2024-2025 Annual Budget Received by City Clerk 11/01/2024
CITY OF WICHITA FALLS, TX
ADOPTED
OPERATING
BUDGET
.ISCAL YEAR ENDED SEPTEMBER 30, 2025
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WWW.W ICH ITAFALLSTX.GOV FY 2025
City of Wichita Falls Adopted Budget
For the Fiscal Year
October 1, 2024 — September 30, 2025
This budget will raise more revenue from property taxes than last year's budget by an amount of$3,386,401,
which is 6.95% increase from last year's budget. The property tax revenue to be raised from new property
added to the tax roll this year is $568,845.
On September 3, 2024,the City Council members voted on the adoption of the FY 2025 Budget as follows:
Tim Short, Mayor FOR
Bobby Whiteley, Mayor Pro-Tem FOR
Michael Smith, District 1 FOR
Larry Nelson, District 2 FOR
Jeff Browning, District 3 FOR
Mike Battaglino, District 4 FOR
Tom Taylor, District 5 FOR
TAX RATE ADOPTED FY 2024 ADOPTED FY 2025
Property Tax Rate $0.680000 $0.684800
No-New-Revenue Tax Rate $0.639708 $0.644369
No-New-Revenue M&O Rate $0.614954 $0.618801
Voter Approved Tax Rate $0.685010 $0.684907
Debt Rate $0.030147 $0.026267
The total amount of tax supported debt expenditures for FY 2025 is$2,119,970.
II ` '
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di 1
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Wichita Falls
Texas
For the Fiscal Year Beginning
October 01, 2023
0/1414:r011141,4* P ,
Executive Director
Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget
Presentation Award to City of Wichita Falls, Texas, for its Adopted Operating Budget for the fiscal year beginning October
01, 2023. In order to receive this award, a governmental unit must publish a budget document that meets program
criteria as a policy document,as a financial pLan, as an operations guide,and as a communications device.
This award is vaLid for a period of one year only.We have prepared our current budget to comply with program requirements,
and we pLan to submit it to GFOA to determine its eligibility for another award.
INTRODUCTION 01
CnBudget Message
Strategic Plan
Budget Process
1111111111 Fund Structure
z CITY PROFILE 25
City Council
City Staff
WOrganizational Chart
History of Wichita Falls
Wichita Falls by the Numbers
1111111111 Wichita Falls at a Glance
BUDGET SUMMARY 32
ZTotal Adopted Budget
Fund Balance Summaries
CD General Fund Summary
Water&Sewer Fund Summary
Sanitation Fund Summary
Stormwater Fund Summary
0 Hotel/Motel Tax Fund Summary
Special Revenue Fund Summary
All Other Fund Summaries
Long Term Financial Planning
I.L REVENUE SUMMARIES 56
General Fund Revenues
Water and Sewer Fund Revenues Q
Sanitation Fund Revenues
Stormwater Service Revenues
Hotel/Motel and Venue Tax Revenues
Other Revenues
W DEPARTMENTS 76
GENERAL FUND DEPARTMENTS:
J Administration
Mayor and City Council
City Attorney
City Clerk
City Manager
Facility Maintenance
Finance
Q Human Resources
Public Information Office
Development Services
Building Inspections
Code Enforcement
Planning Division
Engineering
DEPARTMENTS CONTIN' IED
GENERAL FUND DEPARTMENTS CONT.
Health
Animal Services
Clinical Services&Wellness
Environmental Health
1111111111 Health Administration
Laboratory
Library
Martin Luther King Center
ZMunicipal Court
Parks
Property Management
W Public Safety
Fire Department
Police Department
1111111111 Recreation
Street Maintenance
Traffic
WATER&SEWER FUND DEPARTMENTS:
ZResource Recovery
Sewer Rehab and Wastewater Collection
Utility Collections
CD Wastewater Treatment
Water Distribution
Water Purification
Water Source of Supply
0 SANITATION FUND
STORMWATER FUND
HOTEL/MOTEL FUND DEPARTMENTS:
Convention Visitor's Bureau
Multi-Purpose Event Center
REGIONAL AIRPORT
Lim KICKAPOO AIRPORT
TRANSIT FUND
FLEET MAINTENANCE FUND
INFORMATION TECHNOLOGY FUND Q
GOLF COURSE FUND
WATERPARK FUND
229
WSpecial Revenue Fund Overview
DEBT SERVIC 'UND 238
General Debt Service Fund Overview
m CAPITAL IMPROVEMENT PLAN 247
Capital Improvement Plan Summary
Q PERSONNEL 312
I APPENDIX 332
City of Wichita Falls Tax Rate Worksheet
Policy Statements
Glossary
Met
TEXAS 4/44 a
Introduction
1
BUDGET MESSAGE
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1Mi4FA[
TEXAS
CITY OF WICHITA FALLS
TO: Honorable Mayor and Members of the City Council
FROM: Paul Menzies, Acting City Manager
DATE: October 1, 2024
SUBJECT: Fiscal Year 2025 Adopted Annual Operating Budget
I am pleased to present the Revised Adopted Annual Operating Budget for Fiscal Year 2025,which covers the
period from October 1, 2024, to September 30, 2025. This budget has been developed with a focus on key
goals from the City's recently adopted Strategic Plan:
• Accelerate Economic Growth
• Provide Quality Infrastructure
• Actively Engage and Inform the Public
• Optimize Engagement with the City and Efficiently Deliver City Services
KEY FEATURES OF THE REVISED ADOPTED BALANCED BUDGET FOR FY 2025
The FY 2025 Adopted Budget offers several opportunities for the City Council:
• Maintain current service levels despite the ongoing impact of inflation.
• Increase the property tax rate from 0.6800 to 0.6848.
• Increase police civil service pay by 11%
• Increase all other employee pay by 5%
• Includes EMT and paramedic certification pay for fire civil service
• Includes a 1%vacancy allowance in the personnel budget
• Invests over$31 million to infrastructure replacement and capital improvement projects (CIP).
• Apply a 2.5% rate increase to all retail water, sewer and sanitation services
• Includes the use of previously designated general fund capital for Sports Complex Improvements
($2,100,000) and Municipal Court Facilities ($215,000)
• Set aside$4 million in excess General Fund Reserves to a Capital Fund for future use.
2
BUDGET MESSAGE
TOTAL REVENUE BUDGET OVERVIEW
Total revenues (consolidated revenues)for the adopted FY 2025 budget, including fund balance transfers in,
are projected at $242,024,764, which is an increase of $9,072,408, or 3.89% from the FY 2024 Adopted
Budget. The overall increase is due to increased property tax revenues, service charges, and interest income
and was partly offset by decreased sales tax revenue. The decrease in transfers is because the FY 2024
Adopted Budget included the use of$2,000,000 in remaining bond funds for additional street improvements.
Total operating revenues for FY 2025, not including fund balance transfers in, are projected to be
$227,623,226, which is a 4.11% increase from FY 2024.
FY 24 FY 25
FY 23 Adopted Adopted
Revenue Source Actual Budget Budget Difference %Diff.
Property Taxes 44,719,973 48,739,569 52,125,970 3,386,401 6.95%
Sales Tax 30,995,258 31,725,000 30,903,921 (821,079) -2.59%
Franchise Fees 5,912,238 5,527,634 5,979,706 452,072 8.18%
Payments in Lieu of Taxes 1,573,379 1,573,446 1,576,000 2,554 0.16%
Other Tax Revenue 3,631,028 3,341,500 3,515,482 173,982 5.21%
Service Charges 92,041,730 97,026,937 100,055,181 3,028,244 3.12%
Licenses&Permits 1,994,008 2,049,700 2,114,105 64,405 3.14%
Fines&Forfeitures 3,008,785 2,940,400 3,178,200 237,800 8.09%
Intergovernment Rev. 13,646,995 12,378,000 13,532,690 1,154,690 9.33%
Contributions 5,363,752 1,981,356 2,154,852 173,496 8.76%
Interest Income 5,487,659 5,433,200 5,436,000 2,800 0.05%
Misc.Revenues 9,221,699 5,930,401 7,051,119 1,120,718 18.90%
Operating Revenues 217,596,504 218,647,143 227,623,226 8,976,083 4.11%
Transfer In 18,583,998 7,942,567 5,443,345 (2,499,222) -31.47%
Oth. Fin.Sources - 6,362,646 8,958,193 2,595,547 40.79%
Consolidated Revenues 236,180,502 232,952,356 242,024,764 9,072,408 3.89%
The chart below shows the breakdown of the City's revenue sources by category. It is important to note that
approximately 41.34% of all City revenue is derived through service charges such as water sales, sewer
charges, refuse (sanitation) collection charges, stormwater fees, and internal service charges. Also, 38.88%
is derived from taxes and franchise fees such as property, sales, and hotel/motel taxes, and payments from
ONCOR Electric, ATMOS Gas, Spectrum, and various telecommunication providers.
FY 2025 Operating Revenues by Source
Service Charges 41.34%
Licenses&Permits 0.87%
Other Tax Revenue 1.45% Fines&Forfeitures 1.31%
Payments in Lieu of Taxes 0.65%
Intergovernment Rev.5.59%
Franchise Fees 2.47% ^---��
Contributions 0.90%
Sales Tax11
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12.77% 41411111141111(-
Misc In .ere RevenuesInco 2.9125%
Transfer In 2.25%
Property Taxes 21.54%
Other Financing Sources 3.70%
3
BUDGET MESSAGE
TOTAL EXPENDITURE BUDGET OVERVIEW
The City's total adopted expenditure budget for FY 2025 is$242,024,764,which is an increase of$9,072,408,
or 3.89%, from the FY 2024 Adopted Budget. The budget accounts for increased personnel costs resulting
from a 11% Police Civil Service pay increase and a 5% cost of living adjustment for all other employees. The
table below compares total expenditures by category of the FY 2025 Adopted Budget compared to the FY
2024 Adopted Budget.
FY 24 FY 25
FY 23 Adopted Adopted
Expenditures Actual Budget Budget Difference %Diff.
Personnel Services 95,645,696 104,741,917 110,598,663 5,856,746 5.59%
Supplies 14,717,586 15,838,944 16,133,920 294,976 1.86%
Maintenance & Repair 10,296,703 10,378,043 10,534,680 156,637 1.51%
Utilities/Other Sery 28,776,487 28,573,613 28,702,379 128,766 0.45%
Insur& Contr Supp. 27,957,999 3,395,056 3,513,449 118,393 3.49%
Debt Expenditures 7,312,177 20,030,328 19,995,351 (34,977) -0.17%
Other Expenditures 12,580,787 14,494,516 15,376,576 882,060 6.09%
Non Cap Improvements 78,152 414,634 391,950 (22,684) -5.47%
Capital Improvements 28,722,984 30,041,703 31,410,348 1,368,645 4.56%
Transfers Out 7,342,291 5,043,602 5,367,447 323,845 6.42%
Total Expenditures 233,430,862 232,952,356 242,024,764 9,072,408 3.89%
The following pie chart shows the same expenditures by major category, but as a percentage of the total
budget. Personnel expenses make up the largest category of municipal spending at 45.70%.Services,such
as utilities, professional services, and central garage charges make up the next largest spending category
at 11.86%. Debt service payments on the City's outstanding bonds make up 8.26%of all spending.
FY 2025 Expenditures by Classification
Personnel Services
45.70%
Transfers Out 2.22%
Supplies 6.67%
Capital Improvements 12.98% Maintenance & Repair 4.35%
i
Non Capital Improvements 0.16% Debt Expenditur s Utilities/Other Services 11.86%
8.26%
Insurance & Contract
Other Expenditures 6.35% Supp. 1.45%
4
BUDGET MESSAGE
Some important points:
• Personnel Services:The Adopted Budget includes a 11%cost of living compensation increase for civil
service Police employees and a 5% cost-of-living compensation increase for all other employees
citywide. The Budget also includes the introduction of evening differential pay for Police and Public
Works personnel, certification pay for Police, Fire, Health and Information Services, and the addition
of seven (7)full time positions citywide.
• Supplies:The cost of supplies including chemicals and fuel increased slightly as inflation is lower than
previous years.
• Utilities and Other Services: The FY 2024 Adopted Budget included $150,000 for a structural
assessment of the Transfer Station. This was partially offset by the increased cost of electricity.
• Insurance and Contract Support: The Adopted Budget for insurance and contract support increased
by 3.49%,as the increased cost of property insurance was offset by decreased workers compensation
costs.
• Debt Expenditures: Annual payment on the City's debt decreased slightly as a capital lease for energy
improvements has been retired.
• Capital Improvements: Capital improvements increased by $2,057,455, or 7.01%. The FY 2025
Adopted Budget includes an increase in the cost of Water and Sewer Line Replacements from
$3,000,000 to $3,500,000. Also included is the use of General Fund reserves for one-time capital
expenditures including artificial turf for the second sports complex, Municipal Court building
improvements, flooring replacement at the Public Library, as well as park and public spaces
improvements.
Adopted Capital Improvements Across All Funds ($)
Category Amount
Lake Ringgold - Federal Permitting $ 5,000,000
Water and Sewer Line Replacements 3,500,000
Water System Infrastructure 2,825,800
Street Rehab and Improvement 3,545,360
Sanitation Trucks 2,213,979
Vehicles (Fleet) 2,192,297
Stormwater System Improvements 2,173,911
Turf at Sports Complex#2 2,100,000
Venue Projects (Memorial Auditorium and MPEC) 1,583,000
Composting Grinder (Landfill) 1,370,408
Buses (Public Transportation) 1,230,000
Facility Improvements 1,139,450
All Other 2,536,233
Total $31,410,438
5
BUDGET MESSAGE
The chart below shows the breakdown of the total budget by the City's various operating funds. As indicated
in the chart, spending in the General Fund, Water/Sewer Fund, and Sanitation Fund make up 76.57% of all
City expenditures.
Debt Services 2.39% Total Expenditures by Fund
Fleet 5.92% s 2. .-2 V k
Event Center 2.08%
Grants 3.97%
IT 1.91% Water&Sewer Storm Water
Transit 24.34% 1.68%
2.08%
Sanitation 7.95% Other 5.08% Airports 1.48%
Water Park 0.80%
General Fund 44.28%
Venue Tax 0.66%
Golf Course 0.46%
ABOVE CURRENT REQUESTS
This budget also includes "Above-Current" Requests. As mentioned, each year Directors enter any new
requests into the 'Above Current Projection'. This allows the City to clearly see new requests and make
determinations based upon need. Of the almost $12.9 million in requests received, this budget includes
approximately $3.9 million, which addresses needs in various City Departments, including seven (7.0) new
FTEs across the organization.
Department Item Cost FTE
Recreation Turf for Sports Complex#2 2,100,000
Municipal Court Municipal Court Improvements 215,000
Parks Parks Director 1 130,159 1.0
Fire Fire Certification Pay 176,967
Fire Lieutenant EMS Coordinator 115,109 1.0
New Vehicles 120,000
Police Police Shift Differential Pay 186,785
Expanded Police Take Home Vehicle Policy 85,000
Increase in Recruit Pay for PD 75,000
Language Incentive Pay for PD 30,000
Library Off-duty Police Officer coverage 36,655
AT&T Bicycle Safety Coordinator 2 1.0
MPEC CVB Sales and Service Coordinator 73,498 1.0
Kitchen Supervisor Position 86,984 1.0
MPEC Improvements 52,781
Airports Reclass Lineman Positions 50,539
Water&Sewer Water&Sewer Shift Differential 81,104
IT IT Network Analyst 86,984 1.0
IT Certification Pay 54,608
City Clerk Open Records Specialist 69,619 1.0
AM Other Items 87,119
3,913,911 7.0
1 Partially offset by reclass of Parks Superintendent
2 Funded by portion of new Child Safety Fee
6
BUDGET MESSAGE
Personnel Services:
The organization's most valuable asset is our employees, and the City's goal for employee pay and benefit
programs is to remain near the market average when compared to our peer cities, adjusted for the
differences in cost of living between these cities. We do not want these programs to fall behind the market
average, which would negatively affect our ever-challenging competitive position in the workforce, nor do
we want to get ahead of these cities, which would result in unnecessary spending. Included in this budget is
a cost of living pay increase of 11%for Police civil service employees and 5%for all other employees.The chart
below shows the pay plan adjustments for the last 6 years.
Fiscal Year STEP Merit Cost of Living
Ended (Civil Service) (Civilian) Adjustment Total%Increase
Fire: 5%
2019 2% 2.5% 3% Police: 5%
Civilian: 5.5%
FF Rank: 4% FF: 9%
2020 2.5% Fire: 5% Fire: 7%
All Other: 2% Police: 5% Police: 7%
Civilian: 2% Civilian: 4.5%
2021 - - - 0(COVID)
2022 2.5% 2.5% 2% All:4.5%
2023 - - 5% All:5%
Fire: 6.5%
2024 2.5% Avg. 2% 4% Police: 6.5%
Civilian: 6%
2025 Police: 11% Police: 11%
Proposed All: 5% All: 5%
The budget also includes funding to continue the longevity and stability pay for our employees. Longevity
pay is paid to civil service police and firefighter positions for each year of service up to a maximum of$3,200
per year after 15 years of service. Civil service employees receive this pay in their paychecks throughout the
year. Stability pay is currently paid to our non-civil service employees in the amount of$500 after two years
of service to a maximum of$2,500 after five years of service.
Additional recommendations within the overall budget for personnel services encompass the creation of
seven full-time positions, the implementation of shift differential pay for Police and Public Works staff,
implementation of certification pay for Fire, Health and Information Services staff and several enhancements
to Police Department compensation. These enhancements include an expanded take-home vehicle policy,
increased pay for Police Academy recruits, and the introduction of Language Incentive Pay.
7
BUDGET MESSAGE
THE GENERAL FUND
Services provided in the General Fund include:
• Police Department • Streets, Engineering, and Traffic • Animal Services, Nursing, and
• Fire Department • Parks, Recreation, and Library Environmental Health
• Municipal Court • Building Maintenance • Planning, Building Inspections,
• Administrative Services and Property Management
GENERAL FUND REVENUES
General Fund Revenues for FY 2025, including transfers-in,total $108,473,549,which is an increase of 4.87%
compared to FY 2024. Operating revenues total $102,171,858, which is a 4.20% increase compared to FY
2024. Some of the primary changes in revenues resulting in this increase are outlined in the table below.
FY 24 FY 25
FY 23 Adopted Adopted
Revenue Source Actual Budget Budget Difference %Diff.
Property Taxes 42,644,096 46,589,569 50,006,000 3,416,431 7.33%
Sales Tax 30,988,808 31,725,000 30,903,921 (821,079) -2.59%
Franchise Fees 5,912,238 5,527,634 5,979,706 452,072 8.18%
Payments in Lieu of Taxes 1,573,379 1,573,446 1,576,000 2,554 0.16%
Other Tax Revenue 652,668 436,500 423,600 (12,900) -2.96%
Service Charges 3,049,719 3,236,758 3,168,035 (68,723) -2.12%
Licenses&Permits 1,993,198 2,049,700 2,114,105 64,405 3.14%
Fines&Forfeitures 3,008,785 2,940,400 3,178,200 237,800 8.09%
Contributions 277,285 232,500 232,500 - 0.00%
Interest Income 3,417,915 2,772,258 3,423,000 650,742 23.47%
Misc. Revenues 1,677,693 974,429 1,166,791 192,362 19.74%
Operating Revenues 95,195,785 98,058,194 102,171,858 4,113,664 4.20%
Transfer In 3,108,889 5,380,216 3,336,691 (2,043,525) -37.98%
Oth. Fin.Sources - - 2,965,000 2,965,000
Consolidated Revenues 98,304,674 103,438,410 108,473,549 5,035,139 4.87%
FY 2025 General Fund Operating Revenue by Source
Property Taxes
48.94%
Franchise Fees 5.85%
41111111 Payments in Lieu
_ of Taxes 1.54%
Other Tax Revenue 0.41%
Sales Tax
30.25/o Service Charges 3.10%
Licenses& Permits 2.07%
Fines& Forfeitures 3.11%
Contributions 0.23%
Interest Income 3.35%
Misc. Revenues 1.15%
8
BUDGET MESSAGE
Property Tax Base:
The Property Tax is the main source of income for the city's General Fund, which is used to provide essential
city services.The total value of properties in the area,as determined by the Wichita County Appraisal District,
is $7.671 billion. This represents an increase of$354 million, or 6.25%, compared to the previous year. The
bar graph below shows that the property tax base grew by 13.5% in FY 2023 and by 9.45% in FY 2024. Over
the past five years, the average annual growth rate of taxable property values has been 7.83%.
Property Tax Values (in Billions)
$7.220 $7.671
$6.596
$5.456 $5.808
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Property Tax Rate:
The property tax rate is made up of two parts: the maintenance and operations (M&O) portion and the
interest and sinking (I&S) portion.The rate stayed the same in FY 2021, saw a slight decrease in FY 2022,
dropped by 0.067 (or 6.7 cents) or 8.75% in FY 2023, and further decreased by 2.06% in FY 2024. However,
the FY 2025 Adopted Budget suggests a small increase in the City's property tax rate, raising it by 0.37%
from 0.6800 to 0.6848.
As a result of this increase, property tax revenue for the General Fund is expected to grow by$3,416,341,
or 7.33%. This growth is mainly due to a rise in property values, which is estimated to add about$3.2
million to the revenue with the remainder due to the change in tax rate. As discussed in the budget
workshop, although our property tax rate is slightly higher compared to similar cities, our overall tax base is
smaller, which means we generate less revenue per person to fund essential government services.
Property Tax Rate
Average Annual
Fiscal Year M&O l&S Total Rate $ Change % Change %Change
2021 0.722736 0.040587 0.763323 0.000 0.00%
2022 0.726565 0.034363 0.760928 -0.002 -0.31%
2023 0.661579 0.032742 0.694321 -0.067 -8.75%
2024 0.649853 0.030147 0.680000 -0.014 -2.06%
2025 0.658533 0.026267 0.684800 0.0048 0.71% -2.15%
9
BUDGET MESSAGE
Sales Tax Receipts:
Sales Tax is the second-largest revenue source for the City's General Fund and is crucial for funding the City's
general operations. The City's General Fund receives 1.50% of retail sales. The bar graph below shows
historical trends in sales tax receipts.As of May 2024, receipts for the current FY 2024 are 1.71% lower than
the previous year. Revenue projections for FY 2025 are based on the current fiscal year's estimate.
Consequently, sales tax revenues for the adopted FY 2025 budget are projected to be $30,903,921, which is
$821,079, or 2.59%, less than the prior year's budget.
Sales Tax Revenue
$31,099,773 $30,988,808 $31,725,000 $30,903,921 $30,903,921
$28,362,467
FY 2021 FY 2022 FY 2023 FY 2024 FY 2024 FY 2025
Actual Actual Actual Budget Estimate Budget
Franchise Fees:
The City receives payments from ONCOR Electric, ATMOS Gas, Spectrum Cable, and various
telecommunication providers for the use of the City's rights-of-way for their distribution lines. Generally,
the City calculates a three-year average of payments from ONCOR and ATMOS, as well as uses the current
year estimates for Spectrum. The amount from telecommunication providers is based on the most recent
number of access lines in our rights-of-way. When applying these forecasting methods,the FY 2025 Adopted
Budget includes $5,979,706 from these franchises, which is an increase of $452,072, or 8.18% higher than
the previous year.
Payments-In-Lieu of Taxes (PILOT):
The City receives payments-in-lieu of property taxes 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 services, in-city water rates, and won't annex the industry into the city limits, in exchange for a
payment to the City that is based on a percentage of what they would have paid in property taxes had they
been located inside the city limits. For the FY 2025 fiscal year,this revenue source is projected at$1,576,000,
which is a slight increase from the prior year. A new PILOT agreement with Panda Biotech is currently being
negotiated. Although the Adopted Budget does not include any revenue from that agreement, we plan to
update the budget to include it once available.
Other Tax Revenue:
This category includes revenue from the County Vehicle Tax, Mixed Beverage Tax, and Occupation Tax. For
FY 2025, revenue is estimated at $423,600, or a 2.96% decrease from the previous year. Occupation and
Mixed Beverage Tax receipts are trending lower than previously budgeted.
Service Charges: All non-General Fund operations receive administrative support from the General Fund.
Each year, the cost of these support services is allocated to user departments through an administrative
overhead charge. Revenue from this charge is anticipated to be $3,168,035, or a -2.12% decrease from the
10
previous year.
BUDGET MESSAGE
Licenses and Permits:
The various licenses and permits issued by the City are anticipated to generate approximately 3.14% more in
revenue in FY 2025 than the previous year. This revenue budget includes a modest rate increase, which is
lower than the Consumer Price Index (CPI), across all city functions. While some rates will increase, others
will decrease, and some will stay the same, the average increase will be lower than inflation.
Fines and Forfeitures:
It is anticipated that the average municipal court fine amount and the number of tickets issued at the
Municipal Court will increase revenue by$237,800 in FY 2025.
Interest Income:
The City receives interest earnings from reserves that are invested with local government investment pools
and fixed income securities. The FY 2025 Adopted Budget for this category is$3,423,000, which is$650,742
higher than the current year, and is based on the current Federal Reserve Committees' rate decisions.
Miscellaneous Revenues:
This category includes various types of income from across the General Fund and accounts for an increase of
$192,362, or 19.74%, compared to last year. The majority of this increase is expected due to the ongoing
higher usage of the sports complex.
Transfers In:
This represents transfers in from the Water/Sewer Fund, Sanitation Fund, and the Fleet Fund for a total of
$3,336,691.
Other Financing Sources:
This category covers transfers from the fund balance to cover one-time expenditures. For FY 2025, budgeted
one-time expenditures include $2,100,000 for installing turf at Sports Complex #2, $450,000 for Library
Flooring Replacement, $215,000 for Municipal Court Improvements and $200,000 for Park Improvements
and Public Spaces.
GENERAL FUND EXPENDITURES
Expenditures for FY 2025 total $108,473,549, which is an increase of 4.87% compared to FY 2024. Some of
the major highlights of the General Fund Expenditure Budget are illustrated in the table and chart below and
are described in more detail over the next several sections.
FY 24 FY 25
FY 23 Adopted Adopted
Expenditures Actual Budget Budget Difference %Diff.
Personnel Services 66,907,807 73,868,274 77,755,242 3,886,968 5.26%
Supplies 2,126,257 2,669,721 2,798,604 128,883 4.83%
Maintenance& Repair 3,023,741 1,829,630 2,357,426 527,796 28.85%
Utilities/Other Sery 9,281,455 10,439,762 10,687,040 247,278 2.37%
Insur&Contr Supp. 1,378,799 1,911,888 1,737,472 (174,416) -9.12%
Debt Expenditures 315,883 323,913 337,596 13,683 4.22%
Other Expenditures 4,256,781 4,942,274 5,262,349 320,076 6.48%
Non Cap Improvements 73,652 163,000 277,950 114,950 70.52%
Capital Improvements 4,552,748 6,317,223 6,504,743 187,520 2.97%
Transfers Out 3,827,529 972,726 755,127 (217,599) -22.37%
Total Expenditures 95,744,652 103,438,410 108,473,549 5,035,139 4.87%
11
BUDGET MESSAGE
FY 2025 General Fund Expenditures
iSupplies 2.58%
Maintenance&Repair 2.17%
1 �\11111 �1 �.11 11�1\0011`411104 Utilities/Other Services
�nIII
9.85%
Insur&Contr Supp.
n 1.60%
Debt Expenditures t.,.. ,�-
0.31%
Personnel Services Other Expenditures
71.68%
4.85%
Non Capital Improvements
NNN
0.26%
Capital Improvements 6.00%
Transfers Out 0.70%
Personnel Services:
As indicated in the charts above,the major expense in the General Fund is the cost of the personnel necessary
to provide services to the community. The FY 2025 General Fund budget dedicates$77,755,242, or 71.68%,
of total spending on personnel related expenses. Personnel expenses in the General Fund represent an
increase of$3,886,968, or 5.26%above the FY 2024 adopted budget. The increase is primarily driven by the
adopted cost-of-living pay increase of 11%for Police civil service employees and 5%for all other employees.
Other factors contributing to the increase include: off-duty police coverage for the Public Library ($36,655),
certification pay for the Fire Department ($176,967) and Health Department ($30,718), Police Department
shift differential pay($186,785), an expanded take-home vehicle policy for the Police Department($85,000),
pay increases for Police Academy Recruits ($75,000) and the addition of Language Incentive Pay ($30,000)
for the Police Department. Also reflective in the increase is the addition of four (4) new full-time equivalent
(FTE) positions to the fund as outlined below:
• Fire Lieutenant EMS Coordinator(1.0 FTE)
• Bicycle Safety Coordinator (1.0 FTE)
• Parks Director (1.0 FTE)
• Open Record Specialist(1.0 FTE)
Supplies:
Supplies in the General Fund amount to $2,798,604, marking a 4.83% increase from the previous year. This
rise is primarily driven by inflationary costs of lumber, steel, and chemicals.
Maintenance&Repair:
The adopted budget for this category is $2,357,426, which is an increase of$527,796, or 28.85%, from last
year. This increase is due to additional maintenance needs, including facility improvements, roof
replacement for Fire Central Station 1, air conditioning piping for the Health Department, new flooring for
the Public Library, and an ADA compliant bathroom remodel at the Municipal Court Building.
Insurance and Contracts:
Overall expenses have decreased by$174,416,or 9.12%,compared to last year.While the City's contribution
to the Wichita Appraisal District has risen by$93,416,or 18.5%,this increase is offset by a$340,000 reduction
in the budgeted cost of worker's compensation claims for FY 2025. 12
BUDGET MESSAGE
Debt Expenditures:
Included in this category is the payment towards the 15-Year LED Street Light Program.
Non-Capital Fund Expenditures:
The FY 2025 Adopted Budget of$277,950 is 70.52% higher compared to FY 2024, and will be allocated for
park improvements, city landscaping, and enhancements to Memorial Auditorium's landscaping.
Capital Improvements: General Fund Amount
The FY 2025 budget allocates $6,504,743 for Street Rehab& Lighting $ 2,649,864
capital improvements funded by the General Turf for Sports Complex#2 2,100,000
Fund, representing a $187,520, or 2.97%, Traffic System Equipment 577,915
increase compared to the previous year. The Library Improvements 450,000
largest expenditure is for Street Rehabilitation Axon Police Cameras(Year 2 Pymt) 311,854
and Lighting, with a budget of $2,649,864, Municipal Court Improvements 215,000
reflecting the city's priority on maintaining and Parks Equipment 145,000
enhancing road infrastructure. Another Scoreboard Replacement 20,000
significant allocation is $2,100,000 for installing Warning Sirens 17,750
turf at Sports Complex #2, aimed at improving Lake Arrowhead Street Maintenance 15,360
recreational facilities.The chart to the right is the PC Computer Equipment 2,000
list of projects planned for FY 2025. Total $6,504,743
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. For FY 2025, amounts include $430,000 for the
MPEC, $100,000 is for taser replacement and $155,218 for Health Department Grant matching program.
GENERAL FUND RESERVE APPROPRIATIONS
The City maintains reserves in the General Fund to be used for major emergencies such as a widespread
tornado, large legal liabilities, or important one-time expenditures. The Government Finance Officers
Association recommends maintaining a fund balance in the General Fund between 15 to 25% of the annual
operational cost of the fund. The City's fund balance policy established a goal of maintaining 20% of
expenditures in General Fund Reserves, which, based on the adopted $108,473,549 General Fund budget,
equals$21,695,000. This budget estimates an end of FY 2025 fund balance of$23,450,000, or 21.62%,which
includes the recommendation of $4M in excess fund balance be added to the capital fund for future use.
The chart below shows the 5-year history of unreserved fund balance in the General Fund.
General Fund Unreserved Ending Fund Balance
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
FY 2021 FY 2022 FY 2023 Est.FY 24 Est.FY 25 Policy(20%)
13
BUDGET MESSAGE
THE WATER/SEWER SYSTEM FUND
The Water and Sewer Fund accounts for the water and sewer utility services provided to residents of the
City.Activities necessary to provide such services are accounted for in the fund, including, but not limited to,
administration, operations, maintenance, finance and related debt service. The FY 2024 Adopted Budget
included a 5% increase in the retail rates, as well as an increase of approximately 8% in wholesale water
rates. The FY 2025 Adopted Budget includes an effective average retail rate increase of 2.5%, which is lower
than the current Consumer Price Index(CPI).This does not apply to wholesale water rates,which will increase
by 0.45% based on the annual wholesale rate study, in accordance with our agreements. The rate increases
will address the impact of inflation and will maintain market competitive salaries.The City's water and sewer
infrastructure is aging and in need of continued replacement and repair to protect and maintain the system.
WATER/SEWER FUND REVENUES
Water sales and sewer treatment fees make up almost 92%of the total revenue, and the increase in FY 2025
compared to FY 2024 is tied directly to the previously described rate increase. The FY 2025 Adopted Budget
includes the use of $392,000 from the fund balance and allocates $5 million for permitting Lake Ringgold,
with $4 million from reserved funds and $1 million from FY 25 operating revenues.
FY 24 FY 25
FY 23 Adopted Adopted
Revenue Source Actual Budget Budget Difference % Diff.
Water& Sewer Revenue 47,624,764 50,808,500 52,365,700 1,557,200 3.06%
Other Financing Sources 3,658,535 4,000,000 4,392,000 392,000 9.80%
All Other Revenue 3,815,226 1,177,226 1,360,845 183,619 15.60%
Total Operating Revenue 55,098,525 55,985,726 58,118,545 2,132,819 3.81%
The Adopted Budget includes an increase of the total bill for water and wastewater from an average of$64.46
to $66.07 for a residential customer using 5,000 gallons in a month. The following chart illustrates a
comparison of Wichita Falls' water rates with similar cities in Texas as of June 1, 2024, not including any
increases being considered by the other cities.
Wastewater Wastewater Total Bill
City Water Use Water Base Use Base (water&sewerONLY)
McKinney $23.50 $18.70 $34.25 $24.55 $101.00
Mesquite $30.68 $17.68 $28.92 $18.41 $95.69
San Angelo $25.18 $31.92 $7.62 $30.17 $94.89
Allen $17.85 $20.35 $16.38 $36.95 $91.53
Waco $17.76 $16.50 $32.05 $24.83 $91.14
Grand Prairie $22.50 $17.72 $25.10 $16.11 $81.43
Richardson $35.60 $8.00 $25.35 $8.00 $76.95
Beaumont $21.84 $16.14 $20.76 $10.93 $69.67
Abilene $19.25 $18.25 $14.50 $16.00 $68.00
Tyler $16.90 $15.80 $15.82 $19.10 $67.62
Denton $18.15 $15.84 $21.10 $12.21 $67.30
Wichita Falls $25.44 $20.24 $11.87 $8.52 $66.07
Odessa $18.60 $22.27 $9.99 $14.55 $65.41
Midland $18.33 $21.61 $2.64 $21.79 $64.37
League City $20.26 $8.26 $18.45 $15.32 $62.29
Lewisville $10.71 $24.18 $13.83 $10.23 $58.95
Sugar Land $6.11 $15.90 $17.85 $16.39 $56.25
Killeen $10.14 $15.04 $7.60 $20.76 $53.54
College Station $13.75 $12.40 $4.50 $22.55 $53.20
Pasadena $11.28 $13.48 $11.25 $13.47 $49.48
McAllen $8.25 $12.45 $8.50 $12.50 $41.70
Edinburg $4.98 $10.78 $3.84 $10.07 $29.67
AVERAGE 518.05 $16.98 $16.01 $17.43 $68.46 14
BUDGET MESSAGE
WATER/SEWER FUND EXPENDITURES
The FY 2025 expenditure budget for the Water/Sewer System Fund is $58,118,545 which is an increase of
$2,132,819,or+3.81%,from the prior year adopted budget. It should be noted that the budget plans for the
use of$5 million for the permitting of Lake Ringgold.
FY24 FY25
FY 23 Adopted Adopted
Expenditures Actual Budget Budget Difference % Diff.
Personnel Services 12,076,978 13,356,207 13,918,175 561,968 4.21%
Supplies 5,032,422 4,758,212 4,948,755 190,543 4.00%
Maintenance & Repair 2,363,739 2,903,953 2,733,493 (170,460) -5.87%
Utilities/Other Sery 5,334,062 5,821,002 6,280,998 459,996 7.90%
Insur & Contr Supp. 856,592 1,059,824 1,186,037 126,213 11.91%
Debt Expenditures 1,784,103 12,716,682 12,717,233 551 0.00%
Other Expenditures 2,060,220 2,910,383 3,004,612 94,229 3.24%
Non Cap Improvements - 8,000 8,000 - 0.00%
Capital Improvements 8,541,962 10,488,800 11,327,800 839,000 8.00%
Transfers Out 1,827,817 1,962,663 1,993,442 30,779 1.57%
39,877,894 55,985,726 58,118,545 2,132,819 3.81%
FY 2024 Expenditures by Classification
Transfers Out,3.43%
Non Cap
Improvements, Capital
0.01% Improvements, Personnel Services,
19.49% 23.95%
Other Supplies,8.52%
Expenditures,
5.17% Debt Expenditures,
iiiiimmi
21.88/ Utilities/Other
Services,10.81'
I Maintenance&
Repair,4.70%
Insur&Contr
Supp.,2.04%
Personnel Services:
Personnel costs represent an increase of$561,968, or 4.21%,from the prior year. This increase includes the
previously mentioned cost-of-living adjustment and the addition of evening shift differential pay.
Supply Accounts:
Supply costs have increased$190,543,or 4.00%,from the FY 2024 Adopted Budget due to increased chemical
costs.
Maintenance Budget:
The Maintenance Budget has decreased$170,460,or 5.87%,due to not replacing as many pumps and motors
at the Lakes and treatment plants compared to FY 24. 15
BUDGET MESSAGE
Utilities/Other Services:
This category has increased $459,996, or 7.90%, due to the increased cost of electricity and natural gas.
Insurance &Contracts:
The Adopted Budget for this category is $1,186,037, which is 11.91% higher than the previous year budget
due to an expected increase in the cost of property and liability insurance provided by the Texas Municipal
League (TML). This category also includes worker's compensation costs.
Debt Expenditures:
This category accounts for debt service payments in FY 2025 of$12,717,233 including repayments of three
debt issuances related to (1) water sewer system improvements in the early 2000's ($118M), (2) the
temporary water reuse system in 2013 ($13M), and (3)the Indirect Potable Reuse Project in 2015 ($33.5M).
More information about debt expenditures is available in the Debt Service Fund section of this document.
Capital Improvements:
The chart below provides the adopted capital improvements for FY 2025:
Water&Sewer Amount
Lake Ringgold $ 5,000,000
Water Line Replacement 1,750,000
Sewer Line Replacements 1,750,000
Lift Station Rehab Projects 750,000
Microfiltration Rev.Osmosis 600,000
Refurbish Belt Press&Accessories 433,000
Return Activated Sludge Motors&Pump 392,000
Large Valve Replacement Program 200,000
Lagoon Pump Rehabilitation 76,000
All Other Items 376,800
Total $11,327,800
Transfers Out:
This category of spending accounts for transfers from the Water/Sewer Fund to the General Fund and IT
Fund for franchise payment for use of the City's right-of-way, administrative overhead, and the cost for
technological support. There is an increase in the FY 2025 budget of$30,779, or 1.57%, from the prior year
for these transfers.
WATER/SEWER FUND RESERVE APPROPRIATIONS
The budget sets the City's policy goal at Unreserved Water&Sewer Fund Balance
20% of expenditures in unreserved fund $14,000,000
balance, less debt service. Of the fund's
$58,118,545 expenditures in the FY 2025 $12,000,000
budget, $12.7 million is reserved for sio,°°0,000
debt payments, bringing the ongoing
expenditures budget to $45.4 million. sg,°0°•°°°
This means that the total needed to $6,000,000
meet the unrestricted fund balance
policy is $9.1 million. The current s4,000,000
unrestricted balance at the start of FY $2,000,000
2025 is anticipated to be$11.9 million.
s-
FY 2021 FY 2022 FY 2023 Est.2024 Est.2025 FY 2024 Policy
16
BUDGET MESSAGE
THE SANITATION FUND
The Sanitation Fund accounts for all of the City's business activity related to the collection of solid waste and
composting materials,transportation of that waste to the transfer station and landfill for disposal, and daily
operation of the landfill.
SANITATION FUND REVENUES
Revenues for the Sanitation Fund are made up of the monthly refuse collection charges to commercial and
residential customers (79%), landfill tonnage fees (16%), transfer station fees and other miscellaneous
charges(5%). At the current sanitation collection and disposal rates, revenues are insufficient to finance the
operating budget outlined below. The FY 2025 Adopted Budget includes an average effective 2.5% increase
in sanitation rates for all customers, which is below the current inflation rate.
FY 24 FY 25
FY 23 Adopted Adopted
Revenue Source Actual Budget Budget Difference %Diff
Commercial Sanitation Fees 6,214,288 6,518,859 6,683,800 164,941 2.53%
Residential Sanitation Fees 7,542,237 8,124,549 8,263,100 138,551 1.71%
Landfill Fees 2,966,115 2,577,000 3,090,100 513,100 19.91%
All Other Revenue 816,690 941,592 935,500 (6,092) -0.65%
Total Revenues 17,539,330 18,162,000 18,972,500 810,500 4.46%
Included below is a rate comparison with other peer cities that shows Wichita Falls is lower than the average
and many of these cities only provide service once per week.
City Rate Curbside Service
per Week
Abilene* $23.30 2 days
Odessa* $22.40 2 days
Beaumont $22.25 1 day
Richardson $22.17 2 days
Round Rock $22.14 1 day
Tyler $20.81 2 days
Killeen $19.78 1 day
Wichita Falls* $18.93 2 days
College Station $18.48 1 day
McKinney $17.92 1 day
Waco $17.70 1 day
San Angelo $17.63 1 day
Midland $17.24 2 days
Lewisville $14.28 1 day
AVERAGE $19.65 1.4 days
*Weighted average of alley and curbside rates
17
BUDGET MESSAGE
SANITATION FUND EXPENDITURES
The adopted FY 2025 expenditure budget for the Sanitation Fund totals$18,972,500, which is an increase of
$810,500, or 4.46%, from the prior year adopted budget. Personnel costs have increased proportionately
based on the previously mentioned 5% COLA adjustment.
FY 24 FY 25
FY 23 Adopted Adopted
Expenditures Actual Budget Budget Difference %Diff
Personnel Services 4,960,494 5,370,925 5,562,771 191,846 3.57%
Supplies 345,592 389,493 398,843 9,350 2.40%
Maintenance& Repair 165,961 182,840 185,818 2,978 1.63%
Utilities/Other Sery 5,817,969 6,609,050 6,020,357 (588,693) -8.91%
Insur&Contr Supp. 104,603 94,522 96,556 2,034 2.15%
Other Expenditures 518,072 513,661 533,579 19,918 3.88%
Non Cap Improvements 4,500 6,000 6,000 - 0.00%
Capital Improvements 4,660,734 3,981,763 5,137,327 1,155,564 29.02%
Transfers Out 969,072 1,013,746 1,031,249 17,503 1.73%
Total Expenditures 17,546,996 18,162,000 18,972,500 810,500 4.46%
The chart below shows the adopted Capital Improvements in the Sanitation Fund for FY 2025:
Item Amount
Horizonal Grinder Unit (Replacement) $1,370,408
Automated Sideload Curbside Trucks (3) 1,313,871
Street Rehab Costs 800,000
Structural Repair of Transfer Station Walls 385,000
Commercial Frontload 443,584
Alley Sideload 343,190
Alley Rehabilitation 300,000
Container Carrier 113,334
Wind Screens 42,940
Roll Off Trailer 25,000
Total $5,137,327
18
BUDGET MESSAGE
OTHER FUND HIGHLIGHTS
Hotel/Motel Tax Fund:
The Hotel/Motel Fund contains two divisions, the Convention and Visitor's Bureau (CVB) and the Multi-
Purpose Events Center (MPEC). The Convention and Visitor's Bureau works to attract tourists and groups to
Wichita Falls and market the City as a destination for various types of travel.
Total revenues and expenditures in the Fund are projected to be$252,573,or 5.32%, more than the previous
year's budget. The $4,998,573 in total revenue includes: (1) $2,441,882 from the City's 7% portion of the
hotel occupancy tax (includes $30,000 from short-term rentals) which is a 5.94% increase from FY 2024, (2)
$2,091,291 revenue from MPEC events, sponsorships, and advertising sales which is a 9.72% increase than
the previous year due to the anticipation in the number of events held, (3)$430,000 operating transfer from
the General Fund,commonly referred to as the"MPEC Subsidy",and(4)$35,000 for events/promotions from
the 4B Sales Tax.
The expenditure budget includes $4,188,796 for MPEC, $711,778 for the CVB, $90,000 for funding to local
non-profits though the WF Alliance for Arts and Culture, and $8,000 to River Bend Nature Center. Personnel
Services account for 45% of all expenditures in the Fund and have increased by 29.34% over previous year.
The increase includes the addition of two full time positions, the previously mentioned adopted COLA
increase and an increase in temporary event staffing due to more events.
Regional Airport Fund:
The Regional Airport Fund is an Enterprise Fund, which is supported by user fees and federal grants. The
City's Regional Airport Fund adopted FY 2025 budget is$2,333,092 which is$335,894,or 16.82%, higher than
the FY 2024 Budget due largely to increased transfers out to pay the debt service on the 2013 Airport bond
of$671,579 for FY 2025.
Kickapoo Airport Fund:
The Kickapoo Airport Fund is an Enterprise Fund which is self-supported by user fees. The Adopted Budget
for the Kickapoo Airport totals$1,266,413. This is an increase of$88,218, or 7.49%, from the previous year.
This rise is primarily attributed to the adopted cost of living adjustment, a reclass of 2 part-time positions to
a full-time position, and an increase in outgoing transfers necessary to fulfill the matching requirements of a
hangar renovation grant program.
Fleet Maintenance Fund:
The Fleet Maintenance Fund is an Internal Service Fund responsible for the maintenance and replacement
of the City's fleet of vehicles and equipment. The Proposed Revenue and Expenditure Budget for the Fund is
$14,260,524. 99%of the revenue generated to operate the fund is transferred from other City departments
and funds. The total fund budget is reflective of a $265,832, or 1.83%, decrease from the FY 2024 budget,
due to the landfill compactor overhaul ($650,000) completed in the previous year. Also included is
$2,657,517 in expenditures for Capital Improvements, reflective of a 5.85%decrease from the previous year.
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$4,699,580, which is a decrease of$638,867,
or 11.97%, from the previous year. This decrease is primarily due to a decrease in the capital improvement
budget and is partially offset by the proposed cost of living adjustment and the addition of a Network Analyst
position. Capital improvements for FY 2024 included one-time upgrades of Panasonic Tough books
($760,000) and the Zebra Ticket Printers ($200,000)for the Police Department.
19
BUDGET MESSAGE
Transit Fund:
The Transit Fund is an Enterprise Fund that is primarily funded through Federal and State Grants, as well as
service charges (fares), used to operate the City's bus system. Transit Operations and Preventative
Maintenance is now operating out of the recently constructed Transit Center, allowing the Transit
Department to conduct in-house preventative maintenance, refueling, and cleaning on its fleet of public
transportation vehicles. The Transit Fund budget is $4,962,399 which is $174,682, or 3.65%, more than the
prior year budget.The FY 2025 budget includes increases in insurance expense,compensation for employees,
and the purchase of 2 new transit buses ($1,380,000).
Stormwater Utility 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 by State law. The system is designed to assign a fair and equitable charge to the public for
stormwater drainage management services, including capital improvements. The fee is based upon the
impervious area of all real property; whereby each residential water customer is assessed for one Single
Family Living Unit Equivalent (SFLUE). Each commercial customer pays a multiplier of the SFLUE based upon
the impervious area of their property. The monthly fee for a SFLUE is $5.00 and generates $3.7 million
annually for the operating and capital costs of this program.
The Stormwater Fund has a total budget of $4,005,000 which is an increase of $58,213, or 1.47%. The FY
2025 Proposed Budget includes a revenue increase that is primarily attributed to increased interest revenue.
The proposed budget also includes funds for the design of the third phase of the Quail Creek drainage project
($650,000).
Golf Course Fund:
This enterprise fund is to operate and maintain the City-owned Champions Golf Course at Weeks Park. 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
$130,000 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 2025 at$1,108,172. The
budget assumes no operating subsidy from the General Fund.
Water Park Fund:
This fund accounts for the operating revenues and expenditures related to Castaway Cove Water Park. Total
revenues and expenditures for this Enterprise Fund are estimated to be$1,913,500, which is a decrease from
the previous year of$725,334, or 27.49%.The FY 2024 budget included the use of$918,834 of Fund Balance
to assist in the purchase and installation of a new$1,675,700 Mat Racer Attraction and Timing Light System
approved by City Council on March 19, 2024.
20
STRATEGIC PLAN
CITY OF WICHITA FALLS ' STRATEGIC PLAN
Wichita Falls is a vibrant, The mission of the City of Wichita Falls is to Excellence
growing,family-oriented enhance our quality of life through Iur
community with civic pride and responsive services,financial stewardship, Accountability
Transparency
endless opportunity. and diverse business partnerships. a
Innovation
OUR OUR STRATEGY
1.1 - Identify and expand economic development opportunities
GOALS 1.2 - Make readily available information on 4A/4B incentives for business
Ldevelopment
1.3 - Support a thriving Sheppard Air Force Base
1.4- Create a Parks and Recreation Foundation
Accelerate - 1.5 - "Right-size" development regulations
Economic 1.6 - Seek out opportunity for additional commercial air service
Growth 1.7 - Prioritize code compliance resources
1.8 - Determine the need to update the Downtown Master Plan
- 1.9 - Establish dedicated funds for street maintenance
1.10 - Pursue music-friendly designation for the city
1.11 - Join a highway coalition to pursue interstate highway
designation/connectivity
2.1 - Create Lake Ringgold Committee to support future water resources
L2.2 - Develop a neighborhood redevelopment plan and program
2.3 - Create funding and construction opportunities for major infrastructure
projects
Provide 2.4- Pursue public/private partnerships
Quality - 2.5 - Establish a Public Safety/Citizen Committee forpublic safetyand other
Infrastructure Y
facility needs
2.6 - Create a facilities master plan and financing plan
- 2.7 - Continue to improve recreational amenities
2.8 - Collaborate with local non-profits to establish a Beautify Wichita Falls
Day
2.9 - Continue the Bicycle Friendly initiative
L3.1 - Improve the City's reputation
3.2 - Establish tours to city facilities for the public
-
Actively 3.3 - Establish and utilize information platforms to provide information
Engage - consistently and persistently
and Inform 3.4- Establish public training courses on various topics of interest for
the Public citizens
3.5 - Continue supportive partnerships with the local not-for-profit
community
3.6 - Equip City Councilors as community ambassadors
3.7 - Practice Effective Governance
4.1 - Establish a robust employee recruitment and retention program
-
Optimize 4.2 - Focus on the younger generations' market for recruitment
Engagement 4.3 Determine the need to establish a Charter Review Committee
with the City -
and City 4.4- Improve employee leadership training programs
Services 4.5 - Continue to improve inter-departmental cooperation /414,.� h5
4.6 - Create an employee culture of support and compliance in the , _:,.�;:y_
community
21
BUDGET PROCESS
BUDGET PROCESS
The city budget preparation process is a collaborative effort that begins in March with a kick-off meeting where
staff receive a budget timeline and economic briefings. This information helps departments develop realistic
revenue projections and prepare for potential shortfalls. In April and May, department heads draft preliminary
budgets, detailing their funding needs for the upcoming year, including personnel costs, operating expenses, and
capital projects. Alongside this, a five-year Capital Improvement Plan (CIP) is developed to identify major projects
and potential funding sources, with only FY 2025 projects having committed funding and later projects requiring
future City Council approval. /�
•
In June, budget staff and city Gr '~pri/
management review each department's �v Budget
budget line by line to prioritize needs Kick-Off&
and make adjustments. This year, 81 Department
additional funding requests totaling Requests
$12.8 million were reduced to $1.4
million after careful evaluation. In July, a 440
pre-budget workshop is held with the y
City Council to discuss the budget Budget
findings, emerging trends, and key Hearings
decisions. This stage ensures that the
budget aligns with both community
priorities and fiscal constraints. ,c\Q
By August, the city compiles a proposed
budget document, integrating all Pre-Budget
departmental requests, revenue Workshop
projections, and proposed expenditures,
including any new initiatives.The draft is 11Elplihk,
✓
then submitted to the City Council for
review. In September, a City Council Proposed
budget workshop and a public hearing Budget &
are held to finalize the financial plan for ~
Public
f�« C
the upcoming year, ensuring that the CO us
Notice
Hearing & _
budget meets the city's goals and Budget
addresses the needs of its residents.
Adoption
March 14,2024 Budget Kick-off with Management August 13,2024 Proposed Budget Workshop with Council
June 18, 2024 Pre-Budget Workshop with Council August 20, 2024 Budget Public Hearing
July 19,2024 Proposed Budget Submitted to Council Intent to Vote on Tax Rate
July 29— Opportunity for City Councilors to August 23,2024 Publish Notice of Tax Rate Hearing
August 2, 2024 Meet with Budget Team Individually September 3, Tax Rate Public Hearing
August 9,2024 Publish Notice of Public Hearing on the 2024 Adoption of the Tax Rate
Budget Adoption of the Budget and CIP
22
BUDGET PROCESS
FISCAL YEAR 2025 PROPOSED BUDGET TO ADOPTED BUDGET
The City's Proposed Budget was initially presented to the City Council on July 19, 2024, providing a three-week
review period before the scheduled budget workshop. This allowed the Mayor and City Council members to
review staff recommendations and meet with the budget team to discuss questions or specific areas of interest.
On August 13, 2024, the Proposed Budget Workshop took place, where the Proposed Budget was formally
presented to City Council. During this workshop, key topics such as the tax rate and employee cost-of-living
adjustments were discussed, and several council requests were noted. With this feedback, the city's executive
leadership and budget team prepared a revised budget, which was presented and reviewed at the Budget Public
Hearing on August 20, 2024.
Finally, on September 3, 2024, the revised budget was formally adopted for Fiscal Year 2025.
Category FY 2025 PROPOSED FY 2025 ADOPTED
Presentation Date July 19, 2024 September 3, 2024
Tax Rate Decrease from 0.6800 to 0.6775 Increase from 0.6800 to 0.6848
Property Tax Revenue Projection $51,023,091 $52,125,970
(2024 Appraisal Estimate) (2024 Certified Values)
Cost of Living Pay Adjustment 4% increase for all employees 10% increase for Police Civil Service;
5/ increase for all other employees
Vacancy Allowance 0% 1%
New Full-Time Equivalents (FTEs) 7.0 FTE 7.0 FTE
Infrastructure&Capital
Improvement $28.9 million $31.4 million
All Other Adjustments $754,350 $1,036,558
23
FUND STRUCTURE
Major Funds
The General Fund is the primary operating fund for the city, covering general governmental activities not assigned
to specific funds. It finances essential services such as public safety (police, fire, and emergency services), parks
and recreation, city administration, and public infrastructure. The revenue for this fund primarily comes from
property taxes, sales taxes, licenses, permits, and fees.
The Water/Sewer Fund is an enterprise fund responsible for the operation and maintenance of the city's water
distribution and wastewater management systems. Revenues are generated through user fees paid by residents
and businesses, ensuring the provision of clean, safe drinking water and proper sewage disposal.This fund covers
the costs of infrastructure, water treatment facilities, sewage treatment plants, and associated personnel. For
budget purposes, the Water and Sewer Fund is represented as a group of funds, which includes the primary
operatingfund,as well as the capital fund for Lake Ringgold, Microfiltration and Reverse Osmosis Fund,and Water
&Sewer Capital.
The Sanitation Fund is another enterprise fund that finances the city's waste management and recycling
programs. It includes garbage collection, landfill operations, and recycling services. Like the Water/Sewer Fund,
revenues are typically generated through user fees, helping to maintain clean and healthy living environments
through efficient waste removal and disposal services.
The Regional Airport Fund is an enterprise fund that supports the operations, maintenance, and development of
the city's regional airport. This includes terminal services, runway maintenance, and other airport-related
activities. Revenues are typically generated through landing fees, parking, and other user fees. The fund ensures
that the airport operates efficiently and meets the needs of air travel and transportation for the region.
Types of Funds
Governmental accounting uses three main types of funds:
Governmental Funds: Used for basic public services like police, fire, and parks.They focus on short-term financial
resources and use modified accrual accounting. They cover activities that are primarily supported by taxes and
grants. Special Revenue Funds manage revenue from specific sources earmarked for purposes other than debt
service or capital projects.
Proprietary Funds: Used for business-like activities where the city charges for services (e.g., water, sanitation).
They are self-sustaining and use accrual accounting, focusing on long-term financial health. These funds operate
similarly to private businesses, aiming to cover costs through user fees. The City of Wichita Falls manages two
types of proprietary funds: enterprise funds and internal service funds.
Fiduciary Funds:Used to manage assets the government holds on behalf of others, like pension funds.These funds
cannot be used for government purposes and also use accrual accounting. They ensure that the government acts
as a trustee or custodian for external parties' assets.
Each fund type plays a crucial role in maintaining transparency and accountability in city operations, ensuring
resources are properly allocated for essential services and long-term sustainability.
24
FUND STRUCTURE
GENERAL FUND "oU 'ai12
. City Administration . Health 1;14
o Mayor& City Council o Animal Services
o City Attorney o Clinical Services
o City Clerk o Environmental Health DEBT SERVICE FUND
o City Manager o Health Administration
• Facility Maintenance o Laboratory 1
oFinance . Library SPECIAL REVENUE
o Human Resources . M Martin Luther King Center
o Public Information Office . Municipal Court . Community Developtment
. Development Services . Parks o CDBG Block Grant
o Building Inspections . Public Safety o HOME Fund
o Code Enforcement o Fire o Housing Choice Voucher Progra
o Planning o Police . Health Department
o Property Management . Recreation o Community&Rural Healt
. Engineering . Streets o Community Clinical Linka•
. Traffic o HIV
o Immunizations
CAPITAL FUNDS HOTEL/MOTEL Infectious Disease
• Texas Healthy Communities
TAX FUND Tuberculosis
Microfiltration and Revers Women, Infants and Children
Osmosis(MFRO) Fund onven ion rs"ors 'ureau •
• Water&Sewer Capital Fund • Multi-Purpose Event Center (WIC)
Nq . Transportation Planning Grant
ivide4
Vrv ,ri( ,vl
ENTERPRISE FUNDS
. MAJOR . NON-MAJOR
• WATER& SEWER FUND • Kickapoo Airport
. Utility Collections • Golf Course Fund
. Sewer Rehabilitation (Weeks Park Golf
. Wastewater Collection Course)
. Wastewater Treatment • Stormwater Fund
. Water Distribution o Transit Fund
• Water Purification o Waterpark Fund
. Water Source of Supply
o SANITATION FUND
• Landfill
. Refuse Collection
. Transfer Station
o REGIONAL AIRPORT FUND
INTERNAL SERVICES
25
Ti
Ahce
44
T E A S
City Profile
26
CITY PROFILE
WICHITA po i
CITY COUNCIL
The City of Wichita Falls operates under a council-
manager form of government, where the elected
" g city council sets policies and makes decisions, while
-let's- the appointed city manager oversees daily
operations and public services. The council consists
of a Mayor, five district representatives, and one at-
• large representative, all serving three-year terms
through non-partisan elections. This system
balances democratic accountability with efficient
TIM SHORT administration of city services.
MAYOR
'Jaw
It O-*- Ir
40411/00
itallip
BOBBY WHITELEY MICHAEL SMITH LARRY NELSON
AT LARGE DISTRICT 1 DISTRICT 2
"". wr a s L.% 4
. 10144
i it 0 .,
4 , 4011
ar'
JEFF BROWNING MIKE BATTAGLINO TOM TAYLOR
DISTRICT 3 DISTRICT 4 DISTRICT 5
27
CITY PROFILE
CI TY STA F F
(.. ./.7-4),___
_ ,
44,-, -
0
4atio "
Municipal Judge Acting City Manager City Attorney City Clerk
Diane Dockery Paul Menzies Kinley Hegglund Marie Bathrop
( : U
Assistant City Manager Assistant City Manager
Blake Jurecek Paul Menzies
n ., ....
,. ..,. .)
fl
(5---
Aviation, Traffic and Communications, Development Services
Transportation Marketing and MPEC
John Burrus Lindsay Lewis Terry Floyd
i „,4 ,,,.... ,
Finance Fire Chief Health
Stephen Calvert Donald Hughes Amy Fagan
at
Pitt ,
Human Resources Police Chief Public Works and Utilities
Christi Klyn Manuel Borrego Russell Schreiber
28
CITY PROFILE
I=1/
City Council
Municipal Court Judge City Manager City Attorney
•
Assistant City Manager Assistant City Manager
•
Parks & Recreation Strategic Planning
•
•
Waterpark/Golf Course • Development Services
•
Information Technology • Property Administration
•
Building Maintenance Housing /Planning/Code
•
•
Public Works Department Human Resources
Street Maintenance • Employee Benefits
•
Engineering • Personnel
•
Sanitation • Risk Management
•
Public Utilities Communications & Marketing
Fire Department Convention & Visitors Bureau
•
• Public Information
Fire Marshal's Division •
•
• Multi-Purpose Event Center
Emergency Management •
•
Operations Division Finance Department
Safety &Training Accounting
•
• Budgeting & Finance
Police Department
• Municipal Court
•
Community Operations • Purchasing
•
Public Safety Training Utility Collections
Technical Services
• • • • • • • Aviation, Traffic & Transportation
Investigation Operations
•
Health Department - Airports
Environmental Health Traffic Engineering
Laboratory Services Transportation Planning
Animal Services Fleet Maintenance
Public Health/Nursing Public Transportation
WIC Administration
29
CITY PROFILE
WICHI IA FALLS
*44
'16
IUD .�
_...
Wichita Falls is located in the extreme north-central part of Texas, serving as the largest city and county seat of
Wichita County. The area's diverse natural features, including mesquite, oak, cottonwood, and pecan trees, have
long influenced its agricultural landscape. Early European explorers, such as Pedro Vial and Jose Mares, traversed
the region in the late 18th century, mapping trails between San Antonio and Santa Fe. The fertile soils and rivers
that shaped the land made it an ideal location for future farming and ranching.
The region was originally inhabited by the Wichita and Taovayas Native American tribes, who migrated from
present-day Kansas and Nebraska in the mid-18th century. These tribes were proficient horsemen and hunters, yet
agriculture remained central to their way of life. Later conflicts would eventually displace them. In 1854, the first
land surveys of the region were conducted, and permanent Anglo settlers began to arrive. Mabel Gilbert, one of the
earliest settlers, established a farm on a bluff near the Red River in 1855.
Wichita Falls' emergence as a major economic center began in 1882 with the arrival of the Fort Worth and Denver
City Railroad, transforming the city into a regional hub for trade and transportation. Key figures such as Joseph
Kemp and Frank Kell played crucial roles in expanding the city's infrastructure, constructing additional rail lines to
connect Wichita Falls to national markets. In 1901, J.A. Kemp spearheaded the creation of Lake Wichita, providing
essential water resources for irrigation and drinking, further bolstering the city's growth.
The discovery of oil near Burkburnett in 1918 led to a significant boom in both population and industry. Oil became
the city's economic engine for decades, with major corporations such as the Texas Company (later Texaco),
Guffey Oil Company (which became Gulf), and Magnolia Oil (later Mobil) crediting much of their success to the rich
oil fields in the region. This period of rapid industrial growth was accompanied by the establishment of Call Field,
an Army Air Corps training base during World War I. Wichita Falls continued to expand through the 1930s with the
creation of the Municipal Airport and Hardin Junior College, now Midwestern State University.The development of
Sheppard Field in 1941, which later became Sheppard Air Force Base, solidified the city's importance to the
military.
Wichita Falls' growth continued through the 20th century, earning the nickname "Factory City" in the 1950s, with
over 100 manufacturing companies operating in town. Despite a devastating tornado in 1979, the city
demonstrated resilience, rebuilding swiftly and earning national recognition as an All-America City in 1981. Today,
the city's namesake waterfall, built in 1986 as a tribute to the falls that washed away over a century ago, serves as
a lasting symbol of its strength and community spirit.
30
CITY PROFILE
1A),, , i
Trtc.uBYI
102,316 129,978 149,299
City of Wichita Falls Wichita County Metropolitan Area
Population by Race: Gender: Age: Under 18: 22.8%
18-64 63.2%
White: 60,333 64+: 14.0%
70000
African American: 12,543 52.4%
60000
Native American: 374 1
50000
Asian: 2,711 40000
Islander: 136 • 30000
All Other Races: 91 1p 47.6% 20000
Two or More Races. 3,463 l0000
Hispanic or Latino: 22,831 0
Under 18 18-64 64+
Total Households: 38,473
,711'So,
Average Family Size: 3.01
Median Household Income: $60,772
*Data courtesy of U.S.Census Bureau
Midwestern State University
Public School Enrollment (2023): 13,296 — Enrollment: 5,324
Graduation Rate: 96.2% �M- ,�', J Student-to-Faculty Ratio: 16:1
�\,p FAL+.S
�� Early Learning Schools: 2 j .N Undergraduate Programs: 49
WFISD Elementary Schools: 14 Graduate Programs: 27
Middle Schools: 3
High Schools: 2 1 j Vernon College
Career & Technical Education: 1
M '� Enrollment: 3,167
Student-to-Faculty Ratio: 15:1
flAverage Summer Temperature: 95° City Parks: 37
Average Winter Temperature: 50° • Park Acreage per Resident:
Average Rainfall: 28 inches �o 2.5 per 1,000 Residents
Sunny Days per Year: 230+ days II��I�'. 10+ Recreation Complexes
n ��
Average Commute Time:
Population Insured: 85%
� Al 0000
Number of Hospitals: 5
14.4 minutes
Clinics & HealthCare Facilities: 30+ A® Public Transit Routes: 7
Airports: 2
31
CITY PROFILE
WICHITA FALLS
OKLAHOMA I Al , F
The City of Wichita Falls is located in north-
OKLAHOMA
CITY central Texas and now encompasses 70.1
square miles. The city is approximately 130
miles northwest of the Dallas/Fort Worth
Metroplex, 15 miles from the Red River that
marks the Texas/Oklahoma border, and 125
Wichita Falls miles south of Oklahoma City. Wichita Falls
is linked to major southwestern, western,
TEX A S and mid-western cities by Interstate 44,
Fort Worth Dallas
U.S. Highways 82, 281, 277, 287, and Texas
State Route 79.
MAJOR
INDUSTRIE HOM E TO
Military Hotter N' Hell Hundred
Sheppard Air Force Base
Healthcare
Wichita Theatre
Education Euro-NATO Joint Jet Pilot
Training Program
Manufacturing World's Littlest Skyscraper
Oil and Gas
TOP TAX PAYERS TOP EMPLOYERS
Oncor Electric Delivery Co. Sheppard Air Force Base
Atmos Energy / Mid-Tex Division United Regional Health Care System
Sikes Senter Mall Realty Holding LLC Wichita Falls ISD
North American Pipe Corp. Midwestern State University
Arbor Creek Apartments LLC City of Wichita Falls
Wal-Mart Stores East Inc. Wal-Mart
Wal-Mart Stores Texas LP North Texas State Hospital
Warren Power Clinics of North Texas
United Supermarkets LLC Vitro Architectural Glass
Winfield Solutions LLC Howmet Corportation
32
IP •ft I
4 TEXAA
ta5
AS
Budget Summaries
33
BUDGET SUMMARY
FY 2025 TOTAL ADOPTED BUDGET
Revenues
All Taxes 94,101,079
Service Charges 100,055,181
Licenses & Permits 2,114,105
Fines & Forfeitures 3,178,200
Intergovernmental Revenue 13,532,690
Contributions 2,154,852
Interest Income 5,444,000
Misc. Revenues 7,043,119
Transfer In 5,443,345
Other Fin. Sources 8,958,193
Total Revenues 242,024,764
Expenditures
Personnel Services 110,598,663
Supplies 16,133,920
Maintenance & Repair 10,534,680
Utilities/Other Sery 28,702,380
Insur & Contr Supp. 3,513,449
Debt Expenditures 19,995,351
Other Expenditures 15,376,576
Non Cap Improvements 391,950
Capital Improvements 31,410,348
Transfers Out 5,367,447
Total Expenditures 242,024,764
34
BUDGET SUMMARY
FY 2025 Total Adopted Budget
'ALL rUNUS
General Fund Water&Sewer Fund Sanitation Fund Special Revenue Debt Service All Other Funds Total
Pro}.Beginning Balance $ 44,065,000 $ 24,000,000 $ 11,823,000 $ 3,185,000 S 1,200,000 $ 20,310,000 $104,583,000
Less:Unavailable Bal. 13,650,000 9,050,000 8,000,000 - - 5,000,000 35,700,000
Available Balance 30,415,000 14,950,000 3,823,000 3,185,000 1,200,000 15,310,000 68,883,000
Revenues
All Taxes 88,889,227 - - - 2,119,970 3,091,882 94,101,079
Service Charges 3,168,035 52,831,500 18,559,700 - - 25,495,946 100,055,181
Licenses&Permits 2,114,105 - - - - - 2,114,105
Fines&Forfeitures 3,178,200 - - - - - 3,178,200
Intergovernmental Revenue - - - 9,220,941 - 4,311,749 13,532,690
Contributions 232,500 - - - 1,887,352 35,000 2,154,852
Interest Income 3,423,000 781,000 366,000 206,000 204,000 464,000 5,444,000
Misc.Revenues 1,166,791 114,045 46,800 15,000 - 5,700,483 7,043,119
Transfer In 3,336,691 - - 173,160 1,503,494 430,000 5,443,345
Oth.Fin.Sources 2,965,000 4,392,000 - - - 1,601,193 8,958,193
Total Revenues 108,473,549 58,118,545 18,972,500 9,615,101 5,714,816 41,130,253 242,024,764
Expenditures
Personnel Services 77,755,242 13,918,175 5,562,771 3,016,125 - 10,346,351 110,598,664
Supplies 2,798,604 4,948,755 398,843 230,001 - 7,757,717 16,133,920
Maintenance&Repair 2,357,426 2,733,493 185,818 199,574 - 5,058,369 10,534,680
Utilities/Other Se ry 10,687,040 6,280,998 6,020,357 1,268,938 - 4,445,046 28,702,379
Insur&Contr Supp. 1,737,472 1,186,037 96,556 - - 493,384 3,513,449
Debt Expenditures 337,596 12,717,233 - - 5,714,816 1,225,706 19,995,351
Other Expenditures 5,262,349 3,004,612 533,579 4,796,463 - 1,779,572 15,376,575
Non Cap Improvements 277,950 8,000 6,000 100,000 - - 391,950
Capital Improvements 6,504,743 11,327,800 5,137,327 4,000 - 8,436,479 31,410,349
Transfers Out 755,127 1,993,442 1,031,249 - - 1,587,629 5,367,447
Total Expenditures 108,473,549 58,118,545 18,972,500 9,615,101 5,714,816 41,130,253 242,024,764
Anticipated Change (6,965,000) (392,000) (1,601,193) (8,958,193)
Ending Balance $ 23,450,000 $ 14,558,000 $ 3,823,000 $ 3,185,000 $1,200,000 $ 16,911,193 $ 63,127,193
35
BUDGET SUMMARY
FY 2025 Total Adopted Budget
'ALL 1.1I rltK I-UI\JL)
Hotel/Motel Venue Tax Regional Kickapoo
Fund Fund Airport Airport Fleet IT Transit Stormwater Golf Course Water Park Total
Proj.Beginning Balance $ 318,000 $1,484,000 $2,230,000 $ 32,000 $3,740,000 $854,000 $ - $11,000,000 $ 6,000 $ 646,000 $20,310,606
Less.Restricted Bal. - - - - - - - 5,000,000 - - 5,000,006
Available Balance 318,000 1,484,000 2,230,000 32,000 3,740,000 854,000 - 6,000,000 6,000 646,000 15,310,006
Revenues
All Taxes 2,441,882 656000 - - - - - - - - 3,091,882
Service Charges 460 - 293,126 120 14,091,524 4,312,210 650,400 3,706000 1,108,172 1,340,000 25,495,946
Licenses&Permits - - - - - - - - - - -
Fines&Forfeitures - - - - - - - - - - -
Intergovernmental Revenue - - - - - - 4,311,749 - - - 4,311,749
Contributions 35,000 - - - - - - - - - 35,60D
Interest Income - - 93,000 4,060 - - - 305,000 - 62,000 464,006
Misc.Revenues 2,691,291 - 1,666,149 1,262,293 169,000 - 250 - - 511,500 5,760,483
Transfer In 430,000 - - - - - - - - - 430,000
Oth.Fin.Sources - 933,000 280,823 - - 387,370 - - - - 1,661,193
Total Revenues 4,998,573 1,583,000 2,333,092 1,266,413 14,260,524 4,699,580 4,962,399 4,005,000 1,108,172 1,913,500 41,130,253
Expenditures
Personnel Services 2,254,884 479,552 400,727 2,568,120 1,698,476 1,950,344 $ 429,248 - 565,000 10,346,351
Supplies 507,464 468,123 450,249 4,875,569 236,777 836,350 16,185 - 367,000 7,757,717
Maintenance&Repair 82,715 117,163 22,465 2,195,938 2,618,663 324,000 175,425 - 122,600 5,058,369
Utilities/Other Sery 1,451,443 301,304 118,373 109,058 375,111 267,409 215,115 1,047,172 560,061 4,445,046
Insur&Cantr Supp. 230,000 63,801 35,121 15,000 - 74,000 250 1,000 74,212 493,384
Debt Expenditures - - - 1,225,706 - - $ - - - 1,225,706
Other Expenditures 419,285 231,576 42,478 301,616 25,399 136,296 585,816 - 43,112 1,779,572
Non Cap Improvements - - - - - - - - - -
Capital Improvements 52,782 1,583,000 - - 2,657,517 345,154 1,380,000 2,175,911 60,000 182,115 8,436,479
Transfers Out - 671,579 197,000 312,000 - - 407,050 - - 1,587,629
Total Expenditures 4,998,573 1,583,000 2,333,092 1,266,413 14,266,524 4,699,580 4,962,399 4,005,600 1,108,172 1,913,500 41,130,253
Anticipated Change - 933,000 280,823 - - 387,370 - - - - 1,661,193
Ending Balance $ 318,600 $ 551,006 $1,949,177 $ 32,000 $3,740,006 $466,630 $ - $ 6,000,000 $ 6,000 $ 646,000 $13,708,807
36
BUDGET SUMMARY
General Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
General Fund Summary Actual Budget Budget Difference % Diff.
Revenues
Property Taxes 42,644,096 46,589,569 50,006,000 3,416,431 7.33%
Sales Tax 30,988,808 31,725,000 30,903,921 (821,079) -2.59%
Franchise Fees 5,912,238 5,527,634 5,979,706 452,072 8.18%
Payments in Lieu of Taxes 1,573,379 1,573,446 1,576,000 2,554 0.16%
Other Tax Revenue 652,668 436,500 423,600 (12,900) -2.96%
Service Charges 3,049,719 3,236,758 3,168,035 (68,723) -2.12%
Licenses & Permits 1,993,198 2,049,700 2,114,105 64,405 3.14%
Fines & Forfeitures 3,008,785 2,940,400 3,178,200 237,800 8.09%
Contributions 277,285 232,500 232,500 - 0.00%
Misc. Revenues 5,095,608 3,746,687 4,589,791 843,104 22.50%
Transfer In 3,108,889 5,380,216 3,336,691 (2,043,525) -37.98%
Oth. Fin. Sources - - 2,965,000 2,965,000 100.00%
Total Revenues 98,304,674 103,438,410 108,473,549 5,035,139 4.87%
Expenditures
Personnel Services 66,907,807 73,868,274 77,755,242 3,886,968 5.26%
Supplies 2,126,257 2,669,721 2,798,604 128,884 4.83%
Maintenance & Repair 3,023,741 1,829,630 2,357,426 527,796 28.85%
Utilities/Other Sery 9,281,455 10,439,762 10,687,040 247,279 2.37%
Insur & Contr Supp. 1,355,775 1,911,888 1,737,472 (174,416) -9.12%
Debt Expenditures 315,883 323,913 337,596 13,683 4.22%
Other Expenditures 4,252,624 4,938,774 5,262,349 320,076 6.48%
Non Cap Improvements 73,652 163,000 277,950 114,950 70.52%
Capital Improvements 4,552,748 6,317,223 6,504,743 187,520 2.97%
Transfers Out 3,827,529 972,726 755,127 (217,599) -22.37%
Total Expenditures 95,717,471 103,434,910 108,473,549 5,038,639 4.87%
37
BUDGET SUMMARY
Water & Sewer Fund Summary
OPERATING AND CAPITAL FUND
FY 24 FY 25
FY 23 Adopted Adopted
Water&Sewer Fund Summary Actual Budget Budget Difference % Diff.
Revenues
Taxes 6,449 - - -
Service Charges 49,336,885 51,191,500 52,831,500 1,640,000 3.20%
Contributions 2,207,260 - - -
Misc. Revenues 1,026,496 794,226 895,045 100,819 12.69%
Transfer In 3,658,535 - - -
Oth. Fin. Sources - 4,000,000 4,392,000 392,000 9.80%
Total Revenues 56,235,625 55,985,726 58,118,545 2,132,819 3.81%
Expenditures
Personnel Services 12,076,978 13,356,207 13,918,175 561,968 4.21%
Supplies 5,032,422 4,758,212 4,948,755 190,543 4.00%
Maintenance & Repair 2,363,739 2,903,953 2,733,493 (170,460) -5.87%
Utilities/Other Sery 5,334,062 5,821,002 6,280,998 459,996 7.90%
Insur & Contr Supp. 856,592 1,059,824 1,186,037 126,213 11.91%
Debt Expenditures 1,784,103 12,716,682 12,717,233 551 0.00%
Other Expenditures 2,060,220 2,910,383 3,004,612 94,229 3.24%
Non Cap Improvements - 8,000 8,000 - 0.00%
Capital Improvements 8,541,962 10,488,800 11,327,800 839,000 8.00%
Transfers Out 1,827,817 1,962,663 1,993,442 30,779 1.57%
Total Expenditures 39,877,894 55,985,726 58,118,545 2,132,819 3.81%
38
BUDGET SUMMARY
Sanitation Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Sanitation Fund Actual Budget Budget Difference % Diff.
Revenues
Commercial Sanitation Fees 6,214,288 6,518,859 6,683,800 916,542 5.19%
Residential Sanitation Fees 7,542,237 8,124,549 8,263,100 114,148 38.22%
Landfill Fees 2,966,115 2,577,000 3,090,100 All Other Revenue 816,690 941,592 935,500 (220,190) -100.00%
Total Revenues 17,539,330 18,162,000 18,972,500 810,500 4.46%
Expenditures
Personnel Services 4,960,494 5,370,925 5,562,771 191,846 3.57%
Supplies 345,592 389,493 398,843 9,350 2.40%
Maintenance & Repair 165,961 182,840 185,818 2,978 1.63%
Utilities/Other Sery 5,817,969 6,609,050 6,020,357 (588,693) -8.91%
Insur & Contr Supp. 104,603 94,522 96,556 2,034 2.15%
Other Expenditures 518,072 513,661 533,579 19,918 3.88%
Non Cap Improvements 4,500 6,000 6,000 - 0.00%
Capital Improvements 4,660,734 3,981,763 5,137,327 1,155,564 29.02%
Transfers Out 969,072 1,013,746 1,031,249 17,503 1.73%
Total Expenditures 17,546,996 18,162,000 18,972,500 810,500 4.46%
39
BUDGET SUMMARY
Stormwater Fund Summary
FY24 FY 25
FY 23 Adopted Adopted
Stormwater Summary Actual Budget Budget Difference % Diff.
Revenues
Service Charges $ 3,755,677 $ 3,700,000 $ 3,700,000 $ - 0.00%
Misc. Revenues 283,407 246,787 305,000 58,213 23.59%
Total Revenues $4,039,084 $3,946,787 $4,005,000 $ 58,213 1.47%
Expenditures
Personnel Services $ 360,355 $ 389,008 $ 429,248 $ 40,240 10.34%
Supplies 66,092 18,465 16,185 (2,280) -12.35%
Maintenance & Repair 24,228 174,200 175,425 1,225 0.70%
Utilities/Other Sery 232,877 243,219 215,115 (28,104) -11.56%
Insur & Contr Supp. 103 205 250 45 21.95%
Other Expenditures 20,364 713,817 585,816 (128,001) -17.93%
Capital Improvements 3,338,061 2,002,000 2,175,911 173,911 8.69%
Transfers Out 405,873 405,873 407,050 1,177 0.29%
Total Expenditures $4,447,953 $3,946,787 $4,005,000 $ 58,213 1.47%
40
BUDGET SUMMARY
Special Revenue Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Special Revenue Summary Actual Budget Budget Difference %Duff.
Revenues
Service Charges 10,113 - - - 0.00%
Intergovernment Revenue 8,657,817 8,238,683 9,220,941 982,258 11.92%
Interest Income 210,778 190,356 206,000 15,644 8.22%
Misc. Revenues 21,844 15,000 15,000 - 0.00%
Transfer In 54,697 190,566 173,160 (17,406) -9.13%
Total Revenues 8,955,249 8,634,605 9,615,101 980,496 11.36%
Expenditures
Personnel Services 2,543,667 2,806,864 3,016,125 209,261 7.46%
Supplies 171,174 166,541 230,001 63,460 38.10%
Maintenance & Repair 60,038 9,350 199,574 190,224 2034.48%
Utilities/Other Sery 966,924 1,447,316 1,268,938 (178,378) -12.32%
Other Expenditures 4,423,404 3,962,900 4,796,463 833,563 21.03%
Non Cap Improvements - 237,634 100,000 (137,634) -57.92%
Capital Improvements 247,032 4,000 4,000 - 0.00%
Total Expenditures 8,412,239 8,634,605 9,615,101 980,496 11.36%
41
BUDGET SUMMARY
Debt Service Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Debt Service Fund Actual Budget Budget Difference % Diff.
Revenues
Taxes 2,087,589 2,150,000 2,119,970 (30,030) -1.40%
Contributions 1,576,987 1,713,856 1,887,352 173,496 10.12%
Misc. Revenues 594,371 187,049 204,000 16,951 9.06%
Transfer In 1,486,617 1,661,907 1,503,494 (158,413) 0.00%
Total Revenues 5,745,565 5,712,812 5,714,816 2,004 0.04%
Expenditures
Utilities/Other Sery 6,000 - - - -
Debt Expenditures 5,101,598 5,712,812 5,714,816 2,004 0.04%
Total Expenditures 5,107,598 5,712,812 5,714,816 2,004 0.04%
42
BUDGET SUMMARY
Hotel/Motel Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Hotel/Motel Tax Fund Actual Budget Budget Difference % Diff.
Revenues
Taxes 2,306,648 2,305,000 2,441,882 136,882 5.94%
Service Charges 799 - 400 400 -
Contributions 1,235,000 35,000 35,000 - 0.00%
Misc. Revenues 2,180,319 1,906,000 2,091,291 185,291 9.72%
Transfer In 2,689,000 500,000 430,000 (70,000) 0.00%
Total Revenues 8,411,766 4,746,000 4,998,573 252,573 5.32%
Expenditures
Personnel Services 1,984,072 1,743,417 2,254,884 511,467 29.34%
Supplies 754,072 532,233 507,464 (24,769) -4.65%
Maintenance & Repair 518,861 154,600 82,715 (71,885) -46.50%
Utilities/Other Sery 4,420,983 1,407,451 1,451,443 43,992 3.13%
Insur & Contr Supp. 173,075 168,000 230,000 62,000 36.90%
Debt Expenditures - 261,880 - (261,880) -100.00%
Other Expenditures 449,281 478,419 419,285 (59,134) -12.36%
Capital Improvements 234,788 - 52,782 52,782 -
Total Expenditures 8,535,133 4,746,000 4,998,573 252,573 5.32%
Venue I ax Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Venue Tax Fund Actual Budget Budget Difference % Diff.
Revenues
Taxes 660,000 600,000 650,000 50,000 8.33%
Oth. Fin. Sources - - 933,000 933,000 -
Total Revenues 660,000 600,000 1,583,000 983,000 163.83%
Expenditures
Debt Expenditures 101,700 - - -Capital Improvements 579,702 600,000 1,583,000 983,000 163.83%
Total Expenditures 681,402 600,000 1,583,000 983,000 163.83%
43
BUDGET SUMMARY
Regional Airport bund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Regional Airport Fund Actual Budget Budget Difference % Diff.
Revenues
Service Charges 315,210 262,820 293,120 30,300 11.53%
Contributions 67,220 - - - -
Misc. Revenues 1,682,104 1,709,378 1,759,149 49,771 2.91%
Transfer In 163,445 25,000 - (25,000) 0.00%
Oth. Fin. Sources - - 280,823 280,823 -
Total Revenues 2,227,979 1,997,198 2,333,092 335,894 16.82%
Expenditures
Personnel Services 408,668 462,687 479,552 16,865 3.64%
Supplies 514,604 528,005 468,123 (59,882) -11.34%
Maintenance & Repair 77,925 116,197 117,163 966 0.83%
Utilities/Other Sery 226,966 253,798 301,304 47,506 18.72%
Insur & Contr Supp. 105,135 35,817 63,801 27,984 78.13%
Other Expenditures 270,761 274,100 231,570 (42,530) -15.52%
Transfers Out - 326,594 671,579 344,985 105.63%
Total Expenditures 1,604,059 1,997,198 2,333,092 335,894 16.82%
44
BUDGET SUMMARY
Kickapoo Airport Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Kickapoo Airport Fund Actual Budget Budget Difference % Diff.
Revenues
Service Charges - 120 120 - 0.00%
Misc. Revenues 1,083,328 1,178,075 1,266,293 88,218 7.49%
Transfer In 334,157 - - - 0.00%
Total Revenues 1,417,484 1,178,195 1,266,413 88,218 7.49%
Expenditures
Personnel Services 323,851 358,464 400,727 42,263 11.79%
Supplies 531,976 580,593 450,249 (130,344) -22.45%
Maintenance & Repair 9,318 21,765 22,465 700 3.22%
Utilities/Other Sery 89,973 80,022 118,373 38,351 47.93%
Insur & Contr Supp. 35,171 21,000 35,121 14,121 67.24%
Other Expenditures 57,572 66,351 42,478 (23,873) -35.98%
Transfers Out - 50,000 197,000 147,000 294.00%
Total Expenditures 1,047,861 1,178,195 1,266,413 88,218 7.49%
45
BUDGET SUMMARY
Transit Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Transit Fund Actual Budget Budget Difference % Diff.
Revenues
Service Charges 478,814 647,400 650,400 3,000 0.46%
Intergovernment Rev. 4,605,539 4,139,317 4,311,749 172,432 4.17%
Misc. Revenues 2,172 1,000 250 (750) -75.00%
Transfer In 204 - - - 0.00%
Total Revenues 5,086,729 4,787,717 4,962,399 174,682 3.65%
Expenditures
Personnel Services 1,679,342 1,854,020 1,950,344 96,324 5.20%
Supplies 708,867 893,600 836,350 (57,250) -6.41%
Maintenance & Repair 195,431 324,550 324,000 (550) -0.17%
Utilities/Other Sery 170,934 239,180 267,409 28,229 11.80%
Insur & Contr Supp. 59,351 24,000 74,000 50,000 208.33%
Other Expenditures 106,919 142,367 130,296 (12,071) -8.48%
Capital Improvements 2,169,518 1,310,000 1,380,000 70,000 5.34%
Total Expenditures 5,090,361 4,787,717 4,962,399 174,682 3.65%
46
BUDGET SUMMARY
Fleet Maintenance bund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Fleet Maintenance Fund Actual Budget Budget Difference % Diff.
Revenues
Service Charges 12,766,937 14,357,356 14,091,524 (265,832) -1.85%
Misc. Revenues 969,119 169,000 169,000 - 0.00%
Transfer In 6,385,221 - - - 0.00%
Total Revenues 20,121,277 14,526,356 14,260,524 (265,832) -1.83%
Expenditures
Personnel Services 2,303,087 2,458,080 2,568,121 110,041 4.48%
Supplies 3,612,421 4,734,424 4,875,569 141,145 2.98%
Maintenance & Repair 2,346,902 2,723,859 2,195,938 (527,921) -19.38%
Utilities/Other Sery 159,268 155,323 109,058 (46,265) -29.79%
Insur & Contr Supp. 23,313 13,800 15,000 1,200 8.70%
Debt Expenditures 8,893 1,015,041 1,225,706 210,665 20.75%
Other Expenditures 269,877 291,066 301,616 10,550 3.62%
Capital Improvements 1,424,300 2,822,763 2,657,517 (165,246) -5.85%
Transfers Out 312,000 312,000 312,000 - 0.00%
Total Expenditures 10,460,063 14,526,356 14,260,524 (265,832) -1.83%
47
BUDGET SUMMARY
Information Technology I- u nd Summary
FY 24 FY 25
FY 23 Adopted Adopted
Information Technology Fund Actual Budget Budget Difference % Diff.
Revenues
Service Charges 4,114,825 4,114,825 4,312,210 197,385 4.80%
Oth. Fin. Sources - 1,223,622 387,370 (836,252) -68.34%
Total Revenues 4,114,825 5,338,447 4,699,580 (638,867) -11.97%
Expenditures
Personnel Services 1,413,939 1,513,029 1,698,476 185,447 12.26%
Supplies 473,687 264,907 236,777 (28,130) -10.62%
Maintenance & Repair 1,269,541 1,824,979 2,018,663 193,684 10.61%
Utilities/Other Sery 276,721 324,979 375,111 50,132 15.43%
Insur & Contr Supp. 4,261 - - - -
Other Expenditures 15,712 25,399 25,399 - 0.00%
Capital Improvements 1,967,108 1,385,154 345,154 (1,040,000) -75.08%
Total Expenditures 5,420,970 5,338,447 4,699,580 (638,867) -11.97%
48
BUDGET SUMMARY
Golf Course Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Golf Course Fund Actual Budget Budget Difference % Diff.
Revenues
Service Charges 717,106 583,000 1,108,172 525,172 90.08%
Misc. Revenues 576,476 371,391 - (371,391) -100.00%
Total Revenues 1,293,582 954,391 1,108,172 153,781 16.11%
Expenditures
Maintenance & Repair 992 - - - -
Utilities/Other Sery 1,201,261 953,391 1,047,172 93,781 9.84%
Insur & Contr Supp. 512 1,000 1,000 - 0.00%
Other Expenditures 1,191 - - -Capital Improvements 418,772 - 60,000 60,000 -
Total Expenditures 1,622,729 954,391 1,108,172 153,781 16.11%
49
BUDGET SUMMARY
Waterparl< Fund Summary
FY 24 FY 25
FY 23 Adopted Adopted
Waterpark Fund Actual Budget Budget Difference % Diff.
Revenues
Service Charges 1,326,699 1,170,000 1,340,000 170,000 14.53%
Misc. Revenues 631,486 550,000 573,500 23,500 4.27%
Transfer In 575,000 - - - 0.00%
Oth. Fin. Sources - 918,834 - (918,834) -100.00%
Total Revenues 2,533,186 2,638,834 1,913,500 (725,334) -27.49%
Expenditures
Personnel Services 522,922 430,600 565,000 134,400 31.21%
Supplies 366,323 297,000 367,000 70,000 23.57%
Maintenance & Repair 128,099 50,000 122,000 72,000 144.00%
Utilities/Other Sery 582,313 591,634 560,061 (31,573) -5.34%
Insur & Contr Supp. 54,883 65,000 74,212 9,212 14.17%
Other Expenditures 42,000 74,600 43,112 (31,488) -42.21%
Capital Improvements 182,857 1,130,000 182,115 (947,885) -83.88%
Total Expenditures 1,879,397 2,638,834 1,913,500 (725,334) -27.49%
50
LONG-RANGE FINANCIAL PLANNING
LONG-RANGE FINANCIAL PLANNING
The long-range financial planning section is a key component of the City of Wichita Falls' budget, providing a
framework for anticipating future financial needs and ensuring long-term fiscal sustainability. By aligning financial
resources with the City's strategic goals, we can proactively address challenges, capitalize on opportunities, and
safeguard the community's financial health. The long-range financial plan considers both short-term and long-
term factors, focusing on sustainability, resource allocation, and risk management over a multi-year horizon.
SIGNIFICANCE OF THE LONG-RANGE OPERATING FINANCIAL PLAN
The long-range operating financial plan is crucial for aligning the City's financial resources with its strategic goals.
By forecasting revenues, managing expenditures, and prioritizing investments, the plan ensures that the City can
meet both immediate needs and long-term objectives. It provides a clear path for maintaining essential services,
funding capital improvements, and achieving growth while preserving financial stability.
In relation to the City's strategic goals—such as accelerating economic growth, providing quality infrastructure,
and optimizing city services—the long-range plan acts as a financial blueprint. It ensures that resources are
allocated efficiently to support initiatives like expanding economic opportunities, enhancing public safety, and
improving infrastructure. This proactive approach allows the City to achieve its vision for a vibrant, growing
community while maintaining fiscal responsibility and resilience.
KEY ELEMENTS OF LONG-RANGE FINANCIAL PLANNING
1. Revenue Forecasting
A critical aspect of long-range financial planning is accurately projecting revenues over a 2-5 year period.
The City uses historical data, economic trends, and policy changes to estimate future revenues from
sources such as sales taxes, property taxes,fees,and state or federal funding.A key focus is on maintaining
stable revenue streams while anticipating potential fluctuations caused by economic cycles or legislative
changes.
• Sales Tax Revenue: With the local economy and consumer spending being significant
contributors, sales tax revenue is closely monitored. Wichita Falls aims to diversify its economic
base to reduce reliance on any one sector.
• Property Tax Revenue: Projections consider growth in property values and new developments
while balancing the need for competitive tax rates.
• Other Revenue Streams: The City evaluates user fees, permits, fines, and other funding sources
to ensure they align with service delivery costs and long-term needs.
2. Expenditure Management
Careful expenditure management is essential to maintaining a balanced budget.The City continuously
monitors operational costs, personnel expenses, and capital needs to ensure spending aligns with
strategic goals.
• Personnel Costs: Salaries and benefits represent a significant portion of the General Fund. Long-
range plans incorporate adjustments for wage increases, healthcare costs, and retirement
obligations.
51
LONG-RANGE FINANCIAL PLANNING
• Operating Expenses: The City plans for inflationary pressures on essential services, such as
utilities, supplies, and contract services, to ensure operational efficiency without compromising
service delivery.
• Capital Projects: Funding major infrastructure projects is an ongoing priority. The City uses a
multi-year capital improvement plan (CIP) to identify and prioritize projects, such as street
maintenance, facility upgrades, and water infrastructure improvements.
3. Debt Management
Wichita Falls strives to balance its current and future debt obligations to finance capital projects without
overburdening future budgets.The City uses debt strategically, ensuring that borrowing remains within
responsible limits.
• Debt Service Projections: The City reviews its existing debt service schedules and ensures that
future borrowing aligns with its debt capacity and policy guidelines.
• Capital Funding: Long-range planning includes a mix of pay-as-you-go financing, bonds,and other
debt instruments to fund major projects while maintaining flexibility in the operating budget.
4. Cash Flow Forecasting
The City relies on historical cash flow patterns, anticipated revenue streams, and expense obligations to
project cash availability over multiple years. This forward-looking approach allows for informed
decisions about resource allocation, debt management, and investment opportunities while preparing
for potential cash flow gaps due to seasonal or economic fluctuations.
• Cash Inflows: Regular monitoring of revenue sources like taxes, grants, and service fees helps
ensure that projected cash inflows align with budgetary needs. The City seeks to optimize
collection practices and identify areas where inflows can be stabilized or diversified.
• Cash Outflows: Forecasts account for operating expenses, debt service, and capital expenditures
to support sustainable growth. By evaluating long-term obligations and expected increases in
costs,the City ensures that expenditures remain within sustainable limits.
• Managing Surpluses and Shortfalls: Cash flow projections help the City plan for times of surplus,
allowing for prudent reserve building or strategic investments. Similarly, potential cash shortfalls
are identified early, enabling proactive measures like adjusting expenditures, leveraging short-
term financing, or accessing reserves.
5. Reserves and Fund Balances
Maintaining healthy reserves is a cornerstone of long-term financial stability. Wichita Falls' financial
policies require maintaining adequate fund balances to mitigate risks and ensure the ability to respond
to emergencies or economic downturns.
• Major Fund Reserves: The City targets a reserve level sufficient to cover 90 days of operating
expenditures, ensuring a buffer for unexpected costs or revenue shortfalls.
• Capital Reserves: Capital reserve funds are set aside for planned infrastructure improvements,
avoiding the need for large one-time financial burdens on the operating budget.
6. Capital Improvement Planning(CIP)
The City's CIP outlines major infrastructure and facility investments needed over the next 5 years. These
projects are prioritized based on factors such as public safety, infrastructure condition, and community
growth. The long-range plan integrates funding strategies for CIP projects to ensure timely completion
without disrupting daily operations.
52
LONG-RANGE FINANCIAL PLANNING
7. Risk Management and Contingencies
The City recognizes the importance of preparing for potential risks, such as natural disasters, economic
downturns, and changes in federal or state funding. Long-range planning includes contingencies to
address unforeseen events, ensuring the City can maintain financial flexibility and stability in times of
uncertainty.
STRATEGIES FOR FISCAL STABILITY
To support long-term financial health, Wichita Falls employs several key strategies:
• Economic Diversification: Expanding the local economy beyond traditional industries to attract new
businesses and increase job opportunities, reducing vulnerability to market fluctuations.
• Efficiency Initiatives: Continuously seeking ways to improve the cost-effectiveness of services through
technological advancements, process improvements, and interdepartmental collaboration.
• Strategic Investments: Prioritizing investments in infrastructure, public safety, and quality-of-life
amenities that will generate long-term benefits for the community.
• Public Engagement: Incorporating feedback from residents, businesses,and other stakeholders to ensure
financial decisions reflect community priorities.
THREE YEAR PROJECTIONS
The Finance Department updates forecast monthly, as recommended by the Government Finance Officers
Association of the United States and Canada (GFOA). Projections for the next few years take into account a variety
of factors, including economic growth, population changes, state legislation, and inflation rates. The forecasts
listed here are snap shots in time, and will change as conditions change. Here are some key assumptions that
influence these forecasts:
- Property Tax Revenue: The City of Wichita Falls projects growth in property tax revenue due to rising
property values spurred by economic development and modest population increases. Per the Texas
Workforce Commission, Wichita Falls recently saw a job growth rate of 1.69%alongside slight population
growth. However, state-imposed caps limit annual property tax revenue increases to 3.5% without
requiring voter approval.The revenue forecast assumes the maximum allowable sales tax growth of 3.5%,
with adjustments to the effective tax rate often necessary to meet budgetary and regulatory
requirements, although no rate increase is factored into these projections.
Property Tax Revenue
$44.2 M
$47.4 M $52.1 M $53.6 M $55.4 M
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
53
LONG-RANGE FINANCIAL PLANNING
- Sales Tax Revenue: Sales tax revenue is the most variable component of city income, as it is highly
sensitive to changes in economic conditions.The Finance Department collaborates with sales tax experts,
updating and reviewing key assumptions monthly to reflect the latest economic and local developments.
Maintaining accurate forecasts is a top priority, as they adjust to align with economic fluctuations and
changes within the City. Projections for FY25 and beyond anticipate a slower growth rate of 1%, with
consumer spending expected to stabilize following recent years of recovery. Factors like inflation, interest
rates, and evolving consumer behaviors may contribute to this moderation. As a result, future revenue
forecasts adopt a more conservative approach to sales tax projections, helping mitigate the risk of budget
shortfalls if growth falls below prior expectations.
Sales Tax Revenue
$31.0 M $30.7 M $30.9 M $31.2 M $31.4 M
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
- Service Charges: Service charges, which include fees for utilities, permits, and other city services, are
projected to experience moderate growth over the next few years, primarily driven by inflation. Water
and sewer service charges contribute nearly 53% of this revenue, while sanitation rates account for
around 18%. Wichita Falls has approved a 2.5% increase for FY25 to align with the Consumer Price Index
(CPI), helping offset rising costs. Despite this adjustment, customer rates in Wichita Falls remain below
the average for comparable cities, providing residents with relatively affordable services. However, this
revenue source is still sensitive to economic conditions, as utility fees fluctuate with energy costs and
consumption patterns, and permit revenue may decline with reduced construction activity. To support
consistent growth, Wichita Falls plans to make annual adjustments to fee structures in line with the
consumer price index,forecasted at 4%annually,although these increases will be carefully balanced with
affordability considerations to avoid overburdening residents.
Service Charges
$93.0 M $98.3 M $100.1 M $104.1 M $108.2 M
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
54
LONG-RANGE FINANCIAL PLANNING
- Interest Income: Interest rates through TexPool, Logic, and the U.S. Treasury Interest Rate Statistics are
reviewed and analyzed monthly. The Federal Open Market Committee (FOMC) holds eight meetings
annually to assess economic and financial conditions, determine the appropriate stance of monetary
policy, and evaluate risks to its long-term goals of price stability and sustainable economic growth. The
City uses the FOMC's decisions and projections to forecast potential impacts on interest rate revenue.The
projected decline in interest revenue over the next three years is influenced by the Fed's recent decision
to lower the target interest rate to a range of 4.75%to 5.00%, with expectations of a further decrease to
3.1% by the end of 2026 and stabilization at a long-term target of 2.8%. These rate cuts respond to rising
unemployment and slowing job growth, reflecting a shift in focus towards supporting the labor market
amid ongoing economic challenges.
Interest Income
$5.1 M $5.7 M $5.1 M
$3.8 M
$1.5 M
FY22 FY23 FY24 FY25 FY26
- Personnel Costs: Personnel costs for the city are anticipated to increase each year over the next three
years due to various factors, including rising salaries, pension contributions, and health benefits. Pension
obligations, particularly for the police and fire departments, are influenced by state-mandated funding
levels. Wichita Falls is preparing for annual operating cost increases of approximately 2-5% to
accommodate the growing expenses in areas such as public safety and pensions.As these costs rise,total
personnel service expenditures are projected to grow from about $110.5 million in FY 2025 to around
$120.9 million by FY 2027.This trend will necessitate careful budget planning to manage these increasing
financial commitments, with inflation also playing a significant role in overall city expenditures, especially
regarding staff salaries.
Personnel Costs
$103.8 M $110.5 M
$115.5M $120.9M
$95.6 M
FY23 FY24 FY25 FY26 FY27
55
LONG-RANGE FINANCIAL PLANNING
- Non-Labor Operating Costs: Non-labor operating costs for the city are projected to increase by
approximately 4%annually over the next three years. This rise is driven by various factors, including
inflation, rising costs for goods and services, and increased demand for city services. Overall projections
for non-labor operating expenses range between 4% and 7%each year, reflecting the challenges of
maintaining service levels amid fluctuating economic conditions. As these costs continue to rise, careful
financial planning will be essential to ensure the city can effectively manage its budget while meeting
the needs of the community.
Non Labor Costs
$58.7 M $56.1 M $58.9 M $61.3 M $63.7 M
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
56
p
4 TEXAS11401/
1a5
Revenue Summaries
57
REVENUES
CITY WIDE REVENUES
The City of Wichita Falls relies on a diverse array of funding sources to support its operations and provide essential
services to the community. Key revenue streams include property taxes, sales taxes, interest income, and service
charges for Water and Sewer utilities. A thorough understanding of these revenue sources is crucial for effective
strategic planning and informed decision-making. By carefully tracking trends and making accurate revenue
forecasts,city leaders can ensure that critical services are maintained,financial resources are optimized,and long-
term sustainability is achieved. The table below provides a detailed breakdown of the city's major revenue
sources.
FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
Property Taxes 44,719,973 48,739,569 52,125,970 3,386,401 6.95%
Sales Tax 30,995,258 31,725,000 30,903,921 (821,079) -2.59%
Franchise Fees 5,912,238 5,527,634 5,979,706 452,072 8.18%
Payments in Lieu of Taxes 1,573,379 1,573,446 1,576,000 2,554 0.16%
Hotel/Motel/Venue Taxes 2,966,648 2,905,000 3,091,882 186,882 6.43%
Other Tax Revenue 664,380 436,500 423,600 (12,900) -2.96%
Water&Sewer Revenue 47,624,764 50,808,500 52,365,700 1,557,200 3.06%
Commercial Sanitation Fees 6,214,288 6,518,859 6,683,800 164,941 2.53%
Residential Sanitation Fees 7,542,237 8,124,549 8,263,100 138,551 1.71%
Landfill Fees 2,966,115 2,577,000 3,090,100 513,100 19.91%
Service Charges 27,694,326 28,998,029 29,652,481 654,452 2.26%
Intergovernment Revenue 13,646,995 12,378,000 13,532,690 1,154,690 9.33%
Licenses & Permits 1,994,008 2,049,700 2,114,105 64,405 3.14%
Fines& Forfeitures 3,008,785 2,940,400 3,178,200 237,800 8.09%
Contributions 5,363,752 1,981,356 2,154,852 173,496 8.76%
Interest Income 5,487,659 5,433,200 5,436,000 2,800 0.05%
Misc. Revenues 9,221,699 5,930,401 7,051,119 1,120,718 18.90%
Total Operating Revenues 217,596,504 218,647,143 227,623,226 8,976,084 4.11%
Transfer In 18,583,998 7,942,567 5,443,345 (2,499,222) -31.47%
Oth. Fin.Sources 0 6,362,646 8,958,193 2,595,547 40.79%
Total Consolidated Revenues 236,180,502 232,952,356 242,024,764 9,072,409 3.89%
Total revenues (consolidated revenues) for the adopted FY 2025 budget, including fund balance transfers in, are
projected at$242,024,764, which is an increase of$9,072,409, or 3.89%from the FY 2024 Adopted Budget. The
overall increase is due to increased property tax revenues, service charges, and interest income and was partly
offset by decreased sales tax revenue. The decrease in transfers is because the FY 2024 Adopted Budget included
the use of$2,000,000 in remaining bond funds for additional street improvements. Total operating revenues for
FY 2025, not including fund balance transfers in, are projected to be$227,623,226, which is a 4.11%increase from
FY 2024.
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GENERAL FUND REVENUES
General Fund Revenues for FY 2025, including transfers in, total $108,473,549, which is an increase of 4.87%
compared to FY 2024. Operating revenues total $102,171,858, which is a 4.20% increase compared to FY 2024.
Some of the primary changes in revenues resulting in this increase are outlined in the table below.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
Property Taxes 42,644,096 46,589,569 50,006,000 3,416,431 7.33%
Sales Tax 30,988,808 31,725,000 30,903,921 (821,079) -2.59%
Franchise Fees 5,912,238 5,527,634 5,979,706 452,072 8.18%
Payments in Lieu of Taxes 1,573,379 1,573,446 1,576,000 2,554 0.16%
Other Tax Revenue 652,668 436,500 423,600 (12,900) -2.96%
Service Charges 3,049,719 3,236,758 3,168,035 (68,723) -2.12%
Licenses & Permits 1,993,198 2,049,700 2,114,105 64,405 3.14%
Fines & Forfeitures 3,008,785 2,940,400 3,178,200 237,800 8.09%
Contributions 277,285 232,500 232,500 - 0.00%
Interest Income 3,417,915 2,772,258 3,423,000 650,742 23.47%
Misc. Revenues 1,677,693 974,429 1,166,791 192,362 19.74%
Operating Revenues 95,195,785 98,058,194 102,171,858 4,113,664 4.20%
Transfer In 3,108,889 5,380,216 3,336,691 (2,043,525) -37.98%
Oth. Fin. Sources - - 2,965,000 2,965,000
Consolidated Revenues 98,304,674 103,438,410 108,473,549 5,035,139 4.87%
FY 2025 General Fund Operating Revenue by Source
Franchise Fees 5.85%
Payments in Lieu
of Taxes 1.54%
�ther Tax Revenue 0.41%
Sales Tax
30.25% #sss Service Charges 3.10%
Licenses & Permits 2.07%
Fines & Forfeitures 3.11%
Contributions 0.23%
Interest Income 3.35%
Misc. Revenues 1.15%
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Property Tax Base:
The Property Tax is the main source of income for the city's General Fund, which is used to provide essential city
services.The total value of properties in the area,as determined by the Wichita County Appraisal District,is$7.671
billion.This represents an increase of$354 million, or 6.25%, compared to the previous year.The bar graph below
shows that the property tax base grew by 13.5%in FY 2023 and by 9.45% in FY 2024. Over the past five years,the
average annual growth rate of taxable property values has been 7.83%.
Property Tax Values (in Billions)
$7.220 $7.671
$6.596
Nom
$5.456 $5.808
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Property Tax Rate:
The property tax rate is made up of two parts: the maintenance and operations (M&O) portion and the interest
and sinking(I&S) portion.The rate stayed the same in FY 2021, saw a slight decrease in FY 2022, dropped by 0.067
(or 6.7 cents) or 8.75% in FY 2023, and further decreased by 2.06% in FY 2024. However, the FY 2025 Adopted
Budget includes a small increase in the City's property tax rate, raising it by 0.37%from 0.6800 to 0.6848.
As a result of this increase, property tax revenue for the General Fund is expected to grow by $3,416,341, or
7.33%. This growth is mainly due to a rise in property values, which is estimated to add about $3.2 million to the
revenue with the remainder due to the change in tax rate. As discussed in the budget workshop, although our
property tax rate is slightly higher compared to similar cities, our overall tax base is smaller, which means we
generate less revenue per person to fund essential government services.
Property Tax Rate
Average Annual
Fiscal Year M&O l&S Total Rate $ Change % Change % Change
2021 0.722736 0.040587 0.763323 0.000 0.00%
2022 0.726565 0.034363 0.760928 -0.002 -0.31%
2023 0.661579 0.032742 0.694321 -0.067 -8.75%
2024 0.649853 0.030147 0.680000 -0.014 -2.06%
2025 0.658533 0.026267 0.684800 0.0048 0.71% -2.15%
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Sales Tax Receipts:
Sales Tax is the second-largest revenue source for the City's General Fund and is crucial for funding the City's
general operations. The City's General Fund receives 1.50% of retail sales. The bar graph below shows historical
trends in sales tax receipts. As of May 2024, receipts for the current FY 2024 are 1.71% lower than the previous
year. Revenue projections for FY 2025 are based on the current fiscal year's estimate. Consequently, sales tax
revenues for the adopted FY 2025 budget are projected to be$30,903,921, which is$821,079, or 2.59%, less than
the prior year's budget.
Sales Tax Revenue
$31,099,773 $30,988,808 $31,725,000 $30,903,921 $30,903,921
112
,467
FY 2021 FY 2022 FY 2023 FY 2024 FY 2024 FY 2025
Actual Actual Actual Budget Estimate Budget
Franchise Fees:
The City receives payments from ONCOR Electric, ATMOS Gas, Spectrum Cable, and various telecommunication
providers for the use of the City's rights-of-way for their distribution lines. Generally, the City calculates a three-
year average of payments from ONCOR and ATMOS, as well as uses the current year estimates for Spectrum. The
amount from telecommunication providers is based on the most recent number of access lines in our rights-of-
way. When applying these forecasting methods, the FY 2025 Adopted Budget includes $5,979,706 from these
franchises, which is an increase of$452,072, or 8.18% higher than the previous year.
Payments-In-Lieu of Taxes (PILOT):
The City receives payments-in-lieu of property taxes 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
services, in-city water rates, and won't annex the industry into the city limits, in exchange for a payment to the
City that is based on a percentage of what they would have paid in property taxes had they been located inside
the city limits. For the FY 2025 fiscal year,this revenue source is projected at$1,576,000, which is a slight increase
from the prior year. A new PILOT agreement with Panda Biotech was in negotiations during budget adoption and
was not included in the budget.
Other Tax Revenue: This category includes revenue from the County Vehicle Tax, Mixed Beverage Tax, and
Occupation Tax. For FY 2025, revenue is estimated at $423,600, or a 2.96% decrease from the previous year.
Occupation and Mixed Beverage Tax receipts are trending lower than previously budgeted.
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Service Charges: All non-General Fund operations receive administrative support from the General Fund. Each
year, the cost of these support services is allocated to user departments through an administrative overhead
charge. Revenue from this charge is anticipated to be $3,168,035, which is a -2.12% decrease from the previous
year.
Licenses and Permits: The various licenses and permits issued by the City are anticipated to generate
approximately 3.14% more in revenue in FY 2025 than the previous year. This revenue budget includes a modest
rate increase, which is lower than the Consumer Price Index(CPI), across all city functions. While some rates will
increase, others will decrease, and some will stay the same, the average increase will be lower than inflation.
Fines and Forfeitures: It is anticipated that the average municipal court fine amount and the number of tickets
issued at the Municipal Court will increase revenue by$237,800 in FY 2025.
Contributions: The contributions revenue account includes contributions from both 4A and 4B tax funds.
Interest Income: The City receives interest earnings from reserves that are invested with local government
investment pools and fixed income securities.The FY 2025 Adopted Budget for this category is$3,423,000, which
is$650,742 higher than the current year, and is based on the current Federal Reserve Committees' rate decisions.
Miscellaneous Revenues: This category includes various types of income from across the General Fund and
accounts for an increase of$192,362, or 19.74%, compared to last year. The majority of this increase is expected
due to the ongoing higher usage of the sports complex.
Transfers In: This represents transfers in from the Water/Sewer Fund, Sanitation Fund, and the Fleet Fund for a
total of$3,336,691.
Other Financing Sources: This category covers transfers from the fund balance to cover one-time expenditures.
For FY 2025, budgeted one-time expenditures include $2,100,000 for installing turf at Sports Complex #2,
$450,000 for Library Flooring Replacement, $215,000 for Municipal Court Improvements and $200,000 for Park
Improvements and Public Spaces.
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WATER & SEWER FUND REVENUES
The Water and Sewer Fund revenues are primarily generated from fees and charges related to providing essential
water and wastewater services to the community. These revenues come from residential, commercial, and
industrial customers who pay for water consumption, sewer usage, and service connections. Additional income
may be derived from penalty fees, late payments, and interest on investments. The fund is designed to be self-
sustaining, meaning that all expenses for operating, maintaining, and upgrading the water and sewer systems are
covered by the revenues collected. This ensures the ongoing provision of safe, clean water and the efficient
disposal of wastewater, which are critical to public health and the environment.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference % Diff.
Revenues
Water & Sewer Revenue 48,771,632 50,808,500 52,365,700 1,557,200 3.06%
Other Service Charges 565,252 383,000 465,800 82,800 21.62%
Interest Income 893,781 685,181 781,000 95,819 13.98%
Misc. Revenues 2,356,163 109,045 114,045 5,000 4.59%
Total Operating Revenue 52,586,828 51,985,72.6 53,72.6,545 1,740,819 3.35%
Transfer In 3,658,535 - - - 0.00%
Oth. Fin. Sources - 4,000,000 4,392,000 392,000 9.80%
Total Consolidated Revenue 56,2.45,363 55,985,72.6 58,118,545 2,132,819 3.81%
Service Charges: This category represents the largest portion of revenue in the Water &Sewer Fund, accounting
for approximately 78% of the total revenue. For Fiscal Year 2025, service charge revenues are budgeted at
$52,365,700, reflecting an increase of$1,557,200, or 3.06%, compared to the prior year's adopted budget. This
increase is based on updated projections regarding water usage volume and is directly linked to the recently
approved rate increase.
The following chart provides a comparison of the City of Wichita Falls' current water rates with those of similar
cities across Texas. The data was gathered from each city's website as of June 1, 2024, and does not include any
potential rate increases under consideration. Once other cities update their rates, it is anticipated that Wichita
Falls' adopted rates will be approximately 3.5% lower than the average of the comparison group. The Adopted
Budget also includes an increase in the total water and wastewater bill for the average user, with the cost rising
from $64.46 to $66.07 based on an average consumption of 5,000 gallons per month.
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Comparison of Residential Water Rates (Based on Average Residential Use of 5,000 Gallons) *
Wastewater Wastewater Total Bill
City Water Use Water Base Use Base (water&Sewer my)
McKinney $2.3.50 $18.10 $34.25 $14.55 $101.00
Mesquite $30.68 $17.68 $28.92 $18.41 $95.69
San Angelo $25.18 $31.92 $7.62 $30.17 $94.89
Allen $17.85 $20.35 $16.38 $36.95 $91.53
Waco $17.76 $16.50 $32.05 $24.83 $91.14
Grand Prairie $22.50 $17.72 $25.10 $16.11 $81.43
Richardson $35.60 $8.00 $25.35 $8.00 $76.95
Beaumont $21.84 $16.14 $20.76 $10.93 $69.67
Abilene $19.25 $18.25 $14.50 $16.00 $68.00
Tyler $16.90 $15.80 $15.82 $19.10 $67.62
Denton $18.15 $15.84 $21.10 $12.21 $67.30
Wichita Falls $25.44 $20.24 $11.87- $8.52 $66.07
Odessa $18.60 $22.27 $9.99 $14.55 $65.41
Midland $18.33 $21.61 $2.64 $21.79 $64.37
League City $20.26 $8.26 $18.45 $15.32 $62.29
Lewisville $10.71 $24.18 $13.83 $10.23 $58.95
Sugar Land $6.11 $15.90 $17.85 $16.39 $56.25
Killeen $10.14 $15.04 $7.60 $20.76 $53.54
College Station $13.75 $12.40 $4.50 $22.55 $53.20
Pasadena $11.28 $13.48 $11.25 $13.47 $49.48
McAllen $8.25 $12.45 $8.50 $12.50 $41.70
Edinburg $4.98 $10.78 $3.84 $10.07 $29.67
AVERAGE $18.05 $16.98 $16.01 $17.43 $68.46
Other Service Charges: This category includes fees for specific services or utility connections. While contributing
a smaller portion of the fund, it is expected to grow significantly, with a projected 21.62% increase in FY 2025,
reaching$465,800.
Interest Income: Earnings from investments of the fund's reserves are also expected to increase. For FY 2025, a
13.98% rise is forecasted, bringing in $781,000.
Miscellaneous Revenues: This category consists of various smaller and irregular income sources, such as fines
and penalties. It is projected to total $114,045 in FY 2025, reflecting a modest 4.59% increase.
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REVENUES
SANITATION FUND REVENUES
The Sanitation Fund is divided into three sections: Refuse Collection (referred to as Sanitation), Transfer Station,
and Landfill. Additionally, there is a budget unit called Special Items, which allocates funds for a planned landfill
expansion in about 20 years. These divisions collectively handle the collection of residential and commercial solid
waste and run the "Choose to Reuse" program. This program includes an Organic Reuse Program and drop-off
locations for recycling glass, newspapers, and aluminum. The Sanitation Fund also manages the City's Transfer
Station, where waste is loaded into larger transport units for transfer to the landfill, and oversees landfill
operations, including a compost facility. The 2025 Adopted Budget includes a city-wide rate effective average
increase of 2.5%., affecting residential, commercial curbside and alley customers. This increase accounts for the
rising costs of trucks and equipment, as well as higher labor and fuel expenses.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
Commercial Sanitation Fees 6,214,288 6,518,859 6,683,800 164,941 2.53%
Residential Sanitation Fees 7,542,237 8,124,549 8,263,100 138,551 1.71%
Landfill Fees 2,966,115 2,577,000 3,090,100 513,100 19.91%
Services Charges 464,840 422,750 522,700 99,950 23.64%
Interest Income 340,098 296,152 366,000 69,848 23.59%
All Other Revenue 11,752 2,500 46,800 44,300 1772.00%
Total Operating Revenue 17,539,330 17,941,810 18,972,500 1,030,690 5.74%
Oth. Fin. Sources - 220,190 0 (220,190) -100.00%
Total Consolidated Revenue 17,539,330 18,162,000 18,972,500 810,500 4.46%
Commercial Sanitation Fees: Fees charged to businesses for waste collection and sanitation services. For FY 2025,
these are projected at$6,683,800, a 2.53% increase from FY 2024.
Residential Sanitation Fees: Fees paid by households for sanitation and waste collection services. FY 2025
revenues are projected at$8,263,100, reflecting a 1.71% increase from the previous year.
Landfill Fees: Charges for the use of landfill services. This revenue source is expected to grow significantly by
19.91% in FY 2025, reaching$3,090,100.
Service Charges: Fees for specific services provided within the sanitation system, such as roll-off fees, payload
fees, franchise hauler fees and permit fees. Service charge revenues are projected to increase by 23.64% in FY
2025, totaling$522,700.
Interest Income: Earnings from the investment of fund reserves. For FY 2025, this is expected to generate
$366,000, a 23.59% increase from FY 2024.
All Other Revenue: Various smaller, irregular sources of revenue. A significant increase is projected for FY 2025,
bringing this category to$46,800.
Other Financial Sources: Reflecting a one-time financial adjustment in FY 2024, no additional sources are
budgeted for FY 2025, leading to a 100%decrease.
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REVENUES
STORMWATER FUND REVENUES
In 2000, the City Council authorized the establishment of a Stormwater Drainage Utility System. This system
provides a funding mechanism for drainage improvements in the city as allowed by State law. 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, such as rooftops,
driveways, or any areas that prevent rainwater from soaking into the ground; 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.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference % Diff.
Revenues
Stormwater Fees - Commercial 1,917,501 1,900,000 1,900,000 0 0.00%
Stormwater Fees - Residential 1,838,176 1,800,000 1,800,000 0 0.00%
Interest Income 283,407 246,787 305,000 58,213 23.59%
Total Operating Revenue 4,039,084 3,946,787 4,005,000 58,213 1.47%
Oth. Fin. Sources - - - - 0.00%
Total Consolidated Revenue 4,039,084 3,946,787 4,005,000 58,213 1.47%
Stormwater Fees: classified as service charges in the total budget, these charges used to fund essential
stormwater management services, including infrastructure maintenance, flood prevention, and water quality
protection. For this fiscal year, stormwater fees will remain unchanged, resulting in no difference from the
previous year.This stability helps maintain service levels without impacting property owners with additional fees.
Interest Income: Interest earnings are projected to increase due to higher anticipated interest rates this fiscal
year, leading to more income from invested assets.
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REVENUES
VENUE AND HOTEL/MOTEL TAX FUND REVENUES
The Hotel Occupancy Tax (HOT) is assessed upon the occupants of rented rooms in hotels, motels, and bed and
breakfasts. Both the City of Wichita Falls and the State of Texas collect taxes from the rental of these rooms. The
State of Texas assesses a 6% rate, and the City assesses a rate of 9%, for a combined rate of 15%.
A hotel's owner, operator, or manager must collect hotel taxes from their guests and remit these taxes to both
the City and the State. Tax revenue from the city hotel occupancy tax may be used to promote tourism and the
convention and hotel industry. Cities may also use the tax for the encouragement, promotion, and improvement
of the arts. The City of Wichita Falls uses 7%of the HOT for the promotion of tourism and operation of the Multi-
Purpose Events Center (MPEC) and Memorial Auditorium, while the additional voter-approved 2% is used for
capital improvements(large renovation and/or construction projects with a cost in excess of$25,000)at the MPEC
and Memorial Auditorium. The Venue Tax Fund tracks the 2% designated towards the improvement and
maintenance of the City's venues. The other 7%of the city-collected HOT is tracked in the Hotel/Motel Fund.
VENUE TAX FUND REVENUES
FY24 FY25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
HOT Taxes 660,000 600,000 650,000 50,000 8.33%
Total Operating Revenue 660,000 600,000 650,000 50,000 8.33%
Oth. Fin. Sources - - 933,000 - 0.00%
Total Consolidated Revenue 660,000 600,000 1,583,000 983,000 163.83%
Other Financing Sources: This category covers transfers from the fund balance to cover one-time capital
expenditures
HOTEL/MOTEL TAX FUND REVENUES
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference % Diff.
Revenues
HOT Taxes 2,306,648 2,305,000 2,441,882 136,882 5.94%
Service Charges 799 - 400 400 100.00%
Contributions 1,235,000 35,000 35,000 - 0.00%
Misc. Revenues 2,180,319 1,906,000 2,091,291 185,291 9.72%
Total Operating Revenue 5,722,766 4,246,000 4,568,573 322,573 7.60%
Transfer In 2,689,000 500,000 430,000 (70,000) -14.00%
Total Consolidated Revenue 8,411,766 4,746,000 4,998,573 252,573 5.32%
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Contributions: This category encompasses funding from external sources, such as the 4B Sales Tax Fund, which
supports events and promotions.The expected contribution amount for the upcoming period remains unchanged.
Miscellaneous Revenues: This account represents the projected revenues generated from the MPEC under city
management, including events, sponsorships, and advertising sales. Revenues are expected to increase by
$185,291, or 9.72%, due to an increase in hosted events.
Transfer In: This category represents a subsidy from the General Fund.The subsidy amount has been reduced by
$70,000 as it is anticipated that the fund will require less support from the General Fund. Although it was
budgeted, the subsidy was not required in FY 2023 and is not expected to be needed in FY 2024.
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REVENUES
REGIONAL AIRPORT FUND REVENUES
The Wichita Falls Regional Airport operates as a joint military and civilian facility, sharing runways and taxiways
with Sheppard Air Force Base. It is served by American Airlines, which offers regional flights to Dallas/Fort Worth
International Airport. The airport accommodates both scheduled and unscheduled commercial flights, as well as
private aircraft. Providing a convenient commercial connection to Dallas/Fort Worth and a well-equipped facility
for charter and private flights, the airport is a valuable asset to the Wichita Falls area. Wichita Falls Regional FBO
provides hangar space, parking, and fueling services for general aviation and corporate aircraft, while Aero
Maintenance offers full-service maintenance for both general and corporate aircraft on-site.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference % Diff.
Revenues
Service Charges 315,210 262,820 293,120 30,300 11.53%
Contributions 67,220 - - - 0.00%
Interest Income 78,141 68,094 93,000 24,906 36.58%
Misc. Revenues
Fuel Sales 901,624 990,385 968,940 (21,445) -2.17%
Concessions 283,613 242,500 243,400 900 0.37%
Rent 211,878 202,219 217,559 15,340 7.59%
Parking Revenue 90,845 95,280 96,000 720 0.76%
Other Misc. Revenues 171,276 110,900 140,250 29,350 26.47%
Operating Revenues 2,119,807 1,972,198 2,052,269 80,071 4.06%
Transfer In 163,445 25,000 - (25,000) -100.00%
Oth. Fin. Sources - - 280,823 280,823 100.00%
Consolidated Revenues 2,283,252 1,997,198 2,333,092 335,894 16.82%
Service Charges: Fees collected for services provided by the facility.These include landing fees, maintenance fees,
or other direct services offered to customers.
Contributions: Funds received from donations,grants,or other contributions,often from public or private entities.
In this case, no contributions are budgeted for FY 24 or FY 25.
Interest Income: Earnings from the investment of funds or savings are expected to rise this fiscal year due to
higher than anticipated interest rates. This increase is projected to result in additional income from invested
assets, amounting to an increase of$24,906, or 36.58%.
Miscellaneous Revenues:
o Fuel Sales: Revenue from selling aviation fuel to airlines, private aircraft, or other users at the airport.
o Concessions: Income from businesses operating within the airport, such as restaurants, retail stores, and
other vendors providing goods and services to passengers and visitors.
o Rent: Payments received from leasing spaces within the airport, such as terminals, office spaces, hangars,
or land leased for other purposes.
o Parking Revenue: Fees collected from passengers and visitors for using airport parking facilities.
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o Other Miscellaneous Revenues: Any other smaller or less frequent income streams, such as advertising,
vending machine sales, or special event fees that don't fit into the other categories.
Transfer In: Funds transferred from other departments or government entities, often used to support operations
or capital improvements. In this case, no transfers are planned for FY 25.
Other Financial Sources: Any additional financial sources that are not categorized elsewhere, such as proceeds
from loans, bonds, or one-time financial events that provide extra funding.
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REVENUES
KICKAPOO AIRPORT FUND REVENUES
Kickapoo Airport serves the general aviation needs of Wichita Falls and North Texas, accommodating
approximately 80 aircraft,including small jets and helicopters,that are housed and maintained on-site.The airport
is equipped with a state-of-the-art Automated Weather Observation System (AWOS) providing real-time weather
data to pilots and the public. Located just minutes from downtown businesses, restaurants, and shopping,
Kickapoo offers various services such as aircraft towing,full-service fueling, aircraft rental,catering, courtesy cars,
free Wi-Fi, and a pilot's lounge. The airport also has a mechanic shop, pilot supplies, and instructors available for
fixed-wing and helicopter training. It operates a 4,450-foot runway and plays a key role in the vibrant aviation
community around Sheppard Air Force Base.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
Service Charges - 120 120 - 0.00%
Interest Income 3,185 3,000 4,000 1,000 33.33%
Misc. Revenues
Fuel Sales 822,553 887,335 972,193 84,858 9.56%
Rent 242,846 281,640 290,000 8,360 2.97%
Other Misc. Revenues 14,743 6,100 100 (6,000) -98.36%
Operating Revenues 1,083,328 1,178,195 1,266,413 88,218 7.49%
Transfer In 334,157 - - - 0.00%
Consolidated Revenues 1,417,485 1,178,195 1,266,413 88,218 7.49%
Service Charges: Fees collected for services provided by the facility. These include landing fees, maintenance
fees, or other direct services offered to customers.
Interest Income: Earnings from the investment of funds or savings are expected to rise this fiscal year due to
higher anticipated interest rates. This increase is projected to result in additional income from invested assets,
amounting to an increase of$1,000, or 33.33%.
Miscellaneous Revenues:
o Fuel Sales: Revenue from selling aviation fuel to airlines, private aircraft, or other users at the airport.
o Rent: Payments received from leasing spaces within the airport, such as terminals, office spaces,
hangars, or land leased for other purposes.
o Other Miscellaneous Revenues: Any other smaller or less frequent income streams, such as advertising
or vending machine sales that don't fit into the other categories.
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REVENUES
TRANSIT FUND REVENUES
The Transit Fund supports the city's bus system, known as FallsRide, primarily through Federal and State Grants,
along with service charges (fares). FallsRide operates a Route Deviation and Demand Responsive system,allowing
buses to deviate up to 3/4 mile from regular routes for passenger pick-ups or drop-offs, with service available
Monday through Saturday. Operations are based out of the new Transit Center, enabling in-house vehicle
maintenance, refueling, and cleaning. Specialized services include the Grocery Cart program for seniors and
individuals with disabilities, and the Section 5310 Medical Transportation Program, which offers transportation
assistance for health-related services. FallsRide also operates the Sheppard Express route for military members
and provides free rides for Midwestern State University and Vernon College students.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
Intergovernmental Revenue-Grants 4,605,539 4,139,317 4,311,749 172,432 4.17%
Service Charges
Passanger Fees 181,362 208,000 295,000 87,000 41.83%
Fuel Sales 132,500 232,000 150,000 (82,000) -35.34%
MSU Service Agreement 96,564 122,000 116,000 (6,000) -4.92%
Advertising Fees 53,988 71,000 75,000 4,000 5.63%
Greyhound Commissions 14,400 14,400 14,400 - 0.00%
Misc. Revenues 2,172 1,000 250 (750) -75.00%
Operating Revenues 5,086,525 4,787,717 4,962,399 174,682 3.65%
Transfer In 204 - - - 0.00%
Consolidated Revenues 5,086,729 4,787,717 4,962,399 174,682 3.65%
Intergovernmental Revenue - Grants: Funds received from federal, state, or local grants aimed at supporting
transit operations, maintenance, and capital improvements. These grants often require the city to meet specific
objectives related to public transportation accessibility, infrastructure, or environmental goals.
Service Charges:
• Passenger Fees: Revenue from fares paid by transit riders, including single-trip tickets, monthly passes,
and any other fare options, which serves as a primary source of operational income.
• Fuel Sales: Income from the sale of fuel, possibly to other public or private entities, helping offset the
costs of maintaining fuel supplies for city transit.
• MSU Service Agreement: Revenue generated from a partnership or agreement with Midwestern State
University(MSU)to provide transit services for students, faculty, and staff.
• Advertising Fees: Income from advertising placements on transit vehicles, bus stops, or transit stations,
generating revenue from local or national businesses.
• Greyhound Commissions: Commissions earned from ticket sales or services provided in partnership with
Greyhound.
Miscellaneous Revenues: Income from various sources, including concession sales, office rentals, and other
occasional fees or services provided within the transit system.
72
REVENUES
FLEET MAINTENANCE FUND REVENUES
Fleet Maintenance is an internal services fund that is tasked with the upkeep and repair of all motorized
equipment owned by the City of Wichita Falls, which includes police cars, fire trucks, and trash trucks, along with
providing welding support. The division conducts inspections for taxis, wreckers, and commercial waste trucks,
and works collaboratively with local agencies like the Sheriff's Department and Volunteer Fire Departments for
vehicle services. Additionally, it constructs cost-effective bus shelters in-house and partners with Sheppard Air
Force Base on wildlife management to reduce bird strike risks at the airport. The department generates revenue
primarily through service charges, with 96%of its income coming from central garage charges incurred by various
city funds, which pay fees to cover mechanic wages and operational expenses.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
Service Charges
Fuel Sales 14,890 12,756 13,808 1,052 8.25%
Outside Agency Services 387,224 295,045 366,264 71,219 24.14%
City Garage Services 12,364,823 14,049,555 13,711,452 (338,103) -2.41%
Misc. Revenues 969,119 169,000 169,000 - 0.00%
Operating Revenues 13,736,056 14,526,356 14,260,524 (265,832.) -1.83%
Transfer In 6,385,221 - - - 0.00%
Consolidated Revenues 20,121,277 14,526,356 14,260,524 (265,832) -1.83%
Service Charges:
o Fuel Sales: Revenue generated from the sale of fuel to other city departments, external agencies, or
specific programs.This covers the cost of fuel used by various city vehicles and ensures funds are allocated
back to the fleet maintenance budget.
o Outside Agency Services: Income from services provided to non-city entities, such as maintenance or
repair work on vehicles owned by external agencies or organizations that partner with the city.
o City Garage Services: Revenue from internal services provided to other city departments, including
maintenance, repairs,and parts replacement for city-owned vehicles.This ensures each department funds
the upkeep of their vehicles.
Miscellaneous Revenues: Income generated from various non-operational sources, including the sale of
decommissioned city-owned vehicles and equipment, as well as revenue from the disposal of scrap or obsolete
materials
73
REVENUES
INFORMATION TECHNOLOGY FUND REVENUES
The Information Technology fund is an internal services fund that manages all computer, telephone, and data
network systems, providing daily maintenance and support for City staff. In addition, it assists user departments
with various special projects throughout the year, including researching and developing specifications for new
applications and hardware requirements.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
Service Charges 4,114,825 4,114,825 4,312,210 197,385 4.80%
Operating Revenues 4,114,825 4,114,825 4,312,210 197,385 4.80%
Oth. Fin. Sources - 1,223,622 387,370 (836,252) -68.34%
Consolidated Revenues 4,114,825 5,338,447 4,699,580 (638,867) -11.97%
Service Charges: Each city department is required to pay a fee to cover costs related to maintaining and accessing
the city's IT infrastructure, which encompasses hardware, software, network services, technical support, and
cybersecurity measures. These costs are allocated based on each department's usage and specific needs.
Other Financing Sources: This category covers transfers from the fund balance to cover one-time expenditures.
74
REVENUES
GOLF COURSE REVENUES
The Champions Course at Weeks Park, located in the heart of Weeks Park,features an 18-hole golf course,driving
range, and pro shop. Owned by the City of Wichita Falls and managed by A.P.G.L. management, all revenues and
expenses are processed through the city, with the management company charging a monthly fee. Designed by
Jeffrey D. Brauer,the course spans over 7,300 yards and includes five tee boxes per hole,Tifway 419 fairways,and
Bentgrass greens. Revenue sources consist of service charges, including green fees, along with miscellaneous
income from cart rentals and range ball sales. Since the management company took over operations, revenues
are consolidated for budgeting purposes and reported as they come in.
FY 24 FY 25
FY 23 Adopted Adopted
Actual Budget Budget Difference % Diff.
Revenues 1,108,172
Service Charges
Green Fees 717,106 583,000 - - -
Misc. Revenues
Cart Rentals 370,196 205,391 - - -
Golf Passes 101,507 78,000 - - -
Range Sales 104,772 88,000 - - -
Total Revenues 1,293,582 954,391 1,108,172 153,781 16.11%
Service Charges-Green Fees: Revenue from fees paid by golfers to access the golf course.
Other Miscellaneous Revenue:
o Cart Rental: Income from renting golf carts to players, which provides an additional convenience for
players while generating revenue for the course.
o Range Sales: Revenue from the sale of driving range access, where players purchase buckets of balls to
practice.
o Player Development Passes: Income from memberships or passes that allow players to access
developmental programs or discounted play rates, supporting both player engagement and recurring
revenue.
75
REVENUES
WATERPARK FUND REVENUES
Castaway Cove Waterpark is a family-friendly water adventure in Wichita Falls,TX,covering 15 acres and featuring
various attractions, including thrilling waterslides, a family water play area, wave pool, lazy river, sand volleyball
court, and a performance stage for live concerts. The Park also includes an interactive Kiddie Park for young
children and Buccaneer Bay, a multi-level water play structure with slides and a giant tipping water bucket. For
adrenaline seekers, the Pirates Plunge offers a six-story bodyslide with a 37-foot vertical drop, while the Storm
Watch Tower features flumes for single or double riders, and Parrot's Perch includes four slide paths from a 40-
foot tower.The waterpark generates revenue from various sources, including admissions; season passes; rentals;
merchandise sales;food and beverage sales; and other miscellaneous revenue.
FY24 FY25
FY 23 Adopted Adopted
Actual Budget Budget Difference %Diff.
Revenues
Service Charges
Admission 754,969 801,000 840,000 39,000 4.87%
Season Passes 571,730 369,000 500,000 131,000 35.50%
Misc. Revenues
Concessions 423,009 363,000 363,000 - 0.00%
Merchandise Sales 65,921 74,000 74,000 - 0.00%
Rentals 87,510 65,000 70,000 5,000 7.69%
Interest Income 53,788 45,000 62,000 17,000 37.78%
Sponsorships 645 3,000 3,000 - 0.00%
Other Misc. Revenues 614 - 1,500 1,500 100.00%
Operating Revenues 1,958,186 1,720,000 1,913,500 193,500 11.25%
Transfer In 575,000 - - - 0.00%
Oth. Fin. Sources - 918,834 - - 0.00%
Consolidated Revenues 2,533,186 2,638,834 1,913,500 (725,334) -27.49%
Service Charges:
o Admission: Revenue from daily or single-visit tickets purchased by guests to enter the waterpark, which
serves as one of the primary income sources.
o Season Passes: Income from passes that allow guests unlimited or discounted entry for the entire season,
providing recurring revenue and encouraging repeat visits.
Miscellaneous Revenues:
o Concessions: Revenue from food and beverage sales within the park, offering guests convenience and
enhancing their experience while generating additional income.
o Merchandise Sales: Income from the sale of branded items, swimwear, or other souvenirs, which
contributes to the park's revenue while promoting brand recognition.
o Rentals: Revenue from renting items such as lockers, tubes, cabanas, or towels, adding to guest
convenience and enjoyment.
o Interest Income: Earnings from interest on investments held by the waterpark.
o Sponsorships: Income from businesses that sponsor events, attractions, or advertise within the
waterpark, providing financial support in exchange for brand exposure.
o Other Miscellaneous Revenues: Various other sources of income that may include special events, group
bookings, or other non-standard services provided to guests.
76
Ake 4i4
5
TEX AS
Department Overviews
GENERAL FUND: MAYOR AND CITY COUNCIL
WHO WE ARE:
To represent the citizens of our community by providing responsible and responsive governance that ensures the
well-being, prosperity, and safety of all residents. Through leadership, transparency, and collaboration, we work
to enact policies and make decisions that support our city's growth and quality of life.
WHAT WE DO:
• Legislative Oversight: Approve and implement city ordinances, resolutions, and policies that guide the
city's direction.
• Community Engagement: Maintain open communication with residents to address concerns and
represent their interests.
• Strategic Planning: Collaborate with city leadership to establish long-term goals and priorities for
community development.
• Budget Approval: Review and approve the city's budget to ensure responsible use of public funds.
FY 2024 ACCOMPLISHMENTS
✓ Strengthened community relations through town hall meetings and public forums.
✓ Enacted updated zoning regulations to support sustainable growth.
✓ Enhanced transparency by launching an online city council portal for public access to council proceedings.
✓ Approved new budget initiatives focused on public safety and infrastructure improvements.
LOOKING AHEAD IN FY 2025
• Plan: Expand community outreach with additional public forums and engagement tools.
• Project: Oversee the development and adoption of the city's comprehensive master plan.
78
GENERAL FUND: MAYOR AND CITY COUNCIL
GOALS & POLICIES
CITY OF WICHITA FALLS ' STRATEGIC PLAN
OUR VISION tat,ra MI: :tiitJN OUR VALUES
Wichita Fa'.Is is E.vibrant, The mission of the City of 'china Falls is to F tegrnye=.
Inntegrity
growing] r i•pity oriented chili nee our quality of lifer~through Accountability
I Orr,iTiuriil•• a i t• C'i'vi'.;pride anti Pa'SporiSive servic":i s,iinF ncia'.Stmaidship, Transparency
c rrilc.a�oppnlunity, and diverse business partner hips- Innovation
OUR OUR STRATEGY
1 - Identify and expand economic developmer7,opportunities
GOALS 1.2 - Make readily available information on 4AP4B incentives for business
accelerate —
development
1.3 Support a thriving Sheppard Air Force Base
1.4-Create a Parks and Recreation Foundation
1.5 -"'Right-size"development regulations
Economic 1.6 -Seek out opportunity for additional commercial air service
' Growth - Prioritize code compliance resources
1.8 - Determine the need to update the Downtown Master Plan
— 1.9- Establish dedicated kinds for street maintenaince
7.10- Pursue music-friendly designation for the city
1.11 - Join a highway coalition to pursue interstate highway
designation/connectivity
2.1 - Create Lake Ringgold Committee to support future water resources
2.2 - Developa neighborhood redevelopment plan and program
2.3 -Create funding and construction opportunities for major infrastructure
projects
Provide 2,4 - Pursue public/private partnerships
of astr — 2 5 - Establish a Public Safety/Citizen/Citizen Committee forpublic safetyand other
Infrastructure Y
facility needs
2.6 - Create a facilities master plan and financing plan
— 2.7 - Continue to improve recreational amenities
2.8 -Collaborate with local non-profits to establish a Beautify Wichita Falls
Day
2.9-Continue the Bicycle Friendly initiative
— — 3.1 - Improve the City's reputation
3.2 - Establish tours to city facilities for the public
Activelyiiiri 3.3 - Establish and utilize information platforms to provide information
Engage _ consistently and persistently
and Inform 3.4 - Establish public training courses on various topics of interest for
the Public citizens
3.5-Continue supportive partnerships with the local not-for-profit
— — community
3.6 - Equip City Councilors as community ambassadors
— 3.7 - Practice Effective Governance
4.1 - Establish a robust employee recruitment and retention program
41 Optimize 4,2 - Focus on the younger generations'market for recruitment
Er} ar enint 4.3 - De°ermine the need to establish a Charter Review Committee
>'vit the City —
and City 4.4 - Improve employee leadership training programs
Services 4.5 - Continue to improve inter-departmental cooperation +f a5
4.6 -Create an employee culture of support and compliance in the --- . n
I.
— community
79
GENERAL FUND: MAYOR AND CITY COUNCIL
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
MAYOR AND CITY COUNCIL Adopted Adopted
Actual Budget Budget
Mayor and City Council
Salaries-Supervision 55,200 55,200 55,200
FICA 4,223 4,223 4,223
Supplies-Office 110 110 1,500
Supplies-Personal Computers 0 225 0
Services-Telephone 851 691 1,259
Travel Expenses 3,917 11,500 30,000
Education Registration 4,665 2,500 2,500
Council Retreat Expenses 0 27,500 5,000
Memberships 12,060 12,500 12,500
Boards/Local Meetings 3,470 5,000 7,500
Public Relation/Promo 789 1,000 1,500
Postage/Freight 267 250 250
Total Expenditures $85,551 $120,699 $121,432
80
GENERAL FUND: ADMINISTRATION
City Attorney
MISSION
The mission of the City Attorney's Office is to provide the highest-quality legal services to the City of Wichita Falls
in the most ethical, timely, efficient, and cost-effective manner. To accomplish this mission, our office is guided by
these three pillars of excellence: Integrity, Preparation, & Responsiveness. The City Attorney's Office remains
dedicated to delivering effective legal representation to the City Council and staff in the performance of their
duties. Between July 1, 2023, and June 30, 2024, the office handled 594 projects across diverse areas, representing
an 8.7%increase in workload.Additionally, it defended the City against claims and litigation and represented the
State in all Municipal Court cases.
SERVICES PROVIDED
• City Attorney Kinley Hegglund provides effective legal representation to the City Council and
administrative staff and attends all Council meetings. He is also the legal advisor to the Wichita Falls 4B
Sales Tax Corporation, the Wichita Falls Economic Development Corporation, and the City-County
Hospital Board. Additionally, Mr. Hegglund serves as the Chairman of the Employee Benefit Trust and is
the City's representative to the Atmos Cities Steering Committee, Oncor Cities Steering Committee, and
Texas Coalition for Affordable Power.
• Deputy City Attorney Julia Vasquez manages all litigation and employment issues on behalf of the City.
She is the legal liaison to the Human Resources Department and handles all legal matters related to
personnel and Police and Fire Civil Service. She represents the City Attorney's office at all Meet&Confer
(Police and Fire), Civil Service Commission, and Police Legal Review meetings. Further, Ms. Vasquez is
responsible for handling all State and Federal litigation and claims brought against the City.
• Deputy City Attorney James McKechnie oversees all contract reviews, including various real estate
transactions, construction contracts, purchase agreements, platting, easement drafting, and all other
contracts entered into by the City. Additionally, Mr. McKechnie represents the City Attorney's office at
all Planning & Zoning Commission, Board of Adjustment, and Construction Board of Adjustment
meetings.
• Assistant City Attorney Monica Aguon assists with employment and personnel matters, city litigation,
claims management, and contract review. Ms. Aguon also serves as the legal liaison to the City's
Landmark Commission and represents the City at all Landmark Commission meetings.
• Assistant City Attorney Misty King serves as the Municipal Prosecutor for the City of Wichita Falls,
overseeing the enforcement of municipal ordinance violations and Class C Misdemeanors. Ms. King
provides extensive legal counsel on matters pertaining to code enforcement, animal control, and health
department offenses. She also represents the City at all Accident Review Board meetings.
• Executive Legal Assistant Paige Lessor provides comprehensive support to all the attorneys in the office,
encompassing a wide variety of legal, clerical, and administrative services. Serving as the office manager,
Ms. Lessor drafts, proofreads, and edits various legal documents, researches legal issues, files legal
documents, oversees filing systems and records management, and maintains the City Attorney's
webpage. Ms. Lessor also prepares the yearly budget with the oversight of the City Attorney and
monitors budget expenditures. Additionally, Ms. Lessor serves as the 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 various tasks.
81
GENERAL FUND: ADMINISTRATION
City Attorney
ACCOMPLISHMENTS
July 1, 2023 -June 30, 2024
• Discussion, negotiation, and drafting of economic development agreements between various entities
and the Wichita Falls Economic Development Corporation and the 4B Sales Tax Corporation.
o Performance Agreement between WF4BSTC and the City for funding for upgrades and
improvements to the Wichita Falls Sports Complex
o Performance Agreement between WF4BSTC and the City for the TxDOT grant local match to
construct a section of the Circle Trail
o Performance Agreement between WF4BSTC and the Chamber allocating funds to assist the
Chamber in securing a contracted consulting firm to advocate on behalf of Sheppard Air Force
Base
o Amended Performance Agreement between WF4BSTC and Restoring the Past, LLC to extend the
time for the project at 604 7th Street to be completed
o Amended Performance Agreement between WF4BSTC and Restoring the Past, LLC to extend the
time for the project at 608 7th Street to be completed
o Performance Agreement between WF4BSTC and Sheppard Air Force Base for funding runway
weed control to assist in BASH Management
o WFEDC Annual Agreement with SMAC for funding to provide administrative services for primary
job economic development activities
o WFEDC Annual Agreement with Downtown Wichita Falls Development for funding to advertise
and publicize opportunities available in the downtown area of Wichita Falls for the creation and
retention of jobs and promotion of downtown business enterprise.
o WFEDC Annual Agreement with the Chamber to carry out industrial and economic development
programs
o WFEDC Annual Agreement with Midwestern State University to provide funding for the
administration of the i.d.e.a.WF program, which includes helping people start and grow
businesses that produce primary jobs that will expand the regional economy
o WFEDC Agreement with Magic Aire to provide a forgivable loan to aid the company in its parking
lot infrastructure project
o WFEDC Agreement with Senderoo, LLC to provide a forgivable loan to the Company for the
installation of a new HVAC system in a warehouse
o WFEDC Restated Agreement with Panda Biotech, LLC
o WFEDC Agreement with Covercraft Industries, LLC
o WFEDC Business Park Land Sale Agreement with BHD Land Development, LLC
o WFEDC Agreement with Seasons Eatings Snack Company, LLC for a forgivable loan to assist the
company in purchasing mechanical equipment to increase production
• Special Projects
o OPS Water Contract: The City Attorney's Office effectively and successfully negotiated a 40-year,
multi-million-dollar contract for the sale of water to Oklaunion Power Station LLC(OPS),with Julia
Vasquez serving as the sole legal negotiator for the City. The intricate negotiations spanned
almost four years, involving interactions with five multi-billion-dollar partners invested in OPS.
Our office advantageously brokered a successful revision of the original contract, established in
1973, resulting in substantial annual rate increases linked to the Consumer Price Index (CPI).
Additionally,the City maintained a steadfast position, refusing to accept several terms that would
have imposed additional responsibilities and liabilities.
82
GENERAL FUND: ADMINISTRATION
City Attorney
o Unique Vehicle/Golf Cart Ordinance: Together with the Police Department, our office drafted
an innovative ordinance that legalizes the use of unique vehicles such as golf carts, recreational
off-highway vehicles, and utility vehicles on city streets. This ordinance integrates precise
regulations aimed at safeguarding both the operators and their passengers, as well as ensuring
the safety of conventional vehicle drivers who will coexist on the roads. By doing so, the City
aimed to elevate the overall quality of life for the community's residents, providing a safe and
enjoyable recreational experience.
o TML Award: In recognition of our achievements in the Chapter 54 nuisance abatement initiatives,
we have submitted our success story to the Texas Municipal League (TML) for their prestigious
annual award. These initiatives were crafted to address the pervasive issue of severely blighted
properties within residential neighborhoods. A notable example includes our intervention at a
prominently located property along Kell and 1-44,which served as a focal point upon entering and
exiting our esteemed City. We successfully remedied the blight through proactive measures and
steadfast dedication,achieving full compliance and restoring the property to its rightful state.This
submission to TML not only highlights our commitment to revitalizing our community but also
underscores our proactive approach to municipal governance and quality-of-life enhancement.
o Sheppard Air Force Base Squadron Adoption Program: Our office adopted the local Judge
Advocate General (JAG)squadron.Through this program, we hosted and visited with JAG officers
and their staff, fostering and enhancing the relationship between our local community and the
military community at Sheppard Air Force Base.
• Defense of the City against personal injury claims; state and federal litigation.
From July 1, 2023, through June 30, 2024, in addition to already pending claims and litigation, this office
has received 20 new claims and two new state cases.The City successfully prevailed in multiple disputes,
including the following cases:
o Leetech Solutions, LLC vs. City of Wichita Falls; Cause No. DC89-CV2022-1832; 89th District
Court of Wichita County,Texas
Our office prevailed in this case, which involved a claim by Leetech Solutions, LLC, for breach of
contract and tortious interference. On June 1, 2021,the City awarded the 2021 Lift Station 15, 36
&39 Rehabilitation Project to Leetech Solutions, LLC,for$389,000.00.The Notice to Proceed was
issued on July 19, 2021, with an original contract period of 150 days, setting the completion date
for December 29, 2021. The City granted Leetech two extensions totaling 140 days, along with
credits for six weather days and four holidays, moving the completion date to May 28, 2022. As
of July 20, 2022, approximately 3% of the project work had been completed, and 133% of the
contract time had elapsed. Staff recommended, and the Council approved, a resolution to
terminate the contract with Leetech and file a claim against the contractor's performance bond.
The contract was terminated on August 2, 2022. Leetech filed an Original Petition against CWF for
breach of contract and tortious interference on September 8, 2022. CWF filed an answer,
including a Plea to the Jurisdiction, on October 3, 2022.The Court set a hearing on the Plea to the
Jurisdiction for January 18, 2023, at 1:30 p.m. Leetech subsequently amended their petition,
removing the claims subject to the City's Plea. The remaining claim was a breach of contract,
which the City defended vigorously.Written discovery was completed,and depositions were held
on May 17, 2023, and August 10, 2023. Mediation was held on April 3, 2024, but the parties did
not reach a settlement. Following mediation, Leetech voluntarily dismissed its lawsuit, and the
order of dismissal was signed on April 18, 2024.
o Karen Thompson vs. Michael Wiggins, Matthew Nyberg; Cause No.JP1-1-SC2023-0731;Justice
Court, Precinct 1, Place 1 of Wichita County, Texas
83
GENERAL FUND: ADMINISTRATION
City Attorney
On July 7, 2023, Ms. Thompson filed a complaint against two of the City's Code Enforcement
Officers,alleging that the"Code Enforcement Dept staff"failed to honor her request to be notified
by mail with time she deemed sufficient to remedy any of the City's concerns.She sought damages
in the amount of$4,500.00,along with unspecified amounts for restitution, lost wages, materials,
and labor. On July 18, 2023, noting that the plaintiff's claimed cause of action was unclear from
the pleadings, the assistant city attorney, on behalf of the defendants, Wiggins and Nyberg,
moved for dismissal for lack of jurisdiction.The judge agreed with the defendants'contention that
jurisdiction to hear the case rested exclusively with a county court or district court pursuant to §
51.014(8) of the Texas Civil Practice and Remedies Code and § 311.034 of the Texas Government
Code. Accordingly, without the need for a hearing, the judge dismissed the lawsuit within hours
of receipt of the defendants' motion to dismiss.
o Donna Miller vs. City of Wichita Falls; Cause No. 177,897-C; 89th District Court of Wichita
County,Texas
Donna Miller, represented by attorney Joe Steimel, claims personal injuries stemming from a
motor vehicle accident with a City employee on November 17, 2010. In this case, Donna Miller
was rear-ended by Terry Points after she hit a car in front of her that had suddenly stopped at the
intersection of Broad Street & 5th Street. The plaintiff did not go to the emergency room;
therefore, we do not have a good estimate of the amount of damages at this time. The City was
not properly served in this case. Further,Terry Points was served outside the statute of limitations
period. On April 17, 2013, the judge granted Terry Point's summary judgment request based on
the service outside the statute of limitations period. The case was severed with the City as the
remaining defendant.The City filed a Statement Supporting the Court's intent to Dismiss for Want
of Prosecution. On March 14, 2024,the Plaintiff filed a Motion for Nonsuit, and the Court granted
the Nonsuit on March 15, 2024.
• A Municipal Court Prosecutor Annual Report from July 1, 2023—June 30, 2024
o During the previous 12 months,the Municipal Court prosecutor conducted 61 bench trials and 21
jury trials.
o Ms. King continued the coordination and presentation of training sessions with multiple city
departments to instruct and advise city staff on municipal court procedures and in writing
probable cause affidavits, with special training for the Water Department during the height of the
drought, when violations of the City's drought ordinance were being cited.
o Ms. King also worked with Code Enforcement to target and work with high-priority defendants
and gained compliance on several problem properties.
84
GENERAL FUND: ADMINISTRATION
City Attorney
GOALS& POLICIES
FY2024 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY2023 FY2024
GOAL GOAL STRATEGY ESTIMATE TARGET
Legal representation of the
Defend the City Cases/claims City, its officers, and
Legal agents in the performance 0
against claims filed against 100% 100/
representation of their official duties
and litigation the City
against any claims and/or
litigation
Various matters handled
by the legal office,
Special projects Completion including (but not limited
to): review of contracts
Contracts/Questions worked by staff of the 100% 100%
over the year projects special projects, drafting of
agreements, review of
subpoenas, drafting of
ordinances and resolutions
Prepare all Attend all 4BSTC meetings
agreements Agreements and prepare all
prepared and
and ancillary performance agreements o 0
documents for executed; and related documents 100/ 100/
the 4B Sales legal advice entered into by the
provided.
Economic Tax Corp. Corporation
Development Attendance at all WFEDC
Prepare all Agreements
agreements prepared and meetings and preparation
of all performance 0
and ancillary executed; 100% 100/
documents for legal advice agreements and related
the WFEDC provided. documents entered into by
the Corporation
Bench Trial Trials before Trial before the Municipal 100% 100%
Docket the judge Court Judge
Jury Trial Trials before Trial before six jurors at 100% 100%
Docket a jury Municipal Court
Municipal Court Monday morning
prosecution appointment-based
Prosecutor Meet the meetings to discuss 100% 100%
appointments Prosecutor violations and possible
settlement options with
prosecutor
85
GENERAL FUND: ADMINISTRATION
City Attorney
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
LEGAL DEPARTMENT Actual Adopted Adopted
Budget Budget
Legal Department
Salaries- Supervision 216,922 223,723 233,000
Salaries- Clerical 95,399 100,076 105,073
Salaries-Operational 379,580 437,314 458,335
Overtime 89 1,060 1,050
Stability Pay 4,840 9,680 10,500
Deferred Compensation 15,698 14,535 16,112
FICA 48,260 57,308 60,079
TMRS Retirement 126,370 123,603 141,436
Life Insurance Contribution 899 785 992
Disability Insurance Contributions 678 595 749
Health Insurance Contributions 83,811 64,077 64,077
Supplies-Minor Furniture 2,434 0 0
Supplies-Office 3,466 6,600 6,600
Supplies-Periodicals/Supplements 9,186 10,449 11,061
Supplies-Library Materials 3,025 11,786 12,536
Supplies-Personal Computers 824 0 0
Supplies-PC Software 341 250 250
Services-Telephone 2,922 2,593 3,500
Services-Other Professional 62,854 50,000 50,000
Services-Court Cost/Registration 605 4,650 4,000
Services-Binding/Printing 540 2,650 3,497
In City Mileage Reimbursement 7,347 7,200 12,000
Travel Expenses 16,989 18,100 19,035
Education Registration 7,494 9,600 9,000
Memberships 1,480 5,280 5,280
Boards/Local Meetings 369 600 750
Postage/Freight 2,152 2,800 2,800
Total Expenditures $1,094,574 $1,165,314 $1,231,711
86
GENERAL FUND: ADMINISTRATION
City Clerk
WHO WE ARE:
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. Like the Secretary of State, the City Clerk is the local official who maintains the integrity
of the election process, ensures transparency and access to city records,facilitates the city's legislative process,
and is the recorder of local government history. The City Clerk is 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,
issues cemetery deeds, facilitates cemetery 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.
WHAT WE DO:
• 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 and tracking/receiving minutes.
• Records Management (oversees and ensures records are maintained in accordance with the Local
Government Records Act LGC Chapters 201-205)
• Permits/Licenses (issues solicitor, itinerant merchant, transient show, and dealer of crafted precious
metal permits)
• Certification of TABC Applications
• Cemetery Deeds/Transfers
• Boards and Commissions(facilitate the application and appointment process and ensure required training
and documents are completed)
• Assist all City departments in researching historical records
• Notary Public
FY 2024 ACCOMPLISHMENTS
✓ Conducted the 2023 General Election, digitized all election records, and completed updating the Election
Register required by law
✓ Campaign Finance reports from September 2023 to present on the City website as required by law
✓ Certified two petitions for measures to be placed on the November 2024 ballot
✓ All Public Information Requests (PIR) completed in accordance with GC Chapter 552—Public Information
Act
✓ Ordinances, Resolutions, and Minutes saved in Laserfiche in 3 or<days after approval
✓ Met with 17 departments in Memorial Auditorium to assist with their records management plan for the
move to Big Blue and Wichita Tower
✓ Completed cleanup and destruction of historical records in Memorial Auditorium before the move and
scanned permanent records
✓ Provided Records Management training to various departments
✓ Planned and hosted quarterly TML Region V meeting
✓ Administrative Assistant moved to full-time
87
GENERAL FUND: ADMINISTRATION
City Clerk
✓ City Clerk's office awarded the Texas Municipal Clerks Association (TMCA) Municipal Clerk's Office
Achievement of Excellence award for 2024-2025
✓ Marie Balthrop, City Clerk, served as the host for the TMCA Clerk Connections Podcast
✓ Theodore Ham, Deputy City Clerk, was one of 9 nominees for the TMCA Emerging Leader award
LOOKING AHEAD IN FY 2025
• Upcoming Projects
- Biennial Board and Commission Appreciation Luncheon
- Candidate Orientation session for the 2024 election
- Create a new council member orientation packet and host an orientation session.
- Conduct refresher training for the Open Meetings Act and Public Information Act for the City Council
(a joint effort with the City Attorney's office)
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Advancement of
Actively Engage Practice
multi-year records Based on the beginning 0
and Inform the Effective 75% 80/
management status
Public Governance
program
Conduct 2024 Actively Engage Practice Election completed in
General and Special and Inform the Effective accordance with LGC and 100% 100%
Election Public Governance City Charter
Processing time for Actively Engage Practice Respond within 10 or< 0
Public Information and Inform the Effective 100% 100/
Requests Public Governance business days.
88
GENERAL FUND: ADMINISTRATION
City Clerk
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
CITY CLERK Actual Adopted Adopted
Budget Budget
City Clerk Department
Salaries- Supervision 90,106 95,400 115,000
Salaries- Clerical 11,451 29,497 34,347
Salaries-Operational 43,873 46,235 124,739
Overtime 680 371 893
Stability Pay 688 3,246 4,000
Cell Phone Allowance 720 720 720
FICA 10,856 13,092 15,204
TMRS Retirement 22,132 30,442 31,462
Life Insurance Contribution 180 159 230
Disability Insurance Contributions 135 120 158
Health Insurance Contributions 17,345 33,507 33,507
Supplies-Minor Office Tools/Equipment 2,070 0 0
Supplies-Office 679 1,000 1,500
Supplies-Educational 194 150 150
Supplies-Periodicals/Supplements 74 128 128
Supplies-PC Software 439 255 255
Services-Telephone 1,076 1,051 1,418
Services-Other Professional 6,648 3,395 4,195
Services-Court Cost/Registration 0 100 100
Services-Advertising 1,628 3,500 2,000
Services-Binding/Printing 671 616 0
Insurance Expense 88 88 88
Travel Expenses 5,091 5,000 10,700
Education Registration 2,000 2,000 3,500
Lease Payments 700 1,080 1,097
Election Expense 0 25,000 25,000
Memberships 572 860 760
Boards/Local Meetings 4,551 1,580 4,600
Postage/Freight 4,157 3,500 3,500
Total Expenditures $228,803 $302,092 $419,251
89
GENERAL FUND: CITY MANAGER
WHO WE ARE:
To provide effective leadership and management of city operations, ensuring efficient service delivery, innovation,
and a high quality of life for our community. We support the Mayor and City Council in implementing policies and
provide expertise in administrative functions to enhance city services.
WHAT WE DO:
• City Operations Management: Oversee all city departments to ensure cohesive, efficient service delivery.
• Policy Implementation: Execute the policies and initiatives set forth by the Mayor and City Council.
• Budget Administration: Manage the city's budget to align with strategic goals and ensure fiscal
sustainability.
• Community Partnerships: Foster partnerships with local businesses, organizations, and stakeholders to
enhance city initiatives.
GOALS & POLICIES
• Maintain high standards of operational efficiency and customer service.
• Support sustainable and innovative practices in city operations.
• Ensure the alignment of departmental goals with the city's overall mission and community needs.
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
CITY MANAGER Adopted Adopted
Actual Budget Budget
City Manager
Salaries-Supervision 473,025 506,360 521,766
Salaries-Clerical 49,725 52,629 55,256
Stability Pay 3,878 7,756 8,013
Cell Phone Allowance 1,440 1,440 1,440
Deferred Compensation 49,689 37,713 55,845
FICA 32,583 42,627 45,453
TMRS Retirement 121,400 91,940 126,462
Life Insurance Contribution 668 642 702
Disability Insurance Contributions 505 486 530
Health Insurance Contributions 21,921 32,858 32,858
Supplies-Office 991 1,500 1,500
Supplies-Periodicals/Supplements 124 250 250
Services-Telephone 1,456 1,183 2,156
Services-Binding/Printing 671 0 200
In City Mileage Reimbursement 12,000 12,000 12,000
Travel Expenses 13,979 13,000 20,000
Education Registration 2,720 3,700 3,000
Lease Payments 700 800 1,080
Memberships 4,181 5,125 5,000
Boards/Local Meetings 796 1,100 1,100
Postage/Freight 1,561 1,300 1,300
Total Expenditures $794,013 $814,409 $895,910
90
GENERAL FUND: ADMINISTRATION
Facility Maintenance
WHO WE ARE:
To provide the best possible building maintenance and custodial services to the City's staff and City owned facilities.
This will be accomplished by performing regular preventative maintenance and responding as quickly as possible
to calls for service.
WHAT WE DO:
• 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 Services.
• Responsible for the Elevators at Library/Parks and Recreation, Memorial Auditorium, and Central
Services.
• Maintain UPS Equipment at the Public Safety 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.
FY 2024 ACCOMPLISHMENTS
✓ Memorial Auditorium Building Renovation Project.
✓ Replaced all of the Public Safety 911 Dispatch consoles. Also installed new LED lighting, painted the
interior walls, and replaced the carpet.
✓ Assisted with the relocation of all of the City employees in Memorial Auditorium to 3 different locations.
✓ Completed the installation of the new HVAC system at the Health Department.
✓ Completed a remodel at the Police Department that included the construction of 2 new offices.
✓ Replaced the roof at the Public Library.
✓ Made facility repairs at the Downtown Farmer's Market.
✓ Garage door replacements at multiple facilities including Fire Stations and Public Health Facilities.
✓ Added security gates at the Health Department.
✓ Air Conditioning unit replacements at multiple facilities.
✓ Replaced the HVAC unit in the Public Safety Computer Room.
✓ Processed over 1300 service calls.
LOOKING AHEAD IN FY 2025
• Replace the roof at the Central Fire Station.
• Replace the carpet at the Public Library.
• Replace 25%of the HVAC piping at the Health Department.
• Remodel restroom at the Municipal Court to accommodate ADA requirements.
• Continued work on the Memorial Auditorium Building Renovation.
91
GENERAL FUND: ADMINISTRATION
Facility Maintenance
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC PLAN PERFORMANCE FY 2024 FY 2025
DEPARTMENT PLAN STRATEGY MEASURE ESTIMATE TARGET
GOAL GOAL
4.2- Reinforce a culture of
Improve City superior customer service
4. Efficiently 4.3-Streamline municipal
Buildings Complete service 0
appearance and Deliver City business processes requests. 93% 95/
operation.
Services 4.5-Continue to improve
inter-departmental
cooperation
4.2- Reinforce a culture of
Improve City superior customer service
Buildings 4. Efficiently 4.3-Streamline municipal
Appliances are in 0
appearance and Deliver City business processes 90% 90/
operation. Services 4.5-Continue to improve working order.
inter-departmental
cooperation
4.2- Reinforce a culture of
superior customer service
Provide safer
4. Efficiently 4.3-Streamline municipal Provided daily
buildings.
Deliver City business processes janitorial service 95% 95%
Services 4.5-Continue to improve and maintenance.
inter-departmental
cooperation
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
FACILITY MAINTENANCE Adopted Adopted
Actual Budget Budget
Facility Maintenance Services
Salaries-Supervision 59,973 63,498 66,678
Salaries-Clerical 32,081 30,096 32,237
Salaries-Operational 743,226 864,829 874,535
Overtime 23,440 21,200 25,200
Terminal Pay 255 0 2,500
Stability Pay 16,941 34,346 39,500
FICA 65,238 71,127 74,920
TMRS Retirement 144,064 153,411 161,891
Life Insurance Contribution 1,151 1,086 1,238
Disability Insurance Contributions 871 817 955
Health Insurance Contributions 182,222 200,175 200,175
HSA Contributions-Employer 1,556 1,509 3,000
Supplies-Minor Tools and Equip 1,744 3,000 3,000
Supplies-Minor Furniture 4,772 0 0
92
GENERAL FUND: ADMINISTRATION
Facility Maintenance
FY 2023 FY 2024 FY 2025
FACILITY MAINTENANCE Adopted Adopted
Actual Budget Budget
Supplies-Office 728 1,500 1,500
Supplies-Medical/Drug 111 100 100
Supplies-Janitorial 100,153 101,115 101,115
Supplies-Chemical 0 14,606 14,606
Supplies-Clothing and Uniforms 4,514 12,360 12,360
Supplies-Periodicals/Supplements 0 200 200
Maintenance-Machine/Tools/Implements 10,692 13,650 13,650
Maintenance-Radios 0 200 200
Maintenance-Instruments 444 20,005 20,005
Maintenance-Heating/Cooling Systems 204,606 182,175 182,175
Maintenance-Other Equipment 4,492 31,000 31,000
Maintenance-Buildings 59,837 218,350 418,350
Maintenance-Auditorium 1,609,944 3,150 3,150
Maintenance-Health Facilities 22,195 22,150 167,950
Maintenance-Animal Services 18,879 12,600 12,600
Maintenance-Police Facilities 67,373 29,385 4,385
Maintenance-Fire Facilities 60,976 17,125 120,125
Maintenance-Library 31,196 26,901 16,901
Maintenance-Municipal Court 2,522 17,606 70,606
Maintenance-MLK Center 17,524 7,000 7,000
Services-Telephone 4,407 3,753 3,753
Service-Wireless Phone Aircards 701 720 720
Services-Electricity 89,621 127,400 100,000
Services-Gas 19,712 28,000 28,000
Services-Water/Sewer/Sanitation 15,684 17,078 17,078
Services-Central Garage 24,704 26,919 24,704
Services-Other Professional 108,886 190,000 190,000
Services-Binding/Printing 473 200 200
Postage/Freight 1,548 1,000 1,500
Other Improvements 0 890,000 665,000
Total Expenditures $3,759,458 $3,461,341 $3,714,763
FY 2023 FY 2024 FY 2025
TRAINING CENTER Adopted Adopted
Actual Budget Budget
Training Center/Radio Comm
Services-Telephone 73,955 82,524 111,407
Services-Electricity 38,297 45,500 50,802
Services-Gas 3,030 3,900 4,100
Services-Water/Sewer/Sanitation 3,071 2,874 3,000
Postage/Freight 230 0 0
Total Expenditures $118,584 $134,798 $169,309
93
GENERAL FUND: ADMINISTRATION
Finance
WHO WE ARE:
The Finance division is committed to delivering financial stewardship by managing city's resources with
transparency, integrity, and accountability.
WHAT WE DO:
• Prepares financial reports including preparation of the Annual Comprehensive Financial Report (ACFR)
• Works with staff and vendors to ensure purchasing policy compliance
• Processes payments to vendors
• Prepares bi-weekly payroll for city employees
• Oversees financial management and reporting for all State and Federal grants
• Prepares financial forecasts and the Annual Operating Budget
• Manages bank funds, investment, and debt
• Records and reconciles general ledger transactions
FY 2024 ACCOMPLISHMENTS
✓ Governmental Finance Officers Association (GFOA) Triple Crown for FY 2022 including Distinguished
Budget Presentation Award, Certificate of Achievement in Financial Reporting, and Popular Annual
Financial Report Award
✓ Maintained Transparency Stars Program status with Texas Comptroller's office
✓ Developed routine reporting for ARPA funds
✓ Coordinated auction of surplus furniture and equipment from Memorial Auditorium
✓ Completed a Request for Qualifications (RFQ)for independent audit services
LOOKING AHEAD IN FY 2025
• Clean Audit and Award-Winning ACFR
• Thoughtful and Award-Winning Budget
• Identify and track potential opportunities for increased revenue, decreased expenses and strategic
investments in our community
• Complete Requests for Proposals (RFP)for banking and investment services
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Earn Certificate of Actively Submit ACFR to the GFOA
3.7 Practice
Achievement for Engage for the Certificate of
Effective Awarded Award
Excellence in Financial and Inform Achievement in Financial
Reporting Award the Public Governance Reporting Award
Actively
Earn Distinguished 3.7 Practice
Budget Award from Engage Effective Submit Budget to the GFOA Awarded Award
and Inform Award program
GFOA the Public Governance
Financial
State how the department
Develop Process for Accelerate will measure the
Stewardship Process in
Tracking Potential Economic (1.1, 1.2, 1.9, performance and NA Place
Financial Opportunities Growthachievement of the
2.3, 2.6, 3.7) 94
outlined goal
GENERAL FUND: ADMINISTRATION
Finance
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
FINANCE Adopted Adopted
Actual Budget Budget
Finance
Salaries-Supervision 265,316 314,897 337,504
Salaries-Clerical 92,330 108,190 117,522
Salaries-Operational 334,169 411,330 414,437
Overtime 2,772 1,590 2,100
Stability Pay 6,996 19,858 14,500
Cell Phone Allowance 690 720 720
FICA 49,791 60,651 59,009
TMRS Retirement 110,050 147,977 124,812
Life Insurance Contribution 890 1,061 926
Disability Insurance Contributions 672 791 699
Health Insurance Contributions 93,315 98,439 98,439
HSA Contributions-Employer 145 0 4,000
Supplies-Minor Office Tools/Eq 0 200 500
Supplies-Minor Furniture 2,138 6,000 2,000
Supplies-Office 10,002 9,500 10,500
Supplies-Periodicals/Supplements 1,134 650 725
Supplies-Code Books 0 0 95
Supplies-Personal Computers 814 2,000 0
Supplies-PC Software 1,343 775 2,000
Supplies-Other 0 0 100
Maintenance-Office Furniture/Equip 0 6,000 2,000
Maintenance-Buildings 0 2,087 0
Services-Telephone 3,594 2,922 3,945
Service-Wireless Phone Aircards 0 460 0
Services-Other Professional 3,925 5,500 5,500
Services-Advertising 2,264 10,000 5,000
Services-Binding/Printing 4,864 6,000 6,000
Services-Other Miscellaneous 450 0 550
Insurance Expense 50 115 215
Travel Expenses 13,817 15,500 10,500
Education Registration 6,637 5,500 3,300
Memberships 3,310 4,030 3,210
Postage/Freight 8,774 12,000 10,000
Total Expenditures $1,020,252 $1,254,743 $1,240,807
95
GENERAL FUND: ADMINISTRATION
Finance
FY 2023 FY 2024 FY 2025
NON-DEPARTMENTAL Actual Adopted Adopted
Budget Budget
Non-Departmental
Salaries-Operational 2,032 0 (758,611)
Terminal Pay 730,964 652,034 800,000
FICA 55,469 0 0
TMRS Retirement 108,635 0 0
Life Insurance Contribution 197 0 0
Disability Insurance Contributions 149 0 0
Eye Glass Reimbursement 309 0 0
Supplies-Office 206 0 0
Flood-Health Department 41,250 0 0
Services-Telephone 1,160 769 1,401
Services-Central Garage 4,997 4,911 5,831
Services-Bank 36,809 40,000 40,000
Services-Audit 33,976 72,000 40,113
Services-Other Professional 159,060 150,000 172,445
Services-Employee Physicals 254,285 250,000 250,000
Worker's Compensation 466,072 840,000 500,000
Unemployment Compensation 11,449 20,000 15,000
Insurance Expense 187,432 172,000 201,000
Claims and Settlements 45,217 20,000 75,000
General Liability Claims 35,921 100,000 100,000
Wind Storm Damage 23,024 0 0
Contract-Helen Farabee Center 100,000 100,000 100,000
Contract-Teen Court 0 7,500 0
Contract-Nortex Planning Comm 18,417 20,000 20,000
Contract-Neighborhood Centers 26,727 17,000 0
Contract-Co Appraisal District 464,728 505,200 598,616
Lease Payments 144,371 140,571 13,800
Public Relation/Promo 15,000 15,000 16,410
Information Services 3,454,911 3,454,911 3,674,098
Budget Contingency 0 469,378 604,387
Prior Year Expend-Spectra 6,181 0 0
Operating Transfer-General 3,644,598 0 155,127
Operating Transfer-MPEC 0 500,000 500,000
Operating Transfer-Other 54,697 238,598 0
Total Expenditures $10,128,242 $7,789,872 $7,124,617
96
GENERAL FUND: ADMINISTRATION
Human Resources
WHO WE ARE:
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.
WHAT WE DO:
• Provide assistance to departments for employee recruitment, retention,training,coaching, performance
management, and consultation.
• Ensure competitiveness, 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.
FY 2024 ACCOMPLISHMENTS
✓ By setting higher standards with vendors conducting background screen and pre-employment physicals,
improved time to fill vacancy days by 2 weeks, from 51-day average in 2023-to-42-day average in 2024.
✓ Improved organization vacancy count by an average of 20 vacancies per week compared to last fiscal
year.
✓ Successfully on-boarded 329 employees.
✓ Reviewed more than 850 employee evaluations.
✓ Implemented the new KnowBe4 learning management system and training library for employee
compliance training.
✓ Successfully recruited 7 new Firefighter Trainees and 21 new Police Trainees.
✓ Partnered with the Texas A&M, CEC, MSU, and the Wichita Falls Chamber to bring in 13 paid interns and
8 un-paid interns City-wide this fiscal year, and further improved community internship opportunities.
97
GENERAL FUND: ADMINISTRATION
Human Resources
GOALS & POLICIES
FY 2025 STRATEGIC PLAN STRATEGIC PLAN PERFORMANCE FY 2025
DEPARTMENT FY 2024 ESTIMATE
GOAL STRATEGY MEASURE TARGET
GOAL
4. Efficiently 4.1 Improve Non-Exempt: 8.1%
Reduce Employee Regrettable Exempt: 9.4% o
Deliver City o <10/
Turnover Recruitment and Turnover Police: 3.9/
Services
Retention Fire: 2.4%
4.1 Improve
4. Efficiently Time to Fill
Reduce Time- Employee <36 Day
Deliver City (Vacant 42 Day Average
to-Fill Recruitment and Average
Services Position)
Retention
1.8 Continue
1. Accelerate Number of
Recruit Community
Economic internships 21 >22
Interns Growth Internship provided
Opportunities
98
GENERAL FUND: ADMINISTRATION
Human Resources
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
HUMAN RESO " Adopted Adopted
Actual Budget Budget
Human Resources
Salaries-Supervision 127,715 133,566 140,235
Salaries-Clerical 57,434 64,115 67,255
Salaries-Operational 372,796 377,659 402,377
Pool Operational 8,817 15,900 15,750
Overtime 8,720 0 0
Stability Pay 5,528 11,056 11,000
Cell Phone Allowance 969 720 720
FICA 41,859 44,013 44,382
TMRS Retirement 88,012 94,931 91,256
Life Insurance Contribution 704 674 716
Disability Insurance Contributions 531 511 541
Health Insurance Contributions 90,086 74,586 74,586
HSA Contributions-Employer 485 503 1,000
Supplies-Minor Tools and Equip 195 0 0
Supplies-Minor Furniture 0 450 450
Supplies-Office 4,418 4,248 4,248
Supplies-Photographic 45 1,700 500
Supplies-Educational 0 500 500
Supplies-Periodicals/Supplements 150 0 0
Supplies-Personal Computers 1,730 0 0
Maintenance-PC Software 86 0 86
Maintenance-Systems Software 33,927 33,456 33,300
Services-Telephone 3,618 2,986 5,442
Service-Wireless Phone Aircards 1,242 1,512 1,512
Services-Central Garage 1,331 888 1,130
Services-Other Professional 54,373 47,930 48,430
Services-Advertising 1,081 8,500 8,500
Services-Binding/Printing 1,395 3,105 1,100
Services-Other Miscellaneous 1,979 4,000 4,000
Insurance Expense 4,146 0 0
Travel Expenses 5,484 9,000 9,000
Education Registration 3,390 2,150 2,600
In-Service Train/Tuition Asst 27,873 20,360 37,381
Lease Payments 3,454 4,522 3,777
Memberships 225 1,675 1,675
Boards/Local Meetings 7,256 2,500 2,500
Public Relation/Promo 1,254 3,150 3,150
Postage/Freight 3,434 3,200 3,200
Total Expenditures $965,742 $974,067 $1,022,297
99
GENERAL FUND: ADMINISTRATION
Public Information Office
WHO WE ARE:
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, You Tube, Channel 1300 cable programming, press releases and
newsletters. The PTO's funding is derived from the General Fund and the Public, Educational and Governmental
fees fund. The PIO office's daily activities include assisting other departments with maintaining their website pages,
creating content for the public cable programming channel, social media, maintaining the employee of the month
photo display, coordinating proclamation requests, volunteer certificates, congratulatory letters, creating
departmental promotional flyers and brochures and assisting the general public with inquiries.
WHAT WE DO:
• 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.
FY 2024 ACCOMPLISHMENTS
✓ Successfully moved all equipment necessary to stream City Council meetings live in a new location. This
included a lot of prep work in the new location which included, but isn't limited to, set design, lighting,
sound equipment, AV, installation of monitors, sound board, etc.
✓ Continued to increase followers on our social media platform, Facebook.
✓ Created an internal request process for all Departments in order to effectively track and monitor the
progress on projects.
LOOKING AHEAD IN FY 2025
• City Council meeting recaps called "Council Wrap"where the Public Information Officer and City Manager
highlight what decision were made during the City Council meeting.
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Create public facility 3 Actively 3.2 Establish
tours to educate the Engage and tours to city Completion of the tour 25% 100%
public on upcoming Inform the facilities to program
facility needs Public the public
3.3 Establish
Continue to utilize and utilize
social media, 3 Actively information
platforms to
informational Engage and Continued growth in o 0
videos and the Inform the provide followers across platforms 100/ 100/
website to educate Public information
residents. consistently
and
persistently
100
GENERAL FUND: ADMINISTRATION
Public Information Office
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
PUBLIC INFORMATION OFFICE Actual Adopted Adopted
Budget Budget
Public Information Office
Salaries-Supervision 133,481 141,186 148,255
Salaries-Clerical 29,197 30,536 30,686
Salaries-Operational 45,491 47,381 49,752
Overtime 2,017 0 0
Stability Pay 1,711 3,696 5,250
Cell Phone Allowance 577 576 576
FICA 15,312 16,762 17,057
TMRS Retirement 34,488 36,151 37,577
Life Insurance Contribution 277 261 293
Disability Insurance Contributions 209 198 221
Health Insurance Contributions 37,170 32,000 32,000
HSA Contributions-Employer 145 151 600
Supplies-Minor Tools and Equip 379 750 750
Supplies-Minor Furniture 42 250 250
Supplies-Office 898 750 750
Supplies-Clothing and Uniforms 69 500 500
Supplies-Periodicals/Supplements 204 128 128
Supplies-PC Software 250 12,635 13,780
Maintenance-PC Software 0 0 86
Maintenance-Systems Software 627 1,500 1,420
Services-Telephone 2,596 1,565 2,853
Service-Wireless Phone Aircards 0 1,512 2,880
Services-Central Garage 742 555 480
Services-Other Professional 386 0 1,044
Services-Advertising 0 3,560 3,560
Services-Binding/Printing 54 250 250
Travel Expenses 6,096 3,500 3,500
Education Registration 2,130 2,350 2,350
Lease Payments 272 840 0
Memberships 752 535 535
Boards/Local Meetings 550 0 0
Public Relation/Promo 7,834 10,000 10,000
Postage/Freight 248 200 200
Other Machinery and Equipment 0 1,449 0
Total Expenditures $324,204 $351,727 $367,584
101
GENERAL FUND: DEVELOPMENT SERVICES
Building Inspections
WHO WE ARE:
The Building Inspection Division provides a platform for ensuring 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 ensure 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 70 inspections
per day.
WHAT WE DO:
• 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
FY 2024 ACCOMPLISHMENTS
✓ Continued third-party backflow company in BSI for tracking compliance with the city's backflow program.
✓ Held four (4) Development Stakeholders Meetings to discuss development-related topics
✓ Continued implementation of a third-party inspection company in SAFEBUILT to facilitate inspection for
the two new high schools. Completion date for these two schools will be by August 15th, 2024.
✓ Plan review for commercial projects averaged 4-5 days with the help of all departments.
LOOKING AHEAD IN FY 2025
• Train and install new permit software to be online by October 2024.
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC PLAN FY 2024 FY 2025
DEPARTMENT PLAN STRATEGY PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL
Continue to
4. Optimize
improve the permit, 4.5—Continue to Continue to measure plan
Engagement
inspection and plan improve inter- review timelines to 0
with the City 80% 90/
review systems to departmental efficiently issue permits in
and City
keep up with cooperation a timely manner.
customer needs.
Services
Provide a pre- 3. Actively
3.3- Establish and Keep a pre-construction
construction Engage and 0
meeting for larger Inform the
utilize information log on larger projects that 60% 70/
projects Public
platforms. come in.
Continue to 4. Optimize 4.6-Create an
support our design Engagement employee culture Follow up on projects that
are permitted for 0
professionals and with the City of support and 70% 80/
contractors in the and City compliance in the concerns from the GC or
design professional.
permit phase. Services community 102
GENERAL FUND: DEVELOPMENT SERVICES
Building Inspections
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
INSPECTIONS Adopted Adopted
Actual Budget Budget
Inspections
Salaries-Supervision 145,182 160,641 168,670
Salaries-Clerical 1,251 0 0
Salaries-Operational 412,222 463,889 463,465
Overtime 339 0 0
Terminal Pay 0 0 3,710
Stability Pay 6,050 12,100 11,500
Cell Phone Allowance 1,876 1,440 2,160
FICA 41,150 45,152 47,836
TMRS Retirement 91,542 97,385 103,448
Life Insurance Contribution 748 765 807
Disability Insurance Contributions 565 581 609
Health Insurance Contributions 110,724 101,254 101,254
HSA Contributions-Employer 0 0 1,000
Supplies-Minor Tools and Equip 175 300 300
Supplies-Minor Furniture 301 860 860
Supplies-Office 4,453 2,700 3,662
Supplies-Medical/Drug 0 100 100
Supplies-Clothing and Uniforms 837 1,000 1,000
Supplies-Educational 0 500 500
Supplies-Code Books 1,296 3,000 3,000
Supplies-Personal Computers 0 480 600
Supplies-PC Software 395 0 0
Supplies-Other 0 200 200
Maintenance-Systems Hardware 0 270 270
Maintenance-PC Software 385 415 387
Services-Telephone 4,052 3,468 6,321
Service-Wireless Phone Aircards 3,191 4,104 4,104
Services-Central Garage 55,251 49,016 40,969
Services-Bank 60 0 0
Services-Other Professional 71,958 78,500 0
Services-Advertising 335 0 0
Services-Binding/Printing 1,723 2,400 2,400
Services-Subcontractors 0 5,000 5,000
Travel Expenses 1,606 2,700 2,700
Education Registration 2,473 4,000 4,000
Lease Payments 2,285 2,320 2,346
Memberships 637 850 850
Boards/Local Meetings 63 2,400 0
Postage/Freight 5,308 5,375 5,375
Total Expenditures $968,435 $1,053,165 $989,403
103
GENERAL FUND: DEVELOPMENT SERVICES
Code Enforcement
WHO WE ARE:
Code Compliance 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.
WHAT WE DO:
• 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, hazardous structures, and sign violations.
• Determining if vacant structures meet the criteria for demolition and completing the demolition process.
FY 2024 ACCOMPLISHMENTS
• Between October 1, 2023 and June 26, 2024
o 6,383 Total Cases
o 12,076 Total Inspections
o 513 Citations Issued
• Ten (10) properties taken to City Council for demolition orders.
• Thirteen (13) additional properties will be taken to City Council for demolition orders in the upcoming
months.
• Thirteen (13) hazardous structures demolished.
• Continued to streamline MyGov workflows to increase case processing efficiency.
LOOKING AHEAD IN FY 2025
• Attending civic engagements and special events to change the perception of Code Compliance.
• The development and adoption of a "Junk Vehicle" ordinance is a key project for the upcoming year.
104
GENERAL FUND: DEVELOPMENT SERVICES
Code Enforcement
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Develop and 1.7 Prioritize Creating equal population
1. Accelerate
implement effective Code dense zones to effectively 0
Economic 75% 90/
zones based on Compliance provide coverage for
Growth
population. Resources inspections and requests.
2.2 Develop a Assist Development
Participate in Services staff to
Neighborhood 2. Provide neighborhood determine needs, goals 0
Revitalization Quality redevelopment and implementation of 70% 95/
efforts. Infrastructure plan and ordinances needed for
program
revitalization efforts.
Development Systems and policies are
and 1.8 Determine in place to effectively and
Implementation of 1. Accelerate the need to efficiently enforce
systems & policies Economic update the Downtown Vacant 95% 100%
related to Growth Downtown Structure Registry and
downtown Master Plan Property Maintenance
ordinances. Code ordinances.
Provide a timely
and effective
3.Actively Running frequent reports
response to citizen 3.7 Practice
Engage and to ensure requests are 0
concerns and Inform the Effective responded to and 80% 95/
implement a Governance
Public updates are provided.
proactive
enforcement style.
Using MyGov 5.0 to work
Work with other with departments to
4. Optimize 4.5 Continue
departments and improve functionality of
Engagement to improve
divisions to the software, improve 75% 0
streamline the with the City inter- reporting, and streamline 80/and City departmental
abatement process processes for effective
Services cooperation
for violations. communication between
departments.
Be transparent and
engage with
citizens to change Attending neighborhood
3. Actively meetings, special events,
the perception of Engage and 3.1 Improve and other outlets to
Code Compliance 75% 100%
Inform the the City's discuss and educate the
through reputation
participation in
Public citizens on the duties of
Code Compliance.
various
engagements.
105
GENERAL FUND: DEVELOPMENT SERVICES
Code Enforcement
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
CODE ENFORCEMENT Adopted Adopted
Actual Budget Budget
Code Enforcement
Salaries-Supervision 16,876 70,067 32,832
Salaries-Clerical 30,695 26,008 27,594
Salaries-Operational 258,560 252,220 311,072
Overtime 1 0 0
Stability Pay 2,945 5,890 8,800
Cell Phone Allowance 1,439 1,152 1,418
FICA 22,815 26,644 28,466
TMRS Retirement 50,413 57,468 61,544
Life Insurance Contribution 409 390 472
Disability Insurance Contributions 308 298 358
Health Insurance Contributions 68,673 50,000 50,000
HSA Contributions-Employer 472 498 990
Supplies-Minor Tools and Equip 628 200 200
Supplies-Minor Furniture 342 300 300
Supplies-Office 2,027 3,350 3,350
Supplies-Medical/Drug 0 55 100
Supplies-Clothing and Uniforms 509 550 800
Supplies-System Software 0 600 0
Supplies-Other 84 150 150
Maintenance-Systems Hardware 48 150 150
Maintenance-PC Software 300 405 301
Services-Telephone 1,476 1,470 2,679
Service-Wireless Phone Aircards 3,191 3,648 3,716
Services-Water/Sewer/Sanitation 0 0 500
Services-Central Garage 24,827 34,057 29,600
Services-Binding/Printing 708 850 600
Services-Subcontractors 10,061 50,000 50,000
Travel Expenses 1,062 1,500 5,000
Education Registration 1,350 1,500 3,000
Lease Payments 1,271 1,195 1,221
Memberships 0 400 400
Postage/Freight 9,899 8,500 9,500
Total Expenditures $511,387 $599,515 $635,113
106
GENERAL FUND: DEVELOPMENT SERVICES
Planning
WHO WE ARE:
Planning tomorrow's future in a development friendly way. This is accomplished by 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
WHAT WE DO:
• Short Range/Current Planning:
Predevelopment coordination for all development projects and inquiries (commercial and residential)
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 (e.g. 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); 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
FY 2024 ACCOMPLISHMENTS
✓ The Neighborhood Revitalization Steering Committee was formed on May 7, 2024, and was given the
Council directive to making recommendations on objectives for a neighborhood plan to include
development regulations, incentive programs, community goals, and others as directed by Council.
✓ As part of the 88th Texas Legislative Session, the State adopted new guidelines for the processing and
transparency of requirements for land subdivision. The staff worked with the Development Stakeholders
to craft an ordinance aligned with the State. The public engagement continued in the revisions to the
City's Pavement Design Manual and the Stormwater Design Manual to allow for increased options in
designing infrastructure for residential subdivisions.
✓ The number of Pre-development meetings has dropped from the year prior to by 40%to (112) held with
commercial, industrial and residential. The range of scale of development after increased inflation has
reduced the number of locally owned or micro enterprises business(consisting of 4 or fewer employees);
However, working with the WF Chamber, staff have increased the number of coordination meetings for
potential industrial prospects.
✓ Processed 44 plats to subdivide land for development, ranging from preliminary to final. The plats
reviewed for FY 25 decreased by 4 plats from FY 24.
✓ Reviewed 55 site plans for consistency with zoning standards, particularly setbacks, parking, signage and
landscaping. This is an increase of 14%from the year prior.
107
GENERAL FUND: DEVELOPMENT SERVICES
Planning
✓ Issued 46 property addresses either through the platting process or requests for re-address.
✓ Partnerships strengthened with SAFB through the Wichita Falls Economic Development Corporation
(WFEDC) financial assistance to help alleviate aviation hazards thus protecting the military mission and
improving aviation safety both for civilians and military.Annual funding approved over a four-year period
to continue the progress achieved since the 2014 drought with Air Field Bird Strike Hazard Reclamation.
Project involves annual time-sensitive spraying of invasive weed species around the runways and grass
seed application of desirable species.
✓ 4B Downtown Matching Grant Program experienced another successful year with significant building
reinvestments downtown, 18 requests were received for project assistance while processing$124,979 in
reimbursements for 14 completed projects during the calendar year.
✓ Wichita Falls Lofts, a redevelopment site for 40-new income-qualified housing units, successfully financed
the project using state housing tax credits to acquire a former commercial site near Crockett Elementary.
Abatement/demolition began fall 2023 and the new apartments were constructed in 2024 helping fulfill
a need for more quality affordable housing in close proximity to neighborhood amenities such as public
transportation, retail, emergency services and schools.
Collaboration with two major manufacturing companies to obtain Texas Enterprise Program incentives
based on their continued commitment for capital reinvestment, retention of full-time jobs and product
diversification providing added stability to the regional economy.
✓ Community preservation collaboration with the City's Historic Preservation Officer, Landmark
Commission, West Floral Heights Historic District, West Floral Heights Neighborhood Association and the
Wichita Falls Association of Realtors to improve community-wide awareness of the City's only designated
residential historic district and existence of design standards to protect the unique architectural heritage
of this 115-year-old district. Project resulted in creating a historic plaque program; a tangible symbol of
historic district status on all 208 residences along with staff conducting training sessions about the City's
design standards for exterior alterations (demolition, renovation, addition). Historic plaque installation
commenced during National Historic Preservation Month.
✓ Processed 55 design review requests for historically designated properties which included minor
(Preservation staff) and major (Landmark Commission) exterior alterations. This is a 24% increase from
the prior year.
LOOKING AHEAD IN FY 2025
• Continued work on the Neighborhood Revitalization Program.
• Further discussion/work to better"right size" ordinances to fit community standards.
108
GENERAL FUND: DEVELOPMENT SERVICES
Planning
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Neighborhood 2 Provide 2.2 Develop a Initiate implementation of
Revitalization Quality Neighborhood neighborhood revitalization
Infrastructure Redevelopment priorities under Phase I: 65% 90%
Plan and -Ord. revisions (junk
Program vehicle/trees)
-Bridwell Park improvements
- Bi-annual information fair 50% 100%
Phase II:
-Neighborhood clean-up
programs
-Partnerships w/ non-profits
(Christmas- in-Action;
Operation Fresh Start)
-Create neighborhood branding
-Property maintenance code
area 50% 100%
-Incentive Program
Phase III:
Adopt a Neighborhood Plan for
CWFRA 20%
Phase III:
Begin engaging community for
a second neighborhood
revitalization area
Downtown 1 Accelerate 1.8 Determine Zoning Diagnostic Report
Revitalization Economic the need to Implementation: 40% 70%
Plan Growth update the - Parking Assessment/Signage 80%
Implementation Downtown - Enhance Downtown 15% 90%
Master Plan Improvement Grants or Create 60%
New Program
-Consider a Public 75%
Improvement District(PID) 15%
- Focused Street 25%
Improvements: 8th St; Indiana- 10%
Scott Ave
Increase 3.0 Actively 3.3 Establish Actively work with Landmark
Awareness of Engage & and Utilize Com. and partner agencies to
Historic Inform the Information improve community awareness
Preservation Public Platforms to of: 70% 85%
Programs Provide - Historic District properties
Information and associated Design
Consistently Standards thus reducing non-
and compliant alterations 50% 70%
Persistently
109
GENERAL FUND: DEVELOPMENT SERVICES
Planning
3.8 Practice - commercial/institutional 0% 50%
Effective historic rehab funding
Governance assistance programs
-apply for CLG grant FY25/26
updating 1982 Preservation
Plan/Cultural Resources Survey
Streamline 4.0 Actively 4.5.1 Create a Continued implementation of
Development Engage and Proactive Focus improved coordination in the
Review Process Inform the for Customer development review process
Public Service with: 100%
- Phase III: Plats Checklist v2
Subdivision & 1.0 Accelerate 1.3 "Right size" Subdivision Ordinance revisions 100%
Development: Economic Development to incorporate revised
Compliance Growth Regulations engineering standards for
Update commercial/industrial
development.
ARPA Project 1.0 Accelerate 1.1 Identify and Continued coordination with 50% 75%
Coordination Economic Expand project managers regarding
Growth Economic reporting and compliance with
3.0 Actively Development federal ARPA(American Rescue
Engage & Opportunities Plan Act) funding.
Inform the 3.8 Practice
Public Effective
Governance
110
GENERAL FUND: DEVELOPMENT SERVICES
Planning
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
PLANNING Adopted Adopted
Actual Budget Budget
Planning
Salaries-Supervision 219,954 204,431 208,417
Salaries-Clerical 36,825 37,790 37,325
Salaries-Operational 111,700 196,475 182,418
Stability Pay 4,016 8,032 12,050
Cell Phone Allowance 720 720 720
FICA 27,046 27,962 31,267
TMRS Retirement 60,583 60,308 69,311
Life Insurance Contribution 491 459 537
Disability Insurance Contributions 370 347 406
Health Insurance Contributions 52,655 49,500 49,500
HSA Contributions-Employer 484 503 1,000
Supplies-Minor Furniture 854 0 0
Supplies-Office 4,089 3,000 3,000
Supplies-Clothing and Uniforms 376 120 0
Supplies-Educational 0 150 200
Supplies-Periodicals/Supplements 844 954 935
Supplies-Personal Computers 0 626 0
Supplies-PC Software 235 1,672 0
Maintenance-PC Software 0 894 0
Services-Telephone 2,021 1,842 2,039
Services-Central Garage 4,028 3,996 4,002
Services-Other Professional 3,066 0 0
Services-Lien Filings (100) 5,000 5,000
Services-Advertising 1,314 3,000 3,000
Services-Binding/Printing 530 750 750
Travel Expenses 3,590 6,100 6,500
Education Registration 3,110 3,250 3,000
Lease Payments 2,285 2,320 2,346
Memberships 1,140 2,009 1,500
Boards/Local Meetings 4,355 3,000 3,000
Postage/Freight 1,981 2,200 2,200
Motor Vehicles 0 32,000 0
Total Expenditures $548,561 $659,409 $630,423
111
GENERAL FUND: ENGINEERING
WHO WE ARE:
The Engineering Department is committed to delivering exceptional project and asset management by providing
high quality and excellence in design, construction management and asset tracking of critical infrastructure for the
City of Wichita Falls.
WHAT WE DO:
• 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
FY 2024 ACCOMPLISHMENTS
✓ Designed in-house$9.2M in capital improvement projects. Oversaw$3M in consultant design projects.
✓ Oversaw the construction of$26.1M in projects
o Completed the second phase of the Business Park Infrastructure Improvements, Fisher Rd,
Midwestern Pkwy, and Hammon Rd widening.
o Completed the removal and replacement of the 9th Street Elevated Storage Tank.
o Completed the SCADA System Improvements for Water Purification.
o Completed the Lake Wichita Park Parking Lot.
o Oversaw the completion of 42,059 linear feet of new and rehabilitated streets, 1,306 linear feet
of drainage improvements, 12,237 linear feet of new and replacement water mains and rehab of
3,807 linear feet of sanitary sewer mains.
✓ Provided oversight of more than 100 permits and plan reviews for franchised utilities, such as, electrical,
gas and fiber installations within the City's right-of-way.
✓ Inspected 215 sidewalk, driveway approaches, and curb and gutter repairs, and private utility repairs.
112
GENERAL FUND: ENGINEERING
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC PERFORMANCE FY 2024 FY 2025
DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Engineer Manning
2.6 Enhance Days 95% 90%
Execute design and Focus on Long-
2.0award of all budgeted Provide Term Street (5 positions)
Quality
infrastructure and Utility
Infrastructure Award Award
rehabilitation projects Infrastructure
Needs Annual Budgeted CIP w/in 28 w/in 28
Project Bid Schedule days of days of
Schedule Schedule
Promote 2.6 Enhance
development through Focus on Long-
2.0accurate and timely Provide Term Street Development Plan 10 10
Quality business business
design review and on- Infrastructure and Utility Review days days
site inspection of Infrastructure
infrastructure. Needs
Provide accurate 2.6 Enhance
infrastructure Focus on Long- 110 Field 75 Field
mapping to properly 2.0 Provide Term Street Complete Map Update Map Map
manage capital Quality and Utility Requests from the Updates Updates
Infrastructure Field Work Work
infrastructure assets Infrastructure
within the City ROW. Needs Orders Orders
2.6 Enhance
Focus on Long-
Maintain accurate 2.0 Provide 50%of 50%of
street condition Quality Term Street Assess every street Streets Streets
and Utility every four years
index. Infrastructure Infrastructure Maintained Maintained
Needs
2.6 Enhance Utilize
Focus on Long- Taft Blvd remaining
Complete 2018 Street 2.0 Provide Term Street Completion of Taft Widening bond funds
Bond projects Quality and Utility Blvd Widening Project on street
Infrastructure Infrastructure complete. rehab
Needs projects.
113
GENERAL FUND: ENGINEERING
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
ENGINEERING Adopted Adopted
Actual Budget Budget
Engineering
Salaries-Supervision 228,802 253,695 200,205
Salaries-Operational 821,632 857,270 990,688
Overtime 15,893 14,840 18,375
Certification Pay 1,950 1,950 1,950
Stability Pay 11,377 22,756 23,875
Cell Phone Allowance 2,340 2,340 1,980
FICA 75,895 84,989 75,851
TMRS Retirement 173,689 183,309 167,939
Life Insurance Contribution 1,377 1,330 1,302
Disability Insurance Contributions 1,039 1,007 984
Health Insurance Contributions 199,248 179,047 179,047
HSA Contributions-Employer 1,916 1,895 4,000
Supplies-Minor Tools and Equip 378 2,305 11,608
Supplies-Minor Office Tools/Eq 0 150 695
Supplies-Minor Furniture 9,148 1,700 1,500
Supplies-Office 5,948 10,050 9,500
Supplies-Medical/Drug 0 70 100
Supplies-Janitorial 242 500 300
Supplies-Lab 2,454 3,375 1,888
Supplies-Clothing and Uniforms 0 410 410
Supplies-Educational 0 800 300
Supplies-Periodicals/Supplements 716 278 278
Supplies-Personal Computers 960 1,000 1,000
Supplies-PC Software 172 135 1,245
Supplies-Other 18 0 0
Maintenance-Office Furniture/Equip 695 1,000 1,000
Maintenance-Radios 0 300 300
Maintenance-Instruments 4,991 6,570 6,570
Maintenance-PC Software 86 0 129
Maintenance-Systems Software 650 7,400 7,650
Maintenance-Heating/Cooling Systems 0 500 500
Maintenance-Utility Cuts 2,133 0 0
Maintenance-Buildings 1,157 1,252 1,420
Services-Telephone 6,485 5,596 7,554
Service-Wireless Phone Aircards 1,368 1,368 1,824
Services-Electricity 1,805 1,690 1,887
Services-Central Garage 72,616 77,783 80,802
114
GENERAL FUND: ENGINEERING
FY 2023 FY 2024 FY 2025
ENGINEERING Actual Adopted Adopted
Budget Budget
Services-Other Professional 15,046 7,960 10,960
Services-Court Cost/Registrations 0 400 100
Services-Advertising 229 2,000 2,000
Services-Binding/Printing 322 4,106 650
Insurance Expense 0 15 15
In City Mileage Reimbursement 3,300 3,300 3,300
Travel Expenses 1,401 3,100 3,100
Education Registration 3,263 5,200 5,200
Lease Payments 2,975 2,975 5,400
Memberships 950 1,890 2,290
Boards/Local Meetings 78 100 100
Postage/Freight 752 2,000 850
PC Computer Equipment 0 2,000 2,000
Total Expenditures $1,675,498 $1,763,705 $1,840,620
115
GENERAL FUND: HEALTH
Animal Services
WHO WE ARE:
The Animal Services Division is dedicated to safeguarding the health, safety, and welfare of both our
community's residents and its animals. This commitment is upheld through rigorous enforcement of state and
local laws, compassionate animal care, stringent disinfection protocols to mitigate disease transmission, and our
ongoing efforts to enhance the live outcome rates.
Furthermore,Animal Services is steadfast in cultivating positive relationships with our citizens, community
partners, businesses, and various city/county departments.A key focus area involves intensifying initiatives for
pet licensing, and microchipping to facilitate the swift reunion of lost pets with their owners. Central to our
mission is the continuous development of our staff through comprehensive training programs, ensuring the
delivery of exceptional services, and maintaining a welcoming environment for all animals under our care.
WHAT WE DO:
• 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 Class,Animal Safety(children as target audience)
• Trap Rental and Animal Removal from Trap
FY 2024 ACCOMPLISHMENTS
✓ Deceased Animal Removal and disposal
✓ Increased engagement from local community partners through our "It's Hip to Snip" Campaign. This
initiative involved collaborating with rescue organizations to jointly promote the campaign. Together, we
developed a comprehensive informational card featuring all partners' logos alongside ours.This collective
effort underscored our commitment to reducing the stray animal population, emphasizing that this
responsibility is shared among multiple entities, not borne solely by one shelter or individual.
✓ Substantial advancements were made in the development and upkeep of policies, procedures, and staff
training. These efforts are nearing completion and will soon be published on AirMason, ensuring
transparency and efficiency in our operations.
✓ Our focus on community outreach during the past year included a successful rollout of our Animal
Ordinance education campaign. This initiative featured informative videos featuring employees, City
Councilors, veterinarians, and Animal Shelter Advisory Committee board members. Working in
collaboration with KFDX & KAUZ news stations, we secured a monthly segment throughout 2023
dedicated to discussing specific ordinances. In tandem,our Public Information Officer(PIO)team diligently
utilized social media platforms and our YouTube channel to disseminate information, ensuring broad
community access to vital updates and educational content.
116
GENERAL FUND: HEALTH
Animal Services
V In keeping with our commitment to transparency, we implemented a standard of posting our intake and
outcome numbers on social media to give citizens an idea of how many animals we bring into our shelter
weekly. This initiative started by openly sharing data, including euthanasia numbers, we empower our
community to advocate for change and promote responsible pet ownership. This helped us roll out our
"It's Hip to Snip" campaign, aimed at curbing stray overpopulation, which garnered widespread attention
through collaborations with local rescues and targeted social media outreach. In addition,we have a white
board that is updated daily showing the number of animals in our facility and how they were brought in.
V Made substantial strides in enhancing organizational effectiveness through the development and upkeep
of comprehensive policies, procedures, and staff training programs.
These achievements underscore our dedication to fostering community involvement, maintaining rigorous
operational standards, and enhancing public awareness of local animal welfare laws.
LOOKING AHEAD IN FY 2025
• Animal Services Staff will continue to seek opportunities to engage with the public, to include outreach,
education, and support.
• Goals focused on increasing the live outcome rate as well as adoptions are the focus for the upcoming
year.
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
3.3 Establish
and utilize Increase in the number of
3. Actively information live releases through
Increase Live Engage and platforms to active community 72% >80%
Outcome Rate Inform the provide
Public information engagement through our
consistently and "Hip to Snip" Campaign
persistently.
Increase the 4. Optimize 4.6 Create an
number of Engagement employee Increase in the number of
animals that are with the City culture of animals that are returned 25% >50%
returned to their and City support and to their owner
owner Services
compliance in
the community
3.3 Establish
and utilize
Community 3. Actively information Increased number of
Outreach (10 Engage and platforms to community events and 10 12
Inform the provide
events) engagement sessions
Public information
consistently and
persistently.
117
GENERAL FUND: HEALTH
Animal Services
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
ANIMAL SERVICES Adopted Adopted
Actual Budget Budget
Animal Services
Salaries-Supervision 64,534 68,327 71,745
Salaries-Clerical 50,597 66,836 70,784
Salaries-Operational 558,218 623,143 648,575
Overtime 15,762 18,550 20,055
Stability Pay 2,450 4,624 10,500
Cell Phone Allowance 489 360 180
FICA 50,478 51,853 58,934
TMRS Retirement 112,113 111,841 127,137
Life Insurance Contribution 908 800 1,012
Disability Insurance Contributions 685 613 763
Health Insurance Contributions 116,384 108,270 108,270
HSA Contributions-Employer 2,048 1,895 5,000
Supplies-Minor Tools and Equip 15,227 38,099 20,652
Supplies-Minor Office Tools/Eq 13 0 0
Supplies-Minor Furniture 1,992 2,127 4,290
Supplies-Office 10,176 11,304 14,165
Supplies-Medical/Drug 43,142 45,950 52,587
Supplies-Chemical 17,767 18,334 20,643
Supplies-Clothing and Uniforms 12,723 14,193 15,326
Supplies-Educational 2,859 3,600 4,198
Supplies-Animal Feed 16,835 15,890 16,362
Supplies-Promotional 661 900 1,350
Supplies-Personal Computers 0 0 12,965
Supplies-PC Software 2,500 3,890 4,040
Supplies-Radios 2,579 3,224 3,224
Supplies-Other 24,262 28,622 29,800
Maintenance-Machine/Tools/Implements 0 280 288
Maintenance-Office Furniture/Equip 1,666 0 0
Maintenance-Radios 435 1,520 1,568
Maintenance-PC Software 514 0 559
Services-Telephone 9,112 5,989 10,914
Service-Wireless Phone Aircards 6,627 6,648 7,102
Services-Electricity 21,860 24,700 27,578
Services-Gas 8,307 10,000 12,000
Services-Water/Sewer/Sanitation 3,017 5,000 6,180
Services-Central Garage 57,718 63,249 74,700
Services-Other Professional 5,410 7,926 8,447
118
GENERAL FUND: HEALTH
Animal Services
FY 2023 FY 2024 FY 2025
ANIMAL SERVICES Adopted Adopted
Actual Budget Budget
Services-Advertising 1,094 1,200 1,500
Services-Binding/Printing 1,922 4,060 5,071
Services-Other Miscellaneous 2,397 4,993 5,356
Contract-Other Agencies 8,425 13,550 14,118
Travel Expenses 34 0 13,319
Education Registration 50 3,150 3,400
Lease Payments 3,809 3,306 3,360
Memberships 521 700 775
Boards/Local Meetings 456 940 968
Postage/Freight 5,005 4,500 5,050
Other Machinery and Equipment 27,817 18,150 0
Total Expenditures $1,291,597 $1,423,106 $1,524,811
119
GENERAL FUND: HEALTH
Clinical Services & Wellness
WHO WE ARE:
Clinical programs within the Health Department are essential to the protection and promotion of the health of the
community through services and education.
The Wellness Programs Division empowers our community with the knowledge and tools to make healthy lifestyle
decisions.
WHAT WE DO:
Clinical Services:
• Immunizations Clinic
• Sexually Transmitted Infection (STI) Clinic
• Tuberculosis Clinic
• HIV Prevention
• Disease Intervention Services
• Epidemiology
Wellness Programs:
• CPR Training
• Nutrition Classes
• Bike Safety Education
• Cooking Classes
• Tobacco Cessation
• Live Well Resource Database
• Demonstration Gardening Project
• Health Attack and Stroke Presentations
• Chronic Disease & Pain Self-Management
• Eat Well Restaurant Recognition Program
• Stress Management & Mindfulness Classes
• Diabetes Self-Management & Prevention Classes
FY 2024 ACCOMPLISHMENTS
• 93 newly diagnosed cases of syphilis and 50 partners were treated
• 100%of reportable Sexually Transmitted Infections (STI) received treatment and/or linkage to care
• 1 active and 23 latent TB cases received treatment
• 127 investigations were conducted for infectious disease and 4,370 COVID-19 cases were investigated
• 442 HIV tests conducted during 45 community outreaches
• 4,700 immunizations were administered
• Certified 36 city employees for CPR
• Facilitated 16 diabetes workshops for 39 participants
120
GENERAL FUND: HEALTH
Clinical Services & Wellness
• Added Chronic Pain Self-Management classes; facilitated 2 classes for 20 people.
• Hosted 17 Health Cooking Classes throughout the community for 118 participants.
• Partnered with TxDOT to provide Bike Safety education to over 550 elementary students.
• Distributed over 400 pounds of produce from the Demonstration Garden to over 80 families.
LOOKING AHEAD IN FY 2025
• Clinical staff will continue to provide public health services for the community, and will investigate
diseases and any unusual expression of illness.
• Wellness staff will continue to offer a cadre of classes and opportunities that engage the public in
improving their own health and wellbeing. Staff will continue to be engaged in the community we serve
and seek new opportunities for service.
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Improve 3. Actively 3.3— Formulate weekly text 100% 100%
communication Engage & Establish and messages and emails
with patients and Inform the utilize utilizing recently updated
citizens Public information electronic health record
platforms to system to deliver pertinent
provide information
information
consistently
and
persistently
Expand STI 3. Actively 3.4— Conduct sexual health 100% 100%
awareness and Engage & Establish training courses and present
education to at risk Inform the public them at monthly outreaches
populations Public training
courses on
various
topics of
interest for
citizens
Increase the 3. Actively 3.6— Conduct monthly clinics in 100% 100%
number of Engage & Continue conjunction with not-for-
immunizations Inform the supportive profit organizations that
administered to Public partnerships primarily serve the elderly
elderly with the local population
not-for-profit
community
121
GENERAL FUND: HEALTH
Clinical Services & Wellness
3.3 Establish
and utilize
information
3. Actively platforms to
Increase outreach Engage & Participate in at least 24 0 0
to the public Inform the provide outreach events annually 100/ 100/
Public information
consistently
and
persistently
3.3 Establish
and utilize
Utilize social media 3. Actively information
platforms to inform Engage & platforms to Produce 15 educational 0
the public of health Inform the provide materials for use on social 100% 100/information media platforms monthly
education classes Public consistently
and
persistently
3.4 Establish
public
3. Actively training Provide 24 health & safety
Increase outreach Engage & courses on education programs 80% 90%
to the public Inform the various
Public topics of throughout the community
interest for
citizens
3.4 Establish
public
Promote equitable 3. Actively training Hold 24 CPR and Basic First
Engage & courses on Aid classes for City of 0
access to life-saving 80% 100/
Inform the various Wichita Falls employees
health information Public topics of annually
interest for
citizens
Collaborate with the 3.6 Continue
not-for-profit 3. Actively supportive Collaborate with at least 12
not-for-profit partners to
community to reach Engage & partnerships provide services and 80% 100%
the most vulnerable Inform the with the local
members of our Public not-for-profit resources to the community
community community
annually
4. Optimize 4.5 Continue Develop an interdisciplinary
Engagement to improve program to consolidate City
Increase outreach with the City inter- and community partner 50% 100%
to the public
and City departmental health and safety
Services cooperation information for the public
122
GENERAL FUND: HEALTH
Clinical Services & Wellness
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
CLINICAL SERVICES AND WELLNESS Adopted Adopted
Actual Budget Budget
Clinical Services and Wellness
Salaries-Supervision 72,700 81,578 77,577
Salaries-Clerical 31,155 32,984 34,639
Salaries-Operational 298,355 369,702 446,580
Overtime 773 0 525
Terminal Pay 18 0 0
Stability Pay 3,473 6,964 4,750
FICA 29,873 32,051 42,475
TMRS Retirement 65,136 69,131 88,436
Life Insurance Contribution 535 498 701
Disability Insurance Contributions 403 380 529
Health Insurance Contributions 75,007 66,802 66,802
HSA Contributions-Employer 153 11 2,000
Supplies-Minor Furniture 1,080 0 0
Supplies-Office 7,314 10,515 10,830
Supplies-Medical/Drug 90,783 182,504 187,896
Supplies-Chemical 0 1,745 1,745
Supplies-Clothing and Uniforms 3,672 4,538 4,538
Supplies-Educational 4,033 1,000 1,000
Supplies-Periodicals/Supplements 1,089 1,780 1,850
Supplies-Promotional 841 3,200 4,000
Supplies-PC Software 74 120 120
Supplies-Other 100 0 0
Maintenance-Instruments 0 420 420
Maintenance-PC Hardware 0 0 299
Maintenance-PC Software 342 299 0
Services-Telephone 10,495 8,504 11,480
Service-Wireless Phone Aircards 912 3,072 3,072
Services-Other Professional 7,776 7,969 10,745
Services-Advertising 421 750 750
Services-Binding/Printing 784 502 502
Services-Other Miscellaneous 5,363 2,671 2,671
In City Mileage Reimbursement 22 0 0
Education Registration 150 300 500
Lease Payments 2,190 2,529 2,582
Memberships 71 140 140
Postage/Freight 270 500 500
Total Expenditures $715,359 $893,158 $1,010,654
123
GENERAL FUND: HEALTH
Environmental Health
WHO WE ARE:
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 2,012 permits,
4,606 inspections and 357 complaints in 2023. 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 2023, mosquito control staff set 2019
mosquito traps and collected 165 mosquito pools that were sent to the Department of State Health Services
laboratory for testing. Nine came back positive for West Nile virus and two returned positive for Saint Louis
Encephalitis. Additionally, the trucks were deployed 79 times and completed 120 spray missions to spray for adult
mosquitoes.
WHAT WE DO:
• 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
FY 2024 ACCOMPLISHMENTS
✓ One staff member took and passed the TCEQ Designated Representative licensing test required to
perform OSSF inspections (FY 2023).
✓ One staff member took and passed the TDLR Sanitarian licensing exam (FY 2023).
✓ Three staff members took the Certified Pool Operator Training, which is an internationally recognized
training (FY 2023).
✓ Developed an interactive mosquito map for citizens to keep up to date with the latest mosquito
information (FY 2023).
✓ Brought an updated Food Ordinance to the City of Wichita Falls Council. It passed with an effective date
of August 5, 2024. This is the first food ordinance update since 2019. The ordinance is going to be
presented to the county and surrounding municipalities in remainder of FY 2024.
✓ Implementing a new inspections software system, Hedgerow, with an anticipated staged go-live date of
August 1 and September 1, 2024 (FY 2024).
✓ Field cage trails for mosquito chemical efficacy in July 2024. These will inform the program of any possible
resistance in the local mosquito population and also allow us to try out a new chemical available on the
market to test its efficacy on the local mosquito population.
124
GENERAL FUND: HEALTH
Environmental Health
LOOKING AHEAD IN FY 2025
• Learn and fully train staff on new workflows to pair with the new inspection software. The new system
will have better reporting features to optimize work flow, improve consistency among inspectors, and
have a user-friendly consumer portal.
• Update the Body Art Ordinance. (Last updated in 2017)
• Increase transparency and communications with citizens across all programs within the division. We have
been working to improve the website to make it more user-friendly and attractive. We are working to
optimize navigation between pages with the use of buttons and links.
GOALS & POLICIES
FY 2025 STRATEGIC PLAN STRATEGIC PLAN PERFORMANCE FY 2024 FY 2025
DEPARTMENT GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
2.4 Pursue
Public/Private Citizen
Partnerships feedback/complaints
Provide Quality from participants.
Work with Infrastructure By improving
Hotter'N Hell 2.8 Continue communications, we
Bicycle Friendly
Committee to anticipate a
Initiative
facilitate access decrease in the
to relevant public 3.1 Improve the <5 <5
overall number of
health City's reputation complaints, but also complaints complaints
information for 3.3 Establish and improve the quality
event Actively Engage utilize information of complaints that
participants and Inform the platforms to we do receive so
Public provide that they can be
information worked to prevent
consistently and
future issues.
persistently
Citizen mosquito
control surveys:
collect information 60% 85%
3.1 Improve the on whether citizens
City's reputation are aware of the citizens citizens
Improve mosquito control aware aware
communications program and the
with citizens Actively Engage services it provides.
about Mosquito and Inform the 3.3 Establish and
Public
Control utilize information
platforms to Percentage of the 0
provide 85% 99/
information website updated.
consistently and
persistently
Actively Engage 3.8 Practice Retail
Update Local and Inform the Effective Ordinances Updated Food Body Art
Ordinances 100%
Public Governance 100%
125
GENERAL FUND: HEALTH
Environmental Health
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
ENVIRONMENTAL HEALTH Actual Adopted Adopted
Budget Budget
Environmental Health
Salaries-Supervision 66,116 70,002 73,514
Salaries-Clerical 29,569 31,308 32,716
Salaries-Operational 353,735 390,909 409,086
Pool Operational 30,090 29,680 36,728
Overtime 3,598 6,360 6,879
Certification Pay 0 0 30,718
Stability Pay 6,601 13,478 18,500
Cell Phone Allowance 3,166 3,240 3,240
FICA 34,673 37,296 40,084
TMRS Retirement 75,113 80,442 85,439
Life Insurance Contribution 607 606 658
Disability Insurance Contributions 457 465 496
Health Insurance Contributions 114,453 114,454 114,454
HSA Contributions-Employer 484 503 0
Supplies-Minor Tools and Equip 2,142 2,440 2,513
Supplies-Minor Furniture 1,572 909 845
Supplies-Office 8,057 7,495 7,720
Supplies-Medical/Drug 136 155 160
Supplies-Chemical 76,541 83,779 92,213
Supplies-Clothing and Uniforms 3,503 3,475 3,577
Supplies-Personal Computers 1,895 0 0
Supplies-PC Software 1,530 775 930
Supplies-Other 1,210 1,550 1,597
Maintenance-PC Hardware 0 0 430
Services-Telephone 3,618 2,945 3,975
Service-Wireless Phone Aircards 350 4,560 4,559
Services-Central Garage 41,313 34,242 27,397
Services-Binding/Printing 1,353 2,794 2,876
Services-Other Miscellaneous 1,806 1,776 1,829
Travel Expenses 570 0 4,500
Education Registration 95 3,300 4,390
Lease Payments 452 451 460
Memberships 110 0 0
Postage/Freight 1,960 3,597 3,705
Total Expenditures $866,874 $932,987 $1,016,188
126
GENERAL FUND: HEALTH
Health Administration
WHO WE ARE:
The Wichita Falls — Wichita County Public Health District (Health District) is a multi-program agency that is
continually working to improve the health of individuals and that of the collective community. The Health District
uses a strategic framework to focus on achieving a variety of goals and objectives as detailed in a Strategic Plan.
The following is a report of our activities for the calendar year 2024. The Health District has a total annual budget
of approximately$9.1 million;of that amount, eighteen grants provide more than$4.4 million. The grants fund a
variety of programs within the organization including the following services: immunizations, HIV prevention,
tuberculosis, disease intervention services, emergency preparedness, Texas Healthy Community Program,
Community and Clinical Health Bridge Program (CCHBP), and the Women, Infant & 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,
Records, Grants Management, Communications& Outreach, and Policy& Continuity.
WHAT WE DO:
• 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
• Communication with the public regarding services provided by the Health Department
FY 2024 ACCOMPLISHMENTS
• Implemented a web-based system, Permitium, for application of birth and death records.
• Executed 5 new contracts with health insurance providers.
• The Vital Statistics Team received the 5 Star Award from the state of Texas. This rating is given to agencies
that meet or exceed state standards for birth and death records receipt, maintenance, and distribution
• Implementation of two new web-based systems to replace the outdated existing system.
• A new grant for$2.5 million was provided by DSHS and approved by City Council.
• Additional funds were sought and approved from granting agencies in support of grant and department
objectives.
LOOKING AHEAD IN FY 2025
• Continue to engage and encourage staff growth and development.
• Seek additional grant funding to support and newly identified department objectives, as indicated in the
Strategic Plan.
• Continue to provide excellent customer service.
• Continue to educate and engage the public regarding Health Department services and capabilities.
127
GENERAL FUND: HEALTH
Health Administration
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
3.3 Establish
and utilize To ensure that we have
Update and information the most up to date
administer the 3. Actively platforms to information to analyze the
Community Themes Engage & provide needs of the community 68% 100%
& Strength Inform the information and their perception of the
Assessment Public consistently health of our community.
persistently Conduct 1,000 surveys.
3. Actively Document published and
Update & publish Engage and 3.8 Practice available on website and o 0
Strategic Plan Inform the effective advertised on social 25/ 100/
governance
Public media.
4.1 Establish
a robust
employee
4. Optimize
recruitment
Engagement
and retention Number of meetings;
Continue quarterly program review of post-meeting o 0
all staff meetings. with the City survey; implementation of 100/ 100/
and City
4.5 Continue changes based on surveys
Services
to improve
inter-
departmental
cooperation
128
GENERAL FUND: HEALTH
Health Administration
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
HEALTH ADMINISTRATION Adopted Adopted
Actual Budget Budget
Health Administration
Salaries-Supervision 168,340 285,665 241,901
Salaries-Clerical 174,877 192,236 201,540
Overtime 370 0 0
Stability Pay 6,188 7,536 10,000
Cell Phone Allowance 705 360 720
FICA 24,907 24,102 33,145
TMRS Retirement 54,913 51,986 72,343
Life Insurance Contribution 450 544 565
Disability Insurance Contributions 340 412 426
Health Insurance Contributions 40,249 39,114 39,114
Supplies-Minor Tools and Equip 0 800 850
Supplies-Minor Furniture 2,183 650 800
Supplies-Office 5,641 7,260 7,478
Supplies-Clothing and Uniforms 288 1,200 1,300
Supplies-Periodicals/Supplements 302 504 504
Supplies-PC Software 38 76,499 2,299
Maintenance-Machine/Tools/Implements 0 150 150
Maintenance-Instruments 0 1,400 1,400
Maintenance-PC Software 43 43 43
Services-Telephone 17,690 19,146 25,847
Service-Wireless Phone Aircards 190 456 456
Services-Electricity 41,603 44,200 49,350
Services-Gas 2,771 4,100 6,280
Services-Water/Sewer/Sanitation 5,054 7,392 6,000
Services-Central Garage 1,321 1,145 1,183
Services-Bank 12,274 9,374 4,873
Services-Other Professional 104,132 103,550 105,818
Services-Advertising 660 0 0
Services-Binding/Printing 417 570 620
Services-Other Miscellaneous 636 525 525
Insurance Expense 15 0 0
Travel Expenses 553 0 0
Education Registration 100 0 0
Lease Payments 260 260 266
Memberships 3,535 3,460 3,645
Boards/Local Meetings 975 2,300 2,369
Postage/Freight 9,990 6,025 9,714
Administration Fees 15,193 19,700 19,700
Other Improvements 103,362 0 0
Total Expenditures $800,563 $912,664 $851,224
129
GENERAL FUND: HEALTH
Laboratory
WHO WE ARE:
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
clinical services and the environmental health divisions within the Health District. The laboratory provides support
through clinical testing for pregnancy and communicable diseases such as syphilis, gonorrhea, and tuberculosis.
The lab supports the Environmental Health Division by conducting microbiological analysis of food, soft serve, and
hotel/motel specimens. TCEQ requires the regular monitoring of municipal water supplies and public pools,further
ensuring the safety of our drinking water. The laboratory also encourages private well owners to monitor their
water supplies for bacteria through regular testing of their wells and water storage tanks.
WHAT WE DO:
• 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
FY 2024 ACCOMPLISHMENTS
• Successful renewal of Clinical Laboratory Improvement Act (CLIA) license.
• Completed a successful Phenova Water Supply Proficiency Test on July 3, 2024.
LOOKING AHEAD IN FY 2025
• Review and revise operating procedures for both clinical and water testing.
• Seek additional training and best practices.
• Continue to provide accurate and reliable testing in support of Health Department operations.
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
3. Actively 3.1 Improve
Engage and the City's
Inform the reputation
Public
4.6 Create an Score 100%on all
Maintain Proficiency employee 25% 100%
4. Optimize culture of Proficiency Tests
Engagement
with the City support and
and City compliance
Services
in the
community
130
GENERAL FUND: HEALTH
Laboratory
3. Actively Review and Update
Maintain 3.8 Practice
Compliance with Engage and effective Policies and Procedures (as 50% 100%
Inform the needed) to Maintain
Regulatory Bodies governance
Public Compliance
3.1 Improve
3. Actively
the City's
Maintain a High Engage and reputation Provide accurate and 0
Level of Customer Inform the timely service to 100% 100/Satisfaction Public 3.8 Practice customers
effective
governance
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
LABORATORY Adopted Adopted
Actual Budget Budget
Laboratory
Salaries-Clerical 12,615 15,643 15,496
Salaries-Operational 104,352 110,505 116,036
Stability Pay 1,210 2,420 3,000
FICA 8,804 8,454 10,183
TMRS Retirement 17,136 18,234 18,963
Life Insurance Contribution 140 164 147
Disability Insurance Contributions 105 124 111
Health Insurance Contributions 8,672 7,468 7,468
Supplies-Minor Office Tools/Eq 0 2,900 2,500
Supplies-Minor Furniture 0 434 450
Supplies-Office 1,911 2,200 2,275
Supplies-Medical/Drug 604 0 0
Supplies-Lab 21,961 29,208 29,208
Supplies-Concession/Alcohol 1,152 0 0
Supplies-Clothing and Uniforms 439 474 474
Supplies-Linen 140 432 432
Supplies-Educational 1,010 680 680
Supplies-Promotional 0 150 150
Maintenance-Machine/Tools/Implements 1,036 3,140 3,140
Maintenance-Instruments 1,720 5,686 5,686
Services-Telephone 2,901 2,551 3,444
Services-Other Professional 12,304 9,000 10,500
Services-Lab Proficiency Test 3,397 3,951 4,626
Services-Binding/Printing 0 1,055 1,055
Services-Other Miscellaneous 898 2,065 2,065
Travel Expenses 0 0 750
Lease Payments 68 68 70
Memberships 110 650 729
Postage/Freight 981 3,001 3,001
Total Expenditures $203,665 $230,657 $242,640
131
GENERAL FUND: LIBRARY
WHO WE ARE:
The Wichita Falls Public Library serves a population of approximately 102,988. 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.
WHAT WE DO:
• 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 printing, poster printer
• Scanning services
• Circulation of materials for educational, informational, recreational, and cultural needs
• Downloadable content and databases
• Meeting room and study rooms for public use
• Interlibrary loan
• Texas Room: reference materials dedicated to Texas and Southwestern history
• Research Center: genealogy, microfilm access to local newspapers, reference materials
FY 2024 ACCOMPLISHMENTS
✓ LIBRARY USAGE: According to the Texas Public Libraries Annual Report for Local Fiscal Year 2022-
2023 the library has 270,936 physical items in our collection. That does not include the digital
materials our customers can access via the Hoopla or Libby apps. We provide 33 databases for
customer use. Librarians answered 18,299 reference questions.We had 112,491 library visits and
have 29,698 active library card holders. We circulated 287,385 items. Our 32 public computers
and WIFI are a big draw, resulting in 130,896 and WIFI sessions. There were 104,282 visits to our
website during this time period. Though our staff is relatively small for a library of our size, we
strive to reinforce a culture of superior customer service on a daily basis with each interaction.
✓ SOLAR ECLIPSE PARTY: In lieu of Touch-a-Truck, this year we decided to take advantage of a
scientific phenomena and hosted a community-wide Solar Eclipse Party. We handed out 1,129
eclipse glasses on October 14, and the door count for library visits that day was 816. We had
multiple news coverage of the event.
132
GENERAL FUND: LIBRARY
✓ OTHER PROGRAMS: We implemented a schedule change so that each program librarian worked
late Monday through Wednesday. That meant we were able to have regular programming four
days a week, with occasional Saturday programs, with a total of 7,251 program attendees. An
example of some of our programs: Holiday Open House, craft programs, teen movie nights, story
time, book clubs, reading challenges, Summer Reading Program, and more. Such events allow us
to assist the City in enhancing public outreach and engagement and bring citizens downtown for
entertainment and play.
✓ SOFTWARE MIGRATION: We set a goal to replace our integrated library system software --
Horizon, a SirsiDynix product -- with LS2, a TLC product -- by establishing a timeline and having
the new system in place by summer of 2024. We achieved this goal in March. We have also met
our goal of rewriting borrower policy manuals and procedures to reflect the intricacies of the
new ILS. By replacing outdated and unsupported software, we are better able to provide quality
infrastructure to our users.
✓ GRANT OPPORTUNITIES: The Priddy Foundation approached us with an opportunity to upgrade
existing computer technology and to purchase a mobile outreach van. Both grants were accepted
and approved by the City Council. These grants are an opportunity for library staff to actively
engage and inform the public by enhancing public outreach and engagement.
✓ COLLECTION MAINTENANCE: After adding additional shelving to house our biography collection,
we had to do another shifting of materials in our adult non-fiction collection. We updated signage
and replaced bookends as well. Large clean spaces and well-maintained, up-to-date collections
allow us to efficiently deliver information services to our customers.
✓ PROFESSIONAL DEVELOPMENT: We set a goal of increasing librarian participation in professional
development opportunities. We achieved this goal by requiring each librarian have this as their
own personal goal for their evaluations. Ensuring that librarians connect with the most up-to-
date information about library trends via workshops, conferences, webinars, colleague meetings,
etc., helps the City reinforce a culture of superior customer service.
LOOKING AHEAD IN FY 2025
• Revise library's Long-Range Plan to meet state requirements
• Clean up the LS2 database of 2800 youth accounts that do not match responsible party
• Purchase, wrap, and utilize a Ford Transport van to use for library outreach
133
GENERAL FUND: LIBRARY
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
4.1 Establish
Engage in 4. Optimize a robust
succession planning engagement employee Establish strategies to be
for Library with the City recruitment in place by December 31, 25% 100%
Administrator and City and 2024
position services retention
program
3. Actively
Revise library's Long 3.7 Practice
engage and Completed by January of o
Range Plan to meet inform the effective 2025 N/A 100/state requirements governance
public
Clean up the LS2
3. Actively
database of 2800 3.7 Practice
engage and Completed by Summer of o
youth accounts that inform the effective 2025 N/A 100/do not match governance
responsible party public
Purchase, wrap, and 3. Actively
3.7 Practice
utilize a Ford engage and Completed by Spring of o
Transport van to use inform the effective 2025 N/A 100/
for library outreach public
governance
EXPENDITURES BY ACCOUNT
FY 2024 FY 2025
LIBRARY FY 2023 Actual Adopted Adopted
Budget Budget
General Library Operations
Salaries-Supervision 93,000 98,467 103,391
Salaries-Clerical 222,659 251,159 261,458
Salaries-Operational 408,641 436,222 456,064
Overtime 310 0 0
Stability Pay 12,788 25,576 27,000
FICA 54,486 60,117 63,292
TMRS Retirement 117,540 129,665 132,677
Life Insurance Contribution 957 845 1,033
Disability Insurance Contributions 724 642 780
Health Insurance Contributions 124,062 132,767 132,767
HSA Contributions-Employer 2,247 2,515 4,000
134
GENERAL FUND: LIBRARY
FY 2024 FY 2025
LIBRARY FY 2023 Actual Adopted Adopted
Budget Budget
Supplies-Minor Tools and Equip 237 1,500 351
Supplies-Minor Furniture 11,628 17,370 15,375
Supplies-Office 40,138 30,000 30,000
Supplies-Concession 49 0 0
Supplies-Educational 10,837 8,000 8,320
Supplies-Periodicals/Supplements 20,676 50,220 50,609
Supplies-Digit Media/Databases 131,467 159,480 153,258
Supplies-Library Materials 131,385 135,928 140,709
Supplies-Personal Computers 3,727 6,900 100,698
Supplies-PC Software 631 0 0
Supplies-Other 571 600 200
Maintenance-Office Furniture/Equip 0 2,000 0
Maintenance-Systems Hardware 30,297 31,200 7,800
Maintenance-Systems Software 74,974 87,927 115,860
Services-Telephone 16,476 11,418 20,809
Service-Wireless Phone Aircards 1,934 2,400 5,000
Services-Electricity 76,571 102,700 114,666
Services-Gas 1,313 1,400 1,500
Services-Water/Sewer/Sanitation 5,677 5,000 5,200
Services-Cable TV 12,364 15,730 16,150
Services-Bank 5,211 900 1,500
Services-Other Professional 1,250 3,000 3,120
Services-Advertising 7,286 5,000 4,000
Services-Binding/Printing 3,453 4,450 2,750
In City Mileage Reimbursement 0 400 400
Travel Expenses 1,424 6,000 6,240
Education Registration 824 4,400 4,576
Lease Payments 36,710 45,522 50,201
Memberships 20,845 31,540 32,802
Boards/Local Meetings 0 200 200
Rent-Equipment 336 1,200 1,200
Public Relation/Promo 3,691 9,000 9,888
Postage/Freight 5,578 11,300 5,000
Total Expenditures $1,694,973 $1,930,658 $2,090,844
135
GENERAL FUND: MARTIN LUTHER KING CENTER
WHO WE ARE:
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, 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 2024 calendar year as well as a projected plan for 2025.
• The annual Martin Luther King Prayer/Scholarship Breakfast generally held in January approximately 450
community members attended the event with$12,847.00 raised to provide scholarship for area youths.
• The Community Garden operated at 100%capacity with all plots rented out to community members.
• Collaborated with the Wichita Falls Area Food Bank on the Senior Farmer's market nutrition Program
(SFMNP) and issued 352 vouchers for the elderly resident in Wichita County.
• Collaborated with the Wichita Falls Area Food Bank on a by weekly produce express at the MLK Center
whereby approximately 1,440 were served throughout the year to help combat food insecurity in the
Wichita Falls community.
• Approximately 46 kids and their parents participated the MLK annual Easter egg hunt with volunteers
coming from nearby Churches and Community members.
• Overall approximately 400 people accessed the MLK Center for various programs, meetings and general
assistance throughout the year.
WHAT WE DO:
• We try to aid resident in bridging the gap with technology and services.
• Assist the elderly residents with computer and phone related technology.
• Assist resident dealing with Social Security,food insecurity, home repair, electronic bill paying and home
healthcare assistance with appropriate referrals to outside agencies.
• In a collaborative effort with the Child Care Inc. provide space for a childcare facility within the MLK
Center.
• In a collaborative effort with the Wichita Falls Area Food Bank provide space for food distribution to help
ease food insecurity throughout the community.
FY 2024 ACCOMPLISHMENTS
✓ Establish a community-oriented celebration for June 19th 450 people attended the event
✓ Engaged the Community with activities and meetings at the MLK Center.
✓ Accessed ARPA funds to upgrade existing computer room.
✓ Accessed CDBG funds to continue upgrading the existing facility
✓ Establish a building usage policy and agreement for the MLK Center.
LOOKING AHEAD IN FY 2025
• Upcoming Plans: Establish a Job assistance program with volunteer help. Continue to engage, listen and
foster an atmosphere of cooperation with the community.
• Upcoming Projects: Continue to refurbish and upgrade the existing facility. Expand on the June 19th
celebration to include other components of the community. Get the computer lab up and going for the
community as well as Wi-Fi access throughout the building.
136
GENERAL FUND: MARTIN LUTHER KING CENTER
GOALS & POLICIES
FY 2025 STRATEGIC PLAN STRATEGIC PLAN PERFORMANCE FY 2024 FY 2025
DEPARTMENT GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
3.3 Establish and
utilize information
platforms to The MLK center will
provide
ensure all information
information The MLK center will
given to the citizen is measure these goals based
consistently and
accurate,consistent and upon the participation and
Activel persistently.
Y up to date. We will also feedback of the community
Engage and continue offering courses members that actively 0
3.4 Establish public 25% 40%
Inform the on various topics to meet participated in the events as
Public training courses on the community needs. well as request for
various topics of We will always be wise in additional events and
interest for practicing effective services to meet the needs
citizens. of the community
governance of the city
3.7 Practice resources.
Effective
Governance
The MLK Center will The MLK Center will
continue being a trusted measure this goal based
Optimize 4.6 Create and partner with community. upon feedback for
Engagement employee culture The MLK Center will also participants that come by
with the City of support and develop and foster a for repeated assistance and 20% 40%
and City compliance in the caring and willing response from community
Services community. atmosphere for all citizen involvement and listening to
that enter the building what the community needs
seeking assistance. are from the community.
137
GENERAL FUND: MARTIN LUTHER KING CENTER
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
MLK CENTER OPERATIONS Adopted Adopted
Actual Budget Budget
General MLK Center Operations
Salaries-Supervision 49,239 51,835 54,426
Salaries-Clerical 28,009 29,081 30,532
Pool Clerical 121 0 0
Overtime 507 0 0
Stability Pay 2,420 4,840 5,000
FICA 5,799 6,190 6,597
TMRS Retirement 12,936 13,351 14,352
Life Insurance Contribution 102 99 109
Disability Insurance Contributions 77 76 82
Health Insurance Contributions 17,345 14,936 14,936
Supplies-Minor Office Tools/Equipment 144 500 400
Supplies-Minor Furniture 4,580 4,000 3,000
Supplies-Office 664 1,400 1,300
Supplies-Other 18 500 500
Maintenance-Office Furniture/Equipment 0 500 500
Maintenance-Instruments 86 500 500
Maintenance-Buildings 0 600 600
Services-Telephone 3,186 5,421 7,318
Service-Wireless Phone Aircards 380 460 460
Services-Electricity 9,365 10,920 12,192
Services-Gas 6,011 7,800 8,000
Services-Water/Sewer/Sanitation 3,783 4,000 4,300
Services-Other Professional 3,316 16,000 16,000
Services-Binding/Printing 1,058 1,200 1,500
In City Mileage Reimbursement 0 200 200
Rent-Equipment 800 1,200 1,200
Postage/Freight 1,257 2,000 2,000
Total Expenditures $151,203 $177,609 $186,005
138
GENERAL FUND: MUNICIPAL COURT
WHO WE ARE:
The Mission of the Wichita Falls Municipal Court is the commitment to professionally serve the public by
administering justice in a fair, efficient, and respectful manner, so as to enhance public trust and community
confidence in our court system. Providing an accessible legal forum for all individuals. The Court strives for efficient,
accurate and compliant reporting of information. We provide professional, courteous and accurate communication
to all our customers. Trust is paramount with our process. Citizen's obligation and rights are taken in account with
each and every case filed in our court.
WHAT WE DO:
• 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 individuals who wish to contest a case filed with the court.
• Warrant Service for unpaid fines. This service includes a number of notification processes prior to arrest
warrants being issued.
FY 2024 ACCOMPLISHMENTS
✓ Fully automate court system to allow for remote access to citizens when needed and attorneys via Zoom
technology.
✓ We strive to improve and maintain a well-balanced level of service to our customers and continue to move
forward in case management.
✓ The Court now has a Pretrial Docket added to its schedule. This docket allows a person to gather
information from the court and educate themselves before going to trial.
✓ The court has an upgraded security camera system which allows for better monitoring of activities by
officers.This makes the environment much safer.
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Maintain a
The court has been
Continued Continue cross productive working with Tyler Corp on
the installation of a new
Collection and training staff in and forward N/A N/A
Warrant Service all positions. movement in Online Case Resolution
case load. System. Hopefully, this will
be accomplished in 2025.
139
GENERAL FUND: MUNICIPAL COURT
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
MUNICIPAL COURT Actual Adopted Adopted
Budget Budget
Municipal Court
Salaries-Supervision 173,118 194,295 201,872
Salaries-Clerical 232,055 276,560 302,397
Salaries-Operational 55,308 172,316 181,426
Pool Operational 14,727 108,025 19,110
Overtime 362 1,590 1,575
Stability Pay 5,253 10,506 19,000
Cell Phone Allowance 360 360 360
FICA 34,926 36,958 50,987
TMRS Retirement 75,571 79,712 111,418
Life Insurance Contribution 618 575 866
Disability Insurance Contributions 467 437 654
Health Insurance Contributions 97,657 115,481 115,481
HSA Contributions-Employer 2,975 3,364 6,000
Supplies-Minor Furniture 0 700 500
Supplies-Office 4,889 7,000 7,000
Supplies-Clothing and Uniforms 711 1,500 1,500
Supplies-Periodicals/Supplements 1,167 5,000 5,000
Supplies-Ammunition 0 0 2,000
Supplies-Other 2,052 4,000 4,000
Maintenance-PC Software 43 0 0
Services-Telephone 9,706 6,279 11,445
Service-Wireless Phone Aircards 350 360 360
Services-Electricity 7,723 8,710 9,725
Services-Gas 2,281 2,400 2,400
Services-Water/Sewer/Sanitation 1,482 1,389 1,389
Services-Central Garage 8,505 7,875 6,713
Services-Bank 66,599 47,400 72,000
Services-Other Professional 32,773 45,000 50,000
Services-Binding/Printing 3,166 5,000 5,000
Travel Expenses 851 4,000 4,000
Education Registration 168 4,000 4,000
Lease Payments 2,824 2,500 3,000
Jury Fees 432 3,500 3,500
Memberships 0 250 250
Postage/Freight 13,216 20,000 20,000
Total Expenditures $852,333 $1,177,042 $1,224,927
140
GENERAL FUND: PARKS
WHO WE ARE:
The Parks Maintenance Department consists of four divisions. Parks Maintenance, City Lot Division, Cemetery
Division and MPEC Business Park/TxDOT ROW's. Our Mission is to make Wichita Falls a better place for people to
live and visit by adding multi landscapes, trails and beautiful parks for the public to enjoy.
WHAT WE DO:
• Parks Maintenance Division maintained 39 parks (1,265 acres), 23 miles of Hike and Bike Trail, 50 miles
of boulevards and medians with 150+ flower beds, numerous City facilities including Memorial
Auditorium, Regional Airport, Public Safety Training Center,Animal Reclaim Center, Police Station,Central
Services, Library, Health Department, Clarence W. Muehlberger Travel Center, five parks at Lake
Arrowhead and SAFB Travel Plaza along with the 12 ornamental median structures located throughout
the city.
• City Lot Division maintained the city-owned trustee lots and performs the mowing of Code Enforcement
violations.The crew mowed 1,178 lots and cleaned 75.They also have removed countless loads of debris
from illegal dumping and cut down several large dead trees on trustee lots that pose a threat to private
properties.
• MPEC/BP/ROW Division maintained the landscapes around MPEC Facilities, the 500-acre Business Park
property and 560 acres of State Highway Right-of-Ways along with several thousand trees and irrigation.
• Cemetery Division maintained operations of the four City-owned cemeteries.They conducted 87 funerals
combined and sold 57 spaces. Riverside expansion is slowly coming together; Riverside Phase I expansion
has been slowly under construction since 2018. The division has completed the infill areas creating 350
spaces for sale, only 103 have sold. Another 350 spaces will require heavy equipment to complete. It
should be progressing more in summer/fall 2024.
FY 2024 ACCOMPLISHMENTS
• Maintained all of the above.
• Installed new Zip Line and two sets of swings at Rotary Park.
• Installed new shelter and added electric service to another at Scotland Park.
• Morningside Park got a new playground, three picnic units and two disc golf baskets.
• Installed 16 new park signs, 23 left to install.
• Hursh Park got a new playground installed.
• Lake Wichita Park got a new musical garden, new road and parking lot with curb and gutter.
• Installed 18 concrete T-box pads at Williams Park disc golf course.
• Harvested 150 trees with our new tree spade, planted them in various spots around the city.
LOOKING AHEAD IN FY 2025
• New Multi-use-courts, lights, ornamental fountain, ball diamond w/bleachers coming to Bridwell Park in
the fall.
• Lamar Park will be getting a new playground.
• Lions Park will be getting a new playground and walking path.
• A small tree nursery is in the works.
• A new Dog Park on the northside of town will begin construction in the fall at Conoco Park.
• A new Wheelchair Swing is coming to Rotary Park.
141
GENERAL FUND: PARKS
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
2.9/2.7
Provide Complete Focus on trial construction
Circle Trail Adequate from Campfire to Lucy o 0
Infrastructure Signature 0/ 50/
Public
Improvements
Make
Riverside 2.2 Complete Continue to build funding
cemetery
Expansion Signature from sales and services. o 0
Phase I & II operations Public Move to next portion of 45/ 65/
self-
Improvements construction
supporting.
Grants are competitive.
2.9/2.7 Apply We wait for the
Provide for Grant for nominations to be 45%
Circle Trail Adequate 20%
Infrastructure final section announced, then move to
for the circle. the next step of the
process.
Obtain other 2.2 Obtain
Continue to make each of
funding to funding from
Other Park our parks a desired 30% 0
Improvements improve grants and destination and a unique 60/signature private
experience.
parks. donations.
Continue to
Annual Playground replace older Obtain funding Bring playgrounds up to 0
Replacement playground from General safe and desirable 35% 60/
units.
Fund condition.
Create a Work with
ten-
Complete Parks consultants to Improve Parks for 0
year Parks 75% 100/
Master Plan create the generations to come.
Master Plan
plan.
142
GENERAL FUND: PARKS
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
GENERAL CITY PARK MAINTENANCE Adopted Adopted
Actual Budget Budget
General City Park Maintenance
Salaries-Supervision 169,459 179,129 318,250
Salaries-Clerical 49,449 52,011 37,325
Salaries-Operational 1,520,434 2,028,923 1,898,268
Overtime 55,079 74,200 73,500
Terminal Pay 364 0 0
Stability Pay 29,317 58,632 58,650
Cell Phone Allowance 2,285 2,280 2,280
FICA 122,736 129,517 139,593
TMRS Retirement 268,882 279,351 299,119
Life Insurance Contribution 2,153 1,896 2,329
Disability Insurance Contributions 1,625 1,449 1,760
Health Insurance Contributions 297,328 297,328 297,328
HSA Contributions-Employer 2,076 1,509 7,000
Supplies-Minor Tools and Equipment 9,998 12,515 15,835
Supplies-Minor Furniture 1,486 3,714 3,715
Supplies-Office 206 2,997 3,000
Supplies-Photographic 0 254 200
Supplies-Medical/Drug 14 266 266
Supplies-Janitorial 7,209 14,500 14,500
Supplies-Botanical/Agriculture 16,554 34,900 35,000
Supplies-Clothing and Uniforms 1,911 3,615 4,000
Supplies-Educational 0 376 376
Supplies-Periodicals/Supplements 0 86 86
Supplies-Animal Feed 0 162 162
Supplies-Personal Computers 114 512 512
Supplies-Other 4,507 12,093 12,093
Maintenance-Machine/Tools/Implements 7,296 7,795 11,500
Maintenance-Pumps/Motors 20,772 11,500 22,000
Maintenance-Office Furniture/Equipment 0 175 175
Maintenance-Radios 0 1,000 1,000
Maintenance-PC Hardware 415 0 0
Maintenance-PC Software 7,112 8,000 8,550
Maintenance-Heating/Cooling Systems 3,611 10,000 16,000
Maintenance-Park Lighting 138 92,500 95,000
Maintenance-Water Mains 51,639 70,000 70,000
Maintenance-Walks/Drives/Parking Lot 0 0 25,000
Maintenance-Other Improvements 4,371 5,550 5,000
Maintenance-Buildings 51 7,500 7,500
Maintenance-Parks Facilities 13,782 24,495 25,000
143
GENERAL FUND: PARKS
FY 2023 FY 2024 FY 2025
GENERAL CITY PARK MAINTENANCE Actual Adopted Adopted
Budget Budget
Maintenance-Bridges 540 77,000 15,000
Maintenance-Playground Equipment 14,260 34,525 34,525
Maintenance-Other Structures 4,395 16,850 16,650
Services-Telephone 3,056 3,161 3,161
Service-Wireless Phone Aircards 1,503 5,408 6,060
Services-Electricity 80,407 111,800 124,827
Services-Gas 7,350 7,300 7,000
Services-Water/Sewer/Sanitation 64,678 42,161 55,000
Services-Central Garage 800,787 781,095 756,494
Services-Temporary Employment 0 200,000 200,000
Services-Advertising 839 0 0
Services-Binding/Printing 1,109 508 510
Services-Subcontractors 160,927 189,805 189,805
Claims and Settlements 0 6,000 6,000
Contract-Other Agencies 13,800 19,400 19,400
Travel Expenses 0 1,650 1,940
Education Registration 4,240 6,060 6,460
Lease Payments 2,042 2,380 2,380
Memberships 595 1,435 1,450
Rent-Equipment 775 3,500 3,500
Postage/Freight 236 750 750
Permit Expense -City Projects 172 500 500
Construction-Park Improvements 5,047 58,600 60,000
Landscape/Trees/Shrubs 65,081 93,200 205,700
Other Vehicles 0 100,000 145,000
Other Machinery and Equipment 141,942 12,700 0
Total Expenditures $4,046,155 $5,206,519 $5,373,983
FY 2023 FY 2024 FY 2025
BUSINESS PARK MAINTENANCE Adopted Adopted
Actual Budget Budget
Business Park Maintenance & 1000 5th St.
Salaries-Operational 215,114 321,179 295,286
Overtime 10,480 3,180 3,780
Stability Pay 2,021 4,042 5,175
Cell Phone Allowance 360 360 360
FICA 16,758 19,143 22,353
TMRS Retirement 36,853 41,287 43,256
Life Insurance Contribution 291 235 342
Disability Insurance Contributions 220 178 259
144
GENERAL FUND: PARKS
FY 2023 FY 2024 FY 2025
BUSINESS PARK MAINTENANCE Actual Adopted Adopted
Budget Budget
Health Insurance Contributions 41,168 53,055 53,055
HSA Contributions-Employer 213 0 3,000
Supplies-Minor Tools and Equipment 829 1,888 2,300
Supplies-Office 234 350 350
Supplies-Medical/Drug 0 0 50
Supplies-Botanical/Agriculture 0 100 200
Supplies-Clothing and Uniforms 390 913 1,500
Supplies-Personal Computers 0 280 280
Supplies-Other 1,360 4,730 5,000
Maintenance-Machine/Tools/Implements 502 796 1,400
Maintenance-Radios 0 650 650
Maintenance-Water Mains 6,254 9,300 9,300
Service-Wireless Phone Aircards 494 456 456
Services-Central Garage 72,040 81,715 99,698
Landscape/Trees/Shrubs 2,624 8,200 8,500
Total Expenditures $408,201 $552,036 $556,550
FY 2023 FY 2024 FY 2025
CITY LOT MOWING PROGRAM Adopted Adopted
Actual Budget Budget
City Lot Mowing Program
Salaries-Operational 87,154 128,783 127,939
Overtime 2,981 1,060 1,155
Stability Pay 1,210 2,420 2,500
FICA 6,613 7,138 7,406
TMRS Retirement 14,827 15,397 11,243
Life Insurance Contribution 118 80 88
Disability Insurance Contributions 89 62 66
Health Insurance Contributions 8,672 19,468 19,468
Supplies-Minor Tools and Equipment 127 1,261 1,275
Supplies-Office 138 96 100
Supplies-Medical/Drug 0 50 50
Supplies-Botanical/Agriculture 0 100 100
Supplies-Clothing and Uniforms 0 220 220
Supplies-Other 119 504 500
Maintenance-Machine/Tools/Implements 100 362 375
Maintenance-Radios 0 650 650
Services-Central Garage 22,787 18,732 29,082
Total Expenditures $144,933 $196,382 $202,217
145
GENERAL FUND: PARKS
FY 2023 FY 2024 FY 2025
GENERAL CITY CEMETERY Adopted Adopted
Actual Budget Budget
General City Cemetery
Salaries-Operational 93,744 180,363 199,881
Overtime 1,796 3,180 3,360
Stability Pay 2,420 4,840 2,500
Cell Phone Allowance 360 360 360
FICA 6,955 7,786 14,980
TMRS Retirement 15,955 16,793 32,282
Life Insurance Contribution 122 186 261
Disability Insurance Contributions 92 141 200
Health Insurance Contributions 48,096 51,956 51,956
HSA Contributions-Employer 0 0 1,000
Supplies-Minor Tools and Equipment 342 1,056 1,200
Supplies-Office 75 100 100
Supplies-Medical/Drug 0 50 50
Supplies-Janitorial 0 250 250
Supplies-Botanical/Agriculture 0 100 100
Supplies-Clothing and Uniforms 0 162 200
Supplies-Other 3,611 8,791 8,800
Maintenance-Machine/Tools/Implements 104 3,412 12,300
Maintenance-Radios 0 650 650
Maintenance-Other Equipment 0 600 600
Maintenance-Water Mains 156 1,112 1,500
Maintenance-Walks/Drives/Parking Lot 26,034 25,075 27,075
Services-Telephone 560 827 1,507
Services-Electricity 370 780 871
Services-Gas 1,728 1,600 1,600
Services-Water/Sewer/Sanitation 40 323 300
Services-Central Garage 35,704 44,780 41,622
Services-Binding/Printing 0 162 162
Postage/Freight 240 108 100
Construction-Park Improvements 900 3,000 3,000
Total Expenditures $239,404 $358,542 $408,767
146
GENERAL FUND: PROPERTY MANAGEMENT/LAKE LOTS
WHO WE ARE:
The Property Management Department is responsible for managing, maintaining, and enhancing the city's real
estate assets to ensure their long-term value and usefulness to the community. Our team is dedicated to efficient
stewardship of city properties, including public buildings, land, and leased facilities, with a commitment to safety,
functionality, and sustainability.
WHAT WE DO:
• Handle all Real Estate transactions for the City. Negotiate for property acquisitions and disposition,
prepare and file legal documents such as deeds, easements, detention agreements, encroachments,
leases, etc.
• Maintain and invoice City leases: Grazing, hunting, parking, billboards, Cell Tower and Wichita Valley
Water Improvement district.
• 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.
• Attend Sheriff's sales for back taxes.
• Secure and maintain all Trustee properties and market them for sale.
• 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.
• Collaborate with Wichita County, WFISD and Perdue, Brandon, Fielder, Collins & Mott LLP regarding
potential 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.
FY 2024 ACCOMPLISHMENTS
✓ Continued to reduce the Trustee Property Inventory thus eliminating mowing needs and expenses while
placing the property back on the tax rolls. Sol 16 Trustee properties this year for a total of$42,328.98 and
a city-owned HUD donated property for$33,000.00
✓ Billed and Collected City Leases: Grazing, hunting, parking, land, lake lot leases, billboards, cell tower and
Wichita Valley Water Improvement District for a total of$199,515.04.
✓ Filed a total of 776 legal documents.
✓ Lake Arrowhead and Lake Kickapoo: Entered into 16 new leased lots, demolished structures on 1 lease
lots, terminated 16 leases and transferred 25 Leases.
✓ Trustee Properties: Nine properties were stuck off to the City as trustee; e of the 9 have sold and the sale
is pending on the 9th property—all in-house sales and for values greater than the struck off price.
✓ Liens: Filed 331 liens, Released 289 liens, Mailed 489 Mowing Invoices and 18 Demolition Invoices.
Invoiced a total of$206,378.00 and Collected Invoices$24,883.12, Lien Amounts Collected $68,986.43
✓ Continued scanning Laserfiche of all current and archived documents. We have scanned approximately
2,000 archived documents and all current active documents.
✓ Continue to look through boxes and boxes of decades old documents and destroy correspondence and
records not necessary for compliance.
147
GENERAL FUND: PROPERTY MANAGEMENT/LAKE LOTS
LOOKING AHEAD IN FY 2025
• Demolish the Wichita Falls Hospitality, Inc Hotel located at 100 Central Freeway.
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC FY 2024 FY 2025
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Update Dept./City 3. Actively Frequent communication
3.1 Improve
Webpage regularly Engage and and feedback from the
City's N/A 50%
and request Inform the general public/lease
feedback Public reputation holders
Collaboration and
Promote effective 4. Optimize 4.5 Continue feedback from peers
Engagement to improve
and efficient resulting in less 0
with the City inter- 30% 50/
management of City and City departmental duplication of work and
resources. expediting results.
Services cooperation
Communication is key!
Continue to 4.6 Crete an
4. Optimize employee
improve Positive feedback and or
Engagement culture of
relationships with with the City support and complaints received and 10% 30%
Lake leaseholders documented issues
and the general and City compliance in resolved.
Services the
public
community
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
PROPERTY MANAGEMENT Adopted Adopted
Actual Budget Budget
General Property Management
Salaries-Supervision 95,277 100,935 105,575
Salaries-Clerical 17,803 18,851 19,798
Pool Clerical 0 0 1,050
Salaries-Operational 103,416 109,468 114,944
Overtime 36 0 0
Stability Pay 3,025 6,050 6,750
Cell Phone Allowance 360 360 360
FICA 16,530 17,538 18,647
TMRS Retirement 35,700 37,827 39,423
Life Insurance Contribution 290 278 306
Disability Insurance Contributions 218 210 231
Health Insurance Contributions 21,831 23,425 23,425
Supplies-Minor Tools and Equip 273 538 800
148
GENERAL FUND: PROPERTY MANAGEMENT/LAKE LOTS
FY 2023 FY 2024 FY 2025
PROPERTY MANAGEMENT Actual Adopted Adopted
Budget Budget
Supplies-Minor Office Tools/Eq 1,017 968 968
Supplies-Office 2,350 2,215 2,215
Supplies-Medical/Drug 44 55 100
Supplies-Clothing and Uniforms 58 180 200
Supplies-Educational 0 300 300
Supplies-Periodicals/Supplements 74 710 710
Supplies-Personal Computers 0 2,514 0
Supplies-System Software 94 1,344 1,344
Supplies-PC Software 25 90 300
Maintenance-PC Software 0 0 86
Services-Telephone 1,213 1,034 1,885
Service-Wireless Phone Aircards 0 957 912
Services-Electricity 71 561 627
Services-Gas 1,794 3,700 3,700
Services-Central Garage 710 995 1,203
Services-Other Professional 1,136 2,400 10,000
Services-Lien Filings 14,116 17,500 17,500
Services-Court Cost/Registrations 1,606 4,000 4,000
Services-Advertising 92 1,613 1,613
Services-Binding/Printing 231 1,000 1,000
Services-Subcontractors 785 5,000 5,000
In City Mileage Reimbursement 2,264 2,000 2,500
Travel Expenses 834 2,500 1,500
Education Registration 1,940 3,000 2,200
Lease Payments 0 0 3,140
Memberships 0 300 300
Postage/Freight 867 0 1,000
Construction-Traffic Signals/Street Lights 0 0 250
Land 30,000 0 0
Total Expenditures $356,079 $370,417 $395,864
149
GENERAL FUND: PROPERTY MANAGEMENT/LAKE LOTS
FY 2023 FY 2024 FY 2025
LAKE LOT ADMINISTRATION Adopted Adopted
Actual Budget Budget
Lake Lot Administration
Salaries-Clerical 17,803 18,851 19,798
Salaries-Operational 59,251 62,551 65,674
Overtime 23 0 0
Stability Pay 1,815 3,630 3,750
Cell Phone Allowance 360 360 360
FICA 5,647 6,228 6,433
TMRS Retirement 12,867 13,431 14,286
Life Insurance Contribution 104 98 109
Disability Insurance Contributions 78 74 82
Health Insurance Contributions 18,418 15,689 15,689
Supplies-Minor Tools and Equip 0 200 600
Supplies-Minor Office Tools/Eq 223 200 200
Supplies-Office 1,657 1,500 1,500
Supplies-Clothing and Uniforms 78 100 100
Supplies-Personal Computers 0 1,064 0
Supplies-PC Software 0 45 45
Supplies-Other 0 100 0
Maintenance-PC Software 0 0 43
Maintenance-Lake Roads 21,688 37,625 50,000
Services-Telephone 287 245 330
Service-Wireless Phone Aircards 0 456 456
Services-Central Garage 5,264 5,381 5,618
Services-Other Professional 0 350 1,000
Services-Court Cost/Registrations 0 200 200
Services-Advertising 325 500 500
Services-Binding/Printing 290 600 1,200
Services-Subcontractors 12,460 10,000 10,000
Travel Expenses 0 215 250
Education Registration 0 250 250
Memberships 0 150 150
Postage/Freight 1,495 1,100 1,500
Construction-Traffic Signals/Street Lights 0 0 500
Total Expenditures $160,133 $181,192 $200,622
150
GENERAL FUND: PUBLIC SAFETY
Fire
WHO WE ARE:
To preserve life and property, promote public safety, and foster community partnerships through innovative,
effective, and responsible all-hazard incident response.
WHAT WE DO:
• Structure fire, grass fire,fire alarm, and vehicle accident response.
• Emergency Medical response.
• Hazardous Material response along with Confined Space, High-Angle, and Trench Rescue capabilities.
• Regional Response Team for North Texas Association of Local Governments' 11 county jurisdiction.
• Texas Interstate Fire Mutual Aid System (TIFMAS) Wildland Strike Team.
• Wichita Falls Area All-Hazards Incident Management Team (WF-AHIMT); a Type 3 large-scale emergency
response team.
• Fire and arson investigation.
• Public fire safety education along with fire code enforcement and new construction plans review.
• Community engagement, including but not limited to: Station tours, community events, and charitable
giving (through the Wichita Falls Professional Firefighter's Association).
FY 2024 ACCOMPLISHMENTS
✓ Responded to 14,022 calls for service, including 159 building fires
✓ Due to timely and efficient fire suppression, our FY "value saved" exceeded $100,000,000.
✓ Logged an excess of 33,000 hours of training
✓ Successfully recruited and trained 15 new firefighters.
✓ Received an excess of$1,000,000 in grants, including a grant to training 24 members to the level of EMT-
Paramedic.
LOOKING AHEAD IN FY 2025
• Start of an official Succession Plan.
• Train 24 members to the level of EMT-Paramedic
• Train 30 members to the level of EMT-Advanced.
• Hire from a list of certified candidates for the start of FY 24/25
• Start a hiring process late 2024 for an academy schedule for early next spring.
151
GENERAL FUND: PUBLIC SAFETY
Fire
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC PERFORMANCE FY 2024 FY 2025
DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
4.6 Create an
Meet national 4. Optimize employee
Engagement
standards for culture of Assemble 15 firefighters 0
with the City 100% 100/
staffing first alarm support and within nine minutes
and City
assignments compliance in
services.
the community
4. Optimize
4.6 Create an
Meet national employee First arriving engine on
standards for first Engagement culture of scene within 320
with the City 98% 98%
arriving apparatus support and seconds of dispatch,
and City
on all structure fires compliance in 95%of the time.
services.
the community
4. Optimize
4.6 Create an
employee
Maintain national Engagement culture of Document 35,100 hours
and state standards with the City support and of training across all 33,000 35,100
for hours of training and City compliance in disciplines.
services.
the community
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
GENERAL CITY FIRE Adopted Adopted
Actual Budget Budget
General City Fire
Salaries-Supervision 256,410 398,430 392,356
Salaries-Clerical 95,710 129,455 125,166
Salaries-Operational 11,083,355 12,176,453 13,046,803
Overtime 934,776 636,000 992,250
Certification Pay 131,381 123,300 310,343
Assignment Pay 54,442 54,000 56,400
Stability Pay 1,898 3,796 10,000
Longevity 356,617 354,442 359,602
Cell Phone Allowance 1,980 5,040 6,480
FICA 932,347 994,631 1,035,129
TMRS Retirement 38,295 40,287 59,864
Life Insurance Contribution 14,527 14,235 15,398
Disability Insurance Contributions 11,057 10,886 11,715
Health Insurance Contributions 2,129,904 2,200,000 2,207,468
HSA Contributions-Employer 14,540 15,299 26,999
Fire Pension Contribution 1,966,971 2,303,380 2,293,376
Supplies-Motor Vehicle Fuel 77 0 0
Supplies-Minor Tools and Equip 84,160 71,105 72,601
152
GENERAL FUND: PUBLIC SAFETY
Fire
FY 2023 FY 2024 FY 2025
GENERAL CITY FIRE Adopted Adopted
Actual Budget Budget
Supplies-Minor Furniture 19,879 12,640 14,508
Supplies-Office 6,064 7,490 8,790
Supplies-Photographic 694 535 535
Supplies-Medical/Drug 31,609 38,310 35,700
Supplies-Janitorial 12,094 19,260 19,260
Supplies-Chemical 7,640 6,902 7,722
Supplies-Botanical/Agriculture 614 2,850 2,700
Supplies-Clothing and Uniforms 102,065 77,860 78,760
Supplies-Firefighting Clothing 167,895 138,932 149,480
Supplies-Linen 1,065 2,000 2,000
Supplies-Educational 15,163 18,000 18,270
Supplies-Periodicals/Supplements 21 1,065 1,218
Supplies-Code Books 2,569 3,000 3,000
Supplies-Ammunition 0 0 1,100
Supplies-Heating Fuel 1,684 0 1,250
Supplies-Promotional 0 0 2,000
Supplies-Personal Computers 4,681 0 0
Supplies-PC Software 946 0 0
Supplies-Other 4,875 5,750 5,750
Maintenance-Motor Vehicles 0 0 7,500
Maintenance-Radios 4,670 4,290 9,290
Maintenance-Instruments 19,432 25,890 31,853
Maintenance-PC Software 43 0 0
Maintenance-Systems Software 0 0 3,000
Services-Telephone 40,525 23,995 50,586
Service-Wireless Phone Aircards 1,247 1,272 2,280
Services-Electricity 57,104 79,300 88,540
Services-Gas 21,810 26,000 22,000
Services-Water/Sewer/Sanitation 10,914 10,691 11,000
Services-Cable TV 0 0 1,500
Services-Central Garage 1,326,687 1,358,216 1,353,815
Services-Other Professional 31,219 51,009 53,669
Services-Binding/Printing 3,079 3,842 5,742
Services-Other Miscellaneous 12,938 29,500 26,400
Insurance Expense 15 0 0
Travel Expenses 9,826 13,520 15,520
Education Registration 59,238 55,690 47,740
Lease Payments 4,315 2,129 4,070
Memberships 1,607 3,041 3,616
Public Relation/Promo 0 0 2,000
Postage/Freight 4,006 6,000 6,250
Operating Transfer-Other 128,234 134,128 0
Total Expenditures $20,224,912 $21,693,846 $23,120,363
153
GENERAL FUND: PUBLIC SAFETY
Police
WHO WE ARE:
The mission of the Police Department is to prevent crime and to protect the lives and property of the citizens of
Wichita Falls. To help accomplish its mission, the Police Department continues to adhere to the philosophy of
Intelligence Led Policing concepts and investing wisely in the newest crime fighting technologies. We strive to
remain relevant and effective in the world of 215t Century Policing through crime reduction outcomes while building
and maintaining public trust.
WHAT WE DO:
• 24/7 police protection and emergency response
• Enforce the law and prevent crime
• Provide crime prevention training and information to the public
• Conduct follow up investigations of reported crimes
FY 2024 ACCOMPLISHMENTS
✓ Retained and hired efficient civilian employees for Dispatch assignment reducing vacancies
✓ Obtained private partnership funding for the Multi-Disciplinary Response Team project
✓ Successful Federal OCDETF operation netting the arrest of 23 suspects involving illegal narcotics
distribution
✓ Full implementation of the Body Worn Camera program for uniformed officers
LOOKING AHEAD IN FY 2025
• Implementation of an online reporting portal for citizens who are victims of nonviolent crimes
• Analyze the effectiveness of the Multi-disciplinary Response Team's strategy and outcomes
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Through intelligence
Reduction in NIBRS Actively Engage Practice analysis and direct
Part 1 crime
and Inform the Effective proactive patrols to high -5% -5%
Public Governance crime areas
Optimize Focus on Collaborate with HR to
engagement younger
Increase Police develop optimal hiring 20% 0
recruitment with the City generations' practices and promoting of 20/and City market for
advertising campaigns
Services recruitment
Implement and Evaluate use and number
Actively Engage Practice
online reporting and Inform the Effective of reports submitted and 10% 10%
system for citizens analyze reduction of police
Public Governance
use calls for service
154
GENERAL FUND: PUBLIC SAFETY
Police
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
GENERAL CITY POLICE Adopted Adopted
Actual Budget Budget
General City Police
Salaries-Supervision 165,189 172,526 181,163
Salaries-Clerical 1,087,858 1,340,423 1,271,590
Salaries-Operational 15,834,643 18,200,540 20,358,389
Pool Operational 46,630 269,604 230,347
Overtime 1,064,991 530,000 577,500
Terminal Pay 0 0 7,000
Certification Pay 274,438 274,800 299,511
Assignment Pay 32,886 36,000 48,000
Stability Pay 51,014 97,466 95,500
Longevity 450,014 449,879 432,704
Clothing Allowance 27,018 27,648 25,344
Cell Phone Allowance 3,582 3,420 3,240
FICA 1,384,733 1,508,082 1,430,034
TMRS Retirement 3,073,062 3,250,522 3,096,371
Life Insurance Contribution 22,576 22,010 23,627
Disability Insurance Contributions 17,154 16,676 17,917
Health Insurance Contributions 2,905,805 2,981,429 2,981,429
HSA Contributions-Employer 25,691 24,255 51,998
Supplies-Motor Vehicle 0 3,177 742
Supplies-Minor Tools and Equip 14,640 24,479 26,434
Supplies-Minor Office Tools/Eq 3,769 10,737 15,406
Supplies-Minor Furniture 10,052 9,925 9,925
Supplies-Office 83,474 77,000 80,000
Supplies-Photographic 5,865 4,500 4,330
Supplies-Medical/Drug 1,791 4,073 5,431
Supplies-Chemical 6,601 6,860 11,810
Supplies-Clothing and Uniforms 169,522 197,363 216,852
Supplies-Linen 791 1,133 1,133
Supplies-Educational 2,416 2,385 7,130
Supplies-Periodicals/Supplements 1,122 9,056 10,375
Supplies-Ammunition 52,282 93,711 105,858
Supplies-Citizen Part Program 4,519 5,000 7,000
Supplies-Promotional 3,985 15,500 15,800
Supplies-Personal Computers 606 2,148 2,255
Supplies-PC Software 761 5,515 3,180
Supplies-Other 25,622 33,333 39,065
Maintenance-Machine/Tools/Implements 1,255 4,500 6,000
155
GENERAL FUND: PUBLIC SAFETY
Police
FY 2023 FY 2024 FY 2025
GENERAL CITY POLICE Adopted Adopted
Actual Budget Budget
Maintenance-Office Furniture/Equip 4,020 8,200 1,400
Maintenance-Radios 1,840 3,000 3,000
Maintenance-Instruments 6,654 9,688 9,768
Maintenance-PC Software 8,849 16,152 17,588
Maintenance-Police Facilities 15,920 15,920 15,655
Services-Telephone 60,165 55,952 75,535
Service-Wireless Phone Aircards 32,001 31,270 85,980
Services-Electricity 60,526 79,300 88,540
Services-Gas 4,769 5,200 5,200
Services-Water/Sewer/Sanitation 10,033 9,692 10,000
Services-Central Garage 2,088,362 2,293,918 2,270,973
Services-Chemical Disposal 0 5,000 8,000
Services-Other Professional 36,810 73,000 103,000
Services-Binding/Printing 20,388 7,100 9,544
Services-Subcontractors Mowing 10,200 10,200 10,200
Services-Other Miscellaneous 83,777 104,823 134,858
Insurance Expense 0 80,000 80,000
Claims and Settlements 0 2,000 2,000
Travel Expenses 17,650 52,460 64,355
Education Registration 12,784 23,220 29,279
In-Service Train/Tuition Asst 30,057 32,750 32,750
Lease Payments 23,156 21,848 26,465
Memberships 7,133 8,180 8,440
Boards/Local Meetings 1,538 2,600 2,600
Postage/Freight 12,482 15,000 15,000
Other Machinery and Equipment 0 0 311,855
Operating Transfer-Other 0 100,000 100,000
Total Expenditures $29,405,472 $32,782,147 $35,222,374
156
GENERAL FUND: RECREATION
WHO WE ARE:
Our mission is to improve the quality of life of our citizens by delivering quality programs and services in a cost-
effective and courteous manner.
The Recreation Division oversees programming and registration in person, over the phone, and online for classes,
lessons, camps, special events, and athletic teams. The Division is also responsible for reservations of park
pavilions, the Log Cabin, Kemp/Sunnyside Center, East Lynwood Center, mobile stage, Lucy Park Swimming Pool,
Sports Complex, Skate Park, and practice fields.
WHAT WE DO:
• 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, concessions and equipment.
• Administration and marketing of reservations for rental facilities and equipment.
FY 2024 ACCOMPLISHMENTS
✓ Received 4B allotment for improvements to the Sports Complex of$197,000
✓ Economic Impact from Sports Complex increased by 16%over last year.
✓ Tournament schedule increased by 22%over 2023, Concession sales up 23%and League play up 43%over
2023.
✓ Tennis/ Pickleball revenue increased 8% and participation is up 11% with new leagues, classes and
tournaments.
✓ 4 USTA Tennis Tournaments have been awarded to Wichita Falls for 2024.
✓ Recreation offered 10 new classes and activities with an enrollment increase of 38%.
✓ 50 Plus Zone revenue up 17%and participation up 15%.
✓ Parks & Recreation Master Plan was awarded and is currently in the process of developing plan by Fall
2024
157
GENERAL FUND: RECREATION
GOALS & POLICIES
FY 2025 STRATEGIC
DEPARTMENT STRATEGIC PLAN FY 2024 FY 2025
PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Expand 1. Accelerate 1.7 Expand sponsorship
sponsorship Economic Growth 1.8 program, update existing
program to 5. Actively Engage 5.1 activities and create new 15% 25%
increase programs & Inform the 5.3 ones to increase revenue
and special events Public 5.4 and economic impact.
1. Accelerate 1.3
Create and recruit Economic Growth. 1.7 Host up to 30 events at the 100% 0
new events to the 4. Efficiently 1.8 Sports Complex 100/Sports Complex Deliver City 4.4
Services 4.5
1.Accelerate
Economic Growth
3 Redevelop 1.3
1.7
Downtown
3.7 Maintain successful
Maintain existing 4. Efficiently 3.9 existing programs, create 6 0
programs, create Deliver City 100% 100/
new ones. Services
4.4 new activities, programs or
5. Actively Engage 4.5 events
& Inform the 5.1
Public 5.4
1. Accelerate
Develop a plan for Economic Growth
financing 2. Provide Quality
improvements to Infrastructure 1.7 Develop a plan for
2.1 financing improvements to
Sports Complex#2 4. Efficiently 2.2 Sports Complex#2 and 100% 100%
and possible Deliver City
4.5 possible alternatives for
alternatives for the Services
Lucy Park 5. Actively Engage 4.5 the Lucy Park Pool.
Swimming Pool & Inform the
Public
1. Accelerate
Economic Growth 1.3
Complete and use 2. Provide Quality 1.6
the completed Infrastructure 2.1
2.2 Develop and fund the
Master Plan to 4. Efficiently 2.3 priorities presented by the 100% 100%
prioritize the Parks Deliver City 2.5 completed Master Plan
& Recreation goals Services
for the future 5. Actively Engage 4.3
and inform the 4.5
Public 5.1
158
GENERAL FUND: RECREATION
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
GENERAL CITY RECREATION Adopted Adopted
Actual Budget Budget
General City Recreation
Salaries-Supervision 71,572 75,779 79,563
Salaries-Clerical 58,859 74,059 74,847
Salaries-Operational 594,366 469,709 664,934
Pool Operational 14,741 11,641 29,526
Overtime 20,911 10,600 12,075
Stability Pay 10,643 21,780 17,500
Cell Phone Allowance 241 360 360
FICA 50,494 49,710 45,033
TMRS Retirement 75,458 107,217 80,186
Life Insurance Contribution 600 605 620
Disability Insurance Contributions 453 464 467
Health Insurance Contributions 97,872 102,240 102,240
HSA Contributions-Employer 146 0 1,000
Supplies-Minor Tools and Equip (599) 2,000 2,500
Supplies-Minor Furniture 4,608 0 0
Supplies-Office 2,718 6,000 6,000
Supplies-Janitorial 4,015 7,000 10,000
Supplies-Chemical 8,300 10,710 12,000
Supplies-Recreation 9,709 15,300 16,000
Supplies-Athletic 10,867 12,500 14,000
Supplies-Tennis 23,790 0 0
Supplies-Concession 43,179 33,000 33,000
Supplies 50 Plus Zone 12,147 8,000 12,000
Supplies-Clothing and Uniforms 2,358 4,100 6,000
Supplies-Periodicals/Supplements 117 0 128
Supplies-Personal Computers 805 1,500 1,500
Supplies-PC Software 540 0 0
Supplies-Other 2,802 7,400 5,800
Maintenance-Machine/Tools/Implements 914 0 0
Maintenance-Pumps/Motors 356 1,500 1,500
Maintenance-Office Furniture/Equip 3,948 17,000 25,000
Maintenance-PC Software 43 900 500
Maintenance-Heating/Cooling Systems 517 1,200 1,500
Maintenance-Water Mains 11 0 0
Maintenance-Buildings 6,699 5,000 5,000
Maintenance-Parks Facilities 29,036 22,500 23,200
Maintenance-Other Structures 29,250 88,000 51,000
159
GENERAL FUND: RECREATION
FY 2023 FY 2024 FY 2025
GENERAL CITY RECREATION Actual Adopted Adopted
Budget Budget
Services-Telephone 11,391 6,866 12,514
Service-Wireless Phone Aircards 1,609 2,640 360
Services-Electricity 110,445 162,500 181,434
Services-Central Garage 68,688 61,264 61,507
Services-Bank 5,972 5,000 5,000
Services-Other Professional 145,873 126,500 134,500
Services-Tennis 0 120,000 120,000
Services-Advertising 10,335 8,000 8,000
Services-Binding/Printing 3,652 8,000 8,000
Travel Expenses 1,891 1,510 1,210
Education Registration 8,784 12,000 10,400
Lease Payments 1,668 0 0
Memberships 1,365 1,600 1,850
Rent-Equipment 2,789 7,700 8,000
Rent-Land/Structures 575 1,200 600
Postage/Freight 2,325 3,000 3,000
Other Improvements 0 0 2,100,000
Other Machinery and Equipment 76,056 1,500 20,000
Total Expenditures $1,645,904 $1,697,054 $4,011,354
160
GENERAL FUND: STREET MAINTENANCE
WHO WE ARE:
The Streets Department is dedicated to maintaining and enhancing the city's roadways, ensuring safe and efficient
transportation for all. We focus on repairing, upgrading, and managing streets, sidewalks, and drainage systems
to promote public safety and long-term sustainability, facilitating smooth traffic flow and effective storm water
management with the highest level of quality and efficiency.
WHAT WE DO:
• Maintenance of 540 miles of streets and 529 miles of drainage facilities within the City limits and ETJ
• Directly responsible for pothole repair, minor street repair, and street sweeping
• Complete utility cut repair which includes clean up, backfill and finished surfaces
• Ensure drainage maintenance which includes culverts, bridges, open channels, residential detention
ponds, and ditches through making minor repairs, cleaning and mowing.
• Maintain Lake Wichita dam and Holliday Creek, Lake Arrowhead and Kickapoo dams, and lake lot roads
• Mow Water Treatment Plants and Towers and haul water sludge
• Complete emergency response during flooding, wind damage and ice and snow events
FY 2024 ACCOMPLISHMENTS
✓ Successfully completed 22 work orders and responded to 367 service calls.
✓ Repaired 1,078 utility cuts within an average of 32 calendar days of receiving the hole.
✓ Responded to 721 pothole repair work orders filling 3,623 potholes and 1,441 street skin patches.
✓ Completed sweeping of 4,704 curb miles improving the quality of City streets and protecting stormwater
exceeding MS4 permit requirements
✓ Cleaned, maintained and mowed 28 detention ponds and over 500 miles of drainage improvements to
ensure the drainage system reliability.
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Manage and repair utility
cuts in a timely manner to 2.0 Provide 32 28
ensure the safety of the Quality Close Utility Cuts within 28 Calendar Calendar
Calendar Days
public and protection of Infrastructure Days Days
the City's infrastructure.
Sweep Streets 2,500 curb 4,000 3,000
Ensure the City meets
miles per year curb curb
MS4 permit requirements
through completion of 2.0 Provide (MS4 Permit) miles miles
measurable goals set forth Quality Clean and Maintain 30,000
by the approved Infrastructure LF of Drainage Channels 50,000 LF 50,000
management plan per year LF
(MS4 Permit)
Maintain City streets by
2.0 Provide Respond to Pothole 16 40
completing timely and
quality pothole repair and Quality Service Requests within 40 Calendar Calendar
patching as needed.
Infrastructure calendar days Days Days
161
GENERAL FUND: STREET MAINTENANCE
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
STREET MAINTENANCE Adopted Adopted
Actual Budget Budget
Street Maintenance
Salaries-Supervision 51,086 54,090 56,790
Salaries-Clerical 34,739 36,798 38,635
Salaries-Operational 1,616,459 2,086,115 1,991,764
Overtime 225,729 174,900 185,745
Stability Pay 32,535 62,924 66,375
Cell Phone Allowance 1,086 1,080 1,080
FICA 141,783 127,761 147,396
TMRS Retirement 314,278 275,563 321,404
Life Insurance Contribution 2,236 2,050 2,497
Disability Insurance Contributions 1,687 1,552 1,886
Health Insurance Contributions 331,659 461,213 461,213
HSA Contributions-Employer 5,718 5,259 13,999
Supplies-Motor Vehicle 160 0 413
Supplies-Minor Tools and Equip 9,554 8,500 8,500
Supplies-Minor Furniture 753 990 398
Supplies-Office 1,197 1,300 1,300
Supplies-Photographic 0 100 100
Supplies-Medical/Drug 0 100 100
Supplies-Janitorial 695 1,000 1,000
Supplies-Botanical/Agriculture 6,004 6,000 6,000
Supplies-Traffic Control 15,147 14,900 14,900
Supplies-Linen 0 350 350
Supplies-Periodicals/Supplements 0 100 100
Supplies-Ice Chat 6,766 10,000 10,000
Supplies-Heating Fuel 1,719 2,500 2,500
Supplies-PC Software 0 135 135
Supplies-Other 9,215 13,500 13,500
Maintenance-Machine/Tools/Implements 566 1,000 1,000
Maintenance-Pumps/Motors 0 1,000 1,000
Maintenance-Radios 0 550 550
Maintenance-PC Software 128 0 129
Maintenance-Heating/Cooling Systems 745 500 500
Maintenance-Walks/Drives/Parking Lot 3,748 6,000 6,000
Maintenance-Storm Sewers 0 7,000 7,000
Maintenance-Street Overlay 174,113 156,640 156,640
Maintenance-Buildings 252 1,400 1,400
Maintenance-East Scott Facility 384 0 0
Maintenance-Bridges 0 3,500 3,500
162
GENERAL FUND: STREET MAINTENANCE
FY 2023 FY 2024 FY 2025
STREET MAINTENANCE Actual Adopted Adopted
Budget Budget
Maintenance-Dams 0 500 500
Maintenance-Canals/Conduits 0 3,200 3,200
Maintenance-Fences 0 1,000 1,000
Services-Telephone 2,694 2,193 3,996
Service-Wireless Phone Aircards 2,769 2,808 2,808
Services-Electricity 8,391 10,920 12,193
Services-Gas 9,932 12,000 12,000
Services-Water/Sewer/Sanitation 604 221 1,000
Services-Central Garage 1,029,129 1,154,125 1,159,874
Services-Other Professional 51,507 50,000 50,000
Services-Advertising 1,272 0 0
Services-Binding/Printing 479 1,200 1,200
Services-Subcontractors 12,208 13,447 13,447
Insurance Expense 0 20 20
Claims and Settlements 0 6,000 6,000
Travel Expenses 521 500 500
Education Registration 180 1,085 1,085
Lease Payments 590 623 696
Memberships 225 350 350
Rent-Equipment 0 3,750 3,750
Postage/Freight 258 100 100
Other Improvements 4,067,759 4,505,860 2,445,360
Total Expenditures $8,178,659 $9,296,271 $7,244,879
163
GENERAL FUND: TRAFFIC
WHO WE ARE:
The Traffic Engineering Department is responsible for the following:
• Address traffic issues through traffic data analysis 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.
WHAT WE DO:
• Maintenance/repair of 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
FY 2024 ACCOMPLISHMENTS
✓ Striped 22 miles of roadway within the city
✓ Upgraded signal cabinet with TS-2 technology
✓ Striped 20 miles of Bicycle lanes and Bicycle emblems
✓ Construction has begun on the rebuilding of the Downtown signals
✓ Preliminary work has begun on the Downtown streetlighting project
✓ Installation of solar-powered street lighting has been started on Sierra Drive
LOOKING AHEAD IN FY 2025
• The completion of the Downtown Street lighting project
• The completion of the Downtown Signal rebuild project
164
GENERAL FUND: TRAFFIC
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Install Continue the
Additional Provide Bicycle Installation of shared and $125,000 $125,000
Quality dedicated bicycle
Bicycle friendly 4B funds 4B funds
Infrastructure infrastructure
lanes Initiative
Upgrade or
Upgrade roadway
Annual Striping Provide Quality replace pavement markings to
outdated $80,000 $105,000
Project Infrastructure better perform for public
public
use (5-Year Program)
facilities
Upgrade or Complete correction of
Repaired Damaged replace Wayfinding deficiencies;
Provide Quality
Wayfinder Infrastructure outdated prepare for annual $10,000 $25,000
Signs public maintenance/repair of
facilities Wayfinding Infrastructure
Upgrade or
Annual Sign replace Replace annual signage
Provide Quality identified per section of
Replacement outdated $52,000 $60,000
Infrastructure the City to control sign
Project public
performance and life cycle
facilities
Upgrade or Traffic Signal Infrastructure
Complete Annual replace
Provide Quality has a 50-Year Life Span;
Traffic Signal outdated $550,000 $350,000
Overhaul Infrastructure public Complete reconstruction is
facilities
recommended
Upgrade or
Ensure proper
Upgrade Signal Provide Quality replace replacement of Traffic
Cabinets Infrastructure outdated Signal Cabinets based on a $50,800 $65,800
public
25-year life cycle
facilities
Upgrade or Replace outdated street
Replace downtown Provide Quality replace lighting
Street lighting Infrastructure
outdated With new poles, light $819,241 $300,000
public fixtures, and underground
facilities wiring
165
GENERAL FUND: TRAFFIC
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
TRAFFIC ENGINEERING Actual Adopted Adopted
Budget Budget
Traffic Engineering
Salaries-Supervision 71,478 90,132 72,684
Salaries-Operational 497,502 587,720 671,314
Overtime 31,045 19,080 28,350
Terminal Pay 1,167 0 0
Stability Pay 7,260 14,520 14,000
Cell Phone Allowance 1,141 1,440 1,440
FICA 46,723 50,933 50,011
TMRS Retirement 85,486 109,856 91,933
Life Insurance Contribution 652 748 717
Disability Insurance Contributions 492 563 542
Health Insurance Contributions 98,786 99,688 99,688
HSA Contributions-Employer 0 0 2,000
Supplies-Motor Vehicle Fuel 810 0 0
Supplies-Minor Tools and Equip 3,527 6,315 7,050
Supplies-Minor Furniture 595 2,147 2,147
Supplies-Office 1,634 2,000 2,000
Supplies-Medical/Drug 111 150 200
Supplies-Traffic Control 62,424 138,392 119,976
Supplies-Clothing and Uniforms 5,218 5,280 6,000
Supplies-Periodicals/Supplements 5,233 5,200 6,500
Supplies-Container 1,283 0 0
Supplies-PC Software 2,800 2,680 2,280
Supplies-Other 4,405 11,502 15,383
Maintenance-Machine/Tools/Implements 2,277 3,750 17,500
Maintenance-Office Furniture/Equip 0 300 0
Maintenance-Instruments 4,272 9,650 5,950
Maintenance-PC Software 214 450 215
Maintenance-Systems Software 9,800 9,900 13,900
Maintenance-Heating/Cooling Systems 0 250 1,000
Maintenance-Park Lighting 13,025 19,583 26,243
Maintenance-Signal Lights 69,811 47,790 59,690
Maintenance-Street Lights 103,212 50,039 74,412
Maintenance-Warning Sirens 16,351 33,105 40,405
Maintenance-Central Garage 0 2,500 2,500
Services-Telephone 8,368 4,602 8,387
Service-Wireless Phone Aircards 3,741 3,552 3,648
Services-Electricity 38,684 41,600 46,447
166
GENERAL FUND: TRAFFIC
FY 2023 FY 2024 FY 2024
TRAFFIC ENGINEERING Actual Adopted Adopted
Budget Budget
Services-Elect/Street Lights 291,870 295,000 295,000
Services-Gas 20,427 14,000 25,000
Services-Central Garage 195,025 208,671 195,710
Services-Advertising 1,006 0 2,800
Services-Binding/Printing 18 200 600
Bond Principal Payments 226,631 242,228 255,911
Bond Interest Payments 89,252 81,685 81,685
In City Mileage Reimbursement 3,942 4,800 5,500
Travel Expenses 52 3,000 4,500
Education Registration 46 2,000 8,000
Memberships 0 100 100
Postage/Freight 1,423 600 1,200
Signs 97,117 151,684 152,184
Street Lighting 3,840 214,480 219,864
Traffic Signal Cabinets 12,700 75,200 58,800
Traffic Signal Control Equip 15,600 79,740 84,040
Traffic Signal Infrastructure 0 232,460 282,890
Warning Sirens 6,555 0 17,750
Total Expenditures $2,165,030 $2,981,265 $3,186,046
167
WATER & SEWER FUND: RESOURCE RECOVERY
WHO WE ARE:
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 54 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).
WHAT WE DO:
• Treat sewage to all Federal and State Regulatory Standards.
• Treat wastewater at WFRRF to a high enough level, that it can be discharged to Lake Arrowhead and
reused for drinking water.
• Treat wastewater at the NSRRF to a level that can be provided to Vitro for industrial reuse.
• Routine operational testing performed daily at both plants.
• Maintain Operation of the pumps &controls for the Water Fall.
FY 2024 ACCOMPLISHMENTS
✓ Treated 3,723,300,000 total gallons of sewage.
✓ Returned 2,988,000,000 gallons to Lake Arrowhead for Drinking Water
✓ Provided 1,140,000 gallons of reuse water to Vitro.
✓ Staffing levels have improved immensely over previous years.
LOOKING AHEAD IN FY 2025
• Continuation of our annual sewage lift station refurbishment projects.
• Refurbishment of Sludge Belt Filter Press# 1.
• Replacement of Return Sludge Pumps.
• PLC (Programable Logic Controller) upgrade for Belt Filter Presses.
• Upgrade of Hoist Rails Electrical.
168
WATER & SEWER FUND: RESOURCE RECOVERY
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC PLAN PERFORMANCE FY 2024 FY 2025
DEPARTMENT PLAN STRATEGY MEASURE ESTIMATE TARGET
GOAL GOAL
Comply with 4.0 4.2
Federal and State Efficiently Reinforce a culture No exceedances of %
Maximum Contaminate 100 100%
Sewage Treatment Deliver City of superior customer Levels
Regulations Service service
Discharge Reuse 2.0 2.6
Provide Enhance focus on
Water to Lake Reuse Water Discharged Yes Yes
Arrowhead Quality long-term utility to Lake Arrowhead
Infrastructure infrastructure needs
2.0 2.6
Provide Reuse Provide Enhance focus on Reuse Water Provided to
Water to Industry Quality long-term utility Industry Yes Yes
Infrastructure infrastructure needs
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
RESOURCE RECOVERY Adopted Adopted
Actual Budget Budget
Resource Recovery
Salaries-Supervision 95,356 100,935 105,990
Salaries-Clerical 33,219 34,681 36,408
Salaries-Operational 1,491,485 1,942,190 2,061,262
Pool Operational 16,182 28,620 28,350
Overtime 171,966 148,400 157,500
Certification Pay 25,657 25,740 33,399
Stability Pay 22,277 42,410 49,250
Cell Phone Allowance 1,049 1,080 1,440
FICA 130,692 120,169 160,571
TMRS Retirement 289,966 259,188 352,901
Life Insurance Contribution 2,065 1,798 2,724
Disability Insurance Contributions 1,559 1,365 2,055
Health Insurance Contributions 413,251 346,571 346,571
HSA Contributions-Employer 2,413 3,191 8,000
Supplies-Minor Tools and Equip 5,249 3,000 3,000
Supplies-Minor Furniture 1,176 875 2,832
Supplies-Office 2,736 4,050 4,300
Supplies-Medical/Drug 0 100 100
Supplies-Janitorial 0 500 500
Supplies-Chemical 1,334,580 1,372,524 1,564,337
Supplies-Lab 94,046 94,000 99,750
Supplies-Mechanical 15,908 7,000 7,000
169
WATER & SEWER FUND: RESOURCE RECOVERY
FY 2023 FY 2024 FY 2025
RESOURCE RECOVERY Actual Adopted Adopted
Budget Budget
Supplies-Trees/Flowers/Shrubs 1,575 0 0
Supplies-Traffic Control 290 0 0
Supplies-Clothing and Uniforms 11,029 15,876 18,963
Supplies-Linen 0 2,000 2,000
Supplies-Educational 0 1,000 1,000
Supplies-Periodicals/Supplements 0 650 650
Supplies-Personal Computers 0 0 1,550
Supplies-PC Software 0 0 350
Supplies-Other 9,893 13,150 29,850
Maintenance-Other Vehicles 16 0 0
Maintenance-Machine/Tools/Implements 1,132 1,000 11,800
Maintenance-Pumps/Motors 203,533 404,500 141,500
Maintenance-Office Furniture/Equip 0 100 100
Maintenance-Radios 105 500 500
Maintenance-Instruments 41,206 83,300 36,100
Maintenance-PC Hardware 0 1,500 3,500
Maintenance-Heating/Cooling Systems 32,831 7,500 10,000
Maintenance-Buildings 152 0 0
Maintenance-River Road Facility 127,938 239,000 255,300
Maintenance-Northside Facility 31,573 28,000 24,000
Maintenance-Other Buildings 187 5,000 5,000
Maintenance-Fences 0 2,500 2,500
Services-Telephone 37,095 35,445 47,850
Service-Wireless Phone Aircards 701 720 720
Services-Electricity 651,809 871,000 972,484
Services-Gas 111,949 150,000 160,000
Services-Water/Sewer/Sanitation 172,038 245,000 225,998
Services-Central Garage 250,329 273,644 282,216
Services-Other Professional 51,765 74,473 86,518
Services-Advertising 2,396 0 0
Services-Binding/Printing 859 1,569 200
Services-Other Miscellaneous 79,344 73,600 73,600
Travel Expenses 1,791 3,500 3,700
Education Registration 14,309 18,254 25,895
Lease Payments 1,472 0 2,503
Memberships 1,234 1,668 1,808
Rent-Equipment 0 1,000 6,500
Postage/Freight 2,960 4,000 4,000
Other Vehicles 13,659 0 0
Machines/Tools/Implements 0 0 350,000
Pumps/Motors 0 0 441,000
Instruments/Apparatus 0 0 146,000
Total Expenditures $6,006,000 $7,097,836 $8,403,894
170
WATER & SEWER FUND: SEWER REHAB & WASTEWATER COLLECTIONS
WHO WE ARE:
The Sewer Rehabilitation and Wastewater Collection Divisions are responsible for the operation and maintenance
of the sewer collection system. The sewer collection mains range in size from 6 inch to 48 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.
Department Staff are responsible for removing obstructions in the mains that have created a blockage, and
identifying points of infiltration and inflow into the collection system. Reducing infiltration and inflow into the
system improves the treatment plant's overall operation and efficiency, thus reducing operational costs.
WHAT WE DO:
• 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 Pipeline Infrastructure
• Clear stop-ups that occur in the Sewer Collections System
• Rehabilitate/Replace Aging Manholes (Inventory of 8,089)
• Repair/Replace Install sewer main line segments and taps
• Public Education: 2,500 educational packets distributed annually and updating department website with
the educational programs.
o The F.O.G program focuses on educating the importance of keeping out fats, oils and grease out
of the wastewater collection system.
o The "Toilet is Not a Trash Can Campaign" provides knowledge of keeping specific items out of the
wastewater collection system.
• Assisting the Engineering Department by providing updated geographic information system (GIS)
information to assist in keeping utility maps updated.
FY 2024 ACCOMPLISHMENTS
✓ Responded to 9 Sanitary Sewer Overflows (SSOs)
✓ Televised 18.5 miles (3.4%) of the system
✓ Cleaned 135.8 miles (24.9%) of the system
✓ Inspected 1,546 (19.2%) of the manholes
✓ Smoke tested 39 mainline segments 0.36%of the system
✓ Replaced $1.0M worth of wastewater pipeline
LOOKING AHEAD IN FY 2025
• Continue working to reduce Sanitary Sewer Overflows (SSOs)
• Televise 8%of the system
• Clean 25%of the system
• Inspect 20%of the manholes
• Smoke test mainline segments 8%of the system
• Replace$1.5M worth of wastewater pipeline
171
WATER & SEWER FUND: SEWER REHAB & WASTEWATER COLLECTIONS
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
2.6
Create a
Sanitary Sewer 2'0 facilities
Overflows Provide Quality 17 15
master plan < 10 SSOs per Year
Infrastructure
and financing
plan
2.6
Create a
2.0
Televise Sewer facilities
Provide Quality % 3.4% 8
Mains master plan 7 of System Annually
Infrastructure
and financing
plan
2.6
Create a
2.0
Clean Sewer Mains Provide Quality facilities 25 %of System Annually 24.9 % 25
Infrastructure master plan
and financing
plan
2.6
Inspect Manholes 2.0 Create a
facilities
Provide Quality 19.2% 20
master plan 20%of Manholes Annually
Infrastructure
and financing
plan
2.6
Create a
Smoke Test System 2.0 facilities 8%of System Annually %
Provide Quality 0.36 8%
Infrastructure master plan
and financing
plan
2.6
Replace$1.5M to 2.0 Create a
$2.0M worth of Provide Qualityfacilities
wastewater master plan $1.0M - $2.0M expended $1.0M $1.75M
pipelines, annually Infrastructure and financing
plan
172
WATER & SEWER FUND: SEWER REHAB & WASTEWATER COLLECTIONS
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
SEWER REHABILITATION Adopted Adopted
Actual Budget Budget
Sewer Rehabilitation
Salaries-Supervision 60,413 94,134 95,004
Salaries-Operational 151,471 230,844 283,530
Overtime 17,780 10,070 15,750
Certification Pay 1,113 0 2,600
Stability Pay 2,695 550 4,000
Cell Phone Allowance 106 0 0
FICA 16,962 7,678 28,300
TMRS Retirement 37,908 16,560 61,662
Life Insurance Contribution 294 309 488
Disability Insurance Contributions 222 235 368
Health Insurance Contributions 66,603 107,229 107,229
HSA Contributions-Employer 1,461 1,179 3,000
Supplies-Minor Tools and Equipment 224 5,590 5,590
Supplies-Minor Furniture 1,182 500 650
Supplies-Office 373 1,750 1,750
Supplies-Medical/Drug 108 250 250
Supplies-Mechanical 7,314 7,800 6,000
Supplies-Traffic Control 0 125 125
Supplies-Clothing and Uniforms 4,262 4,997 4,997
Supplies-Linen 486 900 900
Supplies-Educational 916 1,050 1,050
Supplies-Other 812 13,360 12,040
Maintenance-Motor Vehicles 120 8,700 8,700
Maintenance-Machine/Tools/Implements 0 800 6,900
Maintenance-Radios 0 200 200
Maintenance-Instruments 10,326 16,000 16,000
Maintenance-PC Hardware 0 1,500 3,900
Maintenance-PC Software 4,843 4,950 4,950
Maintenance-Sanitary Sewers 0 1,000 1,000
Services-Telephone 741 935 1,705
Service-Wireless Phone Aircards 4,197 4,560 4,560
Services-Central Garage 137,836 157,854 169,814
Services-Binding/Printing 2,403 2,600 2,600
Travel Expenses 0 450 450
Education Registration 4,570 14,576 15,268
Memberships 244 550 757
Rent-Equipment 0 6,900 7,900
Postage/Freight 233 1,000 1,000
Machines/Tools/Implements 0 0 36,800
Total Expenditures $538,218 $727,685 $917,787
173
WATER & SEWER FUND: SEWER REHAB & WASTEWATER COLLECTIONS
FY 2024 FY 2025
WASTEWATER COLLECTION FY 2023 Actual Adopted Adopted
Budget Budget
Wastewater Collection
Salaries-Clerical 56,500 59,728 41,125
Salaries-Operational 384,212 575,275 562,336
Overtime 49,823 44,520 68,250
Certification Pay 1,768 1,500 5,900
Stability Pay 4,978 9,956 12,000
FICA 35,582 35,643 40,851
TMRS Retirement 80,455 76,878 92,052
Life Insurance Contribution 590 478 714
Disability Insurance Contributions 445 366 539
Health Insurance Contributions 161,481 166,696 166,696
HSA Contributions-Employer 425 0 1,000
Supplies-Minor Tools and Equipment 7,969 9,290 9,545
Supplies-Office 4,465 4,450 4,450
Supplies-Medical/Drug 235 250 250
Supplies-Chemical 9,388 16,100 11,100
Supplies-Mechanical 4,565 15,510 15,010
Supplies-Traffic Control 23 1,525 1,525
Supplies-Clothing and Uniforms 4,540 7,662 7,662
Supplies-Linen 614 900 900
Supplies-Other 14,579 15,230 15,230
Maintenance-Motor Vehicles 8,077 8,700 8,700
Maintenance-Machine/Tools/Implements 0 500 500
Maintenance-Office Furniture/Equip 0 750 750
Maintenance-Radios 0 200 200
Maintenance-Instruments 0 0 3,800
Maintenance-PC Software 600 675 675
Maintenance-Sanitary Sewers 64,144 130,000 130,000
Maintenance-Buildings 4,625 1,000 5,000
Services-Telephone 1,045 336 612
Service-Wireless Phone Aircards 7,652 8,280 8,280
Services-Central Garage 178,239 193,444 212,033
Services-Binding/Printing 139 6,925 6,925
Travel Expenses 0 450 1,450
Education Registration 14,784 14,591 15,591
Rent-Equipment 25,422 6,900 7,900
Postage/Freight 92 1,000 1,000
Total Expenditures $1,127,456 $1,415,708 $1,460,551
174
WATER & SEWER FUND: UTILITY COLLECTIONS
WHO WE ARE:
The Utility Collections Department strives to provide friendly customer service, while making existing customers
aware and comfortable with our processes, and welcoming new customers to our city with easy convenient ways
to initiate service.
WHAT WE DO:
• Provide water service and billing to 35,000+customers
• Assist customers with establishing new accounts, closing old accounts, and transferring service
• Answering questions about charges and high-volume consumptions
• Processing payments for customers to accurately allocate funds to the correct accounts
FY 2024 ACCOMPLISHMENTS
✓ Worked with Rolling Plains in FY 2023-2024 and took in a total of$194,034.03 in pledges
✓ Worked with customers and Water Distribution to ensure drought restrictions were abided by
✓ Added a new payment option of paying at Walmart for customer convenience
✓ Worked with limitation of new building to provide excellent service to customers
LOOKING AHEAD IN FY 2025
• Launching a new and improved water portal for customers to view their water usage, check for leaks and
set up alerts
• Launching a new and improved online and automated system for a more convenient self-payment process
for customers
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Reduce costs Offer credit
Promote e- for signing
incurred by Lower cost of printing and 0
statements to up/notify 25% 35/
printing and mailing bills
customers each
mailing
customer
Promote bank draft Reduce late Offer EFT for Reduce number of
cut-off 20% 30%
to customers payments customers on the cut-off
customers
Familiarize staff and Reducing Have staff
Reduce complaints for 0% 0
customers with new confusion with notes on new online portals 100/systems transition system
175
WATER & SEWER FUND: UTILITY COLLECTIONS
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
UTILITY COLLECTIONS Adopted Adopted
Actual Budget Budget
Salaries-Supervision 139,285 147,405 146,920
Salaries-Clerical 254,238 275,535 282,796
Salaries-Operational 241,025 232,844 266,885
Overtime 7,673 6,360 7,875
Certification Pay 204 0 0
Stability Pay 11,544 22,772 22,625
Longevity 3,569 3,564 3,564
FICA 47,055 51,760 52,113
TMRS Retirement 106,748 111,640 115,204
Life Insurance Contribution 852 832 889
Disability Insurance Contributions 650 641 679
Health Insurance Contributions 166,940 136,511 136,511
Supplies-Minor Tools and Equipment 5,750 5,220 5,220
Supplies-Minor Furniture 484 1,500 1,500
Supplies-Office 3,714 4,530 7,250
Supplies-Medical/Drug 0 100 100
Supplies-Clothing and Uniforms 2,620 5,140 3,640
Maintenance-Office Furniture/Equip 749 400 503
Maintenance-Radios 0 0 4,653
Maintenance-PC Hardware 6,652 5,953 5,745
Maintenance-PC Software 43 45 500
Services-Telephone 6,509 3,899 7,105
Service-Wireless Phone Aircards 857 816 819
Services-Central Garage 59,020 60,698 61,422
Services-Bank 32,339 27,650 28,000
Services-Other Professional 63,433 58,560 58,560
Services-Binding/Printing 39,861 43,186 43,186
Travel Expenses 946 1,388 4,500
Education Registration 1,099 4,500 150
Lease Payments 1,271 1,195 1,195
Postage/Freight 159,435 163,680 183,440
Total Expenditures $1,364,563 $1,378,324 $1,453,550
FY 2023 FY 2024 FY 2025
WATER SEWER DEBT SERVICE Adopted Adopted
Actual Budget Budget
Services-Other Professional 3,000 0 0
Bond Principal Payments 0 10,455,000 10,930,000
Bond Interest Payments 1,784,103 2,261,682 1,787,233
Total Expenditures $1,787,103 $12,716,682 $12,717,233
176
WATER & SEWER FUND: UTILITY COLLECTIONS
FY 2023 FY 2024 FY 2025
UTILITIES ADMINISTRATION Adopted Adopted
Actual Budget Budget
Salaries-Supervision 232,647 241,715 215,112
Salaries-Clerical 35,344 37,129 38,985
Salaries-Operational 238,720 251,280 268,873
Overtime 177 530 557
Certification Pay 1,800 29,040 2,500
Stability Pay 6,749 14,708 16,125
Cell Phone Allowance 1,289 1,440 1,440
FICA 36,792 40,555 42,537
TMRS Retirement 84,222 87,470 93,064
Life Insurance Contribution 672 598 715
Disability Insurance Contributions 507 455 539
Health Insurance Contributions 79,871 68,115 68,115
HSA Contributions-Employer 145 0 0
Supplies-Minor Tools and Equip 960 200 200
Supplies-Office 762 1,500 1,500
Supplies-Educational 56 750 750
Supplies-PC Software 0 44 44
Maintenance-Office Furniture/Equip 0 250 250
Maintenance-Radios 0 250 0
Maintenance-PC Hardware 0 1,000 1,000
Maintenance-PC Software 7,236 8,000 8,043
Services-Telephone 416 880 1,188
Service-Wireless Phone Aircards 456 456 456
Services-Central Garage 5,356 5,362 5,617
Services-Other Professional 30,126 46,500 44,000
Services-Advertising 10,289 4,000 4,000
Services-Binding/Printing 580 1,400 1,400
In City Mileage Reimbursement 2,100 2,100 2,100
Travel Expenses 16,478 9,500 7,575
Education Registration 790 6,800 5,800
Lease Payments 2,655 1,346 2,511
Memberships 13,028 15,730 15,730
Public Relation/Promo 5,737 13,000 13,000
Postage/Freight 1,679 1,650 1,650
PC Computer Equipment 0 0 2,000
Total Expenditures $817,638 $893,753 $867,376
177
WATER & SEWER FUND: UTILITY COLLECTIONS
FY 2023 FY 2024 FY 2025
UTILITY EQUIPMENT SERVICES Actual Adopted Adopted
Budget Budget
Salaries-Supervision 17,029 18,030 18,930
Salaries-Operational 447,609 509,507 525,580
Overtime 28,469 31,800 35,490
Stability Pay 11,193 22,386 25,625
FICA 36,136 40,356 38,080
TMRS Retirement 81,857 87,044 85,259
Life Insurance Contribution 619 624 647
Disability Insurance Contributions 467 492 489
Health Insurance Contributions 123,343 114,387 114,387
HSA Contributions-Employer 232 0 0
Supplies-Motor Vehicle 0 100 100
Supplies-Minor Tools and Equip 188 400 400
Supplies-Office 1,226 800 800
Supplies-Medical/Drug 0 50 50
Supplies-Botanical/Agriculture 673 1,700 1,700
Supplies-Traffic Control 2,043 2,250 2,250
Supplies-Linen 0 200 200
Supplies-Heating Fuel 392 700 700
Supplies-PC Software 0 88 88
Supplies-Other 0 400 400
Maintenance-Machine/Tools/Implements 769 200 200
Maintenance-Radios 0 450 450
Maintenance-PC Software 86 0 0
Maintenance-Utility Cuts 282,602 269,500 284,500
Maintenance-East Scott Facility 3,150 6,845 17,045
Services-Telephone 501 528 962
Service-Wireless Phone Aircards 912 912 912
Services-Electricity 2,408 2,990 3,340
Services-Water/Sewer/Sanitation 0 100 100
Services-Central Garage 196,859 187,119 168,757
Services-Binding/Printing 79 750 750
Travel Expenses 184 0 0
Education Registration 0 260 260
Memberships 0 30 0
Rent-Equipment 0 300 300
Postage/Freight 230 20 20
Total Expenditures $1,239,256 $1,301,318 $1,328,772
178
WATER & SEWER FUND: UTILITY COLLECTIONS
FY 2023 FY 2024 FY 2025
WATER &SEWER SPECIAL ITEMS Actual Adopted Adopted
Budget Budget
Terminal Pay 45,600 0 0
FICA 3,401 0 0
TMRS Retirement 7,425 0 0
TMRS Year-End Pension Adjust. 391,560 0 0
Year-End OPEB Adjustment (158,527) 0 0
Life Insurance Contribution 33 0 0
Disability Insurance Contributions 25 0 0
Services-Bank 12,892 8,832 8,832
Services-Audit 2,702 0 3,190
Services-Other Professional 80,639 80,000 80,000
Services-Employee Physicals 0 1,000 51,000
Services-Advertising 272 0 0
Worker's Compensation 112,515 140,000 140,000
Unemployment Compensation 923 0 0
Insurance Expense 121,094 124,000 145,000
Claims and Settlements 0 1,000 1,000
General Liability Claims 10,979 64,000 64,000
Contract-Water Imp District#2 290,200 290,124 390,510
Contract-US Geo Survey 62,363 89,100 93,927
Contract-Other Agencies 258,517 351,600 351,600
Interest Expense 3,606 0 0
Lease Payments (245) 1,021,100 1,022,500
Rent-Office 26,500 26,500 26,401
Bad Debt Expense 246,588 45,000 45,000
Administrative Overhead 927,945 968,181 1,013,880
Information Services 430,245 430,245 438,850
Other Improvements 0 0 4,520,000
Operating Transfer-General 1,827,817 1,962,663 1,993,442
Depreciation Expense 8,904,531 0 0
Capital Asset Contra Expense (50,855) 0 0
Total Expenditures $13,558,745 $5,603,345 $10,389,132
179
WATER & SEWER FUND: WATER DISTRIBUTION
WHO WE ARE:
The Water Distribution Division is responsible for the maintenance and repair of water mains throughout the City,
tapping those mains for new development,maintaining fire hydrants for fire protection,maintaining and operating
valves, maintaining the Advanced Meter Infrastructure (AMI) system, and 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.
WHAT WE DO:
• 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 2024 ACCOMPLISHMENTS
• Repaired a total of 631 main leaks.
• Replaced $1.5 M worth of water pipeline.
• Repaired 201 service line leaks through the fiscal year.
• Maintained water loss below the 15%goal (5%).
• Tested 748 random water meters for accuracy.
• Performed 35,700 line locates.
LOOKING AHEAD IN FY 2025
• Replace approximately$1.75M worth of water mains in FY2025. Requested additional $250K above
FY2024 budget. Replacing water mains helps us reach our goal of lowering the number of main leaks and
water loss.
• Currently replacing $1.5M worth of water mains as part of the FY2024 BUIP.
180
WATER & SEWER FUND: WATER DISTRIBUTION
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC PERFORMANCE FY 2024 FY 2025
DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
2.6 <9 Leaks per month per
Reduce the 2.0 Create a 100 miles of pipe
number of main Provide Quality facilities master 710 621
leaks Infrastructure plan and
financing plan
2.6
Test 2%of meters 2.0 Create a 100%of meters are
in system for Provide Quality facilities master accurate+/- 2% 100% 100%
Accuracy Infrastructure plan and
financing plan
2.6
Reduce Water Loss 2.0 Create a
Provide Quality facilities master Total Water Loss<15.0% 5% <15.0
Infrastructure plan and
financing plan
2.3
Create funding
Replace$1.5M to 2.0 and
$2.0M worth of construction
Provide Quality $1.5M -$2.0M expended $1.5 $1.75
water mains, opportunities
annually Infrastructure for major
infrastructure
projects
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
WATER DISTRIBUTION Adopted Adopted
Actual Budget Budget
Water Distribution
Salaries-Supervision 59,224 75,294 79,061
Salaries-Clerical 91,528 96,658 99,963
Salaries-Operational 1,561,542 1,786,321 1,788,488
Overtime 372,347 320,120 336,126
Terminal Pay 0 0 1,500
Certification Pay 12,076 12,360 18,200
Stability Pay 22,526 48,240 50,000
Cell Phone Allowance 277 360 360
FICA 153,035 127,092 151,826
TMRS Retirement 344,040 358,381 340,752
Life Insurance Contribution 2,167 2,498 2,581
Disability Insurance Contributions 1,637 1,823 1,948
181
WATER & SEWER FUND: WATER DISTRIBUTION
FY 2023 FY 2024 FY 2025
Water Distribution Actual Adopted Adopted
Budget Budget
Health Insurance Contributions 477,878 460,000 460,000
HSA Contributions-Employer 3,524 3,018 7,000
Supplies-Minor Tools and Equipment 20,164 22,700 22,700
Supplies-Minor Furniture 315 1,000 1,000
Supplies-Office 10,266 8,035 8,035
Supplies-Photographic 0 1,100 1,100
Supplies-Medical/Drug 74 250 250
Supplies-Chemical 2,712 3,700 3,700
Supplies-Mechanical 15,425 9,500 10,450
Supplies-Traffic Control 4,659 6,000 6,000
Supplies-Clothing and Uniforms 24,587 23,800 23,800
Supplies-Educational 0 350 350
Supplies-Personal Computers 1,816 2,094 2,340
Supplies-PC Software 690 1,305 0
Supplies-Other 5,452 11,300 11,300
Maintenance-Motor Vehicles 0 150 150
Maintenance-Machine/Tools/Implements 2,829 4,630 4,630
Maintenance-Radios 730 2,150 1,200
Maintenance-Instruments 1,083 4,325 4,325
Maintenance-Meters 3,651 10,480 10,480
Maintenance-PC Software 1,156 18,000 9,550
Maintenance-Water Mains 438,517 355,000 355,000
Maintenance-Service Connections 356,540 455,045 452,045
Maintenance-East Scott Facility 8,554 10,565 10,565
Maintenance-Fire Hydrants 0 1,000 1,000
Maintenance-Fences 0 1,000 1,000
Services-Telephone 7,426 6,409 8,652
Service-Wireless Phone Aircards 15,961 17,400 17,868
Services-Electricity 9,494 11,440 12,773
Services-Gas 13,342 15,000 15,000
Services-Water/Sewer/Sanitation 4,139 4,042 4,500
Services-Central Garage 442,007 493,228 521,675
Services-Employee Physicals 59,507 50,000 0
Services-Binding/Printing 665 3,723 2,205
Travel Expenses 925 2,377 2,377
Education Registration 8,902 15,250 15,250
Lease Payments 2,226 1,643 1,951
Memberships 12,814 16,030 16,030
Rent-Equipment 0 350 350
Postage/Freight 348 450 450
Total Expenditures $4,578,775 $4,882,986 $4,897,854
182
WATER & SEWER FUND: WATER PURIFICATION
WHO WE ARE:
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 7.5 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.
WHAT WE DO:
• 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 2024 ACCOMPLISHMENTS
✓ Received portable generator for Emergency Preparedness Plan compliance.
✓ Delivered 35,000 Consumer Confidence Reports
✓ Replaced the 9th Street Elevated Storage Tank for increased storage capacity.
✓ Completed the Water Purification SCADA upgrade.
LOOKING AHEAD IN FY 2025
• Replace the#4 Jasper High Service Pump
GOALS& POLICIES
FY 2025 STRATEGIC
STRATEGIC PLAN PERFORMANCE FY 2024 FY 2025
DEPARTMENT PLAN
GOAL MEASURE ESTIMATE TARGET
GOAL STRATEGY
Comply with Federal 3.0 3.1 No exceedances of
Actively Engage Improve the Maximum Contaminate 0
and State Drinking 100% 100/
Water Regulations
and Inform the City's Levels
Public reputation
Maintain Superior
3.0 3.1
Water Status with Actively Engage Improve the Superior Status 100% 100%
TCEQ and Inform the City's
Public reputation
3.0 3.1
Reduce Taste & Actively Engage Improve the <10 T&O Complaints 1 0
Odor Events and Inform the City's Annually
Public reputation
3.0 3.1
Deliver Consumer Actively Engage Improve the Deliver 35,000 CCRs by
Confidence Report and Inform the City's July 1" 100% 100%
Public reputation.
183
WATER & SEWER FUND: WATER PURIFICATION
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
WATER PURIFICATION Adopted Adopted
Actual Budget Budget
Water Purification
Salaries-Supervision 82,213 87,045 77,577
Salaries-Clerical 27,237 30,536 32,237
Salaries-Operational 1,416,225 1,584,478 1,596,274
Pool Operational 12,706 107,352 110,598
Overtime 83,221 79,500 83,475
Terminal Pay 0 0 6,000
Certification Pay 34,677 34,200 44,499
Stability Pay 30,525 58,630 58,500
Cell Phone Allowance 2,361 2,340 2,340
FICA 121,244 124,296 13 3,847
TMRS Retirement 272,199 297,265 276,135
Life Insurance Contribution 2,014 1,997 2,069
Disability Insurance Contributions 1,520 1,520 1,561
Health Insurance Contributions 376,054 359,419 359,419
HSA Contributions-Employer 1,501 1,895 4,000
Supplies-Motor Vehicle 68 0 0
Supplies-Minor Tools and Equip 2,253 0 0
Supplies-Minor Furniture 5,445 0 0
Supplies-Office 8,135 8,000 8,000
Supplies-Medical/Drug 0 1,500 1,500
Supplies-Janitorial 70 1,000 1,000
Supplies-Chemical 2,052,173 2,724,392 2,690,832
Supplies-Lab 226,509 262,250 272,000
Supplies-Fencing 0 1,000 1,000
Supplies-Linen 10,743 17,500 17,500
Supplies-Educational 0 400 400
Supplies-Periodicals/Supplements 119 1,300 1,300
Supplies-PC Software 291 0 0
Supplies-Other 5,790 0 0
Maintenance-Motor Vehicles 59 0 0
Maintenance-Other Vehicles 0 1,000 12,500
Maintenance-Machine/Tools/Implements 3,074 6,000 6,000
Maintenance-Pumps/Motors 58,756 148,900 132,400
Maintenance-Office Furniture/Equip 0 9,200 2,000
Maintenance-Radios 0 1,828 1,828
Maintenance-Instruments 265,685 231,612 295,812
Maintenance-PC Hardware 154 300 500
Maintenance-Heating/Cooling Systems 28,522 55,000 55,000
184
WATER & SEWER FUND: WATER PURIFICATION
FY 2023 FY 2024 FY 2025
WATER PURIFICATION Actual Adopted Adopted
Budget Budget
Maintenance-Reservoirs/Tanks 373 7,500 7,500
Maintenance-Cypress Facility 156,787 161,000 166,244
Maintenance-Jasper Facility 60,875 61,000 67,500
Maintenance-Other Buildings 43,479 21,100 14,600
Services-Telephone 32,969 22,131 40,333
Service-Wireless Phone Aircards 600 2,280 1,824
Services-Electricity 1,032,788 1,430,000 1,596,616
Services-Gas 44,794 49,000 49,000
Services-Water/Sewer/Sanitation 411,613 303,836 346,921
Services-Central Garage 98,776 115,245 116,617
Services-Other Professional 37,599 62,000 92,000
Services-Lab Proficiency Test 98,918 121,250 103,850
Services-Binding/Printing 21,980 12,634 12,350
Services-Other Miscellaneous 36,655 64,925 72,420
Travel Expenses 1,450 3,575 3,575
Education Registration 36,547 39,700 39,700
Lease Payments 44,157 0 701
Memberships 5,533 0 0
Boards/Local Meetings 2,952 3,420 3,420
Rent-Equipment 6,673 7,500 7,500
Postage/Freight 17,418 18,000 18,000
Landscape/Trees/Shrubs 0 8,000 8,000
Instruments/Apparatus 0 0 156,000
Total Expenditures $7,324,477 $8,755,751 $9,212,774
185
WATER & SEWER FUND: WATER SOURCE OF SUPPLY
WHO WE ARE:
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.
WHAT WE DO:
• 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.
FY 2024 ACCOMPLISHMENTS
V 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
LOOKING AHEAD IN FY 2025
• Monitor lakes for tastes and odors, and use data to mitigate finished water taste and odor events
• Complete replacement of Headquarters' Road Pump to make pump station fully operational
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
2.6
Fully Utilize Lake 2.0 Create a 25%of Total Supply from
Kemp Provide Quality facilities Lake Kemp 12.1% 25%
Infrastructure master plan
and financing
plan
186
WATER & SEWER FUND: WATER SOURCE OF SUPPLY
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
WATER SOURCE OF SUPPLY Adopted Adopted
Actual Budget Budget
Water Source of Supply
Salaries-Operational 104,632 131,560 139,667
Overtime 4,447 4,452 4,410
Certification Pay 1,954 2,460 5,300
Stability Pay 1,348 2,696 2,500
Cell Phone Allowance 14 360 360
FICA 8,073 10,065 10,488
TMRS Retirement 18,229 21,707 23,585
Life Insurance Contribution 141 161 178
Disability Insurance Contributions 107 123 134
Health Insurance Contributions 39,958 36,294 36,294
Supplies-Minor Tools and Equip 5 600 600
Supplies-Mechanical 0 1,000 1,000
Supplies-Other 35 500 500
Maintenance-Motor Vehicles 137 5,000 5,000
Maintenance-Machine/Tools/Implements 0 1,500 1,500
Maintenance-Pumps/Motors 25,343 21,600 21,600
Maintenance-Radios 0 700 700
Maintenance-Instruments 7,623 15,500 15,500
Maintenance-Other Buildings 6,040 2,400 2,400
Maintenance-Dams 0 20,000 20,000
Maintenance-Canals/Conduits 59,782 24,200 45,000
Maintenance-Other Structures 1,300 5,500 5,500
Services-Telephone 2,353 2,828 3,818
Services-Electricity 208,618 280,800 313,518
Services-Central Garage 43,758 41,008 43,547
Services-Other Professional 400 6,000 6,000
Services-Lab Proficiency Test 0 5,000 5,000
Services-Other Miscellaneous 21,656 64,800 64,800
Education Registration 0 2,600 2,600
Rent-Equipment 2,539 2,000 2,000
Postage/Freight 230 0 0
Ad-Valorem Taxes 10,124 10,124 10,124
Instruments/Apparatus 0 0 76,000
Total Expenditures $568,846 $723,538 $869,622
187
WATER & SEWER FUND: OTHER
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
WATER &SEWER SPECIAL ITEMS Adopted Adopted
Actual Budget Budget
Terminal Pay 45,600 0 0
FICA 3,401 0 0
TMRS Retirement 7,425 0 0
TMRS Year-End Pension Adjust. 391,560 0 0
Year-End OPEB Adjustment (158,527) 0 0
Life Insurance Contribution 33 0 0
Disability Insurance Contributions 25 0 0
Services-Bank 12,892 8,832 8,832
Services-Audit 2,702 0 3,190
Services-Other Professional 80,639 80,000 80,000
Services-Employee Physicals 0 1,000 51,000
Services-Advertising 272 0 0
Worker's Compensation 112,515 140,000 140,000
Unemployment Compensation 923 0 0
Insurance Expense 121,094 124,000 145,000
Claims and Settlements 0 1,000 1,000
General Liability Claims 10,979 64,000 64,000
Contract-Water Imp District#2 290,200 290,124 390,510
Contract-US Geo Survey 62,363 89,100 93,927
Contract-Other Agencies 258,517 351,600 351,600
Interest Expense 3,606 0 0
Lease Payments (245) 1,021,100 1,022,500
Rent-Office 26,500 26,500 26,401
Bad Debt Expense 246,588 45,000 45,000
Administrative Overhead 927,945 968,181 1,013,880
Information Services 430,245 430,245 438,850
Other Improvements 0 0 4,520,000
Operating Transfer-General 1,827,817 1,962,663 1,993,442
Depreciation Expense 8,904,531 0 0
Capital Asset Contra Expense (50,855) 0 0
Total Expenditures $13,558,745 $5,603,345 $10,389,132
188
WATER & SEWER FUND: OTHER
FY 2023 FY 2024 FY 2025
LAKE RINGGOLD Actual Adopted Adopted
Budget Budget
Lake Ringgold
Services-Other Professional 1,926,944 0 0
Other Improvements 0 5,000,000 5,000,000
Total Expenditures $1,926,944 $5,000,000 $5,000,000
FY 2023 FY 2024 FY 2025
MICROFILTRATION REVERSE OSMOSIS Actual Adopted Adopted
Budget Budget
MFRO
Supplies-Minor Tools and Equip 1,033,169 0 0
Other Machinery and Equipment 0 600,000 600,000
Total Expenditures $1,033,169 $600,000 $600,000
FY 2023 FY 2024 FY 2025
WATER &SEWER CAPITAL Adopted Adopted
Actual Budget Budget
W&S Capital
Supplies-Minor Tools and Equip 34,223 0 0
Supplies-Minor Furniture 9,830 0 0
Services-Other Professional 448,000 0 0
Construction-Engineering Fees 114,330 0 0
Other Improvements 7,813,897 0 0
Instruments/Apparatus 600,076 0 0
Total Expenditures $9,020,356 $0 $0
189
SANITATION FUND
WHO WE ARE:
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.
WHAT WE DO:
• 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
FY 2024 ACCOMPLISHMENTS
✓ Collected 24,895 tons of solid waste through curbside pickup.
✓ Collected 16,537 tons from alley containers.
✓ Collected 32,669 tons from commercial businesses.
✓ Delivered 77,089 tons of solid waste to the Landfill from the Transfer Station.
✓ Deposited 183,981 tons in the Landfill this year.
✓ Composted 21,589 tons of brush and wastewater sludge in the same period.
✓ Recycled 315 tons of newsprint, glass and scrap metal.
✓ Implemented Routeware on-board collection routing system for curbside trash collection improving
efficiency and accuracy for more than 27,000 carts collected twice per week.
GOALS& POLICIES
FY 2025 STRATEGIC
STRATEGIC PERFORMANCE FY 2024 FY 2025
DEPARTMENT PLAN
PLAN GOAL MEASURE ESTIMATE TARGET
GOAL STRATEGY
2.0 Provide
Ensure zero TCEQ Quality
findings from annual Infrastructure Zero Findings Zero Findings Zero Findings
inspections
Increase waste 10% Diversion of
diversion through 2.0 Provide waste from the 13% 10%
voluntary Landfill
Quality Diversion Rate Diversion Rate
participation in the 20% participation of o 0
Choose to Curb It Infrastructure Residents in the 27/ 25/
and Choose to Drop Choose to Curb It Participation Participation
It Programs
90%of
Optimize use of Averaged 96%
RouteWare on board 2.0 Provide 90%of curbside of curbside curbside carts
Quality carts accounted for accounted for
routing system for carts accounted
Infrastructure on any scheduled on any
Residential Curbside for since
routes collection day implementation scheduled
collection day
190
SANITATION FUND
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
SANITATION Adopted Adopted
Actual Budget Budget
Sanitation
Salaries-Supervision 150,400 159,233 178,970
Salaries -Clerical 52,042 70,047 66,875
Salaries-Operational 1,693,450 2,088,543 2,158,811
Overtime 138,790 53,000 57,750
Terminal Pay 53,259 0 0
Stability Pay 29,274 56,952 52,750
FICA 153,947 159,806 153,157
TMRS Retirement 345,367 344,679 337,556
TMRS Year-End Pension Adjust. 171,588 0 0
Year-End OPEB Adjustment (36,770) 0 0
Life Insurance Contribution 2,540 2,529 2,636
Disability Insurance Contributions 1,917 1,913 1,991
Health Insurance Contributions 445,191 434,784 443,500
HSA Contributions-Employer 3,274 2,759 12,999
Supplies-Motor Vehicle 563 600 600
Supplies-Minor Tools and Equip 228,911 260,200 260,200
Supplies-Minor Furniture 1,476 2,729 2,729
Supplies-Office 1,947 1,500 1,500
Supplies-Medical/Drug 0 300 300
Supplies-Clothing and Uniforms 2,422 3,500 3,600
Supplies-Linen 1,357 1,500 1,500
Supplies-Personal Computers 2,650 0 0
Supplies-Other 5,157 7,900 13,150
Maintenance-Machine/Tools/Implements 7,913 29,800 30,000
Maintenance-Radios 399 1,000 2,000
Maintenance-Containers 2,534 0 0
Maintenance-Heating/Cooling Systems 6,299 2,000 2,000
Maintenance-Buildings 200 240 360
Maintenance-Sanitation Offices 424 2,500 3,600
Services-Telephone 2,290 1,875 3,418
Service-Wireless Phone Aircards 1,249 1,368 1,368
Services-Electricity 5,571 8,578 9,578
Services-Gas 1,133 1,100 1,100
Services-Water/Sewer/Sanitation 21 36 36
Services-Central Garage 2,789,877 3,069,951 3,024,557
Services-Bank 71,173 55,000 55,000
Services-Audit 1,274 1,414 2,918
Services-Consulting 444 0 0
Services-Other Professional 76,387 73,752 87,365
Services-Employee Physicals 35,796 25,000 25,000
191
SANITATION FUND
FY 2023 FY 2024 FY 2025
SANITATION Actual Adopted Adopted
Budget Budget
Services-Advertising 1,375 1,000 3,000
Services-Binding/Printing 2,063 3,100 3,100
Services-Other Miscellaneous 242,230 330,000 405,000
Worker's Compensation 34,587 21,622 21,656
Unemployment Compensation 5,208 500 500
Insurance Expense 15,703 13,400 15,400
Claims and Settlements 0 4,000 4,000
General Liability Claims 49,105 55,000 55,000
In City Mileage Reimbursement 600 600 600
Travel Expenses 0 2,250 2,250
Education Registration 0 2,200 3,184
Lease Payments 3,282 3,250 3,400
Memberships 434 500 500
Rent-Office 13,004 13,004 13,004
Postage/Freight 1,583 3,000 3,000
Administrative Overhead 217,380 251,611 268,185
Information Services 68,621 68,621 69,993
Alleys 286,517 300,000 300,000
Motor Vehicles 1,440,397 2,029,823 2,213,979
Machines/Tools/Implements 7,167 0 25,000
Operating Transfer-General 969,072 1,013,746 1,031,249
Operating Transfer-FA 1,618,314 0 0
Depreciation Expense 320,058 0 0
Capital Asset Contra Expense (2,614,387) 0 0
Total Expenditures $9,134,048 $11,043,315 $11,440,873
FY 2023 FY 2024 FY 2025
SANITATION SPECIAL ITEMS Adopted Adopted
Actual Budget Budget
Sanitation Special Items
Bad Debt Expense 65,957 0 0
Other Improvements 0 800,000 800,000
Total Expenditures $65,957 $800,000 $800,000
192
SANITATION FUND
FY 2023 FY 2024 FY 2025
TRANSFER STATION Actual Adopted Adopted
Budget Budget
Transfer Station
Salaries-Operational 526,369 584,360 611,258
Overtime 35,051 37,100 39,900
Stability Pay 10,094 19,912 22,000
FICA 41,934 38,447 45,843
TMRS Retirement 92,766 82,926 100,928
Life Insurance Contribution 696 675 782
Disability Insurance Contributions 525 514 590
Health Insurance Contributions 130,382 113,114 115,400
HSA Contributions-Employer 1,420 1,509 6,000
Supplies-Minor Tools and Equip 12,274 7,850 7,850
Supplies-Minor Furniture 2,512 1,492 1,492
Supplies-Office 718 750 750
Supplies-Chemical 255 1,200 1,200
Supplies-Botanical/Agriculture 976 1,400 1,400
Supplies-Other 2,424 2,930 2,930
Maintenance-Machine/Tools/Implements 1,084 1,250 1,250
Maintenance-Radios 255 0 0
Maintenance-Instruments 6,661 6,000 6,000
Maintenance-Systems Software 1,000 1,000 1,000
Maintenance-Heating/Cooling Systems 0 1,500 1,500
Maintenance -Other Equipment 477 1,000 1,000
Maintenance -Walks/Drives/Parking Lot 0 50,000 50,000
Maintenance-Buildings 109,919 10,000 10,000
Services-Telephone 4,286 2,871 5,232
Services-Electricity 12,496 13,650 15,240
Services-Water/Sewer/Sanitation 886 761 761
Services-Central Garage 494,808 542,230 553,750
Services-Tire Disposal 0 5,000 1,000
Services-Other Professional 0 150,000 0
Services-Binding/Printing 0 500 500
Services-Other Miscellaneous 6,183 2,000 2,000
Travel Expenses 0 550 796
Education Registration 800 1,575 1,575
Postage/Freight 230 200 200
Buildings 0 0 385,000
Motor Vehicles 301,212 0 0
Other Machinery and Equipment 282,000 680,000 0
Total Expenditures $2,080,693 $2,364,266 $1,995,126
193
SANITATION FUND
FY 2023 FY 2024 FY 2025
LANDFILL Actual Adopted Adopted
Budget Budget
Landfill
Salaries -Clerical 65,892 69,098 72,553
Salaries-Operational 607,692 685,847 708,992
Overtime 48,846 42,400 47,250
Stability Pay 8,499 18,592 19,000
FICA 53,157 57,753 56,802
TMRS Retirement 118,290 124,566 123,088
Life Insurance Contribution 889 882 964
Disability Insurance Contributions 671 670 728
Health Insurance Contributions 145,298 115,383 117,700
HSA Contributions-Employer 2,570 2,932 6,000
Supplies-Motor Vehicle 1,743 4,000 4,000
Supplies-Minor Tools and Equip 9,266 5,000 5,000
Supplies-Minor Furniture 1,699 1,492 1,492
Supplies-Office 2,464 2,000 2,000
Supplies-Chemical 42,699 54,000 58,000
Supplies-Fencing 0 3,000 3,000
Supplies-Clothing and Uniforms 1,797 5,000 5,000
Supplies-Heating Fuel 12,407 10,000 10,000
Supplies-Other 9,875 11,150 11,150
Maintenance-Other Vehicles 11,932 22,950 22,500
Maintenance-Radios 599 1,000 2,000
Maintenance-Instruments 475 6,000 6,000
Maintenance-Systems Software 2,411 1,600 1,608
Maintenance-Heating/Cooling Systems 718 2,000 2,000
Maintenance -Other Equipment 3,632 6,500 6,500
Maintenance -Walks/Drives/Parking Lot 3,022 18,000 18,000
Maintenance-Other Improvements 3,157 15,000 15,000
Maintenance-Buildings 2,850 3,500 3,500
Services-Telephone 2,844 1,811 3,300
Service-Wireless Phone Aircards 1,752 1,800 1,800
Services-Electricity 6,871 8,710 9,725
Services-Water/Sewer/Sanitation 1,453 1,248 1,500
Services-Central Garage 1,399,772 2,212,925 1,710,739
Services-Tire Disposal 7,680 2,000 2,000
Services-Consulting 6,012 84,000 84,000
Services-Other Professional 36,237 0 0
Services-Advertising 272 0 0
Services-Binding/Printing 1,973 3,500 3,500
Services-Other Miscellaneous 603,562 3,870 3,870
Travel Expenses 0 1,500 1,500
Education Registration 400 4,000 4,592
194
SANITATION FUND
FY 2023 FY 2024 FY 2025
LANDFILL Actual Adopted Adopted
Budget Budget
Postage/Freight 891 800 800
Administration Fees 144,890 160,000 160,000
Landscape/Trees/Shrubs 4,500 6,000 6,000
Construction-Engineering Fees 76,500 80,000 0
Other Improvements 803,806 0 0
Motor Vehicles 0 49,000 0
Machines/Tools/Implements 31,000 0 0
Other Machinery and Equipment 1,432,135 42,940 1,413,348
Total Expenditures $5,725,101 $3,954,419 $4,736,501
195
STORMWATER FUND
WHO WE ARE:
The Stormwater Department's responsibility is to manage and maintain the city's drainage systems, flood control
efforts, and water quality programs. Our goal is to provide ongoing support for projects aimed at reducing
flooding, controlling erosion, and protecting local waterways from pollution through preventative maintenance,
education and planning.
WHAT WE DO:
• The Storm Water fund is responsible to supply revenue for the drainage master capital improvement
plan, drainage maintenance and repair of the City's existing storm water system, management and
oversight of the Federal Emergency Management Agency(FEMA)floodplain and Community Rating
System (CRS)for flood insurance, and management of the Municipal Separate Storm Sewer System
(MS4) permit through environmental management and quality control of potential pollutants.
• 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.
FY 2024 ACCOMPLISHMENTS
• Completed the annual CRS recertification.
• Completed sweeping of 4,700 curb miles of City streets and protecting stormwater exceeding MS4
permit requirements
• Cleaned, maintained and mowed 28 detention ponds and over 500 miles of drainage improvements to
ensure the drainage system functions efficiently
• Completed design and bid of Duncan Channel Flood Gate Project
• Construction of Phase I Quail Creek Drainage Improvement Project underway, 35%completed.
• Maintained a CRS rating of 8 following the 5-year recertification audit.
196
STORMWATER FUND
GOALS & POLICIES
FY 2025 DEPARTMENT STRATEGIC STRATEGIC PERFORMANCE FY2024 FY2025
PLAN PLAN
GOAL GOAL STRATEGY MEASURE ESTIMATE TARGET
Ensure the City meets Meet all MS4 Plan 100% 100%
MS4 permit measurable goals Compliance Compliance
requirements through 2.0 Provide Sweep Streets 3,000 curb 3,000 curb
completion of Quality (MS4 Permit) miles miles
measurable goals set Infrastructure
forth by the approved Clean and Maintain
management plan. Open Drainage Channels 50,000 LF 50,000 LF
(MS4 Permit)
Provide key floodplain
information to citizens, 3.0 Actively 2 Public 2 Public
realtors, and engineers Engage and 3.7 Practice Outreach Outreach
to ensure proper Inform the Effective Floodplain Outreach Events per Events per
protection and Public Governance Year Year
insurance for multiple
homeowners
Reduce flooding within Ensure 80%of the
the City through 2.0 Provide Stormwater Fee
drainage improvement Quality revenue is applied to 83% 80%
projects.
Infrastructure Drainage Improvement
Projects
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
STORMWATER Adopted Adopted
Actual Budget Budget
Stormwater
Salaries-Supervision 29,063 36,408 55,446
Salaries-Operational 196,820 224,459 238,086
Overtime 15,881 10,600 11,130
Terminal Pay 2,368 0 0
Stability Pay 4,634 9,268 8,750
FICA 18,455 19,957 22,403
TMRS Retirement 40,751 43,043 47,581
TMRS Year-End Pension Adjust. (3,767) 0 0
Year-End OPEB Adjustment 791 0 0
Life Insurance Contribution 305 321 368
Disability Insurance Contributions 230 244 278
Health Insurance Contributions 51,517 44,205 44,205
HSA Contributions-Employer 330 503 1,000
197
STORMWATER FUND
FY 2023 FY 2024 FY 2025
STORMWATER Actual Adopted Adopted
Budget Budget
Supplies-Minor Tools and Equip 62,622 13,100 13,100
Supplies-Minor Furniture 3,205 1,700 0
Supplies-Office 200 1,850 1,850
Supplies-Educational 0 100 100
Supplies-PC Software 0 135 135
Supplies-Other 65 1,580 1,000
Maintenance-PC Software 128 0 0
Maintenance-Storm Sewers 0 150,000 150,000
Maintenance-Other Improvements 24,100 24,200 25,425
Services-Telephone 72 142 259
Service-Wireless Phone Aircards 1,482 1,368 1,368
Services-Central Garage 229,221 218,209 189,988
Services-Other Professional 1,235 13,000 13,000
Services-Advertising 868 500 500
Services-Binding/Printing 0 10,000 10,000
Contract-Other Agencies 103 205 250
Travel Expenses 1,457 2,900 3,000
Education Registration 1,028 4,000 4,000
Memberships 295 405 420
Rent-Equipment 0 7,000 7,000
Postage/Freight 2,415 2,500 2,600
Bad Debt Expense 15,169 0 0
Budget Contingency 0 697,012 568,796
Land 39,534 0 0
Construction-Engineering Fees 140,727 0 0
Other Improvements 2,830,541 2,000,000 2,173,911
PC Computer Equipment 0 2,000 2,000
Other Machinery and Equipment 327,260 0 0
Operating Transfer-Other 405,873 405,873 407,050
Operating Transfer FA 393,560 0 0
Depreciation Expense 431,211 0 0
Capital Asset Contra Expense (3,338,061) 0 0
Total Expenditures $1,931,687 $3,946,787 $4,005,000
198
HOTEL/MOTEL FUND: CONVENTION AND VISITOR'S BUREAU
WHO WE ARE:
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.
WHAT WE DO:
• Market Wichita Falls as a destination for travel.
• Research, bid, book and service conventions and events.
• Support local attractions through promotion to attract visitors.
FY 2024 ACCOMPLISHMENTS
✓ Per the Office of the Governors Economic Development and Tourism Department, Total Direct Travel
Spending increased again in 2023. In 2022, visitors spent an estimated $236.4M and in 2023 they spent
an estimated $244.8M.
✓ With the addition of the Delta by Marriott Hotel and Convention Center,the Sales team has so far won 13
bids to bring 13 new events to Wichita Falls.
LOOKING AHEAD IN FY 2025
• Continued focus on new bids and events.
• Utilize a new online platform that can track visitors at events by demographics including their origination
destination.
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC FY 2024 FY 2025
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Continue to find 3. Actively
new creative ways Engage and 3.1 Improve Completion of the new 0
the City's 25% 100/
to market Wichita Inform the advertising publications
Falls to visitors. Public
reputation
Continue to focus 1.1 Identify
1. Accelerate and expand
on new events to Economic economic Successfully securing new 100% 100%
bid and bring to bids and events
Wichita Falls. Growth development
opportunities
199
HOTEL/MOTEL FUND: CONVENTION AND VISITOR'S BUREAU
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
CONVENTION AND VISITOR'S BUREAU Adopted Adopted
Actual Budget Budget
Convention/Visitor's Bureau
Salaries- Supervision 45,135 47,860 50,252
Salaries- Clerical 26,910 28,376 29,790
Salaries-Operational 110,182 115,697 194,983
Overtime 368 530 525
Terminal Pay 544 0 0
Stability Pay 1,634 3,268 4,125
Cell Phone Allowance 251 252 252
FICA 13,750 16,427 15,255
TMRS Retirement 30,028 35,545 32,795
Life Insurance Contribution 242 266 257
Disability Insurance Contributions 182 200 194
Health Insurance Contributions 17,603 20,938 20,938
HSA Contributions-Employer 169 176 2,200
Supplies-Motor Vehicle Fuel 440 750 650
Supplies-Minor Furniture 4,068 0 0
Supplies-Office 4,803 3,500 3,500
Supplies-Clothing and Uniforms 124 250 250
Supplies-Promotional 13,143 18,000 15,000
Supplies-Personal Computers 5,246 2,436 6,314
Supplies-System Software 12,747 16,797 13,468
Supplies-PC Software 4,697 0 0
Maintenance-Motor Vehicles 105 600 500
Maintenance-PC Software 1,062 0 129
Services-Telephone 1,027 1,188 2,165
Service-Wireless Phone Aircards 1,206 1,368 1,368
Services-Bank 101 0 0
Services-Other Professional 2,572 0 0
Services-Advertising 114,893 114,960 124,969
Services-Binding/Printing 7,587 15,250 18,250
Services-Convention/Committed 113,554 131,750 139,820
Services-Other Miscellaneous 0 0 0
Worker's Compensation 0 1,000 1,000
Travel Expenses 4,161 3,950 3,900
Education Registration 2,433 6,850 6,565
Lease Payments 1,879 1,710 1,764
Memberships 5,335 7,700 8,600
Convention Sales Incentives 3,034 6,000 5,000
Public Relation/Promo 8,262 7,700 4,000
Postage/Freight 2,762 4,500 3,000
Total Expenditures $562,238 $615,794 $711,777
200
HOTEL/MOTEL FUND: MULTI-PURPOSE EVENTS CENTER
WHO WE ARE:
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.
WHAT WE DO:
• 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.
FY 2024 ACCOMPLISHMENTS
✓ Updated and re-certified KYC rigging load roof plan.
✓ Completed the process for bidding and installation of the new sound system in KYC.
✓ Successfully completed the minor construction projects and changes in the Seminar Room to allow for
City Council and other meetings to be conducted in there.
✓ Ongoing facility repairs and updates.
LOOKING AHEAD IN FY 2025
• Pursue the music-friendly designation.
• Continue to attract new events and concerts.
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
1.10 Pursue
Accelerate Establish committee, host
Pursue music- music-
Economic online workshop, receive 50% 100%
friendly designation friendly
Growth the official designation.
designation
1.1 Identify
Continue to attract Accelerate and expand Comparison of
new events and Economic economic events/concerts held by 100% 100%
concerts Growth development year
opportunities
201
HOTEL/MOTEL FUND: MULTI-PURPOSE EVENTS CENTER
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
MULTI-PURPOSE EVENT CENTER Adopted Adopted
Actual Budget Budget
MPEC
Salaries-Supervision 144,096 143,857 151,044
Salaries-Clerical 31,855 36,224 38,046
Salaries-Operational 1,096,231 890,740 548,984
TF Pool Operational 0 0 670,566
Overtime 50,827 53,000 57,750
Terminal Pay 3,408 0 0
Stability Pay 2,844 3,268 9,125
Cell Phone Allowance 251 0 3,192
FICA 103,483 95,665 133,385
TMRS Retirement 152,713 120,668 158,943
Life Insurance Contribution 1,095 924 1,133
Disability Insurance Contributions 918 789 952
Health Insurance Contributions 146,975 126,000 126,000
HSA Contributions-Employer 2,379 2,747 4,200
Supplies-Motor Vehicle Fuel 9,651 7,000 7,000
Supplies-Minor Tools and Equipment 296,388 16,000 20,000
Supplies-Minor Furniture 13,287 1,000 2,000
Supplies-Office 6,780 7,500 4,000
Supplies-Janitorial 48,661 50,000 50,000
Supplies-Chemical 1,896 3,000 2,500
Supplies-Concession/Paper Goods 21,401 25,000 22,500
Supplies-Concession/Food & Beverage 140,365 195,000 150,000
Supplies-Concession/Alcohol 74,397 110,000 100,000
Supplies-Clothing and Uniforms 7,175 5,000 5,000
Supplies-Linen 32,188 33,000 33,000
Supplies-Personal Computers 1,716 2,000 2,000
Supplies-System Software 31,490 21,000 25,500
Supplies-Other 17,126 15,000 44,782
Maintenance-Motor Vehicles 38 2,500 1,000
Maintenance-PC Software 1,999 0 86
Maintenance-Other Equipment 7,222 1,500 6,000
Maintenance-Buildings 203,033 150,000 75,000
Services-Telephone 9,795 5,806 10,581
Service-Wireless Phone Aircards 5,447 5,472 5,928
Services-Electricity 353,529 422,500 471,728
Services-Gas 59,058 113,000 130,000
Services-Water/Sewer/Sanitation 33,814 40,000 40,000
202
HOTEL/MOTEL FUND: MULTI-PURPOSE EVENTS CENTER
FY 2023 FY 2024 FY 2025
MULTI-PURPOSE EVENT CENTER Actual Adopted Adopted
Budget Budget
Services-Internet 30,132 40,000 40,000
Services-Central Garage 25,385 25,657 30,000
Services-Bank 20,216 25,000 22,000
Services-Audit 10,426 8,000 10,634
Services-Other Professional 262,114 265,500 275,000
Services-Temporary Employment 71,255 110,000 50,000
Services-Advertising 85,638 75,000 75,000
Services-Binding/Printing 6,123 2,500 2,000
Services-Other Miscellaneous 9,721 4,500 2,000
Worker's Compensation 3,460 1,000 2,000
Insurance Expense 107,116 100,000 129,000
Bond Principal Payments 0 261,880 0
Travel Expenses 7,447 5,000 6,000
Education Registration 3,918 3,000 3,500
Lease Payments 266,123 3,400 3,324
Memberships 3,143 2,140 23,280
Rent-Equipment 11,047 5,500 3,000
Public Relation/Promo 12,575 0 5,000
Postage/Freight 633 800 500
Mixed Bev Gross Receipts Tax 18,975 18,000 18,000
License/ Permit Expenses 8,492 10,000 10,000
Administrative Overhead 54,547 157,668 78,661
Information Services 34,501 34,501 35,191
Budget Contingency 0 200,000 200,000
Other Improvements 0 0 23,000
Other Machinery and Equipment 174,027 0 29,782
Total Expenditures $4,340,544 $4,064,206 $4,188,796
203
HOTEL/MOTEL FUND
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
HOTEL/MOTEL VENUE TAX Adopted Adopted
Actual Budget Budget
Contract-Other 287,318 0 0
Bond Principal Payments 50,000 0 0
Bond Interest Payments 51,700 0 0
Other Improvements 579,702 600,000 1,583,000
Total Expenditures $968,719 $600,000 $1,583,000
FY 2023 FY 2024 FY 2025
HOTEL/MOTEL PROJECTS AND PROGRAMS Actual Adopted Adopted
Budget Budget
Contract-Arts Commission 50,000 60,000 90,000
Contract-Other Agencies 12,500 6,000 8,000
Total Expenditures $62,500 $66,000 $98,000
FY 2023 FY 2024 FY 2025
EXHIBIT HALL RENOVATIONS Adopted Adopted
Actual Budget Budget
Supplies-Minor Tools and Equip 1,600 0 0
Supplies-Minor Furniture 4,682 0 0
Maintenance -MPEC 305,402 0 0
Services-Primary Contractor 3,197,221 0 0
Services-Advertising 170 0 0
Postage/Freight 14 0 0
Other System Improvements 60,761 0 0
Total Expenditures $3,569,850 $0 $0
FY 2023 FY 2024 FY 2025
AUDITORIUM Adopted Adopted
Actual Budget Budget
Insurance Expense 25 0 0
Total Expenditures $25 $0 $0
204
REGIONAL AIRPORT FUND
WHO WE ARE:
The Aviation Division includes Wichita Falls Regional Airport, which also operates the fixed base operations. The
Regional Airport is a Part 139 FAA/TSA-regulated commercial airport with a general aviation apron. It provides
modern facilities and infrastructure that support commercial, private, and military aviation services, ensuring a
safe and secure environment for aviation activities in the region.
The Regional Airport terminal is serviced by American Airlines through a subcontract with Envoy, offering two
arrivals and two departures daily with service to Dallas-Fort Worth Airport for connections to other destinations.
In 2023, the Regional Airport recorded 25,012 enplanements, with flights experiencing an average 53%passenger
capacity. Staff continues to collaborate with American Airlines to maintain the current flight schedule despite the
airline crew shortage.
The Regional FBO manages 13 city-owned and 2 privately owned hangars. In 2023, the FBO provided 5,072 gallons
of Avgas and 125,912 gallons of jet fuel, serving both transient and home-based aircraft. It also offers courtesy
cars for transient customers.
WHAT WE DO:
Regional Airport
• Provide Customer Service Support to passengers during arrivals and departures of flights.
• Monitor services provided by Airport Tenants: Envoy Airlines,Avis/Budget, Hertz, and Suga B's Café
• Provide support and service for parking systems.
• Provide counter and ground services for all charter flights.
• Ensure Airport is in compliance with FAA and TSA requirements.
• Schedule and perform all maintenance and service of facilities.
• Support and collaborate with Sheppard Air Force Base.
Regional FBO
• Provide Customer Service to all tenants and transient aircraft.
• Provide fuel and towing services for all tenants and transient customers, as requested.
• Perform all required service and inspections on fuel farm and fuel trucks.
• Perform airfield and hangar maintenance.
• Provide fuel services for American Airline scheduled aircraft, commercial aircraft diversions, and charter
operations.
• Ensure FBO is in compliance with FAA and TSA requirements.
FY 2024 ACCOMPLISHMENTS
Regional Airport
✓ Worked with charter airlines to re-establish service.
✓ Worked to add additional rental car vendor.
✓ Secured FAA Grant funds to assist Sheppard with purchasing a Snow Broom,to accomplish snow removal
operations.
✓ Updating the Airport Master Plan for future development.
✓ Continued professional development, and Customer Service of Airport Staff.
205
REGIONAL AIRPORT FUND
Regional FBO
✓ Continually cross training all linemen between the Regional and Kickapoo FBO's
✓ The FBO also supported diversions and 120,686 gal of Jet fuel in 2023, for American Airlines and other
various Airlines.
✓ Assisted in the Sheppard AFB Airshow by providing fuel services to non-military aircraft.
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Ensure Airline
delivers Efficiently Promote and Monitor airline to ensure
10-15 10-15
inbound Deliver City encourage 15-minute inbound
minutes minutes
baggage within Services innovation baggage delivery time
15-minutes
Generate
Efficiently Practice
Additional Ensure that Airports
Deliver City Effective Ongoing Ongoing
Revenue Division remains profitable
Services Governance
Streams and Income
Continue to
maintain Efficiently Practice
compliance All regulations met and
p Deliver City Effective upheld Ongoing Ongoing
with FAA and Services Governance
TSA regulations.
Continuing Reinforce a
professional Efficiently culture of Training and reviewing
development, customer service actions;
Deliver City superior Ongoing Ongoing
and Customer Building accountability
Service of Services customer among all staff
Airport Staff. service
206
REGIONAL AIRPORT FUND
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
REGIONAL AIRPORT OPERATIONS Adopted Adopted
Actual Budget Budget
Regional Airport Operations
Salaries-Supervision 50,608 53,603 55,221
Salaries-Clerical 34,534 44,679 0
PTNB Clerical 0 0 46,323
Salaries-Operational 45,843 56,641 51,219
Pool Operational 0 3,285 0
Overtime 164 1,272 1,365
Terminal Pay 5,819 0 0
Stability Pay 1,936 3,872 5,000
Cell Phone Allowance 1,081 1,080 1,080
FICA 11,081 11,852 12,513
TMRS Retirement 18,599 25,563 19,097
TMRS Year-End Pension Adjust. 14,654 0 0
Year-End OPEB Adjustment 4,185 0 0
Life Insurance Contribution 142 134 146
Disability Insurance Contributions 107 101 110
Health Insurance Contributions 14,231 7,468 7,468
Supplies-Minor Tools and Equip 675 1,200 1,400
Supplies-Office 861 1,500 1,500
Supplies-Janitorial 23 400 400
Supplies-Concession 620 1,000 1,000
Supplies-Clothing and Uniforms 603 1,250 1,250
Supplies-Other 6,582 3,600 3,600
Maintenance -PC Hardware 4,175 7,800 7,800
Maintenance -PC Software 86 100 100
Maintenance -Heating/Cooling Systems 3,127 3,200 3,200
Maintenance -Buildings 11,074 11,986 11,986
Maintenance -Airport 45,995 40,326 41,292
Services-Telephone 4,290 4,082 7,439
Service-Wireless Phone Aircards 2,522 2,412 2,412
Services-Electricity 86,742 110,500 123,375
Services-Electricity Airport Concessions 5,059 4,000 4,000
Services-Gas 27,302 24,000 24,000
Services-Water/Sewer/Sanitation 6,165 6,100 6,500
Services-Cable TV 2,099 2,100 2,200
Services-Central Garage 18,671 18,362 22,554
Services-Bank 8,676 7,260 23,235
Services-Audit 7,926 5,700 9,358
Services-Other Professional 4,275 2,800 2,800
Services-Employee Physicals 761 0 663
207
REGIONAL AIRPORT FUND
FY 2023 FY 2024 FY 2025
REGIONAL AIRPORT OPERATIONS Actual Adopted Adopted
Budget Budget
Services-Advertising 7,000 9,500 9,500
Services-Binding/Printing 656 300 300
Services-Other Miscellaneous 215 1,000 1,000
Unemployment Compensation 3,957 0 0
Insurance Expense 66,334 25,000 59,000
Interest Expense 28,761 0 0
Travel Expenses 969 2,400 2,400
Education Registration 505 1,250 1,250
Lease Payments 2,255 2,193 2,246
Memberships 320 600 600
Boards/Local Meetings 0 250 250
Rent-Land/Structures 0 57,764 59,496
Public Relation/Promo 4,966 2,000 2,000
Postage/Freight 230 250 250
Amortization Expense 62,587 0 0
Administrative Overhead 121,838 156,481 111,287
Information Services 19,908 19,908 20,306
Operating Transfer-Other 0 326,594 671,579
Depreciation Expense 1,548,545 0 0
Total Expenditures $2,320,338 $1,074,718 $1,443,071
FY 2023 FY 2024 FY 2025
REGIONAL FIXED BASED OPERATIONS Adopted Adopted
Actual Budget Budget
Regional Airport Fixed Based Operations
Salaries-Clerical 8,243 14,893 34,705
PTNB Clerical 0 0 15,343
Salaries-Operational 139,971 167,839 161,925
Overtime 13,651 3,392 3,570
Stability Pay 138 276 1,000
FICA 11,810 12,543 12,898
TMRS Retirement 20,994 27,053 22,400
Life Insurance Contribution 153 164 180
Disability Insurance Contributions 112 125 136
Health Insurance Contributions 29,402 26,852 26,852
HSA Contributions-Employer 48 0 1,000
Supplies-Minor Tools and Equip 505 2,010 2,010
Supplies-Office 273 1,000 1,000
Supplies-Janitorial 0 500 500
Supplies-Concession 212 1,000 1,000
Supplies-Catering Food 0 1,200 1,200
208
REGIONAL AIRPORT FUND
FY 2023 FY 2024 FY 2025
REGIONAL FIXED BASED OPERATIONS Actual Adopted Adopted
Budget Budget
Supplies-Botanical/Agriculture 0 500 500
Supplies-Clothing and Uniforms 2,225 2,420 2,418
Supplies-Kickapoo Fuel & Oil-CGS 502,025 509,925 449,845
Supplies-Other 0 500 500
Maintenance -Machine/Tools/Implements 952 2,640 2,640
Maintenance -Radios 0 2,500 2,500
Maintenance -PC Hardware 0 1,000 1,000
Maintenance -Heating/Cooling Systems 115 2,000 2,000
Maintenance -Buildings 7,590 10,645 10,645
Maintenance -Airport 4,811 25,000 25,000
Maintenance -Other Buildings 0 9,000 9,000
Services-Telephone 3,077 336 613
Service-Wireless Phone Aircards 350 360 410
Services-Electricity 4,065 4,940 5,516
Services-Cable TV 1,481 1,200 1,200
Services-Central Garage 9,803 30,546 35,929
Services-Bank 25,000 15,000 15,000
Services-Other Professional 393 500 500
Services-Advertising 0 1,500 1,500
Services-Binding/Printing 439 300 300
Services-Other Miscellaneous 0 1,000 1,000
Insurance Expense 5,096 10,817 4,801
General Liability Claims 29,749 0 0
Travel Expenses 0 700 700
Education Registration 420 1,000 1,420
Lease Payments 28,003 27,904 27,965
Public Relation/Promo 0 1,000 1,000
Postage/Freight 0 400 400
Total Expenditures $851,104 $922,480 $890,021
209
KICKAPOO AIRPORT FUND
WHO WE ARE:
Kickapoo Downtown Airport has 38 City-owned and 30 privately owned hangars that currently house 80 based
aircraft. The Airport is self-sufficient, and does not subsidize from the City General Fund for offsets. The services
at Kickapoo Airport include fueling and towing of Aircraft, general maintenance of hangars, and mowing and
upkeep of the Airfield. In 2023 the Airport has provided 24,933 gallons of 100LL (Avgas) and 74,927 gallons of Jet
Fuel. The airport also provides courtesy cars for transient customers. The Airport has seen an average of 10
transients and 30 home-based Aircraft operating per day, in which we would provide some type of service for.
Kickapoo Downtown Airport is a general aviation airport under TxDOT jurisdiction,providing modern facilities and
infrastructure that support private aviation services. The airport ensures a safe and secure environment for
aviation activities in the region.
Kickapoo has 38 city-owned and 30 privately owned hangars, housing 80 based aircraft. The airport is self-
sufficient and does not require subsidies from the City General Fund. Services at Kickapoo include fueling and
towing of aircraft,general maintenance of hangars,and upkeep of the airfield.In 2023, the airport provided 24,933
gallons of Avgas and 74,927 gallons of jet fuel. It also offers courtesy cars for transient customers. Kickapoo handles
an average of 10 transient and 30 home-based aircraft per day, providing various services for these operations.
WHAT WE DO:
Kickapoo Airport
• Provide Customer Service to all tenants and transient aircraft.
• Provide fuel and towing service for all tenants and transient customers, as requested.
• Perform all required service and inspections on fuel farm and fuel trucks.
• Perform airfield and hangar maintenance.
• Provide courtesy cars for transient customers.
FY 2024 ACCOMPLISHMENTS
Kickapoo Airport
✓ Continually cross training all linemen between Kickapoo and the Regional FBOs.
✓ Restriped the airport surfaces to increase visibility during aircraft operations.
✓ Repaired the flooring in several hangers to increase longevity of the structures.
✓ Kicked of multi-year project to replace aging hangers past their structural useful life.
210
KICKAPOO AIRPORT FUND
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
Generate
Efficiently Practice
Additional Ensure that Airports
Deliver City Effective Ongoing Ongoing
Revenue Division remains profitable
Services Governance
Streams and Income
Continue to maintain Efficiently Practice All regulations met and
compliance Deliver City Effective Ongoing Ongoing
with FAA regulations. Services Governance upheld
Continuing Reinforce a
professional Efficiently culture of Training and reviewing
development, and Deliver City superior customer service actions; Ongoing Ongoing
Building accountability
Customer Service of Services customer among all staff
Airport Staff. service
211
KICKAPOO AIRPORT FUND
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
KICKAPOO AIRPORT FUND Adopted Adopted
Actual Budget Budget
Kickapoo Airport Operations
Salaries-Supervision 33,739 35,736 36,814
Salaries-Clerical 0 14,529 0
Salaries-Operational 185,712 213,249 272,833
Pool Operational 0 0 3,385
Overtime 28,104 3,392 3,570
Terminal Pay 61 0 0
Stability Pay 3,179 6,358 6,000
Cell Phone Allowance 357 360 360
FICA 18,340 17,791 19,912
TMRS Retirement 36,101 38,372 28,714
TMRS Year-End Pension Adjust. 27,551 0 0
Year-End OPEB Adjustment (14,900) 0 0
Life Insurance Contribution 245 241 221
Disability Insurance Contributions 185 183 167
Health Insurance Contributions 17,345 27,750 27,750
HSA Contributions-Employer 484 503 1,000
Supplies-Minor Tools and Equip 1,333 2,065 2,065
Supplies-Office 185 1,000 1,000
Supplies-Janitorial 24 500 500
Supplies-Concession 442 1,200 1,200
Supplies-Catering Food 0 1,000 1,000
Supplies-Botanical/Agriculture 850 1,200 1,200
Supplies-Clothing and Uniforms 3,326 3,232 3,232
Supplies-Kickapoo Fuel & Oil-CGS 525,329 569,196 438,852
Supplies-Other 487 1,200 1,200
Maintenance -Machine/Tools/Implements 1,806 2,500 2,700
Maintenance -Radios 0 500 1,000
Maintenance -PC Hardware 600 2,500 2,500
Maintenance -Heating/Cooling Systems 696 1,500 1,500
Maintenance -Buildings 4,795 4,765 4,765
Maintenance -Other Buildings 1,423 10,000 10,000
Services-Telephone 5,147 2,226 3,005
Service-Wireless Phone Aircards 704 600 1,300
Services-Electricity 14,476 18,850 21,047
Services-Elect Airport Hangar 12,464 0 10,000
Services-Gas 2,339 2,700 2,700
Services-Water/Sewer/Sanitation 2,550 2,900 2,900
Services-Central Garage 23,530 32,196 28,110
212
KICKAPOO AIRPORT FUND
FY 2023 FY 2024 FY 2025
KICKAPOO AIRPORT FUND Actual Adopted Adopted
Budget Budget
Services-Bank 25,535 17,000 43,617
Services-Other Professional 626 1,000 1,000
Services-Employee Physicals 2,460 0 2,144
Services-Advertising 90 1,500 1,500
Services-Binding/Printing 52 50 50
Services-Other Miscellaneous 0 1,000 1,000
Worker's Compensation 0 0 121
Unemployment Compensation 3,332 0 0
Insurance Expense 26,310 20,000 34,000
Claims and Settlements 0 1,000 1,000
General Liability Claims 5,530 0 0
Travel Expenses 350 2,400 2,400
Education Registration 862 1,000 1,000
Lease Payments 2,604 2,360 2,411
Memberships 0 300 575
Boards/Local Meetings 0 300 300
Public Relation/Promo 0 1,000 1,000
Postage/Freight 230 0 100
Administrative Overhead 36,768 24,006 17,599
Information Services 16,758 16,758 17,093
Budget Contingency 0 18,227 0
Operating Transfer-Other 0 50,000 197,000
Depreciation Expense 527,380 0 0
Total Expenditures $1,587,893 $1,178,195 $1,266,413
213
TRANSIT FUND
WHO WE ARE:
Wichita Falls Transit System (FallsRide) total passenger trips saw a slight increase from 248,000 the previous year
to approximately 251,000 in 2024. FallsRide completed 477,287 revenue miles in delivering public transportation
services at an average cost of$4.28 per revenue mile. Passenger fares increased and contributed to the revenue
stream at an amount of$304,142.00. In October 2023, FallsRide went to a cashless system increasing passenger
fares for the organization. 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 18,500 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$99,000 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. A second Night Crawler was required in the Spring of 2023 to
accommodate more ridership.FallsRide also saw an increase in the UMO Touchpass electronic fare usage therefore
increasing passenger fares for 2024. FallsRide upgraded its GPS/AVL system to Transloc for passengers to plan
rides and track buses in real time.
WHAT WE DO:
• Public Transportation
• Local advertising sales
• Grocery Cart Service
• After Hours (Night Crawler) Service
FY 2024 ACCOMPLISHMENTS
✓ Purchase of two (2) Replacement Buses that have reached their useful life
✓ Increase ridership and UMO Touchpass sales
LOOKING AHEAD IN FY 2025
• Create a day pass to replace single ride tokens
• Begin study on location for Transfer Plaza in the Lawrence Rd corridor
214
TRANSIT FUND
GOALS& POLICIES
FY 2025 STRATEGIC PLAN STRATEGIC PLAN PERFORMANCE FY 2024 FY 2025
DEPARTMENT GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
Replace units Updated units to
that have provide less down 0
Bus Replacement reached useful time for Contract- Options 100% 50/
life maintenance
Obtain public Routes more
Update Routes comment on accommodating 50% 50% 100%
updating routes to public needs
Begin placing 10
Locate areas that
shelters per year
shelters need to
Bus Shelter to replace be replaced and 75% 50% 50%
Project begin replacing
dilapidated with all metal pre-
shelters fabricated shelters
Find centralized
Provide a transfer
location for plaza for
Identify Transfer Transfer Plaza to passengers to purchase UMO 10/0 50% 0
Plaza location remove transfers
50/
at mall (current cards, restrooms
location)
and transfer for
buses
215
TRANSIT FUND
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
PUBLIC TRANSPORTATION Adopted Adopted
Actual Budget Budget
Salaries-Supervision 57,227 59,629 62,616
Salaries-Operational 558,738 789,321 821,402
Pool Operational 53,591 125,696 120,750
Overtime 182,897 106,000 120,750
Terminal Pay 6,805 0 0
Stability Pay 6,370 10,594 22,500
Cell Phone Allowance 360 360 360
FICA 64,370 56,147 73,112
TMRS Retirement 125,548 121,102 124,045
TMRS Year-End Pension Adjust. 35,853 0 0
Year-End OPEB Adjustment (2,372) 0 0
Life Insurance Contribution 760 780 966
Disability Insurance Contributions 574 551 730
Health Insurance Contributions 123,949 114,916 114,916
HSA Contributions-Employer 718 1,006 2,000
Supplies-Motor Vehicle 37,084 0 0
Supplies-Motor Vehicle Fuel 495,905 597,700 0
Supplies-Minor Furniture 600 1,500 500
Supplies-Office 1,601 2,000 2,000
Supplies-Medical/Drug 0 200 200
Supplies-Clothing and Uniforms 2,470 5,000 5,000
Supplies-Periodicals/Supplements 55 5,000 2,000
Supplies-Personal Computers 0 2,000 2,000
Supplies-PC Software 0 1,000 1,000
Supplies-Other 4,221 1,500 1,000
Maintenance -Systems Software 71,750 0 0
Maintenance -Buildings 0 8,000 8,000
Services-Telephone 2,564 1,729 3,151
Service-Wireless Phone Aircards 701 720 720
Services-Electricity 17,094 26,000 29,030
Services-Gas 1,622 5,500 12,000
Services-Water/Sewer/Sanitation 2,437 1,400 8,000
Services-Bank 3,483 0 2,000
Services-Other Professional 110,262 85,000 85,000
Services-Employee Physicals 10,894 10,000 10,000
Services-Advertising 410 0 0
Services-Binding/Printing 217 0 0
Worker's Compensation 10,326 0 10,000
216
TRANSIT FUND
FY 2023 FY 2024 FY 2025
PUBLIC TRANSPORTATION Actual Adopted Adopted
Budget Budget
Unemployment Compensation 7,980 0 0
Insurance Expense 22,808 22,000 26,000
Claims and Settlements 0 2,000 2,000
General Liability Claims 18,236 0 36,000
Travel Expenses 0 3,500 3,500
Education Registration 100 500 500
Lease Payments 2,503 2,592 2,646
Memberships 359 450 500
Postage/Freight 244 0 200
Administrative Overhead 87,224 119,255 106,422
Information Services 15,182 15,182 15,486
Depreciation Expense 427,364 0 0
Total Expenditures $2,571,085 $2,305,830 $1,839,001
FY 2023 FY 2024 FY 2025
PUBLIC TRANSPORTATION CAPITAL Adopted Adopted
Actual Budget Budget
Supplies-Motor Vehicle 14,088 0 0
Services-Other Professional 0 93,600 96,000
Other Improvements 128,443 200,000 150,000
Motor Vehicles 1,886,511 1,110,000 1,230,000
Other Vehicles 154,564 0 0
Total Expenditures $2,183,606 $1,403,600 $1,476,000
FY 2023 FY 2024 FY 2025
PUBLIC TRANSPORTATION PLANNING Adopted Adopted
Actual Budget Budget
Salaries-Supervision 59,467 62,008 64,772
Salaries-Operational 5,999 0 0
Overtime 4,386 0 0
Stability Pay 787 1,576 2,125
FICA 5,095 5,675 4,860
TMRS Retirement 11,473 12,242 10,661
Life Insurance Contribution 86 75 82
Disability Insurance Contributions 65 58 62
Health Insurance Contributions 12,592 8,375 8,375
Total Expenditures $99,951 $90,009 $90,936
217
TRANSIT FUND
FY 2023 FY 2024 FY 2025
PUBLIC TRANSPORTATION PREVENTIVE MAINTENANCE Actual Adopted Adopted
Budget Budget
Salaries-Supervision 19,348 20,485 21,511
Salaries-Operational 158,593 155,902 162,992
Overtime 34,948 26,500 29,400
Stability Pay 3,993 7,986 8,250
FICA 15,531 13,494 13,768
TMRS Retirement 35,245 29,103 30,733
Life Insurance Contribution 223 212 236
Disability Insurance Contributions 168 161 178
Health Insurance Contributions 49,301 41,894 41,984
Supplies-Motor Vehicle 55,635 275,000 100,000
Supplies-Motor Vehicle Fuel 0 0 719,950
Supplies-Other 96,037 0 0
Maintenance -Motor Vehicles 106,681 300,000 300,000
Maintenance -Radios 1,350 5,000 4,000
Maintenance -Systems Software 0 2,000 2,000
Maintenance -Buildings 313 0 0
Total Expenditures $577,365 $877,737 $1,435,002
218
TRANSIT FUND
FY 2023 FY 2024 FY 2025
TRANSIT HUB OPERATIONS Actual Adopted Adopted
Budget Budget
Salaries-Clerical 56,386 60,324 63,183
Overtime 2,187 530 525
Stability Pay 138 276 1,000
FICA 4,363 4,615 4,731
TMRS Retirement 9,531 9,953 10,221
Life Insurance Contribution 76 38 81
Disability Insurance Contributions 58 29 61
Health Insurance Contributions 7,394 6,407 6,407
Supplies-Office 736 1,200 1,200
Supplies-Clothing and Uniforms 0 700 700
Supplies-Other 434 800 800
Maintenance -PC Software 43 550 1,000
Maintenance -Buildings 15,295 9,000 9,000
Services-Telephone 2,174 1,996 3,638
Service-Wireless Phone Aircards 2,131 912 1,428
Services-Electricity 6,781 4,940 7,259
Services-Gas 930 1,700 3,000
Services-Water/Sewer/Sanitation 7,780 2,500 2,500
Services-Cable TV 0 1,183 1,183
Services-Bank 1,030 0 500
Services-Other Professional 396 2,000 2,000
Services-Binding/Printing 29 0 0
Lease Payments 1,077 888 942
Postage/Freight 230 0 100
Total Expenditures $119,199 $110,541 $121,459
219
FLEET MAINTENANCE FUND
WHO WE ARE:
We keep Wichita Falls moving Forward
WHAT WE DO:
• Fleet provides Fuel for City Fleet and Other outside agencies via our fuel station island, satellite stations
and fuel delivery truck.
• Provide quality and timely repairs and maintenance for all divisions and contracted outside agencies.
• Towing service on light duty vehicles owned by the City as well as some for our outside agencies under
repair contracts.
• Roadside assistance for all City equipment in the form of jump starts, minor repairs and tire services to
prevent down time.
• Fleet Maintenance Main Shop handles major repairs throughout the fleet with the exception of small
engine equipment (MS).
• Fleet maintenance Service Station division handles routine maintenance such as oil change services, tire
services and some minor types of repairs (SS).
• Fleet maintenance Small Engine shop handles all repairs and services on small equipment. Such examples
are Police Motorcycles, lawn equipment (mowers, chainsaws, weed eaters) used by parks or other
departments and water transfer pumps (SE).
• Infield services and repairs for off-road equipment via our service truck (ST) while repairs are handled
primarily through the main shop.
• Fire Apparatus repair and maintenance is handled within the Fire Shop (FS).
• Heavy equipment at the City Landfill is repaired and maintained by Fleet Maintenance via a technician
that is stationed at the Landfill (LF).
FY 2024 ACCOMPLISHMENTS
✓ Main shop work orders:3,075
✓ Service Station work orders: 3,091
o PM: 1,023
o Repair: 2,068
✓ Small Engine work orders: 1,446
✓ Land Fill work orders: 104
✓ Service Truck work orders: 71
✓ Fire Shop work orders: 208
✓ Total number of Work Orders processed from June 2023 to June 2024: 7,995
✓ Fuel dispensed from Service Station: 928,848.73 gal
o Unleaded- 452,777.39 gal
o Diesel fuel- 476,071.34 gal
✓ Fuel Truck deliveries: 101,667.80 gal
o Unleaded- 11,550.30 gal
o Fuel- 90,117.50 gal
✓ Fuel Dispensed via Fire Department tanks: 11,933.01 gal
o Station 3 - 3,036.01 gal
o Station 7 - 3,256.47 gal
o Station 8 - 5,640.53 gal
220
FLEET MAINTENANCE FUND
GOALS& POLICIES
FY 2025 STRATEGIC STRATEGIC PERFORMANCE FY 2024 FY 2025
DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Make repairs in a timely
Continue to provide Provide City Efficiently fashion and reduce
quality Service to our Services in a Deliver City downtime in equipment.
customers timely manner Services While maintaining an aging
fleet.
Continue Fuel
Contracts with Economic
Wichita county and Revenue Stream Development Track amounts of fuel sold
VFD's
Bring the facility to 100%
Facility Maintain Renovate use status thus making it a
Improvements Infrastructure Fleet office. safe,effective and efficient
use of space.
Help speed up Update Fleet
Improve data repair time Improvement of data input
software to
Add computers/work accommodate
stations to bays input and record and accurately and time accounted for on the full use of
keeping keep track of units.
computer
information.
stations.
Continue repair and
maintenance on Economic Track repair and
Revenue stream maintenance costs on
outside entities improvement
outside city equipment.
equipment
221
FLEET MAINTENANCE FUND
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
FLEET MAINTENANCE Adopted Adopted
Actual Budget Budget
Fleet Maintenance
Salaries-Supervision 192,172 203,504 211,748
Salaries-Clerical 68,782 77,763 82,643
Salaries-Operational 1,291,807 1,409,839 1,501,339
Overtime 17,534 15,900 19,950
Terminal Pay 6,363 0 0
Stability Pay 31,169 62,614 61,625
Cell Phone Allowance 2,160 2,160 1,800
FICA 116,180 125,551 125,986
TMRS Retirement 259,381 270,797 273,428
TMRS Year-End Pension Adjust. 47,107 0 0
Year-End OPEB Adjustment (12,915) 0 0
Life Insurance Contribution 2,053 2,022 2,107
Disability Insurance Contributions 1,549 1,524 1,591
Health Insurance Contributions 313,135 285,903 285,903
HSA Contributions-Employer 803 503 0
Supplies-Motor Vehicle 601,688 691,748 753,935
Supplies-Motor Vehicle Fuel 2,812,038 3,797,475 3,874,160
Supplies-Small Engine Equip 28,757 34,347 35,930
Supplies-Minor Tools and Equip 9,734 27,200 25,700
Supplies-Minor Furniture 0 0 720
Supplies-Office 3,252 6,525 6,525
Supplies-Medical/Drug 2,464 3,200 3,400
Supplies-Janitorial 0 100 100
Supplies-Clothing and Uniforms 15,567 14,950 17,300
Supplies-Periodicals/Supplements 0 300 300
Supplies-Container 31,154 33,600 34,020
Supplies-Personal Computers 7,592 0 0
Supplies-PC Software 6,562 7,079 7,079
Supplies-Other 93,612 117,900 116,400
Maintenance-Motor Vehicles 2,261,536 2,630,807 2,097,303
Maintenance-Machine/Tools/Implements 5,785 14,400 15,840
Maintenance-Radios 0 830 905
Maintenance-Systems Hardware 0 500 600
Maintenance-PC Software 0 300 300
Maintenance-Systems Software 29,582 30,200 33,220
Maintenance-Heating/Cooling Systems 11,062 15,000 18,700
Maintenance-Reservoirs/Tanks 7,054 10,000 10,350
Maintenance-Buildings 19,462 5,800 1,800
Maintenance-Central Garage 12,422 16,022 16,920
222
FLEET MAINTENANCE FUND
FY 2023 FY 2024 FY 2025
FLEET MAINTENANCE Actual Adopted Adopted
Budget Budget
Services-Telephone 3,609 1,117 2,780
Service-Wireless Phone Aircards 806 816 360
Services-Electricity 25,166 32,500 36,287
Services-Gas 22,994 28,000 24,960
Services-Water/Sewer/Sanitation 13,317 15,375 15,000
Services-Bank 7,316 7,558 7,320
Services-Audit 8,615 9,565 10,171
Services-Other Professional 64,544 50,000 0
Services-Employee Physicals 10,907 9,292 10,980
Services-Advertising 1,321 0 0
Services-Binding/Printing 672 1,100 1,200
Worker's Compensation 9,468 3,000 3,000
Unemployment Compensation 4,194 800 0
Insurance Expense 9,652 10,000 12,000
Bond Principal Payments 0 1,015,041 844,002
Bond Interest Payments 8,893 0 381,704
Travel Expenses 5,975 6,700 5,100
Education Registration 2,243 5,800 6,900
Lease Payments 2,539 2,331 2,285
Memberships 380 750 800
Postage/Freight 2,182 1,250 2,220
Administrative Overhead 208,291 225,968 235,079
Information Services 48,267 48,267 49,232
Buildings 7,818 301,915 304,450
Motor Vehicles 1,395,273 2,453,923 2,312,297
Machines/Tools/Implements 11,800 39,825 40,770
PC Computer Equipment 0 22,100 0
Other Machinery and Equipment 9,409 5,000 0
Operating Transfer-General 312,000 312,000 312,000
Depreciation Expense 4,629,623 0 0
Capital Asset Contra Expense (1,409,350) 0 0
Total Expenditures $13,714,528 $14,526,356 $14,260,524
223
INFORMATION TECHNOLOGY
WHO WE ARE:
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.
WHAT WE DO:
• Provide technical support to over 900 PC's and 1300 users within all City departments, includes 24 hours
a day, 7 days a week, 365 days a year for Public Safety.
• Maintain 160 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 $4.3 million annual budget.
FY 2024 ACCOMPLISHMENTS
✓ Deployed 150 end user PC replacements.
✓ City business VOIP phone system upgrade.
✓ Installed new Endpoint Detection and Response system.
✓ Replaced 172 laptops in the Public Safety vehicles.
✓ Deployed 65 new handheld ticket writers and printers for the Police Department.
✓ Installed new bodycam, interview room,and in-car video system for the Police Department. This includes
over 300 pieces of equipment.
✓ Deployed 300 handheld voice radios for the Public Safety sector.
✓ Installed fiber optic and Category 6 cabling and associated network equipment to accommodate moving
the entire City staff from Memorial Auditorium to 3 alternate locations.
✓ Migrated Development Services to a new Permitting System.
✓ Conducted State Mandated City-wide Cyber Security Training.
✓ Upgraded and installed multiple systems at the MPEC campus to help the City staff to be more efficient
and improve the customer experience.
✓ Perform annual maintenance on voice and data microwave equipment.
✓ Performed Network Security Assessment.
✓ Deployed new Helpdesk Ticketing system for the IT and Facilities Division.
✓ Processed over 3200 support tickets.
224
INFORMATION TECHNOLOGY
GOALS & POLICIES
FY 2025 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY 2024 FY 2025
GOAL GOAL STRATEGY ESTIMATE TARGET
4. Efficiently 4.2
Minimize System Deliver City 4.3 Create metric to track 99% 99%
Downtime system down time.
Services 4.5
Reduce the number 4. Efficiently 4.2 Keep track of the ticket
of support ticket Deliver City 4.3 counts and what their root 1% same
requests. Services 4.5 cause.
State how the department
Keep systems 4. Efficiently 4.2 will measure the
current and up to Deliver City 4.3 performance and 40% 90%
date. Services 4.5 achievement of the
outlined goal
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
INFORMATION TECHNOLOGY Adopted Adopted
Actual Budget Budget
Information Technology
Salaries-Supervision 167,897 177,519 186,402
Salaries-Operational 826,537 917,241 1,030,815
Overtime 6,249 0 0
Terminal Pay 14,762 0 0
Certification Pay 0 0 54,608
Stability Pay 13,199 23,978 21,850
FICA 76,908 82,978 86,165
TMRS Retirement 170,468 178,970 183,724
TMRS Year-End Pension Adjust. 88,831 0 0
Year-End OPEB Adjustment (13,016) 0 0
Life Insurance Contribution 1,358 1,238 1,441
Disability Insurance Contributions 1,025 940 994
Health Insurance Contributions 132,825 127,477 127,477
HSA Contributions-Employer 2,712 2,688 5,000
Supplies-Motor Vehicle 222 0 0
Supplies-Minor Tools and Equip 178,265 4,530 4,530
Supplies-Minor Furniture 451 1,012 1,012
Supplies-Office 6,850 8,050 8,050
Supplies-Mechanical 0 500 500
Supplies-Personal Computers 242,791 165,360 165,360
Supplies-System Software 0 24,500 0
225
INFORMATION TECHNOLOGY
FY 2023 FY 2024 FY 2025
INFORMATION TECHNOLOGY Actual Adopted Adopted
Budget Budget
Supplies-PC Software 42,268 51,810 48,180
Supplies-Other 2,840 9,145 9,145
Maintenance -Motor Vehicles 6,719 14,750 14,750
Maintenance -Radios 9,858 33,500 33,500
Maintenance -PC Hardware 28,502 34,500 34,500
Maintenance -Systems Hardware 119,155 171,420 170,420
Maintenance -PC Software 80,917 140,906 115,178
Maintenance -Systems Software 1,023,625 1,428,258 1,648,670
Maintenance -Other Equipment 765 1,645 1,645
Services-Telephone 132,649 141,270 190,715
Service-Wireless Phone Aircards 117,866 150,567 150,567
Services-Gas 4,818 7,429 7,429
Services-Central Garage 7,607 7,176 7,863
Services-Employee Physicals 696 0 0
Services-Advertising 410 0 0
Services-Binding/Printing 43 1,000 1,000
Services-Subcontractors 12,632 17,537 17,537
Unemployment Compensation 4,261 0 0
Travel Expenses 6,106 12,200 12,200
Education Registration 7,136 11,675 11,675
SBITA Interest Payments 13,539 0 0
Memberships 175 524 524
Postage/Freight 2,295 1,000 1,000
Amortization Expense 60,361 0 0
Other System Improvements 290,360 80,000 0
PC Computer Equipment 1,013,206 1,305,154 345,154
Radios 663,541 0 0
Depreciation Expense 1,067,742 0 0
Capital Asset Contra Expense (1,967,108) 0 0
Total Expenditures $4,671,320 $5,338,447 $4,699,580
226
GOLF COURSE FUND
WHO WE ARE:
This enterprise fund is designated to operate and maintain the City-owned Champion Golf Course at Weeks Park.
The Golf Course Budget is structured to align with our management services agreement with A.P.G.L. Under this
agreement, the City reimburses A.P.G.L. for golf course expenses and pays an additional $130,000 for complete
management oversight of the course. In return,the City receives nearly all of the revenue generated by the course.
For FY 2025,the Golf Course estimates revenues and expenditures at$1,108,172, with no operating subsidy from
the General Fund. The FY 2025 Adopted Budget also includes $60,000 in capital expenditures for course
improvements.
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
GOLF COURSE ADMINISTRATION Adopted Adopted
Actual Budget Budget
Golf Course Administration
Maintenance-Instruments 405 0 0
Maintenance-Buildings 587 0 0
Services-Telephone 982 91 1,000
Services-Electricity 37,011 53,300 59,510
Services-Water/Sewer/Sanitation 1 0 0
Services-Other Professional 48,159 0 0
Services-Advertising 335 0 0
Services-Binding/Printing 26 0 0
Insurance Expense 512 1,000 1,000
Travel Expenses 177 0 0
Lease Payments 1,014 0 0
Other Improvements 418,772 0 0
Total Expenditures $507,983 $54,391 $61,510
FY 2023 FY 2024 FY 2025
GOLF COURSE MANAGEMENT Adopted Adopted
Actual Budget Budget
Golf Course Management
Services-Other Professional 1,108,971 900,000 986,662
Total Expenditures $1,108,971 $900,000 $986,662
FY 2023 FY 2024 FY 2025
GOLF COURSE CAPITAL Adopted Adopted
Actual Budget Budget
Golf Course Capital
Services-Other Professional 5,775 0 0
Other Improvements 0 0 60,000
Total Expenditures $5,775 $0 $60,000
227
WATERPARK FUND
WHO WE ARE:
The Water Park Fund is an Enterprise Fund,and contains the budget for Castaway Cove Water Park.Total revenues
and expenditures for this Enterprise Fund are estimated to be $1,913,500, which is a decrease from the previous
year of $725,334, or 27.49%. The FY 2024 budget included the use of $918,834 of Fund Balance to assist in the
purchase and installation of a new Mat Racer Attraction and Timing Light System approved by City Council on
March 19, 2024.
EXPENDITURES BY ACCOUNT
FY 2023 FY 2024 FY 2025
WATERPARK OPERATIONS Adopted Adopted
Actual Budget Budget
Castaway Cove Waterpark
Salaries-Operational 373 0 65,000
PT Temporary Operational 473,683 400,000 450,000
FICA 48,866 30,600 50,000
TMRS Year-End Pension Adjust. (36,231) 0 0
Year-End OPEB Adjustment (36,043) 0 0
Supplies-Motor Vehicle Fuel 3,709 3,000 3,000
Supplies-Minor Tools and Equip 47,103 7,000 7,000
Supplies-Minor Office Tools/Eq 840 1,000 1,000
Supplies-Office 4,819 4,000 4,000
Supplies-Janitorial 5,528 2,000 6,000
Supplies-Chemical 54,274 40,000 52,000
Supplies-Clothing and Uniforms 14,577 10,000 14,000
Supplies-Waterpark Food & Bev-CGS 185,653 165,000 215,000
Supplies-Waterpark Merchandise-CGS 29,381 30,000 30,000
Supplies-Other 20,438 35,000 35,000
Maintenance-Machine/Tools/Implements 581 0 2,500
Maintenance-Office Furniture/Equip 2,626 0 0
Maintenance-Other Equipment 41,833 0 40,000
Maintenance-Other Improvements 65,212 50,000 50,000
Maintenance-Buildings 11,186 0 12,000
Maintenance-Other Buildings 1,980 0 2,500
Maintenance-Other CCWP 4,681 0 15,000
Services-Telephone 10,303 8,934 12,061
Services-Electricity 50,079 76,700 75,000
Services-Water/Sewer/Sanitation 45,590 32,000 32,000
Services-Bank 29,699 30,000 37,000
Services-Consulting 98,502 0 69,000
Services-Other Professional 169,781 290,000 176,000
Services-Employee Physicals 4,409 4,000 4,000
Services-Advertising 173,912 150,000 155,000
Services-Binding/Printing 37 0 0
Worker's Compensation 4,741 0 0
228
WATERPARK FUND
FY 2023 FY 2024 FY 2025
WATERPARK OPERATIONS Actual Adopted Adopted
Budget Budget
Unemployment Compensation 2,902 0 0
Insurance Expense 47,240 65,000 74,212
Travel Expenses 9,558 16,000 12,000
In-Service Train/Tuition Asst 9,621 10,000 10,000
Memberships 5,243 2,600 7,500
Rent-Equipment 12,548 0 6,000
Postage/Freight 921 1,000 1,000
License/ Permit Expenses 5,112 10,000 6,612
Bad Debt Expense (10,092) 0 0
Other Expenditures 9,089 35,000 0
Other Structures 126,492 1,100,000 128,115
Other System Improvements 23,400 0 14,000
Machines/Tools/Implements 9,214 0 10,000
Pumps/Motors 23,751 30,000 30,000
Depreciation Expense 256,376 0 0
Capital Asset Contra Expense (182,857) 0 0
Total Expenditures $1,880,643 $2,638,834 $1,913,500
229
Ake 4i4
5
TEX AS
Special Revenue Funds
230
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 housing
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.
SPECIAL REVENUE FUND
FY 25
Proposed Budget
Fund Grants Other Revenue Total
Community Development
Community Development Block Grant $ 1,402,286 $ 1,402,286
Home Investment Partnership (HOME) 349,481 349,481
Housing Choice Voucher Program 4,954,686 206,000 5,160,686
Transportation Planning Grant 391,771 391,771
Health Department
Community and Rural Health 154,815 154,815
Community Clinical Linkage 149,011 149,011
Texas Healthy Communities 88,231 88,231
HIV 202,052 202,052
Infectious Disease 100,365 100,365
Tuberculosis 58,498 80,660 139,158
Immunization 168,789 107,500 276,289
Women, Infants,and Children (WIC) 1,200,956 1,200,956
Total Grants/Special Revenue Funds $ 9,220,941 $ 394,160 $ 9,615,101
231
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
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
Service Charges $ 10,113
Misc. Revenues 3,136
Intergovernment Rev. 1,203,986 1,438,808 1,402,286 (36,522) -2.54%
Total Revenues $ 1,217,235 $ 1,438,808 $ 1,402,286 $ (36,522) -2.54%
Expenditures
Personnel Services $ 270,474 $ 325,167 $ 330,382 $ 5,215 1.60%
Supplies 4,787 6,165 9,634 3,469 56.27%
Maintenance & Repair 57,924 45 190,043 189,998 422217.78%
Utilities/Other Sery 775,028 789,446 721,418 (68,028) -8.62%
Other Expenditures 58,560 80,351 50,809 (29,542) -36.77%
Non Cap Improvements - 237,634 100,000 (137,634) -57.92%
Capital Improvements 199,758 - - - -
Total Expenditures $ 1,366,531 $ 1,438,808 $ 1,402,286 $ (36,522) -2.54%
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)
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
Intergovernment Rev. 450,145 461,557 349,481 (112,076) -24.28%
Total Revenues $ 450,145 $ 461,557 $ 349,481 $(112,076) -24.28%
Expenditures
Personnel Services $ 11,837 $ 40,869 $ 33,127 $ (7,742) -18.94%
Maintenance& Repair (6,500) - - - -
Utilities/Other Sery 70,384 418,534 316,354 (102,180) -24.41%
Other Expenditures - 2,154 - (2,154) -100.00%
Total Expenditures $ 75,721 $ 461,557 $ 349,481 $(112,076) -24.28%
232
GRANTS/SPECIAL REVENUE FUNDS
The Housing Choice Voucher Program (formerly Section 8) is the federal government's major program for assisting 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$206,000 in interest earned
as interest rates are projected to rise substantially.
Housing Choice Voucher Program
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
Misc. Revenues 212,359 190,356 206,000 15,644 8.22%
Intergovernment Rev. 4,985,830 4,110,448 4,954,686 844,238 20.54%
Total Revenues $ 5,198,189 $ 4,300,804 $ 5,160,686 $ 859,882 19.99%
Expenditures
Personnel Services $ 470,839 $ 495,479 $ 481,289 $ (14,190) -2.86%
Supplies 24,717 45,750 40,400 (5,350) -11.69%
Maintenance & Repair 86 90 90 - 0.00%
Utilities/Other Sery 8,944 13,070 14,210 1,140 8.72%
Other Expenditures 4,259,823 3,746,415 4,624,697 878,282 23.44%
Capital Improvements 47,274 - - - -
Total Expenditures $ 4,811,683 $ 4,300,804 $ 5,160,686 $ 859,882 19.99%
233
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
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
Intergovernment Rev. 233,500 389,013 391,771 2,758 0.71%
Total Revenues $ 233,500 $ 389,013 $ 391,771 $ 2,758 0.71%
Expenditures
Personnel Services $ 207,620 $ 221,161 $ 233,000 $ 11,839 5.35%
Supplies 2,580 12,993 10,083 (2,910) -22.40%
Maintenance & Repair 6,753 7,700 8,000 300 3.90%
Utilities/Other Sery 8,820 124,542 123,517 (1,025) -0.82%
Other Expenditures 3,985 18,617 13,171 (5,446) -29.25%
Capital Improvements - 4,000 4,000 - 0.00%
Total Expenditures $ 229,758 $ 389,013 $ 391,771 $ 2,758 0.71%
234
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
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
Intergovernment Rev. 118,094 156,302 154,815 (1,487) -0.95%
Total Revenues $ 118,094 $ 156,302 $ 154,815 $ (1,487) -0.95%
Expenditures
Personnel Services $ 105,617 $ 133,779 $ 142,118 $ 8,339 6.23%
Supplies 6,091 8,662 3,207 (5,455) -62.97%
Maintenance & Repair 43 43 43 - 0.00%
Utilities/Other Sery 3,834 9,602 6,493 (3,109) -32.38%
Other Expenditures 2,509 4,216 2,954 (1,262) -29.93%
Total Expenditures $ 118,094 $ 156,302 $ 154,815 $ (1,487) -0.95%
The Community Clinical Linkage Grant is funded by the Texas Department of State Health Services and provides for the
Community and Clinical Health Bridge Program, which focuses on connecting community members to healthcare
resources.
Community Clinical Linkage Grant
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
Intergovernment Rev. 151,973 142,500 149,011 6,511 4.57%
Total Revenues $ 151,973 $ 142,500 $ 149,011 $ 6,511 4.57%
Expenditures
Personnel Services $ 105,924 $ 109,689 $ 115,862 $ 6,173 5.63%
Supplies 12,507 16,458 15,945 (513) -3.12%
Maintenance & Repair 86 86 129 43 50.00%
Utilities/Other Sery 31,669 10,190 7,425 (2,765) -27.13%
Other Expenditures 1,788 6,077 9,650 3,573 58.80%
Total Expenditures $ 151,973 $ 142,500 $ 149,011 $ 6,511 4.57%
235
GRANTS/SPECIAL REVENUE FUNDS
The Texas Healthy Communities Grant provides funds from the Texas Department of Health and Human Services to assist
the Health Department in the promotion of healthy living and the prevention of chronic diseases.
Texas Healthy Communities Grant
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
lntergovernment Rev. 80,076 85,185 88,231 3,046 3.58%
Total Revenues $ 80,076 $ 85,185 $ 88,231 $ 3,046 3.58%
Expenditures
Personnel Services $ 68,835 $ 69,975 $ 76,568 $ 6,593 9.42%
Supplies 581 9,182 5,270 (3,912) -42.60%
Utilities/Other Sery 9,250 4,263 3,573 (690) -16.19%
Other Expenditures 1,410 1,765 2,820 1,055 59.77%
Total Expenditures $ 80,076 $ 85,185 $ 88,231 $ 3,046 3.58%
The Human Immunodeficiency Virus (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
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference % Diff.
Revenues
lntergovernment Rev. 131,061 147,609 202,052 54,443 36.88%
Total Revenues $ 131,061 $ 147,609 $ 202,052 $ 54,443 36.88%
Expenditures
Personnel Services $ 180,398 $ 121,541 $ 185,413 $ 63,872 52.55%
Supplies 8,562 6,262 7,197 935 14.93%
Maintenance & Repair 86 - 43 43 -
Utilities/Other Sery 8,515 5,552 3,727 (1,825) -32.87%
Other Expenditures 5,574 14,254 5,672 (8,582) -60.20%
Total Expenditures $ 203,135 $ 147,609 $ 202,052 $ 54,443 36.88%
236
GRANTS/SPECIAL REVENUE FUNDS
The Infectious Disease Grant is funded by the Texas Department of State Health Services and allows for the surveillance
and epidemiology of infectious disease.
Infectious Disease
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference % Diff.
Revenues
Intergovernment Rev. 70,823 87,894 100,365 12,471 14.19%
Total Revenues $ 70,823 $ 87,894 $ 100,365 $ 12,471 14.19%
Expenditures
Personnel Services $ 64,210 $ 82,130 $ 95,929 $ 13,799 16.80%
Supplies 959 2,200 1,000 (1,200) -54.55%
Utilities/Other Sery 1,165 2,432 2,104 (328) -13.50%
Other Expenditures 4,489 1,132 1,332 200 17.67%
Total Expenditures $ 70,823 $ 87,894 $ 100,365 $ 12,471 14.19%
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 Grant
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference % Diff.
Revenues
Transfer In 32,853 54,711 80,660 25,949 0.00%
Intergovernment Rev. 60,873 42,446 58,498 16,052 37.82%
Total Revenues $ 93,726 $ 97,157 $ 139,158 $ 42,001 43.23%
Expenditures
Personnel Services $ 91,620 $ 87,887 $ 128,827 $ 40,940 46.58%
Supplies 768 2,393 2,693 300 12.54%
Maintenance & Repair - 43 43 - 0.00%
Utilities/Other Sery 825 2,297 2,503 206 8.97%
Other Expenditures 513 4,537 5,092 555 12.23%
Total Expenditures $ 93,726 $ 97,157 $ 139,158 $ 42,001 43.23%
237
GRANTS/SPECIAL REVENUE FUNDS
The Immunization Grant provides funds from the Texas Department of State Health Services for immunizations and
education related to communicable diseases.
Immunization Grant
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
Misc. Revenues 17,127 15,000 15,000 - 0.00%
Transfer In 21,844 135,855 92,500 (43,355) 0.00%
Intergovernment Rev. 179,106 168,789 168,789 - 0.00%
Total Revenues $ 218,076 $ 319,644 $ 276,289 $ (43,355) -13.56%
Expenditures
Personnel Services $ 206,131 $ 293,528 $ 250,693 $ (42,835) -14.59%
Supplies 3,570 10,476 10,176 (300) -2.86%
Maintenance & Repair 43 43 183 140 325.58%
Utilities/Other Sery 5,629 7,203 7,322 119 1.65%
Other Expenditures 2,996 8,394 7,915 (479) -5.71%
Total Expenditures $ 218,368 $ 319,644 $ 276,289 $ (43,355) -13.56%
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
FY 24 FY 25
FY 23 Adopted Proposed
Actual Budget Budget Difference %Diff.
Revenues
lntergovernment Rev. 992,350 1,008,132 1,200,956 192,824 19.13%
Total Revenues $ 992,350 $ 1,008,132 $ 1,200,956 $ 192,824 19.13%
Expenditures
Personnel Services $ 760,161 $ 825,659 $ 942,917 $ 117,258 14.20%
Supplies 106,051 46,000 124,396 78,396 170.43%
Maintenance & Repair 1,518 1,300 1,000 (300) -23.08%
Utilities/Other Sery 42,861 60,185 60,292 107 0.18%
Other Expenditures 81,758 74,988 72,351 (2,637) -3.52%
Total Expenditures $ 992,350 $ 1,008,132 $ 1,200,956 $ 192,824 19.13%
238
TEXAS.m T 1
A itC. 4 i 4 a5
Debt Service Fund
239
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
2013 CO Series Airport: This issuance is partially funded through property and sales tax. This issuance
funded phase two and phase three of the Regional Airport Terminal Project.
2015 GO Refunding Series A: This refunding was completed in 2015 and refunded 2006 Series A, a
Combination Tax and Revenue CO from 2006 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 2006 Series B, a
Combination Tax and Revenues CO from 2006 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 voter approved and is funded with property tax. This issuance funded
street repairs and maintenance.
2018 GO Refunding Series B:This 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.
240
DEBT SERVICE FUND
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.
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 issued 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
40,000,000
30,000,000 ----
20,000,000
10,000,000 ■
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
■General Obligation Combination Tax and Revenue Revenue
Source: City of Wichita Falls Annual Comprehensive Financial Report for the year ended 9/30/2023
241
DEBT SERVICE FUND
Debt Service Fund Summary FY 2025
Projected Beginning Balance $ 1,976,603
Revenues
Taxes 2.119.970
Contributions 1.887.352
Interest Income 204.000
Transfer In 1.503.494
Total Revenues $ 5,714,816
Expenditures
Debt Expenditures
2013 CO Series $ 1.361.644
2015 GO Refunding Series A 1,163.000
2015 GO Refunding Series B 325.762
2018 GO Series A 1.214.550
2018 Refunding Series B 731.600
2020 GO Series - Venue Tax 154.200
2021 GO Series 314.060
2021 GO Taxable Series 440.000
Paying Agent Fees 10.000
Total Expenditures $ 5,714,816
Ending Balance $ 1,976,603
242
DEBT SERVICE FUND
City of Wichita Falls,Texas
Debt by Issuance: Current as of 09/30/2023 Financial Audit
Range of Final Annual Bonds
Interest Maturity Serial Bonds Outstanding
Rates Date Payments Authorized At 9130/23
General Obligation Bonds:
General Obligation Refunding 2.00%- 9/01/26 $200,000 to $9,650,000 $ 3,190,000
Bonds,Series 2015A 5.00% $1,105,000
General Obligation Refunding 0.73%• 9/01/26 $110,000 to 2,885,000 910,000
Bonds,Series 2015E 3.48% $310,000
General Obligation Bonds, 2.00%- 9/01/38 $550,000 to 16,345,000 13,370,000
Series 2018A 5.00% $1,155,000
General Obligation Refunding 2.00%- 10/01/28 $80,000 to 6,170,000 3,935,000
Bonds,Series 2018E 4.00% $725,000
General Obligation Refunding 4.00% 9/01/31 $140,000 to 1,675,000 6,715,000
Bonds,Series 2021 $195,000
General Obligation Refunding 0.40%- 9/01/33 $435,000 to 7,595,000 1,385,000
Bonds,Taxable Series 2021 2.03% $865,000
Total General Obligation Bonds 29,505.000
Combination Tax and Revenue Bonds:
Combination Tax and Revenue 2.00%- 9/01/33 $530,000 to 19,875,000 11,485,000
Certificates of Obligation,Series 2013 3.375% $1,315,000
Combination Tax and Revenue 2.00%- 9/01/33 $505,000 to 13,000,000 1,955,000
Certificates of Obligation,Series 4.625% $905,000
2013A
Combination Tax and Revenue 0.00%- 3/01/45 $890,000 to 33,545,000 25,885,000
Certificates of Obligation,Series 2015 2.12% $1,425,000
Total Combination Tax and Revenue
Bonds 39,325,000
Revenue Bonds:
Water&Sewer System Revenue 2.00%- 8/01/27 $2,635,000 to 74,005,000 30,250,000
Refunding Bonds,Series 2016 5.00% $9,705,000
Venue Tax Revenue Bonds, 4.00% 9/01/50 $45,000 to 2,680,000 2,535,000
Series 2020 $150,000
Total Revenue Bonds 32,785,000
Total All Bonds $101.615,OQ0
243
DEBT SERVICE FUND
The chart below outlines the source of funding for debt payments for the Proposed FY 2025 Budget.
CITY OF WICHITA FALLS
Debt Service Schedule by Funding Source
Funding Source FY 2025
GENERAL OBLIGATION BONDS
4A Sales Tax Corporation 140,000
4B Sales Tax Corporation 1,747,352
Stormwater 407,050
Airport Operations 671,579
FFA Entitlement 270,065
West Texas Utility 154,800
Property Tax 2,119,970
Hotel Venue Tax 154,200
GENERAL OBLIGATION BONDS $5,665,016
WATER/SEWER BONDS
WATER/SEWER BONDS 12,717,233
TOTAL $18,382,249
244
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 collected from service charges. 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 Reuse 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 Expenditure line item. There are three outstanding debt issuances in
this fund. A description of each is listed on the following pages.
245
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 30,2023
Water and Sewer Revenue Bonds:
Change in net position(Exhibit A-8) $ 11,064,723
Add:
Depreciation and amortization $ 8,904,531
Interest expense and paying agent fees 2,219,148
Transfers out 1,880,468 13,004,147
Subtract:
West Texas Utilities water revenues 500,000
Gain(loss)on sale/abandonment of capital assets 28,525
Capital contributions from developers 2,207,260
Transfers in 784,916 (3,520,701)
Net earnings for determining debt service coverage $ 20,548,169
Priority Subordinate
Lien Bonds Lien Bonds
Net earnings for determining debt service coverage $ 20,548,169
Principal and interest requirements to maturity $ 33,495,500 $ -
Number of years remaining to pay bonds 4 N/A
Average annual principal and interest requirement 8,373,875 N/A
Minimum bond covenant debt service coverage 1.25 1.10
Minimum debt service coverage requirement 5 10,467,344 $ - 10,467,344
Excess over debt service coverage requirements $ 10,080,825
Source: City of Wichita Falls,Annual Comprehensive Financial Report for the Year Ended 09/30/2023
246
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.
247
A k. 4 i 4
.m T 1
TEXAS
Capital Improvement Plan
248
City of Wichita Falls, Texas
Capital Improvement Program
5 YEAR
2025 - 2029
TEXASA),cv 4,akr
249
111
] City of Wichita Falls, Texas
Pi#C4/Ta laff Finance Department
Capital Improvement Program
5 YEAR
Fiscal Years FY 2025 - 2029
Mayor Tim Short
Council Members
Bobby Whiteley
At Large
Michael Smith
District 1
Larry Nelson
District 2
Jeff Browning
District 3
Mike Battaglino
District 4
Tom Taylor
District 5
250
IICity of Wichita Falls,Texas
kh]_J• /•` // Summary of Capital Project Costs
/C l a 1 A
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Water and Sewer System $ 11,327,800 $ 7,875,000 $ 18,945,000 $ 38,400,000 $ 26,930,000 $ 103,477,800
Sanitation 4,037,327 4,937,177 9,254,961 3,486,884 2,741,228 24,457,577
Street System 3,545,360 3,756,500 3,943,575 4,144,254 4,348,966 19,738,655
Library, Parks and Recreation 2,715,000 610,000 9,280,000 12,290,000 300,000 25,195,000
Fleet Replacements 2,657,517 5,662,045 5,662,045 5,662,045 5,662,045 25,305,697
Storm water System 2,173,911 1,000,000 1,251,089 250,000 2,500,000 7,175,000
MPEC 1,583,000 1,200,000 1,500,000 1,600,000 600,000 6,483,000
Transit 1,380,000 5,956,500 1,506,075 1,423,879 1,495,073 11,761,527
Traffic Systems 815,528 700,000 720,000 700,000 730,000 3,665,528
Information Technology 665,009 2,287,008 5,677,008 677,008 365,154 9,671,187
Buildings and General Facilities* 215,000 250,000 100,000 100,000 2,798,824 3,463,824
Water Park 182,115 100,000 100,000 100,000 100,000 582,115
Golf Course 60,000 60,000 60,000 60,000 60,000 -
Airport Improvements" - 11,775,000 4,000,000 3,000,000 500,000 19,275,000
Total $ 31,357,567 $ 46,169,230 $ 61,999,753 $ 71,894,070 $ 49,131,290 $ 260,551,910
Sources of Funding:
Water/Sewer Operating Funds $ 11,327,800 $ 7,875,000 $ 18,945,000 $ 38,400,000 $ 26,930,000 $ 103,477,800
General Operating Funds 7,198,414 12,110,553 10,170,628 10,007,207 10,168,760 49,655,562
Sanitation Operating Funds 5,137,327 6,092,177 10,466,961 4,762,984 4,078,633 30,538,082
Stormwater Operating Funds 2,173,911 1,000,000 1,251,089 250,000 2,500,000 7,175,000
Venue Tax and Hotel/Motel Tax 1,583,000 1,200,000 1,500,000 1,600,000 600,000 6,483,000
FTA Grant Funds 1,380,000 5,956,500 1,506,075 1,423,879 1,495,073 11,761,527
General Capital Funds 2,315,000 - - - - 2,315,000
Water Park Operating Funds 182,115 100,000 100,000 100,000 100,000 582,115
Golf Course Operating Funds 60,000 60,000 60,000 60,000 60,000 300,000
FAA Grant Funds** - 11,775,000 4,000,000 3,000,000 500,000 19,275,000
4B Funds - - - 3,300,000 - 3,300,000
Undetermined Funds - - 14,000,000 8,990,000 2,698,824 25,688,824
Total $ 31,357,567 $ 46,169,230 $ 61,999,753 $ 71,894,070 $ 49,131,290 $ 260,551,910
Public Safety Facilities Replacement plan is pending development by Council appointed committee and not included
**Airport Funds supported by FAA Grant Funds are not included in the operating budget but are allocated through ordinance
Combined 5 Year Estimated Funding Sources
2.49%
1.27%
11.91% 9.86%
Operating Revenue
64.98%
■Venue and Hotel/Motel Tax •Operating Funds ■Grants •4B Funds i Undetermined
251
City of Wichita Falls,Texas
; L �// Water and Sewer Fund Capital Improvements
C4I fit /c+(fs FY 2025-2029
TEXAS
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Lake Ringgold $ 5,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 9,000,000
Water Main Replacement 1,820,000 2,030,000 2,030,000 2,030,000 2,030,000 9,940,000
20"AC Water Main Replacement - - 6,000,000 - - 6,000,000
18"SSC Water Main Replacement - 600,000 600,000 600,000 600,000 2,400,000
Sewer Line Replacement 1,750,000 1,750,000 1,750,000 1,750,000 1,750,000 8,750,000
Lift Station Rehabilitation 750,000 750,000 750,000 750,000 750,000 3,750,000
Microfiltration Elements 350,000 350,000 350,000 350,000 350,000 1,750,000
Reverse Osmosis Elements 250,000 250,000 250,000 250,000 250,000 1,250,000
Large Valve Replacement Program 200,000 200,000 200,000 200,000 200,000 1,000,000
Water Distribution Facility - - - - 20,000,000 20,000,000
Cypress Water Plant Rehabilitation - - 1,500,000 15,000,000 - 16,500,000
Jasper Plant Rehabilitation - 160,000 1,300,000 14,500,000 - 15,960,000
Ground Storage Tank Repairs - - 100,000 1,900,000 - 2,000,000
Motors&Pumps 596,000 - - - - 596,000
Lake Kickapoo Water Pumps - 150,000 1,500,000 - - 1,650,000
Equipment& Instruments 611,800 585,000 65,000 70,000 - 1,331,800
SCADA Lift Station System - 50,000 1,550,000 - - 1,600,000
Total $ 11,327,800 $ 7,875,000 $ 18,945,000 $ 38,400,000 $ 26,930,000 $ 103,477,800
Source of Funds:
Water/Sewer Operating Funds $ 11,327,800 $ 9,875,000 $ 20,945,000 $ 40,400,000 $ 26,930,000 $ 109,477,800
Total $ 11,327,800 $ 9,875,000 $ 20,945,000 $ 40,400,000 $ 26,930,000 $ 109,477,800
5 Year Expenditure Trend
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000 . ■
$-
2025 2026 2027 2028
252
la- ______ City of Wichita Falls,Texas
�, � �f�S Water and Sewer Fund Capital Improvements
/C J a q FY 2025-2029
T E X A 5
Project: Lake Ringgold Department: Public Works
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 5,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 9,000,000
Description:
Money budgeted for permitting of Lake Ringgold. Currently, the next
permit required would be the 404 permit, Section 404 of the Clean Water
Act.
Project Schedule:
Design: Ongoing
Bid: Ongoing
Construction: Ongoing
Funding Source: Estimated Project Cost: iiii
Design $ -
Water/Sewer $ 9,000,000 Construction $ -
Other $ - Land $ -
Other $ 9,000,000
Total $ 9,000,000 Total $ 9,000,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Lake Ringgold Permit - 5,000,000 1,000,000 1,000,000 1,000,000 1,000,000 $ 9,000,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ - $5,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 9,000,000
Notes:
253
T-1° -- City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
,G4i ft 7(5' FY 2025-2029
T E X A S
Project: Emergency Water Line Replacement Department: Water Distribution
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ 1,570,000 $1,820,000 $2,030,000 $ 2,030,000 $2,030,000 $2,030,000 $11,510,000
Description:
Emergency Water Line Replacement. Each year we budget to replace a •' ry
portion of the 580 miles of water distribution lines, in order to keep up "'1' '' ' a .:. : ,
with aging infrastructure. Cost of pipe and labor continues to rise, and s ; _ „#. 4, '
values should be adjusted every few years for inflation.
, : �, r`
Project Schedule: "•� "
i
Design: Ongoing ; '' ,
Bid: Ongoing ' S
Construction: Ongoing I." `
Funding Source: Estimated Project Cost: .
Design $
Water/Sewer $ 9,940,000 Construction $ 9,940,000 * r m !`- '
Other $ - Land $ �, '-• . . p
Other $
Total $ 9,940,000 Total $ 9,940,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Emergency Replacement - - 30,000 30,000 30,000 30,000 $ 120,000
Water Main Replacement - 1,750,000 2,000,000 2,000,000 2,000,000 2,000,000 $ 9,750,000
Water Line Upsizing - 70,000 - - - - $ 70,000
- - - - - - $ -
- - - - - - $ -
Total $ - $ 1,820,000 $ 2,030,000 $2,030,000 $2,030,000 $ 2,030,000 $ 9,940,000
Notes:
254
City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
i�G4 7 /6. FY 2025-2029
T E X A 5
Project: 20"AC Water Main Replacement Department: Water Distribution
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 6,000,000 $ - $ - $ - $6,000,000
Description:
Replace a section of 20" AC water main each year from Pleasant View '"r* - ",` w A t'7
Dr to SAFB over 5 years. Replacement is based on condition of the line, r " , t' i "
diffuculty of repair, leak history, and disruption of service to SAFB when .» - 0,m om.., *. .
repairs are needed. t s .
,, "n A 9
';•
Project Schedule: yaw
Design: 2026 µ -
Bid: 2026 "'
Construction: 2026 x ';
Funding Source: Estimated Project Cost: '
Design $ - -
Water/Sewer $ 6,000,000 Construction $ 6,000,000 _,-•.a *`• 4 ' Y
Other $ - Land $ '�
Other $ -
Total $ 6,000,000 Total $ 6,000,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Replace Water Main - - 6,000,000 - $ 6,000,000
- - - - - - $
- - - - - - $
- - - - - $
Total $ - $ - $ 6,000,000 $ - $ - $ - $ 6,000,000
Notes:
255
City of Wichita Falls,Texas
iirl- —
Water and Sewer Fund Capital Improvements
k4i ici - f(s FY 2025-2029
T E X A 5
Project: 18"SSC Water Main Replacement Department: Water Distribution
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $3,000,000
Description: • oil III 1Ni
Replace aging 18" SSC Water Main serving Industrial/Comercial along 1 d ,-, • Iv, Y ,:
-. .
44 and Burkburnett. This is the main trunk main that feeds from the `.i — ; gip, '
City's north pressure plane to Burkburnett, along with several industrial
customers along 1-44. Due to age, and number of previous repairs, this �" a
line is in need of replacement. ,. - 4 - 31 .,v
Project Schedule: .'' ' mow'
Design: Ongoing :. ,r,,,,,•' ,�q
Bid: Ongoing v T,
Construction: Ongoing
Funding Source: Estimated Project Cost:
Design $ - ,
Water/Sewer $ 3,000,000 Construction $ 3,000,000 e ,
Other $ Land $ " li 4Ati,
Other $ - 1
rk'
Total $ 3,000,000 Total $ 3,000,000 *.
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Replace Water Main - 600,000 600,000 600,000 600,000 600,000 $ 3,000,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ - $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 3,000,000
Notes: Replace a section of 18"SSC water main with 20" PVC each year from Reilly Rd to 8600 1-44 over 5 years.
256
il .---
City of Wichita Falls,Texas
/ Water and Sewer Fund Capital Improvements
Ai,G(4/4 ((S FY 2025-2029
_` TEXAS
Project: Sanitary Sewer Line Replacement Department: Wastewater Collection
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ 1,540,000 $1,790,000 $ 1,790,000 $ 1,790,000 $ 1,790,000 $ 1,790,000 $10,490,000
Annual sewer line replacements. Each year a portion of the 550 mile .- ^- ' - �` - *_
sewer collections system is budgeted for repair. In order to keep up with - ,, itioil, r
aging infrastructure, and increasing costs for pipe and labor, this figure ,,,'" y�li�
should be adjusted every few years to keep up with rising costs. .,.
Project Schedule: '
Design: Ongoing ', .
Bid: Ongoing
Construction: Ongoing
Funding Source: Estimated Project Cost: ' Oak
Design $ �a
Water/Sewer $ 10,490,000 Construction $ 10,490,000 ._'
Other $ - Land $ .
Other $ - .
Total $ 10,490,000 Total $ 10,490,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Sewer Line Replacement 1,500,000 1,710,000 1,710,000 1,710,000 1,710,000 1,710,000 $ 10,050,000
Emergency Repairs 40,000 40,000 40,000 40,000 40,000 40,000 $ 240,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ 1,540,000 $ 1,750,000 $ 1,750,000 $1,750,000 $1,750,000 $ 1,750,000 $ 10,290,000
Notes:
257
City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
\---1;t1GAT r!(s FY 2025-2029
TEXAS
Project: Sewage Pump Station Rehabilitation Department: Wastewater Treatment/Public Works
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 3,750,000
Description:
Current plans are rehabilitating 3 lift stations per year. This would put 1„
the complete system on a 20-year cycle. The wastewater is very ,,jts -,, „ s
corrosive to the materials used in lift station construction, and more �,�
often than not, lift stations have to be replaced instead of repaired.
oP•�;���g asp � n ,�
."7, f °
Project Schedule:
Design: Ongoing
Bid: Ongoing g', ,,
Construction: Ongoing .
Funding Source: Estimated Project Cost:
Design $ - r
Water/Sewer $ 4,482,500 Construction $ 4,482,500
Other $ - Land $
Other $ -
Total $ 4,482,500 Total $ 4,482,500
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Lift Station Rehab 400,000 750,000 750,000 750,000 750,000 750,000 $ 4,150,000
Pump Impeller Replacements 12,000 - - - - - $ 12,000
Blower Bearing Replacements 52,500 - - - - - $ 52,500
Painting Project 18,000 - - - - - $ 18,000
Lift Station Odor Control 250,000 - - - - - $ 250,000
Total $ 732,500 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 4,482,500
Notes:
258
City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
U-4/4 l Ri(S FY 2025-2029
T e x a s
Project: Micro Filtration Elements Department: Water Purification
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ 330,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $2,080,000
Description:
The RO elements need to be replaced approximately every 7 years. isiiiiiii. ip iii
riilf
This may vary some, due to feed water quality. The membranes
degrade over time, and replacement is required.
difilkib
AIPAIMMIF
Project Schedule:
Design: Ongoing
Bid: Ongoing
Construction: Ongoing 4'
Funding Source: Estimated Project Cost:
Design $ -
Water/Sewer $ 2,080,000 Construction $ 2,080,000 41 p,
Other $ - Land $ -
Othar $ TEXAS
S
Total $ 2,080,000 Total $ 2,080,000 I
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
MicroFiltration Elements 330,000 350,000 350,000 350,000 350,000 350,000 $ 2,080,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ 330,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 2,080,000
Notes:
259
City of Wichita Falls,Texas
Water and Sewer Fund Capital i4 7 i(s Improvements
�G4 FY 2025-2029
T E X A 5
Project: Reverse Osmosis Elements Department: Water Purification
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ 230,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,480,000
Description:
The RO elements need to be replaced approximately every 7 years. � ,
.111r
This may vary some, due to feed water quality. The membranes
degrade over time, and replacement is required.
w
—fir x _-:
s 7,1no„..,�� C
tM=
Project Schedule: ii l'
Design: Ongoing , 11 �x rrr omot.
Bid: Ongoing *p witiEr b
Construction. Ongoing �..,• �
Funding Source: Estimated Project Cost:
Design $ - <
Water/Sewer $ 1,480,000 Construction $ 1,480,000
Other $ - Land $ -
Other $ -
Total $ 1,480,000 Total $ 1,480,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
RO Elements 230,000 250,000 250,000 250,000 250,000 250,000 $ 1,480,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ 230,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,480,000
Notes:
260
City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
�G4i 7
/6. FY 2025-2029
T E X A 5
Project: Large Valve Replacement Program Department: Water Distribution
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,200,000
Description: '
, �.
Annual large valve replacement program. Each year,we replace several ,`At W; - �.
large valves in the water distribution system that are broken or +,k:, ,, t"
inoperable. These valves are typically on large transmission mains, and If . "
when these large valves are broken, it can cause a large area to be
without water during a repair on that water main. lY
{ 41
Project Schedule:
Design: Ongoingrq
Bid: Ongoing
Construction: Ongoing `}
Funding Source: Estimated Project Cost:
Design $ -
Water/Sewer $ 1,200,000 Construction $ 1,200,000
Other $ - Land $ - — J
Other $ i
Total $ 1,200,000 Total $ 1,200,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Annual Valve Program 200,000 200,000 200,000 200,000 200,000 200,000 $ 1,200,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,200,000
Notes:
261
F-1-- —___ City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
Ai,G4/4 5 FY 2025-2029
TEXAS
Project: Construction of New Water Distribution Facility Department: Water Distribution
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ - $ - $ - $20,000,000 $20,000,000
Description:
The new construction is proposed to be located at the Cypress Water I 4'
e
Treatment Plant in the lot shared with the Kell West Elevated Storage. 1 ,
This new complex will replace the current Water Distribution facility that
i
is over 100 years old and is in need of major repair and renovation.
Additionally, the current facility located at 801 Jacksboro Hwy has no � I
ic�
room for further growth and has exceeded its useful life expectancy. ,', s.°" 7;,-
Project Schedule: 1,
Design: 2029
Bid: 2029
Construction: 2029 - /.
Funding Source: Estimated Project Cost: /- ' . %
Design $
Water/Sewer $ 20,000,000 Construction $ 20,000,000x --,. -,
Other $ Land $ - ;,, s, ,may` "';f' :'
Other $ -
Total $ 20,000,000 Total $ 20,000,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Construction of Facility - - 20,000,000 $ 20,000,000
- - - - - - $
- - - - - - $
- - - - - - $
- - - - - - $
Total $ - $ - $ - $ - $ - $20,000,000 $ 20,000,000
Notes:
262
City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
lie 4i �(s
T E X A S FY 2025 2029
Project: Cypress 61 Plant Rehabilitation Department: Water Purification
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 1,500,000 $15,000,000 $ - $ - $16,500,000
Description: • . '' "` 4;
The Cypress 1961 Plant is currently inoperable and needs to be _
„ .. t
rehabbed to bring online. Rehab would include new slide gates for raw m R, i„I .s� .°`" - 254,4
water feed, new flocculators, resurfacing the basin floors and walls, . 't` ;; 3f ,„.„.„,,...,,,,,,„
i' t
repairing and repainting the scrapers, replacing the settled water )(K, , " ` "
..atlaunders, replacing the filter surface wash, replacing filter influent and , - `%� w` , ' ", —
effluent valving, replacing filter controls and adding SCADA feedback, >., h -
repairing/replacing finished water piping. •a. „ . ; t "s a v
Project Schedule: trA
Design: 2026
Bid: 2026 e,
intio.,,4%
,
Construction: 2027 i 4'i, ..7 2:. _ / , ", ‘„ '..
Funding Source: Estimated Project Cost:
Design $ 1,500,000 'x ,, -:
Water/Sewer $ 16,500,000 Construction $ 15,000,000
Other $ - Land $ -
Other $
Total $ 16,500,000 Total $ 16,500,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Construction - - 15,000,000 - - $ 15,000,000
Design - 1,500,000 - - - $ 1,500,000
- - - - - - $ -
- - - - - - $
- - - - - - $ -
Total $ - $ - $ 1,500,000 $ 15,000,000 $ - $ - $ 16,500,000
Notes:
263
City of Wichita Falls,Texas
�(j, Water and Sewer Fund Capital Improvements
\--1;11);:c4ik, . FY 2025-2029
TEXAS
Project: Jasper Treatment Plant Rehab Department: Water Purification
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ - $ 300,000 $14,500,000 $ - $14,800,000
Description: �� "
1'.
A new pump station is required to use the full range of the ground
storage at Jasper Water Treatment Plant. Updating pumps will require a +'
new pump station due to current electrical codes and space 1 " I , 1
requirements inside the current high service pump station. This would a, J 11 ;a;�-
also allow operators to pump the full capacity of the plant. E� - + lil f7411v�a ,
Project Schedule: . ,,.
Design: 2027
Bid: 2027
Construction: 2028 a ,
,.g
Funding Source: Estimated Project Cost:
Design $ 300,000
Water/Sewer $ 14,800,000 Construction $ 14,500,000
Other $ - Land $ -
Other $ -
Total $ 14,800,000 Total $ 14,800,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Design - - - 300,000 - - $ 300,000
Construction - - 14,500,000 - $ 14,500,000
- $ -
- $ -
- $ -
- $ -
Total $ - $ - $ - $ 300,000 $14,500,000 $ - $ 14,800,000
Notes:
264
PL -
City of Wichita Falls,Texas
Water and Sewer Fund Capital i4 7 /(s Improvements
�G4 FY 2025-2029
T E X A 5
Project: North Beverly Ground Storage Tank Replacement Department: Water Purification
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ - $ 100,000 $ 1,900,000 $ - $2,000,000
Description:
The current ground storage tanks are in need of repairs, and due to the
amount of water used in the North Pressure Plane, the current size
needs to be upgraded.
Project Schedule:
Design: 2027
Bid: 2027
Construction: 2028
Funding Source: Estimated Project Cost:
Design $ 100,000
Water/Sewer $ 2,000,000 Construction $ 1,900,000
Other $ - Land $ -
41.1.111-E FIX (
Other $ 1
Total $ 2,000,000 Total $ 2,000,000 \11111:111111;11211111: 4 A S
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Design - - 100,000 - - $ 100,000
GST Construction - - 1,900,000 - $ 1,900,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ - $ - $ - $ 100,000 $ 1,900,000 $ - $ 2,000,000
Notes:
265
City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
�,� ik l Rf(S FY 2025-2029
T e x A s
Project: Motors and Pumps Department: Water Purification
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 596,000 $ - $ - $ - $ - $ 596,000
Description:
Several large pumps and motors at the River Road Resource Recovery
treatment plant are in need of replacement due to age. These pumps
and motors are critical to operation of the plant and lift stations.
Project Schedule:
Design: N/A
Bid: N/A
AI 0
Construction: N/A
Funding Source: Estimated Project Cost:
Design $ - A 5
Water/Sewer $ 596,000 Construction $ -
Other $ - Land $ -
Other $ 596,000
Total $ 596,000 Total $ 596,000 TEXAS
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Return Activated Sludge Motors - 392,000 - - - - $ 392,000
Lagoon Pump Rehab 76,000 - - - - $ 76,000
Sludge Pump Stators - 26,000 - - - - $ 26,000
Flygt Pump - 53,000 - - - - $ 53,000
Trailer Mounted Pump - 49,000 - - - - $ 49,000
Total $ - $ 596,000 $ - $ - $ - $ - $ 596,000
Notes:
266
PL -
City of Wichita Falls,Texas
Water and Sewer Fund Capital i4 7 /(s Improvements
�G4 FY 2025-2029
T E X A 5
Project: New Lake Kickapoo Pump Station Department: Water Source
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 150,000 $ 1,500,000 $ - $ - $ 1,650,000
Description:
Lake Kickapoo pump station was constructed in 1945 and is in need of
replacement.
Project Schedule:
Design: 2026
Bid: 2026
Construction: 2027
Funding Source: Estimated Project Cost: 11111i) iiii
Design $ 150,000
'11111111111.111111°P41.1. Plf
Water/Sewer $ 1,650,000 Construction $ 1,500,000
Other $ - Land $ -
Other $ TEXAS
Total $ 1,650,000 Total $ 1,650,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Design - - 150,000 - - - $ 150,000
Construction - - 1,500,000 - - $ 1,500,000
- - - - - - $
- - - - - - $ -
- - - - - - $ -
Total $ - $ - $ 150,000 $ 1,500,000 $ - $ - $ 1,650,000
Notes:
267
PL -
City of Wichita Falls,Texas
Water and Sewer Fund Capital i 4 7 /(s Improvements
�k ' FY 2025-2029
"�� T E X A 5
Project: Other Equipment&Ancillary Items Department: Water and Sewer
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 611,800 $ 585,000 $ 65,000 $ 70,000 $ - $ 1,331,800
Description:
APPROMIPPOP
Project Schedule:
Design: N/A
Bid: N/A
' lestitc41/10iFrii
Construction: N/A
Funding Source: Estimated Project Cost:
Design $ -
Water/Sewer $ 1,331,800 Construction $ -
Other $ - Land $ -
Other $ 1,331,800
Total $ 1,331,800 Total $ 1,331,800
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Refurbish Belt Press - 350,000 - - - - $ 350,000
Replace Belt Press Accessories - 83,000 - - - - $ 83,000
RO Train Conductivity Controllers - 49,000 - - - - $ 49,000
Gas Detectors w/Docking Stations - 36,800 - - - - $ 36,800
SMART FLOW Sensor System - 33,000 - - - - $ 33,000
SO2 Crane Rail Replacement - 30,000 - - - - $ 30,000
Lime Pinch Valve Actuators - 28,000 - - - - $ 28,000
Drafter Computer - 2,000 - - - - $ 2,000
JetVac Recycle Unit - - 585,000 - - - $ 585,000
Mini-Excavator - - - 65,000 - - $ 65,000
Dump Truck - - - - 70,000 - $ 70,000
Total $ - $ 611,800 $ 585,000 $ 65,000 $ 70,000 $ - $ 1,331,800
Notes:
268
City of Wichita Falls,Texas
Water and Sewer Fund Capital Improvements
�,�4� ((S FY 2025-2029
T e x A s
Project: Study&Installation of SCADA System Department: Wastewater Treatment
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 50,000 $ 1,550,000 $ - $ - $ 1,600,000
Description:
=M IN.MRIP w O. {I I.I L.
j P
•
Current communications are obsolete, and spare parts are no longer ,,' ii ,dlp,,5,y
being manufactured. This will also allow SCADA to get more feedback 111
and control of each station. 1101 04
ti
00.
44
Project Schedule:
Design: 2026 r
Bid: 2026 i I "'
Construction: 2027 �f """" `\ ' , 1111
1 i " i
Funding Source: Estimated Project Cost: tj °�'^° �°^� n
$nnaP tn'Am tl M
Design $ Existing Pumping Station i Out St�lfln
Water/Sewer $ 1,600,000 Construction °"""`�°°°""""�"'A"
Other $ - Land $ -
Other $ 1,600,000
Total $ 1,600,000 Total $ 1,600,000
. - i 4. -ion 41Y-: 41Y o a
SCADA System - - 50,000 1,550,000 - $ 1,600,000
Total $ - $ - $ 50,000 $ 1,550,000 $ - $ - $ 1,600,000
Notes:
269
City of Wichita Falls,Texas
fC4Ff� �// Sanitation Fund Capital Improvements
m FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Collection Vehicles $ 2,238,979 $ 2,205,677 $ 2,315,961 $ 2,431,759 $ 2,553,347 $ 11,745,723
Transfer Station Facilities 385,000 50,000 52,500 55,125 187,881 730,506
Landfill Vehicles& Equipment 1,413,348 895,000 - 1,000,000 - 3,308,348
Landfill Active Gas Collection - 300,000 5,400,000 - - 5,700,000
Landfill Liner Construction - 1,486,500 1,486,500 - - 2,973,000
Total $ 4,037,327 $ 4,937,177 $ 9,254,961 $ 3,486,884 $ 2,741,228 $ 24,457,577
Source of Funds:
Sanitation Operating Funds $ 4,037,327 $ 8,530,000 $ 2,750,000 $ 4,665,000 $ 3,280,000 $ 23,262,327
Total $ 4,037,327 $ 8,530,000 $ 2,750,000 $ 4,665,000 $ 3,280,000 $ 23,262,327
5 Year Expenditure Trend
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
2025 2026 2027 2028 2029
270
il -- City of Wichita Falls,Texas
a I CkG , ��5 Sanitation Capital Improvements
\` d R FY 2025-2029
TEXAS
Project: Collection Equipment&Vehicle Replacements Department: Sanitation
Projected Financial Plan
2026
7
$Prior Year $2 2025
3,238 979 I $2,205,677 I $ 2?315,961 I $2,401,759 I $2 553 347 I $11,745,723
Description:
The replacement cycle for collection vehicles has been determined to �f 1 , +x' �"}
be three Automated Sideloads (ASL) curbside service vehicles, one '" ,".; ,,,, °'
Alley Sideload and one Commercial Front Load (FEL). Other equipment •
and vehicles are determined based on age and industry standards. I �'" a "° _ .
p
'S a '
Project Schedule:
Design: Ongoing ,� k • v.'
Bid: Ongoing 1 m
Construction: Ongoing Y
Funding Source: Estimated Project Cost:
Design $ : — M -,._ ,.
— 161
Sanitation $ 11,745,724 Construction $ „ "" ";
Other $ - Land $ 1) +r ¢la...
_ ate,.,
Other $ 11,745,724 ` -
Total $ 11,745,724 Total $ 11,745,724
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Automated Sideload Trucks(3) 1,313,871 1,379,565 1,448,543 1,520,970 1,597,018 $ 7,259,967
Alley Sideload Trucks 343,190 360,350 378,367 397,285 417,150 $ 1,896,341
Commercial Front End Loader 443,584 465,763 489,051 513,504 539,179 $ 2,451,082
Container Carrier 113,334 - - - - $ 113,334
Roll Off Trailer - 25,000 - - - - $ 25,000
Total $ - $2,238,979 $ 2,205,677 $2,315,961 $2,431,759 $ 2,553,347 $ 11,745,724
Notes:
271
City of Wichita Falls,Texas
\__PbiotAfe.
��5 Sanitation Capital Improvements
j d Q FY 2025-2029
T e x A s
Project: Transfer Station Facility Maintenance Department: Sanitation
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 385,000 $ 50,000 $ 52,500 $ 55,125 $ 187,881 $ 730,506
Description:
•
The Transfer Station walls are moving causing serious spalling along
°" -. ,, •. _
the joints. The City Engineering Division coordinated with Shinpaugh
Engineering to determine proper structural repair options.
ip
Project Schedule:
Design: 2024 ;' _ ..
Bid: 2024 z ...
Construction: 2025
Funding Source: Estimated Project Cost: Is - � y_
Design $ - 4 , �_
Sanitation $ 730,506 Construction $ 730,506 . Y
Other $ - Land $ - -� w,
Other $ - - -
Total $ 730,506 Total $ 730,506 : .
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Structural Repair of TS Walls - 385,000 - - - - $ 385,000
Access Road Maintenance - - 50,000 52,500 55,125 57,881 $ 215,506
Scale Replacements - - - - - 130,000 $ 130,000
- - - - - - $ -
Total $ - $ 385,000 $ 50,000 $ 52,500 $ 55,125 $ 187,881 $ 730,506
Notes:
272
City of Wichita Falls,Texas
PL -
\ A 4/G ]
.� q f6 Sanitation Capital Improvements
FY 2025-2029
T E X A 5
Project: Landfill Equipment&Vehicles Replacements Department: Sanitation
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $1,413,348 $ 895,000 $ - $ 1,000,000 $ - $3,308,348
Description:
The Landfill has multiple types of vehicles and equipment necessary to
operate and maintain a Type I landfill and composting facility per TCEQ
rules and regulations. Replacements are scheduled based on age and
industry standards. The Grinder is essential in the composting process
to shred organic material, large-diameter wood, such as tree trunks, and
brushy debris. The compost program is a vital part to the diversion of
organics from the landfill, otherwise it would break down to biogas
containing methane that harm the environment. Composting has also
allowed the wastewater sludge to be diverted from the landfill, continuing " .
I
to save money in the water treatment process, disposal process and
increasing the life of the landfill. Most importantly, by diverting the I :r
wastewater sludge and other organics, the landfill will be able to operate r, fl,
for many more years.
Project Schedule: �
� *A m 1.I
Design: Ongoing : '7 l I r t„
Bid: Ongoing
Construction: Ongoing ,
Funding Source: Estimated Project Cost:
Design $ -
Sanitation $ 3,308,348 Construction $ -
Other $ Land $ r e. ._.
Other $ 3,308,348
Total $ 3,308,348 Total $ 3,308,348 - An
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Horizonal Grinder Unit 1,370,408 - - - - $ 1,370,408
Scraper(Unit 1059) - - 895,000 - - - $ 895,000
Replace D-9 Dozer - - - - 1,000,000 - $ 1,000,000
Windscreens - 42,940 - - - - $ 42,940
Total $ - $ 1,413,348 $ 895,000 $ - $ 1,000,000 $ - $ 3,308,348
Notes:
273
City of Wichita Falls,Texas
IP. -
\ A 4/G ]
.� q f6 Sanitation Capital Improvements
FY 2025-2029
T E X A 5
Project: Landfill Active Gas Collection Department: Sanitation
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 300,000 $ 4,000,000 $ - $ - $4,300,000
Description: 1 3 � ' t'
The Biden Administration adopted the EPA regulations reducing i
Emmision Guidelines (EG) from 50 to 34mg Non-Methane Organic
Chemicals (NMOC). The current landfill projection will exceed 34 mg/yr I
in November 2024 which will trigger the need to install an active gas ,,, u
collection system within 30 months of exceedence (May 2027).
Consulting engineers have projected that the cost to install the initial
portion of the gas system will now be $5,700,000. Prices on everything & i
i ' . N
from materials to installation have been on the rise over the last 2-3 'IIL L+TI sw ro.
years. That cost includes design, flare purchase and installation, well `' , r" "r I•• , ±',
drilling, piping installation, and CQA/surve
- " ' ter. ro Ak` :. *
Project Schedule: ;_
Design: 2025
Bid: 2025c,
Construction: 2026 .,j, s IN- r
Funding Source: Estimated Project Cost:
Design $ 300,000
Sanitation $ 4,300,000 Construction $ 4,000,000
Other $ - Land $ , , , .
Other $ - ",,(,',+ 1, :,w"
Total $ 4,300,000 Total $ 4,300,000 ' "',:, ,,,,' . -
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Landfill Gas Collection Design - - 300,000 - - - $ 300,000
Landfill Gas Collection - - 5,400,000 - - $ 5,400,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ - $ - $ 300,000 $5,400,000 $ - $ - $ 5,700,000
Notes:
274
City of Wichita Falls,Texas
\__PbiotAfe.
��5 Sanitation Capital Improvements
j d Q FY 2025-2029
T e x a s
Project: Landfill Liner Construction Department: Sanitation
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 1,486,500 $ 1,486,500 $ - $ - $2,973,000
Description: ,
Periodically we need to construct a new cell for waste disposal. This , .„�;- '"
requires constructing a composite plastic/clay liner to protect the
environment from the leachate generated by the trash. Timing on cell
construction is based on annual trash volumes that we collect each
year. The liner must be designed and permitted in advance of
construction. When the cells are designed and constructed, 2 to 3 cells • t
will need to be completed at the same time because of the elevation in ti,
which trash may be buried now. Therefore, total construction of new
cells and closure of used cells is expected to cost approximately$8.8M µ m '
which may be needed as early as 2030. '—'. -
_-_-
Project Schedule:
Design: TBD 0 - -., -
Bid: TBD
Construction: TBD
Funding Source: Estimated Project Cost:
Design $ 2,973,000 '" -
Sanitation $ 2,973,000 Construction $ -
Other $ - Land $ -
Other $ w
Total $ 2,973,000 Total $ 2,973,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Liner Construction Escrow - - 1,486,500 1,486,500 - - $ 2,973,000
Total $ - $ - $ 1,486,500 $ 1,486,500 $ - $ - $ 2,973,000
Notes:
275
City of Wichita Falls,Texas
lC4 � Streets Capital Improvements
Ffm /.;4S FY 2025-2029
TEXAS
The City has over 540 miles of roadway to be maintained. The City conducted a Street Assessment of all the roadways on a 4-year rotation. The life
expectancy for most of the street surfaces in this city is about 15 to 20 years. The assessment recommends at least$7M in funding per year to maintain the
current overall City Pavement Condition Index; however, the City has been funding with the General Fund and supplemented the rehabilitation project with
2017 Street Bond funds for two years. The funding is used for maintenance and reconstruction of existing streets. The streets are chosen based upon the
PCI, traffic counts and maintenance issues. It is estimated that every $300,000 will complete aproximately 1 mile of street. The general operating funds
would renovate approximately 40 miles over the five year period.
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Streets Rehab Costs $ 3,245,360 $ 3,441,500 $ 3,613,575 $ 3,794,254 $ 3,983,966 $ 18,078,655
Alley Rehabilitation 300,000 315,000 330,000 350,000 365,000 1,660,000
Total $ 3,545,360 $ 3,756,500 $ 3,943,575 $ 4,144,254 $ 4,348,966 $ 19,738,655
Source of Funds:
General Operating Funds $ 2,445,360 $ 2,601,500 $ 2,731,575 $ 2,868,154 $ 3,011,561 $ 13,658,150
Sanitation Operating Funds 1,100,000 1,155,000 1,212,000 1,276,100 1,337,405 6,080,505
Total $ 3,545,360 $ 3,756,500 $ 3,943,575 $ 4,144,254 $ 4,348,966 $ 19,738,655
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
2025 2026 2027 2028 2029
276
City of Wichita Falls,Texas
il --
a I C ,� ��5 Streets Capital Improvements
\` fG d R FY 2025-2029
TEXAS
Project: Street Rehabilitation Project Department: Street Maintenance
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $3,245,360 $3,441,500 $ 3,613,575 $ 3,794,254 $ 3,983,966 $18,078,655
Description:
Project Schedule:
Design: Ongoing
Bid: Ongoing
0 life
Construction: Ongoing
Funding Source: Estimated Project Cost:
Design $ te,i‘ 4 fig./(5
General Fund $ 13,658,150 Construction $ 18,078,655
Sanitation $ 4,420,505 Land $ -
Othar $ 1 E
XAS
Total $ 18,078,655 Total $ 18,078,655
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Street Rehabilitation-GF - 2,280,000 2,394,000 2,513,700 2,639,385 2,771,354 $ 12,598,439
Street Rehabilitation-Sanitation - 800,000 840,000 882,000 926,100 972,405 $ 4,420,505
Lake Arrowhead Road Rehab - 15,360 30,000 31,500 33,075 34,729 $ 144,664
Street Crack Seal Maintenance - 100,000 105,000 110,250 115,763 121,551 $ 552,563
Street Assessment - 50,000 52,500 55,125 57,881 60,775 $ 276,282
Cemetary Road Rehab - - 20,000 21,000 22,050 23,153 $ 86,203
Street Lighting - - - - - - $ -
Total $ - $3,245,360 $ 3,441,500 $ 3,613,575 $ 3,794,254 $ 3,983,966 $ 18,078,655
Notes:
277
City of Wichita Falls,Texas
PL -
\ A 4/G ]
.� q��� Streets Facility Capital Improvements
FY 2025-2029
T E X A 5
Project: Alley Maintenance Department: Engineering
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 300,000 $ 315,000 $ 330,000 $ 350,000 $ 365,000 $ 1,660,000
Description:
Annual Program to improve the condition of alleys used in the refuse
collection system. The City maintains over 77 miles of alleys for the
refuse collection system.
AillillIPP
Project Schedule:
Design: Ongoing
Bid: Ongoing
Construction: Ongoing 1\11"1111141:10i1 iii .ii 4/1„, irii
Funding Source: Estimated Project Cost:
Design $ -
5
Sanitation $ 1,660,000 Construction $ 1,660,000 4 Ai
Other $ - Land $ -
Other $ J
Total $ 1,660,000 Total $ 1,660,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Annual Alley Rehabilitation 300,000 315,000 330,000 350,000 365,000 $ 1,660,000
- - - - - - $
Total $ - $ 300,000 $ 315,000 $ 330,000 $ 350,000 $ 365,000 $ 1,660,000
Notes:
278
City of Wichita Falls,Texas
� Library, Parks and Recreation Capital Improvements
fC4Ffm / mitf; FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Circle Trail $ - $ - $ 7,000,000 $ 6,000,000 $ - $ 13,000,000
Library Improvements 450,000 - - - - $ 450,000
Lake Wichita - - 2,000,000 500,000 - $ 2,500,000
Parks 145,000 260,000 280,000 290,000 300,000 $ 1,275,000
Recreation Center 20,000 - 5,500,000 - $ 5,520,000
Riverside Cemetary - 350,000 - - - $ 350,000
Sports Complex 2,100,000 - - - - $ 2,100,000
Total $ 2,715,000 $ 610,000 $ 9,280,000 $ 12,290,000 $ 300,000 $ 25,195,000
Source of Funds:
General Operating Funds $ 2,715,000 $ 610,000 $ 280,000 $ 290,000 $ 300,000 $ 4,195,000
4B Funds - - - 3,300,000 - $ 3,300,000
Undetermined - - 9,000,000 8,700,000 - $ 17,700,000
Total $ 2,715,000 $ 610,000 $ 9,280,000 $ 12,290,000 $ 300,000 $ 25,195,000
5 Year Expenditure Trend
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
2025 2026 2027 2028 2029
279
City of Wichita Falls,Texas
Ira --
�[ Library,Parks and Recreation Capital Improvements
,//C4Ji jr(c� FY 2025-2029
T e X A s
Project: Circle Trail Department: Parks
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $5,160,000 $ - $ 7,000,000 $ 6,000,000 $ - $18,160,000
Description: ,+
M
h -
*'ht :Cf.;
t e .A
Project Schedule: y "
Design: 2024
Bid: 2024
Construction: 2025 y
Funding Source: Estimated Project Cost: •- ' , •
Design $ ': a ti ,
Undetermined $ 13,000,000 Construction $ 18,160,000 l'1 a! 1 ai ' s I, ili• - '?
Grant Funds $ 5,160,000 Land $ -
Other $ -
Total $ 18,160,000 Total $ 18,160,000 N " -- ':,;.,.. - i-
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Lucy Park to Camp Fire" - 5,160,000 - - - - $ 5,160,000
Spurs - - - 7,000,000 6,000,000 - $ 13,000,000
- - - - - - $ -
- - - - - - $ -
Total $ - $5,160,000 $ - $ 7,000,000 $6,000,000 $ - $ 18,160,000
Notes: *Grant Funded
280
City of Wichita Falls,Texas
P-• -
Library, Parks and Recreation Capital Improvements
Ai/G4]k a9 FY 2025-2029
TEXAS
Project: Public Library Improvements Department: Library
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 450,000 $ - $ - $ - $ - $ 450,000
Description:
rib
, 41.40.0,
Project Schedule:
Design: 2024
Bid: 2024
Construction: 2025 4
f,„ 17
Funding Source: Estimated Project Cost: ill .
Design $ -
General Fund $ 450,000 Construction $ -
Other $ - Land $ -
Other $ 450,000 TEXAS
Total $ 450,000 Total $ 450,000 I
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Replace Carpet Throughout - 450,000 - - - - $ 450,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ - $ 450,000 $ - $ - $ - $ - $ 450,000
Notes:
281
City of Wichita Falls,Texas
\fa- —....—
Library, Parks and Recreation Capital Improvements
AoliC. 4j4 ((5' FY 2025-2029
TEXAS
Project: Lake Wichita Land Acquisition Near Boat Ramp Department: Parks
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ - $ 2,000,000 $ 500,000 $ - $ 2,500,000
Description:
1
Project Schedule:
Design: 2026 a `,, •.'
Bid: 2026 - '`` '' -' Y ',
Construction: 2026 �r, �" ,' 'A `% • s
Funding Source: Estimated Project Cost: s
Design $
Undetermined $ 2,500,000 Construction $ 2,500,000 t, '
Other $ - Land $ - ._
Other $ -
Total $ 2,500,000 Total $ 2,500,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Lake Bottom excavation - - 2,000,000 - - $ 2,000,000
Pavilion - - - 500,000 - $ 500,000
Total $ - $ - $ - $ 2,000,000 $ 500,000 $ - $ 2,500,000
Notes:
282
City of Wichita Falls,Texas
P-• -
Library, Parks and Recreation Capital Improvements
/G4]4 a9 FY 2025-2029
TEXAS
Project: General City Park Improvements Department: Parks
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 145,000 $ 260,000 $ 280,000 $ 290,000 $ 300,000 $ 1,275,000
Description:
AiIiimpoir
Project Schedule:
Design: Ongoing
Bid: Ongoing
Construction: Ongoing 4
Funding Source: Estimated Project Cost: 11)/(Ciliffill 1;1(9
Design $
General Fund $ 1,275,000 Construction $ -
Other $ - Land $ -
Other $ 1,275,000
Total $ 1,275,000 Total $ 1,275,000 T E X A 5
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
City-Wide Park Improvements - - 200,000 215,000 220,000 225,000 $ 860,000
Playground Replacements - - 60,000 65,000 70,000 75,000 $ 270,000
Equipment-Tree Chipper - 145,000 - - - - $ 145,000
Total $ - $ 145,000 $ 260,000 $ 280,000 $ 290,000 $ 300,000 $ 1,275,000
Notes:
283
City of Wichita Falls,Texas
Library,Parks and Recreation Capital Improvements
\--1;111/C4/4-t /��[$ FY 2025-2029
T E X A 5
Project: Community Recreation Center Department: Recreation
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 20,000 $ - $ - $5,500,000 $ - $ 5,520,000
Description:
Project Schedule:
Design: 2028
Bid: 2028
Construction: 2028
Funding Source: Estimated Project Cost:
General Fund $ 20,000 Design $ -
4B $ 3,300,000 Construction $ 5,500,000 te II /14 A 5
Undetermined $ 2,200,000 Land $ -
Other $ 20,000
Total $ 5,520,000 Total $ 5,520,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Recreation Center - - - - 5,500,000 - $ 5,500,000
Scoreboard Replacements - 20,000 - - - - $ 20,000
- - - - - $ -
Total $ - $ 20,000 $ - $ - $5,500,000 $ - $ 5,520,000
Notes:
284
City of Wichita Falls,Texas
Library, Parks and Recreation Capital Improvements
!/(/;C4ibt 5' FY 2025-2029
TEXAS
Project: Riverside Cemetery Expansion Department: Parks
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 350,000 $ - $ - $ - $ 350,000
Description:
•
Project Schedule: `
Design: 2026
Bid: 2026
'!
Construction: 2026 �I
Funding Source: Estimated Project Cost: 115 MN
Design
General Fund $ 350,000 Construction $ -
L.,,,,L.,.iL59J2....
Other $ - Land $ -
Other $ 350,000
Total $ 350,000 Total $ 350,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Cemetery Expansion - - 350,000 - - - $ 350,000
Total $ - $ - $ 350,000 $ - $ - $ - $ 350,000
Notes:
285
City of Wichita Falls,Texas
Library, Parks and Recreation Capital Improvements
!/(/(G4i1df(S FY 2025-2029
TEXASitio
Project: Sports Complex Artificial Turf Department: Recreation
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 2,100,000 $ - $ - $ - $2,100,000
Description: ,
g
Project Schedule: .,
Design: 2025 - °
Bid: 2025 °t FI 1
7) :
Construction: 2025 ---1,' U ••
Funding Source: Estimated Project Cost: "' I
T7
Design $ - •
General Capital $ 2,100,000 Construction $ 2,100,000
Other $ Land $ -
°
s .
- x'
Other $
Total $ 2,100,000 Total $ 2,100,000 }, 'F
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Complex Artificial Turf" - 2,100,000 - - - - $ 2,100,000
Total $ - $ 2,100,000 $ - $ - $ - $ - $ 2,100,000
Notes: *Total Project estimated at$4,200,000 and is expected to be partially funded by 4B
286
City of Wichita Falls,Texas
Fleet Capital Improvements
sv All C411a (lS FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
City Wide Fleet $ 2,312,297 $ 5,390,045 $ 5,390,045 $ 5,390,045 $ 5,390,045 $ 23,872,477
Fleet Facilities 345,220 272,000 272,000 272,000 272,000 1,433,220
Total $ 2,657,517 $ 5,662,045 $ 5,662,045 $ 5,662,045 $ 5,662,045 $ 25,305,697
Source of Funds:
General Operating Fund $ 2,657,517 $ 3,662,045 $ 5,662,045 $ 5,662,045 $ 5,662,045 $ 23,305,697
Total $ 2,657,517 $ 3,662,045 $ 5,662,045 $ 5,662,045 $ 5,662,045 $ 23,305,697
5 Year Expenditure Trend
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
2025 2026 2027 2028 2029
287
City of Wichita Falls,Texas
_I----i• _.
v/,�1 � 5 Fleet Capital Improvements
1( J d R FY 2025-2029
T E X A 5
Project: Fleet Capital Replacement Department: Central Services
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $2,312,297 $5,390,045 $ 5,390,045 $ 5,390,045 $ 5,390,045 $ 23,872,477
Description:
Project Schedule: fp,
, Al 0
Design: Ongoing
Bid: Ongoing
11,
Construction: Ongoing
Funding Source: Estimated Project Cost:
Design $ ific 1 .
General Fund $ 23,872,477 Construction $ -
Other $ - Land $ -
Other $ 23,872,477 Total $ 23,872,477 Total $ 23,872,477 T E A
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
General City Fleet - 2,312,297 5,390,045 5,390,045 5,390,045 5,390,045 $ 23,872,477
Total $ - $2,312,297 $ 5,390,045 $ 5,390,045 $5,390,045 $ 5,390,045 $ 23,872,477
Notes:
288
City of Wichita Falls,Texas
FL -
/G ]�. q��� Fleet Facility Capital Improvements
r FY 2025-2029
T E X A 5
Project: Fleet Facility Maintenance Department: Central Services
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 345,220 $ 272,000 $ 272,000 $ 272,000 $ 272,000 $ 1,433,220
Description:
AIN
Project Schedule:
Design: Ongoing kiil
Bid: Ongoing
Construction: Ongoing
Funding Source: Estimated Project Cost:
Design $ -
General Fund $ 1,433,220 Construction $ - 5
Other $ - Land $ -
Other $ 1,433,220 � �,
Total $ 1,433,220 Total $ 1,433,220
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Central Services Remodel 250,000 250,000 250,000 250,000 250,000 $ 1,250,000
Overhead Door Replacement 20,450 22,000 22,000 22,000 22,000 $ 108,450
Hand Held Cut Off Saw 7,920 - - - - $ 7,920
Automotive A/C Recovery Equip. 7,800 - - - - $ 7,800
Portable Pressure Washer 6,500 - - - - $ 6,500
Replace Heaters 9,000 - - - - $ 9,000
Automotive Lift Replacement 25,000 - - - - $ 25,000
Tamps 11,550 - - - - $ 11,550
Air Compressor 7,000 - - - - $ 7,000
Total $ - $ 345,220 $ 272,000 $ 272,000 $ 272,000 $ 272,000 $ 1,433,220
Notes:
289
r-- City of Wichita Falls,Texas
fCI � �// Stormwater Drainage Capital Improvements
FTm FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Stormwater Improvement Projects $ 2,173,911 $ 1,000,000 $ 1,251,089 $ 250,000 $ 2,500,000 $ 7,175,000
Total $ 2,173,911 $ 1,000,000 $ 1,251,089 $ 250,000 $ 2,500,000 $ 7,175,000
Source of Funds:
Stormwater Operating Funds $ 2,173,911 $ 1,000,000 $ 1,251,089 $ 250,000 $ 2,500,000 $ 7,175,000
Total $ 2,173,911 $ 1,000,000 $ 1,251,089 $ 250,000 $ 2,500,000 $ 7,175,000
5 Year Expenditure Trend
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2025 2026 2027 2028 2029
290
City of Wichita Falls,Texas
il --
a � ,� ��� Stormwater Drainage Capital Improvements
\` IG / d R5 FY 2025-2029
TEXAS
Project: Stormwater Improvement Projects Department: Storm Water Engineering
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $2,173,911 $ 1,000,000 $ 1,251,089 $ 250,000 $ 2,500,000 $ 7,175,000
Description:
Project Schedule:
Design: 2025
Bid: 2025
Construction: 2025 '
Funding Source: Estimated Project Cost:
Design $ 850,000 illinir IPI
lit It i I rig(
Stormwater $ 7,175,000 Construction $ 6,325,000
Other $ - Land $ -
Othar $ TEXAS
Total $ 7,175,000 Total $ 7,175,000 11
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Quail Creek Phase 3(Design) 600,000 - - - $ 600,000
Quail Creek Phase 3(Construction) - 1,573,911 1,000,000 926,089 - $ 3,500,000
Replace Holiday Creek Excavator - - 325,000 - - $ 325,000
Rhea Road(Design) - - 250,000 - $ 250,000
Rhea Road(Construction) - - - - 2,500,000 $ 2,500,000
Total $ - $2,173,911 $ 1,000,000 $ 1,251,089 $ 250,000 $ 2,500,000 $ 7,175,000
291
City of Wichita Falls,Texas
fCI � �// Stormwater Drainage Capital Improvements
FTm FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Venue Improvements $ 1,583,000 $ 1,200,000 $ 1,500,000 $ 1,600,000 $ 600,000 $ 6,483,000
Total $ 1,583,000 $ 1,200,000 $ 1,500,000 $ 1,600,000 $ 600,000 $ 6,483,000
Source of Funds:
Venue Tax and Hotel/Motel Tax $ 1,583,000 $ 1,200,000 $ 1,500,000 $ 1,600,000 $ 600,000 $ 6,483,000
Total $ 1,583,000 $ 1,200,000 $ 1,500,000 $ 1,600,000 $ 600,000 $ 6,483,000
5 Year Expenditure Trend
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
2025 2026 2027 2028 2029
292
City of Wichita Falls,Texas
�/ Multi-Purpose Event Center Capital Improvements
Ake4j -1 5
4I
T E X A S FY 2025 2029
Project: Venue Improvements Department: MPEC
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 1,583,000 $ 1,200,000 $ 1,500,000 $ 1,600,000 $ 600,000 $6,483,000
Description:
The public restrooms inside KYC are original to the facility. Work has
been done in-house to paint and restain the floors, but the countertops,
sinks,toilets and pardons all need an update. The J.S. Bridwell lighting is
also original to the building. While we've been able to update one
hallway on the arena side with LED lighting, the remainder of the
buildling needs completed. This will save costs long term to install all
LED lighting. Last, most facilities that we compete against for events are WI
climate controlled. To continue to attract new and returning ag events, ,
climate control would be a selling point for the facility.
111i
Project Schedule:
Design: 2025 �r � '
gig:,'
Bid: 2025 ' `
Construction: 2025 ,'z":
Funding Source: Estimated Project Cost:
Design $ -
Hotel/Motel $ 6,483,000 Construction $ 6,483,000 "
Other $ - Land $ ,
Other $ -
Total $ 6,483,000 Total $ 6,483,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Memorial Auditorium
Rigging $ - $ 400,000 $ - $ - $ - $ - $ 400,000
Stage Curtains - 200,000 - - - - $ 200,000
Audio - 300,000 - - - - $ 300,000
Fire Protection above Stage - 60,000 - - - - $ 60,000
Lighting (includes repairs) - 500,000 - - - - $ 500,000
MPEC 123,000 600,000 $ 723,000
Kay Yeager Coliseum - 150,000 - - - $ 150,000
Ray Clymer Exhibit Hall - 1,000,000 - - - $ 1,000,000
JS Bridwell Ag Center - 50,000 1,500,000 1,600,000 - $ 3,150,000
Total $ - $ 1,583,000 $ 1,200,000 $ 1,500,000 $ 1,600,000 $ 600,000 $ 6,483,000
293
City of Wichita Falls,Texas
Transit Capital Improvements
tC4/4 FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Transit Fleet $ 1,230,000 $ 1,331,500 $ 1,406,075 $ 1,423,879 $ 1,495,073 $ 6,886,527
Transit Facilities 150,000 4,625,000 100,000 - - 4,875,000
Total $ 1,380,000 $ 5,956,500 $ 1,506,075 $ 1,423,879 $ 1,495,073 $ 11,761,527
Source of Funds:
FTA Grant Funds $ 1,380,000 $ 5,956,500 $ 1,506,075 $ 1,423,879 $ 1,495,073 $ 11,761,527
Total $ 1,380,000 $ 5,956,500 $ 1,506,075 $ 1,423,879 $ 1,495,073 $ 11,761,527
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 ■ � ■
$-
2025 2026 2027 2028 2029
294
City of Wichita Falls,Texas
il --
Transit(Fleet)Capital Improvements
/G4 j 5 FY 2025-2029
TEXAS
Project: Transit Fleet Department: Public Transportation
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $1,230,000 $ 1,331,500 $ 1,406,075 $ 1,423,879 $ 1,495,073 $ 6,886,527
Description:
Allifik
AIIIIIiiintr
Project Schedule:
Design: Ongoing11\001111.1.."1:111 ir flift.
Bid: Ongoing
ip Construction: Ongoing '
Funding Source: Estimated Project Cost:
Design $ -
FTA Grant $ 6,886,526 Construction $ -
Other $ - Land $ -
Other $ 6,886,526
Total $ 6,886,526 Total $ 6,886,526 TEXAS
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Bus Replacement(4) - 1,230,000 1,291,500 1,356,075 1,423,879 1,495,073 $ 6,796,526
Transit Vehicle Replacement - - 40,000 - - - $ 40,000
Transit Van Replacement - - - 50,000 - - $ 50,000
Total $ - $ 1,230,000 $ 1,331,500 $ 1,406,075 $ 1,423,879 $ 1,495,073 $ 6,886,526
Notes:
295
PL - City of Wichita Falls,Texas
\ A 4/G ]
.� q��� Transit(Facilities)Capital Improvements
FY 2025-2029
T E X A 5
Project: Transit Facilities Department: Public Transportation
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 150,000 $ 4,625,000 $ 100,000 $ - $ - $ 4,875,000
Description:
,4011160111.111
Project Schedule:
Design: 2026
Bid: 2026
Construction: 2026 4
Funding Source: Estimated Project Cost:
Design $ -
FTA Grant $ 4,875,000 Construction $ -
Other $ - Land $ -
Other $ 4,875,000
Total $ 4,875,000 Total $ 4,875,000 1 E
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Bus Shelter Project - 150,000 125,000 100,000 - - $ 375,000
Central Transfer Plaza - - 4,500,000 - - - $ 4,500,000
- - - - - - $
- - - - - - $
Total $ - $ 150,000 $ 4,625,000 $ 100,000 $ - $ - $ 4,875,000
Notes:
296
City of Wichita Falls,Texas
� Traffic System Capital Improvements
fCIFTm FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Traffic System Components $ 815,528 $ 700,000 $ 720,000 $ 700,000 $ 730,000 $ 3,665,528
Total $ 815,528 $ 700,000 $ 720,000 $ 700,000 $ 730,000 $ 3,665,528
Source of Funds:
General Operating Funds $ 815,528 $ 700,000 $ 720,000 $ 700,000 $ 730,000 $ 3,665,528
Total $ 815,528 $ 700,000 $ 720,000 $ 700,000 $ 730,000 $ 3,665,528
5 Year Expenditure Trend
$840,000
$820,000
$800,000
$780,000
$760,000
$740,000
$720,000
$700,000
$680,000
$660,000 1.1
$640,000
2025 2026 2027 2028 2029
297
PL - City of Wichita Falls,Texas
\ A 4/G ]
.� q��� Traffic System Capital Improvements
FY 2025-2029
T E X A 5
Project: Traffic System Components Department: Traffic
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 815,528 $ 700,000 $ 720,000 $ 700,000 $ 730,000 $ 3,665,528
Description:
Project Schedule:
Design: Ongoing
Bid: Ongoing
Construction: Ongoing
Funding Source: Estimated Project Cost: fil ile Ft(
Design $
General Fund $ 3,665,528 Construction $ -
Other $ - Land $ -
Other $ 3,665,528
Total $ 3,665,528 Total $ 3,665,528
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Traffic Sign Replacements - 152,184 155,000 155,000 155,000 155,000 $ 772,184
Street Lights - 219,864 220,000 220,000 220,000 220,000 $ 1,099,864
Traffic Control Cabinets - 58,800 65,000 65,000 65,000 65,000 $ 318,800
Traffic Signal Controls - 84,040 85,000 85,000 85,000 85,000 $ 424,040
Traffic Signal Replacements - 282,890 175,000 175,000 175,000 175,000 $ 982,890
Warning Sirens - 17,750 - 20,000 - 30,000 $ 67,750
Total $ - $ 815,528 $ 700,000 $ 720,000 $ 700,000 $ 730,000 $ 3,665,528
Notes:
298
City of Wichita Falls,Texas
� Traffic System Capital Improvements
fCIFTm FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Network Infrastructure $ 353,154 $ 365,154 $ 5,365,154 $ 365,154 $ 365,154 $ 6,813,770
Applications $ 311,855 $ 1,921,854 $ 311,854 $ 311,854 $ - $ 2,857,417
Total $ 665,009 $ 2,287,008 $ 5,677,008 $ 677,008 $ 365,154 $ 9,671,187
Source of Funds:
General Operating Funds $ 665,009 $ 2,287,008 $ 677,008 $ 677,008 $ 365,154 $ 4,671,187
Undetermined Funds $ - $ - $ 5,000,000 $ - $ - $ 5,000,000
Total $ 665,009 $ 2,287,008 $ 5,677,008 $ 677,008 $ 365,154 $ 9,671,187
5 Year Expenditure Trend
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$- 111.111.1
2025 2026 2027 2028 2029
299
City of Wichita Falls,Texas
a ��kG�, ��� Information Technology Capital Improvements
\` d R5 FY 2025-2029
TEXAS
Project: Network Infrastructure Replacement Department: Information Systems
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 353,154 $ 365,154 $ 5,365,154 $ 365,154 $ 365,154 $ 6,813,770
Description:
l
410111.11.1.
Project Schedule:
Design: Ongoing
Bid: Ongoing
id II ,i ile fly
Construction: Ongoing "
Funding Source: Estimated Project Cost:
Design $ - 5
General Fund $ 1,813,770 Construction $ -
Undetermined $ 5,000,000 Land $ -
Other $ 6,813,770
Total $ 6,813,770 Total $ 6,813,770 TEXAS
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Annual Network Infrastructure - 170,077 170,077 170,077 170,077 170,077 $ 850,385
Annual Server Replacement - 145,077 145,077 145,077 145,077 145,077 $ 725,385
Network Security Assessment - 30,000 30,000 30,000 30,000 30,000 $ 150,000
Radio Tower - 20,000 20,000 20,000 20,000 $ 80,000
PS Master 5 Microwave Links - - - 5,000,000 - - $ 5,000,000
Other Equipment - 8,000 - - - - $ 8,000
Total $ - $ 353,154 $ 365,154 $5,365,154 $ 365,154 $ 365,154 $ 6,813,770
Notes:
300
City of Wichita Falls,Texas
il --
a ��kG�, ��� Information Technology Capital Improvements
\` d R5 FY 2025-2029
TEXAS
Project: System Applications Department: Traffic
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 311,854 $ 1,921,854 $ 311,854 $ 311,854 $ - $ 2,857,416
Description:
40111400.
Project Schedule:
Design: Ongoing
Bid: Ongoing
Construction: Ongoing i'
Funding Source: Estimated Project Cost:
Design $ - llifC° 11111:11.1 5(11(15
General Fund $ 2,857,416 Construction $ -
Other $ - Land $ -
Other $ 2,857,416 T
Total $ 2,857,416 Total $ 2,857,416 I
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Records Management System - - 650,000 - - - $ 650,000
CAD/Mobile - - 960,000 - - - $ 960,000
Axon (Year 2 Pymt) - 311,854 311,854 311,854 311,854 - $ 1,247,416
Total $ - $ 311,854 $ 1,921,854 $ 311,854 $ 311,854 $ - $ 2,857,416
Notes:
301
City of Wichita Falls,Texas
� Buildings and General Facility Capital Improvements
fCIFTm FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Annual Building Maintenance - 250,000 100,000 100,000 100,000 $ 550,000
Health Department - - - - 2,698,824
Municipal Court 215,000 - - - - $ 215,000
Total $ 215,000 $ 250,000 $ 100,000 $ 100,000 $ 2,798,824 $ 765,000
Source of Funds:
General Operating Funds $ 215,000 $ 250,000 $ - $ - $ 2,698,824 $ 3,163,824
Total $ 215,000 $ 250,000 $ - $ - $ 2,698,824 $ 3,163,824
5 Year Expenditure Trend
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
2025 2026 2027 2028 2029
302
City of Wichita Falls,Texas
Buildings and General Facility Capital Improvements
P
4 Ik a9 FY 2025-2029
TEXAS
Project: Annual City-Wide Building Maintenance Department: Building Maintenance
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 250,000 $ 100,000 $ 100,000 $ 100,000 $ 550,000
Description:
rib..
41.40.0,
Project Schedule:
Design: 2026
Bid: 2026
Construction: 2026
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Funding Source: Estimated Project Cost:
Design $ -
General Fund $ 550,000 Construction $ -
Other $ - Land $ -
Other $ 550,000 TEXAS
Total $ 550,000 Total $ 550,000 I
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Auditorium Stair Tread Replace - - 250,000 - - - $ 250,000
Miscellaneous Maintenance - - - 100,000 100,000 100,000 $ 300,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ - $ - $ 250,000 $ 100,000 $ 100,000 $ 100,000 $ 550,000
Notes:
303
City of Wichita Falls,Texas
� Buildings and General Facility Capital Improvements 1.,,si
�� 4ik„ /ai(S FY 2025-2029
T e x A s
Project: Health Department Remodel Department: Building Maintenance
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ - $ - $ - $2,698,824 $ 2,698,824
Description:
The Health District was constructed in 1969, and opened to the public in
1970. There were two additions to the building -WIC in 1985, and the
Clinical Services addition in 2007. The original building flooded on
December 25, 2022, with water covering approximately 23,000 square - - , . i feet. There were issues with the building prior to the flood, such as !_ 1
flooding when there were dental operatories where immunizations is
now located, but the flood and recovery subsequently exacerbated ,.
many of the issues. The flooring, walls and ceiling grid all need to be �.,,, ''"
replaced. This must include asbestos abatement. It is imperative to fix ,""", , 4
these components within the building to maintain the health and safety {
of staff and customers. 11' 1 �.�w-
t 1 -rt -1
Project Schedule: tir �:
-r
717:::::::::::::::::::::
Design: 2029
Bid: 2029
Construction: 2029 t
Funding Source: Estimated Project Cost:
Design $ I - _
Undetermined $ 2,698,824 Construction $ 2,698,824 - _
Other $ - Land $ -
Other $ - i
Total $ 2,698,824 Total $ 2,698,824 ---
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Health Department Remodel - - - - - 2,698,824 $ 2,698,824
Total $ - $ - $ - $ - $ - $ 2,698,824 $ 2,698,824
Notes:
304
City of Wichita Falls,Texas
Buildings and General Facility Capital Improvements
!/(/;C4i1d :v-1(5' FY 2025-2029
TEXAS
Project: Municipal Court Renovation Department: Building Maintenance
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 215,000 $ - $ - $ - $ - $ 215,000
Description: ► t
Courtroom facility remodel. Remove outdated raised platform for Jurors t , `�
and witnesses . widen passageways from courtroom to Jury room to , ,,,
accommodate handicap individuals. Replace and adjust courtroom
bench seating to allow for safe passage between rows and more -- = 5.
comfortable seatingforpublic who maybe in lengthy sessions in court `; j
9 Y
settings. ‘tx, a� ? a
Project Schedule: ,
Design: 2025 � k '` ,
Bid: 2025 4 t,
Construction: 2025
Funding Source: Estimated Project Cost:
Design $ -
General Capital $ 215,000 Construction $ 215,000
Other $ - Land $ -
Other $ -
Total $ 215,000 Total $ 215,000
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Municipal Court Renovation - 215,000 - - - - $ 215,000
- $ -
- $ -
- $ -
- $ -
- $ -
Total $ - $ 215,000 $ - $ - $ - $ - $ 215,000
Notes:
305
City of Wichita Falls,Texas
� Castaway Cove Water Park Capital Improvements
fCIFTm FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Water Park Improvements 182,115 100,000 100,000 100,000 100,000 $ 582,115
Total $ 182,115 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 582,115
Source of Funds:
Water Park Operating Funds $ 182,115 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 582,115
Total $ 182,115 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 582,115
5 Year Expenditure Trend
$200,000
$180,000
$160,000
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$-
2025 2026 2027 2028 2029
306
City of Wichita Falls,Texas
r
y. �].�a q���� Castaway Cove Water Park Capital Improvements
/G FY 2025-2029
TEXAS
Project: Castaway Cove Water Park Improvements Department: Parks/City Manager's Office
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 182,115 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 582,115
Description:
rib..
41.40.0,
Project Schedule:
Design: Ongoing
Bid: Ongoing
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Construction: Ongoing
Funding Source: Estimated Project Cost:
Design $ -
Water Park Fund $ 582,115 Construction $ -
Other $ - Land $ -
Other $ 582,115 TEXAS
Total $ 582,115 Total $ 582,115 I
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
New Water Slide Attraction - 128,115 - - - - $ 128,115
Water Park Improvements 54,000 100,000 100,000 100,000 100,000 $ 454,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ - $ 182,115 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 582,115
Notes:
307
City of Wichita Falls,Texas
iii-a- - Weeks Park Golf Course Capital Improvements
lC414 /.;itS FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Range Lighting 60,000 - - - $ 60,000
Other Improvements - 60,000 60,000 60,000 60,000 $ 240,000
Par $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 240,000
Source of Funds:
Golf Course Operating Funds $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 300,000
Total $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 300,000
5 Year Expenditure Trend
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$-
2025 2026 2027 2028 2029
308
City of Wichita Falls,Texas
r
y. �]. ���� Weeks Park Golf Course Capital Improvements
/G a q FY 2025-2029
TEXAS
Project: Golf Course Improvements Department: Golf Course
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ 60,000 $ - $ - $ - $ - $ 60,000
Description:
rillillb
Project Schedule:
Design: 2025
Bid: 2025
Construction: 2025
Funding Source: Estimated Project Cost: illitell 4 4 "5
Design $ -
Golf Fund $ 300,000 Construction
Other $ - Land $ -
Other $ 300,000 TEXAS
Total $ 300,000 Total $ 300,000 I
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Range Lighting - 60,000 - - - - $ 60,000
Other Improvements - - 60,000 60,000 60,000 60,000 $ 240,000
- - - - - - $ -
- - - - - - $ -
- - - - - - $ -
Total $ - $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 300,000
Notes:
309
City of Wichita Falls,Texas
� Library, Parks and Recreation Capital Improvements
fCIFTm FY 2025-2029
T E X A 5
Projected Financial Plan
2025 2026 2027 2028 2029 Total
Project Cost:
Kickapoo Airport $ - $ 1,250,000 $ 1,000,000 $ 500,000 $ 2,750,000
Regional Airport - 10,525,000 3,000,000 3,000,000 - $ 16,525,000
Total $ - $ 11,775,000 $ 4,000,000 $ 3,000,000 $ 500,000 $ 19,275,000
Source of Funds:
FAA Grant Funds** $ - $ 11,775,000 $ 4,000,000 $ 3,000,000 $ 500,000 $ 19,275,000
Total $ - $ 11,775,000 $ 4,000,000 $ 3,000,000 $ 500,000 $ 19,275,000
**Airport Funds supported by FAA Grant Funds are not included in the Operating Budget but are allocated through Ordinance
5 Year Expenditure Trend
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000 11
■ �
$-
2025 2026 2027 2028 2029
310
il _____
City of Wichita Falls,Texas
` G Jr Buildings and General Facility Capital Improvements
1 ( 4 1(S FY 2025-2029
l TEXAS
Project: Regional Aviation Department: Aviation -Wichita Falls Municipal Airport
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 10,525,000 $ 3,000,000 $ 3,000,000 $ - $16,525,000
Description:
Project Schedule:
Design: 2026
All IF 1 it IP fil(
Bid: 2026
Construction: 2026
Funding Source: Estimated Project Cost:
Design $ - C I 4 tli
General Fund $ - Construction $ -
Other $ - Land $ -
Other $ T f
Total $ - Total $ - I X A 5
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Air Park Apron Design - 525,000 - - - $ 525,000
Air Park Apron Build - 10,000,000 - - - $ 10,000,000
50,000 sq ft MRO Hanger - - 3,000,000 - - $ 3,000,000
Fuel Farm Relocation - - - 3,000,000 - $ 3,000,000
Total $ - $ - $ 10,525,000 $3,000,000 $3,000,000 $ - $ 16,525,000
Notes: **Airport Funds supported by FAA Grant Funds are not included in the Operating Budget but are allocated through Ordinance
311
FL - City of Wichita Falls,Texas
Buildings and General Facility Capital Improvements
/G4]4 fry FY 2025-2029
T E X A 5
Project: Kickapoo Hangar Program Department: Aviation -Wichita Falls Kickapoo Airport
Projected Financial Plan
Prior Year 2025 2026 2027 2028 2029 Total
$ - $ - $ 1,250,000 $ 1,000,000 $ - $ 500,000 $ 2,750,000
Description:
Project Schedule:
Design: 2026
Bid: 2026
Construction: 2026 4
Funding Source: Estimated Project Cost:
Design $ -
General Fund $ - Construction $ -
Other $ - Land $ -
Other $ - T
Total $ - Total $ - JI
Project Listing Prior Year 2025 2026 2027 2028 2029 Total
Hangar Reconstruction - - 1,250,000 1,000,000 - 500,000 $ 2,750,000
- - - - - - $
- - - - - - $
Total $ - $ - $ 1,250,000 $ 1,000,000 $ - $ 500,000 $ 2,750,000
Notes: **Airport Funds supported by FAA Grant Funds are not included in the Operating Budget but are allocated through Ordinance
312
Ake 4i4
5
TEX AS
Personnel
313
PERSONNEL BY JOB TITLE - GENERAL FUND
Mayor&Council FY 2023 FY 2024 FY 2025 Change PY
Councilor 6.00 6.00 6.00 -
Mayor 1.00 1.00 1.00 -
Tota l 7.00 7.00 7.00 -
City Manager FY 2023 FY 2024 FY 2025 Change PY
Assistant City Manager* 1.20 1.20 1.23 0.03
City Manager 1.00 1.00 1.00 -
Executive Secretary 1.00 1.00 1.00 -
Total 3.20 3.20 3.23 0.03
*Position listing improved to reflect assignments as appropriate
Human Resources FY 2023 FY 2024 FY 2025 Change PY
Assistant Director of Human Resources - - 1.00 1.00
Employee Benefits Specialist * 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 2.00 2.00 2.00 -
Tota l 10.00 10.00 10.00 -
*Include positions allocated for Employee Benefit costs
MLK Center FY 2023 FY 2024 FY 2025 Change PY
Clerk 1.00 1.00 1.00 -
Community Center Coordinator 1.00 1.00 1.00 -
Tota l 2.00 2.00 2.00 -
Library FY 2023 FY 2024 FY 2025 Change PY
Librarian 7.00 7.00 6.00 (1.00)
Library Administrator 1.00 1.00 1.00 -
Library Assistant* 6.50 6.50 6.00 (0.50)
Lead Librarian 1.00 1.00 2.00 1.00
Customer Service Supervisor 1.00 1.00 1.00 -
Library Supervisor 1.00 1.00 1.00 -
Total 17.50 17.50 17.00 (0.50)
*Part-Time Assistant and Librarian combined to create Lead Librarian
Public Information FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Community and Marketing Director 0.34 0.34 0.34 -
Media Producer 1.00 1.00 - (1.00)
Public Information Officer 1.00 1.00 1.00 -
Social Media & Marketing Specialist - - 1.00 1.00
Total 3.34 3.34 3.34 -
314
PERSONNEL BY JOB TITLE - GENERAL FUND
Municipal Court FY 2023 FY 2024 FY 2025 Change PY
Assistant Court Administrator - - 1.00 1.00
Deputy City Marshall 2.00 3.00 3.00 -
Deputy Court Clerk 7.00 7.00 6.00 (1.00)
MCT Administrator/ Marshal 1.00 1.00 1.00 -
Municipal Court Judge 1.00 1.00 1.00 -
Municipal Court Warrant Officer 3.03 3.03 3.03 -
Senior Deputy Court Clerk 1.00 1.00 1.00 -
Tota l 15.03 16.03 16.03 -
Building Maintenance FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk 1.00 - - -
Building Maintenance Worker 4.00 4.00 4.00 -
Custodian 19.60 20.60 20.60 -
Custodian Supervisor 2.00 2.00 2.00 -
Facility Manager 1.00 1.00 1.00 -
Lead Custodian 1.00 1.00 1.00 -
Senior Administrative Clerk - 1.00 1.00 -
Tota l 28.60 29.60 29.60 -
Health Administration FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk 1.00 - - -
Administrative Secretary 1.00 1.00 1.00 -
Assistant City Registrar 1.00 1.00 1.00 -
Assistant Director of Health 1.00 1.00 1.00 -
Billing Clerk 1.00 1.00 1.00 -
City Registrar 1.00 1.00 1.00 -
Director of Public Health 1.00 1.00 1.00 -
Senior Administrative Clerk - 1.00 1.00 -
Tota l 7.00 7.00 7.00 -
Nursing FY 2023 FY 2024 FY 2025 Change PY
Certified Medical Assistant 1.40 0.98 1.00 0.02
Health and Wellness Administrator 1.00 1.00 1.00 -
Health Clinic Aide 0.90 0.90 1.00 0.10
Lead Public Health Nurse 0.90 1.03 0.90 (0.13)
Lead Wellness Program Manager 1.00 - - -
Public Health Nurse 2.30 2.30 2.00 (0.30)
Public Health Specialist 0.30 0.30 0.40 0.10
Senior Admin Clerk 1.00 1.00 1.00 -
Wellness Program Administrator - 1.00 1.00 -
Total 8.80 8.51 8.30 (0.21)
*Federal Health grants have changed, causing changes in allocating expenditures to personnel
315
PERSONNEL BY JOB TITLE - GENERAL FUND
Environmental Health FY 2023 FY 2024 FY 2025 Change PY
Environmental Administrator 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 5.00 5.00 -
Senior Admin Clerk 1.00 1.00 1.00 -
Vector Control Coordinator - 1.00 1.00 -
Tota l 10.00 10.00 10.00 -
Animal Services FY 2023 FY 2024 FY 2025 Change PY
Animal Care &Adoption Supervisor 1.00 1.00 1.00 -
Animal Care & Field Supervisor 1.00 1.00 1.00 -
Animal Care & Kennel Supervisor 1.00 1.00 1.00 -
Animal Care Officer 11.00 11.00 11.00 -
Animal Care Specialist 1.00 1.00 1.00 -
Animal Services Administrator 1.00 1.00 1.00 -
Animal Services Dispatcher 1.00 1.00 1.00 -
Senior Admin Clerk 2.00 2.00 2.00 -
Total 19.00 19.00 19.00 -
Laboratory FY 2023 FY 2024 FY 2025 Change PY
Laboratory Technical Supervisor 1.00 1.00 1.00 -
Senior Admin Clerk 0.50 0.50 0.50 -
Senior Medical Laboratory Tech 1.00 1.00 1.00 -
Total 2.50 2.50 2.50 -
Finance FY 2023 FY 2024 FY 2025 Change PY
Accounting/Payroll Analyst* 0.80 0.80 1.00 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 -
MPEC Comptroller 1.00 1.00 1.00 -
Purchasing Agent 1.00 1.00 1.00 -
Senior Accountant 2.50 2.50 2.50 -
Senior Admin Clerk* 1.80 1.80 2.00 0.20
Senior Budget Analyst 1.00 1.00 1.00 -
Total 10.95 10.95 11.35 0.40
*Changes in allocation due to closure of Duplicating Services Fund
316
PERSONNEL BY JOB TITLE - GENERAL FUND
Police FY 2023 FY 2024 FY 2025 Change PY
Administrative Secretary 3.00 3.00 4.00 1.00
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 Free Coordinator - - 1.00 1.00
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 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* 12.50 12.00 8.00 (4.00)
Police Records Clerk Supervisor 1.00 1.00 1.00 -
Police Sergeant 25.00 25.00 25.00 -
Public Records Specialist - - 1.00 1.00
Public Safety Dispatcher 30.00 30.00 30.00 -
Public Safety Dispatcher Supervisor 3.00 3.00 3.00 -
Public Safety Dispatch Comm
Supervisor 1.00 1.00 1.00 -
Senior Admin Clerk 17.00 17.00 16.00 (1.00)
Sentinels 2.50 2.50 2.50 -
Total 293.00 292.50 290.50 (2.00)
*Reclass 2 FT and 2 PT for Crime Free Coordinator and Public Records Specialist
317
PERSONNEL BY JOB TITLE - GENERAL FUND
Fire FY 2023 FY 2024 FY 2025 Change PY
Administrative Secretary 1.00 1.00 1.00 -
Assistant Fire Marshal 4.00 3.00 3.00 -
Deputy Fire Chief 1.00 1.00 1.00 -
Emergency Management Coordinator - 1.00 1.00 -
Fire Battalion Chief 4.00 3.00 3.00 -
Fire Battalion Chief(Fire Marshal) - 1.00 1.00 -
Fire Battalion Chief(Training) - 1.00 1.00 -
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 25.00 1.00
Firefighter 73.00 72.00 72.00 -
Quartermaster 1.00 1.00 1.00 -
Senior Admin Clerk 1.00 1.00 1.00 -
Tota l 164.00 164.00 165.00 1.00
*City Council approved additional Fire Lieutenant 6/18/24
Recreation FY 2023 FY 2024 FY 2025 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 -
P&R Program Coordinator 3.00 3.00 3.00 -
Rec Service Administrator 1.00 1.00 1.00 -
Recreation Leader/50 0.50 0.50 0.50 -
Recreation Leader/Day Camp 1.80 1.80 1.80 -
Recreation Leader/Track 0.15 0.15 0.15 -
Recreation Services Worker 4.00 4.00 4.00 -
Recreation Super/Track 0.19 - - -
Senior Admin Clerk 1.00 1.00 1.00 -
Senior Rec. Services Worker 1.00 1.00 1.00 -
Senior Zone 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 20.72 20.53 20.53 -
318
PERSONNEL BY JOB TITLE - GENERAL FUND
Parks Maintenance FY 2023 FY 2024 FY 2025 Change PY
Assistant City Manager 0.33 0.33 0.33 -
Assistant Parks Director* 1.00 1.00 - (1.00)
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 35.28 35.28 -
Park Maintenance Coordinator 3.00 3.00 3.00 -
Park Service Worker 2.00 2.00 2.00 -
Parks Administrator 1.00 1.00 1.00 -
Parks Director* - - 1.00 1.00
Parks Maintenance Supervisor 0.33 0.33 0.33 -
Parks Superintendent* - - 1.00 1.00
Sr. Maintenance Worker 8.00 9.00 9.00 -
Tota l 53.94 56.94 57.94 1.00
Business Park FY 2023 FY 2024 FY 2025 Change PY
Parks Maintenance Supervisor 0.67 0.67 0.67 -
Maintenance Worker 4.96 4.96 4.96 -
Park Maintenance Coordinator 1.00 1.00 1.00 -
Total 6.63 6.63 6.63 -
City Lot FY 2023 FY 2024 FY 2025 Change PY
Maintenance Worker 2.44 2.44 2.44 -
Senior Maintenance Worker 1.00 1.00 1.00 -
Tota l 3.44 3.44 3.44 -
Cemetery FY 2023 FY 2024 FY 2025 Change PY
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 2023 FY 2024 FY 2025 Change PY
Development Services Admin Assistant 1.00 1.00 1.00 -
Director of Development Services 0.70 0.70 0.70 -
Neighborhood Revitalization Coord - 1.00 1.00 -
Planner I - - 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 4.70 5.70 5.70 -
319
PERSONNEL BY JOB TITLE - GENERAL FUND
Building Inspections FY 2023 FY 2024 FY 2025 Change PY
Assistant Building Official 1.00 1.00 1.00 -
Building Inspector 5.00 5.00 5.00 -
Chief Building Official 1.00 1.00 1.00 -
Permit Technician 3.00 3.00 3.00 -
Plan Reviewer 1.00 1.00 1.00 -
Tota l 11.00 11.00 11.00 -
Code Enforcement FY 2023 FY 2024 FY 2025 Change PY
Code Enforcement Officer 5.17 5.90 6.65 0.75
Code Enforcement Supervisor 0.92 0.80 0.30 (0.50)
Neighborhood Services Manager 0.20 0.30 0.35 0.05
Senior Admin Clerk 1.85 0.80 0.80 -
Tota l 8.14 7.80 8.10 0.30
*Funding between Code Enforcement, CDBG, and HOME has shifted
Property Management FY 2023 FY 2024 FY 2025 Change PY
Lien Coordinator 1.00 1.00 1.00 -
Property Management Administrator 1.00 1.00 1.00 -
Property Management Assistant 1.00 1.00 1.00 -
Senior Admin Clerk 0.50 0.50 0.50 -
Total 3.50 3.50 3.50 -
Lake Lot FY 2023 FY 2024 FY 2025 Change PY
Senior Admin Clerk 0.50 0.50 0.50 -
Assistant Prop Mgmt./Lake Lots 1.00 1.00 1.00 -
Total 1.50 1.50 1.50 -
Traffic Engineering FY 2023 FY 2024 FY 2025 Change PY
Bicycle Safety Coordinator* - - 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 1.00 -
Traffic Control Tech 5.00 5.00 5.00 -
Traffic Control Tech II 3.00 3.00 3.00 -
Traffic Signal Specialist 1.00 1.00 1.00 -
Traffic Superintendent 1.00 1.00 1.00 -
Tota l 16.10 16.10 17.10 1.00
*Above current request
320
PERSONNEL BY JOB TITLE - GENERAL FUND
Engineering FY 2023 FY 2024 FY 2025 Change PY
Assistant City Engineer - - 1.00 1.00
City Engineer* 0.67 0.67 - (0.67)
Civil Engineer 2.00 2.00 1.00 (1.00)
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 Tech 5.00 5.00 5.00 -
Engineering Tech Supervisor 1.00 1.00 1.00 -
Senior Engineering Tech 7.00 7.00 7.00 -
Total 17.72 17.72 17.05 (0.67)
Street Maintenance FY 2023 FY 2024 FY 2025 Change PY
C & M Supervisor 3.00 3.00 3.00 -
Equipment Operator 11.00 14.00 11.00 (3.00)
General Maintenance Worker 17.00 14.00 17.00 3.00
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 -
Tota l 54.75 54.75 54.75 -
Legal FY 2023 FY 2024 FY 2025 Change PY
Attorney I 2.00 2.00 1.00 (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 -
Senior Assistant City Attorney* - - 1.00 1.00
Legal Clerk 1.00 1.00 1.00 -
Total 7.00 7.00 7.00 -
*Above current request
City Clerk FY 2023 FY 2024 FY 2025 Change PY
Administrative Secretary 0.50 1.00 1.00 -
City Clerk 1.00 1.00 1.00 -
Public Records Coordinator* - - 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 -
Tota l 2.50 3.00 4.00 1.00
*Above current request
Total -General Fund 817.52 822.70 824.05 1.35
*See notes below each department for descriptions of changes. Totals include Mayor& City Council.
321
PERSONNEL BY JOB TITLE - WATER & SEWER FUND
Utility Collection FY 2023 FY 2024 FY 2025 Change PY
CFO/Director of Finance 0.15 0.15 0.15 -
Clerk 0.75 0.75 0.75 -
Customer Account Specialist - - 1.00 1.00
Customer Service Rep 3.00 3.00 3.00 -
Lead Customer Service Rep 2.00 2.00 1.00 (1.00)
Lead Water Customer Service Rep 1.00 1.00 1.00 -
Senior Customer Service Rep 2.00 2.00 2.00 -
Utility Billing Supervisor - - 1.00 1.00
Utility Collection Manager 1.00 1.00 1.00 -
Utility Systems Data Administrator 1.00 1.00 - (1.00)
Water Customer Service Rep 4.00 4.00 4.00 -
Total 14.90 14.90 14.90 -
Utility Administration FY 2023 FY 2024 FY 2025 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 2023 FY 2024 FY 2025 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 -
Water Distribution FY 2023 FY 2024 FY 2025 Change PY
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 5.00 5.00 -
Senior Utilities System Worker 13.00 10.00 10.00 -
Storekeeper 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 12.00 12.00 -
Utility Locator 2.00 6.00 6.00 -
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 -
Tota l 52.00 53.00 53.00 -
322
PERSONNEL BY JOB TITLE - WATER & SEWER FUND
Sewer Rehab FY 2023 FY 2024 FY 2025 Change PY
USW I 4.00 4.00 4.00 -
USW II 4.00 4.00 3.00 (1.00)
Senior USW - - 1.00 1.00
Wastewater Collection/Rehab 1.00 1.00 1.00 -
Total 9.00 9.00 9.00 -
Water Source of Supply FY 2023 FY 2024 FY 2025 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 2023 FY 2024 FY 2025 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Electronics Instrument Tech I 1.00 1.00 1.00 -
Electronics Instrument Tech II 1.00 1.00 1.00 -
Lead Plant Operator 5.00 5.00 5.00 -
P/P Maintenance Mech 2.00 2.00 3.00 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 6.00 5.00 4.00 (1.00)
USW I 2.00 2.00 2.00 -
Water Laboratory Supervisor 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/Wastewater Lab Tech 1.00 1.00 1.00 -
WP/WS Superintendent 1.00 1.00 1.00 -
Tota l 39.00 38.00 38.00 -
Wastewater Collection FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk* 2.00 2.00 - (2.00)
City Works Specialist - - 1.00 1.00
Heavy Equipment Operator 2.00 2.00 2.00 -
USW I 8.00 8.00 5.00 (3.00)
USW II 3.00 3.00 4.00 1.00
Senior Utilities System Worker 1.00 1.00 2.00 1.00
WW Collection Supervisor 1.00 1.00 1.00 -
Tota l 17.00 17.00 15.00 (2.00)
*Combined to create City Works Specialist
323
PERSONNEL BY JOB TITLE - WATER & SEWER FUND
Resource Recovery FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Electronics Instrument Tech I 1.00 1.00 1.00 -
Electronics Instrument Tech II 1.00 1.00 1.00 -
Environmental Coordinator 0.50 0.50 0.50 -
Lead Plant Operator 10.00 16.00 16.00 -
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 -
RR Superintendent 1.00 1.00 1.00 -
RR Lab Supervisor 1.00 1.00 1.00 -
Senior P/P Maintenance Mechanic 3.00 4.00 4.00 -
USW I 5.00 5.00 5.00 -
USW II 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 -
Tota l 40.50 47.50 47.50 -
Total -Water&Sewer Fund 194.00 201.00 199.00 (2.00)
324
PERSONNEL BY JOB TITLE - SANITATION FUND
Sanitation FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Deputy Dir of Public Works 0.50 0.50 0.33 (0.17)
Director of Public Works 0.10 0.10 0.10 -
Environmental Coordinator 1.00 1.00 1.00 -
Laborer 2.86 2.86 2.86 -
Sanitation Equip Operator I 12.00 11.00 11.00 -
Sanitation Equip Operator II 19.00 20.00 20.00 -
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 -
Senior Admin Clerk 1.00 1.00 1.00 -
Welder 1.00 1.00 1.00 -
Total 54.46 54.46 54.29 (0.17)
*Position listing improved to reflect assignments as appropriate
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 -
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 -
Senior Admin Clerk 1.00 1.00 1.00 -
Total 19.00 19.00 19.00 -
Total -Sanitation Fund 87.46 87.46 87.29 0.17
325
PERSONNEL BY JOB TITLE - SPECIAL REVENUE FUNDS
CDBG Grant Management FY 2023 FY 2024 FY 2025 Change PY
Assistant City Manager 0.13 0.13 0.10 (0.03)
CDBG/HOME Program Specialist - 1.00 - (1.00)
CDBG/HOME Program Supervisor - 1.00 - (1.00)
Director of Development Services 0.10 0.10 0.05 (0.05)
HOME/CDBG Program Manager 1.00 0.60 0.60
Housing Rehab Inspector 0.30 0.30 0.30 -
Housing Specialist II 1.00 0.60 0.60
Neighborhood Services Manager - - 0.10 0.10
Total 2.53 2.53 1.75 (0.78)
CDBG Code Enforcement FY 2023 FY 2024 FY 2025 Change PY
Code Enforcement Officer 0.08 0.08 - (0.08)
Code Enforcement Officer I - - 0.35 0.35
Code Enforcement Supervisor 0.05 0.05 0.05 -
Director of Development Services 0.05 0.05 0.10 0.05
Neighborhood Services Manager 0.05 0.05 0.05 -
Senior Admin Clerk 0.05 0.05 0.20 0.15
Total 0.28 0.28 0.75 0.47
CDBG Demolition FY 2023 FY 2024 FY 2025 Change PY
Code Enforcement Officer I 0.75 1.55 - (1.55)
Code Enforcement Supervisor 0.03 0.03 0.65 0.62
Director of Development Services 0.05 0.05 0.05 -
Neighborhood Services Manager - 0.05 0.05 -
Senior Admin Clerk 0.10 0.10 - (0.10)
Total 0.93 1.78 0.75 (1.03)
CDBG Delivery Costs FY 2023 FY 2024 FY 2025 Change PY
CDBG/HOME Program Inspector 0.50 0.50 - (0.50)
Housing Rehab Inspector - - 1.00 1.00
Housing Specialist II - - 0.20 0.20
Total 0.50 0.50 1.20 0.70
Housing Choice Voucher FY 2023 FY 2024 FY 2025 Change PY
Director of Development Services 0.10 0.10 0.10 -
Housing Admin Specialist 1.00 1.00 1.00 -
Housing Inspector 1.00 1.00 1.00 -
Housing Specialist I 3.00 3.00 3.00 -
Housing Specialist II 1.00 1.00 1.00 -
Housing Supervisor 1.00 1.00 1.00 -
Neighborhood Services Manager 0.75 0.75 0.45 (0.30)
Total 7.85 7.85 7.55 (0.30)
326
PERSONNEL BY JOB TITLE - SPECIAL REVENUE FUNDS
HOME Administration FY 2023 FY 2024 FY 2025 Change PY
Housing Specialist II - - 0.20 0.20
CDBG/HOME Program Inspector 0.20 0.20 1.00 0.80
Total 0.20 0.20 1.20 1.00
Transportation Planning Grant FY 2023 FY 2024 FY 2025 Change PY
Transportation Planner 2.00 2.00 2.00 -
Tota l 2.00 2.00 2.00 -
Community Rural Health FY 2023 FY 2024 FY 2025 Change PY
Accreditation Specialist 1.00 1.00 1.00 -
Health Educator 0.30 0.16 0.30 0.14
PH NURSE - RESOURCE 0.20 0.20 - (0.20)
Public Health Nurse - - 0.15 0.15
Public Health Specialist 0.70 0.70 0.60 (0.10)
Total 2.20 2.06 2.05 (0.01)
*Personnel funding reallocation to the General Fund
Community Clinical Linkage Grant FY 2023 FY 2024 FY 2025 Change PY
Health Educator 0.70 0.84 0.70 (0.14)
Program Coordinator 1.00 1.00 1.00 -
Total 1.70 1.84 1.70 (0.14)
HIV Prevention FY 2023 FY 2024 FY 2025 Change PY
Public Health Technician 1.00 1.00 1.00 -
Certified Medical Assistant 1.00 1.00 1.00 -
Total 2.00 2.00 2.00 -
TX Healthy Communities FY 2023 FY 2024 FY 2025 Change PY
Program Coordinator - 1.00 1.00 -
Total - 1.00 1.00 -
*Did not receive funding in the previous fiscal year
Infectious Disease Grant FY 2023 FY 2024 FY 2025 Change PY
Epidemiologist 0.70 0.70 1.00 0.30
Total 0.70 0.70 1.00 0.30
Tuberculosis Grant FY 2023 FY 2024 FY 2025 Change PY
Certified Medical Assistant - 0.70 0.70 -
Health Clinic Aide 0.10 - - -
Public Health Nurse 0.70 0.85 0.90 0.05
Lead Public Health Nurse 0.10 0.13 0.10 (0.03)
Total 0.90 1.68 1.70 0.02
327
PERSONNEL BY JOB TITLE - SPECIAL REVENUE FUNDS
Immunization Grant FY 2023 FY 2024 FY 2025 Change PY
Certified Medical Assistant 0.90 0.68 1.10 0.42
Health Educator 1.00 1.00 - (1.00)
Immunization Outreach 2.00 2.00 2.00 -
Lead Public Health Nurse 1.00 0.84 0.60 (0.24)
Public Health Nurse 0.60 0.60 0.20 (0.40)
Total 5.50 5.12 3.90 (1.22)
Women, Infants, &Children FY 2023 FY 2024 FY 2025 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 3.00 2.00
Public Health Specialist 2.00 2.00 1.00 (1.00)
WIC Breastfeeding Specialist 2.00 2.00 1.00 (1.00)
WIC Outreach Specialist - - 1.00 1.00
WIC Program Administrator 1.00 1.00 1.00 -
WIC Specialist 3.00 3.00 3.00 -
WIC Specialist Supervisor 1.00 1.00 1.00 -
Tota l 12.00 12.00 13.00 1.00
Emergency Mgmt.Asst. Grant FY 2023 FY 2024 FY 2025 Change PY
Emergency Preparedness Coordinator 1.00 - - -
Total 1.00 - - -
*For FY 2025, the Emergency Preparedness Coordinator is listed under the Fire Department
Total -Special Revenue Funds 40.29 41.54 41.55 (0.01)
328
PERSONNEL BY JOB TITLE - HOTEL/MOTEL TAX FUND
Convention &Visitor's Bureau FY 2023 FY 2024 FY 2025 Change PY
Communications and Marketing Dir 0.33 0.35 0.35 -
Market& Design Rep - - - -
Marketing Coordinator 0.50 0.50 0.50 -
Marketing/Design Manager 0.50 0.50 0.50 -
Sales Coordinator 0.50 0.50 0.50 -
Sales Manager - - 0.50 0.50
Senior Sales Coordinator - 0.50 - (0.50)
Sports &Tourism Coordinator* 0.50 - 1.00 1.00
Visitor and Office Assistant 1.00 1.00 1.00 -
Total 3.33 3.35 4.35 1.00
*Above current request
MPEC Management FY2022-23 FY2023-24 FY2023-24 Change PY
Ag Center Manager 1.00 1.00 1.00 -
Box Office Manager 1.00 1.00 1.00 -
Communications and Marketing Dir 0.33 0.35 0.35 -
Concessions Supervisor 1.00 1.00 1.00 -
Department Administrative Assistant 1.00 1.00 1.00 -
Event Coordinator 1.00 1.00 1.00 -
Event Manager 1.00 1.00 1.00 -
Event Operations Manager 1.00 1.00 1.00 -
Facility Maintenance Manager 1.00 1.00 1.00 -
Food and Beverage Manager 1.00 1.00 1.00 -
Food and Beverage Supervisor 1.00 1.00 1.00 -
Kitchen Supervisor* - - 1.00 1.00
Marketing Coordinator 0.50 0.50 0.50 -
Marketing/Design Manager - 0.50 0.50 -
MPEC Lead Operations Staff 1.00 1.00 1.00 -
MPEC Operations Staff 1.00 3.00 3.00 -
Sales Coordinator 0.50 0.50 0.50 -
Sales Manager 0.50 - 0.50 0.50
Senior Sales Coordinator - 0.50 - (0.50)
Sponsorship Sales Coordinator 1.00 1.00 1.00 Total 14.83 17.35 18.35 1.00
*Above current request
Total -Hotel/Motel Fund 18.16 20.70 22.70 2.00
329
PERSONNEL BY JOB TITLE - AIRPORTS, FLEET & TRANSIT FUNDS
Regional Airport FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk 1.50 1.40 1.50 0.10
Airport Administrator 0.60 0.60 0.60 -
Airport Lineman Temp - 0.10 - (0.10)
Airport Operations Manager 1.00 1.00 1.00 -
Tota l 3.10 3.10 3.10 -
FBO Regional Airport FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk 0.50 0.50 0.50 -
Airport Lineman 4.00 3.00 3.00 -
Billing Clerk - 1.00 1.00
Lead Airport Lineman 1.00 1.00 1.00 -
Total 5.50 5.50 5.50 -
Kickapoo Airport FY 2023 FY 2024 FY 2025 Change PY
Administrative Clerk - 0.50 0.50 -
Airport Lineman 2.00 2.50 2.50 -
Airport Operations Manager 1.00 1.00 1.00 -
Airports Administrator 0.40 0.40 0.40 -
Lead Airport Lineman 1.00 1.00 1.00 -
Tota l 4.40 5.40 5.40 -
Total-Airports 13.00 14.00 14.00 0.00
Fleet Maintenance FY 2023 FY 2024 FY 2025 Change PY
Administrative Secretary 1.00 1.00 1.00 -
Automotive Services Coordinator 1.00 1.00 1.00 -
Automotive Mechanic 16.00 16.00 15.00 (1.00)
Automotive Services Worker 6.00 6.00 6.00 -
Central Services Supervisor 1.00 1.00 1.00 -
Director of Aviation, Traffic&Transp. 0.85 0.85 0.85 -
Fire Equipment Mechanic 2.00 2.00 2.00 -
Landfill Mechanic 1.00 1.00 1.00 -
Lead Auto Services Worker 1.00 1.00 1.00 -
Senior Admin Clerk 1.00 1.00 1.00 -
Small Engine Coordinator - - 1.00 1.00
Store Clerk 2.00 2.00 2.00 -
Warehouse Supervisor 1.00 1.00 1.00 -
Welder 2.00 1.00 1.00 -
Tota l 35.85 34.85 34.85 -
330
PERSONNEL BY JOB TITLE - AIRPORTS, FLEET & TRANSIT FUNDS
Public Transportation FY 2023 FY 2024 FY 2025 Change PY
Public Transportation Admin 0.50 0.50 0.50 -
Transit Operations Supervisor 0.50 0.50 0.50 -
Transit Operator 19.00 19.00 19.00 -
Transit Operator- Part Time 5.00 5.00 5.00 -
Tota l 25.00 25.00 25.00 -
Preventative Maintenance FY 2023 FY 2024 FY 2025 Change PY
Automotive Mechanic 3.00 3.00 3.00 -
Public Transportation Admin 0.30 0.30 0.30 -
Total 3.30 3.30 3.30 -
Public Transportation Planning FY 2023 FY 2024 FY 2025 Change PY
Director of Aviation, Traffic&Transp. 0.15 0.15 0.15 -
Public Transportation Admin 0.20 0.20 0.20 -
Transit Operations Supervisor 0.50 0.50 0.50 -
Total 0.85 0.85 0.85 -
Transit Hub Operations FY 2023 FY 2024 FY 2025 Change PY
Customer Service Rep 2.00 2.00 2.00 -
Total 2.00 2.00 2.00 -
Total -Transit Fund 31.15 31.15 31.15 -
331
PERSONNEL BY JOB TITLE - OTHER FUNDS
Stormwater FY 2023 FY 2024 FY 2025 Change PY
City Engineer 0.66 0.33 - (0.33)
Civil Engineer 1.00 1.00 1.00 -
Deputy Director of Public Works - - 0.33 0.33
Environmental Coordinator 0.50 0.50 0.50 -
Heavy Equip Operator 2.00 2.00 2.00 -
Street Program Coordinator 1.00 1.00 1.00 -
Total 5.16 4.83 4.83 -
Castaway Cove FY 2023 FY 2024 FY 2025 Change PY
Admin &Accounting 1.00 - - -
Tota l 1.00 - - -
*All positions now funded through 3rd party contract
Information Technology FY 2023 FY 2024 FY 2025 Change PY
Assistant City Manager 0.34 0.34 0.34 -
Business Systems Analyst 1.00 1.00 1.00 -
Database Manager 1.00 1.00 1.00 -
GIS Application Coordinator 1.00 1.00 1.00 -
Help Desk Technician 1.00 1.00 2.00 1.00
Information Security Officer 1.00 1.00 1.00 -
IT Administrator 1.00 1.00 2.00 1.00
PC Analyst 4.00 4.00 3.00 (1.00)
PC Analyst Supervisor 1.00 1.00 1.00 -
Radio System Technician 1.00 1.00 1.00 -
Senior Server Analyst - - 1.00 1.00
Server Analyst* 2.00 2.00 2.00 -
Systems Application Analyst 2.00 2.00 1.00 (1.00)
Total 16.34 16.34 17.34 1.00
*Above current request
Duplicating Services FY 2023 FY 2024 FY 2025 Change PY
Accounting/Payroll Analyst 0.20 0.20 - (0.20)
Administrative Secretary 0.20 0.20 - (0.20)
Total 0.40 0.40 - (0.40)
*Reallocated to Finance Department and Fund closed
Total -Other Funds 22.90 21.57 22.17 (0.60)
Grand Total City FTE 1,237.43 1,253.40 1,254.43 1.03
332
p.
-.....,.\M4th &
TEXAS
APPENDIX
333
2024 Tax Rate Calculation Worksheet Form 50-856
Taxing Units Other Than School Districts or Water Districts
City of Wichita Falls (940)761-7462
Taxing Unit Name Phone(area code and number)
1300 7th St.,Wichita Falls,Texas 76307 www.wichitafallstx.gov
Taxing Unit'sAddress,City,State,ZIP Code Taxing Unit's Website Address
GENERAL INFORMATION:Tax Code Section 26.04(c)requires an officer or employee designated by the governing body to calculate the no new revenue(NNR)tax rate and
voter-approval tax rate for the taxing unit.These tax rates are expressed in dollars per$100 of taxable value calculated.The calculation process starts after the chief appraiser
delivers to the taxing unit the certified appraisal roll and the estimated values of properties under protest.The designated officer or employee shall certify that the officer or
employee has accurately calculated the tax rates and used values shown for the certified appraisal roll or certified estimate.The officer or employee submits the rates to the
governing body by Aug.7 or as soon thereafter as practicable.
School districts do riot use this form,but Instead use Comptroller Form 50-859 Tax Rate Calculation Worksheet,School District without Chapter 313 Agreements or Comptroller Form
50 881 Tax Rate Calculation Worksheet,School District with Chapter 313 Agreements.
Water districts as defined under Water Code Section 49.001(1)do not use this form,but instead use Comptroller Form 50-858 Water District Voter-Approval Tax Rate Worksheet for
low Tax Rate and Developing Districts or Comptroller Form 50.860 Developed Water District Voter Approval Tax Rate Worksheet.
I he(omptrulle rs office provides this worksheet to assist taxing units In determining tax rates I he Information provided In this worksheet Is offered as technical assistance and not
legal advice.faxing units should consult legal counsel for interpretations of law regarding lax rate preparation and adoption.
SECTION I:No New Revenue Tax Rate
The NNR lax rate enables Lire puhlk to evaluate,Lire r€.la tion:hlp between ldxc+s fen 11)0 prior year and For the current year based on e Lox ldLo Niel would I I duet.lire .drnc om(uril
of taxes(no new loxes)if applied to lhr some proper Lies that arc taxed In bath years WIien appraisal values increase,the NNIl lux rule ;huuld decrease
The NNR tax rate for a county is the sum of the NNR tax rates calculated for each type of lax the county levies.
While uncommon,It Is possible for a taxing unit to provide an exemption for only maintenance and operations taxes.In this case,the taxing unit will need to calculate the NNR tax
rate separately for the maintenance and operations tax and the debt tax,then add the two components together.
Line No-New-Revenue lax Rate Worksheet Am Kate 1
1. Prior year total taxablevalue.Enter the amount of the prior year taxable value on the prior year tax roll today.Include any adjustments since last
year's certification;exclude Tax Code Section 25.25(d)one-fourth and one-third over-appraisal corrections from these adjustments.Exclude any
property value subject to an appeal under Chapter 42 as of July 25(will add undisputed value in Line 6).This total Includes the taxable value of
homesteads with lax ceilings(will deduct In Line 2)and the captured value for tax Increment financing(adjustment is made by deducting Tr taxes,
as reflected in Line 17).' s 7,187,538,505
2. Prior year lax ceilings.Counties,cities and junior college dishicls.EnterLireprioryentotaltaxablevalueoiliouiesleadswithlaxceilings`
These include the homesteads of homeowners age 65 or older or disabled.Other taxing units enter 0.If your taxing unit adopted the tax ceiling
provision last year or a prior year for homeowners age 65 or older or disabled,use this step' $ 0
3. Preliminary prior year adjusted taxable value.Subtract Line 2 from Line 1. $ 7,187,538,505
4. Prior year total adopted tax rate. 0.680000
$ /5100
5. Prior year taxable value lost because court appeals of ARB decisions reduced the prior year's appraised value.
A. Original prior year ARB values: s
43,037,926
B. Prior year values resulting from final court decisions: -s 39,740,000
C. Prior year value loss.Subtract B from A.' s 3,297,926
6. Prior year taxable value subject to an appeal under Chapter 42,as of July 25.
A. Prior year ARB certified value: $ 16,373,165
B. Prior year disputed value: -$ 13,477,555
•
C. Prior year undisputed value.Subtract B from A.` $ 2,895,610
7. Prior year Chapter 42 related adjusted values.Add Line 5C and Line 6C. s 6,193,536
Tex.Tax Code§26.012(14)
'Tex.Tax Code§26.012(14)
Tex.Tax Code§26.012(13)
'lex.lax Code§26.012(13)
Form developed by:Texas Comptroller of Public Accounts,Property Tax Assistance Division For additional copies,visit:comptroller.texas.gov/taxes/property-tax
334
2024 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts Form 50-856
Line No-New-Revenue Tax Rate Worksheet ' , Amount/Rate
8. Prior year taxable value,adjusted for actual and potential court-ordered adjustments.Add Line 3 and Line 7. $ 7,193,732,041
9. Prior year taxable value of property in territory the taxing unit deannexed after Jan.1,2023.Enter the prior year value of property in
deannexed territory.' $ 0
10. Prior year taxable value lost because property first qualified for an exemption in the current year.lithe taxing unit increased an original
exemption,use the difference between the original exempted amount and the increased exempted amount.Do not include value lost due to
freeport,goods-in-transit,temporary disaster exemptions.Note that lowering the amount or percentage of an existing exemption in the current lir
year does not create a new exemption or reduce taxable value.
A. Absolute exemptions.Use prior year market value: $ 318,685
E r
B. Partial exemptions.Current year exemption amount or current year percentage exemption
times prior year value. +$ 22,506,559
C. Value loss.Add A and B.' $ 22,825,244
11 Prior year taxable value lost because property first qualified for agricultural appraisal(1 d or 1 d 1),timber appraisal,recreational/
scenic appraisal or public access airport special appraisal In the current year.Use only properties that qualified for the first time In the cur-
rent year,do not use proper lies that qualified In the prior year.
A Prior year market value: t 406.Ws
B. Current year productivity or special appraised value. -$
21384
C Value loss tubtrac l B from A ' $ 38d,IJ9 I
12. Total adjustments for lost value.Add Lines 9,10C and 11 C. $ 20,210,235
I.A. Prior year captured value of property in a I IE.Enter the total value of the prior year captured appraised value of property taxable by a tax-
ing unit in a tax increment financing zone for which the prior year taxes were deposited into the tax increment fund.a If the taxing unit has no
captured appraised value in line 18D,enter 0. $ 120,356,178
14. Prior year total value.Subtract Line 12 and Line 13 from Line 8. $ 7,050,165,628
15. Adjusted prior year total levy.Multiply Line 4 by Line 14 and divide by$100. $ 47,941,126
16. faxes refunded for years preceding the prior tax year.Enter the amount of taxes refunded by the taxing unit for tax years preceding the
prior tax year.Types of refunds include court decisions,Tax Code Section 25.25(b)and(c)corrections and Tax Code Section 31.11 payment
errors.Do not include refunds for the prior tax year.This line applies only to tax years preceding the prior tax year.° $ 135,991
17. Adjusted prior year levy with refunds and TIF adjustment.Add Lines 15 and 16.1p $ 48,077,117
18. Total current year taxable value on the current year certified appraisal roll today.[his value includes only certified values or certified esti-
mate of values and includes the total taxable value of homesteads with tax ceilings(will deduct in Line 20).These homesteads include home-
owners age 65 or older or disabled."
A. Certified values: $ 7,671,263,859
B. Counties:Include railroad rolling stock values certified by the Comptroller's office: +$
C. Pollution control and energy storage system exemption:Deduct the value of property exempted
for the current tax year for the first time as pollution control or energy storage system property,........... -$ 0
D. Tax increment financing:Deduct the current year captured appraised value of property taxable by a taxing
unit in a tax increment financing zone for which the current year taxes will be deposited into the tax increment
fund.Do not include any new property value that will be included in Line 23 below.12 -$ 127,080,939
E. Total current year value.Add A and B,then subtract C and D. $ 7,544,182,920
Tex.Tax Code§26.012(15)
°Tex.Tax Code§26.012(15)
Tex.Tax Code§26.012(15)
°Tex.Tax Code§26.03(c)
°Tex.Tax Code§26.012(13)
1°Tex.Tax Code§26.012(131
"Tex.Tax Code§26.012,26.04(c-2)
Tex.Tax Code§26.03(c)
For additional copies,visit:comptroller.texas.gov/taxes/property-tax 335 Paget
2024 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts Form 50-856
Line No-New-Revenue Tax Rate Worksheet Amount/Rate
19. Total value of properties under protest or not included on certified appraisal roll. •
A. Current year taxable value of properties under protest.The chief appraiser certifies a list of properties still
••
under ARB protest.The list shows the appraisal district's value and the taxpayers claimed value,if any,
•
• or an estimate of the value if the taxpayer wins.For each of the properties under protest,use the lowest
of these values.Enter the total value under protest.14 $ 0
B. Current year value of properties not under protest or included on certified appraisal roll.The chief
appraiser gives taxing units a list of those taxable properties that the chief appraiser knows about but
are not included in the appraisal roll certification.These properties also are not on the list of properties
that are still under protest.On this list of properties,the chief appraiser includes the market value,
appraised value and exemptions for the preceding year and a reasonable estimate of the market value,
appraised value and exemptions for the current year.Use the lower market,appraised or taxable value
(as appropriate).Enter the total value of property not on the certified roll.1s +$ 0
C. fatal value under protest or riot CO tifled.Add A and L. $ o
20. Current year tax ceilings.Counties,cities and junior colleges enter current year total taxable value of homesteads with tax ceilings.I hese
It icludc LI ie i iuruesteads of homeowners age 65 or older or disabled.Other taxing units enter 0 If your taxing unit adopted the tax ceiling provi-
sion in the prior year or a previous year for homeowners age 65 or older or disabled,use this step.16 $ 0
21. Current year total taxable value.Add lines 18F and 19C Subtract Line 70 " $ 7 44 182,9.20
22. Total current year taxable value of properties in territory annexed after lan.1,of the prior year Include boil reel arid lierianal properly
Enter the current year value of property in territory annexed.'& $ 0
23. Total current year taxable value of new improvements and new personal property located in now improvements.New means the
item was not on the appraisal roll in the prior year.An improvement is a building,structure,fixture or fence erected on or affixed to land.New
additions to existing improvements may be included if the appraised value can be determined.New personal property in a new improvement
must have been brought into the taxing unit after Jai i.1,of lhei prior year and Lie located in a new improvement.New irripiuverneilli do irk Jude
property on which a tax abatement agreement has expired for the current year.19 $ 83,067,307
14. Total adjustments to the current year taxable value.Add Lines 11 and 13. $ 83,067,307
25. Adjusted current year taxable value.Subtract Line 24 from Line 21. $ /,461,115,613
26. Current year NNR tax rate.Divide Line 17 by Line 25 and multiply by$100.20 S 0 644369 ism
127. I COUNTIES ONLY.Add together the NNR tax rates for each type of tax the county levies.The total is the current year county NNR tax rate.21 $ /$Too 'II
i
SECTION 2:Voter-Approval Tax Rate
The voter-approval tax rate is the highest tax rate that a taxing unit may adopt without holding an election to seek voter approval of the rate.The voter-approval tax rate is split
into two separate rates.
1. Maintenance and Operations(M&O)Tax Rate:The M&O portion is the tax rate that is needed to raise the same amount of taxes that the taxing unit levied in the prior year
plus the applicable percentage allowed by law.I his rate accounts for such things as salaries,utilities and day-to-day operations.
2. Debt Rate:The debt rate includes the debt service necessary to pay the taxing unit's debt payments in the coming year.This rate accounts for principal and interest on bonds
and other debt secured by property tax revenue.
The voter-approval tax rate for a county is the sum of the voter-approval tax rates calculated for each type of tax the county levies.In most cases the voter-approval tax rate
exceeds the no-new-revenue tax rate,but occasionally decreases in a taxing unit's debt service will cause the NNR tax rate to be higher than the voter-approval tax rate.
a !royal Tax Rate Works eat`^ Amount/Rate
28. I Prior year M&O tax rate.Enter the prior year M&O tax rate. $ 0.649853 /$100
29. ' Prior year taxable value,adjusted for actual and potential court-ordered adjustments.Enter the amount in Line 8 of the No-New-Revenue I
i Tax Rate Worksheet. $ 7,193,732,041
"Tex.Tax Code 126.01(c)and(d)
Tex.Tax Code§26.01(c)
"Tex.Tax Code§26.01(d)
16 Tex.Tax Code 126.012(6)(8)
"Tex.Tao Code§26 012(6)
'1 Tex.Tax Code§26.012(17)
"Tex.Tax Cade 126.012(17)
1°Tex,Tax Code§26.04(c)
Tex.Tax Code§26.04(d)
For additional copies,visit:comptroller.texas.gov/taxes/property-tax 336 Page 3
2024 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts Form 50-856
Line Voter-Approval Tax Rate Worksheet Amount/Rate.
30. Total prior year M&O levy.Multiply Line 28 by Line 29 and divide by$100. $ 46,748,683
—.. _..
31. Adjusted prior year levy for calculating NNR M&O rate.
A. M&O taxes refunded for years preceding the prior tax year.Enter the amount of M&0 taxes
refunded in the preceding year for taxes before that year.Types of refunds include court decisions,
Tax Code Section 25.25(b)and(c)corrections and Tax Code Section 31.11 payment errors.Do not
include refunds for tax year 2023.This line applies only to tax years preceding the prior tax year. +$ 129,555
B. Prior year taxes in TIF.Enter the amount of taxes paid into the tax increment fund for a reinvestment
Lune as agreed by the taxing unit.If the taxing unit has no.urreril year captured appraised value In
Line 18D,enter 0. —$ 708,770
C. Prior year transferred function.If discontinuing all of a department,function or activity and
transferring it to another taxing unit by written contract,enter the amount spent by the taxing
unit discontinuing the function In the 12 months preceding the month of this calculation.If the
taxing unit did not operate this function for this 12-month period,use the amount spent in the last
full fiscal year In which the taxing unit operated the function.The taxing unit discontinuing the function
will subtract this amount In D below.The taxing unit receiving the function will add this amount in
D below.Other taxing units miler 0 +/-$ 0
D. Prior year M&O levy adjustments.Subtract B from A.For taxing unit with C,subtract If
disc =nlimulug fun(lion and acid I!receiving funstuai s As70.2 it
E. Add Line 30to 31D. s 16;169,468
32. Adjusted current year taxable value.Enter the amount In Line 25 of the i'doNewRevenue Tax Rate Worksheet. $ 7,461,115,613
33. Current year NNR M&O rate(unadjusted) Divide Line 31 E by Line 32 and multiply by$100. $ 0.618801 ism)
34. Rate adjustment for state criminal justice mandate."
A. Current year state criminal justice mandate.Enter the amount spent by a county in the previous 1,2 months
providing for the mairittiiarrce arid upeialiorr cosi.of keeping Inmates in county-paid facilities after they
have been sentenced.Do nut include any state reimbursement received by the county for the same purpose. $ 0
B. Prior year state criminal justice mandate.Enter the amount spent by a county in the 12 months prior to
the previous 12 months providing for the maintenance and operation cost of keeping inmates in
county-paid facilities after they have been sentenced.Do not include any state reimbursement received
by the comity fur tie'same purpose Puler tero If this Is the first time the mandate applies — 0
C. Subtract B from A and divide by Line 32 and multiply by$100 $ 0.000000 /$100
D. Enter the rate calculated in C.If not applicable,enter 0. $ 0.000000 y$1)
35. Rate adjustment for indigent health care expenditures.a
A. Current year indigent health care expenditures.Enter the amount paid by a taxing unit providing for the
maintenance and operation cost of providing indigent health care for the period beginning on
July I,of the prior tax year and ending on June 30,of the current tax year,leis any state assistance received
for the same purpose. $ 0
B. Prior year indigent health care expenditures.Enter the amount paid by a taxing unit providing for
the maintenance and operation cost of providing indigent health care for the period beginning
on July 1,2022 and ending on June 30,2023,less any state assistance received
for the same purpose. $ 0
C. Subtract 8 from A and divide by Line 32 and multiply by$100 $0.000000 /$100
D. Enter the rate calculated in C.If not applicable,enter 0. $0.000000 moo
"Inesenred forexpans;on]
L Tex.Tax Cade§26.044
Tex.Tax Code§26.0441
For additional copies,visit:comptroller.texas.govltaxes/property-tax 337 Page 4
2024 Tax Rate Calculation Worksheet--Taxing Units Other Than School Districts or Water Districts Form 50-656
Line Voter-Approval Tax Rate Worksheet Amount/Rate
36. Rate adjustment for county indigent defense compensation.
A. Current year indigent defense compensation expenditures.Enter the amount paid by a county to provide
appointed counsel for indigent individuals and fund the operations of a public defender's office under
Article 26.044,Code of Criminal Procedure for the period beginning on July 1,of the prior tax year and ending on
June 30,of the current tax year,less any state grants received by the county for the same purpose $ 0
B. Prior year indigent defense compensation expenditures.Enter the amount paid by a county to provide
appointed counsel for indigent individuals and fund the operations of a public defender's office under
Article 26.044,Code of Criminal Procedure for the period beginning on July 1,2022 and ending on
June 30,2023,less any state grants received by the county for the same purpose $ 0
C. Subtract 8 from A and divide by Line 32 and multiply by$100 $ 0.000000 /$100
D. Multiply B by 0.05 and divide by Line 32 and multiply by$100. $ 0.000000 /$100
E. Enter the lesser of C and D.If not applicable,enter 0. $ 0.000000 moo
37. Rate adjustment for county hospital expenditures.Z6
A. Current year eligible county hospital expenditures.Enter the amount paid by the county or monk ipality
to maintain and opc'iate en eligible courity Irayiitel for the per kid beginning on July I,of the prior tax year nncl
endlny on June 30,of the cunerd Lax year $ 0
B. Prior year eligible county hospital expenditures.Enter the amount paid by the county or municipality
to maintain and operate an eligible county hospital for the period beginning on lily 1 7077 and
ending on June 30,2023 5 U f
l �
C. Subtract B from A and divide by Line 32 and multiply by$100 s 0.000000 is100
D. Multiply 0 by 0.08 and divide by Line 32 and multiply by$100. 0.000000$ /$100
E. Cuter the lesser of C and D,if applicable If not applicable,enter 0
pp pp $ u.000000 /$100
38. Rate adjustment for defunding municipality.This adjustment only applies to a municipality that is considered to be a defundinq municipal-
ity for the current tax year under Chapter 109,Local Government Code.Chapter 109,Local Government Code only applies to municipalities with
a population of more than 250,000 and includes a written determination by the Office of the Governor.See Tax Code Section 26.0444 for more
information.
A. Amount appropriated for public safety in the prior year.Enter the amount of money appropriated for
public safety in the budget adopted by the municipality for the preceding fiscal year $ 0
B. Expenditures for public safety in the prior year.Enter the drtiounl of money spent by the municipality
for public safety during the preceding fiscal year $ 0
C. Subtract B from A and divide by Line 32 and multiply by$100 $ 0.000000 /$100
D. Enter the rate calculated in C.If not applicable,enter 0. $ 0.000000 00
39. Adjusted current year NNR M&O rate.Add Lines 33,34D,35D,36E,and 37E.Subtract Line 38D. $ 0.618801 /si 00
40. Adjustment for prior year sales tax specifically to reduce property taxes.Cities,counties and hospital districts that collected and spent
additional sales tax on M&O expenses in the prior year should complete this line.These entities will deduct the sales tax gain rate for the current
year in Section 3.Other taxing units,enter zero.
A. Enter the amount of additional sales tax collected and spent on M&O expenses in the prior year,if any.
Counties must exclude any amount that was spent for economic development grants from the amount
of sales tax spent $ 10,329,533
B. Divide Line 40A by Line 32 and multiply by$100 $ 0.138444 /$100
C. Add Line 408 to Line 39. $ 0.757245 00
41. Current year voter-approval M&O rate.Enter the rate as calculated by the appropriate scenario below.
Special Taxing Unit.If the taxing unit qualifies as a special taxing unit,multiply Line 40C by 1.08.
-or-
Other Taxing Unit.If the taxing unit does not qualify as a special taxing unit,multiply Line 40C by 1.035. $ 0.783748 isioo
Tex.Tax Cade 426 0442
'Tex Tax Code§26.0443
For additional copies,visit:comptroller.texas.gov/taxes/property-tax 338 Page
2024 Tax Rate Calculation Worksheet-Taxing Units Other Than School Districts or Water Districts Form 50-856
Line Voter-Approval Tax Rate Worksheet Amount/Rate
D41. Disaster Line 41(D41):Current year voter-approval M&O rate for taxing unit affected by disaster declaration.If the taxis iy unit is
located in an area declared a disaster area and at least one person is granted an exemption under Tax Code Section 11.35 for property located
in the taxing unit,the governing body may direct the person calculating the voter-approval tax rate to calculate in the manner provided for a
special taxing unit.The taxing unit shall continue to calculate the voter-approval tax rate in this manner until the earlier of:
1)the first year in which total taxable value on the certified appraisal roll exceeds the total taxable value of
the tax year in which the disaster occurred;or
2)the third tax year after the tax year in which the disaster occurred.
If the taxing unit qualifies under this scenario,multiply Line 40C by 1.08.27 If the taxing unit does not qualify,do not complete
Disaster Line 41(Line D41). $ 0.000000 15100
42. Total current year debt to be paid with property taxes and additional sales tax revenue.Debt means the interest and principal that will
be paid on debts that:
(1) are paid by property taxes;
(2) are secured by property taxes;
(3) are scheduled for payment over a period longer than one year;and
(4) are not classified in the taxing unit's budget as M&O expenses.
I �
A Debt also includes contractual payments to other taxing units that have incurred debts on behalf of this taxing unit,if those debts I
rnracrt the four conditions above.Inc ludo only amounts that will he paid from property tax revenue Do not Include appraisal district
budget payments If the governing body of a taxing unit authorized or agreed to authorize a band,warrant,certificate of obligation,or
oilier Nvldcnc a of IndFL'tadrito on ur 414.1'A NIA I, l0!I verify If IL meets the amended definition of dart)before Ins lutllr op It here e°
I i
Enter debt amount $ 5,714,815
B, Subtract unencumbered fund amount used to reduce total debt S 4
C. Subtwct certified amount spent from sales tax to reduce debt(enter cero If rune) -S 0
D. Subtract amount paid from other resources -$ 3,680,691
E. Adjusted debt.Subtract B,C and D from A. $ 2,034,218
43. Certified prior year excess debt collections.Enter the amount certified by the collector.34 $ 37,722
44. Adjusted current year debt.Subtract Line 43 from Line 42E. $ 1,996,496
45. Current year anticipated collection rate.
A. Enter the current year anticipated collection rale cei lined by the collector.'° 10UJ6 qy
B. Enter the prior year actual collection rate 100.75 %
C. Enter the 2022 actual collection rate. 101.09 yy
D. Enter the 2021 actual collection rate. 100.51
E. If the anticipated collection rate in A is lower than actual collection rates in B,C and D,enter the lowest
collection rate from B,C and D.If the anticipated rate in A is higher than at least one of the rates in the
latoi three year;,elites[lie rate from A.Note that the rate cars he greater than 100%.a' 100.75
46. Current year debt adjusted for collections.Divide Line 44 by Line 45E. $ 1,981,633
47. Current year total taxable value.Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheei. $ 7,544,182,920
48. Current year debt rate.Divide Line 46 by Line 47 and multiply by$100. $ 0.026267 !$1m
49. Current year voter-approval M&O rate plus current year debt rate.Add Lines 41 and 48. $ 0.810015 /5100
D49. Disaster Line 49(D49):Current year voter-approval tax rate for taxing unit affected by disaster declaration.Complete this Line if the
taxing unit calculated the voter-approval tax rate in the manner provided for a special taxing unit on Line D41.
Add Line D41 and 48. I $ 0.000000 /$100
a Tex.Tax Code§26.042(a)
"°Tex.Tax Cade§26.612C11
"Tex.Tax Code§26.012(10)and 26.04(6)
"Tex.Tax Code§26.04(6)
Tex.Tax Code§§26.04(h),(h-1)and(h-2)
For additional copies,visit:corn ptroller.texas.gov/taxes/property-tax 339 Page6
2024 Tax Rate Calculation Worksheet-Taxing Units Other Than School Districts or Water Districts Form 50-856
Voter-Approval Tax Rate Worksheet Amount/Rate
f 1
50. COUNTIES ONLY.Add together the voter-approval tax rates for each type of Lax the county levies.The total is Lite cuuent yeai county vutei-dpprov-
al tax rate. $ 0.000000 /$100
SECTION 3:NNR Tax Rate and Voter-Approval Tax Rate Adjustments for Additional Sales Tax to Reduce Property Taxes
Cities,counties and hospital districts may levy a sales tax specifically to reduce property taxes,Local voters by election must approve imposing or abolishing the additional sales
tax.If approved,the taxing unit must reduce its NNR and voter-approval tax rates to offset the expected sales tax revenue.
This section should only be completed by a county,city or hospital district that is required to adjust its NNR tax rate and/or voter-approval tax rate because it adopted the
additional sales tax.
Line Additional Sales and Use Tax Worksheet Amount/Rate
51. Taxable Sales.For taxing units that adopted the sales tax in November of the prior tax year or May of the current tax year,enter the
Comptroller's estimate of taxable sales for the previous four quarters."Estimates of taxable sales may be obtained through the Comptroller's
Allocation Historical Summary webpage.
Taxing units that adopted the sales tax before November of the prior year,enter 0. $ a
52. Estimated sales tax revenue.Counties exclude any amount that is or will he spent for economic development grants from the amount of esti-
mated sales tax revenue "
Taxing units that adopted the sales tax In November of the prior tax year or in May of the currant tax year.Multiply the amount on
Line 5 I by the lalea tax rate(.0 I,.005 or.0025,at,appllt able)mild i nu lbl'ly LI ie resell by.95.
or
Taxing units that adopted the sales tax before November of the prior year.Enter the sales tax revenue for the previous four quarters.
Do not multiply by e $ lu,2 i i,ht>1
53. Current year total taxable value.Cnter the amount from Line"1 of the No-New-Revel ac Trs Ruin Wulkch<el 7,544,102,920
$
54. Sales tax adjustment rate.Divide Line 52 by Line 53 and multiply by$100 S 0.135648 (Ki
55. Current year NNR tax rate,unadjusted for sales tax."Enter the rate from Line 26 or 27,as applicable,on the No-New-Revenue Tax Rate
Worksheet. $ 0.644369 1$100
56. Current year NNR tax rate,adjusted for sales tax.
Taxing units that adopted the sales tax in November the prior tax year or in May of the current tax year.Subtract Line 54 from Line
•
55.Skip to Line 57 if you adopted the additional sales tax before November of the prior tax year. $ 0.644369 /$100
37. Current year voter approval tax rata,unadjusted for sales tax.1°Crater the rate from Line 49,Line D49{disaster)or Line 50(counties)as
applicable,of the Voter-Approval Tax Rate Worksheet. $ 0.810015 /S100
58. Current year voter-approval tax rate,adjusted for sales tax.Subtract Line 54 from Line 57. $ 0.674367 /5100 li
SECTION 4:Voter-Approval Tax Rate Adjustment for Pollution Control
A taxing unit may raise its rate for M&O funds used to pay for a facility,device or method for the control of air,water or land pollution.This includes any land,structure,building,
installation,excavation,machinery,equipment or device that is used,constructed,acquired or installed wholly or partly to meet or exceed pollution control requirements.The
taxing unit's expenses are those necessary to meet the legit!'orients of a permit issued Uy the loxes Commission un Environmental Quality(II Et)).the taxing unit must provide
the tax assessor with a copy of the TCEQ letter of determination that states the portion of the cost of the installation for pollution control.
This section should only be completed by a taxing unit that uses M&O funds to pay for a facility,device or method for the control of air,water or land pollution.
Line Voter-Approval Rate Adjustment for Pollution Control Requirements Worksheet Amount/Rat,
59. Certified expenses from the Texas Commission on Environmental Quality(TCEQ}.Enter the amount certified in the determination letter
from TCEQ."The taxing unit shall provide its tax assessor-collector with a copy of the letter." $ 0
60. Current year total taxable value.Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet. $ 7,544,182,920
61. Additional rate for pollution control.Divide Line 59 by Line 60 and multiply by S100. $ 0.000000 /5100
"Tex.Tax Code§26.041(d)
"Tex.Tax Code§26.0410)
'4 Tex.Tax Code 426.041(d)
's Tex.Tax Code§26.04(s)
Tex.Tax Code§26.04(c)
"Tex.Tax Code§26.045(d)
'a Tex.Tax Code§26.045(i)
For additional copies,visit:comptroller.texas.gov/taxes/property-tax 340 Page 7
2024 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts Form 50-856
Line Voter-Approval Rate Adjustment for Pollution Control Requirements Worksheet s; is Amount/Rate
62. Current year voter-approval tax rate,adjusted for pollution control.Add Line 61 to one of the following lines(as applicable):Line 49,Line
D49(disaster),Line 50(counties)or Line 58(taxing units with the additional sales tax). $ 0.674367 /sips
SECTION 5:Voter-Approval Tax Rate Adjustment for Unused Increment Rate
The unused increment rate is the rate equal to the sum of the prior 3 years Foregone Revenue Amounts divided by the current taxable value.'°The Foregone Revenue Amount for each
year is equal to that year's adopted tax rate subtracted from that year's voter-approval tax rate adjusted to remove the unused increment rate multiplied by that year's current total
value.k0
The difference between the adopted tax rate and adjusted voter-approval tax rate is considered zero in the following scenarios:
• a tax year in which a taxing unit affected by a disaster declaration calculates the tax rate under Tax Code Section 26.042;4'
• a tax year in which the municipality is a defending municipality,as defined by Tax Code Section 26 0501(a);"or
• after Jan.1,2022,a tax year in which the comptroller determines that the county implemented a budget reduction or reallocation described by Local Government Code
Section 120.002(d)without tlwe required voter approval.
This section should only be completed by a taxing unit that does not meet the definition of a special taxing unit.b4
Line Unused Increment Rate Worksheet Amount/Rate
63 Year 3 Foregone Revenue Amount Subtract the 2021 unused Increment rate and 2021 actual tax rate from the 2073 voter-approval
tax rate Multiply the result by the 2021 current total value
A Voter.,p)'lov,al ix(idle(l lne(0 I (!(3():1()Ill ilk
B.Unused increment rate(Line 66) $ 0.01224/ !Sion
C.Subtract B from A S Q,67370 /510a
U.Adopted lax Rate $ 0.680000 /slop
F Subtract D from c $ -0.007237 /floe
F7023 Total laxabk'V.alue(Line 60) 5 r,014,4:to,0ou
G.Multiply E by F and divide the results by;100.If the number is Tess than zero,enter rem $ 0
64. Year A Foregone Revenue Amount.Subtract the 2022 unused increment rate and 2022 actual tax rate from the 2022 voter approval
tax rate.Multiply the result by the 2022 current total value
A.Voter-approval tax rate(Line 67) $ 0.719697 /$l00
B.Unused increment rate(Line 66) $ 0.013 t29 moo
C.Subtract B horn A $ 0.706569 l5100
D.Adopted Tax Rate $ 0.694321 /$100
E.Subtract D from C I $ 0,012247 Moo
F.2022 Total Taxable Value(Line 60) $ 6,492,827,283
G.Multiply E by F and divide the results by$100.If the number is less than zero,enter zero ' $ 795,176
65. Year 1 Foregone Revenue Amount.Subtract the 2021 unused increment rate and 2021 actual tax rate from the 2021 voter-approval
tax rate.Multiply the result by the 2021 current total value
A.Voter-approval tax rate(Line 67) $ 0.760928 moo
B.Unused increment rate(Line 66)
$ 0.013129 mmIu°
C.Subtract B from A $ 0.747799 Moo
D.Adopted Tax Rate $ 0.760926 -_/$tap
E.Subtract U from C $ -0.013129 Moo
F.2021 Total Taxable Value(Line 60) ' $ 5,718,123,468
G.Multiply C by F and divide the results by 5100 If the number is less than tern,enter rertl, 5 4
I _
66. Total Foregone Revenue Amount.Add Lines 63G,64G and 65G $ 795,176 /$1pp
67. 2024 Unused Increment Rate.Divide Line 66 by Line 21 of the No-New-Revenue Rate Worksheet.Multiply the result by 100 $ 0.010540 /St00
68. ! Total 2024 voter-approval tax rate,including the unused increment rate.Add Line 67 to one of the following lines(as applicable):Line 49,
Line 50(counties),Line 58(taxing units with additional sales tax)or Line 62(taxing units with pollution) j$ 0.684907 /5100
09 Tex.Tax Code§26.013(b)
w Tex.Tax Code 526.013401-a),(1-b),and(2)
°1 Tex.Tax Code 5426.04(c){2)(A)and 26.042(a)
"Tex.Tax Code§§26.0501(a}and(c).
"Tex.Local Gov't Code§120.007(d}
"Tex.Local Gov't Code§120.007(d}
For additional copies,visit:comptroller.texas.gov/taxes/property-tax 341 Page 8
2024 Tax Rate Calculation Worksheet-Taxing Units Other Than School Districts or Water Districts Form 50-856
SECTION 6:De Minimis Rate
The de minimis rate is the rate equal to the sum of the no-new-revenue maintenance and operations rate,the rate that will raise$500,000,and the current debt rate for a taxing unit."
This section should only be completed by a taxing unit that is a municipality of less than 30,000 or a taxing unit that does not meet the definition of a special taxing unit.4'
De Minimis Rate Worksheet
69. Adjusted current year NNR M&0 tax rate.Enter the rate from Line 39 of the Voter-Approval Tax Rate Worksheet. $ 0.618801 ism
70. Current year total taxable value.Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet. $ 7,544,182,920
71. Rate necessary to impose$500,000 in taxes.Divide$500,000 by Line 70 and multiply by$100. $ 0.006627 i$100
72. Current year debt rate.Enter the rate from Line 48 of the Voter-Approval Tax Rate Worksheet. $ 0 026267 f$100
73 De minimis rate.Add tines 69,71 and 77 $ am 16Db /$loo
SECTION 7:Voter-Approval Tax Rate Adjustment for Emergency Revenue Rate
In the tax year after the end of the disaster calculation time period detailed In Tax Code 5eclioii 26.042(a),a taxing unit that calculated Its voter-approval Lax rate hi the rndrlrier
provided for a special taxing unit due to a disaster must calculate its emergency revenue pale oral reduce Its voter approval tax rate for IA tat year.9e
Similarly if a taxing unit adopted a tax rate that exceeded its voter-approval tax rate,ealtulatoei normally,without holding an elm lion to respond le d disaster its allowed by Tax
Code Section 76-047(d),In the prior year,It must also reduce its voter approval tax rate for the current tax year.49
This section will apply to a taxing unit other than a special taxing unit that:
• direr led the designated one:or rrnidaye e to crrk uldde the voter-approval tax late,of the taxing unit In till'manner provided for or spec sal taxing unit In the prior year,and
• the current year Is the first tax year in which the total taxable value of property taxable by the taxing unit as shown on the appraisal roll for the taxing unit submitted by the
assessor for the taxing unit to the governing body exceeds the total taxable value of property taxable by this taxing unit on January'I of the lax year in which the disaster
occurred or the disaster occurred four years ago.This section will apply to a taxing unit in a disaster area LEA adopted a tax rate greater than its voter-approval tax rate
without!raiding an election In the prior year.
Note:This section does not apply if a taxing unit is continuing to calculate its voter-approval tax rate in the manner provided for a special taxing unit because it is still within the
disaster calculation Lime period detailed in Tax Code Section 26.042(a)because it has not met the conditions in Tax Code Section 26.042(a)(1)or(2).
Line
a,4
74. 2023 adopted tax rate.Enter the rate in Line 4 of the No-New-Revenue Tax Rate Worksheet. $ 0.680000 iSt flu
IS. Adjusted 2023 voter-approval tax rate.Use the taxing unit's lax Rate Calculation Worksheets from the prior year(s)to complete this line.
If a disaster occurred in 2023 and the taxing unit calculated its 2023 voter-approval tax rate using a multiplier of 1.08 on Disaster Line 41(D41)
of the 2023 Worksheet due to a disaster,complete the applicable sections or lines of Form 50-856-a,Adjusted Voter-Approval Tax Rate for Taxing
Units in Disaster Area Calculation Worksheet.
-or-
If a disaster occurred prior to 2023 for which the taxing unit continued to calculate its voter-approval tax rate using a multiplier of 1.08 on
Disaster Line 41(D41)in 2023,complete form 50-856-a,Adjusted Voter-Approval Tax Rate for Taxing Units in Disaster Area Calculation Worksheet to
recalculate the voter approval tax rate the taxing unit would have calculated in 2023 if it had generated revenue based on an adopted tax rate
using a multiplier of 1.035 in the years following the disaster.`0 Enter the final adjusted 2023 voter-approval tax rate from the worksheet.
-or-
if the taxing unit adopted a tax rate above the 2023 voter-approval tax rate without calculating a disaster tax rate or holding an election due to -
a disaster,no recalculation is necessary.Enter the voter-approval tax rate from the prior year's worksheet. $ 0.000000 /$100
76. Increase in 2023 tax rate due to disaster.Subtract Line 75 from Line 74. $ 0.000000 IS1
Il. Adjusted 2023 taxable value.Enter the amount in Line 14 of the No-New-Revenue lax Rate Worksheet. $ 7,050,165,628
78. I Emergency revenue.Multiply Line 76 by Line 77 and divide by$100. $ 0
79. Adjusted 2023 taxable value.Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet. $ 7,46t,115,613
j 80. Emergency revenue rate.Divide Line 78 by Line 79 and multiply by$100.s' $ 0.1300000 i$100
Tex.Tax Code§26,04(c)(2)(8)
Tex.Tax Code§26 012(8-a)
°1 Tex.Tax Code§26.063(a)(1)
Tex.Tax Code§26.042(b)
"Tex.Tax Code§26.0421r1
5p Tex.Tax Code§26.042(c)
Tex.Tax Code§26.042(b)
For additional copies,visit:comptroller.texas.govitaxeslproperty-tax 342 Page 9
2024 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts Form 50-856
nef 1111111MitrL,ncyIievenueRate orksheet
81. i Current year voter-approval tax rate,adjusted for emergency revenue.Subtract Line 80 from one of the following lines(as applicable):
Line 49,Line D49(disaster),Line 50(counties),Line 58(taxing units with the additional sales tax),Line 62(taxing units with pollution control)or
Line 68(taxing units with the unused increment rate). 0.684907
$ 1S1o0
SECTION 8:Total Tax Rate
Indicate the applicable total tax rates as calculated above.
No-new-revenue tax rate........................................................................... „..........,...................... S 0-644369 /$100
As applicable,enter the current year NNR tax rate from•L ine 76,Line 27(counties),or L ine 56(adjusted for sales tax).
Indicate the line number used: 26
Voter-approval tax rate $ 0.664907 /f100
As applicable,enter the current year voter-approval tax rate from:Line 49,Line D49(disaster),Line 50(counties),Line 58(adjusted for sales tax),
L ine 6?(adjusted for pollution control),L ine 68(adjusted for unused increment),or line 81(adjusted for emergency revenue)
Indicate the line number used: 68
De minlmis rate $ 0.051095 is too
If dppikable,enter the current year tie mlrllrrll5 rate from L ine Ii
SECTION 9.Ts1xliig Unit RepresorrlaLlvu Narnu and Sltjrlaluru
Enter the nine f,f psril.dl pupal ing Lilt tax rate as nLILI IPilced by the geve111km ht,tly L.E Ll it taxing LII It By dyrdll0 t't-low yell I sl Illy Li Irl you ME,lot,deilgnaated officer or
employee of die taxing tali.and have accurately calculated the tax rates using values that are the same as the values shown in the taxing unit's certified appraisal roll or certified
estimate of taxable value,in accordance withjerljlramentc in the Tax Code 12
Care « ei-`/(-ice 1teai`�--
nWd N of lazing it Iteesentative
Sig
• I epresentative _mot; Date
/ 1J/
s'Tex.Tax Code§§26.04(e-2)and(d-2)
For additional copies,visit:comptroller.texas.gov/taxes/property-tax 343 Page 10
POLICY STATEMENTS
BUDGET POLICIES
The 2025 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.
344
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.
345
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.
346
POLICY STATEMENTS
BUDGET CALENDAR
Budget
Kick-Off
City
Budget
Manager
Adoption Budget
Hearings
Budget
Public Workshop
Hearings with City
Council
' oposed
Public Noti �dget
pleted
pry Council
Budget
Hearings
KEY DATES
Date Event
June 18,Tuesday City Council Update—Pre-Budget Workshop
July 19, Friday City Manager's Proposed Budget submitted to City Council
July 29—August 2 Individual City Councilor Opportunity to meet with Budget Team
August 9, Friday Publish Notice of Public Hearing on the Budget
August 13,Tuesday City Manager's Proposed Budget Workshop with City Council
August 20,Tuesday Budget Public Hearing& Intent to Vote on Tax Rate
August 23, Friday Publish Notice of Tax Rate Hearing
September 3,Tuesday Tax Rate Public Hearing,Adoption of the Budget,Adoption of the Tax Rate,Adoption of the CIP
347
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. The City has 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 for all funds. If funds fall below these
percentages, plans are to be put into place to replenish the fund balance.
Fund balances of the governmental funds are classified as follows:
• Non-spendable Fund Balance—represents amounts that cannot be spent because they are either not
in spendable form (such as inventory or prepaid insurance) or legally required to remain intact (such
as notes receivable or principal of a permanent fund).
• Restricted Fund Balance—represents amounts that are constrained by external parties,constitutional
provisions, or enabling legislation.
• Committed Fund Balance — represents amounts that can only be used for a specific purpose by the
adoption of an ordinance by the City Council. Committed amounts cannot be used for any other
purpose unless the governing board removes those constraints through the adoption of another
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.
348
POLICY STATEMENTS
• 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
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
FY 2021 FY 2022 FY 2023 Est.FY 24 Est.FY 25 Policy(20%)
349
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. The City further ensures grant compliance and internal control through
the City's internal grant policy.
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 90 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, 2022,the City's tax-supported debt,funded with ad
valorem taxes, was approximately $40.9 million, or 0.57% of the taxable value of property. As of July 2023,
the City's tax-supported debt was $710 per capita, as reported by the Texas Bond Review Board.
350
POLICY STATEMENTS
Tax Supported Debt per Capita
$4,953
$4,628
$3,294 $3,191
$2,528
I $1,705
I $1,134
$710
1 5-
Conroe Temple New Sugar Bryan San Edinburg Wichita Tyler
Braunfels Land Angelo Falls
*Source:Texas Bond Review Board,Tax-Supported Debt per Capita by Local Government for Fiscal Year 2023,
Eight Cities with Most Similar Population
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.
351
POLICY STATEMENTS
M. General Fixed Assets and General Long-Term Debt Account Groups.
The accounting and reporting treatment applied to the fixed assets and long-term liabilities associated with a
fund is determined by its measurement focus.All governmental funds are accounted for on current resources
measurement focus.This means that only current assets and current liabilities are generally included on their
balance sheets. Their reported fund balance (net current assets) is considered a measure of "available
spendable resources." Governmental fund operating statements present increases (revenues and other
financing sources) and decreases (expenditures and other financing uses) in net current assets. Accordingly,
they present a summary of sources and uses of"available spendable resources" during a period.
Fixed assets used in governmental fund type operations(general fixed assets)are accounted for in the general
fixed asset account group, rather than in governmental funds. Public domain ("infrastructure") general fixed
assets consisting of certain improvements other than buildings, including roads, bridges, curbs and gutters,
streets and sidewalks, drainage systems, and lighting systems are capitalized along with other general fixed
assets. All fixed assets are valued at historical cost or estimated cost if actual historical cost is not available.
Donated fixed assets are valued at their fair market value on the date donated. Interest costs incurred on
debt-financed construction is capitalized during the construction period.
N. Deferred Outflows/Inflows of Resources.
Deferred outflows represent a consumption of net position that applies to a future period(s) and so will not
be recognized as an outflow of resources (expense/expenditure) until then. Certain amounts related to the
City's participation in pension and other post-employment benefit plans are reported in the annual financial
statements in this category, along with deferred losses on bond refunding.
Deferred inflows represent an acquisition of net position that applies to a future period(s) and so are not
recognized as an inflow of resources(revenue) until that time.The City has only two types of items that qualify
for reporting in this category; property taxes receivable and municipal court fines receivable. Additionally,
certain items related to the City's participation in pension and other post-employment plans are reported in
this category.
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.
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POLICY STATEMENTS
Q. Water, Sewer, and Sanitation Receivables.
The City's Water, Sewer, and Sanitation Enterprise Funds operate on a monthly billing cycle, issuing bills
continuously throughout the month.
R. Inventory and Prepaid Items Inventories.
Inventory and Prepaid Items Inventories of the general and proprietary funds consist of supplies and various
materials used for the maintenance of capital assets. The consumption method is used to account for these
inventories. Under this method, inventory acquisitions are recorded in inventory accounts initially and
charged as expenditures when used. Inventories are stated at average cost. Certain payments to vendors
reflect costs applicable to future accounting periods and are recorded as prepaid items in both government-
wide and fund financial statements via the purchase method.
S. Capital Assets.
Capital assets, which include property, plant and equipment, and infrastructure assets (e.g. roads, bridges,
sidewalks, and similar items), are reported in the applicable governmental or business-like activities columns
in the government-wide financial statements.The City defines capital assets as assets with an initial individual
cost of more than $25,000, and an estimated useful life in excess of one year. Such assets are recorded at
historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at
acquisition value at the time received. Capital assets are depreciated using the straight-line method over the
following useful lives:
• Assets Years Buildings, systems and improvements: 20- 59 years
• Infrastructure: 8 - 100 years
• Machinery, vehicles and other equipment: 3 - 25 years
• Furniture and equipment: 3 - 10 years
T. Restricted Assets.
These assets consist of cash, certificates of deposit, and other short-term investments legally restricted for
various purposes.
U. Property Tax.
Property taxes attach as an enforceable lien on property as of the prior January 1.Taxes are levied on October
1, and become delinquent after January 31, unless the half-payment option is elected, in which case one-half
of the tax is due November 30, and the balance the following June 30.
The City is permitted by its Home Rule Charter to levy taxes up to $2.25 per $100 of assessed valuation for
general governmental services including the payment of principal and interest on long-term debt. The budget
proposes a combined tax rate of$0.6775000 per$100 of assessed value.
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.
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POLICY STATEMENTS
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
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.
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POLICY STATEMENTS
Property tax,franchise fees,and sales tax associated with the current fiscal period are all susceptible to accrual
and are recognized as revenues of the current fiscal period.
Y. Budgetary Accounting.
The funds included in the annual budget document are governmental and proprietary. Included Funds are
budgeted on a basis consistent with Generally Accepted Accounting Principles (GAAP). However, there are
differences between budgetary accounting and GAAP. These differences have to do primarily with
encumbrance recognition, depreciation, and the accrual of items such as compensated absences, which
appear in the financial statements, but are only recognized as an expenditure in the year they are due for
budgetary purposes. Budgets are prepared in accordance with the modified accrual basis of accounting,which
recognizes revenues when they are measurable and available and expenditures when a liability is incurred.
During the year, the City maintains the accounting system on the same basis as this budget. The Water and
Sewer Fund is reported, for budgetary purposes only, as four separate funds. Because the funds in each fund
are available and measurable for debt service reporting, the funds are reported for accounting purposes as
one fund. 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.
BB.Financial Ethics
The City of Wichita Falls holds itself and its employees to a high moral and ethical code of conduct. City
employees with access to financial technology, records,or cash handling operations, will perform their duties
with due diligence and with care. Department heads and managers will promote ethical conduct within their
departments, particularly toward the maintenance of the City's financial books and records when the City
prepares its annual audit. Standards of Conduct represent the City's values, and the practices public servants
ought to follow.
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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.
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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.
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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 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.
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
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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
Fund Fund Type Major/Non-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
Housing Choice Voucher Program Governmental Non-major Special Revenue Yes
HOME Fund Governmental Non-major Special Revenue Yes
Transportation Planning Grant Fund Governmental Non-major Special Revenue Yes
Community&Rural Health Fund Governmental Non-major Special Revenue Yes
Community Clinical Linkage Governmental Non-major Special Revenue Yes
TX Healthy Communities Governmental Non-major Special Revenue Yes
HIV Grant Governmental Non-major Special Revenue Yes
Infectious Disease Fund Governmental Non-major Special Revenue Yes
Tuberculosis Grant Governmental Non-major Special Revenue Yes
Immunization Grant Program Fund Governmental Non-major Special Revenue Yes
WIC 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 Service Fund Yes
Information Technology Fund Proprietary Non-major Internal Service Fund Yes
Additional funds not appropriated in this budget include,funds used to account for long term debt,funds held in trust and
agency funds,information on all funds may be found in the City's Comprehensive Annual Financial Report.
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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
• Mayor and City • Utility Collection • Refuse Collection
Council • Utilities Admin • Trarsfer Station
•
• City P;fanager Debt • Multi-Purpose Evert • • Landfill • Regional Airport
aoiC Clerk Administration CerterUtility Equipment Operations
•• Human Resources Services
• Genera!N.LK • Comrention Visito •r's Water Distribution Transit Fund
Certer Cp Special Bureau Stormwater
• Sewer Rehabilitation
• Gereral Public Revenue • Public Trarsp.ops Fund
Information • •Water Source of Supply
Public Trarsp.Prev.• Gen r;luricipal Funds Water& - Water Purification r;laint. • Storm Water
Court Cperatiors Sewer Capital • Wastewater Collection • Public Trarsp. Drainage
• Building Wart WastewaterPlanning
Services
• Grant Fund • Treatment _
r_es ransit HUB Opt
• Immunization
• Health Admin
• Gereral City Grant
•
Nurs;rg Tuberculosis Grant
• Communtycl:nica. Microfiltration Kickapoo Waterpark Fund Fleet Maintenance
• Ger
Errv;ronmental Lineage Grant &Reverse
Health •
Community Rural Airport Fund Fund
• Animal Services Health Osmosis Fund • Castaway Cove
• Texas Health
• Lab;'',.ater Communities • Kickapoo Airport • F';eet Replacement and
Pollution •
Operations `;taintenance
• Accounting and Infectiou=_Disease Lake Ringgold
Finance Control-Ebola
• Comprehensive Fund
• Purchasing Cancer Cortrol Information Golf Course Fund
• Gereral Police Program
• General Fire Service Fund
•• General CityEmergency h gmt
Recreation
.Assstance Girt Recreation
Management••
• Gereral Pa'h • CDBC-Code • Informatics
Mains Enforcem ro ert -echlogy
•• tJ.FEC-business CD56 Demolition
Pare,D.lairt • (DEG Grant Mgmt
• City Lct Mowing
• CD56 Job-raring
• CD56 Delivery
Program Costs
• Genera!City
Cemetery • Section S Housing
• Gereral Planning
Voucher
•
• Building&Code Trarsportatron
Admin
Plarmrg Grant
•
• General Property Special Revenue
Ivgmt Fund Misc.Grants
•
• Lake Lot Admin HOte'E
• General Traffic .Admlmstration
Ergireering
• Ergireering
• Street Maim
• Legal
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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).
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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
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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.4
Investment Training
Investment training is required for the treasurer,CFO,and the investment officer(s)of a local government.
Training must be received from an independent source, approved by the City's governing body or
investment committee, and must include education in investment controls, security risks, strategy risks,
market risks, diversification of investment portfolio,and compliance with PFIA.Ten hours of training must
be completed within 12 months of taking office or assuming duties.Thereafter,ten hours of training must
be completed every two years.5
Diversification, Cash Flow& Portfolio Management
The 10 shall be required to diversify maturities. The 10, to the extent possible, will attempt to match
investments with anticipated cash flow requirements. Matching maturities with cash flow dates will
reduce the need to sell securities prior to maturity,thus reducing market risk. Unless matched to specific
requirements, the 10 may not invest more than 30% of the portfolio for a period greater than two (2)
years.
Standard of Care
The City's investments shall be made with judgment and care under circumstances then prevailing that persons
of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but
for investment, considering the probable safety of their capital as well as the probable income to be derived and
optimum liquidity required for operations in the City. Safety shall be the first priority, adequate liquidity the
second, and yield,the third priority. Individual investments shall be made in a manner consistent with this Policy.
Prudence
The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall
be applied in the context of managing the overall portfolio. This standard states:
"Investments shall be made with judgment and care, under circumstances then prevailing, which persons
of prudence, discretion, and intelligence exercise in the management of their own affairs, not for
speculation, but for investment, considering the probable safety of their capital as well as the expected
income to be derived."
4 PFIA 2256.005(i)
5 PFIA 2256.008
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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)
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POLICY STATEMENTS
will be affected 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.O.) 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.
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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)
receives an amount of deposits from customers of other federally insured depository institutions,
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POLICY STATEMENTS
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.
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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.
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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,
• Beginning and ending carrying (Book) value of the portfolio by market sector and total portfolio, if
applicable,
' PFIA 2256.005(b)(4)(E)
'The Act,Sec. 2256.022
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POLICY STATEMENTS
• 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
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
9 PFIA 2256.055 (m)
'° PFIA 2256.017
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POLICY STATEMENTS
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.
Additional Policy Guidance
Petty Cash
Petty cash funds are used by City employees to pay cash for small business expenditures. City Departments are
responsible for reconciling their Petty cash drawers to ensure that cash plus cash receipts are equal to the limit
established for the fund. Petty cash drawers are kept in a locked, secured area with limited access. The Finance
Department accounts for each Petty cash fund annually before the fiscal year end on September 30th.
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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).
372
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.
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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
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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.
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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.
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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.
377
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".
378
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.
379
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
380
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
381
* LocaliQ
Texas/New Mexico PO Box 631667 Cincinnati, OH 45263-1667
GANNETT
AFFIDAVIT OF PUBLICATION City of Wichita Falls
Notice of Public Hearing
Jennifer Babineaux Notice is hereby given that
the City of Wichita Falls City
City Of Wichita Falls Council will conduct a public
PO Box 1431 hearing on the proposed
Wichita Falls TX 76307 Fiscal Year 2024-2025 Annual
Budget at a regular meeting
on August 20, 2024, at 8:30
STATE OF WISCONSIN, COUNTY OF BROWN a.m. in the Seminar Room
located at The MPEC, 1000
The Times Record News,a newspaper published in the city of Fifth Street, Wichita Falls,
Wichita Falls with circulation in Wichita County, State of Texas, TX.
and personal knowledge of the facts herein state and that the This budget will raise more
notice hereto annexed was Published in said newspapers in the total property taxes than last
issue: year's budget by $2,921,407,
which is a 5.99 percent
08/07/2024, 08/08/2024 increase, and of that amount
and that the fees charged are legal. $562,781 is tax revenue to be
raised from new property
Sworn to and subscribed before on 08/08/2024 added to the tax roll this
year.
The public is encouraged to
attend the public hearing,
and will be given an opportu-
nity to be heard on any item
contained in the proposed
budget. Interpreters or any
other special needs will be
erk provided to anyone request-
Legaling a special service with at
least 24-hour notice. Please
otary, ate o Coun Town call the City Clerk's Office at
761-7409 for assistance.
5xsa A copy of the proposed
budget is available for view-
My commission expires ing during normal business
hours at the City Clerk's
Publication Cost: $438.44 Office, 3rd Floor, 719 Scott
Tax Amount: $0.00 Avenue, and on the City's
Payment Cost: $438.44 website at
Order No: 10455232 www.wichitafallstx.gov.
#of Copies:
Customer No: 1356937 1
PO#:
THIS IS NOT AN INVOICE!
Please do not rise this form%or payment remittance.
•
NANCY HEYRMAN
Notary Public
State of Wisconsin Page 1 of 1
of LocaliQ
Texas/New Mexico PO Box 631667 Cincinnati, OH 45263-1667
GANNETT
AFFIDAVIT OF PUBLICATION
Marie Balthrop
City Of Wichita Falls
P 0 Box 1431
Wichita Falls TX 76307
STATE OF WISCONSIN, COUNTY OF BROWN
The Times Record News,a newspaper published in the city of
Wichita Falls with circulation in Wichita County,State of Texas,
and personal knowledge of the facts herein state and that the
notice hereto annexed was Published in said newspapers In the
issue:
08/25/2024
and that the fees charged are legal.
Sworn to and subscribed before on 08/25/2024
"16 jjara-14—,
Legal
Notary,State of WI,County of Rrth?'
J' ? •
C/
My commission expires
Publication Cost: $1491.20
Tax Amount: $0.00
Payment Cost: $1491.20
Order No: 10499458 #of Copies:
Customer No: 1356937 0
PO#: Tax Rate Hearing
THIS IS NOT AN INVOICE!
Please do not use this form for payment remittance.
KAITLYN FELTY
Notary Public
State of Wisconsin
Page 1 of 2
NOTICE OF PUBLIC HEARING
ON TAX INCREASE
A tax rate of$0.684800 per$100 valuation has been proposed by the governing body of
City of Wichita Falls.
PROPOSED TAX RATE $0.684800 per$100
NO-NEW-REVENUE TAX RATE $0.644369 per$100
VOTER-APPROVAL TAX RATE $0.684907 per $100
The no-new-revenue tax rate is the tax rate for the 2024 tax year that will raise the same
amount of property tax revenue for City of Wichita Falls from the same properties in both
the 2023 tax year and the 2024 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 2024 tax year.
A PUBLIC HEARING ON THE PROPOSED TAX RATE WILL BE HELD ON September 3,2024
AT 8:30 AM AT The MPEC,1000 Fifth Street,Seminar Room,Wichita Falls,TX 76307.
The proposed tax rate is not greater than the voter-approval tax rate.As a result, City
of Wichita Falls is not required to hold an election at which voters may accept or reject
the proposed tax rate.However,you may express your support for or opposition to the
proposed tax rate by contacting the members of the of City of Wichita Fails 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: Mayor Short, Councilors Battaglino,Browning,Nelson,Smith,Taylor,
and Whiteley
AGAINST the proposal: None
PRESENT and not voting:None
ABSENT: None
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 the City of Wichita Falls last year to the taxes proposed to be imposed on the average
residence homestead by the City of Wichita Falls this year.
2023 2024 Change
Total tax rate(per $0,680000 $0.684800 increase of 0.004800 per
$100 of value) $100,or 0.71 /o
Average homestead $21,023 $9,692 decrease of-53.90%
taxable value
Tax on average $142.96 $66.37 decrease of-76.59,or
homestead -53.57%
Total tax levy on all $4g,234,946 $51,662,565 increase of 3,427,619,or
properties 7.11%
For assistance with tax calculations, please contact the tax assessor for City of Wichita
Falls at(940)766-8200 or visit https://wichitatax.com for more information. VW,0112352