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2022-2023 Adopted Annual Operating Budget ' ilokil 0 (• 11,000 Vol '-'- el 111, • 1 1 0 1 , '4 W 0 A ot IF* G 4IMP _p 1 tit t pte0 013 . , 0 get ( ``'r 211110 , r 4 fe 141* P . • dionikommiii , 1 1 , 0 411P , 40 i#Lolie° 4*16/.;vt 5 Pliig° TEXAS Fiscal Year 2()22 202 $ito,3;(•les.4e-fam'Otriparteifrities. TEXASke 4 a $/u'5,FieS C/er/dewv OppertrcneTies. City of Wichita Falls 2022-2023 Annual Budget This budget will raise more revenue from property taxes than last year's budget by an amount of $1,448,300, which is a 3.49% increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is S649,442. 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 6, 2022 as follows: For Against Stephen Santellana, Mayor X Bobby Whiteley, Mayor Pro-Tem, Councilor At-Large X Michael Smith, Councilor District 1 X Larry Nelson, Councilor District 2 X Jeff Browning, Councilor District 3 X Tim Brewer, Councilor District 4 X Steve Jackson, Councilor District 5 X Tax Rate Adopted FY 2022-2023 Adopted 2021-2022 Property Tax Rate $0.694321 $0.760928 No-New-Revenue Tax Rate $0.675652 $0.718807 No-New-Revenue M&O Rate $0.642910 $0.684444 Voter Approved Tax Rate $0.719697 $0.760928 Debt Rate $0.032742 $0.034363 Total Tax Supported Debt for 2022-2023 is $5,697,837. GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Wichita Falls Texas For the Fiscal Year Beginning October 01, 2021 eh - i,tevet'v Executive Director ELECTED OFFICIALS & CITY MANAGER ,en ilik Stephen Santellana Mayor #',-./. Wes, ' , ii Bobby Whiteley Michael Smith Larry Nelson At Large, Mayor Pro-Tern District 1 District 2 r ,7(41:: , N° 1'; ,,,,7 --cif,. ....... /...' mil. 1111 Jeff Browning Tim Brewer Steve Jackson District 3 District 4 District 5 / Darron Leiker City Manager vii 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 Communications, Marketing, and MPEC viii der.7a ''''''''.."4,‘ lam'; "...2',. r FIIlC f f. • Enhance our quality of life through responsive service delivery, sound financial management, and partnerships spanning the public,private and business sectors. i'irIt2 SktIWW141 i Wichita Falls is a vibrant, growing, family-oriented community of unlimited opportunity and civic pride. 4/ Ritte,Strefilelli The municipal employees and elected officials practice these values: cellence - We will provide an outstanding work product. tegrity - We adhere to high moral principles, and are mindful of the public's trust in our work. ccountability - We will accept responsibility for our actions and 47 decisions. sparency - We will be visible, accessible, and open, in our communication with the public. novation— We will strive to improve service delivery by evaluating and introducing new methods, ideas and programs. 4114 4 Ids TEXAS $6.40x*ireqrril.."K iX IP 4 TEXAA ta5 AS Table of Contents FY 2023 ADOPTED BUDGET TABLE OF CONTENTS BUDGET MESSAGE + CITY MANAGER'S BUDGET MESSAGE 1 BUDGET SUMMARY&OVERVIEW + COMMUNITY PROFILE 26 + ALL FUND BUDGET SUMMARY 33 + REVENUE AND EXPENDITURE DISCUSSION 35 + BUDGET AND FINANCIAL FORECASTING 39 + DEPARTMENTS BY FUND 43 + STRATEGIC PLAN 44 POLICY STATEMENTS + BUDGET COMPLIANCE 49 + FINANCIAL/ACCOUNTING POLICIES 53 + FUND DEFINITION AND STRUCTURE 64 + INVESTMENT POLICY 66 GENERAL FUND + GENERAL FUND OVERVIEW 80 + GENERAL FUND EXPENDITURES BY DEPARTMENT 89 + GENERAL FUND PERSONNEL 97 + GENERAL FUND DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 106 WATER AND SEWER FUND + WATER AND SEWER FUND OVERVIEW 221 + WATER AND SEWER PERSONNEL 225 + WATER AND SEWER DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 228 SANITATION FUND + SANITATION FUND OVERVIEW 266 + SANITATION PERSONNEL 269 + SANITATION DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 270 SPECIAL REVENUE FUNDS + SPECIAL REVENUE OVERVIEW 280 + SPECIAL REVENUE PERSONNEL 289 DEBT SERVICE FUND + GENERAL DEBT SERVICE FUND OVERVIEW 294 OTHER GOVERNMENTAL FUNDS + HOTEL/MOTEL TAX FUND OVERVIEW 305 + VENUE TAX FUND OVERVIEW 309 + HOTEL/MOTEL FUND DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 310 + DUPLICATING SERVICES FUND 322 FY 2023 ADOPTED BUDGET TABLE OF CONTENTS OTHER PROPRIETARY FUNDS + REGIONAL AIRPORT FUND 324 + KICKAPOO AIRPORT FUND 326 + FLEET MAINTENANCE FUND 328 + INFORMATION TECHNOLOGY FUND 331 • TRANSIT FUND 333 + STORMWATER DRAINAGE FUND 336 + GOLF COURSE FUND 339 + WATER PARK FUND 340 + OTHER PROPRIETARY FUND DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 342 CAPITAL IMPROVEMENT PLAN + CAPITAL IMPROVEMENT PLAN SUMMARY 375 GLOSSARY + BUDGET TERMINOLOGY 396 + ACRONYMS 403 \'M4i4 a51 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, 2022 SUBJECT: Adopted Fiscal Year 2023 Annual Operating Budget It is my pleasure to present to you the Adopted Balanced Annual Operating Budget for the 2022-2023 fiscal year which covers the period beginning October 1, 2022 and ending September 30, 2023 (FY 2023). The Adopted 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 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 property appreciation and sales tax growth. The Adopted Budget: • Continues current service levels despite 40-year high inflation • Reduces the property tax rate by 6.66 cents(8.75%)from .7609 to .6943 • Increases employee pay by 5% • Increases the City's contribution to the Firefighter's Pension Fund • Invests$19.3M of surplus reserves for one-time expenditures BUDGET PREPARATION PROCESS The process for developing the budget began this past March when the Finance Department hosted a Budget Kick- off meeting at the MPEC.The purpose of the meeting was to update City Departments on the budget process and to convey my expectations. This meeting included 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. Department Directors were encouraged to prepare their funding requests with items needed to fund normal operations and 1 BUDGET MESSAGE address the strategic goals of the City. I then asked each Department Director for any proposed new programs (i.e. "above current requests")that could potentially increase efficiency and the quality of services. The Adopted Budget includes a combination of these requests. In June, the City's Chief Financial Officer and I presented you and the public with an update on the City's current financial state and the key factors affecting the upcoming budget preparation. During the presentation, we highlighted the increased cost of items due to inflation, and we emphasized the importance of keeping compensation at market competitive levels.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 balances, projected fund balances, revenues, and expenditures. The major highlights from the presentation and discussion were potential uses of federal funding and excess fund balance for some one-time expenditures. Fund balances at year-end are projected to increase mainly due to higher than expected sales tax revenue and lower than anticipated personnel costs in FY 2022. As we worked through the budget process, the overall economic climate changed. While sales tax revenue increased above prior year levels, signs of a potential slowdown are present.This may affect the City's revenues; however, we will be closely watching the economy as interest rates rise and inflation continues to hit 40-year highs. Inflationary pressures have affected the FY 2022 operating budget, especially as it relates to fuel and chemical costs. We anticipate the impact of inflation to affect the FY 2023 budget as well. Conversely, over the past four months we have seen continued increases in investment returns due to rising interest rates. In addition to this annual operating budget that provides for the operation of the City 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 identifies potential funding sources to pay for those projects. Capital improvements are tangible equipment items, one-time projects or large maintenance projects that exceed $25,000 and have a useful life of more than one year. The CIP for FY 2023-27 is a separate document from the Annual Operating Budget. When the City Council adopted the Five-Year CIP, only the projects outlined in FY 2023 have committed funding sources, and the projects listed in the later years of the document are identified for planning purposes only. Budget Process Diagram Budget Kick-Off: March City Manager Budget Hearings: May Pre-Budget Workshop with City Council:June Public Notice:August City Council Proposed Budget Workshop:August Public Hearings:September Budget Adoption:September This budget message highlights the major revenue and expenditure assumptions. The City Council budget workshop and public hearings that were conducted in August and September provided the Council and public with detailed information on the budget. 2 BUDGET MESSAGE TOTAL REVENUE BUDGET Revenues collected by the City may be broken down into the following categories:Operating Revenues which are recurring revenues the City may receive annually; Consolidated Revenues which include the transfer of money between funds and other financing sources and includes the use of one-time available surplus funds. The adopted operating revenue budget for FY 2023 across all funds is $204,973,228, which is an increase of $18,251,640 or 9.77% from the FY 2022 Adopted Budget of $186,721,588. This is consistent with the increased cost to provide municipal services. The Municipal Cost Index through July 2022 indicates a 9.9% year over year increase;the US Bureau of Labor Statistics, on August 15, 2022, indicated inflation rates of 8.5%. 2020-21 Operating Revenue Actual 2021-22 2022-23 Percent All Funds Collection Adopted Budget Adopted Budget Change Property Taxes $41,009,203 $43,531,653 $45,112,664 3.63% Sales Tax 28,362,467 25,332,885 30,680,000 21.11% Franchise Fees 5,452,158 5,176,870 5,465,100 5.57% Payments in Lieu of Taxes 1,521,075 1,624,913 1,550,000 -4.61% Other Taxes 3,510,872 2,896,923 3,631,427 25.35% Service Charges 84,491,420 85,035,616 90,742,569 6.71% Licenses& Permits 1,623,596 1,923,600 1,701,991 -11.52% Fines&Forfeitures 2,198,977 2,548,781 2,516,357 -1.27% Intergovernmental Rev. 16,094,554 10,294,679 12,285,508 19.34% Contributions 2,936,369 2,066,950 2,126,644 2.89% Interest Income 75,550 266,500 2,504,947 839.94% All Other Revenue 6,506,967 6,022,218 6,656,021 10.52% Total Operating Revenues $193,783,207 $186,721,588 $204,973,228 9.77% Below the City's operating revenue is listed by source. FY 2022-23 Operating Revenues by Source Property Taxes 22.01% Sales Tax 14.97% Franchise Fees 2.67% Payments in Lieu of Taxes 0.76% m Other Taxes 1.77% .Service Charges 44.27% ■Licenses&Permits 0.83% •Fines&Forfeitures 1.23% •Intergovernmental Rev.5.99% ■Contributions 1.04% ■Interest Income 1.22% •Misc.Revenues 3.24% 3 BUDGET MESSAGE REVENUE HIGHLIGHTS The adopted budget for the City includes the operating revenue highlights that are listed below. Additional information related to each category of revenue is provided throughout the budget document. Property Tax: Overall, the property tax levy is expected to increase by 3.63%. The FY 2023 property tax base is anticipated to be 13.58% higher than last year due to a strong housing market. The FY 2023 Adopted Budget reduces the City's property tax rate by 8.75%from .760928 to .694321. Sales Tax: Sales Tax receipts have shown significant growth since the pandemic and are expected to increase 21.11% compared to the FY 2022 budget and 1.34%from the FY 2022 collections. Service Charges: Service charges are expected to increase by 6.71%mostly due to the increase in water rates. The adopted budget includes a 5%increase to water rates for FY 2023 and the currently adopted fee ordinance includes a 5%increase in the following year in order to help keep up with the increased cost of chemicals and other supplies due to inflation, to help maintain market competitive salaries for staff, and to increase fund balance reserves to help ensure adequate funds for emergency needs that may arise. The examples of increased cost that were shared during the Pre-Budget Workshop are listed below. The City has held water rates the same for 8 years in a row, absorbing all of the cost increases for labor, supplies, and construction over this time period. • Water main replacement cost has more than doubled since 2020, up an average of 111%. • 2020 Cost=$70.50/LF • Today's Cost=$148.00/LF • Sewer line replacement has increased 52%per linear foot since 2020. • 2020 Cost=$124/LF • Today's Cost=$188/LF • Due to the age of city water and sewer lines, additional funding is needed for replacement, repair and maintenance. Interest Income: Interest income is earned from reserves that are invested with local government investment pools and fixed income securities. In recent years, low interest rates meant that interest earnings were below .25%. Recent actions by the Federal Reserve to increase interest rates to help curb inflation have changed the outlook for the markets and the estimated earnings for FY 2023 are 2.6%. This generates a $2,238,447 or 839.94% increase in this category. 4 BUDGET MESSAGE CONSOLIDATED REVENUE As previously mentioned, revenues collected by the City may be broken down in the following categories. Operating Revenues are recurring revenues the City may receive annually; Consolidated Revenues include the transfer of amounts between funds and other financing sources. This adopted budget estimates revenue collection across all funds at$233,816,962.This includes the use of one- time available fund balance,transfers between funds, and increases in federal grant revenues.One-time revenues are referred to as "Other Financing Sources" to clearly identify that they are non-recurring and non-operational revenues. These revenues are excesses of fund balance, available above a funds policy, for use for one-time and non-recurring expenditures which are listed in the following expenditure section. 2022-23 Combined Revenue 2020-21 2021-22 Percent All Funds Actual Adopted Adopted Change Budget Operating Revenues $193,783,207 $186,721,588 $204,973,228 9.77% Transfer In 7,601,996 6,071,562 9,534,859 55.39% Other Financing Sources 0 2,656,725 19,308,875 626.79% Consolidated Revenues $200,717,770 $195,449,875 $233,816,962 19.63% 5 BUDGET MESSAGE TOTAL EXPENDITURE BUDGET The adopted budget for expenditures across all funds is $233,816,962, which is an increase of $38,367,087 or 19.63%from the FY 2022 Adopted Budget of$195,449,875. However,the Operating expenditures, which exclude transfers out and capital improvements, are projected to be$186,341,504, which is$16,232,696 or 9.54%higher than the FY 2022 operating expenditures which is the best comparison to last year's operating budget. The increase in expenditures is driven by the increased cost of goods and services due to inflation, increased capital expenditures for critical infrastructure,and the increased cost of labor to help maintain market competitive compensation. Expenditures are broken down in the following categories: Expenditures All Funds 2020-21 Actual 2021-22 Adopted 2022-23 Adopted Percent Expenditures Budget Budget Change Personnel Services $ 83,915,522 $ 93,771,616 $ 97,981,335 4.49% Supplies 8,619,721 11,125,386 16,303,433 46.54% Maintenance& Repair 6,383,968 8,516,781 9,550,830 12.14% Utilities/Other Services 22,384,192 22,632,434 25,824,625 14.10% Insurance&Contract Supp. 2,765,939 2,879,189 3,478,367 20.81% Debt Expenditures 18,147,591 19,262,658 19,467,705 1.06% Other Expenditures 12,590,316 11,561,944 13,574,668 17.41% Non-Capital Improvements 102,698 358,800 160,541 -55.26% Capital Improvements 5,028,689 19,707,983 38,711,168 96.42% Transfers Out 4,380,710 5,633,084 8,764,290 55.59% Total Expenditures $164,319,346 $195,449,875 $233,816,962 19.63% FY 2022-23 Expenditure by Classification . Per sonneiSerwces41.91% ■ Supplies 6.973k • Maintenance&Repai- 4.OR% • UtiitiesJOther Services 11.64% ■ Insurance&Contract Supp. 1.49°fi • Debt Expend tur es 8.3 S% Ail, •Other Expenditures 5.81% • Non Captal Improvements 0.07% • Capital Om pr cReem eats 16.5 6% •TransfersOut 3..74% 6 BUDGET MESSAGE This adopted budget includes the use of one-time funds (surplus fund balance) in the General Fund and other funds to complete these one-time projects: Project Amount Police Tactical SWAT Vehicle (MRAP) $340,000 Golf Course Pavilion and Range Lighting (gap funding) 311,000 Castaway Cove Water Park New Attraction (gap funding) 575,000 MPEC Co-Promotional Show Fund 100,000 MPEC Exhibit Hall Remodel Projects (Venue Bond gap funding) 2,589,000 Street Improvements 2,000,000 Police In-Car Video Infrastructure 800,000 Parks Master Plan 200,000 Parks and Recreation Equipment Replacement 525,000 Health Dept. Reception Area Remodel 350,000 Public Safety Facilities Needs Assessment 200,000 Contingency 700,000 General Fund Total $8,690,000 Water& Sewer Capital 1,400,000 Sanitation Fund—Landfill Scale&Compactor 1,929,287 Stormwater Fund -Quail Creek, Duncan Channel, Rhea Road 5,667,471 Golf Course Fund - Irrigation and Capital Improvements 205,867 IT Fund - Public Safety Radio Replacement 1,416,250 Grand Total One Time Uses $19,308,875 This budget also includes Above Current Requests. As mentioned each year, I request that Directors enter any new requests into the 'Above Current Projection'. This allows me to clearly see new requests and make determinations based upon need. Of the $3 million in requests received, this adopted budget includes approximately$500,000,which addresses needs in various City Departments, some of which are listed below. Major Above Current Budget Level Recommended Requests Department/Division Item Approved City Clerk Department Part-time Administrative Position $16,500 Inspection Division Administrative Clerk Position (budget neutral) 49,000 Finance Department American Rescue Plan Act(ARPA)Accountant(partially ARPA funded) 51,300 Fire Department Quartermaster Position 45,000 Vector Solutions Scheduling 13,000 Animal Services Division Kennel Supervisor 40,000 Legal Department Attorney I 95,000 Sanitation Department Environmental Coordinator 45,000 7 BUDGET MESSAGE EXPENDITURE HIGHLIGHTS The Adopted Budget for the City includes the following expenditure highlights. Additional information related to each category of expenditures is provided throughout the budget document. Personnel Services: The City's most valuable asset is our employees. This adopted budget includes an across the board cost of living adjustment (COLA) of 5%for all eligible employees. These pay recommendations tie directly to the Strategic Plan goal of "Improving Employee Recruitment and Retention" and maintaining a trained, committed, and valued workforce. We are struggling at every level of this organization to recruit and fill available positions, to the point where it is difficult to continue the same service levels. The pay adjustment should help improve this, and most importantly, will keep us from sliding even further behind. Capital: The adopted budget includes capital expenditures to assist in replacing critical infrastructure in our City. Increased capital spending includes funds for the Quail Creek and Rhea Road projects in the Stormwater Fund, replacement of facilities and equipment at the Landfill and the Transfer Station in the Sanitation Fund, and replacement of the portable voice radios for Public Safety in the Information Technology Fund. Impact of Inflation: The rising cost of goods and services through inflation is a key issue that the adopted budget is facing. The Municipal Cost Index(MCI) is a measure of inflation based on factor's influencing costs of goods and services from Municipalities. The year over year increase in the costs for municipalities has increased by 9.9%. The US Bureau of Labor Statistics, on August 15, 2022, released inflation data showing an increase of 8.5%. Municipal Cost Index(MCI)Yr.%Cha nge Trended Jul-22, Consumer Price Index(CPI)Yr.%Change Trended 14.0% 9.9% 14.0% 12.0% 12.0% LL.. 10.0% - 10.0% 8.0% - 8.0% 6.0% 6.0% 4.0% 4.0% 2.0% IIIIII IIIII111111III1 .111111 20% 111111111111111111111._IlIIIIIII 0.0% I 0.0% -2.0% -2.0% W W 01 01 01 01 O O O O N N N N N N OJ W 01 01 01 01 O O O O N N N N N N N N N N N N N N N N N N N N N N Q Q Q Q Q Q 0 Q Q Q Q Q Q Q Q Q 8 BUDGET MESSAGE GENERAL FUND REVENUE The adopted operating revenue budget for FY 2023 in the City's General Fund totals$91,552,713,which is 10.46% higher than the FY 2022 budget.The budget includes various projects and programs addressing key issues the City is facing such as inflation, increasing prices for supplies, chemicals, and services, as well as employee pay, recruitment, and retention. 2022-23 2020-21 2021-22 Adopted General Fund Actual Adopted Budget Budget %Change Revenue Property Tax $ 38,878,949 $ 41,498,269 $ 42,946,569 3.49% Sales Tax 28,362,467 25,332,885 30,680,000 21.11% Franchise Fees 5,452,158 5,176,870 5,465,127 5.57% Payment in Lieu of Taxes 1,521,075 1,624,913 1,550,000 -4.61% Other Tax Revenue 882,027 796,923 831,400 4.33% Service Charges 3,074,440 2,794,797 2,968,044 6.20% Licenses& Permits 1,623,596 1,923,600 1,701,991 -11.52% Fines& Forfeitures 2,198,977 2,548,781 2,516,357 -1.27% Contributions 179,483 185,696 213,419 14.93% Interest Income 40,740 48,500 1,654,947 3312.26% Misc. Revenues 3,226,564 953,278 1,024,859 7.51% Operating Revenue 85,440,476 82,884,512 91,552,713 10.46% The General Fund revenues broken out by category are listed below. General Fund Revenue by Source FY 2022-23 .Property Taos 46.91% a Sal, Tax 33.51% ■FranthiseFees5.97% •Payments n Lieu ofTaxes1.59% ■Other Tax Rey enuea.91% •Service Charges3.24% ■Liter-si &Permits 1.86% ■F ii,m&Forfetu nm 2.75% ■Contrtutpns0.23% ■Inter es Income 1.81% ■Mist.Rewenus1.12% 9 BUDGET MESSAGE GENERAL FUND REVENUE HIGHLIGHTS Property Tax Values: Property Tax is the largest source of revenue in the General Fund.The property tax base for FY 2023 is$6.6 billion, which is a 13.58%increase from the $5.8 billion tax base in FY 2022. Over the past five years, the City has seen an average annual growth rate of 6% in Property Tax Value, and a 10- year annual average growth rate of 4%. Home prices have reached record highs in the last year. Property Tax Values (in Billions) $6.596 $5.807 $5.075 $5.276 $5.456 2018-19 2019-20 2020-21 2021-22 2022-23 Property Tax Rate: The City's property tax rate has two components: (1) interest and sinking funds used to pay debt service (I&S), and (2) maintenance and operations (M&O).The table below shows the total of each over the past five years. Property Tax Rate Average Annual% Fiscal Year M&O I&S Total Rate $Change Change Change 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 0.000 0.00% 2021-22 0.726565 0.034363 0.760928 -0.002 -0.31% 2022-23 0.661579 0.032742 0.694321 -0.067 -8.75% -0.99% As indicated in the above table in FY 2019, the City's rate increased $0.024 to fund a voter-approved street maintenance bond. In FY 2020, 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. The rate did not change in FY 2021. In FY 2022, the rate decreased $0.002395. This adopted FY 2023 budget reduces the City's property tax rate by 8.75%or 6.66 cents from 0.760928 to 0.694321. 10 BUDGET MESSAGE Sales Tax: Sales Tax represents 33.51% of General Fund revenues and is an inherently volatile revenue source. Sales Tax is derived from businesses operating within City limits and is applied to goods and services sold. This revenue source is projected to increase 21.11%from the FY 2022 budgeted collections.As you can see in the chart below, the FY 2023 budget includes a 1.34% increase from FY 2022 projected sales tax revenue collections. Sales Tax Revenue $28,362,467 $30,273,000 530,680,000 $24,894,930 $25,205,998 $25,332,885 2018-19 2019-20 2020-21 2021-22 Est.2021-22 Est.2022-23 Actual Actual Actual Budget Comparison of Sales Tax Collections, Last 5 Fiscal Years (in 000s of$s) FY16-2017 FY 20-2021 FY 2021-22 FY17/FY21 City Actual Actual Budget Chan e Pearland 20,457 26,139 24,868 27.8% Abilene 31,193 39,550 37,424 26.8% Wichita Falls 22,413 28,362 25,333 26.5% Denton 36,841 45,405 46,247 23.2% College Station 28,562 34,840 33,694 22.0% San Angelo 17,677 21,528 20,371 21.8% Round Rock 41,577 49,202 57,408 18.3% Beaumont 38,954 45,633 43,450 17.1% Midland 42,763 49,734 51,000 16.3% Lewisville 28,702 32,409 33,524 12.9% 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 the City's right-of-way. This adopted budget slightly increases expected revenues from the prior year and utilizes the previously mentioned three-year average.These revenues will increase $288,257 or 5.57%. 11 BUDGET MESSAGE Payment-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.This revenue is projected to decrease $74,913 or-4.61%. Other Tax Revenue: Other taxes collected by the City include penalties and interest and mixed beverage sales. In total, Other Tax Revenue will increase$34,477 or 4.33%. Interest Income: The City receives interest earnings from idle funds that are invested with local government investment pools and fixed income securities. In recent years, low interest rates meant that interest earnings were below .25%. Recent actions by the Federal Reserve to increase interest rates to help curb inflation have changed the outlook for the markets and the estimated earnings for FY 2023 are 2.6%. The Adopted Budget for interest income in the General Fund is$1,654,947 which is a$1,606,447 increase from the FY 2022 adopted budget. GENERAL FUND CONSOLIDATED REVENUES The adopted budget's consolidated revenues total $103,351,602 which is $15,380,360 or 17.48% more than the prior year's adopted budget.The budget includes the use of$8,690,000 in surplus funds for one-time expenditures in accordance with policy and charter. Fund balance in the General Fund represents the net resources available for funding operations. The City strives to maintain the fund balance of the General Fund 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. Combined Revenue 2020-21 2021 22 2022-23 Adopted Percent General Fund Actual Collection Adopted Budget Change Budget Operating Revenues 85,440,476 82,884,512 91,552,713 10.46% Transfer In 3,769,421 3,883,430 3,108,889 -19.94% Other Financing Sources - 1,203,300 8,690,000 622.18% $ 89,209,897 $ 87,971,242 $103,351,602 17.48% Transfers In:This category reflects transfers in from other City funds, such as the franchise fees for the Water & Sewer Fund and the Sanitation Fund. There is a decrease from the previous year of $774,541 or 19.94%. Each year, the Sanitation Fund transfers approximately $800,000 into the General Fund. The transfer is used to expand the street maintenance program due to the wear and tear that sanitation trucks put on City streets. Due to the capital needs in the Sanitation fund in FY 2023, the transfer has been suspended and will resume in FY 2024. Total funding for street repairs increased in the Adopted Budget Other Financing Sources: This account shows transfers in from fund balance. Due to better than anticipated sales tax revenue, federal ARPA funds available for police overtime, and lower costs due to personnel vacancies, there is $8,690,000 in funds available for one-time expenditures as described above. 12 BUDGET MESSAGE GENERAL FUND EXPENDITURES For FY 2023, General Fund budgeted expenditures are $103,351,602 which is an increase of $15,380,360 or 17.48%, from the FY 2022 adopted budget. Of this amount, $8,690,000 is being used for one-time expenditures. A detailed list of these items may be found on page 7 of this letter. This adopted budget includes $4,775,000 in capital improvements. These capital improvements include an increase to the street overlay program,the purchase of police video infrastructure, completion of a Parks Master Plan, Parks and Recreation equipment replacement, a remodel of the Health Department reception area, and a needs assessment for public safety as well as standard General Fund Capital expenditures. A list of these items is provided on page 7. Additional items on the chart on page 7 are transferred from the General Fund to the applicable fund in this budget.These transfers total $3,915,000 and are listed as transfers out. 2021-22 2022-23 2020-21 Adopted Adopted General Fund Actual Budget Budget %Change Expenditures Personnel Services $60,375,403 $65,764,273 $ 68,882,329 4.74% Supplies 1,473,137 2,014,203 2,297,215 14.05% Maintenance & Repair 923,821 1,946,940 1,682,587 -13.58% Utilities/Other Services 7,014,707 8,024,693 10,137,551 26.33% Insurance &Contract Supp. 1,435,892 1,432,308 1,953,026 36.36% Debt Expenditures 300,525 200,323 315,884 57.69% Other Expenditures 5,814,237 4,159,170 4,719,200 13.46% Non Capital Improvements 39,376 117,500 154,541 31.52% Capital Improvements 1,710,238 3,640,369 8,326,673 128.73% Transfers Out 165,213 671,463 4,882,597 627.16% Total Expenditures $79,252,549 $87,971,242 $103,351,602 17.48% The table below illustrates General Fund expenditures as a percent of total. General Fund Expenditures by Classification FY 2023 .Personnel Ser yes 66.65% .Supplies 2.22% .PersonMaintenance&Reps. 5% Insur nce&C Services on.1. .Insurance&Contract Supp.1.89% a ▪Debt Expenditures0.31% I� .Other Expeiditures 4.57% .Non Cap Improvements0.15% .Capital lm pr ovem ents 8.06% .TransfersOut 4.71% 13 BUDGET MESSAGE GENERAL FUND EXPENDITURE HIGHLIGHTS Personnel Services: Personnel services include expenses for employee salaries and benefits, which provide for the services of the following General Fund departments: • Administrative Support: City Manager's Office, Human Resources Department, City Attorney, Public Information Office, and City Clerk • 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 The largest expenditure in the General Fund is the cost of the personnel necessary to provide these services to the community. The FY 2023 General Fund budget dedicates $68,882,329 or over 66% of total spending to personnel related expenses.This is an increase of$3,118,056 or 4.74%mainly due to pay increases for staff. Retirement Programs: The Fire Department receives pension benefits from the Fireman's Pension Plan, an independent plant. All other City employees earn retirement benefits from the Texas Municipal Retirement System (TMRS). The current TMRS contribution rate is 16.18%. This budget increases the fire pension rate to the same rate as TMRS (from 13.25%to 16.18%). The cost of this increase for the FY 2023 budget is $417,174. Pay Programs: The organization's most valuable asset is our employees.The adopted budget includes an across the board cost of living adjustment of 5%. This pay recommendation ties directly to the Strategic Plan goal of "Improving Employee Recruitment and Retention" and maintaining a trained, committed, and valued workforce. The adopted budget for these increases in the General Fund is$2,220,366.The table below shows changes to the Pay Plan over time. Fiscal Year Step Program COLA Increase 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% (Table continued on next page) 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. 14 BUDGET MESSAGE (Table continued from previous page) Fiscal Year Step Program COLA Increase 2016-17 Yes 1.50% 2017-18 Yes No 2018-19 Yes 3.00% 2019-20 Police/Fire Yes 5.00% Non-civil Service Yes 2.00% 2020-21 No No 2021-22 Yes 2.00% 2022-23 No 5.00% 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 long-standing programs remain unchanged for the FY 2023 adopted budget. Employee & Retiree Healthcare: The General Fund includes an additional $346,586 or 3%, to maintain our Employee/Retiree Health Care Program. Health care costs continue to rise at a fairly rapid pace, and this increase is needed to maintain the same level of health care benefits. Currently, employee/retiree premiums make up about 30%of the cost for health claims and the city contributions fund the remaining 70%for employees. In total,the General Fund budget dedicates$7,590,666 to this program. The Employee Benefit Trust Committee is responsible for managing this program. Supplies: Supplies in the General Fund total $2,297,215, an increase of$283,012, or 14.05%,from the prior year. This increase is reflective of increased costs such as lumber, steel, and chemicals due to inflation. Maintenance:The FY 2023 adopted budget includes a decrease of$264,353 or 13.58%due to the completion of projects at Memorial Auditorium. Utilities/Other Services:General Fund services have increased by$2,112,858 or 26.33%from the FY 2022 budget. This increase is primarily due to an increase in the cost of Central Garage Services of$1,219,940 or 25.9%due to higher costs of fuel, maintenance, and repair. This category also includes one-time costs from the use of excess funds for a Public Safety Facilities Needs Assessment for$200,000 and a Parks Master Plan for$200,000. Debt: This category represents lease payments for street lights and traffic signal communication equipment and has increased due to the timing of this year's payments. No changes to the agreements occurred. Transfers Out: The General Fund transfers out support to other funds for one-time expenditures and operating subsidies when needed.The adopted budget includes$3,915,000 for transfers from excess general funds for one- time expenditures listed on page 6 of this letter.The adopted budget for FY 2023 increases the MPEC subsidy from $400,000 to $500,000. As is the case in the current fiscal year (FY 2022), the Regional Airport and Transit Funds will not need subsidy due to available federal funding. 15 BUDGET MESSAGE FUND BALANCE—GENERAL FUND It is the City's policy to achieve and maintain an unrestricted fund balance in the general fund equal to 20% of expenditures. The General Fund will meet the policy in the current year, and is anticipated to meet its policy in FY 2023. Based on total expenditures, General Fund Unreserved Balance would need to be $20,670,320, which is 20% of $103,351,602 in expenditures. Excluding one-time expenditures, General Fund Unreserved Balance would need to be$18,932,320, which is 20%of$94,661,602. Total unrestricted fund balance is estimated to be$20.9M. General Fund Unreserved Ending Fund Balance $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- 2018-19 2019-20 2020-21 2021-22 Est.2022-23 FY2023 Policy 16 BUDGET MESSAGE WATER&SEWER SYSTEM FUND After maintaining the same water rates since 2014, the adopted FY 2023 budget includes a 5% increase in retail rates and the currently adopted fee ordinance includes a 5% increase in the following year as well. These retail rate increases will provide for additional water and sewer line replacements, address the impact of inflation, and maintain market competitive salaries. Due to inflation,the cost of replacing water and sewer lines is up over 111% and 52%respectively, and the cost of chemicals has increased approximately 150%. WATER AND SEWER FUND REVENUES Revenues for the Water and Sewer Fund come primarily from Water and Sewer Sales. The chart below outlines these revenues. 2021-22 2022-23 2020-21 Adopted Adopted Water&Sewer Actual Budget Budget %Change Revenues Water Sales $ 33,637,957 $ 35,113,945 $ 36,564,938 4.13% Sewer Sales 10,613,782 10,533,300 10,950,248 3.96% Other Financing Sources 1,400,000 100.00% All Other Revenue 2,305,533 1,412,691 1,584,897 12.19% Total Revenues $ 46,557,272 $ 47,059,936 $ 50,500,083 7.31% Water Sales: Water Sales make up the majority of the revenue in the Water& Sewer Fund at about 75%of total revenue. This accounts for both the residential and commercial sale of water by the City. The adopted budget anticipates a $1,450,993 or 4.13% increase in Water Sales.This increase is due to the increase in retail rates and is offset by estimated usage levels. Sewer Sales:The Adopted Budget anticipates sewer sales to increase by$416,948 or 3.96%. This increase is due to the increase in retail rates and offset by estimated usage levels. Other Financing Sources: Fund balance reserves of$1,400,000 are used for one-time capital expenditures. All Other Revenue: All other revenue has increased by $172,206 or 12.19%. This increase is primarily due to increases in expected interest earnings. 17 BUDGET MESSAGE WATER&SEWER FUND EXPENDITURES For FY 2023,Water&Sewer Fund expenditures are$50,500,083 which is an increase of$3,440,147 or 7.31%from the FY 2022 Adopted Budget. 2021-22 2022-23 2020-21 Adopted Adopted Water&Sewer Actual Budget Budget %Change Expenditures Personnel Services $ 10,436,672 $ 12,077,819 $ 12,552,046 3.93% Supplies 2,600,899 3,559,409 4,913,498 38.04% Maintenance&Repair 1,943,099 2,273,369 2,419,739 6.44% Utilities/Other Services 5,494,532 4,431,961 4,833,394 9.06% insurance&Contract Supp. 878,425 957,467 1,012,940 5.79% Debt Expenditures 11,456,436 12,755,940 12,717,289 -0.30% Other Expenditures 1,973,694 2,796,639 2,889,159 3.31% Capital Improvements 1,447,740 6,345,903 7,334,200 15.57% Transfers Out 1,771,811 1,861,429 1,827,817 -1.81% Total Expenditures $ 38,003,308 $ 47,059,936 $ 50,500,083 7.31% FY 2022-23 Expenditures by Classification lik ■ Personnel Services 24.86% ■Supplies 9.73% ■ Maintenance&Repair 4.79% ■ Utilities/Other Services 9.57% ■ Insurance&Contract Supp.2.01% Debt Expenditures 25.18% „,, , , 'i ■ Other Expenditures 5.72% ■ Capital Improvements 14.52% ■Transfers Out 3.62% 18 BUDGET MESSAGE WATER EXPENDITURE FUND HIGHLIGHTS Personnel Services: Personnel Services have increased $474,227 or 3.93%. This increase is mostly due to COLA and increases of 5%to help maintain market competitive compensation. Supplies:Supplies have increased$1,354,089 or 38.04%,from the prior year.This increase is reflective of a nation- wide increase in chemical and material costs, and is one of the primary drivers of the retail rate increase. Maintenance: Maintenance costs increased in this budget by$146,370 or 6.44%due to inflation. Utilities/Other Services:The FY 2023 budget anticipates an increase of$401,433 or 9.06% due to increased cost of electricity. Capital Improvements:The FY 2023 budget for capital improvements is$7,334,200.The adopted budget includes $4,000,000 for water and sewer line replacements, $1,000,000 for Lake Ringgold Permitting and associated fees, $600,000 for Reverse Osmosis and Microfiltration Element Replacement, $600,000 for Lift Station Rehabilitation and other investments in system infrastructure. WATER&SEWER FUND BALANCE The City's policy is to maintain 17% of expenditures in unreserved fund balance, less debt service. Of the fund's $50,500,083 expenditures in the adopted FY 2023 budget, $12.7 million is reserved for debt payments, bringing the operating budget to$37.8 million for purposes of determining unrestricted fund balance.This means that the total needed to meet the unrestricted fund balance policy is$6.4 million.The current unrestricted balance at the start of FY 2023 is anticipated to be $10.4 million. Total fund balance(restricted and unrestricted)anticipated at the beginning of FY 2023 is anticipated to be$36M. Restricted fund balance previously committed of$25.6M: • Lake Ringgold • Microfiltration Replacement Project • Capital Projects in progress • 9th Street Tower Unrestricted fund balance of$10.4M: • Propose use of fund balance for fund variance FY 2023 ($1.7M) • Additional reserves designated for the 61 Pipe Gallery($1.5M) • Use of$1.4M for increased water and sewer line maintenance • Water& Sewer Operating Fund ($9M) For budgeting purposes,the Water and Sewer Fund is shown in four separate funds and for accounting purposes as one fund. 19 BUDGET MESSAGE Unreserved Water& Sewer Fund Balance 512,000,000 S10,0cc0,OD 58,000,000 S6,000,000 i $4,000,000 52,000,000 5- 201E-19 2019-20 2020-21 2021-22 Est.2022-23 FY 2023 PoI 20 BUDGET MESSAGE SANITATION FUND The Sanitation Fund accounts for all of the City's business activity related to the collection of solid waste and composting materials,transfer of that waste to the centrally located Transfer Station,transportation of that waste to the landfill for disposal, and daily operation of the landfill. The FY 2023 budget proposes an increase in the City's fund balance policy from 15% to 20% of operating expenditures which is approximately $3.6 million. The estimated unrestricted fund balance for FY 2023 is $5.4 million,which is reflective of reduced spending in previous years due to the COVID-19 Pandemic as well as savings from budgeted but unfilled positions. Total budgeted revenues are expected to be $17,826,287 for FY 2023, which is an increase of $2,714,287 or 17.96%from the previous year's Adopted Budget. 2020-21 2021-22 2022-23 Sanitation Actual Adopted Budget Adopted Budget %Change Revenues Sanitation Fees-Alley Res $ 6,915,649 $ 6,895,000 $ 6,900,000 0.07% Sanitation Fees-Commercial 5,963,561 5,900,000 5,900,000 0.00% Landfill Fees 2,386,701 1,700,000 2,000,000 17.65% All Other Revenue 895,070 617,000 3,026,287 390.48% Total Revenues $ 16,160,981 $ 15,112,000 $ 17,826,287 17.96% Expenditures Personnel Services $ 4,293,213 $ 4,854,170 $ 5,038,961 3.81% Supplies 296,969 355,436 392,994 10.57% Maintenance& Repair 112,080 180,540 545,290 202.03% Utilities/Other Services 4,850,387 4,647,984 5,349,867 15.10% Insurance&Contract Supp. 97,394 84,522 74,049 -12.39% Other Expenditures 488,787 445,504 444,931 -0.13% Non-Capital Improvements - 6,000 6,000 0.00% Capital Improvements 2,203,860 2,827,843 5,005,123 76.99% Transfers Out 1,685,610 1,710,001 969,072 -43.33% Total Expenditures $ 14,028,300 $ 15,112,000 $ 17,826,287 17.96% SANITATION REVENUE & EXPENDITURES HIGHLIGHTS The Adopted Budget for the City's Sanitation Fund includes the following highlights. Sanitation Revenues: Total Revenues for the Adopted Budget increased by$2,714,287 or 17.96%. This increase is primarily due to the use of$1,929,287 of one-time funds for a new entrance scale at the Landfill and a new compactor. Revenue was also impacted by increased use of the Landfill of $300,000 and an increase in interest income of $200,000. The adopted budget maintains the current retail rates. 21 BUDGET MESSAGE Sanitation Expenditure Highlights: Personnel Services: Personnel Services account for over a quarter of all expenditures in the Sanitation Fund.This adopted budget increases Personnel Services by $184,791 or 3.81% primarily due to a 5% overall increase for COLA increases for staff to help maintain market competitive compensation. Supplies: Supplies in the Sanitation Fund total $392,994, an increase of$37,558, or 10.57%, from the prior year. This increase is reflective of cost increases in the economy due to inflation. Maintenance & Repair: These costs are $364,750 or 202.03% higher than the FY 2022 budget due to costs for building maintenance and repairs to the transfer station budgeted in FY 2023. Utilities/Other Services: The cost of utilities is projected to increase in FY 2023 by $701,883, or 15.10%, mostly due to increased fuel and utility costs. Capital Improvements: This category is used to purchase major equipment and vehicles that keep the Sanitation Collection service, Landfill, and Transfer Station running smoothly and efficiently. Planned capital expenditures include replacement of three (3) Curbside Automated Sideload trucks, one (1) Alley Sideload truck, and one (1) Commercial Frontend Loader. Plans also include a new entrance scale for the Landfill and a new compactor which are funded from available excess funds.The increase of$2,177,280 or 76.99%is due to increased equipment costs, installation of a new scale and compactor at the Landfill. Transfers Out:This account is for operating transfers to other City funds.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. In the current year, the $800,000 transfer for street maintenance is excluded to increase funds needed for capital which explains the 43.33% reduction in this category. 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 $13,160,705, an increase of $2,641,783 or 25.11% from the FY 2022 budget and is primarily due to increased fuel costs which increased by$2,141,832 or 94%from the prior year's budget. Regional Airport: The Regional Airport Fund is an Enterprise Fund, which is supported by user fees and federal grants. For FY 2023,this fund does not require a subsidy from the General Fund.The City's Regional Airport Fund adopted FY 2023 budget is $1,914,554 which is $299,265 or 13.52% lower than the FY 2022 Budget because the FY 2022 Budget included a debt service payment that will be made with FAA ARPA funds. 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 FY 2023 is $1,156,098, which is a $145,985, or 14.45%, increase from the prior year budget, mostly due to higher fuel costs. For FY 2023,this fund does not require a subsidy from the General Fund. Transit: The Transit Fund is an Enterprise Fund that is primarily funded through Federal and State Grants and provides for the operation of the City's public transit system.A small subsidy from the General Fund is sometimes used to cover any remaining expenditures. Due to legislation passed in response to the COVID-19 Pandemic, City Transit Operations will be subsidized via the Coronavirus Aid, Relief, and Economic Security (CARES) Act Funds through the Federal Transportation Administration (FTA). The Transit Fund budget is $4,805,630, which is a 22 BUDGET MESSAGE $1,415,181 or 41.74% increase from the previous year due to increased grant funding. Transit Operations and Preventative Maintenance now operate out of the new Transit Center on Old Windthorst Road. This fund does not require an operating subsidy. 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). In October of 2021,the City resumed management of the MPEC facilities after the five-year agreement with a third-party management company expired. During that time, the City has made tremendous improvements to the facilities and will have held over 260 events through the end of FY 2022. The fund's total operating expenditures increased by $1,002,114. This increase is due to the COLA increases for personnel, an increase in cost of goods and supplies, and an anticipated increase in the cost of utilities. The adopted budget increases the operating transfer from the General Fund from$400,000 to$500,000. The budget also includes a recommended one-time transfer from the General Fund's surplus fund balance of $2,689,000. The funds will be used for capital improvements to update and renovate Ray Clymer Exhibit Hall and to update the catering/concession areas. The funds would also be used to establish a Co-Promotional Show fund. Venue Tax Fund:This budget includes an allocation of$600,000 in the voter approved Venue Tax Fund.This fund, established in 2020, collects the City's 2%Venue Tax. This allocation will be used for updates and projects at the MPEC as well as debt service on the venue tax bond. 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 $5,531,075, which includes internal service charges of$4,114,825 and is an increase of$2,182,645, or 65.18%,from the FY 2022 budget.This fund's total budget increased due to the use of prior year reserves for capital improvements including the replacement of the portable radios for Public Safety and the costs to implement and operate the communications system that support the radios. The Information Technology Fund is now paying two thirds of the MDT Radio Maintenance previously charged to the 4B Sales Tax Corporation. Water Park:The Water Park Fund is an Enterprise Fund, and contains the budget for Castaway Cove Water Park. The total budget for the Water Park is$2,269,653,which is an increase from last year due to increased ticket sales and a $575,000 transfer in from excess general funds. When combined with income from water park operations, the excess general fund revenue transfer will help fund the addition of a new attraction. Golf Course: The Golf Course budget is devised to align with the City's management services agreement with A.P.G.L. Under the terms of that agreement, the City is responsible for reimbursing A.P.G.L. for golf course expenses, plus$120,000 for complete management oversight of the course. In exchange,the city receives nearly all of the revenue at the course.The Golf Course estimates revenues and expenditures for FY 2023 at$1,416,867. This includes $900,000 in revenue from use fees, $311,000 as a transfer in from excess general funds, and $205,867 from the Golf Course prior year reserves. The funds will be used for course operations and capital improvements for the gazebo and the addition of range lighting. Stormwater: The Stormwater Fund has a total budget of $9,537,472, which is an increase of $4,359,047, or 84.18%. This increase is largely due to the use of reserve funds to continue with Phase 2 of the Quail Creek Drainage Project. 23 BUDGET MESSAGE ECONOMIC OUTLOOK The City of Wichita Falls is in a strong financial condition. Although sales tax revenue has been showing strong growth, it remains a volatile revenue source, and generally tracks the overall economy. Record high inflation has led to rising interest rates. This in turn could lead to a recession at some point over the next 12-24 months. If this occurs, history has shown that our sales tax revenue will decline. That said,we are in a good position to deal with a light, short-lived recession without severely impacting service delivery. 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. CONCLUSION The FY 2023 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 continue improvements to employee compensation and infrastructure.The City will remain vigilant in meeting the needs of the community as inflation continues. Lastly, I would like to thank the staff whose efforts went into the creation of this budget. I also want to 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, 62.4.40.4"— Darron J. Leiker, y Manager 24 ��4[a 516 T E X AS Community Profile 25 COMMUNITY PROFILE WICHITA FALLS By most accounts, _„1 The City of Wichita Falls is comfortably nestled in Wichita Falls can ''" the northeast corner of the Panhandle/Plains area be summed up -'- �wa. of North Texas. Wichita Falls is an economically with two words; "� , ^ '" '° . progressive city, and home to commerce and pleasant and — industry with worldwide interests. Located in, and comfortable. - ° 4^ • the county seat of,Wichita County,Wichita Falls has ' awn an approximate population of 102,988, and is the 40th most prosperous city in Texas and considered ■rtu � � � �+ '°�°' the population center of North Texas. " ° The central business district is 5 miles from Q.J Sheppard Air Force Base, which is home to the -�- Air Force's largest technical training wing and Euro-NATO Joint Jet Pilot Training (ENJJPT) � .. � �- program. The City has several institutions of `u - higher learning, an eager workforce, a strong xti ", .-, ' , international presence through Sheppard Air n x ' m ti" 0.,"i Force Base, a community spirit geared toward i � .. family and friends, and a desire to see this thriving city continue to grow and prosper. Wichita Falls is about 15 % I / Wichita Falls experiences Annually, miles (24km) south of a humid subtropical temperatures the border with climate, featuring long, of 100 °F Oklahoma, 115 mi hot, and humid occur (185km) north west of summers, and cool approximately Fort Worth, Texas, and 140 mi winters. The city has some of the 28 days a (225km) southwest of Oklahoma highest summer daily maximum year, with 102 City, Oklahoma. The City has a total temperatures in the entire U.S. days of area of 70.1 square miles. Wichita Temperatures have hit 100 °F (38 °C) as temperatures Falls is located less than two hours early as March 27, and as late as at 90°F or from Dallas-Fort Worth and October 17. Winters are mild, with only higher. Oklahoma City. one or two snowy days a season. www.wichitafallstx.gov 26 it 1 -E. Fun Fact: By the 1950's Wichita Falls carried _. the nickname "Factory City," for having over 100 manufacturing companies, 127 wholesale outlets and 741 retail stores. • sIty "'F u-'y x 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. On September 27th, 1876, a sale of town lots was held at the corner of Seventh and Ohio streets - the birthplace of the City. That same day, the City was officially titled Wichita Falls. The formative years of the City were economically driven by farming and ranching. The arrival of the Fort Worth & Denver railroad transformed Wichita Falls from a loose collection of cottages to a thriving market center. The railroad enabled ranchers to ship their cattle to Fort 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. 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 which hires a professionally trained manager to oversee the delivery of public services. The City of Wichita Falls has a Mayor and six-member Council who are elected into 3 year terms in non-partisan elections. 27 EDUCATION Wichita Falls ISD Staff 1,037 FTEs Students 13,587 M y ;�yy,W" pep k "' .. Elementary Schools 19 rr Middle Schools 3 High Schools • Elementary/secondary schools 2 *Data courtesy of Texas Tribune(6/2/2022) +fir Public Schools Higher Education In FY 2020-21, the citizens of Wichita Falls voted to Wichita Falls is home to Midwestern State approve a bond proposition to construct two new high University (MSU), a public university that schools for the Wichita Falls Independent School currently enrolls over 5,500 students. MSU was District (WFISD). The new high schools. Wichita Falls Memorial High School and Wichita Falls Legacy High founded in 1922 as a local junior college, and in School,will allow the WFISD to retire the Wichita Falls its 100 years of operation, has grown to a High School building that was constructed in 1922; the regional state university serving a wide and two other high schools,John R. Hirschi High School varied student population. In September 2021, and S.H. Rider High School, will become middle Midwestern State University became the fifth schools at the completion of Legacy's and Memorial's construction. The new high schools, and additional member of the Texas Tech University System. outdoor practice/competition facilities, are currently Midwestern is the state's only public institution set to open in the fall of 2024. More information about focused on the liberal arts. MSU has 16 these new high schools, including locations, can be undergraduate programs offering 42 majors and found at the Wichita Falls Independent School 30 minors, and 9 graduate programs offering 28 District's website. majors and 15 minors; providing a wide variety of Memorial and Legacy high schools will be state of the art additions to the WFISD collection of upgraded programs in liberal and fine arts, mathematics, education facilities,which already includes the Career applied sciences, business, and science. Education Center (CEC) that opened in August 2017. The CEC provides technical training in a wide variety of Vernon College currently enrolls 2,790 students disciplines, including: automotive services, welding, and serves 12 counties in the Texoma area, agricultural sciences, construction, graphic design. business & marketing, culinary arts, criminal justice, including branch campuses in Wichita Falls. The health science, engineering, and more. These programs college offers a wide range of vocational and schools allow the WFISD to exceptionally prepare development programs, such as nursing, the next generation of professionals to excel,whether automotive, computer science, welding, farm they attend college join the military, or enter the and ranch management, and much more. workforce after graduation. *Data courtesy of the Wichita Falls Independent School District(6/2/2022)28 *Data courtesy of MSU Texas,Vernon College(6/2/2022) HEALTH CARE United Regional Health Care System is located in Wichita Falls, Texas and -- _ provides comprehensive medical care err A including inpatient and outpatient ,, is s " t - services, advanced diagnostics, surgical -M �", 'r"` �" ' '- ------ - specialties and life-saving emergency care is � w i . I i a a ' _ to a nine-county service area. It has the �- `" area's only Level II Trauma Center and t � � 1 1 ► serves as the Primary Stroke Center for the ...� - region. ,. United Regional's passion is to provide c f iIw excellence in health care for the ` w. communities it serves. To accomplish this passion, the System continues to reinvest a , it" - - ' in advanced technology, modern facilities, and the recruitment and retention of LARGESTEMPLOYERS highly skilled employees and physicians to ensure that the current and future medical needs of the area are met. 1. Sheppard Air Force Base 8,987 2. United Regional Health Care System 2,305 United Regional Health Care 3. Wichita Falls ISD 1,854 Clinic visits 170,000 4. Midwestern State University 1,354 ER Visits 69,000 5. City of Wichita Falls 1,223 Hospital Outpatient Visits 75,000 Hospital Admissions 14,000 6. Wal-Mart - 3 locations 1,069 Surgeries 9,200 7. North Texas State Hospital 970 Births 1,900 8. James V. Allred Prison Unit 939 Physicians 225 9. United Supermarkets - 3 locations 823 *Data courtesy of United Regional Health Care(6/2/2022) 10. Work Services Corporation 791 *Data courtesy of Wichita Falls Annual Comprehensive Financial Report(9/3 0/2 0 21 1 ubxxdWWw 100+ o o Did you 10-19 kno&, ? ' #of f employees 62% of businesses in the - 5-9 WFMSAhire1-4 employees 1-4 29 *Data courtesy of the Wichita Falls Chamber of Commerce(6/2/20221 DEMOGRPAHICS Economic Activity. 2,000,000 1,500,000 01 r 0 N w 1,000,000 O i N M C O M -0 500,000 D 0 S I- 0 y e by e4, e4, ht• 4e' �e0 jha` �ha` �a eQ eiy °fie r No e4e` a°tit oS oat' atc * ra c�°cam P,,, �a met ah a• to (.,a �.r rr0 ! Total Households 37,297 '" ' $17.503 0l 55.7% 57.AAverage Household Size 2.76 Median Household Income (2019 dollars) ,55.7% 57.8% 2015-2019 $47,335 Labor Force Labor Force Retail Sales Per Capita Income in past 12 months Participation Rate, Participation Rate, P Total per capita(in P (2019 dollars)2015-2019 $24,762 thousands of Female 2019 dollars) Population By Race Two or More Races 5.2% Hispanic 21.2% American Indian and Alaska Native White Alone(not Hispanic or Latino) 1% 57.9% African-American 12.1% 30 *Data courtesy of United States Census Bureau.(6/3/2022) RECREATION & ENTERTAINMENT Wichita Falls prides itself on having something for .,,. " _ ' ; �;; .: E 1 everyone.Once here you will find considerable cultural ? activities from the symphony to'good old'Texas rodeos.The ";� ry City has a wonderful twenty-mile-long trail system that winds through neighborhoods and along attractive streams for use 1 V by walkers,joggers, bicyclers and roller-skaters as well as an ,° additional parks system featuring 39 parks within the city . . 4„ ,1 limits.The parks are great for family outings with spacious , 141.l picnic shelters, playgrounds, nature trails,duck ponds,and more. In November 2019,Wichita Falls was awarded a Bronze- + ', I d-P , iUv level Bicycle Friendly Community award from the League of .:° � ., . ,. "�r k ' -`',, * : .* , :-' a - gym American Bicyclists.This award recognizes Wichita Falls' ^ - ; commitment to ensuring transportation and recreational , q{,' infrastructure and promoting sustainable transportation d :� - r ' j choices.Wichita Falls has been committed to making the City more bike-friendly, including adding more infrastructure to make roads and trails more accessible to bikers. Wichita Falls has a significant international character through Sheppard's Euro-NATO Joint Jet Pilot Training ` h(ENJJPT)program.The ENJJPT program provides the finest err fighter pilot training in the world and is utilized by seventeen different NATO countries. You can also enjoy the Wichita Falls ballet troupe,the Museum of North Texas History,symphony,community '.'d. .7:E.33 ire,,* .",'.•'u *t '� theaters featuring everything from Shakespeare to rock concerts, professional hockey,Skate Park, newly renovated municipal golf course,college football and basketball,festivals p. and fairs,Castaway Cove Waterpark,family entertainment '' ., centers, nearby lakes,and the Wichita mountains.The City - , ." 1 hosts a Multi-Purpose Event Center with convention facilities, I _ 1 ri a 10,000-seat arena,agriculture building, and more.Wichita t91h '' r _ Falls offers year-round entertainment and activities that are y0 'R° �7 _ FI II, guaranteed to keep you and your family as busy as your _ triim rig , . °� 4, , schedule will allow. ; - . 31 --/ �C i[aa TEXAS All Fund Budget Summary 32 City of Wichita Falls,TX FY 2023 Budget Summary by Fund All Funds Water&Sewer Sanitation General Fund Fund(All) Fund Special Revenue Debt Service All Other Funds Total Proj.Beginning Balance $ 33,712,000 $ 36,000,000 $ 8,080,000 $ 3,291,000 $ 1,486,350 $ 21,444,087 $ 104,013,437 Less:Restricted Bal. (4,097,000) (25,600,000) (2,680,000) - - (3,925,870) (36,302,870) Available Balance 29,615,000 10,400,000 5,400,000 3,291,000 1,486,350 17,518,217 67,710,567 Revenues Taxes 81,473,096 - - - 2,166,095 2,800,000 86,439,191 Service Charges 2,968,044 49,014,984 15,650,000 - - 23,516,995 91,150,023 Licenses&Permits 1,701,991 - - - - - 1,701,991 Fines&Forfeitures 2,516,357 - - - - - 2,516,357 Intergovernmental Rev - - - 8,240,206 - 4,219,830 12,460,036 Contributions 213,419 - - - 1,878,225 35,000 2,126,644 Misc.Revenues 2,679,806 1,485,099 247,000 262,926 - 5,611,608 10,286,439 Transfer In 3,108,889 - - - 1,653,517 4,465,000 9,227,406 Other Fin.Sources* 8,690,000 - 1,929,287 - - 7,289,588 17,908,875 Total Revenues 103,351,602 50,500,083 17,826,287 8,503,132 5,697,837 47,938,021 233,816,962 Expenditures Personnel Services 68,882,329 12,552,046 5,038,961 2,779,556 - 8,728,443 97,981,335 Supplies 2,297,215 4,913,498 392,994 176,492 - 8,523,233 16,303,432 Maintenance&Repair 1,682,587 2,419,739 545,290 94,484 - 4,451,204 9,193,304 Utilities/Other Services 10,137,551 4,833,394 5,349,867 1,536,948 - 4,353,250 26,211,010 Insurance&Contracts 1,953,026 1,012,940 74,049 - - 438,352 3,478,367 Debt Expenditures 315,884 12,717,289 - - 5,697,837 736,695 19,467,705 Other Expenditures 4,719,200 2,889,160 444,931 3,912,152 - 1,580,367 13,545,810 Non Capital Improv. 154,541 - 6,000 - - - 160,541 Capital Improvements 8,326,673 7,334,200 5,005,123 3,500 - 18,041,672 38,711,168 Transfers Out 4,882,597 1,827,817 969,072 - - 1,084,805 8,764,291 Total Expenditures 103,351,602 50,500,083 17,826,287 8,503,132 5,697,837 47,938,021 233,816,962 Anticipated Change (8,690,000) - - - - (7,289,588) (17,908,875) Ending Available Bal. $ 20,925,000 $ 10,400,000 $ 5,400,000 $ 3,291,000 $ 1,486,350 $ 10,228,629 $ 49,801,692 33 City of Wichita Falls,TX FY 2023 Budget Summary by Fund All Other Funds Kickapoo Hotel/ Venue Tax Duplicating Regional Airport Golf Course Waterpark Motel Fund Services Airport Fund Fund Fleet IT Transit Fund Storm Water Fund Fund Proj.Beginning Balance $ 1,000 $ 834,857 $ 105,800 $ 85,000 $ 23,600 $ 1,605,000 $ 4,511,000 $ 1,100,000 $ 11,853,430 $ 240,400 $ 1,084,000 Less:Restricted Bal. - - - - - - - - (3,500,000) - (425,870) Available Balance 1,000 834,857 105,800 85,000 23,600 1,605,000 4,511,000 1,100,000 8,353,430 240,400 658,130 Revenues Taxes 2,200,000 600,000 - - - - - - - - - Service Charges - - 118,183 271,120 120 12,662,394 4,114,825 584,000 3,700,000 900,000 1,166,353 Intergovernmental Rev - - - - - - - 4,219,830 - - - Contributions 35,000 - - - - - - - - - - Misc.Revenues 2,003,785 - - 1,618,434 1,130,978 158,311 - 1,800 170,000 - 528,300 Transfer In 3,189,000 - - 25,000 25,000 340,000 - - - 311,000 575,000 Other Fin.Sources - - - - - - 1,416,250 - 5,667,472 205,867 - Total Revenues 7,427,785 600,000 118,183 1,914,554 1,156,098 13,160,705 5,531,075 4,805,630 9,537,472 1,416,867 2,269,653 Expenditures Personnel Services 1,658,021 - 24,048 510,747 279,280 2,309,494 1,454,606 1,588,579 374,744 - 528,924 Supplies 826,360 - 3,500 524,176 580,806 5,279,066 209,002 977,359 18,330 - 104,634 Maintenance&Repair 190,250 - - 127,706 21,470 2,047,591 1,547,121 314,543 156,589 - 45,934 Utilities/Other Services 1,453,954 - 400 223,836 111,348 79,324 323,343 436,620 254,231 936,867 533,327 Insurance&Contracts 131,000 - - 22,130 11,938 159,264 - 49,407 200 - 64,413 Debt Expenditures 261,880 - - - - 474,815 - - - - - Other Expenditures 392,320 - 90,235 292,427 151,256 271,733 24,849 279,122 16,005 - 62,421 Non Capital lmprov. - - - - - - - - - - - Capital Improvements 2,514,000 446,600 - - - 2,227,418 1,972,154 1,160,000 8,311,500 480,000 930,000 Transfers Out - 153,400 - 213,532 - 312,000 - - 405,873 - - Total Expenditures 7,427,785 600,000 118,183 1,914,554 1,156,098 13,160,705 5,531,075 4,805,630 9,537,472 1,416,867 2,269,653 Anticipated Change - - - - - - (1,416,250) - (5,667,472) (205,867) - Ending Available Bal. $ 1,000 $ 834,857 $ 105,800 $ 85,000 $ 23,600 $ 1,605,000 $ 3,094,750 $ 1,100,000 $ 2,685,958 $ 34,533 $ 658,130 34 BUDGET SUMMARY ALL FUNDS Revenue and Expenditure Discussion Prior Two Years to Current Year: Fiscal Year 2021: The City conservatively set revenue expectations and adjusted costs to address the Pandemic in FY 2020. The FY 2020 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 Directors to consider cutting their budget to address the Pandemic, while ensuring that there was no decrease in City services. As the year progressed,the City saw stable revenues; however,the economic effects of the Pandemic are ongoing and could further affect the City in coming years.The City received additional federal funds,including an allotment from the American Rescue Plan Act, passed in March of 2021. 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 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 population has remained stable.This lack of 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 FY 2021,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; • 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 2022: The City implemented the following pay plan recommendations in FY 2022: • 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. These pay recommendations tie directly to the Strategic Plan goal of "Improving Employee Recruitment and Retention"and maintaining a trained, committed, and valued workforce. In total,the implementation of the plan increased payroll costs by approximately$4.4 million citywide. 35 BUDGET SUMMARY ALL FUNDS 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 The FY 2022 budget included 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 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 1,203,000 The FY 2022 budget used 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 The FY 2022 budget moved 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. The budget also provided for six new positions in the Water& Sewer Fund. The FY 2022 budget committed funds for future capital improvement and equipment needs. Together with the one-time funds, these commitments decreased unencumbered fund balance by $5,300,300 while the City maintained its fund balances to policy. Fiscal Year 2023—Current Year's Budget: 36 BUDGET SUMMARY ALL FUNDS Overall, property tax levies are expected to increase by 3.63%. The FY 2023 property tax base is anticipated to be 13.58%higher than last year due to a strong area economy in recent years. The budget reduces the City's property tax rate from .760928 to .694321, or by 8.75%. Sales Tax receipts have shown significant growth since the pandemic and are expected to increase 21.11% compared to the previous year's budget and 1.34%from the FY 2022 collections. Service charges are expected to increase by 6.71%mostly due to the increase in water rates. The adopted budget includes a 5%increase to water rates for FY 2023 and the currently adopted fee ordinance includes a 5%increase in the following year in order to help keep up with the increased cost of chemicals and other supplies due to inflation, to help maintain market competitive salaries for staff, and to increase fund balance reserves to help ensure adequate funds for emergency needs that may arise. The examples of increased cost, shared during the Pre-Budget Workshop are listed below.The City has held water rates the same for 8 years in a row, absorbing all of the cost increases for labor, supplies, and construction over this time period. • Water main replacement cost has more than doubled since 2020, up an average of 111%. • 2020 Cost=$70.50/LF • Today's Cost=$148.00/LF • Sewer line replacement has increased 52%per linear foot since 2020. • 2020 Cost=$124/LF • Today's Cost=$188/LF • Due to the age of city water and sewer lines, additional funding is needed for replacement, repair and maintenance. The rising cost of goods and services through inflation is a key issue that the adopted budget is facing. The Municipal Cost Index(MCI) is a measure of inflation based on factor's influencing costs of goods and services from Municipalities. The year over year increase in the costs for municipalities has increased by 9.9%. The US Bureau of Labor Statistics, on August 15, 2022, released inflation data showing an increase of 8.5%. Municipal Cost Index(MCI)Yr.%Cha nge Trended Jul-22, Consumer Price Index(CPI)Yr.%Change Trended ---- 14.0% 9.9% 14.0% Jul-22, 12.0% 12.0% 8.5% 10.0% - 10.0% 8.0% 8.0% 6.0% - 6.0% 4.0% 4.0% 20 0.0% IIII IkIIIIIIh.IIII.1, .1111111 20/ HIIIiiiiiiiiiiHIHL1iiIIiiiI 0.0% -2.0% -2.0% W W 01 01 01 01 O O O O N N N OJ W 0, 0, 0, 0, O O O O N N N N N N N N N N N N N N N N N N N N N N N N Interest income is earned from reserves that are invested with local government investment pools and fixed income securities. In recent years, low interest rates meant that interest earnings were below .25%. Recent actions by the Federal Reserve to increase interest rates to help curb inflation have changed the outlook for the markets and the estimated earnings for FY 2023 are 2.6%. This generates a $2,238,447 or 839.94% increase in this category. 37 BUDGET SUMMARY ALL FUNDS This budget includes across the board cost of living adjustment of 5.0%. This change will provide a 5.0% pay increase for all eligible employees. These pay recommendations tie directly to the Strategic Plan goal of "Improving Employee Recruitment and Retention" and maintaining a trained, committed, and valued workforce. This adopted budget includes the use of one-time funds (surplus fund balance) in the General Fund and other funds to complete these one-time projects: Project Amount Police Tactical SWAT Vehicle (MRAP) $340,000 Golf Course Pavilion and Range Lighting (gap funding) 311,000 Castaway Cove Water Park New Attraction (gap funding) 575,000 MPEC Co-Promotional Show Fund 100,000 MPEC Exhibit Hall Remodel Projects (Venue Bond gap funding) 2,589,000 Street Improvements 2,000,000 Police In-Car Video Infrastructure 800,000 Parks Master Plan 200,000 Parks and Recreation Equipment Replacement 525,000 Health Dept. Reception Area Remodel 350,000 Public Safety Facilities Needs Assessment 200,000 Contingency 700,000 General Fund Total $8,690,000 Water& Sewer Capital 1,400,000 Sanitation Fund—Landfill Scale&Compactor 1,929,287 Stormwater Fund -Quail Creek, Duncan Channel, Rhea Road 5,667,471 Golf Course Fund - Irrigation and Capital Improvements 205,867 IT Fund - Public Safety Radio Replacement 1,416,250 Grand Total One Time Uses $19,308,875 FY 2023 Proposed Budget to FY 2023 Adopted Budget: The City's Proposed Budget was presented to the City Council on July 26, 2022. On August 16, 2022, the City Council met to conduct their Budget Workshop.This was the second City Council meeting directed at the FY 2023 budget.The first was held on June 7, 2022. At this workshop to discuss the Proposed Budget on August 16, 2022, the City Council considered the Proposed Budget. Of note in this fiscal year, was a proposal to increase retail water and sewer rates to combat ongoing struggles with inflation, rising costs, and staffing shortages.The Proposed Budget included a recommendation to increase retail water and sewer rates by 9%. This was the first proposed rate increase to retail water rates in 8 years. The last change to retail sewer rates occurred in 2012. The City Council determined that, rather than increase retail rates 9%,they would increase retail water rates over two years, by 5% per year. For this change to occur, and for the Water and Sewer Fund to meet needs impacted by inflation, the decision was made to fund $1.4M in ongoing maintenance using available fund balance in the current year in the Water and Sewer Fund.This was the only change from the Proposed to the Adopted Budget. 38 BUDGET SUMMARY ALL FUNDS Budget&Financial Forecasting: The Finance Department updates long-term cash forecasts 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.The City has received recognition from Standard and Poor's for the intracity of the City's forecasting models. Ten Year General Fund Forecast Model with Historic Totals: Revenues and Expenditures are forecasted based on current economic conditions, proposed changes to economic conditions and averages for stable sources/uses. In each Fund Summary,throughout this document, discussion of revenues and expenditures are included. 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. Additionally, the City forecasts reserves needed for meeting Strategic Plan goals, funding infrastructure and any upcoming capital needs. Revenues and Expenditures are forecasted for all funds, an example of this process is listed below for the General Fund. Chart 10 YR General Fund Forecast 120000000 100000000 80000000 .. 60000000 40000000 20000000 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 Adopted Adopted Actuals Actuals Actual Actual Adopted Est Est Est Est Est Est Est Budget ■ TOTAL REVENUES(w/transfers) ■ TOTAL EXPENDITURES 39 BUDGET SUMMARY ALL FUNDS GENERAL FUND REVENUE AND EXPENDITURE COMPARISON 10 TEAR ,, lase ap red68l[ff DS Adopted Adopted Adopted Budget Est Est Est Est Est Est Est yirlu>9NOTES.. T CMn9e ReG NMNG FUND BALANCE 14,19],498 14.639.4980.70N 4,6990 T0i 14,6996363 15,6693153 2133838.2U.70 314335 T3i 42,598.1.153 33,9882543 32,342 53 38,3322.56i 28,58325i3 26,8682 8i 25,445974 24,254,582 Average revenue increase v BE nue pasr Years SALES T. 22122692 22.379.694 24894.930 25.205.996 28362667 30666111 30.680.000 31.140.200 31.607.303 3208 413 32.562.634 33.051073 33.546.839 FENDS 15% PAYMENT IN LIEU OF TAXES 90.1 1.099.024 1.203.672 1.417.230 1b21.075 1.439.374 1S50.000 1S01.000 1,612,620 1,644872 1.6]].770 1,711325 1.745552 1.700.463 2,YR. PENALTIES AND INTEREST 320000 320000 307166 351466 363889 3]9]18 MIXED BEVERAGE TAX 295.000 290.000 320,,163 255,016 309.057 320641 310.000 r 320.050 r 332,080 r 343,703 r 355.732 r 360183 r 301,069 r 394.407 3.5%IYR. 1848.354 INTEREST 07b00 170b00 836.467 363,212 40.710 309.627 1.640.000 1.672.000 1,706256 1,740381 1.775.109 1,010693 1.346906 1.003.044 2,YR. OD PERMITS MILITARY HOUSING 350.064 371.535 370.073 394,160 403.007 415.090 427.551 4403]]17 453500.79 467.196A6 40121235 495.640.72 51051,10 525,033.73 3,YR. OPERATING 712 71,720,126 762 7 8 35.401319 90337394 SANITATION FUND IN 800.000 800.000 800.000 800.000 800.000 800.000 91,33 93,6 96 0 98 000A00 OXEN 9g006 28 1818 1836 18 000 000.000 OXEN 6,38006 30 1 000 91000.000 4A , 2,TOTAL REVENUES[rl Nanslers] T2.130.314 T2.629.697 77.263.174 T9.902.508 06.377.459 91.203.490 r 91.552.T13 94.600.055 97.075.009 99.541.889 102.001.359 184695.800 107.307.624 110.159.2T5 R TRANSFERS IN ?245,079 2,825,384 2,544,]]0 2,664,903 2,969421 3,083430 08,889 ?186,611 3,2662]] 3,34933 3,40,632 3,51]423 3,605358 3,695,49 ne p elands OTHERFINANCING SOURCES 0.690.000 LTIT, nrE51r11ran-7, 74.375393 75.455.081 ]9.30],944 33507.411 33340380 94360320 103351.602 93363400 100341.365 102,389823 105.512330 108313330 110,992982 113354367 Cash Flow Forecasts: Cash forecasts are scrutinized in 36-month formats, the below charts show the results of this forecast. As mentioned, cash forecasts are completed monthly and are snapshots in time. General Fund Cash Flow Forecast 70,000 60,000 50,000 40,000 30,000 0,000 10,000 JAA'\ OCT-2021 MAR-2022 AUG-2022 JAN-2023 JUN-2023 NOV-2023 APR-2024 SFP-2 1 Cash Balance -Inflows Outflows Water & Sewer Fund Cash Flow Forecast 20,000 15,000 10,000 5,000 _ _ - _ ,_ _ OCT-2021 MAR-2022 AUG-2022 JAN-2023 JUN-2023 NOV-2023 APR-2024 SEP-2024 Cash Balance -Inflows Outflows 40 BUDGET SUMMARY ALL FUNDS Sanitation Fund Cash Flow Forecast 10,000 8,000 6,000 4,000 2,000 OCT-2021 MAR-2022 AUG-2022 JAN-2023 JUN-2023 NOV-202 crn Cash Balance —Inflows — Outflows Long-term Capital Forecasts&Fund Balance Sufficiency: The City projects both long term capital needs and the funding sources that may be available to address these needs. This work includes review and establishment of rates needed and the compilation of the Capital Improvement Plan, which is included in summary format in this document. In FY 2022, the City engaged with Raftelis Consulting Firm to create and update a model related to retail water and sewer rates and long-term needs. This engagement, resulted in the creation of a model for long-term costs, revenue sufficiency,fund balance needs, debt needs, and a cost of service study. Schedule of Property Valuations: Ratio of Total Personal Assessed to Fiscal Real Property Property Total Assessed Total Direct Estimated Actual Total Estimated Year Assessed Value Assessed Value Value Tax Rate Value Actual Value 2011-2012 $ 3,714,449,662 $ 716,365,316 $4,430,814,978 $ 0.62526 $ 4,430,814,978 100% 2012-2013 $ 3,749,608,055 $ 715,113,536 $4,464,721,591 $ 0.63526 $ 4,464,721,591 100% 2013-2014 $ 3,777,010,620 $ 771,002,233 $4,548,012,853 $ 0.63526 $ 4,548,012,853 100% 2014-2015 $ 3,859,560,337 $ 765,251,406 $4,624,811,743 $ 0.65526 $ 4,624,811,743 100% 2015-2016 $ 3,944,783,610 $ 820,827,696 $4,765,611,306 $ 0.70598 $ 4,765,611,306 100% 2016-2017 $ 4,031,689,962 $ 817,687,012 $4,849,376,974 $ 0.70598 $ 4,849,376,974 100% 2017-2018 $ 4,123,022,727 $ 818,629,114 $4,941,651,841 $ 0.70598 $ 4,941,651,841 100% 2018-2019 $ 4,230,948,499 $ 843,630,297 $5,074,578,796 $ 0.72988 $ 5,074,578,796 100% 2019-2020 $ 4,387,106,524 $ 889,487,609 $5,276,594,133 $ 0.76332 $ 5,276,594,133 100% 2020-2021 $ 4,582,918,683 $ 872,960,736 $5,455,879,419 $ 0.76332 $ 5,455,879,419 100% 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 Annual Comprehensive Financial Report for the Year Ended September 30, 2021. 41 BUDGET SUMMARY ALL FUNDS An updated schedule will be available 3/31/2023 and can be found on the city website. Area Property Taxes by Taxing Entity: Fiscal City of Wichita Falls Wichita County Burkburnett ISD(1) Year M&O I&S Total M&O I&S Total M&O I&S Total 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 0.60 0.07 0.67 1.07 0.37 1.44 2020-2021 0.72 0.04 0.76 0.57 0.07 0.64 1.05 0.38 1.43 Fiscal City View ISD(2) Iowa Park CISD(3) Wichita Falls ISD(4) Grand Year M&O I&S Total M&O I&S Total M&O I&S Total Total 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 0.32 1.39 1.07 0.36 1.43 0.97 0.18 1.15 6.84 2020-2021 1.05 0.32 1.37 1.05 0.38 1.43 0.97 0.18 1.15 6.78 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 Annual Comprehensive Financial Report for the Year Ended September 30, 2021. An updated schedule will be available 3/31/2023 and can be found on the city website. 42 BUDGET SUMMARY ALL FUNDS Departments by Fund The following is a list of all departments by fund. The budget document is organized by fund into the following sections: General Fund,Water&Sewer, Sanitation, Special Revenue, Hotel/Motel Fund,Transit Fund, and others. General Fund Special Revenue Funds Water/Sewer Fund Animal Services CDBG Code Enforcement Public Works Admin. Building&Code Admin. CDBG Delivery Costs Sewer Rehabilitation Building Maint.Services CDBG Demolition Utility Collection Business Park Maint. CDBG Grant Management Utility Equipment Services City Cemetery CDBG Job Training Wastewater Collection City Clerk Community Clinical Link. Wastewater Treatment City Manager Community Rural Health Water Distribution Engineering Comp.Cancer Control Water Purification Environmental Health Emergency Mgmt.Assist. Water Source of Supply Fire Housing Choice Voucher Health Administration Immunization Grant Human Resources Infectious Dis.Cont.-Ebola Lab/Water Pollution Texas Healthy Communities Lake Lot Admin Transport.Planning Grant Legal Tuberculosis Grant Library WIC Grant Mayor and City Council MLK Center Ops Hotel/Motel Municipal Court Convention Visitor's Bureau Nursing MPEC Park Maintenance Planning Sanitation Fund Police Landfill Property Management Refuse Collection Public Information Sanitation Purchasing Transfer Station Recreation Street Maintenance Fleet Fund Traffic Engineering Fleet Maintenance Transit Fund Regional Airport Fund Public Transport.Planning Regional Airport Operations Public Transport.Ops Stormwater Fund Stormwater Drainage 43 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. A copy of the plan may be found on the City's website. The Strategic Plan is implemented through the budget process.Annually, each Department Director sets goals for the Department and each employee that further the implementation of the plan. Goals for each Department are listed on the Department Summaries pages, included in this document. This process of goal setting generates a final report called the Annual Report.The Report is shared with the City Council and goal progression will soon be shown on the City's website. Who is Responsible for Implementation? City Council -Make Decisions Citizens -Provide Directive City Staff -Monitor -Input -Identifies Revisions Service -Coordinates Efforts -Ownership STRATEGIC PLAN 44 BUDGET SUMMARY ALL FUNDS OUR MISSION .'464\ Enhance our quality of life through responsive OUR VISION ' service delivery, sound LJR VALUES Wichita Falls is 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 1 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. 45 BUDGET SUMMARY ALL FUNDS Provide Quality Infrastructure 2.� — 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 — 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. 46 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 47 41144 516 TEXAS Policy Statements 48 POLICY STATEMENTS BUDGET POLICIES The 2022-23 Proposed 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, and 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. 49 POLICY STATEMENTS The City of Wichita Falls publishes notices in the local newspaper and on the City of Wichita Falls' website, 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. 50 POLICY STATEMENTS 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. • 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. 51 POLICY STATEMENTS BUDGET CALENDAR Budgel Kick-O'i City Budget Manager Adoption Budget Hearings Budget Public Workshop Hearings with City Council Proposed Public Notice Budget Completed City Council Budget Hearings KEY DATES Date Event June 14,Tuesday City Council Update-Pre-Budget Workshop July 26,Tuesday City Manager's Proposed Budget submitted to City Council August 1-5 Individual City Councilor Opportunity to meet with Budget Team August 05, Friday Publish Notice of Public Hearing on Budget August 09,Tuesday City Manager's Proposed Budget Workshop with City Council August 16,Tuesday Budget Public Hearing&Intent to Vote on Tax Rate August 26, Friday Publish Notice of Tax Rate Hearing September 06,Tuesday Tax Rate Public Hearing Adoption of the Budget,Adoption of the Tax Rate,Adoption of the CIP 52 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 Annual Comprehensive 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.wichitafal Istx.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. In June 2022, the City Council was presented with the option to amend the fund balance policy for the Water/Sewer Fund and the Sanitation Fund. If adopted, the percentage held in unassigned fund balance for both funds would rise to 20%of expenditures for both funds. 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 53 POLICY STATEMENTS purpose unless the governing board removes those constraints through the adoption of another ordinance. Committed fund balance amounts differ from restricted balances in that the constraints 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 Unreserved Ending Fund Balance S30,000,000 S25,O00,000 S20,OOO,OOO S15,000,000 S10,000,000 S5,000.000 S 2018-19 2019-20 2020-21 2021-22 Est.2022-23 FT 2023 poky 54 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. Sick leave is not compensated on termination. 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, 2021,the City's tax-supported debt,funded with ad valorem taxes,was approximately$51.5 million, or 0.94%of the taxable value of property.As of August 2021, the City's tax-supported debt was$816 per capita, as reported by the Texas Bond Review Board. 55 POLICY STATEMENTS Total Debt Oustanding per Capita 3,254 3,113 2,926 2,362 2,284 1,318 1,308 1,298 1,034 I ' ll e �e e, a� F.a erg *Source:Texas Bond Review Board, Debt Outstanding by Local Government, Select Cities for Fiscal Year 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. 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 56 POLICY STATEMENTS 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. 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 57 POLICY STATEMENTS inventories. Under this method, inventory acquisitions are recorded in inventory accounts initially and charged as expenditures when used. Inventories are stated at average cost. Certain payments to vendors reflect costs applicable to future accounting periods and are recorded as prepaid items in both government- wide and fund financial statements via the purchase method. S. Capital Assets. Capital assets, which include property, plant and equipment, and infrastructure assets (e.g. roads, bridges, sidewalks, and similar items), are reported in the applicable governmental or business-like activities columns in the government-wide financial statements.The City defines capital assets as assets with an initial individual cost of more than $25,000, and an estimated useful life in excess of one year. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at acquisition value at the time received. Capital assets are depreciated using the straight-line method over the following useful lives: • Assets Years Buildings, systems and improvements: 20-59 years • Infrastructure: 8- 100 years • Machinery,vehicles and other equipment: 3 -25 years • Furniture and equipment: 3 - 10 years T. Restricted Assets. These assets consist of cash, certificates of deposit, and other short-term investments legally restricted for various purposes. U. Property Tax. Property taxes attach as an enforceable lien on property as of the prior January 1.Taxes are levied on October 1, and become delinquent after January 31, unless the half-payment option is elected, in which case one-half of the tax is due November 30, and the balance the following June 30. The City is permitted by its Home Rule Charter to levy taxes up to $2.25 per $100 of assessed valuation for general governmental services including the payment of principal and interest on long-term debt. The budget proposes a combined tax rate of$0.694321 per$100 of assessed value which means the City has a tax margin of$1.555679. 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 Annual Comprehensive 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 58 POLICY STATEMENTS has complied with applicable laws and regulations. The City is required to undergo an annual single audit in conformity with the provisions of the Single Audit Amendments of 1996 and the audit requirements of Title 2 of the U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). W. Risk Management. The government is exposed to various risks of loss related to torts; theft of, damage to and destruction of assets; errors and omissions; and natural disasters for which the government carries commercial insurance. For insured programs,there have been no significant reductions in insurance coverage. Settlement amounts have not exceeded insurance coverage for the current year or the three prior years. The City maintains a group health insurance plan for employees and dependents which is partially self-insured by the City. A group life insurance plan is maintained through an insurance company. Contributions to the plans are provided for by both the City and participating employees. These contributions are recognized as revenues in the internal service fund used to account for these plans. The contributions made by the City are recorded as expenditures or expenses of the various funds as appropriate and are listed in this budget. Liabilities are reported when it is probable that a loss has occurred and the amount of the loss can be reasonably estimated.An excess coverage insurance policy covers individual claims in excess of$500,000. Liabilities include an amount for claims that have been incurred but not reported. Claim liabilities are calculated considering the effects of inflation, recent claim settlement trends including frequency and amount of pay-outs, and other economic and social factors. X. Basis of Accounting. For government-wide financial statements and for proprietary funds the City of Wichita Falls uses the economic resource measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Grants and similar items are recognized as soon as all eligibility requirements imposed by the provider have been met. 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 59 POLICY STATEMENTS 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. The budget is considered balanced with all planned revenues and other available sources balance to all planned expenditures. Z. Contingency Appropriations. The budget may include contingency appropriations within designated operating departmental budgets. These funds are used to offset expenditures for unexpected maintenance or other unanticipated expenses that might occur during the year. Use of these funds is limited to the fund in which the funds are budgeted. Funds may only be used with approval of the City Manager. If purchasing thresholds are met,funds may only be used through action of the City Council. AA.Additional Resources. Additional information may be found in the City's Annual Comprehensive Financial Report and the City's Charter, listed at www.wichitafallstx.gov. 60 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. The City's major funds are the General Fund,the Water&Sewer Fund and the Sanitation Fund. 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 Annual Comprehensive 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 represented by the 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. 61 POLICY STATEMENTS The Debt Service Fund is used to account for and report payments for City debt service. 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: 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. For budget purposes, the Water and Sewer Fund is represented as a group of funds which include the primary operating fund as well as the capital funds for Lake Ringgold, Microfiltration and Reverse Osmosis Fund,and Water &Sewer Capital. 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, 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. 62 POLICY STATEMENTS The Capital Improvement Plan, while not a fund itself, includes capital expenditures that are distributed throughout the document in the applicable fund. 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 Annual Comprehensive 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 20% of operating 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. Sanitation Fund - It is the goal of the City to achieve and maintain an unassigned fund balance in the sanitation fund equal to 17% of operating 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. 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 63 POLICY STATEMENTS fund balances for emergency purposes, as deemed necessary, even if such use decreases the fund balance below the established minimum. 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 Fleet Fund Proprietary Non-major Internal Svc. Fund Yes Information Technology Fund Proprietary Non-major Internal Svc. Fund Yes Duplicating Services Fund Proprietary Non-major Internal Svc. 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 Annual Comprehensive Financial Report. 64 POLICY STATEMENTS FUND STRUCTURE CHART Governmental Funds Proprietary Funds General Fund Debt Service hotel/Motel Water& Sewer Fund Sanitation Fund Regional Fund Tax Fund Airport Fund t:1a:':� are city - Utility Collection • Refuse collection .c.nC I - IJ: 'teS.�.clmin • Transfer Station • e:t • M„I:i-Purpose Event • Landfill - Regional.Airport 4;13-3ger IJ: t'p Equipment An•-is:•a:,o" Center Operations h.-'ia-Pa=_urCes Convention Visitor's Transit Fund Special Bureau - ;ate'GIs:'ll] t101 Stormwater -_ =ar o- • _ ,, r F. hDL•ili:etior _C _= =Ud is Revenue r. • =.br:Tr=_nsp.cps Fund I'`_rr-I-':n :•rat"_O„'Cc c{�,..:'; .e't:1.-i:pal Funds Water & '.`,•'ate•P..'i'icttio • _;bnc Tr=_nsp.Prev. - Storm Water ::-r:_pe'atlons Sewer Capital • <'«;tev,,Bter Collection • =.br:Tr=_nsp. E. c•_ 3 nt __ Drainage r ant ':'r'astewaterTreatment _nniog Fund I-eEl:'rc-1n • 1-1-_nication rsnsitHUBOps 's's1:I:Y to•:.as a-aM � Microfiltration Kickapoo Waterpark Fund Fleet Maintenance re' • Cr�r _ :=_I E..•cnmental & Reverse• Airport Fund Fund hz.I:h IEErt, Osmosis Fund • eastawaycmre r:'SE-:ices _ L=6.. = = r-u.•__ • Kickapco ai•pc r- • Fleet Replacement and Pc' ,-c- Operations -_.---, :Disease Lake Ringgold Maintenance -- : .:-E CC 3 F n=r,.a Fund • Fu,:'ssr= .:^pa•snsiJe __ -t-al Information Golf Course Fund Duplicating • F': `' ' Service Fund Services Fund • E��at_aa `C _'_-I:I_ ""Contra:tedManagement" ---'- -:'_•ant y_ __ __• •-' - Information • Duplicating Svc Internal t 1a-t Technology Svc • `-_`:=^-D Con PEN: .3I.: • _=�7]n B Housing .c E7 r 0e a'El Plan-ng • _ -:_: er E. cng&code - =:rtzt on r a '= •ant :m11 -_- E.Ei Property _ -- t,dpr- Lkc cc:od^tin le ,a1T•=-ffic 7i-istration E.=r, s'I'- . Lela 65 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 1In 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). 66 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 67 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.' 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 68 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) 69 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. 70 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) 71 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. 72 POLICY STATEMENTS Mutual Funds The City may also invest in 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. 73 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, PFIA 2256.005 (b)(4)(E) 'The Act,Sec. 2256.022 74 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.10 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 9 PFIA 2256.055(m) 10 PFIA 2256.017 75 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. 76 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. 1, as a registered principal for the firm , do hereby certify that !, 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 77 POLICY STATEMENTS •r• .�"+'. .... • .�..- .�•. .�•... . .5..••.w+w..... f. •_ A .••�...• .fr• • ..r..•••.�...• . ••••s^•'r •.,•wwy..4 •.• •...a+ •^•y •.••yww,....+ • . •w •i•••ww...-•.•..••w•.:::_r•w♦.*.• .� •w..w.•.• •4:4 . �•w ♦y• ♦ f•y•;••.•'•aw••1a.;••r••... 1 •fa• 1 •.,yy w••••• • •�1•.* j+a f�•f w.y•si �• y• I#O• al.�• ►•06:4:•.► :.�T�•.•.. •......:•:...•.•..r.......x..+.•..'.:•:•..'®+:.:..►'..:.:.'a;i 1 ,`.•r+... 4.4 .+. 11.1 9) NI, Government Treasurers' Organization o. Texas N.,I • 7 6.60(O 4 Os!1 Certification of Investment Policyii.::') • •*.• 1„j Presented to the ; i ) 4.1''`' (til )) ,;.,,:.:. City of�l�VichttaaCCs ��.; for developing an investment policy that meets the requirements of the Public Funds ; III) Investment Act and the standards for prudent public investing established by the '.;•; • 6( { r: Government Treasurers' Organization of Texas. I)) •�• , (111; ,r"-- ,....- Lc__ c: .:_-_--- Lr-___ 1,-:9)) ••.•j.'( 6 1 Government Treasurers'Organization of Texas Investment Policy Review Committee •••. fi r� President atil For the two-year period ending July 31, 2023 .•it li ) /I.%) •+.•• IP 11°.° I) •• :' • �r - •, ,• •r• •rr• • .r..r•. •�..�• . .ram• ••rr• + •..�,• w• - • • ♦11.. i .. ... r4rr► w-��'• w1 �•• ...mi.....mi..••-rrr'• 'rr� •w'��•• •• ••• .•.w..inr►`•'�.•••�`rA'•4. ��• +. Y •r•► '`ram" .... . `mr► '....m060. '►rr.... ••►.=•••• ...' 41000 '..m..... .4.....► .'.►wry ...m... •! 78 ik-iliC441 U5' TEXAS General Fund Overview 79 GENERAL FUND GENERAL FUND The City's General Fund Budget for FY 2023 totals$103,351,602.This budget is$15,380,360 or 17.48%more than the prior year's Adopted Budget. The budget includes various projects and programs addressing key issues the City is facing such as inflation, increasing prices for supplies, chemicals, and services as well as employee pay, recruitment,and retention. The budget includes the use of$8,690,000 in surplus funds for one-time expenditures in accordance with policy and charter. When these one-time costs are excluded, the budget for expenditures is $94,661,602 which is$7,893,660 or 9.10%higher than the prior year budget. General Fund Fund Summary FY2022-23 Projected Beginning Balance $ 33,712,000 Less:Restricted Balance 4,097,000 Available Balance $ 29,615,000 Revenues Taxes $ 81,473,096 Service Charges 2,968,044 Licenses&Permits 1,701,991 Fines&Forfeitures 2,516,357 Contributions 213,419 Misc. Revenues 2,679,806 Transfer In 3,108,889 Other Financing Sources 8,690,000 Total Revenues $ 103,351,602 Expenditures Personnel Services $ 68,882,329 Supplies 2,297,215 Maintenance&Repair 1,682,587 Utilities/Other Services 10,137,550 Insurance&Contract Supp. 1,953,026 Debt Expenditures 315,884 Other Expenditures 4,719,199 Non-Capital Improvements 154,541 Capital Improvements 8,326,673 Transfers Out 4,882,597 Total Expenditures $ 103,351,602 Less:Use of excess for one-time expenditures (8,690,000) Ending Balance $ 20,925,000 80 GENERAL FUND The change in available ending fund balance is due to the previously mentioned recommendation to use portions of unrestricted fund balance for one-time expenditures. 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 policy in the next year. General Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Property Tax $ 38,878,949 $ 41,498,269 $ 42,946,569 3.49% Sales Tax 28,362,467 25,332,885 30,680,000 21.11% Other Tax Revenue 7,855,260 7,598,706 7,846,527 3.26% Service Charges 3,074,440 2,794,797 2,968,044 6.20% Licenses&Permits 1,623,596 1,923,600 1,701,991 -11.52% Fines&Forfeitures 2,198,977 2,548,781 2,516,357 -1.27% Contributions 179,483 185,696 213,419 14.93% Misc. Revenues 3,267,304 1,001,778 2,679,806 167.50% Total Operating Revenues $ 85,410,476 $ 82,884,512 $ 91,552,713 10.46% Transfer In 3,769,421 3,883,430 3,108,889 -19.94% Other Financing Sources - 1,203,300 8,690,000 622.18% Total Revenues $ 89,209,897 $ 87,971,242 $ 103,351,602 17.48% Expenditures Personnel Services $ 60,375,403 $ 65,764,273 $ 68,882,329 4.74% Supplies 1,473,137 2,014,203 2,297,215 14.05% Maintenance&Repair 923,821 1,946,940 1,682,587 -13.58% Utilities/Other Services 7,014,707 8,024,693 10,137,551 26.33% Insurance&Contract Supp. 1,435,892 1,432,308 1,953,026 36.36% Debt Expenditures 300,525 200,323 315,884 57.69% Other Expenditures 5,814,237 4,159,170 4,719,200 13.46% Non Cap Improvements 39,376 117,500 154,541 31.52% Capital Improvements 1,710,238 3,640,369 8,326,673 128.73% Transfers Out 165,213 671,463 4,882,597 627.16% Total Expenditures $ 79,252,549 $ 87,971,242 $ 103,351,602 17.48% 81 GENERAL FUND Revenues by Source Expenditures by Use Property Tax 47% 75% Personnel Services Sales Tax IMMO 34% 11% , Utilities/Other Services Other Taxes i 9% Capital Improvements Service Charges 13% All Other 1 7% 5°% I All Other REVENUES Total Operating Revenues in the General Fund are projected to be$91,552,713 which is an increase of$8,668,201 or 10.46%from the prior year budget. The increase is due mostly to increased Sales Tax revenue, which has seen an extremely positive recovery since the onset of the pandemic. Operating revenues represent recurring receipts which support the ongoing operations of the City. Total Revenues are projected to be $103,351,602 which includes Transfers In of$3,108,889 and Other Financing Sources of$8,690,000. Other Financing Sources represent a use of surplus General funds for one-time expenditures. Property Tax (Ad Valorem Taxes): The proposed budget anticipates an increase of $1,448,300 or 3.49% in Property Tax revenues. Property Taxes make up 47% of General Fund operating revenues making it the largest source of revenue available to the City to fund general operations. Property tax revenues have grown as the assessed value of properties have 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 pandemic but has shown resiliency through a slow yet steady economic recovery.The average annual growth over the six-year period is 5.6%. Property Tax Budgeted Revenues Trended (in millions of $s) $41.5 S42.9 $37.3 S35.8 $34.4 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 82 GENERAL FUND Sales Tax: Sales Tax represents 34% of the proposed budget's General Fund operating revenues and is a volatile source of revenue. 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 21.11%from the prior year's budgeted collections. As you can see in the chart below,the FY 2023 budget includes a 1.34%increase from FY 2022 sales tax revenue. Sales Tax Revenue $30,273,000 $30,680,000 $28,362,467 $24,894,930 $25,205,998 $25,332,885 2018-19 2019-20 2020-21 2021-22 Est. 2021-22 Est.2022-23 Actual Actual Actual Budget Of the total Sales Tax collected in the City, the State of Texas receives 6.25% and the City receives 2.0%. The proceeds from the City's portion of this tax are used to support the general operations of the City and to provide funds for infrastructure improvements and economic development.The City's sales tax is distributed as follows: • 1.5%is deposited into the City's General Fund • .25% is governed by a private non-profit economic development corporation, the Wichita Falls Economic Development Corporation(established pursuant to Section 4A of the Texas Development Corporation Act of 1979) • .25% is governed by a private non-profit corporation designed to make infrastructure improvements to attract economic activity to the community,the Type B Sales Tax Corporation (established pursuant to Section 4B of the Texas Development Corporation Act of 1979). 83 GENERAL FUND Comparison of Sales Tax Collections,Last 5 Fiscal Years (in 000s of$s) FY16-2017 FY 20-2021 FY 2021-22 FY17,/FY21 City Actual Actual Budget Change Pearland 20,457 26,139 24,868 27.8% Abilene 31,193 39,550 37,424 26.8% Wichita Falls 22,413 28,362 25,333 26.5% Denton 36,841 45,405 46,247 23.2% College Station 28,562 34,840 33,694 22.0% San Angelo 17,677 21,528 20,371 21.8% Round Rock 41,577 49,202 57,408 18.3% Beaumont 38,954 45,633 43,450 17.1% Midland 42,763 49,734 51,000 16.3% Lewisville 28,702 32,409 33,524 12.9% 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 calculates 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 the City's right-of-way. The proposed budget increases expected revenues from the prior year and utilizes the three-year average calculation. The proposed budget for FY 2023 is $5,465,127 which is 5.57%higher than the FY 2022 budget. 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.The FY 2023 proposed budget is $1,550,000 which represents the 3-year average. Municipal Court Fines: Municipal Court Revenues are projected to decrease by$32,424 or 1.27%from the prior year budget. As the effects of the Pandemic decrease, it is anticipated this revenue source will return to normal operations by the end of 2023. 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 andAccounting • 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. 84 GENERAL FUND 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. In total,these internal assessments have increased by$173,247 or 6.20%. Miscellaneous Revenues: The proposed budget for this category is $2,679,806 which is $1,678,028 higher than the FY 2022 budget. The City receives interest earnings from reserves that are invested with local government investment pools and fixed income securities. In recent years, low interest rates meant that interest earnings were below .25%. Recent actions by the Federal Reserve to increase interest rates to help curb inflation have changed the outlook for the markets and the estimated earnings for FY 2023 are 2.6%. Transfers In: This category represents transfers in for franchise fees from the Water and Sewer Fund for $1,827,817, the Sanitation Fund for$969,072, and the Fleet Fund for$312,000 for a total of$3,108,889. Other Financing Sources:This account shows transfers in from previously accumulated fund balance. Largely due to better than anticipated sales tax revenue and lower costs due to personnel vacancies, there is $8,690,000 in funds available for one-time expenditures. 85 GENERAL FUND EXPENDITURES For FY 2023, General Fund budgeted expenditures are $103,351,602 which is an increase of $15,380,360 or 17.48%from the FY 2022 Adopted Budget. These increases are a result of Merit/STEP and COLA increases for all City employees, a few new positions added, and increased Debt Service, Capital Improvements, and Utilities/Service Charges. The budget includes the use of$8,690,000 in surplus funds for one-time expenditures and are represented as transfers out to other funds and one-time expenditures of the General Fund. When these one-time costs are excluded,the budget for expenditures is$94,661,602 which is$7,893,660 or 9.10%higher than the prior year budget. Personnel Services: The majority of expense in the General Fund is the cost of the personnel necessary to provide vital services to the community. 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, Public Information Office, and City Clerk The FY 2023 General Fund budget dedicates $68,882,329 or 66.52% of total spending on personnel related expenses.This is an increase of$3,118,056 or 4.74%,from the prior year. Over half of personnel expenditures in the General Fund are used to staff the City's police and fire departments. The main factors for this increase include: Retirement Programs: The Fire Department receives pension benefits from the Fire Pension Plan, an independent plant. All other City employees earn retirement benefits from the Texas Municipal Retirement System (TMRS). The current TMRS contribution rate is 16.18%. Our plan is to increase the fireman's pension rate to the same rate as TMRS(from 13.25%to 16.18%) and keep parity going forward. The proposed cost of this increase for the FY 2023 budget is$417,174. Merit/Step Pay Programs: The City also offers employees a merit and step program that is designed to reward employees for hard work and years of service.This program is set at 2.5%in the proposed budget. Cost of Living Adjustment(COLA):When applicable, a cost of living adjustment is made to ensure that the increase to employee pay helps to offset inflation. This Proposed Budget provides a 2.5%COLA increase for all employees to help offset current inflationary conditions. 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. 86 GENERAL FUND 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 table below shows changes to the Pay Plan over the years. Pay Plan Changes Fiscal Year Step Program COLA Increase 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 and Fire Yes 5.00% Non-civil Service Yes 2.00% 2020-21 No No 2021-22 Yes 2.00% 2022-23 Proposed Yes 2.50% 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 long-standing programs remain unchanged in the proposed budget. Employee & Retiree Healthcare: The General Fund includes an additional $346,586 or 3%, to maintain our Employee/Retiree Health Care Program. Health care costs continue to rise at a fairly rapid pace, and this increase is needed to maintain the same level of health care benefits. Currently, employee/retiree premiums make up about 30%of the cost for health claims and the city contributions fund the remaining 70%. In total,the General Fund budget dedicates$7,590,666 to this program. The Employee Benefit Trust Committee that is responsible for managing this program,will be considering the need for increases to employee/retiree premiums in the near future. If any premium increases are approved, they would go into effect in January 2023. 87 GENERAL FUND Supplies:Supplies in the General Fund total$2,297,215 which is an increase of$283,012 or 14.05%from the prior year.This increase is reflective of increased costs of lumber, steel, and chemicals due to inflation. Maintenance & Repair: This category represents building and equipment maintenance to support City services. The proposed budget for this category is $1,682,587 which is $264,353 or 13.58% lower than last year. The previous budget included additional maintenance and repair costs that had been completed. Utilities/Other Services: General Fund utilities and other services have increased by$2,112,857 or 26.33%from the prior year. This increase is primarily attributed to increases in the cost of Central Garage Charges which includes the higher costs of fuel and repair parts. Insurance and Contracts: Insurance and Contract expense have increased by $520,718, or 36.36% due to the increase cost of workers' compensation claims and audit services. Debt Expenditures: Debt expenditures in the General Fund represent capital lease payment for street lights and traffic signal equipment. Other Expenditures: Other expenditures have increased by $560,030 or 13.46% due the increased cost of information technology services including the general fund's portion of the replacement of public safety radios and communication system. 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 $4,686,304. Capital expenditures include $4,775,000 in excess General fund balance used for Street Improvements and Police video infrastructure. The total funds available for Street Improvements in the FY 2023 proposed budget is$4.5M which is$2M more than the FY 2022 budget. Transfers Out:These funds support other funds through subsidy when needed and also include amounts for one- time expenditures from surplus reserves from the General Fund. 88 GENERAL FUND: EXPENDITURES BY DEPARTMENT 2020-21 2021-22 Adopted 2022-23 Expenditure by Department %Change Actual Budget Proposed Budget Mayor&City Council Expenditures Personnel Services $ 48,281 $ 59,430 $ 59,430 0.00% Supplies 63 300 335 11.67% Utilities/Other Services 311 914 1,283 40.37% Other Expenditures 37,118 34,731 36,870 6.16% Total Expenditures $ 85,773 $ 95,375 $ 97,918 2.67% City Manager Expenditures Personnel Services $ 742,075 $ 701,503 $ 702,551 0.15% Supplies 1,768 1,210 1,320 9.09% Maintenance& Repair - - - 0.00% Utilities/Other Services 1,552 1,743 2,815 61.50% Insurance&Contract Supp. 30 - - 0.00% Debt Expenditures - - - 0.00% Other Expenditures 25,258 35,833 36,925 3.05% Total Expenditures $ 770,683 $ 740,289 $ 743,611 0.45% Human Resources Expenditures Personnel Services $ 607,657 $ 684,333 $ 786,308 14.90% Supplies 5,706 5,250 7,260 38.29% Maintenance& Repair 541 374 40,016 10599.47% Utilities/Other Services 50,249 68,960 70,151 1.73% Insurance &Contract Supp. 115 - - 0.00% Other Expenditures 33,270 46,677 52,801 13.12% Total Expenditures $ 697,537 $ 805,594 $ 956,536 18.74% MLK Center Operations Expenditures Personnel Services $ 105,815 $ 108,677 $ 114,756 5.59% Supplies 3,880 4,125 6,150 49.09% Maintenance& Repair 75 1,600 1,450 -9.38% Utilities/Other Services 21,952 26,233 29,038 10.69% Other Expenditures 1,064 3,100 3,200 3.23% Total Expenditures $ 132,787 $ 143,735 $ 154,594 7.55% Training/Radio Communications Utilities/Other Services $ 97,208 $ 160,124 $ 162,898 1.73% Total Expenditures $ 97,208 $ 160,124 $ 162,898 1.73% 89 GENERAL FUND: EXPENDITURES BY DEPARTMENT 2020-21 2021-22 Adopted 2022-23 Expenditure by Department %Change Actual Budget Proposed Budget Library Expenditures Personnel Services $ 963,052 $ 1,053,542 $ 1,059,934 0.61% Supplies 266,052 370,401 390,527 5.43% Maintenance& Repair 99,303 106,215 108,156 1.83% Utilities/Other Services 106,369 121,950 125,041 2.53% Other Expenditures 62,328 94,633 105,770 11.77% Total Expenditures $ 1,497,104 $ 1,746,741 $ 1,789,428 2.44% Public Information Expenditures Personnel Services $ 161,198 $ 192,088 $ 292,941 52.50% Supplies 2,208 2,125 2,470 16.24% Maintenance& Repair 371 2,375 2,375 0.00% Utilities/Other Services 3,660 9,336 10,433 11.75% Other Expenditures 11,557 14,452 17,305 19.74% Capital Improvements - 1,449 1,449 0.00% Total Expenditures $ 178,994 $ 221,825 $ 326,973 47.40% Municipal Court Expenditures Personnel Services $ 600,629 $ 833,157 $ 808,289 -2.98% Supplies 9,524 14,490 17,200 18.70% Maintenance& Repair - 43 - -100.00% Utilities/Other Services 105,123 117,412 128,129 9.13% Other Expenditures 14,137 26,754 34,250 28.02% Total Expenditures $ 729,414 $ 991,856 $ 987,868 -0.40% Building Maintenance Expenditures Personnel Services $ 1,023,837 $ 1,319,233 $ 1,397,263 5.91% Supplies 105,494 117,800 126,780 7.62% Maintenance& Repair 399,985 1,102,984 610,052 -44.69% Utilities/Other Services 325,767 319,187 558,979 75.13% Other Expenditures 1,573 1,000 1,000 0.00% Capital Improvements - - 970,665 100.00% Total Expenditures $ 1,856,656 $ 2,860,204 $ 3,664,739 28.13% 90 GENERAL FUND: EXPENDITURES BY DEPARTMENT 2020-21 2021-22 Adopted 2022-23 Expenditure by Department %Change Actual Budget Proposed Budget Non-Departmental Expenditures Personnel Services $ 895,088 $ 440,603 $ 440,000 -0.14% Utilities/Other Services 446,508 422,844 472,179 11.67% Other Expenditures 6,751,373 4,836,552 5,903,485 22.06% Operating Transfer Out 95,545 586,314 4,653,599 693.70% Total Expenditures $ 8,188,515 $ 6,286,313 $ 11,469,262 82.45% Includes the General Fund Fund Balance Transfers Out Health Administration Expenditures Personnel Services $ 525,386 $ 543,810 $ 574,661 5.67% Supplies 1,348 9,440 11,835 25.37% Maintenance& Repair - 1,593 1,593 0.00% Utilities/Other Services 158,693 173,834 175,810 1.14% Insurance&Contract Supp. 15 - - 0.00% Other Expenditures 22,684 30,645 30,545 -0.33% Total Expenditures $ 708,126 $ 759,322 $ 794,444 4.63% Nursing Expenditures Personnel Services $ 562,193 $ 615,500 $ 622,106 1.07% Supplies 97,140 127,118 196,934 54.92% Maintenance& Repair 464 1,093 834 -23.70% Utilities/Other Services 14,804 25,228 31,143 23.45% Other Expenditures 2,576 3,744 940 -74.89% Total Expenditures $ 677,178 $ 772,683 $ 851,958 10.26% Environmental Health Expenditures Personnel Services $ 622,726 $ 708,862 $ 742,864 4.80% Supplies 20,863 107,037 98,636 -7.85% Utilities/Other Services 40,697 48,029 55,276 15.09% Other Expenditures 2,220 5,786 3,644 -37.03% Total Expenditures $ 686,506 $ 869,714 $ 900,420 3.53% Animal Services Expenditures Personnel Services $ 823,339 $ 955,109 $ 971,524 1.72% Supplies 84,649 120,902 179,614 48.56% Maintenance& Repair 2,045 2,960 3,172 7.16% Utilities/Other Services 93,414 95,878 120,400 25.58% Insurance&Contract Supp. 187 8,100 12,280 51.60% Debt Expenditures 6,691 9,035 7,650 -15.33% Other Expenditures - - - 0.00% Capital Improvements - 23,000 29,685 29.07% Total Expenditures $ 1,010,325 $ 1,214,984 $ 1,324,325 9.00% 91 GENERAL FUND: EXPENDITURES BY DEPARTMENT 2020-21 2021-22 Adopted 2022-23 Expenditure by Department %Change Actual Budget Proposed Budget Lab Water Pollution Expenditures Personnel Services $ 181,211 $ 180,159 $ 184,540 2.43% Supplies 23,130 33,876 37,133 9.61% Maintenance& Repair 3,723 8,101 8,751 8.02% Utilities/Other Services 12,645 16,483 17,836 8.21% Other Expenditures 1,791 3,521 3,717 5.57% Total Expenditures $ 222,499 $ 242,140 $ 251,977 4.06% Finance Expenditures Personnel Services $ 798,610 $ 830,685 $ 1,047,089 26.05% Supplies 11,946 11,150 18,650 67.26% Maintenance& Repair - 4,887 4,887 0.00% Utilities/Other Services 24,683 18,018 18,759 4.11% Insurance &Contract Supp. 30 115 115 0.00% Other Expenditures 17,952 29,300 32,799 11.94% Total Expenditures $ 853,221 $ 894,155 $ 1,122,299 25.51% Police Department Expenditures Personnel Services $ 24,178,378 $ 26,509,722 $ 27,628,238 4.22% Supplies 324,701 388,197 405,955 4.57% Maintenance& Repair 31,854 45,289 51,114 12.86% Utilities/Other Services 1,508,886 1,847,842 2,474,610 33.92% Insurance&Contract Supp. 22,315 2,015 2,015 0.00% Other Expenditures 77,875 116,236 96,087 -17.33% Capital Improvements - 550,000 1,500,000 172.73% Transfers Out - - 100,000 100.00% Total Expenditures $ 26,144,010 $ 29,459,301 $ 32,258,019 9.50% Fire Expenditures Personnel Services $ 16,709,012 $ 16,922,248 $ 18,154,592 7.28% Supplies 271,552 316,262 374,622 18.45% Maintenance& Repair 18,767 26,468 28,580 7.98% Utilities/Other Services 1,179,038 1,315,240 1,521,571 15.69% Insurance&Contract Supp. 30 - - 0.00% Other Expenditures 63,064 65,378 65,338 -0.06% Transfers Out 69,667 85,149 128,998 51.50% Total Expenditures $ 18,311,130 $ 18,730,745 $ 20,273,701 8.24% 92 GENERAL FUND: EXPENDITURES BY DEPARTMENT 2020-21 2021-22 Adopted 2022-23 Expenditure by Department %Change Actual Budget Proposed Budget Recreation Expenditures Personnel Services $ 768,387 $ 983,544 $ 1,021,964 3.91% Supplies 44,399 76,910 83,312 8.32% Maintenance& Repair 29,533 39,043 69,450 77.88% Utilities/Other Services 319,478 385,308 378,991 -1.64% Insurance&Contract Supp. - - - 0.00% Debt Expenditures - - - 0.00% Other Expenditures 12,036 23,160 23,410 1.08% Non Cap Improvements - - - 0.00% Capital Improvements - 1,500 26,500 1666.67% Transfers Out - - - 0.00% Total Expenditures $ 1,173,833 $ 1,509,465 $ 1,603,627 6.24% Park Maintenance Expenditures Personnel Services $ 2,050,557 $ 2,689,433 $ 2,621,576 -2.52% Supplies 35,724 61,353 79,378 29.38% Maintenance& Repair 62,888 159,390 278,344 74.63% Utilities/Other Services 1,030,700 970,068 1,522,150 56.91% Insurance&Contract Supp. 14,400 25,400 25,400 0.00% Other Expenditures 5,908 16,646 16,046 -3.60% Non Cap Improvements 37,930 109,200 148,400 35.90% Capital Improvements - - 500,000 100.00% Total Expenditures $ 3,238,107 $ 4,031,490 $ 5,191,294 28.77% Business Park Maintenance Expenditures Personnel Services $ 199,929 $ 358,625 $ 405,776 13.15% Supplies 717 6,896 7,959 15.41% Maintenance& Repair 2,795 10,485 10,616 1.25% Utilities/Other Services 35,660 52,043 72,496 39.30% Non Cap Improvements - 5,500 2,630 -52.18% Total Expenditures $ 239,102 $ 433,549 $ 499,477 15.21% City Lot Mowing Expenditures Personnel Services $ 84,864 $ 167,938 $ 142,694 -15.03% Supplies 31 1,786 2,159 20.88% Maintenance& Repair 100 705 812 15.18% Utilities/Other Services 16,452 18,772 22,787 21.39% Total Expenditures $ 101,447 $ 189,201 $ 168,452 -10.97% 93 GENERAL FUND: EXPENDITURES BY DEPARTMENT 2020-21 2021-22 Adopted 2022-23 Expenditure by Department %Change Actual Budget Proposed Budget Cemetery Expenditures Personnel Services $ 185,966 $ 265,996 $ 232,589 -12.56% Supplies 736 6,920 10,120 46.24% Maintenance& Repair 21,950 25,846 28,253 9.31% Utilities/Other Services 33,295 31,840 38,999 22.48% Other Expenditures 242 100 108 8.00% Non Cap Improvements 1,446 2,500 2,688 7.52% Total Expenditures $ 243,636 $ 333,202 $ 312,757 -6.14% Planning Expenditures Personnel Services $ 449,020 $ 539,170 $ 553,906 2.73% Supplies 5,155 6,015 6,837 13.67% Maintenance& Repair - 120 245 104.17% Utilities/Other Services 4,013 11,988 13,229 10.35% Insurance &Contract Supp. 30 - - 0.00% Other Expenditures 5,547 26,124 27,660 5.88% Total Expenditures $ 463,764 $ 583,417 $ 601,877 3.16% Inspection Expenditures Personnel Services $ 928,063 $ 872,007 $ 896,136 2.77% Supplies 6,331 8,150 8,940 9.69% Maintenance& Repair 382 637 685 7.54% Utilities/Other Services 48,279 42,386 150,547 255.18% Other Expenditures 6,923 15,600 17,325 11.06% Total Expenditures $ 989,977 $ 938,780 $ 1,073,633 14.36% Code Enforcement Expenditures Personnel Services $ 258,620 $ 455,645 $ 486,828 6.84% Supplies 1,310 4,259 5,275 23.85% Maintenance& Repair 297 401 435 8.48% Utilities/Other Services 35,765 39,857 40,927 2.68% Other Expenditures 8,605 11,177 13,027 16.55% Total Expenditures $ 304,597 $ 511,339 $ 546,492 6.87% Property Management Expenditures Personnel Services $ 269,421 $ 283,937 $ 296,320 4.36% Supplies 8,800 6,460 6,329 -2.03% Utilities/Other Services 32,311 41,596 48,379 16.31% Other Expenditures 2,682 6,800 7,610 11.91% Non Cap Improvements 500 100.00% Total Expenditures $ 313,215 $ 338,793 $ 359,138 6.01% 94 GENERAL FUND: EXPENDITURES BY DEPARTMENT 2020-21 2021-22 Adopted 2022-23 Expenditure by Department %Change Actual Budget Proposed Budget Lake Lot Admin. Expenditures Personnel Services $ 106,697 $ 107,502 $ 115,152 7.12% Supplies 801 2,074 2,190 5.57% Maintenance& Repair 35,534 35,000 37,625 7.50% Utilities/Other Services 6,079 22,747 24,325 6.94% Other Expenditures 1,235 1,600 1,690 5.63% Non Cap Improvements - 300 323 7.50% Total Expenditures $ 150,347 $ 169,223 $ 181,304 7.14% Traffic Engineering Expenditures Personnel Services $ 753,605 $ 893,969 $ 985,381 10.23% Supplies 53,482 95,285 100,274 5.24% Maintenance& Repair 74,847 171,511 195,566 14.03% Utilities/Other Services 483,196 509,666 553,725 8.64% Debt Expenditures 300,525 200,323 315,884 57.69% Other Expenditures 2,878 6,175 5,080 -17.73% Capital Improvements 261,607 558,560 791,014 41.62% Total Expenditures $ 1,930,140 $ 2,435,489 $ 2,946,924 21.00% Engineering Expenditures Personnel Services $ 1,350,563 $ 1,545,028 $ 1,562,175 1.11% Supplies 13,102 24,514 20,630 -15.84% Maintenance& Repair 12,898 17,530 17,154 -2.14% Utilities/Other Services 77,984 81,264 105,124 29.36% Insurance&Contract Supp. 15 15 15 0.00% Other Expenditures 14,734 18,641 15,666 -15.96% Capital Improvements 9,373 - 1,500 100.00% Total Expenditures $ 1,478,670 $ 1,686,992 $ 1,722,264 2.09% Street Maintenance Expenditures Personnel Services $ 2,447,368 $ 2,946,577 $ 2,842,143 -3.54% Supplies 44,273 59,472 59,340 -0.22% Maintenance& Repair 125,470 182,290 182,422 0.07% Utilities/Other Services 646,355 937,692 1,120,108 19.45% Insurance&Contract Supp. - 6,020 6,020 0.00% Other Expenditures 3,157 6,285 6,285 0.00% Capital Improvements 1,439,258 2,505,860 4,505,860 79.81% Total Expenditures $ 4,705,881 $ 6,644,196 $ 8,722,178 31.28% 95 GENERAL FUND: EXPENDITURES BY DEPARTMENT 2020-21 2021-22 Adopted 2022-23 Expenditure by Department %Change Actual Budget Proposed Budget Legal Expenditures Personnel Services $ 819,877 $ 833,738 $ 949,482 13.88% Supplies 16,460 23,216 26,841 15.61% Utilities/Other Services 7,903 61,115 61,213 0.16% Insurance&Contract Supp. 15 15 15 0.00% Other Expenditures 14,054 35,301 37,201 5.38% Total Expenditures $ 858,308 $ 953,385 $ 1,074,752 12.73% City Clerk Expenditures Personnel Services $ 153,977 $ 162,503 $ 188,245 15.84% Supplies 11,793 1,210 2,210 82.64% Utilities/Other Services 26,421 12,096 8,200 -32.21% Insurance &Contract Supp. 118 88 88 0.00% Other Expenditures 21,550 41,724 17,719 -57.53% Total Expenditures $ 213,859 $ 217,621 $ 216,462 -0.53% General Fund Total By Department Total Expenditures $ 79,252,549 $ 87,971,242 $ 103,351,602 17.48% 96 GENERAL FUND PERSONNEL BY JOB TITLE City Manager FY 2020-21 FY2021-22 FY2022-23 Change PY Assistant City Manager 2.00 1.20 1.20 - City Manager 1.00 1.00 1.00 - Executive Secretary 1.00 1.00 1.00 - Total 4.00 3.20 3.20 - Human Resources FY 2020-21 FY2021-22 FY2022-23 Change PY Employee Benefits Specialist * 1.00 1.00 1.00 - HR Specialist II 1.00 1.00 - (1.00) Human Resources Benefits Generalist* 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 - Risk Safety Specialist 2.00 2.00 2.00 - Senior Admin Clerk 1.00 1.00 2.00 1.00 Total 10.00 10.00 10.00 - *Include positions allocated for Employee Benefit costs MLK Center FY 2020-21 FY2021-22 FY2022-23 Change PY Clerk 1.00 1.00 1.00 - Community Center Coordinator 1.00 1.00 1.00 - Total 2.00 2.00 2.00 - Library FY 2020-21 FY2021-22 FY2022-23 Change PY Librarian 9.00 9.00 7.00 (2.00) Library Administrator 1.00 1.00 1.00 - Library Assistant 6.50 6.50 6.50 - Lead Librarian - - 1.00 1.00 Customer Service Supervisor - - 1.00 1.00 Library Supervisor 1.00 1.00 1.00 - Tota l 17.50 17.50 17.50 - Public Information FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Clerk 1.00 1.00 1.00 - Media Producer 1.00 1.00 1.00 - Video Producer 1.00 1.00 - (1.00) Public Information Officer - 1.00 1.00 Community and Marketing Director 0.50 0.34 0.34 - Total 3.50 4.34 3.34 (1.00) *Reduced position as part of reorganization along with MPEC and CVB. 97 GENERAL FUND Municipal Court FY 2020-21 FY2021-22 FY2022-23 Change PY Court Coordinator 1.00 - - - Deputy Court Clerk 7.00 7.00 7.00 - 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 - Deputy City Marshal* - 1.00 1.00 Senior Deputy Court Clerk 1.00 1.00 1.00 - Total 14.03 14.03 14.03 - *Savings from consolidated positions allowed for addition of Deputy City Marshal in FY2022 Building Maintenance FY'2020-21 FY2021-22 FY2022-23 Change PY Administrative Clerk 1.50 1.00 1.00 - Building Maintenance Supervisor 1.00 1.00 - (1.00) Building Maintenance Worker 3.00 3.00 4.00 1.00 Custodian 19.60 19.60 19.60 - Facility Manager 1.00 1.00 1.00 - Lead Custodian 3.00 3.00 3.00 - PaPainter/Bldg.Maintenance Worker 1.00 1.00 1.00 - Total 30.10 29.60 29.60 - Health Administration FY 2020-21 FY2021-22 FY2022-23 Change PY 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 - BillingClerk 1.00 1.00 1.00 - City Registrar 1.00 1.00 1.00 - Director of Public Health 1.00 1.00 1.00 - Total 7.00 7.00 7.00 - Nursing. FY 2020-21 FY2021-22 FY2022-23 MIMI Community Service Aide 0.80 0.80 - (0.80) Health Clinic Aide 1.50 1.50 0.90 (0.60) Lead Program Coordinator 1.00 1.00 - (1.00) Lead Public Health Nurse 0.70 0.70 0.90 0.20 Lead Wellness Program Manager - - 1.00 1.00 Licensed Vocational Nurse 0.60 0.60 - (0.60) Nursing Administrator 1.00 1.00 1.00 - Public Health Nurse 1.70 1.70 2.30 0.60 Public Health Specialist 0.30 0.30 0.30 - Certified Medical Assistant - - 1.40 1.40 Senior Admin Clerk 1.00 1.00 1.00 - Total 8.60 8.60 8.80 0.20 `Federal Health grants have changed, causing changes in allocating expenditures to personnel 98 GENERAL FUND Environmental Health FY 2020-21 FY2021-22 FY2022-23 Change PY Environmental Admin 1.00 1.00 1.00 - Public Health Inspector 1.00 1.00 1.00 - Public Health Officer 1.00 1.00 1.00 - Sanitarian 6.00 6.00 6.00 Senior Admin Clerk 1.00 1.00 1.00 - Total 10.00 10.00 10.00 - Animal Services FY 2020-21 FY2021-22 FY2022-23 Animal Care&Adoption Supervisor 1.00 1.00 1.00 - Animal Care&Kennel Coordinator 1.00 1.00 1.00 - Animal Care Kennel Supervisor - - 1.00 Animal Care Officer 7.00 7.00 10.00 3.00 Animal Care Specialist 1.00 1.00 1.00 - Animal Services Administrator 1.00 1.00 1.00 - Dispatcher 1.00 1.00 2.00 1.00 Kennel Attendant 3.00 3.00 - (3.00) Lead Kennel Tech 1.00 1.00 - (1.00) Senior Admin Clerk 1.00 1.00 2.00 1.00 Vet Tech 1.00 1.00 - (1.00) Total 18.00 18.00 19.00 1.00 *Above current expenditure included in proposed FY 2023 budget. Lab/Water Pollution FY 2020-21 FY2021-22 FY2022-23 Change PY 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 2.50 2.50 2.50 - Finance&Purchasing FY 2020-21 FY2021-22 FY2022-23 Change PY Accounting/Payroll Analyst 0.80 0.80 0.80 - Administrative Secretary 0.60 0.60 0.80 0.20 Assistant Director of Finance 1.00 1.00 1.00 - Buyer 1.00 1.00 1.00 - CFO/Director of Finance 0.85 0.85 0.85 - Grant Accountant - - 1.00 1.00 MPEC Comptroller' - 1.00 1.00 - Purchasing Agent 1.00 1.00 1.00 - Senior Accountant 2.00 2.00 1.50 (0.50) Senior Admin Clerk 1.00 1.00 1.00 - Senior Budget Analyst 1.00 1.00 1.00 - Total 9.25 10.25 10.95 0.70 *MPEC Comptroller transferred from and funded by Hotel/Motel Fund;accountant forARPA(.5 FTE); change to staff allocation(.2 FTE) 99 GENERAL FUND Police FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Secretary 3.00 3.00 3.00 - Community Service Officer II 2.00 2.00 2.00 - Community Service Supervisor 1.00 1.00 1.00 - 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 - - 1.00 1.00 Lead Police Records 1.00 1.00 1.00 - Lead Public Safety Dispatcher 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 Evd/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 Supervisor 1.00 1.00 1.00 - Police Sergeant 25.00 25.00 25.00 - Public Safety Comm Supervisor 1.00 1.00 1.00 - Public Safety Dispatcher 31.00 31.00 30.00 (1.00) Public Safety Dispatcher Supervisor 3.00 3.00 3.00 - Public Safety Dispatch Comm Supervisor 1.00 1.00 1.00 - Senior Admin Clerk 19.00 19.00 19.00 - Sentinels 2.50 2.50 2.50 - Total 295.50 295.50 295.50 Fire FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Secretary 1.00 1.00 1.00 - Assistant Fire Chief 1.00 1.00 1.00 - Assistant Fire Marshal 4.00 4.00 4.00 - 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 39.00 39.00 39.00 - Fire Lieutenant 24.00 24.00 24.00 - Firefighter 73.00 73.00 73.00 - Quartermaster - - 1.00 1.00 Senior Admin Clerk 1.00 1.00 1.00 - Tota l 163.00 163.00 164.00 1.00 *Above current expenditure included in proposed FY 2023 budget. 100 GENERAL FUND Recreation FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Secretary 1.00 1.00 1.00 - Camp Supervisor 0.38 0.38 0.38 - Concession Worker 0.96 0.96 0.96 - Facility Monitor 2,50 2.50 2.50 - Lifeguard 1.15 1.15 1.15 - Maintenance Worker 4.00 4.00 4.00 - P&R Program Coordinator 3.00 3.00 3.00 - Rec Service Administrator 1.00 1.00 1.00 - Recreation Leader/50 1.00 1.00 1.00 - Recreation Leader/Day Camp 1.80 1.80 1.80 - Recreation Leader/Track 0.15 0.15 0.15 - Recreation Super/Track 0.19 0.19 0.19 - Senior Admin Clerk 1.00 1.00 1.00 - Senior Zone Worker 1.00 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 21.22 21.22 21.22 - Parks Maintenance FY 2020-21 FY2021-22 FY2022-23 Change PY Assistant City Manager - 0.33 0.33 - Department Admin Assistant 1.00 1.00 1.00 Horticulturalist 1.00 1.00 1.00 Irrigation Specialist 3.00 3.00 3.00 - Maintenance Worker 33.28 33.28 33.28 - Park Maintenance Coordinator 4.00 4.00 3.00 (1.00) Park Service Worker 2.00 2.00 2.00 - Parks Administrator 1.00 1.00 1.00 - Parks Maintenance Supervisor - - 0.33 0.33 Sr. Maintenance Worker 8.00 8.00 8.00 - Total 53.28 53.61 52.94 (0.67) *Reallocated to Business Park Maintenance Business Park FY 2020-21 FY2021-22 FY2022-23 Parks Maintenance Supervisor - - 0.67 0.67 Maintenance Worker 4.96 4.96 4.96 - Park Maintenance Coordinator 1.00 1.00 1.00 - Tota l 5.96 5.96 6.63 0.67 *Reallocated from Parks Maintenance 101 GENERAL FUND City Lot FY 2020-21 FY2021-22 FY2022-23 Change PY Maintenance Worker 2.44 2.44 2.44 - Senior Maintenance Worker 1.00 1.00 1.00 - Total 3.44 3.44 3.44 - Cemetery 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 3.96 3.96 3.96 - Planning FY 2020-21 FY2021-22 FY2022-23 Change PY Community Develop Admin Assist 1.00 1.00 1.00 - Dir Development Services 0.70 0.70 0.70 - Planner' 1.00 1.00 - (1.00) Planning Manager 1.00 1.00 1.00 - Planning Technician 1.00 1.00 1.00 - Principal Planner 1.00 1.00 1.00 - Total 5.70 5.70 4.70 (1.00) Building Inspections FY 2020-21 FY2021-22 FY2022-23 1112=1 Assistant Building Official 1.00 1.00 1.00 - Chief Building Official 1.00 1.00 1.00 - Code Compliance Officer 5.00 5.00 5.00 - Inspection Tech* - 1.00 1.00 Permit Technician 2.00 2.00 2.00 - Plan Reviewer 1.00 1.00 1.00 - Total 10.00 10.00 11.00 1.00 Additional inspection Tech offset by reduction in Planner position Code Enforcement FY 2020-21 FY2021-22 FY2022-23 Change PY Code Enforcement Officer 5.60 5.60 5.17 (0.43) Code Enforcement Supervisor - 0.92 0.92 Neighborhood Services Manager 0.40 0.40 0.20 (0.20) Senior Admin Clerk 1.85 1.85 1.85 Total 7.85 7.85 8.14 0.29 "Funding between Code Enforcement, CDBG, and HOME has shifted Property Mgmt. FY 2020-21 FY2021-22 FY2022-23 Change PY Lien Coordinator 1.00 1.00 1.00 - Propert Management Admin 1.00 1.00 1.00 - Property Mgmt.Assistant 1.00 1.00 1.00 - SeniorAdmin Clerk 0.50 0.50 0.50 - Total 3.50 3.50 3.50 - 102 GENERAL FUND Lake Lot FY 2020-21 FY2021-22 FY2022-23 Change PY Senior Admin Clerk 0.50 0.50 0.50 - Assistant Prop Mgmt./Lake 1.00 1.00 1.00 - Total 1.50 1.50 1.50 - Traffic Engineering FY 2020-21 FY2021-22 FY2022-23r Electronics Technician 1.00 1.00 - (1.00) Lead School Crossing Guard 0.34 0.34 0.34 School Crossing Guard 4.76 4.76 4.76 Traffic Control Coordinator - 1.00 1.00 Traffic Control Tech 9.00 9.00 9.00 - Traffic Superintendent 1.00 1.00 1.00 - Total 16.10 16.10 16.10 - Engineering FY 2020-21 FY2021-22 FY2022-23 City Engineer 0.67 0.67 0.67 - Civil Engineer* 2.00 2.00 2.00 - Deputy Director of Public Works 0.50 0.50 0.50 - Director of Public Works 0.55 0.55 0.55 - Engineering Field Tech Supervisor 1.00 1.00 1.00 - Engineering Technician 6.00 6.00 6.00 - Senior Engineering Tech 7.00 7.00 7.00 - Total 17.72 17.72 17.72 - `Restated FY 2021 and FY 2022 Civil Engineer position count Street Maintenance FY 2020-21 FY2021-22 FY2022-23 Change PY C&M Supervisor* 3.00 3.00 3.00 - Equipment Operator 11.00 11.00 11.00 - General Maintenance Worker 17.00 17.00 17.00 - Heavy Equipment Operator** 16.00 16.00 16.00 - 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 Superintendent 0.75 0.75 0.75 - Total 54.75 54.75 54.75 - *C&M Supervisor(.5 FTE)and Heavy Equipment Operator(I FTE)previously funded by CDBG/Restated 103 GENERAL FUND Legal FY 2020-21 FY2021-22 FY2022-23 Change PY Attorney I * 1.00 1.00 2.00 1.00 City Attorney 1.00 1.00 1.00 - Deputy City Attorney 2.00 2.00 2.00 - Executive Legal Assistant 1.00 1.00 1.00 - Legal Clerk 1.00 1.00 1.00 - Total 6.00 6.00 7.00 1.00 *Above current expenditure included in proposed FY2023 budget. City Clerk FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Clerk - - 0.50 0.50 City Clerk 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 - Total 2.00 2.00 2.50 0.50 *Above current expenditure included in proposed FY2023 budget. Total-General Fund 814.96 815.83 819.52 3.69 *See notes below each department for descriptions of changes. Totals include Mayor& City Council. 104 ��C ,[a 516 TEXAS General Fund Department Overviews 105 MAYOR AND CITY COUNCIL MISSION The mission of the City of Wichita Falls is to enhance our quality of life through responsive service delivery,sound financial management, and partnerships spanning the public, private, and business section. The City Council focuses on the following values while fulfilling their mission: • Excellence—We will provide an outstanding work product. • Integrity—We adhere to high moral principles, and are mindful of the public's trust in our work. • Accountability—We will accept responsibility for our actions and decisions. • Transparency—We will be visible, accessible, and open in our communication with the public. • Innovation—We will strive to improve service delivery by evaluating and introducing new methods, ideas, and programs. SERVICES PROVIDED • Work to improve existing services and develop policies to meet the needs of the community. • Work in partnership with the citizens and government agencies to develop programs and policies that are in the best interest of the entire community. • Engage citizen participation by encouraging service on boards and commissions. • Set the vision and goals for the City's future. • Approval of the City's annual operating budget FY 2022 ACCOMPLISHMENTS • Provided an update to the Strategic Plan to citizens. • Advancement of the MPEC Conference Center/Hotel Project. • Appointment of a new municipal judge. • Approval of a general plan to allocate$29.1M in American Rescue Plan Act (ARPA)funds. • Approval of adjusted employee pay plans (MAG Study) as part of the approved FY 2022 budget. CONTACT INFORMATION Stephen Santellana Mayor 940-761-7404 stephen.santellana@wichitafallstx.gov 106 MAYOR AND CITY COUNCIL Bobby Whiteley Jeff Browning At Large District 3 Mayor Pro Tern 940-781-1895 940-733-4273 jeff.browning@wichitafallstx.gov bobby.whiteley@wichitafallstx.gov Tim Brewer Michael Smith District 4 District 1 940-224-9953 940-692-5288 tim.brewer@wichitafallstx.gov michael.smith@wichitafallstx.gov Larry Nelson Steve Jackson District 2 District 5 940-444-8447 940-631-9910 larry.nelson@wichitafallstx.gov steve.jackson@wichitafallstx.gov GOALS & POLICIES The City Council ratified the strategic plan and its goals on May 18, 2022. A summary of the five (5) general goals and thirty-three (33) policies and objectives is shown below. idic ikla OUR GOALS OUR STRATEGY a e'"s 1.1—Encourage the Chamber of Commerce to aggressively pursue recruitment of high-value r�a�� 9 9g Y P Accelerate businesses Economic 1.2-Support implementation of the Economic Development Strategic Plan. OUR VISION 1.3 Aggressively market the City. Growth Provide 1,4-Continue alignment of the priorities of the City,Chamber of Commerce and EDC boards. Wichita is a 1.5 Support a thriving Sheppard Air Force Base. Lbrant. groutingFalls,f amily-riented community of 1.6-Revitalize depressed and declining neighborhoods. 1 7-Look for post-pandemic economic opportunities. unlimited opportunity 1,8-Continue community internship opportunities. and civic pride. 2 Quality 2,1-Upgrade or replace outdated public facilities. 2.2-Complete signature public improvements. Infrastructure 2.3-Evaluate alternative options for financing infrastructure improvements. c. OUR MISSION 24 Advance the Ringgold Reservoir project. 2,5-Educate citizens on future infrastructure and public facility needs. Enhance out quality of 2,6-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 3I-Complete the development ofa 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. sectors. f 3,6-Grow hotel occupancy tax revenues to support the Multi-Purpose Events Center. / Efficiently3,7-Pursue public private partnerships. 3,8-Create a live-work-play downtown. t. 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& Innovation 5 5 1-Enhance public outreach and engagement. 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 107 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Mayor and City Council Salaries-Supervision 44,850 55,200 55,200 FICA 3,431 4,230 4,230 Supplies-Office 63 100 110 Supplies-Personal Computers 0 200 225 Services-Telephone 266 714 1,058 Services-Binding/Printing 45 200 225 Travel Expenses 0 10,500 11,300 Education Registration 1,100 2,000 2,200 Council Retreat Expenses 20,425 3,000 3,200 Memberships 12,060 11,981 12,300 Boards/Local Meetings 2,886 5,000 5,400 Public Relation/Promo 406 2,000 2,200 Postage/Freight 241 250 270 Total Expenditures $85,773 $95,375 $97,918 108 OFFICE OF THE CITY MANAGER MISSION The City Manager is appointed by the City Council to serve as the Chief Executive Officer of the City. The City Manager is responsible for making recommendations to the City Council, and helps develop and implement policies guiding the City.This general function takes a number of forms including coordination of daily operations; the appointment and removal of employees; long range development of the City; preparation of the annual budget and 5-year Capital Improvement Program (CIP); development and implementation of personnel regulations; financial and administrative policies; administration of the Strategic Plan and providing leadership and direction to City staff to achieve City Council goals and objectives, and other actions as required by the City Council or City Charter. SERVICES PROVIDED The City of Wichita Falls operates under a Council-Manager form of government. The Council-Manager form of government combines the strong political leadership of elected officials with the strong professional experience of a City Manager. The City Council establishes policy and law, while the City Manager has the responsibility for carrying out policy, directing the day-to-day operations through the appointment and removal of employees and encouraging citizen engagement and transparency. FY2022 ACCOMPLISHMENTS • Successful advancement of the Strategic Plan, which included 5 general goals and 33 associated objectives. • Preparation and administration of the FY 2022 Budget,totaling$195.5 million. • Advancement of the MPEC Hotel/Conference Center project. • Increased citizen communication with regular, coordinated messaging and enhanced use of social media. • Kept City Council informed by providing immediate information on higher profile issues, as well as a comprehensive weekly report from the City Manager's office. • Leadership and direction to more than 1,200 City employees. • Proposed general plan for use of the City's $29.1M in American Rescue Plan Act(ARPA)funds. 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 109 OFFICE OF THE CITY MANAGER GOALS & POLICIES • Advancement of the Council-adopted Strategic Plan • Implementation of the Council-adopted FY 2023 Budget and Capital Improvement Plan • Implementation and advancement of the Council-adopted general plan for the use of the City's$29.5M in federal ARPA funds • Leadership and direction to the City's 1,200+employees • Continue to keep City Council informed via comprehensive weekly updates from City Manager's office. 110 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget City Manager Salaries-Supervision 489,478 454,939 456,742 Salaries-Clerical 45,421 47,277 49,641 Stability Pay 2,695 2,695 3,182 Cell Phone Allowance 725 720 1,440 Deferred Compensation 31,499 29,202 37,713 FICA 31,656 41,156 41,166 TMRS Retirement 101,111 91,529 82,680 Life Insurance Contribution 667 642 642 Disability Insurance Contrib 503 485 486 Health Insurance Contributions 38,319 32,858 28,859 Supplies-Minor Office Tools/Eq 449 0 0 Supplies-Minor Furniture 504 0 0 Supplies-Office 716 1,100 1,200 Supplies-Periodicals/Supplemts 99 110 120 Services-Telephone 834 1,593 2,051 Services-Binding/Printing 718 150 764 Insurance Expense 30 0 0 In City Mileage Reimbursement 7,297 7,201 12,000 Travel Expenses 5,585 12,000 12,900 Education Registration 1,090 3,500 3,700 Lease Payments 763 764 800 Memberships 8,399 10,168 5,125 Boards/Local Meetings 391 1,000 1,100 Postage/Freight 1,733 1,200 1,300 Total Expenditures $770,683 $740,289 $743,611 111 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. SERVICES PROVIDED • Provide assistance to departments for employee recruitment, retention,training, coaching, performance management, and consultation. • Ensure competiveness, and strategy to recruit and retain employees through analysis of the organizations pay structure. • Maintain personnel data within the Human Resource Information System in Tyler-Munis. • Research, create, and deliver appropriate trainings to all City employees to support compliance and development. • Administer Civil Service protocols under Local Government Code Chapter 143,and provide support to Civil Service recruitment and promotional processes. • Develop, maintain, and administer a competitive, robust, and comprehensive benefits program that meets the needs of our workforce. • Create a culture of safety and safety compliance through Risk Management in order to control costs associated with injuries and accidents. • Monitor key performance indicators related to Workers' Compensation in order to support an effective safety program that will reduce employee injuries and claim costs. • Write and administer policies that are effective and consistent with the mission, vision, values and strategic goals of the City of Wichita Falls. FY2022 ACCOMPLISHMENTS • Implementation of Management Advisory Group (MAG) comprehensive compensation study with recommendations to address policies and pay plan deficiencies. • Successful onboarding of more than 300 employees FYTD. • Review of more than 340 employee evaluations. • Successfully recruited 17 new Firefighter Trainees and 16 new Police Trainees. • Developed and implemented rapid response policies to address social and public safety issues that arose from COVID-19. • Partnered with the Career Education Center (CEC), MSU Texas, and the Wichita Falls Chamber to bring in 26 interns City-wide, and further improved community internship opportunities. • Implemented an updated and streamlined New Employee Orientation program. Staff continue to design and test modules in Munis Employee Self Service to house electronic signatures. • Implemented a retention survey process for employees at their 90th and 180th day of employment. • Researched, purchased, developed, and implemented a pay-for-performance program, and provided extensive training for supervision at all levels. 112 HUMAN RESOURCES CONTACT INFORMATION . Christi Klyn Director of Human Resources 940-761-7633 Christi.klyn@wichitafallstx.gov FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY 4. 4.1 Improve Reduce Turnover Efficiently Employee Regrettable Turnover 7% <7% Deliver City Recruitment and Services Retention 4. 4.1 Improve Efficiently Employee 39 Day <36 Day Reduce Time-to-Fill Deliver City Recruitment and Time to Fill (Vacant Position) Average Average Services Retention 1. 1.8 Continue Recruit Interns Accelerate Community Number of internships 26 >20 Economic Internship provided Growth Opportunities Services will Research Customer 4.2 Reinforce a be available Research 4. via employee complete and Service Culture of Review of software and Efficiently self-service ready to Assessment tools Superior tools,and document options Deliver City and the new budget and and Training Services Customer to implement in 22/23 FY. employee implement FY Platforms. Services evaluation 22/23. system FY 2023 HIGHLIGHTS Personnel: $101,975 or 15% higher than prior year's budget due to increased funds allocated for internship program. Maintenance: increased $39,642 over prior year due to cost of pay-for-performance software (EmPerform). 113 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Human Resources Salaries-Supervision 112,670 120,000 126,001 Salaries-Clerical 36,964 43,986 60,503 Pool Clerical 0 10,000 0 Salaries-Operational 274,318 312,275 371,487 Pool Operational 0 0 10,000 Overtime 1,798 0 0 Stability Pay 7,398 6,050 6,463 Cell Phone Allowance 728 720 720 FICA 31,761 35,446 40,430 TMRS Retirement 70,020 79,923 86,236 Life Insurance Contribution 554 480 674 Disability Insurance Contrib 418 363 511 Health Insurance Contributions 70,522 74,586 82,779 HSA Contributions-Employer 507 504 504 Supplies-Minor Tools and Equip 256 300 300 Supplies-Minor Furniture 0 450 450 Supplies-Office 3,851 3,500 4,000 Supplies-Photographic 72 500 500 Supplies-Educational 0 500 500 Supplies-Periodicals/Supplemts 180 0 0 Supplies-Personal Computers 0 0 1,510 Supplies-PC Software 1,348 0 0 Maint-PC Software 0 86 0 Maint-Systems Software 541 288 40,016 Services-Telephone 2,273 4,549 4,549 Service-Wireless PhoneAircards 1,489 1,120 1,536 Services-Central Garage 1,244 391 1,331 Services-Other Professional 34,386 51,705 47,930 Services-Advertising 4,107 5,250 8,000 Services-Binding/Printing 2,829 3,105 3,105 Services-Other Miscellaneous 3,921 2,840 3,700 Insurance Expense 115 0 0 Travel Expenses 893 9,000 9,000 Education Registration 5,175 2,000 2,150 114 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Human Resources In-Service Train/Tuition Asst 10,473 17,830 27,004 Lease Payments 2,700 4,522 4,522 Memberships 884 1,975 1,675 Boards/Local Meetings 5,903 5,400 2,500 Public Relation/Promo 2,728 2,750 2,750 Postage/Freight 4,514 3,200 3,200 Total Expenditures $697,537 $805,594 $956,536 115 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, which encourage and promote service to others. These programs encourage the 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 2022 calendar year. • The annual Martin Luther King Prayer/Scholarship Breakfast generally held in January was postponed due to restrictions, however a letter campaign was conducted and $8,735.00 was raised for scholarships for area youth. • 20 community residents used the computer room for job searches and research. • The Community Garden operated at 100%capacity with all 82 plots rented out to community residents. • 224 seniors participated in the senior farmer's market voucher program. • Approximately 55 children and their parents participated in the MLK Easter egg hunt, with volunteers from local community members at Gilbert Memorial C.M.E. and Sheppard Air Force Base. • 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 700 people accessed the MLK Center for various programs, meetings and general assistance throughout the year. SERVICES PROVIDED • Assist elderly resident to bridge the gap with technology and communicating with supporting agencies. • Assist elderly residents with computer and phone related issues. • Assist resident dealing with Social Security,food insecurity,home repair,electronic bill payment and home healthcare assistance with appropriate referrals to outside 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 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. FY2022 ACCOMPLISHMENTS • Reestablish the Job Assistance Program with volunteer help. • Reengage the Community with activities and meetings at the MLK Center. 116 MLK CENTER OPERATIONS CONTACT INFORMATION Michael Davis Coordinator—Martin Luther King Center 940-761-7980 Michael.davis@wichitafallstx.gov GOALS & PERFORMANCE ME FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 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 117 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General MLK Center Salaries-Supervision 45,386 45,690 48,910 Operations Salaries-Clerical 22,983 27,023 27,440 Pool Clerical 0 1,046 0 Overtime 1,693 500 0 Stability Pay 1,623 1,623 2,420 FICA 5,209 5,380 5,696 TMRS Retirement 11,837 12,319 12,770 Life Insurance Contribution 91 91 99 Disability Insurance Contrib 69 69 76 Health Insurance Contributions 16,925 14,936 17,345 Supplies-Minor Office Tools/Eq 200 300 350 Supplies-Minor Furniture 2,125 2,125 4,250 Supplies-Office 1,363 1,200 1,200 Supplies-Other 193 500 350 Maint-Office Furniture/Equip 0 700 400 Maint-Instruments 75 300 450 Maint-Buildings 0 600 600 Services-Telephone 3,339 3,680 3,517 Service-Wireless PhoneAircards 456 490 456 Services-Electricity 7,781 9,397 8,817 Services-Gas 3,549 3,873 6,379 Services-Wtr/Sewer/Sanitation 3,831 3,593 3,669 Services-Other Professional 2,340 4,000 5,000 Services-Binding/Printing 657 1,200 1,200 In City Mileage Reimbursement 0 200 200 Rent-Equipment 0 1,200 1,200 Postage/Freight 1,064 1,700 1,800 Total Expenditures $132,787 $143,735 $154,594 118 LIBRARY MISSION The Wichita Falls Public Library (WFPL) serves a population of approximately 104,657. It is integral to 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, computer,wireless via app, 3D printer • Scanning services • Circulation of materials for educational, informational, recreational, and cultural needs • Downloadable content and databases • Meeting and study rooms for public use • Interlibrary loans • Coffee bar FY 2022 ACCOMPLISHMENTS • RETURN TO FULL LIBRARY SERVICES: As of May 2022, the library has restored all services that were previously suspended due to the COVID-19 pandemic. This includes a return to in-person programming as well as large events such as Touch a Truck, Holiday Open House, and our Summer Reading program. One of our goals set in 2021 was to bring people back to the library. At our recent Summer Reading kick- off party, it was evident that people are happy to return. Our door count from the hours of 1 to 3 p.m. logged 493 people—and it can't count babes in arms or strollers. During that time period,the library gave out 76 new cards and helped with 218 patron check-outs,while our self-check machines checked out 973 items. The library was eager to assist the City in enhancing public outreach and engagement with our upcoming programs. • LIBRARY USAGE:According to the Texas Public Libraries Annual Report for Local Fiscal Year 2020-2021 the library had an excess of 348,700 circulations,with 77,397 visitors.The library has 30,307 registered library card users. The library provides access to approximately 1,024,785 items in physical and digital formats. Our 32 public computers and WIFI are a big draw, resulting in 100,033 computer sessions; in addition, library staff answered 25,411 inquiries made by the public.There were 62,082 visits to our website during this time period.Though our staff is relatively small for a library of our size,the library strives to reinforce a culture of superior customer service on a daily basis with each interaction. • TOCKER FOUNDATION: In October, the Tocker Foundation selected our library as part of their effort to help strengthen broadband in rural communities. The library received 10 mobile hotspots with internet access and cameras that can be checked out to patrons; 16 months of service paid for by the Tocker Foundation and T-Mobile; and free training and technical support. This grant is worth approximately $5000, and provided us an opportunity to be inp@vative with no cost to the taxpayer. LIBRARY • COLLECTION MAINTENANCE: The library continues to make progress with a goal started two years ago of weeding physical items that are in poor condition, contain out-of-date information, have been replaced with digital copies, or do not circulate. The library has mostly completed this project in the adult non- fiction collection and are now working on juvenile non-fiction. The library is updating signage and replacing bookends as well. A clean, well-maintained, and up-to-date collection allows us to efficiently deliver information services to our customers. • STAFFING: After two library administrative staff members left for new positions, a new library management hierarchy was created. With the guidance of Human Resources, changes were made to the structure and classification of the Librarian III and I I positions,which allowed us to hire 2 fulltime Librarians (promoting from within) and a part time Library Assistant. This is in line with the City's desire to grow talent from within our organization to help improve employee recruitment and retention. CONTACT INFORMATION Jana Hausburg Library Administrator 940-767-0868 ext. 4229 jana.hausburg@wfpl.net FY2023 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Maintain 98% or higher accuracy on Create detailed spreadsheets to inputting new Efficiently 4.4 Practice track accuracy and timeliness of cards and in Deliver City effective data entry by library assistants, n/a >98 o/o updating Services governance provide feedback and coaching patron records in our database Replace outdated and 2.1 Upgrade or Establish a timeline and have unsupported Provide replace new system in place by Completed Integrated adequate n/a outdated public Summer of 2024 timeline Library infrastructure facilities System (ILS) software Add one new Efficiently 4.4 Practice Contact library vendors for 1 New in-house deliver City effective n/a possible new services Service library service services governance. Add one new Efficiently 4.4 Practice nontraditional 1 New deliver City effective Contact library vendors for n/a format for new trends Format circulation services governance 120 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General Library Operations Salaries-Supervision 84,877 89,904 92,888 Salaries-Clerical 185,321 218,887 240,870 Salaries-Operational 384,474 419,551 430,046 Overtime 677 0 0 Stability Pay 8,528 10,122 12,129 FICA 48,608 53,955 48,795 TMRS Retirement 109,630 122,756 107,640 Life Insurance Contribution 879 902 845 Disability Insurance Contrib 664 686 642 Health Insurance Contributions 135,582 132,767 124,062 HSA Contributions-Employer 3,811 4,012 2,016 Supplies-Minor Tools and Equip 754 650 350 Supplies-Minor Furniture 6,833 7,480 12,650 Supplies-Office 26,322 30,000 30,000 Supplies-Educational 5,226 8,000 8,000 Supplies-Periodicals/Supplemts 9,240 45,565 46,800 Supplies-Digit Media/Databases 95,006 144,881 154,726 Supplies-Library Materials 117,409 125,635 135,101 Supplies-Personal Computers 4,690 7,590 7,300 Supplies-Other 571 600 600 Maint-Office Furniture/Equip 0 1,100 2,000 Maint-Systems Hardware 28,103 28,800 29,000 Maint-Systems Software 71,200 76,315 77,156 Services-Telephone 12,096 17,010 19,414 Services-Electricity 68,584 73,416 71,079 Services-Gas 1,024 3,078 1,500 Services-Wtr/Sewer/Sanitation 5,605 4,116 4,984 Services-Cable TV 12,364 12,770 12,770 Services-Bank 2,165 810 810 Services-Other Professional 0 3,000 3,000 Services-Advertising 1,892 5,000 5,000 Services-Binding/Printing 2,639 2,750 6,484 In City Mileage Reimbursement 0 400 400 Travel Expenses 157 6,000 6,000 121 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General Library Operations Education Registration 563 4,400 4,400 Lease Payments 30,653 35,543 40,300 Memberships 20,300 30,040 32,640 Boards/Local Meetings 625 650 650 Rent-Equipment 336 400 1,100 Public Relation/Promo 5,412 9,000 9,630 Postage/Freight 4,283 8,200 10,650 Total Expenditures $1,497,104 $1,746,741 $1,794,428 122 PUBLIC INFORMATION OFFICE MISSION The Public Information Office (PIO) is responsible for effectively communicating to the public and the media the business and activities of city government, departments, services and events.This is accomplished through use of the City's website, Facebook, Twitter, Instagram,YouTube, Channel 1300 cable programming, press releases and newsletters. The PIO's funding is derived from the General Fund and the Public, Educational and Governmental fees fund. The PIO office's daily activities include assisting other departments with maintaining their website pages, creating content for the public cable programming channel, communicating through 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. FY2022 ACCOMPLISHMENTS • 108 general city press releases were compiled and issued. • 18 City Council meetings were livestreamed. • Facebook average reach 156,486 • Facebook page views 48,605 • 12 Public Information Officer news interviews CONTACT INFORMATION Lindsay Barker Director 940-716-5553 Lindsay.Barker@wichitafallstx.gov 123 PUBLIC INFORMATION OFFICE GOALS & PERFORMANCE MEASURES Oil FY 2023 STRATEGIC PLAN STRATEGIC PLAN PERFORMANCE FY2022 FY2023 DEPARTMENT GOAL STRATEGY MEASURE ESTIMATE TARGET GOAL Create 2. Provide Quality 2.5 Educate Citizens Series of videos 0% 50% videos/interviews Infrastructure on Future explaining and Infrastructure/Public showing the Facilities Needs facility issues Increase staff 5. Actively Engage 5.1 Enhance Public One speaking 100% 100% speaking and Inform the Outreach and engagement a engagements Public Engagement quarter with the Public Continue to 5. Actively Engage 5.1 Enhance Public Completion of the 100% 100% develop and and Inform the Outreach and Academy refine the Public Engagement Citizen's Academy Class Develop a brand 5. Actively Engage 5.3 Maintain Completion of the 50% 100% standard and and Inform the Coordinated and policy social media Public Trusted Messaging policy for all departments FY 2023 HIGHLIGHTS Personnel: increased $100,853 over prior year's budget due to the management reorganization within the Marketing and Communications Department supporting PIO, MPEC, and CVB. 124 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General Public Information Salaries-Supervision 51,434 39,600 132,303 Salaries-Clerical 26,145 27,439 28,812 Salaries-Operational 37,016 84,043 44,695 Overtime 1,219 1,000 0 Stability Pay 413 412 914 Cell Phone Allowance 313 238 216 FICA 8,434 7,479 14,721 TMRS Retirement 19,314 17,285 33,502 Life Insurance Contribution 153 129 261 Disability Insurance Contrib 115 96 198 Health Insurance Contributions 16,389 14,202 37,171 HSA Contributions-Employer 253 165 148 Supplies-Minor Tools and Equip 1,003 750 750 Supplies-Minor Furniture 0 500 250 Supplies-Office 1,204 750 750 Supplies-Periodicals/Supplemts 1 125 125 Supplies-Personal Computers 0 0 460 Supplies-PC Software 0 0 135 Maint-Systems Software 371 2,375 2,375 Services-Telephone 1,361 2,196 2,769 Service-Wireless PhoneAircards 0 1,248 1,704 Services-Central Garage 0 642 710 Services-Other Professional 394 0 0 Services-Advertising 1,890 5,000 5,000 Services-Binding/Printing 15 250 250 Travel Expenses 1,196 1,917 3,500 Education Registration 606 1,210 2,350 Lease Payments 816 840 840 Memberships 200 255 415 Public Relation/Promo 8,506 10,000 10,000 Postage/Freight 233 230 200 Other Machinery and Equipment 0 1,449 1,449 Total Expenditures $178,994 $221,825 $326,973 125 MUNICIPAL COURT MISSION The mission of the Wichita Falls Municipal Court is 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. The Court provides professional, courteous and accurate communication to all our customers.Trust is paramount in our process. Citizens obligation and rights are taken into account with each and every case filed in the 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 are provided for individuals who may be temporarily unemployed. • Trial settings for individual 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. FY2022 ACCOMPLISHMENTS • Fully automated the Court's system to allow for remote access to citizens and attorneys via Zoom. • Established electronic contact capabilities with citizens who wish to appear from remote locations • Maintained well-balanced levels of service to our customers and while making improvements in case management. • The Court has been given access to the county jail as an option for unpaid fines CONTACT INFORMATION Stan Horton Court Administrator/City Marshal 940-761-7882 Stan.horton@wichitafallstx.gov 126 MUNICIPAL COURT GOALS & PERFORMANCE MEASURES IIIIIII FY 2023 STRATEGIC PLAN STRATEGIC PLAN PERFORMANCE FY 2022 FY 2023 DEPARTMENT GOAL STRATEGY MEASURE ESTIMATE TARGET GOAL The court will be Maintain a productive working with a newly Continued Continued Continue cross Collection and forward appointed Judge. Collection and training staff in all N/A and movement in case Staff will be working Warrant Service positions. Warrant load. to harmonize this new partnership. Service 127 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Gen Municipal Court Salaries-Supervision 153,275 196,563 164,387 Operations Salaries-Clerical 172,484 245,538 253,878 Salaries-Operational 21,858 53,673 81,702 Pool Operational 51,575 90,000 90,000 Overtime 238 1,500 1,500 Stability Pay 7,398 7,535 7,535 Cell Phone Allowance 727 720 720 FICA 26,776 36,235 34,661 TMRS Retirement 58,787 84,827 73,553 Life Insurance Contribution 469 618 575 Disability Insurance Contrib 354 467 437 Health Insurance Contributions 106,190 115,481 97,657 HSA Contributions-Employer 499 0 1,683 Supplies-Minor Furniture 624 690 700 Supplies-Office 4,098 5,800 6,000 Supplies-Clothing and Uniforms 0 1,500 1,500 Supplies-Periodicals/Supplemts 2,768 3,000 5,000 Supplies-PC Software 42 0 0 Supplies-Other 1,992 3,500 4,000 Maint-PC Software 0 43 0 Services-Telephone 2,773 6,569 8,973 Service-Wireless PhoneAircards 337 360 360 Services-Electricity 6,930 7,420 7,299 Services-Gas 1,871 1,434 2,500 Services-Wtr/Sewer/Sanitation 1,441 1,309 1,389 Services-Central Garage 6,682 7,220 8,505 Services-Bank 65,206 50,000 54,139 Services-Other Professional 18,623 40,000 40,000 Services-Binding/Printing 1,260 3,100 4,964 Travel Expenses 0 4,000 4,000 Education Registration 400 3,850 4,000 Lease Payments 1,964 1,864 2,500 Jury Fees 0 1,800 3,500 Memberships 240 240 250 128 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Gen Municipal Court Postage/Freight 11,533 15,000 20,000 Operations Total Expenditures $729,414 $991,856 $987,868 129 Facilities Management MISSION The mission of the Facilities Management Division is to provide the best possible building maintenance and custodial services to the City's staff and City owned facilities. This is accomplished by performing regular preventative maintenance and responding as quickly as possible to calls for service. SERVICES PROVIDED • Responsible for the preventative maintenance and care of 20 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 Service buildings. • Responsible for the elevators at Library, Parks and Recreation, Memorial Auditorium, and Central Services buildings. • Maintain uninterruptible power supply(UPS) Equipment at the Training Center. • Provide custodial services for the performances at Memorial Auditorium. • Manage building renovation and construction projects, which includes supervision of architects, consultants, and contractors. FY2022 ACCOMPLISHMENTS • Completed the sewer repair and first floor ADA compliant restrooms remodel. • Installed heating controls in the cooling towers at Memorial Auditorium. This allowed for operation of chillers during excessively hot days during the winter months. • Performed preventative maintenance on the HVAC system in Memorial Auditorium. • Began the process of replacing all incandescent,compact fluorescent,fluorescent,and halogen light bulbs with LED bulbs. This includes the 150-watt lights in the Auditorium with 30-watt LED lights and mechanical dimming switch. This has not been done in over 15 years. • Performed extensive repairs and preventative maintenance on the Health Department's HVAC system. • Lowered the Health Departments chiller utilization from 100%to 37%, creating an energy cost savings. • Remodeled 2 lab areas into offices at the Health Department. • Managed project to eliminate major sewer congestion and clogging at the Police Department. • Replaced the room partitions for the large classroom at the Training Center. • Processed over 1,200 service calls. CONTACT INFORMATION Derek Brown IT& Facilities Administrator 940-761-8820 derek.brown@wichitafallstx.gov 130 Facilities Management GOALS & PERFORMANCE MEASURES FY 2022 STRATEGIC STRATEGIC PERFORMANCE FY 2022 FY2023 DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Complete Improve City service Service Requests 1208 100% 100% Buildings requests. appearance and operation. Maintain all Appliances are all 100% ° appliances. in working order. 100% 100/ Maintain safe Provided daily Provide safer environment janitorial service 100% 100% 100% buildings. for the public and and employees. maintenance. FY 2023 HIGHLIGHTS • Maintenance& Repair: decreased $492,932 when compared to the prior year's budget as the FY22 budget included a catch-up in repair costs delayed by the pandemic in the previous year. • Utilities/Other Services: increased $239,792 over the prior year's budget as the FY23 budget includes the cost of a public safety facilities needs assessment 131 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Building Maintenance Salaries-Supervision 18,887 46,871 59,896 Services Salaries-Clerical 3,703 24,754 56,502 Salaries-Operational 618,508 791,396 823,575 Overtime 14,151 20,000 15,000 Stability Pay 17,323 18,977 15,897 FICA 49,861 67,104 62,028 TMRS Retirement 112,848 147,073 137,851 Life Insurance Contribution 882 1,073 1,086 Disability Insurance Contrib 659 802 817 Health Insurance Contributions 185,732 200,175 182,222 HSA Contributions-Employer 1,283 1,008 1,512 Supplies-Minor Tools and Equip 4,149 2,000 3,000 Supplies-Office 813 1,500 1,500 Supplies-Medical/Drug 0 100 100 Supplies-Janitorial 80,610 90,000 96,300 Supplies-Chemical 6,911 13,000 13,910 Supplies-Clothing and Uniforms 4,611 11,000 11,770 Supplies-Periodicals/Supplemts 0 200 200 Supplies-Other 8,399 0 0 Maint-Machine/Tools/Implements 11,784 13,000 13,000 Maint-Radios 0 200 200 Maint-Instruments 805 19,050 19,050 Maint-Heating/Cooling Systems 93,677 217,145 198,500 Maint-Other Equipment 15,158 20,000 20,000 Maint-Buildings 166,318 206,600 210,778 Maint-Auditorium 91,698 334,000 7,000 Maint-Health Facilities 9,384 10,615 10,615 Maint-Animal Services 65 10,000 37,135 Maint-Police Facilities 435 96,026 4,176 Maint-Fire Facilities 1,604 110,108 16,358 Maint-Library 9,000 65,901 15,901 Maint-Municipal Court 58 339 5,339 Maint-MLK Center 0 0 52,000 Services-Telephone 2,880 3,507 4,080 132 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Building Maintenance Service-Wireless PhoneAircards 674 720 720 Services Services-Electricity 83,167 80,996 82,197 Services-Gas 10,613 9,346 40,000 Services-Wtr/Sewer/Sanitation 21,453 15,594 17,078 Services-Central Garage 18,132 19,024 24,704 Services-Other Professional 185,425 190,000 390,000 Services-Advertising 2,987 0 0 Services-Binding/Printing 435 0 200 Postage/Freight 1,573 0 1,000 Permit Expense-City Projects 0 1,000 0 Other Improvements 0 0 350,000 Machines/Tools/Implements 0 0 620,665 Total Expenditures $1,856,656 $2,860,204 $3,623,861 133 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 department activities for the calendar year 2022.The Health District has a total annual budget of approximately $8 million; of that amount, eighteen grants provide more than $4 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, 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 Executive Assistant 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 two Policy& Continuity Specialist positions. 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. FY2022 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 case investigation for all COVID-19 positive individuals within Wichita County,with the goal of reducing the spread of illness; as of June 2022,there were over 34,000 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 measures to ensure containment of disease and protection of the community. Staff have provided COVID-19 vaccinations since becoming available in December 2020. • 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. CONTACT INFORMATION Lou Kreidler Director of Health 940-761-7805 Lou.Kreidler@wichitafallstx.gov 134 HEALTH ADMINISTRATION GOALS & PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC FY2022 FY2023 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 current trends and To ensure that we have the most information; 5.Actively 5.1 Enhance up to date information to analyze subsequently Engage& Public Outreach the needs of the community and 50%due to 100% update Inform the and Engagement their perception of the health of COVID Strengths, Public our community. Conduct 1,000 Weaknesses, surveys. Opportunities and Threats (SWOT) information to be used in continued planning and implementation of the strategic plan. 4.1 Improve employee Continue 4. Efficiently recruitment and Conduct quarterly meetings to quarterly all Deliver City retention communicate effectively with staff 0%due to 50% and increase team building and COVID staff meetings. Services 4. 5 Promote and rapport encourage innovation 4.2 Reinforce a Maintain culture of and/or increase 4. Efficiently To ensure the public receive birth number of birth Deliver City superior and death records in a timely 100% 100% and death Services customer manner. services records issued. 135 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Health Administration Salaries-Supervision 211,749 222,467 233,591 Salaries-Clerical 161,968 177,539 190,994 Overtime 284 0 0 Stability Pay 6,050 6,050 6,050 Cell Phone Allowance 1,084 1,080 1,080 FICA 27,823 29,485 31,805 TMRS Retirement 62,988 67,190 69,936 Life Insurance Contribution 499 503 544 Disability Insurance Contrib 377 382 412 Health Insurance Contributions 52,564 39,114 40,249 Supplies-Minor Tools and Equip 0 800 800 Supplies-Minor Furniture 0 2,500 2,500 Supplies-Office 1,348 5,160 7,160 Supplies-Clothing and Uniforms 0 605 1,000 Supplies-Periodicals/Supplemts 0 375 375 Maint-Machine/Tools/Implements 0 150 150 Maint-Instruments 0 1,400 1,400 Maint-PC Software 0 43 43 Services-Telephone 6,020 14,640 17,472 Service-Wireless PhoneAircards 1,339 1,500 456 Services-Electricity 27,780 32,128 30,216 Services-Gas 4,748 4,342 5,000 Services-Wtr/Sewer/Sanitation 5,161 7,392 7,392 Services-Central Garage 928 857 1,321 Services-Bank 9,612 8,350 9,374 Services-Other Professional 102,277 103,250 103,250 Services-Binding/Printing 519 850 804 Services-Other Miscellaneous 309 525 525 Insurance Expense 15 0 0 Travel Expenses 0 100 0 Lease Payments 259 425 425 Memberships 40 3,445 3,445 Boards/Local Meetings 0 2,200 2,200 Postage/Freight 4,354 4,775 4,775 136 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Health Administration Administration Fees 18,032 19,700 19,700 Total Expenditures $708,126 $759,322 $794,444 137 HEALTH AND WELLNESS MISSION Prevention and clinical programs within the Health and Wellness 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 Prevention & Cession Education • Epidemiology • Healthy Living Classes • Healthy Cooking Classes • COVID-19 tracing and case investigation FY2022 ACCOMPLISHMENTS • 8,481 COVID-19 vaccines given • Case investigation of COVID -19 cases • 100%of reportable Sexually Transmitted Infections (STI) received treatment and/or linkage to care • 3 active and 5 latent TB cases received and treatment provided. • Incorporated video sessions into healthy living programs, as well as TB, directly observed therapy CONTACT INFORMATION Lynette Williams, BSN, RN Health and Wellness Administrator 940-761-7892 lynette.Williams@wichitafallstx.gov 138 HEALTH AND WELLNESS GOALS & PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Increase the number of 5.Actively clients seen in 5.1 Enhance each program Engage& Public Outreach Participate in at least one outreach 50%due to 100% and to increase Inform the and Engagement event per month COVID outreach to the Public 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 FY2023 HIGHLIGHTS ■ • Supplies: increased $69,816 over prior year's budget due to the increased cost of medical supplies. 139 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Nursing Salaries-Supervision 66,024 98,580 72,543 Salaries-Clerical 33,428 34,708 36,443 Salaries-Operational 263,227 303,680 339,329 Overtime 28,776 0 0 Stability Pay 5,376 5,625 5,033 FICA 28,821 31,857 28,015 TMRS Retirement 66,365 73,335 64,621 Life Insurance Contribution 501 522 498 Disability Insurance Contrib 378 391 380 Health Insurance Contributions 69,215 66,802 75,008 HSA Contributions-Employer 83 0 236 Supplies-Minor Office Tools/Eq 285 0 0 Supplies-Office 8,361 9,400 9,700 Supplies-Medical/Drug 87,569 109,008 176,274 Supplies-Chemical 0 1,150 1,305 Supplies-Clothing and Uniforms 0 3,591 4,255 Supplies-Educational 0 600 600 Supplies-Periodicals/Supplemts 926 1,349 1,780 Supplies-Promotional 0 1,700 2,700 Supplies-PC Software 0 320 320 Maint-Instruments 210 540 582 Maint-PC Hardware 0 301 0 Maint-PC Software 254 252 252 Services-Telephone 6,176 12,743 14,804 Service-Wireless PhoneAircards 783 2,160 3,072 Services-Other Professional 5,715 7,005 7,969 Services-Advertising 0 250 250 Services-Binding/Printing 901 570 2,477 Services-Other Miscellaneous 1,229 2,500 2,571 Travel Expenses 0 750 0 Education Registration 0 300 300 Lease Payments 2,107 2,054 0 Memberships 0 140 140 140 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Nursing Postage/Freight 470 500 500 Total Expenditures $677,178 $772,683 $851,958 141 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(septic system) permits and inspections, and mosquito control. This represents 2,093 permits, 5,028 inspections and 287 complaints in 2021. Unless it is otherwise noted,each program is conducted throughout the county and the programs collect fees for services.The vector 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 both active and passive surveillance numbers. In 2021, 2,233 mosquito-breeding sites were checked and 708 sites were treated. Mosquito control staff collected 73 mosquito trap pools and sent them to the Department of State Health Services laboratory for testing with 9 pools testing positive for West Nile virus. Additionally,there were 761 calls for service received,and trucks were deployed 73 times to spray for adult mosquitoes for a total of 148 hours of spray time. SERVICES PROVIDED • Inspections: retail food, grease traps, lodging, public and semi-public aquatic facilities, body art, OSSF, daycare,foster homes • Vector Control: check and treat public mosquito breeding sites, spray for adult mosquitos, active and passive mosquito 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 FY2022 ACCOMPLISHMENTS • Trained New Staff in On-site Sewage Facility Processing of New Construction and Existing Applications • Developed new Temporary Event Inspection forms • Developed new Aquatic Facility Inspection forms that covered the 2021 Public Swimming Pool and Spa updates to the Texas Administrative Code • Presented an updated Lodging Ordinance to stakeholders including the City Council CONTACT INFORMATION Samantha Blair Environmental Health Administrator 940-761-7822 Samantha.Blair@wichitafallstx.gov 142 ENVIRONMENTAL HEALTH GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY >804.2 Reinforce a Unsure: Adult Unsure: Efficiently Culture of Mosquito Deliver City Superior Percent mortality at diagnostic Testing just >97% Resistance To time restarted by Pesticide Services Customer state post- Services COVID Educate Public Actively Engage 5.1 Enhance Number of Community on Mosquito and Inform the Public Outreach Engagement and Educational 6 6 Mitigation Public and Engagement Activities Conducted Strategies Improve OSSF Efficiently 4.4 Practice Inspection Deliver City Effective Percentage of SOPS Developed 95% and Implemented 100% Process Services Governance 4.2 Reinforce a Culture of Superior Customer Services Percentage of Forms Updated 40% 100% 4.3 Streamline Municipal Standardize Efficiently Business Plan Review Deliver City Processes Process Services 4.3 Streamline Municipal Business Processes Staff Trained in Plan Review and Pre-development Meeting 4 5 4.5 Promote and Encourage Innovation Retail Efficiently 4.4 Practice Lodging Food& Update Local Aquatic Deliver City Effective Ordinances updated Ordinance Ordinances Facilities Services Governance Update Ordinance Update 143 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Gen Environmental Health Salaries-Supervision 58,718 58,407 66,036 Salaries-Clerical 37,737 43,736 41,216 Salaries-Operational 312,758 368,010 365,436 Pool Operational 10,325 31,325 25,000 Overtime 3,035 6,000 6,000 Stability Pay 6,876 7,811 7,810 Cell Phone Allowance 2,709 2,880 3,240 FICA 30,776 36,951 33,627 TMRS Retirement 69,652 79,679 78,472 Life Insurance Contribution 550 563 606 Disability Insurance Contrib 415 423 465 Health Insurance Contributions 88,670 72,573 114,454 HSA Contributions-Employer 505 504 504 Supplies-Minor Tools and Equip 1,977 2,050 2,375 Supplies-Minor Furniture 0 650 614 Supplies-Office 5,073 6,700 7,203 Supplies-Medical/Drug 0 150 150 Supplies-Chemical 12,631 90,930 81,684 Supplies-Clothing and Uniforms 858 2,765 3,181 Supplies-Personal Computers 0 0 310 Supplies-PC Software 323 1,600 1,615 Supplies-Other 0 2,192 1,505 Services-Telephone 2,253 3,620 4,880 Service-Wireless PhoneAircards 0 3,840 4,103 Services-Central Garage 36,604 36,343 41,313 Services-Binding/Printing 359 2,570 3,204 Services-Other Miscellaneous 1,481 1,656 1,776 Travel Expenses 0 1,100 0 Education Registration 152 1,000 150 Lease Payments 450 436 0 Postage/Freight 1,618 3,250 3,494 Total Expenditures $686,506 $869,714 $900,420 144 ANIMAL SERVICES MISSION The Animal Services Division is committed to protecting the health, safety, and well—being of the citizens and animals in our community. The division does this through enforcement of state and local laws, providing compassionate care, ensuring proper disinfection to mitigate disease spread, and increasing our live outcome rate. Animal Services has committed to improving not only relationships with the community, community partners,and businesses but with other departments within the city and county as well.Animal Services will focus on increasing licensing and micro-chipping efforts to assist owners in reuniting with their lost pets. Enhance employee training in order to continue providing quality services and assistance to our community as well as maintaining a clean,friendly atmosphere for the animals in our care. 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 FY 2022 ACCOMPLISHMENTS • Ordinances: made minor changes to improve adoption outcome. • Created a new adoption training class for new adopters. • Created new Standard Operaing Procedures (SOPs:). Working on a complete overhaul to include policy and retraining where necessary. • Owner surrender changed to appointment only. New SOP created. • 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. Final exams administered for classroom, kennel, and field operations prior to working alone. 145 ANIMAL SERVICES CONTACT INFORMATION _ Nicki Bacon Administrator 940-761-7834 Nicki.bacon@wichitafallstx.gov GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PLAN FY 2022 FY 2023 DEPARTMENT PLAN PERFORMANCE MEASURE GOAL GOAL STRATEGY ESTIMATE TARGET Increase Live 4. Efficiently 4.2 Reinforce a Increase in number of live Outcome Rate Deliver City culture of superior release through active 66% >80% 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 GOALS & PERFORMANCE MEASURES • Supplies: increased$53,712 over prior year's budget due to increased cost for animal care supervision and supply costs. 146 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Animal Services Salaries-Supervision 60,375 60,217 64,463 Salaries-Clerical 52,383 55,632 63,391 Salaries-Operational 449,893 545,900 563,601 Overtime 15,332 15,500 16,600 Stability Pay 5,529 6,079 4,731 Cell Phone Allowance 547 540 540 FICA 42,992 48,798 44,797 TMRS Retirement 97,131 110,757 100,604 Life Insurance Contribution 766 795 800 Disability Insurance Contrib 579 605 613 Health Insurance Contributions 96,132 108,270 116,385 HSA Contributions-Employer 1,682 2,016 0 Supplies-Minor Tools and Equip 8,967 12,116 15,446 Supplies-Minor Furniture 248 582 2,006 Supplies-Office 6,753 8,488 9,805 Supplies-Medical/Drug 25,901 37,662 40,850 Supplies-Chemical 10,276 10,944 13,794 Supplies-Clothing and Uniforms 6,179 11,745 12,918 Supplies-Educational 0 500 3,000 Supplies-Animal Feed 11,146 13,270 14,198 Supplies-Promotional 0 650 675 Supplies-Personal Computers 256 2,000 0 Supplies-PC Software 210 2,500 3,000 Supplies-Radios 1,300 2,030 2,572 Supplies-Other 13,413 18,415 56,350 Maint-Machine/Tools/Implements 1,177 0 0 Maint-Office Furniture/Equip 285 1,600 1,700 Maint-Radios 245 1,360 1,472 Maint-PC Software 339 0 0 Services-Telephone 4,323 7,654 8,085 Service-Wireless PhoneAircards 6,610 7,142 7,577 Services-Electricity 20,934 20,481 20,455 Services-Gas 6,367 4,399 8,500 Services-Wtr/Sewer/Sanitation 5,096 5,220 4,919 147 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Animal Services Services-Central Garage 44,057 40,810 56,405 Services-Other Professional 3,508 5,022 5,985 Services-Advertising 0 1,050 1,100 Services-Binding/Printing 1,887 2,450 2,725 Services-Other Miscellaneous 631 1,650 4,649 Contract-Other Agencies 187 8,100 12,280 Travel Expenses 0 2,000 0 Education Registration 99 0 0 Lease Payments 2,218 2,725 2,825 Memberships 0 410 525 Boards/Local Meetings 0 400 500 Postage/Freight 4,372 3,500 3,800 Other Machinery and Equipment 0 23,000 29,685 Total Expenditures $1,010,325 $1,214,984 $1,324,325 148 LABORATORY 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 Health and Wellness 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 750 clinical tests were performed during the calendar year 2021.Additionally, 500 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, 181 soft serve samples were tested. TCEQ requires the regular monitoring of municipal water supplies and public pools,further ensuring the safety of drinking water.The division also encourages private well owners to monitor their water supplies for bacteria through regular testing of wells and water storage tanks. In the last year,the laboratory analyzed approximately 2,100 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 FY 2022 ACCOMPLISHMENTS • Processed and Shipped Specimen for COVID-19 testing • Adjusted Standard Laboratory Protocols to allow for water bacteriology testing to continue while maintaining employee and customer safety CONTACT INFORMATION Thomas Shiner Laboratory Technical Supervisor 940-761-7862 Thomas.Shiner@wichitafallstx.gov 149 LABORATORY GOALS & PERFORMANCE MEASURES 11 FY 2023 STRATEGIC STRATEGIC PLAN PERFORMANCE FY 2022 FY 2023 DEPARTMENT PLAN GOAL STRATEGY MEASURE ESTIMATE TARGET GOAL Maintain 4. Efficiently 4.2 Reinforce a culture Score 100%on all Deliver City of superior customer 100% 100% Proficiency Proficiency Tests 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 150 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Lab Water Pollution Salaries-Clerical 11,786 18,175 15,126 Salaries-Operational 117,303 121,846 127,938 Overtime 0 0 0 Stability Pay 550 550 826 FICA 9,763 10,595 10,840 TMRS Retirement 19,463 21,248 20,849 Life Insurance Contribution 157 157 164 Disability Insurance Contrib 119 120 124 Health Insurance Contributions 22,069 7,468 8,673 Supplies-Minor Office Tools/Eq 279 4,500 4,500 Supplies-Minor Furniture 0 0 350 Supplies-Office 1,629 2,050 2,200 Supplies-Lab 19,881 25,549 28,228 Supplies-Clothing and Uniforms 290 326 339 Supplies-Linen 567 641 686 Supplies-Educational 484 660 680 Supplies-Promotional 0 150 150 Maint-Machine/Tools/Implements 1,364 2,860 3,140 Maint-Instruments 2,359 5,241 5,611 Services-Telephone 2,092 3,667 3,871 Services-Other Professional 6,000 6,000 6,000 Services-Lab Proficiency Test 3,345 3,826 3,951 Services-Binding/Printing 377 1,060 1,117 Services-Other Miscellaneous 832 1,930 2,065 Lease Payments 67 66 66 Memberships 20 650 650 Postage/Freight 1,704 2,805 3,001 Total Expenditures $222,500 $242,140 $251,146 151 FINANCE AND PURCHASING 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 The Finance and Purchasing Division is responsible for monitoring and accounting for all financial transactions of the City.To support this,the division also: • Prepares quarterly and annual financial reports to assist in preparation of the City's Annual Comprehensive 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, processing payments to vendors, and reconciliation 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 • Processing, maintaining, and accurately report all financial data of the City • Completing annual audit • Provide principal assistance to the City Manager in the formulation of the Annual Budget • Completing all accounting transactions • Treasury management and investment of City funds The Purchasing Department is responsible for: • Conducting 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. • Obtaining the quantity and quality of materials/services at competitive prices, as needed,for all City departments. • Stimulating competitive bidding in order to obtain materials/services at the lowest possible cost. • Providing all interested vendors with the opportunity to offer their products/services to the City. • Treating all vendors in a fair and equitable manner. • Processing all requested purchasing information in a timely, accurate and efficient manner FY2022 ACCOMPLISHMENTS • Receipt of the Government Finance Officers Association (GFOA) Distinguished Budget Award • Receipt of the GFOA Award for Excellence in Financial Reporting • Receipt of the Texas State Comptroller's Traditional Finance Star • Updated all transparency resources CONTACT INFORMATION Susan White Assistant Finance Director 152 FINANCE AND PURCHASING 940-761-7462 Susan.White@WichitaFallsTX.gov GOALS AND PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Manage receipt Accelerate Look for post- Creation of project, receipt 25% 50% and disbursement Economic pandemic of funds,tracking of of ARPA funds Growth economic expenditures opportunities Complete and earn Actively Enhance Receipt of Award 100% 100% GFOA Engage and Public Distinguished Inform the Outreach and Budget Award Public Engagement Complete and earn Actively Enhance Receipt of Award 100% 100% the GFOA award Engage and Public for Excellence in Inform the Outreach and Financial Reporting Public Engagement Complete a clean Efficiently Practice Completion of Audit, 100% 100% audit and close out Deliver City Effective Auditors opinion the prior year Services Governance Update three Effectively Practice Prior to publication of the FY 0% 100% internal financial Deliver City Effective 2023-24 Proposed Budget, policies for City Services Governance create and adopt 3 new Council Adoption policies consistent with GFOA best practices, GAAP, and GASB where applicable. Update financial Effectively Streamline Update financial reporting 25% 100% reporting for Deliver City Municipal for investment portfolios investments Services Business Practices FY2023 HIGHLIGHTS • Personnel increased $216,404 over prior year's budget due to MPEC Comptroller transferred from the Hotel/Motel fund; addition of partially funded accountant for ARPA grants, and change to staff allocation. 153 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Accounting and Finance Salaries-Supervision 212,293 217,650 342,388 Salaries-Clerical 82,007 92,719 98,313 Salaries-Operational 290,211 304,511 316,505 Overtime 461 0 1,000 Stability Pay 7,673 8,470 8,719 Cell Phone Allowance 746 720 720 FICA 43,804 46,294 55,568 TMRS Retirement 97,996 104,083 123,585 Life Insurance Contribution 781 791 1,061 Disability Insurance Contrib 590 603 791 Health Insurance Contributions 62,049 54,844 98,440 Supplies-Minor Office Tools/Eq 50 200 200 Supplies-Minor Furniture 1,665 500 6,000 Supplies-Office 9,443 7,500 9,500 Supplies-Periodicals/Supplemts 39 650 650 Supplies-Personal Computers 0 2,000 2,000 Supplies-System Software 0 300 0 Supplies-PC Software 749 0 300 Maint-Office Furniture/Equip 0 2,800 2,800 Maint-Buildings 0 2,087 2,087 Services-Telephone 2,386 3,558 3,999 Service-Wireless PhoneAircards (64) 460 460 Services-Other Professional 13,722 5,500 5,500 Services-Advertising 5,610 5,000 5,000 Services-Binding/Printing 3,027 3,500 3,800 Insurance Expense 30 115 115 Travel Expenses 642 10,500 11,000 Education Registration 4,796 5,000 5,000 Memberships 2,824 2,800 2,800 Postage/Freight 9,671 11,000 14,000 Total Expenditures $853,201 $894,155 $1,122,300 154 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. .111M11111=1.1 SERVICES PROVIDED 1111. • 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 Mir FY2022 ACCOMPLISHMENTS • Restarted the Junior Police Academies offering two academies. This program is fully funded by a private partnership. (Post COVID) • Restarted the Citizen Police Academy, successfully graduating the 43rd CPA with 25 participants. (Post COVID) • Community Services unit provided 56 (CRASE) Citizen Response to Active Shooter Events courses and 30 Crime Prevention/fentanyl courses to community groups and business in our City. • Developed protocols for mental health intervention by using a MHMR counseling hotline. • Shut down illegal gambling operations occurring in 18 local businesses • Removed 273 firearms off the streets through criminal and civil investigations • Secured $188.388.32 in Federal and State grant funding and $40,000 in Foundation donations for Rifle Rated Bullet Resistant vests. II CONTACT INFORMATION Manuel Borrego Chief of Police 940-761-6832 Manuel.Borrego@wfpd.net 155 Police Department GOALS & PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC PLAN PERFORMANCE FY2022 FY2023 DEPARTMENT PLAN STRATEGY MEASURE ESTIMATE TARGET GOAL GOAL Proactive Intelligent led Policing ° Reduce Part Intelligence +/- #Property Crimes -7.3/o from -2% 1 Crimes policing gathering +/- #Violent Crime previous year concepts Community support Develop 86 mental partnership Reduce police Seek federal # of partnership commitments ° with MHMR calls for service grant funding responses with involving 2/° to focus on MHMR/Reduction in MHMR reduction in involving the Develop police call mentally ill response plan # of calls involving (1'year data) commitments involving the mentally ill mentally ill Priority Amount of fentanyl Drug/OD Investigate 20 deaths/12 Reduce lessfatal investigations illegal sales and cases prepared for Fentanyl -25 Fentanyl for Narcotics use of fentanyl prosecution cases OD/5% sales in the Reduction in increase case City Unit and Crimes and associated overdoses and deaths investigated investigations against Persons OD/deaths related to fentanyl (1 year data) unit Foster Outfit all patrol trusting Find a funding Officers with a Funding source 100 Patrol relationships source for Body BWC/Continue determined and 77 Crime Officers with with our Worn Camera to provide funding secured/#of Prevention BWC/5% citizens (BWC)program/ CRASE and through Engage the other Crime Crime Prevention courses increase in transparency public in safety Prevention (CP) programs requested presented CP programs and civic training programs to our and fulfilled. provided engagement citizens 156 Police Department FY2023 HIGHLIGHTS • Capital Improvements increased $950,000 over the prior year's budget due to costs for police video infrastructure. • Utilities/Other Services: increased $626,768 over the prior year's budget due to increased costs of garage services including vehicle fuel and maintenance. 157 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Police Salaries-Supervision 150,322 155,000 162,751 Salaries-Clerical 1,087,878 1,366,631 1,337,540 Salaries-Operational 14,520,653 16,563,114 17,393,013 Pool Operational 14,437 31,325 146,793 Overtime 437,826 318,696 500,000 Certification Pay 271,151 268,440 278,220 Assignment Pay 23,609 19,200 40,800 Stability Pay 57,753 57,480 53,329 Longevity 473,629 475,876 475,383 Clothing Allowance 28,319 28,224 27,072 Cell Phone Allowance 6,593 7,020 6,480 FICA 1,240,108 1,321,933 1,313,284 TMRS Retirement 2,832,068 3,033,693 2,928,793 Life Insurance Contribution 20,962 21,846 22,010 Disability Insurance Contrib 15,814 16,567 16,676 Health Insurance Contributions 2,980,634 2,808,998 2,905,805 HSA Contributions-Employer 16,621 15,679 20,288 Supplies-Motor Vehicle 0 300 300 Supplies-Minor Tools and Equip 4,281 7,785 14,948 Supplies-Minor Office Tools/Eq 2,600 7,146 3,594 Supplies-Minor Furniture 5,275 9,062 10,135 Supplies-Office 64,668 71,478 76,000 Supplies-Photographic 173 6,800 5,950 Supplies-Medical/Drug 1,539 1,725 1,733 Supplies-Chemical 2,810 6,640 7,126 Supplies-Clothing and Uniforms 156,301 160,826 170,021 Supplies-Linen 536 1,133 1,133 Supplies-Educational 520 2,250 2,495 Supplies-Periodicals/Supplemts 1,698 5,497 2,261 Supplies-Ammunition 40,324 70,772 71,996 Supplies-Citizen Part Program 2,000 2,000 5,000 Supplies-Promotional 2,485 3,500 4,000 Supplies-Personal Computers 0 500 1,561 Supplies-PC Software 2,548 2,270 2,270 158 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Police Supplies-Other 36,943 28,513 25,432 Maint-Machine/Tools/Implements 1,804 4,625 4,000 Maint-Office Furniture/Equip 3,568 5,365 5,872 Maint-Radios 246 3,000 3,000 Maint-Instruments 1,969 6,244 8,888 Maint-PC Software 8,348 10,135 13,434 Maint-Police Facilities 15,920 15,920 15,920 Services-Telephone 49,955 54,554 62,935 Service-Wireless PhoneAircards 12,831 19,589 35,961 Services-Electricity 51,914 55,423 54,157 Services-Gas 4,005 3,020 4,500 Services-Wtr/Sewer/Sanitation 9,914 9,554 9,692 Services-Central Garage 1,301,420 1,508,995 2,088,362 Services-Chemical Disposal 0 2,000 2,000 Services-Other Professional 11,123 72,279 73,000 Services-Binding/Printing 4,143 7,100 27,494 Services-Subcontractors Mowing 9,000 9,000 9,600 Services-Other Miscellaneous 54,581 106,328 106,909 Insurance Expense 15 15 15 Claims and Settlements 22,300 2,000 2,000 Travel Expenses 4,719 26,610 27,926 Education Registration 4,462 12,335 12,143 In-Service Train/Tuition Asst 29,160 32,750 32,750 Lease Payments 20,762 21,778 0 Memberships 6,404 7,663 8,168 Boards/Local Meetings 1,885 2,600 2,600 Postage/Freight 10,483 12,500 12,500 Other Machinery and Equipment 0 550,000 1,500,000 Oper Transfer-Other 0 0 100,000 Total Expenditures $26,144,010 $29,459,301 $32,258,019 159 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 yype 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). FY2022 ACCOMPLISHMENTS • Successfully hosted the first joint Freedom Fest with Sheppard Air Force Base • Responded to 13,380 calls for service, including 144 building fires • Due to timely and efficient fire suppression, our fiscal year"value saved" exceeded $180,000,000. • Logged an excess of 27,000 hours of training • Successfully recruited and trained 16 new firefighters. • Received an excess of $600,000 in grants, including a grant to replace all 25 Automatic External Defibrillators (AEDs). • Improved our high-rise firefighting capabilities and equipment to industry best practices. CONTACT INFORMATION Ken Prillaman Fire Chief (940) 761-7903 Ken.prillaman@wichitafallstx.gov 160 Fire Department GOALS & PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Meet national 4.2 Reinforce a standards for 4. Efficiently culture of staffing first deliver city superior Assemble 15 firefighters within nine 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 25,943 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. FY2023 HIGHLIGHTS • Supplies: increased $58,360 over the prior year's budget due to increased cost of medical supplies and firefighting gear. • Transfers out: increased $43,849 over the prior year's budget due to increased costs of emergency management program. • Utilities/Other Services: increased $206,331 over the prior year's budget due to increased costs of garage services including vehicle fuel and maintenance. 161 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Fire Salaries-Supervision 333,723 346,613 375,874 Salaries-Clerical 69,240 72,870 77,267 Salaries-Operational 10,337,612 10,934,874 11,521,564 Overtime 981,787 576,000 575,000 Certification Pay 125,428 125,460 119,400 Assignment Pay 54,686 54,000 54,000 Stability Pay 1,348 1,348 1,623 Longevity 352,483 347,113 350,362 Cell Phone Allowance 2,182 2,880 2,160 FICA 885,154 940,970 934,544 TMRS Retirement 35,834 38,499 38,628 Life Insurance Contribution 13,585 13,614 14,235 Disability Insurance Contrib 10,329 10,449 10,886 Health Insurance Contributions 1,876,443 1,848,074 2,170,023 HSA Contributions-Employer 14,712 15,011 13,499 Fire Pension Contribution 1,614,467 1,594,473 1,895,527 Supplies-Motor Vehicle Fuel 271 0 0 Supplies-Minor Tools and Equip 42,885 52,220 64,580 Supplies-Minor Furniture 7,521 12,340 12,340 Supplies-Office 5,629 7,000 7,490 Supplies-Photographic 0 500 535 Supplies-Medical/Drug 17,622 17,950 36,240 Supplies-Janitorial 18,000 18,000 19,260 Supplies-Chemical 5,544 5,902 6,452 Supplies-Botanical/Agriculture 681 2,850 2,850 Supplies-Clothing and Uniforms 59,508 65,000 74,000 Supplies-Firefighting Clothing 95,595 106,145 122,100 Supplies-Linen 630 2,000 2,000 Supplies-Educational 10,764 17,500 17,700 Supplies-Periodicals/Supplemts 615 1,065 1,065 Supplies-Code Books 1,765 2,185 2,340 Supplies-Heating Fuel 865 0 0 Supplies-Personal Computers 787 0 0 Supplies-PC Software 77 0 0 162 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Fire Supplies-Other 2,793 5,605 5,670 Maint-Radios 240 4,125 4,290 Maint-Instruments 18,485 22,300 24,290 Maint-PC Software 42 43 0 Services-Telephone 26,888 34,207 34,826 Service-Wireless PhoneAircards 1,329 360 1,272 Services-Electricity 76,907 56,920 64,297 Services-Gas 16,781 12,726 20,000 Services-Wtr/Sewer/Sanitation 10,655 7,139 10,691 Services-Central Garage 1,019,363 1,167,579 1,326,687 Services-Other Professional 19,721 33,809 47,009 Services-Binding/Printing 7,395 2,500 3,842 Services-Other Miscellaneous 0 0 12,947 Insurance Expense 30 0 0 Travel Expenses 5,074 4,695 5,020 Education Registration 49,375 50,043 49,378 Lease Payments 2,487 2,129 2,129 Memberships 2,567 2,511 2,811 Postage/Freight 3,561 6,000 6,000 Oper Transfer-Other 69,667 85,149 128,998 Total Expenditures $18,311,130 $18,730,745 $20,273,701 163 CITY RECREATION MISSION 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, East Lynwood Center, mobile stage, Lucy Park Swimming Pool, Sports Complex, Skate Park, and practice fields. 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. FY2022 ACCOMPLISHMENTS • Overall 20%increase in revenue and participation from prior year. • Established online registration and reservation process for all programs, pavilions and ball fields. • New revenue records for Summer Day Camps, and Field Rentals. • New participation records in swimming pool attendance, Halloween and Easter Special Events. • Funding for and installation of artificial turf at the Sports Complex. • Hosted seven tournaments at the Sports Complex with an economic impact of$240,000. • New windscreens installed at the Hamilton Park Tennis Center. • Assumed management of the Hamilton Park Tennis Center. CONTACT INFORMATION Scott McGee Recreation Services Administrator 940-761-7492 scott.mcgee@wichitafallstx.gov 164 CITY RECREATION GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PLAN FY 2022 FY 2023 DEPARTMENT GOAL PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL STRATEGY Expand 1. Accelerate 1.7 sponsorship Expand sponsorship program, Economic Growth 1.8 program to update existing activities and 5. Actively Engage 5.1 10% 10% increase create new ones to increase programs and & Inform the 5.3 revenue and economic impact. special events Public 5.4 1.Accelerate 1.3 Create and 1.7 recruit new Economic Growth. 1.8 Host up to 30 events at the events to the 4. Efficiently 60% 100% 4.4 Sports Complex Sports Complex Deliver City 4.5 Services 1.Accelerate Economic Growth 3 Redevelop 1.3 Maintain Downtown 1.7 existing 4. Efficiently 3'7 Maintain successful existing programs, Deliver City 4.4 programs,create 6 new 50% 100% create new Services 4.5 activities, programs or events ones. 5. Actively Engage 5.1 & Inform the Public 5.4 Develop a plan 1. Accelerate Economic Growth for financing 2. Provide Quality improvements 1.7 Develop a plan for financing to tennis Infrastructure 2.1 improvements to the tennis 4. Efficiently centers and 2.2 centers including Pickleball and 25% 50% possible Deliver City 4.5 possible alternatives for the alternatives for Services 4.5 Lucy Park Pool. the Lucy Park 5. Actively Engage Swimming Pool & Inform the Public 1. Accelerate 1.3 Economic Growth 1.6 Participate in 2. Provide Quality 2.1 the process of Infrastructure 2.2 funding and 4. Efficiently 2.3 Participate in funding and 50% 100% developing an Deliver City 2.5 developing a Parks Master Plan Parks Master Services 4.3 Plan 5. Actively Engage 4.5 and inform the 5.1 Public 165 CITY RECREATION FY2023 HIGHLIGHTS • Capital: increased $110,000 over the year's budget due to one-time capital expenditures from excess general fund reserves. • Maintenance& Repair: increased $30,407 or 78%over prior year due to mechanical upgrades to pool to meet state mandated requirements. 166 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Recreation Salaries-Supervision 64,169 68,089 71,493 Salaries-Clerical 64,169 66,545 69,872 Salaries-Operational 414,058 594,110 642,181 Pool Operational 2,986 0 0 Overtime 9,759 0 10,000 Stability Pay 10,612 10,890 10,890 Cell Phone Allowance 363 360 360 FICA 40,732 54,302 39,873 TMRS Retirement 65,634 85,953 78,353 Life Insurance Contribution 523 600 605 Disability Insurance Contrib 395 455 464 Health Insurance Contributions 94,989 102,240 97,873 Supplies-Minor Tools and Equip 972 1,500 1,605 Supplies-Office 3,050 4,060 4,492 Supplies-Janitorial 1,306 5,000 5,600 Supplies-Chemical 4,542 7,350 7,570 Supplies-Recreation 13,591 9,500 10,945 Supplies-Athletic 437 3,000 10,000 Supplies-Concession 12,312 31,500 26,500 Supplies 50 Plus Zone 0 0 7,000 Supplies-Clothing and Uniforms 1,388 2,000 3,300 Supplies-Periodicals/Supplemts 64 0 0 Supplies-Personal Computers 0 0 1,200 Supplies-PC Software 360 0 0 Supplies-Other 6,376 13,000 5,100 Maint-Pumps/Motors 0 1,000 1,500 Maint-Office Furniture/Equip 1,486 2,500 11,000 Maint-PC Software 42 43 50 Maint-Heating/Cooling Systems 0 1,000 1,200 Maint-Buildings 10,943 4,500 5,000 Maint-Parks Facilities 8,503 4,000 23,700 Maint-Library 2,628 0 0 Maint-Other Structures 5,931 26,000 27,000 Services-Telephone 5,430 7,954 8,190 167 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Recreation Service-Wireless PhoneAircards 1,549 4,360 1,728 Services-Electricity 85,902 99,916 95,110 Services-Central Garage 54,777 59,578 68,688 Services-Bank 4,691 6,000 4,937 Services-Other Professional 163,913 185,200 180,700 Services-Advertising 1,738 7,000 10,000 Services-Binding/Printing 1,479 15,300 9,638 Travel Expenses 83 1,580 1,510 Education Registration 6,455 8,200 9,300 Lease Payments 2,639 1,080 0 Memberships 280 600 1,400 Rent-Equipment 391 7,500 7,000 Rent-Land/Structures 0 1,200 1,200 Postage/Freight 2,188 3,000 3,000 Other Machinery and Equipment 0 1,500 111,500 Total Expenditures $1,173,833 $1,509,465 $1,688,627 168 PARK MAINTENANCE MISSION The Parks Maintenance Department consists of four divisions. Parks Maintenance, City Lot Division, Cemetery Division and MPEC Business Park/TXDOT right of ways. Our Mission is to make Wichita Falls a better place for people to live and visit by adding multi landscapes,trails, and parks for the public to enjoy. SERVICES PROVIDED • Parks Maintenance Division maintained 39 parks (1,265 acres), 24 miles of Hike and Bike Trail, 50 miles of boulevards and medians with 150+flower beds,five parks at Lake Arrowhead, numerous City facilities including Memorial Auditorium, Regional Airport, Public Safety Training Center,Animal Reclaim Center, Police Station, Central Services, Library, Health Department, Muhlberger Travel Center and SAFB Travel Plaza along with the 12 ornamental median structures located throughout city. • City Lot Division maintained the City-owned trustee lots and the mowing of Code Enforcement violations,the crew mowed 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 maintained the landscapes around all MPEC Facilities,the 500-acre Business Park property and 560 acres of State Highway Right-of-Ways along with several thousand trees and irrigation. • Cemetery Division maintained operations of the four City-owned cemeteries.They conducted 72 funerals combined and sold 85 spaces. Riverside expansion is still slowly coming together.The infill areas have been surveyed and platted. Sales of these spaces were projected to sell quickly, but have remained slow (11 in 2022).These funds will be needed to continue the next portion of this construction. FY2022 ACCOMPLISHMENTS • Successfully worked with Work Services Corp (WSC) on outsourcing the maintenance of the eighteen neighborhood parks with continued good communication and quality of work by WSC staff. • Continued maintenance of parks was challenging due to workforce challenges. Parks Divisions has averaged 15 to 20 positions short since the pandemic and lack of job applicants. • The Parks Maintenance department installed a new playground at Rotary Park.This was gifted to the City by the Rotary Clubs. Another exciting attraction is the Musical Instrument playground at Lucy Park gifted by the Arts Council and the Wichita Falls Symphony Orchestra. Lucy Land's 25-year-old west playground was also replaced through General Fund. • Wichita Disc Golf Association purchased 18 new baskets for Lucy and 18 for Lake Wichita Park. We removed the old ones and repurposed 9 baskets to Expressway Village to create another course (very popular). We are now working with WFDGA to create another 9-hole course in an undisclosed park. • The new section of Circle Trail from Lake Wichita Park to Larry's Marine is complete. Only two sections (about 1.5 miles)will remain to complete the long awaited Circle Trail. Construction has taken about 32 years so far. • Three bridges were rebuilt this year along the Circle Trail, one was he historical swing bridge. 169 PARK MAINTENANCE • Parks along with the Daughters of the American Revolution designed and installed the Vietnam Memorial at Lake Wichita Park. It was such a hit,the Lake Wichita Revitalization Committee has decided to move the Veterans Memorial Project to this area. • Parks rebuilt the outlet structure dam at Scotland park pond along with two sections of sidewalks adjacent to the bridge. CONTACT INFORMATION Terry Points Parks Administrator 940-761-7609 Terry.points@wichitafallstx.gov GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE PERFORMANCE FY 2021 FY 2022 FY 2023 MEASURE ACTUAL ESTIMATE TARGET Riverside Make the cemetery Continuing to build funding Cemetery operations financially by conducting funeral 66% 33% 85% Expansion Phase I self-supporting services and selling spaces. Riverside Make the cemetery Continuing to build funding Cemetery operations financially by conducting funeral 10% 33% 50% Expansion Phase II self-supporting services and selling spaces. Complete the 25 mile Camp Fire to Lucy 0% Circle Trail Circle Trail. Larry's to Barnett 0% Completion Construction began in TXDOT Grants are being 20% 90% 100% the early 90's applied for these last two sections. Hamilton WCMA Enhance the park Drainage and turf 40% 55% 100% Splash Pad experience restoration Annual Playground Replace older units Another unit is requested in replacements 25 years or older,one or the 2022/23 budget 100% 100% 100% more parks each year 170 PARK MAINTENANCE FY2023 HIGHLIGHTS General Parks Maintenance • Maintenance & Repair: increased $118,954 over prior year as the FY 23 budget includes replacement of LED sports lights due to age and availability of ballfield lights at parks. • Non Capital Improvements: increased $39,200 over the prior year due to increased cost of replacement landscaping. • Utilities/Other Services: increased $552,082 over the prior year due to the cost of a Parks Master Plan and the increased costs of garage services including vehicle fuel and maintenance. Business Park Maintenance • Personnel Services: increased $47,151 over the prior year due to reallocated staff from Parks Maintenance. City Lot Mowing • Personnel Services: decreased $25,244 from the prior year due to a decreased cost of mowing staff compared to FY22 budgeted levels. Cemetery • Personnel Services: decreased $33,407 from the prior year due to a decreased cost of mowing staff compared to FY22 budgeted levels. 171 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Park Salaries-Supervision 144,992 160,206 169,003 Maintenance Salaries-Clerical 45,042 46,734 49,070 Salaries-Operational 1,119,312 1,527,499 1,643,697 Overtime 25,179 70,000 70,000 Stability Pay 34,599 34,047 32,548 Cell Phone Allowance 2,154 1,920 1,920 FICA 96,656 129,022 109,240 TMRS Retirement 219,051 303,360 243,409 Life Insurance Contribution 1,723 2,243 1,896 Disability Insurance Contrib 1,302 1,711 1,449 Health Insurance Contributions 357,406 410,171 297,328 HSA Contributions-Employer 3,142 2,520 2,016 Supplies-Minor Tools and Equip 4,663 8,800 10,556 Supplies-Minor Furniture 2,844 675 1,493 Supplies-Office 1,501 2,775 2,985 Supplies-Photographic 0 150 164 Supplies-Medical/Drug 0 200 266 Supplies-Physician 66 0 0 Supplies-Janitorial 8,607 13,500 14,500 Supplies-Botanical/Agriculture 13,360 21,243 33,590 Supplies-Clothing and Uniforms 2,431 3,200 3,210 Supplies-Educational 0 350 376 Supplies-Periodicals/Supplemts 0 80 86 Supplies-Animal Feed 140 150 162 Supplies-Personal Computers 460 600 646 Supplies-Other 1,653 9,630 11,344 Maint-Machine/Tools/Implements 3,945 5,700 7,250 Maint-Pumps/Motors 1,502 11,500 10,150 Maint-Office Furniture/Equip 0 75 129 Maint-Radios 0 1,000 1,000 Maint-PC Software 4,095 2,810 7,910 Maint-Heating/Cooling Systems 7,415 10,000 10,000 Maint-Park Lighting 0 2,500 90,500 Maint-Water Mains 25,417 50,000 65,000 172 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Park Maint-Other Improvements 5,025 5,000 5,000 Maintenance Maint-Buildings 595 5,000 5,000 Maint-Parks Facilities 5,663 21,355 24,005 Maint-Bridges 1,110 11,300 15,000 Maint-Playground Equipment 4,689 22,650 22,900 Maint-Other Structures 3,431 10,500 14,500 Services-Telephone 2,956 6,859 3,598 Service-Wireless PhoneAircards 957 1,368 3,656 Services-Electricity 69,822 87,883 75,940 Services-Gas 5,222 4,658 7,000 Services-Wtr/Sewer/Sanitation 49,431 45,000 42,161 Services-Central Garage 585,560 647,992 800,690 Services-Other Professional 166,771 0 200,000 Services-Temporary Employment 0 0 200,000 Services-Binding/Printing 533 4,308 2,105 Services-Subcontractors 149,450 172,000 187,000 Claims and Settlements 0 6,000 6,000 Contract-Other Agencies 14,400 19,400 19,400 Travel Expenses 0 3,150 1,650 Education Registration 1,950 5,450 5,750 Lease Payments 1,962 2,350 2,350 Memberships 776 946 1,546 Rent-Equipment 790 3,500 3,500 Postage/Freight 359 750 750 Permit Expense-City Projects 72 500 500 Construction-Park Improvements 71 50,000 56,000 Landscape/Trees/Shrubs 37,858 59,200 92,400 Other Machinery and Equipment 0 0 410,000 Total Expenditures $3,238,107 $4,031,490 $5,101,294 173 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Business Park Maint& 1000 Salaries-Operational 116,741 243,976 316,394 5th Overtime 1,655 2,500 2,500 Stability Pay 2,695 2,695 1,210 Cell Phone Allowance 363 360 360 FICA 8,898 16,642 13,412 TMRS Retirement 20,278 39,045 29,815 Life Insurance Contribution 164 196 235 Disability Insurance Contrib 123 156 178 Health Insurance Contributions 49,012 53,055 41,168 HSA Contributions-Employer 0 0 504 Supplies-Minor Tools and Equip 510 1,500 1,766 Supplies-Office 0 350 350 Supplies-Medical/Drug 0 96 0 Supplies-Botanical/Agriculture 39 100 100 Supplies-Clothing and Uniforms 0 870 913 Supplies-Personal Computers 0 150 200 Supplies-Other 169 3,830 4,630 Maint-Machine/Tools/Implements 212 630 666 Maint-Radios 0 555 650 Maint-Water Mains 2,583 9,300 9,300 Service-Wireless PhoneAircards 456 456 456 Services-Central Garage 35,205 51,587 72,040 Landscape/Trees/Shrubs 0 5,500 2,630 Total Expenditures $239,102 $433,549 $499,477 174 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget City Lot Mowing Program Salaries-Operational 53,634 122,229 115,461 Overtime 370 1,000 1,000 Stability Pay 1,623 1,623 2,420 FICA 3,978 8,375 4,564 TMRS Retirement 9,184 15,059 10,434 Life Insurance Contribution 74 105 80 Disability Insurance Contrib 56 79 62 Health Insurance Contributions 15,944 19,468 8,673 Supplies-Minor Tools and Equip 31 820 1,189 Supplies-Office 0 96 96 Supplies-Medical/Drug 0 50 50 Supplies-Botanical/Agriculture 0 100 100 Supplies-Clothing and Uniforms 0 220 220 Supplies-Other 0 500 504 Maint-Machine/Tools/Implements 100 150 162 Maint-Radios 0 555 650 Services-Central Garage 16,452 18,772 22,787 Total Expenditures $101,447 $189,201 $168,452 175 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Cemetary Salaries-Operational 108,669 166,524 143,057 Overtime 1,107 3,000 3,000 Stability Pay 3,630 3,630 3,630 Cell Phone Allowance 363 360 360 FICA 7,755 11,911 10,078 TMRS Retirement 18,784 28,257 24,040 Life Insurance Contribution 147 203 186 Disability Insurance Contrib 111 155 141 Health Insurance Contributions 45,375 51,956 48,097 HSA Contributions-Employer 27 0 0 Supplies-Minor Tools and Equip 140 865 1,042 Supplies-Office 441 75 75 Supplies-Medical/Drug 0 50 50 Supplies-Janitorial 0 25 25 Supplies-Botanical/Agriculture 0 100 100 Supplies-Clothing and Uniforms 0 150 162 Supplies-Other 154 5,655 8,666 Maint-Machine/Tools/Implements 96 2,691 3,316 Maint-Radios 0 555 650 Maint-Other Equipment 0 600 600 Maint-Water Mains 0 1,000 1,112 Maint-Walks/Drives/Parking Lot 21,854 21,000 22,575 Services-Telephone 833 784 696 Services-Electricity 616 581 614 Services-Gas 1,355 925 1,500 Services-Wtr/Sewer/Sanitation 16 300 323 Services-Central Garage 30,476 29,100 35,704 Services-Binding/Printing 0 150 162 Postage/Freight 242 100 108 Construction-Park Improvements 1,446 2,500 2,688 Total Expenditures $243,636 $333,202 $312,757 176 DEVELOPMENT SERVICES/PLANNING 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: Predevelopment coordination for all development projects and inquiries Land development—owner-initiated annexation, platting/subdivision Regulatory Review- Rezoning, Land Use Plan Amendments, Conditional Uses,Variance cases Site Plan Review Zoning Code Interpretations and Ordinance Amendments Inquiries related to land development, addressing, waiver requests, zoning certifications, GIS, etc. • Long Range/Comprehensive Planning: Economic development—Reinvestment Zones; Economic Incentives Programs(TIF Zones,4B Downtown) Historic Preservation Programs — Landmark/Historic District nominations; Sec. 106 reviews; Design Review services for designated properties Comprehensive Planning/Programming Revitalization Initiatives—Downtown Redevelopment; Neighborhood Revitalization Program Demographics—Socioeconomic Data;review updates for population estimates and projections from the Texas Demographic Center(TDC);2020 Decennial Census,ACS and through Data.gov survey data Military/Aviation and Encroachment Planning via implementation of the Joint Land Use Study(JLUS) Coordination and assistance for proposed Low-Income Housing/Finance Corp. affordable projects FY2022 ACCOMPLISHMENTS • Continued streamlining of the development review process with Phase II improvements which included development of a Platting Application Checklist to assist surveyors,engineers and property owners. • Launched the Neighborhood Revitalization initiative(Phase I)through engaging residents in the Central Wichita Falls revitalization area through a series of local input sessions, surveys and outreach. Phase II will begin implementation in FY 2023. • Introduced a user-friendly software platform (Camino) that guides residents through the process for developing an accessory structure allowing question-based interaction related to permitting; positive response received from users with 119 total permit guide submissions which is estimated to have saved 58 staff hours, equating to approximately$2,540 in saved revenue. • Conducted 89 pre-development team meetings for commercial, industrial and residential prospects. • Processed 2 owner-initiated annexations involving land in Wichita and Clay Counties. • Processed 72 plats to subdivide land, ranging from preliminary to final. • Reviewed 76 site plans for consistency with zoning standards(setbacks, parking, signage and landscaping). • Issued 163 property addresses either through the platting process or requests for re-address. • Processed 43 design review requests for historically designated properties between staff and Landmarks. CONTACT INFORMATION Karen Montgomery-Gagne Fabian Medellin Principal Planner—Planning Division Planning Manager—Planning Division 940-761-7451 940-761-7451 Karen.montgomery@wichitafallstx.gov Fabian.medellin@wichitafallstx.gov 177 DEVELOPMENT SERVICES/PLANNING GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Neighborhood 1.0 Accelerate 1.6 Revitalize Initiate implementation of 20% 70% Revitalization Economic Depressed & neighborhood revitalization priorities Growth Declining under Phase I:-Ord.revisions(junk Neighborhoods vehicle/trees) -Bridwell Park improvements -Bi-annual information fair Phase II:-Neighborhood clean-up programs -Partnerships w/non-profits -Create neighborhood branding -Property maintenance code area -Rental registration program Downtown 3.0 Redevelop 3.2 Continue -Zoning Diagnostic Report 10% 70% Revitalization Downtown Implementation Implementation Plan of the -Zoning Realignment 80% 100% Implementation Downtown Master Plan Downtown 3.0 Redevelop 3.2 Continue Streamline 4B Downtown Matching 40% 100% Matching Grant Downtown Implementation Grant Application process with a Program of the digital submittal and tracking system. Downtown Master Plan Streamline 4.0 Efficiently 4.3 Streamline Continued implementation of 50% 90% Development Deliver City Municipal improved coordination in the Review Process Services Business development review process with Processes Phase II: Plats Checklist,etc. Historic 3.0 Redevelop 3.9 Enhance Obtain multi-year CLG matching 5-10% 60% Preservation Plan Downtown Focus on grants from Texas Historical Update Culture,Arts, Commission (THC)to update City's and 40-yr old Historic Preservation Plan & Entertainment Survey via a preservation consultant Venues (FY23 and FY24 project). Downtown Subdivision & 4.0 Efficiently 4.3 Streamline Subdivision Ordinance revisions Phase 20% 70% Development Deliver City Municipal II—ensure incorporation of basic Phase II Revisions Services Business engineering standards. Processes (commercial/industrial development) Census Data 4.0 Efficiently 4.4 Practice On-going review and maintenance of 30% 70% Analysis Deliver City Effective socio-economic data released by the Services Governance Census Bureau and TX Demographic Center. Cost of Service: 4.0 Efficiently 4.3 Streamline Work with consultant to determine 30% 100% Fee Study Deliver City Municipal staffing costs related to provision of Analysis Services Business services;develop realistic overview of Processes cost for service fee schedule. Zoning Ordinance 4.0 Efficiently 4.4 Practice Revise sign ordinance regulations 30% 100% Revisions:Signs Deliver City Effective pending final federal judicial ruling Services Governance interpretation. 178 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Planning Salaries-Supervision 205,521 209,804 224,725 Salaries-Clerical 32,894 32,469 35,644 Salaries-Operational 82,821 147,889 150,568 Overtime 85 0 0 Stability Pay 2,695 2,695 2,958 Cell Phone Allowance 726 720 720 FICA 23,578 28,684 26,311 TMRS Retirement 53,639 65,623 59,015 Life Insurance Contribution 431 489 459 Disability Insurance Contrib 325 371 347 Health Insurance Contributions 46,304 50,426 52,655 HSA Contributions-Employer 0 0 504 Supplies-Minor Furniture 908 1,000 1,081 Supplies-Office 2,791 2,430 3,000 Supplies-Educational 0 150 165 Supplies-Periodicals/Supplemts 1,456 1,285 896 Supplies-Personal Computers 0 600 1,100 Supplies-PC Software 0 300 595 Supplies-Other 0 250 0 Maint-PC Software 0 120 245 Services-Telephone 1,563 2,758 2,751 Services-Gas 0 19 0 Services-Central Garage 3,302 3,461 4,028 Services-Other Professional 2,150 0 0 Services-Lien Filings (5,700) 2,500 2,700 Services-Advertising 1,783 2,000 3,000 Services-Binding/Printing 915 1,250 750 Insurance Expense 30 0 0 Travel Expenses 0 6,425 6,535 Education Registration 0 3,250 3,600 Lease Payments 1,381 1,685 1,531 Memberships 702 1,814 2,144 Boards/Local Meetings 2,724 10,750 11,500 179 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General City Planning Postage/Freight 740 2,200 2,350 Total Expenditures $463,764 $583,417 $601,877 180 Development Services/Building Inspections Division 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 the Plan Examiner 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 • Answer 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 FY2022 ACCOMPLISHMENTS • Building Inspection Division completed expansion of capabilities of current and new software systems (MyGov, Electronic Plan Review and Camino)to increase efficiency and provide additional services for contractors, builders and stakeholders • With MyGov permit system upgrade, implemented ability for customers to utilize credit cards for online and in-person payments. • Held four (4) Development Stakeholders Meetings to discuss development-related topics • Enhancement and expansion of the City's internal Development Team for better permit and development coordination among City departments • Implementation of third-party inspections to facilitate construction of new WFID High Schools • Issuance of 94 New Residential Home Permits • Generated $813,256 in permit fee revenue • Conducted 14,032 inspections CONTACT INFORMATION Terry Floyd Development Services Director 940-751-7451 Terry.floyd@wichitafallstx.gov 181 Development Services/Building Inspections Division GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PERFORMANCE FY 2022 FY 2023 DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Assist in leading and 4. Efficiently 4.3 Streamline Increased public awareness 75% 90% advancing a Deliver City Municipal of services and benefits the solutions-oriented Services Business Division/Department and "user friendly" Practices provides. local government access attitude 5. Actively 5.1 Enhance within the Engage and Public Outreach Division/Department inform the and Engagement public Supporting 3. Redevelop 3.3 Support Review current ordinances 75% 85% innovative,flexible Downtown Innovative, and building codes with building practices Flexible Building local architects and builders for Downtown Practices for to evaluate,assess and buildings Downtown mitigate potential barriers to Downtown building redevelopment Supporting 3. Redevelop 3.3 Support Create enhanced and 100% 100% innovative,flexible Downtown Innovative, specialized checklists to building practices Flexible Building assist in providing additional for Downtown Practices for clarity and options during buildings Downtown pre-development meetings for Downtown building redevelopment. Create policies, in 4. Efficiently 4.3 Streamline Implementation of new 75% 100% coordination with Deliver City Municipal MyGov and plan review the Director,to Services Business software enhancements to improve Practices allow upload of plans;ability departmental to take payments online efficiencies and customer service Assist Director in 4.0 Efficiently 4.1 Improve Research and implement 30% 100% preparing for Deliver City Employee technologies that will significant staff and Services Recruitment and expand the abilities of the organizational Retention Division through expanded changes in Building roles, software and training Inspections Division 4.2 Reinforce a Culture of Superior Customer Service Cost of Service: Fee 4.0 Efficiently 4.4 Practice Work with consultant to 30% 100% Study Analysis Deliver City Effective determine staffing costs Services Governance related to provision of services; develop realistic overview of cost for service fee schedule. 182 Development Services/Building Inspections Division Work with 4. Efficiently 4.3 Streamline Provide information and 60% 80% Department Deliver City Municipal assets to provide accurate Executive Assistant Services Business and accessible information to digitize and Practices for public records organize file for compliance with City 5. Actively 5.1 Enhance Clerk standards and engage and Public Outreach state law Inform the and Engagement Public Lead Development 4. Efficiently 4.2 Reinforce a Complete implementation 30% 100% and re-organization Deliver City Culture of of online Backflow of backflow Services Superior Prevention Program for prevention program Customer Service annual inspections of backflow devices in the city 4.3 Streamline Municipal Business Practices Assist Assistant City 4. Efficiently 4.2 Reinforce a Research and provide 60% 100% Manager and Deliver City Culture of actionable information for Director in the Services Superior checklists development of Customer Service permit checklists for plan review, 4.3 Streamline platting,and zoning Municipal applications Business Practices Send bi-annual 4.0 Efficiently 4.2 Reinforce a Send surveys to 500 100% 100% development survey Deliver City Culture of customers; achieve a 20% to all customers in Services Superior response rate the permit system Customer Service 4.3 Streamline Municipal Business Practices Continue to assist 4.0 Efficiently 4.2 Reinforce a Conduct a minimum of four 100% 100% Director in leading Deliver City Culture of (4) meetings annually: quarterly meetings Services Superior • two(2)with with development Customer Service contractors stakeholders and 4.3 Streamline • two(2)with design development- professionals. related departments Municipal Business Practices FY2023 HIGHLIGHTS • Utilities/Other Services: increased $108,161 over prior year due to costs of Safebuilt inspection services for new High School construction. 183 Development Services/Building Inspections Division 184 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Inspection Salaries-Supervision 151,411 159,149 175,342 Salaries-Clerical 8,433 24,690 0 Salaries-Operational 493,166 422,350 449,109 Overtime 878 0 0 Stability Pay 14,658 13,310 7,260 Cell Phone Allowance 3,196 3,240 2,520 FICA 48,817 43,913 46,374 TMRS Retirement 107,496 102,174 102,958 Life Insurance Contribution 856 809 765 Disability Insurance Contrib 647 614 581 Health Insurance Contributions 97,850 101,254 110,724 HSA Contributions-Employer 654 504 504 Supplies-Minor Tools and Equip 316 100 300 Supplies-Minor Furniture 0 800 860 Supplies-Office 2,175 2,500 2,700 Supplies-Medical/Drug 0 50 100 Supplies-Clothing and Uniforms 0 750 800 Supplies-Educational 45 300 500 Supplies-Code Books 3,399 3,000 3,000 Supplies-Personal Computers 290 450 480 Supplies-Other 105 200 200 Maint-Systems Hardware 0 250 270 Maint-PC Software 382 387 415 Services-Telephone 3,666 4,578 5,312 Service-Wireless PhoneAircards 3,182 3,192 4,103 Services-Central Garage 25,223 27,616 55,251 Services-Other Professional 11,838 0 78,500 Services-Binding/Printing 2,120 2,000 2,381 Services-Subcontractors 2,250 5,000 5,000 Travel Expenses 514 2,500 2,700 Education Registration 760 3,000 4,000 Lease Payments 1,381 2,000 2,000 Memberships 810 700 850 Boards/Local Meetings 165 2,400 2,400 185 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Inspection Postage/Freight 3,293 5,000 5,375 Total Expenditures $989,977 $938,780 $1,073,633 186 DEVELOPMENT SERVICES/CODE ENFORCEMENT MISSION Code Enforcement Division is responsible for proactively inspecting properties within the city limits to ensure a safe, sanitary, and clean city while reducing the appearance of slum and blight. 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, and sign violations. • Determining if vacant structures meet the criteria for demolition and completing the demolition process. FY2022 ACCOMPLISHMENTS • Between October 1, 2021 and June 30, 2022 o 5,275 Total Cases o 9,854 Total Inspections o 403 Citations Issued • Seven (7) properties taken to City Council for demolition orders. • In November 2021, upgraded MyGov software to version 5.0 to enhance efficiency, transparency and collaboration between departments. • Streamlined MyGov workflows to increase case processing efficiency. • Streamlined the weeds and grass abatement process with the Parks Department to more efficiently abate weeds and grass violations at vacant properties. CONTACT INFORMATION Ryan Chavis Rita Miller Code Enforcement Supervisor Neighborhood Services Manager 940-761-8841 940-761-8841 Ryan.Chavis@wichitafallstx.gov Rita.Miller@wichitafallstx.gov 187 DEVELOPMENT SERVICES/CODE ENFORCEMENT GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Development 3. Redevelop 3.2 Continue Systems and policies are in place to 85% 100% and Downtown implementation effectively and efficiently enforce Implementation of the new Downtown Vacant Structure of systems& Downtown Registry and Property Maintenance policies related Master Plan Code ordinances. to new downtown ordinances. Participate in 1.Accelerate 1.6 Revitalize Assist Development Services staff 50% 95% Neighborhood Economic Depressed and to determine needs,goals and Revitalization Growth Declining implementation of ordinances efforts Neighborhoods needed for revitalization efforts. Continue to 4. Efficiently 4.3 Streamline Shorten the time it takes from the 80% 98% improve the Deliver City Municipal time a hazardous structure is demolition Services Business identified to the time it is process Processes demolished. Work with 4. Efficiently 4.4 Practice Using MyGov 5.0 work with 45% 80% other Deliver City effective departments to improve departments Services governance. functionality of the software, and divisions to & improve reporting,and streamline improve MyGov 4.5 Promote and processes for effective efficiencies encourage communication between innovation. departments 188 DEVELOPMENT SERVICES/NEIGHBORHOOD SERVICES MISSION Neighborhood Resources administers the Community Development Block Grant (CDBG) program, CDBG- Coronavirus (CDBG-CV) Program, the HOME Investment Partnership Program (HOME), and the HOME-American Rescue Plan (HOME-ARP) Program. Funding amounts are determined by formula and vary with economic and demographic factors and Congressional appropriation. CDBG-CV and HOME-ARP are special one-time allocations as authorized by federal law and based on the formula allocations. 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, Catholic Charities, 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 qualifying 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 (CHDO). • 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. FY2022 ACCOMPLISHMENTS • Down payment/closing cost assistance provided to 13 applicants through the First-Time Home Buyers Program. • Increased programmatic outreach of the Minor and Emergency Repair Programs (MR/ER): o MR/ER Program served 85 applicants to date in FY22. o To date, 97.5%of funds for the MR/ER Program have been spent or obligated. o MR/ER Program to expend at or near 100%of program funds. • Increased outreach by visiting non-profits, discussing grant programs, building solid relationships with non-profit leaders, and soliciting applications. • Developing the PY 2022 Annual Action Plan, HOME-ARP Allocation Plan, and amending both the PY 2021 and PY 2019 Action Plans for HOME-ARP and CDBG-CV respectively. CONTACT INFORMATION Tim Houston Rita Miller CDBG/HOME Program Supervisor Neighborhood Services Manager 940-761-7475 940-761-8841 Tim.Houston@wichitafallstx.gov Rita.Miller@wichitafallstx.gov 189 DEVELOPMENT SERVICES/NEIGHBORHOOD SERVICES GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Target 1.Accelerate 1.6 Revitalize Increase program applications for 12% 15% Neighborhood Economic Depressed and MR/ER and FTHB Programs Revitalization Growth Declining Area with Neighborhoods MR/ER and FTHB Programs Increase 1.Accelerate 1.6 Revitalize Hold outreach and application 50% 70% outreach to Economic depressed and events at local neighborhood low-to- Growth declining community centers or gathering moderate & neighborhoods. places and advertise programs via income MR/ER 5.Actively & social media and press releases. and FTHB Engage and 5.1 Enhance applicants in Inform the Public Outreach neighborhoods Public and Engagement with the greatest need. Increase 1. Provide 1.6 Upgrade or Increase communications with 100% 100% collaboration Quality replace outdated other division supervisors and with other Infrastructure public facilities departments through Development departments & & Services Dept. leadership. on CDBG 2. Provide 2.1 Upgrade or funding for Quality replace outdated eligible Infrastructure public facilities infrastructure improvements. Seek out new 1.Accelerate 1.6 Revitalize Increase in the number of new and 50% 60% non-profit Economic depressed and continuing non-profit applications applicants for Growth declining for CDBG sub-recipient funding. CDBG funding & neighborhoods. and foster new 5.Actively & applications Engage and 5.1 Enhance from existing Inform the Public Outreach non-profits. Public and Engagement 190 DEVELOPMENT SERVICES/HOUSING 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. • Complete inspections to ensure properties receiving rental assistance meet minimum Housing Quality Standards. FY2022 ACCOMPLISHMENTS • Conduct monthly meetings for new clients to raise the number of program participants. o Current success rate: 59%(Those leased up after pulled from waiting list) o Assisted an average of 29 more families a month compared to the previous year. o On track to expend 100%of HAP program funding. • Enhance and conduct outreach to new owners through various mediums in order to encourage program participation and affordable housing options. o Added Landlord Resource section on Housing Departments section of the City's website. o Created Landlord Brochure to help educate new owners regarding the Housing Program. o Increased payment standards to compete with growing market rents. • Provided outreach to perspective, new, and current owners. • Improved business policies to enhance owner engagement in the program. o Revamped rent increase policies. • Conducted outreach to various social services to provide information on the HCV program. • Streamlined processes to reduce applicant wait times. • Continuing work towards the research and procurement of additional online and other electronic services. CONTACT INFORMATION Joshua Woodworth Rita Miller Housing Supervisor Neighborhood Services Manager 940-761-7453 940-761-7454 Joshua.Woodworth@wichitafallstx.gov Rita.Miller@wichitafallstx.gov 191 DEVELOPMENT SERVICES/HOUSING GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Maximize Use 1.Accelerate 4.3 Streamline Maintain 835-875 active program 100% 100% of Vouchers Economic Municipal participants Growth Business Processes Expand Online 4. Efficiently 4.3 Streamline Continue to reach out to applicants, 60% 75% and Self- Deliver City Municipal tenants and property owners to Service Services Business encourage use of online resources. Resources Processes Improve 4. Efficiently 5.1 Enhance Improve efficiency for program 25% 50% Efficiency of Deliver City Public Outreach processes for participants through Program Services and Engagement innovations such as Self-Service Kiosk,Appointment Call/Text Email 4.5 Promote and reminders,Online Application Encourage Services Innovation Expand Public 5.Actively 5.1 Enhance Expand owner base and public 50% 60% Knowledge of Engage and Public Outreach knowledge of the Housing Program Services Inform the and Engagement and services offered. Public Paperwork 4. Efficiently 1.6 Upgrade or Reduce paperwork by moving 10% 40% Reduction Deliver City Replace towards electronic files. Services Outdated Public Facilities 4.3 Streamline Municipal Business Processes FY2023 HIGHLIGHTS • Other Expenditures:increased$935,550 over the prior year due to increased cost of housing assistance payments due in part to higher rental cost for units. • Personnel Services: increased $49,559 over the prior year due to changes in grant funding staffing. 192 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Code Enforcement Salaries-Supervision 7,197 15,064 16,857 Salaries-Clerical 13,342 19,360 30,666 Salaries-Operational 108,328 276,546 287,862 Stability Pay 0 1,613 5,391 Cell Phone Allowance 809 360 1,800 FICA 9,302 23,617 23,129 TMRS Retirement 21,487 57,943 51,761 Life Insurance Contribution 174 384 390 Disability Insurance Contrib 131 293 298 Health Insurance Contributions 97,850 60,465 68,673 Supplies-Minor Tools and Equip 22 25 1,000 Supplies-Minor Furniture 0 584 200 Supplies-Office 1,258 3,000 3,350 Supplies-Medical/Drug 0 50 55 Supplies-Clothing and Uniforms 0 500 550 Supplies-Other 30 100 120 Maint-Systems Hardware 0 100 110 Maint-PC Software 297 301 325 Services-Telephone 216 0 1,332 Service-Wireless PhoneAircards 2,980 3,192 3,191 Services-Central Garage 25,223 27,615 24,827 Services-Binding/Printing 610 550 1,577 Services-Subcontractors 6,736 8,500 10,000 Travel Expenses 0 1,000 1,100 Education Registration 750 1,000 2,250 Lease Payments 777 777 777 Memberships 100 400 400 Postage/Freight 6,978 8,000 8,500 Total Expenditures $304,597 $511,339 $546,492 193 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget CDBG Code Enforcement Salaries-Supervision 3,723 3,766 4,215 Salaries-Clerical 0 13,968 0 Salaries-Operational 4,701 6,922 7,494 Terminal Pay 0 0 183 FICA 601 774 748 TMRS Retirement 1,402 1,773 1,688 Life Insurance Contribution 11 15 19 Disability Insurance Contrib 9 13 14 Health Insurance Contributions 1,311 1,424 2,040 Supplies-Office 49 300 350 Supplies-Medical/Drug 0 10 12 Supplies-Clothing and Uniforms 0 50 55 Supplies-Other 0 50 50 Services-Telephone 1,236 2,650 2,499 Services-Central Garage 5,467 11,587 11,587 Services-Court Cost/Registrat 500 750 1,000 Services-Advertising 1,359 3,500 3,500 Services-Binding/Printing 204 100 150 Travel Expenses 0 700 800 Education Registration 1,170 800 1,900 Postage/Freight 54 1,300 1,300 Budget Contingency 0 29,548 40,397 Total Expenditures $21,797 $80,000 $80,001 194 PROPERTY MANAGEMENT/LAKE LOTS MISSION To provide exemplary timely and professional services, recommendations, and solutions resulting in positive and collaborative relationships to both external and internal customers/staff resulting in growth and development. SERVICES PROVIDED • Handle all Real Estate transactions for the City. 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.) • Assist all departments with real property research such as easements, encroachments, alley closures,etc. • Research legal documents for internal and external customers. • Prepare lake leases, collect rents, and enforce compliance of City Codes. • Meet and work with the Lake Arrowhead Association board members. • 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. • Manage the Lindeman Parking Garage. • Collaborate with Wichita County, WFISD and Perdue, Brandon, Fielder, Collins & Mott LLP regarding tax foreclosures. • Collaborate with Downtown Development regarding downtown development and encroachments on City property. • Review and file all plats submitted. • Attend all pre-development meetings. FY2022 ACCOMPLISHMENTS • Sold 3920 Lawrence Rd.for$926,000.00 (closing August 8, 2022). • Sold 175 Trustee properties for a total of$140,013.60 with Property Management selling 163 of them in- house for$129,448.60 and Texas Communities Group selling 12 for$10,525.00. • Reduced Parks lot mowing by 175 parcels. • Lake Arrowhead: leased an additional 10 vacant lots resulting in 5 new manufactured homes (estimated improvement values $670,000.00), 2 site-built homes (estimated improvement values $400,000) and 4 piers. Estimated increase in value of the improvements on the lots based on square footage of the homes. • Lake Kickapoo: leased 5 vacant lots for future development. • Filed a total of 513 legal documents • Invoiced 539 code violations for$129,280.18 and collected $19,109.00. • Liens filed 459 • Collected $69,122.51 in liens • Liens released 331 195 PROPERTY MANAGEMENT/LAKE LOTS CONTACT INFORMATION Pat Hoffman Property Administrator 940-761-8816 pat.hoffman@wichitafallstx.gov GOALS & PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Transition to paperless real estate/lease 4. Efficiently 4.3 Streamline transactions, Deliver City Municipal Reduction in paper transactions N/A 80% credit card Services Business compared to FY 2021 payments,and Processes e-filing. Gate and secure 4. Efficiently 4.3 Streamline the Lindeman Deliver City Municipal To eliminate graffiti and reduce N/A 100% Parking Garage Services Business abatement cost Processes Improve 4.3 Streamline Collaborate with leaseholders to 4. Efficiently improve aesthetics of leased relationship Deliver City Municipal property and promote pride of N/A 100% with Lake lease Business holders Services Processes ownership to encourage new development Continue 4. Efficiently 4.3 Streamline digitize/organize Deliver City Municipal Digitize all current documents daily legal documents Services Business while designating 1-2 hours each 10% 20% for compliance Processes day to digitize old documents. 4. Efficiently 4.3 Streamline Provide support by reviewing their Deliver City Municipal legal documents and correcting Work with TCG 100% 100% Services Business errors. Provide the public with the Processes online information and website. 196 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General Property Salaries-Supervision 87,044 92,665 95,217 Management Salaries-Clerical 16,272 17,678 17,788 Pool Clerical 0 1,200 1,200 Salaries-Operational 84,321 87,743 103,255 Overtime 8 0 0 Stability Pay 4,840 4,840 3,630 Cell Phone Allowance 653 720 720 FICA 14,309 21,231 16,510 TMRS Retirement 31,887 33,987 35,681 Life Insurance Contribution 251 254 278 Disability Insurance Contrib 189 194 210 Health Insurance Contributions 29,646 23,425 21,831 Supplies-Minor Tools and Equip 308 500 538 Supplies-Minor Office Tools/Eq 5,406 900 968 Supplies-Minor Furniture 0 600 0 Supplies-Office 1,854 2,060 2,215 Supplies-Medical/Drug 0 50 54 Supplies-Clothing and Uniforms 0 140 180 Supplies-Educational 75 300 323 Supplies-Periodicals/Supplemts 74 660 710 Supplies-System Software 1,084 1,250 1,344 Services-Telephone 783 1,334 1,549 Services-Electricity 531 366 561 Services-Gas 804 178 3,500 Services-Central Garage 527 593 710 Services-Other Professional 6,041 1,125 1,209 Services-Lien Filings 20,688 25,000 26,875 Services-Court Cost/Registrat 50 5,000 5,375 Services-Advertising 2,408 1,500 1,613 Services-Binding/Printing 447 1,500 1,613 Services-Subcontractors 33 5,000 5,375 In City Mileage Reimbursement 1,534 1,600 2,000 Travel Expenses 0 1,800 1,935 Education Registration 250 2,400 2,600 197 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General Property Memberships 0 250 269 Management Postage/Freight 899 750 806 Cnstrctn-Tr Signals/St Lts 0 0 500 Total Expenditures $313,215 $338,793 $359,138 198 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Lake Lot Administration Salaries-Clerical 16,272 16,204 17,788 Salaries-Operational 54,026 56,194 59,003 Overtime 9 0 0 Stability Pay 1,210 1,210 1,210 Cell Phone Allowance 363 360 360 FICA 5,082 5,196 5,504 TMRS Retirement 11,869 12,484 12,696 Life Insurance Contribution 94 94 98 Disability Insurance Contrib 71 71 74 Health Insurance Contributions 17,701 15,689 18,418 Supplies-Minor Tools and Equip 0 150 161 Supplies-Minor Office Tools/Eq 0 200 215 Supplies-Office 801 1,500 1,613 Supplies-Clothing and Uniforms 0 80 100 Supplies-PC Software 0 44 0 Supplies-Other 0 100 101 Maint-Lake Roads 35,534 35,000 37,625 Services-Telephone 174 300 356 Service-Wireless PhoneAircards 0 456 0 Services-Central Garage 4,157 4,591 5,264 Services-Other Professional 675 300 323 Services-Court Cost/Registrat 0 100 108 Services-Advertising 788 500 538 Services-Binding/Printing 284 500 538 Services-Subcontractors 0 16,000 17,200 Travel Expenses 0 200 215 Education Registration 0 250 250 Memberships 75 150 150 Postage/Freight 1,160 1,000 1,075 Cnstrctn-Tr Signals/St Lts 0 300 323 Total Expenditures $150,347 $169,223 $181,304 199 TRAFFIC ENGINEERING DEPARTMENT 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 FY2022 ACCOMPLISHMENTS • Installed 20 miles of Shared bike lane on S H 240 to East Scott,Taft Blvd to SWPWY, Weeks Park Lane to Taft, and dedicated lanes on City View Drive.Total bike lane miles 38 • Installed signal system on Maplewood & McNeil • Upgraded signal cabinets with TS-2 technology at two intersections (Fairway @ Kell, 13th @ Broad) • Replaced twenty-nine damaged Wayfinding signs throughout the city • Completed upgrades on all 49 School Beacons with Al cellular Communications • Continue to improve financial performance of the traffic department CONTACT INFORMATION Larry Wilkinson Traffic Engineering Superintendent 940-761-7643 Larry.wilkinson@wichitafallstx.gov 200 TRAFFIC ENGINEERING DEPARTMENT GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Install Continue the additional Provide Quality bicycle friendly Installation of 18-miles of shared $100,000 $100,000 shared bike Infrastructure bicycle lane infrastructure 4B funds 4B funds initiative lanes Provide Quality Upgrade or Ensure proper replacement of Upgrade Signal Infrastructure replace outdated Traffic Signal Cabinets based on a Cabinets public facilities 25-year life cycle $60,000 $63,200 Provide Quality Upgrade or Upgrade remaining school warning Upgrade School Infrastructure replace outdated beacons to cellular communication Warning public facilities to improve operational $0 $80,000 Beacons performance Provide Quality Upgrade or Upgrade roadway pavement Annual Striping Infrastructure replace outdated markings to better perform for Project public facilities public use(5-Year Program) $50,000 $50,000 Provide Quality Upgrade or Replace annual signage identified Annual Sign Infrastructure replace outdated per section of City to better control Replacement $42,000 $44,000 public facilities sign performance and life cycle Project Replace Provide Quality Upgrade or Complete correction of Wayfinding Damaged Infrastructure replace outdated deficiencies; prepare for annual Wayfinder public facilities maintenance/repair of Wayfinding $181,000 $25,000 Signs Infrastructure Provide Quality Upgrade or Traffic Signal Infrastructure has a Complete Infrastructure replace outdated 50-Year Life Span;Complete Annual Traffic $0 $80,000 public facilities reconstruction is recommended Signal Overhaul FY2023 HIGHLIGHTS • Capital Improvements: increased $232,454 over the prior year due to increased investments in traffic signal infrastructure. • Debt Expenditures: increased $115,561 over the prior year due to cost of street light capital lease expenditures. • Personnel Services: increased $91,412 over the prior year due to increased rates for crossing guards. 201 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General Traffic Engineering Salaries-Supervision 77,809 80,984 85,033 Salaries-Operational 430,837 547,656 626,291 Overtime 19,259 16,000 17,500 Stability Pay 8,745 8,745 7,673 Cell Phone Allowance 1,764 1,800 1,800 FICA 39,899 45,917 50,490 TMRS Retirement 80,540 92,050 96,496 Life Insurance Contribution 610 643 748 Disability Insurance Contrib 460 486 563 Health Insurance Contributions 93,684 99,688 98,786 Supplies-Minor Tools and Equip 2,633 5,230 5,935 Supplies-Minor Furniture 0 250 0 Supplies-Office 621 1,200 1,500 Supplies-Medical/Drug 0 150 150 Supplies-Traffic Control 33,926 66,063 68,599 Supplies-Clothing and Uniforms 3,507 5,780 6,490 Supplies-Periodicals/Supplemts 3,724 4,500 4,500 Supplies-Personal Computers 198 0 0 Supplies-PC Software 2,322 2,500 2,655 Supplies-Other 6,552 9,612 10,445 Maint-Machine/Tools/Implements 1,212 2,600 2,700 Maint-Office Furniture/Equip 0 250 0 Maint-Instruments 4,714 4,950 12,925 Maint-PC Software 0 215 350 Maint-Systems Software 9,800 10,000 10,000 Maint-Heating/Cooling Systems 0 750 1,000 Maint-Park Lighting 7,784 16,746 19,219 Maint-Signal Lights 2,014 71,290 75,895 Maint-Street Lights 33,309 32,000 43,432 Maint-Warning Sirens 16,014 30,610 27,945 Maint-Central Garage 0 2,100 2,100 Services-Telephone 4,944 5,777 6,897 Service-Wireless PhoneAircards 3,673 4,269 4,463 Services-Electricity 37,962 42,080 40,159 202 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget General Traffic Engineering Services-Elect/Street Lights 275,123 295,000 295,000 Services-Gas 10,240 8,324 12,000 Services-Central Garage 151,254 154,216 195,025 Services-Other Professional 0 0 181 Bond Principal Payments 197,637 190,323 226,742 Bond Interest Payments 102,888 10,000 89,142 In City Mileage Reimbursement 2,353 2,800 2,800 Travel Expenses 0 1,000 1,000 Education Registration 0 2,000 800 Memberships 0 50 100 Postage/Freight 525 325 380 Signs 107,903 122,451 150,754 Street Lighting 10,380 157,304 162,075 Traffic Signal Cabinets 76,200 46,100 63,200 Traffic Signal Control Equip 46,990 57,890 80,600 Traffic Signal Infrastructure 20,134 153,365 323,225 Warning Sirens 0 21,450 11,160 Total Expenditures $1,930,140 $2,435,489 $2,946,924 203 ENGINEERING 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 oversee the infrastructure mapping system and asset management • Oversee the development of studies and future development for the City's infrastructure FY2022 ACCOMPLISHMENTS • Designed in-house$12.6M in capital improvement projects. Oversaw$6.6M in consultant design projects. • Oversaw the construction of$33.4M in projects o Completed the first phase of the Business Park Infrastructure Improvements for the water and sewer extension. o Oversaw the completion of 69,702 linear feet of new and rehabilitated streets, 1,194 linear feet of drainage improvements, 15,275 linear feet of new and replacement water mains and rehab of 21,686 linear feet of sanitary sewer mains • Provided oversite of 25 permits and plan reviews for franchised utilities, such as, electrical, gas and fiber installations within the City's right-of-way • Inspected 240 sidewalk, driveway approaches, and curb and gutter repairs, and private utility repairs CONTACT INFORMATION T. Blane Boswell, PE, CFM City Engineer 940-761-7477 blane.boswell@wichitafallstx.gov 204 ENGINEERING GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PLAN FY 2022 FY 2023 DEPARTMENT PLAN PERFORMANCE MEASURE GOAL GOAL STRATEGY ESTIMATE TARGET Execute design Engineer Manning Days and award of all 2.6 Enhance Focus on (5 positions) 95% 90% budgeted 2.0 Provide Long-Term Street and Quality Award Award infrastructure Utility Infrastructure Infrastructure Annual Budgeted CIP Project w/in 28 w/in 28 rehabilitation Needs g 1 projects Bid Schedule days of days of Schedule Schedule Promote development 2.6 Enhance Focus on through accurate 2.0 Provide 10 and timely design Quality Long Term Street and 8 business Development Plan Review business review and on- Infrastructure Utility Infrastructure days days site inspection of Needs infrastructure. Provide accurate infrastructure mapping to 2.6 Enhance Focus on 77 Field 75 Field 2.0 Provide Map Map properly manage Long-Term Street and Complete Map Update Quality Updates Updates capital Infrastructure Utility Infrastructure Requests from the Field Work Work infrastructure Needs assets within the Orders Orders City ROW. 2.6 Enhance Focus on Maintain 2.0 Provide 21%of 25%of Long-Term Street and Assess every street every accurate street Quality Streets Streets Utility Infrastructure four years condition index. Infrastructure Needs Maintained Maintained 2.6 Enhance Focus on Taft Blvd Complete 2018 2.0 Provide Complete Long-Term Street and Completion of Taft Blvd Widening Street Bond Quality Taft Blvd projects Infrastructure Utility Infrastructure Widening 80% Widening. Needs complete. 205 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Engineering Salaries-Supervision 218,956 235,653 239,333 Salaries-Operational 720,562 835,172 839,705 Overtime 1,873 14,000 14,000 Stability Pay 15,331 15,331 14,397 Cell Phone Allowance 2,541 2,520 2,520 FICA 68,569 78,814 75,962 TMRS Retirement 159,260 180,947 172,030 Life Insurance Contribution 1,265 1,345 1,330 Disability Insurance Contrib 955 1,020 1,007 Health Insurance Contributions 160,312 179,047 199,248 HSA Contributions-Employer 939 1,179 2,642 Supplies-Minor Tools and Equip 868 2,305 2,305 Supplies-Minor Office Tools/Eq 0 150 150 Supplies-Minor Furniture 2,472 4,982 1,700 Supplies-Office 8,044 10,050 10,050 Supplies-Medical/Drug 0 70 70 Supplies-Janitorial 0 500 500 Supplies-Lab 1,278 3,375 3,375 Supplies-Clothing and Uniforms 104 410 410 Supplies-Educational 0 800 800 Supplies-Periodicals/Supplemts 64 270 270 Supplies-Personal Computers 273 1,470 1,000 Supplies-PC Software 0 132 0 Maint-Office Furniture/Equip 0 1,000 1,000 Maint-Radios 0 808 300 Maint-Instruments 5,025 6,570 6,570 Maint-PC Software 85 0 132 Maint-Systems Software 6,839 7,400 7,400 Maint-Heating/Cooling Systems 0 500 500 Maint-Buildings 950 1,252 1,252 Services-Telephone 4,493 6,811 8,049 Service-Wireless PhoneAircards 988 912 912 Services-Electricity 1,625 2,190 1,854 Services-Central Garage 53,856 58,361 72,616 206 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Engineering Services-Other Professional 11,311 10,190 17,040 Services-Court Cost/Registrat 0 400 400 Services-Advertising 5,329 2,000 2,000 Services-Binding/Printing 382 400 2,253 Insurance Expense 15 15 15 In City Mileage Reimbursement 3,314 3,301 3,301 Travel Expenses 404 3,100 3,100 Education Registration 4,813 5,200 5,200 Lease Payments 1,996 2,975 0 Memberships 3,093 1,965 1,965 Boards/Local Meetings 0 100 100 Postage/Freight 1,115 2,000 2,000 Instruments/Apparatus 9,373 0 1,500 Total Expenditures $1,478,670 $1,686,992 $1,722,264 207 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 extraterritorial jurisdiction (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 FY2022 ACCOMPLISHMENTS • Successfully completed 40 work orders and responded to 1,201 service calls. • Repaired 769 utility cuts within an average of less than 25 calendar days of receiving the hole. • Responded to 519 pothole repair work orders filling 2,182 potholes and 830 street skinpatches. • Completed sweeping of 3,510 curb miles improving the quality of City streets and protecting stormwater exceeding MS4 permit requirements • Responded during two winter weather event ensuring the 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 208 STREET MAINTENANCE GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PLAN FY 2022 FY 2023 DEPARTMENT PLAN PERFORMANCE MEASURE GOAL GOAL STRATEGY ESTIMATE TARGET Manage and repair utility cuts in a timely 2.6 Enhance Focus manner to ensure 2.0 Provide on Long-Term 25 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 2.6 Enhance Focus miles per year requirements 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 15 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 FY2023 HIGHLIGHTS • Capital Improvements: increased $2,005,000 over prior year due to increased investment in street improvements from excess general fund reserves. • Utilities/Other Services" increased $182,416 or 19%over prior year due to the increased cost for fleet services. 209 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Street Maintenance Salaries-Supervision 46,697 49,309 51,034 Salaries-Clerical 31,777 31,616 34,708 Salaries-Operational 1,348,336 1,773,185 1,866,121 Overtime 170,215 137,700 137,700 Stability Pay 37,677 34,047 32,177 Cell Phone Allowance 1,035 1,080 1,080 FICA 117,697 135,950 116,386 TMRS Retirement 270,284 313,076 261,910 Life Insurance Contribution 1,910 2,244 2,050 Disability Insurance Contrib 1,448 1,724 1,552 Health Insurance Contributions 415,086 461,213 331,659 HSA Contributions-Employer 5,207 5,433 5,766 Supplies-Minor Tools and Equip 2,016 8,500 8,500 Supplies-Minor Furniture 0 990 990 Supplies-Office 1,550 1,300 1,300 Supplies-Photographic 0 100 100 Supplies-Medical/Drug 0 100 100 Supplies-Physician 79 0 0 Supplies-Janitorial 37 1,000 1,000 Supplies-Botanical/Agriculture 5,882 6,000 6,000 Supplies-Traffic Control 15,022 14,900 14,900 Supplies-Linen 0 350 350 Supplies-Periodicals/Supplemts 0 100 100 Supplies-Ice Chat 10,045 10,000 10,000 Supplies-Heating Fuel 1,435 2,500 2,500 Supplies-PC Software 127 132 0 Supplies-Other 8,081 13,500 13,500 Maint-Machine/Tools/Implements 247 1,000 1,000 Maint-Pumps/Motors 0 1,000 1,000 Maint-Radios 520 550 550 Maint-PC Software 0 0 132 Maint-Heating/Cooling Systems 384 500 500 Maint-Walks/Drives/Parking Lot 1,430 6,000 6,000 Maint-Storm Sewers 93 7,000 7,000 210 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Street Maintenance Maint-Street Overlay 121,686 156,640 156,640 Maint-Utility Cuts (1,933) 0 0 Maint-Buildings 549 1,400 1,400 Maint-East Scott Facility 459 0 0 Maint-Bridges 1,511 3,500 3,500 Maint-Dams 0 500 500 Maint-Canals/Conduits 0 3,200 3,200 Maint-Fences 525 1,000 1,000 Services-Telephone 1,820 3,403 4,090 Service-Wireless PhoneAircards 2,718 5,424 5,424 Services-Electricity 7,316 7,868 7,868 Services-Gas 6,450 5,908 10,000 Services-Wtr/Sewer/Sanitation 188 221 221 Services-Central Garage 556,633 850,221 1,027,235 Services-Other Professional 59,935 50,000 50,000 Services-Binding/Printing 574 1,200 1,823 Services-Subcontractors 10,721 13,447 13,447 Insurance Expense 0 20 20 Claims and Settlements 0 6,000 6,000 Travel Expenses 1 500 500 Education Registration 300 1,085 1,085 Lease Payments 496 500 500 Memberships 565 350 350 Rent-Equipment 1,500 3,750 3,750 Postage/Freight 294 100 100 Other Improvements 1,439,258 2,505,860 4,510,860 Total Expenditures $4,705,881 $6,644,196 $8,727,178 211 LEGAL MISSION The City Attorney's Office 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 358 projects from October 1, 2021, through June 30, 2022, 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 represents the City at all Accident Review Board and Landmark Commission meetings. • Executive Legal Assistant Paige Lessor 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 WF4BSTC, 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 performs other tasks. ACCOMPLISHMENTS (through June 30, 2022) • Discussion, negotiation, and drafting of economic development agreements between various entities and the Wichita Falls Economic Development Corporation and the 46 Sales Tax Corporation. 1. Howmet—Performance Agreement and Promissory Note 2. Land O'Lakes—Two Performance Agreements, Promissory Note, and Warranty Deed 3. Excaliber Paint Default—Default letter resulting in full payment of loan balance 4. Delta T Thermal—Performance Agreement 5. Half Pint III—Performance Agreement and Promissory Note 6. The Kate—Performance Agreement,Tax Abatement, Promissory Note, Deed of Trust 7. 4B Mural—Performance Agreement with Wichita Falls Alliance for Arts and Culture 212 LEGAL • Special Projects 1. City Logo Copyright:The City Attorney's Office filed all appropriate paperwork to secure a copyright on the City logo. 2. Drafted a new solid waste ordinance. 3. Successfully negotiated an agreement with Robbie Hockey to dissolve the contract at the end of the 2021-22 season. 4. Successfully resolved a breach of contract claim asserted by Gary Baker Construction related to the 2019 Sewer Budget Utility Improvements Project, Phase 2, against the City for withheld liquidated damages and non-payment for extra work. • Defense of the City against personal injury claims; state and federal litigation. From October 1, 2021, through June 30, 2022, in addition to already pending claims and litigation, this office has received nine new claims and one new federal case.The following disputes were settled so far this past fiscal year: Dylan Vann v. City of Wichita Falls, et al.;No. 7:21-CV-019-0; In the U.S. District Court for the Northern District of Texas,Wichita Falls Division. [Suit filed in 2021.] Prevailed in federal court in this case, where Vann sued the Chief of Police, several officers, and the City for civil rights violations. Vann was shot after he pulled a revolver on two officers. He sued, claiming that his right against excessive force under the Fourth Amendment was violated.The District Judge granted the officers' motion for summary judgment on the grounds of qualified immunity on June 9, 2022. Mark A.Peysen v.Darron Leiker and the City of Wichita Falls;No. DC30-CV2021-0413;In the 30th District Court of Wichita County,Texas. [Suit filed in 2021]. Successfully advocated for the dismissal of this state civil case dismissed. Peysen had sued, claiming that the City had wrongfully retained property due him after he was arrested on multiple felony counts for drugs and weapons charges. Case dismissed on June 2, 2022. Hayley Herpeche,et al. [DOI: 10/10/2020]. Effectively persuaded an attorney to withdraw claims against the City on behalf of 8 individuals involved in a single accident with a city bus. • Municipal Court Prosecutor Annual Report for calendar year 2021 Violations Number of Cases 2020 Comparison Traffic 18,279 Q 14.75% Code Enforcement 499 Q 18.24% Animal Control 494 Q 22.67% Animal Seizures 9 Q 44.44% Alarms 0 1111111 100.0% Health Code 19 Q 69.57% Fire 2 1111111 50.00% Failure to Appear 16 1111111 44.83% 213 LEGAL 1. Pre-Trial Docket: 209 cases, 96 people o 70.81%increase from 2020 2. Bench Trial Docket: 373 cases, 278 people o 19.57%increase from 2020 3. Jury Trial Docket:Ten (10) cases, nine (9) people out of Covid backlog of approximately 90 cases CONTACT INFORMATION R. Kinley Hegglund,Jr., City Attorney Paige Lessor, Executive Legal Assistant 940-761-7625 940-761-7625 kinley.hegglund@wichitafallstx.gov paige.lessor@wichitafallstx.gov GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Legal representation of the City, Legal Defend the City Cases/claims its officers and agents in the 0 against claims filed against performance of their official 100% 100% representation and litigation the City duties against any claims and/or litigation Various matters handled by the legal office, including(but not Special projects Completion of limited to): review of contracts, 0 Contracts/Questions worked by staff the projects special projects,drafting of 100% 100% over the year agreements,review of subpoenas,drafting of ordinances and resolutions Prepare all Agreements Attend all 4BSTC meetings and agreements and ancillary prepared and prepare all performance 0 documents for executed; agreements and related 100% 100% legal advice documents entered into by the Economic Cor 4B Sales Tax provided. Corporation Development p Prepare all Agreements Attendance at all WFEDC agreements and prepared and meetings and preparation of all ancillary executed; performance agreements and 100% 100% documents for legal advice related documents entered into the WFEDC provided. by the Corporation Bench Trial Trials before Trial before the Municipal Court 100% 100% Docket the judge Judge Jury Trial Docket Trials before a Trial before six jurors at 100% 100% Municipal Court jury Municipal Court prosecution Monday morning appointment- Prosecutor Meet the based meetings to discuss violations and possible 100% 100% appointments Prosecutor settlement options with prosecutor 214 LEGAL FY2023 HIGHLIGHTS • Personnel Services: increased $115,744 over the prior year due to an additional attorney position. 215 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Legal Department Salaries-Supervision 198,557 192,052 201,656 Salaries-Clerical 98,259 100,206 94,395 Pool Clerical 0 2,000 0 Salaries-Operational 287,645 307,156 383,951 Overtime 216 1,000 1,000 Stability Pay 6,188 6,188 5,115 Deferred Compensation 13,849 13,872 14,535 FICA 39,823 44,443 50,803 TMRS Retirement 101,370 101,414 112,467 Life Insurance Contribution 755 756 785 Disability Insurance Contrib 570 574 595 Health Insurance Contributions 72,646 64,077 84,180 Supplies-Minor Furniture 2,419 0 0 Supplies-Office 3,135 6,050 6,600 Supplies-Periodicals/Supplemts 6,936 7,152 8,961 Supplies-Library Materials 3,564 9,784 11,030 Supplies-PC Software 406 230 250 Services-Telephone 2,217 3,815 3,913 Services-Other Professional 5,124 50,000 50,000 Services-Court Cost/Registrat 66 4,650 4,650 Services-Binding/Printing 496 2,650 2,650 Insurance Expense 15 15 15 In City Mileage Reimbursement 7,229 7,201 7,201 Travel Expenses 1,841 12,800 14,300 Education Registration 15 7,450 7,700 Memberships 2,675 4,450 4,600 Boards/Local Meetings 0 600 600 Postage/Freight 2,293 2,800 2,800 Total Expenditures $858,308 $953,385 $1,074,752 216 CITY CLERK MISSION The City Clerk is an officer of the City, appointed by the City Council, and is a statutory position required by State law and the City Charter. Functioning much like the Secretary of State, the City Clerk is the local official who maintains integrity of the election process, ensures transparency and access to city records, facilitates the city's legislative process, and is the recorder of local government history. The City Clerk acts as the compliance officer for federal, state, and local statutes, including the Open Meetings Act and the Public Information Act, and serves as the local filing authority for campaign finance reports and financial disclosure statements. The City Clerk's office issues various permits, 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 • Local Filing Authority for Campaign Finance Reports and Personal Financial Statements. • Public Information Act/Requests for Public Information • Open Meetings Act/Posting Notice of all Meetings • Records Management • Permits/Licenses • Cemetery Deeds/Transfers • Boards and Commissions • Notary Public FY 2022 ACCOMPLISHMENTS • Conducted 2021 General Election • All Public Information Requests complete in 10 or< days • Implemented new Public Information Request Software • Ordinances, Resolutions, and minutes saved in Laserfiche <3 days after approval • Presented Ordinance to remove inactive sections of the Code of Ordinances. • Changed Code of Ordinance vendors for a yearly savings of approximately$1500 • Expanded documents available through the public portal for Official City Records • Completed redistricting • City Clerk, Marie Balthrop, awarded Texas Municipal Clerk of the Year • Clerk's office awarded the Municipal Clerk's Office Achievement of Excellence award for 2022-2023 CONTACT INFORMATION Marie Balthrop,TRMC, MMC City Clerk (940) 761-7409 marie.balthrop@wichitafallstx.gov 217 CITY CLERK GOALS & PERFORMANCE MEASURES FY2022 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Advancement of multi-year Efficiently Streamline records Deliver City municipal Based off beginning status 65% 70% management Services business program processes Turnaround Streamline time for Public Efficiently municipal Information Deliver City business 10 or<business days 100% 100% Services Requests processes Advancement Streamline Efficiently of electronic municipal form Deliver City business Based off beginning status 25% Services accessibility processes Conduct inventory of all Efficiently Practice Effective City records in Deliver City 16 Divisions 40% Memorial Services Governance Auditorium FY2023 HIGHLIGHTS • Personnel Services: increased $25,742 over the prior year due to the addition of a part-time administrative position. 218 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget City Clerk Department Salaries-Supervision 74,621 81,690 85,776 Salaries-Clerical 34,771 0 14,054 Salaries-Operational 0 36,772 38,610 Overtime 316 250 250 Stability Pay 138 413 688 Cell Phone Allowance 726 720 720 FICA 8,034 8,362 10,198 TMRS Retirement 18,261 19,101 20,325 Life Insurance Contribution 147 147 159 Disability Insurance Contrib 111 112 120 Health Insurance Contributions 16,853 14,936 17,345 Supplies-Minor Office Tools/Eq 0 0 1,000 Supplies-Minor Furniture 1,898 0 0 Supplies-Office 1,292 1,000 1,000 Supplies-Educational 0 150 150 Supplies-Periodicals/Supplemts 52 60 60 Supplies-PC Software 8,551 0 0 Services-Telephone 739 1,921 1,505 Services-Other Professional 18,120 7,000 3,395 Services-Court Cost/Registrat 60 25 100 Services-Advertising 6,785 3,000 3,000 Services-Binding/Printing 718 150 200 Insurance Expense 118 88 88 Travel Expenses 1,925 7,000 7,000 Education Registration 2,170 2,500 2,500 Lease Payments 763 764 764 Election Expense 11,402 25,000 0 Memberships 460 460 475 Boards/Local Meetings 1,261 2,000 3,480 Postage/Freight 3,569 4,000 3,500 Total Expenditures $213,859 $217,621 $216,462 219 ��4[a 54 T E X AS Water/Sewer Funds 220 WATER & SEWER FUND WATER& SEWER (ALL FUNDS) After maintaining the same water rates since 2014, the proposed FY 2023 budget includes a 9% increase in the retail rates. The retail rate increase will provide for additional needed water and sewer line replacement, will address the impact of inflation, and will maintain market competitive salaries. Due to inflation, the cost of replacing water and sewer lines is up over 111%and 52% respectively, and the cost of chemicals have increased approximately 150%.The examples of increased cost shared during the Pre-Budget Workshop are listed below. • Water main replacement cost has more than doubled since 2020, up an average of 111%. • 2020 Cost=$70.50/LF • Today's Cost=$148.00/LF • Sewer line replacement has increase 52%per linear foot since 2020. • 2020 Cost=$124/LF • Today's Cost=$188/LF • Due to the age of water/sewer lines, additional funding is needed for replacement, repair and maintenance. The proposed budget increases the City's policy goal from 17%to 20%of expenditures in unreserved fund balance, less debt service. Of the fund's$50,500,083 expenditures in the FY 2023 budget, $12.7 million is reserved for debt payments, bringing the operating budget to $37.8 million. This means that the total needed to meet the unrestricted fund balance policy is $7.6 million. The current unrestricted balance at the start of FY 2023 is anticipated to be$10.4 million. Fund Balance in this fund is both unrestricted and committed. For budget purposes, the Water and Sewer Fund is represented as a group of funds which include the primary operating fund as well as the capital funds for Lake Ringgold, Microfiltration and Reverse Osmosis Fund, and Water&Sewer Capital. The following table breaks out the total revenues and expenditures by the two fund types. Water and Sewer Fund Fund Summary Operating Capital Total Revenues Service Charges $41,680,784 $7,334,200 $ 49,014,984 All Other Revenue 1,485,099 1,485,099 Total Revenues $43,165,883 57,334,200 $ 50,500,083 Expenditures Personnel Services $ 12,552,046 $ 12,552,046 Supplies 4,913,498 4,913,498 Maintenance&Repair 2,419,739 2,419,739 Utilities/Other Services 4,833,394 4,833,394 Insurance&Contract Supp. 1,012,940 1,012,940 Debt Expenditures 12,717,289 12,717,289 Other Expenditures 2,889,160 2,889,160 Capital Improvements - 7,334,200 7,334,200 Transfers Out 1,827,817 1,827,817 Total Expenditures $43,165,883 $7,334,200 $ 50,500,083 221 WATER & SEWER FUND WATER& SEWER OPERATING FUND The Water&Sewer Operating Fund represents the revenue and expenses associated with the ongoing operations of the water and sewer system. Water and Sewer Fund -Operating 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Water Sales $ 33,637,957 $ 29,964,518 $ 31,910,419 6.49% Sewer Sales 10,613,782 9,336,824 9,670,567 3.57% All Other Revenue 2,305,533 1,412,691 1,584,897 12.19% Total Revenues $ 46,557,272 $ 40,714,033 $ 43,165,883 6.02% Expenditures Personnel Services $ 10,436,672 $ 12,077,819 $ 12,552,046 3.93% Supplies 2,600,899 3,559,409 4,913,498 38.04% Maintenance & Repair 1,943,099 2,273,369 2,419,739 6.44% Utilities/Other Services 5,727,628 4,431,961 4,833,394 9.06% Insurance &Contract Supp. 878,425 957,467 1,012,940 5.79% Debt Expenditures 2,271,436 12,755,940 12,717,289 -0.30% Other Expenditures 1,973,694 2,796,639 2,889,160 3.31% Non Cap Improvements 31,086 - - 0.00% Capital Improvements 5,354,498 - - 0.00% Transfers Out 1,771,811 1,861,429 1,827,817 -1.81% Total Expenditures $ 32,989,248 $ 40,714,033 $ 43,165,883 6.02% 222 WATER & SEWER FUND The following chart illustrates a comparision of the City of Wichita Fall's current water rates with similar cities in Texas.The information comes from each city's website and was sourced on June 14, 2022. The proposed budget includes an increase of the total bill for water and wastewater from $58.46 to $63.73 based on average use of 5,000 gallons. Comparison of Residential Water Rates (Based on Average Residential Use of 5,000 Gallons) * Total Bill Wastewater (water&Sewer City Water Use Water Base Wastewater Base ONLY) San Angelo $24.22 $30.69 $7.50 $29.72 $92.13 McKinney $20.00 $16.50 $29.50 $21.05 $87.05 Waco $14.64 $22.21 $27.10 $22.57 $86.52 Mesquite $26.32 $15.16 $25.76 $16.39 $83.63 Grand Prairie $23.10 $16.96 $23.55 $15.42 $79.03 Allen $17.64 $14.13 $14.00 $31.10 $76.87 Richardson $33.90 $8.00 $24.15 $8.00 $74.05 League City $25.97 $7.71 $16.82 $14.73 $65.23 Midland $18.33 $21.61 $2.64 $21.79 $64.37 Denton $18.15 $15.84 $19.00 $11.00 $63.99 Beaumont $19.44 $14.37 $17.48 $9.20 $60.49 Wichita Falls $22.52 $17.91 $10.50 $7.53 $58.46 Odessa $16.56 $19.82 $8.88 $12.95 $58.21 Abilene $16.50 $16.25 $10.75 $14.00 $57.50 Tyler $10.20 $15.80 $8.40 $19.10 $53.50 Lewisville $10.35 $20.19 $12.66 $9.95 $53.15 College Station $13.75 $12.40 $4.46 $21.29 $51.90 Killeen $10.14 $13.54 $7.60 $19.26 $50.54 Sugar Land $5.79 $12.48 $15.85 $15.30 $49.42 Pasadena $9.99 $11.94 $9.99 $11.94 $43.86 McAllen $7.25 $9.95 $8.50 $12.00 $37.70 Edinburg $4.98 $10.78 $3.84 $10.07 $29.67 AVERAGE $16.81 $15.65 $14.04 $16.11 $62.60 *The FY 2022 budget included a comparison based on 7 sewer unit charges but has been updated to reflect 6 in this more recent analysis. OPERATING FUND REVENUES Water Sales:This category makes up the majority of the revenue in the Water& Sewer Fund at about 75%of total revenue.The proposed budget anticipates a $1,945,901 or 6.49%increase in Water Sales.This increase is due to the proposed increase in retail rates offset by a drop in estimated usage levels. Sewer Sales:The proposed budget anticipates sewer sales to increase by$333,743 or 3.57%.This increase is due to the proposed 9%increase in retail rates offset by a drop in estimated usage levels. All Other Revenue: All other revenue has increased by $172,206 or 12.19%. This increase is primarily due to increases in expected interest earnings due to changes in federal monetary policy aimed at decreasing inflation. The City receives interest earnings from idle funds that are invested with local government investment pools and fixed income securities. In recent years, low interest rates meant that interest earnings were below .25%. Recent actions by the Federal Reserve to increase interest rates to help curb inflation have changed the outlook for the markets and the estimated earnings for FY 2023 are 2.6%. Prior to the beginning of and throughout FY 2023,the Federal Reserve is expected to increase interest rates, which will increase the City's interest earnings from bond holdings. 223 WATER & SEWER FUND OPERATING FUND EXPENDITURES For FY 2023, Water & Sewer Operating Fund budgeted expenditures are $43,165,883 which is an increase of $2,451,850 or 6.02% increase from the FY 2022 Adopted Budget. The major expenses in this fund are Personnel Services and Debt Expenditures which combined make up over half of the total expenditures. Personnel Services: Personnel Services are budgeted to increase due to Merit/Step and COLA adjustments to help ensure market competitive compensation for City staff. Supplies: Supplies have increased by $1,354,089, or 38.04% from the prior year. This increase is reflective of a nation-wide increase of chemical and material costs caused by inflation and supply shortages. Maintenance & Repair: The proposed budget for this category is $2,419,739 which is 6.44% higher than the previous year budget. This increase can largely be attributed to needed maintenance on the East Scott Facility that was not budgeted for in the previous fiscal year. Utilities/Other Services: This category has increased $401,433 or 9.06% due to the increased cost of electricity and increased costs of fuel. Debt Expenditures: This category accounts for debt service of$12,717,289 including repayments of three debt issuances and a payment on a capital lease. More information about debt expenditures is available in the Debt Service Fund section of this document. Transfers Out:This account reflects the transfers to other funds for services rendered to the Water&Sewer Fund. WATER& SEWER CAPITAL FUNDS The FY 2023 budget allocates $7,334,200 of revenues for capital funds. Proposed capital projects for FY 2023 have an estimated cost of$5,734,200. Item Amount Water Line Replacement(Annual Capital Projects) $2,000,000 Sewer Line Replacement(Annual Capital Projects) 2,000,000 Lift Station Rehabilitation(Annually rehab 3 Lift Stations) 600,000 System Equipment(Pumps,Valves, Reseviors,Gaskets) 430,700 Lift Station Odor Control Project(Based on study) 250,000 Large Valve Replacement Program 200,000 System Assessment Equipment 84,500 Waterline Upsizing Costs 70,000 Interior/Exterior Rehab of MF/RO Breaktank 59,000 Emergency Sewer Repairs 40,000 Total $5,734,200 The remaining funds are being designated for future capital projects including costs associated with Lake Ringgold ($1,000,000) and the Microfiltration and Reverse Osmosis project ($600,000). 224 WATER & SEWER FUND PERSONNEL BY JOB TITLE Utility Collection FY 2020-21 FY2021-22 FY2022-23 Change PY CFO/Director of Finance 0.15 0.15 0.15 - 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 Colletion Manager 1.00 1.00 1.00 - Utility Systems Data Administrator - - 1.00 1.00 Water Customer Service Rep 3.00 3.00 4.00 1.00 Water Meter Reader 1.00 1.00 (1.00) Total 14.90 14.90 14.90 - Utility Admin FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Secretary 1.00 1.00 1.00 - Civil Engineer 1.00 1.00 1.00 - Director of Public Works 0.35 0.35 0.35 Engineer Assistant 1.00 1.00 1.00 - Senior Engineering Technician 2.00 2.00 2.00 - Utility Operations Manager 1.00 1.00 1.00 - Total 6.35 6.35 6.35 - Utility Equip Services FY 2020-21 FY2021-22 FY2022-2.3 Change PY 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 12.25 12.25 12.25 - 225 WATER & SEWER FUND Water Distribution FY 2020-21 FY2021-22 FY2022-23 M Administrative Clerk 3.00 3,00 3.00 - Dispatcher- Day Shift 1.00 1.00 1.00 - Dispatcher-Night Shift 1.00 1.00 1.00 - Heavy Equipment Operator 5.00 5.00 5.00 - Meter System Repair 4.00 4.00 4.00 - Senior Utilities System Worker 13.00 13.00 13.00 - Store Clerk 2.00 2.00 2.00 - Storekeeper 1.00 1.00 1.00 - Utilities System Supervisor 4.00 4.00 4.00 - Utilities System Worker 13.00 13.00 13.00 - Utility Locator* 1,00 2.00 2.00 - Water Distribution Specialist 1.00 1.00 1.00 - Water Distribution Superintendent 1.00 1.00 1.00 - Water Meter Mechanic 1,00 1.00 1,00 - Total 51.00 52.00 52.00 - Revised prior year totals to reflect approved above current expenditure from FY 2022 budget. Sewer Rehab FY 2020-21 FY2021-22 FY2022-23 USW I 3.00 4.00 4.00 - US W II 3.00 4.00 4.00 - Wasterwater Collection/Rehab 1.00 1.00 1.00 - Total 7.00 9.00 9.00 - Water Source of Supply FY 2020-21 FY2021-22 FY2022-23 Change PY P/P Maintenance Mechanic 1.00 1.00 1.00 - Senior Pump/Plant Manager 2.00 2.00 2.00 - Tota l 3.00 3.00 3.00 Water Purification FY 2020-21 FY2021-22 FY2022-23 Change PY 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 2.00 1.00 (1.00) 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 Maintenance 4.00 5.00 6.00 1.00 USW I - 1.00 - (1.00) Utilities System Worker 2.00 1.00 2.00 1.00 Water Labratory 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 - Tota l 38.00 38.00 38.00 - 226 WATER & SEWER FUND Wastewater Collection FY 2020-21 FY2021-22 FY202.2-23 Change PY Administrative Clerk 2.00 2.00 2.00 Heavy Equipment Operator 2.00 2.00 2.00 - USW 1 - 1.00 1.00 - U SW 11 2.00 3.00 3.00 - USW 111 - 1.00 1.00 - Utilities System Worker 7.00 7.00 7.00 - WW Collection Supervisor 1.00 1.00 1.00 - Tota l 14.00 17.00 17.00 - Wastewater Treatment FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Clerk 1.00 1.00 1.00 - Elect Intr Tech I 1.00 too 1.00 Elect IntrTech II 1.00 1.00 1.00 - Environmental Coordinator 0.50 0.50 0.50 - Lead Plant Operator 10.00 10.00 10.00 - P/P Maintenance Mechanic 6.00 6.00 6.00 - Plant Operator I 1.00 1.00 1.00 - Plant Operator II 2.00 2.00 2.00 - Pollution Control Specialist 1.00 1.00 1.00 - Resource Rec Superintendent 1.00 1.00 1.00 - Senior Lab Technician 1.00 1.00 1.00 - Senior P/P Maintenance Mechanic 3.00 3.00 3.00 - U SW 1 3.00 3.00 3.00 - U SW I 2.00 2.00 2.00 - U SW 11 2.00 2.00 2.00 - W/W P/P Maintenance Supervisor I 1.00 1.00 1.00 - W/W P/P Maintenance Supervisor II 1.00 1.00 1.00 Water/Wastewater Lab Tech I 1.00 1.00 1.00 - Water/Wastewater Lab Tech II 1.00 1.00 1.00 - Water/Wastewater O&M Supervisor 1.00 1.00 1.00 - Total 40.50 40.50 40.50 - Restate prior year totals Total-Water&Sewer Fund 187.00 193.00 193.00 - 227 UTILITY COLLECTIONS MISSION To continue to be a very customer friendly department that makes all existing customers comfortable with our processes and 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 new accounts • Create and make work orders for new taps • Explain billing procedures to customers • Notify and encourage delinquent customers to access resources for payment assistance FY2022 ACCOMPLISHMENTS • Updated to a newer version of billing software • Added new payment options • Continued to run promotions for paperless billing CONTACT INFORMATION Garry Capron Utility Collection Manager 940-761-8830 garry.capron@wichitafallstx.gov 228 UTILITY COLLECTIONS GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Encourage more customers to Lower cost of mailing bills. 25% 30% receive e-bills Promote bank drafts. Lower counter traffic. 25% Research going to complete Reduce cost of billing. 5% paperless billing. 229 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Utility Collection Salaries-Supervision 135,535 127,832 139,071 Salaries-Clerical 235,279 229,647 259,634 Salaries-Operational 200,109 248,079 240,011 Overtime 3,988 5,398 4,500 Certification Pay 1,537 1,500 1,500 Stability Pay 13,130 13,861 14,548 Longevity 3,331 3,564 3,564 FICA 42,027 43,511 46,241 TMRS Retirement 98,900 103,234 107,956 Life Insurance Contribution 786 783 832 Disability Insurance Contrib 595 594 641 Health Insurance Contributions 159,526 136,511 166,940 HSA Contributions-Employer 110 0 0 Supplies-Minor Tools and Equip 4,551 5,940 2,791 Supplies-Minor Furniture 2,865 1,500 1,500 Supplies-Office 10,154 6,090 4,750 Supplies-Medical/Drug 0 100 100 Supplies-Clothing and Uniforms 3,157 4,544 4,544 Maint-Office Furniture/Equip 207 400 400 Maint-PC Hardware 5,565 7,575 0 Maint-PC Software 42 43 43 Services-Telephone 2,783 4,672 4,730 Service-Wireless PhoneAircards 456 456 456 Services-Central Garage 30,561 47,698 58,777 Services-Bank 26,585 25,200 26,423 Services-Other Professional 72,432 62,508 62,508 Services-Binding/Printing 22,342 43,185 43,184 Lease Payments 777 777 777 Postage/Freight 127,893 157,679 163,679 Total Expenditures $1,205,223 $1,282,881 $1,360,101 230 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Utilities Administration Salaries-Supervision 183,991 187,050 195,653 Salaries-Clerical 32,606 33,360 35,028 Salaries-Operational 211,226 222,255 237,069 Overtime 161 0 500 Certification Pay 1,805 1,800 1,800 Stability Pay 5,253 5,391 6,188 Cell Phone Allowance 726 720 720 FICA 31,034 32,505 34,403 TMRS Retirement 72,833 75,025 77,754 Life Insurance Contribution 560 568 598 Disability Insurance Contrib 422 429 455 Health Insurance Contributions 86,612 68,115 79,871 HSA Contributions-Employer 375 504 504 Supplies-Minor Tools and Equip 0 200 200 Supplies-Minor Furniture 576 0 0 Supplies-Office 54 2,670 1,500 Supplies-Educational 708 500 750 Supplies-PC Software 0 44 44 Maint-Office Furniture/Equip 0 200 250 Maint-Radios 0 250 250 Maint-PC Hardware 0 1,590 1,000 Maint-PC Software 42 0 8,000 Maint-Systems Software 6,525 6,525 0 Services-Telephone 750 701 611 Service-Wireless PhoneAircards 494 456 456 Services-Central Garage 3,919 4,458 5,356 Services-Other Professional 111,287 46,500 46,500 Services-Advertising 1,879 4,000 4,000 Services-Binding/Printing 1,042 1,400 1,400 In City Mileage Reimbursement 2,109 2,101 2,101 Travel Expenses 745 14,250 9,500 Education Registration 636 6,600 6,800 Lease Payments 1,346 1,346 1,346 Memberships 14,876 15,670 15,730 231 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Utilities Administration Public Relation/Promo 1,518 10,000 13,000 Postage/Freight 1,800 1,644 1,650 Instruments/Apparatus 15,235 0 0 Capital Asset Contra Expense (15,235) 0 0 Total Expenditures $777,911 $748,827 $790,988 232 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Utility Equipment Services Salaries-Supervision 15,566 15,496 17,012 Salaries-Operational 400,808 459,368 464,824 Overtime 30,773 30,000 30,000 Stability Pay 12,513 11,441 12,238 FICA 32,814 34,228 35,134 TMRS Retirement 76,559 80,587 83,108 Life Insurance Contribution 560 591 624 Disability Insurance Contrib 425 453 492 Health Insurance Contributions 134,137 114,387 123,344 Supplies-Motor Vehicle 0 100 100 Supplies-Minor Tools and Equip 126 400 400 Supplies-Office 678 800 800 Supplies-Medical/Drug 0 50 50 Supplies-Botanical/Agriculture 719 1,700 1,700 Supplies-Traffic Control 2,181 2,250 2,250 Supplies-Linen 0 200 200 Supplies-Heating Fuel 320 700 700 Supplies-PC Software 0 88 88 Supplies-Other 120 400 400 Maint-Machine/Tools/Implements 0 200 200 Maint-Radios 0 450 450 Maint-PC Software 85 0 0 Maint-Utility Cuts 225,174 269,500 269,500 Maint-Buildings 1,215 0 0 Maint-East Scott Facility 3,482 6,845 6,845 Services-Telephone 600 1,505 998 Service-Wireless PhoneAircards 912 2,038 912 Services-Electricity 2,093 2,373 2,335 Services-Wtr/Sewer/Sanitation 0 100 100 Services-Central Garage 179,067 195,859 196,859 Services-Binding/Printing 0 750 750 Education Registration 0 260 260 Memberships 0 30 30 Rent-Equipment 150 300 300 233 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Utility Equipment Services Postage/Freight 230 20 20 Total Expenditures $1,121,306 $1,233,469 $1,253,023 234 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 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 • Maintain and repair water mains. (575+ miles of pipeline) • Maintain fire hydrants to ensure fire protection. (Inventory of 2,924 Fire Hydrants) • Maintain water isolation valves. (Inventory of 10,506 Valves) • Maintain the Advanced Meter Infrastructure (AMI) system. (Inventory of 35,000+ meters) • Spot Utility Infrastructure for Contractors to reduce potential of damage to City infrastructure. FY 2022 ACCOMPLISHMENTS • Repaired a total of 603 main leaks. • Replaced $1.4 M worth of water pipeline. • Repaired 155 service line leaks through the fiscal year. • Maintained water loss below the 15%goal (6.5%). • Tested 194 random water meters for accuracy. • Performed 28,701 line locates. CONTACT INFORMATION Chris Arnold Water Distribution Superintendent 940-761-7968 Chris.Arnold@wichitafallstx.gov 235 WATER DISTRIBUTION GOALS & PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY 2.6 Reduce the 2.0 Enhance focus Provide on long-term <9 Leaks per month per 100 number of 680 621 main leaks Quality utility miles of pipe Infrastructure infrastructure needs 2.6 Reduce Water 2.0 Enhance focus Loss Provide on long-term 6.5% <15.0 Quality utility Total Water Loss<15.0% Infrastructure infrastructure needs 2.6 Test 2%of 2.0 Enhance focus meters in Provide on long-term 100%of meters are accurate+/- 26% 100 system for Quality utility 2% Accuracy Infrastructure infrastructure needs 2.6 Replace$1.5M 2.0 Enhance focus to$2.0M worth Provide on long-term $1.4M $1.9M of water mains, Quality utility $1.5M-$2.0M expended annually Infrastructure infrastructure needs FY2023 HIGHLIGHTS • Maintenance& Repair: increased $113,787 over the prior year as the FY23 budget includes costs for replacement of broken windows. • Utilities/Other Services: increased $108,568 over the prior year due to the increased cost for fleet services. • Other Expenditures: decreased $30,000 from the prior year as the FY 2022 budget included contingency for unscheduled projects. 236 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Water Distribution Salaries-Supervision 63,233 98,842 103,784 Salaries-Clerical 82,705 84,636 91,167 Salaries-Operational 1,412,029 1,674,823 1,772,585 Overtime 188,504 225,000 225,000 Terminal Pay 330 0 0 Certification Pay 17,381 16,440 25,080 Stability Pay 28,026 27,091 28,823 Cell Phone Allowance 463 360 540 FICA 129,002 133,389 133,546 TMRS Retirement 301,205 315,153 325,952 Life Insurance Contribution 2,002 2,319 2,498 Disability Insurance Contrib 1,511 1,752 1,823 Health Insurance Contributions 419,556 471,015 477,878 HSA Contributions-Employer 1,882 1,512 1,008 Supplies-Minor Tools and Equip 14,233 22,700 22,700 Supplies-Minor Furniture 193 0 0 Supplies-Office 6,967 8,035 8,035 Supplies-Photographic 606 1,250 1,100 Supplies-Medical/Drug 176 250 250 Supplies-Chemical 1,301 3,700 3,700 Supplies-Mechanical 8,087 9,500 9,500 Supplies-Traffic Control 2,601 6,000 6,000 Supplies-Clothing and Uniforms 0 21,100 22,100 Supplies-Linen 20,200 1,000 0 Supplies-Educational 0 350 350 Supplies-Personal Computers 505 2,970 1,550 Supplies-PC Software 0 0 1,260 Supplies-Other 6,512 8,800 11,300 Maint-Motor Vehicles 0 150 150 Maint-Machine/Tools/Implements 30,980 4,630 4,630 Maint-Office Furniture/Equip 583 1,000 1,000 Maint-Radios 173 1,850 1,850 Maint-Instruments 281 11,681 3,160 Maint-Meters 2,460 10,480 10,480 237 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Water Distribution Maint-PC Software 1,145 1,232 0 Maint-Water Mains 247,425 300,000 300,000 Maint-Service Connections 400,044 383,285 416,015 Maint-East Scott Facility 11,107 29,005 145,315 Maint-Fire Hydrants 3 1,000 1,000 Maint-Fences 0 26,500 1,000 Services-Telephone 4,224 9,678 10,181 Service-Wireless PhoneAircards 15,007 15,942 16,101 Services-Electricity 8,288 8,646 8,441 Services-Gas 11,791 8,590 13,644 Services-Wtr/Sewer/Sanitation 4,117 3,703 4,042 Services-Central Garage 313,874 357,131 441,747 Services-Employee Physicals 58,926 33,416 50,000 Services-Binding/Printing 1,262 2,205 3,723 Travel Expenses 0 2,377 2,377 Education Registration 7,021 15,250 15,250 Lease Payments 1,959 1,643 1,643 Memberships 9,914 11,730 11,730 Rent-Equipment 0 350 350 Postage/Freight 595 450 450 Budget Contingency 0 30,000 0 Total Expenditures $3,840,390 $4,409,911 $4,741,808 238 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. FY2022 ACCOMPLISHMENTS • Successfully mitigated two taste and odor events at Lake Arrowhead by implementing the Taste and Odor Monitoring Program. o Treating the lakes for taste and odor causing algae o Source lake switching • Completed 3 air compressor replacements at Lake Arrowhead o 2 for the raw water line surge tanks o 1 for the lake aeration system CONTACT INFORMATION Mark Southard Water Source/Purification Superintendent 940-691-1153 mark.southard@wichitafallstx.gov 239 WATER SOURCE DIVISION GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Fully Utilize 4.0 4.5 25%of Total Supply from Lake Kemp Efficiently Promote and Lake Kemp 12.1% 25.0% Deliver City encourage Service innovation 240 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Water Source of Supply Salaries-Operational 105,145 122,145 113,585 Overtime 1,358 4,000 4,200 Certification Pay 2,364 3,300 3,300 Stability Pay 1,210 1,898 1,898 Cell Phone Allowance 263 360 360 FICA 7,221 8,293 8,609 TMRS Retirement 18,285 21,010 22,309 Life Insurance Contribution 137 154 161 Disability Insurance Contrib 103 117 123 Health Insurance Contributions 13,642 36,294 39,958 Supplies-Minor Tools and Equip 208 600 600 Supplies-Mechanical 0 100 100 Supplies-Other 394 500 500 Maint-Motor Vehicles 0 0 5,000 Maint-Machine/Tools/Implements 130 1,500 1,500 Maint-Pumps/Motors 6,627 21,600 21,600 Maint-Radios 0 700 700 Maint-Instruments 3,593 14,100 19,600 Maint-Other Buildings 5,188 2,400 2,400 Maint-Dams 0 20,000 20,000 Maint-Canals/Conduits 58,924 24,200 24,200 Maint-Other Structures 1,350 5,500 5,500 Services-Telephone 86 806 2,259 Services-Electricity 163,324 179,240 172,259 Services-Central Garage 36,510 37,088 43,758 Services-Other Professional 975 6,000 6,000 Services-Lab Proficiency Test 0 2,500 2,500 Services-Other Miscellaneous 12,594 68,000 65,800 Education Registration 0 2,600 2,600 Rent-Equipment 0 2,000 2,000 Postage/Freight 230 0 0 Ad-Valorem Taxes 10,761 11,000 0 Instruments/Apparatus 13,993 0 0 241 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Water Source of Supply Capital Asset Contra Expense (13,993) 0 0 Total Expenditures $450,622 $598,005 $593,379 242 WATER PURIFICATION 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 FY 2022 ACCOMPLISHMENTS • Treated and Discharged 5,341,602,000 gallons of water. • Submitted Emergency Preparedness Plan to TCEQ for Senate Bill 3 Compliance. • Delivered 35,000 Consumer Confidence Reports • Replaced 2,520 microfilters for improved operation of the microfiltration/reverse osmosis plant. • Completed replacement of carbon dioxide tank at Jasper Water Treatment Facility. • Completed replacement of large air conditioning system in Administration Building at the Cypress Water Treatment Facility. • Completed replacement of new isolation valve at the Denver Elevated Storage Tank. CONTACT INFORMATION Mark Southard Water Source/Purification Superintendent 940-691-1153 Mark.Southard@wichitafallstx.gov 243 WATER PURIFICATION GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 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% Water Deliver City superior Contaminate Levels Service 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 1 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 Report Public trusted messaging. FY2023 HIGHLIGHTS • Other Expenditures: increased $45,875 from the prior year due to addition of costs for a lease of powdered activated carbon feed system at the Cypress treatment facility. • Supplies: increased $1,038,934 or 45%due to the increased cost of chemicals. 244 WATER PURIFICATION 245 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Water Purification Salaries-Supervision 75,127 74,797 82,111 Salaries-Clerical 22,895 30,251 28,812 Salaries-Operational 1,314,016 1,452,939 1,487,781 Pool Operational 16,879 41,122 42,993 Overtime 54,313 75,000 75,000 Certification Pay 36,360 35,400 34,860 Stability Pay 34,460 33,909 33,221 Cell Phone Allowance 2,519 2,520 2,520 FICA 111,745 117,383 123,640 TMRS Retirement 257,831 270,077 274,627 Life Insurance Contribution 1,880 1,937 1,997 Disability Insurance Contrib 1,420 1,472 1,520 Health Insurance Contributions 327,295 359,419 376,054 HSA Contributions-Employer 2,536 2,691 1,179 Supplies-Motor Vehicle 314 0 0 Supplies-Minor Tools and Equip 142 0 0 Supplies-Minor Furniture 720 0 0 Supplies-Office 8,583 8,000 8,000 Supplies-Medical/Drug 44 1,500 1,500 Supplies-Janitorial 249 1,000 1,000 Supplies-Chemical 1,379,811 2,045,898 3,042,132 Supplies-Lab 181,859 218,250 264,750 Supplies-Mechanical 96 0 0 Supplies-Fencing 0 1,000 1,000 Supplies-Linen 10,838 17,500 17,500 Supplies-Educational 0 400 400 Supplies-Periodicals/Supplemts 383 1,300 1,300 Supplies-Other 9,184 6,000 2,200 Maint-Machine/Tools/Implements 3,385 6,000 6,000 Maint-Pumps/Motors 59,509 92,000 92,000 Maint-Office Furniture/Equip 239 1,500 1,500 Maint-Radios 0 1,828 1,828 Maint-Instruments 200,619 230,270 232,498 Maint-PC Hardware 291 300 300 246 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Water Purification Maint-Heating/Cooling Systems 15,972 55,000 55,000 Maint-Reservoirs/Tanks 0 7,500 7,500 Maint-Cypress Facility 144,674 161,000 161,000 Maint-Jasper Facility 27,641 61,000 61,000 Maint-Other Buildings 42,581 31,200 21,100 Maint-Other Structures 6,474 0 0 Services-Telephone 25,567 28,998 30,714 Services-Electricity 973,240 966,513 1,031,634 Services-Gas 46,093 12,744 45,000 Services-Wtr/Sewer/Sanitation 414,620 232,296 303,836 Services-Central Garage 59,152 73,689 98,507 Services-Other Professional 3,449 115,500 21,500 Services-Lab Proficiency Test 73,779 106,750 121,750 Services-Advertising 3,238 0 0 Services-Binding/Printing 19,360 12,350 12,634 Services-Other Miscellaneous 73,248 63,420 65,525 Contract-Water Imp District#2 22,701 0 0 Travel Expenses 12 3,575 3,575 Education Registration 29,457 39,700 39,700 Lease Payments 635 625 46,500 Memberships 1,305 0 0 Boards/Local Meetings 0 3,420 3,420 Rent-Equipment 1,279 7,500 7,500 Postage/Freight 14,941 18,000 18,000 Other Vehicles 32,000 0 0 Instruments/Apparatus 209,764 0 0 Oper Transfer FA 32,000 0 0 Capital Asset Contra Expense (241,764) 0 0 Total Expenditures $6,146,958 $7,132,443 $8,395,618 247 WASTEWATER COLLECTION AND 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 $1.0M to $2.0M 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) FY2022 ACCOMPLISHMENTS • Responded to 20 Sanitary Sewer Overflows (SSOs) • Televised 27.4 miles (5.01%) of the system • Cleaned 66.6 miles (12.18%) of the system • Inspected 769 (9.48%) of the manholes • Smoke tested 0.05%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 248 WASTEWATER COLLECTION AND SEWER REHABILITATION GOALS & PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY 2.6 Enhance focus 2.0 Sanitary Sewer Provide Quality on long-term 20 17 Overflows utility < 10 SSOs per Year Infrastructure infrastructure needs 2.6 Enhance focus 2.0 Televise Sewer provide Quality on long-term 5% 7% Mains utility 7%of System Annually Infrastructure infrastructure needs 2.6 Enhance focus Clean Sewer 2.0 on long-term Provide Quality 12% 25% Mains utility 25%of System Annually Infrastructure infrastructure needs 2.6 Enhance focus 2.0 Inspect Provide Quality on long-term 9.5% 20% Manholes utility 20%of Manholes Annually Infrastructure infrastructure needs 2.6 Enhance focus 2.0 Smoke Test Provide Quality on long-term 0.05% 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 FY2023 HIGHLIGHTS Sewer Rehab • Supplies: decreased$28,919 from the prior year as the FY 2022 budget included cost of camera software system. • Utilities/Other Services: increased $34,346 from the prior year due to the increased cost of fleet services. 249 WASTEWATER COLLECTION AND SEWER REHABILITATION Wastewater Collection • Maintenance& Repair: increased$25,077 over the prior year due to increased costs of fence repairs. • Utilities/Other Services: increased $29,636 over the prior year due to the increased cost for fleet services. 250 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Sewer Rehabilitation Salaries-Supervision 63,893 67,645 72,793 Salaries-Operational 127,192 237,336 253,244 Overtime 6,637 9,270 9,270 Certification Pay 1,506 1,500 1,500 Stability Pay 2,833 3,630 3,768 Cell Phone Allowance 363 360 360 FICA 14,169 22,048 16,769 TMRS Retirement 33,569 51,317 39,605 Life Insurance Contribution 264 308 309 Disability Insurance Contrib 199 230 235 Health Insurance Contributions 46,736 107,229 66,603 HSA Contributions-Employer 39 0 1,179 Supplies-Minor Tools and Equip 1,460 2,345 2,345 Supplies-Minor Furniture 548 495 1,346 Supplies-Office 427 1,500 1,500 Supplies-Medical/Drug 0 150 150 Supplies-Mechanical 10,392 6,250 6,250 Supplies-Traffic Control 0 125 125 Supplies-Clothing and Uniforms 3,540 4,264 4,264 Supplies-Linen 0 315 495 Supplies-Educational 801 975 1,050 Supplies-Personal Computers 653 3,910 0 Supplies-PC Software 0 27,000 0 Supplies-Other 1,009 2,205 3,080 Maint-Motor Vehicles 0 9,100 9,100 Maint-Machine/Tools/Implements 0 600 600 Maint-Radios 0 200 200 Maint-Instruments 3,889 16,000 12,000 Maint-PC Hardware 0 1,500 1,500 Maint-PC Software 2,339 4,932 4,950 Services-Telephone 594 1,732 1,055 Service-Wireless PhoneAircards 3,951 4,560 4,559 Services-Central Garage 71,675 102,912 137,836 Services-Binding/Printing 908 2,150 2,250 251 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Sewer Rehabilitation Travel Expenses 0 970 970 Education Registration 6,976 10,038 14,444 Memberships 90 550 550 Postage/Freight 247 1,000 1,000 Machines/Tools/Implements 143,456 0 0 Capital Asset Contra Expense (143,456) 0 0 Total Expenditures $406,899 $706,651 $677,254 252 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Wastewater Collection Salaries-Clerical 49,877 54,880 57,624 Salaries-Operational 264,470 481,698 485,550 Overtime 27,461 38,106 42,000 Certification Pay 1,504 1,500 1,500 Stability Pay 5,006 4,869 5,007 FICA 24,570 45,492 44,970 TMRS Retirement 57,337 102,720 85,634 Life Insurance Contribution 421 504 478 Disability Insurance Contrib 317 378 366 Health Insurance Contributions 76,556 166,696 161,481 HSA Contributions-Employer 2,497 2,358 2,358 Supplies-Minor Tools and Equip 6,690 10,660 9,540 Supplies-Office 2,351 4,450 4,450 Supplies-Medical/Drug 30 250 250 Supplies-Chemical 8,047 11,100 11,100 Supplies-Mechanical 6,946 15,525 12,890 Supplies-Traffic Control 0 125 1,525 Supplies-Clothing and Uniforms 5,611 7,662 7,662 Supplies-Linen 541 660 900 Supplies-Personal Computers 1,588 2,250 0 Supplies-Other 11,271 24,515 15,630 Maint-Motor Vehicles 0 8,700 8,700 Maint-Machine/Tools/Implements 410 500 500 Maint-Office Furniture/Equip 670 700 750 Maint-Radios 0 200 200 Maint-PC Software 25,509 648 675 Maint-Sanitary Sewers 73,887 105,000 130,000 Maint-Buildings 1,812 5,700 5,700 Services-Telephone 739 1,872 1,444 Service-Wireless PhoneAircards 7,275 8,280 8,278 Services-Central Garage 134,367 147,963 178,029 Services-Binding/Printing 5,927 6,925 6,925 Travel Expenses 8 450 450 Education Registration 3,737 11,415 14,576 253 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Wastewater Collection Memberships 224 210 0 Rent-Equipment 8,799 5,400 6,900 Postage/Freight 448 1,000 1,000 Landscape/Trees/Shrubs 31,086 0 0 Machines/Tools/Implements 71,818 0 0 Capital Asset Contra Expense (71,818) 0 0 Total Expenditures $847,987 $1,281,361 $1,315,043 254 RESOURCE RECOVERY MISSION The Resource Recovery Division is responsible for the treatment of the City's sewage in accordance with rules and regulations that are defined by the USEPA and the TCEQ. This Division operates and maintains the newly renamed Wichita Falls Resource Recovery Facility(formerly, River Road Wastewater Treatment Plant) with a total permitted capacity of 19.91 MGD, and the Northside Resource Recovery Facility (1.5 MGD total permitted capacity), as well as 51 Lift Stations within the Collections System. These facilities are recovering biosolids 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 r euse. • Routine operational testing performed daily at both plants. FY 2022 ACCOMPLISHMENTS • Treated 3,351,000,000 total gallons of sewage. • Returned 2,741,030,000 gallons to Lake Arrowhead for Drinking Water • Provided 6,809,792 gallons of reuse water to Vitro. CONTACT INFORMATION Harold Burris Resource Recovery Superintendent 940-766-2841 Harold.Burris@wichitafallstx.gov 255 RESOURCE RECOVERY GOALS & PERFORMANCE MEASURES FY2023 STRATEGIC STRATEGIC FY2022 FY2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Comply with 4.2 Federal and 4'0 Reinforce a State Sewage Efficiently culture of No exceedances of Maximum 100% 100% Treatment Deliver City superior Contaminate Levels Service Regulations customer service 2.6 Discharge Enhance focus Reuse Water 2'0 on long-term Provide Quality Yes Yes to Lake Infrastructure utility Reuse Water Discharged to Lake Arrowhead infrastructure Arrowhead needs 2.6 Enhance focus Provide Reuse 2.0 Provide Qualityon long term Yes Yes Water to utility Reuse Water Provided to Industry Infrastructure infrastructure Industry needs FY2023 HIGHLIGHTS • Supplies: increased $360,553 over the prior year due to the increased cost of chemicals. 256 RESOURCE RECOVERY 257 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Wastewater Treatment Salaries-Supervision 114,912 131,659 138,242 Salaries-Clerical 30,113 31,163 32,721 Salaries-Operational 1,261,618 1,527,297 1,630,708 Overtime 111,732 85,000 120,000 Certification Pay 26,203 25,320 26,820 Stability Pay 26,649 26,237 25,960 Cell Phone Allowance 1,401 1,260 1,440 FICA 114,233 126,105 136,576 TMRS Retirement 260,981 288,819 237,334 Life Insurance Contribution 1,882 2,098 1,798 Disability Insurance Contrib 1,420 1,593 1,365 Health Insurance Contributions 307,592 346,571 413,251 HSA Contributions-Employer 1,503 2,016 1,512 Supplies-Minor Tools and Equip 3,265 1,000 1,000 Supplies-Minor Office Tools/Eq 664 0 0 Supplies-Minor Furniture 0 650 1,492 Supplies-Office 4,012 4,625 4,700 Supplies-Medical/Drug 0 100 100 Supplies-Physician 15 0 0 Supplies-Janitorial 0 500 0 Supplies-Chemical 759,518 847,898 1,213,534 Supplies-Lab 59,382 83,500 113,500 Supplies-Mechanical 5,428 8,000 11,000 Supplies-Trees/Flowers/Shrubs 0 0 3,000 Supplies-Traffic Control 26 0 0 Supplies-Clothing and Uniforms 10,380 15,876 15,876 Supplies-Linen 0 2,000 2,000 Supplies-Educational 0 1,000 1,000 Supplies-Periodicals/Supplemts 0 650 650 Supplies-Personal Computers 832 0 0 Supplies-PC Software 527 0 0 Supplies-Other 14,535 50,900 9,400 Maint-Other Vehicles 245 0 0 Maint-Machine/Tools/Implements 46 1,000 1,000 258 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Wastewater Treatment Maint-Pumps/Motors 106,458 115,000 115,000 Maint-Office Furniture/Equip 0 100 100 Maint-Radios 0 500 500 Maint-Instruments 68,109 36,000 39,000 Maint-PC Hardware 260 1,500 1,500 Maint-Heating/Cooling Systems 274 5,000 5,000 Maint-Streets Facilities 108 0 0 Maint-River Road Facility 138,765 140,000 150,000 Maint-Northside Facility 5,788 15,000 16,000 Maint-Other Buildings 795 2,500 2,500 Maint-Fences 0 1,000 2,500 Services-Telephone 36,487 53,035 45,362 Service-Wireless PhoneAircards 393 720 720 Services-Electricity 535,702 607,119 600,000 Services-Gas 91,604 60,054 150,000 Services-Wtr/Sewer/Sanitation 240,733 283,432 244,043 Services-Central Garage 165,249 197,070 250,329 Services-Other Professional 36,208 35,073 45,653 Services-Advertising 1,565 0 4,000 Services-Binding/Printing 803 1,400 1,569 Services-Other Miscellaneous 40,157 73,600 73,600 Travel Expenses 89 2,700 2,700 Education Registration 15,515 19,327 18,254 Lease Payments 1,578 1,569 1,569 Memberships 910 1,318 1,668 Rent-Equipment 1,805 5,000 0 Postage/Freight 2,388 4,000 4,000 Pumps/Motors 11,585 0 0 Instruments/Apparatus 47,662 0 0 Capital Asset Contra Expense (59,247) 0 0 Total Expenditures $4,610,855 $5,274,854 $5,921,546 259 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Water/Sewer Special Items Terminal Pay 68,928 45,000 45,000 FICA 5,176 0 0 TMRS Retirement 11,408 0 13,455 TMRS Year-End Pension Adjust. (655,628) 0 0 Year-End OPEB Adjustment (31,586) 0 0 Life Insurance Contribution 32 0 0 Disability Insurance Contrib 24 0 0 Services-Electricity 1,334,461 0 0 Services-Bank 10,447 14,000 8,832 Services-Audit 3,410 0 0 Services-Other Professional 243,585 40,000 40,000 Services-Employee Physicals 0 1,000 1,000 Services-Advertising 714 0 0 Worker's Compensation 178,770 144,852 157,330 Unemployment Compensation 2,429 6,000 0 Insurance Expense 66,752 57,000 57,000 Claims and Settlements 14,271 1,000 1,000 General Liability Claims 6,523 64,000 64,000 Contract-Water Imp District#2 264,050 272,417 294,210 Contract-US Geo Survey 63,908 60,598 87,800 Contract-Other Agencies 259,021 351,600 351,600 Interest Expense 2,270 10,500 0 Lease Payments 6,172 1,021,100 1,021,100 Memberships 3,149 0 0 Rent-Office 26,401 26,401 26,500 Postage/Freight 20 0 0 Bad Debt Expense 145,657 45,000 45,000 Administrative Overhead 1,137,525 932,653 927,945 Data Processing Services 379,498 335,141 430,245 Construction-Engineering Fees 19,508 0 0 Other Improvements 4,789,477 0 0 Oper Transfer-General 1,771,811 1,861,429 1,827,817 Depreciation Expense 8,712,691 0 0 260 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Water/Sewer Special Items Capital Asset Contra Expense (4,808,985) 0 0 Total Expenditures $14,031,889 $5,289,691 $5,399,834 261 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Lake Ringgold Other Improvements 3,842 1,000,000 1,000,000 Capital Asset Contra Expense (3,842) 0 0 Total Expenditures $0 $1,000,000 $1,000,000 262 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Microfiltration Rev Osmosis Other Machinery and Equipment 0 560,000 600,000 Total Expenditures $0 $560,000 $600,000 263 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget W&S Capital Other Improvements 0 0 5,120,000 Sanitary Sewer Lines 0 0 40,000 Machines/Tools/Implements 0 0 54,700 Instruments/Apparatus 0 0 519,500 Total Expenditures $0 $0 $5,734,200 264 ��4[a 516 TEXAS Sanitation Fund 265 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 oversees the operation of the City's Transfer Station where waste is deposited into larger hauling units and transported to the City's landfill, and oversees the operations at the landfill, which maintains a viable compost facility. The FY 2023 budget proposes an increase in the City's fund balance policy from 15% to 20% of operating expenditures which is approximately $3.6 million to ensure adequate reserves for unexpected expenditures or disruptions in operations. The estimated unrestricted fund balance for FY 2023 is $5.4 million, which is reflective of reduced spending in previous years due to the COVID-19 Pandemic as well as savings from budgeted but unfilled positions. Sanitation Fund Fund Summary Projected Beginning Balance $ 8,080,000 Less:Restricted Balance 2,680,000 Available Balance $ 5,400,000 Revenues Sanitation Fees-Alley Res $ 6,900,000 Sanitation Fees Commercial 5,900,000 Landfill Fees 2,000,000 Other Service Charges 850,000 Other Financing Sources 1,929,287 All Other Revenue 247,000 Total Revenues 517,826,287 Expenditures Personnel Services S 5,038,961 Supplies 392,994 Maintenance&Repair 545,290 Utilities/Other Services 5,349,867 Insurance&Contract Supp. 74,049 Other Expenditures 444,931 Non Cap Improvements 6,000 Capital Improvements 5,005,123 Transfers Out 969,072 Total Expenditures $17,826,287 Ending Balance $ 5,400,000 266 SANITATION FUND Sanitation Fund 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Sanitation Fees-Alley Res $ 6,915,649 $ 6,895,000 $ 6,900,000 0.07% Sanitation Fees Commercial 5,963,561 5,900,000 5,900,000 0.00% Landfill Fees 2,386,701 1,700,000 2,000,000 17.65% Other Service Charges 885,287 605,000 850,000 40.50% All Other Operating Revenue 9,783 12,000 247,000 1958.33% Total Operating Revenues 16,160,980 15,112,000 15,897,000 5.19% Other Financing Sources - - 1,929,287 100.00% Total Revenues $ 16,160,980 $ 15,112,000 $ 17,826,287 17.96% Expenditures Personnel Services $ 4,293,213 $ 4,854,170 $ 5,038,961 3.81% Supplies 296,969 355,436 392,994 10.57% Maintenance&Repair 112,080 180,540 545,290 202.03% Utilities/Other Services 4,850,387 4,647,984 5,349,867 15.10% insurance&Contract Supp. 97,394 84,522 74,049 -12.39% Other Expenditures 488,787 445,504 444,931 -0.13% Non Cap Improvements - 6,000 6,000 0.00% Capital Improvements 2,503,845 2,827,843 5,005,123 76.99% Transfers Out 1,685,610 1,710,001 969,072 -43.33% Total Expenditures $ 14,328,285 $ 15,112,000 $ 17,826,287 17.96% Revenues by Source Expenditures by Use Sanitation Fees-Alley Res 35% 26% Personnel Services Sanitation Fees Commercial 30% 27% Utilities/Other Services Landfill Fees . 10% 26% Capital Improvements Other Financing Sources . 10% 5% ' Transfers Out All Other ■ 14% 12% ■ All Other 267 SANITATION FUND REVENUES The 2023 proposed budget does not include a rate increase for Sanitation. Revenue for the Sanitation fund will include use of$1.9 million from fund balance to fund needed capital improvements. Historical Rate Discussion: The FY 2021 budget included a 6%rate increase to allow recurring replacement of capital equipment.The adopted FY 2022 budget maintained rates at the previous level. The proposed FY 2023 budget also maintains current rates. EXPENDITURES Personnel Services: Personnel Services account for over a quarter of all expenditures in the Sanitation Fund.This proposed budget increases Personnel Services by $184,791 or 3.81% primarily due to a 5% overall increase for COLA and Merit/Step for staff to help maintain market competitive compensation. Supplies: Supplies in the Sanitation Fund total $392,994, an increase of 10.57%from the prior year.This increase is reflective of cost increases in the economy. Maintenance & Repair: These costs are $364,750 or 202.03% higher than the FY 2022 budget due to costs for building maintenance and repairs to the transfer station budgeted in FY 2023. Utilities/Other Services:The cost of utilities is projected to increase in FY 2023 by$701,883 or 15.10%mostly due to increased fuel and utility cost. Capital Improvements:This category reflects transfers in from other City funds, such as the franchise fees for the Water&Sewer Fund and Sanitation Fund.There is a decrease from the previous year of$774,541 or 19.94%. Each year the Sanitation Fund transfers approximately$800,000 into the General Fund.The transfer is used to expand the street maintenance program due to the wear and tear that sanitation trucks put on City streets. Due to the capital needs in the Sanitation fund in FY 2023,the transfer has been suspended and will resume in FY 2024. Transfers Out:This account is for operating transfers to other City funds.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. In the current year, the transfer for street maintenance is excluded to decrease funds needed for capital which explains the 43.33% reduction in this category. Each year the Sanitation Fund transfers approximately $800,000 into the General Fund.The transfer is used to expand the street maintenance program due to the wear and tear that sanitation trucks put on City streets. Due to the capital needs in the Sanitation fund in FY 2023, the transfer has been suspended and will resume in FY 2024. 268 SANITATION FUND PERSONNEL BY JOB TITLE Sanitation FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Clerk 1.00 1.00 1.00 - Deputy Dirof Public Works 0.50 0.50 0.50 Director of Public Works 0.10 0.10 0.10 - Laborer 2.86 2.86 2.86 - Sanitation Equip Operator I 12.00 12.00 11.00 (1.00) Sanitation Equip Operator II 19.00 19.00 20.00 1.00 Sanitation Equip Operator III 8.00 8.00 8.00 - Sanitation Superintendent 1.00 1.00 1.00 - Sanitation Supervisor 3.00 3.00 3.00 - Sanitation Worker 4.00 4.00 4.00 - SeniorAdmin Clerk 1.00 1.00 1.00 - Welder 1.00 1.00 1.00 - Total 53.46 53.46 53.46 - Transfer Station Laborer 2.00 2.00 2.00 - Sanitation Equip Operator I 2.00 2.00 2.00 - Sanitation Equip Operator II 5.00 5.00 5.00 - Sanitation Equip Operator III 2.00 2.00 2.00 - Sanitation Supervisor 1.00 1.00 1.00 - Scale Attendant 2.00 2.00 2.00 Total 14.00 14.00 14.00 - Landfill Administrative Clerk 1.00 1.00 1.00 - Assistant LF Supervisor 1.00 1.00 1.00 - Environmental Coordinator* 1.00 1.00 Laborer 2.00 2.00 2.00 - Landfill Equip Operator I 2.00 2.00 2.00 - Landfill Equip Operator III 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 19.00 19.00 20.00 1.00 *Above current expenditure included in proposed FY2023 budget. Total-Sanitation Fund 86.46 86.46 87.46 1.00 269 Sanitation Division MISSION To ensure the delivery of 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 • Provide bulk waste pickup and 10-yard roll-off containers for residential and commercial customers • 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 FY2022 ACCOMPLISHMENTS • Collected 34,027 tons of solid waste through curbside pickup. • Collected 17,735 tons from alley containers. • Collected 31,504 tons from commercial businesses. • Delivered 95,375 tons of solid waste to the Landfill from the Transfer Station. • Deposited 164,864 tons in the Landfill this year. • Composted 22,783 tons of brush and wastewater sludge in the same period. • Recycled 396 tons of newsprint, glass and scrap metal. CONTACT INFORMATION Armando Mangual Sanitation Superintendent 940-761-7977 Armando.Mangual@wichitafallstx.gov 270 Sanitation Division GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PERFORMANCE FY 2022 FY 2023 DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY 4.2 Reinforce a Less than 0.001% Reduce Missed 3.0 Efficiently culture of (Equivalent Residential Curbside Deliver City superior Less than 0.001% Less than 0.001% Collection Complaints Services customer missed stops= services. 2,098 per year) Ensure zero TCEQ 3.0 Efficiently 4.4 Practice findings Deliver City effective Zero Findings Zero Findings Zero Findings Services governance Increase waste 10% Diversion of waste from the diversion through 3.0 Efficiently 4.5 Promote Landfill 14% Diversion 10% Diversion voluntary Deliver City and encourage 20%participation Rate Rate participation in the Choose to Curb It and Services innovation of Residents in 25% Participation 25% Participation Choose to Drop It the Choose to Curb It Programs Implement optimized routes and 3.0 Efficiently 4.5 Promote Route Route Optimization by Optimization by RouteWare on-board Deliver City and encourage Complete routing for Residential Services innovation August 2022 for August 2022 for Curbside routes curbside service curbside service FY2023 HIGHLIGHTS Sanitation • Supplies: increased $36,487 over the prior year due to increased demand for new dumpsters and containers. • Transfers Out: decreased by $740,929 from the prior year as the annual $800,000 transfer to general fund for street maintenance was paused for 2023. • Utilities/Other Services: increased $594,480 over the prior year due to the increased cost for fleet services. 271 Sanitation Division Transfer Station • Maintenance & Repair: increased $361,500 over the prior year as the FY23 budget includes pair of tipping floor,walls, exhaust fans, and interior sewer drain. • Utilities/Other Services: increased $64,165 or 14% over prior year due to increased cost for fleet services. • Capital improvements: increased $33,649 over the prior year due to increased capital expenditures for vehicles including a front-end loader and mowing tractor. Landfill • Capital Improvements: increased $1,363,202 over the prior year due to capital expenditures for a compactor and a new scale at the landfill entrance. Sanitation Special Items • Capital Improvements: increased $594,008 over the prior year due to capital expenditures for a landfill gas collection system. 272 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Sanitation Services-Bank 39,198 4,400 24,811 Services-Audit 1,530 1,414 1,414 Services-Other Professional 6,926 141,128 142,300 Services-Employee Physicals 35,446 25,000 31,206 Services-Advertising 975 1,000 1,000 Services-Binding/Printing 2,088 3,100 4,100 Services-Other Miscellaneous 219,005 330,000 330,000 Worker's Compensation 12,519 21,622 11,149 Unemployment Compensation 3,631 500 500 Insurance Expense 5,131 3,400 3,400 Claims and Settlements 28,363 4,000 4,000 General Liability Claims 47,749 55,000 55,000 In City Mileage Reimbursement 603 600 600 Travel Expenses 0 2,250 2,250 Education Registration 3,153 1,950 1,950 Lease Payments 2,098 2,100 2,100 Memberships 559 500 500 Rent-Office 13,004 13,004 13,004 Postage/Freight 1,851 3,000 3,000 Administrative Overhead 235,819 226,603 217,380 Data Processing Services 42,091 60,021 68,621 Alleys 441,686 300,000 300,000 Motor Vehicles 1,548,204 1,600,702 1,780,523 Machines/Tools/Implements 8,000 0 6,600 Oper Transfer-General 1,685,610 1,710,001 969,072 Oper Transfer FA 630,625 0 0 Depreciation Expense 309,427 0 0 Capital Asset Contra Expense (1,997,890) 0 0 Total Expenditures $7,909,263 $10,059,465 $10,210,531 273 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Transfer Station Salaries-Operational 465,706 514,462 546,118 Overtime 35,218 30,000 30,000 Stability Pay 10,094 10,368 10,231 FICA 36,657 37,473 38,045 TMRS Retirement 84,044 86,970 86,857 Life Insurance Contribution 616 648 675 Disability Insurance Contrib 465 492 514 Health Insurance Contributions 111,647 113,114 130,383 HSA Contributions-Employer 1,030 1,008 1,008 Supplies-Minor Tools and Equip 7,531 12,970 12,350 Supplies-Minor Furniture 873 0 2,687 Supplies-Office 496 750 750 Supplies-Chemical 904 1,200 1,200 Supplies-Botanical/Agriculture 701 1,400 1,400 Supplies-Other 2,120 2,880 2,930 Maint-Machine/Tools/Implements 2,464 1,250 1,250 Maint-Instruments 12,876 6,000 6,000 Maint-Systems Software 1,000 1,000 1,000 Maint-Heating/Cooling Systems 0 1,500 1,500 Maint-Other Equipment 273 1,000 1,000 Maint-Walks/Drives/Parking Lot 24,893 50,000 15,000 Maint-Buildings 12,874 9,000 405,500 Services-Telephone 3,530 2,956 3,401 Services-Electricity 9,643 10,289 10,530 Services-Wtr/Sewer/Sanitation 658 1,042 761 Services-Central Garage 380,150 431,048 494,808 Services-Tire Disposal 0 500 500 Services-Binding/Printing 22 500 500 Services-Other Miscellaneous 3,164 2,000 2,000 Travel Expenses 0 500 550 Education Registration 0 1,000 1,000 Postage/Freight 230 200 200 Motor Vehicles 0 267,351 0 Other Machinery and Equipment 243,875 0 301,000 274 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Transfer Station Oper Transfer FA 243,875 0 0 Capital Asset Contra Expense (243,875) 0 0 Total Expenditures $1,453,757 $1,600,871 $2,111,647 275 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Landfill Salaries-Clerical 55,531 61,321 65,190 Salaries-Operational 501,619 622,511 644,472 Overtime 33,087 40,000 40,000 Stability Pay 11,441 10,781 10,506 FICA 43,909 50,710 50,405 TMRS Retirement 99,088 115,107 112,575 Life Insurance Contribution 737 818 882 Disability Insurance Contrib 545 621 670 Health Insurance Contributions 170,111 115,383 145,298 HSA Contributions-Employer 1,443 1,683 1,179 Supplies-Motor Vehicle 1,813 4,000 4,000 Supplies-Minor Tools and Equip 3,119 4,500 5,000 Supplies-Minor Office Tools/Eq 759 0 0 Supplies-Minor Furniture 0 1,146 0 Supplies-Office 1,724 2,000 2,000 Supplies-Chemical 14,133 54,000 54,000 Supplies-Fencing 0 3,000 3,000 Supplies-Clothing and Uniforms 2,007 5,000 5,000 Supplies-Heating Fuel 10,601 10,000 10,000 Supplies-Other 10,706 11,550 11,150 Maint-Other Vehicles 0 22,950 22,950 Maint-Radios 200 200 1,000 Maint-Instruments 4,630 6,000 6,000 Maint-Systems Software 1,114 1,600 1,600 Maint-Heating/Cooling Systems 936 2,000 2,000 Maint-Other Equipment 3,691 6,500 6,500 Maint-Walks/Drives/Parking Lot 7,362 18,000 18,000 Maint-Other Improvements 3,028 15,000 15,000 Maint-Buildings 3,450 3,500 3,500 Services-Telephone 3,048 5,003 3,631 Service-Wireless PhoneAircards 1,686 1,800 1,800 Services-Electricity 6,488 6,661 6,634 Services-Wtr/Sewer/Sanitation 1,284 1,820 1,248 Services-Central Garage 1,801,390 1,354,563 1,399,772 276 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Landfill Services-Tire Disposal 0 1,000 1,000 Services-Consulting 44,239 84,000 84,000 Services-Other Professional 1,200 0 0 Services-Binding/Printing 1,956 3,500 3,500 Services-Other Miscellaneous 210,658 3,870 3,870 Travel Expenses 0 1,500 1,500 Education Registration 640 4,000 4,000 Postage/Freight 762 800 800 Administration Fees 131,276 127,476 127,476 Landscape/Trees/Shrubs 0 6,000 6,000 Construction-Engineering Fees 0 140,000 0 Other Improvements 0 0 1,000,000 Motor Vehicles 0 28,000 0 Other Machinery and Equipment 262,080 285,798 817,000 Oper Transfer FA 1,251,189 0 0 Capital Asset Contra Expense (262,080) 0 0 Total Expenditures $4,442,600 $3,245,672 $4,704,109 277 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Sanitation Special Items Bad Debt Expense 56,703 0 0 Other Improvements 0 205,992 800,000 Total Expenditures $56,703 $205,992 $800,000 278 ��4[a 516 TEXAS Special Revenue Funds 279 GRANTS/SPECIAL REVENUE FUNDS GRANTS/SPECIAL REVENUE FUNDS 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. The Fund financial statements may be found in the City's Annual Comprehensive Financial Report, and the fund is audited annually. Allocations in this fund are appropriated throughout the year by action of the City Council. Revenues Fund Grants Other Revenue Expenditures Community Development Community Development Block Grant(CDBG) $ 1,294,544 $ - $ 1,294,544 Home Investment Partnership (HOME) 480,491 - 480,491 Housing Choice Voucher Program 4,147,571 130,000 4,277,571 Transportation Planning Grant 369,863 369,863 Health Department Community&Rural Health 155,037 - 155,037 Community Clinical Linkage 147,141 - 147,141 HIV 143,509 - 143,509 Infectious Disease 86,256 - 86,256 Tuberculosis 111,480 - 111,480 Immunization 251,845 132,926 384,771 Women, Infants, &Children(WIC) 919,263 - 919,263 Emergency Management 133,206 - 133,206 Total Grants/Special Revenue Funds $ 8,240,206 $ 262,92.6 $ 8,503,132 280 GRANTS/SPECIAL REVENUE FUNDS COMMUNITY DEVELOPMENT The Community Development Block Grant(CDBG) supports community development activities to build stronger and more resilient communities and is a program funded through the United States Department of Housing and Urban Development (HUD). Community Development Block Grant(CDBG) 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Service Charges $ 15,978 $ $ - 0.00% Intergovernmental Revenue 1,246,291 1,544,016 1,294,544 -16.16% Misc. Revenues 9,242 - 0.00% Total Revenues $ 1,271,510 $ 1,544,016 $ 1,294,544 -16.16% Expenditures Personnel Services $ 176,907 $ 233,145 $ 272,851 17.03% Supplies 2,451 4,458 4,695 5.31% Maintenance&Repair 42 61,177 65,043 6.32% Utilities/Other Services 706,786 905,647 847,545 -6.42% Other Expenditures 58,833 104,289 104,410 0.12% Non Cap Improvements 32,237 235,300 - -100.00% Capital Improvements 172,710 - - 0.00% Total Expenditures $ 1,149,966 $ 1,544,016 $ 1,294,544 -16.16% The Home Investment Partnership Program (HOME) provides formula grants that communities use to benefit low-to-moderate income neighborhoods, persons, households, and non-profit agencies in the community and is also funded through HUD. Home Investment Partnership Program (HOME) 2020-21 2021-22 2022-2 3 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. $ 440,263 $ 434,184 $ 480,491 10.67% Total Revenues $ 440,263 $ 434,184 $ 480,491 10.67% Expenditures Personnel Services $ 14,055 $ 14,572 $ 16,190 11.11% Utilities/Other Services 75,768 419,612 464,301 10.65% Total Expenditures $ 89,823 $ 434,184 $ 480,491 10.67% 281 GRANTS/SPECIAL REVENUE FUNDS The Housing Choice Voucher Program (formerly Section 8) is the federal government's major program for assisting very low-income families,the elderly, and the disabled to afford decent,safe,and sanitary housing in the private market. Since housing assistance is provided on behalf of the family or individual, participants are able to find their own housing.The City receives federal funds from HUD to administer the voucher program. The budget includes $130,000 in interest earned as interest rates are projected to rise substantially. Housing Choice Voucher Program 2020-21. 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 3,931,099 3,268,302 4,147,571 26.90% Misc. Revenues 4,502 5,000 130,000 2500.00% Total Revenues $ 3,935,601 $ 3,273,302 $ 4,277,571 30.68% Expenditures Personnel Services $ 418,107 $ 474,170 $ 523,729 10.45% Supplies 19,389 17,314 32,673 88.71% Maintenance&Repair 85 88 88 0.00% Utilities/Other Services 8,307 11,375 15,176 33.42% Other Expenditures 3,416,153 2,770,355 3,705,905 33.77% Total Expenditures $ 3,862,041 $ 3,273,302 $ 4,277,571 30.68% 282 GRANTS/SPECIAL REVENUE FUNDS TRANSPORTATION The Transportation Planning Grant is funded by the United States Department of Transportation and supports the activities of the Wichita Falls Metropolitan Planning Organization (MPO) which is a federally mandated transportation policy-making organization made up of representatives from the local area.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. Transportation Planning Grant 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 253,740 347,876 369,863 6.32% Total Revenues $ 253,740 $ 347,876 $ 369,863 6.32% Expenditures Personnel Services $ 169,873 $ 202,265 $ 214,823 6.21% Supplies 10,861 7,130 11,374 59.52% Maintenance&Repair 3,803 9,560 7,700 -19.46% Utilities/Other Services 44,020 114,118 119,101 4.37% Other Expenditures 2,261 11,803 13,365 13.23% Capital Improvements - 3,000 3,500 16.67% Total Expenditures $ 230,817 $ 347,876 $ 369,863 6.32% 283 GRANTS/SPECIAL REVENUE FUNDS HEALTH DEPARTMENT The Community & Rural Health Grant, also referred to as the Health Promotion Program, is funded by the U.S. Department of Health & Human Services and seeks to provide education to the community on the prevention of certain diseases. Community&Rural Health Grant 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 102,555 145,159 155,037 6.80% Total Revenues $ 102,555 $ 145,159 $ 155,037 6.80% Expenditures Personnel Services $ 87,767 $ 133,123 $ 138,316 3.90% Supplies 1,2.80 $ 3,854 4,154 7.78% Maintenance&Repair - 43 43 0.00% Utilities/Other Services 12,816 7,464 10,834 45.15% Other Expenditures 692 675 1,690 150.37% Total Expenditures $ 102,555 $ 145,159 $ 155,037 6.80% The Community Clinical Linkage Grant, is funded by the Texas Department of State Health Services that provides the Community and Clinical Health Bridge Program, which focuses on connecting community members to healthcare resources. Community Clinical Linkage Grant 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Community Clinical Linkage Grant Revenues Intergovernmental Rev. 135,167 142,500 147,141 3.26% Total Revenues $ 135,167 $ 142,500 $ 147,141 3.26% Expenditures Personnel Services $ 94,379 $ 105,503 $ 104,636 -0.82% Supplies 14,223 5,518 8,143 47.57% Maintenance&Repair 85 86 86 0.00% Utilities/Other Services 23,008 20,562 22,854 11.15% Other Expenditures 3,472 10,831 11,422 5.46% Total Expenditures $ 135,167 $ 142,500 $ 147,141 3.26% 284 GRANTS/SPECIAL REVENUE FUNDS The HIV Grant provides funds from the U.S. Department of Health & Human Services to assist the Health Department in the treatment, tracking, and prevention of HIV in the community. HIV Grant 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 99,365 139,317 143,509 3.01% Total Revenues $ 99,365 $ 139,317 $ 143,509 3.01% Expenditures Personnel Services $ 78,474 $ 112,387 $ 121,647 8.24% Supplies 4,277 4,202 3,802 -9.52% Maintenance&Repair - 86 86 0.00% Utilities/Other Services 9,624 8,674 7,328 -15.52% Other Expenditures 6,990 13,968 10,646 -23.78% Total Expenditures $ 99,365 $ 139,317 $ 143,509 3.01% The Infectious Disease Grant funded by the Texas Department of State Health Services allows for the surveillance and epidemiology of infectious disease. Infectious Disease 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 74,093 83,468 86,256 3.34% Total Revenues $ 74,093 $ 83,468 $ 86,256 3.34% Expenditures Personnel Services $ 71,325 $ 73,610 $ 63,280 -14.03% Supplies 1,173 5,573 7,073 26.92% Utilities/Other Services 1,083 2,124 2,842 33.80% Other Expenditures 512 2,161 13,061 504.40% Total Expenditures $ 74,093 $ 83,468 $ 86,256 3.34% 285 GRANTS/SPECIAL REVENUE FUNDS The Tuberculosis Grant provides funding from the U.S. Department of Health & Human Services for the Health Department's treatment and tracking of tuberculosis in the community. Tuberculosis Program 2020-21 2021-22 2022-23 Actual. Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 73,574 57,665 70,159 21.67% Misc. Revenues 248 500 - -100.00% Transfer In 41,231 56,482 41,321 -26.84% Total Revenues $ 115,054 $ 114,647 $ 111,480 -2.76% Expenditures Personnel Services $ 103,046 $ 108,165 $ 105,395 -2.56% Supplies 1,859 2,555 2,555 0.00% Maintenance&Repair 182 253 253 0.00% Utilities/Other Services 4,257 2,282 1,756 -23.05% Other Expenditures 5,709 1,392 1,521 0.00% Total Expenditures $ 115,054 $ 114,647 5 111,480 -2.76% The Immunization Grant provides funds from the Texas Department of State Health Services for immunizations and education related to communicable diseases. Immunization Grant 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 187,459 168,789 251,845 49.21% Misc. Revenues 17,923 39,000 - -100.00% Transfer In 5,332 62,124 132,926 113.97% Total Revenues $ 210,714 $ 269,913 $ 384,771 42.55% Expenditures Personnel Services $ 190,848 $ 250,977 $ 364,926 45.40% Supplies 13,061 7,601 8,174 7.54% Maintenance&Repair 70 43 43 0.00% Utilities/Other Services 5,273 8,870 10,167 14.62% Other Expenditures 1,463 2,422 1,461 -39.68% Total Expenditures $ 210,714 $ 269,913 $ 384,771 42.55% 286 GRANTS/SPECIAL REVENUE FUNDS The Women, Infants,and Children(WIC)grant,funded by the U.S. Department of Agriculture, 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 healthy kids. Women,Infants,&Children (WIC)Grant 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 1,061,559 351,1.17 919,263 8.01% Total Revenues $ 1,061,559 $ 851,117 $ 919,263 8.01% Expenditures. Personnel Services $ 581,552 $ 694,407 $ 756,622 8.96% Supplies 100,131 55,495 89,349 61.00% Maintenance&Repair 200 300 300 0.00% Utilities/Other Services 332,450 67,665 28,821 -57.41% Other Expenditures 47,226 33,250 44,171 32.85% Total Expenditures $ 1,061,559 $ 851,117 $ 919,263 8.01% 287 GRANTS/SPECIAL REVENUE FUNDS EMERGENCY MANAGEMENT The Emergency Management 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 supplemented the work completed by the Emergency Management group and has been discontinued by TDEM and the grant funding removed from the FY 2023 proposed budget. These costs are now covered by a transfer out from the General Fund. Emergency Management Assistance 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Intergovernmental Rev. 32,606 35,800 - -100.00% Transfer In 69,667 83,570 133,206 59.40% Total Revenues $ 102,274 $ 119,370 $ 133,206 11.59% Expenditures Personnel Services $ 88,024 $ 88,626 $ 97,141 9.61% Supplies 3,174 5,000 4,500 -10.00% Maintenance&Repair 4,459 14,500 18,000 24.14% Utilities/Other Services 4,314 6,758 9,065 34.14% Other Expenditures 2,303 4,486 4,500 0.31% Total Expenditures $ 102,274 $ 119370 $ 133,206 11.59% 288 GRANTS/SPECIAL REVENUE FUNDS PERSONNEL BY JOB TITLE CDBG Grant Management FY 2020-21 FY2021-22 FY2022-23 Assistant City Manager - 0.13 0.13 - Code Enforcement and Housing Admir 0.10 0,10 - (0.10) Director of Development Services 0.10 0.10 0.10 - HOME/CDBG Program Manager 1.00 1.00 1.00 Housing Rehab Inspector 0.30 0.30 0.30 Housing Specialist II 0.50 0.50 1.00 0.50 Total 2.00 2.13 2.53 0.40 *increase in personnel offset by decrease in CDBG Code Enforcement and Demolition CDBG Code Enforcement FY 202.0-21 FY2021-22 FY2022-23 Change PY Code Enforcement Officer - - 0.08 0.08 Code Enforcement Officer I 0.50 0.50 - (0.50) Code Enforcement Officer II 0.05 0.05 - (0.05) Code Enforcement Supervisor - - 0.05 0.05 Director of Development Services 0.05 0.05 0.05 - Neighborhood Services Manager - - 0.05 0.05 Senior Adrnin Clerk 0.05 0.05 0.05 - Total 0.65 0.65 0.28 (0.37) *Decrease in personnel offset by increase in CDBG Grant Management CDBG Demolition FY 2020-21 FY2021-22 FY2022-23 Change PY Code Enforcement Officer I 0,80 0.80 0.75 (0.05) Code Enforcement Officer II 0.05 0.05 - (0.05) Code Enforcement Supervisor - - 0.03 0.03 Director of Development Services 0.05 0.05 0.05 - Neighborhood Services Manager 0.05 0.05 - (0.05) Senior Admin Clerk 0.10 0.10 0.10 - Total 1.05 1.05 0.93 (0.12) *Decrease in personnel offset by increase in CDBG Grant Management - CDBG Delivery Costs FY 2020-21 FY2021-22 FY2022-23 Change PY Housing/Rehab Inspector 0.50 0.50 0.50 - Total 0.50 0.50 0.50 - 289 GRANTS/SPECIAL REVENUE FUNDS Housing Choice Voucher FY 2020-21 FY2021-22 FY2022-23 Change PY Director of Development Services 0.10 0.10 0.10 - Housing Admin Specialist 1.00 1.00 1.00 - Housing Generalist 1.00 1.00 - (1.00) Housing Inspector 1.00 1.00 1.00 - Housing Specialist I 3.00 3.00 3.00 - Housing Specialist II 1.00 1.00 1.00 - Housing Supervisor - - 1.00 1.00 Neighborhood Services Manager 0.45 0.45 0.75 0.30 Total 7.55 7.55 7.85 0.30 'Neighborhood Services Manager reallocated from CDBG fund HOME Administration FY 2020-21 FY2021-22 FY2022-23 I MEM Housing Specialist II 0.50 0.50 - (0.50) Housing/Rehab Inspector 0.20 0.20 0.20 - Total 0.70 0.70 0.20 (0.50) Tranportation Planning Grant FY 2020-21 FY2021-22 FY2022-23 : ` Transportation Planner 2.00 2.00 2.00 Total 2.00 2.00 2.00 - Community Rural Health FY 2020-21 FY2021-22 FY2022-23 Change PY Accreditation Specialist 1.00 1.00 1.00 - Health Educator 0.30 0.30 0.30 - PH NURSE- RESOURCE - - 0.20 0.20 Public Health Nurse 0.50 0.50 - (0.50) Public Health Specialist 0.70 0.70 0.70 - Total 2.50 2.50 2.20 (0.30) *personnel funding reallocation to the General Fund 290 GRANTS/SPECIAL REVENUE FUNDS Community Clinical Linkage Grant FY 2020-21 FY2021-22 FY2022-23 Change PY Health Educator 0.70 0.70 0.70 - Program Coordinator 1.00 1.00 1.00 Total 1.70 1.70 1.70 - HIV Prevention FY 2020-21' FY2021-22 FY2022-23 Change PY Public Health Technician - - 1.00 1.00 Certified Medical Assistant - - 1.00 1.00 Total - - 2.00 2.00 *Funding reallocated from decreases in other federal health grants TX Healthy Communities FY 2020-21 FY2021-22 FY2022-23 Change PY Health Educator 0.30 0.30 (0.30) Program Coordinator 0.30 0.30 (0.30) Total 0.60 0.60 - (0.60) *Did not receive funding this year,positions reallocated in various funds Infectious Disease Grant FY 2020-21 FY2021-22 FY2022-23 Change PY Epidemiologst 1.00 1.00 0.70 (0.30) Total 1.00 1.00 0.70 (0.30) Tuberculosis Grant FY 2020-21 FY2021-22 FY2022-23 Change PY 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 0.70 (0,10) Lead Public Health Nurse 0.10 0.10 0.10 Total 1.80 1.80 0.90 (0.90) 'Funding for Certified Medical Assistant reallocated to immunization Grant Immunization Grant FY 2020-21 FY2021-22 FY2022-23 Change PY Certified Medical Assistant - - 0.90 0.90 Community Service Aide 0.50 0.50 - (0.50) Health Clinic Aide 0.40 0.40 - (0.40) Health Educator - - 1.00 Immunization Outreach 2.00 2.00 2.00 - Lead Public Health Nurse 0.20 0.20 1.00 0.80 Licensed Vocational Nurse 0.60 0.60 - (0.60) Public Health Nurse 1.00 1.00 0.60 (0.40) Total 4.70 4.70 5.50 0.80 'Increase in Certified Medical Assistant offset by decrease in Tuberculosis Grant 291 GRANTS/SPECIAL REVENUE FUNDS Cancer Control and Prevention FY 2020-21 FY2021-22 FY2022-23 Health Educator 0.70 0.70 - (0.70) Program Coordinator 0.70 0.70 - (0.70) Total 1.40 1.40 - (1.40) *Did not receive funding in the current fiscal year Women, Infants,&Children FY 2020-21' FY2021-22 FY2022-23 Change PY Client Services Coordinator 1.00 1.00 1.00 - Public Health Dietician 1.00 1.00 1.00 - Public Health Nutritionist 1.00 1.00 1.00 Public Health Specialist 2.00 2.00 2.00 - WIC Breastfeeding Specialist 1.50 1.50 2.00 0.50 WIC Outreach Specialist 0.50 0.50 (0.50) WIC Peer Coordinator 0.50 0.50 (0.50) WIC Program Administrator 1.00 1.00 1.00 - WIC Specialist 2.00 2.00 3.00 1.00 WIC Specialist Supervisor 1.00 1.00 1.00 - Total 11.50 11.50 12.00 0.50 Emergency Mgmt.Asst.Grant FY 2020-21 FY2021-22 FY2022-23 �. Emergency Preparedness Coordinator 1.00 1.00 1.00 - Total 1.00 1.00 1.00 - Total-Special Revenue Funds 40.65 40.78 38.29 (2.49) 292 ��4[a 516 T E X AS Debt Service Fund 293 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. When allowable under federal tax law, state law, and in compliance with City policy, bonds may be refunded to achieve debt service savings on outstanding bonds. 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 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. OUTSTANDING GENERAL DEBT SERVICE BY ISSUANCE 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 from 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 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. 294 DEBT SERVICE FUND 2021 GO Refunding Series:This issuance refunded the 2011 Series CO Bonds that were issued to complete the Rhea/Callfield/Lawrence Road project in July of 2011. 2021 GO Refunding Taxable Series: This issuance refunded the 2010 CO Series and the 2013 CO Series Airport bonds. The 2010 CO Series was issues to purchase Castaway Cove Water Park in January of 2010 which was funded by contributions from the 4B Sales Tax Corporation. The 2013 CO Series Airport bonds were issued in 2013 for phase two and phase three of the Regional Airport Terminal Project. LEGAL DEBT MARGIN INFORMATION There is no debt limit established by state 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. General Bonded Debt Outstanding by Fiscal Year 70,000,000 60,000,000 50,000,000 I I . I 4000000030,000,000 20,000,000 10,000,000 I I tidy' 1, ',,�� '1, 1, 1 ',O'' '1, 1, 1, •General Obligation Bonds •Combination Tax and Revenue Bonds ■Venue Tax Source:City of Wichita Falls Annual Comprehensive Financial Report for the year ended 9/30/2021 295 DEBT SERVICE FUND Debt Service Fund Summary FY2022-23 Projected Beginning Balance $ 1,486,350 Less Restricted Balance - Available Balance $ 1,486,350 Revenues Taxes $ 2,166,095 Contributions 1,878,225 Transfer In 1,653,517 Total Revenues $ 5,697,837 Expenditures Debt Expenditures 2013 CO Series $ 1,360,744 2015 GO Refunding Series A 1,159,638 2015 GO Refunding Series B 323,230 2018 GO Series A 1,211,950 2018 GO Refunding Series B 733,700 2020 GO Series-Venue Tax 153,400 2021 GO Series 201,000 2021 GO Taxable Series 544,175 Paying Agent Fees 10,000 Total Expenditures $ 5,697,837 Ending Balance $ 1,486,350 296 DEBT SERVICE FUND City of Wichita Falls,Texas Debt by Issuance:Current as of 09/30/2021 Financial Audit Range of Final Annual Bonds Interest Maturity Serial Bonds Outstsnddir,g fEates Date PavmeriM Authorized At'1f30/21 General Obligation Bonds: General Obligation Refunding 2.0094- 9101/25 5200,OOO to 5 9,6S0,O0O S 5,12S.000 Bonds,Series 2015A 5.00% $1,105,O0O General Obligation Refunding 0.73%- 9,01/28 511.0,000 to 2,8,5,000 1,470,000 Bonds, Series 2015E 3.18% S310,000 General Obligation Bonds, 2.00%- 9/O1/38 $550,000 to 16,34i 5,000 14,625,000 Series 2018A S.00% $1,i55,000 General Obligation Refunding 2.00%- 10/01/22 S,8.0,0OOto 6,170,000 S.045,000 Bondfs,'S.eries 20188 4.00% S725,000 Total General Obligation Bonds 26,275,O00 Combination Tax and 13evenue Bonds: Combination Tax and Revenue 5.50 6 2/01f25 $165,000 to 3,930,000 1,385,000 Certificates of Obligation, Series 2010 5375,000 Combination Tax and Revenue 2.00%- 9/01/31 5135,000 to 3,200,O0O 1,,68a,000 Ce Militates of Obligation, Series 2011 4.00% S220,000 Combination Tax and Revenue 2.00',6- 9/Oi/33 5530,000 to 19,87S,010O 12.395,000 Certificates of Obligation, Series 2013 3.3754 $i,3i5,0O0 Combination Tax and Revenue 2-00%- 9/01f33 5505_000 to 13,000,000 8.750,000 Certificates of Obligation,Series 4.625% 59O5,0O0 2013A Combination Tax and Revenue OLD- 3/04 45 5890000 to 33,545.00O 27,810,000 Certificates of Obligation,Series 2015 2-12% $1,425,000 Total Combination Tax and Revenue Bonds 53,255,O00 Revenue Bonds: Water&Sewer System Revenue 2.00%- 8/01/.27 $2,635,000 to 74,0005,O00 46,670,000 Refunding Bonds,Series 20116 5.00% S9,705,000 venue Tax Revenue Bonds, 4.00% 9/01/{50 545,000 to 2,680,000 2435,000 Series 2020 5150000 Total Revenue Bonds 49,50.b,040 Total All Bonds $1.28,S3.3,000 297 DEBT SERVICE FUND CITY OF WICHITA FALLS Debt Service Schedule by Payment Funding Source FY 2022-23 GENERAL OBLIGATION BONDS 4A Sales Tax Corporation 140,000 4B Sales Tax Corporation 1,738,225 Stormwater 405,873 Airport Operations 670,679 FFA Entitlement 270,065 West Texas Utility 153,500 Property Tax 2,166,095 Hotel Venue Tax 153,400 GENERAL OBLIGATION BONDS $5,697,837 WATER/SEWER BONDS WATER/SEWER BONDS 12,717,289 TOTAL $18,415,126 298 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. 299 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. DEBT SERVICE COVERAGE-REVENUE BONDS SEPTEMBER 30,2021 Water and Sewer Revenue&ands: Change in net position[Exhibit A-8) $ 111087,805 Add: Depreciation and amortization $ 8,712,691 Interest expense and paying agent fees 2747,739 Transfers nut 2,30.811 13,764,241 Subtract: West T s Utilities water revenues 5130,00C1 Gain{toss}on sale/abandonment of-capital assets Capital contributions from developers 874.423 Transfers in 93,313 [1„467,736J Net earnings for determining debt service coverage S 22,334,31C Priority Subordinate Lien Bonds Lien Bands Net earnings fur determining,debt service coverage S 22,384310 Principal and interest requirements to maturity $ 58,61.1,90D $ Number of years remaining to pay bnndt 6 N/A Average annual principal and interest requirement 9,768,659 NIA Minimum bond covenant debt service coverage 1.25 1.10 Minimum dead service(overage requirerrient $ 12,210,813 $ - 12 210,613 Excess over debt service coverage requirements S 10,173,498 Source: City of Wichita Falls,Annual Comprehensive Financial Report for the Year Ended 09/30/2021 300 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. Fiscal Series Series Series Year 2016 2013A 2015 Total 2023 10,309,750 949,838 1,457,701 12,717,289 301 DEBT SERVICE FUND CITY OF WICHITA FALLS Debt Service FY 2021-22 Final Principal Budgeted Issue Bonds Est.Outstanding Issue Date Maturity Payment Source Authorized Outstanding Payment 09.30.2022 Rating Purpose&Use Date 10/01/2021 2021-22 GENERAL OBLIGATION BONDS Castaway Cove:Issued to purchase Castaway Cove 2010 CO Series 2010 2025 48 Sales $ 3,930,000 $ 1,385,000 $ 388,600 $ 996,400 AA Water Park in January of 2010.This issuance is funded by contributions from the 48 Sales Tax Corporation. 201160 Series 2011 2021 West Texas,Property 4,365,000 Paid in Full during 2020-2021 FY. Tax Rhea/Callfield/Lawrence Rd:Issued to complete the 2011 CO Series 2011 2031 48 Sales 3,200,000 1,885,000 231,750 1,653,250 AA project in July of 2011.This issuance is funded by contributions from the 48 Sales Tax Corporation reimbursed by TI F#2. 4A Sa es$140,000,48 Regional Airport:Issued in 2013,for phase two and Sales Tax$140,000, phase three of the Regional Airport Terminal Project. 2013 CO Series Property Tax$140,000, Total issuance of$20 million,over 20 yea rs.This Airport 2013 2033 Airport Ops.$668,879, 19,875,000 13,395,000 1,358,944 12,036,056 AA issuance is funded through transfers in from the 48 FAA Entitlement Sales Tax Corporation,the 4A Sales Tax Corporation, $270,065 Property Tax,Airport Operations,and FAA Entitlement Funds. Refunding 2006A, Firing Range, Fire Station, Park Imp.: This refunding was completed in 2015 and refunded a Combination Tax and Revenues CO from 48 Sales Tax 2006,2006 Series A, which was used for multiple Corporation$207,392, City projects,including improvements to the police 2015 GO Stormwater Fund firing range,park improvements,constructing a new 2015 2026 $403,261,Property 9,650,000 5,135,000 1,162,838 3,972,163 AA fire station and improvements to the City's storm Refunding Series A Taxes$552,185,and water drainage system. This refunding was Excess Sales Tax(if completed with Series 2015 8 for a total issuance of applicable) $12.7 million. This issuance is funded by contributions for the 48 Sales Tax Corporation, Stormwater Fund,Property Taxes,and Excess Sales Tax. Refunding 2006B,Weeks Golf Course:This refunding was completed in 2015 and refunded a Combination 201560 48 Sales Tax Tax and Revenues CO from 2006, 2006 Series 8, 2015 2026 2,885,000 1,470,000 321,012 1,148,988 AA which was used for improvements to the City's Refunding Series 8 Corporation municipal golf course. This refunding was completed with Series 2015 Afor a total issuance of $12.7 mill ion.By completing these refunds,the City Voter-approved Street Bond:This issuance is 2018 GO Series A 2018 2038 Property Tax 16,345,000 14,625,000 1,211,550 13,413,450 AA funded with property tax.Voter Approved Street Issuance. Refunding 2009 CO,Firing Range(Ph.II),Park Land, Property Tax$102,900, Trail Ext.,Animal Services Building:This refunding 2018 GO the West Texas Utility refunded the 2009 CO used for improvements at the 2018 2028 $157,700 and the 48 6,170,000 5,045,000 733,700 4,311,300 AA Firing Range,Park Land Acquisition,Trail Extension, Refunding Series 8 Sales Tax Corporation and the Animal Services Center.This issuance is $452,500 funded through Property Tax,the West Texas Uti I ity Contract,and the 48 Sales Tax Corporation. TOTAL GENERAL OBLIGATION BONDS: $ 66,420,000 $ 42,940,000 $ 5,408,393 $ 37,531,607 Excludes paying agent fees. 302 DEBT SERVICE FUND WATER/SEWER BONDS Water System Improvement,Lake Kemp water source:This is a refunding of a series initially issued in 2001 for$118,770,000 for improvements to the City's water and sewer system.The issue was 2016 Revenue refunded once in 2007,and again in 2016,to take Refunding Bond 2016 2027 Water/Sewer Revenue $ 74,005,000 $ 46,670,000 $10,310,250 $ 36,359,750 A+ advantage of cost savings that could be realized by Series lower interest rates.Th i s bond is funded by,and secured with,revenues generated in the Water/Sewer Fund.This bond was issued in response to the 1995- 2000 drought and secured the development and integration of the Lake Kemp water source. Potable Reuse Project: This issuance allowed the City to create a temporary water reuse system,as 2013AC0 2013 2033 Water/Sewer Revenue 13,000,000 8,750,000 947,688 7,802,312 A+ 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. Indirect Potable Reuse:This issuance was for thirty year Combination Tax and Revenue Certificates of 2015 CO 2015 2045 Water/Sewer Revenue 33,545,000 27,840,000 1,462,184 26,377,816 A+ Obligation for$33,545,000,to finance the cost of engineering and construction associated with the City's Indirect Potable Reuse Project(I PR). TOTAL WATER/SEWER BONDS: $120,550,000 $ 83,260,000 $12,720,121 $ 70,539,879 Excludes paying agent fees and Sun Trust Lease. VENUE REVENUE BONDS Voter-approved Venue Tax Bond: This voter Venue Tax Revenue approved Venue Tax Bond was issued for capital 2020 Series 2020 2050 Bond $ 2,680,000 $ 2,635,000 $ 155,400 $ 2,479,600 A+ improvements and maintenance projects for the City's Multipurpose Event Center (MPEC) and the Performance Hall in Memorial Auditorium. GRAND TOTAL: $189,650,000 $ 128,835,000 $18,283,915 $ 110,551,085 303 �C i[aa TEXAS Hotel/Motel Funds 304 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 policy in 2021 caused these divisions to be transferred to the Hotel/Motel Fund. Due to this change, revenue generated by the MPEC was accounted for in this fund causing an overall increase in revenue from FY 2021. CVB expenditures were also accounted for in this fund, which explains the increase in total expenditures from FY 2021. In October of 2021, the City resumed management of the MPEC facilities after the five-year agreement with a third-party management company expired. During that time, the City has made tremendous improvements to the facilities and will have held over 260 events through the end of this year. The fund's total operating expenditures increased by$1,002,114.This increase is due to the Merit/Step and Cola increases for personnel, an increase in cost of goods and supplies, and an anticipated increase in the cost of utilities. The proposed budget increases the operating transfer from the General Fund from $400,000 to $500,000. The budget also includes a recommended one-time transfer from the General Fund's surplus fund balance of $2,689,000. The proposed funds would be used for capital improvements to update and renovate Ray Clymer Exhibit Hall and to update the catering/concession areas. The proposed funds would also be used to establish a Co-Promotional Show fund. Hotel/Motel Tax Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Taxes 2,029,268 2,100,000 2,200,000 4.76% Contributions - - 35,000 0.00% Misc.Revenues 41,984 1,411,671 2,003,785 41.94% Operating Revenues 2,071,252 3,511,671 4,238,785 20.71% Transfer In 48,982 400,000 3,189,000 697.25% Total Revenues $ 2,120,234 $ 3,911,671 $ 7,427,78S 89.89% Expenditures Personnel Services $ 218,540 $ 1,490,233 $ 1,658,021 11.26% Supplies 42,020 316,133 826,360 161.40% Maintenance&Repair 501 188,693 190,250 0.83% Utilities/Other Services 1,420,538 977,063 1,453,954 48.81% Insurance&Contract Supp. 53,000 211,817 131,000 -38.15% Debt Expenditures - 410,985 261,880 -36.28% Other Expenditures 78,022 316,747 392,320 23.86% Capital Improvements - - 2,514,000 0.00% Total Expenditures $ 1,812,622 $ 3,911,671 $ 7,427,785 89.89% 305 HOTEL/MOTEL FUND Revenue by Source Expenditures by Use Taxes 30% Personnel Serves 22% NI sr: Revenues 27% Supplies 11% ransfer an 43% Unities/Otter Services 20% c ncr Cu Capital improvements 34% Ali Other 13% REVENUES Taxes: As economic conditions continue to recover and improve from the COVID-19 pandemic, Hotel/Motel Tax revenues are expected to increase by$100,000, or 4.76%.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 from the rental of these rooms.The State of Texas 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, conventions, and the hotel industry. Cities also have the option to use this tax for the encouragement, promotion, and improvement of the arts and the City of Wichita Falls uses a portion of these taxes to accomplish these goals. Miscellaneous Revenues:This account reflects revenues projected to be generated from the MPEC under City management, and is expected to increase $592,114 or 41.94% due to an increased use of the MPEC as the destination for events in Wichita Falls. Transfer In:This category increased by$2,789,000 due to excess General Fund revenue being recommended for one-time expenditures to update facilities at the MPEC including the remodel of Ray Clymer Exhibit Hall and upgrades to the kitchen facilities and an increase in the MPEC subsidy from $400,000 to $500,000. EXPENDITURES Personnel Services: Personnel Services account for 22%of expenditures in the Hotel/Motel Fund. This account increased by $167,788 or 11.26% due to Merit/Step and COLA increases and labor costs to support additional event operations. Supplies: This account contains supplies required to maintain daily operations at the MPEC, and reflects an increase of$510,227 or 161.40%. Since there has been an increase of events utilizing the MPEC, more supplies are needed to maintain those operations. This expense was previously accounted for in Spectra's management fees. 306 HOTEL/MOTEL FUND Utilities/Other Services: This account has increased by $476,891, or 48.81%. This is due to increased costs of utilities as well as temporary employment services to support MPEC event operations. Insurance & Contract Supplies:This account decreased by$80,817 or 38.15%due to the decreased costs of contract expenses as management and operations have been insourced from 3rd party management. Debt Expenditures:The proposed budget includes a reduction in debt expenditures of$149,105 or 36.28%as the venue tax bonds payments are now reflected in a separate fund. Capital Expenditures: Capital Improvements total $2,514,000 due to excess General Fund revenues being used for one-time expenditures to update facilities at the MPEC. 307 HOTEL/MOTEL FUND PERSONNEL BY JOB TITLE Convention&Visitor's Bureau FY 2020-21 FY2021-22 FY2022-23 Change PY Communications&Marketing Dir 0.50 0.33 0.33 - Marketing Coordinator - - 0.50 0.50 Marketing/Design Manager 1.00 0.50 0.50 - Sales Coordinator 1.00 0.50 0.50 - Sales Manager - - 0.50 0.50 Visitor&Office Assistant 1.00 0.50 1.00 0.50 Total 3.50 1.83 3.33 1.50 "rincreased personnel to market the City and the MPEC as an event destination MPEC Management FY 2020-21 FY2021-22 FY2022-23 Change PY Ag Manager - 1.00 1.00 - Box Office Manager - 1.00 1.00 - Chef - 1.00 - (1.00) Communications&Marketing Dir - 0.33 0.33 - Concession Supervisor - 1.00 1.00 Department Administrative Assistant - 1.00 1.00 - Event Coordinator - 1.00 1.00 - Event Manager - 1.00 1.00 - Facilities&Maintenance Manager - 1.00 1.00 - Food&Beverage Manager 1.00 1.00 - Food&Beverage Supervisor - 1.00 1.00 - Marketing Coordinator - 0.50 0.50 - Marketing Manager - 0.50 0.50 - MPEC Event Operations Manager - 1.00 1.00 - Lead MPEC Operations Staff - 1.00 1.00 Operations Staff 1.00 1.00 - Sales Coordinator - 0.50 0.50 - Sales Manager - 0.50 0.50 - Sponsorship Sales Coordinator - 1.00 1.00 - Total - 14.33 15.33 1.00 *increases in staffing are due to the reorganization of MPEC managment from Spectra back to the City 308 HOTEL/MOTEL VENUE TAX FUND OVERVIEW HOTEL/MOTEL VENUE TAX FUND: In November of 2019, the citizens of Wichita Falls voted to approve a 2% increase in the hotel occupancy tax (HOT). The Hotel/Motel tax is assessed against the occupants of rented rooms in hotels, motels, and bed and breakfasts. Both Wichita Falls and the State of Texas collect taxes from the rental of these rooms. The State of Texas rate is 6%and the City's 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 entities. Tax revenue from the city hotel occupancy tax may be used 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. The Hotel/Motel Venue Tax Fund tracks the 2%designated towards the improvement and maintenance of our City's venues. In 2020,the City issued Revenue Bonds for capital improvements and maintenance projects for the City's Multipurpose Event Center (MPEC) and the Performance Hall in Memorial Auditorium. The proposed budget includes a transfer to the Debt Service fund for the principal and interest payment on these bonds. Hotel/Motel Venue Tax Fund 2021-22 2022-23 2020-21 Adopted Proposed Actual Budget Budget %Change Revenues Taxes 579,565 - 600,000 100.00% Total Revenues $ S79,565 $ - $600,000 100.00% Expenditures Capital Improvements $ 14,043 $ - $446,600 100.00% Transfers Out s - - 153,400 100.00% Total Expenditures $ 14,043 $ - $600,000 100.00% *Transfer out is to the Debt Service fund for the principal and interest payment on the bonds. 309 MPEC 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. 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. FY2022 ACCOMPLISHMENTS • Updated ticketing system to Ticketmaster allowing for mobile ticketing which resulted in annual savings • Updated food and beverage system which resulted in annual savings • Facility repairs and updates • Hosted more events than last year CONTACT INFORMATION =ME Lindsay Barker Director of Communication and Marketing 940-716-5553 Lindsay.Barker@wichitafallstx.gov FY 2023 STRATEGIC STRATEGIC PLAN FY 2022 FY 2023 DEPARTMENT PLAN PERFORMANCE MEASURE GOAL GOAL STRATEGY ESTIMATE TARGET Continue to attract new 1. Accelerate 1.3 Aggressively Comparison of Economic 100% 100% events and Growth Market the City events/concerts held by year concerts Lower the General Fund 3. Redevelop 3.6 Grow HOT Comparison of GF subsidy by 0 Revenues to 100% 100% operating Downtown year subsidy Support the MPEC 310 MPEC FY2023 HIGLIGHTS MPEC • Personnel Services: increased $130,794 over the prior year due to increased operations staff for an increased number of events. • Supplies: increased $502,648 over the prior year to increased sales of concession food and beverages for events. • Utilities/Other Services: increased$485,132 over the prior year as the FY 2023 budget included full operations to support increased level of events under new operational model. • Other Expenditures: increased $80,766 over the prior year due to addition of co-promotional show funds to help attract increased entertainment options. Ray Clymer Exhibit Hall: • Debt Expenditures:decreased $123,533 from prior year as the FY22 Budget included Sun Trust lease payments. Kay Yeager Coliseum: • Debt Expenditures:decreased $287,452 from prior year as the FY22 Budget included Sun Trust lease payments and venue tax expenditures now reflected in separate fund. • Insurance & Contract Support: decreased $37,078 from prior year as the FY 2022 budget included insurance expense. CVB • Personnel Services increased $36,994 or 18% over prior year due to increased personnel to market the City and the MPEC as an event destination. 311 MPEC . MIPPIIIIINIMPIVIIIPPLEMIIIMP Mi. The J.S. Bridwell Agricultural Center, located on the North banks of the Wichita River, was the first phase of the Multi-Purpose Events Center project completed in 1995. Named in honor of Wichita Falls rancher and businessman Joseph S. Bridwell (1885-1966),the J.S. Bridwell Agricultural Center hosts everything from dog shows and rodeos to fundraiser galas. The venue includes a 50,000 square foot Stall Barn and 120' X 270' indoor Arena with seating for 1,200 people. In 2011, the Wichita Extension Horse Committee built and donated a 70' X 150' covered warm-up arena to the City of Wichita Falls. 1 o, tt yry 7I I k_ '-__IIIrlizi4zi _._. _if ____--4111111111.,1 „.: s , .� '`�� of t -. f '; • a il ii J.S. BRIDEEll lcRl U LDAat 6 R -. �' sbi.,.,,0 Ti IIII illi�i CEN1ER 10p G1 ULT p iv ,, 1 All . l M Ti 0 u� �'" ....- ' 7inip -,3- .a rrNrr � i ,- — , , _ L. , __ _ .. _ — -H RAY CLYMER EXHIBIT HALL The second phase of the Multi-Purpose Events Center project was the Ray Clymer Exhibit Hall completed in 1996. This 58,000 square foot meeting space is located on the south side of the Wichita River and connects to the J.S. Bridwell Agricultural Center by a pedestrian bridge. 312 MPEC The two main Exhibit Halls offer a great venue for trade shows, conventions or large banquets. In addition, the building features 10 breakout rooms that can host meetings, seminars and receptions, as well as a 216-seat seminar room. 4.i . 4 ii t 0 11 . �� t , �a . �� 171 I Bill 'I,,fil'' I� 1 i i IV r II l 1 t 00 • II i ,krtI; r I r t III' III ,, - -�� .. �' � ,_, ._,,. ... _ •... ., vg .ads , / T//// ,'/�'y. ,-,,' '4410, Ilk ,.:.....1-1 y .. �E a -, r, tr i-. -�, M `'� ill °',' t w �4y �U f 'rrr xn®e�ean� o; nnaenn¢tim,L I_I0' = , -- 1 ', 1g� fur$ 4 r 1 ift ,, r,,011t ,,tit., --m.,,,,s,._, I ir• I' KAY YEAGER COLISEUM The final phase and the cornerstone of the events complex,the Kay Yeager Coliseum began construction in 2001, with a completion in January, 2003. 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, 313 MPEC tractor pulls and motorcycle events. With a center stage arrangement, lectures, small concerts or theater-in-the- round can be held. ... .,:. r1, L Ai' ; KAY YEAGER j COLISEUM is I. a, ®MIIMI. • �p -k 1 y '' -, 0 40 I, Os. i om• �'-- ;t -- w.,. . . 1. A Fes, .. Ns, a .- --NW .� xi . Wiz' . 111" ,, r i— -Ij s - 3_ �' � -a� r" { MEMORIAL AUDITORIUM 314 MPEC 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. 1 ` _.."` s. r w f {� ti 1 5 - f�' p-r -.n' g n n i, ram°= ' (X - / _ use 44 ._ y J ..gip Cpp� YfI( _ ,..„ ii'_, --7wir ' ,i mollom 'P i art` J, fir ti `a tiote i ' y T1 S� ,...� .d� 11 hi *, 1 I . G, Sri I I I 1 may {. . III 315 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget MPEC Salaries-Supervision 0 39,600 44,101 Salaries-Clerical 0 31,325 34,944 Salaries-Operational 8,571 739,029 865,881 Overtime 222 0 50,000 Stability Pay 0 0 1,634 Cell Phone Allowance 0 0 252 FICA 662 61,174 129,371 TMRS Retirement 1,444 130,505 136,823 Life Insurance Contribution 14 0 953 Disability Insurance Contrib 11 0 811 Health Insurance Contributions 0 281,180 146,976 HSA Contributions-Employer 0 0 1,861 Supplies-Motor Vehicle Fuel 0 0 7,000 Supplies-Minor Tools and Equip 0 0 6,000 Supplies-Minor Furniture 0 0 76,000 Supplies-Office 0 0 10,000 Supplies-Janitorial 0 50,000 30,000 Supplies-Chemical 0 0 4,000 Supplies-Concession 0 50,000 0 Supplies-Concession/PaperGoods 0 0 30,000 Supplies-Concession/Food&Bev 0 0 365,000 Supplies-Concession/Alcohol 0 88,000 200,000 Supplies-Catering Food 0 50,000 0 Supplies-Clothing and Uniforms 0 10,000 5,000 Supplies-Linen 0 30,000 30,000 Supplies-Personal Computers 0 0 2,500 Supplies-System Software 67 0 0 Supplies-Other 0 0 15,148 Maint-Motor Vehicles 0 0 2,500 Maint-Buildings 0 187,607 187,000 Services-Telephone 0 1,500 5,972 Service-Wireless PhoneAircards 0 0 5,015 Services-Electricity 0 300,000 350,000 Services-Gas 0 5,000 120,000 316 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget MPEC Services-Wtr/Sewer/Sanitation 0 5,000 40,000 Services-Internet 0 0 40,000 Services-Central Garage 0 5,000 24,000 Services-Bank 0 55,000 55,000 Services-Audit 0 15,000 8,000 Services-Other Professional 1,249,692 175,965 265,500 Services-Temporary Employment 0 0 175,000 Services-Advertising 0 100,000 74,960 Services-Binding/Printing 0 20,850 5,000 Worker's Compensation 0 1,500 1,500 Insurance Expense 0 90,000 66,000 Bond Principal Payments 0 0 261,880 Travel Expenses 0 0 7,620 Education Registration 0 2,000 3,548 Lease Payments 0 0 3,220 Memberships 0 26,010 2,140 Rent-Equipment 0 30,000 8,000 Convention Sales Incentives 0 8,300 0 Postage/Freight 0 10,000 1,500 Mixed Bev Gross Receipts Tax 0 0 18,000 License/ Permit Expenses 0 0 10,000 Administrative Overhead 0 96,000 54,547 Data Processing Services 0 90,000 34,501 Budget Contingency 0 0 200,000 Prior Year Expend-Spectra 34,779 0 0 Other Improvements 0 0 2,000,000 Other Machinery and Equipment 0 0 514,000 Total Expenditures $1,295,462 $2,785,545 $6,738,658 317 CONVENTION AND VISITORS BUREAU (CVB) 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's funding is derived solely from the Hotel Occupancy Tax(HOT).The HOT tax is charged to a person who, under a lease, concession, permit, right of access, license, contract, or agreement, pays for the use or possession or for the right to use or possession of a room that is in a hotel, costs $2 or more each, and is ordinarily used for sleeping (Tax Code § 351.002). Per the Texas Comptroller of Public Accounts, HOT revenue can only be used for expenditures that directly enhance and promote tourism and the convention and hotel industry. SERVICES PROVIDED • Market Wichita Falls as a destination for travel • Research, bid, book and service conventions and events • Support local attractions through promotion to attract visitors FY2022 ACCOMPLISHMENTS • The City of Wichita Falls continued to see growth in total direct travel spending by visitors • The Convention and Visitors Bureau successfully hosted several conventions,thus resulting in hotel/motel tax revenues CONTACT INFORMATION Lindsay Barker Director 940-716-5553 Lindsay.Barker@wichitafallstx.gov 318 CONVENTION AND VISITORS BUREAU (CVB) GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PLAN FY 2022 FY2023 DEPARTMENT PLAN PERFORMANCE MEASURE GOAL GOAL STRATEGY ESTIMATE TARGET Continue to Track website traffic by advertise and 1. Accelerate geographical location; 1.3 Aggressively market Wichita Economic Market the City number of inquiries and 100% 100% Falls as a Growth leads submitted through the destination advertising Research, identify and 3.6 Grow HOT 3. Redevelop Comparison of HOT revenues 0 bid/recruit Downtown Revenues to by year 100% 100%events to be Support the MPEC held in WF 319 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Convention/Visitor's Bureau Salaries-Supervision 51,435 40,800 44,101 Salaries-Clerical 10,878 24,690 26,771 Salaries-Operational 88,565 73,002 110,214 Overtime 2,704 2,000 0 Stability Pay 1,761 1,900 1,634 Cell Phone Allowance 313 483 252 FICA 10,967 15,575 13,611 TMRS Retirement 24,750 28,104 29,635 Life Insurance Contribution 187 284 237 Disability Insurance Contrib 148 216 178 Health Insurance Contributions 15,656 20,028 17,603 HSA Contributions-Employer 253 339 178 Supplies-Motor Vehicle Fuel 46 1,200 1,000 Supplies-Minor Furniture 1,434 0 0 Supplies-Office 3,759 3,500 3,500 Supplies-Clothing and Uniforms 0 0 500 Supplies-Promotional 17,628 18,000 18,000 Supplies-Personal Computers 4,177 0 3,920 Supplies-System Software 9,053 14,083 17,017 Supplies-PC Software 5,857 1,350 1,775 Maint-Motor Vehicles 162 1,000 750 Maint-PC Software 339 86 0 Services-Telephone 1,308 2,504 894 Service-Wireless PhoneAircards 988 912 1,368 Services-Electricity 0 42 0 Services-Other Professional 18,000 0 0 Services-Advertising 77,572 115,140 115,045 Services-Binding/Printing 5,000 18,850 15,000 Services-Convention/Committed 67,979 156,300 153,200 Worker's Compensation 0 2,500 1,000 Travel Expenses 2,755 4,364 3,450 Education Registration 696 9,500 10,144 Lease Payments 1,750 1,763 2,000 Memberships 5,485 11,010 11,150 320 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Convention/Visitor's Bureau Rent-Office 19,800 0 0 Convention Sales Incentives 2,745 8,300 6,000 Public Relation/Promo 6,792 9,500 8,000 Postage/Freight 3,205 10,000 8,500 License/ Permit Expenses 16 0 0 Total Expenditures $464,160 $597,324 $626,627 321 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. Duplicating Services Fund 2020-21 2021-22 2022-23 Actual Adopted Budget Proposed Budget %Change Revenues Service Charges 118,081 125,735 118,183 -6.01% Transfer In - - - 0.00% Total Revenues $ 118,081 $ 125,735 $ 118,183 -6.01% Expenditures Personnel Services $ 23,771 $ 21,772 $ 24,048 10.45% Supplies 843 6,800 3,500 -48.53% Maintenance & Repair - - - 0.00% Utilities/Other Services 800 437 400 -8.47% Insurance &Contract Supp. - - - 0.00% Other Expenditures 70,039 96,726 90,235 -6.71% Total Expenditures $ 95,453 $ 125,735 $ 118,183 -6.01% PERSONNEL BY JOB TITLE Duplicating Services FY 2020-21 FY2021-22 FY2022-23 Change PY Accounting/Payroll Analyst 0.20 0.20 0.20 Administrative Clerk 0.40 - - - Administrative Secretary 0.20 0.20 0.20 - Total 0.80 0.40 0.40 322 ��4[a 516 TEXAS Other Proprietary Funds 323 REGIONAL AIRPORT FUND REGIONAL AIRPORT FUND The Regional Airport Fund is an Enterprise Fund, which is supported by user fees and federal grants. For FY 2023, this fund does not require a subsidy from the General Fund.The City's Regional Airport Fund proposed FY 2023 budget is$1,914,554 which is$299,265 or 13.52% lower than the FY 2022 Budget because the FY 2022 Budget included a debt service payment that will be made with FAA ARPA funds. Regional Airport Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget % Change Revenues Service Charges 239,870 215,120 271,120 26.03% Misc. Revenues 2,198,496 1,331,769 1,618,434 21.53% Transfer In - 666,930 25,000 -96.25% Total Revenues $ 2,438,366 $ 2,213,819 $ 1,914,554 -13.52% Expenditures Personnel Services 298,390 5 533,210 $ 5101,747 -4.21% Supplies 337,771 334,437 524,176 56.73% Maintenance &Repair 172,66.5 121,752 127,706 4.89% Utilities/Other Services 188,199 207,517 223,836 7.86% Insurance &Contract Supp. 42,400 47,603 22,130 -53.51% Other Expenditures 244,114 300,421 292,427 -2.66% Capital Improvements 103,258 - - 0.00% Transfers Out 28,563 558,879 213,532 -68.08% Total Expenditures $ 1,415,360 $ 2,213,819 $ 1,914,554 -13.52% Revenues by Source Expenditures by Use Service Charges 14% Personnel Services 27% Misc.Revenues 85% Supplies 27% Transfer In I 1% Utilities/Other Services 12% Transfers Out 11% All Other 23% 324 REGIONAL AIRPORT FUND REVENUES This budget is projecting revenues to decrease by $299,265 or 13.52% from the previous year. Revenues are projected to decrease as the FY 2022 budget included American Rescue Plan funding from the Federal Aviation Administration for debt service that was not continued in FY 2023. Revenue from operations are anticipated to increase by$342,665 due to increased terminal fees and fuel charges. EXPENDITURES Personnel Services:The Proposed Budget has a decrease of$22,463 or 4.21%from the FY 2022 Adopted Budget. This decrease is due to the elimination of a position at the airport. Supplies: Supplies in the Regional Airport Fund include a $189,739 or a 56.73%increase from the prior year.This increase is reflective of increased fuel costs needed to run the FBO. Maintenance & Repair: Maintenance & Repair costs have increased by $5,954 or 4.89%. This is due to slight increases in the cost to maintain the buildings and the airport due to current and predicted economic conditions. Utilities/Other Services: This account line has increased by $16,319 or 7.86%. Most of this increase is due to Central Garage Services, binding and printing, and bank services. Transfers Out:This account reflects funds transferred out for debt service. The FY 2022 budget included a debt service payment that will be made with FAA ARPA funds. 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 existing 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. PERSONNEL BY JOB TITLE Regional Airport FY 2020-21 FY2021-22 FY2022-23 Change PY Administrative Clerk 1.50 1.50 1.50 - Airport Operations S 1.00 1,00 1.00 - Airport Administrator 0.60 0.60 0.60 Total 3.10 3.10 3.10 FBO Regional Airport Administrative Clerk 1.00 1.00 1.00 - Administrative Clerk-Temp - - 1.00 1.00 Airport Lineman 4.00 4.00 4.00 - Lead Airport Lineman 1.00 1.00 1.00 - Total 6.00 6.00 7.00 1.00 `Addition of one new temporary administrative position 325 KICKAPOO AIRPORT FUND KICKAPOO AIRPORT FUND The Kickapoo Airport Fund is an Enterprise Fund which is self-supported by user fees. The proposed budget for the Kickapoo Airport totals$1,156,098.This is an increase of$145,985 or 14.45%from the previous year. Kicks poo Airport Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget % Change Revenues Service Charges 225 120 120 0.00% Misc. Revenues 757,037 1,009,993 1,130,978 11.98% Transfer In - - 25,000 100.00% Total Revenues $ 757,262 $ 1,010,113 $ 1,156,098 14.45% Expenditures 3ersonnel Services $ 255,358 $ 332,868 S 279,280 -16.10% Supplies 196,464 443,406 580,806 30.99% Maintenance &Repair 27,724 16,470 21,470 30.36% Utilities/Other Services 161,115 90,701 111,348 22.76% Insurance &Contract Supp. 20,439 24,000 11,938 -50.26% Other Expenditures 53,197 102,668 151,256 47.33% Transfers Out 14,252 - - 0.00% Total Expenditures $ 728,549 $ 1,010,113 $ 1,156,098 14.45% Revenue by Source Expenditures by Use Service Charges 0% Personnel Services 24% Misc.Revenues A 98% Supplies I. 50% Transfers In 12% Utilities and Other Services - 10% All Other Expenditure 16% 326 KICKAPOO AIRPORT FUND REVENUES This budget is projecting revenues to be$145,985 or 14.45%higher than the previous year's adopted budget. Due to the completion of the hangars in the previous year, operating grants are not needed in FY 2023. Miscellaneous Revenues: Operating revenue generated from various activities such as Fuel Sales, Hangar Rentals, and Ground Lease Rent are anticipated to increase by$120,985 or 11.98%compared to previous years. EXPENDITURES Personnel Services: Personnel Services account for 24% of all expenditures in the Kickapoo Airport Fund. The Proposed Budget has a $53,588 or 16.10% decrease from the FY 2022 Adopted Budget as the impact of salary adjustments due to the MAG study were less than anticipated. Supplies: Supplies in the Kickapoo Airport Fund total $580,806 which an increase of $137,400 or 30.99% from the prior year.This increase is mostly due to the increases in fuel costs. Utilities/Other Services: This category has increased by $20,647 or 22.76%. This increase is mostly due to increases in bank service fees. Insurance/Contracts: This category decreased by $12,062 or 50.26% due to decreased insurance cost for the Kickapoo Airport. Other Expenditures:This category increased $48,588 or 47.33%due to an increase in Budget Contingency.The City's policy regarding contingency may be found in the Policy section of this document. PERSONNEL BY JOB TITLE Kickapoo Airport FY 2020-21 FY2021-22 FY2022-23 Change PY Airport Lineman 2.00 2.00 2.00 - Airport Operations 1.00 1.00 1.00 - Lead Airport Lineman 1.00 1.00 1.00 - Airport Administrator 0.40 0.40 0.40 - Total 4.40 4.40 4.40 - 327 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 $13,160,705 and includes an increase of $2,641,783 or 25.11% from the FY 2022 budget. These increases are primarily due to increased fuel costs. Overall fuel costs increased by$2,141,832 or 94%from the FY 2022 budget. Fleet Maintenance Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Service Charges 10,100,290 10,422,936 12,662,394 21.49% Misc. Revenues 74,700 95,986 158,311 64.93% Transfer In 2,167,692 - 340,000 0.00% Total Revenues $ 12,342,682 $ 10,518,922 $ 13,160,705 25.11% Expenditures Personnel Services $ 2,183,758 $ 2,260,982 $ 2,309,494 2.15% Supplies 2,896,027 3,129,871 5,279,066 68.67% Maintenance&Repair 2,038,992 2,024,738 2,047,591 1.13% Utilities/Other Services 76,482 121,278 79,324 -34.59% Insurance&Contract Supp. 67,032 67,467 159,264 136.06% Debt Expenditures 27,123 474,816 474,815 0.00% Other Expenditures 191,309 217,056 271,733 25.19% Capital Improvements 1,488,383 1,910,714 2,227,418 16.58% Transfers Out 312,000 312,000 312,000 0.00% Total Expenditures $ 9,281,105 $ 10,518,922 $ 13,160,705 2.5.11% Revenue by Source Expenditures by Use Service Charges 59% Personnel Services 18% Misc.Revenues 26% Supplies 40% Transfer In 15% laintenance and Repair 16% Capital Improvements 17% All Other 10% 328 FLEET MAINTENANCE FUND REVENUES Service Charges: Revenue for the Fleet Maintenance Fund is derived from charges to City departments to keep the City's vast fleet of vehicles and equipment operational.The$2,239,458 or 21.49%increase is due to increased fuel prices. Transfer In: The proposed budget includes a transfer in from excess funds in the General Fund for the recommended purchase of a new tactical vehicle (MRAP)for the Police department. EXPENDITURES Personnel Services: Personnel Services account for 18% of all expenditures in the Fleet Maintenance Fund. The Proposed Budget has a $48,511 or 2.15% increase from the FY 2022 Adopted Budget due to merit and cost of living adjustment (COLA) increases as well as decreasing personnel needs. Supplies:Supplies in the Fleet Maintenance Fund total $5,279,066 which is a $2,149,195 or 68.67%increase from the prior year.The increase is a direct result of the increase in fuel and vehicle supply costs. Utilities/Other Services: The proposed budget for utilities/other services is $79,324 which is $41,954 or 34.59% less than the FY 2022 budget as it included $50,000 for a fleet study. Insurance/Contracts: Insurance & Contract expenses have increased by $91,797, or 136.06%. This increase can be attributed to an increase in worker's compensation costs. Debt Expenditures: This category accounts for debt service of $474,815 for a capital lease payment for fire equipment. 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 Annual Comprehensive Financial Report. Other Expenditures: This account increased $54,677, or 25.19%, from the previous year due to an increase in administrative overhead costs charged for services provided by other funds such as the General Fund. Capital Improvements: Capital Improvement expenditures increased by$316,704, or 16.58%due to purchase of a Police Tactical SWAT Vehicle (MRAP)from surplus General Fund balance. 329 FLEET MAINTENANCE FUND PERSONNEL BY JOB TITLE Fleet Maintenance FY 2020-21 FY2021-22 FY2022-23 Change PY 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 Dr of Aviation,Traffic&Transp 0.85 0.85 0.85 - Fire Equip Mechanic 2.00 2.00 2.00 - Landfill Mechanic 1.00 1.00 1.00 - Lead Auto Service Worker 1.00 1.00 1.00 - Senior Admin Clerk 1.00 1.00 1.00 - Store Clerk 2.00 2.00 2.00 - Warehouse Supervisor 1.00 1.00 1.00 - Welder 2.00 2.00 2.00 - Total 35.85 35.85 35.85 - 330 INFORMATION TECHNOLOGY FUND 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 $5,531,075. This is an increase of$2,182,645 or 65.18% from the previous year. The Proposed 2022-23 budget includes a transfer in from excess fund balance from previous years to fund capital improvements and maintenance needs. Information Technology Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Service Charges 3,813,581 3,348,430 4,114,825 22.89% Transfer In 530,169 - - 0.00% Other Financing Sources - - 1,416,250 100.00% Total Revenues $ 4,343,750 $ 3,348,430 $ 5,531,075 65.18% Expenditures Personnel Services $ 1,190,326 $ 1,405,291 $ 1,454,606 3.51% Supplies $ 133,797 177,568 209,002 17.70% Maintenance & Repair 743,766 1,094,752 1,547,121 41.32% Utilities/Other Services 234,767 200,366 323,343 61.38% Insurance &Contract Supp. 15 - - 0.00% Other Expenditures 8,885 25,299 24,849 -1.78% Capital Improvements 930,626 445,154 1,972,154 343.03% Total Expenditures $ 3,242,183 $ 3,348,430 $ 5,531,075 65.18% Expenditures by Use 26% Personnel Services 4% I Supplies 28% Maintenance& Repair 6% IUtilities/Other Services 36% ' Capital Improvements 0% All Other 331 INFORMATION TECHNOLOGY FUND REVENUES Service Charges: Revenue collected from Service Charges has increased by$766,395 or 22.89%. This increase reflects the increased costs and replenishment of fund balance for future capital. Other Financing Sources:This represents a use of$1,416,250 in fund balance from prior years to support capital improvements. EXPENDITURES Personnel Services: Personnel Services accounts for 26% of all expenditures in the Information Technology Fund. The proposed budget increased $49,315 or 3.51%, from the FY 2022-23 Adopted Budget due to merit and COLA increases to maintain competitive compensation for all City employees. Maintenance & Repair: Maintenance and repair expenses include software maintenance costs which have increased $452,369 or 41.32% due to increased costs of maintenance agreements and the addition of a systems maintenance agreement for the new public safety communication system for $165,000. The Information Technology Fund is now paying 2/3rds of the MDT Radio Maintenance previously charged to 4B. Utilities/Other Services: This category has increased by $122,977 or 61.38% due to increased cost of garage costs and utilities. Capital Improvements: Capital Improvements include replacement of portable voice radios and communication system for Public Safety for$1,527,000. PERSONNEL BY JOB TITLE Information Technology FY 2020-21 FY2021-22 FY2022-23 Ernall Assistant City Manager - 0.34 0.34 - Business Systems Analyst 1.00 1.00 1.00 - Database Application 2.00 2.00 - (2.00) Database Manager' - - 1.00 1.00 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 - Network Analyst 2.00 2.00 2.00 - Network Coordinator' 2.00 2.00 - (2.00) Network Infrastructure Manag' - - 1.00 1.00 PC Analyst 4.00 4.00 4.00 - PC Analyst Supervisor - - 1.00 1.00 Radio System Technician 1.00 1.00 1.00 Systems Application Analyst 2.00 2.00 2.00 - Total 17.00 17.34 16.34 (1.00) Net decrease in one position due to reorganization. 332 TRANSIT FUND TRANSIT FUND The Transit Fund is an Enterprise Fund that is, for the majority, funded through Federal and State Grants. When needed, 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 $4,805,630, which is a $1,415,181 or 41.74% increase from the previous year. Transit Operations and Preventative Maintenance is now 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 fleet of public transportation vehicles. The FY 2023 budget includes increases in fuel, supplies, a cost of living adjustment (COLA), and merit salary increases, and the purchase of 2 new transit busses. Transit Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Service Charges 359,228 600,000 584,000 -2.67% Intergovernmental Revenue 7,297,269 2,787,749 4,219,830 51.37% Misc. Revenues 4,638 2,700 1,800 -33.33% Total Revenues $ 7,661,135 $ 3,390,449 $ 4,805,630 41.74% Expenditures Personnel Services $ 1,349,172 $ 1,521,003 $ 1,588,579 4.44% Supplies 333,464 643,287 977,359 51.93% Maintenance & Repair 219,182 315,343 314,543 -0.25% Utilities/Other Services 175,257 234,149 436,620 86.47% Insurance &Contract Supp. 18,333 53,805 49,407 -8.17% Other Expenditures 83,183 87,862 279,122 217.68% Capital Improvements 5,728,399 535,000 1,160,000 116.82% Total Expenditures $ 7,906,990 $ 3,390,449 $ 4,805,630 41.74% 333 TRANSIT FUND Revenues by Source Expenditures by Use Service Charges . 12% 33% Personnel Services Intergovernmental 88% 20% _ Supplies Revenue Other Financing Sources 0% 7% . Maintenance& Repair 9% ■ Utilities/Other Services 24% Capital Improvements 7% All Other REVENUES 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 will not be needed in the FY 2023 budget due to CARES Act funds being allocated to cover operations. Misc. Revenue: Miscellaneous Revenue is expected to decrease$900, or 33.33%due to decreased earnings from concession sales and office rentals. EXPENDITURES Personnel Services: Personnel Services account for 33% of all expenditures in the Transit Fund. The Proposed Budget has a $67,576 or 4.44%, increase from the previous year's Adopted Budget. The increase is due to COLA and Merit increases City-wide. Supplies: Supplies in the Transit Fund total $997,359,which is a $334,072 or 51.93%increase from the prior year due to the Transit Department conducting refueling for its fleet of vehicles in house. In previous years, refueling was performed at the Fleet Maintenance facility. Utilities/Other Services: This account has increased by$202,471 or 86.47%. This is due to increased operating costs needed to run the Transit Center, including $200,000 for the design of the Ohio Street Bridge to serve the newly opened Travel Center. Other Expenditures:This account increased from the previous year by$191,260 or 217.68%due to an increase in administrative overhead charges and $170,000 in budget contingency not budgeted in the FY 2021-22 Adopted Budget. Capital Improvements:Capital Improvement expenditures of$1,160,000 include the replacement of two public transportation busses. 334 TRANSIT FUND PERSONNEL BY JOB TITLE Public Transportation ' FY 2020-21 FY2021-22 FY2022-23 IMESI Automotive Mechanic - - - - Dir of Aviation,Traffic&Transp. 0.15 - - Public Transportation Admin 1.00 1.00 0.50 (0.50) Transit Operations Supervisor 1.00 0.50 0.50 - Transit Operator 19.00 19.00 19.00 - Tota l 21.15 20.50 20.00 (0.50) xa portion of the PT Admin position was reallocated to Preventative Maintenance and Planning Preventative Maintenance Automotive Mechanic 3.00 3.00 3.00 - Public Transportation Admin - - 0.30 0.30 Total 3.00 3.00 3.30 0.30 °PTAdmin partially reallocated from Public Transportation Public Transportation Planning Dir of Aviation,Traffic&Transp - 0.15 0.15 - Public Transportation Admin - 0.20 0.20 Transit Operations Supervisor - 0.50 0.50 - Total - 0.65 0.85 0.20 *PT Admin partially reallocated from Public Transportation Transit Hub Operations Assistant Travel Center Operator 1.00 1.00 - (1.00) Customer Service Rep 1.00 1.00 2.00 1.00 Total 2.00 2.00 2.00 - Total-Transit Fund 26.15 26.15 26.15 (0.00) 335 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 storm water drainage management services, including capital improvements. The fee is based upon the impervious area of all real property; whereby each residential water customer is assessed for one Single Family Living Unit Equivalent (SFLUE). Each commercial customer pays a multiplier of the SFLUE based upon the impervious area of their property.The monthly fee for a SFLUE is$5.00 and generates$3.7 million annually for the operating and capital costs of this program. The Stormwater Fund has a total budget of$9,537,472,which is an increase of$4,359,047 or 84.18%.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, but the COVID-19 pandemic and associated materials cost increases have delayed the project's progression onto Phase 2 until this fiscal year. Stormwater Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Service Charges 3,706,349 3,700,000 3,700,000 0.00% Misc. Revenues 5,638 25,000 170,000 580.00% Other Financing Sources - 1,453,425 5,667,472 289.94% Total Revenues $ 3,711,986 $ 5,178,425 $ 9,537,472 84.18% Expenditures Personnel Services 268,936 $ 351,402 S 374,744 6.64% Supplies 552 18,582 18,330 -1.36% Maintenance &Repair 95,117 168,005 156,589 -6.80% Utilities/Other Services 266,774 219,619 254,231 15.76% Insurance &Contract Supp. 100 200 200 0.00% Other Expenditures 17,951 11,305 16,005 41.57% Capital Improvements 506,299 4,000,000 8,311,500 107.79% Transfers Out 403,261 409,312 405,873 -0.84% Total Expenditures $ 1,558,990 $ 5,178,425 $ 9,537,472 84.18% 336 STORMWATER FUND Revenues by Source Expenditures by Use Service Charges 39% 4% I Personnel Services Misc. Revenues 12% 3% I Utilities/Other Services Other Financing Sources 59% 4% I Transfers Out 87% Capital Improvements 2% I All Other REVENUES Service Charges: Revenue from Service Charges are expected to remain consistent with previous years. Misc. Revenues: Interest earnings are expected to increase due to higher interest rates predicted this fiscal year resulting in more income from earnings from invested assets.This has caused an increase of$145,000,or 580.00% Other Financing Sources: A contribution from excess fund balance is available for capital improvements that requires Council Approval of projects for use.This account has increased by$4,214,047, or 289.94%. EXPENDITURES Personnel Services: The Proposed Budget includes a $23,342, or 6.64%, increase from the FY2021-22 Adopted Budget.This increase is mostly due to Merit and cost of living adjustment (COLA) increases for employees. Maintenance& Repair: Maintenance costs in the Stormwater Fund are expected to decrease$11,416,or 6.80% due to a slight decrease in needed maintenance of storm sewers throughout the City. Utilities/Other Services: Utilities and other service costs in the Stormwater department are expected to increase$34,612 or 15.76%mostly due to increases in Central Garage services caused by fuel price increases. 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 an increase of$4,700 or 41.57%. This is due to an increase in the rental of tools to perform drainage maintenance. Capital Improvements: Capital Improvement expenditures increased by $4,311,500 or 107.79%. This is due to the start of construction on the Quail Creek Phase 2 project and funding available to start other drainage improvement projects. 337 STORMWATER FUND PERSONNEL BY JOB TITLE Stormwater FY 2020-21 FY2021-22 FY2022-23 Change PY C&M Supervisor 0.50 0.50 - (0.50) City Engineer 0.33 0.33 0.66 0.33 Civil Engineer 0.50 0.50 1.00 0.50 Environmental Coordinator 1.00 1.00 0.50 (0.50) Heavy Equip Operator 2.00 2.00 2.00 - Street Program Coordinator 1.00 1.00 1.00 - Total 5.33 5.33 5.16 (0.17) 338 GOLF COURSE FUND GOLF COURSE FUND The Golf Course Budget is devised to align with our management services agreement with A.P.G.L. Under the terms of that agreement,the City is responsible for reimbursing A.P.G.L. for golf course expenses, plus $120,000 for complete management oversight of the course. In exchange,the city receives nearly all of the revenue at the course. The Golf Course estimates revenues and expenditures for FY 2023 at $1,416,867. This includes $900,000 in revenue from use fees, $311,000 as a transfer in from excess general funds, and$205,867 from the Golf Course prior year reserves. The funds will be used for course operations and capital improvements for the gazebo and the addition of range lighting. Golf Course Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Service Charges 959,857 830,000 900,000 8.43% Transfer In - 80,000 311,000 288.75% Other Financing Sources 205,867 100.00% Total Revenues $ 959,857 $ 910,000 $ 1,416,867 55.70% Expenditures Maintenance & Repair 660 - - 0.00% Utilities/Other Services 854,741 910,000 936,867 2.95% Insurance &Contract Supp. 283 - - 0.00% Other Expenditures 684 - - 0.00% Capital Improvements - - 480,000 100.00% Total Expenditures $ 856,367 $ 910,000 $ 1,416,867 55.70% 339 WATER PARK FUND Water Park Fund: The Water Park Fund is an Enterprise Fund, and contains the budget for Castaway Cove Water Park. The total budget for the Water Park is$2,269,653 which is an increase from the previous year of$744,720 or 48.84%.This increase is due to increased use of the Water Park as well as a transfer in from excess general fund reserves to help purchase a new attraction. Water Park Fund 2020-21 2021-22 2022-23 Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Change Revenues Service Charges 1,222,516 1,063,542 1,166,353 9.67% Misc. Revenues 557,011 461,391 528,300 14.50% Transfer In - - 575,000 100.00% Total Revenues $ 1,779,527 $ 1,524,933 $ 2,269,653 48.84% Expenditures Personnel Services $ 494,021 $ 548,891 $ 528,924 -3.64% Maintenance&Repair 51,442 - 45,934 100.00% Supplies 264,134 - 104,634 100.00% Utilities/Other Services 502,812 936,537 533,327 -43.05% Insurance&Contract Supp. 38,283 - 64,413 100.00% Other Expenditures 18,504 39,505 62,421 58.01% Capital Improvements 10,735 930,000 0.00% Total Expenditures $ 1,379,930 S 1,524,933 $ 2,269,653 48.84% Revenues by Source Expenditures by Use Service Charges 51% 23% Personnel Services Misc. Revenues 23% 23% Utilities/Other Services All Other - 25% 41% Capital Improvements 5% I Supplies 8% ■ All Other 340 WATER PARK FUND REVENUES Service Charges make up the majority of the Water Park Fund's revenue. This is driven primarily by admission sales. Miscellaneous Revenue reflects food and beverage sales at the Water Park as well as rentals and merchandise purchases. EXPENDITURES Personnel Services: Personnel costs include operational salaries for seasonal positions. This account decreased by$19,967, or 3.64%due to elimination of salaries for management personnel now being paid through a 3rd party contract. Maintenance &Repair:This category represents costs for repairs and maintenance previously budgeted through the management contract. Supplies:This category represents costs for supplies including chemicals needed for water treatment. These costs were previously budgeted through the contract. Utilities/Other Services:The proposed budget for this category decreased by$403,210 or 43.05%as costs that were previously paid through the contract are now reflected as direct expenditures. The remaining expenditures represent electricity, water, and telephone services needed to operate the park. Insurance&Contract Supp.:This represents the insurance costs that were previously budgeted through the contract. Capital Improvements:The proposed FY 2023 budget includes$930,000 for a new attraction which is being funded by park operations as well as a $575,000 transfer from excess General Fund reserves. PERSONNEL BY JOB TITLE Castaway Cove FY 2020-21 FY2021-22 FY2022-23 Cha e PY Office Manager 1.00 1.00 Admin&Accounting 1.00 1.00 1.00 - Group Sales Mgr. 1.00 1.00 Total 3.00 3.00 1.00 (2.00) *Other positions now funded through 3rd party contract 341 REGIONAL AIRPORT FUND MISSION The Aviation Division is divided into two Airports, Wichita Falls Regional Airport which is a Part 139 FAA and TSA regulated commercial airport, and the Kickapoo Downtown Airport which is a general aviation airport under TxDOT jurisdiction. The Airport Terminal is serviced by American Airlines through a subcontract with Envoy. The Airline offers four arrivals and four departures per day with service to Dallas-Fort Worth Airport for connections to other destinations. SERVICES PROVIDED • Four arrival and four departures per day with service to Dallas-Fort Worth Airport. • Support and collaborate with Sheppard Air Force Base. • Provide Casino Charters to increase revenue. FY2022 ACCOMPLISHMENTS • Continued and improved working relationship with relationship with planners for major carriers and charter operations. • Created and delivered successful marketing campaign. • Improved safety performance and overall house cleaning. CONTACT INFORMATION Jon Waltjen Airports Administrator 940-855-3623 jon.waltjen@wichitafallstx.gov 342 REGIONAL AIRPORT FUND GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE PERFORMANCE FY 2022 FY 2023 FY 2021 ACTUAL MEASURE ESTIMATE TARGET Continuing marketing the Airport and Restaurant to regional Updated adds and markets continue to monitor 100% 100% 100% through social Efficiently placement media, Deliver City advertising and Services and speaking Enhance the engagements. Wichita Falls Continuing Brand professional Deliver top of the development, line customer 100% 100% 100% and Customer Service of service Airport Staff. Continue to maintain Efficiently compliance Deliver City All regulations met 100% 100% 100% with FAA and Services and upheld TSA regulations. FY2023 HIGHLIGHTS Regional Airport Operations • Transfers Out: decreased $455,347 from the prior year as the FY 2022 budget included higher costs for debt service. Regional Airport FBO • Supplies: increased $192,339 from the prior year due to the increased cost of fuel. 343 REGIONAL AIRPORT FUND 344 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Regional Airport Operations Salaries-Supervision 44,308 50,880 50,568 Salaries-Clerical 27,352 40,155 56,219 Salaries-Operational 31,128 55,836 53,443 Pool Operational 3,460 58,400 40,000 Overtime 51 1,200 1,200 Terminal Pay 7,820 0 0 Stability Pay 2,420 2,420 2,420 Cell Phone Allowance 1,016 1,080 720 FICA 9,305 11,241 9,904 TMRS Retirement 15,449 19,110 17,574 TMRS Year-End Pension Adjust. 82,626 0 0 Year-End OPEB Adjustment (228) 0 0 Life Insurance Contribution 111 122 134 Disability Insurance Contrib 84 93 101 Health Insurance Contributions 8,676 7,468 14,232 Supplies-Minor Tools and Equip 2,577 2,300 1,200 Supplies-Office 1,425 2,000 1,500 Supplies-Janitorial 0 400 400 Supplies-Concession 375 1,500 1,500 Supplies-Clothing and Uniforms 800 2,500 1,500 Supplies-Other 3,378 3,600 3,600 Maint-PC Hardware 6,459 7,800 7,800 Maint-PC Software 0 86 100 Maint-Systems Software 85 0 0 Maint-Heating/Cooling Systems 0 3,200 3,200 Maint-Buildings 13,334 11,350 12,350 Maint-Airport 71,968 49,326 50,326 Maint-Other Buildings 5 0 0 Services-Telephone 3,158 4,026 4,383 Service-Wireless PhoneAircards 2,517 3,000 3,000 Services-Electricity 82,551 85,790 84,961 Services-Elec Airport Conces 3,310 4,000 4,000 Services-Gas 21,788 20,585 19,000 Services-Wtr/Sewer/Sanitation 6,175 5,748 6,039 345 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Regional Airport Operations Services-Cable TV 1,893 2,000 2,000 Services-Central Garage 8,198 10,496 18,671 Services-Bank 12,957 19,400 23,235 Services-Audit 10,735 8,800 0 Services-Other Professional 2,806 2,800 2,800 Services-Employee Physicals 754 612 663 Services-Advertising 7,000 11,000 11,000 Services-Binding/Printing 483 100 2,180 Services-Other Miscellaneous 821 1,000 1,000 Worker's Compensation 0 0 496 Unemployment Compensation 2,921 0 0 Insurance Expense 39,479 25,000 10,817 Travel Expenses 0 4,400 4,400 Education Registration 490 2,650 2,650 Lease Payments 625 641 2,200 Memberships 315 600 600 Boards/Local Meetings 0 250 250 Rent-Land/Structures 51,909 54,448 56,081 Public Relation/Promo 5,878 6,000 6,000 Postage/Freight 273 0 0 Matching Contributions 0 50,000 50,000 Administrative Overhead 141,064 132,819 121,838 Data Processing Services 14,452 18,117 19,908 Oper Transfer-Other 28,563 668,879 213,532 Depreciation Expense 1,531,302 0 0 Total Expenditures $2,316,398 $1,475,228 $1,001,694 346 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Regional Airport FBO Salaries-Clerical 4,993 31,583 28,110 Salaries-Operational 111,360 183,699 172,771 Overtime 4,038 0 3,000 FICA 8,774 15,842 10,282 TMRS Retirement 16,649 25,679 20,379 Life Insurance Contribution 129 172 164 Disability Insurance Contrib 97 128 125 Health Insurance Contributions 0 26,852 29,402 HSA Contributions-Employer 1,172 1,250 0 Supplies-Minor Tools and Equip 1,991 2,010 2,010 Supplies-Office 427 1,200 1,200 Supplies-Janitorial 9 500 500 Supplies-Concession 94 2,000 2,000 Supplies-Catering Food 0 1,200 1,200 Supplies-Botanical/Agriculture 0 500 500 Supplies-Clothing and Uniforms 1,490 3,000 3,000 Supplies-Personal Computers 836 0 0 Supplies-Kickapoo Fuel&Oil-CGS 308,581 311,227 503,566 Supplies-Radios 2,168 0 0 Supplies-Other 13,619 500 500 Maint-Machine/Tools/Implements 6 2,940 2,940 Maint-Radios 0 500 2,940 Maint-PC Hardware 1,186 1,000 1,000 Maint-Heating/Cooling Systems 630 1,500 2,000 Maint-Buildings 15,615 10,050 11,050 Maint-Airport 51,422 25,000 25,000 Maint-Other Buildings 11,955 9,000 9,000 Services-Telephone 3,624 2,500 1,552 Service-Wireless PhoneAircards 263 960 960 Services-Electricity 4,068 7,500 7,500 Services-Gas 0 2,000 0 Services-Wtr/Sewer/Sanitation 0 500 0 Services-Cable TV 165 700 986 Services-Central Garage 0 0 9,803 347 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Regional Airport FBO Services-Bank 14,504 10,000 15,000 Services-Other Professional 0 500 500 Services-Employee Physicals 0 500 0 Services-Advertising 151 1,500 1,500 Services-Binding/Printing 280 500 2,103 Services-Other Miscellaneous 0 1,000 1,000 Insurance Expense 0 22,603 10,817 Travel Expenses 0 700 700 Education Registration 640 1,000 1,000 Lease Payments 28,429 27,796 25,800 Public Relation/Promo 39 1,000 1,000 Other Improvements 22,765 0 0 Other Vehicles 73,533 0 0 Radios 6,960 0 0 Oper Transfer FA 73,533 0 0 Capital Asset Contra Expense (103,258) 0 0 Total Expenditures $682,937 $738,591 $912,860 348 KICKAPOO AIRPORT FUND MISSION The Kickapoo Downtown Airport has 38 City-owned and 30 privately owned hangars that currently house 90 based aircraft. The Airport is self-sufficient,and does not subsidize from the City's General Fund for offsets.The services at Kickapoo Airport include fueling and towing of aircraft, general maintenance of hangers, and mowing and upkeep of the Airfield. In 2021 the Airport has provided 62,414 gal of 100LL (Avgas) and 96,199 gal of Jet Fuel. The airport provides courtesy cars for transient customers.The Airport has seen an average of 10 transients and 30 home based Aircraft operating per day.This Airport uses all LED Airport Lighting. SERVICES PROVIDED • Fueling and towing of aircraft • Hangar/land leases • Airport maintenance • Courtesy cars for transient customers FY2021 ACCOMPLISHMENTS • Replaced courtesy cars to enhance customer experience • Continued professional development, and customer service of airport staff • Improved safety performance, and overall house cleaning CONTACT INFORMATION Jon Waltjen Airports Administrator 940-855-3623 jon.waltjen@wichitafallstx.gov 349 KICKAPOO AIRPORT FUND GOALS & PERFORMANCE MEASURES GOAL OBJECTIVE PERFORMANCE FY 2022 FY 2023 FY 2021 ACTUAL MEASURE ESTIMATE TARGET Replace Replace with mid-size 100% 100% 100% courtesy cars SUVs Continuing marketing the Efficiently Use social media, Airport and Deliver City advertising and services to Services and 100% 100% 100% speaking regional Enhance the engagements markets Wichita Falls Continuing Brand professional development, Cross train Lineman to 100% 100% 100% and Customer learn clerk duties Service of Airport Staff. GOALS & PERFORMANCE MEASURES • Personnel Services: decreased$53,588 from the prior year due to adjustments in lineman staffing costs less than anticipated. • Supplies: increased $137,400 from prior year due to the increased cost of fuel. • Other Expenditures: increased $48,588 from the prior year due to increased airport operational costs offset by increased rental revenue. 350 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Kickapoo Airport Operations Salaries-Supervision 29,539 29,387 33,712 Salaries-Operational 145,725 218,574 178,940 Pool Operational 57 0 0 Overtime 2,716 1,500 3,000 Terminal Pay 2,422 0 0 Stability Pay 2,420 2,558 1,348 Cell Phone Allowance 201 360 0 FICA 13,842 15,986 14,056 TMRS Retirement 27,436 35,357 30,454 TMRS Year-End Pension Adjust. (11,834) 0 0 Year-End OPEB Adjustment (2,226) 0 0 Life Insurance Contribution 210 222 241 Disability Insurance Contrib 158 166 183 Health Insurance Contributions 30,059 27,750 17,345 HSA Contributions-Employer 574 1,008 0 Supplies-Minor Tools and Equip 1,340 2,065 2,065 Supplies-Office 190 1,200 1,200 Supplies-Janitorial 36 500 500 Supplies-Concession 485 2,000 2,000 Supplies-Catering Food 0 1,200 1,200 Supplies-Botanical/Agriculture 600 1,000 1,000 Supplies-Clothing and Uniforms 1,557 3,544 3,544 Supplies-Kickapoo Fuel&Oil-CGS 191,405 428,197 565,597 Supplies-Kickapoo Maps/Pil-CGS 567 2,500 2,500 Supplies-Other 286 1,200 1,200 Maint-Machine/Tools/Implements 885 1,500 2,500 Maint-Radios 950 500 500 Maint-PC Hardware 3,035 1,800 1,800 Maint-Heating/Cooling Systems 0 1,500 1,500 Maint-Buildings 4,215 5,170 5,170 Maint-Airport 2,100 0 0 Maint-Other Buildings 16,539 6,000 10,000 Services-Telephone 5,088 8,008 6,814 Service-Wireless PhoneAircards 989 1,300 1,300 351 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Kickapoo Airport Operations Services-Electricity 12,920 13,901 13,306 Services-Elect Airport Hangar 10,376 10,000 10,000 Services-Gas 1,730 1,444 2,500 Services-Wtr/Sewer/Sanitation 3,184 2,374 2,769 Services-Central Garage 29,547 19,738 23,530 Services-Bank 92,989 28,337 43,617 Services-Audit 723 0 0 Services-Other Professional 207 1,000 1,000 Services-Employee Physicals 2,436 1,999 2,144 Services-Advertising 902 1,550 1,550 Services-Binding/Printing 24 50 1,818 Services-Other Miscellaneous 0 1,000 1,000 Worker's Compensation 364 0 121 Insurance Expense 20,076 23,000 10,817 Claims and Settlements 0 1,000 1,000 Travel Expenses 0 2,400 2,400 Education Registration 752 1,000 1,000 Lease Payments 1,855 1,818 1,818 Memberships 0 300 300 Boards/Local Meetings 0 300 300 Public Relation/Promo 595 1,000 1,000 Postage/Freight 242 0 0 Matching Contributions 0 50,000 50,000 Administrative Overhead 32,811 31,383 36,768 Data Processing Services 16,942 14,467 16,758 Budget Contingency 0 0 40,912 Oper Transfer-Other 14,252 0 0 Depreciation Expense 521,429 0 0 Total Expenditures $1,235,918 $1,010,113 $1,156,098 352 PUBLIC TRANSPORTATION MISSION Wichita Falls Transit System (FallsRide) total passenger trips saw a decrease from 268,000 the previous year to approximately 236,000 in 2021. This decrease was due to the COVID-19 Pandemic and the reduction of route availability with the Sheppard Air Force Base lock down and driver shortage for Saturday routes. FallsRide completed 538,000 revenue miles in delivering public transportation services at an average cost of $4.39 per revenue mile. The General Fund subsidy, however, due to CARES ACT funding along with funding from the American Recovery Act was not required. Passenger fares contributed to the revenue stream at an amount of $135,555.00. 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, Monday through Friday, and this service is subsidized through a partnership with MSU. A second service was added during 2016 to serve MSU's students that don't have their own transportation. This service, called the MESA route (Meals, Entertainment, Shopping, Activities), shuttles the students to area businesses that are outside their walking distance. MSU added an additional service for Dual Credit Students.This service transports High School Students to MSU for college credits while still in High School. MSU contributes approximately $98,000 annually for these services. 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 also 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 along with cancelled routes due to driver staffing shortages. SERVICES PROVIDED • Public Transportation • Local advertising sales • Grocery Cart Service • After Hours (Night Crawler) Service FY2022 ACCOMPLISHMENTS • Completion of the Administrative and Maintenance Repair Facility • Purchase of four(4) Replacement Buses that have reached their useful life CONTACT INFORMATION Jenny Stevens Public Transportation 940-761-7921 jenny.stevens@wichitafallstx.gov 353 PUBLIC TRANSPORTATION GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PERFORMANCE FY 2022 FY 2023 DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Replace units Updated units to Bus Replacement that have provide less Contract-Options 75% 100% reached useful down time for life maintenance Allow for ease of Purchase for delivery for large Forklift shipments at shipments of 25% 50% 100% new facility. parts and equipment Give passengers Improve an option to purchase purchase passes Kiosk for Electronic availability of via kiosk at 25% 50% 100% Fare passes at Central transfer Central bus point that are transfer point unable to get to Travel Center Locate areas that Begin placing shelters need to 10 shelters per be replaced and Bus Shelter Project year to replace begin replacing 50% 25% 50% dilapidated with all metal shelters pre-fabricated shelters Tractor for Allow for ease of delivery for large Facility Tractor mowing, shipments of 50% 75% 100% parking lot cleaning parts and equipment New facility for Admin/Maintenance Complete transportation, Facility Facility SHARP Lines, 100% 100% 100% DAV and MPO offices FY2023 HIGHLIGHTS Public Transportation • Supplies: increased $334,272 or 76%from prior year due to the increased cost of fuel. Public Transportation Capital • Utilities/Other Services: increased $200,000 over prior year due to design costs for Ohio Street Bridge to service travel center. • Capital Improvements: increased $625,000 from prior year due to an increase in the capital budget from one bus to two buses. 354 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Public Transportation Salaries-Supervision 48,323 52,186 53,994 Salaries-Operational 481,695 592,744 604,605 Pool Operational 40,988 118,581 118,581 Overtime 71,124 32,000 68,000 Terminal Pay 2,895 0 0 Stability Pay 10,645 7,428 6,821 Cell Phone Allowance 363 360 360 FICA 48,064 47,302 43,471 TMRS Retirement 95,594 120,900 97,817 TMRS Year-End Pension Adjust. (53,856) 0 0 Year-End OPEB Adjustment (3,837) 0 0 Life Insurance Contribution 663 742 780 Disability Insurance Contrib 501 552 551 Health Insurance Contributions 142,062 114,916 123,949 HSA Contributions-Employer 503 504 504 Supplies-Motor Vehicle 29,267 0 0 Supplies-Motor Vehicle Fuel 0 420,127 755,399 Supplies-Minor Furniture 21,215 5,000 5,000 Supplies-Office 1,734 2,000 2,000 Supplies-Medical/Drug 0 200 200 Supplies-Clothing and Uniforms 524 3,000 3,000 Supplies-Periodicals/Supplemts 0 3,000 3,000 Supplies-Personal Computers 0 4,000 3,000 Supplies-Other 1,646 800 800 Maint-Motor Vehicles (34) 0 0 Maint-Radios 139 0 0 Maint-Systems Software 27,275 0 0 Maint-Buildings 2,709 0 0 Services-Telephone 2,898 3,524 3,219 Service-Wireless PhoneAircards 674 720 720 Services-Electricity 8,540 25,000 25,000 Services-Gas 10,240 15,000 15,000 Services-Wtr/Sewer/Sanitation 1,361 4,000 1,317 Services-Bank 2,047 600 2,066 355 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Public Transportation Services-Audit 1,500 1,500 1,500 Services-Other Professional 47,972 80,000 80,000 Services-Employee Physicals 10,788 8,651 9,713 Services-Binding/Printing 47 200 785 Worker's Compensation 1,173 11,805 4,407 Unemployment Compensation 967 0 0 Insurance Expense 5,780 4,000 7,000 Claims and Settlements 0 2,000 2,000 General Liability Claims 10,414 36,000 36,000 Travel Expenses 0 2,600 2,600 Education Registration 0 500 500 Lease Payments 781 785 1,956 Memberships 359 450 450 Postage/Freight 339 200 200 Administrative Overhead 70,664 68,986 87,224 Data Processing Services 9,850 13,331 15,182 Depreciation Expense 201,074 0 0 Total Expenditures $1,357,667 $1,806,194 $2,188,671 356 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Public Transportation Capital Services-Other Professional 42,571 75,600 275,600 Budget Contingency 0 0 170,000 Other Improvements 0 85,000 90,000 Motor Vehicles 0 450,000 1,070,000 Total Expenditures $42,571 $610,600 $1,605,600 357 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Public Transp Preventive Salaries-Supervision 16,108 16,031 17,970 Maint Salaries-Operational 137,838 133,974 147,074 Overtime 17,913 5,000 0 Stability Pay 363 3,993 3,993 FICA 12,080 10,445 11,514 TMRS Retirement 28,489 25,521 27,392 Life Insurance Contribution 196 202 212 Disability Insurance Contrib 146 154 161 Health Insurance Contributions 36,025 41,894 49,301 Supplies-Motor Vehicle 18,269 200,000 200,000 Supplies-Motor Vehicle Fuel 255,055 0 0 Supplies-Other 995 0 0 Maint-Motor Vehicles 178,791 300,000 300,000 Maint-Radios 1,844 600 3,000 Maint-Systems Software 0 2,000 2,000 Maint-Central Garage 1,895 0 0 Total Expenditures $706,008 $739,814 $762,617 358 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Public Transportation Salaries-Supervision 51,980 51,603 57,594 Planning Salaries-Operational 12,490 0 0 Overtime 24 0 0 Stability Pay 847 847 380 FICA 4,717 3,756 4,056 TMRS Retirement 10,788 8,692 9,411 Life Insurance Contribution 86 69 75 Disability Insurance Contrib 65 53 58 Health Insurance Contributions 12,613 8,375 12,592 Maint-Systems Software 3,042 3,200 0 Total Expenditures $96,651 $76,595 $84,166 359 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Transit Hub Operations Salaries-Clerical 42,636 20,738 113,141 Salaries-Operational 146 72,977 0 Overtime 655 1,000 0 Stability Pay 0 138 0 FICA 3,267 8,700 2,098 TMRS Retirement 7,186 12,116 4,664 Life Insurance Contribution 58 58 38 Disability Insurance Contrib 44 45 29 Health Insurance Contributions 8,426 6,407 7,394 Supplies-Office 2,270 1,200 1,200 Supplies-Medical/Drug 0 60 60 Supplies-Physician 142 0 0 Supplies-Concession 223 700 700 Supplies-Clothing and Uniforms 177 500 500 Supplies-Personal Computers 0 1,000 1,000 Supplies-PC Software 230 0 0 Supplies-Other 1,717 1,700 1,500 Maint-PC Software 42 543 543 Maint-Buildings 3,308 9,000 9,000 Services-Telephone 2,346 3,933 3,558 Service-Wireless PhoneAircards 2,095 456 1,200 Services-Electricity 7,029 7,574 7,259 Services-Gas 1,965 1,834 2,607 Services-Wtr/Sewer/Sanitation 2,526 2,224 2,465 Services-Cable TV 0 1,183 1,183 Services-Bank 936 0 618 Services-Other Professional 396 2,000 2,000 Services-Binding/Printing 125 150 810 Lease Payments 810 810 810 Postage/Freight 230 200 200 Total Expenditures $88,986 $157,246 $164,577 360 Stormwater Utility Fund MISSION Reduce the potential for stormwater damage and protect citizen's health, safety, life, property, and the environment through preventative maintenance, education, planning and capital improvements. 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 the environmental management and storm water quality. • The Engineering Division is the floodplain management for the City while also overseeing the design and construction of drainage improvement projects. FY2022 ACCOMPLISHMENTS • Completed the annual MS4 permit renewal and plan. • Completed sweeping of 3,510 curb miles improving the quality of City streets and protecting stormwater exceeding MS4 permit requirements • Cleaned, maintained and mowed 97 detention ponds and over 500 miles of drainage improvements to ensure the drainage system functions • Completed the design of Phase I Quail Creek Drainage Improvement Project and 404 permitting requirements. • Completed the design and started construction of the Phase II Quail Creek Transfer Station Detention Basin CONTACT INFORMATION Teresa Rose, P.E., CFM Deputy Director of Public Works 940-761-7477 Teresa.rose@wichitafallstx.gov 361 Stormwater Utility Fund GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC PERFORMANCE FY 2022 FY 2023 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 2.0 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, 2 Public 2 Public realtors,and engineers 3.0 Efficiently Outreach Outreach to ensure proper Deliver City Floodplain Outreach protection and Services Events per Events per insurance for multiple Year Year homeowners 2.6 Enhance Reduce flooding within Focus on Long- Ensure 80%of the 2.0 Provide the City through Term Street and Stormwater Fee revenue is 88% 80%improvement Quality Utility applied to Drainage Master projects. Infrastructure Infrastructure Improvement Projects Needs FY2023 HIGHLIGHTS • Utilities/Other Services: increased $34,612 or 16%over the prior year due to increased cost for fleet services. • Capital Improvements: increased $4,311,500 from the prior year due to capital expenditures for Quail Creek Phase 1 and Rhea Road drainage improvement project. 362 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Storm Water Salaries-Supervision 31,368 31,287 34,346 Salaries-Operational 139,600 208,924 211,748 Overtime 10,549 500 10,000 Terminal Pay 0 400 0 Stability Pay 1,884 5,515 5,240 Cell Phone Allowance 363 360 360 FICA 13,902 17,874 18,549 TMRS Retirement 31,191 40,779 41,410 TMRS Year-End Pension Adjust. 51,297 0 0 Life Insurance Contribution 196 312 321 Disability Insurance Contrib 148 238 244 Health Insurance Contributions 38,992 44,205 51,518 HSA Contributions-Employer 743 1,008 1,008 Supplies-Minor Tools and Equip 0 13,100 13,100 Supplies-Minor Furniture 0 1,370 1,700 Supplies-Office 162 1,550 1,850 Supplies-Educational 0 100 100 Supplies-Personal Computers 0 750 0 Supplies-PC Software 0 132 0 Supplies-Other 390 1,580 1,580 Maint-PC Software 127 265 132 Maint-Storm Sewers 74,800 144,240 132,257 Maint-Other Improvements 20,190 23,500 24,200 Services-Telephone 86 303 142 Service-Wireless PhoneAircards 1,368 1,368 1,368 Services-Central Garage 211,214 207,448 229,221 Services-Other Professional 53,649 10,000 13,000 Services-Advertising 458 500 500 Services-Binding/Printing 0 0 10,000 Contract-Other Agencies 100 200 200 Travel Expenses 0 1,600 2,100 Education Registration 0 2,800 4,000 Memberships 295 405 405 Rent-Equipment 2,615 5,000 7,000 363 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Storm Water Postage/Freight 2,063 1,500 2,500 Bad Debt Expense 12,978 0 0 Land 235,197 0 0 Other Improvements 255,102 4,000,000 8,000,000 Instruments/Apparatus 16,000 0 1,500 Other Machinery and Equipment 0 0 310,000 Oper Transfer-Other 403,261 409,312 405,873 Oper Transfer FA 24,348 0 0 Depreciation Expense 410,608 0 0 Capital Asset Contra Expense (506,299) 0 0 Total Expenditures $1,538,944 $5,178,425 $9,537,472 364 FLEET MAINTENANCE MISSION We keep Wichita Falls moving Forward SERVICES PROVIDED • Provide fuel for City fleet and other outside agencies • Provide quality and timely repairs and maintenance for all divisions and contracted outside agencies. • Towing service • Roadside assistance • Infield services and repairs • Fire Apparatus Maintenance FY2022 ACCOMPLISHMENTS • Main shop work orders: 2,476 • Service Station Work Orders: 2,991 PM's 1,056 Repair's 1,935 • Service Truck Work Orders: 46 • Fire Shop Work Orders: 156 • Small Engine Shop Work Orders: 1,130 • Landfill Work Orders: 12 • Total number of Work orders from Oct 2021 to June 2022: 6,811 • Fuel From Service Station Total: 965,019.02 Gallon's Unleaded 411,548.62 Gallon's Diesel 553,470.40 • Fuel Truck deliveries 83,524.70 Gallon's Unleaded 9,321.30 Gallon's Diesel 74,203.40 • Fire Department tanks usage amount since Aug 2021 total: 12,230.45 Station 3 3,706.95 Station 8 6,440.32 Station 7 2,083.18 • 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 365 FLEET MAINTENANCE GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY Continue to provide quality Provide City Efficiently Deliver Make repairs in timely fashion to Service to our Services in a City Services reduce down time customers timely manner Move Moved fire Radio Facility Maintain Efficiently Deliver Maintenance shop in Improvements Infrastructure City Services Actual completed project to old transit to this shop shop as well. Contract with the County Tax Minimize wasted cost for office to do registrations Efficiently Deliver Reduce staff travel back and forth 3 hours> 2 hours> Vehicle City Services to Tax office registrations paid for and in-house never used Continue Fuel Contracts with Revenue Economic Wichita county Stream Development Track amounts of fuel sold and VFD's Look for other ways to gain contracts for Revenue Economic Capital generated repair of other stream Development entity fleet FY2023 HIGHLIGHTS • Capital Improvements: increased $316,704 or 17%over prior year due to one-time capital expenditures from excess general fund reserves of a Police Tactical SWAT Vehicle. • Insurance and Contract Support: increased $91,797 from prior year due to increased cost of worker's compensation. • Other Expenditures: increased $54,677 or 25%over prior year due to increased costs of administrative overhead. • Supplies: increased $2,149,195 or 69%over prior year due to the increased cost of fuel. 366 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Fleet Maintenance Salaries-Supervision 175,830 181,167 191,976 Salaries-Clerical 70,384 67,985 74,093 Salaries-Operational 1,170,524 1,295,380 1,302,179 Overtime 25,148 15,000 15,000 Terminal Pay 7,645 0 0 Stability Pay 32,286 32,562 31,627 Cell Phone Allowance 2,177 2,160 2,160 FICA 106,861 114,669 115,255 TMRS Retirement 243,000 261,654 260,019 TMRS Year-End Pension Adjust. (144,481) 0 0 Year-End OPEB Adjustment (7,708) 0 0 Life Insurance Contribution 1,883 1,983 2,022 Disability Insurance Contrib 1,422 1,511 1,524 Health Insurance Contributions 345,659 285,903 313,135 HSA Contributions-Employer 939 1,008 504 Supplies-Motor Vehicle 629,501 629,948 614,288 Supplies-Motor Vehicle Fuel 2,073,240 2,283,728 4,425,560 Supplies-Small Engine Equip 42,419 33,015 32,781 Supplies-Minor Tools and Equip 13,695 16,900 22,500 Supplies-Minor Furniture 116 229 340 Supplies-Office 2,419 6,150 6,475 Supplies-Medical/Drug 150 3,500 3,500 Supplies-Janitorial 0 100 125 Supplies-Clothing and Uniforms 9,371 14,125 14,289 Supplies-Periodicals/Supplemts 0 300 300 Supplies-Container 5,564 26,400 34,200 Supplies-PC Software 7,441 8,880 8,308 Supplies-Other 112,111 106,596 116,400 Maint-Motor Vehicles 1,977,229 1,953,796 1,953,799 Maint-Machine/Tools/Implements 1,087 14,300 14,400 Maint-Radios 0 730 730 Maint-Systems Hardware 0 500 500 Maint-PC Software 300 300 300 Maint-Systems Software 26,794 6,500 30,200 367 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Fleet Maintenance Maint-Heating/Cooling Systems 8,915 7,500 8,500 Maint-Reservoirs/Tanks 9,226 16,500 9,200 Maint-Buildings 6,159 9,940 13,940 Maint-Central Garage 9,282 14,672 16,022 Services-Telephone 2,680 4,974 5,065 Service-Wireless PhoneAircards 577 1,540 816 Services-Electricity 21,975 22,340 22,231 Services-Gas 10,244 7,797 12,000 Services-Wtr/Sewer/Sanitation 10,521 8,942 10,116 Services-Bank 7,061 7,945 7,558 Services-Audit 10,349 9,565 9,565 Services-Other Professional 1,166 50,000 1,206 Services-Employee Physicals 10,800 8,075 9,292 Services-Binding/Printing 1,110 100 1,475 Worker's Compensation 61,700 67,467 154,864 Unemployment Compensation 0 0 800 Insurance Expense 5,333 0 3,600 Bond Principal Payments 0 447,693 465,556 Bond Interest Payments 27,123 27,123 9,259 Travel Expenses 3,496 6,400 5,900 Education Registration 1,448 5,100 5,800 Lease Payments 1,473 1,475 1,475 Memberships 560 750 750 Postage/Freight 2,058 1,250 1,250 Administrative Overhead 162,262 165,200 208,291 Data Processing Services 20,011 36,881 48,267 Buildings 40,209 31,400 52,400 Motor Vehicles 1,438,446 1,845,314 2,150,015 Machines/Tools/Implements 9,728 33,000 23,003 PC Computer Equipment 0 1,000 0 Other Machinery and Equipment 0 0 2,000 Oper Transfer-General 312,000 312,000 312,000 Depreciation Expense 4,297,211 0 0 368 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Fleet Maintenance Capital Asset Contra Expense (1,488,383) 0 0 Total Expenditures $11,937,744 $10,518,922 $13,160,705 369 INFORMATION TECHNOLOGY 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. 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, 200 mobile devices, and 620 VOIP phones. • Perform and maintain data backups and disaster recovery plans for over 100 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. • Maintain a $6.6 million annual budget. FY2022 ACCOMPLISHMENTS • Replaced the Police Departments in-car and interview room video system. • Installed voice and data radio equipment in 22 new patrol vehicles. • Completed a Network Security Assessment. • Integrated the new Bus Maintenance facility into our City Business Network. • Replaced the voice recording system for the 911 Dispatch Center and Police Department. • Upgraded the Finance, HR, and Payroll systems, Munis and Executime. • Virtualized multiple servers. This decreased our overhead and physical footprint. • Performed annual server and network equipment and PC replacements. • Completed over 3,125 service calls. CONTACT INFORMATION Derek Brown IT and Facilities Administrator 940-761-7425 derek.brown@wichitafallstx.gov 370 INFORMATION TECHNOLOGY GOALS & PERFORMANCE MEASURES FY 2023 STRATEGIC STRATEGIC FY 2022 FY 2023 DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET GOAL GOAL STRATEGY 4.2 Reinforce a Helpdesk 4.0 Efficiently culture of Deliver City 3221 3060 2907 Tickets Created superior Services customer service Helpdesk 4.2 Reinforce a 4.0 Efficiently Average Tickets culture of Deliver City 13 12 11 Opened per superior Day Services customer service 4.0 Efficiently 4.2 Reinforce a Helpdesk culture of Deliver City 3125 3097 2878 Tickets Closed superior Services customer service FY2023 HIGHLIGHTS • Capital Improvements: increased $1,527,000 from prior year due to capital expenditures for public safety communication radio system hardware. • Maintenance& Repair: increased $452,369 from prior year due to the Increased costs of software maintenance including the software supporting the Public Safety voice radio system. • Supplies: increased $31,434 or 18%from prior year due to the increased cost of replacement computers. • Utilities/Other Services: increased $122,977 or 61%from prior year due to increased costs for telephone and wireless services. 371 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Information Systems Salaries-Supervision 140,666 159,506 167,481 Salaries-Operational 692,948 853,074 901,725 Overtime 1,450 0 2,000 Terminal Pay 2,631 0 0 Stability Pay 12,789 13,723 12,925 Cell Phone Allowance 726 720 720 FICA 62,135 74,790 71,664 TMRS Retirement 140,343 169,204 159,388 TMRS Year-End Pension Adjust. (37,893) 0 0 Year-End OPEB Adjustment (3,444) 0 0 Life Insurance Contribution 1,108 1,257 1,238 Disability Insurance Contrib 836 953 940 Health Insurance Contributions 130,287 127,477 132,826 HSA Contributions-Employer 4,408 4,587 3,699 Supplies-Minor Tools and Equip 2,190 4,530 4,530 Supplies-Minor Furniture 119 1,012 1,012 Supplies-Office 10,664 13,600 8,050 Supplies-Mechanical 85 500 500 Supplies-Personal Computers (3,040) 103,176 135,120 Supplies-System Software 87,733 0 0 Supplies-PC Software 34,367 46,050 51,090 Supplies-Other 1,679 8,700 8,700 Maint-Motor Vehicles 6,233 11,200 14,500 Maint-Radios 35,728 30,000 40,000 Maint-PC Hardware 16,438 34,500 34,500 Maint-Systems Hardware 44,446 104,450 151,490 Maint-PC Software 79,039 116,316 110,924 Maint-Systems Software 560,262 796,641 1,194,062 Maint-Other Equipment 1,620 1,645 1,645 Services-Telephone 84,934 75,088 149,141 Service-Wireless PhoneAircards 139,260 105,619 146,544 Services-Gas 628 622 1,907 Services-Central Garage 3,795 4,835 7,607 Services-Employee Physicals 690 377 607 372 EXPENDITURE BY ACCOUNT Department Expenditure by Account FY 2021 Actual FY 2022 Budget FY 2023 Budget Information Systems Services-Binding/Printing 271 1,000 1,000 Services-Subcontractors 5,191 12,825 16,537 Insurance Expense 15 0 0 Travel Expenses 1,141 12,200 12,200 Education Registration 5,853 11,575 11,125 Memberships 0 524 524 Postage/Freight 1,892 1,000 1,000 Other System Improvements 749,376 0 0 PC Computer Equipment 181,251 445,154 1,296,154 Radios 0 0 676,000 Depreciation Expense 781,672 0 0 Capital Asset Contra Expense (930,626) 0 0 Total Expenditures $3,051,891 $3,348,430 $5,531,075 373 ��4[a 54 TEXAS Capital Improvement Plan 374 CAPITAL IMPROVEMENT PROGRAM TEXASAk. 4/44 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 375 City of Wichita Falls, Texas Summary of All Capital Projects WIC4iT;ya From FY 2023 through FY 2027 TEXAS Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs Buildings&General Facilities $ 3,689,465 $ 7,000,000 $ 1,300,000 $ - $ - $ 11,989,465 Health 29,685 - - - - 29,685 Public Safety 2,496,615 - - - - 2,496,615 Information Technology 2,305,354 1,636,854 2,140,854 530,854 510,854 7,124,770 Parks and Recreation 2,841,867 14,429,691 4,834,519 9,882,354 6,000,000 37,988,431 Fleet Replacements 2,227,418 4,862,143 6,186,319 5,939,145 5,964,283 25,179,308 Airports - 12,243,076 3,250,000 3,250,000 3,000,000 21,743,076 Transit System 1,160,000 2,901,340 250,000 4,675,000 100,000 9,086,340 Traffic 1,041,014 1,606,629 1,356,629 606,629 606,629 5,217,530 Streets 4,655,860 4,840,000 2,530,000 2,530,000 2,530,000 17,085,860 Water&Sewer 8,834,200 26,468,000 12,435,000 6,800,000 6,795,000 61,332,200 Sanitation 5,055,123 3,608,939 7,303,957 4,406,825 4,667,406 25,042,250 Stormwater 8,311,500 4,200,000 2,300,000 3,060,000 3,000,000 20,871,500 MPEC 4,520,000 2,165,000 - - - 6,685,000 Total Project Costs $ 47,168,101 $ 85,961,672 $ 43,887,278 $ 41,680,807 $ 33,174,172 $ 251,872,030 Sources of Funding General Operating Funds $ 3,342,225 $ 6,506,629 $ 3,436,629 $ 3,136,629 $ 3,136,629 $ 19,558,741 General Fund (One-time) 7,489,999 - - - - 7,489,999 Information Tech. Oper. Funds 714,104 1,636,854 2,140,854 530,854 510,854 5,533,520 Information Tech Fund (One-time) 1,416,250 - - - - 1,416,250 Fleet Operating Funds 2,884,033 4,862,143 6,186,319 5,939,145 5,964,283 25,835,923 Sanitation Operating Funds 3,125,836 3,608,939 3,303,957 4,406,825 4,667,406 19,112,963 Sanitation Fund (One-time) 1,929,287 - - - - 1,929,287 Water/Sewer Operating Funds 8,834,200 7,118,000 10,885,000 6,800,000 6,795,000 40,432,200 Stormwater Operating Funds 2,644,028 4,200,000 2,300,000 3,060,000 3,000,000 15,204,028 Stormwater Fund (One-time) 5,667,472 - - - - 5,667,472 Water Park Operating Funds 355,000 - - - - 355,000 ARPA Grant Program 5,518,800 11,800,000 3,300,000 - - 20,618,800 Federal Grant Funds 2,660,000 16,414,416 3,500,000 7,925,000 3,100,000 33,599,416 Venue Tax 381,000 715,000 - - - 1,096,000 Golf Course Fund 205,867 - - - - 205,867 Cemetery Perpetual Care Fund - 900,000 350,000 - - 1,250,000 Undetermined Funding Source - 28,199,691 8,484,519 9,882,354 6,000,000 52,566,564 Total Sources of Funding $ 47,168,101 $ 85,961,672 $ 43,887,278 $ 41,680,807 $ 33,174,172 $ 251,872,030 Combined 5 Year Estimated Funding Sources 0.44% 6.63% 0.50% .Operating Revenue I ■Undetermined Funds `, 50.03% •Grants •One-time Funds . •Venue Tax Revenue Bonds •Cemetery Perpetual Funds 376 Building and General Facilities Capital Improvements -�• ,�'!r FY 2023 through FY 2027 7-Ahc. 4iLL TEXAS 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. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 3,689,465 $ 7,000,000 $ 1,300,000 $ - $ - $ 11,989,465 Sources of Funding: General Fund: Operations $ 665,665 $ 1,000,000 $ 300,000 $ - $ - $ 1,965,665 General Fund: One-time 350,000 - - - - 350,000 ARPA Grant Program 2,673,800 6,000,000 1,000,000 - - 9,673,800 Total $ 3,689,465 $ 7,000,000 $ 1,300,000 $ - $ - $ 11,989,465 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 - $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 377 A/X. Health FY 2023 through FY 2027 4i ors reins Projects related to the operation of various health departments, including health administration, animal services, nursing, environmental health and water pollution lab. Most of the these projects are funded through operating revenues from the General Fund Projected Financial Plan I FY 2023 FY 2024 I FY 2025 FY 2026 I FY 2027 Total Project Costs $ 29,685 $ - $ - $ - $ - $ 29,685 Sources of Funding: General Fund: Operations $ 29,685 $ - $ - $ - $ - $ 29,685 Total $ 29,685 $ - $ - $ - $ - $ 29,685 5 Year Expenditure Trend $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 378 Public Safety (Police & Fire) FY 2023 through FY 2027 ;c4 5lr i E X A s i This section of the CIP relates to projects to improve public safety equipment, specifically in the Police Department and Fire Department. Projected Financial Plan I FY 2023 FY 2024 I FY 2025 FY 2026 I FY 2027 Total Project Costs $2,496,615 $ - $ - $ - $ - $ 2,496,615 Sources of Funding: Federal and State Grants $ 1,500,000 $ 1,500,000 General Fund: One-time funds 340,000 340,000 Fleet Operating Fund 656,615 656,615 Total $2,496,615 $ - $ - $ - $ - $ 2,496,615 5 Year Expenditure Trend $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 379 Information Technology Capital Improvements -�• —,�'!r FY 2023 through FY 2027 7-Ahc4/4--,‘ TEXAS 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 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 2,305,354 $ 1,636,854 $ 2,140,854 $ 530,854 $ 510,854 $ 7,124,770 Sources of Funding: IT Operating Funds $ 2,130,354 $ 1,636,854 $ 2,140,854 $ 530,854 $ 510,854 $ 6,949,770 ARPA Grant Program 175,000 - - - - 175,000 Total $ 2,305,354 $ 1,636,854 $ 2,140,854 $ 530,854 $ 510,854 $ 7,124,770 5 Year Expenditure Trend $2,500,000 - $2,000,000 $1,500,000 $1,000,000 $500,000 $ FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 380 TEXAS—FI%khe' 4—i4 Parks & Recreation Undetermined -r FY 2023 through FY 2027 Funding: $29.3M This section of the CIP includes projects for the Parks System, Library, and Recreation. Several of the Parks Projects identified in this section will require approval of additional funding sources such as a General City Bond Issuance, 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 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 2,841,867 $ 14,429,691 $ 4,834,519 $ 9,882,354 $ 6,000,000 $ 37,988,431 Sources of Funding: General Fund - Operating $ - $ 60,000 $ - $ - $ - $ 60,000 General Fund - One Time 1,411,000 - - - - 1,411,000 Water Park Operating Funds 355,000 - - - - 355,000 Golf Course Operating Funds 205,867 - - - - 205,867 ARPA Grant Program 870,000 3,300,000 - - - 4,170,000 Federal Grants - 1,270,000 - - - 1,270,000 Cemetary Perpetual Care Fund - 900,000 350,000 - - 1,250,000 Undetermined Funding Source - 8,899,691 4,484,519 9,882,354 6,000,000 29,266,564 Total $ 2,841,867 $ 14,429,691 $4,834,519 $ 9,882,354 $ 6,000,000 $ 37,988,431 5 Year Expenditure Trend $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 - $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 381 Fleet Maintenance FY 2023 through FY 2027 (CIF4 ! I E X A S 74r This section of the CIP provides for replacement of the City's fleet. Annual operating funds are sufficient to finance this level of funding for fleet replacements. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $3,224,033 $4,862,143 $6,186,319 $5,939,145 $5,964,283 $ 26,175,923 Sources of Funding: Fleet Operating Funds $2,884,033 $1,495,918 $2,246,918 $2,416,918 $2,312,918 $ 11,356,705 Sanitation Operating Funds - 2,891,409 2,939,401 2,522,227 2,651,365 11,004,402 General Operating Funds 996,615 474,816 1,000,000 1,000,000 1,000,000 4,471,431 Total $3,880,648 $4,862,143 $6,186,319 $5,939,145 $5,964,283 $ 26,832,538 5 Year Expenditure Trend $7,000,000 $6,000,000 $5,000,000 $4,000,000 - $3,000,000 $2,000,000 $1,000,000 $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 382 Airports FY 2023 through FY 2027 \—FI%A)'c' �l�a ! TEXAS�r1S 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 commerical airport terminal and various other improvements have been made to the general aviation airport in recent years. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $2,243,076 $ 10,000,000 $3,250,000 $3,250,000 $3,000,000 $ 21,743,076 Sources of Funding: Federal Grants $2,243,076 $ 7,500,000 $2,750,000 $2,750,000 $2,650,000 $ 17,893,076 Airport Operating Funds - 2,500,000 500,000 500,000 350,000 3,850,000 Total $2,243,076 $ 10,000,000 $3,250,000 $3,250,000 $3,000,000 $ 21,743,076 5 Year Expenditure Trend $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 ■ ■ ■ FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 383 Transit FY 2023 through FY 2027 ;�4 51( TEXAS This section of the CIP principally includes replacement of buses for the Wichita Falls Transit System,transit van and vehicle replacements.This CIP also includes a kiosk for the electronic fare system,and the Bus Shelter Replacement project that will incorporate shelters to be replaced each year at $7,500 per shelter. Projected Financial Plan I FY 2023 FY 2024 I FY 2025 FY 2026 I FY 2027 Total Project Costs $ 1,160,000 $2,901,340 $ 250,000 $4,675,000 $ 100,000 $ 9,086,340 Sources of Funding: Federal and State Grants $ 1,070,000 $2,071,072 $ 40,000 $4,050,000 $ 38,000 $ 7,269,072 Transit Operating Funds 90,000 830,268 210,000 625,000 62,000 1,817,268 Total $ 1,160,000 $2,901,340 $ 250,000 $4,675,000 $ 100,000 $ 9,086,340 5 Year Expenditure Trend $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $ 500,000 $500,000 $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 384 Traffic -�• —,�'!r FY 2023 through FY 2027 7-Ahc4/4--,‘ TEXAS This section of the CIP outlines projects related to annual improvements to the Traffic Control and Street Light Systems. Funds are budgeted annually in the General Operating Budget for the Traffic Control and Street Lighting Systems. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 1,041,014 $ 1,606,629 $ 1,356,629 $ 606,629 $ 606,629 $ 5,217,530 Sources of Funding: General Fund: Operations $ 791,014 $ 606,629 $ 606,629 $ 606,629 $ 606,629 $ 3,217,530 ARPA Grant Program 250,000 1,000,000 750,000 - - 2,000,000 Total $ 1,041,014 $ 1,606,629 $ 1,356,629 $ 606,629 $ 606,629 $ 5,217,530 5 Year Expenditure Trend $1,800,000 - $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $200,000 $200,000 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 385 Street Maintenance -�• —,�'!r FY 2023 through FY 2027 7A),C4/LL TEXAS This section of the CIP includes both annual overlay projects and reconstruction of various street systems. Funding for$2.4 million in annual overlay program is included in the General Operating Budget. Funding for reconstruction is also included in the General Fund. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 4,655,860 $ 4,840,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 17,085,860 Sources of Funding: General Fund: Operations $ 4,655,860 $ 4,840,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 17,085,860 Total $ 4,655,860 $ 4,840,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 17,085,860 5 Year Expenditure Trend $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 386 Water Distribution Undetermined -�• FY 2023 through FY 2027 Funding: $6.0M TEXAS7Ahe. 4/4 a This section of the CIP includes major improvements to the City's water distribution system. Nearly all of the repairs and improvements to the system are funded through the Water&Sewer annual operating budget. However, some 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 may be required. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 2,270,000 $ 9,230,000 $ 3,230,000 $ 3,230,000 $ 3,230,000 $ 21,190,000 Sources of Funding: Water&Sewer Operating Funds $ 2,270,000 $ 3,230,000 $ 3,230,000 $ 3,230,000 $ 3,230,000 $ 15,190,000 Undetermined Funding Source - 6,000,000 - - - 6,000,000 Total $ 2,270,000 $ 9,230,000 $ 3,230,000 $ 3,230,000 $ 3,230,000 $ 21,190,000 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 $ ,000,000 . ■ $1,000,000 $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 387 Water Purification FY 2023 through FY 2027 Undetermined Funding: $13.3M �C l4 a I E X A S This section of the CIP includes major improvements to the City's water treatment system. Nearly all of the repairs and improvements to the system are funded through the Water&Sewer annual operating budget. However, some of these projects, such as the Jasper Operator Booth rehabilitation, 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 may be required. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $2,619,500 $ 13,885,000 $2,560,000 $ 560,000 $ 560,000 $ 20,184,500 Sources of Funding: Water&Sewer Operating Funds $1,119,500 $ 2,085,000 $2,560,000 $ 560,000 $ 560,000 $ 6,884,500 Undetermined Funding Source - 13,300,000 - - - $ 13,300,000 Total $1,119,500 $ 15,385,000 $2,560,000 $ 560,000 $ 560,000 $ 20,184,500 5 Year Expenditure Trend $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 - $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 388 Water Source of Supply -+- —,�'!r FY 2023 through FY 2027 7-Ahc4/4--,‘ l�f4S TEXAS This section of the CIP includes major improvements to the City's water supply system. Nearly all of the repairs and improvements to the system are funded through the Water&Sewer annual operating budget. However, some 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 may be required. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 1,000,000 $ 1,150,000 $ 2,500,000 $ 1,000,000 $ 1,000,000 $ 6,650,000 Sources of Funding: Water&Sewer Operating Funds $ 1,000,000 $ 1,150,000 $ 2,500,000 $ 1,000,000 $ 1,000,000 $ 6,650,000 Total $ 1,000,000 $ 1,150,000 $ 2,500,000 $ 1,000,000 $ 1,000,000 $ 6,650,000 5 Year Expenditure Trend $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 389 Wastewater Treatment -�• ,�'!r FY 2023 through FY 2027 7-Ahc. 4iLL TEXAS 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 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 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 850,000 $ 532,500 $ 1,950,000 $ 400,000 $ 400,000 $ 4,132,500 Sources of Funding: Water&Sewer Operating Funds $ 850,000 $ 482,500 $ 400,000 $ 400,000 $ 400,000 $ 2,532,500 ARPA Grant Program - 50,000 1,550,000 - - 1,600,000 Total $ 850,000 $ 532,500 $ 1,950,000 $ 400,000 $ 400,000 $ 4,132,500 5 Year Expenditure Trend $2,500,000 - $2,000,000 $1,500,000 $1,000,000 $500,0 0 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 390 Wastewater Collection -�• —LL ,�'!r FY 2023 through FY 2027 TEXAS7-Ahc4/ ,‘ This section of the CIP includes projects that improve the City's wastewater collection 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 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 2,094,700 $ 1,670,500 $ 2,195,000 $ 1,610,000 $ 1,605,000 $ 9,175,200 Sources of Funding: Water&Sewer Operating Funds $ 2,094,700 $ 1,670,500 $ 2,195,000 $ 1,610,000 $ 1,605,000 $ 9,175,200 Total $ 2,094,700 $ 1,670,500 $ 2,195,000 $ 1,610,000 $ 1,605,000 $ 9,175,200 5 Year Expenditure Trend $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 391 Sanitation7Ah Undetermined -�• —LL ,�'!r FY 2023 through FY 2027 Funding: $4.0M e4/ TEXAS 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 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 5,055,123 $ 3,608,939 $ 7,303,957 $ 4,406,825 $ 4,667,406 $ 25,042,250 Sources of Funding: Sanitation Operating Funds $ 4,055,123 $ 3,608,939 $ 3,303,957 $ 4,406,825 $ 4,667,406 $ 20,042,250 General Fund: One Time 1,000,000 - - - - 1,000,000 Undetermined Funding Source - - 4,000,000 - - 4,000,000 Total $ 5,055,123 $ 3,608,939 $ 7,303,957 $ 4,406,825 $ 4,667,406 $ 25,042,250 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 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 392 Stormwater -�• , '!r FY 2023 through FY 2027 7A)te. LLei TEXAS In the 2009-10 budget, funds were included to hire a consultant to prepare a Master Drainage Plan for the City. This plan 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 projects costs should be expended. The projects listed in this CIP should be accomplished with existing revenue sources from the Stormwater Utility Fund, and one time funds. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 8,311,500 $ 4,200,000 $ 2,300,000 $ 3,060,000 $ 3,000,000 $ 20,871,500 Sources of Funding: Stormwater Operating Funds $ 8,311,500 $ 4,200,000 $ 2,300,000 $ 3,060,000 $ 3,000,000 $ 20,871,500 Total $ 8,311,500 $ 4,200,000 $ 2,300,000 $ 3,060,000 $ 3,000,000 $ 20,871,500 5 Year Expenditure Trend $9,000,000 - $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $ ,000,000 $1,000,000 $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 393 MPEC -�• LL , '!r FY 2023 through FY 2027 71)te. 4l der !A S TEXAS Improvements in this section are related to facility improvements at the Multi-Purpose Events Center and Memorial Auditorium. Projected Financial Plan FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total Project Costs $ 4,520,000 $ 2,165,000 $ - $ - $ - $ 6,685,000 Sources of Funding: Venue Tax& Federal Grants $ 381,000 $ 715,000 $ - $ - $ - $ 1,096,000 ARPA Grant Program 1,550,000 1,450,000 - - - 3,000,000 General Fund: One Time 2,589,000 - - - - 2,589,000 Total $ 4,520,000 $ 2,165,000 $ - $ - $ - $ 6,685,000 5 Year Expenditure Trend $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 394 �ki/•C4/4 a TEXAS Glossary 395 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. 396 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 397 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. 398 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. 399 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. 400 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". 401 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. 402 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 403 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 404 City of Wichita Falls Notice of Public Hearing Notice is hereby given that the City of Wichita Falls City Council will conduct a public hearing on the proposed Fiscal Year 2022-2023 Annual Budget at a regular meeting on August 16, 2022, at 8:30 a.m. in the City Council Chambers located at 1300 7th Street, Wichita Falls, TX. This budget will raise more total property taxes than last year's budget by $1,448,300, which is a 3.49 percent increase, and of that amount $649,442 is tax revenue to be raised from new property added to the tax roll this year. The public is encouraged to attend the public hearing,and will be given an opportunity to be heard on any item contained in the proposed budget. Wheelchair or handicapped accessibility to the meeting is possible by using the handicapped parking spaces and ramp located off the east parking lot on the 6th Street entrance nearest the Council chambers. There are additional handicapped parking spaces and ramp on 7th Street at the main building entrance. Interpreters or any other special needs will be provided to any person requesting a special service with at least 24-hour notice. Please call the City Clerk's Office at 761-7409 for assistance. Wireless Listening System devices are available at the City Manager's reception area or you may call 761-7404 for inquiries. A copy of the proposed budget is available for viewing during normal business hours at the City Clerk's Office, 1300 7th Street, Room 104, and is also located on the City's website at kv w.wichitafallstx.gov. CERTIFICATION I certify that the above notice of meeting was posted on the bulletin board at Memorial Auditorium, Wichita Falls, Texas on the 5th day of August, 2022 at 9:30 o'clock a.m. / /aL ' r City Clerk Times Record News 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 2022-2023 Annual Budget at a regular meeting STATE OF WISCONSIN, COUNTY OF BROWN on August 16, 2022, of 8:30 a.m. in the City Council Chambers located at 1300 7th On this August 5,2022 AD, personally appeared before me Street, Wichita Falls, TX. 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 $1,448,300, which is a 3.49 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 $649,442is tax revenue to oe raised 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 08/05/2022 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 andZm to fore me on August 5, 2022 capped accessibility to the meeting is possible by using the handicapped parking r spaces and ramp located off Legal Clerk the east parking lot on the 6th Street entrance nearest the A-I511— Council chambers. There ore additional handicapped park- ing spaces and ramp on 7th Street at the main building Notary ) c. .of WI, County of Brown entrance. Interpreters or any other special needs will be provided to any person re- /1� /1 questing a special service ��}� / with at least 24-hour notice. C/�J O 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. S H E L LY H 4 R A A copy of the proposed budg- Notary Public et is available for viewing j during normal business hours VV. n State of ' at the City Clerk's Office, _,r,,R ....—• 1300 7th Street, Room 104, and is also located on the Cit- y's website at www.wichitafal Istx.gov, Publication Cost:$330.13 Ad No: 0005363012 Customer No: 1237516 PO#: August 16, 2022 #of Affidavits 1 This is not an invoice Times Record News PART Of THE USA TODAY NETWORK PROOF OF PUBLICATION CITY OF WICHITA FALLS PO BOX 1431 WICHITA FALLS, TX 76307 ATTN STATE OF WISCONSIN,COUNTY OF BROWN: On this AUGUST 26TH, 2022 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 (I) issues hereof on the following date: AUGUST 26th,2022 Subscribed and sworn to before me on August 26th, 2022 —s .--7, Legal Clerk /f-1- - ///742.------\ otary •ublic, St- - .f Iscony,County of Brown S.I,'3 My commission expires NANCY HEYRMAN Notary Public State of Wisconsin Publication Cost:$1,540.10 Ad No: GCI0931780 Customer No: 316837 PO#: PUBLIC NOTICE Email Address Publication Date rurbach@localiq.com 8/26/2022 Ad Number GCI0931780 Publication Wichita Falls Times Record News Market Wichita Falls Delivery Method Email Number of Affidavits Needed one Customer Name City of Wichita Falls Custorner Phone Number 940-761-7409 Customer Address PO Box 1431 Wichita Falls, TX 76307 Account Number (If Known) 316837 Customer Email marie.balthrop@wichitafallstx.gov Your Name Rose Urbach NOTICE OF PUBLIC HEARING ON TAX INCREASE A tax rate of$0.694321 per$100 valuation has been proposed by the governing body of City of Wichita l^alls. PROPOSED TAX RATE $0.694321 per$100 NO-NEW-REVENUE TAX RATE $0.675652 per$100 VOTER-APPROVAL TAX RATE $0.719697 per$100 The no-new-revenue tax rate is the tax rate for the 2022 tax year that will raise the same amount of property tax revenue for City of Wichita Falls from the same properties in both the 2021 tax year and the 2022 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 2022 tax year. A PUBLIC HEARING ON THE PROPOSED TAX RATE WILL BE HELD ON September 6,2022 AT 8:30 AM AT City 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 City of Wichita Falls 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: Stephen Santellana Bobby Whiteley Michael Smith Larry Nelson Jeff Browning Tim Brewer Steve Jackson AGAINST the proposal: PRESENT and not voting: ABSENT: Visit Texas.gov/PropertyTaxes to find a link to your local property tax database on which you can easily access information regarding your property taxes, including information about proposed tax rates and scheduled public hearings of each entity that taxes your property. 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. 2021 2022 Change Total tax rate(per $0.760928 $0.694321 decrease of-0.066607,or $100 of value) -8.75% Average homestead $149,044 $167,264 increase of 18,220,or taxable value 12.22% Tax on average $1,134.12 $1,161.35 increase of 27.23,or homestead 2.40% Total tax levy on all $43,560,337 $45,081,063 increase of 1,520,726,or properties 3.49% For assistance with tax calculations,please contact the tax assessor for City of Wichita Falls at 9407617462 or visit www.wichitafallstx.gov for more information. Ws•GCI09J1/0P 01 TIM F SP FCORONEWS.COM I FRIDAY,AUCUSI 26,7022 198 C iassifieds re Adwn...wet da ssltieds.timesremrdnews.com 1 C lot:ee,P m.<elude O.1HS 1 Ch+::flMaFmtd rae.ter6sd.Nllmrsrrtordn.we rem 1 Hance M.nday•Feld.y 9:o02m-s OO. A s-a-Nw.a r.ara 0Apso%w atrWitee d.01.r2 reps 48461.0,d.e.wMM►..O►AA..{Irfttur.MsAr.nP4.nen 1leeowir rw.o eed4nea+..2M1:'r,,,Td0.Ty..Awxe r U.nhr..I..41.1 01Jll,.rrml retee". we*w aweela,e al M nay IlabLier..Oleic b o1,,ed ere*eel Aealk..saoe Iw wr..Me rant laew2 Nrenawl eat ho irate N ens hn.neran*kat.NMY,Mee..wrM'Mw 4w1142M Man enwlM,e.1a Ale reibe.011 AN ea*.a...S an of aedM_ • Gi .I" Real Estate Nell Estate NOTICE OF PUBLIC HEARING V Homes,► =Iv t+t f,1 E 3Ir ' E2I12«r I.1.L ON TAX INCREASE Apliiililid fiiYili iMOW AlPiadmmeMijaesid A tax rot:ofSI.694121 per SIMI VAlua,o,bat hetet prep,wed by the govt..g h,dy of Fonlevic*Isle Sale 1144 Cm, City of Wallas fall. 3417 B Plc. .a .Frya17. ,mau Inlale 11Rnr11A scl al.Sun IN Ilan. 0..,vnehee I Or.Cm• PROI'OUEO'MX RATE SO 641121 po SIGO t"MN.w k tans.W<a me.He Pe".HOW. lemma, tails.r.e ...mt. 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PUBLIC AUCTION Of CEP. nor pre ii.F.1 u p.gt tarn than dw,.31.1 rnuwu Lea rac 21..x.t el dal Cpv e.berm.took wart. wnMel TAIN OIL AND OAS Aff ETS of lWeh,l.Fdll nbpwtv,nog In nw'n.;:c ingwtl)'in.t.for lhr l'122 La S'eJ a..i<ww+.Prb"a n . .m•,,,a an bernrol la Gmwa,o.vr,Rm.n,.n.m. vaa, d w.u''''''on n mare ory„rtWR inrncr, Dar Pw.ard xr<r.vn M A MINI b'1R�rNiN(i ON Till PROPOSED TAX RATE N'IIl.BP lIF2 U ON aan a.m.. umlbnmlt. i Ile Cate He .Stptsm,ba 6.2022 Al s 10.AM AT City Hall,110117d,Suva.WSeh1w F.d11.Teas. WY We.. drnr.mmo.w enc.-13100 BP,nu,re- 7M1 Inl rotten own ate oval for an Ad...t Me 10Ito--wooOr vain., antler.or ter low wl wit,was xreew�nan.,r«..err .no br ltn ee<wvrr. the prop.red Vs rick n,vet poi,than dis',vter atyw,d bs tar A.a null.ra! �;:;,%.,Pone•.Ia,,`n,i a•,,�• IWiLhn,Fa11r et POI falvntd to hldw tle,nue at%huh Sera,may r<I Pets ' ,aaJ ' „,,,,,.:Huns,„„,,„„,, Yof<tM etrf`N�meo R.oi oil knerveleel ore.,.LSC N.pr.tl la Nit 11. 0tc.you tu.tyt%pH,)wnupp.Nl lwrr opptolune lo de. a1'N. burr• d:.euant,adverb.d.n ern t'EorrvrNrrI prapn,.d us 44t by caxhn,Ilk tn.mlent a lh,City of\Vwhu Ellisnf lilt of evna tourl ...I`.G1 Wichlte Cwn.r-4rw u arHeI WStfi, lolls al like dims n,11au.nd1ng du(whin huonng nMaronvi abuse `��` 0 - • tnl..uM.nu, Y011R TAXES OWED UNDER ANT OFTllli RAMS MENTR)M:I)AROVE CAN Vi,cuilo old Here.*Conn ay •, , ,le.-EaPrnel Lel l Hue Ill rAIfPLAI En At MI IIIWC. i4i�iiR i'iWd GnmansnNMe dP.w,axe -v0,,al m.rnw.<.,c<n.e• R^p,ell,ll.a,nonle Iles Mel A Ilets,421:1ut'or your woperly%Ifdl IWlvl-le% fWlell-1.v v.e.•Mr obove.er<,eked x<,W�Je Op ]�, lals i shoo,awewv,n Peel F(IN Ikr proposal: Srphn Saadlau R'n,,y Whatley .wMfe moo ter 1laen nob Can.,. t 1eme01bro.n<lve.. A1uWvl South Ta,ryNico, r 1 le comaeed Mobile Horne blooms les F.vretb<',c.. lull Ilow.eng 'fat haver VrI,lu Pan-e.AKC Ile, F wsae In eke.en et nor a .ben 1e001o1111.151A, Obit l.,ckuv,00 8.111.Wei docked. mBur kbu,men eve kern eevaidwl dine odd 10 theh. tlth sonic was In ale,a, w,,,,,v..,� aerobe Ito Ie,W woos IMom..ocean AGAINST lhr proposal: vki7:0"r1 Or Iv.. at WM,.a reel.totals le 33 rS rm.In Mrs bee• PRESENT andva von, tow}Warm.,.d0, STeesq.tore olio...,m. .1 KSi NT: r l"unu munchewnwh'Iwelia.,a a V.tnitka,gemerrnoen)la1 to Lind,e NAln)tlp.ha al Onept,l)tics dol,E.oe at which „�^ an.mnaiev ns11u14N ),a tan so Fly:Ace.,Information isz mlmg tout prop.ny lane..including inionu.uaw _.'I. ,,, ._. 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A1,<•1,hanrnued SI in ml I Star 1a1 .of IE 220 a .Nissen .Attila.bold&Silo.,C.) ,n.L1e...toe 122211 Beautiful Eurn,luer Weolcrn Bronze Statists. r i;''.illiliti to oh.,erase S1.111 12 41.141 It worts.of 17.21.at Leaded Glass Lamps.Cut Crystal and Many ,;,I, ' W urn,rad 14015 Murk Including Items That Are Antique. . .- Tu,.I Iv.Ie+y O..B St,4,1.117 5iS00.I04I ...t akt d 1 420126 te Nell So Old,New slid Reproduction. laic xisi 744, Something For Everyone NO BUYERS PRESIBIM'10S-412.S 16J 0 I-, a.aginli,wed vs oal<Plruuu pl,uL owl-4:‘the las ass.4ssor fin City of Wuhan Au<t1OWeerm MlcleacI M111ca1 s TX Lie 1112703 ✓ FaII 1 O4076174,2 on not vow wichisafall.n gar foe mum stionnalku Icheelml lea.ees SELL YOUR CAR •BUY A BOAT GET A DATE GET A JOB der v' ADOPT A PET FIND A TREASURE • LEARN YOGA- HIRE A HANDYMAN ik I , 1 f Find whatever you need.Chock out the classified ads everyday. Business 8 Service Directory to edveriur,.r.a1 S.rvIce0lr.d..pHlmr.rereednent.seen wog 140.710.1 41 i Clean Up and *_eiViii �i® Removal �` '�•,•.,•--".,...._a,«- `I knee',I:evict%'.w AAA Oudili'.*Ai—__ er.OrN,h Le..a kood.e.t T e:,S1neCB S ilt.ESTIMATFe• 'N M..u. Fm. `RIDDiy Roofing 80l GAEAT Firewood ,r•twi•1 a,d1 •. 1 w I nd o.,,.1.m.an•w`r rt.J,kw, (noel,.end Rsells SRlil Oak Firewood w.. Je .cave is...maMtwamt ins omw marine ve:aluunr. Cwt.-Fn.l m.bl r1.Nf.n:.lo.vrJ •• M ter Fee, e'I«e peal nee.cm ..' ll<nnndnnn,reN bwMd . `°"=v:` near Cwnmerea `Caliio-ivi�" t•••+„M• r-Dereeaaele•«rre nimua l:-...r acme CLEANOV76 MAULING amw.r,nMN.W.fw.Hr ul ,+riser - Ch,',.,1a.m,<wnts .a,ia •.era ,•eke:,•va m.ee, 6.n.1.4Ode., ' ,en sot . MARTIN'S ,w a,umam_' �a..iggie <Penap�N+.etvy.et to Y a,«e ,., .e.va wvv ear. enw,l.w� ••• •r• •'"o.. LAWN CARE <rm nv Confect Wean •Dam tomfac'.lo Gene,. 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