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Ready BUDGET BOOK

2023-2024

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city of tyler Fiscal Year 2023-2024 budget cover page

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The members of the governing body voted on the budget as follows: Don Warren, Mayor Stuart Hene, District 1 Broderick McGee, District 2 Shirley McKellar, District 3

Against:

None

Present and not voting:

None

Absent:

None

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James Wynne, District 4 Lloyd Nichols, District 5 Brad Curtis, District 6

�LW��RI�7�OHU� 2023-2024

2022-2023

Property Tax Rate:

$0.247920/100

$0.261850/100

No-New-Revenue Tax Rate

$0.239537/100

$0.244811/100

No-New-Revenue Maintenance & Operations Tax Rate:

$0.239537/100

$0.244811/100

Voter-Approval Tax Rate:

$0.247920/100

$0.261850/100

Debt Rate:

$0.000000/100

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The total amount of outstanding municipal debt obligations secured by property taxes is $0. Debt service requirements for FY 2024, including principal and interest, are $0 for obligations paid by property taxes; $121,040,002 for obligations paid by utility charges; $8,600,000 for obligations paid by Hotel Occupancy Taxes; and $380,000 for obligations paid by customer facility charges. Additional details for the City’s debt obligations, including future year’s payment requirements, are included later in the budget document.

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budget award

budget cover page

Property Tax Rate Comparison

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This budget will raise more revenue from property taxes than last year’s budget by an amount of $1,607,581, which is a 5.92 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 $537,173.

For:

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contents From Our Mayor

City Council

Tyler Profile

City Profile Local Economy

Major Revenue Sources

61-66

Position Summary – All Funds

67-69

General Fund

General Fund (101)

Revenues, Expenditures, and Changes in Fund Balance General Fund Revenues General Fund Expenditures

72 73-75 76

City Manager's Office

78-79

Finance Services

80-81

13-14

Legal Services

82-83

Largest Area Employers

Communications Services

84-85

Long-Term Financial Planning

Human Resources Services

86-87

Relevant Financial Policies

Police Department

88-93

16-17

Fire Department

94-96

Tyler Public Library

97-98

Parks and Recreation

Major Initiatives Awards and Acknowledgments

Manager's Message

From the City Manager

Executive Summary

Staffing, Compensation and Benefits

Strategic Tax Management

Funding for Outside Agencies

Debt Services Fund

General Projects Fund

Street Improvement Fund

Tourism and Convention Facilities Fund

Hotel/Motel Occupancy Tax Fund

General Capital Project Funds

114

Water Utilities Fund

Revenues, Expenditures, and Changes in Fund Balance (102)

116

Solid Waste Fund

Revenues, Expenditures, and Changes in Fund Balance (103)

117

Airport Fund

Fleet Maintenance Fund

Development Services Fund

118

Development Services Fund (202)

119

Major Budget Revenues and Expenditures Organizational Chart

Reader's Guide Budget Policy

24-25

26 28-33

Budget Calendars

Financial Guide

36-39

Investment Policy

40-51

Citywide Strategic Plan

52-57

Budget Summary – All Funds

Combined Statement of Revenues and Expenditures – All Funds

Parks Administration and Maintenance

99-100

Indoor Recreation

101

Outdoor Recreation

102

Median Maintenance/Arborist

103

Engineering Services

104-105

Street Services

106-107

Traffic Operations

108-109

Animal Services

110

Municipal Court

111-113

Revenues, Expenditures, and Changes in Fund Balance

119

Building/Development Services

120-122

Planning

123-125

Water Utilities Fund

126

Utilities Fund (502)

128

Revenues, Expenditures, and Changes in Working Capital

128

Revenue Detail

129

Utilities Fund (503)

130

Revenues, Expenditures, and Changes in Working Capital Storm Water Management (575) Revenues, Expenditures, and Changes in Working Capital

130 131 131

contents Water Utilities

132-133

Water Administration

133-134

Water Office

134-135

Water Distribution

135-136

Water Plant

137

Waste Collection

137

Wastewater Collection

138

Waste Treatment Lake Tyler

138-139 140

GIS

140-141

Purchasing

141-142

Consent Decree/Capacity, Management, Operations, and Maintenance

142

Fire Services

142

Storm Water

143

Solid Waste Fund

144

Solid Waste Fund (560)

146

Revenues, Expenditures, and Changes in Working Capital

146

Revenue Details

147

Solid Waste Capital Fund (562) Revenues, Expenditures, and Changes in Working Capital Solid Waste & Code Enforcement

149 149 150-155

Solid Waste Administration

151

Solid Waste Residential Collection

151

Solid Waste Commercial Collection

152

Solid Waste Code Enforcement Solid Waste Litter Control/Keep Tyler Beautiful

153-154 155

Airport Fund

156

Airport

158

Airport Operating Fund (524)

159

Revenue Detail

160

Customer Facility Charge

161

Hotel Tax Fund Hotel/Motel Occupancy Tax Fund (211)

162 164-165

Other Funds

167

Cemeteries Operating Fund (204)

168

Cemeteries Trust Fund (713)

169

Police Forfeiture Fund (205)

170-171

Park Improvement Fund (206)

171

Court Special Fee Fund (207)

172-174

Fiscal Year 2023-2024

172

Municipal Court Security

173

Partners for Youth

173

Court Efficiency Fund

174

Economic Development Fund (208)

175

TIF/TIRZ #4 (217)

176

TIF/TIRZ #3 (218)

176

Tourism and Convention Fund (219)

177-181

Airport Passenger Facility Fund (234)

182

Rainy Day Fund (235)

183

PEG Fee Fund (236)

184

Neighborhood Services

185

Home Ownership/Housing Fund (274)

186

Housing Assistance Payments Fund (276)

187-190

Community Development Grant Fund (294)

191-194

Home Grant Funds (295)

195-196

Metropolitan Planning Organization (MPO) Grant (285)

197-198

Tyler Transit

199-202

Productivity Improvement Fund (639)

203-205

Vehicle Equipment Services

206-207

Fleet Maintenance and Replacement (640)

208-210

Risk Fund (650)

211-212

Employee Benefits Fund (661)

213-214

Retiree Benefits Fund (761)

215-216

Property and Facilities Management Fund (663)

217-220

Information Technology (671)

221-223

Combined Debt Services

224

Customer Facility Charge Revenue Bonds Series 2013

227

HOT Debt Service Fund (302)

228

Hotel Occupancy Tax Revenue Bond Series 2021

229

Utilities Debt Service Fund (504)

230

Revenues, Expenditures, and Changes in Working Capital Utilities Debt Reserve Fund (505)

230 231

Revenues, Expenditures, and Changes in Working Capital

231

Water and Sewer Revenue Debt Retirement Data

232

Water and Sewer Revenue Bonds

233

Water and Sewer Revenue Refunding Bonds

233

Water and Sewer Revenue Bonds

234-239

Adopting Documents

240

Glossary

246

city council

dear neighbors & friends

from our mayor

Our forward-thinking efforts are encapsulated in our grand plan: “Tyler 1st,” where we steadfastly focus on creating a legacy for our future generations by prioritizing capital programs and activities. One significant milestone on this journey was the opening of the W.T. Brookshire Convention Center in the first quarter of 2023: the culmination of decades of dedication by numerous mayors, council members, and staff.

We understand the importance of enhancing our public spaces, making them a haven for both residents and visitors. We’ve revitalized the softball fields at Lindsey Park, rejuvenated Pollard Park, and upgraded Winters Park. These transformations are now made possible through dedicated funds from landfill fees, ensuring ongoing maintenance and improvements.

mayor

Don Warren

Additionally, we’re committed to completely renovating neighborhood parks, such as Noble E. Young and P.T. Cole, through collaborative efforts between various city departments. As our community experiences remarkable growth, we also face challenges with traffic. In 2021, we introduced the Advanced Traffic Management System: a more reliable and safer traffic signal system that benefits Tyler’s residents. This year, we’ve replaced 14 of the 149 existing traffic signal cabinets, including battery backups, thus replacing outdated equipment. Furthermore, we’re implementing remote retiming for 19 traffic signals, reducing fieldwork, and enhancing response times. While we embrace transformation, we remain deeply committed to preserving our rich history

embodied by our historic brick streets, which are an integral part of our character and heritage. In 2022, we initiated a comprehensive brick street repair program, and have rebuilt FPO streets for the benefit of future generations. The future of Tyler is brighter than ever, with a nod to our cherished history. The Tyler of tomorrow will enhance the beauty we see today. These changes are a deliberate reflection of our unique identity and the indomitable spirit of Tyler. What will always endure is the feeling of belonging and being at home. I am honored to be your neighbor and proud to serve as your Mayor on this remarkable journey toward a “Future Ready” Tyler.

Don Warren Mayor | City of Tyler, Texas

Left to Right: James Wynne, District 4; Broderick McGee, District 2; Stuart Hene, District 1; Mayor Don Warren; Shirley McKellar, District 3; Brad Curtis, District 6; Lloyd Nichols, District 5.

DISTRICT 3 NORTHWEST DISTRICT 2 WEST District 2 is located on the west side of Old Jacksonville Highway between Districts 1 and 3, and includes the annexed Tyler Pounds Regional Airport. It is home to Tyler’s burgeoning tech sector and our vibrant downtown entertainment district.

District 3 is located on the northwestern bounds of the city limits. Rich in history, it is home to the Texas College campus: the oldest institution of higher education in Tyler.

DISTRICT 4 NORTHEAST District 4 is located on the northeastern side of Tyler between McDonald Road and East Gentry Parkway. It is home to Tyler’s historic Azalea District, Bergfeld Park and Amphitheater, Brick Street Village, and the newly renovated Hillside Park.

DISTRICT 5 EAST

DISTRICT 1 CENTRAL District 1 is located between Old Jacksonville Highway and South Broadway Avenue in the southern part of the city. It is home to several miles of hiking and biking trails, including those at Faulkner Park and the newly developed Legacy Trails trailhead.

District 5 is located south of McDonald Road and east of Paluxy Drive. It houses both The University of Texas at Tyler and Tyler Junior College, which bring more than 10,000 students to Tyler annually.

DISTRICT 6 SOUTH District 6 is located between Paluxy Drive and South Broadway Avenue. It is home to the Village at Cumberland Park, Tyler’s newest restaurant and retail destination. It houses the popular Southside Park and Rose Rudman Recreational Trail, one of the most utilized trails in Tyler.

city council

I am filled with pride for our City’s progress and the exciting journey we’re on to become “Future Ready.” We’re investing in a brighter tomorrow, enhancing our services and infrastructure to elevate our quality of life for generations to come. Together, we are reshaping Tyler into a nationally renowned community with a thriving business landscape, top-tier healthcare, exceptional educational institutions, and picturesque public spaces and neighborhoods.

city profile

he City of Tyler, Texas (the county seat of Smith County), is considered the advanced manufacturing, healthcare, educational, and retail center of East Texas. Tyler is located on U.S. Highway 69 just south of Interstate 20 equal distance (approximately 90 miles) between the cities of Dallas, Texas, and Shreveport, Louisiana. The City, encompassing approximately 53 square miles, had a 2020 census population of 105,995, which is a 9.38% increase from the 2010 census population of 96,900. Currently, the City’s population is estimated to be 105,995. The City is commonly referred to as the “City of Roses.”

tyler profile

The City, incorporated in 1850, is a home rule city operating under the Council-Manager form of government. The City Charter was adopted on February 9, 1937. The home rule corporation status is granted under the Constitution and Laws of the State of Texas. The City Council is comprised of the Mayor and six Council members who function as the policy-making body of the City’s government, determining the overall goals, objectives and direction for City services, and adopting the annual operating budgets for all City departments. The City Manager is appointed by the City Council, and is responsible for the daily management and implementation of policy of the City, including appointing the various key leaders and department heads. The Mayor and Council members serve two-year terms, with general Council elections occurring each year based on district. The mayor is elected at large; the remaining Council members are elected by district.

The City is a full-service municipality. Major services provided under general government and enterprise functions are police and fire protection, water and sewer services, sanitation services, parks and recreational facilities, library services, street improvements, capital projects administration, municipal court, animal services, code enforcement, development and planning services, and general administrative services. The City also offers an airport and a convention center. Internal services of the City (accounted for on a cost reimbursement basis) are the fleet services operations, technology services, property and facility management services, productivity pool, risk management services, and the active and retired employee health and dental coverage. The Basic Financial Statements of the City include all government activities, organizations and functions for which the City is financially

accountable, including blended component units as defined by the Governmental Accounting Standards Board (GASB). The City Charter provides that the City Council shall adopt by ordinance an annual budget prepared by the City Manager. This budget is presented to the City Council, and opportunities are provided for public comment during a series of public hearings before adoption. Budgetary control has been established at the individual fund level. The City Manager is authorized to transfer budgeted amounts between line items and departments within any fund. However, any revisions that alter the total revenues or expenditures of any fund must be approved by the City Council. Although the budget is adopted at a fund level, continued line item review and forecasting is done on a monthly and quarterly basis throughout the fiscal year to ensure compliance with the budget and completion of projects.

Four institutions of higher education are located in Tyler. They are The University of Texas at Tyler,

University of Texas at Tyler Health Science Center, Texas College, and Tyler Junior College. Primary and secondary education is provided by several public school districts, three charter schools, and 10 private/parochial schools in the Tyler area. Tyler is also the medical center of East Texas with three hospitals and numerous other supporting clinics, practices and specialty hospitals. Additionally, Tyler has many tourist attractions. The Texas Rose Festival includes the crowning of the Rose Queen, attracting a large number of visitors each year. The Azalea Trails in the spring attract additional tourism. Each September, Tyler hosts the East Texas State Fair for one week providing midway, craft and 4-H activities. Tyler State Park is located just north of Tyler and provides nature trails and camping in a scenic setting. Lake Tyler and Lake Tyler East, located 12 miles southeast of the City, are popular recreational and fishing sites. The City actively works with the Tyler Economic Development Corporation and local industries to encourage expansions and relocations to our community. Two TIF/TIRZ zones were created in 2008, one in the downtown area and another in North Tyler in coordination with revitalization efforts. In fiscal year 2016, the downtown TIF/TIRZ was dissolved due to value falling below the initial baseline. This was due to governmental agencies’ purchasing of properties and housing units receiving favorable tax exemptions.

local economy In October 2016, the city began the process for creating the new downtown TIRZ. In February 2018, the interlocal agreements were approved by City Council creating Zone 4. Land is available for development; the area has an abundant water supply and typically mild weather. The Tyler area cost of living index has consistently been 90% to 96% of the national average for the past five years. Economic incentives and historic preservation incentives are available to facilitate business expansions or relocations. Because of its location in a region with a varied economic base, unemployment is relatively stable. In the last five years while trending with the State of Texas, it has remained consistently below the national average. During the past 10 years, the unemployment rate has ranged from a low of 3.2 percent (2019) to a previous decade high of 7.8 percent (2012), only to end at the current rate of 4.2 percent. This figure indicates a increase of 0.7 % under the prior year while remaining in line with the State and National trends. The total workforce for the Tyler region has increased from 48,106 in 2010 to 50,674 in 2019.

tyler profile

city profile

he information presented in the budget document is perhaps best understood when it is considered from the broader perspective of the specific environment within which the City operates. The chief industries in and around Tyler include healthcare and research; education; grocery distribution; retail and retail distribution; air conditioning unit manufacturing; cable, internet and phone services; government services; engineering services; banking services; meat packing and processing; cast-iron pipes and fitting manufacturing; oil and gas refining; ready-mix concrete production; tourism; and growing and shipping rose bushes. This diversification is evident in the fact that no single taxpayer represents more than 2.35% of assessed valuation in the City.

workforce breakdown

Largest Area Employers

S M I T H C O U N T Y/ T Y L E R M S A

LOCAL GOVERNMENT STATE GOVERNMENT

4% FEDERAL

NATURAL RESOURCES, CONSTRUCTION AND MINING

6% MANUFACTURING

GOVERNMENT

PRODUCTS/SERVICE

EMPLOYEES

CHRISTUS Trinity Mother Frances*

Medical Care

3,850

UT Health East Texas*

Medical Care

3,550

Tyler Independent School District

Education

2,550

Sanderson Farms

USDA Meat Processing

1,850

Walmart

Retail

1,500

Trane Technologies

Air Conditioners

1,450

UT Tyler Health Science Center

Education

1,450

Brookshire Grocery Company

Grocery Distribution

1,450

The University of Texas at Tyler

Education

1,200

Altice USA

Cable, Internet, Phone

1,150

WHOLESALE TRADE

EMPLOYER

OTHER SERVICES

RETAIL TRADE

13%

LEISURE AND HOSPITALITY

1,000 1,000

John Soules Foods

USDA Meat Processing

900

Smith County

Government

850

Source: Tyler Economic Development

TRANSPORTATION AND WAREHOUSING

EDUCATION AND HEALTH SERVICES

22%

FINANCIAL ACTIVITIES PROFESSIONAL AND BUSINESS SERVICES

Population growth in the last five years has outpaced previous periods. The population grew 10 percent from 1990 to the year 2000. From the year 2000 to 2010, the population grew 16 percent. From 2010 to the current year, the growth has been an astounding 6 percent. Market and economic analysts estimate that as many as 270,000 people come to Tyler each day to work, attend school, seek medical services, or shop. Loop 49 Toll Project is complete from State Highway 110 to I-20 to the west of Tyler. Loop 49 Toll will create a horseshoe loop around Tyler, connecting the City’s southern regions to I-20. The loop allows for increased traffic from I-20 into the City of Tyler for shopping and economic development purposes.

10% 4%

Along with the Loop 49 project, the North East Texas Regional Mobility Authority was authorized in 2004 to construct, operate and maintain turnpike projects in the state, which includes the Tyler area. Including various other means of interstate access, the Tyler Pounds Regional Airport allows for secure and efficient air travel in and out of the region. Total flight enplanements have declined due to COVID-19 from 72,509 in 2011 to a current level of 40,707 in 2022. Tyler is the first Certified Retirement City in Texas. Tyler meets high standards for retiree living, such as low cost of living, low crime rate, quality healthcare, abundant recreation and educational opportunities. Tyler is 16th in the nation for cost of living in Retirement Places Rated: Special Millennium Edition.

Long-term Financial Planning

ithin the policy guidelines set by the Council for budgetary and planning purposes, the City of Tyler maintains an unassigned fund balance greater than 15 percent of total General Fund expenditures less transfers. In addition to the Capital Projects Fund, the City takes advantage of half-cent sales tax (4B) dollars to pay for capital projects related to street improvements, drainage projects, park improvements and other projects as approved by the corporation board and the City Council. By paying cash for infrastructure projects, the City has attained its goal of eliminating general obligation debt as of February 2008. The City has continued to maintain the lowest property tax rate for mid-to large-sized cities

in Texas in an effort to balance citizen desire for lower property tax rates and the City’s need to match operating costs associated with future planning initiatives. Sales tax has played a large role in allowing the City to obtain this objective with a 10-year average increase of 4.96 percent. However, such a large dependence has caused budgeting constraints, and all other sources of revenues will need to be reviewed in order to stabilize the City’s revenue stream in the future. By maintaining an adequate reserve and monitoring future economic conditions, the City plans to continue to provide for future citizen needs in a streamlined and cost- effective manner.

Relevant Financial Policies

ultiyear forecasting is used as a part of the revenue and expenditure budgeting process in order to realize all potential budgetary gains during restricted budgetary cycles. An OPEB trust was created in fiscal year 2009 to separate and invest the dollars related to retiree benefits in order to realize a greater rate of return while maintaining fiduciary responsibility and security of principal.

tyler profile

5% INFORMATION 1%

tyler profile

Education Retail Distribution

*Headquarters located in Tyler.

10%

Tyler Junior College Target Distribution Center

Tyler 1st Tyler’s rapid growth and potential for change make this the critical moment for a new comprehensive plan to guide and shape future development. The comprehensive plan, entitled Tyler 1st, was adopted in late 2007 and sets out a strategic framework for making decisions about the long-term physical development of Tyler. It defines a vision for the future linked to overall goals and policies, and it contains strategies and action items for achieving those goals. During the planning process, residents and others with a stake in Tyler’s future had the opportunity to articulate and review community values and goals through public discussion, create a vision for the kind of place they want Tyler to be for their children and grandchildren, and identify the key areas where the city must act — both to preserve enduring character and to shape change so that their vision for Tyler’s future can be achieved. Tyler 1st provides policy and strategic guidance on the physical development and redevelopment of the City; guides the City to actively seek positive change and deflect negative change, rather than simply react to change; provides predictability for developers, businesses and residents; helps the City save money because it plans for orderly investment in services, facilities and infrastructure; and helps Tyler preserve the sense of place and identity that make it unique.

Upgraded Bond Rating

tyler profile

The City of Tyler received an upgrade to AAA for general obligation indebtedness by Standard and Poor’s during 2009. This rating increase was due in part to the current pay as you go environment and elimination of general obligation bond debt. Additional planning initiatives that the City began during 2009 include a Lean Sigma program for standardizing and reducing costs, as well as continued multiyear planning (which includes replacement funding for fleet acquisitions, HVAC replacement and roof replacements). This rating was reaffirmed in 2014.

Industry Growth Initiative In May 2010, an unprecedented joint meeting was held between the Tyler City Council and several community boards. The Tyler Industry Growth Initiative (IGI) was formally adopted as a shared vision for Tyler’s strategic economic growth in the next 20 years. Boards represented include the Tyler City Council, Smith County Commissioners Court, Tyler Independent School District Board of Trustees, Tyler Junior College Board of Trustees, the Tyler Metro Chamber of Commerce and the Tyler Area Chamber of Commerce. Also represented at the meeting were members of the Leadership Roundtable, including The University of Texas at Tyler, UT Tyler Health Science Center, Texas College, East

In early 2009, Mayor Barbara Bass and Senator Kevin Eltife brought together a group of community leaders to discuss shared issues facing the city and region. The first item addressed by the Leadership Roundtable was the need to market Tyler and to determine the industries that made the most sense for Tyler to pursue given its unique characteristics. Consequently, the Leadership Roundtable began the development of the Industry Growth Initiative in mid-2009. The report recommends 10 primary building blocks that Tyler should develop to foster an Innovation Economy and take the Tyler region into the next 20 years of economic prosperity and growth. The 84-page report, which was commissioned and funded by members of the Leadership Roundtable, contains strategic tactics focused on achieving an Innovation Economy that brings higher paying jobs, economic growth, job creation and a higher standard of living. The plan calls for the launch of a public-private partnership that evolves from the Leadership Roundtable that will oversee the implementation of the strategies. Building blocks toward the Innovation Economy include strategies focused on Higher Education, Healthcare and Bio-Med, Tourism, Arts and Entertainment, 21st Century Energy, Retiree, Infrastructure, Graduate Education, and 21st Century Transportation. The draft plan was completed in December 2009 and vetted with community stakeholders. The plan was amended based upon that feedback adopted in May 2010 by boards representing the entire community.

Veteran and Military Growth Initiative Tyler has a long history of strong support for our nation’s veterans. In 2011 to continue to grow this tradition and to serve as a model to other communities, the City appointed a Mayor’s Veterans’ Roundtable. The intent of the Roundtable was to develop and implement a Community Blueprint for supporting and enhancing veterans’ services in our community, as well as positively impacting the local economy. The Roundtable focuses on employment, education, housing, medical care and mental health. There is universal support for our warriors and families, and nonprofit services have grown and improved in Tyler and in communities across America. Still, there remain significant gaps that can only be filled by more focused planning and coordination. The Blueprint created by the Veterans’ Roundtable works to address these gaps in a way that is specific to the Tyler community. The goal is to provide a forum to learn and share best practices and to bring key stakeholders together to collaborate in assisting those who have served our country. One of the outcomes of the Veterans’ Roundtable is the Veteran and Military Growth Initiative (VMGI). The VMGI outlines more than 40 strategies and tactics for veteran-focused community growth, making a strong case for how implementation will bring fresh dollars into Tyler/Smith County and cement Tyler’s reputation as the “capital of East Texas.” Most importantly, it is to demonstrate our never-ending support of our veterans and our respect for the sacrifices they have made to serve this country. We are proclaiming Tyler a Purple Heart City and honoring those who have been so brave in defending our freedoms.

Smith County Judge Nathaniel Moran and Former Tyler Mayor Martin Heines proposed a task force that would meet quarterly to discuss ways that the county and city can work together to save money. That would mean looking critically at places where both governments are providing services to the same people. The county and city would each appoint three people to the task force. The members include the Mayor, the City Manager, and the Chief Financial Officer for the City. The Smith County Judge, the County Auditor, and the County Administrator will represent the county.

awards and acknowledgments The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to the City for its comprehensive annual financial report for the fiscal year ended September 30, 2021. This is the thirty-sixth consecutive year that the government has received this prestigious award. In order to be awarded a Certificate of Achievement, a governmental unit must publish an easily readable and efficiently organized comprehensive annual financial report whose contents conform to program standards. Such reports must satisfy both generally accepted accounting principles and applicable legal requirements. A Certificate of Achievement is valid for a period of one year only. In addition, the City has received the Government Treasurers’ Organization of Texas (GTOT) Investment Policy Certificate of Distinction for the annually adopted investment policy of the City for six consecutive periods. The award is valid for a two-year period. In order to qualify for the award, the City must demonstrate compliance with the State investment act and fiscal responsibility of their investments. For 17 years in a row, the City of Tyler has been presented with the Distinguished Budget Presentation Award from the Government Finance Officers Association of the United States and Canada. This award assures that state and local governments prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices on budgeting.

tyler profile

MAJOR INITIATIVES

Joint Financial Task Force

Texas Medical Center Regional Healthcare System, the Tyler Economic Development Council, Trinity Mother Frances Hospitals and Clinics, and others.

manager’s message

city manager dear honorable mayor, city council members and residents of tyler “Future ready” is the theme for this year, focusing on preparation for the challenges ahead and maintaining services as the community grows. To that end, this budget upholds responsible government spending, while focusing on our residents’ needs for smooth roadways, better traffic flow, improved drainage systems, upgraded water and sewer systems, and state-of-the-art tourism facilities and the people who get these jobs done. For the second year in a row, we have lowered our property tax rate due to the increase in revenue from the growth in property appraisals. We’ve used this approximately $1.3 million revenue increase to shore up our vital public safety services: police and fire, which make up the bulk of our General Fund spending. We continue to take proactive steps to ensure fairness and equity in our water rate structure. By aligning our rates with water conservation principles, we’ve introduced a phased system that will

accurately capture the true cost of providing water services to residents without subsidy. The resulting annual adjustments represent our commitment to responsible resource management and sustainability now and for the future. Finally, Tyler will continue its two-cent commitment of the tax rate to the street fund, equivalent to $2 million. The street fund will be allocated to seal coat 20 miles of streets, including the maintenance and preservation of Tyler’s historic brick streets. The City has also budgeted $12.9 million from the half-cent fund for

street reconstruction projects and Phase Four of the Traffic Signalization Modernization Project. By investing in our workforce, enhancing operational efficiency through new technologies and equipping our public servants with the resources they need to work efficiently, we continue to be “Called to SERVE our community.”

Edward Broussard City Manager City of Tyler, Texas

executive summary Staffing, Compensation and Benefits In fiscal year 2023-2024 budget, the City added a Parks Tourism Manager, a part-time Goodman employee, an MPO analyst position, a water distribution crew leader, and a wastewater collection superintendent. We have converted a waste treatment position to Water Utilities electrician and converted two part-time custodian positions in Visitor Facilities to two full-time venue attendant positions.

Compensation The City of Tyler continues to maintain its tradition of retaining long-tenured employees. We attribute the success of recruiting and retaining our highly skilled workforce to a proactive work environment with an emphasis on training, including programs such as City University, Leadership Academy, and our outstanding compensation and benefits package. The City continues to focus on preserving our greatest resource, our employees, by providing them with the tools they need to perform the job our citizens expect. Funding is included in the FY 2023-2024 Annual Operating Budget for: • An increase in base pay of 3 percent for all civil service employees; • An increase in base pay of 3 percent for all non-civil service employees based on merit;

executive team

• Market Study Implementation at 100% for all civil service; • Market Study Implementation to bring all non-civil-service employees to within 15%; and

Benefits The City of Tyler has successfully funded the employees’ health insurance for many years with small or no programmed increases in health insurance premiums. In the 2023 Plan year, there was no premium increase for employees. However, the City did increase employer contributions to absorb health plan premium and other associated cost increases. The City will continue to offer a triple-option health plan, giving employees the opportunity to choose a flex spending account (FSA) for participants in the Rose or Azalea plans and a health savings account (HSA) for participants in the Blue Bonnet plan (i.e., the high deductible health plan option). It is the City of Tyler’s desire to provide the best benefits to the employees, while balancing the cost and minimizing the financial impact on the City, citizens and employees. The City will continue its efforts to balance health plan costs through diligent collaboration with its retained health benefits consultants to implement strategic cost containment and savings measure.

Strategic Tax Management STEPHANIE FRANKLIN

DEPUTY CITY MANAGER

HEATHER NICK ASSISTANT CITY MANAGER

DAVID COBLE FIRE CHIEF

JIMMY TOLER POLICE CHIEF

KEIDRIC TRIMBLE CHIEF FINANCIAL OFFICE R

DEBORAH PULLUM CITY ATTORNEY

The FY 2022-2023 total property tax rate as adopted was $$0.261850 per $100 valuation. The property rate adopted for FY 2023-2024 will be decreased to $0.247920 per $100 valuation. The property tax rate proposed for FY 2023-2024 maintenance and operations (M&O) is a rate of $0.247920 per $100 of assessed property tax value.

Total Taxable Value

BENNY YAZDANPANAHI CHIEF INFORMATION OFFICER

REGINA MOSS DIRECTOR OF ORGANIZATIONAL DEVELOPMENT

JULIE GOODGAME DIRECTOR OF MARKETING AND COMMUNICATION

LEROY SPARROW DIRECTOR OF SOLID WASTE, TRANSIT AND VES

LEANNE ROBINETTE

DIRECTOR OF PARKS AND RECREATION

KATE DIETZ DIRECTOR OF UTILITIES

FY 2022-2023

FY 2023-2024

10,948,828,831

12,191,671,766

Total Tax Rate

0.261850

0.247920

Total Tax Levy

27,164,224

28,771,805

Estimated Collection

99.50%

Total Budget

27,028,403

28,627,946

manager’s message

• Sick Leave Buy-Back Program.

cont.

Outside Agencies The City has funding agreements with certain agencies that perform duties that would cost the City considerably more if the City had to fund these operations. The payments made to these agencies are listed below.

Funding for other outside agencies The fiscal year 2023-2024 General Fund operating budget includes funding for the outside agencies listed: Innovation Pipeline East Texas Council of Governments Center for Healthy Living Northeast Texas Public Health District Total Expenditures

FY 2022-2023

FY 2023-2024

80,000

14,535

66,500

200,000

361,035

281,035

Debt Services Fund The FY 2023-2024 General Fund Operating Budget is supported by a total tax rate of $0.247920, of which $0.000 is applied to fund General Obligation debt. The City of Tyler is pleased to report that it has no General Obligation Debt, and the Debt Services Rate is $0.0000 per $100 value.

manager’s message

General Projects Fund

The City’s General Projects Fund serves as a supplemental resource to pay for one-time capital-related expenditures on a pay-as-you-go basis. This fund was established from the General Fund annual operating surplus over and above the 15 percent reserve. It enables the purchase of a number of infrastructure improvements and one-time capital expenditures that could not be funded otherwise.

Tourism and Convention Facilities Fund The FY 2023-2024 Tourism and Convention Facilities Fund Operating Budget includes projected revenues of $1,023,900; interfund transfersin of $2,900,000; expenditures of $3,973.031; and interfund transfers out of $20,000. The fund projects an ending fund balance of $73,418.

Hotel/Motel Occupancy Tax Fund The FY 2023-2024 Hotel/Motel Occupancy Tax Fund Operating Budget projects revenues of $5,185,167 including transfers, expenditures and transfers of $4,198,700; and an ending fund balance of $5,927,500. Projected FY 2023-2024 Hotel-Motel tax revenue will support the promotion of conventions, Main Street, visitors and tourism activity in Tyler through funding operating costs of the Rose Garden Center, Liberty Hall, and W.T. Brookshire Conference Center, as well as providing appropriations for the following agencies: 2022-2023

2023-2024

Texas Rose Festival

10,000

15,000

Discovery Place

32,400

Symphony

50,000

Museum of Art

35,000

Historical Museum

13,500

Visitors and Convention Bureau

691,500

754,500

Tyler Civic Theatre

McClendon House

4,500

Historic Aviation Museum

13,500

Sport Tyler Award

25,000

Total Expenditures

875,400

943,400

An additional two percent (2%) Hotel-Motel tax was approved by the State Legislature and passed by Ordinance on July 13, 2011, to be used for the construction/expansion of visitor facilities. Hotels began collecting these funds as of September 1, 2011, due on October 20, 2011. During FY 2020-2021, planning began on a new convention center facility for the City. The additional 2% Hotel Occupancy Tax aids in funding these costs. Expenditures for FY 2021-2022 are mainly for convention center construction. The W.T. Brookshire Conference Center opened in April 2023.

Water Utilities Fund The FY 2023-2024 Water Utilities Operating Budget projects revenues of $55,715,475, expenditures of $56,830,205 including capital transfers and an ending working capital of $18,013,994.

Solid Waste Fund The FY 2023-2024 Solid Waste Operating Budget projects revenues of $18,6740,422; expenditures of $18,594,218 for residential and commercial Solid Waste collection services and operations, litter control, code enforcement, and including transfers of $1,275,653; and an ending working capital of $2,731,300.

Street Improvement Fund

Airport Fund

The City’s Street Improvement Fund was created for fiscal year 2017-2018 to ensure that the seal coat program can continue. Tyler City Council pledged to use one-cent tax increase to help provide dollars for this fund. This pledge was done in a form of a City ordinance. During fiscal year 2019-2020, the City Council approved a one-cent increase to the pledge amount making the total amount pledged two cents. The pledged amounts will generate $2,045,688 in fiscal year 2023-2024. It is the plan to grow this fund in the future through additional tax increases.

The FY 2023-2024 Airport Fund Annual Operating Budget projects revenues of $2,049,655 (including transfers in), expenditures of $2,002,967 including transfers out, and an ending working capital of $1,092,388. During FY 2018-2019, the airport reopened runway 4/22 for use. The upgraded runway allows for bigger planes to service the Northeast Texas Region. Future projects include an instrument landing system and a parallel taxiway for runway 4/22. The projects are funded by FAA Grants, with 90% of the funding provided by the FAA and 10% provided by the City’s half-cent sales tax fund.

Fleet Maintenance Fund The FY 2023-2024 Fleet Maintenance Services Annual Operating and Replacement Budget projects revenues of $17,358,724; expenditures of $17,667,095 including transfers; and an ending working capital of $2,154,972.

manager’s message

executive summary

The fiscal year 2023-2024 revenues, expenditures and changes in working capital for the major operating funds: FUND

OPENING BALANCE

REVENUES

EXPENDITURES

TRANSFERS IN / (TRANSFERS OUT)

CLOSING BALANCE

101 General

16,735,624

92,782,193

88,791,595

(3,986,493)

16,739,729

Fire Chief

Strategic Planning Priorities: Public Safety and Emergency Management Areas of Responsibility: • Fire

• Cemeteries

• Emergency Medical Services Liaison

Strategic Planning Priorities: Public Safety and Emergency Management

• Keep Tyler Beautiful

• Catalyst 100 Executive Committee

Areas of Responsibility: • Police

• Emergency Management

• Centralized Dispatch

Heather Nick

• 911 Liaison

Assistant City Manager

• Code Enforcement

Strategic Planning Priorities: Development and Growth

• Animal Services

2,568,179

2,522,673

211 Hotel Occupancy Tax

1,068,499

5,185,167

2,408,900

(3,518,600)

326,166

502 Utilities Operations

19,128,724

55,715,475

43,718,484

(13,111,720)

18,013,995

524 Airport

1,045,700

1,977,655

1,915,967

(15,000)

1,092,388

Areas of Responsibility: • Planning and Development Services

2,731,300

• Metropolitan Planning Organization

17,318,565

(1,275,653)

• Geographic Information Systems

organizational chart

manager’s message

boards & commissions

• Historic Preservation • Tyler 1st Comprehensive Plan • Permit Center • Economic Development (TIRZ Liaison)

city council

• Engineering

COMMITTEES, ROUNDTABLES & TASK FORCES

Stephanie Franklin

Deputy City Manager Strategic Planning Priorities: Quality of Life and Places Areas of Responsibility: • Organizational Strategic Planning

city manager

• Visitor & Convention Facilities

city clerk

• Library

municipal judges city attorney

• Main Street • Liberty Hall • Cultural Affairs Board • Building Inspections • Facility Services

executive team

• Parks and Recreation • Tourism Facilities

2,877,417

18,640,422

Director of Parks & Recreation

Police Chief

2,213,435

2,685,096

• Innovations Pipeline Liaison

Leanne Robinette

Jimmy Toler

202 Development Services

560 Solid Waste

Areas of Responsibility: (cont.) • Visit Tyler

• Homeless Roundtable Liaison • Human Needs Network Liaison

Keidric Trimble

Chief Financial Officer Strategic Planning Priorities: Fiscal, Tech and Human Resources Areas of Responsibility: • Finance • Budget • Purchasing

Regina Moss

Director of Organizational Development • Human Resources • Volunteer Services • City University • Lean Six Sigma

Julie Goodgame

Director of Marketing & Communication • Marketing • Internal/External Communication • Legislative Affairs • Liberty Hall • Film Friendly Program

Kate Dietz Director of Utilities

• Municipal Court

• Water Production

• Internal Audit Services

• Wastewater Treatment

• Utility Billing

• Water Service Center • Utilities Engineering

Leroy Sparrow Director of Solid Waste, Transit and VES • Solid Waste • Transit • Vehicle Services

Benny Yazdanpanahi Chief Information Officer

• Information Technology

manager’s message

MAJOR Budget Revenues and Expenditures

David Coble

reader’s guide

BUDGET ADOPTION

The City’s fiscal year is from October 1 through September 30. The City Charter requires public hearings and adoption of the budget by fund to be completed by the final City Council meeting in September. The City Council adopts the budget by ordinance in accordance with state statutes and the City Charter. Estimated expenditures of any fund may not exceed proposed revenue plus prior year unencumbered balances. During a budget cycle, any unused appropriations may be transferred to any item required for the same general purpose within the same department and/or fund with City Manager approval. Any transfer of budget amounts between funds or base increases in appropriations must be approved by the City Council. Appropriations lapse at fiscal year-end, unless lawfully reappropriated in ensuing adopted budgets. Budgets of the governmental fund type are prepared on a modified accrual basis of accounting. The budgeted estimates are expected to be collected and expended in the same fiscal budget year. The financial records are maintained on the modified accrual basis. Obligations in these funds are recorded as expenditures, and revenues are recognized only when they are actually received. Budgets of the enterprise fund types are also prepared on a modified accrual basis, but financial records are maintained on the accrual basis of accounting. Not only are expenses recognized when a commitment is made, but revenues are also recognized when they are obligated to the City. Developed on a program basis, the budget depicts all services provided by the City and resources allocated for the provision of these services. Program priorities for the organization are developed by City Council, City staff and citizen input; and are used as major guidelines in the development of funding recommendations.

Budget Amendments Under emergency conditions which may arise and which could not reasonably have

been foreseen in the normal process of planning the budget, the City Council may (by a majority vote of the full membership) amend or change the budget to provide for any additional expense in which the general welfare of the citizenry is involved. These amendments shall be by ordinance. Any budget amendment must adhere to the balanced budget requirement, and cannot change the property tax levy or in any manner alter a taxpayer’s liability. The City of Tyler budget is a program-based budget that is adopted by fund. Ordinances approved by City Council are required to increase or decrease appropriations in any fund. Although adopted by fund, budgets are prepared by line item, and the City Manager approves budget adjustments within a fund between line items.

Basis of Presentation The accounts of the City of Tyler are organized and operated on the basis of funds or account groups. Each is considered to be a separate accounting entity with its own separate set of self-balancing accounts consisting of assets, liabilities, fund balances, net assets, revenues, and expenditures or expenses. In accordance with Generally Accepted Accounting Principles (GAAP), the City’s funds can be classified into one of three broad classifications of funds and categorized into one of seven fund types as follows.

Governmental Funds Governmental funds are primarily used to account for tax-supported, externally mandated fee and grant activities. The measurement focus is toward determination of financial position and changes in financial position, rather than upon net income determination. These funds operate under the modified accrual basis of accounting. They recognize revenue as income only when it becomes measurable and available. The City recognizes expenditures when a liability has been incurred except for some long-term

liabilities, such as debt service, compensated absences, claims, and judgments that are recognized when payment is due. The City utilizes the following governmental fund types:

General – the City operates one general fund as the Chief Operating Fund for the City. It is used to account for all financial resources of the City that are not legally required to be accounted for in another fund. The City utilizes Internal Service Funds to account for some benefit, maintenance and equipment purchase requirements associated with the General Fund. Debt Service – this fund is used to accumulate resources to meet the current and future principal and interest payments on the City’s general long-term debt. The City paid off all tax-supported debt in fiscal year 2007-2008. Capital Projects – the City operates three capital projects funds. The major fund associated with capital projects is the One Half Cent Sales Tax Corporation, which is used for infrastructure improvements in an effort to eliminate tax-supported debt. This fund is not included in this document, and has no formally adopted budget by the City Council. It is included in the annual financial audit. The second capital projects fund is the General Capital Projects Fund. This fund is used as a supplemental resource to pay for one-time related capital expenditures from the General Fund. The third capital projects fund is the Street Improvement Fund. In FY 2017-2018, the Mayor and City Council created this fund to continue to fund street-improvement projects to upgrade and then maintain the City’s streets to an acceptable level. Permanent Funds – the City operates two permanent funds for the perpetual care and maintenance of the City’s cemeteries. One of these funds operates in a trust environment, and the other is an operations fund for the City cemeteries. Special Revenue – the City uses special revenue funds to account for proceeds from specific revenue sources that are legally restricted to expenditures for specific purposes other than debt service or capital projects. These restrictions may be imposed either by parties outside the government or by

reader’s guide

BUDGET policy

the local governing body. The City operates with the following Special Revenue Funds: • Development Services – established to account for the receipt and disbursement of funds related to Building Inspections and Planning and Zoning. • Police Forfeiture – established to account for the receipt and disbursement of funds seized by the Police Department and subsequently awarded to the City through court-ordered judgments, primarily cases involving illegal drugs. • Court Special Fee – established to track the receipt of court fees restricted for court-related purchases. • TIF/TIRZ #2 – established to account for the receipt and disbursement of funds related to the Tax Increment Financing Zone established for the Downtown Tyler region. Was dissolved in fiscal year 20152016 and reestablished as TIF/TIRZ #4 in fiscal year 2018-2019. • TIF/TIRZ #3 – established to account for the receipt and disbursement of funds related to the Tax Increment Financing Zone established for the North Tyler region.

reader’s guide

• Hotel-Motel Tax – established to account for the receipt and disbursement of funds generated by the Hotel-Motel Occupancy Tax.

• Donations – established to account for the receipt and disbursement of funds donated for specific projects. This fund is not included in this document, and has no formally adopted budget by the City Council. It is included in the annual financial audit. • Tourism – established to account for the operations of the Rose Garden, Rose Garden Center, Harvey Convention Center, Goodman Museum, Main Street and Liberty Hall. • Airport Facility – established to account for the receipt and disbursement of passenger

cont. facility charges collected from ticketed passengers at Tyler Pounds Regional Airport, as well as rental car charges collected to facilitate special projects. • Oil and Natural Gas – established to track revenue received from lease royalties to be used for future one-time projects identified by the City Council. • PEG Fee – established to track receipt and disbursement of funds related to the 1% Public, Educational and Government Access Channel Fee collected and remitted by local cable franchise operations. • Fair Plaza – established to track the tenant rental and parking income associated with the Fair building donated to the City of Tyler and the associated operating expenses. • Homeownership/Housing – established to account for the receipt and disbursement of the overhead allowances in excess of actual costs in the Section 8 Grant Program. • Community Development Block Grant (CDBG) – established to account for the receipt and disbursement of CDBG Grant monies allocated to the City. • HOME – established to account for the receipt and disbursement of HOME Grant monies allocated to the City to provide affordable housing for low income households. • Housing Assistance Payment Program (HAPP) – established to account for the receipt and disbursement of Department of Housing and Urban Development, Housing Assistance Payments Program Funds. • State and Federal Grants – created to account for the receipt and disbursement of Federal and State Grants related

• Transit System – established to account for the receipt and disbursement of Federal and State Grant Funds received for the operation of the City’s Transit System.

Proprietary Funds Proprietary funds are used to account for business activities in which funding is provided by fees and charges for services. The measurement focus of proprietary funds is total economic resources. As such, these funds use the accrual basis of accounting, recognizing revenues when earned and expenses as the liability is incurred. For budgeting purposes, the proprietary fund types are budgeted on a modified accrual basis to better manage available working capital. The City utilizes the following proprietary fund types.

Enterprise – these funds cover the cost of their operations through fees charged to individual users. • Utilities – accounts for the maintenance and operations of the infrastructure of the City’s Water and Sewer system, including administration, billing, distribution, treatment, waste collection, waste treatment, Lake Tyler, and Geographical Information Systems (GIS). • Utility Construction – established to track the costs of capital improvements to the utility system. • Utility Debt Service – established to track the debt service costs related to revenue bond indebtedness. • Utility Debt Reserve – established to track debt service reserve requirements related to the 2009 utility debt issue. • Solid Waste – accounts for the maintenance and operations of the garbage collection and litter abatement programs operated by the City of Tyler. This includes administration, residential collection, commercial collection, litter control and complex maintenance. • Solid Waste Construction – established to track the costs of capital purchases and

improvements to the garbage collection operations. • Airport – accounts for the operations of the Tyler Pounds Regional Airport and the Federal Aviation Administration tower activity. • Storm Water – responsible for the maintenance, management, and regulatory compliance of the storm water system.

Internal Service – these funds are used to report activities that provide services for other funds within the City. The full cost of providing these services is charged back to the using funds. The City utilizes the following internal service funds: • Productivity – established to track performance pay of City employees as well as the cost of internal audit and City University. • Fleet Maintenance/Replacement – accounts for the maintenance and repair work on vehicles for all City departments. The fund also acquires vehicles and equipment for use by all City departments on an amortization replacement schedule. • Property and Liability Insurance – accounts for the City’s property, casualty, disability and workers’ compensation insurance programs. • Active Employee Benefits – accounts for the City’s self-insurance program for health and dental benefits for active employees as well as life insurance benefits provided through traditional insurance. • Property and Facility Management – established to account for facility maintenance and replacement costs associated with HVAC units, roofing and ADA requirements. • Technology – established to account for the City’s investment in technology and office automation, as well as current maintenance and repair items. • Retiree Employee Benefits – accounts for the City’s self-insurance program for health and dental insurance benefits for retired employees as well as life insurance benefits provided through traditional insurance.

reader’s guide

BUDGET policy

primarily to planning, transportation, library, public safety and human services. Only major grants with known awards are included in this document and have a formally adopted budget. All other budgets are adopted with the grant award documentation.

cont.

Fiduciary Funds Fiduciary funds are used to account for activities that are held in trust by the City, with the funds themselves appropriated for other purposes or agencies. Because these funds are held by the City of Tyler for other agencies or individuals, there is no formally adopted budget for Fiduciary Funds, and these funds are not included in the budget document. The City operates four Fiduciary funds, including an Employee Benefit Trust – Section 125 Plan, Employee Benefits Trust – OPEB Trust, the Lindsey Private Purpose Trust and the Greenwood Landfill Private Purpose Trust. All funds are included in the annual financial audit. The City has an external audit completed each year. The external auditors prepare the City’s Comprehensive Annual Financial Report (CAFR) based on GAAP reflecting the City’s financial position at the end of its fiscal year. The CAFR reports expenditures and revenues on both a GAAP basis and budget basis for the purpose of comparison. The following audit adjustments are made to adjust the City’s financial records to GAAP: • Enterprise and internal service funds budget for purchases of capital items as expenditures on a budget basis, but they are recorded as assets on a GAAP basis. • Compensated absence liabilities are accrued as earned on a GAAP basis, but expensed when paid on a budget basis. • Governmental funds record revenues when received and book expenditures as encumbrances at the point of commitment during the budget year. Audit adjustments recognize all revenue that is measurable and available within 60 days of year-end on a GAAP basis.

READER’S GUIDE

• Enterprise and internal service funds record depreciation and amortization on a GAAP basis only.

• Principal payments are recorded as a reduction of current liability on a GAAP basis, while being accounted for as debt service expenses on a budget basis. • Accrued debt service interest expense is recorded as a liability on a GAAP basis, but only current year interest expense is recorded on a budget basis.

Budget Phases The City of Tyler begins in January with the development of next year’s budget. The budget development process requires input from City staff, the City Council and citizens. In order for this input to be given appropriate consideration,

the process begins approximately six months before the budget is adopted. There are five distinct phases in the development of the City’s budget.

Fiscal Alignment (Phase I) Budget Goals – the process starts with the development of budget goals based on the City’s Strategic Plan and continuous feedback received from the City Council and citizens. After the goals are developed, meetings with the City’s administrative team set the stage for budget formation. Forecast Schedule and Strategy Development & Business Plan – the goal of this phase is to align the City’s strategic plan and business planning process with the budget development. This phase also provides strategic fiscal forecasting, financial assumptions, revenue and reserve information, as well as management’s expectations about the development of departmental budgets. At these meetings, the budget calendar is discussed. The calendar includes internal and external deadlines. The calendar allows citizens and the City Council to be aware of the schedule and the official dates for public input. Also, supplemental requests for the upcoming fiscal year and future years are discussed.

Departmental Hearings (Phases II and III) Budget Development – departments develop their budgets based on the financial expectations and the guidelines they have been provided. After departments have entered their budget in the City’s financial system, they are reviewed with the Budget Committee. This review meeting allows the departments to highlight changing trends in their service levels in addition to making proposals for new services or changes to existing services. Phase II involves the development of the internal service fund budgets. Also, Phase II includes the review of all capital operating and debt service budgets. Capital Improvements Plan – the Capital Improvements Plan is developed during this process as well. The City reviews all Capital Improvement projects on a monthly basis to ensure that they are staying on track with the annual plan. The City operates with a five-year plan where projects are added based on an objective scoring criteria established by the City Council. As the fund balances in each of the capital project funds are reviewed and analyzed for excess revenue, that revenue is considered for additional projects. Additional projects are prioritized and then placed on next year’s schedule when funding is available.

Budget Presentation (Phase IV) Once all of the input is received, the budget is developed, and the City Manager presents it to the City Council in August. The proposed budget will contain the proposed tax rate, water and wastewater rate, and sanitation rate as well as fee changes. The City Manager provides the City Council and the public with an overview of the budget and a summary of the major changes being recommended.

Adoption Process (Phase V) The City Council then receives public input through public hearings and community dialogue before adoption. Any additional information needed to understand changes within the budget will be provided to City Council during this time. The City Council will adopt the budget by fund and adopt the new property tax rate before the start of the fiscal year on October 1.

reader’s guide

BUDGET policy

budget calendars City of Tyler FY2023-24 Budget Preparation Calendar

Phase II

Phase III

Phase IV

Strategic/Fiscal Alignment

January 1 - April 1 , 2023

City Council Fall Retreat Risk - check on 1st insurance rate projections, review claims history, review litigation costs, receive projections for short-term disability and unemployment.

January 1 - April 1 , 2023 January 1 - April 1 , 2023 February 23 - 24, 2023 January 20, 2023 April 10, 2023

Communications - Begin working with departments on advertising needs and budget requests VES meet with departments to discuss replacement needs and develop schedule Executive Team Retreat First Monthly Financial Forecast due on P:Drive ISF Recommendations due to Budget for upload

November 16, 2022

Budget Work Sessions

March 23, 2023 April 13, 2023 and April 20, 2023 April 17 - May 12, 2023 May 5, 2023

Budget Hearings and Budget Preparation

April 30, 2023 June 29, 2023 June 9, 2023 July 17 - 21, 2023

Adoption

August 7 - August 8, 2023 August 8, 2023

reader’s guide

August 9, 2023

Department Leader Meeting. Budget kick-off. Budget Training @ City U Budget file open for department entry 1st ISF update

August 13, 2023 August 14, 2023 August 23, 2023 September 3, 2023 September 13, 2023 September 13, 2023

Preliminary Tax Roll due from Chief Appraiser City Council Spring Retreat 2nd ISF Update Council 1-on-1 meetings

Editorial Boards City Manager's FY 2023-24 Proposed Budget Filed with the City Clerk and post on website. (Must be filed at least 15 days prior to public hearing and at least 30 days prior to tax rate adoption) FY2023-24 Proposed Budget presented to City Council (Vote to schedule proposed public hearings for the budget and tax rate adoption). City Clerk publishes the 1st "NOTICE OF PUBLIC HEARING ON TAX INCREASE AND PROPOSED BUDGET" (No later than 30 days prior to and no sooner than 10 days to the public hearings) Department Leader Budget Presentation 1st Public Hearing on FY2023-24 Proposed Budget - Announce Meeting Date to Adopt Tax Rate and Budget. (May not be held before the 7th day after the date of the notice of public hearing is given.) City Clerk publishes the 2nd "NOTICE OF PUBLIC HEARING ON TAX INCREASE AND PROPOSED BUDGET" 2nd Public Hearing on FY2023-24 Proposed Budget- Announce Meeting Date to Adopt Tax Rate and Budget*** (Must be at least 3 days after 1st public hearing). City Council Adoption of FY2023-24 Budget and Property Tax Rate (City Charter requires adoption no later than the 25th)

reader’s guide

Phase I

financial guide

Financial Management Performance Criteria The City of Tyler’s Financial Management Performance Criteria (FMPC) serves as the basis for the overall fiscal management of the City’s resources. These policies guide the City Council and administration in making sound financial decisions and in maintaining Tyler’s fiscal stability. The policies outlined here are developed to address specific financial issues. These policies are reviewed annually and updated as needed. Listed below are financial policies, which are specifically related to the adoption and execution of the annual operating budget.

Budgeting, Accounting, Auditing and Financial Planning Criteria • Establish and maintain a central accounting system for all functions of accounting, financing, inventory and budgeting. • Submit to the City Council quarterly revenue and expenditure reports to show the financial position of the City of Tyler. The reports include budgetary forecasts and year-to-date actual comparisons to show the financial condition of the major operating funds. In addition, a quarterly investment report will be presented which meets/exceeds the requirements of the Public Funds Investment Act.

financial guide

• File with the City Clerk for public review, a copy of the proposed ensuing fiscal year budget a minimum of 45 days prior to October 1.

• City Council shall cause an independent audit to be made of the books of account, records and transactions of all the administrative departments of the City at least annually. The audit shall be conducted by a Certified Public Accountant. Auditors shall be selected for an initial one-year period with an option for renewal up to five years. Mandatory rotation is required by City Council for external audit services every five years. • The annual audit shall be conducted in accordance with the Generally Accepted Accounting Principles (GAAP). • Long-range forecasts shall be made for major operating funds as necessary for financial planning.

• It is the City’s goal to annually strive for certification of its audit and budget from the Government Finance Officers Association (GFOA).

Operating Criteria • Estimated expenditures shall in no case exceed proposed revenue plus prior year undesignated balances. • Unused appropriations may be transferred to any item required for the same general purpose within the same department and/or fund if approved by the City Manager. All other transfers between funds and base increases to appropriations must be approved by the City Council. • All annual appropriations shall lapse at the end of the fiscal year to the extent that they shall not have been expended and lawfully reappropriated in subsequent year’s adopted budgets. • A fund balance shall be maintained at a level of 15 percent of estimated annual operating expenditures for the General Fund and at 15 percent of estimated annual operating expenses in the Utility Fund and Solid Waste Fund. • Investments shall be managed in accordance with the current Investment Policy. Investments shall comply with Federal, State and local laws.

Investments will consider protection of principal first, with the intent to diversify as well as provide for liquidity needs. Investments shall be made to maintain public trust and not speculate. Investment managers shall exercise prudence in managing the overall portfolio while trying to attain comparable rates of return. • Fixed assets shall be managed in accordance with the current Fixed Asset Policy in order to properly classify, make record of and safeguard the assets. An inventory of the assets is to be maintained and is to include the description, cost, date of acquisition, department, location and asset identification number. Periodic inventory inspections of fixed assets shall be conducted. Fixed assets include items meeting both the dollar minimum of $10,000 and having a useful life of two years or more. For constructed assets, the criteria apply to the completed project. Certain assets bought in bulk are capitalized as a group asset. • The City Council shall designate a City depository in compliance with State statutes. The term of the bank depository shall be two years with three additional one-year options for renewal.

Capital Improvement Projects • A comprehensive master plan will be developed to better plan and forecast future construction and capital improvements. • Capital project forecasts shall be developed and shall identify the impact of implementing said projects on future annual operating budgets. Estimates of future revenues necessary for these expenditures shall be identified prior to the approval of such capital improvements. • The life of a capital project fund shall correspond to the utilization of the resources in the fund. • E xpenditures shall not be incurred nor shall contracts be awarded without the appropriation of available funds.

Debt Management • Utility projects, financed through the issuance of bonds, shall be financed for a period not to exceed the expected weighted average useful life of the assets. • Interest earnings on bond proceeds shall be credited to the debt service fund. • The City of Tyler intends to pay for tax supported construction and capital improvements with cash. • When appropriate, the City will consider the use of revenue debt to pay for utility system improvements if it is economically feasible. • Revenue bond coverage requirements provide for financial stability in Enterprise Funds. Coverage requirements are defined as the amount of system net revenue available to pay average annual debt service. System net revenue equal to one-and-one-half times average annual debt service is preferred. In no annual period shall the coverage fall below one-and-one-tenth times based on current bond covenants. • The City Council shall exhibit a willingness to raise the revenue necessary to fully fund the current debt obligations in order to implement the adopted capital improvement plan and to maintain the City’s bond rating at or above current levels.

financial guide

financial policy

• A system of internal controls shall be maintained to monitor revenues and expenses for municipal programs on a continuous basis. The internal auditor will perform periodic audits of departments to determine compliance with current controls and to make recommendations for change.

investment policy

ORDINANCE NO. O-2022-88 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS, AMENDING CHAPTER 2, “FINANCE AND TAXATION,” ARTICLE V, “INVESTMENT POLICY,” OF THE CODE OF ORDINANCES OF THE CITY OF TYLER, TEXAS; PROVIDING A SEVERABILITY CLAUSE; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the Public Funds Investment Act, (currently Chapter 2256 of the Texas Government Code, Section 2256.005), requires that the City Council review and adopt its Investment Policy and strategy at least annually; NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS: PART 1. That Tyler City Code Chapter 2, “Finance and Taxation,” Article V., “Investment Policy,” is hereby amended to read as follows:

investment policy

ARTICLE V. INVESTMENT POLICY

Sec. 2-46. Introduction and Scope. The Public Funds Investment Act, Chapter 2256, Texas Government Code, (the “PFIA”) requires each city to adopt a written investment policy that includes a written investment strategy, quarterly reports to City Council with market values, an annual review of the policy by Council and an annual compliance audit among other requirements. This Policy shall apply to the investment and management of all City funds under its control, other than those expressly excluded within this document or by applicable law or valid agreement. The Fire Pension Fund is excluded from this Policy because it is separately organized and managed by contract with investment companies as directed by the Fire Pension Board, and the Lindsey Police and Firefighters’ Endowment Fund is also excluded from this Policy because it is separately organized and managed by contract with an

investment company as directed by the Lindsey Police and Firefighters’ Fund Board. The Employees Deferred Compensation Agency Fund and the Retirees Health Benefits Trust Fund are also excluded. This Policy shall not supersede the restrictions on investment of specific funds because of legal limits, created by grants, bond covenants or similar regulations. In the event of conflict, the more restrictive policy shall be followed. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21; 3/22/00) (Ord. No. 0-2002-54, 11/13/2002) (02003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-37, 2/27/08) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (Ord. No. 0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-201754; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-202288; 9/14/22) Sec. 2-47. Investment Strategy. The City shall use a pooled cash and investment approach commingling money from various fund types for market efficiency to the extent that is practical and legal. The following investment strategy considerations recognize the unique advantages of a pooled cash and investment portfolio, including the reduction of cash flow uncertainty and the increased opportunity of yield curve extension. Funds included in the portfolio will include those from the operating funds, debt service and debt reserve funds, and special projects. The liquidity requirements of the pooled investment portfolio will be projected and matched with maturities. Pooled Fund Group Suitability - Any investment eligible in the Investment Policy is suitable for Pooled Fund Groups. Safety of Principal - All investments shall be of high quality with no perceived default risk. Market price fluctuations will occur. However, managing the weighted average days to maturity to less than 270 days and restricting

the maximum allowable maturity to two years using the final stated maturity dates of each investment will minimize the price volatility of the portfolio Marketability - Securities with active and efficient secondary markets are necessary in the event of an unanticipated cash flow requirement. Historical market “spreads” between the bid and offer prices of a particular security-type of less than a quarter of a percentage point will define an efficient secondary market. Liquidity - Pooled Fund Groups require short-term liquidity to adequately fund any unanticipated cash outflow. Short-term financial institution deposits, investment pools and money market mutual funds will provide daily liquidity and may be utilized as a competitive yield alternative to fixed maturity investments. Diversification - Investment maturities should be staggered throughout the budget cycle to provide cash flow based on the anticipated operating needs of the City. Diversifying the appropriate maturity structure up to the twoyear maximum will reduce interest rate risk. Yield - Attaining a competitive market yield for comparable security-types and portfolio restrictions is the desired objective. The yield of an equally weighted, rolling three-month Treasury Bill portfolio will be the minimum yield objective. Special Project and Bond Proceeds Funds At times, special project and bond proceed funds may be better suited invested outside the Pooled Fund Group. In those cases, the following strategy shall be applicable: Suitability - Any investment eligible in the Investment Policy is suitable for Special Project and Bond Proceeds Funds. Safety of Principal - All investments will be of high quality with no perceived default risk. Market price fluctuations will occur. However, by managing Special Project and Bond Proceeds to not exceed the anticipated expenditure schedule, the market risk of the overall portfolio will be minimized. Maximum maturity five years from date of purchase.

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Marketability - Securities with active and efficient secondary markets are necessary in the event of an unanticipated cash flow requirement. Historical market “spreads” between the bid and offer prices of a particular security-type of less than a quarter of a percentage point will define an efficient secondary market.

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Liquidity - Special Project and Bond Proceeds Funds used for capital improvements programs have reasonably predictable draw-down schedules. Therefore, investment maturities should generally follow the anticipated cash flow requirements. Short-term financial institution deposits, investment pools and money market mutual funds will provide readily available funds generally equal to one month’s anticipated cash flow needs, or a competitive yield alternative for short-term fixed maturity investments. A singular repurchase agreement, or similarly structured investment vehicle, may be utilized if disbursements are allowed in the amount necessary to satisfy any expenditure request. This investment structure is commonly referred to as a flexible repurchase agreement.

Diversification - Market conditions and arbitrage regulations influence the attractiveness of staggering the maturity of fixed-rate investments for Special Project and Bond Proceeds Funds. Generally, when investment rates exceed the applicable cost of borrowing, the City is best served by locking in most investments. If the cost of borrowing cannot be exceeded, then concurrent market conditions will determine the attractiveness of diversifying maturities or investing in shorter and larger amounts. At no time shall the anticipated expenditure schedule be exceeded in an attempt to bolster yield. Yield - Achieving a positive spread to the cost of borrowing is the desired objective, within the limits of the Investment Policy’s risk constraints. The yield of an equally weighted, rolling six-month Treasury bill portfolio will be the minimum yield objective for non-borrowed funds. (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-200487, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130,

11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2014-98, 10/22/14) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) Sec. 2-48. Objectives. Principle investment objectives in order of priority are: a. Preservation of capital and the protection of investment principal. Maintenance of sufficient liquidity to meet anticipated disbursement and cash flows. b. Maintenance of sufficient liquidity to meet anticipated disbursement and cash flows c. Preservation of public trust by avoiding any transaction, which might impair public confidence in the City’s ability to manage public funds with which it is entrusted. d. Conformance with all Federal statutes, State statutes, City Charter requirements, City ordinances, and other legal or policy requirements. e. Diversification by investment type and maturity to avoid market risks and issuer defaults, where appropriate. f. Attainment of a rate of return which is consistent with risk limitations and cash flow characteristics of the City’s investments. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2021-41; 05/12/21) (Ord. No. 0-2022-88; 9/14/22)

In order to ensure qualified and capable investment management, the City shall provide periodic training in investments for the investment personnel through courses and seminars offered by professional organizations and associations in compliance with the PFIA. Investment Officers shall attend at least one training session, accumulating at least 10 hours of instruction, within 12 months of assuming their duties. An additional eight hours of training will be required not less than once in a two-year period that begins on the first day of the City’s fiscal year and consists of the two consecutive fiscal years after that date. Training will address investment topics in compliance with the PFIA. The City approves the GFOA, GFOAT, GTOT, NTCOG, TCMA, TML, and UNT as independent sources for training. The City maintains the right to hire Investment Advisers to assist City staff in the investment of funds. Investment Advisers shall adhere to the spirit, philosophy and specific terms of this Policy and shall invest within the same objectives. The Investment Officers shall establish criteria to evaluate Investment Advisers, including: 1. Understanding of the inherent fiduciary responsibility of investing public funds; 2. Adherence to the City’s policies and strategies; 3. Investment strategy recommendations within accepted risk constraints; 4. Responsiveness to the City’s request for services and information; and 5. Similarity in philosophy and strategy with the City’s objectives. Selected Investment Advisors must be registered under the Investment Advisers Act of 1940 or with the State Securities Board. A contract with an Investment Adviser may not be for a term longer than two years. Any contract, renewal or extension is subject to approval by the City Council. (Ord. No. 0-9821; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91,

11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) Sec. 2-50. Standards of Care, Ethics and Conflicts of Interest. As provided for in the PFIA, the standard of care for the City’s investments shall be the Prudent Person Rule, which states “investments shall be made with judgment and care, under prevailing circumstances, that a person of prudence, discretion and intelligence would exercise in the management of the person’s own affairs, not for speculation, but for investment, considering the probable safety of capital and the probable income to be derived.” The overall investment program shall be designed and managed with a degree of care and professionalism that is worthy of the public trust. The Investment Officers shall recognize that the investment activities of the City are a matter of public record and public trust. The Investment Officers, acting in accordance with written procedures and exercising the proper standard of care, shall be relieved of personal responsibility for an individual investment decision, provided that this Policy and the City’s procedures were followed. In determining whether an Investment Officer has exercised the proper standard of care, all investments over which the individual had responsibility will be considered rather than a single investment. Investment Officers and employees of the City involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Investment Officers and employees of the City involved in the investment process shall not utilize investment advice concerning specific investments or classes of investments obtained in the transaction of the City’s business for personal investment decisions, shall in all respects subordinate their personal investment transaction to those of the City particularly with regard to the timing of purchases and sales, and shall keep confidential all investment advice obtained

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Sec. 2-49. Investment Officers. The Chief Financial Officer, Accounting Manager, and Treasury Manager are appointed as Investment Officers. The Investment Officer’s authority will be limited by applicable laws, regulations and this Policy.

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NOTE: A security’s “average life” does not constitute a stated maturity. No investment type approved by the PFIA for public investment will be authorized by the City without specific City Council approval and adoption in this Investment Policy. Investments authorized at the time of purchase, which become unauthorized, need not be liquidated immediately. The City shall monitor the rating of each issuer, as applicable, at least quarterly, and take all prudent measures to liquidate an investment that is downgraded to less than its required minimum rating by PFIA. The Investment Officer(s) will make specific suggestions as to the possible liquidation or retention in either situation. The City will provide a competitive environment for individual investment transactions, and financial institution, money market mutual fund, and local government investment pool selections.

on behalf of the City and all transactions contemplated and completed by the City, except when disclosure is required by law. All Investment Officers of the City shall file with the Texas Ethics Commission and the City Council a statement disclosing any personal business relationship with a business organization offering to engage in an investment transaction with the City or any relationship within the second degree by affinity or consanguinity to an individual seeking to sell investments to the City. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-200254, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22)

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Sec. 2-51. Authorized Investments. The Investment Officers shall use only investment options approved by City Council. Participation in any investment pool must also be approved by formal Council action. Subject to any limitations otherwise imposed by applicable law, regulations, bond indentures or other agreements, including but not limited to, the PFIA, the following are the only permitted investments for the City’s funds:

a. Direct obligations of the United States government; U.S. Treasury Bills, U.S. Treasury Notes, U.S. Treasury Bonds, and U.S. Treasury Strips (book entry U.S. Treasury securities whose coupon has been removed). b. Debentures or discount notes issued by, guaranteed by, or for which the credit of any Federal Agencies and Instrumentalities, including the Federal Home Loan Banks, is pledged for payment. Principal-only and interestonly mortgage backed securities and collateralized mortgage obligations and real estate mortgage investment conduits are expressly prohibited.

c. Bonds or other interest bearing obligations of which the principal and interest are guaranteed by the full faith and credit of the United States government, including obligations that are fully guaranteed or insured by the Federal Deposit Insurance Corporation. Principal-only and interestonly mortgage backed securities and collateralized mortgage obligations and real estate mortgage investment conduits are expressly prohibited. d. Certificates of Deposit and other evidences of deposit at a financial institution that: a) has its main office or a branch office in Texas, and is guaranteed or insured by the Federal Deposit Insurance Corporation or its successor; b) is secured by obligations in a manner and amount provided by law for deposits of the City; or c) is placed through a broker or depository institution that has its main office or a branch office in Texas that meets the requirements of the PFIA. All deposits exceeding the FDIC insurance limits shall be collateralized as required by Section 2-57 Selection of Depositories.

e. Local government investment pools organized under the Interlocal Cooperation Act that meet the requirements of the PFIA and have been specifically approved and authorized by the City Council. f. Direct obligations of the State of Texas or its agencies, and obligations of agencies, counties, cities, and other political subdivisions of the State of Texas rated as to investment quality by a nationally recognized investment rating firm not less than “A” or its equivalent. g. No load “government” money market mutual funds that meet the requirements of the PFIA. Money market mutual funds must maintain an AAAm, or equivalent rating from at least one nationally recognized rating agency; and be specifically approved by the City Council or purchased through the City’s primary depository as an overnight investment tool. h. Repurchase agreements entered into in compliance with the PFIA.

This Policy does not apply to an investment donated to the City for a particular purpose or under terms of use specified by the donor (Section 2256.004). (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-200151, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (02013-60, 7/24/13) (Ord.0-2014-98, 10/22/14) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) Sec. 2-52. Investment Limits. It is the City’s policy to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from overconcentration of assets in a specific maturity, specific issuer, or specific class of investment, where appropriate. Cash flow projections shall be utilized to spread investment maturities, smooth market fluctuations, and reduce reinvestment risk. The maturity of an investment largely dictates its price volatility. Therefore, the City shall concentrate its investment portfolio in shorterterm maturities to protect market valuation from unanticipated rate movements. The City will attempt to avoid over-investment in cash equivalent investments and match a portion of its investments with anticipated cash flow requirements. The asset allocation in the portfolio will vary depending upon those

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requirements and the outlook for the economy and the security markets. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-200487, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-201360, 7/24/13) (Ord. No. 0-2014-98; 10/22/14) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) Sec 2-53. Selection of Broker/Dealers. The City may utilize the in-house brokerage services of the bank qualifying as City primary depository in the acquisition and disposition of authorized securities. Other broker/dealers meeting the qualifications of this Policy section and selected by the Investment Officers are reviewed and approved by the City Council. The approved list of broker/dealers includes the following firms:

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Duncan-Williams Securities FHN Financial MBS Securities SAMCO Wells Fargo Securities

For brokers and dealers of investment securities, the City shall select only dealers reporting to the Market Reports Division of the Federal Reserve Board of New York, also known as the “Primary Government Security Dealers,” unless analysis reveals that other firms are adequately experienced to conduct public business. All financial institutions and broker/dealers who desire to become qualified bidders for investment transactions must supply the following as appropriate: • Annual audited financial statements • Proof of Texas State Securities Commission registration • Proof of Financial Industry Regulatory Authority (FINRA) certification

Each entity from which the City purchases investments (brokers/banks/pools) shall be provided the City’s Investment Policy. Investment pools and discretionary investment management firms will be required to provide a written certification as described in the PFIA. It is the policy of the City to create a competitive environment for all individual purchases and sales, financial institution deposits, money market mutual funds, and local government investment pools. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2014-98; 10/22/14) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2021-41; 05/12/21) (Ord. No. 0-2022-88; 9/14/22) Sec. 2-54. Safekeeping. Eligible investment securities shall be purchased using the delivery versus payment method. That is, funds shall not be wired or paid until verification has been made that the security has been received by the City safekeeping/clearance agent. The security shall be held in the account of the City. The original copy of all safekeeping receipts shall be delivered to the City. An independent custodian will be used for securities safekeeping. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-28, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22)

An annual compliance audit of management’s controls on investments and adherence to this Investment Policy shall be performed in conjunction with the annual financial audit and include a review of quarterly reports, with the result of the review reported to the City Council by that auditor. The benchmark for the portfolio will be a rolling three-month Treasury Bill average yield for the reporting period. Reporting will include the benchmark as a gauge of the portfolio’s performance and a measure of risk. Weighted average yield to maturity shall be the measure of portfolio performance. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-200254, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-201194, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2021-41; 05/12/21) (Ord. No. 0-2022-88; 9/14/22) Sec. 2-56. Review of Investment Policy. The City Council will review and adopt this Investment Policy and investment strategy at least annually, approving changes to policy or strategy. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (02003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-200984, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) Sec. 2-57. Selection of Depositories. The primary depository shall be selected through the City’s banking services

procurement process, which shall include a formal Request for Application (RFA) issued in compliance with applicable State law. A written contract shall be entered into and extended as per the RFA specifications. In selecting the primary depository, the credit worthiness of institution shall be considered, and the Investment Officers shall conduct a review of prospective depository’s credit characteristics and financial history. The City may also utilize other financial institutions to maintain backup checking or other transactional accounts, and to place interest-bearing deposits. All deposits placed with the City’s primary depository or other financial institution shall be insured or collateralized in compliance with applicable State law. The City reserves the right, in its sole discretion, to accept or reject any form of insurance or collateralization pledged toward deposits. The City shall receive original safekeeping receipts for securities pledged, copies of any pledged insurance policies or letters of credit, and all pledged securities shall be held by an unaffiliated custodian. Written authorization by an Investment Officer is required prior to the release of any pledged collateral, insurance, or letter of credit. The City requires market value of pledged securities in excess of 102% of all uninsured deposits plus accrued interest if any. All financial institutions pledging securities as collateral shall be required to sign a collateralization agreement with the City. The agreement shall define the City’s rights to the collateral in case of default, bankruptcy, or closing, and shall establish a perfected security interest in compliance with Federal and State regulations, including: • The agreement must be in writing; • The agreement has to be executed by the financial institution and the City contemporaneously with the deposit; • The agreement must be approved by the Board of Directors or designated committee of the financial institution and a copy of the meeting minutes must be delivered to the City; and • The agreement must be part of the financial institution’s “official record” continuously since its execution. The Investment Officers shall monitor deposit and collateral levels at least monthly

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Sec. 2-55. Reporting and Audits. At least quarterly, the Investment Officer(s) shall submit a written report of all investments in compliance with the PFIA. The market valuations obtained by the City shall be from independent sources believed to be accurate and representative of the investments’ true values. The reports shall be submitted to City Council.

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to maintain adequate coverage. (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2021-41; 05/12/21) (Ord. No. 0-2022-88; 9/14/22) Sec. 2-58. Authorized Collateral. The City shall accept only the following as collateral:

b. Obligations, the principal and interest on which, are unconditionally guaranteed or insured by the State of Texas. c. Bonds of the State of Texas or a county, city or other political subdivision of the State of Texas having been rated no less than “A” or its equivalent by a nationally recognized rating agency with a remaining maturity of ten (10) years or less.

PART 2: Should any section, subsection, sentence, provision, clause or phrase be held to be invalid for any reason, such holding shall not render invalid any other section, subsection, sentence, provision, clause or phrase of this ordinance and same are deemed severable for this purpose. PART 3: That this ordinance shall be effective on and after its date of passage and approval by the City Council.

PASSED AND APPROVED this 14th day of September, 2022.

DON WARREN, MAYOR OF THE CITY OF TYLER, TEXAS

ATTEST:

APPROVED:

CASSANDRA BRAGER, CITY CLERK

DEBORAH G. PULLUM, CITY ATTORNEY

investment policy

d. Letters of credit issued by the United States or its agencies and instrumentalities, including the Federal Home Loan Banks. (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-202062; 7/8/20) (Ord. No. 0-2022-88; 9/14/22)

Sec. 2-59. Reserved.

investment policy

a. Bonds, certificates of indebtedness, or notes of the United States, its agencies or instrumentalities (including the Federal Home Loan Banks), or other evidence of indebtedness of the United States, its agencies or instrumentalities that is guaranteed as to principal and interest by the United States, its agencies or

instrumentalities.

citywide strategic plan

•E ncourage development of new neighborhood parks. • Encourage the planting of trees along streets and in public and private places. Encourage amenities in older parks, including lighting and security. 5. Provide transportation options: • Encourage continuous bicycle and pedestrian routes and trails that connect city destinations. • Adopt land use strategies that create higher-density, mixed-use clusters of “transit-ready” development that can support expansion of the public transportation system.

he City of Tyler’s Strategic Plan is a combination of the visions of our Community, our Mayor and City Council, and City Staff. We strive to align these visions throughout our operations.

Tyler 1st In 2007, the City Council voted to adopt the guiding principles of Tyler 1st (formerly known as Tyler 21). The planning process took over 18 months to complete and included a community visioning retreat (attended by over 300 citizens), six open houses, a survey, multiple focus groups, and interviews with community leaders. The process created the long-range vision below.

citywide strategic plan

“The City of Tyler aspires to set the highest standards for an outstanding quality of life. By 2030, the City of Tyler will be nationally known for its sense of community, commitment to a robust business environment, quality medical care, excellent educational institutions, and the beauty of its public places and neighborhoods.“

With this vision in mind, the following guiding principles of Tyler 1st were adopted: 1. Connect people to one another and in community: •P reserve and protect Tyler’s values of friendliness, family, faith and community connections, which will be the foundation for the success of Tyler 1st. •E ncourage multiple opportunities for face-to-face encounters for personal relationships to develop. 2. Promote balanced growth: •P romote growth and redevelopment in downtown and all sectors of the city. •R evitalize North Tyler. •E nhance links to I-20 and Toll 49. • Enhance infrastructure in targeted growth areas/priority annexation areas. • Allow market-directed growth while respecting the right of private ownership.

3. Provide neighborhoods that are attractive centers of community: •E ncourage and promote appealing, safe, affordable, and stable places to live for people with a wide range of incomes. •E ncourage and promote a variety of housing types for families, singles, older persons, and other kinds of households. Enhance and create neighborhoods containing walkable centers with a mix of housing and shopping to serve residents. •P romote affordable development costs for residential development.

•P lan for and preserve potential new transportation corridors and work with regional partners to support efficient transportation options throughout east Texas. •E mphasize links within the city via multimodal connections with the airport, rail, and bus services. • Accommodate regional traffic flow by proactively planning for future corridors and alternate routes and connectivity options. • I dentify and develop specific gateways. 6. Reinvigorate the City Center to be the downtown of East Texas: •D evelop a major downtown neighborhood of new and rehabilitated housing to provide the foundation for shopping, restaurants, culture, arts and entertainment in the evenings and on the weekend.

•E ncourage environmentally friendly development to support Tyler’s natural beauty.

•B ring focus to culture, arts, entertainment, and education through a concentration of cultural and entertainment venues downtown.

4. Protect and enhance open spaces, parks, and trees in a connected network for recreation and a healthy environment: • Create a network of greenways, parks and open spaces linking city and county destinations, such as the lakes and the state park.

•P rogram events throughout the year to attract visitors from around the region. •D evelop a transportation hub downtown. •E nlist Smith County, area churches and other entities to recruit downtown programs and investments.

7. Preserve, enhance, and communicate Tyler’s historic heritage: •P rotect the integrity of local and national historic districts, balancing strategies with private property rights. •C onserve unique character through preservation of historic buildings throughout the city. •E ncourage infill development that, while expressing its own time, is respectful of historic character. •C reate heritage trails and historic markers to identify diverse aspects of Tyler’s history, such as African American heritage, the rose industry, the oil and gas industry, and the railroad industry. 8. Cultivate an environment that drives business and Tyler’s medical and educational institutions: • Sustain policies that allow businesses to flourish. •C ontinue to foster the city’s role as the retail hub of a broad region. •M aintain support for the medical centers, colleges, and the university. •F oster an innovation economy based on high-quality jobs, enterprises and a high-quality public education system. Preserving Tyler’s historic heritage will be one key to keeping its unique character. •C ontinue to be the economic driver and leader in the East Texas region. 9. Maintain excellent municipal facilities and services: •C ontinue city government’s focus on meeting the highest standards of responsiveness, service and efficiency. •P rovide excellent value for taxpayer dollars. •C ontinue to recruit, retain, promote and develop high-quality staff. •M aintain existing infrastructure and provide for growth. •M easure customer satisfaction frequently to ensure accountability in providing quality customer service.

citywide strategic plan

strategic planning

10. Maintain and enhance our strong community and regional partnerships: •B uilding on a tradition of philanthropy and public-private partnerships, bring together the public, private, and nonprofit sectors to realize the Tyler 1st Next Generation vision. •E xpand participation throughout the Tyler community. •C ontinue to reach out and enhance partnerships with school districts, neighboring cities, and county government.

cont.

11. Cultivate lifelong learning through high quality education and skill development at every level: •D evelop Tyler as an educational destination. •C hampion, support and partner with K-12 public schools, colleges and universities for excellence in academic achievement. •E ncourage an environment of education and lifelong learning in families. • Collaborate with business entities to enhance educational efforts and skill development. •R ecognize that education directly impacts economic development and quality of life.

citywide strategic plan

Progress toward the goals outlined in the Tyler 1st documents can be viewed by visiting the Tyler 1st website.

City of Tyler’s Strategic Planning When creating the City’s Strategic Plan, the vision and principles of Tyler 1st were heavily considered. In each of the goals listed on the following page, there is direct alignment between the chapters of Tyler 1st and the goals of the City of Tyler.

citywide 2020-2024 strategic plan City of tyler | Tyler 1st Goals Our vision is to be the standard for performance excellence in local government. Our mission is to SERVE the community to make a positive difference. Our values are SERVE: Streamline, Empower, Respond, Venture, Evaluate. Tyler 1st Chapters: 4. Downtown Master Plan (DMP) 5. North End Revitalization (NER) 6. Historic Preservation (HP)

moderate income families (8. HN&CI) Goal 2: Quality of Life & Place • Create full-service, mixed-use destination Downtown (4. DMP) • Ensure Historic Preservation (6. HP) • Enhance and promote culture, tourism and recreation (7. POSR&L) Goal 3: Infrastructure Improvements and Investment • Improve travel in Tyler (10. T&C)

7. Parks, Open Space, Recreation and Lakes (POSR&L)

• Prepare to become the regional water and wastewater provider by providing strategic focus and initiatives for TWU (11. PF)

8. Housing, Neighborhoods and Community Identity (HN&CI)

• Address and control storm water (11. PF&S)

9. Business & Economy (B&E) 10. Transportation and Circulation (T&C) 11. Public Facilities & Services (PF&S) 12. Future Land Use & Annexation Guide (FLU&AG) 13. Education (E) Goal 1: Public Safety & Unified Neighborhoods • Preserve community security through policing (11. PF&S) • Protect lives and property with fire and emergency services (11. PF&S) • Sustain and maintain established neighborhoods (8. HN&CI) • Expand housing options for low and

• Maintain and enhance city facilities and public services (11. PF&S) Goal 4: Development & Growth • Encourage growth and economic development through use of Public/Private Partnerships (PPP) (9. B&E) • Develop an innovation economy (9. B&E) • Focus on balanced and sustainable growth (9. B&E) • Promote the airport as a regional hub (9. B&E) • Improve collaborative approaches through partnerships with schools, colleges, and county (11. PF&S) Goal 5: Leverage Fiscal, Technological & Human Resources (Organizational Development and Resource Management) • Practice sound financial management (11. PF&S) • Build and maintain a talented and experienced workforce (11. PF&S) • Maintain and enhance technology (9. B&E) • Support the SERVE Culture (11. PF&S)

citywide strategic plan

strategic planning

budget summary all funds

Fiscal Year 2023-2024

General Fund

92,782,193

88,791,595

(3,986,493)

16,739,729

58,000

1,728,001

70,000

84,579

As indicated by the chart below, General Fund revenues for FY 2023-2024 are projected at $92,782,183, which is an increase of 6.07 percent over the FY 2023-2024 budget of $87,471,602. As indicated in the chart below, the increase is primarily due to increases in projected increases in Sales tax and property tax revenue from new construction/growth in appraisal values.

101 General

16,735,624

102 General Capital Projects

1,684,580

103 Street Improvements

312,087

18,000

2,082,318

2,045,688

293,457

202 Development Services

2,213,435

2,877,417

2,568,179

2,522,673

204 Cemeteries Operating

73,262

131,369

591,660

390,000

2,971

205 Police Forfeitures

293,333

41,000

122,000

212,333

206 Park Improvement Fund

162,442

723,241

777,500

108,183

GENERAL FUND

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

207 Court Special Fees 208 Economic Development Fund 211 Hotel Occupancy Tax

87,315

527,900

423,480

191,735

Property Taxes

25,156,232

27,223,265

27,278,958

28,534,768

434,585

5,500

208,750

275,000

506,335

Franchises

10,956,378

11,204,758

11,089,732

11,461,879

Sales & Use Taxes

38,539,585

39,568,835

40,983,389

42,185,725

7,696

5,488,139

6,202,479

744,500

37,856

104,952

761,440

754,313

112,079

361,362

1,061,456

361,362

302 HOT Debt Service Fund

5,163

593,600

5,163

502 Utilities Operations

19,128,724

55,715,475

43,718,484

(13,111,720)

18,013,995

503 Utilities Construction

3,629,506

4,386,797

10,682,697

5,500,000

2,833,606

504 Utilities Debt Service

1,274,794

8,855,841

10,172,513

6,686,068

6,644,190

505 Utilities Debt Reserve

839,761

18,000

857,761

524 Airport

1,045,700

1,977,655

1,915,967

(15,000)

1,092,388

560 Solid Waste

2,685,096

18,640,422

17,318,565

(1,275,653)

2,731,300

562 Solid Waste Capital

56,205

5,000

675,000

825,000

211,205

575 Storm Water

1,072,384

2,457,023

3,217,052

312,355

639 Productivity 640 Fleet Maintenance/ Replacement 650 Property and Liability

1,793,878

55,000

1,573,949

550,000

824,929

2,463,343

17,358,724

17,567,095

(100,000)

2,154,972

1,674,738

3,874,336

3,502,569

2,046,505

661 Active Employees Benefits

2,419,885

16,629,360

16,996,075

2,053,170

663 Facilities Maintenance

1,403,145

754,227

1,223,331

227,611

1,161,652

671 Technology

3,051,083

6,183,268

8,777,632

1,307,000

1,763,719

713 Cemeteries Trust

3,346,978

174,600

(65,000)

3,456,578

81,336

3,136,785

81,336

761 Retired Employees Benefits

Sales Tax 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000

$41,497,196

286 Transit System 294 Community Development Grant 295 Home Grant

Following is a summary of each major revenue category, explaining the basis for projections and reasons for changes.

5,000,000

-2

780,236

736,276 92,782,193

$40,288,539

453 1,199,082

738,506 89,231,579

693,276 87,471,602

-2

10,697,838

763,970 83,635,725

12 10,796,421

TOTAL REVENUES

285 MPO

441 1,100,499

Miscellaneous

$38,344,442

1,001,984

340,326

21 -2

234,065

1,108,245

236 PEG Fee

1,114,808

$34,258,124

11,691,862

2,820,013

768,588

-2

100,000

2,577,902

1,268,882

206,000

2,817,593

690,704

11,585,862

2,569,703

Other Agencies

235 Rainy Day Fund

Current Services

$30,442,521

395,086

(72,000)

19 -

1,281,985

154,000

1,367,312

313,086

230,480

$30,257,590

234 Passenger Facility

321,501

Use of Money & Property

18 -1 9

73,418

2,880,000

3,973,031

$28,494,304

1,023,900

17 -1 8

142,549

219 Tourism and Convention

977,474

4,153,000

$26,775,850

493,739

3,962,859

16 -1 7

10,000

464,333

3,961,000

172,508

503,513

4,150,874

$26,338,713

814,966

486,778

Fines & Penalties

218 TIF/TIRZ #3

Licenses & Permits

15 -1 6

383,453

$26,917,614

5,000

202,126

14 -1 5

186,327

217 TIF/TIRZ #4

326,166

$26,407,438

(3,518,600)

13 -1 4

2,408,900

5,185,167

1,068,499

276 Housing Assistance

budget summary – all funds

CLOSING BALANCE

REVENUES

274 Homeownership & Housing

EXPENDITURES

TRANSFERS IN/ (TRANSFERS OUT)

OPENING BALANCE

FUND

major revenue sources

Sales tax is the largest of the General Fund’s revenue sources representing 45 percent of the fund’s total revenues. Actual collections for FY 2022-2023 are projected to be higher than budgeted. The City is projecting a 3% increase in budget for FY 2023-2024 compared to the current year projected collections.

budget summary – all funds

Combined Statement of Revenues and Expenditures – ALL Funds

cont.

Property Tax Property tax is the General Fund’s next largest single source of revenue at 31 percent. As indicated in the chart below, taxable values increased over the last 10 years. In order to fund a street improvement fund, the City increased its current rate by one cent. The current tax rate at $0.247920 per $100 of valuation. Although the City continued the constrained spending philosophy demonstrated during the prior fiscal year budget and operating cycle, this proposed tax rate will ensure the City of Tyler is able to maintain current levels of service. The philosophy of City government has been to pay as you go for construction projects. The City paid off all remaining tax-supported debt issues in FY 2007-2008. This largely facilitated the City’s ability to lower its total property tax rate over the last 10 years.

budget summary – all funds

FISCAL YEAR

% CHANGE

As indicated by the chart below, Development Services revenues for FY 2023-2024 are projected at $2,877,417, which is an increase from the FY 2022-2023 appropriated budget of $2,679,350. The Development Services revenue is determined using trend analysis. In an attempt to more accurately track the revenues and expenditures related to the development services activities, the City created a separate fund in FY 2005-2006. Continued review of the trend analysis will allow the City to adjust fees to match costs related to the service activities provided. DEVELOPMENT SERVICES

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Building Permits

2,043,810

1,616,755

1,747,445

1,799,822

Electrical Permits

241,845

185,000

212,379

200,000

Plumbing Permits

146,290

135,000

155,627

145,000

Zoning Permits

81,905

80,000

77,279

80,000

Mechanical Permits

89,360

90,000

83,595

90,000

Cert. of Occupancy Fees

27,700

30,000

25,561

30,000

Local TABC Fee

9,065

15,000

17,665

15,000

Billboard Registration

18,190

17,595

Sign Permits

36,729

60,000

50,992

50,000

Contractor License

32,800

50,000

51,080

40,000

TOTAL RATE

CERTIFIED VALUES

2014-2015

0.2200000

7,191,673,279

2015-2016

0.2200000

7,519,723,382

4.56%

2016-2017

0.2300000

7,807,290,136

3.82%

2017-2018

0.2400000

8,117,880,826

3.98%

2018-2019

0.2444520

8,675,367,458

6.87%

Platting Fees

2019-2020

0.2599000

9,064,015,823

4.48%

Miscellaneous Income

2020-2021

0.2590000

9,397,648,602

3.68%

Contractor Testing Fees

2021-2022

0.2699000

9,770,807,914

3.97%

Historic Preservation

2022-2023

0.2618500

10,948,828,831

12.06%

Subdivision Plan Review

2023-2024

0.2479200

12,191,671,766

11.35%

TOTAL REVENUES

House Moving Permits Permit Fee - Clearing Interest Earnings Copying/Printing Fees

20,215

10,000

95,995

20,000

97,931

80,000

74,413

80,000

385,304

250,000

220,706

250,000

50,000

60,000

46,000

60,000

3,281,154

2,679,350

2,876,351

2,877,417

Franchises

Fines and Penalties

Hotel/Motel Tax

Franchise taxes are 12 percent of the total General Fund revenues for FY 2023-2024. Electric, gas and water franchises are based on usage and are influenced by the weather during the summer and winter months. The telephone franchise fees have slightly declined in recent years due to increases in the use of non-traditional phone services such as cellphones and VoIP. Cable franchise collections provide a consistent source of franchise revenue.

Fees and fines are 4 percent of the total General Fund. The City has historically reviewed the revenue collections for major categories and used these values to make future projections. Fines and Penalties is one such category. A more effective and publicized warrant sweep program has been in place for many years. The court has installed license plate recognition software in the marshal’s unit to help with the warrant process. A continued effort is being made to increase collections within the court and to encourage payment of fines.

Revenues in the Hotel/Motel Tax Fund are projected to increase 8 percent over FY 2022-2023 projections. This increase is based on the collection of the seven percent occupancy tax as well as an additional two percent occupancy tax to be used for new or expanded visitor facilities which was approved by the State legislature in June 2011. Tyler continues to see the addition of new hotels and renovations of hotels within the city limits. Collections are expected to increase as the economy improves. Expenditures to outside agencies also increased by 8% primarily attributed to Tyler Convention and Visitors Bureau to help promote and advertise visiting the City of Tyler.

Tourism and Convention Fund Revenues in the Tourism and Conventions Fund are projected to remain relatively constant. Revenue for rentals and concessions are projected using trend analysis.

budget summary – all funds

major revenue sources

Development Services

major revenue sources cont.

Transit System Fund

The Housing Assistance Payments Program (HAPP), Section 8, is one of the largest sources of grant funding for the City of Tyler. The program shows a similar budget in FY 2023-2024 compared to the prior fiscal year. This program provides housing assistance for low-income families. The Tyler program continues to seek additional funding opportunities such as the Family Self-Sufficiency Program, Tenant Protection Program, and the VASH Program.

Tyler Transit is a fixed-route public transportation system provided by the City of Tyler to its residents. The system is managed by the City of Tyler. Six routes are currently in place with buses operating five days a week. The transportation system also provides paratransit services for scheduled service utilizing a contractor. Funding for this service is provided through transit fares, matching funds from the City of Tyler, grant funding from the Federal Transportation Administration and the Texas Department of Transportation.

State and Federal Grant Fund

General Debt Service Fund

All state and federal grants are budgeted based on the amount awarded by the outside agency. The major grants awarded in the following fiscal year include the Metropolitan Planning Organization (MPO) Planning Grant and the Transportation Authority (TSA) Grant. All grants in this fund are reimbursement type grants.

The City no longer supports any tax-supported debt.

As indicated by the chart below, Airport Operating revenues for FY 2023-2024 are projected at $1,043,295, which is a increase from the FY 2022-2023 budget. The major source of revenue for the Airport Operating Fund is the long-term parking and car-leasing rental. Other large sources of revenue include airline facilities rental and hangar leases. Both revenues are calculated using a similar trend analysis. The airport opened a new wash bay facility for the rental car companies in FY 2013-2014. This has helped to add additional revenue. Transfers from the customer facility fund will provide funds for debt service. ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

USE OF MONEY AND PROPERTY

As indicated by the chart below, Utility Fund revenues for FY 2023-2024 are projected at $55,715,475, which is an increase over the FY 2022-2023 budget of $51,251,413. The major sources of revenue for the Utilities Fund are the Water and Sewer charges. Both revenues are determined through rate studies; a recently completed rate study indicated a need for increased water and sewer rates to be phased in over several fiscal years. In FY 2023-2024, there were no increases to water or sewer base rates. The City of Tyler is moving from a declining rate structure for water and sewer rates to a uniform volumetric rate. This will be phased in over a five-year period with the water and sewer rates being uniform in Year 5. ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

REVENUES Use of Money and Property

178,375

142,867

438,190

407,604

Charges for Current Services

46,232,498

51,058,796

50,359,530

55,256,380

46,316

49,750

52,419

51,491

46,457,189

51,251,413

50,850,139

55,715,475

TOTAL REVENUES

The Utilities Debt Service Fund accumulates funds for the semiannual principal and interest payments on all Utility revenue debt. Revenue bond debt as of Oct. 1, 2023 will total $121,040,002. The current debt service requirement for revenue debt is $10,157,513 including interest. The City continues to evaluate capital projects to determine funding sources on a yearly basis.

Airport Operating Fund

Utilities Fund

Miscellaneous Income

Utilities Debt Service Fund

Airline Facilities Rental

45,000

Airport Long-Term Parking

387,196

360,000

413,726

385,000

Interest Earnings

4,475

3,000

17,709

4,000

Landing Fees

41,556

45,000

39,826

40,022

Restaurant Concessions

11,729

9,500

9,983

9,500

FAA Building Rental

55,590

55,806

52,311

59,005

Car Leasing Rental

317,307

290,000

316,971

300,000

Agricultural Lease

2,110

1,693

Hangar Land Lease

111,931

129,791

126,609

151,363

HAMM

15,000

Common Use Fees

14,572

15,000

15,408

15,212

Wash Bay Fees

13,446

11,500

12,749

11,500

Non-Aviation Land Lease

4,299

5,527

14,859

6,000

TOTAL USE OF MONEY AND PROPERTY

1,024,211

986,817

1,081,844

1,043,295

budget summary – all funds

Housing Assistance Payments Fund

cont.

Solid Waste Fund The Solid Waste Fund provides for the administration, operation and maintenance of the City’s solid waste system that includes collection, recycling and litter control. Revenues for FY 2023-2024 are projected at $18,640,422, which increased over the FY 2022-2023 budget of $17,276,578. The major sources of revenue for the Solid Waste fund include the residential, commercial, and roll-off charges for services. The increase in revenues is derived from an increase in the base collection rate for both residential and commercial customers based on an annual review of CPI. ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Rent - Miscellaneous

$2,061

$6,084

$4,444

$3,655

Interest Earnings

3,295

2,281

21,319

14,204

TOTAL USE OF MONEY AND PROPERTY

5,356

8,365

25,763

17,859

USE OF MONEY AND PROPERTY

budget summary – all funds

CHARGES FOR CURRENT SERVICES

Positions Summary all funds Fiscal Year 2023-2024 Full-Time Positions City Manager

8,323,908

8,961,000

8,925,672

9,678,910

Commercial Fees

4,587,656

4,803,359

4,738,533

5,150,250

Roll-Off Collection Fees

1,718,238

1,717,905

1,747,302

1,928,410

TOTAL CHARGES FOR CURRENT SERVICES

14,629,802

15,482,264

15,411,507

16,757,570

Recycle Sales

108,876

128,140

81,843

83,259

TOTAL RECYCLE SALES

108,876

128,140

81,843

83,259

RECYCLE SALES

Landfill Royalty Fee

793,972

793,761

848,420

885,900

Miscellaneous Income

890,650

864,048

1,188,466

895,834

Landfill Tipping Fee

1,684,622

$16,428,656

1,657,809

$17,276,578

2,036,886

$17,555,999

1,781,734

$18,640,422

Storm Water Fund The Storm Water Fund is responsible for the maintenance, management, and regulatory compliance of the storm water system. This revenue is collected as a percentage of water charges and is restricted for use for storm drainage improvements. The revenue remained the same at 7% for FY 2023-2024.

Communications

Engineering

Finance

9.75

Fire Department Human Resources Animal Services Legal Library Municipal Court Municipal Security Municipal Partners for Youth Court Special Fee Parks and Recreation Parks and Recreation - Indoor Recreation

164 6.6 15 8 18 15 3 4 2 17.3 7

164 7 15 8 18 15 3 4 2 17.3 8

166 8 15 8 18 15 3 4 2 17.3 8

168 8 15 8 18 15 3 4 2 17.3 8

173 8 15 8 18 15 3 4 2 17.3 8

1 1 0 4 242 28 10 572.65

1 1 0 6 242 28 10 576.05

1 1 0 6 244 28 10 581.05

1 1 0 6 244 28 10 583.05

1 2 0 6 244 28 10 589.05

Parks and Recreation - Outdoor Recreation Police Department - Auto Theft Task Force Police Department - DEA Task Force Police Department - COPPS Grant Police Department - Operations Street Traffic Engineering GENERAL SERVICES TOTAL Full-Time Positions

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

DEVELOPMENT SERVICES Building Inspections

MISCELLANEOUS INCOME

TOTAL REVENUES

Parks and Recreation - Median Maint.

Residential Sanitation Fees

TOTAL MISCELLANEOUS INCOME

2019-2020 2020-2021 2021-2022 2022-2023 2023-2024

GENERAL SERVICES

Planning and Zoning

DEVELOPMENT SERVICES TOTAL

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Lake Tyler

Storm Water Management

Wastewater Collection

Wastewater Treatment

Water Administration Water Purchasing Water GIS Water Business Office Water Consent Decree Water Distribution Water Plant TOTAL

8 3 9 19 0 30 27 177

8 3 9 19 0 32 27 179

8 3 9 19 0 33 27 181

Full-Time Positions UTILITIES FUND

budget summary – all funds

major revenue sources

Positions Summary all funds

Fiscal Year 2023-2024

cont.

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Solid Waste Administration

Solid Waste Code Enforcement

Solid Waste Commercial

SOLID WASTE FUND

Solid Waste Residential TOTAL

30 65

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

11 11

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Community Development

2.6

2.7

Fleet Maintenance

FSS Homeownership

0.3 11.1 0 1 2

0.2 11.1 0 2 2

1.4

0 0 13 4.4 4 5.3 7 25.25 97.35

0 0 13 4.4 4 5.3 7 27.25 100.95

0 0 14 4.4 4 5.3 7 27.25 101.95

0 0 14 4.4 4 7.3 7 29.25 105.95

0 0 14 4.4 4 10.3 7 29.25 108.95

943

952

958

964

975

AIRPORT FUND Airport AIRPORT FUND TOTAL Full-Time Positions

budget summary – all funds 68

HOME Housing MPO Productivity Property and Facility Management Property, Liability, Disability and Workers’ Compensation Employee Benefits Retiree Benefits Technology Services Tourism - Main Street Tourism - Rose Garden Center Tourism - Visitors’ Facility Tourism - Rose Garden Maintenance Transit OTHER FUNDS TOTAL TOTAL FULL-TIME POSITIONS

2020-2021

2021-2022

Library Parks and Recreation Indoor Recreation Parks and Recreation Outdoor Recreation Police Department - Operations

Traffic Engineering GENERAL SERVICES TOTAL

2 21

2 20

2 21

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1 1

Part-Time Positions

OTHER FUNDS Cemeteries

2019-2020

2022-2023 2023-2024

GENERAL SERVICES

Solid Waste Keep Tyler Beautiful

Full-Time Positions

Part-Time Positions

SOLID WASTE FUND Solid Waste Keep Tyler Beautiful TOTAL Part-Time Positions

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

OTHER FUNDS Property, Liability, Disability and Workers’ Compensation Tourism - Visitors’ Facility

Technology Services

OTHER FUNDS TOTAL

TOTAL PART-TIME POSITIONS

Substitute/Temporary Positions

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

GENERAL SERVICES Library Parks and Recreation - Outdoor Recreation Traffic Engineering

GENERAL SERVICES TOTAL

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Tourism - Visitors’ Facility

Transit

OTHER FUNDS TOTAL

TOTAL SUBSTITUTE/ TEMPORARY POSITIONS

Part-Time Positions OTHER FUNDS

budget summary – all funds

Full-Time Positions

general fund

Statement of Revenues

general fund (101)

Fiscal Year 2023-2024

Statement of Revenues, Expenditures, and Changes in Working Capital

Current

PROJECTED 2022-2023

BUDGET 2023-2024

$24,858,557

$26,914,322

$26,911,209

$28,204,129

Delinquent

113,803

138,693

152,641

144,485

Penalty and Interest

183,872

170,250

215,108

186,154

25,156,232

27,223,265

27,278,958

28,534,768

2021-2022

2022-2023

2023-2024

Unreserved Fund Balance

$4,720,172

$6,077,310

$4,453,969

Operating Reserve

10,642,464

11,373,315

12,281,655

BEGINNING FUND BALANCE / WORKING CAPITAL

FRANCHISES

15,362,636

17,450,625

16,735,624

Power and Light

4,604,452

4,505,044

4,624,264

Natural Gas

1,033,662

1,047,933

1,012,809

1,047,933

Telephone

534,038

599,852

530,205

530,371

Cable Television

1,104,500

1,115,349

1,032,823

1,056,760

Commercial Waste Hauler

1,077,509

1,096,561

1,179,650

1,161,374

Water and Sewer Franchise

2,602,217

2,840,019

2,709,981

3,041,177

10,956,378

11,204,758

11,089,732

11,461,879

REVENUES Property Taxes

25,156,232

27,223,265

27,278,958

28,534,768

Franchises

10,956,378

11,204,758

11,089,732

11,461,879

Sales & Use Taxes

38,539,585

39,568,835

40,983,389

42,185,725

Licenses & Permits

486,778

503,513

464,333

493,739

Fines & Penalties

4,150,874

3,961,000

3,962,859

4,153,000

321,501

230,480

1,367,312

1,281,985

Current Services

2,569,703

2,817,593

2,577,902

2,820,013

Other Agencies

690,704

1,268,882

768,588

1,114,808

Miscellaneous

763,970

693,276

738,506

736,276

83,635,725

87,471,602

89,231,579

92,782,193

General Government

8,040,408

9,052,036

8,542,281

8,629,445

Police

30,885,455

33,622,048

33,169,661

35,963,380

412,092

525,286

483,291

467,657

20,546,198

23,145,373

22,851,246

24,614,100

483,928

Public Services

7,666,249

8,712,684

8,178,296

8,939,859

Parks and Recreation

4,421,053

4,528,834

4,520,925

5,116,923

Library

1,854,824

2,014,641

1,906,990

2,157,041

Municipal Court

1,995,818

2,383,101

2,225,009

2,419,262

75,822,097

84,467,931

81,877,699

88,791,595

Use of Money & Property

TOTAL REVENUES EXPENDITURES

Police Grants Fire Fire Grants

TOTAL EXPENDITURES

TOTAL PROPERTY TAXES

TOTAL FRANCHISES SALES AND USE TAXES

37,874,791

38,919,609

40,288,539

41,497,196

Mixed Drink Taxes

Sales Taxes

624,295

602,911

656,849

648,529

Bingo Taxes

40,499

46,315

38,001

40,000

38,539,585

39,568,835

40,983,389

42,185,725

Parking Meters

145,739

140,513

121,747

145,739

Wrecker Permits

5,749

4,000

4,515

4,250

Burglar Alarms

335,290

359,000

338,071

340,000

3,750

486,778

503,513

464,333

493,739

2,059,296

2,000,000

2,034,147

2,060,000

Tax Fees

147,753

140,000

141,264

148,000

Arrest Fees

104,558

100,000

106,604

105,000

Administrative Fees

111,907

102,000

77,425

91,000

Warrant Fees

209,047

200,000

214,682

215,000

Child Safety

128,810

100,000

103,350

129,000

44,650

40,000

51,048

50,000

TOTAL SALES AND USE TAXES LICENSES AND PERMITS

ROW Permits TOTAL LICENSES AND PERMITS FINES & PENALTIES Moving Violations

Transfer In

Fair Plaza Fund (240)

(Transfer Out)

(5,725,639)

(3,401,167)

(8,068,881)

(3,986,493)

General Capital Projects (102)

(2,582,000)

(70,000)

(570,000)

(70,000)

Quality Street Commitment Fund (103)

(1,953,408)

(1,829,862)

(1,829,864)

(2,045,688)

Cemetery (204)

(200,000)

(300,000)

(325,000)

Fair Plaza Fund (240)

(38,926)

Time Payment Fees

(400,000)

(717,713)

(744,500)

Property Facility (663)

(401,305)

(101,305)

(101,304)

(101,305)

Special Court Fees

974,356

900,000

879,157

975,000

Productivity Fund (639)

(250,000)

Collection Firm Fees

282,903

280,000

275,199

280,000

Technology Admin (671)

(300,000)

(450,000)

(1,300,000)

(450,000)

Court Fee - Clearing

(1,892)

334

(3,000,000)

6,077,310

4,382,939

4,453,969

Transit (286)

Rainy Day Fund (235) Unreserved Fund Balance Operating Reserve ENDING FUND BALANCE / WORKING CAPITAL

Teen Court Fines Miscellaneous Court

8,091

9,000

9,028

9,000

general fund

AMENDED BUDGET 2022-2023

PROPERTY TAXES

Fiscal Year 2023-2024 ACTUALS AMENDED BUDGET PROJECTED BUDGET

ACTUALS 2021-2022

4,150,874

3,961,000

3,962,859

4,153,000

Omnibase Program

18,511

23,000

26,917

27,000

Parking Fines

51,856

55,000

37,183

52,000

3,420,990

Scofflaw

11,018

12,000

6,511

12,000

Animal Fines

11,373,315

12,670,190

12,281,655

13,318,739

$17,450,625

$17,053,129

$16,735,624

$16,739,729

TOTAL FINES AND PENALTIES USE OF MONEY AND PROPERTY

Special Court Fees

974,356

900,000

879,157

975,000

Tournament Fees

8,500

Collection Firm Fees

282,903

280,000

275,199

280,000

Other Sports Fees

5,655

5,500

Court Fee - Clearing

(1,892)

334

Field Maintenance

82,355

75,000

79,851

114,150

Recreation Classes/Events

44,029

50,000

61,381

50,000

general fund (101) cont. Omnibase Program

18,511

23,000

26,917

27,000

Parking Fines

51,856

55,000

37,183

52,000

Animal Adoption Fees

30,616

35,000

20,015

30,000

Scofflaw

11,018

12,000

6,511

12,000

Animal Shelter Fees

18,202

15,000

12,243

18,000

9,028

9,000

267,128

155,000

Animal Fines 8,091 Statement of Revenues cont.9,000 4,150,874

3,961,000

3,962,859

4,153,000

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

2,577,902

2,820,013

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

24,174

30,000

25,434

35,000

State Government

19,917

20,000

35,017

21,000

Senior Citizen Rental

2,940

5,000

5,310

5,000

Income from Restitution

45,617

35,000

31,608

38,825

Auto Theft Task Force

117,055

124,681

62,702

126,000

2,500

School Crossing Guards

271,748

258,342

281,334

769

1,500

900

1,500

Comprehensive Traffic

46,890

64,000

77,081

47,500

4,290

6,480

4,000

11,160

County Haz-Mat Service

2,500

6,000

6,250

6,000

Interest Earnings

243,711

150,000

1,300,000

1,188,000

SHSP PD Grant

44,685

TOTAL USE OF MONEY & PROPERTY

321,501

230,480

1,367,312

1,281,985

Fire TCLEOSE Allocation

1,000

Glass Rec Concessions Fair Plaza Non-Tenant Parking

CURRENT SERVICES

general fund

2,817,593

Miscellaneous Rent Ballfield Concessions

2,569,703

OTHER AGENCIES

USE OF MONEY AND PROPERTY Glass Center Rental

TOTAL CURRENT SERVICES Fiscal Year 2023-2024

Swimming Pool

17,068

9,500

19,950

20,000

Fire Inspection

49,405

104,000

45,104

109,000

Lot Mowing

49,318

61,138

45,000

61,138

Glass Membership

63,251

50,000

43,055

65,000

State JAG Allocation

18,000

27,500

47,117

COPS Grant

81,976

90,342

18,828

Federal JAG Allocation

33,182

25,000

33,765

37,416

BJA Cares Grant

99,436

Police Safety OOG

94,725

AFG Grant

82,864

SAFER Grant

483,928

Coronavirus Relief Funds

690,704

1,268,882

768,588

1,114,808

Copying Fees

15,479

20,000

17,928

15,000

Utility Cuts

132,000

Library Non Resident Fees

24,658

22,222

22,064

22,222

Library Lost Books

3,015

2,400

3,319

2,400

Library Fines

21,473

32,200

18,453

32,200

MISCELLANEOUS

Non-Resident Internet Use

1,640

4,000

1,506

4,000

Miscellaneous

230,077

163,276

233,902

203,276

Open Records

23,536

33,000

26,251

24,700

Unclaimed Property Revenue

29,928

15,000

15,539

20,000

Return Checks

200

525

Sale of Equipment

1,000

500

6,642

489,996

500,000

474,944

500,000

TOTAL OTHER AGENCIES

Overhead Reimbursement - Fund 219

47,566

47,568

48,993

Half-Cent Administration Costs

175,000

183,750

183,752

189,263

Overhead Reimbursement - Fund 502

1,332,641

1,399,273

1,399,272

1,441,250

Junk Vehicle Revenue

Overhead Reimbursement - Fund 560

246,747

259,084

129,542

266,857

Methane Gas Sales

Softball Fees

2,520

2,240

Funeral Escorts

13,700

14,000

6,915

12,500

Basketball Fees

6,300

TOTAL MISCELLANEOUS

763,970

693,276

738,506

736,276

Volleyball Fees

2,005

4,800

Tournament Fees

8,500

$83,635,725

$87,471,602

$89,231,579

$92,782,193

Other Sports Fees

5,655

5,500

Field Maintenance

82,355

75,000

79,851

114,150

Recreation Classes/Events

44,029

50,000

61,381

50,000

Animal Adoption Fees

30,616

35,000

20,015

30,000

Animal Shelter Fees

18,202

15,000

12,243

18,000

Fire Cost Recovery Fees

191,649

266,300

267,128

155,000

2,569,703

2,817,593

2,577,902

2,820,013

19,917

20,000

35,017

21,000

Auto Theft Task Force

117,055

124,681

62,702

126,000

School Crossing Guards

271,748

258,342

281,334

Comprehensive Traffic

46,890

64,000

77,081

47,500

TOTAL CURRENT SERVICES OTHER AGENCIES State Government Income from Restitution

TOTAL GENERAL FUND REVENUES

general fund

TOTAL FINES AND PENALTIES

Fiscal Year 2023-2024

Fire Cost Recovery Fees 191,649 266,300 Statement of Revenues cont.

general fund (101) cont. Statement of Expenditures Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

General Government

$904,854

$905,762

$876,498

$1,059,506

Outside Agencies

362,943

282,943

GF Non-Dept Exp

3,019,172

3,366,078

3,162,462

2,680,227

GENERAL GOVERNMENT

Innovation and Economic Development

7,826

8,481

8,497

9,994

Finance

1,484,119

1,677,704

1,654,218

1,877,843

Legal

1,202,787

1,473,172

1,246,928

1,390,525

Communications

546,122

609,567

615,078

649,848

Human Resources

512,585

648,329

615,657

678,559

8,040,408

9,052,036

8,542,281

8,629,445

30,885,455

33,622,048

33,169,661

35,963,380

18,847

27,500

27,501

47,117

Police OOG

94,725

Federal JAG

34,405

34,000

33,765

37,416

COPS Grant

189,724

191,521

169,769

197,533

Auto Theft Task Force

149,199

157,540

156,427

165,591

L.E. Education Grant

19,917

20,000

1,104

20,000

20,546,198

23,145,373

22,851,246

24,614,100

483,928

TOTAL GENERAL GOVERNMENT PUBLIC SAFETY Police Services State JAG

Fire Services Fire SAFER Grant TOTAL PUBLIC SAFETY

51,843,745

57,776,635

56,504,198

61,529,065

PUBLIC SERVICES Engineering Services

645,784

877,723

775,112

780,185

Streets

3,240,038

3,570,271

3,307,685

3,664,581

Traffic Operations

2,534,465

2,736,864

2,662,427

2,898,305

Parking Garage

30,318

27,520

23,400

28,520

Animal Services TOTAL PUBLIC SERVICES

1,215,644 7,666,249

1,500,306 8,712,684

1,409,672 8,178,296

1,568,268 8,939,859

2,979,917

3,129,910

3,133,062

3,472,952

Indoor Recreation

740,839

642,030

659,873

796,795

Outdoor Recreation

213,228

281,921

305,061

360,213

Median Maint/Aborist

487,069

474,973

422,929

486,963

TOTAL PARKS & RECREATION

4,421,053

4,528,834

4,520,925

5,116,923

Library

1,854,824

2,014,641

1,906,990

2,157,041

Municipal Court

1,995,818

2,383,101

2,225,009

2,419,262

$75,822,097

$84,467,931

$81,877,699

$88,791,595

TOTAL GENERAL FUND EXPENDITURES

general fund

PARKS & RECREATION Administration

city manager’s office

Service Point Expenditures – Non-Department Expenses FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

2,101,938

1,901,938

Supplies and Services

167,408

408,240

408,000

98,000

s the “nerve center” for the City of Tyler, the City Manager’s Office provides managerial oversight for daily operations and leadership management across all departments to sustain competitive improvements in both the quality and cost of all services delivered by the City of Tyler. This office is also responsible for internal auditing. City Manager Edward Broussard brings more than 20 years of managerial and leadership experience to Tyler’s government. He provides daily guidance to key leaders and department leaders in order to effectively ensure implementation of the best business practices and prudent use of taxpayer funds.

Sundry

624,826

855,900

652,524

680,289

Utilities

Maintenance

Capital Outlay

25,000

2,919,172

3,366,078

3,162,462

2,680,227

Service Point ExpenditureS – General Government

Service Point Expenditures – Innovation & Economic Development

FY 2021-20212 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

189,974

Supplies and Services

302,566

Sundry

3,400

3,717

4,149

1,606

1,584

1,600

1,584

FY 2021-20212 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

558,529

457,742

485,961

460,628

Supplies and Services

182,769

239,678

218,968

Sundry

72,405

108,060

77,811

Utilities

67,533

73,650

67,126

70,650

Utilities

Maintenance

23,618

26,632

35,688

Maintenance

2,820

3,180

4,261

Capital Outlay

904,854

905,762

876,498

1,059,506

7,826

8,481

8,497

9,994

general fund

Service Point Expenditures – Outside Agencies

Service Point EMPLOYEES – City Manager’s Office

FY 2021-20212 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

362,943

282,943

Utilities

Maintenance

Capital Outlay

362,943

282,943

TOTAL

REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

City Manager

15) Executive Assistant

TOTAL DEPARTMENT

general fund

TOTAL

Finance services

he Finance Department provides several critical support services including general accounting, processing all payments to vendors, debt service management, banking and investments, grant accounting, maintaining fixed asset records, and processing payroll.

REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

6) Chief Financial Officer

• Liaison to underwriters, investors, trustees, and other parties in the sale of bonds;

8 & 9 & 15) Accounting Manager

14) Controller

• Processing and disbursement of payroll and related liabilities; and

4) & 5) & 7) & 8) & 9) & 10) Accountant

1.75

3) Accounting Technician

13) Senior Accounting Technician

Payroll Technician

Accounts Payable Manager

• Benefit analysis and administration.

Areas of service include:

Accomplishments for 2022-2023

• Processing and disbursement of all payments;

• Achieving 37th consecutive Certificate of Achievement for Excellence in Finance from the Government Finance Officers Association of the United States and Canada

• Managing all investments; • Monitoring and recording all revenues; • Preparing and publishing financial reports;

• Achieving 17th consecutive Distinguished Budget Presentation Award from the Government Finance Officers Association of the United States and Canada

• Developing and monitoring internal control processes;

Goals for fiscal year 2023-2024

• Providing assistance to internal and external auditors; • Managing bonded indebtedness;

• Review and implementation of all appropriate accounting standards

• Providing budget support to all departments;

• Retain AAA bond rating for GO debt and improve Utility System Revenue bond rating from AA to AAA

• Preparing and maintaining fixed assets records;

Service Point EMPLOYEES – FINANCE

Treasury Manager

0.75

TOTAL DEPARTMENT

9.75

Finance combined with City Clerk and Staff Services during FY 2006-2007 to form Administrative Services. These departments have split for FY 2008-2009.

5) A ccountant III downgraded to Accountant FY 2006-2007

11) O ne Accounting Tech reclassified to Payroll Technician FY 15-16

6) F Y 2007-2008 Title change to CFO * Accountant I dropped from Budget Book because it has not been authorized since FY 2003-2004

12) O ne Accountant reclassified to Treasury Manager FY 5-16; salary split 75% Finance 25% Transit FY 16/17

1) T itle change from Senior Staff Services Specialist to Senior Accounting Technician during FY 2007-2008 2) T itle change from Staff Services Specialist to Senior Benefit Specialist during FY 2007-2008 and transferred to Fund 661

7) R eclassified Financial Analyst to Accountant FY 11-12 8) D owngraded Accounting Manager to Accountant FY 11-12

3) U pgraded one Accounting Technician to Accounting Manager during FY 2006-2007

9) L aborer from Solid Waste Residential moved to Finance and reclassified to Accounting Manager during FY 13-14

4) D uring FY 2009-2010 Temporary downgraded one Accountant position to Part-time Accountant to be reviewed in one year

10) O ne accountant reclassified to Budget Officer during FY 13-14.

13) O ne Senior Accounting Technician reclassified to Accounting Technician FY 18-19 14) R eclassified Accounting Manager as Controller FY 2023-2024 15) R eclassified Accounts Payable Manager and Treasury Manager as Accounting Managers FY 2023-2024

10) O ne accountant added FY 15-16. One account position 25% paid by Transit FY 15-16

• Grant accounting and financial analysis;

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

893,101

1,003,293

1,015,499

1,102,791

Supplies and Services

176,739

250,167

206,414

256,392

Sundry

414,245

418,594

431,521

517,460

Utilities

200

Maintenance

5,450

750

1,000

Capital Outlay

1,484,119

1,677,704

1,654,218

1,877,843

TOTAL

general fund

Service Point Expenditures – FINANCE

t is the mission of the City Attorney’s Office to provide quality legal services to the City of Tyler so that it can govern lawfully and efficiently with the highest level of integrity so that it may serve the citizens of Tyler more effectively. Legal and City Clerk staff members provide support services, including the following:

Areas of service include:

general fund

• Document creation including policies, contracts, and code amendments; • City Code review and maintenance; • Prosecution of municipal issues;

FY 2023-2024 BUDGET APPROPRIATIONS

1,252,256

1,101,001

1,137,984

Supplies and Services

139,399

164,432

89,891

184,061

• Ongoing Cooperative Efforts for Improvements at Municipal Court

Sundry

56,503

55,385

55,384

67,381

Utilities

260

• Ongoing Cooperative Efforts with Smith County on Truancy Program

Maintenance

110

839

644

839

Capital Outlay

1,202,787

1,473,172

1,246,928

1,390,525

• Ordinance Amendment for Airport

• Assisted Planning with Ordinance Amendment for Chapter 10 Tyler Unified Development Code

• Document/Contract review;

FY 2022-2023 PROJECTED EXPENDITURES

1,006,767

• Oversee Municipal Court prosecution; and,

• Review of public information requests and subpoenas;

FY 2022-2023 BUDGET APPROPRIATIONS

Salaries and Benefits

• Assisted with multiple CIP, PID, 380

• Ensure compliance with State open meetings law;

FY 2021-2022 ACTUAL EXPENDITURES

• Service to Neighborhood Services during Transition Period

• Formal and informal legal opinions, including legal advice and counsel to Mayor, City Council, City Manager and City Departments;

• Attend City Board meetings.

Accomplishments for 2022-2023

Service Point Expenditures – LEGAL

• Assisted Parks with W.T. Brookshire Conference Center Process

GOALs for 2023-2024 • Ongoing Cooperative Efforts to update City Code • Manage a plethora of extensive PIA requests • Fund position for assistant City Clerk • TIRZ • Equip department with new hardware

• Defense and coordination of lawsuits;

• Software training (incode, SharePoint, and legaldesk)

• Permanent records management, preservation and storage; and

• City Clerk to complete Texas Municipal Clerks Certification Program

• Municipal/joint elections coordination

• All permanent records scanned into SharePoint

TOTAL

Service Point EMPLOYEES – LEGAL REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

City Attorney

City Clerk

Deputy City Attorney

3, 4, 5, 7, 8) Assistant City Attorney

Assistant to City Attorney

Legal/Risk/City Clerk Secretary

Senior Assistant City Attorney

TOTAL DEPARTMENT

1) T itle change from Risk Analyst to Legal Risk/City Clerk Secretary during FY 2008-2009 2) S upport Services Technician I moved to Risk Fund FY 2010-2011 3) A ssistant City Attorney moved from Risk Fund to Legal Fund for FY 11-12, 12-13

4) A ssistant City Attorney reclassified to Attorney of Counsel FY 12-13

7) A dded one Assistant City Attorney FY 15-16

5) A ttorney of Counsel reclassified to Assistant City Attorney during FY 13-14

8) O ne Assistant City Attorney reclassified to Senior Assistant City Attorney FY 19-20

6) L egal Secretary reclassified to Assistant City Attorney during FY 15-16

general fund

Legal services

Service Point Focus The Communications Department works with all City departments and the City Council to provide current information to citizens about services and programs to enhance transparency in local government. The Communications Department keeps Tyler residents informed by utilizing media placements, the City of Tyler website, City of Tyler Government Access Channel (Suddenlink-Channel 3), various social networking sites, printed and electronic publications, advertisements and grassroots communications by placing the Mayor, City Council and City staff at a myriad of speaking engagements throughout the City. The Communications Department is also responsible for: • Creating and implementing strategic communications plans; • Developing and implementing action plans to promote the City brand; • Submitting articles to local and statewide publications; • Training staff in other City departments to maintain digital content; • Maintaining and updating the programming for Tyler TV 3; • Distributing press releases to all local media outlets;

general fund

• Acting as a liaison between media outlets and City staff;

• Coordinating with Mayor, City Council Members and City staff to have a City presence at community events;

• Updating the City’s news site and social networking sites; • Producing and distributing an annual report to citizens of Tyler; • Planning and marketing special events; • Approving and editing City publications for all departments;

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

459,533

485,387

490,405

514,098

Supplies and Services

57,763

96,632

96,584

102,866

Sundry

28,677

27,283

27,284

32,584

Utilities

Maintenance

148

250

805

300

Capital Outlay

546,122

609,567

615,078

649,848

TOTAL

• Writing and distributing digital publications;

Service Point EMPLOYEES – COMMUNICATIONS

• Providing media training to City employees;

REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

• Producing the annual State of the City event; and

14, 19) Communications Manager

19, 21) Director of Marketing and Communications

20) Downtown Operations Coordinator

2, 18) SR Marketing/PR Specialist

22) Public Safety Public Information Officer

23) Public Works Public Information Officer

• Award writing for large City projects and initiatives.

Awards The Department received the 2023 Texas Municipal League Excellence Award in Communications Programs for the implementation of a city-wide editorial process. The Department received one 2023 Platinum MarCom Award for the 2023 State of the City video under the Government Video category. The Department received two 2023 Gold MarCom Awards for the Discover Downtown Tyler video and Tyler’s First Police Academy Documentary. The Department received an Honorable Mention on the 2023 MarCom awards for the 2023 Tyler Film Festival Commercial under the Video Promotion category.

16) Multi-Media Specialist

TOTAL REGULAR FULL-TIME

1) Communications Director position transferred from City Manager for FY 2008-2009 with 7% paid by Stormwater

9) Communications Director title change to Director of External Relations Organization Development FY 2010-2011

2) Marketing/PR Specialist position transferred from City Manager for FY 2008-2009

10) D irector of External Relations Org Dev. Title change to Managing Director of External Relations FY 2011-2012

3) Capital Projects Coordinator Position Transferred From Engineering Department during FY 2008-2009 4) Capital Project Coordinator position transferred from Engineering to Communications and title change from Capital Project Coordinator to Lean Sigma Master Black Belt during FY 2008-2009

11) M anaging Director of External Relations downgraded to Senior Public Relations Specialist FY 12-13 12) A ssistant City Manager position 10% paid by Tourism-Visitors facility FY 2015-2016

17) L iberty Hall Manager reclassified to Downtown Operations Coordinator FY 16/17 18) S R Marketing/PR Specialist remaining frozen FY 17/18 19) C ommunications Manager reclassified to Director of Marketing and Communications FY 17/18 salary split 93% Communication, 7% Stormwater salary split changed 47% Communications, 7% Stormwater, 46% Liberty Hall

13) Added one Unpaid Intern FY 15-16

20) Downtown Operations Coordinator reclassified/transferred to Liberty Hall Operations Coordinator FY 18/19

14) O ne SR Public Relations Specialist/ Grantwriter reclassified to Communications Manager FY 16-17

21) D irector of Marketing and Communications salary no longer split 100% Communications FY 19-20

7) Graphics Technician Frozen for FY 2010-2011

15) O ne IT Specialist II reclassified from IT and added as IT Specialist/Channel 3 Tech added FY 15-16

22) P ublic Safety Public Information Officer transferred to Communications from Productivity/Grants 75% & PD 25% FY 19-20

8) Part-time Graphics Technician position eliminated during FY 2011-2012

16) O ne IT Specialist/Channel 3 Tech reclassified to Multi-Media Specialist FY 16-17

23) P ublic Works Public Information Officer reclassified from Senior Secretary & transferred from PD FY 18-19

5) Lean Sigma Black Belt position transferred to Productivity Fund for FY 2009-2010 6) Graphics Technician position transferred from Library FY 2010-2011

general fund

communications services

Service Point Expenditures – COMMUNICATIONS

human resources services

he Human Resources Department supports the needs of the City by proposing, implementing and administering City policies and programs that support the City’s staffing and employment-related needs. The goal of the Human Resources department is to ensure each employee is employed in a work environment that treats them fairly and equally, without regard to race, sex, and/or religion, while abiding by all guidelines and laws. The department is responsible for:

Service Point EMPLOYEES – HUMAN RESOURCES REGULAR FULL-TIME POSITIONS

• Employee Relations; • Ensuring compliance with employment laws and regulations; • Position Control; • Ensuring compliance with all Department of Transportation regulations with regard to CDL; • Employees; • Risk Management; and

• New Employee Orientation; • Civil Service and non-Civil Service human resource administration;

2021-2022

2022-2023

2023-2024

0.60

Director of Organizational Development

2) Human Resources Manager

10, 17) Human Resources Representative

11) Human Resources Generalist

16) Human Resources Technician

12) Receptionist/Greeter

9) Volunteer Coordinator

15), 19) Benefits Coordinator

6.60

7.00

8.00

TOTAL REGULAR FULL-TIME Human Resources combined with City Clerk and Finance during FY 2006-2007 to form Administrative Services. These departments have split for FY 2008-2009.

• Volunteer Tyler.

*This department was formerly known as Staff Services.

Service Point Expenditures – human resources

1) 75% moved from CMO for Human Resources Director for FY 2010-2011 2 & 3) S taff Services Director title changed to Human Resources Manager during FY 2007-2008

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

439,251

557,942

524,372

569,787

Supplies and Services

23,297

37,419

38,318

42,536

Sundry

49,952

52,843

52,842

66,110

Utilities

125

126

Maintenance

Capital Outlay

512,585

648,329

615,657

678,559

3) Title changed to Human Resources Representative during FY 2007-2008 and transferred from Fund 761 (Retiree Benefits) for FY 2008-2009 4) Part-time Human Resources Representative reclassified as full-time Human Resources Representative during FY 2008-2009

7) S enior Clerk position moved to IT to create Advanced IT Technician III FY 2011-2012 for Launch of Share Point

14) S enior Benefit Specialist in Finance reclassified to HR/Risk Specialist in HR for FY 12-13 15) H R/Risk Specialist reclassified to Benefits Coordinator during FY 13-14

8) C lerical Specialist moved from Productivity fund to Human Resources FY 2011-2012

16) R eceptionist/Greeter reclassified to HR Technician FY 17-18

9) Volunteer Coordinator moved from Police General Fund to HR FY 2010-2011

17) T hree HR Representatives reclassified to HR Generalists FY 17-18

10 & 11) HR Representative reclassified to HR Generalist FY 2011-2012

18) Managing Director of Administrative Services reclassified to Director of Organizational Development FY 20-21 salary split 60% HR & 40% Risk salary no longer split, paid 100% by Human Resources/OD dept. FY 20-21

12) S enior Clerk downgraded to Receptionist/ Greeter FY 2011-2012 13) D irector of Human Resources renamed to Managing Director Of Administration in FY 11-12

19) A dded Benefits Coordinator Position FY 21-22

13) Managing Director of Administration 40% paid by Risk FY 15-16

general fund

5) T itle changed from Human Resources Manager to Civil Service/Employment Relations Officer FY 2010-2011

6) S enior Clerk Position Frozen for FY 2010-2011

general fund

TOTAL

2020-2021

13,18) Managing Director of Administration

• Compensation, classification and leave of absence benefit administration;

• Recruitment;

2019-2020

he Police Department is responsible for improving the quality of life by providing professional police service through a community partnership. The Tyler Police Department is committed to excellence and has been Nationally Certified as an Accredited Law Enforcement Agency (since 1995). The Tyler Police Department provides services across 10 beats within the City through the following programs:

• Patrol operations, including motorcycle, bicycle, and canine units; • Criminal investigations and analysis; • Burglar alarm permitting; • Community response team; • Traffic operations; • SWAT team; • Gang Intervention Unit; • Property and evidence maintenance; • Communications; • Crisis negotiations; • Liaison to District Attorney’s office; • Pawn shop liaison; • Narcotics investigations; • Intelligence investigations; • Crime Stoppers investigations; • Crime scene processing;

general fund

• Internal affairs investigations; • Public Information/Citizens Police Academy;

• Law Enforcement Academy.

• Public Service Officer (PSO) Program; • Honor guard; • Polygraph services; • Fiscal and regulatory services; • Volunteers in Policing; and

Accomplishments for 2022-2023 • 13 officers hired and began Academy and/or street training • New Downtown Groundskeeper position implemented to assist with lawn costs and small projects for PD and other downtown city departments • Renegotiation of Training Agreement with local college for more equitable renumeration for law enforcement instructors provided to them • Obtained TCOLE police academy license (October 2022) • Addition to Training staff to facilitate increase in classes being offered • Continued facility renovations and upgrades • 711 W. Ferguson exterior painting, Property Unit remodel and expansion, landscaping upgrades • 621 W. Ferguson Academy training room, Crime Scene Unit lab upgrades, exterior/ interior security updates • 574 W. Cumberland interior painting, bathroom & landscaping upgrades • Purchase & installation of new Dispatch consoles • Renovation of Dispatch (new ceiling tiles, paint, furniture, floor tiles) • AXON Taser 7 delivery and implementation. Inventory, training and deployment of all 200 Tasers to TPD, City Marshals and Tyler Fire arson investigators (October ‘22 to Jan ‘23). ®

• AXON® body camera delivery and implementation. Reconfiguration of both armories to accommodate new docking stations. Inventory, training and deployment of 225 cameras/mounts to TPD, City Marshals and Tyler Fire arson investigators (October ‘22 to Jan ‘23).

• SWAT/Negotiations active shooter combo training (December 2022) • Implementation of new Prior Service Credit program for recruiting and retention of veteran officers

GOALS FOR 2023-2024 • Continued focus on new and innovative recruiting strategies to attract qualified applicants • Evaluation of new locations for recruiting • Expanded social media advertising for open positions

• Replacement of aging Patrol armory tracking system with new GigaTrak® system

• Maintain and expand current level of training provided to department personnel based on evaluation of prior year training calendars

• Successful equipment upfit of 13 Patrol vehicles from FY22, along with delivery of 2 replacement vehicles

• Continue improvements and repairs to facilities to provide quality services to employees and citizens

• 3,290 combined open records requests and regular records requests processed by Data Management personnel

• Implement new technology through coordination of new AXON® Fleet 3 in-car camera delivery and installation

• Grant funds and donated funds obtained to purchase a new LEICA 360 digital scanner for crime scene reconstruction/imaging

• Continue upgrades of equipment through purchase of additional GLOCK® handguns provided to new and existing personnel

• Applied for and awarded a $94,725 grant from Governor’s Office for purchase of 29 ballistic rifle shields (delivered in May 2023).

• Enhancement of community outreach programs through reactivation of updated Citizen’s Police Academy program

• Applied for and awarded a $47,117 grant from Governor’s Office (administered through ETCOG) for patrol in-car tablet computers

• Maintain focus on succession planning through new Patrol mentoring program implementation

• Leadership Retreat for supervisors (March 2023)

• Research and preparation to provide state-ofthe-art facility for future training needs

• Two civil service exams given, with another planned for late June ‘23

• Separate facility, constructed or remodeled in phases

• The armored vehicle was repainted, with new tires and additional tactical equipment installed (November ‘22)

• In-service training and Police Academy training

• Completed annual CALEA (accreditation) Agency Status Report in March ‘23. Ready for 1st year CSM review in May ‘23.

• Offices, classrooms, break room and locker rooms • Large interior workout/realistic scenario training area

• Purchase of necessary equipment for 2nd Forensic Analyst position • Purchase of additional GTAC A140 tablets for in-car use. • Continued Gun Range repairs/improvements • Replaced tables and chairs • Attempting to upgrade technology (cable internet) • Purchase of breaching training container (SWAT/Patrol/other)

general fund

police department

• Successful implementation of CAD autotagging feature of AXON® body cameras with Dispatch call status & case numbers (Jan to Feb ‘23).

Service Point Expenditures – COPS

cont.

Service Point Expenditures – police services FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

25,611,457

28,380,022

28,156,222

30,487,386

Supplies and Services

1,159,145

1,286,389

1,276,255

1,307,746

Sundry

1,807,723

1,838,449

1,838,380

2,103,114

Utilities

128,592

128,260

114,482

145,760

Maintenance

1,715,210

1,786,928

1,731,200

1,872,574

Capital Outlay

263,328

202,000

53,122

46,800 35,963,380

TOTAL

30,685,455

33,622,048

33,169,661

Service Point Expenditures – state jag FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay

18,847

27,500

27,501

47,117

TOTAL

18,847

27,500

27,501

47,117

general fund

Service Point Expenditures – federal jag

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay

34,405

34,000

33,765

37,416

TOTAL

34,405

34,000

33,765

37,416

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

189,724

191,521

169,769

197,533

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay

189,724

191,521

169,769

197,533

TOTAL

Service Point Expenditures – EAST Texas Auto Theft Task Force FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

124,703

131,400

132,095

138,451

Supplies and Services

24,496

26,140

24,332

27,140

Sundry

Utilities

Maintenance

Capital Outlay

149,199

157,540

156,427

165,591

TOTAL

Service Point Expenditures – Law Enforcement Edu Acc FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

19,917

20,000

1,104

20,000

Sundry

Utilities

Maintenance

Capital Outlay

19,917

20,000

1,104

20,000

TOTAL

Service Point EMPLOYEES – COPS Grant REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1) Police Officer (CS)

2) Police Recruit

TOTAL DEPARTMENT

(CS) - Indicates Civil Service Position 1) 4 positions added FY 2010-2011

2) Two new Police Recruit positions added FY 20-21

general fund

police department

FY 2021-2022 ACTUAL EXPENDITURES

cont.

Service Point EMPLOYEES – East Texas Auto Theft Task Force REGULAR FULL-TIME POSITIONS

Service Point EMPLOYEES – POLICE

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Police Officer (CS)

TOTAL DEPARTMENT

Service Point EMPLOYEES – POLICE

general fund 92

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Courier

TOTAL REGULAR PART-TIME

243

245

TOTAL DEPARTMENT

(CS) - Indicates Civil Service Position

REGULAR FULL-TIME POSITIONS

REGULAR PART-TIME POSITIONS

2019-2020

2020-2021

2021-2022

(CS) - Indicates Civil Service Position 1) T itle changed to City Volunteer Coordinator during FY 2009-2010

2022-2023

2023-2024

2) O ne additional position approved for FY 2008-2009

12) P osition converted to Assistant Police Chief during FY 2009-2010

25) O ne PST II frozen FY 17-18 - until further notice

13) T hree of the 21 positions authorized but not funded. These are overfill positions only.

26) One PSO frozen FY 17-18

14) V olunteer Coordinator moved to Human Resources FY 2010-2011

28) O ne PST I reclassified to PST II FY 18-19 (#11)

15) 1 Public Service Officer eliminated FY 2011-2012

29) O ne Sr PR Marketing Specialist/ Grantwriter transferred from Communications & reclassified to Public Safety Public Information Officer FY 18-19 salary split 75% Productivity 25% Police salary paid 100% by Communications FY 19-20

Police Chief

Assistant Police Chief (CS)

21) Police Lieutenant (CS)

2) Police Sergeant (CS)

3) & 18, 27, 35) Police Officer (CS)

155

157

Administrative Secretary

Burglar Alarm Coordinator

Crime/Traffic Analyst

Crimestopper Coordinator

8) T itle changed back to VIP Coordinator FY 2008-2009

Data Management Supervisor

4) & 11) & 16) & 17) Data Management Specialist

9) O ne position approved for FY 2007-2008 which was not in previous budget book

21) A dded 1 Lieutenant to offset Lieutenant working as full-time Lean Sigma Black Belt

10) P osition Eliminated During Budget Session for FY 2010-2011

22) I T Specialist I reclassified to Police Technology Specialist FY 12-13

Identification Technician

Property and Evidence Specialist

23) A dditional five (5) unbudgeted overfill PST II added FY 14-15, for a total of eight (8) unbudgeted overfill PST

33) Property and Evidence Supervisor

11) F rozen position was subtracted from the total authorized positions in the FY 2009-2010 budget book by mistake. Position was left but not funded FY 2009-2010

Police Services Coordinator

PS Communications Supervisor

13) & 19) & 20, 25, 28,31, 32, 34) PS Telecommunicator II

20) PST Administrator

15, 26) Public Service Officer

Secretary

31) Senior PS Telecommunicator II

6, 24, 30) Senior Secretary

22) Police Technology Specialist

29) Public Safety PIO

242

244

TOTAL REGULAR FULL-TIME

3) T wo additional positions approved for FY 2008-2009 4) O ne position transferred to Risk and title changed to Loss Control Technician during FY 2008-2009. One position transferred to Parks and Recreation, frozen for the FY 2009-2010 and 2010-2011

16) D ata Management Specialist I (#7) (marked as closed) Eliminated FY 2011-2012

5) T itle changed to Director of Volunteer Services during FY 2007-2008

17) 3 Data Management Specialists eliminated FY 2012-2013

6) T wo positions upgraded to Administrative Secretary during FY 2007-2008

18) 2 Motorcycle Officers added FY 2012-2013

7) O ne position upgraded to IT Specialist I during FY 2007-2008

19) P ST I converted to PST II and upgraded to pay class 209 in FY 2011-2012 20) 1 PST II upgraded to PST Administrator in FY 2011-2012

27) Two Police Officers added FY 18-19

30) O ne Senior Secretary reclassified to Public Works Public Information Officer and transferred to Communications FY 18-19 31) T wo (2) PST II’s upgraded to Senior PST II FY 18-19 32) T hree (3) PST II eliminated FY 18-19 to increase savings to support the PST II position salary increase during FY 18-19 33) O ne Property & Evidence Supervisor downgraded to Property & Evidence Specialist FY 18-19 34) O ne PST II reclassified to Senior PST II FY 19-20 35)Two Positions added FY 21-22

24) S enior Secretary remaining frozen FY 17-18 - until further notice

general fund

police department

fire department

• All teams acquired additional specialized equipment that will enhance their capabilities and provide for additional safety for team members and citizens alike.

• We have reached over 3,000 people, including children, students, and adults.

Service Point Focus

• Fully implemented the new Outdoor Burning Ordinance that allows for the clearing of land for predevelopment purposes.

• Of the 51 events, 29 were fire-safety talks at various requested locations through the City of Tyler. 19 were scheduled fire station tours. 2 were organized career fairs and 1 health fair.

The Tyler Fire Department became a full-time paid professional firefighting organization in 1908. Over the past 115 years, the department has grown to 10 fire stations serving more than 100,000 people, and an ISO rating of 2. The department is organized into Operations, Fire Prevention, Emergency Management, and Administrative Divisions that support the delivery of critical fire suppression services and emergency medical care. The department’s prehospital care relies on a public/private partnership with the ETMC mobile medical system. Firefighters trained as emergency medical technicians provide basic life support (BLS) while advanced life support (ALS) and transport is provided by ETMC. Maintaining or improving emergency response times is the core of Tyler Fire Department Operations. The department’s other vital emergency and nonemergency services include:

• Technical teams. This includes technical and heavy rescue, swift water response, confined space, and hazardous materials (HazMat) response. • Fire prevention and public education • Fire Investigation • Fire Code Enforcement

• TFD scheduling software was changed to Vector Solutions Crew Sense. • Worked with GIS to implement a preemptive signal system that will be implemented department-wide. This will provide for enhanced safety for responding fire crews, and the citizens of Tyler while decreasing response times. • The TFD received new Motorola® radios to replace its aging fleet. • TFD received grant funding of nearly $50,000.00. • Awarded the SAFER Grant which will provide six additional firefighters to the city at no cost for three years. • EOD TEAM: Attended 288 training hours and special classes. • HAZMAT: Team members attended training that included HazMat Tech training, Highway Emergency Response Specialist, Tank Car Specialist, and response to Radiological/ Nuclear Weapons of Mass destruction training.

• 3 TCFP Certifications Completed

• Enhanced our Social Media presence.

• Tyler FD Fire Academy

• Enhanced our website to include fully online permitting process for all FMO-related permits; fully online process for Open Records requests; and new reporting feature for entering issues/deficiencies related to installed fire protection systems.

• Maintained its 100% pass rate. Four graduates in class 17 and 18.

• TFD Emergency Management: participated in the largest Community-Wide Emergency Exercise in Smith County history, attended multiple advanced emergency management courses and held three LEPC meetings over the last fiscal year.

• Received additional EOD truck to pull the bomb trailer and for the deployment of the team.

• Emergency Management personnel attended and received the highest level of training through the Texas Department of Emergency Management. Advanced Professional Series (APS), Standard of Excellence in Emergency Disaster Operations. • When two severe storms struck the Tyler area in less than two weeks apart, the EOC was activated and supported coordination and control, mitigation, and recovery efforts before, during, and after the events.

• Acquired ancillary units for the fire department to replace aging fleet • Received three new pickup trucks through VES for the Shop, training, and FM7.

• With grant funding, we acquired Polaris® #1 UTV offroad rescue vehicle with trailer. • With grant funding, 100% Rescue 3 was replaced with a 2021 Oshkosh® Striker® 4x4 ARFF unit.

Goals for 2023-2024 • Continue emphasis on our Community Outreach Program. • Our goals will continue to follow our strategic plan.

general fund

• TRT (Technical Rescue Team): Training was conducted and new equipment was purchased to replace aging equipment to stay abreast of technical rescue threats and challenges presented in an ever-changing environment.

• Revised our Permit and Inspection Fee Structure.

general fund

• Aircraft (ARFF) Response

Accomplishments for 2022-2023

• These contacts were made over 51 different events.

cont.

Service Point Expenditures – Fire services FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

18,425,084

20,374,504

20,515,324

21,615,032

Supplies and Services

752,697

992,327

896,710

974,241

Sundry

496,678

608,248

569,209

667,870

Utilities

169,272

154,625

162,022

173,625

Maintenance

502,467

924,519

707,981

1,183,332

Capital Outlay

91,150

20,346,198

23,145,373

22,851,246

24,614,100

TOTAL

Service Point EMPLOYEES – fire REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Fire Chief

10) Assistant Fire Chief (CS)

District Chief (CS)

• Selecting, acquiring, preparing, housing and distributing materials in fiction, non-fiction, children’s, young adult and audio-visual collections;

• Providing a Genealogy and Local History collection; • Maintaining an online catalog of holdings; • Providing public Internet-access workstations; • Providing Early Literacy story times and other events for children; • Providing a schedule of entertaining and informative programs for adults; • Providing access to public information; and,

• Providing a reference collection and assistance in using it;

• Providing access to statewide information databases.

Service Point Expenditures – LIBRARY FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,234,133

1,492,962

1,407,084

1,609,615

Supplies and Services

199,428

187,388

172,615

180,562

216,785

223,540

214,823

238,432

11) Fire Captain (CS) *

Fire Driver/Engineer (CS)

Utilities

52,642

50,785

38,425

57,201

3, 15, 17) Firefighter (CS)

Maintenance

51,836

59,966

74,043

69,871

Administrative Assistant

Capital Outlay TOTAL

4, 14) Administrative Secretary

Fire Apparatus Technician

Fire Marshal

9) Emergency Mgmt Asst/ Admin Secretary

164

166

168

173

(CS) - Indicates Civil Service Position

general fund

he Tyler Public Library helps meet the information, education and recreation needs of a diverse and growing community by providing a full range of print, audiovisual and digital resources along with assistance and programming to promote the use of those resources. Staff members are responsible for:

Sundry

TOTAL DEPARTMENT

tyler public library

1) T wo positions were upgraded to District Chief during FY 2007-2008; Four positions were downgraded to Fire Captain during FY 2007-2008 2) O ne position was downgraded to Senior Secretary during FY 2007-2008 3) S ix positions were upgraded to Fire Captain during FY 2007-2008; Three positions were upgraded to Fire Driver/Engineer during FY 2007-2008; Six additional positions approved for FY 2008-2009; Six positions added during FY 2009-2010 4) O ne position was upgraded to Administrative Assistant during FY 2007-2008

5) O ne position was upgraded to Administrative Secretary during FY 20072008 6) P ositions title changed to Assistant and Deputy Fire Marshal (eliminated 1 position) 2009-2010 7) & 8) C reated from Fire Inspector/ Investigator positions 2009-2010 9) T itle change FY 2010-2011 from Emergency Management Assistant to Emergency Management Asst/Administrative Secretary 10) F ire Training Chief upgraded to Assistant Fire Chief FY 2010-2011 11) 1 Fire Captain created from elimination of AC Mechanic FY 2011-2012 *1 Fire Captain acting as Full-Time Lean Sigma Black Belt

12) T wo Assistant Fire Marshals reclassified to Fire Captain FY 2015-2016 13) T hree Deputy Fire Marshal reclassified to Driver/Engineer FY 2015-2016 14) E mergency Mgmt Asst/Admin Secretary remaining frozen FY 17-18

1,360

1,754,824

2,014,641

1,906,990

2,157,041

Service Point EMPLOYEES – Library REGULAR FULL-TIME POSITIONS City Librarian

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

17, 21) Access Librarian

Reference Librarian

Resource Librarian

Circulation Supervisor

1, 6, 20) Access Associate

15) Two Firefighters added FY 18-19

25)Administrative Assistant

16) T hree Firefighter Recruit positions frozen FY 20-21

Library Operations Specialist

26) Cataloging Specialist

2, 22) Circulation Technician

Circulation Assistant

Collection Associate

4) Custodian

15) Library Assistant

17) T wo Firefighter Recruit positions added FY 21-22 18) S ix Firefigher Recruit positions added in FY 23-24 covered by SAFER Grant

general fund

fire department

REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Outreach Technician

16) and 17) Youth Services Librarian

Youth Services Assistant

TOTAL REGULAR FULL-TIME

REGULAR PART-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

7) & 14) Access Associate

2, 11, 13,19) Circulation Technician

5, 10, 12, 24) Custodian

Library Page

Project Specialist

TOTAL REGULAR PART-TIME

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Access Associate

13) Circulation Technician

23)Outreach Technician

TOTAL SUBSTITUTES

GRAND TOTAL DEPARTMENT

general fund

SUBSTITUTE POSITIONS

cont.

1) O ne full-time position split into two part-time positions for FY 2008-2009

12) T wo part-time custodians Eliminated FY 2011-2012

21) A ccess Librarian reclassified to Reference Librarian FY 17-18

2) O ne full-time position split into two part-time positions for FY 2008-2009

13) F our Part-time Circulation technicians eliminated FY 2011-2012

3) O ne position was eliminated for FY 2008-2009

14) T wo Part-Time Access Associates eliminated FY 2012-2013

22) O ne FT Circulation Tech (#2) reclassified into one FT Circulation Assistant (#2) FY 17-18

4) & 5) T wo Full-time custodians converted to 4 part-time custodians during FY 2009-2010

15) O ne Full-Time Library Assistant reclassified to One Part-Time Library Assistant FY 12-13

6) & 7) O ne access associate converted to 2 part-time access associates during FY 2009-2010

16) P rogramming Associate reclassified to Youth Services Librarian FY 12-13

8) G raphics Technician Position moved to the Communications Department FY 2010-2011 9) G raphics Technician Substitute Position Eliminated FY 2010-2011 10) T wo Part-time custodians frozen FY 2010-2011 11) F our Part-time circulation technicians frozen FY 2010-2011

17) Y outh services librarian reclassified to Access Librarian FY 15-16 18) O ne Circulation Tech Sub transferred to Risk and reclassified to Risk Technician FY 14-15 19) T hree Circulation Techs PT (#3, #6 & #9) reclassified to three (3) Library Page positions (#1, #2, & #3) FY 17/18 20) T hree (3) Access Associate PT (#1, #2 & #4) positions reclassified into one (1) Access Associate FT position FY 17-18 (lose 2 positions)

23) O ne Outreach Tech Sub added FY 17-18; Budget Presentation shows it was added in FY 18-19, but the approval from Finance was given in FY 17-18 & the position was filled in FY 17-18 (9-10-18) 24) T wo Part Time Custodians (auth. #1, & #3) reclassified into One FT Custodian FY 18-19 25) O ne Administration Assistant reclassified to Library Operations Specialist FY 18-19 26) O ne Cataloging Specialist reclassified to Youth Services Assistant FY 19-20

parks and recreation Service Point Focus Streamline the recreational resources currently available within the City, to recognize the need for replacement or additional resources to meet the current and future generations’ pastime needs. Empower the public to participate in new ideas and enhancements affecting their recreational resources. Respond to the citizens’ needs and expectations to make a safe, enjoyable atmosphere for all to enjoy. Venture into identifying new trends, activities, equipment, and other resources to provide safe, fun, educational, interesting pastimes for all ages and interests. Evaluate the current facility structures for needed repairs, replacements, removals for better operations and use of the recreational resources in a safe, ethical, economical manner. Mission: To improve the quality of life for our citizens and guests by providing superior parks, cemeteries, recreational and tourism opportunities. Vision: To provide our citizens with attractive outdoor spaces that are well maintained while continuing to be fiscally responsible.

Accomplishments for 2022-2023 • W.T. Brookshire Conference Center Grand Opening • P.T. Cold Park Grand Opening • Noble E. Young Grand Opening • Lindsey Park Entrance Update • Field Renovations • Golden Road Park 1, 4, & 5 • Lindsey Park 3 & 4 • Keep Tyler Beautiful - Keep Texas Beautiful Gold Star Affiliate 2022 • Tyler Municipal Rose Garden - Texas Recreation and Park Society Lone Star Legacy Park 2023

Goals for 2023-2024 • W.E. Winter’s Park Trail & Park Improvement • Field Improvements • Goodman-LeGrand Museum Improvements

Service Point Expenditures – Parks Maintenance & Administration FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

969,947

1,242,874

1,215,701

1,308,072

Supplies and Services

735,544

648,589

643,298

743,124

Sundry

122,973

124,573

127,282

139,184

Utilities

634,866

602,850

622,911

675,968

Maintenance

516,587

511,024

523,870

606,604

Capital Outlay

2,979,917

3,129,910

3,133,062

3,472,952

TOTAL

general fund

tyler public library

cont.

Service Point EMPLOYEES – PARKS ADMINISTRATION REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

9, 13,17) Managing Director Parks/Recreation Operations

7, 10) Parks & Recreation Services Coordinator

12) Crew Leader

Grounds Technician

Groundskeeper

Parks Manager

0.7

5, 6 & 8) Laborer

Administrative Secretary

14) Budget Administrator/ Cemeterian

0.05

Senior Manager of Parks, Recreation & Tourism

0.55

8) Parks Superintendent

TOTAL DEPARTMENT

17.3

18) Budget Analyst & Internal Auditor 15, 16) Manager of Tourism Facilities Community Beautification

1) P osition transferred from City Manager’s Office and title changed during FY 2009-2010 2) O ne position upgraded to Senior Secretary during FY 2007-2008

general fund

3) 50% of Parks and Recreation Director position charged to Tourism Visitor’s Facility

100

4) P arks and Recreation Operation and Service Manager 30% charged to Tourism Visitors Facility 5) 1 Laborer frozen for FY 2010-2011

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

452,896

482,615

488,446

609,983

Supplies and Services

84,807

75,775

82,999

86,013

Sundry

25,316

28,324

30,396

34,382

Utilities

100

Maintenance

177,805

55,216

57,999

66,317

Capital Outlay

740,839

642,030

659,873

796,795

TOTAL

9) P arks&Rec Director reclassified to Managing Director of Parks/Recreation Operation salary charged to50%Parks, 50%Parks Visitor Facilities 16/17

15) M anager of Tourism Facilities & Community Beautification salary split 77% Visitor Facilities/ 23% Parks Admin FY 17-18

10) P arks & Rec Services Coordinator remaining frozen FY 17-18

16) M anager of Tourism Facilities & Community Beautification reclassified to Senior Manager Parks, Recreation & Tourism FY 18-19 salary split 55% Parks/45% Tourism

11) H ardscape Technician reclassified to Crew Leader FY 16-17 12) O ne Crew Leader position transferred to Rose Garden FY 14-15

6) Eliminated 1 of 8 Laborers FY 2011-2012

13) M D Parks/Recreation Op salary charged 20%Parks Admin, 50% Visitor Facilities & 30%Liberty Hall FY 17-18

7) P arks Maintenance Supervisor converted to Parks & Recreation Services Coordinator in FY 11-12

14) B udget Administrator/Cemeterian salary split 95% Visitor Tourism/ 5% Parks Admin FY 17-18

8) O ne Laborer reclassified to Parks Superintendent during FY 13-14

FY 2021-2022 ACTUAL EXPENDITURES

17) Managing Director Parks & Recreation salary split 60% Visitor Facilities 40% Liberty hall 18) B udget Administrator/Cemeterian retitled to Budget Analyst & Internal Auditor FY 19-20, salary split 95% Tourism/5% Parks Admin

Service Point EMPLOYEES – INDOOR RECREATION REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2, 7) Special Events/Recreation Manager

Recreation Manager

Recreation Center Supervisor

4) Recreation Program Supervisor

Building Maintenance Worker

Custodian

3, 5) Recreation Specialist

TOTAL REGULAR FULL-TIME

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Clerk

6, 8) Custodian

TOTAL REGULAR PART-TIME

TOTAL DEPARTMENT

REGULAR PART-TIME POSITIONS

1 & 2) T itle change from Special Events/ Recreation Supervisor to Special Events/Recreation Manager during FY 2008-2009 3) 1 Recreation Specialist position frozen for FY 2010-2011 & 2011-2012 & 2012-2013 4) Typo on title was listed as Recreation Operation Supervisor, corrected to Recreation Program Supervisor

5) 1 Recreation Specialist moved to Productivity Fund as Grants Specialist FY 13-14 6) One Part-Time Custodian converted into one Full-Time Building Maintenance Worker FY 19-20 *FT & PT Custodian count was off. Corrected FY 19-20

7) O ne Special Events/Recreation Manager reclassified to Recreation Manager FY 19-20 8) O ne PT Custodian reclassified to one FT Custodian FY 20-21

general fund

parks and recreation

Service Point Expenditures – indoor recreation

101

parks and recreation

cont.

Service Point Expenditures – OUTDOOR recreation FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

124,030

193,670

208,138

238,378

Supplies and Services

88,198

87,751

96,613

120,335

Sundry

Utilities

1,000

500

310

1,500

Maintenance Capital Outlay TOTAL

213,228

281,921

305,061

360,213

Service Point EMPLOYEES – OUTDOOR RECREATION REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

3) Activity Specialist

TOTAL REGULAR FULL-TIME

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1) & 2) Recreation Specialist

TOTAL REGULAR PART-TIME

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

6) Pool Manager

Lead Pool Manager

4) Lifeguard

REGULAR PART-TIME POSITIONS

TEMPORARY POSITIONS

general fund

7) Playground Coordinator

102

Playground Aid/Leader

TOTAL TEMPORARY POSITIONS

SUBSITUTE POSITIONS 5) Lifeguard

Service Point Expenditures – Median Maintenance & Arborist FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

199,687

309,670

251,168

316,503

Supplies and Services

237,567

115,578

125,719

120,063

Sundry

2,968

4,000

3,875

4,000

Utilities

46,847

45,725

42,167

46,397

Maintenance Capital Outlay TOTAL

487,069

474,973

422,929

486,963

Service Point EMPLOYEES – Median Maintenance & Arborist REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Arborist/Urban Forester

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Crew Leader

TOTAL SUBSTITUTES

Laborer

TOTAL DEPARTMENT

1) D ata Management Position transferred to the Parks Department to create a part time Recreation Specialist position during FY 2009-2010 2) 1 PT Custodian and 1 PT Recreation Specialist combined to form 1 FT Recreation Specialist, then reversed back in FY 2011-2012 3) Activities Specialist frozen FY 16-17; FY 17-18

4) 4 Lifeguard positions frozen FY 16-17; FY 17-18 5) 2 Lifeguard Sub positions frozen FY16-17; FY 17-18 6) 1 Pool Manager positions reclassified to Lead Pool Manager FY 16-17 7) O ne Playground Coordinator #1 reclassified to Playground Leader #6 FY 16-17

general fund

FY 2021-2022 ACTUAL EXPENDITURES

103

Service Point Focus

Engineering Services is comprised of Engineering, HalfCent Sales Tax Fund Administration, and Stormwater Utility capital project oversight. Engineering Services staff administers/coordinates all legal, financial, operational and regulatory activities of the engineering department and the Half-Cent Sales Tax Program. Engineering personnel manage Half-Cent Sales Tax and the Storm Water Drainage Utility capital projects under design and in construction, in addition to oversight of other capital infrastructure projects as needed.

Engineering

Engineering is responsible for capital improvement projects to ensure effective and efficient implementation of Half-Cent Sales Tax program. Engineering staff provides civil engineering design and construction oversight as well as providing design and construction oversight of maintenance and emergency repair projects of city streets and some drainage structures. This department provides infrastructure development support services through:

• Currently Managing 32 CIP Projects

Projects FOR 2023 • Shiloh Rd. Bridge Reconstruction • College Ave. at 4th St. Storm Sewer Repair

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

580,578

807,149

702,507

690,288

Supplies and Services

14,014

30,219

32,162

42,376

Sundry

46,279

35,052

35,048

38,837

Utilities

Maintenance

4,885

5,253

5,376

8,634

Capital Outlay

645,784

877,723

775,112

780,185

TOTAL

Service Point EMPLOYEES – ENGINEERING REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

16, 20) City Engineer

1, 21) Administrative Assistant

2, 18) Capital Budget Analyst

• 2020 Asphalt Enhancement Program

12, 15) Associate Engineer

• 2021 Asphalt Enhancement Program

5, 14) Project Engineer

22) Traffic Engineer

TOTAL DEPARTMENT

• Briarwood Channel Repair • MLK Jr Blvd Improvements

• Connect School Beacon System

• The administration of Half-Cent Sales Tax Fund • Half-Cent Sales Tax Capital Projects design oversight

• College Ave (Locust to Dead End) Drainage Improvements • Pabst/Bow Drainage Improvements

*The Engineering and Street departments were combined in FY 2006-2007 to form the Engineering Services department.

9) F our Utilities Construction Inspector positions transferred to Development Services during FY 2007-2008

1) O ne position reclassified to Capital Budget Analyst during FY 2007-2008

10) E liminated Survey Crew Chief position FY 2011-2012

• Administration of the pavement enhancement program

• Flat Rock Drainage Improvements

2) C apital Budget Analyst one position with 14% paid by Storm Water Management

11) E liminated Survey Crew Member FY 2011-2012

• Holly Park Drainage Improvements

3) E ngineering Technician two positions, one with 40% paid by Storm Water Management

12) 1 Engineering Technician converted to 1 Associate Engineer in FY 2011-2012

• Pavement condition rating and grading

• CSWMP Completed

4) P osition transferred to Communications and title changed to Lean Sigma Master Black Belt FY 2008-2009

13) E ngineering Technician reclassified to Project Engineer in FY 12-13

• Stormwater Utility Projects oversight • Capital Project Sidewalk/ADA design and construction oversight • CDBG Program design and project management

general fund

• Completed 13 CIP Projects

• Arbor Oaks Drainage Improvements

• Half-Cent Sales Tax Capital Projects construction oversight

104

Accomplishments FOR 2022-2023

Service Point Expenditures – Engineering Services

• Miscellaneous engineering design and construction administration services for other city departments

Half-Cent Sales Tax

The Engineering staff provides maintenance management of City-owned facilities and administers the Half-Cent Sales Tax Program, which provides approximately $13 million annually for numerous infrastructure projects including drainage, streets, public safety, parks, facilities, and airport improvements. The Half-Cent Sales Tax Program is directed by the Half-Cent Sales Tax Board who, along with the City Council, governs the priority scheduling of the extensive list of Capital Improvement Projects.

Goals FOR 2023-2024 • Implement CIP through initiation of CIP project priorities for the fiscal year and manage projects in progress. • Work inter-departmentally to ensure Citywide project management follows City Policies. • Continue to improve project management and work toward identifying other forms of funding for capital projects. • Completion of ongoing projects.

5) P roject Engineer Position frozen for the FY 2009-2010 and FY 2010-2011 6) S urvey crew Chief position frozen for the FY 2009-2010 and FY 2010-2011 7) P osition moved to Property and Facility during FY 2009-2010 8) P osition reclassified and title changed to City Courier during FY 2009-2010

14) P roject Engineer payroll split added 85/15 Engineering/Stormwater FY 14-15 14) T wo Project Engineer positions. One position payroll 15% paid by Stormwater FY 15-16 15) A ssociate Engineer payroll split added 60/40 Engineering/Stormwater FY 14-15 & FY 15-16

16) C ity engineer 25% paid by Property & Facility maintenance FY 15-16 17) C ity Engineer reclassified to Capital Improvement Projects Manager FY 17/18 salary split 75/25 (GGS - Other Prop& Fac Mgmt) 18) C apital Budget Analyst position closed FY 15/16 19) E NTRY MOVED - SEE WUF-CONSENT DECREE TAB 20) C apital Improvement Project Manager reclassified to City Engineer FY 17/18 100% salary paid from Engineering 21) O ne Administrative Assistant transferred to Engineering from Traffic and Stormwater 100% FY 18-19 22) O ne Traffic Engineer transferred to the Engineering department from Traffic department FY 19-20

general fund

engineering services

105

street services • Monitoring and establishing City Street Conditional Ratings to ensure the best quality streets for the City; • Repairing pot holes; utility cuts, concrete valleys, general street repairs, concrete curbs and gutters; • Monitoring and evaluating the City’s infrastructure drainage system to better provide an optimal drainage system; • Establishing a Right-of-Way mowing cycle that optimizes aesthetics and cost effectiveness with an emphasis; • Eliminating visual obstructions, mitigating rubbish accumulations and promoting the City’s natural beauty; and, • Establishing a street sweeping cycle utilizing cost-effective methods. Our emphasis is on eliminating unsightly trash and highlight the City’s rustic ambiance.

Accomplishments FOR 2022-2023 • Responded within 2 hours to all emergency calls. • 1,273 Pothole Repairs • 272 Utility Cut Repairs • 38 Street Base Repairs • Handled 445 Tree Complaints • Trimmed 14,539 Tree Footage • Resolved 287 Right-of-Way Complaints • 23 Brick Street Repairs • Brick Street Maintenance Program

general fund

• Replenished Brick Stockpile

106

• Completed Annual Alley Maintenance Project • Repair and/or Reconstruction of 7 Alleys • Implemented Cityworks Asset Management Work Order System • Improved Efficiency • Trained all Employees

SEVERE WEATHER EVENTS

• Jan 2023 • Feb 2023

SUCCESSION PLAN & DEVELOPMENT TRAINING

• We have identified five alleys for repair/ reconstruction this fiscal year.

• Implement a career ladder for all employees in the department.

DEVELOP EMERGENCY PREPAREDNESS PLAN FOR WEATHER EVENTS

• Implement a cross-training program.

• Maximize FEMA reimbursements.

• Continue to Schedule Safety and Equipment Training through UTA.

• Citywide Task Force

• March 2023 • April 2023

Service Point Expenditures – STREETs

TRAINING

• Completed Individualized Assessment of Staff Training Needs • Utilized UTA Public Works Institute Trainings

Goals for 2023-2024 • Develop Proactive Process to Ensure Contractors Work Product Meets City Specifications • Communication established with Project Managers working with contractors. • Work with Engineering to update the Franchise Ordinance and permit procedures. • Update street repair specifications • Brick Street Maintenance Program • Complete bid package for brick street maintenance. • Working with Engineering on identifying reconstruction project. • Continue to Implement and Develop a Work Order System • Set up specific mapping and layout of work orders. • Develop dashboards/KPIs utilizing data obtained.

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,477,394

2,121,014

1,781,984

2,127,408

Supplies and Services

316,800

279,500

342,947

245,727

Sundry

76,313

101,250

100,866

100,958

Utilities

2,863

2,750

2,733

2,750

Maintenance

1,156,313

1,034,757

1,049,155

1,187,738

Capital Outlay

132,640

31,000

30,000

3,162,323

3,570,271

3,307,685

3,664,581

TOTAL

Service Point EMPLOYEES – Street department REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

0.5

Crew Leader

1, 4, 8) Equipment Operator I

9) Equipment Operator II

Foreman II

Laborer

Semi-Skilled Laborer

0.5

10) Truck Driver

TOTAL DEPARTMENT

Street Operations Superivsor

6) Administrative Secretary

1) F our positions transferred to Environmental Services during FY 2007-2008 then the four positions were transferred back 2) P osition transferred to Code Enforcement during FY 2007-2008 3) E liminated Street Surface Technician Fy 2011-2012 4) O ne of five Equipment Operator I positions frozen FY 2010-2011 and FY 2011-2012 and FY 2012-2013 5) and 6) S enior Secretary reclassified to Administrative Secretary during FY 15-16. Administrative Secretary payroll 50 % paid by Stormwater

7) Street Manager payroll 50% paid by Stormwater FY 15-16 8) One Equipment Operator I remaining frozen FY 17-18 9) O ne Equipment Operator II remaining frozen FY 17-18 - until further notice 10) One Truck Driver remaining frozen FY 17-18

general fund

he Street Department is responsible for coordinating efforts with Engineering Services to set-up and manage the Micro Paver Pavement Maintenance Management System. This software program allows the departments to accurately rate road conditions and track their life span. Additionally, the Street Department is responsible for:

ANNUAL ALLEY PROJECT

107

TRAFFIC OPERATIONS

Service Point EMPLOYEES – traffic department REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

14) Traffic Engineer

1, 4, & 7) Associate Traffic Engineer

5) & 12, 16) Traffic Services Supervisor

6, 9) Traffic Marker

7) Traffic Operations Supervisor

Traffic Sign Supervisor

8, 15) Administrative Assistant

10) Traffic Signal Technician

TOTAL REGULAR FULL-TIME

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

6) Intern

TOTAL REGULAR PART-TIME

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

School Crossing Guard

TOTAL TEMPORARY POSITIONS

TOTAL DEPARTMENT

REGULAR PART-TIME POSITIONS

TEMPORARY POSITIONS

• Manufacturing, installation, and maintenance of City street signs; • Installation and maintenance of City street pavement markings; • Maintenance and repair of traffic signals;

• Analysis and implementation of signal timing plans; • Planning for current and future traffic control needs; • Mitigating traffic congestion;

1) One position with 15% paid by Storm Water Management

6) One Traffic Marker converted to two Part-Time college internships in FY 12-13

12) T raffic Services Supervisor payroll split eliminated, 100% paid from Traffic FY 14-15

• Conducting speed studies, traffic signal studies, and stop sign warrant studies;

2) O ne position with 24% paid by Storm Water Management

7) T raffic Operations Supervisor reclassified to Associate Traffic Engineer FY 12-13

3) Title changed from Traffic Sign Crew Leader to Traffic Sign Supervisor during FY 2007-2008

8) S enior Secretary reclassified to Administrative Assistant FY 12-13

13) P arking Patrol positions reclassified to Downtown Ambassadors and paid from Liberty Hall/Main Street FY 15/16

4) Position upgraded to Transportation Project Engineer FY 2010-2011, with 15% paid by Storm Water Management

9) One Traffic Marker added FY 14-15

5) 1Transportation Project Engineer downgraded to Traffic Services Supervisor in FY 2011-2012

11) A dministrative Assistant payroll split changed from 76/24 to 85/15 Traffic/ Stormwater FY 14-15

• Ensuring street lights are efficiently placed and installed and maintained in a timely manner; and • Oversight of the public school crossing guard program

general fund

ServicePointExpenditures – traffic operations

108

15) O ne Administrative Assistant 100% transferred to Engineering FY 18-19 16) O ne Traffic Services Supervisor reclassified to Traffic Operations Supervisor FY 19-20

Service Point Expenditures – fair parking garage FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

57,815

Supplies and Services

8,844

6,500

5,500

7,700

112,828

117,593

Sundry

1,263,952

1,263,865

1,263,952

Utilities

14,374

14,900

12,900

14,700

350,978

399,594

398,138

439,231

Maintenance

7,100

6,120

5,000

6,120

Capital Outlay

2,534,465

2,736,864

2,662,427

2,898,305

30,318

27,520

23,400

28,520

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

751,055

895,129

828,241

1,019,714

Supplies and Services

54,999

65,360

59,355

Sundry

93,597

112,829

Utilities

1,283,836

Maintenance Capital Outlay TOTAL

10) One Traffic Signal Tech added FY 14-15

14) O ne Traffic Engineer transferred to the Engineering department FY 18-19

TOTAL

general fund

raffic Engineering is charged with the responsibility of roadway safety. Staff members promote the safe, convenient and efficient movement of people, goods and services throughout the City by planning, designing, installing, maintaining and repairing all traffic control devices on City streets. The Department provides service support in the areas of:

109

animal services

municipal court

Areas of Service

• Capture stray animals;

• Processing adoptions of unclaimed pets;

• Respond to calls related to nuisance wildlife animals;

• Participating in adoption events;

• Rabies surveillance of bite animals;

• Liaising with, and transferring animals to, rescue organizations; and,

• Support Police Department on calls for service;

• Euthanasia of surplus, injured, and diseased animals.

• Checking welfare on pet animals; • Education on companion animal ownership;

Goals for 2023-2024 • Begin offering low-cost/high-volume spay/neuter resources

• Dead animal removal; • Disease surveillance and control measures through mosquito abatement;

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

847,992

1,028,359

989,089

1,070,246

Supplies and Services

117,484

142,346

118,480

139,875

Sundry

121,351

167,516

151,561

201,328

Utilities

24,604

28,850

22,677

27,890

Maintenance

104,213

111,235

108,819

128,929

Capital Outlay

22,000

19,046

1,215,644

1,500,306

1,409,672

1,568,268

general fund

Service Point EMPLOYEES – animal services

110

• Establishing and administering court procedures as required by State law;

• Expanded community service options to include additional agencies and students.

Service Point Expenditures – animal services

REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Animal Shelter Manager

Animal Shelter Adoption Counselor

Administrative Secretary

Animal Control Officer

Animal Shelter Supervisor

1) Animal Shelter Technician

TOTAL REGULAR FULL-TIME

General Fund-Animal Services tab added FY 17-18

• Scheduling, hearing, and disposing of all cases brought for trial;

Accomplishments for 2022-2023

• Register 5,000 microchipped pets.

• Care and welfare of stray, surrendered, and protective custody animals;

TOTAL

he Municipal Court functions to administer fair and impartial justice in accordance with applicable statutes, ordinances, and City regulations by conducting trials and hearings to dispose of traffic, misdemeanor and parking violations. The Municipal Court through the use of up-to-date technology is to provide a forum for justice for all citizens while abiding by the City’s overall mission. Staff members of the Court are responsible for:

1) Two Animal Shelter Technicians added FY 15-16

• Maintaining all records and dockets; • Accounting for payment of fines; and, • Serving warrants.

Goals for 2023-2024 • Re-establish the teen court program to educate youth who have received citations in the Court.

• Increased our virtual hearing dockets.

• Continue presentations at local colleges, junior and high schools.

• 100% of staff trained through Texas Municipal Court Education Center.

• Continue to identify and implement safety procedures and facility improvements.

• Partner with the Information Technology Department to automate processes to move the Court towards paperless operations.

• Streamline veteran docket to include presentation from local agencies.

• Increased utilize of software to communicate with customers (email/text notification). • Increased local agency partnerships for juvenile counseling. • Identified and implemented safety procedures and facility improvements. • Cross-trained with the Water Department to increase employee knowledge and improve services.

• Create a job posting board of employers/ employees to assist defendants who are seeking employment. • Create an educational video about the municipal court to be aired on Channel 3 with help from the communications. • Continue cross-training with other city departments including Finance and Water. • Complete the second year of the Citizens Roundtable Committee of local leaders to increase transparency of Court procedures, including other city departments and entities associated in the courts proceedings.

general fund

• Processing owner reclaims of strays;

111

municipal court

Service Point EMPLOYEES – MUNICIPAL COURT SECURITY REGULAR FULL-TIME POSITIONS

cont.

Service Point Expenditures – MUNICIPAL COURT FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,007,834

1,369,366

1,189,353

1,367,686

Supplies and Services

563,069

673,112

697,261

680,950

Sundry

287,067

285,652

285,394

305,120

Utilities

8,379

8,700

9,209

9,300

Maintenance

44,469

46,271

43,792

56,206

Capital Outlay

1,910,818

2,383,101

2,225,009

2,419,262

TOTAL

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1, 2, 3, 4) Deputy City Marshal I

4, 6) Deputy Marshal II

TOTAL DEPARTMENT

1) Three Deputy City Marshal I positions moved to Municipal Security from Municipal Court Administration FY 2010-2011 2) O ne Deputy City Marshal I reclassified to Deputy Court Clerk FY 13-14

3) One Deputy Court Clerk reclassified back to Deputy City Marshal I during FY 13-14

5) D eputy City Marshal I reclassified to Deputy City Marshal II FY 2015-2016

4) Deputy City Marshal I reclassified to Deputy City Marshal II during FYI 13-14

6) 1) Two Deputy City Marshal II positions moved to Court Special Fee Fund FY 2019-2020

Service Point EMPLOYEES – MUNICIPAL COURT 2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Municipal Court Administrator

4, 15) Deputy Court Administrator

Court Clerical Supervisor

City Marshal

Court Technician

1, 10, 17) Deputy City Marshal II

2, 5, 6, 11, 12, 16) Deputy Court Clerk

8) Senior Deputy Court Clerk

TOTAL DEPARTMENT

1) One Position frozen for FY 2009-2010 2) O ne additional position approved for FY 2008-2009

general fund

3) One position added for FY 2008-2009

112

4) Administrative Assistant position converted to Deputy Court Administrator during FY 2009-2010 5) O ne Deputy Court Clerk Transferred to Main Street during FY 2009-2010 6) One Deputy Court Clerk Upgraded to a Senior Deputy Court Clerk during FY 2009-2010 7) T een Court Coordinator downgraded to deputy court clerk during FY 2009-2010

8) O ne Senior Deputy Court Clerk upgraded to Court Clerical Supervisor during FY 2009-2010 9) Deputy Marshal I moved to Liberty Theater to create Liberty Theater Manager position FY 2010-2011 10) E liminated 1 of 3 Deputy City Marshall II positions FY 2011-2012 11) 1 Deputy Court Clerk, Juvenile Case Coordinator and Juvenile Program Coordinator moved to Partners of Youth Fund FY 2010-2011 12) D uring FY 09-10, refer to 7, 5, 6 during process the downgraded Deputy Court Clerk was not added to the number, this is a corrected entry, should be 8 positions

13) 3 Deputy City Marshal I positions moved to Municipal Court Security Fund FY 2010-2011 14) O ne Deputy City Marshal I reclassified to Deputy City Marshal II FY 15-16 15) D eputy Court Administrator remaining frozen FY 17-18 16) One Deputy Court Clerk Frozen FY 20-21 17) O ne Deputy City Marshal II Frozen FY 20-21

general fund

REGULAR FULL-TIME POSITIONS

113

general capital project funds

general capital project fund (102) Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

2,094,362

2,949,966

1,684,580

Interest Earnings

6,986

1,000

61,652

50,000

Miscellaneous Income

2,810

8,000

22,433

8,000

Capital Lease Proceeds

1,858,748

TOTAL REVENUES

1,868,544

9,000

84,085

58,000

Library Bldg. Imprv

37,810

Parks Improvements Projects

16,500

47,688

City Building Improvements

311,370

1,336,890

829,903

200,000

1,858,748

545,000

533,429

523,768

145,000

1,277,504

510,012

177,944

100,545

Downtown

451,792

Parking Lot Improvements

56,194

25,000

REVENUES

93,008

54,903

Interest Earnings

Tree Removal/Medians

100,000

93,195

250,000

Streets Misc Equipment

103,000

60,000

Animal Care Facility Improvements

45,000

EXPENDITURES

Contingency

110,422

416,000

TOTAL EXPENDITURES

3,594,940

3,468,213

2,371,263

1,728,001

Transfer in

2,582,000

545,603

1,021,792

70,000

2,582,000

93,811

570,000

70,000

Rainy Day Fund (235)

451,792

Water Utilities Fund (502)

2,949,966

36,356

1,684,580

84,579

REVENUES

EXPENDITURES

Substandard Structure Program Capital Lease Purchase

general capital project funds

PD Equipment & Improvements

116

Fire Equipment/Facilities

NBS Remodel

General Fund (101)

ENDING FUND BALANCE

quality street commitment fund (103) Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

463,920

1,187,884

312,087

9,240

1,394

30,226

18,000

9,240

1,394

30,226

18,000

Street Improvement Program

1,148,943

1,729,801

1,635,887

1,493,818

Public Alley Improvements

69,675

245,000

200,000

165,000

Brick Street Improvements

20,066

985,000

900,000

423,500

TOTAL EXPENDITURES

1,238,684

2,959,801

2,735,887

2,082,318

Transfer In

1,953,408

1,829,862

1,829,864

2,045,688

General Fund (101)

1,953,408

1,829,862

1,829,864

2,045,688

ENDING FUND BALANCE

1,187,884

59,339

312,087

293,457

Beginning Fund Balance

Miscellaneous Income TOTAL REVENUES

general capital project funds

Beginning Fund Balance

117

development services fund

Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024

Beginning Fund Balance

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

852,543

1,898,224

2,213,435

REVENUES

Building services is responsible for carrying out the community’s vision by:

• Improved turnaround times with plans meeting benchmarks in excess of 95%.

• Promoting and assisting the contractors and the public to use eTRAKiT online;

• Stabilization of Development Services Engineering work and cost reductions.

• Providing opportunities for inspectors and technicians to meet or exceed requirements or certifications;

• Fully staffed for first time in over a year.

• Encouraging employees to attend City University classes so they enhance their job skills and performance;

• Number of inspections performed: 23,349

• Posting new commercial and residential project permit releases on department website;

• Number of commercial COs: 692

2,043,810

1,616,755

1,747,445

1,799,822

Electrical Permits

241,845

185,000

212,379

200,000

Plumbing Permits

146,290

135,000

155,627

145,000

Zoning Permits

81,905

80,000

77,279

80,000

• Posting COs issued on the website;

Mechanical Permits

89,360

90,000

83,595

90,000

Cert. of Occupancy Fees

27,700

30,000

25,561

30,000

• Attending quarterly lunch & learn meetings with Tyler Area Builders Association;

Local TABC Fee

9,065

15,000

17,665

15,000

• Streamlining of the permitting process.

Billboard Registration

18,190

17,595

Sign Permits

36,729

60,000

50,992

50,000

Contractor License

32,800

50,000

51,080

40,000

House Moving Permits

Permit Fee - Clearing

20,215

10,000

95,995

20,000

97,931

80,000

74,413

80,000

Miscellaneous Income

Contractor Testing Fees

385,304

250,000

220,706

250,000

50,000

60,000

46,000

60,000

3,281,154

2,679,350

2,876,351

2,877,417

808,096

1,076,981

1,001,583

912,912

Building Services

1,427,377

1,552,082

1,459,557

1,655,267

TOTAL EXPENDITURES

2,235,473

2,629,063

2,461,140

2,568,179

(100,000)

Productivity Fund (639)

Facilities Fund (663)

(100,000)

1,898,224

1,948,511

2,213,435

2,522,673

Copying/Printing Fees

development services fund

• Changes in Permitting increased call catch rate by 70%.

Building Permits

Interest Earnings

120

building/development services

Platting Fees

Historic Preservation Subdivision Plan Review TOTAL REVENUES EXPENDITURES Planning and Zoning

Transfer Out

ENDING FUND BALANCE

• More education, participation and outreach with building community.

• Number of residential final inspections: 1,382

• Number of commercial plans reviewed: 412 • Number of residential plans reviewed: 1,530 • Number of prescreens performed: 9,030 • Number of phone calls taken by permit staff: 12,331

• Streamlining of the plan review process.

Goals for 2023-2024

• Streamlining of the inspection process.

• Focus on employees and their benefits.

• Cross training building inspectors so they can all do Combo inspections.

• Further outreach to the Hispanic building community.

• S treamlining of the complaint enforcement process

• Improve process documentation that helps new building partners understand their process easier.

Accomplishments for 2022-2023 • Code adoption from 2015 to 2021 to preserve City’s ISO rating.

• Develop and implement five improvement processes within the department that will improve efficiency, accuracy, or customer service. • Accurately plan for future development.

Service Point Expenditures – building services FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

949,392

1,138,962

1,049,022

1,217,669

Supplies and Services

294,558

187,912

241,411

174,838

Sundry

151,719

188,944

134,187

216,521

Utilities

400

366

400

31,657

35,864

34,571

45,839

Maintenance Capital Outlay TOTAL

1,427,377

1,552,082

1,459,557

1,655,267

development services fund

developmeNt services fund (202)

121

building/ development services

planning department

ServicePointEMPLOYEES – development services

development services fund

REGULAR FULL-TIME POSITIONS

122

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Chief Building Official

Chief Electrical Inspector

1, 7, 8, 13, 14, 15, 16,19) Building Inspector

Senior Building Inspector

Plumbing Inspector

17) Customer Service Supervisor

Development Services Engineer

18) Development Services Specialist

20) Residential Building Services Specialist

he Planning Department’s strategic directive is to help our customers make informed land-based decisions using the community’s adopted vision in order to anticipate and maintain a healthy, organized and prosperous business and residential environment. The Planning Department is also charged with providing professional oversight and support to the Planning and Zoning Commission, the Zoning Board of Adjustment and the Historical Preservation Board. The Planning Department is responsible for carrying out the community’s vision by:

• General zoning administration;

Goals for 2023-2024

• Zoning/Special Use Permit application processing;

GOAL 1: IMPLEMENT AND MONITOR TYLER 1ST COMPREHENSIVE PLAN

• Implementing key sections of Tyler 1st;

• Complete annual status update

• Subdivision regulation;

• Annexation/Extra Territorial Jurisdiction (ETJ) issues oversight;

• Make presentations at New Employee Orientation

• Comprehensive Plan (Tyler 1st) administration;

• Unified Development Code (UDC) administration;

12, 17) Permit Technician

• Sign and landscape regulation;

Plans Examiner

• Historic preservation and education;

20) Senior Plans Examiner

3) Project Engineer

• TABC permit application processing and annual registration;

12) Senior Permit Technician

TOTAL REGULAR FULL-TIME

• Tax abatement;

1) O ne position frozen for FY 2009-2010, FY 2010-2011 and FY 2011-2012

8) 1 of 2 Building Inspectors eliminated FY 2011-2012

16) O ne Building Inspector added FY 14-15. One Building Inspector added FY 15-16

2) P osition transferred to Water Distribution during FY 2009-2010 transferred back same year position frozen for FY 2010-2011

9) Permit Clerk eliminated FY 2011-2012

17) O ne Permit Tech reclassified to Customer Service Supervisor FY 16-17

3) O ne position frozen for FY 2009-2010 CORRECTION: One Project Engineer never frozen, researched, one position ever authorized not two. Budget book never reflected two positions. 4) F our positions transferred to Storm Water FY 2009-2010 5) One position frozen for FY 2010-2011 6) S enior Utilities Specialist position transferred to Water Business Office during FY 2009-2010 7) O ne Building Inspector position upgrade to Combination Inspector II during FY 2008-2009

10) C hief Plumbing Inspector/Mechanical Inspector eliminated FY 2011-2012 11) 1 Building Inspector frozen FY 2011-2012 and 2012-2013 12) S enior Permit Technician downgraded to Permit Technician FY 13-14. One Permit Technician added FY 15-16 13) O ne Building Inspector reclassified to ACM in CMO FY 12-13 14) O ne Building Inspector added from reclassification of Code Enforcement Officer (NBS) FY 13-14 15) O ne Combination Inspector II downgraded to Building Inspector FY 13-14

18) D evelopment Services Specialist closed FY17-18 (CORRECTION: position was reclassified to Residential Building Services Specialist FY 15-16) error located FY 19-20 19) O ne Building Inspector reclassified to Senior Building Inspector FY 18-19 20) O ne Residential Building Services Specialist reclassified to Senior Plans Examiner FY 2021 (Residential Building Services Specialist position not reflected in budget book until FY 19-20; but has been an authorized position since 2015 due to a title change from Dev Services Spec)

• Economic development; • Tax increment financing; • Sexually oriented business regulation; • Small Cell Network Node application and annual registration; and • Special studies management.

Accomplishments for 2022-2023 • Unified Development Code updates related to Master Street Plan, streets, sidewalks, and other clarification items. • Midtown ADP Review. • Three new historical landmarks. • Submitted for Great Place in Texas (Bergfeld Park).

GOAL 2: TIMELY REVIEW OF LAND DEVELOPMENT PROPOSALS

• Review permits and plans for compliance with Unified Development Code within established review benchmarks. • Process and facilitate applications for the Planning and Zoning Commission (monthly) on schedule. • Process and facilitate applications for the Zoning Board of Adjustment (as needed) on schedule. • Review Unified Development Code at least semi-annually (2/year) or more frequently as needed.

development services fund

cont.

123

GOAL 3: PRESERVE TYLER’S HISTORICAL RESOURCES

REGULAR FULL-TIME POSITIONS

cont.

GOAL 4: REPORTING AND AUDITING

• Administer the Billboard Registration Program.

• Encourage at least one landmark application per quarter (initiated by HPB member).

• Administer TABC local fee renewal program.

• Review building permits for historical properties to identify need for Certificate of Appropriateness.

• Audit landscaping Certificate of Completion for new developments.

• Perform Section 106 Reviews for projects utilizing federal funds on properties 50+ years. • Educate the public on historical landmarks and preservation efforts. • Prepare and host landmark appreciation events. • Process and facilitate applications for the Historical Preservation Board (monthly).

GOAL 5: CUSTOMER RELATIONS

• Review applications for improvement, including Spanish language accessibility.

development services fund

2021-2022

2022-2023

2023-2024

1) & 11) Director of Planning

19, 24) Planning Manager

4, 18) Planner

5, 6, 13) Planning Technician

7, 8, 16,19) Principal Planner

3, 4, 7, 9, 16,17, 22) Senior Planner

12) Historic Preservation Officer

20, 21) Administrative Assistant

15) Planning Director/MPO Executive Director

7.00

1) D irector of Planning position with 30% paid by MPO

GOAL 6: WORKFORCE DEVELOPMENT

2) GIS/Planner/Developer position transferred to MPO during FY 2007-2008

• Develop career ladders • Seek out training opportunities for staff events.

Service Point Expenditures – PLANNING & ZONING FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

697,277

958,083

877,862

782,274

Supplies and Services

41,197

46,375

49,867

50,975

Sundry

69,579

69,773

71,173

76,913

Utilities

750

681

750

Maintenance

Capital Outlay

2,000

808,096

1,076,981

1,001,583

912,912

Secretary FY 2011-2012

during FY 13-14

9) Senior Planner Frozen FY 2011-2012

18) One Planner added FY 14-15

10) Planner unfrozen FY 2011-2012

19) P rincipal Planner reclassified to Planning Manager FY 15-16

3) T wo Senior Planner positions, one with 15% paid by MPO

11) D irector of Planning reclassified to City Planner in FY 2011-2012

4) O ne position frozen for FY 2009-2010 and FY 2010-2011- Note was incorrectly input on Senior Planner, should be for Planner

12) S enior Secretary reclassified to Historic Preservation Officer in FY 12-13

5) C onverted one full-time Planning Technician position into 2 part-time positions 20102011

• Review Unified Development Code at least semi-annually (2/year) or more frequently as needed.

124

2020-2021

TOTAL REGULAR FULL-TIME

• Process and facilitate applications for the Zoning Board of Adjustment (as needed) on schedule.

TOTAL

2019-2020

13) P lanning Technician reclassified to Administrative Assistant during FY 13-14 14) One Planning Intern added during FY 13-14

6) C onverted two part-time Planning Technicians to one full-time position FY 2010-2011

15) C ity Planner reclassified to Planning Director/MPO Executive Director during FY 13-14

7) D uring FY 2010-2011 One Senior Planner moved to Principal Planner

16) O ne Senior Planner reclassified to Principal Planner during FY 13-14

8) Principal Planner downgraded to Senior

17) O ne Planner reclassified to Senior Planner

20) O ne Administrative Assistant reclassified to Executive Operations Coordinator/ Planning Tech FY 15-16 21) O ne Executive Operations Coordinator reclassified to Administrative Assistant FY 16-17 22) O ne MPO Planner reclassified and transfer to Senior Planner P/Z FY 16-17 23) O ne Historic Preservation Officer reclassified to Planner FY 17-18 24) O ne Planning Manager reclassified to Director of Planning FY 19-20

development services fund

planning department

Service Point EMPLOYEES – PLANNING

125

water utilities fund

water utilities fund (502)

Statement of Revenues Fiscal Year 2023-2024 AMENDED

$72,604

Lake Tyler Marina

9,779

14,000

14,203

14,000

Barge Concession

21,421

14,000

9,612

21,000

Interest Earnings

84,505

48,000

348,813

300,000

TOTAL USE OF MONEY AND PROPERTY

178,375

142,867

438,190

407,604

BUDGET 2023-2024

$10,084,013

$12,384,876

$13,419,426

Meter Activation

430,050

310,000

377,490

375,000

4,619,342

4,939,829

5,709,298

Water Service

261,638

176,000

194,427

200,000

14,703,355

17,324,704

19,128,724

Sewer Service

230,870

150,000

145,074

175,000

Sewer Activation

13,788

16,200

13,241

16,000

178,375

142,867

438,190

407,604

Charges for Current Services

46,232,498

51,058,796

50,359,530

55,256,380

46,316

49,750

52,419

51,491

46,457,189

51,251,413

50,850,139

55,715,475

CHARGES FOR CURRENT SERVICES

EMS Billing Fees

7,953

7,954

7,953

Water System Fee

119,502

118,522

117,512

117,321

Meter Set & Test Fees

14,400

16,000

14,100

16,000

Plug Fee

8,200

4,500

11,500

5,240

After Hrs./Additional Trip Fees

41,700

29,000

33,475

30,000

Water Quality Fee

144,941

142,000

145,084

142,800

23,196,003

25,939,709

25,930,599

27,823,547

741 Administration

4,443,520

5,636,174

5,230,789

6,727,038

Current Water Sales

742 Water Office

2,458,779

2,936,209

2,671,345

2,903,721

Miscellaneous Water Sales

49,238

20,000

7,666

20,000

743 Water Distribution

4,513,926

4,614,630

5,268,039

4,862,310

Old Account Collection Fees

744 Water Plant

7,117,154

9,566,895

7,973,337

10,199,442

Reconnect Fees

362,825

312,000

348,750

362,000

745 Waste Collection

3,226,471

3,317,618

3,442,180

3,881,175

746 Waste Treatment

5,076,712

5,557,979

5,240,681

6,033,277

Overhead Reimbursment from Solid Waste Fund

313,710

301,546

304,546

347,884

747 Lake Tyler

1,083,708

1,616,913

1,245,912

1,383,705

Sewer Charges

17,960,324

20,800,940

19,671,040

22,598,235

749 GIS

1,080,392

1,232,286

1,191,894

1,368,446

Labor & Equipment

116,994

50,000

83,560

70,000

276,778

312,152

309,615

318,006

Water Connect Fees

269,500

272,500

242,000

272,500

2,454,594

4,705,061

4,103,934

4,576,127

1741 Purchasing 1745 CD/CMOM (Regulatory Monitoring)

water utilities fund

$65,562

PROJECTED 2022-2023

EXPENDITURES

128

$66,867

BUDGET 2022-2023

Use of Money and Property

TOTAL REVENUES

$62,670

ACTUALS 2021-2022

REVENUES

Miscellaneous Income

BUDGET 2023-2024

Septic Tank Dumping Fees

578,643

594,482

847,546

834,482

1,382,401

1,100,000

1,120,072

1,100,000

Late Notice Fees

480,324

450,000

509,260

500,000

Fire Line Charges

205,434

204,000

191,190

197,500

Overhead Reimbursment from Storm Water Fund

44,060

43,444

44,918

46,232,498

51,058,796

50,359,530

55,256,380

Wholesale Water Sales

1746 Sludge Disposal

1,200,156

1,336,557

1,384,258

1,465,237

TOTAL EXPENDITURES

32,932,190

40,832,474

38,061,984

43,718,484

(10,903,650)

(10,984,135)

(13,111,721)

(175,000)

(5,500,000)

Productivity Fund (639)

(250,000)

MISCELLANEOUS

Property and Facility Fund (663)

(50,653)

Miscellaneous Income

19,671

29,950

20,743

30,191

Debt Service Fund (504)

(4,527,997)

(4,558,482)

(6,686,068)

Lake Tyler East Registration

2,635

2,800

2,801

2,800

Technology Fund (671)

(400,000)

(450,000)

Returned Check Fees

24,010

17,000

28,875

18,500

General Capital Fund (102)

TOTAL MISCELLANEOUS

46,316

49,750

52,419

51,491

Unreserved Fund Balance

12,384,876

10,634,637

13,419,426

11,456,221

Operating Reserve

4,939,829

6,124,871

5,709,298

6,557,773

$46,457,189

$51,251,413

$50,850,139

$55,715,475

$17,324,704

$16,759,508

$19,128,724

$18,013,994

Transfer In (Transfer Out) Economic Development Fund (208) Utilities Capital Fund (503)

ENDING FUND BALANCE / WORKING CAPITAL

TOTAL CHARGES FOR CURRENT SERVICES

TOTAL REVENUES

water utilities fund

BEGINNING FUND BALANCE / WORKING CAPITAL

PROJECTED 2022-2023

Lake Tyler Lot Rental

Fiscal Year 2023-2024 AMENDED

Operating Reserve

BUDGET 2022-2023

USE OF MONEY AND PROPERTY

Statement of Revenues, Expenditures, and Changes in Working Capital

Unreserved Fund Balance

ACTUALS 2021-2022

129

storm water fund (575)

utilities construction fund (503)

Statement of Revenues, Expenditures, and Changes in Working Capital

Fiscal Year 2023-2024

Fiscal Year 2023-2024 AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

BEGINNING FUND BALANCE

6,529,102

7,285,986

3,629,506

REVENUES Interest Earnings

REVENUES ARPA Funds

5,912,090

1,768,332

4,314,797

Interest Earnings

55,523

50,000

192,234

72,000

TOTAL REVENUES

55,523

5,962,090

1,960,566

4,386,797

TOTAL REVENUES

Contingencies

1,000,000

Water Business Office

96,252

Hazardous Material Operations Storm Water Operations and Maint.

672,324

3,315,765

1,670,994

1,926,445

Storm Water Capital Projects

2,212,434

6,820,050

3,582,731

1,500,000

TOTAL EXPENDITURES

259,793

527,490

384,028

550,000

1,654,088

7,130,630

5,229,293

5,610,000

Lake Tyler Improvements

500,000

250,000

TOTAL EXPENDITURES

4,798,639

18,293,935

11,117,046

10,682,697

Transfer In

5,500,000

7,285,986

454,141

3,629,506

2,833,606

Water System Improvements Water Treatment Plant Waste System Improvements Waste Treatment Plant

Water Utilities Fund (502)

water utilities fund

Miscellaneous Income

Water Utilities Debt Reserve Fund (505) Transfer Out Water Utilities Fund (502) ENDING FUND BALANCE

PROJECTED 2022-2023

BUDGET 2023-2024

1,913,919

2,034,489

1,072,384

13,811

15,000

49,727

45,000

2,097,512

2,234,908

2,234,907

2,412,023

773

2,112,096

2,249,908

2,284,634

2,457,023

59,715

109,038

122,349

121,229

1,432,349

1,893,351

2,036,879

2,168,923

EXPENDITURES

130

Storm Water Management

AMENDED BUDGET 2022-2023

499,462

1,087,510

1,087,511

926,900

1,991,526

3,089,899

3,246,739

3,217,052

Productivity Fund (639)

ENDING FUND BALANCE

2,034,489

1,194,498

1,072,384

312,355

Transfer Out

water utilities fund

BEGINNING FUND BALANCE

ACTUALS 2021-2022

131

Service Point Focus

water utilities fund

Tyler Water Utilities consists of the Administration, Business Office, Water Distribution, Water Production, Wastewater Collection, Wastewater Treatment, Lake Tyler, Geographic Information Systems (GIS), Purchasing, CMOM Administration and Sludge Treatment divisions. All staff members are dedicated to providing citizens with the safest drinking water and sanitary sewer services possible while maintaining strict environmental and safety protocols.

132

Water Administration staff provides executive oversight and administrative support to all 11 departments within the Utility so that the utility functions as a single, cohesive operation. They provide personnel administration and development, records management, project management and contract administration for all major water and sewer infrastructure needs including maintenance, new construction and/ or replacement activities, as well as planning for the most efficient funding. Administration also acts as the liaison with other City departments and with Federal, State and local organizations regarding water and sewer matters. The Water Business Office provides services to two distinct customer bases: Internal Customers and External Customers. Internally, the Water Business Office provides meter reading, billing and payment collection services to Tyler Water Utilities and Tyler Solid Waste for approximately 35,000 water customers and 31,500 solid waste customers. This consists of over 420,000 meter readings annually and processing nearly $3.75 million in monthly receipts. Externally, the Water Business Office serves the citizens of Tyler by providing new service connections, service transfers, disconnections and responses to billing inquiries and payment options. This requires responding to over 5,000 phone calls monthly and connecting or disconnecting over 14,500 service points annually. The office staff also provides assistance to other City departments with emergency situations as necessary. Water Distribution safely and efficiently distributes potable drinking water to over 110,000 permanent residents through the operation and maintenance of 734 miles of

distribution mains, as well as the operation and maintenance of fire hydrants, meters, valves, pressure regulators, and other components throughout the water distribution system. In addition, Water Distribution staff provides construction services through the installation of new water service connections, construction of new water distribution mains and by making repairs to water main breaks. Water Production currently treats an average of 23.5 million gallons of water per day for use by commercial, residential and wholesale customers. This division includes operation and maintenance of two water treatment plants, laboratory operations, 12 deep water wells, 12 elevated and ground storage tanks and six booster pump stations. In addition, staff operates and maintains the raw water pump stations located at Lake Tyler and at Lake Palestine. The function of Wastewater Collection is to safely and efficiently collect and transport wastewater from residences, businesses and industries to the point of treatment utilizing over 694 miles of collection lines. Wastewater Collection staff provides construction services through the installation of new sewer service connections, construction of new sewer collection lines and by making repairs to wastewater lines and manholes. In addition, they provide system cleaning and inspection services as part of their preventive maintenance program and work to reduce the amount of inflow and infiltration entering the collection system, which reduces treatment costs and increases plant efficiency. Wastewater Treatment currently treats an average of 17.7 million gallons of wastewater per day through the operation of two waste treatment plants: a trickling filter/solids contact aeration plant and an activated sludge plant. In addition to the treatment plants, staff members also have responsibility for 24 sewer lift stations, two laboratories used for analysis and control, liquid waste disposal, industrial pretreatment and a water pollution control and abatement program. The Lake Tyler division oversees operations and maintenance for Lake Tyler, Lake Tyler East and Bellwood Lake. Lake Tyler, Lake Tyler East and Lake Palestine provide up to 64 million

purchasing policy standards and practices, not only for Tyler Water Utilities, but for the City of Tyler as a whole. These procedures help to provide for the best use of public fund expenditures.

Staff members are responsible for maintenance of dams and spillways, outlet works and associated appurtenances, as well as monitoring of the watershed for active or potential sources of pollution. This division also provides park and grounds maintenance, road and drainage maintenance, and facility construction and maintenance.

CMOM Administration is responsible for administering TWU’s Capacity, Management, Operations and Maintenance (CMOM) Program, which provides a framework for TWU to perform a comprehensive review of the wastewater collection system and enhance current operation and maintenance practices. The Program provides for better management, operation and maintenance of the wastewater collection system, better identification of areas in the collection system with potential capacity constraints and better response to unauthorized discharges.

GIS provides mapping and analysis on 415 different layers for virtually every department in the City. Mapping and information services of these products are provided to the public through GIS mapping websites. GIS performs analysis on data to aid in the decision-making process of other departments. GIS participates in the local GIS consortium providing mapping products in a much lower cost environment than consortium partners could achieve on their own while maximizing the use of data and information from multiple governmental entities. The department is also responsible for addressing parcels inside the City limits. City of Tyler Purchasing staff members are responsible for oversight of the competitive bid processes, maintaining bidder lists, bid notices, purchase orders and ensuring the purchasing process complies with generally accepted

Sludge Treatment staff is responsible for the treatment and disposal of sewage sludge at both of the City’s wastewater treatment facilities. Sludge treatment at the Southside Wastewater Treatment Plant is accomplished by both aerobic and anaerobic sludge digesters and a belt filter press with a polymer feed system. Sludge treatment at the Westside Wastewater Treatment Plant is accomplished by anaerobic sludge digesters, a sludge holding reservoir and a belt filter press with a polymer feed system. Between the two plants approximately 23,000 cubic yards of sludge is disposed of annually.

Service Point Expenditures – water administration FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,406,962

1,670,721

1,591,896

1,517,170

Supplies and Services

684,443

1,299,192

915,356

1,398,854

Sundry

2,427,816

2,596,603

2,666,564

3,727,682

Utilities

11,175

14,350

12,108

14,350

Maintenance

47,578

55,308

44,865

68,982

Capital Outlay

4,577,974

5,636,174

5,230,789

6,727,038

TOTAL

water utilities fund

water utilities

gallons of surface water for the City’s public drinking water supply, while all lakes, including Bellwood Lake, are used for recreational purposes for residents of the City of Tyler and surrounding areas.

133

cont.

REGULAR FULL-TIME POSITIONS

Service Point EMPLOYEES – water administration REGULAR FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

3) Water Utilities Financial Manger

14) Accountant

8, 11) Billing Specialist

13) Billing Supervisor

4) Customer Service Supervisor

2020-2021

2021-2022

2022-2023

2023-2024

13) Director of Utilities and MD Public Works

Director of Utilities

14) Engineering Technician

7) Customer Service Representative

Senior Utilities Specialist

2) Senior Utilities Specialist

12) Utilities Engineer

Training Coordinator*

7 & 8) Utilities Construction Inspector

Utility Account Servicer

7) WBO Team Lead

8) Environmental Compliance Engineer

9) Customer Service Specialist

TOTAL DEPARTMENT

2) T his position is being filled as an Advanced IT Specialist II but is budgeted as a GIS Developer/Database Administrator 3) Title changed to Director of Utilities and Public Works FY 2010-2011 4) GIS Analyst upgraded to Senior GIS Analyst FY 2007-2008 and moved to MPO and Solid Waste Administrator 5) G IS Developer moved to WUF - GIS FY 2011-2012

1) Correction of job title to Training Coordinator

6) GIS Technician II moved to WUF - GIS FY 2011-2012

11) O ne Account transferred to Water Business Office FY 16-17

7) Four Utilities Construction Inspectors transferred from Stormwater in FY 09-10

12) U tilities Engineer position closed reflected in FY 18-19; exact year it was closed is unknown

8) One Utilities Construction Inspector reclassified to Environmental Compliance Engineer FY 12-13 9) Account Technician (budgeted as Accountant I) reclassified to Accountant FY 2016-2017

13) (Managing)Director of Utilities & MD Public Works position frozen FY 19-20 14) E ngineering Technician moved from Consent Decree FY 19-20

3) W ater Treatment Superintendent transferred to Water Business Office from Water plant and converted to Water Utilities Financial Manager FY 2010-2011

5) T itle change from Water Utility Bus Off. Manager to Water Utility Business Office Supervisor FY 2010-2011

10) D irector of Utilities reclassified from Assistant City Manager FY 16-17

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,158,036

1,535,385

1,270,423

1,526,992

Supplies and Services

591,154

708,708

676,555

612,328

Sundry

653,749

636,327

661,599

687,353

Utilities

161

250

155

250

Maintenance

55,679

55,539

62,613

76,798

Capital Outlay

2,458,779

2,936,209

2,671,345

2,903,721

TOTAL

2) Position transferred from Development Services during FY 2009-2010

4) Title change from Customer Service Supervisor to Senior Customer Services Representative 2010-2011

Service Point Expenditures – water office

water utilities fund

2020-2021

2019-2020

1) This position is being filled as an Accounting Technician but is budgeted as an Accountant I

134

2019-2020

6) Water Utilities Financial Manager moved from Water Plant (744) to Water Office (742) FY 2012-2013 7) O ne Customer Service Representative reclassified to WBO Team Lead during FY 13-14 8) O ne Billing Specialist reclassified to Customer Service Representative during FY 13-14 9) Account Specialists retitled to Customer Service Specialists during FY 13-14 10) S enior CSR reclassified to WBO Team Lead during FY 13-14

11) C ustomer Service Rep reclassified to Billing Specialist FY 15-16 * Position serves as Full-Time Lean Sigma Black Belt 12) 1 WBO Team Lead reclassified to Customer Service Supervisor FY 16-17 13) W ater Utility Business Office Supervisor reclassified to Billing Supervisor FY 16-17 14) O ne Accountant transferred from Water Administration FY 16-17 15) One Utility Account Servicer added FY 17-18

Service Point Expenditures – water distribution FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

2,606,935

2,794,693

2,942,471

2,866,392

Supplies and Services

239,819

263,428

216,968

253,254

Sundry

242,445

174,017

173,217

183,646

Utilities

15,088

22,764

20,082

18,200

Maintenance

1,027,022

1,010,353

1,068,355

1,187,970

Capital Outlay

382,617

349,375

846,946

352,848

4,513,926

4,614,630

5,268,039

4,862,310

TOTAL

water utilities fund

water utilities

Service Point EMPLOYEES – water business office

135

water utilities fund

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Service Point EMPLOYEES – water distribution

Salaries and Benefits

1,913,196

2,342,729

2,135,829

2,368,853

Supplies and Services

2,940,947

4,708,654

3,800,908

5,336,839

REGULAR FULL-TIME POSITIONS

Sundry

96,379

209,045

94,045

100,511

Utilities

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1, 18) Utilities Operations Manager

Manager, Water Resources Lakes

27) Crew Leader

6, 12) Equipment Operator II

2) & 5) & 7, 14, 23, 26) Laborer

5, 13) Meter Repairer

Meter Repair Supervisor

5, 7, 16) Semi-Skilled Laborer

20) Senior Clerk

Senior Utilities Operations Specialist

9, 19) Senior Secretary

24) Asset Technician

1,616,023

1,655,061

1,429,389

1,655,061

Maintenance

486,981

556,406

450,666

643,178

Capital Outlay

63,628

95,000

62,500

95,000

7,117,154

9,566,895

7,973,337

10,199,442

TOTAL

Service Point EMPLOYEES – water PLANT REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1, 8) Water Treatment Superintendent

7) Manager, Water Production

Manager, Water Utilities Systems

Chief Treatment Plant Operator

Instrument Technician

22) Asset Analyst

4) Laborer

25) Senior Utilities Maintenance Repairer

Plant Mechanic I/W

Plant Mechanic II/W

6, 17) Truck Driver

4) Plant Operator I/W

Utility Locator

2) Plant Operator II/W

Water Distribution Superintendent

2) Plant Operator III/W

Utilities Maintenance Repairer/W

Utilities Lab Analyst

TOTAL DEPARTMENT

1) Water System Construction Supervisor upgraded to Utilities Operations Manager during FY 2007-2008

136

cont.

2) O ne Laborer position upgraded to GIS Addressing Technician during FY 2007-2008 and downgraded back to Laborer for FY 2008-2009 3) GIS Addressing Technician transferred to Solid Waste Administration for FY 2008-2009 4) Permit Clerk transferred from Development Services during FY 2009-2010 and transferred back during same year 5) O ne Meter Repairer downgraded to Semi-Skilled Laborer during FY 2010-2011. One Semi-skilled laborer added FY 15-16. 5) O ne temp laborer upgraded to full time semi-skilled laborer FY 15-16 6) One Equipment Operator II reclassified to Truck Driver FY 2010-2011. One temp truck driver upgraded to Full time truck driver FY 15-16 7) T wo Laborers upgraded to Semi-Skilled Laborers during FY 2007-2008 Error located during FY 2010-2011 will not reflect in prior budget books

8) O ne Purchasing Agent temporarily reassigned to full-time Lean Sigma Black Belt 9) One Senior Secretary temporarily reassigned to full-time Purchasing Agent 10) I nventory Technician reclassified to Purchasing Manager and moved to new Purchasing department during FY 13-14 11) P urchasing Agent moved to Purchasing during FY 13-14 12) E rror located during FY 15/16 for One Equipment Operator II added FY 14-15 will not reflect in prior budget books & for a Laborer added in FY 14/15 (below)

18) U tilities Operations Manager reclassified to Manager, Water Resources Lakes FY 17-18 and transferred to Lake Tyler FY 18-19 19) O ne Senior Secretary reclassified to Asset Technician FY 17-18

1) Water Treatment Superintendent transferred to Water Business Office and Converted to Water Utilities Financial Manager FY 2010-2011position is closed, error located FY 17/18 will not reflect in prior budget books 2) 1 Plant Operator II W upgraded to Plant Operator III W FY 2010-2011

20) O ne Senior Clerk reclassified to Senior Utilities Operations Specialist FY 17-18 21) O ne Water System Maint. Superintendent reclassified to Water Distribtion Superintendent FY 17-18

3) W ater Quality Chemist reclassified to Water Systems Superintendent in Water Plant (744) in FY 2011-2012

7) O ne Manager, Water Production reclassified to Manager, Water Utilities Systems FY 17-18

4) One Plant Operator I added FY 15-16

8) O ne Chief Treatment Plant Operator reclassified to Water Treatment Superintendent FY 17-18; updated and reflected in Personnel Schedule FY 19-20

5) One Plant Operator II added FY 15-16 6) W ater Systems Superintendent reclassified to Manager, Water Production FY 15-16

Service Point Expenditures – waste collection FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,902,499

1,815,416

2,018,010

2,190,485

Supplies and Services

266,949

354,659

359,297

300,574

1,350

2,850

1,350

1,500

22) O ne Asset Analyst transferred to GIS FY 19-20 position not reflected in previous budget books

13) T wo Meter Repairer added FY 14-15; not reflected in budget book until FY 15-16. One Meter Repairer (#5) reclassified to Meter Repair Supervisor FY 14-15; not reflected in budget book until FY 17-18

23) O ne Laborer reclassified to Senior Utilities Operations Specialist FY 18-19

14) One Laborer added FY 14-15

25) O ne Senior Utility Maintenance Repairer transferred to WWC FY 19-20; not reflected in previous years

Utilities

275

116

Maintenance

1,030,498

999,418

943,737

1,263,616

26) Two Laborer positions added FY 20-21

Capital Outlay

25,175

145,000

119,670

125,000

27) Crew Leader FY 23-24

TOTAL

3,226,471

3,317,618

3,442,180

3,881,175

16) One Semi-Skilled Laborer added FY 16/17 17) O ne Truck Driver added FY 17/18 and reclassified to Equipment Operator II FY 17-18

24) O ne Asset Technician transferred to GIS FY 19-20

Sundry

water utilities fund

water utilities

Service Point Expenditures – water PLANT

137

cont.

Service Point EMPLOYEES – wastewater collection REGULAR FULL-TIME POSITIONS

2020-2021

2021-2022

2022-2023

2023-2024

10) Wastewater Treatment Superintendent

11) Manager, Water Quality

Manager, Waste Water Utilities Systems

2020-2021

2021-2022

2022-2023

2023-2024

9) Wastewater Superintendent/ Construction

12) Chief Treatment Plant Operator

14) Wastewater Collection Superintendent

Industrial Pretreatment Inspector

13) Manager, Water Utilities Systems, Operation & Maintenance

Industrial Pretreatment Technician

14) Water Utilities Electrician

3) Crew Leader

6 & 14) Laborer

1, 2, 3, 10) Laborer

6) Plant Mechanic I/WW

2, 3, 6, 11) Semi-Skilled Laborer

Plant Mechanic II/WW

12) Asset Technician

1, 3) Truck Driver

1, 5, 7, 13) Plant Operator I / II (2851 & 2852)

8) Equipment Operator II

Plant Operator III

14) Sr Utility Maintenance Repairer

Utilities Lab Analyst

3, 8) Biosolids Truck Driver

4) Utilities Maintenance Repairer/W

4, 9) Biosolids Plant Operator I

TOTAL DEPARTMENT

5) Westside Plant Operator II (3768)

7, 13) Plant Operator II SSWTP (2853)

TOTAL DEPARTMENT

5) One Laborer moved to 743 FY 15-16 6) One Semi-Skilled Laborer added FY 16/17

2) 2 Laborers upgraded to Semi-skilled Laborers FY 2010-2011

2) a nd 3) One semi-skilled laborer added FY 15-16 4) One Utility Maintenance Repairer position added FY 15-16

12) O ne Asset Technician transferred to GIS FY 19-20

8) One Equipment Operator II added FY 17/18

13) W astewater Collection Superintendent reclassified to Manager, Water Utilities Systems, Operation & Maintenance FY 19-20

9) W astewater Superintendent -Construction/ Rep retitled to Wastewater Collection Superintendent FY 17-18

14) O ne Sr Utility Maintenance Repairer transferred from Water Distribution; not reflected in previous years.

10) One Laborer transferred from 743 FY 16/17

15) W astewater Collections Superintendent FY 23-24

7) One Laborer added FY 16/17

3) Four Frozen Laborers moved from Parks FY 13-14 as 1 crew leader, 1 truck driver, 1 semiskilled and 1 laborer

water utilities fund

2019-2020

1) 1 Laborer upgraded to Truck Driver FY 2010-2011

138

REGULAR FULL-TIME POSITIONS

11) O ne Semi-Skilled Laborer reclassified to Asset Technician FY 17-18

7) T hree Plant Operator II’s reclassified to Plant Operator II SSWTP during FY 13-14

2) W ater Quality Chemist reclassified to Water Systems Superintendent in Water Plant (744) in FY 2011-2012

9) Biosolids Plant Operator I moved to new Biosolids account during FY 13-14

3) Biosolids Truck Driver added FY 12-13

Service Point Expenditures – waste treatment FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,957,457

2,300,813

2,127,026

2,451,781

Supplies and Services

1,580,560

1,586,563

1,579,509

1,823,950

Sundry

65,329

74,178

67,178

72,299

Utilities

718,601

737,140

693,880

747,940

Maintenance

754,765

831,122

773,088

862,307

Capital Outlay

28,163

75,000

5,076,712

5,557,979

5,240,681

6,033,277

TOTAL

1) For recruitment purposes Plant Operator II positions are posted as I or II in order to widen the range of qualified candidates. However all positions are budgeted at the Plant Operator II rate

4) Biosolids Plant Operator I added FY 12-13

8) B iosolids Truck Driver moved to new Biosolids account during FY 13-14

10) W astewater Treatment Superintendent reclassified to Manager, Water Quality FY 15-16

5) S ix Plant Operator II’s reclassified to Westside Plant Operator II’s FY 12-13

11) O ne Manager, Water Quality reclassified to Manager, Manager Waste Water Utilities System FY 17-18

6) Plant Mechanic I/WW added from Project Planner (NBS) FY 13-14. Two Plant laborers added FY 15-16

12) O ne Chief Treatment Plant Operator reclassified to Wastewater Treatment Superintendent FY 17-18

13) P lant Operator I position not located - many positions have converted back and forth between Plant Operator I and II, depending experience. Plant Op I added to Plant Op II row FY 19-20 column updated to reflect the Plant Operator I and II positions under job title codes 2851, 2852 & 2853- previous years not updated as of 3/27/20 (job title codes) 2851 - 2 position; 2852 - 1 position; 2853 - 3 positions 14) P lant Mechanic I Position reclassified as Electrician FY 23-24

water utilities fund

water utilities

Service Point EMPLOYEES – waste treatment

139

water utilities

cont.

Service Point Expenditures – LAKE TYLER FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

387,034

730,064

578,300

480,656

Supplies and Services

251,876

313,719

250,785

318,519

Sundry

49,029

49,065

50,940

Utilities

8,959

10,800

8,768

10,700

Maintenance

386,810

513,265

358,994

522,890

Capital Outlay

1,083,708

1,616,913

1,245,912

1,383,705

TOTAL

Service Point EMPLOYEES – lake tyler REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

3) Manager, Water Resources Lakes

Equipment Operator I

Foreman I

1) Laborer

Lake Supervisor I

Lake Supervisor II

Senior Utilities Specialist

TOTAL DEPARTMENT

1) One laborer added FY 15-16 2) Mrg/Wtr Production and Quality reclassified to Director of Utilities FY 16-17

3) One Manager, Water Resources Lakes transferred from Water Distribution FY 18-19

Service Point EMPLOYEES – GIS REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1, 10) GIS Addressing Technician

GIS Administrative Technician

1, 2,) Senior GIS Analyst

3, 5, 6) GIS Developer

4, 9) GIS Technician II

GIS Analyst

11) Asset Analyst

12) Asset Technician

7) GIS Manager

8) Informatics Data Analyst

TOTAL DEPARTMENT

1) Moved from SW-Administration FY 2011-2012

6) GIS Developer moved from MPO to GIS FY 13-14

10) G IS Addressing Tech reclassified to GIS Administrative Tech FY 18-19

2) Moved from Other- MPO FY 2011-2012

7) G IS Coordinator reclassified to GPA Manager during FY 13-14

11) One Asset Analyst (#1 )transferred to GIS from Water Distribution FY 19-20; position not reflected in previous budget books

3) GIS Developer moved from Water Administration to WUF -GIS FY 2011-2012

water utilities fund

Service Point Expenditures – GIS

140

4) GIS Technician II moved from Water Administration to WUF - GIS FY 2011-2012

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

662,232

808,373

720,956

840,816

Supplies and Services

184,931

144,462

191,487

190,058

Sundry

233,229

279,451

337,572

Utilities

Maintenance

Capital Outlay

1,080,392

1,232,286

1,191,894

1,368,446

TOTAL

5) M oved funding to Other-MPO during FY 2011-2012

8) I nformatics Data Analyst added but not listed FY 14-15 error located FY 17-18 will not reflect in previous years 9) GIS Tech II reclassified to GIS Analyst FY 18-19

12) O ne Asset Technician transferred from Water Distribution (position originally reclassified from Senior Secretary #1) FY 19-20

Service Point Expenditures – purchasing FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

256,808

286,521

272,785

288,849

Supplies and Services

4,416

11,631

7,597

12,539

Sundry

5,087

5,167

5,582

Utilities

150

Maintenance

10,453

8,683

23,998

10,886

Capital Outlay

276,778

312,152

309,615

318,006

TOTAL

water utilities fund

FY 2021-2022 ACTUAL EXPENDITURES

141

cont.

Service Point EMPLOYEES – PURCHASING REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

755,001

973,312

1,122,074

1,132,653

Supplies and Services

102,185

165,836

164,417

219,558

Sundry

55,183

78,676

77,271

69,929

Utilities

7,703

9,892

7,490

10,584

Purchasing Manager

Maintenance

483,973

665,635

665,627

736,199

Capital Outlay

499,462

1,087,510

1,087,511

926,900

TOTAL DEPARTMENT

TOTAL

1,903,507

2,980,861

3,124,390

3,095,823

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

63,597

65,329

65,077

69,791

Supplies and Services

2,385,419

4,634,084

4,033,209

4,500,000

Sundry

5,578

5,648

6,336

Utilities

Maintenance

Capital Outlay

2,454,594

4,705,061

4,103,934

4,576,127

TOTAL

Service Point Expenditures – SLUDGE DISPOSAL

Service Point EMPLOYEES – storm water management REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

22) Street Operations Manager

0.5

3, 23) Capital Budget Analyst

25) Communications Manager

Director of Marketing and Communications

Crew Leader

Equipment Operator II

Foreman II

Laborer

18) Project Engineer

0.5

8) Truck Driver

14, 16, 26) Administrative Assistant

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

289,882

318,669

332,401

343,672

Semi-Skilled Laborer

Supplies and Services

639,840

758,508

796,167

818,251

21) Administrative secretary

Sundry

200

Utilities

18,211

16,200

17,270

18,000

Maintenance

252,023

242,980

238,220

285,314

Capital Outlay

19) Associate Engineer

1,200,156

1,336,557

1,384,258

1,465,237

TOTAL DEPARTMENT

TOTAL

water utilities fund

FY 2022-2023 BUDGET APPROPRIATIONS

Purchaser

Service Point Expenditures – CD/CMOM

142

FY 2021-2022 ACTUAL EXPENDITURES

1) One position upgraded to Capital Budget Analyst during FY 2007-2008

Service Point Expenditures – fire services

2) Associate Traffic Engineer position with 85% paid by Traffic Engineering

FY 2021-2022 ACTUAL EXPENDITURES

FY 2022-2023 BUDGET APPROPRIATIONS

FY 2022-2023 PROJECTED EXPENDITURES

FY 2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

31,084

28,800

29,260

32,481

Supplies and Services

28,519

75,838

88,689

84,348

Sundry

Utilities

Maintenance

112

4,400

Capital Outlay

59,715

109,038

122,349

121,229

TOTAL

3) Capital Budget Analyst position with 86% paid by Engineering 4) Communications Director position with 93% paid by Communications

10) T itle Change from Associate Traffic Engineer to Transportation Project Engineer FY 2010-2011 11) Transportation Project Engineer downgraded to Traffic Services Supervisor in FY 2011-2012 12) Four Utilities Construction Inspectors moved to Water Admin in FY 2009-2010

5) Engineering Technician position with 60% paid by Engineering

13) E ngineering Technician reclassified to Project Engineer, moved to Engineering FY 12-13

6) S enior Secretary Two positions one with 76% paid by Traffic Engineering

14) S enior Secretary reclassified to Administrative Secretary FY 12-13

7) Four positions transferred from Development Services Fund during FY 2009-2010

15) M anaging Director of External Relations downgraded to Senior Public Relations Specialist in Communications FY 12-13.

8) 1 of 2 Truck driver positions frozen for FY 2011-2012 and 2012-2013 9) Title Change from Communication Director to Managing Director of External Relations FY 2011-2012

16) A dministrative Assistant payroll split changed from 76/24 to 85/15 Traffic/ Stormwater FY 14-15 17) T raffic Services Supervisor payroll split eliminated FY 14-15

18) P roject Engineer payroll split added 85/15 Engineering/Stormwater FY 14-15 & 15-16 19) A ssociate Engineer payroll split added 60/40 Engineering/Stormwater FY 14-15 & 15-16 20) S enior Public Relations Specialist 93% paid by communications FY 15-16 21) A dministrative Secretary payroll 50% paid by Streets FY 15-16 22) S treet Operations manager payroll 50 % paid by Streets FY 15-16 23) Capital Budget Analyst closed FY 16/17 24) S r. PR Specialist/Grantwriter reclassified to Communications Manager FY 16/17 25) C ommunications Manager reclassified to Director of Marketing and Communications FY 17/18 salary split 93%Communication,7%Stormwater salary paid 100% from Communications FY 19-20 26) O ne Administrative Assistant 100% transferred to Engineering FY 18-19

water utilities fund

water utilities

Service Point Expenditures – Storm Water

143

solid waste fund

Statement of Revenues

solid waste fund (560)

Fiscal Year 2023-2024

Rent - Miscellaneous

BEGINNING FUND BALANCE / WORKING CAPITAL

PROJECTED 2022-2023

BUDGET 2023-2024

$2,061

$6,084

$4,444

$3,655

Interest Earnings

3,295

2,281

21,319

14,204

TOTAL USE OF MONEY AND PROPERTY

5,356

8,365

25,763

17,859

Residential Sanitation Fees

8,323,908

8,961,000

8,925,672

9,678,910

Commercial Fees

4,587,656

4,803,359

4,738,533

5,150,250

Roll-Off Collection Fees

1,718,238

1,717,905

1,747,302

1,928,410

TOTAL CHARGES FOR CURRENT SERVICES

14,629,802

15,482,264

15,411,507

16,757,570

Recycle Sales

108,876

128,140

81,843

83,259

TOTAL RECYCLE SALES

108,876

128,140

81,843

83,259

CHARGES FOR CURRENT SERVICES

Fiscal Year 2023-2024

Unreserved Fund Balance

AMENDED BUDGET 2022-2023

USE OF MONEY AND PROPERTY

Statement of Revenues, Expenditures, and Changes in Working Capital

Operating Reserve

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

1,999,484

2,273,060

2,420,900

70,331

171,025

264,196

2,069,815

2,444,085

2,685,096

RECYCLE SALES

REVENUES Interest and Rental Income

MISCELLANEOUS INCOME

5,356

8,365

25,763

17,859

Charges for Residential Serv.

8,323,908

8,961,000

8,925,672

9,678,910

Landfill Royalty Fee

793,972

793,761

848,420

885,900

Charges for Commercial Serv.

4,587,656

4,803,359

4,738,533

5,150,250

Miscellaneous Income

890,650

864,048

1,188,466

895,834

1,684,622

1,657,809

2,036,886

1,781,734

$16,428,656

$17,276,578

$17,555,999

$18,640,422

Recycle Sales

108,876

128,140

81,843

83,259

Roll-Off

1,718,238

1,717,905

1,747,302

1,928,410

Miscellaneous

1,684,622

1,657,809

2,036,886

1,781,734

TOTAL REVENUES

16,428,656

17,276,578

17,555,999

18,640,422

Administration

1,971,540

1,984,209

1,965,247

2,157,470

Residential Collection

7,377,507

8,025,155

8,072,605

8,570,247

Commercial Collection

4,688,634

4,623,125

4,766,365

5,087,275

Keep Tyler Beautiful

190,919

212,501

201,481

215,043

Landfill Tipping Fee TOTAL MISCELLANEOUS INCOME TOTAL REVENUES

Code Enforcement

925,133

1,194,081

1,133,637

1,288,530

15,153,733

16,039,071

16,139,335

17,318,565

(900,653)

(1,175,653)

(1,275,653)

Economic Development Fund (208)

(100,000)

SW Capital Fund (562)

(800,000)

(725,000)

(825,000)

Productivity Fund (639) Property and Facility Fund (663)

(50,000)

(50,653)

Technology Fund (671)

(250,000)

2,273,060

2,405,861

2,420,900

2,597,785

Unreserved Fund Balance

171,025

100,078

264,196

133,515

ENDING FUND BALANCE / WORKING CAPITAL

2,444,085

2,505,939

2,685,096

2,731,300

solid waste fund

TOTAL EXPENDITURES

146

(Transfer Out)

Operating Reserve

solid waste fund

EXPENDITURES

147

solid waste capital fund (562) Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Unreserved Fund Balance

32,834

120,167

56,205

BEGINNING FUND BALANCE

32,834

120,167

56,205

1,276

5,000

1,825

5,000

1,276

5,000

1,825

5,000

Sanitation Containers

324,547

300,000

294,504

300,000

New Commercial Trucks

309,277

485,000

461,475

275,000

Keep Tyler Beautiful Projects

80,119

75,000

34,808

100,000

TOTAL EXPENDITURES

713,943

860,000

790,787

675,000

Transfer In

800,000

725,000

825,000

800,000

725,000

825,000

REVENUES Interest Earnings Miscellaneous Income TOTAL REVENUES

solid waste fund

Contingency

148

Solid Waste Fund (560) Unreserved Fund Balance

120,167

(9,833)

56,205

211,205

ENDING FUND BALANCE

120,167

(9,833)

56,205

211,205

solid waste fund

EXPENDITURES

149

he Solid Waste Department provides service support for residential and commercial solid waste collection, disposal services, and recycling operations. Our mission is to provide exceptional service that is both economically and environmentally responsible and meets the needs of our citizens.

• Residential garbage collection; • Residential garbage container disbursement program; • Residential curbside recycling collection;

• Landfill Access Fee generated $696,120 to benefit parks. • Collected 30,000 Cubic Yards of Storm Debris from Winter Storm Mara.

• Commercial roll-off rentals;

• Purchased 3 Front Load trucks, 3 Residential trucks and 2 Small Drive Out trucks.

• Oversee Greenwood Farms Landfill operations;

• Recycle Center expected to generate about $60,000 in revenue.

• Commercial garbage collection;

• Hazardous materials disposal; • Tyler Recycling Collection Center and, • Sponsors: Spring and Fall Cleanup Weeks with free bulky item pickup, Adopt a Street, Adopt a Spot, Adopt a Park, Christmas tree recycling, Tyler Recycles day, Litter Cleanups and, Paint Recycle day.

Accomplishments for 2022-2023 • Provided Excellent Service to 31,333 residential customers. • Provided Excellent Service to 2,342 commercial customers.

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

889,843

909,258

921,251

1,010,184

Supplies and Services

131,369

151,891

145,628

162,914

Sundry

932,380

922,370

897,934

983,681

Utilities

459

690

434

691

Maintenance

Capital Outlay

1,954,051

1,984,209

1,965,247

2,157,470

TOTAL

Service Point EMPLOYEES – solid waste administration 2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

6 & 7) Director of Solid Waste*

12, 13, 14)Solid Waste/VES Manager

Director of Solid Waste, Transit, & VES

• Continue to evaluate new software and technology that can optimize service and reduce labor cost.

8, 11) Account Specialist

Customer Service Supervisor

Senior Utilities Specialist

• Continue to encourage and allow employees opportunities for additional training at City U.

6 & 8) Account Speicalist Auditor*

10) Administrative Secretary

TOTAL DEPARTMENT

Goals for 2023-2024

• Continue to deliver excellent customer service to the public. • Evaluate Future Landfill Operations and Commercial Franchising. • Expect to generate $716,080 in Landfill Access Fee for Parks Dept.

REGULAR FULL-TIME POSITIONS

1) 96% of position funded through MPO beginning FY 2008-2009

6) Director of Solid Waste downgraded to Account Specialist/Auditor FY 12-13

10) Account Specialist reclassified to Administrative Secretary during FY 13-14

2) S olid Waste Supervisor eliminated FY 20112012

7) SW/VES Manager upgraded to Director of Solid Waste FY 13-14

11)One Account Specialist added FY 16-17

3) S enior GIS Analyst position moved to WUF - GIS FY 2011-2012

8) One Account Specialist upgraded to Account Specialist/Auditor FY 12-13 * One Account Specialist/Auditor serving as full time Lean Sigma Black Belt

4) GIS Addressing Technician moved to WUF - GIS FY 2011-2012 5) GIS Coordinator position moved to WUF - GIS FY 2011-2012

solid waste fund

code enforcement

150

Accomplishments for2022-2023 • Achieved a 100% conviction rate on illegal dumping cases • Worked 47 substandard structure cases • Voluntary Compliance rate of 98% • Mowers cleaned over 373 sites • Towed seven junk vehicles

• Focus on reducing citizens’ top five complaints: - High weeds - Sign violations - Trash complaints - Junked Vehicles - Unimproved parking surface violations

13) SW Manager position paid 100% from SW Admin, no longer split 50/50 with Transit FY 17-18 14) One SW Manager reclassified to Director of SW/Transit/VES FY 17-18

Service Point Expenditures – residential collection

Goals for 2023-2024 • Reduce illegal dumping

9) Special Projects Coordinator moved to SW Keep Tyler Beautiful Fund FY 13-14

12)One Solid Waste Manager position added; reclassified from Fleet Services Coord. (VES) FY 16-17

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

2,214,407

2,396,586

2,392,848

2,501,349

Supplies and Services

2,644,815

2,643,068

2,732,870

2,829,415

Sundry

114,752

137,735

137,463

Utilities

1,945

2,020

1,574

2,020

Maintenance

2,401,588

2,845,746

2,807,578

3,100,000

Capital Outlay

7,377,507

8,025,155

8,072,605

8,570,247

TOTAL

solid waste fund

solid waste

Service Point Expenditures – administration

151

solid waste

cont.

Service Point EMPLOYEES – solid waste Residential collection 2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

15, 16) Commercial Equipment Operator

2, 4, 7, 8, &11) Foreman II

9) Laborer

13, 14) Residential Equipment Operator

7) Residential Superintendent

TOTAL REGULAR FULL-TIME

1) 2 Positions added during FY 2007-2008 2) T itle change of Commercial Sales Representative to Foreman II during FY 2007-2008 3) Position transferred to SW Code Enforcement 4) One Foreman I upgraded to Foreman II during FY 2009-2010 5) One Foreman I eliminated FY 2011-2012 6) Recycling Technician eliminated FY 2011-2012 * Commercial Superintendent serving as Full-Time Lean Sigma Black Belt

7) O ne Foreman II reclassified to Residential Superintendent

13) F our Residential Equip. Operators added FY 15-16

8) O ne Foreman II reclassified to Commercial Superintendent

14) One Residential Equipment Operator reclassified to Vehicle Services Manager FY 16-17

9) One Laborer moved to Finance and reclassified to Accounting Manager FY 13-14 11) One Residential Equipment Operator reclassified to Foreman II FY 2015-2016 12) O ne Residential Crew Leader reclassified to Commercial Equipment Operator FY 2015-2016

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2, 3, 4) Commercial Equipment Operator

1) Welder I

1) Welder II

8) Commercial Superintendent

Commercial Sales Representative

TOTAL DEPARTMENT

solid waste fund 152

1)Two Welder positions I & II added FY 15-16

3)One Commercial Equipment Operator transferred from 752 FY 17-18

2) One Commercial Equipment Operator transferred to 752 FY 16-17

4) Two Commercial Equipment Operators transferred from 752 FY 18-19

Service Point Expenditures – code enforcement

15) One Commercial Equipment Operator transferred from 753 FY 16 -17 16) One Commercial Equipment Operator transferred to 753 FY 17-18

Service Point Expenditures – COmmercial collection FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,462,306

1,366,544

1,602,115

1,611,224

Supplies and Services

2,322,135

2,254,534

2,314,255

2,445,101

Sundry

121,485

146,062

145,772

Utilities

4,905

4,175

7,547

7,178

Maintenance

777,803

851,810

696,386

878,000

Capital Outlay

4,688,634

4,623,125

4,766,365

5,087,275

TOTAL

REGULAR FULL-TIME POSITIONS

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

724,308

976,813

920,895

1,049,537

Supplies and Services

59,012

80,698

61,131

75,059

Sundry

51,633

52,061

52,060

61,979

Utilities

3,392

4,347

3,226

4,347

Maintenance

86,788

80,162

96,325

97,608

Capital Outlay TOTAL

925,133

1,194,081

1,133,637

1,288,530

solid waste fund

REGULAR FULL-TIME POSITIONS

Service Point EMPLOYEES – solid waste commercial collection

153

solid waste

cont.

Service Point EMPLOYEES – Code enforcement REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Code Enforcement Manager

8) Field Supervisor

7, 9, 10 ) Code Enforcement Officer I

2, 9, 12, 13) Code Services Officer

4) Equipment Operator II

5, 14) Laborer

11) Administrative Secretary

TOTAL DEPARTMENT

1) Title change from Environmental Coordinator to Code Enforcement Manager during FY 2007-2008 2) O ne position upgraded to Chief Code Enforcement Officer for FY 2008-2009 3) Four positions transferred to Streets during FY 2007-2008 4) One position transferred to Streets during FY 2007-2008 5) O ne position upgraded to Code Services Officer for FY 2008-2009 6) Position transferred from Streets during FY 2007-2008

7) P osition transferred from SW Residential for FY2010-2011 8) T itle change from Chief Code Enforcement Officer to Field Supervisor FY 2010-2011

13) T wo Code Services Officers added FY 18-19; positions transferred from Neighborhood Services/Housing (Rehab Project Specialist #1 and Code Enforcement Officer I #1)

9) Code Services Officer upgraded to Code Enforcement Officer I FY 2010-2011

14) O ne Laborer added in FY14-15 but not reflected in prior years- updated FY 19-20

10) E liminated 2 Code Service Officer I - no FY indicated, updated FY 19-20 11) S enior Clerk reclassified to Administrative Secretary FY 13-14 * This department was formerly known as Environmental Services. 12) One Code Services Officer added FY 16-17

Service Point Expenditures – litter control/keep tyler beautiful FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

79,192

96,976

92,392

96,943

Supplies and Services

110,856

114,725

108,156

117,300

Sundry

Utilities

871

800

933

800

Maintenance

Capital Outlay

190,919

212,501

201,481

215,043

TOTAL

Service Point EMPLOYEES – keep tyler beautiful REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2) Keep Tyler Beautiful Comm. Coord.

TOTAL

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

3)PT Keep Tyler Beautiful Technician

TOTAL

TOTAL DEPARTMENT

REGULAR PART-TIME POSITIONS

1) Special Projects Coordinator moved to Keep Tyler Beautiful fund FY 13-14

3) One PT KTB Technician added FY 19-20

solid waste fund

2) S pecial Projects Coordinator reclassified to Keep Tyler Beautiful Community Coordinator FY 15-16

154

155

airport fund

yler Pounds Regional Airport provides facilities and services for the safe and efficient operation of commercial and private aviation activities. In 2017/18, Tyler recorded 134 privately owned based aircraft. Presently, one commercial airline services Tyler providing regional jet service to Dallas, allowing passengers to connect to most airports in the world. Airport staff members are responsible for:

• Promoting and marketing airport services; • Developing public education programs to teach citizens and customers about aviation; • Coordinating and managing airport security and emergency response programs; • Terminal building maintenance; • Airport Landside Facilities inspection and maintenance; • Managing airport vendor and concession contracts; • Grounds maintenance including irrigation, landscaping and contracts management; • Storm water pollution prevention program; • Airside Land lease contract management; • Airfield lighting and navigational aid maintenance; • Rental Car Concessions management;

airport fund

• Coordination and planning of airport development;

158

Accomplishments for 2022-2023

airport operating fund (524) Statement of Revenues, Expenditures, and Changes in Working Capital

• Orchestrated planning between multiple City and County agencies to prepare for the Rose City Air Fest

Fiscal Year 2023-2024

• Secured a new restaurant for terminal building

Reserve for Construction

• Initiated development of new hangars for Tract 7 • Facilitated purchase of Aircraft Rescue & Fire Fighting foam testing trailer with FAA grant funding • Unified the TYR aviation community to finalize our Master Plan Update • Collaborated with University of Texas at Tyler Art Department to create art displays in Terminal Lobby

Goals for 2023-2024 • Create an Aviation Center of Excellence • Equip employees with proper tools and training for response to all contingencies • Create a collaborative work environment to maximize employee engagement

ACTUALS AMENDED BUDGET 2021-2022 2022-2023 Reserve for Customer Facility

PROJECTED 2022-2023

BUDGET 2023-2024

$300

448,718

450,437

432,716

Unreserve Working Capital

484,826

581,030

612,684

BEGINNING FUND BALANCE

933,844

1,031,767

1,045,700

Use of Money and Property

1,024,211

986,817

1,081,844

1,043,295

Current Service Charges

91,714

100,600

134,779

170,360

Customer Facility Service Charges

105,767

104,000

97,136

100,000

REVENUES

Miscellaneous Income

20,385

14,176

18,372

14,000

Other Agencies

597,643

701,629

601,629

650,000

1,839,720

1,907,222

1,933,760

1,977,655

1,659,906

1,676,633

1,703,970

1,750,287

12,843

24,600

14,000

150,000

50,000

1,672,749

1,851,233

1,717,970

1,800,287

TOTAL REVENUES EXPENDITURES AIRPORT Operations Capital Contingency AIRPORT TOTAL CUSTOMER FACILITY Wash Bay Maintenance

360

8,700

9,177

10,000

Wash Bay Debt Service

103,688

105,680

TOTAL CUSTOMER FACILITY

104,048

114,380

114,857

115,680

1,776,797

1,965,613

1,832,827

1,915,967

72,000

TOTAL EXPENDITURES

• Airport operations area maintenance and inspection;

Transfer In

• Disadvantaged Business Enterprise Program (DBE) reporting;

PFC (234)

72,000

Transfer Out

(37,000)

(69,475)

(87,000)

Airport Grant Fund (525)

(50,000)

Technology Fund (671)

(37,000)

(19,475)

(37,000)

Productivity Fund (639)

• Passenger facility charge program reporting and administration; • T XDOT Grant acquisition and management; • Federal Aviation Administration (FAA) grants administration.

Reserve for Construction Reserve for Customer Facility

300

450,437

440,057

432,716

417,036

Unreserve Working Capital

581,030

535,544

612,684

675,052

ENDING FUND BALANCE

$1,031,767

$975,901

$1,045,700

$1,092,388

airport fund

tyler pounds regional airport

159

service point expenditures – airport

cont.

revenue detail Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Airline Facilities Rental

45,000

Airport Long-Term Parking

387,196

360,000

413,726

385,000

Interest Earnings

4,475

3,000

17,709

4,000

Landing Fees

41,556

45,000

39,826

40,022

Restaurant Concessions

11,729

9,500

9,983

9,500

FAA Building Rental

55,590

55,806

52,311

59,005

Car Leasing Rental

317,307

290,000

316,971

300,000

Agricultural Lease

2,110

1,693

Hangar Land Lease

111,931

129,791

126,609

151,363

HAMM

15,000

Common Use Fees

14,572

15,000

15,408

USE OF MONEY AND PROPERTY

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

776,419

871,786

901,684

852,936

Supplies and Services

217,969

229,002

205,826

245,546

Sundry

187,346

353,285

203,866

266,256

Utilities

169,243

155,510

160,908

168,080

Maintenance

308,929

217,050

231,686

267,469

Capital Outlay

1,659,906

1,826,633

1,703,970

1,800,287

TOTAL

Service Point EMPLOYEES – airport REGULAR FULL TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

5) & 7) Airport Manager

Airport Operations Supervisor

Administrative Assistant

8) Airport Projects Coordinator

1) & 4) Airport Technician I

15,000

Airport Technician II

15,212

Airport Technician III

Wash Bay Fees

13,446

11,500

12,749

11,500

9) Airport Technician IV

Non Aviation Land Lease

4,299

5,527

14,859

6,000

TOTAL REGULAR FULL-TIME

TOTAL USE OF MONEY AND PROPERTY

1,024,211

986,817

1,081,844

1,043,295

CURRENT SERVICE CHARGES Airport Fuel Flowage

75,399

78,000

74,761

75,000

Customer Facility Charge

105,767

104,000

97,136

100,000

Advertising Space Fees

16,315

22,600

60,018

95,360

TOTAL CURRENT SERVICE CHARGES

197,481

204,600

231,915

270,360

1) One Airport Technician position frozen for FY 2009-2010

4) One Airport Technician eliminated FY 2011-2012

7) T itle change from Airport Director to Airport Manager FY 2011-2012

2) O ne Secretary position upgraded to Senior Secretary during FY 2007-2008

5) Airport Manager promoted to Director of Airport and Transit FY 2007-2008

8) A dministrative Secretary downgraded to Senior Secretary FYI 2011-2012 FY 14-15

3) One Part-time Airport Technician eliminated during FY 2010-2011 budget

6) Title change from Director of Airport and Transit to Airport Director FY 2010-2011

9) Added one Airport Technician IV FY 14-15

service point expenditures – customer facility charge

airport fund

MISCELLANEOUS INCOME

160

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Miscellaneous Income

15,933

11,176

15,294

11,000

Oil Leases and Royalties

4,452

3,000

3,078

3,000

Salaries and Benefits

TOTAL MISCELLANEOUS INCOME

20,385

14,176

18,372

14,000

Supplies and Services

Sundry

103,688

105,680

Utilities

Maintenance

360

8,700

9,177

10,000

Capital Outlay

104,048

114,380

114,857

115,680

OTHER AGENCIES CARES Act CRSSA Grant CRSSA Concession TOTAL OTHER AGENCIES TOTAL REVENUES

450,000

350,000

650,000

597,387

251,629

256

597,643

701,629

601,629

650,000

1,839,720

1,907,222

1,933,760

1,977,655

TOTAL

airport fund

airport operating fund (524)

161

hotel tax fund

hotel tax fund (211) service point expenditures – 7% Hotel/Motel Occupancy Tax

Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Unreserved Fund Balance

$1,436,728

$1,507,271

$1,985,170

Reserve (2% Tax)

4,715,689

4,449,331

(916,671)

BEGINNING FUND BALANCE / WORKING CAPITAL

6,152,417

5,956,602

1,068,499

REVENUES

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

45,279

70,500

74,135

65,500

Sundry

875,400

1,005,400

875,400

1,093,400

Utilities

Maintenance

3,334,827

3,323,177

3,413,339

3,607,455

Capital Outlay

41,668

2 % Occupancy Tax

954,819

949,885

981,797

1,032,712

TOTAL

962,347

1,075,900

949,535

1,158,900

Interest Earnings

48,063

30,000

39,095

45,000

500,000

4,337,709

4,803,062

4,934,231

5,185,167

Texas Rose Festival

10,000

15,000

Discovery Place

32,400

Symphony

50,000

Museum of Art

35,000

Historical Museum

13,500

Visitors and Convention Bureau

691,500

754,500

TOTAL REVENUES EXPENDITURES

Tyler Civic Theatre

service point expenditures – 2% Hotel/Motel Occupancy Tax FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

43,640

45,000

867,111

Sundry

McClendon House

4,500

Utilities

Historic Aviation Museum

13,500

Maintenance

Texas Hotel & Lodging Dues

16,924

20,500

16,054

20,500

2% Convention Center Facility

6,877,089

9,005,000

9,004,999

1,250,000

Capital Outlay

6,833,449

8,960,000

8,137,888

1,250,000

Sport Tyler Award

25,000

TOTAL

6,877,089

9,005,000

9,004,999

1,250,000

Special Services

23,355

50,000

58,081

45,000

Parking Lot Improvement

41,668

Tournament Expenses

5,000

130,000

150,000

TOTAL EXPENDITURES

7,839,436

10,080,900

9,954,534

2,408,900

Transfers In

6,250,000

3,250,000

Half-Cent Fund (231)

3,250,000

Rainy Day Fund (235)

3,000,000

Contingencies

hotel tax fund

FY2022-2023 BUDGET APPROPRIATIONS

7 % Occupancy Tax

Donations

164

FY2021-2022 ACTUAL EXPENDITURES

(Transfers Out)

(2,944,088)

(3,117,800)

(3,518,600)

Tourism Fund (219)

(2,325,000)

(2,500,000)

(2,900,000)

HOT Debt Service (302)

(594,088)

(592,800)

(593,600)

Property and Facility Management (663)

(25,000)

Unreserved Fund Balance

1,507,271

1,759,548

1,985,170

2,053,725

Reserve (2% Tax)

4,449,331

(948,584)

(916,671)

(1,727,559)

$5,956,602

$810,964

$1,068,499

$326,166

(Roof Replacement Tourism)

ENDING FUND BALANCE / WORKING CAPITAL

hotel tax fund

Statement of Revenues, Expenditures, and Changes in Working Capital

165

other funds

cemeteries operating fund (204) Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

15,854

(4,862)

73,262

3,750

8,000

4,650

8,000

(4)

3,369

1,037

1,369

Current Service Charges

53,865

174,500

151,631

122,000

TOTAL REVENUES

57,611

185,869

157,318

131,369

Cemetery

297,541

470,870

454,276

591,660

TOTAL EXPENDITURES

297,541

470,870

454,276

591,660

Transfer In

219,214

315,000

375,082

390,000

BEGINNING FUND BALANCE REVENUES Permits Interest Earnings

EXPENDITURES

19,214

15,000

75,082

65,000

General Fund (101)

200,000

300,000

325,000

Productivity Fund (639)

ENDING FUND BALANCE

(4,862)

25,137

73,262

2,971

Transfer Out

service point expenditures – Cemeteries FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

161,014

173,379

160,181

206,876

Supplies and Services

25,990

198,121

195,408

239,181

Sundry

12,605

12,493

12,495

13,788

Utilities

51,327

49,000

48,367

54,500

Maintenance

46,605

37,877

37,825

52,315

Capital Outlay

25,000

297,541

470,870

454,276

591,660

Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024

BEGINNING FUND BALANCE

BUDGET 2023-2024

3,182,287

3,242,218

3,346,978

22,425

15,000

75,082

65,000

56,720

109,600

104,760

109,600

TOTAL REVENUES

79,145

124,600

179,842

174,600

(19,214)

(15,000)

(75,082)

(65,000)

(19,214)

(15,000)

(75,082)

(65,000)

3,242,218

3,351,818

3,346,978

3,456,578

2020-2021

2021-2022

2022-2023

2023-2024

Cemeterian

Transfer In

Groundskeeper

Transfer Out

2) Crew Leader

Laborer

168

TOTAL DEPARTMENT

2) One Crew Leader added - not a new position, but not reflected in previous years

PROJECTED 2022-2023

Sales

2019-2020

1) Cemeterian position frozen FY 17-18 - until further notice

AMENDED BUDGET 2022-2023

Interest Earnings

Service Point Employees – Cemeteries REGULAR FULL-TIME POSITIONS

ACTUALS 2021-2022

REVENUES

other funds

TOTAL

cemetery trust fund (713)

Cemetery Operating Fund (204) ENDING FUND BALANCE

other funds

Cemetery Trust Fund (713)

169

Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024 YEAR-TO-DATE ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

464,900

332,945

293,333

Judgment of Forfeitures - State Judgment of Forfeitures Federal

35,842

41,000

30,000

41,000

4,267

12,000

Training Registration

(51,100)

20,000

Interest Earnings

3,352

2,233

10,388

TOTAL REVENUES

(7,639)

63,233

52,388

41,000

BEGINNING FUND BALANCE REVENUES

EXPENDITURES Federal Forfeiture

52,185

70,000

52,000

60,000

State Forfeiture

72,131

82,000

40,000

62,000

Training/Range Upgrades

25,000

TOTAL EXPENDITURES

124,316

177,000

92,000

122,000

ENDING FUND BALANCE

332,945

219,178

293,333

212,333

FY2021-2022 ACTUAL EXPENDITURES

other funds 170

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

10,051

7,000

3,000

7,000

Sundry

201

2,000

Utilities

Maintenance

10,910

55,000

Capital Outlay

50,969

75,000

35,000

TOTAL

72,131

82,000

40,000

62,000

park improvement fund (206) Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024

BEGINNING FUND BALANCE

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

539,024

162,442

696,120

675,000

670,791

723,241

REVENUES Landfill Access Fee

Service Point Expenditures – State FUNDS

FY2022-2023 BUDGET APPROPRIATIONS

Interest Earnings

385

696,120

675,385

670,791

723,241

Park Capital Improvements

157,096

1,047,374

1,047,373

777,500

TOTAL EXPENDITURES

157,096

1,047,374

1,047,373

777,500

TOTAL REVENUES

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

41,685

10,000

Sundry

Transfer In

Utilities

Transfer Out

Maintenance

539,024

167,035

162,442

108,183

Capital Outlay

10,500

70,000

52,000

50,000

TOTAL

52,185

70,000

52,000

60,000

EXPENDITURES

ENDING FUND BALANCE

other funds

Police Forfeiture Fund (205)

Service Point Expenditures - FEDERAL FUNDS

171

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Reserve for Technology

$10,874

$(59,643)

$(80,141)

Reserve for Efficiency

29,499

61,145

101,745

Reserve for Partners for Youth

31,637

(30,437)

(87,233)

Reserve for Jury

2,277

4,144

5,905

Reserve for Security

(28,844)

69,260

147,039

BEGINNING FUND BALANCE / WORKING CAPITAL

45,443

44,469

87,315

REVENUES

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

111,868

72,000

96,081

Utilities

69,166

30,866

28,108

4,907

Capital Outlay TOTAL

4,907

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

80,073

Supplies and Services

549

12,050

7,050

Sundry

Utilities

Maintenance

1,251

2,000

968

2,000

Capital Outlay

1,800

14,050

13,018

89,123

102,416

110,000

Security Fees

99,904

94,000

90,797

100,000

Partners for Youth Fees

104,188

100,000

95,506

104,000

Juvenile Class Fees

113,668

130,000

89,236

114,000

Efficiency Fees

67,236

65,000

91,420

95,000

Jury Fees

1,867

2,000

1,761

1,900

Truancy Prevention

2,018

2,000

2,283

2,000

Interest Earnings

377

4,019

1,275

1,000

499,398

501,019

474,694

527,900

181,034

102,866

124,189

4,907

Expenditures for Security

1,800

14,050

13,018

89,123

Expenditures for Partners for Youth

281,948

308,605

243,821

162,450

Expenditures for Efficiency

35,590

60,300

50,820

167,000

TOTAL EXPENDITURES

500,372

485,821

431,848

423,480

(Transfer Out)

Productivity Fund (639)

Reserve for Technology

(59,643)

(54,490)

(80,141)

25,952

Reserve for Efficiency

61,145

65,845

101,745

29,745

REGULAR FULL-TIME POSITIONS

Reserve for Partners for Youth

(30,437)

(107,042)

(87,233)

(29,683)

Reserve for Jury

4,144

6,144

5,905

7,805

Reserve for Security

69,260

149,210

147,039

157,916

ENDING FUND BALANCE / WORKING CAPITAL

$44,469

$59,667

$87,315

$191,735

Expenditures for Jury

124,189

FY2022-2023 BUDGET APPROPRIATIONS

104,000

Expenditures for Technology

102,866

FY2021-2022 ACTUAL EXPENDITURES

110,140

EXPENDITURES

181,034

SERVICE POINT EXPENDITURES – MUNICIPAL COURT SECURITY

Technology Fees

TOTAL REVENUES

other funds

FY2022-2023 BUDGET APPROPRIATIONS

Maintenance

Fiscal Year 2023-2024

172

FY2021-2022 ACTUAL EXPENDITURES

TOTAL

SERVICE POINT EXPENDITURES – PARTNERS FOR YOUTH PROGRAM FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

180,777

231,855

172,340

161,650

Supplies and Services

101,171

76,750

71,481

800

Sundry

Utilities

Maintenance

Capital Outlay

281,948

308,605

243,821

162,450

TOTAL

SERVICE POINT EMPLOYEES – PARTNERS FOR YOUTH PROGRAM 2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1) Deputy Court Clerk

1) Juvenile Case Coordinator

1) Juvenile Program Coordinator

TOTAL DEPARTMENT

1) These positions moved to Partners for Youth Fund from Municipal Court FY 2010-2011

other funds

court special fee fund (207)

SERVICE POINT EXPENDITURES – MUNICIPAL COURT

173

court special fee fund (207)

economic development fund (208)

cont.

SERVICE POINT EXPENDITURES – COURT EFFICIENCY

Statement of Revenues, Expenditures, and Changes in Working Capital Fiscal Year 2023-2024

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

35,590

60,300

50,820

167,000

Sundry

REVENUES

Utilities

Maintenance

Capital Outlay

35,590

60,300

50,820

167,000

TOTAL

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

347,885

360,275

434,585

Interest Earnings

2,390

1,500

8,060

5,500

TOTAL REVENUES

2,390

1,500

8,060

5,500

Economic Development

165,000

208,750

TOTAL EXPENDITURES

165,000

208,750

Transfer In

175,000

275,000

BEGINNING FUND BALANCE

EXPENDITURES

Water Utilities Fund (502)

175,000

Solid Waste Fund (560)

100,000

Airport Operations Fund (524)

360,275

428,025

434,585

506,335

Transfer Out

other funds

ENDING FUND BALANCE

174

175

tourism & convention fund (219)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024

BEGINNING FUND BALANCE

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

6,223

60,118

186,327

53,501

102,516

123,215

199,126

394

150

2,994

3,000

53,895

102,666

126,209

202,126

REVENUES Property Tax Interest Earnings TOTAL REVENUES

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024

BEGINNING FUND BALANCE

PROJECTED 2022-2023

BUDGET 2023-2024

287,003

365,596

142,549

103,436

232,000

130,916

227,500

4,530

595,000

206,712

595,000

REVENUES Rose Garden Convention Center Main Street Revenue

9,951

10,000

5,307

6,000

TIRZ

5,000

Liberty Hall Revenue

97,911

128,400

114,312

183,400

TOTAL EXPENDITURES

5,000

Interest Earnings

3,417

2,500

17,167

12,000

Transfer In

TOTAL REVENUES

219,245

967,900

474,414

1,023,900

Rose Garden Center

289,205

495,501

487,858

579,370

Rose Garden Maint.

555,337

645,091

684,073

1,049,210

Convention Center & Goodman

904,271

1,193,766

1,234,956

1,446,168

Liberty Hall

196,133

328,473

306,744

385,770

Main Street

500,706

509,387

463,830

512,513

149,500

TOTAL EXPENDITURES

2,445,652

3,321,718

3,177,461

3,973,031

Transfer In

2,325,000

2,500,000

2,900,000

2,325,000

2,500,000

2,900,000

(20,000)

Technology Fund (671)

(20,000)

Productivity Fund (639)

ENDING FUND BALANCE

365,596

491,778

142,549

73,418

General Fund (101)

ENDING FUND BALANCE

60,118

162,784

186,327

383,453

Hotel Tax Fund (211)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

Transfer Out

Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

521,207

626,573

814,966

110,446

125,371

174,120

143,878

Interest Earnings

4,957

3,000

19,273

28,630

TOTAL REVENUES

115,403

128,371

193,393

172,508

TIRZ

10,037

5,000

10,000

TOTAL EXPENDITURES

10,037

5,000

TRANSFER IN

TIF / TIRZ #2 (209)

TRANSFER OUT

BEGINNING FUND BALANCE

EXPENDITURES

Contingencies

TIF/TIRZ #3 (218)

SERVICE POINT EXPENDITURES – ROSE GARDEN CENTER

REVENUES Property Tax

other funds

AMENDED BUDGET 2022-2023

EXPENDITURES

Transfer Out

176

ACTUALS 2021-2022

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

191,769

227,010

226,566

348,035

Supplies and Services

22,035

22,455

22,198

24,304

Sundry

5,250

12,048

13,491

8,241

Utilities

33,847

50,000

41,713

50,000

10,000

Maintenance

36,304

71,988

71,890

48,790

Capital Outlay

112,000

100,000

TOTAL

289,205

495,501

487,858

579,370

626,573

749,944

814,966

977,474

EXPENDITURES

ENDING FUND BALANCE

other funds

TIF/TIRZ #4 (217)

177

tourism & convention fund (219) cont. SERVICE POINT EMPLOYEES – ROSE GARDEN CENTER REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

2 & 3) Building Maintenance Worker

7) Custodian

Venue Attendant

Tourism Facility Custodial Supervisor

5) Receptionist/Greeter

TOTAL DEPARTMENT

SERVICE POINT EMPLOYEES – ROSE GARDEN CENTER MAINTENANCE REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Crew Leader

Groundskeeper

1, 2) Laborer

3) Parks Superintendent

TOTAL DEPARTMENT

1) One position frozen for FY 2009-2010 2) One Laborer position frozen for FY 2011-2012

Positions moved to Rose Garden Center from Visitor’s Facility FY 2011-2012 1) One clerk reclassified to Visitor Facilities Coordinator during FY 11-12 2) O ne Building Maintenance Worker reclassified to Visitor Facilities Supervisor during FY 13-143) Visitor Facilities Coordinator reclassified to Building Maintenance Worker during FY 13-14

5) Receptionist/Greeter added FY 15-16 not reflected in report, error located FY 17-18 6) Reservation Specialist reclassified to Tourism Facility Custodial Supervisor FY 18-19 7) One Custodian retitled to Venue Attendant FY 19-20

3) Rose Garden Supervisor reclassified to Parks Superintendent during FY 13-14

SERVICE POINT EXPENDITURES – VISITOR FACILITIES

4) Visitor Facilities Supervisor reclassified to Manager of Tourism and Community Facilities Beautification FY 15/16

SERVICE POINT EXPENDITURES – ROSE GARDEN CENTER MAINTENANCE FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

269,879

337,611

316,998

481,229

Supplies and Services

113,935

89,509

141,073

108,725

Sundry

47,434

46,798

46,800

49,835

Utilities

34,463

45,650

38,579

45,650

Maintenance

89,626

90,523

105,623

123,771

Capital Outlay

35,000

240,000

555,337

645,091

684,073

1,049,210

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

710,888

834,674

831,298

942,218

Supplies and Services

40,237

53,485

103,911

79,880

Sundry

120,945

138,796

138,397

183,696

Utilities

18,057

114,075

109,115

120,075

Maintenance

2,335

24,544

24,042

80,299

Capital Outlay

11,809

28,192

28,193

40,000

TOTAL

904,271

1,193,766

1,234,956

1,446,168

other funds

FY2022-2023 BUDGET APPROPRIATIONS

other funds

TOTAL

FY2021-2022 ACTUAL EXPENDITURES

178

179

tourism & convention fund (219) cont.

SERVICE POINT EXPENDITURES – LIBERTY HALL FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

76,698

84,024

92,880

141,712

SERVICE POINT EMPLOYEES – VISITOR FACILITIES

Supplies and Services

72,770

170,456

140,396

169,568

REGULAR FULL-TIME POSITIONS

Sundry

15,569

30,617

31,869

31,137

Utilities

11,607

17,681

14,549

19,276

Maintenance

19,489

25,695

27,050

24,077

Capital Outlay

196,133

328,473

306,744

385,770

2020-2021

2021-2022

2022-2023

2023-2024

0.6

0.3

16) Goodman & Special Events Supervisor

2, 9) Building Maintenance Worker

12) Budget Administrator/Cemeterian

17) Budget Analyst & Internal Auditor

0.95

Tourism Facilities Supervisor

2, 19, 21) Custodian

23) Venue Attendant

1, 16) Museum Curator

10, 13) Manager of Tourism Facilities & Community Beautification

8, 11) Managing Director Parks/ Recreation Operations 22) Parks Tourism Manager 4) Parks Manager

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

265,095

284,771

274,806

289,451

Supplies and Services

207,303

191,185

159,382

188,881

Sundry

20,385

21,325

21,139

22,541

Utilities

1,440

3,355

1,650

3,020

Maintenance

6,483

8,751

6,853

8,620

Capital Outlay

14) SR Manager of Parks, Recreation & Tourism

500,706

509,387

463,830

512,513

0.45

TOTAL REGULAR FULL-TIME

5.3

7.3

10.3

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

18, 20 & 23) Custodian

REGULAR FULL-TIME POSITIONS

Venue Attendant

Total Regular Part-time

TOTAL PART-TIME

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

TEMPORARY POSITIONS

TOTAL

18)Custodian

TOTAL TEMPORARY PART-TIME

8.3

10.3

11.3

TOTAL DEPARTMENT

other funds

SERVICE POINT EXPENDITURES – MAIN STREET FY2021-2022 ACTUAL EXPENDITURES

REGULAR PART-TIME POSITIONS

180

TOTAL

1) Museum Curator moved to part-time during FY 2009-2010

9) Building Maintenance Worker reclassified to Tourism Facility Custodial Supervisor FY 17-18

2) M oved 1 Clerk, 1 Custodian, and 1 Building Maintenance Worker to Other Tourism RGC FY 2011-2012

10) V isitor Facilities Supervisor reclassified to Manager of Tourism and Community Facilities Beautification FY 15/16

3) Parks and Recreation Director 50% paid General Fund Parks and Rec

11) M D Parks/Recreation Op salary charged 20%Parks Admin, 50% Visitor Facilities & 30%Liberty Hall FY 17-18

4) Parks Manager 70% paid General Fund Parks and Rec 5) 1 Laborer frozen FY 2011-2012 and 2012-2013 6) 1 PT Curator and 1 PT Custodian combined to form 1 FT Curator in FY 2011-2012 7) A ssistant city manager 90% paid by communications FY 15-16 8) P arks&Rec Director reclassified to Managing Director of Parks/Recreation Operations salary charged to50%Parks, 50%Parks Visitor Facilities 16/17

12) Budget Administrator/Cemeterian salary split 95% Visitor Tourism/ 5% Parks Admin FY 17-18 13) M anager of Tourism Facilities & Community Beautification salary split 77% Visitor Tourism/ 23% Parks Admin FY 17-18 14) M anager of Tourism Facilities & Community Beautification reclassified to Senior Manager Parks, Recreation & Tourism FY 18-19 salary split 55% Parks/45% Tourism 15) M D Parks/Recreation salary split 60% visitor facilities 40% liberty hall

16) One Museum Curator reclassified to Goodman & Special Event Supervisor FY 19-20 17) Budget Administrator/Cemeterian retitled to Budget Analyst & Internal Auditor FY 19-20, salary split 95% Tourism/5% Parks Admin 18) One temporary Custodian upgraded to one part time Custodian FY 17/18; updated for FY 19-20 19) O ne Custodian (FT) retitled to Venue Attendant (FT) FY 19-20 20) O ne Custodian (PT) retitled to Venue Attendant (PT) FY 19-20 21) C ustodians for Conference Center Grounds FY 22-23 22) Parks Tourism Manager FY23-24 23) T wo part-time custodians reclassified as two full-time venue attendants FY 23-24

SERVICE POINT EMPLOYEES – MAIN STREET & LIBERTY HALL 2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

Main Street Program Director

8) Downtown Ambassador

Administrative Assistant

5, 7) Managing Director Parks/ Recreation Operations

0.4

6) Director of Marketing and Communications

4.4

TOTAL DEPARTMENT

1) One Deputy Court Clerk Transferred to Main Street and converted into Gallery Curator during FY 2009-2010

5) MD Parks/Recreation Op salary charged 20% Parks Admin, 50% Visitor Facilities & 30% Liberty Hall FY 17-18

2) G allery Curator retitled to Gallery Operations Support for FY 13-14

6) Communications Manager reclassified to Director of Marketing and Communications FY 17/18 salary split 93% Communication, 7% Stormwater; salary paid 100% from Communications FY 19-20

3) One Gallery Operations Support reclassified to Administrative Assistant FY 16-17 4) Parking Patrol positions transferred from Traffic and reclassified to Downtown Ambassadors FY 15/16

7) M D Parks/Recreation salary split 60% visitor facilities 40% liberty hall 8) D owntown Ambassadors transferred to Main Street from Liberty Hall

other funds

2019-2020

181

rainy day fund (235) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024

airport passenger facility fund (234) ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

123,750

214,401

313,086

161,289

150,000

164,302

150,000

Interest Earnings

1,362

2,000

6,383

4,000

TOTAL REVENUES

162,651

152,000

170,685

154,000

Transfer Out Half-Cent Sales Tax (Non-Budgetary Fund) Airport Operations Fund (524) ENDING FUND BALANCE

$11,175,690

$8,316,856

$11,585,862

76,858

60,000

75,089

76,000

Sale of Property

Interest Earnings

64,308

55,000

193,917

130,000

TOTAL REVENUES

141,166

115,000

269,006

206,000

Downtown Property Maintenance

Special Services

144

Building Improvements

Purchase of Land

Contingencies

99,856

100,000

TOTAL EXPENDITURES

100,000

Transfers In

3,000,000

EXPENDITURES

(72,000)

214,401

294,401

313,086

395,086

General Fund (101) (Transfers Out) HOT Fund (211) General Capital Fund (102) ENDING FUND BALANCE / WORKING CAPITAL

3,000,000

(3,000,000)

(451,792)

(3,000,000)

(451,792)

$8,316,856

$7,880,064

$11,585,862

$11,691,862

other funds

other funds 182

Transfer In

BUDGET 2023-2024

Oil Leases and Royalties

REVENUES

TOTAL EXPENDITURES

PROJECTED 2022-2023

REVENUES

Fiscal Year 2023-2024

Passenger Facility Charge

AMENDED BUDGET 2022-2023

BEGINNING FUND BALANCE / WORKING CAPITAL

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

BEGINNING FUND BALANCE

ACTUALS 2021-2022

183

NEIGHBORHOOD SERVICES

pEG fee fund (236) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024

BEGINNING FUND BALANCE

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

896,085

1,039,105

1,108,245

REVENUES PEG Fee

216,041

236,293

205,135

206,565

ACCOMPLISHMENTS FOR 2022-2023 • Served over half of the existing families placed on the 2021 waiting list, • Maintained the agency’s payment standard at 110% to decrease rental burdens on families,

Interest Earnings

7,645

7,875

26,956

27,500

TOTAL REVENUES

223,686

244,168

232,091

234,065

• Awarded five additional VASH vouchers to support the need of veteran housing assistance, • Partnered with CDBG and other financial institutions to market Homeownership opportunities for low-income participants,

EXPENDITURES Technology Costs

60,230

53,116

77,326

Technology Updates

20,436

213,000

109,835

213,000

Studio Renovations

Contingency

50,000

80,666

316,116

162,951

340,326

Transfer In

Transfer Out

Productivity Fund (639)

ENDING FUND BALANCE

1,039,105

967,157

1,108,245

1,001,984

TOTAL EXPENDITURES

• Successfully transitioned a participating family in the HCV program to Homeownership as a first-time homebuyer, • Utilized 99.3% of the agency’s total financial allocation, • Removed tree; repaired curb, gutter and drive approach; replaced rusted metal sewer line and replaced with PVC piping and removed damaged metal bus stop station, • Agency achieved 110 points out of 130 points, which is an 85% overall SEMAP score resulting in achieving an overall Standard Performer rating,

• Participant of Community Action Network Resource Fair connecting families in our community, providing awareness of services and resources in the community, • Completed construction of public reception and restroom areas to respond, prepare and prevent the spread of COVID-19, • Continued outreach efforts for new owners in order to increase assisted HCV properties as well as conducted multiple workshops for owners and their designated maintenance management personnel

GOALS FOR 2023-2024 • Become 100% staffed and position personnel in appropriate roles, • Increase /maintain an average of 75% VASH lease-ups, • Maintain monthly average HAP expenditure of >98%, • Maintain lease-ups with a 98% monthly average, • Host three or more inspection Q&A seminars for landlords and increase landlord participation, • Reduce tenant fraud repayments, • Exhaust 2021 waiting list and re-open application process

other funds

• Hosted annual Fair Housing seminar as well as Homebuyer’s Seminars,

184

185

homeownership/ housing fund (274)

housing assistance payments fund (276)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

Fiscal Year 2023-2024

Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

427

430

441

TOTAL REVENUES

TOTAL EXPENDITURES

ENDING FUND BALANCE

430

444

441

453

BEGINNING FUND BALANCE

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Reserve for Voucher Program

112,169

225,250

344,313

Reserve for Administration

644,877

686,083

756,186

BEGINNING FUND BALANCE

757,046

911,333

1,100,499

8,842,037

8,500,000

9,301,604

9,420,000

HUD Administration

702,590

780,000

838,179

840,000

Portability Voucher

247,447

250,000

366,676

360,000

Portability Administration

14,905

16,200

23,220

25,200

FSS Administration

61,377

58,563

33,945

61,221

29,891

30,000

40,132

30,000

29,996

30,000

28,784

30,000

REVENUES HUD Voucher

Vash Voucher Fraud Reimbursement Voucher Fraud Reimbursement Administration CARES Act Rental Income

12,000

18,000

Unclaimed Property

Interest Earnings

5,517

12,000

22,725

12,000

9,945,785

9,688,763

10,667,265

10,796,421

8,546,712

8,547,500

9,004,285

8,950,580

HAP Administration

707,254

1,469,737

782,118

1,019,732

Portability Voucher

254,193

200,000

397,744

250,000

19,000

5,000

FSS Administration

70,512

87,663

75,564

80,306

Tenant Protection Voucher

24,947

32,500

12,725

15,000

17,800

7,500

187,188

230,000

205,663

369,720

692

134

9,791,498

10,604,334

10,478,099

10,697,838

Reserve for Voucher Program

225,250

(54,750)

344,313

459,013

Reserve for Administration

686,083

50,512

756,186

740,069

ENDING FUND BALANCE

911,333

(4,238)

1,100,499

1,199,082

TOTAL REVENUES

HAP Voucher

other funds

Portability Administration

186

Tenant Protection Administration Vash Voucher CARES Act TOTAL EXPENDITURES

other funds

EXPENDITURES

187

housing assistance payments fund (276) SERVICE POINT EXPENDITURES – HOUSING ASSISTANCE PAYMENT PROGRAM FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

499,048

793,717

499,256

754,727

Supplies and Services

108,323

143,677

178,339

154,768

Sundry

8,615,161

9,033,643

9,072,596

9,014,597

Utilities

13,522

18,700

16,866

18,720

Maintenance

17,912

27,500

19,346

27,500

Capital Outlay

9,253,966

10,017,237

9,786,403

9,970,312

TOTAL

SERVICE POINT EMPLOYEES – HOUSING REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

12) NBS Operations manager

Housing Manager

0.1

Housing Services Manager

Clerk

12,14, 17) Code Enforcement/ Housing Inspector

Section 8/Housing Inspector

6, 22) Eligibility Analyst

23)Senior Clerk

Housing Eligibility Supervisor

7, 9, 21) Certified Housing Specialist

Lead Certified Housing Specialist

Code Enforcement/Housing Inspector Supervisor

11.1

other funds

10, 11) Neighborhood Services Manager

188

TOTAL DEPARTMENT 1) One position downgraded from Accountant to Financial Analyst during FY 2007-2008

6) Title changed to Certified Housing Specialist during FY 2009-2010

2) O ne position with 45% paid by Community Development, 25% paid by Transit and 7% paid by HOME

7) O ne Certified Housing Specialist position upgraded to Senior Certified Housing Specialist during FY 2009-2010

3) Position transferred to the City Manager’s Office and title changed to Project Manager FY 2008-2009

8) Position upgrade to Code Enforcement/ Housing Inspector Supervisor

4) Position transferred from the City Manager’s Office during FY 2008-2009 5) P osition title change to Housing Eligibility Supervisor FY 2009-2010

9) During FY 2010-2011 Certified Housing Specialist downgraded to Developmental Certified Housing Specialist, then upgraded to back to Certified Housing Specialist within same year

11) O ne position 30% paid by Community development and 10% by Home FY 15-16

17) O ne Code Enforcement Officer I (#1) transferred to Code Enforcement FY 18-19

14) One Code Enforcement/Housing Inspector reclassified to Sec 8/Housing Inspector FY 15-16

18) N BS Operations Manager reclassified to Housing Manager FY 18-19 salary no longer split

15) S enior Cert. Housing Spec. reclassified to Lead Certified Housing Spec. FY 14-15

19) Community Development Manager downgraded to Housing Project Coordinator FY 18-19 (Other - HOME tab)

16) O ne Rehab Project Specialist (#3) reclassified to Community Development Manager salary split between 5 NBS accounts 20%? FY 17-18

21) O ne Lead Certified Housing Specialist downgraded to Certified Housing Specialist (this change was noticed in FY 19-20) 22) One Homebuyer Specialist position (CDBG) reclassified to Eligibility Analyst FY 19-20 23) O ne Senior Clerk reclassified to Eligibility Analyst FY 19-20

20) H ousing Project Coordinator reclassified back to Community Development Manager FY 18-19 (Other - CDBG tab)

SERVICE POINT EXPENDITURES – HOUSING PORTABILITY FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

19,000

5,000

Sundry

254,193

200,000

397,744

250,000

Utilities

Maintenance

Capital Outlay

254,193

219,000

397,744

255,000

TOTAL

SERVICE POINT EXPENDITURES – FAMILY SELF-SUFFICIENCY HOMEOWNERSHIP PROGRAM FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

70,512

87,663

75,564

80,306

Supplies and Services

Sundry

Utilities

Maintenance

11.1

Capital Outlay

70,512

87,663

75,564

80,306

10) T itle change from Director of Neighborhood Services to Neighborhood Services Manager FY 2011-2012 11) O ne position with 50% paid by Community Development and 25% Home 12) One Code Enforcement/Housing Inspector transferred to Development Services Building Inspector FY 13-14 13) F inancial Analyst transferred to Finance FY 12-13

TOTAL

other funds

cont.

189

cont.

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

SERVICE POINT EMPLOYEES – FSS HOME OWNERSHIP

Fiscal Year 2023-2024

REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

1)FSS Homeownership Coordinator

TOTAL DEPARTMENT

1) New Position FSS Homeownership Coordinator added FY 2010-2011 (Grant funded position for 1 year); renewed for FY 21-22

SERVICE POINT EXPENDITURES – TENANT PROTECTION PROGRAM

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

86,889

95,644

104,952

1,165,107

2,492,793

1,967,958

754,440

HIP Income

950

CARES Act

8,752

10,000

8,358

7,000

1,173,859

2,502,793

1,977,266

761,440

111,500

160,895

164,088

150,761

Homebuyers Administration

301

Demolition Administration

40,198

16,000

BEGINNING FUND BALANCE REVENUES CDBG Grant Income

Miscellaneous Income TOTAL REVENUES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

17,800

7,500

Sundry

24,947

32,500

12,725

15,000

Utilities

Maintenance

Code Enforcement Administration

8,397

5,479

Public Facilities Administration

177

120,377

201,097

185,570

150,761

TOTAL

24,947

50,300

12,725

22,500

SERVICE POINT EXPENDITURES – HUD/VASH

ADMINISTRATION EXPENDITURES Administration Rehab Administration

CARES Act Administration Miscellaneous Expense (not covered by grant) TOTAL ADMINISTRATION EXPENDITURES

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Administration

Salaries and Benefits

Rehab Administration

Supplies and Services

Homebuyers Administration

12,866

Sundry

187,188

230,000

205,663

369,720

Utilities

Demolition Administration

200,000

54,982

70,000

Maintenance

Code Enforcement Administration

Capital Outlay

1,007,276

887,870

593,580

408,552

187,188

230,000

205,663

369,720

24,585

1,203,826

1,133,826

125,000

1,044,727

2,291,696

1,782,388

603,552

TOTAL EXPENDITURES

1,165,104

2,492,793

1,967,958

754,313

ENDING FUND BALANCE

95,644

105,644

104,952

112,079

TOTAL

other funds

ACTUALS 2021-2022

FY2021-2022 ACTUAL EXPENDITURES

Capital Outlay

190

community development grants fund (294)

SERVICE POINT EXPENDITURES – CARES ACT FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

692

134

Sundry

Utilities

Maintenance

Capital Outlay

692

134

TOTAL

PROJECT EXPENDITURES

Public Facilities Administration CARES Act Projects Miscellaneous Expense (not covered by grant) TOTAL PROJECT EXPENDITURES

other funds

housing assistance payments fund (276)

191

community development grants fund (294) cont. SERVICE POINT EXPENDITURES - CDBG ADMIN FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

61,008

96,747

98,345

99,828

Supplies and Services

27,620

62,523

64,434

49,828

Sundry

22,809

Utilities

Maintenance

1,500

Capital Outlay

111,500

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

239

Supplies and Services

8,158

5,479

Sundry

1,200

1,000

Utilities

Maintenance

160,895

164,088

150,761

Capital Outlay

8,397

5,479

TOTAL

SERVICE POINT EXPENDITURES – CDBG HOMEBUYERS FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

301

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay

12,866

TOTAL

13,167

other funds

SERVICE POINT EXPENDITURES – CDBG DEMOLITION

192

SERVICE POINT EXPENDITURES – CDBG PUBLIC FACILITIES FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

177

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay

1,007,276

887,870

593,580

408,552

TOTAL

1,007,453

887,870

593,580

408,552

SERVICE POINT EXPENDITURES – CARES ACT

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

40,198

16,000

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay

200,000

54,982

TOTAL

240,198

70,982

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Utilities

Maintenance

70,000

Capital Outlay

24,585

1,203,826

1,133,826

125,000

70,000

TOTAL

24,585

1,203,826

1,133,826

125,000

other funds

TOTAL

SERVICE POINT EXPENDITURES – CDBG CODE ENFORCEMENT

193

home grant funds (295) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

18,335

361,362

HOME Grant Income

888,601

1,483,442

356,839

389,456

Program Income

428,195

672,000

1,316,796

2,155,442

356,839

1,061,456

BEGINNING FUND BALANCE REVENUES

Miscellaneous Income

SERVICE POINT EMPLOYEES – CDBG REGULAR FULL-TIME POSITIONS

2020-2021

2021-2022

2022-2023

2023-2024

7, 8) Neighborhood Services Manager

0.7

6, 9, 16, 20) Community Development Manager

15) NBS Operations Manager

3, 17) Homebuyers Specialist

10, 18) Senior Secretary Community Development Specialist

other funds

TOTAL DEPARTMENT

194

0.9

2.6

2.7

1) One position downgraded from Accountant to Financial Analyst during FY 2007-2008

10) O ne Senior Secretary position with 10% paid by HOME

2) O ne position with 25% paid by Transit, 23% paid by Housing and 7% paid by HOME

11) O ne Project Planner transferred to Wastewater Treatment as Equipment Mechanic I FY 13-14

3) One position added for FY 2008-2009 4) One position with 20% paid by HOME 5) T wo positions, one with 10% paid by HOME and one with 20% paid by HOME 6) Housing Projects Coordinator title changed to Community Development Manager During FY 08-09 7) T itle change from Director of Neighborhood Services to Neighborhood Services Manager 8) O ne position with 25% paid by Housing and 25% paid by HOME 9) One position with 20% paid by HOME

Administration

12,089

307,199

33,521

38,946

Homebuyers

286,727

169,999

200,000

CHDO

48,919

961,680

1,512,597

153,319

822,510

TOTAL EXPENDITURES

973,769

2,155,442

356,839

1,061,456

ENDING FUND BALANCE

361,362

New Construction / Re-construction

2019-2020

13, 14) Rehab Project Specialist

EXPENDITURES

15) N BS Operations Manager reclassified to Housing Manager 100%paid from Housing FY 18-19 16) H ousing Project Coordinator reclassified back to Community Development Manager FY 18-19

Local Match

SERVICE POINT EXPENDITURES – HOME FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

11,444

10,112

20,776

16,198

Supplies and Services

645

30,305

12,745

22,748

Sundry

266,782

Utilities

8) O ne position with 60% paid by Housing and 10% paid by HOME FY 15-16

17) One Homebuyer Specialist position reclassified to Eligibility Analyst under Housing FY 19-20

Maintenance

Capital Outlay

961,680

1,848,243

323,318

1,022,510

9) Neighborhood services operations manager 20%paid by HOME and 10% by HOUSING FY 15-16

18) O ne Senior Secretary position reclassified to Housing Projects Coordinator salary 100% paid by CDBG FY 20-21

TOTAL

973,769

2,155,442

356,839

1,061,456

13) O ne Rehab Project Specialist (#3) reclassified to Community Development Manager salary split between 5 NBS accounts 20%? FY 17-18

19) O ne Housing Projects Coordinator reclassified to Community Development Specialist FY 20-21

12) Financial Analyst moved to Finance FY 12-13

14) O ne Rehab Project Specialist (#1) transferred to Code Enforcement FY 18-19

20) O ne CDBG Manager reclassified to Community Development Specialist FY 20-21

other funds

community development grants fund (294) cont.

TOTAL REVENUES

195

home grant funds (295)

metropolitan planning organization

SERVICE POINT EMPLOYEES – HOME

cont.

REGULAR FULL-TIME POSITIONS

SERVICE POINT FOCUS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

0.20

5, 8,11) Community Development Manager

9) NBS Operations Manager

6, 7) Neighborhood Services Manager

9, 12) Senior Secretary

0.10

TOTAL DEPARTMENT

0.3

0.2

1) One position downgraded from Accountant to Financial Analyst during FY 2007-2008

6) Title change from Director of Neighborhood Services to Neighborhood Services Manager

2) O ne position with 45% paid by Community Development, 25% paid by Transit and 23% paid by Housing

7) O ne position with 25% paid by Housing and 50% paid by Community Development

3) One position with 80% paid by Community Development 4) Two positions, one with 90% paid by Community Development 10% HOME and one with 80% paid by Community Development 20% HOME. Two positions paid by Community Development/CDBG Demolition/ CDBG Rehab Two positions paid by Community Development/CDBG Demolition/ CDBG Rehab 5) H ousing Projects Coordinator title changed to Community Development Manager During FY 08-09

8) O ne position with 70% paid by Community Development and 10% by HOUSING FY 15-16 9) One Senior Secretary position with 90% paid by Community Development 10) Financial Analyst moved to Finance FY 12-13 7) O ne position with 60% paid by Housing and 30% paid by Community Development FY 15-16

8) O ne Rehab Project Specialist - Community Development division (#3) reclassified to Community Development Manager salary split between 5 NBS accounts 20%? FY 17-18 9) NBS Operations Manager reclassified to Housing Manager 100%paid from Housing FY 18-19 10) C ommunity Development Manager downgraded to Housing Project Coordinator FY 18-19 11) H ousing Project Coordinator reclassified back to Community Development Manager FY 18-19 12) O ne Senior Secretary position reclassified to Housing Projects Coordinator salary paid by CDBG FY 20-21

he MPO is responsible for the “3-C” planning process (cooperative, continuous, comprehensive) to conduct basic planning activities. Transportation planning is a process of projecting future transportation needs, investigating and evaluating alternative actions for meeting those needs, assessing the financial ability of the community to implement those actions, and recommending reasonable strategies based on needs and available resources. The MPO is also charged with providing professional oversight and support to the Technical Advisory Committee and the Transportation Policy Committee. The MPO is responsible for:

• Developing a Unified Planning Work Program (UPWP);

• Participate in regional and State transportation planning committees and initiatives; • Coordinating special studies as directed by the Transportation Policy Committee.

ACCOMPLISHMENTS FOR 2022-2023 • Hired consultant to create Active Transportation Plan for region; • Hired consultant to begin the five year update to the Metropolitan Transportation Plan (MTP); • Submitted FY 2022 Annual Performance and Expenditure Report; • Kicked-off Active Transportation plan;

• Developing a Metropolitan Transportation Plan (MTP);

• Kicked-off Metropolitan Transportation Plan (MTP) update;

• Updating and maintaining the MPO TransCAD traffic model;

• Adopted Transportation Improvement Program (TIP) for FY2018-2022.

• Developing a Transportation Improvement Program (TIP); • Updating the State’s electronic Transportation Improvement Program (eSTIP); • Submitting monthly billings to TxDOT for reimbursement; • Submitting Annual Performance & Expenditure Report (APER) for State and Federal approval;

GOALS FOR 2023-2024 • Monitor Air Quality for region for possible non-attainment status; • Work closely within 14 county East Texas Council of Government’s region to advance public transportation; • Continue support of Toll 49.

196

• Providing notice and holding open houses to receive input on regional transportation projects in accordance with the Public Participation Plan (Triple P); • Updating Title VI plans and maintaining compliance in accordance with Federal regulations;

other funds

• Submitting Annual Project Listing (APL) for State and Federal approval;

197

mpo grant (285)

tyler transit

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

SERVICE POINT FOCUS

Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

TOTAL REVENUES

354,956

881,817

780,236

TOTAL EXPENDITURES

354,956

881,817

780,236

ENDING FUND BALANCE

BEGINNING FUND BALANCE

SERVICE POINT EXPENDITURES – 104F TRANSPORT PLANNING

• Providing safe, dependable and efficient public transportation services.

• Continued evaluation of the Transit Route Study for improvements • Turned low-performing bus stops into Demand Response stops • Increased ridership above last year’s operations • Met budget for revenue projections for both Fixed Route and Paratransit operations

GOALS FOR 2023-2024

• Administering awarded Federal and State grant funds.

• Purchase 3 Sunset Low Floor ProMaster vans

192,500

• Operating and Maintaining all transit vehicles to conform to Federal Transit Administration (FTA) guidelines.

263,036

228,011

• Purchase 5 Frontrunner Low Floor ProMaster vans for Fixed Route and Paratransit operations

• Promoting and increasing ridership.

• Receive funding from ETCOG to help with Local Match funds and keep us from raising fare prices and eliminating Saturday services

193,503

831,823

818,182

780,236

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

167,907

250,237

236,596

359,675

Supplies and Services

19,239

318,500

Sundry

6,355

263,036

Utilities

Maintenance Capital Outlay TOTAL

yler Transit provides public transportation services to the citizens of Tyler that is safe, dependable and cost-effective. Tyler Transit operates a fixed route bus system throughout the city on five fixed-routes, as well as providing complimentary ADA Paratransit services to individuals that are eligible. Through the Tyler Transit system, we connect citizens to employers, medical facilities and educational institutions throughout the city. Transit employees are responsible for the following:

• Continued Campus Connect program with UT Tyler and Tyler Junior College

• Coordination of efforts to streamline route schedules for customer convenience with additional technologies. • Continuation of employee training that promotes and reinforces safe and efficient processes in providing public transportation.

ACCOMPLISHMENTS FOR 2022-2023

• Pilot MicroTransit for two to three Fixed Route operations • Evaluate Fixed Route Software for better management and customer utilization • Evaluate other Fixed Routes for MicroTransit operations

• Purchased 1 of 4 ARBOC buses

• Evaluate MicroTransit Software for commingling services for both Fixed Route and Paratransit operations

• Purchased 1 New England Front Runner ProMaster van

• Accept the design and installation of new bus stops provided by the 5310 Grant

other funds

• Increased overall advertisement revenue on buses

198

199

SERVICE POINT EXPENDITURES – ADA

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

55,196

(12,441)

7,696

Transit Fees

144,824

179,000

176,510

180,000

Advertising

14,500

25,000

5,200

6,000

Bus Sales and Other Income

8,101

10,000

7,046

16,000

State Grant

277,498

648,019

421,537

1,382,141

Federal Grant

3,449,853

3,555,745

2,165,554

3,903,998

TOTAL REVENUES

3,894,776

4,417,764

2,775,847

5,488,139

Transit Operations

3,962,413

4,817,764

3,473,423

6,202,479

TOTAL EXPENDITURES

3,962,413

4,817,764

3,473,423

6,202,479

Transfer In

400,000

717,713

744,500

General Fund (101)

400,000

717,713

744,500

Transfer Out

95,644

105,644

104,952

112,079

BEGINNING FUND BALANCE REVENUES

EXPENDITURES

ENDING FUND BALANCE

SERVICE POINT EXPENDITURES – TYLER TRANSIT

other funds

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

399,874

307,553

376,067

183,851

Supplies and Services

756,315

786,055

772,740

639,447

Sundry

33,835

21,627

21,628

22,778

Utilities

5,519

4,125

4,829

4,475

100,762

145,000

123,040

165,000

Maintenance Capital Outlay TOTAL

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay

489,552

1,105,901

43,153

2,198,151

TOTAL

489,552

1,105,901

43,153

2,198,151

SERVICE POINT EXPENDITURES – GRANTS FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

36,818

91,165

48,238

201,311

Supplies and Services

46,051

(50,823)

6,903

24,397

Sundry

21,627

21,628

22,778

Utilities

612

3,013

1,663

4,476

Salaries and Benefits

1,225,596

1,605,664

1,242,190

1,801,472

Maintenance

Supplies and Services

331,155

244,665

307,276

279,027

Capital Outlay TOTAL

22,306

22,806

94,053

5,219

6,221

5,216

4,475

Maintenance

310,330

326,100

347,550

335,400

Capital Outlay

1,897,263

2,204,956

1,925,038

2,514,427

1,015,551

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

24,963

1,298,304

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

Utilities

1,264,360

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

Sundry

1,296,305

SERVICE POINT EXPENDITURES – TRANSIT ARRA FUNDS

FY2021-2022 ACTUAL EXPENDITURES

TOTAL

200

FY2021-2022 ACTUAL EXPENDITURES

cont.

83,481

64,982

78,432

252,962

SERVICE POINT EXPENDITURES – TRANSIT PLANNING FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

92,450

140,262

95,774

182,071

Supplies and Services

46,010

11,385

6,849

12,063

Sundry

51,737

21,627

21,628

22,778

Utilities

5,457

4,291

4,225

4,476

158

Maintenance Capital Outlay TOTAL

195,812

177,565

128,496

221,388

other funds

tyler transit

201

cont.

SERVICE POINT EMPLOYEES – TRANSIT REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

8, 11, 16, 26, 30 ) Transit Manager

Transportation Operations Coordinator

31) Transit Assistant Manager

25) Administrative Secretary

7, 19) Bus Driver

12, 18) Transit Dispatcher/Scheduler

Transit Supervisor

27) Transit Compliance Officer

28) Transit Development Specialist

21)Senior Bus Driver

23, 24) Solid Waste Manager

22)Treasury Manager

0.25

TOTAL PART-TIME

2.6

2.7

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

PART-TIME POSITIONS

Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

2,562,120

2,228,124

1,793,878

19,044

45,428

59,931

55,000

Services

46,312

202,500

125,000

100,000

Productivity Pay & Severance

321,173

500,000

325,000

752,770

56,428

85,300

59,500

93,800

120,083

132,926

129,086

136,306

BEGINNING FUND BALANCE TOTAL REVENUES EXPENDITURES

10 & 13) Custodian

13) Bus Driver

Strategic Planning

TOTAL SUBSTITUTE

Lean Six Sigma/City U

359,044

469,184

405,591

491,073

TOTAL EXPENDITURES

903,040

1,389,910

1,044,177

1,573,949

Transfer In

550,000

General Fund (101)

250,000

Utilities Fund (502)

250,000

Solid Waste Fund (560)

50,000

Airport Fund (524)

Storm Water (575)

Special Revenue Funds

Internal Service Funds

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

9,15) Bus Driver

TOTAL SUBSTITUTE

TOTAL DEPARTMENT

33.25

35.25

37.25

1) Title changed from Transportations Operation Manager to Transportation Operations Coordinator during FY 2008-2009 2) O ne position reclassified to Dispatcher/ Scheduler during FY 2007-2008 3) One position with 45% paid by Community Development, 23% paid by Housing and 7% paid by HOME 4) One position reclassified to Bus Driver during FY 2007-2008 5) Position frozen for FY 2009-2010

other funds

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

Internal Audit

SUBSTITUTE POSITIONS

202

productivity IMPROVEMENT funds (639)

6) Administrative Assistant eliminated for FY 2011-2012

11) T ransit Manager reclassified to Executive Director of MPO FY 2011-2012 12) A dministrative Assistant unfrozen for FY 2012-2013, Scheduler/Dispatcher frozen for FY 2012-2013 13) O ne PT Custodian reclassified to PT Bus Driver FY 12-13 14) Financial Analyst moved to Finance FY 12-13 15) T wo substitute drivers added during FY 13-14 16) S pecial Projects Manager reclassified to Transit Manager during FY 13-14

7) F ive of 12 Full-time Bus Driver positions frozen for FY 2011-2012 and 2012-2013

17) E xecutive Director of MPO moved to Planning and combined with Planning Director during FY 13-14

7, 9) Converted six PT SUB bus driver positions to 3 FT bus driver positions during FY 15-16

18) One Transit Dispatcher/Scheduler unfrozen FY 14-15

8) Senior Clerk position upgraded to Transit Manager FY 2010-2011

19) Five Full-Time Bus Drivers unfrozen FY 14-15

9) Added four additional Bus Driver positions during FY 2010-2011 10) C onverted one FT custodian to two PT custodians FY 2011-2012

20) One Treasury Manager Position 75% paid by Finance FY 15-16 21) O ne Senior Bus Driver reclassified to Bus Driver FY 15-16 22) T reasury Manager salary split 75% Finance

25% Transit FY 16-17 23) S olid Waste Manager salary split 50%Transit 50%SW Administration FY 16-17 24) S W Manager salary no longer split 50/50, 100% paid by SW Admin FY 17-18 25) A dministrative Assistant reclassified to Administrative Secretary FY 13-14 error located FY 17-18, not reflected in previous years 26) T ransit Manager was eliminated due to contract management services with MCDT. 27) T ransit Compliance Officer was eliminated due to contract management services with MCDT. 28) One Transit Development Specialist position added FY 20-21 29) T ransit Compliance Officer added back FY 20-21, per Personnel Changes from Budget (requisition to add position to position control has not been sent in by the department as of February 2021) 30) C ontract with MCDT, Transit Manager added back to budget FY 23 31) T ransit Compliance Officer reclass to Transit Asst Manager

Rainy Day Fund (235)

Transfer Out ENDING FUND BALANCE

2,228,124

1,433,642

1,793,878

824,929

other funds

tyler transit

203

productivity IMPROVEMENT funds (639)

SERVICE POINT EXPENDITURES – CITY UNIVERSITY

cont.

SERVICE POINT EXPENDITURES – PRODUCTIVITY FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

2,770

Supplies and Services

47,996

202,500

125,000

100,000

Sundry

331,385

500,000

325,000

750,000

Utilities

Maintenance

Capital Outlay

379,381

702,500

450,000

852,770

SERVICE POINT EXPENDITURES – INTERNAL AUDIT FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

56,428

85,300

59,500

93,800

Sundry

Utilities

Maintenance

Capital Outlay

56,428

85,300

59,500

93,800

TOTAL

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

130,163

162,710

164,870

164,022

Supplies and Services

97,998

121,494

101,336

139,245

Sundry

130,883

184,980

139,385

187,806

Utilities

Maintenance

Capital Outlay

359,044

469,184

405,591

491,073

TOTAL

FY2021-2022 ACTUAL EXPENDITURES

TOTAL

FY2021-2022 ACTUAL EXPENDITURES

SERVICE POINT EMPLOYEES – PRODUCTIVITY REGULAR FULL-TIME POSITIONS

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

12) Learning and Development Manager

10) Innovation Pipeline Manager

8) SR PR Marketing Specialist/ Grantwriter

Public Safety PIO

9) Public Works PIO

11) Strategic Planning Coordinator

Manager for Innovation

TOTAL DEPARTMENT

1) One position upgraded to Administrative Secretary during FY 2007-2008. Administrative Secretary transferred from Productivity Fund to General Fund during FY 2007-2008

5) Lean Sigma Master Black Belt reclassified to Director for Innovation during FY 13-14

2) I nternal Auditor transferred from CMO FY 2010-2011

7) G rant Officer reclassified to Sr PR Marketing Specialist/Grantwriter FY 14-15

3) Clerical Specialist Moved to Human Resource FY 2011-2012

8) S r PR Marketing Specialist/Grantwriter reclassified to Public Safety Public Information Officer FY 18-19 salary split 75% Productivity 25% Police

4) Grant Officer added FY 13-14 from FT Recreation Specialist (Parks)

6) Internal Auditor reclassified to Innovation Pipleline Manager FY 15-16

9) One Senior Secretary transferred from the PD & reclassified to Public Works Public Information Officer FY 18-19 10) I nnovation Pipeline no longer a City department/position, eliminated FY 19-20 11) M anager for Innovation reclassified to Strategic Planning Coordinator FY 19-20 12) O ne Learning and Development Manager position created FY 20-21 (City University department)

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

93,135

102,969

102,615

102,950

Supplies and Services

7,239

13,050

9,563

16,120

Sundry

19,709

16,907

16,908

17,236

Utilities

Maintenance

other funds

Salaries and Benefits

204

Capital Outlay TOTAL

120,083

132,926

129,086

136,306

other funds

SERVICE POINT EXPENDITURES – STRATEGIC PLANNING

205

VEHICLE EQUIPMENT SERVICES SERVICE POINT FOCUS

he Vehicle Services Department is charged with providing high-quality, low-cost vehicle maintenance services and asset management activities for all vehicles in the City’s fleet. This department is committed to quality and excellence in professional fleet management services. Staff members are responsible for the following to meet the City’s needs:

• Developing a Unified Planning Work Program (UPWP); • General maintenance for more than 600 fleet vehicles, including police cars, fire trucks, service trucks, and sedans; • Maintaining an efficient equipment maintenance scheduling and tracking system; • Auto parts inventory control management and services; • Maintaining best practice policies and procedures to meet service goals; • Maintaining a preventive maintenance program for service and inspections;

• Adhering to general safety regulations and environmental policies; • Maintaining a diligent and proactive replacement and procurement program; • Performing fleet facilities maintenance and upgrades as needed; • Using computer systems technology; • Pursuing staff continuing education and training goals; • Pursuing vendor contracts when efficient; • Applying alternative fuel programs; • Maintaining hazardous material management; and

• Hired consultant to create Active Transportation Plan for region; • Oakwood Complex Parking Lot Phase One complete • New City-owned 8,000-gallon fuel tanks installed and completed with fuel master dispenser • All bulk Diesel and Unleaded tanks, including fuel tanks for generators, are being electronically monitored and automatically refilled • New camera system is installed, and all cameras are operational.

GOALS FOR 2023-2024 • Bid and build a fuel station in South Tyler to support the fleet growth in South Tyler. This will reduce fuel consumption and reduce fuel cost for off-site locations. It will also enable staff in South Tyler to be more efficient.

• By increasing the use of fleet telematics, Vehicle Services can reduce overall fuel consumption, maintenance costs, parts inventory and fleet inventory. • By improving current computer technologies and getting a Fleet-oriented software, Vehicle Services can increase mechanic efficiencies by issuing tablets for each mechanic to use during their shift. This will allow for more efficient labor hours to be tracked and allow for diagnostic software to be utilized car-side during a repair. Fleet software will also allow more accurate inventory usage and stock levels to be tracked. • All of the above goals will help Vehicle Services to support a talented, experienced and highly engaged workforce. • Install bulk oil dispensers in the light-duty and the heavy side shops. • Install another crane in the heavy shop to enable the shop to work on 2 units at a time where heavy lift support is needed.

• Maintain all City of Tyler fleet vehicles and equipment to ensure safety of staff and the citizens of Tyler. This will also improve the efficiency of the employees of the City of Tyler by reducing downtime.

other funds

• Fuel management program.

other funds

• Providing fleet utilization support to all departments;

• Maintaining vehicle records;

ACCOMPLISHMENTS FOR 2022-2023

206

207

FLEET MAINTENANCE AND REPLACEMENT fund (640)

SERVICE POINT EXPENDITURES – FLEET REPLACEMENT

Fiscal Year 2023-2024

BEGINNING FUND BALANCE

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

6,654,485

6,539,310

2,463,343

REVENUES Interest Earnings

56,892

40,000

101,618

40,000

5,500,379

5,847,623

5,758,890

7,168,436

Service Fees

991,802

1,504,100

1,011,750

1,613,300

Fuel Revenue

3,065,738

4,308,095

2,780,146

3,478,095

Parts Revenue

2,982,408

4,700,655

4,318,334

4,700,655

Compressed Natural Gas

17,097

50,200

15,946

Miscellaneous Income

76,202

1,000

Sale of Equipment

682,331

Amortization Charges

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

27,773

Sundry

(2,589)

38,210

200,000

Utilities

Maintenance

Capital Outlay

5,207,517

10,756,740

9,836,775

7,649,112

TOTAL

5,232,701

10,794,950

9,836,775

7,849,112

SERVICE POINT EXPENDITURES – FLEET MAINTENANCE FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,250,423

1,416,369

1,160,776

1,274,125

Supplies and Services

142,811

182,640

111,141

203,591

35,000

Sundry

102,863

40,760

106,107

115,934

1,000

Utilities

69,575

66,382

76,622

86,382

300,000

304,293

300,000

Maintenance

283,581

420,170

213,352

283,321

1,200,785

493,550

565,000

1,849,253

3,327,106

2,161,548

2,528,353

2,251

8,000

7,914

8,000

Capital Outlay

Health District

11,919

14,238

9,587

14,238

TOTAL

13,387,019

16,773,911

14,308,478

17,358,724

EXPENDITURES Replacement

5,254,200

10,756,740

9,836,775

7,649,112

Maintenance

1,849,253

3,327,106

2,161,548

2,528,353

11,053

12,705

9,734

13,004

6,322,341

6,820,496

6,276,388

7,176,626

38,210

200,000

13,436,847

20,955,257

18,284,445

(65,347)

(100,000)

(65,347)

(100,000)

Health Fuel, Parts and Contractual Services Contingency TOTAL EXPENDITURES TRANSFER OUT Technology Fund (671)

other funds

FY2022-2023 PROJECTED EXPENDITURES

Sale of Salvage TOTAL REVENUES

208

FY2022-2023 BUDGET APPROPRIATIONS

SERVICE POINT EXPENDITURES – HEALTH DISTRICT FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

8,792

12,000

9,030

12,000

17,567,095

Sundry

2,261

705

704

1,004

(100,000)

Utilities

(100,000)

Maintenance

Capital Outlay

11,053

12,705

9,734

13,004

Productivity Fund (639)

ENDING FUND BALANCE

6,539,310

2,257,964

2,463,343

2,154,972

TOTAL

other funds

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

FY2021-2022 ACTUAL EXPENDITURES

209

FLEET MAINTENANCE AND REPLACEMENT fund (640)

RISK FUND (650) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

cont.

Fiscal Year 2023-2024

SERVICE POINT EXPENDITURES – COST OF GOODS SOLD

PROJECTED 2022-2023

BUDGET 2023-2024

Reserved for Workers Comp.

333,305

283,127

1,256,054

Reserved Property/Liability

111,102

94,376

418,685

BEGINNING FUND BALANCE / WORKING CAPITAL

444,407

377,502

1,674,738

Distributed Interest

9,223

20,000

47,529

20,000

Special Event Policy

12,500

11,200

10,500

113,903

109,744

119,532

112,362

1,730,502

1,789,040

1,889,008

1,785,472

666,259

1,902,054

1,946,002

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

7,634

5,000

2,219

6,000

Sundry

6,314,707

6,815,496

6,274,169

7,170,626

Utilities

Maintenance

Unemployment / Disability Premiums

Capital Outlay

Property and Liability Premiums

6,322,341

6,820,496

6,276,388

7,176,626

SERVICE POINT EMPLOYEES – FLEET MAINTENANCE

REVENUES

Workers Comp Premiums ARPA Reimbursement

154,449

TOTAL REVENUES

2,674,336

3,833,338

3,969,323

3,874,336

Employee Cost

219,658

152,461

204,033

206,066

Unemployment / Disability

190,682

224,486

201,081

229,653

Property and Liability

1,158,003

1,586,286

1,449,687

1,611,542

Workers Comp

1,172,898

1,167,438

817,286

955,308

EXPENDITURES

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

11)Vehicle Services Manager

15) Mechanic Supervisor

9, 14, 17)Equipment Mechanic I

6, 12) Equipment Mechanic II

Contingency TOTAL EXPENDITURES

250,000

500,000

2,741,241

3,380,671

2,672,087

3,502,569

Productivity Fund (639)

10)Fleet Auditor

3) Master Mechanic

Master Automotive Electrician

13)Purchasing Technician

8, 16) Senior Secretary

7) Purchasing Agent

Reserved for Workers Comp.

283,127

622,627

1,256,054

1,534,879

TOTAL DEPARTMENT

Reserved Property/Liability

94,376

207,542

418,685

511,626

ENDING FUND BALANCE / WORKING CAPITAL

$377,502

$830,169

$1,674,738

$2,046,505

1) One Inventory Technician reclassified to Fleet Auditor during FY 2007-2008

6) One Equipment Mechanic II reclassified to Mechanic Supervisor FY 12-13

12) O ne Equipment Mechanic II reclassified to Master Mechanic FY 17/18

2) Changed title to Mechanic Supervisor

7) S enior Secretary reclassified to Purchasing Agent FY 12-13

13) P urchasing Technician reclassified to Fleet Auditor FY 17-18

8) I nventory Technician reclassified to Senior Secretary FY 13-14

14) O ne Equipment Mechanic I reclassified to Master Automotive Electrician FY 17-18

9) Two Equipment Mechanic (I &II) positions added FY 14-15

15) O ne Mechanic Supervisor reclassified to a Purchasing Technician FY 18-19

10) F leet Auditor reclassified to Fleet Services Coordinator FY2011

16) O ne Senior Secretary reclassified to Purchasing Tech FY 20-21

11) 1 Vehicle Services Manager added, reclassified from SW Residential Equip. Op #22 FY 16-17

17) O ne Equipment Mechanic I added FY 20-21; position was originally an Equipment Servicer temp only position

3) Changed one position to Mechanic Supervisor 4) When Pay Plan Adjustments were made Job title was changed from Fleet Administrator to Vehicle Equipment Services manager Jan 2010 5) 1 Equipment Mechanic II eliminated FY 12-13 *Employees in Equipment Mechanic I, Equipment Mechanic II, Equipment Servicer and Master Mechanic positions are on a Career Ladder program and may advance depending on their skill level. Note: prior budget book numbers off due to step system

Transfer Out

other funds

REGULAR FULL-TIME POSITIONS

other funds

AMENDED BUDGET 2022-2023

FY2021-2022 ACTUAL EXPENDITURES

TOTAL

210

ACTUALS 2021-2022

211

EMPLOYEEBENEFITS fund(661) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024

RISK FUND (650)

PROJECTED 2022-2023

BUDGET 2023-2024

$3,820,104

$1,649,864

$2,419,885

Health Benefits

10,958,436

14,455,504

14,365,951

15,454,138

Dental Benefits

412,174

409,568

414,042

427,825

Life Insurance

179,725

181,172

201,576

208,366

Other Benefits

611,000

824,949

3,602,703

512,692

Interest Earnings

9,021

28,794

49,881

26,339

1,939,705

69,735

14,110,061

15,899,987

18,703,888

16,629,360

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

204,627

130,591

182,163

182,703

Supplies and Services

2,526,552

2,990,645

2,480,488

2,808,978

Sundry

9,479

259,435

9,436

510,888

Utilities

EXPENDITURES

Maintenance

Health Benefits

14,965,392

14,554,046

16,897,304

15,952,173

Capital Outlay

Dental Benefits

448,473

486,227

458,993

483,724

2,740,658

3,380,671

2,672,087

3,502,569

Life Insurance

186,459

175,287

187,667

208,184

Other Benefits

TOTAL

SERVICE POINT EMPLOYEES – RISK REGULAR FULL-TIME POSITIONS 7,11) Managing Director of Administration

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

ARPA Funds TOTAL REVENUES

449,043

24,949

26,196

Affordable Care Act

3,845

5,683

4,000

6,594

Special Services

38,606

70,000

70,003

74,572

Travel and Training

1,260

2,000

Benefit Analyst

104,528

158,698

159,098

156,941

83,955

90,728

130,593

85,691

16,280,301

15,566,878

17,933,867

16,996,075

Transfer In

(Transfer Out)

$1,649,864

$1,982,973

$2,419,885

$2,053,170

0.4

Vision Insurance

TOTAL EXPENDITURES

1.4

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

9)Risk Manager

TOTAL PART-TIME

2.4

Risk Tech TOTAL FULL-TIME

PART-TIME POSITIONS

TOTAL DEPARTMENT 1) Data Management position transferred from Police Department to Risk and title changed to Loss Control Technician during FY 20092010 2) 2 5% of HR Director moved from CMO FY 2010/2011 3) Risk Analyst downgraded to Legal/Risk/City Clerk Secretary FY 2009-2010 4) Legal/Risk/City Clerk Secretary moved to Legal FY 2010-2011

5) S upport Services Technician I moved from Legal to Risk FY 2010-2011

from Finance as Senior Benefit Specialist FY 12-13

6) Assistant City Attorney moved from Risk to Legal FY 2011-2012 & 2012-2013

9) Risk Analyst PT (Loss Tech) reclassified to Risk Manager FY 14-15

7) H uman Resource Director reclassified to Managing Director of Administration FY 2011-2012

10 ) Risk Tech added FY 14-15 (position transferred from Library to HR/Risk)

7) M anaging Director of Administration 60 % paid by HR FY 15-16 8) H R/Risk Specialist transferred to HR/Risk

11) Managing Director of Administrative Services reclassified to Director of Organizational Development FY 20-21 salary split 60% HR & 40% Risk

ENDING FUND BALANCE

other funds

REVENUES

SERVICE POINT EXPENDITURES – CLAIMS

other funds

AMENDED BUDGET 2022-2023

BEGINNING FUND BALANCE

cont.

212

ACTUALS 2021-2022

213

EMPLOYEE BENEFITS fund(661)

RETIREEBENEFITS fund(761)

STATEMENT OF REVENUES

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

Fiscal Year 2023-2024

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Interest Earnings

9,021

28,794

49,881

26,339

Employee Assistance Program

5,949

24,949

5,949

26,196

Health Benefits Paid by City

8,643,810

12,078,354

12,060,006

12,903,497

Health Benefits paid by employee

2,314,626

2,377,150

2,305,945

2,550,641

547

1,738

Dental Benefits paid by employees

275,732

275,048

279,523

284,708

Interest Earnings

Dental Benefits paid by City

136,442

134,520

134,519

143,117

TOTAL REVENUES

7,800

7,672

7,671

7,868

171,925

173,500

193,905

200,498

412,215

600,000

428,911

400,000

Section 125 Forfeiture

COBRA Premiums

Life Insurance Premiums paid by City Life Insurance Premiums paid by employees Miscellaneous Income Rebates

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

78,916

78,917

81,336

Health Benefits

2,932,106

2,871,923

3,143,247

3,048,417

Dental Benefits

75,688

71,150

120,746

88,368

2,486

3,007,794

2,945,559

3,263,993

3,136,785

Health Benefits

2,717,010

2,645,291

2,944,911

2,812,339

Dental Benefits

183,619

179,479

188,871

187,464

BEGINNING FUND BALANCE/ RESERVED FOR COMMITMENTS REVENUES

EXPENDITURES

Vidion Insurance

53,303

75,331

86,496

Life Insurance

31,566

36,571

29,040

36,571

Stop loss Reimbursement

138,986

200,000

3,090,774

Special Services

23,984

30,000

29,999

31,770

1,939,705

69,735

$14,110,061

$15,899,987

$18,703,888

$16,629,360

Benefit Analyst

49,966

68,014

68,193

67,261

Affordable Care Act

1,648

558

560

1,380

3,007,793

2,959,913

3,261,574

3,136,785

$78,917

$64,563

$81,336

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

2,486

Retiree Health Premium

308,954

285,098

275,881

249,567

389,508

397,397

439,406

476,134

75,688

71,150

120,746

88,368

25,000

2,233,644

2,189,428

2,402,960

2,322,716

$3,007,794

$2,945,559

$3,263,993

$3,136,785

ARPA Funds TOTAL REVENUES

TOTAL EXPENDITURES

STATEMENT OF EXPENDITURES

Transfer In

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Benefit Analyst

104,528

$158,698

$159,098

$156,941

Life Insurance Premiums

186,459

175,287

187,667

208,184

Affordable Care Act

3,845

5,683

4,000

6,594

Special Services

38,606

70,000

70,003

74,572

1,260

2,000

24,222

24,949

26,196

75,000

20,000

75,000

other funds

Fiscal Year 2023-2024

Health Claim Payments

10,948,670

10,320,877

11,867,983

10,305,754

Rx Claims

3,059,509

3,061,249

3,748,577

4,092,612

Dental Administrative Fees

19,671

21,087

18,421

21,372

Dental Claim

428,802

465,140

440,572

462,352

Retiree Medicare Supplemental Ins Premiums

Health Admin Fees

368,129

391,227

435,521

450,000

Retiree Dental Premium

Health Stop loss

589,084

705,693

825,223

1,028,807

Vision Insurance

83,955

90,728

130,593

85,691

Premium Rebate

424,821

214

TOTAL EXPENDITURES

$16,280,301

$15,566,878

$17,933,867

$16,996,075

Travel and Training Employee Assistance Program Fees HSA Contribution

(Transfer Out) ENDING FUND BALANCE/ RESERVED FOR COMMITMENTS

STATEMENT OF REVENUES Fiscal Year 2023-2024

Interest Earnings

Health Stop Loss PARS Trust Fund Reimbursement TOTAL REVENUES

other funds

cont.

215

RETIREEBENEFITS fund(761)

Properties & facilities management

cont.

STATEMENT OF EXPENDITURES

SERVICE POINT FOCUS

Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Life Insurance

31,566

36,571

29,040

36,571

Benefit Analyst

49,966

68,014

68,193

67,261

Special Services

23,984

30,000

29,999

31,770

Medicare Supplement

871,556

963,959

942,232

972,227

Health Claim Payments

1,350,684

944,609

1,377,375

1,173,936

Rx Claims

358,547

439,537

476,197

475,337

Dental Administrative Fees

10,387

10,329

9,303

8,836

Dental Claim

173,232

169,150

179,568

178,628

Health Admin Fees

69,770

91,740

54,543

73,076

Health Stop loss

66,453

205,446

94,564

117,763

Affordable Care Act

1,648

558

560

1,380

$3,007,793

$2,959,913

$3,261,574

$3,136,785

TOTAL EXPENDITURES

Provide reliable and cost-effective repair and maintenance services to all City Departments as scheduled or requested. Facilities Management functions include HVAC (heating, ventilation and air conditioning); roof maintenance; many various repair, maintenance, or contract items as required; and mail/courier services citywide. The Property and Facility Supervisor provides oversight for facilities, personnel, vendors, and contractors who provide these services and support for building projects.

ACCOMPLISHMENTS FOR 2022-2023 • Renewed Citywide ADA Door Maintenance Contract

GOALS FOR 2023-2024 • Renew Downtown Campus Janitorial Contract • Renew Citywide Pest Control Contract

• Successful Annual Citywide HVAC Maintenance Program

• Renew Citywide HVAC Closed-Loop Water Treatment Contract

• Successful Annual Citywide Roof Maintenance Program

• Implement Annual Citywide HVAC Maintenance Program • Implement Annual Citywide Roof Maintenance Program

other funds

• Install New Roof on Library Building

216

217

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Roof Replacement Reserve

433,565

430,819

524,153

Tourism Roof Replacement & HVAC

567,022

592,022

617,022

Unreserved Fund Balance

171,166

114,929

261,970

1,171,753

1,137,770

1,403,145

18,000

14,849

18,000

Interest Earnings

8,945

6,000

25,890

12,000

Roof Maintenance

63,914

78,065

78,064

79,373

Roof Replacement

179,286

205,834

205,488

HVAC Maintenance

239,690

304,406

TOTAL REVENUES

509,835

BEGINNING FUND BALANCE / WORKING CAPITAL REVENUES Miscellaneous Rental Income

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

173,189

188,668

192,707

199,450

Supplies and Services

61,428

85,025

79,099

97,086

Sundry

18,118

18,750

30,157

Utilities

Maintenance

100,275

106,995

81,968

83,698

Capital Outlay

353,010

399,438

372,524

410,391

TOTAL

SERVICE POINT EXPENDITURES – HEALTH DISTRICT FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

236,951

Supplies and Services

304,405

407,903

Sundry

612,305

628,696

754,227

Utilities

Maintenance

7,597

9,200

3,617

9,200

172,669

189,068

192,707

197,950

Capital Outlay

179,821

210,770

179,817

210,941

TOTAL

7,597

9,200

3,617

9,200

7,597

9,200

3,617

9,200

HVAC Maintenance

194,984

319,996

295,020

300,000

HVAC Replacement

270,412

81,005

79,550

Roof Maintenance

104,389

96,854

96,853

85,872

Roof Replacement

141,557

619,550

93,365

419,368

1,071,429

1,526,443

940,929

1,223,331

527,611

227,611

577,608

227,611

401,305

101,305

351,304

101,305

100,000

Hotel Tax Fund (211)

25,000

Water Utilities Fund (502)

50,653

Solid Waste Fund (560)

50,653

EXPENDITURES Employee Costs Property and Facility Maintenance Health District

SERVICE POINT EXPENDITURES – HVAC MAINTENANCE & REPLACEMENT FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

25,000

Utilities

50,653

50,652

50,653

Maintenance

194,984

319,996

295,020

300,000

50,653

50,652

50,653

Capital Outlay

270,412

81,005

79,550

TOTAL

465,396

401,001

374,570

300,000

Productivity Fund (639)

Roof Replacement Reserve

430,819

140,507

524,153

335,237

Tourism Roof Replacement & HVAC

592,022

617,022

642,022

Unreserved Fund Balance

114,929

(306,286)

261,970

184,393

$1,137,770

$451,243

$1,403,145

$1,161,652

TOTAL EXPENDITURES TRANSFER IN General Fund (101) Development Services (202)

other funds

FY2021-2022 ACTUAL EXPENDITURES

Miscellaneous Income

218

SERVICE POINT EXPENDITURES – GENERAL SERVICES

PEG Fund (236) (Transfer Out)

ENDING FUND BALANCE / WORKING CAPITAL

other funds

Properties & facilities management fund (663)

219

Properties & facilities management fund (663) cont.

SERVICE POINT EXPENDITURES – ROOF MAINTENANCE

TECHNOLOGY FUND (671) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2023-2024

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

REVENUES

Utilities

Maintenance

Capital Outlay

245,946

716,404

190,218

505,240

TOTAL

245,946

716,404

190,218

505,240

SERVICE POINT EMPLOYEES – FACILITIES 2020-2021

2021-2022

2022-2023

2023-2024

6) City Engineer

Building Services Technician

Building Service Supervisor

TOTAL DEPARTMENT

4) A /C Mechanic frozen FY 2010-2011 and 2011-2012 (unfunded)

2) T itle changed from Survey Crew Member to City Courier during FY 2009-2010

5) A /C Mechanic transferred to Fire in FY 20112012 for Full-Time Lean Sigma Black Belt

3) Position upgraded to Building Service Supervisor

6) City Engineer 75% paid by Engineering FY 2015-2016

PROJECTED 2022-2023

BUDGET 2023-2024

1,684,455

2,391,789

3,051,083

Rental Income

27,660

30,275

24,000

30,275

Interest Earning

17,670

6,000

58,965

30,000

Technology Charges

4,984,388

5,082,403

5,082,404

5,935,225

Miscellaneous Income

216,728

187,768

252,069

187,768

TOTAL REVENUES

5,246,446

5,306,446

5,417,438

6,183,268

Administration

1,491,234

1,718,757

1,702,360

1,782,404

Technology Costs

3,870,225

6,313,753

5,112,784

5,935,228

BEGINNING FUND BALANCE

EXPENDITURES

2019-2020

1) Position transferred from Engineering during FY 2008-2009

AMENDED BUDGET 2022-2023

7) C apital Improvements Project Manager reclassified to City Engineer FY 17-18; 100% of salary paid by Engineering

Contingency

1,060,000

5,361,459

8,032,510

6,815,144

8,777,632

822,347

1,307,000

2,057,000

1,307,000

General Fund (101)

300,000

450,000

1,300,000

450,000

Water Utilities Fund (502)

400,000

450,000

TOTAL EXPENDITURES Transfer In

Solid Waste Fund (560)

250,000

Tourism & Convention Fund (219)

20,000

Airport Operating Fund (524)

37,000

Fleet Maintenance & Replacement Fund (640)

65,347

100,000

Productivity Fund (639)

ENDING FUND BALANCE

2,391,789

972,725

3,051,083

1,763,719

other funds

Transfer Out

220

other funds

REGULAR FULL-TIME POSITIONS

ACTUALS 2021-2022

221

TECHNOLOGY FUND (671)

SERVICE POINT EMPLOYEES – IT REGULAR FULL-TIME POSITIONS

SERVICE POINT EXPENDITURES – IT ADMINISTRATION

2021-2022

2022-2023

2023-2024

Chief Information Officer

4) Administrative Assistant

10) IT Specialist I

5) IT Specialist II

7) Advanced IT Specialist II

IT Specialist III

IT Support Specialist I

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

1,455,947

1,666,728

1,672,210

1,650,794

Supplies and Services

25,402

41,485

21,875

41,840

Sundry

450

336

1, 2, 3, 6) Advanced IT Specialist III

Utilities

140

1,150

588

80,256

2, 8) IT Specialist IV

Maintenance

10,496

8,944

7,351

9,514

Capital Outlay

3, 6) Advanced IT Specialist III Supervisor*

1,492,435

1,718,757

1,702,360

1,782,404

IT Specialist IV Supervisor

TOTAL FULL-TIME

2019-2020

2020-2021

2021-2022

2022-2023

2023-2024

SERVICE POINT EXPENDITURES – COMPUTER SERVICES

other funds

2020-2021

FY2021-2022 ACTUAL EXPENDITURES

TOTAL

222

2019-2020

PART-TIME POSITIONS

FY2021-2022 ACTUAL EXPENDITURES

FY2022-2023 BUDGET APPROPRIATIONS

FY2022-2023 PROJECTED EXPENDITURES

FY2023-2024 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

1,502,957

2,225,918

1,463,382

2,190,803

Sundry

1,060,000

Utilities

125,673

202,616

140,505

249,867

Maintenance

2,241,595

2,985,219

2,655,281

3,494,558

Capital Outlay

900,000

853,616

3,870,225

6,313,753

5,112,784

6,995,228

TOTAL

9) IT Help Desk Technician

TOTAL PART-TIME

TOTAL DEPARTMENT

*Employees in IT Specialist I through Advanced IT Specialist III positions are on a Career Ladder program and may advance depending on their skill level. Career Ladder implemented during FY 2007-2008 1) Senior Clerk position transferred from Human Resource to create Advanced IT Specialist III for launch of Share Point 2) 1 Advanced IT Specialist III upgraded to IT Specialist IV during FY 2010-2011 * 1 Advanced IT Specialist III Supervisor acting

as full-time Lean Sigma Black Belt 3) 2 Advanced IT Specialist III’s changed to Advanced IT Specialist III Supervisor FY 12-13 4) Administrative Assistant reclassified to IT Support Specialist I FY 15-16 5) IT Specialist II reclassified to IT Specialist IV FY 14-15 6) Advanced IT Specialist III Supervisor reclassified to Advanced IT Specialist III FY 14-15

7) O ne new Advanced IT Specialist II added FY 17/18. Error located FY 17-18 IT Specialist IV Supervisor not reflected from FY14-15 8) One IT Specialist IV added FY 18-19 9) One IT Help Desk Technician added FY 20-21 10) O ne IT Help Desk Technician converted from part-time to full time FY 21-22

other funds

cont.

223

COMBINED DEBT SERVICES

CUSTOMER FACILITY CHARGE REVENUE BONDS

COMBINED DEBT SERVICES GO Bond Program Summary As of October 1, 2023, the City has no outstanding general obligation tax-supported debt.

SERIES 2013

Maximum Debt Limit

Fiscal Year 2023-2024

The City of Tyler Charter limits the bonded debt to 10 percent of assessed value. Accordingly, the City’s tax margin for the year ended Sept. 30, 2023 was:

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

10,340

85,000

105,680

$380,000

2025

7,144

90,000

104,288

290,000

2026

5,452

95,000

105,904

195,000

Amount of Debt Applicable to Debit Limit:

2027

3,666

95,000

102,332

100,000

General Obligation Bonded Debt

2028

1,880

100,000

103,760

Less: Debit Service Fund Balance

TOTAL

$28,482

$465,000

$521,964

Net Bonded Debt:

Total Assessed Value Debit Limit

YEAR ENDING SEPT. 30

$12,191,671,766 $1,219,167,177

Note: Debt Service is part of Fund 524 Interest Rate 3.76%

Bond Rating for Tax Debt The following is the City’s Bond rating for the current tax-supported debt: Moody’s

Aa2

Standard and Poor’s

AAA

226

As of October 1, 2023, the City of Tyler had a total bonded debt of $136,375,002 comprised of bonds secured by water and sewer revenues: $127,070,002; airport customer facility revenue: $465,000; and hotel bond revenue: $8,840,000.

Bond Rating for Revenue Debt The following is the City’s bond rating for the current revenue-supported debt for water and sewer: Moody’s

Aa2

Standard and Poor’s

AAA

Standard and Poor’s (Senior Lien Debt)

AAA2

COMBINED DEBT SERVICES

Revenue Bond Program Summary

227

HOTEL OCCUPANCYTAX REVENUEBONDS SERIES 2021 INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

176,800

240,000

593,600

8,600,000

2025

172,000

250,000

594,000

8,350,000

2026

167,000

260,000

594,000

8,090,000

2027

161,800

270,000

593,600

7,820,000

2028

156,400

285,000

597,800

7,535,000

2029

150,700

295,000

596,400

7,240,000

2030

144,800

305,000

594,600

6,935,000

2031

138,700

320,000

597,400

6,615,000

2032

132,300

330,000

594,600

6,285,000

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

2033

125,700

345,000

596,400

5,940,000

2034

118,800

360,000

597,600

5,580,000

2035

111,600

370,000

593,200

5,210,000

Fiscal Year 2023-2024

2036

104,200

385,000

593,400

4,825,000

2037

96,500

400,000

593,000

4,425,000

2038

88,500

420,000

597,000

4,005,000

2039

80,100

435,000

595,200

3,570,000

2040

71,400

450,000

592,800

3,120,000

2041

62,400

470,000

594,800

2,650,000

2042

53,000

490,000

596,000

2,160,000

2043

43,200

510,000

596,400

1,650,000

2044

33,000

530,000

596,000

1,120,000

2045

22,400

550,000

594,800

570,000

2046

11,400

570,000

592,800

$2,422,700

$8,840,000

$13,685,400

YEAR ENDING SEPT. 30

HOTDEBTSERVICE fund(302)

COMBINED DEBT SERVICES

BEGINNING FUND BALANCE

228

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

2,437

5,163

REVENUES Misc Income Interest Earnings TOTAL REVENUES

2,727

EXPENDITURES

TOTAL

Interest Payments

464,089

362,800

353,600

Principal Payments

130,000

230,000

240,000

TOTAL EXPENDITURES

594,089

592,800

593,600

Transfer In

594,088

592,800

593,600

Hotel Tax Fund (211)

594,088

592,800

593,600

ENDING FUND BALANCE

5,163

HOT Series 2021 Fund (402)

COMBINED DEBT SERVICES

Fiscal Year 2023-2024

229

UTILITIES DEBT SERVICE FUND (504)

UTILITIESDEBT RESERVEFUND(505)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL

Fiscal Year 2023-2024

BEGINNING FUND BALANCE

Fiscal Year 2023-2024 ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

1,536,263

1,018,663

1,274,794

REVENUES Interest Earnings Miscellaneous Income

27,167

25,000

102,873

75,000

ACTUALS 2021-2022

AMENDED BUDGET 2022-2023

PROJECTED 2022-2023

BUDGET 2023-2024

Debt Service Reserve

786,725

Unreserved Fund Balance

28,188

33,887

53,036

BEGINNING FUND BALANCE

814,913

820,612

839,761

1,668

Regulatory Compliance Fee

3,617,487

5,743,141

8,780,841

REVENUES

TOTAL REVENUES

3,646,322

5,768,141

5,846,014

8,855,841

Interest Earnings

5,699

15,837

19,149

18,000

TOTAL REVENUES

5,699

15,837

19,149

18,000

Special Services

TOTAL EXPENDITURES

Transfer In

Transfer Out

Water Utilities Fund (502)

Utilities Capital Fund (503)

Debt Service Reserve

786,725

Unreserved Fund Balance

33,887

49,724

53,036

71,036

ENDING FUND BALANCE

820,612

836,449

839,761

857,761

EXPENDITURES 15,806

15,806

13,306

Series 2012 Principal

120,000

125,000

130,000

Series 2015 A Interest

263,200

255,850

248,200

Series 2015 A Principal

245,000

255,000

Series 2015 B Interest

564,450

509,250

451,850

Series 2015 B Principal

1,380,000

1,435,000

1,490,000

Series 2017A Interest

101,750

94,100

86,150

Series 2017A Principal

255,000

265,000

270,000

Series 2017B Interest

250,925

Series 2017B Principal

Series 2018A Interest

292,700

282,500

272,000

Series 2018A Principal

340,000

350,000

360,000

Series 2018B Interest

198,150

172,350

145,800

Series 2018B Principal

860,000

885,000

915,000

626,069

605,569

584,069

Series 2019 Principal

410,000

430,000

450,000

Series 2020 Interest

123,950

111,050

97,150

Series 2020 Principal

645,000

659,000

710,000

Series 2021 Interest

916,654

712,663

690,263

Series 2021 Principal

355,000

560,000

580,000

Series 2022 Interest

716,345

1,329,300

1,287,800

Series 2022 Principal

EXPENDITURES

Series 2019 Interest

Water Utilities Fund (502)

COMBINED DEBT SERVICES

18,206

COMBINED DEBT SERVICES

Series 2012 Interest

230

ENDING FUND BALANCE

1,018,663

1,196,923

1,274,794

6,644,190

231

830,000

870,000

Fiscal Agent Fees/Special Services

9,520

15,000

TOTAL EXPENDITURES

8,691,919

10,148,363

10,172,513

Transfer In

4,527,997

4,558,482

4,558,480

6,686,068

4,527,997

4,558,482

4,558,480

6,686,068

Water Utilities Fund (502) Transfer Out

WATER&SEWERDEBT RETIREMENTDATA

WATER & SEWER REVENUE BONDS

SERIES FY 2024-2052 ALL SERIES

SERIES 2012 YEAR ENDING SEPT. 30

232

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

YEAR ENDING SEPT. 30

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

6,653

130,000

143,306

410,000

2024

2,063,756

6,030,000

10,157,513

121,040,002

2025

6,653

130,000

143,306

280,000

2025

2,023,307

6,100,002

10,146,617

114,940,000

2026

3,588

140,000

147,175

140,000

2026

1,832,866

6,500,000

10,165,731

108,440,000

2027

1,838

140,000

143,675

2027

1,694,628

6,760,000

10,149,256

101,680,000

TOTAL

$18,731

$540,000

$577,463

2028

1,559,703

6,890,000

10,009,406

94,790,000

2029

1,417,303

6,525,000

9,359,606

88,265,000

2030

1,278,203

6,840,000

9,396,406

81,425,000

2031

1,148,341

5,010,000

7,306,681

76,415,000

2032

1,058,391

5,195,000

7,311,781

71,220,000

2033

974,466

4,980,000

6,928,931

66,240,000

2034

906,216

5,085,000

6,897,431

61,155,000

2035

836,491

3,750,000

5,422,981

57,405,000

2036

780,266

3,465,000

5,025,531

53,940,000

2037

730,241

3,565,000

5,025,481

50,375,000

2038

678,666

3,675,000

5,032,331

46,700,000

2039

625,416

3,180,000

4,430,831

WATER & SEWER REFUNDINGBONDS SERIES 2015A INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

124,100

255,000

503,200

6,075,000

43,520,000

2025

124,100

255,000

503,200

5,820,000

115,000

275,000

505,000

5,545,000

505,375

5,260,000

YEAR ENDING SEPT. 30

2040

584,403

3,265,000

4,433,806

40,255,000

2026

2041

541,794

3,285,000

4,368,588

36,970,000

2027

110,188

285,000

2042

497,569

3,290,000

4,285,138

33,680,000

2028

105,200

295,000

505,400

4,965,000

99,300

850,000

1,048,600

4,115,000

2043

454,869

3,370,000

4,279,738

30,310,000

2029

2044

411,106

3,455,000

4,277,213

26,855,000

2030

82,300

2,325,000

2,489,600

1,790,000

2045

363,963

3,555,000

4,282,925

23,300,000

2031

35,800

330,000

401,600

1,460,000

29,200

345,000

403,400

1,115,000

2046

315,428

3,645,000

4,275,856

19,655,000

2032

2047

265,631

3,750,000

4,281,263

15,905,000

2033

22,300

360,000

404,600

755,000

2048

213,656

3,850,000

4,277,313

12,055,000

2034

15,100

370,000

400,200

385,000

7,700

385,000

400,400

$870,288

$6,330,000

$8,070,575

2049

160,275

3,940,000

4,260,550

8,115,000

2035

2050

105,544

3,045,000

3,256,088

5,070,000

TOTAL

2051

66,663

3,120,000

3,253,325

1,950,000

2052

26,813

1,950,000

2,003,625

$23,615,970

$127,070,002

$174,301,942

TOTAL

Interest Rate 2.93%

SERIES 2015B INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

225,925

1,490,000

1,941,850

7,950,000

2025

225,925

1,490,000

1,941,850

6,460,000

2026

157,250

1,630,000

1,944,500

4,830,000

2027

116,500

1,710,000

1,943,000

3,120,000

2028

78,000

1,790,000

1,946,000

1,330,000 -

YEAR ENDING SEPT. 30

2029

33,250

1,330,000

1,396,500

TOTAL

$836,850

$9,440,000

$11,113,700 Interest Rate 2.76%

COMBINED DEBT SERVICES

All Series

233

WATER&SEWER REVENUE BONDS

SERIES 2018A

SERIES 2017A INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

43,075

270,000

356,150

2,405,000

2025

43,075

270,000

356,150

2,135,000

2026

34,900

285,000

354,800

1,850,000

2027

29,200

290,000

348,400

1,560,000

2028

23,400

295,000

341,800

1,265,000

2029

18,975

305,000

342,950

960,000

2030

14,400

310,000

338,800

650,000

2031

9,750

320,000

339,500

330,000

2032

4,950

330,000

339,900

$221,725

$2,675,000

$3,118,450

TOTAL

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

136,000

360,000

632,000

6,520,000

2025

136,000

360,000

632,000

6,160,000

2026

123,200

385,000

631,400

5,775,000

2027

115,500

400,000

631,000

5,375,000

2028

107,500

420,000

635,000

4,955,000

2029

99,100

435,000

633,200

4,520,000

2030

90,400

450,000

630,800

4,070,000

2031

81,400

470,000

632,800

3,600,000

2032

72,000

490,000

634,000

3,110,000

2033

62,200

470,000

594,400

2,640,000

2034

52,800

485,000

590,600

2,155,000

2035

43,100

505,000

591,200

1,650,000

2036

33,000

525,000

591,000

1,125,000

2037

22,500

550,000

595,000

575,000

2038

11,500

575,000

598,000

$1,186,200

$6,880,000

$8,654,400

TOTAL

Interest Rate 2.85%

Interest Rate 2.27%

SERIES 2017B INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

125,463

250,925

7,950,000

2025

125,463

250,925

7,950,000

2026

125,463

250,925

7,950,000

2027

125,463

250,925

7,950,000

2028

125,463

250,925

7,950,000

2029

125,463

1,220,000

1,470,925

6,730,000

2030

104,113

1,265,000

1,473,225

5,465,000

2031

81,975

1,305,000

1,468,950

4,160,000

2032

62,400

1,345,000

1,469,800

2,815,000

2033

42,225

1,385,000

1,469,450

1,430,000

2034

21,450

1,430,000

1,472,900

$1,064,938

$7,950,000

$10,079,875

COMBINED DEBT SERVICES

YEAR ENDING SEPT. 30

234

SERIES 2018B

TOTAL

Interest Rate 2.73%

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

72,900

915,000

1,060,800

3,915,000

2025

72,900

915,000

1,060,800

3,000,000

2026

45,000

970,000

1,060,000

2,030,000

2027

30,450

1,000,000

1,060,900

1,030,000

2028

15,450

1,030,000

1,060,900

TOTAL

$236,700

$4,830,000

$5,303,400

YEAR ENDING SEPT. 30

Interest Rate 2.34%

COMBINED DEBT SERVICES

YEAR ENDING SEPT. 30

INTEREST MAR. 1

YEAR ENDING SEPT. 30

235

WATER&SEWER REVENUE BONDS

SERIES 2020

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

292,034

450,000

1,034,069

17,780,001

2025

292,035

450,001

1,034,072

17,330,000

2026

268,909

495,000

1,032,819

16,835,000

2027

256,534

520,000

1,033,069

16,315,000

2028

243,534

545,000

1,032,069

15,770,000

2029

229,909

575,000

1,034,819

15,195,000

2030

215,534

605,000

1,036,069

14,590,000

2031

209,484

615,000

1,033,969

13,975,000

2032

203,334

630,000

1,036,669

13,345,000

2033

193,884

645,000

1,032,769

12,700,000

2034

184,209

635,000

1,003,419

12,065,000

2035

174,684

655,000

1,004,369

11,410,000

2036

164,859

675,000

1,004,719

10,735,000

2037

154,734

695,000

1,004,469

10,040,000

2038

144,309

715,000

1,003,619

9,325,000

2039

133,584

735,000

1,002,169

8,590,000

2040

124,397

755,000

1,003,794

7,835,000

2041

114,488

775,000

1,003,975

7,060,000

2042

102,863

800,000

1,005,725

6,260,000

2043

92,363

820,000

1,004,725

5,440,000

2044

81,600

840,000

1,003,200

4,600,000

2045

69,000

865,000

1,003,000

3,735,000

2046

56,025

890,000

1,002,050

2,845,000

2047

42,675

920,000

1,005,350

1,925,000

2048

28,875

945,000

1,002,750

980,000

2049

14,700

980,000

1,009,400

$4,088,560

$18,230,001

$26,407,122

COMBINED DEBT SERVICES 236

TOTAL

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

48,575

710,000

807,150

2,995,001

2025

41,475

710,001

792,951

2,285,000

2026

34,275

740,000

808,550

1,545,000

2027

23,175

760,000

806,350

785,000

2028

11,775

785,000

808,550

TOTAL

$159,275

$3,705,001

$4,023,551

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

345,131

580,000

1,270,263

25,380,000

2025

333,531

605,000

1,272,063

24,775,000

2026

321,431

630,000

1,272,863

24,145,000

2027

305,681

660,000

1,271,363

23,485,000

2028

289,181

695,000

1,273,363

22,790,000

2029

271,806

730,000

1,273,613

22,060,000

2030

253,556

765,000

1,272,113

21,295,000

2031

234,431

805,000

1,273,863

20,490,000

2032

214,306

845,000

1,273,613

19,645,000

2033

205,856

860,000

1,271,713

18,785,000

2034

197,256

880,000

1,274,513

17,905,000

2035

188,456

895,000

1,271,913

17,010,000

2036

179,506

915,000

1,274,013

16,095,000

2037

170,356

930,000

1,270,713

15,165,000

2038

161,056

950,000

1,272,113

14,215,000

2039

151,556

970,000

1,273,113

13,245,000

2040

141,856

990,000

1,273,713

12,255,000

2041

131,956

1,010,000

1,273,913

11,245,000

2042

121,856

1,030,000

1,273,713

10,215,000

2043

111,556

1,050,000

1,273,113

9,165,000

2044

101,056

1,070,000

1,272,113

8,095,000

2045

89,688

1,095,000

1,274,375

7,000,000

2046

78,053

1,115,000

1,271,106

5,885,000

Interest Rate 3.45%

2047

66,206

1,140,000

1,272,413

4,745,000

2048

53,381

1,165,000

1,271,763

3,580,000

2049

40,275

1,165,000

1,245,550

2,415,000

2050

27,169

1,195,000

1,249,338

1,220,000 -

SERIES 2021 YEAR ENDING SEPT. 30

2051 TOTAL

13,725

1,220,000

1,247,450

$4,799,878

$25,960,000

$35,559,756

COMBINED DEBT SERVICES

cont.

SERIES 2019 YEAR ENDING SEPT. 30

INTEREST MAR. 1

YEAR ENDING SEPT. 30

237

WATER & SEWER REVENUE BONDS

cont.

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE

2024

643,900

870,000

2,157,800

39,660,000

2025

622,150

915,000

2,159,300

38,745,000

2026

603,850

950,000

2,157,700

37,795,000

2027

580,100

995,000

2,155,200

36,800,000

2028

560,200

1,035,000

2,155,400

35,765,000

2029

539,500

1,080,000

2,159,000

34,685,000

2030

517,900

1,120,000

2,155,800

33,565,000

2031

495,500

1,165,000

2,156,000

32,400,000

2032

472,200

1,210,000

2,154,400

31,190,000

2033

448,000

1,260,000

2,156,000

29,930,000

2034

435,400

1,285,000

2,155,800

28,645,000

2035

422,550

1,310,000

2,155,100

27,335,000

2036

402,900

1,350,000

2,155,800

25,985,000

2037

382,650

1,390,000

2,155,300

24,595,000

2038

361,800

1,435,000

2,158,600

23,160,000

2039

340,275

1,475,000

2,155,550

21,685,000

2040

318,150

1,520,000

2,156,300

20,165,000

2041

295,350

1,500,000

2,090,700

18,665,000

2042

272,850

1,460,000

2,005,700

17,205,000

2043

250,950

1,500,000

2,001,900

15,705,000

2044

228,450

1,545,000

2,001,900

14,160,000

2045

205,275

1,595,000

2,005,550

12,565,000

2046

181,350

1,640,000

2,002,700

10,925,000

2047

156,750

1,690,000

2,003,500

9,235,000

2048

131,400

1,740,000

2,002,800

7,495,000

2049

105,300

1,795,000

2,005,600

5,700,000

2050

78,375

1,850,000

2,006,750

3,850,000

2051

52,938

1,900,000

2,005,875

1,950,000 -

COMBINED DEBT SERVICES

YEAR ENDING SEPT. 30

238

2052 TOTAL

26,813

1,950,000

2,003,625

$10,132,825

$40,530,000

$58,792,025

COMBINED DEBT SERVICES

SERIES 2022

239

ADOPTING DOCUMENTS

EXPENDITURES

TRANSFERS IN/ (TRANSFERS OUT)

CLOSING BALANCE

101 General

16,735,624

92,782,193

88,791,595

(3,986,493)

16,739,729

102 General Capital Projects

1,684,580

58,000

1,728,001

70,000

84,579

103 Street Improvements

312,087

18,000

2,082,318

2,045,688

293,457

202 Development Services

2,213,435

2,877,417

2,568,179

2,522,673

204 Cemeteries Operating

73,262

131,369

591,660

390,000

2,971

NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS:

205 Police Forfeitures

293,333

41,000

122,000

212,333

206 Park Improvement Fund

162,442

723,241

777,500

108,183

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS, ADOPTING THE BUDGET FOR THE CITY OF TYLER, TEXAS, FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2023, AND ENDING SEPTEMBER 30, 2024; AND AUTHORIZING THE CITY MANAGER TO EXECUTE OUTSIDE CONTRACTS FOR FISCAL YEAR 2023-2024; PROVIDING A SEVERABILITY CLAUSE; AND ESTABLISHING AN EFFECTIVE DATE.

PART 1. That the budget summary below originally proposed by the City Manager is hereby approved and appropriated as the Official Annual Budget(s) covering the City of Tyler for and during the fiscal year beginning October 1, 2023 and ending September 30, 2024, and expenditures by said City for and during such time shall be on the basis of said budget.

207 Court Special Fees

87,315

527,900

423,480

191,735

208 Economic Development Fund

434,585

5,500

208,750

275,000

506,335

WHEREAS, the 2023-2024 budget will raise more total property taxes than last year’s budget by $1,607,581.00 which is a 5.92% increase from last year’s budget, and of that amount $537,173.00 is tax revenue to be raised from new property added to the tax roll this year; and

ADOPTING DOCUMENTS

REVENUES

ORDINANCE NO. O-2023-83

WHEREAS, pursuant to the laws of the State of Texas and the Charter and City Code of the City of Tyler, the City Manager of Tyler prepared a budget covering proposed expenditures for the next fiscal year and caused the same to be published as required by law; and

242

BALANCE

WHEREAS, a public hearing was held by the City Council of the City of Tyler, Texas, on said proposed budget and tax rate on August 23, 2023 and September 13, 2023 after compliance with all notice requirements and at which time said budget was fully considered, and interested taxpayers were heard; and WHEREAS, City Council affirms its policy of seeking to maintain a minimum operating reserve (net of transfers and capital expenditures) equal to 15% of the budgeted expenditures for the General Operating Fund, Water Utilities Operating Fund, and the Solid Waste Operating Fund; and WHEREAS, City Council affirms the budget and financial policies that have been approved by ordinances and administrative actions;

211 Hotel Occupancy Tax

1,068,499

5,185,167

2,408,900

(3,518,600)

326,166

217 TIF/TIRZ # 4

186,327

202,126

5,000

383,453

218 TIF/TIRZ # 3

814,966

172,508

10,000

977,474

219 Tourism and Convention

142,549

1,023,900

3,973,031

2,880,000

73,418

234 Passenger Facility

313,086

154,000

(72,000)

395,086

235 Rainy Day Fund

11,585,862

206,000

100,000

11,691,862

236 PEG Fee

1,108,245

234,065

340,326

1,001,984

274 Homeownership and Housing

441

453

276 Housing Assistance

1,100,499

10,796,421

10,697,838

1,199,082

780,236

286 Transit System

7,696

5,488,139

6,202,479

744,500

37,856

294 Community Development Grant

104,952

761,440

754,313

112,079

295 Home Grant

361,362

1,061,456

361,362

5,163

593,600

5,163

502 Utilities Operations

19,128,724

55,715,475

43,718,484

(13,111,720)

18,013,995

503 Utilities Construction

3,629,506

4,386,797

10,682,697

5,500,000

2,833,606

504 Utilities Debt Service

1,274,794

8,855,841

10,172,513

6,686,068

6,644,190

505 Utilities Debt Reserve

839,761

18,000

857,761

285 MPO

302 HOT Debt Service Fund

524 Airport

1,045,700

1,977,655

1,915,967

(15,000)

1,092,388

560 Solid Waste

2,685,096

18,640,422

17,318,565

(1,275,653)

2,731,300

56,205

5,000

675,000

825,000

211,205

575 Storm Water

1,072,384

2,457,023

3,217,052

312,355

639 Productivity

1,793,878

55,000

1,573,949

550,000

824,929

640 Fleet Maintenance/ Replacement

2,463,343

17,358,724

17,567,095

(100,000)

2,154,972

650 Property and Liability

1,674,738

3,874,336

3,502,569

2,046,505

661 Active Employees Benefits

2,419,885

16,629,360

16,996,075

2,053,170

663 Facilities Maintenance

1,403,145

754,227

1,223,331

227,611

1,161,652

671 Technology

3,051,083

6,183,268

8,777,632

1,307,000

1,763,719

713 Cemeteries Trust

3,346,978

174,600

(65,000)

3,456,578

761 Retired Employees Benefits

81,336

3,136,785

81,336

562 Solid Waste Capital

ADOPTING DOCUMENTS

adopting ordinances

FUND

243

cont.

PART 2. The City Manager is authorized to execute contracts and make payments to the following list of entities in the amounts shown; subject to final contract negotiation regarding terms and conditions: ACCOUNT

AGENCY

FUNDING AMOUNT

101-0112-412.05-20

East Texas Council of Governments

$16,443

101-0112-412.05-37

Center for Healthy Living

$66,500

101-0112-412.06-52

NETPHD (Health District)

$200,000

208-0110-412.06-49

TEDC

$100,000

208-0110-412.06-49

Tyler Metro Chamber

$25,000

208-0110-412.06-49

Hispanic Business Alliance

$25,000

208-0110-412.06-49

Business Education Council

$15,000

211-0180-419.05-30

Sport Tyler

$25,000

211-0180-419.06-18

Texas Rose Festival

$15,000

211-0180-419.06-38

Discovery Place

$32,400

211-0180-419.06-44

East Texas Symphony Orchestra

$50,000

211-0180-419.06-45

Tyler Museum of Art

$35,000

211-0180-419.06-46

County Historical Museum

$13,500

211-0180-419.06-49

Visitors & Convention Bureau

$754,500

211-0180-419.06-68

McClendon House

$4,500

211-0180-419.06-86

Historic Aviation Museum

$13,500

PART 3. That any ordinance, resolution, policy or any provision or section of the Code of the City of Tyler, Texas, as amended, and in conflict herewith, be and the same is hereby repealed to the extent of any conflict. PART 4: Should any section, subsection, sentence, provision, clause or phrase be held to be invalid for any reason, such holding shall not render invalid any other section, subsection, sentence, provision, clause or phrase of this ordinance and same are deemed severable for this purpose

ADOPTING DOCUMENTS

PART 5: This ordinance shall become effective upon approval.

244

PASSED AND APPROVED this the 13th day of September, A.D., 2023.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS, APPROVING THE ASSESSMENT ROLL AND FIXING THE AD VALOREM TAX RATE FOR THE CITY OF TYLER, TEXAS, FOR FISCAL YEAR 2023-2024, AND PROVIDING FOR THE ASSESSMENT AND COLLECTION THERE OF AND FOR A LIEN ON REAL AND PERSONAL PROPERTY TO SECURE PAYMENT OF AD VALOREM TAXES; PROVIDING FOR EXEMPTIONS; PROVIDING A SEVERABILITY CLAUSE; AND ESTABLISHING AN EFFECTIVE DATE. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS: PART 1: The assessment roll for 2023 for the City of Tyler as compiled by Smith County Appraisal District and as amended by the Appraisal Review Board is hereby approved and adopted. PART 2: That there be and there is hereby levied and ordered collected the sum of $0.247920 ad valorem tax on each One Hundred Dollar ($100) valuation of all taxable property, real, personal and mixed, within the corporate limits of the City of Tyler, Texas, on January 1st of this year, for the following purposes and the following amounts: General Fund maintenance and operations $0.247920 TOTAL TAX RATE PER $100.00 VALUATIONS FOR ALL PURPOSES PART 3: That there be, and are hereby again set out, authorized exemptions as follows: 1. Homestead exemption under 65 - Ten percent (10%) or no less than $5,000. 2. Homestead exemption over 65 - $6,000. 3. H istorical Preservation exemptions as set out in Tyler City Code Sections 10-793 and 10-794.

DON WARREN, MAYOR OF THE CITY OF TYLER, TEXAS

PART 4: Said ad valorem taxes shall be due and payable at the time and in the manner provided by the Tyler City Code, Chapter 2, relating to the payment of ad valorem taxes which said ordinances provide for penalties and interest on delinquent taxes. PART 5: That notice for the public hearings on the proposed budget, property tax rate, and tax revenue increase, on the 23rd day of August 2023 and on the 13th day of September 2023, were given by publication on the 11th day of August, 2023 and the 1st day of September 2023. PART 6: THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR’S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE RAISED BY 3.50% PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $8.38. PART 7: That any ordinance, resolution, policy or any provision or section of the Code of the City of Tyler, Texas, as amended, and in conflict herewith, be and the same is hereby repealed to the extent of any conflict. PART 8: Should any section, subsection, sentence, provision, clause or phrase be held to be invalid for any reason, such holding shall not render invalid any other section, subsection, sentence, provision, clause or phrase of this ordinance and same are deemed severable for this purpose. PART 9: This ordinance shall become effective upon its approval. PASSED AND APPROVED this the 13th day of September, A.D., 2023. Official Annual Budget(s) covering the City of Tyler for and during the fiscal year beginning October 1, 2023 and ending September 30, 2024, and expenditures by said City for and during such time shall be on the basis of said budget.

DON WARREN, MAYOR OF THE CITY OF TYLER, TEXAS

ATTEST:

APPROVED:

ATTEST:

APPROVED:

CASSANDRA BRAGER, CITY CLERK

DEBORAH G. PULLUM, CITY ATTORNEY

CASSANDRA BRAGER, CITY CLERK

DEBORAH G. PULLUM, CITY ATTORNEY

ADOPTING DOCUMENTS

adopting ordinances

ORDINANCE NO. O-2023-84

245

glossary

A Accounts Payable – A liability account reflecting amount of open accounts owing to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable – An asset account reflecting amounts owing to open accounts from private persons or organizations for goods or services furnished by a government. Accrual Accounting – Recognition of the financial effects of transactions, events and circumstances in the period(s) when they occur regardless of when the cash is received or paid. Ad Valorem – Latin for “value of.” Refers to the tax assessed against real (land and building) and personal (equipment and furniture) property. ADA – Americans with Disability Act Amortization – Payment of principal plus interest over a fixed period of time. Appropriation – A legal authorization granted by a legislative body (City Council) to make expenditures and incur obligation for designated purposes. ARFF – Aircraft Rescue and Fire Fighting Assessed Valuation – A valuation set upon real estate or other property by a government as a basis for levying taxes.

glossary

248

Balance Sheet – The basic financial statement, which discloses the assets, liabilities and equities of an entity at a specific date in conformity with Generally Accepted Accounting Principles (GAAP). Balanced Budget – Annual financial plan in which expenses do not exceed revenues and carry-over fund balance. BAS – Boundary and Annexation Survey Bond – A written promise to pay a

specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s). Budget – A plan of financial operation embodying an estimate of proposed expenditures for any given period and the proposed means of financing them.

C Capital Outlays – Expenditures which result in the acquisition of or addition to fixed assets which are individually priced at more than $3,000 and have an expected life longer than two years. CAFR – City’s Comprehensive Annual Financial Report CCNS – Certificate of Convenience and Necessity

FINRA – Proof of Financial Industry Regulatory Authority

DADS – Texas Department of Aging and Disability Services DEA – Drug Enforcement Administration Debt Service/Lease – A cost category which typically reflects the repayment of short-term (less than five years) debt associated with the acquisition of capital equipment. This category also includes department contribution to the Capital Replacement Fund. Delinquent Taxes – Taxes remaining unpaid on or after the date on which a penalty for nonpayment is attached. Depreciation – Change in the value of assets (equipment, buildings, etc. with a useful life of two years or more) due to use of the assets with the exception of land and intangible assets. DFIRM – Digital Flood Insurance Rate Map

CDARS – Certificate of Deposit Account Registry Service

CDBG – Community Development Block Grant

Encumbrances – Commitments related to unperformed contracts for goods and services used in budgeting. Encumbrances are not expenditures or liabilities, but represent the estimated amount of expenditures ultimately to result if unperformed contracts in process are completed. Encumbrances lapse at year-end unless the associated budget is reappropriated by Council in the following fiscal year.

CHDO – Community Housing Development Organization CIP – Construction in Progress COBRA – Consolidated Omnibus Budget Reconciliation Act COPS – Community Oriented Policing Services Cost – The amount of money or other consideration exchanged for property or services. Costs may be incurred even before the money is paid; that is, as soon as liability is incurred. Ultimately, however, money or other consideration must be given in exchange. Current Assets – Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Those assets which will be used up or converted into cash within one year. Some examples are cash, temporary investments and taxes receivable which will be collected within one year.

EPA – Environmental Protection Agency ETATTF – East Texas Auto Theft Task Force ETJ – Extraterritorial Jurisdiction Exempt – Personnel not eligible to receive overtime pay and who are expected to put in whatever hours are necessary to complete their job assignments. Compensatory time off, as partial compensation for overtime hours worked, may be allowed by the respective department head. Expenditures – Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service, and capital outlays.

FAA – Federal Aviation Administration FDIC – Federal Deposit Insurance Corporation

Fiscal Year – A 12-month period to which the annual operating budget applies, and at the end of which the government determines its financial position and the results of its operations. The City of Tyler’s fiscal year begins October 1 and the ends the following September 30. FMPC – Financial Management Performance Criteria FTE – Acronym for Full-Time Equivalent: a measurement of staffing. One FTE is a 40 hours per week position. A part-time position working 20 hours per week or a temporary full-time position working six months would be one-half of an FTE. Fixed Assets – Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment, and assets of an intangible nature such as water rights. Franchise – A special privilege granted by a government permitting the continuing use of public property, such as City streets, and usually involving the elements of monopoly and regulation. FSS – Family Self-Sufficiency Fund – A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities of balances, and charges therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance – The difference between governmental fund assets and liabilities, also referred to as fund equity.

glossary

city of tyler glossary

Current Liabilities – Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded within one year.

249

city of tyler glossary cont.

GAAP – Generally Accepted Accounting Principles

IGI – Industry Growth Initiative

General Obligation Bonds – Bonds for the payment of which the full faith and credit of the issuing government is pledged. In issuing its general obligation bonds, the City of Tyler pledges to levy whatever property tax is needed to repay the bonds for a particular year. Bonds cannot be issued without voter approval, and are usually issued with maturities of between 15 and 30 years. GFOA – Government Finance Officers Association GFOAT – Government Finance Officers Association of Texas GIS – Geographic Information System Governmental Funds – Those funds through which most governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities of the governmental functions are accounted for through governmental funds (General, Special Revenue, Capital Projects, Permanent and Debt Service Funds). GTOT – Government Treasurers’ Organization of Texas

H glossary

HIP – Housing Infill Program

250

HAPP – Housing Assistance Payments Program HQS – Housing Quality Standards HVAC – Heating Ventilation and Air Conditioning

IVR – Interactive Voice Response

M M&O – Maintenance and Operations Maintenance – The upkeep of physical properties in condition for use of occupancy. Examples are the inspection of equipment to detect defects and the making of repairs. Maintenance Item – A request for additional funding to maintain the upkeep of a physical property. MPO – Metropolitan Planning Organization MUD – Municipal Utility District Modified Accrual Accounting – Accounting system in which revenues are recognized and recorded in the accounts when they are measurable, available and collectible in the fiscal year.

N NEW – Neighborhood Empowerment Works Non-Exempt – Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. NTCOG – North Central Texas Council of Governments

O Ordinance – A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue-raising measures (such as the imposition of taxes, special assessments and service charges) usually require ordinances.

PEG – Public, Educational, and Governmental Access Channel

PPE – Personal Protective Equipment

Taxes – Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits, such as special assessment. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges.

PSO – Public Service Officer

TBRA – Tenant-Based Rental Assistance

Personnel Services – The costs associated with compensating employees for their labor. PFIA – Police and Firemen’s Insurance Association PFIA – Public Funds Investment Act

R Revenues – Funds received for services rendered, fines assessed, taxes levied and interest/rental income earned from private and public sources. RFP – Request for Proposal

S SCBA – Self-Contained Breathing Apparatus Special Revenue Fund – A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Supplies – A cost category for minor items (individually priced at less than $3,000) required by departments to conduct their operations. SWAT – Special Weapons and Tactics

TCEQ – Acronym for Texas Commission on Environmental Quality: a State agency for enforcing federal and state environmental laws. TCMA – Texas City Management Association TIF/TIRZ – Tax Increment Financing Zone TML – Texas Municipal League TxDOT – Acronym for Texas Department of Transportation: a State agency responsible for administering City of Tyler transportation related grants.

U UNT – The University of North Texas

W Working Capital – The amount of current assets which exceeds current liabilities less inventory and special reserves in particular funds.

glossary

GASB – Acronym for Government Accounting Standards Board: an independent, nonprofit agency responsible for the promulgation of accounting and financial reporting procedures for governmental entities.

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P.O. Box 2039 Tyler, TX 75710 CityOfTyler.org