00 2.00 1.00 Director of Development Services 1.00 1.00 0.70 TOTAL- Planning 6.00 6.00 5.70 Neighborhood Services Manager Code Enforcement Officer Code Enforcement Officer II Senior Admin Clerk 0.51 3.78 0.92 1.85 0.51 3.78 0.92 1.85 0.40 4.70 0.90 1.85 TOTAL- Code Enforcement 7.06 7.06 7.85 Assistant Building Official 1.00 1.00 1.00 Chief Building Official/Development 1.00 1.00 1.00 Coordinator Code Compliance Officer 5.00 5.00 5.00 Permit Tech 2.00 2.00 2.00 Plan Reviewer 1.00 1.00 1.00 TOTAL- Inspections 10.00 10.00 10.00 *New Dept. restated prior years Senior Admin Clerk 0.50 0.50 0.50 Lien Coordinator 1.00 1.00 1.00 Property Mgmt. Assistant 1.00 1.00 1.00 Property Mgmt./Lake Lot 1.00 1.00 1.00 TOTAL- Property Mgmt. 3.50 3.50 3.50 Senior Admin Clerk Assistant Prop Mgmt./Lake 0.50 1.00 0.50 1.00 0.50 1.00 TOTAL- Lake Lot 1.50 1.50 1.50 Electronics Technician 1.00 1.00 1.00 Lead School Crossing Guard 0.34 0.34 0.34 School Crossing Guard 4.76 2.88 4.76 Traffic Control Coordinator 0.00 0.00 0.00 Traffic Control Tech 9.00 9.00 9.00 Irl BUDGET SUMMARY PERSONNEL SCHEDULE: GENERAL FUND FY 2018-19 FY 2020-21 Traffic Superintendent 1.00 1.00 1.00 TOTAL- Traffic Engineering 16.10 14.22 16.10 Civil Engineer 2.67 1.67 1.67 Engineering Tech Field 1.00 1.00 1.00 Engineering Technician 6.00 6.00 6.00 Senior Engineering Tech 7.00 7.00 7.00 Deputy Director of Public Works 0.50 0.50 0.50 Director of Public Works 0.55 0.55 0.55 TOTAL- Engineering 17.72 16.72 16.72 C & M Supervisor 2.50 2.50 2.50 Equip Operator 11.00 11.00 11.00 General Maintenance Worker 17.00 17.00 17.00 Heavy Equipment Operator 15.00 15.00 15.00 Laborer 5.00 5.00 5.00 Senior Admin Clerk 1.00 1.00 1.00 Store Clerk 1.00 1.00 1.00 Street Program Coordinator 0.75 0.75 0.75 TOTAL- Street Maintenance 53.25 53.25 53.25 Attorney 1 1.00 1.00 1.00 City Attorney 1.00 1.00 1.00 Deputy City Attorney 1.00 1.00 2.00 Executive Legal Assistant 1.00 1.00 1.00 Legal Clerk 1.00 1.00 1.00 Senior Assistant City Attorney 1.00 1.00 0.00 TOTAL- Legal 6.00 6.00 6.00 City Clerk 1.00 1.00 1.00 Deputy City Clerk 0.75 1.00 1.00 TOTAL- City Clerk 1.75 2.00 2.00 TOTAL- General Fund 809.06 807.63 810.96 78 BUDGET SUMMARY PERSONNEL SCHEDULE: OTHER FUNDS FY 2018-19 O , FY 2020-21 Housing Specialist II 0.50 0.50 0.50 HOME/CDBG Program Ma 1.00 1.00 1.00 Housing Rehab Inspector 0.30 0.30 0.30 Director of Development Services 0.00 0.00 0.10 Code Enforcement and Housing Admin 0.00 0.00 0.10 TOTAL- CDBG Grant Mgmt. 1.80 1.80 2.00 Senior Admin Clerk 0.05 0.05 0.05 Code Enforcement Officer 1 0.19 0.19 0.50 Code Enforcement Officer II 0.05 0.05 0.05 Director of Development Services 0.00 0.00 0.05 TOTAL- CDBG Code Enforcement 0.29 0.29 0.65 Senior Admin Clerk 0.10 0.10 0.10 Code Enforcement Officer 1 1.03 1.03 0.80 Neighborhood Services Manager 0.01 0.01 0.05 Code Enforcement Officer 11 0.03 0.03 0.05 Director of Development Services 0.00 0.00 0.05 TOTAL- CDBG Demolition 1.17 1.17 1.05 Housing/Rehab Inspector 0.50 0.50 0.50 TOTAL- CDBG Delivery Costs 0.50 0.50 0.50 Housing Specialist II 0.50 0.50 0.50 Housing/Rehab Inspector 0.20 0.20 0.20 TOTAL- HOME Administration 0.70 0.70 0.70 Neighborhood Services Manager 0.48 0.48 0.00 Housing Specialist II 1.00 1.00 1.00 Housing Generalist 1.00 1.00 1.00 Housing Admin Specialist 1.00 1.00 1.00 Housing Inspector 1.00 1.00 1.00 Housing Specialist 1 3.00 3.00 3.00 Neighborhood Services Manager 0.00 0.00 0.45 Director of Development Services 0.00 0.00 0.10 TOTAL- Housing Voucher 7.48 7.48 7.55 Transportation Planning 2.00 2.00 2.00 TOTAL- Transportation Planning Grant 2.00 2.00 2.00 rARI BUDGET SUMMARY PERSONNEL SCHEDULE: OTHER FUNDS FY 2018-19 O , FY 2020-21 Accreditation Specialist 1.00 1.00 1.00 Public Health Nurse 0.50 0.50 0.50 Public Health Specialist 0.70 0.70 0.70 Health Educator 0.30 0.30 0.30 TOTAL- Community Rural Health 2.50 2.50 2.50 Health Educator 0.70 0.70 0.70 Program Coordinator 0.70 0.70 0.70 TOTAL- Cancer Control Program 1.40 1.40 1.40 Health Educator 0.70 0.70 0.70 Program Coordinator 1.00 1.00 1.00 TOTAL- Community Clinical Grant 1.70 1.70 1.70 Health Educator 0.30 0.30 0.30 Program Coordinator 0.30 0.30 0.30 TOTAL- TX Healthy Communities 0.60 0.60 0.60 Epidemiologist 1.00 1.00 1.00 TOTAL- Infectious Disease Grant 1.00 1.00 1.00 Public Health Specialist 0.00 0.00 Health Educator 1.80 1.80 Public Health Nutritionist III 0.50 0.50 CDEP Program Admin 1.00 1.00 TOTAL- Diabetes Grant 3.30 3.30 0.00 Administrative Clerk 0.40 0.40 0.40 Administrative Secretary 0.20 0.20 0.20 Accounting/Payroll Analyst 0.20 0.20 0.20 TOTAL- Duplicating Services 0.80 0.80 0.80 Certified Medical Assistant 0.80 0.80 0.80 Health Clinic Aide 0.10 0.10 0.10 Public Health Nurse 0.80 0.80 0.80 Lead Public Health Nurse 0.10 0.10 0.10 TOTAL- Tuberculosis Grant 1.80 1.80 1.80 Immunization Outreach 2.00 2.00 2.00 80 BUDGET SUMMARY PERSONNEL SCHEDULE: OTHER FUNDS FY 2018-19 O , FY 2020-21 Licensed Vocational Nurse 0.60 0.60 0.60 Community Service Aide 0.50 0.50 0.50 Health Clinic Aide 0.40 0.40 0.40 Public Health Nurse 1.00 1.00 1.00 Lead Public Health Nurse 0.20 0.20 0.20 TOTAL- Immunization Grant Program. 4.70 4.70 4.70 Client Services Coordinator. 0.00 0.00 1.00 Outreach Specialist 0.00 0.00 1.00 Public Health Nutritionist 3.00 3.00 2.00 Public Health Specialist 0.50 0.50 1.00 WCS Breastfeeding PR Specialist 0.00 0.00 1.50 WCS Breastfeeding PR Counselor 1.00 1.00 0.50 WCS Clerk 2.00 2.00 2.00 WIC Peer Counselor 2.00 2.00 0.50 WIC Program Administrator 1.00 1.00 1.00 Senior Admin Clerk 1.00 1.00 0.00 Lead WIC Clerk 1.00 1.00 0.00 TOTAL- WIC Grant 11.50 11.50 10.50 Emergency Preparedness Coordinator. 1.00 1.00 1.00 TOTAL- Emergency Mgmt. Asst. Grant 1.00 1.00 1.00 Administrative Clerk 0.00 1.50 1.50 Airport Lineman 0.00 0.00 0.00 Airport Operations S 1.00 1.00 1.00 Ap Lineman - Temp 0.00 0.00 0.00 Airport Administrator 0.60 0.60 0.60 TOTAL- Regional Airport 1.60 3.10 3.10 Airport Lineman 2.00 2.00 2.00 Airport Operations S 1.00 1.00 1.00 AP Lineman - Temp 0.00 0.00 0.00 Lead Airport Lineman 1.00 1.00 1.00 Airport Administrator 0.40 0.40 0.40 TOTAL- Kickapoo Airport 4.40 4.40 4.40 CVB Director 1.00 1.00 0.50 Market & Design Rep 1.00 1.00 1.00 Sales and Service Coord 1.00 1.00 1.00 81 BUDGET SUMMARY PERSONNEL SCHEDULE: OTHER FUNDS FY 2018-19 O , FY 2020-21 CVB Services Rep 1.00 1.00 1.00 TOTAL- Convention & Visitors Bureau 4.00 4.00 3.50 Automotive Mechanic 3.00 3.00 3.00 Transit Operator - Temp 0.00 0.00 0.00 Transit Operator 15.00 15.00 15.00 Public Transportation Admin 1.00 1.00 1.00 Transit Operations Supervisor 1.00 1.00 1.00 Dir of Aviation, Traffic & Transp. 0.15 0.15 0.15 TOTAL- Public Transportation 20.15 20.15 20.15 Assistant Travel Center Operator 1.00 1.00 1.00 CSR - TF 0.00 0.00 0.00 Customer Service Rep 1.00 1.00 1.00 TOTAL- Transit Hub Operations 2.00 2.00 2.00 Administrative Clerk 1.00 1.00 1.00 Laborer 2.86 2.86 2.86 Sanitation Supervisor - Comm 1.00 1.00 1.00 Sanitation Supervisor- HOME 1.00 1.00 1.00 Sanitation Supervisor - Yard 1.00 1.00 1.00 Sanitation Superintendent 1.00 1.00 1.00 Sanitation Worker 4.00 4.00 4.00 SEO 1 12.00 12.00 12.00 SEO II 19.00 19.00 19.00 SEOIII 8.00 8.00 8.00 Senior Admin Clerk 1.00 1.00 1.00 Welder 1.00 1.00 1.00 Deputy Dir of Public Works 0.50 0.50 0.50 Director of Public Works 0.10 0.10 0.10 TOTAL- Sanitation 53.46 53.46 53.46 Laborer 2.00 2.00 2.00 Sanitation Supervisor - Transfer 1.00 1.00 1.00 Scale Attendant 2.00 2.00 2.00 SEOI 2.00 2.00 2.00 SEOII 5.00 5.00 5.00 SEOIII 2.00 2.00 2.00 TOTAL- Transfer Station 14.00 14.00 14.00 82 BUDGET SUMMARY PERSONNEL SCHEDULE: OTHER FUNDS FY 2018-19 UNIT • 1 FY 2020-21 Administrative Clerk 1.00 1.00 1.00 Assistant LF Supervisor 1.00 1.00 1.00 Laborer 2.00 2.00 2.00 LEOI 2.00 2.00 2.00 LEOII 7.00 7.00 7.00 Landfill Supervisor 1.00 1.00 1.00 Landfill Worker 1.00 1.00 1.00 Scale Attendant 3.00 3.00 3.00 Senior Admin Clerk 1.00 1.00 1.00 TOTAL- Landfill 19.00 19.00 19.00 Clerk 0.75 0.75 0.75 Customer Account Analyst 1.00 1.00 1.00 Customer Service Rep 3.00 3.00 3.00 Lead Customer Service Rep 2.00 2.00 2.00 Lead Water Customer 1.00 1.00 1.00 Senior Customer Service Rep 2.00 2.00 2.00 Utility Collection Manager 1.00 1.00 1.00 Water Customer Service Rep 2.00 2.00 3.00 Water Meter Reader 1.00 1.00 1.00 Water Meter Repair Worker 1.00 1.00 0.00 CFO/Director of Finance 0.00 0.00 0.15 TOTAL- Utility Collection 14.75 14.75 14.90 Administrative Secretary 1.00 1.00 1.00 Civil Engineer 1.00 1.00 1.00 Engineer Assistant 1.00 1.00 1.00 Senior Engineering Technician 2.00 2.00 2.00 Utility Operations M 1.00 1.00 1.00 Director of Public Works 0.35 0.35 0.35 TOTAL- Utility Admin 6.35 6.35 6.35 Equipment Operator 4.00 4.00 4.00 Heavy Equipment Operator 8.00 8.00 8.00 Street Superintendent 0.25 0.25 0.25 TOTAL- Utility Equip Services 12.25 12.25 12.25 Administrative Clerk 3.00 3.00 3.00 Dispatcher - Day Sft 1.00 1.00 1.00 Dispatcher - Nights 1.00 1.00 1.00 83 BUDGET SUMMARY PERSONNEL SCHEDULE: OTHER FUNDS FY 2018-19 95WTOV21, FY 2020-21 Heavy Equipment Operator 4.00 4.00 4.00 Meter System Repair 4.00 4.00 4.00 Store Clerk 2.00 2.00 2.00 Storekeeper 1.00 1.00 1.00 USW 1 13.00 13.00 13.00 USW III 13.00 13.00 13.00 Utilities System Sup 4.00 4.00 4.00 Water Dist. Superintend 1.00 1.00 1.00 Water Distribution S 1.00 1.00 1.00 Water Meter Mechanic 1.00 1.00 1.00 TOTAL- Water Distribution 49.00 49.00 49.00 USW 1 3.00 3.00 3.00 USW II 3.00 3.00 3.00 Wastewater Collection/Rehab 1.00 1.00 1.00 TOTAL- Sewer Rehab 7.00 7.00 7.00 P/P Maintenance Mechanic 1.00 1.00 1.00 Senior Pump/ Plant Manager 2.00 2.00 2.00 TOTAL- Water Source of Supply 3.00 3.00 3.00 Administrative Clerk 1.00 1.00 1.00 Electronics Instrume 2.00 2.00 2.00 Lead Plant Operator 5.00 5.00 5.00 P/P Maintenance Mech 3.00 3.00 3.00 Plant Operator 1 8.00 8.00 8.00 Plant Operator II 7.00 7.00 7.00 Senior Lab Technician 1.00 1.00 1.00 Senior Pump/Plant Ma 4.00 4.00 4.00 Utilities System Worker 2.00 2.00 2.00 Water Laboratory Sup 1.00 1.00 1.00 Water Operator & Maintenance S 1.00 1.00 1.00 Water P/P Maintenance Supervisor 1.00 1.00 1.00 Water Supply-Purific 1.00 1.00 1.00 Water/Wastewater Lab 1.00 1.00 1.00 TOTAL- Water Purification 38.00 38.00 38.00 Administrative Clerk 2.00 2.00 2.00 Heavy Equipment Operator 2.00 2.00 2.00 USW II 4.00 4.00 2.00 84 BUDGET SUMMARY PERSONNEL SCHEDULE: OTHER FUNDS FY 2018-19 O , FY 2020-21 Utilities System Worker 5.00 5.00 7.00 WW Collection Supervisor 1.00 1.00 1.00 TOTAL- Wastewater Collection 14.00 14.00 14.00 Administrative Clerk 1.00 1.00 1.00 Environmental Coordinator 0.50 0.50 0.50 Elect Instr Tech 1 1.00 1.00 1.00 Elect Instr Tech II 1.00 1.00 1.00 Lead Plant Operator 9.00 9.00 9.00 P/P Maintenance Mech 6.00 6.00 6.00 Plant Operator 1 1.00 1.00 1.00 Plant Operator li 2.00 2.00 2.00 Pollution Ctrl Spec 1.00 1.00 1.00 Resource Rec Supdt 1.00 1.00 1.00 Senior Lab Tech 1.00 1.00 1.00 Senior P/P Maintenance Mech 3.00 3.00 3.00 Usw 1 5.00 5.00 5.00 Usw 11 2.00 2.00 2.00 W/W Lab Tech 1 1.00 1.00 1.00 W/W Lab Tech Ii 1.00 1.00 1.00 W/W O&M Supervisor 1.00 1.00 1.00 W/W P/P Maintenance Supr 1 1.00 1.00 1.00 W/W P/P Maintenance Supr 11 1.00 1.00 1.00 TOTAL - Wastewater Treatment 39.50 39.50 39.50 C & M Supervisor 0.00 0.00 0.50 City Engineer 0.33 0.33 0.33 Civil Engineer 0.50 0.50 0.50 Environmental Coordinator 1.00 1.00 1.00 Heavy Equip Operator 2.00 2.00 2.00 Street Program Coordinator 1.00 1.00 1.00 TOTAL- Storm Water 4.83 4.83 5.33 *C & M Supervisor was transferred from CDBG Job Training Office Manager 1.00 1.00 1.00 Admin & Accounting 1.00 1.00 1.00 Group Sales Mgr.- Castaway Cove 1.00 1.00 1.00 TOTAL- Castaway Cove 3.00 3.00 3.00 Administrative Secretary 1.00 1.00 1.00 Auto Services Coordinator 1.00 1.00 1.00 85 BUDGET SUMMARY PERSONNEL SCHEDULE: OTHER FUNDS FY 2018-19 O , FY 2020-21 Automotive Mechanic 16.00 16.00 16.00 Automotive Service W 6.00 6.00 6.00 Central Service Supervisor 1.00 1.00 1.00 Fire Equipment Mechanic 2.00 2.00 2.00 Landfill Mechanic 1.00 1.00 1.00 Lead Auto Service Wo 1.00 1.00 1.00 Senior Admin Clerk 1.00 1.00 1.00 Store Clerk 2.00 2.00 2.00 Warehouse Supervisor 1.00 1.00 1.00 Welder 2.00 2.00 2.00 Dir. Of Aviation, Traffic & Transportation 0.85 0.85 0.85 TOTAL- Fleet Maintenance 35.85 35.85 35.85 Bus Sys Analyst 1.00 1.00 1.00 Database Application 2.00 2.00 2.00 Gis Application Coordinator 1.00 1.00 1.00 Help Desk Technician 1.00 1.00 1.00 It Administrator 1.00 1.00 1.00 Microcomputer System 1.00 1.00 0.00 Network Analyst 0.00 0.00 2.00 Network Coordinator 2.00 2.00 2.00 Network/Data Base Ma 1.00 1.00 0.00 PC Analyst 3.00 3.00 4.00 Radio System Technic 2.00 2.00 1.00 Systems Application 1.00 1.00 2.00 Director of IT & Facilities 1.00 0.00 0.00 TOTAL- Information Technology 17.00 16.00 17.00 TOTAL- All Other Funds 407.38 407.88 405.24 86 Uic i4��s T E X A S General Fund GENERAL FUND OVERVIEW General Fund: The City's General Fund Adopted Budget for the 2020-21 fiscal year totals $81,740,925. This budget is $1,321,349 or 1.59% less than the prior year's Adopted Budget. The Adopted 2020-21 budget includes a conservative revenue and expenditure projection, which takes into account the ongoing Global COVID-19 Pandemic and its impact on the City. Projected Beginning Balance (Adjusted 18,302,309 18,677,896 for COVID FY 2020-21) 17,048,763 300,000 Less Restricted Balance 850,000 18,310,378 18,377,896 Available Balance 16,198,763 Revenues 66,269,245 69,431,911 Taxes 69,314,693 2,927,842 2,955,000 Service Charges 2,957,893 2,073,791 2,016,086 Licenses & Permits 1,737,727 2,694,497 2,734,600 Fines & Forfeitures 2,361,451 182,294 194,678 Contributions 225,963 2,003,506 1,653,096 Misc. Revenues 1,373,777 3,656,770 4,076,903 Transfer In 3,769,421 79,807,944 83,062,274 Total Current Revenues 81,740,925 Expenditures 57,367,576 61,937,806 Personnel Services 61,371,000 1,735,053 1,993,833 Supplies 1,884,322 1,852,188 2,215,919 Maintenance & Repair 1,682,301 7,340,208 7,481,099 Utilities/Other Service 7,216,393 1,583,604 1,406,083 Insurance & Contracts Supplies 1,427,152 189,159 204,432 Debt Expenditures 211,775 3,967,635 3,922,805 Other Expenditures 4,148,107 20,082 117,300 Non Cap Improvements 67,300 4,540,770 2,792,410 Capital Improvements 2,719,518 844,151 990,585 Transfer Out 1,013,056 79,440,426 83,062,274 Total Current Expenditures 81,740,925 18,677,896 18,377,896 Ending Balance 16,198,763 - Plus Restricted Balance 18,677,896 18,377,896 Total Projected Ending Balance 16,198,763 88 GENERAL FUND OVERVIEW REVENUES Total revenues in the General Fund are projected to be $81,740,925. This amount includes a projected reduction in sales tax of 6.27% from the prior year. General Fund Revenues: Property Tax Sales Tax Franchise Fees Payments In Lieu of Tax Municipal Court Fines Transfer In Interest Earnings Other Misc. Revenue TOTAL GENERAL FUND FY 2018-19 Actual • • • FY 2020-21 Adopted % Change 34,080,903 37,372,827 38,829,595 3.90% 24,894,930 24,643,675 23,097,309 -6.27% 5,991,112 5,990,185 5,934,147 -0.94% 1,283,671 1,499,733 1,417,238 -5.50% 2,680,560 2,675,000 2,323,708 -13.13% 3,656,770 4,076,903 3,769,421 -7.54% 841,397 600,000 306,525 -48.91% 6,378,601 6,203,951 6,062,982 -2.27% 79,807,944 83,062,274 81,740,925 -1.59% The below graphic illustrates the categories as a percent of total budget. General Fund Revenues Adopted Budget As % of Total Revenues FY 2020-21 1 Property Tax 47.50% ■ Sales Tax 28.26% Franchise Fees 7.26% Payments In Lieu of Tax 1.73% Municipal Court Fines 2.840/6 ' Transfer In 4.61 % ' Interest Earnings 0.38% ' Other Misc. Revenue 7.42% 89 GENERAL FUND OVERVIEW Revenue Discussion: Property Tax, Ad Valorem Taxes: This Adopted Budget anticipates an increase of $1,456,768, or 3.9%, in Ad Valorem Tax revenues. Ad Valorem Taxes make up 47.50% of General Fund revenue. This revenue type is the largest source available to the City to fund general operations. Property Tax Budgeted Revenues have grown over the past six years, as both the assessed value of the City has increased and, at times, where the property tax rate has increased. The City of Wichita Falls has faced economic challenges over this period, including the impact from a record setting drought and a slow steady economic recovery. The average annual growth, over the six -year period, is 1.66%. This budget document contains a discussion of property tax revenues and the changes from the passage of Senate Bill 2 in the "Budget Summary' section. PROPERTY BUDGETED REVENUES / • THROUGH 2020-21 40.00 39.00 38.00 37.00 36.00 35.00 34.00 33.00 32.00 31.00 30.00 29.00 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 Thousands 32.50 33.10 33.60 34.40 37.30 38.80 Sales Tax: Sales Tax is a volatile revenue source, which represents 28.26% of this Adopted Budget's General Fund revenues. Sales Tax in the City is derived from businesses operating within City limits and is applied to goods and services sold. Sales Tax is affected by changes in the economy, and it is projected that this revenue source will decrease 6.27% from the prior year's budgeted collections. Sales Tax receipts are expected to decline by $1,546,366 between fiscal year 2019-20 and fiscal year 2020-21. The City worked with a sales tax expert during the creation of this Adopted Budget to explore the effects of the Pandemic on the collection of Sales Tax. Scenarios were created for the City, which compared the current economic crisis to the impact of the Great Recession. In Wichita Falls, the "bottom" total loss in sales tax was about 8% and recovery was a long and steady climb, taking a total of 53 months. Using the Great Recession as a starting point, a "best case" and a "worst case" scenario have been created. The worst -case scenario predicts that 6111 GENERAL FUND OVERVIEW this downturn may be 1.8 times the depth and 1.6 times the length of the Great Recession. Conversely, a best - case scenario would be a W" shaped recovery hitting a depth of 1.8 times that of the Great Recession and .40 times the length. Sales Tax over the months of the Pandemic has been unreliable, and because the City has seen both increases and decreases in this time, the City has chosen to budget Sales Tax conservatively, striving to balance between being too optimistic and too cautious, in this ever -changing environment. Estimated Worst Case Scenario: SALES TAX COLLECTIONS SCENARIO APPROXIMATION OE 1.8x DEPTH & 1.6x RECOVERY Of THE GREAT RECESSION b 1eie aa d !! 55 ey [e ! •■■t ■■■ [ [[ ■■ ii jpjq RRE%�R'xi�ReR eR�IRIIE�eisRlyl�RRR�la1 tI�1�RI1R4tRtRl1RIGI�RtI�t IXI■� 1 SALES rAX COLLECTIONS SCENARIO APPROXIMATION OF 1.8x DEPTH & OAOx RECOVERY Of THE GREAT RECESSION Estimated Best Case Scenario: Source: Citybase.net Of the total Sales Tax collected in the City, the State of Texas receives 6.25% and the City receives 2.0%. The proceeds from the City's portion of this tax are used to support the general operations of the City and to provide funds for infrastructure improvements and economic development. Specifically,1.5% of this tax is deposited in the General Fund of the City, .25% is governed by a private non-profit economic development corporation (established pursuant to Section 4A of the Texas Development Corporation Act of 1979), and the remaining .25% is governed by a private non-profit corporation designed to make infrastructure improvements to attract economic activity to the community (established pursuant to Section 4B of the Texas Development Corporation Act of 1979). The 4A and 4B Economic Corporations are component units of the City, and are, therefore not included in the City's Annual Operating Budget. Information about component unit financial information may be found in the City's Comprehensive Annual Financial Report. Al GENERAL FUND OVERVIEW The graph below illustrates the receipt of Sales Tax applicable to general city operations over a six -year period. $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 Sales Tax Receipts Actuals, Estimated Current Year, and Adopted Budget 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 Actual Actual Actual Actual Ad. Budget Ad. Budget Sales Tax $22,373,768 $22,413,397 $23,861,014 $24,894,930 $24,643,675 $23,097,309 Franchise Fees: The City receives payments from ONCOR Electric, ATMOS Gas, Spectrum, and various telecommunication providers for the use of the City's right-of-way for their distribution lines. Generally, the City applies a three-year average of payments from ONCOR and ATMOS to arrive at the revenue projection for those franchises. The budgeted amount for Spectrum is based on current year estimates, and the amount from telecommunication providers is based on the most recent number of access lines in our right-of-way. This Adopted budget slightly decreases expected revenues from the prior year and utilizes the previously mentioned three-year average. Overall, Franchise Fee Revenues is anticipated to decrease $56,038, or 0.94%. Payments -In -Lieu of Taxes: The City receives Payments -In -Lieu of Property Tax from a few industries that are located outside the city limits as part of non -annexation agreements. These agreements guarantee that the City will provide fire protection and will not annex the industry into the city limits. In exchange, the industry provides a payment to the City that is based on a percentage of what they would have paid in property taxes had they been located inside the city limits. For the 2020-21 fiscal year, these revenues are projected to decrease $82,495, or 5.50%, based on current year collections. Municipal Court Fines: The Pandemic has affected Municipal Court Fees and Fines. In this Adopted Budget, these fees and fines have been decreased due to a decrease in activity at the court and county jail. Municipal Court Revenues are projected to decrease $351,292, or 13.13%. Other Fund Transfers: All non -General Fund operations receive administrative support from the General Fund. This support includes the work performed in the following departments: • Finance and Accounting • Human Resources • Building Maintenance • Legal • City Clerk • General Administration 6A GENERAL FUND OVERVIEW Each year, the cost of these support services is allocated to user departments through an administrative overhead charge. As the costs for these services increase, and/or other non -General Fund operations use a higher percentage of these services, the administrative overhead charges received in the General Fund increase. Additionally, enterprise operations like the Water/Sewer System and Sanitation System make a payment to the General Fund for use of the City's right-of-way similar to franchise fees from a privately run company. These "franchise fees" are based on a percentage of gross receipts for the enterprise operations. Furthermore, the Sanitation Fund continues to make a payment of $800,000 to the General Fund for the Street Overlay Program. In total, these internal assessments have decreased $307,482, or 7.54%. This decrease is not indicative of less support from the General Fund to the assessed funds; instead, it is a natural ebb and flow that occurs, as business needs change and develop year to year. Interest Earnings: The City receives interest earnings from idle funds that are invested with local government investment pools and fixed income securities. In recent years, the City enjoyed increased investment returns, with rates of return as high as 2.5%. The Pandemic has changed the outlook for the markets and the City finds itself, again, earning interest below 0.25%. This has decreased the anticipated returns for this budget by $293,475, or 48.91%. Other Misc. Revenue: As mentioned, all City revenues have been impacted by the Pandemic. This category illustrates these various decreases in program revenue across the City. In total, these revenue sources are projected to decrease by $140,969, or 2.27%. 93 GENERAL FUND OVERVIEW EXPENDITURES For the 2020-21 fiscal year, General Fund budgeted expenditures are $81,740,925, which is a decrease of $1,321,349 or 1.59%, from the 2019-20 adopted budget. These decreases are directly linked to revenue losses resulting from the Pandemic. General Fund expenditures are broken down into categories. The categories are listed in the table below. General Fund Expenditures: Personnel Services Supplies Maintenance & Repair Utilities/Other Sery Insur & Contr Supp Debt Expenditures Other Expenditures Non Cap Improvements Capital Improvements Other Financing Uses Total Expenditures FY 2018-19 FY 2020-21 Actual NNAdopted Change % 57,367,576 61,937,806 61,371,000 -0.92% 1,735,053 1,993,833 1,884,322 -5.49% 1,852,188 2,215,919 1,682,301 -24.08% 7,340,208 7,481,099 7,216,393 -3.54% 1,583,604 1,406,083 1,427,152 1.50% 189,159 204,432 211,775 3.59% 3,967,635 3,922,805 4,148,107 5.74% 20,082 117,300 67,300 -42.63% 4,540,770 2,792,410 2,719,518 -2.61% 844,151 990,585 1,013,056 2.27% 79,440,426 83,062,274 81,740,925 -1.59% The graphic below illustrates these categories as a percent of total budget. I General Fund Expenditures Adopted Budget FY 2020-21 Personnel Services 75.07% Supplies 2.30% Maintenance Et Repair 2.06% Utilities/Other Sery 8.83% Insur & Contr Supp 1.75%Debt ■ Expenditures0.26% ■ Other Expenditures 5.08% ■ Non Cap Improvements 0.08% • Capital Improvements 3.33% ® Other Financing Uses 1.24% 94 GENERAL FUND OVERVIEW Expenditure Discussion: Personnel Services: Personnel services include expenses in the General Fund, which provide for the services of the following departments: • Police and Fire • Streets, Engineering, and Traffic • Finance, Accounting, Purchasing, and Municipal Court • Parks and Recreation • Planning, Inspections, and Property Management • Building Maintenance • Animal Services, Nursing, and Environmental Health • Administrative Support: City Manager's Office, Human Resources Department, City Attorney, and City Clerk As indicated in the chart above, the major expense in the General Fund is the cost of the personnel necessary to provide these services to the community. The 2020-21 General Fund budget dedicates $61,371,000, or 75.07%, of total spending on personnel related expenses. This is a reduction of $566,806, or 0.92%, from the prior year. The main factors for this reduction include: • Frozen Salaries: o No merit increase o No STEP increases o No cost of living increases • Hiring Freeze: o Holding open positions through next year These decreases are partially offset by increases in: • Fire Fighter Pension: employer contribution increased .25% • Texas Municipal Retirement System: employer contribution increased .25% • Healthcare: employer contribution increased 3% Retirement Programs: The Fire Department receives pension benefits from the Fire Pension Plan, an independent plan'. All other City employees, including the Police Department employees, earn retirement benefits from the Texas Municipal Retirement System (TMRS) at an earned return rate of 7%. Pay Programs: In a standard year, the City would consider increases to employee pay through a cost of living adjustment. Due to economic conditions, that is not possible in the Adopted year. However, in the past, the City 1 The Wichita Falls Fire Pension Plan is not a component unit of the City, however, the liability for this plan is reported as a liability of the City in the City's Comprehensive Annual Financial Report and members of the City's staff are voting members of the Pension Board. 95 GENERAL FUND OVERVIEW has provided these types of benefits. In the 2014-15 and 2015-16 budgets, the property tax rate was increased to move pay closer to market average. In the 2016-17 budget, a total of 22 full-time equivalent positions were eliminated to allow for a 1.5% pay increase across all of the City's pay plans (cost -of -living). Last year, the Council approved and funded a 3% cost of living adjustmentfor all personnel. Last year, due to growth in the general fund of about $1.1 million, the City Council awarded cost of living increases in the following amounts. 0 5% increase for Police and Fire Department Civil Service Personnel • 2% increase for all Non -Civil Service Personnel Merit/Step Pay Programs: The City also offers employees a merit and step program. This program is designed to reward employees for hard work and years of service. This year, due to economic conditions, the City is unable to provide this benefit. In a standard year, all civil service police and firefighter positions would receive an automatic 2% step pay increase for each additional year of service until the employee has reached the top step of their pay plan. All eligible non - civil service employees receive a 2.5% merit pay increase on the anniversary of their hiring date. Increases are earned only if the employee meets the minimum performance standards for the position they hold and they have not reached the maximum salary for their pay grade. This important program recognizes longevity and performance and is an essential element of our pay plan. This system of increases helps to ensure that long tenured employees are progressively making more each year, maintaining equity between newly hired employees and those with multiple years of service. This program also encourages staff to work hard and meet the requirements of the position they hold. The City will work to continue these programs when economic conditions allow. The table below shows changes to the Pay Plan over the past twelve years. Pay Plan Changes Year 2008-09 Program.Fiscal Step Yes ICOLA Increase No 2009-10 No No 2010-11 No 2.00% 2011-12 Yes 1.00% 2012-13 Yes No 2013-14 Yes No 2014-15 Yes 4.00% 2015-16 Police Yes 9.00% Fire Yes 7.00% Non -civil Service Yes 1.50% 2016-17 Yes 1.50% 2017-18 Yes No 2018-19 Yes 3.00% 2019-20 Police Yes 5.00% Fire Yes 5.00% Non -civil Service Yes 2.00% 2020-21 No No 0 GENERAL FUND OVERVIEW Longevity/Stability Pay Programs: The longevity and stability pay programs provide an additional benefit to long- term staff. The longevity program is for civil service staff. It increases for each year of service to the City with a 'top out' at $3,564/year after 15 years of service. This pay is prorated throughout the year and paid to employees through the payroll system. Stability pay is a program for all non -civil service staff. After two years of qualifying service, each employee receives $138 peryearto a maximum of $1,210 peryear afterfive years of service. Stability pay is paid annually in December. This program is included in this Adopted Budget. Employee & Retiree Healthcare: The City offers healthcare plans for employees, retirees, and their dependents. A range of benefits are offered through an Employee Benefit Trust. The City includes, in the operating budget, the costs associated with employer contributions to the trust. The trust provides insurance through Blue Cross/Blue Shield of Texas. All employees contribute to their health care costs monthly through payroll deduction. The programs offered by the City range in cost and coverage level so employees may choose the right plan for their particular situation. Overall, these plans do have higher than average deductibles and out—of—pocket costs. This year, the City has increased employer contributions for active employees by 3%. Retiree contributions have also increased; however, that cost is the responsibility of the retiree and not the City. Supplies: Supplies in the General Fund total $1,884,322, a decrease of $109,511, or 5.49%, from the prior year. This decrease is reflective of cuts taken by all Departments due to the Pandemic. Maintenance: The City made the decision to decrease maintenance costs during the Pandemic by not funding many projects planned for the Adopted budget year. This included maintenance needs at Memorial Auditorium, the Police Department and the Municipal Court. Departments throughout the City had unfunded smaller maintenance projects and worked to find ways to use other sources to complete projects that create an immediate need. In total, maintenance has decreased by $533,618, or 24.08 %, from the prior year. Additionally, through the budget process, it was determined that work being done by the Streets Maintenance crew to patch roads after Waterline repair is completed, was more appropriately displayed in the Water Fund. This decreased the total maintenance cost in the General Fund by $269,000. Utilities/Other Services: General Fund services have decreased by $264,706, or 3.54%, from the prior year. This decrease is primarily attributed to decreases in the cost of Central Garage Charges. Central Garage Charges decreased due to reductions in fuel costs. Insurance and Contracts: Contract and insurance costs have increased $21,069, or 1.50%, dueto increases in Worker's Compensation costs offset those reductions in contracts. Worker's Compensation costs increased over $55,000. Debt: Debt expenditures increased $7,343, or 3.59%. No additional debt was issued; this increase is due to changes in the interest and principle as payments are made. Other Miscellaneous Expenditures: Other Miscellaneous Expenditures have increased $225,302, or 5.74%. This increase is primarily due to the realignment of leases from "debt" to other. The City has, in the past year, moved from an older financial system to a newer system, and in that transition, some accounts have been determined to better report in other categories. 6yA GENERAL FUND OVERVIEW Non -Capital and Capital: The 2020-21 Adopted Budget decreases non -capital expenditures by $50,000, or 42.63%, and capital expenditures, by $72,892, or 2.61%. These decreases are cost savings needed due to the Pandemic. In non -capital, one set of playground equipment, intended to replace an older set at a local park, has been unfunded in the Adopted Budget year. In capital, small decreases across divisions affect this reduction in cost. The biggest project, in this line, is the Street Overlay Program, which is 100% funded in this Adopted Budget. Other Financing Uses: This line item experienced an increase of $22,471, or 2.27%. Other Financing Uses are transactions that allow the General Fund to support other funds through subsidy when needed. In the Adopted year, the General Fund has increased support to the MPEC, from $400,000 to $700,000. The City has also decreased support (transfers out) to the Regional Airport and Transit Funds. These funds have received COVID CARES funding and are using that funding to take pressure off the General Fund. These transactions may also be referred to as Transfers Out. 98 MAYOR AND CITY COUNCIL MISSION The mission of the City of Wichita Falls is to enhance our quality of life through responsive service delivery, sound financial management, and partnerships spanning the public, private, and business section. The City Council focuses on the following values while fulfilling their mission: • Excellence — We will provide an outstanding work product. • Integrity — We adhere to high moral principles, and are mindful of the public's trust in our work. • Accountability — We will accept responsibility for our actions and decisions. • Transparency — We will be visible, accessible, and open in our communication with the public. • Innovation — We will strive to improve service delivery by evaluating and introducing new methods, ideas, and programs. SERVICES PROVIDED • Work to improve existing services and develop policies to meet the needs of the community. • Work in partnership with the citizens and government agencies to develop programs and policies that are in the best interest of the entire community. • Engage citizen participation by encouraging service on boards and commissions. • Set the vision and goals for the City's future. FY2020 ACCOMPLISHMENTS • Provided a State of the City Address on current projects for the citizens. • Oversight of the City's Strategic Plan. • Oversight of the Downtown Master Plan implementation. • Successful Hotel Occupancy Venue Tax Election to provide funds for upgrades and maintenance of the MPEC facilities, Memorial Auditorium Performance Hall, and Ray Clymer Exhibit Hall. • Appointed Charter Review Committee and called election for a vote on ten Charter amendments. CONTACT INFORMATION Stephen Santellana Mayor 940-761-7404 stephen.santellana@wichitafallstx.gov Bobby Whiteley Michael Smith At Large District 1 940-733-4273 940-692-5288 bobby.whiteley@wichitafallstx.gov michael.smith@wichitafallstx.gov MAYOR AND CITY COUNCIL DeAndra Chenault Mayor Pro Tern District 2 940-444-8447 deandra.chenault@wichitafallstx.gov Jeff Browning District 3 940-781-1895 jeff.browning@wichitafallstx.gov GOALS & POLICIES Tim Brewer District 4 940-224-9953 tim.brewer@wichitafallstx.gov Steve Jackson District 5 940-631-9910 steve.jackson@wichitafallstx.gov The City Council ratified the plan and its goals on March 5, 2019, and a summary of the five (5) general goals and twenty-five (25) policies and objectives is shown below. The plan describes the three highest priority items (those items with the greatest opportunity for continued improvement as (1) economic growth, (2) infrastructure, and (3) redeveloping downtown. Pursue Our Vision Fulfill Our Mission Wichita Falls is a vibrant, growing, family -oriented community of unlimited opportunity and civic pride. Redevelop Downtown Cream a Establish and Promote Compreh r sive Leverage Public Downtown as a Dovmt r:n Private ^ish. i.ln Partnerships t1POinatinn Develop and Open a Upgrade the convention ^PLC Facilities Center Hotel l,/ic�jif �Ils Accelerate Economic Growth Collaborate on .ii Economicir;lil Development Revrtalrtatloll )t.; Advocate for Support Local Long Term SAFE EderaMoral Success I I hl'nt.;t , , Provide Adequate Infrastructure 01 Actively Communicate and Engage the Public ri tr' .'i. nrr��. E I i_: I ity COUnC.o', i'i!i.urCe PUbIIC Rr {_ r ""t Si(;natur, r' �iLk, _�_ ati Conitl)Uni ty U.iheach and -.x-.1 I _ 'u-.I Improvements �' 11 Ambassadors Ir rPrt f �r>,arirk. Attract & Retain Young Workers and Graduates Efficiently Deliver City Services Collaboratively Develop a��ntity&Evaluate k�a Pnvatizationand �� ire• trn. a Strategy for r... l: om lx t Retention of Graduates „; Restructuring•,.,„•„-, r I. �..�it ` ; OppnrhutitiPs Contpensalion Enhance the Wichita Falls Brand ' Aulue Support I Ruild on the or the Choose ( rrrrent logo and Wichita Falls �t �t or.ln Grand Identity Live Our Values Excellence + Integrity + Accountability + Transparency + Innovation fi[ttll] MAYOR AND CITY COUNCIL Expenditures: Salaries - Supervision FICA Supplies -Office Supplies -Personal Comp Services -Telephone Services-Binding/Print Travel Expenses Education Registration Council Retreat Expens Memberships Boards/Local Meetings Public Relation/Promo Postage/Freight TOTAL Mayor and Council City of Wichita Falls, TX General Fund Expenditures, By Mayor and City Council FY 2018-19 Artual 25,100 27,600 2,073 2,121 96 100 0 200 1,251 1,150 379 200 9,597 10,500 2,475 2,000 18,704 3,000 7,559 11,981 4,445 5,000 1,208 2,000 248 250 73,136 66,102 FY 2020-21 Adopted 27,600 2,108 100 200 0 200 10,500 2,000 18,000 11,981 5,000 2,000 gsn 79,939 MAYOR AND CITY COUNCIL EXPENDITURES BY CLASSIFICATION T-�95City of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 Actual Expenditures: FY 2020-21 Adopted Personnel Services 27,173 29,721 29,708 Supplies 96 300 300 Utilities/Other Serv. 1,630 1,350 200 Other Expenditures 44,236 34,731 49,731 TOTAL Mayor and City Council 73,136 66,102 79,939 Budget Reductions • Increase of $15,000 in Council Retreat Expense. This is due to hiring a facilitator to assist in creating the City's Strategic Plan. This expenditure is reflected in the classification Other Expenditures. • Decreased telephone services expense. PERSONNEL BY JOB TITLE Uic�? gilts iEIAS Councilor Mayor FY 2018-19 6 1 City of Wichita Falls, TX 6 1 FY 2020-21 6 1 TOTAL- Mayor & Council 7 7 7 *No changes in personnel or FTE from previous year. OFFICE OF THE CITY MANAGER MISSION The City Manager is appointed by the City Council to serve as the Chief Executive Officer of the City. The City Manager is responsible for making recommendations to the City Council, and helps develop and implement policies guiding the City. This general function takes a number of forms including coordination of daily operations; the appointment and removal of employees; long range development of the City; preparation of the annual budget and 5-year Capital Improvement Program (CIP); development and implementation of personnel regulations, financial and administrative policies; administration of the Strategic Plan and providing leadership and direction to City staff to achieve City Council goals and objectives, and other actions as required by the City Council or City Charter. SERVICES PROVIDED The City of Wichita Falls operates under a Council -Manager form of government. The Council -Manager form of government combines the strong political leadership of elected officials with the strong professional experience of a City Manager. The City Council establishes policy and law, while the City Manager has the responsibility for carrying out this policy, directing the day-to-day operations through the appointment and removal of employees and encouraging citizen engagement and transparency. • Successful advancement of the Strategic Plan, which included 5 general goals and 25 associated objectives. • Preparation and administration of the FY 2019-20 Budget, totaling $194.0 million. • Recruitment and appointment of a new Chief Financial Officer, Fire Chief, Assistant City Manager, Communications and Marketing Director, and Development Services Director. • Reorganization of the City Manager's Office, resulting in savings of $115,000 annually. • Increased citizen communication with regular, coordinated messaging and enhanced use of social media. • Leadership and direction to more than 1,200 City employees. • Successful Venue Tax Election for MPEC improvements. Darron Leiker City Manager 940-761-7404 darron.leiker@wichitafallstx.gov CONTACT INFORMATION Paul Menzies Assistant City Manager 940-761-7404 paul.menzies@wichitafallstx.gov Blake Jurecek Assistant City Manager 940-761-7404 blake.jurecek@wichitafallstx.gov `X OFFICE OF THE CITY MANAGER EXPENDITURES BY CLASSIFICATION T-� 95City of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 764,241 679,833 671,194 Misc. Revenues 1,226 1,910 1,210 Utilities/Other Services 2,165 2,000 2,394 Insurance & Contract Supp. 133 0 0 Other Expenditures 33,624 36,201 35,956 TOTAL City Manager 801,388 719,944 710,754 Budget Reductions • Transferred 13% of Assistant City Manager salary to Planning Division. • Removed all furniture expenses. • Reduced telephones services expense. PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 NEW&TOVIDITIM FY 2020-21 Assistant City Manager 1 2 2 City Manager 1 1 1 Deputy City Manager 1 0 0 Executive Assistant 1 1 1 TOTAL 4 4 4 *Deputy City Manager position reclassified as Assistant City Manager position OFFICE OF THE CITY MANAGER City of Wichita Falls, TX General Fund Expenditures, By Office of the City Manager FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 536,634 436,652 435,871 Salaries - Clerical 39,042 44,880 44,117 Pool Clerical 499 1,071 0 Overtime 5 0 0 Terminal Pay 11,498 0 0 Stability Pay 3,328 2,420 2,558 Cell Phone Allowance 1,222 1,440 720 Deferred Compensation 20,623 20,394 26,000 FICA 35,176 33,217 37,702 TMRS Retirement 82,830 101,808 85,229 Life Insurance Contrib 669 559 639 Disability Insurance C 185 189 39 Health Insurance Contr 32,531 37,203 38,319 Supplies -Minor Furnitu 0 700 0 Supplies -Office 1,048 1,100 1,100 Supplies-Periodicals/S 178 110 110 Services -Telephone 1,818 1,300 1,694 Services-Binding/Print 347 700 700 Insurance Expense 133 0 0 In City Mileage Reimbu 7,200 7,201 7,200 Travel Expenses 9,251 12,000 12,000 Education Registration 2,950 3,500 3,500 Lease Payments 940 800 888 Memberships 10,389 10,500 10,168 Boards/Local Meetings 1,263 1,000 1,000 Postage/Freight 1,631 1,200 1,200 TOTAL City Manager 801,388 719,944 710,754 `L117 CITY CLERK MISSION The City Clerk is an officer of the City, appointed by the City Council. The position of City Clerk is a statutory position required by State law and the City Charter. Functioning much like the Secretary of State, the City Clerk is the local official who maintains integrity of the election process, ensures transparency and access to city records, facilitates the city's legislative process, and is the recorder of local government history. The City Clerk acts as the compliance officer for federal, state, and local statutes, including the Open Meetings Act and the Public Information Act, and serves as the filing authority for campaign finance reports and financial disclosure statements. The City Clerk's office issues various permits, cemetery deeds/transfers, processes claims, and manages the board/commission application and appointment process. Our goal is to provide quality services with exceptional customer service, serve as a resource to citizens, and be a link between citizens and the City organization. SERVICES PROVIDED • Documenting Official Actions of City Council (minutes, ordinances, resolutions, contracts) • Conducting City Elections • Public Information Act/Open Records Requests • Records Management/Legal Files (contracts, deeds, easements, etc.) • Permits/Licenses • Cemetery Deeds/Transfers • Boards and Commissions FY2020 ACCOMPLISHMENTS • Revised Contract Filing Policy • Website Update — Conflict Disclosures • Conducted 2019 General Election • All open records requests completed in < 10 days • Ordinances, Resolutions, and Minutes saved in Laserfiche in <2 days after approval • All permit applications as fillable .pdf forms online • Revised Board and Commission Handbook • Received Master Municipal Clerk Certification • Received the Texas Municipal Clerks Office of Excellence Award CONTACT INFORMATION Marie Balthrop City Clerk (940) 761-7409 marie.balthrop@wichitafallstx.gov CITY CLERK GOALS & PERFORMANCE MEASURES ` MA CITY CLERK EXPENDITURES BY CLASSIFICATION T-�'(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 Actual Expenditures: FY 2020-21 Adopted Personnel Services 137,620 146,550 152,816 Supplies 1,640 1,910 1,210 Utilities/Other Serv. 18,3S1 1S,804 40,872 Insurance Ft Contract Supp. 103 128 88 Other Expenditures 36,622 41,400 41,840 TOTAL City Clerk Department 194,336 205,792 236,826 Budget Reductions • Increase in Services — Other Professional (72170) is due to the required redistricting. • Increase in Boards & Local Meetings (75100) is due to having the TML Region V Meeting and the biennial Board and Commission Appreciation Luncheon in the same budget year. 1; � Uic �? Ti�" PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 City Clerk 1.00 1.00 1.00 Deputy City Clerk 0.75 1.00 1.00 TOTAL- City Clerk 1.75 2.00 2.00 *No changes in personnel or FTE from previous year. CITY CLERK Expenditures: Salaries - Supervision Salaries - Clerical FT Permanent Clerical PT Temporary Clerical Pool Clerical Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Office Supplies -Minor Furnitu Supplies -Office Supplies -Educational Supplies-Periodicals/S Supplies -PC Software Services -Telephone Services -Other Profess Services -Court Cost/Re Services -Advertising Services-Binding/Print Insurance Expense Travel Expenses Education Registration Lease Payments Election Expense Memberships Boards/Local Meetings Postage/Freight Amortization Water/Sew TOTAL City Clerk City of Wichita Falls, TX General Fund Expenditures, By City Clerk FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 70,296 74,263 74,264 28,384 32,100 33,738 0 0 0 0 0 0 0 0 0 169 0 680 0 0 0 0 0 275 666 720 720 7,473 7,523 7,891 13,051 15,334 18,142 133 133 145 107 115 108 17,350 16,362 16,853 (7) 0 0 17 0 0 145 700 0 1,478 1,000 1,000 0 150 150 0 60 60 0 0 0 1,251 1,404 1,672 12,438 7,000 31,800 6 50 50 4,286 6,850 6,850 369 500 500 103 128 88 5,311 7,000 7,000 1,940 2,470 2,060 1,648 825 825 22,135 25,000 25,000 710 470 360 901 1,435 2,395 3,977 4,200 4,200 0 0 0 19a_:t:tF, Mr.797 7W;_R7F, LEGAL MISSION The Legal Department continued to meet its goal of providing effective legal representation to the City Council and staff in the performance of their duties. This office officially worked on 252 projects this year, covering a wide range of topics. It defended the City against claims and litigation, and represented the State in all cases filed in Municipal Court. SERVICES PROVIDED • City Attorney R. Kinley Hegglund, Jr., provides effective legal representation to the City Council and administrative staff, and attends all Council meetings. He also represents the 4B Sales Tax Corporation and the Wichita Falls Economic Development Corporation. Mr. Hegglund serves as the Chairman of the Employee Benefit Trust, and is legal advisor to the City/County Hospital Board. He is the city's representative to the Atmos Cities Steering Committee, and serves on the executive board of the Oncor Cities Steering Committee. • Deputy City Attorney Julia Vasquez handles all litigation and employment issues on behalf of the City. Further, she represents the City Attorney's office at all Meet & Confer (Police and Fire), Civil Service Commission, and Police Legal Review meetings. • Deputy City Attorney James McKechnie handles all contract reviews, and represents the City Attorney's office at all Planning & Zoning Commission, Board of Adjustment, and Construction Board of Adjustment meetings. • Assistant City Attorney Amy Gardner serves as the City's Municipal Court Prosecutor, and also represents the City at all Accident Review Board and Landmark Commission meetings. • Executive Legal Assistant Linda Merrill provides clerical, administrative and legal services by gathering required information, drafting various instruments, and managing the office. She also prepares the fiscal year budget with oversight from the City Attorney, and serves as recording secretary for the Civil Service Commission, the 413STC, WFEDC, and Meet & Confer (Police & Fire). • Legal Clerk Wiletta Langston provides clerical assistance to the Municipal Court Prosecutor, as well as customer service to callers and visitors to the department. She schedules witnesses, drafts court documents, prepares case files and other tasks. FY2020 ACCOMPLISHMENTS • Discussion, negotiation, and drafting of economic development agreements between various entities and the Wichita Falls Economic Development Corporation (WFEDC or 4A) and the 4B Sales Tax Corporation. • Gang Injunction - State of Texas and City of Wichita Falls v. The Hoova Street Gang; Cause No. 188,407- A; In the 3&h JDC of Wichita County, Texas. In May 2018, the City, in conjunction with the District Attorney's office, filed this gang injunction against the Hoova Crips. This is the second gang injunction against the Hoova Crips and captures those who either didn't have events at the time of the first injunction ` el LEGAL or those who are up-and-coming in the gang. The City has obtained final judgments against 12 defendants. The City believes this most recent gang injunction was a complete success. Special Projects 1. Sheppard AFB Front Gate Project 2. Collaborative drafting of the O'Reilly Convention Center Hotel documents 3. Recertification of IMLA Fellowship designation earned by Kinley Hegglund 4. Designation of IMLA Fellowship earned by Julia Vasquez and James McKechnie 5. Publication of James McKechnie's article titled "Tiny Homes: A Practitioner's Guide" in the Municipal Lawyer magazine published by IMLA. 6. Rewrite of City Council Procedural Rules and new Ethics Policy for the Council 7. Drafted new ADA-compliant policies, procedures and forms relating to accessibility issues for the City's website 8. Service on the Charter Review Committee 9. Review of 15 major construction contracts 10. Completed the purchase of the Lindeman parking garage 11. Created and implemented a contract checklist for all contracts 12. Drafted ordinance on minimum square footage of single-family homes to combat tiny homes. Defense of the City against personal injury claims; state and federal litigation. In 2019, in addition to such claims and litigation that were already pending, this office received five new claims, one state case, and one federal case. The following two disputes with the City were settled in 2019: 1. Adams, Bonnie [DOI: 11/3/17]. Adams claims personal injuries and damages to her vehicle when a City bus sideswiped her vehicle on MLK Boulevard. She claimed back and wrist injuries and sought chiropractic care for three months. Her demand was $25,000. [Disposition: Settled for $12,250 in November 2019.] 2. MWH Group [DOI: 5/3/18]. This group of accountants/consultants alleged that the basement of 624 Indiana suffered water damage from significant rainfall because the City had dug a large hole in the paved alley behind their building. But for the hole, they claim, the damage would not have occurred. [Disposition: Settled for $6,464.17 in January 2019.] • Municipal Court Prosecutor Annual Report Violations Number of Cases Traffic 22,389 Code Enforcement 570 Animal Control 292 Animal Seizures 13 Alarms 193 Health Code 14 Fire 8 Failure to Appear 65 • Pre -Trial Docket: 105 cases • Bench Trial Docket: 443 cases • Jury Trial Docket: 57 cases • Prosecutor Appointments: 334 appointments, 485 violations ME LEGAL CONTACT INFORMATION R. Kinley Hegglund, Jr. Linda Merrill City Attorney Executive Legal Assistant (940) 761-7625 (940) 761-7625 I<inley.hegglund@wichitafallstx.gov linda.merrill@wichitafallstx.gov GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE • •• MEASURE 2018-19 ACTUAL • • ESTIMATE 2020-21 TARGET Legal representation Defend the City against Cases/claims filed 5 claims 1 state case 100% N/A claims and litigation against the City 1 federal case Contracts/Questions Special projects worked Completion of the 189 contracts 100% N/A by staff over the year projects Prepare all performance Agreements agreements and ancillary prepared and 8 Agreements 100% N/A documents for the 4B executed; legal Economic Sales Tax Corporation advice provided. Development Agreements Prepare all performance agreements and ancillary prepared and 7 Agreements 100% N/A documents for the WFEDC executed; legal advice provided. Pre -Trial Docket Hearings/motions 105 cases 100% N/A before trial Bench Trial Docket TrialsJbeefore the 443 cases 100% N/A udge Municipal Court Jury Trial Docket Trials before a jury 57 cases 100% N/A prosecution Prosecutor appointments Meet the 485 violations 100% N/A Prosecutor Violations Traffic and various 23,544 cases 100% N/A code violations iNK LEGAL EXPENDITURES BY CLASSIFICATION T-�'(5City of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 741,880 Supplies 21,483 Utilities/Other Serv. 15,448 Insurance Ft Contract Supp. 15 Other Expenditures 32,128 TOTAL Legal Department 8101953 Budget Reductions • Pool/Clerical savings of $4,000 • Overtime savings of $1,200 • Supplies, Library Materials savings of $3,606 • Supplies, Periodicals/Supplements savings of $7,112 • Services, Other Professionals savings of $25,000 • Travel Expenses savings of $12,200 • Education Registration savings of $6,175.00 PERSONNEL BY JOB TITLE 1; � Uic �? Ti�" FY 2018-19 809,147 27,783 60,793 15 35,715 City of Wichita Falls, TX 815,461 16,048 37,315 15 17,340 FY 2020-21 Attorney 1 1.00 1.00 1.00 City Attorney 1.00 1.00 1.00 Deputy City Attorney 1.00 1.00 2.00 Executive Legal Assistant 1.00 1.00 1.00 Legal Clerk 1.00 1.00 1.00 Senior Assistant City Attorney 1.00 1.00 0.00 TOTAL- Legal 6.00 6.00 6.00 *Reclassified Senior Assistant City Attorney to another Deputy City Attorney imm LEGAL City of Wichita Falls, TX General Fund Expenditures, By Legal FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 145,828 208,232 182,909 FT Permanent Supervisi 43,871 0 0 Salaries - Clerical 97,432 98,591 98,592 Pool Clerical 744 4,080 0 Salaries -Operational 268,533 275,066 295,523 Overtime 171 1,248 0 Stability Pay 6,050 6,050 6,050 Deferred Compensation 13,939 14,889 14,206 FICA 37,604 42,421 42,309 TMRS Retirement 74,535 86,998 102,162 Life Insurance Contrib 727 730 756 Disability Insurance C 395 312 308 Health Insurance Contr 52,050 70,530 72,646 Supplies -Minor Furnitu 0 0 0 Supplies -Office 3,856 5,970 6,000 Supplies -Traffic Contr 0 0 0 Supplies-Periodicals/S 10,678 15,707 6,888 Supplies -Library Mater 6,949 6,106 3,160 Maint-Office Furniture 0 0 0 Maint-Buildings 0 0 0 Services -Telephone 3,756 3,493 5,015 Services -Other Profess 10,970 50,000 25,000 Services -Drug Tests 0 0 0 Services -Court Cost/Re 86 4,650 4,650 Services-Binding/Print 636 2,650 2,650 Insurance Expense 15 15 15 In City Mileage Reimbu 7,200 7,200 7,200 Travel Expenses 16,863 13,600 1,400 Education Registration 2,612 7,675 1,500 Memberships 3,430 3,940 3,940 Boards/Local Meetings 161 500 500 Postage/Freight 1,862 2,800 2,800 PC Computer Equipment 0 0 0 TOTAL Legal 810,953 933,453 886,179 MEII HUMAN RESOURCES MISSION The Human Resource Department provides quality customer service to all City of Wichita Falls employees through the functions of the Human Resources, Employee Benefits, and Risk Management divisions. In 2019, Human Resources worked with management to fill 213 positions. In addition, HR staff partnered with supervision in reviewing and coaching employees through the employee evaluation process. Tyler/Munis Transition Human Resources staff worked closely with Finance and Information Technology staff to successfully implement a new payroll, timekeeping, job application, personnel action, and employee evaluation systems within Tyler/ Munis data management software. Implementation of the new system supported significant business efficiencies in timekeeping, Human Resources (HR) records management, and employee evaluations. The timekeeping module, Executime, promoted significant efficiencies by transitioning from a manual time entry system, made up of paper timesheets, to a time clock/electronic entry system. HR records management was improved by eliminating dual entry into several modules and spreadsheet tracking, and transitioning to a centralized location for data entry into employee records. The Tyler system tracks an individual from application, to hire, to retire with entry into only one system. In addition, the Tyler software also allowed for an increased efficiency and user friendliness of the benefits open enrollment process. Lastly, the new employee evaluation system radically changed from a lengthy, often repetitive document, to a focus on individual goals, universal core competencies, a streamlined workflow, and a narrative format. When designing the evaluation module, a focus group comprised of 14 supervisors was utilized to solicit feedback on ideas for the new format and focus for employee evaluations in the software. SERVICES PROVIDED • Training to support development and supervisory personnel. • Support of the Police and Fire departments through the administration of promotional and entry level testing. • Supported the goal and objective to "Attract and Retain Young Workers and Graduates" by expanding City internship opportunities. • Manage the STEP (Success Through Everyday Practices) Wellness Program. FY2020 ACCOMPLISHMENTS • Implemented the Open Enrollment process through the new Tyler/Munis System. • Hosted the annual Employee Benefits and Wellness Fair for City employees. • Implemented the new Employee Evaluation process through Tyler/ Munis. Christi Klyn Director of HR 940-761-7633 christi.klyn@wichitafallstx.gov CONTACT INFORMATION imp HUMAN RESOURCES GOALS & PERFORMANCE MEASURES EXPENDITURES BY CLASSIFICATION i 46 I16 City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 Actual Expenditures: Personnel Services 629,510 634,700 Supplies 5,249 7,632 Maintenance It Repair 31,908 32,196 Utilities/Other Serv. 72,656 157,031 Insurance & Contract Supp. (15) 0 Other Expenditures 43,300 62,321 TOTAL Human Resources 782,608 893,880 Budget Reductions: • Budgeted $80,000 in 2019-20 for a comprehensive salary survey that is not in the 2020-21 budget. • Eliminated the $53,000 HUB Risk Management Consulting Services contract in the 2020-21 budget. • Reduced supplies by $2,832. • Reduced maintenance of systems software by $31,908. FY 2020-21 Adopted 643,937 4,800 288 61,246 0 50,501 760.771 MD. HUMAN RESOURCES PERSONNEL BY JOB TITLE T-�95City of Wichita Falls, TX • i FY 2018-19 FY 2020-21 HR Specialist II 1.00 1.00 1.00 Human Resource Generalist 2.00 2.00 2.00 Human Resources Director 1.00 1.00 1.00 Human Resources Supervisor 1.00 1.00 1.00 Intern 0.00 0.00 1.00 Risk Safety Specialist 2.00 2.00 2.00 Senior Admin Clerk 1.00 1.00 1.00 TOTAL- Human Resources 8.00 8.00 9.00 *An Internship program is part of the Council's Strategic Goals. f VA HUMAN RESOURCES Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Pool Operational Overtime Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies -Photographic Supplies -Educational Maint-Systems Software Services -Telephone Service -Wireless Phone Services -Central Garag Services -Other Profess Services -Advertising Services-Binding/Print Services -Other Miscell Insurance Expense Travel Expenses Education Registration In -Service Train/Tuiti Lease Payments Memberships Boards/Local Meetings Public Relation/Promo Postage/Freight TOTAL Human Resources City of Wichita Falls, TX General Fund Expenditures, By Human Resources FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 107,556 111,980 111,980 20,632 26,606 24,690 10,475 0 10,369 310,515 308,653 308,652 0 10,195 0 12,045 0 0 4,731 6,463 7,260 726 720 720 34,507 32,828 32,665 57,466 67,373 75,645 592 581 592 361 329 324 69,400 68,468 70,522 505 504 518 281 1,350 300 969 582 0 3,406 4,200 3,500 327 500 500 267 1,000 500 31,908 32,196 288 4,990 4,901 4,901 1,347 1,120 1,120 801 3,480 1,244 55,866 135,085 44,036 3,203 6,500 4,500 4,462 3,105 3,105 1,987 2,840 2,340 (15) 0 0 9,183 9,700 4,250 1,605 3,250 2,625 19,332 31,230 26,155 3,520 4,522 4,521 1,655 2,270 1,600 3,471 5,400 5,400 1,445 2,750 2,750 3,088 3,200 3,200 7R7_i;nR R43_RRn 7r%n 771 imu BUILDING MAINTENANCE MISSION The Building Maintenance Services Division oversees the maintenance of most City Facilities, providing day-to- day maintenance and support for City Staff. The Department manages janitorial staff and assists in numerous special projects throughout the year, doing research and developing specifications for projects both planned and emergency. During the year, the Building Maintenance Division responded to 2,154 service calls and HVAC issues. The Division also prepared Memorial Auditorium for 20 performances and completed 29-floor care projects at various City Facilities. The Division maintains approximately 10,009,000 square feet of building area daily. SERVICES PROVIDED • Maintains 15 buildings • Budgets and assists with all other City Buildings • Janitorial services for 18 different facilities for a total of 24 buildings • Maintains UPS Equipment at the Training Center • Responsible for Elevators at Library/Parks and Recreation, Memorial Auditorium, and Central Services • Maintains appliances at all 8 Fire Stations, Parks /Rec., MLK, Health, and Animal Services FY2020 ACCOMPLISHMENTS • Memorial Auditorium improvements. • Installation of new plumbing and electrical at City Fire Stations. • Installed new key card system at the Health Department. • Installed new HVAC units for Parks & Recreation Department. • Installed vinyl flooring for Police Department. • Replaced 100-gallon water heater for the Training Facility. CONTACT INFORMATION Carl Uline Maintenance Supervisor Office # 940-761-8820, Fax # 940-761-8870 Email carl.uline@wichitafallstx.gov MR BUILDING MAINTENANCE GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE 2018-19 ESTIMATE TARGETMEASURE All service requests Complete service completed in a timely 100% 100% 100% requests. Improve City manner. Buildings appearance and operation. Maintain all Appliances are all in appliances. working order. 100% 100% 100% Maintain safe Provide safer environment for Provided daily janitorial 100% 100% 100% buildings. the public and service and maintenance. employees. 120 BUILDING MAINTENANCE EXPENDITURES BY CLASSIFICATION City of Wichita Falls, TX Yf MAi General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 1,212,672 1,275,382 1,205,638 Supplies 99,988 109,782 121,498 Maintenance Et Repair 872,864 1,098,590 889,139 Utilities/Other Serv. 275,973 271,343 343,421 Other Expenditures 3,310 1,400 1,400 TOTAL Building Maintenance 2,464,808 2,756,497 2,561,096 Budget Reductions • The 2019-20 budget had an additional $200,000 budget for the Memorial Auditorium Stabilization project. • The 2020-21 reduced facility maintenance projects city-wide by a total of $209,451. • Other Professional Services increased by $73,411 due to an increase in part-time staffing. 1; � Uir � I T-P, PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 Administrative Clerk 1.00 1.00 1.50 Building Maintenance Supervisor 1.00 1.00 1.00 Building Maintenance Worker 3.00 3.00 3.00 Custodian 19.60 19.60 19.60 Facility Manager 1.00 1.00 1.00 Lead Custodian 3.00 3.00 3.00 Painter/Building Maintenance Worker 1.00 1.00 1.00 TOTAL- Building Maintenance 29.60 29.60 30.10 *Minor changes in FTE for the position of Administrative Clerk occurred in the FY2020-21 budget iPAl BUILDING MAINTENANCE Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Overtime Terminal Pay Stability Pay FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Janitorial Supplies -Chemical Supplies -Clothing and Supplies-Periodicals/S Supplies -Other Maint-Machine/Tools/Im Maint-Radios Maint-Instruments Maint-Heating/Cooling Maint-Other Equipment Maint-Buildings Maint-Auditorium Maint-Health Facilitie Maint-Police Facilitie Maint-Fire Facilities Maint-Library Maint-Municipal Court Maint-MLK Center Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas City of Wichita Falls, TX General Fund Expenditures, By Building Maintenance FY 2018-19 nr+lini FY 2020-21 Adopted 57,664 60,487 60,486 14,865 31,310 34,944 (511) 1,047 0 673,963 754,778 694,004 16,126 26,000 30,000 5,235 0 0 22,838 26,236 18,701 59,336 62,991 54,323 103,902 129,429 124,130 999 1,120 1,019 776 871 744 256,780 180,610 185,732 698 504 1,554 5,759 4,840 9,100 0 544 0 1,788 1,000 1,000 0 50 50 68,820 82,000 90,000 9,106 10,500 10,500 14,492 10,648 10,648 12 200 200 11 0 0 10,882 11,420 11,702 0 200 200 4,777 17,690 17,690 179,177 260,757 134,900 7,710 14,000 27,500 134,946 349,126 276,000 196,163 250,560 202,636 11,488 24,738 14,415 198,263 36,885 4,176 50,336 62,000 184,681 44,727 11,214 14,900 30,101 60,000 339 4,294 0 0 3,938 4,500 3,493 677 750 720 76,271 85,000 87,883 9,511 11,500 9,782 `M BUILDING MAINTENANCE Se rvices-Wt r/Sewe r/Sa n Services -Central Garag Services -Other Profess Services-Binding/Print Travel Expenses Education Registration Postage/Freight Permit Expense - City TOTAL Building Maintenance City of Wichita Falls, TX General Fund Expenditures, By Building Maintenance FY 2018-19 Lkfi2a=j FY 2020-21 Actual • •5=9 Adopted 14,867 17,000 17,00 21,315 19,593 18,13 147,326 130,000 203,41 2,069 3,000 3,00 902 0 525 0 1,537 1,400 1,40 326 0 2,464,788 2,756,497 2,561,09 123 0 2 1 0 0 0 0 0 6 MLK CENTER OPERATIONS MISSION The Martin Luther King Center is dedicated to serving all citizens of Wichita Falls in the spirit of Dr. Martin Luther King Jr. The Center hosts senior activities, a childcare facility, and many community service programs and special events, which encourage and promote service to others, constant pursuit of education, and positive relationships for all the people of the community. The following is a projected summary of the Martin Luther King Center events for the 2020 calendar year: Note due to COVID —19 and shelter -in -place recommendations community activities may vary. • The 315Y annual Martin Luther King Prayer Breakfast was held in January. In all, 520 people attended the event and $13,564.00 was deposited into the account to help pay for expenses and scholarships. In all, $28,298.00 was awarded in scholarships for local students attending higher education. • 70 community residents used the newly established computer room for job searches and research. • Community Garden activities may vary due to the Pandemic. • The summer senior farmer's market voucher program is set to begin in May. • The summer heat relief fan giveaway has been postponed. • The annual MLK Easter egg hunt was postponed and will be held again next year. • The MLK Center partnered with the Area Food Bank to produce an express vegetable program; 130 families participated in the program on a monthly basis. Overall approximately 3,628 people accessed the MLK Center from October 2019 up until March 2020 for various programs, group meetings, and general assistance. SERVICES PROVIDED • Annual Prayer Breakfast • Smith Street Community Garden • Meeting Space for various organizations FY2020 ACCOMPLISHMENTS • Started a Job assistance help program with volunteer help Michael Davis Coordinator - Martin Luther King Center 940-761-7980 michael.davis@wichitafallstx.gov CONTACT INFORMATION 124 MLK CENTER OPERATIONS EXPENDITURES BY CLASSIFICATION T-�'(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 , FY 2020-21 Actual E Er • • •= Adopted Expenditures: Personnel Services 95,334 99,392 100,855 Supplies 3,126 4,175 3,925 Maintenance Et Repair 817 1,100 1,400 Utilities/Other Serv. 26,579 26,570 26,751 Other Expenditures 1,850 2,350 2,800 TOTAL MILK Operations 127,706 133,587 135,731 Budget Reductions • Minor increases in Personnel Services were offset by decreases in Supplies. • Utilities increased at the MLK Center by $334. PERSONNEL BY JOB TITLE d(I�C�i 95 City of Wichita Falls, TX Yf MAi FY 2018-19 FY 2020-21 Clerk 1 1 1 Community Center Coordinator 1 1 1 TOTAL- MILK Center 2 2 2 *No change in personnel or FTE from the previous year. 125 MLK CENTER OPERATIONS City of Wichita Falls, TX General Fund Expenditures, By MILK Center FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 42,494 43,472 43,472 Salaries - Clerical 21,540 22,320 22,318 Pool Clerical 445 1,546 1,546 Overtime 5 0 0 Stability Pay 413 688 688 FICA 4,697 4,876 4,661 TMRS Retirement 8,240 9,976 11,093 Life Insurance Contrib 86 86 88 Disability Insurance C 64 66 64 Health Insurance Contr 17,350 16,362 16,925 Supplies -Minor Office 90 300 300 Supplies -Minor Furnitu 2,125 2,125 2,125 Supplies -Office 628 1,250 900 Supplies -Other 282 500 600 Maint-Office Furniture 0 250 300 Maint-Instruments 469 250 500 Maint-Buildings 347 600 600 Services -Telephone 3,830 3,680 3,827 Service -Wireless Phone 456 490 490 Services -Electricity 10,149 9,500 10,300 Services -Gas 4,020 4,600 4,134 Services-Wtr/Sewer/San 3,587 3,500 3,600 Services -Other Profess 3,135 3,800 3,200 Services-Binding/Print 1,403 1,000 1,200 In City Mileage Reimbu 0 200 200 Rent -Equipment 727 800 1,100 Postage/Freight 1,123 1,350 1,500 TOTAL MLK Center 127,706 133,587 135,731 `PQ. PLANNING MISSION Planning engages both a short and long-range focus for community needs. Whether it ranges from coordination with proposed redevelopment projects to ensuring everyone in Wichita Falls is counted in the upcoming 2020 Census it's critical for cities to have plans in place for the proper subdivision of land, zoning/land use, historic preservation, and economic development so they are addressed in a consistent and strategic manner. In order for the community to better understand the role of the Planning Division in city government, the division believes education and public awareness continue to be important components of all projects. Helping the community realize the value of having zoning and land use regulations; historic preservation programs; economic development tools, pre -development meetings and site plan review consultations all factor into helping create a development -friendly and vibrant community. Along with traditional land use projects, various special purpose projects also contribute to development of the community, including downtown initiatives for enhanced growth opportunities, actively engaging the community in the 2020 Census initiative for improved socio-economic profile and federal funding for the next 10-years; coordination and partnership with major regional employers such as Sheppard Air Force Base helping advocate for long-term protection of military air space and value and neighborhood revitalization. SERVICES PROVIDED Short Range/Current Planning: Land development — platting/subdivision Regulatory Review - Rezoning, Conditional Uses, Variance cases Predevelopment consultations and site plan review Zoning Code Interpretations and Ordinance Amendments Inquiries related to land development, addressing, waiver requests, zoning certifications, GIS Long Range/Comprehensive Planning: Economic development — Reinvestment Zones; Economic Incentives Programs (e.g. TIF, 4B Downtown) Historic Preservation Programs — Landmark/Historic District nomination; Design Review services Comprehensive Planning/Programming Revitalization Initiatives — Downtown Redevelopment; Older Neighborhoods Demographics — Socioeconomic Data; Decennial Census and American Community Survey data Military/Aviation and Encroachment Planning Coordination and assistance for proposed Low -Income HFC affordable projects FY2020 ACCOMPLISHMENTS • Reorganization of the development review process and internal plat processing streamlines and expedites service to the public and provides transparency. • Predevelopment meetings prior to all digital a -plan submittals improves efficiencies, is business friendly and provides early access to city staff involved in the analysis. • 2020 Census Public Awareness campaign engaged the community to increase understanding and impact of decennial count on demographics and federal funding for next decade. • Sheppard AFB Main Gate Security Upgrade Public Partnership project will be completed by summer 2020. This $8.7m infrastructure project involved three government levels of funding from the local Wichita Falls `PJrA PLANNING Economic Development Corporation, the state Texas Military Preparedness Commission through DEAAGrants, and the US Air Force/DOD in order to address additional security upgrades and compliance for the main entry point to the military installation in addition to military value enhancements on the abutting property owned by the City of Wichita Falls. Terry Floyd Development Services Director 940-761-7446 Terry.flovd@wichitafallstx.gov CONTACT INFORMATION 128 PLANNING GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE PERFORMANCE ESTIMATE TARGETACTUAL Form subcommittees work in conjunction with staff; 75% develop recommendations, Create a public forums. Develop report (timing revised Redevelop Comprehensive and submission to City Council due to Downtown Downtown for adoption; create 30o � alternate public 0 100/o Master Plan Downtown Property engagement Maintenance Code, Vacant processes due Structure Registry and Zoning to COVID-19) Alignment Streamline Development Review Process through Internal Plat Recording; Track 70% 100% 100% Practice staff time involved and Efficiently Deliver Effective processing days City Services Governance Required Pre-dev't meetings; Reduced staff rejections of plans incompatible with CWF 50% 80% 100% standards Practice Zoning Ordinance Updates; Efficiently Deliver Effective Revisions to: 20% 70% 100% City Services Governance Signage and Various Sections 2020 Census; Increase Public Efficiently Deliver Practice Awareness to Obtain Cont of City Services Effective all Residents; Complete Count 75% 90% 100% Governance Analysis of self -response rates and total households counted SAFB Main Gate Upgrades Infrastructure Project; Obtain full reimbursement of Advocate for Accelerate DEAAGrant funding, all Economic Growth Long Term contracts closed out; project 40% 100% 100% SAFB Success impact report on added military value submitted to TM PC Historic Preservation: Update 1982 Preservation Plan; Efficiently Deliver Practice Obtain CLG Grant to Fund City Services Effective Program ;Assess weekly 0% 0% 50% Governance progress of consulting firm according to contract specifications 129 PLANNING EXPENDITURES BY CLASSIFICATION T-�95City of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 Actual FY 2020-21 Adopted Expenditures: Personnel Services 368,157 528,443 441,410 Supplies 6,456 7,831 4,804 Maintenance Et Repair 120 278 0 Utilities/Other Serv. 20,327 10,038 11,948 Other Expenditures 13,794 42,903 14,580 TOTAL Planning 408,854 589,493 472,742 Budget Reductions • Personnel Services: Reduction due to 30% of the Director's salary being apportioned to non -general fund budgets (Section 8/CDBG), resulting in General Fund savings. Previously the allocation was 12% to these areas. • Supplies: Reduction due to deferred replacement of office furniture; less anticipated supply expenditures • Other Expenditures: Reduction due to $25,000 for 2020 Census efforts not needed for FY 2021 budget; reduction in conference travel expenditures. PERSONNEL BY JOB TITLE �ir�,Ti7,45 City of Wichita Falls, TX }flAi FY 2018-19 FY 2020-21 Senior Admin Assistant 1.00 1.00 1.00 Planner II 1.00 1.00 1.00 Planner III * 0.00 0.00 1.00 Planning Administrator 1.00 1.00 1.00 Planning Technician 2.00 1.00 1.00 Director of Community Development ** 1.00 1.00 0.70 TOTAL- Planning 6.00 6.00 5.70 *Planner III position was added in FY 2019-20. ** 30% of Director of Community Development is paid out of CDBG/Section 8 funds. 130 PLANNING City of Wichita Falls, TX General Fund Expenditures, By Planning FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 144,630 217,254 209,214 Salaries - Clerical 23,949 32,367 32,469 Pool Clerical 0 816 0 Salaries -Operational 89,946 139,241 81,474 Overtime 2,557 2,420 0 Stability Pay 1,485 2,558 2,558 Cell Phone Allowance 0 0 720 FICA 18,964 28,631 20,401 TMRS Retirement 33,578 58,090 47,665 Life Insurance Contrib 348 504 377 Disability Insurance C 226 214 229 Health Insurance Contr 51,183 44,955 46,304 HSA Contributions-Empl 1,291 1,392 0 Supplies -Minor Furnitu 2,260 884 819 Supplies -Office 3,868 4,740 2,250 Supplies -Educational 0 150 150 Supplies-Periodicals/S 312 1,315 1,285 Supplies -Personal Comp 0 650 0 Supplies -PC Software 17 92 300 Maint-Office Furniture 0 158 0 Maint-PC Software 120 120 0 Services -Telephone 2,727 3,340 3,646 Services -Central Garag 3,207 3,698 3,302 Services -Other Profess 12,155 0 0 Services -Lien Filings (300) 0 2,500 Services -Advertising 2,244 2,500 2,000 Services-Binding/Print 294 500 500 Travel Expenses 5,417 8,325 2,525 Education Registration 1,739 5,815 1,650 Lease Payments 2,688 4,008 1,850 Memberships 1,966 1,355 1,355 Boards/Local Meetings 690 20,400 5,000 Postage/Freight 1,294 3,000 2,200 TOTAL Planning 408,854 589,493 472,742 131 FINANCE & PURCHASING MISSION FINANCE This Division is responsible for processing, maintaining, and accurately reporting all financial data for the City. The Division prepares and presents the Comprehensive Annual Financial Report (CAFR) and provides principal assistance to the City Manager in the formulation of the Annual Budget. Routine daily activities in this Division include the processing of payroll, vendor payables and receivables, all accounting transactions and treasury management of City available funds. During the year, the Government Finance Officers Association of the United States and Canada (GFOA) awarded the Certificate of Achievement for Excellence in Financial Reporting for the fiscal year ended September 30, 2018. The Certificate of Achievement is a prestigious national award recognizing conformance with the highest standards for preparation of a state and local government financial report. The City has received this award annually for twenty-four consecutive years. This division worked closely with the City Manager's Office on the development of the 2020-21 Annual Operating Budget and the Five -Year Capital Improvement Plan. This process began in March and concluded with Council presentations, discussions, public hearings, and final budget adoption in September of 2020. PURCHASING The Purchasing Division processed 3,728 purchase orders in FY 2019-20. Many of these orders were routine work with vendors and user departments for annual purchasing needs. However, several of these orders required the Purchasing Division to assist other user departments in researching and developing unique specifications for Requests for Proposals and/or Bids. Over 67 of these types of purchases required formal bid process and City Council approval as the amount of the purchase was in excess of $50,000. A few special bid processes during this year include: • Assisting Public Transportation with the procurement of a Construction Manager at Risk for the new Transit Maintenance Facility • Assisting the Parks Department with the purchase of over $90,052 in new mowing equipment. • Assisting the Sanitation Department with the purchase of over $1,488,054 in new equipment from various purchasing cooperatives. • Assisting Public Works in the purchase of 25 essential chemicals for water and wastewater treatment, at a total estimated cost of $2,033,386. The Purchasing Division works with Office Depot to develop templates for commonly used forms, such as letterhead, envelopes, and business cards that can be used by all City departments and easily customized for each individual or department. Using The Cooperative Purchasing Network (TCPN) with Office Depot allows for larger quantity printing jobs at reduced costs. This past year $5,500 was saved with this program. 132 FINANCE & PURCHASING SERVICES PROVIDED FINANCE • Processing and recording of City financial transactions. • Ensuring accuracy of assets, liabilities, fund balances, revenues, and expenses within the accounting system. • Provide compensation for employees, ensure benefit and incentive rates are calculated properly. • Forecasting revenue and expenditures. • Preparing City's annual operating budget. • Managing all treasury functions of the City. • Provide analytical and financial information to the City Management, City Council and other departments. PURCHASING • Processing department requests for goods and services that are required for daily operations. • Ensuing timely procurement and delivery. • Ensuring requests are processed in a competitive environment where all suppliers or representatives are treated in a courteous and fair manner. • Increased financial transparency by further implementing the Tyler system. • Certificate of Achievement for Financial Reporting. • Prepared a balanced budget for City Management and City Council. Jessica Williams Chief Financial Officer & Director of Finance 940-761-7462 jessica.williams@wichitafallstx.gov 133 FINANCE & PURCHASING GOALS & PERFORMANCE MEASURES FINANCE GOAL OBJECTIVE ESTIMATE TARGETMEASURE Research best NEW: Annual GFOA practices and Certificate of implement GFOA Achievement for N/A N/A 100% guidelines to make Excellence in Budgeting. improvements to Administer the Budget Document Review and implement budget and identify more any necessary policy ° 100/ ° 100/ ° 100/ process for efficient and changes/improvements. effective methods. planning, Annually identify financial budgetary savings Budget annually reviews analysis and and revenue departments/funds for decision enhancements potential excess and cost 100% 100% 100% making for during the creation reductions. departments, of the budget. management Provide salary and Council. projections, benefit Budget provides accurate costs, tax revenues projections between and inter -fund salary and benefits' 100% 100% 100% charges to ensure budgeted rates and accuracy and source documents. legitimacy. Accounts Payable responds to and resolves Account, analyze, all vendor disputes within 100% 100% 100/ ° and report financial 5 business days. data internally and externally on a Input all financial Monitor and timely basis. transactions to complete 100% 100/ 100/ ° month end close by the manage City 15th of every month. Resources, while Respond to and resolve providing all Payroll inquiries within 100% 100% 100% financial Generate cash 5 business days. transparency disbursements in an Accounts Payable and customer accurate and timely service manner. processes all vendor internally and payments within 30 days 100% 100% 100% externally. of receipting invoice. Invest and maintain City funds in an efficient and Certified Annual Financial Report (CAFR) w/GFOA 100% ° 100/ ° 100/ prudent manner for maximum fiscal Award for Excellence stability. 134 FINANCE & PURCHASING ., GOAL .:ACTUAL ESTIMATE TARGETMEASURE Maintain vendor base for formal bids Ensure proper expenditure of tax User specifications for in an effort to funds by obtaining ° 100/ goods/services met. 100% 100% maintain a best available price. competitive environment. Include more local businesses in order Expand local to stimulate local and economy. Purchases that have been Expand cooperative cooperative made from local vendors. N/A N/A N/A market for all market in order to purchases. improve time and cost effective purchasing. �i"sirs 'FYAS Expenditures: Personnel Services Supplies Maintenance Et Repair Utilities/Other Serv. Insurance Et Contract Supp. Other Expenditures TOTAL Accounting and Finance Personnel Services Supplies Maintenance Et Repair Utilities/Other Serv. Insurance Et Contract Supp. Other Expenditures TOTAL Purchasing *Moved into Accounting & Finance Department EXPENDITURES BY CLASSIFICATION City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 Actual 515,403 18,339 5,189 20,603 0 36,647 596,180 143,152 1,738 100 8,864 50 3,663 157,568 635,533 18,364 1,400 13,203 15 23,415 691,930 150,382 2,240 100 8,024 100 4,175 165,021 FY 2020-21 Adopted 799,270 10,889 1,500 20,875 115 29,875 862,524 0 0 0 0 0 0 0* 135 FINANCE & PURCHASING Budget Summary • Increase in Personnel Services cost due to hiring of a Senior Budget Analyst, approved in the FY 2019-20 budget. • Decreased Supplies by $9,715. • Decreased Utilities/Other Serv. by $352. 't5 TEMA3 PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 Accountant II 1.00 0.00 0.00 Accounting and Budget Manager 1.00 0.00 0.00 Accounting/Payroll Analyst 0.80 0.80 0.80 Administrative Clerk 1.05 1.00 0.60 Administrative Secretary 0.80 0.80 0.00 Assistant Dir of Finance 0.00 1.00 1.00 Buyer 1.00 1.00 1.00 CFO/Director of Finance 1.00 1.00 0.85 Finance Consultant 0.00 0.00 0.00 Purchasing Agent 1.00 1.00 1.00 Senior Accountant 1.00 2.00 2.00 Senior Admin Clerk 0.00 0.00 1.00 Senior Budget Analyst 0.00 1.00 1.00 TOTAL- Finance & Accounting 8.65 9.60 9.25 *Finance & Accounting absorbed Purchasing in FY 2020-21, restated as one department in previous years *Administrative Clerk and Accounting/Payroll Analyst are funded out of Duplicating Services and General Fund *15% of the CFO/Director of Finance salary is paid out of Utility Collections. 136 FINANCE & PURCHASING City of Wichita Falls, TX General Fund Expenditures, By Finance & Purchasing FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 196,278 231,249 266,450 Salaries - Clerical 59,016 57,845 81,602 Salaries -Operational 129,887 185,984 231,337 Overtime 9,366 0 0 Terminal Pay (14,561) 0 1,381 Stability Pay 5,066 3,905 7,047 Cell Phone Allowance 191 720 720 FICA 29,366 34,783 45,897 TMRS Retirement 50,964 70,753 101,400 Life Insurance Contrib 462 369 817 Disability Insurance C 355 279 569 Health Insurance Contr 49,014 49,646 62,049 Supplies -Minor Office 370 240 240 Supplies -Minor Furnitu 8,190 249 799 Supplies -Office 9,174 6,450 7,700 Supplies-Periodicals/S 0 425 610 Supplies -System Softwa 0 11,000 300 Supplies -PC Software 247 0 1,240 Supplies -Other 358 0 0 Maint-Office Furniture 277 1,400 1,500 Maint-Buildings 4,912 0 0 Services -Telephone 3,414 3,173 4,845 Service -Wireless Phone 186 0 0 Services -Other Profess 2,476 5,230 5,230 Services -Advertising 11,010 2,000 7,500 Services-Binding/Print 3,517 2,800 3,300 Insurance Expense 0 15 115 Travel Expenses 21,871 5,050 9,350 Education Registration 1,779 4,795 5,250 Memberships 1,648 1,570 2,775 Postage/Freight 11,349 12,000 12,500 TOTAL Finance 596,180 691,930 862,524 Expenditures: Salaries - Supervision 55,246 57,560 FT Permanent Supervisi 0 0 Salaries - Clerical 11,459 20,062 Pool Clerical 0 0 Salaries -Operational 31,714 32,906 137 FINANCE & PURCHASING Overtime Terminal Pay Stability Pay FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Minor Furnitu Supplies -Office Supplies-Periodicals/S Supplies -Code Books Supplies -PC Software Maint-Office Furniture Services -Telephone Services -Advertising Services-Binding/Print Insurance Expense Travel Expenses Education Registration Memberships Postage/Freight TOTAL Purchasing City of Wichita Falls, TX General Fund Expenditures, By Finance & Purchasing FY 2018-19 Ar+i1:3l 429 0 28 0 1,705 1,898 7,342 8,082 12,874 16,375 134 145 100 109 22,121 13,245 745 0 958 2,000 0 75 0 125 35 40 100 100 1,481 1,524 6,937 6,000 446 500 50 100 1,266 1,200 768 1,000 1,373 1,225 256 750 157,568 165,021 FY 2020-21 Adopted 138 MUNICIPAL COURT OPERATIONS MISSION Municipal Court uses the Tyler Court software. In 2020, the division will partner with the WFPD in installing the BRAZOS electronic ticket program that is also a Tyler product. This system will allow our court to become even more paperless. The Brazos system will allow for total data and document transfer to the court for direct filing. This process will eliminate the manual scanning of documents and allow clerks to focus more on cases and work flow for collections and status updates. Municipal Court has instituted an automated Court Notify program offered through the current Tyler Municipal Court software system. This system generates both an automated phone call and a text message to defendants whose cases have gone into a warrant status. Both the voice and text messages inform the defendants that their case has gone into a warrant status, which may lead to an arrest if not cleared. Also included in the text message is a link to the Municipal Court online system where defendants may pay their fines. This Court Notify program was implemented in June 2018 and continues to produce outstanding results. To date, the Court Notify system has contacted defendants in 35,327 cases with outstanding balances owed. Out of that number a total of $196,029.63 dollars have been collected from this program. • Citation/Ticket Processing • Warrant Service and Collections • Airport Security SERVICES PROVIDED FY2020 ACCOMPLISHMENTS • New Eticket program • Electronic Notification to Defendants • Streamline Operations and Staff Duties Stan Horton Court Administrator/ City Marshal 940-761-7882 stan.horton@wichitafallstx.gov CONTACT INFORMATION 139 MUNICIPAL COURT OPERATIONS GOALS & PERFORMANCE MEASURES PERFORMANCE OBJECTIVE MEASURE ACTUAL ESTIMATE TARGETGOAL Provide cost To provide quality effective and municipal and public efficient City safety services in a Have a sound fiscal budget services to the 100% 100% 100% cost-effective manner. citizens of Wichita Falls To address and maintain all cases filed Insure timely collections on with the court in a cases including the timely Maintain on -going timely and efficient closing g on cases. programs. 100% 100% 100% manner To communicate with Resolving cases in a timelier Review the citizens. Helping manner by using internet opportunities to the public and smartphone consolidate steps in 100% 100% 100% communicate with the court electronically technology. resolving cases in a timelier manner. Filing and maintaining Maintain a good working all citations written by system and records All citations are 100% 100% ° 100/ all city departments o eration of all cases filed p accounted for. with the court. 140 MUNICIPAL COURT OPERATIONS EXPENDITURES BY CLASSIFICATION dViC�i��s YEMAi City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 783,029 792,800 771,913 Supplies 10,870 17,591 12,990 Maintenance Et Repair 0 0 0 Utilities/Other Serv. 129,343 106,229 97,620 Other Expenditures 21,516 24,550 31,865 TOTAL Gen Municipal Court 944,757 941,170 914,388 Budget Reductions • Reduced Personnel Services by $13,999. • Reduced Supplies by $4,601. • Reduced Utilities/Other Serv. by $8,609. PERSONNEL BY JOB TITLE Uic�? Ti" lt5City of Wichita Falls, TX AS FY 2018-19 FY 2020-21 Court Coordinator 1.00 1.00 1.00 Deputy Court Clerk 7.00 7.00 6.00 Municipal Court Administrator & City Marshal 1.00 1.00 1.00 Municipal Court Warrant Officer 3.03 3.03 3.03 Municipal Court Judge 1.00 1.00 1.00 Senior Deputy Court Clerk 1.00 1.00 2.00 TOTAL- Municipal Court 14.03 14.03 14.03 NOTES: 1. Reclassified (1) Deputy Court Clerk to Senior Deputy Court Clerk. 2. The Court Coordinator position and two Deputy Court Clerk positions will remain open but unfunded/unfilled through FY20-21. These positions were reduced due to the effect of the Pandemic on court operations. M1 MUNICIPAL COURT OPERATIONS Expenditures: Salaries - Supervision Salaries - Clerical Salaries -Operational Pool Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Minor Furnitu Supplies -Office Supplies-Periodicals/S Supplies -PC Software Supplies -Other Maint-PC Software Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas Services-W t r/Sewer/Sa n Services -Central Garag Services -Bank Services -Other Profess Services-Binding/Print Travel Expenses Education Registration Lease Payments Jury Fees Memberships Postage/Freight TOTAL Municipal Court City of Wichita Falls, TX General Fund Expenditures, By Municipal Court FY 2018-19 FY 2020-21 Actual • • • Adopted 183,562 187,272 187,270 182,965 260,166 259,127 106,903 0 0 100,655 99,874 99,874 1,130 1,607 1,500 686 0 0 10,835 11,028 7,811 727 720 720 42,512 39,884 32,537 56,699 81,324 75,967 579 584 600 350 324 317 95,425 110,017 106,190 479 2,891 690 5,496 5,800 5,800 2,783 2,400 3,000 43 0 0 2,069 6,500 3,500 0 0 0 9,730 9,324 3,225 347 0 0 6,931 7,098 7,986 1,484 1,414 1,527 1,362 1,200 1,200 7,173 7,193 6,682 59,074 40,000 24,000 41,682 37,000 50,000 1,558 3,000 3,000 1,744 4,000 4,000 2,050 3,850 3,850 1,864 1,900 1,975 48 1,800 1,800 240 0 240 15,570 13,000 20,000 9aa_757 4a1.17n 91 a3RR M% PUBLIC INFORMATION MISSION The Public Information Office (PIO) is responsible for effectively communicating to the public and the media the business and activities of city government, departments, services and events. This is accomplished through use of the City's website, Facebook, Twitter, Instagram, YouTube, Channel 1300 cable programming, press releases and newsletters. The PIO's funding is derived from the General Fund and the Public, Educational and Governmental fees fund. The PIO department consists of one full-time Public Information Officer, one full-time Social Media/Marketing Specialist and one full-time Administrative Clerk. The PIO office's daily activities include assisting other departments with maintaining their website pages, creating and publishing a city-wide newsletter, maintaining the employee of the month photo display, coordinating proclamation requests, volunteer certificates, congratulatory letters, creating departmental promotional flyers and brochures and assisting the general public with inquiries. SERVICES PROVIDED • Regular updates via social media channels, website updates, public programming on Channel 1300, and many other marketing platforms. • Assist all city departments with providing information to the public related to city services. FY2020 ACCOMPLISHMENTS • 264 individual slides were designed for use on the city's channel 1300 cable program • 75 press releases were compiled and issued • 53 proclamations were produced • 40 episodes of "That City Show" were produced and aired on KAUZ and YouTube • 38 "Pawtacular Pet of the Week" segments were produced • 25 City Council meetings were livestreamed • 12 monthly events newsletters were create. Lindsay Barker Director 940-867-1340 lndsay.barker@wichitafallstx.gov CONTACT INFORMATION 143 PUBLIC INFORMATION GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE 2018-19ACTUAL ESTIMATE TARGETMEASURE Enhance Develop the Completion of the 0% (due to Public Wichita Falls N/A 100% Academy COVID-19) Outreach Citizens Academy Establish Develop a Crisis Coordinated Management & Completion of Policy N/A 25% 100% and Trusted Communication Message Policy Establish Coordinated Develop a brand Completion of Policy N/A 25% 100% and Trusted standard policy Message Increase staff Enhance speaking 0% (due to Public engagements with On -Going N/A COVID-19) 100% Outreach the Public 144 PUBLIC INFORMATION EXPENDITURES BY CLASSIFICATION �R45 City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual Expenditures: Adopted Personnel Services 154,134 166,815 144,652 Supplies 1,845 5,160 1,600 Maintenance Et Repair 1,266 300 360 Utilities/Other Serv. 4,572 5,870 8,105 Other Expenditures 7,446 6,436 11,849 TOTAL General Public Information 169,263 184,581 166,566 Budget Reductions: • Supplies (Equipment, Internet were moved to our PEG fund) • Personnel (Our social media coordinator's salary is lower than the person who held the position previously). Video Producer is an unfunded position for the 2020-21 fiscal year. �ic�i�iis 'FYAS PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 Administrative Clerk 0.75 1.00 1.00 Media Producer 1.00 1.00 1.00 Video Producer 0.00 0.00 1.00 Public Information Officer 1.00 1.00 0.50 TOTAL- Public Information 2.75 3.00 3.50 *Video Producer is an updated Position description. This position is not filled due to the hiring freeze. *The Public Information Officer also serves as the Convention & Visitor's Bureau Director. 145 PUBLIC INFORMATION City of Wichita Falls, TX General Fund Expenditures, By Public Information FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 0 0 51,000 Salaries - Clerical 18,583 25,459 25,709 Salaries -Operational 87,989 91,792 36,462 Stability Pay 1,210 1,486 138 FICA 8,045 8,317 4,410 TMRS Retirement 13,779 17,371 10,398 Life Insurance Contrib 152 152 84 Disability Insurance C 114 115 62 Health Insurance Contr 23,856 21,619 16,389 HSA Contributions-Empl 406 504 0 Supplies -Minor Tools a 27 300 1,500 Supplies -Minor Furnitu 1,604 0 0 Supplies -Office 52 0 0 Supplies-Periodicals/S 120 60 100 Supplies -Other 42 4,800 0 Maint-Systems Software 1,266 0 360 Maint-Other Equipment 0 300 0 Services -Telephone 1,938 1,730 3,245 Services -Other Profess 1,424 890 1,610 Services -Advertising 1,210 3,000 3,000 Services-Binding/Print 0 250 250 Travel Expenses 708 1,500 1,638 Education Registration 360 720 1,110 Lease Payments 892 816 816 Memberships 530 170 255 Public Relation/Promo 4,870 3,000 7,800 Postage/Freight 86 230 230 TOTAL Public Information 169,263 184,581 166,566 `R. ENGINEERING MISSION The Engineering Division develops the plans and specifications for capital improvement projects for the City. The projects improve infrastructure for the water treatment and distribution system, wastewater treatment and collection system, drainage improvements, roadways and recreational amenities. Additionally, the staff reviews and approves development plans and plats and provides inspection services and materials testing for the new and or improved infrastructure completed within the City. Engineering staff manages the City's infrastructure maps in the Geographic Information System (GIS) allowing operational field use of the Public Work's work order system. SERVICES PROVIDED • Develop plans and specification for City capital improvement projects • Inspect and approve all construction in the City's right-of-way • Maintain and oversee the infrastructure mapping system and asset management • Oversee the development of studies and future development for the City's infrastructure FY2020 ACCOMPLISHMENTS • Designed $19M in capital improvement projects • Oversaw the construction of $23.6M in projects • Oversaw the completion of 141,593 linear feet of new and rehabilitated streets, 3,300 linear feet of drainage improvements,12,659 linear feet of new and replacement water mains and rehab of 6,180 linear feet of sanitary sewer mains Blane Boswell, P.E. City Engineer 940-761-7477 blane.boswell@wichitafallstx.gov CONTACT INFORMATION ` El! N ENGINEERING GOALS & PERFORMANCE MEASURES OBJECTIVE PERFORMANCEGOAL MEASURE ACTUAL i ESTIMATE TARGET Engineer Manning Days 90% 80% 80% Execute design and award of all (5 positions) annual budgeted infrastructure rehabilitation projects within the Average Award Average Award Average Award FY. Annual Budgeted CIP w/in 28 days of w/in 28 days of w/in 28 days of Project Bid Schedule Schedule Schedule Schedule Promote development through accurate and timely design review Development Plan 8 business days 8 business days 8 business days and on -site inspection of Review infrastructure. Provide accurate infrastructure 60 Field Map 85 Field Map 75 Field Map mapping to reduce damaged Complete Map Change Work Change Work Change Work infrastructure during construction change requests Orders Orders Orders activities within the City ROW. Maintain accurate street condition Assess every street 24.5% of Streets 18% of Streets 25% of Streets index. every four years Maintained Maintained Maintained 148 ENGINEERING EXPENDITURES BY CLASSIFICATION T-�'(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 1,294,354 1,441,612 1,405,722 Supplies 23,382 19,508 19,838 Maintenance Et Repair 31,243 17,278 17,366 Utilities/Other Serv. 83,784 80,672 85,477 Insurance Et Contract Supp. 15 15 15 Other Expenditures 13,472 15,060 18,360 Capital Improvements 7,909 13,960 10,000 TOTAL Engineering 1,454,159 1,588,105 1,556,779 Budget Reductions • Reduced Personnel Services by $35,890. This offset minor increases in the other expenditure classifications. Reduced Capital Improvements by $3,960. PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Civil Engineer 2.67 1.67 1.67 Engineering Tech Field 1.00 1.00 1.00 Engineering Technician 6.00 6.00 6.00 Senior Engineering Tech 7.00 7.00 7.00 Deputy Director of Public Works 0.50 0.50 0.50 Director of Public Works 0.55 0.55 0.55 TOTAL- Engineering 17.72 16.72 16.72 *No changes in personnel or FTE from the previous year 149 ENGINEERING Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Overtime Terminal Pay Certification Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Office Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Janitorial Supplies -Lab Supplies -Clothing and Supplies -Educational Supplies-Periodicals/S Supplies -Container Supplies -Personal Comp Supplies -PC Software Maint-Office Furniture Maint-Radios Maint-Instruments Maint-PC Software Maint-Systems Software Maint-Heating/Cooling Maint-Utility Cuts Maint-Buildings Services -Telephone Service -Wireless Phone Services -Electricity City of Wichita Falls, TX General Fund Expenditures, By Engineering FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 222,704 233,854 215,057 10,177 0 0 1,029 10,200 0 668,463 778,622 755,063 12,838 16,806 16,806 6,556 0 0 465 960 0 18,086 18,563 15,331 3,443 3,960 2,880 70,095 74,873 72,147 124,398 154,001 165,611 1,251 1,265 1,159 876 865 838 153,721 14 7, 643 160,312 253 0 518 2,393 2,305 2,305 105 150 150 1,228 414 828 8,044 10,050 10,050 0 70 70 192 500 500 6,703 3,375 3,375 207 410 410 343 800 800 60 150 150 325 0 0 3,781 1,200 1,200 0 84 0 0 1,000 1,000 0 808 808 5,563 6,570 6,570 650 0 88 6,071 7,400 7,400 0 500 500 (1,242) 0 0 20,201 1,000 1,000 6,549 7,708 8,679 541 840 912 1,901 1,830 2,190 150 ENGINEERING City of Wichita Falls, TX General Fund Expenditures, By Engineering FY 2018-19 FY 2020-21 Actual • • • Adopted Services -Central Garag 60,463 57,584 53,856 Services -Other Profess 10,843 9,910 17,040 Services -Court Cost/Re 0 400 400 Services -Advertising 3,085 2,000 2,000 Services-Binding/Print 401 400 400 Insurance Expense 15 15 15 In City Mileage Reimbu 3,300 0 3,300 Travel Expenses 3,326 3,100 3,100 Education Registration 1,787 5,200 5,200 Lease Payments 2,043 2,975 2,975 Memberships 1,980 1,685 1,685 Boards/Local Meetings 15 100 100 Postage/Freight 1,021 2,000 2,000 Instruments/Apparatus 7,909 13,960 10,000 TOTAL Engineering 1,454,159 1,588,105 1,556,779 151 BUILDING INSPECTIONS MISSION The Building Inspections Division is responsible for the reviewing and issuing building permits, conducting building permit inspections, issuing trade (electrical, plumbing, HVAC) and demolition permits for all residential and non- residential projects within in the City limits. The division also oversees the City's backflow prevention program, and is responsible for overall oversight of the City's development processes. Building Inspections is assigned six (6) building inspectors, one (1) Assistant Building Official, two (2) permit technicians and one (1) commercial plans reviewer. SERVICES PROVIDED • Residential/Non-Residential Building Permit Review • Residential/Non-Residential Building Inspections • Oversight and Tracking of the City's Backflow Prevention program • Oversight of City Development Processes • Coordination of Pre -Development meetings with potential building and/or development applicants FY2020 ACCOMPLISHMENTS • Building Inspection Division was separated from the Neighborhood Services Division (Code, Housing, Neighborhood Resources) in 2019 as part of the re -organizational alignment of the Development Services Department, and in an effort to provide increased focus and staff prioritization of private development streamlining to enhance customer service and increase organizational efficiencies to deliver services efficiently. • Enhancement and expansion of the City's internal Development Team for better permit and development coordination among City departments • Issuance of 93 New Residential Home Permits • Generated $635,599 in permit fee revenue • Conducted 12,250 inspections • Fifteen (15) private development project over $500,000 issued permits/underway • Three (3) Quarterly meetings with development stakeholders held • Survey to gather feedback on satisfaction/performance of Building Inspection Division staff sent to 500 permit customers CONTACT INFORMATION Bobby Teague Chief Building Official/Development Coordinator 940-761-7459 Bobby.teague@wichitafallstx.gov 152 BUILDING INSPECTIONS GOALS & PERFORMANCE MEASURES OBJECTIVE PERFORMANCEGOAL ESTIMATE TARGETACTUAL Identify & Continued Advancement of Evaluate Development Team Process Efficiently Deliver City Privatization and through number of meetings 0% 75% 100% Services Restructuring held/expansion of departments Opportunities participating in process Implementation of new MyGov Efficiently Deliver City Practice Effective software enhancements to Services Governance allow upload of plans; ability to ° 0% ° 25/° ° 100% take payments online Continue quarterly meetings Efficiently Deliver City Practice Effective with development Services Governance stakeholders; Conduct a 0% 75% 100% minimum of four (4) meetings annually Efficiently Deliver City Practice Effective Send bi-annual surveys to 500 Services Governance permit system customers; 0% 75% 100% achieve a 15% response rate Adoption of 2021 International Building Code and National Efficiently Deliver City Practice Effective Electric Code with Services Governance Amendments; conduct 0% 10% 100% meetings to gather input from development stakeholders & Construction Board of Appeals Identify & Add online permit acceptance Evaluate and payment kiosk (or area) at Efficiently Deliver City Privatization and the front counter for customers 0% 70% 100% Services Restructuring to submit building permit/ Opportunities zoning/platting applications Identify & Finalize timeline/process maps Evaluate (and any associated policies) for Efficiently Deliver City Privatization and plan review, platting and zoning 0% 25% 100% Services Restructuring applications, and distribution of Opportunities timelines online and to customers Create a Assist in adoption and Redevelop Downtown Comprehensive implementation of Downtown 0% 50% 100% Downtown Property Maintenance Code Master Plan and Vacant Structure Ordinance Assist in departmental efforts Support for development, adoption & Accelerate Economic Neighborhood implementation of 0% 10% 100% Growth Revitalization Neighborhood Revitalization projects/programs. 153 BUILDING INSPECTIONS Lead and coordinate software upgrades for plan review and Efficiently Deliver City Practice Effective permitting software 0% 20% 100% Services Governance through MyGov software upgrades ic�rf �Rz EXPENDITURES BY CLASSIFICATION City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 Actual FY 2020-21 Adopted Expenditures: Personnel Services 1,247,667 1,413,617 829,776 Supplies 6,931 10,400 6,758 Maintenance Et Repair 237 1,121 558 Utilities/Other Serv. 68,871 79,468 35,308 Other Expenditures 21,066 24,288 10,600 TOTAL Inspection 1,344,773 1,528,895 883,000 Budget Reductions • New stand-alone budget due to departmental re -structuring last year; no longer combined with Code Enforcement Budget • FY 2021 Division Budget (when combined with Code Enforcement) is 9.5% below FY 2020 Adopted Budget • Reductions largely coming from reduction in office supplies, office furniture and other supply expenditures. • No changes in number of personnel or FTE from FY 2019-20 ic�rf �Rz PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 Assistant Building Official 1.00 1.00 1.00 Chief Building Official/Development Coordinator 1.00 1.00 1.00 Code Compliance Officer 5.00 5.00 5.00 Permit Tech 2.00 2.00 2.00 Plan Reviewer 1.00 1.00 1.00 TOTAL- Inspections 10.00 10.00 10.00 154 BUILDING INSPECTIONS Expenditures: Salaries - Supervision Salaries - Clerical Salaries -Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Clothing and Supplies -Educational Supplies -Code Books Supplies -Personal Comp Supplies -System Softwa Supplies -PC Software Supplies -Other Maint-Systems Hardware Maint-PC Software Services -Telephone Service -Wireless Phone Services -Central Garag Services -Other Profess Services-Binding/Print Services -Subcontractor Travel Expenses Education Registration Lease Payments Vehicle Lease Memberships Boards/Local Meetings Postage/Freight City of Wichita Falls, TX General Fund Expenditures, By Building Inspection FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 202,110 218,701 183,810 34,320 27,942 0 636,824 731,863 398,487 2,975 0 0 0 0 0 16,041 20,983 12,100 4,720 5,040 2,160 64,151 71,130 40,105 114,842 144,968 93,986 1,153 1,227 738 883 925 540 169,336 190,838 97,850 312 0 0 80 25 100 238 444 0 4,681 6,500 2,500 0 150 50 722 700 0 0 300 300 132 1,276 3,000 305 0 300 0 0 0 676 630 308 98 375 200 237 450 250 0 671 308 4,458 5,343 5,931 7,524 6,838 3,404 47,771 49,787 25,223 0 0 0 1,421 1,500 750 6,920 16,000 0 3,070 4,000 1,700 2,964 4,500 2,500 3,288 2,388 1,700 0 0 0 1,035 1,600 700 30 300 0 11,456 11,500 4,000 155 BUILDING INSPECTIONS Capital Asset Contra E City of Wichita Falls, TX General Fund Expenditures, By Building Inspection FY 2018-19 FY 2020-21 Actual • = Adopted 0 0 0 TOTAL Inspection 1,344,773 1,528,895 883,000 156 CODE ENFORCEMENT MISSION Code Enforcement Division is responsible for proactively inspecting properties within the city limits to ensure a safe, sanitary, and clean city while reducing the appearance of slum and blight. 411:klyjtoxya:ZiIy/1171197 • Enforcement of city ordinances related to property violations. FY2020 ACCOMPLISHMENTS • Total of (15) properties were taken before the City Council to request demolition orders. • October 2019 — March 2020 a total of 3336 cases with 5852 total inspections. • Due to COVID19 restrictions Code Officers are spending more hours in the field. • Participation in the development of new ordinances for the downtown area. Rita Miller Neighborhood Services Manager 940-761-8842 Rita.MiIler@wichitafalIstx.gov CONTACT INFORMATION 157 CODE ENFORCEMENT GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE ESTIMATE TARGETMEASURE Adoption of Create a ordinances by City Redevelop Comprehensive Council that help 30% o 75% o 100% Downtown Downtown improve Downtown Master Plan area. Shorten the time from Efficiently Practice the structure being deliver city Effective identified as 90% 80% 100% services. Governance hazardous to the time it is demolished. Faster response time to complaints and re- Efficiently Practice inspections by deliver city Effective 80% 90% 100% ° increasing the amount services. Governance of time the field for Code Officers. EXPENDITURES BY CLASSIFICATION 7Rz City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual mor-lr.r.r�TM-M Adopted Expenditures: Personnel Services 0 0 448,798 Supplies 0 0 3,675 Maintenance & Repair 0 0 452 Utilities/Other Serv. 0 0 37,145 Other Expenditures 0 0 11,138 TOTAL Code Enforcement 0 0 501,208 Removed from Inspection, formed new Division Budget Reduction • New stand-alone budget due to departmental re -structuring last year; no longer combined with Building Inspections Budget • FY 2021 Division Budget (when combined with Building Inspections) is 9.5% below FY 2020 Adopted Budget • Salaries for Code Enforcement Officers, Administrative staff and Division/Department Head are split between CDBG Funds at varying degrees based on line of work. These percentages were evaluated and increased for the FY 2021 budget. • 10% of the Code Enforcement Officer Salaries, 60% of the Division Head Salary and 10% of the Administrative staff salary are funded by CDBG funds, resulting in less salary divisional/departmental salary being funded by the General Fund. 158 CODE ENFORCEMENT PERSONNEL BY JOB TITLE dVIC�i� 95 City of Wichita Falls, TX FY 2018-19 FY 2020-21 Neighborhood Services Manager 0.51 0.51 0.40 Code Enforcement Officer 1 3.78 3.78 4.70 Code Enforcement Officer II 0.92 0.92 0.90 Senior Admin Clerk 1.85 1.85 1.85 TOTAL- Code Enforcement* 7.06 7.06 7.85 Budget was combined/reported with Building Inspections in FY 2019-20. * 5 Code Enforcement Officer I funded at 90% salary & 1 Code Officer funded at 20% salary; Remaining FTE is reported in CDBG 159 CODE ENFORCEMENT Expenditures: Salaries - Supervision Salaries - Clerical Salaries -Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Clothing and Supplies -Educational Supplies -Code Books Supplies -Personal Comp Supplies -System Softwa Supplies -PC Software Supplies -Other Maint-Systems Hardware Maint-PC Software Services -Telephone Service -Wireless Phone Services -Central Garag Services -Other Profess Services -Court Cost/Re Services -Advertising Services-Binding/Print Services -Subcontractor Travel Expenses Education Registration Lease Payments Vehicle Lease Memberships City of Wichita Falls, TX General Fund Expenditures, By Code Enforcement FY 2018-19 FY 2020-21 Actual • • • Adopted 15,063 13,967 239,049 0 0 7,535 1,530 21,934 51,228 360 282 97,850 0 25 0 3,000 50 500 0 0 0 0 0 100 100 352 0 2,922 25,223 0 0 0 500 8,500 1,000 750 888 0 500 iOff CODE ENFORCEMENT City of Wichita Falls, TX General Fund Expenditures, By Code Enforcement FY 2018-19 FY 2020-21 Actual Boards/Local Meetings Postage/Freight Capital Asset Contra E TOTAL Code Enforcement Adopted 0 8,000 501.208 TRAFFIC ENGINEERING MISSION The Traffic Engineering Division made significant improvements to infrastructure and systems over the past year. The Division is divided into three major sections: signs/markings, streetlights, and traffic signals. The division is responsible for maintaining approximately 8,348 streetlights, 48,000 traffic signs, 86.4 miles of roadway markings, and 102 signalized intersections. In addition, staff is responsible for maintaining 53 outdoor warning sirens and 49 school zone/warning beacons. Traffic also maintains City -owned parking lot and public parking pavement markings. Ballfield, trail, and other metered City -owned lighting are also the responsibilities of Traffic. During calendar year 2019, traffic staff responded to 919 street light calls, which is a 38% reduction from 2018. There were 410 calls for signalized intersections, sirens, and school warning beacon problems. In addition, there were 660 sign calls to report an issue. All of these calls were in addition to regular maintenance. • Signs and Markings • Street Lighting • Signals • Alternative Transportation SERVICES PROVIDED FY2020 ACCOMPLISHMENTS • Bicycle Friendly Community Award • Completed LED streetlight conversion • Completed 92 miles of annual roadway striping Larry Wilkinson Traffic Superintendent 940-761-7640 larry.wilkinson@wichitafallstx.gov CONTACT INFORMATION `N TRAFFIC ENGINEERING GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE MEASURE ESTIMATE TARGET Change out approximately Installation of Efficiently Deliver City 25/° of new wiring in Services/Provide Decorative the Country Adequate 100% 100% 100/ ° street light poles and Club area Infrastructure boring Replace 25 Efficiently Deliver City Install new Services/Provide existing aged 100% 100/ ° 100/ poles Adequate wood poles Infrastructure Replace old Upgrade to TS 2 Efficiently Deliver City Services/Provide signal cabinets with Adequate 100% 100% 100% cabinets new technology Infrastructure W-V TRAFFIC ENGINEERING EXPENDITURES BY CLASSIFICATION T-�,(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 Actual Expenditures: FY 2020-21 Adopted Personnel Services 697,087 803,071 837,018 Supplies 51,477 93,024 95,176 Maintenance Et Repair 151,29S 153,040 131,509 Utilities/Other Serv. 656,943 555,341 466,473 Debt Expenditures 189,159 204,432 211,775 Other Expenditures 3,337 5,087 1,625 Capital Improvements 3,099,477 325,590 197,158 TOTAL Traffic Engineering 4,848,775 2,139,585 1,940,734 Budget Reductions • Decrease in signal infrastructure, street light infrastructure, signal detection, signal controllers, and signal communication. • All decreases in expenditures will not affect the Traffic Engineering Division's abilities to deliver city -services. P5 PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 Electronics Technician 1.00 1.00 1.00 Lead School Crossing Guard 0.34 0.34 0.34 School Crossing Guard 4.76 2.88 4.76 Traffic Control Coordinator 0.00 0.00 0.00 Traffic Control Tech 9.00 9.00 9.00 Traffic Superintendent 1.00 1.00 1.00 TOTAL- Traffic Engineering 16.10 14.22 16.10 *School Crossing Guards vary year to year based on need. TRAFFIC ENGINEERING Expenditures: Salaries - Supervision Salaries -Operational Overtime Terminal Pay Certification Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Motor Vehicle Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Traffic Contr Supplies -Clothing and Supplies-Periodicals/S Supplies -Animal Feed Supplies -Container Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-Preventative Maint-Machine/Tools/Im Maint-Office Furniture Maint-Instruments Maint-Systems Software Maint-Heating/Cooling Maint-Park Lighting Maint-Signal Lights Maint-Service Connecti Maint-Street Lights Maint-Warning Sirens Maint-Central Garage Services -Telephone Service -Wireless Phone City of Wichita Falls, TX General Fund Expenditures, By Traffic Engineering FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 76,242 77,460 77,459 409,739 464,674 511,404 19,158 10,502 13,500 0 0 0 0 0 0 7,260 6,188 8,608 1,299 1,080 1,800 38,899 38,887 43,156 56,779 112,314 86,258 554 586 675 407 425 474 86,750 90,955 93,684 0 0 0 1,681 6,580 2,160 0 250 0 966 2,000 1,000 0 150 150 41,621 67,881 73,368 2,205 4,000 5,400 269 3,800 4,500 0 0 0 0 0 0 0 0 0 0 0 220 4,735 8,363 8,378 0 0 0 3,875 6,800 2,950 0 450 0 0 5,000 5,780 9,800 10,000 10,000 0 250 250 6,768 16,003 16,006 64,239 41,650 40,925 0 0 0 28,727 43,367 37,048 37,439 27,420 16,000 449 2,100 2,550 7,693 3,340 3,646 1,479 1,272 3,850 il-V TRAFFIC ENGINEERING City of Wichita Falls, TX General Fund Expenditures, By Traffic Engineering FY 2018-19 FY 2020-21 Actual • • • Adopted Services -Electricity 41,244 41,400 47,523 Services-Elect/Street 438,834 350,000 250,000 Services -Gas 8,186 10,000 10,000 Services -Central Garag 159,478 149,129 151,254 Services-Binding/Print 29 200 200 Unemployment Compensat 0 0 0 Bond Principal Payment 184,975 204,432 116,488 Bond Interest Payments 4,184 0 95,287 In City Mileage Reimbu 988 712 1,300 Travel Expenses 977 2,300 0 Education Registration 955 1,700 0 Memberships 0 50 0 Postage/Freight 417 325 325 Machines/Tools/Impleme 0 25,000 0 Signs 86,591 96,657 115,584 Street Lighting 2,956,994 68,188 37,105 Traffic Signal Cabinet 48,800 50,800 0 Traffic Signal Control 56,396 55,000 14,000 Traffic Signal Infrast 171,829 29,946 30,469 Warning Sirens 0 0 0 Capital Asset Contra E (221,133) 0 0 TOTAL Traffic Engineering 4,848,775 2,139,585 1,940,734 1LY. STREET MAINTENANCE MISSION The Street Maintenance Division has many responsibilities including the maintenance of 540 miles of streets and 529 miles of drainage facilities within the City limits and ETJ. 411:Zy/to] xya:Zi1yj1171197 The responsibilities specifically include pothole repair, minor street repair, street sweeping, utility cut repair which includes clean up, backfill and finished surface, drainage maintenance which includes culverts, bridges, open channels, residential detention ponds, ditches, easements, Lake Wichita dam and Holliday Creek, Water Treatment Plant and Tower mowing and hauling water sludge, Lake Arrowhead and Kickapoo dams, lake lot roads and mowing, and response during flooding, wind damage and ice and snow. FY2020 ACCOMPLISHMENTS • Successfully completed 2,841 work orders and responded to 11,266 service calls. • Repaired 826 utility cuts within an average of less than 23 calendar days of receiving the hole. • Responded to 738 pothole repair work orders filling 3,244 potholes and 899 street skin patches. • Completed sweeping of 34,044 curb miles improving the quality of City streets and protecting storm water exceeding MS4 permit requirements • Responded during one weather event ensuring the timely clearing of priority 1 roadways and safe travel for emergency personnel and the public. • Constructed 1,909 SF of handicap ramps through the Community Development Block Grant (CDBG) program providing essential construction training to local citizens. • Cleaned, maintained and mowed 97 detention ponds and over 500 miles of drainage improvements to ensure the drainage system functions. Jose Caballero Streets Superintendent 940-761-7970 jose.caballero@wichitafallstx.gov CONTACT INFORMATION `[:YA STREET MAINTENANCE GOALS & PERFORMANCE MEASURES OBJECTIVE GOALTARGET MEASURE ACTUAL ESTIMATE Maintain well trained workforce and adequate manning in order to Employee Turnover Rate 32% 30% 30% reduce Employee Turnover Rate and minimize overtime Manage and repair utility cuts in a timely manner to ensure the safety Close Turned Over Utility 23 Calendar Days 40 Calendar Days 30 Calendar Days of the public and protection of the Cuts City's infrastructure. Ensure the City meets MS4 permit Sweep Streets (MS4 Permit) 34,044 curb miles 20,000 curb miles 20,000 curb miles requirements through completion of measurable goals set forth by the approved management plan. Clean and Maintain Open Drainage Channels 29,545 LF 25,000 LF 30,000 LF (MS4 Permit) Maintain City streets by completing Respond to Pothole timely and quality pothole repair 47 calendar days 40 Calendar Days 30 Calendar Days and patching as needed. requests Provide consistent service with reliable equipment by improving Equipment Availability equipment availability by conducting Rate 7S% 80% ° 80/ timely preventative maintenance, safe driving and prompt repairs. STREET MAINTENANCE EXPENDITURES BY CLASSIFICATION T-�'(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 • l FY 2020-21 Actual • • • Adopted Expenditures: Personnel Services 2,658,528 2,707,243 2,744,560 Supplies 38,399 58,901 58,902 Maintenance Et Repair 398,534 451,790 182,422 Utilities/Other Serv. 688,412 718,753 640,803 Insurance Et Contract Supp. 0 6,020 6,020 Other Expenditures 2,299 6,535 6,485 Capital Improvements 1,424,902 2,445,360 2,505,860 TOTAL Street Maintenance 5,211,073 6,394,602 6,145,052 Budget Reductions • Due to the reduction in revenue caused by the current COVID 19 pandemic, the department has reduced the annual street rehabilitation project for 2020 by 66%. • In addition, the Public Works Department has balanced the funds for the utility cut repairs to be funded by the appropriate water/sewer fund eliminating 60% from the Maintenance and Repair expenditures in the General Fund. PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 C & M Supervisor 2.50 2.50 2.50 Equip Operator 11.00 11.00 11.00 General Maintenance Worker 17.00 17.00 17.00 Heavy Equipment Operator 15.00 15.00 15.00 Laborer 5.00 5.00 5.00 Senior Admin Clerk 1.00 1.00 1.00 Store Clerk 1.00 1.00 1.00 Street Program Coordinator 0.75 0.75 0.75 TOTAL- Street Maintenance 53.25 53.25 53.25 *No changes in personnel or FTE from the previous year iGX!] STREET MAINTENANCE City of Wichita Falls, TX General Fund Expenditures, By Street Maintenance FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 44,718 46,496 45,365 Salaries - Clerical 30,666 31,603 31,616 Salaries -Operational 1,541,570 1,631,192 1,657,975 Overtime 168,106 137,700 137,700 Terminal Pay 276 0 0 Stability Pay 38,201 41,996 37,814 Cell Phone Allowance 943 1,080 720 FICA 131,042 134,761 122,294 TMRS Retirement 235,467 273,635 287,211 Life Insurance Contrib 2,153 2,218 2,251 Disability Insurance C 1,637 1,671 1,629 Health Insurance Contr 461,944 402,996 415,086 HSA Contributions-Empl 1,806 1,896 4,899 Supplies -Motor Vehicle 4 0 0 Supplies -Minor Tools a 4,655 8,500 8,500 Supplies -Minor Furnitu 0 425 426 Supplies -Office 816 1,300 1,300 Supplies -Photographic 0 100 100 Supplies-Medical/Drug 0 100 100 Supplies -Physician 169 0 0 Supplies -Janitorial 75 1,000 1,000 Supplies-Botanical/Agr 0 6,000 6,000 Supplies -Traffic Contr 7,909 14,900 14,900 Supplies -Linen 0 350 350 Supplies-Periodicals/S 0 100 100 Supplies -Container 1,230 0 0 Supplies -Ice Chat 0 10,000 10,000 Supplies -Heating Fuel 0 2,500 2,500 Supplies -PC Software 130 126 126 Supplies -Other 23,411 13,500 13,500 Maint-Machine/Tools/Im 285 1,000 1,000 Maint-Pumps/Motors 66 1,000 1,000 Maint-Radios 0 550 550 Maint-PC Software 0 0 132 Maint-Heating/Cooling 108 500 500 Maint-Walks/Drives/Par 8,440 6,000 6,000 Maint-Storm Sewers 728 7,000 7,000 Maint-Street Overlay 155,853 156,640 156,640 Maint-Utility Cuts 231,933 269,500 0 170 STREET MAINTENANCE City of Wichita Falls, TX General Fund Expenditures, By Street Maintenance FY 2018-19 FY 2020-21 Actual • • • Adopted Maint-Buildings 797 1,400 1,400 Maint-East Scott Facil 324 0 0 Maint-Bridges 0 3,500 3,500 Maint-Dams 0 500 500 Maint-Canals/Conduits 0 3,200 3,200 Maint-Fences 0 1,000 1,000 Services -Telephone 3,396 3,493 4,554 Service -Wireless Phone 3,668 3,876 2,808 Services -Electricity 7,453 9,919 8,587 Services -Gas 6,338 6,000 6,518 Services-Wtr/Sewer/San 180 250 250 Services -Central Garag 558,028 630,768 553,639 Services -Other Profess 92,553 50,000 50,000 Services-Binding/Print 681 1,000 1,000 Services -Subcontractor 16,116 13,447 13,447 Insurance Expense 0 20 20 Claims and Settlements 0 6,000 6,000 Travel Expenses 613 500 500 Education Registration 545 1,085 1,085 Lease Payments 466 750 700 Memberships 245 350 350 Rent -Equipment 172 3,750 3,750 Postage/Freight 258 100 100 Other Improvements 1,424,902 2,445,360 2,505,860 TOTAL Street Maintenance 5,211,073 6,394,602 6,145,052 HEALTH ADMINISTRATION MISSION The Wichita Falls — Wichita County Public Health District (Health District) is a multi -program agency that is continually working to improve the health of individuals and that of the collective community. The Health District uses a strategic framework to focus on achieving a variety of goals and objectives as detailed in a Strategic Plan. The following is a report of our activities for the calendar year 2020. The Health District has a total annual budget of approximately $5.4 million; of that amount, eleven grants provide more than $2 million. The grants fund a variety of programs within the organization including the following services: accreditation, immunizations, HIV prevention, tuberculosis, emergency preparedness, Community and Clinical Health Bridge Program (CCHBP), and the Woman, Infants & Children (WIC) Program. Included in the division are public health emergency preparedness and accreditation; both programs are grant -funded. Leadership of the Health Department is also included in Administration, to include the Director of Health and Assistant Director of Health; the Administrative Secretary provides support to both positions as well as the Senior Administrative Clerks within the Department. SERVICES PROVIDED • Birth and Death Records • Receipt of Payments for all services rendered by the Health district with the exception of Animal Services. • Private insurance billing for clinical services. • Currently working on the next iteration of the Community Health Assessment to be completed prior to end of year. • Issue annual report regarding progress and future goal setting associated with the Health District's strategic plan. • Staff has responded to COVID-19 by providing community support and guidance to many businesses on best practices to prevent the spread of disease. Each positive result is case managed by staff who follow each case until they are cleared from quarantine. This includes corresponding with their primary care physician and employer. Contact tracing for each individual is performed to ensure that contacts to a case are assessed and isolated as necessary to stop the spread of disease. Preparedness staff has sent out fourteen health alerts to community partners and the medical community. • Continued coordination with Information Systems (IS) to implement necessary safeguards outlined in HIPAA audit report to maintain HIPAA compliance. • Receipt of a Disability Inclusion Grant from NACCHO. The District was one of two in the nation to receive the grant. This grant allowed for updates to the Community Themes & Strength Assessment based on current trends and information. The implementation of this assessment is currently on hold due to the COVID 19 situation. Work on the assessments will continue once restrictions on gatherings have changed from COVID-19. `rA HEALTH ADMINISTRATION Lou Kreidler Director of Health 940-761-7805 lou.kreidler@wichitafallstx.gov CONTACT INFORMATION GOALS & PERFORMANCE MEASURES 11111111 GOAL OBJECTIVE MEASURE ESTIMATE TARGET An updated strategic plan will Update the Health To guide our be completed and District's Strategic plan programs and published for the utilizing information services to meet public. An annual 100% 100/ 100% ° garnered through a the needs of the update will be community assessment community. published and community surveys. annually for the life of the plan. Update and administer the Community Themes & Strength and the To ensure that we Forces of Change have the most up Assessments based on to date current trends and information to information; analyze the needs subsequently update 1,000 surveys 72.7% 67% 100% Strengths, Weaknesses, of the community Opportunities and and their Threats (SWOT) perception of the health of our information to be used in continued planning community and implementation of the strategic plan. To communicate effectively with Continue quarterly all staff and increase 4 meetings 100% 75% 100% staff meetings. team building and rapport Maintain and/or To ensure the increase number of public receive birth and death 12,822 100% 80% 105% birth and death records records in a timely issued manner. 173 HEALTH ADMINISTRATION EXPENDITURES BY CLASSIFICATION T-�'(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 OWMAKOVIKIM FY 2020-21 Actual • • • Adopted Expenditures: Personnel Services 527,980 535,577 549,377 Supplies 51178 5,492 3,000 Maintenance Et Repair 2,914 1,300 0 Utilities/Other Serv. 205,022 202,495 177,417 Insurance Et Contract Supp. 15 15 0 Other Expenditures 30,352 27,863 20,862 TOTAL Health Administration 771,461 772,742 750,656 Budget Reductions • Supplies: Reduced basic office supplies. • Utilities/Other Serv.: Discontinued cable service, removed fees for Public Health Accreditation, reduced contract with Health Authority by $10,000. • Other Expenditures: Removed all training and travel, all memberships for National and State memberships, and board and local meeting expenses. PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Administrative Clerk 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 Assistant City Registrar 1.00 1.00 1.00 Assistant Director of Health 1.00 1.00 1.00 Billing Clerk 1.00 1.00 1.00 City Registrar 1.00 1.00 1.00 Director of Public Health 1.00 1.00 1.00 TOTAL- Health Admin 7.00 7.00 7.00 174 HEALTH ADMINISTRATION Expenditures: Salaries - Supervision Salaries - Clerical Overtime Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Minor Tools a Supplies -Office Supplies -Clothing and Supplies-Periodicals/S Supplies -PC Software Maint-Machine/Tools/Im Maint-Instruments Maint-Systems Software Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas Services-Wtr/Sewer/Sa n Services -Cable TV Services -Central Garag Services -Bank Services -Audit Services -Other Profess Services-Binding/Print Services -Other Miscell Insurance Expense In City Mileage Reimbu Travel Expenses Education Registration Lease Payments Memberships Boards/Local Meetings Postage/Freight Administration Fees City of Wichita Falls, TX General Fund Expenditures, By Health Administration FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 207,114 208,934 211,192 171,595 179,247 179,379 212 0 0 8,470 8,470 8,470 1,087 1,080 1,080 28,305 28,534 29,139 49,663 57,510 66,769 504 505 522 303 266 262 60,725 51,032 52,564 53 400 0 4,522 4,300 3,000 198 532 0 370 260 0 35 0 0 0 100 0 0 1,200 0 2,914 0 0 10,527 12,130 12,313 1,315 1,315 1,325 31,498 28,000 36,294 4,712 5,000 4,846 7,793 7,780 7,800 1,736 1,620 0 3,748 3,884 928 9,788 8,228 9,000 0 0 0 132,990 133,350 104,450 687 960 461 228 228 0 15 15 0 0 50 0 569 500 0 0 350 0 351 438 492 3,350 3,625 0 913 1,900 0 3,920 3,500 3,650 21,250 17,500 16,720 175 HEALTH ADMINISTRATION TOTAL Health Administration City of Wichita Falls, TX General Fund Expenditures, By Health Administration FY 2018-19 FY 2020-21 Actual IK23= Adopted 771,461 772,742 750,656 `W. CITY NURSING MISSION Prevention and clinical programs within the nursing division are essential to the protection and promotion of the health of the community through services and education. During the past year, 6,000 individuals received services from these clinics, to include 3,164 people being seen in the immunization clinic. Education regarding the importance of receiving vaccines, to include the influenza vaccine, is essential. Approximately 5,769 vaccines were administered and 1,258 of those were influenza vaccines; staff made substantial improvements in outreach efforts by offering vaccines at local businesses and organizations. Staff participated in numerous outreach events in Wichita Falls and surrounding communities, with a focus on those for children, such as Kids Fest, health fairs, school events, and Project Back to School events. An after-hours clinic is held every fourth Monday to provide additional services. The epidemiology program received 544 reports of infectious disease; of those, 238 were investigated based on case criteria set by DSHS. Infection control measures were reviewed at four local facilities; education and prevention measures were given. Eleven health advisories were disseminated to area medical providers regarding potential public health threats to our community. • Immunizations Clinic • Sexually Transmitted Infection Clinic • Tuberculosis Clinic • HIV Prevention • Diabetes Education • Colon Cancer Awareness • Tobacco Cession Classes • Epidemiology • Healthy Living Classes SERVICES PROVIDED FY2020 ACCOMPLISHMENTS • Development of Healthy Promotions (Diabetes/Tobacco) • Contact tracing for COVID-19 • Presentations to local providers regarding our services • Expanded hours for STI clinic and Immunizations clinic Lynette Williams, BSN, RN Nursing Administrator 940-761-7892 lynette.williams@wichitafallstx.gov CONTACT INFORMATION `WA CITY NURSING GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE MEASURE 2018-19 ESTIMATE TARGET To increase Actively the number of clients communicate seen in each and engage the Presentation to public -Enhance shareholders and ° 50/ 100% 100% program and public outreach community partners. to increase and outreach to the public engagement STI : Established outreach with one of the high schools. Actively communicate To continue and engage the Presentations to MSU to educate public -Enhance students, community and provide public outreach partners and 50% 100% 100% treatment to and community health fairs the public engagement regarding sexually transmitted infections 178 CITY NURSING EXPENDITURES BY CLASSIFICATION T-�'(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 Actual Expenditures: FY 2020-21 Adopted Personnel Services 521,812 557,559 554,774 Supplies 125,531 139,275 122,306 Maintenance Et Repair 255 792 898 Utilities/Other Serv. 22,215 23,646 23,651 Other Expenditures 4,430 3,674 2,500 TOTAL General City Nursing 674,243 724,946 704,129 Budget Reductions • Supplies: Reduced basic office supplies, medical drug supplies (based off projected decrease in clinic participation), uniform allowance for Nursing staff, and promotional items for outreach events. • Other Expenditures: Removed mileage, travel, and education registration. irk, 5 }flAi PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 Administrative Clerk 0.00 0.00 0.00 Community Service Aide 0.80 0.80 0.80 Health Clinic Aide 1.50 1.50 1.50 Lead Licensed Vocational Nurse 0.00 0.00 0.00 Lead Program Coord 1.00 1.00 1.00 Lead Public Health Nurse 0.70 0.70 0.70 Licensed Vocational Nurse 0.60 0.60 0.60 Nursing Administrator 1.00 1.00 1.00 Public Health Nurse 1.70 1.70 1.70 Public Health Specialist 0.30 0.30 0.30 Senior Admin Clerk 1.00 1.00 1.00 TOTAL- Nursing 8.60 8.60 8.60 *No changes in personnel or FTE from the previous year 179 CITY NURSING City of Wichita Falls, TX General Fund Expenditures, By Nursing FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 58,504 64,476 64,480 Salaries - Clerical 41,496 33,177 33,197 Salaries -Operational 270,424 299,012 292,549 Overtime 54 0 0 Terminal Pay (2,049) 0 0 Stability Pay 4,181 5,420 5,528 FICA 26,782 28,459 25,976 TMRS Retirement 47,913 58,767 62,869 Life Insurance Contrib 435 524 569 Disability Insurance C 334 397 391 Health Insurance Contr 73,738 67,327 69,215 Supplies -Office 8,866 9,400 8,650 Supplies-Medical/Drug 109,575 121,233 110,010 Supplies -Chemical 892 1,150 1,900 Supplies -Clothing and 1,948 3,591 0 Supplies -Educational 1,227 600 100 Supplies-Periodicals/S 1,264 1,281 1,326 Supplies -Promotional 1,500 1,700 0 Supplies -PC Software 260 320 320 Maint-Instruments 255 540 590 Maint-PC Hardware 0 252 308 Services -Telephone 10,854 12,931 13,536 Service -Wireless Phone 350 360 360 Services -Other Profess 8,720 7,005 7,005 Services -Advertising 0 250 250 Services-Binding/Print 612 600 500 Services -Other Miscell 1,678 2,500 2,000 In City Mileage Reimbu 447 50 0 Travel Expenses 714 750 0 Education Registration 365 300 0 Lease Payments 2,252 1,934 2,000 Memberships 70 140 0 Postage/Freight 581 500 500 TOTAL Nursing 674,243 724,946 704,129 180 ENVIRONMENTAL HEALTH MISSION The Wichita Falls -Wichita County Public Health District is committed to its mission of "Preventing Illness and Injury, Promoting a Healthy and Safe Community, Protecting all Members of Our Community." The General Environmental Health Division accomplishes the work of the mission through retail food permits and inspections, public and semi-public aquatic facility permits and inspections, grease trap and waste haulers permit and inspections (limited to City of Wichita Falls), lodging permits and inspections, body art establishment permits and inspections (limited to City of Wichita Falls), public health and safety inspections of: school buildings, daycare facilities, and foster homes, on -site sewage facility (septic system) permits and inspections, and mosquito control. This represents 1,830 permits, 4,741 inspections and 242 complaints within the city limits in 2019. Unless it is otherwise noted, each program is conducted throughout the county and the programs collect fees for services. The mosquito control program investigates mosquito breeding sites for the presence or absence of mosquito larva and treats when appropriate. Mosquito control also sprays for adult mosquitos based on passive surveillance numbers. In 2019, 7,840 mosquito -breeding sites were checked and 875 sites were treated. Additionally, there were 454 calls for service received, and trucks were deployed 86 times to spray for adult mosquitoes. Mosquito control also collected 168 mosquito trap pools and sent them to the Department of State Health Services laboratory for testing and none came back positive for West Nile virus. SERVICES PROVIDED • Inspections: retail food, grease traps, lodging, public and semi-public aquatic facilities, body art, OSSF, daycare, foster homes • Mosquito Control: check and treat public mosquito breeding sites, spray for adult mosquitos, surveillance • Permitting/licensing: retail food, grease traps, lodging, public and semi-public aquatic facilities, body art, OSSF, vacuum truck, ambulances • Education: food handlers training, pool manager of operations training, handwashing or food safety training (upon request), mosquito breeding site elimination FY2020 ACCOMPLISHMENTS • Updated the Standard Operating Procedures for "Grease Trap Inspections" and "Food Delivery Truck Wrecks". • Developed Standard Operating Procedures for "Soft Serve Sampling". • Updated the "Plan Review" process for Retail Food Establishments. • Developed video based Pool Manager of Operations training course for new pool managers to accommodate COVID19 social distancing guidelines. • Developed Draft Standard Operating Procedures for On -site Sewage Facility permitting and inspection. • Cross trained full-time inspections staff in mosquito control. • Assisted the Police and Legal Departments on the Development of a Massage Establishment Ordinance. • Awarded two FDA/AFDO grants totaling $5,500. 181 ENVIRONMENTAL HEALTH Samantha Blair Environmental Health Administrator 940-761-7822 Samantha.blair@wichitafallstx.gov CONTACT INFORMATION GOALS & PERFORMANCE MEASURES Performance 2019-20 2020-21 Goal Objective Measure 2018-19 Actual Estimate Target Study Adult Reduce Pesticide Mosquito Resistance As % mortality at 27.25% 80-97% >97% Resistance To Measured By CDC diagnostic time Pesticide Bottle Bioassay Ensure Laws Update Out Of Number Of Updated 2 2 3 Are Up To Date Date Ordinances Ordinances Percentage Of SOPs Create SOPS - 900/ 100% Improve OSSF Developed Inspection Percentage Of Forms Process Update Forms _ 50% 100% Updated Create SOPS SOPS Developed - 90% 100% Standardize Plan Review Train Employees Number of Process On Plan Review Employees Trained In 2 4 6 Process Plan Review 182 ENVIRONMENTAL HEALTH EXPENDITURES BY CLASSIFICATION T-�'(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Personnel Services 632,452 673,913 617,502 Supplies 82,557 107,383 53,800 Maintenance Et Repair 681 0 0 Utilities/Other Serv. 49,659 52,505 47,888 Other Expenditures 8,029 6,950 2,750 Capital Improvements 6,880 0 0 TOTAL Gen Environmental Health 780,259 840,751 721,940 Budget Reductions • Supplies: Reduced chemical expense because current supply was sufficient and uniform allowance was removed. • Utilities/Other Serv.: binding and printing was reduced. • Other Expenditures: Removed all mileage, travel, and education registration. Postage cost were reduced. »:-Yi7011L1:114:3'iII1111I91;AIII10 City of Wichita Falls, TX FY 2018-19 FY 2020-21 Environmental Admin 1.00 1.00 1.00 PH Officer - Temp 0.00 0.00 0.00 Public Health Inspector 1.00 1.00 1.00 Public Health Office 1.00 1.00 1.00 Sanitarian 6.00 6.00 6.00 Senior Admin Clerk 1.00 1.00 1.00 Vector Control Worker 0.00 0.00 0.00 TOTAL- Environmental Health 10.00 10.00 10.00 *No changes in personnel or FTE from the previous year 183 ENVIRONMENTAL HEALTH Expenditures: Salaries - Supervision Salaries - Clerical Salaries -Operational Pool Operational Overtime Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Chemical Supplies -Clothing and Supplies -Educational Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-Machine/Tools/Im Services -Telephone Service -Wireless Phone Services -Central Garag Services -Advertising Services-Binding/Print Services -Other Miscell Travel Expenses Education Registration Lease Payments Postage/Freight Machines/Tools/Impleme TOTAL Environmental Health City of Wichita Falls, TX General Fund Expenditures, By Environmental Health FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 76,099 78,563 56,992 35,643 36,640 36,650 302,285 321,809 315,764 31,042 27,546 0 3,712 6,120 5,380 5,666 10,231 6,738 2,670 2,520 3,240 32,605 33,710 32,119 54,688 69,732 70,495 561 542 552 420 413 384 86,750 86,087 88,670 311 0 518 1,148 2,050 2,050 0 1,043 0 7,130 6,700 6,100 0 150 150 59,600 90,830 40,830 2,499 2,995 2,285 74 200 0 10,084 1,100 0 775 775 775 1,246 1,540 1,610 681 0 0 3,549 4,230 4,516 0 4,698 3,840 41,283 38,507 36,604 36 0 0 3,093 4,000 1,000 1,698 1,070 1,928 2,588 2,075 0 2,567 1,000 0 304 625 500 2,571 3,250 2,250 6,880 0 0 7R0_79;q Ran_751 771 _qdn 184 ANIMAL SERVICES MISSION The Animal Services Division made many strides during the last year to improve operations and outcomes for animals in the community. The Division underwent a significant reorganization. The reorganization included changes to job titles and hierarchy; no new staff were added. The reorganization was utilized to improve communication within the division and improve the overall services offered to the public, with a focus on the health and wellbeing of the animals in the community. A new division head was hired to implement these strategies and ensure success. SERVICES PROVIDED • Adoptions • Microchipping • City Licensing • Animal Control (Animal Care Officers) - Stray and Estray animals, cruelty/abuse investigations, animal pickup for deceased, Complaints, Dangerous animals, and many other cases. • Permits - Litter, Stud, Pet fancier, Grooming shop, Performing Animal, Privat Animal Shelter, Stable, Fowl/Rabbit/Guinea Pig/Ferret, Project Animal, Livestock, Rabbit, Feral Cat colony. • Assisting other agencies • Education - Responsible Pet Ownership course • Trap Rental FY2020 ACCOMPLISHMENTS • Created a responsible Pet Ownership course for first-time offenders in leu of citation, and those needing free or reduced fees for owner reclaimed animals. • Free microchipping for animals reclaimed from our facility • Ordinances: Complete overhaul of our Animal ordinances. • Created a new SOP for Toys/Blankets used in the facility. • Created a new isolation room for dogs along with SOP for dog isolation. • Created a new Shelter Pet SOP. • Owner surrender changed to appointment only, new SOP created. • Estray/Cowboy call out SOP created. • Changed euthanasia Policy, and got rid of scheduled euthanasia days. • Offered Free adoptions for the first time for Clear the Shelter event. • Created a new training protocol for Kennel Technicians • Created a new training protocol for Animal Care Officers • Updated Rescue SOP • Created an SOP for animals transferred in from Rescue organizations • Increased our live outcome rate from 49% to 64% (cats and dogs) 185 ANIMAL SERVICES CONTACT INFORMATION Nicki Bacon Administrator 940-761-7834 Nicki.bacon@cityofwichitafallstx.gov GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE MEASURE ESTIMATE TARGET Increase Increase adoptions, return to Intake/Outcome Live owner, and reduce owner 49% 64% >80% Analysis Outcome surrender Return as many animals that Return to come into the shelter or are Intake/Outcome owner picked up in the field to their Analysis _ 21% >50% owner Record events and Participate in more community Community analyze Outreach events to gain community visitor/donor support. statistics Review and update Improve animal flow throughout Develop /rewrite _ 85% 100% shelter the shelter SOP practices 186 ANIMAL SERVICES EXPENDITURES BY CLASSIFICATION Uick?7ft5 City of Wichita Falls, TX AS General Fund Expenditures, By Department/Division FY 2018-19 • I FY 2020-21 Actual ME= • Adopted Expenditures: Personnel Services 779,298 859,904 885,159 Supplies 73,488 87,125 104,190 Maintenance $ Repair 2,469 11,158 4,510 Utilities/Other Serv. 99,251 101,264 94,365 Insurance & Contract Supp. 10,533 21,186 7,514 Other Expenditures 10,968 10,405 5,725 Capital Improvements 1,602 0 5,000 TOTAL Animal Services 977,610 1,091,042 1,106,463 Budget Summary • Reorganization accounted for increase in Personnel. • Supplies: Decreases offset with increases in the cost of disinfectant. • Maintenance & Repair: Reduced to total closer to prior year. • Utilities/Other Serv: Removed advertising and promotion contract. • Other Expenditures: Removed mileage, travel, and education registration, memberships, and board/local meetings. 187 ANIMAL SERVICES PERSONNEL BY JOB TITLE T-�95City of Wichita Falls, TX Ai FY 2018-19 FY 2020-21 AC & Adoption Supervisor 1.00 1.00 1.00 AC & Kennel Coord. 0.00 0.00 1.00 Administrative Clerk 0.00 0.00 1.00 Animal Care Specialist 0.00 0.00 1.00 Animal Control Officer 7.00 7.00 7.00 Animal Control Supervisor 1.00 1.00 1.00 Animal Services Admin 1.00 1.00 1.00 Dispatcher 1.00 1.00 1.00 Kennel Attendant 4.84 4.84 3.00 Lead Kennel Tech 0.00 0.00 0.00 Senior Admin Clerk 2.00 2.00 1.00 Vet Tech 1.00 1.00 0.00 TOTAL -Animal Services 18.84 18.84 18.00 Animal Services Reorganization: *Kennel Attendant is represented a Full -Time position. *Animal Control Officer positions being re-evaluated for possible changes in next year. *AC & Kennel Coord, Animal Care Specialist, and Lead Kennel Tech are newly added positions *(1) Senior Admin Clerk was reclassified to Administrative Clerk. 188 ANIMAL SERVICES Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Overtime Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Chemical Supplies -Clothing and Supplies -Educational Supplies -Animal Feed Supplies -Promotional Supplies -Personal Comp Supplies -PC Software Supplies -Radios Supplies -Other Maint-Machine/Tools/Im Maint-Office Furniture Maint-Radios Maint-PC Software Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas Services-Wtr/Sewer/Sa n Services -Central Garag Services -Other Profess Services -Advertising Services-Binding/Print City of Wichita Falls, TX General Fund Expenditures, By Animal Services FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 45,434 54,868 54,787 44,719 53,974 53,394 1,074 0 0 410,482 497,272 517,857 16,382 14,280 15,500 4,978 7,015 5,254 380 1,200 720 39,469 44,830 43,029 67,580 91,913 97,167 647 670 772 499 549 547 147,475 93,332 96,132 179 0 0 8,138 8,232 10,066 2,975 582 582 7,279 8,292 7,652 21,434 30,635 34,218 4,862 6,948 11,914 5,350 9,155 7,145 0 3,000 1,500 9,230 9,995 11,335 0 550 0 1,373 0 0 346 2,500 2,500 0 422 935 12,502 6,814 16,343 2,125 10,410 2,410 170 0 1,100 174 300 300 0 448 700 6,990 7,022 7,022 3,516 4,368 5,088 20,054 18,744 23,107 4,251 9,000 4,400 4,775 6,000 6,000 56,643 47,031 42,488 1,745 3,671 4,810 27 2,500 0 466 2,500 1,000 189 ANIMAL SERVICES Services -Other Miscell Contract -Other Agencie In City Mileage Reimbu Travel Expenses Education Registration Lease Payments Memberships Boards/Local Meetings Postage/Freight Other Machinery and Eq TOTAL Animal Services City of Wichita Falls, TX General Fund Expenditures, By Animal Services FY 2018-19 LEfi2a=1 FY 2020-21 Actual NIFTY.T.T".9 Adopted 783 428 45 10,533 21,186 7,51 0 400 3,278 800 1,105 2,720 3,811 2,725 2,72 310 360 394 400 2,070 3,001 3,00 1,602 0 5,00 977,610 1,091,042 1,106,46 190 0 4 0 0 0 5 0 0 0 0 3 LAB/WATER POLLUTION MISSION The Health District Laboratory is accredited through the Texas Department of State Health Services (DSHS) to meet all the requirements of the Clinical Laboratory Improvement Act (CLIA). The lab is also accredited for water bacteriology testing by the Texas Commission on Environmental Quality (TCEQ) and the NELAC Institute (TNI) National Laboratory Accreditation Program (NELAP). The laboratory provides direct and valuable support of the nursing and environmental health divisions in the Health District. The laboratory provides support to the Nursing Division, Midwestern State University, and United Regional Healthcare System through clinical testing for pregnancy and communicable diseases such as syphilis, gonorrhea, and tuberculosis. More than 5,800 clinical tests performed during the calendar year 2019. Additionally, over 3,000 clinical specimens were shipped to the DSHS and outside laboratories for additional testing. The lab supports the Environmental Health Division by conducting microbiological analysis of food, soft serve, and hotel/motel specimens; during the last year, 246 soft serve samples and S5 hotel/motel samples were tested. TCEQ requires the regular monitoring of municipal water supplies and public pools, further ensuring the safety of our drinking water. The division also encourage private well owners to monitor their water supplies for bacteria through regular testing of their wells and water storage tanks. In the last year, the laboratory analyzed approximately 2,080 samples for total coliforms and fecal coliforms. SERVICES PROVIDED • Water Bacteriology Testing for Total Coliform and E. coli • Hotel/Motel Microbial Monitoring • Soft Serve Bacteriology Testing • Patient Testing and Specimen Processing for Sexually Transmitted Infections and other Communicable Diseases • Student Training as a Part of the WFISD Medical Laboratory Assistant Program FY2020 ACCOMPLISHMENTS • Processed and Shipped Specimen for COVID-19 Testing • Advised and Provided Information to Local Heath Care Facilities on Collection, Handling, Shipping, and Supply Ordering for COVID-19 • Adjusted Standard Laboratory Protocols to Allow for Water Bacteriology Testing to Continue While Maintaining Employee and Customer Safety .K•1011IU41111aiIto] IN 1RI[•]0 Kriston Williams Laboratory Technical Supervisor 940-761-7862 Kriston.williams@wichitafallstx.gov LAB/WATER POLLUTION GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE MEASURE ESTIMATE TARGET Score 100% on Scores from Phenova Maintain all Proficiency and AAB Proficiency 100% 100% 100% Proficiency Tests Tests Minimize Lab Track Number of Reduce Lab errors that Rejected Tests due to <1% 0% 0% Errors result in test Laboratory Error cancellation Review and Maintain Update Policies Annual Internal Audit, Compliance and Procedures Annual Management with o 100% 100/ 0 100 0 (as needed) to Review, CLIA and TCEQ Regulatory Bodies Maintain Assessments Compliance Maintain Provide Feedback from High Level of Accurate and Customer Service 100% 100% 100% Customer Timely Service Surveys Satisfaction to Customers 192 LAB/WATER POLLUTION EXPENDITURES BY CLASSIFICATION T-�,(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual • • • • Adopted Expenditures: Personnel Services 161,179 175,912 176,899 Supplies 29,628 32,992 31,906 Maintenance Et Repair 6,914 7,543 7,501 Utilities/Other Serv. 12,078 17,043 16,889 Other Expenditures 3,329 3,058 2,805 Capital Improvements 0 6,000 0 TOTAL Lab Water Pollution 213,129 242,548 236,000 Budget Reductions • Supplies: Reduced lab supplies and removed promotional supplies. Reduced medical drug supplies based off prior years' actuals. • Other Expenditures: Removed memberships for National and State Associations. • Capital Improvements: Delayed the replacement of older equipment. PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Laboratory Technician 1.00 1.00 1.00 Senior Admin Clerk 0.50 0.50 0.50 Senior Medical Lab Technician 1.00 1.00 1.00 TOTAL- Lab/Water Pollution 2.50 2.50 2.50 *No changes in personnel or FTE from the previous year 193 LAB/WATER POLLUTION City of Wichita Falls, TX General Fund Expenditures, By Lab Water Pollution FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Clerical 10,600 12,583 12,345 Salaries -Operational 110,097 113,697 113,693 Stability Pay 0 138 276 FICA 8,803 9,105 9,238 TMRS Retirement 14,074 18,709 19,019 Life Insurance Contrib 146 145 151 Disability Insurance C 109 109 109 Health Insurance Contr 17,350 21,426 22,069 Supplies -Minor Office 4,234 4,357 4,400 Supplies -Office 2,243 2,050 2,050 Supplies -Lab 21,520 25,029 24,029 Supplies -Clothing and 568 326 326 Supplies -Linen 454 420 441 Supplies -Educational 422 660 660 Supplies -Promotional 143 150 0 Supplies -PC Software 43 0 0 Maint-Machine/Tools/Im 3,378 2,860 2,860 Maint-Instruments 3,537 4,641 4,641 Maint-PC Software 0 42 0 Services -Telephone 3,756 4,573 4,573 Services -Other Profess 4,800 6,000 6,000 Services -Lab Proficien 3,002 3,490 3,636 Services-Binding/Print 379 1,050 1,050 Services -Other Miscell 142 1,930 1,630 Lease Payments 661 8 0 Memberships 350 500 0 Postage/Freight 2,318 2,550 2,805 Instruments/Apparatus 0 6,000 0 TOTAL Lab Water Pollution 213,129 242,548 236,000 194 POLICE MISSION The Police Department is organized under three Divisions: The Community Operations Division is responsible for the Field Services Section, Support Services Section, and the Technical Services Section. The Investigative Operations Division is responsible for the Criminal Investigations Section and the Special Operations Section. The Administrative Division is the Office of the Chief of Police. The Police Department is authorized 202 sworn officers and 89 full-time, 7 part-time civilian positions. SERVICES PROVIDED • Patrol: The Patrol section consists of 4 platoons working 12 hour shifts deployed across the city to provide a 24/7 operation. • Traffic/Motorcycle Unit: The motorcycle section of the Traffic Unit is comprised of 12 officers, operating BMW 1200 RTP motorcycles. • Crime Prevention Unit: This unit disseminates information to the media and public by maintaining a number of programs and social media sites. • CIS (Criminal Investigation Section: CIS conducts investigations of felony and misdemeanor cases. • Special Organizations Section: The Organized Crime Unit (OCU), investigates drug, and vice complaints. The Gang Task Force (GTF) enforces the criminal gang injunctions and proactively patrol high gang crime areas deterring gang violence and conducting surveillance and intelligence gathering. The SWAT team is to provide protection, resources, and rescue to police operations in high risk situations where specialized tactics are necessary to minimize casualties. FY2020 ACCOMPLISHMENTS • Developed RFP and selected vendor for the Public Safety CAD/RMS implementation • Grant approvals for equipment totaling $484,574.40 • Nextdoor App +7.4% increase in use and +31% increase of residential participation • Created new Cold Case Investigation Unit to review unsolved murders and missing persons • Developed and instructed to our citizens 27 CRASE (Citizen Response to Active Shooter Events) courses. • Reduced UCR Part 1 Property and Violent Crime by 10% • 6th Criminal gang Injunction implemented- 316 gang members arrested; 39 for gang injunction violations. • Approval of TxDot STEP/CIOT grants totaling $90,958.49 CONTACT INFORMATION Manuel Borrego Arlene Eaton Chief of Police Administrative Assistant 940-397-2514 940-761-7734 manuel.borrego@wfpd.net arlene.eaton@wfpd.net `OR POLICE GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE 2018-19 ESTIMATE TARGETMEASURE Texas Best practices Run police operations compliance within the standard 168 Standards 100% 100% 100% 168 of best practices Standards Reduce UCR Reduce Property Part 1 Crime by using -5% Property Crime Property Directed Patrols and reduction -2.3% -5% -2.5% crime Intelligence data Lower Respond to high Response priority calls 4:40 time for 4:40 minutes 4:32 (-8 sec) 4:40 minutes without sacrificing minutes Priority 0-3 safety calls 4i " 'FYAS Expenditures: EXPENDITURES BY CLASSIFICATION City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual EW-,r • • • Adopted Personnel Services 22,742,584 24,842,925 24,630,161 Supplies 378,965 394,244 385,360 Maintenance £t Repair 42,551 45,403 47,752 Utilities/Other Serv. 1,591,557 1,687,415 1,644,237 Insurance & Contract Supp. 15 2,015 2,015 Other Expenditures 87,523 112,227 113,111 TOTAL Police 24,843,196 27,084,229 26,822,636 Budget Reductions • Personnel Services: Transferred (1) Police Officer Salary/Benefits to Utility Collections. • Utilities/Other Serv.: Reduced Central Garage charge. 1011. POLICE PERSONNEL BY JOB TITLE T-�95City of Wichita Falls, TX Ai FY 2018-19 FY 2020-21 Administrative Secretary 3.00 3.00 3.00 Community Service Su 1.00 1.00 1.00 Community Svc Officer 0.00 0.00 0.00 Community Svc Officer II 2.00 2.00 2.00 Crime Analyst 2.00 2.00 2.00 Crime Scene Tech Supervisor 1.00 1.00 1.00 Crime Scene Technician 4.00 4.00 4.00 Deputy Chief 2.00 2.00 2.00 Dispatch Training Coordinator 0.00 0.00 0.00 Lead Police Records 1.00 1.00 1.00 Lead Public Safety D 3.00 3.00 3.00 Police Administrative 1.00 1.00 1.00 Police Captain 3.00 3.00 3.00 Police Chief 1.00 1.00 1.00 Police Evidence/Prop/Imp 1.00 1.00 1.00 Police Impound Coordinator 1.00 1.00 1.00 Police Impound/Evidence 2.00 2.00 2.00 Police Lieutenant 7.00 7.00 7.00 Police Officer 165.00 165.00 165.00 Police Records Clerk 12.00 12.00 12.00 Police Records Clerk S 1.00 1.00 1.00 Police Sergeant 25.00 25.00 25.00 Psd -Temp 0.00 0.00 0.00 Psd - Tf 0.00 0.00 0.00 Psd Trainee 1 0.00 0.00 0.00 Psd Trainee li 0.00 0.00 0.00 Public Safety Communications S 1.00 1.00 1.00 Public Safety Dispatcher 32.00 32.00 32.00 Public Safety Dispatcher Supervisor 3.00 3.00 3.00 Senior Admin Clerk 19.00 19.00 19.00 Sentinels 2.50 2.50 2.50 TOTAL- Police 295.50 295.50 295.50 *No changes in personnel or FTE from the previous year iVrA POLICE City of Wichita Falls, TX General Fund Expenditures, By Police FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 145,861 378,081 147,625 Salaries - Clerical 1,235,561 1,328,356 1,166,800 Pool Clerical 483 42,650 0 Salaries -Operational 13,963,488 15,148,831 15,010,287 Pool Operational 12,209 0 32,977 Overtime 592,909 334,631 318,696 Terminal Pay (5,297) 0 3,905 Certification Pay 250,630 251,945 274,320 Assignment Pay 29,019 22,800 31,600 Stability Pay 58,471 66,418 59,132 Longevity 471,275 483,461 478,635 Clothing Allowance 27,527 28,224 28,800 Cell Phone Allowance 6,577 6,480 6,480 FICA 1,220,303 1,257,311 1,215,960 TMRS Retirement 2,153,589 2,552,061 2,821,230 Life Insurance Contrib 20,378 21,149 21,561 Disability Insurance C 15,290 15,878 15,057 Health Insurance Contr 2,533,100 2,893,819 2,980,634 HSA Contributions-Empl 11,211 10,830 16,464 Supplies -Motor Vehicle 622 638 50 Supplies -Minor Tools a 8,289 9,671 9,122 Supplies -Minor Office 4,068 8,255 7,959 Supplies -Minor Furnitu 5,310 5,169 5,140 Supplies -Office 71,754 70,000 70,000 Supplies -Photographic 1,822 2,000 2,000 Supplies-Medical/Drug 1,592 1,605 1,425 Supplies -Chemical 8,102 7,824 7,824 Supplies -Clothing and 155,098 162,124 162,123 Supplies -Linen 1,534 1,133 1,133 Supplies -Educational 2,016 2,076 2,061 Supplies-Periodicals/S 1,855 9,166 2,454 Supplies -Ammunition 71,780 68,656 68,656 Supplies -Citizen Part 1,985 2,000 2,000 Supplies -Promotional 2,498 3,500 3,500 Supplies -Personal Comp 350 1,049 749 Supplies -PC Software 1,831 0 0 Supplies -Other 38,460 39,378 39,164 Maint-Machine/Tools/Im 4,233 4,600 4,449 Maint-Office Furniture 3,118 5,365 5,365 `RE POLICE City of Wichita Falls, TX General Fund Expenditures, By Police FY 2018-19 FY 2020-21 Actual • • • Adopted Maint-Radios 2,847 3,000 3,000 Maint-Instruments 6,087 6,250 5,550 Maint-PC Software 9,312 10,268 13,468 Maint-Police Facilitie 16,954 15,920 15,920 Services -Telephone 55,844 59,553 65,336 Service -Wireless Phone 12,059 13,676 13,676 Services -Electricity 52,857 65,830 60,904 Services -Gas 3,138 5,000 3,228 Services-Wtr/Sewer/San 9,681 9,500 9,500 Services -Central Garag 1,305,348 1,339,514 1,301,420 Services -Chemical Disp 0 5,000 5,000 Services -Other Profess 51,024 72,560 68,772 Services-Binding/Print 5,398 5,750 5,750 Services -Subcontractor 9,000 9,000 9,000 Services -Other Miscell 87,208 102,032 101,651 Insurance Expense 15 15 15 Claims and Settlements 0 2,000 2,000 Travel Expenses 16,574 28,031 27,975 Education Registration 3,699 9,465 9,245 In -Service Train/Tuiti 30,733 32,750 32,750 Lease Payments 20,809 19,725 20,650 Memberships 5,206 7,156 7,391 Boards/Local Meetings 400 2,600 2,600 Postage/Freight 10,102 12,500 12,500 TOTAL Police 24,843,196 27,084,229 26,822,636 `VR FIRE MISSION The Wichita Falls Fire Department (WFFD) has a long, proud history of providing emergency services to the citizens of our city. Founded in December 1891, the Department responds to and provides service at fire emergencies, rescue emergencies, medical emergencies, hazardous materials emergencies, and salvage emergencies. In addition, the Department provides Fire Prevention and Education Services, Criminal Arson Investigation, and Fire Investigation Services. The Department also provides Emergency and Disaster Management, Mitigation, and Education services to our citizens. The Department operates out of eight strategically located fire stations and has a total force of 160 sworn members. The WFFD is the only fully paid civilian Department in a sixty- mile radius. The Department has one Fire Marshal and three Assistant Fire Marshals, and one Emergency Preparedness Coordinator. The WFFD provides regional mutual aid to an area of 9,460 square miles with a population of 204,336. This regional area encompasses eleven counties and thirty-three cities which were established by the Councils of Government as set forth by the Governor's Office for the State of Texas. The WFFD and Sheppard Air Force Base Fire Department have a direct mutual aid agreement and work closely on a daily basis. In addition, the WFFD is part of the Texas Intrastate Fire Mutual Aid System (TIFMAS) with an All -Hazard Task Force that is an organized rapid response team that provides emergency statewide and interstate response through the Emergency Mutual Aid Compact. Also, WFFD is the Authority Having Jurisdiction (AHJ) for the Wichita Falls Area Type 3 All -Hazard Incident Management Team (WFA IMT). This is a regional TDEM Type 3 Incident Management Team providing incident management personnel and resources to large-scale incidents throughout the state and region. SERVICES PROVIDED • Fire (Structure, Vehicle, Brush, etc.) suppression • Emergency Medical/Rescue response • Hazardous Material response • Public Education • Fire Investigations • Code Enforcement FY2020 ACCOMPLISHMENTS • Responded to 12,171 calls for service including 8,209 medical emergencies. • Average response time of 4:56 (4 minutes, 56 seconds), on all structure fires; meeting the national standard. • 25,971 hours of FIRE Training completed. 4,800+ hours of EMS/Rescue Training • Successfully brought the fire academy back in house and graduated 17 recruits on -time, under budget and with a 100% graduation rate. Q1111 FIRE Ken Prillaman Fire Chief 940-761-7901 ken.prillaman@wichitafaIlstx.gov CONTACT INFORMATION GOALS & PERFORMANCE MEASURES PERFORMANCEGOAL i i 2020-21 OBJECTIVE ACTUAL ESTIMATE TARGETMEASURE Meet national standards for Assemble 15 1 staffing first alarm firefighters within Met 100% Met 100% Meet 100% assignments nine minutes First arriving Meet national standards for engine on scene within 320 2 first arriving apparatus on 95% 96% 95% seconds of structure fires dispatch, on 95% of calls Assemble first alarm assignment Meet national standards for within 560 3 assembling entire first alarm 90% 93% 90% seconds of assignment dispatch, on 90% of the calls. Arriving unit to Meet national standards for maintain average arrival time of 4 arrival on medical 5:03 4:42 5:20 equal to or less emergencies than 5 minutes, 20 seconds Document 38,444 Maintain national standards hours* of training 5 for hours of training across all UNK 30,771 38,444 disciplines *38,444 hours based upon the ISO schedule of hours for achieving/maintaining maximum credit under the Public Protection Classification schedule Q11 FIRE EXPENDITURES BY CLASSIFICATION T-� '(qCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual 00V_'rr,=rMM Adopted Expenditures: Personnel Services 15,158,901 16,096,155 16,193,792 Supplies 289,368 312,269 306,062 Maintenance £t Repair 17,490 26,425 26,425 Utilities/Other Serv. 1,085,459 1,144,915 1,149,482 Other Expenditures 63,061 62,778 63,878 Other Financing Uses 77,113 80,670 71,296 TOTAL Fire 16,691,392 17,723,212 17,810,935 Budget Summary • The Fire Department had an increase in Personnel Services due to Council approved salary and benefits in the previous year. • Reduction in Supplies are reflective of cuts made city-wide. Cuts total $6,207. Also, a reduction in Financing Uses ($9,374) were made to help offset increases in the other expenditure classifications. 1; � Uic4 95 MAi PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 Administrative Secretary 1.00 1.00 1.00 Assistant Fire Chief 1.00 1.00 1.00 Assistant Fire Marshal 2.00 2.00 2.00 Fire Battalion Chief 4.00 4.00 4.00 Fire Captain 15.00 15.00 15.00 Fire Chief 1.00 1.00 1.00 Fire Equipment Operator 41.00 41.00 41.00 Fire Lieutenant 24.00 24.00 24.00 Fire Marshall 1.00 1.00 1.00 Firefighter 72.00 72.00 72.00 Senior Admin Clerk 1.00 1.00 1.00 TOTAL- Fire 163.00 163.00 163.00 *No changes in personnel or FTE from the previous year i ke-A FIRE City of Wichita Falls, TX General Fund Expenditures, By Fire FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 296,954 342,930 342,931 Salaries - Clerical 54,708 65,550 68,744 Pool Clerical 991 0 0 Salaries -Operational 9,356,398 10,551,667 10,475,738 Overtime 1,085,653 404,250 404,250 Terminal Pay 129,415 0 0 Certification Pay 126,003 115,620 134,880 Assignment Pay 56,957 51,600 52,800 Stability Pay 3,630 1,210 2,420 Longevity 387,099 356,264 337,223 Cell Phone Allowance 2,289 2,520 2,520 FICA 821,368 864,529 873,944 TMRS Retirement 23,842 19,763 52,075 Life Insurance Contrib 12,155 9,848 13,843 Disability Insurance C 9,159 7,327 9,889 Health Insurance Contr 1,391,297 1,821,789 1,876,443 HSA Contributions-Empl 4,728 4,758 12,105 Fire Pension Contribut 1,396,254 1,476,530 1,533,988 Supplies -Motor Vehicle 430 0 0 Supplies -Minor Tools a 55,993 43,350 52,220 Supplies -Minor Furnitu 9,651 15,340 12,340 Supplies -Office 5,369 6,000 6,000 Supplies -Photographic 0 500 500 Supplies-Medical/Drug 10,175 15,450 15,450 Supplies -Janitorial 12,892 15,000 15,000 Supplies -Chemical 4,477 5,899 5,902 Supplies-Botanical/Agr 825 850 850 Supplies -Clothing and 56,678 75,000 65,000 Supplies -Firefighting 115,208 109,175 106,145 Supplies -Linen 818 1,000 1,000 Supplies -Educational 9,988 15,500 17,500 Supplies-Periodicals/S 618 1,065 1,065 Supplies -Code Books 1,445 1,485 1,485 Supplies -Heating Fuel 1,304 0 0 Supplies -PC Software 170 0 0 Supplies -Other 3,328 6,655 5,605 Maint-Radios 2,224 4,125 4,125 Maint-Instruments 15,267 22,300 22,300 Services -Telephone 43,058 39,000 28,467 IWIN FIRE City of Wichita Falls, TX General Fund Expenditures, By Fire FY 2018-19 FY 2020-21 Actual • • • Adopted Service -Wireless Phone 1,102 1,000 956 Services -Electricity 54,213 60,000 62,466 Services -Gas 13,341 14,000 13,721 Services-Wtr/Sewer/San 10,154 10,000 0 Services -Central Garag 904,621 1,002,815 1,019,363 Services -Other Profess 57,463 17,100 23,509 Services-Binding/Print 1,507 1,000 1,000 Travel Expenses 15,631 4,695 4,695 Education Registration 37,639 50,743 50,043 Lease Payments 3,334 2,129 2,129 Memberships 2,133 2,511 2,511 Postage/Freight 4,325 2,700 4,500 Oper Transfer -Other 77,113 80,670 71,296 TOTAL Fire 16,691,392 17,723,212 17,810,935 IPkiZ! CITY RECREATION MISSION "Our mission is to improve the life of our citizens by delivering quality public services in a cost-effective and courteous manner." The Recreation Division oversees programming and registration in person, over the phone and online for classes, lessons, camps, special events, and athletic teams. The Division is also responsible for reservations of park pavilions, the Log Cabin, Kemp/Sunnyside Center, mobile stage, Lucy Park Swimming Pool, Sports Complex, practice fields, and meeting rooms. In 2019, the staff processed 1088 activity and team registrations and 1,125 reservations serving just over 45,000 individuals. The 50 Plus Zone serves citizens over the age of 50 in the Recreation Center with social, recreational, educational, fitness and wellness programs along with many special events throughout the year. In 2019 the 50 Plus Zone had 2,381 registered members and 76,729 individual visits. The Class and Special Events Division offered 47 different classes during the year. Over 2600 people registered for classes in arts and crafts, dance, fitness, martial arts, music, and dog obedience. In addition, the Division hosted 18 special events from holiday activities to concerts, cheerleading and fishing events serving more than 6500 citizens. The Summer Day Camp program offered a safe activity -filled day for over 325 kids from ages 6-12 during the summer months. SERVICES PROVIDED • Low cost quality programs and classes for all ages. • Senior Center and programs for citizens over the age of 50. • Adult and Youth Sports Leagues and Tournaments. • Special Events and Activities for all ages FY2020 ACCOMPLISHMENTS • Reestablished contact with Youth Sports Organizations and scheduled two large tournaments. • Chosen as host for the 2021 Texas Amateur Athletic Federation Annual Conference. • Hosting Texas Amateur Athletic Federation Region 8 Track & Field Meet. Scott McGee Recreation Services Administrator 940-761-7492 Scott.mcgee@wichitafaIIstx.gov CONTACT INFORMATION Q119 CITY RECREATION GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE 2018-19 ESTIMATE TARGETMEASURE Increase To cover cost of Able to continue long Sponsorship events that running special events to cover cost exceed for citizens without 60° / 100% 100% of Special budgeted budget increase. Events amount Recruit new Using existing Hosted the Flag events to the facilities to Football World Sports create Championship Tour 30% 60% 80% Complex and economic and a Small Side Youth other venues impact. Soccer Tournament Improve Created an Instructor To improve the Fitness and led Fitness program lives Senior 50% 80% 100% Wellness for and Healthy Cooking Citizens t Seniors Classes Contract for the New Tennis New management, management of Center increase sales and 50% 75% 100% the Tennis Management expand programs. Centers EXPENDITURES BY CLASSIFICATION �' ia Iaf(s City of Wichita Falls, TX -Ivt General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual 1112MZEAdopted Expenditures: Personnel Services 870,752 945,110 885,561 Supplies 61,732 70,700 76,945 Maintenance & Repair 31,126 31,700 34,200 Utilities/Other Serv. 364,443 414,414 392,386 Other Expenditures 18,370 20,650 26,815 Capital Improvements 0 1,500 1,500 TOTAL Recreation 1,346,423 1,484,074 1,417,407 Budget Reductions • Savings in Electricity • Reduced annual promotional material and reduced the Concert in the Park services to align with historical spending Q11:. CITY RECREATION PERSONNEL BY JOB TITLE T-�95 City of Wichita Falls, TX FY 2018-19 FY 2020-21 Administrative Secretary 1.00 1.00 1.00 Camp Supervisor 0.38 0.38 0.38 Concession Worker 1 0.96 0.96 0.96 Facility Monitor -G 2.50 2.50 1.50 Facility Monitor -Gym 0.00 0.00 1.00 Lifeguard 1.15 1.15 1.15 Maintenance Worker 4.00 4.00 2.00 Mwr Recreation - Tf 0.00 0.00 0.50 Mwr - Recreation Tf 0.00 0.00 0.50 Mwr - Recreation -Tf 0.00 0.00 0.50 Mwr Recreation - Tf 0.00 0.00 0.50 P&R Program Coordinator 3.00 3.00 3.00 Rec Service Administrator 1.00 1.00 1.00 Recreation Ldr/Track 1.80 1.80 0.15 Recreation Leader/50 2.00 2.00 1.00 Recreation Leader/Da 0.00 0.00 1.80 Recreation Super / T 0.19 0.19 0.19 Senior Admin Clerk 1.00 1.00 1.00 Senior Zone Worker 0.00 0.00 1.00 Sr. Maintenance Worker 1.00 1.00 1.00 Swimming Pool Cashier 0.69 0.69 0.69 Swimming Pool Supervisor 0.40 0.40 0.40 TOTAL- Recreation 21.07 21.07 21.22 *Minor changes in percentages of FTE across part-time positions i•PUyl CITY RECREATION Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Pool Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Motor Vehicle Supplies -Minor Tools a Supplies -Office Supplies -Janitorial Supplies -Chemical Supplies -Recreation Supplies -Athletic Supplies -Concession Supplies -Clothing and Supplies -Citizen Part Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-Machine/Tools/Im Maint-Pumps/Motors Maint-Office Furniture Maint-Heating/Cooling Maint-Buildings Maint-Parks Facilities Maint-Library Maint-Other Structures Services -Telephone Service -Wireless Phone Services -Electricity Services -Central Garag City of Wichita Falls, TX General Fund Expenditures, By Recreation FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 61,612 63,542 63,544 60,554 62,822 62,816 442 5,100 5,000 488,509 551,636 518,690 6,631 0 0 37,373 24,480 25,000 (5,248) 0 0 12,303 13,310 12,100 363 360 360 48,821 49,979 33,995 58,615 80,137 68,157 586 888 530 427 634 381 99,763 92,222 94,989 10 0 0 10 1,500 1,500 3,399 4,000 4,060 2,233 5,000 5,000 4,790 7,100 11,235 6,723 7,500 8,500 3,264 2,600 2,600 28,898 30,000 30,750 3,674 2,000 2,000 13 0 0 6 0 0 403 0 0 8,309 11,000 11,300 0 0 0 408 1,000 1,000 2,754 2,200 2,200 0 1,000 1,000 660 2,500 2,500 3,899 4,000 4,000 2,485 0 0 20,919 21,000 23,500 8,502 8,600 8,500 2,425 3,500 4,000 94,519 13 0, 000 108,909 56,578 54,894 54,777 CITY RECREATION City of Wichita Falls, TX General Fund Expenditures, By Recreation FY 2018-19 FY 2020-21 Actual • • • Adopted Services -Bank 5,618 6,000 6,000 Services -Other Profess 170,213 186,220 185,200 Services -Advertising 12,799 9,200 10,000 Services-Binding/Print 13,789 16,000 15,000 Travel Expenses 2,159 1,510 3,940 Education Registration 8,213 5,210 8,200 Lease Payments 3,126 1,575 1,575 Memberships 585 855 1,400 Rent -Equipment 2,189 6,900 7,500 Rent-Land/Structures 0 1,600 1,200 Postage/Freight 2,098 3,000 3,000 Other Machinery and Eq 0 1,500 1,500 TOTAL Recreation 1,346,423 1,484,074 1,417,407 IWIR PARK MAINTENANCE MISSION The Parks Maintenance Department consists of four divisions. Parks Maintenance, City Lot Division, Cemetery Division and MPEC Business Park/TXDOT ROW's. Our Mission is to make Wichita Falls a better place for people to live and visit by adding multi landscapes, trails, and nice parks for the public to enjoy. SERVICES PROVIDED • Parks Maintenance Division maintained 39 parks (1,265 acres), 21 miles of Hike and Bike Trail, 50 miles of boulevards and medians with 150+ flower beds, numerous City facilities including Memorial Auditorium, Regional Airport, Public Safety Training Center, Animal Reclaim Center, Police Station, Central Services, Library, Health Department, Muhlberger Travel Center and SAFB Travel Plaza along with the 12 ornamental median structures located throughout city. • City Lot Division maintained the City -owned trustee lots and the mowing of Code Enforcement violations, the crew mowed 4181 lots and cleaned 100. They also have removed several large trees on trustee lots that pose a threat to private properties. • MPEC/BP/ROW Division maintained the landscapes around MPEC Facilities, the 500-acre Business Park property and 560 acres of State Highway Right -of -Ways along with several thousand trees and irrigation. • Cemetery Division maintained operations of the four City -owned cemeteries. They conducted 68 funerals combined. Riverside expansion is slowly coming together; Riverside Phase I expansion has been quietly under construction since 2018. The division has completed the infill areas creating 350 spaces for sale. Another 350 spaces will require heavy equipment to complete. It should be complete summer/fall 2020. FY2020 ACCOMPLISHMENTS • Successfully completed the first year contract with WSC on outsourcing the maintenance of eighteen parks that are ten acres or less. • Installed three new playgrounds at Scotland, O'Reilly and Spudder Parks. Funding for these was made possible by the CDBG grant. At Scotland north shelter we also installed new tables, bbq grills, trash receptacles and an ADA sidewalk. • Parks added four more areas to the Central Irrigation Control system. • SAFB Main Gate Travel Plaza Phase II is near completion. The 5 acre landscaped area with walks, benches and trees was added to the departments inventory. • The new section of Circle Trail from Wichita Bluffs to L-11 opened to the public. • There are two more sections of trail currently under construction. L-11 to near Camp Fire and the BNSF section that will run from Seymour to Barnett Rd. • Our Khakiweed eradication program is proving to be successful in the small areas that we have been treating. Larger spray equipment would be necessary to cover mass acreage. • The Lake Wichita Boardwalk is near completion. It should be open to the public in May. Funding for it made possible through a TPWD grant. • WCMA donated a bike rack and it was installed at Hamilton. • WCMA has reached their funding goal for the splash pad to be constructed at Hamilton. If all goes well, it should be installed by Fall. rato] PARK MAINTENANCE Terry Points Parks Administrator 940-761-7609 Terry.points@wichitafallstx.gov CONTACT INFORMATION GOALS & PERFORMANCE MEASURES PERFORMANCE OBJECTIVE MEASURE ACTUAL ESTIMATE TARGETGOAL Riverside Make the cemetery Continuing to build funding Cemetery operations financially by conducting funeral 66% 33% 100% Expansion Phase I self supporting services and selling spaces. Riverside Make the cemetery Continuing to build funding Cemetery operations financially by conducting funeral 10% 33% 50% Expansion Phase 11 self supporting services and selling spaces. Complete the 25 mile Bluff to L-11 100% Circle Trail Circle Trail. L-11 to Lucy 20% Completion Construction began in BNSF 20% 20% 50% 85% the early 90's LWP to Larrys 05% Hamilton WCMA Enhance the park WCMA and contractorheve Splash Pad experience Engineering plans being 15% 55% 100% drawn up. Old Playground Replace older units Edgemere was budgeted in replacements 25 years or older, one 2019/2020. It was put on N/A N/A 100% park each year hold due to Covid 19/ budget shortfalls. I'M PARK MAINTENANCE EXPENDITURES BY CLASSIFICATION �R45 City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 FY 2019-20FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 2,212,922 2,396,675 2,412,077 Supplies 45,128 82,548 68,653 Maintenance Et Repair 101,530 151,765 158,885 Utilities/Other Serv. 972,133 904,278 908,391 Insurance Et Contract Supp. 15,000 22,900 22,900 Other Expenditures 5,659 13,476 14,662 Non Cap Improvements 19,537 109,200 59,200 Other Financing Uses 8,675 0 0 TOTAL Park Maintenance 3,380,584 3,680,842 3,644,768 Personnel Services 236,051 290,618 309,303 Supplies 6,418 10,311 6,201 Maintenance Et Repair 18,078 10,280 10,280 Utilities/Other Serv. 35,428 28,510 35,660 Other Expenditures 77 1,855 0 Non Cap Improvements 0 5,500 5,500 TOTAL Business Park Maintenance 296,051 347,074 366,944 Personnel Services 108,293 152,613 139,797 Supplies 7S 1,776 1,728 Maintenance Et Repair 0 650 650 Utilities/Other Serv. 17,858 15,161 16,452 TOTAL City Lot Mowing 126,226 170,200 158,628 Personnel Services 182,590 207,501 223,451 Supplies 1,203 7,125 6,865 Maintenance Et Repair 21,227 25,791 25,791 Utilities/Other Serv. 49,153 39,224 33,047 Other Expenditures 242 100 100 Non Cap Improvements 455 2,000 2,000 TOTAL General Cemetery 254,869 281,741 291,254 Budget Reductions • Central Garage Services decreased. • Using alternative less expensive chemicals for herbicides I''" PARK MAINTENANCE PERSONNEL BY JOB TITLE lit%ic46 i16 'FYAS City of Wichita Falls, TX FY 2018-19 FY 2020-21 Department Administrative 1.00 1.00 1.00 Horticulturist 1.00 1.00 1.00 Irrigation Specialist 3.00 3.00 3.00 Maintenance Worker 33.28 33.28 33.28 MWR - Parks - TF 0.00 0.00 0.00 Park Maintenance Coordinator 4.00 4.00 4.00 Park Service Worker 2.00 2.00 2.00 Parks Administrator 1.00 1.00 1.00 Sr. Maintenance Worker 8.00 8.00 8.00 TOTAL- Parks Maintenance 53.28 53.28 53.28 Maintenance Worker 4.96 4.96 4.96 Park Maintenance Coordinator 1.00 1.00 1.00 TOTAL- Business Park 5.96 5.96 5.96 Maintenance Worker 1.00 1.00 0.44 MWR - Lot Mowing 0.00 0.00 1.00 MWR - Lot Mowing - TF 0.00 0.00 1.00 Senior Maintenance Worker 2.44 2.44 1.00 TOTAL- City Lot 3.44 3.44 3.44 MWR - Cemetery 1.96 1.96 1.96 PMC - Cemetery 1.00 1.00 1.00 SMR - Cemetery 1.00 1.00 1.00 TOTAL- Cemetery 3.96 3.96 3.96 *No changes in personnel or FTE from the previous year. 213 PARK MAINTENANCE City of Wichita Falls, TX General Fund Expenditures, By Parks Department FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Supervision 129,555 150,629 149,928 Salaries - Clerical 45,027 44,703 44,699 Pool Clerical 1,258 3,162 3,100 Salaries -Operational 1,199,912 1,382,797 1,387,343 Overtime 45,110 71,400 70,000 Terminal Pay 5,248 0 0 Stability Pay 37,458 42,919 33,249 Cell Phone Allowance 2,706 2,880 2,280 FICA 106,579 125,681 129,000 TMRS Retirement 187,823 219,849 229,422 Life Insurance Contrib 1,836 2,089 1,799 Disability Insurance C 1,377 1,555 1,260 Health Insurance Contr 447,457 346,996 357,406 HSA Contributions-Empl 1,577 2,016 2,590 Supplies -Minor Tools a 7,690 8,000 8,300 Supplies -Minor Furnitu 1,018 1,529 1,709 Supplies -Office 241 2,750 2,950 Supplies -Photographic 0 150 150 Supplies-Medical/Drug 86 200 200 Supplies -Janitorial 8,613 13,500 13,500 Supplies-Botanical/Agr 21,444 42,909 27,284 Supplies -Clothing and 1,210 2,700 3,200 Supplies -Educational 0 350 350 Supplies-Periodicals/S 30 80 80 Supplies -Animal Feed 0 150 150 Supplies -Personal Comp 390 600 1,150 Supplies -Other 4,407 9,630 9,630 Maint-Machine/Tools/Im 3,343 5,500 5,500 Maint-Pumps/Motors 977 9,500 11,500 Maint-Office Furniture 0 75 75 Maint-Radios 0 1,000 1,000 Maint-PC Software 1,100 2,600 2,600 Maint-Heating/Cooling 36,450 10,000 10,000 Maint-Park Lighting 0 240 240 Maint-Water Mains 26,127 55,000 55,000 Maint-Other Improvemen 4,986 5,000 5,000 Maint-Buildings 1,860 5,000 5,000 Maint-Parks Facilities 5,967 19,400 19,520 Maint-Bridges 2,810 11,300 11,300 1IPA EI PARK MAINTENANCE Maint-Playground Equip Maint-Other Structures Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas Services-W t r/Sewer/Sa n Services -Central Garag Services -Other Profess Services-Binding/Print Services -Subcontractor Claims and Settlements Contract -Other Agencie Travel Expenses Education Registration Lease Payments Memberships Rent -Equipment Postage/Freight Permit Expense - City Construction -Park Impr Landscape/Trees/Shrubs Other Vehicles Capital Asset Contra E Oper Transfer -Other TOTAL Parks Maintenance Expenditures: Salaries -Operational Overtime Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Minor Tools a Supplies -Office Supplies-Medical/Drug City of Wichita Falls, TX General Fund Expenditures, By Parks Department FY 2018-19 FY 2020-21 Actual • • • Adopted 9,807 17,650 22,650 8,102 9,500 9,500 3,060 2,911 6,859 456 2,000 2,456 76,316 82,671 87,883 4,529 3,700 4,658 36,543 45,000 45,000 600,117 593,396 585,155 110,943 0 0 721 4,380 4,380 139,448 170,220 172,000 0 6,000 6,000 15,000 16,900 16,900 951 1,675 1,950 1,425 4,286 4,500 1,889 2,000 2,350 608 1,265 1,612 278 3,500 3,500 355 750 750 153 0 0 0 50,000 0 19,537 59,200 59,200 8,675 0 0 (8,675) 0 0 8,675 0 0 3,380,584 3,680,842 3,644,768 157,063 195,706 216,845 997 0 0 1,761 3,246 3,108 363 360 360 11,578 14,356 12,010 19,264 28,994 27,592 199 211 219 150 161 157 44,676 47,584 49,012 1,028 1,310 1,310 293 325 325 25 96 96 RAW PARK MAINTENANCE City of Wichita Falls, TX General Fund Expenditures, By Parks Department FY 2018-19 FY 2020-21 Actual • • • Adopted Supplies-Botanical/Agr 3,672 4,110 0 Supplies -Clothing and 437 630 630 Supplies -Personal Comp 0 150 150 Supplies -Other 963 3,690 3,690 Maint-Machine/Tools/Im 621 480 480 Maint-Pumps/Motors 0 0 0 Maint-Radios 0 500 500 Maint-Water Mains 7,270 9,300 9,300 Maint-Other Improvemen 10,186 0 0 Maint-Playground Equip 0 0 0 Service -Wireless Phone 456 0 456 Services -Central Garag 34,945 28,510 35,205 Services-Binding/Print 27 0 0 Unemployment Compensat 0 0 0 Travel Expenses 0 425 0 Education Registration 0 925 0 Memberships 77 505 0 Landscape/Trees/Shrubs 0 5,500 5,500 Capital Asset Contra E 0 0 0 TOTAL Business Park Maintenance 296,051 347,074 366,944 Expenditures: Salaries -Operational Overtime Stability Pay FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Minor Tools a Supplies -Office Supplies-Medical/Drug Supplies-Botanical/Agr Supplies -Clothing and Supplies -Other Maint-Machine/Tools/Im Maint-Radios Services -Central Garag Capital Asset Contra E 68,301 109,696 109,273 765 1,224 0 1,210 1,485 1,485 4,986 8,063 3,658 6,881 16,433 9,311 72 131 73 54 101 53 26,025 15,480 15,944 0 810 762 50 96 96 25 50 50 0 100 100 0 220 220 0 500 500 0 150 150 0 500 500 17,858 15,161 16,452 0 0 0 IIPA V. PARK MAINTENANCE City of Wichita Falls, TX General Fund Expenditures, By Parks Department FY 2018-19 FY 2020-21 Actual • • • Adopted TOTAL City Lot Mowing Program 126,226 170,200 158,628 Expenditures: Salaries -Operational 117,649 126,491 148,493 Overtime 2,511 4,080 0 Terminal Pay (1,025) 0 0 Stability Pay 3,630 3,630 3,630 Cell Phone Allowance 363 360 360 FICA 8,575 9,247 7,241 TMRS Retirement 15,908 19,344 18,107 Life Insurance Contrib 159 168 142 Disability Insurance C 120 128 103 Health Insurance Contr 34,700 44,053 45,375 Supplies -Minor Tools a 536 1,225 810 Supplies -Office 50 70 75 Supplies-Medical/Drug 25 50 50 Supplies -Janitorial 0 25 25 Supplies-Botanical/Agr 0 1,350 100 Supplies -Clothing and 0 150 150 Supplies -Other 592 4,255 5,655 Maint-Machine/Tools/Im 2,923 2,691 2,691 Maint-Radios 0 500 500 Maint-Other Equipment 0 600 600 Maint-Water Mains 0 1,000 1,000 Maint-Walks/Drives/Par 18,305 21,000 21,000 Services -Telephone 190 291 610 Services -Electricity 502 543 578 Services -Gas 907 720 933 Services-Wtr/Sewer/San 24 300 300 Services -Central Garag 47,500 37,220 30,476 Services-Binding/Print 30 150 150 Postage/Freight 242 100 100 Construction -Park Impr 455 2,000 2,000 Capital Asset Contra E 0 0 0 TOTAL Cemetery 254,869 281,741 291,254 IIPA VA GENERAL PROPERTY MANAGEMENT/LAKE LOTS MISSION To provide exemplary service in a timely and efficient manner to both external and internal customers/staff while being fiscally responsible and communicative. 411:1y/[yx1a:ZiIy/1971197 • Assist all departments with real property research easements, encroachments. • Research legal documents for internal and external customers. • Negotiate for property acquisition and disposition, prepare and file legal documents such as deeds, easements, detention agreements, encroachments, leases, etc. Maintain and invoice City leases (patio, grazing, hunting, billboard, etc.) • Prepare lake leases, collect rents, and enforce compliance of City Codes. • Log, track, and invoice all mowing done by Parks on the Code complaints on Private and Complaint lots. Prepare and file all liens and lien releases, collect monies owed for invoices and liens. • Ensure Code compliance on all trustee properties, secure and market properties for sale. Monitor and track all activities, expenses and provide annual reports to the WFISD and Wichita County. • Invoice and collect all City leases. FY2020 ACCOMPLISHMENTS • Filed a total of 667 legal documents. • Leased 4 lots at Lake Arrowhead that had never been leased. • Sold 23 trustee properties for development to Ameritex Homes out of Dallas in addition to the local sales, thus reducing trustee property inventory, putting property back on the tax roll, and promoting neighborhood revitalization. • Released over 1S0 liens. Pat Hoffman Property Administrator 940-761-8816 pat.hoffman@wichitafallstx.gov ,0001r_«2liII010 0TA1_llIU60 218 GENERAL PROPERTY MANAGEMENT/LAKE LOTS GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE ESTIMATE TARGETMEASURE Make the hunting and Clean and grazing leases Clear acreage Generate additional more valuable 30% 30% 100% at Lake revenue for the City & appealing to Kickapoo bidders for easy access Free up space Reduce hard and provide Improve accessibility, copy files and digital access to eliminate scan legal paper/storage, ° 0� 15% 30% permanent documents & streamline research records projects to all departments Assist all Reach agreement departments Negotiate price timely and and meet 100% 100% 100% in property project needs economically, & avoid acquisition condemnation, Reduce Success of sealed bid trustee 3 Sealed Bid sales and reduction of 90% 30% 60% property Sales per year maintenance inventory Sell excess City Eliminate property to excess City- generate Success of sales, selling owned revenue & for market value 100% 100% 100% property eliminate maintenance 219 GENERAL PROPERTY MANAGEMENT/LAKE LOTS EXPENDITURES BY CLASSIFICATION T-� 95City of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 257,954 288,840 269,167 Supplies 3,804 5,150 5,931 Utilities/Other Serv. 30,793 43,820 45,041 Other Expenditures 4,068 6,100 6,100 Non Cap Improvements 0 300 300 TOTAL Property Management 296,619 344,210 326,539 Personnel Services 94,490 102,330 104,656 Supplies 1,987 2,621 2,030 Maintenance Et Repair 19,034 35,000 35,000 Utilities/Other Serv. 14,150 21,723 21,860 Other Expenditures 1,449 1,600 1,600 Non Cap Improvements 90 300 300 TOTAL Lake Lot Administration 131,200 163,574 165,447 Revised Budget will be added to final document, after Council revision in current year. Budget Reductions: • Personnel Services- (1) employee will be funded out of CDBG funds. • Lake Lot Admin- reduction in supplies was due to a $591 decrease in office furniture. all 306101LI1:114 WMI602I I I10 �i., ►,Ti afts City of Wichita Falls, TX }flAi FY 2018-19 FY 2020-21 Senior Admin Clerk 0.50 0.50 0.50 Lien Coordinator 1.00 1.00 1.00 Property Management Assistant 1.00 1.00 1.00 Property Management/Lake Lot 1.00 1.00 1.00 TOTAL- Property Management 3.50 3.50 3.50 Senior Admin Clerk 0.50 0.50 0.50 Asst. Property Management/Lake 1.00 1.00 1.00 TOTAL- Lake Lot 1.50 1.50 1.50 *No changes in personnel or FTE from the previous year. 220 GENERAL PROPERTY MANAGEMENT/LAKE LOTS Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Fire Pension Contribut Supplies -Minor Tools a Supplies -Minor Office Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Clothing and Supplies -Educational Supplies-Periodicals/S Supplies -System Softwa Supplies -PC Software Services -Telephone Services -Electricity Services -Gas Services -Central Garag Services -Other Profess Services -Lien Filings Services -Court Cost/Re Services -Advertising Services-Binding/Print Services-Convention/Co Services -Subcontractor In City Mileage Reimbu Travel Expenses Education Registration Memberships City of Wichita Falls, TX General Fund Expenditures, By Property Management FY 2018-19 nr+11:3i FY 2020-21 Adopted 81,568 84,610 84,614 15,997 16,164 16,203 0 1,020 1,020 86,486 89,008 85,821 12 0 0 0 0 0 4,235 4,840 4,840 726 720 720 13,976 14,322 13,799 24,166 48,942 32,073 240 246 253 184 185 178 30,363 28,783 29,646 0 0 0 428 500 500 199 900 700 556 600 456 1,494 2,000 2,000 36 50 50 0 140 140 0 300 300 60 660 660 1,031 0 1,125 0 0 0 1,429 1,227 1,514 0 0 0 0 0 0 793 593 527 2,701 4,000 5,000 19,948 25,000 25,000 3,927 5,000 5,000 906 1,500 1,500 746 1,500 1,500 0 0 0 343 5,000 5,000 1,509 1,400 1,400 800 1,800 1,800 895 1,900 1,900 0 250 250 221 GENERAL PROPERTY MANAGEMENT/LAKE LOTS Postage/Freight Cnstrctn-Tr Signals/St Capital Asset Contra E TOTAL Property Management City of Wichita Falls, TX General Fund Expenditures, By Property Management FY 2018-19 FY 2020-21 Actual • • • Adopted 864 750 750 0 300 300 0 0 0 296,619 344,210 326,539 rM GENERAL PROPERTY MANAGEMENT/LAKE LOTS City of Wichita Falls, TX General Fund Expenditures, By Lake Lot FY 2018-19 FY 2020-21 Actual • • • Adopted Expenditures: Salaries - Clerical 14,805 16,164 16,203 Salaries -Operational 50,890 52,245 52,416 Overtime 0 0 0 Stability Pay 1,815 1,210 1,210 Cell Phone Allowance 363 360 360 FICA 4,777 4,877 4,897 TMRS Retirement 8,678 10,135 11,713 Life Insurance Contrib 83 88 91 Disability Insurance C 66 66 66 Health Insurance Contr 13,013 17,185 17,701 Supplies -Minor Tools a 141 150 150 Supplies -Minor Office 0 200 200 Supplies -Minor Furnitu 200 591 0 Supplies -Office 1,647 1,500 1,500 Supplies -Clothing and 0 80 80 Supplies -Other 0 100 100 Maint-Utility Cuts 0 0 0 Maint-Lake Roads 19,034 35,000 35,000 Services -Telephone 309 245 303 Services -Central Garag 4,386 4,578 4,157 Services -Other Profess 38 300 300 Services -Court Cost/Re 0 100 100 Services -Advertising 303 0 500 Services-Binding/Print 344 500 500 Services -Subcontractor 8,769 16,000 16,000 Travel Expenses 0 200 200 Education Registration 75 250 250 Memberships 0 150 150 Postage/Freight 1,374 1,000 1,000 Cnstrctn-Tr Signals/St 90 300 300 Capital Asset Contra E 0 0 0 TOTAL Lake Lot Administration 131,200 163,574 165,447 223 MISSION The Wichita Falls Public Library serves a population of approximately 104,576. It is integral in enhancing citizens' quality of life, whether it is the simple pleasure of checking out a stack of books, connecting to the internet, seeking employment, finding information on starting up a business, accessing government information or websites, attending a program, and so much more. The WFPL is unique in that it operates with two mission statements in mind: that of the City of Wichita Falls and the Library's mission to act as a public information center for all citizens of Wichita Falls by addressing educational, informational, recreational, and cultural needs. SERVICES PROVIDED • Reference and Information services • Quality public programs for all ages • Technology tutoring • Reader's advisory • Public computers • Printing services — copier and computer • Faxing and scanning • Circulation of materials for educational, informational, recreational, and cultural needs • Downloadable eContent • Digital databases • Meeting and study rooms for public use • Interlibrary loan FY2020 ACCOMPLISHMENTS • LIBRARY USAGE: In 2019 the library had in excess of 396,620 circulations, with 151,502 visitors. Our 29 public computers and wifi are a big draw, resulting in 125,167 computer and wifi sessions. In addition, library staff answered 51,476 inquiries made by the public. The library's Facebook page had 3,631 followers. We continue to use our Instagram account with 634 followers. The Interlibrary Loan Department sent 1,846 items to Texas public libraries. • BOOKER & PAIGE: Library branding was a focus for the year with the addition of new library raccoon mascots adopted in 2018. Images of Booker and Paige are now featured on library cards, flyers, calendars and on either side of our indoor book return; Booker was even a participant in the Holiday Lights Parade. With the help of the City's Public Information Office, we created a commercial featuring Booker and our new tagline: Find Yourself at the Library. In addition, the library created a children's picture book featuring the two "reading raccoons." • CHAIR-ity event: At the suggestion of our Library Advisory Board, we adopted out approximately 60 oak chairs, offering them to community artists. In total, we raised $3,367 from this fundraiser. We originally set a goal of $3,000, and are happy to have surpassed that goal. 33 chairs sold, the highest selling for $300, and the lowest selling for $20, averaging out to about $89 per chair, for a total of $2861. We made $150 from chairs that were adopted out but not returned. We also received $356 in miscellaneous donations. Furniture for the children's area was ordered in September and all pieces were received by December. 224 41:1d;1IVA • TIME CAPSULE: A time capsule and high quality acrylic shadow box were purchased for display, to be opened June 14, 2118. The capsule contains a flash drive full of information as well as physical drawings, photos, and letters. It was launched into the next century on March 8th as the last of our Centennial year activities. • TOUCH -A -TRUCK: Our inaugural Touch -a -Truck event was held on Saturday, March 23, kicked off at 10:00 am to overcast skies and a threat of storms. Vehicles such as an MRAP from the Sheriff's Department, a fire truck and ambulance, a police car from WFPD, a snow plow and dump truck from TXDOT and Wichita County, and a trash truck from Midwest Waste Services rolled up to the Library and down Ohio just as the skies opened up to bright sunshine. The participating organizations happily gave their time to allow kids and their families an opportunity to "touch" the machines and learn from their drivers how they work. The sirens and horns were accompanied by local DJ Maniac whose lively music lent itself to a fun atmosphere. By 2:00 pm at the end of the event, we had given out 784 wristbands to children. • SUMMER READING REVAMP: This summer, WFPL revamped and launched Summer Read on a grand scale. Our focus was on reading for all ages instead of limiting it to only school -age participants and it included incentives to be earned along the way at different milestones. Entry into the grand prize drawing when participants finished the program was the reader's goal. To earn incentives, pre -readers (children ages 0- 5) worked on early literacy activities such as singing and shapes/colors/letter recognition while kids (ages 6-11) read for 150 minutes per milestone. Teens (ages 12-18) and adults (19 and up) read books and challenged themselves to read outside their usual genres and found it to be an enjoyable aspect of the program. • RIDE -TO -READ: During the summer, we experimented with a new program designed to increase participation for those children who do not have easy access to transportation -- the Ride to Read program. • INDIE AUTHOR DAY: Held on October 12, 2019, this event was a resounding success with 87 attendees — up from 37 last year. The event this year was held in room 205 to allow for the 30 authors and speakers a space to provide the community an exhibit hall style experience. Guest speakers included MSU's Dr. Lynn Hoggard who spoke about her writing and publishing experiences, a husband and wife duo giving professional advice on publishing, as well as motivational speakers who provided tips on how to tap into creativity. • HOLIDAY OPEN HOUSE: To wrap up the year, our first ever Holiday Open House on December 14 was a huge success. There was a jazz trio, a clown, the Mariposa Therapy dog group, crafts, and refreshments for all ages to enjoy. We demonstrated the new 3D printer that was donated by a customer, as well as showed off many of our new lending materials such as board games and STEAM kits. The event brought in 597 customers. Jana Hausburg Library Administrator 940-767-0868 ext. 4229 jana.hausburg@wfpl.net CONTACT INFORMATION 225 I411.1 R-A GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE ESTIMATE TARGETMEASURE Develop a plan for Technical Processing/ Increase Create written efficiency and procedures; Staff N/A 75% 100% Acquisitions ordering and accuracy. training. receiving. Enhance library Create quality Attendance count users' N/A 75% 100% programming. experiences. Extend circulation of non-traditional Circulation count; materials to Promote Create additional N/A 30% 100% include board innovation collections of items to games, tools, circulate. hardware, and more Clean up the Horizon database of users by decreasing the ratio of Improve Decrease amount from inactive database current ratio of 1.6:1 N/A 25% 100% cardholders and use the accuracy by 30% database to invite inactive card holders to return to the library. EXPENDITURES BY CLASSIFICATION T-�'(sCity of Wichita Falls, TX Ai General Fund Expenditures, By Department/Division FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 926,506 990,162 934,390 Supplies 337,578 348,312 352,610 Maintenance Et Repair 94,249 110,920 105,415 Utilities/Other Serv. 118,266 131,885 127,210 Other Expenditures 66,602 87,470 93,240 TOTAL Library Operations 1,543,200 1,668,749 1,612,865 Budget Reductions • Reduced spending in the Library materials for this year. • Reduction in Personnel Services of $55,772 is due to the hiring freeze. Position still exists but will not be funded until the following fiscal year. 1; � Uic �? Ti�" Ia11;Wf7011►1111141-yM19l4111111110 FY 2018-19 City of Wichita Falls, TX FY 2020-21 Librarian 1 4.00 4.00 4.00 Librarian II 3.00 3.00 3.00 Librarian III 2.00 2.00 2.00 Library Administrator 1.00 1.00 1.00 Library Assistant 6.00 6.00 6.00 Library Supervisor 1.00 1.00 1.00 TOTAL- Library 17.00 17.00 17.00 *No changes in personnel or FTE from the previous year see note above. lz:�U _TEX.S Expenditures: Salaries - Supervision Salaries - Clerical Salaries -Operational Overtime Stability Pay FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies -Educational Supplies-Periodicals/S Supplies -Digit Media/D Supplies -Library Mater Supplies -Personal Comp Supplies -Other Maint-Office Furniture Maint-Systems Hardware Maint-Systems Software Services -Telephone Services -Electricity Services -Gas Services-Wtr/Sewer/Sa n Services -Cable TV Services -Bank Services -Other Profess Services -Advertising Services-Binding/Print In City Mileage Reimbu Travel Expenses Education Registration Lease Payments Memberships Boards/Local Meetings Rent -Equipment City of Wichita Falls, TX General Fund Expenditures, By Library FY 2018-19 Ar+i1:3l FY 2020-21 Adopted 79,893 82,552 82,555 202,337 211,582 176,406 353,215 390,717 375,689 117 0 0 8,225 11,056 7,702 47,784 50,441 43,795 83,413 101,462 107,193 845 886 810 643 676 529 147,475 138,029 135,582 2,559 2,762 4,129 362 754 530 4,109 3,459 4,460 22,190 30,000 30,000 4,143 4,000 6,000 11,934 9,930 43,700 100,607 105,330 131,610 181,381 180,000 123,635 12,502 14,539 12,075 350 300 600 0 1,100 1,100 25,012 29,760 29,200 69,237 80,060 75,115 16,962 17,675 21,607 71,559 83,000 82,454 3,616 4,000 3,719 4,005 3,200 3,000 12,122 12,200 12,620 1,336 810 810 4,187 7,000 0 3,123 4,000 3,000 1,357 0 0 169 450 400 3,447 5,795 7,605 1,535 4,000 4,400 32,597 36,625 38,100 19,501 23,500 25,585 0 650 650 490 350 400 228 I Z: � L�(�,C�il- ! R(rfi Public Relation/Promo Postage/Freight TOTAL Library City of Wichita Falls, TX General Fund Expenditures, By Library FY 2018-19 FY 2020-21 Actual 4,001 4,860 1.543.200 2M Adopted 7,900 7,900 8,200 8,200 1,668,749 1,612,865 229 Non -Departmental MISSION The Non -Departmental division accounts for revenues and expenditures that pertain to the General Fund in its entirety. 'FIRS Expenditures: Personnel Services Supplies Utilities/Other Serv. Insurance & Contract Supp. Other Expenditures Other Financing Uses TOTAL Non -Departmental f03»01I011IN1161*-YKQw_lmliIN14TA11[0 0 City of Wichita Falls, TX General Fund Expenditures, By Department/Division FY 2018-19 Actual FY 2020-21 Adopted 476,671 507,768 435,317 244 0 0 433,458 408,812 416,463 1,557,741 1,353,674 1,388,470 3,345,493 3,195,882 3,524,482 758,364 909,915 873,142 6,571,970 6,376,051 6,637,874 230 Uic i4��s T E X A S Water/Sewer Fund WATER AND SEWER FUND WATER & SEWER FUND The Water & Sewer System Fund has improved dramatically over the past few years. During the drought, water production dropped to historic lows of 4.4 billion gallons in 2014-15. Water rate increases that were approved in September 2014, have allowed the City to replenish its Water & Sewer Fund reserves to approximately $6.8 million in unreserved fund balance. The City's fund balance policy for this fund is similar to the policy for the General Fund. In this fund, the goal is to retain 17% of operating costs in fund balance, not including debt service. Of the funds $45,160,772, 2019-20 budget, $12.7 million is reserved for debt payments bringing the operating budget to approximately $35.8 million. This means that the total needed to meet the fund balance policy is approximately $5.5 million, and the current balance. The Water and Sewer Fund is an "Enterprise Fund" which is self -supported by user fees. The City's Water & Sewer Fund Adopted Budget for the 2020-21 fiscal year totals, $45,160,772. This budget is $3,538,376, or -7.27% less, then the prior year's Adopted Budget. The Adopted 2020-21 budget includes a conservative revenue and expenditure projection, which takes into account the ongoing Global COVID-19 Pandemic and its impact on the City. Wica� City of Wichita Falls, TX FY 2018-19 FY 2020-21 Actual Adopted Adopted Taxes 18,152 0 0 Service Charges 43,802,342 43,788,698 44,868,772 Contributions 89,890 0 0 Misc. Revenues 998,878 4,910,450 292,000 Total Revenues 44,909,262 48,699,148 45,160,772 Expenditures: Personnel Services 10,548,416 10,892,798 10,886,419 Supplies 2,557,785 2,994,388 2,966,889 Maintenance & Repair 1,519,023 1,900,305 2,267,667 Utilities/Other Serv. 3,959,855 4,597,681 4,348,051 Insurance & Contract Supp. 780,712 981,274 971,274 Debt Expenditures 2,589,415 12,756,394 12,766,114 Other Expenditures 12,589,013 2,872,182 3,002,824 Non Cap Improvements 0 4,300 36,600 Capital Improvements 6,616 9,855,640 6,143,122 Other Financing Uses 1,978,030 1,844,186 1,771,811 Total Expenditures 36,528,865 48,699,148 45,160,772 Total 8,380,396 0 0 232 WATER AND SEWER FUND The Water & Sewer Fund is projecting a modest increase in revenue from Service Charges. This is due to an increase in total gallons of water sold. The City is expecting to sell slightly more than the 5.3 million gallons sold last year because water consumption has increased slightly. 54W 4400 0 �3400 0 2400 1400 400 Cummulative Plant Discharge Water Volume Oct Nrn an Feb Mar Apr May Jun Jul Aug Sep -FY17/18 -FY18/19 -FY19/20 Source: City of Wichita Falls, Water Department 233 WATER AND SEWER FUND Fund Water & Sewer . FY 2020-21 Projected Beginning Balance 14,561,858 Less Restricted Balance 7,732,499 Available Balance 6,829,359 Revenues Taxes - Service Charges 44,868,772 Licenses & Permits - Fines & Forfeitures - Intergovernmental Rev - Contributions - Misc. Revenues 292,000 Transfer In - Total Current Revenues 45,160,772 Expenditures Personnel Services 10,886,419 Supplies 2,966,889 Maintenance & Repair 2,267,667 Utilities/Other Service 4,348,051 Insurance & Contracts Supplies 971,274 Debt Expenditures 12,766,114 Other Expenditures 3,002,824 Non Cap Improvements 36,600 Capital Improvements 6,143,123 Transfer Out 1,771,811 Total Current Expenditures 45,160,772 Ending Balance 6,829,359 234 WATER AND SEWER FUND REVENUES ,Cx.S City of Wichita Falls, TX FY 2018-19 FY 2020-21 Actual Adopted Adopted Taxes 18,152 0 0 Service Charges 43,802,342 43,788,698 44,868,772 Contributions 89,890 0 0 Misc. Revenues 998,878 4,910,450 292,000 Total Revenues 44,909,262 48,699,148 45,160,772 The graph below illustrates the revenues in the Water & Sewer Fund into three main categories. A discussion of these revenue sources follows. Water & Sewer Revenue By Classification Nater Sales 73.92% ■ Sewer Sales 22.90% All Other Revenue 3.18% Revenue Discussion: Water Sales: The Adopted Budget anticipates an increase of $1,056,383, or 3.27%, in Water Sales. This accounts for both the residential and commercial sale of water by the City. Water Sales make up the majority of the revenue in the Water & Sewer Fund at almost 74% of total revenue. Sewer Sales: The Adopted Budget anticipates sewer sales to remain level. The system has not incurred tremendous growth in the current year. 235 WATER AND SEWER FUND All Other Revenue: All other revenue has decreased-76.17%, or $4,594,759. This decrease is due to the completion of the Kickapoo Lake Dam Project, which was accounted for as a transfer in from fund balance in the previous year. EXPENDITURES For the 2020-21 fiscal year, Water & Sewer Fund budgeted expenditures are $45,160,772, which is a decrease of $3,538,412 or 7.27%, from the 2019-20 adopted budget. These decreases are listed in detail in the following pages. The table below shows the total expenditures in the Water & Sewer Fund. Expenditures: Personnel Services Supplies Maintenance & Repair Utilities/Other Serv. Insurance & Contract Supp. Debt Expenditures Other Expenditures Non Cap Improvements Capital Improvements Other Financing Uses Total Expenditures FY 2018-19 FY 2020-21 Actual Adopted Adopted Change 10,548,416 10,892,798 10,886,419 -0.06% 2,557,785 2,994,388 2,966,889 -0.92% 1,519,023 1,900,305 2,267,667 19.33% 3,959,855 4,597,681 4,348,051 -5.43% 780,712 981,274 971,274 -1.02% 12,589,013 12,756,394 12,766,114 0.08% 2,589,415 2,872,182 3,002,824 4.55% 0 4,300 36,600 751.16% 6,616 9,855,640 6,143,122 -37.67% 1,978,030 1,844,186 1,771,811 -3.92% 36,528,865 48,699,148 45,160,772 -7.27% FY 2020-21 Water And Sewer Fund Expenditures as % of Total ■ Personnel Services 24.11% ■ Supplies 6.57% ■ Maintenance & Repair 5.02% Utilities/Other Sery 9.63% ■ Insur & Contr Supp 2.15% ■ Debt Expenditures 28.27% ■ Other Expenditures 6.65% ■ Non Cap Improvements 0.08% ■ Capital Improvements 13.60% ■ Other Financing Uses 3.92% 236 WATER AND SEWER FUND Expenditure Discussion: As indicated in the chart above, the major expenses in this fund are Personnel Services and Debt Expenditures. These combined make up over half, 52.38%, of total expenditures. Following is a discussion of expenditures in the Water & Sewer Fund. Personnel Services: Personnel Services have decrease -0.06% or $6,379. This decrease is due to the suspension of merit increases, STEP increases and holding opening the hiring freeze. No cost of living increase is included in this Adopted Budget. Supplies: Supplies have decreased $27,499, or-0.92%, from the prior year. This decrease is reflective reduced lab supplies and the movement of PC software from this budget to the Information Technology Budget. Maintenance: Maintenance costs increase in this budget, up $367,362, or 19.33%. This increase is attributed to moving costs for utility cuts, needed when water lines are worked on, to this fund and increasing maintenance needs at the aging Scott Street Facility. Utilities/Other Services: This account has decreased due to a decrease of $213,273 in professional services. Insurance/Contracts: Insurance & Contracts have decreased $10,000, or-1.02%, primarily due to decreases in other agency contracts. Debt Expenditures: This category accounts for debt service of $12.7 million. This expenditure accounts for three debt issuances and a payment on a capital lease. More information is available in the Debt Service Fund section of this document. Total 10,317,000 950,087 1,464,820 6,000 28,207 Other Expenditures: Increases in this category total $130,642, or 4.55%. 12,766,114 12,766,114 Non -Capital Improvements: A highly visible project to improve the Wastewater Collection Building is added for the 2020-21 Fiscal Year. This project will enhance the overall appeal of the building by adding much needed landscaping. This project is budgeted at $33,600, an increase of $32,300 from the previous year. Capital Improvements: Capital decreased $3,712,517, or-37.67%, due to the completion of the work on the Kickapoo Dam in the current year. 237 WATER AND SEWER FUND EXPENDITURES BY DIVISION �ic�, P45 iE FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures TOTAL Utility Collection 1,028,655 1,101,928 1,241,792 TOTAL Water Sewer Debt Service 2,589,415 12,728,187 12,737,907 TOTAL Utilities Administration 651,611 995,112 804,091 TOTAL Utility Equipment Services 895,212 963,797 1,210,770 TOTAL Water Distribution 4,006,677 3,960,567 4,086,543 TOTAL Sewer Rehabilitation 439,840 729,768 700,679 TOTAL Water Source of Supply 423,947 520,556 733,472 TOTAL Water Purification 5,359,911 6,777,334 6,681,287 TOTAL Wastewater Collection 932,104 1,070,336 1,105,553 TOTAL Wastewater Treatment 4,556,127 5,316,128 5,235,217 TOTAL Water/Sewer Special Items 15,645,367 14535,434 10,623,460 TOTAL - Expenditures 36,528,865 48,699,148 45,160,772 238 UTILITY BILLING & COLLECTIONS MISSION The Utility Billing and Collection Division continues to benefit from the recent installation of a new Automated Metering Infrastructure that resulted in the installation of approximately 34,000 new "smart" meters on water accounts. These new meters have a higher accuracy reading capability, which will capture previously unrecorded "low flow" consumptions. It is estimated that these new AMI meters will be able to capture 3% more consumption volume, which translates to more water revenue for the City. Additionally, the software that is used to receive the automated readings allows customers and City representatives to view their individual water usage in hourly increments. As a result, customers and the City staff are in a much better position to analyze water use and assist customers with high bills and/or water leaks. Due to the coronavirus and the fact that city hall was closed for several weeks we are now taking applications for new service by email. Customers can go to the City of Wichita Falls web site, click on utility collections, and select 'application for new service'. This will allow customers and city staff to continue to practice social distancing. SERVICES PROVIDED • Open new water accounts, transfer services, final out services for closed accounts. • Bill 35,000 residential and commercial accounts. • Process all payments. • Explain the billing process to customers. FY2020 ACCOMPLISHMENTS • On line application for new service form. • Reduce overtime. • Crosstrain employees to have a least two employees being able to perform all jobs. Garry Capron Utility Collection Manager 940-761-8830 garry.capron@wichitafallstx.gov CONTACT INFORMATION 239 UTILITY BILLING & COLLECTIONS GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE 2018-19 ESTIMATE TARGETMEASURE Two Employees Cross For Each Job N/A 60% 70% 100% Training Duty Encourage Reduce Timely Fewer Cutoffs 70% 50% 80% Cutoffs Payments Minimize The Reduce Return Work It Takes N/A 5/ 10% 50% On Return Payments Payments On Line Allow New Less Traffic In The Application Accounts To ° 10% 75% 100% Office Form Sign Up Online Become More Reduce Less Hours Paid For 10% 25% 50% Efficient With Overtime Overtime Personnel EXPENDITURES BY CLASSIFICATION (IIIic�, a �45 r�,.. FY 2018-19 Actual Expenditures Personnel Services 733,026 789,708 Supplies 39,246 48,980 Maintenance & Repair 6,007 11,336 Utilities/Other Serv. 127,887 101,016 Other Expenditures 122,489 150,888 TOTAL Utility Collection 1,028,655 1,101,928 Budget Reductions • Personnel Services: Reporting CFO salary and (1) Police Officer salary due to line of work. • Supplies: Reduced purchase of new office furniture. FY 2020-21 Adopted 907,880 41,864 10,264 120,897 160,888 1,241,792 240 UTILITY BILLING & COLLECTIONS • Utilities/Other Serv.: Increase in Central Garage charge and printing. • Other Expenditures: Increase in postage contract. PERSONNEL BY JOB TITLE �%C�(iL P4 City of Wichita Falls, TX T E S A S FY 2018-19' 1 FY 2020-21 Clerk 0.75 0.75 0.75 Customer Account Analyst 1.00 1.00 1.00 Customer Service Rep 3.00 3.00 3.00 Lead Customer Service Rep 2.00 2.00 2.00 Lead Water Customer 1.00 1.00 1.00 Sr Customer Service Rep 2.00 2.00 2.00 Utility Collection Manager 1.00 1.00 1.00 Water Customer Service Rep 2.00 2.00 3.00 Water Meter Reader 1.00 1.00 1.00 Water Meter Repair Worker 1.00 1.00 0.00 CFO/Director of Finance 0.00 0.00 0.15 TOTAL- Utility Collection 14.75 14.75 14.90 *15% of the CFO salary is accounted for in Utility Collections due to line of work. RZ11 UTILITY BILLING & COLLECTIONS lz:�U I , , I Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Overtime Terminal Pay Certification Pay Stability Pay Longevity FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Chemical Supplies -Clothing and Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-Office Furniture Maint-Radios Maint-PC Hardware Maint-PC Software Services -Telephone Service -Wireless Phone Services -Central Garag Services -Bank Services -Other Profess Services-Binding/Print Claims and Settlements Lease Payments Postage/Freight Other Improvements Office Equipment City of Wichita Falls, TX Expenditure Detail by Object Utility Collections FY 2018-19 FY 2020-21 Actual Adopted Adopted 68,375 71,922 96,824 262,896 291,583 277,700 0 0 0 138,828 144,373 213,479 20,586 396 14,000 0 0 412 0 0 0 12,415 13,998 12,788 0 0 0 35,641 36,085 38,883 65,030 75,302 93,171 642 663 640 481 505 456 127,956 154,880 159,526 176 0 0 7,779 3,670 4,070 0 0 0 29,189 42,480 34,530 0 40 100 0 0 0 2,235 2,390 3,120 0 0 0 43 0 44 0 400 0 659 929 4,060 0 0 0 5,348 5,907 5,604 0 4,500 600 4,441 5,395 6,389 456 38 0 29,877 25,433 30,383 12,567 6,000 2,990 68,361 61,150 68,150 12,185 3,000 12,985 0 0 0 906 888 888 121,582 150,000 160,000 0 0 0 0 0 0 RZIM UTILITY BILLING & COLLECTIONS lz:�U I , , I Capital Asset Contra E Construct in Progress Other Machinery and Eq TOTAL Utility Collection City of Wichita Falls, TX Expenditure Detail by Object Utility Collections FY 2018-19 FY 2020-21 Actual Adopted Adopted 0 0 0 0 0 0 0 0 0 1,028,655 1,101,928 1,241,792 243 UTILITY ADMINISTRATION MISSION The Public Works Department consists of several divisions including Engineering, Street Maintenance, Storm Water Utility, Sanitation, Water Source, Water Purification, Water Distribution, Wastewater Collection and Rehabilitation, Environmental Services, and Wastewater Treatment. The services provided by these departments often go unnoticed. Public Works is the only department within the City that is in every residence and business in the City 24/7 and has an employee personally visit their property twice per week. It takes dedicated people to fill these low -profile positions, and I believe the division is fortunate to have those types of people working tirelessly 24/7 to keep the safe drinking water flowing, the wastewater treated, the streets repaired, and the garbage collected. These mundane services are the essential services for this city, and these are the services that sustain this great City. EXPENDITURES BY CLASSIFICATION Pa 5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 541,518 617,528 615,927 Supplies 1,514 1,700 2,126 Maintenance & Repair 3,299 6,582 6,582 Utilities/Other Serv. 79,959 329,644 116,354 Other Expenditures 25,320 39,658 47,102 Capital Improvements 0 0 16,000 TOTAL Utilities Administration 651,611 995,112 804,091 Personnel Services 694,787 753,786 740,914 Supplies 10,036 6,600 6,600 Maintenance & Repair 3,530 7,663 277,083 Utilities/Other Serv. 186,527 195,138 185,564 Other Expenditures 332 610 610 TOTAL Utility Equipment Services 895,212 963,797 1,210,770 Personnel Services 531,457 42,000 45,000 Maintenance & Repair 0 165,980 0 Utilities/Other Serv. 180,582 52,363 102,363 Insurance & Contract Supp. 780,712 981,274 971,274 Debt Expenditures 0 28,207 28,207 Other Expenditures 6,616 2,501,424 2,616,805 Capital Improvements 12,327,744 8,920,000 5,088,000 Other Financing Uses 1,818,256 1,844,186 1,771,811 TOTAL Water/Sewer Special Items 15,645,367 14,535,434 10,623,460 Budget Reductions • Relocated the material cost for utility cut repairs from the general street maintenance fund to UES in order to pay water and sewer related streets repairs from the water/sewer fund appropriately. 244 UTILITY ADMINISTRATION PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Administrative Secretary 1.00 1.00 1.00 Civil Engineer 1.00 1.00 1.00 Engineer Assistant 1.00 1.00 1.00 Sr Engineering Technician 2.00 2.00 2.00 Utility Operations M 1.00 1.00 1.00 Director of Public Works 0.35 0.35 0.35 TOTAL- Utility Admin 6.35 6.35 6.35 Equipment Operator 4.00 4.00 4.00 Heavy Equipment Operator 8.00 8.00 8.00 Street Superintendent 0.25 0.25 0.25 TOTAL- Utility Equip Services 12.25 12.25 12.25 *No changes in personnel or FTE from the previous year. 245 UTILITY ADMINISTRATION lz:�U I , , I Expenditures: Bond Principal Payment Bond Interest Payments Paying Agent Fees Other Bond Expense TOTAL Water/Sewer Debt Service City of Wichita Falls, TX Expenditure Detail by Object Water & Sewer Debt Service FY 2018-19 FY 2020-21 Actual Adopted 0 8,790,000 9,185,000 2,588,665 3,932,187 3,546,907 750 6,000 6,000 n n n rLlaJUI 1 L'Vw/I:w r:7-VwL7IC11II V�L. UTILITY ADMINISTRATION lz:�U I , , I Expenditures: Salaries - Supervision Salaries - Clerical Salaries -Operational Overtime Terminal Pay Certification Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Office Supplies -Educational Supplies -Personal Comp Supplies -PC Software Maint-Office Furniture Maint-Radios Maint-PC Hardware Maint-PC Software Maint-Systems Software Maint-Utility Cuts Services -Telephone Service -Wireless Phone Services -Central Garag Services -Other Profess Services -Court Cost/Re Services -Advertising Services-Binding/Print General Liability Clai In City Mileage Reimbu Travel Expenses Education Registration Lease Payments Memberships Public Relation/Promo City of Wichita Falls, TX Expenditure Detail by Object Utilities Administration FY 2018-19 FY 2020-21 Actual Adopted 167,903 177,534 175,385 30,569 31,760 31,117 197,407 221,162 211,807 423 0 400 905 0 413 1,806 1,800 1,800 5,402 5,391 4,318 666 720 360 28,277 30,840 31,508 52,161 63,318 71,304 527 551 559 363 364 344 55,086 84,089 86,612 24 0 0 0 200 200 45 1,000 1,426 0 500 500 210 0 0 1,258 0 0 0 200 200 83 250 250 0 1,590 1,590 0 42 42 3,216 4,500 4,500 0 0 0 208 1,164 1,365 265 420 420 4,494 4,137 3,919 71,560 318,773 105,500 0 0 0 2,251 4,000 4,000 1,182 1,150 1,150 0 0 0 2,100 2,100 2,100 3,085 12,500 14,000 4,177 4,200 6,300 1,567 1,700 1,700 12,569 13,358 13,358 177 5,000 8,000 UTILITY ADMINISTRATION lz:�U I , , I Postage/Freight Ad -Valorem Taxes Depreciation Expense Instruments/Apparatus PC Computer Equipment Capital Asset Contra E Construct in Progress TOTAL Utilities Administration City of Wichita Falls, TX Expenditure Detail by Object Utilities Administration FY 2018-19 FY 2020-21 Actual Adopted Adopted 1,645 800 1,644 0 0 0 0 0 0 16,600 0 16,000 0 0 0 (16, 600) 0 0 0 0 0 RIO _Al 1 W; 117 Rna_091 248 UTILITY EQUIPMENT SERVICES lz:�U I , , I Expenditures: Salaries - Supervision Salaries -Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Motor Vehicle Supplies -Minor Tools a Supplies -Office Supplies-Medical/Drug Supplies-Botanical/Agr Supplies -Traffic Contr Supplies -Linen Supplies -Heating Fuel Supplies -Personal Comp Supplies -Other Maint-Machine/Tools/Im Maint-Radios Maint-PC Software Maint-Utility Cuts Maint-Buildings Maint-East Scott Facil Services -Telephone Service -Wireless Phone Services -Electricity Services-Wtr/Sewer/Sa n Services -Central Garag Services-Binding/Print Travel Expenses Education Registration Memberships Rent -Equipment Postage/Freight Depreciation Expense City of Wichita Falls, TX Expenditure Detail by Object Utility Equipment Services FY 2018-19 FY 2020-21 Actual Adopted Adopted 14,146 15,499 15,122 420,829 437,713 429,751 41,609 44,880 44,880 0 0 1,210 13,613 13,310 12,375 23 0 0 34,544 37,357 30,081 62,746 73,793 72,385 577 572 566 432 433 407 106,269 130,230 134,137 0 100 100 160 400 400 649 800 800 0 50 50 3,671 1,700 1,700 5,556 2,250 2,250 0 200 200 0 700 700 0 0 0 0 400 400 0 200 200 0 450 450 0 168 88 0 0 269,500 0 0 0 3,530 6,845 6,845 1,561 2,018 2,120 0 2,038 912 2,096 2,091 2,415 0 300 300 182,870 187,941 179,067 0 750 750 0 0 0 90 260 260 0 30 30 0 300 300 242 20 20 0 0 0 249 UTILITY EQUIPMENT SERVICES lz:�U I , , I Capital Asset Contra E Construct in Progress TOTAL Utility Equipment Services City of Wichita Falls, TX Expenditure Detail by Object Utility Equipment Services FY 2018-19 FY 2020-21 Actual Adopted Adopted 0 0 0 0 0 0 895,212 963,797 1,210,770 250 WATER & SEWER SPECIAL ITEMS lz:�U I , , I Expenditures: Terminal Pay FICA TMRS Retirement TMRS Year -End Pension Year -End OPEB Adjustme Life Insurance Contrib Disability Insurance C Eye Glass Reimbursemen Supplies -Minor Tools a Supplies -Office Maint-Buildings Services -Gas Services -Central Garag Services -Bank Services -Audit Services -Other Profess Services -Employee Phys Services -Advertising Worker's Compensation Unemployment Compensat Insurance Expense Claims and Settlements General Liability Clai Contract -Water Imp Dis Contract -US Geo Survey Contract -Other Agencie Bond Principal Payment Interest Expense Travel Expenses Education Registration Lease Payments AMI Cap Lease Principa AMI Capital Lease Inte Memberships Rent -Equipment Rent -Office Postage/Freight Bad Debt Expense Depreciation Expense City of Wichita Falls, TX Expenditure Detail by Object Water & Sewer Special Items FY 2018-19 FY 2020-21 Actual Adopted Adopted 33,519 42,000 45,000 0 0 0 0 0 0 599,218 0 0 (101, 280) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 165,980 0 12 0 0 0 0 0 8,398 8,212 8,212 5,815 3,151 3,151 169,648 40,000 90,000 (3,541) 1,000 1,000 250 0 0 126,152 168,000 168,000 995 6,000 6,000 62,813 57,000 57,000 0 1,000 1,000 16,226 64,000 64,000 283,784 266,814 266,814 54,260 57,860 57,860 236,483 360,600 350,600 0 28,207 28,207 10,728 10,433 10,433 5,178 0 0 0 0 0 512,652 1,018,902 1,018,902 0 0 0 0 0 0 0 0 0 0 0 0 26,401 26,401 26,401 0 0 0 229,479 44,046 44,046 10, 206, 284 0 0 251 WATER & SEWER SPECIAL ITEMS lz:�U I , , I Administrative Overhea Data Processing Servic Budget Contingency Construction-Engineeri Other Improvements Capital Asset Contra E Construct in Progress Oper Transfer -General Oper Transfer -Other Operating Transfer-TMR TOTAL Water/Sewer Special Items City of Wichita Falls, TX Expenditure Detail by Object Water & Sewer Special Items FY 2018-19 FY 2020-21 Actual Adopted Adopted 1,020,179 1,020,226 1,137,525 316,844 381,416 379,498 0 0 0 77,137 0 0 2,695,093 8,920,000 5,088,000 (2,765,614) 0 0 0 0 0 1,741,119 1,844,186 1,771,811 77,137 0 0 0 0 0 11;_Aas_gti7 ia_sgs_aga in_s7q_atin 252 WATER DISTRIBUTION MISSION The Water Distribution Division is responsible for the maintenance and repair of the approximately 575 miles of water mains throughout the City, as well as tapping those mains for new development. Water main sizes range from 36 inch down to 2 inch and range in age from 100 years old to newly installed. The division is responsible for the maintenance of the Advanced Meter Infrastructure (AMI) system, comprised of 35,000+ meters, ranging in size from 5/8" to 16". The division is also responsible for the monthly flushing the 800+ Dead End Mains that exists in the City's Distribution system, in order to comply with TCEQ regulations. Recently, the Division took on the responsibilities of locating all of the buried utility infrastructure for contractors so that damage during excavation activities could be reduced. SERVICES PROVIDED • Maintenance and repair water mains to ensure delivery of water and reduce loss due to leaks. • Tapping mains for new development. • Maintenance of the Advanced Meter Infrastructure (AMI) system. • Flushing Dead End Mains to ensure water quality. • Spotting Utility Infrastructure for Contractors to reduce potential of damage to City infrastructure. FY2020 ACCOMPLISHMENTS • Repaired a total of 546 main leaks. • Repaired 165 service line leaks through the fiscal year. • Reduced water loss to 3%. • Flushed Dead End Mains 10,524 times. • Worked 6,599 • Tested 600 random water meters for accuracy. • Designated a Utility of the Future from the National Association of Clean Water Agencies (NACWA), the Water Environment Federation (WEF), the Water Research Foundation (WRF) and the Water Reuse Association, along with input from the USEPA. Chris Arnold Water Distribution Superintendent 940-761-7968 chris.arnold@wichitafallstx.gov CONTACT INFORMATION 253 WATER DISTRIBUTION GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE ESTIMATE TARGETMEASURE Reduce the <9 Leaks per month number of 546 564 589 per 100 miles of pipe main leaks Reduce Total Water Loss <15.0 3.3% <15.0% <15.0% Water Loss % Efficiently Deliver City Test 2% of services meters in 100% of meters are system for accurate +/- 2% 100 % 100 % 100 % Accuracy Flush Dead 877 DEMs/ Month 100 % 100 % 100 % End Mains EXPENDITURES BY CLASSIFICATION 1� 45 iE%•_ FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 2,674,532 2,784,544 2,741,709 Supplies 79,559 77,519 83,423 Maintenance & Repair 674,066 653,110 839,811 Utilities/Other Serv. 409,237 384,211 360,293 Other Expenditures 21,412 31,182 31,307 Capital Improvements 0 30,000 30,000 Other Financing Uses 147,870 0 0 TOTAL Water Distribution 4,006,677 3,960,567 4,086,543 Budget Summary Personnel Services decreased by $42,835. This decrease was offset by increases of $5,907 in Supplies, $186,701 in Maintenance & Repair. 254 WATER DISTRIBUTION PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Administrative Clerk 3.00 3.00 3.00 Dispatcher - Day Shift 1.00 1.00 1.00 Dispatcher- Nights 1.00 1.00 1.00 Heavy Equipment Operator 4.00 4.00 4.00 Meter System Repair 4.00 4.00 4.00 Store Clerk 2.00 2.00 2.00 Storekeeper 1.00 1.00 1.00 USW 1 13.00 13.00 13.00 USW III 13.00 13.00 13.00 Utilities System Sup 4.00 4.00 4.00 Water Distr Superintendent 1.00 1.00 1.00 Water Distribution S 1.00 1.00 1.00 Water Meter Mechanic 1.00 1.00 1.00 TOTAL- Water Distribution 49.00 49.00 49.00 *No changes in personnel or FTE from the previous year. 255 WATER DISTRIBUTION W�c4i f.1 , I City of Wichita Falls, TX Expenditure Detail by Object Water Distribution FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Salaries - Supervision 60,193 62,905 62,899 FT Permanent Supervisi 0 0 0 Salaries - Clerical 78,057 86,002 84,073 Salaries -Operational 1,416,717 1,574,141 1,550,211 Overtime 258,429 178,606 178,606 Terminal Pay (906) 0 4,043 Certification Pay 16,545 17,700 17,400 Stability Pay 28,301 34,076 29,482 Cell Phone Allowance 544 540 360 FICA 132,171 137,614 114,318 TMRS Retirement 237,547 281,734 275,619 Life Insurance Contrib 2,032 2,203 2,099 Disability Insurance C 1,524 1,687 1,489 Health Insurance Contr 442,425 407,336 419,556 HSA Contributions-Empl 953 0 1,554 Supplies -Minor Tools a 26,509 22,700 22,700 Supplies -Minor Furnitu 0 0 0 Supplies -Office 5,687 8,035 8,035 Supplies -Photographic 389 1,100 1,100 Supplies-Medical/Drug 50 250 250 Supplies -Chemical 3,416 3,700 3,700 Supplies -Mechanical 9,611 8,200 8,200 Supplies-Concession/Fo 0 0 0 Supplies-Botanical/Agr 23 0 0 Supplies -Traffic Contr 6,092 6,000 6,000 Supplies -Linen 15,738 15,700 21,100 Supplies -Educational 190 350 350 Supplies-Periodicals/S 82 0 0 Supplies -Personal Comp 1,349 1,550 2,000 Supplies -System Softwa 0 0 0 Supplies -PC Software 1,082 1,134 1,188 Supplies -Other 9,342 8,800 8,800 Maint-Motor Vehicles 0 150 150 Maint-Machine/Tools/Im 1,857 4,630 39,630 Maint-Office Furniture 338 1,000 1,000 Maint-Radios 682 850 850 Maint-Instruments 369 270 270 M a i nt-Meters 10,000 10,480 10,480 Maint-PC Software 0 0 0 256 WATER DISTRIBUTION U City of Wichita Falls, TX Expenditure Detail by Object Water Distribution FY 2018-19 FY 2020-21 Actual Adopted Adopted Maint-Water Mains 289,465 300,000 300,000 Maint-Service Connecti 357,900 314,665 350,366 Maint-East Scott Facil 12,960 19,565 135,565 Maint-Fire Hydrants 8 1,000 1,000 Maint-Fences 489 500 500 Services -Telephone 14,213 16,690 8,209 Service -Wireless Phone 12,289 12,309 15,189 Services -Electricity 8,445 8,772 9,731 Services -Gas 8,667 10,000 8,914 Services-Wtr/Sewer/San 3,930 3,100 3,100 Services -Central Garag 302,090 331,256 313,065 Services -Employee Phys 58,112 0 0 Services-Binding/Print 1,492 2,085 2,085 Worker's Compensation 0 0 0 Unemployment Compensat 0 0 0 Travel Expenses 0 2,377 2,377 Education Registration 11,745 14,500 14,500 Lease Payments 1,807 1,775 1,900 Memberships 5,749 11,730 11,730 Rent -Equipment 0 350 350 Postage/Freight 2,112 450 450 Depreciation Expense 0 0 0 Distribution Lines-Wat 0 30,000 30,000 Motor Vehicles 18,414 0 0 Other Vehicles 129,456 0 0 Instruments/Apparatus 7,997 0 0 PC Computer Equipment 0 0 0 Meters 0 0 0 Capital Asset Contra E (162,487) 0 0 Construct in Progress 0 0 0 Other Machinery and Eq 6,620 0 0 Oper Transfer -Other 147,870 0 0 TOTAL Water Distribution 4,006,677 3,960,567 4,086,543 257 WATER SOURCE DIVISION MISSION The Water Source Division is responsible for the management of the three source water lakes: Lake Kickapoo, Lake Arrowhead, and Lake Kemp. This division also oversees the maintenance of the dams, intakes, pump stations, transmission lines, air vents, and all associated easements. They are also responsible for algae control operations, as it relates to Taste & Odor control. SERVICES PROVIDED • Daily Inspection of Source Water Facilities. • Collection of Raw water from the Lakes for Analysis. • Maintenance and Repair of Pump Stations, Transmission Lines and Appurtenances. • Repair of Pump #1 at Lake Arrowhead Pump Station • Rehabilitation of the Lake Kickapoo Dam • Designated a Utility of the Future from the National Association of Clean Water Agencies (NACWA), the Water Environment Federation (WEF), the Water Research Foundation (WRF) and the Water Reuse Association, along with input from the USEPA. Mark Southard Water Source/Purification Superintendent 940-691-1153 mark.southard@wichitafallstx.gov CONTACT INFORMATION 258 WATER SOURCE DIVISION GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE MEASURE ESTIMATE TARGET Fully Utilize Efficiently 25% of Total Supply Lake Kemp Deliver City from Lake Kemp 19.5 % 21.0 % 25.0 % Services EXPENDITURES BY CLASSIFICATION FY 2018-19 w -`-.-' Expenditures FY 2020-21 Adopted Personnel Services 111,698 162,074 158,857 Supplies 102 1,200 1,200 Maintenance & Repair 66,219 85,900 85,900 Utilities/Other Sery 223,129 240,782 313,915 Other Expenditures 10,895 15,600 15,600 Capital Improvements 0 15,000 158,000 Other Financing Uses 11,905 0 0 TOTAL Water Source of Supply 423,947 520,556 733,472 Budget Summary • Capital Improvements increased by $143,000. This offset reductions in other expenditure classifications and contributed to increasing the total expenditures by $212,916. For reference, the Lake Arrowhead Pump Rebuild makes up $140,000 of the Capital Improvements line item. PERSONNEL BY JOB TITLE Ltlic�i� �iis rEr�� City of Wichita Falls, TX FY 2018-19 FY 2020-21 P/P Maintenance Mechanic 1.00 1.00 1.00 Senior Pump/ Plant Manager 2.00 2.00 2.00 TOTAL- Water Source of Supply 3.00 3.00 3.00 *No changes in personnel or FTE from the previous year. 259 WATER SOURCE DIVISION lz:�U I , , I Expenditures: Salaries -Operational Overtime Terminal Pay Certification Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Office Supplies -Chemical Supplies -Mechanical Supplies -Other Maint-Motor Vehicles Maint-Machine/Tools/Im Maint-Pumps/Motors Maint-Radios Maint-Instruments Maint-Streets Faciliti Maint-Cypress Facility Maint-Jasper Facility Maint-Other Buildings Maint-Dams Maint-Canals/Conduits Maint-Other Structures Services -Telephone Services -Electricity Services -Central Garag Services -Other Profess Services -Lab Proficien Services-Binding/Print Services -Other Miscell Travel Expenses Education Registration Rent -Equipment City of Wichita Falls, TX Expenditure Detail by Object Water Source of Supply FY 2018-19 FY 2020-21 Actual Adopted 67,258 106,739 111,759 1,387 3,681 3,609 0 0 0 1,506 1,500 1,500 1,210 1,210 1,210 182 180 180 4,864 7,800 7,557 9,047 27,468 19,131 90 143 147 68 108 122 26,025 13,245 13,642 60 0 0 18 600 600 0 0 0 0 0 0 0 100 100 84 500 500 0 0 0 544 1,500 1,500 6,804 21,600 21,600 626 700 700 30,863 10,000 10,000 0 0 0 0 0 0 (129) 0 0 4,877 2,400 2,400 0 20,000 20,000 15,640 24,200 24,200 6,994 5,500 5,500 1,110 291 303 174,097 185,000 200,602 38,201 36,791 36,510 4,896 6,000 6,000 0 0 2,500 0 0 0 4,826 12,700 68,000 44 0 0 0 2,600 2,600 0 2,000 2,000 N011 WATER SOURCE DIVISION lz:�U I , , I Postage/Freight Ad -Valorem Taxes Depreciation Expense Other Vehicles Instruments/Apparatus Capital Asset Contra E Construct in Progress Oper Transfer -Other TOTAL Water Source of Supply City of Wichita Falls, TX Expenditure Detail by Object Water Source of Supply FY 2018-19 FY 2020-21 Actual Adopted Adopted 230 0 0 10,621 11,000 11,000 0 0 0 11,905 0 0 485,702 15,000 158,000 (497,607) 0 0 0 0 0 11,905 0 0 a7''_9a7 1;7n_1;1;1; 711_a72 M.1 WATER PURIFICATION DIVISION MISSION The Water Purification Division is responsible for the treatment of the City's drinking water in accordance with USEPA and TCEQ rules and regulations. This Division operates and maintains two Water Treatment Facilities (Cypress and Jasper); which have a total treatment capacity of 74 MGD and six ground storage tanks with a capacity of 30.5 MG between them. This division is also responsible for the operation and maintenance of seven elevated storage tanks with 6.5 MG total capacity. The elevated storage tanks supply storage and pressure for four distinct Pressure Planes and three Booster Pump Stations within the Distribution System. SERVICES PROVIDED • Potable Drinking Water Production and Pumping • Maintenance and Repair of Water Treatment Facilities, Pump Stations, Water Towers and Appurtenances. • Testing of Raw and Potable Water in Laboratory FY2019 ACCOMPLISHMENTS • Treated and Discharged 5,401,091,000 gallons of water. • Began teaching a Basic Water Course to a group of Vocational Seniors at the WFISD. • Designated a Utility of the Future from the National Association of Clean Water Agencies (NACWA), the Water Environment Federation (WEF), the Water Research Foundation (WRF) and the Water Reuse Association, along with input from the USEPA. Mark Southard Water Source/Purification Superintendent 940-691-1153 mark.southard@wichitafallstx.gov CONTACT INFORMATION M-N WATER PURIFICATION DIVISION GOALS & PERFORMANCE MEASURES PERFORMANCEGOAL OBJECTIVE ACTUAL ESTIMATE TARGETMEASURE Comply with Efficiently No exceedances of Federal and State Deliver City Maximum 100% 100% 100% Drinking Water Services Contaminate Levels Regulations Maintain Superior Provide Water Status with Adequate Superior Status 100% 100% 100% TCEQ Infrastructure Efficiently Reduce Taste & <10 T&O Complaints Deliver City 0 0 0 Odor Events Annually Services Actively Deliver Consumer Communicate & Deliver 35,000 CCRs by Confidence Engage the July 15T o 100% o 100% o 100% Report Public EXPENDITURES BY CLASSIFICATION i(s xex�s FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 2,130,394 2,279,575 2,306,558 Supplies 1,414,121 1,838,318 1,829,006 Maintenance & Repair 415,070 568,234 564,447 Utilities/Other Sery 1,358,822 1,653,412 1,506,329 Other Expenditures 41,504 70,295 70,295 Non Cap Improvements 0 3,000 3,000 Capital Improvements 0 364,500 401,651 TOTAL Water Purification 5,359,911 6,777,334 6,681,287 Budget Summary • Water Purification had a significant decrease in Utilities/Other Sery of $147,083. This largely due to the decrease in Water, Sewer, and Sanitation services. N-V WATER PURIFICATION DIVISION I Z � Uic K_�' �s6 PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 l 1 FY 2020-21 Administrative Clerk 1.00 1.00 1.00 Electronics Instrument 2.00 2.00 2.00 Lead Plant Operator 5.00 5.00 5.00 P/P Maintenance Mechanic 3.00 3.00 3.00 Plant Operator 1 8.00 8.00 8.00 Plant Operator II 7.00 7.00 7.00 Senior Lab Technician 1.00 1.00 1.00 Senior Pump/Plant 4.00 4.00 4.00 Utilities System Work 2.00 2.00 2.00 Water Laboratory Supervisor 1.00 1.00 1.00 Water Operations & Maintenance Super. 1.00 1.00 1.00 Water P/P Maintenance Super. 1.00 1.00 1.00 Water Supply -Purification 1.00 1.00 1.00 Water/Wastewater Lab 1.00 1.00 1.00 TOTAL- Water Purification 38.00 38.00 38.00 *No changes in personnel or FTE from the previous year. WATER PURIFICATION DIVISION lz:�U I , , I Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Pool Operational Overtime Terminal Pay Certification Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Janitorial Supplies -Chemical Supplies -Lab Supplies -Mechanical Supplies -Fencing Supplies -Linen Supplies -Educational Supplies-Periodicals/S Supplies -PC Software Supplies -Other Maint-Motor Vehicles Maint-Other Vehicles Maint-Machine/Tools/Im Maint-Pumps/Motors Maint-Office Furniture Maint-Radios Maint-Instruments Maint-PC Hardware Maint-Heating/Cooling City of Wichita Falls, TX Expenditure Detail by Object Water Purification FY 2018-19 FY 2020-21 Actual Adopted Adopted 70,754 72,963 72,966 25,081 26,311 26,354 0 0 0 1,267,457 1,367,190 1,321, 259 543 0 41,122 67,385 78,795 77,250 0 0 2,420 35,782 35,520 38,160 28,714 34,323 33,909 2,224 2,160 2,340 107,370 110,148 107,912 190,104 228,933 249,544 1,769 1,774 1,907 1,314 1,339 1,351 329,650 317,762 327,295 2,249 2,358 2,769 0 0 0 197 1,200 426 6,193 8,000 8,000 0 200 200 412 1,000 1,000 1,183,729 1,581,618 1,581,383 200,693 220,650 208,250 0 0 0 0 1,000 1,000 17,079 17,000 17,500 222 400 400 383 1,300 1,300 0 0 0 5,213 5,950 9,547 0 0 0 2,539 0 0 7,230 6,000 6,000 45,778 92,000 92,000 0 1,500 1,500 0 1,828 1,828 169,008 195,746 203,959 59 1,800 300 3,536 9,000 9,000 N19 WATER PURIFICATION DIVISION W�c4i f.1 , , I City of Wichita Falls, TX Expenditure Detail by Object Water Purification FY 2018-19 FY 2020-21 Actual Adopted Adopted Maint-Park Lighting 0 0 0 Maint-Sanitary Sewers 0 0 0 Maint-Reservoirs/Tanks 2,132 7,500 7,500 Maint-Utility Cuts 0 0 0 Maint-Lake Roads 0 0 0 Maint-Central Garage 47 0 0 Maint-Landfill Buildin 0 0 0 Maint-Cypress Facility 129,483 161,000 161,000 Maint-Jasper Facility 39,116 61,000 61,000 Maint-River Road Facil 0 0 0 Maint-Other Buildings 16,111 30,860 20,360 Maint-Canals/Conduits 0 0 0 Maint-Other Structures 31 0 0 Maint-Fire Hydrants 0 0 0 Services -Telephone 29,706 29,661 31,351 Services -Electricity 911,667 960,000 1,050,464 Services -Gas 12,240 28,000 12,589 Services-Wtr/Sewer/San 197,127 445,500 200,000 Services -Central Garag 41,409 55,512 58,391 Services -Other Profess 0 0 0 Services -Lab Proficien 55,722 70,850 87,145 Services -Advertising 0 0 0 Services-Binding/Print 18,892 9,889 9,889 Services -Other Miscell 92,058 54,000 56,500 Contract -Water Imp Dis 0 0 0 Travel Expenses 158 3,575 3,575 Education Registration 19,184 36,800 36,800 Lease Payments 789 1,000 1,000 Memberships 111 0 0 Boards/Local Meetings 2,606 3,420 3,420 Rent -Equipment 4,979 7,500 7,500 Postage/Freight 13,677 18,000 18,000 Depreciation Expense 0 0 0 Cnstrctn-Tr Signals/St 0 0 0 Bonds -McGrath Creek 0 0 0 Landscape/Trees/Shrubs 0 3,000 3,000 Other Vehicles 0 0 33,000 Instruments/Apparatus 91,503 364,500 368,651 Capital Asset Contra E (91,503) 0 0 Construct in Progress 0 0 0 1Q.11. WATER PURIFICATION DIVISION lz:�U I , , I City of Wichita Falls, TX Expenditure Detail by Object Water Purification FY 2018-19 FY 2020-21 Actual MUT-T-T-T - • Adopted TOTAL Water Purification 5,359,911 6,777,334 6,681,287 1%.YA WASTEWATER COLLECTIONS & SEWER REHABILITATION MISSION The Wastewater Collections and Sewer Rehabilitation Divisions are responsible for the operation and maintenance of 575 miles of sewer collection system. The sewer collection mains range in size from 48 inch to 6 inch and some of these mains have been in service for nearly 100 years. Collections and Rehabilitation crews perform repairs, cleaning, and inspection of the sewer pipes and manholes that convey sewage away from residences and businesses to the Resource Recovery Facility and the Northside Wastewater Treatment Plant. They also perform smoke testing of the sewer mains to identify points of infiltration and inflow into the collection system. Additionally, they are responsible for removing obstructions in the mains that have created a blockage causing wastewater to backup into homes and businesses. SERVICES PROVIDED • Maintenance of Sewer Collection System. • Smoke test lines to identify points of infiltration & inflow into the Sewer Collection System. • Televise/Inspect Sewer Infrastructure • Clear stop -ups that occur in the Sewer Collections System. • Rehabilitate/Replace Aging Manholes FY2020 ACCOMPLISHMENTS • Reduced the number of Sanitary Sewer Overflows (SSOs) to 20. • Responded to 243 calls for stoppages. • Met all Goals for Cleaning, Televising, Manhole Inspections, Smoke Testing and Educational Material Distribution. • Designated a Utility of the Future from the National Association of Clean Water Agencies (NACWA), the Water Environment Federation (WEF), the Water Research Foundation (WRF) and the Water Reuse Association, along with input from the USEPA. CONTACT INFORMATION Nicki Lowery Wastewater Collections/Sewer Rehabilitation Superintendent 940-723-5573 nicki.Lowery@wichitafallstx.gov WASTEWATER COLLECTIONS & SEWER REHABILITATION GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE 2018-19ACTUAL ESTIMATE TARGETMEASURE Sanitary Sewer < 10 SSOs per Year 20 17 12 Overflows Televise Sewer Mains Provide 7 % of System Annually 7.25 % 7 % 7 Adequate Clean Sewer ° 30 /° of System Mains Infrastructure Annually ° 32.1 /° ° 30 /° ° 30 /° Inspect 20 % of Manholes 23.8 % 20 % 20 Manholes Annually Smoke Test 8 % of System Annually 8.1 °% 8 °% 8 °% System Distribute Actively 5000 Pieces of Public Communicate & Educational Material 5000 5000 5000 Education Engage the Annually Materials Public EXPENDITURES BY CLASSIFICATION Pa t5 xex�s FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 338,880 354,904 334,624 Supplies 19,983 20,824 23,206 Maintenance & Repair 10,296 20,350 20,702 Utilities/Other Sery 63,730 75,184 78,944 Other Expenditures 6,951 12,307 10,832 Capital Improvements 0 246,200 232,372 TOTAL Sewer Rehabilitation 439,840 729,768 700,679 Personnel Services 612,431 640,649 609,030 Supplies 77,991 90,594 47,558 Maintenance & Repair 76,686 104,950 132,978 Utilities/Other Sery 155,810 149,684 149,102 Other Expenditures 9,186 17,970 16,985 Non Cap Improvements 0 1,300 33,600 Capital Improvements 0 65,190 116,300 TOTAL Wastewater Collection 932,104 1,070,336 1,105,553 Budget Summary • Sewer Rehabilitation and Wastewater Collection both had decreases in Personnel Services due to employee turnover from the previous year. The influx of new employees brought the expenditure for this classification down by $51,899. f I-M WASTEWATER COLLECTIONS & SEWER REHABILITATION PERSONNEL BY JOB TITLE WIC�I►n 7Q��5 rErAs City of Wichita Falls, TX FY 2018-19 FY 2020-21 Administrative Clerk 2.00 2.00 2.00 Heavy Equipment Operator 2.00 2.00 2.00 USW II 4.00 4.00 2.00 Utilities System Worker 5.00 5.00 7.00 WW Collection Supervisor 1.00 1.00 1.00 TOTAL- Wastewater Collection 14.00 14.00 14.00 �t%%C�i�Q 7uf�s T E S A S City of Wichita Falls, TX FY 2018-19 FY 2020-21 USW 1 3.00 3.00 3.00 USW II 3.00 3.00 3.00 Wastewater Collection/Rehab 1.00 1.00 1.00 TOTAL- Sewer Rehab 7.00 7.00 7.00 *No changes in personnel or FTE from the previous year. 270 WASTEWATER COLLECTIONS & SEWER REHABILITATION lz:�U I , , I Expenditures: Salaries - Supervision Salaries -Operational Overtime Terminal Pay Certification Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Physician Supplies -Mechanical Supplies -Traffic Contr Supplies -Clothing and Supplies -Linen Supplies -Educational Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-Motor Vehicles Maint-Machine/Tools/Im Maint-Radios Maint-Instruments Maint-PC Hardware Maint-PC Software Maint-Sanitary Sewers Services -Telephone Service -Wireless Phone Services -Central Garag Services-Binding/Print Travel Expenses Education Registration Memberships City of Wichita Falls, TX Expenditure Detail by Object Sewer Rehabilitation FY 2018-19 FY 2020-21 Actual Adopted 60,045 61,994 61,984 151,920 174,801 162,532 10,890 9,455 9,270 467 0 0 2,870 3,420 1,500 4,181 5,528 2,971 363 360 360 16,939 18,265 14,659 29,973 36,482 34,152 291 312 267 216 233 193 60,725 44,053 46,736 771 2,345 2,345 6,268 5,950 852 879 1,450 1,450 0 50 50 0 0 0 5,775 4,345 11,756 0 125 125 2,669 3,198 3,198 1,041 300 225 666 900 975 354 775 775 346 336 0 1,216 1,050 1,455 0 50 50 176 600 600 0 200 200 7,923 16,000 16,000 0 1,500 1,500 2,000 2,000 2,352 198 0 0 1,132 1,404 1,471 4,012 3,360 3,648 58,014 68,270 71,675 572 2,150 2,150 0 1,800 900 5,779 9,022 8,447 499 485 485 WASTEWATER COLLECTIONS & SEWER REHABILITATION lz:�U I , , I Rent -Equipment Postage/Freight Depreciation Expense Machines/Tools/Impleme Capital Asset Contra E Construct in Progress TOTAL Sewer Rehabilitation City of Wichita Falls, TX Expenditure Detail by Object Sewer Rehabilitation FY 2018-19 FY 2020-21 Actual Adopted Adopted 0 0 0 673 1,000 1,000 0 0 0 28,000 246,200 232,372 (28,000) 0 0 0 0 0 a39_Rdn 72976R 7nn_F79 I'MA WASTEWATER COLLECTIONS & SEWER REHABILITATION lz:�U I , , I Expenditures: Salaries - Clerical Pool Clerical Salaries -Operational Overtime Terminal Pay Certification Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies -Photographic Supplies-Medical/Drug Supplies -Chemical Supplies -Mechanical Supplies -Traffic Contr Supplies -Clothing and Supplies -Linen Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-Motor Vehicles Maint-Machine/Tools/Im Maint-Office Furniture Maint-Radios Maint-Instruments Maint-PC Software Maint-Sanitary Sewers Maint-Buildings Maint-East Scott Facil Maint-Northside Facili Services -Telephone Service -Wireless Phone City of Wichita Falls, TX Expenditure Detail by Object Wastewater Collection FY 2018-19 FY 2020-21 Actual Adopted 42,625 49,010 49,005 0 0 0 327,546 369,016 341,642 30,665 38,868 38,106 906 0 0 2,123 2,460 2,460 3,522 4,622 4,072 0 0 0 30,007 33,692 27,058 52,543 67,691 66,274 493 549 526 376 415 384 121,450 74,326 76,556 176 0 2,947 3,969 4,455 4,610 3,111 12,792 0 2,759 3,800 3,800 0 0 0 0 50 50 7,513 9,400 9,750 23,378 17,845 10,535 72 125 125 5,378 6,063 6,063 0 300 550 4,500 2,190 2,000 20,476 25,504 0 6,834 8,070 10,075 0 50 50 250 500 500 278 700 700 0 200 200 0 0 0 0 0 25,528 75,641 102,500 105,000 517 1,000 1,000 0 0 0 0 0 0 1,670 3,044 1,672 5,015 5,040 6,992 273 WASTEWATER COLLECTIONS & SEWER REHABILITATION W�c4i f.1 , , I City of Wichita Falls, TX Expenditure Detail by Object Wastewater Collection FY 2018-19 FY 2020-21 Actual • • • Adopted Services -Central Garag 148,289 134,575 133,413 Services-Binding/Print 836 7,025 7,025 Unemployment Compensat 0 0 0 Travel Expenses 8 S00 550 Education Registration 6,166 10,350 9,825 Memberships 0 420 210 Rent -Equipment 2,153 5,400 5,400 Postage/Freight 859 1,000 1,000 Landscape/Trees/Shrubs 0 1,300 33,600 Sanitary Sewer Lines 0 40,000 40,000 Machines/Tools/Impleme 12,211 25,190 76,300 Instruments/Apparatus 9,395 0 0 Capital Asset Contra E (21,606) 0 0 Construct in Progress 0 0 0 TOTAL Wastewater Collection 932,104 1,070,336 1,105,553 274 WASTEWATER TREATMENT/RESOURCE RECOVERY MISSION The Resource Recovery Division is responsible for the treatment of the City's sewage in accordance with rules and regulations that are defined by the USEPA and the TCEQ. This Division operates and maintains the newly renamed Wichita Falls Resource Recovery Facility (formerly, River Road Wastewater Treatment Plant) with a total permitted capacity of 19.91 MGD, and the Northside Resource Recovery Facility (1.5 MGD total permitted capacity), as well as 51 Lift Stations within the Collections System. These facilities are recovering bio solids that are used in the City's composting operations, while Northside RRF provides industrial reuse water for Vitro, and the WFRRF treats water for discharge into Lake Arrowhead for drinking water reuse (IPR). SERVICES PROVIDED • Treat Sewage to all Federal and State Regulatory Standards. • Treat Wastewater at WFRRF to a Level that can be discharged to Lake Arrowhead and Reused for Drinking Water. • Treat Wastewater at the NSRRF to a level that can be provided to Vitro for Industrial Reuse. • Routine operational testing performed daily at both plants. FY2020 ACCOMPLISHMENTS • Treated 4,463,000,000 total gallons of sewage. • Returned 1,170,830,000 gallons to Lake Arrowhead for Drinking Water • Provided 38,795,519 gallons of reuse water to Vitro. • Received Bob Derrington Reuse Award for both IPR & DPR Projects. • Received TAWWA Water Conservation & Reuse Award for both IPR & DPR Projects. • Received EPA Performance and Innovation in the SRF Creating Environmental Success (PISCES) Award for the IPR. • Awarded the Outstanding Civil Engineering Achievement Award (OCEA) from the Texas Section of the American Society of Civil Engineers (ASCE), for the IPR Project. • Designated a Utility of the Future from the National Association of Clean Water Agencies (NACWA), the Water Environment Federation (WEF), the Water Research Foundation (WRF) and the Water Reuse Association, along with input from the USEPA. Harold Burris Resource Recovery Superintendent 940-766-2841 Harold.Burris@wichitafallstx.gov CONTACT INFORMATION 275 WASTEWATER TREATMENT/RESOURCE RECOVERY GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE MEASURE ESTIMATE TARGET Comply with Federal Efficiently No exceedances of and State Sewage Deliver City Maximum 100 % 100 % 100 Treatment Services Contaminate Levels Regulations Discharge Reuse Reuse Water Discharged to Lake Water to Lake Yes Yes Yes Arrowhead Arrowhead Provide Adequate Infrastructure Provide Reuse Water Reuse Water Provided to Industry Yes Yes Yes to Industry EXPENDITURES BY CLASSIFICATION �lic 701(9 FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 2,179,693 2,468,030 2,425,920 Supplies 915,233 908,653 931,906 Maintenance & Repair 263,849 276,200 329,900 Utilities/Other Sery 1,174,171 1,416,247 1,414,291 Other Expenditures 23,180 32,248 32,400 Capital Improvements 0 214,750 100,800 TOTAL Wastewater Treatment 4,556,127 5,316,128 5,235,217 Budget Summary • Decreases in Personnel Services ($42,110) and Capital Improvements ($113,950) contributed to the reduction in Wastewater Treatment. Total, Wastewater Treatment decreased their expenditures by $80,911. 276 WASTEWATER TREATMENT/RESOURCE RECOVERY PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 NEW&TITWKISM FY 2020-21 Administrative Clerk 1.00 1.00 1.00 Environmental Coordinator 0.50 0.50 0.50 Elect Instr. Tech 1 1.00 1.00 1.00 Elect Instr. Tech 11 1.00 1.00 1.00 Lead Plant Operator 9.00 9.00 9.00 P/P Maintenance Mechanic 6.00 6.00 6.00 Plant Operator 1 1.00 1.00 1.00 Plant Operator Ii 2.00 2.00 2.00 Pollution Ctrl Spec 1.00 1.00 1.00 Resource Rec Superintendent 1.00 1.00 1.00 Sr Lab Tech 1.00 1.00 1.00 Sr P/P Maintenance Mechanic 3.00 3.00 3.00 Utility Service Worker (Usw) 1 5.00 5.00 5.00 Utility Service Worker (Usw) II 2.00 2.00 2.00 W/W Lab Tech 1 1.00 1.00 1.00 W/W Lab Tech Ii 1.00 1.00 1.00 W/W 0&M Supervisor 1.00 1.00 1.00 W/W P/P Maintenance Supr 1 1.00 1.00 1.00 W/W P/P Maintenance Supr 11 1.00 1.00 1.00 TOTAL - Wastewater Treatment 39.50 39.50 39.50 *No changes in personnel or FTE from the previous year 277 WASTEWATER TREATMENT/RESOURCE RECOVERY W�c4i f.1 , , I City of Wichita Falls, TX Expenditure Detail by Object Wastewater Treatment FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Salaries - Supervision 115,033 86,732 126,714 Salaries - Clerical 28,597 29,808 29,806 Pool Clerical 0 0 0 Salaries -Operational 1,203,789 1,526,119 1,460,151 Pool Operational 0 0 0 Overtime 116,344 86,700 85,000 Terminal Pay 693 0 275 Certification Pay 27,524 27,780 28,740 Stability Pay 26,511 27,063 26,236 Cell Phone Allowance 1,633 1,620 1,620 FICA 110,059 122,329 107,391 TMRS Retirement 194,423 256,208 248,578 Life Insurance Contrib 1,784 2,157 1,919 Disability Insurance C 1,341 1,631 1,380 Health Insurance Contr 351,338 298,633 307,592 HSA Contributions-Empl 625 1,250 518 Supplies -Minor Tools a 15,369 1,000 3,500 Supplies -Minor Furnitu 62 630 0 Supplies -Office 2,614 3,700 3,700 Supplies-Medical/Drug 0 1,700 100 Supplies -Physician 23 0 0 Supplies -Janitorial 0 500 500 Supplies -Chemical 815,213 762,097 801,280 Supplies -Lab 57,694 101,800 87,900 Supplies -Mechanical 5,718 8,300 6,000 Supplies-Trees/Flowers 0 0 0 Supplies -Traffic Contr 25 0 0 Supplies -Clothing and 15,175 15,876 15,876 Supplies -Linen 0 2,000 2,000 Supplies -Educational 0 1,000 1,000 Supplies-Periodicals/S 0 650 650 Supplies -Personal Comp 1,535 0 0 Supplies -PC Software 0 0 0 Supplies -Other 1,805 9,400 9,400 Maint-Other Vehicles 0 0 0 Maint-Machine/Tools/Im 0 1,000 1,000 Maint-Pumps/Motors 143,408 91,200 111,200 Maint-Office Furniture 0 100 100 Maint-Radios 86 500 500 278 WASTEWATER TREATMENT/RESOURCE RECOVERY lz:�U I , , I Maint-Instruments Maint-PC Hardware Maint-Heating/Cooling Maint-Sanitary Sewers Maint-Buildings Maint-Streets Faciliti Maint-Cypress Facility Maint-River Road Facil Maint-Northside Facili Maint-Other Buildings Maint-Fences Services -Telephone Services -Electricity Services -Gas Services-Wtr/Sewer/Sa n Services -Central Garag Services -Other Profess Services -Advertising Services-Binding/Print Services -Other Miscell In City Mileage Reimbu Travel Expenses Education Registration Lease Payments Memberships Rent -Equipment Postage/Freight Administration Fees Depreciation Expense Landscape/Trees/Shrubs Building Improvements Heating/Cooling System Machines/Tools/Impleme Pumps/Motors Instruments/Apparatus Capital Asset Contra E Construct in Progress TOTAL Wastewater Treatment City of Wichita Falls, TX Expenditure Detail by Object Wastewater Treatment FY 2018-19 FY 2020-21 Actual Adopted Adopted 11,264 20,000 20,000 0 1,500 1,500 1,997 5,000 5,000 0 0 0 0 0 0 0 0 0 0 0 0 82,199 132,200 173,100 20,594 22,200 15,000 4,301 2,500 2,500 0 0 0 54,498 55,808 62,938 574,647 640,000 662,134 58,699 75,000 60,372 237,420 370,780 358,900 168,691 165,700 165,249 35,414 30,959 30,098 0 3,000 0 790 1,000 1,000 44,012 74,000 73,600 0 100 100 1,214 2,700 2,700 13,267 19,450 19,277 1,950 1,800 2,025 1,709 1,198 1,298 289 3,000 3,000 4,751 4,000 4,000 0 0 0 0 0 0 0 0 0 0 0 19,500 5,000 0 0 52,191 24,750 0 0 52,000 64,500 14,476 138,000 16,800 (71,667) 0 0 0 0 0 A SSfi 177 S 21 A l 7R S 7:11; 717 279 Uic i4��s T E X A S Sanitation Fund SANITATION FUND SANITATION FUND: The Sanitation Fund includes multiple divisions. Within the fund, there are three divisions, Refuse Collection (listed as Sanitation), Transfer Station, and the Landfill. This budget also has a unit described as Special Items, which is used to set aside funds for a planned expansion of the landfill in approximately 20 years. Together, these groups perform the collection of residential and commercial solid waste, and provide the "Choose to Reuse" program, which includes an Organic Reuse Program and drop off locations to recycle glass, newspaper, and aluminum. The Division also oversees the operation of the City's Transfer Station where waste is deposited into larger hauling units and transported to the City's landfill. This Division oversees the operations at the landfill, which maintains a viable compost facility. Refuse Collection/Sanitation: The budget for Refuse Collection reflects an increase of $47,947, which is 0.51% above the prior year adopted budget. Transfer Station: The budget for the Transfer Station represents an increase of $240,480, or 17.93% above the prior year adopted budget. The primary reason for this increase is reflected in Capital and is for the purchase of a trailer for the landfill. Landfill: The Landfill Budget has decreased by $655,525, which is-15.83% below the prior year adopted budget. The primary reason for this decrease is the Scraper, which the City purchased in the prior year. Pr W/C�J,a la%iS T E X A S 281 SANITATION FUND FY 2018-19 Actual Revenues: Sanitation Fees -Curbside -Res 177,097 Sanitation Fees-AIIeyORes 6,452,544 Sanitation Fees Commercial 5,555,746 Landfill Fees 1,947,331 All Other Revenue 810,943 Total Revenue 14,943,661 Expenditures: Personnel Services 2,897,272 Supplies 202,623 Maintenance & Repair 30,193 Utilities/Other Services 2,694,636 Insurance & Contract Supp. 16,123 Other Expenditures 589,482 Capital Improvements 0 Other Financing Uses 3,529,401 TOTAL Sanitation 9,959,730 Personnel Services 708,342 Supplies 11,930 Maintenance & Repair 53,498 Utilities/Other Services 405,027 Other Expenditures 1,191 Capital Improvements 0 TOTAL Transfer Station 1,179,988 Personnel Services 980,559 Supplies 74,064 Maintenance & Repair 46,220 Utilities/Other Services 2,310,682 Other Expenditures 94,566 Non Cap Improvements 3,000 Capital Improvements 0 Other Financing Uses 261,971 TOTAL Landfill 3,771,063 Utilities/Other Services 18,900 Other Expenditures 76,071 Capital Improvements 0 TOTAL Sanitation Special Items 94,971 TOTAL - Expenditures 15,005,751 FY MM-71 0 0 0.00% 6,561,588 6,955,283 6.00% 5,398,413 5,722,318 6.00% 1,500,000 1,500,000 0.00% 1,678,303 608,604 -63.74% 15,138,304 14,786,205 -2.33% 2,904,207 2,837,505 -2.30% 206,000 206,472 0.23% 76,810 35,040 -54.38% 2,655,207 2,433,787 -8.34% 110,900 103,900 -6.31% 303,187 301,914 -0.42% 1,509,422 1,830,169 21.25% 1,620,717 1,685,610 4.00% 9,386,450 9,434,397 0.51% 752,320 761,992 1.29% 14,303 14,303 0.00% 68,750 69,750 1.45% 419,243 401,051 -4.34% 1,700 1,700 0.00% 85,000 333,000 291.76% 1,341,316 1,581,796 17.93% 1,039,790 997,845 -4.03% 90,500 93,700 3.54% 58,300 75,750 29.93% 1,977,971 1,912,941 -3.29% 132,476 133,776 0.98% 6,000 6,000 0.00% 835,500 265,000 -68.28% 0 0 0.00% 4,140,537 3,485,012 -15.83% 0 0 0.00% 0 0 0.00% 270,000 285,000 5.56% 270,000 285,000 5.56% 15,138,304 14,786,205 -2.33% 282 SANITATION FUND REVENUES W/G��,P5 Revenues: Sanitation Fees -Curbside -Res Sanitation Fees-AIIeyORes Sanitation Fees Commercial Landfill Fees All Other Revenue Total Revenue 0% FY 2018-19 FY 2020-21 % Actual Adopted Adopted Change 177,097 0 0 0.00% 6,452,544 6,561,588 6,955,283 6.00% 5,555,746 5,398,413 5,722,318 6.00% 1,947,331 1,500,000 1,500,000 0.00% 810,943 1,678,303 608,604 -63.74% 14,943,661 15,138,304 14,786,205 -2.33% ■ Sanitation Fees -Curbside -Res ■ Sanitation Fees-AIIey0Res ■ Santation Fees Commercial ■ Landfill Fees ■ All Other Revenue The graph above illustrates the revenues in the Sanitation Fund so that the reader can better understand the sources of revenue. Sanitation Fees for Alley/Residential make up nearly half of all revenues. This combined with Sanitation Fees Commercial then makes up 86% of the total revenue for the Sanitation Fund. These budgeted revenues reflect the 6% rate increase for Sanitation collection services. 283 SANITATION FUND Rate Increase Discussion: This budget recommends a 6% rate increase in Sanitation to allow for recurring replacement of capital equipment. Historically, the Sanitation Division's average expenditure for annual capital equipment replacement has been approximately $1.6 million per year for the Collection, Transfer Station, and Landfill operations. However, over the past several years, the cost of equipment continues to rise along with personnel and health care costs. This has caused the Fund to commit more of its available resources to rising costs of personnel and health care and less to replacement of capital equipment. Going into this Adopted Budget, Staff took an encompassing look at the state of operations, revenues and related charges. The Division reports that the cost of a Commercial Front End Loader (FEL) and Automated Sideload (ASL) Curbside collection vehicles have increased by more than 25% in five years, while the Alley sideloader has increased 4S%. The cost of service for alleys and curbside increased 16% and 36%, respectively, from 2017 to 2019. The cost of service in 2019 was 28% and 32% greater than the rate per household for alley and curbside service, respectively. About 80% of the cost of service is in the collection process of the trash. The Transfer Station and Landfill are only 20% of the cost of service. The primary collection cost of curbside service is equipment replacement, equipment maintenance and personnel. The City found that, if the current capital equipment allotment of $1.2 million, the fund will have a deficit in equipment replacement of $9.8 million within ten years. Not replacing equipment when it is worn out has resulted in a decrease in service within the Fund, as longer times in the shop decrease productivity and route access. With current revenues, the Fund is unable to provide for its capital needs without an increase in rates. With this in mind, Staff began the process of reviewing the City's current rates, and the rates of benchmark Cities. $26.00 $20.00 r $15.00 z 0 M $10.00 $5.00 YEAR --1-E1 -CURBSIDE The above graph shows the City's current rates and the trends in rate increases since 2010. 284 SANITATION FUND $24_OD $22.00 CWF ALLEY RATE $20.00 CWUF WEIGHTED AVERAGE r c CMES AVERAGE $16.00 $14.00 $12.00 $10.00 �xx, r xx. rxxi axa rxxi rx� s xa axy The above graph depicts the proposed rate increase of 6% and as it compares to the City's seven comparison cities. The comparison cities' average, factoring in both twice and once a week rates, are still well above the proposed rate for the City of Wichita Falls. It should be noted that the City offers a twice per week collection service. Sanitation equipment is costly to purchase and maintain and the overall cost is steadily increasing year over year. This increase will allow the City to provide the same level of service at a rate lower than the average of our comparison cities. 285 SANITATION FUND EXPENDITURES i E x R 5 0�5 Expenditures Personnel Services Supplies Maintenance & Repair Utilities/Other Services Insurance & Contract Supp Other Expenditures Non Cap Improvements Capital Improvements Other Financing Uses Total Expenditures City of Wichita Falls, TX FY 2018-19 FY 2020-21 % Actual Adopted Adopted Change 4,586,173 4,696,318 4,597,342 -2.11% 288,617 310,803 314,475 1.18% 129,911 203,860 180,540 -11.44% 5,429,245 5,052,421 4,747,779 -6.03% 16,123 110,900 103,900 -6.31% 761,311 437,363 437,390 0.01% 3,000 6,000 6,000 0.00% 0 2,699,922 2,713,169 0.49% 3,791,372 1,620,717 1,685,610 4.00% 15,005,751 15,138,304 14,786,205 -2.33% 32% ® Personnel Services ■ Supplies Maintenance & Repair ■ Utilities/Other Sery ■ Insur & Contr Supp ■ Other Expenditures Non Cap Improvements ® Capital Improvements Other Financing Uses 286 SANITATION FUND Expenditure Discussion: Personnel Services: As indicated in the charts above Personnel Services accounts for nearly a quarter of all expenditures in the Sanitation Fund. This Adopted Budget decreases Personnel Services by $98,976, or-2.11%. decrease from the FY2019-20 Adopted Budget. Contributing factors to this decrease are employee turn -over, no merit, STEP or cost of living increases and the continuation of the hiring freeze, offset by increases in TMRS and health contributions. Supplies: Supplies in the Sanitation Fund total $314,475, an increase of 1.18%from the prior year. Maintenance: Maintenance & Repair in the Sanitation Fund total $180,540. This is a decrease of $23,320, or - 11.44%, from the prior year budget. Insurance/Contracts: This classification decreased slightly based on previous years' actuals. Total decrease of $7,000, or 6.31%. Other Expenditures: This category accounts for non -capital items and other general departmental needs. In the 2020-21 budget, it will increase by $27, or .01%. Services: Central Garage Charges are down this year due to lower fuel costs in FY 2019-20, which is expected to carry forward into the 2020-21 fiscal year. This represents a decrease of $304,642, or 6.03%. Non -Capital Improvements: This account is used to purchase equipment that does not qualify as a capital expense. The 2020-21 budgeted amount is unchanged from the prior year. Capital Improvements: There is a 0.49%, or $13,247, increase in this account from the previous year. This is used to purchase major equipment and vehicles that keep the Sanitation Collection service, Landfill, and Transfer Station running smoothly and efficiently. Other Financing Uses: This account is for operating transfers to other City funds. There is a 4% increase, or $64,893, from the previous year. 287 SANITATION FUND MISSION The Sanitation Division performs the collection and disposal of residential and commercial solid waste and provides Choose to Reuse program, which includes organic reuse and drop off locations to recycle glass, newspaper, and aluminum. The Division overseas the operations of the City's Transfer Station and Landfill. The Landfill operates and maintains one of the largest compost facilities in the state. The compost is used by City Parks, Recreation, and Street Divisions to maintain landscaping and promote vegetation throughout the City. It is placed over utility cuts to reestablish vegetation, and is sold to the public to be used as a soil supplement. The Composting facility allows for the diversion of solid waste from the landfill which extends the life of the city landfill while beneficially recycling material into other useful forms. SERVICES PROVIDED • Collection and disposal of residential and commercial municipal solid waste. • Collection of residential curbside and commercial organics to reuse as compost. • Oversee and maintain 13 recycling drop off locations for glass, newspaper, aluminum and #1 and #2 plastics. • Recycling of all the Resource Recovery and Northside WWTP sludge, as well as commercial and residential organics. • Operation of a Transfer Station and Type I Landfill FY 2019-20 ACCOMPLISHMENTS • Collected 27,966 tons of solid waste through curbside pickup. • Collected 16,924 tons from alley containers. • Collected 32,920 tons from commercial businesses. • Delivered 89,741 tons of solid waste to the Landfill from the Transfer Station. • Deposited 154,090 tons in the Landfill this year. • Composted 22,932 tons of brush and wastewater sludge in the same period. Armando Mangual Sanitation Superintendent 940-761-7977 Armando.Mangual@wichitafallstx.gov K•I►NIrMINain10111301YAI WU 288 SANITATION FUND GOALS & PERFORMANCE MEASURES PERFORMANCE11111111 GOAL MEASURE ACTUAL ESTIMATE TARGETOBJECTIVE Collection = Collection = Maintain well trained Reduce Employee 42% 20% Less than 25% workforce and Turnover Rate and Transfer Station Transfer 25% Employee Turnover adequate manning minimize overtime = 31% Station = 25% Landfill = 37% Landfill = 25% Less than 0.001% Less than Provide accurate and Reduce Missed (Equivalent missed 0.001% Less than Less than efficient curbside Residential Curbside stops = 2,098 per (Less than 500 0.001% 0.001% collection service Collection Complaints year) missed stops) Maintain positive Landfill and Transfer Ensure zero TCEQ Station Zero Findings Zero Findings Zero Findings Zero Findings findings Environmental Compliance 10% Diversion of Increase waste waste from the Grow participation diversion through 14% Diversion 13% Diversion 10% Diversion Landfill and reuse material in voluntary Rate Rate Rate 20% participation of the Choose to Reuse participation in the 29 8/° ° 28.8% 25% Residents in the Waste Program Choose to Curb It and Participation Participation Participation Choose to Curb It Choose to Drop It Programs Improve equipment ° ASLs = 74/° ° ASLs = 90% ° ASLs = 80/ availabilityb y Alley = 74% Alley = 71% Alley = 75% Provide consistent conducting timely Equipment Commercial = Commercial = Commercial = service with reliable preventative Availability Rate 7S% 72% 67% 75% equipment maintenance, safe or greater TS = 90% TS = 95% TS = 90% driving and prompt Landfill = 80% Landfill = 90% Landfill = 90% repairs 289 SANITATION FUND EXPENDITURES BY CLASSIFICATION FY 2018-19 FY 2020-21 % Actual Adopted Adopted Change Expenditures: Personnel Services 2,897,272 2,904,207 2,837,505 -2.30% Supplies 202,623 206,000 206,472 0.23% Maintenance & Repair 30,193 76,810 35,040 -54.38% Utilities/Other Services 2,694,636 2,655,207 2,433,787 -8.34% Insurance & Contract Supp. 16,123 110,900 103,900 -6.31% Other Expenditures 589,482 303,187 301,914 -0.42% Capital Improvements 0 1,509,422 1,830,169 21.25% Other Financing Uses 3,529,401 1,620,717 1,685,610 4.00% TOTAL Sanitation 9,959,730 9,386,450 9,434,397 0.51% Personnel Services 708,342 752,320 761,992 1.29% Supplies 11,930 14,303 14,303 0.00% Maintenance & Repair 53,498 68,750 69,750 1.45% Utilities/Other Services 405,027 419,243 401,051 -4.34% Other Expenditures 1,191 1,700 1,700 0.00% Capital Improvements 0 85,000 333,000 291.76% TOTAL Transfer Station 1,179,988 1,341,316 1,581,796 17.93% Personnel Services 980,559 1,039,790 997,845 -4.03% Supplies 74,064 90,500 93,700 3.54% Maintenance & Repair 46,220 58,300 75,750 29.93% Utilities/Other Services 2,310,682 1,977,971 1,912,941 -3.29% Other Expenditures 94,566 132,476 133,776 0.98% Non Cap Improvements 3,000 6,000 6,000 0.00% Capital Improvements 0 835,500 265,000 -68.28% Other Financing Uses 261,971 0 0 0.00% TOTAL Landfill 3,771,063 4,140,537 3,485,012 -15.83% Utilities/Other Services 18,900 0 0 0.00% Other Expenditures 76,071 0 0 0.00% Capital Improvements 0 270,000 285,000 5.56% TOTAL Sanitation Special Items 94,971 270,000 285,000 5.56% TOTAL - Expenditures 15,005,751 15,138,304 14,786,205 -2.33% Budget Summary • In order to meet equipment replacement schedules, Sanitation rates will be increase 6%for residential and commercial collection fees. This rate increase will allow the City to keep up the same level of service at a rate lower than the average of our comparison cities. • Sanitation increased $320,747 in Capital Improvement expenditures to upgrade City's fleet in regards to Sanitation equipment. K4111 SANITATION FUND • Transfer Station increased Capital Improvements by $248,000 in order to purchase new equipment. PERSONNEL BY JOB TITLE �t%%Gila IQfis T E S A S City of Wichita Falls, TX FY 2018-19 FY 2020-21 Administrative Clerk 1.00 1.00 1.00 Laborer 2.86 2.86 2.86 Sanitation Supervisor -Comm. 1.00 1.00 1.00 Sanitation Supervisor - HOME 1.00 1.00 1.00 Sanitation Supervisor - Yard 1.00 1.00 1.00 Sanitation Superintendent 1.00 1.00 1.00 Sanitation Worker 4.00 4.00 4.00 SEC) 1 12.00 12.00 12.00 SEC) 11 19.00 19.00 19.00 S E 0 111 8.00 8.00 8.00 Senior Admin Clerk 1.00 1.00 1.00 Welder 1.00 1.00 1.00 Deputy Dir of Public Works 0.50 0.50 0.50 Director of Public Works 0.10 0.10 0.10 TOTAL- Sanitation 53.46 53.46 53.46 Laborer 2.00 2.00 2.00 Sanitation Supervisor - Transfer 1.00 1.00 1.00 Scale Attendant 2.00 2.00 2.00 SEO 1 2.00 2.00 2.00 SEO 11 5.00 5.00 5.00 SEC) 111 2.00 2.00 2.00 TOTAL- Transfer Station 14.00 14.00 14.00 Administrative Clerk 1.00 1.00 1.00 Assistant LF Supervisor 1.00 1.00 1.00 Laborer 2.00 2.00 2.00 LEO 1 2.00 2.00 2.00 LEO 11 7.00 7.00 7.00 Landfill Supervisor 1.00 1.00 1.00 Landfill Worker 1.00 1.00 1.00 Scale Attendant 3.00 3.00 3.00 Senior Admin Clerk 1.00 1.00 1.00 TOTAL- Landfill 19.00 19.00 19.00 291 SANITATION FUND City of Wichita Falls, TX Expenditure Detail by Object Sanitation Special Items FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Salaries - Supervision 134,063 154,416 133,643 Salaries - Clerical 56,589 58,890 58,760 Pool Clerical 0 0 0 Salaries -Operational 1,542,005 1,729,362 1,676,607 Overtime 67,134 47,277 50,000 Terminal Pay 27,511 12,500 4,840 Stability Pay 35,242 37,874 39,162 Cell Phone Allowance 63 0 0 FICA 133,281 144,267 125,378 TMRS Retirement 238,072 294,814 309,470 TMRS Year -End Pension 268,645 0 0 Year -End OPEB Adjustme (59,651) 0 0 Life Insurance Contrib 2,273 2,633 2,308 Disability Insurance C 1,700 1,985 1,596 Health Insurance Contr 450,319 420,189 432,795 HSA Contributions-Empl 26 0 2,947 Supplies -Motor Vehicle 534 600 600 Supplies -Minor Tools a 193,803 190,000 190,000 Supplies -Minor Office 0 0 0 Supplies -Minor Furnitu 0 850 1,322 Supplies -Office 2,004 1,500 1,500 Supplies-Medical/Drug 0 300 300 Supplies -Clothing and 1,694 3,500 3,500 Supplies -Linen 1,430 2,000 2,000 Supplies -Personal Comp 0 0 0 Supplies -Other 3,159 7,250 7,250 Maint-Machine/Tools/Im 28,941 29,350 29,800 Maint-Radios 351 500 500 Maint-Containers 0 0 0 Maint-Heating/Cooling 0 2,000 2,000 Maint-Buildings 0 42,460 240 Maint-Sanitation Offic 902 2,500 2,500 Services -Telephone 2,743 3,289 1,229 Service -Wireless Phone 147 5,304 0 Services -Electricity 6,400 9,011 7,375 Services -Gas 815 750 838 Services-Wtr/Sewer/San 39 50 50 Services -Central Garag 2,250,032 2,274,182 2,062,174 Services -Bank 14,773 3,207 3,207 KRA SANITATION FUND City of Wichita Falls, TX Expenditure Detail by Object Sanitation Special Items FY 2018-19 FY 2020-21 Actual Adopted Adopted Services -Audit 929 1,414 1,414 Services -Consulting 0 0 0 Services -Other Profess 77,344 0 0 Services -Employee Phys 32,826 25,000 24,500 Services -Advertising 1,428 1,000 1,000 Services-Binding/Print 1,490 2,000 2,000 Services -Other Miscell 305,670 330,000 330,000 Worker's Compensation 4,083 48,000 41,000 Unemployment Compensat 385 500 500 Insurance Expense 4,816 3,400 3,400 Claims and Settlements 0 4,000 4,000 General Liability Clai 6,839 55,000 55,000 In City Mileage Reimbu 600 0 600 Travel Expenses 1,279 2,250 2,250 Education Registration 761 1,950 1,950 Lease Payments 2,891 2,225 2,700 Memberships 626 500 500 Rent -Office 13,004 13,004 13,004 Postage/Freight 1,603 3,000 3,000 Bad Debt Expense 0 0 0 Depreciation Expense 300,393 0 0 Administrative Overhea 205,875 216,239 235,819 Data Processing Servic 62,450 64,019 42,091 Alleys 428,682 300,000 300,000 Other Improvements 0 0 696,559 Motor Vehicles 1,925,750 1,202,222 825,610 Mach ines/Tools/lmpleme 0 7,200 8,000 Capital Asset Contra E (2,354,432) 0 0 Construct in Progress 0 0 0 Oper Transfer -General 1,603,651 1,620,717 1,685,610 Oper Transfer -Other 1,925,750 0 0 TOTAL Sanitation 9,959,730 9,386,450 9,434,397 Expenditures: Salaries -Operational 444,049 500,181 494,479 Overtime 32,362 15,759 30,000 Terminal Pay 0 0 138 Stability Pay 10,919 12,375 11,028 FICA 35,709 38,028 33,879 TMRS Retirement 62,823 76,438 79,748 I•k SANITATION FUND Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Office Supplies -Minor Furnitu Supplies -Office Supplies -Chemical Supplies-Botanical/Agr Supplies -Traffic Contr Supplies -Other Maint-Machine/Tools/lm Maint-Radios Maint-Instruments Maint-Systems Software Maint-Heating/Cooling Maint-Other Equipment Maint-Walks/Drives/Par Maint-Buildings Services -Telephone Services -Electricity Services-Wtr/Sewer/Sa n Services -Central Garag Services -Tire Disposal Services -Other Profess Services-Binding/Print Services -Other Miscell Travel Expenses Education Registration Postage/Freight Motor Vehicles Instruments/Apparatus Capital Asset Contra E Construct in Progress Other Machinery and Eq Oper Transfer -Other TOTAL Transfer Station City of Wichita Falls, TX Expenditure Detail by Object Sanitation Special Items FY 2018-19 FY 2020-21 Actual Adopted Adopted 590 652 626 440 492 447 121,450 108,395 111,647 0 0 0 8,308 7,850 7,850 0 0 0 858 873 873 744 750 750 0 1,200 1,200 386 1,400 1,400 0 0 0 1,634 2,230 2,230 282 1,250 1,250 0 0 0 6,505 6,000 6,000 1,000 0 1,000 0 1,500 1,500 0 1,000 1,000 45,584 50,000 50,000 127 9,000 9,000 3,590 1,650 3,516 11,183 13,395 12,885 642 1,500 1,500 373,217 399,698 380,150 0 500 500 13,297 0 0 76 500 500 3,023 2,000 2,000 0 500 500 961 1,000 1,000 230 200 200 0 85,000 85,000 0 0 0 0 0 0 0 0 0 0 0 248,000 0 0 0 1 17Q QRS2 1 la1 'l1 F, 1 991 7QA SANITATION FUND Expenditures: Salaries - Clerical Salaries -Operational Overtime Terminal Pay Stability Pay FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Motor Vehicle Supplies -Minor Tools a Supplies -Minor Office Supplies -Minor Furnitu Supplies -Office Supplies -Physician Supplies -Chemical Supplies-Botanical/Agr Supplies -Fencing Supplies -Clothing and Supplies -Heating Fuel Supplies -Other Maint-Other Vehicles Maint-Machine/Tools/Im Maint-Radios Maint-Instruments Maint-Systems Software Maint-Heating/Cooling Maint-Other Equipment Maint-Walks/Drives/Par Maint-Other Improvemen Maint-Buildings Services -Telephone Service -Wireless Phone Services -Electricity Services-Wtr/Sewer/Sa n Services -Central Garag Services -Tire Disposal Services -Consulting City of Wichita Falls, TX Expenditure Detail by Object Sanitation Special Items FY 2018-19 FY 2020-21 Actual Adopted Adopted 55,064 62,216 55,702 557,098 595,614 565,991 46,740 42,024 42,024 0 0 3,630 16,556 17,216 12,651 49,358 51,239 43,459 87,831 103,684 101,234 812 860 795 580 603 516 164,825 165,156 170,111 1,694 1,179 1, 732 3,362 4,000 4,000 7,776 4,500 4,500 0 0 0 215 300 300 1,994 2,000 2,000 0 0 0 34,497 54,000 54,000 0 0 0 866 3,000 3,000 1,686 4,300 5,000 10,288 10,000 10,000 13,381 8,400 10,900 6,416 8,600 22,950 0 0 0 0 200 200 4,399 6,000 6,000 1,108 0 1,600 0 2,000 2,000 7,238 6,500 6,500 17,573 18,000 18,000 5,726 15,000 15,000 3,760 2,000 3,500 4,834 4,869 7,164 1,611 1,800 1,800 6,263 6,729 7,217 1,142 3,000 3,000 1,855,173 1,869,203 1,801,390 0 1,000 1,000 46,738 84,000 84,000 SANITATION FUND Services -Other Profess Services -Advertising Services-Binding/Print Services -Other Miscell Worker's Compensation Travel Expenses Education Registration Memberships Postage/Freight Administration Fees Landscape/Trees/Shrubs Other Improvements Motor Vehicles Mach ines/Tools/Impleme Instruments/Apparatus Capital Asset Contra E Construct in Progress Other Machinery and Eq Oper Transfer -Other TOTAL Landfill Expenditures: Services -Central Garag Services -Other Profess Interest Expense Bad Debt Expense Other Improvements Capital Asset Contra E Construct in Progress Operating Transfer-TMR TOTAL Sanitation Special Items Total City of Wichita Falls, TX Expenditure Detail by Object Sanitation Special Items FY 2018-19 FY 2020-21 Actual Adopted Adopted 19,798 0 0 0 0 0 1,448 3,500 3,500 373,674 3,870 3,870 0 0 0 0 1,500 1,500 2,536 2,750 4,000 0 0 0 929 750 800 91,102 127,476 127,476 3,000 6,000 61000 0 0 0 33,041 0 0 0 0 0 5,545 0 0 (280,516) 0 0 0 0 0 241,930 835,500 265,000 261,971 0 0 3,771,063 4,140,537 3,485,012 0 0 0 18,900 0 0 0 0 0 76,071 0 0 0 270,000 285,000 0 0 0 0 0 0 0 0 0 94,971 270,000 285,000 1 S nnS 71;1 1 S 1 :%R 'qna 1 a 7RA 7w; WI Uic i4��s T E X A S Special Revenue Funds FEDERAL GRANTS/SPECIAL REVENUE FUNDS OVERVIEW The City Budgets for special revenue in multiple funds. The special revenue funds are used to account for the proceeds from specific revenue sources (other than for major capital projects or proprietary funds) that are either legally restricted to be expended for specified purposes or have revenue sources committed for specific purposes. The City has one special revenue fund, which is not legally mandated to be budgeted. The Miscellaneous Special Revenues Fund accounts for various revenues generated in the form of contributions, fees, concessions, rents and other charges and their related expenditures. This fund also includes revenues derived from various grants for health and police programs. The revenues in this fund are expended to support the activity generating the revenue or as designated by the contributor. This fund is not required to have a legally adopted budget; therefore, no budget is presented. The Fund financial statements may be found in the City's Comprehensive Annual Financial Report and the fund is audited annually. Funds in this fund are appropriated throughout the year by action of the City Council. The Special Revenue Funds accounted for in the in the section of this operating budget are listed below. Fund GOVERNMENTAL FUNDS: Fund Type Major/Non-Major Description Appropriated Community Development Fund Governmental Non -Major Special Revenue Yes Section 8 Housing Fund Governmental Non -Major Special Revenue Yes HOME Fund Governmental Non -Major Special Revenue Yes Transportation Planning Grant Fund Governmental Non -Major Special Revenue Yes State Routine Airport Maint. Fund Governmental Non -Major Special Revenue Yes Community & Rural Health Fund Governmental Non -Major Special Revenue Yes Community Clinical Linkage Grant Fund Governmental Non -Major Special Revenue Yes Public Health Emergency Grant Governmental Non -Major Special Revenue Yes TX Healthy Communities Governmental Non -Major Special Revenue Yes HIV Grant Governmental Non -Major Special Revenue Yes Infectious Disease Fund Governmental Non -Major Special Revenue Yes Tuberculosis Grant Governmental Non -Major Special Revenue Yes Immunization Grant Program Fund Governmental Non -Major Special Revenue Yes Comprehensive Cancer Control Program Fund Governmental Non -Major Special Revenue Yes WIC Fund Governmental Non -Major Special Revenue Yes Emergency Management Fund Governmental Non -Major Special Revenue Yes WE FEDERAL GRANTS/SPECIAL REVENUE FUNDS Fund Special Revenue Federal Grant Funds Projected Beginning Balance 2,881,815 Less Restricted Balance - Available Balance 2,881,815 Revenues Taxes - Service Charges - Licenses & Permits Fines & Forfeitures - Intergovernmental Rev 7,816,863 Contributions Misc. Revenues 154,270 Transfer In 164,436 Total Current Revenues 8,135,569 Expenditures Personnel Services 2,504,020 Supplies 158,928 Maintenance & Repair 20,430 Utilities/Other Service 1,605,907 Insurance & Contracts Supplies - DebtExpenditures - Other Expenditures 3,845,284 Non Cap Improvements - Capital Improvements 1,000 Transfer Out - Total Current Expenditures 8,135,569 Ending Balance 2,881,815 Plus Restricted Balance - Total Projected Ending Balance 2,881,815 P�11] FEDERAL GRANTS/SPECIAL REVENUE FUNDS Community Development Block Grant Fund The Community Development Block Grant Fund is comprised of many programs, which provide needed community resources and development. WIC�JJa r al�y' i E x x 5 Revenues: Service Charges Intergovernmental Rev Misc. Revenues Total Revenues Expenditures Personnel Services Supplies Maintenance & Repair Utilities/Other Serv. Insurance & Contract Supp. Other Expenditures Non Cap Improvements Capital Improvements Transfers Out Total Expenditures Revenues Less Exp. Total FY 2018-19 Actual FY 2020-21 Adopted 1,831 0 0 1,233,898 1,341,545 1,246,504 586 0 0 1,236,315 1,341,545 1,246,504 280,790 211,817 228,102 3,025 4,290 4,145 35,560 15,000 0 675,897 973,653 854,019 0 0 0 61,531 136,785 120,238 0 0 40,000 0 0 0 0 0 0 1,056,802 1,341,545 1,246,504 (179,512) 0 0 300 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION The Community Development Block Grant Fund accounts for federal block grant revenues and related expenditures. Neighborhood Resources administers the (1) Community Development Block Grant (CDBG) program and (2) the Home Investment Partnership Program (HOME.) Funding amounts are determined by formula and vary with economic and demographic factors and Congressional appropriation. Funding for local projects is appropriated by an application process and approved by the City Council. Both programs primarily benefit low to moderate income neighborhoods, persons, households, and non-profit agencies in the community. Programs directly administered by the division include the Minor and Emergency Repair Programs, and the First Time Homebuyers Program. City funded programs include: Code Enforcement, Code Enforcement Demolition, Street Department Concrete Crew, Transportation, Parks, and Building Maintenance. The division is also responsible for related funding that supports local tax-exempt organizations that provide services to low/moderate-income persons, such as Habitat for Humanity, Child Care Inc., Senior Citizens, First Step, and Christmas in Action. SERVICES PROVIDED • Provide limited Minor and Emergency repairs to owner occupied homes for low to moderate income individuals. • Provide down payment and closing cost assistance up to $7,500 for qualified first time home buyers. • Provide development costs for construction of new affordable housing. • Provide funding in support of City programs. • Provide funding in support of local non-profit organizations. • Down payment and closing cost assistance provided to 17 applicants. • Minor repairs performed for 3 applicants. • Emergency repairs performed for 14 applicants. • Develop a risk assessment and scoring factor for CDBG applicants. • Increased statistical data in potential revitalization area by mapping Minor and Emergency Repair projects. • Developing a 5 year Consolidated Plan, Annual Action Plan, and Analysis of Impediments for HOME and CDBG with assistance from a consulting firm. CONTACT INFORMATION Alex Borrego HOME/CDBG Program Manager 940-761-7475 Alex.Borrego@wichitafalIstx.gov 301 FEDERAL GRANTS/SPECIAL REVENUE FUNDS GOALS & PERFORMANCE MEASURES GOAL •:ACTUALPERFORMANCE ESTIMATE TARGETMEASURE Accelerate Provide down payment and Economic closing cost Growth and Monitor projects to Actively ensure program 100% ° 100% ° 100/ assistance to Communicate compliance. first-time &Engage the home buyers Public Provide development costs for Accelerate Monitor projects to construction Economic ensure program 100% 100% 100% of new Growth compliance. affordable housing Accelerate Provide minor Economic Growth, and Actively emergency Communicate Monitor projects to repairs to & Engage the ensure program 100% 100% 100% low -mod compliance. Public, and income Efficiently homeowners Deliver City Services Accelerate Economic Growth, Provide Actively funding in Communicate Monitor projects to support of &Engage the ensure program 100% 100% 100% compliance. City programs Public, and Efficiently Deliver City Services Accelerate Provide funding in Economic support of Growth and Monitor projects to local non - Actively ensure program 100% 100% 100% Communicate compliance. profit & Engage the organizations Public 302 FEDERAL GRANTS/SPECIAL REVENUE FUNDS PERSONNEL BY JOB TITLE �%Ct�iL P25 T E S A S City of Wichita Falls, TX FY 2018-19 FY 2020-21 Housing Specialist II 0.50 0.50 0.50 HOME/CDBG Program Manager 1.00 1.00 1.00 Housing Rehab Inspector 0.30 0.30 0.30 Director of Development Services 0.00 0.00 0.10 Code Enforcement and Housing Admin 0.00 0.00 0.10 TOTAL- CDBG Grant Mgmt 1.80 1.80 2.00 Senior Admin Clerk 0.05 0.05 0.05 Code Enforcement Officer 1 0.19 0.19 0.50 Code Enforcement Officer 11 0.05 0.05 0.05 Director of Development Services 0.00 0.00 0.05 TOTAL- CDBG Code Enforcement 0.29 0.29 0.65 Senior Admin Clerk 0.10 0.10 0.10 Code Enforcement Officer 1 1.03 1.03 0.80 Neighborhood Services Manager 0.01 0.01 0.05 Code Enforcement Officer II 0.03 0.03 0.05 Director of Development Services 0.00 0.00 0.05 TOTAL- CDBG Demolition 1.17 1.17 1.05 Housing/Rehab Inspector 0.50 0.50 0.50 TOTAL- CDBG Delivery Costs 0.50 0.50 0.50 Construction & Maintenance Supervisor 1 0.50 0.50 0.50 Heavy Equipment Operator 1.00 1.00 1.00 TOTAL- Job Training 1.50 1.50 1.50 *Difference in FTE is reflected in General Fund Divisions, reflected here are positions or portions of positions funded with grant revenues. 303 FEDERAL GRANTS/SPECIAL REVENUE FUNDS SECTION 8 HOUSING FUND The Section 8 Housing Fund accounts for federal funds received to subsidize rents and housing payments for lower income families within the City. WIC�JJa r al�y' i E x x 5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues: Intergovernmental Rev 3,801,060 3,962,877 3,867,314 Misc. Revenues 13,590 25,000 Total Revenues 3,814,650 3,987,877 3,867,314 Expenditures Personnel Services 419,562 402,843 432,167 Supplies 5,132 4,910 16,725 Maintenance & Repair 10,604 11,084 88 Utilities/Other Serv. 19,545 22,518 16,305 Other Expenditures 3,359,806 3,546,522 3,402,029 Total Expenditures 3,814,649 3,987,877 3,867,314 Revenues Less Exp. Total (1) (0) 0 *Difference in FTE is reflected in General Fund Divisions, reflected here are positions or portions of positions funded with grant revenues. 304 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION The City's Housing Choice Voucher (HCV) Program (formerly Section 8) provides rental assistance for low-income households. A portion of the rent is paid directly to the landlord on behalf of the families. The goal of the Housing Choice Voucher program is to provide decent, safe, and sanitary housing for low income individuals and families. SERVICES PROVIDED • Provide rental assistance to low income individuals and families for safe and sanitary housing. FY2020 ACCOMPLISHMENTS • Conduct monthly meeting for new clients (during non-COVIDI9 restrictions) • Serve an average of 845 active program participants • Network with various agencies to help provide information regarding Housing program Rita Miller Neighborhood Services Manager 940-761-7454 rita.miller@wichitafallstx.gov CONTACT INFORMATION GOALS & PERFORMANCE MEASURES 305 FEDERAL GRANTS/SPECIAL REVENUE FUNDS �tliC P25 T E S A S PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Neighborhood Services Manager 0.48 0.48 0.00 Housing Specialist II 1.00 1.00 1.00 Housing Generalist 1.00 1.00 1.00 Housing Admin Specialist 1.00 1.00 1.00 Housing Inspector 1.00 1.00 1.00 Housing Specialist 1 3.00 3.00 3.00 Neighborhood Services Manager 0.00 0.00 0.45 Director of Development Services 0.00 0.00 0.10 TOTAL- Housing Voucher 7.48 7.48 7.55 *Addition of Director of Development Services and increased FTE from Neighborhood Services Manager. Difference in FTE is reflected in General Fund Divisions, reflected here are positions or portions of positions funded with grant revenues. 306 FEDERAL GRANTS/SPECIAL REVENUE FUNDS HOME FUND The Home Investment Partnership Agreement Fund accounts for federal funds received to provide home ownership opportunities to low income, first-time homebuyers through the acquisition, rehabilitation and resale of single-family dwellings that are currently owned by governmental agencies. Revenues: Intergovernmental Rev Misc. Revenues Total Revenues Expenditures Personnel Services Maintenance & Repair Utilities/Other Serv. Other Expenditures Total Expenditures Revenues Less Exp. Total FY 2018-19 FY 2020-21 Actual Adopted Adopted 398,264 391,866 291,832 5,400 0 114,270 403,664 391,866 406,102 9,756 9,724 9,789 239,392 0 7,603 352,698 396,313 0 29,444 0 256,751 391,866 406,102 (146,913) 0 0 307 FEDERAL GRANTS/SPECIAL REVENUE FUNDS TRANSPORTATION PLANNING GRANT The MPO is a federal mandated and funded transportation policy -making organization made up of representatives from the local area. Federal funding for transportation projects and programs within the geographic area are channeled through the planning processes facilitated by the Wichita Falls MPO. The Wichita Falls MPO includes the City of Wichita Falls, Lakeside City, and Pleasant Valley. MPO staff interacts with federal, state, and local officials in the development and implementation of the Metropolitan Transportation Plan, the Transportation Improvement Program, the Unified Planning Work Program, Travel Demand Modeling, Transit Planning, and the daily operations of the office. WIC�JJa r al�y' i E x x 5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues: Intergovernmental Rev 265,723 294,046 309,505 Total Revenues 265,723 294,046 309,505 Expenditures Personnel Services 162,352 177,047 176,244 Supplies 1,309 6,649 10,602 Maintenance & Repair 3,687 4,600 7,700 Utilities/Other Serv. 91,406 62,429 93,659 Other Expenditures 6,234 42,321 20,300 Capital Improvements 6,095 1,000 1,000 Total Expenditures 271,083 294,046 309,505 Revenues Less Exp. Total 5,360 0 0 308 FEDERAL GRANTS/SPECIAL REVENUE FUNDS STATE ROUTINE AIRPORT MAINTENANCE This matching grant from TXDOT is used for maintenance projects at both Kickapoo and Regional Airports. Total grant is based on maintenance costs. WIC�JJa r al�y' i E x x 5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues: Intergovernmental Rev 0 0 100,000 Total Revenues 0 0 100,000 Expenditures Personnel Services 0 0 0 Supplies 0 0 0 Maintenance & Repair 0 0 100,000 Utilities/Other Serv. 0 0 0 Other Expenditures 0 0 0 Capital Improvements 0 0 0 Total Expenditures 0 0 100,000 Revenues Less Exp. Total 0 0 0 309 FEDERAL GRANTS/SPECIAL REVENUE FUNDS HEALTH DEPARTMENT GRANTS GOVERNMENTAL FUNDS: Fund Type Major/Non-Major Description AppropriatedFund Community & Rural Health Fund Governmental Non -Major Special Revenue Yes Community Clinical Linkage Grant Fund Governmental Non -Major Special Revenue Yes Public Health Emergency Grant Governmental Non -Major Special Revenue Yes TX Healthy Communities Governmental Non -Major Special Revenue Yes HIV Grant Governmental Non -Major Special Revenue Yes Infectious Disease Fund Governmental Non -Major Special Revenue Yes Tuberculosis Grant Governmental Non -Major Special Revenue Yes Immunization Grant Program Fund Governmental Non -Major ISpecial Revenue IYes Comprehensive Cancer Control Program Fund Governmental Non -Major iSpecial Revenue iYes WIC Fund Governmental Non -Major Ispecial Revenue IYes 310 FEDERAL GRANTS/SPECIAL REVENUE FUNDS COMMUNITY & RURAL HEALTH GRANT The Community & Rural Health Grant, also referred to as the Health Promotions Program, is a federally funded grant program that seeks to provide education to the community on the prevention of certain diseases. FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Intergovernmental Revenue 143,988 135,703 152,263 Total Revenues 143,988 135,703 152,263 Expenditures Personnel Services 125,866 118,660 133,988 Supplies 2,375 6,022 3,896 Maintenance & Repair 0 42 44 Utilities/Other Serv. 12,895 9,233 11,186 Other Expenditures 2,852 1,746 3,149 Total Expenditures 143,988 135,703 152,263 TOTAL- Community Rural Health 0 0 0 311 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION The Health Promotions Program is a multi -faceted program that has worked diligently this past year to educate the community on the importance of prevention of Type II Diabetes, as well as education for those with the diagnosis of Type II Diabetes. In addition to Diabetes Education and Prevention, we also educate the community in Tobacco Prevention and Cessation. The Health Promotions Program staff held classes at the Health District, as well as several other community locations, such as the 50 plus Zone and The Wichita Falls Housing Authority. The Tobacco Prevention and Cessation side of the program has worked closely with WFISD, Burk ISD, Iowa Park ISD, Community in Schools, and Region 9 ESC in order to educate the youth in our community about tobacco use and prevention. The Health Promotions Program has formed strong partnerships with several community business and services such as Helen Farabee, Midwestern State University, Serenity House, and Catholic Charities. SERVICES PROVIDED • Diabetes Empowerment Education Program (DEEP) • Healthy Living Classes • Quit Tobacco Classes FY2020 ACCOMPLISHMENTS • Re -Accreditation • 5 people completed Quit Tobacco class on 27 Feb • 4 DEEP series completed with 26 people complete the program • 2 Healthy Living Series completed with 9 people complete the program Laci Edwards Health Promotions Manager 940-761-7916 Laci.edwards@wichitafallstx.gov .4161011r_«2InIto] :T LTA rill Ire] 0 312 FEDERAL GRANTS/SPECIAL REVENUE FUNDS GOALS & PERFORMANCE MEASURES GOAL •:ACTUALPERFORMANCE ESTIMATE TARGETMEASURE 8 DEEP classes Implement 8 Healthy Living programs Classes designed to N/A 50% 100% Both classes have prevent and cooking classes control disease attached to them Increase Wichita County 16 classes with 30 Create a culture in the community minutes of community that members' physical activity N/A 50% 100% supports and physical combined into encourages healthy activities that each class behavior, positive improve attitudes towards health. Engage in preventative health and access to activities resources needed for designed to Work with school health and well being. prevent the districts to offer N/A o 100/ o 100/o initiation of the prevention use of tobacco education among the youth Reducethe prevalence of 4 Quit Tobacco N/A 25% 100% tobacco in the Classes community. PERSONNEL BY JOB TITLE Lt%�� 7af�s City of Wichita Falls, TX ,Eyes FY 2018-19 FY 2020-21 Accreditation Specialist 1.00 1.00 1.00 Public Health Nurse 0.50 0.50 0.50 Public Health Specialist 0.70 0.70 0.70 Health Educator 0.30 0.30 0.30 TOTAL- Community Rural Health 2.50 2.50 2.50 313 FEDERAL GRANTS/SPECIAL REVENUE FUNDS COMMUNITY CLINICAL LINKAGE GRANT This federal grant provides for the Community and Clinical Health Bridge Program, which focuses on connecting community members to healthcare resources. "fa�5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Intergovernmental Revenue 126,460 127,2S8 125,738 Total Revenues 126,460 127,2S8 12S,738 Expenditures Personnel Services 89,945 118,969 105,446 Supplies 7,603 1,648 1,648 Maintenance & Repair 0 84 84 Utilities/Other Serv. 20,505 3,489 14,561 Other Expenditures 8,408 3,068 3,999 Total Expenditures 126,460 127,258 125,738 TOTAL- Community Clinic Link (0) 0 0 314 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION The Community and Clinical Health Bridge Program (CCHBP) focuses on facilitation of healthcare system quality improvement, development of community -clinical referrals mechanisms, facilitation of evidence -based education for citizens, and encouragement of healthy lifestyles through promotion, outreach, and marketing. This is done through the Live Well Wichita County website which is user-friendly and designed so users can quickly access resources from multiple Wichita County agencies. Resources include adult, youth, and senior general health services, support groups, local events, as well as food, clothing, shelter, and transportation assistance. Website enhancements and expansion of community and clinical linkages equips individuals, families, and medical professionals with tools for success. SERVICES PROVIDED • Electronic Health Record system enhancement • Enhancement of referral mechanisms for community and clinical partners • Evidence Based Chronic Disease Self -Management Education (CDSME) • Healthy Cooking classes �'f►��f��L�KK�I► 1»[.ya �1�►�C.y • For FY2020, the Live Well Wichita County website has over 19,758 page views with more than 5,238 new users • 1 CDSME Workshop • 9 Cooking Classes • S.T.E.P. Wellness Walking Competition incorporated onto the Live Well website Keivin Swanson Program Manager 940-761-7698 Keivin.swanson@wichitafallstx.gov CONTACT INFORMATION 315 FEDERAL GRANTS/SPECIAL REVENUE FUNDS GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE MEASURE ESTIMATE TARGET Enhance health By September 30, Live Well database information 2020, complete integrated on technology for website community and S 5 3 healthcare system enhancements clinical partner quality and expansion of improvement partner linkages. websites By September 30, Develop 2020, complete community- website clinical referral review/updates Offer multiple clinical mechanisms for and enhance referral mechanisms improved obesity referral 2 2 2 and related procedures based chronic disease on community systems of care and clinical utilization. Facilitate evidence -based education and training for By September 30, Increased providers, patients and the 2020, increase participation rates number of for Chronic Disease 1 5 classes 5 classes community to participants and Self -Management ensure consistent classes offered. Education (CDSME) messaging of reliable health information and collaboration Encourage healthy lifestyles By September 30, Promote healthier for individuals, 2020, outreach to lifestyle choices by families, and citizens and increasing awareness 19,758 page communities businesses to of local health 35,113 page views NA through health increase resources in Wichita views promotion, utilization of County through the outreach, and website. Live Well website marketing 316 FEDERAL GRANTS/SPECIAL REVENUE FUNDS PERSONNEL BY JOB TITLE �iC4P25 City of Wichita Falls, TX S A S FY 2018-19 iFY 2020-21 Health Educator Program Coordinator 0.70 1.00 0.70 1.00 0.70 1.00 TOTAL- Comm Clinical Grant 1.70 1.70 1.70 317 FEDERAL GRANTS/SPECIAL REVENUE FUNDS PUBLIC HEALTH EMERGENCY RESPONSE GRANT The Public Health Emergency Response Grant is anticipated in the next year to assist with the provision of response to public health emergencies. Revenues Intergovernmental Revenue Total Revenues Expenditures Personnel Services Supplies Maintenance & Repair Utilities/Other Serv. Other Expenditures Capital Improvements Total Expenditures TOTAL- Public Health Emergency Response FY 2018-19 FY 2020-21 Actual Adopted Adopted 139,336 0 184,748 139,336 0 184,748 113,383 0 133,154 12,824 0 21,147 0 0 132 6,058 0 18,510 7,071 0 11,805 0 0 0 139,336 0 184,748 0 0 0 318 FEDERAL GRANTS/SPECIAL REVENUE FUNDS TEXAS HEALTHY COMMUNITIES The Texas Healthy Communities Grant is a five-year grant, which will be used to assist the health department with education efforts in the community, specific to Heart Attacks and Stroke. liI�.1.1 1:7 IG I is 70119 iF%A: FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Intergovernmental Revenue 43,113 100,000 100,000 Total Revenues 43,113 100,000 100,000 Expenditures Personnel Services 25,518 38,310 51,027 Supplies 1,578 13,355 12,464 Utilities/Other Serv. 13,965 45,618 34,291 Other Expenditures 2,053 2,717 2,218 Total Expenditures 43,113 100,000 100,000 TOTAL- TX Healthy Communities 0 0 0 319 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION The Texas Healthy Communities grant (TXHC) is in its newest phase of this grant. The Health District was one of 10 chosen to continue this program, which includes new projects, and continuation of focus on health issues such as heart attack and stroke. This new grant is a 5-year grant with a projected budget of $100,000 each year through the year 2024. The program manager and health educator have worked diligently this past year to educate the community of the importance of the symptoms of heart attack and stroke. New this year is the bicycle education/safety portion that is being brought back as part of the City of Wichita Falls designation as a "Bike Friendly Community". Health District staff members working on the TXHC grant have given presentations on heart attacks and strokes to various businesses, faith -based and service organizations, throughout Wichita County. Heart attack banners, in English and Spanish, have been placed at various locations, including the Wichita County Courthouse. Traditional media and social media campaigns are focused on heart attack, stroke, and anti-vaping. Going forward, the Health District's app will be updated to include more features on the Hike and Bike Trail. There will also be a media campaign to promote bicycling, walking and jogging as beneficial exercises to keep residents in Wichita County healthy. 411:ZTJto] ; a11@i1T/1911197 • Presentations to the general public, businesses, faith -based organizations, service organizations, governmental organizations • Media presence in various platforms • Continued working relationships with community partners • Banner placement at businesses FY2020 ACCOMPLISHMENTS • One of 10 communities in Texas awarded the new TXHC grant (5 year grant/YR2019-2024) • Upgrading the Health District app • Participating in the committee that helped the City of Wichita Falls achieve the "Bike Friendly Community" bronze status • Creating an Anti-Vaping commercial and Anti-Vaping banners that will be placed in Wichita County High Schools CONTACT INFORMATION Karel Davis Nutrition/Chronic Disease Program Manager 940-761-7874 I<arel.davis@wichitafallstx.gov 320 FEDERAL GRANTS/SPECIAL REVENUE FUNDS GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE MEASURE ESTIMATE TARGET Utilize Promote teenagers to create a peer - awareness driving media Increase number of about the dangers of campaign media campaigns N/A 4 5 vaping and about the from 0 to 4 tobacco use dangers of vaping and tobacco use Provide policy, Encourage the system and use of active environmental transport policies that options by Increase number of provide the educating N/A 1 3 opportunity for students on districts from 0 to 1 physical activity bicycle safety for all citizens of to and from Wichita County school Employers Increase the within Wichita number of Increase number of County provide employers with vending draft policies N/A 2 3 healthy policies vending draft for employers from 1 and practices for policies in to 3 all employees place 321 FEDERAL GRANTS/SPECIAL REVENUE FUNDS PERSONNEL BY JOB TITLE �iC4P25 City of Wichita Falls, TX S A S FY 2018-19FY 2020-21 Health Educator Program Coordinator 0.30 0.30 0.30 0.30 0.30 0.30 TOTAL- TX Healthy Communities 0.60 0.60 0.60 322 FEDERAL GRANTS/SPECIAL REVENUE FUNDS HIV GRANT The HIV Grant provides funds to assist the Health Department in the treatment, tracking and prevention of HIV in the community. �IG�lia 7a��5 i'.%45 Revenues Intergovernmental Revenue Total Revenues Expenditures Personnel Services Supplies Utilities/Other Serv. Other Expenditures Total Expenditures TOTAL- HIV Grant FY 2018-19 FY 2020-21 Actual Adopted Adopted 114,387 0 150,000 114,387 0 150,000 103,277 0 93,330 750 0 14,726 (11) 0 16,454 10,370 0 25,490 114,387 0 150,000 (0) 0 0 323 FEDERAL GRANTS/SPECIAL REVENUE FUNDS INFECTIOUS DISEASE GRANT The Infectious Disease Grant allows for the surveillance and epidemiology of infectious disease. Ztlic�i,((s FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Intergovernmental Revenue 77,351 84,912 83,468 Total Revenues 77,351 84,912 83,468 Expenditures Personnel Services 57,732 72,809 70,837 Supplies 1,753 1,428 1,571 Utilities/Other Serv. 13,982 1,765 1,765 Other Expenditures 3,883 8,910 9,295 Total Expenditures 77,351 84,912 83,468 TOTAL- Infectious Disease 0 0 0 324 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION To perform surveillance and epidemiology activities for all notifiable conditions with an emphasis on conditions reported through the National Electronic Disease Surveillance System. SERVICES PROVIDED • Conduct investigation of infectious disease • Conduct contact tracing FY2020 ACCOMPLISHMENTS • Hand Washing Campaign • Composed a Notifiable Conditions Book for providers PERSONNEL BY JOB TITLE Ltlic�i� �iis rEr�s Epidemiologist GOALS & PERFORMANCE MEASURES City of Wichita Falls, TX FY 2018-19 0ffir&T11 FY 2020-21 1.00 1.00 1.00 TOTAL- Infectious Disease Grant 1.00 1.00 1.00 325 FEDERAL GRANTS/SPECIAL REVENUE FUNDS TUBERCULOSIS GRANT The Tuberculosis Grant provides funding for the Health Department's treatment and tracking of tuberculosis in the community. FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Intergovernmental Revenue 69,271 29,366 52,695 Misc. Revenues 2,636 1,000 1,000 Transfer In 18,387 44,717 49,144 Total Revenues 90,294 75,083 102,839 Expenditures Personnel Services 84,535 66,206 94,200 Supplies 2,258 1,431 2,123 Maintenance & Repair 0 0 210 Utilities/Other Serv. 1,904 2,022 2,222 Other Expenditures 1,597 5,424 4,084 Total Expenditures 90,294 75,083 102,839 TOTAL- Tuberculosis Grant 0 0 0 329 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION The Tuberculosis (TB) Program saw 38 clients in the past year. Of these, one was identified as having active TB and completed the required course of treatment. Three were suspected to have TB. These were transferred, or waiting results from other testing to rule out TB. The remaining 34 clients were diagnosed and treated for Latent TB Infection (LTBI). The TB program administered 996 TB skin tests and collected 100 T-Spot Tests, which is the blood test that determines TB infection. The TB Program begun partnering with the HIV program to provide greater outreach within the community. TB staff also works closely with Midwestern State University (MSU) Vinson Health Center to provide TB education and guidance to clinic staff, as well as outreach and testing to students, including a vast foreign student body. SERVICES PROVIDED • Community/Patient TB Education • MSU/Vernon Student Education • Targeted Testing Outreach Events • Treatment/DOT TB Disease/LTBI • Case Management/Contact Investigations • Heath Care Fit Testing/TB Education FY2020 ACCOMPLISHMENTS • Improved targeted testing by adding another Outreach • Provided multiple site Fit Testing due to COVID-19 • Target Test T-Spots Drawn 12 • 23 Completed Treatment LTBI rrQ Ll Ir_ dos Inrrli► 1_TJIr• Lj Kay Chancellor, RN Public Health Nurse/TB Charge Nurse 940-761-7686 I<ay.chancellor@wichitafallstx.gov 327 FEDERAL GRANTS/SPECIAL REVENUE FUNDS rEr�s Certified Medical Assistant Health Clinic Aide Public Health Nurse Lead Public Health Nurse GOALS & PERFORMANCE MEASURES PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 0.80 0.80 0.80 0.10 0.10 0.10 0.80 0.80 0.80 0.10 0.10 0.10 TOTAL- Tuberculosis Grant 1.80 1.80 1.80 328 FEDERAL GRANTS/SPECIAL REVENUE FUNDS IMMUNIZATION GRANT The Immunization Grant provides funds for immunizations and education related to communicable diseases. ic4i6 Flk FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Intergovernmental Revenue 173,187 168,789 169,883 Misc. Revenues 38,252 39,000 39,000 Transfer In 4,669 56,377 43,998 Total Revenues 216,108 264,166 252,881 Expenditures Personnel Services 198,648 240,355 231,565 Supplies 7,634 7,601 7,700 Maintenance & Repair 0 42 184 Utilities/Other Serv. 5,614 8,670 8,838 Other Expenditures 4,212 71498 4,594 Total Expenditures 216,108 264,166 252,881 TOTAL- Immunization (0) 0 0 329 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION Provide immunizations and vaccine education to the public to help eliminate vaccine preventable diseases within our community. SERVICES PROVIDED • Administration of Immunizations • We provide immunizations to accommodate all sectors of our community, including private pay vaccines, Texas Vaccines for Children (TVFC) program, and the Adult Safety Net (ASN) program. • We have extended hours for late clinic every fourth Monday of the month. This service helps to provide immunizations to the community that cannot attend during regular business hours. • Flu Clinics • Partnering with several local businesses to administer flu shots to their employees. • Partnering with the Church Without Walls to provided flu vaccines to the homeless population. • Outreach Events • Attend local health fairs and community events to educate the community about vaccine preventable diseases and vaccine education. FY2020 ACCOMPLISHMENTS • The immunization department provided services to 3,164 clients. There was a total of 5,769 vaccines given and 1,258 flu shots administered. • Partnered with 6 local businesses to provided influenza vaccines to their employees. • Attended a total of 16 outreach events. Jenna Johnson, RN, BSN Immunization Charge Nurse 940-761-7877 jenna.johnson@wichitafallstx.gov CONTACT INFORMATION 330 FEDERAL GRANTS/SPECIAL REVENUE FUNDS GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE ESTIMATE TARGETMEASURE Immunization clinic has Continue to extended its provide hours on the immunizations fourth Monday to the Late clinic is offered of every month community to on the fourth Monday 100% 80% 100% help eliminate to of every month. accommodate vaccine individuals that preventable diseases. cannot come during regular business hours. Increase outreach Provide vaccine education by events in our attending more community to Participate in at least spread one outreach event N/A o 100% 0 100% local health fairs and community awareness per month. about vaccine events. preventable diseases. Reach out to Seek more Offer flu clinics to businesses inmore opportunities to business as this the community partner with year as to last year. Six about our flu local businesses local businesses N/A 100% 100% clinics and to provide flu partnered with the other clinics for their WFWCPHD in 2019- immunization employees. 2020. services. Increase enrollment of Increase the clients into the Screen all clients that number of Texas come into the clinic clients enrolled Immunization for enrollment in in ImmTrac2 Registry that N/A 100% 100% ImmTrac2 and acquire (Texas come to the consentfor Immunization immunization enrollment. Registry). clinic and an outreach events. 331 FEDERAL GRANTS/SPECIAL REVENUE FUNDS PERSONNEL BY JOB TITLE �iC�iL P25 City of Wichita Falls, TX T E S A S FY 2018-19 FY 2020-21 Immunization Outreach 2.00 2.00 2.00 Licensed Vocational Nurse 0.60 0.60 0.60 Community Service Aide 0.50 0.50 0.50 Health Clinic Aide 0.40 0.40 0.40 Public Health Nurse 1.00 1.00 1.00 Lead Public Health Nurse 0.20 0.20 0.20 TOTAL- Immunization Grant Prog. 4.70 4.70 4.70 332 FEDERAL GRANTS/SPECIAL REVENUE FUNDS CANCER CONTROL & PREVENTION GRANT This grant allows for education and prevention related to colon cancer. TA r e i A s FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Intergovernmental Revenue 96,957 10S,663 104,595 Total Revenues 96,957 10S,663 104,595 Expenditures Personnel Services 77,567 89,390 75,882 Supplies 898 2,447 3,940 Maintenance & Repair 0 84 44 Utilities/Other Serv. 16,029 9,867 19,643 Other Expenditures 2,463 3,875 5,086 Total Expenditures 96,957 105,663 104,595 TOTAL- Cancer Control Program 0 0 0 333 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION The Texas Comprehensive Cancer Control Program (TCCCP) has worked diligently this past year to educate the community of the importance of screening for colon cancer and prevention techniques. In addition to a traditional media campaign, TCCCP staff distributed/rotated more than a dozen educational Colorectal Cancer banners through Wichita County at a variety of locations to include various businesses in Wichita County and Wichita Falls, Memorial Auditorium, MLK Center, Wichita County Courthouse, Electra and Burkburnett City Halls, the YMCA and Wichita Falls Regional Airport. Other media campaigns included a bus wrap and social media. The staff conducted two training events for 4S medical professionals on Colorectal Cancer, from common barriers to screening. Finally, a Wichita Falls gastroenterologist was featured on the TCCCP media campaign on television and social media encouraging the public to get screened. The commercials were well received with Facebook views exceeding 60,000. Grant staff also continued its "Colon Cancer Corner", a Facebook Live program, to help dispel common myths and stigmas associated with colorectal cancer. Guests on the program included a registered nurse, a registered dietitian, a representative from LiveStrong, and a fitness expert. SERVICES PROVIDED • Presentations to the general public, businesses, faith -based organizations, service organizations, governmental organizations • Media presence in various platforms • Continued working relationships with community partners • Training for healthcare/medical professionals in breaking down barriers to CRC screening(s) FY2020 ACCOMPLISHMENTS • Increase in a Wichita Falls' health system's number of FOBT and Colonoscopies • New and improved trainings for two Wichita Falls' health systems on breaking down barriers to CRC screening(s) • Media campaign using a Wichita Falls gastroenterologist • "Colon Cancer Corner" (Facebook "Live" /tape) gaining viewership CONTACT INFORMATION Karel Davis Nutrition/Chronic Disease Program Manager 940-761-7874 I<arel.davis@wichitafallstx.gov 334 FEDERAL GRANTS/SPECIAL REVENUE FUNDS GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE MEASURE 2018-19 ESTIMATE TARGET] Break down barriers to CRC screening. Use a Increase CRC powerful media campaign (small media Screening Rates and mass media) to Data Collection -39% 2% 5% for FOBT at Health achieve a larger System "A„ number of Wichita County residents who undergo CRC screening Break down barriers to CRC screening. Use a powerful media Increase CRC campaign (small media Screening Rates and mass media) to Data Collection 86% 90% 95% for FOBT at Health achieve a larger System B number of Wichita County residents who undergo CRC screening Break down barriers to CRC screening. Use a powerful media Increase CRC campaign (small media Screening Rates and mass media) to Data Collection Less than 1% 2% 5% for Colonoscopies achieve a larger number of Wichita County residents who undergo CRC screening Break down barriers to CRC screening. Use a powerful media Increase CRC campaign (small media Screening Rates and mass media) to N/A -15% 2% 5% f or achieve a larger Sigmoioscopies number of Wichita County residents who undergo CRC screening 335 FEDERAL GRANTS/SPECIAL REVENUE FUNDS �tliC P25 T E S A S PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Health Educator 0.70 0.70 0.70 Program Coordinator 0.70 0.70 0.70 TOTAL- Cancer Control Program 1.40 1.40 1.40 336 FEDERAL GRANTS/SPECIAL REVENUE FUNDS WOMEN, INFANTS, & CHILDREN (WIC) GRANT WIC provides resources to women, infants and children in need. W/G�{i�a l RI�S T E X A S Revenues Intergovernmental Revenue Total Revenues Expenditures Personnel Services Supplies Maintenance & Repair Utilities/Other Serv. Other Expenditures Transfers Out Total Expenditures TOTAL- WIC Grant FY 2018-19 FY 2020-21 Actual Adopted Adopted 745,339 713,713 745,339 713,713 842,516 842,516 533,494 570,383 582,803 89,617 75,212 56,393 258 800 1,694 55,117 30,315 112,641 35,806 37,003 88,985 31,048 0 0 745,339 713,713 842,516 0 0 C 337 FEDERAL GRANTS/SPECIAL REVENUE FUNDS MISSION Women, Infants, and Children (WIC) is a federally -funded, special supplemental nutrition program for low/moderate income individuals or families. It serves pregnant, postpartum, and breastfeeding women, infants, and children up to age five. Studies show that WIC plays an important role in improving birth outcomes and containing healthcare costs. WIC has a positive impact on children's diets, improving the overall health of participants during the most critical periods of growth and development. WIC participants receive nutritional counseling and education and breastfeeding support through individual appointments or in support group settings. Food benefits, based on an individual's nutritional needs, are downloaded quarterly, onto Texas WIC benefit cards and can be used as a debit card at local grocery stores. In 2019, the WIC Program has served 9,895 women, 10,269 infants and 15,708 children. This totals 35,872 participants being served at the WIC Clinic. In early FY2018, the WIC Program began using TXIN, a web -based system, for client services. Staff continue to learn and offer suggestions to the state agency for improvements to the system, with the goal of reducing the wait -time for participants. One exciting option that was made available during this year was an on-line registration system, which makes it much easier for participants to complete an initial registration and be linked into services. SERVICES PROVIDED • One -on -One Counseling with Nutritionists • Nutrition Classes • Recipes & Cooking Demonstrations • Breastfeeding Support • Healthy Food • Referrals to Community Services FY2020 ACCOMPLISHMENTS • Developed a plan to utilize WIC Mobile Clinic to meet the needs of persons in communities where transportation could be an issue and in areas that represent the need. • Successfully applied for employees at WIC to become WIC Certified Specialist so that staff could better serve participants from beginning to end. • Continue working with community partners, even starting a Baby Cafe hosted at the WIC Clinic each week. • Completed some remodeling to the Breastfeeding Peer Counseling Office to provide best services in a more private setting for participants. Worked with various contractors, designers and architects to improve the flow and make the environment so that it improves the participant experience. This included securing furniture that allows knee to knee interaction, play area for children during wait time, educational television for participants to view during waiting periods. In addition, waiting periods have decreased exponentially. • Developed a successful system that provides effective reminders of appointments for participants to decrease no show appointments, which in turn, improves participation. • The program has exceeded participation five months of the year, prior to COVID-19, compared to last year. We continue to expand participation through the Qualtrics Apply Online Application. 338 FEDERAL GRANTS/SPECIAL REVENUE FUNDS • During the COVID-19 pandemic, WIC has continued serving all participants and have also serviced additional participants who have suffered economic loss due to COVID-19. Staff have developed an effective system of providing the same quality of service in a manner that is safe during this pandemic. • Staff have been able to learn and utilize newly developed HIPPA compliant computer systems, provided by State WIC, that allow better service to participants. • Reorganized the WIC Division so that staff were utilized more efficiently and effectively, as well as providing growth opportunities. • WIC was very successful in providing Outreach prior to Shelter in Place. Janice Piper WIC Program Administrator (940) 761-7809 janice.piper@wichitafallstx.gov CONTACT INFORMATION GOALS & PERFORMANCE MEASURES GOAL •:ACTUALPERFIRITIArICE ESTIMATE TARGETMEASURE Continue to provide outreach and education in Participation of order to Average Monthly 3319 establish services Participation 2922 2948 3319 to meet community needs. Support Breastfeeding through Baby Average Monthly Increase Cafe, Rate of Breastfeeding 32% 38% 43% Breastfeeding Breastfeeding Mothers by 5% Celebration and Mothers one on one counseling. 339 FEDERAL GRANTS/SPECIAL REVENUE FUNDS PERSONNEL BY JOB TITLE W�C�l PQ 5 City of Wichita Falls, TX FY 2018-19 FY 2020-21 Client Services Coord. 0.00 0.00 1.00 Outreach Specialist 0.00 0.00 1.00 Public Health Nutritionist 3.00 3.00 2.00 Public Health Specialist 0.50 0.50 1.00 WCS Breastfeeding PR Specialist 0.00 0.00 1.50 WCS Breastfeeding PR Counselor 1.00 1.00 0.50 WCS Clerk 2.00 2.00 2.00 WIC Peer Counselor 2.00 2.00 0.50 WIC Program Administrator 1.00 1.00 1.00 Senior Admin Clerk 1.00 1.00 0.00 Lead WIC Clerk 1.00 1.00 0.00 TOTAL- WIC Grant 11.50 11.50 10.50 *Removed (1) WIC Peer Counselor due to decrease in funding. 340 FEDERAL GRANTS/SPECIAL REVENUE FUNDS ENERGENCY MANAGEMENT GRANT This grant provides for emergency management activities in the City. The work this grant accomplishes in housed within the Fire Department, where the Emergency Management Coordinator reports. This grant supplements the work done by the Emergency Management group. Uic4 1 � 7a1(5 F M: A 5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues: Intergovernmental Rev 34,931 35,800 35,800 Transfer In 71,673 80,670 71,296 Total Revenues 106,604 116,470 107,096 Expenditures Personnel Services 87,049 84,159 85,485 Supplies 2,378 4,850 1,850 Maintenance & Repair 8,136 16,750 10,250 Utilities/Other Serv. 4,274 6,700 5,500 Other Expenditures 4,767 4,011 4,011 Capital Improvements 0 0 0 Total Expenditures 106,604 116,470 107,096 Revenues Less Exp. Total 0 0 0 341 FEDERAL GRANTS/SPECIAL REVENUE FUNDS W�c�i�r's City of Wichita Falls, TX Expenditure Detail by Object Community Development Block Grant FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Salaries - Supervision 72,874 78,145 80,391 Salaries - Clerical 1,643 0 0 Pool Clerical 0 1,224 1,500 Salaries -Operational 122,870 72,336 83,236 Pool Operational 0 0 0 Overtime 112 0 100 Terminal Pay 11,332 0 0 Stability Pay 4,970 1,485 275 Cell Phone Allowance 245 0 360 FICA 15,806 10,941 10,855 TMRS Retirement 23,732 22,475 25,189 Life Insurance Contrib 207 199 201 Disability Insurance C 168 154 136 Health Insurance Contr 26,025 24,200 24,926 HSA Contributions-Empl 806 658 933 Supplies -Minor Tools a 0 100 200 Supplies -Minor Furnitu 0 293 0 Supplies -Office 1,901 2,700 2,500 Supplies-Medical/Drug 0 20 60 Supplies -Traffic Contr 0 0 0 Supplies -Clothing and 0 0 0 Supplies -Educational 0 0 0 Supplies-Periodicals/S 60 60 60 Supplies -System Softwa 1,031 1,092 1,125 Supplies -PC Software 0 0 0 Supplies -Other 33 25 200 Maint-Motor Vehicles 0 0 0 Maint-Instruments 0 0 0 Maint-PC Software 0 0 0 Maint-Other Equipment 0 0 0 Maint-Walks/Drives/Par 0 0 0 Maint-Sanitary Sewers 0 0 0 Maint-Utility Cuts 1,780 0 0 Maint-Asphalt Patching 0 0 0 Maint-Other Improvemen 7,500 0 0 Maint-Buildings 26,280 15,000 0 Maint-Health Facilitie 0 0 0 Services -Telephone 5,147 5,162 2,303 Service -Wireless Phone 0 456 0 342 FEDERAL GRANTS/SPECIAL REVENUE FUNDS U City of Wichita Falls, TX Expenditure Detail by Object Community Development Block Grant FY 2018-19 FY 2020-21 Actual Adopted Adopted Services -Central Garag 10,873 9,279 8,469 Services -Bank 695 579 579 Services -Audit 0 983 983 Services -Consulting 0 15,291 5,000 Services -Other Profess 32,723 26,942 0 Services -Employee Phys 0 0 0 Services -Court Cost/Re 1,000 2,500 3,250 Services -Advertising 10,017 6,500 8,800 Services-Binding/Print 87 150 250 Services-CDBG Emergenc 9,998 100,000 135,000 Services -Subcontractor 605,357 805,811 689,384 Worker's Compensation 0 0 0 Claims and Settlements 0 0 0 Travel Expenses 575 3,779 4,200 Education Registration 103 2,960 2,550 Lease Payments 2,215 1,250 1,275 Memberships 0 1,695 1,595 Boards/Local Meetings 0 0 0 Rent -Equipment 0 0 0 Postage/Freight 3,691 3,700 5,300 Administrative Overhea 44,149 42,952 39,511 Data Processing Servic 10,798 10,220 14,562 Budget Contingency 0 70,229 51,245 Construction -Park Impr 0 0 40,000 Construction -Architect 0 0 0 Replace Distribution L 0 0 0 Capital Asset Contra E 0 0 0 Operating Transfer-TMR 0 0 0 TOTAL CDBG 1,056,802 1,341,545 1,246,504 343 Uic i4��s T E X A S Debt Service Fund DEBT SERVICE FUND GENERAL DEBT SERVICE FUND General debt service is used to account for the monies set aside for the payment of principal and interest to holders of the City's general obligation bonds, the sale of which finance long-term capital improvements such as facilities, streets, drainage, and parks. Bonds may be refunded to achieve debt service savings on outstanding bonds, when allowable under federal tax law, state law, and in compliance with City policy. The City considers refunding when a cost savings will be recognized and market conditions are favorable. The City works closely with its financial advisor and bond counsel when considering an original issuance or refunding. General Obligation (GO Bonds) All General Obligation (GO) Bonds are issued on the full faith and credit of the City and are secured by ad valorem taxes levied against all taxable property. The state requires incorporated cities to submit proposed bond issues to a public referendum and receive voter authorization prior to bond issuance (Article 701). These bonds are serviced by the Debt Service Fund with an apportionment of the ad valorem tax levy. Combination Tax and Revenue (CO) Bonds The Combination Tax and Revenue Bonds are secured by ad valorem taxes levied against all taxable property as well as a pledge of surplus net revenues of the City's combined waterworks and sewer system. 345 DEBT SERVICE FUND OUTSTANDING GENERAL DEBT SERVICE BY ISSUANCE 2010 CO Series: Issued to purchase Castaway Cove Water Park in January of 2010. This issuance is funded by contributions from the 4B Sales Tax Corporation. 2011 CO Series: Issued to complete the Rhea/Callfield/Lawrence project in July of 2011. This issuance is funded by contributions from the 4B Sales Tax Corporation and TIF #2. 2011 GO Refunding Series: Issued in 2011, this refunding was used to refund $4.3 million of General Obligation Bonds remaining on the 2001 construction of the City's MPEC Kay Yeager Coliseum (KYC). This refunding saved the City approximately $600,000 over the ten years remaining on the original issuance at time of refunding. This refunding is funded through transfers in from the West Texas Utility contract and property tax. 2013 CO Series Airport: Issued in 2013, for phase two and phase three of the Regional Airport Terminal Project. Total issuance of $20 million, over 20 years. This issuance is funded through transfers in from the 4B Sales Tax Corporation, the 4A Sales Tax Corporation, Property Tax, Airport Operations and FAA Entitlement Funds. 2015 CO Refunding Series A: This refunding was completed in 2015 and refunded a Combination Tax and Revenues CO from 2006, 2006 Series A, which was used for multiple City projects, including improvements to the police firing range, park improvements, constructing a new fire station and improvements to the City's storm water drainage system. This refunding was completed with Series 2015 B for a total issuance of $12.7 million. This issuance is funded by contributions for the 4B Sales Tax Corporation, Stormwater Fund, Property Taxes, and Excess Sales Tax. 2015 CO Refunding Series B: This refunding was completed in 2015 and refunded a Combination Tax and Revenues CO from 2006, 2006 Series B, which was used for improvements to the City's municipal golf course. This refunding was completed with Series 2015 A for a total issuance of $12.7 million. By completing these refunds, the City saved approximately $650,000. This issuance is funded by contributions from the 4B Sales Tax Corporation. 2018 GO Series A: This issuance is funded with property tax and is used for the Voter Approved Street Issuance. 2018 GO Refunding Series B: This refunding refunded the 2009 CO used for improvements at the Firing Range, Park Land Acquisition, Trail Extension, and the Animal Services Center. This issuance is funded through Property Tax, the West Texas Utility Contract, and the 4B Sales Tax Corporation. LEGAL DEBT MARGIN INFORMATION There is no debt limit established by law. The limit is, therefore, governed by the City's ability to levy and collect taxes to service the outstanding indebtedness. The City's maximum legal tax rate established under its Charter is $2.25 per $100 assessed valuation. The 2020-21 tax rate is $.763323 per $100 assessed valuation. At the start of the 2020-21 fiscal year, the anticipated assessed value of the City will total $5,455,879,419 resulting in a total debt limit of $122,757,286. The total net debt applicable to the limit, based on the current tax rate, is $41,645,982, resulting in a legal debt margin of $81,111,303. 346 DEBT SERVICE FUND General Bonded Debt Outstanding By Fiscal Year $70,000,000 $60,000,000 $50,000,000 $40,000,000 0 $30,000,000 - $20,000,000 -------------- $10,000,000 ti°y° tiQ6� ti°N °°� o p p 3 o �Qti� �QN, tip Year General Obligation Bonds ■ Combination Tax and Revenue Bonds Source: City of Wichita Falls Comprehensive Annual Financial Report for the year ended 913012019 347 DEBT SERVICE FUND Budget Summary GO Debt Summary Fund Debt Service Fund Projected Beginning Balance 1,421,427 Less Restricted Balance - Available Balance 1,421,427 Revenues Taxes 2,191,697 Service Charges - Licenses & Permits - Fines & Forfeitures - Intergovernmental Rev - Contributions 1,882,463 Misc. Revenues - Transfer In 1,844,655 Total Current Revenues 5,918,815 Expenditures Personnel Services - Supplies - Maintenance & Repair - Utilities/Other Service - Insurance & Contracts Supplies - Debt Expenditures 11) - 2010 CO Series 385,960 2011 CO Series 231,550 2011 GO Refunding Series 499,550 2013 CO Series 1,361,394 2015 CO Refunding Series A 1,152,175 2015 CO Refunding Series B 323,086 2018 GO Series A 1,215,350 2018 GO Refunding Series B 739,750 Paying Agent Fees 10,000 Other Expenditures - Non Cap Improvements - Capital Improvements - Transfer Out - Total Current Expenditures 5,918,815 Ending Balance 1,421,427 Plus Restricted Balance - Total Projected Ending Balance 1,421,427 (1) Principle & Interest 351 DEBT SERVICE FUND General Obligation Bonds Original Issue Amount Date Issued Final Maturity Principle Outstanding Interest Total 2010 CO Series 3,930,000 2010 2025 1,970,000 348,600 2,318,600 2011 CO Series 3,200,000 2011 2031 2,200,000 555,100 2,755,100 2011 GO Refunding Series 4,365,000 2011 2021 955,000 43,200 998,200 2013 CO Series Airport 19,875,000 2013 2033 15,200,000 3,851,838 19,051,838 2015 CO Refunding 2015 2026 Series A 9,650,000 6,940,000 1,185,713 8,125,713 2015 CO Refunding 2015 2026 Series B 2,885,000 2,005,000 257,968 2,262,968 2018 2038 2018 GO Series A 16,345,000 15,795,000 7,267,500 23,062,500 2018 GO Refunding 2018 2028 Series B 6,170,000 6,090,000 1,284,100 7,374,100 Total General Obligation Bonds 66,420,000 51,155,000 14,794,019 65,949,019 Water and Sewer Revenue Bonds 2016 Revenue Refunding Bond 2016 2027 Series 74,005,000 61,570,000 13,172,750 74,742,750 2013A CO 13,000,000 2013 2033 9,890,000 3,375,550 13,265,550 2015 CO 33,545,000 2015 2045 29 775,000 7,932,671 37,707,671 Total Water and Sewer Revenue Bonds 120,550,000 101,235,000 24,480,972 125,715,972 Total Outstanding Direct Debt 186,970,000 152,390,000 39,274,991 191,664,991 349 DEBT SERVICE FUND r-. r r Final Principle Est. Issue Issue Maturity Payment Source Bonds Issued Outstanding Payment Outstanding Rating Purpose & Use GENERAL OBLIGATION Date BONDS Date 9/30/2019 2019 20 HE 2019-20 Castaway Cove: Issued to purchase Castaway Cove Water 2010 CO Series 2010 2025 4B Sales 3,930,000 1,970,000 387,340 1,582,660 AA Park in January of 2010. This issuance is funded by contributions from the 4B Sales Tax Corporation. Rhea/Callfield/Lawrence Rd: Issued to complete the Rhea/Callfield/Lawrence project in July of 2011. This 2011 CO Series 2011 2031 4B Sales 3,200,000 2,200,000 229,650 1,970,350 AA issuance is funded by contributions from the 4B Sales Tax Corporation reimbursed by TIF rig. KYC/MPEC: Issued in 2011, this refunding was used to refund $4.3 million of General Obligation Bonds remaining on the 2001 construction of the City's MPEC Kay Yeager 2011 GO Refunding West TX $445,200, Coliseum (KYC). This refunding saved the City approximately Series 2011 2021 Property Tax$53,450 4,365,000 955,000 498,650 456,350 AA $600,000 over the ten years remaining on the original issuance at time of refunding. This refunding is funded through transfers in from the West Texas Utility contract and property tax. 4A Sales $140,000, 413 Regional Airport: Issued in 2013, for phase two and phase Sales Tax $140,000, three of the Regional Airport Terminal Project. Total 2013 CO Series Property Tax issuance of $20 million, over 20 years. This issuance is Airport 2013 2033 $140,000, Airport Ops. 19,875,000 15,200,000 1,363,094 13,836,906 AA funded through transfers in from the 4B Sales Tax $673,029, FAA Corporation, the 4A Sales Tax Corporation, Property Tax, Entitlement $270,065 Airport Operations, and FAA Entitlement Funds. Refunding 2006A, Firing Range, Fire Station, Park Imp.: This refunding was completed in 2015 and refunded a 4B Sales Tax Combination Tax and Revenues CO from 2006, 2006 Series Corporation $209,300, A, which was used for multiple City projects, including 2015 Refunding Stormwater Fund improvements to the police firing range, park 2015 2026 $406,971, Property 9,650,000 6,940,000 1,162,775 5,777,225 AA improvements, constructing a new fire station and Series A A Taxes $546,504, and improvements to the City's storm water drainage system. Excess Sales Tax - This refunding was completed with Series 2015 B for a total (when applicable) issuance of $12.7 million. This issuance is funded by contributions for the 4B Sales Tax Corporation, Stormwater Fund, Property Taxes, and Excess Sales Tax. Refunding 2006B, Weeks Golf Course: This refunding was completed in 2015 and refunded a Combination Tax and Revenues CO from 2006, 2006 Series B, which was used for 2015 CO Refunding improvements to the City's municipal golf course. This Series B 2015 2026 B Sales Tax Corporatio 2,885,000 2,005,000 324,155 1,680,845 AA refunding was completed with Series 2015 A for a total issuance of $12.7 million. By completing these refunds, the City saved approximately $650,000. This issuance is funded by contributions from the 4B Sales Tax Corporation. Voter -approved Street Bond: This issuance is funded with 2018 GO Series A 2018 2038 Property Tax 16,345,000 15,795,000 1,212,600 14,582,400 AA property tax. Voter Approved Street Issuance. Refunding 2009 CO, Firing Range (Ph. II), Park Land, Trail Property Tax Ext., Animal Services Building: This refunding refunded the $230,550, the West 2009 CO used for improvements at the Firing Range, Park 2018 GO Refunding 2018 2028 Texas Utility $54,800, 6,170,000 6,090,000 737,850 5,352,150 AA Land Acquisition, Trail Extension, and the Animal Services Series B and the 4B Sales Tax Center. This issuance is funded through Property Tax, the Corporation $452,500 West Texas Utility Contract, and the 4B Sales Tax Corporation. TOTAL: 66,420,000 51,155,000 5,916,114 45,238,886 350 DEBT SERVICE FUND ... , . , Final Principle Est. Issue Maturity Payment Source Bonds Issued Outstanding FaymentIssue Outstanding Rating Purpose & Use BONDS Date 9/30/2019 019-20 HE2019-20 Water System Improvement, Lake Kemp water source: This is a refunding of a series initially issued in 2001 for $118,770,000 for improvements to the City's water and 2016 Revenue sewer system. The issue was refunded once in 2007, and Refunding Bond 2016 2027 Water/Sewer Revenue 74,005,000 61,570,000 10,310,250 51,259,750 A+ again in 2016, to take advantage of cost savings that could Series be realized by lower interest rates. This bond is funded by, and secured with, revenues generated in the Water/Sewer Fund. This bond was issued in response to the 1995-2000 drought and secured the development and integration of the Lake Kemp water source. Potable Reuse Project: This issuance allowed the City to create a temporary water reuse system, as lake levels 2013ACO 2013 2033 Water/Sewer Revenue 13,000,000 9,890,000 946,888 8,943,112 A+ continued to decline during the drought. In total, this issuance was $13 million over a 20-year time line and is funded through revenues in the Water/Sewer Fund. Indirect Potable Reuse: This issuance was for thirty year Combination Tax and Revenue Certificates of Obligation for 2015 CO 2015 2045 Water/Sewer Revenue 33,545,000 29,775,000 1,465,049 28,309,951 A+ $33,545,000, to finance the cost of engineering and construction associated with the City's Indirect Potable Reuse Project (IPR). TOTAL: 120,550,000 101,235,000 12,722,187 88,512,813 GRAND TOTAL: 186,970,000 152,390,000 18,638,301 133,751,699 351 DEBT SERVICE FUND WATER AND SEWER DEBT SERVICE Water and Sewer Debt Service is used to finance long-term capital improvements. A revenue bond is a legal debt instrument used to finance permanent public projects. The bond is backed by the full faith and credit of the issuing government, and is paid for by revenue from user rates. Unlike GO bonds, revenue bonds do not require voter approval. The City Council is authorized to approve the bond and set the user rates to make the annual payments. All of the Water and Sewer Revenue Bonds were issued for purposes of improving the City's water and sewer systems and are serviced by the net revenues of the Water and Sewer Fund. In 2015, Standard & Poor downgraded the City's Water/Sewer Fund credit rating due to the declining fund balance during a record -breaking 5-year drought. The drought caused the city to implement an Indirect Potable Use system to provide water for the region. The significant decrease in available fund balance negatively affected the City's rating with the bond market, however, in recent years, as revenues have increased; the City's credit rating has increased. As reported by Texas Municipal Reports, 11/05/2018 - Moody's Rating Report: Underlying Rating Upgrade to Al from A3 "Moody's Investors Service has upgraded the City of Wichita Falls, TX Water & Sewer Enterprise's ("System") revenue rating to Al from A3. The upgrade affects approximately $68.5 million of Moody's rated debt, but considers an additional $65.4 million. The outlook is stable. "The upgrade to Al reflects the systems materially improved financial operations and reserves, as a result of the successful implementation of a significant rate increase in 2014 after a recent drought. The five-year drought led to a temporary but substantial reduction in the city's water supply, and ultimately resulted in materially lower water sales, low debt service coverage, and a reduction in liquidity levels. Further, the rating considers the policy changes and system improvements made by the city in order to slow water -loss in the event of additional droughts. Finally, the rating considers the system's above -average debt profile, as well as a stable economic base." Source: Texas Municipal Reports MAC of Texas Water and Sewer Debt Service is funded directly out of the Water/Sewer Fund. The expenditures are budgeted for each year in the Debt Expenditures line item. There are three outstanding debt issuances in this fund. A description of each is listed on the following pages. 352 DEBT SERVICE FUND WATER & SEWER DEBT SERVICE COVERAGE REVENUE BONDS The City strives to maintain proper debt coverage for revenue bonds. The chart below shows the minimum debt service coverage needed and the total excess over the coverage requirement. CITY OF WICHITA FALLS, TEXAS DEBT SERVICE COVERAGE - REVENUE BONDS SEPTEMBER 30, 2019 Water and Sewer Revenue Bonds: Change in net position (Exhibit A-8) Add: Depreciation and amortization Interest expense and paying agent fees Transfers out Subtract: West Texas Utilities water revenues Gain (loss) on sale/abandonment of capital assets Capital contributions from developers Transfers in Net earnings for determining debt service coverage Net earnings for determining debt service coverage Principal and interest requirements to maturity Number of years remaining to pay bonds Average annual principal and interest requirement Minimum bond covenant debt service coverage Minimum debt service coverage requirement $ 8,232,015 $ 10,206,284 2,600,143 2,375,670 15,182,097 474,777 (66,483) 89,890 - (498,184) $ 22,915,928 Priority Subordinate Lien Bonds Lien Bonds $ 22,915,928 $ 74,742,750 $ - 8 N/A 9,342,844 N/A 1.25 1.10 $ 11,678,555 $ - 11,678,555 Excess over debt service coverage requirements $ 11,237,373 Source: City of Wichita Falls, Comprehensive Annual Financial Report for the Year Ended 0913012019 353 DEBT SERVICE FUND OUTSTANDING WATER/SEWER DEBT SERVICE BY ISSUANCE 2016 Revenue Refunding Bond Series: This is a refunding of a series initially issued in 2001 in the amount of $118,770,000 for improvements to the City's water and sewer system. The issue was refunded once in 2007, and again in 2016, to take advantage of cost savings that could be realized by lower interest rates. This bond is funded by, and secured with, revenues generated in the Water/Sewer Fund. 2013A CO: This issuance allowed the City to create a temporary water reuse system, as lake levels continued to decline during the drought. In total, this issuance was $13 million over a 20-year time line and is funded through revenues in the Water/Sewer Fund. 2015 CO: This issuance was for 30-Year Combination Tax and Revenue Certificates of Obligation for $33,S4S,000, to finance the cost of engineering and construction associated with the City's Indirect Potable Reuse Project (IPR). The Certificates of Obligation were sold to the Texas Water Development Board as part of their Clean Water State Revolving Loan Program which provides loans to municipalities for wastewater projects at 1.2% lower interest rates than what the City would have received in the private market. The project involved the construction of a pump station and pipeline to convey treated wastewater effluent from the River Road Wastewater Treatment Plant to Lake Arrowhead. SunTrust Lease: A capital lease for $28,207 per year is included in the debt calculation for the Water & Sewer Fund. This lease was used to provide energy efficient retrograde to City Water facilities. 354 DEBT SERVICE FUND Budget Summary Water & Sewer Fund Summary FY 2020-21 Fund Water & Sewer Fund Projected Beginning Balance 14,561,858 Less Restricted Balance 7,732,499 Available Balance 6,829,359 Revenues Taxes - Service Charges 44,868,772 Licenses & Permits - Fines & Forfeitures - Intergovernmental Rev - Contributions - Misc. Revenues 292,000 Transfer In - Total Current Revenues 45,160,772 Expenditures Personnel Services 10,886,419 Supplies 2,966,889 Maintenance & Repair 2,267,667 Utilities/Other Service 4,348,051 Insurance & Contracts Supplies 971,274 Debt Expenditures 12,766,114 Other Expenditures 3,002,824 Non Cap Improvements 36,600 Capital Improvements 6,143,123 Transfer Out 1,771,811 Total Current Expenditures 45,160,772 Ending Balance 6,829,359 Plus Restricted Balance 7,732,499 Total Projected Ending Balance 14,561,858 355 Uic i4��s T E X A S Hotel/Motel Fund HOTEL/MOTEL FUND Hotel/Motel Fund: The Hotel/Motel Fund contains two divisions, the Convention and Visitor's Bureau (CVB) and the Multi -Purpose Events Center (MPEC). A change in accounting philosophy caused these divisions to be transferred to the Hotel/Motel Fund. Due to this change in philosophy, revenue generated by the MPEC will be accounted for in this fund which explains the increase in total revenue. Also, CVB expenditures will be accounted for in this fund which explains the increase in total expenditures. FY 2018-19 Actual Revenues: Taxes 2,038,732 Misc. Revenues 0 Transfer In 0 Total Revenues 2,038,732 Expenditures: Personnel Services 0 Supplies 0 Maintenance & Repair 0 Utilities/Other Services 0 Insurance & Contract Supp. 97,500 Debt Expenditures 0 Other Expenditures 0 Other Financing Uses 1,941,232 Total Expenditures 2,038,732 Total 0 2,000,000 0 0 2,000,000 0 0 0 0 99,000 0 0 1,901,000 2,000,000 c FY 2020-21 Adopted 1,500,000 1,343,266 700,000 3,543,266 266,877 40,304 1,388 2,779,655 155,173 241,769 58,101 0 3,543,266 (0) 357 HOTEL/MOTEL FUND REVENUES Revenues: Taxes Misc. Revenues Transfer In Total Revenues FY 2018-19 Actual 2,038,732 0 0 2,038,732 2,000,000 0 0 2,000,000 FY 2020-21 Adopted 1,500,000 1,343,266 700,000 3,543,266 HOTEL, MOTELBY SOURCE 4,000,000.00 3,500,000.00 Transfer In, 700,000.00 3,000,000.00 2,500,000.00 Misc Revenues, 2,000,000.00 1,343,266.00 1,500,000.00,,, 1,000,000.00 Taxes, 1,500,000.00 500,000.00 2018-19 2019-20 2020-21 Taxes: Due to the current economic climate and the subsequent fall -out of the COVID-19 pandemic, Hotel/Motel Tax Revenues are expected to drop by $500,000 (25%). Miscellaneous Revenues: A shift in accounting philosophy for the FY 2020-21 Budget has led to the MPEC and CVB budgets to be reported under the Hotel/Motel Fund. Originally they were reported under the MPEC Fund, this explains the $2,142,266 increase in Miscellaneous Revenues for the FY20-21 Budget. The MPEC is projecting conservatively to generate $1,343,266 in revenue in FY2020-21. This is a 60.4% decrease, or $2,048,121, from the previous year. Transfer In: This is a Transfer In from the General Fund to subsidize expenses for the MPEC. This transfer has increased from previous years due to the decrease in Hotel/Motel Tax revenues caused by the Global Pandemic. 358 HOTEL/MOTEL FUND EXPENDITURES �I1c4i6 !a1(5 Expenditures: Personnel Services Supplies Maintenance & Repair Utilities/Other Services Insurance & Contract Supp. Debt Expenditures Other Expenditures Other Financing Uses Total Expenditures FY 2018-19 FY 2020-21 Actual • • • Adopted 0 0 266,877 0 0 40,304 0 0 1,388 0 0 2,779,655 97,500 99,000 155,173 0 0 241,769 0 0 58,101 1,941,232 1,901,000 0 2,038,732 2,000,000 3,543,266 10/ no/ 10/ 78% Personnel Services: The main factors affecting Personnel Services include: • Frozen Salaries: o No merit increase o No STEP increases o No cost of living increases ■ Personnel Services ■ Supplies ■ Maintenance & Repair ■ Utilities/Other Sery ■ Insur & Contr Supp ■ Debt Expenditures ■ Other Expenditures ■ Other Financing Uses 359 HOTEL/MOTEL FUND • Hiring Freeze: o Holding open positions through next year Supplies: This account contains supplies CVB requires to conduct daily operations. Maintenance & Repair: CVB expenses for vehicle repair and toll tag are reflected in this account. Utilities/Other Services: This accounts for the expenses related to Spectra, the management company the City contracts to run the MPEC. This expense is $2,568,458, which is 92.4% of the total for this line item. Insurance & Contract Supplies: In the previous year, the contract with the Arts Commission was the largest expense at $86,500. In the FY2020-21 budget insurance and worker's compensation expenses increased the total by $56,173, or 56.7%. Debt Expenditures: This category accounts for debt service of $241,769. Detailed information about debt issued by the City of Wichita Falls, can be found online, or by visiting the City Clerk's Office, in the City's Comprehensive Annual Financial Report. Other Expenditures: CVB rent and postage expenses make up the largest portion of this expense at $29,800. Other Financing Uses: This expense was used in previous years to subsidize the MPEC Fund. This is no longer needed due to reporting the MPEC budget in the Hotel/Motel Fund. 360 CONVENTION & VISITOR'S BUREAU MISSION The Convention and Visitors Bureau (CVB) is responsible for marketing an image of Wichita Falls that positions the City as a destination for conventions, meetings, events, and visitors. The CVB department consists of two full-time Sales positions, one full-time Marketing and Graphic Design position, and one part-time Visitor and Office Assistant position. The CVB's funding is derived solely from the Hotel Occupancy Tax (HOT). The HOT tax is charged to a person who, under a lease, concession, permit, right of access, license, contract, or agreement, pays for the use or possession or for the right to use or possession of a room that is in a hotel, costs $2 or more each, and is ordinarily used for sleeping (Tax Code § 351.002). Per the Texas Comptroller of Public Accounts, HOT revenue can only be used for expenditures that directly enhance and promote tourism and the convention and hotel industry. SERVICES PROVIDED • Market Wichita Falls as a destination for travel • Research, bid, book and service conventions and events • Support local attractions through promotion to attract visitors FY2020 ACCOMPLISHMENTS • Wichita Falls won The Daytripper Viewer's Choice Award for the location to film the Season 10 Finale. The Daytripper show is an Emmy award winning program hosted by Chet Garner that airs on PBS throughout the state of Texas. • Wichita Falls hosted 40 CVB related events. The 40 events resulted in over 11,800 hotel room nights and over 41,200 event attendees. Lindsay Barker Director 940-716-5SS3 lndsay.barker@wichitafallstx.gov CONTACT INFORMATION M CONVENTION & VISITOR'S BUREAU GOALS & PERFORMANCE MEASURES f0:/»►U]Ir111:1*4:Y(ywilK191dEvilIIto] L Uic�I 171 5 City of Wichita Falls, TX FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 285,950 319,118 266,877 Supplies 37,465 33,447 40,304 Maintenance & Repair 1,838 1,400 1,388 Utilities/Other Services 282,826 250,230 211,197 Insurance & Contract Supp. 123 0 2,500 Other Expenditures 75,383 76,540 58,101 TOTAL CVB 683,585 680,735 580,366 Budget Reductions • Memberships (Meeting Planners International, National Association of Sports Commissions, DFW Society of Association Executives, Society of Government Meeting Professionals) • Travel (Connect Texas, Texas Municipal League, Texas Travel Industry Expo) • Advertising (Billboard, Sports Events magazine, Targeted ads in DFW) CONVENTION & VISITOR'S BUREAU PERSONNEL BY JOB TITLE FY 2018-19 CVB Director 1.00 Market & Design Rep 1.00 Sales and Service Co 1.00 CVB Services Rep 1.00 City of Wichita Falls, TX FY 2020-21 1.00 0.50 1.00 1.00 1.00 1.00 1.00 1.00 TOTAL- Convention & Visitors Bureau 4.00 4.00 3.50 *The CVB Director also serves as the Public Information Director. 363 MULTIPURPOSE EVENTS CENTER MISSION The Multipurpose Events Center (MPEC) Department includes the divisions of the Bridwell Agricultural Center, Ray Clymer Exhibit Hall, Kay Yeager Coliseum, and the Memorial Auditorium Theater. The MPEC management is contracted through Spectra Venue Management. Their annual budget consists of a $400,000 operating transfer from the General Fund to offset any Revenue shortfalls. SERVICES PROVIDED • This Department is responsible for the operation of the four (4) MPEC facilities listed above and for promoting and recruiting entertainment and sporting events to Wichita Falls. FY2020 ACCOMPLISHMENTS • Recruited new NAHL Hockey team (Warriors) to Wichita Falls • Secured $150,000 in funding from new hockey team to replace cooling tower for Kay Yeager Coliseum and overhaul compressors of ice plant so that ice could be made for hockey CONTACT INFORMATION Michael Tipton General Manager, Spectra Venue Management 940-716-5505 Michael.tipton@spectraxp.com 364 MULTIPURPOSE EVENTS CENTER RAY CLYMER EXHIBITS HALL The Ray Clymer Exhibit Hall houses the Administration Offices for the MPEC, two large exhibit halls, twelve breakout rooms, a lecture hall, full commercial kitchen, concession facilities and MPEC box office. 365 MULTIPURPOSE EVENTS CENTER KAY YEAGER COLISEUM The final phase and the cornerstone of the events complex, the Kay Yeager Coliseum began construction in 2001, with a completion in January, 2003. The versatility of the Kay Yeager Coliseum provides facilities for a variety of events: hockey, basketball, indoor tennis, soccer and other sporting events. The Kay Yeager Coliseum is also used for rodeos, horse and agricultural events, wrestling, tractor pulls and motorcycle events. With a center stage arrangement, lectures, small concerts or theater -in -the -round can be held. MULTIPURPOSE EVENTS CENTER JS BRIDWELL AGRICULTURAL CENTER The J.S. Bridwell Agricultural Center consists of a livestock barn, an indoor arena, office spaces and concession facilities. • 500 sq. ft. Livestock Barn • 120' x 270' Indoor Arena (Direct access from Barn to arena) • Seating for 1200 + (walkways above) • 274 Indoor Horse Stalls • 500 Total stalls • 500 Cattle stalls • 4 Wash stalls • Sheltered outdoor holding pens with arena access • 6 % Acres of fenced and shaded parking • RV Hookups ��A MULTIPURPOSE EVENTS CENTER MEMORIAL AUDITORIUM THEATER Memorial Auditorium is a beautiful historical proscenium theater in Downtown Wichita Falls with a maximum of 2,717 seats split between two levels. The lower level capacity is 1,400 made up of five seating sections and six aisles. The balcony is split between an upper level of seven seating sections totaling 625 seats and the lower balcony made up of six seating sections totaling 692 seats. 368 Uic i4��s T E X A S Proprietary Funds REGIONAL AIRPORT FUND Regional Airport Fund: The Regional Airport Fund is an Enterprise Fund which is self -supported by user fees. The City's Regional Airport Fund Adopted Budget for the 2020-21 fiscal year totals, $1,207,582. This is a $235,121 decrease from the previous year. The Adopted 2020-21 budget includes a conservative revenue and expenditure projection, which takes into account the ongoing Global COVID-19 Pandemic and its impact on the City. FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues: Service Charges 416,168 380,000 380,000 Misc. Revenues 759,505 827,581 827,582 Transfer In 0 235,122 0 Total Revenues 1,175,673 1,442,703 1,207,582 Expenditures: Personnel Services 146,539 232,693 213,327 Supplies 3,868 14,200 12,100 Maintenance & Repair 35,504 61,602 66,603 Utilities/Other Services 157,482 175,326 182,853 Misc. Revenues 40,707 25,000 25,000 Other Expenditures 1,778,149 260,853 263,642 Other Financing Uses 668,829 673,029 444,057 Total Expenditures 2,831,077 1,442,703 1,207,582 Total (1,655,405) 0 0 370 REGIONAL AIRPORT FUND REVENUES Vz��lc X A S City of Wichita Falls, TX FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Airport Passenger Facility Fee 196,468 175,000 175,000 Airport Customer Facility Fees 219,700 205,000 205,000 Parking Meter Revenue 169,825 200,000 200,000 Terminal Office Rent 156,320 153,372 153,373 Landing Fees 2,644 10,000 10,000 Ground Lease Rent 24,759 23,334 23,334 Hangar Rentals 28,711 30,135 30,135 Airport Fuel Surcharge 14,502 15,000 15,000 Other Airport Rentals 73,906 80,400 80,400 Airport Charter Flight 53,956 42,000 42,000 Airport Concessions 239,688 240,000 240,000 Concessions Vending 6,527 17,894 17,894 Interest-Texpool Fund 10,613 446 446 Advertising Sales 460 5,000 5,000 Operating Transfers In 0 235,122 0 Other Miscellaneous Revenue (22,406) 10,000 10,000 Total Revenues 1,175,673 1,442,703 1,207,582 371 REGIONAL AIRPORT FUND Revenue Discussion: This budget is projecting revenues to be a $235,121 decrease from the previous year. This decrease is represented in the Operating Transfers In account line. The Regional Airport will not need a subsidy from the General Fund to support operations. The City's Transit System was awarded CARES Act Funding from the FTA that will be used in place of that Transfer In. Other Miscellaneous Revenue Operating Transfers In Advertising Sales Interest-Texpool Fund Concessions Vending Airport Concessions Airport Charter Flight Revenue Other Airport Rentals Airport Fuel Surcharge Hangar Rentals Ground Lease Rent Landing Fees Terminal Office Rent Parking Meter Revenue Airport Customer Facility Fees Airport Passenger Facility Fee I 50,000 100,000 150,000 200,000 250,000 300,000 EXPENDITURES BY CLASSIFICATION Expenditures: Personnel Services Supplies Maintenance & Repair Utilities/Other Services Misc. Revenues Other Expenditures Other Financing Uses Total Expenditures FY 2018-19 Actual ■ 2020-21 ■ 2019-20 ■ 2018-19 FY 2020-21 Adopted 146,539 232,693 213,327 3,868 14,200 12,100 35,504 61,602 66,603 157,482 175,326 182,853 40,707 25,000 25,000 1,778,149 260,853 263,642 668,829 673,029 444,057 2,831,077 1,442,703 1,207,582 372 REGIONAL AIRPORT FUND ■ Personnel Services ■ Supplies Maintenance & Repair ■ Utilities/Other Sery ■ Insur & Contr Supp ■ Other Expenditures ■ Capital Improvements ■ Transfers Out 2% Personnel Services: As indicated in the charts above Personnel Services accounts for 18% of all expenditures in the Regional Airport Fund. The Adopted Budget has a $19,366, 8.3%, decrease from the FY2019-20 Adopted Budget. The measures the City has put in place to reduce this expenditure are as follows: • Frozen Salaries: o No merit increase o No STEP increases o No cost of living increases • Hiring Freeze: o Holding open positions through next year Supplies: Supplies in the Regional Airport Fund total $12,100, or 14.8% decrease from the prior year. This decrease is reflective of cuts taken City-wide due to the Pandemic. Maintenance & Repair: Maintenance & Repair costs have slightly increased by $7,101, or 11.5%. Utilities/Other Services: This account line has increased by $7,527, or 4.3%. Insurance/Contracts: There is no change in this expenditure from the previous year. Other Expenditures: This category accounts for non -capital items and other general departmental needs. This account has a slight increase of $2,789, or 1.1%. Transfers Out: This account reflects the funds awarded to the City from the CARES Act, $444,057. 373 REGIONAL AIRPORT FUND MISSION The Aviation Division is divided into two Airports, Wichita Falls Regional Airport which is a Part 139 FAA and TSA regulated commercial Airport, and the Kickapoo Downtown Airport which is a General Aviation Airport under TxDOT jurisdiction. The Division has made strides forward in 2018. The Airport Terminal is serviced by American Airline through a subcontract with Envoy. The Airline offers four arrivals and four departures per day with service to Dallas -Fort Worth Airport for connections to other destinations. In 2019, Regional experienced 42,000 enplanements, up 1,000 passengers from last year. In addition, flights experienced a 77% passenger capacity per flight, which is also an increase from last year. Because passenger capacity has increased, staff continues to work with American Airlines to add a 5th flight to the current schedule. During December of 2019, a fifth flight was added for the holiday period. SERVICES PROVIDED • Four arrival and four departures per day with service to Dallas -Fort Worth Airport. • Support and collaborate with Sheppard Air Force Base. • Provide Casino Charters to increase revenue. FY2020 ACCOMPLISHMENTS • Continued and improved working relationship with relationship with planners for major carriers and charter operations. • Created and delivered successful marketing campaign. • Improved Safety Performance, and overall house cleaning. Jon Waltjen Airports Administrator 940-855-3623 jon.waltjen@wichitafallstx.gov CONTACT INFORMATION 374 REGIONAL AIRPORT FUND GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE ESTIMATE TARGETMEASURE Continuing marketing the Airport and Restaurant to regional Updated adds and markets continue to monitor 100% 100% 100% through social Efficiently placement media, Deliver City advertising and Services and speaking Enhance the Wichita Falls engagements. Brand Continuing professional Deliver top of the development, line customer 100% 100% 100% and Customer Service of service Airport Staff. Continue to maintain Efficiently compliance Deliver City All regulations met 100% 100% 100% with FAA and Services and upheld TSA regulations. 375 REGIONAL AIRPORT FUND EXPENDITURES BY CLASSIFICATION FY 2018-19 Actual Expenditures: FY 2020-21 Adopted Personnel Services 146,539 232,693 213,327 Supplies 3,868 14,200 12,100 Maintenance & Repair 35,504 61,602 66,603 Utilities/Other Services 157,482 175,326 182,853 Misc. Revenues 40,707 25,000 25,000 Other Expenditures 1,778,149 260,853 263,642 Other Financing Uses 668,829 673,029 444,057 Total Expenditures 2,831,077 1,442,703 1,207,582 Budget Reductions • Reduction in Personnel Service of $19,366. Reduced Transfers Out by $248,338. This is due to the Care Grant Funding that was awarded to the City's Transit system. �tliC P25 T E S A S PERSONNEL BY JOB TITLE FY 2018-19 City of Wichita Falls, TX FY 2020-21 Administrative Clerk 0.00 1.50 1.50 Airport Lineman 0.00 0.00 0.00 Airport Operations S 1.00 1.00 1.00 Airport Lineman - Temp 0.00 0.00 0.00 Airport Administrator 0.60 0.60 0.60 TOTAL- Regional Airport 1.60 3.10 3.10 *No changes in personnel or FTE from the previous year. 376 REGIONAL AIRPORT FUND City of Wichita Falls, TX Airport Detail By Object Regional FY 2018- FY 2020- Actual Adopted Adopted Expenditures: Salaries - Supervision 42,631 43,013 43,039 Salaries - Clerical 22,059 59,607 34,944 Pool Clerical 0 - 0 Salaries -Operational 42,253 44,509 44,658 Pool Operational 263 45,890 53,800 Overtime 405 - 0 Terminal Pay 2,025 1,500 0 Stability Pay 248 2,420 2,420 Cell Phone Allowance 927 1,080 1,080 FICA 8,660 14,655 9,292 TMRS Retirement 10,174 11,405 15,215 TMRS Year -End Pension 3,893 - 0 Year -End OPEB Adjustme (1,062) - 0 Life Insurance Contrib 104 115 118 Disability Insurance C 78 89 85 Health Insurance Contr 13,880 8,410 8,676 Supplies -Minor Tools a 294 2,300 2,300 Supplies -Minor Furnitu 0 - 0 Supplies -Office 792 2,000 2,000 Supplies -Janitorial 124 400 400 Supplies -Concession 483 1,500 1,500 Supplies -Clothing and 443 4,000 2,500 Supplies -Other 1,732 4,000 3,400 Maint-PC Hardware 1,000 7,800 7,800 Maint-Systems Software 0 - 0 Maint-Heating/Cooling 1,564 3,127 3,127 Maint-Buildings 5,277 11,349 11,350 Maint-Airport 25,451 39,326 44,326 Maint-Other Buildings 2,211 - 0 Services -Telephone 4,445 3,076 4,151 Service -Wireless Phone 2,412 3,000 3,000 Services -Electricity 80,966 81,657 93,293 Services-Elec Airport 2,606 4,000 4,000 Services -Gas 21,898 25,000 22,522 Services-Wtr/Sewer/San 6,145 5,300 5,300 Services -Cable TV 1,626 2,000 2,000 Services -Central Garag 3,931 4,959 8,198 Services -Bank 19,649 23,914 17,104 Services -Audit 4,993 9,920 7,385 377 REGIONAL AIRPORT FUND City of Wichita Falls, TX Airport Detail By Object Regional FY 2018- FY 2020- Actual Adopted Adopted Services -Other Profess 200 400 2,800 Services -Employee Phys 698 600 600 Services -Advertising 7,111 10,000 11,000 Services-Binding/Print 347 500 500 Services -Other Miscell 455 1,000 1,000 Worker's Compensation 10 - 0 Unemployment Compensat 0 - 0 Insurance Expense 40,697 25,000 25,000 Travel Expenses 1,405 4,400 4,400 Education Registration 425 1,500 2,150 Lease Payments 747 1,000 1,000 Memberships 550 900 600 Boards/Local Meetings 45 250 250 Rent-Land/Structures 48,928 49,828 52,862 Public Relation/Promo 4,101 6,000 6,000 Postage/Freight 331 400 400 Matching Contributions 47,652 40,464 40,464 Depreciation Expense 1,875,217 380,000 0 Administrative Overhea 143,537 135,684 141,064 Data Processing Servic 20,210 20,427 14,452 Construction- Engineeri 0 - 0 Machines/Tools/Impleme 0 - 0 Office Furniture/Fixtu 0 - 0 Signs 0 - 0 Capital Asset Contra E 0 - 0 Construct in Progress 0 - 0 Oper Transfer -Other 303,829 293,029 444,057 Operating Transfer-TMR 0 - 0 TOTAL Regional Aiport 2,831,077 1,442,703 1,207,582 378 KICKAPOO AIRPORT FUND Kickapoo Airport Fund: The Kickapoo Airport Fund is an "Enterprise Fund" which is self -supported by user fees. The City's Kickapoo Airport Fund Adopted Budget for the 2020-21 fiscal year totals, $1,022,806. This is a $17,397 decrease from the previous year. The Adopted 2020-21 budget includes a conservative revenue and expenditure projection, which takes into account the ongoing Global COVID-19 Pandemic and its impact on the City. N: � Uic � IT, � 1��5 Revenues Service Charges Intergovernmental Rev Misc. Revenues Transfer In Total Revenues Expenditures Personnel Services Supplies Maintenance & Repair Utilities/Other Services Insurance & Contract Supp. Other Expenditures Capital Improvements Other Financing Uses Total Expenditures Total FY 2018-19 Actual 275 2,138,738 944,612 0 3,083,625 FY 2020-21 • Adopted 120 120 0 0 1,040,083 995,686 0 27,000 1,040,203 1,022,806 286,054 294,051 274,032 477,357 502,930 483,262 4,081 16,970 15,470 103,649 97,695 91,772 24,037 24,000 24,000 95,731 82,057 67,603 (26,106) 22,500 66,667 15,752 0 0 980,555 1,040,203 1,022,806 2,103,070 0 0 379 KICKAPOO AIRPORT FUND REVENUES FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Service Charges 275 120 120 Intergovernmental Rev 2,138,738 0 0 Misc. Revenues 944,612 1,040,083 995,686 Transfer In 0 0 27,000 Total Revenues 3,083,625 1,040,203 1,022,806 Service Charges Intergovernmental Rev Misc. Revenues Transfer In Revenue Discussion: This budget is projecting revenues to be a $17,397, or 1.7% decrease from the previous year. Intergovernmental Revenue: Intergovernmental Rev represents revenue generated from various activities such as Fuel Sales, Hangar Rentals, and Ground Lease Rent. All three of these revenue sources are projected to be slightly decreased from FY2019-20. Transfer In: This account reflects a transfer of Cash Reserves of $27,000. 380 KICKAPOO AIRPORT FUND EXPENDITURES (lV�C�it jQ �ll� Expenditures: Personnel Services Supplies Maintenance & Repair Utilities/Other Services Insurance & Contract Supp. Other Expenditures Capital Improvements Other Financing Uses Total Expenditures 1% 0% 4# FY 2018-19 Actual FY 2020-21 Adopted 286,054 294,051 274,032 477,357 502,930 483,262 4,081 16,970 15,470 103,649 97,695 91,772 24,037 24,000 24,000 95,731 82,057 67,603 (26,106) 22,500 66,667 15,752 0 0 980,555 1,040,203 1,022,806 ■ Personnel Services ■ Supplies ■ Maintenance & Repair ■ Utilities/Other Sery ■ Misc. Revenues ■ Other Expenditures ■ Capital Improvements ■ Other Financing Uses Personnel Services: As indicated in the charts above Personnel Services accounts for 27% of all expenditures in the Kickapoo Airport Fund. The Adopted Budget has a $20,019, 6.8%, decrease from the FY2019-20 Adopted Budget. The measures the City has put in place to reduce this expenditure are as follows: • Frozen Salaries: o No merit increase 381 KICKAPOO AIRPORT FUND o No STEP increases o No cost of living increases Hiring Freeze: c Holding open positions through next year Supplies: Supplies in the Regional Airport Fund total $483,262, or 3.9% decrease from the prior year. This decrease is reflective of cuts taken City-wide due to the Pandemic. Maintenance & Repair: Maintenance & Repair costs have slightly decreased by $1,500, or 8.8%. Utilities/Other Services: This account line has decreased by $5,923 or 6.1%. Insurance/Contracts: There is no change in this account from the previous year. Other Expenditures: This category accounts for non -capital items and other general departmental needs. This account has a decrease of $14,454, or 17.6%. Capital Improvements: Capital Improvement expenditures increase to build new three new hangars at the airport. This was an increase of $44,167, or 196%. 382 KICKAPOO AIRPORT FUND MISSION Kickapoo Downtown Airport has 38 City -owned and 30 privately owned hangars that currently house 90 based aircraft. The Airport is self-sufficient, and does not subsidize from the City General Fund for offsets. The services at Kickapoo Airport include fueling and towing of aircraft, general maintenance of hangers, to mowing and upkeep of the airfield. In 2019 the Airport has provided 69,275 gallons of 100LL (Avgas) and 104,003 gal of Jet Fuel. The airport also provides courtesy cars for transient customers. The Airport has seen an average of 10 transients and 30 home based Aircraft operating per day, in which we would provide some type of service. This Airport has all LED Airport Lighting. SERVICES PROVIDED • Fueling and towing of Aircraft, hangar/land leases. • Hangar/land leases • Airport maintenance • Provides courtesy cars for transient customers. FY2020 ACCOMPLISHMENTS • Replaced courtesy cars to enhance customer experience. • Continued professional development, and customer service of airport Staff. • Improved safety performance, and overall house cleaning. Jon Waltjen Airports Administrator 940-855-3623 jon.waltjen@wichitafallstx.gov CONTACT INFORMATION 383 KICKAPOO AIRPORT FUND GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE MEASURE ESTIMATE TARGET Replace Replace with mid -size 100% 100% 100% courtesy cars SUVs Continuing marketing the Efficiently Use social media, Airport and Deliver City advertising and services to Services and speaking 100% 100% 100% regional Enhance the engagements markets Wichita Falls Brand Continuing professional development, Cross train Lineman to and Customer learn clerk duties 100% 100% 100% Service of Airport Staff. EXPENDITURES BY CLASSIFICATION N: � Uic(I ��s FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 286,054 294,051 274,032 Supplies 477,357 502,930 483,262 Maintenance & Repair 4,081 16,970 15,470 Utilities/Other Services 103,649 97,695 91,772 Insurance & Contract Supp. 24,037 24,000 24,000 Other Expenditures 95,731 82,057 67,603 Capital Improvements (26,106) 22,500 66,667 Other Financing Uses 15,752 0 0 Total Expenditures 980,555 1,040,203 1,022,806 Budget Summary • Personnel Services reduced by $20,019, Supplies reduced by $39,687, Utilities/Other Services reduced by $5,923, and Other Expenditures reduced by $14,454. • Capital Improvements increased due to the building of three new hangars at Kickapoo Airport. This was an increase of $44,167 from the previous year. 384 KICKAPOO AIRPORT FUND S � � Uic�,T., 145 xns PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 MKAIKI l FY 2020-21 Airport Lineman 2.00 2.00 2.00 Airport Operations S 1.00 1.00 1.00 AP Lineman - Temp 0.00 0.00 0.00 Lead Airport Lineman 1.00 1.00 1.00 Airport Administrator 0.40 0.40 0.40 TOTAL- Kickapoo Airport 4.40 4.40 4.40 *No changes in personnel or FTE from the previous year. 385 KICKAPOO AIRPORT FUND City of Wichita Falls, TX Airport Detail By Object Kickapoo FY 2018- FY 2020- Actual Adopted Adopted Expenditures: Salaries - Supervision 26,662 28,676 28,679 Salaries - Clerical 2,887 - 0 Pool Clerical 0 - 0 Salaries -Operational 144,857 134,347 170,737 Pool Operational 3,763 49,636 0 Overtime 7,775 1,020 1,200 Terminal Pay 11 1,500 0 Stability Pay 2,860 3,630 2,420 Cell Phone Allowance 435 360 360 FICA 14,085 12,174 12,126 TMRS Retirement 20,685 31,657 27,559 TMRS Year -End Pension 25,995 - 0 Year -End OPEB Adjustme (2,882) - 0 Life Insurance Contrib 205 210 216 Disability Insurance C 154 160 157 Health Insurance Contr 38,170 30,681 30,059 HSA Contributions-Empl 391 - 518 Supplies -Minor Tools a 1,331 2,525 2,063 Supplies -Office 471 1,500 1,200 Supplies -Janitorial 740 1,250 1,250 Supplies -Concession 620 2,000 2,000 Supplies -Catering Food 0 200 500 Supplies-Botanical/Agr 725 1,000 1,000 Supplies -Clothing and 1,896 2,000 2,000 Supplies-Kickapoo Fuel 468,492 487,655 468,449 Supplies-Kickapoo Maps 1,777 3,600 3,600 Supplies -Other 1,305 1,200 1,200 Mai nt-Machine/Tools/Im 333 1,500 1,500 Maint-Radios 0 950 950 Maint-Meters 0 - 0 Maint-PC Hardware 1,887 2,500 2,500 Maint-Heating/Cooling 127 1,500 1,500 Maint-Buildings 1,584 4,020 4,020 Maint-Other Buildings 150 6,500 5,000 Services -Telephone 8,412 8,802 9,703 Service -Wireless Phone 0 1,300 1,300 Services -Electricity 13,882 12,000 15,996 Services -Elect Airport 9,998 10,000 10,000 Services -Gas 1,429 3,100 1,470 386 KICKAPOO AIRPORT FUND City of Wichita Falls, TX Airport Detail By Object Kickapoo FY 2018- FY 2020- Actual Adopted Adopted Services-Wtr/Sewer/San 2,429 2,000 2,000 Services -Central Garag 49,624 38,175 29,547 Services -Bank 14,873 16,000 16,000 Services -Audit 443 668 655 Services -Other Profess 200 1,000 1,000 Services -Employee Phys 2,256 2,000 2,000 Services -Advertising 80 1,550 1,001 Services-Binding/Print 22 100 100 Services -Other Miscell 0 1,000 1,000 Worker's Compensation 0 - 0 Unemployment Compensat 0 - 0 Insurance Expense 24,037 23,000 23,000 Claims and Settlements 0 1,000 1,000 General Liability Clai 0 - 0 Travel Expenses 1,780 2,400 2,400 Education Registration 255 1,500 1,500 Lease Payments 1,987 1,850 1,850 Memberships 0 300 300 Boards/Local Meetings 0 300 300 Public Relation/Promo 900 1,000 1,000 Postage/Freight 344 500 500 Matching Contributions 39,191 24,000 10,000 Depreciation Expense 0 - 0 Administrative Overhea 32,982 32,034 32,811 Data Processing Servic 18,292 18,173 16,942 Buildings 0 - 66,667 Construction- Engineeri (41,860) - 0 Motor Vehicles 15,754 22,500 0 Capital Asset Contra E 0 - 0 Construct in Progress 0 - 0 Oper Transfer -Other 15,754 - 0 Operating Transfer-TMR 0 - 0 TOTAL Kickapoo Aiport 980,555 1,040,203 1,022,806 387 FLEET MAINTENANCE FUND Fleet Maintenance Fund: The Fleet Maintenance Fund is an "Internal Service Fund" and is responsible for the maintenance and replacement of the City's fleet of vehicles and equipment. The budget for the Fleet Maintenance Fund is $10,338,181. This is a decrease of $361,672, or 3.4%, from the previous year. The Adopted 2020-21 budget includes a conservative revenue and expenditure projection, which takes into account the ongoing Global COVID-19 Pandemic and its impact on the City. 1; z � Uic � IT, � 71* FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenue Service Charges 10,194,007 10,575,426 10,250,181 Misc. Revenues (104,694) 88,000 88,000 Transfer In 3,733,712 36,427 0 Total Revenues 13,823,025 10,699,853 10,338,181 Expenditures Personnel Services 2,163,511 2,210,589 2,203,879 Supplies 3,003,791 3,300,177 3,068,695 Maintenance & Repair 2,105,807 1,964,425 1,976,805 Utilities/Other Services 68,101 74,383 71,614 Insurance & Contract Supp. 50,984 159,400 127,552 Debt Expenditures 44,339 474,922 475,815 Other Expenditures 3,998,506 199,008 199,348 Capital Improvements 0 2,004,948 1,902,473 Other Financing Uses 312,000 312,000 312,000 Total Expenditures 11,747,039 10,699,853 10,338,181 Total 2,075,985 0 0 388 FLEET MAINTENANCE FUND REVENUES 1; z � Uic �,T, � 71* City of Wichita Falls, TX FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenue County Vehicle Maintenance 245,571 260,000 299,724 MPEC Vehicle Maintenance 5,091 8,000 14,319 Golf Course Vehicle Maint. 16,653 15,000 16,377 Volunteer Fire Department Fuel Sales 13,464 7,000 9,711 WCWID#2 Fuel Sales 4,622 4,000 3,857 Region Public Trans Fuel Sales 43,560 68,000 54,047 Vernon College Law Enforcement 0 1,000 160 Central Garage Services 9,584,656 9,844,944 9,483,500 Transit Garage Services 280,390 367,482 368,486 Office Space Rental 12,000 12,000 12,000 Sale of Fixed Assets 159,026 75,000 75,000 Sale of Junk 0 1,000 1,000 Gain/Loss Sale of Fixed Assets (289,267) 0 0 Operating Transfers In 3,733,712 36,427 0 Reimbursement -Prior Years Expense 13,548 0 0 Total Revenues 13,823,025 10,699,853 10,338,181 Revenue Key Points: County Vehicle Maintenance: The City's Fleet Maintenance Division also provides fleet services such as maintenance and repair, and fuel sales to Wichita County and it serves as significant source of revenue for the Fleet Maintenance Fund. The City is projecting this revenue to increase by $39,724, or 15.3%. Central Garage Services: This is an internal service transfer -in from a combination of the General, Sanitation, Water & Sewer, and Storm Water Fund to keep the City's vast fleet of vehicles and equipment operational. The $361,444 (3.7%) decrease is due to the significant drop in average fuel prices. Operating Transfers In: A Transfer In will not be needed in the FY2020-21 budget. 389 FLEET MAINTENANCE FUND Reimbursement -Pr Years Expense Operating Transfers In Gain/Loss Sale of Fixed Assets Sale of Junk Sale of Fixed Assets Office Space Rental Transit Garage Services Central Garage Services Vernon Coll Law Enforc Region Public Trans Fuel Sales WCWID#2 Fuel Sales Volunteer Fire Dept Fuel Sales Golf Course Vehicle Maint MPEC Vehicle Maintenance County Vehicle Maintenance 0 2,000,000 4,000,000 6,000,000 8,000,000 EXPENDITURES ■ 2020-21 ■ 2019-20 ■ 2018-19 10,000,000 FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 2,163,511 2,210,589 2,203,879 Supplies 3,003,791 3,300,177 3,068,695 Maintenance & Repair 2,105,807 1,964,425 1,976,805 Utilities/Other Services 68,101 74,383 71,614 Insurance & Contract Supp. 50,984 159,400 127,552 Debt Expenditures 44,339 474,922 475,815 Other Expenditures 3,998,506 199,008 199,348 Capital Improvements 0 2,004,948 1,902,473 Other Financing Uses 312,000 312,000 312,000 Total Expenditures 11,747,039 10,699,853 10,338,181 390 FLEET MAINTENANCE FUND FY21 FLEET MAINTENANCE FUND EXPENDITURES BY CLASSIFICATION 3% ■ Personnel Services ■ Supplies ■ Maintenance & Repair 2% ■ Utilities/Other Sery ■ Misc. Revenues 1%—/ ■ Debt Expenditures 1% ■ Other Expenditures ■ Capital Improvements Other Financing Uses Personnel Services: As indicated in the charts above Personnel Services accounts for 21% of all expenditures in the Fleet Maintenance Fund. The Adopted Budget has a $6,710, 0.3%, decrease from the FY2019-20 Adopted Budget. The measures the City has put in place to reduce this expenditure are as follows: • Frozen Salaries: o No merit increase o No STEP increases o No cost of living increases • Hiring Freeze: o Holding open positions through next year Supplies: Supplies in the Regional Airport Fund total $3,068,695, which is a $231,482 decrease from the prior year. This decrease is reflective of cuts taken City-wide due to the Pandemic. Maintenance & Repair: Maintenance & Repair costs have slightly increased by $12,380, or 0.6%. Utilities/Other Services: This account line has decreased by $2,769 or 3.7%. Insurance/Contracts: Insurance & Contracts expenses have decreased by $31,848, or 20%. Debt Expenditures: This category accounts for debt service of $475,815. Detailed information about debt issued by the City of Wichita Falls, can be found online, or by visiting the City Clerk's Office, in the City's Audited Comprehensive Annual Financial Report. Other Expenditures: Slight variance in this account from the previous year of $340. Capital Improvements: Capital Improvement expenditures decreased by $102,475, or 5.1%. Other Financing Uses: There is no change in this account from the previous year. 01 FLEET MAINTENANCE FUND MISSION Fleet Maintenance impacts every division in the City organization. If Fleet Maintenance fails to do its job, then equipment is not available for customer divisions to do theirs. Fleet Maintenance maintains and repairs all motorized equipment owned by the City. This includes mowers, police cars, fire trucks, and trash trucks, just to identify a few types. In addition to vehicle repairs, Fleet Maintenance provides welding support for all internal and external customers. In 2019, the following number of work orders for equipment repair/maintenance were opened in each functional area: • Main Shop: 2,762 • Service Station: 3,272 • Small Engine: 1,216 • Fire Equipment: 203 • Infield Service 94 There are 753 road -registered vehicles in the City's fleet, and 999 non -road units (small equipment, landfill equipment, etc.). In addition, there are 175 vehicles that are repaired and maintained for Wichita County. Major equipment overhauls were completed in the field at the Landfill. Staff spent $130,000 on an overhaul of the undercarriage and tracks of the D 9 dozer at the Landfill. In addition, $30,000 was spent overhauling a transmission on a frontend loader for Street Department. These projects extended the life span of some of the City of Wichita Falls' most expensive equipment by another eight years, and the work was much more cost effective than buying replacement equipment for these two units. Sanitation Collections and the Landfill are Fleet Maintenance's two biggest customers, followed by the Fire and Police Departments. SERVICES PROVIDED • Provides full fueling and automotive service operations for the City of Wichita Falls. • Inspects taxicabs and wreckers, as well as provides taxi permit services. • Provides repair and maintenance services. • Small engine repair. • Provide fueling and automotive services for Wichita County Sheriff and other agencies. �'f►��f��L�KK�I► I»[.9:1 A11101W • Purchase and starting to install upgrade to Fuel System at Central. • Upgraded the Fleet Software. Wade Looney Central Services Superintendent 940-761-7931 wade.looney@wichitafaIlstx.gov CONTACT INFORMATION ON FLEET MAINTENANCE FUND GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE 2018-19ACTUAL ESTIMATE TARGETMEASURE Training room, add HVAC Units Complete hook-up Project completed 25% 50% 100% salvaged and fully functional. from old radio shop Install a walk through door on West wall ofshop 0% 25% 100% between bay 5 and 6. Complete install Project completed and fully functional. Covered awning on West fence 0% 0% 100% to cover metals and cylinders EXPENDITURES BY CLASSIFICATION 1; z � Uic �,T' � 725 FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 2,163,511 2,210,589 2,203,879 Supplies 3,003,791 3,300,177 3,068,695 Maintenance & Repair 2,105,807 1,964,425 1,976,805 Utilities/Other Serv. 68,101 74,383 71,614 Insurance & Contract Supp. 50,984 159,400 127,552 Debt Expenditures 44,339 474,922 475,815 Other Expenditures 3,998,506 199,008 199,348 Capital Improvements 0 2,004,948 1,902,473 Other Financing Uses 312,000 312,000 312,000 Total Expenditures 11,747,039 10,699,853 10,338,181 Budget Reductions • Decrease in fuel costs (diesel and unleaded fuels) • Capital Improvements had a significant decrease of $102,475. This is due to Departments foregoing vehicle replacements until the following fiscal year. 393 FLEET MAINTENANCE FUND PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Administrative Secretary 1.00 1.00 1.00 Auto Services Coordinator 1.00 1.00 1.00 Automotive Mechanic 16.00 16.00 16.00 Automotive Service 6.00 6.00 6.00 Central Service Super. 1.00 1.00 1.00 Fire Equipment Mechanic 2.00 2.00 2.00 Landfill Mechanic 1.00 1.00 1.00 Lead Auto Service Worker 1.00 1.00 1.00 Senior Admin Clerk 1.00 1.00 1.00 Store Clerk 2.00 2.00 2.00 Warehouse Supervisor 1.00 1.00 1.00 Welder 2.00 2.00 2.00 Dir. Of Aviation, Traffic & Transportation 0.85 0.85 0.85 TOTAL- Fleet Maintenance 35.85 35.85 35.85 *No changes in personnel or FTE from the previous year. 394 FLEET MAINTENANCE FUND Expenditures: Salaries - Supervision PT Permanent Supervisi Salaries - Clerical Salaries -Operational Pool Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement TMRS Year -End Pension Year -End OPEB Adjustme Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Motor Vehicle Supplies -Motor Vehicle Supplies -Small Engine Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Physician Supplies -Janitorial Supplies -Clothing and Supplies-Periodicals/S Supplies -Container Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-Motor Vehicles Maint-Machine/Tools/Im Maint-Radios Maint-PC Hardware Maint-Systems Hardware Maint-PC Software Maint-Systems Software City of Wichita Falls, TX Expenditure Detail by Object Fleet Maintenance FY 2018-19 FY 2020-21 Actual • • • Adopted 179,148 174,927 173,369 0 0 0 68,255 70,565 70,574 1,151,128 1,249,217 1,212,183 0 0 0 19,200 7,880 12,000 18,474 0 0 36,742 34,155 33,083 2,148 1,440 2,160 108,509 109,791 105,020 191,971 222,611 244,973 99,059 0 0 (26,345) 0 0 1,895 1,935 1,925 1,432 1,470 1,379 310,999 335,591 345,659 894 1,008 1,554 504,161 592,887 632,805 2,347,452 2,496,600 2,228,000 29,212 32,760 28,870 14,046 17,700 18,400 105 0 141 2,914 6,000 6,075 644 3,000 3,500 120 0 0 0 100 100 8,957 10,220 10,420 0 300 300 2,664 14,400 15,000 0 0 0 3,881 11,514 8,888 89,636 114,696 116,196 2,040,602 1,894,393 1,894,343 8,302 10,500 13,800 0 200 450 0 0 0 0 500 500 0 300 300 19,726 22,500 30,000 395 FLEET MAINTENANCE FUND Maint-Heating/Cooling Maint-Reservoirs/Tanks Maint-Buildings Maint-Central Garage Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas Services-Wtr/Sewer/San Services -Bank Services -Audit Services -Other Profess Services -Employee Phys Services-Binding/Print Worker's Compensation Unemployment Compensat Insurance Expense Claims and Settlements General Liability Clai Bond Principal Payment Bond Interest Payments Travel Expenses Education Registration Lease Payments Memberships Rent -Equipment Postage/Freight Depreciation Expense Administrative Overhea Data Processing Servic Landscape/Trees/Shrubs Buildings Motor Vehicles Machines/Tools/Impleme Pumps/Motors PC Computer Equipment Capital Asset Contra E Construct in Progress Other Machinery and Eq Oper Transfer -General City of Wichita Falls, TX Expenditure Detail by Object Fleet Maintenance FY 2018-19 MET • I FY 2020-21 Actual IT • • •■ Adopted 7,656 5,000 5,000 8,567 8,800 8,800 9,682 10,000 9,440 11,273 12,232 14,172 5,436 6,731 5,841 1,259 2,600 360 22,357 24,500 24,500 8,186 7,500 8,419 9,869 7,000 7,000 8,169 7,988 8,351 2,538 9,564 9,293 0 0 0 9,354 7,800 7,150 933 700 700 43,729 155,000 126,052 1,229 800 1,500 4,912 3,600 0 0 0 0 1,114 0 0 0 474,922 440,000 44,339 0 35,815 6,098 5,400 8,400 3,480 6,000 5,100 1,473 1,575 1,575 436 780 750 0 0 0 2,066 1,250 1,250 3,793,772 0 0 171,622 165,024 162,262 19,560 18,979 20,011 0 0 0 5,190 32,300 41,900 1,735,228 1,887,000 1,832,323 16,974 0 28,250 0 0 0 0 6,000 0 (1,806,447) 0 0 0 0 0 49,055 79,648 0 312,000 312,000 312,000 01.1 FLEET MAINTENANCE FUND Operating Transfer-TMR TOTAL Fleet Maintenance City of Wichita Falls, TX Expenditure Detail by Object Fleet Maintenance FY 2018-19 FY 2020-21 Actual • • • Adopted 0 0 11,747,039 10,699,853 10,338,181 0yA INFORMATION TECHNOLOGY FUND 1; � Uic 4 k R S 9!4 Revenues: Service Charges Misc. Revenues Transfer In Total Revenues Expenditures: Personnel Services Supplies Maintenance & Repair Utilities/ Other Service Insurance & Contract Supp. Other Expenditures Capital Improvements Other Financing Uses Total Expenditures Total FY 2018-19 Arti m l 3,671,148 3,584,439 (679) 0 13,429 3,670,469 3,597,868 1,149,400 1,247,540 219,843 239,644 863,556 820,693 168,103 191,826 15 0 745,765 25,365 (188,169) 676,500 0 396,300 2,958,513 3,597,868 711,955 0 FY 2020-21 Adopted 3,813,581 0 0 3,813,581 1,238,424 179,144 977,750 118,127 0 885,036 415,100 0 3,813,581 0 398 INFORMATION TECHNOLOGY FUND REVENUES 1; � Uic � IT, � 71�5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues: Service Charges 3,671,148 3,584,439 3,813,581 Misc. Revenues (679) 0 0 Transfer In 13,429 0 Total Revenues 3,670,469 3,597,868 3,813,581 Service Charges: Revenue from Service Charges have an increase of $229,142 due to increase demand citywide of technology and software. All departments have been implementing new technology and upgraded software to enhance and increase efficiency while providing city services. EXPENDITURES �ic�r� 1 �1i5 x E x R 5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 1,149,400 1,247,540 1,238,424 Supplies 219,843 239,644 179,144 Maintenance & Repair 863,556 820,693 977,750 Utilities/ Other Services 168,103 191,826 118,127 Insurance & Contract Supp. 15 0 0 Other Expenditures 745,765 25,365 885,036 Capital Improvements (188,169) 676,500 415,100 Other Financing Uses 0 396,300 0 Total Expenditures 2,958,513 3,597,868 3,813,581 399 INFORMATION TECHNOLOGY FUND 0% C ■ Personnel Services ■ Supplies ■ Maintenance & Repair ■ Utilities/ Other Sery ■ Insur & Contr Supp ■ Other Expenditures ■ Capital Improvements ■ Other Financing Uses Personnel Services: As indicated in the charts above Personnel Services accounts for 332% of all expenditures in the Information Technology Fund. The Adopted Budget has a $9,116, 7%, decrease from the FY2019-20 Adopted Budget. The measures the City has put in place to reduce this expenditure are as follows: • Frozen Salaries: o No merit increase o No STEP increases o No cost of living increases • Hiring Freeze: o Holding open positions through next year Supplies: Supplies expense has decreased $60,500, or 25.2%. This is reflective of cuts citywide in response to the Global Pandemic. Maintenance & Repair: Maintenance and repair expense have increased $157,057, or 19.1%. This is due to an increase of more efficacious software and technology enhancements citywide. Utilities/Other Services: This account line has decreased by $73,699 or 38.4%. A decrease of utility costs makes up the majority of this reduction. Insurance/Contracts: There is no change in this account from the previous year. Other Expenditures: This account increased by $859,671 from the previous year. This is due to an expenditure for $861,371.16 for Budget Contingency. Capital Improvements: Capital Improvements decreased by $261,400 due to a large capital project completed in the previous year. Other Financing Uses: In the previous year a transfer to fund balance of $396,300 occurred. Doff INFORMATION TECHNOLOGY FUND MISSION The Information Technology Division maintains all computer, voice, and data network systems, while providing day-to-day support for the City's staff. We also assist departments with research and specification development for new application and hardware requirements in conjunction with numerous special projects during the year. This division is staffed with 17 full time positions. SERVICES PROVIDED • Annual PC replacement. • Provide support for the following: • Cybersecurity awareness training. • Wired and wireless network monitoring, support, and upgrades. • Desktop and end user support. • Enterprise level application support. • 24x7 support to the Public Safety sector's data network and voice radio system. • Phone system support. • Citywide project management • Completed the Tyler Munis (Finance, HR, & Payroll) and Executime (Timekeeping) project. • Completed the Central Square CAD/Mobile/Records project. • Completed the Tyler Brazos eCitation project. • Deployed new mobile environment equipment in the Public Safety vehicles. • Deployed new enterprise data backup solution. • Converted outgoing voice communication from analog to digital for increased features and a significant cost savings. • Replaced a multitude of aging servers and network equipment. Derek Brown IT Administrator 940-761-7425 derek.brown@wichitafallstx.gov CONTACT INFORMATION 11 9] 1 INFORMATION TECHNOLOGY FUND GOALS & PERFORMANCE MEASURES EXPENDITURES BY CLASSIFICATION Uic�IT, 171 �5 FY 2018-19 Actual Expenditures: FY 2020-21 Adopted Personnel Services 1,149,400 1,247,540 1,238,424 Supplies 219,843 239,644 179,144 Maintenance & Repair 863,556 820,693 977,750 Utilities/ Other Services 168,103 191,826 118,127 Insurance & Contract Supp. 15 0 0 Other Expenditures 745,765 25,365 885,036 Capital Improvements (188,169) 676,500 415,100 Other Financing Uses 0 396,300 0 Total Expenditures 2,958,513 3,597,868 3,813,581 Budget Summary • The 2019-20 revised budget included $1.3 million for the new Public Safety Computer Aided Dispatch and Records Management System. • The Information Technology expenditures increased by $215,713. However, IT revised their budget in the 2019-20 fiscal year that had increased their total budget significantly. ei1ya INFORMATION TECHNOLOGY FUND 1; Z � Uic �, T., X 45 PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 iFY 2020-21 Bus Sys Analyst 1.00 1.00 1.00 Database Application 2.00 2.00 2.00 GIS Application Coordinator 1.00 1.00 1.00 Help Desk Technician 1.00 1.00 1.00 It Administrator 1.00 1.00 1.00 Microcomputer System 1.00 1.00 0.00 Network Analyst 0.00 0.00 2.00 Network Coordinator 2.00 2.00 2.00 Network/Data Base Ma 1.00 1.00 0.00 PC Analyst 3.00 3.00 4.00 Radio System Technic 2.00 2.00 1.00 Systems Application 1.00 1.00 2.00 Director of IT & Facilities 1.00 0.00 0.00 TOTAL- Information Technology 17.00 16.00 17.00 *Adjusted position descriptions for (2) positions to Network Analyst. *In FY 2019-20, a position was omitted by mistake. Council action reinstated the position. There is no increase in overall position total C[IN INFORMATION TECHNOLOGY FUND lz:�U I , , I Expenditures: Salaries - Supervision Salaries -Operational Pool Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement TMRS Year -End Pension Year -End OPEB Adjustme Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Motor Vehicle Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies -Physician Supplies -Mechanical Supplies -Personal Comp Supplies -System Softwa Supplies -PC Software Supplies -Other Maint-Motor Vehicles Maint-Radios Maint-PC Hardware Maint-Systems Hardware Maint-PC Software Maint-Systems Software Maint-Other Equipment Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas Services -Central Garag Services -Employee Phys Services -Advertising City of Wichita Falls, TX Expenditure Detail by Object Information Technology FY 2018-19 FY 2020-21 Actual Adopted 191,975 143,046 143,926 585,548 761,673 731,909 2,052 0 0 3,824 0 0 18,061 0 0 13,861 13,723 12,513 726 0 720 60,104 63,373 63,842 105,078 134,036 148,633 29,490 0 0 (14,059) 0 0 1,027 1,065 1,173 665 766 701 147,475 126,492 130,287 3,574 3,366 4,720 0 0 0 285 4,530 4,530 2,801 1,012 1,012 6,479 13,800 13,800 0 0 0 0 500 500 40,463 159,660 109,000 165,783 0 0 2,599 51,812 41,672 1,433 8,330 8,630 6,919 10,400 11,200 30,901 26,300 26,300 19,741 21,700 34,500 68,716 86,600 90,200 91,105 102,450 114,925 644,241 571,646 698,980 2,002 1,597 1,645 61,976 53,000 5,300 99,813 101,707 101,707 0 0 0 1,163 0 0 2,327 3,236 3,795 639 0 0 0 0 0 ['90 INFORMATION TECHNOLOGY FUND U City of Wichita Falls, TX Expenditure Detail by Object Information Technology FY 2018-19 FY 2020-21 Actual Adopted Adopted Services-Binding/Print 836 1,000 1,000 Services -Subcontractor 405 0 0 Services -Subcontractor 945 32,883 6,325 Worker's Compensation 0 0 0 Insurance Expense 15 0 0 Travel Expenses 10,043 13,650 12,200 Education Registration 8,111 10,315 10,065 Memberships 470 400 400 Postage/Freight 1,125 1,000 1,000 Depreciation Expense 745,765 0 0 Budget Contingency 0 0 861,371 Other System Improveme (71,644) 19,500 19,500 PC Computer Equipment 279,131 657,000 395,600 Radios 0 0 0 Capital Asset Contra E (415,473) 0 0 Construct in Progress 0 0 0 Other Machinery and Eq 0 0 0 Oper Transfer -Other 0 396,300 0 Operating Transfer-TMR 0 0 0 TOTAL Information Technology 2,958,514 3,597,868 3,813,581 Cifl7 TRANSIT FUND Transit Fund: The Transit Fund is an "Enterprise Fund" that is, forth e majority, funded through Federal and State Grants. A small subsidy from the General Fund is then used to cover any remaining expenditures. However, due to legislation passed in response to the Global Pandemic City Transit Operations will be subsidized with the CARES Act Funds through the Federal Transportation Administration (FTA). The Transit Fund budget is $2,456,002, which is a $418,607 decrease from the previous year. FY 2018-19 FY 2020-21 Actual Adopted Adopted Revenues Service Charges 446,478 523,000 539,000 Intergovernmental Rev 2,719,179 2,219,604 1,884,902 Misc. Revenues 52,330 7,300 32,100 Transfer In 440,496 124,705 0 Total Revenues 3,658,482 2,874,609 2,456,002 Expenditures Personnel Services 1,552,033 1,479,939 1,352,400 Supplies 424,341 444,776 481,862 Maintenance & Repair 244,536 304,612 311,956 Misc. Revenues 174,478 87,764 150,545 Insur & Contr Supp 15,143 77,000 72,750 Other Expenditures 245,638 80,518 86,489 Capital Improvements 0 400,000 0 Other Financing Uses 1,280,700 0 0 Total Expenditures 3,936,870 2,874,609 2,456,002 Total (278,388) 0 0 Ci11:. TRANSIT FUND REVENUES Revenues Service Charges Intergovernmental Rev Misc. Revenues Transfer In Total Revenues 1 0/ Revenue Key Points: FY 2018-19 Actual 446,478 2,719,179 52,330 440,496 3,658,482 523,000 2,219,604 7,300 124,705 2,874,609 FY 2020-21 Adopted 539,000 1,884,902 32,100 0 2,456,002 ■ Service Charges ■ Intergovernmental Rev ■ Misc. Revenues Transfer In Transfer In: This account reflects the General Fund transfer to subsidize the remaining expenditures in the Transit Fund. This Transfer In will not be needed in the FY2020-21 budget due to CARES Act funds being allocated to cover operations. ei1yA TRANSIT FUND EXPENDITURES �Pf5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures Personnel Services 1,552,033 1,479,939 1,352,400 Supplies 424,341 444,776 481,862 Maintenance & Repair 244,536 304,612 311,956 Misc. Revenues 174,478 87,764 150,S4S Insur & Contr Supp 15,143 77,000 72,750 Other Expenditures 245,638 80,518 86,489 Capital Improvements 0 400,000 0 Other Financing Uses 1,280,700 0 0 Total Expenditures 3,936,870 2,874,609 2,456,002 0% 0% ■ Personnel Services ■ Supplies ■ Maintenance & Repair ■ Misc. Revenues ■ Insur & Contr Supp ■ Other Expenditures ■ Capital Improvements ■ Other Financing Uses e96] TRANSIT FUND Personnel Services: As indicated in the charts above Personnel Services accounts for 55% of all expenditures in the Fleet Maintenance Fund. The Adopted Budget has a $127,539, 8.6%, decrease from the FY2019-20 Adopted Budget. The measures the City has put in place to reduce this expenditure are as follows: • Frozen Salaries: o No merit increase o No STEP increases o No cost of living increases • Hiring Freeze: o Holding open positions through next year Supplies: Supplies in the Regional Airport Fund total $481,862, which is a $37,086 increase from the prior year. Maintenance & Repair: Maintenance & Repair costs have slightly increased by $7,344, or 2.4%. Utilities/Other Services: This account line has increased by $62,781 or 71.5%. This is due to a cost of the GPS/AVL System and Delerrok Touch Pass electronic fare system ($69,000). Integral systems that allow the buses to run smoothly and efficiently. Insurance/Contracts: Insurance & Contracts expenses have decreased by $4,250, or 5.5%. Other Expenditures: This account increased from the previous year by $5,971. Capital Improvements: Capital Improvement expenditures decreased by $400,000. This is due to the completion of the new Transit Center in the previous year. Other Financing Uses: There is no change in this account from the previous year. 11OR TRANSIT FUND MISSION Wichita Falls Transit System (FaIlsRide) total passenger trips saw a slight increase from 440,000 the previous year to approximately 446,000 in 2019. FaIlsRide completed 618,000 revenue miles in delivering public transportation services at an average cost of $4.56 per revenue mile. The General Fund subsidy, however, was less than $20,229 for the year or 4.54 cents per passenger. Passenger fares contributed to the revenue stream at an amount of $280,000. The largest contributor to passenger trips continues to be the Mustangs Shuttle route. This public route provides shuttle service to Midwestern State University (MSU) and Vernon College students, and was implemented in August of 2011. The route averages nearly 17,000 passengers per month, Monday through Friday, and this service is subsidized through a partnership with MSU. A second service was added during 2016 to serve MSU's students that do not have their own transportation. This service, called the MESA route (Meals, Entertainment, Shopping, Activities), shuttles the students to area businesses that are outside their walking distance. MSU contributes approximately $75,000 annually for these services. FaIlsRide also introduced the Night Crawler route in January 2019. The Night Crawler route had an initial partnership with Work Services Corporation that subsidized the local match for $8,000 for their clients to ride the service. The Night Crawler route was open to the public in March 2019 with an increase in passenger ridership each month, which also included an increase in fare revenue. The Night Crawler route also developed partnerships with local nonprofit organizations, and these organizations began purchasing Night Crawler passes and/or rides for their clients. SERVICES PROVIDED • Public Transportation • Local advertising sales • Grocery Cart Service • After Hours (Night Crawler) Service FY2020 ACCOMPLISHMENTS • Phase 1 of Administrative/Maintenance Facility began February 2020. • Travel Center restroom addition. • Two 29' low -floor heavy-duty buses added to fleet. Jenny Stevens Public Transportation 940-761-7921 jenny.stevens@wichitafallstx.gov CONTACT INFORMATION HIC TRANSIT FUND GOALS & PERFORMANCE MEASURES PERFORMANCE GOAL OBJECTIVE 2018-19 ESTIMATE TARGETMEASURE Replace units Updated units to that have provide less down Bus Replacement reached useful time for Contract - Options % % life maintenance Purchase for Allow for ease of delivery for large Forklift shipments at shipments of parts 0% 100% ° 0� new facility. and equipment Allow passengers Travel Center Add an ADA restroom restroom and accommodations Contract 100% 0% Addition waiting area when facility is closed New facility for Admin/Maintenance Begin Phase 1 transportation, Facility of Facility SHARP Lines, DAv Contract 50% 100% and MPO offices Give passengers an Improve option to purchase purchase Kiosk for Electronic availability of passes via kiosk at Central transfer 0% 0% 25% Fare passes at point that are unable Central bus transfer point to get to Travel Center Begin placing Locate areas that 10 shelters shelters need to be Bus Shelter Project per year to replaced and begin Contract 0% SO% replace replacing with all dilapidated metal pre -fabricated shelters shelters Ns TRANSIT FUND EXPENDITURES BY CLASSIFICATION Uick,T., i(s A S Personnel Services Supplies Maintenance & Repair Utilities/Other Sery Insur & Contr Supp Other Expenditures TOTAL Public Transportation Maintenance & Repair Utilities/Other Sery Capital Improvements Other Financing Uses TOTAL Public Transportation Capital Personnel Services Supplies Maintenance & Repair Utilities/Other Sery TOTAL Public Transp Preventive Maint Personnel Services Maintenance & Repair Utilities/Other Sery Capital Improvements TOTAL Public Transportation Planning Personnel Services Supplies Maintenance & Repair Utilities/Other Sery Other Expenditures TOTAL Transit Hub Operations Utilities/Other Sery Capital Improvements Other Financing Uses TOTAL Tran Main Facility State Fund Personnel Services Supplies Maintenance & Repair TOTAL Trolley Rentals City of Wichita Falls, TX FY 2018-19 FY 2020-21 Actual Adopted Adopted 1,300,222 1,052,102 959,653 4,060 3,850 393,402 0 0 0 59,918 61,643 58,217 15,143 77,000 72,750 244,369 79,318 85,289 1,623,711 1,273,913 1,569,312 33,634 0 0 4,035 0 69,000 0 400,000 0 1,262,313 0 0 1,299,982 400,000 69,000 95,481 229,806 192,435 416,139 436,216 81,000 200,179 291,500 294,256 0 720 0 711,798 958,242 567,691 66,509 84,371 81,375 3,023 4,100 3,200 66,272 0 0 0 0 0 135,803 88,471 84,575 89,822 113,660 113,851 4,143 4,710 4,460 7,701 9,012 9,500 21,453 25,401 23,328 1,269 1,200 1,200 124,387 153,983 152,339 22,800 0 0 0 0 0 18,387 0 0 41,187 0 0 0 0 5,086 0 0 3,000 0 0 5,000 0 0 13,086 I'm" TRANSIT FUND Budget Summary • Public Transportation Capital had a decrease of $331,000 to the completion of the City's new Transit Center. • Public Transportation Preventative Maintenance decreased supplies by $355,216. This is mostly due to savings in fuel. • Trolley Rentals has been transferred to the Transit Fund this year. The trolley was originally managed by the MPEC staff. It has a total budget of $13,086. PERSONNEL BY JOB TITLE 1; Z � U(��,Ti,-{t5 ws City of Wichita Falls, TX FY 2018-19 FY 2020-21 Automotive Mechanic 3.00 3.00 3.00 Transit Oper - Temp 0.00 0.00 0.00 Transit Operator 15.00 15.00 15.00 Public Transportation Admin 1.00 1.00 1.00 Transit Operations Supervisor 1.00 1.00 1.00 Dir of Aviation, Traffic & Transp. 0.15 0.15 0.15 TOTAL- Public Transportation 20.15 20.15 20.15 Asst Travel Center Oper 1.00 1.00 1.00 CSR - TF 0.00 0.00 0.00 Customer Service Rep 1.00 1.00 1.00 TOTAL -Transit Hub Operations 2.00 2.00 2.00 *No changes in personnel or FTE from the previous year 111K] TRANSIT FUND Expenditures: Salaries - Supervision Salaries -Operational Pool Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement TMRS Year -End Pension Year -End OPEB Adjustme Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Motor Vehicle Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies-Medical/Drug Supplies -Clothing and Supplies-Periodicals/S Supplies -PC Software Supplies -Other Maint-Motor Vehicles Maint-Machine/Tools/Im Maint-Radios Maint-Systems Software Maint-Buildings Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas Services-Wtr/Sewer/Sa n Services -Bank Services -Audit Services -Other Profess Services -Employee Phys Services -Advertising City of Wichita Falls, TX Expenditure Detail by Object Public Transportation FY 2018-19 FY 2020-21 Actual Adopted Adopted 53,276 62,697 47,331 634,915 522,661 472,414 46,236 102,580 118,581 75,973 32,640 32,000 18,313 3,500 605 7,839 17,519 10,231 318 360 360 61,112 64,161 40,127 95,034 106,755 94,139 191,308 0 0 1,254 0 0 854 744 749 645 561 536 112,775 137,924 142,062 370 0 518 0 0 356,302 35 0 0 0 0 30,000 1,300 1,000 1,500 0 200 200 1,800 2,000 1,500 279 0 500 160 250 3,000 485 400 400 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,589 4,575 4,845 824 420 456 8,482 9,600 9,773 8,186 10,000 8,419 1,254 800 800 2,352 750 724 0 1,648 1,200 23,068 23,400 24,400 10,639 8,000 7,600 628 450 0 ENEI TRANSIT FUND City of Wichita Falls, TX Expenditure Detail by Object Public Transportation FY 2018-19 FY 2020-21 Actual Adopted Adopted Services-Binding/Print 897 2,000 0 Worker's Compensation 2,867 35,000 30,750 Unemployment Compensat 38 0 0 Insurance Expense 5,433 4,000 4,000 Claims and Settlements 0 2,000 2,000 General Liability Clai 6,806 36,000 36,000 Travel Expenses 2,035 2,600 2,600 Education Registration 0 1,000 500 Lease Payments 1,007 1,000 1,025 Memberships 359 450 450 Boards/Local Meetings 0 200 0 Postage/Freight 457 150 200 Depreciation Expense 163,026 0 0 Administrative Overhea 63,863 60,345 70,664 Data Processing Servic 13,623 13,573 9,850 Capital Asset Contra E 0 0 0 Construct in Progress 0 0 0 Other Machinery and Eq 0 0 0 Operating Transfer-TMR 0 0 0 TOTAL Public Transportation 1,623,711 1,273,913 1,569,312 TRANSIT FUND Expenditures: Supplies -Motor Vehicle Supplies -Personal Comp Supplies -System Softwa Maint-Machine/Tools/Im Maint-PC Hardware Maint-Systems Software Services -Other Profess Services -Advertising Transit Hub-4A Contrib Transit Hub-413 Contrib Budget Contingency Building Improvements Construction -Architect Construction-Professio Other Improvements Motor Vehicles TOTAL Public Transportation Capital City of Wichita Falls, TX Expenditure Detail by Object Public Transportation FY 2018-19 FY 2020-21 Actual Adopted Adopted 0 0 0 0 0 0 0 0 0 0 0 0 12,242 0 0 21,393 0 0 4,035 0 69,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 0 1,262,313 0 0 1,299,982 400,000 69,000 TRANSIT FUND City of Wichita Falls, TX Expenditure Detail by Object Public Transportation FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Salaries - Supervision 22,215 23,238 15,644 Salaries -Operational 30,049 132,036 131,956 Overtime 1,549 4,727 4,700 Stability Pay 3,993 0 363 FICA 4,121 10,775 1,042 TMRS Retirement 7,406 23,705 2,671 Life Insurance Contrib 70 199 20 Disability Insurance C 52 150 14 Health Insurance Contr 26,025 34,976 36,025 Supplies -Motor Vehicle 108,496 77,500 80,000 Supplies -Motor Vehicle 306,407 357,516 0 Supplies -Office 274 0 0 Supplies -Janitorial 0 0 0 Supplies -Chemical 308 200 0 Supplies -Linen 109 0 0 Supplies -Other 545 1,000 1,000 Maint-Motor Vehicles 200,179 290,000 290,000 Maint-Radios 0 300 3,056 Maint-Systems Software 0 1,200 1,200 Maint-Buildings 0 0 0 Maint-Central Garage 0 0 0 Services -Telephone 0 0 0 Service -Wireless Phone 0 720 0 Services -Other Profess 0 0 0 Services -Advertising 0 0 0 Travel Expenses 0 0 0 Capital Asset Contra E 0 0 0 Construct in Progress 0 0 0 TOTAL Public Transportation Prev 711,798 958,242 567,691 Maint. UVA TRANSIT FUND Expenditures: Salaries - Supervision Salaries -Operational Overtime Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Minor Office Supplies -Office Supplies -Personal Comp Maint-Systems Hardware Maint-Systems Software Services -Other Profess Boards/Local Meetings Budget Contingency Office Equipment PC Computer Equipment TOTAL Public Transportation Planning City of Wichita Falls, TX Expenditure Detail by Object Public Transportation Planning FY 2018-19 FY 2020-21 Actual Adopted Adopted 42,351 59,116 51,343 11,995 0 0 96 0 0 859 0 847 46 0 0 3,957 4,119 4,965 7,077 8,758 11,462 73 76 89 55 56 55 0 12,246 12,613 0 0 0 0 0 0 0 0 0 0 1,000 0 3,023 3,100 3,200 66,272 0 0 0 0 0 0 0 0 0 0 0 0 0 0 135,803 88,471 84,575 Coil] TRANSIT FUND U4i6 F1(s Expenditures: Salaries - Supervision Salaries - Clerical Pool Clerical Salaries -Operational Overtime Stability Pay Cell Phone Allowance FICA TMRS Retirement Life Insurance Contrib Disability Insurance C Health Insurance Contr Supplies -Office Supplies-Medical/Drug Supplies -Physician Supplies -Concession Supplies -Clothing and Supplies -Promotional Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-PC Hardware Maint-PC Software Maint-Buildings Services -Telephone Service -Wireless Phone Services -Electricity Services -Gas Services-Wtr/Sewer/Sa n Services -Cable TV Services -Bank Services -Audit Services -Other Profess Services -Advertising Services-Binding/Print Services -Other Miscell Travel Expenses Lease Payments Boards/Local Meetings City of Wichita Falls, TX Expenditure Detail by Object Transit HUB Operations FY 2018-19 FY 2020-21 Actual Adopted Adopted 0 0 0 59,921 21,263 57,658 0 26,520 0 6,991 37,140 29,880 762 0 500 1,210 1,210 1,210 363 360 360 5,066 6,271 5,799 6,715 12,582 9,883 68 75 78 51 58 56 8,675 8,181 8,426 1,397 1,400 1,400 0 60 60 0 0 0 390 700 700 580 600 600 0 0 0 0 0 0 43 250 0 1,732 1,700 1,700 0 250 0 0 362 500 7,701 8,400 9,000 4,199 4,695 4,845 912 923 912 7,530 9,523 8,677 2,050 3,000 2,108 2,432 1,800 1,800 1,106 1,062 1,062 0 750 724 0 1,648 1,200 3,225 2,000 2,000 0 0 0 0 0 0 0 0 0 0 0 0 1,039 1,000 1,000 0 0 0 TRANSIT FUND Postage/Freight Construction -Architect TOTAL Transit HUB Operations City of Wichita Falls, TX Expenditure Detail by Object Transit HUB Operations FY 2018-19 FY 2020-21 Actual Adopted Adopted 230 200 200 0 0 0 124,387 153,983 152,339 420 STORM WATER FUND Storm Water Fund: In 2000, the City Council authorized the establishment of a Storm Water Drainage Utility System. This system, which took effect on May 1, 2001, provides a funding mechanism for drainage improvements in the city as allowed under Chapter 402, Subchapter C of the Texas Local Government Code. The system is designed to assign a fair and equitable charge to the public for storm water drainage management services including capital improvements. The fee is based upon the impervious area of all real property, whereby each residential water customer is assessed for one Single Family Living Unit Equivalent (SFLUE). Each commercial customer pays a multiplier of the SFLUE based upon the impervious area of their property. The monthly fee for a SFLUE is $5.00 and generates $3.7 million annually for the operating and capital costs of this program. The Storm Water Fund has a total budget of $3,750,000, which is decrease of $1,905,123. This decrease is largely due to the completion of capital projects. Detailed information about the City's capital projects, can be found online, or by visiting the City Clerk's Office, in the City's FY 2020-21 Capital Improvement Plan. FY 2018-19 FY 2020-21 Actual Adopted Adopted Service Charges 3,730,485 3,699,000 3,700,000 Misc. Revenues 139,030 50,000 50,000 Transfer In 0 1,906,123 0 Total Revenues 3,869,514 5,655,123 3,750,000 Expenditures: Personnel Services 189,008 323,773 296,699 Supplies 11,191 4,506 4,380 Maintenance & Repair 23,500 173,765 173,897 Misc. Revenues 166,897 255,299 223,385 Insur & Contr Supp 400 200 200 Other Expenditures 376,520 72,394 1,632,178 Capital Improvements 0 4,420,000 1,016,000 Other Financing Uses 468,173 405,186 403,261 Total Expenditures 1,235,689 5,655,123 3,750,000 Total 2,633,826 0 0 CVAil STORM WATER FUND REVENUES 1; � Uic � IT, � 71�5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Service Charges 3,730,485 3,699,000 3,700,000 Misc. Revenues 139,030 50,000 50,000 Transfer In 0 1,906,123 0 Total Revenues 3,869,514 5,655,123 3,750,000 ill, Service Charges oml Misc. Revenues Transfer In Service Charges: Revenue from Service Charges are expected to remain consistent with previous years. Transfer In: A Transfer In to cover expenditures related to the Quail Creek Phase 1 project were required in the FY2019-20 budget. This Transfer In will not be needed in the FY2020-21 budget. CVA STORM WATER FUND EXPENDITURES 1; � Uic � IT, � 71�5 FY 2018-19 FY 2020-21 Actual Adopted Adopted Expenditures: Personnel Services 189,008 323,773 296,699 Supplies 11,191 4,506 4,380 Maintenance & Repair 23,500 173,765 173,897 Misc. Revenues 166,897 255,299 223,385 Insurance & Contract Supp. 400 200 200 Other Expenditures 376,520 72,394 1,632,178 Capital Improvements 0 4,420,000 1,016,000 Other Financing Uses 468,173 405,186 403,261 Total Expenditures 1,235,689 5,655,123 3,750,000 0% 8% 5% ■ Personnel Services 6% 0% ■ Supplies ■ Maintenance & Repair ■ Misc. Revenues ■ Insur & Contr Supp ■ Other Expenditures ■ Capital Improvements 43 ■ Other Financing Uses 423 STORM WATER FUND Personnel Services: As indicated in the charts above Personnel Services accounts for 8% of all expenditures in the Storm Water Fund. The Adopted Budget has a $27,074, 8.4%, decrease from the FY2019-20 Adopted Budget. The measures the City has put in place to reduce this expenditure are as follows: • Frozen Salaries: o No merit increase o No STEP increases o No cost of living increases • Hiring Freeze: c Holding open positions through next year Supplies: A slight change in Supplies expense of $126. Maintenance: A slight change in Supplies expense of $162. Utilities/Other Services: This account line has decreased by $31,914 or 12.5%. Insurance/Contracts: There is no change in this account from the previous year. Other Expenditures: This category accounts for unused additional revenue that will be transferred to fund balance at year's end. This account has an increase of $1,559,784. Capital Improvements: Capital Improvement expenditures decreased by $1,925. 424 STORM WATER FUND MISSION The Storm Water Fund is responsible to supply revenue for the drainage master capital improvement plan, drainage maintenance and repair of the City's existing storm water system, management and oversight of the Federal Emergency Management Agency (FEMA) floodplain and Community Rating System (CRS) for flood insurance, and management of the Municipal Separate Storm Sewer System (MS4) permit through environmental management and quality control of potential pollutants. SERVICES PROVIDED • The Streets Division completes the street sweeping and drainage maintenance, which includes culverts, bridges, open channels, residential detention ponds, and ditches, and responds during flood emergencies. • The Environmental Coordinator oversees the MS4 permit requirements and programs ensuring the environmental management and storm water quality. • The Engineering Division is the floodplain management for the City while also overseeing the design and construction of drainage improvement projects. FY2020 ACCOMPLISHMENTS • Completed the next 5-year MS4 permit renewal and plan. • Completed sweeping of 34,044 curb miles improving the quality of City streets and protecting stormwater exceeding MS4 permit requirements • Cleaned, maintained and mowed 97 detention ponds and over 500 miles of drainage improvements to ensure the drainage system functions • Completed Phase II of the Kemp -Monroe Drainage Improvement project which was the #1 project on the Drainage Master Plan completed in 2010. • Completed the Quail Creek Master Plan study and started the design of Phase I Quail Creek Drainage Improvement Project. • Maintained a CRS rating of eight following the 5-year recertification audit. Teresa Rose, P.E. Deputy Director of Public Works 940-761-7477 Teresa.rose@wichitafaIIstx.gov CONTACT INFORMATION 425 STORM WATER FUND GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE ESTIMATE TARGETMEASURE Meet all MS4 Plan 100% Compliance 100% Compliance 100% measurable goals Compliance Ensure the City meets MS4 permit requirements through completion Sweep Streets 34,044 curb miles 20,000 curb miles 20,000 curb of measurable goals set forth by (MS4 Permit) miles the approved management plan. Clean and Maintain Open Drainage Channels 29,545 LF 25,000 LF 30,000 LF (MS4 Permit) Provide key floodplain information 2 Public to citizens, realtors, and engineers 2 Public Outreach 2 Public Outreach Outreach to ensure proper protection and Floodplain Outreach insurance for multiple Events per Year Events per Year Events per homeowners Year Ensure 80% of the Reduce flooding within the City Stormwater Fee through drainage improvement revenue is applied to 90% 73% 83% projects. Drainage Master Improvement Projects 11VQ- STORM WATER FUND EXPENDITURES BY CLASSIFICATION 1; � Uic � IT, � 71�5 FY 2018-19 Actual Expenditures: FY 2020-21 Adopted Personnel Services 189,008 323,773 296,699 Supplies 11,191 4,506 4,380 Maintenance & Repair 23,500 173,765 173,897 Misc. Revenues 166,897 255,299 223,385 Insurance & Contract Supp. 400 200 200 Other Expenditures 376,520 72,394 1,632,178 Capital Improvements 0 4,420,000 1,016,000 Other Financing Uses 468,173 405,186 403,261 Total Expenditures 1,235,689 5,655,123 3,750,000 Budget Summary • The Storm Water Division completed major capital improvement projects in the previous year. This brought the total expenditures for Capital Improvements down by $3,931,943. This in turn contributed to the overall expenditure decrease of $2,433,066. S � � Uic�,T., 145 xns PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 1 $ FY 2020-21 City Engineer 0.33 0.33 0.33 Civil Engineer 0.50 0.50 0.50 Environmental Coordinator 1.00 1.00 1.00 Heavy Equip. Operator 2.00 2.00 2.00 Street Program Coordinator 1.00 1.00 1.00 TOTAL- Storm Water 4.83 4.83 4.83 *No changes in personnel or FTE from the previous year eyJrA STORM WATER FUND lz:�U I , , I Expenditures: Salaries - Supervision Salaries -Operational Pool Operational Overtime Terminal Pay Stability Pay Cell Phone Allowance FICA TMRS Retirement TMRS Year -End Pension Year -End OPEB Adjustme Life Insurance Contrib Disability Insurance C Health Insurance Contr HSA Contributions-Empl Supplies -Minor Tools a Supplies -Minor Furnitu Supplies -Office Supplies -Chemical Supplies -Educational Supplies -Personal Comp Supplies -PC Software Supplies -Other Maint-PC Software Maint-Storm Sewers Maint-Other Improvemen Services -Telephone Service -Wireless Phone Services -Central Garag Services -Other Profess Services -Advertising Services-Binding/Print Services -Subcontractor Contract -Other Agencie Interest Expense Travel Expenses Education Registration Memberships Rent -Equipment City of Wichita Falls, TX Expenditure Detail by Object Stormwater FY 2018-19 Actual FY 2020-21 Adopted 48,509 38,123 30,524 79,454 194,312 194,138 0 0 0 0 0 0 0 0 399 1,609 1,348 1,747 403 360 360 9,716 16,815 9,052 16,624 34,436 20,768 (4,859) 0 0 (4,641) 0 0 166 298 88 127 225 113 41,900 37,856 38,992 0 0 518 0 100 100 0 0 0 944 1,850 1,850 0 0 0 0 100 100 0 750 750 9,630 126 0 618 1,580 1,580 0 265 397 0 150,000 150,000 23,500 23,500 23,500 223 291 303 1,368 1,368 1,368 143,140 143,140 211,214 20,010 110,000 10,000 233 500 500 1,924 0 0 0 0 0 400 200 200 0 0 0 1,256 1,600 1,600 2,350 2,800 2,800 295 405 405 0 5,000 5,000 428 STORM WATER FUND U City of Wichita Falls, TX Expenditure Detail by Object Stormwater FY 2018-19 FY 2020-21 Actual Adopted Adopted Postage/Freight 851 1,500 1,500 Ad -Valorem Taxes 0 0 0 Bad Debt Expense 19,172 0 0 Depreciation Expense 352,596 0 0 Budget Contingency 0 61,089 1,620,873 Land 0 500,000 0 Construction-Engineeri 19,293 0 0 Other Improvements 105,948 3,650,000 1,000,000 Drainage Systems - Enc 3,167,362 0 0 Motor Vehicles 0 0 0 Machines/Tools/Impleme 62,987 0 0 Instruments/Apparatus 0 0 16,000 PC Computer Equipment 0 0 0 Capital Asset Contra E (3,355,590) 0 0 Construct in Progress 0 0 0 Other Machinery and Eq 0 270,000 0 Oper Transfer -Other 468,173 405,186 403,261 TOTAL Stormwater 1,235,689 5,655,123 3,750,000 429 GOLF COURSE FUND Golf Course Fund: The Golf Course Fund is an "Enterprise Fund"; it contains the budget of the Champions Golf Course at Weeks Park. The total budget for the Golf Course Fund is unchanged from the previous year. ,;Z�U4� 1 I " Service Charges Misc. Revenues TOTAL Revenues Expenditures Maintenance & Repair Utilities/Other Service Insurance & Contract Supp. Other Expenditures TOTAL Expenditures FY 2018-19 Actual 427,312 461,171 888,483 1,720 877,481 265 12,218 891,684 830,000 80,000 910,000 0 910,000 0 0 910,000 FY 2020-21 Adopted 830,000 80,000 910,000 0 910,000 0 0 910,000 430 GOLF COURSE FUND REVENUES TI-1i5 rEx.s FY 2018-19 FY 2020-21 Actual Adopted Adopted Service Charges 427,312 830,000 830,000 Misc. Revenues 461,171 80,000 80,000 TOTAL Revenues 888,483 910,000 910,000 GOLF COURSEREVENUES ■ Service Charges ■ Misc Revenues Revenue Discussion: Even amid the Global Pandemic, the Golf Course projected revenues are expected to remain constant in the 2020-21 fiscal year. The Golf Course has for the most part remained open during the period of local business shutdowns and new "social distancing guidelines" have only slightly affected operations. 431 GOLF COURSE FUND EXPENDITURES Expenditures Maintenance & Repair Utilities/Other Service Insurance & Contract Supp. Other Expenditures TOTAL Expenditures FY 2018-19 FY 2020-21 Actual Adopted Adopted 1,720 0 0 877,481 910,000 910,000 265 0 0 12,218 0 0 891,684 910,000 910,000 Expenditure Discussion: Utilities/Other Services represents the contract fee for the management services at the Golf Course. This expenditure is unchanged from the previous year. 432 GOLF COURSE FUND MISSION The Champions Course at Weeks Park is an 18-hole facility that was renovated in 2007. The course is owned by the City of Wichita Falls and operated by A.P.G.L. management. Jeffrey D. Brauer designed the course. Construction was completed by Landscapes Unlimited, Inc. The renovation accomplished the goal of providing an upscale municipal golf course for the Texoma region. The course boasts over 7,300 yards of golf, five tee boxes on each hole, Tifway 419 fairways, and Bentgrass greens. Any golfer is encouraged to play the course. You'll be glad you did! The Dallas Morning News ranked The Champions Course 9th out of the top 50 golf courses in Texas under $54.00 for 2019! • 1 IL f ♦ .� *m a �' �� , n``"�• . � fit- 17 t t, CHAM"ONS E MKS PARK CONTACT INFORMATION 4400 Lake Park Drive, Wichita Falls, Texas 76302 940-767-6107 weeks parkgolf.com 433 GOLF COURSE FUND EXPENDITURES BY CLASSIFICATION T E % AS Expenditures Maintenance & Repair Utilities/Other Service Insurance & Contract Supp. Other Expenditures TOTAL Expenditures *No changes in expenditures from the previous year. FY 2018-19 FY 2020-21 Actual Adopted Adopted 1,720 0 0 877,481 910,000 910,000 26S 0 0 12,218 0 0 891,684 910,000 910,000 434 WATER PARK FUND Water Park Fund: The Water Park Fund is an Enterprise Fund; it contains the Castaway Cove Waterpark. The total budget for the Waterpark is $1,524,932 which is an increase of $13,908, or 0.9%, from the previous year. ,;Z�U4� 1 I " Service Charges Misc Revenues TOTAL Revenues Personnel Services Supplies Maintenance & Repair Utilities/Other Services Insurance & Contract Supp. Other Expenditures TOTAL Expenditures FY 2018-19 Actual 1,003,861 428,209 1,432,070 499,702 246,557 46,769 463,498 54,460 289,482 1,600,467 1,047,498 463,526 1,511,024 555,367 0 0 851,672 0 103,986 1,511,025 FY 2020-21 Adopted 1,063,542 461,390 1,524,932 531,757 0 0 877,661 0 115,514 1,524,932 435 WATER PARK FUND REVENUES P4 rEx.s Service Charges Misc. Revenues TOTAL Revenues FY 2018-19 Actual 1,003,861 428,209 1,432,070 1,047,498 463,526 1,511,024 FY 2020-21 Adopted Revenue Key Points: Below are the factors that the City used to project revenue for the Waterpark. • Increased attendance by 1,000 admissions from 82,712 to 83,712 • Increased per capita spending by $.32 from $17.81 to $18.13 • Increased Gross Profit by $53,459 or 4% 1,063,542 461,390 1,524,932 436 WATER PARK FUND EXPENDITURES Personnel Services Supplies Maintenance & Repair Utilities/Other Services Insurance & Contract Supp. Other Expenditures TOTAL Expenditures FY 2018-19 Actual FY 2020-21 Adopted 499,702 555,367 531,757 246,557 0 0 46,769 0 0 463,498 851,672 877,661 54,460 0 0 289,482 103,986 115,514 1,600,467 Personnel Services: This account decreased by $23,610, or 4.3%. Utilities/Other Services: This account increased by $25,989, or 3.1%. Other Expenditures: This account increased by $11,528, or 11.1%. 1,511,025 1,524,932 Personnel Services ■ Supplies ■ Maintenance & Repair Utilities/Other Sery ■ Insur & Contr Supp ■ Other Expenditures 437 WATER PARK FUND MISSION A tropical-themed paradise for the whole family, Castaway Cove Waterpark, located in Wichita Falls, Texas, features water slides off 40 foot and 50 foot towers, interactive Kiddie Park, Lazy River floating stream, Tidal Wave Pool, terrific concerts and so much more are waiting for you and your family at Castaway Cove! CONTACT INFORMATION 1000 Central Freeway East, Wichita Falls, Texas 76301 940-322-5500 https://www.castawaycovewaterpark.com/ 438 WATER PARK FUND EXPENDITURES BY CLASSIFICATION FY 2018-19 Actual FY 2020-21 Adopted Personnel Services 499,702 555,367 531,757 Supplies 246,557 0 0 Maintenance & Repair 46,769 0 0 Utilities/Other Services 463,498 851,672 877,661 Insurance & Contract Supp. 54,460 0 0 Other Expenditures 289,482 103,986 115,514 TOTAL Expenditures 1,600,467 1,511,025 1,524,932 Budget Summary Castaway Cove had a decrease in Personnel Services of $23,610 from the previous year. This was offset by increases in Utilities/Other Services ($25,989), and Other Expenditures ($11,528). Their total expenditures increased by $13,907. 1it%"T., R6 PERSONNEL BY JOB TITLE City of Wichita Falls, TX FY 2018-19 FY 2020-21 Office Manager 1.00 1.00 1.00 Admin & Accounting 1.00 1.00 1.00 Group Sales Mgr.- Castaway Cove 1.00 1.00 1.00 TOTAL- Castaway Cove 3.00 3.00 3.00 *No changes in personnel or FTE from the previous year 439 Uic i4��s T E X A S Capital Improvement Plan CAPITAL IMPROVEMENT PROGRAM A)i C4lTa I al�S T E X A S The Capital Improvements section provides an overview of the Capital Improvements Program (CIP) for the City of Wichita Falls. Provided in this section is the policy statement that outlines the criteria for a capital project, capital projects by Department, and theirfunding sources. Only approved capital projects are presented in this section. Detailed information about specific capital projects can be found in the City's 5 Year Capital Improvement Plan. Policy Statement: Capital assets, which include property, plant and equipment, and infrastructure assets (e.g. roads, bridges, sidewalks and similar items), are reported in the applicable governmental or business -like activities columns in the government -wide financial statements. The City defines capital assets as assets with an initial, individual cost of more than $25,000 and an estimated useful life in excess of one year. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at acquisition value at the time received. Capital assets are depreciated using the straight line method over the following useful lives: • Assets Years Buildings, systems and improvements: 20 - 59 years • Infrastructure: 8 - 100 years • Machinery, vehicles and other equipment: 3 - 25 years • Furniture and equipment: 3 - 10 years 11H CAPITAL IMPROVEMENT PROGRAM 1irliC4. F-O 1 1 20/21 1 21/22 1 22/23 1 23/24 1 24/25 1 Total I Project Cost: Bldgs and General Facilities Information Technology Parks and Library Traffic System Fleet Replacements Airports Transit System Street System Water System Wastewater System Sanitation System Drainage System Multi -Purpose Events Center Total Sources of Funding: $ 444,440 $ 519,100 $ 197,158 $ 4,421,584 $ 1,536,110 $ 190,000 $ 2,652,000 $ 3,930,985 $ 2,308,872 $ 635,000 $ 1,016,000 $ 125,000 $ 880,000 $ 250,000 $ 550,000 $ 497,000 $ 990,000 $ 1,840,000 $ 2,047,000 $ 4,551,691 $ 6,721,119 $ 10,282,354 $ 6,000,000 $ 264,800 $ 264,800 $ 264,800 $ 264,800 $ 4,699,279 $ 4,140,575 $ 4,316,166 $ 5,638,275 $ 1,386,110 $ 949,999 $ 7,391,111 $ 6,400,000 $ 12,437,213 $ 635,526 $ 620,526 $ 595,526 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 5,821,000 $ 8,406,000 $ 6,606,000 $ 4,606,000 $ 3,316,588 $ 2,940,000 $ 2,390,000 $ 1,940,000 $ 910,000 $ 665,000 $ 680,000 $ 695,000 $ 3,925,000 $ 4,200,000 $ 2,280,000 $ 2,768,000 $ 3,230,500 $ 490,000 $ - $ - $ 17,851,249 $ 43,694,181 $ 33,813,019 $ 39,450,957 $ 34,034,601 $ 2,249,440 $ 5,893,100 $ 27,555,164 $ 1,256,358 $ 23,215,879 $ 17,663,330 $ 14,478,791 $ 12,772,000 $ 29,369,985 $ 12,895,460 $ 3,585,000 $ 14,189,000 $ 3,720,500 $ 168,844,007 General Operating Funds $ 3,293,598 $ 3,171,800 $ 3,674,800 $ 3,044,800 $ 3,344,800 $ 16,529,798 Information Tech Operating Funds $ 519,100 $ 497,000 $ 990,000 $ 1,840,000 $ 2,047,000 $ 5,893,100 Fleet Operating Funds $ 2,293,415 $ 2,274,216 $ 2,429,216 $ 2,579,216 $ 2,729,216 $ 12,305,279 Sanitation Operating Funds $ 2,763,169 $ 3,050,063 $ 2,376,359 $ 2,416,950 $ 3,604,059 $ 14,210,600 Water/Sewer Operating Funds $ 6,239,857 $ 9,137,588 $ 11,346,000 $ 8,996,000 $ 6,546,000 $ 42,265,445 Stormwater Operating Funds $ 1,016,000 $ 4,210,000 $ 4,200,000 $ 2,280,000 $ 2,768,000 $ 14,474,000 Water Park Operating Funds $ - $ - $ 1,000,000 $ 400,000 $ - $ 1,400,000 Airport Operating Funds $ $ $ - $ - $ $ - CDBG Funds $ $ $ - $ - $ $ - FAA Grant Funds $ 1,536,110 $ 1,386,110 $ 949,999 $ 7,391,111 $ 6,400,000 $ 17,663,330 FTA Grant Funds $ 190,000 $ 12,437,213 $ 635,526 $ 620,526 $ 595,526 $ 14,478,791 4B Sales Tax Revenue Bonds $ - $ - $ - $ - $ - $ - Certificates of Obligation $ $ $ $ $ $ Texas Water Development Bond Funds $ $ $ $ $ $ Private Funds $ $ $ $ $ $ - Cemetery Perpetual Care Funds $ $ 900,000 $ 350,000 $ $ $ 1,250,000 Undetermined Funds $ $ 6,630,191 $ 5,861,119 $ 9,882,354 $ 6,000,000 $ 28,373,664 Total $ 17,851,249 $ 43,694,181 $ 33,813,019 $ 39,450,957 $ 34,034,601 $ 168,844,007 CAPITAL IMPROVEMENT PROGRAM 443 CAPITAL IMPROVEMENT PROGRAM 444 CAPITAL IMPROVEMENT PROGRAM 445 CAPITAL IMPROVEMENT PROGRAM CLi'� CAPITAL IMPROVEMENT PROGRAM CAPITAL IMPROVEMENT PROGRAM 448 CAPITAL IMPROVEMENT PROGRAM 449 CAPITAL IMPROVEMENT PROGRAM 450 CAPITAL IMPROVEMENT PROGRAM 451 CAPITAL IMPROVEMENT PROGRAM 452 CAPITAL IMPROVEMENT PROGRAM 453 CAPITAL IMPROVEMENT PROGRAM 454 CAPITAL IMPROVEMENT PROGRAM 455 CAPITAL IMPROVEMENT PROGRAM 456 Uic i4��s T E X A S Appendix APPENDIX GLOSSARY The Annual Budget contains specialized and/or technical terminology, along with acronyms, that are unique to public finance and budgeting. To assist the reader in understanding the Annual Budget document, a glossary of terms is provided. Account Classification: A basis for distinguishing types of expenditures. The nine major classifications used by the City of Wichita Falls are: personal services, supplies, maintenance & repairs, utility & other services (Utilities/Other Serv), insurance & contract support (insur & contr Supp), other expenditures, non capital, capital improvements and transfers out. Accrual Basis of Accounting: A method of accounting wherein revenue and expenses are recorded in the period in which they are earned or incurred regardless of whether cash is received or disbursed in that period. This is the accounting basis that generally is required to be used in order to conform to generally accepted accounting principles (GAAP) in preparing financial statements for external users. Ad Valorem Taxes: Also referred to as property tax, this is the charge levied on al real personal, and mixed property according to the property's assessed valuation and the tax rate, in compliance with the State Property Tax Code. Annual Budget: The total budget as approved by the City Council, as revised. Appropriation: A legal authorization made by the City Council, which permits City officials to incur obligations against and to make expenditures of governmental resources. Assessed Property Valuation: A value established by the Wichita County Appraisal District which approximates market value of real or personal property. By state law, one hundred percent (100%) of the property value is used for determining the basis for levying property taxes. Balanced Budget: A budget in which the expenditures incurred during a given period are matched by revenues. Bond: A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayments of the principal are detailed in a bond ordinance. The most common type of bonds are general obligation (G.O.) and revenue bonds. These are most frequently used for construction for large capital projects, such as buildings, streets, and water and sewer lines. Budget: A financial plan for a specified period of time (fiscal year) that matches planned revenues with appropriations. The "proposed" budget designates the financial plan initially developed by departments and presented by the City Manager to the Council for approval. The "adopted budget" is the plan as modified and finally approved by that body. The "approved" budget is authorized by resolution and thus specifies the legal spending limits for the fiscal year. Budget Document: The compilation of the spending plans for the various funds, along with supporting schedules, tables and charts which, in total, comprises the annual revenue and expenditure plan. Budget Highlights: Significant changes in expenditures or programs within a fund, department or division. Budget Kick-off: Signifies the start of the Budget Season (see Budget Season). Finance Department delivers a presentation on the economy and expectations of the following fiscal year budget. 458 APPENDIX GLOSSARY Budget Message: The opening section of the budget provides the City Council and the public with a general summary of the most important aspects of the budget. The message explains principal budget issues against the background of financial experience in recent years, and represents the assumptions and policies upon which the City's budget is based. Budget Season: Time period between the Budget Kick-off and September 30. For the City of Wichita Falls the Budget Season starts the first week of March and all departments work hand in hand with Finance to create a balanced budget. Budget Summary: Provides a listing of revenues, expenditures, and available resources for all funds. CAFR: Comprehensive Annual Financial Report, a set of financial statements of the governmental entity that complies with the accounting requirements of the Governmental Accounting Standards Board and audited by an external certified public accounting firm. Capital Improvements Plan: A Capital Improvements Plan (CIP) is a separate budget from the operating budget. This is a 5-year plan that includes items that are usually construction projects or major capital purchases designed to improve and maintain the value of the City's assets. Capital Outlay: Expenditures for equipment, vehicles, or machinery, and other improvements that result in the acquisition of assets with an estimated useful life of more than one year, a unit cost of $1,000 or more, and capable of being identified as an individual unit of property. Capital Projects: Projects which purchase or construct capital assets. Typically, a capital project encompasses purchase of land and/or the construction of a building or facility. Cash Accounting: A basis of accounting in which transactions are recorded when cash is either received or expended for goods and services. Certificates of Obligation: Legal debt instruments that finance a variety of public projects such as streets, building, and improvements. These bonds are backed by the full faith and credit of the issuing government and are financed through property tax revenues. In Texas, Certificates of Obligation do not have to be authorized by public referenda. Certified Property Values: To comply with the Property Tax Code, the chief appraiser certifies the approved appraisal roll to each taxing unit on or before July 25. Debt Service Fund: A fund used to account for the monies set aside for the payment of interest and principal to holders of the City's general obligation and revenue bonds, the sale of which finances long- term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems. Department: A major administrative segment responsible for management of operating Divisions that provide services within a functional area. Depreciation: A method of recovering the cost of an asset over the asset's useful life or recovery period. Division: A basic organizational unit that is functionally unique and provides service under the administrative direction of a Department. 459 APPENDIX GLOSSARY Duplicating Services Fund: Fund mainly used to account for duplicating services and postage. Encumbrances: Commitments for the expenditure of monies. Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business. The rate schedules are established to insure that revenues are adequate to meet all necessary expenditures. The Water & Sewer Fund, Sanitation Fund are enterprise funds in the City of Wichita Falls. Estimated Revenue: A formal estimate of how much revenue will be earned form a specific revenue source for some future period; typically, a future fiscal year. Expenditure: Funds spent in accordance with budgeted appropriations on assets or goods and services obtained. Fines & Forfeitures: Monies imposed as penalty for an offense and collected as revenue by the municipal court for the city. Fiscal Year: A consecutive 12-month period that signifies the beginning and ending dates for recording financial transactions. The City of Wichita Falls' fiscal year begins October 1 and ends September 30 of the following calendar year. This is also called the budget year. Franchise Fee: A charge paid for the use of City streets and public right-of-ways. FTE: Full -Time Equivalent, a human resources measurement equal to one staff person working full-time for one year. Fund: An accounting device established to control receipt and disbursement of income from sources set aside to support specific activities or attain certain objectives. Each fund is treated as a distinct fiscal entity with a self -balancing set of accounts. Fund Balance: The excess of current assets over current liabilities, representing the cumulative effect of revenues and other financing sources over expenditures and other financing uses. GASB: Governmental Accounting Standards Board. General Fund: The largest fund within the City, the General Fund accounts for the majority of the financial resources of the government. General Fund revenues include property taxes, sales taxes, licenses and permits, service charges, and other type of revenue. This fund includes most of the basic operating functions such as fire and police, municipal court, finance, planning and inspection, public works, parks & recreation, and general administration. General Obligation (G.O.) Bonds: Legal debt instruments that finance a variety of public projects such as streets, building, and improvements. These bonds are backed by the full faith and credit of the issuing government and are financed through property tax revenues. In Texas, G.O. Bonds must be authorized by public referenda. 11 Pill APPENDIX GLOSSARY Geographic Information System: A system, which has the ability to translate implicit geographic data (such as a street address, national grid coordinates or latitude and longitude coordinates) into an explicit map location. GFOA: Government Finance Officers Association of the United States and Canada. Goal: Long-term continuing target of an organization (vision of the future). Governmental Fund: Any fund that is not a profit and loss fund. Examples of governmental funds include: general fund, special revenue fund, and debt service fund. Grant: A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from the state and federal governments. Grants are usually made for specified purposes. Infrastructure: General fixed assets consisting of certain improvements other than buildings, including roads, bridges, curbs and gutters, streets and sidewalks, drainage systems, and lighting systems. Intergovernmental Revenue: Grants, entitlements and cost reimbursements from another federal, state or local governmental unit. Internal Service Fund: Accounts for the financing of goods or services provide by one City department to other departments of the governmental unit on a cost reimbursement basis. The Fleet Maintenance Fund and Information Technology Fund are operated as internal service funds in the City of Wichita Falls. Investment: Securities and real estate purchased and held for the production of income in the form of interest, dividends, rentals, or base payments. Levy: To impose of collect by legal authority. The City Council has the authority to levy taxes, special assessments, and service charges as stated in the City Charter. Line Item: reference to an expenditure category. Long Term Debt: Debt with a maturity of more than one year after the date of issuance. Major Fund: Individual funds whose revenues or expenditures, excluding other financing sources and uses exceed 10% of total appropriations. Metropolitan Statistical Area: A cluster of heavily settled communities that are geographically, socially, and economically related to one another and to a central urban core. A core consists of at least one central city having at least 50,000 inhabitants, or "twin cities with a combined population of at least 50,000". Modified Accrual Basis of Accounting: A method of accounting that is a mixture of the cash and accrual basis. The modified accrual basis should be used for governmental funds. To be recognized as a revenue or expenditure, the actual receipt or disbursal of cash must occur soon enough after a transaction or event has occurred to have an impact on current spendable resources. In other words, revenues must be both measurable and available to pay for the current period's liabilities. Revenues are considered available when collectible either during the current period or after the end of the current period, but in time to pay C1..1 APPENDIX GLOSSARY year-end liabilities. Expenditures are recognized when a transaction or event is expected to draw upon current spendable resources rather than future resources. No -New -Revenue Tax Rate: The prior year's taxes divided by the current year's taxable values of properties that were on the tax roll in both years. Excludes taxes on properties no longer in the taxing unit and the current taxable value of new properties. (Formerly, Effective Tax Rate) Objectives: Time bound and measurable result of an organization's activity, which advances the organization toward a goal. Operating Budget: Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the City are controlled. The use of an annual operating budget is required by State law. Ordinance: A statute or regulation especially enacted by a city government. Outside Agencies: Non-profit service organizations funded partially or entirely by the General Fund. Payment in Lieu of Tax: Monies received for provision of city services to property owners located outside the municipal taxing district. Performance Measures: Specific quantitative and qualitative measures of work performed or results obtained within an activity or program. Personnel Services: Costs relating to compensating employees, including salaries, wages, insurance, payroll taxes, and retirement contributions. Property Tax: Also called ad valorem tax, this is the charge levied on all real, personal, and mixed property according to the property's valuation and the tax rate, in compliance with the State Property Tax Code. Proposed Budget: This is the first draft of the budget submitted by the City Manager to the City Council and Mayor. Proprietary Fund: The activities of proprietary funds closely resemble those of ongoing businesses in which the purpose is to conserve and add to basic resources while meeting operating expenses from current revenues. The activities are usually financed with user charges that are directly related to the services received. Proprietary funds include enterprise funds and internal service funds. Real Property: Property classified by the State Property Tax Board including residential single and multi- family, vacant lots, acreage, farm and ranch improvements, commercial and industrial, and oil, gas and other mineral reserves. Reserve: An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. Resolution: A formal statement of a decision, determination or course of action placed before a city council and adopted. SM APPENDIX GLOSSARY Revenue Bonds: Legal debt instruments that finance public projects for such as service as water or sewer. Revenues from the public project are pledged to pay principal and interest of the bonds. In Texas, revenue bonds may or may not be authorized by public referenda. Revenues: Funds received by the government as income, including tax payments, fees for specific services, receipts from other governments, fines and forfeitures, grants and interest income. Right -of -Way: Land over which public roads/access are located. Roll Year: Refers to the calendar year in which the property valuations that form the basis for the current fiscal year's property tax revenue projections were certified. Rollback Rate: See Voter Approved Tax Rate. Roll -Off Containers: Large open top rectangular containers for holding trash, debris, brush and other non- food waste. There is a charge for container use depending on the size of the container and the amount of use. Seal Coat: Asphalt restoration and maintenance technique used to recondition city streets and thoroughfares. Service and Work Programs: Tangible "end products' provided to the public or user department/ division. Services: Professional or technical expertise purchased from external sources. Special Revenue Fund: A separate fund that accounts for resources that are legally restricted to expenditures for specific operational purposes. Convention and Visitors Fund would be an example of a special revenue fund. Standard Metropolitan Statistical Area: See "metropolitan statistical area". Stormwater Drainage Utility System: A program that is implemented by governmental entities to control storm water run-off in urban areas. Strategy: A plan to achieve an objective. Street Miles: Centerline miles of actual street. Supplies: Costs of goods consumed by the City in the course of its operation. Tax Rate: The amount of tax levied for each $100 of assessed value for real, personal, or mixed property. The rate is set by September 1 of each year by the City Council of the City of Wichita Falls, Texas. Taxes: Compulsory charges levied by a government for the purpose of financing service performed for the common benefit. Total Tax Rate: Property Tax rate including both of the portions used for operations and that for debt service. Transfers: The authorized exchanges of cash or other resources between funds. I'M APPENDIX GLOSSARY Transmittal Letter: A general discussion of the proposed budget presented in writing by the City Manager to the Mayor and City Council. The transmittal letter highlights the major budget items including any changes made in the current budget year, issues affecting the decisions and priorities of the current year, and actions incorporated into the adopted budget. Trend Analysis: Graphs which analyze historical data, projected information, or comparison form one year to the next. A brief narrative or summary data is included with the graphs. User Fee (User Charge): The payment of a fee for direct receipt of a public service by the part benefiting from the service. Voter Approved Tax Rate (formerly, Rollback Rate): A property tax rate that is more than 3.5 percent above the "no -new tax rate". S.B. 2 requires a city to hold an automatic election (i.e., the bill eliminates the petition requirement) on the November uniform election date if it adopts a rate exceeding the 3.5 percent voter -approval rate. Working Capital: The difference between current assets and current liabilities. Working Capital measures the margin of protection for current creditors and reflects the ability of a company to finance current operations. APPENDIX GLOSSARY ACM Assistant City Manager Admin Administrative AMI Advanced Metering Infrastructure (Water Meters) Ap Airport Asst Assistant Bldg Building Bus Business C&V Convention and Visitors Bureau CAD/RMS Computer Aided Dispatch/Record Management System CAFR Certified Annual Financial Report CDBG Community Development Block Grant CFO Chief Financial Officer CIP Capital Improvements Program CO Certificate of Obligation Coord Coordinator Contr Contract CSR Customer Service Representative CVB Convention & Visitor's Bureau M.S.A. Combined Metropolitan Area Dir Director Distr Distribution DOT Department of Transportation DIPS Department of Public Safety W.F.I.S.D. Wichita Falls Independent School District Elect Electrical EMS Emergency Medical Services EPA Environmental Protection Agency Evid Evidence FMLA Family Medical Leave Act FTE Full -Time Employee FY Fiscal Year GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board GF General Fund GFOA Government Finance Officers Association GIS Graphic Information System GO General Obligation (Bond) GPS Global Positioning System HAZMAT Hazardous Materials HOME Home Investment Partnerships Program HR Human Resources (Department) HVAC Heating Vent Air Conditioning Imp Impound Instr Instrument Insur Insurance ISD Independent School District IT Information Technology 11Wil APPENDIX GLOSSARY Ldr Leader LED Light -Emitting Diode LEO Landfill Equipment Operator LGC Local Government Code Maint Maintenance MC Municipal Court Mech Mechanic Mgd Millions of Gallons per Day Mgmt Management Misc Miscellaneous MSU Midwestern State University MWR Maintenance Worker Recreation NDS Neighborhood Development Services OPEB Other Post -Employment Benefits Oper Operator PD Police Department PH Phase P/P Pump/Plant PSD Police Safety Dispatch PTC Property Tax Code Rehab Rehabilitation Rep Representative RM Risk Management S Supervisor SEO Sanitation Equipment Operator Sery Services Sft Shift Sr Senior SWF Storm Water Fund Supp Support Sys System Temp Temporary TMRS Texas Municipal Retirement System TWDB Texas Water Development Board US United States USA United States of America USW Utility Service Worker VC Vernon College VTCA Vernon's Texas Civil Statutes Annotations W Worker WC Workers' Compensation WFFRRF Wichita Falls Firemen's Relief and Retirement Fund WFPD Wichita Falls Fire Department WIC Women Infant & Child W & S Water and Sewer Fund W/W Wastewater ezx. APPENDIX A ACCOUNTING POLICIES........................................24 ACRONYMS.....................................................465 AD VALOREM TAX REVENUE..................................41 ADOPTION OF BUDGET..........................................3 AVERAGE HOUSEHOLD INCOME ............................. 14 B BUDGET PRACTICES............................................24 BUDGET CALENDAR............................................23 BUDGET COMPLIANCE.........................................24 BUDGET POLICIES BUDGET SUMMARY OF ALL FUNDS ....................39-40 COMMUNITY DEVELOPMENT ...........................300 FLEET MAINTENANCE FUND.............................388 GENERAL FUND..............................................88 GOLF COURSE FUND......................................430 GRANTS...................................................... 298 INFORMATION TECHNOLOGY FUND...................398 SANITATION FUND........................................281 STORM WATER FUND.....................................421 TRANSIT FUND.............................................406 WATER & SEWER FUND..................................232 WATERPARK FUND........................................435 BUILDING INSPECTION..................................................152 BUILDING MAINTENANCE..............................................119 C !7 E CAPITAL IMPROVEMENTS PROGRAM ....................442 CASTAWAY COVE.............................................438 CERTIFIED APPRAISAL SUMMARY ...........................41 CITY OF WICHITA FALLS ORGANI2ATION CHART ......... 54 CITY ATTORNEY................................................110 CITY CLERK......................................................106 CITY COUNCIL....................................................99 CITY MANAGERS BUDGET MESSAGE .......................... 1 CITY RECREATION.............................................205 COMMUNITY DEVELOPMENT DIVISION..................300 COMMUNITY PROFILE.........................................12 DEBT MANAGEMENT POLICIES..............................26 DEBT SERVICE OVERVIEW...................................345 DEBT STATISTICS................................................27 DETAIL SUMMARY OF ALL FUNDS ...........................38 ENCUMBRANCES................................................29 INDEX F C W L m NIT U P ENGINEERING..................................................147 FINANCE........................................................132 FINANCIAL POLICIES............................................24 FIRE.............................................................. 200 FLOW CHART- BUDGET......................................22 FULL-TIME POSITIONS....................................72-86 FUND DEFINITIONS.............................................35 FUND STRUCTURE CHART.....................................36 GENERAL FUND BALANCE HISTORY .........................25 GENERAL FUND EXPENDITURE SUMMARY ................94 GENERAL FUND OVERVIEW...................................88 GENERAL FUND REVENUE SUMMARY......................89 GLOSSARY OF BUDGET TERMS.............................458 GOALS, LONG-TERM OBJECTIVES ......................59-64 GOLF COURSE FUND.........................................430 GRANTS.........................................................298 HUMAN RESOURCES.........................................115 INFORMATION TECHNOLOGY DIVISION..................398 INFORMATION TECHNOLOGY FUND EXPENDITURE SUMMARY......................................................399 INFORMATION TECHNOLOGY FUND REVENUE OVERVIEW......................................................399 LABORATORY/WATER POLLUTION ........................192 LEVY OF TAXES...................................................20 LIBRARY.........................................................224 MUNICIPAL COURT...........................................139 NON-DEPARTMENTAL.......................................230 OFFICE OF THE CITY MANAGER ............................103 PARKS MAINTENANCE.......................................210 PLANNING......................................................127 POLICE...........................................................195 POPULATION..................................................... 13 PROPERTY MANAGEMENT & LAKE LOTS ................218 CL.-Y/ APPENDIX R T J W PROPERTY TAX COMPARISON................................52 PROPERTY TAX RATE...........................................50 PUBLIC HEARINGS ON PROPOSED BUDGET ...............23 PURCHASING...................................................132 RESERVE POLICY.............................................3,5,7 RESOURCE RECOVERY........................................275 SALES TAX REVENUE...........................................91 SANITATION DIVISION.......................................287 SANITATION FUND EXPENDITURE OVERVIEW ..........286 SANITATION FUND REVENUE OVERVIEW................283 SEWER REHABILITATION....................................268 STORM WATER DIVISION....................................421 STORM WATER FUND EXPENDITURE OVERVIEW ......423 STORM WATER FUND REVENUE OVERVIEW ............422 STREET MAINTENANCE......................................167 SUMMARY OF OPERATING FUNDS —THREE YEAR COMPARISON OF EXPENDITURES ...........................68 SUMMARY OF OPERATING FUNDS —THREE YEAR COMPARISON OF REVENUES.................................65 TRAFFIC ENGINEERING......................................162 UTILITY ADMINISTRATION..................................244 UTILITY COLLECTIONS........................................239 WASTEWATER COLLECTION................................268 WASTEWATER TREATMENT................................275 WATER & SEWER FUND EXPENDITURE OVERVIEW ...236 WATER & SEWER FUND REVENUE OVERVIEW .........235 WATER DISTRIBUTION.......................................253 WATER PURIFICATION.......................................262 WATER SOURCE OF SUPPLY................................258 INDEX eii3 IOo- 881 ° Times Record New PART OF THE USA TODAY NETWORK PROOF OF PUBLICATION CITY OF WICHITA FALL S City of Wichita Falls P 0 BOX 1431 Notice of Public Hearing Notice is hereby given that WICHITA FALLS, TX 76307 the City of Wichita Falls City Council will conduct a public hearing on the proposed Fis- cal Year 2020-2021 Annual Budget at a regular meeting STATE OF WISCONSIN,COUNTY OF BROWN on August 18, 2020, at 8:30 a.m. in the City Council Chambers located at 1300 7th On this August 5,2020 AD, personally appeared before me Street,Wichita Falls,TX. the undersigned authorityfor the Times PublishingThis budget will raise more 9 total property taxes than last Company of Wichita Falls,publishers of the Wichita Falls in year's budget by$1,456,768.72, in- Wichita County,Texas,and ofgeneral circulation in said crease, ofwhich is a 3.89% percent and of that amount county,and upon being duly sworn by me,on oath states $236,297.03 is tax revenue to that the attached advertisement is a true and correct copy of be added to the tax roll this advertising published in day(1)issues hereof on the year. The public is encouraged to following date: attend the public hearing, and will be given an opportu- 08/05/2020 nity to be heard on any item contained in the proposed budget. Wheelchair or handi- capped accessibility to the meeting is possible by using Subscribed a d sworn to befor on August 5,2020 the handicapped parking spaces and ramp located off The east parking lot on the 6th Street entrance nearest the 1 Legal 6le�c Council chambers. There are additional handicapped park- ing- spacesand ramp 7th at Street at the main building entrance. Interpreters or ./ i,wi1t Q- any other special needs will Notary I ibl c,Sta 111:f WI,County of Brown be provided to any person re- questing a special service with at least 24-hour notice. Please call the City Clerk's v'd/' n Office at 761-7409 for assis- tance.0 J �t Wireless Listening Sys- My commission expires tem devices are available at the City Manager's reception area or you may call 761-7404 for inquiries. A copy of the proposed budg- et is available for viewing • during normal business hours S H E L LY H O R A at the City Clerk's Office, 1300 7th Street, Room 104, Notary Public and is also located on the Cit- y's website at www.wichitafal State of Wisconsin isx.goy. Publication Cost:$314.14 Ad No:0004315278 Customer No: 1237516 PO#: 8/18 PH #of Affidavits1 This is not an invoice 6B I WEDNESDAY,AUGUST 5,2020 I TIMES RECORD NEWS • C I 0 fi d To Advertise,visit:classifieds.timesrecordnews.com / Classifieds la edPhone: 0 / Classifieds Email:wtrclassifieds@timesrecordnews.com 1 Hours:Monday-Friday 8:00am•5:00pm All Classified ads arts subject to the applicable rate card,copies of which are available from our Advertising Dept.All ads are subject to approval before publication.The Wichita Falls Times Record Hews reserves the right to edit,refuse,reject,classify or cancel any ad at any time.Errors must be reported In the first day of publication.The Wichita tiglaiggr'IAId News shall not be liable for any loss or expense that results from an error In or omission of an advertisement.No refunds for early cancellation of order. Adopt Me . `� attta:.r,,;i,, mo Real Estate Automotive Your Source Pets j► SxS net wrapped coastal Homes Public Notices SELL IT hay,2501b of fertilizer, all your favorites... no weeds or no grass starting fresh... best deal for you... for the latest.. Call Ed 940-936-9850 " t�•wr+"iftyl44'� il.uua.ri,.a i IOStateorSal2r^ is_ tta>1!'l:uyy{i i��JYtaflar�"i.l+a, FIND IT "'" City of Wichita Falls German Shepherd AKC ^ .., -'' '' Notice of Public Hearing Puppies. www.wtxk9.com I Buy Old Records! WO or 806)292-7445,(806)652-3458 45's&LP's. Notice is hereby given that Rock,Soul,Blues,Jazz,C& A SE the City of Wichita Falls City cars W.I make house calls! A R CAN T Looking to buye 't .Age, Jason,512-785.8714 FOR CARS AND TRUCKS Council will conduct a public gender doesn't matter. MILT 940-781-7434 hearing on the proposed Fis- sales Call 940-500-7394 EDUA:i4,,.r.. cal Year 2020-2021regul Annual garage OPPORTLN•T'r p44er(('�'�°^ Budget at a regular meeting Assorted Equal Housing Opportunity Ammon . on August 18, 2020, at 8:30 ai Al!real estate advertising tickets in this newspaper is subject a.m. inthe City Council h r Chevrolet 2008 Cobalt, Chambers located at 1300 cil to the Federal Fair 120K miles,$4,000. Street,Wichita Falls,TX. HOUSin9 Act of illegal which antiques W makes it illegal to Can be seen at: This budget will raise more Q all kinds of things... Z3303 Grant St. total property taxes than last m advertise any preference, Call for info 940-636-9809 year's budget by S1,456,768.72, ,4�- 0 3 E limitation or discrimination motorcycles o which is a 3.89% percent in- Y i Cemetery Lots W N u based on race,color, crease, and of that amount N >, religion,sex,national S236,297.03 is tax revenue to t ° origin,handicap or familial computers BEST DEAL be raised from new property p 0 J `0 o status or an intention to added to the tax roll this E N make any such preference, 4..1 limitation or year. boats '"a °� Finding a job The public is encouraged to Cemetery lots(2 spaces) til s discrimination. attend the public hearing, Riverside Cemetery Block t, Ly I— .0 and will be given an opportu- M,53200.00 cash only.West Li. 0 This newspaper will not shouldn't nity to be heard on env item sports equipment 1/2 of lot 326( Spaces 1 and Z _ knowingly accept any contained in the proposed 2),(972)255.6253 0 >` advertising for real estate feel like one, budget. Wheelchair or handi- Ql which is in violation of the pets Z Z 4-� ti law.Our readers are capped accessibility to the ,.'f.One(I)Plot in Court•i• C3 w hereby informed that all meeting is Possible by using of Flowers,Crestview Pork, LI-J • . Nthe handicapped parking L dwellingsewspeaareavail in this instruments Block N,Sole:$3,250. = U newspaper are available on ZipRecruiter. spaceshe and ramp located ee off Valued:$5,000 Conveniently O w the east parking lot on the t6th he located in sold out area. Cr on equal opportunity basis. i��•5manes.way Tv ie,e Street entrance nearest the Call 609-758-1562 I Q- Council chambers. There are jewelry N , a,.o, additional handicapped park- ing spaces and romp on 7th furniture rna sm,rtest f jobs.u5atoday.Com Street at the main building ZipRecruiter lit w,y, h. mes entrance. Interpreters or „# any other special needs will tablets be provided to any person re- - questing a special service with at least 24-hour notice. ;�liCtIC3r1S Please Coll the City Clerk's PM Rolling Plains office or 761-7409 for assis- Management Corporation NOW Children the City Wireless Listening reception and sales tem devices are available at y Rolling Plains Management Corporation is ACCEPTING Come the City Manager's reception APPLICATIONS area eanor you u may call 761.7404 collectibles now accepting applications for full-time First Christian Church A copy of the proposed budg- and part-time drivers for its transportation ------ et is available for viewing appliances system, SHARP Lines. Applicants must during normal business hours Children Come First is currently looking for full at the City Clerk's Office, have a CDL with passenger endorsement, FOR MORE time and part time teachers 1300 7th Street, Room 104, cameras . acceptable driving record, no criminal and is also located on the Cit- histor for the past 7years, and a GED INFORMATION, v's website at www.wichitafal y Experience is preferred but not required we will srx.gov. coins or high school diploma. Drug and alcohol PLEASE CALL train the right person. testing is required. 1-800-633-0852 Please apply in person: Place your INTERESTED PERSONS MAY APPLY ONLINE EOE 1 3701 Taft Blvd Wichita Falls, �taalaaaaP101MMlt:Le us';+IeRi►ioi!,e, ,, inside the First Christian Church %. mks , classified ad today. Times Record News PART OF THE USA TODAY NETWORK PROOF OF PUBLICATION CITY OF WICHITA FALLS ATTN MARIE BALTHROP PO BOX 1431 WICHITA FALLS TX 76307 STATE OF WISCONSIN,COUNTY OF BROWN: On this July 31ST,2020 AD,personally appeared before me the undersigned authority for the Times Publishing Company of Wichita Falls, publishers of the Wichita Falls in Wichita County, Texas, and of general circulation in said county,and upon being duly sworn by me,on oath states that the attached advertisement is a true and correct copy of advertising published in day (1)issues hereof on the following date: August 25th,2020 Subscribed and sworn to before me on August 25th,2020 Legal Clerk 4 tary Pablic,State isconsiO'ounty of Brown 5./5a3 My commission expires NANCY HEYRMAN Notary Public • State of Wisconsin • Publication Cost:$1,895.00 Ad No: GC10480266 Customer No: 316837 PO#:NOTICE OF TAX RATE NOTICE OF PUBLIC HEARING ON TAX INCREASE A tax rate of 0.763323 per$100 valuation has been proposed by the governing body of City of Wichita Falls. PROPOSED TAX RATE $0.763323 per$100 NO-NEW REVENUE TAX RATE $0.744422 per$100 VOTER-APPROVAL TAX RATE $0.776452 per$100 The no-new-revenue tax rate is the tax rate for the 2020 tax year that will raise the same amount of property tax revenue for City of Wichita Falls from the same properties in both the 2019 tax year and the 2020 tax year. The voter-approval tax rate is the highest tax rate that City of Wichita Falls may adopt without holding an election to seek voter approval of the rate. The proposed tax rate is greater than the no-new-revenue tax rate.This means that City of Wichita Falls is proposing to increase property taxes for the 2020 tax year. A public hearing on the proposed tax rate will be held on September 01, 2020 at 8:30AM at 1300 7th Street Wichita Falls Texas 76307. The proposed tax rate is not greater than the voter-approval tax rate. As a result, City of Wichita Falls is not required to hold an election at which voters may accept or reject the proposed tax rate. However, you may express your support for or opposition to the proposed tax rate by contacting the members of the City Clerk's Office of City of Wichita Falls at their offices or by attending the public meeting mentioned above. YOUR TAXES OWED UNDER ANY OF THE ABOVE RATES CAN BE CALCULATED AS FOLLOWS: property tax amount=(tax rate)X (taxable value of your property)/100 The members of the governing body voted on the proposed tax increase as follows: FOR: Santellana Brewer Browning Smith Whiteley Chenault Jackson AGAINST: PRESENT and not voting: ABSENT: The 86th Texas Legislature modified the manner in which the voter-approval tax rate is calculated to limit the rate of growth of property taxes in the state. The following table compares the taxes imposed on the average residence homestead by City of Wichita Falls last year to the taxes proposed to be imposed on the average residence homestead by City of Wichita Falls this year: 2019 I 2020 Change I Total Tax Rate(per$100 of value) SO./63323 I SO 763323 I decrease of S0.000000 OR 0.00% IAverage homestead taxable value 5128.666 I $135,810 I increase of 5.55% ITax on average homestead $982 S1,037 I increase of $55 OR 5.55% ITotal tax levy on all properties S40,395,499 I S40,924,337 I increase of $528,838 OR 1.31% For assistance with tax calculations, please contact the tax assessor for City of Wichita Falls at 940-766-8100 or wichitatax.com. 1102 1.19 2020 Tax Rate Calculation Worksheet Date: 08/03/2020 10:41 AM Taxing Units Other Than School Districts or Water Districts City of Wichita Falls Taxing Unit Name Phone(area code and number „TX, Taxing Unit Address,City,State,ZIP Code Taxing Unit's Website Address GENERAL INFORMATION:Tax Code Section 26.04(c)requires an officer or employee designated by the governing body to calculate the no-new-revenue(NNR)tax rate and voter-approval tax rate for the taxing unit.These tax rates are expressed in dollars per $100 of taxable value calculated.The calculation process starts after the chief appraiser delivers to the taxing unit the certified appraisal roll and the estimated values of properties under protest.The designated officer or employee shall certify that the officer or employee has accurately calculated the tax rates and used values shown for the certified appraisal roll or certified estimate.The officer or employee submits the rates to the governing body by Aug. 7 or as soon thereafter as practicable. School districts do not use this form,but instead use Comptroller For 50-859 Tax Rate Calculation Worksheet,School District without Chapter 313 Agreements or Comptroller Form 50-884 Tax Rate Calculation Worksheet, School District with Chapter 313 Agreements. Water districts as defined under Water Code Section 49.001(1)do use this form but instead use Comptroller Form 50-858 Water District Voter-Approval Tax Rate Worksheet for Low Tax Rate and Developing Districts or Comptroller Form 50-860 Developed water District Voter-Approval Tax Rate Worksheet. The Comptroller's office provides this worksheet to assist taxing units in determining tax rates.The information provided in this worksheet is offered as technical assistance and not legal advice.Taxing units should consult legal counsel for interpretations of law regarding tax rate preparation and adoption. STEP 1: No-New-Revenue Tax Rate The NNR tax rate enables the public to evaluate the relationship between taxes for the prior year and for the current year based on a tax rate that would produce the same amount of taxes(no new taxes)if applied to the same properties that are taxed in both years. When appraisal values increase,the NNR tax rate should decrease. The NNR tax rate for a county is the sum of the NNR tax rates calculated for each type of tax the county levies. While uncommon,it is possible for a taxing unit to provide an exemption for only maintenance and operations taxes.In this case,the taxing unit will need to calculate the NNR tax rate separately for the maintenance and operations tax and the debt tax,then add the two components together. Line I No-New-Revenue Rate Activity Amount/Rat 1. 2019 total taxable value.Enter the amount of 2019 taxable value on the 2019 tax $5,264,934,088 roll today.Include any adjustments since last year's certification;exclude Tax Code Section 25.25(d)one-fourth and one-third over-appraisal corrections from these adjustments.Exclude any property value subject to an appeal under Chapter 42 as of July 25(will add undisputed value in Line 6).This total includes the taxable value of homesteads with tax ceilings(will deduct in Line 2)and the captured value for tax increment financing(will deduct taxes in Line 17)1 2. 2019 tax ceilings.Counties,cities and junior college districts.Enter 2019 total $0 taxable value of homesteads with tax ceilings.These include the homesteads of homeowners age 65 or older or disabled.Other taxing units enter 0.If your taxing unit adopted the tax ceiling provision in 2019 or a prior year for homeowners age 65 or older or disabled,use this step.2 3. Preliminary 2019 adjusted taxable value. Subtract Line 2 from Line 1. $5,264,934,088 4. 2019 total adopted tax rate. $.763323 5. 2019 taxable value lost because court appeals of ARB decisions reduced 2019 appraised value. A.Original 2019 ARB values: $10,878,616 B.2019 values resulting from final court decisions: $9,878,000 C.2019 value loss.Subtract B from A.3 $1,000,6161 Line No-New-Revenue Rate Activity Amount/Rate 6. 2019 taxable value subject to an appeal under Chapter 42,as of July 25. ' A.2019 ARB certified value: 26,256,000 B.2019 disputed value: 3,965,592 C.2019 undisputed value Subtract B from A.4 22,290,408 7. 2019 Chapter 42-related adjusted values.Add Line 5 and 6 23,291,024 8. 2019 taxable value,adjusted for court-ordered reductions.Add Line 3 and Line $5,288,225,112 7 9. 2019 taxable value of property in territory the taxing unit deannexed after Jan. $0 1,2019.Enter the 2019 value of property in deannexed territory.5 10. 2019 taxable value lost because property first qualified for an exemption in 2020.If the taxing unit increased an original exemption,use the difference between the original exempted amount and the increased exempted amount. Do not include value lost due to freeport,goods-in-transit,temporary disaster exemptions.Note that lowering the amount or percentage of an existing exemption in 2020 does not create a new exemption or reduce taxable value. A.Absolute exemptions.Use 2019 market value: $2,351,558 B.Partial exemptions.2020 exemption amount or 2020 percentage exemption $10,788,981 times 2019 value: C.Value loss.Add A and B.6 $13,140,539 11. 2019 taxable value lost because property first qualified for agricultural appraisal(1-d or 1-d-1),timber appraisal,recreational/scenic appraisal or public access airport special appraisal in 2020.Use only properties that qualified in 2020 for the first time;do not use properties that qualified in 2019. A.2019 market value: $0 B.2020 productivity or special appraised value: $0 Value loss.Subtract B from A.7 $0 12. Total adjustments for lost value.Add Lines 9, 10C and 11C. $13,140,539 13. Adjusted 2019 taxable value.Subtract Line 12 from Line 8 $5,275,084,573 14. Adjusted 2019 total levy.Multiply Line 4 by Line 13 and divide by$100 $40,265,933 15. Taxes refunded for years preceding tax year 2019. Enter the amount of taxes $29,261 refunded by the district for tax years preceding tax year 2019. Types of refunds include court decisions,Tax Code Section 25.25(b)and(c)corrections and Tax Code Section 31.11 payment errors.Do not include refunds for tax year 2019.This line applies only to tax years .recedin: tax ear 2019.<su.>8</su.> 16. Taxes in tax increment financing(TIF)for tax year 2019 Enter the amount of $610,757 taxes paid into the tax increment fund for a reinvestment zone as agreed by the taxing unit.If the taxing unit has no 2020 captured appraised value in Line 18D, enter 0.9 17. Adjusted 2019 levy with refunds and TIF adjustment.Add Lines 14,and 15, $39,684,437 subtract Line 16.10 18. Total 2020 taxable value on the 2020 certified appraisal roll today.This value includes only certified values or certified estimate of values and includes the total taxable value of homesteads with tax ceilings(will deduct in Line 20).These homesteads include homeowners age 65 or older or disabled.11 A.Certified values: $5,455,879,419 B.Counties:Include railroad rolling stock values certified by the Comptroller's $0 office. C.Pollution control and energy storage system exemption: Deduct the value of $ property exempted for the current tax year for the first time as pollution control or energ stora:e s stem .ro.e D.Tax increment financing: Deduct the 2020 captured appraised value of $94,539,906 property taxable by a taxing unit in a tax increment financing zone for which the Line No-New-Revenue Rate Activity Amount/Rate 2020 taxes will be deposited into the tax increment fund.Do not include any new property value that will be included in Line 23 below.12 E.Total 2020 value Add A and B,then subtract C and D $5,361,339,513 19. Total value of properties under protest or not included on certified appraisal roll.13 A.2020 taxable value of properties under protest The chief appraiser certifies a $0 list of properties still under ARB protest.The list shows the appraisal district's value and the taxpayer's claimed value,if any,or an estimate of the value if the taxpayer wins.For each of the properties under protest,use the lowest of these values.Enter the total value under protest.14 B.2020 value of properties not under protest or included on certified appraisal $0 roll.The chief appraiser gives taxing units a list of those taxable properties that the chief appraiser knows about but are not included in the appraisal roll certification. These properties also are not on the list of properties that are still under protest.On this list of properties,the chief appraiser includes the market value,appraised value and exemptions for the preceding year and a reasonable estimate of the market value,appraised value and exemptions for the current year.Use the lower market, appraised or taxable value(as appropriate). Enter the total value of property not on the certified roll.15 C.Total value under protest or not certified.Add A and B. $0 20. 2020 tax ceilings.Counties,cities and junior colleges enter 2020 total taxable value $0 of homesteads with tax ceilings.These include the homesteads of homeowners age 65 or older or disabled. Other taxing units enter 0.If your taxing unit adopted the tax ceiling provision in 2019 or a prior year for homeowners age 65 or older or disabled,use this step.16 21. 2020 total taxable value.Add Lines 18E and 19C. Subtract Line $5,361,339,513 20C.17 22. Total 2020 taxable value of properties in territory annexed after Jan.1,2019. $0 Include both real and personal property. Enter the 2020 value of property in territory annexed.18 23. Total 2020 taxable value of new improvements and new personal property $30,437,440 located in new improvements.New means the item was not on the appraisal roll in 2019.An improvement is a building,structure,fixture or fence erected on or affixed to land.New additions to existing improvements may be included if the appraised value can be determined.New personal property in a new improvement must have been brought into the taxing unit after Jan. 1,2019 and be located in a new improvement.New improvements do include property on which a tax abatement agreement has expired for 2020.19 24. Total adjustments to the 2020 taxable value.Add Lines 22 and 23. $30,437,440 25. Adjusted 2020 taxable value.Subtract Line 24 from Line 21. $5,330,902,073 26. 2020 NNR tax rate.Divide Line 17 by Line 25 and multiply by $.744422/$100 $100.20 27. COUNTIES ONLY. Add together the NNR tax rates for each type of tax the county levies.The total is the 2020 county NNR tax rate.2 1 [1]Tex.Tax Code Section [2]Tex.Tax Code Section [3]Tex.Tax Code Section [4]Tex.Tax Code Section [5]Tex.Tax Code Section [6]Tex.Tax Code Section [7]Tex.Tax Code Section [8]Tex.Tax Code Section [9]Tex.Tax Code Section [10]Tex.Tax Code Section [11]Tex.Tax Code Section [12]Tex.Tax Code Section [13lTex.Tax Code Section 114]Tex.Tax Code Section 1151Tex.Tax Code Section [16lTex.Tax Code Section [17]Tex.Tax Code Section [18]Tex.Tax Code Section [19]Tex.Tax Code Section [20JTex.Tax Code Section STEP 2: Voter-Approval Tax Rate The voter-approval tax rate is the highest tax rate that a taxing unit may adopt without holding an election to seek voter approval of the rate.The voter-approval tax rate is split into two separate rates: 1.Maintenance and Operations(M&O)Tax Rate:The M&O portion is the tax rate that is needed to raise the same amount of taxes that the taxing unit levied in the prior year plus the applicable percentage allowed by law.This rate accounts for such things as salaries, utilities and day-to-day operations. 2.Debt Rate:The debt rate includes the debt service necessary to pay the taxing unit's debt payments in the coming year.This rate accounts for principal and interest on bonds and other debt secured by property tax revenue. The voter-approval tax rate for a county is the sum of the voter-approval tax rates calculated for each type of tax the county levies.In most cases the voter-approval tax rate exceeds the no-new-revenue tax rate,but occasionally decreases in a taxing unit s debt service will cause the NNR tax rate to be higher than the voter-approval tax rate. Line Voter Approval Tax Rate Activity Amount/Rate 28. 2019 M&O tax rate. Enter the 2019 M&O tax rate. $.721571 29. 2019 taxable value,adjusted for actual and potential court-ordered 5,288,225,112 adjustments.Enter the amount in Line 8 of the No-New-Revenue Tax Rate Worksheet. 30. I Total 2019 M&O levy. 38,158,298 31. Adjusted 2019 levy for calculating NNR M&O rate. A.2019 sales tax specifically to reduce property taxes.For cities,counties and 8,303,957 hospital districts,enter the amount of additional sales tax collected and spent on M&O expenses in 2019,if any. Other taxing units,enter 0.Counties must exclude any amount that was spent for economic development grants from the amount of sales tax spent B.M&O taxes refunded for years preceding tax year 2019.Enter the amount of 27,832 M&O taxes refunded in the preceding year for taxes before that year.Types of refunds include court decisions,Tax Code Section 25.25(b)and(c)corrections and Tax Code Section 31.11 payment errors.Do not include refunds for tax year 2019. This line applies only to tax years preceding tax year 2019 C.2019 taxes in TIF:Enter the amount of taxes paid into the tax increment fund 610,757 for a reinvestment zone as agreed by the taxing unit.If the taxing unit has no 2020 captured appraised value in Line 18D,enter 0 D.2019 transferred function: If discontinuing all of a department,function or 0 activity and transferring it to another taxing unit by written contract,enter the amount spent by the taxing unit discontinuing the function in the 12 months preceding the month of this calculation. If the taxing unit did not operate this function for this 12-month period,use the amount spent in the last full fiscal year in which the taxing unit operated the function.The taxing unit discontinuing the function will subtract this amount in E below.The taxing unit receiving the function will add this amount in E below.Other taxing units enter 0. E.2019 M&O levy adjustments.Add A and B,then subtract C.For taxing unit 7,721,032 with D,subtract if discontinuing function and add if receiving function F.Add Line 30 to 31E. 45,879,330 32. Adjusted 2020 taxable value. Enter the amount in Line 25 of the No-New- 5,330,902,073 Revenue Tax Rate Worksheet. 33. 2020 NNR M&O rate(unadjusted) Divide Line 31F by Line 32 and multiply by 0.860629 $100. 34. Rate adjustment for state criminal justice mandate. A.2020 state criminal justice mandate. Enter the amount spent by a county in the 0 previous 12 months providing for the maintenance and operation cost of keeping inmates in county-paid facilities after they have been sentenced.Do not include any state reimbursement received by the county for the same purpose. B.2019 state criminal justice mandate Enter the amount spent by a county in the 0 12 months prior to the previous 12 months providing for the maintenance and operation cost of keeping inmates in county-paid facilities after they have been sentenced. Do not include any state reimbursement received by the county for the same purpose.Enter zero if this is the first time the mandate applies Line Voter Approval Tax Rate Activity Amount/Rate C.Subtract B from A and divide by Line 32 and multiply by$100 0.000000 • D.Enter the rate calculated in C.If not applicable,enter 0. 0.000000 35. Rate adjustment for indigent health care expenditures A.2020 indigent health care expenditures Enter the amount paid by a taxing unit 0 providing for the maintenance and operation cost of providing indigent health care for the period beginning on July 1,2019 and ending on June 30,2020,less any state assistance received for the same purpose B.2019 indigent health care expenditures Enter the amount paid by a taxing unit 0 providing for the maintenance and operation cost of providing indigent health care for the period beginning on July 1,2018 and ending on June 30,2019,less any state assistance received for the same purpose C.Subtract B from A and divide by Line 32 and multiply by$100 0.000000 D.Enter the rate calculated in C.If not applicable,enter 0. 0.000000 36. Rate adjustment for county indigent defense compensation A.2020 indigent defense compensation expenditures Enter the amount paid by a 0 county to provide appointed counsel for indigent individuals for the period beginning on July 1,2019 and ending on June 30,2020,less any state grants received by the county for the same purpose B.2019 indigent defense compensation expenditures Enter the amount paid by a 0 county to provide appointed counsel for indigent individuals for the period beginning on July 1,2018 and ending on June 30,2019,less any state grants received by the county for the same purpose C.Subtract B from A and divide by Line 32 and multiply by$100 0.000000 D.Multiply B by 0.05 and divide by Line 32 and multiply by$100 0.000000 E.Enter the lessor of C and D.If not applicable,enter 0. 0.000000 37. Rate adjustment for county hospital expenditures. A.2020 eligible county hospital expenditures Enter the amount paid by the 0 county or municipality to maintain and operate an eligible county hospital for the period beginning on July 1,2019 and ending on June 30,2020 B.2019 eligible county hospital expenditures Enter the amount paid by the county 0 Ior municipality to maintain and operate an eligible county hospital for the period beginning on July 1,2018 and ending on June 30,2019 C.Subtract B from A and divide by Line 32 and multiply by$100 0.000000 D. Multiply B by 0.08 and divide by Line 32 and multiply by$100 0.000000 E.Enter the lessor of C and D,if applicable.If not applicable,enter 0. 0.000000 38. Adjusted 2020 NNR M&O rate. Add Lines 33,34D,35D,36E,and 37E. 0.860629 39. 2020 voter-approval M&O rate.Enter the rate as calculated by the appropriate 0.890751 scenario below. Special Taxing Unit If the taxing unit qualifies as a special taxing unit,multiply Line 38 by 1.08 -or- Other Taxing Unit If the taxing unit does not qualify as a special taxing unit, multiply Line 38 by 1.035. -or- Taxing unit affected by disaster declaration If the taxing unit is located in an area declared as disater area,the governing body may direct the person calculating the voter-approval rate to calculate in the manner provided for a special taxing unit. The taxing unit shall continue to calculate the voter-approval rate in this manner until the earlier of 1)the second year in which total taxable value on the certified appraisal roll exceeds the total taxable value of the tax year in which the disaster occurred,and 2)the third tax year after the tax year in which the disaster occurred. If the taxing unit qualifies under this scenario,multiply Line 38 by 1.08. [27] Line Voter Approval Tax Rate Activity Amount/Rate 40. Total 2020 debt to be paid with property taxes and additional sales tax . revenue.Debt means the interest and principal that will be paid on debts that: (1)are paid by property taxes, (2)are secured by property taxes, (3)are scheduled for payment over a period longer than one year,and (4)are not classified in the taxing unit's budget as M&O expenses. A.Debt also includes contractual payments to other taxing units that have incurred 5,918,815 debts on behalf of this taxing unit,if those debts meet the four conditions above. Include only amounts that will be paid from property tax revenue.Do not include appraisal district budget payments. Enter debt amount B.Subtract unencumbered fund amount used to reduce total debt. 0 C. Subtract certified amount spent from sales tax to reduce debt(enter zero if 0 none) D.Subtract amount paid from other resources 3,727,118 E.Adjusted debt Subtract B,C and D from A 2,191,697 41. Certified 2019 excess debt collections Enter the amount certified by the collector. 0 42. Adjusted 2020 debt Subtract Line 41 from Line 40E 2,191,697 43. 2020 anticipated collection rate. A.Enter the 2020 anticipated collection rate certified by the collector 100.72 B.Enter the 2019 actual collection rate 100.83 C.Enter the 2018 actual collection rate 100.72 Ji D.Enter the 2017 actual collection rate 101.12 1 E.If the anticipated collection rate in A is lower than actual collection rates in B,C 100.72 and D,enter the lowest collection rate from B,C and D.If the anticipated rate in A is higher than at least one of the rates in the prior three years,enter the rate from A. Note thet the rate can be greater than 100%. 44. 2020 debt adjusted for collections.Divide Line 42 by Line 43E. <2,176,029) 45. 2020 total taxable value.Enter the amount on Line 21 of the No-New-Revenue 5,361,339,513 Tax Rate Worksheet. 46. 12020 debt rate Divide Line 44 by Line 45 and multiply by$100. 0.040587 47. 2020 voter-approval tax rate.Add Line 39 and 46. 0.931338 48. COUNTIES ONLY.Add together the voter-approval tax rate for each type of tax the county livies.The total is the 2020 county voter-approval tax rate. STEP 3 NNR Tax Rate and Voter-Approval Tax Rate Adjustments for Additional Sales tAx to Reduce Property Taxes Cities,counties and hospital districts may levy a sales tax specifically to reduce property taxes.Local voters by election must approve imposing or abolishing the additional sales tax. If approved,the taxing unit must reduce its NNR and voter-approval tax rates to offset the expected sales tax revenue. This section should only be completed by a county,city or hospital district that is required to adjust its NNR tax rate and/or voter- approval tax rate because it adopted the additional sales tax. Line Additional Sales and Use Tax Worksheet Amount/Rate 49. Taxable sales.For taxing units that adopted the sales tax in November 2019 or May 0 2020,enter the Comptroller's estimate of taxable sales for the previous four quarters.Estimates of taxable sales may be obtained through the Comptroller's Allocation Historical Summary webpage.Taxing units that adopted the sales tax before November 2019,skip this line. 50. Estimated sales tax revenue.Counties exclude any amount that is or will be spent 8,303,957 for economic development grants from the amount of estimated sales tax revenue. Taxing units that adopted the sales tax in November 2019 or in May 2020. Multiply the amount on Line 49 by the sales tax rate(.01, .005 or.0025,as applicable)and multiply the result by.95[34] -or- Taxing units that adopted the sales tax before November 2019.Enter the sales tax revenue for the previous four quarters.Do not multiply by.95. I37ITex.Tax Code Section 1381Tex.Tax Code Section Line Additional Sales and Use Tax Worksheet Amount/Rate 51. 202Q total taxable value.Enter the amount from Line 21 of the No-New-Revenue 5,361,339,513 Tax Rate Worksheet.. 52. Sales tax adjustment rate.Divide Line 50 by Line 51 and multiply by$100. 0.154886 53. 2020 NNR tax rate,unadjusted for sales tax.[35] Enter the rate from Line 26 or $.74442 27,as applicable,on the No-New-Revenue Tax Rate Worksheet. 54. 2020 NNR tax rate,adjusted for sales tax. $.744422 Taxing units that adopted the sales tax in November 2019 or in May 2020. Subtract Line 52 from Line 53. Skip to Line 55 if you adopted the additional sales tax before November 2019. 55. 2020 voter-approval tax rate,unadjusted for sales tax.[36]Enter the rate from 0.931338 Line 47 or Line 48 as applicable,of the Voter Approval Tax Rate Worksheet 56. 2020 voter-approval tax rate,adjusted for sales tax. 0.776452 Subtract Line 52 from Line 55. STEP 4: Additional Rollback Protection for Pollution Control A taxing unit may raise its rate for M&O funds used to pay for a facility,device or method for the control of air,water or land pollution. This includes any land,structure,building,installation,excavation,machinery,equipment or device that is used,constructed,acquired or installed wholly or partly to meet or exceed pollution control requirements.The taxing unit s expenses are those necessary to meet the requirements of a permit issued by the Texas Commission on Environmental Quality(TCEQ).The taxing unit must provide the tax assessor with a copy of the TCEQ letter of determination that states the portion of the cost of the installation for pollution control. This section should only by completed by a taxing unit that uses M&O funds to pay for a facility,device or method for the control of air, water or land pollution. Line Activity Amount/Rate 57. Certified expenses from the Texas Commission on Environmental Quality(TCEQ).[6] Enter the $0 amount certified in the determination letter from TCEQ.The taxing unit shall provide its tax assessor collector with a copy of the letter.[7] 58. 2020 total taxable value.Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet $5,361,339,513 59. Additional rate for pollution control. Divide Line 57 by Line 58 and multiply by$100. 0.000000 60. 2020 voter-approval tax rate,adjusted for pollution control.Add Line 59 to one of the following lines 0.776452 (as applicable):Line 47,Line 48(counties)or Line 56(taxing units with the additional sales tax). [37]Tex.Tax Code Section 1381Tex.Tax Code Section STEP 5: Voter-Approval Tax Rate Adjustment for Unused Increment Rate The unused increment rate is the rate equal to the difference between the adopted tax rate and voter-approval tax rate before the unused increment rate for the prior three years.[39] In a year where a special taxing unit adopts a rate above the voter-approval tax rate by applying any portion of the unused increment rate,the unused increment rate for that year would be zero.Consult with legal counsel to ensure appropriate calculation of the unused increment rate. For each tax year before 2020,the difference between the adopted tax rate and voter-approval rate is considered zero,therefore the unused increment rate for 2020 is zero.[40] This section should only be completed by a taxing unit that is a municipality of less than 30,000 or a taxing unit that does not meet the definition of a special taxing unit. [41] Line Activity Amount/Rate 61. 2019 unused increment rate. Subtract the 2019 actual tax rate and the 2019 unused increment rate from 0.000000 the 2019 voter-approval tax rate. If the number is less than zero,enter zero.If the year is prior to 2020, enter zero. 62. 2018 unused increment rate. Subtract the 2018 actual tax rate and the 2018 unused increment rate from 0.000000 the 2028 voter-approval tax rate.If the number is less than zero,enter zero.If the year is prior to 2020, enter zero. 63. 12017 unused increment rate. Subtract the 2017 actual tax rate and the 2017 unused increment rate from 0.000000 the 2017 voter-approval tax rate. If the number is less than zero,enter zero.If the year is prior to 2020,enter zero. 64. 2020 unused increment rate.Add Lines 61,62 and 63. 0.000000 65. 2020 voter-approval tax rate,adjusted for unused increment rate.Add Line 64 to one of the following lines(as applicable): Line 47,Line 48(counties),Line 56(taxing units with the additional sales tax)or Line 60(taxing units with pollution control). STEP 6: De Minimis Rate The de minimis rate is the rate equal to the sum of the no-new-revenue maintenance and operations rate,the rate that will raise$500,000, and the current debt rate for a taxing unit.[42] This section should only be completed by a taxing unit that is a municipality of less than 30,000 or a taxing unit that does not meet the definition of a special taxing unit. [41] Line I Activity I Amount/Rat 66. Adjusted 2020 NNR M&O tax rate. Enter the rate from Line 38 of the Voter-Approval Tax Rate 0.860629 Worksheet 67. 2020 total taxable value Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet 5,361,339,513 68. Rate necessary to impose$500,000 in taxes.Divide$500,000 by Line 67 and multiply by$100. 0.009326 69. 2020 debt rate Enter the rate from Line 46 of the Voter-Approval Tax Rate Worksheet 0.040587 70. De minimis rate Add Lines 66,68 and 69. 0.910542 STEP 7: Total Tax Rate Indicate the applicable total tax rates as calculated above. No-new-revenue tax rate 0.744422 Voter-Approval Tax Rate 0.776452 De minimis rate 0.910542 STEP 8: Taxing Unit Representative Name and Signature print here Printed Name of Taxing Unit Representative sign here Taxing Unit Representative Date