2023-2024 Adopted Annual Budget CITY OF WICHITA FALLS, TX
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Fiscal Year
2023-2024
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Contact
940-761-7462 www.wichitafallstx.gov
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T E X A S
NeteiS,Fie,.C/e/den Oppertearkt;es
City of Wichita Falls 2023-2024 Annual Budget
This budget will raise more revenue from property taxes than
last year's budget by an amount of $3,009,327, which is a 6.67%
percent increase from last year's budget. The property tax
revenue to be raised from new property added to the tax roll this
year is $491,902.
City Council Record Vote
The members of the governing body of the City of Wichita Falls, TX, voted on the adoption of
the budget on September 5, 2023 as follows:
For Against
Stephen Santellana, Mayor X
Bobby Whiteley, Mayor Pro-Tem, Councilor At-Large X
Michael Smith, Councilor District 1 X
Larry Nelson, Councilor District 2 X
Jeff Browning, Councilor District 3 X
Tim Brewer, Councilor District 4 X
Steve Jackson, Councilor District 5 X
Tax Rate Adopted 2023-2024 Adopted 2022-2023
Property Tax Rate $0.680000 $0.694321
No-New-Revenue Tax Rate $0.639708 $0.675652
No-New-Revenue M&O Rate $0.614954 $0.651126
Voter Approved Tax Rate $0.685010 $0.719697
Debt Rate $0.030147 $0.032742
Total Tax Supported Debt for 2023-2024 is $2,153,600.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
City of Wichita Falls
Texas
For the Fiscal Year Beginning
October 01, 2022
p. 2,16.w,w
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, 2022. 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 are preparing our current budget to comply with program
requirements, and we plan to submit it to GFOA to determine its eligibility for another award.
ELECTED OFFICIALS & CITY MANAGER
/
Stephen Santellana
Mayor
AlIlk
Bobby Whiteley Michael Smith Larry Nelson
At Large, Mayor Pro-Tern District 1 District 2
(44'4\
r w
Ill '\�"'
Jeff Browning Tim Brewer Steve Jackson
District 3 District 4 District 5
rill)
/
Darron Leiker
City Manager
CITY STAFF
Office of the City Manager
Darron Leiker I City Manager Paul Menzies I Assistant City Manager
Blake Jurecek I Assistant City Manager
Directors
Christi Klyn Amy Fagan
Director of Human Resources Director of Health
Susan White Manuel Borrego
Interim Director of Finance Police Chief
John Burrus Marie Balthrop
Director of Aviation, Traffic &Transportation City Clerk
Donald Hughes Russell Schreiber
Fire Chief Director of Public Works & Utilities
Kinley Hegglund Terry Floyd
City Attorney Director of Development Services
Lindsay Lewis
Director of Communications, Marketing, and MPEC
t� 'gyp;
MSC V ri/K• •
S
Enhance our quality of life through responsive service delivery,
sound financial management, and partnerships spanning the
public,private and business sectors.
/7 ' t2SktIWW141
i
Wichita Falls is a vibrant, growing, family-oriented community
of unlimited opportunity and civic pride.
The municipal employees and elected officials practice these
values:
cellence - We will provide an outstanding work product.
tegrity - We adhere to high moral principles, and are mindful of the
public's trust in our work.
ccountability - We will accept responsibility for our actions and
47
decisions.
sparency - We will be visible, accessible, and open, in our
communication with the public.
novation— We will strive to improve service delivery by evaluating
and introducing new methods, ideas and programs.
\---ri 144 a
TEXAS
Igre.5vos 4a/awgrarturotros
FY 2024 ADOPTED BUDGET
TABLE OF CONTENTS
BUDGET MESSAGE
+ CITY MANAGER'S BUDGET MESSAGE 1
BUDGET SUMMARY&OVERVIEW
+ COMMUNITY PROFILE 25
+ ALL FUND BUDGET SUMMARY 32
+ REVENUE AND EXPENDITURE DISCUSSION 34
+ BUDGET AND FINANCIAL FORECASTING 37
+ DEPARTMENTS BY FUND.. 41
+ STRATEGIC PLAN 42
POLICY STATEMENTS
+ BUDGET COMPLIANCE 47
+ FINANCIAL/ACCOUNTING POLICIES 51
+ FUND DEFINITION AND STRUCTURE 59
+ INVESTMENT POLICY 64
GENERAL FUND
+ GENERAL FUND OVERVIEW 77
+ GENERAL FUND EXPENDITURES BY DEPARTMENT 85
+ GENERAL FUND PERSONNEL 93
+ GENERAL FUND DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 102
WATER AND SEWER FUND
+ WATER AND SEWER FUND OVERVIEW 223
+ WATER AND SEWER PERSONNEL 228
+ WATER AND SEWER DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 231
SANITATION FUND
+ SANITATION FUND OVERVIEW 264
+ SANITATION PERSONNEL 267
+ SANITATION DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 268
SPECIAL REVENUE FUNDS
+ SPECIAL REVENUE OVERVIEW 272
+ SPECIAL REVENUE PERSONNEL 281
DEBT SERVICE FUND
+ GENERAL DEBT SERVICE FUND OVERVIEW 286
OTHER GOVERNMENTAL FUNDS
+ HOTEL/MOTEL TAX FUND OVERVIEW 296
+ HOTEL/MOTEL VENUE TAX FUND OVERVIEW 301
+ HOTEL/MOTEL FUND DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 302
+ DUPLICATING SERVICES FUND 310
FY 2024 ADOPTED BUDGET
TABLE OF CONTENTS
OTHER PROPRIETARY FUNDS
+ REGIONAL AIRPORT FUND 312
+ KICKAPOO AIRPORT FUND 314
+ FLEET MAINTENANCE FUND 316
+ INFORMATION TECHNOLOGY FUND 319
+ TRANSIT FUND 322
+ STORMWATER DRAINAGE FUND 325
+ GOLF COURSE FUND 328
+ WATER PARK FUND 329
+ OTHER PROPRIETARY FUND DEPARTMENT OVERVIEWS AND EXPENDITURE DETAIL 331
CAPITAL IMPROVEMENT PLAN
+ CAPITAL IMPROVEMENT PLAN SUMMARY 365
GLOSSARY
+ BUDGET TERMINOLOGY 382
+ ACRONYMS 389
APPENDIX
+ TAX RATE CALCULATION WORKSHEET 391
Met
TEXAS 4/44 rOf
Budget Message
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CITY OF WICHITA FALLS
INTER-OFFICE MEMORANDUM
TO: Honorable Mayor and Members of the City Council
FROM: Darron J. Leiker, City Manager
DATE: October 1, 2023
SUBJECT: Adopted Fiscal Year 2024 Annual Operating Budget
It is my pleasure to present to you the Adopted Annual Operating Budget for the fiscal year 2023-24 (FY
2024)which covers the period beginning October 1, 2023 and ending September 30, 2024. The adopted
budget was prepared with a focus on the following goals from the City's adopted Strategic Plan:
• Accelerate Economic Growth
• Provide Quality Infrastructure
• Redevelop Downtown
• Efficiently Deliver City Services(includes improving employee recruitment and retention)
• Actively Engage and Inform the Public
The adopted Balanced Budget for FY 2024 lowers the City's property tax rate as the local economy has
and continues to experience increased property value appreciation as well as increased revenue from
interest earnings. The adopted Budget:
• Maintains current service levels despite continued higher than average inflation
• Reduces the property tax rate by 2.1%,from .6943 to.6800
• Commits$30M+to infrastructure replacement and capital improvements projects(CIP)
• Increases employee pay by up to 6.5%for civil service,and up to 6%for non-civil service
• Enhances Stability Pay for non-civil service employees
• Increases the City's contribution to the Firefighter's Pension Fund to maintain parity with TMRS
• Includes the previously approved 5%increase in retail water rates for FY 2024
• Includes a 6%increase for residential curbside/commercial garbage collection, and 13%for
alley customers
• Sets aside$10M in excess General Fund Reserves to a Capital Fund for future use
BUDGET PREPARATION PROCESS
The process for developing the preliminary budget that is presented to the City Council by the City
Manager began in late March. At that time,all of the City departments and divisions sent representatives
to a budget kick-off meeting to discuss the budget process. Staff was presented information on the
revenue status of the organization and any unusual or large changes in expected expenditure
requirements. The overall economic condition of the area, the city, and the organization was discussed
1
and each department received necessary materials and information to formulate respective department
budgets.
For the next several weeks, the various departmental budgets were formulated separately. Every
department head was encouraged to prepare a funding request that is necessary to finance normal
operations and to give consideration to areas that would address strategic goals of the City. Additionally,
each division was required to submit their major accomplishments, goals, and performance measures
for their operations. After compilation of the departmental budget requests,the budget staff and I met
with department heads to discuss the budget requests in detail and began developing priorities. These
budget hearings with the department heads identified major revenue and expenditure issues that would
ultimately require City Council consideration. At the conclusion of these departmental hearings, the
budget and management staff conducted additional meetings with department directors to analyze each
budget request on a line-item basis. It is important to note, that during these detailed work sessions, a
total of$5.4 million in budget cuts were made to the departmental requests. Once these adjustments
were made, the overall revenue and expenditure picture of all the operating funds of the City
organization started getting clearer.
At this point in the process, a workshop was conducted with the City Council on June 20th to discuss
major revenue and expenditure trends and significant issues that surfaced during the early stages of the
budget process. At this workshop, City Council was presented with operating revenue and expenditure
issues that were expected to surface as the major budgetary considerations for the next fiscal year. The
Council was made aware that revenues in the General Fund from the property tax and interest rates
were showing improvement based on the estimated property tax roll submitted by the Wichita County
Appraisal District, and recent upward, but slowing, trends in sales tax receipts. Additionally,the Council
was provided information regarding ongoing inflationary pressures;yet despite higher-than-normal cost
increases, staff was expecting to provide the same level of services in FY 2024.
In addition to this annual operating budget, which identifies the budgetary requirements to operate the
City organization for one fiscal year, staff prepares a Capital Improvement Plan (CIP) that focuses on the
capital budgeting needs over a multi-year basis. In developing a CIP, department heads are asked to
include requests for capital improvement projects that may be required over the next five years. In the
CIP that has been prepared by the staff, capital improvements are defined as tangible equipment items,
one-time projects or large maintenance projects exceeding $25,000. The objective of that process is to
develop a planning tool that identifies large tangible projects that may be needed in the next five years
and to identify potential funding sources to finance those projects.
It should be noted that many of the projects listed in the later years of the CIP may require long term
debt financing to actually generate the funds necessary to accomplish those projects. Such debt
financing, if approved, could have consequences on the property tax rate and/or other service charges
to repay that debt. Therefore, although these projects are included in the five-year CIP,they will require
future financial decisions of the City Council before they can be accomplished. The 2024- 2028 CIP is a
separate document from the Annual Operating Budget. The document was adopted by the City Council
in September 2023. It is also important to note,that when the City Council adopts the Five-Year CIP, only
the projects outlined in FY 2024(i.e. "year one") have committed funding sources and the projects listed
in the later years of the document are identified for planning purposes only.
In this budget message, I have attempted to highlight the major revenue and expenditure issues for City
Council review and consideration. The City Council budget workshop and public hearings that were
conducted provided the Council with detailed information on the budget. After this information was
reviewed,the City Council adopted a balanced budget on September 5, 2023.
2
Budget Process Diagram
Budget ilck-Off:March
City Manager Budget Hearings:May
Pre-Budget Workshop with City Council:June
City Council Proposed Budget Workshop.August
Public Hearings:September
Budget Adoption:September
TOTAL REVENUE BUDGET OVERVIEW
Total revenues(consolidated revenues)for the adopted FY 2024 budget, including fund balance transfers
in, are projected at$232,952,356, which is a decrease of$864,606, or-0.37%from the FY 2023 adopted
budget. This reduction is primarily due to the transfer in of$19.3M in fund balance for use in one-time
projects in FY 2023 ("Other Financing Sources") compared to $6.3M in FY 2024, which includes a $4M
transfer in for Lake Ringgold permitting. Total operating revenues for FY 2024, not including fund balance
transfers in, are projected to be $218,642,143, which is a 6.67% increase from FY 2023. The principal
reasons for this change will be discussed in detail in the following sections; however, as indicated in the
table below, drivers include growth in the property tax base, increasing interest earnings, increased
building permit volume, the 5% increase in retail water/sewer charges effective October 1, as well as
increased sanitation revenues from recent increases in commercial and landfill volumes as well as a rate
increase to all sanitation customers.
2022-23 2023-24
Operating Revenue 2021-22 Percent
Adopted Adopted
All Funds Actual Budget Budget
Change
g g
Property Taxes $ 43,165,659 $ 45,112,664 $ 48,354,569 7.19%
Sales Tax 31,102,272 30,680,000 31,725,000 3.41%
Franchise Fees 5,684,241 5,465,100 5,527,634 1.14%
Payments in Lieu of Taxes 1,439,374 1,550,000 1,438,446 -7.20%
Other Taxes 3,813,711 3,631,427 3,861,500 6.34%
Service Charges 89,070,802 90,742,569 97,026,937 6.93%
Licenses & Permits 2,296,894 1,701,991 2,049,700 20.43%
Fines & Forfeitures 2,375,884 2,516,357 2,940,400 16.85%
Intergovernmental Rev. 13,091,644 12,285,508 12,378,000 0.75%
Contributions 2,352,418 2,126,644 1,981,356 -6.83%
Interest Income 855,397 2,504,947 5,433,200 116.90%
Misc. Revenues 7,911,570 6,656,021 5,930,401 -10.90%
Operating Revenues $203,159,866 $ 204,973,228 $ 218,647,143 6.67`Yo
Transfer In 13,360,233 9,534,859 7,942,567 -16.70%
Other Financing Sources 2,002,298 19,308,875 6,362,646 -67.05%
Consolidated Revenues $218,522,397 $ 233,816,962 $ 232,952,356 -0.37%
3
The chart below shows the breakdown of the City's revenue sources by category. It is important to note
that approximately 44.4%of all City revenue is derived through service charges such as water sales,sewer
charges, refuse (sanitation) collection charges, storm water fees, and internal service charges. Also,
41.5%is derived from taxes and franchises such as property, sales, and hotel/motel taxes, and payments
from ONCOR Electric,ATMOS Gas, Spectrum, and various telecommunication providers.
FY 2023-24 Operating Revenues by Source
Contributions Interest Income
Intergovernmental 0.91%
~4 2.49% Misc. Reverues
Rev. 5.67% 2.70`%
Property Taxes
Fines& Forfeitures ';, 22.03%
1.35%
Licenses& Permits ---
0.94% Sales Tax 14.53%
• Franchise Fees
Service Charges ---, 2.53%
44.42% I Payments in Lieu of
Taxes 0.66%
Other Taxes 1.77%
TOTAL EXPENDITURE BUDGET OVERVIEW
The City's total expenditure budget for FY 2024 is $232,952,356, which is a decrease of $864,606, or -
0.37% from the FY 2023 adopted budget. The table below compares total expenditures by category of
the FY 2024 adopted budget compared to the FY 2023 adopted budget. As stated previously, this
reduction is primarily shown in Capital Improvements due to the transfer in of$19.3M in fund balance
for use in one-time projects in FY 2023.
2022-23 2023-24
2021-22 Actual Percent
Expenditures All Funds Adopted Adopted
Expenditures Budget Budget
Change
g g
Personnel Services $ 90,770,593 $ 97,981,335 $ 104,741,916 6.90%
Supplies 12,403,097 16,303,433 15,838,944 -2.85%
Maintenance & Repair 8,418,369 9,550,830 10,378,043 8.66%
Utilities/Other Services 22,813,304 25,824,625 28,573,613 10.64%
Insurance &Contract Supp. 3,249,143 3,478,367 3,381,856 -2.77%
Debt Expenditures 18,037,329 19,467,705 20,030,328 2.89%
Other Expenditures 11,679,896 13,574,669 14,507,717 6.87%
Non Capital Improvements 142,358 160,541 414,634 158.27%
Capital Improvements 18,129,297 38,711,168 30,041,703 -22.40%
Transfers Out 6,405,767 8,764,290 5,043,602 -42.45%
Total Expenditures $ 192,049,153 $ 233,816,962 $ 232,952,356 -0.37%
4
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 45.01%.
Services, such as utilities, professional services, and central garage charges make up the next largest
spending category at 12.28%. Debt service payments on the City's outstanding bonds make up 8.60%
of all spending.
FY 2023-24 Expenditure by Classification
Capital
Non Capital Impirovements, Transfers Out 2.17%
Improvements_ 12.91%
0.18%
Other Exlpendituces
6.13% Personnel Services
45.01%
Debt ExpendituresJ``
8.60%
Insurance&
Contract Supp.
1.45%
Utilities/Other
Services 12.28% Supplies 6.81%
Maintenance&
Repair 4.46%
Some important points:
• Personnel Services: The largest dollar increase is reflected in Personnel and is due primarily to a
4% across the board COLA increase for all employees, STEP/merit pay of up to 2.5%/2.0%,
increased contributions to the Firefighter Pension Fund and TMRS, increases in stability pay for
non-civil service employees, and 14.5 new full-time equivalent (FTE) positions across the
organization.
• Supplies: The overall costs for supplies is down 2.85%, mainly due the reduced price of fuel
compared to FY 2023.
• Maintenance and Repair: The overall costs are up 8.66%, mainly due to the $650,000 cost to
overhaul a compactor at the landfill.
• Utilities: The overall utilities expenditures have increased 10.64%due to increases in electricity
and natural gas prices.
• Insurance and Contract Support: Costs have decreased 2.77% due to lower worker's
compensation costs in the General Fund and Fleet.
• Debt Expenditures: Annual payment on the City's debt is up 2.89% due to the addition of the
lease payment for the new fire trucks.
• Capital Improvements: Funding for capital improvements has decreased 22.40% mainly due to
the reduction from the$19M in one-time expenditures from fund balance in the current year FY
2023 budget. Adopted Capital Improvements across all funds are listed below:
5
Capital Improvements Across All Funds ($)
Category Amount
Street Rehab and Improvement 5,290,500
Lake Ringgold - Federal Permitting 5,000,000
Water and Sewer line Replacements 3,000,000
Water System Infrastructure 2,488,800
Vehicles(Fleet) 2,453,923
Sanitation Trucks 2,078,823
Stormwater System Improvements 2,000,000
Information Technology 1,715,154
Facility Improvements 1,401,195
Buses (Public Transportation) 1,110,000
Castaway Cove - New Attraction 1,100,000
All Other 2,403,308
30,041,703
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
76.22%of all City expenditures.
Total Expenditures by Fund
$232.7M
Water Park,1.13% Print Shop,0.05% Information Tech,
2.29%
Golf Course,0.41% Fleet,6.24%
Stormwater,1.70% General,44.36%
Water/Sewer,24.06
Sanitation,7.80%
Transit,2.06%
Airports,1.36% Grants,3.79%
Debt Service,2.45% Venue Tax,0.26%
Events Center,2.04%
This budget also includes "Above-Current" Requests. As mentioned each year, I request that Directors
enter any new requests into the 'Above Current Projection'. This allows me to clearly see new requests
and make determinations based upon need.Of the$6.9 million in requests received,this budget includes
approximately$1.5 million, which addresses needs in various City Departments including 14.5 new FTE
across the organization:
6
Approved "Above-Current" Requests($)
Department Item Cost FTE
Resource Recovery Lead Plant Operators(6) $ 261,576 6.0
Resource Recovery Compactor (Phase 2 of Head-Works 100,000
Project)
Resource Recovery Senior Mechanic 61,352 1.0
Parks Maintenance Circle Trail Crew and Equipment 244,574 3.0
Planning Neighborhood Revitalization 111,710 1.0
Coordinator,Vehicle,and Software
Water Distribution Underground Utility Locator and 102,718 1.0
Equipment
Parks Maintenance Loader for Tree Harvesting and 100,000
Replacement
Municipal Court Additional Deputy Marshall Position 84,206 1.0
MPEC Operations Staff 60,971 1.0
Airport Airport Part-Time Admin Clerk 14,529 0.5
All other items 352,416
$1,494,052 14.5
Personnel Services:
The organization's most valuable asset is our employees, Fiscal Year Step COLA
Program Increase
and the City's goal for employee pay and benefit programs
2010-11 No 2.00%
is to remain near the market average when compared to our 2011-12 Yes 1.00%
peer cities, adjusted for the differences in cost of living 201243 Yes No
between these cities. We do not want these programs to 2013-14 Yes No
fall behind the market average, which would negatively 2014-15 Yes 4.00%
affect our ever-challenging competitive position in the 2015-16
workforce, nor do we want to get ahead of these cities, P°I `e Yes 9. 96
Fre Yes 7.00%
which would result in unnecessary spending. Included in this
Non-civil Service Yes 1.50%
budget is an up to 6.5%pay increase for civil service employees 2016 17 Yes 1.5096
and up to 6% pay increase for all non-civil services employees. 2017-1s Yes No
These pay increases are made up of an across the board 4% 2018-19 Yes 3.00%
cost of living adjustment (COLA), as well as a 2.5% STEP 2019-20
increase for those eligible civil service employees and an up to Polilce;/Fire Yes 5.00%
Non-civil Service Yes 2.00%
2% merit increase for eligible non-civil service employees. The
2020-21 No No
up to 2% merit increase for non-civil service employees is tied 2021-22 Yes 2.0095
directly to the City's new"pay for performance"system which 2022-23 No 5.0D%
is being used for the first time this year. The cost to all funds 2023-24 Yes 4.00%
for these pay adjustments is anticipated to be$5,050,897.The $2.5%STEP for c v I,2%mertfor non-crvi;sub_ectto
chart to the right shows the pay plan adjustments for the last el-g b-I-ty
15 years.
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
$138 per year after one year of service to a maximum of$1,210 after five years of service. This budget
includes enhancements to stability pay for our non-civil service employees to a maximum of$2,500 after
5 years. This will help with retaining experienced employees. Stability pay is distributed to employees in
December of each year. The cost to fund the enhanced stability pay for non-civil service employees is
anticipated to be $560,000.
THE GENERAL FUND
Services provided in the General Fund include:
• Police Department
• Fire Department
• Municipal Court
• Building Maintenance
• Streets, Engineering, and Traffic
• Parks, Recreation, and Library
• Planning, Building Inspections, and Property Management
• Animal Services, Nursing, Environmental Health
• Administrative Support
GENERAL FUND REVENUES
General Fund Revenues for FY 2024, including transfers-in, total $103,205,832, which is a decrease of
0.14%compared to FY 2023. Operating revenues total$97,825,616,which is a 6.85%increase compared
to FY 2023. Some of the primary changes in revenues resulting in this increase are outlined in the table
below.
2022-23 2023-24
2021-22 Percent
General Fund Revenue Actual Adopted Adopted Change
Budget Budget
Revenues
Property Tax $ 41,25.5,844 $ 42,946,569 $ 46,204,569 7.59%
Sales Tax 31,099,772 30,680,000 31,725,0001 3.41%
Franchise Fees 5,684,241 5,465,127 5,527,E34 1.14%
Payments in Lieu of Taxes 1,439,374 1,550,000 1,438,446 -7.20%
Other Tax Revenue 971,074 831,400 956,500 15.05%
Service Charges 2,981,437 2,968,044 3,236,758 9.05%
Licenses &Permits 2,296,894 1,701,991 2,049,700 20.43%
Fines &Forfeitures 2,375,884 2,516,357 2,940,400 16.85%
Contributions 239,454 213,419 232,,500 8.94%
Interest Income 545,501 1,654,947 2,772,258 67.51%
Misc. Revenues 2,192,681 1,024,8.59 974,429 -4.92%
Operating Revenues $ 91,082,156 $ 91,552,713 $ 98,058,194 7.11%
Transfer In 3,845,430 3,108,889 5,380,216 73.06%
Other Financing Sources - 8,690,000 - -100.00%
Total Revenues $ 94,927,586 $ 103,351,602 $ 103,438,410 0.08%
8
General Fund Operating Revenue by Source
FY 2023-24 Payments in Lieu of
Franchise Fees 5.55% Taxes 1.47%
Other Tax Revenue
l / 0.98%
Sales Tax 32.43% Service Charges
Licenses&Permits 2.10% o
3.31/
Fines&Forfeitures 3.01%
•
Contributions 0 24%
Interest Income 2.83%
Misc.Bever ues0.99°%
Property Tax 46.99%
Property Tax Base:
The Property Tax is the largest source of revenue in the General Fund and is relied upon heavily to provide
general City services. The property tax base, certified by the Wichita County Appraisal District, is
estimated at$7.22 billion,an increase of$623 million, or+9.45%from the prior year. As indicated in the
bar graph below, the property tax base over the last two years has grown at a rate of 13.5% in 2022-23,
and 9.57% for 2023-24. Over the last four years, the average annual growth rate in taxable property
value has been 8.1%.
Property Tax Values (in Billions)
$7.220
$6.596
$5.276
$5,456 $5.3:8
2019-20 2020-21 2021-22 2022-23 2023-24
Property Tax Rate:
The property tax rate is composed of two parts: the maintenance and operations portion (M&O) and
the interest and sinking (I&S) portion. In FY 2020, the tax rate increased 4.58% to increase civil service
pay plans and to move all non-civil service employees to the same TMRS retirement plan contributions.
The rate did not change in FY 2020-21, decreased slightly in FY 2021-22,and decreased 0.067("6.7 cents")
or 8.75%in FY 2022-23.This FY 2024 Budget reduces the City's property tax rate by 2.06%from 0.694321
to 0.6800. With this rate decrease property tax revenue to the General Fund is anticipated to grow by
$3,241,905, or 7.19%, and is based entirely on the growth in the tax base mentioned above. As
discussed in the pre-budget workshop on June 20th, while this property tax rate is somewhat higher
compared to our benchmark cities, our tax base ranks at or near the bottom, generally resulting in less
per capita revenue to provide basic governmental services.
9
Property Tax Rate
Average Annual
Fiscal Year M&O I&5 Total Rate $Change % Change %Change
2019-20 0.721571 0.041752 0.763323 0.033 4.53%
2020-21 0.722736 0.040587 0.763323 0.000 0.00%
2021-22 0.726565 0.034363 0.760928 -0.002 -0.31%
2022-23 0.661579 0.032742 0.694321 -0.067 -8.75%
2023-24 0.649853 0.030147 0.680000 -0.014 -2.06% -2.29%
Sales Tax Receipts:
Sales Tax is the second largest revenue source of the City's General Fund, and is also relied upon heavily
to finance the City's general operations. The City's General Fund receives 1.50%of retail sales. The bar
graph below illustrates historical trends in sales tax receipts. As can be seen in the graph, the growth in
this revenue source from fiscal year 2019-20 to 2021-22 was above average. However, through May
2023, receipts in the current FY 2022-23 fiscal year are running 2.1% above the prior year. Revenue
projections for FY 2023-24 are based on the current fiscal year estimate along with a small increase. As
a result, sales tax revenues for the adopted FY 2023-24 budget are projected to be $31,725,000, which
is$1,045,000, or 3.41%above the prior year budget.
Sales Tax Revenue
$31,102,272 $30,680,000 $31,411,000 $31,725,000
$28,362,467
$25,205,998
2019-20 2020-21 2021-22 2022-23 Est. 2022-23 2023-24
Actual Actual Actual Budget 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 right-of-ways 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 right-of-ways. When applying these forecasting methods, the adopted
budget includes$5,527,634 from these franchises,which is an increase of$ 62,507,or 1.14% higher than
the previous year.
10
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 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 2024 fiscal year, this revenue source is projected at$1,438,446,
which is a slight decrease from the prior year. Not included in these projections is (1) the potential
payment from a PILOT by Panda Biotech if their operations in the former Delphi Building begin later this
year or early next, and (2) increased revenue from updated PILOT agreements with the existing
companies that the City Council will consider approving later this year.
Other Tax Revenue: This category includes revenue from the County Vehicle Tax, Mixed Beverage Tax,
and penalties and interest. For FY 2024, revenue is estimated at $956,500, or a 15.05% increase from
the previous year, mainly due to anticipated increases in revenue from the mixed beverage tax.
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 $3,236,758, or a 9.05% increase from
the previous year. This includes administrative overhead ($1.9M), services provided to SAFB housing
($440,000), and Health Department (Grant) Services ($503,000).
Licenses and Permits: The various licenses and permits issued by the City are anticipated to generate
approximately 20.43% more in revenue in FY 2024 than the previous year. This is primarily due to
increased volumes of Building Permits issued current year-to-date, and anticipated to continue into next
year. As we discussed in the pre-budget workshop on June 20th, the City Council may want to consider
an annual plan to raise user fees across the Board based on, for instance, CPI or MCI.
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$424,043 in FY 2024.
Miscellaneous Revenues: The City receives interest earnings from reserves that are invested with local
government investment pools and fixed income securities. The adopted budget for this category is
$3,746,687, which is $1,066,881 higher than the current year, and anticipates Federal Reserve rates at
4.25% by the end of FY 2024.
Transfers In: This represents transfers in from the Water/Sewer Fund, Sanitation Fund, the Fleet Fund,
as well as a transfer$2M from remaining street bonds for a total of$5,380,216.
Other Financing Sources: This category represents transfers in from fund balance, for which there is
none included for FY 2024. In FY 2023, $8,690,000 in excess General Fund balance was transferred in
and appropriated for several "one-time projects" including the MPEC Exhibit Hall Remodel ($2.59M),
additional street improvements ($2.00M), PD MRAP Vehicle ($340k), Golf Course Pavilion and Range
Lighting($311k),PD Video Infrastructure($800k), Parks and Recreation Equipment Replacement($525k),
and the Public Safety Needs Assessment ($200k).
11
GENERAL FUND EXPENDITURES
Expenditures for FY 2024 totals$103,438,410,which is an increase of 0.08%compared to FY 2023. Some
of the major highlights of the General Fund Expenditure Budget are illustrated in the table and chart
below and described in more detail over the next several sections.
2022-23 2023-24
2021-22
Adopted Adopted Percent
Actual
General Fund Budget Budget Change
Expenditures
Personnel Services $63,506,778 $ 68,882,329 $ 73,868,274 7.24%
Supplies 1,811,670 2,297,215 2,669,721 16.22%
Maintenance& Repair 1,995,669 1,682,587 1,829,630 8.74%
Utilities/Other Services 7,912,463 10,137551 10,439,762 2.98%
Insurance&Contract Su pp. 1,848,306 1,953,026 1,898,688 -2.78%
Debt Expenditures 308,090 315,884 323,913 2.54%
Other Expenditures 3,918,079 4,719,200 4,955,474 5.01%
Non Capital Improvements 136,405 154,541 163,000 5.47%
Capital Improvements 2,794,330 8,326,673 6,317,223 -24.13%
Transfers Out 2,117,302 4,882597 972,726 -80.08%
Total Expenditures $86,349,092 $ 103,351,602 $ 103,438,410 0.08%
General Fund Expenditures by Classification
FY 2024
Maintenance&
Supplies 2.59% Repair 1.77%
Insurance&
+' Utilities/Other Services Contract Supp.
/ 1t 10.12% 1.64%
Debt Expenditures
0.31%
rr Other Expenditures
4.58%
Non Cap
•
Cafovements 0.16%
Perso77el.Er:ces 1
•
Improvements
7=.5? • e
6.12%
•
Transfers Out 0.94%
Personnel Expenses:
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 2024 General Fund budget dedicates
$73,868,274, or 71.57% of total spending on personnel related expenses. Personnel expenses in the
General Fund represent an increase of $4,985,945, or 7.24% above the FY 2023 adopted budget. The
increases are primarily driven by the previously mentioned COLA and Step/Merit pay increases
($3,714,384) and increased contributions to the employee retirement systems. The increase is also
reflective of the addition of five(5) new full-time equivalent(FTE) positions to the fund as outlined below:
• Municipal Court (1.0 FTE)— New Deputy City Marshal Position ($84,206)
12
• Parks Maintenance (3.0 FTE)-Additional Circle Trail Maint. Crew and Equipment ($244,574)
• Planning (1.0 FTE)- New Neighborhood Revitalization Coordinator&Vehicle ($111,710)
• Police (-0.5 FTE), City Clerk (+0.5 FTE) - Reduction of a part-time PD Records Clerk with
responsibilities transferred to a currently part-time administrative position being enhanced to
full-time in City Clerk's office (budget neutral).
General Fund Staffing Comparison
FY2022-23 FY 2023-24
Department Type
Police 295.50 295.00
Fire 164.00 164.00
Parks and(Recreation 107.69 110.69
Public Works 72.47 72.47
Health 47.30 47.30
Building Maintenance 29.60 29.60
Community Development 23.84 24.50
Traffic Engineering 16.10 16.10
Municipal Court 14.03 15.03
Admin and Other 48.99 49.49
Total General Fund Staffing 819.52 824.18
Supplies:
The Supply Accounts in the General Fund total $2,669,721 which is an increase of 16.22%from the prior
year. Expenses from this category include Fire and Police Clothing,as well as gloves and boots for cancer
protection. Inflationary costs of lumber, steel, and chemicals are a major driver of the year over year
increase.
Maintenance&Repair:
The adopted budget for this category is$1,829,630 which is$147,043 or 8.74% higher than last year due
to additional needed maintenance for the City parks and bridges, including the rebuilding of a pagoda in
Lucy Park that burned down, as well as a general 5% increase in costs compared to the previous year.
This category includes also $60,000 to replace the A/C at the Training Center computer room, and
$11,000 for security improvements at the Health Department.
Utilities/Other Services:
This category has increased by$302,211 or 2.98%from the prior year. The primary driver is the$258,000
increase in electricity charges from FY 2023 to a budgeted amount of$852,500 in FY 2024. This category
also includes Central Garage Charges to user departments for fueling and maintaining our rolling stock
and equipment fleet which is budgeted at just over$6.3M for FY 2024.
Insurance and Contracts:
Expenses have decreased by $54,338 or 2.78% due to the decreased cost of worker's compensation
claims, which is budgeted at $840,000 for FY 2024. The City's commitment to the Wichita Appraisal
District budget is $492,000. There is also $25,000 budgeted to review and update the City Council's
Strategic Plan, which was last completed in 2021.
Debt Expenditures:
Included in this category is the final payment of$190,000 related to a 5-year lease for the Traffic Signal
Communication System and the payment towards the 15-Year LED Street Light Program.
13
Other Expenditures:
The FY 2024 budget of$4,955,474 is an increase of 5.02% compared to FY 2023. Support to the IT Fund
is about$3,450,000 or 70%of the total in the category.
Non-Cap Expenditures:
The FY 2024 budget of $163,000 is 5.47% higher flat compared to FY 2023, and is used for park
landscaping and improvements.
Capital Improvements:
$6,317,223 in capital improvements funded by the General Fund is included in FY 2024, which is a $2M
decrease,or-24.13%,from the previous year. The FY 2023 budget included a transfer of one-time excess
fund balance dollars for the PD MRAP vehicle purchase, PD video infrastructure, and parks maintenance
equipment. The list of projects for FY 2024 is below:
General Fund Amount
Street Rehab and Improvement $ 4,490,500
Traffic, Street Light, and Signage 753,564
Library Roof Replacement 500,COO
911,Dispatch Workstation Replacements 330,1)00
All Other Items 243,159
Total General Fund 6,317,223
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. In FY 2023, excess General Fund balance was
transferred out to fund one-time expenditures in other funds. Since excess funds from Fund Balance are
not being used in FY 2024, the transfers out are not needed, resulting in a decrease of $3,909,871, or
80.08%. $500,000 of the amount is for the MPEC,$100,000 is for taser replacement,$134,128 is support
for Emergency Management,and the remaining$238,598 is a placeholder for potential subsidies needed
for the golf course or airport funds.
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 proposed $103,205,832 General Fund
budget, equals $20,641,116. This budget estimates an end of FY 2024 fund balance of$20,925,000, or
20.3%. This budget sets aside $10M in excess fund balance to a new governmental capital fund for
future use. The chart below shows the 5-year history of unreserved fund balance in the General Fund.
14
General Fund Unreserved Ending Fund Balance
540,000,000
S33,000,000
$30,000,000
$25,000,000
520 000 000
5'5 CO]000
5:0.000,000
$5,000,000
2019-20 2020-21 2021-22 Est.2022-2S Est.2023-24 Policy(2096)
THE WATER/SEWER SYSTEM FUND
During the drought, water production dropped to a historic low of 4.4 billion gallons in 2014-15, causing
reductions in revenue and fund balance. Water rate increases, implemented in September of 2014,
allowed the City to issue bonds to create the City's Direct Potable Reuse program, which gained national
attention. This program allowed the City to continue to provide water during the drought and has also
allowed the City to replenish Water&Sewer Fund reserves and to pay the bonds issued for the project.
Since the end of the previous drought, the Water& Sewer Fund has improved dramatically.
After maintaining the same water rates since 2014, the current year FY 2023 budget included 5%
increase in the retail rates, with the City Council also approving another 5% increase effective in FY
2024. This adopted FY 2024 budget includes that 5% retail rate increase, as well as an increase of
approximately 8% in wholesale water rates. 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
Revenues for the Water/Sewer System Fund are budgeted at $55,985,726, which is an increase of
$5,485,643, or 10.86%from the prior year adopted budget. Water sales and sewer treatment fees make
up almost 91% of the total revenue, and the increase in FY 2024 compared to FY 2023 are tied directly
to the previously described rate increase. The $4,000,000 in "Other Financing Sources" is a transfer-in
from excess fund balance to assist the permitting for Lake Ringgold.
2022-23 2023-24
2021-22
Adopted Adopted Percent
Actual
Water&Sewer Budget Budget Change
Revenues
Water Sales $ 37,345,707 $ 36,562,977 $ 38,394,400 5.01%
Sewer Sales 10,668,033 11,603,315 12,414,100 6.99%
Other Financing Sources 1,400,000 4,000,000 100.00%
All Other Revenue 5,409,219 933,791 1,177,226 26.07%
Total Revenues $ 53,422,959 $ 50,500,083 $ 55,985,726 10.86%
15
The adopted budget includes an increase of the total bill for water and wastewater from an average of
$61.39 to$64.45 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, 2023. The chart
includes the 5% increase in FY 2024 for Wichita Falls, but does not include anticipated increases in other
cities.
Avd.tewater Wastewater Total Bill
City Water Use 1+l'dter E3dSE. 1Jse E3dse Matert§5eweEONO
McKinney $21.75 $17.65 $31.75 $22.75 $93.90
San Angelo $24.22 $30.69 $7.50 $29.72 $92.13
Mesquite $28.68 $15.52 $28.08 $17.87 $91.15
Waco $14.64 $77.21 $29.15 577.57 $88.57
Allen $16.52 $16.96 $14.88 $33.59 $81.95
Grand Prairie $24.35 $18.96 $25.10 $15.42 $81.83
Richardson $34.55 $3.00 $24.60 $8.00 $75.15
Tyler $16.02 $$1s.80 $14.42 $19.10 $65.34
Beaumont S21.00 S15.52 $13,88 $9.94 $65.34
Wichita Fails $24.82 $19.75 $11.58 $3.30
11
Midland $18.33 $.21.61 $2.64 $21.79 $64.37
Denton $18.15 $15.84 $19.00 $11.00 $63.99
Abilene $17.75 $17.30 $12.50 $15.00 $62.55
Odessa $17.55 $21.01 $9.42 $13.73 $61.71
League City $18.83 $7.94 $17.17 $15.02 $58.96
Lewisville $10.53 $77.16 $12.66 $10.08 $55.43
Sugar Land $5.79 $15.13 $16.65 $16.07 $53.64
College Station $13.75 $12.40 $4.26 $21.29 $51,70
Killeen $10.14 $13.54 $7.60 $19.26 $50.54
Pasadena $10.86 $12.96 $10.83 $12.96 $47,61
McAllen $8.25 $12.45 $3.50 $12.50 $41.70
Edinburg $4.98 $10.78 $3.84 $10.07 $29.67
AVERAGE $17.34 $16.51 $15.05 $16.64 $655.53
WATER/SEWER FUND EXPENDITURES
The FY 2024 expenditure budget for the Water/Sewer System Fund is $55,985,726 which is an increase
of$5,485,726, or+10.86%from the prior year adopted budget. It should be noted that the budget plans
for the use of$4,000,000 of fund balance for Lake Ringgold.
2022-23 2023-24
2021-22
Adopted Adopted Percent
Actual
Water&Sewer Budget Budget Change
Expenditures
Personnel Services $ 11,335,328 $ 12,552,046 $ 13,356,207 6.41%
Supplies 3,226,016 4,913,498 4,758,212 -3.16%
Maintenance & Repair 2,032,341 2,419,739 2,903,953 20.01%
Utilities/Other Services 4,863,107 4,833,394 5,821,002 20.43%
Insurance&Contract Su pp. 889,058 1,012,940 1,059,824 4.63%
Debt Expenditures 12,755,940 12,717,289 12,716,682 0.00%
Other Expenditures 2,175,859 2,889,159 2,918,383 1.01%
Capital Improvements 6,034,679 7,334,200 10,488,800 43.01%
Transfers Out 1,823,429 1,827,817 1,962,663 7.38%
Total Expenditures $ 45,135,757 $ 50,500,083 $ 55,985,726 10.86%
16
FY 2024 Expenditures by Classification
Transfers Out 3.51%
Capital Improvements
Personnel Services
18.73%
23.86%
Other Expenditures .wiirmi= r
5.2
5.21%
ii //Supplies 8 50%
Maintenance&
Debt Expenditures I Repair 5.19%
22.71%
Insurance& Utilities/Other
Contract Su pp. Services 10./2-0%
1.89%
Personnel Services:
Personnel Accounts represent an increase of $804,161, or +6.41% from the prior year. Much of this
increase is due to the up to 6% total cost-of-living and merit pay program adjustments that are
recommended, along with the recommended enhance stability pay program. The remainder of this
increase is attributed to the addition of the following eight (8) new FTE positions:
• Utility Locator (1.0 FTE) — Underground Utility Locator and Equipment to accommodate
increase volume of utility location requests ($102,718);
• Lead Plant Operators (6.0 FTE) — Six (6) new Lead Plant Operators in Resource Recovery to
adequately cover plant operations and maintenance needs ($261,576);
• Senior Maintenance Mechanic (1.0 FTE) — Additional Senior Maintenance Mechanic in
Resource Recovery to adequately cover plant operations and maintenance needs ($61,352)
Supply Accounts:
As shown, Supply Accounts have decreased $155,286 or 3.16% from the prior year adopted budget.
Chemical costs have increased less than previously anticipated by the FY23 Budget. The FY 2023 Budget
anticipated a 60%increase in chemical costs from FY 2022, but the FY23 costs only increased by 30%and
the FY24 budget costs are increasing by 18%.
Maintenance Budget:
The Maintenance Budget has increased $484,214 or 20.01% mainly due to the increased cost of
maintaining, repairing, and/or replacing the various pumps and motors at the Lakes and treatment
plants.
Utilities/Other Services:
This category has increased $987,608 or 20.43%due to the increased cost of electricity and natural gas.
Insurance&Contract Support:
The Adopted Budget for this category is$1,059,824 which is 4.63% higher than the previous year budget
due to an expected increase in the cost of property and liability insurance provided by Texas
Municipal League (TML). This category also includes worker's compensation costs.
17
Debt Expenditures:
This category accounts for debt service payments in FY 2024 of $12,716,682 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 proposed capital improvements for FY 2024:
Water and Sewer Amount
Water Line Replacement $ 1,500,000
Sewer Line Replacement 1,500,000
Lake Ringgold- Federal Permitting 5,000,000
Lift Station Rehab 750,000
Micro-filtration/Reverse Osmosis(MFRO) 600,000
Belt Press Refurbishment 330,000
Large Valve Replacement Program 200,000
Water Source of Supply Equipment 134,000
Powdered Activated Carbon 110,000
Ail Other Equipment 364,800
[jotali $ 10,488,800
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 2024 budget of$134,846, or 7.38%from the prior
year for these transfers.
WATER/SEWER FUND RESERVE APPROPRIATIONS
The budget sets the City's policy goal at 20% of expenditures in unreserved fund balance, less debt
service. Of the fund's$55,985,726 expenditures in the FY 2024 budget,$12.7 million is reserved for debt
payments, bringing the ongoing expenditures budget to $43.3 million. This means that the total needed
to meet the unrestricted fund balance policy is$8.7 million.The current unrestricted balance at the start
of FY 2024 is anticipated to be$10.4 million.
Unreserved Water&Sewer Fund Balance
slz,000,oao
sio,000,000
sa,000,000
s6,o0o,000
$4,000,000
s2,000,000
s-
2019-20 2020-21 2021-22 Est 2022-23 Est 2023-24 FY 2024 Policy
18
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 (81%), landfill tonnage fees (13.5%), transfer station fees and other
miscellaneous charges (5.5%). At the current sanitation collection and disposal rates, revenues are
insufficient to finance the operating budget outlined below. As you'll recall from the June pre-budget
workshop, over the last five (5) years, personnel costs in this Fund have increased 22%, fuel and
maintenance costs have increased 23%, and equipment costs including the replacement of the large
collection and transfer vehicles has increased over 175% (35% annually). Additionally, costs to provide
alley collection service due to the smaller, customized collection vehicles and the associated increased
daily trips to the landfill is disproportionately higher than the cost to provide curbside collection. As a
result, sanitation collection rates be increased by 13.0%for alley customers, and 6.0%for all residential
curbside and commercial customers. This rate adjustment would increase a residential customer's
monthly charge for alley service by $3.00, from $23.11 to $26.11, and curbside service by $0.99, from
$16.48 to $17.47. It has been three years since the previous 6% across the board increase, so this
proposal essentially averages to an increase of 2% per year over that time period for curbside customers.
2022-23 2023-24
2021-22
Adopted Adopted Percent
Actual
Sanitation Budget Budget Change
Revenues
Sanitation Fees-Residential $ 7,499,976 $ 7,385,000 $ 8,071,584 9,30%
Sanitation Fees-Commercial 6,184,764 5,945,000 6,571,824 10.54%
Landfill Fees 2,814,447 2,000,000 2,450,000 22.50%
All Other Revenue 1,029,748 2,496,287 1,068,592 -57.19%
Total Revenues $ 17,528,935 $ 17,826,287 $ 18,162,000 1.88%
SERVICE TYPE CURRENT RATE ADOPTED RATE
Residential Curbside $16.48 $17.47
Residential Alley $23.11 $26.11
Residential Trash Average $19.80 $21.79
Residential Reuse Curbside $3.00 $3.18
Commercial Minimum Charge $37.84 $40.11
Commercial Reuse Curbside $7.00 $7.42
Oher Rate Increases:
SERVICE TYPE CURRENT RATE ADOPTED RATE
Transer Station Gate Rate $40.15 per ton $5.5.00 per ton
Landfill Franchise Waste $28.00 per ton $29.50 per ton
Disposal Agreement
Included below is a recently conducted rate comparison with other peer cities that shows even with this
increase, Wichita Falls will remain lower than the average and many of these cities only provide service
once per week.
19
Curbside Service
1W I'p Rate
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
College Station $18.48 1 day
Wichita Falls* $18.47 2 days
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 515.61 1.4 days
'Weighted average of alley and curbside rates
SANITATION FUND EXPENDITURES
The adopted FY 2024 expenditure budget for the Sanitation Fund totals$18,162,000,which is an increase
of $335,713, or 1.88% from the prior year adopted budget. Personnel costs have increased
proportionately based on the previously mentioned 6% COLA/Merit adjustments and the proposed
stability pay adjustment. Maintenance and Repair has decreased as the previous year's budget included
funds for repairs at the Transfer Station. Utilities/Other services has increased based on the costs for
electricity, the increased cost to maintain/repair the collection, transfer, and landfill fleet, an additional
$650,000 to overhaul a compactor at the landfill, $150,000 for a structural evaluation of the aging
Transfer Station, and the 6%franchise fee paid to the General Fund of just over$1,000,000.
2022-23 2023-24
2021-22
Adopted Adopted Percent
Actual
Sanitation Budget Budget Change
Expenditures
Personnel Services 4,674,286 5,038,961 5,370,925 6.59%
Supplies 378,011 392,994 389,493 -0.89%
Maintenance &Repair 128,713 545,290 182,840 -66.47%
Utilities/Other Services 5,212,548 5,349,867 6,609,0.50 23.54%
Insurance &Contract Supp. 37,636 74,049 94,522 27.65%
Other Expenditures 517,21,3 444,931 513,661 15.45%
Non Capital Improvements 5,9,53 6,000 6,000 0.00%
Capital Improvements 2,527,394 5,005,123 3,981,763 -201.459E
Transfers Out 1,710,001, 969,072 1,013,746 4.61%
Total Expenditures $ 15,101,755 $ 17,825,287 $ 18,162,000 1.88%
20
The chart below shows the proposed Capital Improvements in the Sanitation Fund for FY 2024:
Sanitation Amount
Automated Sideload Curbside Trucks (3) $ 1,253,871
Street Rehab Costs 800,000
Commercial Frontload Truck 413,584
Tire Shredder(Replacement) 400,000
Alley Sideload Truck 317,368
Alley Rehab 300,000
Transfer Station Trailer(Replacement) 280,000
Gas Collection System Design 80,000
Landfill Slope Monitor Pickup (Replacemen. 49,000
Cart Delivery Pickup (Replacement) 45,000
Wind Screens at Landfill 42,940
Total $ 3,981,763
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 $4,746,000 or 36.10% less than the
previous year's revenue budget of$7,427,785 solely due to the decrease in the operating transfer from
the General Fund of about $2,500,000 that was used in the previous year to remodel the MPEC Exhibit
Hall. The $4,746,000 in total revenue includes: (1) $2,305,000 from the City's 7% portion of the hotel
occupancy tax (includes $30,000 from short-term rentals) which is a 4.77% increase from FY 2023, (2)
$1,906,000 revenue from MPEC events,sponsorships,and advertising sales which is about 4.9%less than
the previous year due to the anticipated revenue loss from events unable to use Municipal Auditorium
during its forthcoming renovation, (3) $500,000 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 $4,074,206 for MPEC, $615,794 for the CVB, $60,000 for funding to
local non-profits though the WF Alliance for Art and Culture, and $6,000 to River Bend Nature Center.
Personnel Services account for 37% of all expenditures in the Fund and have increased by 5.10% over
previous year due to COLA and merit increases.
Regional Airport Fund:
The Regional Airport Fund is an Enterprise Fund, which is supported by user fees and federal grants. For
FY 2024,this budget does not require a subsidy from the General Fund.The City's Regional Airport Fund
proposed FY 2024 budget is $1,997,178 which is $82,644 or 4.32% higher than the FY 2023 Budget due
largely to increased transfers out to pay the debt service on the 2013 Airport bond of $326,594 for FY
2024. This is partially offset by the decrease in Personnel costs due to the elimination for FY 2024 of one
(1.0) FTE (airport lineman).
21
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 $1,178,195. This is an increase of $22,097 or 1.91% from the
previous year.This increase is principally due increased fuel sales, hangar rentals, and ground lease rents.
Personnel Services costs have increased $79,184 or 28.13% from the previous year due to salary
increases and the addition of a part-time clerk position.
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 Adopted Revenue and Expenditure Budget
for the Fund is$14,526,356. 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$1,365,651 or 10.38%increase from
the FY 2023 budget, primarily due to the initial debt payments on the new fire apparatus and salary
increases for employees. Also included is $2,822,763 in expenditures for Capital Improvements,
reflective of a 26.73% increase from the previous year, to purchase new and replacement vehicles and
equipment for Animal Services, Building Inspections, Code Enforcement, Fire, Fleet, Parks and
Recreation, Police, and Water.
Information Technology Fund:
The Information Technology Fund is an Internal Service Fund and is responsible for the maintenance and
replacement of the City's computers and ancillary devices, network infrastructure, and communications
equipment. The budget for the Information Technology Fund is $5,338,447. This is a decrease of
$192,628 or 3.48%from the previous year primarily due to a decrease in the capital improvement budget
from$1,972,154 in the previous year to$1,385,154 in FY 2024.Capital improvements for FY 2024 include
Panasonic Toughbooks ($760,0000), Zebra Handhelds and Printer for Police ($200,000), and the Library
Information System Replacement ($80,000).
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. Due to legislation passed in response to the COVID-19 Pandemic, City Transit
Operations will be subsidized with the Coronavirus Aid, Relief, and Economic Security(CARES)Act Funds
through the Federal Transportation Administration (FTA). The Transit Fund budget is $4,787,717 which
is $17,913 or .37% less than the prior year budget. The FY 2024 budget includes increases in
compensation for employees and the purchase of 2 new transit buses($1,110,000). Additionally, a part-
time welder was added to help build out shelters at bus stops across the city.
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 storm water drainage management services, including capital improvements. The fee is based upon
the impervious area of all real property; whereby each residential water customer is assessed for one
Single Family Living Unit Equivalent (SFLUE). Each commercial customer pays a multiplier of the SFLUE
based upon the impervious area of their property. The monthly fee for a SFLUE is $5.00 and generates
$3.7 million annually for the operating and capital costs of this program.
The Stormwater Fund has a total budget of $3,946,787, which is a decrease of$5,590,685 or -58.62%.
This decrease is largely due to the use of reserve funds to begin Phase 2 of the Quail Creek Drainage
22
Project in the FY 2023 Budget.The FY 2024 adopted budget includes approximately$2,700,000 in capital
and contingency funds for the Duncan Channel improvements and other system improvements.
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 2024 at
$954,391.The FY23 budget included a$311,000 transfer in from excess general funds and$205,867 from
the Golf Course prior year reserves to fund capital improvements for the gazebo and driving range
facilities. 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 $2,638,834 which is an
increase from the previous year of$369,181 or 16.27%.This increase is due to increased use of the Water
Park as well as the use of$919,000 of Fund Balance to assist in the purchase and installation of a new
$1,130,000 waterslide at the park.
CONCLUSION
This FY 2024 budget provides a clear and viable work plan for the upcoming fiscal year operations. Funds
are provided for projects and programs that maintain critical services and enhance the overall quality of
life of the city's residents and visitors. This budget also includes a sizable increase in compensation to
help retain and recruit employees,our organizations most valuable asset.
The City's various department heads and their assistants or division heads were very helpful in the
production of this budget. Particular appreciation goes to Jessica Williams, Finance Director/CFO, Paul
Menzies,Assistant City Manager,Blake Jurecek,Assistant City Manager,Stephen Calvert,Senior Budget
Analyst,and Rachel Sweeney,Senior Accountant,for their overall leadership in the development of the
document. I also want to thank all City employees who have worked hard to provide quality services to
our citizens and who are committed to the success of our great City.
The City staff looks forward to working with the Mayor and City Council as we address the challenges of
the coming year.
Respe ttfu_l submitted
Darron J.Leiker
City Manager
23
TEXAS1A14,4 5116'
Community Profile
24
COMMUNITY PROFILE
WICHITA FALLS
By most accounts, 4, . The City of Wichita Falls is comfortably nestled in
Wichita Falls can the northeast corner of the Panhandle/Plains area
p -."—"AL- °: ,
be summed up a*
of North Texas. Wichita Falls is an economically
with two words; '
- - progressive city, and home to commerce and
pleasant and
,,, industry with worldwide interests. Serving as the
comfortable. r
. .
',, � . � ':, county seat of Wichita County, Wichita Falls is the
,. , 40th most populated city in Texas with an
}
y. - approximate population of 102,988, and is
'' 'tl ;= - considered the population o ulation center of North Texas.
- w...gym -- ,�_ u .tea
The central business district is 5 miles from
. , - _ __, .. ` , 1 Sheppard Air Force Base, which is home to the
ti .mac., , \ e Air Force's largest technical training wing and
{/1 r ' •a,: Euro-NATO Joint Jet Pilot Training (ENJJPT)
� . r " `' program. The City has several institutions of
k higher learning, an eager workforce, a strong
, `, � international presence through Sheppard Air
1 , , Force Base, a community spirit geared toward
"r family and friends, and a desire to see this
thriving city continue to grow and prosper.
Wichita Falls is about 15 % Wichita Falls experiences Annually,
miles (24km) south of a humid subtropical temperatures
the border with climate, featuring long, of 100 °F
Oklahoma, 115 mi ' , % \ hot and humid summers, occur
(185km) north west of � and cool winters. approximately
The city has some of the highest 28 days a
Fort Worth. Texas. and 140 mi y
summer daily maximum with 102
(225km) southwest of Oklahoma year,
temperatures in the entire U.S. s
City. Oklahoma. The City has a total day of
area of 70.1 square miles. Wichita Temperatures have hit 100 °F (38 °C) as temperatures
Falls is located less than two hours early as March 27, and as late as at 90°F or
from Dallas Fort Worth and October 17. Winters are mild, with only higher.
Oklahoma City. one or two snowy days a season.
www.wichitafallstx.gov
Fun Fact!
By the 1950's Wichita Falls carried
the nickname "Factory City," for
having over 100 manufacturing
companies, 127 wholesale outlets .and 741 retail stores. -
f
C t
HISTORY
The Choctaw Native Americans settled the area in the early 19th century
from their native Mississippi area after negotiation of the Treaty of Dancing
Rabbit Creek. American settlers arrived in the 1860s to form cattle ranches.
On September 27th, 1876, a sale of town lots was held at the corner of
Seventh and Ohio streets - the birthplace of the City. That same day, the City
was officially titled Wichita Falls.
The formative years of the City were economically driven by farming and
ranching. The arrival of the Fort Worth & Denver railroad transformed
Wichita Falls from a loose collection of cottages to a thriving market center.
The railroad enabled ranchers to ship their cattle to Fort Worth and farmers
to market their products to national outlets. By 1910, City business leaders
Frank Kell and Joseph Kemp organized and built three railroad lines that
linked Wichita Falls to markets throughout the country.
Government Structure
The City of Wichita Falls operates under a Council-Manager form of
Government. This system combines the strong political leadership of
elected officials in the form of a City Council, with the strong
managerial experience of an appointed City Manager. The Council-
Manager form of government establishes a representative system
where all power is concentrated in the elected Council which hires a
professionally trained manager to oversee the delivery of public
services. The City of Wichita Falls has a Mayor and six-member
Council who are elected into 3 year terms in non-partisan elections.
EDUCATION
Wichita Falls ISD
•
Staff 1,031 FTEs
A
Students 13,371 •
Elementary Schools 19 + �'=' , .,
1% MI6
Middle Schools 3 im_;, .�
k.
High Schools 3
Elementary/secondary schools 2 sy }
Four-year graduation rate 96.7%
Data courtesy of Texas Tribune(6/2/2023)
Public Schools H ig her Education
In FY 2020-21, the citizens of Wichita Falls voted to approve Wichita Falls is home to Midwestern State University
a bond proposition to construct two new high schools for (MSU), a public university that currently enrolls over 5,700
the Wichita Falls Independent School District (WFISD). The students. MSU was founded in 1922 as a local junior
new high schools, Wichita Falls Memorial High School and college, and in its 100 years of operation, has grown to a
Wichita Falls Legacy High School, will allow the WFISD to regional state university serving a wide and varied student
retire the Wichita Falls High School building that was population. In September 2021, Midwestern State
constructed in 1922; the two other high schools, John R. University became a member of the Texas Tech University
Hirschi High School and S.H. Rider High School, will become System. Midwestern is the state's only public institution
middle schools at the completion of Legacy's and focused on the liberal arts. MSU has 16 undergraduate
Memorial's construction. The new high schools, and programs offering 42 majors and 30 minors, and 9
additional outdoor practice/competition facilities, will open graduate programs offering 28 majors and 15 minors;
in Fall of 2024. More information about these new high providing a wide variety of programs in liberal and fine
schools, including locations, can be found at the Wichita arts, mathematics, applied sciences, business, and science.
Falls Independent School District's website.
Vernon College currently enrolls 2,790 students and serves
Memorial and Legacy high schools will be state of the art 12 counties in the Texoma area, including branch
additions to the WFISD collection of upgraded education campuses in Wichita Falls. The college offers a wide range
facilities, which already includes the Career Education of vocational development programs, such as nursing,
Center (CEC) that opened in August 2017. The CEC provides automotive, computer science, farm and ranch
technical training in one of 26 different career pathways, management, welding, and more.
including: automotive services, welding, agricultural
sciences, construction, graphic design, business &
marketing, culinary arts, criminal justice, health science,
engineering, and more. These programs and schools allow
the WFISD to exceptionally prepare the next generation of
professionals to excel, whether they attend college, join
the military, or enter the workforce after graduation. 27
*Data courtesy of the Wichita Falls Independent School District(6/2/2023) *Data courtesy of MSU Texas,Vernon College(6/2/2023)
u" HEALTH CARE
° United Regional Health Care System is
W n o.u, y as
° located in Wichita Falls, Texas and
provides comprehensive medical care
Ae including inpatient and outpatient
services, advanced diagnostics, surgical
- 'M1 specialties and life-saving emergency care
to a nine-county service area. It has the
area's only Level II Trauma Center and
-..., 2 1serves as the Primary Stroke Center for the
region.
A
**it_ _ , . III II!
11 United Regional's passion is to provide
excellence in health care for the
" ` .. = communities it serves. To accomplish this
mumm
- �., , passion, the System continues to reinvest
f,. `s'- in advanced technology, modern facilities,
and the recruitment and retention of
LARGESTEMPLOYERS highly skilled employees and physicians to
ensure that the current and future medical
1. Sheppard Air Force Base 8,987 needs of the area are met.
2. United Regional Health Care System 2,305 United Regional Health Care
3. Wichita Falls ISD 1,854 Clinic visits 173,000
4. Midwestern State University 1,354 ER Visits 67,000
5. City of Wichita Falls 1,223 Hospital Outpatient Visits 73,000
Hospital Admissions 14,000
6. Wal-Mart 1,069
Surgeries 9,200
7. North Texas State Hospital 970 Births 1,900
8. James V. Allred Prison Unit 939 Physicians 355
9. United Supermarkets 8233 *Data courtesy of United Regional Health Care(6/2/2 0 23 1
10. Howmet Corporation 791 IL i
*Data courtesy of Wichita Falls Annual Comprehensive Financial Report(9/30/20221
r'100+ *
�o bell you .Shep� . ►I FORCE
v. and Air Force
Base
know ? , Main Gate , _ _
#of ; 1, ': -nr:-, -, ° , ~.
employees 64% of businesses in
5-9
Wichita Falls hire 1-4 '''.
28
employees
1-4
*Data courtesy of the Wichita Falls Chamber of Commerce(6/2/2 0 23 1
DEMOGRAPHICS
Economic Activity
2,000,000
1,534,000
1,500,000
O)
I
O
N
1,000,000
° 1,021,102
RI
13 _
coo 13 500,000 $724,105
z $508,362
0
-c $249,558
0
ey Je �`' ey ey
yap Je0 e'c ya" ya"
Qooa �y\�e yr�Qic eya`e` �e�a\
pa e�Q ec'9 0\
r
oca �e� ��Jc x�
oaa�` a*c o`�• rao
Prof ��P,,, �`a sec
`a
yo
oa
a
ace
C.
��r
•24ea
Total Households 37,297
Average Household Size 2.76
JJ.70 14.961 0 Median Household Income $54,415
�0 57•8 Per Capita Income in past 12 months
Labor Force Retail Sales per Labor Force (2019 dollars) 2015 2019 $24,762
Participation Rate, capita(thousands Participation Rate,
Total of 2022 dollars) Female
Population By Race
All Other
5.9%
Hispanic
22.2%
White Alone(Not Hispanic or Latino)
59.2%
African-American
12.7%
*Data courtesy of United States Census Bureau. (6/3/2023)
RECREATION & ENTERTAINMENT
Wichita Falls prides itself on having something for
everyone. Once here you will find considerable cultural
activities from the symphony to 'good old' Texas rodeos. The
City has a wonderful twenty-mile-long trail system that winds rA rim j a" � ..!.
— "r,1 1 14 ■■r
through neighborhoods and along attractive streams for use •. - —" , ,.A- C•.•Y.NT ON CENTER
4 7
by walkers, joggers, bicyclers and roller-skaters as well as an • - � � �.� °� y1 �: ,+' F—..'I ! -�-
additional parks system featuring 39 parks within the city
limits. The parks are great for family outings with spacious
picnic shelters, playgrounds, nature trails, duck ponds, and
more.
Wichita Falls was awarded a Bronze-level Bicycle Friendly o ,�1,0:: r,: rirol
Communit award from the League of American Bicyclists. . . ,
Y g Y � �
This award recognizes Wichita Falls' commitment to ensuring -.: '
transportation and recreational infrastructure and promoting '� b
sustainable transportation choices. Wichita Falls has been v ' ,. •°n .., ry •,
committed to making the City more bike-friendly, including . - - -
adding more infrastructure to make roads and trails more
accessible to bikers.
Wichita Falls has a significant international character
through Sheppard's Euro-NATO Joint Jet Pilot Training
w
(ENJJPT) program. The ENJJPT program provides the finest
fighter pilot training in the world and is utilized by seventeen . �a r
different NATO countries. ru i1 It
w
You can also enjoy the Wichita Falls ballet troupe, the ' ' �� " �`
Museum of North Texas History, symphony, community el„. ., dew ,., T,
,." .+. _ . - ',-.I �, it_.' ® e- -
theaters featuring everything from Shakespeare to rock -'--' ' ' '
concerts, Skate Park, a newly renovated municipal golf course,
college football and basketball, festivals and fairs, Castaway i
a
Cove Waterpark, family entertainment centers, nearby lakes,
and the Wichita mountains. The City hosts a Multi-Purpose {
Event Center with convention facilities, a 10,000-seat arena, I
agriculture building, and more. Wichita Falls offers year-round , , - -� "" -•r- — 1
19 entertainment and activities that are guaranteed to keep you ' �'�! r '
-, ..te r' ��
and your family as busy as your schedule will allow. - � � , � �
v
TEXAS-1;i1;c4i1;, U55
Budget Summary
31
City of Wichita Falls,TX
FY 2024 Budget Summary by Fund
All Funds
Water&Sewer
General Fund Fund(All) Sanitation Fund Special Revenue Debt Service All Other Funds Total
Proj.Beginning Balance $ 25,022,000 $ 36,000,000 $ 8,080,000 $ 3,291,000 $ 1,486,350 $ 23,435,130 $ 97,314,480
Less:Restricted Bal. (4,097,000) (25,600,000) (2,680,000) - - (3,925,870) (36,302,870)
Available Balance 20,925,000 10,400,000 5,400,000 3,291,000 1,486,350 19,509,260 61,011,610
Revenues
Taxes 85,852,149 - - - 2,150,000 2,905,000 90,907,149
Service Charges 3,236,758 50,808,500 17,643,158 - - 24,955,521 96,643,937
Licenses&Permits 2,049,700 - - - - - 2,049,700
Fines&Forfeitures 2,940,400 - - - - - 2,940,400
Intergovernmental Rev - - - 8,423,561 - 4,139,317 12,562,878
Contributions 232,500 - - - 1,713,856 35,000 1,981,356
Misc.Revenues 3,746,687 1,177,226 518,842 395,922 187,049 6,131,631 12,157,357
Transfer In 5,380,216 - - - 1,661,907 525,000 7,567,123
Other Fin.Sources* - 4,000,000 - - - 2,142,456 6,142,456
Total Revenues 103,438,410 55,985,726 18,162,000 8,819,483 5,712,812 40,833,925 232,952,356
Expenditures
Personnel Services 73,868,274 13,356,207 5,370,925 2,909,436 - 9,237,075 104,741,917
Supplies 2,669,721 4,758,212 389,493 172,291 - 7,849,227 15,838,944
Maintenance&Repair 1,829,630 2,903,953 182,840 71,470 - 5,390,150 10,378,043
Utilities/Other Services 10,439,762 5,821,002 6,609,050 1,454,802 - 4,248,997 28,573,613
Insurance&Contracts 1,911,888 1,059,824 94,522 - - 328,822 3,395,056
Debt Expenditures 323,913 12,716,682 - - 5,712,812 1,276,921 20,030,328
Other Expenditures 4,942,274 2,918,383 513,661 3,969,850 - 2,158,349 14,502,517
Non Capital Improv. 163,000 - 6,000 237,634 - - 406,634
Capital Improvements 6,317,223 10,488,800 3,981,763 4,000 - 9,249,917 30,041,703
Transfers Out 972,726 1,962,663 1,013,746 - - 1,094,467 5,043,602
Total Expenditures 103,438,410 55,985,726 18,162,000 8,819,483 5,712,812 40,833,925 232,952,357
Anticipated Change - (4,000,000) - - - (2,142,456) (6,142,457)
Ending Available Bal. $ 20,925,000 $ 6,400,000 $ 5,400,000 $ 3,291,000 $ 1,486,350 $ 17,366,804 $ 54,869,153
32
City of Wichita Falls,TX
FY 2024 Budget Summary by Fund
All Other Funds
Hotel/ Venue Tax Duplicating Regional Kickapoo Golf Course Waterpark
Motel Fund Services Airport Fund Airport Fund Fleet IT Transit Fund Storm Water Fund Fund
Proj.Beginning Balance $ 409,485 $ 1,301,343 $ 90,302 $ 195,500 $ 26,300 $ 4,008,000 $ 2,630,267 $ 1,100,000 $ 11,774,133 $ 240,000 $ 1,659,800
Less:Restricted Bal. (3,500,000) - (425,870)
Available Balance 409,485 1,301,343 90,302 195,500 26,300 4,008,000 2,630,267 1,100,000 8,274,133 240,000 1,233,930
Revenues
Taxes 2,305,000 600,000 - - - - - - - - -
Service Charges - - 120,000 262,820 120 14,357,356 4,114,825 647,400 3,700,000 583,000 1,170,000
Intergovernmental Rev - - - - - - - 4,139,317 - - -
Contributions 35,000 - - - - - - - - - -
Misc.Revenues 1,906,000 - - 1,709,378 1,178,075 169,000 - 1,000 246,787 371,391 550,000
Transfer In 500,000 - - 25,000 - - - - - - -
Other Fin.Sources - - - - - - 1,223,622 - - - 918,834
Total Revenues 4,746,000 600,000 120,000 1,997,198 1,178,195 14,526,356 5,338,447 4,787,717 3,946,787 954,391 2,638,834
Expenditures
Personnel Services 1,743,417 - 27,770 462,687 358,464 2,458,080 1,513,029 1,854,020 389,008 - 430,600
Supplies 532,233 - - 528,005 580,593 4,734,424 264,907 893,600 18,465 - 297,000
Maintenance&Repair 154,600 - - 116,197 21,765 2,723,859 1,824,979 324,550 174,200 - 50,000
Utilities/Other Services 1,407,451 - - 253,798 80,022 155,323 324,979 239,180 243,219 953,391 591,634
Insurance&Contracts 168,000 - - 35,817 21,000 13,800 - 24,000 205 1,000 65,000
Debt Expenditures 261,880 - - - - 1,015,041 - - - - -
Other Expenditures 478,419 - 92,230 274,100 66,351 291,066 25,399 142,367 713,817 - 74,600
Non Capital lmprov. - - - - - - - - - -Capital Improvements - 600,000 - - - 2,822,763 1,385,154 1,310,000 2,002,000 - 1,130,000
Transfers Out - - - 326,594 50,000 312,000 - - 405,873 -Total Expenditures 4,746,000 600,000 120,000 1,997,198 1,178,195 14,526,356 5,338,447 4,787,717 3,946,787 954,391 2,638,834
Anticipated Change - - - - - - (1,223,622) - - - (918,834)
Ending Available Bal. $ 409,485 $ 1,301,343 $ 90,302 $ 195,500 $ 26,300 $ 4,008,000 $ 1,406,645 $ 1,100,000 $ 8,274,133 $ 240,000 $ 315,096
33
BUDGET SUMMARY
ALL FUNDS
Revenue and Expenditure Discussion Prior Two Years to Current Year:
Fiscal Year 2022:
The City implemented the following pay plan recommendations in FY 2022:
• A flat salary increase of 2%for all employees.
• An increase to the minimum pay, per job, for employees who, with the 2% increase, were still below the
minimum pay for the grade of work they were completing.
• Adjustments to steps for police officers and fire fighters whose pay,with the above increases, still did not
reach the grade and step for their currently held positions.
• Implementation of the merit based pay increase program at 2.5%for all employees.
These pay recommendations tie directly to the Strategic Plan goal of "Improving Employee Recruitment and
Retention" and maintaining a trained, committed, and valued workforce. In total,the implementation of the plan
increased payroll costs by approximately$4.4 million citywide.
All Funds
Pay Adjustments Cost
MAG Study $1,840,940
Merit and Step 2.5% 1,062,835
2%COLA 1,505,842
Total $4,409,617
The FY 2022 budget included the use of one-time funds (surplus) in the General Fund for these one-time projects.
Project Amount
Police Department Parking Lot 66,550
Work on First Floor Bathroom 90,000
Memorial Auditorium Security Cameras 65,000
Golf Course Irrigation Improvements 61,000
Health Dept. Horse Trailer 8,000
Library Security System Upgrade 50,000
ADA Bathroom at Police Department 25,000
Tasers for Police Department 550,000
Playground Upgrade 50,000
Underground Street Light Boring Work 75,000
Traffic Signal Overhaul 100,000
Outdoor Warning System Circuit Board 21,450
Outdoor Warning Unit Amplifier 9,000
Emergency Cell Communications Unit 32,000
Total 1,203,000
The FY 2022 budget used one-time funds in the Stormwater Fund of$3,500,000 to begin the Quail Creek Phase 2
Project.
34
BUDGET SUMMARY
ALL FUNDS
The FY 2022 budget moved the operations of the MPEC from Spectra Management back to City Management and
provides for a total of fifteen (15) new FTE's in the Hotel/Motel Fund. The budget also provided for six new
positions in the Water& Sewer Fund.
The FY 2022 budget committed funds for future capital improvement and equipment needs. Together with the
one-time funds, these commitments decreased unencumbered fund balance by $5,300,300 while the City
maintained its fund balances to policy.
Fiscal Year 2023:
Overall, property tax levies were expected to increase by 3.63%. The FY 2023 property tax base was anticipated
to be 13.58%higher than last year due to a strong area economy in recent years. The FY 2023 budget reduces the
City's property tax rate from .760928 to .694321, or by 8.75%.
Sales Tax receipts showed significant growth since the pandemic and were expected to increase 21.11%compared
to the previous year's budget and 1.34%from the FY 2022 collections.
Service charges were expected to increase by 6.71% mostly due to the increase in water rates. The adopted
budget included a 5%increase to water rates for FY 2023 and a 5% increase in the following year in order to help
keep up with the increased cost of chemicals and other supplies due to inflation, to help maintain market
competitive salaries for staff, and to increase fund balance reserves to help ensure adequate funds for emergency
needs that may arise. The examples of increased cost, shared during the Pre-Budget Workshop are listed below.
The City had previously held water rates the same for 8 years in a row,absorbing all of the cost increases for labor,
supplies, and construction over this time period.
• Water main replacement cost has more than doubled since 2020, up an average of 111%.
• 2020 Cost=$70.50/LF
• Today's Cost=$148.00/LF
• Sewer line replacement has increased 52%per linear foot since 2020.
• 2020 Cost=$124/LF
• Today's Cost=$188/LF
• Due to the age of city water and sewer lines, additional funding is needed for replacement, repair and
maintenance.
The rising cost of goods and services through inflation was a key issue addressed in the FY 2023 budget. The
Municipal Cost Index(MCI)is a measure of inflation based on factor's influencing costs of goods and services from
Municipalities. The year over year increase in the costs for municipalities had increased by 9.9%. The US Bureau
of Labor Statistics, on August 15, 2022, released inflation data showing an increase of 8.5%.
35
BUDGET SUMMARY
ALL FUNDS
Municipal Cost Index(MCI)Yr.%Change Trended Jul-22, Consumer Price Index(CPI)Yr.%Change Trended
14.0% ---- 9.9% 14.0% Jul-22,
8.5%
12.0% ---- 12.0%
10.0% _ 10.0%
8.0% _..... 8.0% _.........
6.0% 6.0% ----
4.0% 4.0%
2.0%
0.0% IIIIII 111111111111111 .1111111 I 0.0% 1111111111111111111111_11111111111
-2.0% -2.0%
o° o- m m m m o 0 0 0rr rr rr rr rr rr0° o° m m m o• 0• 0• 0
G n G n G n G n G n G n G n G n
Interest income was earned from reserves that are invested with local government investment pools and fixed
income securities. In previous years, low interest rates meant that interest earnings were below .25%. Actions by
the Federal Reserve to increase interest rates to help curb inflation changed the outlook for the markets and the
estimated earnings for FY 2023 were 2.6%.
The FY2023 budget included across the board cost of living adjustment of 5.0%.This change provided a 5.0% pay
increase for all eligible employees. These pay recommendations tied directly to the Strategic Plan goal of
"Improving Employee Recruitment and Retention" and maintaining a trained, committed, and valued workforce.
The FY 2023 budget included the use of one-time funds (surplus fund balance) in the General Fund and other
funds to complete these one-time projects:
Project Amount
Police Tactical SWAT Vehicle (MRAP) $340,000
Golf Course Pavilion and Range Lighting (gap funding) 311,000
Castaway Cove Water Park New Attraction (gap funding) 575,000
MPEC Co-Promotional Show Fund 100,000
MPEC Exhibit Hall Remodel Projects (Venue Bond gap funding) 2,589,000
Street Improvements 2,000,000
Police In-Car Video Infrastructure 800,000
Parks Master Plan 200,000
Parks and Recreation Equipment Replacement 525,000
Health Dept. Reception Area Remodel 350,000
Public Safety Facilities Needs Assessment 200,000
Contingency 700,000
General Fund Total $8,690,000
Water& Sewer Capital 1,400,000
Sanitation Fund—Landfill Scale& Compactor 1,929,287
Stormwater Fund -Quail Creek, Duncan Channel, Rhea Road 5,667,471
Golf Course Fund - Irrigation and Capital Improvements 205,867
IT Fund - Public Safety Radio Replacement 1,416,250
Grand Total One Time Uses $19,308,875
36
BUDGET SUMMARY
ALL FUNDS
FY 2024 Proposed Budget to FY 2024 Adopted Budget:
The City's Proposed Budget was presented to the City Council on July 25, 2023 and previous budget workshops
with the City Council were held on June 20, 2023 and August 8, 2023. Subsequent to the preparation of the
proposed budget, property tax calculations were finalized based on the receipt of certified property values and
tax rate calculations which increased the budgeted property tax revenues from $3,025,422 to $3,258,000. This
was the only change from the Proposed to the Adopted Budget.
Budget& Financial Forecasting:
The Finance Department updates forecasts monthly as recommended by the Government Finance Officers
Association of the United States and Canada (GFOA). These forecasts are used to determine available resources
and to plan for long-term needs. In addition, the Finance Department works with sales tax experts and Financial
Advisors to ensure long-term stability.These forecasts use historical and current data to project long-term inflows
and outflows. Forecasting is a living process that changes monthly as changes occur in the economy and the City.
Maintenance of these forecasts is important and is a priority for the Finance Department.The forecasts listed here
are snap shots in time, and will change as conditions change. Key assumptions are forecasted out for 2 years and
major fund balances are forecasted out over a 10-year period as a method to identify areas of concern with plenty
of time for action to remain financially strong. Forecasts of key assumptions are updated and reviewed monthly,
while the budget is updated and reviewed annually or on an ad hoc basis if a change to the budget is requested.
The City has received recognition from Standard and Poor's for the City's forecasting models.
Ten Year General Fund Forecast Model with Historic Totals:
Revenues and Expenditures are forecasted based on current economic conditions,proposed changes to economic
conditions and averages for stable sources/uses. In each Fund Summary,throughout this document,discussion of
revenues and expenditures are included.
The City's budget forecasts are revised throughout the budget process and are recalculated anytime a change to
the budget is requested. The City is conservative in the forecasting of budgeted revenues and expenditures.
Priority is focused on the maintenance of reserve funds, and decisions and changes that will be self-supporting in
future years. All funds meet their fund balance policies in the current year and have stable forward forecasts.
Forecasting for ten years allows the City to see the impact of decisions and changes to the budget and to maintain
reserves for times of emergency, large legal settlements, and disasters. The process of forecasting includes
consultation with experts, review of all available financial information, and the determination of many long-term
needs. Additionally, the City forecasts reserves needed for meeting Strategic Plan goals, funding infrastructure
and any upcoming capital needs.
37
BUDGET SUMMARY
ALL FUNDS
Cash Flow Forecasts:
Cash forecasts are scrutinized in 36-month formats, the below charts show the results of this forecast. As
mentioned, cash forecasts are completed monthly and are snapshots in time.
Ger-ler-al, Fund Cash lo\iv Forecast
SBQ,OOO
570.000
550.000
S50.000
540.000
530,000
520,000
s-
OCT-2022 JG-20223 2 JUN-2ti?4 NOV-2024 APR-2IJ25 SEP-2C25
Cash Balance —Inflows — Outflows
Water & Sewer Operating Fund Cash Flow Forecast
25,000
$20,003
$15,000
w ' --- 1i uummumuuuuuuuun, ,r i n;n;,l n�`I `� ,c,riinnnnnim,f:
510,000
S5,000
OCT-2C'22 MAR-2023 AUG-2023 JAN-2.D 24 JUN-2024 NOV-20024 APR-2025 5EP 2005
OMR Cash Balance —Inflows Outflows
Sanitation Fund Cash Flow Forecast
$14,000
$12,000
}:: n 11111111111111111., ,,.: •": ,t Ilillii, ,,,q,,, �uuiuuuuruuuuwiiiiuuuw iuuuuumuuuuw�rtY, ;.f�l„"
$10,000 0hutlluoutlmlluuuuuuuuuuuuuuuuuuuwd " !„ wdlllllllllllllllllllllllllluuudllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll li y ""
;�� 11 jail f uul i
$8,000
56,000
Ilupuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuiuuuuuuuuuuuuuuuuuuuuuuuuuuuuuugpuuplllpuuuu iu i11111!!!l111x
$4,000 : � ���y" 4.,,,„: 'I�isi�isi� � 7 000dk,"!
$ 004 �� wa o ���2 n1 ry:. dn " ��
OCT-2022 MAR2023 AUG-2023 1AN-2024 1UN-2024 NOV-2024 APR-2025 SEP 2025
Cash Balance —Inflows —Outflows
38
BUDGET SUMMARY
ALL FUNDS
Long-term Capital Forecasts& Fund Balance Sufficiency:
The City projects both long term capital needs and the funding sources that may be available to address these
needs. This work includes review and establishment of rates needed and the compilation of the Capital
Improvement Plan, which is included in summary format in this document. In FY 2022, the City engaged with
Raftelis Consulting Firm to create and update a model related to retail water and sewer rates and long-term needs.
This engagement, resulted in the creation of a model for long-term costs, revenue sufficiency,fund balance needs,
debt needs, and a cost of service study.
Schedule of Property Valuations:
Ratio of Total
Personal Assessed to
Fiscal Real Property Property Total Assessed Total Direct Estimated Actual Total Estimated
Year Assessed Value Assessed Value Value Tax Rate Value Actual Value
2012-2013 $ 3,749,608,055 $ 715,113,536 $4,464,721,591 $ 0.63526 $ 4,464,721,591 100%
2013-2014 $ 3,777,010,620 $ 771,002,233 $4,548,012,853 $ 0.63526 $ 4,548,012,853 100%
2014-2015 $ 3,859,560,337 $ 765,251,406 $4,624,811,743 $ 0.65526 $ 4,624,811,743 100%
2015-2016 $ 3,944,783,610 $ 820,827,696 $4,765,611,306 $ 0.70598 $ 4,765,611,306 100%
2016-2017 $ 4,031,689,962 $ 817,687,012 $4,849,376,974 $ 0.70598 $ 4,849,376,974 100%
2017-2018 $ 4,123,022,727 $ 818,629,114 $4,941,651,841 $ 0.70598 $ 4,941,651,841 100%
2018-2019 $ 4,230,948,499 $ 843,630,297 $5,074,578,796 $ 0.72988 $ 5,074,578,796 100%
2019-2020 $ 4,387,106,524 $ 889,487,609 $5,276,594,133 $ 0.76332 $ 5,276,594,133 100%
2020-2021 $ 4,582,918,683 $ 872,960,736 $5,455,879,419 $ 0.76332 $ 5,455,879,419 100%
2021-2022 $ 4,952,234,074 $ 855,749,261 $5,807,983,335 $ 0.76093 $ 5,807,983,335 100%
NOTE:
The Roll Year is one year prior to the Fiscal Year. Property valuations are set by Wichita Appraisal District. The
property tax rate is set by the City Council.
Source:City of Wichita Falls Annual Comprehensive Financial Report for the Year Ended September 30, 2022.
An updated schedule will be available 3/31/2024 and can be found on the city website.
39
BUDGET SUMMARY
ALL FUNDS
Area Property Taxes by Taxing Entity:
Fiscal City of Wichita Falls Wichita County Burkburnett ISD(1)
Year M&O I&S Total M&O I&S Total M&O I&S Total
2012-2013 0.62 0.01 0.63 0.52 - 0.52 1.17 0.13 1.30
2013-2014 0.62 0.01 0.63 0.51 - 0.51 1.17 0.12 1.29
2014-2015 0.64 0.02 0.66 0.51 - 0.51 1.17 0.14 1.31
2015-2016 0.69 0.02 0.71 0.55 - 0.55 1.17 0.14 1.31
2016-2017 0.69 0.02 0.71 0.58 0.03 0.61 1.17 0.37 1.54
2017-2018 0.69 0.02 0.71 0.58 0.08 0.66 1.17 0.37 1.54
2018-2019 0.69 0.04 0.73 0.59 0.07 0.66 1.17 0.37 1.54
2019-2020 0.72 0.04 0.76 0.60 0.07 0.67 1.07 0.37 1.44
2020-2021 0.72 0.04 0.76 0.57 0.07 0.64 1.05 0.38 1.43
2021-2022 0.73 0.03 0.76 0.54 0.07 0.61 1.05 0.37 1.42
Fiscal City View ISD(2) Iowa Park CISD(3) Wichita Falls ISD(4) Grand
Year M&O I&S Total M&O I&S Total M&O I&S Total Total
2012-2013 1.17 0.25 1.42 1.04 0.24 1.28 1.04 0.17 1.21 6.36
2013-2014 1.17 0.25 1.42 1.04 0.24 1.28 1.04 0.17 1.21 6.34
2014-2015 1.17 0.25 1.42 1.04 0.23 1.27 1.04 0.10 1.14 6.31
2015-2016 1.17 0.25 1.42 1.17 0.16 1.33 1.04 0.19 1.23 6.55
2016-2017 1.17 0.25 1.42 1.17 0.16 1.33 1.04 0.19 1.23 6.84
2017-2018 1.17 0.25 1.42 1.17 0.16 1.33 1.04 0.19 1.23 6.89
2018-2019 1.17 0.25 1.42 1.17 0.16 1.33 1.04 0.18 1.22 6.90
2019-2020 1.07 0.32 1.39 1.07 0.36 1.43 0.97 0.18 1.15 6.84
2020-2021 1.05 0.32 1.37 1.05 0.38 1.43 0.97 0.18 1.15 6.78
2021-2022 1.04 0.32 1.36 1.03 0.38 1.41 0.94 0.43 1.37 6.93
Notes:
(1) Burkburnett Independent School District-25%in Wichita Falls city limits
(2) City View Independent School District-90% in Wichita Falls city limits
(3) Iowa Park Consolidated Independent School District-2%in Wichita Falls city limits
(4) Wichita Falls Independent School District-99%in Wichita Falls city limits
Source:City of Wichita Falls Annual Comprehensive Financial Report for the Year Ended September 30, 2022.
An updated schedule will be available 3/31/2024 and can be found on the city website.
40
BUDGET SUMMARY
ALL FUNDS
Departments by Fund
The following is a list of all departments by fund. The budget document is organized by fund into the following
sections: General Fund, Water&Sewer, Sanitation, Special Revenue, Hotel/Motel Fund,Transit Fund, and others.
General Fund Special Revenue Funds Water/Sewer Fund
Animal Services CDBG Code Enforcement Public Works Admin.
Building&Code Admin. CDBG Delivery Costs Sewer Rehabilitation
Building Maint.Services CDBG Demolition Utility Collection
Business Park Maint. CDBG Grant Management Utility Equipment Services
City Cemetery CDBG Job Training Wastewater Collection
City Clerk Community Clinical Link. Wastewater Treatment
City Manager Community Rural Health Water Distribution
Engineering Comp.Cancer Control Water Purification
Environmental Health Emergency Mgmt.Assist. Water Source of Supply
Fire Housing Choice Voucher
Health Administration Immunization Grant
Human Resources Infectious Dis.Cont.-Ebola
Lab/Water Pollution Texas Healthy Communities
Lake Lot Admin Transport.Planning Grant
Legal Tuberculosis Grant
Library WIC Grant
Mayor and City Council
MLK Center Ops Hotel/Motel
Municipal Court Convention Visitor's Bureau
Nursing(Health and Wellness) MPEC
Park Maintenance
Planning Sanitation Fund
Police Landfill
Property Management Refuse Collection
Public Information Sanitation
Purchasing Transfer Station
Recreation
Street Maintenance Fleet Fund
Traffic Engineering Fleet Maintenance
Transit Fund Regional Airport Fund
Public Transport.Planning Regional Airport Operations
Public Transport.Ops
Stormwater Fund
Stormwater Drainage
41
BUDGET SUMMARY
ALL FUNDS
CITY OF WICHITA FALLS STRATEGIC PLAN
The following section describes the City of Wichita Falls' Strategic Plan, including each goal, policy, the actions
required,and the City department responsible for implementation. Furthermore,the City Council prioritized these
goals into an order they would prefer to see them implemented.
In March 2021, the City Council and City staff conducted a 2-day strategic planning workshop at the MPEC to
ensure the best possible decisions for Wichita Falls are made over the next few years. The Azimuth Group, Inc.
was contracted to facilitate and document the results of this collective planning and priority-setting effort. The
Strategic Plan is an example of the operation of the"Council-Manager"form of government in that the City Council
adopts the Strategic Plan and its policies, and the City Manager is responsible for implementation.
The City Council ratified the plan and its goals on May 18, 2021, and a summary of the five (5) general goals and
thirty-three (33) policies and objectives.The plan describes the three highest priority items (those items with the
greatest opportunity for continued improvement) as (1) Accelerate Economic Growth, (2) Provide Quality
Infrastructure, and (3) Redevelop Downtown. A copy of the plan may be found on the City's website.
The Strategic Plan is implemented through the budget process.Annually, each Department Director sets goals for
the Department and each employee that further the implementation of the plan. Goals for each Department are
listed on the Department Summaries pages, included in this document. This process of goal setting generates a
final report called the Annual Report.The Report is shared with the City Council and goal progression will soon be
shown on the City's website.
Who is Responsible for Implementation?
City Council
-Make Decisions
Citizens -Provide Directive City Staff
-Monitor
-Input -Identifies Revisions
Service -Coordinates Efforts
-Ownership
STRATEGIC
PLAN
42
BUDGET SUMMARY
ALL FUNDS
C OUR MISSION
Enhance our quality of
life through responsive
OUR VISION service delivery, sound OUR VALUES
Wichita Falls is financial management,
and partnerships
spanning the public,
Excellence
vibrant, growing, famil - Integrity
oriented community of Accountability
unlimited opportunity private and business Transparency
and civic pride. 1 sectors. Innovation
Accelerate
1 Economic
Growth
1 .1 - Encourage the Chamber of Commerce to aggressively pursue recruitment of high-value
businesses
1 .2 - Support implementation of the Economic Development Strategic Plan.
1 .3 - Aggressively market the City.
1 .4 - Continue alignment of the priorities of the City, Chamber of Commerce and EDC boards.
1 .5 - Support a thriving Sheppard Air Force Base.
1 .6 - Revitalize depressed and declining neighborhoods.
1 .7 - Look for post-pandemic economic opportunities.
1 .8 - Continue community internship opportunities.
43
BUDGET SUMMARY
ALL FUNDS
Provide
Quality
infrastructure
2.1 — Upgrade or replace outdated public facilities.
2.2 — Complete signature public improvements.
2.3 — Evaluate alternative options for financing infrastructure improvements.
2.4 — Advance the Ringgold Reservoir project.
2.5 — Educate citizens on future infrastructure and public facility needs.
2.6 — Enhance focus on long-term street and utility infrastructure needs.
2.7 — Continue the bicycle-friendly city initiative.
Redevelop
owntown
3.1 — Complete the development of a convention center hotel.
3.2 — Continue implementation of the Downtown Master Plan.
3.3 — Support innovative, flexible building practices for downtown building.
3,4 — Align the priorities and metrics of the City, Chamber of Commerce and DTWF.
3.5 — Leverage local, state and federal economic development funding sources.
3.6 — Grow hotel occupancy tax revenues to support the Multi-Purpose Events Center,
3.7 — Pursue public private partnerships.
3.8 — Create a live-work-play downtown.
3,9 — Enhance focus on culture, arts and entertainment venues.
44
BUDGET SUMMARY
ALL FUNDS
Efficiently
Deliver
City Services
4.1 — Improve employee recruitment and retention.
4.2 — Reinforce a culture of superior customer services.
4.3 — Streamline municipal business processes.
4.4 — Practice effective governance.
4.5 — Promote and encourage innovation.
Actively
Engage
Inform the
Public
5.1 — Enhance public outreach and engagement.
5.2 — Equip City Councilors as community ambassadors.
5.3 — Maintain coordinated and trusted messaging
5.4 — Strengthen supportive partnerships with the non-for-profit community
45
TEXAS-1;i1);c4i1;, U55
Policy Statement
46
POLICY STATEMENTS
BUDGET POLICIES
The 2023-24 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.
47
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.
48
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.
49
POLICY STATEMENTS
BUDGET CALENDAR
Budget
LKick-Off
City
Budge Manager
Ado ' Budget
Hearings
Budget
Public Workshop
Hearings with City
Council
Proposed
Public Notice Budget
ompleted
ity Count't' L—
Budget
KEY DATES
Date Event
June 20,Tuesday City Council Update—Pre-Budget Workshop
July 25,Tuesday City Manager's Proposed Budget submitted to City Council
July 31—August 8 Individual City Councilor Opportunity to meet with Budget Team
August 4, Friday Publish Notice of Public Hearing on the Budget
August 8,Tuesday City Manager's Proposed Budget Workshop with City Council
August 15,Tuesday Budget Public Hearing& Intent to Vote on Tax Rate
August 25, Friday Publish Notice of Tax Rate Hearing
September 5,Tuesday Tax Rate Public Hearing,Adoption of the Budget,Adoption of the Tax Rate,Adoption of the CIP
50
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.wichitafallstx.gov.
A. Revenue Policies.
Projected revenues are estimated using a realistic, objective, and analytical approach based upon economic
trends. Consultation with experts in sales tax and financial management will be utilized as needed.
Enterprise funds establish user charges sufficient to finance the costs of providing goods/services to the
public. Utilities are reviewed annually and adjusted based on debt service ratio coverages and increases in
actual cost if needed. A third party is used for analysis of the City's Wholesale Water Rates.
B. Fund Balance Policies.
The City strives to maintain the fund balances of the various operating funds at levels sufficient to protect the
City's creditworthiness and its financial position in the event of an emergency. 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.
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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
s4o,000,000
S35,000,000
Sso,000,000
S25,000,000
S2o,000,000
S15,000,000 —
slo,000,000
S5,00CI,OO43
2019-20 2020-21 2021-22 Est.2022-23 Est.2023-24 Parity(20%
52
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 $43.3 million, or 0.74% of the taxable value of property. As of July 2023,
the City's tax-supported debt was$761 per capita, as reported by the Texas Bond Review Board.
53
POLICY STATEMENTS
Tax-Supported Debt per Capita
sa,E
52812
2,038
I 51,417
51,122 51,062
576
I ..... 5
Conroe New Sugar Odessa San Alien Edinburg Wichita Tyler
Braunfels Land Angelo Falls
*Source:Texas Bond Review Board,Tax-Supported Debt per Capita by Local Government for Fiscal Year 2022,
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.
54
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$0.680000 per$100 of assessed value which means the City has a tax margin
of$1.570000.
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.
58
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
Major/Non-
Fund Fund Type Major Description Appropriated
GOVERNMENTAL FUNDS:
General Fund General Fund Major General Fund Yes
Debt Service Fund Governmental Non-major Debt Service Yes
Hotel/Motel fund Governmental Non-major Special Revenue Yes
Water& Sewer Capital Fund Governmental Non-major Capital Fund Yes
Microfiltration and Reverse Osmosis Fund Governmental Non-major Capital Fund Yes
Lake Ringgold Fund Governmental Non-major Capital Fund Yes
Community Development Fund Governmental Non-major Special Revenue Yes
Section 8 Housing Fund Governmental Non-major Special Revenue Yes
HOME Fund Governmental Non-major Special Revenue Yes
Transportation Planning grant Fund Governmental Non-major Special Revenue Yes
State Routine Airport Maint. Fund Governmental Non-major Special Revenue Yes
Community& Rural Health Fund Governmental Non-major Special Revenue Yes
TX Healthy Communities Governmental Non-major Special Revenue Yes
Infectious Disease Fund Governmental Non-major Special Revenue Yes
Tuberculosis Grant Governmental Non-major Special Revenue Yes
Immunization Grant Program Fund Governmental Non-major Special Revenue Yes
Comprehensive Cancer Control Program Fund Governmental Non-major Special Revenue Yes
WIC Fund Governmental Non-major Special Revenue Yes
Emergency Management Fund Governmental Non-major Special Revenue Yes
PROPRIETARY FUNDS:
Water& Sewer Fund Proprietary Major Enterprise Yes
Sanitation Fund Proprietary Major Enterprise Yes
Regional Airport Fund Proprietary Major Enterprise Yes
Kickapoo Airport Fund Proprietary Non-major Enterprise Yes
Transit Fund Proprietary Non-major Enterprise Yes
Storm Water Fund Proprietary Non-major Enterprise Yes
Waterpark Fund Proprietary Non-major Enterprise Yes
Golf Course Fund Proprietary Non-major Enterprise Yes
Fleet Fund Proprietary Non-major Internal Svc. Fund Yes
Information Technology Fund Proprietary Non-major Internal Svc. Fund Yes
Duplicating Services Fund Proprietary Non-major Internal Svc. Fund Yes
Additional funds not appropriated in this budget include,funds used to account for long term debt,funds held in trust and agency
funds, information on all funds may be found in the City's Annual Comprehensive Financial Report.
62
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
1..:1aCar and City • Utility Collection - Refuse Collection
.c.nt - Utilities Admin Transfer Station
• De:t - Multi-Purpose Event - Landfill - Regional Airport
fas=per - UtilityEquipment
Ad nistration Centeroperations
Services
r_ a Pa_curces • ccneentionVisitor's Transit Fund
Special E_.edU - Water Di. Ib.tlol Stormwater
-r c: • Sewer P.e17al:ili:Etiol-
.'e'a 7El.00ic Revenue .oi:--e•:p cps Fund
I'`:;--a:':n Water_e.'C=of :v'ly t
.e•ta.-...I.. pal Funds Water& ;+;ate-P_`i-iCtio1-p • aint. _rsp.Prel+.
• Storm Water
::.r:,_C '3tions Sewer Capital • Wastewacer Collection • =.61it1ransp.
E. c;'.'ant Planning ❑rainage
__ ._- Fund Wastewater Treatment
• I-i-.n:EEC- • Transit HUB Cps
he_I:'iC-1 n
G'E.':
N_,,.tE,g - T.be :__Ga•t Microfiltration
- -r�'t.'_i' ::I Kickapoo Waterpark Fund Fleet Maintenance
& Reverse
E-'-:^me- Airport Fund Fund
"I HE::h Osmosis Fund • Castaway Ccve
Cc^-r-u•t„ Kit!apcz.ei•per: • Fleet Replacement and
Pc: _. 0_ar'atans
- I--a:::.a Ci=ea_e Lake Ringgold Maintenance
F n=oc_
cc pa--r::e Fund Information Golf Course Fund Duplicating
a a: =: to
= e P` `a 1 Service Fund Services Fund
• Eras-:;Mgmt
"Cantra:ted Ma nagement""
AEE '•.:G•ant
�� _: =ar< • C_'"-"-_ • Intl-nation ouplicating Svc Internal
H . Fr.,: c. ..,t Ta:hnclog'r Svc
- C::30_'=--•o it'on
F:I =.--.:Hess
C:.'L0: •: ng
- C_3v-7:T-a,-og
- C2s•3 Deliver,.
Ci-•. =ts
=
a ,a:ar.
• s::xi Housing
.e a'=-I Planning
E. C ng&code
TIfS'E_:rtES on
PIV-•i•g 0•ant
E'EI Property F cc
Pdpr.
L6e L.7rd•9in
�� ==I1':ffic ;:ri-istration
E'=r, 'I'
E _ EE g
L,Eev
63
POLICY STATEMENTS
INVESTMENT POLICY
Introduction
The purpose of this policy is to set forth specific policy and strategy guidelines for the City's investments. This
policy shall guide the City in its investment activity pursuant to all applicable laws. Decision making, reporting,and
portfolio guidelines are outlined here, as are the objectives, standard of care, and investment strategies.The City
will prioritize the safety of principle and assets, liquidity, and then yield. All investment activity will be guided by
this policy.The policy will be reviewed annually by the City Council, City Manager, and the Investment Officer. 1
This policy has been reviewed and certified by the Government Treasurers Association of Texas to meet all
requirements of the Public Funds Investment Act.
Date of last review: 08.03.21.
Policy Statement
The City of Wichita Falls,through this investment policy,will implement and maintain standards for all investment
activity that will prioritize: 2
1. Safety of principal
2. Liquidity
3. Yield
Policy Objectives
The objectives of the City of Wichita Falls (the City) Investment Policy shall be:
• To set forth methods, means, and goals of financial investment and debt management operation for the City.
• To insure the financial security and optimum liquidity of the City's funds at all times.
• To assist the City in achieving the maximum total investment of the City's funds in a prudent manner at all
times.
• To assist the City in achieving the maximum interest yield on the City's funds at all times through methods
allowed under Federal and State Law and in accordance with the City's current Bank Depository Contract.
Investment Strategy
The City maintains portfolios which utilize the following investment strategy considerations designed to address
the unique characteristics of the fund groups represented in the portfolios.
Scope& General Strategy
The City's investment portfolio shall consist of a variety of securities which may include any or all of the
authorized investments listed in Authorized Investments of this Policy. The City will maintain separate
portfolios or one commingled portfolio which will utilize the specific investment strategy considerations
list for each fund type below.
It shall be the general practice of the City to utilize an investment strategy based on the Standard of Care,
of this Policy,which also defines yield objectives,as well as the Public Funds Investment Act,Chapter 2256
of the Texas Government Code (the Act). It is the City's intent to hold purchased securities to the stated
1 In Compliance State of Texas, Public Funds Investment Act, with PFIA Sec. 2256.005.
2 In accordance with the State of Texas, Public Funds Investment Act, 22556.005(b)(2)and 2256.005(b)(3).
64
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
65
POLICY STATEMENTS
Summary information must be provided to the City Council on the composition, size, quality, maturity, yield, and
current market valuations for the Investment Portfolio. Implementation of this policy is the responsibility of the
Investment Officer.
Conflicts of Interest& Ethics Disclosure
In accordance with this policy, the 10 will file a disclosure statement with the Texas Ethics Commission
and the governing body if:
The officer has a personal business relationship with a business organization offering to engage in an
investment transaction with the City (as defined in 2256.005 (i)(1-3)); or the officer is related within the
second degree by affinity or consanguinity, as determined under Chapter 573 of the Texas Government
Code,to an individual seeking to transact investment business with the City.'
Investment Training
Investment training is required for the treasurer,CFO,and the investment officer(s)of a local government.
Training must be received from an independent source, approved by the City's governing body or
investment committee, and must include education in investment controls, security risks, strategy risks,
market risks,diversification of investment portfolio, and compliance with PFIA.Ten hours of training must
be completed within 12 months of taking office or assuming duties.Thereafter,ten hours of training must
be completed every two years.'
Diversification, Cash Flow& Portfolio Management
The 10 shall be required to diversify maturities. The 10, to the extent possible, will attempt to match
investments with anticipated cash flow requirements. Matching maturities with cash flow dates will
reduce the need to sell securities prior to maturity,thus reducing market risk. Unless matched to specific
requirements, the 10 may not invest more than 30% of the portfolio for a period greater than two (2)
years.
Standard of Care
The City's investments shall be made with judgment and care under circumstances then prevailing that persons
of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but
for investment, considering the probable safety of their capital as well as the probable income to be derived and
optimum liquidity required for operations in the City. Safety shall be the first priority, adequate liquidity the
second, and yield,the third priority. Individual investments shall be made in a manner consistent with this Policy.
Prudence
The standard of prudence to be used in the investment function shall be the"prudent person" standard and shall
be applied in the context of managing the overall portfolio. This standard states:
"Investments shall be made with judgment and care, under circumstances then prevailing,which persons
of prudence, discretion, and intelligence exercise in the management of their own affairs, not for
speculation, but for investment, considering the probable safety of their capital as well as the expected
income to be derived."
4 PFIA 2256.005(i)
5 PFIA 2256.008
66
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)
67
POLICY STATEMENTS
will be effected by the general level of interest rate, markets, and economic conditions at any given time.
Consideration should be given to the spread relationship existing when portfolio investment decisions are made.
Securities included in this category are debt issuance by the Federal Farm Credit System (Farm Credits), Federal
Home Loan Bank (FHLB), the Federal National Mortgage Association (FNMA), the Student Loan Marketing
Association (SLMA), the Federal Home Loan Mortgage Corporation (FHLMC or "Freddie Mac"), the Government
National Mortgage Association (GNMA or"Ginnie Mae"), and Small Business Administration (SBA).
The average life of the U.S. agency section of the portfolio will not exceed 2.5 years and no individual security will
exceed 5 years in maturity. U.S. agencies may comprise up to 100%of the Investment Portfolio
Municipal Bonds
Any direct obligations of the State of Texas or its agencies and instrumentalities, the 10 shall consider prudent
diversification of investment holdings per obligor. Compliance with all legal and regulatory guidelines shall be
adhered to in the purchase and holding of securities. Taxable municipal obligation purchases may be made but
are subject to the same credit, maturity, and geographic distribution requirements that may be applicable as
dictated by the Investment Policy.
Credit information will be maintained sufficiently for management of the City to exercise an informed judgment
in determining whether the securities should be purchased and to enable regulators to determine that each
security purchased meets all statutory and regulatory requirements. Credit information sufficient for the 10 and
City Manager to comply with all statutory and regulatory requirements relating to the approval of each investment
shall be provided. The City shall retain all records relating to transactions in its investment portfolio as may be
required by statute or regulation. Additional consideration will be given to the increased yield spread of taxable
municipals over all other taxable investment alternatives.
Various political subdivisions of state and local government issue debt through municipal securities generally
under two categories: general obligation (G.0.) and revenue bonds. G.O. bonds are issued for a variety of public
financing needs. They are generally regarded as the most credit worthy of municipal securities as they are backed
by the taxing authority of the issuing governmental entity. Revenue bonds are issued to finance specific projects
(i.e. water and/or sewer revenues)and depend on the revenue or fee generated from the projects for repayment
of principal and interest. Bonds with a minimum Moody's Investors Service of A or Standard& Poor's Service rating
of A shall be considered as eligible portfolio investments. An exception may be made for local,well-known credit
issues where the cost of obtaining a credit rating by the issuing body is prohibitive.
Geographical distribution of municipals is an effective method of diversifying the City's overall credit risk and
maximizing income potential.
The City will consider the following credit information on general obligation municipals to be purchased:
1) Relationship of debt burden to property valuation.
2) Reasonableness of debt burden on a per capita basis.
3) Sinking fund provisions.
4) Historical trends of debt.
5) Future debt service requirements.
6) Assessed valuation, including basis of assessment.
7) Relationship of tax burden to property valuation.
8) Tax collection record.
68
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)
69
POLICY STATEMENTS
receives an amount of deposits from customers of other federally insured depository institutions,
wherever located, that is equal to or greater than the amount of the funds invested by the investing
entity through the depository institution selected under Subdivision (1). (The Act, Sec. 2256.010)
Repurchase Agreements
Fully collateralized repurchase agreements are authorized under the Act, Sec. 2256.011, if the repurchase
agreement has a defined termination date; is secured by obligations described by the Act; and requires the
securities being purchased by the entity to be pledged to the entity, held in the entity's name, and deposited at
the time the investment is made with a third party selected and approved by the entity; and is placed through a
primary government securities dealer, as defined by the Federal Reserve, or a financial institution doing business
in the State of Texas.
"Repurchase agreement" means a simultaneous agreement to buy, hold for a specified time, and sell back at a
future date,obligations described by the Act at a market value at the time the funds are dispersed of not less than
102% of the principal amount of the funds dispersed. The term of the repurchase agreements may not exceed
180 days.
Notwithstanding any other law, the term of any reverse security repurchase agreement may not exceed 90 days
after the date the reverse security repurchase agreement is delivered. Money received by an entity under the
terms of a reverse security repurchase agreement shall be used to acquire additional authorized investments, but
the term of authorized investments acquired must mature not later than the expiration date stated in the reverse
security repurchase agreement. Total investment in repurchase and reverse repurchase agreements may not
exceed 25%of the Investment Portfolio.
Bankers'Acceptances
Bankers' Acceptances are an authorized investment under the Act, which has a stated maturity of 270 days or
fewer from the date of its issuance; will be, in accordance with its terms, liquidated in full at maturity; is eligible
for collateral for borrowing from a Federal Reserve Bank; is accepted by a bank organized and existing under the
laws of the United States or any state, if the short-term obligations of the bank, or of a bank holding company of
which the bank is the largest subsidiary, are rated not less than A-1+or P-1 or an equivalent rating of at least one
nationally recognized credit rating agency(The Act, Sec. 2256.012). Such individual transactions shall not exceed
5%of the total City's Investment Portfolio, and all such endorsing banks shall come only from a list of entities who
are constantly monitored as to financial solvency. Total Bankers' Acceptances may not exceed 15% of the
Investment Portfolio.
Commercial Paper
The City may invest in Commercial Paper.The paper must have a stated maturity of 365 days or less from the date
of issuance and a rating of A-1+ or P-1 or higher. If an equivalent rating system is used, the rating must be
completed by at least two nationally recognized credit rating agencies or one nationally recognized credit rating
agency and be fully secured by an irrevocable letter of credit issued by a bank organized and existing under the
laws of the United States or any state (The Act, Sec. 2256.013). Such transactions shall not exceed 15% of the
total City's Investment Portfolio with no more than 5%in any one name, and all such providers of letters of credit
shall come only from a list of entities who are constantly monitored as to financial solvency.
70
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.
71
POLICY STATEMENTS
Safekeeping and Collateralization
The laws of the State and prudent treasury management require that all purchased securities be bought on a
delivery versus payment basis'and be held in safekeeping by either the City, an independent third party financial
institution, or the City's designated depository.
All safekeeping arrangements shall be designated by the 10 and an agreement of the terms executed in writing.
Securities and collateral will be held by a third party custodian designated by the City and in the City's name. The
third-party custodian shall be required to issue safekeeping receipts to the City listing each specific security, rate,
description, maturity, CUSIP number, and other pertinent information. Each safekeeping receipt will be clearly
marked that the security is held for the City or pledged to the City.
Collateralization shall be required on two types of investments certificates of deposits over the FDIC insurance
coverage of$250,000 and repurchase agreements.
In order to anticipate market changes and provide a level of additional security for all funds,the collateralization
level required will be 102%of the market value of the principal and accrued interest.
Evaluation and Reporting
The 10 shall submit quarterly reports to the City Council containing sufficient information to permit an informed
outside reader to evaluate the investment program.' At a minimum,this report shall:
• describe in detail the investment position of the entity on the date of the report;
• be prepared jointly by all investment officers of the entity;
• be signed by each investment officer of the entity;
• contain a summary statement of each pooled fund group that states the;
• beginning market value for the reporting period;
• ending market value for the period;
• fully accrued interest for the reporting period;
• the account or fund or pooled group fund in the City for which each individual investment was
acquired; and
• the compliance of the investment strategy expressed in the City's investment policy; and The Act.
For investments outside of the investment pools,the report may also contain:
• book value and market value of each separately invested asset at the end of the reporting period by
the type of asset and fund type invested;
• the maturity date of each separately invested asset that has a maturity date;
• If the City invests in other than money market mutual funds, investment pools or accounts offered by
its depository bank in the form of certificates of deposit, or money market accounts or similar
accounts, the reports prepared by the investment officers under this section shall be formally
reviewed at least annually by an independent auditor, and the result of the review shall be reported
to the governing body by that auditor.
• Beginning and ending market value of the portfolio and total portfolio,
PFIA 2256.005(b)(4)(E)
8 The Act,Sec.2256.022
72
POLICY STATEMENTS
• Beginning and ending carrying (Book) value of the portfolio by market sector and total portfolio, if
applicable,
• Transactions which change market and book value, detail reporting on each asset(book, market, and
maturity dates at a minimum),
• Overall current yield of the portfolio, and
• Overall weighted average maturity of the portfolio, and maximum maturities in the portfolio.
Internal Controls
Investments are audited in conjunction with the City's Annual Financial Audit. If investments are outside of money
market mutual funds, investment pools or accounts offered by its depository bank in the form of certificates of
deposit, or money market accounts or similar accounts these investments are subject to a compliance audit of
management controls and adherence to this investment policy.'
Investments which may become ineligible after purchase, which were eligible at the time of purchase, will not be
required to be liquidated until such investment reaches its date of maturity.10
Securities Dealers/Transactions
The City has employed Sentry Management, Inc. (SMI) to provide professional investment advice for the City's
investment portfolio and other related investment areas such as asset/liability and interest rate risk analysis. SMI
is registered with the Securities and Exchange Commission as a registered investment adviser and municipal
advisor. SMI may be employed on a set fee basis only, and may not act as a dealer.
The 10 and City Manager recognize the importance of receiving objective, professional advice in management of
the investment portfolio, however it is explicitly understood the City, through the 10, does not delegate
responsibility for the portfolio to SMI. All acquisitions and/or sales of securities will be directly at the discretion
of the City.
SMI places dealers in competition on purchases and sales and maintains records of each transaction. Transactions
are done on a "best execution" basis, which precludes limiting any individual dealer's securities' volume with the
City. Setting maximum volume quotas could force the City to purchase or sell securities at less than the best price
and would not be in the best interest of the City.
Further, SMI may not execute a transaction for the City without specific authorization from the City.
The City may have transactions with any Federal Reserve Reporting Government Dealer (Primary Dealer). The
Federal Reserve requires all Primary Dealers to maintain large capital and be financially solvent.
In addition to Primary Dealers,the City may have security transactions with the dealers listed on Exhibit A. Current
financial information is maintained by SMI on the dealers listed on Exhibit A and is made available to the City.
Additionally, the City will maintain information on each dealer listed. The City may purchase or sell any of the
approved investments listed in the Investment Policy from or to any of the approved securities dealers.
It shall be the City Manager's and the 10's responsibility to review the dealers'financial condition. Considerations
of each dealer will be the dealer's capital and financial strength and general reputation with other financial
9 PFIA 2256.055(m)
10 PFIA 2256.017
73
POLICY STATEMENTS
institutions and investment dealers. Whenever available and possible, the City will consider information from
state or federal securities regulators and securities industry self-regulatory organizations, such as the National
Association of Securities Dealers, concerning any formal enforcement actions against the dealer, its affiliates or
associated personnel.
In the event that Sentry Management is not involved in a transaction,the City will be responsible for the following:
Every dealer with whom the City transacts business will be offered a copy of this Investment Policy to assure that
they are familiar with the goals and objectives of the investment program. The broker/dealer will be required to
return a signed copy of the Certification Form certifying that the policy has been received and reviewed.
To further insulate the City from dealer exposure, the City will permit delivery-versus-payment settlement only
on security transactions. Further, all securities will be held in safekeeping at the City's primary depository bank
or another third party bank.
All personal securities transactions by the 10 with the City's approved securities dealers are prohibited unless
specific City Manager approval is received prior to the transaction. Periodic review of personal transactions with
approved securities dealers will be performed by the City Manager. All of the City's records are available for
unannounced, on-site inspection at SMI offices by any representative of the City.
All investment management activities are to be conducted in accordance with the State of Texas, Public Funds
Investment Act, 2256.005 (b)(3). Contracts with investment and financial advisors will be reviewed at least every
three years, and put out to bid a minimum of once every 5 years from adoption of this policy.
Exceptions to Policy
This policy is intended to be flexible to deal with rapidly changing conditions in the City's economic environment
and the global bond and money markets. Therefore,this policy can be amended by a review of the City Manager
and 10, and/or a majority vote of the City Council. If amended in substance by the City Manager and 10, the
changes will be presented to the City Council at the next regularly scheduled meeting.This policy shall be reviewed
by the City Council, City Manager, 10 at least annually.
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.
74
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).
75
TEXAS''.1;11);C4i 4 5116'
General Fund
76
GENERAL FUND
GENERAL FUND
The City's Adopted General Fund Budget for FY 2024 totals$103,438,410.This budget is $86,808 or 0.08% higher
than the prior year's Adopted Budget. The budget includes various projects and programs addressing key issues
the City is facing such as inflation, increasing prices for supplies, chemicals, and services as well as employee pay,
recruitment, and retention. The FY 2023 budget included the use of $8,690,000 in surplus funds for one-time
expenditures in accordance with policy and charter. The FY 2024 Adopted Budget includes the use of $2M in
available bond funds for street improvements. When these one-time costs are excluded, the budget for
expenditures is$6,505,481 or 7.11% higher than the prior year budget.
General Fund
Fund Summary FY 2024
Projected Beginning Balance $ 25,022,000
Less: Restricted Balance 4,097,000
Available Balance $ 20,925,000
Revenues
Taxes $ 85,8.52,149
Service Charges 3,236,758
Licenses &Permits 2,049,7001
Fines &Forfeitures 2,940,4001
Contributions 232,5001
Misc. Revenues 3,746,687
Transfer In 5,380,216
Other Financing Sources -
Total Revenues $ 103,438,410
Expenditures
Personnel Services 73,868,274
Supplies 2,669,721
Maintenance &Repair 1,829,630
Utilities/Other Services 10,439,762
Insurance &Contract Supp. 1,911,888
Debt Expenditures 323,913
Other Expenditures 4,942,274
Non-Capital Improvements 163,000
Capital Improvements 6,317,223
Transfers Out 972,726
Total Expenditures $ 103,438,410
Ending Balance $ 20,925,000
77
GENERAL FUND
General Fund
FY 2023 FY 2024
Revenues and Expenditures by Year FY 2022 Actual Adopted Budget Adopted Budget %6 Change
Revenues
Property Tax S 41,255,844 S 42,946,569 S 46,204,569 7.59%
Sales Tax 31,099,772 30,680,000 31,725,000 3.41%
Franchise Fees 5,684,241 5,465,127 5,527,634 1.14%
Payments in Lieu of Taxes 1,439,374 1,550,000 1,438,446 -7.20%
Other Tax Revenue 971,074 831,400 956,500 15.05%
Service Charges 2,981,437 2,968,044 3,236,758 9.05%
Licenses &Permits 2,296,894 1,701,991 2,049,700 20.43%
Fines &Forfeitures 2,375,884 2,516,357 2,940,400 16.85%
Contributions 239,454 213,419 232,500 8.94%
Misc. Revenues 2,738,182 2,679,806 3,746,687 39.81%
Total Operating Revenues $ 91,082,156 $ 91,552,713 $ 98,058,194 7.11%
Transfer In 3,845,430 3,108,889 5,380,216 73.06%
Other Financing Sources - 8,690,000 - -100.00%
Total Revenues $ 94,927,586 $ 103,351,602 $ 103,438,410 0.08%
Expenditures
Personnel Services 63,506,778 S 68,882,329 5 73,868,274 7.24%
Supplies 1,811,670 2,297,215 2,669,721 16.22%
Maintenance &Repair 1,995,669 1,682,587 1,829,630 8.74%
Utilities/Other Services 7,912,463 10,137,551 10,439,762 2.98%
Insurance &Contract Supp. 1,848,306 1,953,026 1,911,888 -2.11%
Debt Expenditures 308,090 315,884 323,913 2.54%
Other Expenditures 3,918,079 4,719,200 4,942,274 4.73%
Non Cap Improvements 136,405 154,541 163,000 5.47%
Capital Improvements 2,794,330 8,326,673 6,317,223 -24.13%
Transfers Out 2,117,302 4,882,597 972,726 -80.08%
Total Expenditures $ 86,349,092 $ 103,351,602 $ 103,438,410 0.08%
78
GENERAL FUND
Revenues by Source Expenditures by Use
Property Tax I 44-44% 71.41% - Personnel Services
Sales Tax 30.67% Uti Iities/Other
10.09%
Other Taxes 7.66% Services
6.11% ' Capital Improvement_
Service Charges I 3.13%
Ali Other 12.39% All Other
REVENUES
Total Operating Revenues in the General Fund are projected to be$98,058,194 which is an increase of$6,505,481
or 7.11%from the prior year budget.The increase is due to increased property tax revenue due to higher property
values and new properties. Operating revenues represent recurring receipts which support the ongoing
operations of the City. Total Revenues are projected to be $103,438,410 which includes Transfers In of
$5,380,216.
Property Tax(Ad Valorem Taxes):The Adopted Budget anticipates an increase of$3,285,000 or 7.59%in Property
Tax revenues. Property Taxes make up about 47%of General Fund operating revenues making it the largest source
of revenue available to the City to fund general operations. Property tax revenues have grown as the assessed
value of properties have increased. In the last ten years, the City of Wichita Falls has faced economic challenges,
including the impact from a record setting drought and a pandemic but has shown resiliency through a slow yet
steady economic recovery.The average annual growth over the six-year period is 5.6%.
Property Tax Budgeted Revenues Trended
(in millions of $s)
s,a $4 .5 $42.9 $46.0
$37.3
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
79
GENERAL FUND
Sales Tax: Sales Tax represents about 32% of the Adopted Budget's General Fund operating revenues and is a
volatile source of revenue.Sales Tax is derived from businesses operating within City limits and is applied to goods
and services sold. Sales Tax is affected by changes in the economy, and it is projected that this revenue source will
increase 3.41%from the prior year's budgeted collections. As you can see in the chart below,the FY 2024 budget
includes a 1.00% increase from FY 2023 sales tax revenue.
Sales Tax Revenue
55s.�Cf,27 $30,680,000 S31,411,000 S3',725,00C.
2 ,3E2.46
S25,205,998
22,19-20 2020-21 2021-22 2022-23 Es:. 2022-23 Est. 2023-24
xctaal Actual Actual Budget
Of the total Sales Tax collected in the City, the State of Texas receives 6.25% and the City receives 2.00%. The
proceeds from the City's portion of this tax are used to support the general operations of the City and to provide
funds for infrastructure improvements and economic development. The City's sales tax is distributed as follows:
• 1.5%is deposited into the City's General Fund
• .25% is governed by a private non-profit economic development corporation, the Wichita Falls Economic
Development Corporation(established pursuant to Section 4A of the Texas Development Corporation Act of 1979)
• .25% is governed by a private non-profit corporation designed to make infrastructure improvements to attract
economic activity to the community,the Type B Sales Tax Corporation(established pursuant to Section 4B of the
Texas Development Corporation Act of 1979).
80
GENERAL FUND
Franchise Fees: The City receives payments from ONCOR Electric, ATMOS Gas, Spectrum, and various
telecommunication providers for the use of the City's right-of-way for their distribution lines. Generally, the City
calculates a three-year average of payments from ONCOR and ATMOS to arrive at the revenue projection for those
franchises. The budgeted amount for Spectrum is based on current year estimates, and the amount from
telecommunication providers is based on the most recent number of access lines in the City's right-of-way. The
Adopted Budget increases expected revenues from the prior year and utilizes the three-year average calculation.
The Adopted Budget for FY 2024 is$5,527,634 which is 1.14% higher than the FY 2023 budget.
Payments-In-Lieu of Taxes: The City receives Payments-In-Lieu of Property Tax from a few industries that are
located outside the city limits as part of non-annexation agreements. These agreements guarantee that the City
will provide fire protection and will not annex the industry into the city limits. In exchange, the industry provides
a payment to the City that is based on a percentage of what they would have paid in property taxes had they been
located inside the city limits. The FY 2024 Adopted Budget is $1,438,446 which represents the 3-year average of
amounts collected. The FY 2024 Adopted Budget is $111,554 or -7.20% lower due to lower than expected
collections on these agreements.
Fines & Forfeitures: Municipal Court fines are set by the Municipal Court Judge. These fines will increase in the
next year, generating a total increase in revenues of$424,043 or 16.85%from the prior year's adopted budget.
Service Charges: All non-General Fund operations receive administrative support from the General Fund. This
support includes the work performed in the following departments:
• Finance and Accounting
• Human Resources
• Building Maintenance
• Legal
• City Clerk
• General Administration
Each year,the cost of these support services is allocated to user departments through an administrative overhead
charge. As the costs for these services increase, and/or other non-General Fund operations use a higher
percentage of these services, the administrative overhead charges received in the General Fund increase.
General Fund service charges also include charges for health department services of$503,000 and a contract for
services to Freedom Estates for$440,000.
Miscellaneous Revenues & Interest Earnings: The Adopted Budget for this category is $3,746,687 which is
$1,066,881 higher than the prior year. The City receives interest earnings from reserves that are invested with
local government investment pools and fixed income securities. In recent years, low interest rates meant that
interest earnings were below .25% but actions by the Federal Reserve have increased interest earnings to
about 5%. The FY 2024 budget anticipates that these will reduce to 4.25% by the end of 2024.
Transfers In: This category represents transfers in for franchise fees from the Water and Sewer Fund, the
Sanitation Fund, and the Fleet Fund as well as a transfer in from bond funds for street improvements for a
total of$5,380,216.
81
GENERAL FUND
EXPENDITURES
For FY 2024, General Fund budgeted expenditures are $103,438,410 which is an increase of $86,808 or 0.08%
from the prior year. Increases include Merit/STEP and COLA increases for all City employees, a few new positions
added, increased Capital Improvements, Utilities/Service Charges, and Debt Service payments due to higher
principal payments required to remain on schedule.The FY 2023 budget included the use of$8,690,000 in surplus
funds for one-time expenditures which are represented as transfers out to other funds and one-time expenditures
of the General Fund. These expenditures are not included in the FY 2024 Adopted Budget.
Personnel Services:
The majority of expense in the General Fund is the cost of the personnel necessary to provide vital services to the
community. Personnel services include expenses in the General Fund, which provide for the services of the
following departments:
• Police and Fire
• Streets, Engineering, and Traffic
• Municipal Court
• Parks and Recreation
• Planning, Inspections, and Property Management
• Building Maintenance
• Animal Services, Nursing, and Environmental Health
• Administrative Support: City Manager's Office, Human Resources Department, City Attorney,
Public Information Office,City Clerk, Accounting, Finance, and Purchasing
The FY 2024 Adopted General Fund budget dedicates $73,868,274 or 71.41% of total spending on personnel
related expenses. This is an increase of $4,985,945 or 7.24%, from the prior year. Over half of personnel
expenditures in the General Fund are used to staff the City's police and fire departments.
The main factors for this increase include:
Retirement Programs: The Fire Department receives pension benefits from the Fire Pension Plan, an
independent plan'. All other City employees earn retirement benefits from the Texas Municipal
Retirement System (TMRS). The new TMRS contribution rate is 16.50%. Our plan is to keep the fireman's
pension rate to the same rate as TMRS and maintain parity going forward. The cost of this increase for
the FY 2024 budget is$163,444.
Merit/Step Pay Programs:The City also offers employees a merit based, pay for performance program for
non-civil service employees, and a step plan for Civil Service employees. Merit increases for non-civil
service employees are based on a pay for performance model. The pay for performance model allows
management to set goals for employees that tie to the City's Strategic Plan,which is set by the City Council.
The merit percentage awarded to each employee is determined by the level of results achieved by the
employee for each goal.
I The Wichita Falls Fire Pension Plan is not a component unit of the City, however, the liability for this plan is reported as a liability of
the City in the City's Annual Comprehensive Financial Report and members of the City's staff are voting members of the Pension Board.
82
GENERAL FUND
Police and Fire Civil Service employees receive step increases based on the department's step plan, which
is based on years of service in rank.
Cost of Living Adjustment(COLA): When applicable, a cost-of-living adjustment is made to ensure that the
increase to employee pay helps to offset inflation. This Adopted Budget provides a 4%COLA increase for
all employees to help offset current inflationary conditions.
This system of increases helps to ensure that long tenured employees are progressively making more each year,
and that equity between newly hired employees and those with multiple years of service is maintained. This
program also encourages staff to work hard and meet the requirements of the position they hold.
The table below shows changes to the Pay Plan over the years.
Pay Plan Changes
Fiscal Year Step Program COLA Increase
2010-11 No 2.00%
2011-12 Yes 1.00%
2012-13 Yes No
2013-14 Yes No
2014-15 Yes 4.00%
2015-16
Police Yes 9.00%
Fire Yes 7.00%
Non-civil Service Yes 1.50%
2016-17 Yes 1.50%
2017-18 Yes No
2018-19 Yes 3.00%
2019-20
Police and Fire Yes 5.00%
Non-civil Service Yes 2.00%
2020-21 No No
2021-22 Yes 2.00%
2022-23 No 5.00%
2023-24 Yes 4.00%
Longevity/Stability Pay Programs: The longevity and stability pay programs provide an additional benefit to long-
term staff and is integral to our employee retention efforts. The longevity program is for civil service staff, and
increases for each year of service to the City with a 'top out' at $3,564/year after 15 years of service. This pay is
prorated throughout the year and paid to employees through the payroll system. Stability pay is a program for all
non-civil service staff. After two years of qualifying service, each employee receives$138 per year to a maximum
of $2,500 per year after five years of service. Stability pay is paid annually in December. This program has been
modified to increase the maximum funding available after five years from$1,210 to$2,500 in the Adopted Budget.
83
GENERAL FUND
Employee & Retiree Healthcare: The General Fund includes no additional City costs to maintain our
Employee/Retiree Health Care Program.
Currently,employee/retiree premiums make up about 30%of the cost for health claims and the city contributions
fund the remaining 70%. The Employee Benefit Trust Committee that is responsible for managing this program,
will be considering the need for increases to employee/retiree premiums in the near future. The budget
anticipated no increases in premiums this year, a decrease in out of pocket expenses, 6 premium holidays, and
other increased benefits without increased costs. These positive changes will benefit employees and serve as
another"de facto pay increase."
Supplies:Supplies in the General Fund total$2,669,721 which is an increase of$372,506 or 16.22%from the prior
year. This increase is reflective of increased costs for things such as lumber, steel, and chemicals due to inflation.
Maintenance & Repair: This category represents building and equipment maintenance to support City services.
The Adopted Budget for this category is $1,829,630 which is $147,043 or 8.74% higher than last year due to
additional needed maintenance for the City parks and bridges, including the rebuilding of a pagoda in Lucy Park
that burned down.
Utilities/Other Services: General Fund utilities and other services have increased by$302,211 or 2.98%from the
prior year. This increase is primarily attributed to increases in the cost of Central Garage Charges which includes
the costs of fuel and repair parts.
Insurance and Contracts: Insurance and Contract expense have decreased by $41,138 or 2.11% due to the
decreased cost of workers' compensation claims.
Debt Expenditures: Debt expenditures in the General Fund represent the capital lease payment for the previously
issued, voter-approved bond that funds street lights, traffic signal equipment and a new fire apparatus.
Other Expenditures:Other expenditures includes the cost of Information Technology support as provided by the
Information Technology fund and also includes education, postage, and other operating costs. The Adopted
Budget for other expenditures is$4,942,274 and is$223,074 or 4.78% higher than the FY 2023 budget.
Non-Capital Improvements: Non-capital improvements include park landscaping and improvements that do not
meet the policy thresholds to be recognized as a capital expenditure. The Adopted Budget for non-capital
improvements is$163,000 and is $8,459 or 5.47% higher than the FY 2023 budget.
Capital Improvements: These funds may be used for projects with a useful life of more than one year and a cost
of more than $25,000, such as equipment purchases and completion of projects to build or maintain
infrastructure. The total cost in this account decreased $2,009,450. FY 2023 included capital expenditures of
$4,775,000 in excess General fund balance used for Street Improvements and Police video infrastructure. The
total funds available for Street Improvements in the FY 2024 Adopted Budget includes funds from previously
issued, voter-approved bonds for street improvements.
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. In FY 2023, excess General Fund balance was
transferred out to fund one-time expenditures in other funds. Since excess Fund Balance is not being used in FY
2024,the transfers out are not needed, resulting in a decrease of$3,909,871, or 80.08%.
84
GENERAL FUND: EXPENDITURES BY DEPARTMENT
2021-22 2022-23 2023-24
Expenditures by Department Actual Adopted Budget Adopted Budget %Change
Mayor&City Council
Personnel Services 59,423 59,430 59,423 -0.01%
Supplies 100 335 335 0.00%
Utilities/Other Services 538 1,283 691 -46.14%
Other Expenditures 26,618 36,870 60,250 63.41%
Total Expenditures $ 86,679 $ 97,918 $ 120,699 23.27%
City Manager
Personnel Services 737,478 702,551 774,451 10.23%
Supplies 1,370 1,320 1,750 32.58%
Utilities/Other Services 1,565 2,815 1,183 -57.98%
Insurance&Contract Supp. 30 - - 0.00%
Other Expenditures 38,787 36,925 37,025 0.27%
Total Expenditures $ 779,230 $ 743,611 $ 814,409 9.52%
Human Resources
Personnel Services 730,519 786,308 818,235 4.06%
Supplies 5,220 7,260 6,898 -4.99%
Maintenance& Repair 19,061 40,016 33,456 -16.39%
Utilities/Other Services 68,234 70,151 68,921 -1.75%
Insurance&Contract Supp. 3,472 - - 0.00%
Other Expenditures 50,240 52,801 46,557 -11.83%
Total Expenditures $ 876,746 $ 956,536 $ 974,067 1.83%
MLK Center Operations
Personnel Services 109,629 114,756 120,408 4.93%
Supplies 4,247 6,150 6,400 4.07%
Maintenance& Repair 380 1,450 1,600 10.34%
Utilities/Other Services 26,588 29,038 45,801 57.73%
Other Expenditures 1,183 3,200 3,400 6.25%
Total Expenditures $ 142,027 $ 154,594 $ 177,609 14.89%
Training/Radio Communications
Utilities/Other Services 99,706 162,898 134,798 -17.25%
Other Expenditures 399 - - 0.00%
Total Expenditures $ 100,105 $ 162,898 $ 134,798 -17.25%
85
GENERAL FUND: EXPENDITURES BY DEPARTMENT
2021-22 2022-23 2023-24
Expenditures by Department Actual Adopted Budget Adopted Budget %Change
Library
Personnel Services 990,643 1,059,934 1,137,973 7.36%
Supplies 313,610 395,527 409,998 3.66%
Maintenance& Repair 97,504 108,156 121,127 11.99%
Utilities/Other Services 114,482 125,041 151,998 21.56%
Other Expenditures 69,911 105,770 109,562 3.59%
Total Expenditures $ 1,586,150 $ 1,794,428 $ 1,930,658 7.59%
Public Information
Personnel Services 246,938 292,941 308,898 5.45%
Supplies 1,864 2,470 15,013 507.81%
Maintenance& Repair 807 2,375 1,500 -36.84%
Utilities/Other Services 2,086 10,433 7,442 -28.67%
Other Expenditures 10,225 17,305 17,425 0.69%
Capital Improvements 1,449 1,449 0.00%
Total Expenditures $ 261,920 $ 326,973 $ 351,727 7.57%
Municipal Court
Personnel Services 722,061 808,289 992,092 22.74%
Supplies 11,079 17,200 18,200 5.81%
Maintenance& Repair 43 - - 0.00%
Utilities/Other Services 107,877 128,129 124,413 -2.90%
Other Expenditures 13,558 34,250 34,250 0.00%
Total Expenditures $ 854,618 $ 987,868 $ 1,168,955 18.33%
Building Maintenance
Personnel Services 1,236,779 1,356,385 1,442,093 6.32%
Supplies 99,458 126,780 132,881 4.81%
Maintenance& Repair 1,260,067 610,052 601,297 -1.44%
Utilities/Other Services 298,199 558,979 394,070 -29.50%
Other Expenditures 2,119 1,000 1,000 0.00%
Capital Improvements 970,665 890,000 -8.31%
Total Expenditures $ 2,896,622 $ 3,623,861 $ 3,461,341 -4.48%
86
GENERAL FUND: EXPENDITURES BY DEPARTMENT
2021-22 2022-23 2023-24
Expenditures by Department Actual Adopted Budget Adopted Budget %Change
Non-Departmental
Personnel Services 882,086 470,753 660,123 40.23%
Supplies 822 - - 0.00%
Utilities/Other Services 622,563 472,179 534,680 13.24%
Insurance&Contract Supp. 1,819,370 1,907,078 1,784,700 -6.42%
Other Expenditures 3,322,492 4,001,531 4,079,860 1.96%
Transfers Out 2,032,153 4,653,599 738,598 -84.13%
Total Expenditures $ 8,679,486 $ 11,505,140 $ 7,797,961 -32.22%
Health Administration
Personnel Services 547,304 574,661 601,955 4.75%
Supplies 10,404 11,835 86,913 634.37%
Maintenance& Repair 43 1,593 1,593 0.00%
Utilities/Other Services 162,641 175,810 190,458 8.33%
Insurance&Contract Supp. 15 - - 0.00%
Other Expenditures 26,219 30,545 31,745 3.93%
Total Expenditures $ 746,626 $ 794,444 $ 912,664 14.88%
Health and Wellness
Personnel Services 521,185 622,106 660,100 6.11%
Supplies 132,996 196,934 205,402 4.30%
Maintenance& Repair 300 834 719 -13.79%
Utilities/Other Services 14,599 31,143 23,468 -24.64%
Other Expenditures 3,737 940 3,469 269.04%
Total Expenditures $ 672,817 $ 851,957 $ 893,158 4.84%
Environmental Health
Personnel Services 657,739 742,864 778,744 4.83%
Supplies 61,802 98,636 100,578 1.97%
Utilities/Other Services 42,053 55,276 46,317 -16.21%
Other Expenditures 5,956 3,644 7,348 101.65%
Total Expenditures $ 767,550 $ 900,420 $ 932,987 3.62%
87
GENERAL FUND: EXPENDITURES BY DEPARTMENT
2021-22 2022-23 2023-24
Expenditures by Department Actual Adopted Budget Adopted Budget %Change
Animal Services
Personnel Services 845,289 976,524 1,057,112 8.25%
Supplies 117,143 174,614 186,133 6.60%
Maintenance& Repair 2,577 3,172 1,800 -43.25%
Utilities/Other Services 98,096 120,400 133,765 11.10%
Insurance&Contract Supp. 10,886 12,280 13,550 10.34%
Other Expenditures 10,219 7,650 12,596 64.65%
Capital Improvements 17,066 29,685 18,150 -38.86%
Total Expenditures $ 1,101,276 $ 1,324,325 $ 1,423,106 7.46%
Lab Water Pollution
Personnel Services 136,061 184,540 163,012 -11.67%
Supplies 22,257 37,133 36,478 -1.76%
Maintenance& Repair 5,007 8,751 8,826 0.86%
Utilities/Other Services 11,913 17,004 18,622 9.52%
Other Expenditures 1,636 3,717 3,719 0.05%
Total Expenditures $ 176,874 $ 251,145 $ 230,657 -8.16%
Finance
Personnel Services 791,700 1,047,089 1,165,504 11.31%
Supplies 7,749 18,650 19,125 2.55%
Maintenance& Repair - 4,887 8,087 65.48%
Utilities/Other Services 11,660 19,591 24,882 27.01%
Insurance&Contract Supp. - 115 115 0.00%
Other Expenditures 25,542 32,799 37,030 12.90%
Total Expenditures $ 836,651 $ 1,123,131 $ 1,254,743 11.72%
Police Department
Personnel Services 25,503,075 27,628,238 29,205,279 5.71%
Supplies 406,530 405,955 505,895 24.62%
Maintenance& Repair 33,012 51,114 57,460 12.42%
Utilities/Other Services 1,787,894 2,474,610 2,675,455 8.12%
Insurance&Contract Supp. 15 2,015 82,000 3969.48%
Other Expenditures 99,473 96,087 156,058 62.41%
Capital Improvements 492,500 1,500,000 - -100.00%
Transfers Out - 100,000 100,000 0.00%
Total Expenditures $ 28,322,499 $ 32,258,019 $ 32,782,147 1.62%
88
GENERAL FUND: EXPENDITURES BY DEPARTMENT
2021-22 2022-23 2023-24
Expenditures by Department Actual Adopted Budget Adopted Budget %Change
Fire
Personnel Services 16,738,822 18,154,592 19,459,634 7.19%
Supplies 287,335 374,622 405,699 8.30%
Maintenance& Repair 7,104 28,580 30,180 5.60%
Utilities/Other Services 1,319,716 1,521,571 1,583,825 4.09%
Other Expenditures 74,117 65,338 80,380 23.02%
Capital Improvements 2,111 - - 0.00%
Transfers Out 85,149 128,998 134,128 3.98%
Total Expenditures $ 18,514,354 $ 20,273,701 $ 21,693,846 7.00%
Recreation
Personnel Services 933,971 1,021,964 924,164 -9.57%
Supplies 73,665 83,312 107,510 29.05%
Maintenance& Repair 30,625 69,450 136,100 95.97%
Utilities/Other Services 308,491 378,991 500,770 32.13%
Other Expenditures 22,052 23,410 27,010 15.38%
Capital Improvements 111,500 1,500 -98.65%
Total Expenditures $ 1,368,804 $ 1,688,627 $ 1,697,054 0.50%
Park Maintenance
Personnel Services 2,360,207 2,621,576 3,106,226 18.49%
Supplies 47,560 79,378 85,990 8.33%
Maintenance& Repair 98,619 278,344 366,890 31.81%
Utilities/Other Services 970,745 1,522,150 1,341,238 -11.89%
Insurance&Contract Supp. 14,400 25,400 25,400 0.00%
Other Expenditures 11,023 16,046 16,275 1.43%
Non Capital Improvements 131,691 148,400 151,800 2.29%
Capital Improvements - 410,000 112,700 -72.51%
Total Expenditures $ 3,634,245 $ 5,101,294 $ 5,206,519 2.06%
Business Park Maintenance
Personnel Services 301,628 405,776 442,658 9.09%
Supplies 839 7,959 8,261 3.79%
Maintenance& Repair 5,718 10,616 10,746 1.22%
Utilities/Other Services 52,043 72,496 82,171 13.35%
Non Capital Improvements 3,474 2,630 8,200 211.79%
Total Expenditures $ 363,702 $ 499,477 $ 552,036 10.52%
City Lot Mowing
Personnel Services 110,719 142,694 174,407 22.22%
Supplies 699 2,159 2,231 3.33%
Maintenance& Repair - 812 1,012 24.63%
Utilities/Other Services 18,772 22,787 18,732 -17.80%
Total Expenditures $ 130,190 $ 168,452 $ 196,382 16.58%
89
GENERAL FUND: EXPENDITURES BY DEPARTMENT
2021-22 2022-23 2023-24
Expenditures by Department Actual Adopted Budget Adopted Budget %Change
Cemetery
Personnel Services 202,213 232,589 265,604 14.19%
Supplies 5,562 10,120 10,509 3.84%
Maintenance& Repair 17,886 28,253 30,849 9.19%
Utilities/Other Services 31,856 38,999 48,472 24.29%
Other Expenditures 243 108 108 0.00%
Non Capital Improvements 1,241 2,688 3,000 11.61%
Total Expenditures $ 259,001 $ 312,757 $ 358,542 14.64%
Planning
Personnel Services 490,535 553,906 586,526 5.89%
Supplies 4,799 6,837 6,522 -4.61%
Maintenance& Repair - 245 894 264.90%
Utilities/Other Services 12,432 13,229 14,588 10.27%
Other Expenditures 9,764 27,660 18,879 -31.75%
Capital Improvements - - 32,000 100.00%
Total Expenditures $ 517,530 $ 601,877 $ 659,409 9.56%
Inspection
Personnel Services 792,785 896,136 883,207 -1.44%
Supplies 14,864 8,940 9,140 2.24%
Maintenance& Repair 604 685 685 0.00%
Utilities/Other Services 124,714 150,547 142,488 -5.35%
Other Expenditures 11,165 17,325 17,645 1.85%
Total Expenditures $ 944,132 $ 1,073,633 $ 1,053,165 -1.91%
Code Enforcement
Personnel Services 424,290 486,828 490,635 0.78%
Supplies 3,882 5,275 5,205 -1.33%
Maintenance& Repair 300 435 555 27.59%
Utilities/Other Services 32,472 40,927 90,025 119.96%
Other Expenditures 10,134 13,027 13,095 0.52%
Total Expenditures $ 471,078 $ 546,492 $ 599,515 9.70%
Property Management
Personnel Services 285,520 296,320 314,943 6.28%
Supplies 5,080 6,329 8,914 40.84%
Utilities/Other Services 36,685 48,379 38,760 -19.88%
Other Expenditures 2,839 7,610 7,800 2.50%
Non Capital Improvements - 500 - -100.00%
Total Expenditures $ 330,124 $ 359,138 $ 370,417 3.14%
90
GENERAL FUND: EXPENDITURES BY DEPARTMENT
2021-22 2022-23 2023-24
Expenditures by Department Actual Adopted Budget Adopted Budget %Change
Lake Lot Admin.
Personnel Services 108,783 115,152 120,911 5.00%
Supplies 1,758 2,190 3,209 46.53%
Maintenance& Repair 24,885 37,625 37,625 0.00%
Utilities/Other Services 5,104 24,325 17,732 -27.10%
Other Expenditures 2,147 1,690 1,715 1.48%
Non Capital Improvements 323 - -100.00%
Total Expenditures $ 142,677 $ 181,305 $ 181,192 -0.06%
Traffic Engineering
Personnel Services 888,261 985,381 974,680 -1.09%
Supplies 80,649 100,274 173,666 73.19%
Maintenance& Repair 227,145 195,566 177,317 -9.33%
Utilities/Other Services 497,929 553,725 567,625 2.51%
Debt Expenditures 308,090 315,884 323,913 2.54%
Other Expenditures 5,670 5,080 10,500 106.69%
Capital Improvements 281,461 791,014 753,564 -4.73%
Total Expenditures $ 2,289,205 $ 2,946,924 $ 2,981,265 1.17%
Engineering
Personnel Services 1,463,106 1,562,175 1,604,427 2.70%
Supplies 17,784 20,630 20,773 0.69%
Maintenance& Repair 12,423 17,154 17,022 -0.77%
Utilities/Other Services 69,867 105,124 100,903 -4.02%
Insurance&Contract Supp. 15 15 15 0.00%
Other Expenditures 9,005 15,666 18,565 18.51%
Capital Improvements - 1,500 2,000 33.33%
Total Expenditures $ 1,572,200 $ 1,722,264 $ 1,763,705 2.41%
Street Maintenance
Personnel Services 2,691,591 2,842,143 3,289,304 15.73%
Supplies 48,695 59,340 59,475 0.23%
Maintenance& Repair 151,561 182,422 182,290 -0.07%
Utilities/Other Services 939,326 1,120,108 1,246,914 11.32%
Insurance&Contract Supp. - 6,020 6,020 0.00%
Other Expenditures 3,732 6,285 6,408 1.96%
Capital Improvements 2,001,192 4,510,860 4,505,860 -0.11%
Total Expenditures $ 5,836,097 $ 8,727,178 $ 9,296,271 6.52%
91
GENERAL FUND: EXPENDITURES BY DEPARTMENT
2021-22 2022-23 2023-24
Expenditures by Department Actual Adopted Budget Adopted Budget %Change
Legal
Personnel Services 831,987 949,482 1,032,756 8.77%
Supplies 18,495 26,841 29,085 8.36%
Utilities/Other Services 7,054 61,213 59,893 -2.16%
Insurance&Contract Supp. 15 15 - -100.00%
Other Expenditures 21,151 37,201 43,580 17.15%
Total Expenditures $ 878,702 $ 1,074,752 $ 1,165,314 8.43%
City Clerk
Personnel Services 164,454 188,245 252,789 34.29%
Supplies 3,354 2,210 1,533 -30.63%
Utilities/Other Services 14,564 8,200 8,662 5.63%
Insurance&Contract Supp. 88 88 88 0.00%
Other Expenditures 26,724 17,719 39,020 120.22%
Total Expenditures $ 209,184 $ 216,462 $ 302,092 39.56%
General Fund-Total Expenditures $ 86,349,092 $ 103,351,602 $ 103,438,410 0.08%
92
PERSONNEL BY JOB TITLE-GENERAL FUND
City Manager FY2021-22 FY2022-23 FY 2023-24 Change PY
Assistant City Manager 1.20 1.20 1.20 -
City Manager 1.00 1.00 1.00 -
Executive Secretary 1.00 1.00 1.00 -
Total 3.20 3.20 3.20 -
Human Resources FY2021-22 FY2022-23 FY 2023-24 Change PY
Employee Benefits Specialist * 1.00 1.00 1.00 -
HR Specialist II 1.00 - - -
Human Resources Benefits Generalist * 1.00 1.00 1.00 -
Human Resource Generalist 2.00 2.00 2.00 -
Human Resources Director 1.00 1.00 1.00 -
Human Resources Supervisor 1.00 1.00 1.00 -
Risk Safety Specialist 2.00 2.00 2.00 -
Senior Admin Clerk 1.00 2.00 2.00 -
Total 10.00 10.00 10.00 -
*Include positions allocated for Employee Benefit costs
MLK Center FY2021-22 FY2022-23 FY 2023-24 Change PY
Clerk 1.00 1.00 1.00 -
Community Center Coordinator 1.00 1.00 1.00 -
Total 2.00 2.00 2.00 -
Library FY2021-22 FY2022-23 FY 2023-24 Change PY
Librarian 9.00 7.00 7.00 -
Library Administrator 1.00 1.00 1.00 -
Library Assistant 6.50 6.50 6.50 -
Lead Librarian - 1.00 1.00 -
Customer Service Supervisor - 1.00 1.00 -
Library Supervisor 1.00 1.00 1.00 -
Total 17.50 17.50 17.50 -
Public Information FY2021-22 FY2022-23 FY 2023-24 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Media Producer 1.00 1.00 1.00 -
Video Producer 1.00 - - -
Public Information Officer 1.00 1.00 1.00 -
Community and Marketing Director 0.34 0.34 0.34 -
Total 4.34 3.34 3.34 -
93
Municipal Court FY2021-22 FY2022-23 FY 2023-24 Change PY
Assistant Court Administrator* - - 1.00 1.00
Deputy Court Clerk 7.00 7.00 7.00 -
MCT Administrator/Marshal 1.00 1.00 1.00 -
Municipal Court Warrant Officer 3.03 3.03 3.03 -
Municipal Court Judge 1.00 1.00 1.00 -
Deputy City Marshal* 1.00 1.00 2.00 1.00
Senior Deputy Court Clerk* 1.00 1.00 - (1.00)
Total 14.03 14.03 15.03 1.00
*Additional Deputy City Marshal for increased code enforcement and reclass from Sr. Deputy Court Clerk to
Assistant Court Administrator
Building Maintenance FY2021-22 FY2022-23 FY 2023-24 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Building Maintenance Supervisor 1.00 - - -
Building Maintenance Worker 3.00 4.00 4.00 -
Custodian 19.60 19.60 19.60 -
Facility Manager 1.00 1.00 1.00 -
Lead Custodian 3.00 3.00 3.00 -
Painter/Bldg. Maintenance Worker 1.00 1.00 1.00 -
Total 29.60 29.60 29.60 -
Health Administration FY2021-22 FY2022-23 FY 2023-24 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Administrative Secretary 1.00 1.00 1.00 -
Assistant City Registrar 1.00 1.00 1.00 -
Assistant Director of Health 1.00 1.00 1.00 -
Billing Clerk 1.00 1.00 1.00 -
City Registrar 1.00 1.00 1.00 -
Director of Public Health 1.00 1.00 1.00 -
Total 7.00 7.00 7.00 -
94
Health and Wellness FY2021-22 FY2022-23 FY 2023-24 Change PY
Community Service Aide 0.80 - - -
Health Clinic Aide 1.50 0.90 1.00 0.10
Lead Program Coordinator 1.00 - - -
Lead Public Health Nurse 0.70 0.90 1.00 0.10
Lead Wellness Program Manager - 1.00 1.00 -
Licensed Vocational Nurse 0.60 - - -
Nursing Administrator 1.00 1.00 1.00 -
Public Health Nurse 1.70 2.30 2.30 -
Public Health Specialist 0.30 0.30 0.30 -
Certified Medical Assistant - 1.40 1.20 (0.20)
Senior Admin Clerk 1.00 1.00 1.00 -
Total 8.60 8.80 8.80 -
*Federal Health grants have changed, causing changes in allocating expenditures to personnel
Environmental Health FY2021-22 FY2022-23 FY 2023-24 Change PY
Environmental Admin 1.00 1.00 1.00 -
Public Health Inspector 1.00 1.00 1.00 -
Public Health Officer 1.00 1.00 1.00 -
Sanitarian 6.00 6.00 5.00 (1.00)
Senior Admin Clerk 1.00 1.00 1.00 -
Vector Control Coordinator* 1.00 1.00
Total 10.00 10.00 10.00 -
*Reclass in position from Sanitarian to Vector Control Coordinator
Animal Services FY2021-22 FY2022-23 FY 2023-24 Change PY
Animal Care &Adoption Supervisor 1.00 1.00 1.00 -
Animal Care & Kennel Coordinator 1.00 1.00 1.00 -
Animal Care Kennel Supervisor - 1.00 1.00 -
Animal Care Officer 7.00 10.00 10.00 -
Animal Care Specialist 1.00 1.00 1.00 -
Animal Services Administrator 1.00 1.00 1.00 -
Dispatcher 1.00 2.00 2.00 -
Kennel Attendant 3.00 - - -
Lead Kennel Tech 1.00 - - -
Senior Admin Clerk 1.00 2.00 2.00 -
Vet Tech 1.00 - - -
Total 18.00 19.00 19.00 -
Lab/Water Pollution FY2021-22 FY2022-23 FY 2023-24 Change PY
Laboratory Technician 1.00 1.00 1.00 -
Senior Admin Clerk 0.50 0.50 0.50 -
Senior Medical Lab Technician 1.00 1.00 1.00 -
Total 2.50 2.50 2.50 -
95
Finance &Purchasing FY2021-22 FY2022-23 FY 2023-24 Change PY
Accounting/Payroll Analyst 0.80 0.80 0.80 -
Administrative Secretary 0.60 0.80 0.80 -
Assistant Director of Finance 1.00 1.00 1.00 -
Buyer 1.00 1.00 1.00 -
CFO/Director of Finance 0.85 0.85 0.85 -
Grant Accountant - 1.00 1.00 -
MPEC Comptroller 1.00 1.00 1.00 -
Purchasing Agent 1.00 1.00 1.00 -
Senior Accountant 2.00 1.50 1.50 -
Senior Admin Clerk 1.00 1.00 1.00 -
Senior Budget Analyst 1.00 1.00 1.00 -
Total 10.25 10.95 10.95 -
Police FY2021-22 FY2022-23 FY 2023-24 Change PY
Administrative Secretary 3.00 3.00 3.00 -
Community Service Officer II 2.00 2.00 2.00 -
Community Service Supervisor 1.00 1.00 1.00 -
Crime Analyst 2.00 2.00 2.00 -
Crime Scene Tech Supervisor 1.00 1.00 1.00 -
Crime Scene Technician 4.00 4.00 4.00 -
Deputy Chief 2.00 2.00 2.00 -
Dispatch Training Coordinator - 1.00 1.00 -
Lead Police Records 1.00 1.00 1.00 -
Lead Public Safety Dispatcher 3.00 3.00 3.00 -
Police Administrative 1.00 1.00 1.00 -
Police Captain 3.00 3.00 3.00 -
Police Chief 1.00 1.00 1.00 -
Police Evd/Prop/Imp 1.00 1.00 1.00 -
Police Impound Coordinator 1.00 1.00 1.00 -
Police Impound/Evid 2.00 2.00 2.00 -
Police Lieutenant 7.00 7.00 7.00 -
Police Officer 165.00 165.00 165.00 -
Police Records Clerk 12.00 12.00 11.50 (0.50)
Police Records Clerk Supervisor 1.00 1.00 1.00 -
Police Sergeant 25.00 25.00 25.00 -
Public Safety Comm Supervisor 1.00 1.00 1.00 -
Public Safety Dispatcher 31.00 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 19.00 19.00 19.00 -
Senti nels 2.50 2.50 2.50 -
Total 295.50 295.50 295.00 (0.50)
*Part-time FTE(.5) transferred to city Clerk department to support records requests
96
Fire FY2021-22 FY2021-22 FY2023-24 Change PY
Administrative Secretary 1.00 1.00 1.00 -
Assistant Fire Marshal* 4.00 4.00 3.00 (1.00)
Deputy Fire Chief 1.00 1.00 1.00 -
Emergency Management Coordinator* 1.00 1.00
Fire Battalion Chief* 4.00 4.00 3.00 (1.00)
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 24.00 -
Firefighter* 73.00 73.00 72.00 (1.00)
Quartermaster - 1.00 1.00 -
Senior Admin Clerk 1.00 1.00 1.00 -
Total 163.00 164.00 164.00 -
*Position listing improved to reflect assignments as appropriate. Emergency Management Coordinator salaries
budgeted in the Special Revenue Fund's Emergency Management funds.
Recreation FY2021-22 FY2022-23 FY 2023-24 Change PY
Administrative Secretary 1.00 1.00 1.00 -
Camp Supervisor 0.38 0.38 0.38 -
Concession Worker 0.96 0.96 0.96 -
Facility Monitor 2.50 2.50 2.50 -
Lifeguard 1.15 1.15 1.15 -
Maintenance Worker 4.00 4.00 4.00 -
P&R Program Coordinator 3.00 3.00 3.00 -
Rec Service Administrator 1.00 1.00 1.00 -
Recreation Leader/50 1.00 1.00 1.00 -
Recreation Leader/Day Camp 1.80 1.80 1.80 -
Recreation Leader/Track 0.15 0.15 0.15 -
Recreation Super/Track 0.19 0.19 0.19 -
Senior Admin Clerk 1.00 1.00 1.00 -
Senior Zone Worker 1.00 1.00 1.00 -
Sr. Maintenance Worker 1.00 1.00 1.00 -
Swimming Pool Cashier 0.69 0.69 0.69 -
Swimming Pool Supervisor 0.40 0.40 0.40 -
Total 21.22 21.22 21.22 -
97
Parks Maintenance FY2021-22 FY2022-23 FY 2023-24 Change PY
Assistant City Manager 0.33 0.33 0.33 -
Department Admin Assistant 1.00 1.00 1.00 -
Horticulturalist 1.00 1.00 1.00 -
Irrigation Specialist 3.00 3.00 3.00 -
Maintenance Worker* 33.28 33.28 35.28 2.00
Park Maintenance Coordinator 4.00 3.00 3.00 -
Park Service Worker 2.00 2.00 2.00 -
Parks Administrator 1.00 1.00 1.00 -
Parks Maintenance Supervisor - 0.33 0.33 -
Sr. Maintenance Worker* 8.00 8.00 9.00 1.00
Total 53.61 52.94 55.94 3.00
*Additional circle trail crew
Business Park FY2021-22 FY2022-23 FY 2023-24 Change PY
Parks Maintenance Supervisor - 0.67 0.67 -
Maintenance Worker 4.96 4.96 4.96 -
Park Maintenance Coordinator 1.00 1.00 1.00 -
Total 5.96 6.63 6.63 -
City Lot FY2021-22 FY2022-23 FY 2023-24 Change PY
Maintenance Worker 2.44 2.44 2.44 -
Senior Maintenance Worker 1.00 1.00 1.00 -
Total 3.44 3.44 3.44 -
Cemetery FY2021-22 FY2022-23 FY 2023-24 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 FY2021-22 FY2022-23 FY 2023-24 Change PY
Community Develop Admin Assist 1.00 1.00 1.00 -
Dir Development Services 0.70 0.70 0.70 -
Neighborhood Revitalization Coord.* - - 1.00 1.00
Planner 1.00 - - -
Planning Manager 1.00 1.00 1.00 -
Planning Technician 1.00 1.00 1.00 -
Principal Planner 1.00 1.00 1.00 -
Total 5.70 4.70 5.70 1.00
*Additional Neighborhood Revitalization Coordinator to support neighborhood revitalization goals
98
Building Inspections FY2021-22 FY2022-23 FY 2023-24 Change PY
Assistant Building Official 1.00 1.00 1.00 -
Chief Building Official 1.00 1.00 1.00 -
Code Compliance Officer 5.00 5.00 5.00 -
Inspection Tech - 1.00 1.00 -
Permit Technician 2.00 2.00 2.00 -
Plan Reviewer 1.00 1.00 1.00 -
Total 10.00 11.00 11.00 -
Code Enforcement FY2021-22 FY2022-23 FY 2023-24 Change PY
Code Enforcement Officer 5.60 5.17 5.90 0.73
Code Enforcement Supervisor - 0.92 0.80 (0.12)
Neighborhood Services Manager 0.40 0.20 0.30 0.10
Senior Admin Clerk 1.85 1.85 0.80 (1.05)
Total 7.85 8.14 7.80 (0.34)
*Changes in allocations of positions to grants
Property Mgmt. FY2021-22 FY2022-23 FY 2023-24 Change PY
Lien Coordinator 1.00 1.00 1.00 -
Propert Management Admin 1.00 1.00 1.00 -
Property Mgmt. Assistant 1.00 1.00 1.00 -
Senior Admin Clerk 0.50 0.50 0.50 -
Total 3.50 3.50 3.50 -
Lake Lot FY2021-22 FY2022-23 FY 2023-24 Change PY
Senior Admin Clerk 0.50 0.50 0.50 -
Assistant Prop Mgmt./Lake 1.00 1.00 1.00 -
Total 1.50 1.50 1.50 -
Traffic Engineering FY2021-22 FY2022-23 FY 2023-24 Change PY
Electronics Technician 1.00 - - -
Lead School Crossing Guard 0.34 0.34 0.34 -
School Crossing Guard 4.76 4.76 4.76 -
Traffic Control Coordinator - 1.00 1.00 -
Traffic Control Tech 9.00 9.00 9.00 -
Traffic Superintendent 1.00 1.00 1.00 -
Total 16.10 16.10 16.10 -
99
Engineering FY2021-22 FY2022-23 FY 2023-24 Change PY
City Engineer 0.67 0.67 0.67 -
Civil Engineer 2.00 2.00 2.00 -
Deputy Director of Public Works 0.50 0.50 0.50 -
Director of Public Works 0.55 0.55 0.55 -
Engineering Field Tech Supervisor 1.00 1.00 1.00 -
Engineering Technician 6.00 6.00 6.00 -
Senior Engineering Tech 7.00 7.00 7.00 -
Total 17.72 17.72 17.72 -
Street Maintenance FY2021-22 FY2022-23 FY 2023-24 Change PY
C & M Supervisor 3.00 3.00 3.00 -
Equipment Operator 11.00 11.00 11.00 -
General Maintenance Worker 17.00 17.00 17.00 -
Heavy Equipment Operator 16.00 16.00 16.00 -
Laborer 5.00 5.00 5.00 -
Senior Admin Clerk 1.00 1.00 1.00 -
Store Clerk 1.00 1.00 1.00 -
Street Superintendent 0.75 0.75 0.75 -
Total 54.75 54.75 54.75 -
Legal FY2021-22 FY2022-23 FY 2023-24 Change PY
Attorney I 1.00 2.00 2.00 -
City Attorney 1.00 1.00 1.00 -
Deputy City Attorney 2.00 2.00 2.00 -
Executive Legal Assistant 1.00 1.00 1.00 -
Legal Clerk 1.00 1.00 1.00 -
Total 6.00 7.00 7.00 -
City Clerk FY2021-22 FY2022-23 FY 2023-24 Change PY
Administrative Clerk - 0.50 1.00 0.50
City Clerk 1.00 1.00 1.00 -
Deputy City Clerk 1.00 1.00 1.00 -
Total 2.00 2.50 3.00 0.50
*Part-time FTE(.5) transferred from Police Department to support records requests
Total -General Fund 815.83 819.52 824.18 4.66
*See notes below each department for descriptions of changes. Totals include Mayor& City Council.
100
11
-...+,..-
VA)/ 4th I4
TEXAS
General Fund
Department Overviews
101
MAYOR AND CITY COUNCIL
MISSION
The mission of the City of Wichita Falls is to enhance our quality of life through responsive service delivery,sound
financial management, and partnerships spanning the public, private, and business section. The City Council
focuses on the following values while fulfilling their mission:
• Excellence—We will provide an outstanding work product.
• Integrity—We adhere to high moral principles, and are mindful of the public's trust in our work.
• Accountability—We will accept responsibility for our actions and decisions.
• Transparency—We will be visible, accessible, and open in our communication with the public.
• Innovation—We will strive to improve service delivery by evaluating and introducing new methods,
ideas, and programs.
SERVICES PROVIDED
• Work to improve existing services and develop policies to meet the needs of the community.
• Work in partnership with the citizens and government agencies to develop programs and policies that are
in the best interest of the entire community.
• Engage citizen participation by encouraging service on boards and commissions.
• Set the vision and goals for the City's future.
• Approval of the City's annual operating budget
FY 2023 ACCOMPLISHMENTS
• Provided an update to the Strategic Plan to citizens.
• Advancement of the MPEC Conference Center/Hotel Project.
• Appointment of a new municipal judge.
• Approval of a general plan to allocate$29.1M in American Rescue Plan Act(ARPA)funds.
• Approval of adjusted employee pay plans (MAG Study) as part of the approved FY 2022 budget.
CONTACT INFORMATION
Stephen Santellana
Mayor
940-761-7404
stephen.santellana@wichitafallstx.gov
102
MAYOR AND CITY COUNCIL
Bobby Whiteley Jeff Browning
At Large District 3
Mayor Pro Tern 940-781-1895
940-733-4273 jeff.browning@wichitafallstx.gov
bobby.whiteley@wichitafallstx.gov
Tim Brewer
Michael Smith District 4
District 1 940-224-9953
940-692-5288 tim.brewer@wichitafallstx.gov
michael.smith@wichitafallstx.gov
Larry Nelson Steve Jackson
District 2 District 5
940-704-2603 940-631-9910
larry.nelson@wichitafallstx.gov steve.jackson@wichitafallstx.gov
GOALS & POLICIES
The City Council ratified the strategic plan and its goals on May 18, 2022. A summary of the five (5) general goals
and thirty-three (33) policies and objectives is shown below.
\--rillILiik,a5. OUR GOALS OUR STRATEGY
11—Encourage the Chamber of Commerce to aggressively pursue recruitment of high-value
Accelerate businesses
Economic 1.2—Support implementation of the Economic Development Strategic Plan,
OUR VISION 1 AggressveIy market the City.
Growth 1.4—Continue alignment of the priorities of the City,Chamber of Commerce and EDC boards.
Wichita Falls Is a 1.5—Support a thriving Sheppard Air Force Base.
L
brant,growing,family- 1.6—Revitalize depressed and declining neighborhoods.
riented community of 1.7—Look for post-pandemic economic opportunities.
Unlimited Opportunity 1.8—Continue community internship opportunities.
and civic pride. 1 Provide
I quality 2,1—Upgrade or replace outdated public facilities_
2,2—Complete signature public improvements.
1 Infrastructure 2.3—Evaluate alternative options for financing infrastructure improvements.
OUR MISSION 2.4—AdvancetheRinggoldReservoirproject.
2.5—Educate citizens on future infrastructure and public facility needs.
Enhance our quality of 2.6—Enhance focus on long-term street and utility infrastructure needs.
life through responsive 2.7—Continue the bicycle-friendly city initiative.
service delivery,sound Redevelop 3.1—Complete the development of a convention center hotel.
financial management, 3 Downtown 32—Continue implementation cif the Downtown Master Plan.
and partnerships 3.3—Support innovative,flexible building practices for downtown building.
spanning the public, 3.4—Align the priorities and metrics of the City,Chamber of Commerce and DTWF.
private and business 3.5—Leverage local,state and federal economic development funding sources.
sectors. a 6—Grow hotel occupancy tx revenues to uppor1 the Multi-Purpose Events Center.
Efficiently3,7—Pursue public private partnerships.
3,8—Create a live-work-play downtown.
1 4 Deliver 3,9—Enhance focus on culture,arts and entertainment venues.
OUR VALUES City Services 4.1—Improve employee recruitment and retention.
Excellence 4.2—Reinforce a culture of superior customer services.
Integrity 4,3—Streamline municipal business processes.
4,4—Practice effective governance.
Accountability Actively 4,5—Promote and encourage innovation.
Transparency Engage&
Innovation 5.1—Enhance public outreach and engagement.
Inform the 5.2—Equip City Councilors as community ambassadors.
Public 5.3—Maintain coordinated and trusted messaging
5.4—Strengthen supportive partnerships with the non-for-profit community
103
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Mayor and City Council Salaries-Supervision 55,200 55,200 55,200
FICA 4,223 4,230 4,223
Supplies-Office 100 110 110
Supplies-Personal Computers 0 225 225
Services-Telephone 451 1,058 691
Services-Binding/Printing 87 225 0
Travel Expenses 7,940 11,300 11,500
Education Registration 1,995 2,200 2,500
Council Retreat Expenses 0 3,200 27,500
Memberships 12,060 12,300 12,500
Boards/Local Meetings 3,459 5,400 5,000
Public Relation/Promo 917 2,200 1,000
Postage/Freight 246 270 250
Total Expenditures $86,678 $97,918 $120,699
104
OFFICE OF THE CITY MANAGER
MISSION
The City Manager is appointed by the City Council to serve as the Chief Executive Officer of the City. The City
Manager is responsible for making recommendations to the City Council, and helps develop and implement
policies guiding the City.This general function takes a number of forms including coordination of daily operations;
the appointment and removal of employees; long range development of the City; preparation of the annual
budget and 5-year Capital Improvement Program (CIP); development and implementation of personnel
regulations; financial and administrative policies; administration of the Strategic Plan and providing leadership
and direction to City staff to achieve City Council goals and objectives, and other actions as required by the City
Council or City Charter.
SERVICES PROVIDED
The City of Wichita Falls operates under a Council-Manager form of government. The Council-Manager form of
government combines the strong political leadership of elected officials with the strong professional experience
of a City Manager. The City Council establishes policy and law, while the City Manager has the responsibility for
carrying out policy, directing the day-to-day operations through the appointment and removal of employees and
encouraging citizen engagement and transparency.
FY2023 ACCOMPLISHMENTS
• Successful advancement of the Strategic Plan, which included 5 general goals and 33 associated
objectives.
• Preparation and administration of the FY 2023 Budget,totaling$195.5 million.
• Advancement of the MPEC Hotel/Conference Center project.
• Increased citizen communication with regular, coordinated messaging and enhanced use of social media.
• Kept City Council informed by providing immediate information on higher profile issues, as well as a
comprehensive weekly report from the City Manager's office.
• Leadership and direction to more than 1,200 City employees.
• Proposed general plan for use of the City's$29.1M in American Rescue Plan Act (ARPA) funds.
CONTACT INFORMATION
Darron Leiker Paul Menzies
City Manager Assistant City Manager
940-761-7404 940-761-7404
darron.leiker@wichitafallstx.gov paul.menzies@wichitafallstx.gov
Blake Jurecek
Assistant City Manager
940-761-7404
blake.jurecek@wichitafallstx.gov
105
OFFICE OF THE CITY MANAGER
GOALS & POLICIES
• Advancement of the Council-adopted Strategic Plan
• Implementation of the Council-adopted FY 2023 Budget and Capital Improvement Plan
• Implementation and advancement of the Council-adopted general plan for the use of the City's$29.5M
in federal ARPA funds
• Leadership and direction to the City's 1,200+employees
• Continue to keep City Council informed via comprehensive weekly updates from City Manager's office.
106
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
City Manager Salaries-Supervision 466,167 456,742 506,360
Salaries-Clerical 47,504 49,641 52,629
Stability Pay 2,833 3,182 7,756
Cell Phone Allowance 1,232 1,440 1,440
Deferred Compensation 40,576 37,713 37,713
FICA 31,396 41,166 42,627
TMRS Retirement 113,764 82,680 91,940
Life Insurance Contribution 653 642 642
Disability Insurance Contrib 493 486 486
Health Insurance Contributions 32,858 28,859 32,858
Supplies-Office 1,271 1,200 1,500
Supplies-Periodicals/Supplemts 99 120 250
Services-Telephone 826 2,051 1,183
Services-Binding/Printing 739 764 0
Insurance Expense 30 0 0
In City Mileage Reimbursement 12,020 12,000 12,000
Travel Expenses 15,037 12,900 13,000
Education Registration 4,119 3,700 3,700
Lease Payments 763 800 800
Memberships 4,494 5,125 5,125
Boards/Local Meetings 709 1,100 1,100
Postage/Freight 1,644 1,300 1,300
Total Expenditures $779,229 $743,611 $814,409
107
HUMAN RESOURCES
MISSION
The Human Resource Department provides quality customer service to all City of Wichita Falls employees through
the functions of the Human Resources, Employee Benefits, and Risk Management divisions.
SERVICES PROVIDED
• Provide assistance to departments for employee recruitment, retention,training,coaching, performance
management, and consultation.
• Ensure 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.
FY2023 ACCOMPLISHMENTS
• Implemented the EmPerform Employee Evaluation platform and the City of Wichita Falls' first Pay-for-
Performance evaluation program.
• Successfully on-boarded more than 300 employees FYTD.
• Reviewed more than 850 employee evaluations.
• Implemented the new KnowBe4 learning management system and training library for employee
compliance training.
• Successfully recruited 10 new Firefighter Trainees and 8 new Police Trainees.
• Partnered with the CEC, MSU, and the Wichita Falls Chamber to bring in 9 paid interns and 9 un-paid
interns City-wide this fiscal year, and further improved community internship opportunities.
• Implemented an electronic signature program to streamline the new employee onboarding process.
• Expanded the survey capabilities of the EmPerform system to capture employee induction surveys and
customer service surveys.
CONTACT INFORMATION
Christi Klyn
Director of Human Resources
940-761-7633
Christi.klyn@wichitafallstx.gov
108
HUMAN RESOURCES
GOALS & POLICIES
FY 2023 STRATEGIC STRATEGIC PERFORMANCE FY 2024
DEPARTMENT PLAN PLAN MEASURE FY 2023 ESTIMATE TARGET
GOAL GOAL STRATEGY
4. Efficiently 4.1 Improve Non-Exempt:9.4%
Employee Regrettable Exempt:3.4%
Reduce Turnover Deliver City <10%
Recruitment Turnover Police: 2.5%
Services and Retention Fire: 2.4%
4.1 Improve
4. Efficiently Employee Time to Fill (Vacant <36 Day
Reduce Time-to-Fill Deliver City Recruitment Position) 51 Day Average Average
Services
and Retention
1.8 Continue
1.Accelerate Community Number of
Recruit Interns Economic Internship internships 19 >20
Growth provided
Opportunities
FY2024 HIGHLIGHTS
• Personnel Services: increased by$31,927, or 4.06% due to increases in salaries from Merit and COLA
adjustments, offset by a decrease in required health insurance contributions.
• Maintenance and Repair: decreased by$6,560, or 16.39%due to a decrease in needed system software
maintenance
• Other Expenditures:decreased by$6,244 or 11.83%due to decreases in training costs and tuition
assistance.
109
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Human Resources Salaries-Supervision 120,429 126,001 133,566
Salaries-Clerical 56,310 60,503 64,115
Salaries-Operational 341,030 371,487 377,659
Pool Operational 0 10,000 15,900
Overtime 6,690 0 0
Stability Pay 6,463 6,463 11,056
Cell Phone Allowance 724 720 720
FICA 38,349 40,430 44,013
TMRS Retirement 84,267 86,236 94,931
Life Insurance Contribution 665 674 674
Disability Insurance Contrib 502 511 511
Health Insurance Contributions 74,586 82,779 74,586
HSA Contributions-Employer 503 504 503
Supplies-Minor Tools and Equip 432 300 0
Supplies-Minor Furniture 65 450 450
Supplies-Office 4,540 4,000 4,248
Supplies-Photographic 70 500 1,700
Supplies-Educational 41 500 500
Supplies-Personal Computers 0 1,510 0
Supplies-Other 73 0 0
Maint-Office Furniture/Equip 475 0 0
Maint-PC Software 86 0 0
Maint-Systems Software 18,501 40,016 33,456
Services-Telephone 2,727 4,549 2,986
Service-Wireless PhoneAircards 1,491 1,536 1,512
Services-Central Garage 391 1,331 888
Services-Other Professional 56,568 47,930 47,930
Services-Advertising 2,542 8,000 8,500
Services-Binding/Printing 2,379 3,105 3,105
Services-Other Miscellaneous 2,136 3,700 4,000
Insurance Expense 3,472 0 0
Travel Expenses 5,574 9,000 9,000
Education Registration 1,332 2,150 2,150
In-Service Train/Tuition Asst 28,366 27,004 20,360
110
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Human Resources Lease Payments 4,128 4,522 4,522
Memberships 665 1,675 1,675
Boards/Local Meetings 4,238 2,500 2,500
Public Relation/Promo 1,793 2,750 3,150
Postage/Freight 4,145 3,200 3,200
Total Expenditures $876,746 $956,536 $974,067
111
GENERAL MLK CENTER OPERATIONS
MISSION
The Martin Luther King Center is dedicated to serve all citizens of Wichita Falls in the spirit of Dr. Martin Luther King Jr.
The Center hosts senior activities, a childcare facility, and many community service programs and special events, which
encourage and promote service to others, 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 2023
calendar year.
• The annual Martin Luther King Prayer/Scholarship Breakfast generally held in January was postponed due to
restrictions, however a letter campaign was conducted and$13,385.00 was raised in order to provide scholarships
for area youth.
• Community Garden operated at 100%capacity with all 82 plots rented out to community residents.
• 350 seniors participated in the senior farmer's market voucher program.
• Approximately 46 kids and their parents participated in the MLK Easter egg hunt. With volunteers from Local
community members, Gilbert Memorial C.M.E. and Sheppard AFB.
• The MLK Center partnered with the Area Food Bank to help distribute produce to area community members. 150
families participated in this program on a monthly basis.
Overall approximately 700 people accessed the MLK Center for various programs, meetings and general assistance
throughout the year.
SERVICES PROVIDED
• Assist elderly resident with bridging the gap with technology and communicating with other agencies for
assistance.
• Assist elderly residents with computer and phone related issues.
• Assist resident dealing with Social Security, food insecurity, home repair, electronic bill paying and home
healthcare assistance with appropriate referrals to outside agencies.
• In a collaborative effort with the Kitchen provide a meeting place for seniors in the community to come in and
have a nutritious meal during the noon hour.
• In a collaborative effort with the Child Care Inc. provide space for their childcare facility within the MLK Center.
• In a collaborative effort with the Wichita Falls Area Food Bank provide space for food distribution to the needy
population of Wichita Falls.
FY2023 ACCOMPLISHMENTS
• Establish the Job assistance program with volunteer help.
• Engage the Community with activities and meetings at the MLK Center.
• Accessed AARP funds to upgrade existing computer room and telephones.
• Accessed CDBG funds to upgrade and refurbish the existing facility.
CONTACT INFORMATION
Michael Davis
Coordinator—Martin Luther King Center
940-761-7980
Michael.davis@wihcitafallstx.gov
112
GENERAL MLK CENTER OPERATIONS
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY2021 FY2022
GOAL GOAL STRATEGY ESTIMATE TARGET
Actively pursue 5.1 Enhance
other venues 5.Actively Public Outreach
and Engagement
to coincide Engage and Increase Community involvement in
with the Inform the 5.3 Maintain planned activities. N/A 25%
Mission of the Public Coordinated and
MLK Center Trusted
Messaging
FY2024 HIGHLIGHTS
• Personnel Services: increased by$24,348, or 4.93% due to Merit and COLA adjustments offset by a
decrease in required health insurance contributions.
• Utilities/Other Services: costs increased by $16,763, or 57.73% due to higher costs for electricity,
telephone, and a $11,000 contribution to the MLK prayer breakfast through the rental of the MPEC
and food purchases.
113
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General MLK Center Salaries-Supervision 46,827 48,910 51,835
Operations Salaries-Clerical 26,173 27,440 29,081
Overtime 964 0 0
Stability Pay 2,420 2,420 4,840
FICA 5,566 5,696 6,190
TMRS Retirement 12,569 12,770 13,351
Life Insurance Contribution 99 99 99
Disability Insurance Contrib 74 76 76
Health Insurance Contributions 14,936 17,345 14,936
Supplies-Minor Office Tools/Eq 131 350 500
Supplies-Minor Furniture 2,290 4,250 4,000
Supplies-Office 1,381 1,200 1,400
Supplies-Other 444 350 500
Maint-Office Furniture/Equip 0 400 500
Maint-Instruments 380 450 500
Maint-Buildings 0 600 600
Services-Telephone 3,382 3,517 5,421
Service-Wireless PhoneAircards 456 456 460
Services-Electricity 9,150 8,817 10,920
Services-Gas 6,183 6,379 7,800
Services-Wtr/Sewer/Sanitation 3,743 3,669 4,000
Services-Other Professional 3,146 5,000 16,000
Services-Binding/Printing 529 1,200 1,200
In City Mileage Reimbursement 0 200 200
Rent-Equipment 0 1,200 1,200
Postage/Freight 1,183 1,800 2,000
Total Expenditures $142,027 $154,594 $177,609
114
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Training Center/Radio Comm Services-Telephone 57,330 122,562 82,524
Services-Electricity 35,847 33,885 45,500
Services-Gas 3,542 3,577 3,900
Services-Wtr/Sewer/Sanitation 2,987 2,874 2,874
Postage/Freight 399 0 0
Total Expenditures $100,105 $162,898 $134,798
115
LIBRARY
MISSION
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.
SERVICES PROVIDED
• Reference and Information services
• Quality public programs for all ages
• Technology tutoring
• Reader's advisory
• Public computers
• Printing services—copier, computer, wireless via app, 3D printing
• Scanning services
• Circulation of materials for educational, informational, recreational, and cultural needs
• Downloadable content and databases
• Meeting 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
FY23 ACCOMPLISHMENTS
• LIBRARY USAGE: According to the Texas Public Libraries Annual Report for Local Fiscal Year 2021-
2022 the library had 311,994 items circulated,with 92,727 visitors to the library, a 19.8% increase
over the amount of visitors we had last year. The library has 49,829 active cardholders, an
increase of 64.4% over last year. The library provides access to 1,489,540 items in physical and
digital formats. Our 32 public computers and WIFI are a big draw, resulting in 110,896 computer
and Wi-Fi sessions; in addition, library staff answered 61,134 inquiries made by the public. There
were 63,097 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.
116
LIBRARY
• RETURN OF TOUCH-A-TRUCK and other big programs: Our 3rd Touch-a-Truck was a big success,
with 967 participants attending. Of those, we had over 700 people come into the library, many
of whom acquired a new library card. The success of this program relies heavily on City workers
who brought trucks to display. Blast from the Past returned as well,giving citizens an opportunity
to experience clothing, customs and entertainment from by-gone days. Our Holiday Open House
brought in 223 participants for Christmas cheer and selfies with an elf. Such events allow us to
assist the City in enhancing public outreach and engagement and bring citizens downtown for
entertainment and play.
• READING CHALLENGES: The addition of Beanstack, popular software for library reading
incentives, assisted us in overseeing a number of reading challenges, starting with Winter Read
in January, a year-long Broader Reading Challenge for adults, 100 Books Before Graduation for
teens, 1,000 Books Before Kindergarten for babies up to 5 years old, and currently our Reading
is No Trivial Pursuit Summer Reading Program. This focus on literacy meets 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.
• PARTNERSHIPS: We partnered with Los Muertos to highlight the Dia de los Muertos celebration
in October. They decorated our entry window and a library committee designed an alebrije for
their Celebration of Life parade, which won second place. In September, we will be working with
the Arts Council Wichita Falls to promote a Big Read grant from the National Endowment for the
Arts. We also collaborated with the Wichita Falls Alliance for Arts and Culture to present a partial
exhibit of The Legends Project 2022, which explored the life of Charlye Ola Farris in context with
the Civil Rights Movement. Farris, a Wichita Falls native, holds the distinction of becoming the
first African-American woman licensed to practice law in Texas. These are just a few examples of
the library's innovative efforts to aid the city in strengthening supportive partnerships with the
not-for-profit community and other organizations.
• COLLECTION MAINTENANCE: We completed our goal of weeding and shifting the adult non-
fiction collection. We updated signage and replaced bookends as well. We were also able to
increase the linear footage of our biography section by doing some creative rearranging of our
seating areas. This also allowed us to increase the amount of space for our adult graphic novels.
Large clean spaces and well-maintained, up-to-date collections allow us to efficiently deliver
information services to our customers.
• DATABASE ACCURACY: We met our goal of maintaining 98% or higher accuracy on inputting new
cards and in updating patron records in our database. This was accomplished by focused staff
training and quality control measures put in place by the library's circulation supervisor and
demonstrates our desire to streamline our circulation practices.
• NONTRADITIONAL MATERIALS: We set a goal of adding one new nontraditional format item for
circulation, and ended up adding four: headphones, bike locks, train sets, and a typewriter. All of
these check out to customers for use in the library. The availability of these items helps the City
with its goal of reinforcing a culture of superior customer service.
117
LIBRARY
CONTACT INFORMATION
Jana Hausburg
Library Administrator
940-767-0868 ext.4229
jana.hausburg@wfpl.net
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Replace
outdated and Establish a timeline and have
unsupported 2. Provide 2.1 Upgrade or new system in place by o
Integrated quality replace outdated Summer of 2024 50% 100%
Library System infrastructure public facilities
(ILS) software
Rewrite
borrower 4.3 Streamline
policy manual 4. Efficiently Completed by Summer of
to reflect deliver City municipal 2024 n/a n/a
intricacies of services business
new ILS processes
software
Rewrite
borrower
circulation 4.3 Streamline
procedure 4. Efficiently Completed by Summer of
manual to deliver City municipal 2024 n/a n/a
reflect services business
intricacies of processes
new ILS
software
Increase 4.2 Reinforce a
librarian Register librarians for
4. Efficiently culture of
participation in deliver City superior workshops, conferences, n/a n/a
professional services customer webinars, colleague meetings,
development etc. throughout the year
opportunities service
118
LIBRARY
FY2024 HIGHLIGHTS
• Personnel Services: increased by $78,039, or 7.36% due to Merit and COLA increases and increases to
health insurance contributions.
• Supplies: increased by $14,471, or 3.65% due to increased needs for minor furniture, digital
media/databases, and periodicals.
• Maintenance and Repair: increased $12,971, or 11.99% due to higher maintenance costs for system
software.
• Utilities/Other Services: increased by$26,957, or 21.16%due to higher electricity and cable costs.
119
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General Library Operations Salaries-Supervision 88,890 92,888 98,467
Salaries-Clerical 212,343 240,870 251,159
Salaries-Operational 375,615 430,046 436,222
Overtime 1,172 0 0
Stability Pay 12,267 12,129 25,576
FICA 51,009 48,795 60,117
TMRS Retirement 112,648 107,640 129,665
Life Insurance Contribution 904 845 845
Disability Insurance Contrib 682 642 642
Health Insurance Contributions 132,767 124,062 132,767
HSA Contributions-Employer 2,346 2,016 2,515
Supplies-Minor Tools and Equip 498 350 1,500
Supplies-Minor Furniture 7,931 12,650 17,370
Supplies-Office 30,650 30,000 30,000
Supplies-Educational 5,864 8,000 8,000
Supplies-Periodicals/Supplemts 21,900 46,800 50,220
Supplies-Digit Media/Databases 111,120 154,726 159,480
Supplies-Library Materials 126,219 135,101 135,928
Supplies-Personal Computers 8,899 7,300 6,900
Supplies-Other 529 600 600
Maint-Office Furniture/Equip 0 2,000 2,000
Maint-Systems Hardware 28,297 29,000 31,200
Maint-Systems Software 69,207 77,156 87,927
Services-Telephone 11,419 19,414 11,418
Service-Wireless PhoneAircards 0 0 2,400
Services-Electricity 69,371 71,079 102,700
Services-Gas 1,302 1,500 1,400
Services-Wtr/Sewer/Sanitation 5,658 4,984 5,000
Services-Cable TV 12,364 12,770 15,730
Services-Bank 4,322 810 900
Services-Other Professional 1,525 3,000 3,000
Services-Advertising 6,261 5,000 5,000
Services-Binding/Printing 2,261 6,484 4,450
In City Mileage Reimbursement 0 400 400
120
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General Library Operations Travel Expenses 596 6,000 6,000
Education Registration 4,302 4,400 4,400
Lease Payments 31,216 40,300 45,522
Memberships 21,287 32,640 31,540
Boards/Local Meetings 625 650 200
Rent-Equipment 336 1,100 1,200
Public Relation/Promo 8,597 9,630 9,000
Postage/Freight 2,951 10,650 11,300
Total Expenditures $1,586,150 $1,794,428 $1,930,658
121
PUBLIC INFORMATION OFFICE
MISSION
The Public Information Office (PIO) is responsible for effectively communicating to the public and the media the
business and activities of city government, departments, services and events.This is accomplished through use of
the City's website, Facebook, Twitter, Instagram, YouTube, Channel 1300 cable programming, press releases and
newsletters. The PIO's funding is derived from the General Fund and the Public, Educational and Governmental
fees fund. The PIO office's daily activities include assisting other departments with maintaining their website
pages, creating content for the public cable programming channel, communicating through social media,
maintaining the employee of the month photo display,coordinating proclamation requests,volunteer certificates,
congratulatory letters, creating departmental promotional flyers and brochures and assisting the general public
with inquiries.
SERVICES PROVIDED
• Regular updates via social media channels, website updates, public programming on Channel 1300, and
many other marketing platforms.
• Assist all city departments with providing information to the public related to city services.
FY2023 ACCOMPLISHMENTS
• 191 general city press releases were compiled and issued.
• 25 City Council meetings were livestreamed.
• 62 Proclamations were produced
• 155 individual slides were designed for the City's Cable Channel 1300
• 1,503 Followers were added to the Facebook page
CONTACT INFORMATION
Lindsay Lewis
Director
940-716-5553
Lindsay.Lewis@wichitafallstx.gov
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PUBLIC INFORMATION OFFICE
GOALS & PERFORMANCE MEASURES
FY 2023 STRATEGIC PLAN STRATEGIC PLAN PERFORMANCE FY2023 FY2024
DEPARTMENT GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
Create 2. Provide Quality 2.5 Educate Citizens Series of videos 30% 50%
videos/interviews Infrastructure on Future
explaining and Infrastructure/Public
showing the Facilities Needs
facility issues
Increase staff 5.Actively Engage 5.1 Enhance Public One speaking 100% 100%
speaking and Inform the Outreach and engagement a
engagements Public Engagement quarter
with the Public
Continue to 5.Actively Engage 5.1 Enhance Public Completion of the 100% 100%
develop and and Inform the Outreach and Academy
refine the Public Engagement
Citizen's
Academy Class
Develop a brand 5.Actively Engage 5.3 Maintain Completion of the 100% 100%
standard and and Inform the Coordinated and policy
social media Public Trusted Messaging
policy for all
departments
FY 2024 HIGHLIGHTS
• Personnel: increased$15,957 due to COLA and Merit increases.
• Supplies: increased $12,543 due to the movement of Swagit software used to stream City Council
Meetings from the PEG budget to the PIO budget.
123
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General Public Information Salaries-Supervision 114,629 132,303 141,186
Salaries-Clerical 27,755 28,812 30,536
Salaries-Operational 43,403 44,695 47,381
Overtime 1,187 0 0
Stability Pay 537 914 3,696
Cell Phone Allowance 239 216 576
FICA 13,523 14,721 16,762
TMRS Retirement 30,875 33,502 36,151
Life Insurance Contribution 248 261 261
Disability Insurance Contrib 187 198 198
Health Insurance Contributions 14,202 37,171 32,000
HSA Contributions-Employer 153 148 151
Supplies-Minor Tools and Equip 183 750 750
Supplies-Minor Furniture 36 250 250
Supplies-Office 773 750 750
Supplies-Clothing and Uniforms 787 0 500
Supplies-Periodicals/Supplemts 65 125 128
Supplies-Personal Computers 0 460 0
Supplies-PC Software 22 135 12,635
Maint-Systems Software 807 2,375 1,500
Services-Telephone 1,232 2,769 1,565
Service-Wireless PhoneAircards 0 1,704 1,512
Services-Central Garage 642 710 555
Services-Other Professional 194 0 0
Services-Advertising 0 5,000 3,560
Services-Binding/Printing 18 250 250
Travel Expenses 4,799 3,500 3,500
Education Registration 1,795 2,350 2,350
Lease Payments 748 840 840
Memberships 188 415 535
Public Relation/Promo 2,428 10,000 10,000
Postage/Freight 267 200 200
Other Machinery and Equipment 0 1,449 1,449
Total Expenditures $261,920 $326,973 $351,727
124
MUNICIPAL COURT
MISSION
The mission of the Wichita Falls Municipal Court is to professionally serve the public by administering justice in a
fair,efficient and respectful manner,so as to enhance public trust and community confidence in our court system.;
providing an accessible legal forum for all individuals. The Court strives for efficient, accurate and compliant
reporting of information. The Court provides professional, courteous and accurate communication to all our
customers. Trust is paramount in our process. Citizens obligation and rights are taken into account with each and
every case filed in the Court.
SERVICES PROVIDED
• Accurate information on case information.
• Resolution options on all cases filed.
• Guidance on State mandated requirements for dismissals.
• Payment Plan Options for individuals who are unable to pay fines in full.
• Community Service options are provided for individuals who may be temporarily unemployed.
• Trial settings for individual who wish to contest a case filed with the court.
• Warrant service for unpaid fines. This service includes a number of notification processes prior to arrest
warrants being issued.
FY2023 ACCOMPLISHMENTS
• Fully automated the Court's system to allow for remote access to citizens and attorneys via Zoom.
• Established electronic contact capabilities with citizens who wish to appear from remote locations
• Maintained well-balanced levels of service to our customers and while making improvements in case
management.
• The Court has been given access to the county jail as an option for unpaid fines
CONTACT INFORMATION
Stan Horton
Court Administrator/City Marshal
940-761-7882
Stan.horton@wichitafallstx.gov
125
MUNICIPAL COURT
GOALS & PERFORMANCE MEASURES
FY 2023 STRATEGIC PLAN STRATEGIC PLAN PERFORMANCE FY 2023 FY 2024
DEPARTMENT GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
The court will be
Maintain a productive working with a newly Continued
Continued Continue cross Collection
and forward appointed Judge.
Collection and training staff in all N/A and
movement in case Staff will be working
Warrant Service positions. Warrant
load. to harmonize this
new partnership. Service
FY2024 HIGHLIGHTS
• Personnel Services: increased by$191,890, or 23.74%due to the addition of a Deputy Court Marshall
position as well as COLA and Merit increases.
• Supplies: increased by$1,000, or 5.81% due to a higher need for office supplies.
126
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Gen Municipal Court Salaries-Supervision 160,043 164,387 194,295
Operations Salaries-Clerical 215,795 253,878 276,560
Salaries-Operational 52,007 81,702 172,316
Pool Operational 59,660 90,000 108,025
Overtime 159 1,500 1,590
Stability Pay 7,535 7,535 10,506
Cell Phone Allowance 680 720 360
FICA 36,228 34,661 36,958
TMRS Retirement 71,775 73,553 79,712
Life Insurance Contribution 575 575 575
Disability Insurance Contrib 434 437 437
Health Insurance Contributions 115,481 97,657 115,481
HSA Contributions-Employer 1,688 1,683 3,364
Supplies-Minor Furniture 163 700 700
Supplies-Office 4,509 6,000 7,000
Supplies-Clothing and Uniforms 1,139 1,500 1,500
Supplies-Periodicals/Supplemts 3,247 5,000 5,000
Supplies-Other 2,022 4,000 4,000
Maint-PC Software 43 0 0
Services-Telephone 8,094 8,973 6,279
Service-Wireless PhoneAircards 343 360 360
Services-Electricity 7,247 7,299 8,710
Services-Gas 2,026 2,500 2,400
Services-Wtr/Sewer/Sanitation 1,450 1,389 1,389
Services-Central Garage 7,220 8,505 7,875
Services-Bank 62,326 54,139 47,400
Services-Other Professional 18,263 40,000 45,000
Services-Binding/Printing 907 4,964 5,000
Travel Expenses 240 4,000 4,000
Education Registration 500 4,000 4,000
Lease Payments 2,169 2,500 2,500
Jury Fees 108 3,500 3,500
Memberships 240 250 250
127
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Gen Municipal Court Postage/Freight 10,301 20,000 20,000
Operations Total Expenditures $854,618 $987,868 $1,177,042
128
Facilities Management
MISSION
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.
SERVICES PROVIDED
• Responsible for the preventative maintenance and care of 20 buildings.
• Provide custodial services for 38 buildings, which consists of approximately 10,009,000 square feet.
• Maintain appliances at all 8 Fire Stations, Parks/Rec., MLK, Health, and Animal 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.
FY2023 ACCOMPLISHMENTS
• Managed projects to replace the roof at the Ray Clymer Exhibit Hall, repair the roof at Bridwell Ag
Center, and stabilized the foundation for the West Wing of Memorial Auditorium.
• Managed the project for the repair of the Health Department flood on Christmas morning.
• Installed environmental controls in the Health Department Boiler Room and at the Exhibit Hall to
prevent future pipe ruptures due to freezing temperatures. The location at the MPEC has occurred
several times in the past.
• Overhauled the chiller in Memorial Auditorium and Geothermal cooling system for the Dispatch Center.
• Repaired leaks in the evidence storage area at the Police Department.
• Processed over 1200 service calls.
CONTACT INFORMATION
Derek Brown, IT& Facilities Administrator
940-761-8820
derek.brown@wichitafallstx.gov
129
Facilities Management
GOALS & POLICIES
FY 2024 STRATEGIC STRATEGIC FY 2023 FY 2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
4. Efficiently 4.2
Improve City Buildings Deliver City 4.3 Complete service requests. 92% 95%
appearance and Services 4.5
operation. 4. Efficiently 4.2
Deliver City 4.3 Appliances are in working order. 90% 90%
Services 4.5
4. Efficiently 4.2
Provide safer Deliver City 4.3 Provided daily janitorial 95% 95%
buildings. service and maintenance.
Services 4.5
FY2024 HIGHLIGHTS
• Personnel Services: increased by $85,708, or 6.32% due to COLA and Merit increases as
well as higher health insurance contributions.
• Utilities/Other Services: decreased by $200,000, or 51.13% due to FY 2023 containing
General Fund excess Fund Balance for the one-time expenditure of a Public Safety Facility
Needs Assessment.
130
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Building Maintenance Salaries-Supervision 57,098 59,896 63,498
Services Salaries-Clerical 28,775 56,502 30,096
Salaries-Operational 717,115 823,575 864,829
Overtime 14,342 15,000 21,200
Stability Pay 15,213 15,897 34,346
FICA 61,919 62,028 71,127
TMRS Retirement 138,723 137,851 153,411
Life Insurance Contribution 1,086 1,086 1,086
Disability Insurance Contrib 819 817 817
Health Insurance Contributions 200,175 182,222 200,175
HSA Contributions-Employer 1,515 1,512 1,509
Supplies-Minor Tools and Equip 2,673 3,000 3,000
Supplies-Office 529 1,500 1,500
Supplies-Medical/Drug 0 100 100
Supplies-Janitorial 86,267 96,300 101,115
Supplies-Chemical 5,806 13,910 14,606
Supplies-Clothing and Uniforms 4,183 11,770 12,360
Supplies-Periodicals/Supplemts 0 200 200
Maint-Machine/Tools/Implements 10,646 13,000 13,650
Maint-Radios 0 200 200
Maint-Instruments 444 19,050 20,005
Maint-Heating/Cooling Systems 171,485 198,500 182,175
Maint-Other Equipment 2,599 20,000 31,000
Maint-Buildings 357,023 210,778 218,350
Maint-Auditorium 468,681 7,000 3,150
Maint-Health Facilities 13,304 10,615 22,150
Maint-Animal Services 19,393 37,135 12,600
Maint-Police Facilities 76,140 4,176 29,385
Maint-Fire Facilities 55,646 16,358 17,125
Maint-Library 79,435 15,901 26,901
Maint-Municipal Court 1,873 5,339 17,606
Maint-MLK Center 3,399 52,000 7,000
Services-Telephone 3,063 4,080 3,753
Service-Wireless PhoneAircards 687 720 720
131
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Building Maintenance Services-Electricity 96,566 82,197 127,400
Services Services-Gas 32,878 40,000 28,000
Services-Wtr/Sewer/Sanitation 17,205 17,078 17,078
Services-Central Garage 19,024 24,704 26,919
Services-Other Professional 128,355 390,000 190,000
Services-Binding/Printing 420 200 200
Education Registration 475 0 0
Postage/Freight 1,644 1,000 1,000
Other Improvements 0 350,000 890,000
Machines/Tools/Implements 0 620,665 0
Total Expenditures $2,896,621 $3,623,861 $3,461,341
132
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Non Departmental Salaries-Operational 87,109 0 0
Overtime 364 0 0
Terminal Pay 651,748 429,875 652,034
FICA 59,804 0 0
TMRS Retirement 82,508 40,878 0
Life Insurance Contribution 170 0 0
Disability Insurance Contrib 128 0 0
Eye Glass Reimbursement 618 0 0
Supplies-Other 822 0 0
Services-Telephone 724 694 769
Services-Central Garage 3,696 4,997 4,911
Services-Bank 36,099 39,216 40,000
Services-Audit 37,453 72,000 72,000
Services-Other Professional 287,597 120,000 150,000
Services-Employee Physicals 232,026 218,272 250,000
Worker's Compensation 1,015,910 1,088,108 840,000
Unemployment Compensation 7,562 30,000 20,000
Insurance Expense 119,560 115,000 172,000
Claims and Settlements 0 20,000 20,000
General Liability Claims 117,117 100,000 100,000
Contract-Helen Farabee Center 100,000 100,000 100,000
Contract-Teen Court 0 7,500 7,500
Contract-Nortex Planning Comm 18,417 20,000 20,000
Contract-Neighborhood Ctrs 24,967 17,000 17,000
Contract-Co Appraisal District 440,805 426,470 505,200
In City Mileage Reimbursement 403 0 0
Lease Payments 140,572 140,051 140,571
Public Relation/Promo 0 15,000 15,000
Data Processing Services 2,986,576 3,454,911 3,454,911
Budget Contingency 25,579 391,569 469,378
Prior Year Expend-Spectra 169,765 0 0
Oper Transfer-General 1,500,000 3,915,000 0
Oper Transfer-MPEC 423,009 500,000 500,000
133
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Non Departmental Oper Transfer-Other 109,144 238,599 238,598
Total Expenditures $8,680,253 $11,505,140 $7,789,872
134
HEALTH ADMINISTRATION
MISSION
The Wichita Falls — Wichita County Public Health District (Health District) is a multi-program agency that is
continually working to improve the health of individuals and that of the collective community. The Health District
uses a strategic framework to focus on achieving a variety of goals and objectives as detailed in a Strategic Plan.
The following is a report of our activities for the calendar year 2023.The Health District has a total annual budget
of approximately $8.3 million; of that amount, eighteen grants provide more than $4 million. The grants fund a
variety of programs within the organization including the following services: immunizations, HIV prevention,
tuberculosis, disease intervention services, emergency preparedness, Texas Healthy Community Program,
Community and Clinical Health Bridge Program (CCHBP), and the Woman, Infants & Children (WIC) Program.
Leadership of the Health Department includes the Director of Health and Assistant Director of Health; the
Executive Assistant provides support to both positions as well as the Senior Administrative Clerks within the
Department. Additionally, Health Administration includes Emergency Preparedness, Vital Records, Billing, Front
Desk/Reception, and two Policy& Continuity Specialist positions.
SERVICES PROVIDED
• Birth and Death Records
• Receipt of Payments for all services rendered by the Health District with the exception of Animal Services.
• Insurance billing for clinical services.
FY2023 ACCOMPLISHMENTS
• Published new iteration of the Community Health Assessment.
• Continued community-based COVID-19 response and recovery efforts by providing case investigation for
all COVID-19 positive individuals within Wichita County, with the goal of reducing the spread of illness.
• Managed substantial change and growth for the Health District with the addition of contracts for funding,
including extensions for the Health Equity and Public Health Workforce Grant. Sought additional funding
to ensure continuity.
CONTACT INFORMATION
Amy Fagan
Director of Health
940-761-7805
Amy.Faga n@wichitafa I Istx.gov
135
HEALTH ADMINISTRATION
GOALS & PERFORMANCE MEASURES
FY2024 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Update and
administer the
Community To ensure that we have the most
Themes& 5.Actively 5.1 Enhance up to date information to analyze
Strength and Engage& Public Outreach the needs of the community and 50% 100%
the Forces of Inform the and Engagement their perception of the health of
Change Public our community. Conduct 1,000
Assessments surveys.
based on
current trends.
Update& 4. Efficiently 4.4 Practice Gather staff and Board of Health
publish Deliver City effective input;finalize&public agency 25%
Strategic Plan. Post on website, 100%
Strategic Plan Services governance
educate staff&public.
4.1 Improve
employee
Continue 4. Efficiently recruitment and Conduct quarterly meetings to
quarterly all Deliver City retention communicate effectively with staff 1 4
staff meetings. Services and increase team building and
4. 5 Promote and rapport
encourage
innovation
Maintain 4.2 Reinforce a
and/or increase 4. Efficiently culture of To ensure the public receive birth
number of birth Deliver City superior and death records in a timely 100% 100%
and death Services customer manner.
records issued. services
FY2024 BUDGET HIGHLIGHTS
• Personnel Services: increased by$27,294, or 4.75%, due to COLA and Merit adjustments offset by
decreases in cell phone allowance,TMRS retirement contributions, and health insurance contributions.
• Supplies:increased by$75,078 due to the upgrading of the Public Health Information Management
System (PHIMS).
• Utilities/Other Services: increased by$14,648 or 8.33% due to higher electricity costs.
136
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Health Administration Salaries-Supervision 223,384 233,591 285,665
Salaries-Clerical 178,393 190,994 192,236
Overtime 753 0 0
Stability Pay 6,050 6,050 7,536
Cell Phone Allowance 1,088 1,080 360
FICA 30,180 31,805 24,102
TMRS Retirement 67,407 69,936 51,986
Life Insurance Contribution 533 544 544
Disability Insurance Contrib 402 412 412
Health Insurance Contributions 39,114 40,249 39,114
Supplies-Minor Tools and Equip 752 800 800
Supplies-Minor Furniture 2,771 2,500 650
Supplies-Office 5,681 7,160 7,260
Supplies-Clothing and Uniforms 112 1,000 1,200
Supplies-Periodicals/Supplemts 1,089 375 504
Supplies-PC Software 0 0 76,499
Maint-Machine/Tools/Implements 0 150 150
Maint-Instruments 0 1,400 1,400
Maint-PC Software 43 43 43
Services-Telephone 8,482 17,472 19,146
Service-Wireless PhoneAircards 1,873 456 456
Services-Electricity 29,068 30,216 44,200
Services-Gas 4,404 5,000 4,100
Services-Wtr/Sewer/Sanitation 5,022 7,392 7,392
Services-Central Garage 857 1,321 1,145
Services-Bank 9,778 9,374 9,374
Services-Other Professional 102,435 103,250 103,550
Services-Binding/Printing 425 804 570
Services-Other Miscellaneous 296 525 525
Insurance Expense 15 0 0
Lease Payments 311 425 260
Memberships 2,540 3,445 3,460
Boards/Local Meetings 75 2,200 2,300
Postage/Freight 6,957 4,775 6,025
137
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Health Administration Administration Fees 16,336 19,700 19,700
Total Expenditures $746,626 $794,444 $912,664
138
Health/Health and Wellness
MISSION
Prevention and clinical programs within the Health and Wellness Division are essential to the protection and
promotion of the health of the community through services and education.
SERVICES PROVIDED
• Immunizations Clinic
• Sexually Transmitted Infection Clinic
• Tuberculosis Clinic
• HIV Prevention
• Diabetes Education
• Tobacco Prevention & Cession Education
• Epidemiology
• Healthy Living Classes
• Healthy Cooking Classes
FY2023 ACCOMPLISHMENTS
• 5,243 vaccines were administered to include 740 influenza and 1,714 COVID-19 vaccines
• Case investigation of COVID -19 cases
• 100%of reportable Sexually Transmitted Infections (STI) received treatment and/or linkage to care
• 1 active and 17 latent TB cases received and treatment provided.
• Chronic Pain Self-Management program initiated
CONTACT INFORMATION
Brandi Smith, BS, RN
Health and Wellness Administrator
940-761-7892
brandi.smith@wichitafallstx.gov
139
Health/Health and Wellness
GOALS & PERFORMANCE MEASURES
FY2024 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Increase the
number of 5.Actively
clients seen in 5.1 Enhance
each program Engage& Public Outreach Participate in at least one outreach 100% 100%
and increase Inform the and Engagement event per month
outreach to the Public
public
Provide STI&
Immunizations
clinic/services
information to 5.Actively 5.1 Enhance
Engage& Public Outreach Participate in at least one outreach 50%due to
our citizens toevent per quarter,to include events 100%
include area Inform the and Engagement staffing
high school
Public at area high schools
students
Utilize social
media
platforms to 5.Actively 5.1 Enhance
inform the Engage& Public Outreach Produce educational materials for
public Inform the and Engagement use on social media platforms 100% 100%
regarding Public monthly
Health District
Services
FY 2023 Budget Changes
• Personnel Services: increased by$37,994, or 6.11%due to COLA and Merit increases.
140
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Health and Wellness Salaries-Supervision 72,428 72,543 81,578
Salaries-Clerical 30,342 36,443 32,984
Salaries-Operational 256,068 339,329 369,702
Overtime 1,740 0 0
Terminal Pay 1,577 0 0
Stability Pay 5,044 5,033 6,964
FICA 26,072 28,015 32,051
TMRS Retirement 60,015 64,621 69,131
Life Insurance Contribution 485 498 498
Disability Insurance Contrib 367 380 380
Health Insurance Contributions 66,802 75,008 66,802
HSA Contributions-Employer 244 236 11
Supplies-Minor Tools and Equip 514 0 0
Supplies-Office 10,712 9,700 10,515
Supplies-Medical/Drug 113,901 176,274 182,504
Supplies-Chemical 0 1,305 1,745
Supplies-Clothing and Uniforms 4,061 4,255 4,538
Supplies-Educational 995 600 1,000
Supplies-Periodicals/Supplemts 895 1,780 1,780
Supplies-Promotional 1,919 2,700 3,200
Supplies-PC Software 0 320 120
Maint-Instruments 0 582 420
Maint-PC Software 300 252 299
Services-Telephone 6,495 14,804 8,504
Service-Wireless PhoneAircards 1,064 3,072 3,072
Services-Other Professional 5,620 7,969 7,969
Services-Advertising 236 250 750
Services-Binding/Printing 126 2,477 502
Services-Other Miscellaneous 1,058 2,571 2,671
In City Mileage Reimbursement 42 0 0
Education Registration 200 300 300
Lease Payments 2,977 0 2,529
Memberships 70 140 140
141
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Health and Wellness Postage/Freight 448 500 500
Total Expenditures $672,817 $851,958 $893,158
142
ENVIROMENTAL HEALTH
MISSION
The Wichita Falls-Wichita County Public Health District is committed to its mission of"Preventing Illness and Injury,
Promoting a Healthy and Safe Community, Protecting all Members of Our Community." The Environmental Health
Division accomplishes the work of the mission through retail food permits and inspections, public and semi-public
aquatic facility permits and inspections, grease trap and waste haulers permit and inspections (limited to City of
Wichita Falls), lodging permits and inspections, body art establishment permits and inspections (limited to City of
Wichita Falls), public health and safety inspections of: school buildings, daycare facilities, and foster homes, on-
site sewage facility(septic system) permits and inspections, and mosquito control. This represents 1,937 permits,
4,929 inspections and 521 complaints in 2022. 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 2022, mosquito control staff
collected mosquito trap pools and sent them to the Department of State Health Services laboratory for testing
and 3 came back positive for West Nile virus. Additionally, the trucks were deployed 85 times to spray for adult
mosquitoes.
SERVICES PROVIDED
• Inspections: retail food, grease traps, lodging, public and semi-public aquatic facilities, body art, OSSF,
daycare, foster homes
• 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
FY2023 ACCOMPLISHMENTS
• Hired and trained new Senior Administrative Clerk
• Hired and trained new Sanitarian-in-Training
• Updated the Lodging Ordinance
• Began updating the Food Ordinance
CONTACT INFORMATION
Samantha Blair
Environmental Health Administrator
940-761-7822
Samantha.Blair@wichitafallstx.gov
143
ENVIROMENTAL HEALTH
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Study Adult 4.2 Reinforce a
Efficiently Culture of
Mosquito Percent mosquito mortality at >80%
Resistance To Deliver City Superior >97%
diagnostic time Unsure
Pesticide Services Customer
Services
Educate Public Actively Engage 5.1 Enhance Number of Community Engagement
on Mosquito
Mitigation and Inform the Public Outreach and Educational Activities 6 6
Strategies Public and Engagement Conducted
Improve OSSF Efficiently 4.4 Practice Percentage of Standard Operating
Inspection Deliver City Effective Procedures(SOPs) Developed and 85% 100%
Process Services Governance Implemented
4.2 Reinforce a
Culture of
Superior
Customer
Services Percentage of Forms Updated 40% 80%
4.3 Streamline
Municipal
Standardize Efficiently Business
Plan Review Deliver City Processes
Process Services 4.3 Streamline
Municipal
Business
Processes Staff Trained in Plan Review and Pre-
development Meeting 4 5
4.5 Promote and
Encourage
Innovation
Retail Food
Update Local Efficiently 4.4 Practice Retail Food (100%),
Deliver City Effective Ordinances updated Body Art,
Ordinances Services Governance (50%) Aquatic
Facilities
144
ENVIROMENTAL HEALTH
FY2024 HIGHLIGHTS
• Personnel Services: increased by$35,880, or 4.83%due to COLA and Merit increases, offset by savings in
clerical salaries.
• Utilities/Other Services:decreased by$8,959, or 16.21%due to decreases in Central Garage Services and
binding and printing costs, offset by increases in electricity costs and Wireless Phone cards.
145
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Gen Environmental Health Salaries-Supervision 52,944 66,036 70,002
Salaries-Clerical 34,295 41,216 31,308
Salaries-Operational 344,715 365,436 390,909
Pool Operational 28,121 25,000 29,680
Overtime 4,978 6,000 6,360
Stability Pay 7,673 7,810 13,478
Cell Phone Allowance 3,339 3,240 3,240
FICA 33,851 33,627 37,296
TMRS Retirement 73,712 78,472 80,442
Life Insurance Contribution 588 606 606
Disability Insurance Contrib 445 465 465
Health Insurance Contributions 72,573 114,454 114,454
HSA Contributions-Employer 505 504 503
Supplies-Minor Tools and Equip 1,431 2,375 2,440
Supplies-Minor Furniture 585 614 909
Supplies-Office 6,398 7,203 7,495
Supplies-Medical/Drug 120 150 155
Supplies-Chemical 49,189 81,684 83,779
Supplies-Clothing and Uniforms 1,951 3,181 3,475
Supplies-Personal Computers 0 310 0
Supplies-PC Software 775 1,615 775
Supplies-Other 1,352 1,505 1,550
Services-Telephone 2,003 4,880 2,945
Service-Wireless PhoneAircards 0 4,103 4,560
Services-Central Garage 36,343 41,313 34,242
Services-Binding/Printing 2,302 3,204 2,794
Services-Other Miscellaneous 1,405 1,776 1,776
In City Mileage Reimbursement 268 0 0
Travel Expenses 1,769 0 0
Education Registration 1,287 150 3,300
Lease Payments 539 0 451
Memberships 100 0 0
Postage/Freight 1,994 3,494 3,597
Total Expenditures $767,550 $900,420 $932,987
146
ANIMAL SERVICES
MISSION
The Animal Services Division is committed to protecting the health, safety, and well—being of the citizens and
animals in our community. We do this by enforcing state and local laws, providing compassionate care, ensuring
proper disinfection to mitigate disease spread, and increasing our live outcome rate. Animal Services has
committed to improving relationships with the community, community partners, businesses, and other
departments within the city and county. We will focus on increasing licensing and micro-chipping efforts to assist
owners in reuniting with their lost pets. An additional focus has been, and will continue to be, employee training
to continue providing quality services and assistance to our community and maintain a clean,friendly atmosphere
for the animals in our care.
SERVICES PROVIDED
• Adoptions
• Microchipping
• City Licensing
• Animal Control (Animal Care Officers) - stray and estray animals, cruelty/abuse investigations, animal
pickup for deceased, complaints, hoarding, dangerous animals, and many other cases
• Commercial Permits - Grooming shop, Kennel, Performing Animal, Circus, Pet Store, Petting Zoo, Private
Animal Shelter, Stable, Riding School, Fowl/Rabbit/Guinea Pig/Ferret
• Residential Permits- Fowl, Livestock, Livestock w/Identification, Pet Fancier, Project Animal, and Rabbit.
• Special Permits- Feral Cat Colony, Litter Permit, Seller Permit, and Stud Permit per breeding
• Assisting other agencies
• Education - Responsible Pet Ownership Class,Animal Safety(children as target audience)
• Trap Rental and Animal Removal from Trap
• Deceased Animal Removal and disposal
FY2023 ACCOMPLISHMENTS
• Return animals to their owners from the field. Staff developed and implemented a new policy to identify
first-time offenders from animal collar identification or microchipping, with the ideal option of returning
the dog to the owner. This has decreased our intake rate from the field and kept animals out of the
shelter.
• Increased participation from local rescues and vendors in this year's national event, Clear the Shelter.
Increased citizen attendance, with many successful adoptions, and the rescues enjoyed being a part of
the event all in one place. In 2022,we had Emily's Legacy, Underdog Express,TPC,and Miss Fanny's friends
at our shelter to clear the shelter.
• Substantial progress was made regarding development and maintenance of policies, procedures,and staff
training.
• Community outreach has been a focus this past year,and we will continue to educate the public with new
additions to our outreach programs.
• Created a new training protocol for Animal Care Officers, including two weeks of classroom training, two
weeks hands-on in the Kennel, and two weeks out in the Field. Before working alone, final exams were
administered for classroom, kennel, and field operations.
147
ANIMAL SERVICES
CONTACT INFORMATION
Nicki Bacon
Administrator
940-761-7834
Nicki.bacon@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC PLAN FY2023 FY2024
DEPARTMENT PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Increase Live 4. Efficiently 4.2 Reinforce a Increase in the number of live
Outcome Rate Deliver City culture of superior releases through active community 72% >80%
Services customer service. engagement
Increase the
number of 4. Efficiently 4.2 Reinforce a
animals that Deliver City culture of superior Increase in the number of animals 25% >50%
are returned to Services customer service. that are returned to their owner
their owner
Community 4. Efficiently 4.2 Reinforce a
Increased number of community
Outreach (10 Deliver City culture of superior 10 12
events) Services customer service.
events and engagement sessions
Write shelter Develop a comprehensive Shelter
policy and 4. Efficiently 4.2 Reinforce a Policy and Procedure manual for all
procedures and
Deliver City culture of superior shelter aspects,field, kennel, 60% 100%
retrain staff Services customer service. animal care,admin,and
supervisory.
EXPENDITURES BY CLASSIFICATION
• Personnel Services: increased by$80,588, or 8.25%due to COLA and Merit increases as well as
increased costs associated with reclassifying an Administrative Clerk position to a Senior Administrative
Clerk position, and an increase in Overtime payments.
• Supplies: increased by$11,519, or 6.60% due to the purchase of bulletproof vest for animal control
officers to use in the field, as well as increases in medical supplies.
• Utilities/Other Services: increased by$13,365, or 11.10% due to increases in electricity, gas, and central
garage services costs.
• Other Expenditures: increased by$4,946, or 64.65% due to the addition of education expenses of
$3,150, as well as increases in lease, membership, and postage costs.
148
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Animal Services Salaries-Supervision 61,451 64,463 68,327
Salaries-Clerical 54,973 63,391 66,836
Salaries-Operational 453,310 563,601 623,143
Overtime 17,766 16,600 18,550
Stability Pay 5,941 4,731 4,624
Cell Phone Allowance 504 540 360
FICA 43,182 44,797 51,853
TMRS Retirement 97,739 100,604 111,841
Life Insurance Contribution 770 800 800
Disability Insurance Contrib 581 613 613
Health Insurance Contributions 108,270 116,385 108,270
HSA Contributions-Employer 802 0 1,895
Supplies-Minor Tools and Equip 13,584 15,446 38,099
Supplies-Minor Office Tools/Eq 24 0 0
Supplies-Minor Furniture 998 2,006 2,127
Supplies-Office 9,966 9,805 11,304
Supplies-Medical/Drug 28,528 40,850 45,950
Supplies-Chemical 11,637 13,794 18,334
Supplies-Clothing and Uniforms 12,307 12,918 14,193
Supplies-Educational 400 3,000 3,600
Supplies-Animal Feed 14,301 14,198 15,890
Supplies-Promotional 644 675 900
Supplies-Personal Computers 1,509 0 0
Supplies-PC Software 2,934 3,000 3,890
Supplies-Radios 2,029 2,572 3,224
Supplies-Other 18,281 56,350 28,622
Maint-Machine/Tools/Implements 696 0 280
Maint-Office Furniture/Equip 1,403 1,700 0
Maint-Radios 478 1,472 1,520
Services-Telephone 4,861 8,085 5,989
Service-Wireless PhoneAircards 7,015 7,577 6,648
Services-Electricity 22,001 20,455 24,700
Services-Gas 7,864 8,500 10,000
Services-Wtr/Sewer/Sanitation 5,163 4,919 5,000
149
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Animal Services Services-Central Garage 42,364 56,405 63,249
Services-Other Professional 5,266 5,985 7,926
Services-Advertising 1,007 1,100 1,200
Services-Binding/Printing 1,464 2,725 4,060
Services-Other Miscellaneous 1,091 4,649 4,993
Contract-Other Agencies 10,886 12,280 13,550
In City Mileage Reimbursement 296 0 0
Travel Expenses 2,062 0 0
Education Registration 1,190 0 3,150
Lease Payments 1,849 2,825 3,306
Memberships 285 525 700
Boards/Local Meetings 53 500 940
Postage/Freight 4,484 3,800 4,500
Other Machinery and Equipment 17,066 29,685 18,150
Oper Transfer FA 8,674 0 0
Capital Asset Contra Expense (8,674) 0 0
Total Expenditures $1,101,275 $1,324,325 $1,423,106
150
LABORATORY
MISSION
The Health District Laboratory is accredited through the Texas Department of State Health Services(DSHS)to meet
all the requirements of the Clinical Laboratory Improvement Act (CLIA). The lab is also accredited for water
bacteriology testing by the Texas Commission on Environmental Quality (TCEQ) and the NELAC Institute (TNI)
National Laboratory Accreditation Program (NELAP). The laboratory provides direct and valuable support of the
clinical services and the environmental health division 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.
SERVICES PROVIDED
• Water Bacteriology Testing for Total Coliform and E. coli
• Hotel/Motel Microbial Monitoring
• Soft Serve Bacteriology Testing
• Patient Testing and Specimen Processing for Sexually Transmitted Infections and other Communicable
Diseases
FY2023 ACCOMPLISHMENTS
• Successful renewal of Clinical Laboratory Improvement Act (CLIA) license.
• Maintained support of clinical testing during catastrophic flood Dec 2022 to Feb 2023.
CONTACT INFORMATION
Thomas Shiner
Laboratory Technical Supervisor
940-761-7862
Thomas.Shiner@wichitafallstx.gov
151
LABORATORY
GOALS & PERFORMANCE MEASURES
FY24 STRATEGIC STRATEGIC PLAN PERFORMANCE FY2023 FY2024
DEPARTMENT PLAN GOAL STRATEGY MEASURE ESTIMATE TARGET
GOAL
Maintain 4. Efficiently 4.2 Reinforce a culture Score 100%on all
Deliver City of superior customer 100% 100%
Proficiency Proficiency Tests
Services services.
Maintain Review and Update
Compliance 4. Efficiently 4.2 Reinforce a culture Policies and
with Deliver City of superior customer Procedures(as 100% 100%
Regulatory Services services. needed)to Maintain
Bodies Compliance
Maintain High
Level of 4. Efficiently 4.2 Reinforce a culture Provide accurate and
Customer Deliver City of superior customer timely service to 100% 100%
Satisfaction Services services. customers
EXPENDITURES BY CLASSIFICATION
• Personnel Services: decreased by $21,528, or 11.67% due to cost savings in operational salaries
offset by COLA and Merit increases.
152
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Lab Water Pollution Salaries-Clerical 16,995 15,126 15,643
Salaries-Operational 87,969 127,938 110,505
Overtime 18 0 0
Stability Pay 826 826 2,420
FICA 7,951 10,840 8,454
TMRS Retirement 14,624 20,849 18,234
Life Insurance Contribution 119 164 164
Disability Insurance Contrib 90 124 124
Health Insurance Contributions 7,468 8,673 7,468
Supplies-Minor Office Tools/Eq 2,309 4,500 2,900
Supplies-Minor Furniture 221 350 434
Supplies-Office 1,811 2,200 2,200
Supplies-Lab 16,673 28,228 29,208
Supplies-Clothing and Uniforms 520 339 474
Supplies-Linen 436 686 432
Supplies-Educational 138 680 680
Supplies-Promotional 150 150 150
Maint-Machine/Tools/Implements 1,391 3,140 3,140
Maint-Instruments 3,616 5,611 5,686
Services-Telephone 1,889 3,871 2,551
Services-Other Professional 6,000 6,000 9,000
Services-Lab Proficiency Test 2,360 3,951 3,951
Services-Binding/Printing 214 1,117 1,055
Services-Other Miscellaneous 1,450 2,065 2,065
Lease Payments 81 66 68
Memberships 551 650 650
Postage/Freight 1,004 3,001 3,001
Total Expenditures $176,874 $251,146 $230,657
153
FINANCE AND PURCHASING
MISSION
To provide exemplary service in a timely and efficient manner to both external and internal customers/staff while
being fiscally responsible and communicative.
SERVICES PROVIDED
The Finance and Purchasing Division is responsible for monitoring and accounting for all financial transactions of
the City. To support this,the division also:
• Prepares quarterly and annual financial reports to assist in preparation of the City's Annual
Comprehensive Financial Report
• Manages and analyzes the City's financial data and reports to provide financial information for all
departments in accordance with legal requirements and general accounting principles
• Works with City staff and all vendors to ensure purchasing policy compliance, processing payments to
vendors, and reconciliation to the general ledger
• Coordinates bi-weekly payroll processing for all City employees
• Actively engages in the creation of the City's Annual Operating Budget
• Maintains Transparency webpages
• Processing, maintaining, and accurately report all financial data of the City
• Completing annual audit
• Provide principal assistance to the City Manager in the formulation of the Annual Budget
• Completing all accounting transactions
• Treasury management and investment of City funds
The Purchasing Department is responsible for:
• Conducting all purchasing in accordance with the applicable laws of the State of Texas, City of Wichita
Falls Charter and Code of Ordinance, and the Federal Government.
• Obtaining the quantity and quality of materials/services at competitive prices, as needed, for all City
departments.
• Stimulating competitive bidding in order to obtain materials/services at the lowest possible cost.
• Providing all interested vendors with the opportunity to offer their products/services to the City.
• Treating all vendors in a fair and equitable manner.
• Processing all requested purchasing information in a timely, accurate and efficient manner
FY2023 ACCOMPLISHMENTS
• Receipt of the Government Finance Officers Association (GFOA) Distinguished Budget Award
• Receipt of the GFOA Award for Excellence in Financial Reporting
• Updated all transparency resources
154
FINANCE AND PURCHASING
CONTACT INFORMATION
Susan White
Assistant Finance Director
940-761-7462
Susan.White@WichitaFallsTX.gov
GOALS AND PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Manage receipt Accelerate Look for post- Creation of project, receipt 50% 100%
and disbursement Economic pandemic of funds, tracking of
of ARPA funds Growth economic expenditures
opportunities
Complete and earn Actively Enhance Receipt of Award 100% 100%
GFOA Engage and Public
Distinguished Inform the Outreach and
Budget Award Public Engagement
Complete and earn Actively Enhance Receipt of Award 100% 100%
the GFOA award Engage and Public
for Excellence in Inform the Outreach and
Financial Reporting Public Engagement
Complete a clean Efficiently Practice Completion of Audit, 100% 100%
audit and close out Deliver City Effective Auditors opinion
the prior year Services Governance
Update three Effectively Practice Prior to publication of the FY 50% 100%
internal financial Deliver City Effective 2023-24 Proposed Budget,
policies for City Services Governance create and adopt 3 new
Council Adoption policies consistent with
GFOA best practices, GAAP,
and GASB where applicable.
Update financial Effectively Streamline Update financial reporting 100% 100%
reporting for Deliver City Municipal for investment portfolios
investments Services Business
Practices
155
FINANCE AND PURCHASING
FY2023 HIGHLIGHTS
• Personnel Services: increased $118,415, or 11.31% over prior year's budget due to MPEC
Comptroller being transferred from the Hotel/Motel fund; addition of grant accountant
partially funded by ARPA, and a change to staff allocation.
• Maintenance and Repair: increased $3,200 due to furnishing an office for the new ARPA
accountant and expenses related to the department's relocation
• Utilities/Other Services: increased $5,291, or 28.21% as ARPA grants have resulted in a larger
number of projects requiring bid processes, resulting in a larger advertising budget; binding and
printing needs have also increased.
156
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Accounting and Finance Salaries-Supervision 223,472 342,388 314,897
Salaries-Clerical 89,538 98,313 108,190
Salaries-Operational 271,689 316,505 411,330
Overtime 1,561 1,000 1,590
Stability Pay 7,370 8,719 19,858
Cell Phone Allowance 724 720 720
FICA 43,416 55,568 60,651
TMRS Retirement 97,713 123,585 147,977
Life Insurance Contribution 782 1,061 1,061
Disability Insurance Contrib 591 791 791
Health Insurance Contributions 54,844 98,440 98,439
Supplies-Minor Office Tools/Eq 0 200 200
Supplies-Minor Furniture 679 6,000 6,000
Supplies-Office 4,151 9,500 9,500
Supplies-Periodicals/Supplemts 89 650 650
Supplies-Personal Computers 1,863 2,000 2,000
Supplies-PC Software 766 300 775
Supplies-Other 201 0 0
Maint-Office Furniture/Equip 0 2,800 6,000
Maint-Buildings 0 2,087 2,087
Services-Telephone 1,981 3,999 2,773
Service-Wireless PhoneAircards 0 460 460
Services-Other Professional 3,907 5,500 5,500
Services-Advertising 746 5,000 10,000
Services-Binding/Printing 5,027 3,800 6,000
Insurance Expense 0 115 115
Travel Expenses 8,939 11,000 15,500
Education Registration 4,823 5,000 5,500
Memberships 3,397 2,800 4,030
Postage/Freight 8,383 14,000 12,000
Total Expenditures $836,651 $1,122,300 $1,254,594
157
Police Department
MISSION
Our mission is to provide exceptional police service and protection for our community
The goal of the Wichita Falls Police Department is to create safer neighborhoods and business districts
for our visitors and residents to live, work, and enjoy.
SERVICES PROVIDED
• 24/7 police protection of the City and residents through proactive patrol strategies
• 24/7 Public Safety Access Point for 911 emergency and non-emergency Police/Fire/Ambulance
calls for assistance
• Criminal Investigations on cases filed by victims of crime
• Panic and burglar Alarm registration and police response
• Community Services Crime Prevention Programs (Safe Schools, CRASE, Crime Free, etc.)
• Provide police criminal/incident and vehicle accident reports to requesting citizens
FY2022 ACCOMPLISHMENTS
• Restarted the Junior Police Academies offering two academies. This program is fully funded by
a private partnership. (Post COVID)
• Restarted the Citizen Police Academy, successfully graduating the 43rd CPA with 25 participants.
(Post COVID)
• Community Services unit provided 56 (CRASE) Citizen Response to Active Shooter Events
courses and 30 Crime Prevention/fentanyl courses to community groups and business in our
City.
• Developed protocols for mental health intervention by using a MHMR counseling hotline.
• Shut down illegal gambling operations occurring in 18 local businesses
• Removed 273 firearms off the streets through criminal and civil investigations
• Secured $188.388.32 in Federal and State grant funding and $40,000 in Foundation donations
for Rifle Rated Bullet Resistant vests.
CONTACT INFORMATION
Manuel Borrego
Chief of Police
940-761-6832
Manuel.Borrego@wfpd.net
158
Police Department
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC
STRATEGIC PLAN PERFORMANCE FY2023 FY2024
DEPARTMENT PLAN
GOAL MEASURE ESTIMATE TARGET
GOAL STRATEGY
Proactive
Intelligent led Policing +/-# Property -7.3%from
Reduce Part Intelligence Crimes previous year
policing -2%
1 Crimes gathering +/-#Violent
concepts
Community Crime
support
Develop Seek local #of partnership 86 mental
partnership foundation responses with commitments
with MHMR Reduce police and national Helen 2% reduction
calls for service involving
to focus on foundation Farabee/Reduction MHMR in
police call involving the funding in #of calls (1st year data) commitments
involving the mentally ill Develop involving mentally
mentally ill response plan ill
Priority Amount of
Drug/OD Investigate fentanyl cases 20 deaths/12
Reduce illegal sales prepared for -25 less fatal
investigations Fentanyl
Fentanyl and use of prosecution OD/5%
for Narcotics cases
sales in the fentanyl and Reduction in increase case
Unit and Crimes investigated
City against Persons associated overdoses and (1st year data) investigations
unit
OD/deaths deaths related to
fentanyl
Outfit all
Foster patrol Officers Funding source
trusting Find a funding with a determined and 100 Patrol
relationships source for Body
with our Worn Camera BWC/Continue funding secured / 77 Crime Officers with
citizens (BWC)program/ to provide #of Crime Prevention BWC/5%
through Engage the CRASE and Prevention courses increase in CP
other Crime programs presented programs
transparency public in safety Prevention requested and provided
and civic training (CP) programs fulfilled.
engagement
to our citizens
FY2024 HIGHLIGHTS
• Personnel Services: increased by$1,577,041, or 5.71%due to COLA and Step increases.
• Supplies: increased by$99,940 or 24.62%due to increases in clothing and uniforms, increased cost of
ammunition, increased promotional supplies, and an increase in minor office tools.
159
Police Department
• Utilities/Other Services: increased by$200,845, or 8.12%due to an increase in Central Garage charges
and electricity costs.
• Insurance/Contract Expenses: increased by$79,985 due to the payment of TML Law Enforcement
Liability Insurance.
• Other Expenditures: increased by$59,971, or 62.41%due to increased travel and education expenses,
as well as payment for a Xerox lease
160
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Police Salaries-Supervision 163,814 162,751 172,526
Salaries-Clerical 1,092,441 1,337,540 1,340,423
Salaries-Operational 15,413,777 17,393,013 18,200,540
Pool Operational 22,793 146,793 269,604
Overtime 751,729 500,000 530,000
Certification Pay 276,927 278,220 274,800
Assignment Pay 30,857 40,800 36,000
Stability Pay 53,054 53,329 97,466
Longevity 468,204 475,383 449,879
Clothing Allowance 28,076 27,072 27,648
Cell Phone Allowance 6,090 6,480 3,420
FICA 1,326,512 1,313,284 1,508,082
TMRS Retirement 2,998,708 2,928,793 3,250,522
Life Insurance Contribution 22,037 22,010 22,010
Disability Insurance Contrib 16,627 16,676 16,676
Health Insurance Contributions 2,808,998 2,905,805 2,981,429
HSA Contributions-Employer 22,430 20,288 24,255
Supplies-Motor Vehicle 50 300 3,177
Supplies-Minor Tools and Equip 7,598 14,948 24,479
Supplies-Minor Office Tools/Eq 4,699 3,594 10,737
Supplies-Minor Furniture 9,052 10,135 9,925
Supplies-Office 73,912 76,000 77,000
Supplies-Photographic 6,300 5,950 4,500
Supplies-Medical/Drug 2,408 1,733 4,073
Supplies-Chemical 6,084 7,126 6,860
Supplies-Clothing and Uniforms 162,718 170,021 197,363
Supplies-Linen 679 1,133 1,133
Supplies-Educational 567 2,495 2,385
Supplies-Periodicals/Supplemts 4,485 2,261 9,056
Supplies-Ammunition 80,416 71,996 93,711
Supplies-Citizen Part Program 2,441 5,000 5,000
Supplies-Promotional 2,449 4,000 15,500
Supplies-Personal Computers 381 1,561 2,148
Supplies-PC Software 1,533 2,270 5,515
161
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Police Supplies-Other 40,758 25,432 33,333
Maint-Machine/Tools/Implements 1,739 4,000 4,500
Maint-Office Furniture/Equip 3,601 5,872 8,200
Maint-Radios 1,213 3,000 3,000
Maint-Instruments 1,601 8,888 9,688
Maint-PC Software 8,924 13,434 16,152
Maint-Police Facilities 15,934 15,920 15,920
Services-Telephone 47,558 62,935 55,952
Service-Wireless PhoneAircards 20,082 35,961 31,270
Services-Electricity 56,110 54,157 79,300
Services-Gas 4,519 4,500 5,200
Services-Wtr/Sewer/Sanitation 9,978 9,692 9,692
Services-Central Garage 1,508,995 2,088,362 2,293,918
Services-Chemical Disposal 290 2,000 5,000
Services-Other Professional 22,784 73,000 73,000
Services-Binding/Printing 4,904 27,494 7,100
Services-Subcontractors Mowing 9,850 9,600 10,200
Services-Other Miscellaneous 102,823 106,909 104,823
Insurance Expense 15 15 80,000
Claims and Settlements 0 2,000 2,000
Travel Expenses 19,423 27,926 52,460
Education Registration 9,285 12,143 23,220
In-Service Train/Tuition Asst 31,000 32,750 32,750
Lease Payments 21,430 0 21,848
Memberships 5,353 8,168 8,180
Boards/Local Meetings 1,119 2,600 2,600
Postage/Freight 11,863 12,500 15,000
Other Machinery and Equipment 492,500 1,500,000 0
Oper Transfer-Other 0 100,000 100,000
Total Expenditures $28,322,500 $32,258,019 $32,782,147
162
Fire Department
MISSION
To preserve life and property, promote public safety, and foster community partnerships through innovative,
effective, and responsible all-hazard incident response.
SERVICES PROVIDED
• Structure fire, grass fire, fire alarm, and vehicle accident response.
• Emergency medical response.
• Hazardous material response along with confined space, high-angle, and trench rescue capabilities.
• Regional response team for North Texas Association of Local Governments' 11 county jurisdiction.
• Texas Interstate Fire Mutual Aid System (TIFMAS) Wildland Strike Team.
• Wichita Falls Area All-Hazards Incident Management Team (WF-AHIMT); a type 3 large-scale emergency
response team.
• Fire and arson investigation.
• Public fire safety education along with fire code enforcement and new construction plans review.
• Community engagement, including but not limited to: Citizen's Fire Academy, station tours, community
events, and charitable giving (through the Wichita Falls Professional Firefighter's Association).
FY2023 ACCOMPLISHMENTS
• Successfully hosted the joint Freedom Fest with Sheppard Air Force Base
• Responded to 13,380 calls for service, including 144 building fires
• Due to timely and efficient fire suppression, our fiscal year"value saved" exceeded $180,000,000.
• Logged an excess of 27,000 hours of training
• Successfully recruited and trained 16 new firefighters.
• Received an excess of $600,000 in grants, including a grant to replace all 25 Automatic External
Defibrillators (AEDs).
• Improved our high-rise firefighting capabilities and equipment to industry best practices.
CONTACT INFORMATION
Ken Prillaman
Fire Chief
(940) 761-7903
Ken.prillaman@wichitafallstx.gov
163
Fire Department
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Meet national 4.2 Reinforce a
standards for 4. Efficiently culture of
staffing first deliver city superior Assemble 15 firefighters within nine 100% 100%
minutes
alarm services. customer
assignments service.
Meet national
standards for 4.2 Reinforce a
4. Efficiently culture of First arriving engine on scene within
first arriving deliver city superior 320 seconds of dispatch,95%of the 98% 98%
apparatus on
all structure services. customer time.
fires service.
Meet national
standards for 4.2 Reinforce a
4. Efficiently culture of Assemble entire first alarm
assembling deliver city superior assignment within 560 seconds of 90% 92%
entire first services. customer dispatch, 90%of the time.
alarm
service.
assignment
Maintain 4.2 Reinforce a
national and 4. Efficiently culture of Document 38,444 hours of training
state standards deliver city superior 25,943 38,444
for hours of services. customer across all disciplines.
training service.
Meet national
standards for 4.2 Reinforce a
4. Efficiently culture of Initial arriving unit to arrive on
arriving on deliver city superior scene within 320 seconds of 95% 95%
scene for
medical services. customer dispatch, 95%of the time.
service.
emergencies.
FY2024 HIGHLIGHTS
• Personnel Services: increased by$1,305,042, or 7.19% due to COLA and Step increases.
• Supplies: increased $31,077, or 8.30%from the prior year due to the replacement of uniforms
and an increase in the cost of medical equipment.
• Utilities/Other Services: increased $62,254, or 4.09%due to increased costs of electricity and
fleet maintenance, as well as the use of Vector Solutions scheduling previously budgeted
under Other Expenditures.
• Other Expenditures: increased $15,042, or 23.02% due to increases in education and travel
expenses.
164
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Fire Salaries-Supervision 355,567 375,874 398,430
Salaries-Clerical 74,067 77,267 129,455
Salaries-Operational 10,576,357 11,521,564 12,176,453
Overtime 846,331 575,000 636,000
Certification Pay 117,937 119,400 123,300
Assignment Pay 54,805 54,000 54,000
Stability Pay 1,623 1,623 3,796
Longevity 351,030 350,362 354,442
Cell Phone Allowance 2,538 2,160 5,040
FICA 891,983 934,544 994,631
TMRS Retirement 37,616 38,628 40,287
Life Insurance Contribution 14,025 14,235 14,235
Disability Insurance Contrib 10,665 10,886 10,886
Health Insurance Contributions 1,806,530 2,170,023 2,200,000
HSA Contributions-Employer 13,610 13,499 15,299
Fire Pension Contribution 1,584,138 1,895,527 2,303,380
Supplies-Motor Vehicle Fuel 38 0 0
Supplies-Minor Tools and Equip 67,005 64,580 71,105
Supplies-Minor Furniture 4,433 12,340 12,640
Supplies-Office 6,899 7,490 7,490
Supplies-Photographic 491 535 535
Supplies-Medical/Drug 22,849 36,240 38,310
Supplies-Janitorial 16,510 19,260 19,260
Supplies-Chemical 5,100 6,452 6,902
Supplies-Botanical/Agriculture 415 2,850 2,850
Supplies-Clothing and Uniforms 85,665 74,000 77,860
Supplies-Firefighting Clothing 59,133 122,100 138,932
Supplies-Linen 1,809 2,000 2,000
Supplies-Educational 9,742 17,700 18,000
Supplies-Periodicals/Supplemts 856 1,065 1,065
Supplies-Code Books 1,490 2,340 3,000
Supplies-Heating Fuel 1,495 0 0
Supplies-PC Software 57 0 0
Supplies-Other 3,346 5,670 5,750
165
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Fire Maint-Radios 371 4,290 4,290
Maint-Instruments 3,160 24,290 25,890
Maint-PC Software 43 0 0
Maint-Fire Facilities 3,530 0 0
Services-Telephone 30,926 34,826 23,995
Service-Wireless PhoneAircards 1,179 1,272 1,272
Services-Electricity 56,166 64,297 79,300
Services-Gas 20,961 20,000 26,000
Services-Wtr/Sewer/Sanitation 10,823 10,691 10,691
Services-Central Garage 1,167,579 1,326,687 1,358,216
Services-Other Professional 28,113 47,009 51,009
Services-Binding/Printing 3,969 3,842 3,842
Services-Other Miscellaneous 0 12,947 29,500
Travel Expenses 11,173 5,020 13,520
Education Registration 53,764 49,378 55,690
Lease Payments 2,238 2,129 2,129
Memberships 2,656 2,811 3,041
Postage/Freight 4,286 6,000 6,000
Machines/Tools/Implements 2,111 0 0
Oper Transfer-Other 85,149 128,998 134,128
Total Expenditures $18,514,354 $20,273,701 $21,693,846
166
CITY RECREATION
MISSION
To improve the quality of life of our citizens by delivering quality programs and services in a cost-effective and
courteous manner.
The Recreation Division oversees programming and registration in person, over the phone, and online for classes,
lessons, camps, special events, and athletic teams. The Division is also responsible for reservations of park
pavilions, the Log Cabin, Kemp/Sunnyside Center, East Lynwood Center, mobile stage, Lucy Park Swimming Pool,
Sports Complex, Skate Park, and practice fields.
SERVICES PROVIDED
• Programming, registration, and marketing of low cost quality recreational programs for all ages.
• Programming, registration, and marketing of recreational programs for citizens over the age of 50.
• Programming, registration, and marketing of athletic leagues and tournaments.
• Preparation and maintenance of recreation facilities and equipment.
• Administration and marketing of reservations for rental facilities and equipment.
FY2023 ACCOMPLISHMENTS
• Overall 20% increase in revenue and participation from prior year.
• Established online registration and reservation process for all programs, pavilions and ball fields.
• New revenue records for Summer Day Camps, and Field Rentals.
• New participation records in swimming pool attendance, Halloween and Easter Special Events.
• Funding for and installation of artificial turf at the Sports Complex.
• Hosted seven tournaments at the Sports Complex with an economic impact of$240,000.
• New windscreens installed at the Hamilton Park Tennis Center.
• Assumed management of the Hamilton Park Tennis Center.
CONTACT INFORMATION
Scott McGee
Recreation Services Administrator
940-761-7492
scott.mcgee@wichitafallstx.gov
167
CITY RECREATION
GOALS & PERFORMANCE MEASURES
FY 2023 STRATEGIC
STRATEGIC PLAN FY 2023 FY 2024
DEPARTMENT GOAL PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL STRATEGY
Expand 1.Accelerate 1.7
sponsorship Expand sponsorship program,
Economic Growth 1.8
program to 5.Actively Engage 5.1 update existing activities and 10% 10%
increase create new ones to increase
programs and & Inform the 5.3 revenue and economic impact.
special events
Public 5.4
1.Accelerate 1.3
Create and 1.7
recruit new Economic Growth. 1.8 Host up to 30 events at the
4. Efficiently 60% 100%
events to the 4.4 Sports Complex
Sports Complex Deliver City 4.5
Services
1.Accelerate
Economic Growth
3 Redevelop 1.3
Maintain Downtown 1.7
existing 4. Efficiently 3'7 Maintain successful existing
programs, Deliver City 4.4 programs,create 6 new 50% 100%
create new Services 4.5 activities, programs or events
ones. 5.Actively Engage 5.1
& Inform the
Public 5.4
Develop a plan 1.Accelerate
Economic Growth
for financing 2. Provide Quality
improvements 1.7 Develop a plan for financing
to tennis Infrastructure 2.1 improvements to the tennis
4. Efficiently
centers and 2.2 centers including Pickleball and 25% 50%
possible Deliver City 4.5 possible alternatives for the
alternatives for Services 4.5 Lucy Park Pool.
the Lucy Park 5.Actively Engage
Swimming Pool & Inform the
Public
1.Accelerate 1.3
Economic Growth 1.6
Participate in 2. Provide Quality 2.1
the process of Infrastructure 2.2
funding and 4. Efficiently 2.3 Participate in funding and 50% 100%
developing an Deliver City 2.5 developing a Parks Master Plan
Parks Master Services 4.3
Plan 5.Actively Engage 4.5
and inform the 5.1
Public
168
CITY RECREATION
FY2024 HIGHLIGHTS
• Personnel Services: decreased by$97,800, or 9.57%due to the transfer of some benefitted positions to
part-time, non-benefitted positions.
• Supplies: increased by$24,198, or 29.06%due to increases in janitorial, chemical, athletic, and
concession supplies.
• Maintenance and Repair: increased by$66,650, or 95.97%due to the purchase of portable fences for
the turf fields that were purchased using ARPA funds, as well as paying for the resurfacing of the tennis
courts.
• Utilities and Other Services: increased by$121,779, or 32.13% due to increased electricity payments, as
well as a new tennis management agreement.
169
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Recreation Salaries-Supervision 68,415 71,493 75,779
Salaries-Clerical 67,271 69,872 74,059
Salaries-Operational 532,826 642,181 469,709
Pool Operational 6,201 0 11,641
Overtime 18,989 10,000 10,600
Stability Pay 10,617 10,890 21,780
Cell Phone Allowance 363 360 360
FICA 48,757 39,873 49,710
TMRS Retirement 77,231 78,353 107,217
Life Insurance Contribution 605 605 605
Disability Insurance Contrib 457 464 464
Health Insurance Contributions 102,240 97,873 102,240
Supplies-Minor Tools and Equip 4,893 1,605 2,000
Supplies-Minor Office Tools/Eq 5,958 0 0
Supplies-Minor Furniture 250 0 0
Supplies-Office 3,177 4,492 6,000
Supplies-Medical/Drug 138 0 0
Supplies-Janitorial 2,918 5,600 7,000
Supplies-Chemical 7,041 7,570 10,710
Supplies-Recreation 7,391 10,945 15,300
Supplies-Athletic 335 10,000 12,500
Supplies-Concession 22,736 26,500 33,000
Supplies 50 Plus Zone 0 7,000 8,000
Supplies-Clothing and Uniforms 2,594 3,300 4,100
Supplies-Periodicals/Supplemts 128 0 0
Supplies-Personal Computers 4,697 1,200 1,500
Supplies-PC Software 675 0 0
Supplies-Other 10,735 5,100 7,400
Maint-Machine/Tools/Implements 256 0 0
Maint-Pumps/Motors 0 1,500 1,500
Maint-Office Furniture/Equip 1,023 11,000 17,000
Maint-PC Software 43 50 900
Maint-Heating/Cooling Systems 0 1,200 1,200
Maint-Buildings 2,840 5,000 5,000
170
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Recreation Maint-Parks Facilities 6,305 23,700 22,500
Maint-Other Structures 20,159 27,000 88,000
Services-Telephone 5,033 8,190 6,866
Service-Wireless PhoneAircards 1,555 1,728 2,640
Services-Electricity 91,812 95,110 162,500
Services-Central Garage 59,578 68,688 61,264
Services-Bank 5,013 4,937 5,000
Services-Other Professional 135,415 180,700 126,500
Services-Tennis 0 0 120,000
Services-Advertising 5,593 10,000 8,000
Services-Binding/Printing 4,491 9,638 8,000
Travel Expenses 1,561 1,510 1,510
Education Registration 11,272 9,300 12,000
Lease Payments 2,434 0 0
Memberships 680 1,400 1,600
Rent-Equipment 3,693 7,000 7,700
Rent-Land/Structures 250 1,200 1,200
Postage/Freight 2,163 3,000 3,000
Other Machinery and Equipment 0 111,500 1,500
Total Expenditures $1,368,804 $1,688,627 $1,697,054
171
GENERAL PARK MAINTENANCE
MISSION
The Parks Maintenance Department consists of four divisions. Parks Maintenance, City Lot Division, Cemetery
Division and MPEC Business Park/TXDOT ROW's. Our Mission is to make Wichita Falls a better place for people to
live and visit by adding multi landscapes,trails and beautiful parks for the public to enjoy.
SERVICES PROVIDED
• 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, Muhlberger Travel Center, five parks at Lake Arrowhead
and SAFB Travel Plaza along with the 12 ornamental median structures located throughout city.
• City Lot Division maintained the City-owned trustee lots and the mowing of Code Enforcement
violations, the crew mowed 1583 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 96
funerals combined. Riverside expansion is slowly coming together; Riverside Phase I expansion has been
quietly under construction since 2018. The division has completed the infill areas creating 350 spaces for
sale, only 103 have sold. Another 350 spaces will require heavy equipment to complete. It should be
progressing more in summer/fall 2023.
• 2021/2022 was a challenging year. Parks Maintenance maintained the above at a low level because we
still averaged 10 to 15 FTE employees short.
FY2023 ACCOMPLISHMENTS
• Maintained all of the above
• Completed the new Veterans Memorial at Lake Wichita Park. (Funding LWRC)
• Installed the ADA Kayak Dock at Lake Wichita Park(TPWD Grant)
• Installed a new 50 foot ZipKrooz at Rotary Park (Rotary Club)
• Installed shade structures with benches Rotary Park(Rotary Club)
• Constructed a new large picnic shelter at Hamilton Park(WCMA)
• Constructed new basketball court at Hamilton.(WCMA)
• Installed new playground at Lucy Land (Budget)
• Installed Musical Garden at Lucy Main Shelter. (Arts Council/WFSO)
• Installed Neon City art structure under MPEC walk bridge. (Private)
• New MPEC Parking Lot.
• Installed a 9 hole disc golf course at Expressway Village Park (Recycle)
• Constructed new restroom at O'Reilly Park(CDBG)
• Constructed 2100 feet of new guard rail along Holiday Creek. (CDBG)
• Installed a new 18 hole professionally designed Disc Golf course at Williams Park. (CDBG)
172
GENERAL PARK MAINTENANCE
• Installed a new small shelter at Scotland Park (CDBG)
• Installed electric service at the north shelter at Scotland Park. (CDBG)
• Replaced over 1000 shrubs and dozens of trees that were killed in the hard freezes of 2021 and 2022
• Planted and maintained over 66,000 annual color bedding plants in 150+flower beds.
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the results of grants being awarded from TXDOT.
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CONTACT INFORMATION
Terry Points
(940) 761-7609
terry.points@wichitafallstx.gov
176
GENERAL PARK MAINTENANCE
GOALS & POLICIES
FY 2024 STRATEGIC STRATEGIC PLAN PERFORMANCE FY 2023 FY 2024
DEPARTMENT PLAN STRATEGY MEASURE ESTIMATE TARGET
GOAL GOAL
Riverside 2-Provide 2.2 Complete Continue to build funding 0
Expansion Adequate Signature Public 45% 65%
with sales and services
Phase I & II Infrastructure Improvements
Strate2 Strategy2.2
Provide Complete Signature
Circle Trail Adequate Improvements Focus on Campfire to Lucy 0% 50%
Infrastructure Public
Improvements
2- Provide Design and 100%
Bridwell Courts Adequate implement new Demolish and rebuild new 50%
Infrastructure courts courts
Work with Seek funding for
Park Improvements outside groups signature park Continue to work with o 0
outside groups to create ideas 0% 50/o
to improve improvements for park expansions
parks
Seek funding Seek funding
Playground from different through budget, Continue to improve parks 30% 75%
Replacements sources grants and
donations
FY2024 HIGHLIGHTS
• Personnel Services: increased by$484,650, or 18.49%due to the addition of positions to continue
construction of the Circle Trail, as well as COLA and Merit increases.
• Maintenance and Repair: increased by$88,546, or 31.81%due to the replacement of the Lucy Park
Pagoda that burned down, as well as increased water main maintenance and playground
maintenance.
• Utilities/Other Services: decreased by$180,912, or 11.89%due to the funding of a Parks Master
Plan in FY 23 that is not needed to be funded this year, as well as a decrease in Central Garage
charges, offset by increases in electricity costs and subcontractor services.
177
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Park Salaries-Supervision 159,269 169,003 179,129
Maintenance Salaries-Clerical 47,120 49,070 52,011
Salaries-Operational 1,307,265 1,643,697 2,028,923
Overtime 45,573 70,000 74,200
Stability Pay 32,148 32,548 58,632
Cell Phone Allowance 1,982 1,920 2,280
FICA 108,729 109,240 129,517
TMRS Retirement 242,244 243,409 279,351
Life Insurance Contribution 1,894 1,896 1,896
Disability Insurance Contrib 1,429 1,449 1,449
Health Insurance Contributions 410,171 297,328 297,328
HSA Contributions-Employer 2,383 2,016 1,509
Supplies-Minor Tools and Equip 7,344 10,556 12,515
Supplies-Minor Furniture 0 1,493 3,714
Supplies-Office 2,256 2,985 2,997
Supplies-Photographic 61 164 254
Supplies-Medical/Drug 176 266 266
Supplies-Janitorial 11,586 14,500 14,500
Supplies-Botanical/Agriculture 20,781 33,590 34,900
Supplies-Clothing and Uniforms 2,139 3,210 3,615
Supplies-Educational 0 376 376
Supplies-Periodicals/Supplemts 228 86 86
Supplies-Animal Feed 0 162 162
Supplies-Personal Computers 540 646 512
Supplies-Other 2,448 11,344 12,093
Maint-Machine/Tools/Implements 4,074 7,250 7,795
Maint-Pumps/Motors 12,321 10,150 11,500
Maint-Office Furniture/Equip 541 129 175
Maint-Radios 0 1,000 1,000
Maint-PC Software 5,087 7,910 8,000
Maint-Heating/Cooling Systems 1,878 10,000 10,000
Maint-Park Lighting 0 90,500 92,500
Maint-Water Mains 47,219 65,000 70,000
Maint-Other Improvements 3,012 5,000 5,550
178
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Park Maint-Buildings 850 5,000 7,500
Maintenance Maint-Parks Facilities 6,726 24,005 24,495
Maint-Bridges 6,953 15,000 77,000
Maint-Playground Equipment 7,804 22,900 34,525
Maint-Other Structures 2,155 14,500 16,850
Services-Telephone 2,827 3,598 3,161
Service-Wireless PhoneAircards 1,272 3,656 5,408
Services-Electricity 77,643 75,940 111,800
Services-Gas 6,542 7,000 7,300
Services-Wtr/Sewer/Sanitation 75,960 42,161 42,161
Services-Central Garage 648,381 800,690 781,095
Services-Other Professional 37 200,000 0
Services-Temporary Employment 0 200,000 200,000
Services-Binding/Printing 869 2,105 508
Services-Subcontractors 157,215 187,000 189,805
Claims and Settlements 0 6,000 6,000
Contract-Other Agencies 14,400 19,400 19,400
Travel Expenses 757 1,650 1,650
Education Registration 5,735 5,750 6,060
Lease Payments 1,729 2,350 2,380
Memberships 683 1,546 1,435
Rent-Equipment 1,069 3,500 3,500
Postage/Freight 1,049 750 750
Permit Expense- City Projects 0 500 500
Construction-Park Improvements 73,887 56,000 58,600
Landscape/Trees/Shrubs 57,803 92,400 93,200
Other Vehicles 0 0 100,000
Other Machinery and Equipment 0 410,000 12,700
Total Expenditures $3,634,244 $5,101,294 $5,206,519
179
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Business Park Maint& 1000 Salaries-Operational 193,388 316,394 321,179
5th Overtime 6,100 2,500 3,180
Stability Pay 1,210 1,210 4,042
Cell Phone Allowance 363 360 360
FICA 14,717 13,412 19,143
TMRS Retirement 31,950 29,815 41,287
Life Insurance Contribution 255 235 235
Disability Insurance Contrib 192 178 178
Health Insurance Contributions 53,055 41,168 53,055
HSA Contributions-Employer 397 504 0
Supplies-Minor Tools and Equip 488 1,766 1,888
Supplies-Office 251 350 350
Supplies-Botanical/Agriculture 0 100 100
Supplies-Clothing and Uniforms 0 913 913
Supplies-Personal Computers 0 200 280
Supplies-Other 99 4,630 4,730
Maint-Machine/Tools/Implements 377 666 796
Maint-Radios 0 650 650
Maint-Water Mains 5,341 9,300 9,300
Service-Wireless PhoneAircards 456 456 456
Services-Central Garage 51,587 72,040 81,715
Landscape/Trees/Shrubs 3,474 2,630 8,200
Total Expenditures $363,701 $499,477 $552,036
180
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
City Lot Mowing Program Salaries-Operational 70,547 115,461 128,783
Overtime 1,427 1,000 1,060
Stability Pay 2,420 2,420 2,420
FICA 5,370 4,564 7,138
TMRS Retirement 11,324 10,434 15,397
Life Insurance Contribution 92 80 80
Disability Insurance Contrib 70 62 62
Health Insurance Contributions 19,468 8,673 19,468
Supplies-Minor Tools and Equip 606 1,189 1,261
Supplies-Office 58 96 96
Supplies-Medical/Drug 0 50 50
Supplies-Botanical/Agriculture 0 100 100
Supplies-Clothing and Uniforms 0 220 220
Supplies-Other 36 504 504
Maint-Machine/Tools/Implements 0 162 362
Maint-Radios 0 650 650
Services-Central Garage 18,772 22,787 18,732
Total Expenditures $130,190 $168,452 $196,382
181
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Cemetary Salaries-Operational 113,622 143,057 180,363
Overtime 3,780 3,000 3,180
Stability Pay 3,630 3,630 4,840
Cell Phone Allowance 363 360 360
FICA 8,504 10,078 7,786
TMRS Retirement 19,986 24,040 16,793
Life Insurance Contribution 150 186 186
Disability Insurance Contrib 113 141 141
Health Insurance Contributions 51,956 48,097 51,956
HSA Contributions-Employer 108 0 0
Supplies-Minor Tools and Equip 510 1,042 1,056
Supplies-Office 75 75 100
Supplies-Medical/Drug 0 50 50
Supplies-Janitorial 0 25 250
Supplies-Botanical/Agriculture 0 100 100
Supplies-Clothing and Uniforms 0 162 162
Supplies-Other 4,977 8,666 8,791
Maint-Machine/Tools/Implements 1,312 3,316 3,412
Maint-Radios 0 650 650
Maint-Other Equipment 0 600 600
Maint-Water Mains 0 1,112 1,112
Maint-Walks/Drives/Parking Lot 16,574 22,575 25,075
Services-Telephone 906 696 827
Services-Electricity 535 614 780
Services-Gas 1,298 1,500 1,600
Services-Wtr/Sewer/Sanitation 17 323 323
Services-Central Garage 29,100 35,704 44,780
Services-Binding/Printing 0 162 162
Postage/Freight 243 108 108
Construction-Park Improvements 1,241 2,688 3,000
Total Expenditures $259,000 $312,757 $358,542
182
Development Services Department/Planning Division
MISSION
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.
SERVICES PROVIDED
• 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
FY2023 ACCOMPLISHMENTS
• Worked in collaboration with downtown property owners/tenants and DWFD Inc. to implement a key
component of the Downtown Zoning Diagnostic Plan - Zoning Realignment in greater downtown after
conducting a series of public forums Spring 2022 and work sessions with Planning & Zoning Commission
and City Council.
• Published an online digital mapping tool for public access with various City department spatial data (e.g.
land parcels, aerials, zoning, floodplain, 4B eligible area, tax increment finance zones, etc.)
• Collaboration with SAFB and USDA to continue JLUS (Joint Land Use Study) implementation with
procedural interpretation changes to Wichita Falls landscaping standards. These changes help reduce
potential bird habitat areas thus assisting in alleviating BASH (Bird Air Strike Hazards) issues which impact
military/civilian aviation safety and maneuvers.
• Doubled the number of pre-development team meetings (187) held with commercial, industrial and
residential prospects which has improved the ease of development within Wichita Falls.
• Processed 1 owner-initiated annexation to accommodate a multi-family development under construction.
• Processed 81 plats to subdivide land for development, ranging from preliminary to final.
• Reviewed 48 site plans for consistency with zoning standards, particularly setbacks, parking, signage and
landscaping.
• Issued 120 property addresses either through the platting process or requests for re-address.
183
Development Services Department/Planning Division
• Processed 44 design review requests for historically designated properties between staff and Landmarks.
CONTACT INFORMATION
Karen Montgomery-Gagne Fabian Medellin
Principal Planner—Planning Division Planning Manager—Planning Division
940-761-7451 940-761-7451
Karen.montgomery@wichitafallstx.gov Fabian.medellin@wichitafallstx.gov
184
Development Services Department/Planning Division
GOALS & PERFORMANCE MEASURES
FY2024 STRATEGIC STRATEGIC PLAN FY2023 FY2024
DEPARTMENT PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Neighborhood 1.0 Accelerate 1.6 Revitalize Initiate implementation of
Revitalization Economic Depressed& neighborhood revitalization
Growth Declining priorities under Phase I: 70% 90%
Neighborhoods -Ord. revisions(junk vehicle/trees)
-Bridwell Park improvements
- Bi-annual information fair
Phase II: 20% 60%
-Neighborhood clean-up programs
-Partnerships w/non-profits
(Christmas-in-Action;Operation Fresh
Start)
-Create neighborhood branding
-Property maintenance code area
-Rental registration program
Downtown 3.0 Redevelop 3.2 Continue Zoning Diagnostic Report
Revitalization Downtown Implementation of Implementation: 40% 60%
Plan the Downtown -Zoning Realignment 100% --
Implementation Master Plan - Parking Assessment/Signage 15% 80%
Increase 4.0 Efficiently 4.4 Practice Actively work with Landmark Com. 20% 60%
Awareness of Deliver City Effective and partner agencies to improve
Historic Services Governance community awareness of:
Preservation 5.0 Actively 5.1 Enhance public - Historic District properties and
Programs Engage& outreach and associated Design Standards thus
Inform the engagement reducing non-compliant
Public alterations
-commercial/institutional historic
rehab funding assistance programs
Streamline 4.0 Efficiently 4.3 Streamline Continued implementation of
Development Deliver City Municipal Business improved coordination in the
Review Process Services Processes development review process with:
3.0 Redevelop 3.3 Support - Phase II: Plats Checklist 100% --
Downtown Innovative, Flexible - Phase III: Plats Checklist v2 50% 100%
Building Practices
Subdivision& 4.0 Efficiently 4.3 Streamline Subdivision Ordinance revisions to 20% 70%
Development: Deliver City Municipal Business Local Government Code and
Compliance Services Processes incorporate revised engineering
Update standards for commercial/
industrial development.
ARPA Project 4.0 Efficiently 4.4 Practice Continued coordination with 10% 50%
Coordination Deliver City Effective project managers regarding
Services Governance reporting and compliance with
5.0 Actively 5.4 Strengthen federal ARPA(American Rescue
Engage& Supportive Plan Act)funding.
Inform the Partnerships with
Public Non-for-Profit
Community.
185
Development Services Department/Planning Division
Zoning 4.0 Efficiently 4.4 Practice Revise zoning ordinance 40% 100%
Ordinance: Deliver City Effective regulations, including sign
Compliance Services Governance standards,to better align with
Update federal judicial rulings and new
state statutes.
FY 2024 HIGHLIGHTS
• Personnel Services: increased by$32,620, or 5.89% due to COLA and Merit increases and the addition of
a Neighborhood Revitalization Coordinator/Planner position.
• Other Expenditures: decreased by$8,781, or 31.75% due to decreased meeting funding
• Capital Improvements: increased by $32,000 for the purchase of a new car for the additional
Neighborhood Revitalization Coordinator position.
186
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General City Planning Salaries-Supervision 214,408 224,725 204,431
Salaries-Clerical 34,796 35,644 37,790
Salaries-Operational 101,412 150,568 196,475
Overtime 251 0 0
Stability Pay 2,957 2,958 8,032
Cell Phone Allowance 724 720 720
FICA 25,923 26,311 27,962
TMRS Retirement 58,491 59,015 60,308
Life Insurance Contribution 429 459 459
Disability Insurance Contrib 322 347 347
Health Insurance Contributions 50,426 52,655 49,500
HSA Contributions-Employer 397 504 503
Supplies-Minor Furniture 950 1,081 0
Supplies-Office 2,647 3,000 3,000
Supplies-Clothing and Uniforms 150 0 120
Supplies-Educational 0 165 150
Supplies-Periodicals/Supplemts 1,052 896 954
Supplies-Personal Computers 0 1,100 626
Supplies-PC Software 0 595 1,672
Maint-PC Software 0 245 894
Services-Telephone 1,411 2,751 1,842
Services-Central Garage 3,461 4,028 3,996
Services-Other Professional 4,234 0 0
Services-Lien Filings (1,040) 2,700 5,000
Services-Advertising 2,388 3,000 3,000
Services-Binding/Printing 1,977 750 750
Travel Expenses 3,467 6,535 6,100
Education Registration 1,144 3,600 3,250
Lease Payments 1,381 1,531 2,320
Memberships 1,043 2,144 2,009
Boards/Local Meetings 1,916 11,500 3,000
Postage/Freight 813 2,350 2,200
Motor Vehicles 0 0 32,000
Total Expenditures $517,530 $601,877 $659,409
187
Building Inspections
MISSION
The Building Inspection Division provides a platform for insuring the safety of the built environment through codes and
standards adopted by the city of Wichita Falls.The Permit Technician staff processes applications, reviews submittals, and
issues on average 36 permits per day. Commercial plan review services are conducted by the Plan Examiner to insure
submittals meet local requirements prior to issuing permits. Onsite inspections for building, electrical, plumbing, and
mechanical work is completed by our field inspector team and averages 70 inspections per day.
SERVICES PROVIDED
• Residential/Non-Residential Building Permit Review
• Residential/Non-Residential Building Inspections
• Oversight and Tracking of the City's Backflow Prevention program
• Answer daily technical and general questions from the public and contractors
• Attend Pre-Development meetings with potential building and development applicants to provide technical
information and guidance
FY2023 ACCOMPLISHMENTS
• Added a 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.
• Moved the plan review for commercial projects to a 5 day average with the help of all departments.
CONTACT INFORMATION
Ricky Horton, Building Official
940-761-7460
Ricky.horton@wichitafallstx.gov
188
Building Inspections
GOALS & POLICIES
FY 2024 STRATEGIC STRATEGIC FY 2023 FY 2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Create policies, in
coordination with the Continue to enhancement of the
4. Efficiently 4.3 Streamline permit software and plan review
Director,to improve Deliver City Municipal software to streamline the 80% 100%
departmental
Services Business customer and employee
efficiencies and experience
customer service Practices
Assist in leading and 14. Efficiently 4.3 Streamline
Deliver City Municipal
advancing a solutions Services Business Increased public awareness
oriented and "user Practices of services and benefits the
friendly" local 85% 90%
government access Division/Department
attitude within the 5.Actively 5.1 Enhance provides.
Engage and Public
Division/Department inform the public Outreach and
Engagement
Continue to improve 4.2 Reinforce
the permit, inspection 4.0 Efficiently a Culture of Research new permit software
and plan review Deliver City Superior and continue enhancements and 75% 85%
systems to keep up Services Customer upgrades for the inspections and
with customer needs. Service plan review process
FY2024 HIGHLIGHTS
• Personnel Services: decreased by$12,929, or 1.44% due to COLA and Merit increases offset by decreases in
TMRS retirement contributions and health insurance contributions.
• Utilities/Other Services: decreased by$8,059, or 5.35%due to decreased Central Garage charges.
189
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Inspection Salaries-Supervision 146,364 175,342 160,641
Salaries-Operational 405,280 449,109 463,889
Overtime 740 0 0
Stability Pay 7,260 7,260 12,100
Cell Phone Allowance 2,230 2,520 1,440
FICA 39,374 46,374 45,152
TMRS Retirement 88,556 102,958 97,385
Life Insurance Contribution 702 765 765
Disability Insurance Contrib 530 581 581
Health Insurance Contributions 101,254 110,724 101,254
HSA Contributions-Employer 496 504 0
Supplies-Minor Tools and Equip 755 300 300
Supplies-Minor Furniture 5,100 860 860
Supplies-Office 3,835 2,700 2,700
Supplies-Medical/Drug 0 100 100
Supplies-Clothing and Uniforms 863 800 1,000
Supplies-Educational 1,855 500 500
Supplies-Code Books 1,515 3,000 3,000
Supplies-Personal Computers 940 480 480
Supplies-Other 0 200 200
Maint-Systems Hardware 218 270 270
Maint-PC Software 385 415 415
Services-Telephone 2,477 5,312 3,468
Service-Wireless PhoneAircards 3,153 4,103 4,104
Services-Central Garage 27,616 55,251 49,016
Services-Bank 45 0 0
Services-Other Professional 88,888 78,500 78,500
Services-Binding/Printing 2,535 2,381 2,400
Services-Subcontractors 0 5,000 5,000
Travel Expenses 2,240 2,700 2,700
Education Registration 4,820 4,000 4,000
Lease Payments 1,381 2,000 2,320
Memberships 304 850 850
Boards/Local Meetings 676 2,400 2,400
190
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Inspection Postage/Freight 1,745 5,375 5,375
Total Expenditures $944,131 $1,073,633 $1,053,165
191
Development Services/Code Enforcement Division
MISSION
Code Enforcement Division is responsible for proactively inspecting properties within the city limits to ensure a
safe, sanitary, and clean city while reducing the appearance of slum and blight.
SERVICES PROVIDED
• Enforcement of city ordinances related to property violations.
o Including but not limited to: Weeds/grass, rubbish/trash, outdoor storage, front yard parking,
unsecured vacant structures, hazardous structures, and sign violations.
• Determining if vacant structures meet the criteria for demolition and completing the demolition
process.
FY2023 ACCOMPLISHMENTS
• Between October 1, 2022 and June 30, 2023
o 5,308 Total Cases
o 10,201 Total Inspections
o 826 Citations Issued
• Seventeen (17) properties taken to City Council for demolition orders.
• Thirteen (13) additional properties will be taken to City Council for demolition orders in July 2023.
• Twenty-five (25) hazardous structures demolished. Three commercial properties pending bid award for
asbestos abatement and demolition.
• Continued to streamline MyGov workflows to increase case processing efficiency.
• Addition of Code Enforcement Officer specifically dedicated to the Central Wichita Falls Neighborhood
Revitalization Area; position funded through positional cost reallocation, with no above-current cost
added to the FY 2023 budget.
CONTACT INFORMATION
Ryan Chavis Rita Miller
Code Enforcement Supervisor Neighborhood Services Manager
940-761-8841 940-761-8841
Ryan.Chavis@wichitafallstx.gov Rita.Miller@wichitafallstx.gov
192
Development Services/Code Enforcement Division
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Development 3. Redevelop 3.2 Continue Systems and policies are in place to 95% 100%
and Downtown implementation effectively and efficiently enforce
Implementation of the new Downtown Vacant Structure
of systems& Downtown Registry and Property Maintenance
policies related Master Plan Code ordinances.
to new
downtown
ordinances.
Participate in 1.Accelerate 1.6 Revitalize Assist Development Services staff 70% 95%
Neighborhood Economic Depressed and to determine needs,goals and
Revitalization Growth Declining implementation of ordinances
efforts Neighborhoods needed for revitalization efforts.
Continue to 4. Efficiently 4.3 Streamline Shorten the time it takes from the 90% 100%
improve the Deliver City Municipal time a hazardous structure is
demolition Services Business identified to the time it is
process Processes demolished.
Work with 4. Efficiently 4.4 Practice Using MyGov 5.0 work with 75% 80%
other Deliver City effective departments to improve
departments Services governance. functionality of the software,
and divisions & improve reporting, and streamline
to improve 4.5 Promote and processes for effective
MyGov encourage communication between
efficiencies innovation. departments.
FY 2024 HIGHLIGHTS
• Utilities/Other Services: increased by$49,098 due to subcontractor services increasing in cost.
193
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Code Enforcement Salaries-Supervision 16,130 16,857 70,067
Salaries-Clerical 29,346 30,666 26,008
Salaries-Operational 240,861 287,862 252,220
Stability Pay 5,391 5,391 5,890
Cell Phone Allowance 1,743 1,800 1,152
FICA 21,384 23,129 26,644
TMRS Retirement 48,292 51,761 57,468
Life Insurance Contribution 384 390 390
Disability Insurance Contrib 290 298 298
Health Insurance Contributions 60,465 68,673 50,000
HSA Contributions-Employer 5 0 498
Supplies-Minor Tools and Equip 0 1,000 200
Supplies-Minor Furniture 1,133 200 300
Supplies-Office 1,759 3,350 3,350
Supplies-Medical/Drug 30 55 55
Supplies-Clothing and Uniforms 500 550 550
Supplies-Personal Computers 460 0 0
Supplies-System Software 0 0 600
Supplies-Other 0 120 150
Maint-Systems Hardware 0 110 150
Maint-PC Software 300 325 405
Services-Telephone 0 1,332 1,470
Service-Wireless PhoneAircards 3,165 3,191 3,648
Services-Central Garage 27,615 24,827 34,057
Services-Binding/Printing 507 1,577 850
Services-Subcontractors 1,185 10,000 50,000
Travel Expenses 0 1,100 1,500
Education Registration 974 2,250 1,500
Lease Payments 777 777 1,195
Memberships 150 400 400
Postage/Freight 8,233 8,500 8,500
Total Expenditures $471,078 $546,492 $599,515
194
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
CDBG Code Enforcement Salaries-Supervision 4,032 4,215 14,325
Salaries-Clerical 0 0 6,498
Salaries-Operational 5,648 7,494 15,121
Terminal Pay 0 183 0
Stability Pay 0 0 366
Cell Phone Allowance 1 0 18
FICA 692 748 2,750
TMRS Retirement 1,593 1,688 5,930
Life Insurance Contribution 13 19 19
Disability Insurance Contrib 10 14 14
Health Insurance Contributions 1,424 2,040 5,086
HSA Contributions-Employer 0 0 5
Supplies-Office 0 350 350
Supplies-Medical/Drug 0 12 25
Supplies-Clothing and Uniforms 12 55 55
Supplies-Other 0 50 50
Services-Telephone 1,659 2,499 1,062
Services-Central Garage 11,587 11,587 2,872
Services-Court Cost/Registrat 1,500 1,000 1,350
Services-Advertising 346 3,500 3,500
Services-Binding/Printing 0 150 150
Travel Expenses 0 800 600
Education Registration 130 1,900 800
Postage/Freight 0 1,300 1,250
Budget Contingency 0 40,397 514
Total Expenditures $28,647 $80,001 $62,710
195
GENERAL PROPERTY MANAGEMENT/LAKE LOTS
MISSION
To provide exemplary service in a timely and efficient manner to both external and internal customers/staff while
being fiscally responsible and communicative.
SERVICES PROVIDED
• Handle all Real Estate transactions for the City. Negotiate for property acquisition and disposition, prepare
and file legal documents such as deeds, easements, detention agreements, encroachments, leases, etc.
• Maintain and invoice City leases: Grazing, hunting, parking, billboards, and Wichita Valley Water
Improvement district.
• Assist all departments with real property research such easements, encroachments, alley closures, etc.
• Research legal documents for internal and external customers.
• Prepare lake leases, collect rents, and enforce compliance of City Codes.
• Meet and work with the Lake Arrowhead Association board members.
• Log, track, and invoice all mowing done by Parks on the Code complaints on Private and Complaint lots.
Prepare and file all liens and lien releases, collect monies owed for invoices and liens.
• Ensure Code compliance on all trustee properties, secure and market properties for sale. Monitor and
track all activities, expenses and provide annual reports to the WFISD and Wichita County.
• Invoice and collect all City leases.
• Manage the Lindeman Parking Garage.
• Collaborate with Wichita County, WFISD and Perdue, Brandon, Fielder, Collins & Mott LLP regarding tax
foreclosures.
• Collaborate with Downtown Development regarding downtown development and encroachments on City
property.
• Review and file all plats submitted.
• Attend all pre-development meetings.
FY2023 ACCOMPLISHMENTS
• Acquired Laserfiche machines and are actively scanning current and archived documents. Scanned
approximately 8,000 documents so far.
• Reduced the Trustee Property Inventory tremendously thus eliminating mowing needs and expenses
while placing the property back on the tax rolls.
• Billed and Collected City Leases:Grazing, hunting, parking, land, lake leases, billboards,and Wichita Valley
Water Improvement district for a total of$753,596.00.
• Filed a total of 460 legal documents.
• Lake Arrowhead and Lake Kickapoo: Entered into 9 new leased lots, demolished structures on 2 lease lots,
terminated 2 leases and transferred 16 leases.
• Trustee Properties: Nine properties were stuck off to the City as trustee; 8 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 254 liens, Released 348 liens, Mailed 363 Mowing Invoices and 18 Demolition Invoices
•
196
GENERAL PROPERTY MANAGEMENT/LAKE LOTS
CONTACT INFORMATION
Pat Hoffman
Property Administrator
940-761-8816
pat.hoffman@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2024 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Transition to 4.3 Streamline
4. Efficiently
paperless real Municipal Reduction in paper transactions
estate/lease Deliver City Business compared to FY 2021 N/A 20%
Services
transactions Processes
Continue to
digitize/organize Digitize all current documents daily
4. Efficiently 4.3 Streamline
legal documents Deliver City Municipal while designating 1-2 hours each
for compliance day to digitize old documents. 5% 20%
Services Business
and efficient (Deeds,easements,
Processes
accessibility and encroachments, leases, liens,etc.)
space saving.
Attend annual leaseholders
Improve 4.3 Streamline meetings and continue to
4. Efficiently
relationships Deliver City Municipal collaborate with leaseholders to 50% 70%
with Lake lease Business improve the property and promote
holders Services Processes pride of ownership. Encourage new
development.
Promote the 4. Efficiently 4.3 Streamline Promote the parking garage leases
Lindeman Deliver City Municipal and encourage Downtown property 5% 20%
Parking Garage Services Business owners to utilize.
Processes
FY2024 HIGHLIGHTS
• Personnel Services: increased by$24,382, or 5.93%due to COLA and Merit increases.
• Supplies: increased by$3,599, or 42.29% due to increases in personal computer supplies.
197
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General Property Salaries-Supervision 91,114 95,217 100,935
Management Salaries-Clerical 17,016 17,788 18,851
Pool Clerical 0 1,200 0
Salaries-Operational 98,785 103,255 109,468
Overtime 116 0 0
Stability Pay 3,630 3,630 6,050
Cell Phone Allowance 363 720 360
FICA 15,862 16,510 17,538
TMRS Retirement 34,722 35,681 37,827
Life Insurance Contribution 277 278 278
Disability Insurance Contrib 209 210 210
Health Insurance Contributions 23,425 21,831 23,425
Supplies-Minor Tools and Equip 324 538 538
Supplies-Minor Office Tools/Eq 1,208 968 968
Supplies-Minor Furniture 299 0 0
Supplies-Office 1,734 2,215 2,215
Supplies-Medical/Drug 0 54 55
Supplies-Clothing and Uniforms 120 180 180
Supplies-Educational 0 323 300
Supplies-Periodicals/Supplemts 74 710 710
Supplies-Personal Computers 0 0 2,514
Supplies-System Software 1,322 1,344 1,344
Supplies-PC Software 0 0 90
Services-Telephone 734 1,549 1,034
Service-Wireless PhoneAircards 0 0 957
Services-Electricity 0 561 561
Services-Gas 3,433 3,500 3,700
Services-Central Garage 593 710 995
Services-Other Professional 7,500 1,209 2,400
Services-Lien Filings 17,548 26,875 17,500
Services-Court Cost/Registrat 2,248 5,375 4,000
Services-Advertising 2,198 1,613 1,613
Services-Binding/Printing 226 1,613 1,000
Services-Subcontractors 2,205 5,375 5,000
198
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General Property In City Mileage Reimbursement 2,053 2,000 2,000
Management Travel Expenses 0 1,935 2,500
Education Registration 250 2,600 3,000
Memberships 0 269 300
Postage/Freight 536 806 0
Cnstrctn-Tr Signals/St Lts 0 500 0
Total Expenditures $330,123 $359,138 $370,417
199
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Lake Lot Administration Salaries-Clerical 17,017 17,788 18,851
Salaries-Operational 56,559 59,003 62,551
Overtime 46 0 0
Stability Pay 1,210 1,210 3,630
Cell Phone Allowance 363 360 360
FICA 5,354 5,504 6,228
TMRS Retirement 12,373 12,696 13,431
Life Insurance Contribution 99 98 98
Disability Insurance Contrib 74 74 74
Health Insurance Contributions 15,689 18,418 15,689
Supplies-Minor Tools and Equip 158 161 200
Supplies-Minor Office Tools/Eq 99 215 200
Supplies-Minor Furniture 35 0 0
Supplies-Office 1,386 1,613 1,500
Supplies-Clothing and Uniforms 80 100 100
Supplies-Personal Computers 0 0 1,064
Supplies-PC Software 0 0 45
Supplies-Other 0 101 100
Maint-Lake Roads 24,885 37,625 37,625
Services-Telephone 174 356 245
Service-Wireless PhoneAircards 0 0 456
Services-Central Garage 4,591 5,264 5,381
Services-Other Professional 0 323 350
Services-Court Cost/Registrat 0 108 200
Services-Advertising 0 538 500
Services-Binding/Printing 340 538 600
Services-Subcontractors 0 17,200 10,000
Travel Expenses 0 215 215
Education Registration 90 250 250
Memberships 75 150 150
Postage/Freight 1,982 1,075 1,100
Cnstrctn-Tr Signals/St Lts 0 323 0
Total Expenditures $142,677 $181,304 $181,192
200
TRAFFIC ENGINEERING DEPARTMENT
MISSION
The Traffic Engineering Department is responsible for the following:
• Address traffic issues through analysis of traffic data and proper selection/application of traffic
control devices.
• Design, build, operate, and maintain traffic signals, school zone beacons, traffic control signs,
street lighting, and pavement marking.
• Operate and manage the City's computerized traffic control system.
• Investigate and abate traffic hazards.
• Operate school crossing guard program.
• Provide traffic engineering expertise in the real estate development process for upcoming
projects by coordinating with Public Works and Planning Departments.
• Assist the development process by analyzing traffic related projects through information,
document review, and traffic engineering expertise.
SERVICES PROVIDED
• Maintenance/repair on signals, street lights,traffic signs, and pavement markings
• Signal detection systems
• Outdoor warning systems
• School warning beacons
• Identification and installation of proposed bicycle infrastructure
• Install additional street lighting in the City, as needed
• Infrastructure improvements and reconstruction
• Annual sign replacement project
• Street lighting
• Annual roadway striping project
FY2023 ACCOMPLISHMENTS
• Installed 20 miles of Shared bike lane on S H 240 to East Scott, Taft Blvd to SWPWY, Weeks Park Lane to
Taft, and dedicated lanes on City View Drive. Total bike lane miles 38
• Installed signal system on Maplewood & McNeil
• Upgraded signal cabinets with TS-2 technology at two intersections (Fairway @ Kell, 13th @ Broad)
• Replaced twenty-nine damaged Wayfinding signs throughout the city
• Completed upgrades on all 49 School Beacons with Al cellular Communications
• Continue to improve financial performance of the traffic department
CONTACT INFORMATION
Larry Wilkinson
Traffic Engineering Superintendent
940-761-7643
Larrv.wilkinson@wichitafallstx.gov
201
TRAFFIC ENGINEERING DEPARTMENT
GOALS & PERFORMANCE MEASURES
FY 2023 STRATEGIC STRATEGIC FY 2023 FY 2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Install Continue the
additional Provide Quality bicycle friendly Installation of 18-miles of shared $100,000 $100,000
shared bike Infrastructure bicycle lane infrastructure 4B funds 4B funds
initiative
lanes
Provide Quality Upgrade or Ensure proper replacement of
Upgrade Signal Infrastructure replace outdated Traffic Signal Cabinets based on a
Cabinets public facilities 25-year life cycle $60,000 $63,200
Provide Quality Upgrade or Upgrade remaining school warning
Upgrade School Infrastructure replace outdated beacons to cellular communication
Warning public facilities to improve operational $0 $80,000
Beacons performance
Provide Quality Upgrade or Upgrade roadway pavement
Annual Striping Infrastructure replace outdated markings to better perform for
Project public facilities public use(5-Year Program) $50,000 $50,000
Provide Quality Upgrade or Replace annual signage identified
Annual Sign Infrastructure replace outdated per section of City to better control
Replacement $42,000 $44,000
public facilities sign performance and life cycle
Project
Replace Provide Quality Upgrade or Complete correction of Wayfinding
Damaged Infrastructure replace outdated deficiencies; prepare for annual
Wayfinder public facilities maintenance/repair of Wayfinding $181,000 $25,000
Signs Infrastructure
Provide Quality Upgrade or Traffic Signal Infrastructure has a
Complete Infrastructure replace outdated 50-Year Life Span;Complete
Annual Traffic $0 $80,000
Signal Overhaul public facilities reconstruction is recommended
FY2024 HIGHLIGHTS
• Supplies: increased $73,392, or 73.08% over the prior year due to increased investments in
traffic signal control infrastructure.
• Maintenance and Repair:decreased$18,249,or 9.33%due to decreased maintenance projects
on street lights
• Debt Expenditures: increased $8,029, or 2.54% over the prior year due to changes in yearly
bond repayments according to the schedule provided with the issuance of the bond. More
information can be found in the Debt Service Fund section of this document as well as the
Annual Comprehensive Financial Report (ACFR) on the City's website.
• Other Expenditures: increased by $5,420, or 106.69% due to increases in In-City Mileage
reimbursement, travel expenses, and education registration
• Capital Improvements: decreased by $37,450, or 4.73% due to decreases on traffic signal
infrastructure expenditure.
202
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General Traffic Engineering Salaries-Supervision 81,370 85,033 90,132
Salaries-Operational 534,379 626,291 587,720
Overtime 21,230 17,500 19,080
Stability Pay 7,673 7,673 14,520
Cell Phone Allowance 1,655 1,800 1,440
FICA 49,066 50,490 50,933
TMRS Retirement 91,955 96,496 109,856
Life Insurance Contribution 709 748 748
Disability Insurance Contrib 535 563 563
Health Insurance Contributions 99,688 98,786 99,688
Supplies-Motor Vehicle Fuel 286 0 0
Supplies-Minor Tools and Equip 4,958 5,935 6,315
Supplies-Minor Furniture 0 0 2,147
Supplies-Office 460 1,500 2,000
Supplies-Medical/Drug 0 150 150
Supplies-Traffic Control 58,901 68,599 138,392
Supplies-Clothing and Uniforms 4,840 6,490 5,280
Supplies-Periodicals/Supplemts 3,974 4,500 5,200
Supplies-Container 99 0 0
Supplies-PC Software 2,280 2,655 2,680
Supplies-Other 4,851 10,445 11,502
Maint-Machine/Tools/Implements 1,366 2,700 3,750
Maint-Office Furniture/Equip 0 0 300
Maint-Instruments 4,391 12,925 9,650
Maint-PC Software 214 350 450
Maint-Systems Software 9,909 10,000 9,900
Maint-Heating/Cooling Systems 0 1,000 250
Maint-Park Lighting 15,850 19,219 19,583
Maint-Signal Lights 70,207 75,895 47,790
Maint-Service Connections 64 0 0
Maint-Street Lights 99,937 43,432 50,039
Maint-Warning Sirens 24,332 27,945 33,105
Maint-Central Garage 873 2,100 2,500
Services-Telephone 5,924 6,897 4,602
203
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
General Traffic Engineering Service-Wireless PhoneAircards 3,695 4,463 3,552
Services-Electricity 37,922 40,159 41,600
Services-Elect/Street Lights 285,105 295,000 295,000
Services-Gas 11,069 12,000 14,000
Services-Central Garage 154,216 195,025 208,671
Services-Other Professional 0 181 0
Services-Binding/Printing 0 0 200
Bond Principal Payments 190,294 226,742 242,228
Bond Interest Payments 117,796 89,142 81,685
In City Mileage Reimbursement 2,661 2,800 4,800
Travel Expenses 932 1,000 3,000
Education Registration 1,475 800 2,000
Memberships 50 100 100
Postage/Freight 552 380 600
Signs 198,761 150,754 151,684
Street Lighting 4,620 162,075 214,480
Traffic Signal Cabinets 25,400 63,200 75,200
Traffic Signal Control Equip 0 80,600 79,740
Traffic Signal Infrastructure 33,423 323,225 232,460
Warning Sirens 19,258 11,160 0
Total Expenditures $2,289,205 $2,946,924 $2,981,265
204
ENGINEERING
MISSION
Deliver exceptional project and asset management by providing high quality and excellence in design,construction
management and asset tracking of critical infrastructure for the City.
SERVICES PROVIDED
• Develops plans and specification for City capital improvement projects to include but not limited to
water treatment and distribution system, wastewater treatment and collection system, drainage
improvements, roadways and recreational amenities
• Inspects and approves all construction in the City's right-of-way
• Approves development plans and plats and provides inspection services and materials testing for new
and improved infrastructure
• Maintains and oversee the infrastructure mapping system and asset management
• Oversee the development of studies and future development for the City's infrastructure
FY2023 ACCOMPLISHMENTS
• Designed in-house$14M in capital improvement projects. Oversaw$14.1M in consultant design
projects.
• Oversaw the construction of$49.9M in projects
o Completed the first phase of the Business Park Infrastructure Improvements for the water and
sewer extension.
o Completed the widening of Taft Blvd Project as part of the 2018 Street Bonds
o Completed the Quail Creek regional detention basin next to the Transfer Station
o Oversaw the completion of 100,022 linear feet of new and rehabilitated streets, 544 linear feet
of drainage improvements, 17,602 linear feet of new and replacement water mains and rehab of
8,964 linear feet of sanitary sewer mains
• Provided oversite 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 196 sidewalk, driveway approaches, and curb and gutter repairs, and private utility repairs
CONTACT INFORMATION
T. Blane Boswell, PE, CFM
City Engineer
940-761-7477
blane.boswell@wichitafallstx.gov
205
ENGINEERING
GOALS & PERFORMANCE MEASURES
FY 2023 STRATEGIC STRATEGIC PLAN FY 2023 FY 2024
DEPARTMENT PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Execute design Engineer Manning Days
and award of all 2.6 Enhance Focus on (5 positions) 95% 90%
budgeted 2.0 Provide Long-Term Street and
Quality Award Award
infrastructure Utility Infrastructure
Infrastructure Annual Budgeted CIP Project w/in 28 w/in 28
rehabilitation Needs g j
projects Bid Schedule days of days of
Schedule Schedule
Promote
development
through accurate 2.0 Provide 2.6 Enhance Focus on 10 10
and timely design Quality Long Term Street and Development Plan Review business business
review and on- Infrastructure Utility Infrastructure days days
site inspection of Needs
infrastructure.
Provide accurate
infrastructure
mapping to 2.6 Enhance Focus on 110 Field 75 Field
2.0 Provide Map Map
properly manage Long-Term Street and Complete Map Update
Quality Updates Updates
capital Infrastructure Utility Infrastructure Requests from the Field Work Work
infrastructure Needs
assets within the Orders Orders
City ROW.
2.6 Enhance Focus on
Maintain 2.0 Provide 50%of 50%of
Long-Term Street and Assess every street every
accurate street Quality Streets Streets
condition index. Infrastructure Utility Infrastructure four years Maintained Maintained
Needs
Utilize
Complete 2018 2.0 Provide 2.6 Enhance Focus on Taft Blvd remaining
Street Bond Quality Long-Term Street and Completion of Taft Blvd Widening bond funds
Utility Infrastructure Widening Project on street
projects Infrastructure Needs complete. rehab
projects.
FY2024 HIGHLIGHTS
• Personnel Services: increased by$42,252, or 2.70% due to COLA and Merit increases offset by
decreases in health insurance contributions.
206
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Engineering Salaries-Supervision 229,014 239,333 253,695
Salaries-Operational 779,043 839,705 857,270
Overtime 9,730 14,000 14,840
Certification Pay 37 0 1,950
Stability Pay 14,397 14,397 22,756
Cell Phone Allowance 2,459 2,520 2,340
FICA 73,854 75,962 84,989
TMRS Retirement 170,797 172,030 183,309
Life Insurance Contribution 1,343 1,330 1,330
Disability Insurance Contrib 1,014 1,007 1,007
Health Insurance Contributions 179,047 199,248 179,047
HSA Contributions-Employer 2,373 2,642 1,895
Supplies-Minor Tools and Equip 581 2,305 2,305
Supplies-Minor Office Tools/Eq 0 150 150
Supplies-Minor Furniture 5,549 1,700 1,700
Supplies-Office 8,789 10,050 10,050
Supplies-Medical/Drug 0 70 70
Supplies-Janitorial 0 500 500
Supplies-Lab 1,056 3,375 3,375
Supplies-Clothing and Uniforms 40 410 410
Supplies-Educational 800 800 800
Supplies-Periodicals/Supplemts 107 270 278
Supplies-Personal Computers 360 1,000 1,000
Supplies-PC Software 503 0 135
Maint-Office Furniture/Equip 0 1,000 1,000
Maint-Radios 0 300 300
Maint-Instruments 4,776 6,570 6,570
Maint-PC Software 86 132 0
Maint-Systems Software 7,262 7,400 7,400
Maint-Heating/Cooling Systems 0 500 500
Maint-Buildings 300 1,252 1,252
Services-Telephone 3,920 8,049 5,596
Service-Wireless PhoneAircards 1,010 912 1,368
Services-Electricity 1,885 1,854 1,690
207
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Engineering Services-Central Garage 58,361 72,616 77,783
Services-Other Professional 1,858 17,040 7,960
Services-Court Cost/Registrat 0 400 400
Services-Advertising 1,810 2,000 2,000
Services-Binding/Printing 1,022 2,253 4,106
Insurance Expense 15 15 15
In City Mileage Reimbursement 3,312 3,301 3,300
Travel Expenses 24 3,100 3,100
Education Registration 1,149 5,200 5,200
Lease Payments 1,898 0 2,975
Memberships 1,975 1,965 1,890
Boards/Local Meetings 18 100 100
Postage/Freight 629 2,000 2,000
Instruments/Apparatus 0 1,500 0
PC Computer Equipment 0 0 2,000
Total Expenditures $1,572,201 $1,722,264 $1,763,705
208
STREET MAINTENANCE DIVISION
MISSION
Perform the highest level of quality maintenance of streets and drainage systems to ensure long-term
sustainability while providing safe movement of traffic and flow of storm water in the most efficient means.
SERVICES PROVIDED
• Maintenance of 540 miles of streets and 529 miles of drainage facilities within the City limits and ETJ
• Directly responsible for pothole repair, minor street repair, and street sweeping
• Complete utility cut repair which includes clean up, backfill and finished surfaces
• Ensure drainage maintenance which includes culverts, bridges, open channels, residential detention
ponds, and ditches through making minor repairs, cleaning and mowing.
• Maintain Lake Wichita dam and Holliday Creek, Lake Arrowhead and Kickapoo dams, and lake lot roads
• Mow Water Treatment Plants and Towers and haul water sludge
• Complete emergency response during flooding, wind damage and ice and snow events
FY2023 ACCOMPLISHMENTS
• Successfully completed 18 work orders and responded to 301 service calls.
• Repaired 1,172 utility cuts within an average of 27 calendar days of receiving the hole.
• Responded to 653 pothole repair work orders filling 2,947 potholes and 992 street skinpatches.
• Completed sweeping of 4,087 curb miles improving the quality of City streets and protecting stormwater
exceeding MS4 permit requirements
• Cleaned, maintained and mowed 97 detention ponds and over 500 miles of drainage improvements to
ensure the drainage system reliability.
CONTACT INFORMATION
Jose Caballero
Streets Superintendent
940-761-7970
Jose.caballero@wichitafallstx.gov
209
STREET MAINTENANCE DIVISION
GOALS & PERFORMANCE MEASURES
FY2024 STRATEGIC STRATEGIC PLAN FY2023 FY2024
DEPARTMENT PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Manage and repair
utility cuts in a timely 2.6 Enhance Focus
manner to ensure 2.0 Provide on Long-Term 27 28
the safety of the Quality Street and Utility Close Utility Cuts within 28 Calendar Calendar
public and protection Infrastructure Infrastructure Calendar Days Days Days
of the City's Needs
infrastructure.
Ensure the City
Sweep Streets 2,500 curb
meets MS4 permit 4,000 curb 3,000 curb
2.6 Enhance Focus miles per year
requirements miles miles
through completion 2.0 Provide on Long-Term (MS4 Permit)
Quality Street and Utility
of measurable goals Clean and Maintain 30,000 LF
set forth by the Infrastructure Infrastructure of Drainage Channels per
approved Needs year 50,000 LF 50,000 LF
management plan (MS4 Permit)
Maintain City streets 2.6 Enhance Focus
by completing timely 2.0 Provide on Long-Term Respond to Pothole Service 16 40
and quality pothole Quality Street and Utility Requests within 40 calendar Calendar Calendar
repair and patching Infrastructure Infrastructure days Days Days
as needed. Needs
FY2024 HIGHLIGHTS
• Personnel Services: increased by $447,161, or 15.73% due to COLA and Merit increases, as well as an
increase in health insurance contributions
• Utilities/Other Services: increased by$126,806,or 11.32%due to increases in electricity costs,gas costs,
and Central Garage services.
210
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Street Maintenance Salaries-Supervision 48,834 51,034 54,090
Salaries-Clerical 33,113 34,708 36,798
Salaries-Operational 1,470,867 1,866,121 2,086,115
Overtime 207,452 137,700 174,900
Stability Pay 33,249 32,177 62,924
Cell Phone Allowance 1,084 1,080 1,080
FICA 131,148 116,386 127,761
TMRS Retirement 295,247 261,910 275,563
Life Insurance Contribution 2,087 2,050 2,050
Disability Insurance Contrib 1,574 1,552 1,552
Health Insurance Contributions 461,213 331,659 461,213
HSA Contributions-Employer 5,723 5,766 5,259
Supplies-Motor Vehicle 161 0 0
Supplies-Minor Tools and Equip 5,496 8,500 8,500
Supplies-Minor Furniture 930 990 990
Supplies-Office 1,417 1,300 1,300
Supplies-Photographic 0 100 100
Supplies-Medical/Drug 0 100 100
Supplies-Janitorial 641 1,000 1,000
Supplies-Botanical/Agriculture 5,858 6,000 6,000
Supplies-Traffic Control 14,530 14,900 14,900
Supplies-Linen 0 350 350
Supplies-Periodicals/Supplemts 0 100 100
Supplies-Ice Chat 8,897 10,000 10,000
Supplies-Heating Fuel 1,478 2,500 2,500
Supplies-PC Software 0 0 135
Supplies-Other 9,286 13,500 13,500
Maint-Machine/Tools/Implements 0 1,000 1,000
Maint-Pumps/Motors 0 1,000 1,000
Maint-Radios 0 550 550
Maint-PC Software 128 132 0
Maint-Heating/Cooling Systems 140 500 500
Maint-Walks/Drives/Parking Lot 1,686 6,000 6,000
Maint-Storm Sewers 0 7,000 7,000
211
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Street Maintenance Maint-Street Overlay 143,057 156,640 156,640
Maint-Utility Cuts (445) 0 0
Maint-Buildings 4,672 1,400 1,400
Maint-East Scott Facility 397 0 0
Maint-Bridges 0 3,500 3,500
Maint-Dams 0 500 500
Maint-Canals/Conduits 0 3,200 3,200
Maint-Fences 1,925 1,000 1,000
Services-Telephone 1,602 4,090 2,193
Service-Wireless PhoneAircards 2,855 5,424 2,808
Services-Electricity 8,211 7,868 10,920
Services-Gas 9,696 10,000 12,000
Services-Wtr/Sewer/Sanitation 197 221 221
Services-Central Garage 853,329 1,027,235 1,154,125
Services-Other Professional 49,200 50,000 50,000
Services-Advertising 1,086 0 0
Services-Binding/Printing 1,012 1,823 1,200
Services-Subcontractors 12,138 13,447 13,447
Insurance Expense 0 20 20
Claims and Settlements 0 6,000 6,000
Travel Expenses 120 500 500
Education Registration 75 1,085 1,085
Lease Payments 778 500 623
Memberships 260 350 350
Rent-Equipment 2,250 3,750 3,750
Postage/Freight 249 100 100
Other Improvements 2,001,192 4,510,860 4,505,860
Total Expenditures $5,836,097 $8,727,178 $9,296,271
212
City Attorney's Office
MISSION
The City Attorney's Office continued to meet its goal of providing effective legal representation to the City Council
and staff in the performance of their duties.This office officially worked on 542 projects from July 1,2022,through
June 30, 2023, covering a wide range of topics. It also defended the City against claims and litigation and
represented the State in all cases filed in Municipal Court.
SERVICES PROVIDED
• City Attorney R. Kinley Hegglund, Jr. provides effective legal representation to the City Council and
administrative staff and attends all Council meetings. He also represents the 4B Sales Tax Corporation
and the Wichita Falls Economic Development Corporation. Mr. Hegglund serves as the Chairman of the
Employee Benefit Trust and is the legal advisor to the City/County Hospital Board. He is the City's
representative to the Atmos Cities Steering Committee and serves on the executive board of the Oncor
Cities Steering Committee.
• Deputy City Attorney Julia Vasquez handles all litigation and employment issues on behalf of the City.
Further, she represents the City Attorney's office at all Meet & Confer (Police and Fire), Civil Service
Commission, and Police Legal Review meetings.
• Deputy City Attorney James McKechnie handles all contract reviews and represents the City Attorney's
office at all Planning& Zoning Commission, Board of Adjustment, and Construction Board of Adjustment
meetings.
• Assistant City Attorney Monica Aguon assists with litigation, claims against the City, and represents the
City at all Landmark Commission meetings. (Hired in February 2023)
• Assistant City Attorney Misty King serves as the City's Municipal Court Prosecutor and represents the City
at all Accident Review Board meetings. (Hired in November 2022)
• Executive Legal Assistant Paige Lessor provides clerical, administrative, and legal services by gathering
required information, drafting various instruments, and managing the office. She also prepares the fiscal
year budget with oversight from the City Attorney and serves as recording secretary for the WF4BSTC,
WFEDC, and Meet &Confer(Police & Fire).
• Legal Clerk Wiletta Langston provides clerical assistance to the Municipal Court Prosecutor, as well as
customer service to callers and visitors to the department. She schedules witnesses, drafts court
documents, prepares case files, and performs other tasks.
ACCOMPLISHMENTS
July 1, 2022—June 30, 2023
• Discussion, negotiation, and drafting of economic development agreements between various entities
and the Wichita Falls Economic Development Corporation and the 4B Sales Tax Corporation.
1. Pratt &Whitney—Performance Agreement and Promissory Note
2. Falls Metal Fabrication—Performance Agreement Amendment
3. Chamber of Commerce—Economic Development Services Contract
4. i.d.e.a.WF—Contract between MSU and WFEDC for Promotion of Economic Development Activities
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City Attorney's Office
5. Downtown Wichita Falls Development (DWFD)—Contract for Promotion of Economic Development
Activities
6. Sheppard Military Affairs Committee (SMAC)—Contract for Administration of Economic Development
Activities
7. Restoring the Past— Performance Agreement regarding 604 7th Street
8. Restoring the Past—Performance Agreement regarding 608 7th Street
9. S+A LTD CO, LLC—Performance Agreement and Promissory Note
10. Chelsea Plaza, LLC— Performance Agreement and Promissory Note
11. DWFD—Performance Agreement regarding Downton Streetscape Improvements
• Special Projects
1. Successfully negotiated settlements of numerous property damage claims with multiple contractors
installing fiber optic cable for Vexus Fiber for damage to City property in an approximate amount of
$45,000.00.
2. Time Warner Cable aka Spectrum Settlement — A group of cities, including Wichita Falls, reached an
agreement with Time Warner Cable Texas, LLC, d/b/a Spectrum and Charter Communications, in their
federal lawsuit seeking recovery of damages for past underpayments of cable services franchise fees and
to eliminate future underpayments. The final settlement requires Spectrum to calculate and pay various
cable fees over the next ten years,which will benefit the City in an amount of approximately$150,000.00.
3. Established procedures for the City to proceed with litigation in accordance with Texas Local
Government Code Chapter 54 to require property owners to conform with the City's health and safety
ordinances. In conjunction with the City Prosecutor, Code Enforcement, the Health Department, the Fire
Marshal, and the Police Department, Deputy City Attorney coordinated and directed the operation
involving the property at 3003 Cumberland and successfully gained compliance from the property owners.
4. Drafted Meet and Confer Agreements for the Police Department, including one agreement to allow for
the creation and maintenance of eligibility lists for lateral positions and to waive the age requirements for
the lateral position and another agreement to allow for the creation of a non-civil service classification of
temporary, part-time Reserve Police Officers; and to allow for the hiring of temporary, part-time Reserve
Police Officers to assist in non-patrol sections of the Police Department to perform duties where there
are insufficient numbers of regular, full-time Police Officers to fulfill the required duties.
5.Successfully negotiated an Interlocal Agreement between the City and Midwestern State University for
improvements to Quail Creek. The negotiations involved the City obtaining easements necessary for
continued access to the creek for construction and maintenance and easements essential to store
construction materials and equipment to improve Quail Creek.
6. Drafted the contract with Anthony Inman Construction for the improvements to Memorial Auditorium.
• Defense of the City against personal injury claims; state and federal litigation.
From July 1, 2022, through June 30, 2023, in addition to already pending claims and litigation, this office
has received 17 new claims and four new state cases.The following disputes have been settled so far this
past fiscal year:
o Wesley Tipton v. the City of Wichita Falls, Texas; No. 175,661-B; In the 78th JDC of Wichita County,
Texas. [Suit filed in 2011.] Prevailed in this state personal injury suit in regards to an auto accident
involving a police officer responding to an emergency call. After remaining on the Court's docket for
several years, the Court held a hearing on its Notice to Dismiss for Want of Prosecution. The City
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City Attorney's Office
Attorney filed a response advocating for dismissal and attended the hearing on December 19, 2022,
in which the Court dismissed the case for want of prosecution.
o Randy Doan vs. City of Wichita Falls; No. DC89-2023-0370;In the 89th JDC of Wichita County,Texas.
[Suit filed on 2/17/2023].Plaintiff Randy Doan sued the City for personal injury and property damages
up to $250,000.00 in connection with an August 2022 automobile accident in which he drove his car
over a street light pole that had fallen onto U.S. Highway 281 in the City. Our office obtained the
multiple relevant Officer's Crash Reports and interviewed law enforcement and lay witnesses. After
investigating the claims, Assistant City Attorney filed a Plea to the Subject Matter Jurisdiction of the
Court. Our office received notice of the plaintiff's decision to dismiss the City within a week of that
filing.
o Dylan Vann v. City of Wichita Falls, et al.; No. 7:21-CV-019-0; In the U.S. District Court for the
Northern District of Texas,Wichita Falls Division. [Suit filed in 2021.] Prevailed in federal court in this
case,where Vann sued the Chief of Police, several officers, and the City for civil rights violations.Vann
was shot after he pulled a revolver on two officers. He sued, claiming his right against excessive force
under the Fourth Amendment was violated. The District Judge granted the officers' motion for
summary judgment on the grounds of qualified immunity on June 9, 2022. On July 11, 2022, the
Magistrate Judge returned the case to the District Judge for adjudication of remaining claims against
the City and Chief of Police. The City submitted a supplemental Motion for Summary Judgment on
February 6, 2023.The United States Magistrate Judge issued findings and conclusions recommending
granting the City's motion for summary judgment dismissing the City and the Chief of Police in his
official and individual capacities. On April 27, 2023, the District Judge adopted these findings and
conclusions and dismissed the claims against the City and the Chief of Police.
• Two New Assistant City Attorneys joined the Legal Department.
o Misty King, Assistant City Attorney/Municipal Court Prosecutor - In November 2022, the City
Attorney hired Misty King, former Executive Chief Prosecutor for the Wichita County District
Attorney's Office, as the new Municipal Court Prosecutor. Ms. King came to the City with 12 plus years
of experience prosecuting felony and misdemeanor cases. She spent multiple years of her experience
as a chief misdemeanor prosecutor and then as a district court chief felony prosecutor before
becoming the Executive Chief Prosecutor.
o Monica Aguon, Assistant City Attorney — In January 2023, the City Attorney hired Monica Aguon,
former Assistant Criminal District Attorney for Wichita County, as a new Assistant City Attorney. Ms.
Aguon joined the City with six years of criminal law experience prosecuting both felony and
misdemeanor cases. In addition to Ms. Aguon's criminal law experience, she has five years of
experience in civil defense law, specifically defending against personal injury suits.
• Municipal Court Prosecutor Annual Report from July 1, 2022—June 30,2023
1. During her first nine months as the Municipal Court Prosecutor, Ms. King has conducted seven jury trials
and 53 bench trials, reducing the turnaround time to one month for bench trials and two months for jury
trials, greatly increasing the efficiency of the municipal court process.
2. Additionally, the Municipal Court Prosecutor worked with the Municipal Court Judge and Court
Administrator to establish a pretrial docket, helping defendants navigate the justice system and further
215
City Attorney's Office
improving the efficiency and effectiveness of the Municipal Court System. Since implementation, 228
cases have been set on the pretrial docket.
3. Finally, Ms. King coordinated and conducted training with Animal Control and Code Enforcement
officers to instruct and advise officers on municipal court procedures and in writing probable cause
affidavits.
CONTACT INFORMATION
R. Kinley Hegglund,Jr., City Attorney Paige Lessor, Executive Legal Assistant
940-761-7625 940-761-7625
kinley.hegglund@wichitafallstx.gov paige.lessor@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2021 FY2022
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
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%
Municipal Court Docket the judge Court Judge
prosecution Jury Trial Trials before Trial before six jurors at 100% 100%
Docket ajury Municipal Court
216
City Attorney's Office
Monday morning
appointment-based
Prosecutor Meet the meetings to discuss 100% 100%
appointments Prosecutor violations and possible
settlement options with
prosecutor
FY2024 HIGHLIGHTS
• Personnel Services: increased by $88,237, or 9.29% due to COLA and Merit increases as well as staffing
changes.
• Other Expenditures: increased by $6,379, or 17.15% due to increases in travel expenses, education
registration, and memberships.
217
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Legal Department Salaries-Supervision 208,208 201,656 223,723
Salaries-Clerical 91,037 94,395 100,076
Salaries-Operational 296,798 383,951 437,314
Overtime 55 1,000 1,060
Stability Pay 5,115 5,115 9,680
Deferred Compensation 14,916 14,535 14,535
FICA 40,669 50,803 57,308
TMRS Retirement 109,749 112,467 123,603
Life Insurance Contribution 777 785 785
Disability Insurance Contrib 587 595 595
Health Insurance Contributions 64,077 84,180 64,077
Supplies-Minor Furniture 3,830 0 0
Supplies-Office 2,035 6,600 6,600
Supplies-Periodicals/Supplemts 7,125 8,961 10,449
Supplies-Library Materials 5,505 11,030 11,786
Supplies-PC Software 0 250 250
Services-Telephone 1,941 3,913 2,593
Services-Other Professional 3,739 50,000 50,000
Services-Court Cost/Registrat 920 4,650 4,650
Services-Binding/Printing 454 2,650 2,650
Insurance Expense 15 15 0
In City Mileage Reimbursement 7,225 7,201 7,200
Travel Expenses 3,949 14,300 18,100
Education Registration 4,630 7,700 9,600
Memberships 3,070 4,600 5,280
Boards/Local Meetings 265 600 600
Postage/Freight 2,013 2,800 2,800
Total Expenditures $878,702 $1,074,752 $1,165,314
218
City Clerk
MISSION
The City Clerk is an officer of the City, appointed by the City Council, and is a statutory position required by State
law and the City Charter. Functioning much like the Secretary of State, the City Clerk is the local official who
maintains integrity of the election process, ensures transparency and access to city records, facilitates the city's
legislative process, and is the recorder of local government history. The City Clerk acts as the compliance officer
for federal, state, and local statutes, including the Open Meetings Act and the Public Information Act, and serves
as the local filing authority for campaign finance reports and financial disclosure statements. The City Clerk's
office issues various permits, cemetery deeds/transfers, processes liability claims, and manages the
board/commission application and appointment process. Our goal is to provide quality services with exceptional
customer service, serve as a resource to citizens, and be a link between citizens and the City organization.
SERVICES PROVIDED
• Documenting Official Actions of the City Council (minutes, ordinances, resolutions, contracts)
• Conducting City Elections
• Local Filing Authority for Campaign Finance Reports and Personal Financial Statements.
• Public Information Act/Requests for Public Information
• Open Meetings Act/Posting Notice of all Meetings
• Records Management
• Permits/Licenses
• Cemetery Deeds/Transfers
• Boards and Commissions
• Notary Public
FY2023 ACCOMPLISHMENTS
• All Public Information Requests (PIR) completed in 10 or< business days
• Worked with the Police Department to streamline intergovernmental transfers and the PIR process
• Ordinances, Resolutions, and minutes saved in Laserfiche in 3 or< days
• Expanded documents available through the public portal for Official City Records
• All City Council minutes, with the exception of bound books, scanned into Laserfiche
• Updated contract filing policy to improve efficiency
• Updated all records retention schedules in Laserfiche
• Deputy City Clerk, Theodore Ham, completed the TMCCP certification program and obtained Texas
Registered Municipal Clerk(TRMC) designation, and was named the Texas Municipal Clerks Association
Red River Chapter Clerk of the Year.
• Hired and trained part-time Admirative Assistant
219
City Clerk
CONTACT INFORMATION
Marie Balthrop, TRMC, MMC
City Clerk
(940) 761-7409
marie.balthrop@wichitafallstx.gov
GOALS & POLICIES
FY 2024 STRATEGIC STRATEGIC FY 2023 FY 2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Advancement of Streamline
multi-year records Efficiently municipal
Deliver City Based off beginning status 70% 75%
management Services business
program processes.
Turnaround time for Efficiently Streamline
municipal Public Information Deliver City 10 or<business days 100% 100%
Requests Services business
processes
Streamline
Advancement of Efficiently municipal electronic form Deliver City Based off beginning status 25% 75%
accessibility Services business
processes
Conduct inventory of Efficiently Practice
all City records in Deliver City Effective
Memorial Auditorium Services Governance 16 Divisions 0% 10%
Conduct 2023 General Efficiently Practice
Election Deliver City Effective Election completed in
Services Governance accordance with LGC and City 100%
Charter.
FY2024 HIGHLIGHTS
• Personnel Services: increased by$64,546, or 34.29%due to COLA and Merit increases as well as a
transfer of 0.5 FTE to the City Clerk to assist in records requests.
• Other Expenditures: increased by$21,301, or 120.22%due to expenditures needed to conduct the
election this fiscal year.
220
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
City Clerk Department Salaries-Supervision 82,068 85,776 95,400
Salaries-Clerical 10,776 14,054 29,497
Salaries-Operational 26,336 38,610 46,235
Overtime 275 250 371
Stability Pay 413 688 3,246
Cell Phone Allowance 724 720 720
FICA 8,807 10,198 13,092
TMRS Retirement 19,840 20,325 30,442
Life Insurance Contribution 159 159 159
Disability Insurance Contrib 120 120 120
Health Insurance Contributions 14,936 17,345 33,507
Supplies-Minor Office Tools/Eq 0 1,000 0
Supplies-Minor Furniture 2,120 0 0
Supplies-Office 995 1,000 1,000
Supplies-Educational 129 150 150
Supplies-Periodicals/Supplemts 52 60 128
Supplies-PC Software 57 0 255
Services-Telephone 879 1,505 1,051
Services-Other Professional 11,105 3,395 3,395
Services-Court Cost/Registrat 140 100 100
Services-Advertising 1,565 3,000 3,500
Services-Binding/Printing 875 200 616
Insurance Expense 88 88 88
Travel Expenses 5,792 7,000 5,000
Education Registration 1,717 2,500 2,000
Lease Payments 763 764 1,080
Election Expense 13,137 0 25,000
Memberships 465 475 860
Boards/Local Meetings 1,231 3,480 1,580
Postage/Freight 3,618 3,500 3,500
Total Expenditures $209,183 $216,462 $302,092
221
TEXAS.J.;114,4 5116'
Water/Sewer Funds
222
WATER & SEWER FUND
WATER& SEWER (ALL FUNDS)
The Adopted FY 2024 Budget includes a 5% increase in the retail rates. While retail rates were increased in FY
2023, rising water and sewer line replacement supplies along with economy-wide inflation resulted in the need
for an additional 5% rate increase in FY 2024.The retail rate increase will provide for additional needed water and
sewer line replacement, address the impact of inflation, and will maintain market competitive salaries.
The Adopted Budget sets the City's policy goal at 20% of unrestricted expenditures in unreserved fund balance,
less debt service.Of the fund's$55,985,726 expenditures in the FY 2024 budget, $12.7 million is reserved for debt
payments, bringing the ongoing expenditures budget to $43.3 million. This means that the total needed to meet
the unrestricted fund balance policy is $8.7 million. The current unrestricted balance at the start of FY 2024 is
anticipated to be$10.4 million. Fund Balance in this fund is both unrestricted and committed.
For budget purposes, the Water and Sewer Fund is represented as a group of funds which include the primary
operating fund as well as the capital funds for Lake Ringgold, Microfiltration and Reverse Osmosis Fund, and
Water&Sewer Capital. The following table breaks out the total revenues and expenditures by the two fund types.
Water and Sewer (All Funds)
Fund Summary
Operating Capital Total
Revenue
Service Charges $ 44,702,700 $ 6,105,800 $ 50,808,500
All Other Revenue 1,177,226 4,000,000 5,177,226
Total Revenues 45,879,926 10,105,800 55,985,726
Expenditures
Personnel Services $ 13,356,207 - $ 13,356,207
Supplies 4,758,212 - 4,758,212
Maintenance & Repair 2,903,953 - 2,903,953
Utilities/Other Services 5,821,002 5,821,002
Insurance & Contract Su pp. 1,059,824 - 1,059,824
Debt Expenditures 12,716,682 - 12,716,682
Other Expenditures 2,918,383 - 2,918,383
Capital I mprovernents - 10,488,800 10,488,800
Transfers Out 1,962,663 - 1,962,663
Total Expenditures $ 45,496,926 $ 10,488,800 $ 55,985,726
223
WATER & SEWER FUND
WATER& SEWER OPERATING FUND
The Water& Sewer Operating Fund represents the revenue and expenses associated with the ongoing operations
of the water and sewer system.
Water and Sewer Fund - Operating
FY 2023 FY 2024
FY 2022 Adopted Adopted
Actual Budget Budget % Change
Revenues
Water Sales $32,196,280 $ 31,522,458 $33,861,120 7.42%
Sewer Charges 10,069,795 9,309,634 10,458,580 12.34%
All Other Revenue 4,906,921 2,333,791 1,177,226 -49.56%
Total Revenues $47,172,996 $ 43,165,883 $45,496,926 5.40%
Expenditures
Personnel Services $11,335,328 $ 12,552,046 $13,356,207 6.41%
Supplies 3,226,016 4,913,498 4,758,212 -3.16%
Maintenance & Repair 2,032,341 2,419,739 2,903,953 20.01%
Utilities/Other Services 4,836,907 4,833,394 5,821,002 20.43%
Insurance & Contract Supp. 889,058 1,012,940 1,059,824 4.63%
Debt Expenditures 12,775,940 12,717,289 12,716,682 0.00%
Other Expenditures 2,175,859 2,889,160 2,918,383 1.01%
Capital Improvements 1,672,117 0.00%
Transfers Out 1,823,429 1,827,817 1,962,663 7.38%
Total Expenditures $40,766,995 $ 43,165,883 $45,496,926 5.40%
224
WATER & SEWER FUND
The following chart illustrates a comparison of the City of Wichita Falls' current water rates with similar cities in
Texas. The information comes from each city's website and was sourced on June 1, 2023. The Adopted Budget
includes an increase of the total bill for water and wastewater from $61.39 to $64.45 based on average use of
5,000 gallons.
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&SewerONLY)
McKinney $21.75 $17.65 $31.75 $22.75 $93.90
San Angelo $24.22 $30.69 $7.50 $29.72 $92.13
Mesquite $28.68 $16.52 $28.08 $17.87 $91.15
Waco $14.64 $22.21 $29.15 $22.57 $88.57
Allen $16.52 $16.96 $14.88 $33.59 $81.95
Grand 3rairie $24.35 $16.96 $25.10 $15.42 $81.83
Richardson $34.55 $8.00 $24.60 $8.00 $75.15
Tyler $15.02 $15.80 $14.42 $19.10 $65.34
Beaumont $21.00 $15.52 $18.88 $9.94 $65.34
Wichita Falls $24.82 $19.75 $11.58 $8.30 $64.45
Midland $18.33 $21.61 $2.64 $21.79 $64.37
Denton $18.15 $15.84 $19.00 $11.00 $63.99
Abilene $17.75 $17.30 $12.50 $15.00 $62.55
Odessa $17.55 $21.01 $9.42 $13.73 $61.71
League City $18.83 $7.94 $17.17 $15.02 $58.96
Lewisville $10.53 $22.16 $12.66 $10.08 $55.43
Sugar Land 5.79 $15.13 $16.65 $16.07 $53.64
College Station $13.75 $12.40 $4.26 $21.29 $51.70
Killeen $10.14 $13.54 $7.60 $19.26 $50.54
Pasadena $10.85 $12.96 $10.83 $12.96 $47.61
McAllen $8.25 $12.45 $8.50 $12.,50 $41.70
Edinburg $4.98 $10.78 $3.84 $10.07 $29.67
AVERAGE $17.34 $16.51 $15.05 $16.64 $65.53
OPERATING FUND REVENUES
Water Sales:This category makes up the majority of the revenue in the Water&Sewer Fund at about 76%of total
revenue. The Adopted Budget anticipates a $2,338,662 or 7.42% increase in Water Sales. This increase is due to
the increase in retail rates and an adjustment for estimated usage levels.
Sewer Charges: The Adopted Budget anticipates sewer sales to increase by $1,145,946 or 12.34%. This increase
is due to the 5% increase in retail rates and adjusted for estimated usage levels.
All Other Revenue: All other revenue has decreased by $1,156,565 or 49.56%. The FY 2023 budget included the
use of fund balance in the amount of$1.4M in order to keep the increase in rates to 5% instead of the proposed
level of 9%.
225
WATER & SEWER FUND
OPERATING FUND EXPENDITURES
For FY 2024, Water & Sewer Operating Fund budgeted expenditures are $45,496,926 which is an increase of
$2,331,043 or 5.40% increase from the FY 2023 Adopted Budget. The major expenses in this fund are Personnel
Services and Debt Expenditures which combined make up over half of the total expenditures.
Personnel Services: Personnel Services are budgeted to increase due to Merit and COLA adjustments to help
ensure market competitive compensation for City staff,as well as increases to stability pay to help retain our long-
term, experienced staff.
Supplies: Supplies have decreased by $155,286 or 3.16% from the prior year due to estimates of chemical cost
which are anticipated to be $641k or 18.5% less than FY2023 projected levels. The $641,000 decreased in
projected chemical cost is partially offset by increases in pipes and other equipment used for water line and sewer
line replacements.
Maintenance & Repair: The Adopted Budget for this category is $2,903,953 which is 20.01% higher than the
previous year budget mostly due to the increased costs associated with repairing and maintaining pumps and
motors.
Utilities/Other Services: This category has increased$987,608 or 20.43%due to the increased cost of electricity.
Insurance & Contract Exp: The Adopted Budget for this category is $1,059,824 which is 4.63% higher than the
previous year budget due to an expected increase in the cost of property and liability insurance provided by Texas
Municipal League (TML).
Debt Expenditures: This category accounts for debt service of $12,716,682 including repayments of three debt
issuances and a payment on a capital lease. More information about debt expenditures is available in the Debt
Service Fund section of this document.
Transfers Out:This account reflects the transfers to other funds for services rendered to the Water&Sewer Fund.
226
WATER & SEWER FUND
WATER& SEWER CAPITAL FUNDS
The FY 2024 budget allocates$10,488,800 of revenues for capital funds including$6,488,800 of FY 2024 service
charges and $4,000,000 in prior year revenue set aside for capital purposes.
Item Amount
Water Line Replacement 1,500,000
Sewer Line Replacement 1,500,000
Lake Ringgold - Federal Permitting 5,000,000
Lift Station Rehab 750,000
Micro-filtration/Reverse Osmosis (MFRO} 600,000
Belt Press Refurbishment 330,000
Large Valve Replacement Program 200,000
Water Source of Supply Equipment 134,000
Powdered Activated Carbon 110,000
All Other Equipment 364,300
Total $ 10,488,300
227
WATER & SEWER FUND
PERSONNEL BY JOB TITLE
Utility Collection FY 2021-22 FY2022-23 FY2023-24 Change PY
CFO/Director of Finance 0.15 0.15 0.15 -
Clerk 0.75 0.75 0.75 -
Customer Account Analyst 1.00 - - -
Customer Service Rep 3.00 3.00 3.00 -
Lead Customer Service Rep 2.00 2.00 2.00 -
Lead Water Customer 1.00 1.00 1.00 -
Senior Customer Service Rep 2.00 2.00 2.00 -
Utility Collection Manager 1.00 1.00 1.00 -
Utility Systems Data Administrator - 1.00 1.00 -
Water Customer Service Rep 3.001 4.00 4.00 -
Water Meter Reader 1.001 - - -
Tota l 14.90 14.90 14.90 -
Utility Admin FY 2021-22 FY2022-23 FY2023-24 Change PY
Administrative Secretary 1.00 1.00 1.00 -
Civil Engineer LOU 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 1.0°0 1.00 -
Total 6.35 6.35 6.35 -
Utility Equip Services FY 2021-22 FY2022-23 FY2023-24 Change PY
Equipment Operator 4.00 4.0,0 4.00 -
Heavy Equipment Operator 8.00 8.00 8.00 -
Street Superintendent 0.25 0.25 0.25 -
Tota l 12.25 12.25 12.25 -
228
WATER & SEWER FUND
Water Distribution FY 2021-22 FY2022-23 FY2023- 4 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 4.00 4.00 -
Senior Utilities System Worker 13.00 13.00 13.00 -
Store Clerk 2.00 2.00 2.00 -
Storekeeper 1.00 1.00 1.00 -
Utilities System Supervisor 4.00 4.00 4.00 -
Utilities System Worker 13.00 13.00 13.00 -
Utility Locators 2.00 2.00 3.00 1.00
Water Distribution Specialist 1.00 1.00 1.00 -
Water Distribution Superintendent 1.00 1.00 1.00 -
Water Meter Mechanic 1.00 1.00 1.00 -
Total S2.00 52.00 53.00 1.00
*Proposed increase to accommodate volume of utility location requests,
Sewer Rehab FY 2021-22 FY2022-23 FY2023-24 Change PY
USW I 4.00 4.00 4.00 -
USW II 4.00 4.00 4.00 -
Wasterwater Collection/Rehab 1.00 1.00 1.00 -
Total 9.00 9.00 9.00 -
Water Source of Supply FY 2021-22 FY2022-23 FY2023-24 Change PY
P/P Maintenance Mechanic 1.00 1.00 1.00 -
Senior Pump/Plant Manager 2.00 2.00 2.00 -
Total 3.00 3.00 3.00 -
Water Purification FY 2021-22 FY2O22-23 FY2O23-24 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Electronics Instrument Tech 2.00 2.00 2.00 -
Lead Plant Operator 5.00 5.00 5.00 -
P/P Maintenance Mech 2.00 1.00 1.00 -
Plant Operator I 8.00 8.00 8.00 -
Plant Operator II 7.00 7.00 7.00 -
Senior Lab Technician 1.00 1.00 1.00 -
Senior Pump/Plant Maintenance 5.00 6.00 6.00 -
USW I 1.00 - - -
Utilities System Worker 1.00 2.00 2.00 -
Water Laboratory Sup 1.00 1.00 1.00 -
Water Operator&Maintenance Supv. 1.00 1.00 1.00 -
Water P/P Maintenance Supervisor 1.00 1.00 1.00 -
Water Supply-Purific 1.00 1.00 1.00 -
Water/Wastewater Lab 1.00 1.00 1.00 -
Tota l 38.00 38.00 38.00 -
229
WATER & SEWER FUND
Wastewater Collection FY 2021-22 FY2022-23 FY2023-24 Change PY
Administrative Clerk 2.00 2.00 2.00 -
Heavy Equipment Operator 2.00 2.00 2.00 -
USW I 1.00 1.00 1.00 -
USW II 3.00 3.00 3.00 -
USW III 1.00 LOG 1.00 -
Utilities System Worker 7.00 7.00 7.00 -
WW Collection Supervisor 1.00 1.00 1.00 -
Tota l 17.00 17.00 17.00 -
Resource Recovery FY 2021-22 FY2022-23 FY2023-24 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Elect Intr Tech I 1.00 1.00 1.00 -
Elect Intr Tech II 1.00 1.00 1.00 -
Environmental Coordinator 0.50 0.50 0.50 -
Lead Plant Operator* 10.00 10.00 16.00 6.00
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 LOD 1.00 LOG -
Resource IRec Superintendent L00 1.00 1.00 -
Senior Lab Technician LOD 1.00 LOG -
Senior P/P Maintenance Mechanic* 3.00 3.00 4.00 1.00
USW I 3.00 3.00 3.00 -
USW I 2.00 2.00 2.00 -
USW II 2.00 2.00 2.00 -
W/W P/P Maintenance Supervisor I L00 1.00 1.00 -
W/W P/P Maintenance Supervisor II L00 1.00 1.00 -
Water/Wastewater Lab Tech I L00 1.00 1.00 -
Water/Wastewater Lab Tech II L00 1.00 1.00 -
Water/Wastewater O&M Supervisor 1.00 1.00 1.00 -
Total 40.50 40.50 47.50 7.00
*Proposed increase to adequately cover plant operations and maintenance needs
Total -Water& Sewer Fund 193.00 193.00 201.00 8.00
230
UTILITY COLLECTIONS
MISSION
To continue to be a very customer friendly department that makes all existing customers comfortable with our
processes and to welcome new customers with a convenient and easy way to initiate new service.
SERVICES PROVIDED
• Bill and collect payments for 34,000 customers
• Establish new accounts
• Final out and transfer new accounts
• Create and make work orders for new taps
• Explain billing procedures to customers
• Notify and encourage delinquent customers to access resources for payment assistance
FY2023 ACCOMPLISHMENTS
• Updated to a newer version of billing software
• Added new payment options
• Continued to run promotions for paperless billing
CONTACT INFORMATION
Garry Capron
Utility Collection Manager
940-761-8830
garry.capron@wichitafallstx.gov
231
UTILITY COLLECTIONS
GOALS & PERFORMANCE MEASURES
FY 2023 STRATEGIC STRATEGIC FY 2023 FY 2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Encourage more
customers to Lower cost of mailing bills. 25% 30%
receive e-bills
Promote bank
drafts. Lower counter traffic. 25%
Research going
to complete Reduce cost of billing. 5%
paperless billing.
FY2024 HIGHLIGHTS
• Personnel Services: increased by$25,247, or 2.56%due to COLA and Merit increases offset by
decreases in health insurance contributions
• Other Expenditures: increased by$6,307, or 3.83%due to increased travel expenses and education
registration.
232
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Utility Collection Salaries-Supervision 163,977 139,071 147,405
Salaries-Clerical 236,126 259,634 275,535
Salaries-Operational 227,719 240,011 232,844
Overtime 5,320 4,500 6,360
Certification Pay 1,494 1,500 0
Stability Pay 14,011 14,548 22,772
Longevity 3,549 3,564 3,564
FICA 46,209 46,241 51,760
TMRS Retirement 106,944 107,956 111,640
Life Insurance Contribution 851 832 832
Disability Insurance Contrib 650 641 641
Health Insurance Contributions 136,511 166,940 136,511
Supplies-Minor Tools and Equip 5,650 2,791 5,220
Supplies-Minor Furniture 0 1,500 1,500
Supplies-Office 5,575 4,750 4,530
Supplies-Medical/Drug 0 100 100
Supplies-Clothing and Uniforms 4,124 4,544 5,140
Maint-Office Furniture/Equip 207 400 400
Maint-PC Hardware 7,551 0 5,953
Maint-PC Software 43 43 45
Services-Telephone 6,410 4,730 3,899
Service-Wireless PhoneAircards 705 456 816
Services-Central Garage 48,022 58,777 60,698
Services-Bank 26,829 26,423 27,650
Services-Other Professional 59,997 62,508 58,560
Services-Binding/Printing 46,061 43,184 43,186
Lease Payments 777 777 1,195
Postage/Freight 157,158 163,679 163,680
Total Expenditures $1,312,470 $1,360,101 $1,372,436
233
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Water Sewer Debt Service Bond Principal Payments 0 10,005,000 10,455,000
Bond Interest Payments 1,979,645 2,712,289 2,261,682
Total Expenditures $1,979,645 $12,717,289 $12,716,682
234
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Utilities Administration Salaries-Supervision 192,868 195,653 241,715
Salaries-Clerical 34,061 35,028 37,129
Salaries-Operational 227,414 237,069 251,280
Overtime 308 500 530
Certification Pay 1,807 1,800 29,040
Stability Pay 6,188 6,188 14,708
Cell Phone Allowance 726 720 1,440
FICA 32,937 34,403 40,555
TMRS Retirement 76,590 77,754 87,470
Life Insurance Contribution 602 598 598
Disability Insurance Contrib 454 455 455
Health Insurance Contributions 68,115 79,871 68,115
HSA Contributions-Employer 505 504 0
Supplies-Minor Tools and Equip 0 200 200
Supplies-Office 0 1,500 1,500
Supplies-Educational 146 750 750
Supplies-PC Software 0 44 44
Maint-Office Furniture/Equip 0 250 250
Maint-Radios 0 250 250
Maint-PC Hardware 0 1,000 1,000
Maint-PC Software 86 8,000 8,000
Maint-Systems Software 6,754 0 0
Services-Telephone 316 611 880
Service-Wireless PhoneAircards 532 456 456
Services-Central Garage 4,458 5,356 5,362
Services-Other Professional 11,052 46,500 46,500
Services-Advertising 1,603 4,000 4,000
Services-Binding/Printing 442 1,400 1,400
In City Mileage Reimbursement 2,108 2,101 2,100
Travel Expenses 6,036 9,500 9,500
Education Registration 2,025 6,800 6,800
Lease Payments 1,346 1,346 1,346
Memberships 12,840 15,730 15,730
Public Relation/Promo 1,762 13,000 13,000
235
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Utilities Administration Postage/Freight 1,761 1,650 1,650
Total Expenditures $695,840 $790,988 $893,753
236
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Utility Equipment Services Salaries-Supervision 16,278 17,012 18,030
Salaries-Operational 388,636 464,824 509,507
Overtime 32,061 30,000 31,800
Stability Pay 11,303 12,238 22,386
FICA 32,220 35,134 40,356
TMRS Retirement 73,762 83,108 87,044
Life Insurance Contribution 541 624 624
Disability Insurance Contrib 408 492 492
Health Insurance Contributions 114,387 123,344 114,387
Supplies-Motor Vehicle 0 100 100
Supplies-Minor Tools and Equip 0 400 400
Supplies-Office 1,253 800 800
Supplies-Medical/Drug 0 50 50
Supplies-Botanical/Agriculture 0 1,700 1,700
Supplies-Traffic Control 2,135 2,250 2,250
Supplies-Linen 0 200 200
Supplies-Heating Fuel 337 700 700
Supplies-PC Software 0 88 88
Supplies-Other 0 400 400
Maint-Machine/Tools/Implements 413 200 200
Maint-Radios 0 450 450
Maint-PC Software 86 0 0
Maint-Utility Cuts 217,699 269,500 269,500
Maint-Buildings 80 0 0
Maint-East Scott Facility 4,159 6,845 6,845
Services-Telephone 534 998 528
Service-Wireless PhoneAircards 988 912 912
Services-Electricity 2,294 2,335 2,990
Services-Wtr/Sewer/Sanitation 0 100 100
Services-Central Garage 195,859 196,859 187,119
Services-Binding/Printing 71 750 750
Education Registration 75 260 260
Memberships 0 30 30
Rent-Equipment 150 300 300
237
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Utility Equipment Services Postage/Freight 241 20 20
Total Expenditures $1,095,968 $1,253,023 $1,301,318
238
WATER DISTRIBUTION
MISSION
The Water Distribution Division is responsible for the maintenance and repair of the approximately 575
miles of water mains throughout the City, as well as tapping those mains for new development. Water
main sizes range from 36 inch down to 2 inch and range in age from 100 years old to newly installed.
Additionally, Water Distribution has close to 3,000 fire hydrants in its system that it maintains to assist
the Fire Department in meeting fire protection needs. The water mains are controlled and isolated
through the use of over 10,500 water isolation valves spread out across the City. Water Distribution is
responsible for not operating these valves to isolate leaks, but also in their maintenance so that they
operate correctly when needed. The division is responsible for the maintenance of the Advanced Meter
Infrastructure (AMI) system, comprised of 35,000+ meters, ranging in size from 5/8" to 16".
Recently, the Division took on the responsibilities of locating all of the buried utility infrastructure for
contractors so that damage during excavation activities could be reduced. Annually,approximately$1.5M
to$2.0M worth of water main is replaced to help ensure that the water system is of an age and quality to
meet resilient, reliable water service to the citizens and industries of Wichita Falls.
SERVICES PROVIDED
• Maintain and repair water mains. (575+ miles of pipeline)
• Maintain fire hydrants to ensure fire protection. (Inventory of 2,924 Fire Hydrants)
• Maintain water isolation valves. (Inventory of 10,506 Valves)
• Maintain the Advanced Meter Infrastructure (AMI) system. (Inventory of 35,000+ meters)
• Spot Utility Infrastructure for Contractors to reduce potential of damage to City infrastructure.
FY 2023 ACCOMPLISHMENTS
• Repaired a total of 603 main leaks.
• Replaced $1.4 M worth of water pipeline.
• Repaired 155 service line leaks through the fiscal year.
• Maintained water loss below the 15%goal (6.5%).
• Tested 194 random water meters for accuracy.
• Performed 28,701 line locates.
CONTACT INFORMATION
Ty Allgood
Water Distribution Superintendent
940-397-2539
ty.allgood@wichitafal Istx.gov
239
WATER DISTRIBUTION
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE FY2023 FY2024
GOAL GOAL STRATEGY ESTIMATE TARGET
2.6
Reduce the 2.0 Enhance focus
Provide on long-term <9 Leaks per month per 100
number of 680 621
main leaks Quality utility miles of pipe
Infrastructure infrastructure
needs
2.6
Reduce Water 2.0 Enhance focus
Provide on long-term
Loss 6.5% <15.0%
Quality utility Total Water Loss<15.0%
Infrastructure infrastructure
needs
2.6
Test 2%of 2.0 Enhance focus
meters in Provide on long-term 100%of meters are accurate+/- 26% 100
system for Quality utility 2%
Accuracy Infrastructure infrastructure
needs
2.6
Replace$1.5M 2.0 Enhance focus
to$2.0M worth Provide on long-term
of water mains, Quality utility $1.5M -$2.0M expended $1.4M $1.9M
annually Infrastructure infrastructure
needs
FY2024 HIGHLIGHTS
• Personnel Services: increased by$267,600, or 8.39%due to COLA and Merit increases as well
as the addition of an underground utility locator position.
• Maintenance& Repair: decreased $22,255, or 2.52%due to decreased maintenance at the
East Scott facility offset by increases in water mains maintenance, PC Software maintenance,
and service connection maintenance.
• Utilities/Other Services: increased $53,363, or 9.74%over the prior year due to the increased
cost for fleet services and electricity.
240
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Water Distribution Salaries-Supervision 69,662 103,784 75,294
Salaries-Clerical 87,155 91,167 96,658
Salaries-Operational 1,461,851 1,772,585 1,786,321
Overtime 295,584 225,000 320,120
Terminal Pay 44 0 0
Certification Pay 13,660 25,080 12,360
Stability Pay 29,511 28,823 48,240
Cell Phone Allowance 296 540 360
FICA 140,612 133,546 127,092
TMRS Retirement 322,148 325,952 358,381
Life Insurance Contribution 2,063 2,498 2,498
Disability Insurance Contrib 1,558 1,823 1,823
Health Insurance Contributions 471,015 477,878 460,000
HSA Contributions-Employer 1,574 1,008 3,018
Supplies-Minor Tools and Equip 19,694 22,700 22,700
Supplies-Minor Furniture 0 0 1,000
Supplies-Office 6,160 8,035 8,035
Supplies-Photographic 700 1,100 1,100
Supplies-Medical/Drug 17 250 250
Supplies-Chemical 3,068 3,700 3,700
Supplies-Mechanical 11,977 9,500 9,500
Supplies-Traffic Control 4,118 6,000 6,000
Supplies-Clothing and Uniforms 21,468 22,100 23,800
Supplies-Educational 0 350 350
Supplies-Personal Computers 1,292 1,550 2,094
Supplies-PC Software 0 1,260 1,305
Supplies-Other 5,550 11,300 11,300
Maint-Motor Vehicles 0 150 150
Maint-Machine/Tools/Implements 2,134 4,630 4,630
Maint-Office Furniture/Equip 780 1,000 0
Maint-Radios 942 1,850 2,150
Maint-Instruments 4,881 3,160 4,325
Maint-Meters 1,626 10,480 10,480
Maint-PC Software 1,156 0 18,000
241
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Water Distribution Maint-Water Mains 321,546 300,000 355,000
Maint-Service Connections 321,633 416,015 455,045
Maint-East Scott Facility 120,700 145,315 10,565
Maint-Fire Hydrants 68 1,000 1,000
Maint-Fences 25,725 1,000 1,000
Services-Telephone 4,976 10,181 6,409
Service-Wireless PhoneAircards 15,475 16,101 17,400
Services-Electricity 8,777 8,441 11,440
Services-Gas 12,470 13,644 15,000
Services-Wtr/Sewer/Sanitation 4,366 4,042 4,042
Services-Central Garage 357,779 441,747 493,228
Services-Employee Physicals 55,051 50,000 50,000
Services-Advertising 335 0 0
Services-Binding/Printing 592 3,723 3,723
Travel Expenses 819 2,377 2,377
Education Registration 9,364 15,250 15,250
Lease Payments 2,166 1,643 1,643
Memberships 9,734 11,730 16,030
Rent-Equipment 0 350 350
Postage/Freight 354 450 450
Total Expenditures $4,254,222 $4,741,808 $4,882,986
242
WATER SOURCE DIVISION
MISSION
The Water Source Division is responsible for the management of the three source water lakes: Lake
Kickapoo, Lake Arrowhead, and Lake Kemp. This division also oversees the maintenance of the dams,
intakes, pump stations, transmission lines, air vents, and all associated easements. They are also
responsible for algae control operations, as it relates to Taste & Odor control.
SERVICES PROVIDED
• Daily Inspection of source water facilities.
• Collection of raw water from the lakes for analysis.
• Maintenance and repair of pump stations, transmission lines and appurtenances.
FY2023 ACCOMPLISHMENTS
• Successfully mitigated two taste and odor events at Lake Arrowhead by implementing the Taste
and Odor Monitoring Program.
o Treating the lakes for taste and odor causing algae
o Source lake switching
• Completed 3 air compressor replacements at Lake Arrowhead
o 2 for the raw water line surge tanks
o 1 for the lake aeration system
CONTACT INFORMATION
Mark Southard
Water Source/Purification Superintendent
940-691-1153
mark.southard@wichitafallstx.gov
243
WATER SOURCE DIVISION
GOALS & PERFORMANCE MEASURES
FY 2023 STRATEGIC STRATEGIC FY 2023 FY 2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Fully Utilize 4.0 4.5 25%of Total Supply from
Lake Kemp Efficiently Promote and Lake Kemp 12.1% 25.0%
Deliver City encourage
Service innovation
FY2024 HIGHLIGHTS
• Personnel Services: increased by$15,375, or 7.99% due to COLA and Merit increases and
increases in stability pay.
• Utilities/Other Services: increased by $107,860, or 36.87% due to increased electricity costs.
• Other Expenditures: increased by$10,124 due to the payment of ad-valorem taxes.
244
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Water Source of Supply Salaries-Operational 109,622 113,585 131,560
Overtime 1,972 4,200 4,452
Certification Pay 2,829 3,300 2,460
Stability Pay 2,695 1,898 2,696
Cell Phone Allowance 243 360 360
FICA 8,135 8,609 10,065
TMRS Retirement 19,316 22,309 21,707
Life Insurance Contribution 145 161 161
Disability Insurance Contrib 109 123 123
Health Insurance Contributions 36,294 39,958 36,294
Supplies-Minor Tools and Equip 205 600 600
Supplies-Mechanical 0 100 1,000
Supplies-Other 444 500 500
Maint-Motor Vehicles 126 5,000 5,000
Maint-Machine/Tools/Implements 784 1,500 1,500
Maint-Pumps/Motors 12,572 21,600 21,600
Maint-Radios 0 700 700
Maint-Instruments 13,617 19,600 15,500
Maint-Other Buildings 3,642 2,400 2,400
Maint-Dams 0 20,000 20,000
Maint-Canals/Conduits 21,930 24,200 24,200
Maint-Other Structures 5,505 5,500 5,500
Services-Telephone 286 2,259 2,828
Services-Electricity 194,391 172,259 280,800
Services-Central Garage 37,088 43,758 41,008
Services-Other Professional 0 6,000 6,000
Services-Lab Proficiency Test 0 2,500 5,000
Services-Other Miscellaneous 10,441 65,800 64,800
Education Registration 0 2,600 2,600
Rent-Equipment 0 2,000 2,000
Postage/Freight 230 0 0
Ad-Valorem Taxes 11,204 0 10,124
Total Expenditures $493,825 $593,379 $723,538
245
WATER PURIFICATION
MISSION
The Water Purification Division is responsible for the treatment of the City's drinking water in accordance
with USEPA and TCEQ rules and regulations. This Division operates and maintains two Water Treatment
Facilities (Cypress and Jasper); which have a total treatment capacity of 74 MGD and six ground storage
tanks with a capacity of 30.5 MG between them. This division is also responsible for the operation and
maintenance of seven elevated storage tanks with 6.5 MG total capacity. The elevated storage tanks
supply storage and pressure for four distinct Pressure Planes and three Booster Pump Stations within the
Distribution System.
SERVICES PROVIDED
• Potable Drinking Water Production and Pumping
• Maintenance and Repair of Water Treatment Facilities, Pump Stations, Water Towers and
Appurtenances.
• Testing of Raw and Potable Water in Laboratory
FY 2023 ACCOMPLISHMENTS
• Treated and Discharged 5,341,602,000 gallons of water.
• Submitted Emergency Preparedness Plan to TCEQ for Senate Bill 3 Compliance.
• Delivered 35,000 Consumer Confidence Reports
• Replaced 2,520 microfilters for improved operation of the microfiltration/reverse osmosis plant.
• Completed replacement of carbon dioxide tank at Jasper Water Treatment Facility.
• Completed replacement of large air conditioning system in Administration Building at the
Cypress Water Treatment Facility.
• Completed replacement of new isolation valve at the Denver Elevated Storage Tank.
CONTACT INFORMATION
Mark Southard
Water Source/Purification Superintendent
940-691-1153
mark.southard@wichitafallstx.gov
246
WATER PURIFICATION
GOALS & PERFORMANCE MEASURES
FY 2023 STRATEGIC STRATEGIC FY 2023 FY 2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Comply with 4.2
Federal and 4'0 Reinforce a
State Drinking Efficiently culture of No exceedances of Maximum 100% 100
Water Deliver City superior Contaminate Levels
Service
Regulations customer service
4.0 4.2
Maintain Reinforce a
Superior Efficiently culture of Superior Status 100% 100
Water Status Deliver City
Service superior
with TCEQ customer service
4.0 4.2
Reduce Taste Reinforce a
& Odor Efficiently culture of 1 0
Events Deliver City superior <10 T&O Complaints Annually
Service
customer service
Deliver 5.3
Consumer 5'0 Maintain
Confidence Actively Engage coordinated and Deliver 35,000 CCRs by July 1st 100% 100
& Inform the
Report Public trusted
messaging.
FY2023 HIGHLIGHTS
• Personnel Services: increased by$260,116, or 10.14%due to COLA and Merit increases, as well
as increases in Stability Pay and Pool Operational salaries.
• Supplies: decreased by$322,440, or 9.65% due to decreased chemical needs.
• Maintenance and Repair: increased by$64,714, or 10.12%due to increased maintenance costs
for pumps and motors, and office furniture.
• Utilities/ Other Services: increased by $452,201, or 26.12% due to increased electricity costs,
Central Garage service charges, and payment for a SCADA system penetration test.
• Other Expenditures:decreased $46,500, or 39.18%from the prior year due to addition of costs
for a lease of powdered activated carbon feed system at the Cypress treatment facility in FY
2023 that is not included in this year's budget.
247
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Water Purification Salaries-Supervision 78,567 82,111 87,045
Salaries-Clerical 27,280 28,812 30,536
Salaries-Operational 1,421,735 1,487,781 1,584,478
Pool Operational 20,377 42,993 107,352
Overtime 85,352 75,000 79,500
Certification Pay 34,505 34,860 34,200
Stability Pay 34,431 33,221 58,630
Cell Phone Allowance 2,540 2,520 2,340
FICA 122,177 123,640 124,296
TMRS Retirement 277,123 274,627 297,265
Life Insurance Contribution 2,018 1,997 1,997
Disability Insurance Contrib 1,523 1,520 1,520
Health Insurance Contributions 359,419 376,054 359,419
HSA Contributions-Employer 2,029 1,179 1,895
Supplies-Minor Tools and Equip 252 0 0
Supplies-Minor Furniture 5,234 0 0
Supplies-Office 7,571 8,000 8,000
Supplies-Medical/Drug 0 1,500 1,500
Supplies-Janitorial 0 1,000 1,000
Supplies-Chemical 1,710,664 3,042,132 2,724,392
Supplies-Lab 221,553 264,750 262,250
Supplies-Fencing 125 1,000 1,000
Supplies-Linen 9,530 17,500 17,500
Supplies-Educational 0 400 400
Supplies-Periodicals/Supplemts 1,238 1,300 1,300
Supplies-Personal Computers 1,672 0 0
Supplies-PC Software 1,242 0 0
Supplies-Other 2,662 2,200 0
Maint-Motor Vehicles 97 0 0
Maint-Machine/Tools/Implements 4,372 6,000 6,000
Maint-Pumps/Motors 74,255 92,000 148,900
Maint-Office Furniture/Equip 4,248 1,500 9,200
Maint-Radios 0 1,828 1,828
Maint-Instruments 205,497 232,498 231,612
248
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Water Purification Maint-PC Hardware 0 300 300
Maint-Heating/Cooling Systems 64,904 55,000 55,000
Maint-Reservoirs/Tanks 15,415 7,500 7,500
Maint-Cypress Facility 157,414 161,000 161,000
Maint-Jasper Facility 76,827 61,000 61,000
Maint-Other Buildings 29,618 21,100 21,100
Maint-Canals/Conduits 200 0 0
Maint-Other Structures 206 0 0
Services-Telephone 27,499 30,714 22,131
Services-Electricity 1,030,974 1,031,634 1,430,000
Services-Gas 44,047 45,000 49,000
Services-Wtr/Sewer/Sanitation 515,273 303,836 303,836
Services-Central Garage 74,466 98,507 115,245
Services-Other Professional 149,313 21,500 62,000
Services-Lab Proficiency Test 84,419 121,750 121,250
Services-Advertising 650 0 0
Services-Binding/Printing 20,582 12,634 12,634
Services-Other Miscellaneous 58,467 65,525 64,925
Travel Expenses 3,923 3,575 3,575
Education Registration 23,344 39,700 39,700
Lease Payments 789 46,500 0
Memberships 4,382 0 0
Boards/Local Meetings 3,008 3,420 3,420
Rent-Equipment 6,721 7,500 7,500
Postage/Freight 13,228 18,000 18,000
Total Expenditures $7,124,956 $8,395,618 $8,744,471
249
WASTEWATER COLLECTION AND SEWER REHABILITATION
MISSION
The Wastewater Collections and Sewer Rehabilitation Divisions are responsible for the operation and
maintenance of 575 miles of sewer collection system. The sewer collection mains range in size from 48
inch to 6 inch and some of these mains have been in service for nearly 100 years. Collections and
Rehabilitation crews perform repairs, cleaning, and inspection of the sewer pipes and manholes that
convey sewage away from residences and businesses to the Resource Recovery Facility and the Northside
Wastewater Treatment Plant. They also perform smoke testing of the sewer mains to identify points of
infiltration and inflow into the collection system. Additionally, they are responsible for removing
obstructions in the mains that have created a blockage causing wastewater to backup into homes and
businesses.
Annually, approximately $1.0M to $2.0M worth of wastewater pipeline is replaced to help ensure that
the Collections system is of an age and quality to meet resilient, reliable wastewater collections service
for the citizens and industries of Wichita Falls.
SERVICES PROVIDED
• Maintenance of Sewer Collection System (575 miles of pipeline)
• Smoke test lines to identify points of infiltration & inflow into the Sewer Collection System.
• Televise/Inspect Sewer Infrastructure
• Clear stop-ups that occur in the Sewer Collections System
• Rehabilitate/Replace Aging Manholes (Inventory of 8,089)
FY2023 ACCOMPLISHMENTS
• Responded to 20 Sanitary Sewer Overflows (SSOs)
• Televised 27.4 miles (5.01%) of the system
• Cleaned 66.6 miles (12.18%) of the system
• Inspected 769 (9.48%) of the manholes
• Smoke tested 0.05%of the system
• Replaced $1.0M worth of wastewater pipeline
CONTACT INFORMATION
Gordon Smith
Wastewater Collections/Sewer Rehabilitation Superintendent
940-723-5573
gordon.smith@wichitafallstx.gov
250
WASTEWATER COLLECTION AND SEWER REHABILITATION
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC PERFORMANCE FY2023 FY2024
DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
2.6
2.0 Enhance focus
Sanitary Sewer Provide on long-term
Overflows Quality utility < 10 SSOs per Year 20 17
Infrastructure infrastructure
needs
2.6
2.0 Enhance focus
Televise Sewer Provide on long-term 5% 7%
Mains Quality utility 7%of System Annually
Infrastructure infrastructure
needs
2.6
2.0 Enhance focus
Clean Sewer Provide on long-term
Mains Quality utility 25%of System Annually 12% 25
Infrastructure infrastructure
needs
2.6
2.0 Enhance focus
Inspect Provide on long-term 9'5 ° 20
Manholes Quality utility 20%of Manholes Annually
Infrastructure infrastructure
needs
2.6
2.0 Enhance focus
Smoke Test Provide on long-term 0.05% 8
System Quality utility 8%of System Annually
Infrastructure infrastructure
needs
Replace$1.5M 2.6
to$2.OM worth 2.0 Enhance focus
of wastewater Provide on long-term
Quality utility $1.0M -$2.0M expended $1.OM $1.9M
pipelines, Infrastructure infrastructure
annually needs
FY2024 HIGHLIGHTS
• Personnel Services: increased by$137,117, or 10.14%due to COLA and Merit increases, as well
as increases in health insurance contributions.
• Supplies: increased by$22,687, or 26.83%due to increased need for personal protective
equipment and other safety equipment, as well as increased chemical and mechanical supplies.
• Utilities/Other Services: increased by$34,558, or 10.15%due to higher Central Garage service
charges.
251
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Wastewater Collection Salaries-Clerical 54,174 57,624 59,728
Salaries-Operational 303,520 485,550 575,275
Overtime 36,938 42,000 44,520
Certification Pay 1,506 1,500 1,500
Stability Pay 5,529 5,007 9,956
FICA 28,648 44,970 35,643
TMRS Retirement 66,088 85,634 76,878
Life Insurance Contribution 488 478 478
Disability Insurance Contrib 368 366 366
Health Insurance Contributions 166,696 161,481 166,696
HSA Contributions-Employer 1,623 2,358 0
Supplies-Minor Tools and Equip 3,787 9,540 9,290
Supplies-Office 2,871 4,450 4,450
Supplies-Medical/Drug 36 250 250
Supplies-Chemical 11,549 11,100 16,100
Supplies-Mechanical 8,748 12,890 15,510
Supplies-Traffic Control 28 1,525 1,525
Supplies-Clothing and Uniforms 5,861 7,662 7,662
Supplies-Linen 0 900 900
Supplies-Personal Computers 1,630 0 0
Supplies-Other 15,233 15,630 15,230
Maint-Motor Vehicles 2,796 8,700 8,700
Maint-Machine/Tools/Implements 203 500 500
Maint-Office Furniture/Equip 565 750 750
Maint-Radios 108 200 200
Maint-PC Software 514 675 675
Maint-Sanitary Sewers 87,695 130,000 130,000
Maint-Buildings 4,675 5,700 1,000
Services-Telephone 861 1,444 336
Service-Wireless PhoneAircards 8,432 8,278 8,280
Services-Central Garage 148,934 178,029 193,444
Services-Binding/Printing 1,852 6,925 6,925
Travel Expenses 0 450 450
Education Registration 4,230 14,576 14,591
252
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Wastewater Collection Rent-Equipment 14,215 6,900 6,900
Postage/Freight 1,146 1,000 1,000
Total Expenditures $991,546 $1,315,043 $1,415,708
253
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Sewer Rehabilitation Salaries-Supervision 68,060 72,793 94,134
Salaries-Operational 151,195 253,244 230,844
Overtime 15,606 9,270 10,070
Certification Pay 1,504 1,500 0
Stability Pay 3,630 3,768 550
Cell Phone Allowance 362 360 0
FICA 16,973 16,769 7,678
TMRS Retirement 39,531 39,605 16,560
Life Insurance Contribution 301 309 309
Disability Insurance Contrib 228 235 235
Health Insurance Contributions 107,229 66,603 107,229
HSA Contributions-Employer 880 1,179 1,179
Supplies-Minor Tools and Equip 2,430 2,345 5,590
Supplies-Minor Furniture 293 1,346 500
Supplies-Office 571 1,500 1,750
Supplies-Medical/Drug 0 150 250
Supplies-Mechanical 3,732 6,250 7,800
Supplies-Traffic Control 0 125 125
Supplies-Clothing and Uniforms 4,459 4,264 4,997
Supplies-Linen 0 495 900
Supplies-Educational 650 1,050 1,050
Supplies-Personal Computers 3,620 0 0
Supplies-PC Software 27,000 0 0
Supplies-Other 1,449 3,080 13,360
Maint-Motor Vehicles 3,600 9,100 8,700
Maint-Machine/Tools/Implements 0 600 800
Maint-Radios 0 200 200
Maint-Instruments 16,342 12,000 16,000
Maint-PC Hardware 0 1,500 1,500
Maint-PC Software 4,843 4,950 4,950
Maint-Sanitary Sewers 0 0 1,000
Services-Telephone 744 1,055 935
Service-Wireless PhoneAircards 4,073 4,559 4,560
Services-Central Garage 102,912 137,836 157,854
254
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Sewer Rehabilitation Services-Binding/Printing 1,121 2,250 2,600
Travel Expenses 1,253 970 450
Education Registration 7,845 14,444 14,576
Memberships 328 550 550
Rent-Equipment 0 0 6,900
Postage/Freight 525 1,000 1,000
Total Expenditures $593,289 $677,254 $727,685
255
RESOURCE RECOVERY
MISSION
The Resource Recovery Division is responsible for the treatment of the City's sewage in accordance with
rules and regulations that are defined by the USEPA and the TCEQ. This Division operates and maintains
the newly renamed Wichita Falls Resource Recovery Facility(formerly, River Road Wastewater Treatment
Plant) with a total permitted capacity of 19.91 MGD, and the Northside Resource Recovery Facility (1.5
MGD total permitted capacity), as well as 51 Lift Stations within the Collections System. These facilities
are recovering biosolids that are used in the City's composting operations, while Northside RRF provides
industrial reuse water for Vitro, and the WFRRF treats water for discharge into Lake Arrowhead for
drinking water reuse (IPR).
SERVICES PROVIDED
• Treat sewage to all Federal and State Regulatory Standards.
• Treat wastewater at WFRRF to a level that can be discharged to Lake Arrowhead and reused for
drinking water
• Treat wastewater at the NSRRF to a level that can be provided to Vitro for industrial reuse.
• Routine operational testing performed daily at both plants.
FY 2023 ACCOMPLISHMENTS
• Treated 3,351,000,000 total gallons of sewage.
• Returned 2,741,030,000 gallons to Lake Arrowhead for Drinking Water
• Provided 6,809,792 gallons of reuse water to Vitro.
CONTACT INFORMATION
Harold Burris
Resource Recovery Superintendent
940-766-2841
Harold.Burris@wichitafallstx.gov
256
RESOURCE RECOVERY
GOALS & PERFORMANCE MEASURES
DEPARTMENT STRATEGIC STRATEGIC PERFORMANCE FY2023 FY2024
PLAN PLAN
GOAL GOAL STRATEGY MEASURE ESTIMATE TARGET
Comply with 4.2
4.0 Reinforce a
Federal and Efficiently culture of No exceedances of Deliver City superior % %
State Sewage Maximum 100100
Treatment Service customer Contaminate Levels
Regulations service
2.6
Discharge Enhance focus
Reuse Water 2'0 on long-term Reuse Water
Provide Quality Yes Yes
to Lake Infrastructure utility Discharged to Lake
Arrowhead infrastructure Arrowhead
needs
2.6
2.0
Enhance focus
Provide Reuseon long-term
Water to Provide Quality Reuse Water Provided Yes Yes
Infrastructure utility
Industry infrastructure to Industry
needs
FY2024 HIGHLIGHTS
• Personnel Services: increased by$474,063, or 17.13%due to COLA and Merit increases, as well
as the addition of 6 Lead Plant Operator positions and 1 Senior Mechanic position.
• Supplies: increased by$137,473, or 9.98% due to increases in chemical costs.
• Maintenance and Repair: increased by$439,800, or 132.03%due to an increase in pump and
motor maintenance as well as maintenance of the River Road Facility.
• Utilities/Other Services: increased by$310,175, or 21.92% due to increased electricity costs
and Central Garage Service charges
257
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Resource Recovery Salaries-Supervision 91,081 138,242 100,935
Salaries-Clerical 31,581 32,721 34,681
Salaries-Operational 1,307,100 1,630,708 1,942,190
Pool Operational 0 0 28,620
Overtime 143,264 120,000 148,400
Certification Pay 26,532 26,820 25,740
Stability Pay 25,026 25,960 42,410
Cell Phone Allowance 1,437 1,440 1,080
FICA 116,629 136,576 120,169
TMRS Retirement 266,040 237,334 259,188
Life Insurance Contribution 1,871 1,798 1,798
Disability Insurance Contrib 1,412 1,365 1,365
Health Insurance Contributions 346,571 413,251 346,571
HSA Contributions-Employer 1,732 1,512 3,191
Supplies-Minor Tools and Equip 1,412 1,000 3,000
Supplies-Minor Furniture 0 1,492 875
Supplies-Office 2,757 4,700 4,050
Supplies-Medical/Drug 81 100 100
Supplies-Janitorial 0 0 500
Supplies-Chemical 948,554 1,213,534 1,372,524
Supplies-Lab 68,898 113,500 94,000
Supplies-Mechanical 4,923 11,000 7,000
Supplies-Trees/Flowers/Shrubs 0 3,000 0
Supplies-Traffic Control 41 0 0
Supplies-Clothing and Uniforms 12,213 15,876 15,876
Supplies-Linen 0 2,000 2,000
Supplies-Educational 940 1,000 1,000
Supplies-Periodicals/Supplemts 0 650 650
Supplies-PC Software 280 0 0
Supplies-Other 36,317 9,400 13,150
Maint-Other Vehicles 160 0 0
Maint-Machine/Tools/Implements 46 1,000 1,000
Maint-Pumps/Motors 72,627 115,000 404,500
Maint-Office Furniture/Equip 0 100 100
258
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Resource Recovery Maint-Radios 0 500 500
Maint-Instruments 24,387 39,000 83,300
Maint-PC Hardware 254 1,500 1,500
Maint-Heating/Cooling Systems 741 5,000 7,500
Maint-Buildings 213 0 0
Maint-River Road Facility 71,492 150,000 239,000
Maint-Northside Facility 7,671 16,000 28,000
Maint-Other Buildings 0 2,500 5,000
Maint-Fences 3,917 2,500 2,500
Services-Telephone 36,136 45,362 35,445
Service-Wireless PhoneAircards 687 720 720
Services-Electricity 612,985 600,000 871,000
Services-Gas 144,992 150,000 150,000
Services-Wtr/Sewer/Sanitation 224,523 244,043 245,000
Services-Central Garage 197,070 250,329 273,644
Services-Other Professional 30,372 45,653 74,473
Services-Advertising 1,492 4,000 0
Services-Binding/Printing 656 1,569 1,569
Services-Other Miscellaneous 36,158 73,600 73,600
Travel Expenses 1,588 2,700 3,500
Education Registration 13,957 18,254 18,254
Lease Payments 1,569 1,569 0
Memberships 1,050 1,668 1,668
Rent-Equipment 4,358 0 1,000
Postage/Freight 1,917 4,000 4,000
Total Expenditures $4,927,710 $5,921,546 $7,097,836
259
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Water/Sewer Special Items Terminal Pay 81,696 45,000 0
FICA 6,091 0 0
TMRS Retirement 13,417 13,455 0
TMRS Year-End Pension Adjust. (1,673,453) 0 0
Year-End OPEB Adjustment 112,750 0 0
Life Insurance Contribution 41 0 0
Disability Insurance Contrib 31 0 0
Services-Bank 12,482 8,832 8,832
Services-Audit 2,979 0 0
Services-Other Professional 152,818 40,000 80,000
Services-Employee Physicals 0 1,000 1,000
Services-Advertising 740 0 0
Worker's Compensation 179,543 157,330 140,000
Unemployment Compensation 915 0 0
Insurance Expense 75,081 57,000 124,000
Claims and Settlements 0 1,000 1,000
General Liability Claims (3,282) 64,000 64,000
Contract-Water Imp District#2 295,732 294,210 290,124
Contract-US Geo Survey 60,598 87,800 89,100
Contract-Other Agencies 280,470 351,600 351,600
Interest Expense 7,686 0 0
Travel Expenses 517 0 0
Lease Payments 459,321 1,021,100 1,021,100
Rent-Office 26,401 26,500 26,500
Bad Debt Expense 84,614 45,000 45,000
Administrative Overhead 940,653 927,945 968,181
Data Processing Services 327,141 430,245 430,245
Other Improvements 1,672,117 0 0
Oper Transfer-General 1,823,429 1,827,817 1,962,663
Oper Transfer FA 592,149 0 0
Depreciation Expense 8,845,792 0 0
Capital Asset Contra Expense (1,672,117) 0 0
Total Expenditures $12,706,352 $5,399,834 $5,603,345
260
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Lake Ringgold Services-Other Professional 293,097 0 0
Other Improvements 0 1,000,000 5,000,000
Total Expenditures $293,097 $1,000,000 $5,000,000
261
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Microfiltration Rev Osmosis Other Improvements 2,235,000 0 0
Other Machinery and Equipment 0 600,000 600,000
Oper Transfer FA 2,235,000 0 0
Capital Asset Contra Expense (2,235,000) 0 0
Total Expenditures $2,235,000 $600,000 $600,000
262
TEXASJ.;11);C4i 4 5116'
Sanitation Fund
263
SANITATION FUND
SANITATION FUND:
Within the Sanitation fund,there are three divisions: Refuse Collection (listed as Sanitation),Transfer Station,and
the Landfill. This budget also has a unit described as Special Items, which is used to set aside funds for a planned
expansion of the landfill in approximately 20 years.
Together these groups perform the collection of residential and commercial solid waste, and provide the "Choose
to Reuse" program, which includes an Organic Reuse Program and drop off locations to recycle glass, newspaper,
and aluminum. The Division oversees the operation of the City's Transfer Station where waste is deposited into
larger hauling units and transported to the City's landfill, and oversees the operations at the landfill, which
maintains a viable compost facility.
The FY 2024 budget proposes a fund balance policy of 20%of operating expenditures which is approximately$3.6
million to ensure adequate reserves for unexpected expenditures or disruptions in operations. The estimated
unrestricted fund balance at the end of FY 2023 is $5.95 million. This includes $1,350,000 in funds restricted for
the purchase of a scraper at the Landfill. We recommend designating any excess fund balance for cell expansion
at the Landfill.
Sanitation Fund
Fund Summary
Projected Beginning Balance $11,700,000
Less: Restricted Balance 5,750,000
Available Balance $ 5,950,000
Revenues
Residential Sanitation Fees $ 8,071,584
Commercial Sanitation Fees 6,571,824
Landfill Fees 2,450,000
All Other Revenue 1,068,592
Total Revenues $18,162,000
Expenditures
Personnel Services $ 5,370,925
Supplies 389,493
Maintenance &Repair 182,840
Utilities/Other Services 6,609,050
Insurance &Contract Supp. 94,522
Other Expenditures 519,661
Capital Improvements 3,981,763
Transfers Out 1,013,746
Total Expenditures $18,162,000
Ending Balance $ 5,950,000
264
SANITATION FUND
2022-23 2023-24
2021-22
Adopted Adopted Percent
Sanitation Al Budget Budget Change
Revenues
Sanitation Fees - Residential 7,499,976 7,385,000 $ 8,071,584 9.30%
Sanitation Fees - Commercial 6,184,764 5,945,000 6,571,824 10.54%
Landfill Fees 2,814,447 2,000,000 2,450,000 22.50%
All Other Revenue 1,029,748 2,496,287 1,068,592 -57.19%
Total Revenues $ 17,528,935 $ 17,826,287 $ 18,162,000 1.88%
Expenditures
Personnel Services 5 4,674,286 5 5,038,961 5 5,370,925 6.59%
Supplies 378,011 392,994 389,493 -0.89%
Maintenance &Repair 128,713 545,290 182,840 -66.47%
Utilities/Other Services 5,212,548 5,349,867 6,6,09,050 23.54%
Insurance &Contract Supp. 37,636 74,049 94,522 27.65%
Other Expenditures 517,213 444,931 513,661 15.45%
Non Capital Improvements 5,953 6,000 6,000 0.00%
Capital Improvements 2,527,394 5,005,123 3,981,763 -20.45%
Transfers Out 1,710,001 969,072 1,013,746 4.61%
Total Expenditures $ 15,191,755 $ 17,826,287 $ 18,162,000 1.88%
Feven Jes by Source Expenditures by Use
Res J.-it all Sanitation Fees , 44.44% 29.57% Personnel Services
36.39% Utilities/Other Services
Commercial Sanitation Fees , 36,18%
21.92% Capital Improvements
Landfill Fees ■ 13.49%
5.58% I Transfers Out
All Other ' 5.89% 6.54% , All Other
265
SANITATION FUND
REVENUES
The 2024 Adopted Budget includes a 6% rate increase for Residential and Commercial curbside customers and a
13% increase for Alley customers. These increases reflect the increased costs of trucks and equipment used as
well as the increased costs of labor and fuel.
Historical Rate Discussion:
The FY 2021 budget included a 6% rate increase to allow recurring replacement of capital equipment.The adopted
FY 2022 and FY 2023 budget maintained rates at the previous level.
Landfill Fees: The FY 2024 Adopted Budget for Landfill fees is $445,000 or 22.50% higher due to the increased
volume of waste disposals by customers at the Landfill.
All Other Revenue: The FY 2023 budget included the use of fund balance for the purchase of capital equipment.
That use of fund balance in the previous year resulted in a decrease of $1,427,695, or 57.19% in the FY 2024
Adopted Budget.
EXPENDITURES
Personnel Services: Personnel Services account for 29.57% of all expenditures in the Sanitation Fund. This
Adopted Budget increases Personnel Services by $331,964 or 6.59% primarily due to a 6% overall increase for
COLA and Merit/Step for staff to help maintain market competitive compensation.
Supplies: Supplies in the Sanitation Fund total $389,493, a decrease of .89%from the prior year.
Maintenance & Repair: These costs are $182,840 which is $362,450 less than the FY23 budget. The FY 2023
budget included $405,500 in repair costs associated with the transfer station.
Utilities/Other Services: The cost of utilities is projected to increase in FY 2024 by $1,259,183 or 23.54% due to
the cost to overhaul a compactor at the Landfill ($650k), a structural evaluation of the transfer station ($150k)
and the increased costs of truck maintenance and repairs.
Capital Improvements:The adopted investment in capital improvements for FY 2024 is$3,981,763. This includes
trucks, street and alley rehab costs, and other equipment.
Item Amount
Automated Sideload Curbside Trucks (3) $ 1,253,871
Street Rehab Costs 800,000
Commercial Frontload Truck 413,584
Tire Shredder(Replacement) 400,000
Alley Sideload Truck 317,363
Alley Rehab 300,00,0
Transfer Station Trailer(Replacement) 230,0,00
Gas Collection System Design 80,000
Landfill Slope Monitor Pickup (Replacement) 49,0,00
Cart Delivery Pickup (Replacement) 45,000
Wind Screens at Landfill 42,940
Total $ 3,981,763
266
SANITATION FUND
Transfers Out: The FY 2024 budget includes a transfer of $1,013,746 for a franchise fee which represents
approximately 6% of revenue and reimburses the General Fund for costs incurred in support of the service
including maintenance of streets and alleys.
PERSONNEL BY JOB TITLE
Sanitation FY2021-22 FY2022-23 FY2023-24 Change PY
Administrative Clerk 1.00 1.00 1.00 -
Deputy Dir of Public Works 0.50 0.50 0.50 -
Director of Public Works 0.10 0.10 0.10 -
Laborer 2.86 2.85 2.86 -
Sanitation Equip Operator I 12.010 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 LOB 1.00 1.00 -
Total 53.45 53.46 53.45 -
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 Ill 2.001 2.00 2.00 -
Sanitation Supervisor 1.00 1.00 1.00 -
ScaVe Attendant 2.00 2.00 2.00 -
Total 14.00 14.00 14.00 -
Landfill
Administrative Clerk 1.00 1.00 1.00 -
Assistant LF Supervisor 1.00 1.00 1.00 -
Environmental Coordinator 1.00 1.00 -
Laborer 2.00 2.00 2.00 -
Landfill Equip Operator I 2.00 2.00 2.00 -
Landfill Equip Operator III 7.00 7.00 7.00 -
Landfill Supervisor 1.00 1.00 1.00 -
Landfill Worker LOB 1.00 1.00 -
Scale Attendant 3.00 3.00 3.00 -
Senior Admin Clerk 1.00 1.00 1.00 -
Total 1100 20.00 20.00 -
Total - Sanitation Fund 86.46 87.46 87.46 -
267
Sanitation Division
MISSION
To ensure the delivery of safe, efficient, cost-effective, and environmentally sound solid waste management
system, and to promote sustainable community programs and policies throughout the City of Wichita Falls.
SERVICES PROVIDED
• Collection and disposal of residential and commercial municipal solid waste
• Collection of residential curbside and commercial organics to reuse as compost
• Oversee and maintain 13 recycling drop off locations for glass, newspaper, and aluminum
• Provide bulk waste pickup and 10-yard roll-off containers for residential and commercial customers
• Recycling of all the Resource Recovery and Northside WWTP sludge, as well as commercial and
residential organics
• Operation of a Transfer Station, state-of-the-art composting facility and Type I Landfill
FY2023 ACCOMPLISHMENTS
• Collected 32,152 tons of solid waste through curbside pickup.
• Collected 16,140 tons from alley containers.
• Collected 31,126 tons from commercial businesses.
• Delivered 86,914 tons of solid waste to the Landfill from the Transfer Station.
• Deposited 181,059 tons in the Landfill this year.
• Composted 22,783 tons of brush and wastewater sludge in the same period.
• Recycled 430 tons of newsprint, glass and scrap metal.
• Implemented Routeware on-board collection system for curbside trash collection improving efficiency
and accuracy for more than 27,000 carts collected twice per week.
CONTACT INFORMATION
Armando Mangual
Sanitation Superintendent
940-761-7977
armando.mangual@wichitafallstx.gov
268
Sanitation Division
GOALS & PERFORMANCE MEASURES
FY2024 STRATEGIC STRATEGIC PERFORMANCE FY2023
DEPARTMENT PLAN PLAN FY2024 TARGET
MEASURE ESTIMATE
GOAL GOAL STRATEGY
Ensure zero TCEQ 3.0 Efficiently
findings
Deliver City Zero Findings Zero Findings Zero Findings
Services
Increase waste 10% Diversion of
diversion through waste from the
voluntary 3.0 Efficiently Landfill 13% Diversion 10% Diversion
participation in the
Deliver City 20%participation Rate Rate
Choose to Curb It and Services of Residents in 27% Participation 25% Participation
Choose to Drop It the Choose to
Curb It Programs
Optimum use of 90%of curbside Averaged 96%of 90%of curbside
RouteWare on board 3.0 Efficiently carts accounted curbside carts carts accounted
Deliver City for on any accounted for for on any
System for Residential Services scheduled since scheduled
Curbside routes
collection day implementation collection day
FY 2024 HIGHLIGHTS
Sanitation:
• Personnel Services:increased by$250,292,or 8.01%due to COLA and Merit increases,as well as increases
to budget overtime and stability pay.
• Utilities / Other Services: increased by $240,262, or 7.21% due to increases in Central Garage Service
charges.
• Capital Improvements: increased by$242,700, or 11.62%due to the need to replace a higher number of
Sanitation vehicles.
Transfer Station
• Personnel Services: increased by$34,727,or 4.12%due to COLA and Merit increases,offset by a decrease
in health insurance contributions.
• Maintenance and Repair: decreased by$360,500 due to extensive maintenance being completed at the
transfer station in FY 2023 that does not need to be completed in FY 2024.
269
Sanitation Division
• Utilities / Other Services: increased by $341,488, or 66.63% due to increased Central Garage service
charges, as well as for the payment of a structural assessment for the Transfer Station.
• Capital Improvements: increased by$379,000, or 125.91%to replace the tire shredder.
Landfill
• Personnel Services: increased by$46,945, or 4.38%.
• Utilities / Other Services: increased by $814,409, or 54.10% due to increased Central Garage service
charges
• Capital Improvements: decreased by$1,645,060 due to the purchase of a new landfill scale entrance and
the purchase of a new compactor undertaken in FY 2023 that will not be undertaken in FY 2024.
270
TEXAS.J.;114,4 5116'
Special Revenue Funds
271
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.
Revenues
Fund Grants Other Revenue Expenditures
Community Development
Community Development Block Grant(CDBG) $ 1,438,808 - $ 1,438,808
Home Investment Partnership(HOME) 461,557 - 461,557
Housing Choice Voucher Program 4,110,448 190,356 4,300,804
Transportation Planning Grant 389,013 - 389,013
State Routine Airport Maintenance 44,120 - 44,120
Health Department
Community and Rural Health 156,302 - 156,302
Community Clinical Linkage 142,500 - 142,500
Texas Healthy Communities 85,185 85,185
HIV 147,609 - 147,609
Infectious Disease 87,894 - 87,894
Tuberculosis 42,446 54,711 97,157
Immunization 168,789 150,855 319,644
Women, Infants,and Children (WIC) 1,008,132 - 1,008,132
Emergency Management 140,758 - 140,758
Total Grants/Special Revenue Funds $ 8,423,561 $ 395,922 $ 8,819,483
272
GRANTS/SPECIAL REVENUE FUNDS
COMMUNITY DEVELOPMENT
The Community Development Block Grant(CDBG) supports community development activities to build stronger
and more resilient communities and is a program funded through the United States Department of Housing and
Urban Development(HUD).
Community Development Block Grant(CDBG)
FY 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Service Charges 5,516 - - 0.00%
Intergovernmental Revenue 1,244,016 1,294,544 1,438,808 11.14%
Misc.Revenues 5,786 - - 0.00%
Total Revenues $ 1,255,318 $ 1,294,544 $ 1,438,808 11.14%
Expenditures
Personnel Services $ 259,572 $ 272,851 $ 325,167 19.17%
Supplies 3,495 4,695 6,165 31.31%
Maintenance&Repair 43 65,043 45 -99.93%
Utilities/Other Services 694,488 847,545 789,446 -6.85%
Other Expenditures 53,852 104,410 80,351 -23.04%
Non Cap Improvements - - 237,634 0.00%
Capital Improvements - - - 0.00%
Total Expenditures $ 1,011,450 $ 1,294,544 $ 1,438,808 11.14%
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 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 434,184 480,491 461,557 -3.94%
Total Revenues $ 434,184 $ 480,491 $ 461,557 -3.94%
Expenditures
Personnel Services 15,181 16,190 40,869 152.43%
Utilities/Other Services 85,652 464,301 418,534 -9.86%
Other Expenditures - - 2,154 0.00%
Total Expenditures $ 100,832 $ 480,491 $ 461,557 -3.94%
273
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 $190,356 in interest earned as interest rates are projected to rise substantially.
Housing Choice Voucher Program
FY 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Service Charges 6,488 - - 0.00%
Intergovernmental Revenue 4,347,420 4,147,571 4,110,448 -0.90%
Misc.Revenues 37,510 130,000 190,356 46.43%
Total Revenues $ 4,391,418 $ 4,277,571 $ 4,300,804 0.54%
Expenditures
Personnel Services 463,479 523,729 495,478 -5.39%
Supplies 23,917 32,673 45,750
Maintenance&Repair 86 88 90
Utilities/Other Services 7,429 15,176 13,070 -13.88%
Other Expenditures 3,794,036 3,705,905 3,746,415 0.00%
Total Expenditures $ 4,288,948 $ 4,277,571 $ 4,300,804 0.54%
274
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 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 326,746 369,863 389,013 5.18%
Misc.Revenues 2,483 - -
Total Revenues $ 329,229 $ 369,863 $ 389,013 5.18%
Expenditures
Personnel Services 191,344 214,823 221,162 2.95%
Supplies 6,617 11,374 12,993 14.23%
Maintenance&Repair 8,750 7,700 7,700 0.00%
Utilities/Other Services 113,677 119,101 124,542 4.57%
Other Expenditures 6,681 13,365 18,617 39.29%
Capital Improvements - 3,500 4,000 14.29%
Total Expenditures $ 327,069 $ 369,863 $ 389,013 5.18%
AIRPORT MAINTENANCE
The State Routine Airport Maintenance Grant is a matching grant from the Texas Department of Transportation
used for maintenance projects at both Kickapoo and Regional Airports. The total grant amount per year is based
on maintenance costs.
State Routine Airport Maintenance
FY 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 490,353 - 44,120 0.00%
Misc.Revenues 9,445 - - 0.00%
Total Revenues $ 499,798 $ - $ 44,120 0.00%
Expenditures
Maintenance&Repair 69,946 - 44,120 0.00%
Capital Improvements 453,744 - - 0.00%
Total Expenditures $ 523,690 $ - $ 44,120 0.00%
275
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 2022 FY 2023 FY 2024
Revenues and Expenditures by Year Actual Adopted Budget Proposed Budget %Chan:e
Revenues
Intergovernmental Revenue 142,397 155,037 156,302 0.82%
Total Revenues $ 142,397 $ 155,037 $ 156,302 0.82%
Expenditures
Personnel Services 115,898 138,316 133,779 -3.28%
Supplies 7,343 4,154 8,662 108.52%
Maintenance&Repair 43 43 43 0.00%
Utilities/Other Services 16,167 10,834 9,602 -11.37%
Other Expenditures 2,947 1,690 4,216 149.47%
Total Expenditures $ 142,398 $ 155,037 $ 156,302 0.82%
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 2022 FY 2023 FY 2024
Revenues and Expenditures by Year Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 138,691 147,141 142,500 -3.15%
Total Revenues $ 138,691 $ 147,141 $ 142,500 -3.15%
Expenditures
Personnel Services 95,133 104,636 109,689 4.83%
Supplies 15,159 8,143 16,458 102.11%
Maintenance&Repair 86 86 86 0.00%
Utilities/Other Services 25,798 22,854 10,190 -55.41%
Other Expenditures 2,515 11,422 6,077 -46.80%
Total Expenditures $ 138,691 $ 147,141 $ 142,500 -3.15%
276
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
FY 2022 FY 2023 FY 2024
Revenues and Expenditures by Year Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 85,775 - 85,185 -
Total Revenues $ 85,775 $ - $ 85,185 -
Expenditures
Personnel Services 43,105 - 69,975 -
Supplies 2,328 - 9,182 -
Utilities/Other Services 38,058 - 4,263 -
Other Expenditures 2,284 - 1,765 -
Total Expenditures $ 85,775 $ - $ 85,185
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 2022 FY 2023 FY 2024
Revenues and Expenditures by Year Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 104,132 143,509 147,609 2.86%
Total Revenues $ 104,132 $ 143,509 $ 147,609 2.86%
Expenditures
Personnel Services 102,304 121,647 121,541 -0.09%
Supplies 3,452 3,802 6,262 64.70%
Maintenance&Repair - - - 0.00%
Utilities/Other Services 6,814 7,328 5,552 -24.24%
Other Expenditures 8,791 10,646 14,254 33.89%
Total Expenditures $ 121,361 $ 143,423 $ 147,609 2.92%
277
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 2022 FY 2023 FY 2024
Revenues and Expenditures by Year Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 83,468 86,256 87,894 1.90%
Total Revenues $ 83,468 $ 86,256 $ 87,894 1.90%
Expenditures
Personnel Services 75,313 63,280 82,130 29.79%
Supplies 682 7,073 2,200 -68.90%
Utilities/Other Services 1,237 2,842 2,432 -14.43%
Other Expenditures 228 13,061 1,132 -91.33%
Total Expenditures $ 77,460 $ 86,256 $ 87,894 1.90%
The Tuberculosis Grant provides funding from the U.S. Department of Health & Human Services for the Health
Department's treatment and tracking of tuberculosis in the community.
Tuberculosis Program
FY 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 59,161 70,159 42,446 -39.50%
Misc.Revenues - - - 0.00%
Transfer In 58,393 41,321 54,711 32.40%
Total Revenues $ 117,554 $ 111,480 $ 97,157 -12.85%
Expenditures
Personnel Services 105,678 105,395 87,887 -16.61%
Supplies 1,079 2,555 2,393 -6.34%
Maintenance&Repair 43 253 43 -83.00%
Utilities/Other Services 964 1,756 2,297 30.81%
Other Expenditures 9,810 1,521 4,537 198.29%
Total Expenditures $ 117,574 $ 111,480 $ 97,157 -12.85%
278
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 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 208,883 251,845 168,789 -32.98%
Misc. Revenues 22,548 - 15,000 0.00%
Transfer In 58,957 132,926 135,855 2.20%
Total Revenues $ 290,388 $ 384,771 $ 319,644 -16.93%
Expenditures
Personnel Services 256,219 364,926 293,528 -19.57%
Supplies 13,923 8,174 10,476 28.16%
Maintenance&Repair 43 43 43 0.00%
Utilities/Other Services 3,129 10,167 7,203 -29.15%
Other Expenditures 2,519 1,461 3,394 474.54%
Total Expenditures $ 275,833 $ 384,771 $ 319,644 -16.93%
The Texas Comprehensive Cancer Control Program(TCCP) provides funding from the Texas Department of State
Health Services (DSHS) for education about preventative services for colon cancer, including the importance of
screening for colon cancer through the distribution of educational material throughout the City.The funding was
part of a three-year project term of July 1, 2019 to June 2022. With the ending of funds from DSHS came the end
of the program as well as the staff and associated expenditures.
Comprehensive Cancer Control Program
FY 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 75,375 - - -
Misc.Revenues - - -
Transfer In - - -
Total Revenues $ 75,375 $ - $ - -
Expenditures
Personnel Services 46,495 - - -
Supplies 598 - - -
Maintenance&Repair 43 - -
Utilities/Other Services 25,133 - - -
Other Expenditures 3,030 - -
Total Expenditures $ 75,299 $ - $ - -
279
GRANTS/SPECIAL REVENUE FUNDS
The Women, Infants,and Children(WIC)grant,funded by the U.S. Department of Agriculture, provides resources
to women, infants, and children in need to provide support and inspiration to eat right, have a healthy pregnancy,
breastfeed successfully, and raise healthy kids.
Women,Infants,&Children(WIC)Grant
FY 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Change
Revenues
Intergovernmental Revenue 1,060,429 919,263 1,008,132 9.67%
Total Revenues $ 1,060,429 $ 919,263 $ 1,008,132 9.67%
Expenditures
Personnel Services 764,645 756,622 825,659 9.12%
Supplies 53,843 89,349 46,000 -48.52%
Maintenance&Repair - 300 1,300 333.33%
Utilities/Other Services 64,916 28,821 60,185 108.82%
Other Expenditures 73,765 44,171 74,988 69.77%
Capital Improvements 103,261 - - 0.00%
Total Expenditures $ 1,060,429 $ 919,263 $ 1,008,132 9.67%
EMERGENCY MANAGEMENT
The Emergency Management Grant provides for emergency management activities in the City. The work this
grant accomplishes is housed within the Fire Department, where the Emergency Management Coordinator
reports. This grant supplemented the work completed by the Emergency Management group and has been
discontinued by TDEM and the grant funding removed from the FY 2024 Adopted Budget. These costs are now
covered by a transfer out from the General Fund.
Emergency Management Assistance
FY 2022 FY 2023 FY 2024
Actual Adopted Budget Adopted Budget %Cha e
Revenues
Intergovernmental Revenue - - - 0.00%
Transfer In 85,149 133,206 140,758 5.67%
Total Revenues $ 85,149 $ 133,206 $ 140,758 5.67%
Expenditures
Personnel Services 92,560 97,141 102,572 5.59%
Supplies 6,939 4,500 5,750 27.78%
Maintenance&Repair 12,743 18,000 18,000 0.00%
Utilities/Other Services 4,641 9,065 7,486 -17.42%
Other Expenditures 4,616 4,500 6,950 54.44%
Total Expenditures $ 121,499 $ 133,206 $ 140,758 5.67%
280
GRANTS/SPECIAL REVENUE FUNDS
PERSONNEL BY JOB TITLE
CDBG Grant Management FY2021-22 FY2022-23 FY2023-24 Change PY
Assistant City Manager 0.13 0.13 0.13 -
CDBG/HOME Program Specialist - - 1.00 1.00
CDBG/HOME Program Supervisor - - 1.00 1.00
Code Enforcement and HousingAdmin 0.10 -Director of Development Services 0.10 0.10 0.10 -
HOME/CDBG Program Manager 1.00 1.00 (1.00)
Housing Rehab Inspector 0.30 0.30 0.30 Housing Specialist II 0.50 1.00 (1.00)
Total 2.13 2.53 2.53 -
CDBG Code Enforcement FY2021-22 FY2022-23 FY2023-24 Change PY
Code Enforcement Officer - 0.08 0.08 -
Code Enforcement Officer I 0.50 - -
Code Enforcement Officer II 0.05 - - -
Code Enforcement Supervisor - 0.05 0.05 Director of Development Services 0.05 0.05 0.05 -
Neighborhood Services Manager - 0.05 0.05 -
SeniorAdmin Clerk 0.05 0.05 0.05 -
Total 0.65 0.28 0.28 -
CDBG Demolition FY2021-22 FY2022-23 FY2023-24 Change PY
Code Enforcement Officer I 0.80 0.75 1.55 0.80
Code Enforcement Officer II 0.05 - -
Code Enforcement Supervisor - 0.03 0.03 Director of Development Services 0.05 0.05 0.05 -
Neighborhood Services Manager 0.05 - 0.05 0.05
SeniorAdmin Clerk 0.10 0.10 0.10 -
Total 1.05 0.93 1.78 0.85
*Increase in personnel offset by decrease in General Fund Allocation -
CDBG Delivery Costs FY2021-22 FY2022-23 FY2023-24 Change PY
CDBG/HOME Program Inspector 0.50 0.50 0.50 -
Total 0.50 0.50 0.50 -
281
GRANTS/SPECIAL REVENUE FUNDS
Housing Choke Voucher FY2021-22 FY2022-23 FY2023-24 Change PY
Director of Development Services 0.10 0.10 0.10 -
Housing Admin Specialist 1.00 1.130 1.00 -
Housing Generalist 1.00 - - -
Housing Inspector 1.00 1.00 1.00 -
Housing Specialist I 3.00 3.00 3.00 -
Housing Specialist II 1.00 1.00 1.00 -
Housing Supervisor - 1.00 1.00 -
Neighborhood Services Manager 0.4=5 0.75 0.75 -
Total 7.55 7.85 7.85 -
HOME Administration FY2021-22 FY2022-23 FY2023-24 Change PY
Housing Specialist II 0.50 - - -
CDBGf HOr•.IE Program Inspector 0.20 0.20 0.20 -
Total 0.70 0.20 0.20 -
Tranportation Planning Grant FY2021-22 FY2022-23 FY2023-24 Change PY
Transportation Planner 2.00 2.00 2.00 -
Tota l 2.00 2.00 2.00 -
Community Rural Health FY2021-22 FY2022-23 FY2023-24 Change PY
Accreditation Specialist 1.00 1.00 1.00 -
Health Educator 0.30 0.30 0.16 (0.14)
PH NURSE - RESOURCE - 0.20 0.20 -
Public Health Nurse 0.50 - - -
Public Health Specialist 0.70 0.70 0.70 -
Total 2.50 2.20 2.06 (0.14)
*Personnelfrrndrng reallocation to the Genera!Fund
Community Clinical Linkage Grant FY2021-22 FY2022-23 FY2023-24 Change PY
Health Educator 0.70 0.70 0.84 0.14
Program Coordinator 1.00 1.00 1.00 -
Tota l 1.70 1.70 1.84 0.14
282
GRANTS/SPECIAL REVENUE FUNDS
HIV Prevention FY2021-22 FY2022-23 FY2023-24 Change PY
Public Health Technician - 1.00 1.00 -
Certified Medical Assistant - 1.00 1.00 -
Total - 2.00 2.00 -
TX Healthy Communities FY2021-22 FY2022-23 FY2023-24 Change PY
Health Educator 0.30 - - -
Program Coordinator 0.30 - 1.00 1.00
Total 0.60 - 1.00 1.00
*Did not receive funding in the previous fiscal year
Infectious Disease Grant FY2021-22 FY2022-23 FY2023-24 Change PY
Epidemiologst 1.00 0.70 0.70 -
Total 1.00 0.70 0.70 -
Tuberculosis Grant FY2021-22 FY2022-23 FY2023-24 Change PY
Certified Medical Assistant 0.80 - 0.70 0.70
Health Clinic Aide 0.10 0.10 - (0.10)
Public Health Nurse 0.80 0.70 0.85 0.15
Lead Public Health Nurse 0.10 0.10 0.13 0.03
Total 1.80 0.90 1.68 0.78
Immunization Grant FY2021-22 FY2022-23 FY2023-24 Change PY
Certified Medical Assistant - 0.90 0.68 (0.22)
Community Service Aide 0.50 - - -
Health Clinic Aide 0.40 - - -
Health Educator - 1.00 1.00
Immunization Outreach 2.00 2.00 2.00 -
Lead Public Health Nurse 0.20 1.00 0.84 (0.16)
Licensed Vocational Nurse 0.60 - - -
Public Health Nurse 1.00 0.60 0.60 -
Total 4.70 5.50 5.12 (0.38)
*Decrease in allocations offset by increases in General Fund personnel allocations
283
GRANTS/SPECIAL REVENUE FUNDS
Cancer Control and Prevention FY2021-22 FY2022-23 FY2023-24 Change PY
Health Educator 0.70 - - -
Program Coordinator 0.70 - - -
Tota l 1.40 - - -
*Did not receive funding in the current fiscal year
Women,Infants,&Children FY2021-22 FY2022-23 FY2023-24 Change PY
Client Services Coordinator 1.00 1.00 1.00 -
Public Health Dietician 1.00 1.00 1.00 -
Public Health Nutritionist 1.00 1.00 1.00 -
Public Health Specialist 2.00 2.00 2.00 -
WIC Breastfeeding Specialist 1.50 2.00 2.00 -
WIC Outreach Specialist 0.50 - - -
WIC Peer Coordinator 0.50 - - -
WIC Program Administrator 1.00 1.00 1.00 -
WIC Specialist 2.00 3.00 3.00 -
WIC Specialist Supervisor 1.00 1.00 1.00 -
Total 11.50 12.00 12.00 -
Emergency Mgmt.Asst.Grant FY2021-22 FY2022-23 FY2023-24 Change PY
Emergency Preparedness Coordinator 1.00 1.00 - (1.00)
Total 1.00 1.00 - (1.00)
*For FY2023/24, the Emergency Preparedness Coordinator is listed under the Fire Department but
paid through the Emergency Management Fund
Total- Special Revenue Funds 40.78 40.29 41.54 1.25
284
TEXAS1;114,4 5116'
Debt Service Fund
285
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.
286
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$100 assessed valuation.
Genera Bonded Debt Outstanding by Fiscal Year
70,000,000
c 60,000,000
a
c
50,000,000
O 40,000,000 '
tv
0 30,000,000
0
vl
20,000,000
Tia
12 10,000,000
L°y� L�� L°yh 1°y� L°yA L°y$ L°� I
ti°~ L�� L°1'
L°�'� L°�� L°tip L°, L°� L° CC
��/ L0 �0 L0 L0
• General Obligation Bonds Corn bnation Tax and Revenue Bonds ■ Revenue Bonds
Source: City of Wichita Falls Annual Comprehensive Financial Report for the year ended 9/30/2022
287
DEBT SERVICE FUND
Debt Service Fund Summary FY 2024
Projected Beginning Balance $ 1,486,350
Less Restricted Balance $ -
Available Balance $ 1,486,350
Revenues
Taxes $ 2,150,000
Contributions $ 1,900,905
Transfer In $ 1,661,907
Total Revenues 5,712,812
Expenditures
Debt Expenditures
2013 CO Series $ 1,361,644
2015 GO Refunding Series A $ 1,165,038
2015 GO Refunding Series B $ 324,936
2018 GO Series A $ 1,216,350
2018 Refunding Series B $ 735,600
2020 GO Series - Venue Tax $ 156,400
2021 GO Series $ 200,400
2021 GO Taxable Series $ 542,444
Paying Agent Fees $ 10,000
Total Expenditures 5,712,812
Ending Balance $ 1,486,350
288
DEBT SERVICE FUND
City of Wichita Falls, Texas
Debt by Issuance: Current as of 09/30/2022 Financial Audit
Range of Final Annual Bonds
Interest Maturity Serial Bonds Outstanding
Rates Date Payments Author Ized At 9/30/22
f.c-7c,•di Obliu.a°or Ito•ids.
fiunura rJuhedlr�ii 1',21urding 2.00%• 9/01/26 5200 000 to $9,650,000 $ 4,180,000
LS rrr a,Sul ie_20n.A 5.006
fiunura rJuhedlr�ii rtcfundrng 0_73%- 9/01/26 $110,000to 2,8$5,00D 1,195,D00
Ltorr a,Sul ie_2U1513 3.48% $310,000
forum O Iu dlrvn Bonds, 2_00%- 9/01/38 $550,000 to 16,345,000 14,010,000
Suri€ 2018A 5.00% $1,155,01X11
Ciunura O Iu dlrvn Refunding 2.00%- 10/01/28 $80,000 to 6,170,000 4,S00,D00
LSLrrua,Sui ic_,201613 4.00% P;'2_r000
C�unurdIO Iuedlrvii r-clurdrng 4.00% 9/01,131 $144,000to 1,675,000 1S2S.000
Bornd%5uries 2021. S=L+_ 000
C�unura �luhedlrvii 1t1_41_,r•dirlg 0.40%- 9/01,/33 ,:.U5.'J'J1 t: 7,595,000 7,150.000
CiLrrua, Idxau u Suric•s 2021 2.0316
lutdl Gi•7‘2"dl 7 Bonds 32,560,000
Cuirbiiia_i.'r I dx a 7d tcvc r.ic•k3wiiJs.
rutiu 7 lax dnJ 13uti1nLi2 2.00%- 9/01/33 $530,000to 19,675,000 12,455,000
uilificdkus u^Lfbliga'.or,Serius 2U 3 5.375% $1,31S,01X1
rdtwin Tax and Revenue 2.00%- 9/01/33 $545,000 to 13,000,000 2570,000
?Lilificdkus r^c i+li�a'aon,Series 4.625% ,:YLk5,000
2013A
rutiu 7 lax dnJ I312ti1nLi2 LI. 0%- S,;L 1;'1= .- - .'J;J0lu 33545,000 26,865,000
uilificdkus:_r°ObliE.a=or. Scrius U=S 2.12% .lf_,JuO
l utdl t_uirbina=or I dx a 7d ''c•vuiiuL
vends 41,890,000
liu'qu 7.ic•Bonds.
*dtc & uwur Sksluir Iduvuiiuu 2.00%- 1/21 '.�__:.CL' '+� 14,005,000 38,660,000
It 1u 7di 7� burls,Sufic:201L• 5.00% $9,705,000
VC'LC dx It.uiunuu Lftrus, 4.00% 9/01/50 $45,000 to 2,680,000 2,585,000
2.1i0 $150,000
IuLJI : ,_i_ 1 ii:as 41,245000
....or All $115,695,000
289
DEBT SERVICE FUND
The chart below outlines the source of funding for debt payments for the Adopted FY 2024 Budget.
CITY OF WICHITA FALLS
Debt Service Schedule by Payment
Funding Source FY 2024
GENERAL OBLIGATION BONDS
4A Sales Tax Corporation 140,000
4B Sales Tax Corporation 1,760,905
Stormwater 407,763
Airport Operations 671,579
FFA Entitlement 270,065
West Texas Utility 159,100
Property Tax 2,150,000
Hotel Venue Tax 153,400
GENERAL OBLIGATION BONDS $5,712,812
WATER/SEWER BONDS
WATER/SEWER BONDS 12,716,682
TOTAL $18,429,494
290
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.
291
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, 2022
water drld Sewer RevcrluiC Bonds.
Chdrlge In nut pusltlun{Exhibit A a} $ 13,6E0,42U
Add.
UcprecwdtIun dnd drnurto2atlun S 8,845,7y2
I ntcrust expLnse and pdynlg agent fees 2.,493,Lb2
Trdf1S{L'rs out 2.,633343 13,y l3,1.91
Sulbtral:k:
Vtst Texas Utlllikics water ravenuts 745,4E+1
621111 lussJ on sdltfabar1donrnCntufcdpitdldssLks 2,t1y9
Capital Luntributlons from devtlupeIs 666,819
G,819
Trdf1 {12rS 111 {1,414,379)
Net Cdf run s riff dCtcr rninlong debt SL'fvotc coVCIagu S 2G,249,238
PiHurity Subordinate
Loth Binds LIL'fl Bonds
Net Cdf lungs ruf dCter rnlnlong debt M''f Vlcc coVCIagL S 2G,249,238
Principal and Interest requlrLn1Cnts to Inaku I Ity $ 48,146,25U S
NWfnbLr of years rLnldlnulg ku pdy bonds 5 N/A
Averdg+t annudl prorlcipal and Interest requirLnlcrik 9,62y,25U N/A
Mlnanlunl bond covenant debt SL'fVILC covtrdg+t 1.25 1.10
Minimum debt service LL.pouriage rcqulrernent $ 12,03G,563 S 12,4J36,563
ExLtss over debt service cuvelagc rLqunerncnts S 14,212,676
Source: City of Wichita Falls,Annual Comprehensive Financial Report for the Year Ended 09/30/2022
292
DEBT SERVICE FUND
OUTSTANDING WATER/SEWER DEBT SERVICE BY ISSUANCE
2016 Revenue Refunding Bond Series:This is a refunding of a series initially issued in 2001 in the amount
of$118,770,000 for improvements to the City's water and sewer system.The issue was refunded once in
2007, and again in 2016, to take advantage of cost savings that could be realized by lower interest rates.
This bond is funded by, and secured with, revenues generated in the Water/Sewer Fund.
2013A CO: This issuance allowed the City to create a temporary water reuse system, as lake levels
continued to decline during the drought. In total, this issuance was $13 million over a 20-year time line
and is funded through revenues in the Water/Sewer Fund.
2015 CO: This issuance was for 30-Year Combination Tax and Revenue Certificates of Obligation for
$33,545,000, to finance the cost of engineering and construction associated with the City's Indirect
Potable Reuse Project (IPR). The Certificates of Obligation were sold to the Texas Water Development
Board as part of their Clean Water State Revolving Loan Program which provides loans to municipalities
for wastewater projects at 1.2% lower interest rates than what the City would have received in the private
market. The project involved the construction of a pump station and pipeline to convey treated
wastewater effluent from the River Road Wastewater Treatment Plant to Lake Arrowhead.
Fiscal Series Series Series
Year 2016 2013A 2015 Total
2023 10,314,250 945,619 1,436,813 12,696,682
293
DEBT SERVICE FUND
❑TY OF WI CH ITA FALLS
Debt Service FY 2022-23
Principal Budgeted Payment 2022- Est.Outstanding
Issue Issue Date Final Maturity Date PaymentSource Bonds Authorized Outstanding 23 Rating
10/01/2022 0930.2023
20116OSeries 2011 2021 West Te Tax Property $ 4,365,000 $ - Paid in full dui mg 2020-2021 FY
$ - $ - AA
Regional Airport:Issued in 2013,for phase two and phase
4A Sales Tax,4B Sales three of the Regional Airport Terminal Project.Total
2013 COSeries Tax,Property Ta x, issuance of$20 million,over 20 years.This issuance is
Airport 2013 2033 Airport Ops.,FAA $ 19,875,000 $ 12,036,056 $ 970,000 $ 11,066,056 funded through transfers in from the 48 Sales Tax
Entitlement Corporation,the 4A Sales Tax Corporation,PropertyTax,
Airport Operations,and FAA Entitlement Funds
AA
Refunding 2006A,Firing Range,Fire Station,Park Imp.:This
refunding was completed in 2015 and refunded a
4B Sales Tax Combination Tazand Revenues COfrom 2006,2006 Series
Corporation, A,which was used for multiple City projects,including
201560 Stormwater Fund, improvements to police firing range,park improvements,
Refunding Series 2015 2026 property Taxes,and $ 9,650,000 $ 3,972,163 $ 990,000 $ 2,982,163 constructing a new fire station and improvements to the
Excess Sales Taz(if City's storm water drainage system.The refunding was
completed with Series 2015 B fora total issuance of$12.7
applicable) million.This issuance is funded by contributions for the
48 Sales Tax Corporation,Stormwater Fund,Property
AA Taxes,and Excess Sales Tax.
Ref raiding 2006B,Weeks Golf Course:Th i s refunding was
completed in 2015 and refunded a Combination Tax and
201560 4B Sales Tax Revenues COfrom 2006,2006 Series B,which was used
Refunding Series B 2015 2026 Corporation $ 2,885,000 $ 1,148,988 $ 285,000 $ 863,988 for mprovements to the City's municipal golf course.This
refunding was completed with Series 2015Afora total
issuance of$12.7 million.
AA
2018 GO Series 2018 2038 Property Tax $ 16,345,000 $ 13,413,450 $ 640,000 $ 12,773,450 Voter-approved Street Bond:This issuance is funded with
propertytax.VoterApproved Street Issuance.
AA
Refunding 2009 CO,Firing Range(Ph.II),Park Land,Trail Ext.
Property Tax$102,900, Arimal Services Bullring:This refunding refunded the 2009
the West Texas Utility CO used for improvements at the Firing Range,Park Land
2018 GO 2018 2028 $157,700,and the 48 $ 6,170,000 $ 4,311,300 $ 565,000 $ 3,746,300 Acquisition,Trail Extention,and the Animal Services
Refunding Series B
Sales Ta x Corporation Center.This issuance is funded through Prone rty Ta x,the
$452,500 West Texas Utility Contract,and the 48 Sale Tax
Corporation.
AA
Refunding 2010 CO,Castaway Cove and 2013A CO:this
refunding refunded the 2010 CO used to purchase
2021 60 413 Sales Tax Ca sta wa y Cove W a to rpa rk in Ja n ua ry of 2010.This
Refunding Taxable 2021 2033 Corporation, $ 7,595,000 $ 7,595,000 $ 435,000 $ 7,160,000 issuance is funded bythe 48 Sales Taz Corporation.This
Series Water/Sewer Revenue refunding also refunded the 2013A CO issued forthe
City's Potable Reuse Project,and is funded by Water and
AA Sewer Revenue.
Refunding 2011 CO Series and the Water and Sewer 2013A CO:
2021 Refunding 2021 2031 46 Sales Tax $ 1,675,000 $ 1,675,000 $ 140,000 $ 1,535,000 This refunding refunded the 2011 CO used for the
Series Corporation completion of Rhea/Callfield/Lawrence Road.
AA
TOTAL GENERAL OBLIGATION BONDS 68,560,000 44,151,957 4,025,000 40,126,957 Excludes paying agent fees
WATER/SEWER BONDS
Water System Improvement,Lake Kemp water source:This is
a refunding of a series initiallyissued in 2001 for
$118,770,000 for i mprovements to the City's water and
2016 Revenue sewer system.The issue was refunded once in 2007,and
Refunding Bond 2016 2027 Water/Sewer revenue $ 74,005,000 $ 36,359,750 $ 8,410,000 $ 27,949,750 A+ again in 2016,to take advantage of cost savings that
Series could be realized by lower i nterest rates.The bond is
funded by,and sourced with,revenues generated in the
Water/Sewer Fund.This bond was issued in response to
the 1995-2000 drought and secured the development and
integration of the Lake Kemp water source.
Potable Reuse Project:This issuance allowed the City to
create a temporary water reuse system,as lake levels
2013A CO 2013 2033 Water/Sewer revenue $ 13,000,000 $ 7,802,312 $ 615,000 $ 7,187,312 A+ continued to decline during the drought.In total,this
issuance was$13 million over a 20 year ti me line and is
funded through revenues in the Water/Sewer Fund.
Indirect Potable Reuse:This issuance was for thi rty ye a r
Combination Tazand Revenue Certificates of Obligation
2015 CO 2015 2045 Water/Sewer revenue $ 33,545,000 $ 26,377,816 $ 980,000 $ 25,397,816 A+ for$33,545,000,to finance the cost of engineering and
construction associated with the City's Indirect Potable
Reuse Project(IPR)
TOTAL WATER/SEW ER BONDS: 120,550,000 70,539,878 10,005,000 60,534,878 Excludes paying agent fees and Sun Trust Lease
VENUE REVENUE BONDS
Voter-approved Venue Tax Bond:This voter approved Venue
Tax Bond was issued for capital improvements and
2020 Series 2020 2050 Venue Tax Revenue $ 2,680,000 $ 2,479,600 $ 50,000 $ 2,429,600 A+ maintenance projects for the Oty's Multipurpose Event
Bond Center(MPEC)and the Performace Hall in Memorial
294 Auditorium
GRAND TOTAL: 191,790,000 117,171,435 14,080,000 103,091,435
TEXAS-1;i1);c4i1;, U55
Hotel/Motel Funds
295
HOTEL/MOTEL FUND
HOTEL/MOTEL FUND:
The Hotel/Motel Fund contains two divisions, the Convention and Visitor's Bureau (CVB) and the Multi-Purpose
Events Center (MPEC). 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.A change in accounting policy in 2021 caused these
divisions to be transferred to the Hotel/Motel Fund.
In October of 2021, the City resumed management of the MPEC facilities after the expiration of a five-year
agreement with a third-party management company. During that time, the City has made tremendous
improvements to the facilities and will have held over 340 events through the end of this year. The fund's total
operating expenditures increased by$7,215. Operating expenditures are budgeted to remain roughly consistent
with the previous fiscal year. Savings from a decrease in supplies and maintenance balanced with the 6% increase
in personnel services city-wide. The Adopted Budget decreases the operating transfer from the General Fund
from $3,189,000 to$500,000, as excess General Fund balance was used in FY 2023 to fund a remodel of the MPEC
Exhibit Hall, which will be completed by the end of FY 2023.
Hotel/Motel Fund
FY 2023 FY 2024
FY 2022 Adopted Adopted
Revenues and Expenditures by Year Actual Budget Budget %Change
Revenues
Taxes $ 2,199,277 $ 2,200,000 $ 2,315,000 5.23%
Contributions 35,000 35,000 35,000 0.00%
Misc. Revenues 2,124,898 2,003,785 1,906,000 -4.88%
Total Operating Revenues $ 4,359,175 $ 4,238,785 $ 4,256,000 0.41%
Transfer In - 3,189,000 500,000 -84.32%
Other Financing Sources - - - 0.00%
Total Revenues $ 4,359,175 $ 7,427,785 $ 4,756,000 -35.97%
Expenditures
Personnel Services $ 1,847,299 $ 1,658,021 $ 1,743,417 5.15%
Supplies 428,968 826,360 532,233 -35.59%
Maintenance & Repair 198,725 190,250 154,600 -18.74%
Utilities/Other Services 1,264,985 1,453,954 1,407,451 -3.20%
Insurance & Contract Supp. 128,826 131,000 168,000 28.24%
Debt Expenditures - 261,880 261,880 0.00%
Other Expenditures 437,077 392,320° 488,419 24.50%
Capital Improvements - 2,514,000 - -100.00%
Transfers Out - - - 0.00%
Total Expenditures $ 4,305,880 $ 7,427,785 $ 4,756,000 -35.97%
296
HOTEL/MOTEL FUND
Revenue by Source E>';6= I Y ti_,res by Use
Taxes 49% trtiities/OtherServices 30%
Contributions 11% Supplies 11%
Misc. Revenues 40% Personnel Services ,`;
T.a nsfer i n 115= All other 22%
REVENUES
Taxes: As economic conditions continue to recover and improve from the COVID-19 pandemic, Hotel/Motel Tax
revenues are expected to increase by $105,000 or 4.77%. The Hotel/Motel tax is assessed against the occupants
of rented rooms in hotels, motels,and bed and breakfasts. Both the City and the State collect taxes from the rental
of these rooms. The State of Texas rate is 6% and the City tax rate is 9%, for a combined hotel/motel tax rate of
15%. 7% of the City's tax rate is accounted for in this fund, and is used to support arts campaigns, fund the
Convention and Visitor's Bureau (CVB), and funds personnel, supplies, and utilities at the MPEC to put on events
at those facilities. The other 2%of the City's Tax Rate is accounted for in the Venue Tax Fund.
A hotel's owner, operator, or manager must collect hotel taxes from their guests and remit these taxes to both
the local municipality as well as to the state. Tax revenue from the city hotel occupancy tax may be used to
promote tourism, conventions, and the hotel industry. Cities also have the option to use this tax for the
encouragement, promotion, and improvement of the arts.
During the past fiscal year, the City worked closely with GovOS, a short-term rental vendor, to streamline and
digitize the collection of Short-Term Rental taxes, as required by City Ordinance. This work has resulted in the
collection of over$30,000 in additional taxes year to date. It is anticipated that this collection will increase in time,
as more short-term rentals, hotels,and other required venues come into compliance with the payment of this tax.
Miscellaneous Revenues: This account reflects revenues projected to be generated from the MPEC under City
management, and is expected to decrease $97,785 or 4.88% due to a decrease in expected revenue from events
hosted in Memorial Auditorium for FY2024 due to ongoing improvements.
Transfer In:This category decreased by$2,689,000 due to excess General Fund revenue being recommended for
one-time expenditures in the previous fiscal year to update facilities at the MPEC.
297
HOTEL/MOTEL FUND
EXPENDITURES
Personnel Services: Personnel Services account for 37%of expenditures in the Hotel/Motel Fund. This account
increased by$85,396 or 5.15%due to Merit/Step and COLA increases and labor costs to support additional event
operations.
Supplies: This account contains supplies required to maintain daily operations at the MPEC, and reflects a
decrease of$294,127 or 35.59%due to improved estimates of food and beverage purchases for event concessions
and adjustments due to improvements in inventory management.
Maintenance & Repair: This account decreased by $35,650 or 18.74% largely due to a decrease in
needed maintenance at the MPEC due to recent renovations
Utilities/Other Services: This account has decreased by $46,503, or 3.20%. Contracting services are no longer
needed. The savings are offset by cost increases for energy and utilities.
Insurance & Contract Supplies: This account increased by$37,000 or 28.24% due to the expected increase in
costs of insuring the MPEC.
Debt Expenditures: This account totals $261,880 and funds MPEC's portion of the Energy Conservation
Equipment Lease payment which ends in August of 2024.
Other Expenditures: This account totals$488,419 primarily due to increased administrative overhead costs.
Capital Expenditures: Capital Improvements decreased by $2,514,000, or 100%, due to use of one-time funds
allocated in the previous budget year for capital improvements at the MPEC venues.
298
HOTEL/MOTEL FUND
Below, the Hotel / Motel Fund budget is divided into the respective organizations, the Convention and Visitor's
Bureau, and MPEC Operations.
Convention and Visitor's Bureau
FY 2023 FY 2024
FY 2022 Adopted Proposed
Revenues and Expenditures by Year Actual Budget Budget %Change
Expenditures
Personnel Services $ 267,310 $ 244,414 $ 269,535 10.28%
Supplies 37,445 45,712 41,733 -8.70%
Maintenance & Repair 404 750 600 -20.00%
Utilities/Other Services 195,055 285,507 264,516 -7.35%
Insurance & Contract Supp. - 1,000 LOGO 0.00%
Other Expenditures 35,719 49,244 38,410 -22.00%
Total Expenditures $ 535,933 $ 626,627 $ 615,794 -1.73%
MPEC Operations
FY 2023 FY 2024
FY 2022 Adopted Proposed
Revenues and Expenditures by Year Actual Budget Budget %Change
Expenditures
Personnel Services $ 1,579,989 $ 1,413,607 $ 1,473,882 4.26%
Supplies 391,523 780,648 490,500 -37.17%
Maintenance & Repair 198,321 189,500 154,000 -18.73%
Utilities/Other Services 1,069,930 1,168,447 1,142,935 -2.18%
Insurance & Contract Supp. 128,826 130,000 167,000 28.46%
Debt Expenditures - 261,880 261,880 0.00%
Other Expenditures 401,358 343,076 450,009 31.17%
Capital Improvements - 2,514,000 - -100.00%
Total Expenditures $ 3,769,947 $ 6,801,158 $ 4,140,206 -39.12%
299
HOTEL/MOTEL FUND
PERSONNEL BY JOB TITLE
Convention &Visitor's Bureau FY2021-22 FY2022-23 FY2023-24 Change PY
Communications and Marketing Dir 0.33 0.33 0.35 0.02
Market&Design Peep 0.50 - - -
Marketing Coordinator - 0.50 0.50 -
Marketing/Design Manager 0.50 0.50 0.50 -
Sales and Service Coordinator 0.50 0.50 - (0.50)
Sales Coordinator 0.50 0.50 -
Senior Sales Coordinator - 0.50 0.50
Visitor and Office Assistant - 1.00 1.00 -
Total 1.83 3.33 3.35 0.02
MPEC Management FY2021-22 FY2022-23 FY2023-24 Change PY
Ag Center Manager 1.00 1.00 1.00 -
Box Office Manager 1.00 1.00 1.00 -
Chef 1.00 - - -
Communications and Marketing Dir 0.33 0.33 0.35 0.02
Concessions Supervisor - 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 -
Marketing Coordinator 0.50 0.50 0.50 -
Marketing/Design Manager - - 0.,50 0.50
MPEC Lead Operations Staff - 1.00 1.00 -
MPEC Operations Staff 1.00 1.00 3.00 2.00
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 13.83 14.83 17.35 2.52
*Added on additional Operations Staff for the Agricultural Center
300
HOTEL/MOTEL VENUE TAX FUND
OVERVIEW
HOTEL/MOTEL VENUE TAX FUND:
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%. The City's 9%
rate includes a 2%tax increase that was approved by the citizens of Wichita Falls in November 2019.
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 Hotel/Motel 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.
Hotel/Motel Venue Tax Fund
FY 2023 FY 2024
FY 2022 Adopted Adopted
Actual Budget Budget %Change
Revenues
Taxes $ 624,886 $ 600,000 $ 600,000 0.00%
Total Revenues $ 624,886 $ 600,000 $ 600,000 0.00%
Expenditures
Utilities/Other Services 3,000 - -
Debt Expenditures 155,400 -Capita] Improvements - 446,600 60.0,000 34.35%
Transfers Out - 153,400 -
Total Expenditures $ 158,400 600,000 600,000 0.00%
301
Multi-Purpose Event Center
MISSION
The Multipurpose Events Center(MPEC)is responsible for operating and maintaining excellent event venues while
providing guests with an exceptional experience and first-rate customer service. We will enhance the quality of
life for residents by providing diverse entertainment and as a local venue where events, meetings, tradeshows
and conventions can be held. The MPEC facilities consist of J.S. Bridwell Agricultural Center, Ray Clymer Exhibit
Hall, Kay Yeager Coliseum, and Memorial Auditorium.
SERVICES PROVIDED
• Operate and maintain four event venues (including, but not limited to, event management, food and
beverage and ticketing).
• Research and recruit entertainment and events to Wichita Falls.
• Promote and market the facilities for the purposes of hosting events in them.
FY2023 ACCOMPLISHMENTS
• Completed a renovation of the Exhibit Hall
• Facility repairs and updates
• Hosted more events than last year
• Revenues are higher than anticipated budgeted amount
CONTACT INFORMATION
Lindsay Lewis
Director of Communication and Marketing
940-716-5553
lindsay.lewis@wichitafallstx.gov
302
Multi-Purpose Event Center
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC PLAN FY2023 FY2024
DEPARTMENT PLAN PERFORMANCE MEASURE
GOAL GOAL STRATEGY ESTIMATE TARGET
Continue to 1.Accelerate
attract new 1.3 Aggressively Comparison of
Economic 100% 100%
events and Growth Market the City events/concerts held by year
concerts
Lower the 3.6 Grow HOT
General Fund 3. Redevelop Revenues to Comparison of GF subsidy by 100% 100%
operating Downtown year
Support the MPEC
subsidy
FY2024 HIGHLIGHTS
• Personnel Services: increased by$60,275, or 4.26% due to COLA and Merit increases.
• Supplies: decreased by$290,148, or 37.17%due to decreases in minor furniture purchases, decreased
purchases of food, beverages, alcohol, and other supplies used for concessions, offset by increases in
janitorial supplies, and system software.
• Maintenance and Repair: decreased by$35,500, or 18.73% due to decreased maintenance needed by
the MPEC due to recently completed renovations.
• Insurance/Contract Expense: increased by$37,000, or 28.46%due to increased cost of required event
insurance.
• Other Expenditures: increased by$96,933, or 28.25%due to an increase in administrative overhead
charges as a result of funding for the MPEC Comptroller position transferred out to the General Fund.
303
Multi-Purpose Event Center
J.S. BRIDWELL AGRICULTURAL CENTER
The J.S. Bridwell Agricultural Center, located on the North banks of the Wichita River, was the first phase of the
Multi-Purpose Events Center project completed in 1995. Named in honor of Wichita Falls rancher and
businessman Joseph S. Bridwell (1885-1966),the J.S. Bridwell Agricultural Center hosts everything from dog shows
and rodeos to fundraiser galas. The venue includes a 50,000 square foot Stall Barn and 120' X 270' indoor Arena
with seating for 1,200 people. In 2011, the Wichita Extension Horse Committee built and donated a 70' X 150'
covered warm-up arena to the City of Wichita Falls.
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Multi-Purpose Event Center
RAY CLYMER EXHIBIT HALL
The second phase of the Multi-Purpose Events Center project was the Ray Clymer Exhibit Hall completed in 1996.
This 58,000 square foot meeting space is located on the south side of the Wichita River and connects to the J.S.
Bridwell Agricultural Center by a pedestrian bridge.
The two main Exhibit Halls offer a great venue for trade shows, conventions or large banquets. In addition, the
building features 10 breakout rooms that can host meetings, seminars and receptions, as well as a 216 seat
seminar room.
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Multi-Purpose Event Center
KAY YEAGER COLISEUM
The final phase and the cornerstone of the events complex,the Kay Yeager Coliseum began construction in 2001,
with a completion in January, 2003. With a seating capacity of 6,500, the versatility of the Kay Yeager Coliseum
offers a facility that can host a variety of events such as concerts, hockey, basketball, indoor tennis, soccer and
other sporting events. The Kay Yeager Coliseum is also used for rodeos, horse and agricultural events, wrestling,
tractor pulls and motorcycle events. With a center stage arrangement, lectures, small concerts or theater-in-the-
round can be held.
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306
Multi-Purpose Event Center
MEMORIAL AUDITORIUM
Memorial Auditorium is a beautiful historical proscenium theater constructed in 1927 and is a duplication of the
State Fair Music Hall in Dallas. The last area Indian battle took place only ten years before construction on the
bluff where Memorial Auditorium now stands. Early entertainers Will Rogers, Elvis Presley, Gene Autry and Bob
Hope have graced the stage at Memorial Auditorium. Today, Memorial Auditorium is home to the Wichita Falls
Symphony Orchestra, Wichita Falls Ballet Theatre and plays host to comedy shows like Ron White and Jerry
Seinfeld,touring Broadway productions, and musicians. Memorial Auditorium seats 2,700 people.The stage area
is 59' 8" X 41' 6" and includes 12 air-conditioned dressing rooms and concessions.
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307
CONVENTION AND VISITORS BUREAU
MISSION
The Convention and Visitors Bureau (CVB) is responsible for marketing an image of Wichita Falls that positions us
as a destination for conventions, meetings, events,and visitors.The CVB's funding is derived solely from the Hotel
Occupancy Tax(HOT). The HOT tax is charged to a person who, under a lease, concession, permit, right of access,
license, contract, or agreement, pays for the use or possession or for the right to use or possession of a room that
is in a hotel, costs $2 or more each, and is ordinarily used for sleeping (Tax Code § 351.002). Per the Texas
Comptroller of Public Accounts, HOT revenue can only be used for expenditures that directly enhance and
promote tourism and the convention and hotel industry.
SERVICES PROVIDED
• Market Wichita Falls as a destination for travel
• Research, bid, book and service conventions and events
• Support local attractions through promotion to attract visitors
FY2023 ACCOMPLISHMENTS
• The City of Wichita Falls continued to see growth in total direct travel spending by visitors
• The Convention and Visitors Bureau successfully hosted several conventions, thus resulting in additional
hotel/motel tax revenues
CONTACT INFORMATION
Lindsay Lewis
Director
940-716-5553
lindsay.lewis@wichitafallstx.gov
308
CONVENTION AND VISITORS BUREAU
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC PLAN PERFORMANCE FY2023 FY20224
DEPARTMENT PLAN STRATEGY MEASURE ESTIMATE TARGET
GOAL GOAL
Track website traffic
Advertise and by geographical
1.Accelerate
market Wichita 1.3 Aggressively location; number of
Economic 100% 100%
Falls as a Growth Market the City inquiries and leads
destination submitted through
the advertising
Research,
identify and 3.6 Grow HOT
3. Redevelop Comparison of HOT 0
bid/recruit Revenues to 100% 100/
events to be Downtown Support the MPEC revenues by year
held in WF
FY2024 HIGHLIGHTS
• Personnel Services: increased by$25,121, or 10.28% due to COLA and Merit increases and increases in
Stability Pay and Retirement contributions.
• Utilities/Other Services: decreased by$20,991, or 7.35% due to a decrease in costs associated with
hosting conventions and other committed events.
309
DUPLICATING SERVICES FUND
OVERVIEW
Duplicating Services Fund:
The Duplicating Services Fund is an Internal Service Fund. It is used to account for duplicating services as well as
mail services for the City. Employees who process and distribute mail are paid from this fund.
Duplicating Services Fund
2022-23 2023-24
2021-22 Adopted Adopted
Actual Budget Budget % Change
Internal Service Charges $118,066 $118,183 $120,000 2%
Expenditures
Personnel Services $ 23,243 $ 24,048 $ 27,770 15%
Supplies 1,040 3,.500 - -100%
Maintenance &Repair 232 - - 0%
Utilities/Other Services 747 400 - -100%
Insurance&Contract Supp. - - - 0%
Other Expenditures 70,086 90,235 92,230 2%
Total Expenditures $ 95,348 $118,183 $120,000 2%
PERSONNEL BY JOB TITLE
Duplicating Services FY 2021-22 FY2022-23 FY2023-24 Change ICY
Accounting'Payroll Analyst 0.2 0.2 0.2 0
Administrative Secretary 0.2 0.2 0.2 0
Total 0.4 0.4 0.4 0
310
TEXAS.J.;114,4 5116'
Other Proprietary Funds
311
REGIONAL AIRPORT FUND
REGIONAL AIRPORT FUND
The Regional Airport Fund is an Enterprise Fund, which is supported by user fees and federal grants. For FY 2024,
this fund does not require a subsidy from the General Fund. The City's Regional Airport Fund Adopted FY 2024
Budget is $1,997,078 which is $82,524 or 4.31%, higher than the FY 2023 Budget due to increased transfers out
to pay the debt service on the 2013 Airport bond.
FY 2022 FY 2023 FY 2024
Adopted Adopted Percent
Actual
Regional Airport Budget Budget Change
Revenues
Service Charges 317,969 271,120 262,820 -3.06%
Transfer In 450,093 25,000 25,000 0.00%
Misc, Revenues 1,614,280 1,618,434 1,709,378 5.62%
Total Revenues $ 2,382,342 $ 1,914,554 $ 1,997,198 4.32%
Expenditures
Personnel Services $ 385,850 $ 510,747 462,687 -9.41%
Supplies 443,738 524,176 528,005 0.73%
Maintenance & Repair 118,092 127,706 116,197 -9.01%
Utilities/Other Services 201,338 223,836 253,798 13.39%
Insurance& Contract Su pp. 114,079 22,130 35,817 61.85%
Other Expenditures 189,345 292,427 274,100 -6.27%
Capital Improvements 108,714 - - -
Transfers Out 9,845 213,532 326,594 52.95%
Total Expenditures $ 1,571,001 $ 1,914,554 $ 1,997,198 4.32%
Revenues by Source Expenditures by Use
Personnel Services 23.17%
Transfer In I 1.25%
Supplies 26.44%
Misc Revenues 85.59% Utilities 12.71%
Transfers Out 16.35%
Service Charges - 13.16%
All Others 7.61%
312
REGIONAL AIRPORT FUND
REVENUES
This budget is projecting revenues to increase by$82,644 or 4.32%from the previous year. Revenues are expected
to increase largely due to increased fuel and oil sales and airport concessions. While operating revenue increased
by 7.16%, overall revenue increases are more modest due to the transfer in in the previous fiscal year not being
needed this year and lower projected service charge revenue.
EXPENDITURES
Personnel Services:The Adopted Budget has a decrease of$48,060 or 9.41%from the FY 2023 Adopted Budget.
This decrease is due to the elimination of a position at the airport.
Supplies: Supplies in the Regional Airport Fund include a $3,829 or a 0.73% increase from the prior year. This
increase is reflective of increased fuel costs needed to run the FBO.
Maintenance & Repair: Maintenance & Repair costs have decreased by $11,509 or 9.01%. This is due to
decreased need for repairs and typical maintenance due to previous improvements.
Utilities/Other Services: This account line has increased by $29,962 or 13.39%. Most of this increase is due to
increases in electricity and other utility costs to run the airport.
Transfers Out: This account reflects funds transferred out for debt service. The FY 2022 budget included a debt
service payment that will be made with FAA ARPA funds.The FY 2024 budget has an increased amount of payment
due in order to remain on repayment schedule, causing transfers out to increase by$113,062, or 52.95%.
Fixed Base Operations (FBO): In April 2020, the City was notified that the existing fixed base operator would
not continue services at the end of their contract in September 2020. The City then decided to assume fixed base
operations under their own management. FBO at the Regional Airport is similar to the current operations already
in effect at the Kickapoo Airport. FBO at the Regional Airport provides refueling, parking, and rental services to
commercial aircraft.
PERSONNEL BY JOB TITLE
Regional Airport FY2021-22 FY2022-23 FY2023-24 Change PY
Administrative Clerk 1.50 1.50 1.40 (0.10)
Airport Lineman Temp - - 0.10 0.10
Airport Operations S 1.00 1.00 1.00 -
AirportAdministrator 0.60 0.60 0.60
Total 3.10 3.10 3.10 -
FBO Regional Airport
Administrative Clerk 2.00 1.00 1.00 -
Administrative Clerk-Temp - 1.00 1.00 -
Airport Lineman 3.00 4.00 3.00 (1.00)
Lead Airport Lineman 1.00 1.00 1.00 -
Total 6.00 7.00 6.00 (1.00)
*Additional Airport Lineman no longer needed due to decreased use of FBO services
313
KICKAPOO AIRPORT FUND
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$1,178,195.This is an increase of$22,097 or 1.91%from the previous year.
FY 2022 FY 2023 FY 2024 Percent
Kickapoo Airport Actual Adopted Adopted Change
Revenues
Service Charges 108 120 120 0.00%
Misc, Revenues 1,127,891 1,130,978 1,178,075 4.16%
Transfer In 453,744 25,000 - -100.00%
Total Revenues $ 1,581,743 $ 1,156,098 $ 1,178,195 1.91%
Expenditures
Personnel Services $ 274,974 $ 279,280 $ 358,464 28.35%
Supplies 734,853 580,806 580,593 -0.04%
Maintenance & Repair 17,603 21,470 21,765 1.37%
Utilities/Other Services 78,355 111,348 80,022 -28.13%
Insurance & Contract Su pp. 37,570 11,938 21,000 75.91%
Other Expenditures 53,134 151,256 66,351 -56.13%
Transfers Out 23,878 - 50,000 0.00%
Total Expenditures $ 1,220,366 $ 1,156,098 $ 1,178,195 1.91%
Revenues by Source Expenditures by Use
Personnel Services 30.42%
Service Charges 0.01%
Supplies II. 49.28%
Misc.Revenu All 99.99%
Al I Other 13.51%
Transfer In 0.00% Utili ties/Other Services - 6.79%
314
KICKAPOO AIRPORT FUND
REVENUES
This budget is projecting revenues to be $22,097 or 1.91% higher than the previous year's adopted budget. The
slight increase in revenue is attributed mostly to a projected increase in Fuel and Oil sales and a decrease in
operating grants.
Miscellaneous Revenues: Operating revenue generated from various activities such as Fuel Sales, Hangar
Rentals, and Ground Lease Rent are anticipated to increase by$47,097 or 4.16%compared to the previous fiscal
year.
EXPENDITURES
Personnel Services: Personnel Services account for 30% of all expenditures in the Kickapoo Airport Fund. The
Adopted Budget has a $79,184 or 28.35% increase from the FY 2023 Adopted Budget due to salary increases and
the addition of a part time clerk position.
Supplies: Supplies in the Kickapoo Airport Fund total $580,593 which is a decrease of$213 or 0.04% from the
prior year. The cost of supplies will remain mostly unchanged from the previous fiscal year.
Utilities/Other Services: This category has decreased by $31,326 or -28.13%. This decrease is mostly due to
decreases in telephone and bank services.
Insurance/Contracts: This category increased by $9,062 or 75.91% due to the expected increase in insurance
coverage cost.
Other Expenditures: This category decreased $84,905 or 56.13% due to a decrease in matching contributions
for bond repayment with grants. The City's policy Debt Service may be found in the Debt Service section of this
document, and the City's current grants may be found in the Special Revenue section of this document.
Transfers Out: Transfers Out total $50,000, which is due to the City's required matching portion of the Airport
Grant also funded by the Federal Aviation Administration (FAA) to fund phase 2 of the Airport Project. More
information about the City's Debt Payments can be found in the Debt Service section of this document.
PERSONNEL BY JOB TITLE
Kickapoo Airport FY2021-22 FY2022-23 FY2023-24
Administrative Clerk -Temp - - 0.50 0.50
Airport Lineman 2.00 2.00 2.00 -
Airport Operations Supervisor 1.00 1.00 1.00 -
Airports Administrator 0.40 0.40 0.40 -
Lead Airport Lineman 1.00 1.00 1.00 -
Total F 4.40 4.40 4.90 0.50
315
FLEET MAINTENANCE FUND
FLEET MAINTENANCE FUND
The Fleet Maintenance Fund is an Internal Service Fund and is responsible for the maintenance and replacement
of the City's fleet of vehicles and equipment.The Adopted Budget for the Fleet Maintenance Fund is$14,526,356
and includes an increase of $1,365,651 or 10.38% from the FY 2023 budget. The budget increase is due to the
initial debt payments on the Fire Department's new fire apparatus and updated compensation for Fleet
Department employees.
Fleet Maintenance Fund
2022-23 2023-24
2021-22 Adopted Adopted
Revenues and Expenditures by Year Actual Budget Budget % Change
Revenues
Service Charges 10,891,479 12,662,394 14,357,356 13.39
Misc. Revenues 122,275 158,311 169,000 6.75%
Other Financing Sources 1,500,000 - - 0.00%
Transfer In 2,453,748 340,000 - -100.00%
Total Revenues $ 14,967,502 $ 13,160,705 $ 14,526,356 10.38%
Expenditures
Personnel Services $ 2,212,695 $ 2,309,494 $ 2,458,080 6.43%
Supplies 4,072,692 5,279,066 4,734,424 -10.32
Maintenance &Repair 2,283,737 2,047,591 2,723,859 33.03%
Utilities/Other Services 123,925 79,324 155,323 95.81
Insurance &Contract Supp. 73,566 159,264 13,800 -91.34%
Debt Expenditures 18,259 474,8.15 1,015,041 113.78%
Other Expenditures 208,263 271,733 291,O66 7.11%
Capital Improvements 2,577,6.54 2,227,418 2,822,763 26.73%
Transfers Out 312,000 312,000 312,00.0 0.00%
Total Expenditures $ 11,882,791 $ 13,150,705 $ 14,526,356 10.38%
Revenue by Source Expenditures by Use
Personnel Services 16.92%
Service Charges 98.84%
Supplies . 32.59%
Misc.Revenues 11.16%
Maintenance and Repair 18.75%
Capital Improvements 19.43%
All Other 1231%
316
FLEET MAINTENANCE FUND
REVENUES
Service Charges: Revenue for the Fleet Maintenance Fund is derived from charges to City departments to keep
the City's vast fleet of vehicles and equipment operational. The $1,694,962 or 13.39% increase is due to the cost
to rebuild a compactor in Sanitation and the costs of the new fire apparatus.
Transfer In: The FY 2023 budget included a transfer in of$340,000 from the General Fund for the purchase of a
tactical vehicle for the Police Department.
EXPENDITURES
Personnel Services: Personnel Services account for 16.92%of all expenditures in the Fleet Maintenance Fund.The
Adopted Budget increased $148,586 or 6.43% increase from the FY 2023 Adopted Budget due to merit and cost
of living adjustment (COLA) increases as well as decreasing personnel needs.
Supplies: Supplies in the Fleet Maintenance Fund total $4,734,424 which is a $544,642 or 10.32% decrease from
the prior year budget as fuel prices reduced some from peak levels in 2022.
Utilities/Other Services: The Adopted Budget for utilities/other services is $155,323 which is $75,999 or 95.81%
more than the FY 2023 budget mostly due to increased rates for electricity. Also, the Fleet department is now
responsible for a larger portion of the energy costs at the Fleet Services center as transit operations moved to a
new facility.
Insurance/Contracts: Insurance & Contract expenses decreased by $145,464 due to reduced worker's
compensation costs.
Debt Expenditures: This category accounts for debt service of $1,015,041 for a capital lease payment for fire
equipment. Detailed information about debt issued by the City of Wichita Falls, can be found in the debt section
of this document, and is available online in the City's Audited Annual Comprehensive Financial Report.
Other Expenditures: This account increased $19,333, or 7.11%, from the previous year due to an increase in
administrative overhead costs charged for services provided by other funds such as the General Fund.
Capital Improvements: Capital Improvement expenditures are estimated at $2,822,763 and include vehicle and
equipment replacement for Animal Services, Building Inspection, Code Enforcement, Fire, Fleet, Parks, Police,
Recreation, Street, and Water.
317
FLEET MAINTENANCE FUND
PERSONNEL BY JOB TITLE
Fleet Maintenance FY2D21-22 FY2D22-23 FY2D23-24 Change PY
Administrative Secretary 1.00 1.00 1.00 -
Auto Services Coordinator LOG 1.00 1.00 -
Automotive Mechanic 16.00 16.00 16.00 -
Automotive Service W 6.00 6.00 6.00 -
Centrai Service Supervisor 1.00 1.00 1.00 -
Dir of Aviation,Traffic&Transp 0.85 0.85 0.35 -
Fire Equip Mechanic 2.00 2.00 2.00 -
Landfill Mechanic 1.00 1.00 1.00 -
Lead Auto Service Worker 1.00 1.00 1.00 -
Senior Admin Clerk 1.00 1.00 1.00 -
Store Clerk 2.00 2.00 2.00 -
Warehouse Supervisor 1.00 1.00 1.00 -
Welder 2.00 2.00 2.00 -
Total 35.85 35.85 35.85 -
318
INFORMATION TECHNOLOGY FUND
INFORMATION TECHNOLOGY FUND
The Information Technology Fund is an Internal Service Fund and is responsible for the maintenance and
replacement of the City's computers and ancillary devices, network infrastructure, and communications
equipment. The budget for the Information Technology Fund is $5,338,447. This is a decrease of $192,628 or
3.48%from the previous year. The Adopted FY 2024 Budget includes a transfer in from excess fund balance from
previous years to fund capital improvements and maintenance needs.
Information Technology Fund
2021-22 2022-23 2023-24
Revenues and Expenditures by Year Actual Adopted Budget Adopted Budget %Change
Revenues
Service Charges 3,512,457 4,114,825 4,114,825 0.00%
Other Financing Sources 1,416,250 1,223,E22 -13.60
Total Revenues 3,512,457 5,531,075 5,338,447 -3.48%
Expenditures
Personnel Services 1,298,874 1,454,60E 1,513,029 4.02%
Supplies 158,004 209,002 264,907 26.75%
Maintenance &Repair 1,044,281 1,547,121 1,824,979 17.96%
Utilities/Other Services 185,391 323,343 324,979 0.51%
Other Expenditures 6,951 24,849 25,399 2.21%
Capital Improvements 303,617 1,972,154 1,385,154 -29.76%
Total Expenditures 2,997,119 5,531,075 5,338,447 -3.48%
Revenues by Source Expenditures by Use
Service Charges 77.08% 28.34% Personnel Services
4.96% , Supplies
Other Financing Sources 22.92%
34.19% Maintenance&Repair
5.09% Utilities/Other Services
25.95% Capital Improvements
0.47% All Other
319
INFORMATION TECHNOLOGY FUND
REVENUES
Service Charges: Revenue collected from Service Charges will remain level at $4,114,825 for the FY 2024
Adopted Budget.
Other Financing Sources: This represents a use of $1,223,622 in fund balance from prior years to fund Radio
Upgrades for Public Safety.
EXPENDITURES
Personnel Services: Personnel Services accounts for 28.34% of all expenditures in the Information Technology
Fund.The Adopted Budget increased$58,423 or 4.02%,from the FY 2023 Adopted Budget due to merit and COLA
increases to maintain competitive compensation for all City employees.
Maintenance & Repair: Maintenance and repair expenses include software maintenance costs which have
increased $277,858 or 17.96% due to increased costs of maintenance agreements. The Information Technology
Fund is now paying the full amount of MDT Radio Maintenance previously charged to 4B.
Capital Improvements: Capital Improvements recommended for the FY 2024 Adopted Budget are$1,385,154.
Item Amount
Panasonic Toughbooks $ 760,000
Zebra Handhelds and Printer for Police 200,000
Planned Annual Network Infrastructure 170,077
Planned Annual Server Replacement 145,077
Library Information System Replacement 80,000
Network Security Remediation 30,000
Total Adopted Capital $1,385,154
320
INFORMATION TECHNOLOGY FUND
PERSONNEL BY JOB TITLE
Information Technology FY2021-22 FY2022-23 FY2022-23 Change PY
Assistant City Manager 0.34 0.34 0.34 -
Business Systems Analyst 1.00 1.00 1.00 -
!Database Application 2.00 - - -
!Database Manager - 1.00 1.00 -
GIS Application Coordinator 1.00 1.00 1.00 -
Elelp Desk Technician 1.00 1.00 1.00 -
ITAdministrator 1.00 1.00 1.00 -
Network Analyst 2.00 2.00 2.00 -
Network Coordinator 2.00 - - -
Network Infrastructure Manager - 1.00 1.00 -
PC Analyst 4.00 4.00 4.00 -
PCAnalyst Supervisor - 1.00 1.00 -
Radio System Technician L00 1.00 1.00 -
Systems Application Analyst 2.00 2.00 2.00 -
Tota l 17.34 16.34 16.34 -
321
TRANSIT FUND
TRANSIT FUND
The Transit Fund is an Enterprise Fund that is, for the majority, funded through Federal and State Grants. Due to
legislation passed in response to the COVID-19 Pandemic, City Transit Operations will be subsidized with the
Coronavirus Aid, Relief, and Economic Security (CARES) Act Funds through the Federal Transportation
Administration (FTA). The Transit Fund budget is $4,787,717, which is $17,913 or .37% less than the prior year
budget. Transit Operations and Preventative Maintenance is now operating out of the recently constructed
Transit Center. This will allow the Transit Department to conduct in-house preventative maintenance, refueling,
and cleaning on its fleet of public transportation vehicles. The FY 2024 budget includes increased compensation
for employees and the purchase of 2 new transit busses.
Transit Fund
2022-23 2023-24
2021-22 Adopted Adopted
Revenues and Expenditures by Year Actual Budget Budget %Change
Revenues
Service Charges 530,067 584,0,00 647,400 10.86%
Intergovernmental Revenue 3,861,105 4,219,830 4,139,317 -1.91 G
All Other Revenues 81,543 1,800 1,000 -44.44%
Total Revenues $ 4,472,715 $ 4,805,630 $ 4,787,717 -0.37%
Expenditures
Personnel Services 1,615,36.5 $ 1,588,579 $ 1,8.54,020 16.71
Supplies 686,247 977,359 893,600 -8.57%
Maintenance &Repair 297,144 314,543 324,550 3.18
Utilities/Other Services 246,5901 436,620 239,180 -45.22%
Insurance &Contract Supp. 53,671 49,407 24,000 -51.42%
Other Expenditures S5,750 279,122 142,367 -48.99%
Capital Improvements 2,630,229 1,160,000 1,310,000 12.93%
Total Expenditures $ 5,614,996 $ 4,805,630 $ 4,787,717 -0.37%
322
TRANSIT FUND
Revenues by Source Expenditures by Use
Service Charges . 13.52% 38.72% Personnel Services
Intergovernmental Revenue 35,46a 18.66% Supplies
All Other Revenue 0.02% 6,78% . Maintenance&Repair
5.00% , Utilities/Other Services
27.36% Capital Improvements
3.48% ' All Other
REVENUES
Intergovernmental Revenue:This account reflects grant funding from state and federal sources.
EXPENDITURES
Personnel Services: Personnel Services account for 38.72%of all expenditures in the Transit Fund.The Adopted
Budget has a $265,441 or 16.71% increase from the previous year's Adopted Budget. A part-time welder was
added to help build shelters at bus stops across the city. The increase is also due to the increased use of overtime
to cover for staffing shortages.
Supplies: Supplies in the Transit Fund total $893,600, which is a $83,759 or 8.57% decrease from the prior year
due to the lower fuel costs which spiked in the previous fiscal year.
Utilities/Other Services: This account has decreased by $197,440 or 45.22% as the previous year's budget
included $200,000 for the design of the Ohio Street Bridge to serve the newly opened Travel Center.
Capital Improvements:Capital Improvement expenditures of$1,310,000 include the replacement of two public
transportation busses.
323
TRANSIT FUND
PERSONNEL BY JOB TITLE
Public Transportation FY2021-22 FY2022-23 FY2023-24 Change PY
Automotive Mechanic - - - -
Dir of Aviation,Traffic&Transp. - - - -
PublicTransportationAdmin 1.00 0.50 0.50 -
Transit Operations Supervisor 0.50 0.50 0.50 -
Transit Operator 19.00 19.00 19.00 -
Welder* 0.50 0.50
Total 20.50 20.00 20.50 0.50
*Part time welder empfoyed to build shelters for bus stops
Preventative Maintenance
Automotive Mechanic 3.00 3.00 3.00 -
PublicTransportationAdmin - 0.30 0.30 -
Total 3.00 3.30 3.30 -
Public Transportation Planning
Dir of Aviation,Traffic&Transp 0.15 0.15 0.15 -
Public Transportation Admin 0.20 0.20 -
Transit Operations Supervisor 0.50 0.50 0.50 -
Total 0.65 0.85 0.85 -
Transit Hub Operations
Assistant Travel Center Operator 1.00 - - -
Customer Service Rep 1.00 2.00 2.00 -
Total 2.00 2.00 2.00 -
Total -Transit Fund 26.15 26.15 26.65 0.50
324
STORMWATER FUND
STORMWATER FUND
In 2000,the City Council authorized the establishment of a Stormwater Drainage Utility System.This system,which
took effect on May 1,2001, provides a funding mechanism for drainage improvements in the city as allowed under
Chapter 552, Subchapter C of the Texas Local Government Code. The system is designed to assign a fair and
equitable charge to the public for storm water drainage management services, including capital improvements.
The fee is based upon the impervious area of all real property; whereby each residential water customer is
assessed for one Single Family Living Unit Equivalent (SFLUE). Each commercial customer pays a multiplier of the
SFLUE based upon the impervious area of their property.The monthly fee for a SFLUE is$5.00 and generates$3.7
million annually for the operating and capital costs of this program.
The Stormwater Fund has a total budget of$3,946,787,which is a decrease of$5,590,685 or 58.62%.This decrease
is largely due to the use of reserve funds to begin Phase 2 of the Quail Creek Drainage Project in the FY 2023
Budget. The FY 2024 Adopted Budget includes funds for Duncan Channel and other system improvements.
Stormwater Fund
2021-22 2022-23 2023-24
Revenues and Expenditures by Year Actual Adopted Budget Adopted Budget 6 Change
Revenues
Service Charges 3,751,220 3,700,0=00 3,700,000 0.00%
Misc. Revenues 63,0115 170,000 246,787 45.17%
Other Financing Sources 5,E67,472 -100.00%
Total Revenues $ 3,814,235 $ 9,537,472 $ 3,946,787 -58.62%
Expenditures
Personnel Services 372,60E 374,744 389,008 3.81%
Supplies 10,144 18,330 18,465 0.74%
Maintenance &Repair 90,783 156,589 174,200 11.25%
Utilities/Other Services 213,090 254,231 243,219 -4.33%
Insurance &Contract Supp. 100 200 205 2.50%
Other Expenditures 13,457 16,005 713,817 4359.96%
Capital Improvements 567,063 8,311,500 2,002,000 -75.91%
Transfers Out 409,312 405,873 405,873 0.009E
Total Expenditures $ 1,676,555 $ 9,537,472 $ 3,946,787 -58.62%
325
STORMWATER FUND
Revenues by Source Expenditures by Use
Service Charges 93.75° 9.86% ■ Personnel Services
Misc.Revenues 6.25% 6.16% , Utilities/Other Services
10.28% ■ Transfers Out
50.72% Capital Improvements
22.98% All Other
REVENUES
Service Charges: Revenue from Service Charges are expected to remain consistent with previous years.
Misc. Revenues: Interest earnings are expected to increase due to higher interest rates predicted this fiscal year
resulting in more income from earnings from invested assets.This has caused an increase of$76,787 or 45.17%.
Other Financing Sources: In FY 2023, a contribution from excess fund balance was made available for capital
improvements that requires Council Approval of projects for use.
EXPENDITURES
Personnel Services: The Adopted Budget includes a $14,264 or 3.81%, increase from the FY2022-23 Adopted
Budget. This increase is mostly due to merit and cost of living adjustment(COLA) increases for employees.
Maintenance& Repair: Maintenance costs in the Stormwater Fund are expected to increase$17,611 or 11.25%
due to increased costs of storm sewer repairs of existing culverts and inlets.
Utilities/Other Services: Utilities and other service costs in the Stormwater department are expected to
decrease$11,012 or 4.33% mostly due to decreased Central Garage fees based on reduced utilization.
Other Expenditures: The Adopted Budget includes$697,000 as a budget contingency for potential stormwater
system capital or maintenance expenditures. These contingency funds would require council action as specific
projects are identified.
Capital Improvements: Capital Improvement expenditures decreased by $6,309,500 as the prior year budget
included the funding for the Quail Creek Phase 2 project which will carry over into FY 2024 through Council Action.
326
STORMWATER FUND
PERSONNEL BY JOB TITLE
Stormwater FY2021-22 FY2022-23 FY2023-24 Change Pt'
C&M Supervisor 0.50 - - -
City Engineer 0.33 0.66 0.66 -
Civil Engineer 0.50 1.00 1.00 -
Environmental Coordinator 1.00 0.50 0.50 -
Heavy Equip Operator 2.010 2.00 2.00 -
Street 3rogram Coordinator 1.00 1.00 1.00 -
Total 5.33 5.16 5.16 -
327
GOLF COURSE FUND
GOLF COURSE FUND
The Golf Course Budget is devised to align with our management services agreement with A.P.G.L. Under the
terms of that agreement, the City is responsible for reimbursing A.P.G.L. for golf course expenses, plus $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 2024 at$954,391.The FY23 budget included
a $311,000 transfer in from excess general funds and $205,867 from the Golf Course prior year reserves to fund
capital improvements for the gazebo and driving range facilities.
Golf Course Fund
2021-22 2022-23 2023-24
Revenues and Expenditures by Year Actual Adopted Budget Adopted Budget % Change
Revenues
Service Charges 1,065,271 900,000 954,391 6.04%
Transfer In - 311,000 - -100.00%
Other Financing Sources - 205,867 - -100.00
Total Revenues $ 1,065,271 $ 1,416,867 $ 954,391 -32.64%
Expenditures
Utilities/Other Services S84,417 936,867 953,391 1.76%
Other Expenditures 6,006 - 1,000 100.00%
Capital Improvements - 480,000 - -100.00%
Total Expenditures $ 890,424 $ 1,416,867 $ 954,391 -32.64%
Revenue by Source Expenditures by Use
Service Charges 100.00% Utilities/Other Services 99.90%
Other Expenditures 0.10%
328
WATER PARK FUND
Water Park Fund:
The Water Park Fund is an Enterprise Fund, and contains the budget for Castaway Cove Water Park. The total
budget for the Water Park is $2,638,834 which is an increase from the previous year of$369,181 or 16.27%. This
increase is due to increased use of the Water Park as well as the use of Fund Balance to purchase and install a new
attraction at the park.
FY 2022 FY 2023 FY 2024 Percent
Water Park Fund Actual Adopted Budget Adopted Budget Change
Revenues
Service Charges 1,170,531 1,166,353 1,170,000 0.31%
Misc. Revenues 513,800 528,300 550,000 4.11%
Transfer In - 575,000 918,834 59.80%
Total Revenues $ 1,684,331 $ 2,269,653 $ 2,638,834 16.27%
Expenditures
Personnel Services 484,334 $ 528,924 $ 430,600 -18.59%
Supplies 278,28.6 104,634 297,000 183.85%
Maintenance &Repair 63,318. 45,934 50,000 8.85%
Utilities/Other Services 521,398 533,327 591,634 10.93%
Insurance &Contract Supp. 66,000 64,413 65,000 0.91%
Other Expenditures 18,540 62,421 74,600 19.51%
Capital Improvements 28,612 930,000 1,130,000 21.51%
Total Expenditures $ 1,460,488 $ 2,269,653 $ 2,638,834 16.27%
Revenue by Source Expenditure by Use
All Other _ 7.18%
Service Charges 44.34%
Personnel 16.32%
Misc.Revenues 20.84% Supplies. 11.25%
Utlirtiies/Other Services 22.42%
Transfer In AIM 34.82%
Capital Improvements 42.82%
329
WATER PARK FUND
REVENUES
Service Charges: Service Charges make up the majority of the Water Park Fund's revenue. Service Charges are
driven by admission sales and various park and cabana rentals. Service Charges are expected to stay consistent
with the prior fiscal year.
Miscellaneous Revenue: Miscellaneous Revenue is expected to increase by $21,700, or 4.11% due to expected
increases in Food and Beverage sales at the Water Park
Transfer In: Transfers in are expected to increase by $343,834, or 59.80% due to the use of Fund Balance to
purchase and install a new attraction at the Water Park. This funding was originally allocated from excess fund
balance from the General Fund for one-time expenditures. Since the funds were not spent in FY 2023, the funds
are planning to be pulled out of fund balance in FY 2024 for the completion of the new attraction.
EXPENDITURES
Personnel Services: Personnel costs include operational salaries for seasonal positions. This account decreased
by $98,9324, or 18.59% due to elimination of salaries for management personnel now being paid through a 3rd
party contract.
Supplies:This category represents costs for supplies including chemicals needed for water treatment. These costs
were previously budgeted through the contract. This year the funding comes from this fund instead of paying a
3rd party contract, which caused the$192,366, or 183.85%, increase.
Maintenance& Repair:This category represents costs for repairs and maintenance previously budgeted through
the management contract.This account increased by$4,066, or 8.85%due to needed improvements throughout
the park
Utilities/Other Services: The Adopted Budget for this category increased by$58,307 or 10.93% due to increased
electricity costs.
Capital Improvements: The Adopted FY 2024 Budget includes $1,130,000 for a new attraction which is being
funded by park operations as well as a $919,00 transfer in from fund balance.
PERSONNEL BY JOB TITLE
Castaway Cove FY2021-22 FY2022-23 FY2023-24 Change PY
Office Manager 1.00 - - -
Admin &Accounting 1.00 1.00 - (1.00)
Group Sales Mgr. 1.00 - -Total 3.00 1.00 - (1.00)
*All positions now fronded t!amug r 3rd party contract
330
Airports Division
MISSION
The Aviation Division includes two Airports: Wichita Falls Regional Airport and Kickapoo Downtown Airport. The
Regional Airport also operates, the fixed base operations. Regional Airport is a Part 139 FAA/TSA regulated
commercial Airport with a General Aviation apron. Kickapoo Downtown Airport is a General Aviation Airport under
TxDOT jurisdiction. Both Airports provide modern facilities and infrastructure that accommodate
commercial, private, and military aviation services and ensure an environment for safe and secure
aviation activities for the region.
The Regional Airport Terminal is serviced by American Airline through a subcontract with Envoy.The Airline offers
two arrivals and two departures per day with service to Dallas-Fort Worth Airport for connections to other
destinations. In 2022, Regional experienced 29,000 enplanements. In addition, flights experienced a 52%
passenger capacity per flight. Staff continues to work with American Airlines to maintain our current flight
schedule due to the airline crew shortage.
The Regional FBO has 13 City-owned and 2 privately owned hangars that currently house 13 based aircraft. In
2022 the FBO has provided has provided 7,351 gal of(AVGAS) and 137,278 gal of Jet fuel,to service transient and
home based Aircraft. The FBO also provides courtesy cars for transient customers.
Kickapoo Downtown Airport has 38 City-owned and 30 privately owned hangars that currently house 90 based
aircraft. The Airport is self-sufficient, and does not subsidize from the City General Fund for offsets. The services
at Kickapoo Airport include fueling and towing of Aircraft,general maintenance of hangars,to mowing and upkeep
of the Airfield. In 2022 the Airport has provided 46,562 gal of 100LL(Avgas)and 91,570 gal of Jet Fuel.The airport
also provides courtesy cars for transient customers.The Airport has seen an average of 10 transients and 30 home
based Aircraft operating per day, in which we would provide some type of service for.
SERVICES PROVIDED
Regional Airport
• Provide Customer Service Support to passengers during arrivals and departures of flights.
• Monitor services provided by Airport Tenants: Envoy Airlines, Avis/Budget, Hertz, and 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.
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.
331
Airports Division
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.
• Provide fuel services for commercial aircraft diversions.
• Ensure FBO is in compliance with FAA and TSA requirements.
FY2023 ACCOMPLISHMENTS
Regional Airport
• Worked with charter airlines to re-establish service.
• Provided funding to assist Sheppard airfield with improvements to upgrade facilities.
• 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.
Kickapoo Airport
• Continually cross training all linemen between Kickapoo and the Regional FBOs
• Completed building 3 new hangars using TxDOT entitlement funds.
Regional FBO
• Continually cross training all linemen between the Regional and Kickapoo FBO's
• Completed Upgrade to Hangar 2, to accommodate an MRO Facility
• The FBO also supported 23 diversions and 85,016 gal of Jet fuel in 2022, for American Airlines and other
various Airlines.
CONTACT INFORMATION
Jon Waltjen John Edwards Patti Robinson
Airports Administrator Kickapoo Operations Supervisor Regional Operations Supervisor
940-855-3621 940-766-1735 940-855-3623
jon.waltien@wichitafallstx.gov john.edwards@wichitafallstx.gov patti.robinson@wichitafallstx.gov
332
Airports Division
GOALS & PERFORMANCE MEASURES
FY2022 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Ensure Airline
delivers Efficiently Promote and Monitor airline to ensure 15- 10-15 10-15
inbound Deliver City encourage minute inbound baggage delivery
baggage within Services innovation time minutes minutes
15-minutes
Generate
Additional Efficiently
Revenue Deliver City Practice Effective Ensure that Airports Division Ongoing Ongoing
Streams and Services
Governance remains profitable
Income
Continue to
maintain Efficiently
compliance Practice Effective
with FAA and Deliver City Governance All regulations met and upheld Ongoing Ongoing
TSA Services
regulations.
Continuing
professional Reinforce a
Efficiently Training and reviewing customer
development, culture of
Deliver City service actions; Building Ongoing Ongoing
and Customer Services superior accountability among all staff
Service of customer service
Airport Staff.
Explore
opportunities The City will not be able to use the
to use FAA Accelerate Support a annual Entitlement grant for the
next 11 years. Work with Sheppard
Entitlement Economic thriving $0 $1,000,000
grants to Growth Sheppard AFB and the FAA to find airfield projects
support that will benefit both the City and
Sheppard Sheppard AFB
333
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Regional Airport Operations Salaries-Supervision 48,318 50,568 53,603
Salaries-Clerical 25,662 56,219 44,679
Salaries-Operational 59,378 53,443 56,641
Pool Operational 6,364 40,000 3,285
Overtime 311 1,200 1,272
Terminal Pay 4,662 0 0
Stability Pay 2,420 2,420 3,872
Cell Phone Allowance 740 720 1,080
FICA 9,872 9,904 11,852
TMRS Retirement 16,946 17,574 25,563
TMRS Year-End Pension Adjust. (31,955) 0 0
Year-End OPEB Adjustment 30,180 0 0
Life Insurance Contribution 130 134 134
Disability Insurance Contrib 98 101 101
Health Insurance Contributions 7,468 14,232 7,468
Supplies-Minor Tools and Equip 436 1,200 1,200
Supplies-Office 1,924 1,500 1,500
Supplies-Janitorial 117 400 400
Supplies-Concession 1,126 1,500 1,000
Supplies-Clothing and Uniforms 425 1,500 1,250
Supplies-Periodicals/Supplemts 41 0 0
Supplies-Personal Computers 836 0 0
Supplies-PC Software 291 0 0
Supplies-Other 12,205 3,600 3,600
Maint-PC Hardware 7,668 7,800 7,800
Maint-PC Software 86 100 100
Maint-Heating/Cooling Systems 2,346 3,200 3,200
Maint-Buildings 25,275 12,350 11,986
Maint-Airport 44,462 50,326 40,326
Services-Telephone 4,259 4,383 4,082
Service-Wireless PhoneAircards 2,412 3,000 2,412
Services-Electricity 78,286 84,961 110,500
Services-Elec Airport Conces 3,805 4,000 4,000
Services-Gas 19,165 19,000 24,000
334
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Regional Airport Operations Services-Wtr/Sewer/Sanitation 6,249 6,039 6,100
Services-Cable TV 1,948 2,000 2,100
Services-Central Garage 10,496 18,671 18,362
Services-Bank 10,628 23,235 7,260
Services-Audit 8,738 0 5,700
Services-Other Professional 6,862 2,800 2,800
Services-Employee Physicals 704 663 0
Services-Advertising 8,392 11,000 9,500
Services-Binding/Printing 844 2,180 300
Services-Other Miscellaneous 160 1,000 1,000
Worker's Compensation 0 496 0
Unemployment Compensation 6,783 0 0
Insurance Expense 45,220 10,817 25,000
Interest Expense 29,015 0 0
Travel Expenses 725 4,400 2,400
Education Registration 1,325 2,650 1,250
Lease Payments 2,385 2,200 2,193
Memberships 315 600 600
Boards/Local Meetings 0 250 250
Rent-Land/Structures 0 56,081 57,764
Public Relation/Promo 5,002 6,000 2,000
Postage/Freight 230 0 250
Matching Contributions 0 50,000 0
Amortization Expense 62,587 0 0
Administrative Overhead 132,819 121,838 156,481
Data Processing Services 18,117 19,908 19,908
Construction-Engineering Fees 73,750 0 0
Motor Vehicles 34,964 0 0
Oper Transfer-Other 9,845 213,532 326,594
Depreciation Expense 1,532,895 0 0
Capital Asset Contra Expense (73,750) 0 0
Total Expenditures $2,323,001 $1,001,694 $1,074,718
335
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Regional Airport FBO Salaries-Clerical 7,295 28,110 14,893
Salaries-Operational 130,429 172,771 167,839
Overtime 7,728 3,000 3,392
Stability Pay 0 0 276
FICA 10,626 10,282 12,543
TMRS Retirement 20,119 20,379 27,053
Life Insurance Contribution 149 164 164
Disability Insurance Contrib 111 125 125
Health Insurance Contributions 26,852 29,402 26,852
HSA Contributions-Employer 174 0 0
Supplies-Minor Tools and Equip 1,850 2,010 2,010
Supplies-Office 150 1,200 1,000
Supplies-Janitorial 0 500 500
Supplies-Concession 146 2,000 1,000
Supplies-Catering Food 0 1,200 1,200
Supplies-Botanical/Agriculture 0 500 500
Supplies-Clothing and Uniforms 2,193 3,000 2,420
Supplies-Kickapoo Fuel&Oil-CGS 421,997 503,566 509,925
Supplies-Other 0 500 500
Maint-Machine/Tools/Implements 0 2,940 2,640
Maint-Radios 85 2,940 2,500
Maint-PC Hardware 0 1,000 1,000
Maint-Heating/Cooling Systems 0 2,000 2,000
Maint-Buildings 11,365 11,050 10,645
Maint-Airport 18,111 25,000 25,000
Maint-Other Buildings 8,696 9,000 9,000
Services-Telephone 11,327 1,552 336
Service-Wireless PhoneAircards 343 960 360
Services-Electricity 3,790 7,500 4,940
Services-Cable TV 1,219 986 1,200
Services-Central Garage 0 9,803 30,546
Services-Bank 21,452 15,000 15,000
Services-Other Professional 0 500 500
Services-Advertising 0 1,500 1,500
336
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Regional Airport FBO Services-Binding/Printing 259 2,103 300
Services-Other Miscellaneous 0 1,000 1,000
Insurance Expense 62,076 10,817 10,817
Travel Expenses 0 700 700
Education Registration 0 1,000 1,000
Lease Payments 27,892 25,800 27,904
Public Relation/Promo 535 1,000 1,000
Postage/Freight 0 0 400
Oper Transfer FA 47,374 0 0
Capital Asset Contra Expense (47,374) 0 0
Total Expenditures $796,971 $912,860 $922,480
337
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Kickapoo Airport Operations Salaries-Supervision 32,212 33,712 35,736
Salaries-Clerical 0 0 14,529
Salaries-Operational 158,685 178,940 213,249
Overtime 5,196 3,000 3,392
Terminal Pay 3,830 0 0
Stability Pay 1,210 1,348 6,358
Cell Phone Allowance 18 0 360
FICA 14,890 14,056 17,791
TMRS Retirement 30,553 30,454 38,372
TMRS Year-End Pension Adjust. (32,248) 0 0
Year-End OPEB Adjustment (5,835) 0 0
Life Insurance Contribution 232 241 241
Disability Insurance Contrib 176 183 183
Health Insurance Contributions 27,750 17,345 27,750
HSA Contributions-Employer 222 0 503
Supplies-Minor Tools and Equip 2,306 2,065 2,065
Supplies-Office 851 1,200 1,000
Supplies-Janitorial 0 500 500
Supplies-Concession 656 2,000 1,200
Supplies-Catering Food 0 1,200 1,000
Supplies-Botanical/Agriculture 1,000 1,000 1,200
Supplies-Clothing and Uniforms 2,171 3,544 3,232
Supplies-Kickapoo Fuel&Oil-CGS 726,606 565,597 569,196
Supplies-Kickapoo Maps/Pil-CGS 253 2,500 0
Supplies-Other 1,009 1,200 1,200
Maint-Machine/Tools/Implements 2,103 2,500 2,500
Maint-Radios 0 500 500
Maint-PC Hardware 1,241 1,800 2,500
Maint-Heating/Cooling Systems 1,043 1,500 1,500
Maint-Buildings 4,167 5,170 4,765
Maint-Airport 275 0 0
Maint-Other Buildings 8,774 10,000 10,000
Services-Telephone 4,767 6,814 2,226
Service-Wireless PhoneAircards 599 1,300 600
338
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Kickapoo Airport Operations Services-Electricity 14,496 13,306 18,850
Services-Elect Airport Hangar 11,951 10,000 0
Services-Gas 1,905 2,500 2,700
Services-Wtr/Sewer/Sanitation 2,597 2,769 2,900
Services-Central Garage 19,738 23,530 32,196
Services-Bank 18,382 43,617 17,000
Services-Other Professional 775 1,000 1,000
Services-Employee Physicals 2,276 2,144 0
Services-Advertising 90 1,550 1,500
Services-Binding/Printing 29 1,818 50
Services-Other Miscellaneous 750 1,000 1,000
Worker's Compensation 0 121 0
Insurance Expense 23,943 10,817 20,000
Claims and Settlements 0 1,000 1,000
General Liability Claims 13,627 0 0
Travel Expenses 326 2,400 2,400
Education Registration 796 1,000 1,000
Lease Payments 1,818 1,818 2,360
Memberships 664 300 300
Boards/Local Meetings 0 300 300
Public Relation/Promo 0 1,000 1,000
Postage/Freight 230 0 0
Matching Contributions 3,450 50,000 0
Administrative Overhead 31,383 36,768 24,006
Data Processing Services 14,467 16,758 16,758
Budget Contingency 0 40,912 18,227
Oper Transfer-Other 23,878 0 50,000
Depreciation Expense 514,331 0 0
Total Expenditures $1,696,614 $1,156,098 $1,178,195
339
Aviation, Traffic & Transportation — PUBLIC TRANSPORTATION
MISSION
Wichita Falls Transit System (FallsRide) total passenger trips saw an increase from 236,000 the previous year to
approximately 248,000 in 2023. FallsRide completed 561,393 revenue miles in delivering public transportation
services at an average cost of $4.37 per revenue mile. The General Fund subsidy, however, due to CARES ACT
funding along with funding from the American Recovery Act was not required. Passenger fares increased and
contributed to the revenue stream at an amount of $303,074.00. The largest contributor to passenger trips
continues to be the Mustangs Shuttle route. This public route provides shuttle service to Midwestern State
University (MSU) and Vernon College students, and was implemented in August of 2011. The route averages
nearly 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$98,000 annually for these services. FallsRide also introduced the Night Crawler
route in January 2019. The Night Crawler route had an initial partnership with Work Services Corporation that
subsidized the local match in the amount of$16,000 for their clients to ride the service. The Night Crawler route
was open to the public in March 2019 with an increase in passenger ridership each month, which also included an
increase in fare revenue. The Night Crawler route also developed partnerships with local nonprofit organizations,
and these organizations began purchasing Night Crawler passes and/or rides for their clients. FallsRide also saw
an increase in the UMO Touchpass electronic fare usage therefore increasing passenger fares for 2023.
SERVICES PROVIDED
• Public Transportation
• Local advertising sales
• Grocery Cart Service
• After Hours (Night Crawler) Service
FY2023 ACCOMPLISHMENTS
• Purchase of four (4) Replacement Buses that have reached their useful life
• Increase ridership and UMO Touchpass sales
CONTACT INFORMATION
Jenny Stevens
Public Transportation
940-761-7921
jenny.stevens@wichitafallstx.gov
340
Aviation, Traffic & Transportation — PUBLIC TRANSPORTATION
GOALS & PERFORMANCE MEASURES
FY2024 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Replace units Updated units to
Bus Replacement that have provide less Contract-Options 100% 50%
reached useful down time for
life maintenance
Allow for ease of
Purchase for delivery for large
Forklift shipments at shipments of 25% 50% 100%
new facility. parts and
equipment
Fully utilizes the
Reduce the Electronic Fare
Move to a Cashless amount of system and
Bus Fare Collection insufficient fare
allows to reduce 50% 50% 100%
time spent on
recovery counting cash
daily by staff
Locate areas that
Begin placing shelters need to
10 shelters per be replaced and
Bus Shelter Project year to replace begin replacing 75% 50% 50%
dilapidated with all metal
shelters pre-fabricated
shelters
Tractor for Allow for ease of
delivery for large
Facility Tractor mowing, shipments of 100% 100% N/A
parking lot
cleaning parts and
equipment
341
Aviation, Traffic & Transportation — PUBLIC TRANSPORTATION
FY 2023 Budget Changes
• Personnel Services: increased $265,441 due to COLA and merit increases as well as the addition of part
time transit operators and clerks to run the transit center.
• Supplies: decreased $83,759 mainly due to the lower price of motor vehicle fuel.
• Utilities/Other Services: decreased$197,440 than the previous year as in FY 2023, money was budgeted
to design of an Ohio Street Bridge to serve the Travel Center.
• Other Expenditures: decreased $136,755 due to decreased budget contingency.
• Due to the CARES Act funding, American Recovery Act Plan funding, Public Transportation will be able to
begin banking their FTA 5307 funding.
EXPENDITURES BY CLASSIFICATION
342
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Public Transportation Salaries-Supervision 50,370 53,994 59,629
Salaries-Operational 573,727 604,605 789,321
Pool Operational 46,254 118,581 125,696
Overtime 160,928 68,000 106,000
Terminal Pay 14,527 0 0
Stability Pay 7,893 6,821 10,594
Cell Phone Allowance 363 360 360
FICA 62,692 43,471 56,147
TMRS Retirement 125,013 97,817 121,102
TMRS Year-End Pension Adjust. (83,078) 0 0
Year-End OPEB Adjustment (53,474) 0 0
Life Insurance Contribution 772 780 780
Disability Insurance Contrib 576 551 551
Health Insurance Contributions 114,916 123,949 114,916
HSA Contributions-Employer 506 504 1,006
Supplies-Motor Vehicle 36,270 0 0
Supplies-Motor Vehicle Fuel 0 755,399 597,700
Supplies-Minor Tools and Equip 34 0 0
Supplies-Minor Furniture 12,680 5,000 1,500
Supplies-Office 1,716 2,000 2,000
Supplies-Medical/Drug 0 200 200
Supplies-Clothing and Uniforms 1,288 3,000 5,000
Supplies-Periodicals/Supplemts 0 3,000 5,000
Supplies-Personal Computers 1,540 3,000 2,000
Supplies-PC Software 0 0 1,000
Supplies-Other 17,180 800 1,500
Maint-Motor Vehicles 110 0 0
Maint-Buildings 0 0 8,000
Services-Telephone 1,708 3,219 1,729
Service-Wireless PhoneAircards 687 720 720
Services-Electricity 16,242 25,000 26,000
Services-Gas 11,069 15,000 5,500
Services-Wtr/Sewer/Sanitation 1,436 1,317 1,400
Services-Bank 4,407 2,066 0
343
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Public Transportation Services-Audit 0 1,500 0
Services-Other Professional 85,036 80,000 85,000
Services-Employee Physicals 10,078 9,713 10,000
Services-Binding/Printing 730 785 0
Worker's Compensation 16,075 4,407 0
Unemployment Compensation 7,824 0 0
Insurance Expense 6,487 7,000 22,000
Claims and Settlements 0 2,000 2,000
General Liability Claims 23,285 36,000 0
Travel Expenses 732 2,600 3,500
Education Registration 0 500 500
Lease Payments 1,062 1,956 2,592
Memberships 359 450 450
Postage/Freight 237 200 0
Administrative Overhead 68,986 87,224 119,255
Data Processing Services 13,331 15,182 15,182
Depreciation Expense 311,889 0 0
Total Expenditures $1,674,464 $2,188,671 $2,305,830
344
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Public Transportation Capital Supplies-Personal Computers 16,819 0 0
Maint-PC Hardware 11,150 0 0
Services-Other Professional 67,688 275,600 93,600
Budget Contingency 0 170,000 0
Other Improvements 73,440 90,000 200,000
Motor Vehicles 0 1,070,000 1,110,000
Capital Asset Contra Expense (73,440) 0 0
Total Expenditures $95,657 $1,605,600 $1,403,600
345
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Public Transp Preventive Salaries-Supervision 17,421 17,970 20,485
Maint Salaries-Operational 149,766 147,074 155,902
Overtime 24,781 0 26,500
Stability Pay 3,993 3,993 7,986
FICA 13,849 11,514 13,494
TMRS Retirement 32,243 27,392 29,103
Life Insurance Contribution 211 212 212
Disability Insurance Contrib 159 161 161
Health Insurance Contributions 41,894 49,301 41,894
Supplies-Motor Vehicle 34,445 200,000 275,000
Supplies-Motor Vehicle Fuel 562,136 0 0
Maint-Motor Vehicles 275,727 300,000 300,000
Maint-Radios 0 3,000 5,000
Maint-Systems Software 0 2,000 2,000
Total Expenditures $1,156,625 $762,617 $877,737
346
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Public Transportation Salaries-Supervision 53,549 57,594 62,008
Planning Salaries-Operational 11,738 0 0
Overtime 4,187 0 0
Stability Pay 242 380 1,576
FICA 4,986 4,056 5,675
TMRS Retirement 11,466 9,411 12,242
Life Insurance Contribution 85 75 75
Disability Insurance Contrib 65 58 58
Health Insurance Contributions 8,375 12,592 8,375
Maint-Systems Software 3,000 0 0
Total Expenditures $97,693 $84,166 $90,009
347
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Transit Hub Operations Salaries-Clerical 56,330 113,141 60,324
Overtime 1,850 0 530
Stability Pay 138 0 276
FICA 4,330 2,098 4,615
TMRS Retirement 8,646 4,664 9,953
Life Insurance Contribution 67 38 38
Disability Insurance Contrib 50 29 29
Health Insurance Contributions 6,407 7,394 6,407
Supplies-Office 845 1,200 1,200
Supplies-Medical/Drug 0 60 0
Supplies-Concession 0 700 0
Supplies-Clothing and Uniforms 241 500 700
Supplies-Personal Computers 0 1,000 0
Supplies-Other 1,052 1,500 800
Maint-PC Software 43 543 550
Maint-Buildings 7,115 9,000 9,000
Services-Telephone 2,125 3,558 1,996
Service-Wireless PhoneAircards 2,097 1,200 912
Services-Electricity 3,767 7,259 4,940
Services-Gas 2,200 2,607 1,700
Services-Wtr/Sewer/Sanitation 11,289 2,465 2,500
Services-Cable TV 0 1,183 1,183
Services-Bank 936 618 0
Services-Other Professional 396 2,000 2,000
Services-Binding/Printing 100 810 0
Lease Payments 810 810 888
Postage/Freight 234 200 0
Total Expenditures $111,069 $164,577 $110,541
348
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Tran Main Facitlity State Services-Other Professional 24,596 0 0
Fund Construction-Architect Fees 107,646 0 0
Construction-Professional Fees 2,449,143 0 0
Capital Asset Contra Expense (2,556,789) 0 0
Total Expenditures $24,596 $0 $0
349
Stormwater Utility Fund
MISSION
Reduce the potential for stormwater damage and protect citizen's health, safety, life, property, and environment
through preventative maintenance, education, planning and capital improvements.
SERVICES PROVIDED
• 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.
FY2023 ACCOMPLISHMENTS
• Completed the annual MS4 permit renewal and plan.
• Completed sweeping of 4,091 curb miles improving the quality of City streets and protecting stormwater
exceeding MS4 permit requirements
• Cleaned, maintained and mowed 97 detention ponds and over 500 miles of drainage improvements to
ensure the drainage system functions
• Started construction on the Phase I Quail Creek Drainage Improvement Project from Midwestern Parkway
to Maplewood, Gladney channel improvements and portion of the northern channel of the creek.
• Started construction improvements of the Duncan Channel and gate replacement.
• Completed the construction of the Phase II Quail Creek Transfer Station Detention Basin
CONTACT INFORMATION
Teresa Rose, P.E., CFM
Deputy Director of Public Works
940-761-7477
Teresa.rose@wichitafallstx.gov
350
Stormwater Utility Fund
GOALS & PERFORMANCE MEASURES
FY2024 STRATEGIC STRATEGIC PERFORMANCE FY2023 FY2024
DEPARTMENT PLAN PLAN MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Meet all MS4 Plan 100% 100%
Ensure the City meets measurablegoals Compliance Compliance
MS4 permit 2.6 Enhance p p
requirements through 2.0 Provide Focus on Long
completion of Quality Term Street and Sweep Streets 4,000 curb 3,000 curb
measurable goals set Infrastructure Utility (MS4 Permit) miles miles
forth bythe approved Infrastructure
pp Needs Clean and Maintain Open
management plan. Drainage Channels 50,000 LF 50,000 LF
(MS4 Permit)
Provide key floodplain
information to citizens, 2 Public 2 Public
realtors,and engineers 3.0 Efficiently Outreach Outreach
to ensure proper Deliver City Floodplain Outreach
protection and Services Events per Events per
insurance for multiple Year Year
homeowners
2.6 Enhance
Reduce flooding within Focus on Long- Ensure 80%of the
2.0 Provide
the City through Term Street and Stormwater Fee revenue is 80%improvement Quality 88%Utility applied to Drainage Master
projects. Infrastructure Infrastructure Improvement Projects
Needs
FY 2024 Budget Changes
• Personnel Services: increased $14,264 due to COLA and Merit increases
• Maintenance& Repair: increased $17,611 due to increased costs to repair and maintain storm sewers
• Utilities/Other Services: decreased $11,012 from the prior year due to decreased use of fleet services
• Capital Improvements: decreased$6,309,500 due to the use of transfers from the General Fund used for
one-time expenditures for additional storm drain rehabilitation, mostly the Quail Creek Project
351
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Stormwater Salaries-Supervision 32,867 34,346 36,408
Salaries-Operational 208,709 211,748 224,459
Overtime 18,043 10,000 10,600
Terminal Pay 659 0 0
Stability Pay 5,239 5,240 9,268
Cell Phone Allowance 18 360 0
FICA 18,925 18,549 19,957
TMRS Retirement 42,455 41,410 43,043
TMRS Year-End Pension Adjust. (2,874) 0 0
Year-End OPEB Adjustment 2,987 0 0
Life Insurance Contribution 315 321 321
Disability Insurance Contrib 238 244 244
Health Insurance Contributions 44,205 51,518 44,205
HSA Contributions-Employer 933 1,008 503
Supplies-Minor Tools and Equip 5,888 13,100 13,100
Supplies-Minor Furniture 821 1,700 1,700
Supplies-Office 812 1,850 1,850
Supplies-Educational 0 100 100
Supplies-Personal Computers 778 0 0
Supplies-PC Software 1,488 0 135
Supplies-Other 357 1,580 1,580
Maint-PC Software 128 132 0
Maint-Storm Sewers 67,155 132,257 150,000
Maint-Other Improvements 23,500 24,200 24,200
Services-Telephone 107 142 142
Service-Wireless PhoneAircards 1,368 1,368 1,368
Services-Central Garage 207,448 229,221 218,209
Services-Other Professional 1,850 13,000 13,000
Services-Advertising 1,337 500 500
Services-Binding/Printing 979 10,000 10,000
Contract-Other Agencies 100 200 205
Travel Expenses 1,369 2,100 2,900
Education Registration 475 4,000 4,000
Memberships 395 405 405
352
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Stormwater Rent-Equipment 2,398 7,000 7,000
Postage/Freight 0 2,500 2,500
Bad Debt Expense 8,821 0 0
Budget Contingency 0 0 697,012
Construction-Engineering Fees 202,704 0 0
Other Improvements 364,359 8,000,000 2,000,000
Instruments/Apparatus 0 1,500 0
PC Computer Equipment 0 0 2,000
Other Machinery and Equipment 0 310,000 0
Oper Transfer-Other 409,312 405,873 405,873
Depreciation Expense 412,450 0 0
Capital Asset Contra Expense (567,063) 0 0
Total Expenditures $1,522,054 $9,537,472 $3,946,787
353
Fleet Maintenance
MISSION
We Keep Wichita Falls Moving Forward
SERVICES PROVIDED
• Provide 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) and repairs 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 by a technician that
is stationed at the Landfill (LF).
FY2022 ACCOMPLISHMENTS
• Main shop work orders: 3079
• Service Station work orders: 3170
PM: 1089
Repair: 2081
• Small Engine work orders: 1343
• Land Fill work orders: 112
• Service Truck work orders: 110
• Fire Shop work orders: 378
• Total number of Work Orders processed from June 2022 to June 2023: 7,957
• Fuel dispensed from Service Station. 898,914.67ga1
Unleaded- 419,177.57ga1
Diesel fuel- 479,737.10gal
354
Fleet Maintenance
• Fuel Truck deliveries 104,330.03ga1
Unleaded- 11,298.20ga1
Diesel Fuel- 93,031.83ga1
• Fuel Dispensed via Fire Department tanks 18,221.10gal
Station 3- 3,751.9ga1
Station 7- 5,677.5ga1
Station 8- 8,791.2ga1
CONTACT INFORMATION
Wade Looney
Central Services Superintendent
940-761-7931
Wade.looney@wichitafallstx.gov
GOALS & PERFORMANCE MEASURES
FY2023 STRATEGIC STRATEGIC FY2023 FY2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Continue to
Provide City Make repairs in a timely fashion and
provide quality Efficiently Deliver
Services in a reduce downtime in equipment.
Service to our City Services
customers
timely manner While maintaining an aging fleet.
Continue Fuel
Contracts with Revenue Economic
Wichita county Stream Development Track amounts of fuel sold
and VFD's
Finish
Renovate and Bring the facility to 100%use status moving
Facility Maintain Radio shop
Improvements Infrastructure remodel of thus making effective and efficient into old
restrooms. use of space.
transit
offices.
Help speed up
Add Improve data repair time and
Improvement of data input and
computers/work input and accurately keep
stations to bays record keeping track of time accounted for on units.
information.
Continue repair
and
Economic Track repair and maintenance costs
maintenance on Revenue stream
outside entities improvement on outside city equipment.
equipment
355
Fleet Maintenance
FY 2024 HIGHLIGHTS
Personnel Services: increased by$148,586, or 6.43%due to COLA and Merit increases.
Supplies: decreased by$544,642, or 10.32% due to decreases cost for motor vehicle fuel.
Maintenance and Repair: increased by$676,268, or 33.03% due to increased motor vehicle
maintenance costs.
Utilities/Other Expenditures: increased by$75,999, or 95.81%due to increased electric, gas, and
water service charges, as well as the addition of payments for a Parts Operation Summary.
Other Expenditures: increased by$19,333, or 7.11%due to increases in administrative overhead
charges.
356
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Fleet Maintenance Salaries-Supervision 183,482 191,976 203,504
Salaries-Clerical 69,862 74,093 77,763
Salaries-Operational 1,252,205 1,302,179 1,409,839
Overtime 14,226 15,000 15,900
Terminal Pay 3,505 0 0
Stability Pay 31,215 31,627 62,614
Cell Phone Allowance 2,175 2,160 2,160
FICA 111,638 115,255 125,551
TMRS Retirement 253,984 260,019 270,797
TMRS Year-End Pension Adjust. (358,414) 0 0
Year-End OPEB Adjustment (107,751) 0 0
Life Insurance Contribution 2,010 2,022 2,022
Disability Insurance Contrib 1,516 1,524 1,524
Health Insurance Contributions 285,903 313,135 285,903
HSA Contributions-Employer 972 504 503
Supplies-Motor Vehicle 606,295 614,288 691,748
Supplies-Motor Vehicle Fuel 3,271,553 4,425,560 3,797,475
Supplies-Small Engine Equip 32,790 32,781 34,347
Supplies-Minor Tools and Equip 21,732 22,500 27,200
Supplies-Minor Furniture 0 340 0
Supplies-Office 4,091 6,475 6,525
Supplies-Medical/Drug 349 3,500 3,200
Supplies-Janitorial 0 125 100
Supplies-Clothing and Uniforms 13,795 14,289 14,950
Supplies-Periodicals/Supplemts 0 300 300
Supplies-Container 21,477 34,200 33,600
Supplies-PC Software 6,342 8,308 7,079
Supplies-Other 94,267 116,400 117,900
Maint-Motor Vehicles 2,194,303 1,953,799 2,630,807
Maint-Machine/Tools/Implements 15,957 14,400 14,400
Maint-Radios 0 730 830
Maint-Systems Hardware 0 500 500
Maint-PC Software 300 300 300
Maint-Systems Software 29,157 30,200 30,200
357
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Fleet Maintenance Maint-Heating/Cooling Systems 6,783 8,500 15,000
Maint-Reservoirs/Tanks 16,336 9,200 10,000
Maint-Buildings 6,809 13,940 5,800
Maint-Central Garage 14,092 16,022 16,022
Services-Telephone 2,419 5,065 1,117
Service-Wireless PhoneAircards 761 816 816
Services-Electricity 22,333 22,231 32,500
Services-Gas 11,069 12,000 28,000
Services-Wtr/Sewer/Sanitation 11,723 10,116 15,375
Services-Bank 7,313 7,558 7,558
Services-Audit 9,497 9,565 9,565
Services-Other Professional 45,468 1,206 50,000
Services-Employee Physicals 10,090 9,292 9,292
Services-Advertising 2,045 0 0
Services-Binding/Printing 1,207 1,475 1,100
Worker's Compensation 67,712 154,864 3,000
Unemployment Compensation 0 800 800
Insurance Expense 5,854 3,600 10,000
Bond Principal Payments 0 465,556 1,015,041
Bond Interest Payments 18,259 9,259 0
Travel Expenses 1,557 5,900 6,700
Education Registration 825 5,800 5,800
Lease Payments 1,350 1,475 2,331
Memberships 360 750 750
Postage/Freight 2,090 1,250 1,250
Administrative Overhead 165,200 208,291 225,968
Data Processing Services 36,881 48,267 48,267
Buildings 13,500 52,400 301,915
Motor Vehicles 2,531,725 2,150,015 2,453,923
Machines/Tools/Implements 32,429 23,003 39,825
PC Computer Equipment 0 0 22,100
Other Machinery and Equipment 0 2,000 5,000
Oper Transfer-General 312,000 312,000 312,000
Oper Transfer FA 69,529 0 0
358
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Fleet Maintenance Depreciation Expense 4,399,120 0 0
Capital Asset Contra Expense (2,565,245) 0 0
Total Expenditures $13,320,031 $13,160,705 $14,526,356
359
Information Technology
MISSION
To assist the City's effort in achieving maximum efficiency and productivity by integrating people, processes, and
technology. This is accomplished by leveraging technological tools, methods, and strategic partners to provide
solutions that support the delivery of quality services to our community.
SERVICES PROVIDED
• Provide technical support to over 900 PC's and 1300 users within all City departments, includes 24x7x365
for Public Safety.
• Maintain 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 $5.5 million annual budget.
FY2023 ACCOMPLISHMENTS
• Deployed 150 end user PC replacements.
• Installation of voice and data communication equipment in 11 Patrol vehicles for the Police Department.
• Deployed 22 mobile devices for various departments.
• Conducted State Mandated City-wide Cyber Security Training.
• Deployed multiple Hyper-Converged appliances to allow us to reduce the number of physical servers
that are supported and reduced the cost of our annual maintenance on data storage hardware in our
environment. It also allows us to create redundancies to minimize system downtimes.
• 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.
• Upgraded the City business phone system that will have notification features for emergencies.
• Performed Network Security Assessment.
• Processed over 3200 support tickets.
CONTACT INFORMATION
Derek Brown, IT& Facilities Administrator
940-761-7425
derek.brown@wichitafallstx.gov
360
Information Technology
GOALS & POLICIES
FY 2024 STRATEGIC STRATEGIC FY 2023 FY 2024
DEPARTMENT PLAN PLAN PERFORMANCE MEASURE ESTIMATE TARGET
GOAL GOAL STRATEGY
Minimize System 4. Efficiently 4.2 Create metric to track system
Deliver City 4.3 down time. NA 99%
Downtime Services 4.5
Reduce the number 4. Efficiently 4.2
Keep track of the ticket counts 1% 0
of support ticket Deliver City 4.3 and what their root cause. 10/requests. Services 4.5
Keep systems 4. Efficiently 4.2 State how the department will
current and up to Deliver City 4.3 measure the performance and NA 90%
date. Services 4.5 achievement of the outlined goal
FY2024 HIGHLIGHTS
• Personnel Services: increased by$58,423, or 4.02% due to COLA and Merit increases
• Supplies: increased by$55,905 or 26.75%due to an increase in personal computer expenditures.
• Maintenance and Repair: increased by$277,858, or 17.96%due to increased maintenance on PC
hardware and system software.
• Capital Improvements: decreased by$587,000, or 29.76% due to the purchase of updated radio
systems for the Police Department completed in the previous fiscal year.
361
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Information Systems Salaries-Supervision 157,511 167,481 177,519
Salaries-Operational 762,738 901,725 917,241
Overtime 4,922 2,000 0
Terminal Pay 4,134 0 0
Stability Pay 13,723 12,925 23,978
Cell Phone Allowance 216 720 0
FICA 68,451 71,664 82,978
TMRS Retirement 153,699 159,388 178,970
TMRS Year-End Pension Adjust. (176,307) 0 0
Year-End OPEB Adjustment (17,253) 0 0
Life Insurance Contribution 1,217 1,238 1,238
Disability Insurance Contrib 919 940 940
Health Insurance Contributions 127,477 132,826 127,477
HSA Contributions-Employer 3,868 3,699 2,688
Supplies-Minor Tools and Equip 2,038 4,530 4,530
Supplies-Minor Furniture 342 1,012 1,012
Supplies-Office 6,308 8,050 8,050
Supplies-Physician (107) 0 0
Supplies-Mechanical 20 500 500
Supplies-Personal Computers 106,395 135,120 165,360
Supplies-System Software 0 0 24,500
Supplies-PC Software 41,846 51,090 51,810
Supplies-Other 1,162 8,700 9,145
Maint-Motor Vehicles 6,967 14,500 14,750
Maint-Radios 35,791 40,000 33,500
Maint-PC Hardware 18,129 34,500 34,500
Maint-Systems Hardware 71,757 151,490 171,420
Maint-PC Software 93,113 110,924 140,906
Maint-Systems Software 817,768 1,194,062 1,428,258
Maint-Other Equipment 756 1,645 1,645
Services-Telephone 130,155 149,141 141,270
Service-Wireless PhoneAircards 39,363 146,544 150,567
Services-Gas 1,951 1,907 7,429
Services-Central Garage 4,835 7,607 7,176
362
EXPENDITURE BY ACCOUNT
Department Expenditure by Account FY 2022 Actual FY 2023 Budget FY 2024 Budget
Information Systems Services-Employee Physicals 644 607 0
Services-Binding/Printing 134 1,000 1,000
Services-Subcontractors 8,308 16,537 17,537
Insurance Expense 15 0 0
Travel Expenses 1,596 12,200 12,200
Education Registration 3,048 11,125 11,675
Memberships 175 524 524
Postage/Freight 2,117 1,000 1,000
Other System Improvements 17,500 0 80,000
PC Computer Equipment 286,117 1,296,154 1,305,154
Radios 0 676,000 0
Depreciation Expense 989,674 0 0
Capital Asset Contra Expense (303,617) 0 0
Total Expenditures $3,489,616 $5,531,075 $5,338,447
363
TEXAS.J.;114,4 5116'
Capital Improvement Plan
364
IlCity of Wichita Falls,Texas
)_). /. // Summary of All Capital Project
k /C !a R
Projected Financial Plan
I 23/24 I 24/25 I 25/26 I 26/27 I 27/28 Total
Project Cost:
Bldgs and General Facilities $ 890,000 $ 1,050,000 $ - $ - $ - $ 1,940,000
Parks and Recreation 1,428,500 11,679,691 16,656,873 7,500,000 900,000 $ 38,165,064
Traffic System 753,564 606,629 606,629 606,629 606,629 $ 3,180,080
Street System 4,505,860 2,530,000 2,530,000 2,530,000 2,530,000 $ 14,625,860
Multi-Purpose Events Center 600,000 715,000 1,450,000 464,000 - $ 3,229,000
Airports* 525,000 10,250,000 3,250,000 3,000,000 3,000,000 $ 20,025,000
Transit 1,310,000 1,664,870 4,675,000 100,000 2,000,000 $ 9,749,870
Sanitation System 3,981,763 6,594,368 5,561,159 5,005,370 3,583,935 $ 24,726,595
Water System 7,770,800 27,740,000 6,315,000 19,090,000 3,030,000 $ 63,945,800
Wastewater System 2,716,000 4,227,500 2,010,000 2,005,000 400,000 $ 11,358,500
Stormwater System 2,000,000 150,000 4,675,000 2,450,000 2,450,000 $ 11,725,000
Golf Course - 100,000 - - - $ 100,000
Fleet Replacements 2,822,763 6,315,319 6,008,145 6,033,283 63,000 $ 21,242,510
Information Technology 3,073,074 4,644,854 530,854 5,510,854 1,271,700 15,031,336
Total $32,377,324 $78,268,231 $54,268,660 $54,295,136 $19,835,264 $ 239,044,615
Sources of Funding:
General Operating Funds $ 7,750,924 $ 6,405,629 $ 4,205,629 $ 4,205,629 $ 3,136,629 $ 25,704,440
Information Tech Operating Funds 1,573,074 3,654,854 530,854 5,510,854 1,271,700 $ 12,541,336
Fleet Operating Funds 2,822,763 2,306,918 2,416,918 2,312,918 63,000 $ 9,922,517
Sanitation Operating Funds 3,981,763 9,533,769 8,083,386 7,656,735 3,583,935 $ 32,839,588
Water/Sewer Operating Funds 10,486,800 17,017,500 6,825,000 21,095,000 3,430,000 $ 58,854,300
Stormwater Operating Funds 2,000,000 150,000 4,675,000 2,450,000 2,450,000 $ 11,725,000
Water Park Operating Funds 1,130,000 550,000 40,000 100,000 900,000 $ 2,720,000
Airport Operating Funds - 1,250,000 550,000 300,000 - $ 2,100,000
Federal Grants - - - - - $ -
FAA Grant Funds* 525,000 9,000,000 2,700,000 2,700,000 3,000,000 $ 17,925,000
FTA Grant Funds 1,310,000 1,664,870 4,675,000 100,000 2,000,000 $ 9,749,870
Venue Tax and MPEC 600,000 715,000 1,450,000 464,000 - $ 3,229,000
Cemetery Perpetual Care Funds - 900,000 350,000 - - $ 1,250,000
4B Funds 197,000 - - - - $ 197,000
Undetermined Funds - 25,119,691 17,766,873 7,400,000 - $ 50,286,564
Total $32,377,324 $78,268,231 $54,268,660 $54,295,136 $19,835,264 $ 239,044,615
*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
0.52%
21.04%
11.58% Operating Revenue
65.43%
0.08%
1.35%
III Operating Revenue ■Venue Tax •4B Funds •Grants •Undetermined Funds •Cemetery Perpetual Funds
365
111 City of Wichita Falls,Texas
Buildings and General Facility Capital
k1,' 4j4 Improvements
This section of the CIP includes large building maintenance projects such as roof repairs, parking lot repairs, HVAC
improvements, and exterior building improvements for the City's principal office buildings. It has included the City's share
of public/private partnership on the construction of a proposed full-service hotel and conference center at the City's Multi-
Purpose Event Center. Current year's conference center expenditure can be found in the 4B budget summary.
Projected Financial Plan
I 23/24 I 24/25 I 25/26 I 26/27 I 27/28 Total
Project Cost: $ 890,000 $ 1,050,000 $ - $ - $ - $ 1,940,000
Sources of Funding:
General Operating Funds $ 890,000 $ 1,050,000 $ - $ - $ - $ 1,940,000
Total $ 890,000 $ 1,050,000 $ - $ - $ 1,940,000
5 Year Expenditure Trend
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
23/24 24/25 25/26 26/27
366
City of Wichita Falls,Texas
„� Parks&Recreation Capital Improvements
� `� FY2023/24-2027/28
ICJ; A
This section of the CIP includes projects for the Park's System and Library. Several of the Parks Projects identified in this Section will require
approval of additional funding sources such as a General City Bond Issue,Grants,and/or 4B Sales Tax Funds. Unfunded projects include
Lake Wichita Shoreline Improvements,completion of the Circle Trail and significant roadway projects inside City parks.
Pro-ected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 1,428,500 $ 11,679,691 $ 16,656,873 $ 7,500,000 $ 900,000 $ 38,165,064
Sources of Funding:
General Operating Funds $ 101,500 $ 60,000 $ - $ - $ - $ 161,500
Undetermined Funds $ - $ 10,169,691 $ 16,266,873 $ 7,400,000 $ - $ 33,836,564
Federal Grants $ - $ - $ - $ - $ - $ -
Cemetery Perpetual Fund $ - $ 900,000 $ 350,000 $ - $ - $ 1,250,000
Water Park Operating Fund $ 1,130,000 $ 550,000 $ 40,000 $ 100,000 $ 900,000 $ 2,720,000
4B Funds $ 197,000 $ - $ - $ - $ - $ 197,000
Total $ 1,428,500 $ 11,679,691 $ 16,656,873 $ 7,500,000 $ 900,000 $ 38,165,064
5 Year Expenditure Trend
$1s,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$ IIIIIII I I I llllllllllll■-----------.
23/24 24/25 25/26 26/27 27/28
367
City of Wichita Falls,Texas
Traffic Capital Improvements
�� �j FY2023/24-2027/28
�c'lw(►a A (
Traffic related projects include annual improvements to the Traffic Control System and Street Light System. Funds are
budgeted annually in the General Fund Operating Budget for the Traffic Control and Street Lighting Systems
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 753,564 $ 606,629 $ 606,629 $ 606,629 $ 606,629 $ 3,180,080
Sources of Funding:
Annual Operating Funds $ 753,564 $ 606,629 $ 606,629 $ 606,629 $ 606,629 $ 3,180,080
Total $ 753,564 $ 606,629 $ 606,629 $ 606,629 $ 606,629 $ 3,180,080
5 Year Expenditure Trend
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
23/24 24/25 25/26 26/27 27/28
368
111 City of Wichita Falls,Texas
--� Streets Capital Improvements
MC.
4Ij/ a FY2023/24-2027/28
This Section of the CIP includes both annual overlay projects and reconstruction of various street systems. Funding for the
$2.4 million in annual overlay program is included in the General Operations Budget. Funding for reconstruction is also
included in the General Fund. The City of Wichita Falls Thoroughfare Plan, including all associated amendments and
updates as determined by City Council, is hereby adopted by reference as part of the City of Wichita Falls Capital Budget
and all subsequent updates and revisions to the Capital Budget. Streets, roadways, and associated rights-of-way,
easements, or both as identified in the Thoroughfare Plan are also included in as a part of the adoption of this Capital
Budget.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 4,505,860 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 14,625,860
Sources of Funding:
General Operating Funds $ 4,505,860 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 14,625,860
Total $ 4,505,860 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 2,530,000 $ 14,625,860
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
$-
23/24 24/25 25/26 26/27 27/28
369
City of Wichita Falls,Texas
MPEC Capital Improvements
4V •�C/.j FY2023/24-2027/28
I A((
Improvements in this section are entirely related to facility improvements at the Multi-Purpose Events Center and Memorial
Auditorium
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 600,000 $ 715,000 $ 1,450,000 $ 464,000 $ - $ 3,229,000
Sources of Funding:
Venue Tax $ 600,000 $ 715,000 $ 1,450,000 $ 464,000 $ - $ 3,229,000
Total $ 600,000 $ 715,000 $ 1,450,000 $ 464,000 $ - $ 3,229,000
5 Year Expenditure Trend
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$200,000
$200,000 ------
$-
23/24 24/25 25/26 26/27 27/28
370
111 City of Wichita Falls,Texas
Airport Capital Improvements
FY2023/24-2027/28
Improvements to the City's two airports are largely funded with annual funding from the Federal Aviation Administration.
These grant funds require a matching amount from the City,which has principally been accomplished with local airport
operating income. The completion of a commerical airport terminal and various other improvements have been made to the
general aviation aiport in recent years.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 525,000 $ 10,250,000 $ 3,250,000 $ 3,000,000 $ 3,000,000 $ 20,025,000
Sources of Funding:
FAA $ 525,000 $ 9,000,000 $ 2,700,000 $ 2,700,000 $ 3,000,000 $ 17,925,000
General Operating Funds $ 1,250,000 $ 550,000 $ 300,000 $ 2,100,000
Total $ 525,000 $ 10,250,000 $ 3,250,000 $ 3,000,000 $ 3,000,000 $ 20,025,000
5 Year Expenditure Trend
$15,000,000
$10,000,000
$5,000,000
S-
23/24 24/25 25/26 26/27 27/28
371
City of Wichita Falls,Texas
--� Transit Capital Improvements
44t- Zrf FY2023/24-2027/28
This section of the CIP principally includes replacement of buses for the Wichita Falls Transit System,transit van and vehicle
replacements, and a forklift for the heavy equipment deliveries at the Administrative and Maintenance Facility. This CIP also
includes the Administrative and Maintenance Facility construction, Travel Center Restroom Addition, a kiosk for the electronic
fare system, and the Bus Shelter Replacement project that will incorporate ten (10)shelters to be replaced each year at
$7,500 per shelter.
Projected Financial Plan
22/23 23/24 24/25 25/26 26/27 27/28
Project Cost: $ 1,310,000 $ 1,664,870 $ 4,675,000 $ 100,000 $ 2,000,000 $ 9,749,870
Sources of Funding:
FTA Funds $ 1,310,000 $ 1,664,870 $ 4,675,000 $ 100,000 $ 2,000,000 $ 9,749,870
Total $ 1,310,000 $ 1,664,870 $ 4,675,000 $ 100,000 $ 2,000,000 $ 9,749,870
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
22/23 23/24 24/25 25/26
372
City of Wichita Falls,Texas
Sanitation Capital Improvements
].4. 4•t f// FY2023/24-2027/28
This Section of the CIP includes projects for the Sanitation collection and disposal system. These improvements
are anticipated to be accomplished with annual operating funds of the Sanitation System.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 3,981,763 $ 6,594,368 $ 5,561,159 $ 5,005,370 $ 3,583,935 $24,726,595
Sources of Funding:
Sanitation Operating Funds $ 3,981,763 $ 6,594,368 $ 5,561,159 $ 5,005,370 $ 3,583,935 $24,726,595
Total $ 3,981,763 $ 6,594,368 $ 5,561,159 $ 5,005,370 $ 3,583,935 $24,726,595
5 Year Expenditure Trend
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,EO
0,000
23/24 24/25 25/26 26/27
373
111 City of Wichita Falls,Texas
--� Water Distribution Capital Improvements
)4 f /j, _ 7( FY2023/24-2027/28
This Section of the CIP includes major improvements to the City's Water Supply, Treatment, and Distribution Systems. Nearly
$16 million of the repairs to the system are accomplished through annual operating funds. However, several of these projects
will require additional funding sources yet to be determined. The most likely source is the issuance of additional Water System
Revenue Bonds. If these bonds were to be issued,then water rate increases would be required.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 1,642,000 $ 9,030,000 $ 3,030,000 $ 3,030,000 $ 3,030,000 $ 19,762,000
Water/Sewer Operating Funds $ 1,642,000 $ 9,030,000 $ 3,030,000 $ 3,030,000 $ 3,030,000 $ 19,762,000
Total $ 1,642,000 $ 9,030,000 $ 3,030,000 $ 3,030,000 $ 3,030,000 $ 19,762,000
5 Year Expenditure Trend
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000 ■
$-
23/24 24/25 25/26 26/27 27/28
374
111 City of Wichita Falls,Texas
Water Purification Capital Improvements
rkFY2023/24-2027/28
This Section of the CIP includes major improvements to the City's Water Supply, Treatment, and Distribution Systems. Nearly
$16 million of the repairs to the system are accomplished through annual operating funds. However, several of these projects
will require additional funding sources yet to be determined. The most likely source is the issuance of additional Water System
Revenue Bonds. If these bonds were to be issued,then water rate increases would be required.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 6,128,800 $ 18,710,000 $ 3,285,000 $ 16,060,000 $ - $44,183,800
Water/Sewer Operating Funds $ 6,128,800 $ 3,760,000 $ 1,785,000 $ 16,060,000 $ - $27,733,800
Undetermined $ - $ 14,950,000 $ 1,500,000 $ - $ - $ 16,450,000
Total $ 6,128,800 $18,710,000 $ 3,285,000 $16,060,000 $ - $44,183,800
5 Year Expenditure Trend
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000 ■
$-
23/24 24/25 25/26 26/27 27/28
375
City of Wichita Falls,Texas
Wastewater Capital Improvements
MC'
/4 9
FY2023/24-2027/28
This Section of the CIP includes projects that improve the City's Wastewater Distribution, and Treatment System. Routine repair
projects, at existing funding levels, can be funded with annual operating revenue of the City's Water and Sewer System Fund.
However, a few other major system improvements will be funded with remaining bond funds from the Texas Water
Development Board that were approved for the Indirect Potable Reuse Project.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 1,180,000 $ 2,032,500 $ 400,000 $ 400,000 $ 400,000 $ 4,412,500
Sources of Funding:
Water/Sewer Operating Funds $ 1,180,000 $ 2,032,500 $ 400,000 $ 400,000 $ 400,000 $ 4,412,500
Total $ 1,180,000 $ 2,032,500 $ 400,000 $ 400,000 $ 400,000 $ 4,412,500
5 Year Expenditure Trend
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$
23/24 24/25 25/26 26/27 27/28
376
City of Wichita Falls,Texas
Wastewater Capital Improvements
MC'
/4 ( FY2023/24-2027/28
This section of the CIP includes projects that improve the City's Wastewater Distribution and Treatment System. Routine repair
projects, at existing funding levels, can be funded with annual operating revenue of the City's Water and Sewer System Fund.
However, a few other major system improvements will be funded with remaining bond funds from the Texas Water
Development Board that were approved for the Indirect Potable Reuse Project.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 1,536,000 $ 2,195,000 $ 1,610,000 $ 1,605,000 $ - $ 6,946,000
Sources of Funding:
Water/Sewer Operating Funds $ 1,536,000 $ 2,195,000 $ 1,610,000 $ 1,605,000 $ - $ 6,946,000
Total $ 1,536,000 $ 2,195,000 $ 1,610,000 $ 1,605,000 $ - $ 6,946,000
5 Year Expenditure Trend
$2,500,000
$2,000,000
:::
$500,000
23/24 24/25 25/26 26/27 27/28
377
City of Wichita Falls,Texas
Drainage Capital Improvements
idid all
•f p7( FY2023/24-2027/28
/
In the 2009-10 budget,funds were included to hire a consultant to prepare a Master Drainage Plan for the City. This plan,
which is complete, analyzed and identified the top 15 of 60 projects that were on the City's project list and provided cost
estimates to complete those 15 projects. Results of that analysis indicate that it will cost approximately$35 million to construct
these 15 projects. It also suggests that in order to complete this work over the next 10 to 15 years, a total of$3 million per year
in project costs should be expended. The projects listed in this CIP should be accomplished with existing revenue sources
from the Stormwater Utility Fund.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 2,000,000 $ 150,000 $ 4,675,000 $ 2,450,000 $ 2,450,000 $ 11,725,000
Sources of Funding:
Stormwater Operating Funds $ 2,000,000 $ 150,000 $ 4,675,000 $ 2,450,000 $ 2,450,000 $ 11,725,000
Total $ 2,000,000 $ 150,000 $ 4,675,000 $ 2,450,000 $ 2,450,000 $ 11,725,000
5 Year Expenditure Trend
$5,000,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
23/24 24/25 25/26 26/27 27/28
378
City of Wichita Falls,Texas
�.,-- Fleet Capital Improvements
A (C/1/_, a
FY2023/24-2027/28
a
This Section of the CIP provides for replacement of the City's vehicle fleet. Annual operating funds are sufficient to finance this
level of funding for fleet replacements
Projected Financial Plan
23/24 I 24/25 25/26 I 26/27 27/28 Total
Project Cost: $ 2,822,763 $ 6,315,319 $ 6,008,145 $ 6,033,283 $ 63,000 $21,242,510
Sources of Funding:
Fleet Operating Funds $ 2,822,763 $ 2,306,918 $ 2,416,918 $ 2,312,918 $ 63,000 $ 9,922,517
Sanitation Operating Funds $ - $ 2,939,401 $ 2,522,227 $ 2,651,365 $ - $ 8,112,993
General Operating Fund $ - $ 1,069,000 $ 1,069,000 $ 1,069,000 $ - $ 3,207,000
Total $ 2,822,763 $ 6,315,319 $ 6,008,145 $ 6,033,283 $ 63,000 $21,242,510
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
$-
23/24 24/25 25/26 26/27 27/28
379
City of Wichita Falls,Texas
Information Technology Capital
kk.
!ii7f( Improvements
a a FY2023/24-2027/28
This section of the CIP includes projects that improve the technological systems of the City's programs. Many of the projects are
for normal replacement of hardware and software items that will need to remain on current technology.
Projected Financial Plan
23/24 24/25 25/26 26/27 27/28 Total
Project Cost: $ 3,073,074 $ 4,644,854 $ 530,854 $ 5,510,854 $ 1,271,700 $ 15,031,336
Sources of Funding:
IT Operating Fund $ 1,573,074 $ 3,654,854 $ 530,854 $ 5,510,854 $ 1,271,700 $ 12,541,336
General Fund $ 1,500,000 $ 990,000 $ - $ - $ - $ 2,490,000
Total $ 3,073,074 $ 4,644,854 $ 530,854 $ 5,510,854 $ 1,271,700 $ 15,031,336
5 Year Expenditure Trend
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000 ■
23/24 24/25 25/26 26/27 27/28
380
TEXAS''.71);C4/1;f 51165
Glossary
381
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.
382
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
383
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.
384
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.
385
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.
386
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".
387
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.
388
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
389
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
390
2023 Tax Rate Calculation Worksheet Form5085
Taxing Units Other Than School Districts or Water Districts
City of Wichita Falls (940)761-7462
Taxing Unit Name Phone(area code and number)
i 300 7th St.,Wichita Falls,Texas 76307 www.wichitafallstx.gov
Taxing Unit's Address,City,State,ZIP Code Taxing Unit's Website Address
GENERAL INFORMATION:Tax Coda 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.I he calculation process starts after the(filet 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.I he officer or employee submits the rates to the
governing body by Aug.7 or as soon thereafter as practicable.
School districts do not use this form,but instead use Comptroller Form 50-859 Tax Rate Calculation Worksheet,School District without Chapter 313 Agreements or Comptroller Form
50-3E4 7trK Rule Calculation Wur kshee(,School Dislrlct with Cfiupter 313 Agi ienierr(i.
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 lax Rate and Developing Nitric i c or(corn ptrollen f•orrn 50-860 Developed Mao iris h it f Voter-Approval Tax Rule Worksheet
The Comptroller's office provides this worksheet to assist taxing units in determining tax rates.The information provided in this worksheet is offered as technical assistance and not
legal advice.Taxing units should consult legal counsel for Interpretations of law regarding tax rate preparation and adoption.
SECTION 1,No-New=RevenueTax Rate . _-
The NNR tax rate enables the public to evaluate the relationship between taxes for the prior year and for the current year based on a tax rate that would produce the same amount
of taxes(no new taxes)if applied to the same properties that are taxed in both years.When appraisal values increase,the NNR tax rate should decrease.
The NNR tax rale for a county is the sum of the NNR tax rates calculated for each type of tax the county levies.
While uncommon,it is possible for a taxing unit to provide an exemption for only maintenance and operations taxes.In this case,the taxing unit will need to calculate the NNR tax
rate separately for the maintenance and operations tax and the debt tax,then add the two components together.
1. 2022 total taxable value.Enter the amount of 2022 taxable value on the 2022 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 tax ceil-
ings(will deduct in Line 2)and the captured value for tax increment financing(adjustment is made by deducting TIF taxes,as reflected in Line 17): $ 6,566,742,659
2. 2022 tax ceilings.Counties,cities and junior college districts.Enter 2022 total taxable value of homesteads with tax ceilings.these Include the
homesteads of homeowners dye 65 or older or disabled.Other taxing wilts enter 0.If your taxing wilt adopted the tax ceiling provision in 2022
or a prior year for homeowners age 65 or older or disabled,use this step.' $ 0
3. Preliminary 2022 adjusted taxable value.Subtract Line 2 from Line 1. $ 6,566,742,659
4. 2022 total adopted tax rate. $ 0.694321 1$100
5. 2022 taxable value lost because court appeals of ARB decisions reduced 2022 appraised value.
A. Original 2022 ARB values: S 21,084,000
19,075,000
B. 2022 values resulting from final court decisions: -$
C. 2022 value loss.Subtract B from A.3 $ 2,009,000
6. 2022 taxable value subject to an appeal under Chapter 42,as of July 25.
A. 2022 ARB certified value. S 0
B. 2022 disputed value. -$ 0
C, 2022 undisputed value.Subtract B from A.4 $ 0
7. 2022 Chapter 42 related adjusted values.Add Line SC and Line 6C. $ 2,009,000
'Tex.Tax Code§26.012(14)
'Tex.Tax Code§26.012(14)
'Tex.Tax Code§26.012(13)
`Tex Tax Code§26.012(13)
_ 391 _
Form developed by:Texas Comptroller of Public Accounts,Property Tax Assistance Division For additional copies,visit:comptroller.texas.govftaxeslproperty-tax
50-856.6-23110
�20237 xa RateCalcufationWorksheet��axtng:ElmtsOthe�fiiiranSthoolDistrictsorWater,Districts - ,,,�s_��a ,��x�. �. ru.> ;.�.0��_ ,��, ��
8. 2022 taxable value,adjusted for actual and potential court-ordered adjustments.Add Line 3 and Line 7. $ 6,568,751,659
9. 2022 taxable value of property in territory the taxing unit deannexed after Jan.1,2022.Enter the 2022 value of property in deannexed
territory.5
0
10. 2022 taxable value lost because property first qualified for an exemption in 2023.If the taxing unit increased an original exemption,use
the difference between the original exempted amount and the increased exempted amount.Do not include value lost due to freeport,goods-
in-transit,temporary disaster exemptions.Note that lowering the amount or percentage of an existing exemption in 2023 does not create a new
exemption or reduce taxable value.
1,4'16,309
A. Absolute exemptions.Use 2022 market value.
B. Partial exemptions.2023 exemption amount or 2023 percentage exemption 22,794,487
times 2022 value: +$
C. Value loss.Add A and 6.6 $ 24,229,776
11. 2022 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 2021.. lice only properties that qualified In 20211 for the first done,do not use proper-
ties that qualified In 2022.
104,313
A. 2022 market value: $
B. 2023 productivity or special appraised value: -S 2'515
C. Value loss.Subtract B from A. $ 101,798
12. Total adjustments fur lust value.Acid Lines 9,10C and 11C. , 24,331,574
13. 2022 captured value of property In a TIF.Enter the total value of 2022 captured appraised value of property taxable by a taxing unit in a tax
increment financing zone for which 2022 taxes were deposited into the tax increment fund.elf the taxing unit has no captured appraised value
in line 18D,enter 0. $ 103,710,705
14. 2022 total value.Subtract Line 12 and Line 13 from Line 8. $ 6,440,709,380
15. Adjusted 2022 total levy.Multiply Line 4 by Line 14 and divide by$100. S 44,719,197
16. Taxes refunded for years preceding tax year 2022. niter the amount.of taxes refunded by the taxing unit for tax years preceding tax year
2022.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 2022.This line applies only to tax years preceding tax year 2022.' $ 93,498
17. Adjusted 2022 levy with refunds and TIF adjustment.Add Lines 15 and 16.10 44,812,695
18. Total 2023 taxable value on the 2023 certified appraisal roll today.This value Includes only certified values or certified estimate of values
and includes the total taxable value of homesteads with tax ceilings(will deduct in Line 20).These homesteads include homeowners age 65 or
older or disabled."
7,219,792,277
A. Certified values:
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 0
for the current tax year for the first time as pollution control or energy storage system property. -$
D. Tax increment financing:Deduct the 2023 captured appraised value of property taxable by a taxing
unit in a tax increment financing zone for which the 2023 taxes will be deposited Into the tax increment 120,356,178
fund.Do not include any new property value that will be included in Line 23 below.' -$ _
E. Total 2023 value.Add A and 8,then subtract C and D. $ 7,099,436,099
Tex.Tax Code§26.012115)
`Tex.Tax Code 426.012(15)
Tex.Tax Code§26.012(15)
'Tex.Tax Code§26.03(c)
'Tex.Tax Code 426.012(13)
10 Tex.Tax Code§26.012(13)
o Tex.Tax Code§26.012,26.04(c-21
"Tex.Tax Code§26.03(c) 392
For additional copies,visit:cornptroiler.texas.gov/taxes/property-tax Page 2
2023 Yax,Rafe Caldulat[oi,Wor sheet Taxing Units OtherThan School Dism taCY or Water;Difrlcts worm 50856:j
19. Total value of properties under protest or not included on certified appraisal roll."
A. 2023 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
0
of these values.Enter the total value under protest." $
B. 2023 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 arc still under protest..On this list of properties,the thief appraiser includes the market value,
appraised value and exemptions for the preceding year end a reasonable estimate of the market value,
appraised value and exemptions for the current year.Use the lower market,appraised or taxable value
0
(as appropriate).Enter tire total value of property not on the certified roll." I $
C. total value under protest or not certified.Add A and B. 4 0
20. 2023 tax ceilings.Counties,cities and junior colleges enter 2023 total taxable value of homesteads with tax ceilings.I hese Include the home
steads of homeowners age 65 or older or disabled.Other taxing units enter 0,it your taxing unit adopted lire tax telling provision in 2022 or a
prior year for homeowners age 65 or older or disabled,use this step.1° $ 0
21. 2023 total taxable value.Add Lines 18F and 1 qC Subtract tine 20." $ 7,099,436,099
22. Total 2023 taxable value of properties in territory annexed after Jan.1,2022.Include both real and personal property.Enter the 2023
value of property In territory annexed.'8 0
$
23. Total 2023 taxable value of new improvements and new personal property located in new improvements.New means the item was
not on the appraisal roll in 2022.An improvement is a building,structure,fixture or fence erected on or affixed to land.New additions to exist-
ing Improvements maybe Included if the appraised value can be determined.New personal properly in a new improvement.must have been
brought into the taxing unit after Jan,1,2022 and be located In a new improvement.New improvements do include property on which a tax
abatement agreement has expired for 2023.19 $ 94,267,264
24. Total adjustments to the 2023 taxable value.Add Lines 22 and 23. $ 94,267,264
25. Adjusted 2023 taxable value.Subtract Line 24 from Line 21. $ 7,005,168,835
26. 2023 NNR tax rate.Divide Line 1/by Line 25 and multiply by S100.:4 $ 0.639700 /S Rio
27. COUNTIES ONLY.Add together the NNR tax rates for each type of tax the county levies.The total is the 2023 county NNR tax rate.11 $ Moo
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&0)Tax Rate:The M&O portion is the tax rate that is needed to raise the same amount of taxes that the taxing unit levied in the prior year
plus the applicable percentage allowed by law.This rate accounts for such things as salaries,utilities and day-to-day operations.
2. Debt Rate:The debt rate includes the debt service necessary to pay the taxing unit's debt payments in the coming year.This rate accounts for principal and interest on bonds
and other debt secured by property tax revenue.
The voter-approval tax rate for a county is the sum of the voter-approval tax rates calculated for each type of tax the county levies.In most cases the voter-approval tax rate
exceeds the no-new-revenue tax rate,but occasionally decreases in a taxing unit's debt service will cause the NNR tax rate to be higher than the voter-approval tax rate.
28. 2022 M&O tax rate.Enter the 2022 M&O tax rate. $ 0.661579 /4100
29. 2022 taxable value,adjusted for actual and potential court-ordered adjustments.Enter the amount in Line 8 of the No-New-Revenue Tax
Rate Worksheet. $ 6,568,751,659
'S Tex,Tax Code 426.01(r)and(d)
'*Tex.Tax Code 426.01(c)
S Tex.Tax Code§26.01(d)
16 Tex.Tax Code§26.012(6)(B)
"Tex.Tax Code§26.012(6)
"TexTax Code§26.012117)
19 TexTax Code§26.012117)
10 TexTax Code§26.04(c)
"TexTax Code§26.04(d) 393
For additional copies,visit:comptroller.texas.gov/taxes/property-tax Page 3
2423 Tax Rate�CalculaYl0nWorksheet mTaxrng Unit;sOtllerThan Si hoot 0lstricts orW tei'DistrictscaMVISVZ. ,` (3::iForm 50 856
r.�x� Y" .rja
30. Total 2022 M&0 levy.Multiply Line 28 by Line 29 and divide by$100 $ 43,457,481
31. Adjusted 2022 Levy for calculating NNR M&O rate.
A. M&O taxes refunded for years preceding tax year 2022.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 89,170
include refunds for tax year 2022.This line applies only to tax years preceding tax year 2022 +$
B. 2022 taxes in TIF.Enter the amount of taxes paid into the tax increment fund for a reinvestment
zone as agreed by the taxing unit.If the taxing unit has no 2023 captured appraised value in 466 0/6
Line 18D,enter 0 —$
C. 2022 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 tills 12 month parted,use sire amount spent in Llre last
full fiscal year In which the taxing unit operated the function.The taxing wilt discontinuing the function
will subtract this amount In D below.The taxing unit receiving the function will add this amount in 0
it below Other faxing units enter 0. +I #
D. 2022 M&O levy adjustments.Subtract B from A.For taxing unit with C,subtract if -378,906
discontinuing function and add If receiving function 5
E. Add Line 30 to 31 D. $ 43,070,575
32. Adjusted 2023 taxable value.Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet. $ 7,005,168,835
33. 2023 NNR M&O rate(unadjusted).Divide Line 31 E by Line 32 and multiply by$100. $ 0.614954 /5100
34. Rate adjustment for state criminal justice mandate."
If not applicable or less than zero,enter 0.
A. 2023 state criminal justice mandate.Enter the amount spent by a county in the previous 12 months
providing for the maintenance and operation cost of keeping inmates in county-paid facilities after they 0
have been sentenced.Do not include any state reimbursement received by the county for the same purpose. $
B. 2022 slate 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 0
by the county for the same purpose.Enter zero If this Is the first time the mandate applies —$
C. Subtract B from A and divide by Line 32 and multiply by$100. $ 0 /$100
D. Enter the rate calculated in C.If not applicable,enter 0. $ 0 /$to0
35. Rate adjustment for indigent health care expenditures.="
If not applicable or less than zero,enter 0.
A. 2023 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
0
July 1,2022 and ending on June 30,2023,less any state assistance received for the same purpose. $
B. 2022 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 1,2021 and ending on June 30,2022,less any state assistance received 0
for the same purpose. --$
C. Subtract B from A and divide by Line 32 and multiply by$100 $ 0 /$100
D. Enter the rate calculated in C.If not applicable,enter O. $ 0 /Stoo
"[Reserved for expansion]
"Tex Tax Code 526.044
"Tex Tax Code 425.0441 394
For additional copies,visit:comptroller.texas.gov/taxes/property-tax Page 4
2023 aTaT i ateCalculatEon rksheet fax[ng;Un[tsOt}►erTEianSihoolDistr[cYs:orWa3erDi'stricfs a Forrn50=856:z
., `^ "vw. 'i✓ � 5,...Ft ..S`., ✓ x ,
36. Rate adjustment for county indigent defense compensation.ss
If not applicable or less than zero,enter 0.
A. 2023 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 0
June 30,2023,less any state grants received by the county for the same purpose S
B. 2022 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 26044,Code of Criminal Procedure for the period beginning on July 1,2021 and ending on 0
June 30,2022,less any state grants received by the county for the same purpose $
C. Subtract B from A and divide by Line 32 and multiply by$100 S 0 /$100
D. Multiply B by 0.05 and divide by Line 32 and multiply by$100. 5 O . /5100
F. Enter the lesser of( and U.If not applicable,enter 0. 5 0 it i o0
37_ Rate adjustment for county hospital expenditures.36
if not applicable or less than zero,enter 0.
A. 2023 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 July 1,2022 and 0
ending on June 30,2023. $
B. 2022 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 July 1,2021 and 0
ending on June 30,2022, $
C. Subtract B from A and divide by Line 32 and multiply by$100 $ 0 /$loe
D. Multiply B by 0.08 and divide by Line 32 and multiply by$100. $ 0 /Sloe
E. Enter the lesser of C and D,if applicable.If not applicable,enter O. $ 0 /$100
38. Rate adjustment for defunding municipality.This adjustment only applies to a municipality that is considered to be a defunding 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.SeeTax Code Section 26.0444 for more
Information.
A. Amount appropriated for public safety In 2022.Enter the amount of money appropriated for public
safety in the budget adopted by the municipality for the preceding fiscal year S 0
B. Expenditures for public safety in 2022.Enter the amount of money spent by the municipality for public 0
safety during the preceding fiscal year
C. Subtract B from A and divide by Line 32 and multiply by$100 $ 0 /$100
D. Enter the rate calculated in C.If not applicable,enter 0. 0 /5100
39. Adjusted 2023 NNR M&O rate.Add Lines 33,340,35D,36E,and 37E.Subtract Line 38D. $ 0.614054 /5100
40. Adjustment for 2022 sates tax specifically to reduce property taxes.Cities,counties and hospital districts that collected and spent addi-
tional sales tax on M&O expenses in 2022 should complete this line.These entities will deduct the sales tax gain rate for 2023 in Section 3.Other
taxing units,enter zero.
A. Enter the amount of additional sales tax collected and spent on M&O expenses in 2022,if any.
Counties must exclude any amount that was spent for economic development grants from the amount 10,866./96
of sales tax spent $
B. Divide Line 40A by Line 32 and multiply by$100 $ 0.147987 rsioo
C. Add Line 408 to Line 39. $ 0.762941 iSioo
41. 2023 voter-approval M&0 rate.Enter the rate as calculated by the appropriate scenario below. $ 0.789643 /S1oo
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.
ss Tex.Tax Code§26.0442
a Tex.Tax Code§26,0443 3 95
For additional copies,visit:comptrolier.texas.gov/taxes/property-tax Page 5
2023TazR- teC alrultronWoshet TaxnUnts4theanSchpolDistctsoWater s FOrm 5045-1
D41. Disaster Line 41(D41):2023 voter-approval M&O rate for taxing unit affected by disaster declaration.If the taxing 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 mariner 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 !$100
42. Total 2023 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 05 Misfi expenses.
A. Debt dlso Includes eontiaetuul payments to other taxing units that have incurred debts on behalf of this taxing unit,If time debts
meet tine four conditions above.Include only amounts that will be paid from properly tax revenue.Do not include appraisal district
budget payments.If the governing body of a taxing unit authorized or agreed to authorize a bond,warrant,certificate of obligation,or
other evidence of indebtedness on or after Sept.1,2021,verify if it meets the amended definition of debt before including it here."
5,712,811
Enter debt amount $
B. Subtract unencumbered fund amount used to reduce total debt. —$ 0
C. Subtract certified amount spent from sales tax to reduce debt(enter zero if none) —$ 0
3,562,812
D. Subtract amount paid from other resources —$
E. Adjusted debt.Subtract 8,C and D from A. $ 2,149,999
43. Certified 2022 excess debt collections.Enter the amount certified by the collector.xs $ 15,348
44. Adjusted 2023 debt.Subtract Line 43 from Line 42E. $ 2,134,651
45. 2023 anticipated collection rate.
A. Enter the 2023 anticipated collection rate certified by the collector.70 (00.81
B. Enter the 2022 actual collection rate. 101.09
C. Enter the 2021 actual collection rate. 100.81
D. Enter the 2020 actual collection rate 101.69
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 8,C and D.If the anticipated rate in A Is higher than at least one of the rates In the
prior three years,enter the rate from A Note that the rate can be greater than 100%.31 100.81
46. 2023 debt adjusted for collections.Divide Line 44 by Line 45E. $ 2,117,499
47. 2023 total taxable value.Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet. $ 7,099,436,099
48. 2023 debt rate.Divide Line 46 by Line 47 and multiply by$100. $ 0.029826 !$1 on
49. 2023 voter-approval tax rate.Add Lines 41 and 48. $ 0.819469 1Stoo
D49. Disaster Line 49(D49):2023 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. $ !$too
"Tex.Tax Code§26.042(a)
"Tex-Tax Code§26.012(7)
"Tex-Tax Code§26.012(10)and 26.04(b)
10 Tex.TaxCode§26.04(b)
"Tex Tax Code§§26.04(h),(h.))and(h-2) 396
For additional copies,visit:comptroller.texas.gov/taxesiproperty-tax Page 6
„� w r 7' . .moo-- --
2023�TaxRateCalculoften°Worksheet, TaxingUniYsOther�ThanSchoof',Dis,Yrlcf;;or�WaterD.lstficts r .N ,�� .� �.;� �-Eorm50-856
� �� " .Y
�....-.,.:.. . „ram. '"' ' .s^'A.4-`. !...$; ...,�^`r?�`..,..z: ;�'-'.^` `^" ..^��.��r�' .., ". = ,���...e..A...
50. COUNTIES ONLY.Add together the voter-approval tax rates for each type of tax the county levies.The total is the 2023 county voter-approval
0
tax rate. $ /$100
SECTION 3:NNRTax 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.
_ �.: � �.^..::r ,..T����S ''y � • ��.... 3 ,
51. Taxable Sales.for taxing units that adopted the sales tax in November 2022 or May 202S,enter the Comptroiler'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 2022,enter 0. $ 0
12. Cstirriated sales tax revenue.Counties exclude any amount that is or will be spent for economic development grants from the amount of esti-
mated sales tax revenue."
(axing units that adopted the sales tax In November 2022 or In May 202S.Multiply the amount un Line 5 I by Ilia sales tax rate COI,
.005 or.0025,as applicable)and multiply the result by.95."
-or-
Taxing units that adopted the sales tax before November 2022.Enter the sales tax revenue for the previous four quarters.Do not
multiply by.95. $ 10,415,240
53. 2023 total taxable value.Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet. $ 7,099,436,099
54. Sales tax adjustment rate.Divide Line 52 by Line 53 and multiply by$100. $ 0.140/00 /$100
55. 2023 NNR tax rate,unadjusted for sales tax."Enter the rate from Line 26 or 2/,as applicable,on the No-New-Revenue tux Rate Worksheet. $ O 65t.1708 /$100
56. 2023 NNR tax rate,adjusted for sales tax.
Taxing units that adopted the sales tax in November 2022 or in May 2023.Subtract Line 54 from Line 55.Skip to Line 57 if you
adopted the additional sales tax before November 2022. $
0.639708 /$100
Si. 202.3 voter-approval tax rate,unadjusted for sales tax"Enter lho rato from Line 49,Line D49(disaster)or Line 50(cuuiitlet)es el Ipu t able,
of the Voter-Approval lax Rate Worksheet. $ 0 819409 /$ian
58. 2023 voter-approval tax rate,adjusted for sales tax.Subtract Line 54 from Line 57. $ 0.672763 /$100
• SECTION 4:Voter-Approval Tax Rate Adjustment for Pollution Control
A taxing unit may raise its rate for M&b funds used to pay for a facility,device or method for the control of air,water or land pollution.This Includes any land,structure,building,
installation,excavation,machinery,equipment or device that is used,constructed,acquired or installed wholly or partly to meet or exceed pollution control requirements.The
taxing unit's expenses are those necessary to meet the requirements of a permit issued by the Texas Commission on Environmental Quality(TCEQ).The taxing unit must provide
the tax assessor with a copy of the TCEQ letter of determination that states the portion of the cost of the Installation for pollution control.
This section should only 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.
J ��.. �°�,...;.:<. �a�, �tl �0fi-si41.11.•1�; d���.«.�
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.38 $ 0
60. 2023 total taxable value.Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet. $
7,099,436,099
61. Additional rate for pollution control.Divide Line 59 by Line 60 and multiply by$100. $ 0 /$too
62. 2023 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). $ 0.672763 !Sloe
Tex.Tax Code§26.041(d)
"Tex.Tax Code§26.041(I)
"Tex.Tax Code§26,041(d)
"Tex.Tax Code§26.04(c)
"Tom.Tax Code§26,04(ci
"Tex Tax Code§26.045(d)
1°Tex Tax Code§26.0450) 397
Fnr arirlitinnal rnnipc vita-cmmntrnliertexas_aov/taxes/oroaerty-tax Page 7
3023 Tax Rate Calculation Worksfteet T g Untts 0#hei; an School Distiicts or 1M1iater,Distrlcts '" Forrti SU°856-
SECTION S:Voter-Approval Tax Rate'Adjustment for Unused Increment Rate
The unused increment rate is the rate equal to the difference between the adopted tax rate and voter-approval tax rate adjusted to remove the unused Increment rate for the prior
three years.39 In a year where a taxing unit adopts a rate by applying any portion of the unused increment rate,the portion of the unused increment rate must be backed out of the
calculation for that year.
The difference between the adopted tax rate and adjusted voter-approval tax rate Is considered zero In the following scenarios:
• a tax year before 2020;40
• a tax year in which the municipality is a defunding municipality,as defined by Tax Code Section 26.0501(a);41 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(a)without the required voter approval.42
Individual components can he negative,but the overall rate would be the greater of zero or the calculated rate.
This section should only be completed by a taxing unit that does not meet the definition of a special taxing unit.43
63. Year 3 component.Subtract the 2022 actual tax rate and the 2022 unused Increment rate from the 2022 voter-approval lax rate.
A. Voter-approval tax rate(Line 67) $ 0.719691 /5100
B. Unused Increment rate(Line 66) $ 0.013120 /$100
C, Subtract B from A. $ 0.706668 /51a0
D. Adopted Tax Rate $ 0.694321 !$too
E. Subtract D from C S 0.012247 /5100
64. Year 2 component.SuLttrac t the 2021 acaual tax rate arid the 2021 unused Increment rate from the 2021 voter approval tax rate.
A. Voter-approval tax rate(Line 67) $ 0.760928 /$10o
B. Unused increment rate(Line 66) $ 0.O13129 /S100
0.747799 !$10fl
C. Subtract B from A. S.
D. Adopted Tax Rate $0.760928 /$100
E. Subtract D from C $ -0.013129 /$100
65. Year 1 component.Subtract(lie 2020 actual lax rate and the 2020 unused Increment rate from the 2020 voter-approval tax rate.
A. Voter-approval tax rate(Line 65) $ 0.776452 /$100
B. Unused increment rate(Line 64) S 0.000000 /$100
C. Subtract B from A. S 0.776452 /$100
D. Adopted Tax Rate $ 0'763323 /$100
0013120 /$100
E. Subtract D from C $ '.: ..
66. 2023 unused increment rate.Add Lines 63E,64E and 65E. $ 0.01z24/ /$100
67. Total 2023 voter-approval tax rate,including the unused increment rate.Add Line 66 to one of the following lines(as applicable):Line 49,
Line D49(disaster),Line 50(counties),Line 58(taxing units with the additional sales tax)or Line 62(taxing units with pollution control). $ 0.685010 !$100
'9 TexTax Code§26.013(a)
10 Tex.Tax Code§26.013(ci
Tee.Tax Cade§426.0501(a)and(ci
a Tex.Local Gov't Code§120.007{di,effective Jan.1,2022
TeX.Tax Code§26.063{a)(1)
'Tex Tax Code 426.01203-a) 398
'a Tex.Tax Code§26.0631a)(1)
Feat arlrlitinnal rnniac_visit.rmmntrnllar.texas-env/taxes/nronerty-tax Pace 8
�2023 Tax Ra et Calculation Warksheet' Taxrng Utits_Oth rThanScfioolDistiEcts:ar WaYer�Qisti�cts, � v�,Form,�5fl�856$
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 riot meet the definition of a special taxing unit"5
68. Adjusted 2023 NNR M&0 tax rate.Enter the rate from Line 39 of the Voter-Approval Tax Rate Worksheet $ 0.614954 I$100
69. 2023 total taxable value.Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet. $ 7,099,436,099
70. Rate necessa y to impose$500,000 in taxes.Divide 5500,000 by Line 69 and multiply by$100. = 0.007042 /$roo
71. 2023 debt rate.Enter the rate from Line 48 of the Voter-Approval Tax Rate Worksheet $ 0.029826 /$100
72. De tnlnlirds rate.Add Lines 68,70 and 71. $ 0 000000 i$100
SECTION 7 Voter Approval lax Rate Adjustment for Emergency Revenue Rate
In lire lax year after the end of ilie disaster calculation Lime period detailed in fax Code Section 26.042(a),a taxing unit that calculated Its voter approval tax rate In the manner
provided for a special taxing unit due to a disaster must calculate its emergency revenue rate and reduce its voter-approval tax rate for that year."
Similarly,if a taxing unit adopted a tax rate that exceeded its voter-approval tax rate,calculated normally,without holding an election to respond to a disaster,as allowed by Tax
Code Section 26.042(d),in the prior year,it must also reduce its voter-approval tax rate for the current tax year."
This section will apply to a taxing unit other than a special taxing unit that:
• directed the designated officer or employee to calculate the voter-approval tax rate of the taxing unit in the manner provided for a special taxing unit in the prior year;and
tho currant year Is tho first tax year In which the total taxable value of property taxable by the taxing unit as drown on the appraisal roll for the taxing twit submitted by the
assessor for the taxing unit to the governing body exceeds the total taxable value of property taxable by the taxing unit on January I of the tax year In which the disaster
occurred or the disaster occurred four years ago.[his section will apply to a taxing unit In a disaster area that adopted a tax rate greater than Its voter-approval tax rate
without IruldEng all 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 time 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).
73. 2022 adopted tax rate.Enter the rate in Line 4 of the No-New-Revenue Tax Rate Worksheet $ 0.694321 /$100
74. Adjusted 2022 voter-approval tax rate.Use the taxing unit's lax Rate Calculation Worksheets from the prior year(s)to complete this line.
ff a disaster occurred in 2022 and the taxing unit calculated its 2022 voter-approval tax rate using a multiplier of 1.08 on Disaster Line 41 (D41)
of the 2022 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 2022 for which the taxing unit continued to calculate Its voter-approval tax rate using a multiplier of 1.08 on $ 0 /$10o
Disaster Line 41(D41)In 2022,complete the separate 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 2022 if it had generated revenue based on an adopted tax rate
using a multiplier of 1.035 in the year(s)following the disaster.' Enter the final adjusted 2022 voter-approval tax rate horn the worksheet.
-or-
If the taxing unit adopted a tax rate above the 2022 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.
75. Increase in 2022 tax rate due to disaster.Subtract Line 74 from Line 73. $ 0 /$]oo
76. Adjusted 2022 taxable value.Enter the amount in Line 14 of the No-New-Revenue Tax Rate Worksheet. $ 6,440,709,380
77. Emergency revenue.Multiply Line 75 by Line 76 and divide by$100. $ 0
78. Adjusted 2023 taxable value.Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet. $ 7,005,168,835
79. Emergency revenue rate.Divide Line 77 by Line 78 and multiply by$100."9 $ 0 /$100
Tex.Tax Code§26.042(b)
Tex.Tax Code 426.042(11
u Tex Tax Code§26.042(c) 399
"Tex.Tax Code§26.042(b)
n.
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2023 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts ,,,,r,�, , , tni 507856NIL ::
p c 1 cw^ �,'rr .FrA r w' �V:y F"a a• a�w.r s, «w s w � n 'yr4 ry) s '.a are•
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80. 2023 voter-approval tax rate,adjusted for emergency revenue.Subtract Line 79 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 67
(taxing units with the unused increment rate). $0.685010 /5100
SECTION S:Total Tax Rate
Indicate the applicable total tax rates as calculated above.
No-new-revenue tax rate. $ 0.639708 moo
As applic able,(+Mei the 202.3 NNR ta late from Line 26,Line 2/(counties),or Line 56(adjusted for sales tax).
indicate the line number used: 26
Voter-approval tax rate 0.005010 /$1ne
As applicable,enter the 2023 voter-approval tax late from:Line 49,Line D49(disaster),Line SO(counties),Line 58(adjusted for sales tax),
line 6?(adjusted for pollution control),l ine 67(adjusted for unused increment),or Line 80(adjusted for emergency revenue).
Indicate the line number used.t7
De minlmis rate $ 0.000000 /$100
If applicable,enter the 2023 de minimis rate from Line 72
SECTION 9:Taxing Unit Representative Name and Signature
Enter the name of the person preparing the tax rate as authorized by the governing body of the taxing unit,By signing below,you certify that you are the designated officer or
employee of the taxing unit and have accurately calculated the lax 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 i - ordance with requirements in the Tax Code.59
print
here l...
•rinted Nam- • Taxing ll -presentativ
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here It.
.resentatr Date
5°Tex.The Code§§26.04(c-2)and(d-2) 400
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Times Record News
PART OF THE USA TODAY NETWORK
PROOF OF PUBLICATION
CITY OF WICHITA FALLS
PO BOX 1431
WICHITA FALLS,TX 76307
ATTN MARIE BALTHROP
STATE OF WISCONSIN,COUNTY OF BROWN:
On this AUGUST 25TH, 2023 AD, personally
appeared before me the undersigned authority for the
Times Publishing Company of Wichita Falls,
publishers of the Wichita Falls in Wichita County,
Texas, and of general circulation in said county,and
upon being duly sworn by me, on oath states that the
attached advertisement is a true and correct copy of
advertising published in day (1) issues hereof on the
following date:
AUGUST 25TH,2023
Subscribed and sworn to before me on August 25th,2023
Legal Clerk
(j { UMM
Notary Public,State of Wisconsin,County of Brown
My commission expires
MARIAH VERHAGEN
Notary Public
State of Wisconsin
Publication Cost:$1,627.60
Ad No:GCI1098128
Customer No:316837
PO#:PUBLIC NOTICE
NOTICE OF PUBLIC HEARING
ON TAX INCREASE
A tax rate of$0.680000 per$100 valuation has been proposed by the governing body of
City of Wichita Falls.
PROPOSED TAX RATE $0.680000 per$100
NO-NEW-REVENUE TAX RATE $0.639708 per$100
VOTER-APPROVAL TAX RATE $0.685010 per$100
The no-new-revenue tax rate is the tax rate for the 2023 tax year that will raise the same
amount of property tax revenue for City of Wichita Falls from the same properties in
both the 2022 tax year and the 2023 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 2023 tax year.
A PUBLIC HEARING ON THE PROPOSED TAX RATE WILL BE HELD ON
September 5,2023 AT 8:30 AM AT 1300 7th Street,Wichita Falls,Texas 76301.
The proposed tax rate is not greater than the voter-approval tax rate.As a result,City
of Wichita Falls is not required to hold an election at which voters may accept or reject
the proposed tax rate.However,you may express your support for or opposition to the
proposed tax rate by contacting the members of the Wichita Falls City Council of City of
Wichita Falls at their offices or by attending the public hearing mentioned above.
YOUR TAXES OWED UNDER ANY OF THE RATES MENTIONED ABOVE CAN
BE CALCULATED AS FOLLOWS:
Property tax amount=(tax rate)x(taxable value of your property)/100
FOR the proposal:
AGAINST the proposal:
PRESENT and not voting:
ABSENT:
Visit Texas.gov/PropertyTaxes to find a link to your local property tax database on which
you can easily access information regarding your property taxes,including information
about proposed tax rates and scheduled public hearings of each entity that taxes your
property.
The 86th Texas Legislature modified the manner in which the voter-approval tax rate is
calculated to limit the rate of growth of property taxes in the state.
The following table compares the taxes imposed on the average residence homestead
by City of Wichita Falls last year to the taxes proposed to be imposed on the average
residence homestead by City of Wichita Falls this year.
2022 2023 Change
Total tax rate(per $0.694321 $0.680000 decrease of-0.014321,or
$100 of value) -2.06%
Average homestead $146,241 $167,461 increase of 21,220,or
taxable value 14.51%
Tax on average $1,015.38 $1,138.73 increase of 123.35,or
homestead 12.15%
Total tax levy on all $44,981,635 $48,276,165 increase of 3,294,530,or
properties 7.32%
For assistance with tax calculations,please contact the tax assessor for City of Wichita
Falls at 940-766-8200 or,or visit https://wichitatax.com. for more information.
WI-GC1,099129.01
Times Record News
PART OF THE USA TODAY NETWORK
PROOF OF PUBLICATION
CITY OF WICHITA FALL S City of Wichita Falls
P 0 BOX 1431 Notice of Public Hearing
Notice is hereby given that
WICHITA FALLS, TX 76307 the City of Wichita Falls City
Council will conduct a public
hearing on the proposed Fis-
cal Year 2023-2024 Annual
Budget at a regular meeting
STATE OF WISCONSIN,COUNTY OF BROWN on August 15,2023,at 8:30
a.m. in the City Council
Chambers located at 1300 7th
On this August 4,2023 AD, personally appeared before me street,Wichita Falls,TX.
the undersigned authorityfor the Times PublishingThis budget y willtraxes
ste more
9 total property taxes than last
Company of Wichita Falls, publishers of the Wichita Falls in year's budget by$3,009,327
n-
Wichita County,Texas, and ofgeneral circulation in said which is a 6.of67 that percentm u
ty crease,and of amount
county,and upon being duly sworn by me,on oath states $491,902 is tax revenue to be
rathat the attached advertisement is a true and correct copy of added from taxew roll sy
added to the tax this
advertising published in day(1)issues hereof on the year.
followingissue dates: The public is encouraged to
attend the public hearing,
and will be given an opportu-
08/04/2023 nity to be heard on any item
contained in the proposed
budget. Wheelchair or handi-
capped accessibility to the
meeting is possible by using
Subscribed and sworn to ben August 4,2023 thehandicapped parking
spaces and ramp located off
the east parking lot on the 6th
Street entrance nearest the
Legal Clerk Council chambers. There are
additional handicapped park-
c4ttiel
ing spaces and ramp on 7th
Street at the main building
entrance. Interpreters or
any other special needs will
Notary Public,State of WI, County of Vwn questing a be provided d special service
with at least 24-hour notice.
^� Please call the CityClerk's
I Office at 761-7409 for
r assis-
tance.Wireless Listening Sys-
My commission expires I tern devices are available at
the City Manager's reception
area or you may call 761-7404
for inquiries.
A copy of the proposed budg-
et is available for viewing
during normal business hours
at the City Clerk's Office,
VICKY FELTY 13007th Street, Room 104,
and is also located on the
Notary Public City's website at
www.wichitafallstx.gov..,.
State of Wisconsin
Publication Cost: $314.14
Ad No: 0005787532
Customer No: 1237516
PO#: 0005787532
#of Affidavits 1
This is not an invoice