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ADOPTED OPERATING BUDGET
FISCAL YEAR 2021 - 2022
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TEXAS
B/erekkiesi.Cro/dery Oppertrokti :
City of Wichita Falls 2021 -2022 Annual Budget
This budget will raise more total property taxes than last year's
budget by $2,668,674, which is a 6.87% percent increase, and of
that amount $364,905 is tax revenue to be raised from new
property added to the tax roll this year.
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 21, 2021 as follows:
For Against
Stephen Santellana, Mayor
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 X
Tax Rate Proposed FY 2021-2022 Adopted 2020-2021
Property Tax Rate $0.760928 $0.763323
No-New-Revenue Tax Rate $0.718807 $0.744422
No-New-Revenue M&O Rate $0.684444 $0.703835
Voter Approved Tax Rate $0.760928 $0.776452
Debt Rate $0.034363 $0.040587
Total Debt for 2021-2022 is $2,033,384.00
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Wichita Falls
Texas
For the Fiscal Year Beginning
October 01, 2020
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Executive Director
TEXAS-TI"*6
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Table of Contents
TABLE OF CONTENTS
SUMMARIES AND DETAIL
BUDGET MESSAGE
+ CITY MANAGER'S BUDGET MESSAGE 1
COMMUNITY PROFILE
+ WICHITAFALLSATAGLANCE 24
POLICY STATEMENTS
+ BUDGET COMPLIANCE 31
+ FINANCIAL/ACCOUNTING POLICIES 36
+ INVESTMENT POLICIES 45
+ FUND DEFINITIONS 58
❖ FUND STRUCTURE CHART 62
BUDGET SUMMARY
+ BUDGET SUMMARY CONSOLIDATED STATEMENT 64
•:• REVENUES:ALL FUNDS 67
':' EXPENDITURES:ALL FUNDS 69
+ CASH FLOW FORECASTS 77
• CHART:SCHEDULE OF PROPERTY VALUATIONS 79
+ CHART:AREA PROPERTY TAXES BY TAXING ENTITY 80
+ DEPARTMENTS BY FUNCTION AND FUNDING SOURCE 81
+ CITY OF WICHITA FALLS STRATEGIC PLAN 84
+ REVENUES:THREE YEAR COMPARISON 89
+ EXPENDITURES:THREE YEAR COMPARISON 89
+ PERSONNEL SCHEDULE:GENERAL FUND 90
+ PERSONNEL SCHEDULE:ALL OTHER FUNDS 97
GENERAL FUND
❖ GENERAL FUND OVERVIEW 107
❖ GENERAL FUND REVENUE SUMMARY 108
+ GENERAL FUND EXPENDITURE SUMMARY 113
GENERAL FUND DETAIL BY DEPARTMENTS/DIVISIONS
+ MAYOR AND CITY COUNCIL 117
+ OFFICE OF THE CITY MANAGER 121
+ CITY CLERK 124
+ LEGAL 128
+ HUMAN RESOURCES 133
+ BUILDING MAINTENANCE 137
+ MLK CENTER OPERATIONS 142
+ PLANNING 145
+ FINANCE& PURCHASING 150
+ MUNICIPAL COURT OPERATIONS 156
+ PUBLIC INFORMATION 160
❖ ENGINEERING 164
❖ BUILDING INSPECTIONS 169
❖ CODE ENFORCEMENT 174
TABLE OF CONTENTS
SUMMARIES AND DETAIL
❖ TRAFFIC ENGINEERING 178
❖ STREET MAINTENANCE 183
❖ HEALTH ADMINISTRATION 188
❖ CITY NURSING 193
❖ ENVIRONMENTAL HEALTH 197
❖ ANIMAL SERVICES 202
❖ LAB/WATER POLLUTION 207
❖ POLICE 211
❖ FIRE 217
❖ CITY RECREATION 222
❖ PARK MAINTENANCE 228
❖ PROPERTY MANAGEMENT& LAKE LOTS 237
❖ LIBRARY 242
❖ NON DEPARTMENTAL 247
WATER AND SEWER FUND
❖ WATER AND SEWER FUND OVERVIEW 250
❖ WATER AND SEWER FUND REVENUE OVERVIEW 255
❖ WATER AND SEWER FUND EXPENDITURE OVERVIEW 256
WATER AND SEWER FUND DETAIL BY DEPARTMENT AND DIVISION
❖ UTILITY COLLECTION 260
❖ UTILITIES ADMINISTRATION 263
❖ WATER DISTRIBUTION 265
❖ WATER SOURCE OF SUPPLY 268
❖ WATER PURIFICATION 270
❖ WASTEWATER COLLECTION&SEWER REHABILITATION 273
❖ RESOURCE RECOVERY 277
❖ WATER&SEWER CAPITAL FUNDS 291
SANITATION FUND
❖ SANITATION FUND OVERVIEW 294
❖ SANITATION FUND REVENUE OVERVIEW 298
❖ SANITATION FUND EXPENDITURE OVERVIEW 300
SPECIAL REVENUE FUNDS
❖ SPECIAL REVENUE OVERVIEW 312
❖ CDBG 314
❖ HOUSING CHOICE VOUCHER 318
❖ TRANSPORTATION PLANNING GRANT 321
❖ STATE ROUTINE AIRPORT MAINTENANCE 324
❖ COMMUNITY RURAL HEALTH 326
❖ COMMUNITY CLINICAL LINKAGE GRANT 329
❖ TEXAS HEALTH COMMUNITIES 332
❖ HIV GRANT 335
❖ INFECTIOUS DISEASE GRANT 337
TABLE OF CONTENTS
SUMMARIES AND DETAIL
❖ TUBERCULOSIS GRANT 339
❖ IMMUNIZATION GRANT 341
❖ CANCER CONTROL&PREVENTION GRANT 344
❖ WIC GRANT 346
❖ EMERGENCY MANAGEMENT GRANT 350
DEBT SERVICE FUND
❖ GENERAL DEBT SERVICE FUND OVERVIEW 352
❖ GRAPH: DEBT OUTSTANDING 354
❖ WATER&SEWER DEBT SERVICE 358
HOTEL/MOTEL TAX FUND
❖ HOTEL/MOTEL TAX FUND OVERVIEW 365
❖ HOTEL/MOTEL TAX FUND REVENUE SUMMARY 366
❖ HOTEL/MOTEL TAX FUND EXPENDITURE SUMMARY 367
❖ CONVENTION AND VISITOR'S BUREAU OVERVIEW 369
❖ MULTI-PURPOSE EVENTS CENTER OVERVIEW 372
DUPLICATING SERVICES FUND
❖ DUPLICATING SERVICES FUND OVERVIEW 382
PROPRIETARY FUNDS
REGIONAL AIRPORT FUND
❖ REGIONAL AIRPORT FUND OVERVIEW 386
❖ REGIONAL AIRPORT FUND REVENUE SUMMARY 387
❖ REGIONAL AIRPORT FUND EXPENDITURE SUMMARY 388
KICKAPOO AIRPORT FUND
❖ KICKAPOO AIRPORT FUND OVERVIEW 390
❖ KICKAPOO AIRPORT FUND REVENUE SUMMARY 391
❖ KICKAPOO AIRPORT FUND EXPENDITURE SUMMARY 393
FLEET MAINTENANCE FUND
❖ FLEET MAINTENANCE FUND OVERVIEW 403
❖ FLEET MAINTENANCE FUND REVENUE SUMMARY 404
❖ FLEET MAINTENANCE FUND EXPENDITURE SUMMARY 406
INFORMATION TECHNOLOGY FUND
❖ INFORMATION TECHNOLOGY FUND OVERVIEW 412
❖ INFORMATION TECHNOLOGY FUND REVENUE SUMMARY 413
❖ INFORMATION TECHNOLOGY FUND EXPENDITURE SUMMARY 413
TRANSIT FUND
❖ TRANSIT FUND OVERVIEW 419
❖ TRANSIT FUND REVENUE SUMMARY 420
❖ TRANSIT FUND EXPENDITURE SUMMARY 421
TABLE OF CONTENTS
SUMMARIES AND DETAIL
STORM WATER DRAINAGE FUND
+ STORM WATER DRAINAGE FUND OVERVIEW 432
+ STORM WATER DRAINAGE FUND REVENUE SUMMARY 433
❖ STORM WATER DRAINAGE FUND EXPENDITURE SUMMARY 434
GOLF COURSE FUND
• GOLF COURSE FUND OVERVIEW 441
• GOLF COURSE FUND REVENUE SUMMARY 441
• GOLF COURSE FUND EXPENDITURE SUMMARY 442
WATER PARK FUND
• WATER PARK FUND OVERVIEW 444
❖ WATER PARK FUND REVENUE SUMMARY 445
❖ WATER PARK FUND EXPENDITURE SUMMARY 446
CAPITAL IMPROVEMENT PLAN
+ CIP POLICY STATEMENT 450
+ CIP SUMMARY OF ALL CAPITAL PROJECTS 451
APPENDIX
❖ GLOSSARY OF BUDGET ACRONYMS 467
❖ GLOSSARY OF BUDGET TERMS 469
ELECTED OFFICIALS & CITY MANAGER
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Stephen Santellana
Mayor
Bobby Whiteley DeAndra Chenault Michael Smith
At Large District 2, Mayor Pro-Tem District 1
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Jeff Browning Tim Brewer Steve Jackson
District 3 District 4 District 5
111111
Darron Leiker
City Manager
CITY STAFF
Office of the City Manager
Darron Leiker I City Manager Paul Menzies I Assistant City Manager
Blake Jurecek I 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
TEXAS-TI"*6
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Budget Message
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TEXAS
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, 2021
SUBJECT: Adopted Fiscal Year 2022 Annual Operating Budget
It is my pleasure to present to you the Adopted Annual Operating Budget for the fiscal year 2021-22 (FY 2022)
which covers the period beginning October 1, 2021 and ending September 30, 2022. The adopted balanced
budget was prepared with a focus on the following goals from the City's adopted Strategic Plan:
• Accelerate Economic Growth;
• Provide Quality Infrastructure;
• Redevelop Downtown;
• Efficiently Deliver City Services,which includes Improving Employee Recruitment and Retention;
• Actively Engage and Inform the Public
The adopted budget for FY 2022 also provides the opportunity for the City Council to lower the City's property tax
rate as the local economy has and continues to experience above average growth.
BUDGET PREPARATION PROCESS
The process for developing the adopted budget began this past March when the Finance Department created a
Budget Kick-off instructional video to update City Departments on the budget process and to convey my
expectations. This video also had information about the economic status of the area, the challenges and
opportunities in the upcoming year's budget, and the direction for the budget process.This year, I asked staff to
"hold the line"on requests from FY 2018-19,the last full fiscal year before the COVID-19 Pandemic.As we worked
through the budget process,the overall economic climate continued to improve and sales tax revenues have held
at, or above,the prior two years' levels. At the start of the previous FY 2021, all funds with fund balance policies
meet those policies.
Department Directors were encouraged to prepare a funding request with items needed to fund normal
operations that addressed the strategic goals of the City. I then asked each Department Director for any adopted
new programs (i.e. "above current") that could potentially increase the quality of services and efficiency. This
budget includes a combination of these requests.
1
BUDGET MESSAGE
In July,the City's Chief Financial Officer and I came to you with an update on the City's current financial state and
the key factors affecting the adopted budget during its creation. During this presentation,we outlined the results
of steps taken in the previous year to lessen the economic effects of the COVID-19 Pandemic. That 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 and discussion were implementation of federal funding
to address revenue shortfalls in the previous year, and potential uses of federal funding and fund balance for
current and following years' expenses. This presentation also incorporated a detailed overview of the
implementation costs of the Management Advisory Group (MAG) compensation study for each fund.
In addition to this annual operating budget, which identifies the budgetary requirements to operate the City
organization for one fiscal year, staff prepares a Capital Improvement Plan (CIP) that focuses on the capital
budgeting needs over the next five (5) years and to identify potential funding sources to pay for those projects.
In the CIP that has been prepared by the staff, capital improvements are defined as tangible equipment items,
one-time projects or large maintenance projects that exceed$25,000. It should be noted that many of the projects
listed in the latter years of the CIP might require long-term debt financing to actually generate the funds necessary
to accomplish those projects. Such debt financing, if approved,could have consequences on the property tax rate
and/or other service charges to repay that debt. Therefore, although these projects are included in the five-year
CIP,they will require future financial decisions of the City Council before they can be accomplished.
The 2022-2026 CIP is a separate document from the Annual Operating Budget. It is also important to note,
that when the City Council adopts the Five-Year CIP, only the projects outlined in the 2021-22 fiscal year
have committed funding sources and the projects listed in the later years of the document are identified for
planning purposes only. The projects identified in the 2021-22 fiscal year are primarily routine capital
equipment replacement projects. However, this budget puts aside funds for capital equipment and capital
infrastructure needs, that will begin to address the City Council's recently adopted strategic goal of "Providing
Adequate Infrastructure".
Budget Process Diagram
Budget Kick-Off: March
City Manager Budget Hearings: May
Adopted Budget Workshop with City Council:July
Adopted Budget Completed:August
City Council Budget Hearings:August
Public Notice:August
Public Hearings: September
Budget Adoption:September
2
BUDGET MESSAGE
Total Expenditure Budget
This Adopted Budget expends across all funds $195,449,875, an increase of $11,010,331 or 5.97% from the
previous year FY 2020-21 Adopted Operating Budget of $184,439,544. Adopted expenditures are broken down
in the following categories:
Expenditure All Funds 2019-20 2020-21 2021-22 Percent
Actual Adopted Adopted Budget Change
Expenditures
Personnel Services 78,879,705 85,756,390 93,771,616 9.35%
Supplies 7,948,677 9,608,098 11,125,386 15.79%
Maintenance&Repair 6,526,798 7,774,808 8,516,781 9.54%
Utilities/Other Services 20,499,378 23,323,741 22,632,434 -2.96%
Insurance&Contract Supp. 2,608,283 2,907,001 2,879,189 -0.96%
Debt Expenditures 8,650,034 19,614,288 19,262,658 -1.79%
Other Expenditures 10,224,014 14,767,090 11,561,944 -21.70%
Non Capital Improvements 140,051 149,900 358,800 139.36%
Capital Improvements 15,442,147 14,977,050 19,707,983 31.59%
Transfers Out 6,365,950 5,561,177 5,633,084 1.29%
Total Expenditures 157,285,036 184,439,544 195,449,875 5,97%
The City's expenditures may be broken down, by category, as a percent of total, as listed below.
FY 2021-22 Expenditure by Classification
•Personnel Services 47.98%
•Supplies 5.69%
•Maintenance&Repair 4.36%
•Utilities/Other Services 11.58%
•Insurance&Contract Supp.
1.47%
•Debt Expenditures 9.86%
•Other Expenditures 5.92%
•Non Cap Improvements 0.18%
•Capital Improvements 10.08%
•Transfers Out 2.88%
3
BUDGET MESSAGE
The organization's most valuable asset is our employees.This adopted budget includes (1) an increase to the new
minimum pay ranges, per the MAG recommendations, (2) an across the board cost of living adjustment of 2%and
(3) merit and step plan pay increases of 2.5%. These changes will provide a minimum 4.5% pay increase for all
eligible employees, with many others receiving a higher percentage increase if they are still below the new
minimum pay range for their position, after the cost of living adjustment is applied.These pay recommendations
tie directly to the Strategic Plan goal of "Improving Employee Recruitment and Retention" and maintaining a
trained, committed, and valued workforce.
• MAG includes:
o An increase to the minimum pay, per job,for employees who,with the 2%increase,were still
below the minimum pay for the grade of work they were completing.
o Adjustments to steps for police officers and fire fighters whose pay,with the above increases,
still did not reach the grade and step for their currently held positions.
o Implementation of the merit based pay increase program at 2.5%for all employees.
• A 2%cost of living adjustment for all employees.
All Funds
Pay Adjustments Cost
MAG Study $1,840,940
Merit and Step 2.5% 1,062,835
2%COLA 1,505,842
Total $4,409,617
This adopted budget includes the use of one-time funds (surplus fund balance) in the General Fund to complete
these one-time projects:
Project Amount
Police Department Parking Lot 66,850
Work on First Floor Bathroom at Auditorium 90,000
Memorial Auditorium Security Cameras 65,000
Golf Course Irrigation Improvements 61,000
Health Dept. Horse Trailer 8,000
Library Security System Upgrade 50,000
ADA Bathroom Project at Police Department 25,000
Tasers for Police Department 550,000
Playground Upgrade 50,000
Underground Street Light Boring Work 75,000
Traffic Signal Overhaul 100,000
Outdoor Warning System Circuit Board 21,450
Outdoor Warning Unit Amplifier 9,000
Emergency Cell Communications Unit 32,000
Total $1,203,300
4
BUDGET MESSAGE
This adopted budget also commits additional surplus General Fund balance for future capital improvement
(facility) and equipment(fleet/rolling stock) needs. When added to the projects described, above, encumbrances
from excess General Fund balance total $5,300,300.
Committed Use Amount
Future Capital Improvement Needs 2,597,000
Future Capital Equipment Needs 1,500,000
Total $4,097,000
This adopted budget includes one-time funds (surplus fund balance) in the Stormwater Fund to begin the Quail
Creek Phase 2 Project.
Stormwater Fund
Project Cost
Quail Creek Phase 2 3,500,000
Total $3,500,000
This adopted budget moves the operations of the MPEC from Spectra Management back to City Management and
provides for fifteen (15) new Full-time Equivalent positions in the Hotel/Motel Fund.
Hotel/Motel Fund Positions Added
15.33 Full-time equivalent (FTE) positions added
This adopted budget includes six new positions in the Water& Sewer Fund.
Water/Sewer Positions Added
1 Utility Locator in Water Distribution
3 Wastewater employees for Sewer Rehabilitation
2 Utility Workers for Waste Water Collections
When the described "one-time" expenditures are removed from this adopted budget,the total budget is reduced
by$1,230,300 from $195,449,875 to$194,246,575.This is an increase of$9.78 million from the previous FY 2021
which is low due to the COVID-19 Pandemic and the economic uncertainty it brought.
5
BUDGET MESSAGE
Total Budgeted Revenues
This adopted budget estimates revenue collection across all Funds at $195,449,875, an increase of$11,010,331
or 5.97%from the previous FY 2021 Adopted Operating Budget of$184,439,544. Revenues collected by the City
may be broken down in the following categories.
Revenue All Funds 2020-21 2021-22 Percent
Adopted Adopted Budget Change
Revenues
Property Taxes 38,829,575 41,498,269 6.87%
Sales Tax 23,097,309 25,332,885 9.68%
Other Taxes 11,079,486 11,732,090 5.89%
Service Charges 83,264,202 85,035,616 2.13%
Licenses&Permits 1,737,727 1,923,600 10.70%
Fines&Forfeitures 2,361,451 2,548,781 7.93%
Intergovernmental Rev. 9,701,763 10,294,679 6.11%
Contributions 2,108,426 2,066,950 -1.97%
Misc. Revenues 5,674,071 6,288,718 6.99%
Transfer In 6,585,514 6,071,562 3.65%
Other Financing Sources - 2,656,725 _
Total Revenues 184,439,524 195,449,875 5.97%
The chart below shows the same revenues, by major category, as a percentage of the total budget.
FY 2021-22 Revenue By Source
•Taxes 40.09%
111111
•Service Charges 43.39%
• Licenses&Permits 0.98%
• Fines&Forfeitures 1.30%
• Intergovernment Rev.5.25%
•Contributions 1.05%
• Misc. Revenues 3.10%
•Transfer In 3.48%
•Oth. Fin.Sources 1.36%
6
BUDGET MESSAGE
GENERAL FUND REVENUES
Total revenues in the General Fund are projected to be $87,971,242. This is an increase of$6,230,317 or 7.62%
from the previous year.This amount includes a projected increase in sales tax of 9.68%from the previous year.
Revenue By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
General Fund
Revenues
Taxes 69,805,085 69,314,693 74,429,860 7.38%
Service Charges 2,904,705 2,957,893 2,794,797 -5.51%
Licenses&Permits 1,731,239 1,737,727 1,923,600 10.70%
Fines&Forfeitures 1,703,932 2,361,451 2,548,781 7.93%
Contributions 183,004 225,963 185,696 -17.82%
Misc.Revenues 1,761,826 1,373,777 1,001,778 -27.08%
Transfer In 4,372,353 3,769,421 3,883,430 3.02%
Other Financing Sources - - 1,203,300 -
Total Revenues 82,462,143 81,740,925 87,971,242 7.62%
The below graphic illustrates the categories as a percent of total.
FY 2021-22 Revenue By Source
• Property Tax 46.77%
1411J11,
•Sales Tax 28.55%
•Other Tax Revenue 8.56%
•Service Charges 3.15%
• Licenses&Permits 2.17%
• Fines&Forfeitures 2.87%
•Contributions 0.21%
• Misc. Revenues 1.13%
•Transfer In 4.38%
•Other Financing Sources 1.36%
7
BUDGET MESSAGE
Property Tax Base Value (Certified Value):
Over the past five years, the City has seen an average growth rate of 3.28% in the Certified Property Tax Values.
Over the past ten years,the annual average growth is 2.66%.The economy in the area is strong with home prices
seeing record highs in the last year. This year the City saw increases in the Certified Valuation not seen in over a
decade.
Fiscal Year Certified Value* Average Annual Change,5
Years
2017-18 4.942
2018-19 5.075
2019-20 5.276
2020-21 5.456
2021-22 5.807
3.28%
*In billions.
Property Tax is the largest source of revenue in the General Fund. The property tax base for 2021, as certified by
the Wichita Appraisal District, increased 6.45%from $5,455,879,419 in FY 2021 to $5,807,983,335 in FY 2022.
Certified Property Values (in Billions)
$7.000
$6.000
$5.000
$4.000
0
00 $3.000
$2.000
$1.000
$0.000
2017-18 2018-19 2019-20 2020-21
•Certified Property Values 4.942 5.075 5.276 5.456
Property Tax Rate:
The City's property tax rate has two components: (1) interest and sinking (used to pay debt service), and (2)
maintenance and operations.The table below shows the total of each over the past five years.The Wichita County
Tax Assessor has certified the tax rate adopted in this budget which does not exceed the "Voter Approval Tax
Rate" and, as such, no automatic election is required.
8
BUDGET MESSAGE
Property Tax Average Annual
M&O l&S Total Rate $Change %Change %
Rate Change
2017-18 0.687815 0.018165 0.705980 - 0.00%
2018-19 0.687102 0.042778 0.729880 0.024 3.39%
2019-20 0.721571 0.041752 0.763323 0.033 4.58%
2020-21 0.722736 0.040587 0.763323 - 0.00%
2021-22 0.726565 0.034363 0.760928 (0.002) -0.31% 1.51%
In FY 2018-19,the City's 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 TMRS plan contributions. This adopted FY 2022 budget reduces the City's property tax
rate from 0.7633233 to 0.760928, or-0.31%.
Sales Tax: Sales Tax is an inherently volatile revenue source, and represents 29% of this Adopted Budget's
General Fund revenues. Sales Tax 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 increase 9.68% from the previous year's budgeted collections. Sales Tax receipts have
steadily recovered month over month since the onset of the pandemic.
Actual and Budgeted Sales Tax Revenues
26,500,000
25,500,000
24,500,000
23,500,000
22,500,000
21,500,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
(Budgeted) (Budgeted)
Salec Tax Revenue 22,413,397 7.3 R61,01'' '5,205 ggf 23,097,309 25,332,88
Other Tax Revenue: Other Tax Revenues include Payment-In lieu of Taxes (PILOT) and franchise fees. These
are anticipated to increase $210,917, or 2.85%.
Municipal Court Fines: The Pandemic greatly affected Municipal Court Fees and Fines in the FY 2020-21
budget. In this adopted FY 2021-22 budget, these fees and fines have been increased due to an increase in
activity at the court and county jail. Municipal Court Revenues are projected to increase $187,330 from the prior
year budget.
Service Charges: All non-General Fund operations (i.e. Water/Sewer, Sanitation, Airports, etc.)
receive
9
BUDGET MESSAGE
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
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 $163,096, or 5.51%.
Miscellaneous Revenues: 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 $371,999, or 27.08%.
Transfers In: This account reflects transfers in from other City funds, such as the franchise fees for the Water
& Sewer Fund and Sanitation Fund. There is an increase from the previous year of$114,009, or 4.41%.
Other Financing Sources: This account shows transfers in from fund balance. As previously mentioned,
significant cost cutting measures were put in place to protect the financial well-being of the City during the
Pandemic. As a result of these measures, fund balance has increased and the City is now able to fund
maintenance and capital projects that were delayed in the previous year. This account has increased
$1,203,300.
10
BUDGET MESSAGE
General Fund Expenditures:
For the 2021-22 fiscal year, General Fund budgeted expenditures are $87,971,242, which is an increase of
$6,230,317 or 7.62%, from the FY 2020-21 Adopted Budget.
Expenditure By Fund 2019-20 2020-21 2021-22 Percent
Actual Adopted Adopted Budget Change
General Fund
Expenditures
Personnel Services 56,045,854 61,364,112 65,764,273 7.17%
Supplies 1,438,520 1,891,210 2,014,203 6.50%
Maintenance&Repair 1,519,814 1,682,301 1,946,940 15.73%
Utilities/Other Services 7,389,097 7,216,393 8,024,693 11.20%
Insurance&Contract Supp. 1,434,154 1,427,152 1,432,308 0.36%
Debt Expenditures 293,183 211,775 200,323 -5.41%
Other Expenditures 3,727,544 4,216,725 4,159,170 -1.36%
Non Cap Improvements 32,230 67,300 117,500 74.59%
Capital Improvements 1,385,517 2,719,518 3,640,369 33.86%
Transfers Out 606,840 944,438 671,463 -28.90%
Total Expenditures 73,872,754 81,740,925 87,971,242 7.62%
The graphic below illustrates these categories as a percent of total expenditures.
FY 2021-22 Expenditure By Classification
■Personnel Services 74.76%
•Supplies 2.29%
•Maintenance&Repair 2.21%
•Utilities/Other Sery 9.12%
\'. •Insur&Contr Supp. 1.63%
•Debt Expenditures 0.23%
11
BUDGET MESSAGE
Personnel Services:
Personnel services include expenses for employee salaries and benefits, which provide for the services of the
following General Fund 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 FY 2021-22 General Fund budget dedicates$65,764,273, or over 74%, of total spending on personnel related
expenses.This is an increase of$4,400,161, or 7.17%,from the prior year.
The main factors for this increase include:
• MAG Compensation Study
• merit increase
• STEP increases for civil service
• cost of living increases
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).
Pay Programs: In the previous year, the City halted increases to employee pay through foregoing cost of living
adjustments and payment plan steps. Due to better than expected economic conditions, the adopted FY 2022
budget accounts for implementation of a significant portion of the MAG compensation study in addition to a cost
of living adjustment and merit pay for all employees.
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.
Cost of Living (COLA): A cost of living adjustment of 2-3% is applied, when applicable, to ensure that the increase
to employee pay is similar to the rate of inflation.
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.
12
BUDGET MESSAGE
This system of increases helps to ensure that long tenured employees are progressively making more each year,
and that equity between newly hired employees and those with multiple years of service is maintained. 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 thirteen years.
Pay Plan Changes
Fiscal Year Step Program COLA Increase
2008-09 Yes 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
2021-22 (adopted) Yes 2.00%
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, and 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 per year to a maximum of$1,210 per year after five years of
service.Stability pay is paid annually in December.These programs are included in this Adopted Budget.
Employee & Retiree Healthcare: The City offers healthcare plans for employees, retirees, and their dependents.
A range of benefits is offered through an Employee Benefit Trust. Included in the operating budget are the
costs associated with employer contributions to the trust. The trust provides insurance through Blue Cross/Blue
Shield of Texas.
13
BUDGET MESSAGE
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 adopted budget
includes an increase in Health Care costs of 2% to employees and the City. This increases the total cost of
healthcare by $361,556.09 or 3.34%. The increase in total cost exceeds the plan increase of 2% due to the
employees plan choice, and the addition of new positions to this adopted budget.
Supplies: Supplies in the General Fund total $2,014,203, an increase of$122,993, or 6.50%, from the prior year.
This increase is reflective of increased costs of lumber, steel, and chemicals due to inflation.
Maintenance: The City made the decision to decrease maintenance costs during the Pandemic by not funding
many projects planned for the previous budget year. Due to the decreases, the City now has budgeted these
maintenance projects for FY 2021-22 before more issues arise, and this causes this account to have an increase of
$264,639, or 2.21%.
Utilities/Other Services: General Fund services have increased by $808,300, or 11.20%, from the prior year.
This increase is primarily attributed to increases in the cost of Central Garage Charges. Central Garage
Charges increased due to higher costs of fuel and repair parts.
Insurance and Contracts: Contract and insurance costs have increased $5,156,or 0.36%,a marginal increase from the
previous year.
Debt: Debt expenditures decreased $11,452, or 5.41%. No additional debt was issued; this decrease is due to
changes in the interest and principal as payments are made.
Other Expenditures: Other Miscellaneous Expenditures have decreased $57,555, or 4.73%.
Non-Capital and Capital:The 2021-22 Adopted Budget increases non-capital expenditures by$50,200,and capital
expenditures, by$920,851.
Capital Improvements: These increases are attributed to increased cost of supplies needed to repair the
Traffic system and include the Street Overlay program.
Transfers Out:These funds support other funds through subsidy when needed. In the adopted budget for FY 2022,
the General Fund has decreased the subsidy to the MPEC from $700,000 to $400,000. This is because revenues
from the operation of the MPEC are projected to increase from the previous year. Since COVID-19 restrictions
have lifted the MPEC has steadily had an increase in activity and revenue.The Regional Airport and Transit Funds,
again, will not need to be subsidized due to available federal funding.
14
BUDGET MESSAGE
General Fund, Fund Balance:
It is the City's policy to achieve and maintain an unrestricted fund balance in the general fund equal to 20% of
expenditures (including operating transfers out). This creates a total fund balance need of $17.7 million. The
General Fund will meet the policy in the current year, and is anticipated to meet its policy in the following year.
General Fund Unreserved Ending Fund Balance
$24,000,000
$22,000,000
$20,000,000
$18,000,000 1111
$16,000,000 ■
$14,000,000
$12,000,000
$10,000,000
2017-18 2018-19 2019-20 2020-21 2021-22
General Fund Balance Policy
WATER&SEWER FUND
The Water&Sewer 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 causing reductions in revenue. Water rate increases,
implemented in September of 2014, allowed the City to issue Bonds to create the City's Direct Potable Reuse
program,which gained national attention.This program allowed the City to continue to provide water during the
drought and has also allowed the City to replenish Water& Sewer Fund reserves and to pay the debt service on
the bonds issued for the project. The City has not increased Water Rates since 2014, and the adopted FY 2022
budget maintains current retail rates.
The City's policy goal is to maintain 17% of expenditures in unreserved fund balance, less debt service. Of the
funds $46,941,936 expenditures in the 2021-22 budget, approximately $12.8 million is reserved for debt,
payments bringing the operating budget to approximately$34.2 million.This means that the total needed to meet
the unrestricted fund balance policy is approximately$5.8 million, and the current balance, at the start of 2021-
22 fiscal year, is anticipated to be $8.0 million. Fund Balance in this fund is both unrestricted and committed. A
breakdown is listed below.
Total fund balance anticipated at start of year: $26.0 million (restricted and unrestricted)
• Previously committed (approximated):
• $6.2 million to Lake Ringgold
• $5.0 million to the Microfiltration Replacement Project
• $5.5 million currently assigned to Capital Projects in progress
• $1.3 million to cover Winter Storm Uri electric bill
15
BUDGET MESSAGE
Unreserved Water& Sewer Fund Balance
12,000,000
10,000,000
8,000,000
6,000,000
400
4,000,000 m�
2,000,000
2017-18 2018-19 2019-20 2020-21 2021-22 Policy
Water&Sewer Revenues:
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Water and Sewer Fund
Revenues
Water Sales 34,593,436 33,381,081 35,113,945 5.19%
Sewer Sales 10,489,182 10,342,500 10,533,300 1.84%
All Other Revenue 5,941,459 1,437,191 1,412,691 -1.70%
Total Revenues 51,024,077 45,160,772 47,059,936 4.21%
FY 2021-22 Revenue By Source
•Water Sales 74.62%
•Sewer Sales 22.38%
•All Other Revenue 3.00%
iq
16
BUDGET MESSAGE
Water Sales: The adopted FY 2022 budget anticipates an increase of $1,732,864, or 5.19%, 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 75%of total revenue.
Sewer Sales: The adopted FY 2022 budget anticipates sewer sales to remain consistent, similar to that of
previous years. A modest increase is budgeted for FY2021-22,which reflects a $190,800, or 1.84% increase.
All Other Revenue: All other revenue has decreased 1.70%, or $24,500. This decrease is due to lower
expected interest earnings,which is a direct result of the COVID-19 pandemic.
Water Expenditures:
For FY 2022, the adopted Water & Sewer Fund budgeted expenditures are $47,059,936, which is an increase of
$1,899,164 or 4.21%, from the FY 2021 Adopted Budget.
Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Water and Sewer Fund
Expenditures
Personnel Services 10,411,060 10,886,418 12,077,819 10.94%
Supplies 2,594,974 2,966,889 3,559,409 19.97%
Maintenance&Repair 1,423,886 2,267,667 2,273,369 0.25%
Utilities/Other Services 4,507,882 4,348,051 4,431,961 1.93%
Insurance&Contract Supp. 795,869 971,274 957,467 -1.42%
Debt Expenditures 2,398,673 12,766,114 12,755,940 -0.08%
Other Expenditures 1,855,042 3,002,824 2,796,639 -6.87%
Non Cap Improvements 298 36,600 - -100.00%
Capital Improvements 5,939,209 6,143,123 6,345,903 3.30%
Transfers Out 1,844,186 1,771,811 1,861,429 5.06%
Total Expenditures 31,771,079 45,160,772 47,059,936 4.21%
FY 2021-22 Expenditures By Classification
• Personnel Services 25.66%
•Supplies 7.56%
• Maintenance&Repair 4.83%
• Utilities/Other Sery 9.42%
• Insur&Contr Supp.2.03%
• Debt Expenditures 27.11%
•Other Expenditures 5.94%
• Non Cap Improvements 0.00%
•Capital Improvements 13.48%
•Transfers Out 3.96%
17
BUDGET MESSAGE
Personnel Services: Personnel Services have increased 10.94% or $1,191,401. This increase is due to
the implementation of the MAG compensation study, which is expected to increase employee retention
across all Departments in the Water&Sewer Fund, as well as the addition of six(6) new full-time positions. This
will in turn contribute to an increase in quality of vital City services.
Supplies: Supplies have increased $592,520, or 19.97%,from the prior year. This increase is reflective of a nation-
wide increase of chemical and material costs.
Maintenance: Maintenance costs increased in this budget, up $5,702, or 0.25%.This account is budgeted to stay
consistent with the previous year's total.
Utilities/Other Services:This account has increased $83,910 due to an increase in utility costs.
Insurance/Contracts: Insurance & Contracts have decreased $13,807, or 1.42%, primarily due to decreases in
other agency contracts.
Debt Expenditures: This category accounts for debt service of approximately $12.8 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.
Other Expenditures: Decreases in this category total $206,185, or 6.87%.This is due to a decrease administrative
overhead.
Non-Capital Improvements:This category decreased$36,600,or 100%due to completion of a landscaping project
at the water plant.
Capital Improvements: The Capital Improvements account reflects the creation of the Water & Sewer
Capital Fund, Microfiltration and Reverse Osmosis Fund, and Lake Ringgold Fund.
Transfers Out: This account reflects the transfers to other funds for services rendered to the Water & Sewer
Fund.
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 in the adopted FY 2022
budget is equal to approximately $2.3 million. The estimated unrestricted fund balance for FY 2022 is $5.2
million, which is reflective of reduced spending in the prior two years due to the COVID-19 Pandemic.
Total budgeted revenues are expected to be $15,112,000 for FY2022, which is an increase of $325,795 or
2.2%from the previous year's Adopted Budget.
18
BUDGET MESSAGE
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Sanitation Fund
Revenues
Sanitation Fees-Alley Res 6,579,240 6,955,283 6,895,000 -0.87%
Sanitation Fees Commercial 5,710,441 5,722,318 5,900,000 3.11%
Landfill Fees 1,994,713 1,500,000 1,700,000 13.33%
All Other Revenue 1,803,808 608,604 617,000 1.38%
Total Revenues 16,088,202 14,786,205 15,112,000 2.20%
Expenditures
Personnel Services 4,390,859 4,597,342 4,854,170 5.59%
Supplies 240,188 314,475 355,436 13.03%
Maintenance&Repair 90,479 180,540 180,540 0.00%
Utilities/Other Services 5,293,871 4,747,779 4,647,984 -2.10%
Insurance&Contract Supp. 100,474 103,900 84,522 -18.65%
Other Expenditures 476,769 437,390 445,504 1.86%
Non Cap Improvements - 6,000 6,000 0.00%
Capital Improvements 2,347,778 2,713,169 2,827,843 4.23%
Transfers Out 1,620,717 1,685,610 1,710,001 1.45%
Total Expenditures 14,561,135 14,786,205 15,112,000 2.20%
Sanitation Revenue:
The FY 2021 budget is reflective of a 6% rate increase to allow for recurring replacement of capital equipment.
Historically, the Sanitation Division's average expenditure for annual capital equipment replacement has been
approximately$1.2 million per year for the Collection,Transfer Station,and Landfill operations. However,the cost
of equipment over the past several years has continued 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 the replacement of capital equipment. The adopted FY 2022 budget maintains current rates charged to
consumers.
Sanitation Expenditure:
Personnel Services: As indicated in the charts Personnel Services account for over a quarter of all expenditures
in the Sanitation Fund. This Adopted Budget increases Personnel Services by $256,828, or 5.59%, from the
FY2020-21 Adopted Budget. Contributing factors to this increase are primarily due to the implementation of
the MAG study.
Supplies: Supplies in the Sanitation Fund total $355,436, an increase of 13.03% from the prior year. This
increase is reflective of cost increases in the economy resulting from the pandemic.
Maintenance & Repair: Maintenance & Repair in the Sanitation Fund total $180,540. There is no change from
the prior year budget in this classification.
Utilities/Other Services: Cost of utilities is projected to decrease in FY2021-22 by 2.10%.
19
BUDGET MESSAGE
Insurance/Contracts:This classification decreased $19,378, or 18.65%.
Other Expenditures: This category accounts for non-capital items and other general departmental needs, and
increased by$8,114, or 1.86%, in the FY 2021-22 budget.
Non-Capital Improvements: This account is used to purchase equipment that does not qualify as a capital expense.
Generally, equipment that does not qualify as Capital Improvements are equipment with a price below $25,000
and/or a useful life less than one year.The 2021-22 budgeted amount is unchanged from the previous year.
Capital Improvements: There is an $114,674, or 4.23%, increase in this account from the previous year.
This account is used to purchase major equipment and vehicles that keep the Sanitation Collection service,
Landfill, and Transfer Station running smoothly and efficiently. As previously mentioned, the rising cost of
steel has increased this cost.
Transfers Out:This account is for operating transfers to other City funds. There is a $24,391, or 1.45%, increase
from the previous year. These transfers are used to pay the funds franchise fees and to support annual street
maintenance due to the load these trucks put on the City's roads.
Other Fund Highlights:
Fleet Maintenance: 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 $10,518,922. This is an increase of $180,741, or 1.75%, from the previous year. The Adopted 2021-22
budget increases are due to the increases in fuel costs and the implementation of the MAG compensation study.
Regional Airport:The Regional Airport Fund is an Enterprise Fund,which is supported by user fees,federal grants,
and in many years, a subsidy from the General Fund. The City's Regional Airport Fund Adopted Budget for the
2021-22 fiscal year totals $2,213,819. This is a $1,006,237, or 83.33%, increase from the previous year. This
increase is due to the City taking over Fixed Base Operations at the airport. The vendor previously providing the
service ended their contract in September of 2020.This action was completed through a budget amendment and
was approved by the City Council. This increase in expenditure is offset with an anticipated increase in revenues
because the airport will now manage and sell fuel for fixed base operations.
Kickapoo Airport: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 2021-22 fiscal year totals$1,010,113.This is a decrease of$12,693,
or 1.24%,from the previous year.The completion of construction on three hangars at the Kickapoo Airport helped
bring down total expenditures. The Adopted 2021-22 budget includes a conservative revenue and expenditure
projection, which takes into account the ongoing Global COVID-19 Pandemic and its impact on the City and air
travel.
Transit:The Transit Fund is an Enterprise Fund that is primarily funded through Federal and State Grants.A small
subsidy from the General Fund is used to cover any remaining expenditures. Due to legislation passed in response
to the COVID-19 Pandemic, City Transit Operations will be subsidized with the Coronavirus Aid, Relief, and
Economic Security (CARES)Act Funds through the Federal Transportation Administration (FTA).The Transit Fund
budget is $3,390,449, which is a $934,447, or 38.05%, increase from the previous year. Beginning in FY2021-22,
Transit Operations and Preventative Maintenance will be operating out of the new Transit Center on Old
Windthorst Road which should be in operation early in FY 2022.
20
BUDGET MESSAGE
Hotel/Motel Fund:The Hotel/Motel Fund contains two divisions: (1) the Convention and Visitor's Bureau (CVB),
and (2) the Multi-Purpose Events Center (MPEC). A change in accounting philosophy in FY 2020 caused these
divisions to be transferred to the Hotel/Motel Fund. Due to this change in philosophy, revenue generated by the
MPEC was accounted for in this fund, which explains the increase in total revenue. CVB expenditures were also
accounted for in this fund, which explains the increase in total expenditures.
The adopted budget includes the MPEC under the City's management,including the addition of 15 FTE's to support
this initiative. Since 2016, the City has contracted management services for the MPEC through Spectra
Management.The FY2021-22 budget reflects this change in management structure with a conservative estimate
of revenues and expenditures needed to assume management responsibilities.
Information Technology:
The Information Technology Fund is an Internal Service Fund and is responsible for the maintenance and
replacement of the City's computers and ancillary devices, network infrastructure, and communications
equipment. The budget for the Information Technology Fund is $3,348,430, which is a decrease of$465,151, or
12.20%, from the previous year. This fund's total budget has decreased due to a decreased need to fund capital
in the current year. Funds needed in future years, will be addressed in the next year's budget, and will be moved
to a capital fund, where they can be tracked and expended more easily.
Water Park: The Waterpark Fund is an Enterprise Fund, and contains the budget for Castaway Cove Waterpark.
The total budget for the Waterpark is $1,524,933, which is approximately the same as the previous year. The
Water Park projects to generate a profit in the current year, after covering all of its costs.
Golf Course: The Golf Course estimates revenues and expenditures for FY 2022 around $910,000, which is
consistent with the previous year.A subsidy from the General Fund has been budgeted at$80,000.
Stormwater: The Stormwater Fund has a total budget of $5,178,425, which is an increase of $1,428,425, or
38.09%. This increase is largely due to the use of reserve funds to begin Phase 2 of the Quail Creek Drainage
Project. Phase 1 began in FY 2019-20, however the COVID-19 pandemic and associated materials cost increases
have delayed its start.
ECONOMIC OUTLOOK
The City is in a strong financial condition and is prepared to weather the ongoing pandemic challenges. Our
revenue budget estimates remain conservative because of this uncertainty. Even though the Sales Tax has been
shoring consistent returns, it remains a potentially volatile revenue source. Property tax revenue is healthy, but
limited by the Texas Property Tax Reform Bill from 2019, which only allows for a modest increase from the
previous year's collection.
As previously mentioned, this budget includes the cost for the City to manage the MPEC facilities. Despite the
continued Pandemic, demand for the MPEC facilities as conventions and events continue to have increased
activity throughout the state.
The City receives interest earnings from idle funds invested with two local government investment pools and fixed
income securities. In recent markets, these interest rates have dropped dramatically amid the COVID-19
Pandemic. For example, interest income in the General Fund alone continues to decline, and the budget projects
a decrease of 86.7% in interest earnings.
21
BUDGET MESSAGE
CONCLUSION
This 2021-22 Adopted Budget provides a clear and viable working plan for the upcoming year that advances
the Strategic plan, maintains critical services and enhances the overall quality of life for our residents and
visitors. A concerted effort was made to address employee pay plans and at the same time, set aside funds for
future capital infrastructure and equipment replacement. The City will remain vigilant in meeting the needs of
the community as the COVID-19 Pandemic and potential economic fallout continues. Lastly, I would like to thank
the staff whose efforts went into the creation of this budget. I also want the thank all City employees who have
worked hard to provide quality services to our citizens and are committed to the success of our great City.
The City staff looks forward to working with the Mayor and City Council as we address the challenges of the
coming year.
Respectfully submitted,
Darron J. Leiker, City Manager
22
FA)1(7C4ikt a9
TEXAS
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, and home to commerce and industry with
worldwide interests. Located in Wichita County, Wichita Falls has an approximate population of 104,683,
making it the 38th most populous city in the state of Texas. *Data courtesy of United States Census Bureau.
(7/1/2019)
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, a community spirit geared toward family and 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 90°F 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, 1876. 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, City business leaders Frank Kell and Joseph Kemp
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
24
WICHITA FALLS, TEXAS
COMMUNITY PROFILE
Wichita Falls has a Mayor and six-member Council elected in non-partisan elections.Their terms of
service are three years.
ECONOMY
In civilian labor force,total, percent of population age 16 years+, 2015-2019 54.8/
In civilian labor force,female, percent of
population age 16 years+, 2015-2019 56.1%
Total accommodation and food services sales, 2012 $249,558,000
Total health care and social assistance
receipts/revenue, 2012 $1,021,102,000
Total manufacturers' shipments, 2012 $724,105,000
Total merchant wholesaler sales, 2012 $508,362,000
Total retail sales, 2012 $1,829,992,000
Total retail sales per capita, 2012 $17,503
*Data courtesy of United States Census Bureau.(7/1/2019)
POPULATION BY RACE
Total Population 104,683
White alone (not Hispanic or Latino) 60.1%
African-American 12.6%
American Indian and Alaska Native 0.9%
Hispanic 21.8%
Asian 2.8
Two or More Races 3.6%
Native Hawaiian and Other Pacific Islander 0.1%
*Data courtesy of United States Census Bureau.(7/1/2019)
LARGEST EMPLOYERS
Sheppard Air Force Base 9,576
Wichita Falls ISD 2,378
United Regional Health Care System 2,100
Midwestern State University 1,276
City of Wichita Falls 1,217
Wal-Mart—3 Locations 1,009
North Texas State Hospital 1,000
Vitro Architectural Glass 934
James V.Allred Prison Unit 921
Arconic (formerly Howmet Corp. WF) 895
*Data courtesy of Wichita Falls Comprehensive Annual Financial Report(9/30/2020)
25
WICHITA FALLS, TEXAS
COMMUNITY PROFILE
INCOME BY HOUSEHOLD
Total Households 37,304
Median household income(2019 dollars), 2015-
2019 $47,476
Per capita income in past 12 months (in 2019
dollars), 2015-2019 $24,330
*Data courtesy of United States Census Bureau.(7/1/2019)
HIGHER EDUCATION
Wichita Falls is home to Midwestern State University(MSU),a public university that currently enrolls over
6,000 students. MSU was founded in 1922 as a local junior college, and in its 100 years of operation, has
grown to a regional state university serving a wide and varied student population. In September 2021,
Midwestern State University became the fifth member of the Texas Tech University System. Midwestern
is the state's only public institution focused on the liberal arts. MSU has 16 undergraduate programs
offering 42 majors and 30 minors, and 9 graduate programs offering 28 majors and 15 minors; providing
a wide variety of programs in liberal and fine arts, mathematics, applied sciences, business, and science.
*Courtesy of MSU Texas
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Vernon College also has branch campuses 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
In the previous fiscal year, the citizens of Wichita Falls voted to approve a bond proposition to construct
two new high schools for the Wichita Falls Independent School District (WFISD). The new high schools,
Wichita Falls Memorial High School and Wichita Falls Legacy High School, will allow the WFISD to retire
26
WICHITA FALLS, TEXAS
COMMUNITY PROFILE
the Wichita Falls High School building that was constructed in 1922; the two other high schools, John R.
Hirschi High School and S.H. Rider High School, will become middle schools at the completion of Legacy's
and Memorial's construction. The new high schools, and additional outdoor practice/competition
facilities, are currently set to open in the fall of 2024. More information about these new high schools,
including locations, can be found at the Wichita Falls Independent School District's website.
Memorial and Legacy high schools will be state of the art additions to the WFISD collection of upgraded
education facilities,which already includes the Career Education Center(CEC)that opened in August 2017.
The CEC provides technical training in a wide variety of disciplines, including: automotive services,
welding, agricultural sciences, construction, graphic design, business & marketing, culinary arts, criminal
justice, health science, engineering, and more. These programs and schools allow the WFISD to
exceptionally prepare the next generation of professionals to excel,whether they attend college,join the
military, or enter the workforce after graduation.
Wichita Falls ISD
Staff 1,009.5 FTEs
Students 14,069
Elementary Schools 19
Middle Schools 3
High Schools 3
Elementary/secondary schools 2
*Data courtesy of Texas Tribune(6/4/2021)
27
WICHITA FALLS, TEXAS
COMMUNITY PROFILE
HEALTH CARE
United Regional Health Care System is located in Wichita Falls,Texas and provides comprehensive medical
care including inpatient and outpatient services, advanced diagnostics, surgical specialties and life-saving
emergency care to a nine-county service area. It has the area's only Level II Trauma Center and serves as
the Primary Stroke Center for the region.
United Regional's passion is to provide excellence in health care for the communities it serves. To
accomplish this passion, the System continues to reinvest in advanced technology, modern facilities, and
the recruitment and retention of highly skilled employees and physicians to ensure that the current and
future medical needs of the area are met.
United Regional Health Care
Clinic Visits 143,000
ER Visits 64,000
Hospital outpatient visits 60,000
Hospital Admissions 14,000
Surgeries 8,400
Births 1,900
Physicians 390
*Data courtesy of United Regional Health Care(6/4/2021)
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28
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 Dallas-Fort Worth and Oklahoma City; two ' '~
metropolitan areas with populations each exceeding - Lam _
one million citizens.Wichita Falls is the county seat of {�
Wichita County and considered the population center i
of North Texas. Wichita Falls proudly calls itself the _ .SEA
home of the finest military installation in the country, + � ..
Sheppard Air Force Base. Through Sheppard's Euro- % ,.— , t1 �' A
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 as well as an additional , A"
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. In November 2019, Wichita Falls
was awarded a Bronze-level Bicycle Friendly ;.
Community award from the League of American
Bicyclists. This award recognizes Wichita Falls'
commitment to ensuring transportation and
recreational infrastructure and promoting I
sustainable transportation choices. Wichita Falls has
been committed to making the City more bike
rIn,:��
friendly, including adding more infrastructure to � '� r 11. i
make roads and trails more accessible to bikers. - -
You can also enjoy the Wichita Falls ballet troupe,the
Museum of North Texas History, symphony,
community theaters featuring everything from k
Shakespeare to rock concerts, professional hockey,
Skate Park, newly renovated municipal golf course,
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college football and basketball, festivals and fairs, JI 1 r yr
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Castaway Cove Waterpark, family entertainment r" '' ig
centers, nearby lakes, and the Wichita mountains. �; t
The City hosts a Multi-Purpose Event Center with s convention facilities,a 10,000-seat arena, agriculture f
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.
29
TEXAS)(7C4ikt a9
Policy Statement
POLICY STATEMENTS
BUDGET POLICIES
The 2021-22 Adopted 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.
LGC 102.003 specifies:
a. 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.
b. 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; and
e. the estimated revenue available to cover the proposed budget.
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 the
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.
31
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 take action on the proposed budget at the completion of the public hearing. 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 will conduct a public hearing and adopt the annual budget in accordance with state law.
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(LGC, §102.008 (a)(2)(A)).
LEVYING TAXES
The City may levy taxes in accordance with the budget, (LGC, §102.009). 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).
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 fund/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, Charter, §72) (LGC, §102.009).
Transfers: The City Manager is authorized to make transfers between items appropriated to the same office,
department, or fund (class level), where not in contravention of the Constitution and laws of this State or of the
City Charter.
INCREASES IN APPROPRIATION & EMERGENCY EVENT
The City is responsible for ensuring that all spending strictly complies with the City's budget.
The City's charter allows for increases only for projects, occurring over more than one year, for which costs need
to be carried forward.
32
POLICY STATEMENTS
• City Charter 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, Charter, §72)
LGC § 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.
33
POLICY STATEMENTS
BUDGET CALENDAR
Budget
Kick-Off
City
Budget
Manager
Adoption
Budget
Hearings
Public Budget
Hearings Workshop with
City Council
Proposed
Public Notice Budget
Completed
City Council
Budget
Hearings
34
POLICY STATEMENTS
2021-22 Budget Calendar
Date Week Day Event
10-Mar Wed Virtual Budget Kick-off goes Live on City's Intranet.
15& 17 Mar Mon &Wed Virtual Budget System User Training
3-7 May Mon - Fri Analysts Meeting with Directors
Deadline for Analysts to make changes to Budgets&
11-May Tues Complete Commentary notes for CM Meetings
17& 19 May Mon &Wed CM Budget Hearings
24-25 May Mon &Tues CM Budget Hearings
6-Jul Tues City Council Update- Pre-Budget Workshop
10-Aug Tues City Manager's Proposed Budget submitted to City
Council
17-Aug Tues Publish Notice of Public Hearing on Budget
17-18 Aug Tues&Wed City Manager's Proposed Budget Workshop with City
Council
7-Sep Tues Budget Public Hearing& Intent to Vote on Tax Rate
14-Sep Tues Publish Notice of Tax Rate Hearing
21-Sep Tues Tax Rate Public Hearing,Adoption of the Budget,
Adoption of the Tax Rate, and Adoption of the CIP
35
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 online at
www.wichitafallstx.gov.
A. Revenue Policies.
Projected revenues are estimated using a realistic, objective, and analytical approach based upon economic
trends. Consultation with experts in sales tax and financial management will be utilized as needed.
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 creditworthiness 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:
• Non-spendable 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 the
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
36
POLICY STATEMENTS
ordinance. Committed fund balance amounts differ from restricted balances in that the constraints
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 by resolution
has authorized the Chief Financial Officer 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 graphs below illustrate the fund balance history for the previous 5 years,and the anticipated fund balance
in this budget year in the General Fund.
General Fund:
General Fund Unreserved Fund Balance
$24,000,000
$22,000,000
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
2017-18 2018-19 2019-20 2020-21 2021-22
37
POLICY STATEMENTS
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 the 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 a 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, 2020,the City's tax-supported debt,funded with ad
valorem taxes,was approximately$51.5 million,or 0.98%of the taxable value of property.As of August 2020,
the City's tax-supported debt was$851 per capita, as reported by the Texas Bond Review Board.
38
POLICY STATEMENTS
Total Debt Outstanding
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,500I , I
I
00
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oco 0 as ��� ° cc
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*Source: State of Texas Debt at a Glance (Current as of 2021)
City Name Debt Outstanding Per Capita
College Station 3,154
Beaumont 3,035
Lewisville 3,040
League City 2,085
Tyler 576
Allen 965
Wichita Falls 1,490
Edinburg 1,064
San Angelo 2,026
Conroe 3,934
*Source: State of Texas Debt at a Glance (Current as of 2021)
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 over the life of the bonds using the straight-line method in the government-
wide financial statements.
39
POLICY 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
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 (OPEB).
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 is 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
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 are reported in
this category.
40
POLICY STATEMENTS
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.
Management's intent is to hold all investments to maturity and thereby recover the full value of the various
investments made.
P. Encumbrances.
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.
41
POLICY STATEMENTS
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. The budget
proposes a combined tax rate of $0.760928 per$100 of assessed value which means the City has a tax margin
of$1.739072.
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.
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POLICY STATEMENTS
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.
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 are generally recorded when a liability is incurred, as per 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.
Y. 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. The Water and
Sewer Fund is reported,for budgetary purposes only, as four separate funds. Because the funds in each fund
are available and measurable for debt service reporting, the funds are reported for accounting purposes as
one fund.
Z. 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.
43
ft""1 ,..........
ilk.
i 4 a 5
TEXAS
Investment Policy Statement
POLICY STATEMENTS
INVESTMENT POLICY
Introduction
The purpose of this policy is to set forth specific policy and strategy guidelines for the City's investments. This
policy shall guide the City in its investment activity pursuant to all applicable laws. Decision making, reporting,and
portfolio guidelines are outlined here, as are the objectives, standard of care, and investment strategies.The City
will prioritize the safety of principle and assets, liquidity, and then yield. All investment activity will be guided by
this policy.The policy will be reviewed annually by the City Council, City Manager, and the Investment Officer. 1
This policy has been reviewed and certified by the Government Treasurers Association of Texas to meet all
requirements of the Public Funds Investment Act.
Date of last review: 08.03.21.
Policy Statement
The City of Wichita Falls,through this investment policy,will implement and maintain standards for all investment
activity that will prioritize: 2
1. Safety of principal
2. Liquidity
3. Yield
Policy Objectives
The objectives of the City of Wichita Falls (the City) Investment Policy shall be:
• To set forth methods, means, and goals of financial investment and debt management operation for the City.
• To insure the financial security and optimum liquidity of the City's funds at all times.
• To assist the City in achieving the maximum total investment of the City's funds in a prudent manner at all
times.
• To assist the City in achieving the maximum interest yield on the City's funds at all times through methods
allowed under Federal and State Law and in accordance with the City's current Bank Depository Contract.
Investment Strategy
The City maintains portfolios which utilize the following investment strategy considerations designed to address
the unique characteristics of the fund groups represented in the portfolios.
Scope& General Strategy
The City's investment portfolio shall consist of a variety of securities which may include any or all of the
authorized investments listed in Authorized Investments of this Policy. The City will maintain separate
portfolios or one commingled portfolio which will utilize the specific investment strategy considerations
list for each fund type below.
It shall be the general practice of the City to utilize an investment strategy based on the Standard of Care,
of this Policy,which also defines yield objectives,as well as the Public Funds Investment Act,Chapter 2256
of the Texas Government Code (the Act). It is the City's intent to hold purchased securities to the stated
1 In Compliance State of Texas, Public Funds Investment Act, with PFIA Sec. 2256.005.
2 In accordance with the State of Texas, Public Funds Investment Act, 22556.005(b)(2) and 2256.005(b)(3).
45
POLICY STATEMENTS
maturity date and to have invested in such a manner to ensure both the safety and liquidity of such
transaction.
The City will maintain a diversified investment portfolio with the intention of experiencing minimal
volatility during economic cycles. In the event, however,the need arises to sell securities before the stated
maturity date, said securities shall be analyzed to determine the appropriate time to liquidate said
securities and minimize any potential real or book value loss to the City. In the event that an investment's
rating is decreased, all prudent measures will be taken to determine if the quality of the investment
remains within the investment standards of the City. If it does not, all prudent measures will be taken to
liquidate the investment.
General Operating Funds
The City's investment strategy for General Operating Funds shall be made to ensure that anticipated cash
flows are matched with adequate investment liquidity.
Bond Operating Funds
The City shall utilize an investment policy for Bond Operating Funds to generate a dependable revenue
stream for the appropriate debt service funds consistent with the City's Investment Policy and state law.
Debt Service Funds
The City shall utilize as the primary objective for the investment of Debt Service Funds adequate liquidity
to cover the debt service obligation of the City on required payment dates. Investments shall not have a
stated final maturity date which exceeds the appropriate debt service payment date.
Special and Trust Funds
The City shall invest Special and Trust Funds in accordance with state law and the City's Investment Policy
to the maximum ability that such investments may benefit the City directly, or utilize said funds in a
method that such funds may benefit the City indirectly.
Investment Officer
In accordance with PFIA 2256.005 (f),the City of Wichita Falls Chief Financial Officer is the Investment Officer(10)
and is responsible for establishing operating policies, which will ensure that investments are maintained in a
proper and prudent maturity distribution, represent sound extensions of credit, and are appropriate investments
with regard to regulatory and legal requirements. The 10 will be accountable to the City Manager. Ultimate
responsibility for management of the investment portfolio rests with the 10. It is expected that the 10 may wish
to delegate one or more of the specific investment objectives. Sales from the portfolio must be approved by the
10 and the City Manager.
At least bi-annually,the City Council shall be provided with information regarding securities, purchases, and sales
of the previous period to determine their adherence to the Investment Policy and applicable laws and regulations.
Investment strategies should be formulated with special regard to the City's liquidity needs, cash flow
requirements, the projected economic environment, and policy guidelines as established by the Investment
Policy.
3 PFIA 2256.021
46
POLICY STATEMENTS
Summary information must be provided to the City Council on the composition, size, quality, maturity,yield, and
current market valuations for the Investment Portfolio. Implementation of this policy is the responsibility of the
Investment Officer.
Conflicts of Interest& Ethics Disclosure
In accordance with this policy, the 10 will file a disclosure statement with the Texas Ethics Commission
and the governing body if:
The officer has a personal business relationship with a business organization offering to engage in an
investment transaction with the City (as defined in 2256.005 (i)(1-3)); or the officer is related within the
second degree by affinity or consanguinity, as determined under Chapter 573 of the Texas Government
Code,to an individual seeking to transact investment business with the City.'
Investment Training
Investment training is required for the treasurer,CFO,and the investment officer(s)of a local government.
Training must be received from an independent source, approved by the City's governing body or
investment committee, and must include education in investment controls, security risks, strategy risks,
market risks, diversification of investment portfolio, and compliance with PFIA.Ten hours of training must
be completed within 12 months of taking office or assuming duties.Thereafter,ten hours of training must
be completed every two years.5
Diversification, Cash Flow& Portfolio Management
The 10 shall be required to diversify maturities. The 10, to the extent possible, will attempt to match
investments with anticipated cash flow requirements. Matching maturities with cash flow dates will
reduce the need to sell securities prior to maturity,thus reducing market risk. Unless matched to specific
requirements, the 10 may not invest more than 30% of the portfolio for a period greater than two (2)
years.
Standard of Care
The City's investments shall be made with judgment and care under circumstances then prevailing that persons
of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but
for investment, considering the probable safety of their capital as well as the probable income to be derived and
optimum liquidity required for operations in the City. Safety shall be the first priority, adequate liquidity the
second, and yield,the third priority. Individual investments shall be made in a manner consistent with this Policy.
Prudence
The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall
be applied in the context of managing the overall portfolio. This standard states:
"Investments shall be made with judgment and care, under circumstances then prevailing,which persons
of prudence, discretion, and intelligence exercise in the management of their own affairs, not for
speculation, but for investment, considering the probable safety of their capital as well as the expected
income to be derived."
4 PFIA 2256.005(i)
5 PFIA 2256.008
47
POLICY STATEMENTS
Investment Policy Certification
All investment activity under this policy requires that investments shall only be made with the business
organizations(including money market mutual funds and local government investment pools)that have provided
the City with a written instrument, executed by a qualified representative of the firm, acknowledging that the
business organization has:
a. received and reviewed the City's Investment Policy; and
b. implemented reasonable procedures and controls in an effort to preclude investment transactions
conducted between the entity and the organization that is not authorized by the entity's Investment
Policy,except to the extent that this authorization is dependent on an analysis of the makeup of the City's
entire portfolio or requires an interpretation of subjective investment standards.'
Authorized Investments
In accordance with authorizing federal and state laws, the City's Depository Contract, and appropriate approved
collateral provisions, the City may utilize the following types of investments for the City's funds:
• U.S.Treasury Securities
• Federal Agencies
• Municipal Bonds
• Certificates of Deposit and Share Certificates
• Repurchase Agreements
• Bankers' Acceptances
• Commercial Paper
• Mutual Funds
• Public Investment Pools
The City may invest in only these investments authorized by the Act,Sec. 2256.009.The City may not invest in any
investments unauthorized by the Act, Sec. 2256.009(b)(1-4).
U.S. Treasury Securities
U.S.Treasury securities are direct obligations of the United States Government. U.S.Treasury obligations are the
highest quality and are the most liquid and marketable of investment securities. Investments in this category will
include Treasury bills, Treasury notes, and Treasury bonds. U.S. Treasury bills are sold on a discount basis and
have initial maturities of three months, six months, and one year. U.S. Treasury notes and Treasury bonds are
coupon-bearing instruments with initial maturities from two to ten years for notes and ten to thirty years for
bonds.
The average life of the U.S. Treasury securities portfolio will not exceed 2.5 years and no individual security will
exceed 5 years in maturity. Treasuries may comprise up to 100%of the Investment Portfolio.
Federal Agencies
After U.S. Treasury securities, Federal agency securities are generally regarded as the next highest quality
investment suitable for the portfolio.
Federal agency obligations are usually acceptable for pledging and other collateral requirements. Agencies
generally offer a rate of return slightly higher than direct U.S. Treasury securities. The spread difference in yield
6 PFIA 2256.005(k-I)
48
POLICY STATEMENTS
will be effected by the general level of interest rate, markets, and economic conditions at any given time.
Consideration should be given to the spread relationship existing when portfolio investment decisions are made.
Securities included in this category are debt issuance by the Federal Farm Credit System (Farm Credits), Federal
Home Loan Bank (FHLB), the Federal National Mortgage Association (FNMA), the Student Loan Marketing
Association (SLMA), the Federal Home Loan Mortgage Corporation (FHLMC or "Freddie Mac"), the Government
National Mortgage Association (GNMA or"Ginnie Mae"), and Small Business Administration (SBA).
The average life of the U.S.agency section of the portfolio will not exceed 2.5 years and no individual security will
exceed 5 years in maturity. U.S. agencies may comprise up to 100%of the Investment Portfolio
Municipal Bonds
Any direct obligations of the State of Texas or its agencies and instrumentalities, the 10 shall consider prudent
diversification of investment holdings per obligor. Compliance with all legal and regulatory guidelines shall be
adhered to in the purchase and holding of securities. Taxable municipal obligation purchases may be made but
are subject to the same credit, maturity, and geographic distribution requirements that may be applicable as
dictated by the Investment Policy.
Credit information will be maintained sufficiently for management of the City to exercise an informed judgment
in determining whether the securities should be purchased and to enable regulators to determine that each
security purchased meets all statutory and regulatory requirements. Credit information sufficient for the 10 and
City Manager to comply with all statutory and regulatory requirements relating to the approval of each investment
shall be provided. The City shall retain all records relating to transactions in its investment portfolio as may be
required by statute or regulation. Additional consideration will be given to the increased yield spread of taxable
municipals over all other taxable investment alternatives.
Various political subdivisions of state and local government issue debt through municipal securities generally
under two categories: general obligation (G.0.) and revenue bonds. G.O. bonds are issued for a variety of public
financing needs. They are generally regarded as the most credit worthy of municipal securities as they are backed
by the taxing authority of the issuing governmental entity. Revenue bonds are issued to finance specific projects
(i.e. water and/or sewer revenues) and depend on the revenue or fee generated from the projects for repayment
of principal and interest. Bonds with a minimum Moody's Investors Service of A or Standard&Poor's Service rating
of A shall be considered as eligible portfolio investments. An exception may be made for local,well-known credit
issues where the cost of obtaining a credit rating by the issuing body is prohibitive.
Geographical distribution of municipals is an effective method of diversifying the City's overall credit risk and
maximizing income potential.
The City will consider the following credit information on general obligation municipals to be purchased:
1) Relationship of debt burden to property valuation.
2) Reasonableness of debt burden on a per capita basis.
3) Sinking fund provisions.
4) Historical trends of debt.
5) Future debt service requirements.
6) Assessed valuation, including basis of assessment.
7) Relationship of tax burden to property valuation.
8) Tax collection record.
49
POLICY STATEMENTS
9) Recent trends in tax rates.
10) Economic background.
11) Debt paying ability.
12) Population trends.
The City will consider the following credit information on revenue municipals to be purchased:
1) The number of times gross revenue covers debt service (coverage).
2) The segregation of revenue funds from general funds.
3) The flow of revenues to specific reserve accounts.
4) Special covenants that may limit default remedies.
The average maturity of this section of the portfolio will be no greater than two years and comprise no more than
25%of the Investment Portfolio.
Certificates of Deposit and Share Certificates
A certificate of deposit or share certificate is an authorized investment if the certificate is issued by a depository
institution that has its main office or a branch office in the state of Texas, and is guaranteed or insured by the
Federal Deposit Insurance Corporation or its successor or the National Credit Union Share Insurance Fund or its
successor, or secured by obligations described in the Act, including mortgage-backed securities directly issued by
a federal agency or instrumentality that have a market value of not less than the principal amount of the
certificates, but excluding those mortgage-backed securities of the nature described by the Act; or secured in any
other manner and amount provided by law for deposits of the investing entity.
Total collateralized Certificates of Deposits may comprise 100%of the Investment Portfolio. The average maturity
of this section of the portfolio will be no greater than two years.
In addition to the authority to invest funds in certificates of deposit under The Act,Sec.Sec. 2256.010,Subsection
(a), an investment in certificates of deposit made in accordance with the following conditions is an authorized
investment under this subchapter:
(1) the funds are invested by an investing entity through a depository institution that has its main office or
a branch office in this state and that is selected by the investing entity;
(2) the depository institution selected by the investing entity under Subdivision (1) arranges for the deposit
of the funds in certificates of deposit in one or more federally insured depository institutions, wherever
located,for the account of the investing entity;
(3) the full amount of the principal and accrued interest of each of the certificates of deposit is insured by
the United States or an instrumentality of the United States;
(4) the depository institution selected by the investing entity under Subdivision (1) acts as custodian for the
investing entity with respect to the certificates of deposit issued for the account of the investing entity;
and
(5) at the same time that the funds are deposited and the certificates of deposit are issued for the account
of the investing entity, the depository institution selected by the investing entity under Subdivision (1)
50
POLICY STATEMENTS
receives an amount of deposits from customers of other federally insured depository institutions,
wherever located, that is equal to or greater than the amount of the funds invested by the investing
entity through the depository institution selected under Subdivision (1). (The Act, Sec. 2256.010)
Repurchase Agreements
Fully collateralized repurchase agreements are authorized under the Act, Sec. 2256.011, if the repurchase
agreement has a defined termination date; is secured by obligations described by the Act; and requires the
securities being purchased by the entity to be pledged to the entity, held in the entity's name, and deposited at
the time the investment is made with a third party selected and approved by the entity; and is placed through a
primary government securities dealer, as defined by the Federal Reserve, or a financial institution doing business
in the State of Texas.
"Repurchase agreement" means a simultaneous agreement to buy, hold for a specified time, and sell back at a
future date, obligations described by the Act at a market value at the time the funds are dispersed of not less than
102% of the principal amount of the funds dispersed. The term of the repurchase agreements may not exceed
180 days.
Notwithstanding any other law, the term of any reverse security repurchase agreement may not exceed 90 days
after the date the reverse security repurchase agreement is delivered. Money received by an entity under the
terms of a reverse security repurchase agreement shall be used to acquire additional authorized investments, but
the term of authorized investments acquired must mature not later than the expiration date stated in the reverse
security repurchase agreement. Total investment in repurchase and reverse repurchase agreements may not
exceed 25%of the Investment Portfolio.
Bankers'Acceptances
Bankers' Acceptances are an authorized investment under the Act, which has a stated maturity of 270 days or
fewer from the date of its issuance; will be, in accordance with its terms, liquidated in full at maturity; is eligible
for collateral for borrowing from a Federal Reserve Bank; is accepted by a bank organized and existing under the
laws of the United States or any state, if the short-term obligations of the bank, or of a bank holding company of
which the bank is the largest subsidiary, are rated not less than A-1+or P-1 or an equivalent rating of at least one
nationally recognized credit rating agency (The Act, Sec. 2256.012). Such individual transactions shall not exceed
5%of the total City's Investment Portfolio, and all such endorsing banks shall come only from a list of entities who
are constantly monitored as to financial solvency. Total Bankers' Acceptances may not exceed 15% of the
Investment Portfolio.
Commercial Paper
The City may invest in Commercial Paper.The paper must have a stated maturity of 365 days or less from the date
of issuance and a rating of A-1+ or P-1 or higher. If an equivalent rating system is used, the rating must be
completed by at least two nationally recognized credit rating agencies or one nationally recognized credit rating
agency and be fully secured by an irrevocable letter of credit issued by a bank organized and existing under the
laws of the United States or any state (The Act, Sec. 2256.013). Such transactions shall not exceed 15% of the
total City's Investment Portfolio with no more than 5%in any one name, and all such providers of letters of credit
shall come only from a list of entities who are constantly monitored as to financial solvency.
51
POLICY STATEMENTS
Mutual Funds
No-load money market mutual funds regulated by the Securities and Exchange Commission, which has a dollar-
weighted average stated maturity of 90 days or fewer, and include in its investment objectives the maintenance
of a stable net asset value of$1 for each share (The Act, Sec. 2256.014).
A no-load mutual fund is an authorized investment under this Subchapter if:
• It is registered with the Securities and Exchange Commission;
• The average weighted maturity is less than two years;
• It is invested exclusively in obligations approved by the Act;
• It is continuously rated as to investment quality, by at least one nationally recognized investment firm of
not less than AAA or its equivalent;
• It conforms to the requirements set forth in the Act, relating to the eligibility of investment pools to
receive and invest funds of investing entities.
The City is not authorized to invest, in aggregate, more than 80% of its monthly average fund balance,
excluding bond proceeds, reserves and other funds held for debt service, in money market mutual funds as
set forth herein above, or mutual funds as herein set forth above, either separately or collectively. The City
may not invest, in aggregate, more than 15% of its monthly average fund balance, excluding bond proceeds,
reserves, and other funds held for debt service, in mutual funds as herein above described.The City may not
invest any portion of bond proceeds, reserves and funds held for debt service, in mutual funds herein
described above;or invest its funds or funds under its control, including bond proceeds and reserves and other
funds held for debt service, in any one mutual fund as herein set out above in an amount that exceeds 10%of
the total assets of the mutual fund.
Public Investment Pool
The City may invest in a public investment pool meeting the requirements of the Act.The Act,Sect. 2256.016, "An
entity may invest its funds and funds under its control through an eligible investment pool if the governing body
of the entity by rule, order, ordinance, or resolution, as appropriate, authorizes investment in the particular pool.
An investment pool shall invest the funds it receives from entities in authorized investments permitted by this
subchapter. An investment pool may invest its funds in money market mutual funds to the extent permitted by
and consistent with this subchapter and the investment policies and objectives adopted by the investment pool".
Investment in this type of pool may not exceed 90%of the Investment Portfolio.
Competitive Bidding
All individual security purchases and sales must include at least three competitive bids or offers. Competitive
bidding requirements do not apply to the purchase or sale of money market mutual funds, local government
investment pools, or when-issued securities, which are deemed to be made at prevailing market rates.
Bidders List
In accordance with PFIA 2256.025, the City will establish and review, at least annually, a list of qualified brokers
that are authorized to engage in investment transactions with the City. This list will be maintained by the City's
Financial Advisors and made available upon request.
52
POLICY STATEMENTS
Safekeeping and Collateralization
The laws of the State and prudent treasury management require that all purchased securities be bought on a
delivery versus payment basis 'and be held in safekeeping by either the City, an independent third party financial
institution, or the City's designated depository.
All safekeeping arrangements shall be designated by the 10 and an agreement of the terms executed in writing.
Securities and collateral will be held by a third party custodian designated by the City and in the City's name. The
third-party custodian shall be required to issue safekeeping receipts to the City listing each specific security, rate,
description, maturity, cusip number, and other pertinent information. Each safekeeping receipt will be clearly
marked that the security is held for the City or pledged to the City.
Collateralization shall be required on two types of investments certificates of deposits over the FDIC insurance
coverage of$250,000 and repurchase agreements.
In order to anticipate market changes and provide a level of additional security for all funds, the collateralization
level required will be 102%of the market value of the principal and accrued interest.
Evaluation and Reporting
The 10 shall submit quarterly reports to the City Council containing sufficient information to permit an informed
outside reader to evaluate the investment program.' At a minimum, this report shall:
• describe in detail the investment position of the entity on the date of the report;
• be prepared jointly by all investment officers of the entity;
• be signed by each investment officer of the entity;
• contain a summary statement of each pooled fund group that states the;
• beginning market value for the reporting period;
• ending market value for the period;
• fully accrued interest for the reporting period;
• the account or fund or pooled group fund in the City for which each individual investment was
acquired; and
• the compliance of the investment strategy expressed in the City's investment policy; and The Act.
For investments outside of the investment pools,the report may also contain:
• book value and market value of each separately invested asset at the end of the reporting period by
the type of asset and fund type invested;
• the maturity date of each separately invested asset that has a maturity date;
• If the City invests in other than money market mutual funds, investment pools or accounts offered by
its depository bank in the form of certificates of deposit, or money market accounts or similar
accounts, the reports prepared by the investment officers under this section shall be formally
reviewed at least annually by an independent auditor, and the result of the review shall be reported
to the governing body by that auditor.
• Beginning and ending market value of the portfolio and total portfolio,
7 PFIA 2256.005 (b)(4)(E)
'The Act,Sec. 2256.022
53
POLICY STATEMENTS
• Beginning and ending carrying (Book) value of the portfolio by market sector and total portfolio, if
applicable,
• Transactions which change market and book value, detail reporting on each asset(book, market, and
maturity dates at a minimum),
• Overall current yield of the portfolio, and
• Overall weighted average maturity of the portfolio, and maximum maturities in the portfolio.
Internal Controls
Investments are audited in conjunction with the City's Annual Financial Audit. If investments are outside of money
market mutual funds, investment pools or accounts offered by its depository bank in the form of certificates of
deposit, or money market accounts or similar accounts these investments are subject to a compliance audit of
management controls and adherence to this investment policy.'
Investments which may become ineligible after purchase, which were eligible at the time of purchase, will not be
required to be liquidated until such investment reaches its date of maturity.'
Securities Dealers/Transactions
The City has employed Sentry Management, Inc. (SMI) to provide professional investment advice for the City's
investment portfolio and other related investment areas such as asset/liability and interest rate risk analysis. SMI
is registered with the Securities and Exchange Commission as a registered investment adviser and municipal
advisor. SMI may be employed on a set fee basis only, and may not act as a dealer.
The 10 and City Manager recognize the importance of receiving objective, professional advice in management of
the investment portfolio, however it is explicitly understood the City, through the 10, does not delegate
responsibility for the portfolio to SMI. All acquisitions and/or sales of securities will be directly at the discretion
of the City.
SMI places dealers in competition on purchases and sales and maintains records of each transaction. Transactions
are done on a "best execution" basis, which precludes limiting any individual dealer's securities'volume with the
City. Setting maximum volume quotas could force the City to purchase or sell securities at less than the best price
and would not be in the best interest of the City.
Further, SMI may not execute a transaction for the City without specific authorization from the City.
The City may have transactions with any Federal Reserve Reporting Government Dealer (Primary Dealer). The
Federal Reserve requires all Primary Dealers to maintain large capital and be financially solvent.
In addition to Primary Dealers,the City may have security transactions with the dealers listed on Exhibit A. Current
financial information is maintained by SMI on the dealers listed on Exhibit A and is made available to the City.
Additionally, the City will maintain information on each dealer listed. The City may purchase or sell any of the
approved investments listed in the Investment Policy from or to any of the approved securities dealers.
It shall be the City Manager's and the 10's responsibility to review the dealers'financial condition. Considerations
of each dealer will be the dealer's capital and financial strength and general reputation with other financial
PFIA 2256.055(m)
10 PFIA 2256.017
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POLICY STATEMENTS
institutions and investment dealers. Whenever available and possible, the City will consider information from
state or federal securities regulators and securities industry self-regulatory organizations, such as the National
Association of Securities Dealers, concerning any formal enforcement actions against the dealer, its affiliates or
associated personnel.
In the event that Sentry Management is not involved in a transaction,the City will be responsible for the following:
Every dealer with whom the City transacts business will be offered a copy of this Investment Policy to assure that
they are familiar with the goals and objectives of the investment program. The broker/dealer will be required to
return a signed copy of the Certification Form certifying that the policy has been received and reviewed.
To further insulate the City from dealer exposure, the City will permit delivery-versus-payment settlement only
on security transactions. Further, all securities will be held in safekeeping at the City's primary depository bank
or another third party bank.
All personal securities transactions by the 10 with the City's approved securities dealers are prohibited unless
specific City Manager approval is received prior to the transaction. Periodic review of personal transactions with
approved securities dealers will be performed by the City Manager. All of the City's records are available for
unannounced, on-site inspection at SMI offices by any representative of the City.
All investment management activities are to be conducted in accordance with the State of Texas, Public Funds
Investment Act, 2256.005 (b)(3). Contracts with investment and financial advisors will be reviewed at least every
three years, and put out to bid a minimum of once every 5 years from adoption of this policy.
Exceptions to Policy
This policy is intended to be flexible to deal with rapidly changing conditions in the City's economic environment
and the global bond and money markets. Therefore,this policy can be amended by a review of the City Manager
and 10, and/or a majority vote of the City Council. If amended in substance by the City Manager and 10, the
changes will be presented to the City Council at the next regularly scheduled meeting.This policy shall be reviewed
by the City Council, City Manager, 10 at least annually.
55
POLICY STATEMENTS
EXHIBIT B- PROHIBITED INVESTMENTS
Per 1995 Public Funds Investment Act
10's INTEREST ONLY STRIPPED SECURITIES WITH UNDERLYING MORTGAGE-BACKED SECURITY
COLLATERAL.
PO's PRINCIPAL ONLY STRIPPED SECURITIES WITH UNDERLYING MORTGAGE-BACKED SECURITY
COLLATERAL.
CMO's COLLATERALIZED MORTGAGE OBLIGATIONS WITH A MATURITY GREATER THAN TEN (10)
YEARS.
CMO's COLLATERALIZED MORTGAGE OBLIGATIONS, WHICH HAVE AN INVERSE FLOATING RATE
(COUPON).
EXHIBIT C- BROKER/DEALER CERTIFICATION FORM
As required by Texas Government Code 2256.005(k)
City of Wichita Falls
The City acknowledges that the only means the firm has to preclude"imprudent" investment activities arising out
of transactions between the firm and the City is to confirm that all provisions of the City's investment policy are
followed in investment transactions conducted between the firm and the City, and, the second paragraph below
should read accordingly.
I, as a registered principal for the firm , do hereby certify that I, and the officer
covering this account, , have received and both have thoroughly reviewed the
investment policy of the City.
We acknowledge that this firm has implemented reasonable internal procedures and controls in an effort to
preclude imprudent investments between this firm and the City arising from transactions between the City and
the firm.
Signature
56
POLICY STATEMENTS
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57
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 City funds can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds.
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 of 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. Fund balance in governmental funds is the funds Net Position.
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. General
operating costs,fixed charges,and capital improvement costs that are not paid through other funds are paid from
the General Fund.
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.
• Venue Tax revenue is used to fund projects classified as a venue such as an arena, coliseum, stadium, or
any other facility build to accommodate sports events or community events.
The Debt Service Fund is used to account for and report payments for City debt service.
58
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.The
fund balance in a proprietary fund is, in accounting, referred to as 'working capital', it is the variance between
current assets and current liabilities. This is because proprietary funds report long-term commitments not
reported in the governmental funds.
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, MPEC, golf
course, and waterpark 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 the 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.
Budget vs accounting: Water
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 Fleet Maintenance 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.
59
POLICY STATEMENTS
POLICY COMPLIANCE
The City of Wichita Falls continually monitors financial practices throughout the year to ensure strict adherence.
These policies are reviewed annually and updated, when needed, 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 Officers Association and is rated for Financial
Excellence.
USE OF NON-RECURRING REVENUES
Committed Fund Balance-the City's highest level of decision-making authority is vested in the City Council. A
resolution is a formal action required to be taken to establish, modify,or rescind a fund balance commitment,and
must be approved by the Council at a City Council Meeting. The resolution must either be approved or rescinded,
as applicable, prior to the last day of the fiscal year for which the commitment is made. The amount subject to
the constraint may be determined in the subsequent period.
Assigned Fund Balance-The City Council has authorized the City's Chief Financial Officer as the official authorized
to assign fund balance to a specific purpose as approved by this fund balance policy.
Minimum Unassigned Fund Balance
General Fund- It is the goal of the City to achieve and maintain an unassigned fund balance in the general fund
equal to 20%of expenditures(including operating transfers out). The City considers a balance of less than 15%to
be cause for concern, barring unusual or deliberate circumstances,and a balance of more than 25%as excessive. If
unassigned fund balance falls below the goal or has a deficiency, the City will plan to adjust budget resources in
subsequent fiscal years to restore the balance.
Water and Sewer Fund- It is the goal of the City to achieve and maintain an unassigned fund balance in the water
and sewer fund equal to 17% of operating expenditures (including operating transfers out). The City considers a
balance of less than 12%to be cause for concern, barring unusual or deliberate circumstances, and a balance of
more than 22%as excessive. If unassigned fund balance falls below the goal or has a deficiency,the City will plan
to adjust budget resources in subsequent fiscal years to restore the balance.
Sanitation Fund- It is the goal of the City to achieve and maintain an unassigned fund balance in the sanitation
fund equal to 15%of operating expenditures (including operating transfers out). The City considers a balance of
less than 10%to be cause for concern, barring unusual or deliberate circumstances, and a balance of more than
20% as excessive. If unassigned fund balance falls below the goal or has a deficiency, the City will plan to adjust
budget resources in subsequent fiscal years to restore the balance.
Appropriation from unassigned fund balance shall require the approval of the City Council and shall be only for
one-time expenditures, such as capital purchases, and not for on-going expenditures unless a viable plan
designated to sustain the expenditures is simultaneously adopted. The City Council may appropriate unassigned
fund balances for emergency purposes, as deemed necessary, even if such use decreases the fund balance below
the established minimum.
60
POLICY STATEMENTS
Order of Expenditure of Funds
When multiple categories of fund balance are available for expenditure (for example, a construction project is
being funded partly by a grant,funds set aside by the City Council,and unassigned fund balance),the City will start
with the most restricted category and spend those funds first before moving down to the next category with
available funds.
CITY FUNDS LIST
Major/Non-
Fund Fund Type Major Description Appropriated
GOVERNMENTAL FUNDS:
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
Water& Sewer Capital Fund Governmental Non-major Capital Fund Yes
Microfiltration and Reverse Osmosis Fund Governmental Non-major Capital Fund Yes
Lake Ringgold Fund Governmental Non-major Capital Fund 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
TX Healthy Communities 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 Major Enterprise Yes
Kickapoo Airport Fund Proprietary Non-major Enterprise Yes
Transit Fund Proprietary Non-major Enterprise Yes
Storm Water Fund Proprietary Non-major Enterprise Yes
Waterpark Fund Proprietary Non-major Enterprise Yes
Golf Course Fund Proprietary Non-major Enterprise Yes
Internal Service
Fleet Fund Proprietary Non-major Fund Yes
Internal Service
Information Technology Fund Proprietary Non-major Fund Yes
Internal Service
Duplicating Services Fund Proprietary Non-major Fund Yes
Additional funds not appropriated in this budget include,funds used to account for long term debt,funds held in trust and agency
funds,information on all funds may be found in the City's Comprehensive Annual Financial Report.
61
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Budget Summary
City of Wichita Falls,TX
Budget Summary
All Funds FY 2021-22
Fund General Fund Water&Sewer Fund(All) Sanitation Fund Stormwater Fund Fleet Fund IT Fund Hotel/Motel Fund
Projected Beginning Balance 23,013,862 26,073,275 7,916,811 7,153,852 1,798,015 3,406,899 872
Less Restricted Balance 4,097,000 18,000,000 2,695,000 3,500,000 - - -
Available Balance 18,916,862 8,073,275 5,221,811 3,653,852 1,798,015 3,406,899 872
Revenues
Taxes 74,429,860 - - - - 2,100,000
Service Charges 2,794,797 46,834,936 15,100,000 3,700,000 10,422,936 3,348,430 -
Licenses&Permits 1,923,600 - - - - - -
Fines&Forfeitures 2,548,781 - - - - - -
Intergovernmental Rev 185,696 - - - - - -
Contributions - - - - - - -
Misc.Revenues 1,001,778 225,000 12,000 25,000 95,986 - 1,411,671
Transfer In 3,883,430 - - - - - 400,000
Other Financing Sources 1,203,300 - - 1,453,425 - - -
Total Current Revenues 87,971,242 47,059,936 15,112,000 5,178,425 10,518,922 3,348,430 3,911,671
Expenditures
Personnel Services 65,764,273 12,077,819 4,854,170 351,402 2,260,982 1,405,291 1,490,233
Supplies 2,014,203 3,559,409 355,436 18,582 3,129,871 177,568 316,133
Maintenance&Repair 1,946,940 2,273,369 180,540 168,005 2,024,738 1,094,752 188,693
Utilities/Other Services 8,024,693 4,431,961 4,647,984 219,619 121,278 200,366 977,063
Insurance&Contracts Supplies 1,432,308 957,467 84,522 200 67,467 - 211,817
Debt Expenditures 200,323 12,755,940 - - 474,816 - 410,985
Other Expenditures 4,159,170 2,796,639 445,504 11,305 217,056 25,299 316,747
Non Cap Improvements 117,500 - 6,000 - - - -
Capital Improvements 3,640,369 6,345,903 2,827,843 4,000,000 1,910,714 445,154 -
Transfer Out 671,463 1,861,429 1,710,001 409,312 312,000 - -
Total Current Expenditures 87,971,242 47,059,936 15,112,000 5,178,425 10,518,922 3,348,430 3,911,671
Anticipated Change in FB (1,203,300) - - (1,453,425) - - -
Ending Balance 17,713,562 8,073,275 5,221,811 2,200,427 1,798,015 3,406,899 872
Plus Restricted Balance 4,097,000 18,000,000 2,695,000 3,500,000 - - -
64
City of Wichita Falls,TX
Budget Summary
All Funds FY 2021-22
Regional Airport Kickapoo Airport Waterpark
Golf Course Fund Transit Fund Debt Service Fund Duplicating Services Fund(2) Special Revenue Funds Total
Fund Fund Fund
85,100 47,185 464,821 40,582 1,072,997 1,486,350 60,783 3,290,829 75,912,233
- - - - - - - - 28,292,000
85,100 47,185 464,821 40,582 1,072,997 1,486,350 60,783 3,290,829 47,620,233
- - - - - 2,033,384 - - 78,563,244
215,120 120 1,063,542 830,000 600,000 - 125,735 - 85,035,616
- - - - - - - - 1,923,600
- - - - - - - - 2,548,781
- - - - 2,787,749 - - 7,506,930 10,480,375
- - - - - 1,881,254 - - 1,881,254
1,331,769 1,009,993 461,391 - 2,700 - - 44,500 5,621,788
666,930 - - 80,000 - 1,505,956 - 202,176 6,738,492
- - - - - - - - 2,656,725
2,213,819 1,010,113 1,524,933 910,000 3,390,449 5,420,594 125,735 7,753,606 195,449,875
533,210 332,868 548,891 - 1,521,003 - 21,772 2,608,585 93,770,499
334,437 443,406 - - 643,287 - 6,800 126,254 11,125,386
121,752 16,470 - - 315,343 - - 186,179 8,516,781
207,517 90,701 936,537 - 234,149 - 437 1,631,246 21,723,551
47,603 24,000 - 910,000 53,805 - - - 3,789,189
- - - - - 5,420,594 - - 19,262,658
300,421 102,668 39,505 - 87,862 - 96,726 2,963,042 11,561,944
- - - - - - - 235,300 358,800
- - - - 535,000 - - 3,000 19,707,983
668,879 - - - - - - - 5,633,084
2,213,819 1,010,113 1,524,933 910,000 3,390,449 5,420,594 125,735 7,753,606 195,449,875
- - - - - - - - (2,656,725)
85,100 47,185 464,821 40,582 1,072,997 1,486,350 60,783 3,290,829 44,963,508
- - - - - - - 28,292,000
65
BUDGET SUMMARY
ALL FUNDS
BUDGET SUMMARY
The total Adopted Budget for the City includes all expenditures, revenues and other financing sources,
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 general debt service.
In this document, each fund summary and department summary include information about increases and
decreases in budgets, changes in operations, and accomplishments for the prior year. This detailed
information will assist the reader with understanding how the City operates.
The total Adopted City Operating Budget for the 2021-22 fiscal year is$195,449,875,which is an increase
of$11,010,331,or 5.97%,from the 2020-21 Adopted Operating Budget of$184,439,544.The table below
illustrates the total beginning fund balance, unrestricted balances, revenues,transfers in, other financing
sources, and expenditures for each fund. The far right column displays any anticipated change in fund
balance in the next fiscal year. A broader discussion of fund balance is available in the Policy Statement
section of this document.
Other Projected
Unrestricted Transfers Anticipated Change
All Funds Fund Balance Revenues In Financing Exp. Ending FB Ending Fund
Sources
Balance
General 18,916,862 87,971,242 3,883,430 1,203,300 87,971,242 17,713,562 (1,203,300)
Water&Sewer 8,073,275 47,059,936 - - 47,059,936 8,073,275 -
(AII)
Sanitation 5,221,811 15,112,000 - - 15,112,000 5,221,811 -
Storm Water 3,653,852 5,178,425 - 1,453,425 5,178,425 2,200,427 (1,453,425)
Fleet 1,798,015 10,518,922 - - 10,518,922 1,798,015 -
IT 3,406,899 3,348,430 - - 3,348,430 3,406,899 -
Hotel/Motel 872 3,911,671 400,000 - 3,911,671 872 -
Regional Airport 85,100 2,213,819 616,930 - 2,213,819 85,100 -
Kickapoo Airport 47,185 1,010,113 - - 1,010,113 47,185 -
Waterpark 464,821 1,524,933 - - 1,524,933 464,821 -
Golf Course 40,582 910,000 80,000 - 910,000 40,582 -
Transit Fund 1,072,997 3,390,449 - - 3,390,449 1,072,997 -
Debt Service 1,486,350 5,420,594 1,505,956 - 5,420,594 1,486,350 -
Duplicating 60,783 125,735 - - 125,735 60,783 -
Services
Fed.Grants& 3,290,829 7,753,606 202,176 - 7,753,606 3,290,829 -
Special Revenue
Total 47,620,233 195,449,875 6,688,492 2,656,725 195,449,875 44,963,508 (2,656,725)
66
BUDGET SUMMARY
ALL FUNDS
Budgeted Revenues:
This Adopted Budget estimates revenue collection at $195,449,875, an increase of$11,010,331, or 5.97%, from
the 2020-21 Adopted Operating Budget of$184,439,544. Revenues collected by the City may be classified in the
following categories.
4;11fic44
r e x n s
Mi st,es gda,-opp mar ries
Revenue All Funds 2020-21 2021-22 %Change
Adopted Adopted Budget
Revenues
Taxes 73,006,390 78,563,244 7.61%
Service Charges 83,264,202 85,035,616 2.13%
Licenses&Permits 1,737,727 1,923,600 10.70%
Fines&Forfeitures 2,361,451 2,548,781 7.93%
Intergovernmental Revenue 9,701,763 10,294,679 6.11%
Contributions 2,108,426 2,066,950 -1.97%
Misc.Revenues 5,674,071 6,288,718 10.83%
Transfer In 6,585,514 6,071,562 -7.80%
Other Financing Sources - 2,656,725 -
Total Revenues 184,439,544 195,449,875 5.97%
As a percent of total, citywide operating revenues fall into the following categories and percentages.
FY 2021-22 Revenue By Source
111, •Taxes 40.20%
•Service Charges 43.51%
■ Licenses&Permits 0.98%
■ Fines&Forfeitures 1.30%
• Intergovernment Rev. 5.27%
..............
•Contributions 1.06%
• Misc. Revenues 3.22%
•Transfer In 3.11%
•Oth. Fin.Sources 1.36%
67
BUDGET SUMMARY
ALL FUNDS
Taxes:This budget anticipates an increase in total tax collections of$5,556,854, or 7.61%.This budget includes an
anticipated increase in property tax revenues of$2,668,674, or 6.87%. This increase accounts for the increase in
value of property on the tax roll,the increase in new property value,and the County Tax Collectors certified "Voter
Approval Rate". Sales tax revenues increased $2,235,576, or 9.68%. The budget for sales tax was reduced in the
prior year due to the Pandemic. With recovery occurring in the previous year, collections for sales tax have
remained steady.This category also accounts for payments in lieu of taxes and franchise fees.
Service Charges: Service charges account for water or sewer sales, sanitation sales, and other services the City
provides that are fee based.This category increased $1,771,414, or 2.13%.
Licenses & Permits: Licenses & Permits account for items such as building licenses and permits, food handler's
permits, animal licenses, heath fees, and telecommunication fees. This category has increased $185,873, or
10.70%.
Fines& Forfeitures: Fines and Forfeitures account for the receipt of payment for municipal court fines and fees,
library fees and restitutions.This category will increase $187,330, or 7.93%.
Intergovernmental Revenue: Intergovernmental revenues are revenues received from another entity, generally
to account for a specific program, grant, or agreement. Intergovernmental revenues are anticipated to increase
$592,916, or 6.11%.
Contributions:Contributions account for both contributions to the City, and donations. In the General Obligation
Debt Service Fund, this category accounts for the receipt of contributions for debt service from the City's
component units.This category will decrease $41,476, or 1.97%.
Miscellaneous Revenues: This category includes a collection of items including, but not limited to, interest
received, park concessions, recreation program revenues, receipt of revenues for park rentals, and grazing land
leases. In total,this category will increase$614,647, or 10.83%.
Transfers In:This category accounts for transfers made between the City's funds.An example of this would be the
transfer of funds from the Water and Sewer Fund to the General Fund to account for Administrative Overhead
provided by departments in the General Fund, for departments in the Water and Sewer Fund. This category will
decrease $513,952, or 7.80%.
Other Financing Sources: This category accounts for transfers in from Fund Balance in the current year. As
previously discussed, information about fund balances is available in detail in the Policy Statements portion of this
document. City-wide, this budget includes the use of$2,656,725 in fund balance. Fund balance may be used for
one-time expenditures when the total balance of the fund exceeds the funds policy goal.
68
BUDGET SUMMARY
ALL FUNDS
Budgeted Expenditures:
This Adopted Budget estimates expenditures to be $195,449,875, an increase of$11,010,331, or 5.97%,from the
2020-21 Adopted Budget of$184,439,544. Expenditures may be classified in the following categories.
lirlic4i4 a9
N 5Ales 4,4fees Op'urtun't
2019-20 2020-21 2021-22
Revenue&Expenditure All Funds Actual Adopted Adopted %Change
Budget
Expenditures
Personnel Services 78,879,705 85,756,390 93,771,616 9.35%
Supplies 7,948,677 9,608,098 11,125,386 15.79%
Maintenance&Repair 6,526,798 7,774,808 8,516,781 9.54%
Utilities/Other Services 20,499,378 23,323,741 22,632,434 -2.96%
Insurance&Contract Supp. 2,608,283 2,907,001 2,879,189 -0.96%
Debt Expenditures 8,650,034 19,614,288 19,262,658 -1.79%
Other Expenditures 10,224,014 14,767,090 11,561,944 -21.70%
Non Cap Improvements 140,051 149,900 358,800 139.36%
Capital Improvements 15,442,147 14,977,050 19,707,983 31.59%
Transfers Out 6,365,950 5,561,177 5,633,084 1.29%
Total Expenditures 157,285,036 184,439,544 195,449,875 5,97%
FY 2021-22 Expenditure by Classification
•Personnel Services 47.98%
•Supplies 5.69%
•Maintenance&Repair 4.36%
•Utilities/Other Services 11.58%
•Insurance&Contract Supp.
*I, 1.47%
•Debt Expenditures 9.86%
•Other Expenditures 5.92%
•Non Cap Improvements 0.18%
•Capital Improvements 10.08%
•Transfers Out 2.88%
69
BUDGET SUMMARY
ALL FUNDS
Personnel Services: Personnel services account for all salary, tax, healthcare, and pension related cost for City
employees. As indicated in the Expenditures chart, this is the largest cost the City incurs. These costs increased
$8,015,226,or 9.35%.This budget includes the implementation of the Management Advisory Group's salary study,
discussed throughout this document, an increase in healthcare cost, and reimplementation of the City's merit
based pay plan that was suspended due to the Pandemic in the prior year.
Supplies: Supplies account for the purchase of items such as office supplies, janitorial supplies, uniforms,
mechanical supplies, traffic control supplies, minor furniture, chemicals, and others. This category increased
$1,517,288, or 15.79%.The cost of supplies increase when the cost of goods increase.
Maintenance& Repair: Maintenance & Repair account for the maintenance and repair of City infrastructure and
assets.This category increased $741,973, or 9.54% city-wide.
Utilities/Other Services: Utilities/Other Services account for the cost of utility services for City infrastructure and
assets.Other services include the cost of the City's central garage, binding, printing and others.This cost decreased
$691,307, or 2.96%.
Insurance&Contract Supp.:This category accounts for insurance and contract expenses. It will decrease$27,812,
or 0.96%.
Debt Expenditures: A discussion of the City's debt is included in the Debt Service Fund section of this document.
The reader is encouraged to review that section for more information about the City's debt. Detailed information
is also available on the City's website at www.wichitafallstx.gov.This category decreased $351,630 or-1.79%.This
is due to the retirement, or payment in full, of the 2011 Refunding Bond used to fund the MPEC.
Other Expenditures: Other Expenditures capture the cost of items like postage, lease payments, professional
membership, and payment of taxes. This category decreased $3,205,146 or 21.70%. This decrease is due to a
change in Budget Contingency used to balance funds in years in which revenues exceed expenditures. At year-
end, these funds become a part of the corresponding fund balance.
Non-Capital Improvements: These funds are used for large projects that do not meet the criteria for placement
in a capital fund. An example of this is annual landscaping and flower purchases. This account has increased
$208,900 or 139.36%.This is due to the City cutting these items from the prior year due to the COVID-19 Pandemic.
Capital Improvements:These funds may be used for projects with a useful life of more than one year, and a cost
of more than $25,000 such as equipment purchases, and completion of projects to build or maintain
infrastructure. The total cost in this account increased $4,730,933, or 31.59%. This increase restores the City's
maintenance and capital purchasing to a figure closer to actual before the Pandemic, and allows for the
completion of regularly scheduled work. This includes the increase in the Stormwater fund to pay for the
construction of Phase 2 of the Quail Creek project.
Transfers Out: Transfers out are transfers to other funds, for things such as Information Technology fees. This
category increased $71,907, or 1.29%.
70
BUDGET SUMMARY
ALL FUNDS
The below chart shows the total expenditures, by Fund.
4;itlic4i4 /(s
TEXAS
Nue-SA/es*la Oyyortun,Yres
Expenditure By Fund 2020-21 2021-22 %Change
Adopted Adopted Budget
Expenditures
General Fund 81,740,925 87,971,242 7.62%
Water&Sewer Fund(All) 45,160,772 47,059,936 4.21%
Sanitation Fund 14,786,205 15,112,000 2.20%
Storm Water Fund 3,750,000 5,178,425 38.09%
Fleet Fund 10,338,181 10,518,922 1.75%
IT Fund 3,813,581 3,348,430 -12.20%
Hotel/Motel Fund 3,543,266 3,911,671 10.40%
Transit Fund 2,456,002 3,390,449 38.05%
Regional Airport Fund 1,207,582 2,213,819 83.33%
Kickapoo Airport Fund 1,022,806 1,010,113 -1.24%
Waterpark Fund 1,524,932 1,524,933 0.00%
Golf Course Fund 910,000 910,000 0.00%
Debt Service Fund 5,918,815 5,420,594 -8.42%
Duplicating Service Fund 130,908 125,735 -3.95%
Other Funds 8,135,569 7,753,606 -4.69%
Total 184,439,544 195,449,875 5.97%
Revenue and Expenditure Discussion Prior Two Years to Current Year:
Fiscal Year 2019-20:
In the 2019-20 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 that 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 2019-20 fiscal 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 22019-20 fiscal 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 Phase 1 project, and a large capital equipment purchase
at the City's landfill.These fund balances have been restored.
71
BUDGET SUMMARY
ALL FUNDS
In March of 2020,the COVID-19 Pandemic began. In response to the Pandemic, the City took immediate steps to
reduce costs and protect revenues. These steps included the implementation of a hiring freeze, a purchasing
freeze, and the discontinuation of capital projects not yet underway for the year. This resulted in savings of just
over$3 million to the General Fund.
As the year continued, the City continued response to the Pandemic. The City suspended the cut-off of water
accounts for non-payment,and suspended the collection of late fees for accounts that were delinquent.The City's
Health Department worked tirelessly to stop the spread of the disease. Contact tracing specialists were hired, PPE
was provided to the community,City buildings were shutdown to help stop the spread by only allowing employees
inside, the Municipal Court changed from in-person to virtual operations, and when vaccinations became
available,the Health Department administered vaccination clinics and continued mandated reporting to the State
of Texas.
At the onset of the Pandemic, the City anticipated a loss in revenues due to the instability of the economy, and
the City did see revenues decrease from where they could have been collected if the Pandemic had not occurred.
Federal funding and spending decreases prevented the City from using emergency funds.The City was awarded a
total reimbursement of$5.8 million to address the Pandemic under the Act and the City had over$5.8 million in
applicable expenses due to the response to the Pandemic. These funds helped to offset the growing costs of
Pandemic response and, in conjuncture with other cost saving measures implemented, allowed the City to grow
the General Fund's fund balance in the prior year.
Fiscal Year 2020-21:
The City conservatively set revenue expectations and adjusted costs to address the Pandemic in the 2019-20 fiscal
year. The 2019-20 fiscal year's budget included reductions in all revenue sources. In total, the City's budget
included reductions of 4.97% in revenues and expenditures. The City maintained its hiring freeze and asked all
Director's to consider cutting their budget to address the Pandemic,while ensuring that there was no decrease in
City services.
As the year has progressed,the City has seen stable revenues; however,the Pandemic is ongoing and could further
affect the City in coming years. The City has received additional federal funds, including an allotment from the
American Rescue Plan Act, passed in March of 2021. At this time, the funds from this allotment will be used to
help offset the cost of Fire Fighter and Patrol Officers salaries during the coming year, as the response to the
Pandemic continues.The City Manager and Council will consider additional uses for these funds in the next year
and will adopt any further action when that action is determined.
For many years, the City has struggled with little growth and increasing costs of goods and services. While other
metropolitan areas around the state have seen record growth,Wichita Falls has remained stagnant.This stagnant
growth has delayed the City's efforts to address employee pay, as the increasing cost of providing services has
resulted in lower employee pay. In the prior year,the City completed a study to review the City's pay plans.
The City contracted with Management Advisory Group International, Inc. (MAG) to conduct a comprehensive
compensation study and assessment of jobs for all current City of Wichita Falls job classifications. The adopted
budget reflects the recommendations of that report. MAG's findings and recommendations are based on:
• salary survey results;
• current organizational structure;
72
BUDGET SUMMARY
ALL FUNDS
• discussions with human resources and management, and review of current compensation practices;
• job analysis based on current class/job descriptions; and
• internal equity and external competitiveness considerations.
The goal of the City for this project was to provide the foundation for an appropriate classification and
compensation system and pay plan based on current compensation levels for similar public sector employers,
municipalities, and local market competitors. In response, MAG developed an adopted pay plan and salary
adjustment recommendations for current positions included in the City of Wichita Falls job classifications.
Fiscal Year 2021-22:
City Implementation
The City will implement parts on the plan in the coming fiscal year, and those costs are included in this budget.
However, the City was unable to implement the plan to the full recommendation.The City will implement the
below items:
• A flat salary increase of 2%for all employees.
• An increase to the minimum pay, per job, for employees who,with the 2% increase, were still below the
minimum pay for the grade of work they were completing.
• Adjustments to steps for police officers and fire fighters whose pay, with the above increases, still did
not reach the grade and step for their currently held positions.
• Implementation of the merit based pay increase program at 2.5%for all employees.
In total,the implementation of the plan increased payroll costs by approximately$4.4 million citywide.Additional
salary increases in the current year stem from increased employee counts in the Hotel/Motel and Water&Sewer
Funds. The City has also released the hiring freeze on all frozen positions. These costs increase of the City's
contribution to the Texas Municipal Retirement System, FICA, and contributions to the City's Firefighter Pension.
While the rates for the contributions did not change for FICA or the City's Firefighter Pension,the increase in salary
conversely creates an increase in cost to the City to fund these programs. The City's contribution to the Texas
Municipal Retirement System is a fixed contribution, determined by actuarial analysis performed by the TMRS
system and will reduce in the current year from 16.57% of total compensation to 16.42%. The City's contribution
to the Firefighter's Pension System will remain at 13.25%. This amount was increased in the prior year from
13.00%and is above the State required minimum of 12%.
The City will also see a 2% increase in health insurance costs in the current year to both the employees and the
employer. Increasing salary and health care costs affect an employee's total compensation, which is used to
calculate their retirement contributions and taxes.
A discussion of property tax revenues and sales tax revenue is found further in this section and in the General
Fund section of this document. Additional information is available throughout the document in each fund and
department section. The reader is encouraged to read and review this document in its entirety as the document
is a tool to provide the reader an understanding of the City's budget.
Budget Changes:
The organization's most valuable asset is our employees.This adopted budget includes (1) an increase to the new
minimum pay ranges, per the MAG recommendations, (2) an across the board cost of living adjustment of 2%and
73
BUDGET SUMMARY
ALL FUNDS
(3) merit and step plan pay increases of 2.5%. These changes will provide a minimum 4.5% pay increase for all
eligible employees, with many others receiving a higher percentage increase if they are still below the new
minimum pay range for their position, after the cost of living adjustment is applied.These pay recommendations
tie directly to the Strategic Plan goal of "Improving Employee Recruitment and Retention" and maintaining a
trained, committed, and valued workforce.
• MAG includes:
o An increase to the minimum pay, per job,for employees who,with the 2%increase,were still
below the minimum pay for the grade of work they were completing.
o Adjustments to steps for police officers and fire fighters whose pay,with the above increases,
still did not reach the grade and step for their currently held positions.
o Implementation of the merit based pay increase program at 2.5%for all employees.
• A 2%cost of living adjustment for all employees.
All Funds
Pay Adjustments Cost
MAG Study $1,840,940
Merit and Step 2.5% 1,062,835
2%COLA 1,505,842
Total $4,409,617
This budget includes the use of one-time funds(surplus) in the General Fund to complete these one-time projects.
Project Amount
Police Department Parking Lot 66,550
Work on First Floor Bathroom 90,000
Memorial Auditorium Security Cameras 65,000
Golf Course Irrigation Improvements 61,000
Health Dept. Horse Trailer 8,000
Library Security System Upgrade 50,000
ADA Bathroom Project at Police Department 25,000
Tasers for Police Department 550,000
Playground Upgrade 50,000
Underground Street Light Boring Work 75,000
Traffic Signal Overhaul 100,000
Outdoor Warning System Circuit Board 21,450
Outdoor Warning Unit Amplifier 9,000
Emergency Cell Communications Unit 32,000
Total 1,203,300
74
BUDGET SUMMARY
ALL FUNDS
This budget recommends using one-time funds in the Stormwater Fund to begin the Quail Creek Phase 2 Project.
Stormwater Fund
Project Cost
Quail Creek Phase 2 3,500,000
Total 3,500,000
This adopted budget recommends moving the operations of the MPEC from Spectra Management back to City
Management and provides for a total of fifteen (15) new FTE's in the Hotel/Motel Fund.
Hotel/Motel Fund Positions Added
15.33 Full-time equivalent (FTE) positions added
This budget commits funds for future capital improvement and equipment needs. Together with the one-time
funds spent, this will decrease or encumber fund balance for a total of $5,300,300. This will allow the City to
continue to meet its fund balance policy in the next year.
Committed Use Amount
Future Capital Improvement Needs 2,597,000
Future Capital Equipment Needs 1,500,000
Total 4,097,000
This adopted budget recommends moving the operations of the MPEC from Spectra Management back to City
Management and provides for a total of fifteen (15) new FTE's in the Hotel/Motel Fund.
Hotel/Motel Fund Positions Added
15.33 Full-time equivalent (FTE) positions added
This adopted budget provides for six new positions in the Water&Sewer Fund.
Water/Sewer Positions Added
1 Utility Locator in Water Distribution
3 Wastewater employees for Sewer Rehabilitation
2 Utility Workers for Waste Water Collections
In the Water and Sewer Fund,the fund is,and will remain reported for accounting purposes,as one fund; however,
going forward, the fund will, for budgeting purposes only, be shown as four separate funds. This will allow for
better tracking of capital projects, and keep the financial records of the Lake Ringgold Project and the
Microfiltration projects separate from the Operating Budget and other capital needs.These changes will increase
the City's ability to quickly report on the financial status of a capital project and will allow staff to share information
75
BUDGET SUMMARY
ALL FUNDS
and review financial data from the City's financial system of record. It is important that the reader is aware that
while these are listed as funds,the fund itself is the Water&Sewer Fund and all smaller funds will be reported, in
summary format, with the Water & Sewer Fund. This will maintain long-term integrity in the data and will allow
the total of the Water and Sewer Fund to be reviewed against prior years.
Financial Forecasting:
The City maintains long-term cash and budget projections for all funds. In the prior year, the uncertainty of the
COVID-19 Pandemic caused the City to take steps to prioritize the maintenance of reserve funds. As was
mentioned last year,the City anticipated that in a V-shaped recovery the City would recover any losses within 12
to 24 months.The recovery from the COVID-19 Pandemic has been much shorter than was theorized at this time
last year. This is partly due to the increase in federal funding being made available to assist families, businesses,
schools, local governments, and others.
The Finance Department maintains long-term cash forecasts, which are updated monthly and uses a format and
schedule recommended by the Government Finance Officers Association of the United States and Canada(GFOA).
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 Financial Advisors to ensure long-term stability. These
forecasts use historical and current data to project long-term inflows and outflows. Forecasting is a living process
that changes monthly as changes occur in the economy and the City. Maintenance of these forecasts is important
and is a priority for the Finance Department. The forecasts listed here are snap shots in time, and will change as
conditions change. Cash forecasts are scrutinized in 36-month formats, while budget forecasts extend for a 10-
year period. Cash is updated and reviewed monthly,while the budget is updated and reviewed annually or on an
ad hoc basis if a change to the budget is requested.
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BUDGET SUMMARY
ALL FUNDS
Cash Flow Forecast: General Fund
Monthly Cash Flow Forecast-General Fund
S.D.
$45,
$40,
5351000 _..............
530,000 _..............
$30,0W --------------
S1EpOp _............_
Ahheihi....
SMOG
$,,,,m
$0
OCT-2020 NCA-2020 DEC-2020 JAN-2021 FEB-2021 MAR-2021 APR-2021 MAT-2021 A/N-2021 1111-2021 AUG-2021 SEP-2021
-MA, 893 996 23,506 14,782 9,653 4,254 3,503 4,289 3,483 3,493 3,700 8,835
-o.�. 5,534 4,629 7,057 6,532 5,838 5,858 6,276 6,880 5,613 7,814 5,826 7,919
--,tNe 21,359 17,726 34,175 42,425 45,2. 44,636 41,863 39,272 37,142 32,821 30,695 31,611
Q12020 Q2 2021 Q3 2021 Q4 2021 Q12022 Q2 2022 Q3 2022 Q4 2022 Q12023 Q2 2023 Q3 2023 Q4 2023
Inflow 25,396 28,689 11,274 16,028 26,450 29,620 11,391 16,704 26,508 29,692 11,402 16,735
Outflow 17,220 18,227 18,769 21,558 18,629 18,577 19,140 21,962 19,456 19,407 20,010 22,975
Cash Balance-Positive 73,260 133,302 118,277 95,128 88,670 150,489 135,307 112,096 104,766 164,291 146,599 120,554
3-YEAR CASH FLOW GENERAL FUND
180,000
160,000
140,000
12%000
ut
0
Q 10%000
/ . Inflow
7
I-
80,000 -Outflow
f-
N
Cash Balance-Positive
60,000
40,000
20,000 -�
0.y101.0 0.11•0* 0
,:5
10* O-avp11 0.�.101,1 v 0.ry101- O3p1,1- O-opll' 0.y,L0y3 -01'01' 0.''2013 20v3
O-p
77
BUDGET SUMMARY
ALL FUNDS
$Thousands Q12021 Q2 2021 Q3 2021 Q4 2021 Q12022 Q2 2022 Q3 2022 Q4 2022 Q12023 Q2 2023 Q3 2023 Q4 2023
Cash Bal Positive 32,902 36,579 47,450 35,463 48,465 53,539 65,812 55,284 68,448 72,416 84,012 70,677
Inflows 11,307 10,824 10,921 12,970 11,420 10,933 11,030 13,100 11,477 10,987 11,085 13,165
Outflows 7,585 9,433 6,665 17,471 7,223 9,073 6,306 17,114 7,480 9,507 6,540 18,158
3-YEAR CASH FLOW WATER&SEWER FUND
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
Q1 2021 02 2021 03 2021 Q4 2021 Q1 2022 Q2 2022 03 2022 Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023
Cash Bal Pasitue �ImFllows Outflows
5Thousands Q12021 Q2 2021 Q3 2021 Q4 2021 Q12022 Q2 2022 Q3 2022 Q4 2022 Q12023 Q2 2023 Q3 2023 Q4 2023
Cash Bal Positive 21,868 21,485 22,511 25,629 27,788 27,122 27,937 30,983 33,001 32,078 32,637 35,462
Inflows 3,823 3,944 4,058 4,033 3,862 3,983 4,098 4,073 3,873 3,995 4,111 4,086
Outflows 2,931 4,698 3,141 3,092 3,010 4,856 3,229 3,138 3,094 4,958 3,320 3,230
3-YEAR CASH FLOW SANITATION FUND
40,000
35,000
30,000
0 25,000
z
q _ -Cash Bal Positive
j 20000
O -Inflows
15,000Outflows
1:000
7 C 21 03 2021 Q4 2021 Q1 2022 Q2 2022 Q3 2022 Q4 2022 Q1 2023 Q2 2023 03 2023 Q4 2023
Budget Forecasting:
The City's budget forecasts are revised throughout the budget process and are recalculated anytime a change to
the budget is requested. The City is conservative in the forecasting of budgeted revenues and expenditures.
Priority is focused on the maintenance of reserve funds, and decisions and changes that will be self-supporting in
future years. All funds meet their fund balance policies in the current year and have stable forward forecasts.
Forecasting for ten years allows the City to see the impact of decisions and changes to the budget and to maintain
reserves for times of emergency, large legal settlements, and disasters. The process of forecasting includes
consultation with experts, review of all available financial information, and the determination of many long term
needs.
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BUDGET SUMMARY
ALL FUNDS
SCHEDULE OF PROPERTY VALUATIONS: 2012-2020
Personal Ratio of Total
Real Property Property Total Total Assessed to
Fiscal Assessed Assessed Assessed Direct Estimated Total Estimated
Year Value Value Value Tax Rate Actual Value Actual Value
2010-2011 $ 3,693,399,778 $ 728,642,824 $ 4,422,042,602 $0.62526 $ 4,422,042,602 100.00%
2011-2012 3,714,449,662 716,365,316 4,430,814,978 0.62526 4,430,814,978 100.00%
2012-2013 3,749,608,055 715,113,536 4,464,721,591 0.63526 4,464,721,591 100.00%
2013-2014 3,777,010,620 771,002,233 4,548,012,853 0.63526 4,548,012,853 100.00%
2014-2015 3,859,560,337 765,251,406 4,624,811,743 0.65526 4,624,811,743 100.00%
2015-2016 3,944,783,610 820,827,696 4,765,611,306 0.70598 4,765,611,306 100.00%
2016-2017 4,031,689,962 817,687,012 4,849,376,974 0.70598 4,849,376,974 100.00%
2017-2018 4,123,022,727 818,629,114 4,941,651,841 0.70598 4,941,651,841 100.00%
2018-2019 4,230,948,499 843,630,297 5,074,578,796 0.72988 5,074,578,796 100.00%
2019-2020 4,387,106,524 889,487,609 5,276,594,133 0.76332 5,276,594,133 100.00%
NOTE:
The Roll Year is one year prior to the Fiscal Year. 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, 2020
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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 l&S Total M&O I&S Total M&O I&S Total
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
2019-2020 0.72 0.04 0.76 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 l&S Total M&O I&S Total M&O I&S Total Total
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
2019-2020 1.07 0.25 1.32 1.07 0.36 1.43 1.04 0.18 1.22 6.93
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, 2020
80
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.)
81
BUDGET SUMMARY
ALL FUNDS
Departments by Functions and Funding Source
Water
Regional Kickapoo Fleet and Storm
General Federal Airport Airport Hotel/Mote Maintenance Transit Sanitation Sewer Water Information
Division Fund Grants Fund Fund I Fund Fund Fund Fund Fund Fund Tech.Fund
Accounting and Finance
Animal Services
Building&Code Administration
Building Maint Services
CDBG Code Enforcement FG
CDBG Delivery Costs FG
CDBG Demolition FG
CDBG Grant Management FG
CDBG Job Training FG
City Clerk
City Manager
Community Clinical Linkage Grant FG
Community Rural Health FG
Comprehensive Cancer Control Program FG
Convention Visitor's Bureau
Emergency Mgt Assistance Grant FG
Engineering
Fleet Maintenance
Gen Environmental Health
Gen Municipal Court Operations
General City Cemetery
General City Nursing
General City Recreation
General Fire
General MLK Center Op
General Park Maintenance
General Planning
General Police
General Property Management
General Public Information
General Traffic Engineering
Health Administration
HOME Administration FG
Human Resources
Immunization Grant FG
Infectious Disease Control-Ebola FG
Information Technology
Kickapoo Airport Operations
Lab/Water Pollution
82
BUDGET SUMMARY
ALL FUNDS
Departments by Functions and Funding Source
Water
Regional Kickapoo Fleet and Storm
General Federal Airport Airport Hotel/Mote Maintenance Transit Sanitation Sewer Water Information
Division Fund Grants Fund Fund I Fund Fund Fund Fund Fund Fund Tech.Fund
Lake Lot Administration
Landfill
Legal
Library
Mayor and City Council
MPEC
Business Park Maintenance
Public Transportation Operations TF
Public Transportation Planning TF
Public Transportation Preventative
Maintenance TF
Public Works Administration
Purchasing
Refuse Collection
Regional Airport Operations RA
Section 8 Housing Voucher FG
Sewer Rehabilitation
Storm Water Drainage
Street Maintenance
Texas Health Communities FG
Transfer Station
Transit HUB Operations
Transportation Planning Grant FG
Tuberculosis Grant FG
Utility Collection WF
Utility Equipment Services WF
Idea.
Wastewater Collection F
rirrr%Ai"
Wastewater Treatment WF
Water Distribution WF
Water Purification WF
Water Source of Supply WF
WIC Grant FG
83
BUDGET SUMMARY
ALL FUNDS
CITY OF WICHITA FALLS STRATEGIC PLAN
The following section describes 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.
In March 2021, the City Council and City staff conducted a 2-day strategic planning workshop at the 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 Manager is responsible for implementation.
The City Council ratified the plan and its goals on May 18, 2021, and a summary of the five (5) general goals and
thirty-three (33) policies and objectives.The plan describes the three highest priority items (those items with the
greatest opportunity for continued improvement) as (1) Accelerate Economic Growth, (2) Provide Quality
Infrastructure, and (3) Redevelop Downtown.
Who is Responsible for Implementation?
City Council
-Make Decisions
Citizens -Provide Directive City Staff
-Monitor
-Input -Identifies Revisions
-Service
-Coordinates Efforts
-Ownership
111011111111
STRATEGIC
PLAN
84
BUDGET SUMMARY
ALL FUNDS
OUR MISSION ..**1\
Enhance our quality of
life through responsive
OUR VISION service delivery, sound OUR VALUES
Wichita Falls is a financial management, Excellence
vibrant, growing, famil - and partnerships Integrity
oriented community of spanning the public, Accountability
unlimited opportunity private and business Transparency
and civic pride, sectors. Innovation
Accelerate
1 Economic
Growth
1 .1 - Encourage the Chamber of Commerce to aggressively pursue recruitment of high-value
businesses
1 .2 — Support implementation of the Economic Development Strategic Plan.
1 .3 — Aggressively market the City.
1 .4 — Continue alignment of the priorities of the City, Chamber of Commerce and EDC boards.
1 .5 — Support a thriving Sheppard Air Force Base.
1 .6 — Revitalize depressed and declining neighborhoods.
1 .7 — Look for post-pandemic economic opportunities.
1 .8 — Continue community internship opportunities.
85
BUDGET SUMMARY
ALL FUNDS
Provide
Quality
Infrastructure
2.1 — Upgrade or replace outdated public facilities.
2.2 — Complete signature public improvements.
2.3 — Evaluate alternative options for financing infrastructure improvements,
2.4 — Advance the Ringgold Reservoir project.
2.5 — Educate citizens on future infrastructure and public facility needs,
2.6 — Enhance focus on long-term street and utility infrastructure needs.
2.7 — Continue the bicycle-friendly city initiative.
Redevelop
Downtown
3.1 — Complete the development of a convention center hotel.
3.2 — Continue implementation of the Downtown Master Plan.
3.3 — Support innovative, flexible building practices for downtown building.
3.4 — Align the priorities and metrics of the City, Chamber of Commerce and DTWF.
3.5 — Leverage local, state and federal economic development funding sources.
3.6 — Grow hotel occupancy tax revenues to support the Multi-Purpose Events Center.
3.7 — Pursue public private partnerships.
3.8 — Create a live-work-play downtown.
3.9 — Enhance focus on culture, arts and entertainment venues.
86
BUDGET SUMMARY
ALL FUNDS
Efficiently
Deliver
City Services
4.1 — Improve employee recruitment and retention.
4.2 — Reinforce a culture of superior customer services.
4.3 — Streamline municipal business processes.
4.4 — Practice effective governance.
4.5 — Promote and encourage innovation.
Actively
5 Engage &
Inform the
Public
5.1 — Enhance public outreach and engagement.
5.2 — Equip City Councilors as community ambassadors.
5.3 — Maintain coordinated and trusted messaging
5.4 — Strengthen supportive partnerships with the non-for-profit community
Further information on the City's implementation of the Strategic Plan is included in the Department and Fund
Overview sections of the Budget Book.
87
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City of Wichita Falls
jrt�IC4? ('AS Revenues and Expenditures By Department
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Revenues
General Fund 82,462,143 81,740,925 87,971,242 7.62%
Hotel/Motel Tax Fund 1,556,527 3,543,266 3,911,671 10.40%
Debt Service Fund 5,987,287 5,918,815 5,420,594 -8.42%
Regional Airport Fund 873,629 1,207,582 2,213,819 83.33%
Kickapoo Airport Fund 765,780 1,022,806 1,010,113 -1.24%
Transit Fund 2,939,225 2,456,002 3,390,449 38.05%
Sanitation Fund 16,088,202 14,786,205 15,112,000 2.20%
Water and Sewer Fund 51,024,077 45,160,772 40,714,033 -9.85%
Storm Water Fund 3,855,284 3,750,000 5,178,425 38.09%
Lake Ringgold Fund - - 1,000,000 -
Microfiltration Rev Osmosis - - 560,000 -
W&S Capital Projects - - 4,785,903 -
Golf Course Fund 806,024 910,000 910,000 0.00%
Waterpark Fund 1,272,996 1,524,932 1,524,933 0.00%
Fleet Maintenance Fund 10,393,381 10,338,181 10,518,922 1.75%
Duplicating Services Fund 120,589 130,908 125,735 -3.95%
Information Technology Fund 3,768,940 3,813,581 3,348,430 -12.20%
All Other Funds 7,792,605 8,135,569 7,753,606 -4.69%
Total Revenues 189,706,689 184,439,544 195,449,875 5.97%
Expenditures
General Fund 73,872,754 81,740,925 87,971,242 7.62%
Hotel/Motel Tax Fund 1,555,665 3,543,266 3,911,671 10.40%
Debt Service Fund 5,922,363 5,918,815 5,420,594 -8.42%
Regional Airport Fund 883,426 1,207,582 2,213,819 83.33%
Kickapoo Airport Fund 809,748 1,022,806 1,010,113 -1.24%
Transit Fund 3,009,085 2,456,002 3,390,449 38.05%
Sanitation Fund 14,561,135 14,786,205 15,112,000 2.20%
Water and Sewer Fund 31,771,079 45,160,772 40,714,033 -9.85%
Storm Water Fund 2,347,944 3,750,000 5,178,425 38.09%
Lake Ringgold Fund - - 1,000,000 -
Microfiltration Rev Osmosis - - 560,000 -
W&S Capital Projects - - 4,785,903 -
Golf Course Fund 806,024 910,000 910,000 0.00%
Waterpark Fund 1,265,431 1,524,932 1,524,933 0.00%
Fleet Maintenance Fund 9,321,349 10,338,181 10,518,922 1.75%
Duplicating Services Fund 102,325 130,908 125,735 -3.95%
Information Technology Fund 3,676,860 3,813,581 3,348,430 -12.20%
All Other Funds 7,379,848 8,135,569 7,753,606 -4.69%
Total Expenditures 157,285,036 184,439,544 195,449,875 5.97%
89
-.1;i3c4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Assistant City Manager 2.00 2.00 1.20
City Manager 1.00 1.00 1.00
Deputy City Manager 0.00 - -
Executive Secretary 1.00 1.00 1.00
TOTAL-City Manager 4.00 4.00 3.20
*Assistant City Managers' FTE is split between their respective departments.
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 1.00 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 9.00 9.00
Clerk 1.00 1.00 1.00
Community Center Coordinator. 1.00 1.00 1.00
TOTAL- MLK Center 2.00 2.00 2.00
Librarian I 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
Administrative Clerk 1.00 1.00 1.00
Media Producer 1.00 1.00 1.00
Video Producer 0.00 1.00 1.00
Public Information Officer 0.00 0.00 1.00
Community and Marketing Director 1.00 0.50 0.34
TOTAL- Public Information 3.00 3.50 4.34
Court Coordinator 1.00 1.00 0.00
Deputy Court Clerk 7.00 6.00 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 2.00 2.00
TOTAL- Municipal Court 14.03 14.03 13.03
*Removed Court Coordinator position and redistributed duties.
90
-1;�ic4i4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Administrative Clerk 1.00 1.50 1.00
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 30.10 29.60
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
AC&Adoption Supervisor 1.00 1.00 1.00
AC& Kennel Coordinator. 0.00 1.00 1.00
Administrative Clerk 0.00 1.00 1.00
91
-.1;14i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Animal Care Specialist 0.00 1.00 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 3.00 3.00
Lead Kennel Tech 0.00 0.00 0.00
Senior Admin Clerk 2.00 1.00 1.00
Vet Tech 1.00 0.00 0.00
TOTAL-Animal Services 18.84 18.00 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 0.00 0.00 0.00
Accounting and Budget Manager 0.00 0.00 0.00
Accounting/Payroll Analyst 0.80 0.80 0.80
Administrative Clerk 1.00 0.60 0.60
Administrative Secretary 0.80 0.00 0.00
Assistant Dir of Finance 1.00 1.00 1.00
Buyer 1.00 1.00 1.00
CFO/Director of Finance 1.00 0.85 0.85
Finance Consultant 0.00 0.00 0.00
Purchasing Agent 1.00 1.00 1.00
Senior Accountant 2.00 2.00 2.00
Senior Admin Clerk 0.00 1.00 1.00
Senior Budget Analyst 1.00 1.00 1.00
TOTAL- Finance &Accounting 9.60 9.25 9.25
*Finance&Accounting absorbed Purchasing in FY2020-21, 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
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
92
-.1;i3c4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 I 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
Camp Supervisor 0.38 0.38 0.38
Concession Worker I 0.96 0.96 0.96
Facility Monitor-G 2.50 1.50 1.50
Facility Monitor-Gym 0.00 1.00 1.00
Lifeguard 1.15 1.15 1.15
Maintenance Worker 4.00 2.00 2.00
93
-1;�ic4i4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Mwr Recreation -Tf 0.00 0.50 0.50
Mwr- Recreation Tf 0.00 0.50 0.50
Mwr- Recreation -Tf 0.00 0.50 0.50
Mwr Recreation -Tf 0.00 0.50 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 0.15 0.15
Recreation Leader/50 2.00 1.00 1.00
Recreation Leader/Da 0.00 1.80 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 1.00 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 21.22 21.22
Assistant City Manager 0.00 0.00 0.33
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 53.61
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 0.44 0.44
MWR- Lot Mowing 0.00 1.00 1.00
MWR- Lot Mowing-TF 0.00 1.00 1.00
Senior Maintenance Worker 2.44 1.00 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
94
-.1;14i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Senior Admin Assistant 1.00 1.00 1.00
Planner II 1.00 1.00 1.00
Planner III 0.00 1.00 1.00
Planning Administrator 1.00 1.00 1.00
Planning Technician 2.00 1.00 1.00
Director of Development Services 1.00 0.70 0.70
TOTAL- Planning 6.00 5.70 5.70
Neighborhood Services Manager 0.51 0.40 0.40
Code Enforcement Officer 3.78 4.70 4.70
Code Enforcement Officer II 0.92 0.90 0.90
Senior Admin Clerk 1.85 1.85 1.85
TOTAL-Code Enforcement 7.06 7.85 7.85
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
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 0.50 0.50 0.50
Assistant Prop Mgmt./Lake 1.00 1.00 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 2.88 4.76 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 14.22 16.10 16.10
Civil Engineer 1.67 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
95
-1;�ic4i4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Deputy Director of Public Works 0.50 0.50 0.50
Director of Public Works 0.55 0.55 0.55
TOTAL- Engineering 16.72 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 I 1.00 1.00 1.00
City Attorney 1.00 1.00 1.00
Deputy City Attorney 1.00 2.00 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 0.00 0.00
TOTAL- Legal 6.00 6.00 6.00
City Clerk 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00
TOTAL-City Clerk 2.00 2.00 2.00
TOTAL-General Fund 807.63 810.96 809.83
Changes from the Proposed Budget include reallocation of ACM salaries.
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4A-11;c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Assistant City Manager 0.00 0.00 0.13
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 0.10 0.10
Code Enforcement and Housing Admin 0.00 0.10 0.10
TOTAL-CDBG Grant Mgmt. 1.80 2.00 2.13
Senior Admin Clerk 0.05 0.05 0.05
Code Enforcement Officer I 0.19 0.50 0.50
Code Enforcement Officer II 0.05 0.05 0.05
Director of Development Services 0.00 0.05 0.05
TOTAL-CDBG Code Enforcement 0.29 0.65 0.65
Senior Admin Clerk 0.10 0.10 0.10
Code Enforcement Officer I 1.03 0.80 0.80
Neighborhood Services Manager 0.01 0.05 0.05
Code Enforcement Officer II 0.03 0.05 0.05
Director of Development Services 0.00 0.05 0.05
TOTAL-CDBG Demolition 1.17 1.05 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 0.00 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 I 3.00 3.00 3.00
Neighborhood Services Manager 0.00 0.45 0.45
Director of Development Services 0.00 0.10 0.10
TOTAL- Housing Voucher 7.48 7.55 7.55
Transportation Planning 2.00 2.00 2.00
TOTAL-Transportation Planning Grant 2.00 2.00 2.00
97
4A-11;c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 - -
Health Educator 1.80 - -
Public Health Nutritionist III 0.50 - -
CDEP Program Admin 1.00 - -
TOTAL- Diabetes Grant 3.30 0.00 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
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
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4A-11;c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 1.00 1.00
Outreach Specialist 0.00 1.00 1.00
Public Health Nutritionist 3.00 2.00 2.00
Public Health Specialist 0.50 1.00 1.00
WCS Breastfeeding PR Specialist 0.00 1.50 1.50
WCS Breastfeeding PR Counselor 1.00 0.50 0.50
WCS Clerk 2.00 2.00 2.00
WIC Peer Counselor 2.00 0.50 0.50
WIC Program Administrator 1.00 1.00 1.00
Senior Admin Clerk 1.00 0.00 0.00
Lead WIC Clerk 1.00 0.00 0.00
TOTAL-WIC Grant 11.50 10.50 10.50
Emergency Preparedness Coordinator. 1.00 1.00 1.00
TOTAL- Emergency Mgmt.Asst. Grant 1.00 1.00 1.00
Administrative Clerk 1.50 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 3.10 3.10 3.10
Administrative Clerk 0.00 1.00 1.00
Lead Airport Lineman 0.00 1.00 1.00
Airport Lineman 0.00 3.00 3.00
AP Lineman -Temp 0.00 1.00 1.00
TOTAL- FBO Regional Airport 0.00 6.00 6.00
*FY2020-21 reflects positions added to the Revised Budget.
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
Public Information Officer 0.00 0.00 0.33
Office Administrator 0.00 0.00 1.00
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4A-11;c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Event Operations Manager 0.00 0.00 1.00
Senior Sales Manager 0.00 0.00 0.50
Marketing Manager 0.00 0.00 0.50
Facilities and Maint Manager 0.00 0.00 1.00
Food and Bev Manager 0.00 0.00 1.00
Chef 0.00 0.00 1.00
Event Manager 0.00 0.00 1.00
Box Office Manager 0.00 0.00 1.00
Food and Bev Supervisor 0.00 0.00 1.00
Event Coordinator 0.00 0.00 1.00
Sales and Service Coord. 0.00 0.00 0.50
Marketing Coord. 0.00 0.00 0.50
Operations Staff 0.00 0.00 1.00
Ag Manager 0.00 0.00 1.00
Sponsorship Sales 0.00 0.00 1.00
Comptroller 0.00 0.00 1.00
TOTAL- MPEC Management 0.00 0.00 15.33
*Added MPEC Management positions CVB
Director 1.00 0.50 0.33
Market& Design Rep 1.00 1.00 0.50
Sales and Service Coord 1.00 1.00 0.50
CVB Services Rep 1.00 1.00 0.50
TOTAL-Convention &Visitors Bureau 4.00 3.50 1.83
*Positions will serve equal time/work between CVB and MPEC Mgmt
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
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4A-11;c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Sanitation Superintendent 1.00 1.00 1.00
Sanitation Worker 4.00 4.00 4.00
SEO I 12.00 12.00 12.00
SEO II 19.00 19.00 19.00
SEO III 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 I 2.00 2.00 2.00
SEO I I 5.00 5.00 5.00
SEO III 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 I 2.00 2.00 2.00
LEO I I 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 3.00 3.00
Water Meter Reader 1.00 1.00 1.00
Water Meter Repair Worker 1.00 0.00 0.00
CFO/Director of Finance 0.00 0.15 0.15
TOTAL- Utility Collection 14.75 14.90 14.90
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4A-11;c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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
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
Utility Locator 0.00 0.00 1.00
USW I 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 50.00
*Added position Utility Locator.
USW I 3.00 3.00 4.00
USW II 3.00 3.00 4.00
Wastewater Collection/Rehab 1.00 1.00 1.00
TOTAL-Sewer Rehab 7.00 7.00 9.00
*Added (1) USW I &(1) USW II
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
102
4A-11;c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Lead Plant Operator 5.00 5.00 5.00
P/P Maintenance Mech 3.00 3.00 3.00
Plant Operator I 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 I 0.00 0.00 1.00
USW II 4.00 2.00 3.00
USW III 0.00 0.00 1.00
Utilities System Worker 5.00 7.00 7.00
WW Collection Supervisor 1.00 1.00 1.00
TOTAL-Wastewater Collection 14.00 14.00 17.00
*Added (1) USW I,(1) USW II,(1) USW III
Administrative Clerk 1.00 1.00 1.00
Environmental Coordinator 0.50 0.50 0.50
Elect Instr Tech I 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 I 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 I 5.00 5.00 5.00
Usw II 2.00 2.00 2.00
W/W Lab Tech I 1.00 1.00 1.00
W/W Lab Tech li 1.00 1.00 1.00
W/W O&M Supervisor 1.00 1.00 1.00
W/W P/P Maintenance Supr I 1.00 1.00 1.00
103
4A-11;c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
W/W P/P Maintenance Supr II 1.00 1.00 1.00
TOTAL-Wastewater Treatment 39.50 39.50 39.50
C& M Supervisor 0.00 0.50 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-Stormwater 4.83 5.33 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
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
Assistant City Manager 0.00 0.00 0.34
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 0.00 0.00
Network Analyst 0.00 2.00 2.00
Network Coordinator 2.00 2.00 2.00
Network/Data Base Ma 1.00 0.00 0.00
104
4Alkc4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
PC Analyst 3.00 4.00 4.00
Radio System Technic 2.00 1.00 1.00
Systems Application 1.00 2.00 2.00
Director of IT& Facilities 0.00 0.00 0.00
TOTAL- Information Technology 16.00 17.00 17.34
TOTAL-All Other Funds 407.88 411.24 431.37
Changes from the Proposed Budget include reallocation of ACM salaries.
105
FA)1/7C4ikt a9
TEXAS
General Fund
GENERAL FUND
OVERVIEW
General Fund:
The City's General Fund Adopted Budget for the 2021-22 fiscal year totals$87,971,242.This budget is$6,230,317
or 7.62% more than the prior year's Adopted Budget. The Adopted 2021-22 budget includes a conservative
revenue and expenditure projection while also addressing key issues the City is facing such as employee pay,
recruitment, and retention. Those issues were further exacerbated by the COVID-19 Pandemic. The table
below illustrates the total beginning fund balance, any restricted balance, unrestricted balance,
revenues, transfers in, other financing sources and expenditures for the General Fund.
Fund Summary
General Fund Summary FY2021-22
Fund General Fund
Projected Beginning Balance 23,013,862
Less Restricted Balance 4,097,000
Available Balance 18,916,862
Revenues
Taxes 74,429,860
Service Charges 2,794,797
Licenses & Permits 1,923,600
Fines& Forfeitures 2,548,781
Contributions 185,696
Misc. Revenues 1,001,778
Transfer In 3,883,430
Other Financing Sources 1,203,300
Total Revenues 87,971,242
Expenditures
Personnel Services 65,764,273
Supplies 2,014,203
Maintenance & Repair 1,946,940
Utilities/Other Services 8,024,693
Insurance & Contract Supp. 1,432,308
Debt Expenditures 200,323
Other Expenditures 4,159,170
Non-Capital Improvements 117,500
Capital Improvements 3,640,369
Transfers Out 671,463
Total Expenditures 87,971,242
Ending Balance 17,713,562
This change in available to ending fund balance is due to the City's determination to use portions of unrestricted
fund balance for specific purposes. This is possible because the City has met its fund balance policies in the
affected funds. Restricted funds are funds that are restricted, by the City, to complete a specific project or for a
specific purpose. Use of these funds will not prevent the City from meeting its fund balance policy in the next year.
107
GENERAL FUND
OVERVIEW
REVENUES
Total revenues in the General Fund are projected to be $87,971,242. This is an increase of$6,230,317 or 7.62%
from the prior year.This amount includes a projected increase in sales tax of 9.68%from the prior year.
Revenue by Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
General Fund
Revenues
Property Tax 37,202,403 38,829,595 41,498,269 6.87%
Sales Tax 25,205,996 23,097,309 25,332,885 9.68%
Other Tax Revenue 7,396,686 7,387,789 7,598,706 2.85%
Service Charges 2,904,705 2,957,893 2,794,797 -5.51%
Licenses&Permits 1,731,239 1,737,727 1,923,600 10.70%
Fines&Forfeitures 1,703,932 2,361,451 2,548,781 7.93%
Contributions 183,004 225,963 185,696 -17.82%
Misc.Revenues 1,761,826 1,373,777 1,001,778 -27.08%
Transfer In 4,372,353 3,769,421 3,883,430 3.02%
Other Financing Sources - - 1,203,300 -
Total Revenues 82,462,143 81,740,925 87,971,242 7.62%
The below graphic illustrates the categories as a percent of total.
FY 2021-22 Revenue By Source
• Property Tax 46.77%
•Sales Tax 28.55%
•Other Tax Revenue 8.56%
■Service Charges 3.15%
■ Licenses&Permits 2.17%
V . Fines&Forfeitures 2.87%
■Contributions 0.21%
• Misc.Revenues 1.13%
° •Transfer In 4.38%
•Other Financing Sources 1.36%
108
GENERAL FUND
OVERVIEW
Revenue Discussion:
Property Tax, Ad Valorem Taxes: This Adopted Budget anticipates an increase of 2,668,674, or 6.87%, in Ad
Valorem Tax revenues. Ad Valorem Taxes make up 47%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, the property tax rate has
increased. In the last ten years,the City of Wichita Falls has faced economic challenges including the impact from
a record setting drought, and a slow steady economic recovery. The average annual growth over the six-year
period is 1.68%. 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 TAX
BUDGETED REVENUES 2017-18 THROUGH 2021-22
45.00
40.00
35.00
30.00
25.00
20.00
15.00
10.00
5.00
2017-18 2018-19 2019-20 2020-21 2021-22
Thousands 33.60 34.40 37.30 38.80 41.50
Sales Tax: Sales Tax is a volatile revenue source which represents 29% of this Adopted Budget's General Fund
revenues. Sales Tax 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 increase
9.68%from the prior year's budgeted collections. Sales Tax receipts have steadily increased from year over year
totals since the beginning onset of the pandemic.
If you will remember from the FY 2020-21 Adopted Budget, the City of Wichita Falls had two scenarios for how
the Pandemic could affect the local economy. Depicted on the graph on the following page, we can gather that
for the local economy of Wichita Falls there was a "V"shaped recovery. Sales tax receipts dipped in the beginning
months of the Pandemic due to mandated lockdowns and then quickly recovered once restrictions started to ease.
109
GENERAL FUND
OVERVIEW
After this sharp increase in the month of May, the latter summer months continued to have increases from prior
year totals.
Sales Tax: Restrictions vs. Lifted Restrictions
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
March April May June July
FY2020 Sales Tax Revenue FY2021 Sales Tax Revenue
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.The City's sales tax is distributed:
• 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)
• .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).
110
GENERAL FUND
OVERVIEW
The below chart illustrates sales tax collections in similar cities in Texas.
City FY 15-2016(Actuals) FY 19-2020(Actuals) FY 2020-21(Budgeted) FY16/FY20 Change
Midland 34,858,568 50,705,816 58,733,715 45.46%
Lewisville 26,606,800 41,721,024 27,459,325 56.81%
Abilene 30,610,080 36,234,787 36,428,090 18.38%
Beaumont 39,105,883 43,247,328 42,050,000 10.59%
Pearland 29,887,170 34,928,000 33,472,581 16.87%
Denton 32,624,298 39,337,834 37,103,084 20.58%
Wichita Falls 22,290,295 25,205,996 23,097,309 13.08%
Round Rock 44,470,674 78,362,000 70,430,861 76.21%
San Angelo 16,781,314 20,440,115 18,339,709 21.80%
College Station 27,163,480 30,063,950 25,620,386 10.68%
Richardson 33,643,534 41,535,000 30,672,253 23.46%
The graph below illustrates the receipt of Sales Tax applicable to general city operations over a six-year period.
Actual and Budgeted Sales Tax Revenues
26,500,000
25,205,996 25,332,885
25,500,000
24,894,930
24,500,000 23,861,014
23,097,309
23,500,000
22,413,397
22,500,000
21,500,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
(Budgeted) (Budgeted)
Other Tax Revenue:
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 increases expected revenues from the prior year and utilizes the
previously mentioned three-year average.
111
GENERAL FUND
OVERVIEW
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. Overall, Other Tax Revenues are anticipated to increase $210,917, or
2.85%.
Municipal Court Fines:The Pandemic greatly affected Municipal Court Fees and Fines in the previous year. In this
Adopted Budget, these fees and fines have been increased due to an increase in activity at the court and county
jail. Municipal Court Revenues are projected to increase $187,330 from the prior year budget.
Service Charges: 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
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 $163,096, or 5.51%. 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.
Miscellaneous Revenues: 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 $371,999, or 27.08%.
Other Financing Sources: This account shows transfers in from fund balance. As previously mentioned,
significant cost cutting measure were put in place to protect the financial well-being of the City during the
Pandemic. As a result of these measures fund balance has increased and the City is now able to fund
maintenance and capital projects that were delayed in the previous year. This account has increased
$1,203,300.
112
GENERAL FUND
OVERVIEW
EXPENDITURES
For the 2021-22 fiscal year, General Fund budgeted expenditures are $87,971,242, which is an increase of
$6,230,317 or 7.62%,from the 2020-21 Adopted Budget.These increases are a result of the MAG implementation
and the use of one-time funds.
General Fund expenditures are broken down into categories.The categories are listed in the table below.
lit/ic4ib 7(5,
``'''''' T E x A 5
cs.
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
General Fund
Expenditures
Personnel Services 56,045,854 61,364,112 65,764,273 7.17%
Supplies 1,438,520 1,891,210 2,014,203 6.50%
Maintenance&Repair 1,519,814 1,682,301 1,946,940 15.73%
Utilities/Other Services 7,389,097 7,216,393 8,024,693 11.20%
Insurance&Contract Supp. 1,434,154 1,427,152 1,432,308 0.36%
Debt Expenditures 293,183 211,775 200,323 -5.41%
Other Expenditures 3,727,544 4,216,725 4,159,170 -1.36%
Non Capital Improvements 32,230 67,300 117,500 74.59%
Capital Improvements 1,385,517 2,719,518 3,640,369 33.86%
Transfers Out 606,840 944,438 671,463 -28.90%
Total Expenditures 73,872,754 81,740,925 87,971,242 7.62%
The graphic below illustrates these categories as a percent of total expenditures.
FY 2021-22 Expenditure By Classification
• Personnel Services 74.76%
•Supplies 2.29%
• Maintenance&Repair 2.21%
•Utilities/Other Sery 9.12%
• Insurance&Contract Supp. 1.63%
1 • Debt Expenditures 0.23%
•Other Expenditures 4.73%
• Non Capital Improvements 0.13%
•Capital Improvements 4.14%
•Transfers Out 0.76%
113
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 2021-22 General Fund budget dedicates $65,764,273, or over 74%, of total spending on personnel related
expenses.This is an increase of$4,400,161, or 7.17%,from the prior year.
The main factors for this increase include:
• MAG Study:
o merit increase
o STEP increases for civil service
o cost of living increases
o adjustment to market minimum (only positions outlined in MAG)
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 the previous year, the City halted increases to employee pay through foregoing cost of living
adjustments and payment plan steps. Due to better than expected economic conditions, the adopted budget
accounts for implementation of a significant portion of the MAG study which also includes a cost of living
adjustment and merit pay for all employees.
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.
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.
114
GENERAL FUND
OVERVIEW
Cost of Living (COLA): A cost of living adjustment of 2-3% is applied, when applicable, to ensure that the increase
to employee pay is similar to the rate of inflation.
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,
and that equity between newly hired employees and those with multiple years of service is maintained. 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
Fiscal Year Step Program COLA Increase
2008-09 Yes 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
2021-22 Yes 2.00%
115
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, and 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 per year to a maximum of$1,210 per year after five years of service.Stability
pay is paid annually in December.These programs are 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. Included in the operating budget are 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.
Supplies: Supplies in the General Fund total $2,014,203, an increase of$122,993, or 6.50%, from the prior year.
This increase is reflective of increased costs of lumber, steel, and chemicals due to inflation.
Maintenance: The City made the decision to decrease maintenance costs during the Pandemic by not funding
many projects planned for the previous budget year. Due to the decreases, the City now has budgeted these
maintenance projects for FY 2021-22 before more issues arise, and this causes this account to have an increase of
$264,639, or 15.73%.
Utilities/Other Services: General Fund services have increased by$808,300, or 11.20%, from the prior year.This
increase is primarily attributed to increases in the cost of Central Garage Charges. Central Garage Charges
increased due to higher costs of fuel and repair parts.
Insurance and Contracts:Contract and insurance costs have increased $5,156,or0.36%,a marginal increase from the
previous year.
Debt: Debt expenditures decreased $11,452, or 5.41%. No additional debt was issued; this decrease is due to
changes in the interest and principle as payments are made.
Other Expenditures: Other Miscellaneous Expenditures have decreased $57,555, or 1.36%.
Non-Capital and Capital:The 2021-22 Adopted Budget increases non-capital expenditures by$50,200,and capital
expenditures, by$920,851.
Capital Improvements: These increases are attributed to increased cost of supplies needed to repair the Traffic
system and include the Street Overlay program.
Transfers Out:These funds support other funds through subsidy when needed. In the Adopted year,the General
Fund has decreased support to the MPEC, from $700,000 to $400,000. This is because revenues from the
operation of the MPEC are projected to increase from the previous year. Since COVID-19 restrictions have lifted
the MPEC has steadily had an increase in activity and revenue.The Regional Airport and Transit Funds, again, will
not need to be subsidized due to available federal funding.
116
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 sectors. 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.
FY2021 ACCOMPLISHMENTS
• Provided a State of the City Address on current projects for the citizens.
• Provided oversight of the City's Strategic Plan.
• Provided 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
117
MAYOR AND CITY COUNCIL
DeAndra Chenault Tim Brewer
Mayor Pro Tem District 4
District 2 940-224-9953
940-444-8447 tim.brewer@wichitafallstx.gov
deandra.chenault@wichitafallstx.gov
Jeff Browning Steve Jackson
District 3 District 5
940-781-1895 940-631-9910
jeff.browning@wichitafallstx.gov steve.jackson@wichitafallstx.gov
GOALS & POLICIES
The City Council ratified the Strategic Plan and its goals on May 18, 2021, and a summary of the five (5) general
goals and thirty-three (33) 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)Accelerate Economic Growth,
(2) Provide Quality Infrastructure, and (3) Redevelop Downtown.
1.-1., 514. OUR GOALS OUR STRATEGY
TE CAS
Fw*i4.0opitoo cpwrgAa+« 1.1 —Encourage the Chamber of Commerce to aggressively pursue recruitment of high-value
Accelerate businesses
EeOnumlr 1.2-Support implementation of the Economic Development Strategic Plan.
OUR VISION1.3-Aggressively market the City.
Growth 1.4-Continue alignment of the priorities of the City,Chamber of Commerce and EEC boards.
Wichita Falls is a 1.5-Support a thriving Sheppard Air Force Base.
vibrant,growing,family- 1.6-Revitalize depressed and declining neighborhoods_
oriented community of 1.7-Look for post-pandemic economic opportunities_
unlimited opportunity 1.8-Continue community internship opportunities_
and civic pride. Provide
2 Quality 21-Upgrade or replace outdated public facilities.
22-Complete signature public improvements.
Infrastructure 2.3-Evaluate alternative options for financing infrastructure improvements.
rOUR MISSION 2.4-Advance the Ringgold Reservoir project.
25-Educate citizens on future infrastructure and public facility needs.
Enhance our quality of 26-Enhance focus on long-term street and utility infrastructure needs_
life through responsive 2.7-Continue the bicycle-friendly city initiative.
service delivery,sound Redevelop 3.1 -Complete the dlevelopmentofa convention center hotel.
financial management, 3 Downtown 3.2-Continue implementation of the Downtown Master Plan.
and partnerships 3.3-Support innovative,flexible building practices for downtown building_
spanning the public, 3.4-Align the priorities and metrics of the City,Chamber of Commerce and DTWF.
private and business 3.5-Leverage local,state and federal economic development funding sources.
it
Sectors. J 3.6-Grow hotel occupancy tax revenues to support the Multi-Purpose Events Center.
J Effieientl 3.7-Pursue public private partnerships.
y 3.8-Create a live-work-play downtown.
[ i 4 Deliver 3.9-Enhance focus on culture,arts and entertainment venues.
OUR VALUES City Services 4.1 -Improve employee recruitment and retention.
Excellence 4.2-Reinforce a culture of superior customer services.
Integrity 4.3-Streamline municipal business processes.
Accountability 4.4-Practice effective governance_
Actively 4.5-Promote and encourage innovation_
Transparency
Engage& 5.1 -Enhancepublic outreach and engagement.
Innovation �
Inform the 5.2-Equip City Councilors as community ambassadors.
Public 5.3-Maintain coordinated and trusted messaging
5.4-Strengthen supportive partnerships with the non-for-profit community
118
MAYOR AND CITY COUNCIL
FY 2022 Budget Changes
• Personnel Services increased $29,722, or 100.05%,for Council salaries due to the City Charter
amendments approved by the voters in November 2020.
EXPENDITURES BY CLASSIFICATION
TEXAS4-A14/4 a5
B/ue,5,tw go/aus Opportunities
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Mayor and City Council
Expenditures:
Personnel Services 29,711 29,708 59,430
Supplies 20 300 300
Utilities/Other Services 959 200 914
Other Expenditures 28,461 49,731 34,731
TOTAL Expenditures $59,151 $79,939 $95,375
PERSONNEL BY JOB TITLE
; ic4ik City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Councilor 6.00 6.00 6.00
Mayor 1.00 1.00 1.00
TOTAL- Mayor&Council 7.00 7.00 7.00
*No changes in personnel or FTE from previous year.
119
MAYOR AND CITY COUNCIL
EXPENDITURES BY ACCOUNT
;tic4iki.(ls
g/Slots.Cto/ocrr Opyortursyffe,
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Mayor and City Council
Expenditures:
Salaries-Supervision 27,600 27,600 55,200
FICA 2,111 2,108 4,230
Supplies-Minor Furniture - - -
Supplies-Office 20 100 100
Supplies-Personal Computers - 200 200
Supplies-Other _ _ _
Services-Telephone 891 - 714
Services-Binding/Printing 68 200 200
Travel Expenses 9,363 10,500 10,500
Education Registration 2,340 2,000 2,000
Council Retreat Expenses - 18,000 3,000
Memberships 12,060 11,981 11,981
Boards/Local Meetings 2,780 5,000 5,000
Public Relation/Promo 837 2,000 2,000
Postage/Freight 1,081 250 250
TOTAL Expenditure: $59,151 $79,939 $95,375
120
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; 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.
FY2021 ACCOMPLISHMENTS
• Successful advancement of the Strategic Plan, which included 5 general goals and 33 associated
objectives.
• Preparation and administration of the FY 2020-21 Budget, totaling$184.4 million.
• Increased citizen communication with regular, coordinated messaging and enhanced use of social media.
• Leadership and direction to more than 1,200 City employees.
CONTACT INFORMATION
Darron Leiker Paul Menzies
City Manager Assistant City Manager
940-761-7404 940-761-7404
darron.leiker@wichitafallstx.gov paul.menzies@wichitafallstx.gov
Blake Jurecek
Assistant City Manager
940-761-7404
blake.jurecek@wichitafallstx.gov
121
OFFICE OF THE CITY MANAGER
FY 2022 Budget Changes
• Increase of$30,309, or 4.5%, in personnel services, due to implementation of the MAG study.
EXPENDITURES BY CLASSIFICATION
(/V/CA!Ta
TEXAS
Bhoe Sk«:4 laun Oppertun:re*:
2019-20 2020-21 2021-22
Expenditure/Expense By Department
Actual Adopted Adopted Budget
City Manager
Expenditures:
Personnel Services 719,385 671,194 701,503
Supplies 1,369 1,210 1,210
Utilities/Other Services 1,688 2,394 1,743
Insurance&Contract Supp. 30 - -
Other Expenditures 27,576 35,956 35,833
TOTAL Expenditures $750,048 $710,754 $740,289
PERSONNEL BY JOB TITLE
4A3,7,44 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Assistant City Manager 2.00 2.00 1.20
City Manager 1.00 1.00 1.00
Deputy City Manager 0.00 -Executive Secretary 1.00 1.00 1.00
TOTAL-City Manager 4.00 4.00 3.20
*Assistant City Managers' FTE is split between their respective departments.
122
OFFICE OF THE CITY MANAGER
EXPENDITURE BY ACCOUNT
TEXAS4";11;c4i4 a
B/urn Skes refr/dcn Cfrertun•fes
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
City Manager
Expenditures:
Salaries-Supervision 484,997 435,871 454,939
Salaries-Clerical 44,647 44,117 47,277
Pool Clerical 490 - -
Overtime 17 - -
Terminal Pay - - -
Stability Pay 2,558 2,558 2,695
Cell Phone Allowance 731 720 720
Deferred Compensation 23,943 26,000 29,202
FICA 30,882 37,702 41,156
TMRS Retirement 93,069 85,229 91,529
Life Insurance Contribution 662 639 642
Disability Insurance Contrib 186 39 485
Health Insurance Contributions 37,203 38,319 32,858
Supplies-Minor Office Tools/Eq - - -
Supplies-Minor Furniture - - -
Supplies-Office 884 1,100 1,100
Supplies-Periodicals/Supplemts 268 110 110
Supplies-PC Software 216 - -
Supplies-Other - - -
Services-Telephone 1,267 1,694 1,593
Services-Binding/Printing 420 700 150
Insurance Expense 30 -In City Mileage Reimbursement 6,177 7,200 7,201
Travel Expenses 8,730 12,000 12,000
Education Registration 1,697 3,500 3,500
Lease Payments 933 888 764
Memberships 7,665 10,168 10,168
Boards/Local Meetings 645 1,000 1,000
Postage/Freight 1,729 1,200 1,200
TOTAL Expenditure: $750,048 $710,754 $740,289
123
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 the 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 local filing authority for campaign finance reports and financial disclosure
statements. The City Clerk's office issues various permits and cemetery deeds/transfers, processes liability 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 the City Council (minutes, ordinances, resolutions, contracts)
• Conducting City Elections
• Public Information Act/Requests for Public Information
• Permits/Licenses
• Cemetery Deeds/Transfers
• Boards and Commissions
• Notary Public
FY2021 ACCOMPLISHMENTS
• Conducted 2020 General and Special Election
• Completed all Public Information Requests in 10 or<days
• Saved Ordinances, Resolutions, and minutes in Laserfiche in < 3 days after approval
• Created new city-wide Public Information Policy
• Processed 163 Outdoor Event Permits in accordance with Governor's emergency order
• Created conflict of interest summary and flowcharts to assist with determining when a conflict exists
• Presented Ordinance to create process to terminate inactive campaigns
• Expanded documents available through the public portal for Official City Records
CONTACT INFORMATION
Marie Balthrop,TRMC, MMC
City Clerk
(940) 761-7409
marie.balthrop@wichitafallstx.gov
124
CITY CLERK
GOALS & PERFORMANCE MEASURES
in
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Conduct 2021 4. Efficiently 4.4 Practice
General Deliver City Effective Election completed in accordance 100% 100%
Election Services Governance with LGC and City Charter
Advancement
of multi year 4. Efficiently 4.3 Streamline
records Deliver City municipal Based off beginning status 55% 65%
management Services business
processes
program
Turnaround 4. Efficiently 4.3 Streamline
time for Public Deliver City municipal 10 or<business days 100% 100%
Information business
Services
Requests processes
4. Efficiently 4.4 Practice
Complete Deliver City Effective Complete redistricting in 100% 100%
Redistricting accordance with LGC
Services Governance
125
CITY CLERK
FY 2022 Budget Changes
• Personnel Services increased $9,687, or 6.34%, due to implementation of the MAG study.
• Redistricting expenses in the previous year are not needed in FY2021-22, causing a $28,776, or 70.41%,
decrease in Utilities/Other Services expenditures
EXPENDITURES BY CLASSIFICATION
!/I//CG(if 1 a1(S
TEXAS
Per, €e Co/dan Cp,ortunnties
2019-20 2020-21 2021-22
Expenditure/Expense By Department
Actual Adopted Adopted Budget
City Clerk Department
Expenditures:
Personnel Services 150,964 152,816 162,503
Supplies 2,357 1,210 1,210
Utilities/Other Services 19,768 40,872 12,096
Insurance&Contract Supp. 103 88 88
Other Expenditures 30,430 41,840 41,724
TOTAL Expenditures $203,624 $236,826 $217,621
PERSONNEL BY JOB TITLE
; ic4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
City Clerk 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00
TOTAL-City Clerk 2.00 2.00 2.00
*No changes in personnel or FTE from the previous year.
126
CITY CLERK
EXPENDITURE BY ACCOUNT
TEXAS-1-;11);c4i4 576.
AY:,<i r.:role n cvvortun,t-<
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
City Clerk Department
Expenditures:
Salaries-Supervision 74,476 74,264 81,690
Salaries-Clerical 33,941 33,738 -
FT Permanent Clerical - - -
PT Temporary Clerical - - -
Pool Clerical - - -
Salaries-Operational - - 36,772
Overtime 66 680 250
Terminal Pay - - -
Stability Pay - 275 413
Cell Phone Allowance 733 720 720
FICA 8,000 7,891 8,362
TMRS Retirement 17,034 18,142 19,101
Life Insurance Contribution 146 145 147
Disability Insurance Contrib 109 108 112
Health Insurance Contributions 16,362 16,853 14,936
HSA Contributions-Employer 97 - -
Supplies-Minor Office Tools/Eq - - -
Supplies-Minor Furniture 606 -Supplies-Office 1,693 1,000 1,000
Supplies-Educational 59 150 150
Supplies-Periodicals/Supplemts - 60 60
Supplies-PC Software - - -
Services-Telephone 891 1,672 1,921
Services-Other Professional 6,456 31,800 7,000
Services-Court Cost/Registrat - 50 25
Services-Advertising 11,815 6,850 3,000
Services-Binding/Printing 607 500 150
Insurance Expense 103 88 88
Travel Expenses 2,721 7,000 7,000
Education Registration 1,720 2,060 2,500
Lease Payments 933 825 764
Election Expense 19,228 25,000 25,000
Memberships 200 360 460
Boards/Local Meetings 1,824 2,395 2,000
Postage/Freight 3,805 4,200 4,000
Amortization Water/Sewer Study - - -
TOTAL Expenditure: $203,624 $236,826 $217,621
127
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 298 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 4BSTC, 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.
FY2021 ACCOMPLISHMENTS
• Discussion, negotiation,and drafting of economic development agreements between various entities
and the Wichita Falls Economic Development Corporation and the 4B Sales Tax Corporation.
• Special Projects
1. Prepared all agreements for the full-service hotel/convention center project at MPEC.
2. Finalized Charter Review Process and saw all proposed amendments adopted by the voters in
November 2020.
3. Resolved a significant breach of contract claim brought by Lanzo Trenchless Technologies involving
the sewer replacement work at Holliday Creek. Drafted a detailed response to Lanzo's demand letter,
resulting in Lanzo withdrawing their claim and agreeing to close out the contract.
4. Resolved a disability complaint filed with the Department of Justice by a patron of the Memorial
Auditorium theater.
128
LEGAL
5. Worked with Finance and the Fire Pension Board to resolve issues relating to contributions of
deployed firefighters and those who backfill deployed firefighter positions. Formulated a solid legal
basis for the City's decision to exclude from contributions only those hours worked in excess of 212
hours.
6. Prepared a small cell network node design manual.
7. Prepared permit agreements for City-owned infrastructure.
8. Reviewed 16 major construction contracts.
• Defense of the City against personal injury claims; state and federal litigation.
In FY2020-21, in addition to already pending claims and litigation,this office has received six new claims,
one state case and one federal case.The following disputes were settled this past fiscal year:
Marcus Jackson LLC [DOI: 11/19/20]. Claimant was operating a street sweeper on 1-44. Officer Atnip was
on 1-44 south of the Old Iowa Park overpass using a laser checking for speeders. When he found one, he
engaged his lights and attempted to catch the vehicle. He was in the left lane as he crested the rise of the
overpass. He impacted with the back of a barricade truck that was part of the street sweeper convoy. His
view of the convoy was obstructed and he did not have time to stop nor room to avoid the collision.The
contractor sought$23,000 in damages. [Disposition:This claim was settled January 6,2021,for$22,300.]
Skyline Developers [DOI: 10/9/20]. Cindy Whatley (on behalf of Skyline Developers) claims mounds of
dirt stored by the City of Wichita Falls behind 3411 McNiel Avenue caused water damage to this address.
She claimed over$20,000 in damages. [Disposition: settled for$14,270.90 in December 2020.]
• Municipal Court Prosecutor Annual Report for calendar year 2020
(a)
Violations Number of Cases
Traffic 15,582
Code Enforcement 408
Animal Control 382
Animal Seizures 5
Alarms 23
Health Code 3
Fire 4
Failure to Appear 29
(b) Pre-Trial Docket: 61 cases
(c) Bench Trial Docket: 300 cases
(d) Jury Trial Docket: 67 cases
(e) Prosecutor Appointments: 128 appointments, 215 violations
o Scheduled: 97
o Walk-Ins: 31
129
LEGAL
CONTACT INFORMATION
R. Kinley Hegglund,Jr., City Attorney Linda Merrill, Executive Legal Assistant
940-761-7625 940-761-7625
kinley.hegglund@wichitafallstx.gov linda.merrill@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Legal representation of the
Legal Defend the City Cases/claims city, its officers and agents
representation
against claims filed against in the performance of their 100% 100%
and litigation the City official duties against any
claims and/or litigation
Various matters handled
by the legal office,
Special projects Completion including (but not limited
to) : review of contracts,
Contracts/Questions worked by staff of the 100% 100%
over the year projects special projects, drafting of
agreements, review of
subpoenas, drafting of
ordinances and resolutions
Prepare all Attend all 4BSTC meetings
agreements Agreements and prepare all
prepared and
and ancillary executed; performance agreements 100% 100%
documents for and related documents
the 4B Sales legal advice entered into by the
provided.
Economic Tax Corp. Corporation
Development Attendance at all WFEDC
Prepare all Agreements
agreements prepared and meetings and preparation
of all performance
and ancillary executed; 100% 100%
documents for legal advice agreements and related
the WFEDC provided. documents entered into by
the Corporation
Bench Trial Trials before Trial before the Municipal 100% 100%
Docket the judge Court Judge
Jury Trial Trials before Trial before six jurors at 100% 100%
Docket a jury Municipal Court
Municipal Court Monday morning
prosecution appointment-based
Prosecutor Meet the meetings to discuss 100% 100%
appointments Prosecutor violations and possible
settlement options with
prosecutor
130
LEGAL
FY 2022 Budget Changes
• Personnel Services increased $18,277, or 2.24%, due to implementation of the MAG study. Increase will
be distributed between supervision, operational, and clerical salaries.
• Increase in Other Expenditures of $17,961, or 103.58%, due to reinstatement of Travel and Education
Registration monies (removed from last fiscal year's budget due to Covid 19 pandemic)
• Reinstatement of purchases of hard copy legal materials (removed from last fiscal year's budget due to
financial concerns from Covid 19 pandemic)
• Increase of $23,800 in utilities/other services is due to increased need of legal services from outside
agencies.
EXPENDITURES BY CLASSIFICATION
TEXAS4;111C44
B/ue 5pes 44/aen OppertunvY'
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Legal Department
Expenditures:
Personnel Services 804,971 815,461 833,738
Supplies 18,271 16,048 23,216
Maintenance&Repair
Utilities/Other Services 7,578 37,315 61,115
Insurance&Contract Supp. 15 15 15
Other Expenditures 18,274 17,340 35,301
Capital Improvements
TOTAL Expenditures $849,109 $886,179 $953,385
PERSONNEL BY JOB TITLE
4A-)1;c4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Attorney I 1.00 1.00 1.00
City Attorney 1.00 1.00 1.00
Deputy City Attorney 1.00 2.00 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 0.00 0.00
TOTAL- Legal 6.00 6.00 6.00
*No changes in personnel or FTE from the previous year.
131
LEGAL
EXPENDITURE BY ACCOUNT
TEXAS
B/urn CA,es.re/den Cppnrtan•trs
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Legal Department
Expenditures:
Salaries-Supervision 194,476 182,909 192,052
Salaries-Clerical 99,900 98,592 100,206
Pool Clerical 1,375 - 2,000
Salaries-Operational 283,197 295,523 307,156
Overtime 388 - 1,000
Stability Pay 6,050 6,050 6,188
Deferred Compensation 13,873 14,206 13,872
FICA 39,356 42,309 44,443
TMRS Retirement 94,680 102,162 101,414
Life Insurance Contribution 752 756 756
Disability Insurance Contrib 394 308 574
Health Insurance Contributions 70,530 72,646 64,077
Supplies-Minor Furniture 2,271 - -
Supplies-Office 2,740 6,000 6,050
Supplies-Periodicals/Supplemts 9,255 6,888 7,152
Supplies-Library Materials 4,005 3,160 9,784
Supplies-PC Software - - 230
Maint-Office Furniture/Equip - - -
Maint-Buildings - - -
Services-Telephone 2,673 5,015 3,815
Services-Other Professional 4,161 25,000 50,000
Services-Drug Tests - - -
Services-Court Cost/Registrat 73 4,650 4,650
Services-Binding/Printing 671 2,650 2,650
Insurance Expense 15 15 15
In City Mileage Reimbursement 6,167 7,200 7,201
Travel Expenses 1,660 1,400 12,800
Education Registration 5,056 1,500 7,450
Memberships 2,945 3,940 4,450
Boards/Local Meetings 382 500 600
Postage/Freight 2,064 2,800 2,800
PC Computer Equipment - - -
TOTAL Expenditure: $849,109 $886,179 $953,385
132
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. 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.
FY2021 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.
• Completed MAG's employee compensation study.
CONTACT INFORMATION
Christi Klyn
Director of HR
940-761-7633
christi.klyn@wichitafallstx.gov
133
HUMAN RESOURCES
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PLAN PERFORMANCE FY2021 FY2022
DEPARTMENT PLAN GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
Expand
Community 1.Accelerate 1.8 Continue
Internship Economic community internship 8 qualitative measures 62.5% 100%
opportunities
Growth opportunities
Maintain
Market 4. Efficiently 4.1 Improve employee
Competitive Deliver City recruitment and 6 qualitative measures 66.7% 83%
Salaries and Services retention
Benefits
FY 2022 Budget Changes
• Personnel Services increased $40,396, or 6.27%, mainly due to implementation of the MAG study.
EXPENDITURES BY CLASSIFICATION
4Allic4ikt 7(5.
TEXAS
Sfiis Gyfe Oyrvrt nicr.
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Human Resources
Expenditures:
Personnel Services 627,327 643,937 684,333
Supplies 2,736 4,800 5,250
Maintenance&Repair 456 288 374
Utilities/Other Services 98,560 61,246 68,960
Insurance&Contract Supp. 3,334 - -
Other Expenditures 44,396 50,501 46,677
Total Expenditures $776,809 $760,771 $805,594
134
HUMAN RESOURCES
PERSONNEL BY JOB TITLE
�/c4i4a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 1.00 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 9.00 9.00
*An Internship program is part of the Council's Strategic Goals.
EXPENDITURE BY ACCOUNT
W/C4ITa a
TEXAS
B/ue. /L5 4/am Ofrzrtunifres.
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Human Resources
Expenditures:
Salaries-Supervision 112,488 111,980 120,000
Salaries-Clerical 21,460 24,690 43,986
Pool Clerical 2,828 10,369 10,000
Salaries-Operational 305,548 308,652 312,275
Pool Operational - - -
Overtime 2,889 - -
Stability Pay 6,463 7,260 6,050
Cell Phone Allowance 732 720 720
FICA 33,936 32,665 35,446
TMRS Retirement 71,040 75,645 79,923
Life Insurance Contribution 600 592 480
Disability Insurance Contrib 367 324 363
Health Insurance Contributions 68,468 70,522 74,586
HSA Contributions-Employer 507 518 504
Supplies-Minor Tools and Equip 386 300 300
135
HUMAN RESOURCES
Supplies-Minor Office Tools/Eq - - -
Supplies-Minor Furniture 293 - 450
Supplies-Office 1,765 3,500 3,500
Supplies-Photographic 32 500 500
Supplies-Janitorial - - -
Supplies-Educational - 500 500
Supplies-Periodicals/Supplemts - - -
Supplies-Personal Computers 260 - -
Supplies-System Software - - -
Supplies-PC Software - - -
Supplies-Other - - -
Maint-Office Furniture/Equip - - -
Maint-PC Software - - 86
Maint-Systems Software 456 288 288
Services-Telephone 3,755 4,901 4,549
Service-Wireless PhoneAircards 1,093 1,120 1,120
Services-Central Garage 3,480 1,244 391
Services-Other Professional 84,973 44,036 51,705
Services-Lab Proficiency Test - - -
Services-Court Cost/Registrat - - -
Services-Advertising 1,518 4,500 5,250
Services-Binding/Printing 1,348 3,105 3,105
Services-Other Miscellaneous 2,393 2,340 2,840
Unemployment Compensation - - -
Insurance Expense 3,334 - -
Travel Expenses 6,672 4,250 9,000
Education Registration 1,140 2,625 2,000
In-Service Train/Tuition Asst 25,670 26,155 17,830
Lease Payments 2,917 4,521 4,522
Memberships 998 1,600 1,975
Boards/Local Meetings 2,848 5,400 5,400
Public Relation/Promo 1,385 2,750 2,750
Postage/Freight 2,765 3,200 3,200
TOTAL Expenditure: $776,809 $760,771 $805,594
136
BUILDING MAINTENANCE
MISSION
Building Maintenance Services oversees the maintenance of most City Facilities; providing
day-to-day maintenance and support for the City Staff.Also,they manage the Janitorial staff and assist in
numerous special projects throughout the year; doing research and developing specifications for projects,
both planned and emergency.
SERVICES PROVIDED
• Responsible for the preventative maintenance and care of 18 buildings.
• Provide custodial services for 38 buildings, which consists of approximately 10,009,000 square feet.
• Maintain appliances at all 8 Fire Stations, Parks/Rec., MLK, Health, and Animal Services.
• Responsible for the Elevators at Library/Parks and Recreation, Memorial Auditorium, and Central
Services.
• Maintain UPS Equipment at the Training Center.
• Provide custodial services for the performances at Memorial Auditorium.
• Assist with building renovation projects.
• Maintain construction projects, which includes supervision of architects, consultants, and contractors.
FY2021 ACCOMPLISHMENTS
• Managed the Lynwood East Community Center construction project.
• Managed multiple facility roof replacements.
• Replaced compressor that runs the air handlers in Memorial Auditorium.
• Processed over 1380 service calls.
• Deployed a new internal work order system to provide better efficiency and tracking of service calls.
CONTACT INFORMATION
Derek Brown
IT& Facilities Administrator
940-761-8820
derek.brown@wichitafallstx.gov
137
BUILDING MAINTENANCE
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
4. Efficiently 4.2
4.3 All service requests completed
Improve City Deliver City 85% 100%
4.4 within 24 hours
Buildings' Services
4.4
appearance
and operation. 4. Efficiently 4.2
4.3 Deliver City Appliancesordderl in working 100% 100%
4.4Services
4.4
4. Efficiently 4.2
Provide safer 4.3 Provided daily janitorial service 0
Deliver City 100% 100%
buildings. 4.4 and maintenance.
Services
4.4
138
BUILDING MAINTENANCE
FY 2022 Budget Changes
• Personnel Services increased $86,023, or 7.14%, largely due to implementation of the MAG study.
• Maintenance and Repair costs increased $213,845 due to projects in the previous year being postponed
to FY 2021-2022.
• Total expenditures increased by$299,108, or 11.68%.
• Use of one-time funds for Police Department Parking Lot Resurfacing, Memorial Auditorium Restroom
work, Memorial Auditorium and Library Security Cameras, ADA updates to Restroom at Police
Department, and Golf Course Irrigation.
EXPENDITURES BY CLASSIFICATION
TEXAS
A S-Aw5*hie.oyport,;,ws
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Building Maintenance Services
Expenditures:
Personnel Services 1,089,603 1,205,638 1,291,661
Supplies 98,933 121,498 117,800
Maintenance&Repair 687,617 889,139 1,102,984
Utilities/Other Services 297,983 343,421 319,187
Insurance&Contract Supp. - - -
Other Expenditures 1,707 1,400 1,000
Capital Improvements - - -
TOTAL Expenditures $2,175,843 $2,561,096 $2,860,204
139
BUILDING MAINTENANCE
PERSONNEL BY JOB TITLE
--1;��74i4 as City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Administrative Clerk 1.00 1.50 1.00
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 30.10 29.60
*Decreased Administrative Clerk to(1)full-time position.
EXPENDITURE BY ACCOUNT
--jlitlic4ik,as
e,sAfe,*(o Opportuo,tres
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Building Maintenance Services
Expenditures:
Salaries-Supervision 55,413 60,486 46,871
Salaries-Clerical - 34,944 24,754
Pool Clerical - - -
Salaries-Operational 654,618 694,004 791,396
Pool Operational - -Overtime 10,003 30,000 20,000
Terminal Pay (3,466) - -
Stability Pay 18,233 18,701 18,977
FICA 55,125 54,323 67,104
TMRS Retirement 116,115 124,130 147,073
Life Insurance Contribution 982 1,019 1,073
Disability Insurance Contrib 716 744 802
Health Insurance Contributions 180,610 185,732 200,175
HSA Contributions-Employer 1,254 1,554 1,008
Supplies-Minor Tools and Equip 3,014 9,100 2,000
Supplies Minor Furniture 545 - -
140
BUILDING MAINTENANCE
Supplies-Office 853 1,000 1,500
Supplies-Medical/Drug - 50 100
Supplies-Janitorial 74,474 90,000 90,000
Supplies-Chemical 15,533 10,500 13,000
Supplies-Clothing and Uniforms 4,094 10,648 11,000
Supplies-Periodicals/Supplemts - 200 200
Supplies-Other 421 - -
Maint-Machine/Tools/Implements 9,287 11,702 13,000
Maint-Radios - 200 200
Maint-Instruments 5,829 17,690 19,050
Maint-Heating/Cooling Systems 256,547 134,900 217,145
Maint-Other Equipment 16,528 27,500 20,000
Maint-Buildings 250,452 276,000 206,600
Maint-Auditorium 75,776 202,636 334,000
Maint-Health Facilities 41 14,415 10,615
Maint-Animal Services - - 10,000
Maint-Police Facilities 126 4,176 96,026
Maint-Fire Facilities 61,864 184,681 110,108
Maint-Parks Facilities - - -
M a i nt-Libra ry 11,167 14,900 65,901
Maint-Municipal Court - 339 339
Maint-MLK Center _ _ _
Services-Telephone 3,091 3,493 3,507
Service-Wireless PhoneAircards 674 720 720
Services-Electricity 78,835 87,883 80,996
Services-Gas 8,746 9,782 9,346
Services-Wtr/Sewer/Sanitation 14,914 17,000 15,594
Services-Central Garage 19,593 18,132 19,024
Services-Other Professional 171,569 203,411 190,000
Services-Advertising _ _ _
Services-Binding/Printing 561 3,000 -
Unemployment Compensation _ _ _
Contract-Heritage Society - - -
Travel Expenses _ _ _
Education Registration - - -
Postage/Freight 1,707 1,400 -
Permit Expense-City Projects - - 1,000
Machines/Tools/Implements _ _ _
TOTAL Expenditure: $2,175,843 $2,561,096 $2,860,204
141
MLK CENTER OPERATIONS
MISSION
The Martin Luther King Center is dedicated to serve 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; these encourage and promote service to others, constant pursuit of education, and foster a positive
relationship for all of the people of the community. The following is a projected summary of the Martin Luther
King Center events for the 2021 calendar year. Note: due to Covid—19 restrictions and recommendations, most
activities were placed on hold.
• The annual Martin Luther King Prayer/Scholarship Breakfast generally held in January was postponed due
to restrictions. However, a letter campaign was conducted and $13,400 was raised for scholarships
benefitting area youth.
• 23 community residents used the computer room for job searches and research before restrictions
curtailed operations of the computer room.
• Community Garden operated at 21%capacity with 17 plots rented out to community residents.
• 320 seniors participated in the senior farmer's market voucher program.
• The annual MLK Easter egg hunt was postponed due to restrictions.
• The MLK Center partnered with the Area Food Bank to help distribute produce to area community
members. 150 families participated in this program on a monthly basis.
Overall approximately 900 people accessed the MLK Center during restricted times from October 2020 until March
2021 for various programs, meetings, and general assistance.
SERVICES PROVIDED
• Assist elderly resident with issues signing up for the Covid -19 vaccine.
• Assist elderly residents with computer and phone related issues.
• Assist resident dealing with Social Security, food insecurity, home repair, electronic bill paying and home
healthcare assistance with appropriate referrals to the proper agencies.
• In a collaborative effort with the Kitchen, provide a meeting place for seniors in the community to come
in and have a nutritious meal during the noon hour.
• In a collaborative effort with the Child Care Inc., provide space for their childcare facility within the MLK
Center.
• In a collaborative effort with the Wichita Falls Area Food Bank, provide space for food distribution to the
needy population of Wichita Falls.
FY2021 ACCOMPLISHMENTS
• Reestablish the Job assistance program with volunteer help.
• Reengage the Community with activities and meetings at the MLK Center.
CONTACT INFORMATION
Michael Davis
Coordinator—Martin Luther King Center
940-761-7980
michael.davis@wihcitafallstx.gov
142
MLK CENTER OPERATIONS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Actively pursue 5.1 Enhance
other venues 5.Actively Public Outreach
and Engagement
to coincide Engage and Increase Community involvement in
with the Inform the 5.3 Maintain planned activities. N/A 25%
Mission of the Public Coordinated and
MLK Center Trusted
Messaging
FY 2022 Budget Changes
• Personnel Services has an increase of$7,822, or 7.76%, due to implementation of the MAG study.
• No other anticipated budget changes this fiscal year.
EXPENDITURES BY CLASSIFICATION
Aic4iT ��s
TEXAS
NU,Skis 40fdero0ppdrreiNIV5
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General MLK Center Operations
Expenditures:
Personnel Services 100,155 100,855 108,677
Supplies 3,311 3,925 4,125
Maintenance&Repair 1,032 1,400 1,600
Utilities/Other Services 21,929 26,751 26,233
Other Expenditures 2,820 2,800 3,100
TOTAL Expenditures $129,246 $135,731 $143,735
143
MLK CENTER OPERATIONS
PERSONNEL BY JOB TITLE
4A-14-c4i4 as City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Clerk 1.00 1.00 1.00
Community Center Coordinator. 1.00 1.00 1.00
TOTAL- MLK Center 2.00 2.00 2.00
*No changes in personnel or FTE from the previous year.
EXPENDITURE BY ACCOUNT
TEXAS
B/Sf/ui.4,(den Offor7 rY/e^
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General MLK Center Operations
Expenditures:
Salaries-Supervision 44,407 43,472 45,690
Salaries-Clerical 22,550 22,318 27,023
Pool Clerical 81 1,546 1,046
Overtime 419 - 500
Terminal Pay - - -
Stability Pay 688 688 1,623
FICA 4,939 4,661 5,380
TMRS Retirement 10,553 11,093 12,319
Life Insurance Contribution 90 88 91
Disability Insurance Contrib 66 64 69
Health Insurance Contributions 16,362 16,925 14,936
Supplies-Minor Office Tools/Eq 107 300 300
Supplies-Minor Furniture 2,125 2,125 2,125
Supplies-Office 766 900 1,200
Supplies-Other 312 600 500
Maint-Office Furniture/Equip 682 300 700
Maint-Instruments 180 500 300
Maint-Buildings 170 600 600
Services-Telephone 3,383 3,827 3,680
Service-Wireless PhoneAircards 456 490 490
Services-Electricity 7,743 10,300 9,397
Services-Gas 3,464 4,134 3,873
Services-Wtr/Sewer/Sanitation 3,591 3,600 3,593
Services-Other Professional 2,264 3,200 4,000
Services-Binding/Printing 1,029 1,200 1,200
In City Mileage Reimbursement - 200 200
Rent-Equipment 1,075 1,100 1,200
Postage/Freight 1,745 1,500 1,700
TOTAL Expenditure: $129,246 $135,731 $143,735
144
DEVELOPMENTAL SERVICES/PLANNING DIVISION
MISSION
Planning tomorrow's future in a development-friendly way.This is accomplished by the Planning Division being a
fair,thorough, responsive, and professional team that provides sound development guidance and structured
recommendations for a progressive and prosperous future; ultimately enhancing the community for today and
tomorrow.
SERVICES PROVIDED
• Short Range/Current Planning:
o Predevelopment coordination for all development projects and inquiries
o Land development—platting/subdivision
o Regulatory Review - Rezoning, Land Use Plan Amendments, Conditional Uses, Variance cases
o Site Plan Review
o Zoning Code Interpretations and Ordinance Amendments
o Inquiries related to land development, addressing, waiver requests, zoning certifications,
GIS, etc.
• Long Range/Comprehensive Planning:
o Economic development—Reinvestment Zones; Economic Incentives Programs (e.g.TIF Zones,
4B Downtown)
o Historic Preservation Programs—Landmark/Historic District nominations; Design Review
services for designated properties
o Comprehensive Planning/Programming
o Revitalization Initiatives—Downtown Redevelopment; Older Neighborhoods
o Demographics—Socioeconomic Data; review updates for population estimates and projections
from the Texas Demographic Center(TDC); 2020 Decennial Census and through Data.gov survey
data
o Military/Aviation and Encroachment Planning via implementation of the Joint Land Use Study
(JLUS)
o Coordination and assistance for proposed Low-Income Housing/Finance Corp. affordable
projects
FY2021 ACCOMPLISHMENTS
• Continued streamlining of the development review process through creation of a standardized
development review group, which includes designated review persons from each internal entity along
with a pre-development prep packet utilized for all pre-development consultations.
• Completion and passage of the Downtown Property Maintenance Code and Vacant Structure Registry
Ordinance.
• Final completion of the $8.7m Sheppard AFB Main Gate Security Upgrades joint partnership project;
involving three tiers of government (federal, state and local), which resulted in a premiere USAF entry
facility meeting federal AT/FP standards with a shared open-space and trail area with overflow parking on
the City of Wichita Falls property immediately abutting the installation for a security buffer, and a
seamless visual corridor.
• Processed 55 plats to subdivide land, ranging from preliminary to final.
145
DEVELOPMENTAL SERVICES/PLANNING DIVISION
• Reviewed 39 site plans for consistency with zoning standards; particularly setbacks, parking, signage, and
landscaping.
• Issued 190 property addresses either through the platting process or requests for re-address.
• Processed 54 design review requests for historically designated properties between staff and Landmarks.
CONTACT INFORMATION
Terry Floyd
Director- Development Services Department
940-761-7435
terry.floyd@wichitafallstx.gov
FY 2022 Budget Changes
• Funding allocation increased $5,750 for account Boards/Local Meetings in anticipation of costs associated
with scheduling numerous public forums for the downtown zoning realignment project and neighborhood
revitalization.
• Personnel Services increased $97,760, or 22.15%, due to implementation of the MAG study.
EXPENDITURES BY CLASSIFICATION
TEXAS
B/ue Skie`.4v/den Opportun/tfes
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Planning
Expenditures:
Personnel Services 423,336 441,410 539,170
Supplies 4,291 4,804 6,015
Maintenance&Repair 117 - 120
Utilities/Other Services 4,440 11,948 11,988
Insurance&Contract Supp. 15 -Other Expenditures 26,538 14,580 26,124
Capital Improvements - - -
TOTAL Expenditures $458,738 $472,742 $583,417
146
DEVELOPMENTAL SERVICES/PLANNING DIVISION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
SAFB Main Gate 1.0 Accelerate Completion of all warranty repair
Upgrades Economic 1.5 Support a work to satisfaction of City and 99% 100%
Infrastructure Growth Thriving SAFB SAFB;finalize all payment processing
Project
1.0 Accelerate 1.6 Revitalize Engage community members in
Neighborhood Depressed & target neighborhoods to identify top Economic 30% 100%
Revitalization Growth Declining priorities for future implementation
Neighborhoods and improvements
Downtown 3.2 Continue Vacant Building Registry/Property 90%
Revitalization 3.0 Redevelop Implementation Maintenance Code 100%
Plan Downtown of the Downtown
Implementation Master Plan Zoning Realignment 45%
3.2 Continue
Downtown Streamline 4B Downtown Matching
Matching Grant 3.0 Redevelop Implementation Grant Application process with a 15% 100%
Program Downtown of the Downtown digital submittal and tracking system
Master Plan
3.9 Enhance Obtain CLG matching grant from
Focus on Culture, Texas Historical Commission (THC)to
Historic 3.0 Redevelop Arts,and update City's 40-yr old Historic 5% °
Preservation Downtown Entertainment Preservation Plan &Survey via a 50%Plan Update
Venues preservation consultant(FY22 and
Downtown FY23 project)
Subdivision & 4.3 Streamline Subdivision Ordinance revisions to
4.0 Efficiently
Development Municipal ensure incorporation of basic 100%
Phase II Deliver City 20%Business engineering standards for
Revisions Services Processes commercial/industrial developments
Streamline 4.0 Efficiently 4.3 Streamline Continued implementation of
Municipal improved coordination and Development Deliver City 70% 100%
Business communication throughout
Review Process Services Processes development review process
Zoning 4.0 Efficiently 4.4 Practice
Ordinance Deliver City Effective Revise sign ordinance regulations 30% 100%
Revisions Services Governance
147
DEVELOPMENTAL SERVICES/PLANNING DIVISION
PERSONNEL BY JOB TITLE
; /c4/4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Senior Admin Assistant 1.00 1.00 1.00
Planner II 1.00 1.00 1.00
Planner III 0.00 1.00 1.00
Planning Administrator 1.00 1.00 1.00
Planning Technician 2.00 1.00 1.00
Director of Development Services 1.00 0.70 0.70
TOTAL- Planning 6.00 5.70 5.70
*No changes in personnel or FTE from the previous year.
EXPENDITURE BY OBJECT
4/1144 a
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Planning
Expenditures:
Salaries-Supervision 203,720 209,214 209,804
Salaries-Clerical 31,896 32,469 32,469
Pool Clerical - - -
Salaries-Operational 66,629 81,474 147,889
Overtime 2,477 - -
Terminal Pay - - -
Stability Pay 1,761 2,558 2,695
Cell Phone Allowance 740 720 720
FICA 22,471 20,401 28,684
TMRS Retirement 47,903 47,665 65,623
Life Insurance Contribution 404 377 489
Disability Insurance Contrib 266 229 371
Health Insurance Contributions 44,955 46,304 50,426
HSA Contributions-Employer 114 - -
Supplies-Minor Furniture 622 819 1,000
Supplies-Office 2,674 2,250 2,430
Supplies-Educational - 150 150
148
DEVELOPMENTAL SERVICES/PLANNING DIVISION
Supplies-Periodicals/Supplemts 765 1,285 1,285
Supplies-Personal Computers - - 600
Supplies-PC Software 230 300 300
Supplies-Other - - 250
Maint-Office Furniture/Equip - - -
Maint-PC Software 117 - 120
Services-Telephone 1,901 3,646 2,758
Services-Gas 57 - 19
Services-Central Garage 3,698 3,302 3,461
Services-Other Professional 2,066 - -
Services-Lien Filings (5,100) 2,500 2,500
Services-Advertising 1,735 2,000 2,000
Services-Binding/Printing 83 500 1,250
Insurance Expense 15 - -
Travel Expenses 3,739 2,525 6,425
Education Registration 505 1,650 3,250
Lease Payments 1,979 1,850 1,685
Memberships 654 1,355 1,814
Boards/Local Meetings 18,871 5,000 10,750
Postage/Freight 790 2,200 2,200
Housing Assistance Payments - - -
Office Furniture/Fixtures _ _ _
TOTAL Expenditure: $458,738 $472,742 $583,417
149
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 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, 2019
and the Distinguished Budget Presentation Award for the Annual Operating Budget for the fiscal year 2020-21.
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-five consecutive years. The Distinguished Budget Presentation Award is the highest form of
recognition in governmental budgeting. Its attainment represents a significant achievement, which reflects the
commitment of meeting the highest principles of governmental budgeting.
G�9
1LN FINANCE OFFICERS ASSOC..
Distinguished
Budget Presentation
Award
Clts of R9thit,Falls
P7�nait
The Division also earned recognition from the Texas Comptroller Glenn Hegar for the City's efforts to achieve the
Texas State Comptroller's Transparency Stars Program.The City received a star in the area of Traditional Finance,
which recognizes the City's outstanding efforts in making their spending and revenue information available online.
The Transparency Stars Program recognizes local government entities that provide easy online access to important
financial data. "By providing meaningful financial data in addition to visual tools and analysis of its revenues and
expenditures,the City of Wichita Falls has shown a true commitment to Texas taxpayers. This effort achieves the
goals set by my office's Transparency Stars program," Hegar said, "I am pleased to award the City of Wichita Falls
a star for its accomplishments."
Transparency Stars
150
FINANCE & PURCHASING
This division worked closely with the City Manager's Office on the development of the 2021-22 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 2021.
PURCHASING
To provide equipment, materials, supplies and services at economical prices while evaluating the most
advantageous offer and taking into account the needs and best interests of the City.
SERVICES PROVIDED
The Accounting and Finance Division is responsible for monitoring and accounting for all financial transactions of
the City.To support this,the division also:
• Prepares monthly and annual financial reports to assist in preparation of the City's Comprehensive
Annual Financial Report.
• Manages and analyzes the City's financial data and reports to provide financial information for all
departments in accordance with legal requirements and general accounting principles.
• Works with City staff and all vendors to ensure purchasing policy compliance, process payments to
vendors, and reconcile payments to the general ledger.
• Coordinates bi-weekly payroll processing for all City employees.
• Actively engages in the creation of the City's Annual Operating Budget.
• Maintains Transparency webpages.
The Purchasing Department is responsible for:
• Conduct all purchasing in accordance with the applicable laws of the State of Texas, City of Wichita Falls
Charter and Code of Ordinance, and the Federal Government.
• Obtain the quantity and quality of materials/services at competitive prices, as needed, for all City
departments.
• Stimulate competitive bidding in order to obtain materials/services at the lowest possible cost.
• Provide all interested vendors with the opportunity to offer their products/services to the City.
• Treat all vendors in a fair and equitable manner.
FY2021 ACCOMPLISHMENTS
• Receipt of the GFOA Distinguished Budget Award
• Receipt of the GFOA Award for Excellence in Financial Reporting
• Receipt of the Texas State Comptroller's Traditional Finance Star
• Creation of Transparency Resources
CONTACT INFORMATION
Susan White 940-761-7462
Assistant Finance Director susan.white@wichitafallstx.gov
151
FINANCE & PURCHASING
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Manage receipt 1.7 Look for
1.Accelerate
and post-pandemic Creation of project, receipt of
disbursement Economic economic funds,tracking of expenditures 0% 25%
of ARPA funds Growth opportunities
Complete& 4. Efficiently 4.5 Promote and
earn all Texas Deliver City Encourage Receipt of four remaining stars 20% 100%
STAR Awards Services Innovation
Complete and 5.Actively
earn GFOA Engage and 5.1 Enhance
Distinguished Inform the Public Outreach Receipt of Award 100% 100%
Budget Award Public and Engagement
Complete and
earn the GFOA 5.Actively
award for Engage and 5.1 Enhance
Excellence in Inform the Public Outreach Receipt of Award 100% 100%
Financial Public and Engagement
Reporting
Complete a 4. Efficiently 4.4 Practice
clean audit and Completion of Audit,Auditors ° 100%
close out the Deliver City Effective opinion 100%
prior year
Services Governance
Launch 4.3 Streamline
4. Efficiently
additional Municipal Launch at least one new module in ° 100%
Deliver City 100%
modules in Business the Munis system
M U NIS Services Processes
Update the
City's Vendor 4. Efficiently 4.3 Streamline Contact vendors, update policy to
Policy to Deliver City Municipal exclude paper checks and increase 0% 100%
exclude paper Services Business internal controls
Processes
payments
Accounts
Payable
responds to 4.3 Streamline
4. Efficiently Accounts Payable responds to and
and resolves all Deliver City Municipal resolves all vendor disputes within 100% 100%
vendor Business
disputes within Services Processes 5 business days.
5 business
days.
Set-up 4. Efficiently 4.3 Streamline
Municipal Easier for end users to enter e-Procurement Deliver City N/A 50%
in Munis Services
Business requisitions from vendor sites
Processes
152
FINANCE & PURCHASING
FY 2022 Budget Changes
• MAG implementation increased personnel services$34,415, or 3.93%.
EXPENDITURES BY CLASSIFICATION
TEXAS\--1;14:4/4
Nei Skres G/e/dero Opperteuvr,e5
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Accounting and Finance
Expenditures:
Personnel Services 646,363 799,270 830,685
Supplies 7,729 10,889 11,150
Maintenance&Repair - 1,500 4,887
Utilities/Other Services 11,117 20,875 18,018
Insurance&Contract Supp. 15 115 115
Other Expenditures 21,386 29,875 29,300
TOTAL Expenditures $686,610 $862,524 $894,155
TEXAS\ k 4 ikt
Nue k/e,Cq/dero Opyert..rnt/.
2019-20 2020-21 2021-22
Expenditure/Expense By Department
Actual Adopted Adopted Budget
Purchasing
Expenditures:
Personnel Services 150,581 - -
Supplies 1,143 - -
Maintenance&Repair - - -
Utilities/Other Services 6,051 - -
Insurance&Contract Supp. 50 - -
Other Expenditures 1,458 - -
TOTAL Expenditures $159,283 - -
153
FINANCE & PURCHASING
PERSONNEL BY JOB TITLE
li1/c4i4 as City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Accountant II 0.00 0.00 0.00
Accounting and Budget Manager 0.00 0.00 0.00
Accounting/Payroll Analyst 0.80 0.80 0.80
Administrative Clerk 1.00 0.60 0.60
Administrative Secretary 0.80 0.00 0.00
Assistant Dirof Finance 1.00 1.00 1.00
Buyer 1.00 1.00 1.00
CFO/Director of Finance 1.00 0.85 0.85
Finance Consultant 0.00 0.00 0.00
Purchasing Agent 1.00 1.00 1.00
Senior Accountant 2.00 2.00 2.00
SeniorAdmin Clerk 0.00 1.00 1.00
Senior Budget Analyst 1.00 1.00 1.00
TOTAL- Finance &Accounting 9.60 9.25 9.25
*No changes in personnel or FTE from the previous year.
EXPENDITURE BY ACCOUNT
TEXAS\ Ak4ik: a
Pete Spew.rgloen Cpporfunft'es
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Accounting and Finance
Expenditures:
Salaries-Supervision 236,621 266,450 217,650
Salaries-Clerical 59,602 81,602 92,719
Salaries-Operational 181,514 231,337 304,511
Pool Operational - - -
Overtime 1,010 - -
Terminal Pay - 1,381 -
154
FINANCE & PURCHASING
Stability Pay 4,873 7,047 8,470
Cell Phone Allowance (11) 720 720
FICA 36,075 45,897 46,294
TMRS Retirement 75,931 101,400 104,083
Life Insurance Contribution 643 817 791
Disability Insurance Contrib 458 569 603
Health Insurance Contributions 49,646 62,049 54,844
Supplies-Minor Office Tools/Eq - 240 200
Supplies-Minor Furniture 784 799 500
Supplies-Office 5,147 7,700 7,500
Supplies-Periodicals/Supplemts - 610 650
Supplies-Personal Computers 430 - 2,000
Supplies-System Software 230 300 300
Supplies-PC Software 1,112 1,240 -
Supplies-Other 26 - -
Maint-Office Furniture/Equip - 1,500 2,800
Maint-Buildings - - 2,087
Services-Telephone 2,416 4,845 3,558
Service-Wireless PhoneAircards 1,201 - 460
Services-Other Professional 4,978 5,230 5,500
Services-Advertising 936 7,500 5,000
Services-Binding/Printing 1,585 3,300 3,500
Services-Other Miscellaneous - - -
Insurance Expense 15 115 115
Travel Expenses 7,478 9,350 10,500
Education Registration 2,644 5,250 5,000
Memberships 1,720 2,775 2,800
Postage/Freight 9,545 12,500 11,000
TOTAL Expenditure: $686,610 $862,524 $894,155
155
MUNICIPAL COURT OPERATIONS
MISSION
The Mission of the Wichita Falls Municipal Court is the commitment to professionally serve the public by
administering justice in a fair, efficient, and respectful manner, so as to enhance public trust and community
confidence in our court system. Providing an accessible legal forum for all individuals, the Court strives for
efficient, accurate, and compliant reporting of information. We provide professional, courteous, and accurate
communication to all our customers.Trust is paramount with our process. Citizens'obligation and rights are taken
in to account with each and every case filed in our court.
SERVICES PROVIDED
• Accurate information on case information.
• Resolution options on all cases filed.
• Guidance on State mandated requirements for dismissals.
• Payment Plan Options for individuals who are unable to pay fines in full.
• Community Service options provided for individuals who may be temporarily unemployed.
• Trial settings for individuals who wish to contest a case filed with the court.
• Warrant Service for unpaid fines. This service includes a number of notification processes prior to arrest
warrants being issued.
FY2021 ACCOMPLISHMENTS
• Fully automated court system to allow for remote access to citizens and attorneys via Zoom technology.
• The Court maintained constant contact with citizens who were scheduled to pay a fine or appear in court.
Although challenging, we were able to maintain a well-balanced level of service to our customers and
continue to move forward in case management.
• Remote Court access by key personnel was a priority after severe weather and COVID restrictions revealed
a need to serve our citizens and city services while away from our workstations.
CONTACT INFORMATION
Stan Horton
Court Administrator/City Marshal
940-761-7882
stan.horton@wichitafallstx.gov
156
MUNICIPAL COURT OPERATIONS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Provide cost
To provide
quality municipal effective and
Have a sound efficient City
and public safety fiscal budget services to the 100% 100% 100%
services in a cost-
citizens of Wichita
effective manner.
Falls
To address and
maintain all cases Insure timely
collections on
filed with the cases including Maintain on-going °
court in a timely the timely closing programs. 100% 100% 100%
and efficient on cases.
manner
To communicate
with the citizens. Resolving cases in Review
Helping the a timelier manner opportunities to
public by using internet consolidate steps 100% 100% 100%
communicate and smartphone in resolving cases
with the court technology. in a timelier
electronically manner.
Filing and Maintain a good
maintaining all working system
citations written and records All citations are
by all city operation of all accounted for. 100% 100% 100%
departments cases filed with
the court.
157
MUNICIPAL COURT OPERATIONS
FY 2022 Budget Changes
• Personnel Services increased $61,244, or 7.93%, due to implementation of the MAG study.
• Utilities/Other Services increased $19,792, or 20.27%, due to returning to normal operations as the city
continues to recover from the pandemic.
EXPENDITURES BY CLASSIFICATION
\-1-1k4i4 I a 6
TEXAS
B&e5fr/54elderk Oppertwe'e5
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Gen Municipal Court Operations
Expenditures:
Personnel Services 703,120 771,913 833,157
Supplies 9,650 12,990 14,490
Maintenance&Repair 43 - 43
Utilities/Other Services 95,757 97,620 117,412
Other Expenditures 14,040 31,865 26,754
TOTAL Expenditures $822,610 $914,388 $991,856
PERSONNEL BY JOB TITLE
; ic4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Court Coordinator 1.00 1.00 0.00
Deputy Court Clerk 7.00 6.00 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 2.00 2.00
TOTAL- Municipal Court 14.03 14.03 13.03
*Removed Court Coordinator position and redistributed duties.
158
MUNICIPAL COURT OPERATIONS
EXPENDITURE BY ACCOUNT
U4i fills
i E X A 5
blueSkis.reT/o n Cpprr/un•te,
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Gen Municipal Court Operations
Expenditures:
Salaries-Supervision 182,098 187,270 196,563
Salaries-Clerical 213,472 259,127 245,538
Salaries-Operational 711 - 53,673
Pool Operational 80,765 99,874 90,000
Overtime 775 1,500 1,500
Terminal Pay 628 - -
Stability Pay 7,673 7,811 7,535
Cell Phone Allowance 731 720 720
FICA 37,409 32,537 36,235
TMRS Retirement 67,923 75,967 84,827
Life Insurance Contribution 576 600 618
Disability Insurance Contrib 343 317 467
Health Insurance Contributions 110,017 106,190 115,481
HSA Contributions-Employer - - -
Supplies-Minor Furniture 1,705 690 690
Supplies-Office 2,756 5,800 5,800
Supplies-Clothing and Uniforms - - 1,500
Supplies-Periodicals/Supplemts 1,415 3,000 3,000
Supplies-Ammunition - - -
Supplies-PC Software - - -
Supplies-Other 3,774 3,500 3,500
Maint-PC Software 43 - 43
Services-Telephone 6,753 3,225 6,569
Service-Wireless PhoneAircards 337 - 360
Services-Electricity 7,343 7,986 7,420
Services-Gas 1,289 1,527 1,434
Services-Wtr/Sewer/Sanitation 1,364 1,200 1,309
Services-Central Garage 7,193 6,682 7,220
Services-Bank 38,135 24,000 50,000
Services-Other Professional 31,567 50,000 40,000
Services-Binding/Printing 1,775 3,000 3,100
Travel Expenses 1,103 4,000 4,000
Education Registration 700 3,850 3,850
Lease Payments 1,709 1,975 1,864
Jury Fees 48 1,800 1,800
Memberships 240 240 240
Postage/Freight 10,241 20,000 15,000
TOTAL Expenditure: $822,610 $914,388 $991,856
159
PUBLIC INFORMATION
MISSION
The Public Information Office (PIO) is responsible for effectively communicating the business and activities of city
government, departments, services, and events to the public and the media.This is accomplished through use of
the city's website, Facebook,Twitter, Instagram,YouTube, Channel 1300 cable programming, press releases, and
newsletters. The PTO'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 content for the public cable
programming channel, social media, 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.
FY2021 ACCOMPLISHMENTS
• 93 general city press releases were compiled and issued.
• 18 City Council meetings were livestreamed.
• 59 Facebook posts were published over a 16-day span during Winter Storm Uri which reached 758,900
people.
• Added 3,316 followers to the City of Wichita Falls Facebook page.
• Increased the City of Wichita Falls Facebook page likes by 1,360.
CONTACT INFORMATION
Lindsay Barker
Director
940-716-5553
Lndsay.barker@wichitafallstx.gov
160
PUBLIC INFORMATION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PLAN PERFORMANCE FY2021 FY2022
DEPARTMENT PLAN STRATEGY MEASURE ESTIMATE TARGET
GOAL GOAL
Create
2.5 Educate Citizens
videos/interviews 2. Provide
explaining and Quality on Future Series of videos 0% 100%
showing the facility Infrastructure Infrastructure/Public
Facilities Needs
issues
Increase staff 5.Actively 5.1 Enhance Public One speaking
speaking Engage and Outreach and engagement a 25% 100%
engagements with Inform the
the Public Public Engagement quarter
Continue to develop 5.Actively 5.1 Enhance Public
and refine the Engage and Completion of the o
Citizen's Academy Inform the Outreach and Academy 100/ 100%
Class Public Engagement
Develop a brand 5.Actively
standard and social Engage and 5.3 Maintain Completion of the o
media policy for all Inform the Coordinated and policy 50% 100%
departments Public Trusted Messaging
FY 2022 Budget Changes
• Implementation of MAG and an additional Public Information Officer caused the $47,436, or 32.79%,
increase in personnel services.
• Maintenance and Repair costs increased $2,015.
EXPENDITURES BY CLASSIFICATION
TEXAS\ AliC4/4 Te;76.
BkmSkttS.Gjv/den Oyportee,,P,9.
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General Public Information
Expenditures:
Personnel Services 119,687 144,652 192,088
Supplies 3,738 1,600 2,125
Maintenance&Repair 64 360 2,375
Utilities/Other Sery 5,582 8,105 9,336
Other Expenditures 4,525 11,849 14,452
Capital Improvements - - 1,449
TOTAL Expenditures $133,595 $166,566 $221,825
161
PUBLIC INFORMATION
PERSONNEL BY JOB TITLE
li14c4i4 as City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Administrative Clerk Media 1.00 1.00 1.00
Producer 1.00 1.00 1.00
Video Producer 0.00 1.00 1.00
Public Information Officer 0.00 0.00 1.00
Community and Marketing Director 1.00 0.50 0.34
TOTAL- Public Information 3.00 3.50 4.34
*Prior to this year the Community and Marketing Director also served as the Public Information Officer.
EXPENDITURE BY ACCOUNT
--Ji
W/C4/4 a,
TEXAS
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General Public Information
Expenditures:
Salaries-Supervision 613 51,000 39,600
Salaries-Clerical 25,644 25,709 27,439
Pool Clerical - - -
Salaries-Operational 49,070 36,462 84,043
Overtime 697 - 1,000
Terminal Pay - - -
Stability Pay 1,348 138 412
Cell Phone Allowance - - 238
FICA 6,629 4,410 7,479
TMRS Retirement 13,810 10,398 17,285
Life Insurance Contribution 102 84 129
Disability Insurance Contrib 75 62 96
Health Insurance Contributions 21,619 16,389 14,202
HSA Contributions-Employer 80 - 165
Supplies-Minor Tools and Equip - 1,500 750
Supplies-Minor Furniture 147 - 500
Supplies-Office 1,714 - 750
Supplies-Photographic - - -
162
PUBLIC INFORMATION
Supplies-Periodicals/Supplemts 74 100 125
Supplies-Other 1,804 - -
Maint-Systems Software 64 360 2,375
Maint-Other Equipment - - -
Services-Telephone 1,406 3,245 2,196
Service-Wireless PhoneAircards - - 1,248
Services-Central Garage - - 642
Services-Other Professional 214 1,610 -
Services-Advertising 3,808 3,000 5,000
Services-Binding/Printing 154 250 250
Travel Expenses - 1,638 1,917
Education Registration 25 1,110 1,210
In-Service Train/Tuition Asst - - -
Lease Payments 884 816 840
Memberships 255 255 255
Boards/Local Meetings - - -
Public Relation/Promo 3,122 7,800 10,000
Postage/Freight 238 230 230
Other Machinery and Equipment - - 1,449
TOTAL Expenditure: $133,595 $166,566 $221,825
163
ENGINEERING DIVISION
MISSION
Deliver exceptional project and asset management by providing high quality and excellence in design,
construction, management, and asset tracking of critical infrastructure for the City.
SERVICES PROVIDED
• Develops plans and specification for City capital improvement projects to include, but not limited to:
water treatment and distribution system,wastewater treatment and collection system, drainage
improvements, roadways, and recreational amenities
• Inspects and approves all construction in the City's right-of-way
• Approves development plans and plats and provides inspection services and materials testing for new
and improved infrastructure
• Maintains and oversees the infrastructure mapping system and asset management
• Oversees the development of studies and future development for the City's infrastructure
FY2021 ACCOMPLISHMENTS
• Designed in-house $19M in capital improvement projects.
• Oversaw$25M in consultant design projects.
• Oversaw the construction of$35.4M in projects
o Completed two major sections of the bike trail from Seymour Rd to Barnett Rd and Loop 11
towards Lucy Park along the Wichita River
o Completed rehab of Holliday Creek Sanitary Sewer. Lined 3,975 LF of 36" pipe and 8,326 LF of
42" pipe and rehabbed 21 manholes.
o Completed full replacement of the Denver 1MG Elevated Storage Tank roof and painted the
interior and exterior.
o Finished the extension of Maplewood Ave from Lawrence Rd to McNeil Ave.
o Oversaw the completion of 161,381 linear feet of rehabilitated streets, 3,442 linear feet of
alleys, 2,307 linear feet of drainage improvements, 13,251 linear feet of new and replacement
water mains, rehab of 3,877 linear feet of sanitary sewer mains, and rehab of three lift stations
in the annual budgeted capital improvement program
• Oversaw$1.4M in new development to include the completion of 4,208 linear feet of streets, 2,307
linear feet of drainage improvements, 5,026 linear feet of water mains, and 5,322 linear feet of sanitary
sewer mains
• Provided oversite of 112 permits and plan reviews for franchised utilities, such as electrical, gas, and
fiber installations within the City's right-of-way
• Inspected 255 sidewalk, driveway approaches, curb and gutter repairs, and 12 private utility repairs
CONTACT INFORMATION
Blane Boswell, P.E.
City Engineer
940-761-7477
blane.boswell@wichitafallstx.gov
164
ENGINEERING DIVISION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PLAN PERFORMANCE FY2021 FY2022
DEPARTMENT PLAN STRATEGY MEASURE ESTIMATE TARGET
GOAL GOAL
Execute,design, Bid Annual Budgeted
and award of all 2.0 Provide 2.6 Enhance Focus on water,sewer,street, Award w/in 28 Award w/in 28
budgeted Long-Term Street and
Quality and alley CIP Projects days of days of
infrastructure Infrastructure Utility Infrastructure within 28 days of Schedule Schedule
rehabilitation Needs Schedule
projects
Maplewood
Complete 2018 2.0 Provide 2.6 Enhance Focus on Completion of Ave Extension Taft Blvd
Street Bond Quality Long-Term Street and Maplewood Ave completed. Widening 80%
projects Infrastructure Utility Infrastructure Extension and Taft Taft Blvd complete
Needs Blvd Widening Widening 10%
complete.
Promote
development Complete
2.6 Enhance Focus on
through accurate 2.0 Provide Development Review
Long-Term Street and 10 business
and timely design Quality of Site Civil Plans 8 business days
Utility Infrastructure days
review and on- Infrastructure Needs within 10 business
site inspection of days of submittal
infrastructure.
Provide accurate
infrastructure
mapping to 2.0 Provide 2.6 Enhance Focus on Require no more 200 Field Map 100 Field Map
properly manage Long-Term Street and than 250 Field Map
Quality Updates Work Updates Work
capital Infrastructure Utility Infrastructure Update Requests per Orders Orders
infrastructure Needs year
assets within the
City ROW.
Maintain accurate 2.0 Provide
2.6 Enhance Focus on 100%of Streets 100%of Streets
Long-Term Street and Assess every street Maintained & Maintained &
street condition Quality Utility Infrastructure every four years Inspected in Inspected in last
index. Infrastructure Needs last four years four years
165
ENGINEERING DIVISION
FY 2022 Budget Changes
• Personnel Services increased $139,306, or 9.91%, largely due to implementation of the MAG study.
• Supplies increased $4,676, or 23.57%, due to increased costs of materials.
EXPENDITURES BY CLASSIFICATION
4AlliC44 Ja 5'
TEXAS
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Engineering
Expenditures:
Personnel Services 1,294,052 1,405,722 1,545,028
Supplies 10,834 19,838 24,514
Maintenance&Repair 11,613 17,366 17,530
Utilities/Other Services 74,324 85,477 81,264
Insurance&Contract Supp. 15 15 15
Other Expenditures 11,579 18,360 18,641
Capital Improvements 14,091 10,000 -
Transfers Out - - -
TOTAL Expenditures $1,416,507 $1,556,779 $1,686,992
PERSONNEL BY JOB TITLE
Q;c4(ik /(s City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Civil Engineer 1.67 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 16.72 16.72 16.72
*No changes in personnel or FTE from the previous year.
166
ENGINEERING DIVISION
EXPENDITURE BY ACCOUNT
jitlic4i7fs
,.,5?„ 4Mo Onom-hooffk,
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Engineering
Expenditures:
Salaries-Supervision 217,764 215,057 235,653
Salaries-Clerical - - -
Pool Clerical 603 - -
Salaries-Operational 681,631 755,063 835,172
Overtime 12,044 16,806 14,000
Terminal Pay _ _ _
Certification Pay - - -
Stability Pay 15,744 15,331 15,331
Cell Phone Allowance 2,918 2,880 2,520
FICA 67,450 72,147 78,814
TMRS Retirement 145,787 165,611 180,947
Life Insurance Contribution 1,179 1,159 1,345
Disability Insurance Contrib 816 838 1,020
Health Insurance Contributions 147,643 160,312 179,047
HSA Contributions-Employer 474 518 1,179
Supplies-Minor Tools and Equip 675 2,305 2,305
Supplies-Minor Office Tools/Eq - 150 150
Supplies-Minor Furniture 1,362 828 4,982
Supplies-Office 5,307 10,050 10,050
Supplies-Medical/Drug _ 70 70
Supplies-Janitorial - 500 500
Supplies-Lab 3,017 3,375 3,375
Supplies-Clothing and Uniforms 66 410 410
Supplies-Educational 407 800 800
Supplies-Periodicals/Supplemts - 150 270
Supplies-Container _ _ _
Supplies-Heating Fuel - - -
Supplies-Personal Computers - 1,200 1,470
Supplies-PC Software - - 132
Supplies-Radios _ _ _
Supplies-Other - - -
Maint-Office Furniture/Equip - 1,000 1,000
Maint-Radios - 808 808
Maint-Instruments 4,581 6,570 6,570
Maint-PC Hardware - - -
167
ENGINEERING DIVISION
Maint-PC Software 87 88 -
Maint-Systems Software 6,721 7,400 7,400
Maint-Heating/Cooling Systems - 500 500
Maint-Warning Sirens _ _ _
Maint-Utility Cuts - - -
Maint-Buildings 225 1,000 1,252
Services-Telephone 5,205 8,679 6,811
Service-Wireless PhoneAircards 1,026 912 912
Services-Electricity 1,873 2,190 2,190
Services-Central Garage 57,741 53,856 58,361
Services-Other Professional 6,373 17,040 10,190
Services-Court Cost/Registrat - 400 400
Services-Advertising 1,602 2,000 2,000
Services-Binding/Printing 505 400 400
Services-Other Miscellaneous - - -
Insurance Expense 15 15 15
In City Mileage Reimbursement 3,323 3,300 3,301
Travel Expenses 1,880 3,100 3,100
Education Registration 2,379 5,200 5,200
Lease Payments 1,851 2,975 2,975
Memberships 857 1,685 1,965
Boards/Local Meetings - 100 100
Postage/Freight 1,289 2,000 2,000
Other Improvements _ _ _
Machines/Tools/Implements - - -
Instruments/Apparatus 14,091 10,000 -
Office Equipment - - -
PC Computer Equipment _ _ _
Oper Transfer-Other - - -
TOTAL Expenditure: $1,416,507 $1,556,779 $1,686,992
168
BUILDING INSPECTIONS
MISSION
The Building Inspection Division provides a platform for insuring the safety of the built environment
through codes and standards adopted by the City of Wichita Falls.The Permit Technician staff processes
applications, reviews submittals, and issues on average 36 permits per day. Commercial Plan Review
services are conducted by our Plan Reviewer to insure submittals meet local requirements prior to issuing
permits. Onsite inspections for building, electrical, plumbing, and mechanical work is completed by our
field inspector team and averages 79 inspections per day.
SERVICES PROVIDED
• Residential/Non-Residential Building Permit Review
• Residential/Non-Residential Building Inspections
• Oversight and Tracking of the City's Backflow Prevention program
• Answers daily technical and general questions from the public and contractors
• Attend Pre-Development meetings with potential building and development applicants to provide
technical information and guidance
• Building Inspections is assigned one Chief Building Official, one Assistant Building Official, one
Commercial Plan Reviewer, six building and trade inspectors, and two Permit Technicians
FY2021 ACCOMPLISHMENTS
• Building Inspection Division is exploring the expansion of capabilities of current and new
software systems to increase efficiency and provide additional services for stakeholders
• Enhancement and expansion of the City's internal Development Team for better permit and
development coordination among City departments
• Issuance of 127 New Residential Home Permits
• Generated $808,209 in permit fee revenue
• Conducted 14,082 inspections
• Provided continuous services throughout the COVID-19 pandemic
• Provided no cost permits for restoration and repair of services and property during the recovery
from Winter Storm Uri.
CONTACT INFORMATION
Wayne Smith, CBO
Chief Building Official
940-761-7460
wayne.smith@wichitafallstx.gov
169
BUILDING INSPECTIONS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC
STRATEGIC PLAN PERFORMANCE FY2021 FY2022
DEPARTMENT PLAN
GOAL MEASURE ESTIMATE TARGET
GOAL STRATEGY
Assist in leading and 4. Efficiently Deliver
advancing a solutions- City Services Increased public
oriented and "user 4'3 awareness of services
friendly" local 5.Actively Engage 5.1 and benefits the 20% 75%
government access and inform the 5.3 Division/Department
attitude within the public provides.
Division/Department
Review current
ordinances and
upcoming building
codes for adoption
Supporting innovative, with local architects
flexible building 3. Redevelop 3.3 and builders to 5% 75%
practices for Downtown
Downtown buildings evaluate,assess,and
mitigate potential
barriers to Downtown
building
redevelopment.
Create enhanced and
specialized checklists to
Supporting innovative, assist in providing
flexible building 3. Redevelop 3 3 additional clarity and 5% 75%
practices for Downtown options during pre-
Downtown buildings development meetings
for Downtown building
redevelopment.
Create policies, in Implementation of new
coordination with the MyGov and plan review
4. Efficiently Deliver software
Director,to improve 4.3 0 100%0
departmental City Services 4 5 enhancements to allow 10%
efficiencies and upload of plans;ability
customer take payments
service
online
4. Efficiently Deliver
Lead process for City Services
adoption of the 2020 4 3 Council adoption of 0% 100%
NEC and 2021 ICC amended code cycles
Codes
Assist the Director and
staff in conducting 4. Efficiently Deliver Provide a revised fee
development fee City Services 4.3 20% 100%
survey for proposed FY schedule for adoption
2022
170
BUILDING INSPECTIONS
Assist Director in Research and
preparing for implement
significant staff and 4. Efficiently Deliver technologies that will
organizational changes City Services 4.1 expand the abilities of 0% 75%
in Building Inspections the Division through
Division expanded roles,
software and training
Continue to assist
Director in leading
quarterly meetings 4. Efficiently Deliver Conduct a minimum of
with development City Services 4.3 four(4) meetings 0% 100%
stakeholders and annually
development-related
departments
Send bi-annual
development survey to 4. Efficiently Deliver Send surveys to 500
all customers in the City Services 4.2 customers;achieve a 100% 100%
permit system 20%response rate
Assist the Director and Implementation of
departmental staff to 3. Redevelop 3.2 Downtown Property Q
advance the downtown Maintenance Code and 50% 100%
plan as adopted by the Downtown 3.3 Vacant Structure
City Council Ordinance
Assist Assistant City
Manager and Director
in the development of 4. Efficiently Deliver Research and provide 0
permit checklists for City Services 4.3 actionable information 0% 100%
for checklists
plan review, platting,
and zoning applications
2. Provide Quality Research and
Lead Development and determine best path
re-organization of Infrastructure 2.2 forward for o o
backflow prevention 4.2 implementation of a 0% 100%
program 4. Efficiently Deliver Backflow Prevention
City Services
Program
Work with Department 4. Efficiently Deliver
Executive Assistant to City Services Provide information
and assets to provide
digitize and organize 4.2 accurate and accessible 20% 80%
file for compliance with 5.Actively engage 5.1
City Clerk standards and Inform the information for public
and state law Public records
171
BUILDING INSPECTIONS
FY 2022 Budget Changes
• Personnel Services increased $42,231, or 5.09%, due to implementation of the MAG study.
• Utilities/Other Services increased $7,078, or 20.05%,from the FY 2020-2021 adopted budget.
EXPENDITURES BY CLASSIFICATION
4;144 576.
TEXAS
Shoe_c ir,_re/aera Oppartun:t;
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Inspection
Expenditures:
Personnel Services 1,289,649 829,776 872,007
Supplies 5,517 6,758 8,150
Maintenance&Repair 692 558 637
Utilities/Other Services 68,971 35,308 42,386
Other Expenditures 13,605 10,600 15,600
TOTAL Expenditures $1,378,434 $883,000 $938,780
PERSONNEL BY JOB TITLE
; ic4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Assistant Building Official 1.00 1.00 1.00
Chief Building
1.00 1.00 1.00
Official/Development 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
*No changes in personnel or FTE from the previous year.
172
BUILDING INSPECTIONS
EXPENDITURE BY ACCOUNT
H _
AI/c4i4 ids
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Inspection
Expenditures:
Salaries-Supervision 200,391 183,810 159,149
Salaries-Clerical 18,909 - 24,690
Salaries-Operational 644,175 398,487 422,350
Overtime 5,012 - -
Terminal Pay - - -
Stability Pay 20,048 12,100 13,310
Cell Phone Allowance 5,106 2,160 3,240
FICA 64,507 40,105 43,913
TMRS Retirement 138,547 93,986 102,174
Life Insurance Contribution 1,155 738 809
Disability Insurance Contrib 847 540 614
Health Insurance Contributions 190,838 97,850 101,254
HSA Contributions-Employer 114 - 504
Supplies-Minor Tools and Equip 40 100 100
Supplies-Minor Furniture - - 800
Supplies-Office 4,689 2,500 2,500
Supplies-Medical/Drug - 50 50
Supplies-Clothing and Uniforms - - 750
Supplies-Educational - 300 300
Supplies-Code Books 277 3,000 3,000
Supplies-Personal Computers - 300 450
Supplies-System Software - - -
Supplies-PC Software 42 308 -
Supplies-Other 468 200 200
Maint-Systems Hardware - 250 250
Maint-PC Software 692 308 387
Services-Telephone 3,345 5,931 4,578
Service-Wireless PhoneAircards 7,750 3,404 3,192
Services-Central Garage 49,787 25,223 27,616
Services-Other Professional - - -
Services-Binding/Printing 1,694 750 2,000
Services-Subcontractors 6,395 - 5,000
Travel Expenses 61 1,700 2,500
Education Registration 1,034 2,500 3,000
Lease Payments 2,821 1,700 2,000
Vehicle Lease - - -
Memberships 562 700 700
Boards/Local Meetings 116 - 2,400
Postage/Freight 9,013 4,000 5,000
TOTAL Expenditure: $1,378,434 $883,000 $938,780
173
CODE ENFORCEMENT/DEVELOPMENT SERVICES
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.
SERVICES PROVIDED
• Enforcement of city ordinances related to property violations.
o Including but not limited to: Weeds/grass, rubbish/trash, outdoor storage, front yard parking,
unsecured vacant structures, sign violations
• Determining if vacant structures meet the criteria for demolition and completing the demolition process.
FY2021 ACCOMPLISHMENTS
• Between October 1, 2020 and June 1, 2021
o 4,845 Total Cases
o 8,475 Total Inspections
o 246 Citations Issued
• Twelve (12) Properties taken to City Council
o 713 Indiana (Commercial Property) the owner is in the demolition process to determine if the
property can be restored to a future commercial use.This project has been on the demolition list
since 2010.
• Vacant Property Registration Ordinance and Downtown Property Maintenance Code was adopted by City
Council with implementation currently in progress.
CONTACT INFORMATION
Rita Miller
Neighborhood Services Manager
940-761-8841
rita.miller@wichitafallstx.gov
174
CODE ENFORCEMENT/DEVELOPMENT SERVICES
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Development
and
Implementation 3.2 Continue Systems and policies are in place to
of systems& 3. Redevelop implementation effectively and efficiently enforce 45% 100%
policies related Downtown of the Downtown new ordinances. Implementation
to new Master Plan will begin in October 2021.
downtown
ordinances.
Assist Development Services staff
Participate in 1.6 Revitalize to determine needs,goals, and
Neighborhood 1.Accelerate Depressed and implementation of ordinances ° °
Economic needed in the revitalization efforts, 5/ 50%
Revitalization Growth Declining including possible implementation
efforts Neighborhoods
of new Code Officer for
revitalization area.
Continue to 4.3 Streamline Shorten the time it takes from the
4. Efficiently
improve the Municipal time a hazardous structure is °
Deliver City 45% 90%
demolition Business identified to the time it is
process Services Processes demolished.
175
CODE ENFORCEMENT/DEVELOPMENT SERVICES
FY 2022 Budget Changes
• Personnel Services increased $6,847, or 1.53%, due to implementation of the MAG study.
EXPENDITURES BY CLASSIFICATION
TEXAS
B�ucSkir,s Ge/oan Cep,rtun't
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Code Enforcement
Expenditures:
Personnel Services - 448,798 455,645
Supplies - 3,675 4,259
Maintenance&Repair - 452 401
Utilities/Other Services - 37,145 39,857
Other Expenditures - 11,138 11,177
TOTAL Expenditures - $501,208 $511,339
PERSONNEL BY JOB TITLE
--1;jd,c4i4 City of Wichita Falls, TX
TEXAS
FY Z019-ZO FY 20Z0-21 FY Z021-22
Neighborhood Services Manager 0.51 0.40 0.40
Code Enforcement Officer 3.78 4.70 4.70
Code Enforcement Officer II 0.92 0.90 0.90
SeniorAdmin Clerk 1.85 1.85 1.85
TOTAL-Code Enforcement 7.06 7.85 7.85
*No changes in personnel or FTE from the previous year.
176
CODE ENFORCEMENT/DEVELOPMENT SERVICES
EXPENDITURE BY ACCOUNT
1TEXAS
B,3?,m, / OB rt t
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Code Enforcement
Expenditures:
Salaries-Supervision - 15,063 15,064
Salaries-Clerical - 13,967 19,360
Salaries-Operational - 239,049 276,546
Overtime - - -
Terminal Pay - - -
Stability Pay - 7,535 1,613
Cell Phone Allowance - 1,530 360
FICA - 21,934 23,617
TMRS Retirement - 51,228 57,943
Life Insurance Contribution - 360 384
Disability Insurance Contrib - 282 293
Health Insurance Contributions - 97,850 60,465
HSA Contributions-Employer - - -
Supplies-Minor Tools and Equip - 25 25
Supplies-Minor Furniture - - 584
Supplies-Office - 3,000 3,000
Supplies-Medical/Drug - 50 50
Supplies-Clothing and Uniforms - 500 500
Supplies-Educational - - -
Supplies-Code Books - - -
Supplies-Personal Computers - - -
Supplies-System Software - - -
Supplies-PC Software - - -
Supplies-Other - 100 100
Maint-Systems Hardware - 100 100
Maint-PC Software - 352 301
Services-Telephone - - -
Service-Wireless PhoneAircards - 2,922 3,192
Services-Central Garage - 25,223 27,615
Services-Other Professional - - -
Services-Court Cost/Registrat - - -
Services-Advertising - - -
Services-Binding/Printing - 500 550
Services-Subcontractors - 8,500 8,500
Travel Expenses - 1,000 1,000
Education Registration - 750 1,000
Lease Payments - 888 777
Vehicle Lease - - -
Memberships - 500 400
Boards/Local Meetings - - -
Postage/Freight - 8,000 8,000
TOTAL Expenditure: - $501,208 $511,339
177
TRAFFIC ENGINEERING
MISSION
The Traffic Engineering Department is responsible for the following:
• Address traffic issues through analysis of traffic data and proper selection/application of traffic
control devices.
• Design, build, operate, and maintain traffic signals, school zone beacons, traffic control signs,
street lighting, and pavement marking.
• Operate and manage the City's computerized traffic control system.
• Investigate and abate traffic hazards.
• Operate school crossing guard program.
• Provide traffic engineering expertise in the real estate development process for upcoming
projects by coordinating with Public Works and Planning Departments.
• Assist the development process by analyzing traffic related projects through information,
document review, and traffic engineering expertise.
SERVICES PROVIDED
• Maintenance/repair on signals, street lights,traffic signs, and pavement markings
• Signal detection systems
• Outdoor warning systems
• School warning beacons
• Identification and installation of proposed bicycle infrastructure
• Install additional street lighting in the City, as needed
• Infrastructure improvements and reconstruction
• Annual sign replacement project
• Street lighting
• Annual roadway striping project
FY2021 ACCOMPLISHMENTS
• Installed 18 miles of Shared bike lane on Midwestern Pkwy and Fairway Blvd
• Installed signal system on Maplewood & McNiel
• Upgraded signal cabinets with TS-2 technology at three signalized intersections
• Preliminary work to address Wayfinding sign issues
• Continue to improve financial performance of the traffic department
CONTACT INFORMATION
Larry Wilkinson
Traffic Engineering Superintendent
940-761-7643
larry.wilkinson@wichitafallstx.gov
178
TRAFFIC ENGINEERING
GOALS & PERFORMANCE MEASURES
in
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Install 2. Provide 2.7 Continue the
additional Installation of 18-miles of shared $100,000 $100,000
shared bike Quality bicycle friendly bicycle lane infrastructure 4B funds 4B funds
lanes Infrastructure city initiative
2. Provide 2.1 Upgrade or Ensure proper replacement of
Upgrade Signal Quality replace outdated Traffic Signal Cabinets based on a $60,000 $50,800
Cabinets Infrastructure public facilities 25-year life cycle
Upgrade remaining school warning
Upgrade School 2. Provide 2.1 Upgrade or beacons to cellular communication
Warning Quality replace outdated to improve operational $0 $80,000
Beacons Infrastructure public facilities
performance
2. Provide 2.1 Upgrade or Upgrade roadway pavement
Annual Striping Quality replace outdated markings to better perform for
Project $50,000 $50,000
1 Infrastructure public facilities public use(5-Year Program)
Annual Sign 2. Provide 2.1 Upgrade or Replace annual signage identified
Replacement Quality replace outdated per section of City to better control $42,000 $44,000
Project Infrastructure public facilities sign performance and life cycle
Complete correction of Wayfinding
Replace 2. Provide 2.1 Upgrade or
Damaged Quality replace outdated deficiencies; prepare for annual
Wayfinder maintenance/repair of Wayfinding $181,000 $25,000
Y Infrastructure public facilities
Signs Infrastructure
Complete 2. Provide 2.1 Upgrade or Traffic Signal Infrastructure has a
Annual Traffic Quality replace outdated 50-Year Life Span; Complete $0 $80,000
Signal Overhaul Infrastructure public facilities reconstruction is recommended
FY 2022 Budget Changes
• Increases in Personnel Services of$56,951, or 6.80%, is largely due to implementation of the MAG study.
• Maintenance and Repair costs increased $40,002, or 30.42%.
• Utilities/Other Services increased $43,193, or 9.26%.
• Capital Improvements increased $361,402, or 183.31%, from FY 2020-2021.
• One-time increases are included for boring work, traffic signal overhaul, outdoor warning system circuit
board, outdoor warning unit amplifier and AI-500-070 cell communications unit.
179
TRAFFIC ENGINEERING
EXPENDITURES BY CLASSIFICATION
--j.r/1/1C4/4 51(5.
TEXAS
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General Traffic Engineering
Expenditures:
Personnel Services 713,057 837,018 893,969
Supplies 84,951 95,176 95,285
Maintenance&Repair 157,435 131,509 171,511
Utilities/Other Services 543,669 466,473 509,666
Insurance&Contract Supp.
Debt Expenditures 293,183 211,775 200,323
Other Expenditures 2,767 1,625 6,175
Capital Improvements 107,196 197,158 558,560
TOTAL Expenditures $1,902,259 $1,940,734 $2,435,489
PERSONNEL BY JOB TITLE
A/C4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Electronics Technician 1.00 1.00 1.00
Lead School Crossing Guard 0.34 0.34 0.34
School Crossing Guard 2.88 4.76 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 14.22 16.10 16.10
*No changes in personnel or FTE from the previous year.
EXPENDITURE BY ACCOUNT
180
TRAFFIC ENGINEERING
--1;illic4ik,a5,
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General Traffic Engineering
Expenditures:
Salaries-Supervision 78,043 77,459 80,984
Salaries-Operational 410,296 511,404 547,656
Overtime 13,989 13,500 16,000
Terminal Pay - - -
Certification Pay _ _ _
Stability Pay 8,608 8,608 8,745
Cell Phone Allowance 1,678 1,800 1,800
FICA 37,907 43,156 45,917
TMRS Retirement 70,579 86,258 92,050
Life Insurance Contribution 584 675 643
Disability Insurance Contrib 419 474 486
Health Insurance Contributions 90,955 93,684 99,688
Supplies-Motor Vehicle Fuel 1,172 - -
Supplies-Minor Tools and Equip 5,056 2,160 5,230
Supplies Minor Furniture _ - 250
Supplies-Office 635 1,000 1,200
Supplies-Medical/Drug 100 150 150
Supplies-Traffic Control 62,942 73,368 66,063
Supplies-Clothing and Uniforms 3,673 5,400 5,780
Supplies-Periodicals/Supplemts 3,427 4,500 4,500
Supplies-Animal Feed _ _ _
Supplies-Container - - -
Supplies-Personal Computers 2,866 - -
Supplies-PC Software 1,183 220 2,500
Supplies-Other 3,896 8,378 9,612
Maint-Preventative - - -
Maint-Machine/Tools/Implements 5,471 2,950 2,600
Maint-Office Furniture/Equip - - 250
Maint-Instruments - 5,780 4,950
Maint-PC Software - - 215
Maint-Systems Software 9,800 10,000 10,000
Maint-Heating/Cooling Systems - 250 750
Maint-Park Lighting 14,593 16,006 16,746
Maint-Signal Lights 36,158 40,925 71,290
Maint-Service Connections - - -
Maint-Street Lights 68,941 37,048 32,000
181
TRAFFIC ENGINEERING
Maint-Warning Sirens 21,684 16,000 30,610
Maint-Central Garage 789 2,550 2,100
Services-Telephone 5,992 3,646 5,777
Service-Wireless PhoneAircards 2,008 3,850 4,269
Services-Electricity 37,473 47,523 42,080
Services-Elect/Street Lights 342,281 250,000 295,000
Services-Gas 6,786 10,000 8,324
Services-Central Garage 149,129 151,254 154,216
Services-Binding/Printing - 200 -
Unemployment Compensation _ _ _
Bond Principal Payments 283,194 116,488 190,323
Bond Interest Payments 9,989 95,287 10,000
In City Mileage Reimbursement 2,384 1,300 2,800
Travel Expenses 4 - 1,000
Education Registration 30 - 2,000
Memberships - - 50
Postage/Freight 349 325 325
Machines/Tools/Implements 21,259 - -
Signs 40,602 115,584 122,451
Street Lighting 7,235 37,105 157,304
Traffic Signal Cabinets 38,100 - 46,100
Traffic Signal Control Equip - 14,000 57,890
Traffic Signal Infrastructure - 30,469 153,365
Warning Sirens - - 21,450
TOTAL Expenditure: $1,902,259 $1,940,734 $2,435,489
182
STREET MAINTENANCE
MISSION
Perform the highest level of quality maintenance of streets and drainage systems to ensure long-term
sustainability while providing safe movement of traffic and flow of storm water in the most efficient means.
SERVICES PROVIDED
• Maintenance of 540 miles of streets and 529 miles of drainage facilities within the City limits and ETJ
• Directly responsible for pothole repair, minor street repair, and street sweeping
• Complete utility cut repair which includes clean up, backfill, and finished surfaces
• Ensure drainage maintenance which includes culverts, bridges, open channels, residential detention
ponds, and ditches through making minor repairs, cleaning, and mowing.
• Maintain Lake Wichita dam and Holliday Creek, Lake Arrowhead, and Kickapoo dams, and lake lot roads
• Mow Water Treatment Plants and Towers and haul water sludge
• Complete emergency response during flooding,wind damage, and ice and snow events
FY2021 ACCOMPLISHMENTS
• Successfully completed 1,654 work orders and responded to 11,266 service calls.
• Repaired 870 utility cuts within an average of less than 23 calendar days of receiving the hole.
• Responded to 467 pothole repair work orders filling 2,240 potholes and 555 street skin patches.
• Completed sweeping of 3,696 curb miles improving the quality of City streets and protecting storm
water exceeding MS4 permit requirements
• Responded during two winter weather events ensuring safe travel for emergency personnel and the
public on priority 1 roadways.
• Cleaned, maintained, and mowed 97 detention ponds and over 500 miles of drainage improvements to
ensure the drainage system reliability.
CONTACT INFORMATION
Jose Caballero
Streets Superintendent
940-761-7970
jose.caballero@wichitafallstx.gov
183
STREET MAINTENANCE
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PLAN FY2021 FY2022
DEPARTMENT PLAN STRATEGY PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL
Manage and repair
utility cuts in a timely 2.6 Enhance Focus
manner to ensure 2.0 Provide on Long-Term 24 28
the safety of the Quality Street and Utility Close Utility Cuts within 28 Calendar Calendar
public and protection Infrastructure Infrastructure Calendar Days Days Days
of the City's Needs
infrastructure.
Ensure the City
Sweep Streets 2,500 curb
meets MS4 permit 3,000 curb 3,000 curb
requirements 2.6 Enhance Focus miles per year miles miles
through completion 2.0 Provide on Long-Term (MS4 Permit)
Quality Street and Utility
of measurable goals Clean and Maintain 30,000 LF
set forth by the Infrastructure Infrastructure of Drainage Channels per
approved Needs year 50,000 LF 50,000 LF
management plan (MS4 Permit)
Maintain City streets 2.6 Enhance Focus
by completing timely 2.0 Provide on Long-Term Respond to Pothole Service 37 40
and quality pothole Quality Street and Utility Requests within 40 calendar Calendar Calendar
repair and patching Infrastructure Infrastructure days Days Days
as needed. Needs
184
STREET MAINTENANCE
FY 2022 Budget Changes
• Personnel Services increased $202,017, or 7.36%, due to implementation of the MAG study.
• Utilities/Other Services increased $296,889, or 46.33%, due to increases in Central Garage charges which
reflect the maintenance, repair and fuel expenditures for the prior 3 years.
EXPENDITURES BY CLASSIFICATION
4;t1k4i4 Ja1�S
TEXAS
Bk e-5Xtes ro/*.Cppartu rties
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Street Maintenance
Expenditures:
Personnel Services 2,545,658 2,744,560 2,946,577
Supplies 29,753 58,902 59,472
Maintenance&Repair 407,058 182,422 182,290
Utilities/Other Services 765,228 640,803 937,692
Insurance&Contract Supp. 1,000 6,020 6,020
Other Expenditures 1,409 6,485 6,285
Capital Improvements 1,180,355 2,505,860 2,505,860
TOTAL Expenditures $4,930,462 $6,145,052 $6,644,196
PERSONNEL BY JOB TITLE
4;1;c4i4 a5. City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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.
185
STREET MAINTENANCE
EXPENDITURE BY ACCOUNT
TEXA5F, o Or ,4,7 i
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Street Maintenance
Expenditures:
Salaries-Supervision 46,327 45,365 49,309
Salaries-Clerical 31,962 31,616 31,616
Pool Clerical - - -
Salaries-Operational 1,499,138 1,657,975 1,773,185
Overtime 119,921 137,700 137,700
Terminal Pay - - -
Stability Pay 40,373 37,814 34,047
Clothing Allowance - - -
Cell Phone Allowance 734 720 1,080
FICA 126,668 122,294 135,950
TMRS Retirement 269,503 287,211 313,076
Life Insurance Contribution 2,100 2,251 2,244
Disability Insurance Contrib 1,546 1,629 1,724
Health Insurance Contributions 402,996 415,086 461,213
HSA Contributions-Employer 4,391 4,899 5,433
Supplies-Motor Vehicle 159 - -
Supplies-Minor Tools and Equip 2,908 8,500 8,500
Supplies-Minor Furniture 425 426 990
Supplies-Office 652 1,300 1,300
Supplies-Photographic - 100 100
Supplies-Medical/Drug - 100 100
Supplies-Physician 155 - -
Supplies-Janitorial 122 1,000 1,000
Supplies-Mechanical - - -
Supplies-Botanical/Agriculture - 6,000 6,000
Supplies-Traffic Control 15,067 14,900 14,900
Supplies-Linen - 350 350
Supplies-Periodicals/Supplemts - 100 100
Supplies-Container _ _ _
Supplies-Ice Chat - 10,000 10,000
Supplies-Heating Fuel 1,487 2,500 2,500
Supplies-Personal Computers - - -
Supplies-PC Software - 126 132
Supplies-Other 8,777 13,500 13,500
186
STREET MAINTENANCE
Maint-Machine/Tools/Implements 111 1,000 1,000
Maint-Pumps/Motors - 1,000 1,000
Maint-Radios - 550 550
Maint-PC Software 130 132 -
Maint-Heating/Cooling Systems - 500 500
Maint-Walks/Drives/Parking Lot 6,950 6,000 6,000
Maint-Storm Sewers 2,027 7,000 7,000
Maint-Street Overlay 131,031 156,640 156,640
Maint-Utility Cuts 264,708 - -
Maint-Buildings 1,885 1,400 1,400
Maint-East Scott Facility 216 - -
Maint-Bridges - 3,500 3,500
Maint-Dams - 500 500
Maint-Canals/Conduits - 3,200 3,200
Maint-Fences - 1,000 1,000
Services-Telephone 2,258 4,554 3,403
Service-Wireless PhoneAircards 2,719 2,808 5,424
Services-Electricity 7,563 8,587 7,868
Services-Gas 4,869 6,518 5,908
Services-Wtr/Sewer/Sanitation 233 250 221
Services-Central Garage 627,281 553,639 850,221
Services Consulting _ _ _
Services-Other Professional 109,751 50,000 50,000
Services-Binding/Printing 451 1,000 1,200
Services-Subcontractors 10,102 13,447 13,447
Insurance Expense - 20 20
Claims and Settlements 1,000 6,000 6,000
Travel Expenses 61 500 500
Education Registration 330 1,085 1,085
Lease Payments 587 700 500
Memberships 165 350 350
Rent-Equipment - 3,750 3,750
Postage/Freight 267 100 100
Other Improvements 1,180,355 2,505,860 2,505,860
Other Vehicles - - -
Machines/Tools/Implements _ _ _
Oper Transfer-Other - - -
TOTAL Expenditure: $4,930,462 $6,145,052 $6,644,196
187
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 2021.The Health District has a total annual budget
of approximately $6.2 million; of that amount, thirteen grants provide more than $2.6 million. The grants fund a
variety of programs within the organization including the following services: immunizations, COVID-19 response
and recovery, HIV prevention, tuberculosis, emergency preparedness, Texas Healthy Community Program, Texas
Comprehensive Cancer Control Program (TCCCP), Community and Clinical Health Bridge Program (CCHBP), and
the Woman, Infants & Children (WIC) Program. Leadership of the Health Department includes 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. Additionally, Health Administration includes
Emergency Preparedness,Vital Records, Billing, Front Desk/Reception, and a Quality Improvement position.
SERVICES PROVIDED
• Birth and Death Records
• Receipt of Payments for all services rendered by the Health District with the exception of Animal Services.
• Insurance billing for clinical services.
FY2021 ACCOMPLISHMENTS
• Currently working on the next iteration of the Community Health Assessment and the agency's Strategic
Plan to be completed prior to end of year.
• Led community-based COVID-19 response and recovery efforts by providing contact tracing and case
management for all COVID-19 positive individuals within Wichita County, with the goal of reducing the
spread of illness. As of June 2021, there were over 15,000 cases handled by the Health District. Staff
worked directly with over 600 businesses, non-profits and other community partners to provide
education, support and public health controls to ensure containment of disease and protection of the
community.Staff have coordinated vaccination efforts to ensure vaccines were provided to the prioritized
groups as soon as they were made available by the Texas Department of State Health Services.
• Routine Health District operations were maintained throughout the COVID-19 response and recovery
efforts, but often had to be modified to provide a safe environment for staff.
• Many activities planned for the 20-21 year had to be placed on hold due to the majority of staff within the
Health District devoting their time to COVID-19 response and recovery.
CONTACT INFORMATION
Lou Kreidler
Director of Health
940-761-7805
lou.kreidler@wichitafallstx.gov
188
HEALTH ADMINISTRATION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Update and administer
the Community Themes
&Strength and the
Forces of Change
Assessments based on To ensure that we have the
current trends and most up to date information
5.Actively 5.1 Enhance
information; to analyze the needs of the
subsequently update Engage& Public Outreach 0%due to
community and their 100%
Strengths,Weaknesses, Inform the and Engagement perception of the health of COVID
Opportunities,and Public our community. Conduct
Threats(SWOT) 1,000 surveys.
information to be used
in continued planning
and implementation of
the strategic plan.
4.1 Improve
employee
recruitment and Conduct quarterly meetings
4. Efficiently o
Continue quarterly all retention to communicate effectively 25%, due to
staff meetings. Deliver City with staff and increase team COVID-19 100%
Services 4. 5 Promote and building and rapport
encourage
innovation
4.2 Reinforce a
Maintain and/or culture of
4. Efficiently To ensure the public receive
increase number of birth Deliver City superior birth and death records in a 100% 100%
and death records customer
Services timely manner.
issued. services
189
HEALTH ADMINISTRATION
FY 2022 Budget Changes
• Personnel Services decreased $7,232, or 1.32%.
• Other Expenditures increased $9,783, or 46.89%.
• Supplies increased $6,440, or 214.67%.
EXPENDITURES BY CLASSIFICATION
41M:44 l Q(fs
TEXAS
Nees to 4elJ orOpyertroll'
2019-20 2020-21 2021-22
Expenditure/Expense By Department
Actual Adopted Adopted Budget
Health Administration
Expenditures:
Personnel Services 536,065 549,377 543,810
Supplies 4,900 3,000 9,440
Maintenance&Repair - - 1,593
Utilities/Other Services 196,976 177,417 173,834
Insurance&Contract Supp. 15 - -
Other Expenditures 24,511 20,862 30,645
TOTAL Expenditures $762,468 $750,656 $759,322
PERSONNEL BY JOB TITLE
; ic4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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
*No changes in personnel or FTE from previous year.
190
HEALTH ADMINISTRATION
EXPENDITURE BY ACCOUNT
\jiliiic4i4 a5
� TEXAS
B/Mb,StAsX 4AEXeA Op ortu wtAss
2019-20 2020-21 2021-22
Expenditure/Expense By Department Actual Adopted Adopted Budget
Health Administration
Expenditures:
Salaries-Supervision 210,656 211,192 222,467
Salaries-Clerical 170,398 179,379 177,539
Overtime 21 - -
Stability Pay 8,470 8,470 6,050
Cell Phone Allowance 1,106 1,080 1,080
FICA 28,501 29,139 29,485
TMRS Retirement 60,342 66,769 67,190
Life Insurance Contribution 519 522 503
Disability Insurance Contrib 301 262 382
Health Insurance Contributions 55,751 52,564 39,114
Supplies-Minor Tools and Equip 33 - 800
Supplies-Minor Furniture - - 2,500
Supplies-Office 4,453 3,000 5,160
Supplies-Clothing and Uniforms - - 605
Supplies-Periodicals/Supplemts 374 - 375
Supplies-PC Software 40 - -
Maint-Machine/Tools/Implements - - 150
Maint-Instruments - - 1,400
Maint-PC Software - - 43
Maint-Systems Software - - -
Services-Telephone 8,672 12,313 14,640
Service-Wireless PhoneAircards 1,315 1,325 1,500
Services-Electricity 28,591 36,294 32,128
Services-Gas 3,469 4,846 4,342
Services-Wtr/Sewer/Sanitation 6,584 7,800 7,392
Services-Cable TV 1,643 - -
Services-Central Garage 3,884 928 857
Services-Bank 8,721 9,000 8,350
Services-Audit - - -
Services-Other Professional 133,333 104,450 103,250
Services-Binding/Printing 424 461 850
Services-Other Miscellaneous 341 - 525
191
HEALTH ADMINISTRATION
Insurance Expense 15 -In City Mileage Reimbursement - -Travel Expenses - - 100
Education Registration 150 - -
Lease Payments 515 492 425
Memberships 3,465 - 3,445
Boards/Local Meetings 532 - 2,200
Postage/Freight 4,532 3,650 4,775
Administration Fees 15,317 16,720 19,700
TOTAL Expenditure: $762,468 $750,656 $759,322
192
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.
SERVICES PROVIDED
• Immunizations Clinic
• Sexually Transmitted Infection Clinic
• Tuberculosis Clinic
• HIV Prevention
• Diabetes Education
• Colon Cancer Awareness
• Tobacco Cession Education
• Epidemiology
• Healthy Living Classes
• COVID-19 tracing and case management
FY2021 ACCOMPLISHMENTS
• 12,143 COVID-19 vaccines given
• Case management of COVID-19 cases
• 100%of reportable Sexually Transmitted Infections (STI) received treatment and/or linkage to care
• 5 active TB cases received treatment
• Incorporated video sessions into healthy living programs
CONTACT INFORMATION
Lynette Williams, BSN, RN
Nursing Administrator
940-761-7892
lynette.williams@wichitafallstx.gov
193
CITY NURSING
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
To increase the
number of
5.Actively
clients seen in Engage& 5.1 Enhance Participate in at least one outreach 50%due to
each program 100%
Inform the Public Outreach event per month COVID
and to increase Public and Engagement
outreach to the
public
STI: Established
outreach with 5.Actively 5.1 Enhance
Participate in one outreach event at
the WFISD high Engage& Public Outreach 0%due to
schools. Inform the and Engagement one of the high schools per school 100%
COVID
Public year
To continue to 5.Actively 5.1 Enhance
educate the Engage& Public Outreach Produce educational materials for
community on Inform the and Engagement use on social media platforms 100% 100%
Public Health Public quarterly
Services
194
CITY NURSING
FY 2022 Budget Changes
• Personnel Services increased $60,726, or 10.95%, largely due to implementation of the MAG study.
• Supplies increased $4,812.
EXPENDITURES BY CLASSIFICATION
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Nursing
Expenditures:
Personnel Services 590,587 554,774 615,500
Supplies 84,049 122,306 127,118
Maintenance&Repair 535 898 1,093
Utilities/Other Services 15,596 23,651 25,228
Insurance&Contract Supp. _ -
Other Expenditures 4,914 2,500 3,744
TOTAL Expenditures $695,681 $704,129 $772,683
PERSONNEL BY JOB TITLE
--1;j�,74(i4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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
*No changes in personnel or FTE from the previous year.
195
CITY NURSING
EXPENDITURE BY ACCOUNT
�icki4a
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Nursing
Expenditures:
Salaries-Supervision 83,759 64,480 98,580
Salaries-Clerical 33,505 33,197 34,708
Pool Clerical - - -
Salaries-Operational 292,925 292,549 303,680
Overtime 12,185 - -
Terminal Pay - - -
Stability Pay 5,253 5,528 5,625
FICA 29,471 25,976 31,857
TMRS Retirement 65,204 62,869 73,335
Life Insurance Contribution 543 569 522
Disability Insurance Contrib 397 391 391
Health Insurance Contributions 67,327 69,215 66,802
HSA Contributions-Employer 17 - -
Supplies-Minor Tools and Equip 498 - -
Supplies-Minor Office Tools/Eq - - -
Supplies-Minor Furniture - - -
Supplies-Office 6,623 8,650 9,400
Supplies-Medical/Drug 72,564 110,010 109,008
Supplies-Chemical 385 1,900 1,150
Supplies-Clothing and Uniforms 2,059 - 3,591
Supplies-Educational 384 100 600
Supplies-Periodicals/Supplemts 739 1,326 1,349
Supplies-Promotional 797 - 1,700
Supplies-Personal Computers - - -
Supplies-System Software - - -
Supplies-PC Software - 320 320
Maint-Instruments 275 590 540
Maint-PC Hardware - 308 301
Maint-PC Software 260 - 252
Maint-Systems Software - - -
Services-Telephone 7,361 13,536 12,743
Service-Wireless PhoneAircards 449 360 2,160
Services-Other Professional 6,399 7,005 7,005
Services-Advertising - 250 250
Services-Binding/Printing 306 500 570
Services-Other Miscellaneous 1,081 2,000 2,500
Unemployment Compensation - - -
In City Mileage Reimbursement 300 - -
Travel Expenses 1,293 - 750
Education Registration 600 - 300
Lease Payments 2,174 2,000 2,054
Memberships 98 - 140
Postage/Freight 450 500 500
TOTAL Expenditure: $695,681 $704,129 $772,683
196
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 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 (OSSF/septic system) permits and inspections, and mosquito control. This represents 1,804
permits, 4,031 inspections and 380 complaints within the city limits in 2020. 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. Despite
disrupted staffing due to Covid-19 in 2020, 5,403 mosquito-breeding sites were checked and 929 sites were
treated. Mosquito control staff collected 63 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.Additionally,there were 613 calls
for service received, and trucks were deployed 62 times to spray for adult mosquitoes.
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
FY2021 ACCOMPLISHMENTS
• Developed and Implemented Standard Operating Procedures for On-site Sewage Facility Processing of
New Construction and Existing Applications
• Developed New On-site Sewage Facility Forms
• Developed New"Bare-hand Contact" Standard Operating Procedures and Updated Application
• Developed Sample "Time Only as a Public Health Control" Procedures and Forms
• Developed Sample "Hazard Analysis of Critical Control Points" Procedures and Forms
CONTACT INFORMATION
Samantha Blair
Environmental Health Administrator
940-761-7822
samantha.blair@wichitafallstx.gov
197
ENVIRONMENTAL HEALTH
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
4.2 Reinforce a
Study Adult N/A:
4. Efficiently Culture of
Mosquito Deliver City Superior Percent mortality at diagnostic Testing not >97%
Resistance To time available due
Pesticide Services Customer to COVID-19
Services
Educate Public 5.Actively
5.1 Enhance Number of Community
on Mosquito Engage and Public Outreach Engagement and Educational N/A 6
Mitigation Inform the and Engagement Activities Conducted
Strategies Public
Improve OSSF 4. Efficiently 4.4 Practice Percentage of SOPS Developed
Inspection Deliver City Effective 85% 100%
and Implemented
Process Services Governance
4.2 Reinforce a
Culture of
Superior
Customer
Services Percentage of Forms Updated 20% 100%
4.3 Streamline
Municipal
Standardize 4. Efficiently Business
Plan Review Deliver City Processes
Process Services 4.3 Streamline
Municipal
Business
Processes Staff Trained in Plan Review and
7
Pre-development Meeting 4
4.5 Promote and
Encourage
Innovation
198
ENVIRONMENTAL HEALTH
FY 2022 Budget Changes
• Personnel Services increased $91,360, or 14.80%, largely due to implementation of the MAG study.
• Supplies increased $53,237 due to a reduced need for chemicals in the previous fiscal year.
• Other expenditures increased $3,036 due to reimplementation of mileage, travel, and education
registration as travel has become available as conditions from the pandemic continue to improve.
EXPENDITURES BY CLASSIFICATION
\--1;111/C4i4
TEXAS
2019-20 2020-21 2021-22
Expenditure/Expense By Department
Actual Adopted Adopted Budget
Gen Environmental Health
Expenditures:
Personnel Services 618,252 617,502 708,862
Supplies 17,823 53,800 107,037
Utilities/Other Services 44,305 47,888 48,029
Other Expenditures 4,359 2,750 5,786
TOTAL Expenditures $684,739 $721,940 $869,714
PERSONNEL BY JOB TITLE
jit�/c4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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.
199
ENVIRONMENTAL HEALTH
EXPENDITURE BY ACCOUNT
4;1144 a5
ai sW- off.
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Gen Environmental Health
Expenditures:
Salaries-Supervision 66,523 56,992 58,407
Salaries-Clerical 37,352 36,650 43,736
Salaries-Operational 301,117 315,764 368,010
Pool Operational 14,108 - 31,325
Overtime 2,681 5,380 6,000
Terminal Pay _ _ _
Stability Pay 6,876 6,738 7,811
Cell Phone Allowance 2,665 3,240 2,880
FICA 32,139 32,119 36,951
TMRS Retirement 67,235 70,495 79,679
Life Insurance Contribution 558 552 563
Disability Insurance Contrib 403 384 423
Health Insurance Contributions 86,087 88,670 72,573
HSA Contributions-Employer 507 518 504
Supplies-Motor Vehicle Fuel - - -
Supplies-Minor Tools and Equip 923 2,050 2,050
Supplies-Minor Furniture 155 - 650
Supplies-Office 3,729 6,100 6,700
Supplies-Medical/Drug - 150 150
Supplies-Chemical 11,219 40,830 90,930
Supplies-Clothing and Uniforms 222 2,285 2,765
Supplies-Educational _ _ _
Supplies-Animal Feed - -Supplies-Personal Computers 70 - -
Supplies-PC Software 775 775 1,600
Supplies-Other 730 1,610 2,192
Maint-Machine/Tools/Implements - - -
Maint-PC Hardware - - -
Maint-Heating/Cooling Systems - - -
Services-Telephone 2,794 4,516 3,620
Service-Wireless PhoneAircards - 3,840 3,840
Services-Central Garage 38,507 36,604 36,343
Services-Advertising - - -
Services-Binding/Printing 1,483 1,000 2,570
Services-Other Miscellaneous 1,520 1,928 1,656
200
ENVIRONMENTAL HEALTH
Unemployment Compensation - - -
Contract-Tobol Industries _ _ _
In City Mileage Reimbursement - - -
Travel Expenses 1,277 - 1,100
Education Registration 913 - 1,000
Lease Payments 311 500 436
Postage/Freight 1,858 2,250 3,250
Permit Expense-City Projects _ _ _
Machines/Tools/Implements - - -
TOTAL Expenditure: $684,739 $721,940 $869,714
201
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 additional reorganization including changing our Animal Care
Officer (ACO) position into a hybrid role and doing away with our Animal Care Supervisor position. The hybrid
position enabled the Division to raise the pay for all officers using monies saved by dissolving the ACO supervisor
position. The reorganization was utilized to improve communication within the Division, reduce on-call burnout,
increase Division morale, and improve overall services offered to the public. This change will help the Division
focus on the health and wellbeing of the animals in the community. The current Division Head oversaw this
transition with the help of a newly appointed Animal Care and Kennel Coordinator 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, hoarding, dangerous animals, and many other cases.
• Commercial Permits - Grooming shop, Kennel, Performing Animal, Circus, Pet Store, Petting Zoo, Private
Animal Shelter, Stable, Riding School, Fowl/Rabbit/Guinea Pig/Ferret.
• Residential Permits- Fowl, Livestock, Livestock w/Identification, Pet Fancier, Project Animal, and Rabbit.
• Special Permits- Feral Cat Colony, Litter Permit, Seller Permit, and Stud Permit per breeding.
• Assisting other agencies
• Education - Responsible Pet Ownership course
• Trap Rental and Animal Removal from Trap.
• Deceased Animal Removal fee
FY2021 ACCOMPLISHMENTS
• Ordinances: Complete overhaul of our Animal Ordinances; working on making minor changes to improve
adoption outcome.
• Update our Dog park ordinance to present to City Council.
• 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 adoption training class for new adopters.
• Created a Shelter Management Plan.
• Owner surrender changed to appointment only. New SOP created.
• Changed euthanasia Policy and got rid of scheduled euthanasia days.
• Created a new training protocol for Animal Care Officers that includes two weeks of classroom training,
two weeks hands-on in the kennel, and two weeks out in the field.
• Changed disinfectant to Rescue,which has helped reduce the spread of disease in the shelter.
• Increased our live outcome rate from 51%to 68% (cats and dogs)
202
ANIMAL SERVICES
CONTACT INFORMATION
Nicki Bacon
Administrator
940-761-7834
nicki.bacon@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PLAN FY2021 FY2022
DEPARTMENT PLAN STRATEGY PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL
4. Efficiently 4.2 Reinforce a Increase in number of live
Increase Live Deliver City culture of superior release through active 70% >80%
Outcome Rate
Services customer services. community engagement
Increase
number of 4. Efficiently 4.2 Reinforce a
animals that Deliver City culture of superior Increase in number of animals 25% >50%
are Return to Services customer services. that are returned to owner
Owner
Community 4. Efficiently 4.2 Reinforce a Increased number of
Outreach (10 Deliver City culture of superior community events and - 100%
events) Services customer services. engagement sessions
Write Shelter
Operations
Plan,to include 4. Efficiently 4.2 Reinforce a Develop a comprehensive
improvements Deliver City culture of superior Shelter Operations Plan,which 60% 100%
in Emergency Services customer services. includes an Emergency Animal
Animal Sheltering Plan.
Sheltering Plan
FY 2022 Budget Changes
• Personnel Services increased $69,950, or 7.90%, due to implementation of the MAG study.
• Supplies increased $16,712, or 16.04%, due to increased cost for vaccines and other medical needs.
• Maintenance and Repair decreased $1,550, or 34.37%.
• Capital Improvements increased $18,000 for window replacement, cage repairs/replacements, and the
purchase of a horse trailer.The horse trailer is purchased with one-time funds.
203
ANIMAL SERVICES
EXPENDITURES BY CLASSIFICATION
;ic4i4 1(s
TEXAS
//.57,-,4ddero Opp,tun t,,f
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Animal Services
Expenditures:
Personnel Services 747,280 885,159 955,109
Supplies 74,479 104,190 120,902
Maintenance&Repair 5,955 4,510 2,960
Utilities/Other Services 91,101 94,365 95,878
Insurance&Contract Supp. 3,992 7,514 8,100
Other Expenditures 14,490 5,725 9,035
Capital Improvements - 5,000 23,000
TOTAL Expenditures $937,297 $1,106,463 $1,214,984
PERSONNEL BY JOB TITLE
1it�ic4/4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
AC&Adoption Supervisor 1.00 1.00 1.00
AC&Kennel Coordinator. 0.00 1.00 1.00
Administrative Clerk 0.00 1.00 1.00
Animal Care Specialist 0.00 1.00 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 3.00 3.00
Lead Kennel Tech 0.00 0.00 0.00
Senior Admin Clerk 2.00 1.00 1.00
Vet Tech 1.00 0.00 0.00
TOTAL-Animal Services 18.84 18.00 18.00
*No changes to FTE from previous year.
204
ANIMAL SERVICES
EXPENDITURES BY ACCOUNT
4;i1;c4i4 a
TEXAS
$/5k«'GP/a Oy®trns
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Animal Services
Expenditures:
Salaries-Supervision 54,358 54,787 60,217
Salaries-Clerical 48,443 53,394 55,632
Pool Clerical - - -
Salaries-Operational 408,429 517,857 545,900
Overtime 12,330 15,500 15,500
Terminal Pay _ _ _
Stability Pay 4,978 5,254 6,079
Cell Phone Allowance 729 720 540
FICA 39,824 43,029 48,798
TMRS Retirement 83,206 97,167 110,757
Life Insurance Contribution 707 772 795
Disability Insurance Contrib 512 547 605
Health Insurance Contributions 93,332 96,132 108,270
HSA Contributions-Employer 432 - 2,016
Supplies-Minor Tools and Equip 6,640 10,066 12,116
Supplies-Minor Office Tools/Eq _ _ _
Supplies-Minor Furniture 332 582 582
Supplies-Office 4,214 7,652 8,488
Supplies-Medical/Drug 22,051 34,218 37,662
Supplies-Chemical 9,769 11,914 10,944
Supplies-Clothing and Uniforms 7,926 7,145 11,745
Supplies-Educational 1,709 1,500 500
Supplies-Animal Feed 10,437 11,335 13,270
Supplies-Promotional - - 650
Supplies-Personal Computers 2,120 - 2,000
Supplies-PC Software 1,600 2,500 2,500
Supplies-Radios 422 935 2,030
Supplies-Other 6,895 16,343 18,415
Maint-Machine/Tools/Implements 5,327 2,410 -
Maint-Office Furniture/Equip - 1,100 1,600
Maint-Radios 282 300 1,360
Maint-PC Software 346 700 -
Maint-Health Facilities - - -
Services-Telephone 5,348 7,022 7,654
Service-Wireless PhoneAircards 4,321 5,088 7,142
205
ANIMAL SERVICES
Services-Electricity 18,283 23,107 20,481
Services-Gas 4,547 4,400 4,399
Services-Wtr/Sewer/Sanitation 4,885 6,000 5,220
Services-Central Garage 48,723 42,488 40,810
Services-Other Professional 2,685 4,810 5,022
Services-Advertising 1,755 - 1,050
Services-Binding/Printing 89 1,000 2,450
Services-Other Miscellaneous 464 450 1,650
Claims and Settlements - - -
Contract-Humane Society _ _ _
Contract-Other Agencies 3,992 7,514 8,100
In City Mileage Reimbursement 269 - -
Travel Expenses 5,446 - 2,000
Education Registration 2,120 - -
Lease Payments 3,428 2,725 2,725
Memberships 450 - 410
Boards/Local Meetings 108 - 400
Postage/Freight 2,670 3,000 3,500
Permit Expense-City Projects - - -
Buildings _ _ _
Other Machinery and Equipment - 5,000 23,000
TOTAL Expenditure: $936,933 $1,106,463 $1,214,984
206
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 1,650 clinical
tests were performed during the calendar year 2020. Additionally, over 1,300 clinical specimens were shipped to
the Texas Department of State Health Services (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, 75 soft serve 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 encourages 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 1,870 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
FY2021 ACCOMPLISHMENTS
• Processed and Shipped Specimen for COVID-19 testing
• Advised and Provided Information to local health 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
• Assisted with case management, data entry, report filing, and working the COVID-19 Hotline
• Completed a successful TCEQ assessment on May 17-19, 2021
CONTACT INFORMATION
Kriston Williams
Laboratory Technical Supervisor
940-761-7862
kriston.williams@wichitafallstx.gov
207
LAB/WATER POLLUTION
GOALS & PERFORMANCE MEASURES
FY22 STRATEGIC STRATEGIC PLAN PERFORMANCE FY2021 FY2022
DEPARTMENT PLAN GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
Maintain 4. Efficiently 4.2 Reinforce a culture Score 100%on all
Proficiency Deliver City of superior customer Proficiency Tests 100% 100%
Services services.
Reduce Lab 4. Efficiently 4.2 Reinforce a culture Minimize lab errors
Errors
Deliver City of superior customer that result in test 0% 0%
Services services. cancellation
Maintain Review and Update
Compliance 4. Efficiently 4.2 Reinforce a culture Policies and
with Deliver City of superior customer Procedures(as 100% 100%
Regulatory Services services. needed)to Maintain
Bodies Compliance
Maintain High
Level of 4. Efficiently 4.2 Reinforce a culture Provide accurate and
Customer Deliver City of superior customer timely service to 100% 100%
Satisfaction
Services services. customers
FY 2022 Budget Changes
• No major budget changes from the previous fiscal year.
EXPENDITURES BY CLASSIFICATION
AJ;c4i ors
TEXAS
B/S/F/e5 444e.Opp,t:t/e
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Lab Water Pollution
Expenditures:
Personnel Services 177,366 176,899 180,159
Supplies 27,039 31,906 33,876
Maintenance&Repair 5,625 7,501 8,101
Utilities/Other Services 11,956 16,889 16,483
Other Expenditures 2,733 2,805 3,521
Capital Improvements 6,485 -
TOTAL Expenditures $231,205 $236,000 $242,140
208
LAB/WATER POLLUTION
PERSONNEL BY JOB TITLE
; /c4i4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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.
EXPENDITURE BY ACCOUNT
-1;tilic4i4 5-44
$/sae,4o OpportmoPtle,
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Lab Water Pollution
Expenditures:
Salaries-Supervision - - -
Salaries-Clerical 12,393 12,345 18,175
Pool Clerical - - -
Salaries-Operational 115,627 113,693 121,846
Overtime 18 - -
Stability Pay 276 276 550
Cell Phone Allowance - - -
FICA 9,371 9,238 10,595
TMRS Retirement 17,989 19,019 21,248
Life Insurance Contribution 154 151 157
Disability Insurance Contrib 113 109 120
Health Insurance Contributions 21,426 22,069 7,468
Supplies-Minor Office Tools/Eq 4,399 4,400 4,500
Supplies-Minor Furniture _ _ _
Supplies-Office 2,574 2,050 2,050
Supplies-Medical/Drug _ _ _
Supplies-Lab 18,842 24,029 25,549
Supplies-Concession/Alcohol _ _ _
Supplies-Clothing and Uniforms 280 326 326
Supplies-Linen 390 441 641
209
LAB/WATER POLLUTION
Supplies-Educational 553 660 660
Supplies-Promotional - - 150
Supplies-Personal Computers - -Supplies-PC Software _ _ _
Maint-Machine/Tools/Implements 1,940 2,860 2,860
Maint-Instruments 3,642 4,641 5,241
Maint-PC Software 43 - -
Services-Telephone 2,673 4,573 3,667
Services-Other Professional 4,800 6,000 6,000
Services-Lab Proficiency Test 3,493 3,636 3,826
Services-Binding/Printing 222 1,050 1,060
Services-Other Miscellaneous 768 1,630 1,930
In City Mileage Reimbursement - - -
Travel Expenses _ _ _
Lease Payments 56 - 66
Memberships - - 650
Postage/Freight 2,677 2,805 2,805
Instruments/Apparatus 6,485 - -
TOTAL Expenditure: $231,205 $236,000 $242,140
210
POLICE DEPARTMENT
MISSION
Our mission is to provide exceptional police service and protection for our community.
The goal of the Wichita Falls Police Department is to create safer neighborhoods and business districts for our
visitors and residents to live, work, and enjoy.
SERVICES PROVIDED
• 24/7 police protection of the City and residents through proactive patrol strategies
• 24/7 Public Safety Access Point for 911 emergency and non-emergency Police/Fire/Ambulance calls for
assistance
• Criminal Investigations on cases filed by victims of crime
• Panic and burglar Alarm registration and police response
• Community Services Crime Prevention Programs(DARE, CRASE, Crime Free, etc.)
• Provide police criminal/incident and vehicle accident reports to requesting citizens
FY2021 ACCOMPLISHMENTS
• Completed installation and successful GO LIVE with the Central square CAD/RMS/mobile project as the
new public safety system infrastructure
• Completed installation and successful GO LIVE with the Brazos Ticket Writer system
• WFPD applied for and received grant funding in the amount of$346,023.41
• WFPD completed the Recertification audit by TPCAF for Texas Best Practices in Law Enforcement
• Completed transition from UCR to NIBERS for crime statistical reporting to the FBI
• Reduced overall Part 1 Crime by 1%
• Graduated the 73rd Police Academy and began training for the 74' Police Academy
• Post COVID lifted restrictions, the WFPD has restarted the Citizen and Jr. Police Academies
• Navigated two large Black Lives Matter (BLM) protest marches with no citizen(s) injured or buildings
damaged
CONTACT INFORMATION
Manuel Borrego
Chief of Police
940-761-6832
manuel.borrego@wfpd.net
211
POLICE DEPARTMENT
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PLAN FY2021 FY2022
DEPARTMENT PLAN STRATEGY PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL
Intelligent led Proactive Policing -1%from
Reduce Part 1 #Property Crimes policing Intelligence gathering previous -1%
Crime #Violent Crime
concepts Community support year
Develop
partnership Reduce police First year
with MHMR to calls for service Seek federal grant #of partnership responses
funding #of calls involving mentally data Unknown
focus on police involving the collection
call involving mentally ill Develop response plan ill
the mentally ill
closest officer to the
Maintain Police Using CAD
call strategy
Response time system for Overall response time to 0-3 4min
to priority 1-3 Officer call Maintain enough Priority type calls 4min 29sec 30sec
calls for service assignment patrol officers on the
street for police action
requirements
Prioritize case
Maintain Use best practices
current level of management investigation Case assignment vs case 43% 43%
case clearance and case techniques clearance
assignment
212
POLICE DEPARTMENT
FY 2022 Budget Changes
• Personnel Services increased $1,879,561, or 7.63%, due to implementation of the MAG study.
• Utilities/Other Services increased $203,605 due to an increase in the Central Garage charge.
• Fiscal Year 2020/21 =$26,822,636 Submitted Fiscal Year 2021/22 = $29,459,301
• Capital Improvements increased $550,000. One-time funds for the purchase of Tasers.
EXPENDITURES BY CLASSIFICATION
lit�icki1(5
B/Sk u 9oae Ceporf dies
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Police
Expenditures:
Personnel Services 20,854,344 24,630,161 26,509,722
Supplies 333,555 385,360 388,197
Maintenance&Repair 30,956 47,752 45,289
Utilities/Other Services 1,590,847 1,644,237 1,847,842
Insurance&Contract Supp. 74 2,015 2,015
Other Expenditures 76,445 113,111 116,236
Capital Improvements - - 550,000
TOTAL Expenditures $22,886,221 $26,822,636 $29,459,301
213
POLICE DEPARTMENT
PERSONNEL BY JOB TITLE
A14i ��s City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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
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 I 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
*No changes in personnel or FTE from the previous year.
214
POLICE DEPARTMENT
EXPENDITURE BY ACCOUNT
\--1A1):C4ibr a
TEXAS
B/uoSkes 4o/oen Opyortwn Pec
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Police
Expenditures:
Salaries-Supervision 148,735 147,625 155,000
Salaries-Clerical 1,181,432 1,166,800 1,366,631
Pool Clerical 416 - -
Salaries-Operational 11,295,204 15,010,287 16,563,114
Pool Operational 13,706 32,977 31,325
Overtime 375,322 318,696 318,696
Terminal Pay 14,710 3,905 -
Certification Pay 273,052 274,320 268,440
Assignment Pay 30,923 31,600 19,200
Stability Pay 60,480 59,132 57,480
Longevity 473,164 478,635 475,876
Clothing Allowance 28,603 28,800 28,224
Cell Phone Allowance 6,683 6,480 7,020
FICA 1,275,061 1,215,960 1,321,933
TMRS Retirement 2,730,669 2,821,230 3,033,693
Life Insurance Contribution 21,601 21,561 21,846
Disability Insurance Contrib 15,524 15,057 16,567
Health Insurance Contributions 2,893,819 2,980,634 2,808,998
HSA Contributions-Employer 15,240 16,464 15,679
Supplies-Motor Vehicle - 50 300
Supplies-Minor Tools and Equip 2,361 9,122 7,785
Supplies-Minor Office Tools/Eq 426 7,959 7,146
Supplies-Minor Furniture 5,160 5,140 9,062
Supplies-Office 70,680 70,000 71,478
Supplies-Photographic 233 2,000 6,800
Supplies-Medical/Drug 249 1,425 1,725
Supplies-Physician 264 - -
Supplies-Chemical 1,566 7,824 6,640
Supplies-Clothing and Uniforms 132,855 162,123 160,826
Supplies-Linen 1,373 1,133 1,133
Supplies-Educational 754 2,061 2,250
Supplies-Periodicals/Supplemts 8,095 2,454 5,497
Supplies-Ammunition 53,241 68,656 70,772
Supplies-Citizen Part Program 1,993 2,000 2,000
215
POLICE DEPARTMENT
Supplies-Promotional 504 3,500 3,500
Supplies-Personal Computers 284 749 500
Supplies-PC Software 1,831 - 2,270
Supplies-Other 51,687 39,164 28,513
Maint-Machine/Tools/Implements 492 4,449 4,625
Maint-Office Furniture/Equip 3,312 5,365 5,365
Maint-Radios - 3,000 3,000
Maint-Instruments 2,503 5,550 6,244
Maint-PC Software 8,729 13,468 10,135
Maint-Police Facilities 15,920 15,920 15,920
Services-Telephone 42,482 65,336 54,554
Service-Wireless PhoneAircards 13,145 13,676 19,589
Services-Electricity 52,510 60,904 55,423
Services-Gas 2,693 3,228 3,020
Services-Wtr/Sewer/Sanitation 9,482 9,500 9,554
Services-Central Garage 1,339,514 1,301,420 1,508,995
Services-Chemical Disposal - 5,000 2,000
Services-Other Professional 25,643 68,772 72,279
Services-Binding/Printing 1,961 5,750 7,100
Services-Subcontractors Mowing 8,250 9,000 9,000
Services-Other Miscellaneous 95,168 101,651 106,328
Insurance Expense 15 15 15
Claims and Settlements 59 2,000 2,000
Travel Expenses 13,438 27,975 26,610
Education Registration 4,111 9,245 12,335
In-Service Train/Tuition Asst 24,300 32,750 32,750
Lease Payments 19,709 20,650 21,778
Memberships 5,416 7,391 7,663
Boards/Local Meetings 277 2,600 2,600
Postage/Freight 9,194 12,500 12,500
Other Machinery and Equipment - - 550,000
TOTAL Expenditure: $22,886,221 $26,822,636 $29,459,301
216
FIRE DEPARTMENT
MISSION
To preserve life and property, promote public safety, and foster community partnerships through innovative,
effective, and responsible all-hazard incident response.
SERVICES PROVIDED
• Structure fire, grass fire, fire alarm, and vehicle accident response.
• Emergency Medical response.
• Hazardous Material response along with Confined Space, High-Angle, and Trench Rescue capabilities.
• Regional Response Team for North Texas Association of Local Governments' 11 county jurisdiction.
• Texas Interstate Fire Mutual Aid System (TIFMAS) Wildland Strike Team.
• Wichita Falls Area All-Hazards Incident Management Team (WF-AHIMT); a Type 3 large-scale emergency
response team.
• Fire and arson investigation.
• Public fire safety education along with fire code enforcement and new construction plans review.
• Community engagement, including but not limited to: Citizen's Fire Academy, station tours, community
events, and charitable giving (through the Wichita Falls Professional Firefighter's Association).
FY2021 ACCOMPLISHMENTS
• Achieved an ISO Class 1 rating for fire suppression, water supply, and dispatch.
• Responded to more than 12,000 calls for service.
• Logged more than 27,000 hours of training.
• Successfully recruited and trained 25 new firefighters.
• Updated and published department's General Orders.
• Received grants in excess of$75,000.
• Successfully responded to and helped lead the community through the emergency snow event of
February 2021.
CONTACT INFORMATION
Ken Prillaman
Fire Chief
(940) 761-7903
ken.prillaman@wichitafallstx.gov
217
FIRE DEPARTMENT
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Meet national 4.2 Reinforce a
standards for 4. Efficiently culture of Assemble 15 firefighters within nine staffing first deliver city superior 100% 100%
minutes
alarm services. customer
assignments service.
Meet national
standards for 4.2 Reinforce a
4. Efficiently culture of First arriving engine on scene within
first arriving deliver city superior 320 seconds of dispatch, 95%of the 98% 98%
apparatus on
all structure services. customer time.
service.
fires
Meet national
standards for 4.2 Reinforce a
4. Efficiently culture of Assemble entire first alarm
assembling deliver city superior assignment within 560 seconds of 90% 92%
entire first services. customer dispatch,90%of the time.
alarm
service.
assignment
Maintain 4.2 Reinforce a
national and 4. Efficiently culture of Document 38,444 hours of training
state standards deliver city superior 27,800 38,444
for hours of services. customer across all disciplines.
training service.
Meet national
standards for 4.2 Reinforce a
4. Efficiently culture of Initial arriving unit to arrive on
arriving on deliver city superior scene within 320 seconds of 95% 95%
scene for
medical services. customer dispatch,95%of the time.
service.
emergencies.
218
FIRE DEPARTMENT
FY 2022 Budget Changes
• Personnel Services increased $728,528, or 4.50%, due to implementation of the MAG study.
• Outsourcing all annual hose testing.
• Automating fire life safety inspections.
• Increasing Fire Officer training and certification/accreditation.
EXPENDITURES BY CLASSIFICATION
TEXAS4;111,-c4;1.-,-F;16,
$k 5tte5 G,Ma Oppert:7Mi5
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Fire
Expenditures:
Personnel Services 15,936,172 16,193,792 16,922,248
Supplies 232,156 306,062 316,262
Maintenance&Repair 16,157 26,425 26,468
Utilities/Other Services 1,128,973 1,149,482 1,315,240
Insurance&Contract Supp. 15 -
Other Expenditures 56,486 63,878 65,378
Capital Improvements 77,389 -
Transfers Out 71,157 71,296 85,149
TOTAL Expenditures $17,518,506 $17,810,935 $18,730,745
PERSONNEL BY JOB TITLE
p_ _
Aic(ti>aa City of Wichita Falls,TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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.
219
FIRE DEPARTMENT
EXPENDITURE BY ACCOUNT
--1;11)7C4ibrf ors
TEXAS
8//lb5t/Ly:*later Oppert(M/fw
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Fire
Expenditures:
Salaries-Supervision 335,021 342,931 346,613
Salaries-Clerical 68,697 68,744 72,870
Pool Clerical 2,334 - -
Salaries-Operational 10,137,750 10,475,738 10,934,874
Overtime 584,673 404,250 576,000
Terminal Pay - - -
Certification Pay 131,568 134,880 125,460
Assignment Pay 53,919 52,800 54,000
Stability Pay 2,420 2,420 1,348
Longevity 350,819 337,223 347,113
Cell Phone Allowance 2,201 2,520 2,880
FICA 866,739 873,944 940,970
TMRS Retirement 46,902 52,075 38,499
Life Insurance Contribution 13,574 13,843 13,614
Disability Insurance Contrib 9,948 9,889 10,449
Health Insurance Contributions 1,808,564 1,876,443 1,848,074
HSA Contributions-Employer 12,619 12,105 15,011
Fire Pension Contribution 1,508,426 1,533,988 1,594,473
Supplies-Motor Vehicle Fuel 266 - -
Supplies-Minor Tools and Equip 44,546 52,220 52,220
Supplies-Minor Furniture 2,130 12,340 12,340
Supplies-Office 3,629 6,000 7,000
Supplies-Photographic 408 500 500
Supplies-Medical/Drug 15,171 15,450 17,950
Supplies-Janitorial 11,360 15,000 18,000
Supplies-Chemical 5,549 5,902 5,902
Supplies-Botanical/Agriculture 463 850 2,850
Supplies-Clothing and Uniforms 52,643 65,000 65,000
Supplies-Firefighting Clothing 84,324 106,145 106,145
Supplies-Linen 1,160 1,000 2,000
Supplies-Educational 4,558 17,500 17,500
Supplies-Periodicals/Supplemts 30 1,065 1,065
Supplies-Code Books 1,346 1,485 2,185
Supplies-Heating Fuel 1,571 - -
220
FIRE DEPARTMENT
Supplies-Personal Computers - - -
Supplies-PC Software 342 - -
Supplies-Other 2,661 5,605 5,605
Maint-Radios 2,462 4,125 4,125
Maint-Instruments 13,609 22,300 22,300
Maint-PC Software 87 - 43
Services-Telephone 31,096 28,467 34,207
Service-Wireless PhoneAircards 912 956 360
Services-Electricity 54,081 62,466 56,920
Services-Gas 11,117 13,721 12,726
Services-Wtr/Sewer/Sanitation 11,264 - 7,139
Services-Central Garage 1,002,815 1,019,363 1,167,579
Services-Other Professional 16,245 23,509 33,809
Services-Binding/Printing 1,406 1,000 2,500
Services-Other Miscellaneous 37 - -
Insurance Expense 15 -Travel Expenses 7,501 4,695 4,695
Education Registration 40,614 50,043 50,043
Lease Payments 2,868 2,129 2,129
Memberships 1,754 2,511 2,511
Postage/Freight 3,749 4,500 6,000
Machines/Tools/Implements 77,389 - -
Oper Transfer-Other 71,157 71,296 85,149
TOTAL Expenditure: $17,518,506 $17,810,935 $18,730,745
221
CITY RECREATION
MISSION
Our mission is to improve the quality of life of our citizens by delivering quality programs and 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.
SERVICES PROVIDED
• Programming, registration, and marketing of low cost quality recreational programs for all ages.
• Programming, registration, and marketing of recreational programs for citizens over the age of 50.
• Programming, registration, and marketing of athletic leagues and tournaments.
• Preparation and maintenance of recreation facilities and equipment.
• Administration and marketing of reservations for rental facilities and equipment.
FY2021 ACCOMPLISHMENTS
After closing all programs due to Covid-19:
• Reopened 50 Plus Zone, Day Camps, and Swimming Pool.
• Reestablished Recreation,Athletics, and Special Events programs.
• Recruited two youth softball tournaments for the spring season.
• Hosting Texas Amateur Athletic Federation Annual Conference in September.
CONTACT INFORMATION
Scott McGee
Recreation Services Administrator
940-761-7492
scott.mcgee@wichitafallstx.gov
222
CITY RECREATION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
3. Redevelop
Downtown
4. Efficiently 3'8 Reestablish long running
Reestablish 3.9
Sponsorship for Deliver City 4 4 programs and special events 70% 100%
Services without budget increase during
Special Events 5.Actively Engage 5.1 the next two years
and Inform the
Public
1.Accelerate
Recruit new Economic Growth 1.3
events to the 3. Redevelop 1.7
Sports Complex Downtown 3.5 Recruit up to five new leagues, 50% 100%
and other 4. Efficiently 3.7 tournaments,or events
venues Deliver City 4.5
Services
1.Accelerate
Reopen existing Economic Growth 1.8
3. Redevelop Reopen all successful existing
programs and 3'8
Downtown programs;create and expand 80% 100%
develop new 4. Efficiently 3.9 programs for youth.
youth programs 4.4
Deliver City
Services
Develop a plan 1.Accelerate 1.6 Develop a plan for financing the
to update the Economic Growth
Sports Complex 2. Provide 2.1 Sport Complex improvements 70% 100%
and Lucy Park Adequate 2.3 and possible alternatives to the
Pool Infrastructure 2.5 Lucy Park Pool
4. Efficiently 4.2
Reevaluate Deliver City
4.3 Create a more efficient
Facility Services 4.4 administration of the current 60% 100%
Reservation 5.Actively Engage
process. and Inform the 4.5 rental process.
Public 5.1
223
CITY RECREATION
FY 2022 Budget Changes
• Personnel Services increased $97,983, or 11.60%, due to implementation of the MAG study.
• Utilities/Other Services decreased $7,078.
EXPENDITURES BY CLASSIFICATION
TEXAS);C4i
B/5frer,Cq/e Oppe,r+ties
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Recreation
Expenditures:
Personnel Services 759,480 885,561 983,544
Supplies 47,040 76,945 76,910
Maintenance&Repair 35,671 34,200 39,043
Utilities/Other Services 331,097 392,386 385,308
Other Expenditures 15,428 26,815 23,160
Capital Improvements - 1,500 1,500
TOTAL Expenditures $1,188,717 $1,417,407 $1,509,465
224
CITY RECREATION
PERSONNEL BY JOB TITLE
A14i ��s City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Administrative Secretary 1.00 1.00 1.00
Camp Supervisor 0.38 0.38 0.38
Concession Worker I 0.96 0.96 0.96
Facility Monitor- G 2.50 1.50 1.50
Facility Monitor-Gym 0.00 1.00 1.00
Lifeguard 1.15 1.15 1.15
Maintenance Worker 4.00 2.00 2.00
Mwr Recreation -Tf 0.00 0.50 0.50
Mwr- Recreation Tf 0.00 0.50 0.50
Mwr- Recreation-Tf 0.00 0.50 0.50
Mwr Recreation-Tf 0.00 0.50 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 0.15 0.15
Recreation Leader/50 2.00 1.00 1.00
Recreation Leader/Da 0.00 1.80 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 1.00 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 21.22 21.22
*No changes in personnel or FTE from the previous year.
225
CITY RECREATION
EXPENDITURE BY ACCOUNT
4Allic4ik,a
T E%A S
6/uE secs l,/, 7 Cppe,r 4in<7as
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Recreation
Expenditures:
Salaries-Supervision 64,537 63,544 68,089
Salaries-Clerical 61,196 62,816 66,545
Pool Clerical 449 5,000 -
Salaries-Operational 406,940 518,690 594,110
Pool Operational 1,456 - -
Overtime 11,032 25,000 -
Terminal Pay - - -
Stability Pay 13,008 12,100 10,890
Cell Phone Allowance 366 360 360
FICA 41,760 33,995 54,302
TMRS Retirement 65,569 68,157 85,953
Life Insurance Contribution 549 530 600
Disability Insurance Contrib 396 381 455
Health Insurance Contributions 92,222 94,989 102,240
Supplies-Motor Vehicle Fuel - - -
Supplies-Minor Tools and Equip 186 1,500 1,500
Supplies-Minor Office Tools/Eq - -Supplies-Minor Furniture 75 _ -
Supplies-Office 2,683 4,060 4,060
Supplies-Photographic _ _ _
Supplies-Medical/Drug 50 - -
Supplies-Janitorial 1,094 5,000 5,000
Supplies-Chemical 7,551 11,235 7,350
Supplies-Recreation 7,513 8,500 9,500
Supplies-Athletic 744 2,600 3,000
Supplies-Concession 14,752 30,750 31,500
Supplies-Concession/Alcohol - - -
Supplies-Clothing and Uniforms 3,119 2,000 2,000
Supplies-Periodicals/Supplemts - - -
Supplies-Citizen Part Program _ _ _
Supplies-Personal Computers - -Supplies-PC Software 360 - -
Supplies-Other 8,913 11,300 13,000
Maint-Machine/Tools/Implements _ _ _
226
CITY RECREATION
Maint-Pumps/Motors - 1,000 1,000
Maint-Office Furniture/Equip 211 2,200 2,500
Maint-PC Software 43 - 43
Maint-Heating/Cooling Systems - 1,000 1,000
Maint-Water Mains - - -
Maint-Buildings - 2,500 4,500
Maint-Parks Facilities 5,574 4,000 4,000
Maint-Library 2,555 - -
Maint-Other Structures 27,289 23,500 26,000
Services-Telephone 6,859 8,500 7,954
Service-Wireless PhoneAircards 1,535 4,000 4,360
Services-Electricity 96,319 108,909 99,916
Services-Central Garage 54,894 54,777 59,578
Services-Bank 4,503 6,000 6,000
Services-Other Professional 158,458 185,200 185,200
Services-Advertising 5,445 10,000 7,000
Services-Binding/Printing 3,085 15,000 15,300
Services-Subcontractors _ _ _
Unemployment Compensation - -Travel Expenses 2,580 3,940 1,580
Education Registration 6,690 8,200 8,200
Lease Payments 2,759 1,575 1,080
Memberships 335 1,400 600
Rent-Equipment 630 7,500 7,500
Rent-Land/Structures - 1,200 1,200
Postage/Freight 2,433 3,000 3,000
PC Computer Equipment - - -
Other Machinery and Equipment - 1,500 1,500
TOTAL Expenditure: $1,188,717 $1,417,407 $1,509,465
227
PARKS 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 multiple landscapes,trails, and nice parks for the public to enjoy.
SERVICES PROVIDED
• Parks Maintenance Division maintains 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, Muehlberger Travel Center, and SAFB Travel Plaza, along with the 12
ornamental median structures located throughout city.
• City Lot Division maintains the City-owned trustee lots and the mowing of Code Enforcement violations;
the crew mowed 4770 lots and cleaned 70.They also have removed several large trees on trustee lots
that pose a threat to private properties.
• MPEC/BP/ROW Division maintains 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 maintains operations of the four City-owned cemeteries.They conducted 66 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,
only 90 have sold.Another 350 spaces will require heavy equipment to complete. It should be complete
summer/fall 2022.
FY2021 ACCOMPLISHMENTS
• Continued another year in contract with WSC on outsourcing the maintenance of eighteen parks that are
ten acres or less. Very good communication and quality of work from WSC.
• Installed three new playgrounds. One at Kiwanis Park; this was gifted to the City by the University Kiwanis
Club ($300,000).The other is a Ninja Style Challenge playground at Edgemere Park, and Westover Hills Park
has a new playground funded by CDBG. A new Splash Pad was constructed in Hamilton Park and was also
gifted to the City by the Wichita County Medical Alliance ($275,000).
• Parks added four more areas to the Central Irrigation Control system.
• SAFB Main Gate Travel Plaza Phase II is now complete.The 5 acre landscaped area with walks, benches, and
trees was added to the department's inventory.
• The new sections of Circle Trail from Loop 11 going east to near Camp Fire and the BNSF section from
Seymour Hwy to Barnett Road has opened to the public.
o A new section from Lake Wichita Park to Larry's Marine is currently being constructed. Only two
sections (about 1.5 miles) will remain to complete the long awaited Circle Trail.
• Our Khaki weed eradication program is still proving to be successful. We have expanded treatments into
larger areas, but are at capacity for the type equipment we are using. Larger spray equipment would be
necessary to cover mass acreage.
228
PARKS MAINTENANCE
• The Lake Wichita Boardwalk is complete. It opened to the public in May. Funding for it was made possible
through a TPWD grant.
• 2020/2021 was a challenging year. Parks Maintenance maintained the above at a low level because we
averaged 18 to 25 employees short.
CONTACT INFORMATION
Terry Points
Parks Administrator
940-761-7609
terry.points@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Riverside 2. Provide 2.2 Complete Continuing to build funding by
Cemetery Adequate Signature Public conducting funeral services and 35% 70%
Expansion
Phase I Infrastructure Improvements selling spaces.
Riverside 2. Provide 2.2 Complete Continuing to build funding by
Cemetery Adequate Signature Public conducting funeral services and 25% 50%
Expansion
Phase II Infrastructure Improvements selling spaces.
LWP to Larry's 05%2021
Circle Trail 2. Provide 2.2 Complete Camp Fire to Lucy 0%
Completion Adequate Signature Public Larry's to Barnett 0% 33% 88%
Infrastructure Improvements
Hamilton 2. Provide 2.2 Complete
WCMA Adequate Signature Public Drainage and turf restoration 70% 100%
Splash Pad Infrastructure Improvements
Old Playground 2. Provide 2.2 Complete
Build safer, more interesting parks
replacements Adequate Signature Public N/A N/A
Infrastructure Improvements to get the public outside.
229
PARKS MAINTENANCE
FY 2022 Budget Changes
• Personnel Services increased $277,356, or 11.50%, due to implementation of the MAG study.
• Park Maintenance: Utilities/Other Services increased $61,677.
• Business Park Maintenance& 1000 5th Street: Utilities/Other Services increased $16,383.
• Use of one-time funds for playground equipment upgrade, $50,000.
EXPENDITURES BY CLASSIFICATION
�ic4i l(s
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Park Maintenance
Expenditures:
Personnel Services 2,078,236 2,412,077 2,689,433
Supplies 32,206 68,653 61,353
Maintenance&Repair 49,636 158,885 159,390
Utilities/Other Services 1,145,361 908,391 970,068
Insurance&Contract Supp. 14,400 22,900 25,400
Other Expenditures 5,949 14,662 16,646
Non Cap Improvements 31,611 59,200 109,200
TOTAL Expenditures $3,357,398 $3,644,768 $4,031,490
B/5,,,c,fa TEXAS
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Business Park Maintenance&1000
5th
Expenditures:
Personnel Services 224,170 309,303 358,625
Supplies 1,212 6,201 6,896
Maintenance&Repair 3,065 10,280 10,485
Utilities/Other Services 29,017 35,660 52,043
Non-Capital Improvements 28 5,500 5,500
TOTAL Expenditures $257,492 $366,944 $433,549
230
PARKS MAINTENANCE
%chlf fills
ai s,F,or Cq/c apron s
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Cemetery
Expenditures:
Personnel Services 185,342 223,451 265,996
Supplies 164 6,865 6,920
Maintenance&Repair 1,846 25,791 25,846
Utilities/Other Services 39,204 33,047 31,840
Other Expenditures 246 100 100
Non Cap Improvements 585 2,000 2,500
TOTAL Expenditures $227,387 $291,254 $333,202
TEXAS
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
City Lot Mowing Program
Expenditures:
Personnel Services 84,624 139,797 167,938
Supplies 61 1,728 1,786
Maintenance&Repair - 650 705
Utilities/Other Services 15,161 16,452 18,772
TOTAL Expenditures $99,847 $158,628 $189,201
231
PARKS MAINTENANCE
PERSONNEL BY JOB TITLE
kc4i a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Assistant City Manager 0.00 0.00 0.33
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 53.61
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 0.44 0.44
MWR- Lot Mowing 0.00 1.00 1.00
MWR- Lot Mowing-TF 0.00 1.00 1.00
Senior Maintenance Worker 2.44 1.00 1.00
TOTAL-City Lot 3.44 3.44 3.44
MWR-Cemetery 1.96 1.96 1.96
P MC-Cemetery 1.00 1.00 1.00
SMR-Cemetery 1.00 1.00 1.00
TOTAL-Cemetery 3.96 3.96 3.96
ACM salary split between supervised Departments.
232
PARKS MAINTENANCE
EXPENDITURE BY OBJECT
\---1;1)-1;C4i4 a,
,
TEXAS
She Sk es rn/dcn Cp rfunnUes
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Park Maintenance
Expenditures:
Salaries-Supervision 147,152 149,928 160,206
Salaries-Clerical 45,605 44,699 46,734
Pool Clerical 640 3,100 -
Salaries-Operational 1,149,438 1,387,343 1,527,499
Pool Operational - - -
Overtime 22,312 70,000 70,000
Terminal Pay - - -
Stability Pay 36,741 33,249 34,047
Cell Phone Allowance 2,566 2,280 1,920
FICA 103,020 129,000 129,022
TMRS Retirement 218,212 229,422 303,360
Life Insurance Contribution 1,824 1,799 2,243
Disability Insurance Contrib 1,312 1,260 1,711
Health Insurance Contributions 346,996 357,406 410,171
HSA Contributions-Employer 2,418 2,590 2,520
Supplies-Motor Vehicle Fuel - - -
Supplies-Minor Tools and Equip 4,735 8,300 8,800
Supplies-Minor Furniture 1,263 1,709 675
Supplies-Office 1,311 2,950 2,775
Supplies-Photographic - 150 150
Supplies-Medical/Drug - 200 200
Supplies-Physician - - -
Supplies-Janitorial 6,239 13,500 13,500
Supplies-Recreation - - -
Supplies-Botanical/Agriculture 7,873 27,284 21,243
Supplies-Clothing and Uniforms 2,096 3,200 3,200
Supplies-Educational 427 350 350
Supplies-Periodicals/Supplemts - 80 80
Supplies-Animal Feed - 150 150
Supplies-Personal Computers 127 1,150 600
Supplies-PC Software - - -
Supplies-Other 8,137 9,630 9,630
Maint-Machine/Tools/Implements 2,416 5,500 5,700
Maint-Pumps/Motors 6,548 11,500 11,500
Maint-Office Furniture/Equip - 75 75
Maint-Radios - 1,000 1,000
233
PARKS MAINTENANCE
Maint-PC Hardware - - -
Maint-PC Software - 2,600 2,810
Maint-Heating/Cooling Systems 400 10,000 10,000
Maint-Other Equipment - - -
Maint-Park Lighting - 240 2,500
Maint-Water Mains 27,216 55,000 50,000
Maint-Walks/Drives/Parking Lot 28 - -
Maint-Other Improvements 66 5,000 5,000
Maint-Buildings 40 5,000 5,000
Maint-Parks Facilities 4,293 19,520 21,355
Maint-Library - - -
Maint-Bridges 42 11,300 11,300
Maint-Playground Equipment 7,735 22,650 22,650
Maint-Other Structures 850 9,500 10,500
Services-Telephone 2,285 6,859 6,859
Service-Wireless PhoneAircards 456 2,456 1,368
Services-Electricity 74,700 87,883 87,883
Services-Gas 4,352 4,658 4,658
Services-Wtr/Sewer/Sanitation 40,510 45,000 45,000
Services-Central Garage 593,823 585,155 647,992
Services-Other Professional 250,979 - -
Services-Court Cost/Registrat - - -
Services-Advertising - - -
Services-Binding/Printing 440 4,380 4,308
Services-Subcontractors 177,816 172,000 172,000
Unemployment Compensation - - -
Insurance Expense - - -
Claims and Settlements - 6,000 6,000
Contract-Other Agencies 14,400 16,900 19,400
In City Mileage Reimbursement - - -
Travel Expenses 1,062 1,950 3,150
Education Registration 1,428 4,500 5,450
Lease Payments 1,749 2,350 2,350
Memberships 511 1,612 946
Rent-Equipment 511 3,500 3,500
Postage/Freight 632 750 750
Housing Assistance Payments - - -
Permit Expense-City Projects 56 - 500
Construction-Park Improvements 891 - 50,000
Easements/ROW - - -
Landscape/Trees/Shrubs 30,720 59,200 59,200
Other Vehicles - - -
Oper Transfer-Other - - -
TOTAL Expenditure: $3,357,398 $3,644,768 $4,031,490
234
PARKS MAINTENANCE
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Business Park Maint&1000 5th
Expenditures:
Salaries-Operational 140,338 216,845 243,976
Overtime 27 - 2,500
Stability Pay 3,108 3,108 2,695
Cell Phone Allowance 366 360 360
FICA 10,428 12,010 16,642
TMRS Retirement 21,979 27,592 39,045
Life Insurance Contribution 196 219 196
Disability Insurance Contrib 143 157 156
Health Insurance Contributions 47,584 49,012 53,055
Supplies-Minor Tools and Equip 168 1,310 1,500
Supplies-Office (80) 325 350
Supplies-Medical/Drug - 96 96
Supplies-Botanical/Agriculture - - 100
Supplies-Clothing and Uniforms - 630 870
Supplies-Personal Computers - 150 150
Supplies-Other 1,123 3,690 3,830
Maint-Machine/Tools/Implements 213 480 630
Maint-Pumps/Motors - - -
Maint-Radios - 500 555
Maint-Water Mains 2,852 9,300 9,300
Maint-Other Improvements - - -
Maint-Playground Equipment - - -
Service-Wireless PhoneAircards 456 456 456
Services-Central Garage 28,510 35,205 51,587
Services-Other Professional 51 - -
Services-Binding/Printing - - -
Unemployment Compensation - -Travel Expenses - - -
Education Registration - - -
Memberships - - -
Landscape/Trees/Shrubs 28 5,500 5,500
TOTAL Expenditure: $257,492 $366,944 $433,549
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
City Lot Mowing Program
Expenditures:
Salaries-Operational 54,664 109,273 122,229
Overtime 240 - 1,000
Stability Pay 1,485 1,485 1,623
FICA 3,913 3,658 8,375
TMRS Retirement 8,714 9,311 15,059
Life Insurance Contribution 74 73 105
Disability Insurance Contrib 55 53 79
Health Insurance Contributions 15,480 15,944 19,468
Supplies-Minor Tools and Equip - 762 820
Supplies-Office - 96 96
Supplies-Medical/Drug - 50 50
Supplies-Botanical/Agriculture - 100 100
Supplies-Clothing and Uniforms - 220 220
Supplies-Other 61 500 500
235
PARKS MAINTENANCE
Maint-Machine/Tools/Implements - 150 150
Maint-Radios - 500 555
Services-Central Garage 15,161 16,452 18,772
Services-Other Professional - - -
TOTAL Expenditure: $99,847 $158,628 $189,201
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General City Cemetery
Expenditures:
Salaries-Operational 106,165 148,493 166,524
Overtime 5,399 - 3,000
Terminal Pay (261) - -
Stability Pay 3,630 3,630 3,630
Cell Phone Allowance 365 360 360
FICA 7,917 7,241 11,911
TMRS Retirement 17,824 18,107 28,257
Life Insurance Contribution 144 142 203
Disability Insurance Contrib 106 103 155
Health Insurance Contributions 44,053 45,375 51,956
Supplies-Minor Tools and Equip 42 810 865
Supplies-Office - 75 75
Supplies-Medical/Drug - 50 50
Supplies-Janitorial - 25 25
Supplies-Botanical/Agriculture - 100 100
Supplies-Clothing and Uniforms - 150 150
Supplies-Other 123 5,655 5,655
Maint-Machine/Tools/Implements 1,180 2,691 2,691
Maint-Radios - 500 555
Maint-Other Equipment - 600 600
Maint-Water Mains - 1,000 1,000
Maint-Walks/Drives/Parking Lot 666 21,000 21,000
Services-Telephone 378 610 784
Services-Electricity 663 578 581
Services-Gas 936 933 925
Services-Wtr/Sewer/Sanitation 8 300 300
Services-Central Garage 37,220 30,476 29,100
Services-Binding/Printing - 150 150
Postage/Freight 246 100 100
Construction-Park Improvements 585 2,000 2,500
TOTAL Expenditure: $227,387 $291,254 $333,202
236
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.
SERVICES PROVIDED
• 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.
FY2021 ACCOMPLISHMENTS
• Notarized and filed a total of 763 legal documents. (October 2020-June 2021)
• Finalized the acquisitions for the Taft Road Widening project.
• Started and completed the acquisitions and encroachments for the Quail Creek Drainage Project.
• Sold the former Denver Alternative School property at 1823 5th Street for$300,000.
• Acquired 3601 Armstrong Drive for added security to the Municipal Airport.
• Issued 10 General Encroachments(City-wide)and 17 CBD Encroachments(14 General Encroachments and
3 Outdoor Dining Encroachments).
• Reduced trustee property inventory: TCG (contractor) sold 52 properties for $44,908 and Property
Management sold 113 for $240,275.58 for a total of 165 properties with sales totaling $285,138.58.
Property inventory went from 489 to 324 with a reduction of 34%. By putting 165 properties back on the
tax roll,we have reduced mowing and maintenance costs and are promoting neighborhood revitalization.
• We currently have a record number of leased lots at Lakes Arrowhead and Kickapoo totaling 620 leases.
• Mailed 304 mowing invoices, released 234 liens, and filed 181 mowing liens and 21 demo/securing liens.
CONTACT INFORMATION
Pat Hoffman
Property Administrator
940-761-8816
pat.hoffman@wichitafallstx.gov
237
PROPERTY MANAGEMENT/LAKE LOTS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
E-filing:
4.3 Streamline Reduction in paper transactions
Transition to 4. Efficiently Municipal compared to FY 2021
paperless real Deliver City N/A 25%
estate/lease Services Business (Property Mgmt., Lake Lots, Liens
transactions Processes and Trustee Properties)
MyGov:
Transition to
5.0 to
streamline
lease records, 4.3 Streamline
4. Efficiently Eliminates 3-4 weeks of re-entering
retain historical Municipal
data,and Deliver City Business all 750+lease holder's information N/A 100%
Services and historical data. (Lake Lots)
eliminate Processes
having to re-
enter all lease
information
every year.
Implement 4.2 Reinforce a Reduce late payments,customer
Credit Card 4. Efficiently culture of traffic,and receive less complaints
Deliver City superior regarding payment methods. N/A 50%
payment Services customer (Lake Lots, Liens,&Trustee
capabilities
service. Property payments)
4. Efficiently 4.3 Streamline Elimination of boxes and file
Laserfiche Deliver City Municipal cabinets of paper documents. N/A 20%
Services
Business Clearing space in storeroom and
Processes offices.
FY 2022 BUDGET CHANGES
• Changes totaling$16,030 include recurring operating cuts based on historical savings and a one-time 50%
reduction to travel and training budgets.
• Personnel Services increased $17,616, or 4.71%, across both departments due to implementation of the
MAG study.
238
PROPERTY MANAGEMENT/LAKE LOTS
EXPENDITURES BY CLASSIFICATION
4;1144 a
TEXAS
8/5;,,e5 Cq/o Ofrort:fis
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General Property Management
Expenditures:
Personnel Services 249,762 269,167 283,937
Supplies 2,548 5,931 6,460
Utilities/Other Services 38,360 45,041 41,596
Other Expenditures 4,541 6,100 6,800
Non-Capital Improvements - 300 -
TOTAL Expenditures $295,211 $326,539 $338,793
Lake Lot Administration
Expenditures:
Personnel Services 102,037 104,656 107,502
Supplies 1,437 2,030 2,104
Maintenance&Repair 7,399 35,000 35,000
Utilities/Other Services 5,107 21,860 22,747
Other Expenditures 1,117 1,600 1,600
Non-Capital Improvements 6 300 300
TOTAL Expenditures $117,103 $165,447 $169,223
PERSONNEL BY JOB TITLE
4A-1;c4/4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 0.50 0.50 0.50
Assistant Prop Mgmt./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.
239
PROPERTY MANAGEMENT/LAKE LOTS
EXPENDITURE BY ACCOUNT
\--1;11;c4i4 a
TEXAS
SN s r 4earOppM runet s
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General Property Management
Expenditures:
Salaries-Supervision 85,571 84,614 92,665
Salaries-Clerical 14,784 16,203 17,678
Pool Clerical - 1,020 1,200
Salaries-Operational 74,292 85,821 87,743
Overtime 31 - -
Terminal Pay - - -
Stability Pay 3,630 4,840 4,840
Cell Phone Allowance 702 720 720
FICA 13,311 13,799 21,231
TMRS Retirement 28,247 32,073 33,987
Life Insurance Contribution 237 253 254
Disability Insurance Contrib 173 178 194
Health Insurance Contributions 28,783 29,646 23,425
Fire Pension Contribution - - -
Supplies-Minor Tools and Equip 144 500 500
Supplies-Minor Office Tools/Eq 14 700 900
Supplies-Minor Furniture - 456 600
Supplies-Office 1,045 2,000 2,060
Supplies-Medical/Drug - 50 50
Supplies-Clothing and Uniforms - 140 140
Supplies-Educational - 300 300
Supplies-Periodicals/Supplemts 144 660 660
Supplies-Personal Computers - - -
Supplies-System Software 1,161 1,125 1,250
Supplies-PC Software 40 - -
Services-Telephone 1,060 1,514 1,334
Service-Wireless PhoneAircards - - -
Services-Electricity 1,099 - 366
Services-Gas 534 - 178
Services-Central Garage 593 527 593
Services-Other Professional 6,867 5,000 1,125
Services-Lien Filings 24,844 25,000 25,000
Services-Court Cost/Registrat 1,443 5,000 5,000
Services-Advertising 992 1,500 1,500
Services-Binding/Printing 716 1,500 1,500
Services-Convention/Committed - - -
Services-Subcontractors 213 5,000 5,000
In City Mileage Reimbursement 1,521 1,400 1,600
Travel Expenses 898 1,800 1,800
Education Registration 805 1,900 2,400
Memberships - 250 250
Postage/Freight 1,317 750 750
Cnstrctn-Tr Signals/St Lts - 300 -
TOTAL Expenditure: $295,211 $326,539 $338,793
240
PROPERTY MANAGEMENT/LAKE LOTS
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Lake Lot Administration
Expenditures:
Salaries-Clerical 14,785 16,203 16,204
Salaries-Operational 52,404 52,416 56,194
Overtime 72 - -
Stability Pay 1,210 1,210 1,210
Cell Phone Allowance 366 360 360
FICA 4,951 4,897 5,196
TMRS Retirement 10,904 11,713 12,484
Life Insurance Contribution 93 91 94
Disability Insurance Contrib 68 66 71
Health Insurance Contributions 17,185 17,701 15,689
Supplies-Minor Tools and Equip 89 150 150
Supplies-Minor Office Tools/Eq - 200 200
Supplies-Minor Furniture - - -
Supplies-Office 1,348 1,500 1,500
Supplies-Clothing and Uniforms - 80 80
Supplies-Personal Computers - - -
Supplies-PC Software - - 44
Supplies-Other - 100 100
Maint-Utility Cuts - - -
Maint-Lake Roads 7,399 35,000 35,000
Services-Telephone 239 303 300
Service-Wireless PhoneAircards - - 456
Services-Central Garage 4,578 4,157 4,591
Services-Other Professional - 300 300
Services-Court Cost/Registrat 88 100 100
Services-Advertising - 500 500
Services-Binding/Printing 201 500 500
Services-Subcontractors - 16,000 16,000
Travel Expenses - 200 200
Education Registration 35 250 250
Memberships - 150 150
Postage/Freight 1,082 1,000 1,000
Cnstrctn-Tr Signals/St Lts 6 300 300
TOTAL Expenditure: $117,103 $165,447 $169,223
241
LIBRARY
MISSION
The Wichita Falls Public Library serves a population of approximately 105,337. 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, and wireless via an app
• Faxing and scanning
• Circulation of materials for educational, informational, recreational, and cultural needs
• Downloadable content and databases
• Meeting and study rooms for public use
• Interlibrary loan
FY2021 ACCOMPLISHMENTS
• COVID-19 & LIBRARY SERVICES: To say it was an unusual year would be an understatement. Library
services changed dramatically on March 20, 2020 when the City closed all offices to the public, including
the library, due to a global pandemic. The library was deemed essential in order to assist parents with
homeschooling their children, filing for unemployment, and various other types of assistance. We began
curbside pickup services on March 23, 2020.We then spent the next 2 months working behind the scenes
to complete projects that we had not had time to do, such as weeding the entire library, dusting every
shelf, and finishing our cataloging backlog. Library administrators also worked out a phased approach to
reopening. As of June 7, 2021, we are back to providing all services at pre-pandemic levels, including a
vibrant Summer Reading Program.
• LIBRARY USAGE: According to the Texas Public Libraries Annual Report for Local Fiscal Year 2019/20, the
library had an excess of 381,220 circulations,with 87,621 visitors.The library has 51,791 registered library
card users. The library contains approximately 1,125,472 items in physical and digital formats: 170,282
physical items with 8896 audio materials, 5503 video materials, 542,482 electronic books, 373,339
downloadable audio materials, and 39,369 downloadable video materials. Our 32 public computers and
WIFI are a big draw, resulting in 109,237 computer sessions. In addition, library staff answered 30,336
inquiries made by the public.There were 107,237 visits to our website during this time period.
• COLLECTION MAINTENANCE: In March, we worked on a long overdue de-accessioning project, weeding
books that had not circulated in the last 3 years or more. Because we were closed to the public during
that month, we had time to clear the shelves and deep clean them. In addition, we brought down
242
LIBRARY
additional shelving from our storage room which allowed us to add 84 bays to the children's area. We
then shifted the entire Children's collection, cleaning shelves and weeding outdated, damaged, and
grubby books as we went.This took about 8 weeks from start to finish.
• WEBSITE REDESIGN: We initiated a redesign of our website. It had not been updated in years and
desperately needed an overhaul. The updated website allows us to more easily direct customers to our
online resources, highlight important information and events, and provide a user-friendly calendar for our
online programs.
• ARCHIVAL OF HISTORICAL DOCUMENTS: We completed work on archiving historical documents relating
to the library found in 2018 as we were preparing for our centennial.A treasure trove of documents were
put in an old filing cabinet dating back to 1917 when the Kemp Public Library was being planned. We felt
it was important to organize these documents and keep them safe. These items will be housed in our
Texas History Collection.
• TEXAS ROOM: We created a research room for customers wanting to access our collection of Texas history
reference materials. Over the years the space had become a virtual storage closet. During the COVID-19
lockdown of 2020, staff were able to clean out the room, paint and organize it. The start of the Texas
Room materials came from a donation by Ruth Margaret Poling of her father C. L. McClellan's substantial
collection of rare and valuable books on Texas and the southwestern U.S. in 1965. Additional materials
from other donors or purchased by the library over the years has increased that initial gift.The collection
had its own room at the Kemp Library from 1965-1998 and was part of the Prothro Genealogical Research
Center in the present building from 1998 to 2006. Currently,the Texas Room holds over 3000 volumes of
nonfiction, nearly 500 biographies and autobiographies, and about 150 novels. The items do not check
out but can be accessed by researchers and scholars for in-library use.
• STORYBOOK STROLL: we helped launch Downtown Development's Storybook Stroll. The library was the
first stop on a one-mile route throughout downtown, and the featured book was "Finding Fallstown,"
starring the library's mascots Booker and Paige.
• VIRTUAL PROGRAMMING: Although programming was in person for the first two months of 2020 and
then stopped completely during the shutdown and phased reopening, in June the programming librarians
began offering programming online. They began creating video content for Social Media channels and
YouTube that included story times for children, craft instructions with kits to pick up and complete at
home, instructional videos for adults on various do-it-yourself projects, as well as book talks and science
experiments. In person and online programming totaled 10,819 viewers/participants.
CONTACT INFORMATION
Jana Hausburg
Library Administrator
940-767-0868 ext.4229
jana.hausburg@wfpl.net
243
LIBRARY
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Create quality Redevelop
outreach
opportunities Downtown 5.1 Enhance
Increase in participation numbers
to promote public outreach n/a 33%
library services Actively Engage and engagement as compared to FY 2018/2019
and products &Inform the
to community
Public
Create and
market a Efficiently 4.2 Reinforce a Establish a baseline of participation
culture of with a goal of growing the
streamlined Deliver City n/a n/a
curbside Services superior customer base
customer service
service
Establish and Actively Engage
brand the &Inform the
Texas Room to Public 5.1 Enhance
highlight our public outreach Number of visits&media mentions n/a n/a
Texas Redevelop and engagement
reference Downtown
materials
FY 2022 Budget Changes
• Personnel Services increased $119,152, or 12.75%, due to implementation of the MAG study.
• Supplies increased $17,791.
244
LIBRARY
EXPENDITURES BY CLASSIFICATION
\--FAIlic4/4 a
TEXAS
X A S
AAei
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General Library Operations
Expenditures:
Personnel Services 942,618 934,390 1,053,542
Supplies 295,362 352,610 370,401
Maintenance&Repair 96,843 105,415 106,215
Utilities/Other Services 101,298 127,210 121,950
Other Expenditures 72,398 93,240 94,633
TOTAL Expenditures $1,508,519 $1,612,865 $1,746,741
PERSONNEL BY JOB TITLE
4A-14:44 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Librarian I 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.
245
LIBRARY
EXPENDITURE BY ACCOUNT
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
General Library Operations
Expenditures:
Salaries-Supervision 82,181 82,555 89,904
Salaries-Clerical 184,710 176,406 218,887
Salaries-Operational 369,697 375,689 419,551
Overtime 1,634 - -
Terminal Pay - - -
Stability Pay 8,636 7,702 10,122
FICA 49,047 43,795 53,955
TMRS Retirement 103,385 107,193 122,756
Life Insurance Contribution 879 810 902
Disability Insurance Contrib 644 529 686
Health Insurance Contributions 138,029 135,582 132,767
HSA Contributions-Employer 3,776 4,129 4,012
Supplies-Minor Tools and Equip - 530 650
Supplies-Minor Furniture 5,771 4,460 7,480
Supplies-Office 16,881 30,000 30,000
Supplies-Physician - - -
Supplies-Concession - - -
Supplies-Clothing and Uniforms - - -
Supplies-Educational 2,292 6,000 8,000
Supplies-Periodicals/Supplemts 8,622 43,700 45,565
Supplies-Digit Media/Databases 92,534 131,610 144,881
Supplies-Library Materials 156,594 123,635 125,635
Supplies-Personal Computers 12,622 12,075 7,590
Supplies-PC Software 45 - -
Supplies-Other - 600 600
Maint-Office Furniture/Equip - 1,100 1,100
Maint-PC Hardware - - -
Maint-Systems Hardware 29,259 29,200 28,800
Maint-Systems Software 67,583 75,115 76,315
Services-Telephone 12,462 21,607 17,010
Services-Electricity 66,235 82,454 73,416
Services-Gas 1,899 3,719 3,078
Services-Wtr/Sewer/Sanitation 5,343 3,000 4,116
Services-Cable TV 11,675 12,620 12,770
Services-Bank 1,408 810 810
Services-Other Professional 600 - 3,000
Services-Advertising 1,095 3,000 5,000
Services-Binding/Printing 581 - 2,750
In City Mileage Reimbursement - 400 400
Travel Expenses 2,842 7,605 6,000
Education Registration 2,475 4,400 4,400
Lease Payments 31,973 38,100 35,543
Memberships 20,013 25,585 30,040
Boards/Local Meetings 625 650 650
Rent-Equipment 336 400 400
Public Relation/Promo 6,546 7,900 9,000
Postage/Freight 7,589 8,200 8,200
TOTAL Expenditure: $1,508,519 $1,612,865 $1,746,741
246
NON-DEPARTMENTAL
MISSION
The Non-Departmental division accounts for revenues and expenditures that pertain to the General Fund in its
entirety.
FY 2022 Budget Changes
• Utilities/Other Services increased $23,381.
• Other expenditures decreased $102,532.
• Transfers out decreased $286,828.
EXPENDITURES BY CLASSIFICATION
TEXAS;ilk 4 i a5.
$1,SAiu Ci ideas OpporPun rias
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Non Departmental
Expenditures:
Personnel Services 551,897 435,317 440,603
Supplies 249 - -
Utilities/Other Services 394,511 416,463 439,844
Insurance&Contract Supp. 1,411,082 1,388,470 1,390,540
Other Expenditures 3,192,094 3,524,482 3,429,012
Transfers Out 535,683 873,142 586,314
TOTAL Expenditures $6,085,517 $6,637,874 $6,286,313
EXPENDITURES BY ACCOUNT
-J-1/1/%C4l,a I al�S
TEXAS
NW'SAW ro/den Opp+rtun't/es
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Non Departmental
Expenditures:
Terminal Pay 493,199 435,317 440,603
FICA 24,436 -
TMRS Retirement 33,108 -
247
NON-DEPARTMENTAL
Life Insurance Contribution 52 - -
Disability Insurance Contrib 39 - -
Fire Pension Contribution 1,064 - -
Eye Glass Reimbursement - - -
Supplies-Office 249 - -
Services-Telephone 652 800 727
Services-Central Garage 3,690 3,251 3,696
Services-Bank 40,518 43,000 37,000
Services-Audit 53,582 36,251 60,000
Services-Other Professional 114,830 116,161 119,361
Services-Employee Physicals 172,414 200,000 202,060
Services-Advertising 1,895 - -
Services-Binding/Printing 699 - -
Services-Other Miscellaneous 195 - -
Worker's Compensation 673,578 794,796 673,000
Unemployment Compensation 58,403 30,000 30,000
Insurance Expense 113,395 115,000 115,000
Claims and Settlements 17,120 5,000 20,000
General Liability Claims 32,789 40,000 100,000
Contract-Helen Farabee Center 100,000 - -
Contract-Teen Court 7,250 7,250 7,250
Contract-Nortex Planning Comm 18,820 18,820 18,820
Contract-Neighborhood Ctrs 6,035 17,000 17,000
Contract-Co Appraisal District 389,727 377,604 426,470
Travel Expenses - - -
Lease Payments 134,786 135,000 140,571
Boards/Local Meetings 650 - -
Public Relation/Promo 10,000 15,000 15,000
Bad Debt Expense 49 - -
Data Processing Services 3,046,609 3,305,864 2,956,576
Budget Contingency - 68,618 316,865
Oper Transfer-Transit - - -
Oper Transfer-MPEC 445,666 700,000 400,000
Oper Transfer-Airport Grants - - -
Oper Transfer-Other 87,701 80,000 186,314
Other Financing Uses 2,316 93,142 -
TOTAL Expenditure: $6,085,517 $6,637,874 $6,286,313
248
TEXAS)(7C4ikt a9
Water/Sewer Fund
WATER & SEWER FUND
WATER & SEWER (ALL FUNDS)
The Water & Sewer System Fund has improved dramatically over the past few years. During the drought, water
production dropped, falling 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
$10.5 million in unreserved fund balance.The City's unrestricted 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 unrestricted fund balance,
not including debt service.Of the fund's$47,059,936 in expenditures in the 2021-22 budget,approximately$12.8
million is reserved for debt payments, bringing the operating budget to approximately$34.3 million. This means
that the total needed to meet the unrestricted fund balance policy is approximately $5.8 million; the current
balance at the start of 2021-22 fiscal year is anticipated to be$8.0 million.
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 2021-22 fiscal year totals $47,059,936, for all funds. This budget is $1,899,164, or
4.21% more, then the prior year's Adopted Budget. The Adopted 2021-22 budget includes a conservative
revenue and expenditure projection, which takes into account the economic conditions as a result of the
Global COVID-19 Pandemic and its impact on the City.
TEXAS\-1;11 liC4i4
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Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Water and Sewer Fund
Revenues
Taxes 12,221 - -
Service Charges 46,023,511 44,868,772 46,834,936 4.38%
Contributions 650,824 - -
Misc.Revenues 337,521 292,000 225,000 -22.95%
Transfer In - - -
Other Financing Sources 4,000,000 - -
Total Revenues 51,024,077 45,160,772 47,059,936 4.21%
Expenditures
Personnel Services 10,411,060 10,886,418 12,077,819 10.94%
Supplies 2,594,974 2,966,889 3,559,409 19.97%
Maintenance&Repair 1,423,886 2,267,667 2,273,369 0.25%
Utilities/Other Services 4,507,882 4,348,051 4,431,961 1.93%
Insurance&Contract Supp. 795,869 971,274 957,467 -1.42%
Debt Expenditures 2,398,673 12,766,114 12,755,940 -0.08%
Other Expenditures 1,855,042 3,002,824 2,796,639 -6.87%
Non Cap Improvements 298 36,600 - -100.00%
Capital Improvements 5,939,209 6,143,123 6,345,903 3.30%
Transfers Out 1,844,186 1,771,811 1,861,429 5.06%
Total Expenditures 31,771,079 45,160,772 47,059,936 4.21%
250
WATER & 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. The graphs below show cumulative plant discharge
for the past four years,the yellow line indicates the current year through April.As the reader can see,the current
year's discharge is surpassing the prior three fiscal years.
Cumulative Plant Discharge
cb
248:
1400
ND; Dec Jan F eb Mar Apr May Jun Jul Aug Sep
v17/18 -FY18/19 -FY19/20 -FY20/21
Source:City of Wichita Falls, Water Department
Cumulative Water Billing Volume
4300
3300
m 2800
l'J
1800
1300
800
300
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Say
-FY17/18 -FY18/19 -FY19/20 -FY20/21
Source:City of Wichita Falls, Water Department
251
WATER & SEWER FUND
Cumulative Residential Water Billing Volume
2100
1600
To
1100
600
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
-FY17/18 -FY18/19 -FY19/20 -FY20/21
Source:City of Wichita Falls, Water Department
Cumulative Wholesale Water Billing Volume
870
770
670
m 570 _.......
470
070
270
170
70
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
-FY17/18 -FY18/19 -FY19/20 -FY2O/21
Source:City of Wichita Falls, Water Department
252
WATER & SEWER FUND
Comparison of Residential Water Rates
Based on Average Residential Use of 5,000 Gallons
City Population Water Base Wastewater Wastewater Base Total Bill
(Water&Sewer ONLY)
San Angelo 101,004 $24.22 $30.69 $7.50 $29.72 $92.13
Waco 136,236 $14.64 $22.21 $27.10 $22.57 $86.52
McKinney 199,177 $20.00 $16.50 $27.75 $19.85 $84.10
Mesquite 140,937 $26.32 $15.16 $25.76 $16.39 $83.63
Grand Prairie 194,543 $22.10 $16.23 $22.55 $14.76 $75.64
Richardson 121,323 $33.05 $8.00 $23.55 $8.00 $72.60
Allen 105,623 $17.28 $13.08 $12.43 $28.80 $71.59
Denton 141,541 $20.25 $15.84 $19.00 $11.00 $66.09
Midland 146,038 $18.33 $21.61 $2.64 $21.79 $64.37
17.91 $7.53 $60.21
Beaumont 116,825 $18.52 $13.69 $16.64 $8.76 $57.61
League City 107,536 $17.74 $7.49 $16.52 $14.44 $56.19
Odessa 123,334 $15.78 $18.87 $8.46 $12.32 $55.43
Tyler 106,985 $10.20 $15.80 $8.40 $19.10 $53.50
Abilene 123,420 $15.50 $15.25 $9.25 $13.00 $53.00
College Station 117,911 $13.75 $12.40 $4.26 $21.29 $51.70
Lewisville 109,212 $10.17 $18.16 $12.12 $9.76 $50.21
Killeen 151,666 $9.51 $12.70 $7.60 $19.26 $49.07
Sugar Land 118,488 $5.79 $9.64 $15.85 $13.54 $44.82
Pasadena 151,227 $9.57 $11.42 $9.57 $11.42 $41.98
McAllen 143,268 $7.25 $9.95 $8.50 $12.00 $37.70
Edinburg 101,170 $4.98 $10.78 $3.06 $8.05 $26.87
AVERAGE: 130,092 $16 25 $15.15 $13.67 $15.61 $60.68
Source:City of Wichita Falls, Water Department
The above chart illustrates a comparision of the City of Wichita Falls water rates with similar cities in Texas.This
information was provided by the City of Wichita Falls Water Utility Department.The information comes from
each city's website and was sourced on June 17, 2021.
253
WATER & SEWER FUND
Fund Summary
Water& Sewer Fund Summary FY2021-22
Fund Water&Sewer Fund
Projected Beginning Balance 26,073,275
Less Restricted Balance 18,000,000
Available Balance 8,073,275
Revenues
Service Charges 46,834,936
Misc. Revenues 225,000
Total Revenues 47,059,936
Expenditures
Personnel Services 12,077,819
Supplies 3,559,409
Maintenance & Repair 2,273,369
Utilities/Other Services 4,431,961
Insurance & Contract Supp. 957,467
Debt Expenditures 12,755,940
Other Expenditures 2,796,639
Capital Improvements 6,345,903
Transfers Out 1,861,429
Total Expenditures 47,059,936
Unrestricted Ending Balance 8,073,275
254
WATER & SEWER FUND
REVENUES
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TEXAS
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Revenue By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Budget Adopted Budget
Water and Sewer Fund
Revenues
Water Sales 34,593,436 33,381,081 35,113,945 5.19%
Sewer Sales 10,489,182 10,342,500 10,533,300 1.84%
All Other Revenue 5,941,459 1,437,191 1,412,691 -1.70%
Total Revenues 51,024,077 45,160,772 47,059,936 4.21%
The graph below classifies the revenues in the Water & Sewer Fund into three main categories. A discussion of
these revenue sources follows. Included in All Other Revenue, in the 2019-20 actual, are funds transferred from
Fund Balance to complete the repair of the Lake Kickapoo Dam project, which was approved in the 2019-20 fiscal
year by the City Council.
FY 2021-22 Revenue By Source
•Water Sales 74.62%
•Sewer Sales 22.38%
•All Other Revenue 3.00%
Revenue Discussion:
Water Sales:The Adopted Budget anticipates an increase of$1,732,864, or 5.19%, 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 75%of total revenue.
Sewer Sales:The Adopted Budget anticipates sewer sales to remain consistent, similar to that of previous years.
A modest increase is budgeted for FY2021-22, which reflects a $190,800, or 1.84% increase.
All Other Revenue: All other revenue has decreased 1.70%, or $24,500. This decrease is due to lower expected
interest earnings,which is a direct result of the COVID-19 pandemic.
255
WATER & SEWER FUND
EXPENDITURES
For the 2021-22 fiscal year, Water& Sewer Fund budgeted expenditures are $47,059,936,which is an increase of
$1,899,164 or 4.21%,from the 2020-21 adopted budget.These increases are listed in detail in the following pages.
The table below shows the total expenditures in the Water&Sewer Fund.
TEXAS
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Water and Sewer Fund
Expenditures
Personnel Services 10,411,060 10,886,418 12,077,819 10.94%
Supplies 2,594,974 2,956,889 3,559,409 19.97%
Maintenance&Repair 1,423,886 2,267,667 2,273,369 0.25%
Utilities/Other Services 4,507,882 4,348,051 4,431,961 1.93%
Insurance&Contract Supp. 795,869 971,274 957,467 -1.42%
Debt Expenditures 2,398,673 12,766,114 12,755,940 -0.08%
Other Expenditures 1,855,042 3,002,824 2,796,639 -6.87%
Non Capital Improvements 298 36,600 - -100.00%
Capital Improvements 5,939,209 6,143,123 6,345,903 3.30%
Transfers Out 1,844,186 1,771,811 1,861,429 5.06%
Total Expenditures 31,771,079 45,160,772 47,059,936 4.21%
FY 2021-22 Expenditures By Classification
• Personnel Services 25.66%
•Supplies 7.56%
• Maintenance&Repair 4.83%
• Utilities/Other Sery 9.42%
• Insur ance&Contract Supp.2.03%
• Debt Expenditures 27.11%
•Other Expenditures 5.94%
• Non Capital Improvements 0.00%
•Capital Improvements 13.48%
•Transfers Out 3.96%
256
WATER & 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, 52.77%, of total expenditures.
Personnel Services: Personnel Services have increased 10.94% or $1,191,401. This increase is due to the
implementation of the MAG study which is expected to increase employee retention across all Departments in
the Water& Sewer Fund.This will in turn contribute to an increase in quality of vital City services.
Supplies: Supplies have increased $592,520,or 19.97%,from the prior year. This increase is reflective of a nation-
wide increase of chemical and material costs.
Maintenance: Maintenance costs increased in this budget, up $5,702, or 0.25%.This account is budgeted to stay
consistent with the previous year's total.
Utilities/Other Services:This account has increased $83,910 due to an increase in utility costs.
Insurance/Contracts: Insurance & Contracts have decreased $13,807, or 1.42%, primarily due to decreases in
other agency contracts.
Debt Expenditures: This category accounts for debt service of approximately $12.8 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.
Fiscal Series Series Series Banking Suntrust
Year 2016 2013A 2015 Fees Lease Total
2021 10,310,250 947,688 1,462,184 6,000 29,818 12,755,940
Other Expenditures: Decreases in this category total $206,185, or 6.87%.This is due to a decrease administrative
overhead.
Non-Capital Improvements:A highly visible project to improve the Wastewater Collection Building was completed
in the previous fiscal year.This project had been budgeted at$33,600.
Capital Improvements: The Capital Improvements account reflects the creation of the Water & Sewer Capital
Fund, Microfiltration and Reverse Osmosis Fund, and Lake Ringgold Fund.
Transfers Out:This account reflects the transfers to other funds for services rendered to the Water&Sewer Fund.
257
WATER & SEWER FUND
WATER & SEWER OPERATING
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TEXAS
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Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water and Sewer Operating Fund
Revenues
Taxes 12,221 - -
Service Charges 46,023,511 44,868,772 40,489,033
Contributions 650,824 - -
Misc.Revenues 337,521 292,000 225,000
Transfer In - - -
Other Financing Sources 4,000,000 - -
Total Revenues 51,024,077 45,160,772 40,714,033
Expenditures
Personnel Services 10,411,060 10,886,418 12,077,819
Supplies 2,594,974 2,966,889 3,559,409
Maintenance&Repair 1,423,886 2,267,667 2,273,369
Utilities/Other Services 4,507,882 4,348,051 4,431,961
Insurance&Contract Supp. 795,869 971,274 957,467
Debt Expenditures 2,398,673 12,766,114 12,755,940
Other Expenditures 1,855,042 3,002,824 2,796,639
Non Cap Improvements 298 36,600 -
Capital Improvements 5,939,209 6,143,123 -
Transfers Out 1,844,186 1,771,811 1,861,429
Total Expenditures 31,771,079 45,160,772 40,714,033
258
WATER & SEWER FUND
EXPENDITURES BY DIVISION
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Expenditures By Division
Utility Collection $1,184,149 $1,241,792 $1,282,881
Water Sewer Debt Service $2,398,673 $12,737,907 $12,755,940
Utilities Administration $948,635 $804,091 $748,827
Utility Equipment Services $898,134 $1,210,770 $1,233,469
Water Distribution $3,899,253 $4,086,543 $4,409,911
Sewer Rehabilitation $667,004 $700,679 $706,651
Water Source of Supply $441,988 $733,472 $598,005
Water Purification $6,057,187 $6,681,287 $7,132,443
Wastewater Collection $915,973 $1,105,553 $1,281,361
Wastewater Treatment $4,773,472 $5,235,217 $5,274,854
Water/Sewer Special Items $9,586,610 $10,623,460 $5,289,691
TOTAL Expenditures $31,771,079 $45,160,772 $40,714,033
FY 2021-22 Expenditures By Division
• Utility Collection 2.75%
1! ■Water Sewer Debt Service 28.21%
• Utilities Administration 1.78%
• Utility Equipment Services 2.68%
•Water Distribution 9.05%
•Sewer Rehabilitation 1.55%
,"1111..---i •Water Source of Supply 1.62%
•Water Purification 14.79%
•Wastewater Collection 2.45%
•Wastewater Treatment 11.59%
•Water/Sewer Special Items 23.52%
259
UTILITY BILLING & COLLECTIONS
MISSION
To be a very customer friendly department that makes all existing customers comfortable with our processes.
Also to welcome new customers with a convenient and easy way to initiate new service.
SERVICES PROVIDED
• Bill and collect payments for 34,000 customers.
• Establish new accounts.
• Final out and transfer existing accounts.
• Create and make work orders for new taps.
• Explain billing procedures to customers.
• Notify customers of apparent leaks.
• Notify and encourage delinquent customers to pay their bills.
FY2021 ACCOMPLISHMENTS
• Improved our web site to allow customers to open accounts on-line.
• Added new payment options.
• Ran promotion for paperless billing.
CONTACT INFORMATION
Garry Capron
Utility Collection Manager
940-761-8830
garry.capron@wichitafallstx.gov
260
UTILITY BILLING & COLLECTIONS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Encourage 4.3 Streamline
4. Efficiently
more Deliver City municipal Lower cost of mailing bills 20% 20%
customers to business
Services
receive e-bills. processes
4. Efficiently
4.3 Streamline
Promote bank municipal
drafts Deliver City business Lower counter traffic. N/A 25%
Services
processes
BUDGET CHANGES
• Due to implementation of MAG, personnel services increased $11,795, or 1.92%.
• Supplies decreased due to expenses now being reported in utilities/other serv.
EXPENDITURES BY CLASSIFICATION
TEXAS
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Utility Collection
Expenditures:
Personnel Services 863,459 907,880 914,514
Supplies 21,892 41,864 18,174
Maintenance&Repair 12,085 10,264 8,018
Utilities/Other Services 164,330 120,897 183,719
Other Expenditures 122,382 160,888 158,456
TOTAL Expenditures $1,184,149 $1,241,792 $1,282,881
261
UTILITY BILLING & COLLECTIONS
PERSONNEL BY JOB TITLE
4;144 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 3.00 3.00
Water Meter Reader 1.00 1.00 1.00
Water Meter Repair Worker 1.00 0.00 0.00
CFO/Director of Finance 0.00 0.15 0.15
TOTAL- Utility Collection 14.75 14.90 14.90
*15%of the CFO salary is accounted for in Utility Collections due to line of work.
262
UTILITY ADMINISTRATION
MISSION
The Public Works Department consists of several divisions including Engineering,Street Maintenance,Stormwater
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.
BUDGET CHANGES
• Reduced costs in utilities/other services to offset for the implementation of MAG.
EXPENDITURES BY CLASSIFICATION
TEXAS
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Utilities Administration
Expenditures:
Personnel Services 611,196 615,927 627,722
Supplies 950 2,126 3,414
Maintenance&Repair 6,343 6,582 8,565
Utilities/Other Services 306,967 116,354 57,515
Insurance&Contract Supp. - -Other Expenditures 23,179 47,102 51,611
Capital Improvements - 16,000 -
TOTAL Expenditures $948,635 $804,091 $748,827
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Utility Equipment Services
Expenditures:
Personnel Services 695,875 740,914 746,551
Supplies 4,119 6,600 6,688
Maintenance&Repair 5,374 277,083 276,995
Utilities/Other Services 192,459 185,564 202,625
Other Expenditures 307 610 610
TOTAL Expenditures $898,134 $1,210,770 $1,233,469
263
UTILITY ADMINISTRATION
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water Sewer Debt Service
Expenditures:
Debt Expenditures 2,398,673 12,737,907 12,755,940
TOTAL Expenditures $2,398,673 $12,737,907 $12,755,940
PERSONNEL BY JOB TITLE
4;1;44 ((s City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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
*No changes in personnel or FTE from the previous year.
264
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.
Additionally,Water Distribution has close to 3,000 fire hydrants in its system that it maintains to assist the Fire
Department in meeting fire protection needs.
The water mains are controlled and isolated through the use of over 10,500 water isolation valves spread out
across the City. Water Distribution is responsible for not only operating these valves to isolate leaks, but also in
their maintenance so that they operate correctly when needed.
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".
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.
Annually, approximately$1.5M to $2.0M worth of water main is replaced to help ensure that the water system
is of an age and quality to meet resilient, reliable water service to the citizens and industries of Wichita Falls.
SERVICES PROVIDED
• Maintenance and repair water mains. (575+ miles of pipeline)
• Maintenance of Fire Hydrants to ensure fire protection. (Inventory of 2,924 Fire Hydrants)
• Maintenance of Water Isolation Valves. (Inventory of 10,506 Valves)
• Maintenance of the Advanced Meter Infrastructure (AMI) system. (Inventory of 35,000+ meters)
• Spotting Utility Infrastructure for Contractors to reduce potential of damage to City infrastructure.
FY2020/2021 ACCOMPLISHMENTS
• Repaired a total of 618 main leaks.
• Replaced $1.4 M worth of water pipeline.
• Repaired 153 service line leaks through the fiscal year.
• Reduced water loss to 3%.
• Tested 600 random water meters for accuracy.
• Performed 23,763 line locates.
CONTACT INFORMATION
Chris Arnold
Water Distribution Superintendent
940-761-7968
chris.arnold@wichitafallstx.gov
265
WATER DISTRIBUTION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
2.6
Reduce the 2.0 Enhance focus
on long-term <9 Leaks per month per 100 miles
number of main Provide Quality 589 564
leaks Infrastructure utility of pipe
infrastructure
needs
2.6
Reduce Water 2.0 Enhance focus
Loss Provide Quality on long-term <15.0% <15.0%
Infrastructure utility Total Water Loss<15.0%
infrastructure
needs
2.6
Test 2%of Enhance focus
2.0
meters in provide Quality on long-term 100%of meters are accurate+/- 100% 100
system for utility 2%
Accuracy Infrastructure infrastructure
needs
2.6
Replace$1.5M Enhance focus
to$2.0M worth 2.0 on long-term
Provide Quality $1.4M $1.9M
of water mains, utility $1.5M-$2.0M expended
annually Infrastructure infrastructure
needs
BUDGET CHANGES
• Personnel Services increased by$310,623 due to MAG.
• $68,998 decrease in Maintenance& Repair because of work completed on East Scott Facility in previous
year.
266
WATER DISTRIBUTION
EXPENDITURES BY CLASSIFICATION
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TEXAS
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water Distribution
Expenditures:
Personnel Services 2,735,933 2,741,709 3,052,332
Supplies 75,714 83,423 85,655
Maintenance&Repair 624,688 839,811 770,813
Utilities/Other Services 416,845 360,293 439,311
Other Expenditures 33,008 31,307 61,800
Capital Improvements 13,065 30,000
TOTAL Expenditures $3,899,253 $4,086,543 $4,409,911
PERSONNEL BY JOB TITLE
14i4 as City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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
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
Utility Locator 0.00 0.00 1.00
USW I 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 50.00
*Added position Utility Locator.
267
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.
FY2021 ACCOMPLISHMENTS
• Repair of Pump#1 at Lake Arrowhead Pump Station
• Rehabilitation of the Lake Kickapoo Dam
CONTACT INFORMATION
Mark Southard
Water Source/Purification Superintendent
940-691-1153
mark.southard@wichitafallstx.gov
268
WATER SOURCE DIVISION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Fully Utilize Lake 4.0 4.5 25%of Total Supply from Lake
Kemp Efficiently Promote and Kemp 21.0% %
Deliver City encourage 25.0
Service innovation
BUDGET CHANGES
• Personnel Services increased by$38,714, or 24.37%due to MAG.
EXPENDITURES BY CLASSIFICATION
TEXAS
✓ /e Opporf furs
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water Source of Supply
Expenditures:
Personnel Services 138,209 158,857 197,571
Supplies 1,291 1,200 1,200
Maintenance&Repair 27,935 85,900 90,000
Utilities/Other Services 264,030 313,915 293,634
Other Expenditures 10,524 15,600 15,600
Capital Improvements - 158,000 -
TOTAL Expenditures $441,988 $733,472 $598,005
PERSONNEL BY JOB TITLE
/(s City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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.
269
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
FY2020/2021 ACCOMPLISHMENTS
• Treated and Discharged 5,401,091,000 gallons of water.
• Avoided a Boil Water Notice during Winter storm Uri.
• Delivered 35,000 Consumer Confidence Reports
• Completed the repair and painting of the Denver Elevated Storage Tank
CONTACT INFORMATION
Mark Southard
Water Source/Purification Superintendent
940-691-1153
mark.southard@wichitafallstx.gov
270
WATER PURIFICATION DIVISION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Comply with 4.2
Federal and 4'0 Reinforce a
State Drinking Efficiently culture of No exceedances of Maximum 100% 100
Deliver City
Water Service superior Contaminate Levels
Regulations customer service
4.0 4.2
Maintain Reinforce a
Superior Efficiently culture of Superior Status 100% 100
Water Status Deliver City
superior
with TCEQ Service customer service
4.0 4.2
Reduce Taste Reinforce a
& Odor Efficiently culture of 0 0
Events Deliver City superior <10 T&O Complaints Annually
Service
customer service
Deliver 5.3
Consumer 5'0 Maintain
Confidence Actively Engage coordinated and Deliver 35,000 CCRs by July 1st 100% 100
&Inform the trusted
Report Public
messaging.
BUDGET CHANGES
• Personnel Services increased due to MAG and the cost of chemicals has increased as a result of inflation.
EXPENDITURES BY CLASSIFICATION
\ kiiC4/4 a5
T E % AS
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water Purification
Expenditures:
Personnel Services 2,232,358 2,306,558 2,498,917
Supplies 1,556,956 1,829,006 2,300,848
Maintenance&Repair 431,109 564,447 647,598
Utilities/Other Services 1,496,878 1,506,329 1,612,260
Other Expenditures 33,730 70,295 72,820
Non Cap Improvements - 3,000 -
Capital Improvements 306,156 401,651 -
TOTAL Expenditures $6,057,187 $6,681,287 $7,132,443
271
WATER PURIFICATION DIVISION
PERSONNEL BY JOB TITLE
4i1-144 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 I 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
*No changes in personnel or FTE from the previous year.
272
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.
Annually, approximately$1.OM to $2.OM worth of wastewater pipeline is replaced to help ensure that the
Collections system is of an age and quality to meet resilient, reliable wastewater collections service for the
citizens and industries of Wichita Falls.
SERVICES PROVIDED
• Maintenance of Sewer Collection System. (575 miles of pipeline)
• 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 (Inventory of 8,089)
FY2020 ACCOMPLISHMENTS
• Responded to 30 Sanitary Sewer Overflows(SSOs).
• Televised 32.7 miles (5.69%) of the system
• Cleaned 185.4 miles (32.24%) of the system
• Inspected 1,417 (17.52%) of the Manholes
• Smoke Tested 1.26%of the system.
• Replaced $1.0M worth of Wastewater pipeline.
CONTACT INFORMATION
Nicki Lowery
Wastewater Collections/Sewer Rehabilitation Superintendent
940-723-5573
nicki.lowery@wichitafallstx.gov
273
WASTEWATER COLLECTIONS/SEWER REHABILITATION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
2.6
Enhance focus
2.0
Sanitary Sewer Provide Quality on long-term 17 15
Overflows utility < 10 SSOs per Year
Infrastructure infrastructure
needs
2.6
Enhance focus
Televise Sewer 2 0 on long-term
Provide Quality 7% 7%
Mains utility 7%of System Annually
Infrastructure
infrastructure
needs
2.6
Enhance focus
2.0
Clean Sewer Provide Quality on long-term 30% 30
Mains utility 30%of System Annually
Infrastructure
infrastructure
needs
2.6
Enhance focus
2.0
Inspect Provide Quality on long-term 20% 20
Manholes utility 20%of Manholes Annually
Infrastructure
infrastructure
needs
2.6
Enhance focus
2.0
Smoke Test Provide Quality on long-term 8% 8%
System utility 8%of System Annually
Infrastructure infrastructure
needs
Replace$1.5M 2.6
to$2.0M worth 2.0 Enhance focus
on long-term
of wastewater Provide Quality $1.0M $1.9M
pipelines, Infrastructure utility $1.0M-$2.0M expended
annually infrastructure
needs
BUDGET CHANGES
• Wastewater Collection and Sewer Rehabilitation have increased personnel services $456,420 to ensure
issues of employee retention and recruitment can be corrected. Also, an addition of(5) positions have
been added due to increased workload and demand for services.
274
WASTEWATER COLLECTIONS/SEWER REHABILITATION
EXPENDITURES BY CLASSIFICATION
TEXAS
$/Sk1:Cio/o Opyortun Ylrs.
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Wastewater Collection
Expenditures:
Personnel Services 544,550 609,030 899,201
Supplies 86,044 47,558 77,197
Maintenance&Repair 75,122 132,978 121,448
Utilities/Other Services 146,752 149,102 165,040
Insurance&Contract Supp. _ _ _
Other Expenditures 15,023 16,985 18,475
Non Cap Improvements 298 33,600 -
Capital Improvements 48,185 116,300 -
TOTAL Expenditures $915,973 $1,105,553 $1,281,361
TEXAS\--1;14:44 - ---‘1(5.
B/.Sk/e:ro/Oen Opporrect,.r-5
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Sewer Rehabilitation
Expenditures:
Personnel Services 313,346 334,624 500,873
Supplies 17,648 23,206 49,534
Maintenance&Repair 12,774 20,702 32,332
Utilities/Other Services 72,974 78,944 111,354
Other Expenditures 7,303 10,832 12,558
Capital Improvements 242,959 232,372 -
TOTAL Expenditures $667,004 $700,679 $706,651
275
WASTEWATER COLLECTIONS/SEWER REHABILITATION
PERSONNEL BY JOB TITLE
4?1;c4i4 a City of Wichita Falls, TX
T E X A S
FY 2019-20 FY 2020-21 FY 2021-22
Administrative Clerk 2.00 2.00 2.00
Heavy Equipment Operator 2.00 2.00 2.00
USW I 0.00 0.00 1.00
USW II 4.00 2.00 3.00
USW III 0.00 0.00 1.00
Utilities System Worker 5.00 7.00 7.00
WW Collection Supervisor 1.00 1.00 1.00
TOTAL-Wastewater Collection 14.00 14.00 17.00
*Added (1) USW I,(1) USW II,(1) USW III
4;144 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
USW I 3.00 3.00 4.00
USW II 3.00 3.00 4.00
Wastewater Collection/Rehab 1.00 1.00 1.00
TOTAL-Sewer Rehab 7.00 7.00 9.00
*Added (1) USW I &(1) USW II
276
RESOURCE RECOVERY DIVISION
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.
FY2020/2021 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.
CONTACT INFORMATION
Harold Burris
Resource Recovery Superintendent
940-766-2841
harold.burris@wichitafallstx.gov
277
RESOURCE RECOVERY DIVISION
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Comply with 4.2
Federal and 4'0 Reinforce a No exceedances of Maximum
State Sewage Efficiently culture of Contaminate Levels 100% 100
Treatment Deliver City superior
Service
Regulations customer service
2.6
Discharge 2.0 Provide Enhance focus on Reuse Water Discharged to Lake
Reuse Water to Quality
Lake long-term utility Arrowhead Yes Yes
Infrastructure infrastructure
Arrowhead
needs
2.6
Provide Reuse 2.0 Enhance focus on Reuse Water Provided to Industry
Water to Provide Quality long-term utility Yes Yes
Industry Infrastructure infrastructure
needs
BUDGET CHANGES
• Similar to the other Water& Sewer Departments, Wastewater Treatment increased personnel services
due to MAG and supplies due to inflation.
EXPENDITURES BY CLASSIFICATION
TEXAS):4if;re'
Bpi r s,t�es 9/arm-OppOrrunmi�..
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Wastewater Treatment
Expenditures:
Personnel Services 2,251,405 2,425,920 2,595,138
Supplies 830,359 931,906 1,016,699
Maintenance&Repair 228,455 329,900 317,600
Utilities/Other Services 1,236,104 1,414,291 1,311,503
Other Expenditures 10,764 32,400 33,914
Capital Improvements 216,385 100,800
TOTAL Expenditures $4,773,472 $5,235,217 $5,274,854
278
RESOURCE RECOVERY DIVISION
PERSONNEL BY JOB TITLE
�ic4i4 ;k5 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Administrative Clerk 1.00 1.00 1.00
Environmental Coordinator 0.50 0.50 0.50
Elect lnstr Tech I 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 I 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 I 5.00 5.00 5.00
Usw II 2.00 2.00 2.00
W/W Lab Tech I 1.00 1.00 1.00
W/W Lab Tech li 1.00 1.00 1.00
W/W O&M Supervisor 1.00 1.00 1.00
W/W P/P Maintenance Supr I 1.00 1.00 1.00
W/W P/P Maintenance Supr II 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.
279
RESOURCE RECOVERY DIVISION
EXPENDITURES BY ACCOUNT
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Utility Collection
Expenditures:
Salaries-Supervision 72,203 96,824 127,832
Salaries-Clerical 262,072 277,700 229,647
Salaries-Operational 213,268 213,479 248,079
Overtime 8,711 14,000 5,398
Terminal Pay - 412 -
Certification Pay 1,819 - 1,500
Stability Pay 12,624 12,788 13,861
Longevity 3,602 - 3,564
FICA 41,161 38,883 43,511
TMRS Retirement 91,321 93,171 103,234
Life Insurance Contribution 770 640 783
Disability Insurance Contrib 522 456 594
Health Insurance Contributions 154,880 159,526 136,511
HSA Contributions-Employer 507 - -
Supplies-Minor Tools and Equip 5,406 4,070 5,940
Supplies-Minor Furniture - - 1,500
Supplies-Office 13,436 34,530 6,090
Supplies-Medical/Drug - 100 100
Supplies-Clothing and Uniforms 3,051 3,120 4,544
Supplies-PC Software - 44 -
Supplies-Other - - -
Maint-Office Furniture/Equip 382 4,060 400
Maint-PC Hardware 5,455 5,604 7,575
Maint-PC Software 6,248 600 43
Services-Telephone 3,187 6,389 4,672
Service-Wireless PhoneAircards 456 - 456
Services-Central Garage 25,433 30,383 47,698
Services-Bank 40,117 2,990 25,200
Services-Other Professional 70,235 68,150 62,508
Services-Binding/Printing 24,902 12,985 43,185
Lease Payments 583 888 777
Postage/Freight 121,799 160,000 157,679
TOTAL Expenditure: $1,184,149 $1,241,792 $1,282,881
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water Sewer Debt Service
Expenditures:
Bond Principal Payments - 9,185,000 9,607,568
Bond Interest Payments 2,397,923 3,546,907 3,142,372
Paying Agent Fees 750 6,000 6,000
280
RESOURCE RECOVERY DIVISION
Other Bond Expense - - -
TOTAL Expenditure: $2,398,673 $12,737,907 $12,755,940
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Utilities Administration
Expenditures:
Salaries-Supervision 182,020 175,385 187,050
Salaries-Clerical 31,804 31,117 33,360
Salaries-Operational 207,711 211,807 222,255
Overtime 532 400 -
Terminal Pay - 413 -
Certification Pay 1,814 1,800 1,800
Stability Pay 3,905 4,318 5,391
Cell Phone Allowance 525 360 720
FICA 30,816 31,508 32,505
TMRS Retirement 66,906 71,304 75,025
Life Insurance Contribution 525 559 568
Disability Insurance Contrib 352 344 429
Health Insurance Contributions 84,089 86,612 68,115
HSA Contributions-Employer 197 - 504
Supplies-Minor Tools and Equip - 200 200
Supplies-Minor Furniture - - -
Supplies-Office 950 1,426 2,670
Supplies-Educational - 500 500
Supplies-Personal Computers - - -
Supplies-PC Software - - 44
Maint-Office Furniture/Equip - 200 200
Maint-Radios - 250 250
Maint-PC Hardware - 1,590 1,590
Maint-PC Software 43 42 -
Maint-Systems Software 6,300 4,500 6,525
Maint-Utility Cuts - - -
Services-Telephone 529 1,365 701
Service-Wireless PhoneAircards 456 420 456
Services-Central Garage 4,137 3,919 4,458
Services-Other Professional 300,036 105,500 46,500
Services-Court Cost/Registrat - - -
Services-Advertising 1,043 4,000 4,000
Services-Binding/Printing 765 1,150 1,400
General Liability Claims - - -
In City Mileage Reimbursement 2,115 2,100 2,101
Travel Expenses 1,731 14,000 14,250
Education Registration 3,165 6,300 6,600
Lease Payments 1,323 1,700 1,346
Memberships 13,066 13,358 15,670
Public Relation/Promo - 8,000 10,000
Postage/Freight 1,780 1,644 1,644
Ad-Valorem Taxes - - -
Instruments/Apparatus - 16,000 -
PC Computer Equipment - - -
TOTAL Expenditure: $948,635 $804,091 $748,827
281
RESOURCE RECOVERY DIVISION
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Utility Equipment Services
Expenditures:
Salaries-Supervision 15,442 15,122 15,496
Salaries-Operational 417,362 429,751 459,368
Overtime 15,380 44,880 30,000
Terminal Pay - 1,210 -
Stability Pay 12,238 12,375 11,441
Cell Phone Allowance - - -
FICA 32,432 30,081 34,228
TMRS Retirement 71,774 72,385 80,587
Life Insurance Contribution 586 566 591
Disability Insurance Contrib 431 407 453
Health Insurance Contributions 130,230 134,137 114,387
Supplies-Motor Vehicle - 100 100
Supplies-Minor Tools and Equip 126 400 400
Supplies-Office 430 800 800
Supplies-Medical/Drug - 50 50
Supplies-Botanical/Agriculture - 1,700 1,700
Supplies-Traffic Control 3,169 2,250 2,250
Supplies-Linen - 200 200
Supplies-Heating Fuel 303 700 700
Supplies-Personal Computers - - -
Supplies-PC Software - - 88
Supplies-Other 90 400 400
Maint-Machine/Tools/Implements - 200 200
Maint-Radios - 450 450
Maint-PC Software 87 88 -
Maint-Utility Cuts - 269,500 269,500
Maint-Buildings 56 - -
Maint-East Scott Facility 5,231 6,845 6,845
Services-Telephone 833 2,120 1,505
Service-Wireless PhoneAircards 912 912 2,038
Services-Electricity 2,608 2,415 2,373
Services-Wtr/Sewer/Sanitation - 300 100
Services-Central Garage 187,941 179,067 195,859
Services-Binding/Printing 165 750 750
Travel Expenses - - -
Education Registration - 260 260
Memberships 75 30 30
Rent-Equipment - 300 300
Postage/Freight 232 20 20
TOTAL Expenditure: $898,134 $1,210,770 $1,233,469
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water Distribution
Expenditures:
Salaries-Supervision 62,427 62,899 98,842
Salaries-Clerical 77,562 84,073 84,636
Salaries-Operational 1,479,597 1,550,211 1,674,823
Overtime 223,358 178,606 225,000
Terminal Pay - 4,043 -
Certification Pay 19,049 17,400 16,440
282
RESOURCE RECOVERY DIVISION
Stability Pay 29,620 29,482 27,091
Cell Phone Allowance 549 360 360
FICA 135,659 114,318 133,389
TMRS Retirement 295,262 275,619 315,153
Life Insurance Contribution 2,110 2,099 2,319
Disability Insurance Contrib 1,540 1,489 1,752
Health Insurance Contributions 407,336 419,556 471,015
HSA Contributions-Employer 1,863 1,554 1,512
Supplies-Minor Tools and Equip 25,436 22,700 22,700
Supplies-Minor Furniture 270 - -
Supplies-Office 4,990 8,035 8,035
Supplies-Photographic - 1,100 1,250
Supplies-Medical/Drug 14 250 250
Supplies-Chemical 2,775 3,700 3,700
Supplies-Mechanical 9,552 8,200 9,500
Supplies-Concession/Food - - -
Supplies-Botanical/Agriculture - - -
Supplies-Traffic Control 4,340 6,000 6,000
Supplies-Clothing and Uniforms - - 21,100
Supplies-Linen 21,803 21,100 1,000
Supplies-Educational 134 350 350
Supplies-Periodicals/Supplemts - - -
Supplies-Personal Computers 126 2,000 2,970
Supplies-System Software - - -
Supplies-PC Software - 1,188 -
Supplies-Other 6,275 8,800 8,800
Maint-Motor Vehicles - 150 150
Maint-Machine/Tools/Implements 5,071 39,630 4,630
Maint-Office Furniture/Equip - 1,000 1,000
Maint-Radios 412 850 1,850
Maint-Instruments 269 270 11,681
M a i nt-Meters 2,154 10,480 10,480
Maint-PC Software 1,168 - 1,232
Maint-Water Mains 306,172 300,000 300,000
Maint-Service Connections 298,423 350,366 383,285
Maint-East Scott Facility 11,020 135,565 29,005
Maint-Fire Hydrants - 1,000 1,000
Maint-Fences - 500 26,500
Services-Telephone 6,611 8,209 9,678
Service-Wireless PhoneAircards 14,906 15,189 15,942
Services-Electricity 7,761 9,731 8,646
Services-Gas 8,190 8,914 8,590
Services-Wtr/Sewer/Sanitation 4,078 3,100 3,703
Services-Central Garage 332,616 313,065 357,131
Services-Employee Physicals 42,136 - 33,416
Services-Binding/Printing 546 2,085 2,205
Worker's Compensation - - -
Unemployment Compensation - - -
Travel Expenses - 2,377 2,377
Education Registration 3,392 14,500 15,250
Lease Payments 2,066 1,900 1,643
Memberships 7,104 11,730 11,730
Rent-Equipment - 350 350
Postage/Freight 571 450 450
Budget Contingency - - 30,000
Inventory Write Off 19,875 - -
Distribution Lines-Water 13,065 30,000 -
Motor Vehicles - - -
283
RESOURCE RECOVERY DIVISION
Other Vehicles - - -
Instruments/Apparatus - - -
PC Computer Equipment - - -
Meters - - -
Other Machinery and Equipment - - -
Oper Transfer-Other - - -
TOTAL Expenditure: $3,899,253 $4,086,543 $4,409,911
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Sewer Rehabilitation
Expenditures:
Salaries-Supervision 63,052 61,984 67,645
Salaries-Operational 141,290 162,532 237,336
Overtime 8,861 9,270 9,270
Terminal Pay - - -
Certification Pay 1,512 1,500 1,500
Stability Pay 2,971 2,971 3,630
Cell Phone Allowance 366 360 360
FICA 16,176 14,659 22,048
TMRS Retirement 34,576 34,152 51,317
Life Insurance Contribution 282 267 308
Disability Insurance Contrib 206 193 230
Health Insurance Contributions 44,053 46,736 107,229
HSA Contributions-Employer - - -
Supplies-Minor Tools and Equip 5,180 2,345 2,345
Supplies-Minor Furniture 5,871 852 495
Supplies-Office 604 1,450 1,500
Supplies-Medical/Drug 30 50 150
Supplies-Physician - - -
Supplies-Mechanical 1,648 11,756 6,250
Supplies-Traffic Control - 125 125
Supplies-Clothing and Uniforms 2,470 3,198 4,264
Supplies-Linen 249 225 315
Supplies-Educational 907 975 975
Supplies-Personal Computers 90 775 3,910
Supplies-PC Software - - 27,000
Supplies-Other 600 1,455 2,205
Maint-Motor Vehicles - 50 9,100
Maint-Machine/Tools/Implements - 600 600
Maint-Radios - 200 200
Maint-Instruments 10,449 16,000 16,000
Maint-PC Hardware - 1,500 1,500
Maint-PC Software 2,346 2,352 4,932
Maint-Sanitary Sewers (21) - -
Services-Telephone 753 1,471 1,732
Service-Wireless PhoneAircards 3,343 3,648 4,560
Services-Central Garage 68,270 71,675 102,912
Services-Binding/Printing 609 2,150 2,150
Travel Expenses - 900 970
Education Registration 7,051 8,447 10,038
Memberships - 485 550
Rent-Equipment - - -
Postage/Freight 252 1,000 1,000
Machines/Tools/Implements 242,959 232,372 -
TOTAL Expenditure: $667,004 $700,679 $706,651
284
RESOURCE RECOVERY DIVISION
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water Source of Supply
Expenditures:
Salaries-Operational 98,417 111,759 122,145
Overtime 954 3,609 4,000
Terminal Pay - - -
Certification Pay 1,510 1,500 3,300
Stability Pay 1,210 1,210 1,898
Cell Phone Allowance 183 180 360
FICA 6,681 7,557 8,293
TMRS Retirement 15,708 19,131 21,010
Life Insurance Contribution 125 147 154
Disability Insurance Contrib 101 122 117
Health Insurance Contributions 13,245 13,642 36,294
HSA Contributions-Employer 75 - -
Supplies-Minor Tools and Equip 276 600 600
Supplies-Office - - -
Supplies-Chemical - - -
Supplies-Mechanical - 100 100
Supplies-Other 1,015 500 500
Maint-Motor Vehicles - - -
Maint-Machine/Tools/Implements 945 1,500 1,500
Maint-Pumps/Motors 1,316 21,600 21,600
Maint-Radios - 700 700
Maint-Instruments 3,339 10,000 14,100
Maint-Streets Facilities - - -
Maint-Cypress Facility - - -
Maint-Jasper Facility - - -
Maint-Other Buildings 6,852 2,400 2,400
M a i nt-Dams - 20,000 20,000
Maint-Canals/Conduits 360 24,200 24,200
Maint-Other Structures 15,122 5,500 5,500
Services-Telephone 1,004 303 806
Services-Electricity 163,022 200,602 179,240
Services-Central Garage 36,791 36,510 37,088
Services-Other Professional 49,525 6,000 6,000
Services-Lab Proficiency Test 1,742 2,500 2,500
Services-Binding/Printing - - -
Services-Other Miscellaneous 11,946 68,000 68,000
Travel Expenses - - -
Education Registration - 2,600 2,600
Rent-Equipment - 2,000 2,000
Postage/Freight 230 - -
Ad-Valorem Taxes 10,294 11,000 11,000
Other Vehicles - - -
Instruments/Apparatus - 158,000 -
Oper Transfer-Other - - -
TOTAL Expenditure: $441,988 $733,472 $598,005
285
RESOURCE RECOVERY DIVISION
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water Purification
Expenditures:
Salaries-Supervision 73,195 72,966 74,797
Salaries-Clerical 21,710 26,354 30,251
Pool Clerical - - -
Salaries-Operational 1,336,165 1,321,259 1,452,939
Pool Operational 19,030 41,122 41,122
Overtime 38,915 77,250 75,000
Terminal Pay (656) 2,420 -
Certification Pay 36,906 38,160 35,400
Stability Pay 31,902 33,909 33,909
Cell Phone Allowance 2,193 2,340 2,520
FICA 111,141 107,912 117,383
TMRS Retirement 238,297 249,544 270,077
Life Insurance Contribution 1,890 1,907 1,937
Disability Insurance Contrib 1,369 1,351 1,472
Health Insurance Contributions 317,762 327,295 359,419
HSA Contributions-Employer 2,540 2,769 2,691
Supplies-Motor Vehicle - - -
Supplies-Minor Tools and Equip 1,444 - -
Supplies-Minor Furniture 1,434 426 -
Supplies-Office 5,657 8,000 8,000
Supplies-Medical/Drug - 200 1,500
Supplies-Janitorial 1,495 1,000 1,000
Supplies-Chemical 1,335,309 1,581,383 2,045,898
Supplies-Lab 191,442 208,250 218,250
Supplies-Mechanical - - -
Supplies-Fencing - 1,000 1,000
Supplies-Linen 10,947 17,500 17,500
Supplies-Educational - 400 400
Supplies-Periodicals/Supplemts - 1,300 1,300
Supplies-PC Software 572 - -
Supplies-Other 8,655 9,547 6,000
Maint-Motor Vehicles 43 - -
Maint-Other Vehicles 2,982 - -
Maint-Machine/Tools/Implements 2,603 6,000 6,000
Maint-Pumps/Motors 78,636 92,000 92,000
Maint-Office Furniture/Equip - 1,500 1,500
Maint-Radios - 1,828 1,828
Maint-Instruments 168,824 203,959 230,270
Maint-PC Hardware 2,056 300 300
Maint-Heating/Cooling Systems 5,972 9,000 55,000
Maint-Park Lighting - - -
Maint-Sanitary Sewers - - -
Maint-Reservoirs/Tanks 612 7,500 7,500
Maint-Utility Cuts - - -
Maint-Lake Roads - - -
Maint-Central Garage - - -
Maint-Landfill Buildings - - -
Maint-Cypress Facility 122,255 161,000 161,000
Maint-Jasper Facility 27,467 61,000 61,000
Maint-River Road Facility - - -
Maint-Other Buildings 18,349 20,360 31,200
Maint-Canals/Conduits 132 - -
Maint-Other Structures 1,179 - -
286
RESOURCE RECOVERY DIVISION
Maint-Fire Hydrants - - -
Services-Telephone 23,057 31,351 28,998
Services-Electricity 937,407 1,050,464 966,513
Services-Gas 13,403 12,589 12,744
Services-Wtr/Sewer/Sanitation 299,761 200,000 232,296
Services-Central Garage 56,423 58,391 73,689
Services-Other Professional 611 - 115,500
Services-Lab Proficiency Test 72,175 87,145 106,750
Services-Advertising 346 - -
Services-Binding/Printing 18,911 9,889 12,350
Services-Other Miscellaneous 74,783 56,500 63,420
Contract-Water Imp District#2 - - -
Travel Expenses 829 3,575 3,575
Education Registration 8,791 36,800 39,700
Lease Payments 684 1,000 625
Memberships 224 - -
Boards/Local Meetings 2,649 3,420 3,420
Rent-Equipment 6,034 7,500 7,500
Postage/Freight 14,519 18,000 18,000
Cnstrctn-Tr Signals/St Lts - - -
Bonds-McGrath Creek - - -
Landscape/Trees/Shrubs - 3,000 -
Other Vehicles - 33,000 -
Instruments/Apparatus 306,156 368,651 -
TOTAL Expenditure: $6,057,187 $6,681,287 $7,132,443
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Wastewater Collection
Expenditures:
Salaries-Clerical 49,213 49,005 54,880
Pool Clerical - - -
Salaries-Operational 299,323 341,642 481,698
Overtime 25,520 38,106 38,106
Terminal Pay - - -
Certification Pay 2,247 2,460 1,500
Stability Pay 3,137 4,072 4,869
Cell Phone Allowance - - -
FICA 27,474 27,058 45,492
TMRS Retirement 59,621 66,274 102,720
Life Insurance Contribution 474 526 504
Disability Insurance Contrib 350 384 378
Health Insurance Contributions 74,326 76,556 166,696
HSA Contributions-Employer 2,864 2,947 2,358
Supplies-Minor Tools and Equip 6,143 4,610 10,660
Supplies-Minor Furniture 10,649 - -
Supplies-Office 2,531 3,800 4,450
Supplies-Photographic - - -
Supplies-Medical/Drug 15 50 250
Supplies-Chemical 10,345 9,750 11,100
Supplies-Mechanical 15,779 10,535 15,525
Supplies-Traffic Control 25 125 125
Supplies-Clothing and Uniforms 5,455 6,063 7,662
Supplies-Linen 462 550 660
Supplies-Personal Computers 1,480 2,000 2,250
Supplies-PC Software 25,000 - -
287
RESOURCE RECOVERY DIVISION
Supplies-Other 8,160 10,075 24,515
Maint-Motor Vehicles - 50 8,700
Maint-Machine/Tools/Implements 651 500 500
Maint-Office Furniture/Equip 401 700 700
Maint-Radios - 200 200
Maint-Instruments - - -
Maint-PC Software 476 25,528 648
Maint-Sanitary Sewers 73,031 105,000 105,000
Maint-Buildings 563 1,000 5,700
Maint-East Scott Facility - - -
Maint-Northside Facility - - -
Services-Telephone 891 1,672 1,872
Service-Wireless PhoneAircards 6,313 6,992 8,280
Services-Central Garage 135,429 133,413 147,963
Services-Binding/Printing 4,118 7,025 6,925
Unemployment Compensation - - -
Travel Expenses - 550 450
Education Registration 8,355 9,825 11,415
Memberships - 210 210
Rent-Equipment 6,240 5,400 5,400
Postage/Freight 428 1,000 1,000
Landscape/Trees/Shrubs 298 33,600 -
Sanitary Sewer Lines 28,433 40,000 -
Motor Vehicles - - -
Machines/Tools/Implements 19,752 76,300 -
Instruments/Apparatus - - -
TOTAL Expenditure: $915,973 $1,105,553 $1,281,361
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Wastewater Treatment
Expenditures:
Salaries-Supervision 124,232 126,714 131,659
Salaries-Clerical 28,402 29,806 31,163
Pool Clerical - - -
Salaries-Operational 1,275,033 1,460,151 1,527,297
Pool Operational - - -
Overtime 104,125 85,000 85,000
Terminal Pay - 275 -
Certification Pay 28,744 28,740 25,320
Stability Pay 25,302 26,236 26,237
Cell Phone Allowance 1,646 1,620 1,260
FICA 115,502 107,391 126,105
TMRS Retirement 246,076 248,578 288,819
Life Insurance Contribution 1,892 1,919 2,098
Disability Insurance Contrib 1,385 1,380 1,593
Health Insurance Contributions 298,633 307,592 346,571
HSA Contributions-Employer 432 518 2,016
Supplies-Minor Tools and Equip 560 3,500 1,000
Supplies-Minor Office Tools/Eq - - -
Supplies-Minor Furniture - - 650
Supplies-Office 3,642 3,700 4,625
Supplies-Medical/Drug 1,125 100 100
Supplies-Physician - - -
Supplies-Janitorial 142 500 500
Supplies-Chemical 736,813 801,280 847,898
288
RESOURCE RECOVERY DIVISION
Supplies-Lab 69,576 87,900 83,500
Supplies-Mechanical 4,946 6,000 8,000
Supplies-Trees/Flowers/Shrubs - - -
Supplies-Traffic Control 8 - -
Supplies-Clothing and Uniforms 11,362 15,876 15,876
Supplies-Linen - 2,000 2,000
Supplies-Educational - 1,000 1,000
Supplies-Periodicals/Supplemts - 650 650
Supplies-Personal Computers - - -
Supplies-PC Software - - -
Supplies-Other 2,185 9,400 50,900
Maint-Other Vehicles 556 - -
Maint-Machine/Tools/Implements 174 1,000 1,000
Maint-Pumps/Motors 60,304 111,200 115,000
Maint-Office Furniture/Equip - 100 100
Maint-Radios 100 500 500
Maint-Instruments 17,238 20,000 36,000
Maint-PC Hardware 140 1,500 1,500
Maint-Heating/Cooling Systems 1,063 5,000 5,000
Maint-Sanitary Sewers - - -
Maint-Buildings - - -
Maint-Streets Facilities - - -
Maint-Cypress Facility - - -
Maint-River Road Facility 133,859 173,100 140,000
Maint-Northside Facility 14,958 15,000 15,000
Maint-Other Buildings 63 2,500 2,500
Maint-Fences - - 1,000
Services-Telephone 41,668 62,938 53,035
Service-Wireless PhoneAircards - - 720
Services-Electricity 584,578 662,134 607,119
Services-Gas 61,089 60,372 60,054
Services-Wtr/Sewer/Sanitation 253,974 358,900 283,432
Services-Central Garage 165,700 165,249 197,070
Services-Other Professional 69,248 30,098 35,073
Services-Advertising 1,636 - -
Services-Binding/Printing 1,381 1,000 1,400
Services-Other Miscellaneous 56,830 73,600 73,600
In City Mileage Reimbursement - 100 -
Travel Expenses 53 2,700 2,700
Education Registration 5,159 19,277 19,327
Lease Payments 1,874 2,025 1,569
Memberships 1,098 1,298 1,318
Rent-Equipment - 3,000 5,000
Postage/Freight 2,580 4,000 4,000
Administration Fees - - -
Landscape/Trees/Shrubs - - -
Building Improvements - 19,500 -
Heating/Cooling Systems - - -
Machines/Tools/Implements 32,655 - -
Pumps/Motors 49,629 64,500 -
Instruments/Apparatus 134,100 16,800 -
TOTAL Expenditure: $4,773,472 $5,235,217 $5,274,854
289
RESOURCE RECOVERY DIVISION
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water/Sewer Special Items
Expenditures:
Terminal Pay 21,863 45,000 45,000
FICA 888 - -
TMRS Retirement 1,967 - -
Life Insurance Contribution 6 - -
Disability Insurance Contrib 5 - -
Maint-Buildings - - -
Services-Gas - - -
Services-Bank 7,651 8,212 14,000
Services-Audit 4,324 3,151 -
Services-Other Professional 198,319 90,000 40,000
Services-Employee Physicals - 1,000 1,000
Services-Advertising 250 - -
Worker's Compensation 140,403 168,000 144,852
Unemployment Compensation 4,985 6,000 6,000
Insurance Expense 65,382 57,000 57,000
Claims and Settlements - 1,000 1,000
General Liability Claims 4,199 64,000 64,000
Contract-Water Imp District#2 280,888 266,814 272,417
Contract-US Geo Survey 63,908 57,860 60,598
Contract-Other Agencies 236,103 350,600 351,600
Bond Principal Payments - 28,207 -
Interest Expense 14,055 10,433 10,500
Travel Expenses - - -
Lease Payments 5,344 1,018,902 1,021,100
Memberships - - -
Rent-Office 26,401 26,401 26,401
Postage/Freight - - -
Bad Debt Expense 151,381 44,046 45,000
Administrative Overhead 1,020,226 1,137,525 932,653
Data Processing Services 381,416 379,498 335,141
Construction-Engineering Fees 91,698 - -
Other Improvements 5,020,762 5,088,000 -
Oper Transfer-General 1,844,186 1,771,811 1,861,429
Oper Transfer-Other - - -
TOTAL Expenditure: $9,586,610 $10,623,460 $5,289,691
290
WATER & SEWER CAPITAL FUND
WATER & SEWER CAPITAL FUNDS
The Water&Sewer Capital Fund contains all of the capital projects that are being completed by the Water
& Sewer Department. The Microfiltration and Reverse Osmosis Fund was created to ensure sufficient
funds would be available for the recurring purchase of microfiltration and reverse osmosis elements.
These elements are critical to the City's water system and have an approximate useful life of 10 and 7
years, respectively. The Lake Ringgold Fund has been created to account for permitting fees needed to
complete the project. In all, these funds were created to enhance reporting and transparency for major
projects completed by the Water&Sewer departments.
litllc�i,4 !a��s
r e x AS
ai /-10(060,oyy r,ram
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Water and Sewer Capital Fund
Revenues
Service Charges - - 4,785,903
Total Revenues - - 4,785,903
Expenditures
Building Improvements - - 25,000
Other Improvements - - 3,837,903
Sanitary Sewer Lines - - 40,000
Other Vehicles - - 35,000
Machines/Tools/Implements - - 65,000
Instruments/Apparatus - - 783,000
Total Expenditures - - 4,785,903
*Detailed project info can be found in the City's Capital Improvement Plan.
FY 2021-22 Expenditures By Account
• Building Improvements
0.52%
•Other Improvements
80.19%
•Sanitary Sewer Lines
0.84%
•Other Vehicles 0.73%
• Machines/Tools/Implements
1.36%
291
WATER & SEWER CAPITAL FUND
TEXAS\ Mc' 4/4 a5
/34,5tics lit,/deft OffOrii.f77,5
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Microfiltration and Reverse Osmosis
Fund
Revenues
Service Charges - - 560,000
Total Revenues - - 560,000
Expenditures
Other Improvements - - 560,000
Total Expenditures - - 560,000
(N/C4/4
TEXAS
B/Skies.Gjo/den OpportunUies-
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Lake Ringgold Fund
Revenues
Service Charges - - 1,000,000
Total Revenues - - 1,000,000
Expenditures
Other Improvements - - 1,000,000
Total Expenditures - - 1,000,000
292
FA)1/7C4ikt a9
TEXAS
Sanitation Fund
SANITATION FUND
SANITATION FUND:
Within the Sanitation 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$625,068, or 6.63%, above
the prior year adopted budget.The increase in this department can be attributed to a 9.3%increase in the cost of
steel. Steel is used primarily in the production of collection trucks and most equipment used in the Refuse
Collection department.
Transfer Station:The budget for the Transfer Station represents an increase of$19,075, or 1.21%above the prior
year adopted budget, due to implementation of the MAG study. The Transfer Station expects to maintain
operations costs similar to the previous fiscal year.
Landfill:The Landfill Budget has decreased $239,340,or 6.87% below the prior year adopted budget.The primary
reason for this decrease is the City's purchase of the Scraper in FY 2019, which has led to a decrease in
maintenance costs.
TEXASifivi 4 .4 RI,
294
SANITATION FUND
Fund Summary
Sanitation Fund Summary FY2021-22
Fund Sanitation Fund
Projected Beginning Balance 9,416,811
Less Restricted Balance 2,395,000
Available Balance 7,021,811
Revenues
Sanitation Fees-Alley Res 6,895,000
Sanitation Fees Commercial 5,900,000
Landfill Fees 1,700,000
Other Service Charges 605,000
All Other Revenue 12,000
Total Revenues 15,112,000
Expenditures
Personnel Services 4,854,170
Supplies 355,436
Maintenance & Repair 180,540
Utilities/Other Services 4,647,984
Insurance & Contract Supp. 84,522
Other Expenditures 445,504
Non Cap Improvements 6,000
Capital Improvements 2,827,843
Transfers Out 1,710,001
Total Expenditures 15,112,000
Ending Balance 7,021,811
295
SANITATION FUND
TEXAS
B/Sk/s a-Oyyorrun,.r.s
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Sanitation Fund
Revenues
Sanitation Fees-Alley Res 6,579,240 6,955,283 6,895,000 -0.87%
Sanitation Fees Commercial 5,710,441 5,722,318 5,900,000 3.11%
Landfill Fees 1,994,713 1,500,000 1,700,000 13.33%
All Other Revenue 1,803,808 608,604 617,000 1.38%
Total Revenues 16,088,202 14,786,205 15,112,000 2.20%
Expenditures
Personnel Services 4,390,859 4,597,342 4,854,170 5.59%
Supplies 240,188 314,475 355,436 13.03%
Maintenance&Repair 90,479 180,540 180,540 0.00%
Utilities/Other Services 5,293,871 4,747,779 4,647,984 -2.10%
Insurance&Contract Supp. 100,474 103,900 84,522 -18.65%
Other Expenditures 476,769 437,390 445,504 1.86%
Non Cap Improvements - 6,000 6,000 0.00%
Capital Improvements 2,347,778 2,713,169 2,827,843 4.23%
Transfers Out 1,620,717 1,685,610 1,710,001 1.45%
Total Expenditures 14,561,135 14,786,205 15,112,000 2.20%
296
SANITATION FUND
TEXAS-1-Allic4if;,5-$5.
B/5Aie;_6in/eem0ppvrt nni/:
Expenditure/Expense By Department 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Sanitation
Expenditures:
Personnel Services 2,695,336 2,837,505 3,040,700 7.16%
Supplies 174,890 206,472 241,040 16.74%
Maintenance& Repair 24,999 35,040 35,040 0.00%
Utilities/Other Services 2,659,537 2,433,787 2,737,432 12.48%
Insurance&Contract Supp. 100,474 103,900 84,522 -18.65%
Other Expenditures 298,955 301,914 310,028 2.69%
Capital Improvements 1,436,005 1,830,169 1,900,702 3.85%
Transfers Out 1,620,717 1,685,610 1,710,001 1.45%
TOTAL Expenditures $9,010,913 $9,434,397 $10,059,465
6.63%
Transfer Station
Expenditures:
Personnel Services 741,256 761,992 794,535 4.27%
Supplies 12,047 14,303 19,200 34.24%
Maintenance& Repair 18,476 69,750 69,750 0.00%
Utilities/Other Services 424,262 401,051 448,335 11.79%
Other Expenditures 1,130 1,700 1,700 0.00%
Capital Improvements 76,278 333,000 267,351 -19.71%
Transfers Out - - - 0.00%
TOTAL Expenditures $1,273,449 $1,581,796 $1,600,871 a
1.21/
Landfill
Expenditures:
Personnel Services 954,266 997,845 1,018,935 2.11%
Supplies 53,250 93,700 95,196 1.60%
Maintenance& Repair 47,005 75,750 75,750 0.00%
Utilities/Other Services 2,210,072 1,912,941 1,462,217 -23.56%
Insurance&Contract Supp. - - - 0.00%
Other Expenditures 125,405 133,776 133,776 0.00%
Non Cap Improvements - 6,000 6,000 0.00%
Capital Improvements 835,495 265,000 453,798 71.24%
Transfers Out - - - 0.00%
TOTAL Expenditures $4,225,493 $3,485,012 $3,245,672 -6.87%
Sanitation Special Items
Expenditures:
Utilities/Other Services - - - -
Other Expenditures 51,279 - - -
Capital Improvements - 285,000 205,992 _27.72%
TOTAL Expenditures $51,279 $285,000 $205,992 0
-27.72/
Sanitation Fund Total Expenditures $14,561,135 $14,786,205 $15,112,000 0
2.20/
297
SANITATION FUND
REVENUES
i E x n s
B/Skims,Gino Opp r d•,
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Sanitation Fund
Revenues
Sanitation Fees-Alley Res 6,579,240 6,955,283 6,895,000 -0.87%
Sanitation Fees Commercial 5,710,441 5,722,318 5,900,000 3.11%
Landfill Fees 1,994,713 1,500,000 1,700,000 13.33%
All Other Revenue 1,803,808 608,604 617,000 1.38%
Total Revenues 16,088,202 14,786,205 15,112,000 2.20%
FY 2021-22 Revenue By Source
■ Sanitation Fees-Alley Res 45.63%
• Sanitation Fees Commercial 39.04%
■ Landfill Fees 11.25%
■All Other Revenue 4.08%
The graph above illustrates the revenues in the Sanitation Fund. Sanitation Fees for Alley/Residential make up
nearly half of all revenues. Sanitation Fees for Alley/Residential combined with Sanitation Fees for Commercial
make up 85%of the total revenue for the Sanitation Fund.
298
SANITATION FUND
Prior Year Rate Increase Discussion:
The previous fiscal year budget recommended a 6% rate increase in Sanitation Rates to allow for the recurring
replacement of capital equipment. Historically, the Sanitation Division's average expenditure for annual capital
equipment replacement had 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 has continued 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.
The previous budget year, staff took an encompassing look at the state of operations, revenues, and related
charges. The Division reports that the cost of the Commercial Front End Loader (FEL) and Automated Side-load
(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.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, at the previous capital equipment allotment of$1.2 million,the fund would have a deficit in
equipment replacement of$9.8 million within ten years. Not replacing equipment when it is worn out results in a
decrease in service within the Fund, as longer times in the shop decrease productivity and route access.
299
SANITATION FUND
EXPENDITURES
4A1)764/4 as
13/aSpes Opp rtamfes.
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22 %Change
Actual Adopted Adopted Budget
Sanitation Fund
Expenditures
Personnel Services 4,390,859 4,597,342 4,854,170 5.59%
Supplies 240,188 314,475 355,436 13.03%
Maintenance&Repair 90,479 180,540 180,540 0.00%
Utilities/Other Services 5,293,871 4,747,779 4,647,984 -2.10%
Insurance&Contract Supp. 100,474 103,900 84,522 -18.65%
Other Expenditures 476,769 437,390 445,504 1.86%
Non Capital Improvements - 6,000 6,000 0.00%
Capital Improvements 2,347,778 2,713,169 2,827,843 4.23%
Transfers Out 1,620,717 1,685,610 1,710,001 1.45%
Total Expenditures 14,561,135 14,786,205 15,112,000 2.20%
FY 2021-22 Expenditure By Source
• Personnel Services 32.12%
■Supplies 2.35%
tipl
• Maintenance&Repair 1.19%
• Utilities/Other Sery 30.76%
• Insurance&Contract Supp.0.56%
•Other Expenditures 2.95%
;,,;; • Non Capital Improvements 0.04%
•Capital Improvements 18.71%
•Transfers Out 11.32%
300
SANITATION FUND
Expenditure Discussion:
Personnel Services:As indicated in the charts Personnel Services account for over a quarter of all expenditures in
the Sanitation Fund. This Adopted Budget increases Personnel Services by $256,828, or 5.59%, from the FY
2020-21 Adopted Budget. Contributing factors to this increase are primarily due to the implementation of the
MAG study, as well as the addition of multiple positions, including three Sanitation Equipment Operators, a
Sanitation Worker, and a Landfill Equipment Operator.
Supplies: Supplies in the Sanitation Fund total $355,436, an increase of 13.03%from the prior year.This increase
is reflective of cost increases in the economy resulting from the pandemic.
Maintenance&Repair: Maintenance& Repair in the Sanitation Fund total $180,540.There is no change from the
prior year budget in this classification.
Utilities/Other Services: Cost of utilities is projected to decrease in FY2021-22 by 2.10%.
Insurance/Contracts:This classification decreased based on previous years' actuals.Total decrease of$19,378,or
18.65%.
Other Expenditures: This category accounts for non-capital items and other general departmental needs, and
increased by$8,114, or 1.86%, in the FY 2021-22 budget.
Non-Capital Improvements: This account is used to purchase equipment that does not qualify as a capital
expense. Generally, equipment that does not qualify as Capital Improvements are equipment with a price below
$25,000 and/or a useful life less than one year.The 2021-22 budgeted amount is unchanged from the prior year.
Capital Improvements: There is a $114,674, or 4.23%, increase in this account from the previous year. This
account is used to purchase major equipment and vehicles that keep the Sanitation Collection service, Landfill,
and Transfer Station running smoothly and efficiently. As previously mentioned, the rising cost of steel has
increased this cost.
Transfers Out: This account is for operating transfers to other City funds. There is a $24,391, or 1.45%, increase
from the previous year. These transfers are used to pay the funds franchise fees and to support annual street
maintenance due to the wear these trucks put on the City's roads.
301
SANITATION FUND
MISSION
To ensure the delivery of a safe, efficient, cost-effective, and environmentally sound solid waste management
system, and to promote sustainable community programs and policies throughout the City of Wichita Falls.
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, and aluminum
• Recycling of all the Resource Recovery and Northside WWTP sludge, as well as commercial and
residential organics.
• Operation of a Transfer Station, state-of-the-art composting facility, and Type I Landfill.
FY2021 ACCOMPLISHMENTS
• Collected 36,152 tons of solid waste through curbside pickup.
• Collected 17,983 tons from alley containers.
• Collected 30,710 tons from commercial businesses.
• Delivered 91,984 tons of solid waste to the Landfill from the Transfer Station.
• Deposited 155,752 tons in the Landfill this year.
• Composted 21,730 tons of brush and wastewater sludge in the same period.
CONTACT INFORMATION
Armando Mangual
Sanitation Superintendent
940-761-7977
armando.mangual@wichitafallstx.gov
1
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302
SANITATION FUND
GOALS & PERFORMANCE MEASURES
1111111
FY2022 STRATEGIC STRATEGIC PERFORMANCE FY2021
DEPARTMENT PLAN PLAN FY2022 TARGET
MEASURE ESTIMATE
GOAL GOAL STRATEGY
Reduce Missed 4. Efficiently 4.3 Streamline Less than 0.001%
Residential Curbside Deliver City municipal (Equivalent Less than 0.001% Less than 0.001%
Collection Complaints Services business missed stops=
processes 2,098 per year)
4. Efficiently 4.3 Streamline
Ensure zero TCEQ municipal
Deliver City Zero Findings Zero Findings Zero Findings
findings business
Services
processes
Increase waste 10%Diversion of
diversion through 4.3 Streamline waste from the
4. Efficiently Landfill 10%Diversion 10% Diversion
voluntary municipal
Deliver City 20%participation Rate Rate
participation in the business
Choose to Curb It and Services processes of Residents in 25% Participation 25%Participation
Choose to Drop It the Choose to
Curb It Programs
Implement optimized 4.3 Streamline Full Full
routes and 4. Efficiently municipal Implementation implementation
RouteWare on board Deliver City business by May 2022 for N/A by May 2022 for
routing for Residential Services
Curbside routes processes curbside service curbside service
BUDGET CHANGES
• Sanitation added new software to increase efficiency on routes.This increase in efficiency will lead to
lower maintenance and fuel costs. Personnel services increased due to MAG implementation.
• Transfer Station increased personnel services for MAG implementation.
• Landfill increased personnel services for MAG and lowered utilities/other services due to less
maintenance costs.The Landfill had new equipment purchases last year that has led to lower
maintenance costs.
303
SANITATION FUND
EXPENDITURES BY CLASSIFICATION
TEXAS--1;t1);c4/4 a
8/ 5'/,c 4deeaOppertunt/e,.
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Sanitation
Expenditures:
Personnel Services 2,695,336 2,837,505 3,040,700
Supplies 174,890 206,472 241,040
Maintenance&Repair 24,999 35,040 35,040
Utilities/Other Services 2,659,537 2,433,787 2,737,432
Insurance&Contract Supp. 100,474 103,900 84,522
Other Expenditures 298,955 301,914 310,028
Capital Improvements 1,436,005 1,830,169 1,900,702
Transfers Out 1,620,717 1,685,610 1,710,001
TOTAL Expenditures $9,010,913 $9,434,397 $10,059,465
l/V�C4/4 I u115'
TEXAS
B/u,5f/e5 Gie/daPC/Fartusv7le5
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Transfer Station
Expenditures:
Personnel Services 741,256 761,992 794,535
Supplies 12,047 14,303 19,200
Maintenance&Repair 18,476 69,750 69,750
Utilities/Other Services 424,262 401,051 448,335
Other Expenditures 1,130 1,700 1,700
Capital Improvements 76,278 333,000 267,351
Transfers Out - - -
TOTAL Expenditures $1,273,449 $1,581,796 $1,600,871
304
SANITATION FUND
4Allic44 as
TEXAS
/W S7k /esre epportv7,'
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Landfill
Expenditures:
Personnel Services 954,266 997,845 1,018,935
Supplies 53,250 93,700 95,196
Maintenance&Repair 47,005 75,750 75,750
Utilities/Other Services 2,210,072 1,912,941 1,462,217
Insurance&Contract Supp. - -Other Expenditures 125,405 133,776 133,776
Non Cap Improvements - 6,000 6,000
Capital Improvements 835,495 265,000 453,798
Transfers Out - - -
TOTAL Expenditures $4,225,493 $3,485,012 $3,245,672
TEXAS
B/r�Skje,.4ilelen Oppertun:t rs
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Sanitation Special Items
Expenditures:
Utilities/Other Services - - -
Other Expenditures 51,279 -Capital Improvements - 285,000 205,992
TOTAL Expenditures $51,279 $285,000 $205,992
305
SANITATION FUND
PERSONNEL BY JOB TITLE
4itike4i4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 I 12.00 12.00 12.00
SEO II 19.00 19.00 19.00
S EO III 8.00 8.00 8.00
SeniorAdmin 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
S EO I 2.00 2.00 2.00
S EO I I 5.00 5.00 5.00
S EO III 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 I 2.00 2.00 2.00
LEO I I 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
SeniorAdmin Clerk 1.00 1.00 1.00
TOTAL- Landfill 19.00 19.00 19.00
*No changes in personnel from the previous fiscal year.
306
SANITATION FUND
EXPENDITURES BY ACCOUNT
TEXAS4;11;c4i4 a
B/5t,e5 qa/u Offerttateles
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Sanitation
Expenditures:
Salaries-Supervision 135,452 133,643 136,558
Salaries-Clerical 59,339 58,760 62,935
Pool Clerical - - -
Salaries-Operational 1,492,641 1,676,607 1,824,953
Overtime 72,218 50,000 50,000
Terminal Pay 49,755 4,840 -
Stability Pay 39,466 39,162 34,844
Cell Phone Allowance - - -
FICA 133,739 125,378 147,494
TMRS Retirement 286,161 309,470 341,349
Life Insurance Contribution 2,246 2,308 2,603
Disability Insurance Contrib 1,602 1,596 1,985
Health Insurance Contributions 420,189 432,795 434,784
HSA Contributions-Employer 2,528 2,947 3,195
Supplies-Motor Vehicle 376 600 600
Supplies-Minor Tools and Equip 167,506 190,000 190,000
Supplies-Minor Office Tools/Eq - - -
Supplies-Minor Furniture - 1,322 1,210
Supplies-Office 1,236 1,500 1,500
Supplies-Medical/Drug - 300 300
Supplies-Clothing and Uniforms 1,847 3,500 3,500
Supplies-Linen 977 2,000 1,500
Supplies-Personal Computers - - 34,530
Supplies-Other 2,947 7,250 7,900
Maint-Machine/Tools/Implements 23,230 29,800 29,800
Maint-Radios 500 500 500
Maint-Containers - - -
Maint-Heating/Cooling Systems 78 2,000 2,000
Maint-Buildings 737 240 240
Maint-Sanitation Offices 454 2,500 2,500
Services-Telephone 2,058 1,229 2,010
Service-Wireless PhoneAircards - - -
Services-Electricity 6,019 7,375 6,598
Services-Gas 800 838 818
Services-Wtr/Sewer/Sanitation 19 50 36
Services-Central Garage 2,280,702 2,062,174 2,221,928
Services-Bank 20,462 3,207 4,400
Services-Audit 1,940 1,414 1,414
Services-Consulting - - -
Services-Other Professional 48,461 - 141,128
Services-Employee Physicals 25,346 24,500 25,000
Services-Advertising 559 1,000 1,000
Services-Binding/Printing 1,194 2,000 3,100
Services-Other Miscellaneous 271,975 330,000 330,000
Worker's Compensation 19,782 41,000 21,622
Unemployment Compensation 14,101 500 500
Insurance Expense 5,008 3,400 3,400
307
SANITATION FUND
Claims and Settlements 50,999 4,000 4,000
General Liability Claims 10,585 55,000 55,000
In City Mileage Reimbursement 604 600 600
Travel Expenses - 2,250 2,250
Education Registration 111 1,950 1,950
Lease Payments 2,894 2,700 2,100
Memberships 337 500 500
Rent-Office 13,004 13,004 13,004
Postage/Freight 1,747 3,000 3,000
Bad Debt Expense - - -
Administrative Overhead 216,239 235,819 226,603
Data Processing Services 64,019 42,091 60,021
Alleys 174,035 300,000 300,000
Other Improvements 10,213 696,559 -
Motor Vehicles 1,244,827 825,610 1,600,702
Machines/Tools/Implements 6,930 8,000 -
Oper Transfer-General 1,620,717 1,685,610 1,710,001
Oper Transfer-Other - - -
TOTAL Expenditure: $9,010,913 $9,434,397 $10,059,465
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Transfer Station
Expenditures:
Salaries-Operational 459,838 494,479 514,462
Overtime 44,292 30,000 30,000
Terminal Pay (449) 138 -
Stability Pay 10,890 11,028 10,368
FICA 37,001 33,879 37,473
TMRS Retirement 79,548 79,748 86,970
Life Insurance Contribution 619 626 648
Disability Insurance Contrib 449 447 492
Health Insurance Contributions 108,395 111,647 113,114
HSA Contributions-Employer 674 - 1,008
Supplies-Minor Tools and Equip 7,475 7,850 12,970
Supplies-Minor Office Tools/Eq - - -
Supplies-Minor Furniture - 873 -
Supplies-Office 786 750 750
Supplies-Chemical 1,311 1,200 1,200
Supplies-Botanical/Agriculture 363 1,400 1,400
Supplies-Traffic Control - - -
Supplies-Other 2,113 2,230 2,880
Maint-Machine/Tools/Implements 4,334 1,250 1,250
Maint-Radios - - -
Maint-Instruments 1,434 6,000 6,000
Maint-Systems Software 1,000 1,000 1,000
Maint-Heating/Cooling Systems 1,186 1,500 1,500
Maint-Other Equipment 678 1,000 1,000
Maint-Walks/Drives/Parking Lot 928 50,000 50,000
Maint-Buildings 8,917 9,000 9,000
Services-Telephone 3,083 3,516 2,956
Services-Electricity 9,800 12,885 10,289
Services-Wtr/Sewer/Sanitation 984 1,500 1,042
Services-Central Garage 399,698 380,150 431,048
Services-Tire Disposal 500 500 500
Services-Other Professional 8,740 - -
Services-Binding/Printing - 500 500
Services-Other Miscellaneous 1,458 2,000 2,000
308
SANITATION FUND
Travel Expenses - 500 500
Education Registration 900 1,000 1,000
Postage/Freight 230 200 200
Motor Vehicles 76,278 85,000 267,351
Instruments/Apparatus - - -
Other Machinery and Equipment - 248,000 -
Oper Transfer-Other - - -
TOTAL Expenditure: $1,273,449 $1,581,796 $1,600,871
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Landfill
Expenditures:
Salaries-Clerical 51,512 55,702 61,321
Salaries-Operational 545,095 565,991 622,511
Overtime 29,548 42,024 40,000
Terminal Pay 697 3,630 -
Stability Pay 13,723 12,651 10,781
FICA 46,765 43,459 50,710
TMRS Retirement 99,190 101,234 115,107
Life Insurance Contribution 794 795 818
Disability Insurance Contrib 530 516 621
Health Insurance Contributions 165,156 170,111 115,383
HSA Contributions-Employer 1,257 1,732 1,683
Supplies-Motor Vehicle 2,507 4,000 4,000
Supplies-Minor Tools and Equip 1,883 4,500 4,500
Supplies-Minor Office Tools/Eq - - -
Supplies-Minor Furniture 50 300 1,146
Supplies-Office 790 2,000 2,000
Supplies-Physician - - -
Supplies-Chemical 30,123 54,000 54,000
Supplies-Botanical/Agriculture - - -
Supplies-Fencing - 3,000 3,000
Supplies-Clothing and Uniforms 2,126 5,000 5,000
Supplies-Heating Fuel 10,053 10,000 10,000
Supplies-Other 5,719 10,900 11,550
Maint-Other Vehicles 6,494 22,950 22,950
Maint-Machine/Tools/Implements - - -
Maint-Radios - 200 200
Maint-Instruments 6,000 6,000 6,000
Maint-Systems Software 1,108 1,600 1,600
Maint-Heating/Cooling Systems 730 2,000 2,000
Maint-Other Equipment 1,930 6,500 6,500
Maint-Walks/Drives/Parking Lot 17,051 18,000 18,000
Maint-Other Improvements 11,747 15,000 15,000
Maint-Buildings 1,944 3,500 3,500
Services-Telephone 3,010 7,164 5,003
Service-Wireless PhoneAircards 1,685 1,800 1,800
Services-Electricity 6,503 7,217 6,661
Services-Wtr/Sewer/Sanitation 1,318 3,000 1,820
Services-Central Garage 1,869,203 1,801,390 1,354,563
Services-Tire Disposal 1,000 1,000 1,000
Services-Consulting 79,623 84,000 84,000
Services-Other Professional 6,220 - -
Services-Advertising - - -
Services-Binding/Printing 1,381 3,500 3,500
Services-Other Miscellaneous 240,129 3,870 3,870
Worker's Compensation - - -
309
SANITATION FUND
Travel Expenses 123 1,500 1,500
Education Registration 1,800 4,000 4,000
Memberships - - -
Postage/Freight 826 800 800
Administration Fees 122,656 127,476 127,476
Landscape/Trees/Shrubs - 6,000 6,000
Construction-Engineering Fees - - 140,000
Other Improvements - - -
Motor Vehicles - - 28,000
Machines/Tools/Implements - - -
Instruments/Apparatus - - -
Other Machinery and Equipment 835,495 265,000 285,798
Oper Transfer-Other - - -
TOTAL Expenditure: $4,225,493 $3,485,012 $3,245,672
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Sanitation Special Items
Expenditures:
Services-Central Garage - - -
Services-Other Professional - - -
Interest Expense - - -
Bad Debt Expense 51,279 - -
Other Improvements - 285,000 205,992
TOTAL Expenditure: $51,279 $285,000 $205,992
310
TEXAS)(7C4ikt a9
Special Revenue Funds
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 section of this operating budget are listed below.
Fund Fund Type MajorNon Description Appropriated
Major
Governmental Funds
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
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
312
GRANTS/SPECIAL REVENUE FUNDS
Fund Summary
Special Revenue Federal Grant Funds Summary FY2021-22
Fund Special Revenue Federal Grant Funds
Projected Beginning Balance 3,290,829
Less Restricted Balance
Available Balance 3,290,829
Revenues
Intergovernmental Rev. 7,506,930
Misc. Revenues 44,500
Transfer In 202,176
Total Revenues 7,753,606
Expenditures
Personnel Services 2,609,702
Supplies 126,254
Maintenance & Repair 186,179
Utilities/Other Services 1,630,129
Other Expenditures 2,963,042
Capital Improvements 3,000
Non-Capital Improvements 235,300
Total Expenditures 7,753,606
Ending Balance 3,290,829
313
GRANTS/SPECIAL REVENUE FUNDS
Community Development Block Grant (CDBG) Fund and HOME Fund
The Community Development Block Grant Fund and the HOME fund are federally funded and are comprised of
many programs,which provide needed community resources and development.
TEXAS\--1A-1;c4i4a
$/uc$kia,.gvlauc Cffor tuna-es
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
CDBG
Revenues
Service Charges 2,559 - -
Intergovernmental Revenue 1,241,545 1,246,504 1,544,016
Misc. Revenues 359 -Transfer In - - -
Total Revenues 1,244,463 1,246,504 1,544,016
Expenditures
Personnel Services 191,998 228,102 233,145
Supplies 2,520 4,145 4,458
Maintenance&Repair 21,199 - 61,177
Utilities/Other Services 786,463 854,019 905,647
Insurance&Contract Supp. - -Other Expenditures 60,417 120,238 104,289
Non Cap Improvements 107,524 40,000 235,300
Capital Improvements 42,185 - -
Total Expenditures 1,212,304 1,246,504 1,544,016
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
HOME
Revenues
Intergovernmental Rev. 250,612 291,832 434,184
Misc.Revenues 114,270
Total Revenues 250,612 406,102 434,184
Expenditures
Personnel Services 25,211 9,789 14,572
Maintenance&Repair - - -
Utilities/Other Services 142,414 396,313 419,612
Other Expenditures - - -
Total Expenditures 167,625 406,102 434,184
314
GRANTS/SPECIAL REVENUE FUNDS
Community Development Block Grant Fund and HOME Fund
MISSION
Neighborhood Resources administers the Community Development Block Grant (CDBG) program and 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 (MR/ER), and
the First-Time Homebuyers Program (FTHB).City funded programs include: Code Enforcement,Code Enforcement
Demolition, Parks, and the Neighborhood Resources division. The division is also responsible for related funding
that supports local non-profit organizations that provide services to low-to-moderate income persons, such as
Habitat for Humanity, Child Care Inc., Senior Citizens, First Step, Christmas in Action, The Salvation Army, and
Community Healthcare.
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 of up to $7,500 for first-time homebuyers.
• Provide development costs for construction of new affordable housing through Habitat for Humanity,
who acts as the City's qualified Community Housing Development Organization.
• Provide funding in support of City programs such as Code Enforcement and Parks infrastructure.
• Provide funding in support of local non-profit organizations.
• Monitor program and project compliance with federal, state, and local regulations/laws.
FY2021 ACCOMPLISHMENTS
• Down payment/closing cost assistance provided to 7 applicants through the First-Time Home Buyers
Program.
• Increased programmatic outreach of the Minor and Emergency Repair Programs:
o Minor Repair Program served 34 applicants.
o Emergency Repair Program served 27 applicants.
• Began compiling statistical analysis of projects completed to determine areas of greatest need that
programs can assist within the City.
• Increased outreach with program press release after the February 2021 Winter Storm.
• Developing the 2021 Annual Action Plan and an amendment to the 2019 Annual Action Plan to access
additional CDBG-CV funds.
315
GRANTS/SPECIAL REVENUE FUNDS
CONTACT INFORMATION
Tim Houston
CDBG/HOME Program Supervisor
940-761-7475
tim.houston@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Target
Neighborhood 1.6 Revitalize
1.Accelerate
Revitalization Depressed and Increase program applications for 20%
Area with Economic 12%Declining MR/ER and FTHB Programs
Growth
MR/ER and Neighborhoods
FTHB Programs
Increase
outreach to 1.Accelerate 1.6 Revitalize
low-to- Economic depressed and
moderate Growth declining Hold outreach and application
income MR/ER & neighborhoods. events at local neighborhood
and FTHB 5.Actively & community centers or gathering 20% 80%
applicants in Engage and 5.1 Enhance places and advertise programs via
neighborhoods Inform the Public Outreach social media and press releases.
with the Public and Engagement
greatest need.
Increase
collaboration 1. Provide 1.6 Upgrade or
with other Quality replace outdated
departments Infrastructure public facilities Increase communications with
on CDBG & & other division supervisors and 25% 100%
funding for 2. Provide 2.1 Upgrade or departments through Community
eligible Quality replace outdated Development leadership.
infrastructure Infrastructure public facilities
improvements.
Seek out new 1.Accelerate 1.6 Revitalize
non-profit Economic depressed and
applicants for Growth declining
CDBG funding & neighborhoods. Increase in the number of new and 0
and foster new 5.Actively & continuing non-profit applications 75% 90%
applications Engage and 5.1 Enhance for CDBG sub recipient funding.
from existing Inform the Public Outreach
non-profits. Public and Engagement
316
GRANTS/SPECIAL REVENUE FUNDS
PERSONNEL BY JOB TITLE
;1ic 4TA, City of Wichita Falls, TX
TEXAS
Personnel Schedule, Other Funds
FY 2019-20 FY 2020-21 FY 2021-22
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 0.10 0.10
Code Enforcement and Housing Admin 0.00 0.10 0.10
TOTAL-CDBG Grant Mgmt. 1.80 2.00 2.00
Senior Admin Clerk 0.05 0.05 0.05
Code Enforcement Officer I 0.19 0.50 0.50
Code Enforcement Officer II 0.05 0.05 0.05
Director of Development Services 0.00 0.05 0.05
TOTAL-CDBG Code Enforcement 0.29 0.65 0.65
SeniorAdmin Clerk 0.10 0.10 0.10
Code Enforcement Officer I 1.03 0.80 0.80
Neighborhood Services Manager 0.01 0.05 0.05
Code Enforcement Officer II 0.03 0.05 0.05
Director of Development Services 0.00 0.05 0.05
TOTAL-CDBG Demolition 1.17 1.05 1.05
Housing/Rehab Inspector 0.50 0.50 0.50
TOTAL-CDBG Delivery Costs 0.50 0.50 0.50
*Difference in FTE is reflected in General Fund Divisions, reflected here are positions or portions of positions funded with
grant revenues.
;1ic4i4 as City of Wichita Falls, TX
rexns
Personnel Schedule, Other Funds
FY 2019-20 FY 2020-21 FY 2021-22
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
*Difference in FTE is reflected in General Fund Divisions, reflected here are positions or portions of positions funded with
grant revenues.
317
GRANTS/SPECIAL REVENUE FUNDS
HOUSING CHOICE VOUCHER FUND
The Housing Choice (formerly Section 8)Voucher Fund accounts for federal funds received to subsidize rents and
housing payments for lower income families within the City.
1/1/J lla labs
TEXAS
Bkae5kie,:4Ie/dedt Opperfun t,e
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Housing Choice Voucher
Revenues
Intergovernmental Rev. 4,089,726 3,867,314 3,268,302
Misc.Revenues 19,756 - 5,000
Transfer In - - -
Total Revenues 4,109,482 3,867,314 3,273,302
Expenditures
Personnel Services 401,192 432,167 474,170
Supplies 3,141 16,725 17,314
Maintenance&Repair 1,161 88 88
Utilities/Other Services 8,215 16,305 11,375
Insurance&Contract Supp. - - -
Other Expenditures 3,370,920 3,402,029 2,770,355
Total Expenditures 3,784,629 3,867,314 3,273,302
318
GRANTS/SPECIAL REVENUE FUNDS
HOUSING CHOICE VOUCHER
MISSION
The 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.
FY2021 ACCOMPLISHMENTS
• Conducted monthly meetings for new clients to raise the number of program participants.
• Conducted outreach to new owners to encourage program participation to allow for more available units
for clients to rent.
• Conducted outreach to various social services to provide information on the HCV program.
• Upgraded Software and iPads to enhance efficiencies and allow for additional items to be completed
online.Additional software upgrades are continuing.
CONTACT INFORMATION
Rita Miller
Neighborhood Services Manager
940-761-7454
rita.miller@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
1.Accelerate 1.6 Revitalize
Maximize Use Economic depressed and Maintain 870-900 active program
of Vouchers Growth declining participants 94% 100%
neighborhoods
4.3 Streamline
4. Efficiently Continue to reach out to applicants,
Expand Online Deliver City Municipal tenants and property owners to 25% 50%
Resources Business
Services encourage use of online resources.
Processes
319
GRANTS/SPECIAL REVENUE FUNDS
PERSONNEL BY JOB TITLE
lNic4ik a City of Wichita Falls, TX
TEXAS
Personnel Schedule, Other Funds
FY 2019-20 FY 2020-21 FY 2021-22
Neighborhood Services Manager 0.48 0.00 0.00
Housing Specialist I I 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 I 3.00 3.00 3.00
Neighborhood Services Manager 0.00 0.45 0.45
Director of Development Services 0.00 0.10 0.10
TOTAL- Housing Voucher 7.48 7.55 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.
320
GRANTS/SPECIAL REVENUE FUNDS
TRANSPORTATION PLANNING GRANT
The Metropolitan Planning Organization (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.
\--1;t1k4/4 lal�S
TEXAS
Mc5X25 4afden copertunftie5
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Transportation Planning Grant
Revenues
Intergovernmental Rev. 246,550 309,505 347,876
Total Revenues 246,550 309,505 347,876
Expenditures
Personnel Services 160,061 176,244 202,265
Supplies 3,842 10,602 7,130
Maintenance&Repair 3,023 7,700 9,560
Utilities/Other Services 58,423 93,659 114,118
Other Expenditures 4,793 20,300 11,803
Capital Improvements - 1,000 3,000
Total Expenditures 230,141 309,505 347,876
321
GRANTS/SPECIAL REVENUE FUNDS
TRANSPORTATION PLANNING GRANT
MISSION
The Wichita Falls Metropolitan Planning Organization, WFMPO, is a federally mandated organization developed
to coordinate the highway, transit, and land-use planning process in order to receive federal funds for highway
and transit improvements.The Wichita Falls MPO provides a forum for local input into the expenditure of federal
highway and transit dollars.
SERVICES PROVIDED
• Inform the public and Technical Advisory Committee (TAC)/Transportation Policy Committee (TPC)
members of meetings, preparation of meeting packets, attendance at meetings, coordination of
projects/programs, and oversight of planning activities.
• Gather, analyze, and maintain data and other information supporting the transportation planning
process that includes, but is not limited to: maintaining demographic data, labor statistics, traffic counts,
transit data collection, area transportation studies, information gathered during the public involvement
process, and general population/neighborhood study data.
• Provide quarterly updates and revisions, as necessary, to the Transportation Improvement Program.
• Review and analyze the MPO's Public Participation Plan for timeliness, continuity, and conformance with
existing regulations.
• Continue to focus on defining the Environmental Justice area based on US Census data and Housing and
Urban Development (HUD) criteria for low-income and minority populations.
• Assist the Regional Coordination Transportation Committee charged with developing a multi-county
regional transportation plan.
• Engage the public utilizing the Public Participation Plan for the development of projects, programs, and
the Annual Transportation Project Listing.
• Review and maintenance of the 2020-2045 Metropolitan Transportation Plan.
• Review and update the Bicycle Master Plan and schedule meetings, as needed,with the Bicycle &
Pedestrian Advisory Committee.
• Utilize the Long-Range Project Readiness Plan to continue the process of prioritizing transportation
projects.
• Continue searching for funding mechanisms to complete the remaining sections of the bicycle and
pedestrian trail system located inside of Wichita Falls.
FY2021 ACCOMPLISHMENTS
• In coordination with Wichita Falls TxDOT District staff, WFMPO staff devised, implemented, and
administered day-to-day activities and operations of the urban transportation planning process. The
majority of administrative tasks are on-going and considered as carry-over from the last fiscal year.
• MPO staff provided demographic, financial, and transportation related reports for several City
departments needing assistance with transportation issues.
• MPO staff prepared the Annual List of Projects that outlines the status of transportation projects within
the MPO boundaries for the current fiscal year.
• MPO staff developed much of the data used in the 2020-2045 Metropolitan Transportation Plan Update.
322
GRANTS/SPECIAL REVENUE FUNDS
• MPO staff prepared meeting packets for all the TAC and TPC meetings held during the fiscal year. Staff
publicly advertised quarterly meetings and special called meetings based on Public Participation Plan
procedures.
• MPO staff developed the 2021-2024 Transportation Improvement Program.
• MPO staff prepared projects in the Prioritized Project List for prioritization by the Technical Advisory
Committee.The Transportation Policy Committee (Policy Board) reviewed, revised, and approved this list
of projects for staff use during calendar year 2021.
• MPO staff assisted the City Engineer with developing the 2021 Transportation Alternatives Set-Aside grant
application to acquire funding for the completion of the Circle Trail System.
CONTACT INFORMATION
Irvan F. (Lin) Barnett Jr.
Executive Director
Wichita Falls MPO
940-761-7450
lin.barnett@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
2.2 Complete
signature public
improvements
Complete the Increase the accessibility and
2021-2022 2. Provide 2.6 Enhance mobility of people and freight
Freight quality 50% 100%
focus on long- throughout the WFMPO planning
Mobility Plan infrastructure tern street and area
utility
infrastructure
needs
PERSONNEL BY JOB TITLE
4A1c4ikr a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Transportation Planning 2.00 2.00 2.00
TOTAL-Transportation Planning Grant 2.00 2.00 2.00
*No change in FTE from previous fiscal year.
323
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 amount is based on maintenance costs.
WIC4i4
TEXAS
B/ue SRC cs,/a w-0ppef7unvt s
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
State Routine Airport Maint Grant
Revenues
Intergovernmental Rev. 73,395 100,000 100,000
Transfer In 77,244 -Total Revenues 150,639 100,000 100,000
Expenditures
Maintenance&Repair 150,639 100,000 100,000
Total Expenditures 150,639 100,000 100,000
324
GRANTS/SPECIAL REVENUE FUNDS
HEALTH DEPARTMENT GRANTS
Fund Fund Type MajorNon- Description Appropriated
Major
Governmental Funds
Community& Rural Health Fund Governmental Non-Major Special Revenue Yes
Community Clinical Linkage Grant Fund 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
325
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.
);C4ifa l al�S
TEXAS
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Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Community and Rural Health
Revenues
Intergovernmental Rev. 123,499 152,263 145,159
Total Revenues 123,499 152,263 145,159
Expenditures
Personnel Services 111,368 133,988 133,123
Supplies 2,025 3,896 5,144
Maintenance&Repair 43 44 43
Utilities/Other Services 6,605 11,186 7,464
Other Expenditures 3,458 3,149 675
Total Expenditures 123,499 152,263 145,159
326
GRANTS/SPECIAL REVENUE FUNDS
MISSION
The Community & Rural Health Grant, funded by the Texas Department of State Health Services (DSHS),
seeks to provide education to the community regarding healthy dining options through the Eat Well
Wichita County Program, as well as overall knowledge of the Health District and services that are offered
to the community. Funding also supports quality improvement and workforce training initiatives.
SERVICES PROVIDED
• Quality Improvement Initiatives for Health District Staff
• Internal policy review and revision
• Community Health Assessment(CHA),Community Health Improvement Plan (CHIP)and other community
health assessments
• Eat Well Program, a healthy dining initiative
FY2021 ACCOMPLISHMENTS
• Held internal New Employee Orientations (2)for new staff
• All other services were put on hold due to COVID-19 response and recovery efforts
CONTACT INFORMATION
Amy Fagan
Assistant Director of Health
940-761-7806
amy.fagan@wichitafallstx.gov
327
GRANTS/SPECIAL REVENUE FUNDS
GOALS & PERFORMANCE MEASURES
FY22 STRATEGIC STRATEGIC PLAN PERFORMANCE FY2021 FY2022
DEPARTMENT PLAN GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
Identify and
Implement at Number of QI
least 2 Quality 4. Efficiently 4.2 Reinforce a culture
Improvement Deliver City of superior customer initiatives that are 50% 100%
initiatives Services services. implemented and
within the evaluated
department
Review all 4. Efficiently 4.2 Reinforce a culture
Nursing Policies Deliver City of superior customer Number of policies 100% 100%
and update, as reviewed
needed
Services services.
Update CHA 5.Actively 5.1 Enhance public CHA and Strategic Plan
and agency Engage& outreach and that are updated, 0% 100%
Strategic Plan Inform the engagement published and made
Public available to the public
5.Actively 5.1 Enhance public Provide accurate and
Improve Eat Engage& outreach and timely service to 0% 100%°
Well Program Inform the
Public engagement customers
PERSONNEL BY JOB TITLE
lNiC4ik a City of Wichita Falls, TX
T E XAS
Personnel Schedule, Other Funds
FY 2019-20 FY 2020-21 FY 2021-22
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
*No change in FTE from previous fiscal year.
328
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.
TEXAS4;11C4/4
55/e5.4eldenOppertumlie5
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Community Clinical Linkage Grant
Revenues
Intergovernmental Rev. 123,129 125,738 142,500
Total Revenues 123,129 125,738 142,500
Expenditures
Personnel Services 109,039 105,446 105,503
Supplies 2,862 1,648 5,518
Maintenance&Repair 87 84 86
Utilities/Other Services 8,610 14,561 20,562
Other Expenditures 2,532 3,999 10,831
Total Expenditures 123,129 125,738 142,500
329
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 referral 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
• Implement the Texas Physical Activity and Nutrition Program (TXPAN)
FY2021 ACCOMPLISHMENTS
• Updated the Live Well Wichita County website to include COVID resources
• Enabled secure electronic transfer of lab results via the Live Well database
• For FY2021,the Live Well Wichita County website had over 20,028 page views with more than 10,666
new users
• Updated infrastructure of one daycare and one food pantry supporting TXPAN
CONTACT INFORMATION
Jelecia Miller
CCHBP Program Manager
940-761-7698
jelecia.miller@wichitafallstx.gov
330
GRANTS/SPECIAL REVENUE FUNDS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Enhance health
information 4. Efficiently 4.2 Reinforce a Live Well database integrated 3 fully
technology for deliver city culture of on community and clinical 2 integrated
healthcare system services superior customer partner websites partners
quality improvement service
Develop community-
clinical referral 4.2 Reinforce a 2 health
mechanisms for 4. Efficiently culture of Offer multiple clinical referral care
improved obesity and deliver city 2
related chronic services superior customer mechanisms agencies
disease systems of service engaged
care
Facilitate evidence 4. Efficiently 4.2 Reinforce a
based education and deliver city culture of
training for providers,
patients and the services superior customer Increased participation rates
Self-
community to ensure service for Chronic Disease Self 2 5 classes
5.Actively Management Education
consistent messaging engage& 5.1 Enhance (CDSME)
of reliable health inform the public outreach &
information and
collaboration public engagement
Encourage healthy
lifestyles for 5.1 Enhance Promote healthier lifestyle
5.Actively public outreach &
individuals,families, choices by increasing
and communities engage& engagement 1 media 1 media
awareness of local health
inform the 5.3 Maintain campaign campaign
through health resources in Wichita County
public coordinated and through the Live Well website
promotion, outreach, g
and marketing trusted messaging
PERSONNEL BY JOB TITLE
ri _____Aic4i4a City of Wichita Falls, TX
T E X A 5
Personnel Schedule, Other Funds
FY 2019-20 FY 2020-21 FY 2021-22
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
*No change in FTE from previous fiscal year.
331
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.
4);C4/kv
Texas
eiue5kre5 IcVden,Offertteptie5
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Health Promo/Chronic Dis Prey
Revenues
Intergovernmental Rev. 106,587 100,000 84,737
Total Revenues 106,587 100,000 84,737
Expenditures
Personnel Services 33,012 51,027 44,354
Supplies 4,052 12,464 2,624
Utilities/Other Services 68,017 34,291 34,931
Other Expenditures 1,186 2,218 2,828
Total Expenditures 106,267 100,000 84,737
*Funding was increased in previous years due to increases in costs from needed to handle the pandemic response.As
conditions surrounding the pandemic continue to improve,funding has been decreased closer to the pre-pandemic amount.
332
GRANTS/SPECIAL REVENUE FUNDS
MISSION
The Texas Healthy Communities grant (TXHC) is in its newest phase. 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 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 organizations, 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.
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
• Banner placement at businesses
FY2021 ACCOMPLISHMENTS
• Completed draft of a community Active Living Plan
• Established a targeted bulk mailing program to educate the community on suicide prevention/awareness
• Created a public safety handwashing commercial to educate the community of the importance of
handwashing in preventing diseases, including COVID-19
CONTACT INFORMATION
Karel Davis
Nutrition/Chronic Disease Program Manager
940-761-7874
karel.davis@wichitafallstx.gov
333
GRANTS/SPECIAL REVENUE FUNDS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Establish safe routes
to/from schools using 5.Actively 5.1 Enhance
engage and Teach bicycle education at six 6 6
bicycle education for the inform the public outreach elementary schools presentations presentations
youngest residents in and engagement
Wichita County public
Finalize Active Living
4. Efficiently 4.5 Promote and Review, revise and finalize the
Plan and present it to 1 approved 1 approved
deliver city encourage Active Living Plan and present it
the Wichita Falls City draft plan
Council for approval services innovation to Wichita Falls City Council
Partner with Wichita
Falls advertising agency 5.Actively
to create media engage and 5.1 Enhance Utilize media campaigns to 1 campaign
campaigns that will have public outreach increase awareness of Stroke, 1 campaign
a positive impact on the inform the and engagement heart attack and suicide dangers
overall health of Wichita public
County residents
Partner with Wichita
Falls advertising agency 4. Efficiently 4.5 Promote and
to upgrade or update Offer more exercise options for 1 major 1 major
deliver city encourage
the WFWCPHD APP to Wichita County residents update update
benefit the overall services innovation
health of residents
PERSONNEL BY JOB TITLE
Aic4ik a City of Wichita Falls, TX
TEXAS
Personnel Schedule, Other Funds
FY 2019-20 FY 2020-21 FY 2021-22
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
*No change in FTE from previous fiscal year.
334
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.
--i;11;e4ikt7a1(q
TEXAS
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Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
HIV CTRPN
Revenues
Intergovernmental Rev. 123,746 150,000 139,317
Total Revenues 123,746 150,000 139,317
Expenditures
Personnel Services 105,284 93,330 112,387
Supplies 3,857 14,726 4,202
Maintenance&Repair - - 86
Utilities/Other Services 9,393 16,454 8,674
Other Expenditures 5,212 25,490 13,968
Total Expenditures 123,746 150,000 139,317
335
GRANTS/SPECIAL REVENUE FUNDS
MISSION
The HIV Grant provides funds to assist the Health District in the treatment, tracking, and prevention of HIV in the
community.
SERVICES PROVIDED
• Provide HIV/syphilis/HCV testing to Wichita and 11 surrounding counties
• Educate the public regarding HIV prevention and treatment
• Deliver results and appropriate counseling and referrals to clients testing positive for HIV, syphilis, and/or
Hepatitis C (HCV)
• Provide linkage to HIV-related medical care to clients newly or previously diagnosed with HIV or HIV/HCV
coinfection
FY2021 ACCOMPLISHMENTS
• Due to COVID-19,typical outreaches were not able to be conducted
• 100%of new positive syphilis cases were treated
• COVID-19 case and contact location assistance
CONTACT INFORMATION
Jason Wheat
HIV Program Manager
940-761-6878
jason.wheat@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Increase 5.Actively 5.1 Enhance
community Engage& Public Outreach Attend at least one outreach event 50%due to 100%
outreach Inform the and Engagement per quarter COVID
Public
5.Actively Conduct outreach services and
Outreach/linkage Engage& 5.1 Enhance provide linkage of care for at least
of care for newly 80% 100%
Inform the Public Outreach 100%of individuals newly
diagnosed HIV Public and Engagement diagnosed with HIV
336
GRANTS/SPECIAL REVENUE FUNDS
INFECTIOUS DISEASE GRANT
The Infectious Disease Grant allows for the surveillance and epidemiology of infectious disease.
AkCifgilts
TEXAS
B/ueSitle,4ildapOypertuwli
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
IDCU/SUREB Infect Disease/Ebola
Revenues
Intergovernmental Rev. 65,685 83,468 83,468
Total Revenues 65,685 83,468 83,468
Expenditures
Personnel Services 58,862 70,837 73,610
Supplies 1,101 1,571 5,573
Utilities/Other Services 506 1,765 2,124
Other Expenditures 5,216 9,295 2,161
Capital Improvements - -
Total Expenditures 65,685 83,468 83,468
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, to include COVID-19
• Conduct contact tracing
• Provide education to the community on infectious disease prevention
FY2021 ACCOMPLISHMENTS
• Typical outreach and education of local healthcare partners was not performed due to COVID-19
• COVID-19 response
• Collaborated with community partners to provide COVID-19 vaccines
• Investigation of infectious diseases
337
GRANTS/SPECIAL REVENUE FUNDS
CONTACT INFORMATION
Brandi Smith, RN
Epidemiologist
940-761-7803
brandi.smith@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Increase outreach 5.Actively 5.1 Enhance Attend least one outreach event
and engagement Engage& Public Outreach per quarter,to include providing 100% 100%
with local healthcare Inform the and Engagement notifiable conditions education
providers Public
5.Actively 5.1 Enhance
Educational Engage& Public Outreach Complete at least one campaign to 100% 100%
campaign Inform the educate the public
Public and Engagement
PERSONNEL BY JOB TITLE
kc4ikr City of Wichita Falls, TX
TEXAS
Personnel Schedule, Other Funds
FY 2019-20 FY 2020-21 FY 2021-22
Epidemiologist 1.00 1.00 1.00
TOTAL- Infectious Disease Grant 1.00 1.00 1.00
*No change in FTE from previous fiscal year.
338
GRANTS/SPECIAL REVENUE FUNDS
TUBERCULOSIS GRANT
The Tuberculosis Grant provides funding for the Health Department's treatment and tracking of tuberculosis in
the community.
TEXAS--1;13/7C4/4
B/ubSkiis*Idea Opp.rtun#t15.
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Tuberculosis Program
Revenues
Intergovernmental Rev. 33,330 52,695 57,665
Misc. Revenues 528 1,000 500
Transfer In 67,715 49,144 56,482
Total Revenues 101,573 102,839 114,647
Expenditures
Personnel Services 95,701 94,200 108,165
Supplies 1,585 2,123 2,555
Maintenance&Repair - 210 253
Utilities/Other Services 1,382 2,222 2,282
Other Expenditures 2,905 4,084 1,392
Total Expenditures 101,573 102,839 114,647
MISSION
To identify and treat all active and latent Tuberculosis (TB) cases in Wichita County. The TB program also aims to
educate the community and provide testing to all eligible individuals.
SERVICES PROVIDED
• Community/Patient TB Education
• MSU/Vernon Student Education
• Targeted Testing Outreach Events
• Treatment/Directly Observed Therapy (DOT)TB Disease/LTBI
• Case Management/Contact Investigations
• Heath Care Fit Testing/TB Education
FY2021 ACCOMPLISHMENTS
• Due to COVID-19,typical community outreach events were not able to be held.
339
GRANTS/SPECIAL REVENUE FUNDS
• 521 skin tests and 60 blood tests (QuantiFERON and/or T-Spot) were performed
• Off-site N-95 fit tests
• 21 clients were treated:
- 5 active TB
- 16 latent TB (LTBI)
CONTACT INFORMATION
Esther Muratha, RN
TB Charge Nurse, Public Health Nurse
940-761-7686
esther.muratha@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
To continue to 5.Actively
educate and 5.1 Enhance
treat the Engage& Public Outreach Attend at least one outreach event 50%due to 100%
community Inform the and Engagement per quarter. COVID-19
regarding TB Public
PERSONNEL BY JOB TITLE
4;1;44 ((s City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Certified Medical Assistant 0.80 0.80 0.80
Health ClinicAide 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
*No change in FTE from previous fiscal year.
340
GRANTS/SPECIAL REVENUE FUNDS
IMMUNIZATION GRANT
The Immunization Grant provides funds for immunizations and education related to communicable diseases.
\--FAI;C4/4 l abs
TEXAS
$/ueSR.,es Golden Opportune/es
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Immunization
Revenues
Service Charges - - -
Intergovernmental Rev. 163,301 169,883 168,789
Misc. Revenues 22,409 39,000 39,000
Transfer In 19,986 43,998 62,124
Total Revenues 205,696 252,881 269,913
Expenditures
Personnel Services 192,010 231,565 250,977
Supplies 5,849 7,700 7,601
Maintenance&Repair 43 184 43
Utilities/Other Services 3,523 8,838 8,870
Other Expenditures 4,270 4,594 2,422
Capital Improvements - - -
Total Expenditures 205,696 252,881 269,913
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 provide flu vaccines to the homeless population.
341
GRANTS/SPECIAL REVENUE FUNDS
• Outreach Events
• Attend local health fairs and community events to educate the community about vaccine
preventable diseases and vaccine education.
FY2021 ACCOMPLISHMENTS
• Typical outreach not able to be done due to COVID-19
• Administered 3,295 immunizations to 1,787 patients
• Administered 521 Tuberculin skin tests (TST)
• 12,143 COVID-19 vaccines given
• 525 doses of influenza vaccine given
CONTACT INFORMATION
Jenna Johnson, RN, BSN
Immunization Charge Nurse
940-761-7877
jenna.johnson@wichitafallstx.gov
342
GRANTS/SPECIAL REVENUE FUNDS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Continue to
provide
immunizations to 5.Actively Provide at least one extended
the community to Engage& 5.1 Enhance hours clinic per month to
help eliminate Inform the Public Outreach accommodate individuals that 100% 100%
vaccine Public and Engagement cannot attend during regular
preventable business hours.
diseases.
Provide vaccine
education by S.Actively 5.1 Enhance 75%
attending more Engage& Public Outreach Participate in at least one outreach Due to 100%
local health fairs Inform the event per month
and community Public and Engagement COVID
events
Increase number
of clients enrolled 5.Actively 5.1 Enhance Screen all clients that come into the
in ImmTrac2 Engage& Public Outreach clinic for enrollment in ImmTrac2 100% 100%
(Texas Inform the and Engagement and acquire consent for enrollment.
Immunization Public
Registry).
PERSONNEL BY JOB TITLE
AiC4ik a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 ClinicAide 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
*No change in FTE from previous fiscal year.
343
GRANTS/SPECIAL REVENUE FUNDS
CANCER CONTROL & PREVENTION GRANT
This grant allows for education and prevention related to colon cancer.
\-1;11, "C4/4 I al�S
TEXAS
BW t/v 4o/denOppertal t/es
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Comprehensive Cancer Control Prog
Revenues
Intergovernmental Rev. 83,202 104,595 104,000
Total Revenues 83,202 104,595 104,000
Expenditures
Personnel Services 61,824 75,882 74,398
Supplies 772 3,940 4,930
Maintenance&Repair - 44 43
Utilities/Other Services 19,058 19,643 20,247
Other Expenditures 1,548 5,086 4,582
Total Expenditures 83,202 104,595 104,000
MISSION
The Texas Comprehensive Cancer Control Program (TCCCP) has worked diligently this past year to educate the
community of the importance of screening for colorectal cancer (CRC) 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
outreach. The staff conducted two training events for 45 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 more than 60,000 Facebook views.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, and
governmental organizations
• Media presence in various platforms
• Continued working relationships with community partners
344
GRANTS/SPECIAL REVENUE FUNDS
• Training for healthcare/medical professionals in breaking down barriers to CRC screening(s)
FY2021 ACCOMPLISHMENTS
• National recognition from the Centers for Disease Control and Prevention (CDC)for innovative colorectal
cancer mail out program
• Increase in a Wichita Falls health system's number of FOBT and Colonoscopies
• "Colon Cancer Corner" (Facebook"Live"/tape) gaining viewership
CONTACT INFORMATION
Karel Davis
Nutrition/Chronic Disease Program Manager
940-761-7874
karel.davis@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Reduce structural barriers 5.Actively 5.3 Maintain
to increase community engage& coordinated Reduce at least 1 structural 100% 100%
access to cancer screening inform the and trusted barrier to screenings
services public messaging
5.Actively 5.3 Maintain
Increase patient coordinated Work with at least 1 health
navigation to facilitate engage& improve system to patient 100% 100%
g inform the and trusted Y
timely access to screening public messaging navigation
Client reminders to 5.Actively 5.3 Maintain
increase community engage& coordinated Work with at least two health
demand for cancer inform the and trusted systems to improve their client 100% 100%
screening services public messaging reminder process
Small media to increase 5.Actively 5.1 Enhance Create and execute a media
engage& campaign to promote colorectal 1 media 1 media
community demand for public outreach
cancer screenings inform the &engagement cancer screenings among adults campaign campaign
public age 50 to 75
345
GRANTS/SPECIAL REVENUE FUNDS
PERSONNEL BY JOB TITLE
4;1144 (ls City of Wichita Falls, TX
TEXAS
Personnel Schedule, Other Funds
FY 2019-20 FY 2020-21 FY 2021-22
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
*No change in FTE from previous fiscal year.
WOMEN, INFANTS, & CHILDREN (WIC) GRANT
WIC provides resources to women, infants, and children in need to provide support and inspiration to eat right,
have a healthy pregnancy, breastfeed successfully, and raise amazing kids.
TEXASj;j:C 4/ a
NueS,i,es 4n/den Opportunities.
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Women Infants and Children
Revenues
Intergovernmental Rev. 753,002 842,516 851,117
Total Revenues 753,002 842,516 851,117
Expenditures
Personnel Services 546,703 582,803 694,407
Supplies 76,998 56,393 55,495
Maintenance&Repair 280 1,694 300
Utilities/Other Services 124,536 112,641 67,665
Other Expenditures 48,455 88,985 33,250
Capital Improvements - - -
Transfers Out - - -
Total Expenditures 796,972 842,516 851,117
346
GRANTS/SPECIAL REVENUE FUNDS
MISSION
WIC provides support and inspiration to eat right, have a healthy pregnancy, breastfeed successfully, and raise
amazing kids.
SERVICES PROVIDED
• One-on-One Counseling with Nutritionists
• Nutrition Classes
• Recipes& Cooking Demonstrations
• Breastfeeding Support
• Healthy Food
• Referrals to Community Services
FY2021 ACCOMPLISHMENTS
• Continued to serve all participants through the COVID-19 pandemic by creating innovative ways to offer
services
• Continued working with community partners, and started a Baby Cafe hosted at the WIC Clinic each week
• Completed initial remodel of the WIC clinic and are currently completing renovation of some spaces that
will improve the participant experience
• Improved procedures to reduce participant wait time and decrease number of participants in the clinic at
once
• Created Go Bags for staff in order to continue to provide services regardless of pandemic or weather-
related issues
• Continued growth of outreach through the development of new community partner relationships
CONTACT INFORMATION
Janice Piper
WIC Program Administrator/Director
940-761-7809
janice.piper@wichitafallstx.gov
347
GRANTS/SPECIAL REVENUE FUNDS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
4.2 Reinforce a
culture of
superior
customer
Decrease 4. Efficiently services. Improve participant wait time to
Participant Deliver City 4.3 Streamline less than 30 minutes for 75%of 100% 100%
Wait Time Services business participants.
processes.
4.5 Promote and
encourage
innovation.
Provide a 2. Provide 2.1 Upgrade or
Pleasant and Completion of state approved
Useful Quality replace outdated 50% 100%
renovation plans.
Environment
Infrastructure facilities.
5.1 Enhance
public outreach
and engagement.
5.Actively 5.4 Strengthen
Develop a Plan Engage and supportive Coordinate with non-for-profit
Inform the partnerships
to Utilize Public with the non-for- partners, including SAFB, and 5 Times 100%
Mobile Clinic in 1.Accelerate profit provide Mobile Clinic services 10
Areas of Need times.
Economic community.
Growth 1.5 Support a
thriving
Sheppard Air
Force Base.
348
GRANTS/SPECIAL REVENUE FUNDS
PERSONNEL BY JOB TITLE
lNic4ik a City of Wichita Falls, TX
T E X A S
FY 2019-20 FY 2020-21 FY 2021-22
Client Services Coordinator. 0.00 1.00 1.00
Outreach Specialist 0.00 1.00 1.00
Public Health Nutritionist 3.00 2.00 2.00
Public Health Specialist 0.50 1.00 1.00
WCS Breastfeeding PR Specialist 0.00 1.50 1.50
WCS Breastfeeding PR Counselor 1.00 0.50 0.50
WCS Clerk 2.00 2.00 2.00
WIC Peer Counselor 2.00 0.50 0.50
WIC Program Administrator 1.00 1.00 1.00
SeniorAdmin Clerk 1.00 0.00 0.00
Lead WIC Clerk 1.00 0.00 0.00
TOTAL-WIC Grant 11.50 10.50 10.50
*Removed(1)WIC Peer Counselor due to decrease in funding.
349
GRANTS/SPECIAL REVENUE FUNDS
ENERGENCY MANAGEMENT GRANT
This grant provides for emergency management activities in the City.The work this grant accomplishes is housed
within the Fire Department,where the Emergency Management Coordinator reports.This grant supplements the
work done by the Emergency Management group.
l/11;e4I4 l AI�S
TEXAS
cir Sk%as r'/*.'CPpm'tuade5
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Emergency Mgt Assistance
Revenues
Intergovernmental Rev. 33,583 35,800 35,800
Transfer In 71,157 71,296 83,570
Total Revenues 104,740 107,096 119,370
Expenditures
Personnel Services 90,180 85,485 88,626
Supplies 1,653 1,850 5,000
Maintenance&Repair 5,553 10,250 14,500
Utilities/Other Services 4,991 5,500 6,758
Other Expenditures 2,362 4,011 4,486
Total Expenditures 104,740 107,096 119,370
4;144 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Emergency Preparedness Coordinator. 1.00 1.00 1.00
TOTAL- Emergency Mgmt. Asst. Grant 1.00 1.00 1.00
*No change in FTE from previous fiscal year.
350
FA)1/7C4ikt a9
TEXAS
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 general obligation bonds 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.
352
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 Road project in July of 2011. This
issuance is funded by contributions from the 4B Sales Tax Corporation and the Tax Increment Financing
District#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.This debt service issuance is paid in full as of 9/31/2021.
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 GO Refunding Series A: This refunding was completed in 2015 and refunded a Combination Tax and
Revenue 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 GO 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
repairs and maintenance.
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.
2020 GO Series: Voters approved increasing the City's Hotel/Motel Tax by 2% to finance the Venue
Projects at the MPEC and the Performance Hall in Memorial Auditorium. These projects will include
replacement of roofs, updating of equipment and other maintenance items needed for these facilities.
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.
353
DEBT SERVICE FUND
General Bonded Debt Outstanding
By Fiscal Year
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000 •Combination Tax and Revenue Bonds
•General Obligation Bonds
$20,000,000
$10,000,000
$- . II . L I I I
,..
ti'0' ti'0y� tiO'' tiOr' tiOb. '' tiO'' tiO'" tiCy� tiON ti0'O
Source: City of Wichita Falls Comprehensive Annual Financial Report for the year ended 9/30/2020
354
DEBT SERVICE FUND
Fund Summary
Debt Service Fund Summary FY2021-22
Fund Debt Service Fund
Projected Beginning Balance 1,486,350
Less Restricted Balance
Available Balance 1,486,350
Revenues
Taxes 2,033,384
Contributions 1,881,254
Transfer In 1,505,956
Total Revenues 5,420,594
Expenditures
Debt Expenditures
2010 CO Series 388,600
2011 CO Series 231,750
2013 CO Series 1,358,944
2015 GO Refunding Series A 1,162,838
2015 GO Refunding Series B 321,012
2018 GO Series A 1,211,550
2018 GO Refunding Series B 735,900
Paying Agent Fees 10,000
Total Expenditures 5,420,594
Ending Balance 1,486,350
355
DEBT SERVICE FUND
City of Wichita Falls, Texas
Debt by Issuance:Current as of 09/30/2020 Financial Audit
Bonds payable at September 30, 2020 are comprised of the following individual issues:
Range of Final Annual Bonds
Interest Maturity Serial Bonds Outstanding
Rates Date Payments Authorized At 9/30/20
General Obligation Bonds:
General Obligation Refunding 1.50%- 9/01/21 5405,000 to $ 4,365,000 S 485,000
Bonds;Series 2011 3.00% S485,000
General Obligation Refunding 2.00%- 9/01/26 5200,000 to 9,650,000 6,050,000
Bonds,Series 2015A 5.00% S1,105,000
General Obligation Refunding 0.73%- 9/01/26 5110,000to 2,885,000 1,740,000
Bonds;Series 2015B 3.48% S310,000
General Obligation Bonds, 2.00%- 9/01/38 5550,000 to 16,345,000 15,220,000
Series 2018A 5.00% 51,155,000
General Obligation Refunding 2.00%- 10/01/28 S80,000 to 6,170,000 5,575,000
Bonds.Series 2018B 4.00% S725,000
Total General Obligation Bonds 29,070,000
Combination Tax and Revenue Bonds:
Combination Tax and Revenue 5.60% 2/01/25 5165,000to 3,930,000 1,685,000
Certificates of Obligation, Series 2010 5375,000
Combination Tax and Revenue 2.00%- 9/01/31 S135,000to 3,200,000 2,045,000
Certificates of Obligation, Series 2011 4.00% S220,000
Combination Tax and Revenue 2.00%- 9/01/33 5530,000to 19,875,000 14,310,000
Certificates of Obligation, Series 2013 3.375% S1,315,000
Combination Tax and Revenue 2.00%- 9/01/33 5505,000to 13,000,000 9,330,000
Certificates of Obligation, Series 4.625% 5905,000
2013A
Combination Tax and Revenue 0.00%- 3/01/45 S290,000to 33,545,000 28,B10,000
Certificates of Obligation, Series 2015 2.12% $1,425,000
Total Combination Tax and Revenue
Bonds 56,180,000
Revenue Bonds:
Water&Sewer System Revenue 2.00%- 8/01/27 52,535,000 to 74,005,000 S4,305,000
Refunding Bonds, Series 2016 5.00% S9,705,000
Total All Bonds $139.555,000
356
DEBT SERVICE FUND
CITY OF WICHITA FALLS
Debt Service Schedule by Payment Source FY 2019-20
Funding Source FY 2021-22 Annual Payment Source
GENERAL OBLIGATION BONDS
4A Sales Tax Corporation 140,000
4B Sales Tax Corporation 1,741,254
Stormwater 409,312
Airport Operations 668,879
FFA Entitlement 270,065
West Texas Utility 157,700
Property Tax 2,033,384
GENERAL OBLIGATION BONDS 5,420,594
WATER/SEWER BONDS
Water/Sewer Revenue 12,749,940
WATER/SEWER BONDS 12,749,940
TOTAL 18,170,534
357
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, as revenues have increased in recent
years; 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.
358
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 30,2020
Water and Sewer Revenue Bonds:
Change in net position(Exhibit A-8) $ 9,538,529
Add:
❑epreciation and amortization $ 9,421,720
Interest expense and paying agent fees 2,904,763
Transfers out 2,600,771 14,927,254
Subtract:
West Texas Utilities water revenues 500,000
Gain(loss)on sale/abandonment of capital assets -
Capital contributions from developers 727,961
Transfers in 476,579 (1,704,540)
Net earnings for determining debt service coverage S 22,761,243
Priority Subordinate
Lien Bonds Lien Bonds
Net earnings fur determining debt service coverage $ 22,761,243
Principal and interest requirements to maturity $ 64,432,500 $ -
Number of years remaining to pay bonds 7 N/A
Average annual principal and interest requirement 9,204,642 N/A
Minimum bond covenant debt service coverage 1.25 1.10
Minimum debt service coverage requirement $ 11,505,804 $ - 11,505,804
Excess over debt service coverage requirements $ 11,255,439
Source: City of Wichita Falls, Comprehensive Annual Financial Report for the Year Ended 09/30/2020
359
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
$33,545,000, 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.
Fiscal Series Series Series Banking SunTrust
Year 2016 2013A 2015 Fees Lease Total
2021 10,310,250 947,688 1,462,184 6,000 29,818 12,755,940
360
DEBT SERVICE FUND
Fund Summary
Water& Sewer Fund Summary FY2021-22
Fund Water&Sewer Fund
Projected Beginning Balance 26,073,275
Less Restricted Balance 18,000,000
Available Balance 8,073,275
Revenues
Service Charges 46,834,936
Misc. Revenues 225,000
Total Revenues 47,059,936
Expenditures
Personnel Services 12,077,819
Supplies 3,559,409
Maintenance & Repair 2,273,369
Utilities/Other Services 4,431,961
Insurance & Contract Supp. 957,467
Debt Expenditures 12,755,940
Other Expenditures 2,766,639
Capital Improvements 6,345,903
Transfers Out 1,861,429
Total Expenditures 47,059,936
Ending Balance 8,073,275
361
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TEXASkC4if;f a9
Other Governmental Funds
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 in the previous year caused these divisions to be
transferred to the Hotel/Motel Fund. Due to this change in philosophy, revenue generated by the MPEC was
accounted for in this fund which explains the increase in total revenue. CVB expenditures were also accounted
for in this fund, which explains the increase in total expenditures.
Starting in FY2021-22 the MPEC will be under the City's management. Since 2016, the City has contracted
management services for the MPEC through Spectra Management.The FY2021-22 budget reflects this change in
management structure with a conservative estimate of revenues and expenditures needed to assume
management responsibilities. Revenues and Expenditures will again be accounted for in fund 515 (MPEC)for the
MPEC because changing the operational structure of the fund changes the required fund type. Listed here are
Hotel/Motel revenues only.
-1;:ilic4ikt
TEXAS
$/5Rlv.;ro/e Opp'niter,m
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Hotel/Motel Tax Fund
Revenues
Taxes 1,556,527 1,500,000 2,100,000
Contributions - - -
Misc. Revenues - 1,343,266 1,411,671
Transfer In - 700,000 400,000
Total Revenues 1,556,527 3,543,266 3,911,671
Expenditures
Personnel Services (862) 266,877 1,490,233
Supplies - 40,304 316,133
Maintenance&Repair - 1,388 188,693
Utilities/Other Services - 2,779,655 977,063
Insurance&Contract Supp. 99,000 155,173 211,817
Debt Expenditures - 241,769 410,985
Other Expenditures - 58,101 316,747
Transfers Out 1,457,527 - -
Total Expenditures 1,555,665 3,543,266 3,911,671
365
HOTEL/MOTEL FUND
REVENUES
TEX AS
B/cra$k/oj.4e/du,Oprdrnatrne,
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Hotel/Motel Tax Fund
Revenues
Taxes 1,556,527 1,500,000 2,100,000
Contributions - - -
Misc. Revenues - 1,343,266 1,411,671
Transfer In - 700,000 400,000
Total Revenues 1,556,527 3,543,266 3,911,671
FY 2021-22 Revenue By Source
•Taxes 53.69%
•Contributions 0.00%
• Misc. Revenues 36.09%
•Transfer In 10.23%
Taxes: As economic conditions continue to recover and improve from the COVID-19 pandemic, Hotel/Motel
Tax revenues are expected to increase by $600,000, or, 40%. The Hotel/Motel tax is assessed against the
occupants of rented rooms in hotels, motels, and bed and breakfasts. Both the city and the state collect taxes
rental of these rooms.The state rate is 6% and the city rate is 9%for a combined hotel/motel tax rate of 15%.A
hotel's owner, operator, or manager must collect hotel taxes from their guests and remit these taxes to both the
local municipality as well as to the state. Tax revenue from the city hotel occupancy tax may be used only to
promote tourism and the convention and the hotel industry. Cities also have the option to use this tax for the
encouragement, promotion, improvement of the arts and the City of Wichita Falls uses a portion of these taxes
to accomplish these goals.
366
HOTEL/MOTEL FUND
Miscellaneous Revenues: This account reflects revenues projected to be generated from the MPEC under City
management, and is expected to increase $68,405, or 5.09%.
Transfer In: The transfer in from the General Fund is projected to be lower by$300,000, or 42.86%, now that
the MPEC will be under City management.
EXPENDITURES
TEXAS
ft, rn/Auc OPynrtunT
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Hotel/Motel Tax Fund
Expenditures
Personnel Services (862) 266,877 1,490,233
Supplies - 40,304 316,133
Maintenance&Repair - 1,388 188,693
Utilities/Other Services - 2,779,655 977,063
Insurance&Contract Supp. 99,000 155,173 211,817
Debt Expenditures - 241,769 410,985
Other Expenditures - 58,101 316,747
Transfers Out 1,457,527 - -
Total Expenditures 1,555,665 3,543,266 3,911,671
FY 2021-22 Expenditures By Classification
■ Personnel Services 38.10%
•Supplies 8.08%
• Maintenance&Repair 4.82%
• Utilities/Other Sery 24.98%
• Insur&Contr Supp.5.42%
• Debt Expenditures 10.51%
•Other Expenditures 8.10%
•Transfers Out 0.00%
367
HOTEL/MOTEL FUND
Personnel Services: Personnel Services account for 38%of expenditures in the Hotel/Motel Fund.The main
factors affecting Personnel Services include the implementation of the MAG study and additional personnel to
manage the MPEC.
Supplies: This account contains supplies required to maintain daily operations at the MPEC, an increase of
$275,829, or 684.37%.This expense would have been previously accounted for in Spectra's management fees.
Maintenance & Repair:This account reflects expenditures for general upkeep of the MPEC facilities, an
increase of$187,305.This expense would have been previously accounted for in Spectra's management fees.
Utilities/Other Services:This account previously reflected expenses related to Spectra management fees.This
expenditure has decreased by$1,802,592, or 64.85%.
Insurance & Contract Supplies: In the FY2021-22, budget insurance and worker's compensation expenses
increased the total by$56,644, or 36.50%, to account for insurance needed for management of the MPEC.
Debt Expenditures:This category accounts for debt service of$410,985. 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: Contracted labor and an increase in advertising expenses make up most of the$258,646
increase.
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 MPEC Fund.
368
CONVENTION & VISITOR'S BUREAU
MISSION
The Convention and Visitors Bureau (CVB) is responsible for marketing an image of Wichita Falls that positions us
as a destination for conventions, meetings, events, and visitors. The CVB department consists of one full-time
Sales position,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 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
FY2021 ACCOMPLISHMENTS
• The Convention and Visitors Bureau launched a brand new website: DiscoverWichitaFalls.com
• The Convention and Visitors Bureau launched a mobile app: VisitWichitaFalls,TX
CONTACT INFORMATION
Lindsay Barker
Director
940-716-5553
Lndsay.barker@wichitafallstx.gov
369
CONVENTION & VISITOR'S BUREAU
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PLAN FY2021 FY2022
DEPARTMENT PLAN STRATEGY PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL
Continue to
advertise and 1.Accelerate Track website traffic by
1.3 Aggressively geographical location; number ° 100%
market Wichita Economic 100%
Falls as a Growth Market the City of inquiries and leads submitted
destination through the advertising
Research,
identify and 3.6 Grow HOT
3. Redevelop Comparison of HOT revenues by
bid/recruit Revenues to 75% 75%
events to be Downtown Support the MPEC year
held in WF
FY 2022 BUDGET CHANGES
• Personnel Services decreased $51,077 due to employees performing work in both CVB and MPEC
Management.
• Utilities/Other Services increased $82,551 due to increased advertising to take advantage of lifted
COVID restrictions.
EXPENDITURES BY CLASSIFICATION
4;111/C4i4
TEXAS
Nue,5k,u 4e/ourOffertuivt,.5
2019-20 2020-21 2021-22
Expenditure/Expense By Department
Actual Adopted Adopted Budget
Convention/Visitor's Bureau
Expenditures:
Personnel Services (862) 266,877 207,420
Supplies - 40,304 38,133
Maintenance&Repair - 1,388 1,086
Utilities/Other Services - 211,197 293,748
Insurance&Contract Supp. - 2,500 2,500
Other Expenditures - 58,101 54,437
TOTAL Expenditures ($862) $580,366 $597,324
370
CONVENTION & VISITOR'S BUREAU
PERSONNEL BY JOB TITLE
kc4if;r as City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Community and Marketing Director 1.00 0.50 0.33
Market&Design Rep 1.00 1.00 0.50
Sales and Service Coord 1.00 1.00 0.50
CVB Services Rep 1.00 1.00 0.50
TOTAL- Convention &Visitors Bureau 4.00 3.50 1.83
*Positions will serve equal time/work between CVB and MPEC Mgmt
371
MULTIPURPOSE EVENTS CENTER
MISSION
The Multipurpose Events Center(MPEC)is responsible for operating and maintaining excellent event venues while
providing guests with an exceptional experience and first-rate customer service. We will enhance the quality of
life for residents by providing diverse entertainment and as a local venue where events, meetings, tradeshows,
and conventions can be held. The MPEC facilities consist of J.S. Bridwell Agricultural Center, Ray Clymer Exhibit
Hall, Kay Yeager Coliseum, and Memorial Auditorium.
From 2016 to 2021, the MPEC was managed by Spectra Management. Beginning in FY 2021-2022, the City will
assume management of the MPEC. Revenues & Expenditures for the MPEC will again be accounted for in the
MPEC fund because changing the operational structure of the fund changes the required fund type.
SERVICES PROVIDED
• Operate and maintain four event venues (including, but not limited to: event management, food and
beverage, and ticketing).
• Research and recruit entertainment and events to Wichita Falls.
• Promote and market the facilities for the purposes of hosting events in them.
FY2021 ACCOMPLISHMENTS
• Recruited new NAHL Hockey team (Warriors)to Wichita Falls.
CONTACT INFORMATION
Lindsay Barker
Director of Communication and Marketing
940-716-5553
Lndsay.barker@wichitafallstx.gov
372
MULTIPURPOSE EVENTS CENTER
PERSONNEL BY JOB TITLE
4A-1;c4/4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Community and Marketing Director 0.00 0.00 0.33
Office Administrator 0.00 0.00 1.00
Event Operations Manager 0.00 0.00 1.00
Senior Sales Manager 0.00 0.00 0.50
Marketing Manager 0.00 0.00 0.50
Facilities and Maint Manager 0.00 0.00 1.00
Food and Bev Manager 0.00 0.00 1.00
Chef 0.00 0.00 1.00
Event Manager 0.00 0.00 1.00
Box Office Manager 0.00 0.00 1.00
Food and Bev Supervisor 0.00 0.00 1.00
Event Coordinator 0.00 0.00 1.00
Sales and Service Coord. 0.00 0.00 0.50
Marketing Coord. 0.00 0.00 0.50
Operations Staff 0.00 0.00 1.00
Ag Manager 0.00 0.00 1.00
Sponsorship Sales 0.00 0.00 1.00
Comptroller 0.00 0.00 1.00
TOTAL- MPEC Management 0.00 0.00 15.33
*Added MPEC Management positions
373
MULTIPURPOSE EVENTS CENTER
J.S. BRIDWELL AGRICULTURAL CENTER
The J.S. Bridwell Agricultural Center, located on the North banks of the Wichita River, was the first phase of the
Multi-Purpose Events Center project; completed in 1995. Named in honor of Wichita Falls rancher and
businessman Joseph S. Bridwell (1885-1966),the J.S. Bridwell Agricultural Center hosts everything from dog shows
and rodeos to fundraiser galas. The venue includes a 50,000 square foot Stall Barn and 120' X 270' indoor Arena
with seating for 1,200 people. In 2011, the Wichita Extension Horse Committee built and donated a 70' X 150'
covered warm-up arena to the City of Wichita Falls.
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374
MULTIPURPOSE EVENTS CENTER
RAY CLYMBER EXHIBIT HALL
The second phase of the Multi-Purpose Events Center project was the Ray Clymer Exhibit Hall completed in 1996.
This 58,000 square foot meeting space is located on the south side of the Wichita River and connects to the J.S.
Bridwell Agricultural Center by a pedestrian bridge.
The two main Exhibit Halls offer a great venue for trade shows, conventions, or large banquets. In addition, the
building features 10 breakout rooms that can host meetings, seminars, and receptions, as well as a 216-seat
seminar room.
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375
MULTIPURPOSE EVENTS CENTER
KAY YEAGER COLISEUM
The final phase and cornerstone of the events complex,the Kay Yeager Coliseum began construction in 2001,and
was completed in January 2003. With a seating capacity of 6,500,the versatility of the Kay Yeager Coliseum offers
a facility that can host a variety of events such as concerts, 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 theaters-in-the-round
can be held.
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376
MULTIPURPOSE EVENTS CENTER
MEMORIAL AUDITORIUM
Memorial Auditorium is a beautiful historical proscenium theater constructed in 1927 and is a duplication of the
State Fair Music Hall in Dallas. The last area Indian battle took place only ten years before construction on the
bluff where Memorial Auditorium now stands. Early entertainers Will Rogers, Elvis Presley, Gene Autry, and Bob
Hope have graced the stage at Memorial Auditorium. Today, Memorial Auditorium is home to the Wichita Falls
Symphony Orchestra, Wichita Falls Ballet Theatre, and plays host to comedy shows like Ron White and Jerry
Seinfeld,touring Broadway productions, and musicians. Memorial Auditorium seats 2,700 people.The stage area
is 59' 8"X 41' 6" and includes 12 air- conditioned dressing rooms and concessions.
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377
MULTIPURPOSE EVENTS CENTER
EXPENDITURES BY ACCOUNT
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
MPEC-Management
Expenditures:
Salaries-Supervision - - 36,585
Salaries-Clerical - - 31,325
Salaries-Operational - - 739,029
Overtime - - -
Terminal Pay
Stability Pay - -FICA - - 61,174
TMRS Retirement - - 130,505
Life Insurance Contribution
Disability Insurance Contrib - - -
Health Insurance Contributions _ - 281,180
HSA Contributions-Employer - - -
Supplies-Janitorial - - 50,000
Supplies-Concession - - 50,000
Supplies-Concession/Alcohol _ - 88,000
Supplies-Catering Food - - 50,000
Supplies-Clothing and Uniforms _ - 10,000
Supplies-Linen - - 30,000
Maint-Buildings - - 187,607
Services-Telephone - - 1,500
Services-Electricity - - 300,000
Services-Gas - - 5,000
Services-Wtr/Sewer/Sanitation _ - 5,000
Services-Central Garage - - 5,000
Services-Bank - - 55,000
Services-Audit - - 15,000
Services-Other Professional - 2,568,458 170,600
Services-Advertising - - 100,000
Services-Binding/Printing _ - 20,850
Worker's Compensation - - 1,500
Insurance Expense - - 90,000
Travel Expenses - - -
Education Registration _ - 2,000
Memberships - - 26,010
378
MULTIPURPOSE EVENTS CENTER
Rent-Equipment - - 30,000
Convention Sales Incentives - - 8,300
Public Relation/Promo - - -
Postage/Freight - - 10,000
Administrative Overhead - - 96,000
Data Processing Services - - 90,000
MPEC-Spectra Exp - - -
TOTAL Expenditure: - $2,568,458 $2,777,165
379
MULTIPURPOSE EVENTS CENTER
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Convention/Visitor's Bureau
Expenditures:
Salaries-Supervision 613 51,000 40,800
Salaries-Clerical - 25,313 24,690
Pool Clerical - - -
Salaries-Operational (1,870) 116,355 73,002
Pool Operational - - -
Overtime - 2,000 2,000
Terminal Pay - - -
Stability Pay - 1,623 1,900
Cell Phone Allowance - 720 483
FICA 120 16,026 15,575
TMRS Retirement 268 36,828 28,104
Life Insurance Contribution 2 294 284
Disability Insurance Contrib 2 25 216
Health Insurance Contributions - 15,656 20,028
HSA Contributions-Employer 3 1,036 339
Supplies-Motor Vehicle Fuel - 1,200 1,200
Supplies-Minor Furniture - - -
Supplies-Office - 3,500 3,500
Supplies-Promotional - 18,000 18,000
Supplies-Personal Computers - - -
Supplies-System Software - 16,604 14,083
Supplies-PC Software - 1,000 1,350
Supplies-Radios - - -
Maint-Motor Vehicles - 1,300 1,000
Maint-PC Hardware - - -
Maint-PC Software - 88 86
Maint-Systems Software - - -
Maint-Water Mains - - -
Maint-Buildings - - -
Services-Telephone - 3,368 2,504
Service-Wireless PhoneAircards - 912 912
Services-Electricity - - 42
Services-Other Professional - - -
Services-Employee Physicals - - -
Services-Advertising - 89,167 115,140
Services-Binding/Printing - 18,500 18,850
Services-Convention/Committed - 99,250 156,300
Worker's Compensation - 2,500 2,500
Travel Expenses - 4,900 4,364
Education Registration - 1,600 9,500
380
MULTIPURPOSE EVENTS CENTER
Lease Payments - 2,100 1,763
Memberships - 8,201 11,010
Rent-Office - 19,800 -
Convention Sales Incentives - 5,000 8,300
Public Relation/Promo - 6,500 9,500
Postage/Freight - 10,000 10,000
License/Permit Expenses - - -
TOTAL Expenditure: ($862) $580,366 $597,324
381
DUPLICATING SERVICES FUND
OVERVIEW
Duplicating Services Fund:
The Duplicating Services Fund is an Internal Service Fund. It is used to account for duplicating services as well as
mail services for the City. Employees who process and distribute mail are paid from this fund.
TEXAS\-1A-1)1:44
B/ur Sk/e..GIv/dr,Oyyorize,ties
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Duplicating Services Fund
Revenues
Service Charges 120,589 130,908 125,735
Transfer In - -Total Revenues 120,589 130,908 125,735
Expenditures
Personnel Services 23,091 27,105 21,772
Supplies 2,576 6,848 6,800
Maintenance&Repair - - -
Utilities/Other Services 572 - 437
Insurance&Contract Supp. - - -
Other Expenditures 76,087 96,955 96,726
Total Expenditures 102,325 130,908 125,735
PERSONNEL BY JOB TITLE
4Atikt City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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
382
DUPLICATING SERVICES FUND
OVERVIEW
REVENUES
4-11TEXAS
�ic�i� ��rs
B/ere 5Nes 4o/den Oyyorfun:ties
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Duplicating Services Fund
Revenues
Service Charges 120,589 130,908 125,735
Transfer In Total Revenues 120,589 130,908 125,735
Last 3 Fiscal Years Total Service Charges
132,000 130,908
130,000
128,000
125,735
126,000
124,000 • 2019-20 Actual
• 2020-21 Adopted
122,000 120,589
• 2021-22 Adopted
120,000
118,000
116,000
114,000
Service Charges
383
DUPLICATING SERVICES FUND
OVERVIEW
EXPENDITURES
lir�ic4i �(s
TEXAS
B/e�Skiez:Lo/OGN Oyyortunfl/es
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Duplicating Services Fund
Expenditures
Personnel Services 23,091 27,105 21,772
Supplies 2,576 6,848 6,800
Utilities/Other Services 572 - 437
Other Expenditures 76,087 96,955 96,726
Total Expenditures 102,325 130,908 125,735
FY 2021-22 Expenditure By Classification
• Personnel Services 18.36%
•Supplies 2.05%
• Utilities/Other Sery 0.45%
• Other Expenditures 60.51%
384
FA)1(7C4ikt a9
TEXAS
Other Proprietary Funds
REGIONAL AIRPORT FUND
Regional Airport Fund:
The Regional Airport Fund is an Enterprise Fund which is supported by user fees,federal grants,and in many years,
a subsidy from the General Fund. The City's Regional Airport Fund Adopted Budget for the 2021-22 fiscal year
totals$2,213,819.This is a $1,006,237, or 83.33%, increase from the previous year.The Adopted 2021-22 budget
includes Fixed Based Operations, which was not included in the previous year's Adopted Budget. FBO services
were added to the Regional Airport during the 2020-21 fiscal year as a budget revision in December of 2020. This
revision and operational change was approved by the City Council.
;1ic4r>a ralts
TEXAS
5/5;kvi.4e/den-Oppert•+tiui
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Regional Airport Fund
Revenues
Service Charges 256,728 380,000 215,120
Misc. Revenues 616,901 827,582 1,331,769
Transfer In - - 666,930
Total Revenues 873,629 1,207,582 2,213,819
Expenditures
Personnel Services 182,590 213,327 533,210
Supplies 21,175 12,100 334,437
Maintenance&Repair 59,343 66,603 121,752
Utilities/Other Services 160,570 182,853 207,517
Insurance&Contract Supp. 40,409 25,000 47,603
Other Expenditures 210,681 263,642 300,421
Capital Improvements 123,521 - -
Transfers Out 85,138 444,057 668,879
Total Expenditures 883,426 1,207,582 2,213,819
386
REGIONAL AIRPORT FUND
REVENUES
TEXAS\--1;14:4/4
F/ur_A/e5 Cie/aua Cpp rtm t/Pr,.
2019-20 2020-21 2021-22
Revenue&Expenditure By Fund Adopted
Actual Adopted Budget
Regional Airport Fund
Revenues
Airport Passenger Facility Fee 96,583 175,000 115,000
Airport Customer Facility Fees 160,145 205,000 100,000
Late Payment Charges - - 120
Parking Meter Revenue 92,290 200,000 100,000
Terminal Office Rent 123,997 153,373 110,500
Landing Fees 4,327 10,000 10,000
Ground Lease Rent 23,334 23,334 23,334
Hangar Rentals 30,135 30,135 38,778
Airport Fuel Surcharge 13,274 15,000 75,423
Other Airport Rentals 69,882 80,400 80,400
Airport Charter Flight Revenue 31,800 42,000 42,000
Airport Concessions 214,777 240,000 120,100
Concessions-Vending 6,170 17,894 6,800
Interest-Texpool Fund 5,200 446 -
Advertising Sales 1,035 5,000 1,500
Other Miscellaneous Revenue 680 10,000 4,000
Fuel&Oil Gross Sale - - 718,934
Operating Transfers In - - 666,930
Total Revenues 873,629 1,207,582 2,213,819
Revenue Discussion: This budget is projecting revenues to increase $1,006,237 from the previous year.
Revenues are projected to increase due to the continued recovery from the pandemic leading to increases in the
number of passengers utilizing the Regional airport relative to the previous fiscal year. This increase is also
represented in the Fixed Based Operations division, which is driven by fuel sales. The Regional Airport will not
need a subsidy from the General Fund to support operations. The City's Airport Fund was awarded CARES Act
Funding from the Federal Aviation Administration that will be used in place of that Transfer In.
387
REGIONAL AIRPORT FUND
FY 2021-22 Revenue by Source
FS t
•Airport Passenger Facility Fee 5.31% •Airport Customer Facility Fees 4.62%
• Late Payment Charges 0.01% • Parking Meter Revenue 4.62%
•Terminal Office Rent 5.11% • Landing Fees 0.46%
•Ground Lease Rent 1.08% • Hangar Rentals 1.79%
•Airport Fuel Surcharge 3.49% •Other Airport Rentals 3.72%
•Airport Charter Flight Revenue 1.94% •Airport Concessions 5.55%
•Concessions-Vending 0.31%
EXPENDITURES BY CLASSIFICATION
\--1-Allic4i4
ic5R/65:C,MA OppM'7lN f
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Regional Airport Fund
Expenditures
Personnel Services 182,590 213,327 533,210
Supplies 21,175 12,100 334,437
Maintenance&Repair 59,343 66,603 121,752
Utilities/Other Services 160,570 182,853 207,517
Insurance&Contract Supp. 40,409 25,000 47,603
Other Expenditures 210,681 263,642 300,421
Capital Improvements 123,521 - -
Transfers Out 85,138 444,057 668,879
Total Expenditures 883,426 1,207,582 2,213,819
388
REGIONAL AIRPORT FUND
FY 2021-22 Expenditures By Classification
■ Personnel Services 24.09%
■Supplies 15.11%
■ Maintenance&Repair 5.50%
■ Utilities/Other Sery 9.37%
■ Insur&Contr Supp.2.15%
■Other Expenditures 13.57%
■Capital Improvements 0.00%
■Transfers Out 30.21%
Personnel Services: As indicated in the charts above Personnel Services account for 24% of all expenditures in
the Regional Airport Fund.The Adopted Budget has an increase of$319,883 from the FY2020-21 Adopted Budget.
This increase is partly attributed to the implementation of the MAG study but is primarily due to the addition of
FBO, which increased personnel costs by$285,205.
Supplies: Supplies in the Regional Airport Fund include a $322,337 increase from the prior year. This increase is
reflective of materials needed to run the FBO, and increased fuel costs.
Maintenance & Repair: Maintenance & Repair costs have slightly increased by$55,149, or 82.80%. $25,000 is
budgeted for interior improvements.
Utilities/Other Services: This account line has increased by $24,664, or 13.49%, due to increases in services
needed to run the FBO.
Insurance/Contracts: Additional insurance in the amount of$22,603 is needed to run FBO.
Other Expenditures: This category accounts for non-capital items and other general departmental needs. This
account has an increase of$36,779, or 13.95%.
Transfers Out: This account reflects funds transferred out for debt service, $668,879. More information can be
found in the Debt Service portion of the Budget document,as well as in the City's Comprehensive Annual Financial
Report,which can be found on the City's website or in the City Clerk's office.
Fixed Base Operations: In April 2020, the City was notified that the current fixed base operator would not
continue services at the end of their contract in September 2020. The City then decided to assume fixed base
operations under their own management. FBO at the Regional Airport is similar to the current operations already
in effect at the Kickapoo Airport. FBO at the Regional Airport provides refueling, parking, and rental services to
commercial aircraft.
389
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 2021-22 fiscal year totals $1,010,113.This is a decrease of$12,693, or 1.24%,from
the previous year.The completion of construction on three hangars at the Kickapoo Airport helped decrease total
expenditures. The Adopted 2021-22 budget includes a conservative revenue and expenditure projection, which
takes into account the ongoing Global COVID-19 Pandemic and its impact on the City and air travel.
\--j;tiliC4i4
TEXAS
S/tie ties 4then OSpr,•tunn7,.
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Kickapoo Airport Fund
Revenues
Service Charges 250 120 120
Intergovernmental Rev. - - -
Misc.Revenues 765,530 995,686 1,009,993
Transfer In - 27,000 -
Total Revenues 765,780 1,022,806 1,010,113
Expenditures
Personnel Services 257,137 274,032 332,868
Supplies 324,544 483,262 443,406
Maintenance&Repair 3,210 15,470 16,470
Utilities/Other Services 97,127 91,772 90,701
Insurance&Contract Supp. 21,335 24,000 24,000
Other Expenditures 53,601 67,603 102,668
Capital Improvements 20,223 66,667 -
Transfers Out 32,570 - -
Total Expenditures 809,748 1,022,806 1,010,113
390
KICKAPOO AIRPORT FUND
REVENUES
TEXAS4A1c46
n"/ue 5Ares Cq/Auv Opynrtunifies
2019-20 2020-21 2021-22
Revenue&Expenditure By Fund Adopted
Actual Adopted Budget
Kickapoo Airport Fund
Revenues
Late Payment Charges 250 120 120
Terminal Office Rent 3,045 3,120 1,560
Ground Lease Rent 107,147 108,000 109,595
Hangar Rentals 109,444 110,640 121,560
Airport Concessions 191 100 100
Concessions-Vending 560 300 300
Interest-Texpool Fund 243 500 -
Kickapoo Fuel&Oil Gross Sale 537,222 767,426 771,278
Kickapoo Maps Pilot Gr Sales 1,017 3,600 3,600
Kickapoo Test Center Profit 3,543 - -
Other Miscellaneous Revenue 3,117 2,000 2,000
Operating Transfers In - 27,000 -
Total Revenues 765,780 1,022,806 1,010,113
FY 2021-22 Revenue by Source
41111,
• Late Payment Charges 0.01% •Terminal Office Rent 0.16%
•Ground Lease Rent 11.41% • Hangar Rentals 12.66%
•Airport Concessions 0.01% •Concessions-Vending 0.03%
• Interest-Texpool Fund 0.00% • Kickapoo Fuel&Oil Gross Sale 80.33%
• Kickapoo Maps Pilot Gr Sales 0.37% • Kickapoo Test Center Profit 0.00%
•Other Miscellaneous Revenue 0.21% •Operating Transfers In 0.00%
391
KICKAPOO AIRPORT FUND
Revenue Discussion: This budget is projecting revenues to be a $12,693, or 1.24%, decrease from the previous
year. Due to the completion of the hangars in the previous year, operating grants are not needed in FY2021-22.
Intergovernmental Revenue: Intergovernmental revenue 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 FY2020-21 due to lingering effects of the COVID-19 pandemic on travel.
Transfer In: This account reflects a transfer of Cash Reserves, which is not needed in FY2021-22.
EXPENDITURES
TEXAS\--j7:464/4
Nue5pe5 4ilele,Oppertunrtie5
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Kickapoo Airport Fund
Expenditures
Personnel Services 257,137 274,032 332,868
Supplies 324,544 483,262 443,406
Maintenance&Repair 3,210 15,470 16,470
Utilities/Other Services 97,127 91,772 90,701
Insurance&Contract Supp. 21,335 24,000 24,000
Other Expenditures 53,601 67,603 102,668
Capital Improvements 20,223 66,667 -
Transfers Out 32,570 - -
Total Expenditures 809,748 1,022,806 1,010,113
392
KICKAPOO AIRPORT FUND
FY 2021-22 Expenditures By Classification
■ Personnel Services 32.95%
■Supplies 43.90%
■ Maintenance&Repair 1.63%
■ Utilities/Other Serv.8.98%
■ Insurance&Contract Supp.2.38%
■Other Expenditures 10.16%
Personnel Services: As indicated in the charts above Personnel Services account for 35% of all expenditures in
the Kickapoo Airport Fund.The Adopted Budget has a $58,836, or 21.47%, increase from the FY2020-21 Adopted
Budget due to implementation of the MAG study.
Supplies: Supplies in the Regional Airport Fund total $443,406, an 8.25% decrease from the prior year. This
decrease is reflective of operations slowing due to the COVID-19 pandemic.
Maintenance & Repair: Maintenance & Repair costs have increased by$1,000, or 6.46%.
Utilities/Other Services:This account line has slightly decreased by$1,071, or 1.17%.
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 an increase of$35,065, or 51.87%.
Capital Improvements: Capital Improvement expenditures decreased due to the completion of three new
hangars; built at the airport in the previous year.This is a decrease of$66,667, or 100%.
393
REGIONAL & KICKAPOO AIRPORT FUND
MISSION
The Aviation Division includes two Airports: Wichita Falls Regional Airport and Kickapoo Downtown
Airport. In addition,the City acquired the fixed base operations at Regional in late 2020. Regional Airport
is a Part 139 FAA/TSA regulated commercial Airport with a General Aviation apron. Kickapoo Downtown
Airport is a General Aviation Airport under TxDOT jurisdiction. Both Airports provide modern fa lities
and infrastructure that accommodate commercial, private, and military aviation services and
ensure an environment for safe and secure av ation activities for the region.
SERVICES PROVIDED
Regional Airport
• Provide Customer Service Support to passengers during arrivals and departures of flights.
• Monitor services provided by Airport Tenants: Envoy Airlines, Avis/Budget, Hertz, and Southern
Girl Cafe
• Provide support and service for parking systems.
• Provide counter and ground services for all charter flights.
• Ensure Airport is in compliance with FAA and TSA requirements.
• Schedule and perform all maintenance and service of facilities.
Kickapoo Airport
• Provide Customer Service to all tenants and transient aircraft.
• Provide fuel and towing service for all tenants and transient customers, as requested.
• Perform all required service and inspections on fuel farm and fuel trucks.
• Perform airfield and hanger maintenance.
Regional FBO
• Provide Customer Service to all tenants and transient aircraft.
• Provide fuel and towing services for all tenants and transient customers, as requested.
• Perform all required service and inspections on fuel Farm and fuel trucks.
• Perform airfield and hanger maintenance.
• Provide fuel services for American Airline scheduled aircraft.
• Provide fuel services for commercial aircraft diversions.
• Ensure FBO is in compliance with FAA and TSA requirements.
FY2021 ACCOMPLISHMENTS
Regional Airport
• Continually operated with minimal issues during the Covid restrictions
• Worked with American Airlines to re-establish all 4 flights after the Covid restrictions were lifted.
• Worked with charter airlines to re-establish service.
• Maintained compliance with FAA and TSA with increased restrictions during Covid.
• Planned 5-year CIP
394
REGIONAL & KICKAPOO AIRPORT FUND
Kickapoo Airport
• Cross train all lineman between Kickapoo and the Regional FBOs
• Continually operated with minimal issues during the Covid restrictions
• Planned 5-year CIP
• Coordinate with TxDOT to build New Hangers (design is completed)
Regional FRO
• Continually operated with minimal issues during the Covid restrictions
• Maintained compliance with FAA and TSA with increased restrictions during Covid.
• Planned 5-year CIP
CONTACT INFORMATION
Jon Waltjen
Airports Administrator
940-855-3621
jon.waltjen@wichitafallstx.gov
395
REGIONAL & KICKAPOO AIRPORT FUND
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Engage other
commercial 1.Accelerate 1.7 Look for
post-pandemic Engage up to five new airlines to
airlines to Economic 5 5
serve Regional Growth economic gauge interest in providing
opportunities service to Wichita Falls Regional
Airport
Ensure Airline
delivers 4. Efficiently 4.5 Promote Monitor airline to ensure 15- 10 15 10-15
inbound Deliver City and encourage minute inbound baggage delivery
baggage within Services innovation time minutes minutes
15-minutes
Generate
Additional 4. Efficiently 4.4 Practice
Revenue Deliver City Effective Ensure that Airports Division Baseline 5%Growth
Streams and Services Governance remains profitable
Income
4.2 Reinforce a
Focus on 4. Efficiently culture of Training and reviewing customer
Excellent Deliver City superior service actions; Building 100% 100%
Customer Services customer accountability among all staff
Service
service
Explore
opportunities The City will not be able to use
to use FAA 1.Accelerate 1.5 Support a the annual Entitlement grant for
the next 11 years. Work with
Entitlement Economic thriving $0 $1,000,000
grants to Growth Sheppard AFB Sheppard and the FAA to find
support airfield projects that will benefit
Sheppard both the City and Sheppard AFB
BUDGET CHANGES
• FBO is a new division which makes FY2021-22 the first time it will be reported in the City's
Adopted Budget.Through Council approval, FBO was allocated funds to purchase equipment
and supplies in FY2019-20 to ensure implementation of the program in FY2020-21.This budget
amendment was then reflected in the Revised Budget for FY2020-21.
• The major change in the Kickapoo Airport budget was due to the completion of hangar
construction.
396
REGIONAL & KICKAPOO AIRPORT FUND
EXPENDITURES BY CLASSIFICATION
41 -
pc
8/1.5tie5 4,ileten oppnrtunn!es
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Regional Airport Operations
Expenditures:
Personnel Services 163,440 213,327 248,005
Supplies 8,200 12,100 12,300
Maintenance&Repair 54,000 66,603 71,762
Utilities/Other Services 160,570 182,853 179,357
Insurance&Contract Supp. 40,409 25,000 25,000
Other Expenditures 210,681 263,642 269,925
Capital Improvements _ _ _
Transfers Out 85,138 444,057 668,879
TOTAL Expenditures $722,438 $1,207,582 $1,475,228
41 -
T E X A S
B/ueS,eiri 4e/Oen Oppertunnies
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Regional Airport FRO
Expenditures:
Personnel Services 19,149 - 285,205
Supplies 12,975 - 322,137
Maintenance&Repair 5,343 - 49,990
Utilities/Other Services - - 28,160
Insurance&Contract Supp. - - 22,603
Other Expenditures - - 30,496
Capital Improvements 123,521 - -
TOTAL Expenditures $160,988 - $738,591
397
REGIONAL & KICKAPOO AIRPORT FUND
Aic4il a
L l,JJ T E X A S
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Kickapoo Airport Operations
Expenditures:
Personnel Services 257,137 274,032 332,868
Supplies 324,544 483,262 443,406
Maintenance&Repair 3,210 15,470 16,470
Utilities/Other Services 97,127 91,772 90,701
Insurance&Contract Supp. 21,335 24,000 24,000
Other Expenditures 53,601 67,603 102,668
Capital Improvements 20,223 66,667 -
Transfers Out 32,570 - -
TOTAL Expenditures $809,748 $1,022,806 $1,010,113
PERSONNEL BY JOB TITLE
/c4i4 a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
Administrative Clerk 1.50 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 3.10 3.10 3.10
Administrative Clerk 0.00 1.00 1.00
Lead Airport Lineman 0.00 1.00 1.00
Airport Lineman 0.00 3.00 3.00
AP Lineman-Temp 0.00 1.00 1.00
TOTAL- FBO Regional Airport 0.00 6.00 6.00
*FY2020-21 reflects positions added to the Revised Budget.
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 change in FTE from previous fiscal year.
398
REGIONAL & KICKAPOO AIRPORT FUND
EXPENDITURES BY ACCOUNT
41
,4,14.0ffortaxet.
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Regional Airport Operations
Expenditures:
Salaries-Supervision 43,624 43,039 50,880
Salaries-Clerical 27,882 34,944 40,155
Pool Clerical - - -
Salaries-Operational 55,568 44,658 55,836
Pool Operational 57 53,800 58,400
Overtime 788 - 1,200
Terminal Pay - - -
Stability Pay 2,420 2,420 2,420
Cell Phone Allowance 1,099 1,080 1,080
FICA 9,044 9,292 11,241
TMRS Retirement 14,343 15,215 19,110
Life Insurance Contribution 119 118 122
Disability Insurance Contrib 87 85 93
Health Insurance Contributions 8,410 8,676 7,468
Supplies-Minor Tools and Equip 1,424 2,300 2,300
Supplies-Minor Furniture - - -
Supplies-Office 848 2,000 2,000
Supplies-Janitorial 122 400 400
Supplies-Concession 650 1,500 1,500
Supplies-Clothing and Uniforms 1,230 2,500 2,500
Supplies-Other 3,926 3,400 3,600
Maint-PC Hardware 5,595 7,800 7,800
Maint-PC Software - - 86
Maint-Systems Software - - -
Maint-Heating/Cooling Systems 2,346 3,127 3,200
Maint-Buildings 9,291 11,350 11,350
Maint-Airport 36,768 44,326 49,326
Maint-Other Buildings - - -
Services-Telephone 3,484 4,151 4,026
Service-Wireless PhoneAircards 2,488 3,000 3,000
Services-Electricity 83,112 93,293 85,790
Services-Elec Airport Conces 2,240 4,000 4,000
Services-Gas 17,334 22,522 20,585
Services-Wtr/Sewer/Sanitation 5,798 5,300 5,748
Services-Cable TV 1,832 2,000 2,000
Services-Central Garage 4,959 8,198 10,496
Services-Bank 15,199 17,104 19,400
Services-Audit 13,613 7,385 8,800
Services-Other Professional 1,534 2,800 2,800
Services-Employee Physicals 539 600 612
Services-Advertising 7,389 11,000 11,000
Services-Binding/Printing 438 500 100
Services-Other Miscellaneous 612 1,000 1,000
Worker's Compensation 1,488 - -
Unemployment Compensation 683 - -
Insurance Expense 38,238 25,000 25,000
Travel Expenses - 4,400 4,400
399
REGIONAL & KICKAPOO AIRPORT FUND
Education Registration 700 2,150 2,650
Lease Payments 614 1,000 641
Memberships 632 600 600
Boards/Local Meetings - 250 250
Rent-Land/Structures 50,397 52,862 54,448
Public Relation/Promo 1,886 6,000 6,000
Postage/Freight 340 400 -
Matching Contributions - 40,464 50,000
Administrative Overhead 135,684 141,064 132,819
Data Processing Services 20,427 14,452 18,117
Construction-Engineering Fees - - -
Machines/Tools/Implements - - -
Office Furniture/Fixtures - - -
Signs - - -
OperTransfer-Other 85,138 444,057 668,879
TOTAL Expenditure: $722,438 $1,207,582 $1,475,228
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Regional Airport FRO
Expenditures:
Salaries-Clerical 2,072 - 31,583
Salaries-Operational 14,212 - 183,699
Pool Operational - - -
Overtime 17 - -
Terminal Pay - - -
Stability Pay - - -
Cell Phone Allowance - - -
FICA 1,221 - 15,842
TMRS Retirement 1,599 - 25,679
Life Insurance Contribution 16 - 172
Disability Insurance Contrib 12 - 128
Health Insurance Contributions - - 26,852
HSA Contributions-Employer - - 1,250
Supplies-Minor Tools and Equip 3,182 - 2,010
Supplies-Office 1,424 - 1,200
Supplies-Janitorial - - 500
Supplies-Mechanical 2,704 - -
Supplies-Concession - - 2,000
Supplies-Catering Food - - 1,200
Supplies-Botanical/Agriculture - - 500
Supplies-Clothing and Uniforms 119 - 3,000
Supplies-Personal Computers 2,762 - -
Supplies-PC Software 830 - -
Supplies-Kickapoo Fuel&Oil-CGS - - 311,227
Supplies-Radios - - -
Supplies-Other 1,954 - 500
Maint-Machine/Tools/Implements - - 2,940
Maint-Radios 5,343 - 500
Maint-PC Hardware - - 1,000
Maint-Heating/Cooling Systems - - 1,500
Maint-Buildings - - 10,050
Maint-Airport - - 25,000
Maint-Other Buildings - - 9,000
Services-Telephone - - 2,500
Service-Wireless PhoneAircards - - 960
400
REGIONAL & KICKAPOO AIRPORT FUND
Services-Electricity - - 7,500
Services-Gas - - 2,000
Services-Wtr/Sewer/Sanitation - - 500
Services-Cable TV - - 700
Services-Central Garage - - -
Services-Bank - - 10,000
Services-Other Professional - - 500
Services-Employee Physicals - - 500
Services-Lab Proficiency Test - - -
Services-Advertising - - 1,500
Services-Binding/Printing - - 500
Services-Other Miscellaneous - - 1,000
Insurance Expense - - 22,603
Travel Expenses - - 700
Education Registration - - 1,000
Lease Payments - - 27,796
Public Relation/Promo - - 1,000
Postage/Freight - - -
Matching Contributions - - -
Other Improvements - - -
Motor Vehicles 37,693 - -
Other Vehicles - - -
Machines/Tools/Implements 43,005 - -
Office Furniture/Fixtures - - -
Radios - - -
Other Machinery and Equipment 42,823 - -
TOTAL Expenditure: $160,988 - $738,591
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Kickapoo Airport Operations
Expenditures:
Salaries-Supervision 29,083 28,679 29,387
Salaries-Clerical - - -
Pool Clerical - - -
Salaries-Operational 148,879 170,737 218,574
Pool Operational 3,976 - -
Overtime 1,321 1,200 1,500
Terminal Pay - - -
Stability Pay 2,420 2,420 2,558
Cell Phone Allowance 366 360 360
FICA 14,127 12,126 15,986
TMRS Retirement 25,409 27,559 35,357
Life Insurance Contribution 213 216 222
Disability Insurance Contrib 157 157 166
Health Insurance Contributions 30,681 30,059 27,750
HSA Contributions-Employer 506 518 1,008
Supplies-Minor Tools and Equip 2,143 2,063 2,065
Supplies-Office 290 1,200 1,200
Supplies-Janitorial 848 1,250 500
Supplies-Concession 1,085 2,000 2,000
Supplies-Catering Food 175 500 1,200
Supplies-Botanical/Agriculture 1,000 1,000 1,000
Supplies-Clothing and Uniforms 1,198 2,000 3,544
Supplies-Kickapoo Fuel&Oil-CGS 316,543 468,449 428,197
Supplies-Kickapoo Maps/Pil-CGS 742 3,600 2,500
401
REGIONAL & KICKAPOO AIRPORT FUND
Supplies-Other 520 1,200 1,200
Maint-Machine/Tools/Implements 200 1,500 1,500
Maint-Radios 473 950 500
Maint-Meters - - -
Maint-PC Hardware 340 2,500 1,800
Maint-Heating/Cooling Systems 1,202 1,500 1,500
Maint-Buildings 877 4,020 5,170
Maint-Airport - - -
Maint-Other Buildings 118 5,000 6,000
Services-Telephone 5,909 9,703 8,008
Service-Wireless PhoneAircards 1,199 1,300 1,300
Services-Electricity 11,824 15,996 13,901
Services-Elect Airport Hangar 8,850 10,000 10,000
Services-Gas 1,432 1,470 1,444
Services-Wtr/Sewer/Sanitation 2,694 2,000 2,374
Services-Central Garage 38,175 29,547 19,738
Services-Bank 22,989 16,000 28,337
Services-Audit 917 655 -
Services-Other Professional 480 1,000 1,000
Services-Employee Physicals 1,742 2,000 1,999
Services-Advertising 82 1,001 1,550
Services-Binding/Printing - 100 50
Services-Other Miscellaneous 835 1,000 1,000
Worker's Compensation - - -
Unemployment Compensation 1,521 - -
Insurance Expense 19,164 23,000 23,000
Claims and Settlements 650 1,000 1,000
General Liability Claims - - -
Travel Expenses - 2,400 2,400
Education Registration 375 1,500 1,000
Lease Payments 1,736 1,850 1,818
Memberships 40 300 300
Boards/Local Meetings - 300 300
Public Relation/Promo 972 1,000 1,000
Postage/Freight 271 500 -
Matching Contributions - 10,000 50,000
Administrative Overhead 32,034 32,811 31,383
Data Processing Services 18,173 16,942 14,467
Buildings - 66,667 -
Construction-Engineering Fees - - -
Motor Vehicles 20,223 - -
Oper Transfer-Other 32,570 - -
TOTAL Expenditure: $809,748 $1,022,806 $1,010,113
402
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 $10,518,922. This is
an increase of$180,741, or 1.75%,from the previous year.The Adopted 2021-22 budget increases are due to the
increases in fuel costs and the implementation of the MAG study.
4114/4 U5,
TEXAS
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Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Fleet Maintenance Fund
Revenues
Service Charges 10,331,610 10,250,181 10,422,936
Misc. Revenues 61,771 88,000 95,986
Transfer In 3,609,331 - -
Total Revenues 14,002,713 10,338,181 10,518,922
Expenditures
Personnel Services 2,191,258 2,203,879 2,260,982
Supplies 2,437,740 3,068,695 3,129,871
Maintenance&Repair 2,143,555 1,976,805 2,024,738
Utilities/Other Services 71,216 71,614 121,278
Insurance&Contract Supp. 39,244 127,552 67,467
Debt Expenditures 35,815 475,815 474,816
Other Expenditures 189,522 199,348 217,056
Capital Improvements 1,900,998 1,902,473 1,910,714
Transfers Out 312,000 312,000 312,000
Total Expenditures 9,321,349 10,338,181 10,518,922
403
FLEET MAINTENANCE FUND
REVENUES
TEXAS\-a4i4 FA'
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Fleet Maintenance
Revenues:
County Vehicle Maintenance 193,612 299,724 229,436
MPEC Vehicle Maintenance 20,822 14,319 12,598
Golf Course Vehicle Maintenance 15,514 16,377 17,578
Volunteer Fire Dept Fuel Sales 4,441 9,711 8,778
WCWID#2 Fuel Sales 2,772 3,857 3,491
Region Public Trans Fuel Sales 37,274 54,047 -
Vernon Coll Law Enforcemt Acad - 160 -
Central Garage Services 9,844,944 9,483,500 10,151,055
Transit Garage Services 212,232 368,486 -
Office Space Rental 12,000 12,000 12,000
Sale of Fixed Assets 49,395 75,000 82,986
Sale of Junk 376 1,000 1,000
Operating Transfers In _ _ _
TOTAL Revenue $10,393,381 $10,338,181 $10,518,922
FY 2021-22 Revenue by Source
0
• MPEC Vehicle Maintenance 00.12% • County Vehicle Maintenance 2.18%
•Volunteer Fire Dept Fuel Sales 00.08% • Golf Course Vehicle Maint 00.17%
•Central Garage Services 96.50%
• WCWID#2 Fuel Sales 00.03%
•Office Space Rental 00.11%
• Sale of Fixed Assets 00.79%
•Sale ofJunk 00.01%
404
FLEET MAINTENANCE FUND
Revenue Key Points:
County Vehicle Maintenance:
The City's Fleet Maintenance Division provides fleet services such as maintenance and repair and fuel sales to
Wichita County. This is a significant source of revenue for the Fleet Maintenance Fund. With the completion of
the Transit center in FY2021-22, some of this revenue will be received through that facility.
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$667,555, or 7.04%, increase
is due to the current economic uncertainty in relation to fuel,vehicle, and vehicle supplies. At the creation of this
budget, new vehicle and fuel prices had skyrocketed from previous levels.
Operating Transfers In:
A Transfer In will not be needed in the FY2021-22 budget.
EXPENDITURES
4Alic4/4", �(s
TEXAS
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Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Fleet Maintenance Fund
Expenditures
Personnel Services 2,191,258 2,203,879 2,260,982
Supplies 2,437,740 3,068,695 3,129,871
Maintenance&Repair 2,143,555 1,976,805 2,024,738
Utilities/Other Sery 71,216 71,614 121,278
Insur&Contr Supp. 39,244 127,552 67,467
Debt Expenditures 35,815 475,815 474,816
Other Expenditures 189,522 199,348 217,056
Capital Improvements 1,900,998 1,902,473 1,910,714
Transfers Out 312,000 312,000 312,000
Total Expenditures 9,321,349 10,338,181 10,518,922
405
FLEET MAINTENANCE FUND
FY 2021-22 Expenditure By Classification
■ Personnel Services 21.49%
■Supplies 29.76%
■ Maintenance&Repair 19.25%
■ Utilities/Other Sery 1.15%
■ Insur&Contr Supp.0.64%
■ Debt Expenditures 4.51%
■Other Expenditures 2.06%
1111111
1111111
1111111 ■Capital Improvements 18.16%
1111111 ■Transfers Out 2.97%
Personnel Services: As indicated in the charts above, Personnel Services account for 21%of all expenditures in
the Fleet Maintenance Fund.The Adopted Budget has a $57,103, or 2.59%, increase from the FY2020-21 Adopted
Budget.This is due to implementation of the MAG study.
Supplies: Supplies in the Fleet Maintenance Fund total $3,130,146, which is a $61,176, or 1.99%, increase from
the prior year.The increase is a direct result of the increase in fuel and vehicle supply costs.
Maintenance & Repair: Maintenance & Repair costs have increased by$47,933, or 2.42%.This increase is due
to the increase in cost of repair parts.
Utilities/Other Services:This account has increased by$49,664 or 69.35%.
Insurance/Contracts: Insurance&Contracts expenses have decreased by$60,085,or 47.11%.This decrease can
be attributed to a decrease in needed worker's compensation.
Debt Expenditures:This category accounts for debt service of$474,816. Detailed information about debt issued
by the City of Wichita Falls, can be found in the debt section of this document, and is available online in the City's
Audited Comprehensive Annual Financial Report.
Other Expenditures: This account increased $17,708, or 8.88%, from the previous year due to increase in
software contract.
Capital Improvements: Capital Improvement expenditures increased by $8,241, or 0.43% due to the decrease
in vehicle replacements in the previous fiscal year as a response to the pandemic.
Transfers Out: There is no change in this account from the previous year.
406
FLEET MAINTENANCE FUND
MISSION
We Keep Wichita Falls Moving Forward
SERVICES PROVIDED
• Provide Fuel for City fleet and other outside agencies
• Provide quality and timely repairs/maintenance for all divisions and contracted outside agencies
• Towing service
• Roadside assistance
• Infield services and repairs
• Fire apparatus maintenance/repair
• Small engine maintenance/repair
FY2021 ACCOMPLISHMENTS
• Main Shop work orders: 2,476
• Service Station Work Orders: 2,991
• Service Truck Work Orders: 46
• Fire Shop Work Orders: 156
• Small Engine Shop Work Orders: 1,130
• Landfill Work Orders: 12
• Fuel from Service Station: 414,470.99 gallons of Unleaded and 551,245.84 gallons of Diesel
• Fuel Truck deliveries: 9,956.50 gallons of Unleaded and 67,829.40 gallons of Diesel
• Fire Department remote fuel tanks: 5,883.19 gallons of Diesel
• Contracting with Wichita County Tax Assessor for Vehicle registrations printed in-house.
CONTACT INFORMATION
Wade Looney
Central Services Superintendent
940-761-7931
wade.looney@wichitafallstx.gov
407
FLEET MAINTENANCE FUND
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Continue to 4.2 Reinforce a
4. Efficiently
provide quality culture of Make repairs in a timely fashion to ° 100%
Deliver City 100%
service to our superior reduce down time
Services
customers customer service
Continue Fuel 4.3 Streamline Providing cost affordable fuel to
4. Efficiently
Contracts with municipal agency partners, as well as
Wichita county Deliver City business averaging the cost of the fuel 100% 100%
and VFD's Services processes system over all users
Modernize
restroom
facilities;
Overhead overhead
2. Provide 2.1 Upgrade or door, door,vehicle
Facility vehicle lifts, lifts,and shop
Improvements Quality replace outdated Actual completed project. and shop heater
Infrastructure facilities
heater replacements;
replacement Convert old
transit shop
to fire/radio
use
Contract with
the County Tax 4.3 Streamline
office to do 4. Efficiently municipal By processing registrations on-line, Wait time of Wait time of 3
Deliver City it reduces staff travel and wait 40
vehicle business hours/year
Services times to secure vehicle registrations hours/year
registrations processes
in-house
BUDGET CHANGES
• Increase in fuel costs (diesel and unleaded fuels), repair parts, and vehicles.
• Budgeted amount for Capital Improvements remained similar to the previous year. In this fund, Capital
Improvements refers to the purchase of City Fleet equipment, providing replacement when vehicles and
equipment reach end-of-life.
408
FLEET MAINTENANCE FUND
EXPENDITURES BY CLASSIFICATION
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TEXAS
Nee5ftW.Cq/aen-Oppvrta/WIts
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Fleet Maintenance Fund
Expenditures
Personnel Services 2,191,258 2,203,879 2,260,982
Supplies 2,437,740 3,068,695 3,129,871
Maintenance&Repair 2,143,555 1,976,805 2,024,738
Utilities/Other Services 71,216 71,614 121,278
Insurance&Contract Supp. 39,244 127,552 67,467
Debt Expenditures 35,815 475,815 474,816
Other Expenditures 189,522 199,348 217,056
Capital Improvements 1,900,998 1,902,473 1,910,714
Transfers Out 312,000 312,000 312,000
Total Expenditures 9,321,349 10,338,181 10,518,922
PERSONNEL BY JOB TITLE
4;1;44 ((s City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 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
SeniorAdmin 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.
409
FLEET MAINTENANCE FUND
EXPENDITURE BY ACCOUNT
TEXAS\---1;1)-1;4/4 a9
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Fleet Maintenance
Expenditures:
Salaries-Supervision 175,480 173,369 181,167
Salaries-Clerical 56,414 70,574 67,985
Salaries-Operational 1,218,231 1,212,183 1,295,380
Pool Operational - - -
Overtime 25,923 12,000 15,000
Terminal Pay 2,379 - -
Stability Pay 31,489 33,083 32,562
Cell Phone Allowance 2,199 2,160 2,160
FICA 108,162 105,020 114,669
TMRS Retirement 230,722 244,973 261,654
Life Insurance Contribution 1,908 1,925 1,983
Disability Insurance Contrib 1,393 1,379 1,511
Health Insurance Contributions 335,591 345,659 285,903
HSA Contributions-Employer 1,368 1,554 1,008
Supplies-Motor Vehicle 480,263 632,805 629,948
Supplies-Motor Vehicle Fuel 1,787,530 2,228,000 2,283,728
Supplies-Small Engine Equip 23,316 28,870 33,015
Supplies-Minor Tools and Equip 22,100 18,400 16,900
Supplies-Minor Furniture - 141 229
Supplies-Office 3,603 6,075 6,150
Supplies-Medical/Drug 435 3,500 3,500
Supplies-Physician - - -
Supplies-Janitorial - 100 100
Supplies-Clothing and Uniforms 9,011 10,420 14,125
Supplies-Periodicals/Supplemts - 300 300
Supplies-Container 8,523 15,000 26,400
Supplies-PC Software 7,019 8,888 8,880
Supplies-Other 95,941 116,196 106,596
Maint-Motor Vehicles 2,078,796 1,894,343 1,953,796
Maint-Machine/Tools/Implements 8,964 13,800 14,300
Maint-Radios - 450 730
Maint-PC Hardware - - -
Maint-Systems Hardware 110 500 500
Maint-PC Software 300 300 300
410
FLEET MAINTENANCE FUND
Maint-Systems Software 20,712 30,000 6,500
Maint-Heating/Cooling Systems 1,674 5,000 7,500
Maint-Reservoirs/Tanks 8,066 8,800 16,500
Maint-Buildings 15,873 9,440 9,940
Maint-Central Garage 9,061 14,172 14,672
Services-Telephone 3,644 5,841 4,974
Service-Wireless PhoneAircards 896 360 1,540
Services-Electricity 20,162 24,500 22,340
Services-Gas 6,786 8,419 7,797
Services-Wtr/Sewer/Sanitation 9,957 7,000 8,942
Services-Bank 7,443 8,351 7,945
Services-Audit 13,124 9,293 9,565
Services-Other Professional 420 - 50,000
Services-Employee Physicals 7,723 7,150 8,075
Services-Binding/Printing 1,060 700 100
Worker's Compensation 32,620 126,052 67,467
Unemployment Compensation 1,332 1,500 -
Insurance Expense 5,108 - -
Claims and Settlements - - -
General Liability Claims 185 - -
Bond Principal Payments - 440,000 447,693
Bond Interest Payments 35,815 35,815 27,123
Travel Expenses 1,258 8,400 6,400
Education Registration 635 5,100 5,100
Lease Payments 1,350 1,575 1,475
Memberships 360 750 750
Rent-Equipment - - -
Postage/Freight 1,916 1,250 1,250
Administrative Overhead 165,024 162,262 165,200
Data Processing Services 18,979 20,011 36,881
Buildings 15,775 41,900 31,400
Motor Vehicles 1,708,825 1,832,323 1,845,314
Machines/Tools/Implements - 28,250 33,000
Pumps/Motors - - -
PC Computer Equipment 41,451 - 1,000
Other Machinery and Equipment 134,946 - -
Oper Transfer-General 312,000 312,000 312,000
TOTAL Expenditure: $9,321,349 $10,338,181 $10,518,922
411
INFORMATION TECHNOLOGY FUND
The Information Technology Fund is an Internal Service Fund and is responsible for the maintenance and
replacement of the City's computers and ancillary devices, network infrastructure, and communications
equipment. The budget for the Information Technology Fund is $3,348,430. This is a decrease of $465,151, or
12.20%, from the previous year. The Adopted 2021-22 budget includes a conservative revenue and expenditure
projection, which plans to fund new and/or unexpected technology projects with fund balance, if needed.
TEXASfl- —
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Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Information Technology Fund
Revenues
Service Charges 3,584,440 3,813,581 3,348,430
Transfer In 184,500 - -
Total Revenues 3,768,940 3,813,581 3,348,430
Expenditures
Personnel Services 1,150,032 1,238,424 1,405,291
Supplies 253,689 179,144 177,568
Maintenance&Repair 786,697 977,750 1,094,752
Utilities/Other Services 164,021 118,127 200,366
Insurance&Contract Supp. 15 - -
Other Expenditures 5,639 885,036 25,299
Capital Improvements 1,316,768 415,100 445,154
Transfers Out - - -
Total Expenditures 3,676,860 3,813,581 3,348,430
412
INFORMATION TECHNOLOGY FUND
REVENUES
4;11;c4i4a9
TEXAS
B/S,e rjoro Oyr t n s
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Information Technology Fund
Revenues
Service Charges 3,584,440 3,813,581 3,348,430
Transfer In 184,500 - -
Total Revenues 3,768,940 3,813,581 3,348,430
Service Charges:
Revenue from Service Charges has a decrease of$465,151, or 12.20%.This fund's total budget has decreased due
to a decreased need to fund capital in the current year. Funds needed in future years, will be addressed in the
next year's budget, and will be moved to a capital fund, where they can be tracked and expended more easily.
EXPENDITURES
Bi s,,e,tyro oryorruwW,5
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Information Technology Fund
Expenditures
Personnel Services 1,150,032 1,238,424 1,405,291
Supplies 253,689 179,144 177,568
Maintenance&Repair 786,697 977,750 1,094,752
Utilities/Other Services 164,021 118,127 200,366
Insurance&Contract Supp. 15 - -
Other Expenditures 5,639 885,036 25,299
Capital Improvements 1,316,768 415,100 445,154
Transfers Out - - -
Total Expenditures 3,676,860 3,813,581 3,348,430
413
INFORMATION TECHNOLOGY FUND
FY 2021-22 Expenditure By Classification
■ Personnel Services 41.97%
■Supplies 5.30%
■ Maintenance&Repair 32.69%
■ Utilities/Other Serv.5.98%
■ Insurance&Contract Supp.0.00%
■Other Expenditures 0.76%
■Capital Improvements 13.29%
■Transfers Out 0.00%
Personnel Services: As indicated in the charts above Personnel Services accounts for 42%of all expenditures in
the Information Technology Fund. The Adopted Budget increased $166,867, or 13.47%, from the FY 2020-21
Adopted Budget.
Supplies: Supply expenses have decreased $1,576, or 0.88%. This is similar to the budgeted amount in FY2020-
21.
Maintenance & Repair: Maintenance and repair expenses have increased $117,002, or 11.97%. This is due to
an increase of more effective software and technology enhancements citywide.The Mobile Data Terminal (MDT)
project for the Police Department was also completed in the prior year.
Utilities/Other Services: This account line has increased by $82,239 or 69.62%. An increase of utility and
software agreements make up the majority of the increase.
Other Expenditures: This account decreased by $859,737 from the previous year. This is due to a decrease in
budget contingency which is not needed in FY2021-22 because of sufficient fund balance levels. In years when
large projects are planned to occur,this amount is increased to maintain adequate reserves.
Capital Improvements: Capital Improvements increased by $30,054 to account for increases in funding for
annual Network Gear and Server upgrades.
COVID-19 Response: In the prior year,many technological improvements were necessary to effectively continue
delivering City services during the stay-at-home order and continuing shutdowns. This caused the expenditures
for the Information Technology Fund to increase to meet the needs of the City departments. As upgrades are
completed, City Services are moving back to a normal environment, decreasing expenditures for FY 2021-2022.
414
INFORMATION TECHNOLOGY FUND
MISSION
To assist the City's effort in achieving maximum efficiency and productivity by integrating people, processes, and
technology. This is accomplished by leveraging technological tools, methods, and strategic partners to provide
solutions that support the delivery of quality services to our community. This division is staffed with 17 full time
positions.
SERVICES PROVIDED
• Provide technical support to over 900 PC's and 1300 users within all City departments, includes 24x7x365
for Public Safety.
• Maintain 155 on premise servers, 270 network devices, 900 email accounts, 175 mobile devices, and 620
VOIP phones.
• Perform and maintain data backups and disaster recovery plans for 90 TB's of data.
• Maintain 500 voice radios and 5 base stations.
• Maintain multiple Enterprise Resource Planning (ERP)systems.
• Conduct State Mandated Cyber Security Training for all of the City's end users.
• Provide Project Management for large and small scale technology projects for all City departments.
FY2021 ACCOMPLISHMENTS
• Replaced 160 PC's as part of our annual PC replacement project.
• Completed the AT&T IPFlex deployment. This is projected to give the City over$200,000 in savings on our
AT&T services while adding additional technical flexibility.
• Replaced 100 network devices with funds awarded to the City as part of the CARES Act.
• Replaced 9 microwave data links and 20 video phones to accommodate social distancing requirements
with funds awarded to the City as part of the CARES Act.
• Deployed a new in car video and interview room recording system for the Police Department.
• Upgraded the City's antivirus detection and protection system.
• Installed new voice and data communication equipment in the Police Department's 22 new vehicles.
• Replaced or upgraded 15 servers to get them on current supported software and hardware.
• Upgraded Housing and Inspection's systems to accommodate social distancing and remote capabilities.
CONTACT INFORMATION
Derek Brown
IT and Facilities Administrator
940-761-7425
derek.brown@wichitafallstx.gov
415
INFORMATION TECHNOLOGY FUND
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
4.2
Hel desk 4. Efficiently 4.3
p Deliver City 2847 2900 2800
Tickets Created 4.4
Services
4.5
Helpdesk 4. Efficiently 4.2
Tickets Closed Deliver City 4.4 1917 1600 1900
per Day Services
4.5
Helpdesk 4. Efficiently 4.2
Tickets Closed Deliver City 4.4 73% 75% 76%
within 24 hours Services
4.5
BUDGET CHANGES
• Overall,the Information Technology fund decreased from the previous year due to a decrease in budget
contingency which will not be needed in FY2021-22. Fund balance is sufficient to account for unforeseen and
immediately necessary capital projects in the Information Technology Fund.
EXPENDITURES BY CLASSIFICATION
TEXAS\-1;11/C4/4 U5'
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Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Information Technology Fund
Expenditures
Personnel Services 1,150,032 1,238,424 1,405,29
Supplies 253,689 179,144 177,568
Maintenance&Repair 786,697 977,750 1,094,752
Utilities/Other Services 164,021 118,127 200,366
Insurance&Contract Supp. 15 -Other Expenditures 5,639 885,036 25,299
Capital Improvements 1,316,768 415,100 445,154
Transfers Out - - -
Total Expenditures 3,676,860 3,813,581 3,348,430
416
INFORMATION TECHNOLOGY FUND
PERSONNEL BY JOB TITLE
4i1-144a City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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 0.00 0.00
Network Analyst 0.00 2.00 2.00
Network Coordinator 2.00 2.00 2.00
Network/Data Base Ma 1.00 0.00 0.00
PC Analyst 3.00 4.00 4.00
Radio System Technic 2.00 1.00 1.00
Systems Application 1.00 2.00 2.00
Director of IT& Facilities 0.00 0.00 0.00
TOTAL- Information Technology 16.00 17.00 17.00
*No change in FTE from previous fiscal year.
EXPENDITURES BY ACCOUNT
TEXAS--1;:1),:4,4r:it6
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Information Systems
Expenditures:
Salaries-Supervision 140,119 143,926 159,506
Salaries-Operational 673,334 731,909 853,074
Pool Operational - - -
Overtime 4,591 - -
Terminal Pay - - -
Stability Pay 12,375 12,513 13,723
Cell Phone Allowance 733 720 720
FICA 59,444 63,842 74,790
TMRS Retirement 126,742 148,633 169,204
Life Insurance Contribution 1,066 1,173 1,257
Disability Insurance Contrib 690 701 953
417
INFORMATION TECHNOLOGY FUND
Health Insurance Contributions 126,492 130,287 127,477
HSA Contributions-Employer 4,445 4,720 4,587
Supplies-Motor Vehicle - - -
Supplies-Minor Tools and Equip 3,786 4,530 4,530
Supplies-Minor Furniture 265 1,012 1,012
Supplies-Office 10,048 13,800 13,600
Supplies-Physician - - -
Supplies-Mechanical - 500 500
Supplies-Personal Computers 170,791 109,000 103,176
Supplies-System Software 18,668 - -
Supplies-PC Software 48,600 41,672 46,050
Supplies-Other 1,531 8,630 8,700
Maint-Motor Vehicles 3,974 11,200 11,200
Maint-Machine/Tools/Implements 5,341 - -
Maint-Radios 25,571 26,300 30,000
Maint-PC Hardware 10,974 34,500 34,500
Maint-Systems Hardware 42,995 90,200 104,450
Maint-PC Software 100,218 114,925 116,316
Maint-Systems Software 595,823 698,980 796,641
Maint-Other Equipment 1,800 1,645 1,645
Services-Telephone 52,082 5,300 75,088
Service-Wireless PhoneAircards 104,125 101,707 105,619
Services-Electricity - - -
Services-Gas 704 - 622
Services-Central Garage 3,236 3,795 4,835
Services-Employee Physicals 493 - 377
Services-Advertising - - -
Services-Binding/Printing 253 1,000 1,000
Services-Subcontractors Mowing - - -
Services-Subcontractors 3,127 6,325 12,825
Worker's Compensation - - -
Insurance Expense 15 - -
Travel Expenses 2,360 12,200 12,200
Education Registration 1,627 10,065 11,575
Memberships 350 400 524
Postage/Freight 1,302 1,000 1,000
Budget Contingency - 861,371 -
Other System Improvements 100,175 19,500 -
PC Computer Equipment 1,216,593 395,600 445,154
Radios - - -
Other Machinery and Equipment - - -
Oper Transfer-Other - - -
TOTAL Expenditure: $3,676,860 $3,813,581 $3,348,430
418
TRANSIT FUND
Transit Fund:
The Transit Fund is an Enterprise Fund that is, for the majority, funded through Federal and State Grants. A small
subsidy from the General Fund is used to cover any remaining expenditures. Due to legislation passed in response
to the COVID-19 Pandemic, City Transit Operations will be subsidized with the Coronavirus Aid, Relief, and
Economic Security (CARES) Act Funds through the Federal Transportation Administration (FTA). The Transit Fund
budget is $3,390,449, which is a $934,447, or 38.05%, increase from the previous year. Beginning in FY2021-22,
Transit Operations and Preventative Maintenance will be operating out of the recently constructed Transit Center.
This will allow the Transit Department to conduct in-house preventative maintenance, refueling, and cleaning on
its extensive fleet of public transportation vehicles. This includes increases in fuel, supplies, implementation of
the MAG study, and the purchase of 1 new transit bus.
TEXAS41 —
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Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Transit Fund
Revenues
Service Charges 388,604 539,000 600,000
Intergovernmental Revenue 2,545,621 1,884,902 2,787,749
Misc. Revenues 5,001 32,100 2,700
Transfer In - - -
Total Revenues 2,939,225 2,456,002 3,390,449
Expenditures
Personnel Services 1,387,037 1,352,400 1,521,003
Supplies 318,418 481,862 643,287
Maintenance&Repair 188,850 311,956 315,343
Utilities/Other Services 159,265 150,545 234,149
Insurance&Contract Supp. 25,002 72,750 53,805
Other Expenditures 79,173 86,489 87,862
Capital Improvements 899,248 - 535,000
Transfers Out - - -
Total Expenditures 3,009,085 2,456,002 3,390,449
419
TRANSIT FUND
REVENUES
4-I
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c�.��� TEXAS
ShieS,VLf. 9MYOpport Mll/LF
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Transit Fund
Revenues
Service Charges 388,604 539,000 600,000
Intergovernmental Revenue 2,545,621 1,884,902 2,787,749
Miscellaneous Revenues 5,001 32,100 2,700
Total Revenues 2,939,225 2,456,002 3,390,449
FY 2021-22 Revenue By Source
;wow
alli •Service Charges 17.70%
• Intergovernment Rev.82.22%
• Misc.Revenues 0.08%
420
TRANSIT FUND
Revenue Key Points:
Intergovernmental Revenue: This account reflects grant funding from state and Federal sources, and, in most
years,a transfer in from the general fund to subsidize the remaining expenditures in the Transit Fund.This Transfer
In will not be needed in the FY2021-22 budget due to CARES Act funds being allocated to cover operations.
Service Charges: This is expected to increase $61,000 due to the increase in ridership due to the continued
recovery from the pandemic.
Misc. Revenue: Miscellaneous Revenue is expected to decrease$29,400 due to the increase in intergovernmental
revenue from grant funding.
EXPENDITURES
TEXAS
Nuw5Ate*law.Oppertuer5
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Transit Fund
Expenditures
Personnel Services 1,387,037 1,352,400 1,521,003
Supplies 318,418 481,862 643,287
Maintenance&Repair 188,850 311,956 315,343
Utilities/Other Services 159,265 150,545 234,149
Insurance&Contract Supp. 25,002 72,750 53,805
Other Expenditures 79,173 86,489 87,862
Capital Improvements 899,248 - 535,000
Total Expenditures 3,009,085 2,456,002 3,390,449
421
TRANSIT FUND
FY 2021-22 Expenditure By Classification
• Personnel Services 44.86%
•Supplies 18.97%
■ Maintenance&Repair 9.30%
• Utilities/Other Serv.6.91%
V . Insurance&Contract Supp. 1.59%
•Other Expenditures 2.59%
•Capital Improvements 15.78%
•Transfers Out 0.00%
Personnel Services: As indicated in the charts above Personnel Services account for 45% of all expenditures in
the Transit Fund. The Adopted Budget has a $173,689, or 12.89%, increase from the FY2020-21 Adopted Budget.
The implementation of the MAG study has increased this account and is projected to help retain personnel and
keep critical city services running smoothly. Increases in this account can also be attributed to adding a transit
operator position and administrative services positions for the Transit Hub.
Supplies: Supplies in the Transit Fund total $643,287, which is a $161,425, or 33.50%, increase from the prior
year. The Transit Department will conduct refueling for its fleet of vehicles in house. In previous years, refueling
was performed at the Fleet Maintenance facility.
Maintenance & Repair: Maintenance & Repair costs have increased by$3,387, or 1.09%.
Utilities/Other Services: This account has increased by $83,604 or 55.53%. This is due to increased operating
costs needed to run the Transit Center. Previously these costs occurred in the Fleet Maintenance Fund.
Insurance/Contracts: Insurance & Contract expenses have decreased by $18,945, or 26.04%, due to the
decrease of worker's compensation expenses.
Other Expenditures:This account increased from the previous year by$1,373, or 1.58%.
Capital Improvements: Capital Improvement expenditures increased by $535,000. In the previous year, this
account had $0 budgeted. This is due the addition of the bus shelter project and the purchase of a replacement
bus in FY2021-22.
422
TRANSIT FUND
MISSION
Wichita Falls Transit System (FallsRide) total passenger trips decreased from 446,000 the previous year to
approximately 260,000 in 2020. This decrease is due to the COVID-19 Pandemic. FallsRide completed 575,000
revenue miles in delivering public transportation services at an average cost of $4.48 per revenue mile. The
General Fund subsidy was not required due to CARES ACT. Passenger fares contributed to the revenue stream at
an amount of$97,000.00.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, operates Monday
through Friday, and is subsidized through a partnership with MSU. Unfortunately, due to COVID-19 the route was
suspended while students were learning virtually. Service resumed late in the summer of 2020. A second service
was added during 2016 to serve MSU's students that don't have their own transportation.This service, called the
MESA(Meals, Entertainment,Shopping,Activities) route,shuttles the students to area businesses that are outside
their walking distance. MSU contributes approximately$68,000 annually for these services. Due to the pandemic,
the MESA route suspended operations until fall 2020.
FallsRide 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 in the amount of $16,000 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
developed partnerships with local nonprofit organizations, and these organizations began purchasing Night
Crawler passes and/or rides for their clients. Despite the COVID-19 Pandemic, FallsRide continued operating but
had limited ridership due to the local shut-downs in the area. FallsRide has been approached by Midwestern State
University and the Wichita Falls Independent School District to potentially provide transportation for the Dual
Credit program.
SERVICES PROVIDED
• Public Transportation
• Local advertising sales
• Grocery Cart Service
• After Hours (Night Crawler)Service
FY2021 ACCOMPLISHMENTS
• Phase 1 of Administrative/Maintenance Facility began February 2020
• Phase 2 of Administrative/Maintenance Facility began June 2020
• Travel Center Addition completed March 2020
CONTACT INFORMATION
Jenny Stevens
Public Transportation
940-761-7921
jenny.stevens@wichitafallstx.gov
423
TRANSIT FUND
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Forklift- Purchase 4. Efficiently 4.3 Streamline
for shipments at Deliver City municipal Increased efficiency 0% 100%
new facility. Services
business
processes
Admin/Maintenance 2. Provide 2.1 Upgrade or
Facility-Complete Quality replace outdated Contract 100% 100%
Phase 1 of Facility Infrastructure public facilities
Kiosk for Electronic
Fare-Improve 4. Efficiently 4.3 Streamline
municipal
purchase availability Deliver City Increased efficiency 0% 25%
of passes at Central Services business
bus transfer point processes
Bus Shelter Project-
Begin placing 10 2. Provide 2.1 Upgrade or
shelters per year to Quality replace outdated Contract 0% 50%
replace dilapidated Infrastructure public facilities
shelters
FY 2022 Budget Changes
• Due to the CARES Act funding and the American Recovery Act Plan funding, Public Transportation will
not require a General Fund transfer.
• Public Transportation Capital increased by$535,000 in order to fund the bus shelter project and
purchase a replacement bus.
• Public Transportation Preventative Maintenance overall budget increased by$172,123, or 30.32%,to
account for maintenance services completed in house that previously had been completed by Fleet
Maintenance.
• Personnel Services increased $181,669, or 13.48%, due to implementation of the MAG study.
424
TRANSIT FUND
EXPENDITURES BY CLASSIFICATION
rexAs
Bk r SR/rs 64/en Orporlureie5
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Public Transportation
Expenditures:
Personnel Services 1,144,700 959,653 1,088,215
Supplies 15,073 393,402 438,127
Maintenance&Repair (2,531) - -
Utilities/Other Services 93,655 58,217 139,195
Insurance&Contract Supp. 25,002 72,750 53,805
Other Expenditures 78,026 85,289 86,852
Capital Improvements - - -
TOTAL Expenditures $1,353,924 $1,569,312 $1,806,194
4i1k4/4 TA'
TEXAS
B/ut Skies CreiGero Opporrun'tieh:
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Public Transportation Capital
Expenditures:
Supplies 25,394 - -
Maintenance&Repair 52,735 - -
Utilities/Other Services 275 69,000 75,600
Other Expenditures _ _ _
Capital Improvements 899,248 - 535,000
Transfers Out - - -
TOTAL Expenditures $977,652 $69,000 $610,600
425
TRANSIT FUND
TEXAS--1;t3;c4ik,
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Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Public Transp Preventive Maint
Expenditures:
Personnel Services 54,786 192,435 237,214
Supplies 273,995 81,000 200,000
Maintenance&Repair 127,156 294,256 302,600
Utilities/Other Services
Other Expenditures - - -
TOTAL Expenditures $455,937 $567,691 $739,814
Jrtkc4i4 errs
TEXAS
B/SA/A5.*him Oppvrtunftiv„
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Public Transportation Planning
Expenditures:
Personnel Services 95,756 81,375 73,395
Supplies - - -
Maintenance&Repair 3,023 3,200 3,200
Utilities/Other Services - -Other Expenditures
Capital Improvements
TOTAL Expenditures $98,779 $84,575 $76,595
lit1k4i4 errs
TEXAS
Nue SAf 5 4doen Oppertunft ns
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Transit Hub Operations
Expenditures:
Personnel Services 91,794 113,851 122,179
Supplies 3,956 4,460 5,160
Maintenance&Repair 8,468 9,500 9,543
Utilities/Other Services 17,427 23,328 19,354
Other Expenditures 1,148 1,200 1,010
Capital Improvements - - -
TOTAL Expenditures $122,792 $152,339 $157,246
426
TRANSIT FUND
PERSONNEL BY JOB TITLE
�/c4i4 ;k5 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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
*No changes in personnel or FTE from the previous year.
EXPENDITURES BY ACCOUNT
--1;11;c4i4 a
TEXAS
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Public Transportation
Expenditures:
Salaries-Supervision 47,656 47,331 52,186
Salaries-Operational 589,912 472,414 592,744
Pool Operational 90,040 118,581 118,581
Overtime 91,569 32,000 32,000
Terminal Pay 5,955 605 -
Stability Pay 11,470 10,231 7,428
Cell Phone Allowance 366 360 360
FICA 58,892 40,127 47,302
TMRS Retirement 109,033 94,139 120,900
Life Insurance Contribution 796 749 742
Disability Insurance Contrib 581 536 552
Health Insurance Contributions 137,924 142,062 114,916
HSA Contributions-Employer 506 518 504
Supplies-Motor Vehicle (338) 356,302 -
Supplies-Motor Vehicle Fuel - - 420,127
Supplies-Minor Tools and Equip 69 - -
Supplies-Minor Furniture - 30,000 5,000
Supplies-Office 1,448 1,500 2,000
427
TRANSIT FUND
Supplies-Medical/Drug - 200 200
Supplies-Clothing and Uniforms 1,358 1,500 3,000
Supplies-Periodicals/Supplemts 326 500 3,000
Supplies-Personal Computers 1,684 - 4,000
Supplies-PC Software 46 3,000 -
Supplies-Other 10,480 400 800
Maint-Motor Vehicles (2,746) - -
Maint-Machine/Tools/Implements - - -
Maint-Radios 215 - -
Maint-Systems Software - - -
Maint-Buildings - - -
Services-Telephone 2,138 4,845 3,524
Service-Wireless PhoneAircards 674 456 720
Services-Electricity 9,155 9,773 25,000
Services-Gas 6,786 8,419 15,000
Services-Wtr/Sewer/Sanitation 1,336 800 4,000
Services-Bank 1,800 724 600
Services-Audit - 1,200 1,500
Services-Other Professional 54,564 24,400 80,000
Services-Employee Physicals 7,714 7,600 8,651
Services-Advertising 346 - -
Services-Binding/Printing 9,142 - 200
Worker's Compensation 1,800 30,750 11,805
Unemployment Compensation (11) - -
Insurance Expense 5,651 4,000 4,000
Claims and Settlements 12,250 2,000 2,000
General Liability Claims 5,312 36,000 36,000
Travel Expenses 2,514 2,600 2,600
Education Registration - 500 500
Lease Payments 827 1,025 785
Memberships 359 450 450
Boards/Local Meetings - - -
Postage/Freight 408 200 200
Administrative Overhead 60,345 70,664 68,986
Data Processing Services 13,573 9,850 13,331
Other Expenditures - - -
Other Machinery and Equipment - - -
TOTAL Expenditure: $1,353,924 $1,569,312 $1,806,194
428
TRANSIT FUND
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Public Transportation Capital
Expenditures:
Supplies-Motor Vehicle 23,434 - -
Supplies-Minor Tools and Equip 1,960 - -
Maint-Systems Software 52,735 - -
Services-Other Professional 275 69,000 75,600
Building Improvements 158,870 - -
Construction-Architect Fees 13,500 - -
Construction-Professional Fees - - -
Other Improvements - - 85,000
Motor Vehicles 854,094 - 450,000
Other Vehicles - - -
Machines/Tools/Implements 34,191 - -
TOTAL Expenditure: $1,139,059 $69,000 $610,600
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Public Transp Preventive Maint
Expenditures:
Salaries-Supervision 15,826 15,644 16,031
Salaries-Operational - 131,956 133,974
Overtime - 4,700 5,000
Stability Pay 363 363 3,993
FICA 1,082 1,042 10,445
TMRS Retirement 2,503 2,671 25,521
Life Insurance Contribution 21 20 202
Disability Insurance Contrib 15 14 154
Health Insurance Contributions 34,976 36,025 41,894
Supplies-Motor Vehicle 61,274 80,000 200,000
Supplies-Motor Vehicle Fuel 212,232 - -
Supplies-Office - - -
Supplies-Janitorial - - -
Supplies-Chemical - - -
Supplies-Linen 319 - -
Supplies-Other 170 1,000 -
Maint-Motor Vehicles 126,856 290,000 300,000
Maint-Radios 300 3,056 600
Maint-Systems Software - 1,200 2,000
Maint-Buildings - - -
Maint-Central Garage - - -
Services-Telephone - - -
Service-Wireless PhoneAircards - - -
Services-Other Professional - - -
Services-Advertising - - -
Travel Expenses - - -
TOTAL Expenditure: $455,937 $567,691 $739,814
429
TRANSIT FUND
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Public Transportation Planning
Expenditures:
Salaries-Supervision 51,649 51,343 51,603
Salaries-Operational 15,379 - -
Overtime 1 - -
Stability Pay 847 847 847
Cell Phone Allowance - - -
FICA 4,938 4,965 3,756
TMRS Retirement 10,548 11,462 8,692
Life Insurance Contribution 89 89 69
Disability Insurance Contrib 60 55 53
Health Insurance Contributions 12,246 12,613 8,375
Supplies-Minor Office Tools/Eq - - -
Supplies-Office - - -
Supplies-Personal Computers - - -
Maint-Systems Hardware - - -
Maint-Systems Software 3,023 3,200 3,200
Services-Other Professional - - -
Boards/Local Meetings - - -
Budget Contingency - - -
Office Equipment - - -
PC Computer Equipment - - -
TOTAL Expenditure: $98,779 $84,575 $76,595
430
TRANSIT FUND
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Transit Hub Operations
Expenditures:
Salaries-Supervision - - -
Salaries-Clerical 50,456 57,658 20,738
Pool Clerical - - -
Salaries-Operational 16,980 29,880 72,977
Overtime 717 500 1,000
Stability Pay 1,210 1,210 138
Cell Phone Allowance 327 360 -
FICA 5,377 5,799 8,700
TMRS Retirement 8,421 9,883 12,116
Life Insurance Contribution 72 78 58
Disability Insurance Contrib 52 56 45
Health Insurance Contributions 8,181 8,426 6,407
Supplies-Office 382 1,400 1,200
Supplies-Medical/Drug - 60 60
Supplies-Physician - - -
Supplies-Concession 516 700 700
Supplies-Clothing and Uniforms 344 600 500
Supplies-Promotional - - -
Supplies-Personal Computers 691 - 1,000
Supplies-PC Software 264 - -
Supplies-Other 1,758 1,700 1,700
Maint-PC Hardware - - -
Maint-PC Software 43 500 543
Maint-Buildings 8,424 9,000 9,000
Services-Telephone 2,756 4,845 3,933
Service-Wireless PhoneAircards 912 912 456
Services-Electricity 6,513 8,677 7,574
Services-Gas 1,345 2,108 1,834
Services-Wtr/Sewer/Sanitation 2,439 1,800 2,224
Services-Cable TV 1,033 1,062 1,183
Services-Bank 917 724 -
Services-Audit - 1,200 -
Services-Other Professional 1,512 2,000 2,000
Services-Advertising - - -
Services-Binding/Printing - - 150
Services-Other Miscellaneous - -Travel Expenses - - -
Lease Payments 917 1,000 810
Boards/Local Meetings - - -
Postage/Freight 230 200 200
Construction-Architect Fees - - -
TOTAL Expenditure: $122,792 $152,339 $157,246
431
STORMWATER FUND
Stormwater Fund:
In 2000,the City Council authorized the establishment of a Stormwater 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 552, Subchapter C of the Texas Local Government Code. The system is designed to assign a fair and
equitable charge to the public for stormwater 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 Stormwater Fund has a total budget of $5,178,425, which is an increase of $1,428,425, or 38.09%. This
increase is largely due to the use of reserve funds to begin Phase 2 of the Quail Creek Drainage Project. Phase 1
began in FY 2019-20, however the COVID-19 pandemic and associated materials cost increases have delayed its
start.
TEXAS\-UC4/4
B/e5frir,4ilden-OpperfanflW
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Stormwater Fund
Revenues
Service Charges 3,787,383 3,700,000 3,700,000
Misc. Revenues 67,900 50,000 25,000
Transfer In - - -
Other Financing Sources - - 1,453,425
Total Revenues 3,855,284 3,750,000 5,178,425
Expenditures
Personnel Services 196,331 296,699 351,402
Supplies 1,619 4,380 18,582
Maintenance&Repair 81,810 173,897 168,005
Utilities/Other Services 146,591 223,385 219,619
Insurance&Contract Supp. 100 200 200
Other Expenditures 17,959 1,632,178 11,305
Capital Improvements 1,496,563 1,016,000 4,000,000
Transfers Out 406,971 403,261 409,312
Total Expenditures 2,347,944 3,750,000 5,178,425
432
STORMWATER FUND
REVENUES
TEXAS4Alc 4 a
B/ 5t/e$4eidetr OppertunePes
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Stormwater Fund
Revenues
Service Charges 3,787,383 3,700,000 3,700,000
Miscellaneous Revenues 67,900 50,000 25,000
Transfer In - - -
Other Finance Sources - - 1,453,425
Total Revenues 3,855,284 3,750,000 5,178,425
FY 2021-22 Revenue By Source
•Service Charges 71.45%
• Misc. Revenues 0.48%
•Transfer In 0.00%
•Oth. Fin.Sources 28.07%
Service Charges: Revenue from Service Charges are expected to remain consistent with previous years.
Misc. Revenues: Interest earnings are expected to be lower due to continued economic fallout from the COVID-
19 pandemic.
Other Financing Sources:A contribution from fund balance is needed to cover expenditures related to the Quail
Creek Phase 2 project.
433
STORMWATER FUND
EXPENDITURES
4;:itc4/454
TEXAS
SIue-5friei releen OSSertua:lh%9
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Stormwater Fund
Expenditures
Personnel Services 196,331 296,699 351,402
Supplies 1,619 4,380 18,582
Maintenance&Repair 81,810 173,897 168,005
Utilities/Other Services 146,591 223,385 219,619
Insurance&Contract Supp. 100 200 200
Other Expenditures 17,959 1,632,178 11,305
Capital Improvements 1,496,563 1,016,000 4,000,000
Transfers Out 406,971 403,261 409,312
Total Expenditures 2,347,944 3,750,000 5,178,425
FY 2021-22 Expenditure By Classification
•
• Personnel Services 6.79%
•Supplies 0.36%
• Maintenance&Repair 3.24%
• Utilities/Other Sery 4.24%
• Insur&Contr Supp.0.00%
•Other Expenditures 0.22%
•Capital Improvements 77.24%
•Transfers Out 7.90%
434
STORMWATER FUND
Personnel Services: As indicated in the charts Personnel Services account for 7% of all expenditures in the
Stormwater Fund.The Adopted Budget has a $54,703, or 18.44%, increase from the FY2020-21 Adopted Budget.
This increase is due to the implementation of the MAG study.
Supplies: A major increase in Supplies expense of $14,202, or 324.25%, is expected due to drastic increases in
costs of supplies. This increased cost of supplies has been caused by shortages of material used to maintain the
drainage system as an ongoing result of the Pandemic.
Maintenance & Repair: Maintenance costs in the Stormwater Fund are expected to slightly decrease from the
previous fiscal year.
Utilities/Other Services: Utilities and other service costs in the Stormwater department are expected to be
similar to the previous fiscal year.
Insurance/Contracts: There is no change in this account from the previous year.
Other Expenditures: In the previous fiscal year this category accounts for unused additional revenue that will
be transferred to fund balance at year's end.This account has a decrease of$1,620,873, or 99.31%.This is due to
the fact that additional revenue was used to upgrade the Lincoln Street Pump, causing less available revenue to
transfer to fund balance.
Capital Improvements: Capital Improvement expenditures increased by$2,984,000, or 293.70%.This is due to
the start of construction on the Quail Creek Phase 2 project.
435
STORMWATER FUND
MISSION
Reduce the potential for Stormwater damage to public health, safety, life, property, and the environment
through preventative maintenance, education, and planning.
SERVICES PROVIDED
• The Stormwater fund is responsible to supply revenue for the drainage master capital improvement
plan, drainage maintenance and repair of the City's existing stormwater 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.
• 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
environmental management and stormwater quality.
• The Engineering Division provides floodplain management for the City, while also overseeing the design
and construction of drainage improvement projects.
FY 2021 ACCOMPLISHMENTS
• Completed the annual MS4 permit renewal and plan.
• Completed sweeping of 3,696 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 properly.
• Completed the replacement of the Lincoln Street pump.
• Completed the design of Phase I Quail Creek Drainage Improvement Project.
• Maintained a CRS rating of 8 following the 5-year recertification audit.
CONTACT INFORMATION
Teresa Rose, P.E.
Deputy Director of Public Works
940-761-7477
teresa.rose@wichitafallstx.gov
436
STORMWATER FUND
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PERFORMANCE FY2021 FY2022
DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Meet all MS4 Plan 100% 100%
Ensure the City meets measurablegoals Compliance Compliance
MS4 permit 2.6 Enhance p p
requirements through 2. Provide Focus on Long
completion of Quality Term Street and Sweep Streets 3,000 curb 3,000 curb
measurable goals set Infrastructure Utility (MS4 Permit) miles miles
forth bythe approved Infrastructure
pp Needs Clean and Maintain Open
management plan. Drainage Channels 50,000 LF 50,000 LF
(MS4 Permit)
Provide key floodplain
information to citizens,
realtors,and engineers 4. Efficiently 4.2 Reinforce a 2 Public 2 Public
to ensure proper Deliver City culture of Floodplain Outreach Outreach Outreach
protection and Services
superior Events per Events per
insurance for multiple customer services Year Year
homeowners
2.6 Enhance
Reduce flooding within Focus on Long- Ensure 80%of the
2. Provide
the City through Term Street and Stormwater Fee revenue is 83% 80%
drainage improvement Quality Utility applied to Drainage Master
projects. Infrastructure Infrastructure Improvement Projects
Needs
BUDGET CHANGES
• The Stormwater Division expects to start work on major capital improvement projects in FY2021-22 which has led
to an increase in their total overall budget of$1,428,425.These projects had been put on hold due the COVID-19
pandemic.
437
STORMWATER FUND
EXPENDITURES BY CLASSIFICATION
TEXAS41 —
Blue-SRias.Orr/Gun Opp,,rfurutlris.
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Stormwater
Expenditures:
Personnel Services 196,331 296,699 351,402
Supplies 1,619 4,380 18,582
Maintenance&Repair 81,810 173,897 168,005
Utilities/Other Services 146,591 223,385 219,619
Insurance&Contract Supp. 100 200 200
Other Expenditures 17,959 1,632,178 11,305
Capital Improvements 1,496,563 1,016,000 4,000,000
Transfers Out 406,971 403,261 409,312
TOTAL Expenditures $2,347,944 $3,750,000 $5,178,425
PERSONNEL BY JOB TITLE
4A1C4ikt a5. City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
C&M Supervisor 0.00 0.50 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-Stormwater 4.83 5.33 5.33
*No change in FTE from previous fiscal year.
438
STORMWATER FUND
EXPENDITURES BY ACCOUNT
4;1;44 r;t4
8/SN a n-Opporturxris
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Stormwater
Expenditures:
Salaries-Supervision 31,220 30,524 31,287
Salaries-Operational 95,681 194,138 208,924
Pool Operational _ _ _
Overtime - - 500
Terminal Pay - 399 400
Stability Pay 1,747 1,747 5,515
Cell Phone Allowance 366 360 360
FICA 9,371 9,052 17,874
TMRS Retirement 19,488 20,768 40,779
Life Insurance Contribution 110 88 312
Disability Insurance Contrib 99 113 238
Health Insurance Contributions 37,856 38,992 44,205
HSA Contributions-Employer 393 518 1,008
Supplies-Minor Tools and Equip - 100 13,100
Supplies-Minor Furniture _ - 1,370
Supplies-Office 855 1,850 1,550
Supplies-Chemical _ _ _
Supplies-Educational - 100 100
Supplies-Personal Computers 414 750 750
Supplies-PC Software - - 132
Supplies-Other 350 1,580 1,580
Maint-PC Software 130 397 265
Maint-Storm Sewers 61,490 150,000 144,240
Maint-Other Improvements 20,190 23,500 23,500
Services-Telephone 119 303 303
Service-Wireless PhoneAircards 1,368 1,368 1,368
Services-Central Garage 143,140 211,214 207,448
Services-Other Professional 1,725 10,000 10,000
Services-Advertising 240 500 500
Services-Binding/Printing - - -
Services-Subcontractors - - -
Contract-Other Agencies 100 200 200
Interest Expense _ _ _
Travel Expenses 460 1,600 1,600
439
STORMWATER FUND
Education Registration 100 2,800 2,800
Memberships 435 405 405
Rent-Equipment 2,530 5,000 5,000
Postage/Freight 80 1,500 1,500
Ad-Valorem Taxes - - -
Bad Debt Expense 14,355 - -
Budget Contingency - 1,620,873 -
Land 2,069 - -
Construction-Engineering Fees 54,500 - -
Other Improvements - 1,000,000 4,000,000
Drainage Systems-Enclosed 1,190,049 - -
Motor Vehicles _ _ _
Machines/Tools/Implements - - -
Instruments/Apparatus - 16,000 -
PC Computer Equipment - - -
Other Machinery and Equipment 249,945 - -
Oper Transfer-Other 406,971 403,261 409,312
TOTAL Expenditure: $2,347,944 $3,750,000 $5,178,425
440
GOLF COURSE FUND
Golf Course Fund:
The Golf Course Fund is an Enterprise Fund, and it contains the budget for the Champions Golf Course at Weeks
Park.The total budget for the Golf Course Fund is unchanged from the previous year.
TEXAS\--1;111/C4/4 ;14.
Nue-SAY,i re/den Oypertun.7IGs
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Golf Course Fund
Revenues
Service Charges 416,646 830,000 830,000
Misc.Revenues 387,061 - -
Transfer In 2,316 80,000 80,000
Total Revenues 806,024 910,000 910,000
Expenditures
Maintenance&Repair 44 - -
Utilities/Other Services 805,010 910,000 910,000
Insurance&Contract Supp. 276 -Other Expenditures 693 - -
Capital Improvements - - -
Total Expenditures 806,024 910,000 910,000
REVENUES
lilJic�i f6.
TEXAS
B/s SF nor 4,,./d e,Cpport,,'t','
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Golf Course Fund
Revenues
Service Charges 416,646 830,000 830,000
Misc.Revenues 387,061 - -
Transfer In 2,316 80,000 80,000
Total Revenues 806,024 910,000 910,000
441
GOLF COURSE FUND
FY 2021-22 Revenue By Source
a/111 ■Service Charges 91.21%
Transfer In 8.79%
Revenue Discussion: Even amid the Global Pandemic, the Golf Course projected revenues are expected to
remain constant in the 2021-22 fiscal year.The Golf Course has remained open during the period of local business
shutdowns and "social distancing guidelines" have only slightly affected operations. This trend is expected to
continue into FY2021-22.
EXPENDITURES
lik4i4
TEXAS
B/SR%es
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Golf Course Fund
Expenditures
Maintenance&Repair 44 - -
Utilities/Other Services 805,010 910,000 910,000
Insurance&Contract Supp. 276 - -
Other Expenditures 693 - -
Capital Improvements - - -
Total Expenditures 806,024 910,000 910,000
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.
442
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, and
construction was completed by Landscapes Unlimited, Inc. The 2007 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!
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CONTACT INFORMATION
4400 Lake Park Drive, Wichita Falls,Texas 76302
940-767-6107
weeksparkgolf.com
443
WATERPARK FUND
Waterpark Fund:
The Waterpark Fund is an Enterprise Fund, and contains the budget for Castaway Cove Waterpark. The total
budget for the Waterpark is $1,524,933 which is approximately the same as the previous year.
TEXAS
Bhie Lje/dcn OppH7erar'7 as
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Waterpark Fund
Revenues
Service Charges 871,364 1,063,542 1,063,542
Misc. Revenues 401,632 461,390 461,391
Transfer In - - -
Total Revenues 1,272,996 1,524,932 1,524,933
Expenditures
Personnel Services 462,873 531,757 548,891
Supplies 204,977 -Maintenance&Repair 47,082 - -
Utilities/Other Services 462,020 877,661 936,537
Insurance&Contract Supp. 52,404 - -
Other Expenditures 18,030 115,514 39,505
Capital Improvements 18,044 - -
Total Expenditures 1,265,431 1,524,932 1,524,933
444
WATERPARK FUND
REVENUES
TEXAS\--1;17.1;c4/4
S/u-SftIos Qo/eurOppertualnes
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Waterpark Fund
Revenues
Service Charges 871,364 1,063,542 1,063,542
Misc. Revenues 401,632 461,390 461,391
Transfer In - - -
Total Revenues 1,272,996 1,524,932 1,524,933
FY 2021-22 Revenue By Source
•Service Charges 69.74%
• Misc.Revenues 30.26%
w
Revenue Key Points: Below are the factors that the City used to project revenue for the Waterpark.
• Service Charges make up the majority of the Water Park Fund's revenue. This is driven primarily by
admission sales.
• Miscellaneous Revenue reflects the food and beverage sales at the Water Park
445
WATERPARK FUND
EXPENDITURES
T E X A S
Ater e 5Ne *lam-gpfartuntti
Revenue&Expenditure By Fund 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Waterpark Fund
Expenditures
Personnel Services 462,873 531,757 548,891
Supplies 204,977 - -
Maintenance&Repair 47,082 - -
Utilities/Other Services 462,020 877,661 936,537
Insurance&Contract Supp. 52,404 - -
Other Expenditures 18,030 115,514 39,505
Capital Improvements 18,044 - -
Total Expenditures 1,265,431 1,524,932 1,524,933
FY 2021-22 Expenditure By Classification
• Personnel Services 35.99%
•Supplies 0.00%
• Maintenance&Repair 0.00%
• Utilities/Other Sery 61.41%
1111111111
• Insur&Contr Supp.0.00%
•Other Expenditures 2.59%
•Capital Improvements 0.00%
Personnel Services: This account increased by$17,134, or 3.22%due to implementation of the MAG study.
Utilities/Other Services:This account reflects electricity, water, and telephone services. In prior years this had
been budgeted in other expenditures.This caused the account to increase by$58,876, or 6.71%.
Other Expenditures:This account decreased by$76,009, or 65.80%due to electricity,water and telephone
services being moved to utilities/other services.
446
WATERPARK 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!
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CONTACT INFORMATION
1000 Central Freeway East,Wichita Falls,Texas 76301
940-322-5500
https://www.castawaycovewaterpark.com/
447
WATERPARK FUND
EXPENDITURES BY CLASSIFICATION
TEXAS--1;17/7c4i4 a5.
B/S,eies 4oldeel Oyyurt dies
Expenditure/Expense By Department 2019-20 2020-21 2021-22
Actual Adopted Adopted Budget
Castaway Cove Waterpark Operations
Expenditures:
Personnel Services 462,873 531,757 548,891
Supplies 204,977 - -
Maintenance&Repair 47,082 - -
Utilities/Other Services 462,020 877,661 936,537
Insurance&Contract Supp. 52,404 -Other Expenditures 18,030 115,514 39,505
Capital Improvements 18,044 - -
TOTAL Expenditures $1,265,431 $1,524,932 $1,524,933
PERSONNEL BY JOB TITLE
4;)(7c4i4 City of Wichita Falls, TX
TEXAS
FY 2019-20 FY 2020-21 FY 2021-22
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.
448
TEXAS)(7C4ikt a9
Capital Improvement Plan
CAPITAL IMPROVEMENT PLAN
TEXASAk4114 U5'
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 their funding 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
450
IlCity of Wichita Falls,Texas
�/f
)� ///Cl�(i4 a Summary of All Capital Project Costs
a A(I
Pro'ected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost:
Bldgs and General Facilities $ 492,850 $ 2,330,000 $ 250,000 $ 550,000 $ - $ 3,622,850
Information Technology $ 430,510 $ 1,010,000 $ 1,860,000 $ 2,067,000 $ 437,000 $ 5,804,510
Parks and Library $ 1,370,000 $ 6,408,291 $ 5,234,519 $ 9,882,354 $ 6,000,000 $ 28,895,164
Traffic System $ 537,110 $ 240,600 $ 240,600 $ 240,600 $ 240,600 $ 1,499,510
Fleet Replacements $ 4,514,909 $ 5,355,707 $ 5,598,614 $ 5,883,614 $ 5,598,614 $ 26,951,458
Airports $ 668,879 $ 1,509,999 $ 7,166,110 $ 6,324,999 $ 750,000 $ 16,419,987
Transit System $ 535,000 $ 635,526 $ 620,526 $ 670,526 $ 2,470,526 $ 4,932,104
Street System $ 2,747,140 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 12,867,140
Water System $ 3,955,484 $26,335,000 $ 6,810,000 $ 6,860,000 $ 4,860,000 $ 48,820,484
Wastewater System $ 2,016,419 $ 3,000,000 $ 1,940,000 $ 1,940,000 $ 1,940,000 $ 10,836,419
Sanitation System $ 2,877,843 $ 4,358,631 $ 7,298,480 $ 3,478,534 $ 2,646,414 $ 20,659,902
Drainage System $ 4,000,000 $ 4,396,465 $ 2,271,948 $ 2,775,429 $ 5,740,660 $ 19,184,502
Multi-Purpose Events Center $ 755,500 $ 2,965,000 $ - $ - $ - $ 3,720,500
$ -
Total $24,901,644 $61,075,219 $41,820,797 $43,203,056 $33,213,814 $ 204,214,530
Sources of Funding:
General Operating Funds $ 3,877,100 $ 5,832,599 $ 8,740,710 $ 3,320,600 $ 2,770,600 $ 24,541,609
Information Tech Operating Funds $ 430,510 $ 1,010,000 $ 1,860,000 $ 2,067,000 $ 437,000 $ 5,804,510
Fleet Operating Funds $ 2,332,907 $ 2,888,705 $ 3,416,612 $ 3,416,612 $ 3,416,612 $ 15,471,448
Sanitation Operating Funds $ 5,059,845 $ 6,540,633 $ 9,480,482 $ 5,660,536 $ 4,828,416 $ 31,569,912
Water/Sewer Operating Funds $ 5,971,903 $29,335,000 $ 8,750,000 $ 8,800,000 $ 6,800,000 $ 59,656,903
Stormwater Operating Funds $ 4,000,000 $ 4,681,465 $ 2,271,948 $ 3,060,429 $ 5,740,660 $ 19,754,502
Water Park Operating Funds $ - $ 1,000,000 $ 400,000 $ - $ - $ 1,400,000
Airport Operating Funds $ - $ - $ - $ - $ - $ -
CDBG Funds $ - $ - $ - $ - $ - $ -
FAA Grant Funds $ 668,879 $ 1,000,000 $ 1,446,000 $ 6,324,999 $ 750,000 $ 10,189,878
FTA Grant Funds $ 535,000 $ 635,526 $ 620,526 $ 670,526 $ 2,470,526 $ 4,932,104
4B and Federal Grants $ 1,270,000 $ - $ - $ - $ - $ 1,270,000
Certificates of Obligation $ - $ - $ - $ - $ - $ -
Texas Water Development Bond Funds $ - $ - $ - $ - $ - $ -
Private Funds $ - $ - $ - $ - $ - $ -
Cemetery Perpetual Care Funds $ - $ 900,000 $ 350,000 $ - $ - $ 1,250,000
Undetermined Funds $ - $ 4,286,291 $ 4,484,519 $ 9,882,354 $ 6,000,000 $ 24,653,164
Venue Tax Revenue Bonds $ 755,500 $ 2,965,000 $ - $ - $ - $ 3,720,500
Total $24,901,644 $61,075,219 $41,820,797 $43,203,056 $33,213,814 $ 204,214,530
Combined 5 Year Estimated Funding Sources
0.00% 0.00r1.82%
0.61% s Operating Revenue
12.07% „ v Certificates of Obligation
0.00%
■Grants
Operating Revenue Y Undetermined Funds
68.88% F Cemetery Perpetual Funds
yr Private Funds
TWDB Bonds
Venue Tax Revenue Bonds
451
City of Wichita Falls,Texas
Buildings and General Facility Capital
M,.4j Improvements
This section of the CIP includes large building maintenance projects such as roof repairs, parking lot
repairs, HVAC improvements, and exterior building improvements for the City's principal office buildings.
It has included the City's share of a public/private partnership on the construction of a proposed full-service
hotel and conference center at the City's Multi-Purpose Events Center. Current years, conference center
pre-development expenditure can be found in the 4B budget summary.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 492,850 $ 2,330,000 $ 250,000 $ 550,000 $ - $ 3,622,850
Sources of Funding:
General Operating Funds $ 492,850 $ 2,330,000 $ 250,000 $ 550,000 $ - $ 3,622,850
Total $ 492,850 $ 2,330,000 $ 250,000 $ 550,000 $ - $ 3,622,850
5 Year Expenditure Trend
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
21/22 22/23 23/24 24/25 25/26
452
City of Wichita Falls,Texas
Information Technology Capital
JC �A, /.4 �f( Improvements
� � 22-2025/26
This section of the CIP includes projects that improve the technological systems of the City's programs. Many of
the projects are for normal replacement of hardware and software items that will be needed to remain on current
technology.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 430,510 $ 1,010,000 $ 1,860,000 $ 2,067,000 $ 437,000 $ 5,804,510
Sources of Funding:
IT Operating Fund $ 430,510 $ 1,010,000 $ 1,860,000 $ 2,067,000 $ 437,000 $ 5,804,510
Total $ 430,510 $ 1,010,000 $ 1,860,000 $ 2,067,000 $ 437,000 $ 5,804,510
5 Year Expenditure Trend
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000 ---
21/22 22/23 23/24 24/25 25/26
453
111 City of Wichita Falls,Texas
Parks&Recreation Capital Improvements
� �` FY2021/22-2025/26
WC' iaA
This section of the CIP includes projects for the Park's System and Library. Several of the Parks Projects identified
in this Section will require approval of additional funding sources such as a General City Bond Issue, Grants,and/or
4B Sales Tax Funds. Unfunded projects include Lake Wichita Shoreline Improvements,completion of the Circle Trail
and significant roadway projects inside City parks.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 1,370,000 $ 6,408,291 $ 5,234,519 $ 9,882,354 $ 6,000,000 $ 28,895,164
Sources of Funding:
General Operating Funds $ 100,000 $ 222,000 $ - $ - $ - $ 322,000
4B and Federal Grants $ 1,270,000 $ - $ - $ - $ - $ 1,270,000
Private Funds $ - $ - $ - $ - $ - $ -
Cemetery Perpetual Fund $ - $ 900,000 $ 350,000 $ - $ - $ 1,250,000
Water Park Funds $ - $ 1,000,000 $ 400,000 $ - $ - $ 1,400,000
Undetermined Funding Source $ 4,286,291 $ 4,484,519 $ 9,882,354 $ 6,000,000 $ 24,653,164
Total $ 1,370,000 $ 6,408,291 $ 5,234,519 $ 9,882,354 $ 6,000,000 $ 28,895,164
5 Year Expenditure Trend
$12,000,000
$20,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
21/22 22/23 23/24 24/25 25/26
454
111 City of Wichita Falls,Texas
Traffic Capital Improvements
AF, / /� Y2021/22-2025/26
W(ii A
Traffic related projects include annual improvements to the Traffic Control System and Street Light System.
Funds are budgeted annually in the General Fund Operating Budget for the Traffic Control and Street Lighting Systems.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 537,110 $ 240,600 $ 240,600 $ 240,600 $ 240,600 $ 1,499,510
Sources of Funding:
General Operating Funds $ 537,110 $ 240,600 $ 240,600 $ 240,600 $ 240,600 $ 1,499,510
Total $ 537,110 $ 240,600 $ 240,600 $ 240,600 $ 240,600 $ 1,499,510
5 Year Expenditure Trend
$600,000
$500,000 -
$400,000
$300,000 -
$200,000 -
$100,000 -
$-
21/22 22/23 23/24 24/25 25/26
455
City of Wichita Falls,Texas
— Fleet Capital Improvements
TA/ f7( FY2021/22- 2025/26
This Section of the CIP provides for replacement of the City's vehicle fleet. Annual operating funds are sufficient to
finance this level of funding for fleet replacements.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 4,514,909 $ 5,355,707 $ 5,598,614 $ 5,883,614 $ 5,598,614 $ 26,951,458
Sources of Funding:
Fleet Operating Funds $ 2,332,907 $ 2,888,705 $ 3,416,612 $ 3,416,612 $ 3,416,612 $ 15,471,448
Sanitation Operating Funds $ 2,182,002 $ 2,182,002 $ 2,182,002 $ 2,182,002 $ 2,182,002 $ 10,910,010
Storm Water Operating Funds $ - $ 285,000 $ - $ 285,000 $ - $ 570,000
Total $ 4,514,909 $ 5,355,707 $ 5,598,614 $ 5,883,614 $ 5,598,614 $ 26,951,458
5 Year Expenditure Trend
6000000 1IIIII 11
5500000
5000000 -�
4500000
4000000
3500000
3000000
2500000
2000000
1500000
1000000
500000
0
20/21 21/22 22/23 23/24 24/25
456
City of Wichita Falls,Texas
Airport Capital Improvements
�. /l. �// FY2021/22-2025/26
�C ct A
Project: Air.ort Ca.ital Im.rovements
Improvements to the City's two airports are largely funded with annual funding from the Federal Aviation Administration. These grant
funds require a matching amount from the City,which has principally been accomplished with local airport operating income.The
completion of a commercial airport terminal and various other improvements have been made to the general aviation aiport in recent
years. FAA Grant Funds will be used for debt service on the terminal for several more years.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 668,879 $ 1,509,999 $ 7,166,110 $ 6,324,999 $ 750,000 $ 16,419,987
Sources of Funding:
FAA Grant $ 668,879 $ 1,000,000 $ 1,446,000 $ 6,324,999 $ 750,000 $ 10,189,878
General Operating Funds $ 509,999 $ 5,720,110 $ - $ - $ 6,230,109
Airport Operating Funds $ - $ - $ - $ - $ -
Total $ 668,879 $ 1,509,999 $ 7,166,110 $ 6,324,999 $ 750,000 $ 16,419,987
5 Year Expenditure Trend
$8,000,000 ---
ffrz sum,
$7,000,000
$6,000,000 -
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
21/22 22/23 23/24 24/25 25/26
457
. City of Wichita Falls,Texas
Transit Capital Improvements
MC ibr FY2021/22-2025/26
This section of the CIP principally includes replacement of buses for the Wichita Falls Transit System,transit van and vehicle
replacements,and a forklift for the heavy equipment deliveries at the Administrative and Maintenance Facility.This CIP also includes the
Administrative and Maintenance Facility construction, bus fleet replacements, kiosks for the electronic fare system,the Bus Shelter
Replacement project that will incorporate ten (10)shelters to be replaced each year at approx.$7,500 per shelter along with the Central
Transfer Plaza
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 535,000 $ 635,526 $ 620,526 $ 670,526 $ 2,470,526 $ 4,932,104
Sources of Funding:
FTA Funds $ 535,000 $ 635,526 $ 620,526 $ 670,526 $ 2,470,526 $ 4,932,104
General Operating Funds
Total $ 535,000 $ 635,526 $ 620,526 $ 670,526 $ 2,470,526 $ 4,932,104
5 Year Expenditure Trend
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
21/22 22/23 23/24 24/25 25/26
458
U
City of Wichita Falls,Texas
Streets Capital Improvements
)� C/, ( FY2021/22-2025/26
This Section of the CIP includes both annual overlay projects and reconstruction of various street systems. Funding
for$2.5 million in annual overlay program is included in the General Operating Budget. The remaining street improvement
projects will require additional funding.
Projected Financial Plan
I 21/22 I 22/23 I 23/24 I 24/25 I 25/26 Total
Project Cost: $ 2,747,140 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 12,867,140
Sources of Funding:
General Operating Funds $ 2,747,140 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 12,867,140
Undetermined Funds $ - $ - $ - $ - $ - $
Total $ 2,747,140 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 12,867,140
5 Year Expenditure Trend
$2,800,000
$2,750,000
$2,700,000
$2,650,000
$2,600,000
$2,550,000
$2,500,000
$2,450,000
$2,400,000
21/22 22/23 23/24 24/25 25/26
459
111 City of Wichita Falls,Texas
Water Distribution Capital Improvements
), /C4jf- �f/ FY2021/22- 2025/26
This Section of the CIP includes major improvements to the City's Water Supply, Treatment and Distribution Systems.
Nearly$16 million of the repairs to the system are accomplished through annual operating funds. However, several of
these projects will require additional funding sources yet to be determined. The most likely source is the issuance of
additional Water System Revenue Bonds. If these bonds were to be issued, then water rate increases would be required.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 1,591,484 $ 9,100,000 $ 3,100,000 $ 3,100,000 $ 3,100,000 $ 19,991,484
Water/Sewer Operating Funds $ 1,591,484 $ 9,100,000 $ 3,100,000 $ 3,100,000 $ 3,100,000 $ 19,991,484
Undetermined
Total $ 1,591,484 $ 9,100,000 $ 3,100,000 $ 3,100,000 $ 3,100,000 $ 19,991,484
5 Year Expenditure Trend
$10,000,000
$9,000,000 --
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
21/22 22/23 23/24 24/25 25/26
460
U
City of Wichita Falls,Texas
Water Purification Capital Improvements
ik i4 ( FY2021/22-2025/26
This Section of the CIP includes major improvements to the City's Water Supply,Treatment and Distribution Systems.
Nearly,$16 million of the repairs to the system are accomplished through annual operating funds. However,several of
these projects will require additional funding sources yet to be determined. The most likely source is the issuance of
additional Water System Revenue Bonds. If these bonds were to be issued,then water rate increases would be required.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 2,364,000 $ 17,235,000 $ 3,710,000 $ 3,760,000 $ 1,760,000 $ 28,829,000
Water/Sewer Operating Funds $ 2,364,000 $ 17,235,000 $ 3,710,000 $ 3,760,000 $ 1,760,000 $ 28,829,000
Undetermined $ - $ - $ - $ - $ - $ -
Total $ 2,364,000 $ 17,235,000 $ 3,710,000 $ 3,760,000 $ 1,760,000 $ 28,829,000
5 Year Expenditure Tr
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
/
$4,000,000 -
$2,000,000 --
21/22 22/23 23/24 24/25 25/26
461
Il --- City of Wichita Falls,Texas
Wastewater Capital Improvements
l4il—
U
FY2021/22- 2025/26
This Section of the CIP includes projects that improve the City's Wastewater Distribution and Treatment System.
Routine repair projects, at existing funding levels, can be funded with annual operating revenue of the City's Water
and Sewer System Fund. However, a few other major system improvements will be funded with remaining
bond funds from the Texas Water Development Board that were approved for the Indirect Potable Reuse Project.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 2,016,419 $ 3,000,000 $ 1,940,000 $ 1,940,000 $ 1,940,000 $ 10,836,419
Sources of Funding:
Water/Sewer Operating Funds $ 2,016,419 $ 3,000,000 $ 1,940,000 $ 1,940,000 $ 1,940,000 $ 10,836,419
Total $ 2,016,419 $ 3,000,000 $ 1,940,000 $ 1,940,000 $ 1,940,000 $ 10,836,419
I
5 Year Expenditure Trend
't ih,,,,'
,,, *It -
$3,500,000
$3,000,000 -
$2,500,000
$2,000,000
$1,500,000
$1,000,000 -
$500,000
$-
21/22 22/23 23/24 24/25 25/2
462
111 City of Wichita Falls,Texas
Sanitation Capital Improvements
),l C/• • a
FY2021/22-2025/26
l �4
This Section of the CIP includes projects for the Sanitation collection and disposal system. These improvements
are anticipated to be accomplished with annual operating funds of the Sanitation System.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 2,877,843 $ 4,358,631 $ 7,298,480 $ 3,478,534 $ 2,646,414 $20,659,902
Sources of Funding:
Sanitation Operating Funds $ 2,877,843 $ 4,358,631 $ 7,298,480 $ 3,478,534 $ 2,646,414 $ 20,659,902
Total $ 2,877,843 $ 4,358,631 $ 7,298,480 $ 3,478,534 $ 2,646,414 $20,659,902
5 Year Expenditure Trend
$8,000,000
$7,000,000
$6,000,000$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000 —
$-
21/22 22/23 23/24 24/25 25/26
463
City of Wichita Falls,Texas
Drainage Capital Improvements
). • /•, p// FY2021/22-2025/26
In the 2009-10 budget,funds were included to hire a consultant to prepare a Master Drainage Plan for the City. This plan,
which is complete,analyzed and identified the top 15 of 60 projects that were on the City's project list and provided cost
estimates to complete those 15 projects. Results of that analysis indicate that it will cost approximately$35 million to construct
these 15 projects. It also suggests that in order to complete this work over the next 10 to 15 years,a total of$3 million per year
in project costs should be expended. The projects listed in this CIP should be accomplished with existing revenue sources
from the Stormwater Utility Fund.
Pro'ected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 4,000,000 $ 4,396,465 $ 2,271,948 $ 2,775,429 $ 5,740,660 $ 19,184,502
Sources of Funding:
Stormwater Operating Funds $ 4,000,000 $ 4,396,465 $ 2,271,948 $ 2,775,429 $ 5,740,660 $ 19,184,502
Total $ 4,000,000 $ 4,396,465 $ 2,271,948 $ 2,775,429 $ 5,740,660 $ 19,184,502
5 Year Expenditure Trend
$7,000,000
uoiiiiii ff G�
$6,000,000
$5,000,000
$4,000,000 ---
$3,000,000 —
$2,000,000
$1,000,000 ---
$-
21/22 22/23 23/24 24/25 25/26
464
City of Wichita Falls,Texas
MPEC Capital Improvements
),l• /•f r// FY2021/22-2025/26
lC Ma
Improvements in this Section are entirely related to facility improvements at the Multi-Purpose Events Center and
Memorial Auditorium.
Projected Financial Plan
21/22 22/23 23/24 24/25 25/26 Total
Project Cost: $ 755,500 $ 2,965,000 $ - $ - $ - $ 3,720,500
Sources of Funding:
Venue Tax and Federal Grants $ 755,500 $ 2,965,000 $ - $ - $ - $ 3,720,500
Total $ 755,500 $ 2,965,000 $ - $ - $ - $ 3,720,500
5 Year Expenditure Trend
$3,500,000
$3,000,000 ---
$2,500,000 --
$2,000,000 —
$1,500,000
$1,000,000
$500,000
$-
21/22 22/23 23/24 24/25 25/26
465
TEXAS);C4ikt a9
Appendix
APPENDIX
GLOSSARY
AMI Advanced Metering Infrastructure (Water Meters)
C&V Convention and Visitors Bureau
CAD/RMS Computer Aided Dispatch/Record Management System
CAFR Certified Annual Financial Report
CDBG Community Development Block Grant
CIP Capital Improvements Program
CO Certificate of Obligation
M.S.A. Combined Metropolitan Area
DOT Department of Transportation
DPS Department of Public Safety
W.F.I.S.D. Wichita Falls Independent School District
EMS Emergency Medical Services
EPA Environmental Protection Agency
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
ISD Independent School District
IT Information Technology
LED Light-Emitting Diode
LGC Local Government Code
MC Municipal Court
mgd Millions of Gallons per Day
MSU Midwestern State University
NDS Neighborhood Development Services
OPEB Other Post-Employment Benefits
PD Police Department
PH Phase
PTC Property Tax Code
RM Risk Management
ST Stormwater Fund
TMRS Texas Municipal Retirement System
TWDB Texas Water Development Board
US United States
USA United States of America
VC Vernon College
VTCA Vernon's Texas Civil Statutes Annotations
467
APPENDIX
GLOSSARY
WC Workers' Compensation
WFFRRF Wichita Falls Firemen's Relief and Retirement Fund
WFPD Wichita Falls Fire Department
W&S Water and Sewer Fund
468
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 is generally 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 all 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.
Assigned fund balance: comprises the portion of net resources for which an intended use has been
established by the City Council or the City Official authorized to do so by the City Council. Assignments of
fund balance are much less formal than commitments and do not require formal action for their
imposition or removal. In governmental funds other than the general fund, assigned fund balance
represents the amounts that are not restricted or committed, but are,at a minimum, intended to be used
for the purpose of that fund.
Balanced Budget: A budget in which the expenditures incurred during a given period are matched by
revenues received during that same period.
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.
469
APPENDIX
GLOSSARY
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.
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.
Committed fund balance: includes the portion of net resources that can be used only for the specific
purposes determined by a formal action of the City Council. Commitments may be changed or lifted only
by the government taking the same formal action that imposed the constraint originally. The formal
470
APPENDIX
GLOSSARY
action must be approved before the end of the fiscal year in which the commitment will be reflected on
the financial statements.
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.
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 and 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.
471
APPENDIX
GLOSSARY
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.
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 and 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.
472
APPENDIX
GLOSSARY
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
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)
Non-spendable fund balance: includes the portion of net resources that are not in a spendable form or
are required to be maintained intact. Examples are inventory, long term loans, prepayments, or
permanent funds.
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.
473
APPENDIX
GLOSSARY
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.
Restricted fund balance: includes the portion of net resources that can be spent only for the specific
purposes stipulated by external resource providers either constitutionally or through enabling
legislation. Examples include bond proceeds, grant awards, specific contributions.
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".
474
APPENDIX
GLOSSARY
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.
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 from one year
to the next. A brief narrative or summary data is included with the graphs.
Unassigned fund balance: includes the amount in an operating fund in excess of what can properly be
classified in one of the other four categories of fund balance. Unassigned amounts are technically
available for any purpose.
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.
475
Times .y
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 2021-2022 Annual
Budget at a regular meeting
STATE OF WISCONSIN,COUNTY OF BROWN on September 7, 2021, at 8:30
a.m. in the City Council
Chambers located at 1300 7th
On this August 17,2021 AD, personally appeared before Street,Wichita Falls, TX.
me the undersigned authority for the Times Publishing This budget will raise more
Company of Wichita Falls, publishers of the Wichita Falls in total property taxes than last
yeaWichita County,Texas, and ofgeneral circulation in said which budget by ercent n which is a 6.87% percent in-
county,and upon being duly sworn by me,on oath states crease, and of that amount
that the attached advertisement is a true and correct copyof r is tax revenue be
raait ssedd from new property
advertising published in day(1)issues hereof on the added to the tax roll this
year.
following date:
The public is encouraged to
08/17/2021 attend the public hearing,
and will be given an opportu-
nity to be heard on any item
contained in the proposed
budget. Wheelchair or handi-
Subscribed and sworn to before me on August 17, 2021 capped accessibility to the
meeting is possible by using
j40110/ A)Z1- the handicapped parking
spaces and ramp located oft
Legal Clerk the east parking lot on the 6th
Street entrance nearest the
Council chambers. There are
additional handicapped park-
ing spaces and ramp onn 7th
Street at the main building
Notary blic, St iif WI, County of Brown entrance.yother
Interpretersiledsor
any other special needs will
be provided to any person re-
questing a special service
V as '7 with at least 24-hour notice.
J Please call the City Clerk's
My commission expires Office at 761-7409 for assis-
tance. Wireless Listening Sys-
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
Notary Public at the City Clerk's Office,
1300 7th Street, Room 104,
I S C O r1 S l r1 and is also located on the C it-
State of W y's website at www.wichitafal
Istx.gov.
/co 8S
Publication Cost:$324.80
tQzii,tt`)-QffiiciQg4§$7895
Customer No: 1237516
PO#:
This is not an invoice
Times Record News
PART OF THE USA TODAY NETWORK
PROOF OF PUBLICATION
CITY OF WICHITA FALL S City of Wichita Falls
P O 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 2021-2022 Annual
Budget at a regular meeting
STATE OF WISCONSIN,COUNTY OF BROWN on September 7, 2021, at 8:30
a.m. in the City Council
Chambers located at 1300 7th
On this October 18,2021 AD,personally appeared before Street,Wichita Falls,TX.
me the undersigned authority for the Times Publishing This budget will raise more
Company of Wichita Falls,publishers of the Wichita Falls in total property taxes than last
Wichita County,Texas,and of general circulation in said year's budget by $2,668,674,
which is a 6.87/o Percent in-
county,and upon being duly sworn by me,on oath states crease, and of that amount
that the attached advertisement is a true and correct copy of r is tax revenue po be
raa isedised from new property
advertising published in day(1)issues hereof on the added to the tax roll this
following issue dates: year.
The public is encouraged to
08/17/2021 attend the public hearing,
and will be given an opportu-
nity to be heard on any item
contained in the proposed
budget. Wheelchair or handi-
Subscri d sworn to fo m on Octob r 18,2021 capped accessibility to the
meeting is possible by using
tfi1 / the handicapped parking
��It.. spaces and ramp located off
Legal Cle the east parking lot on the 6th
Street entrance nearest the
Council chambers. There are
additional handicapped park-
ing spaces and ramp on 7th
• 11 ._...&1_1_, Street at the main building
NotalY/ blic.State of VVI,County of Brown entrance.yother
Interpretersilnedsor
�/ any other special needs will
be provided to any person re-
questing a special service
-�' with at least 24-hour notice.
-7/2-7/2 Please call the City Clerk's
My commission expires Office at 761-7409 for assis-
tance. Wireless Listening Sys-
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-
f y"`.""`" `°""""°'""" et is available for viewing
4 SA\RA H BE R- E l S F:1\1 during normal business hours
at the City Clerk's Office,
4 Notary P U f' j i c 4f 1300 7th Street, Room 104,
q� P� and is also located on the Cit-
0'''" ,- y's website at www.wichitafal
Ji,:,lf, of VVl,j l%(J,1.•111
Istx.gov.
Publication Cost:$324.80
Ad No:0004867895
Customer No: 1237516
PO#:
#of Affidavits: 1
This is not an invoice
r
Times Record News
PART OF THE USA TODAY NETWORK
PROOF OF PUBLICATION
CITY OF WICHITA FALLS
PO BOX 1431
WICHITA FALLS,TX 76307
STATE OF WISCONSIN,COUNTY OF BROWN: .
On this September 14th,2021 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:
SEPTEMBER 14'1',2021
Subscribed and sworn to before me on September 14th,2021
I,
Legal Clerk
olary Pds. is-cons .aunty of Brown
5./S.a
My commission expires
• NANCY HEYRMAN
Notary Public
State of Wisconsin
Publication Cost:$1,657.50
Ad No:GCI0726735
Customer No:316837
PO#: PUBLIC NOTICE
t -
NOTICE OF PUBLIC HEARING
ON TAX INCREASE
A tax rate of$0.760928 per$100 valuation has been proposed by the governing
body of City of Wichita Falls.
PROPOSED TAX RATE $0.760928 per $100
NO-NEW-REVENUE $0.718807 per $100
TAX RATE VOTER- $0.760928 per $100
APPROVAL TAX RATE
The no-new-revenue tax rate is the tax rate for the 2021 tax year that will raise the
same amount of property tax revenue for City of Wichita Falls from the same properties
in both the 2020 tax year and the 2021 tax year.
The voter-approval 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 2021 tax year.
A PUBLIC HEARING ON THE PROPOSED TAX RATE WILL BE HELD ON September
21,2021 AT 8:30 AM ATCity Hall, 1300 7th Street,Wichita Falls,Texas 76301.
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 Wichita Falls City of City of Wichita
Falls at their offices or by attending the public hearing mentioned above.
YOUR TAXES OWED UNDER ANY OF THE RATES MENTIONED ABOVE CAN BE
CALCULATED
AS FOLLOWS:
Property tax amount=(tax rate)x(taxable value of your property)/100
FOR the proposal: Chenault Browning
Brewer Smith
Whiteley
AGAINST the
proposal:
PRESENT and not
voting:
ABSENT: Santellana Jackson
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.
2020 2021 Change
Total tax rate(per $0.763323 $0.760928 decrease of$-0.002395,or
$100 of value) 0.3190
Average homestead $135,810 $149,044 increase of$13,234,or
taxable value 9.74%
Tax on average $1,036.67 $1,134.12 increase of$97.45,or
homestead 9.40%
Total tax levy on all $40.886.501 $43,510,803 increase of$2,624,302,or
properties 6.42%
For assistance with tax calculations, please contact the tax assessor for City of
Wichita Falls at(940) 761-7462 or, or visit .www.wichitafallstx.gov for more
information.
N'i 400726745 01