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08-23-2022 (City Council) Agenda Packet P a g e | 1 Wylie City Council Regular Meeting August 23, 2022 – 6:00 PM Council Chambers - 300 Country Club Road, Building #100, Wylie, Texas 75098 CALL TO ORDER INVOCATION & PLEDGE OF ALLEGIANCE Invocation - Reverend Kurt Ulmer, Faith Lutheran Church PRESENTATIONS & RECOGNITIONS PR1. Presentation by American Legion Hale-Combest Post 315 for 2021 and 2022 American Legion Firefighter and EMT/Paramedic of the Year. PR2. Presentation by North Texas Military Order of the World Wars. PR3. Proclaiming Delta Kappa Gamma Society International Day. COMMENTS ON NON-AGENDA ITEMS Any member of the public may address Council regarding an item that is not listed on the Agenda. Members of the public must fill out a form prior to the meeting in order to speak. Council requests that comments be limited to three minutes for an individual, six minutes for a group. In addition, Council is not allowed to converse, deliberate or take action o n any matter presented during citizen participation. CONSENT AGENDA All matters listed under the Consent Agenda are considered to be routine by the City Council and will be enacted by one motio n. There will not be separate discussion of these items. If discussion is desired, that item will be removed from the Consent Agenda and will be considered separately. A. Consider, and act upon, approval of August 9, 2022 Regular City Council Meeting minutes. B. Consider, and act upon, the City of Wylie Monthly Revenue and Expenditure Report for July 31, 2022. C. Consider, and place on file, the City of Wylie Monthly Investment Report for July 31, 2022. D. Consider, and place on file, the monthly Revenue and Expenditure Report for the Wylie Economic Development Corporation as of July 31, 2022. E. Consider, and act upon, Ordinance No. 2022-53 amending Ordinance No. 2021-43, which established the budget for fiscal year 2021-2022; providing for repealing, savings and severability clauses; and providing for an effective date of this ordinance. F. Consider, and act upon, Ordinance No. 2022-54 amending Ordinance No. 2021-43, which established the budget for fiscal year 2021-2022; providing for repealing, savings and severability clauses; and providing for an effective date of this ordinance. 1 G. Consider, and act upon, Ordinance No. 2022-55 amending Ordinance No. 2021-43, which established the budget for fiscal year 2021-2022;providing for repealing,savings and severability clauses;and providing for an effective date of this ordinance. REGULAR AGENDA 1. Hold a Public Hearing, consider, and act upon, Ordinance No. 2022-56 adopting a budget for all City funds, including the Wylie Economic Development Corporation(4A)and the Wylie Parks and Recreation Facilities Development Corporation (4B) and appropriating resources for Fiscal Year 2022-23 beginning October 1, 2022 and ending September 30, 2023. 2. Consider, and act upon, approving the property tax revenue increase reflected in the budget. 3. Hold a Public Hearing on the proposed tax rate of$0.562333 per $100 assessed valuation for fiscal year 2022-2023 and provide all interested persons an opportunity to be heard,either for or against the tax rate. 4. Consider, and act upon, Ordinance No. 2022-57 fixing the M&O tax rate/levy for the Tax Year 2022 and Budget Year 2022-2023 at$0.427919 per$100 assessed valuation. 5. Consider, and act upon, Ordinance No. 2022-58 fixing the I&S tax rate/levy for the Tax Year 2022 and Budget Year 2022-2023 at$0.134414 per$100 assessed valuation. 6. Tabled from 07-26-2022 Remove from table and consider Hold a Public Hearing, consider, and act upon, Ordinance No. 2022-59, amending the City of Wylie Municipal Comprehensive Plan. 7. Consider, and act upon, the award of a professional services project order (PSPO) #W2022-107-E for Park Boulevard Improvements from Country Club Road to Parker Road (FM 2514) to Teague Nall & Perkins, Inc. in the amount of$1,096,740.00; and authorizing the City Manager to execute any necessary documents. 8. Consider,and act upon,Resolution No.2022-25(R)authorizing the City Manager of the City of Wylie,Texas, to execute an Interlocal Agreement between Collin County and the City of Wylie, Texas concerning the design and construction of Park Boulevard from Country Club Road to Parker Road. 9. Consider,and act upon,the acceptance of the resignation of Lowell Davis and appointment of Michael Innella as a new board member to the City of Wylie Construction Code Board to fill the term of August 2022 to June 30, 2023. RECESS CITY COUNCIL CALL TO ORDER THE WYLIE PARKS & RECREATION FACILITIES DEVELOPMENT CORPORATION(4B) COMMENTS ON NON-AGENDA ITEMS Any member of the public may address Board regarding an item that is not listed on the Agenda. Members of the public must fill out a form prior to the meeting in order to speak. Board requests that comments be limited to three minutes for an individual, six minutes for a group.In addition, Board is not allowed to converse, deliberate or take action on any matter presented during citizen participation. Page 12 2 REGULAR AGENDA I. Consider, and act upon, approval of August 24, 2021 Regular Wylie Parks and Recreation Facilities Development Corporation(4B)meeting minutes. 2. Consider, and act upon, the appointment and/or reappointment of the Wylie Parks and Recreation Facilities Development Corporation(4B)Officers and appoint a Chair and Vice Chairman from its board members for a term beginning January 1,2023 and ending December 31, 2024. 3. Consider, and act upon, approval of the FY 2022-2023 4B Budget and authorize expenditures for the FY 2022-2023 Community Services Facilities Capital Improvement Plan. ADJOURN 4B BOARD RECONVENE INTO REGULAR SESSION EXECUTIVE SESSION Sec. 551.072. DELIBERATION REGARDING REAL PROPERTY; CLOSED MEETING. A governmental body may conduct a closed meeting to deliberate the purchase, exchange, lease, or value of real property if deliberation in an open meeting would have a detrimental effect on its negotiating position. ES 1. Discuss property regarding Project 2022-01 located in the general area of Country Club Rd. and Parker Rd. RECONVENE INTO OPEN SESSION Take any action as a result from Executive Session. READING OF ORDINANCES Title and caption approved by Council as required by Wylie City Charter,Article III, Section 13-D. ADJOURNMENT CERTIFICATION I certify that this Notice of Meeting was posted on August 19, 2022 at 5:00 p.m. on the outside bulletin board at Wylie City Hall,300 Country Club Road,Building 100,Wylie,Texas, a place convenient and readily accessible to the public at all times. Stephanie Storm, City Secretary Date Notice Removed The Wylie Municipal Complex is wheelchair accessible. Sign interpretation or other special assistance for disabled attendees must be requested 48 hours in advance by contacting the City Secretary's Office at 972.516.6020.Hearing impaired devices are available from the City Secretary prior to each meeting. If during the course of the meeting covered by this notice, the City Council should determine that a closed or executive meeting or session of the City Council or a consultation with the attorney for the City should be held or is required, then such closed or executive meeting or session or consultation with attorney as authorized by the Page 13 3 Texas Open Meetings Act,Texas Government Code§ 551.001 et. seq.,will be held by the City Council at the date, hour and place given in this notice as the City Council may conveniently meet in such closed or executive meeting or session or consult with the attorney for the City concerning any and all subjects and for any and all purposes permitted by the Act,including,but not limited to,the following sanctions and purposes: Texas Government Code Section: § 551.071—Private consultation with an attorney for the City. § 551.072—Discussing purchase, exchange,lease or value of real property. § 551.074—Discussing personnel or to hear complaints against personnel. § 551.087—Discussing certain economic development matters. § 551.073—Discussing prospective gift or donation to the City. § 551.076—Discussing deployment of security personnel or devices or security audit. Page 14 4 08/23/2022 Item PR2. , Wylie City Council CITY OF AGENDA REPORT Department: Presentation Account Code: Prepared By: Stephanie Storm Subject l'resentation by North Texas Military Order of the World Wars. 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N� e II W ,J�� m I V P I A'N u ' l I u � m m � ' Nt O' u u I t V ' IV I d 7 � II �I J w � h N i NS I, I� M m W I ,I w 1) � y d 1 m I I - I tw1� I � m I l O u ' M � I • P444 l a A'� _ fko p �� , V � N I, •y mIX � M V" w n I p m I I ry I"u I M Ilr�y I IIIII II iV MW IVi I IIII iiiiillll� �iuIJM� iJ IM�MMu'M IVllu �m "IuIIII'u'u'�i uVIulll rvu u M, . M' . nmIo9 R � � m 0 dl m�l ,,,M I I uu u uuMhuuum �N �I u v ,y M'M I ul I I� W dull � �',aII pIU ^I;4, IIIw'' 'N P udll' ul„ I�'I II m I Im NI ''llu �dII�Y 4:$ CIc �� i 04 ca O 4_, O O C V •— c6 tttn 2 >"' ime W 5 C3 = co cu '-4 ro a--+ U il •-y c• -o cD L- • ,LU AM° ,— v .— O CZ: O •— z (111 CDCU PI= till III4 O Emil PIZI.:‘ L_ (i) E cl " c U ;110 .N � C •— CL U 08/23/2022 Item PR2. "It is Nobler to Serve Than to be Served" � aA Congressionally Ch Non- Partisan Veterans Service Organization nom P - (VSO) dedicated t promoting th welfare jit of our Nation its Veterans an ou An IRS 501 (C)19 Organization we who — Are MOWW membership eligibility is open to active duty, retired and former commissioned or warrant National \1\ is: www. moww.org officers of the uniformed services of the United States: U.S. Army, U.S. Navy, U.S. Marine Corps, U.S. Coast Guard, U.S. Air Force, and U.S. Space Force. It also includes the United States Public Health Service (USPHS), and the National Oceanographic and Atmospheric Administration North Chapter \i\Iebsite is: (NOAA). Family members who are directly related to eligible officers within two degrees of consanguinity (i.e., spouse, son/stepson, vvvvw.northtexas m oww.org daughter/stepdaughter, grandson/granddaughter) are also eligible as Hereditary Members. 7 08/23/2022 Item PR2. "It is Nobler to Serve Than to be Served" _ s= We conduct O That Span the Nation and I 3 ¢ £= • Patriotic education and ceremonies • Recognizingexcellence in Senior and Junior Reserve Officer TrainingCorps Cadets MOWW "What We Do" • Sponsoring activities and speakers involving national and homeland security issues • HonoringPublic Safety & Law and Order professionals 8 08/23/2022 Item PR2. _171 "It is Nobler to Serve Than to be Served" Patriotic Education -1----ci-t-4---1 __,__ _____„=„_____, • Youth LeadershipConference __ _ ____,,--„,„„.,:: :,_„=„4„,„,_t_,,,,;_. ,-_.z.:_,§;E:_f::,-,,,3'_=_:-_;i-=-s__:::-1 t ,;=:-,,,,,t.___.„ -,,,,,-„,,_,_„...---.___ ,,,,!! (YLC)® o ! — Multi-Day Conferences _ -_ �_� .. „_=_____,...____ 74.,...avitaut-ilr ,; . , _ „vim ,___,_ii--: _=_ US high school students __:j_=:___,it 7%,:r - National Association of Secondaryo cz.:Liriiiic„ -'-- - --- - 4 - - iiir,_7:_zif;_, -1 ,........... ''''';'41:-‘1:1 '''N-4;*'''''' ' * School Principals (NASSP742-!-‘4----Si4-,- - If =-, -i iTi'--=A-Z-7a:;-‘1"'i-C-1 --=„7,==.,,,,,,,,,_..-,-,-,-- - = ,____,,,„_,,,,,_____ Approved Contests & Activities for - 4-:---*‘-'?-1- Students MOWW • Youth LeadershipSeminars YLSrO rams — One day educational seminars „___,_:„_____,,,,,,,,iiiiii,Ax ,,-,,-at, _-,--,,,,--, ,=--__ -„, --_,-___„=,.,_--,- „,, ___„,7_,,_,,,__,_,...., „_, — Focused on specialized topics or AlAw4==- 11'1'-'141iA _____ A___ __ themes : ---4-------_ , -g ,AAA- - A, \ � 4,-,,A. 7.7-ili,,,-7--!----t--- ,w, 9 08/23/2022 Item PR2. --711'A-10.71 "It is Nobler to Serve Than to be Served" 1-47';14------t,4-i Veterans Affairs _,,,„_,„ i.„;:=7 .7:,_____,.711 _ _ ____ .=-___ {,--__ ______ =_ ,_ -_,_---, _ ___-____,-__, _,..., „______„_____-- -- - - - - -- • Assist disabled war veterans and members .------ri_ ,:-- --;;:::: ________T_==:77-- , ,11 _ of the United States Armed Forces :::!_,=-k=7;,_ zi,_=__4_;;iiii:;„,_ i i, ' ‘;"1-17vAll I „-__,T,--,„______„,„_,_„,„„,,, ---'' _ _ „„„„, , ____ . __ __, __,_,, _ , _ _ _ • Provide care and assistance to hospitalized ,___ ii, .:1*,!---;_?-_-„-3,747:-ITT--74-41i! �� Leo. s� � ._ active duty or veterans Service Members ,' ��--_7_=:_ni_i_=,_?, _ � c - psi 7 _ _ r_,__,,,„_______,.„,,„,,,,„ I-41=z-'-'-=z-''-=:=:==T-l=::::--17-2=''''''-=Ltb:74-c:::: ___- ,L„,:ii&_, _t____,„7,..::::-77, _ : ----- _,-,----_,0,-- ------ -- .-7-„,Lz-____-- ;_ • Perpetuate the memoryof deceased _ =_ __,_ __:_,,,,,.,,,,___„,___ _ 414,._;--_-:71F-P-- -- 1 _- - _ ____,,,, _- _,=_„,_, ,I,,=_?--.--„,„____,„ veterans and members of the United States t--$7;-' litiArmed Forces ROTC & JROTC Program MOWW Programs ---- -=- T=7: -It, • Veteran Guest Speakers = • ROTC certificates t ando r11-- -- -- -- == ---- --- =--- - =- ==- C 11 " - ;-:1-'-' - ce ca es Bronze Medal of Merit ii -_ \\ems • JROTC Certificates JROTC Award of Merit ______=_______ _.,_,_ ____ ribbon =-- 3 10 08/23/2022 Item PR2. 7 101110,1 "It is Nobler to Serve Than to be Served" :i::-Li,:,,:!--==2=1*,:_,,.: ,,:„±„,„„, -_ - .---71 izi-z=...... „ National Security Program _±:::: , ,„_, ''''-'-=:-!-,-,--1-1:-=',-;; = =�� ` � _ ____ ,, 111, ,,i,,_,-_,3t,„-:=,.-,4i,:,,,_,:,„:416,._,=„1,, --,1 " 3 _ Promotes National SecurityPolicy :=:!::„:--; A„,:__,,:=,______!;i1,1,,,tait7Ltiici, :::_i_i_;: --71ii-i___;______:iiii-- lir--E,A),:isi-.--1-7_.7A----,,,,,„Ir '--- lit, discussions . • Program includes guest speakers, s onsor■ outreachprograms and authoringarticles forpublication. u ic a ean aw r er � ng� �� -1� ��FhiiE74 L . EE� 1 PSI-75:1-Eq-tZga,Wi-S ,, ,it.,,,,,,...sm....,,-.1,,,,,,, __ Program • Recognizes outstandin erformance &outstanding MOWW Programs exceptional service in the law enforcement Ii_.:...:_l_i_-- ii.:. fire & rescue service, criminal justice, and7, s,___.,,i, tt :tr .--. ,,'5 public safety. ir_n______!,_ ..titit:- pc - 4-4 ,=!,,, =Ifinim • Sponsors presentations about Public Safety _ --iti - and L&O issues. _Tc.------•4 „:-____rw,, ri---1 li_k„i=(:,,:,::„,i,,::,, • Promotes Public Safetyevents, activities, ' = and membersparticipate in Public projects, Safety and L&O activities & events. 611 08/23/2022 Item PR2. "It is Nobler to Serve Than to be Served" ---74'11-%:=1- Homeland Security „?_;::::,„____, --_-__----_-„,„„__,,„_,,--;„7„,_:„_„„z;_i • Encourage emergency pre tiredness and __:,-----„___,, ,_ ,,,,,,,„„z___, „4„,_,,,._,,,,,,„_ _,mot _ ________ ______, . ,,, ____________________-_,, _______ i-,---7‘ __,_:„7:7,,,_.=___ -,,_„:._:„__„0„..i.„ supportrecoverycapabilities. m -__-__ _''„,,,-_______.„:„=:.,____,_ • Wor k with media to educate the public onist -„---,21,,,,--, , e g m • _ = 7' ;' ‘''''''''''-='j!-'--,',:,',' � � _ hom e l a n d securityissues. ,,-,z-wz,,,,,,, -, k. , -,,,,,,,, '47 ,::,!-__ 0_,a-p=_,___:,,,,_,• -1400-,-,_, „_,5__,,_,_. ,--1 _ , , • Partner with local authorities and schools 1, --._-:=iiiiiii___-_,",-,-,-:_:,,,,:::::::=41; iiir;11:__4‘,1==__ -----4-e--71------- - .- • RecognizeCitizens _:,_____=_ i. „„ _„,.,,, ____,,,„,‘„: __,,_ -_. ..,,t,,,,,,-*,:,14w, :-_,,,,,,t,4_,,,,,,,,- - --,_,1-:!-_ __,77,-,-..„....__ ---,--_--5,--v7;-,------_, -. -- , . - --,,,,- _ _----, ___ „__ , _=, Scouting ro ram ., • Support the BoyScouts ofAmerica and \ 1 the Girl Scouts of the USA ,H,I _ „� M OWW p rograms k , • Present Eagle Scout, Venture Summit Scout, Sea Scout, and Gold Award ,,,,,,,, , „-_-__ _:*-----izar- '--,‘, - ___::=_:'-:, 0---'-wz--'--c-1-: ,-----. - .1;:..: -i,-E--=::=;===:,--0 ,--s_l_7-k- -!-----t- __:::_:-a_z---t,-;-: Certificates of Recognition. __ • Assist Troops Groups and. Councils in COmmunitprOjects and badgepro rams !,,z!:-:77_,:i__;__: :_--,,,7iiii,-1,!,1!„.11______LILI) . � �� - 1-1. yg �� 12 08/23/2022 Item PR2. "It is Nobler to Serve Than to be Served" ,u‘i7r,__41,_____!: 7714 The Military Order of th World Wars has _ ___„,,,,,,,„,_„,____,,„ :„,,,,,___:,. beenaarofeiecommunity 'A --:;4":„ ---,---„ :=,==:7-7-- 17--$ 1 -„\ie. faio,?1,2411_,;,„ i_ many y working " the radar" tto „._. _„_,,„,,„.,,,t,,„,_,.,„,...„,„ vt ________--- .---:' support Wyl Youth and , _ , __ _ _ ________ A_ _ ___ , _ _, =,_ ,__ __________ _ __ _,,, „ i,______,.„_,„, ,_, v-i=„ 3-f,,-4-1,r,Fz---i_i,--Alp--__.',=,.:„ _,,,I 40, .--„=„,..-- _ --„.„.. - _ ,,_.:,,,,,..„._____ _. ---74-7 -1„-_,,,, --- We want t do more. We desire to partner with Wyl to: Summary _ T - - • Support the reco nition of Wylie Public Safety / g ri14,71-47 zi 7zi oFTI-E-:W ORLD WARS _ Law and Order members . r_„=,..._,_ ,_ . _,,,_=7,,,,,,=7,,,,, ,-_, . '!__Alu , -� NORTH Conduct Youth Leadership Seminars Region VIII Vice Commander • Support Scouting Programs Fr ES NOM-1:R TOSE V_M 23;L � D T EX 7�GS it _ i_ P EPi 62 • Support City of Wylie Veterans events www..v.w.,„,„7...._,„,,,.,_„..,,,,„_,...„,..„..,„..,7. www. northtexasmcww.org 13 08/23/2022 Item A. Wylie City Council CITY OF AGENDA REPORT Department: City Secretary Account Code: Prepared By: Stephanie Storm Subject Consider, and act upon, approval of August 9,2022 Regular City Council Meeting minutes. Recommendation Motion to approve Item as presented. Discussion The minutes are attached for your consideration. 14 08/23/2022 Item A. Wylie City Council Regular Meeting August 09, 2022—6:00 PM Council Chambers - 300 Country Club Road,Building#100,Wylie, Texas 75098 CITY : CALL TO ORDER Mayor Matthew Porter called the regular meeting to order at 6:01 p.m. The following City Council members were present: Councilman David R. Duke, Councilman Dave Strang, Mayor pro tern Jeff Forrester, Councilman Scott Williams, and Councilman Garrett Mize. Councilman Timothy T. Wallis was absent. Staff present included: City Manager Brent Parker;Deputy City Manager Renae 011ie;Assistant City Manager Lety Yanez; Police Chief Anthony Henderson; Finance Director Melissa Beard; Fire Chief Brandon Blythe; Digital Media Specialist Kristina Kelly; Public Works Director Tommy Weir; Parks and Recreation Director Carmen Powlen; Parks Manager Brent Stowers; City Engineer Tim Porter; EDC Executive Director Jason Greiner; Purchasing Manager Glenna Hayes; Library Director Ofilia Ban-era; City Secretary Stephanie Storm; and various support staff. INVOCATION& PLEDGE OF ALLEGIANCE Councilman Strang led the invocation and Councilman Williams led the Pledge of Allegiance. PRESENTATIONS &RECOGNITIONS PRI. Recognize Wylie's Better Cities for Pets program designation. Mayor Porter recognized Wylie's Better Cities for Pets program.Parks and Recreation Director Powlen stated that Wylie is one of seven cities in Texas and one of fifty cities in the United States to receive this recognition. PR2. Presentation of North American Hazardous Materials Management Association award to the City of Wylie. Robert Medigovich,representing Community Waste Disposal,presented the City of Wylie with the National North American Hazardous Materials Management award that was presented at their annual conference in Fort Myers, FL. PR3. Recognizing August 2022 as Black-Owned Business Month. Mayor Porter recognized that August 2022 is Black-Owned Business month in Wylie, Texas. COMMENTS ON NON-AGENDA ITEMS No citizens were present wishing to address Council on non-agenda items. Page I1 15 08/23/2022 Item A. CONSENT AGENDA All matters listed under the Consent Agenda are considered to be routine by the City Council and will be enacted by one motion. There will not be separate discussion of these items.If discussion is desired, that item will be removed from the Consent Agenda and will be considered separately. A. Consider, and act upon, approval of July 26,2022 Regular City Council Meeting minutes. B. Consider, and act upon, approval of the Park Event Application from North Star Dance Project to hold a Fall Dance Fest event at Olde City Park on October 9,2022. C. Consider, and act upon, Ordinance No. 2022-51 for a change in zoning from Commercial Corridor - Special Use Permit(CC-SUP) to Planned Development- Commercial Corridor (PD-CC) to allow for a distillery, events center, and food truck park on 2.02 acres located at 702 North State Highway 78 (ZC 2022-11). D. Consider, and act upon, a Preliminary Plat of Lots 1, 2 and 3, Block A of LI 78 Logistics Center, establishing three lots on 22.052 acres, generally located on the southwest corner of State Highway 78 and Wylie East Drive. E. Consider,and act upon,a Final Plat of Lot 2R,Block 1 of the Platinum Storage Country Club Addition, being a Replat of Lot 2,Block 1 of Platinum Storage Country Club Addition and two acres of tract 22 of the Charles Atterbury Survey, establishing one commercial lot on 10.40 acres, located at 570 Country Club Rd. F. Consider, and act upon, Resolution No. 2022-21(R) authorizing the City Manager to execute an Interlocal Agreement between the City of Wylie and Collin County for county road and bridge improvements that are located within City limits in accordance with Court Order No.2021-109-02-01. G. Consider, and act upon, approval of Ordinance No. 2022-52 amending Wylie's Code of Ordinances, Ordinance No. 2021-17 as amended, Appendix C (Wylie Comprehensive Fee Schedule), Section I (Water and Sewer Fees), Subsection B (Water Rates), and Subsection C (Sewage Collection and Treatment Rates). H. Consider, and act upon,the award of a professional services project order(PSPO)#W2022-111-E for the Traffic Signal Design for the Intersection of McCreary Road and Hensley Lane to Garver,LLC in the amount of$55,223.50, and authorizing the City Manager to execute any necessary documents. I. Consider, and act upon, Resolution No. 2022-22(R), of the City Council of the City of Wylie, Texas, approving a negotiated settlement between the Atmos Cities Steering Committee("ACSC")and Atmos Energy Corp., Mid-Tex Division regarding the Company's 2022 Rate Review Mechanism filing; declaring existing rates to be unreasonable; adopting Tariffs that reflect rate adjustments consistent with the negotiated settlement; finding the rates to be set by the attached settlement tariffs to be just and reasonable and in the public interest; approving an attachment establishing a benchmark for pensions and retiree medical benefits; approving an attached exhibit regarding amortization of regulatory liability; requiring the company to reimburse ACSC's reasonable ratemaking expenses; determining that this Resolution was passed in accordance with the requirements of the Texas Open Meetings Act; adopting a savings clause; declaring an effective date; and requiring delivery of this Resolution to the Company and the ACSC's legal counsel. Council Action A motion was made by Mayor pro tern Forrester, seconded by Councilman Williams, to approve the Consent Agenda as presented. A vote was taken and the motion passed 6-0 with Councilman Wallis absent. Page I 16 08/23/2022 Item A. REGULAR AGENDA 1. Consider, and act upon, Resolution No. 2022-23(R) of the City Council of the City of Wylie, Texas, accepting the proposed property tax rate for the fiscal year 2022-23, accepting the calculation of the no new revenue tax rate and the voter approval tax rate, establishing August 23, 2022 at 6:00 p.m. at the City of Wylie Municipal Complex for a public hearing and vote on the proposed property tax rate, and providing for the publication as provided by the Texas Property Tax Code, Chapter 26. Staff Comments Finance Director Beard addressed Council stating the City is required by law to follow the certain meeting and notice guidelines identified in the "Truth in Taxation" Tax Codes. This year's no new revenue rate is $0.562333 and the voter approval tax rate is $0.580038. The Voter Approval Tax Rate including Unused Increment is $0.614854,the maximum tax rate that can be adopted without triggering an election. The proposed 2022-23 budget is based on a tax rate of$0.562333 per $100 valuation. The proposed rate is the no new revenue tax rate and is $0.081418 less than the current rate. This rate reduction continues an eleven-year trend of reducing the tax rate cumulatively by$0.337 or 36.7%. If adopted,this will be the sixth consecutive year to adopt the No New Revenue Rate (or Effective Tax Rate) or lower. The proposed budget was placed on file with the City Secretary's office on August 4 and any changes in the proposed tax rate will require revision of the proposed budget. The City Council is required to vote on the proposed tax rate tonight and publish the required information at least five days before the public hearing on August 23. The notice of the public hearing will include how each council member voted. This year, the Council may adopt the tax rate at the same meeting as the public hearing. If a tax rate is not adopted on August 23, a special called meeting must be held within seven days (August 30)to adopt a rate. Council Action A motion was made by Mayor pro tern Forrester,seconded by Councilman Strang,to approve Resolution No.2022- 23(R) of the City Council of the City of Wylie, Texas, accepting the proposed property tax rate for the fiscal year 2022-23, accepting the calculation of the no new revenue tax rate and the voter approval tax rate, establishing August 23,2022 at 6:00 p.m. at the City of Wylie Municipal Complex for a public hearing and vote on the proposed property tax rate, and providing for the publication as provided by the Texas Property Tax Code, Chapter 26. A vote was taken and the motion passed 6-0 with Councilman Wallis absent. 2. Establish a date,time and place to hold a Public Hearing on the fiscal year 2022-2023 Proposed Budget so that all interested persons may be heard, either for or against any item in the proposed budget before final approval. The date, time and place for the hearing and the final vote will be published in the City's official newspaper, as provided by the Texas Local Government Code, Section 102.006. Staff Comments Finance Director Beard addressed Council stating Texas Local Government Code and the City's Charter require a public hearing to be held on the 2022-2023 Proposed Budget. Council must establish a date,time and place for the public hearing so that all interested persons may be heard, either for or against any item on the proposed budget before final approval. The hearing date must be at least 15 days after the proposed budget was filed with the City Secretary (August 5) and the notice must be published at least five days before the hearing. Staff recommends August 23,2022, at 6:00 p.m. in the Council Chambers of the Municipal Complex. Council Action A motion was made by Mayor pro tern Forrester, seconded by Councilman Williams, to approve establishing August 23, 2022,at 6:00 p.m. in the Council Chambers of the Wylie Municipal Complex, 300 Country Club Road, Wylie, Texas as the date, time and place at which the public hearing will occur and Council will vote on the final budget. A vote was taken and the motion passed 6-0 with Councilman Wallis absent. 3. Consider, and act upon, Resolution No. 2022-24(R) of the City Council of the City of Wylie, Texas to approve emergency repairs of a drainage pipe generally located at 403 Bentwood Drive from Moss Utilities in the estimated amount of$200,000.00. Page 13 17 08/23/2022 Item A. Staff Comments Purchasing Manager Hayes addressed Council stating the homeowner at 403 Bentwood Dr. contacted the City of Wylie Public Works department regarding sinkholes that had developed in their backyard. After further investigation by the Stormwater Division staff, it was determined to be a safety and liability issue that would need to be addressed as soon as possible. Hayes stated there was a correction that needed to be noted in the report as it states "this amount also includes a $10,000 contingency fee" as the bonds came in a little higher than anticipated and leaves a$9,859 contingency fee. Council Comments Councilman Williams stated he appreciated staff moving fast on this emergency item and asked if staff felt comfortable with the cost of the bid submitted and felt it was a fair price. Public Works Director Weir replied that staff does feel the vendor is on target concerning price. Council Action A motion was made by Councilman Williams, seconded by Councilman Strang,to approve Item 3 as presented. A vote was taken and the motion passed 6-0 with Councilman Wallis absent. 4. Consider, and act upon,the acceptance of the resignation of Sandra Stone and appointment of Laurie Sargent as a new board member to the City of Wylie Cemetery Advisory Board to fill the term of August 2022 to June 30,2023. Council Comments Mayor Porter asked Board and Commission Interview Panel Chair Forrester if this fits within the recommendations that came from the interviews with the subcommittee. Forrester confirmed it does. Council Action A motion was made by Mayor pro tern Forrester, seconded by Councilman Strang, to accept the resignation of Sandra Stone and appointment of Laurie Sargent as a new board member to the City of Wylie Cemetery Advisory Board to fill the term of August 2022 to June 30,2023.A vote was taken and the motion passed 6-0 with Councilman Wallis absent. WORK SESSION Mayor Porter convened the Council into a Work Session at 6:21 p.m. WS1. Discuss Senior Recreation Center Renovation Project. Parks and Recreation Director Powlen addressed Council stating a list of renovation options was presented to Council earlier this year for the Senior Recreation Center renovation project.Based on the feedback from Council, staff revisited the list and conducted focus groups with staff and guests to further prioritize needs. Staff would like to discuss the outcome with Council and would like to discuss the popularity of election polling at this location and how it may impact the project. Council comments and questions included: are there any other locations that could be utilized for polling sites on the east side of the City; how much money is in the Parks and Recreation 4B Fund balance; be cautious on the use of fund balance for this project as there are other uses for various projects; if bonds are proposed look at pending projects,the baseline, and come back to look at the total cost of all of the projects; debt falls off in 2025-2026, and do not want to bite off more than the City can chew;asked about the reference to the four to five-month displacement due to election; asked about the estimated sustainability of offerings; asked what library and recreation rooms are available to keep the programs going during construction, and stated to reach out to faith congregations on the east side of the City for a potential polling location. Page 14 18 08/23/2022 Item A. Council direction included continuing with option 1, conducting a phased approach by starting the project with the $750,000 designated funds,paying the architect to design Phase 1 and 2 at the same time to put together a phased timeline for future expansion,and ensuring that any renovations completed will not have to be removed and redone later during the phased approach. Mayor Porter convened the Council into a break at 6:49 p.m. Mayor Porter reconvened the Council into a Work Session at 6:55 p.m. WS2. Discuss dog park and splash pad schematic designs - Joint Work Session with Parks and Recreation Board. Parks Manager Brent Stowers addressed Council giving a presentation on the dog park schematic design including the project schedule, initial program list, "Prairie Tails Dog Park" vision and renderings, the cost estimate with all of the amenities, and the base project construction total with items removed to be closer to the budgeted cost. Parks and Recreation Board members present included Gerald Dyson and Gloria Suarez. Adam Brewster, representing Dunaway Associates was also present. Council comments and questions included: questions regarding the cost of the fencing,the future large dog paddock, getting all three paddocks ready to open at the same time, asked if decomposed granite would be a good alternative instead of turf as it can be labor-intensive to keep sanitary, engage the Public Arts Advisory Board on the project, look at doing a shared shade structure for both the small and large paddock, Parks and Recreation Board member Suarez recommended two large dog paddocks and to look at adding additional funding for additional security lighting. Council direction for the dog park included designing the entire project,shrinking the two large dog paddocks down to a smaller size, and using the cost savings to sod the areas that need to be sodded, irrigate all three paddocks, get two paddocks(one large and one small)ready to open at the same time, open the future large dog paddock after the first two to allow the hydro-mulch to take root;try to provide basic shade structures in the beginning if possible and do a phased approach for the amenities. Parks Manager Brent Stowers addressed Council giving a presentation on the splash pad schematic design including the initial program list, "East Meadow" sprayground key features and renderings, the cost estimate with all of the amenities, and the base project construction total with items removed to be closer to the budgeted cost. Council comments and feedback included concerns that the proposed layout of the sprayground is too far up for any future parking, consider shifting the sprayground down to the southwest or southeast to expand parking later, construct a restroom, would want the base project with the additional parking to save money on items that can be phased in in the future, the current trail runs right through the proposed splash pad, like the design but do not like the cost, in favor of the $1.3 million plan, add as much parking as possible, if fabric coverings are needed now to save money then that is fine,do a phased project approach, complete full construction documents at the same time, get with the Public Arts Advisory Board regarding art at the site,remove decorative items to save cost,remove the gateway, and keep the group shelter instead of a fabric shade. Council direction for the splash pad in the "East Meadow" included shifting the sprayground to the southeast or southwest, constructing a restroom facility, completing the full design now with a phased approach later for amenities, and continuing with the base project with additional parking but construct the permanent shelter instead of a fabric shade. Parks Manager Brent Stowers addressed Council giving a presentation on the splash pad schematic design including the initial program list, "Community Park" sprayground key features and renderings, the cost estimate with all of the amenities, and the base project construction total with items removed to be closer to the budgeted cost. Page 15 19 08/23/2022 Item A. Parks and Recreation Board member Suarez addressed Council with parking concerns at Community Park,moving the trail outside of the splash pad in the East Meadow splash pad,and asked if the facilities have water fountains. Council direction for the splash pad at Community Park included relocating the mechanical room to go by the restrooms,like the design,like the drop-off lane, and moving forward with the design of this project. Mayor Porter requested funding recommendations and options from staff be brought back at a later date regarding the overages in cost on these projects. RECONVENE INTO REGULAR SESSION Mayor Porter reconvened the Council into Regular Session at 8:16 p.m. EXECUTIVE SESSION Mayor Porter convened the Council into Executive Session at 8:16 p.m. Sec. 551.072. DELIBERATION REGARDING REAL PROPERTY; CLOSED MEETING. A governmental body may conduct a closed meeting to deliberate the purchase, exchange, lease, or value of real property if deliberation in an open meeting would have a detrimental effect on its negotiating position. ES1. Consider the sale or acquisition of properties located at Ballard/Brown, Brown/Eubanks, FM 1378/Parker, FM 544/Cooper, FM 544/Sanden,Jackson/Oak, State Hwy 78/Alanis, and State Hwy 78/Brown. Sec. 551.087. DELIBERATION REGARDING ECONOMIC DEVELOPMENT NEGOTIATIONS; CLOSED MEETING. This chapter does not require a governmental body to conduct an open meeting: (1) to discuss or deliberate regarding commercial or financial information that the governmental body has received from a business prospect that the governmental body seeks to have locate, stay,or expand in or near the territory of the governmental body and with which the governmental body is conducting economic development negotiations; or (2) to deliberate the offer of a financial or other incentive to a business prospect described by Subdivision(1). ES2. Deliberation regarding commercial or financial information that the WEDC has received from a business prospect and to discuss the offer of incentives for Projects: 2020-11b,2021-2d,2021-4a,2021- 5a,2021-6a,2021-6c,2021-8a,2021-9a,2021-9e,2021-9f,2021-11a,2021-12a,2021-12b,2022-la,2022- 7a,2022-7b, and 2022-7c. RECONVENE INTO OPEN SESSION Take any action as a result from Executive Session. Mayor Porter reconvened the Council into Open Session at 9:44 p.m. READING OF ORDINANCES Title and caption approved by Council as required by Wylie City Charter,Article III, Section 13-D. City Secretary Storm read the captions of Ordinance Nos. 2022-51 and 2022-52 into the official record. Page 16 20 08/23/2022 Item A. ADJOURNMENT A motion was made by Councilman Strang, seconded by Councilman Duke,to adjourn the meeting at 9:46 p.m. A vote was taken and the motion passed 6-0 with Councilman Wallis absent. Matthew Porter,Mayor ATTEST: Stephanie Storm, City Secretary Page 17 21 08/23/2022 Item B. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: Prepared By: Melissa Beard Subject Consider, and act upon,the City of Wylie Monthly Revenue and Expenditure Report for July 31,2022. Recommendation Motion to accept the Item as presented. Discussion The Finance Department has prepared the attached reports for the City Council as required by the City Charter. 22 08/23/2022 Item B. CITY OF WYLIE MONTHLY FINANCIAL REPORT July 31,2022 ANNUAL CURRENT YTD ACTUAL Benchmark BUDGET MONTH ACTUAL YTD ACTUAL AS A PERCENT 83.33% ACCOUNT DESCRIPTION 2021-2022 2021-2022 2021-2022 OF BUDGET GENERAL FUND REVENUE SUMMARY TAXES 35,752,468 715,255 33,303,920 93.15% A FRANCHISE FEES 2,896,800 6,667 2,279,378 78.69% LICENSES AND PERMITS 1,079,430 60,263 1,172,848 108.65% B INTERGOVERNMENTAL REV. 2,673,532 259,730 2,431,550 90.95% C SERVICE FEES 4,008,588 327,223 3,071,015 76.61% D COURT FEES 248,950 24,504 260,036 104.45% E INTEREST INCOME 25,000 31,604 73,299 293.20% MISCELLANEOUS INCOME 289,339 247,452 411,539 142.23% OTHER FINANCING SOURCES 2,488,645 24,297 5,523,039 221.93% F REVENUES 49,462,752 1,696,995 48,526,624 98.11% USE OF FUND BALANCE 0 0 0 0.00% USE OF CARRY-FORWARD FUNDS 1,432,653 NA NA NA G TOTAL REVENUES 50,895,405 1,696,995 48,526,624 95.35% GENERAL FUND EXPENDITURE SUMMARY CITY COUNCIL 97,263 2,577 39,396 40.50% CITY MANAGER 1,329,836 129,404 999,369 75.15% CITY SECRETARY 388,450 31,408 256,497 66.03% CITY ATTORNEY 170,000 0 139,872 82.28% FINANCE 1,221,631 89,559 990,757 81.10% FACILITIES 978,273 83,546 623,814 63.77% MUNICIPAL COURT 530,514 50,415 367,946 69.36% HUMAN RESOURCES 743,111 62,796 579,064 77.92% PURCHASING 284,296 26,036 173,996 61.20% INFORMATION TECHNOLOGY 2,127,721 129,720 1,428,034 67.12% POLICE 12,468,653 1,274,828 9,643,918 77.35% FIRE 11,770,803 1,215,740 8,572,601 72.83% EMERGENCY COMMUNICATIONS 2,251,800 178,241 1,499,959 66.61% ANIMAL CONTROL 559,267 59,477 377,738 67.54% PLANNING 330,908 36,709 250,755 75.78% BUILDING INSPECTION 588,630 61,968 455,221 77.34% CODE ENFORCEMENT 262,419 26,452 182,608 69.59% STREETS 5,073,738 1,018,828 2,846,320 56.10% H PARKS 2,838,034 297,165 2,104,979 74.17% LIBRARY 2,178,698 233,390 1,535,506 70.48% COMBINED SERVICES 11,241,562 378,556 9,597,529 85.38% TOTAL EXPENDITURES 57,435,607 5,386,815 42,665,879 74.28% REVENUES OVERI(UNDER)EXPENDITURES -6,540,202 -3,689,820 5,860,745 21.06% A.Property Tax Collections for FY21-22 as of July 31,2022 are 99%,in comparison to FY20-21 for the same time period of 100%. Sales tax is on a 2 month lag and eight months have been received.Sales tax is up 5.36%from July 2021 and up 8.87%fiscal YTD. B.Licenses and Permits: New Dwelling Permits are up 57%from July YTD 2021 due to the new fee structure. C.Intergovernmental Rev: The majority of intergovernmental revenues come from WISD reimbursements and Fire Services which are billed quarterly. D.Service Fees:Trash fees are on a one month lag and only nine months have been received.The remaining fees are from other seasonal fees. E.Municipal Court Fees are up 15%from July 2021 YTD. F.Yearly transfer from Utility Fund and$3 million from sale of 802 Kirby. G.Largest Carry Forward items:Department Software Solution$220,870,Rowlett Creek Dam Improvements$110,000.Stone Road Rehab Project$615,000 H.Asphalt Overlay encumbered,but not expensed yet. I.$6.2 million transfer to Community Investment Fund. 23 08/23/2022 Item B. CITY OF WYLIE MONTHLY FINANCIAL REPORT July 31,2022 ANNUAL CURRENT YTD ACTUAL Benchmark BUDGET MONTH ACTUAL YTD ACTUAL AS A PERCENT 83.33% ACCOUNT DESCRIPTION 2021-2022 2021-2022 2021-2022 OF BUDGET UTILITY FUND REVENUES SUMMARY SERVICE FEES 25,091,934 2,619,801 18,555,080 73.95% J INTEREST INCOME 8,500 15,164 34,658 407.74% MISCELLANEOUS INCOME 70,000 -1,519 5,078 7.25% OTHER FINANCING SOURCES 31,841 0 39,384 123.69% K REVENUES 25,202,275 2,633,446 18,634,200 73.94% USE OF FUND BALANCE 0 NA 0 0 USE OF CARRY-FORWARD FUNDS 2,758,010 NA NA NA L TOTAL REVENUES 27,960,285 NA 18,634,200 66.65% UTILITY FUND EXPENDITURE SUMMARY UTILITY ADMINISTRATION 1,106,839 84,717 684,364 61.83% UTILITIES-WATER 5,660,591 246,751 2,472,020 43.67% M CITY ENGINEER 447,538 84,081 292,364 65.33% UTILITIES-SEWER 1,352,231 88,120 890,618 65.86% UTILITY BILLING 1,320,992 94,213 914,736 69.25% COMBINED SERVICES 15,821,747 480,137 14,369,237 90.82% N TOTAL EXPENDITURES 25,709,938 1,078,019 19,623,339 76.33% REVENUES OVERI(UNDER)EXPENDITURES 2,250,347 1,555,428 -989,139 -9.68% J.Most Utility Fund Revenue is on a one month lag and only nine months have been received. K.Insurance recoveries for damage to Newport Harbor Pump Station L.Largest Carry Forward items: Department Software Solutions$150,300,Pump Station Backup Generators$1.8M and FM 2514 Waterline Relocation Construction$625,000 M.Pump station generators(totaling approx.$1.6m)have not been completed. N.Annual transfer to the General Fund of$2.4 million. Other expenses include payments to NTMWD for water minimum and sewer treatment. 24 08/23/2022 Item C. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: Prepared By: Melissa Beard Subject Consider,and place on file,the City of Wylie Monthly Investment Report for July 31, 2022. Recommendation I otion to accept the Item as presented. Discussion The Finance Department has prepared the attached reports for the City Council as required by the City Charter. 25 08/23/2022 Item C. 2021-2022 Investment Report July 31,2022 Money Market Accounts: MMA Certificates of Deposit: CCD Treasury Bills: T-Bills Treasury Notes: T-Notes Government Agency Notes: AN Invest. Principal Type Of Interest Purchase Maturity Number Amount Security Rate Issuer Date Date 1 $15,450,362.56 MMA 1.5206% Texpool 12/31/2006 NA 2 $15,995,332.31 MMA 1.4010% TexStar 3/15/2011 NA $31,445,694.87 Total Weighted Average Coupon: 1.4598% Money Markets: $31 445„694.87 Weighted Average Maturity(Days): 1.00 Certificates of Deposits: $0.00 $31,445,694.87 Weighted Average Coupon 1 5000% 1.0000% 0.5000% 0.0000% — July 2021 Aug 2021 Sep 2021 Oct 2021 Nov 2021 Dec 2021 Jan 2022 Feb 2022 Mar 2022 Apr 2022 May 2022 June 2022 July 2022 11111/1 ° S-140-zz Fin nre Director/Investment Officer 26 08/23/2022 Item D. Wylie City Council CITY OF AGENDA REPORT Department: WEDC Account Code: Prepared By: Jason Greiner Subject Consider,and place on file,the monthly Revenue and Expenditure Report for the Wylie Economic Development Corporation as of July 31, 2022. Recommendation Motion to approve the Item as presented. Discussion The Wylie Economic Development Corporation (WEDC)Board of Directors approved the attached financials on August 17, 2022. 27 08/23/2022 Item D. EC , ,OMIC July Rev/Exp Report , EVEL P, ,IEN-r Account Summary For Fiscal: 2021-2022 Period Ending: 07/31/2022 Variance Original Current Period Fiscal Favorable Percent Total Budget Total Budget Activity Activity (Unfavorable) Remaining Fund:111-WYLIE ECONOMIC DEVEL CORP Revenue Category:400-Taxes 111 4000 40210 SALES TAX 3,789,966.00 3,789,966.00 331,432.86 2,655,045.99 -1,134,920.01 29.95% Category:400-Taxes Total: 3,789,966.00 3,789,966.00 331,432.86 2,655,045.99 -1,134,920.01 29.95% Category:460-Interest Income 111 4000 46110 ALLOCATED INTEREST EARNINGS 6,000.00 6,000.00 4,074.27 6,639.16 639.16 110.65% Category:460-Interest Income Total: 6,000.00 6,000.00 4,074.27 6,639.16 639.16 10.65% Category:480-Miscellaneous Income 111 4000 48110 RENTAL INCOME 132,240.00 132,240.00 13,570.00 110,680.00 -21,560.00 16.30% 111 4000 48410 MISCELLANEOUS INCOME 0.00 0.00 0.00 1,544.96 1,544.96 0.00% 111 4000 48430 GAIN/(LOSS)SALE OF CAP ASSETS 2,601,116.00 2,601,116.00 0.00 -70,386.08 -2,671,502.08 102.71% Category:480-Miscellaneous Income Total: 2,733,356.00 2,733,356.00 13,570.00 41,838.88 -2,691,517.12 98.47% Category:490-Transfers In&Other Financing Sources 111 4000 49325 BANK NOTE PROCEEDS 0.00 8,108,000.00 8,108,000.00 16,216,000.00 8,108,000.00 200.00% Category:490-Transfers In&Other Financing Sources Total: 0.00 8,108,000.00 8,108,000.00 16,216,000.00 8,108,000.00 100.00% Revenue Total: 6,529,322.00 14,637,322.00 8,457,077.13 18,919,524.03 4,282,202.03 29.26% Expense Category:510-Personnel Services 111 5611-51110 SALARIES 286,558.00 286,558.00 36,459.79 228,006.07 58,551.93 20.43% 111 5611-51130 OVERTIME 0.00 0.00 222.52 222.52 -222.52 0.00% 111 5611 51140 LONGEVITY PAY 729.00 729.00 0.00 724.00 5.00 0.69% 111 5611 51110 TMRS 44,530.00 44,530.00 5,295.14 35,027.96 9,502.04 21.34% 111 5611 51410 HOSPITAL&LIFE INSURANCE 49,304.00 49,304.00 3,836.94 31,488.56 17,815.44 36.13% 111 5611-51420 LONG-TERM DISABILITY 1,707.00 1,707.00 0.00 357.36 1,349.64 79.07% 1)1 5611 51440 FICA 18,623.00 18,623.00 2,149.66 13,066.87 5,556.13 29.83% 111 5611 51450 MEDICARE 4,355.00 4,355.00 502.74 3,055.91 1,299.09 29.83% 111 5611 51470 WORKERS COMP PREMIUM 378.00 390.56 0.00 390.55 0.01 0.00% 1)1 5611 51480 UNEMPLOYMENT COMP(TWC) 1,080.00 1,080.00 6.21 40.06 1,039.94 96.29% Category:510-Personnel Services Total: 407,264.00 407,276.56 48,473.00 312,379.86 94,896.70 23.30% Category:520-Supplies 111 5611-52010 OFFICE SUPPLIES 5,000.00 5,000.00 173.92 3,667.73 1,332.27 26.65% 111 5611 52040 POSTAGE&FREIGHT 300.00 300.00 0.00 71.70 228.30 76.10% 111 5611-52810 FOOD SUPPLIES 6,100.00 6,100.00 137.93 3,003.26 3,096.74 50.77% Category:520-Supplies Total: 11,400.00 11,400.00 311.85 6,742.69 4,657.31 40.85% Category:540-Materials for Maintenance 111 5611-54610 FURNITURE&FIXTURES 2,500.00 9,258.00 0.00 8,958.50 299.50 3.24% 111 5611 54810 COMPUTER HARD/SOFTWARE 5,500.00 5,500.00 1,975.00 4,124.99 1,375.01 25.00% Category:540-Materials for Maintenance Total: 8,000.00 14,758.00 1,975.00 13,083.49 1,674.51 11.35% Category:560-Contractual Services 111 5611-56030 INCENTIVES 1,043,973.00 1,043,973.00 64,845.79 294,640.84 749,332.16 71.78% 111 5611 56040 SPECIAL SERVICES 118,156.00 4,367,739.00 281,830.24 2,198,959.93 2,168,779.07 49.65% 111 5611 56080 ADVERTISING 129,100.00 129,100.00 1,522.24 51,209.47 77,890.53 60.33% 111 5613 56090 COMMUNITY DEVELOPMENT 52,050.00 52,050.00 2,642.44 30,629.94 21,420.06 41.15% 111 5611 56110 COMMUNICATIONS 6,400.00 6,400.00 536.90 4,227.44 2,172.56 33.95% 111 5611 56180 RENTAL 27,000.00 27,000.00 0.00 20,250.00 6,750.00 25.00% 111 5611 56210 TRAVEL&TRAINING 74,600.00 74,600.00 204.02 45,088.11 29,511.89 39.56% 111 5611 56250 DUES&SUBSCRIPTIONS 39,810.00 52,810.00 282.05 50,199.67 2,610.33 4.94% 111 5611 56310 INSURANCE 6,303.00 6,303.00 0.00 5,458.01 844.99 13.41% 111 5611 56510 AUDIT&LEGAL SERVICES 33,000.00 33,000.00 0.00 13,970.50 19,029.50 57.67% 8/10/2022 9.00 51 AM Page 1 of 4 28 08/23/2022 Item D. Budget Report For Fiscal:2021-2022 Period Ending:07/31/2022 Variance Original Current Period Fiscal Favorable Percent Total Budget Total Budget Activity Activity (Unfavorable) Remaining 111 5611 56570 ENGINEERING/ARCHITECTURAL 87,500.00 189,300.00 7,590.00 126,392.55 62,907.45 33.23% 111 5611 56810 UTILITIES-ELECTRIC 2,400.00 2,400.00 218.88 1,533.32 866.68 36.11% Category:560-Contractual Services Total: 1,620,292.00 5,984,675.00 359,672.56 2,842,559.78 3,142,115.22 52.50% Category:570-Debt Service&Capital Replacement 111 5611 57410 PRINCIPAL PAYMENT 694,127.33 5,403,249.03 26,515.86 4,947,402.70 455,846.33 8.44% 111 5611 57415 INTEREST EXPENSE 315,135.79 326,452.12 23,533.14 226,585.48 99,866.64 30.59% Category:570-Debt Service&Capital Replacement Total: 1,009,263.12 5,729,701.15 50,049.00 5,173,988.18 555,712.97 9.70% Category:580-Capital Outlay 111 5611 58110 LAND-PURCHASE PRICE 0.00 3,983,392.59 5,100.00 3,899,744.85 83,647.74 2.10% 111 5611 58210 STREETS&ALLEYS 2,175,000.00 0.00 0.00 0.00 0.00 0.00% 111 5611 58995 CONTRA CAPITAL OUTLAY 0.00 0.00 0.00 -3,895,266.34 3,895,266.34 0.00% Category:580-Capital Outlay Total: 2,175,000.00 3,983,392.59 5,100.00 4,478.51 3,978,914.08 99.89% Expense Total: 5,231,219.12 16,131,203.30 465,581.41 8,353,232.51 7,777,970.79 48.22% Fund:111-WYLIE ECONOMIC DEVEL CORP Surplus(Deficit): 1,298,102.88 -1,493,881.30 7,991,495.72 10,566,291.52 12,060,172.82 807.30% Report Surplus(Deficit): 1,298,102.88 -1,493,881.30 7,991,495.72 10,566,291.52 12,060,172.82 807.30% 8/1 OR022 9.00 MI AM Page.7 of 4 29 08/23/2022 Item D. Budget Report For Fiscal:2021-2022 Period Ending:07/31/2022 Group Summary Variance Original Current Period Fiscal Favorable Percent Categor... Total Budget Total Budget Activity Activity (Unfavorable) Remaining Fund:111-WYLIE ECONOMIC DEVEL CORP Revenue 400-Taxes 3,789,966.00 3,789,966.00 331,432.86 2,655,045.99 -1,134,920.01 29.95% 460-Interest Income 6,000.00 6,000.00 4,074.27 6,639.16 639.16 10.65% 480-Miscellaneous Income 2,733,356.00 2,733,356.00 13,570.00 41,838.88 -2,691,517.12 98.47% 490-Transfers In&Other Financing Sources 0.00 8,108,000.00 8,108,000.00 16,216,000.00 8,108,000.00 100.00% Revenue Total: 6,529,322.00 14,637,322.00 8,457,077.13 18,919,524.03 4,282,202.03 29.26% Expense 510-Personnel Services 407,264.00 407,276.56 48,473.00 312,379.86 94,896.70 23.30% 520-Supplies 11,400.00 11,400.00 311.85 6,742.69 4,657.31 40.85% 540-Materials for Maintenance 8,000.00 14,758.00 1,975.00 13,083.49 1,674.51 11.35% 560-Contractual Services 1,620,292.00 5,984,675.00 359,672.56 2,842,559.78 3,142,115.22 52.50% 570-Debt Service&Capital Replacement 1,009,263.12 5,729,701.15 50,049.00 5,173,988.18 555,712.97 9.70% 580-Capital Outlay 2,175,000.00 3,983,392.59 5,100.00 4,478.51 3,978,914.08 99.89% Expense Total: 5,231,219.12 16,131,203.30 465,581.41 8,353,232.51 7,777,970.79 48.22% Fund:111-WYLIE ECONOMIC DEVEL CORP Surplus(Deficit): 1,298,102.88 -1,493,881.30 7,991,495.72 10,566,291.52 12,060,172.82 807.30% Report Surplus(Deficit): 1,298,102.88 -1,493,881.30 7,991,495.72 10,566,291.52 12,060,172.82 807.30% 8/'10/;2G 2 9:00:51 AM Page 3 of 4 30 08/23/2022 Item D. Budget Report For Fiscal:2021-2022 Period Ending:07/31/2022 Fund Summary Variance Original Current Period Fiscal Favorable Fund Total Budget Total Budget Activity Activity (Unfavorable) 111-WYLIE ECONOMIC DEVEL COR 1,298,102.88 -1,493,881.30 7,991,495.72 10,566,291.52 12,060,172.82 Report Surplus(Deficit): 1,298,102.88 -1,493,881.30 7,991,495.72 10,566,291.52 12,060,172.82 8/10/)022 9 00 'el AM Page 4 of 4 31 08/23/2022 Item D. Wylie Economic Development Corporation Statement of Net Position As of July 31, 2022 Assets Cash and cash equivalents $ 10,602,262.93 Receivables $ 40,000.00 Note 1 Inventories $ 16,030,043.04 Prepaid Items $ - Total Assets $ 26,672,305.97 Deferred Outflows of Resources Pensions $ 75,630.55 Total deferred outflows of resources $ 75,630.55 Liabilities Accounts Payable and other current liabilities $ 9,012.40 Unearned Revenue $ 1,200.00 Note 2 Non current liabilities: Due within one year $ 135,626.07 Note 3 Due in more than one year $ 16,255,182.25 Total Liabilities $ 16,401,020.72 Deferred Inflows of Resources Pensions $ (45,385.41) Total deferred inflows of resources $ (45,385.41) Net Position Net investment in capital assets $ - Unrestricted $ 10,301,530.39 Total Net Position $ 10,301,530.39 Note 1: Includes incentives in the form of forgivable loans for$40,000(LUV-ROS) Note 2: Deposits from rental property Note 3: Liabilities due within one year includes compensated absences of$32,301 32 08/23/2022 Item D. WYLI E ED'CE(V)-E F N� T Balance Sheet Account Summary As Of 07/31/2022 Account Name Balance Fund:111-WYLIE ECONOMIC DEVEL CORP Assets 1,;1,,;1m,,;,q.0(,,;0 Q0'110 CLAIM ON CASH AND CASH EQUIV. 10,600,262.93 1111000-1.0115 CASH-WEDC-INWOOD 0.00 1.11-100010135 ESCROW 0.00 111-1000-1.0:130 DEPOSITS 2,000.00 1111;•110Q0-10198 OTHER-MISC CLEARING 0.00 111-1000-1.0341 TEXPOOL 0.00 111-1 Q00-10343 LOGIC 0.00 ill-1000-10481 INTEREST RECEIVABLE 0.00 ,1,,1:1-100Q-1151,'1 ACCTS REC-MISC 0.00 11.1-1000-11517 ACCTS REC-SALES TAX 0.00 111-100042810 LEASE PAYMENTS RECEIVABLE 0.00 111-1000-12950 LOAN PROCEEDS RECEIVABLE 0.00 1.1,1-,1000429996 LOAN RECEIVABLE 0.00 1.1.1-1000-1.2997 ACCTS REC-JTM TECH 0.00 1114000-12998 ACCTS REC-FORGIVEABLE LOANS 40,000.00 111-1010-1.4112 INVENTORY-MATERIAL/SUPPLY 0.00 111400044116 INVENTORY-LAND&BUILDINGS 16,030,043.04 ],l,l_19100-1,4113, INVENTORY-BAYCO/SANDEN BLVD 0.00 1:11-1000-14310 PREPAID EXPENSES-MISC 0.00 ].111.000-1,4410 DEFERRED OUTFLOWS 728,867.00 Total Assets: 27,401,172.97 27,401,172.97 Liability 1,11-2000-20110 FEDERAL INCOME TAX PAYABLE 0.00 111-2000-2011.1 MEDICARE PAYABLE 0.00 111-2000-20112 CHILD SUPPORT PAYABLE 0.00 111-2000-20113 CREDIT UNION PAYABLE 0.00 1:11-2000-20114 IRS LEVY PAYABLE 0.00 1.11-2000-20115 NATIONWIDE DEFERRED COMP 0.00 111-2000-201.16 HEALTH INSUR PAY-EMPLOYEE 738.80 111-2 0 0 0-2 0 1 17 TMRS PAYABLE 0.00 111.2000-20118 ROTH IRA PAYABLE 0.00 111-2000-2011.9 WORKERS COMP PAYABLE 0.00 111 2 000-2 012 0 FICA PAYABLE 0.00 111-2000-20121 TEC PAYABLE 0.00 1:11-•2000-20122 STUDENT LOAN LEVY PAYABLE 0.00 111-.2000-20123 ALIMONY PAYABLE 0.00 1:11-2000-2.01.24 BANKRUPTCY PAYABLE 0.00 1.11-2000-20:125 VALIC DEFERRED COMP 0.00 11.1.-2000-20126 ICMA PAYABLE 0.00 1112000-20127 EMP.LEGAL SERVICES PAYABLE 0.00 111-2000-20130 FLEXIBLE SPENDING ACCOUNT 8,124.80 111-2000-20131 EDWARD JONES DEFERRED COMP 0.00 111 2000-70132 EMP CARE FLITE 12.00 111-2000-20133 Unemployment Comp Payable 6.22 111.-2000-20151 ACCRUED WAGES PAYABLE 0.00 111-2000-20180 ADDIT EMPLOYEE INSUR PAY 130.58 111 2000-20199 MISC PAYROLL PAYABLE 0.00 111-.2000-20201 AP PENDING 0.00 111-2000-20210 ACCOUNTS PAYABLE 0.00 111-.2000-20530 PROPERTY TAXES PAYABLE 0.00 111-2000-20540 NOTES PAYABLE 728,867.00 1112000-20810 DUE TO GENERAL FUND 0.00 8/10/2022 9:04:5.9 AM Page 1. ul 3 33 08/23/2022 Item D. Balance Sheet As Of 07/31/2022 Account Name Balance 111 2000-222711 DEFERRED INFLOW 0.00 2noo 22275 DEF INFLOW-LEASE PRINCIPAL 0.00 111 2000 22 Z80 DEFERRED INFLOW-LEASE INT 0.00 111 2000 22915 RENTAL DEPOSITS 1,200.00 Total Liability: 739,079.40 Equity 111 300C)34110 FUND BALANCE-RESERVED 0.00 111 3000 34000 FUND BALANCE-UNRESERV/UNDESIG 16,095,802.05 Total Beginning Equity: 16,095,802.05 Total Revenue 18,919,524.03 Total Expense 8,353,232.51 Revenues Over/Under Expenses 10,566,291.52 Total Equity and Current Surplus(Deficit): 26,662,093.57 Total Liabilities,Equity and Current Surplus(Deficit): 27,401,172.97 34 08/23/2022 Item D. Balance Sheet As Of 07/31/2022 Account Name Balance Fund:922-GEN LONG TERM DEBT(WEDC) Assets 922.1000-50312 GOVERNMENT NOTES 0.00 922-1000-1.8110 LOAN-WEDC 0.00 922-1000-18120 LOAN-BIRMINGHAM 0.00 9 2 2-1000-18 2 1 0 AMOUNT TO BE PROVIDED 0.00 922-1000-18220 BIRMINGHAM LOAN 0.00 922-1000-19050 DEF OUTFLOW TMRS CONTRIBUTIONS 39,535.29 922-1000-190,,,i_, DEF OUTFLOW SDBF CONTRIBUTIONS 3,027.00 922-1000-19075 DEF OUTFLOW-INVESTMENT EXP -37,953.52 922-1000-19100 DEF OUTFLOW-ACT EXP/ASSUMP 71,021.78 922-1000-19125 (GAIN)/LOSS ON ASSUMPTION CHGS -44,574.41 922.1000-10126 DEF INFLOW SDBF CONTRIBUTIONS -811.00 Total Assets: 30,245.14 30,245.14 Liability 927-2.000-20310 COMPENSATED ABSENCES PAYABLE 0.00 922-2000-20311 COMP ABSENCES PAYABLE-CURRENT 32,300.82 ,222-2000-21410 ACCRUED INTEREST PAYABLE 9,604.44 922-2000-28205 WEDC LOANS/CURRENT 93,720.81 92.2--2000-28220 BIRMINGHAM LOAN 0.00 922-2000-2823C) INWOOD LOAN 0.00 922-2000-28232 ANB LOAN/EDGE 0.00 922-2000-28233 ANB LOAN/PEDDICORD WHITE 0.00 922-2000-28734 ANB LOAN/RANDACK HUGHES 0.00 922-2000-28235 ANB LOAN 0.00 922-2000-282 36 ANB CONSTRUCTION LOAN 0.00 922-2000-28237 ANB LOAN/WOODBRIDGE PARKWAY 0.00 9222000-28238 ANB LOAN/BUCHANAN 0.00 922-2000-28239 ANB LOAN/JONES:HOBART PAYOFF 0.00 922-2000-28240 HUGHES LOAN 0.00 92.2-2000-28242 ANB LOAN/HWY 78:5TH ST REDEV 0.00 000-28245 ANB LOAN/DALLAS WHIRLPOOL 0.00 922-2000-282.46 GOVCAP LOAN/KIRBY 7,846,537.60 922-2000--28247 JARRARD LOAN 144,081.16 922-2000-28248 GOVCAP LOAN/SERIES 2022 8,067,548.32 922-2000-28250 CITY OF WYLIE LOAN 0.00 922-2000-28260 PRIME KUTS LOAN 0.00 ,9/2-2000--28270 BOWLAND/ANDERSON LOAN 0.00 922-2000-282.80 CAPITAL ONE CAZAD LOAN 0.00 922-2 00,0-2a 290 HOBART/COMMERCE LOAN 0.00 922-2000-29150 NET PENSION LIABILITY 185,989.17 922-2000-291.51 SDBF LIABILITY 11,026.00 Total Liability: 16,390,808.32 Equity 922--300CI-341591 FUND BALANCE-UNRESERV/UNDESIG -4,971,701.88 922-3000-3590C) UNRESTRICTED NET POSITION -120,264.00 Total Beginning Equity: -5,091,965.88 Total Revenue -16,216,000.00 Total Expense -4,947,402.70 Revenues Over/Under Expenses -11,268,597.30 Total Equity and Current Surplus(Deficit): -16,360,563.18 Total Liabilities,Equity and Current Surplus(Deficit): 30,245.14 8/10/2022 9:04:59 AM Poge 3 ut 3 35 08/23/2022 Item D. Wylie Economic Development Corporation SALES TAX REPORT July 31, 2022 BUDGETED YEAR DIFF %DIFF MONTH FY 2019 FY 2020 FY 2021 FY 2022 21 vs. 22 21 vs.22 DECEMBER $ 214,867.15 $ 226,663.94 $ 235,381.33 $ 263,577.66 $ 28,196.33 11.98% JANUARY $ 223,749.61 $ 218,520.22 $ 262,263.52 $ 326,207.92 $ 63,944.40 24.38% FEBRUARY $ 307,366.66 $ 362,129.18 $ 456,571.35 $ 417,896.79 $ (38,674.56) -8.47% MARCH $ 208,222.32 $ 228,091.34 $ 257,187.91 $ 305,605.50 $ 48,417.59 18.83% APRIL $ 182,499.53 $ 203,895.57 $ 221,881.55 $ 265,773.80 $ 43,892.25 19.78% MAY $ 274,299.18 $ 289,224.35 $ 400,371.70 $ 401,180.20 $ 808.50 0.20% JUNE $ 234,173.88 $ 239,340.35 $ 290,586.92 $ 343,371.26 $ 52,784.34 18.16% JULY $ 215,107.94 $ 296,954.00 $ 314,559.10 $ 331,432.86 $ 16,873.76 5.36% AUGUST $ 283,602.93 $ 325,104.34 $ 390,790.76 $ - $ - 0.00% SEPTEMBER $ 243,048.40 $ 259,257.89 $ 307,681.15 $ - $ - 0.00% OCTOBER $ 224,875.38 $ 249,357.02 $ 326,382.38 $ - $ - 0.00% NOVEMBER $ 308,324.41 $ 384,953.89 $ 411,813.32 $ - $ - 0.00% Sub-Total $ 2,920,137.37 $ 3,283,492.09 $ 3,875,470.98 $ 2,655,045.98 $ 216,242.61 11.28% Total $ 2,920,137.37 $ 3,283,492.09 $ 3,875,470.98 $ 2,655,045.98 $ 216,242.61 11.28% WEDC Sales Tax Analysis $500,000 $450,000 $400,000 $350,000 $300,000 $250,000 2021 $200,000 ■2022 $150,000 $100,000 $50,000 $0 eye >��ae��aas ,� , �`e�°c' -'�� aye^p Q use """Sales Tax collections typically take 2 months to be reflected as Revenue.SlsTx receipts are then accrued back 2 months. Example:July SlsTx Revenue is actually May SlsTx and is therefore the 8th allocation in FY22. 36 08/23/2022 Item E. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: See Exhibit A Prepared By: Melissa Beard Subject Consider, and act upon, Ordinance No. 2022-53 amending Ordinance No. 2021-43, which established the budget for fiscal year 2021-2022; providing for repealing, savings and severability clauses; and providing for an effective date of this ordinance. Recommendation Motion to approve Item as presented. Discussion A budget increase for attorney fees is needed for both the General Fund and Utility Fund. The amount expensed for attorney fees has increased due to the number of consultations, condemnation cases, appraisal issues, and interlocal agreements. City Attorney and City Council are separate departments within the General Fund. Staff is requesting that $25,000 be transferred from the City Council travel and training account into the City Attorney court and legal costs account. This will be a net zero effect to the General Fund budget. Attorney Fees in the Utility Fund are in the Combined Services department. There is not enough money in that budget to cover the increase in attorney fees so this request is to add $25,000 to the Utility Fund Combined Services budget. The overall effect of this amendment is a net zero change to the General Fund budget and$25,000 increase to the Utility Fund budget. 37 08/23/2022 Item E. ORDINANCE NO. 2022-53 AN ORDINANCE OF THE CITY OF WYLIE,TEXAS,AMENDING ORDINANCE NO. 2021-43, WHICH ESTABLISHED THE BUDGET FOR FISCAL YEAR 2021- 2022; REPEALING ALL CONFLICTING ORDINANCES; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS,the City Council heretofore adopted Ordinance No. 2021-43 setting forth the Budget for Fiscal Year 2021-2022 beginning October 1,2021,and ending September 30, 2022; and, WHEREAS, the City Departments and Divisions routinely review their budget appropriations to determine if any changes are necessary; and WHEREAS,based upon said review the City staff now recommends that certain amendments to the Budget be considered by the City Council; see Exhibit A; and, WHEREAS,the City Council has the authority to make amendments to the City Budget under Article VII, Section 4 of the City Charter, as well as State law; and, WHEREAS, the City Council has determined that the proposed amendments to the FY 2021-2022 Budget; see Exhibit A, with the revenues and expenditures therein contained, is in the best interest of the City; and therefore, desires to adopt the same by formal action. NOW, THEREFORE, BE IT ORDAINED BY THE GOVERNING BODY OF THE CITY OF WYLIE, TEXAS: SECTION I: The proposed amendments to the FY 2021-2022 Budget of the City of Wylie; Exhibit A, as heretofore adopted by Ordinance No. 2022-53, are completely adopted and approved as amendments to the said FY 2021-2022 Budget. SECTION II: All portions of the existing FY 2021-2022 Budget and Ordinance No. 2021-43, except as specifically herein amended, shall remain in full force and effect, and not be otherwise affected by the adoption of the amendatory ordinance. SECTION III: Should any paragraph, sentence, sub-division, clause, phrase or section of this ordinance be adjudged or held to be unconstitutional,illegal or invalid,the same shall not affect the validity of this ordinance as a whole or any part or provision thereof, other than the part or parts as declared to be invalid,illegal, or unconstitutional. SECTION IV: This ordinance shall be in full force and effect from and after its adoption by the City Council and publication of its caption as the law and the City Charter provide in such cases. SECTION V: That all other ordinances and code provisions in conflict herewith are hereby repealed to the extent of any such conflict or inconsistency and all other provisions of the Wylie City Code not in conflict herewith shall remain in full force and effect. SECTION VI: The repeal of any ordinance, or parts thereof, by the enactment of the Ordinance, shall not be construed as abandoning any action now pending under or by virtue of such ordinance; nor shall it have the effect of discontinuing, abating, modifying or altering any penalty accruing or to accrue, Ordinance No. 2022-53—Budget Amendment for Attorney Fees Page 1 of 2 38 08/23/2022 Item E. nor as affecting any rights of the municipality under any section or provision of any ordinances at the time of passage of this ordinance. DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas, this 23rd day of August,2022. Matthew Porter,Mayor ATTEST: Stephanie Storm, City Secretary Ordinance No. 2022-53—Budget Amendment for Attorney Fees Page 2 of 2 39 08/23/2022 Item E. Budget Amendment Exhibit A Increase Attorney Fees in Fund 100 and Fund 611 Fund Department Account Number Account Description Debit Credit 100 5111 56210 Travel and Training 25,000.00 100 5114 56530 Court and Legal Costs 25,000.00 Fund 100 25,000.00 25,000.00 611 5719 56530 Court and Legal Costs 25,000.00 Fund 611 25,000.00 Total 50,000.00 25,000.00 40 08/23/2022 Item F. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: See Exhibit A Prepared By: Melissa Beard/Jason Greiner Subject Consider, and act upon, Ordinance No. 2022-54 amending Ordinance No. 2021-43, which established the budget for fiscal year 2021-2022; providing for repealing, savings and severability clauses; and providing for an effective date of this ordinance. Recommendation Motion to approve Item as presented. Discussion The WEDC is receiving loan proceeds of$8,108,000 for the purpose of financing the construction of improvements to the City's infrastructure.Infrastructure improvements will aid the City's efforts to encourage economic growth and development. The amendment will recognize the receipt of the loan proceeds and allow for the principal and interest payments for August and September totaling$105,234.94, as well as account for the $108,000 loan origination fee to Government Capital. The budget amendment request also includes some other projects that were approved by the WEDC board. • $10,000 for Demolition 200 W.Brown • $20,500 for Alanis Sanitary Sewer Design • $53,000 for FM 544 Gateway Design. • $159,325.57 Land Purchase at 200 W. Brown The overall effect of this amendment is to increase the WEDC expenditure budget by$456,060.51 and increase the revenue by$8,108,000 which will increase the current fund balance by$7,651,939.49. 41 08/23/2022 Item F. ORDINANCE NO. 2022-54 AN ORDINANCE OF THE CITY OF WYLIE,TEXAS,AMENDING ORDINANCE NO. 2021-43, WHICH ESTABLISHED THE BUDGET FOR FISCAL YEAR 2021- 2022; REPEALING ALL CONFLICTING ORDINANCES; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS,the City Council heretofore adopted Ordinance No. 2021-43 setting forth the Budget for Fiscal Year 2021-2022 beginning October 1,2021,and ending September 30, 2022; and, WHEREAS, the City Departments and Divisions routinely review their budget appropriations to determine if any changes are necessary; and WHEREAS,based upon said review the City staff now recommends that certain amendments to the Budget be considered by the City Council; see Exhibit A; and, WHEREAS,the City Council has the authority to make amendments to the City Budget under Article VII, Section 4 of the City Charter, as well as State law; and, WHEREAS, the City Council has determined that the proposed amendments to the FY 2021-2022 Budget; see Exhibit A, with the revenues and expenditures therein contained, is in the best interest of the City; and therefore, desires to adopt the same by formal action. NOW, THEREFORE, BE IT ORDAINED BY THE GOVERNING BODY OF THE CITY OF WYLIE, TEXAS: SECTION I: The proposed amendments to the FY 2021-2022 Budget of the City of Wylie; Exhibit A, as heretofore adopted by Ordinance No. 2022-54, are completely adopted and approved as amendments to the said FY 2021-2022 Budget. SECTION II: All portions of the existing FY 2021-2022 Budget and Ordinance No. 2021-43, except as specifically herein amended, shall remain in full force and effect, and not be otherwise affected by the adoption of the amendatory ordinance. SECTION III: Should any paragraph, sentence, sub-division, clause, phrase or section of this ordinance be adjudged or held to be unconstitutional,illegal or invalid,the same shall not affect the validity of this ordinance as a whole or any part or provision thereof, other than the part or parts as declared to be invalid,illegal, or unconstitutional. SECTION IV: This ordinance shall be in full force and effect from and after its adoption by the City Council and publication of its caption as the law and the City Charter provide in such cases. SECTION V: That all other ordinances and code provisions in conflict herewith are hereby repealed to the extent of any such conflict or inconsistency and all other provisions of the Wylie City Code not in conflict herewith shall remain in full force and effect. SECTION VI: The repeal of any ordinance, or parts thereof, by the enactment of the Ordinance, shall not be construed as abandoning any action now pending under or by virtue of such ordinance; nor shall it have the effect of discontinuing, abating, modifying or altering any penalty accruing or to accrue, Ordinance No. 2022-54—Budget Amendment for WEDC Loan Page 1 of 2 42 08/23/2022 Item F. nor as affecting any rights of the municipality under any section or provision of any ordinances at the time of passage of this ordinance. DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas, this 23th day of August,2022. Matthew Porter, Mayor ATTEST: Stephanie Storm, City Secretary Ordinance No. 2022-54—Budget Amendment for WEDC Loan Page 2 of 2 43 08/23/2022 Item F. Budget Amendment Exhibit A WEDC - Loan Fund Department Account Number Account Description Debit Credit 111 4000 59325 Bank Note Proceeds 8,108,000.00 111 5611 56040 Special Services 108,000.00 111 5611 56040 Special Services 10,000.00 111 5611 56570 Engineering/Architectural 73,500.00 111 5611 57410 Principal Payment 40,451.68 111 5611 57415 Interest Expense 64,783.26 111 5611 58110 Land Purchase Price 159,325.57 456,060.51 8,108,000.00 44 08/23/2022 Item G. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: See Exhibit A Prepared By: Melissa Beard Subject Consider, and act upon, Ordinance No. 2022-55 amending Ordinance No. 2021-43, which established the budget for fiscal ear 2021-2022; providing for repealing, savings and severability clauses; and providing for an effective date of this ordinance. Recommendation I otion to approve Item as presented. Discussion A budget increase in the amount of$360,000 is requested in the Utility Fund. The request is to fill in the budget shortfall necessary to pay the monthly Muddy Creek Interceptor and WWTP payment to the North Texas Municipal Water District. Budgeted numbers were based on estimates from NTMWD that were increased after the proposed budget was passed. The overall effect of this amendment is to increase the Utility Fund budget by$360,000 and decrease the fund balance by the same amount. 45 08/23/2022 Item G. ORDINANCE NO. 2022-55 AN ORDINANCE OF THE CITY OF WYLIE,TEXAS,AMENDING ORDINANCE NO. 2021-43, WHICH ESTABLISHED THE BUDGET FOR FISCAL YEAR 2021- 2022; REPEALING ALL CONFLICTING ORDINANCES; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS,the City Council heretofore adopted Ordinance No. 2021-43 setting forth the Budget for Fiscal Year 2021-2022 beginning October 1,2021,and ending September 30, 2022; and, WHEREAS, the City Departments and Divisions routinely review their budget appropriations to determine if any changes are necessary; and WHEREAS,based upon said review the City staff now recommends that certain amendments to the Budget be considered by the City Council; see Exhibit A; and, WHEREAS,the City Council has the authority to make amendments to the City Budget under Article VII, Section 4 of the City Charter, as well as State law; and, WHEREAS, the City Council has determined that the proposed amendments to the FY 2021-2022 Budget; see Exhibit A, with the revenues and expenditures therein contained, is in the best interest of the City; and therefore, desires to adopt the same by formal action. NOW, THEREFORE, BE IT ORDAINED BY THE GOVERNING BODY OF THE CITY OF WYLIE, TEXAS: SECTION I: The proposed amendments to the FY 2021-2022 Budget of the City of Wylie; Exhibit A, as heretofore adopted by Ordinance No. 2022-55, are completely adopted and approved as amendments to the said FY 2021-2022 Budget. SECTION II: All portions of the existing FY 2021-2022 Budget and Ordinance No. 2021-43, except as specifically herein amended, shall remain in full force and effect, and not be otherwise affected by the adoption of the amendatory ordinance. SECTION III: Should any paragraph, sentence, sub-division, clause, phrase or section of this ordinance be adjudged or held to be unconstitutional,illegal or invalid,the same shall not affect the validity of this ordinance as a whole or any part or provision thereof, other than the part or parts as declared to be invalid,illegal, or unconstitutional. SECTION IV: This ordinance shall be in full force and effect from and after its adoption by the City Council and publication of its caption as the law and the City Charter provide in such cases. SECTION V: That all other ordinances and code provisions in conflict herewith are hereby repealed to the extent of any such conflict or inconsistency and all other provisions of the Wylie City Code not in conflict herewith shall remain in full force and effect. SECTION VI: The repeal of any ordinance, or parts thereof, by the enactment of the Ordinance, shall not be construed as abandoning any action now pending under or by virtue of such ordinance; nor shall it have the effect of discontinuing, abating, modifying or altering any penalty accruing or to accrue, Ordinance No. 2022-55—Budget Amendment for NTMWD Sewer Payment Page 1 of 2 46 08/23/2022 Item G. nor as affecting any rights of the municipality under any section or provision of any ordinances at the time of passage of this ordinance. DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas, this 23rd day of August,2022. Matthew Porter,Mayor ATTEST: Stephanie Storm, City Secretary Ordinance No. 2022-55—Budget Amendment for NTMWD Sewer Payment Page 2 of 2 47 08/23/2022 Item G. Budget Amendment Exhibit A Increase for North Texas Municipal Water District Sewer Payment Fund Department Account Number Account Description Debit Credit 611 5719 56640 Utilities-Sewer 360,000.00 Total 360,000.00 48 08/23/2022 Item 9. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: Prepared By: Melissa Beard Subject Hold a Public Hearing, consider, and act upon, Ordinance No. 2022-56 adopting a budget for all City funds, including the Wylie Economic Development Corporation (4A) and the Wylie Parks and Recreation Facilities Development Corporation (4B) and appropriating resources for Fiscal Year 2022-23 beginning October 1, 2022 and ending September 30,2023. Recommendation I otion to approve item as presented. Discussion The tax rate proposed for the FY 2022-2023 budget is .562333 per $100 assessed valuation which is the No New Revenue Rate. The Fund Summary included in the packet shows appropriable funds of$148,025,390 which represents all operating funds, debt service funds, and capital funds. This total also includes the budgets for the Wylie Economic Development Corporation (4A) and the Wylie Parks and Recreation Facilities Development Corporation(4B). The City has met the requirements of Local Government Code Chapter 102 which requires us to hold a public hearing after providing notice. The Proposed Budget Summary and Notice of Public Hearing was published in the Wylie News on August 17. The vote to adopt the budget must be a record vote. The adoption of the FY 2022-2023 tax rate is presented as a separate item. Page 1 of 1 49 08/23/2022 Item 9. ORDINANCE NO. 2022-56 AN ORDINANCE OF THE CITY OF WYLIE, TEXAS, ADOPTING A BUDGET AND APPROPRIATING RESOURCES FOR FISCAL YEAR 2022-2023, BEGINNING OCTOBER 1, 2022, AND ENDING SEPTEMBER 30, 2023; REPEALING ALL CONFLICTING ORDINANCES; CONTAINING A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS,the City Manager and staff have prepared and filed with the City Secretary a proposed budget for operation of the City during Fiscal Year 2022-2023; and WHEREAS,the proposed budget appears to be in form and substance which fully complies with all applicable provisions of the City Charter and State law; and WHEREAS,the proposed budget has been available for public inspection and review; and WHEREAS,the City Council on August 23,2022,conducted a public hearing to receive input from the citizens of the City concerning the content of the budget; and WHEREAS, the Council having considered the proposed budget at length, and having provided input into its preparation, has determined that the proposed budget and the revenues and expenditures contained therein is in the best interest of the City and therefore desires to adopt the same by formal action; NOW THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF WYLIE, TEXAS: Section 1. That the proposed budget of the revenues of the City and the expenses of conducting the affairs thereof,as summarized in the attached Exhibit A and fully incorporated herein by reference,be, and the same hereby is,completely adopted and approved as the Budget for the City for Fiscal Year 2022-2023. Section 2. That the sum of one hundred forty-eight million, twenty-five thousand, three hundred ninety dollars, $148,025,390 is hereby appropriated for the City's FY 2022-2023 Budget. These funds are payment of operating, capital, and debt service expenses associated with the operation and administration of the City according to the various purposes and intents described in the FY 2022-2023 budget document. Section 3. The specific authority is hereby given to the City Manager to transfer appropriations budgeted from an account classification or activity to another within any individual department or activity; and to transfer appropriations from designated appropriations to any individual department or activity as provided in the City Charter. Section 4. Should any paragraph, sentence, sub-division, clause,phrase or section of this ordinance be adjudged or held to be unconstitutional, illegal, or invalid, the same shall not affect the validity of this ordinance as a whole or any part or provision thereof, other than the part or parts as declared to be invalid, illegal, or unconstitutional. Section 5. This ordinance shall be in full force and effect from and after its adoption by the City Council pursuant to the law and the City Charter. Section 6. That all other ordinances and code provisions in conflict herewith are hereby repealed to the extent of any such conflict or inconsistency. Ordinance No.2022-56 Approval of FY 2022-2023 Budget Page 1 of 2 50 08/23/2022 Item 9. DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas, on this the 23rd day of August, 2022. Matthew Porter, Mayor ATTEST: Stephanie Storm, City Secretary Ordinance No.2022-56 Approval of FY 2022-2023 Budget Page 2 of 2 51 08/23/2022 Item 9. FY2023 PROPOSED BUDGET NOTICE FOR THE CITY OF WYLIE This budget will raise more total property taxes than last year's budget by $890,943 or 2.62%, and of that amount, $962,429 is tax revenue to be raised from new property added to the tax roll this year. NOTICE OF PUBLIC HEARING AND BUDGET SUMMARY FOR FY2022 CITY OF WYLIE NOTICE IS HEREBY GIVEN,pursuant to Article VII Section 3 of the City of Wylie City Charter,that the Wylie City Council will conduct a public hearing on the proposed City Budget for Fiscal Year 2023 on the 23rd day of August 2022,at 6:00 p.m.in the Council Chambers of the Wylie Municipal Complex,300 Country Club Rd,Wylie,TX.Copies of the proposed budget are available for inspection by the public at the Rita and Truett Smith Public Library,the City Secretary's Office and the City Manager's Office during regular business hours,and can be viewed online at www.wylietexas. gov/departments/finance/budget.php. The following is a General Summary of the budget which has been proposed. SUMMARY OF REVENUES,EXPENDITURES,AND CHANGES IN FUND BALANCE ALL OPERATING AND CAPITAL FUNDS FISCAL YEAR 2022-2023 BUDGET DEBT SERVICE FUNDS PROPRIETARY FUND SPECIAL CAPITAL GENERAL REVENUE G 0 DEBT 4B DEBT PROJECTS TOTAL ALL FUND FUNDS SERVICE SERVICE FUNDS UTILITY FUND FUNDS ESTIMATED BEGINNING BALANCES $ 24,560,256 S18,309,360 S 826,398 $ 186,132 $ 29,616,871 $ 25,182,535 98,681,552 REVENUES: Ad Valorem Taxes 28,956,551 - 9,057,658 - - - 38,014,209 Non-Property Taxes 8,278,293 8,476,387 - - - - 16,754,680 Franchise Fees 2,802,400 - - - - 2,802,400 Licenses&Permits 1,442,750 28,428 - - - - 1,471,178 Intergovernmental 2,429,011 - - 7,221,250 - 9,650,261 Service Fees 4,338,970 1,673,888 - - 1,460,000 26,345,619 33,818,477 Court Fees 339,000 20,000 - - - - 359,000 Interest&Misc.Income 275,417 4,138,465 2,400 - 99,000 4,515,282 TOTAL REVENUES 48,862,392 14,337,168 9,060,058 - 8,681,250 26,444,619 107,385,487 Transfers from Other Funds 2,563,305 34,200 - 388,050 - - 2,985,555 Issuance of Long Term Debt - - - - 10,000,000 - 10,000,000 TOTAL AVAILABLE RESOURCES 75,985,953 32,680,728 9,886,456 574,182 48,298,121 51,627,154 219,052,594 EXPENDITURES: General Government 13,011,742 12,250 - - - - 13,023,992 Public Safety 29,417,532 146,784 - - - - 29,564,316 Development Services 1,257,378 - - - - - 1,257,378 Streets 5,259,846 - - - - - 5,259,846 Community Services 5,121,432 4,963,683 - - - - 10,085,115 Util t es 24,459,542 24,459,542 Debt Service - - 9,429,005 388,050 - 1,438,292 11,255,347 Capital Projects - - - - 33,990,613 - 33,990,613 Economic Development - 16,143,686 - - - - 16,143,686 TOTAL EXPENDITURES 54,067,930 21,266,403 9,429,005 388,050 33,990,613 25,897,834 145,039,835 Transfers to Other Funds - 422,250 - - - 2,563,305 2,985,555 ENDING FUND BALANCE $ 21,918,023 $10,992,075 $ 457,451 $ 186,132 $ 14,307,508 $ 23,166,015 $ 71,027,204 TOTAL REVENUES $ 120,371,042 NEI"DECREASE(INCREASE)IN FUND BALANCE 27,654,348 TOTAL APPROPRIABLE FUNDS $ 148,025,390 52 08/23/2022 Item 9. City of Wylie Fiscal Year 2022-2023 Budget Cover Page This budget will raise more revenue from property taxes than last year's budget by an amount of $890,943, which is a 2.62 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 $962,429. 53 08/23/2022 Item I. CITY OF W yLIE, TEXAS PROPOSEDBUDGET Fiscal B ‘-/ DGET 22- _ 20230 . i Year 2 Fasc" rr,,, 6:----" ' SI'llar OF 1 54 08/23/2022 Item I. OU ISSION Honoring our past; Embracing our present; Planning our future OU VISION Past: Building on our heritage Present: Celebrating our home town character Future: Creating opportunities for our growth OUR VALUES Integrity: Ethical, honest, and responsible Stewardship: Fiscally accountable Respect: Value diversity Our Community Deserves Nothing Less 55 08/23/2022 Item 9. TABLE OF CONTENTS MANAGE 'S MESSAGE Letter to Mayor and City Council FUND SUM _ RIES Property Tax Distribution Calculations 1 Summary of Revenues, Expenditures & Changes in Fund Balance 2 Departmental Staffing Summary 4 GENE' FUND Fund Narrative 5 Fund Summary 6 Summary of General Fund Revenues & Expenditures 7 General Fund Revenues 8 5111 - City Council 10 5112- City Manager 12 5113 - City Secretary 15 5114- City Attorney 18 5131 - Finance 20 5132- Facilities 24 5152 -Municipal Court 26 5153 - Human Resources 29 5154-Purchasing 31 5155 - Information Technology 33 5211 -Police 36 5231 - Fire 41 5241 - Emergency Communications 46 5251 -Animal Control 49 5311 -Planning 52 5312-Building Inspections .55 5313 - Code Enforcement 58 5411 - Streets 61 5511 - Parks 65 5551 - Library 68 5181 - General Fund Combined Services 71 ENTERPRISE FUNDS Utility Fund Fund Narrative 73 Fund Summary 74 Summary of Utility Fund Revenues &Expenditures 75 Utility Fund Revenues 76 5711 -Utility Administration 77 5712-Utilities—Water 79 5713 -Engineering 84 5714-Utilities—Wastewater 88 5715 -Utility Billing 92 5719 - Utility Fund Combined Services 95 56 08/23/2022 Item 9. Sewer Repair and Replacement Fund Fund Narrative 97 Fund Summary 98 Sewer Repair and Replacement Revenues and Expenditures 99 SPECIAL '„ VENUE/OTHER FUNDS Wylie Economic Development Corporation Fund Narrative 100 Fund Summary 101 Wylie Economic Development Corporation Revenues 102 5611 - Economic Development Corporation 104 4B Sales Tax Revenue Fund Fund Narrative 105 Fund Summary 106 Summary of 4B Sales Tax Fund Revenues & Expenditures 107 4B Sales Tax Fund Revenues 108 5612 - 4B Brown House 109 5613 -4B Senior Activities 111 5614-4B Parks 114 5625 - 4B Recreation Center 117 5627 - 4B Stonehaven House 120 5000 - 4B Sales Tax Combined Services 122 Park Acquisition and Improvement Fund Fund Narrative 124 Fund Summary 125 Park Acquisition and Improvement Fund Revenues 126 5621 -West Zone 127 5622- Central Zone 128 5623 - East Zone 129 Fire Training Center Fund Fund Narrative 130 Fund Summary 131 Fire Training Center Fund Revenues and Expenditures 132 Fire Development Fund Fund Narrative 133 Fund Summary 134 Fire Development Fund Revenues and Expenditures 135 Municipal Court Technology Fund Fund Narrative 136 Fund Summary 137 Municipal Court Technology Fund Revenues and Expenditures 138 57 08/23/2022 Item 9. Municipal Court Building Security Fund Fund Narrative 139 Fund Summary 140 Municipal Court Building Security Fund Revenues and Expenditures 141 Municipal Court Judicial Efficiency Fund Fund Narrative 142 Fund Summary 143 Municipal Court Judicial Efficiency Fund Revenues and Expenditures 144 Municipal Court Truancy Court Fund Fund Narrative 145 Fund Summary 146 Municipal Court Judicial Efficiency Fund Revenues and Expenditures 147 Municipal Jury Fund Fund Narrative 148 Fund Summary 149 Municipal Court Jury Fund Revenues and Expenditures 150 Hotel Occupancy Tax Fund Fund Narrative 151 Fund Summary 152 Hotel Occupancy Tax Fund Revenues and Expenditures 153 Public Arts Fund Fund Narrative 154 Fund Summary 155 Public Arts Fund Revenues and Expenditures 156 DEBT SERVICE FUNDS General Obligation Debt Service Fund Summary 157 General Obligation Debt Service Fund Revenues and Expenditures 158 4B Debt Service Funds Summary 159 4B Debt Service Fund 2013 Revenues and Expenditures 160 City of Wylie Debt Service Schedules For Fiscal Year 2022-2023 161-167 CAPITAL IMPROVEMENT PROG �. Capital Program Five Year Schedule for Fiscal Years 2023-2027 168 58 08/23/2022 Item I Our Mission... .to be responsible stewards of the public trust, to strive for excellence in public service and to enhance the quality of life for all. August 5, 2022 To the Honorable Mayor and City Council, On behalf of the City of Wylie staff, and in accordance with the City of Wylie's Charter,Article VII, Section 2, I am pleased to submit the Fiscal Year 2022-23 Budget. The proposed tax rate for the FY 22-23 budget is $0.562333, which is a reduction of$0.08 from the current tax rate. Council and staff began developing the FY 22-23 budget in April. Budget worksessions with Council were held in June and July to discuss the proposed budget and the needs of the departments to maintain a high level of service to the citizens. The following pages provide an overview of the factors affecting the budget and summaries of the major individual funds, including their purpose, revenue sources and proposed expenditures. This document would not be possible without the hard work of City Council, city staff, and more specifically the work by Finance Director Melissa Beard,Assistant Finance Director Ron Arp, and Budget Manager Debbie Przyby. Respectfully Submitted, Brent Parker City Manager City Manager's Office - 300 Country Club Road - Wylie,Texas 75098 - 972.516.6000 - WylieTexas.gov 59 08/23/2022 Item 9. Expanded Levels of Service Each year, department directors submit a proposed budget that consists of an updated base budget which is intended to provide for the status quo of service delivery and staffing and identify cost increases to maintain the current level of service. In addition, requests for new personnel, new equipment, vehicle replacements and new software are submitted individually. The requests that are recommended for inclusion in the Fiscal Year(FY) 22-23 Budget are listed within each fund category. Any listed personnel request assumes that the total cost of salary, benefits and all other associated costs which may include uniforms, vehicles and equipment are recommended for funding. Strategic Goals The City's Mission, Vision and Values Statements and eight Strategic Goals continue to provide the direction for our operations, service delivery and long term planning. Each Department's FY22-23 Objectives are geared toward these identified strategies and our success will be measured in our effectiveness in carrying out these goals. Compensation Included in the FY 22-23 budget is a cost of living adjustment for all general pay plan employees effective October 2022. This adjustment averages 3% with some entry level positions receiving higher increases to become more competitive with the market. A 2% average merit increase is included and will be effective January 2023. A 2.5% step increase for public safety employees is also part of the FY 22-23 budget. The public safety pay plan will be reviewed fully next fiscal year. As with the FY 22-23 budget, future budget years will alternate between general employee and public safety pay plan adjustments to limit budget impact. Insurance The projection is for a 7.25 percent increase in healthcare costs. GENERAL F1AD The General Fund is the largest of the operating funds within the City of Wylie's budget. The primary source of revenue for the General Fund is from property taxes, followed by sales tax and various fees and permits. Because of this, considerable thought is given each year in developing annual projections for these revenue sources that are infoiiued, logical and conservative. The General Fund accounts for resources traditionally associated with government functions that are not required to be accounted for in a separate enterprise or special revenue fund. Operations funded within the General Fund include basic services such as public safety,parks, development services, streets and administration. 60 08/23/2022 Item 9. General Fund revenues and expenditures were presented to Council on the June 28th work session with estimated GF revenue to be $51,425,695 and the proposed base budget expenditures to be $49,070,732. The assumptions affecting the budget included additional ad valorem revenue based on a new construction value of $172.5 million and a 8.8% increase in sales tax revenue based on projections for FY 21-22 which was 100% of budgeted amount. The General Fund expenditure assumptions included funding of the step plan for salary increases for public safety, a 2% merit increase for non-public safety employees and a cost of living adjustment to the general pay plan and a healthcare increase of 5%. $2,004,963 of department requests were recommended at that time. The budget was balanced with revenues equaling expenses. The use of the fund balance in the amount of$350,000 was included for construction of a traffic signal. The 4B Sales Tax Fund and Utility Fund were also reviewed. The proposed revenues and recommended department requests were reviewed again at the July 12 work session for General Fund, 4B Fund and Utility Fund. The no new revenue and sales tax projections did not change. The 4B Sales Tax Fund revenues were increased$150,000 based on a new rate structure that was presented. On July 26, a final work session was held to present any changes as well as recapping the revenues and expenditures for the General Fund, 4B Sales Tax Fund and Utility Fund. During that meeting, the water and sewer rates were discussed and a decision was made to keep the recommended 7% increase in water rates and 2.75% increase in sewer rates for FY 22-23 and revisit the sewer rate methodology in a future rate study. Council was presented with the healthcare change of 7.25% increase. At the July 26th meeting, the City Council gave direction to propose a budget with a no new revenue tax rate. The final certified totals were received from Collin, Rockwall and Dallas counties indicating a taxable value of$6.2 billion which is a 17.38% increase from the FY 21-22 taxable value. The new construction was valued at $171 million. On July 30th, the Collin County Tax Assessors Office provided the no new revenue rate and voter approval tax rate calculations at $0.562333 and $0.580038 respectively. This budget is based on the no new revenue tax rate. The recommended General Fund personnel and non personnel requests total $2,456,363 as shown below: Recommended General Fund Personnel Requests Department Description $Amount Police Two Sworn Officers (2) 232,874 Police Crossing Guard Supervisor 19,294 Police Two Crossing Guards (2) 20,958 Police Mental Health Coordinator- Upgrade to Full Time 51,046 Police Upgrade Officer to Sergeant 25,286 61 08/23/2022 Item 9. Fire Six Firefighters for Fire Station 4 (6) 656,233 Fire Upgrade Fire Prevention Clerk to Fire Records Analyst 4,979 Total $ 1,010,670 Recommended Non Personnel and Vehicle Replacement Requests Department Description $Amount City Secretary Zoning Ordinance Hosting 10,000 Finance Budget and Transparency Software 81,000 Facilities Scissor Lift 25,000 IT Security Camera System Replacement 60,000 IT Trane Building Management Software Upgrade 7,500 IT MYGOV Code Enforcement Software 8,293 Police Patrol Tahoe for New Officers 81,400 Police Two CID Vehicles (2) 92,800 Fire 3rd Full Time Ambulance %year 315,000 Animal Services Key Card Access Control 58,000 Streets Vehicle for Traffic Signal Technician Crew Leader 51,000 Streets Sand/Salt Spreader for Dump Truck 43,000 Streets Replacement Paint Striper 28,000 Streets Mini Track Loader 25,500 Streets Angle Broom 84 inch 9,200 Total Non Personnel $ 895,693 Police FY 2024 Replacement Vehicles 149,000 Streets Replacement of Unit#324 51,000 Total Vehicle Replacements $200,000 Total Non Personnel and Vehicle Replacements $1,095,693 Streets Woodbridge Pkwy/Hensley Signal Construction 350,000 Use of Fund Balance 350,000 Total Requests 2,456,363 Every budget year, there are certain projects or purchases that are not able to be completed prior to the end of the budget year. Staff is asked to identify those items that need to be carried forward to the new budget year. This year the General Fund carry forward amount is $2,292,233. The amount is greater than previous years due to supply constraints causing longer wait times to receive items. See below for a list of the items over $50,000. 62 08/23/2022 Item 9. Recommended Carry Forward Requests Department Description $Amount IT Council Technology Upgrades 150,000 IT Upgrade Council Streaming Equipment 75,000 IT Department Software Solutions 150,000 Police FY 2023 Vehicles Advance Order 217,500 Fire Horton Model 623 Ambulance 338,840 Fire 6 Lifepak 15 Monitors 243,125 Streets County Rehab of Stone Road 389,997 Streets RR Median at Brown 81,899 Streets FY 2023 Vehicles Advance Order 91,530 Streets McCreary/Hensley Signal Design 60,000 Comb Svcs Downtown Traffic Impact Analysis 52,380 Library Book Sorter 120,000 Various Items under $50,000 321,962 TOTAL GENERAL FUND 2,292,233 General Fund Sunimaty Beginning Fund Balance 10/1/22 24,560,256 a) Proposed Revenues FY 22-23 51,425,697 Proposed Expenditures FY 22-23 (51,425,697) Use of Fund Balance (350,000) Carry-Forward of Funds ( 2,292.233) Estimated Ending Fund Balance 9/30/23 21,918,023b) a) Funds from the American Rescue Plan Act are unearned revenue and not included as part of the unassigned fund balance: $6,099,650. b) Policy requirement is 25%of budgeted expenditures. This Ending Fund Balance is 42% which is well above the 30% recommended by the City's Financial Advisors. 63 08/23/2022 Item 9. The City's water and wastewater utilities are financed and operated in a manner similar to private business enterprises, where costs of providing services to the public are financed primarily through user charges. Departments in this fund include Utility Administration, Water, Wastewater, Engineering and Utility Billing. A water and wastewater rate study update was conducted which evaluated wholesale cost increases from the North Texas Municipal Water District, operating costs for the City and future capital projects. The rate increases that were recommended as a part of the adopted rate structure are 7.0% increase for water and 2.75% increase for sewer and are factored into the revenue estimates for FY 22-23. An expense was included to update the water and wastewater rate study each year. There were no requests for new personnel in the FY 22-23 budget. Recommended Utility Fund Equipment Department Description $Amount Water Lead and Copper Rule Revision 190,000 Water Cold Climate Automatic Flushers/De-Chlorinators 136,000 Water Backhoe Unit M-906 Replacement with Midsize Excavator 133,000 Water SCADA Pack PLC and Radio Replacement 72,000 Water Sample Stations Replacement 9,200 Water Hydraulic Chainsaw 8,000 Water Portable Parallel Analyzer 5,400 Water Utility Line Locator 4,000 Engineering Dogwood Drive Waterline Replacement Design 100,000 Wastewater Wastewater Pump Replacement 30,000 Total Equipment $ 687,600 As with the General Fund, every budget year there are certain projects or purchases that are not able to be completed prior to the end of the budget year. Staff is asked to identify those items that need to be carried forward to the new budget year. The total amount of carry forward items is $2,082,268. See below for the items over $50,000. 08/23/2022 Item 9. Recommended Utility Fund Carry Forward Requests Department Description $Amount Utility Admin Department Software Solutions 135,730 Utility Admin Wastewater Treatment Plant Decommissioning Design 65,739 Water Water Pump Station Backup Power Generators 1,278,969 Water Pump Station Backup Power Generators Water (Contingency) 3 73,411. Water Newport Harbor Tank Repairs 130,000 Various Items under$50,000 98,419 TOTAL UTILITY FUND $2,082,268 MO, F nd Summary Beginning Fund Balance 10/1/22 22,512,631 Proposed Revenues FY 22-223 26,027,619 Proposed Expenditures FY 22-23 (24,878,871) Carry-Forward of Funds (2,082,268) Estimated Ending Fund Balance 9/30/23 21,579,111 a) a) Policy requirement is 90 days of operating expenditures, which is $6,134,516. The Wylie Parks and Recreation Facilities Development Corporation (the 4B Corporation) was established to promote park and recreational development within the City. This special revenue fund accounts for the use of the 4B V/2 cent sales tax authorized by State Law and by the Wylie voters in 1994. Departments in this fund include the Brown House, Stonehaven House, Wylie Senior Recreation Center, the Recreation Center, and a portion of the Parks function. The 4B Corporation Board meets annually to authorize the expenditure of sales tax funds for projects approved by the City Council. The Board is composed of four Councilmembers and three citizen members, one of which is required to be appointed from the Park Board. Sales tax revenue is projected to increase 8.8% from projected FY 21-22 for the FY 22-23 budget. The total revenue estimate for this fund also includes the projected revenue generated by 65 08/23/2022 Item 9. Recreation Center operations, including membership and activity fees. A very healthy fund balance is projected to be earmarked for future park and recreation projects. Recommended 4B Fund Personnel and Equipment Requests Department Description $Amount 4B Parks Irrigation Technician 65,392 Total Personnel $ 65,392 4B Parks Pour and Play Surfacing for Olde City Park 160,000 4B Parks Replacement of Birmingham Farms Playground 60,000 4B Parks Drainage Flume Areas for Founders Park 55,000 4B Parks Parks Building HVAC Replacement 30,000 4B Parks Holiday Yard Decorations at Olde City Park 24,000 4B Parks New Rear Discharge Zero Turn Mower 15,000 4B Parks Two Sets of Soccer Goals for Dodd Park 8,800 Total Equipment and One Time Uses $352,800 Total Requests $418,192 The total amount of carry forward items is $678,565. See below for the items over$50,000. Recommended 4B Fund Carry Forward Requests Department Description $Amount SRC Senior Center Renovation Design and Engineering 222,065 4B Parks Design for Dog Park and Splash Pads 156,000 4B Parks Replacement of Valentine Park Playground 70,000 Brown House House Painting 50,000 Stonehaven House Stonehaven House Phase I 120,000 Various Items less than $50,000 60,500 TOTAL 4B SALES TAX FUND $678,565 66 08/23/2022 Item 9. 4B Salo, Tax Fund Summary Beginning Fund Balance 10/1/21 5,697,190 Proposed Revenues FY 21-22 5,091,346 Proposed Expenditures FY 21-22 (4,361,637) Carry-Forward of Funds (678,565) Estimated Ending Fund Balance 9/30/21 5,748,334 a) a) Policy requirement is 25% of the budgeted sales tax revenue ($4,124,146 x 25% = $1,031,037). The Parks Acquisition and Improvement (A&I) Fund is supported through Parkland Dedication Fees paid during the development process. The City is divided into three geographical zones and the accumulated fees are available for projects within those areas. The projected revenues for the A&I Funds in FY 22-23 are $511,480 The FY 22-23 projects in the budget are concrete additions for the community garden and trail and the backstop replacement at Avalon park. Although policy does not require a fund balance, the FY21-22 ending fund balance is projected to be $790,849. SE1' ER REPAIR A ND REPLACEMENT Ft IND The Sewer Repair and Replacement Fund is supported by a $2.00 per month charge on utility bills. The purpose of the fund is to allow revenue to accrue in order to pay for large sewer repair and maintenance projects. The beginning fund balance is $2,669,904 with projected revenue for FY 22-23 of $417,000. A four-phase comprehensive sewer system assessment which included inspections, flow monitoring, and smoke testing was completed in FY 19-20. In FY 22-23, $1,500,000 is carried forward for the repairs. The FY 22-23 ending fund balance is projected to be $1,586,904. 67 08/23/2022 Item 9. HO1EL/MOTEL FUND The Hotel Occupancy Tax is levied on a person who pays for a room or space in a hotel costing $15.00 or more each day. This fund is utilized to support the activities that will draw people to Wylie from other areas and follows the "heads in beds" funding criteria required by State Law. These funds are to be spent on the promotion of the arts, historic preservation, advertising to promote the community, convention and visitor centers, and convention registration. State Law also sets out that a minimum 1/7 of the revenue be utilized for advertising to promote the area, a maximum of 15% for the promotion of the arts, and a maximum of 50% for projects related to historic preservation or restoration. Proposed revenues for the Hotel/Motel Occupancy Tax Fund are $228,660. A transfer of $34,200 to the Public Arts Fund will provide funding for arts projects throughout the city. The Hotel/Motel Fund also includes an allocation of $35,000 for advertising and promotion. The infrastructure for the Arts Festival and Bluegrass on Ballard are funded through this fund. Although policy does not require a fund balance, the remaining fund balance is approximately $730,850. PUBLIC 4RT FUND Revenues for the Public Art Fund primarily come from three sources: transfers from the Hotel/Motel Fund; revenues generated from special events such as the Arts Festival and Bluegrass on Ballard; and a 1% allocation for art from certain Capital Improvement Project (CIP) budgets. The revenues are utilized to maintain existing public art and to purchase new art that meets the criteria of the adopted Public Arts Program. The FY 22-23 Budget includes a carry forward of $112,000 for Municipal Complex trail sculptures. The FY 22-23 ending fund balance is projected to be $430,953 although none is required by adopted policy. FIRE TRAINING CENTER FUND The Fire Training Center Fund was established in FY00-01. The majority of the revenue is from response fees into the county for emergency services rendered. Expenditures are related to 68 08/23/2022 Item 9. training, as well as upkeep and maintenance of the facilities behind Fire Station#2. Revenue is budgeted to be $28,728 with an ending fund balance of$221,324. FIRE DEVELOPMENT FUND The Fire Development Fund receives revenue from fire development fees established by ordinance in 2007. The fund is to be utilized solely for needs directly associated with new growth and development. The ending fund balance is projected to be $1,131,981. Recommended Fire Development Carry-Forward Requests Department Description $Amount Fire Development Station 4 Architectural Services 46,784 Fire Development Emergency Services Consultant 55,000 TOTAL FIRE DEVELOPMENT $ 1.01,784 F /ViCiP 1. ., O LIRT TECHNOLOGY R A' State law requires the assessment and collection of a Municipal Court Technology Fee, and further requires that those fees be kept in a separate fund. Revenues are estimated to be $8,000. The ending fund balance will be $26.440. MUNI(1PAL COURT BUILDING SEC RITY FUND A building security fee is collected on each Class C misdemeanor violation issued for the purpose of implementing, improving, and enhancing court security. Permitted expenditures include training and equipment purchases related to court security. Revenues are estimated to be $7,000 with an ending fund balance of$23,304. 69 08/23/2022 Item 9. PROPERTY TAX DISTRIBUTION CALCULATIONS CURRENT TAX RATE FY2022-23 FY2021-22 Tax Year 2022 Tax Year 2021 TAX ROLL: Assessed Valuation(100%) $6,199,027,298 $5,289,616,023 Rate per$100 0.562333 0.643751 Tax Levy Freeze Adjusted 34,859,176 34,051,956 Tax Levy -Frozen (Disabled/Over 65)* 2,905,032 2,636,853 Total Tax Levy 37,764,208 36,688,809 Percent of Collection 100% 100% Estimated Current Tax Collections $ 37,764,208 $ 36,688,809 SUMMARY OF TAX COLLECTIONS: Current Tax $ 34,859,176 $ 34,051,956 Revenue From Tax Freeze Property 2,905,032 2,636,853 Delinquent Tax 150,000 150,000 Penalty and Interest TOTAL TAX COLLECTIONS $ 37,914,208 $ 36,838,809 FY2022-23 FY2022-23 PERCENT FY2022-23 FY2021-22 TAX RATE OF TOTAL AMOUNT AMOUNT GENERAL FUND: Current Tax $ 0.427919 $ 26,526,816 $ 26,017,717 Revenue From Tax Freeze Property 2,219,735 2,014,819 Delinquent Tax 110,000 110,000 Penalty and Interest Total General Fund $ 0.427919 76.10% $ 28,856,551 $ 28,142,536 DEBT SERVICE FUND: Current Tax $ 0.134414 $ 8,332,361 $ 8,034,239 Revenue From Tax Freeze Property 685,297 622,034 Delinquent Tax 40,000 40,000 Penalty and Interest Total Debt Service $ 0.134414 23.90% $ 9,057,658 $ 8,696,273 DISTRIBUTION $ 0.562333 100.00% $ 37,914,208 $ 36,838,809 70 08/23/2022 Item 1. SUMMARY OF REVENUES,EXPENDITURES,AND CHANGES IN FUND BALANCE ALL OPERATING AND CAPITAL FUNDS FISCAL YEAR 2022-2023 BUDGET DEBT SERVICE FUNDS SPECIAL GENERAL REVENUE G 0 DEBT 4B DEBT FUND FUNDS SERVICE SERVICE ESTIMATED BEGINNING BALANCES $ 24,560,256 $ 18,309,360 $ 826,398 $ 186,132 REVENUES: Ad Valorem Taxes 28,956,551 - 9,057,658 - Non-Property Taxes 8,278,293 8,476,387 - Franchise Fees 2,802,400 - - Licenses&Permits 1,442,750 28,428 Intergovernmental 2,429,011 Service Fees 4,338,970 1,673,888 - - Court Fees 339,000 20,000 - - Interest&Misc.Income 275,417 4,138,465 2,400 TOTAL REVENUES 48,862,392 14,337,168 9,060,058 Transfers from Other Funds 2,563,305 34,200 388,050 Issuance of Long Term Debt - - - TOTAL AVAILABLE RESOURCES 75,985,953 32,680,728 9,886,456 574,182 EXPENDITURES: General Government 13,011,742 12,250 - Public Safety 29,417,532 146,784 Development Services 1,257,378 - - - Streets 5,259,846 - - - Community Services 5,121,432 4,963,683 - - Utilities - - - - Debt Service 9,429,005 388,050 Capital Projects - - - - Economic Development - 16,143,686 - - TOTAL EXPENDITURES 54,067,930 21,266,403 9,429,005 388,050 Transfers to Other Funds - 422,250 - - ENDING FUND BALANCE $ 21,918,023 $ 10,992,075 $ 457,451 $ 186,132 2 71 08/23/2022 Item 1. SUMMARY OF REVENUES,EXPENDITURES,AND CHANGES IN FUND BALANCE ALL OPERATING AND CAPITAL FUNDS FISCAL YEAR 2022-2023 BUDGET PROPRIETARY FUND CAPITAL PROJECTS TOTAL ALL FUNDS UTILITY FUND FUNDS ESTIMATED BEGINNING BALANCES $ 29,616,871 $ 25,182,535 $ 98,681,552 REVENUES: Ad Valorem Taxes - - 38,014,209 Non-Property Taxes - - 16,754,680 Franchise Fees - - 2,802,400 Licenses&Permits - - 1,471,178 Intergovernmental 7,221,250 - 9,650,261 Service Fees 1,460,000 26,345,619 33,818,477 Court Fees - - 359,000 Interest&Misc.Income 99,000 4,515,282 TOTAL REVENUES 8,681,250 26,444,619 107,385,487 Transfers from Other Funds - - 2,985,555 Issuance of Long Term Debt 10,000,000 - 10,000,000 TOTAL AVAILABLE RESOURCES 48,298,121 51,627,154 219,052,594 EXPENDITURES: General Government - - 13,023,992 Public Safety - - 29,564,316 Development Services - - 1,257,378 Streets - - 5,259,846 Community Services - - 10,085,115 Utilities - 24,459,542 24,459,542 Debt Service - 1,438,292 11,255,347 Capital Projects 33,990,613 - 33,990,613 Economic Development - - 16,143,686 TOTAL EXPENDITURES 33,990,613 25,897,834 145,039,835 Transfers to Other Funds - 2,563,305 2,985,555 ENDING FUND BALANCE $ 14,307,508 $ 23,166,015 $ 71,027,204 TOTAL REVENUES $ 120,371,042 NET DECREASE(INCREASE)IN FUND BALANCE 27,654,348 TOTAL APPROPRIABLE FUNDS $ 148,025,390 3 72 08/23/2022 Item 9. FY 2023 DEPARTMENTAL STAFFING SUMMARY (ALL POSITIONS SHOWN AS FULL-TIME EQUIVALENT) BUDGET BUDGET BUDGET BUDGET 2019-2020 2020-2021 2021-2022 2022-2023 General Fund City Manager 7.50 7.50 7.50 7.50 City Secretary 3.00 3.00 3.00 3.00 Finance 9.00 9.00 8.00 8.00 Facilities 3.00 3.00 4.00 4.00 Municipal Court 5.00 5.00 5.00 5.00 Human Resources 5.00 5.00 6.00 6.00 Purchasing 2.00 2.00 3.00 3.00 Information Technology 6.00 6.00 6.00 6.00 Police 80.50 86.50 91.00 94.50 Fire 60.50 65.50 71.50 77.50 Emergency Communications 14.00 15.00 16.00 16.00 Animal Control 7.50 7.50 7.50 7.50 Planning 3.00 3.00 3.00 3.00 Building Inspections 6.00 6.00 6.00 6.00 Code Enforcement 3.00 3.00 3.00 3.00 Streets 19.00 20.00 21.00 21.00 Parks 17.75 17.75 17.75 17.75 Library 27.00 27.00 27.00 26.50 Total General Fund 278.75 291.75 306.25 315.25 Utility Fund Utilities Administration 6.00 6.00 2.00 2.00 Utilities -Water 16.00 16.00 16.00 16.00 Utilities - Engineering - - 6.00 6.00 Utilities -Wastewater 11.00 12.00 12.00 12.00 Utility Billing 8.00 9.00 9.00 9.00 Total Utility Fund 41.00 43.00 45.00 45.00 Wylie Economic Development 3.00 3.00 4.00 4.00 Total WEDC 3.00 3.00 4.00 4.00 4B Sales Tax Fund Brown House 2.00 2.00 6.50 6.50 Senior Activities 8.00 8.00 8.00 8.00 Parks 5.00 5.00 5.00 6.00 Recreation Center 24.50 24.50 25.00 25.00 Total 4B Sales Tax Fund 39.50 39.50 44.50 45.50 TOTAL ALL FUNDS 362.25 377.25 399.75 409.75 4 73 08/23/2022 Item 1. CITY OF WYLIE GENERAL FUND FUND DESCRIPTION The General Fund accounts for resources traditionally associated with governments that are not required to be accounted for in another fund. During the budget process,the General Fund receives extensive scrutiny from City staff, City Council and the Public.The attention is deserved because this fund has many critical issues affecting the community. The issues vary from establishing a tax rate to determining employee staffing and benefits.The following narrative reports the major aspects of the General Fund budget for the concluding and new fiscal year. Operational accomplishments and goals are reported in the departmental narratives. 5 74 08/23/2022 Item 9. City Of Wylie Fund Summary General Fund Audited General Fund Unassigned Ending Balance 09/30/21 $ 30,403,003 (a) Projected '22 Revenues $ 49,026,908 Available Funds 79,429,911 Projected '22 Expenditures (54,869,655) (b) Estimated Ending Fund Balance 09/30/22 $ 24,560,256 Estimated Beginning Fund Balance- 10/01/22 $ 24,560,256 Proposed Revenues '23 51,425,697 Proposed Expenditures '23 (51,425,697) Use of Fund Balance -Woodbridge/Hensley Signal Light (350,000) Carryforward Expenditures (2,292,233) Estimated Ending Unassigned Fund Balance 09/30/23 $ 21,918,023 (c) a) Funds from the American Rescue Plan Act are unearned revenue and not included as part of the unassigned fund balance or proposed revenues: $6,099,650. b) Carry forward items are taken out of projected 2022 expense and included in 2023 expense. See manager's letter for detailed list totaling $2,292,233. c) Policy requirement is 25% of budgeted expenditures. This Ending Fund Balance is 42%. 6 75 08/23/2022 Item 9. GENERAL FUND SUMMARY OF REVENUES AND EXPENDITURES 2020-2021 2021-2022 2021-2022 2022-2023 ACTUAL BUDGET PROJECTED PROPOSED REVENUES: Ad Valorem Taxes 27,155,766 28,142,536 28,239,536 28,956,551 Sales Taxes 7,785,625 7,609,932 7,609,932 8,278,293 Franchise Fees 2,696,702 2,896,800 2,674,400 2,802,400 Licenses&Permits 1,278,509 1,079,430 1,442,750 1,442,750 Intergovernmental Revenue 4,971,523 2,134,902 2,059,382 2,429,011 Service Fees 4,224,911 4,008,588 3,983,588 4,338,970 Court Fees 290,479 248,950 296,445 339,000 Interest&Misc.Income 253,928 215,230 232,230 275,417 Other Financing Sources 2,524,891 2,488,645 2,488,645 2,563,305 TOTAL REVENUES $ 51,182,334 $ 48,825,013 $ 49,026,908 $ 51,425,697 EXPENDITURES: General Government City Council 56,342 97,263 96,057 95,165 City Manager 1,132,831 1,329,836 1,325,496 1,281,121 City Secretary 415,176 388,450 383,648 391,327 City Attorney 103,254 170,000 170,000 170,000 Finance 1,218,974 1,221,631 1,221,631 1,343,989 Facilities 792,998 978,273 978,273 1,045,597 Municipal Court 412,569 530,514 530,514 576,256 Human Resources 660,149 743,111 743,111 809,979 Purchasing 195,402 284,296 284,296 326,557 Information Technology 1,749,473 2,127,721 1,752,670 2,358,252 Combined Services 4,405,712 4,228,057 4,175,677 4,640,792 Public Safety Police 10,824,313 12,340,753 12,115,542 13,131,224 Fire 9,580,702 11,675,327 10,947,523 13,157,375 Emergency Communications 1,737,111 2,251,800 2,250,775 2,396,484 Animal Control 435,784 559,267 559,267 723,449 Development Services Planning 295,316 330,908 330,908 368,297 Building Inspection 570,847 588,629 588,629 593,933 Code Enforcement 219,673 262,419 262,419 276,855 Streets 2,926,280 5,068,738 4,264,811 5,259,846 Community Services Parks 2,617,231 2,823,034 2,823,034 2,777,610 Library 1,946,031 2,178,698 2,058,699 2,343,822 Transfers to Other Funds 272,775 7,006,672 7,006,672 - TOTAL EXPENDITURES $ 42,568,943 $ 57,185,397 $ 54,869,652 $ 54,067,930 7 76 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND GENERAL FUND REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 40110 PROPERTY TAXES-CURRENT $26,862,512 $28,032,536 $28,032,536 $28,746,551 40120 PROPERTY TAXES-DELINQUENT $155,510 $110,000 $110,000 $110,000 40190 PENALTY AND INTEREST-TAXES $137,744 $0 $97,000 $100,000 40210 SALES TAX $7,750,942 $7,579,932 $7,579,932 $8,248,293 40220 ALCOHOLIC BEVERAGE TAX $34,683 $30,000 $30,000 $30,000 TOTAL TAXES $34,941,391 $35,752,468 $35,849,468 $37,234,844 41110 FRANCHISE FEE-ELECTRIC $1,783,128 $1,785,000 $1,785,000 $1,900,000 41210 FRANCHISE FEE-GAS $286,632 $265,200 $265,200 $265,200 41310 FRANCHISE FEE-TELEPHONE $7,057 $122,400 $7,200 $7,200 41410 FRANCHISE FEE-CABLE $508,470 $612,000 $500,000 $510,000 41610 FRANCHISE FEE-SANITATION $111,415 $112,200 $117,000 $120,000 TOTAL FRANCHISE FEES $2,696,702 $2,896,800 $2,674,400 $2,802,400 42130 CONTRACTOR REGISTRATION FEES $72,382 $100,680 $75,000 $75,000 42540 GARAGE SALE PERMITS $830 $0 $0 $0 42570 PLUMBING PERMITS $141,378 $125,000 $125,000 $125,000 42590 FENCE PERMITS $26,120 $25,000 $25,000 $25,000 42640 ELECTRICAL PERMITS $100,629 $95,500 $95,500 $95,500 42650 NEW DWELLING PERMITS $819,890 $600,000 $1,000,000 $1,000,000 42660 MECHANICAL PERMITS $53,871 $61,000 $50,000 $50,000 42670 ADMIN FEE/INSPECTION $31,244 $40,000 $40,000 $40,000 42910 OTHER PERMITS/FEES $32,165 $32,250 $32,250 $32,250 TOTAL LICENSE AND PERMITS $1,278,509 $1,079,430 $1,442,750 $1,442,750 43110 FEDERAL GOVT LAKE PATROL $36,470 $45,665 $52,230 $57,500 43420 LONE STAR AND LIBRARY GRANTS $25,798 $0 $0 $0 43450 COUNTY PROCEEDS $2,914,423 $0 $0 $0 43500 COLLIN COUNTY-CHILD SAFETY $45,465 $49,755 $49,755 $49,755 43510 COUNTY LIBRARY GRANTS $6,868 $6,868 $6,868 $0 43512 FIRE GRANTS $13,840 $0 $0 $0 43513 POLICE GRANTS $48,401 $23,908 $23,908 $23,934 43520 WISD CROSSING GUARD REIMB. $127,561 $87,125 $120,000 $143,000 43525 WISD SRO REIMBURSEMENT $498,678 $600,000 $450,000 $537,000 43527 WISD ATHLETIC EVENT REIMB. $131,725 $120,000 $150,000 $165,000 43530 FIRE SERVICES $862,084 $937,914 $937,914 $1,157,914 43532 FIRE DISPATCHER SERVICES $222,958 $253,987 $255,277 $273,000 43535 FIRE SERVICE/BLDG INSPECTIONS $3,675 $4,250 $8,000 $13,600 43537 FIRE SERVICE/PLAN REVIEW FEES $4,393 $5,430 $5,430 $8,308 43560 JAIL SERVICES $9,375 $0 $0 $0 43570 POLICE SEIZED FUNDS $19,810 $0 $0 $0 TOTAL INTERGOVERNMENTAL REVENUE $4,971,523 $2,134,902 $2,059,382 $2,429,011 44121 911 FEES $452,858 $360,000 $360,000 $433,745 44122 ALARM PERMITS $289,192 $270,000 $270,000 $292,838 44123 ANIMAL CONTROL FEES/FINES $27,114 $35,000 $35,000 $35,000 44126 ETMC TRANSPORT/MEDICAL FEES $28,400 $9,000 $9,000 $3,763 44132 DEVELOPMENT FEES $456,417 $325,000 $325,000 $325,000 44141 TRASH $2,848,091 $2,874,588 $2,874,588 $3,138,624 44151 CONCESSION FEES/VENDING $100 $0 $0 $0 44153 LIGHTING FEES $40,266 $40,000 $40,000 $40,000 44155 LEAGUE ATHLETIC FEES $28,254 $30,000 $30,000 $30,000 8 77 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND GENERAL FUND REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 44170 MOWING (CODE ENFORCEMENT) $20,611 $10,000 $10,000 $10,000 44181 LIBRARY FINES $33,607 $55,000 $30,000 $30,000 TOTAL SERVICE FEES $4,224,911 $4,008,588 $3,983,588 $4,338,970 45110 MUNICIPAL COURT FINES $189,489 $175,000 $213,000 $250,000 45130 COURT ADMIN/WARRANT FEES $36,537 $30,000 $43,000 $45,000 45131 CHILD SAFETY FEES $4,535 $5,000 $2,700 $5,000 45133 JUVENILE CASE MANAGER FEE $7,648 $7,500 $7,500 $8,000 45138 TRUANCY PREVENTION ANDDIVERSION $145 $1,000 $145 $1,000 45139 TEEN COURT PROGRAM $50 $450 $100 $0 45140 CODE FINES $52,075 $30,000 $30,000 $30,000 TOTAL FINES AND FORFEITURES $290,479 $248,950 $296,445 $339,000 46110 ALLOCATED INTEREST EARNINGS $17,978 $25,000 $42,000 $60,000 TOTAL INTEREST INCOME $17,978 $25,000 $42,000 $60,000 48110 RENTAL INCOME $3,000 $3,000 $3,000 $3,000 48125 PARK PAVILION RENTALS $5,277 $4,500 $4,500 $4,500 48410 MISCELLANEOUS INCOME $212,989 $156,951 $156,951 $187,917 48440 CONTRIBUTIONS/DONATIONS $14,684 $25,779 $25,779 $20,000 TOTAL MISCELLANEOUS INCOME $235,950 $190,230 $190,230 $215,417 49151 TRANSFER FROM UTILITY FUND $2,416,161 $2,488,645 $2,488,645 $2,563,305 49210 PROCEEDS FR SALE OF CAP ASSETS $93,287 $0 $0 $0 49600 INSURANCE RECOVERIES $15,443 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $2,524,891 $2,488,645 $2,488,645 $2,563,305 TOTAL GENERAL FUND REVENUES $51,182,333 $48,825,013 $49,026,908 $51,425,697 9 78 08/23/2022 Item 9. CITY OF WYLIE CITY COUNCIL DEPARTMENT DESCRIPTION The City Council is presented as a non-departmental account. Funds are appropriated for special projects not directly related to City operations. Also included are expenses incurred by the Mayor and six members of the Council in performing their responsibilities as elected officials of the City. CITY COUNCIL: TERM OF OFFICE: Matthew Porter, Mayor Nov 2020 through May 2023 David R. Duke,Councilmember Place 1 May 2022 through May 2025 David Strang,Councilmember Place 2 May 2021 through May 2024 Jeff Forrester, Mayor Pro Tem May 2022 through May 2025 Scott Williams,Councilmember Place 4 May 2021 through May 2024 Dr.Timothy T.Wallis,Councilmember Place 5 Nov 2020 through May 2023 Garrett Mize,Councilmember Place 6 Nov 2020 through May 2023 10 79 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND CITY COUNCIL FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51220 PHONE ALLOWANCE $0 $1,200 $0 $1,200 51240 CITY COUNCIL $22,800 $22,800 $22,800 $22,800 51440 FICA $1,414 $1,414 $1,414 $1,414 51450 MEDICARE $331 $331 $331 $331 51470 WORKERS COMP PREMIUM $142 $181 $175 $175 TOTAL PERSONNEL SERVICES $24,686 $25,926 $24,720 $25,920 52010 OFFICE SUPPLIES $656 $650 $650 $650 52040 POSTAGE AND FREIGHT $0 $0 $0 $0 52070 COMPUTER SOFTWARE $0 $0 $600 $0 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $600 $0 $600 52810 FOOD SUPPLIES $1,594 $1,790 $1,790 $2,890 52990 OTHER $0 $0 $0 $0 TOTAL SUPPLIES $2,249 $3,040 $3,040 $4,140 54630 TOOLS AND EQUIPMENT $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $0 $0 $0 $0 56040 SPECIAL SERVICES $2,550 $7,570 $7,570 $7,570 56050 UNIFORM CONTRACT $0 $0 $0 $0 56080 ADVERTISING $1,668 $2,000 $2,000 $2,000 56110 COMMUNICATIONS $7,512 $8,736 $8,736 $5,544 56180 RENTAL $0 $0 $0 $0 56210 TRAVEL AND TRAINING $385 $29,191 $29,191 $29,191 56250 DUES AND SUBSCRIPTIONS $16,332 $16,800 $16,800 $16,800 56990 OTHER $959 $4,000 $4,000 $4,000 TOTAL CONTRACTURAL SERVICES $29,407 $68,297 $68,297 $65,105 TOTAL CITY COUNCIL $56,342 $97,263 $96,057 $95,165 11 80 08/23/2022 Item 1. CITY OF WYLIE CITY MANAGER DEPARTMENT DESCRIPTION The function of the City Manager's Office is to provide leadership and direction in carrying out the policies established by City Council and by overseeing the activities of the operating and administrative departments of the City of Wylie. Principal functions of the City Manager's Office include providing support to Council in their policy making role; ensuring that City ordinances, resolutions and regulations are executed and enforced;submitting annual proposed operating and capital budgets;and responding to concerns and requests from citizens and Council. FISCAL YEAR 2023 GOALS AND OBJECTIVES Represent Wylie's position to local, regional and state entities including the North Texas Municipal Water District, Collin County Commissioners Court,Texas Department of Transportation,and the North Central Texas Council of Governments. Strategic Goals: Planning Management; Community Focused Government; Infrastructure Represent Wylie's interest regarding regional transportation initiatives including Collin County Future Mobility Study,TXDOT and NCTCOG.Will emphasize work within the downtown historic district as well as major intersections. Strategic Goals: Planning Management; Financial Health, Infrastructure; Community Focused Government Continue to review long-term capital needs with regard to long-term financial capabilities. Strategic Goals: Planning Management; Financial Health Review opportunities to establish a new Demand Response Transportation Program to replace the Interlocal Public Transit Service with Dallas Area Rapid Transit Mobility Service, LGC. Strategic Goals: Infrastructure; Community Focused Government Develop a new council member orientation program.This can also serve as an orientation for new boards and commissions members. Strategic Goals: Infrastructure; Community Focused Government Finalize the Cemetery transition from the Wylie Cemetery Association to the city of Wylie. Strategic Goals: Infrastructure; Community Focused Government FISCAL YEAR 2022 ACCOMPLISHMENTS Successfully worked with the Citizens Bond Advisory Committee and City Council to get a $50,100,000 bond package approved by voters to focus on improving infrastructure in neighborhoods, on city streets,and throughout our Historic Downtown District. Strategic Goals: Infrastructure; Community Focused Government Successfully established the Cemetery Advisory Board. Strategic Goals: Community Focused Government Finalized a Transition Plan and ADA Coordinator to conform to the federally mandated requirement by Title II (State and Local Government) of the Americans with Disabilities Act. Strategic Goals: Infrastructure Restructured Public Works, Engineering and Parks and Recreation to better meet the needs of our growing community Strategic Goals: Infrastructure;Community Focused Government 12 81 08/23/2022 Item 9. CITY MANAGER CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 City Manager 1.0 1.0 1.0 1.0 Deputy City Manager 0.0 0.0 1.0 1.0 Assistant City Manager 2.0 2.0 1.0 1.0 Public Information Officer 1.0 1.0 1.0 1.0 Communications Specialist 1.0 0.0 0.0 0.0 Digital Media Specialist 0.0 1.0 1.0 1.0 Administrative Assistant II 1.0 1.0 1.0 1.0 Administrative Assistant I 1.0 1.0 1.0 1.0 Public Arts Coordinator 0.5 0.5 0.5 0.5 TOTAL 7.5 7.5 7.5 7.5 13 82 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND CITY MANAGER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $795,571 $944,106 $944,106 $864,256 51112 SALARIES-PART TIME $20,058 $20,696 $19,856 $21,731 51130 OVERTIME $1,884 $6,500 $6,500 $6,500 51140 LONGEVITY PAY $3,884 $4,170 $4,170 $3,953 51210 CAR ALLOWANCE $0 $0 $0 $6,600 51310 TMRS $123,567 $147,990 $147,990 $133,142 51350 DEFERRED COMPENSATION $0 $0 $3,000 $6,000 51410 HOSPITAL AND LIFE INSURANCE $83,204 $78,885 $78,885 $104,866 51420 LONG-TERM DISABILITY $3,326 $4,677 $4,677 $3,198 51440 FICA $39,313 $44,822 $44,822 $55,951 51450 MEDICARE $11,500 $14,144 $14,144 $13,085 51470 WORKERS COMP PREMIUM $860 $1,109 $1,109 $1,036 51480 UNEMPLOYMENT COMP(TWC) $2,096 $2,160 $2,160 $2,160 51510 TEMPORARY PERSONNEL $0 $0 $0 $0 TOTAL PERSONNEL SERVICES $1,085,263 $1,269,259 $1,271,419 $1,222,478 52010 OFFICE SUPPLIES $1,895 $4,500 $4,500 $4,500 52040 POSTAGE AND FREIGHT $0 $0 $0 $0 52070 COMPUTER SOFTWARE $16,920 $0 $0 $0 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $0 52310 FUEL AND LUBRICANTS $0 $0 $0 $0 52810 FOOD SUPPLIES $653 $1,010 $1,010 $1,010 52990 OTHER $0 $0 $0 $0 TOTAL SUPPLIES $19,469 $5,510 $5,510 $5,510 56040 SPECIAL SERVICES $10,197 $22,420 $15,920 $6,500 56050 UNIFORM CONTRACT $0 $0 $0 $0 56080 ADVERTISING $3,554 $4,000 $4,000 $4,000 56110 COMMUNICATIONS $344 $456 $456 $456 56180 RENTAL $0 $0 $0 $0 56210 TRAVEL AND TRAINING $8,588 $20,400 $20,400 $32,514 56250 DUES AND SUBSCRIPTIONS $5,416 $7,791 $7,791 $9,663 56990 OTHER $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $28,099 $55,067 $48,567 $53,133 TOTAL CITY MANAGER $1,132,831 $1,329,836 $1,325,496 $1,281,121 14 83 08/23/2022 Item 1. CITY OF WYLIE CITY SECRETARY DEPARTMENT DESCRIPTION The City Secretary is the chief election official for the City of Wylie and is the official Records Management Officer. Open Records Requests generate through the City Secretary and are accounted for as to their timeliness. This office compiles applications for all City Boards and Commissions and arranges for the interviews, using innovative ways to engage citizens and improve the application process.The office generates Council information, including the bi-weekly agenda packets and special called meetings.The office is responsible for ensuring compliance with state and federal laws related to open records,open meetings,elections,ethics training, records management, and public notices. FISCAL YEAR 2023 GOALS AND OBJECTIVES Wylie General Election (May 2023)-Continue contracting with Collin County Elections for Collin County voters and contract with Dallas and Rockwall County Elections to make it more convenient for the voters. Strategic Goals: Community Focused Government Boards and Commission facilitating. Strategic Goals: Community Focused Government Complete the Code of Ordinance updates. Strategic Goals: Community Focused Government Notice and publication processing while focusing on fiscal accountability and customer service. Strategic Goals: Community Focused Government Continue records management service for the City. Strategic Goals: Community Focused Government Public Information Request processing with a focus on transparency in government. Strategic Goals: Community Focused Government Continue to build and provide City forms online and workflows for easy access by the public and faster processing internally. Strategic Goals: Community Focused Government FISCAL YEAR 2022 ACCOMPLISHMENTS Completed the 2021/2022 Board and Commission appointments and installations utilizing the electronic application with 75 applications received. Strategic Goals: Community Focused Government Provided training to all Board and Commission members in Open Meetings, Public Information, Records Management, Conflicts of Interest, Local Government Code 171 and 176,and City of Wylie Code of Ethics. Strategic Goals: Community Focused Government Provided electronic storage and staff assistance in Laserfiche for City documents. From October 1, 2021 to June 6,2022 27,632 documents,or 164,852 pages, have been added in the Laserfiche system. 7,297 documents, or 33,524 pages,of those documents/pages were brought in utilizing Laserfiche Forms. Strategic Goals: Community Focused Government Processed and closed approximately 500 public information requests from October 1,2021 to June 6,2022. Strategic Goals: Community Focused Government From October 1, 2021 to June 6, 2022 staff created six new workflows and recreated four existing workflows, and created four new electronic forms and recreated three existing electronic forms in Laserfiche for various departments. Strategic Goals: Community Focused Government Facilitated the live-stream and on-demand video of all permanent Boards and Commission meetings. Strategic Goals: Community Focused Government Distributed documents and held 14 City Council meetings and one Special Called meeting from October 1, 2021 to June 6, 2022. Strategic Goals: Community Focused Government 15 84 08/23/2022 Item 9. CITY SECRETARY CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 City Secretary 1.0 1.0 1.0 1.0 Deputy City Secretary 1.0 1.0 0.0 1.0 Records Analyst 1.0 1.0 1.0 1.0 Administrative Assistant II 0.0 0.0 1.0 0.0 TOTAL 3.0 3.0 3.0 3.0 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ Number of all City agendas posted including Council,and boards 183 130 130 and commissions Number of requests for Public Information 600 600 600 Number of Resolutions for consideration 65 38 33 Number of Ordinances for consideration 58 62 75 60 Number of TABC applications received 6 6 9 7 Number of Documents Created in Laserfiche 49,534 48,307 49,000 49,000 Number of Municode Meetings Portal subscribers 470 490 500 Number of Board and Commission applications received 55 75 48 55 EFFICIENCY/EFFECTIVENESS MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PROJ Promote a good relationship with the public by providing courteous 350 400 and prompt service for Open Records Requests and reply within the first four business days. Promote accessibility and efficiency by continuing to create 6 8 7 7 electronic Laserfiche Forms. Assist departments with efficiency by building workflow processes 3 7 6 in Laserfiche. 16 85 08/23/2022 Item 9. PROPOSED BUDGET FY 2023 100-GENERAL FUND CITY SECRETARY FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $168,642 $183,304 $183,304 $206,794 51130 OVERTIME $1,634 $500 $500 $500 51140 LONGEVITY PAY $868 $1,053 $1,053 $1,109 51310 TMRS $26,434 $28,654 $28,654 $32,302 51410 HOSPITAL AND LIFE INSURANCE $30,069 $28,026 $28,026 $34,979 51420 LONG-TERM DISABILITY $750 $1,005 $1,005 $765 51440 FICA $9,576 $11,461 $11,461 $12,921 51450 MEDICARE $2,240 $2,680 $2,680 $3,022 51470 WORKERS COMP PREMIUM $187 $231 $231 $240 51480 UNEMPLOYMENT COMP(TWC) $756 $810 $810 $810 TOTAL PERSONNEL SERVICES $241,155 $257,726 $257,724 $293,442 52010 OFFICE SUPPLIES $1,477 $2,540 $2,540 $2,570 52070 COMPUTER SOFTWARE $36,358 $0 $0 $0 52810 FOOD SUPPLIES $928 $1,200 $1,200 $1,200 TOTAL SUPPLIES $38,762 $3,740 $3,740 $3,770 54810 COMPUTER HARD/SOFTWARE $6,271 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $6,271 $0 $0 $0 56040 SPECIAL SERVICES $18,119 $16,861 $12,061 $31,105 56070 ELECTIONS $99,352 $93,500 $93,500 $50,500 56080 ADVERTISING $4,932 $6,500 $6,500 $5,500 56210 TRAVEL AND TRAINING $6,056 $9,270 $9,270 $6,000 56250 DUES AND SUBSCRIPTIONS $529 $853 $853 $1,010 TOTAL CONTRACTURAL SERVICES $128,987 $126,984 $122,184 $94,115 TOTAL CITY SECRETARY $415,176 $388,450 $383,648 $391,327 17 86 08/23/2022 Item 9. CITY OF WYLIE CITY ATTORNEY DEPARTMENT DESCRIPTION The City Attorney acts as legal advisor,Attorney,and counselor for the City and all of its officers in matters relating to their official duties. It is the City Attorney's function to advise the City Council and the various departments of the City,as to the scope of the City's authority and to counsel the City of Wylie in legal issues. 18 87 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND CITY ATTORNEY FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51250 JUDICIAL PAY $0 $0 $0 $0 51440 FICA $0 $0 $0 $0 51450 MEDICARE $0 $0 $0 $0 51470 WORKERS COMP PREMIUM $0 $0 $0 $0 TOTAL PERSONNEL SERVICES $0 $0 $0 $0 56530 COURT AND LEGAL COSTS $103,254 $170,000 $170,000 $170,000 56540 LEGAL INDIRECT COSTS $0 $0 $0 $0 56550 LEGAL LITIGATION $0 $0 $0 $0 56560 LEGAL OTHER COUNSEL $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $103,254 $170,000 $170,000 $170,000 TOTAL CITY ATTORNEY $103,254 $170,000 $170,000 $170,000 19 88 08/23/2022 Item 9. CITY OF WYLIE FINANCE DEPARTMENT DESCRIPTION The Finance Department's mission is to administer the City's fiscal affairs in accordance with applicable local,state and federal guidelines,to ensure fiscal responsibility to citizens and to provide competent,quality service to external and internal customers.The Finance Department includes accounting,auditing,accounts payable, revenue collections,cash management,debt management,and capital assets. The department prepares an annual comprehensive financial report (ACFR)and assists the City Manager with development of the City's annual operating and capital budgets,as well as development and maintenance of a five and ten year financial plan. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to participate in GFOA's award programs. Strategic Goal: Financial Health Continue to participate in the Texas State Comptroller's Transparency Star program. Strategic Goal: Financial Health Review and update Financial, Investment and Debt policies. Strategic Goal: Financial Health Review bond rating agency requirements in preparation for upcoming issuances. Strategic Goal: Financial Health Develop a written guide for the Finance Section of the EOC. Strategic Goal: Financial Health Continue to develop and cross train staff with in-house training, professional conferences and Governmental Accounting Academy. Strategic Goals: Financial Health,Workforce Review all department processes for possible improvements in efficiency(including paperless alternatives)and customer service(external and internal). Strategic Goals: Financial Health,Workforce Continue to develop alternatives for working remotely(when necessary)while maintaining the integrity of all systems and continuing to provide excellent customer service. Strategic Goals: Financial Health,Workforce Implement new budgeting software to reduce time required to produce the budget book and to provide more transparent information online. Strategic Goals: Financial Health,Workforce FISCAL YEAR 2022 ACCOMPLISHMENTS Awarded Certificate of Achievement for Excellence in Financial Reporting by Government Finance Officers Association for the 2021 ACFR Strategic Goal: Financial Health Awarded Distinguished Budget Presentation Award by Government Finance Officers Association for the 2022 Budget. Strategic Goal: Financial Health Rating upgrade by Moody's Investors Service from Aa2 to Aa1. Maintained AA bond rating from Standard and Poor Global Ratings. Strategic Goal: Financial Health 20 89 08/23/2022 Item 9. FINANCE CONTINUED Upgraded the City's financial software to Incode Version 10 and provided in-house training to all users,city-wide. Strategic Goal: Financial Health,Workforce Developed processes for the Finance Section of the EOC. Strategic Goal: Financial Health BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Finance Director 1.0 1.0 1.0 1.0 Asst. Finance Director 1.0 1.0 1.0 1.0 Budget Manager 1.0 1.0 1.0 1.0 Accountant 2.0 2.0 2.0 2.0 Payroll Specialist 1.0 1.0 0.0 0.0 Accounts Payable Specialist 2.0 2.0 2.0 2.0 Administrative Assistant I 1.0 1.0 0.0 0.0 Administrative Assistant II 0.0 0.0 1.0 1.0 TOTAL 9.0 9.0 8.0 8.0 21 90 08/23/2022 Item 9. FINANCE CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PROJ Number of Purchase Orders Processed 5,996 5,796 5,900 5,900 Number of Journal Entries Posted 2,095 1,988 2,100 2,100 EFFICIENCY/EFFECTIVENESS MEASURE BENCHMARK FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PROJ Budget approved by August 5th August 5th August 7th August 5th August 5th August 5th Budget Book Completed 90 days after adoption of 90 days 80 days 90 days 90 days 90 days the budget Provide information to financial advisors, S&P=AAA AA AA AA AA+ bondholders,underwriters and rating agencies(S&P) to lower city interest expense Provide information to financial advisors, Moodys=Aaa Aa2 Aa2 Aa1 Aa1 bondholders,underwriters and rating agencies (Moodys)to lower city interest expense Provide stewardship of financial resources balancing at or below$2,000 1,257 1,062 1,081 1,288 the City's short and long term needs by maintaining the current Net Direct Debt Per Capita per the Debt Management Policy Provide stewardship of financial resources balancing minimum of 35% 54.31% 71.69% 46% 43% the City's short and long term needs by maintaining a healthy General Fund balance(unassigned fund balance as a%of operating budget) Maintain percent of current property taxes collected 100% 99.12% 99.7% 100% 100% (major revenue source) Complete and present to the governing body an January 28 January 28 January 26 January 25 January 24 independent audit within 120 days of fiscal year end. Provide stewardship of financial resources balancing at or below 4% .0139 .0119 .0107 .0132 the City's short and long term needs by maintaining a ratio of Net Direct Debt to Assessed Value of properties in the City per the Debt Management Policy 22 91 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND FINANCE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $605,355 $552,585 $552,585 $575,973 51112 SALARIES-PART TIME $0 $0 $0 $0 51130 OVERTIME $0 $2,000 $2,000 $2,000 51140 LONGEVITY PAY $3,792 $4,207 $4,207 $2,943 51310 TMRS $94,640 $94,512 $94,512 $90,042 51410 HOSPITAL AND LIFE INSURANCE $85,722 $78,633 $78,633 $87,678 51420 LONG-TERM DISABILITY $2,488 $3,395 $3,395 $2,131 51440 FICA $36,827 $37,805 $37,805 $36,017 51450 MEDICARE $8,668 $8,842 $8,842 $8,428 51470 WORKERS COMP PREMIUM $599 $783 $783 $667 51480 UNEMPLOYMENT COMP(TWC) $2,268 $2,430 $2,430 $2,160 TOTAL PERSONNEL SERVICES $840,358 $785,191 $785,192 $808,039 52010 OFFICE SUPPLIES $7,509 $7,850 $7,850 $7,850 52810 FOOD SUPPLIES $1,624 $800 $800 $800 TOTAL SUPPLIES $9,133 $8,650 $8,650 $8,650 54810 COMPUTER HARD/SOFTWARE $0 $0 $0 $81,000 TOTAL MATERIALS FOR MAINTENANCE $0 $0 $0 $81,000 56040 SPECIAL SERVICES $16,267 $27,500 $27,500 $29,500 56080 ADVERTISING $3,807 $6,600 $6,600 $6,600 56180 RENTAL $3,303 $3,600 $3,600 $3,600 56210 TRAVEL AND TRAINING $2,259 $12,000 $12,000 $12,000 56250 DUES AND SUBSCRIPTIONS $1,200 $1,630 $1,630 $1,690 56330 BANK SERVICE CHARGES $6,184 $8,800 $8,800 $6,200 56340 CCARD ONLINE SERVICE FEES $31,367 $30,000 $30,000 $30,000 56350 APPRAISAL FEES $237,910 $262,700 $262,700 $280,360 56510 AUDIT AND LEGAL SERVICES $67,185 $74,960 $74,960 $76,350 TOTAL CONTRACTURAL SERVICES $369,483 $427,790 $427,790 $446,300 TOTAL FINANCE $1,218,974 $1,221,631 $1,221,632 $1,343,989 23 92 08/23/2022 Item 1. CITY OF WYLIE FACILITIES DEPARTMENT DESCRIPTION The Facilities Department is a division of Support Services. It is responsible for the maintenance of all municipal facilities. Facility maintenance functions include general custodial duties and repair or upkeep of offices and public areas, HVAC, plumbing, electrical, and building systems. FISCAL YEAR 2023 GOALS AND OBJECTIVES Work with all departments to assist with projects and improvements to all facilities. Strategic Goals: Infrastructure Reduce downtime and maintain the efficiency of critical systems by continuing to improve preventative maintenance procedures. Strategic Goals: Infrastructure Continue to improve customer service as well as tracking and response time for maintenance work orders. Strategic Goals: Infrastructure Develop a long-range plan to maintain major systems and projected facility needs. Strategic Goals: Infrastructure FISCAL YEAR 2022 ACCOMPLISHMENTS Assist with projects and improvements to all city departments such as renovations at Fire Stations,the Brown House, and City Hall as well as upgrades to Parks and Animal Control. Strategic Goals: Infrastructure Improve tracking and response time for maintenance work orders. Strategic Goals: Infrastructure Maintain the efficiency of critical systems by continuing to improve preventative maintenance procedures as well as performing major repairs to HVAC and chill water systems. Strategic Goals: Infrastructure BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Facilities Manager 1.0 1.0 1.0 1.0 Maintenance Technician 2.0 2.0 3.0 3.0 TOTAL 3.0 3.0 4.0 4.0 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE BENCHMARK FY 2022 FY 2023 TARGET/PROJ TARGET/PROJ Respond and complete work orders.Total as of May 31,2022 is 474. 60 per month 720 720 24 93 08/23/2022 Item 9. PROPOSED BUDGET FY 2023 100-GENERAL FUND FACILITIES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $213,429 $261,227 $261,227 $271,710 51112 SALARIES-PART TIME $0 $0 $0 $0 51130 OVERTIME $3,958 $3,717 $3,717 $3,717 51140 LONGEVITY PAY $960 $1,151 $1,151 $1,957 51310 TMRS $33,768 $41,245 $41,245 $42,995 51410 HOSPITAL AND LIFE INSURANCE $33,468 $38,650 $38,650 $45,737 51420 LONG-TERM DISABILITY $1,013 $1,431 $1,431 $1,005 51440 FICA $12,947 $16,498 $16,498 $17,198 51450 MEDICARE $3,028 $3,859 $3,859 $4,022 51470 WORKERS COMP PREMIUM $485 $755 $755 $676 51480 UNEMPLOYMENT COMP(TWC) $826 $1,080 $1,080 $1,080 TOTAL PERSONNEL SERVICES $303,883 $369,613 $369,613 $390,097 52010 OFFICE SUPPLIES $0 $100 $100 $100 52130 TOOLS/EQUIP(NON-CAPITAL) $131 $3,350 $3,350 $1,500 52210 JANITORIAL SUPPLIES $36,781 $45,000 $45,000 $47,000 52310 FUEL AND LUBRICANTS $3,736 $6,000 $6,000 $7,000 52710 WEARING APPAREL AND UNIFORMS $0 $500 $500 $500 52740 FLAGS $4,791 $5,000 $5,000 $5,000 52810 FOOD SUPPLIES $9,739 $10,560 $10,560 $12,900 TOTAL SUPPLIES $55,178 $70,510 $70,510 $74,000 54810 COMPUTER HARD/SOFTWARE $4,032 $13,905 $13,905 $0 54910 BUILDINGS $210,656 $213,000 $213,000 $235,000 TOTAL MATERIALS FOR MAINTENANCE $214,687 $226,905 $226,905 $235,000 56040 SPECIAL SERVICES $188,610 $310,045 $310,045 $321,500 56110 COMMUNICATIONS $0 $1,200 $1,200 $0 TOTAL CONTRACTURAL SERVICES $188,610 $311,245 $311,245 $321,500 58510 MOTOR VEHICLES $30,640 $0 $0 $0 58850 MAJOR TOOLS AND EQUIPMENT $0 $0 $0 $25,000 TOTAL CAPITAL OUTLAY $30,640 $0 $0 $25,000 TOTAL FACILITIES $792,998 $978,273 $978,273 $1,045,597 25 94 08/23/2022 Item 9. CITY OF WYLIE MUNICIPAL COURT DEPARTMENT DESCRIPTION The court's mission is to provide a fair,impartial and timely adjudication of misdemeanor offenses committed and filed in the City of Wylie. To properly administer this function,the department must schedule offenders to appear before the court,adjudicate the trial,collect fines from guilty offenders,and issue warrants of arrest. FISCAL YEAR 2023 GOALS AND OBJECTIVES Staff will continue to participate in the continuing education and certification programs through TMCEC. Strategic Goals: Workforce, Health,Safety and Well-Being The Juvenile Case Manager program will continue to expand Teen Court and other programs for youth to reduce recidivism. Teen Court Attorneys will participate in the Teen Court Association of Texas Mock Trial competition. Strategic Goal: Community Focused Government Continue to schedule Annual Warrant Resolution Open Docket Day. Strategic Goals: Community Focused Government,Workforce Continue to host training with the Texas Court Clerks Association. Strategic Goal: Workforce Continue to participate in Municipal Court Week. Strategic Goal: Workforce Continue to participate in National Night Out. Strategic Goals: Workforce,Community Focused Government FISCAL YEAR 2022 ACCOMPLISHMENTS All staff continue to participate in continuing education and certification programs through Texas Municipal Courts Education Center.The Juvenile Case Manager maintained Level II Certification, Deputy Clerk maintained Level II Certification,Senior Clerk maintained Level I certification,and Court Administrator maintained Level III certification. Strategic Goals: Community Focused Government, Health,Safety and Well-Being Juvenile Case Manager program beginning sixth year for the Wylie Teen Court program. Strategic Goal: Community Focused Government The Juvenile Case Manager program continued to partner with MADD to host Victim Impact Panels at our facility. Strategic Goals: Community Focused Government,Workforce Participated in Municipal Court Week, luncheon for court staff with city management. Strategic Goal:Workforce Hosted mock trial competitions for Wylie ISD and Classical Conversations Home School organization. Strategic Goal:Community Focused Government Participated in National Night Out, provided a DWI simulator loaned from Texas AandM Agrilife Extension Alcohol and Drug Awareness program along with Teen Court and traffic safety promotional items. Strategic Goal:Community Focused Government,Safety and Well-Being Continued to adjust court operating procedures adhering to mandates and guidelines provided and ordered by the Supreme Court of Texas as a result of the pandemic. Successfully commenced jury trials and re-established procedures for due dates to eliminate backlog of disposed cases caused by orders from the Supreme Court of Texas as a result of the pandemic. Strategic Goals: Workforce, Health,Safety and Well-Being 26 95 08/23/2022 Item 9. MUNICIPAL COURT CONTINUED Upgraded court software to Incode 10 Court,final implementation August 2022. New software will provide the option to request Driving Safety and Deferred Disposition online. Strategic Goals:Workforce,Community Focused Government Collaborated with Wylie Presiding and Associate Judges,Collin County Probation,Collin County District Attorney,and arresting agencies to successfully implement procedures for Emergency Protective Order Modification and Bond Condition Violation hearings scheduled through the Wylie Municipal Court. Strategic Goal:Workforce BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Court Administrator 1.0 1.0 1.0 1.0 Juvenile Case Manager 1.0 1.0 1.0 1.0 Senior Court Clerk 1.0 1.0 1.0 1.0 Deputy Court Clerk 2.0 2.0 2.0 2.0 TOTAL 5.0 5.0 5.0 5.0 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PROJ Clearance Rate-the number of outgoing cases as a 84% 96% 139% 95% percentage of the number of incoming cases. Goal is equal to or greater than 95%. 27 96 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND MUNICIPAL COURT FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $225,105 $240,469 $240,469 $266,822 51130 OVERTIME $1,730 $4,500 $4,500 $5,500 51140 LONGEVITY PAY $1,100 $1,332 $1,332 $1,361 51160 CERTIFICATION INCENTIVE $0 $0 $0 $1,200 51250 JUDICIAL PAY $55,606 $90,000 $90,000 $100,000 51310 TMRS $35,215 $38,177 $38,177 $42,607 51410 HOSPITAL AND LIFE INSURANCE $38,106 $42,334 $42,334 $47,769 51420 LONG-TERM DISABILITY $912 $1,840 $1,840 $1,357 51440 FICA $17,209 $19,921 $19,921 $23,243 51450 MEDICARE $4,025 $4,659 $4,659 $5,436 51470 WORKERS COMP PREMIUM $304 $428 $428 $431 51480 UNEMPLOYMENT COMP(TWC) $1,260 $1,890 $1,890 $1,890 TOTAL PERSONNEL SERVICES $380,573 $445,549 $445,550 $497,616 52010 OFFICE SUPPLIES $5,990 $6,500 $6,500 $6,500 52810 FOOD SUPPLIES $1,867 $4,800 $4,800 $5,000 TOTAL SUPPLIES $7,858 $11,300 $11,300 $11,500 56040 SPECIAL SERVICES $4,789 $5,700 $5,700 $5,700 56110 COMMUNICATIONS $0 $0 $0 $475 56210 TRAVEL AND TRAINING $4,149 $7,500 $7,500 $10,500 56250 DUES AND SUBSCRIPTIONS $275 $465 $465 $465 56510 AUDIT AND LEGAL SERVICES $14,925 $60,000 $60,000 $50,000 TOTAL CONTRACTURAL SERVICES $24,138 $73,665 $73,665 $67,140 TOTAL MUNICIPAL COURT $412,569 $530,514 $530,515 $576,256 28 97 08/23/2022 Item 1. CITY OF WYLIE HUMAN RESOURCES DEPARTMENT DESCRIPTION The City of Wylie Human Resources Department exists to serve the employees of the City to the best of our ability while maintaining the integrity of established policies, procedures, and expectations.We strive to promote the positive aspects of working for this great city while fostering an atmosphere of fairness and employee engagement.These goals are accomplished by a conscious effort to be present and available to departments on casual and formal occasions and be involved at the level required by the individual departments and managers.The Human Resources team includes our HR Director, Risk Administrator, two HR Analysts, Payroll Specialist,and an Administrative Assistant.This department is responsible for employee relations, policy administration,safety, benefits, recruiting, payroll,tuition reimbursement,city-wide events,wellness programs,and training. FISCAL YEAR 2023 GOALS AND OBJECTIVES Review and update recruiting and retention approach Strategic Goal:Workforce Continue to expand in-person training Strategic Goal:Workforce Explore cost containment strategies for all employee benefits while staying competitive Strategic Goals:Workforce; Health,Safety,and Well-Being FISCAL YEAR 2022 ACCOMPLISHMENTS New carrier for medical, dental, life insurance, long-term disability Strategic Goals:Workforce; Health,Safety,and Well-Being Implemented online benefits enrollment to streamline the process Strategic Goals:Workforce; Health,Safety,and Well-Being Pre-employment and post-accident testing brought in-house Strategic Goals:Workforce; Health,Safety,and Well-Being Market study for all positions Strategic Goal: Workforce Relocated payroll to the HR department Strategic Goal: Workforce BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Human Resources Director 1.0 1.0 1.0 1.0 Risk Coordinator 1.0 1.0 1.0 1.0 Benefits & Recruiting Specialist 1.0 0.0 0.0 0.0 Human Resource Analyst 1.0 2.0 2.0 2.0 Payroll Specialist 0.0 0.0 1.0 1.0 Administrative Assistant I 1.0 1.0 1.0 1.0 TOTAL 5.0 5.0 6.0 6.0 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ Annual Turnover 29 11% 18% 15% Applications Received/Reviewed 1,999 1,799 2,000 98 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND HUMAN RESOURCES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $369,770 $439,699 $439,699 $462,467 51112 SALARIES-PART TIME $3,275 $8,175 $8,175 $8,175 51130 OVERTIME $0 $250 $250 $250 51140 LONGEVITY PAY $2,048 $2,281 $2,281 $3,088 51250 TUITION REIMBURSEMENT $14,203 $12,530 $12,530 $20,000 51310 TMRS $57,763 $60,649 $60,649 $72,200 51410 HOSPITAL AND LIFE INSURANCE $44,570 $52,074 $52,074 $58,519 51420 LONG-TERM DISABILITY $1,495 $2,149 $2,149 $1,711 51440 FICA $22,899 $24,766 $24,766 $29,387 51450 MEDICARE $5,355 $5,792 $5,792 $6,873 51470 WORKERS COMP PREMIUM $388 $505 $505 $544 51480 UNEMPLOYMENT COMP(TWC) $1,541 $1,485 $1,485 $1,755 TOTAL PERSONNEL SERVICES $523,309 $610,356 $610,355 $664,969 52010 OFFICE SUPPLIES $3,922 $3,000 $3,000 $3,000 52810 FOOD SUPPLIES $498 $2,500 $2,500 $2,500 TOTAL SUPPLIES $4,420 $5,500 $5,500 $5,500 54810 COMPUTER HARD/SOFTWARE $0 $11,025 $11,025 $17,550 TOTAL MATERIALS FOR MAINTENANCE $0 $11,025 $11,025 $17,550 56040 SPECIAL SERVICES $113,438 $84,800 $84,800 $85,950 56080 ADVERTISING $3,397 $5,000 $5,000 $5,000 56210 TRAVEL AND TRAINING $12,266 $22,945 $22,945 $28,000 56250 DUES AND SUBSCRIPTIONS $3,319 $3,485 $3,485 $3,010 TOTAL CONTRACTURAL SERVICES $132,420 $116,230 $116,230 $121,960 TOTAL HUMAN RESOURCES $660,149 $743,111 $743,110 $809,979 30 99 08/23/2022 Item 1. CITY OF WYLIE PURCHASING DEPARTMENT DESCRIPTION The mission of the Purchasing Department is to process purchases and bids,and manage contracts for the organization in a timely manner,ensure compliance with policies, procedures,and regulations;facilitate asset disposal;and manage risk requirements and insurance coverage for property,vehicles and general liability,and process liability claims. To promote fiscal responsibility by obtaining the right product,for the right purpose,at the right time,for the right price. To actively seek fair competition in the procurement process. To ensure ethical compliance with Federal,State and local laws. To treat suppliers fairly and equitably. To increase public confidence in public purchasing. FISCAL YEAR 2023 GOALS AND OBJECTIVES Fill purchasing position vacancy,complete orientation to the City's culture and procurement policies,and begin succession planning/training. Strategic Goal: Financial Health Job Order Contracting Program; review existing program and the additional firms Strategic Goal: Financial Health Fund Balance Program: complete the bid processes for these projects. Strategic Goal: Financial Health Create a procurement education series; 1-2 hour classes on specific topics that would be offered through the internal quarterly HR training calendar. Strategic Goal: Financial Health Roll out of new contract information to departments. Strategic Goal: Financial Health FISCAL YEAR 2022 ACCOMPLISHMENTS Council approval of the 2022 Procurement Manual. Strategic Goal: Financial Health Roll out new Vehicle/Property Incident Report through Laserfiche forms(worked with City Secretary Office) Strategic Goal: Financial Health Roll out new Citizen Claim report through Laserfiche forms(worked with City Secretary Office) Strategic Goal: Financial Health Assisted departments with 118+bids/project orders and quotes;including the Fund Balance Projects and Fire Station 4. Strategic Goal: Financial Health BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Purchasing Manager 1.0 1.0 1.0 1.0 Senior Buyer 0.0 0.0 1.0 1.0 Buyer 1.0 1.0 1.0 1.0 TOTAL 2.0 2.0 3.0 3.0 31 100 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND PURCHASING FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $128,717 $175,489 $175,489 $209,310 51130 OVERTIME $0 $0 $0 $0 51140 LONGEVITY PAY $696 $837 $837 $616 51310 TMRS $20,279 $27,332 $27,332 $32,539 51410 HOSPITAL AND LIFE INSURANCE $16,949 $29,932 $29,932 $36,107 51420 LONG-TERM DISABILITY $575 $1,022 $1,022 $775 51440 FICA $8,124 $10,933 $10,933 $13,015 51450 MEDICARE $1,900 $2,556 $2,556 $3,044 51470 WORKERS COMP PREMIUM $129 $235 $235 $241 51480 UNEMPLOYMENT COMP(TWC) $504 $810 $810 $810 TOTAL PERSONNEL SERVICES $177,872 $249,146 $249,146 $296,457 52010 OFFICE SUPPLIES $935 $2,700 $2,700 $2,500 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $3,600 $3,600 $0 52310 FUEL AND LUBRICANTS $0 $0 $0 $0 TOTAL SUPPLIES $935 $6,300 $6,300 $2,500 56040 SPECIAL SERVICES $13,500 $11,000 $11,000 $11,000 56050 UNIFORM CONTRACT $0 $0 $0 $0 56080 ADVERTISING $1,822 $5,300 $5,300 $5,400 56110 COMMUNICATIONS $0 $0 $0 $0 56180 RENTAL $0 $0 $0 $0 56210 TRAVEL AND TRAINING $75 $10,000 $10,000 $9,000 56250 DUES AND SUBSCRIPTIONS $1,198 $2,550 $2,550 $2,200 56990 OTHER $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $16,595 $28,850 $28,850 $27,600 TOTAL PURCHASING $195,402 $284,296 $284,296 $326,557 32 101 08/23/2022 Item 1. CITY OF WYLIE INFORMATION TECHNOLOGY DEPARTMENT DESCRIPTION The mission of the Information Technology Department is to provide technical support to the organization for current software and equipment as well as planning for future technology initiatives.Support includes assisting in the development and implementation of technology related policies and procedures. FISCAL YEAR 2023 GOALS AND OBJECTIVES Add Redundancy to all City Buildings Strategic Goals: Infrastructure Complete Backup Dispatch at FH4 Strategic Goals: Infrastructure Complete a Fiber Ring to City Hall Strategic Goals: Infrastructure Cleanup Directory Services Strategic Goals: Infrastructure/Workforce Improve Cybersecurity Program Strategic Goals: Infrastructure/Workforce FISCAL YEAR 2022 ACCOMPLISHMENTS Upgraded Brown House Technology to Accommodate More Staff Strategic Goals: Infrastructure/Workforce Added Internet Failover at PSB Strategic Goals: Infrastructure Updated Public Safety Gateways Strategic Goals: Infrastructure Redundant Infrastructure at PSB Strategic Goals: Infrastructure Brought Fire Station 4 Online Strategic Goals: Infrastructure Upgraded Finance and Utility Billing to Incode 10 Strategic Goals: Infrastructure/Workforce Updated the Video Server and Firewall in MICP Strategic Goals: Infrastructure/Workforce Upgraded Laserfiche Suite Strategic Goals: Infrastructure Migrated to Disk/Online Backup System Strategic Goals: Infrastructure Created Dashboard for the Citizens Strategic Goals:Community Focused Government 33 102 08/23/2022 Item 1. INFORMATION TECHNOLOGY CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Operations Director 0.0 0.0 1.0 1.0 Information Technology Manager 1.0 1.0 1.0 1.0 Systems Analyst 1.0 1.0 0.0 0.0 IT Specialist 2.0 2.0 2.0 2.0 GIS Manager 0.0 0.0 1.0 1.0 GIS Analyst 1.0 1.0 0.0 0.0 GIS Technician 1.0 1.0 1.0 1.0 TOTAL 6.0 6.0 6.0 6.0 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2021 FY 2022 EY 2023 ACTUAL TARGET/PRO! TARGET/PRO! IT support tickets resolved. 1,656 1,718 1,700 34 103 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND INFORMATION TECHNOLOGY FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $366,592 $402,749 $402,749 $424,424 51130 OVERTIME $15,499 $18,000 $18,000 $18,000 51140 LONGEVITY PAY $880 $1,135 $1,135 $1,341 51310 TMRS $59,217 $65,392 $65,392 $68,784 51410 HOSPITAL AND LIFE INSURANCE $55,055 $53,123 $53,123 $66,789 51420 LONG-TERM DISABILITY $1,575 $2,095 $2,095 $1,571 51440 FICA $23,518 $26,157 $26,157 $27,513 51450 MEDICARE $5,500 $6,117 $6,117 $6,435 51470 WORKERS COMP PREMIUM $386 $503 $503 $510 51480 UNEMPLOYMENT COMP(TWC) $1,512 $1,620 $1,620 $1,620 TOTAL PERSONNEL SERVICES $529,735 $576,892 $576,891 $616,987 52010 OFFICE SUPPLIES $237 $1,256 $1,256 $1,000 52070 COMPUTER SOFTWARE $10,008 $0 $0 $0 52130 TOOLS/EQUIP(NON-CAPITAL) $148,331 $318,050 $168,500 $313,300 TOTAL SUPPLIES $158,576 $319,306 $169,756 $314,300 54810 COMPUTER HARD/SOFTWARE $968,590 $1,030,877 $880,877 $1,200,787 TOTAL MATERIALS FOR MAINTENANCE $968,590 $1,030,877 $880,877 $1,200,787 56040 SPECIAL SERVICES $3,417 $13,000 $13,000 $38,540 56110 COMMUNICATIONS $3,991 $6,336 $6,336 $6,603 56180 RENTAL $77,665 $82,180 $82,180 $82,180 56210 TRAVEL AND TRAINING $7,500 $23,800 $23,300 $23,500 56250 DUES AND SUBSCRIPTIONS $0 $330 $330 $355 TOTAL CONTRACTURAL SERVICES $92,572 $125,646 $125,146 $151,178 58810 COMPUTER HARD/SOFTWARE $0 $75,000 $0 $75,000 TOTAL CAPITAL OUTLAY $0 $75,000 $0 $75,000 TOTAL INFORMATION TECHNOLOGY $1,749,473 $2,127,721 $1,752,670 $2,358,252 35 104 08/23/2022 Item 1. CITY OF WYLIE POLICE DEPARTMENT DEPARTMENT DESCRIPTION The Wylie Police Department is an organization that is devoted to our mission of providing a professional level of service. We strive to foster support and build relationships with those we serve. This is achieved through the enforcement of state law, city ordinances and by establishing partnerships with the community through programs that involve citizens,churches, and businesses regarding problem solving and crime prevention.Although a low crime rate is something that we are certainly proud of,there is much more to policing than what is measured by a crime rate. People move to Wylie for a better quality of life,which we strive to improve each year. Our budget this year has been designed to help us maintain and improve the quality of life as well as meet the standards that the citizens of Wylie have come to expect and appreciate. Impacting the quality of life by providing a professional level of service that will foster support and build relationships with those we serve. FISCAL YEAR 2023 GOALS AND OBJECTIVES Maintain or reduce the crime rate and traffic collisions. Strategic Goals: Health,Safety, and Well-Being Develop a plan to reduce the recidivism of crisis related calls for mental health consumers. Strategic Goals: Health,Safety, and Well-Being Improve the department's social media platforms to push important information out to citizens. Strategic Goal: Community Focused Government Continue working towards achieving accreditation in the Texas Police Chiefs Association Best Practices. Strategic Goal: Community Focused Government Achieve 100%policy update to meet the requirements for Texas Best Practices. Strategic Goal: Community Focused Government Continue working to fill vacancies within the department. Strategic Goal: Workforce Continue to examine more efficient ways to accomplish tasks and minimize the extra duties carried by personnel. Strategic Goal:Workforce Create and implement a training program for new supervisors. Strategic Goal:Workforce Develop a task book that employees can work through in order to prepare them for new positions within the department. Attrition over the next several years is a major concern, especially with tenured employees,which requires immediate action to begin preparing for progression within the department. Strategic Goal:Workforce Have an independent company conduct a staffing study for the department. Strategic Goal:Workforce Continue to work on and update the department's strategic plan for the future. Strategic Goal: Infrastructure 36 105 08/23/2022 Item 9. POLICE DEPARTMENT CONTINUED FISCAL YEAR 2022 ACCOMPLISHMENTS Wylie Police Department saw a 12%reduction in crime,despite a 13 percent increase in population. Strategic Goals: Health,Safety,and Well-Being Police Department personnel have exceeded the fitness test proficiency standards set by the department in the first year. Strategic Goals: Health,Safety,and Well-Being Submitted the required documents and received grant funding to start the process for The Texas Police Chiefs Best Practices Accreditation Program. Strategic Goal:Community Focused Government 85%of Departmental policies have been updated to comply with the Best Practices Standards. Strategic Goal:Community Focused Government Department added a Training Coordinator to help track and submit training hours to the Texas Commission on Law Enforcement. The training coordinator has also been instrumental in overseeing the Best Practices Program. Strategic Goal:Workforce A part-time Mental Health Coordinator was hired,which provided immediate resources and follow up for citizens and family member's dealing with individuals experiencing a mental crisis. Strategic Goal:Workforce The department hired several new officers filling many of the vacant positions. Strategic Goal:Workforce BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Police Chief 1.0 1.0 1.0 1.0 Assistant Police Chief 1.0 1.0 1.0 1.0 Police Lieutenant 4.0 4.0 4.0 4.0 Police Sergeant 8.0 8.0 8.0 9.0 Police Corporal 5.0 5.0 5.0 5.0 Detective 9.0 9.0 9.0 9.0 Patrol Officer 27.0 27.0 27.0 28.0 Traffic Officer 2.0 2.0 2.0 2.0 School Resource Officer 8.0 8.0 8.0 8.0 Bailiff/Warrant Officer 1.5 1.5 1.5 1.5 Jail Manager 1.0 1.0 1.0 1.0 Detention Officer 0.0 6.0 8.0 8.0 Crime Prevention Officer 1.0 1.0 1.0 1.0 Administrative Assistant II 1.0 1.0 1.0 1.0 Administrative Assistant I 1.0 1.0 1.5 1.5 Records Supervisor 1.0 1.0 1.0 1.0 Records Clerk 2.0 37 2.0 2.0 2.0 106 08/23/2022 Item 9. POLICE DEPARTMENT CONTINUED Crime Scene Tech/Criminialist 2.0 2.0 2.0 2.0 Crime Victim Advocate 1.0 1.0 1.0 1.0 Training Coordinator 0.0 0.0 1.0 1.0 Mental Health Coordinator 0.0 0.0 0.5 1.0 Quartermaster 0.0 0.0 0.5 0.5 Crossing Guard 4.0 4.0 4.0 5.0 TOTAL 80.5 86.5 91.0 94.5 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE BENCHMARK FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PROD Crime Rate(Is figured per 1,000 population) 3%Reduction 26.26(10% 23.23(12% 22.53(3% 21.85(3% Reduction) Reduction) Reduction) Reduction) Traffic Stops 5%Increase 8,036 9,641(20% 10,123(5% 10,629(5% Increase) Increase) Increase) Mental Health Related Arrests by Police Officer 5%Reduction 159(16% 205(29% 195(5% 185(5% Without a Warrant(APOWW) Increase) Increase) Reduction) Reduction) Motor Vehicle Collisions(Includes minor, 3%Reduction 710(18% 888(25% 861(3% 835(3% major,and fatal accidents) Reduction) Increase) Decrease) Decrease) Calls for Service(CFS) 3%Increase 28,206(5% 29,994(6% 30,894(3% 31,821(3% Decrease) Increase) Increase) Increase) 38 107 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND POLICE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $5,899,937 $6,438,802 $6,438,802 $7,007,283 51112 SALARIES-PART TIME $248,122 $265,625 $265,625 $315,529 51130 OVERTIME $763,911 $858,375 $858,375 $822,649 51140 LONGEVITY PAY $35,992 $37,116 $37,116 $35,427 51150 FIELD TRAINING OFFICER PAY $10,273 $14,400 $14,400 $14,400 51160 CERTIFICATION INCENTIVE $79,615 $88,800 $81,000 $107,000 51170 PARAMEDIC INCENTIVE $2,507 $2,500 $2,500 $2,500 51310 TMRS $1,048,642 $1,150,943 $1,150,943 $1,237,952 51410 HOSPITAL AND LIFE INSURANCE $884,072 $978,716 $978,716 $1,118,540 51420 LONG-TERM DISABILITY $23,964 $34,061 $34,061 $26,368 51440 FICA $415,979 $476,845 $476,845 $514,768 51450 MEDICARE $97,744 $111,520 $111,520 $120,388 51470 WORKERS COMP PREMIUM $65,418 $78,240 $78,329 $89,087 51480 UNEMPLOYMENT COMP(TWC) $27,330 $29,970 $29,970 $32,130 TOTAL PERSONNEL SERVICES $9,603,505 $10,565,913 $10,558,202 $11,444,021 52010 OFFICE SUPPLIES $17,831 $22,400 $22,400 $20,700 52040 POSTAGE AND FREIGHT $1,202 $1,200 $1,200 $600 52130 TOOLS/EQUIP(NON-CAPITAL) $351,507 $339,885 $339,885 $356,259 52210 JANITORIAL SUPPLIES $753 $1,200 $1,200 $500 52250 MEDICAL AND SURGICAL $7,676 $13,210 $13,210 $10,475 52310 FUEL AND LUBRICANTS $98,978 $153,000 $153,000 $156,600 52710 WEARING APPAREL AND UNIFORMS $79,653 $59,467 $59,467 $86,236 52810 FOOD SUPPLIES $13,087 $31,300 $31,300 $26,750 52990 OTHER $48,395 $56,250 $56,250 $74,110 TOTAL SUPPLIES $619,082 $677,912 $677,912 $732,230 54510 MOTOR VEHICLES $10,004 $10,000 $10,000 $10,000 54530 HEAVY EQUIPMENT $1,419 $6,000 $6,000 $4,000 54630 TOOLS AND EQUIPMENT $9,568 $10,000 $10,000 $10,000 54810 COMPUTER HARD/SOFTWARE $22,300 $28,400 $28,400 $930 54910 BUILDINGS $0 $3,000 $3,000 $3,000 TOTAL MATERIALS FOR MAINTENANCE $43,290 $57,400 $57,400 $27,930 56040 SPECIAL SERVICES $45,564 $65,324 $65,324 $56,694 56110 COMMUNICATIONS $66,335 $76,888 $76,888 $81,360 56150 LAB ANALYSIS $19,879 $20,000 $20,000 $20,000 56180 RENTAL $34,446 $34,100 $34,100 $34,400 56210 TRAVEL AND TRAINING $103,139 $258,891 $258,891 $247,169 56250 DUES AND SUBSCRIPTIONS $4,696 $8,485 $8,485 $8,920 56990 OTHER $7,741 $20,000 $20,000 $15,000 TOTAL CONTRACTURAL SERVICES $281,799 $483,688 $483,688 $463,543 39 108 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND POLICE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 58510 MOTOR VEHICLES $276,637 $509,500 $292,000 $463,500 58850 MAJOR TOOLS AND EQUIPMENT $0 $46,340 $46,340 $0 TOTAL CAPITAL OUTLAY $276,637 $555,840 $338,340 $463,500 TOTAL POLICE $10,824,313 $12,340,753 $12,115,542 $13,131,224 40 109 08/23/2022 Item 1. CITY OF WYLIE FIRE DEPARTMENT DEPARTMENT DESCRIPTION The Wylie Fire Rescue is an all-hazard professional fire and rescue organization of 66.5 FTEs. The department has 5 divisions which include administration,operations, communications, prevention,and emergency management. Fire Administration consists of the Fire Chief's office and emergency management which includes 7 administration personnel. Fire Prevention consists of 4.5 prevention personnel. Operations are the largest division and are based out of 4 strategically located fire stations across the city with 60 personnel assigned to it. Currently,operations have a minimum of 19 personnel duty at all times. To dedicate ourselves to providing a progressive department of professionally trained and equipped personnel in order to protect the lives, property,and environment of our community. The Fire Department's objectives are to protect the lives, property, and environment of our community in the event of a man-made or natural threat; and to provide Advanced Life Support Emergency Medical Services.To accomplish these objectives,the department performs the following functions: 1.Community risk reduction which includes:fire inspection, prevention,and investigation 2. Fire suppression 3. Emergency medical response 4.Specialized programs which include: hazardous materials,water rescue,and technical rescue 5.Coordination of the community's emergency management activities. FISCAL YEAR 2023 GOALS AND OBJECTIVES Maintain our ISO#1 through a comprehensive planning program to be ready by November 2022. Strategic Goals: Health,Safety and Well-Being, Infrastructure Renew EMS Contract and add a 3rd Full-time ambulance Strategic Goal: Health Safety, and Well-Being, Infrastructure Hire 6 additional firefighters Strategic Goal:Workforce Install 1 new outdoor warning siren and Upgrade 1 outdoor warning siren Strategic Goal: Health,Safety and Well-Being, Infrastructure Coordinate construction and delivery of 2 New Quints, 1 Air/Light Truck, and 1 Ambulance Strategic Goal: Health,Safety,and Well-Being Acquire and Monitor grant opportunities. Strategic Goals: Community-Focused Government, Infrastructure FISCAL YEAR 2022 ACCOMPLISHMENTS Managed the COVID-19 pandemic disaster through aggressive emergency management activities. Strategic Goal: Health,Safety and Well-Being, Community Focused Government Prevented loss of life to fire through detectors, awareness,and public education. Strategic Goals: Health Safety and Well-Being,Community Focused Government Emergency services provided to community demands in accordance with ISO 1. Maintained ISO#1 certification. Strategic Goals: Health Safety and Well-Being,Community Focused Government Maintained low incidence of fires in high-value and commercial properties. Strategic Goals: Health Safety and Well-Being, Community Focused Government a1 110 08/23/2022 Item 9. FIRE DEPARTMENT CONTINUED Finished construction on Fire Station#4. Strategic Goal: Infrastructure Acquired a new Fire apparatus(Quint)for Fire Station 4. Strategic Goal: Infrastructure, Health,Safety,and Well-Being Acquired 3 new vehicles through the city's vehicle replacement plan. Strategic Goal: Infrastructure Acquired a new outdoor warning siren communications system and installed 1 new outdoor warning siren. Strategic Goals: Health,Safety and Well-Being, Infrastructure Maintained compliance with the Texas Commission on Fire Protection required training and certification. Maintained compliance with the Texas Department of State Health Services required training and certifications. Maintained Best Practices designation by the Texas Fire Chiefs Association. Strategic Goal:Workforce BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Fire Chief 1.0 1.0 1.0 1.0 Assistant Fire Chief 1.0 1.0 1.0 1.0 Battalion Chief 3.0 4.0 4.0 4.0 Captain 10.0 9.0 12.0 12.0 Fire Marshal 1.0 1.0 1.0 1.0 Fire Inspector/Investigator 2.0 2.0 2.0 2.0 Emergency Management Coordinator 1.0 1.0 1.0 1.0 Fire Apparatus Operator 9.0 9.0 12.0 12.0 Firefighter 28.0 33.0 33.0 39.0 Alarm Permit Coordinator 1.0 1.0 1.0 1.0 Administrative Assistant I 1.0 1.0 1.0 1.0 Fire Prevention Clerk 1.0 1.0 1.0 0.0 Fire Records Analyst 0.0 0.0 0.0 1.0 Support Services Coordinator 1.0 1.0 1.0 1.0 Summer Intern 0.5 0.5 0.5 0.5 TOTAL 60.5 65.5 71.5 77.5 42 111 08/23/2022 Item 1. FIRE DEPARTMENT CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2021 FY 2022 FY 2023 ACTUAL TARGET/PROD TARGET/PROD Calls for Service 7,300 7,500 7,500 EFFICIENCY/EFFECTIVENESS MEASURE BENCHMARK FY 2021 FY 2022 FY 2023 ACTUAL TARGET/PROD TARGET/PROD Response times across the City 5.20 seconds 90% 5.06 seconds 4.30 Seconds 4.30 seconds of time Reduce total fire losses >1 million >1 million 43 112 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND FIRE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $4,685,748 $5,626,198 $5,626,198 $6,330,874 51112 SALARIES-PART TIME $4,160 $4,480 $4,480 $5,000 51113 BACKUP AMBULANCE $17,550 $22,000 $22,000 $22,000 51130 OVERTIME $708,820 $483,954 $483,953 $565,222 51135 FLSA OVERTIME $245,076 $417,868 $417,867 $454,198 51140 LONGEVITY PAY $26,344 $29,451 $29,451 $31,892 51160 CERTIFICATION INCENTIVE $64,607 $75,600 $75,600 $73,800 51170 PARAMEDIC INCENTIVE $104,671 $155,000 $155,000 $182,500 51310 TMRS $903,967 $1,054,222 $1,054,221 $1,185,050 51410 HOSPITAL AND LIFE INSURANCE $767,766 $845,463 $845,463 $1,017,272 51420 LONG-TERM DISABILITY $20,270 $30,318 $30,318 $24,198 51440 FICA $341,714 $421,932 $421,932 $474,331 51450 MEDICARE $80,122 $98,681 $98,681 $110,932 51470 WORKERS COMP PREMIUM $58,361 $110,586 $110,586 $104,914 51480 UNEMPLOYMENT COMP(TWC) $17,009 $19,440 $19,440 $21,870 TOTAL PERSONNEL SERVICES $8,046,184 $9,395,191 $9,395,190 $10,604,053 52010 OFFICE SUPPLIES $13,705 $15,725 $15,725 $15,700 52040 POSTAGE AND FREIGHT $16 $200 $200 $200 52070 COMPUTER SOFTWARE $5,124 $0 $0 $0 52130 TOOLS/EQUIP(NON-CAPITAL) $245,775 $187,260 $132,415 $243,295 52210 JANITORIAL SUPPLIES $8,475 $14,000 $14,000 $15,000 52250 MEDICAL AND SURGICAL $35,177 $21,350 $21,350 $21,350 52310 FUEL AND LUBRICANTS $51,041 $102,500 $102,500 $72,100 52380 CHEMICALS $11,713 $17,200 $17,200 $18,750 52630 AUDIO-VISUAL $8,825 $14,400 $14,400 $15,200 52710 WEARING APPAREL AND UNIFORMS $197,778 $247,674 $234,060 $263,359 52740 DRY GOODS AND NOTIONS $0 $0 $0 $0 52810 FOOD SUPPLIES $11,286 $16,000 $16,000 $22,000 52990 OTHER $0 $1,600 $1,600 $1,600 TOTAL SUPPLIES $588,914 $637,909 $569,450 $688,554 54250 STREET SIGNS AND MARKINGS $0 $1,100 $1,100 $2,500 54510 MOTOR VEHICLES $100,932 $106,200 $96,806 $108,994 54530 HEAVY EQUIPMENT $85,832 $92,880 $92,880 $81,950 54610 FURNITURE AND FIXTURES $12,395 $13,500 $13,500 $15,500 54630 TOOLS AND EQUIPMENT $28,120 $36,050 $36,050 $40,150 54650 COMMUNICATIONS $7,096 $63,800 $63,800 $67,100 54810 COMPUTER HARD/SOFTWARE $17,604 $23,300 $23,300 $31,101 54910 BUILDINGS $146,252 $139,000 $114,000 $165,250 54990 OTHER $399 $8,450 $8,450 $8,000 TOTAL MATERIALS FOR MAINTENANCE $398,630 $484,280 $449,886 $520,545 56040 SPECIAL SERVICES $50,044 $80,845 $80,845 $69,660 56050 UNIFORM CONTRACT $0 $0 $0 $0 56060 AMBULANCE CONTRACT $178,641 $185,000 $175,000 $513,900 44 113 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND FIRE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 56080 ADVERTISING $0 $0 $0 $0 56110 COMMUNICATIONS $6,469 $7,450 $7,250 $8,000 56150 LAB ANALYSIS $3,300 $0 $0 $0 56180 RENTAL $0 $1,500 $1,500 $1,500 56210 TRAVEL AND TRAINING $86,322 $99,115 $99,115 $99,766 56250 DUES AND SUBSCRIPTIONS $27,404 $29,197 $29,197 $36,647 56990 OTHER $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $352,181 $403,107 $392,907 $729,473 58510 MOTOR VEHICLES $40,985 $504,840 $133,215 $371,625 58810 COMPUTER HARD/SOFTWARE $19,920 $0 $0 $0 58850 MAJOR TOOLS AND EQUIPMENT $133,888 $250,000 $6,875 $243,125 58910 BUILDINGS $0 $0 $0 $0 TOTAL CAPITAL OUTLAY $194,793 $754,840 $140,090 $614,750 TOTAL FIRE $9,580,702 $11,675,327 $10,947,523 $13,157,375 45 114 08/23/2022 Item 1. CITY OF WYLIE EMERGENCY COMMUNICATIONS DEPARTMENT DESCRIPTION The Emergency Communications Division is also known as Public Safety Communications(PSC). Funding is derived from 9- 1-1 fees, alarm fees, intergovernmental grants,interest income, and support from the General Fund.Wylie PSC is only one (1) of four(4)Texas cities providing Direct Alarm Monitoring, removing time from every alarm response. Fire/EMS dispatch is also provided to neighboring agencies to quicken their response to Wylie when needed and for revenue.All dispatchers are licensed Telecommunicators through the Texas Commission of Law Enforcement(TCOLE)as well as certified Emergency Medical Dispatchers. We the members of the Wylie Fire Rescue place safety as our first priority. Take pride in meeting and exceeding the expectations of our community. Encourage innovation and apply technologies that advance the quality of our life and fire service. Encourage and respect open honesty, honest communication, mutual trust and respect for each other. Recognize and value the benefits and the diversity of every individual background and experience. Commit to the professional development of individual members as an investment in the future of our organization. Depend upon teamwork,with our individual and division working together to ensure our success. FISCAL YEAR 2023 GOALS AND OBJECTIVES PSAP Supervisor to attain Emergency Number Profession (ENP) credential. Strategic Goal:Workforce Implementation of an upgraded alarm system that will directly insert alarm information into CAD,further reducing response times. Strategic Goal: Infrastructure Send two additional telecommunicators to participate in a week-long intensive leadership conference through the Dispatcher 360 program. Strategic Goal: Workforce All telecommunicators obtain NENA Excellence in Dispatch Certifications. Strategic Goal: Workforce Establish a 9-1-1 Public Education teaching forum to utilize in educating the public. Strategic Goal:Community Focused Government FISCAL YEAR 2022 ACCOMPLISHMENTS Established the sixth (6th)fully functioning CAD station,which includes the phone system, Motorola Radio System,and CAD License. Strategic Goal: Infrastructure Added one (1) VESTA phone system,giving the dispatch center a total of six(6)fully functioning CAD stations and one backup station at CAD station seven (7). Strategic Goal: Workforce Established a stable backup dispatch site with the construction of Wylie Fire Station Four to ensure continuity of services. Strategic Goal: Infrastructure Certifications achieved by current personnel: One(1) Dispatcher received their Communications Training Officer(CTO)certification. One(1)dispatcher attained her EMD-Q Certification, increasing our quality assurance personnel for EMD to a total of four. Both Supervisors obtained NENA Center Manager Certification Manager obtained NENA Excellence in Dispatch Certificate Strategic Goal: Workforce 46 115 08/23/2022 Item 9. EMERGENCY COMMUNICATIONS CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Communications Manager 1.0 1.0 1.0 1.0 Assistant Communications Manager 0.0 0.0 1.0 1.0 Communications Supervisor 2.0 2.0 2.0 2.0 Dispatcher 11.0 12.0 12.0 12.0 TOTAL 14.0 15.0 16.0 16.0 ACTIVITY DEMAND I ACTIVITY WORKLOAD MEASURE BENCHMARK FY 2022 FY 2023 TARGET/PROD TARGET/PROD Answer percentage of 9-1-1 calls within ten seconds 90 percent within 10 seconds 99.70 99.70 Maintain an average EMD score within EMD recommended Average Score of 8 or above 8.54 8.60 Complaint range Employees have an adequate receive to queue time. Under 1 minute 0.39 0.39 Employees have an adequate queue to dispatch time. 1 minute or less 1.06 0.59 EFFICIENCY/EFFECTIVENESS MEASURE BENCHMARK FY 2022 FY 2023 TARGET/PROD TARGET/PROD Employees collectively achieve at least 500 TCOLE training hours 500 500 per year. 47 116 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND EMERGENCY COMMUNICATIONS FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $657,460 $896,772 $896,772 $977,925 51112 SALARIES-PART TIME $0 $0 $0 $0 51130 OVERTIME $52,924 $72,421 $72,421 $72,421 51135 FLSA OVERTIME $79,583 $110,597 $110,597 $116,619 51140 LONGEVITY PAY $4,436 $5,118 $5,118 $5,630 51160 CERTIFICATION INCENTIVE $17,578 $23,400 $23,400 $25,200 51310 TMRS $125,521 $170,885 $170,885 $185,658 51410 HOSPITAL AND LIFE INSURANCE $138,942 $159,299 $159,299 $174,644 51420 LONG-TERM DISABILITY $2,969 $4,056 $4,056 $3,618 51440 FICA $48,662 $65,944 $65,944 $74,263 51450 MEDICARE $11,401 $15,423 $15,423 $17,368 51470 WORKERS COMP PREMIUM $1,401 $1,168 $1,167 $2,348 51480 UNEMPLOYMENT COMP(TWC) $4,040 $4,050 $4,050 $4,320 TOTAL PERSONNEL SERVICES $1,144,917 $1,529,132 $1,529,132 $1,660,014 52010 OFFICE SUPPLIES $2,458 $6,590 $6,590 $6,700 52130 TOOLS/EQUIP(NON-CAPITAL) $6,003 $13,550 $12,525 $14,575 52310 FUEL AND LUBRICANTS $513 $2,700 $2,700 $2,200 52630 AUDIO-VISUAL $903 $2,000 $2,000 $2,500 52710 WEARING APPAREL AND UNIFORMS $909 $6,000 $6,000 $6,800 52810 FOOD SUPPLIES $1,046 $2,000 $2,000 $2,500 TOTAL SUPPLIES $11,832 $32,840 $31,815 $35,275 54510 MOTOR VEHICLES $1,810 $1,850 $1,850 $1,850 54530 HEAVY EQUIPMENT $8,400 $8,500 $8,500 $8,000 54610 FURNITURE AND FIXTURES $421 $500 $500 $500 54630 TOOLS AND EQUIPMENT $109 $500 $500 $500 54650 COMMUNICATIONS $148,529 $208,347 $208,347 $215,442 54810 COMPUTER HARD/SOFTWARE $62,530 $75,929 $75,929 $82,364 TOTAL MATERIALS FOR MAINTENANCE $221,799 $295,626 $295,626 $308,656 56040 SPECIAL SERVICES $141,957 $156,608 $156,608 $157,816 56110 COMMUNICATIONS $54,638 $60,900 $60,900 $60,900 56120 911-EMERGENCY SERVICES $140,762 $156,047 $156,047 $156,047 56180 RENTAL $8,811 $0 $0 $0 56210 TRAVEL AND TRAINING $10,679 $18,136 $18,136 $15,138 56250 DUES AND SUBSCRIPTIONS $1,716 $2,511 $2,511 $2,638 TOTAL CONTRACTURAL SERVICES $358,563 $394,202 $394,202 $392,539 TOTAL EMERGENCY COMMUNICATIONS $1,737,111 $2,251,800 $2,250,775 $2,396,484 48 117 _'' 08/23/2022 Item 1. CITY OF WYLIE ANIMAL SERVICES DEPARTMENT DESCRIPTION Animal Services is a division of the Police Department.The division's primary function is to safeguard the public's health and safety and ensure responsible pet ownership. Responsibilities include responsive action, investigation,and enforcement of all local,state,and federal laws pertaining to animals within its jurisdiction. Its mission is to provide a safe, maintained,clean and compassionate environment for all animals sheltered in their care.They will foster and support a coordinated approach with residents, rescue organizations,and wildlife rehabilitators to achieve positive outcomes for as many animals in the community as possible. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to provide our community with a licensed state quarantine facility compliant with all state law regulations. Strategic Goals: Health,Safety,and Well-Being,Workforce, Infrastructure Continue to achieve high positive outcome rates while balancing resources,community safety,and expectations effectively. Strategic Goals:Community-Focused Government,Workforce Reopen volunteer,community service,and community assistance programs through actively seeking,training,and state certifying animal services officers. Strategic Goals: Community-Focused Government, Infrastructure FISCAL YEAR 2022 ACCOMPLISHMENTS The Texas Department of State Health Services and annual veterinary facility inspections were positive in all areas without infractions. Strategic Goals: Health,Safety,and Well-Being,Workforce, Infrastructure Accomplished an above ninety-five percent positive outcome rate for 2021. Strategic Goals:Workforce,Community-Focused Government Improved workflow efficiency of shelter operations through the implementation of online pet licensing. Strategic Goals:Workforce, Infrastructure,Community Focused Government Improved workflow efficiency of field services through a complete revision of Chapter 18 Animal Ordinances.Complying with state and federal laws,department standards, community expectations,and proactively addressing future law changes. Strategic Goals:Workforce, Infrastructure BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Animal Control Manager 1.0 1.0 1.0 1.0 Lead Animal Control Officer 1.0 1.0 1.0 1.0 Animal Control Officer 4.0 4.0 5.0 5.0 Kennel Attendant 0.5 0.5 0.5 0.5 Administrative Assistant 1.0 1.0 0.0 0.0 TOTAL 7.5 7.5 7.5 7.5 49 118 08/23/2022 Item 1. ANIMAL SERVICES CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE BENCHMARK FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ Pet Data Pet Licensing 3%Increase 1183 1043(12% 856 Projection 882(3%increase) decrease) (18%decrease) Calls for Service(CFS) 3%Increase 2226 1641(26% 1690(3% 1741(3% decrease) increase) increase) Positive Outcome of Domestic Impounded 90%Live Outcome 97.08% 95.89%(1.19% 96%Projection 90%Target Animals decrease) (.11%increase) 50 119 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND ANIMAL CONTROL FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $224,675 $284,907 $284,907 $341,786 51112 SALARIES-PART TIME $11,375 $12,495 $12,495 $13,545 51130 OVERTIME $20,106 $28,552 $28,552 $33,782 51140 LONGEVITY PAY $1,424 $1,757 $1,757 $1,997 51310 TMRS $37,993 $48,859 $48,859 $58,523 51410 HOSPITAL AND LIFE INSURANCE $40,974 $63,653 $63,653 $75,835 51420 LONG-TERM DISABILITY $994 $1,743 $1,743 $1,265 51440 FICA $15,367 $20,351 $20,351 $24,249 51450 MEDICARE $3,594 $4,720 $4,720 $5,671 51470 WORKERS COMP PREMIUM $4,982 $6,291 $6,291 $6,987 51480 UNEMPLOYMENT COMP(TWC) $1,505 $2,160 $2,160 $2,160 TOTAL PERSONNEL SERVICES $362,988 $475,488 $475,488 $565,800 52010 OFFICE SUPPLIES $4,208 $5,760 $5,760 $5,730 52040 POSTAGE AND FREIGHT $345 $700 $700 $700 52070 COMPUTER SOFTWARE $0 $0 $0 $0 52130 TOOLS/EQUIP(NON-CAPITAL) $7,296 $12,145 $12,145 $10,595 52210 JANITORIAL SUPPLIES $1,530 $3,275 $3,275 $3,275 52250 MEDICAL AND SURGICAL $16,774 $30,320 $30,320 $30,320 52310 FUEL AND LUBRICANTS $3,994 $4,534 $4,534 $13,500 52380 CHEMICALS $2,064 $3,180 $3,180 $3,180 52710 WEARING APPAREL AND UNIFORMS $2,354 $5,405 $5,405 $5,015 52810 FOOD SUPPLIES $463 $975 $975 $975 52990 OTHER $2,423 $4,000 $4,000 $4,000 TOTAL SUPPLIES $41,450 $70,294 $70,294 $77,290 54510 MOTOR VEHICLES $0 $1,500 $1,500 $1,500 54630 TOOLS AND EQUIPMENT $1,863 $3,000 $3,000 $3,000 54650 COMMUNICATIONS $308 $350 $350 $350 TOTAL MATERIALS FOR MAINTENANCE $2,171 $4,850 $4,850 $4,850 56040 SPECIAL SERVICES $3,366 $2,450 $2,450 $9,650 56150 LAB ANALYSIS $139 $600 $600 $600 56210 TRAVEL AND TRAINING $1,258 $5,385 $5,385 $7,059 56250 DUES AND SUBSCRIPTIONS $0 $0 $0 $0 56680 TRASH DISPOSAL $0 $200 $200 $200 TOTAL CONTRACTURAL SERVICES $4,763 $8,635 $8,635 $17,509 58910 BUILDINGS $24,412 $0 $0 $58,000 TOTAL CAPITAL OUTLAY $24,412 $0 $0 $58,000 TOTAL ANIMAL CONTROL $435,784 $559,267 $559,267 $723,449 51 120 .' 08/23/2022 Item 9. CITY OF WYLIE PLANNING DEPARTMENT DESCRIPTION The mission of the Planning Department is to preserve and enhance community quality of life; promote responsible commercial and residential development;encourage re-development for economic vitality,diversity,and equity;and responsibly deliver public services. The Planning Department is responsible for administration of the Planning and Zoning Commission,the Zoning Board of Adjustment,the Historic Review Commission,and the Impact Fee Advisory Committee. It is responsible for the processing and reviewing of requests for changes in zoning, land platting,and commercial site plans.The Planning Department is also responsible for maintaining and recommending updates to the Comprehensive Plan,Zoning Ordinance,and Subdivision Regulations.Additionally,the department performs demographic analysis and other development-related research. FISCAL YEAR 2023 GOALS AND OBJECTIVES Publish an amended Zoning Ordinance that includes website designs and components Strategic Goal: Planning Management Begin preliminary work on Subdivision Regulations amendments for 2023-24 updates. Strategic Goal: Planning Management Coordinate with GIS to provide improved planning related mapping Strategic Goal:Community Focused Government Expand various planning and demographic information and analysis Strategic Goal: Planning Management Begin implementing goals and strategies from the updated Comp Plan Strategic Goal: Health,Safety,and Well-being and Planning Management. FISCAL YEAR 2022 ACCOMPLISHMENTS Completed an updated Comprehensive Master Plan Strategic Goal: Planning Management Analysis of 2020 Census Strategic Goals: Planning Management,Community Focused Government Established Historical Landmark Program Strategic Goal: Planning Management BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Community Development Director 0.0 0.0 0.0 1.0 Planning Manager 1.0 1.0 1.0 0.0 Senior Planner 1.0 1.0 1.0 1.0 Administrative Assistant II 1.0 1.0 1.0 1.0 TOTAL 3.0 3.0 3.0 3.0 52 121 08/23/2022 Item 1. PLANNING CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 ACTUAL ACTUAL TARGET/PROD Zoning Cases(FY 22-May YTD) 12 22 24 Historic Review Commission cases 5 3 4 Site Plans 20 15 23 Plats 31 37 42 Zoning Board of Adjustments variance requests 11 17 10 53 122 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND PLANNING FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $207,802 $216,458 $216,458 $247,707 51130 OVERTIME $0 $0 $0 $0 51140 LONGEVITY PAY $1,844 $1,985 $1,985 $2,129 51310 TMRS $32,474 $33,858 $33,858 $38,724 51410 HOSPITAL AND LIFE INSURANCE $26,305 $28,398 $28,398 $32,360 51420 LONG-TERM DISABILITY $921 $1,188 $1,188 $917 51440 FICA $12,761 $13,544 $13,544 $15,490 51450 MEDICARE $2,984 $3,168 $3,168 $3,623 51470 WORKERS COMP PREMIUM $864 $274 $274 $287 51480 UNEMPLOYMENT COMP(TWC) $756 $810 $810 $810 TOTAL PERSONNEL SERVICES $286,711 $299,683 $299,683 $342,047 52010 OFFICE SUPPLIES $606 $1,500 $1,500 $1,650 52810 FOOD SUPPLIES $165 $275 $275 $300 TOTAL SUPPLIES $770 $1,775 $1,775 $1,950 56040 SPECIAL SERVICES $52 $14,000 $14,000 $5,500 56080 ADVERTISING $4,916 $6,000 $6,000 $6,000 56210 TRAVEL AND TRAINING $2,233 $8,250 $8,250 $11,300 56250 DUES AND SUBSCRIPTIONS $635 $1,200 $1,200 $1,500 TOTAL CONTRACTURAL SERVICES $7,836 $29,450 $29,450 $24,300 TOTAL PLANNING $295,316 $330,908 $330,908 $368,297 54 123 08/23/2022 Item 1. CITY OF WYLIE BUILDING INSPECTIONS ORGUNIT DESCRIPTION The mission of the Building Inspections Department is to provide for the health, safety, and welfare of the citizens, business owners and visitors to our city thorough knowledge and exceptional service pertaining to the building, electrical, plumbing, mechanical,and energy code regulations which supports our commitment to the safety of the citizens and to the integrity of the department.Our commitment starts at the front counter and continues through the plan review stage then throughout the field inspection stage to assure compliance with the city's codes and ordinances. This Organizational Unit contains the City of Wylie Building Inspections department.The department performs 4 essential functions. 1. Permit administration and records retention 2. Plan Review 3. Field Inspections 4. Issuance and maintenance of Certificates of Occupancy FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue with the selection process and implementation of software to replace outgoing IMPACT software.The new software will have a true customer portal and will operate on a multi-departmental platform, providing for more efficient operations and service. Strategic Goal: Community Focused Government Continue to amass additional certifications,which is ongoing from year to year. Strategic Goal: Workforce Electronic document storage/retention. Strategic Goals: Infrastructure,Workforce Adopt updated Editions of all ICC codes in preparation for ISO audit. Strategic Goal: Community Focused Government FISCAL YEAR 2022 ACCOMPLISHMENTS Permits Issued (estimated total for September 30 2022) Single-Family Detached 395 Single-Family Attached 168 Finished Commercial Buildings 15 Commercial Tenant Finish-out 20 Commercial Re-model 30 Commercial Shell Building 5 Accessory/Storage Building 175 Certificates of Occupancy 100 Concrete 58 Fence 591 Irrigation 335 Foundation Repair 127 Patio Cover 148 Plumbing-Water Heaters and Sewer Repairs 588 Signs 132 Swimming Pools 46 Signs 147 Strategic Goal: Health,Safety and Well-Being Adopted the 2021 International Codes with North Central Texas Council of Government amendments and the 2020 National Electrical Code. 55 124 08/23/2022 Item 9. BUILDING INSPECTIONS CONTINUED Strategic Goal:Workforce Added approximately 25 ICC certifications,with one inspector obtaining Master Code Professional status. Strategic Goal:Workforce Department moved up one step in ISO rating from the last evaluation four years ago. Strategic Goal:Community Focused Government Added the fifth Texas Plumbing Inspector license to the department,after only having two for several years. Strategic Goal:Workforce Implemented MyGov Building Inspections software,which allows for mostly electronic permitting, plan review,contractor registration and inspections. Most applicants now apply and monitor their permit applications from their office or home, but the department offers two kiosk workstations if in-person business is desired. Strategic Goal:Community Focused Government. Conducted permit fee schedule study and adopted new permit fees which is generating a great deal more revenue than last year, particularly on single-family permits. Moved from a combination fee schedule with a set amount plus square footage to a total square footage based system. Maintained Wylie's fees to be competitive with surrounding municipalities. Strategic Goal: Infrastructure BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Chief Building Official 1.0 1.0 1.0 1.0 Plans Examiner 1.0 1.0 1.0 1.0 Building Inspector 3.0 3.0 3.0 3.0 Permit Technician 1.0 1.0 1.0 1.0 TOTAL 6.0 6.0 6.0 6.0 ACTIVITY DEMAND J ACTIVITY WORKLOAD MEASURE FY 2022 FY 2022 FY 2023 TARGET/PROD ESTIMATE TARGET/PROJ Turnaround single family permits in 7 business days from time of 7 days 7 days submission. Research remote virtual inspection technology. Partial implementation calendar 2022 Work with IT to close all permit data from the IMPACT database system and End of FY 22-23 backup data so the IMPACT server can be shut down.Goal will be the end of FY 22-23. 56 125 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND BUILDING INSPECTIONS FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $367,521 $382,426 $382,426 $372,861 51130 OVERTIME $10,219 $6,100 $6,100 $6,222 51140 LONGEVITY PAY $916 $1,185 $1,185 $1,473 51310 TMRS $59,150 $60,405 $60,405 $58,986 51410 HOSPITAL AND LIFE INSURANCE $81,572 $67,166 $67,166 $74,172 51420 LONG-TERM DISABILITY $1,766 $2,096 $2,096 $1,380 51440 FICA $21,930 $24,163 $24,163 $23,594 51450 MEDICARE $5,129 $5,651 $5,651 $5,518 51470 WORKERS COMP PREMIUM $822 $1,030 $1,030 $872 51480 UNEMPLOYMENT COMP(TWC) $1,512 $1,620 $1,620 $1,620 TOTAL PERSONNEL SERVICES $550,536 $551,841 $551,842 $546,698 52010 OFFICE SUPPLIES $3,791 $4,700 $4,700 $4,794 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $850 $850 $885 52310 FUEL AND LUBRICANTS $4,495 $4,818 $4,818 $13,500 52710 WEARING APPAREL AND UNIFORMS $1,673 $2,100 $2,100 $2,142 52810 FOOD SUPPLIES $32 $500 $500 $500 52990 OTHER $0 $0 $0 $0 TOTAL SUPPLIES $9,991 $12,968 $12,968 $21,821 56040 SPECIAL SERVICES $0 $10,000 $10,000 $10,000 56110 COMMUNICATIONS $3,459 $2,520 $2,520 $3,888 56180 RENTAL $0 $0 $0 $0 56210 TRAVEL AND TRAINING $5,326 $8,000 $8,000 $8,160 56250 DUES AND SUBSCRIPTIONS $1,534 $3,300 $3,300 $3,366 56990 OTHER $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $10,320 $23,820 $23,820 $25,414 TOTAL BUILDING INSPECTIONS $570,847 $588,629 $588,630 $593,933 57 126 08/23/2022 Item 1. CITY OF WYLIE CODE ENFORCEMENT DEPARTMENT DESCRIPTION The Code Enforcement department's mission is to make the city a safer and cleaner place to live,work,and play through a cooperative effort between the city and its citizens.We strive to provide prom,courteous,and professional service.The department works to educate the community in order to gain willing compliance and encourage responsible property maintenance.The department also helps maintain property values and a strong tax base.This goal is accomplished by conducting inspections of residential and commercial properties to ensure proper maintenance and compliance of minimum standards. FISCAL YEAR 2023 GOALS AND OBJECTIVES Educate our community so we do not increase violation notices. Strategic Goal:Community Focused Government Continue to attend training for Code Enforcement along with attending meetings on all updated laws and requirements. Strategic Goal:Workforce Due to growth over the past years,the officers strive to continue an active amount of proactive inspections in an attempt to improve curbside appeal in our communities. Strategic Goal:Community Focused Government Continue to conduct research on all vacant homes that appear to be under construction to ensure the proper permits are obtained for remodeling homes. Strategic Goal:Community Focused Government Continue to attend training with the Building Professional Institute and assisting the Building Officials Association of Texas with disaster assessments as needed. Strategic Goals:Community Focused Government;Workforce FISCAL YEAR 2022 ACCOMPLISHMENTS Researched and reviewed Code Enforcement software packages in hopes to obtain a system that would assist the officers in being more efficient. Strategic Goals:Workforce Assisted Building Inspection in implementing and entering data into the new MyGov Software for Building Inspection and Permitting. Strategic Goals:Workforce Adjusted inspection techniques due to the real estate market changing. Identified multiple homes with construction projects that were not permitted. Strategic Goal:Community Focused Government BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Code Enforcement Officer 2.0 2.0 2.0 2.0 Permit Technician 1.0 1.0 1.0 1.0 TOTAL 3.0 3.0 3.0 3.0 58 127 08/23/2022 Item 9. CODE ENFORCEMENT CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2021 FY 2022 FY 2023 ACTUAL TARGET/PROJ TARGET/PROD Non-Compliance Notifications-First Notice of Violation 1,080 2,250 2,400 Public Nuisance 530 567 Final Notices-Second Notice of Violation 500 535 Blocked Sidewalk 53 56 Closed Cases 2,675 2,862 High Grass and Weeds 547 785 840 Bulk and Debris 425 480 514 Address Numbers 165 176 Trees/Vegetation in Public Right of Way 100 107 Junk Vehicle 60 64 Fence Maintenance 70 75 Off-Street Parking 95 100 EFFICIENCY/EFFECTIVENESS MEASURE FY 2022 FY 2023 TARGET/PROD TARGET/PROJ Code Enforcement will conduct research of the law as to help with the enforcement of repeat FY 22-23 violations. At the current time,we have the minimum state law,stating,a notice must be given for a violation and the owner/occupant will have seven days to correct the violation. If the person corrects the violation the case is closed.If the same violation occurs again,the process starts over. Code Enforcement is conducting research to change the ordinances to help with repeat offenders.With the new ordinance only one notice will be given for the same violation within the sixth month time frame. If the same violation reoccurs within a sixth month time frame a notice of violation will not be required and enforcement actions may take place. Review other municipalities regulations regarding notice of violations for accumulation of FY 22-23 outside storage.Current ordinance language is weak in this area. 59 128 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND CODE ENFORCEMENT FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $154,755 $159,178 $159,178 $166,982 51130 OVERTIME $0 $3,068 $3,068 $3,130 51140 LONGEVITY PAY $1,300 $1,437 $1,437 $1,580 51310 TMRS $24,327 $25,371 $25,371 $26,612 51410 HOSPITAL AND LIFE INSURANCE $17,417 $17,253 $17,253 $19,763 51420 LONG-TERM DISABILITY $692 $880 $880 $618 51440 FICA $9,318 $10,149 $10,149 $10,645 51450 MEDICARE $2,179 $2,374 $2,374 $2,490 51470 WORKERS COMP PREMIUM $304 $296 $296 $272 51480 UNEMPLOYMENT COMP(TWC) $756 $810 $810 $810 TOTAL PERSONNEL SERVICES $211,048 $220,815 $220,816 $232,902 52010 OFFICE SUPPLIES $1,258 $1,260 $1,260 $1,285 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $300 $300 $306 52310 FUEL AND LUBRICANTS $351 $2,514 $2,514 $5,400 52710 WEARING APPAREL AND UNIFORMS $1,137 $1,500 $1,500 $1,734 52810 FOOD SUPPLIES $0 $150 $150 $153 TOTAL SUPPLIES $2,746 $5,724 $5,724 $8,878 54630 TOOLS AND EQUIPMENT $0 $200 $200 $204 54650 COMMUNICATIONS $205 $1,440 $1,440 $0 TOTAL MATERIALS FOR MAINTENANCE $205 $1,640 $1,640 $204 56040 SPECIAL SERVICES $0 $10,000 $10,000 $10,200 56080 ADVERTISING $0 $1,000 $1,000 $1,000 56110 COMMUNICATIONS $2,285 $2,880 $2,880 $2,904 56210 TRAVEL AND TRAINING $375 $2,800 $2,800 $2,856 56250 DUES AND SUBSCRIPTIONS $150 $560 $560 $571 56530 COURT AND LEGAL COSTS $1,140 $5,000 $5,000 $5,100 56810 MOWING SERVICES $1,725 $12,000 $12,000 $12,240 TOTAL CONTRACTURAL SERVICES $5,675 $34,240 $34,240 $34,871 TOTAL CODE ENFORCEMENT $219,673 $262,419 $262,420 $276,855 60 129 08/23/2022 Item 1. CITY OF WYLIE STREETS DEPARTMENT DEPARTMENT DESCRIPTION The Streets Department comprises four divisions;Street Maintenance,Stormwater,Signs and Signals,and Fleet Services. These 21 employees are responsible for maintaining approximately 270 miles of streets and alleys, sidewalks throughout the city, 200 miles of Stormwater conveyance, 26 traffic signal intersections,95 School Zone lights,street signs and roadway markings within city limits, and approximately 160 city vehicles. In addition,the Streets division picks up trash,trims weeds, brush,and trees in public rights-of-ways, and performs mosquito surveillance and fogging. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue mosquito surveillance and control throughout the City for mosquito-borne disease. Strategic Goal: Health,Safety,and Well-Being Continue GIS mapping of regulatory street signs and stormwater infrastructure. Strategic Goal: Health,Safety,and Well-Being Maintain all facets of the traffic signal network for motorists and pedestrians. Strategic Goal: Infrastructure Continue stormwater infrastructure maintenance city-wide, including clearing, repairing,and replacing pipe,culverts, inlets, and channels. Strategic Goal: Health, Safety, and Well-Being Complete and submit the Annual Storm Water Report to TCEQ. Strategic Goal: Health,Safety, and Well-Being Continue installation and repair of street signs, markings,and striping for school zones,crosswalk areas, lane line delineations,and road closings. Strategic Goal: Health, Safety, and Well-Being Continue severe weather event emergency response for flooding,snow,and ice, including street sanding, potable water protection, and high water barricading. Strategic Goal: Health,Safety,and Well-Being Continue asphalt and concrete repairs as needed to streets,alleys,curbs,and gutters. Strategic Goal: Infrastructure Continue repairing and installing sidewalk panels city-wide as needed. Strategic Goal: Infrastructure Continue asphalt overlay on city streets. Strategic Goal: Infrastructure FISCAL YEAR 2022 ACCOMPLISHMENTS Completed annual mosquito surveillance and control throughout the City for mosquito-borne disease. Strategic Goal: Health,Safety, and Well-Being Continued replacement of street name and regulatory signs that fail to meet visibility safety standards. Strategic Goal: Health,Safety, and Well-Being Maintained all facets of the traffic signal network for motorists and pedestrians, including coordination with TxDOT to maintain State on-system intersections. Strategic Goal: Health,Safety, and Well-Being 61 130 08/23/2022 Item 9. STREETS DEPARTMENT CONTINUED Corrected deficiencies found in our railroad quiet zones throughout the city to maintain no train horn usage through these crossings. Strategic goal: Health,Safety,and Well-being Performed stormwater infrastructure maintenance city-wide, including clearing,repairing,and replacing pipe,culverts, inlets,and channels. Strategic Goal: Health,Safety,and Well-Being Completed and submitted the Annual Storm Water Report to TCEQ. Strategic Goal: Health,Safety,and Well-Being Performed annual installation and repair of street signs, markings,and striping for school zones,crosswalk areas,lanes line delineations,and road closings. Strategic Goal: Health,Safety,and Well-Being Responded to the February Winter Storm, including sanding roadways and assisting with customer water issues. Strategic Goal: Health,Safety,and Well-Being Performed asphalt and concrete street repairs as needed to streets,alleys,curbs,and gutters. Strategic Goal: Infrastructure Continued program to repair and install sidewalk panels and handicap ramps city-wide as requested or needed. Strategic Goal: Infrastructure Overlaid approximately 2.5 miles of roadway with new asphalt. Strategic Goal: Infrastructure Repaired 15 locations of street settlements that were holding water. Strategic Goal: Infrastructure Filled approximately 210 potholes on asphalt and concrete streets city-wide. Strategic Goal: Infrastructure Performed routine maintenance on 26 traffic lights city-wide. Strategic Goal: Infrastructure Cleaned drainage ditches on Jefferson, Keefer,and Marble Strategic Goal: Infrastructure Completed approximately 40 inhouse sidewalk rehabilitation projects Strategic Goal: Infrastructure Replaced failing drainage headwall on Foxwood Ln. Strategic Goal: Infrastructure 62 131 08/23/2022 Item 9. STREETS DEPARTMENT CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Public Works Superintendent 1.0 1.0 0.0 0.0 Streets Manager 0.0 0.0 1.0 1.0 Streets Supervisor 1.0 1.0 0.0 0.0 Crew Leader 4.0 4.0 4.0 4.0 Fleet Maintenance Coordinator 1.0 1.0 1.0 1.0 Equipment Operator 2.0 2.0 3.0 3.0 Lead Signal Technician 0.0 0.0 1.0 1.0 Maintenance Worker II 4.0 4.0 4.0 4.0 Maintenance Worker 6.0 7.0 7.0 7.0 TOTAL 19.00 20.00 21.00 21.00 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 ACTUAL ACTUAL TARGET/PROJ STREET DIVISION 308 286 290 Potholes filled on asphalt&concrete roadways during the fiscal year SIGNS&SIGNALS DIVISION 85 45 Amount of total work orders completed and closed during the fiscal year. STORMWATER DIVISION 27 49 Inspection of the stormwater outfall system MS4 in various subdivisions during the reporting period. STREET DIVISION 123 91 The number of sidewalk requests that were completed and closed out during the fiscal year. SIGNS&SIGNALS DIVISION 10 26 26 The total number of traffic signals maintained by the City Of Wylie. EFFICIENCY/EFFECTIVENESS MEASURE BENCHMARK FY 2020 FY 2021 FY 2022 ACTUAL ACTUAL TARGET/PROD POT-HOLE COMPLAINTS:Survey and repair(fill)damaged area within same day 36 hour 24 hour 24 hour 24 hrs.of receiving notification of repair needed. response response response response or sooner CDL license Class A:Continuation of training new employees to 6 months 75% 90%employees obtain CDL license within 6 months of hire-in. employees certified certified Sidewalk Complaints:Assess,meet with the resident, and schedule Within 24 hours 36 hours 24 hours within 24 hours replacement if needed. Address deficiencies in streets,sidewalks,pavement markings,and 100% stormwater in Zone 1 of the Public Works Map 63 132 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND STREETS FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $819,697 $856,083 $856,083 $951,704 51130 OVERTIME $38,521 $26,300 $26,300 $28,110 51140 LONGEVITY PAY $6,296 $7,187 $7,187 $5,016 51310 TMRS $134,437 $136,597 $136,597 $152,649 51410 HOSPITAL AND LIFE INSURANCE $185,968 $231,690 $231,690 $215,788 51420 LONG-TERM DISABILITY $4,215 $5,141 $5,141 $3,521 51440 FICA $50,108 $54,639 $54,639 $61,059 51450 MEDICARE $11,719 $12,778 $12,778 $14,280 51470 WORKERS COMP PREMIUM $17,453 $21,115 $21,115 $21,012 51480 UNEMPLOYMENT COMP(TWC) $5,918 $5,940 $5,940 $5,670 TOTAL PERSONNEL SERVICES $1,274,331 $1,357,470 $1,357,470 $1,458,809 52010 OFFICE SUPPLIES $345 $80 $80 $80 52040 POSTAGE AND FREIGHT $125 $250 $250 $250 52130 TOOLS/EQUIP(NON-CAPITAL) $11,436 $26,050 $26,050 $23,950 52250 MEDICAL AND SURGICAL $0 $500 $500 $500 52310 FUEL AND LUBRICANTS $22,976 $30,000 $30,000 $41,870 52380 CHEMICALS $2,798 $3,000 $3,000 $3,000 52510 BOTANICAL AND AGRICULTURAL $1,291 $1,500 $1,500 $2,000 52710 WEARING APPAREL AND UNIFORMS $6,631 $18,220 $18,220 $18,100 52810 FOOD SUPPLIES $1,946 $2,100 $2,100 $2,000 TOTAL SUPPLIES $47,549 $81,700 $81,700 $91,750 54210 STREETS AND ALLEYS $1,274,528 $1,590,550 $1,811,299 $2,146,656 54220 SIDEWALKS $0 $200,000 $200,000 $200,000 54230 DRAINAGE $0 $180,000 $180,000 $150,000 54250 STREET SIGNS AND MARKINGS $156,765 $168,070 $148,070 $187,500 54530 HEAVY EQUIPMENT $35,596 $35,000 $35,000 $40,000 54630 TOOLS AND EQUIPMENT $2,768 $2,500 $2,500 $2,500 54990 OTHER $0 $776,705 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $1,469,657 $2,952,825 $2,376,869 $2,726,656 56040 SPECIAL SERVICES $20,716 $202,000 $202,000 $93,500 56110 COMMUNICATIONS $20,629 $19,380 $19,380 $18,000 56150 LAB ANALYSIS $0 $1,000 $1,000 $1,000 56180 RENTAL $3,068 $12,000 $12,000 $12,000 56210 TRAVEL AND TRAINING $3,185 $14,000 $14,000 $16,200 56250 DUES AND SUBSCRIPTIONS $4,661 $4,460 $4,460 $4,460 56570 ENGINEERING/ARCHITECTURAL $82,059 $212,903 $143,109 $59,794 56680 TRASH DISPOSAL $425 $1,000 $1,000 $1,000 TOTAL CONTRACTURAL SERVICES $134,742 $466,743 $396,949 $205,954 58220 STREET LIGHTS $0 $0 $0 $350,000 58510 MOTOR VEHICLES $0 $125,000 $33,470 $193,530 58570 ENGINEERING/ARCHITECTURAL $0 $0 $0 $60,000 58810 COMPUTER HARD/SOFTWARE $0 $46,000 $0 $46,000 58850 MAJOR TOOLS AND EQUIPMENT $0 $39,000 $18,353 $127,147 TOTAL CAPITAL OUTLAY $0 $210,000 $51,823 $776,677 TOTAL STREETS $2,926,280 $5,068,738 $4,264,811 $5,259,846 64 133 08/23/2022 Item 1. CITY OF WYLIE PARKS DEPARTMENT DEPARTMENT DESCRIPTION The Parks division of the Parks and Recreation Department is responsible for the development and maintenance of parks, landscaped roadway areas, and other public rights of way; including areas located on S. Highway 78, FM 544,and all City facilities. The Department receives supplemental funding from the 4B Sales Tax Revenue Fund found in 4B Parks.Our mission is to spark connection with self,family, and community through meaningful park and recreation experiences. FISCAL YEAR 2023 GOALS AND OBJECTIVES Maintain the quality of maintenance to the City's parks,open spaces, playgrounds,and athletic fields. Strategic Goal: Health,Safety, and Well-Being Continue working with local sports associations on field and infrastructure improvements. Strategic Goal: Planning Management Expand on several park improvements by replacing aging equipment and adding additional staff. Strategic Goal: Infrastructure FISCAL YEAR 2022 ACCOMPLISHMENTS Renewed Tree City USA designation for the 9th consecutive year. Strategic Goal: Community Focused Government Continued quality maintenance to the City's parks,open spaces, playgrounds, and athletic fields. Strategic Goal: Health,Safety,and Well-Being Replaced several aging pieces of equipment(Tennis Court Light Poles at Founders Park, added a few bobcat skid steer attachments). Strategic Goal: Infrastructure Added four new wireless irrigation controllers to the parks for a total of twenty one. This helps Irrigation Tech with troubleshooting the systems while away from the designated park. Strategic Goal: Infrastructure Completed the installation of card reader access to the Parks Administration Building. Strategic Goal: Health, Safety,and Well-Being 65 134 08/23/2022 Item 1. PARKS DEPARTMENT CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Parks & Recreation Director 1.0 1.0 1.0 1.0 Assistant Parks and Recreation Director 0.0 0.0 0.0 1.0 Parks Manager 1.0 1.0 1.0 0.0 Parks Supervisor 1.0 1.0 1.0 2.0 Crew Leader 1.0 1.0 1.0 0.0 Lead Chemical Applicator 2.0 2.0 2.0 2.0 Equipment Operator I 1.0 1.0 1.0 7.0 Equipment Operator II 0.0 0.0 0.0 2.0 Irrigation Technician 1.0 1.0 1.0 1.0 Maintenance Worker II 2.0 2.0 2.0 0.0 Maintenance Worker 6.0 6.0 6.0 0.0 Administrative Assistant II 1.0 1.0 1.0 1.0 Seasonal Worker 0.75 0.75 0.75 0.75 TOTAL 17.75 17.75 17.75 17.75 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PRO] Park Pavilion Rental Participants(Non-Profits) 2,560 2,640 4,950 5,500 Park Pavilion Rental Participants(Community Events) 16,000 18,850 30,050 32,500 Local Athletic Youth Sports Participants 2,721 4,639 5,350 5,500 Park Pavilion Rental Participants 2,064 2,995 3,650 4,000 Number of Playgrounds in Neighborhood Parks 19 19 22 23 Athletic Field Rental Hours(Local Leagues and Select 160 379 900 1,000 Leagues) 66 135 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND PARKS FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $850,625 $847,194 $847,194 $904,634 51112 SALARIES-PART TIME $29,382 $20,802 $20,802 $21,500 51130 OVERTIME $23,510 $25,000 $25,000 $28,500 51140 LONGEVITY PAY $6,792 $7,508 $7,508 $6,904 51310 TMRS $135,525 $136,354 $136,354 $145,706 51410 HOSPITAL AND LIFE INSURANCE $185,736 $159,484 $159,484 $178,564 51420 LONG-TERM DISABILITY $3,654 $4,838 $4,838 $3,347 51440 FICA $53,235 $55,831 $55,831 $59,615 51450 MEDICARE $12,450 $13,058 $13,058 $13,942 51470 WORKERS COMP PREMIUM $7,692 $8,930 $8,930 $9,208 51480 UNEMPLOYMENT COMP(TWC) $5,336 $5,400 $5,400 $5,400 TOTAL PERSONNEL SERVICES $1,313,936 $1,284,399 $1,284,399 $1,377,320 52010 OFFICE SUPPLIES $1,867 $3,030 $3,030 $3,030 52130 TOOLS/EQUIP(NON-CAPITAL) $19,615 $20,200 $20,200 $12,000 52210 JANITORIAL SUPPLIES $6,171 $7,000 $7,000 $7,000 52250 MEDICAL AND SURGICAL $312 $1,500 $1,500 $1,500 52310 FUEL AND LUBRICANTS $29,664 $35,065 $35,065 $50,800 52380 CHEMICALS $57,593 $59,000 $59,000 $59,000 52510 BOTANICAL AND AGRICULTURAL $26,039 $26,000 $26,000 $26,000 52550 IRRIGATION SYSTEM PARTS $28,770 $29,000 $29,000 $29,000 52610 RECREATIONAL SUPPLIES $81,953 $84,600 $84,600 $84,600 52710 WEARING APPAREL AND UNIFORMS $9,747 $15,030 $15,030 $15,030 52810 FOOD SUPPLIES $2,662 $2,700 $2,700 $2,700 TOTAL SUPPLIES $264,393 $283,125 $283,125 $290,660 54210 STREETS AND ALLEYS $6,697 $7,000 $7,000 $7,000 54250 STREET SIGNS AND MARKINGS $8,161 $10,000 $10,000 $10,000 54530 HEAVY EQUIPMENT $23,537 $25,750 $25,750 $25,750 54630 TOOLS AND EQUIPMENT $2,661 $2,600 $2,600 $2,600 54910 BUILDINGS $12,913 $43,000 $43,000 $13,000 TOTAL MATERIALS FOR MAINTENANCE $53,970 $88,350 $88,350 $58,350 56040 SPECIAL SERVICES $537,378 $631,485 $631,485 $631,485 56110 COMMUNICATIONS $9,436 $12,720 $12,720 $14,640 56180 RENTAL $13,695 $16,200 $16,200 $23,400 56210 TRAVEL AND TRAINING $21,848 $25,250 $25,250 $25,250 56250 DUES AND SUBSCRIPTIONS $3,746 $7,040 $7,040 $7,040 56570 ENGINEERING/ARCHITECTURAL $11,000 $0 $0 $0 56610 UTILITIES-ELECTRIC $89,296 $122,465 $122,465 $122,465 56630 UTILITIES-WATER $269,982 $200,000 $200,000 $225,000 56680 TRASH DISPOSAL $1,552 $2,000 $2,000 $2,000 TOTAL CONTRACTURAL SERVICES $957,933 $1,017,160 $1,017,160 $1,051,280 58510 MOTOR VEHICLES $26,999 $0 $0 $0 58850 MAJOR TOOLS AND EQUIPMENT $0 $150,000 $150,000 $0 TOTAL CAPITAL OUTLAY $26,999 $150,000 $150,000 $0 TOTAL PARKS $2,617,231 $2,823,034 $2,823,034 $2,777,610 67 136 08/23/2022 Item 1. CITY OF WYLIE LIBRARY DEPARTMENT DESCRIPTION The Library's mission statement is to inspire, inform and interact.The library staff strives to inspire through quality programs such as storytime, inform through a quality collection in a variety of formats and interact as a vibrant part of the community. The Smith Public Library also offers wifi,computers for public use,streaming services,services to the business community and meeting spaces.We are organized into four different departments:Technical Services, Circulation,Adult Services and Youth Services.Our outreach efforts include services to Wylie I.S.D. as well as fruitful partnerships with other local organizations such as the Chamber of Commerce and Collin College. FISCAL YEAR 2023 GOALS AND OBJECTIVES Partnering with Collin College to provide events. Strategic Goal: Community Focused Government Partnering with the Chamber of Commerce to provide resources for local businesses. Strategic Goal:Community Focused Government Create a digital media lab for small business use. Strategic Goal: Community Focused Government With input from Wylie I.S.D. staff,create a large print collection in youth services for vision impaired students. Strategic Goal: Community Focused Government Expand STEAM kits to include specialized content targeting specific issues and interests. Strategic Goal:Culture Introduce staff to a variety of people from other City departments and community organizations at staff meetings to expand their knowledge about city and community services. Strategic Goal: Workforce Purchase, implement and train staff on new sorter. Strategic Goal:Workforce Expand and improve the library garden. Strategic Goal:Community Focused Government FISCAL YEAR 2022 ACCOMPLISHMENTS Items Checked Out: 620,034(including 65,026 digital items) Programs Offered:415 (In-person and virtual) Program Attendance:99,777(In-person and virtual) Implemented 2 new streaming services adding hundreds of thousands of items to the digital collection. Over 4,500 hours logged on our learning databases. Over 19,000 searches on online databases such as Ancestry and Data Axle. Expanded Silver Linings Deliveries to anyone with a mobility impairment. Strategic Goals: Health,Safety and Well-Being,Community Focused Government Implemented Kanopy and Hoopla,two new streaming services for patron use. Strategic Goals:Workforce, Community Focused Government Received funds to update the library sorter. Strategic Goals: Infrastructure Completed the three year strategic plan. Strategic Goal: Community Focused Government 2021 Achievement of Library Excellence Award from the Texas Municipal Library Directors Association. Strategic Goal: Community Focused Government 68 137 08/23/2022 Item 1. LIBRARY CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Library Director 1.0 1.0 1.0 1.0 Assistant Library Director 0.0 0.0 1.0 1.0 Public Services Supervisor 1.0 1.0 1.0 1.0 Youth Services Supervisor 1.0 1.0 1.0 1.0 Circulation Services Supervisor 1.0 1.0 1.0 1.0 Children's Services Librarian 2.0 2.0 2.0 2.0 Teen Services Librarian 1.0 1.0 1.0 1.0 Adult Services Librarian 2.0 2.0 2.0 2.0 Electronic Services Librarian 1.0 1.0 0.0 0.0 Technical Librarian 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 Reference Assistant 7.0 7.0 7.0 7.0 Library Technician 6.0 6.0 6.0 6.0 Library Clerk 2.0 2.0 2.0 1.5 TOTAL 27.0 27.0 27.0 26.5 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ Circulation(Check-outs and renewals of physical items) 401,659 555,851 564,189 572,652 Library Visitors(Door Count)2 152,594 129,398 142,337 156,570 Holds Processed 60,890 64,186 64,186 64,186 New Registered Borrowers 2,810 3,765 4,141 4,555 Drive-Thru Window 3,494 4,860 3,402 2,552 EFFICIENCY/EFFECTIVENESS MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PROD Texas State Library Annual Report for Accreditation April 1 April 8 April 15 April 15 Texas Municipal Library Directors Association Library of Excellence December December 16 December 15 Application 29 69 138 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND LIBRARY FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $917,509 $917,435 $917,435 $986,814 51112 SALARIES-PART TIME $216,112 $286,865 $286,865 $331,642 51130 OVERTIME $487 $0 $0 $0 51140 LONGEVITY PAY $5,672 $5,952 $5,952 $6,449 51310 TMRS $172,504 $179,326 $179,326 $204,713 51410 HOSPITAL AND LIFE INSURANCE $136,834 $144,445 $144,445 $166,613 51420 LONG-TERM DISABILITY $3,864 $5,137 $5,137 $3,651 51440 FICA $70,079 $75,036 $75,036 $82,144 51450 MEDICARE $16,389 $17,549 $17,549 $19,211 51470 WORKERS COMP PREMIUM $1,524 $1,890 $1,890 $2,040 51480 UNEMPLOYMENT COMP(TWC) $8,983 $9,180 $9,180 $9,180 TOTAL PERSONNEL SERVICES $1,549,956 $1,642,814 $1,642,815 $1,812,457 52010 OFFICE SUPPLIES $42,266 $43,076 $43,076 $41,750 52040 POSTAGE AND FREIGHT $4,760 $4,800 $4,800 $4,800 52070 COMPUTER SOFTWARE $0 $0 $0 $0 52130 TOOLS/EQUIP(NON-CAPITAL) $40,252 $15,181 $15,181 $2,350 52510 BOTANICAL AND AGRICULTURAL $0 $0 $0 $0 52620 LIBRARY BOOKS $143,402 $147,631 $147,631 $150,895 52630 AUDIO-VISUAL $81,127 $112,694 $112,694 $116,450 52810 FOOD SUPPLIES $775 $600 $600 $600 52990 OTHER $0 $0 $0 $0 TOTAL SUPPLIES $312,580 $323,982 $323,982 $316,845 54810 COMPUTER HARD/SOFTWARE $22,906 $39,723 $39,723 $41,345 54910 BUILDINGS $2,245 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $25,151 $39,723 $39,723 $41,345 56040 SPECIAL SERVICES $42,677 $36,539 $36,539 $37,520 56110 COMMUNICATIONS $8,715 $0 $0 $0 56210 TRAVEL AND TRAINING $4,755 $12,842 $12,842 $12,800 56250 DUES AND SUBSCRIPTIONS $2,197 $2,798 $2,798 $2,855 TOTAL CONTRACTURAL SERVICES $58,343 $52,179 $52,179 $53,175 58850 MAJOR TOOLS AND EQUIPMENT $0 $120,000 $0 $120,000 TOTAL CAPITAL OUTLAY $0 $120,000 $0 $120,000 TOTAL LIBRARY $1,946,031 $2,178,698 $2,058,699 $2,343,822 70 139 08/23/2022 Item 9. CITY OF WYLIE GENERAL FUND COMBINED SERVICES DEPARTMENT DESCRIPTION This department reflects expenditures incurred by the City's General Fund,as a single entity, in the conduct of its operations. These expenditures include sanitation contracts,insurance premiums,communications, utilities, postage and other miscellaneous expenses. 71 140 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 100-GENERAL FUND GF COMBINED SERVICES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52040 POSTAGE AND FREIGHT $19,861 $20,000 $20,000 $20,000 TOTAL SUPPLIES $19,861 $20,000 $20,000 $20,000 54510 MOTOR VEHICLES $187,520 $200,000 $200,000 $200,000 54810 COMPUTER HARD/SOFTWARE $4,200 $12,000 $12,000 $12,000 TOTAL MATERIALS FOR MAINTENANCE $191,720 $212,000 $212,000 $212,000 56040 SPECIAL SERVICES $222,040 $202,967 $202,967 $389,127 56110 COMMUNICATIONS $135,058 $130,000 $130,000 $138,600 56310 INSURANCE $292,867 $394,000 $394,000 $394,000 56570 ENGINEERING/ARCHITECTURAL $3,070 $0 $0 $52,380 56610 UTILITIES-ELECTRIC $350,946 $200,000 $200,000 $217,800 56612 STREET LIGHTING $476,046 $480,000 $480,000 $500,000 56630 UTILITIES-WATER $42,583 $30,000 $30,000 $44,625 56660 UTILITIES-GAS $21,784 $45,600 $45,600 $23,000 56680 TRASH DISPOSAL $2,258,056 $2,116,350 $2,116,350 $2,491,637 56990 OTHER $36,425 $40,000 $40,000 $40,000 TOTAL CONTRACTURAL SERVICES $3,838,876 $3,638,917 $3,638,917 $4,291,169 57410 PRINCIPAL PAYMENT $331,574 $331,666 $279,286 $108,405 57415 INTEREST EXPENSE $23,681 $25,474 $25,474 $9,218 TOTAL DEBT SERVICE AND CAP.REPL $355,255 $357,140 $304,760 $117,623 59131 TRANSFER TO SPECIAL REVENUE $0 $3,070 $3,070 $0 59430 TRANSFER TO CAPITAL PROJ FUND $272,775 $7,003,602 $7,003,602 $0 TOTAL OTHER FINANCING(USES) $272,775 $7,006,672 $7,006,672 $0 TOTAL GF COMBINED SERVICES $4,678,487 $11,234,729 $11,182,349 $4,640,792 72 141 08/23/2022 Item 1. CITY OF WYLIE UTILITY FUND FUND DESCRIPTION The City's water and wastewater utilities are financed and operated in a manner similar to private business enterprises,where costs of providing services to the public are financed primarily through user charges. Departments in the fund include Utility Administration,Water,Wastewater, Utility Billing and Utility Fund Combined Services. 73 142 08/23/2022 Item 1. City Of Wylie Fund Summary Utility Fund Audited Utility Fund Ending Balance 09/30/21 $ 24,740,623 (615) C.O. 2007 Total Equity (79,927) (620) Sewer Repair& Replacement Total Equity (2,252,904) (625) C.O. 2017 Total Equity (1,451,153) Net Fund 611 Unrestricted 20,956,639 Projected '22 Revenues 25,211,725 Available Funds 46,168,364 Projected '22 Expenditures (23,655,733) a) Estimated Ending Fund Balance 09/30/22 $ 22,512,631 Estimated Beginning Fund Balance-10/01/22 $ 22,512,631 Proposed Revenues '23 26,027,619 b) Proposed Expenditures'23 (24,191,271) New Fleet and Equipment One Time Uses $ (687,600) Carryforward Expenditures $ (2,082,268) Estimated Ending Fund Balance 09/30/23 $ 21,579,111 c) a) Carry forward items are taken out of projected 2022 expense and included in 2023 expense. See manager's letter for detailed list totalling$2,082,268. b)Assumes 7.00%water rate increase and 2.75%sewer rate increase per the 2020 rate study. c) Policy requirement is 90 days of operating expenditures. This Ending Fund Balance is 322 days. 74 143 08/23/2022 Item 1. UTILITY FUND SUMMARY OF REVENUES AND EXPENDITURES 2020-2021 2021-2022 2021-2022 2022-2023 ACTUAL BUDGET PROJECTED PROPOSED REVENUES: Service Fees 24,174,503 25,091,934 25,091,934 25,933,619 Interest&Misc. Income 20,646 78,500 87,950 94,000 Other Financing Sources 1,639,762 31,841 31,841 - TOTAL REVENUES 25,834,911 25,202,275 25,211,725 26,027,619 EXPENDITURES: Utility Administration 873,348 1,106,839 855,164 657,213 Water 1,505,162 5,648,591 3,825,586 4,208,355 Engineering - 447,538 447,539 1,101,015 Wastewater 982,566 1,347,231 1,339,641 1,337,397 Utility Billing 949,663 1,320,992 1,320,992 1,241,167 Combined Services 13,424,705 15,866,811 15,866,811 18,415,992 TOTAL EXPENDITURES 17,735,444 25,738,002 23,655,733 26,961,139 75 144 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND UTILITY FUND REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 44135 WEEKEND INSPECTION FEES $62,300 $50,000 $50,000 $50,000 44511 WATER SALES $11,030,466 $11,649,554 $11,649,554 $12,300,891 44512 SEWER SALES $12,416,039 $12,721,872 $12,721,872 $12,871,728 44513 SEWER PASS THRU $0 $0 $0 $0 44514 SEWER SALES-BULK $218,163 $175,000 $175,000 $260,000 44515 PENALTY $176,051 $210,000 $210,000 $195,000 44516 WATER TAP FEES $77,544 $60,000 $60,000 $60,000 44517 SEWER TAP FEES $10,720 $12,000 $12,000 $12,000 44518 TURN ON/OFF FEES $31,750 $40,000 $40,000 $40,000 44519 WATER SALES-BULK $33,270 $48,000 $48,000 $24,000 44520 UTILITY PRETREATMENT FEES $118,201 $125,508 $125,508 $120,000 44561 IMPACT FEES-WATER $0 $0 $0 $0 44563 IMPACT FEES-SEWER $0 $0 $0 $0 TOTAL SERVICE FEES $24,174,503 $25,091,934 $25,091,934 $25,933,619 46110 ALLOCATED INTEREST EARNINGS $8,732 $8,500 $17,950 $24,000 46210 BANK MONEY MARKET INTEREST $45,919 $0 $0 $0 TOTAL INTEREST INCOME $54,651 $8,500 $17,950 $24,000 48410 MISCELLANEOUS INCOME ($96,799) $50,000 $50,000 $50,000 48412 MISC REVENUE UTILITY $16,930 $20,000 $20,000 $20,000 48430 GAIN/(LOSS)SALE OF CAP ASSETS $45,863 $0 $0 $0 TOTAL MISCELLANEOUS INCOME ($34,005) $70,000 $70,000 $70,000 49410 CONTRIBUTIONS-WATER $511,360 $0 $0 $0 49420 CONTRIBUTIONS-SEWER $1,124,684 $0 $0 $0 49600 INSURANCE RECOVERIES $3,718 $31,841 $31,841 $0 49911 TRANSFER FROM GEN CAP ASSETS $0 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $1,639,762 $31,841 $31,841 $0 TOTAL UTILITY FUND REVENUES $25,834,911 $25,202,275 $25,211,725 $26,027,619 76 145 _' 08/23/2022 Item 1. CITY OF WYLIE UTILITY ADMINISTRATION DEPARTMENT DESCRIPTION The Utility Administration Department is responsible for supplying supervision,technical, administrative and direct support to Public Works. Engineering moved to a separate department in FY 22. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue implementation of a system-wide wastewater infrastructure rehabilitation program, outlined by the completed CMOM inspection. Strategic Goal: Health,Safety, and Well-Being Continue implementation of the Water Conservation Plan,Water Resource and Emergency Management Plan, and Storm Water Management Plan (SWMP). Strategic Goal: Health,Safety,and Well-Being Continue compliance with all regulatory agency reporting and documentation. Strategic Goal: Health,Safety,and Well-Being Continue the program for city-wide pavement rehabilitation using the 2020 results of the Pavement Assessment project. Strategic Goal: Infrastructure Continue to work towards department accreditation by the American Public Works Association (APWA). Strategic Goal: Workforce Continue to work towards department-wide licensing Strategic Goal:Workforce FISCAL YEAR 2022 ACCOMPLISHMENTS Completed all TCEQ,TWDB, and NTMWD water sample collections and reporting requirements. Strategic Goal: Health,Safety, and Well-Being Executed agreement with vendor to assist in sidewalk rehabilitation citywide Strategic Goal: Infrastructure Assisted with winter storm coordination,working with all Public Works divisions. Strategic Goal: Health,Safety, and Well-Being Identified areas of drainage that are in need of repair Strategic Goal: Infrastructure Entered into an agreement with Texas 811 for water and sewer line locating Strategic Goal: Infrastructure BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Public Works Director 1.0 1.0 1.0 1.0 Engineering Const. Supervisor 1.0 1.0 0.0 0.0 Utility Inspector 1.0 1.0 0.0 0.0 Engineering Project Manager 1.0 1.0 0.0 0.0 Right of Way Inspector 1.0 1.0 0.0 0.0 Administrative Assistant II 1.0 1.0 1.0 1.0 TOTAL 6.0 6.0 2.0 2.0 77 146 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND UTILITY ADMINISTRATION FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $441,515 $249,087 $249,087 $164,028 51130 OVERTIME $45,225 $49,000 $49,000 $5,000 51140 LONGEVITY PAY $2,312 $2,604 $2,604 $372 51310 TMRS $74,341 $46,608 $46,608 $26,257 51410 HOSPITAL AND LIFE INSURANCE $64,245 $54,290 $54,290 $26,621 51420 LONG-TERM DISABILITY $1,793 $1,322 $1,322 $607 51440 FICA $28,912 $18,641 $18,641 $10,503 51450 MEDICARE $6,762 $4,360 $4,360 $2,456 51470 WORKERS COMP PREMIUM $973 $1,266 $1,266 $355 51480 UNEMPLOYMENT COMP(TWC) $1,729 $1,620 $1,620 $540 TOTAL PERSONNEL SERVICES $667,806 $428,799 $428,798 $236,739 52010 OFFICE SUPPLIES $1,737 $6,020 $6,020 $3,520 52040 POSTAGE AND FREIGHT $0 $0 $0 $0 52070 COMPUTER SOFTWARE $0 $0 $0 $0 52130 TOOLS/EQUIP(NON-CAPITAL) $242 $5,200 $5,200 $600 52250 MEDICAL AND SURGICAL $0 $0 $0 $0 52310 FUEL AND LUBRICANTS $5,775 $9,000 $9,000 $0 52710 WEARING APPAREL AND UNIFORMS $2,693 $4,080 $4,080 $480 52810 FOOD SUPPLIES $655 $700 $700 $1,100 52990 OTHER $0 $0 $0 $0 TOTAL SUPPLIES $11,102 $25,000 $25,000 $5,700 54810 COMPUTER HARD/SOFTWARE $44,777 $201,130 $65,400 $207,230 54990 OTHER $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $44,777 $201,130 $65,400 $207,230 56040 SPECIAL SERVICES $150 $15,200 $15,200 $15,200 56080 ADVERTISING $9 $200 $200 $250 56110 COMMUNICATIONS $1,607 $780 $780 $0 56180 RENTAL $0 $0 $0 $0 56210 TRAVEL AND TRAINING $3,549 $7,200 $7,200 $500 56250 DUES AND SUBSCRIPTIONS $56,177 $67,230 $67,230 $75,650 56530 COURT AND LEGAL COSTS $0 $0 $0 $0 56570 ENGINEERING/ARCHITECTURAL $88,171 $309,550 $225,356 $84,194 56990 OTHER $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $149,664 $400,160 $315,966 $175,794 58570 ENGINEERING/ARCHITECTURAL $0 $31,750 $0 $31,750 58910 BUILDINGS $66,877 $20,000 $20,000 $0 58995 CONTRA CAPITAL OUTLAY ($66,877) $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $51,750 $20,000 $31,750 TOTAL UTILITY ADMINISTRATION $873,348 $1,106,839 $855,164 $657,213 78 147 08/23/2022 Item 9. CITY OF WYLIE UTILITIES - WATER DEPARTMENT DESCRIPTION The Water Department's goal is to continuously supply safe, uninterrupted potable water service to Wylie residents and businesses.The City purchases water from the North Texas Municipal Water District(NTMWD). Department staff is responsible for maintaining approximately 188 miles of water distribution mains including approximately 15,000 service connections,three(3) pump stations,and three(3)elevated storage tanks.Typical duties include monthly sampling of water,operating and maintenance of valves and fire hydrants, hydrant meter program tracking, performing routine inspections of pump stations,and responding to water main emergency repairs.The Water Department is also responsible for maintaining water quality through routine testing, monitoring the backflow testing program, performing customer service inspections,flushing hydrants, reporting to regulatory agencies,supporting the cross-connection control program, and close coordination with the NTMWD. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to implement the Cross Connection Control Program. Strategic Goal: Health,Safety,and Well-Being Continue Unidirectional Flushing(UDF)in the distribution system. Strategic Goal: Health,Safety,and Well-Being Continue to GPS locate all water mains,valves,and fire hydrants. Strategic Goal: Health,Safety,and Well-Being Prepare the Consumer Confidence Report and submit it to the Texas Commission on Environmental Quality(TCEQ). Strategic Goal: Health,Safety,and Well-Being Prepare the Water Conservation Report and submit it to the North Texas Municipal Water District(NTMWD). Strategic Goal: Health,Safety,and Well-Being Complete the Risk and Resilience Assessment,and Emergency Response Plan per EPA Strategic Goal: Health,Safety,and Well-Being Complete the Emergency Preparedness Plan per TCEQ Strategic Goal: Health,Safety,and Well-Being Prepare the Water Use Survey and Water Loss Audit Reports and submit them to the Texas Water Development Board (TWDB). Strategic Goal: Health,Safety,and Well-Being FISCAL YEAR 2022 ACCOMPLISHMENTS Performed interior inspection and cleaning of water storage reservoirs. Strategic Goal: Health,Safety,and Well-Being Collected GPS data of water mains,valves,and fire hydrants. Strategic Goal: Health,Safety,and Well-Being Continued with valve exercise and maintenance program. Strategic Goal: Health,Safety,and Well-Being Completed Consumer Confidence Report and submitted to the TCEQ. Strategic Goal: Health,Safety,and Well-Being Completed Water Conservation Report and submitted to the NTMWD. Strategic Goal: Health,Safety,and Well-Being 79 148 08/23/2022 Item 9. UTILITIES - WATER CONTINUED Completed Water Use Survey and Water Loss Audit and submitted to the TWDB. Strategic Goal: Health,Safety,and Well-Being Installed two(2)6-inch water valves at the intersection of Oak Street and Jackson Street. Strategic Goal: Health,Safety,and Well-Being Responded to emergency calls during the 2022 Winter Weather Storm. Strategic Goal: Health,Safety,and Well-Being Completed Risk and Resilience Assessment and Emergency Response Plan for Water Utility Infrastructure Act per EPA Strategic Goal: Health,Safety,and Well-Being Completed Emergency Preparedness Plan per TCEQ Strategic Goal: Health,Safety,and Well-Being BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Assistant PW Superintendent 1.0 1.0 0.0 0.0 Utilities Manager 0.0 0.0 1.0 1.0 Water Utility Supervisor 1.0 1.0 1.0 1.0 Water Quality Specialist 2.0 2.0 2.0 2.0 Crew Leader 2.0 2.0 2.0 2.0 Equipment Operator II 0.0 0.0 0.0 4.0 Equipment Operator 2.0 2.0 2.0 6.0 Maintenance Worker II 2.0 2.0 2.0 0.0 Maintenance Worker 6.0 6.0 6.0 0.0 TOTAL 16.0 16.0 16.0 16.0 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE BENCHMARK FY 2020 FY 2021 ACTUAL ACTUAL Water Division-Total of miles of water mains maintained 100% 185 188 Water Division-Total of fire hydrants maintained 100% 1,800 1,938 Water Division-Water Leaks Repaired (Main Lines) 100% 1 10 Water Division-Water Leak Repaired(Service Lines) 100% 22 50 Water Division-Water Leaks Repaired(Curb Stop) 100% 32 47 Water Division-Water Leaks Repaired(CO-OP Main) 100% 4 14 80 149 08/23/2022 Item 1. UTILITIES - WATER CONTINUED EFFICIENCY/EFFECTIVENESS MEASURE BENCHMARK FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PROD Provide and monitor adequate water pressure and volume 45 PSI 45 PSI 45 PSI delivered for the City's water distribution system and fire protection needs(Maintain an average water pressure of 45 PSI in the Upper and Lower Pressure Planes of the Water System)(%of time system meets 45 PSI) Provide responsive service during the regular hours to 30 Min 30 Min 30 Min customer requests and inquiries within prescribed parameters(Response times:water main break or sewer backups-30 minutes) Provide responsive service after hours to customer 1 Hour 1 Hour 1 Hour requests and inquiries within prescribed parameters (Response times:water main break or sewer backups-1 hour)(Albert.Garza@wylietexas.gov @ 6/2/2022 2:45:00 PM) Provide water quality management services(Provide 100% 100% 100% 100% 100 water quality testing per TCEQ requirements) 81 150 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND WATER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $654,314 $749,381 $749,381 $819,520 51130 OVERTIME $33,461 $30,000 $30,000 $35,000 51140 LONGEVITY PAY $5,584 $5,783 $5,783 $5,200 51310 TMRS $106,225 $121,701 $121,701 $133,257 51410 HOSPITAL AND LIFE INSURANCE $115,961 $182,397 $182,397 $155,349 51420 LONG-TERM DISABILITY $2,383 $4,069 $4,069 $3,033 51440 FICA $41,942 $48,680 $48,680 $53,303 51450 MEDICARE $9,809 $11,385 $11,385 $12,466 51470 WORKERS COMP PREMIUM $8,614 $11,103 $11,103 $10,833 51480 UNEMPLOYMENT COMP(TWC) $3,921 $4,320 $4,320 $4,320 TOTAL PERSONNEL SERVICES $982,217 $1,168,820 $1,168,819 $1,232,281 52010 OFFICE SUPPLIES $1,501 $200 $200 $200 52040 POSTAGE AND FREIGHT $9 $200 $200 $200 52130 TOOLS/EQUIP(NON-CAPITAL) $15,476 $49,500 $49,500 $27,600 52250 MEDICAL AND SURGICAL $430 $400 $400 $400 52310 FUEL AND LUBRICANTS $24,050 $31,140 $31,140 $66,600 52350 METER/SERVICE CONNECT SUPPLIES $48,115 $54,140 $54,140 $63,840 52380 CHEMICALS $2,075 $6,600 $6,600 $7,600 52510 BOTANICAL AND AGRICULTURAL $1,736 $3,000 $3,000 $3,000 52710 WEARING APPAREL AND UNIFORMS $5,051 $14,120 $14,120 $15,400 52810 FOOD SUPPLIES $674 $1,600 $1,600 $1,600 TOTAL SUPPLIES $99,117 $160,900 $160,900 $186,440 54210 STREETS AND ALLEYS $18,547 $30,000 $30,000 $30,000 54250 STREET SIGNS AND MARKINGS $2,856 $2,400 $2,400 $2,400 54310 UTILITY PLANT-WATER $21,651 $219,341 $89,341 $187,500 54330 WATER MAINS AND FIRE HYDRANTS $24,291 $1,235,000 $1,235,000 $35,000 54530 HEAVY EQUIPMENT $26,264 $30,000 $30,000 $40,000 54630 TOOLS AND EQUIPMENT $465 $900 $900 $900 54810 COMPUTER HARD/SOFTWARE $0 $2,550 $2,550 $2,550 54910 BUILDINGS $16 $19,600 $19,600 $4,000 TOTAL MATERIALS FOR MAINTENANCE $94,090 $1,539,791 $1,409,791 $302,350 56040 SPECIAL SERVICES $75,532 $75,640 $75,640 $245,240 56110 COMMUNICATIONS $2,220 $1,980 $1,980 $2,580 56150 LAB ANALYSIS $0 $200 $200 $200 56180 RENTAL $9,756 $5,000 $5,000 $5,000 56210 TRAVEL AND TRAINING $7,771 $10,300 $10,300 $12,100 56250 DUES AND SUBSCRIPTIONS $7,295 $7,460 $7,460 $7,660 56570 ENGINEERING/ARCHITECTURAL $19,204 $16,000 $0 $16,000 56610 UTILITIES-ELECTRIC $193,732 $170,000 $170,000 $180,000 56680 TRASH DISPOSAL $500 $500 $500 $500 TOTAL CONTRACTURAL SERVICES $316,010 $287,080 $271,080 $469,280 82 151 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND WATER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 58310 WATER MAINS/HYDRANTS AND ETC $64,062 $625,000 $625,000 $136,000 58510 MOTOR VEHICLES $101,253 $36,000 $36,000 $0 58570 ENGINEERING/ARCHITECTURAL $28,080 $75,120 $50,496 $24,624 58850 MAJOR TOOLS AND EQUIPMENT $0 $1,755,880 $103,500 $1,857,380 58995 CONTRA CAPITAL OUTLAY ($179,667) $0 $0 $0 TOTAL CAPITAL OUTLAY $13,728 $2,492,000 $814,996 $2,018,004 TOTAL WATER $1,505,162 $5,648,591 $3,825,586 $4,208,355 83 152 08/23/2022 Item 1. CITY OF WYLIE ENGINEERING DEPARTMENT DEPARTMENT DESCRIPTION The Engineering Department oversees the planning,design, and construction of capital improvement projects(CIPs), and reviews development engineering plans and subdivision plats.The Department coordinates with other departments on the identification and design of projects and evaluates the impact of development on existing infrastructure.The Department also consults with developers, engineers, citizens,the Texas Department of Transportation,the North Texas Municipal Water District,the North Central Texas Council of Governments,and surrounding local governments. Functions include construction inspection,CIP management,development project management, and the implementation of design and construction standards. Moved from the Utility Administration Department in FY 2022 into a separate department. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to provide construction and right-of-way inspections of residential subdivisions,commercial projects,and utility installations throughout the City. Strategic Goal: Health,Safety,and Well-Being Continue construction of the Ballard 1.5 Million Gallon Elevated Storage Tank. Strategic Goal: Infrastructure Continue construction of the Newport Harbor, East Brown,and Nortex Pump Station Backup Generators project. Strategic Goal: Health,Safety,and Well-Being Continue acquisition and construction activities related to the E FM 544(Stone Road, Phase 3) project Strategic Goal: Infrastructure Continue construction activities relating to the Eubanks Lane paving project. Strategic Goal: Infrastructure Complete design and begin construction of the McMillen Drive project. Strategic Goal: Infrastructure Begin construction of the Woodbridge Parkway at Hensley Lane Signal. Strategic Goal: Infrastructure Continue to coordinate with TxDOT on FM 2514 and Country Club/FM 544 Intersection projects through construction. Strategic Goal: Health,Safety,and Well-Being/Infrastructure Continue design of the Park Boulevard Extension project. Strategic Goal: Infrastructure Continue coordination of the Wylie Historic Area Drainage Master Plan. Strategic Goal: Health,Safety,and Well-Being Continue coordination for Downtown Traffic Impact Analysis. Strategic Goal: Infrastructure FISCAL YEAR 2022 ACCOMPLISHMENTS Provided construction and right-of-way inspections on residential, commercial, and utility construction city-wide. Strategic Goal: Health,Safety,and Well-Being Complete design of the Ballard 1.5 Million Gallon Elevated Storage Tank. Strategic Goal: Infrastructure Complete design and bid of the Newport Harbor Pump Station Backup Generators project. Strategic Goal: Health,Safety, and Well-Being 84 153 08/23/2022 Item 9. ENGINEERING DEPARTMENT CONTINUED Complete design of the Parker Road Waterline and Country Club and FM 544 Waterline Relocation projects. Strategic Goal: Infrastructure Complete design of the E FM 544(Stone Road, Phase 3) project and begin right-of-way acquisition processes. Strategic Goal: Infrastructure Completed design of the Wylie Wastewater Plant Demolition plans. Strategic Goal: Health,Safety,and Well-Being Complete design and right-of-way acquisition process of the Eubanks Lane paving project. Strategic Goal: Infrastructure Complete design and construction of the Rowlett Dam#4 Improvements project. Strategic Goal: Health,Safety,and Well-Being Complete design of the Woodbridge Parkway at Hensley Lane Signal Project. Strategic Goal: Infrastructure Coordination with TxDOT and Collin County on HSIP Intersections, FM 2514, Park Boulevard Extension,and Country Club at FM 544 Intersection Projects. Strategic Goal: Infrastructure Begin design of the Park Boulevard Extension project. Strategic Goal: Infrastructure Begin design of the Wylie Historic Area Drainage Master Plan. Strategic Goal: Health,Safety,and Well-Being Begin coordination for Downtown Traffic Impact Analysis. Strategic Goal: Infrastructure Complete Geotechnical study of Stone Road,east of WA Allen. Strategic Goal: Infrastructure BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 City Engineer 0.0 0.0 1.0 1.0 Engineering Development Manager 0.0 0.0 1.0 1.0 Engineering Const. Supervisor 0.0 0.0 1.0 1.0 Utility Inspector 0.0 0.0 1.0 1.0 Engineering Project Manager 0.0 0.0 1.0 1.0 Right of Way Inspector 0.0 0.0 1.0 1.0 TOTAL 0.0 0.0 6.0 6.0 85 154 08/23/2022 Item 1. ENGINEERING DEPARTMENT CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2022 FY 2023 TARGET/PROJ TARGET/PROJ Track and Report the Number of Site Plan/SUP Plans Reviewed 33 35 Track and Report the Number of Right-of-Way Permits Issued 222 250 Track and Report the Number of Right-of-Way Inspections Performed 2,357 2,500 Track and Report the Number of Capital Improvements Projects Managed 17 18 Track and Report the Number of Civil Plans Reviewed and Authorized for Construction 34 35 Track and Report the Number of Pre-Development Meetings Attended 38 35 EFFICIENCY/EFFECTIVENESS MEASURE BENCHMARK FY 2022 FY 2023 TARGET/PROD TARGET/PROD Percent(%)of Civil Construction Plan Reviews Performed in 10 100% 50% 90% Business Days Percent(%)of Site Plan or Pre-Development Plan In-House 100% 80% 100% Reviews Performed in 5 Business Days 86 155 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND ENGINEERING FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $0 $324,722 $324,722 $517,795 51130 OVERTIME $0 $0 $0 $44,000 51140 LONGEVITY PAY $0 $0 $0 $3,308 51310 TMRS $0 $50,332 $50,332 $87,591 51410 HOSPITAL AND LIFE INSURANCE $0 $45,346 $45,346 $68,978 51420 LONG-TERM DISABILITY $0 $1,851 $1,851 $1,916 51440 FICA $0 $20,133 $20,133 $35,036 51450 MEDICARE $0 $4,708 $4,708 $8,194 51470 WORKERS COMP PREMIUM $0 $177 $177 $1,377 51480 UNEMPLOYMENT COMP(TWC) $0 $270 $270 $1,620 TOTAL PERSONNEL SERVICES $0 $447,538 $447,539 $769,815 52010 OFFICE SUPPLIES $0 $0 $0 $1,000 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $1,600 52310 FUEL AND LUBRICANTS $0 $0 $0 $13,500 52710 WEARING APPAREL AND UNIFORMS $0 $0 $0 $2,100 52810 FOOD SUPPLIES $0 $0 $0 $600 TOTAL SUPPLIES $0 $0 $0 $18,800 56040 SPECIAL SERVICES $0 $0 $0 $200 56050 UNIFORM CONTRACT $0 $0 $0 $0 56080 ADVERTISING $0 $0 $0 $200 56110 COMMUNICATIONS $0 $0 $0 $1,500 56180 RENTAL $0 $0 $0 $0 56210 TRAVEL AND TRAINING $0 $0 $0 $8,500 56250 DUES AND SUBSCRIPTIONS $0 $0 $0 $2,000 56570 ENGINEERING/ARCHITECTURAL $0 $0 $0 $200,000 56990 OTHER $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $0 $0 $0 $212,400 58570 ENGINEERING/ARCHITECTURAL $0 $0 $0 $100,000 TOTAL CAPITAL OUTLAY $0 $0 $0 $100,000 TOTAL ENGINEERING $0 $447,538 $447,539 $1,101,015 87 156 08/23/2022 Item 1. CITY OF WYLIE UTILITIES - WASTEWATER DEPARTMENT DESCRIPTION The goal of the Wastewater Division is to supply uninterrupted wastewater services to Wylie residents and businesses.The City delivers its sewage to the City's treatment plant operated under contract by NTMWD.The department's staff is responsible for maintaining approximately 219 miles of sewer collection lines and ten (10) lift stations.Typical duties include routine inspections of pumps and lift stations, emergency repairs to sewer mains, high-pressure jetting of mains,and responding to sewer stoppages. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to perform wastewater collection system repairs and rehabilitation of severe inflow and infiltration deficiencies identified during the Capacity Management Operations and Maintenance (CMOM) assessment. Strategic Goal: Health,Safety, and Well-Being Continue to perform grease trap inspections at commercial sites. Strategic Goal: Health,Safety, and Well-Being Operate and maintain the collection system to prevent Sanitary Sewer Overflows(SSOs). Strategic Goal: Health,Safety, and Well-Being Perform smoke testing as needed to identify Inflow and Infiltration (I/I) in the wastewater collection system. Strategic Goal: Health, Safety, and Well-Being Continue to submit reports to the TCEQ regarding the condition of the City's wastewater collection system. Strategic Goal: Health,Safety, and Well-Being Camera inspect, clean,and repair wastewater lateral lines, manholes, and main lines identified during the CMOM study as having severe inflow and infiltration issues. Strategic Goal: Infrastructure FISCAL YEAR 2022 ACCOMPLISHMENTS Performed systematic camera inspections and jetting of main lines as a preventive maintenance measure city-wide. Strategic Goal: Health,Safety, and Well-Being Performed approximately 135 commercial grease trap inspections to maintain system integrity by preventing grease accumulation in main lines. Strategic Goal: Health,Safety, and Well-Being Installed (2)40KW emergency backup generators,one at Harvest Bend and one at Wylie Lakes Lift Stations. Strategic Goal: Infrastructure Replaced (1) lift station pump at Rushcreek Lift Station Strategic Goal: Infrastructure Responded to emergency calls during the 2022 Winter Weather Storm. Strategic Goal: Health,Safety, and Well-Being Decommission Old Muddy Creek Treatment Plant on Alanis. Strategic Goal: Infrastructure Relined (2) 10inch Sewer crossings on Kreymer Lane totaling approximately 300ft. Strategic Goal: Infrastructure 88 157 08/23/2022 Item 9. UTILITIES - WASTEWATER CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Crew Leader 2.0 2.0 2.0 2.0 Equipment Operator II 0.0 0.0 0.0 4.0 Equipment Operator 2.0 2.0 2.0 6.0 Maintenance Worker II 1.0 2.0 2.0 0.0 Maintenance Worker 6.0 6.0 6.0 0.0 TOTAL 11.0 12.0 12.0 12.0 ACTIVITY DEMAND I ACTIVITY WORKLOAD MEASURE BENCHMARK FY 2020 FY 2021 ACTUAL ACTUAL Wastewater Division-Total Linear feet of Wastewater mains Hydro-Jetted 200,000 25,398 105,434 Wastewater Division-Total linear feet of mains camera inspected 40,000 6,125 7.210 Wastewater Division-Total Grease Trap Inspections 100% 150 135 Wastewater Division-Total number of Sewer Lateral Lines Repaired 100% 24 49 Wastewater Division-Total number of manholes maintained 2,865 3,755 Wastewater Division- Total of miles of Wastewater Collection System Mains maintained 204 219 EFFICIENCY I EFFECTIVENESS FY 2022 FY 2023 MEASURE BENCHMARK TARGET/PRC►J TARGET/P ROI Wastewater Division-Provide responsive service during the regular hours to customer 30 Min 30 Min 30 Min requests and inquiries within prescribed parameters(Response times:sewer backups- 30 minutes) Wastewater Division-Provide responsive service after hours to customer requests and 1 Hour 1 Hour 1 Hour inquiries within prescribed parameters(Response times:sewer backups-1 hour) 89 158 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND WASTEWATER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $433,396 $472,478 $472,478 $538,928 51130 OVERTIME $26,955 $20,000 $20,000 $26,000 51140 LONGEVITY PAY $2,768 $3,231 $3,231 $3,122 51310 TMRS $69,337 $76,835 $76,835 $88,048 51410 HOSPITAL AND LIFE INSURANCE $104,818 $128,974 $128,974 $110,487 51420 LONG-TERM DISABILITY $1,770 $2,545 $2,545 $1,994 51440 FICA $26,410 $30,734 $30,734 $35,219 51450 MEDICARE $6,177 $7,187 $7,187 $8,237 51470 WORKERS COMP PREMIUM $3,960 $6,117 $6,117 $7,157 51480 UNEMPLOYMENT COMP(TWC) $3,848 $3,240 $3,240 $3,240 TOTAL PERSONNEL SERVICES $679,438 $751,340 $751,341 $822,432 52010 OFFICE SUPPLIES $1,524 $200 $200 $200 52040 POSTAGE AND FREIGHT $0 $100 $100 $100 52070 COMPUTER SOFTWARE $0 $0 $0 $0 52130 TOOLS/EQUIP(NON-CAPITAL) $4,601 $18,800 $11,971 $16,029 52210 JANITORIAL SUPPLIES $0 $0 $0 $0 52250 MEDICAL AND SURGICAL $5 $300 $300 $300 52310 FUEL AND LUBRICANTS $7,779 $18,000 $18,000 $24,300 52380 CHEMICALS $1,287 $5,600 $5,600 $5,600 52510 BOTANICAL AND AGRICULTURAL $1,173 $2,500 $2,500 $2,500 52710 WEARING APPAREL AND UNIFORMS $3,560 $11,440 $11,440 $12,400 52810 FOOD SUPPLIES $808 $1,200 $1,200 $1,200 52990 OTHER $0 $0 $0 $0 TOTAL SUPPLIES $20,738 $58,140 $51,311 $62,629 54210 STREETS AND ALLEYS $15,455 $30,000 $30,000 $30,000 54250 STREET SIGNS AND MARKINGS $1,619 $1,250 $1,250 $1,250 54350 METER AND SERVICE CONNECTIONS $876 $6,000 $6,000 $10,000 54410 UTILITY PLANT-SEWER $15,149 $66,015 $66,015 $66,000 54430 SANITARY SEWERS $9,487 $66,500 $66,500 $66,500 54530 HEAVY EQUIPMENT $23,960 $26,000 $26,000 $40,000 54630 TOOLS AND EQUIPMENT $556 $2,500 $2,500 $2,500 54910 BUILDINGS $1,736 $2,500 $2,500 $2,500 TOTAL MATERIALS FOR MAINTENANCE $68,838 $200,765 $200,765 $218,750 56040 SPECIAL SERVICES $128,364 $167,800 $167,800 $165,800 56080 ADVERTISING $0 $500 $500 $500 56110 COMMUNICATIONS $631 $600 $600 $600 56180 RENTAL $1,557 $2,000 $2,000 $2,000 56210 TRAVEL AND TRAINING $2,606 $7,225 $7,225 $11,025 56250 DUES AND SUBSCRIPTIONS $293 $2,400 $2,400 $2,400 56570 ENGINEERING/ARCHITECTURAL $36,691 $23,960 $23,199 $761 56610 UTILITIES-ELECTRIC $43,111 $45,000 $45,000 $50,000 56680 TRASH DISPOSAL $300 $500 $500 $500 TOTAL CONTRACTURAL SERVICES $213,552 $249,985 $249,224 $233,586 90 159 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND WASTEWATER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 58510 MOTOR VEHICLES $38,355 $31,000 $31,000 $0 58850 MAJOR TOOLS AND EQUIPMENT $57,910 $56,000 $56,000 $0 58995 CONTRA CAPITAL OUTLAY ($96,265) $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $87,000 $87,000 $0 TOTAL WASTEWATER $982,566 $1,347,231 $1,339,641 $1,337,397 91 160 08/23/2022 Item 1. CITY OF WYLIE UTILITY BILLING DEPARTMENT DESCRIPTION Utility Billing is a division of the Finance Department. It is responsible for the billing and collection of utility fees, revenue collections for all departments, and utility customer service. Our mission is to ensure all citizens and utility customers that we uphold respectful and responsive customer service. FISCAL YEAR 2023 GOALS AND OBJECTIVES 75%Watersmart adoption rate in the second year Strategic Goals:Community Focused Government; Financial Health Provide training to other departments that could utilize the metering software so they can better help citizens with leak and backflow questions Strategic Goal:Workforce Provide PDF bill printing through Watersmart portal for electronic billed customers Strategic Goals:Community Focused Government Convert 50%of customers to electronic billing Strategic Goal:Workforce FISCAL YEAR 2022 ACCOMPLISHMENTS Completed integration with Watersmart Customer Portal Strategic Goals:Workforce; Infrastructure; Community Focused Government Cross train all Utility Billing and Meter Service employees on new metering software Strategic Goals:Community Focused Government; Financial Health Completed mobile service orders Strategic Goal: Workforce 50%Watersmart adoption rate in the first year Strategic Goals:Community Focused Government; Financial Health Cross train all Utility Billing and Meter Service employees on the Watersmart Software and Invoice Cloud payment portal. Strategic Goals:Workforce; Community Focused Government Implemented texting notifications through Watersmart customer portal Strategic Goal: Community Focused Government; Financial Health Completed text pay so customers can pay over the phone by texting Strategic Goals:Community Focused Government;Workforce; Financial Health Upgrade to Incode 10. Strategic Goal: Workforce Implement an interactive customer portal to allow customers current data and text capability notifications. Strategic Goals:Community Focused Government; Financial Health Completed a policy page on the Utility Billing webpage Community Focused Government;Workforce Implemented customer auto draft and the ability to schedule a single credit card payment online. Strategic Goals:Community Focused Government; Financial Health ;Workforce Completed cross training of Utility clerks in the field to learn how to better answer customer field related questions Strategic Goals:Community Focused Government;Workforce 92 161 08/23/2022 Item 1. UTILITY BILLING CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Utility Manager 1.0 1.0 1.0 1.0 Utility Billing Supervisor 0.0 0.0 0.0 0.0 Senior Billing Clerk 1.0 1.0 1.0 1.0 Billing Clerk 3.0 3.0 3.0 3.0 Utility Technician 3.0 2.0 2.0 2.0 AMI Analyst 0.0 1.0 1.0 1.0 AMI Field Specialist 0.0 1.0 1.0 1.0 TOTAL 8.0 9.0 9.0 9.0 ACTIVITY DEMAND if ACTIVITY WORKLOAD MEASURE FY 2021 FY 2022 FY 2023 ACTUAL TARGET/PROD TARGET/PROJ Number of new active customers 3,041 2,300 3,100 Number of new build meter sets 199 245 291 Number of paperless billing 3,500 4,700 7,600 93 162 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND UTILITY BILLING FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $365,466 $396,135 $396,135 $420,909 51112 SALARIES-PART TIME $0 $0 $0 $0 51130 OVERTIME $3,716 $4,200 $4,200 $4,200 51140 LONGEVITY PAY $1,964 $2,379 $2,379 $2,643 51160 CERTIFICATION INCENTIVE $0 $0 $0 $2,400 51310 TMRS $56,650 $62,420 $62,420 $66,674 51410 HOSPITAL AND LIFE INSURANCE $91,690 $108,352 $108,352 $90,803 51420 LONG-TERM DISABILITY $1,522 $2,135 $2,135 $1,557 51440 FICA $21,412 $24,969 $24,969 $26,669 51450 MEDICARE $5,008 $5,839 $5,839 $6,237 51470 WORKERS COMP PREMIUM $2,000 $2,366 $2,366 $2,231 51480 UNEMPLOYMENT COMP(TWC) $2,539 $2,430 $2,430 $2,430 TOTAL PERSONNEL SERVICES $551,968 $611,225 $611,225 $626,753 52010 OFFICE SUPPLIES $6,019 $7,850 $7,850 $7,850 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $4,750 $4,750 $1,150 52310 FUEL AND LUBRICANTS $0 $10,800 $10,800 $12,000 52350 METER/SERVICE CONNECT SUPPLIES $24,672 $64,925 $64,925 $115,000 52710 WEARING APPAREL AND UNIFORMS $1,356 $2,460 $2,460 $2,460 52810 FOOD SUPPLIES $443 $700 $700 $700 TOTAL SUPPLIES $32,490 $91,485 $91,485 $139,160 54810 COMPUTER HARD/SOFTWARE $260 $57,366 $57,366 $60,000 TOTAL MATERIALS FOR MAINTENANCE $260 $57,366 $57,366 $60,000 56040 SPECIAL SERVICES $41,255 $86,612 $86,612 $88,950 56080 ADVERTISING $0 $12,150 $12,150 $0 56110 COMMUNICATIONS $3,294 $6,000 $6,000 $6,000 56180 RENTAL $1,390 $1,500 $1,500 $1,500 56210 TRAVEL AND TRAINING $0 $7,000 $7,000 $7,000 56250 DUES AND SUBSCRIPTIONS $0 $304 $304 $304 56330 BANK SERVICE CHARGES $3,018 $3,500 $3,500 $3,500 56340 CCARD ONLINE SERVICE FEES $315,988 $338,850 $338,850 $308,000 TOTAL CONTRACTURAL SERVICES $364,945 $455,916 $455,916 $415,254 58510 MOTOR VEHICLES $0 $105,000 $105,000 $0 TOTAL CAPITAL OUTLAY $0 $105,000 $105,000 $0 TOTAL UTILITY BILLING $949,663 $1,320,992 $1,320,992 $1,241,167 94 163 08/23/2022 Item 1. CITY OF WYLIE LIE UTILITY FUND COMBINED SERVICES DEPARTMENT DESCRIPTION This department reflects expenditures incurred by the City's Utility Fund,as a single entity, in the conduct of its operations. These expenditures include water purchases,sewer treatment costs,debt service,communications, postage, insurance premiums and engineering fees. 95 164 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 611-UTILITY FUND UTILITY COMBINED SERVICES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52040 POSTAGE AND FREIGHT $72,406 $97,650 $97,650 $84,000 TOTAL SUPPLIES $72,406 $97,650 $97,650 $84,000 54510 MOTOR VEHICLES ($1,195) $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE ($1,195) $0 $0 $0 56040 SPECIAL SERVICES $2,199 $40,717 $40,717 $76,525 56310 INSURANCE $104,461 $126,250 $126,250 $133,870 56410 PENSION EXPENSE $35,662 $0 $0 $0 56530 COURT AND LEGAL COSTS $47,760 $60,000 $60,000 $60,000 56630 UTILITIES-WATER $5,515,752 $5,651,791 $5,651,791 $6,350,000 56640 UTILITIES-SEWER $6,022,820 $5,933,175 $5,933,175 $7,710,000 TOTAL CONTRACTURAL SERVICES $11,728,655 $11,811,933 $11,811,933 $14,330,395 57110 DEBT SERVICE $0 $750,000 $750,000 $745,000 57210 DEBT SERVICE-INTEREST $364,711 $347,983 $347,983 $322,694 57410 PRINCIPAL PAYMENT $0 $307,282 $307,282 $313,745 57415 INTEREST EXPENSE $46,944 $63,317 $63,317 $56,853 57420 BOND ISSUE COSTS $478 $0 $0 $0 57610 DEPRECIATION EXPENSE $2,586,964 $0 $0 $0 57611 AMORTIZATION EXPENSE ($55,883) $0 $0 $0 57710 BAD DEBT EXPENSE $0 $0 $0 $0 TOTAL DEBT SERVICE AND CAP.REPL $2,943,214 $1,468,582 $1,468,582 $1,438,292 58995 CONTRA CAPITAL OUTLAY ($3,832,649) $0 $0 $0 TOTAL CAPITAL OUTLAY ($3,832,649) $0 $0 $0 59111 TRANSFER TO GENERAL FUND $2,416,161 $2,488,646 $2,488,646 $2,563,305 59430 TRANSFER TO CAPITAL PROJ FUND $98,112 $0 $0 $0 TOTAL OTHER FINANCING(USES) $2,514,273 $2,488,646 $2,488,646 $2,563,305 TOTAL UTILITY COMBINED SERVICES $13,424,705 $15,866,811 $15,866,811 $18,415,992 96 165 08/23/2022 Item 1. CITY OF WYLIE SEWER REPAIR AND REPLACEMENT FUND FUND DESCRIPTION The Sewer Repair and Replacement Fund was established several years ago to create a source of funds that can be used for large sewer repair and maintenance projects. Utility customers are charged$2.00 per month on their utility bills and these revenues are accrued in an account for maintenance of the wastewater system. 97 166 08/23/2022 Item 1. City Of Wylie Fund Summary Sewer Repair and Replacement Fund Sewer Repair and Replacement Fund Ending Balance 09/30/21 $ 2,252,904 Projected '22 Revenues 417,000 Available Funds 2,669,904 Projected '22 Expenditures 0 Estimated Ending Fund Balance 09/30/22 $ 2,669,904 Estimated Beginning Fund Balance- 10/01/22 $ 2,669,904 Proposed Revenues '23 417,000 Proposed Expenditures '23 0 Carryforward Expenditures (1,500,000) a) Estimated Ending Fund Balance 09/30/23 $ 1,586,904 a) Carryforward of sanitary sewer repairs identified from Sanitary Sewer Assessment 98 167 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 620-SEWER REPAIR AND REPLACEMENT SEWER REPAIR AND REPLACEMENT REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 44512 SEWER SALES $406,002 $412,000 $412,000 $412,000 TOTAL SERVICE FEES $406,002 $412,000 $412,000 $412,000 46110 ALLOCATED INTEREST EARNINGS $1,025 $5,000 $5,000 $5,000 TOTAL INTEREST INCOME $1,025 $5,000 $5,000 $5,000 TOTAL SEWER REPAIR AND REPLACEMENT REVENUES $407,027 $417,000 $417,000 $417,000 620-SEWER REPAIR AND REPLACEMENT SEWER REPAIR AND REPLACEMENT EXPENDITURES FY ZOZ1 FY ZOZZ FY ZOZZ FY ZOZ3 ACTUAL BUDGET PROJECTED PROPOSED 58410 SANITARY SEWER $0 $1,500,000 $0 $1,500,000 58570 ENGINEERING/ARCHITECTURAL $0 $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $1,500,000 $0 $1,500,000 TOTAL SEWER REPAIR AND REPLACEMENT $0 $1,500,000 $0 $1,500,000 99 168 08/23/2022 Item 1. The Wylie citizens, as authorized by the Texas State Legislature, created the Wylie Economic Development Corporation (WEDC) via the passage of a half-cent sales tax increase in 1990. Funds received by the WEDC are used solely to enhance and promote economic development within the Wylie community. BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Executive Director 1.0 1.0 1.0 1.0 Director of Business Retention 1.0 1.0 1.0 1.0 Senior Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 0.0 0.0 1.0 1.0 TOTAL 3.0 3.0 4.0 4.0 The primary objectives of the WEDC are to increase local employment opportunities while enhancing and diversifying the City of Wylie's tax base. The WEDC currently employs four full-time staff members to manage daily operations and reports directly to a 5-member Board of Directors appointed by the Wylie City Council. Ex-Officio Members of the Board include the sitting Mayor and current City Manager. Meetings typically occur on the third Wednesday of each month at 7:30 a.m. and on an as-needed basis at WEDC offices located at 250 S. Highway 78. The Wylie City Council provides oversight of the WEDC via approval of Bylaws, appointment of Board Members, approval of annual budgets, review of monthly expenditures and project approval. The City of Wylie Finance Department processes all financial functions of the WEDC and coordinates an annual Financial Audit by an independent, third-party firm. While WEDC staff are City employees for the purpose of participating in group insurance plans, WEDC staff reports directly to the WEDC Board of Directors. EDC oard of Directors Current Appointrnent Term Expires Demond Dawkins, President 07/2021 06/2024 Melisa Whitehead, Vice President 06/2022 06/2025 Gino Mulligl, Secretary 06/2022 06/2025 Tim Gilchrist, Treasurer 07/2020 06/2023 Blake Brininstool 07/2021 06/2024 100 169 08/23/2022 Item 1. City Of Wylie Fund Summary Wylie Economic Development Corporation Audited Wylie Economic Development Corp Ending Balance 09/30/21 $ 2,951,908 Projected '22 Revenues 20,372,472 a) Available Funds 23,324,380 Projected '22 Expenditures (13,502,692) Estimated Ending Fund Balance 09/30/22 $ 9,821,688 Estimated Beginning Fund Balance- 10/01/22 $ 9,821,688 Proposed Revenues '23 8,180,146 Proposed Expenditures '23 (16,143,686) b) Estimated Ending Fund Balance 09/30/23 $ 1,858,148 a) Includes $16.2 MM in Loan Proceeds b) Proposed Sales Tax is an 8.8% increase over the FY 22 Projected and Projected FY 22 is 100%of budget amount (7 month actuals at 61%). Revenues also include an anticipated Gain/Loss Sale of Property in the amount of$3,915,685. 101 170 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 111-WEDC WEDC REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 40210 SALES TAX $3,875,471 $3,789,966 $3,789,966 $4,124,241 TOTAL TAXES $3,875,471 $3,789,966 $3,789,966 $4,124,241 43518 380 ECONOMIC AGREEMENTS $0 $0 $0 $0 TOTAL INTERGOVERNMENTAL REVENUE $0 $0 $0 $0 46050 CERTIFICATE OF DEPOSIT $0 $0 $0 $0 46110 ALLOCATED INTEREST EARNINGS $1,136 $6,000 $6,000 $6,000 TOTAL INTEREST INCOME $1,136 $6,000 $6,000 $6,000 48110 RENTAL INCOME $135,505 $132,240 $136,240 $134,220 48310 RECOVERY-PRIOR YEAR EXPEND $0 $0 $0 $0 48410 MISCELLANEOUS INCOME $1,435 $0 $0 $0 48430 GAIN/(LOSS)SALE OF CAP ASSETS ($31,208) $2,601,116 $179,721 $3,915,685 TOTAL MISCELLANEOUS INCOME $105,732 $2,733,356 $315,961 $4,049,905 49160 TRANSFER FROM GENERAL FUND $0 $0 $0 $0 49325 BANK NOTE PROCEEDS $0 $8,108,000 $16,216,000 $0 49550 LEASE PRINCIPAL PAYMENTS(OFS) $0 $0 $0 $0 49600 INSURANCE RECOVERIES $40,614 $0 $44,545 $0 TOTAL OTHER FINANCING SOURCES $40,614 $8,108,000 $16,260,545 $0 TOTAL WEDC REVENUES $4,022,953 $14,637,322 $20,372,472 $8,180,146 102 171 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 111-WEDC WEDC FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $244,095 $286,558 $286,558 $310,346 51130 OVERTIME $1,810 $0 $0 $0 51140 LONGEVITY PAY $588 $729 $729 $914 51310 TMRS $37,687 $44,530 $44,530 $48,245 51410 HOSPITAL AND LIFE INSURANCE $35,148 $49,304 $49,304 $51,987 51415 EXECUTIVE HEALTH PLAN $0 $0 $0 $0 51420 LONG-TERM DISABILITY $951 $1,707 $1,707 $1,769 51440 FICA $14,186 $18,623 $18,623 $19,298 51450 MEDICARE $3,318 $4,355 $4,355 $4,513 51470 WORKERS COMP PREMIUM $247 $391 $391 $855 51480 UNEMPLOYMENT COMP(TWC) $843 $1,080 $1,080 $1,080 TOTAL PERSONNEL SERVICES $338,873 $407,277 $407,277 $439,008 52010 OFFICE SUPPLIES $6,981 $5,000 $5,000 $5,000 52040 POSTAGE AND FREIGHT $31 $300 $300 $300 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $0 52810 FOOD SUPPLIES $1,493 $6,100 $6,100 $3,000 52990 OTHER $0 $0 $0 $0 TOTAL SUPPLIES $8,505 $11,400 $11,400 $8,300 54610 FURNITURE AND FIXTURES $26,252 $2,500 $7,570 $2,500 54630 TOOLS AND EQUIPMENT $0 $0 $0 $0 54810 COMPUTER HARD/SOFTWARE $5,530 $5,500 $5,500 $7,650 54910 BUILDINGS $0 $0 $0 $0 54990 OTHER $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $31,782 $8,000 $13,070 $10,150 56030 INCENTIVES $808,259 $1,043,973 $401,433 $3,209,183 56040 SPECIAL SERVICES $90,799 $1,962,496 $2,470,496 $34,770 56042 SPECIAL SERVICES-INFRASTRUCTURE $0 $0 $0 $8,375,000 56041 SPECIAL SERVICES-REAL ESTATE $0 $0 $0 $276,300 56080 ADVERTISING $55,902 $129,100 $109,100 $129,100 56090 COMMUNITY DEVELOPMENT $20,903 $52,050 $44,550 $54,950 56110 COMMUNICATIONS $4,424 $6,400 $6,400 $7,900 56180 RENTAL $27,167 $27,000 $27,000 $27,000 56210 TRAVEL AND TRAINING $14,028 $74,600 $54,600 $73,000 56250 DUES AND SUBSCRIPTIONS $30,390 $39,810 $45,160 $57,824 56310 INSURANCE $4,770 $6,303 $6,303 $6,303 56510 AUDIT AND LEGAL SERVICES $12,918 $33,000 $23,000 $23,000 56570 ENGINEERING/ARCHITECTURAL $43,690 $189,300 $277,300 $87,500 56610 UTILITIES-ELECTRIC $2,166 $2,400 $2,400 $2,400 TOTAL CONTRACTURAL SERVICES $1,115,414 $3,566,432 $3,467,742 $12,364,230 103 172 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 111-WEDC WEDC FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 57410 PRINCIPAL PAYMENT $365,464 $5,403,249 $5,041,124 $575,974 57415 INTEREST EXPENSE $206,137 $326,452 $338,198 $656,024 TOTAL DEBT SERVICE AND CAP.REPL $571,601 $5,729,701 $5,379,321 $1,231,998 58110 LAND-PURCHASE PRICE $407,332 $3,983,393 $4,223,882 $2,090,000 58210 STREETS AND ALLEYS $198,555 $2,425,000 $0 $0 58830 FURNITURE AND FIXTURES $797 $0 $0 $0 58995 CONTRA CAPITAL OUTLAY ($407,332) $0 $0 $0 TOTAL CAPITAL OUTLAY $199,352 $6,408,393 $4,223,882 $2,090,000 TOTAL WEDC $2,265,527 $16,131,202 $13,502,692 $16,143,686 104 173__ 08/23/2022 Item 1. CITY OF WYLIE 4B SALES► TAX REVENUE FUND FUND DESCRIPTION The Wylie Park and Recreation Facilities Development Corporation (the 4B Corporation)was established to promote park and recreational development within the City of Wylie. The activities of the 4B Corporation are accounted for in two fund types. The two funds are titled the 4B Sales Tax Revenue Fund and the 4B Debt Service Fund. The special revenue fund accounts for the use of the 4B Corporation sales tax revenue and is restricted by State legislation to improve the appeal of the City as a place to live,work and visit through the promotion of park and recreational development. Sales taxes are levied in Wylie at 8.25%of goods and services sold within the City's boundaries. Departments in this fund include 4B Brown House,4B Senior Activities,4B Parks,4B Recreation Center,4B Stonehaven House and 4B Sales Tax Combined Services. 105 174 08/23/2022 Item 1. City Of Wylie Fund Summary 4B Sales Tax Revenue Fund Audited 4B Sales Tax Revenue Fund Ending Balance 09/30/21 $ 5,121,099 Projected '22 Revenues 4,589,466 Available Funds 9,710,565 Projected '22 Expenditures (4,013,375) a) Estimated Ending Fund Balance 09/30/22 $ 5,697,190 Estimated Beginning Fund Balance- 10/01/22 $ 5,697,190 Proposed Revenues '23 5,091,346 b) Proposed Expenditures '23 (4,361,637) Carryforward Expenditures (678,565) Estimated Ending Fund Balance 09/30/23 $ 5,748,334 c) a) Carry forward items are taken out of projected 2022 expense and included in 2023 expense. See manager's letter for detailed list totalling $678,565. b) Total includes sales tax revenue and revenue from the Recreation Center. c) Policy requirement is 25% of budgeted sales tax revenue ($4,124,146x 25% = $1,031,037). 106 175 08/23/2022 Item 9. 4B SALES TAX FUND SUMMARY OF REVENUES AND EXPENDITURES 2020-2021 2021-2022 2021-2022 2022-2023 ACTUAL BUDGET PROJECTED PROPOSED REVENUES: Sales Taxes 3,875,471 3,789,966 3,789,966 4,124,146 Service Fees 655,553 552,500 767,500 928,000 Interest&Misc. Income 12,551 18,950 32,000 39,200 Other Financing Sources 47,390 - - - TOTAL REVENUES 4,590,965 4,361,416 4,589,466 5,091,346 EXPENDITURES: Brown House 132,038 360,133 304,133 363,438 Senior Center 405,787 790,537 568,472 796,429 4B Parks 351,569 1,025,706 757,206 1,137,877 Recreation Center 1,712,334 2,003,659 1,991,659 2,202,032 Stonehaven House - 121,000 1,000 121,000 Combined Services 398,079 390,905 390,905 419,426 TOTAL EXPENDITURES 2,999,807 4,691,940 4,013,375 5,040,202 107 176 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 112-4B SALES TAX 4B SALES TAX REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 40210 SALES TAX $3,875,471 $3,789,966 $3,789,966 $4,124,146 TOTAL TAXES $3,875,471 $3,789,966 $3,789,966 $4,124,146 44150 RECREATION MEMBERSHIP FEES $436,473 $400,000 $450,000 $600,000 44152 RECREATION MERCHANDISE $5,322 $2,500 $2,500 $8,000 44156 RECREATION CLASS FEES $213,758 $150,000 $315,000 $320,000 TOTAL SERVICE FEES $655,553 $552,500 $767,500 $928,000 46110 ALLOCATED INTEREST EARNINGS $1,879 $1,700 $5,000 $7,200 TOTAL INTEREST INCOME $1,879 $1,700 $5,000 $7,200 48120 COMMUNITY ROOM FEES $10,463 $15,000 $25,000 $30,000 48410 MISCELLANEOUS INCOME $209 $2,250 $2,000 $2,000 TOTAL MISCELLANEOUS INCOME $10,672 $17,250 $27,000 $32,000 49600 INSURANCE RECOVERIES $47,390 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $47,390 $0 $0 $0 TOTAL 4B SALES TAX REVENUES $4,590,966 $4,361,416 $4,589,466 $5,091,346 108 177 08/23/2022 Item 1. CITY OF WYLIE 4B BROWN HOUSE DEPARTMENT DESCRIPTION Under the Parks and Recreation Department,the Recreation Division manages the Welcome Center at Thomas and Mattie Brown House.This division ensures ongoing preservation of Wylie's past by maintaining the historic site.A visit to this establishment serves as a welcome to Wylie's visitors and provides a rare opportunity to glimpse into the City's rich historical background. It is the mission of Wylie Parks and Recreation to spark connection with self,family,and community through meaningful park and recreation experiences. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to add operating hours to the Welcome Center and reestablish momentum lost during COVID-19. Strategic Goal:Community Focused Government. Continue to enhance the Welcome Center experience with history exhibits,tours,and educational opportunities. Strategic Goal:Community Focused Government Continue to support downtown events,e.g. Boo on Ballard, Bluegrass,and Arts Festival. Strategic Goal:Community Focused Government. FISCAL YEAR 2022 ACCOMPLISHMENTS Facility upgrade:Completed ADA Accessible Ramp and Parking project. Strategic Goal:Community Focused Government. Supported downtown events including, Pedal Car Race, Bluegrass, Boo on Ballard,and Arts Festival. Strategic Goal:Community Focused Government. Curated a History of Wylie exhibit to enhance the guest experience at the Welcome Center. Strategic Goal:Community Focused Government. BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Rec. Supervisor-Brown House 1.0 1.0 1.0 1.0 Recreation Monitor 0.5 0.5 2.5 2.5 Guest Service Specialist 0.5 0.5 3.0 3.0 TOTAL 2.0 2.0 6.5 6.5 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ General Attendance Hourly Headcount 100 400 Celebrations Attendance Free downtown events 5,079 3,000 5,360 5,600 109 178 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 112-4B SALES TAX BROWN HOUSE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $51,905 $54,144 $54,144 $56,430 51112 SALARIES-PART TIME $13 $76,161 $76,161 $79,398 51130 OVERTIME $0 $1,000 $1,000 $1,000 51140 LONGEVITY PAY $284 $332 $332 $380 51310 TMRS $8,054 $12,692 $12,692 $14,072 51410 HOSPITAL AND LIFE INSURANCE $11,789 $12,876 $12,876 $12,542 51420 LONG-TERM DISABILITY $233 $298 $298 $209 51440 FICA $3,038 $8,162 $8,162 $9,426 51450 MEDICARE $710 $1,909 $1,909 $2,204 51470 WORKERS COMP PREMIUM $291 $167 $167 $175 51480 UNEMPLOYMENT COMP(TWC) $253 $540 $540 $810 TOTAL PERSONNEL SERVICES $76,571 $168,281 $168,281 $176,646 52010 OFFICE SUPPLIES $121 $1,008 $1,008 $1,008 52130 TOOLS/EQUIP(NON-CAPITAL) $1,387 $19,955 $13,955 $14,655 52210 JANITORIAL SUPPLIES $532 $2,621 $2,621 $2,621 52250 MEDICAL AND SURGICAL $40 $360 $360 $360 52310 FUEL AND LUBRICANTS $0 $0 $0 $0 52610 RECREATIONAL SUPPLIES $0 $410 $410 $410 52650 RECREATION MERCHANDISE $0 $8,675 $8,675 $8,675 52710 WEARING APPAREL AND UNIFORMS $0 $450 $450 $450 52810 FOOD SUPPLIES $197 $525 $525 $525 TOTAL SUPPLIES $2,277 $34,004 $28,004 $28,704 54910 BUILDINGS $35,004 $106,050 $56,050 $104,800 TOTAL MATERIALS FOR MAINTENANCE $35,004 $106,050 $56,050 $104,800 56040 SPECIAL SERVICES $13,270 $32,473 $32,473 $32,953 56080 ADVERTISING $0 $5,960 $5,960 $5,960 56110 COMMUNICATIONS $1,101 $1,620 $1,620 $1,500 56140 REC CLASS EXPENSES $0 $2,900 $2,900 $2,900 56180 RENTAL $1,065 $1,900 $1,900 $1,900 56210 TRAVEL AND TRAINING $534 $3,250 $3,250 $3,250 56250 DUES AND SUBSCRIPTIONS $2,217 $3,695 $3,695 $4,825 TOTAL CONTRACTURAL SERVICES $18,186 $51,798 $51,798 $53,288 TOTAL BROWN HOUSE $132,038 $360,133 $304,133 $363,438 110 179 08/23/2022 Item 1. CITY OF WYLIE 4B SENIOR CENTER DEPARTMENT DESCRIPTION Under the Parks and Recreation Department,the Recreation Division manages the City of Wylie's Recreation offerings at Wylie Senior Recreation Center.The Wylie Senior Recreation Center supports the well-being of Wylie citizens,ages 55 years and older by providing recreational and educational programs.The division ensures the ongoing operations,participation, and marketing of the recreation programs provided by the City of Wylie at the Senior Recreation Center. It is the mission of Wylie Parks and Recreation to spark connection with self,family,and community through meaningful park and recreation experiences. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to regain program momentum lost due to COVID-19,and continue to meet increasing and evolving program needs. Strategic Goal:Community Focused Government. Prepare for the upcoming renovation. Strategic Goal:Community Focused Government. Continue to respond to customer needs in regards to equipment and spaces. Strategic Goal: Health,Safety,and Well-Being. FISCAL YEAR 2022 ACCOMPLISHMENTS Programming:Offerings include Special Events(Eighth Annual Senior Prom was postponed from 2020 due to COVID and resumed April 22,2022), Drop In Fitness, Drop In Play, Health and Fitness,The Arts,Outings,and Trips.Continue to get back to pre-COVID offerings including field trips and overnight trips. Partnered with Wellness Center for Older Adults in Plano to offer transportation,counseling services,and informative sessions. Strategic Goal: Health,Safety,and Well-Being. Facility improvements: Broader variety of fitness equipment geared towards 55+with a larger emphasis on health and fitness. Parking lot lighting added. Strategic Goal: Health,Safety,and Well-Being. Provided EOC Logistic Support through vehicles and staffing during Ice Storm 2022 and COVID-19(employee COVID-19 screenings). Strategic Goal: Health,Safety,and Well-Being. Provided a facility and staffing for Elections. Strategic Goal:Community Focused Government. STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Recreation Supervisor 1.0 1.0 1.0 1.0 Rec. Programmer-Senior Activities 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 Guest Services Specialist 1.5 1.5 1.5 1.5 Recreation Monitor 3.0 3.0 3.0 3.0 Bus Driver 0.5 0.5 0.5 0.5 TOTAL 8.0 8.0 8.0 8.0 111 180 08/23/2022 Item 1. 4B SENIOR CENTER CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ General Attendance Hourly Headcount 42,501 17,400 37,000 38,500 Paid Activity Participation Registrations:Activities and 1,033 973 1119 1175 Flex Reg Fitness 112 181 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 112-4B SALES TAX SENIOR CENTER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $133,964 $140,941 $140,941 $146,078 51112 SALARIES-PART TIME $111,339 $154,658 $154,658 $177,515 51130 OVERTIME $2,760 $2,750 $2,750 $2,750 51140 LONGEVITY PAY $812 $948 $948 $1,092 51310 TMRS $27,787 $28,540 $28,540 $30,667 51410 HOSPITAL AND LIFE INSURANCE $28,660 $31,840 $31,840 $31,507 51420 LONG-TERM DISABILITY $600 $766 $766 $541 51440 FICA $14,862 $18,557 $18,557 $20,301 51450 MEDICARE $3,476 $4,343 $4,343 $4,748 51470 WORKERS COMP PREMIUM $1,642 $1,872 $1,872 $1,961 51480 UNEMPLOYMENT COMP(TWC) $3,208 $2,160 $2,160 $2,160 TOTAL PERSONNEL SERVICES $329,110 $387,375 $387,375 $419,320 52010 OFFICE SUPPLIES $1,442 $2,110 $2,110 $1,922 52130 TOOLS/EQUIP(NON-CAPITAL) $11,823 $20,500 $20,500 $10,500 52210 JANITORIAL SUPPLIES $687 $3,535 $3,535 $3,535 52250 MEDICAL AND SURGICAL $745 $1,000 $1,000 $1,200 52310 FUEL AND LUBRICANTS $977 $6,480 $6,480 $9,000 52610 RECREATIONAL SUPPLIES $21,846 $37,050 $37,050 $32,930 52650 RECREATION MERCHANDISE $837 $4,012 $4,012 $4,012 52710 WEARING APPAREL AND UNIFORMS $24 $1,280 $1,280 $1,480 52810 FOOD SUPPLIES $406 $525 $525 $525 TOTAL SUPPLIES $38,790 $76,492 $76,492 $65,104 54530 HEAVY EQUIPMENT $4,604 $13,900 $13,900 $9,500 54910 BUILDINGS $1,197 $26,433 $26,433 $4,900 TOTAL MATERIALS FOR MAINTENANCE $5,801 $40,333 $40,333 $14,400 56040 SPECIAL SERVICES $7,628 $16,885 $16,885 $16,885 56080 ADVERTISING $2,630 $8,659 $8,659 $3,503 56110 COMMUNICATIONS $1,817 $4,344 $4,344 $2,172 56140 REC CLASS EXPENSES $5,813 $11,000 $11,000 $27,025 56180 RENTAL $5,534 $3,748 $3,748 $1,620 56210 TRAVEL AND TRAINING $5,144 $12,150 $12,150 $15,325 56250 DUES AND SUBSCRIPTIONS $3,006 $4,186 $4,186 $5,710 56360 ACTIVENET ADMINISTRATIVE FEES $515 $3,300 $3,300 $3,300 TOTAL CONTRACTURAL SERVICES $32,087 $64,272 $64,272 $75,540 58570 ENGINEERING/ARCHITECTURAL $0 $222,065 $0 $222,065 TOTAL CAPITAL OUTLAY $0 $222,065 $0 $222,065 TOTAL SENIOR CENTER $405,787 $790,537 $568,472 $796,429 113 182 08/23/2022 Item 1. CITY OF WYLIE 4B PARKS DEPARTMENT DESCRIPTION The 4B Parks Division is responsible for the development and maintenance of parks throughout the City. It is a division of the Parks and Recreation Department. The 4B Sales Tax Revenue Fund,4B Parks,is a supplemental cost-center to the General Fund Parks Department.The sales tax revenue is restricted by State legislation to improve the appeal of the City as a place to live,work,and visit while promoting economic development. FISCAL YEAR 2023 GOALS AND OBJECTIVES Identify new development opportunities at existing parks and dedicated park land. Strategic Goals: Planning Management Continue providing quality maintenance of parks and open spaces. Strategic Goals: Health,Safety,and Well-Being Expand and improve maintenance practices and efficiency. Strategic Goals: Health,Safety,and Well-Being FISCAL YEAR 2022 ACCOMPLISHMENTS Continued quality maintenance to the City's parks,open spaces, playgrounds,and athletic fields. Strategic Goal: Health,Safety,and Well-Being Replaced several aging pieces of equipment(Kubota Tractor,added new spray rig,turf renovator, new Christmas tree). Strategic Goal: Infrastructure Added new irrigation pump to Founders Park Softball Complex. This was needed to split the current system into two separate systems for better efficiency of water management. Strategic Goal: Infrastructure Replaced two softball infields with MasterSeal infield conditioner to improve the playability of the turf during inclement weather conditions. Strategic Goal: Health,Safety,and Well-Being Replaced Valentine Park playground with a modular structure and new swing sets. Strategic Goal: Health,Safety,and Well-Being BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Field Supervisor 1.0 1.0 1.0 1.0 Irrigation Technician 0.0 0.0 0.0 1.0 Equipment Operator II 0.0 0.0 0.0 1.0 Equipment Operator I 1.0 1.0 1.0 3.0 Maintenance Worker 3.0 3.0 3.0 0.0 TOTAL 5.0 5.0 5.0 6.0 114 183 08/23/2022 Item 1. 4B PARKS CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 1 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROD TARGET/PROJ Park Pavilion Rental Participants(Non-Profits) 2,560 2,640 4,950 5,500 Park Pavilion Rental Participants(Community Events) 16,000 18,850 30,050 32,500 Local Athletic Youth Sports Participants 2,721 4,639 5,350 5,500 Park Pavilion Rental Participants 2,064 2,995 3,650 4,000 Athletic Field Rental Hours(Local Leagues and Select 160 379 900 1,000 Leagues) Number of Playgrounds in Neighborhood Parks 19 19 22 23 115 184 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 112-4B SALES TAX 4B PARKS FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $218,264 $224,273 $224,273 $285,293 51130 OVERTIME $9,887 $8,000 $8,000 $14,000 51140 LONGEVITY PAY $2,148 $2,419 $2,419 $2,777 51310 TMRS $35,562 $36,377 $36,377 $46,821 51410 HOSPITAL AND LIFE INSURANCE $42,237 $47,513 $47,513 $63,447 51420 LONG-TERM DISABILITY $977 $1,243 $1,243 $1,146 51440 FICA $14,191 $14,551 $14,551 $18,728 51450 MEDICARE $3,319 $3,403 $3,403 $4,380 51470 WORKERS COMP PREMIUM $2,037 $2,642 $2,642 $3,045 51480 UNEMPLOYMENT COMP(TWC) $1,260 $1,350 $1,350 $1,620 TOTAL PERSONNEL SERVICES $329,883 $341,771 $341,771 $441,257 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $30,000 $30,000 $32,800 52710 WEARING APPAREL AND UNIFORMS $2,805 $4,320 $4,320 $4,320 TOTAL SUPPLIES $2,805 $34,320 $34,320 $37,120 54530 HEAVY EQUIPMENT $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $0 $0 $0 $0 56040 SPECIAL SERVICES $115 $6,000 $6,000 $1,000 56570 ENGINEERING/ARCHITECTURAL $11,315 $50,000 $50,000 $50,000 TOTAL CONTRACTURAL SERVICES $11,430 $56,000 $56,000 $51,000 58150 LAND-BETTERMENTS $7,450 $185,000 $72,500 $407,500 58570 ENGINEERING/ARCHITECTURAL $0 $301,615 $145,615 $156,000 58850 MAJOR TOOLS AND EQUIPMENT $0 $107,000 $107,000 $15,000 58910 BUILDINGS $0 $0 $0 $30,000 TOTAL CAPITAL OUTLAY $7,450 $593,615 $325,115 $608,500 TOTAL 4B PARKS $351,569 $1,025,706 $757,206 $1,137,877 116 185 08/23/2022 Item 9. CITY OF WYLIE 4B RECREATION CENTER DEPARTMENT DESCRIPTION Within the Parks and Recreation Department,the Recreation Division manages the City's recreational offerings at Wylie Recreation Center.The Wylie Recreation Center supports the well-being of Wylie citizens by providing access to recreational and educational programs.The division ensures the ongoing operations, participation,and marketing of recreational programs at Wylie Recreation Center.This division provides support and supervisory assistance to all recreation programs. It is the mission of Wylie Parks and Recreation to spark connection with self,family,and community through meaningful park and recreation experiences. FISCAL YEAR 2023 GOALS AND OBJECTIVES Meet increasing and evolving program needs. Strategic Goal: Health,Safety,and Well-Being. Continue to upgrade fitness equipment. Strategic Goal: Health,Safety,and Well-Being. Continue to respond to customer needs in regards to current equipment and spaces. Strategic Goal: Health,Safety,and Well-Being. Implement new Rec Pas fees. Financial Health: Meet the financial needs of the City while maintaining a balanced budget through efficient use of resources,expenditures,and revenues. FISCAL YEAR 2022 ACCOMPLISHMENTS Continued to upgrade fitness equipment. Strategic Goal: Health,Safety,and Well-Being. Readers Choice Award for Best Fitness Facility 2022. Strategic Goal: Health,Safety,and Well-Being. Designed and implemented online Rec Pass purchase options. Strategic Goal:Community Focused Government. All registered Special Events sold out including Pumpkins on the Prairie,Gingerbread Workshop, Donuts with Santa,and Easter Bunny Brunch. Strategic Goal:Community Focused Government. Centralized fitness equipment maintenance across the Recreation Division. Strategic Goal: Health,Safety,and Well-Being. 117 186 08/23/2022 Item 1. 4B RECREATION CENTER CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Recreation Manager 1.0 1.0 1.0 0.0 Recreation Supervisor 1.0 1.0 1.0 2.0 Recreation Programmer 3.0 3.0 3.0 3.0 Building Attendant 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 Guest Services Specialist 4.5 4.5 5.0 5.0 Recreation Monitor 13.0 13.0 13.0 13.0 TOTAL 24.5 24.5 25.0 25.0 ACTIVITY DEMAND I ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ General Attendance Hourly Headcount 226,693 267,705 318,600 335,000 Paid Activity Participation Registrations:Activities and 4,300 5,796 5,000 5,250 Flex Reg Fitness Paid Rentals Hours Rented per Year 254 183 210 215 118 187 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 112-4B SALES TAX RECREATION CENTER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $349,574 $391,872 $391,872 $376,397 51112 SALARIES-PART TIME $505,824 $527,905 $527,905 $617,905 51130 OVERTIME $5,000 $7,000 $7,000 $7,000 51140 LONGEVITY PAY $2,176 $2,423 $2,423 $2,838 51270 REC INSTRUCTOR PAY $22,464 $35,000 $35,000 $60,000 51310 TMRS $81,106 $80,920 $80,920 $84,261 51410 HOSPITAL AND LIFE INSURANCE $73,357 $98,118 $98,118 $89,064 51420 LONG-TERM DISABILITY $1,544 $2,134 $2,134 $1,393 51440 FICA $53,958 $59,718 $59,718 $62,257 51450 MEDICARE $12,619 $13,966 $13,966 $14,560 51470 WORKERS COMP PREMIUM $7,823 $10,614 $10,614 $10,051 51480 UNEMPLOYMENT COMP(TWC) $12,701 $5,400 $5,400 $5,400 TOTAL PERSONNEL SERVICES $1,128,146 $1,235,070 $1,235,070 $1,331,126 52010 OFFICE SUPPLIES $2,932 $5,852 $5,852 $5,852 52130 TOOLS/EQUIP(NON-CAPITAL) $14,915 $20,370 $20,370 $20,220 52210 JANITORIAL SUPPLIES $10,222 $28,479 $28,479 $28,479 52250 MEDICAL AND SURGICAL $3,529 $4,420 $4,420 $4,420 52310 FUEL AND LUBRICANTS $725 $3,990 $3,990 $6,300 52610 RECREATIONAL SUPPLIES $70,211 $99,035 $99,035 $109,691 52650 RECREATION MERCHANDISE $2,672 $7,475 $7,475 $7,475 52710 WEARING APPAREL AND UNIFORMS $1,628 $7,470 $7,470 $7,470 52810 FOOD SUPPLIES $1,155 $1,200 $1,200 $1,200 TOTAL SUPPLIES $107,988 $178,291 $178,291 $191,107 54530 HEAVY EQUIPMENT $7,376 $21,090 $21,090 $26,090 54910 BUILDINGS $37,462 $45,920 $33,920 $43,720 TOTAL MATERIALS FOR MAINTENANCE $44,839 $67,010 $55,010 $69,810 56040 SPECIAL SERVICES $52,588 $91,370 $91,370 $91,370 56080 ADVERTISING $85,342 $99,977 $99,977 $99,977 56110 COMMUNICATIONS $1,062 $1,800 $1,800 $1,800 56140 REC CLASS EXPENSES $102,440 $76,300 $76,300 $152,650 56180 RENTAL $1,355 $3,300 $3,300 $3,300 56210 TRAVEL AND TRAINING $5,739 $25,600 $25,600 $29,790 56250 DUES AND SUBSCRIPTIONS $6,002 $12,071 $12,071 $13,532 56310 INSURANCE $27,614 $35,300 $35,300 $40,000 56360 ACTIVENET ADMINISTRATIVE FEES $39,304 $58,600 $58,600 $58,600 56610 UTILITIES-ELECTRIC $88,950 $98,970 $98,970 $98,970 56630 UTILITIES-WATER $20,966 $20,000 $20,000 $20,000 56660 UTILITIES-GAS $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $431,360 $523,288 $523,288 $609,989 TOTAL RECREATION CENTER $1,712,334 $2,003,659 $1,991,659 $2,202,032 119 188 08/23/2022 Item 9. CITY OF WYLIE 4B STONEHAVEN HOUSE DEPARTMENT DESCRIPTION Under the Parks and Recreation Department,the Recreation Division manages the maintenance of Stonehaven House.This division ensures ongoing preservation of Wylie's past by maintaining the historic site.Similar to the Brown House,a visit to the Stonehaven House provides another rare opportunity to glimpse into the City's rich historical background. FISCAL YEAR 2023 GOALS AND OBJECTIVES Add utilities and infrastructure Improvements to the house to aid in future preservation efforts. Strategic Goals: Planning Management Discussion with Wylie Historical Society regarding possible shared use of the Stonehaven House and house improvement plan. Strategic Goals: Planning Management FISCAL YEAR 2022 ACCOMPLISHMENTS None 120 189 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 112-4B SALES TAX STONEHAVEN HOUSE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 54210 STREETS AND ALLEYS $0 $0 $0 $0 54510 MOTOR VEHICLES $0 $0 $0 $0 54530 HEAVY EQUIPMENT $0 $0 $0 $0 54630 TOOLS AND EQUIPMENT $0 $0 $0 $0 54650 COMMUNICATIONS $0 $0 $0 $0 54810 COMPUTER HARD/SOFTWARE $0 $0 $0 $0 54910 BUILDINGS $0 $121,000 $1,000 $121,000 TOTAL MATERIALS FOR MAINTENANCE $0 $121,000 $1,000 $121,000 TOTAL STONEHAVEN HOUSE $0 $121,000 $1,000 $121,000 121 190 08/23/2022 Item 1. CITY OF WYLIE 4B SALES TAX REVENUE COMBINED SERVICES DEPARTMENT DESCRIPTION This department reflects expenditures incurred by the City's 4B Sales Tax Revenue Fund,as a single entity, in the conduct of its operations. These expenditures include debt service payments,etc. 122 191 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 112-4B SALES TAX 4B COMBINED SERVICES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 56040 SPECIAL SERVICES $5,829 $7,280 $7,280 $31,376 56310 INSURANCE $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $5,829 $7,280 $7,280 $31,376 59125 TRANSFER TO RECREATION FUND $0 $0 $0 $0 59132 TRANSFER TO 4B DEBT SERVICE $392,250 $383,625 $383,625 $388,050 59430 TRANSFER TO CAPITAL PROJ FUND $0 $0 $0 $0 TOTAL OTHER FINANCING(USES) $392,250 $383,625 $383,625 $388,050 TOTAL 4B COMBINED SERVICES $398,079 $390,905 $390,905 $419,426 123 192 08/23/2022 Item 9. CITY OF WYLIE PARKS ACQUISITION & IMPROVEMENT FUND DEPARTMENT DESCRIPTION The Park Acquisition and Improvement Fund resources are derived from the payment of fees obtained as part of the development process. Fees are accepted in lieu of parkland dedications to the City. For administrative purposes,the City is divided into three park zones:West,Central,and East. The accumulated funds are available for the acquisition, development and improvement of park land within the zones from which they are collected. The Park Acquisition and Improvement Fund is utilized by the Parks Division with input from the Parks and Recreation Board for the betterment of parks and open spaces throughout the City. Funds are utilized for the purposes of land acquisition for future park development and for the continual improvement of existing parks and open space facilities and amenities. Funds can also be used as matching requirements for available County and State grant opportunities for part acquisition and improvement. FISCAL YEAR 2023 GOALS AND OBJECTIVES West Zone 5621: To improve the overall look of the Municipal Complex Trail and Community Garden by creating a more accessible route and shade to the Community Garden from the Municipal Complex. Strategic Goal: Health,Safety,and Well-Being Central Zone 5622: No projects funded for FY23 East Zone 5623: Complete the renovation to the baseball backstops at Avalon Park. Strategic Goal: Health,Safety,and Well-Being FISCAL YEAR 2022 ACCOMPLISHMENTS West Zone 5621: No projects were funded for FY 21-22 Central Zone 5622: Completed the parking lot lighting for Community Park and the Senior Recreation Center. Strategic Goals: Infrastructure Completed the installation of a new playground at Twin Lakes Park. Strategic Goals: Health,Safety,and Well Being East Zone 5623: No projects were funded for FY 21-22 124 193 08/23/2022 Item 1. City Of Wylie Fund Summary Park A & I Fund Audited Park A&I Fund Ending Balance 09/30/21 $ 568,319 Projected '22 Revenues 400 Available Funds 568,719 Projected '22 Expenditures (192,419) Estimated Ending Fund Balance 09/30/22 $ 376,300 Estimated Beginning Fund Balance- 10/01/22 $ 376,300 Proposed Revenues '23 511,480 Proposed Expenditures '23 (96,931) Carryforward Expenditures $ - Estimated Ending Fund Balance 09/30/23 $ 790,849 125 194 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 121-PARKS AANDI PARKS A AND I REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 43514 PARK GRANTS $60,000 $0 $0 $0 TOTAL INTERGOVERNMENTAL REVENUE $60,000 $0 $0 $0 44134 PARK LAND DEVELOPMENT $344,300 $614,500 $0 $511,000 TOTAL SERVICE FEES $344,300 $614,500 $0 $511,000 46110 ALLOCATED INTEREST EARNINGS $320 $353 $400 $480 46140 TEXPOOL INTEREST $0 $0 $0 $0 TOTAL INTEREST INCOME $320 $353 $400 $480 48410 MISCELLANEOUS INCOME $0 $0 $0 $0 48440 CONTRIBUTIONS/DONATIONS $0 $0 $0 $0 TOTAL MISCELLANEOUS INCOME $0 $0 $0 $0 49111 TRANSFER FROM GENERAL FUND $0 $0 $0 $0 49131 TRANSFER FROM SPECIAL REVENUE $0 $0 $0 $0 49450 COUNTY PROCEEDS(OFS) $0 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $0 $0 $0 $0 TOTAL PARKS AANDI REVENUES $404,620 $614,853 $400 $511,480 126 195 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 121-PARKS AANDI PARKS A AND I WEST ZONE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $0 52150 NON-CAPITAL IMPROVEMENTS $0 $0 $0 $0 52510 BOTANICAL AND AGRICULTURAL $0 $0 $0 $0 52610 RECREATIONAL SUPPLIES $0 $0 $0 $0 TOTAL SUPPLIES $0 $0 $0 $0 54250 STREET SIGNS AND MARKINGS $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $0 $0 $0 $0 56040 SPECIAL SERVICES $0 $0 $0 $0 56570 ENGINEERING/ARCHITECTURAL $43,981 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $43,981 $0 $0 $0 58110 LAND-PURCHASE PRICE $0 $0 $0 $0 58150 LAND-BE I I ERMENTS $28,873 $0 $0 $58,431 58570 ENGINEERING/ARCHITECTURAL $0 $0 $0 $0 58830 FURNITURE AND FIXTURES $0 $0 $0 $0 58840 OUTDOOR FURNITURE AND EQUIPMENT $0 $0 $0 $0 58850 MAJOR TOOLS AND EQUIPMENT $0 $0 $0 $0 TOTAL CAPITAL OUTLAY $28,873 $0 $0 $58,431 59447 TRANSFER TO 2008 GEN OBLIG $0 $0 $0 $0 TOTAL OTHER FINANCING(USES) $0 $0 $0 $0 TOTAL PARKS AANDI WEST ZONE $72,854 $0 $0 $58,431 127 196 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 121-PARKS AANDI PARKS A AND I CENTRAL ZONE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $0 52150 NON-CAPITAL IMPROVEMENTS $0 $0 $0 $0 52510 BOTANICAL AND AGRICULTURAL $0 $0 $0 $0 52610 RECREATIONAL SUPPLIES $0 $0 $0 $0 TOTAL SUPPLIES $0 $0 $0 $0 54250 STREET SIGNS AND MARKINGS $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $0 $0 $0 $0 56040 SPECIAL SERVICES $0 $0 $0 $0 56570 ENGINEERING/ARCHITECTURAL $0 $0 $0 $0 56990 OTHER $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $0 $0 $0 $0 58110 LAND-PURCHASE PRICE $0 $0 $0 $0 58150 LAND-BETTERMENTS $79,253 $192,419 $192,419 $0 58570 ENGINEERING/ARCHITECTURAL $0 $0 $0 $0 58830 FURNITURE AND FIXTURES $0 $0 $0 $0 58840 OUTDOOR FURNITURE AND EQUIPMENT $0 $0 $0 $0 58850 MAJOR TOOLS AND EQUIPMENT $0 $0 $0 $0 58910 BUILDINGS $0 $0 $0 $0 TOTAL CAPITAL OUTLAY $79,253 $192,419 $192,419 $0 59447 TRANSFER TO 2008 GEN OBLIG $0 $0 $0 $0 TOTAL OTHER FINANCING(USES) $0 $0 $0 $0 TOTAL PARKS AANDI CENTRAL ZONE $79,253 $192,419 $192,419 $0 128 197 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 121-PARKS AANDI PARKS A AND I EAST ZONE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52150 NON-CAPITAL IMPROVEMENTS $0 $0 $0 $0 52510 BOTANICAL AND AGRICULTURAL $0 $0 $0 $0 52610 RECREATIONAL SUPPLIES $0 $0 $0 $0 TOTAL SUPPLIES $0 $0 $0 $0 54250 STREET SIGNS AND MARKINGS $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $0 $0 $0 $0 56040 SPECIAL SERVICES $25,000 $0 $0 $0 56570 ENGINEERING/ARCHITECTURAL $94,265 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $119,265 $0 $0 $0 58150 LAND-BETTERMENTS $113,097 $0 $0 $38,500 58570 ENGINEERING/ARCHITECTURAL $0 $0 $0 $0 58830 FURNITURE AND FIXTURES $0 $0 $0 $0 58840 OUTDOOR FURNITURE AND EQUIPMENT $0 $0 $0 $0 58850 MAJOR TOOLS AND EQUIPMENT $0 $0 $0 $0 TOTAL CAPITAL OUTLAY $113,097 $0 $0 $38,500 59447 TRANSFER TO 2008 GEN OBLIG $0 $0 $0 $0 TOTAL OTHER FINANCING(USES) $0 $0 $0 $0 TOTAL PARKS AANDI EAST ZONE $232,362 $0 $0 $38,500 129 198 08/23/2022 Item 1. CITY OF WYLIE FIRE TRAINING CENTER FUND DEPARTMENT DESCRIPTION The Fire Training Center Fund is a special revenue fund that was established in FY 2001. Expenditures from this fund are related to public safety training, as well as upkeep and maintenance of the fire training facilities. The Fire training center is physically located behind Fire Station 2. The facility is also used as a regional training center by other city departments and area fire departments. Major funding comes from response fees collected within our response area for emergency services rendered. Other funding comes from fees assessed on users. A master use plan has been drawn up that will develop the acres available in order to meet the growing needs due to population and commercial growth. FISCAL YEAR 2023 GOALS AND OBJECTIVES Expend funds dedicated to the public safety training field to maintain the training facility, improve training offerings, and provide quality training to Wylie public safety personnel. Strategic Goals: Infrastructure;Workforce; Planning Management 130 199 08/23/2022 Item 9. City Of Wylie Fund Summary Fire Training Center Fund Audited Fire Training Center Fund Ending Balance 09/30/21 $ 238,374 Projected '22 Revenues 29,222 Available Funds 267,596 Projected '22 Expenditures (30,000) Estimated Ending Fund Balance 09/30/22 $ 237,596 Estimated Beginning Fund Balance- 10/01/22 $ 237,596 Proposed Revenues '23 28,728 Proposed Expenditures '23 (45,000) Estimated Ending Fund Balance 09/30/23 $ 221,324 131 200 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 132-FIRE TRAINING CENTER FIRE TRAINING CENTER REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 42110 FIRST RESPONDER FEES $44,901 $29,000 $29,000 $28,428 TOTAL LICENSE AND PERMITS $44,901 $29,000 $29,000 $28,428 43512 FIRE GRANTS $0 $0 $0 $0 TOTAL INTERGOVERNMENTAL REVENUE $0 $0 $0 $0 46110 ALLOCATED INTEREST EARNINGS $110 $108 $222 $300 46140 TEXPOOL INTEREST $0 $0 $0 $0 TOTAL INTEREST INCOME $110 $108 $222 $300 48110 RENTAL INCOME $0 $0 $0 $0 48310 RECOVERY-PRIOR YEAR EXPEND $0 $0 $0 $0 48440 CONTRIBUTIONS/DONATIONS $0 $0 $0 $0 TOTAL MISCELLANEOUS INCOME $0 $0 $0 $0 49111 TRANSFER FROM GENERAL FUND $0 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $0 $0 $0 $0 TOTAL FIRE TRAINING CENTER REVENUES $45,011 $29,108 $29,222 $28,728 132-FIRE TRAINING CENTER FIRE TRAINING CENTER EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52130 TOOLS/EQUIP(NON-CAPITAL) $29,382 $20,000 $20,000 $40,000 52630 AUDIO-VISUAL $0 $10,000 $10,000 $5,000 TOTAL SUPPLIES $29,382 $30,000 $30,000 $45,000 TOTAL FIRE TRAINING CENTER $29,382 $30,000 $30,000 $45,000 132 201 08/23/2022 Item 9. CITY OF WYLIE FIRE DEVELOPMENT FUND DEPARTMENT DESCRIPTION The Fire Development Fee Fund benefits the City of Wylie by providing a portion of the capital expenditure money to maintain fire protection service levels caused by increases in growth and population.The City established fire development fees by Ordinance No.2007-12.The fund cannot be used for any operations or replacement costs. Projects in the coming years are Fire Station 5 property,and construction of Fire Station 5,as well as the new apparatus for each. FISCAL YEAR 2023 GOALS AND OBJECTIVES Receive revenues from Fire Development Fees Strategic Goals: Financial Health; Economic Growth Began the land location process for construction of Fire Station 5 Strategic Goals: Planning Management, Financial Health FISCAL YEAR 2022 ACCOMPLISHMENTS Completed construction and opened Fire Station#4 Strategic Goals: Planning Management; Financial Health 133 202 08/23/2022 Item 9. City Of Wylie Fund Summary Fire Development Fund Audited Fire Development Fund Ending Balance 09/30/21 $ 849,300 Projected '22 Revenues 260,860 Available Funds 1,110,160 Projected '22 Expenditures (112,483) a) Estimated Ending Fund Balance 09/30/22 $ 997,677 Estimated Beginning Fund Balance- 10/01/22 $ 997,677 Proposed Revenues '23 236,088 Proposed Expenditures '23 - Carryforward Expenditures $ (101,784) Estimated Ending Fund Balance 09/30/23 $ 1,131,981 a) Carry forward items are taken out of projected 2022 expense and included in 2023 expense. See manager's letter for detailed list totalling $101,784. 134 203 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 133-FIRE DEVELOPMENT FIRE DEVELOPMENT REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 44127 FIRE DEVELOPMENT REVENUE $255,678 $260,000 $260,000 $234,888 TOTAL SERVICE FEES $255,678 $260,000 $260,000 $234,888 46110 ALLOCATED INTEREST EARNINGS $619 $716 $860 $1,200 TOTAL INTEREST INCOME $619 $716 $860 $1,200 48410 MISCELLANEOUS INCOME $0 $0 $0 $0 TOTAL MISCELLANEOUS INCOME $0 $0 $0 $0 TOTAL FIRE DEVELOPMENT REVENUES $256,297 $260,716 $260,860 $236,088 133-FIRE DEVELOPMENT FIRE DEVELOPMENT EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $0 TOTAL SUPPLIES $0 $0 $0 $0 56040 SPECIAL SERVICES $0 $55,000 $0 $55,000 56510 AUDIT AND LEGAL SERVICES $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $0 $55,000 $0 $55,000 58110 LAND-PURCHASE PRICE $0 $0 $0 $0 58510 MOTOR VEHICLES $0 $0 $0 $0 58570 ENGINEERING/ARCHITECTURAL $377,842 $159,267 $112,483 $46,784 58580 CONSTRUCTION PROF SERVICES $0 $0 $0 $0 58910 BUILDINGS $0 $0 $0 $0 TOTAL CAPITAL OUTLAY $377,842 $159,267 $112,483 $46,784 59430 TRANSFER TO CAPITAL PROJ FUND $0 $0 $0 $0 TOTAL OTHER FINANCING(USES) $0 $0 $0 $0 TOTAL FIRE DEVELOPMENT $377,842 $214,267 $112,483 $101,784 135 204 08/23/2022 Item 9. CITY OF WYLIE MUNICIPAL COURT TECHNOLOGY FUND FUND DESCRIPTION Texas Code of Criminal Procedure,Article 102.017, provides for the establishment of the Building Security Fund and the assessment and collection of a Building Security Fee. For offenses occurring on or after January 1,2020,this fund became a component of the Local Consolidated Fee, provided by the Local Government Code,Article 134.103. A person convicted of a misdemeanor offense in the Municipal Court shall pay,in addition to all other costs,the Building Security Fee. This money may only be used for security personnel,services,or items related to buildings that house the operation of a municipal court. 136 205 08/23/2022 Item 9. City Of Wylie Fund Summary Municipal Court Technology Fund Audited Municipal Court Technology Fund Ending Balance 09/30/21 $ 16,240 Projected '22 Revenues 6,200 Available Funds 22,440 Projected '22 Expenditures (2,000) Estimated Ending Fund Balance 09/30/22 $ 20,440 Estimated Beginning Fund Balance- 10/01/22 $ 20,440 Proposed Revenues '23 8,000 Proposed Expenditures '23 (2,000) Estimated Ending Fund Balance 09/30/23 $ 26,440 137 206 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 151-MUNICIPAL COURT TECH MUNICIPAL COURT TECH REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 45135 COURT TECHNOLOGY FEES $6,157 $5,000 $6,200 $8,000 TOTAL FINES AND FORFEITURES $6,157 $5,000 $6,200 $8,000 46110 ALLOCATED INTEREST EARNINGS $6 $0 $0 $0 TOTAL INTEREST INCOME $6 $0 $0 $0 48410 MISCELLANEOUS INCOME $0 $0 $0 $0 TOTAL MISCELLANEOUS INCOME $0 $0 $0 $0 49111 TRANSFER FROM GENERAL FUND $0 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $0 $0 $0 $0 TOTAL MUNICIPAL COURT TECH REVENUES $6,163 $5,000 $6,200 $8,000 151-MUNICIPAL COURT TECH MUNICIPAL COURT TECH EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $2,000 $2,000 $2,000 TOTAL SUPPLIES $0 $2,000 $2,000 $2,000 54810 COMPUTER HARD/SOFTWARE $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $0 $0 $0 $0 58110 LAND-PURCHASE PRICE $0 $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $0 $0 $0 59430 TRANSFER TO CAPITAL PROJ FUND $0 $0 $0 $0 TOTAL OTHER FINANCING(USES) $0 $0 $0 $0 TOTAL MUNICIPAL COURT TECH $0 $2,000 $2,000 $2,000 138 207 08/23/2022 Item 1. CITY OF WYLIE MUNICIPAL COURT BUILDING SECURITY FUND FUND DESCRIPTION Texas Code of Criminal Procedure, Article 102.017, provides for the establishment of the Building Security Fund and the assessment and collection of a Building Security Fee. For offenses occurring on or after January 1, 2020,this fund became a component of the Local Consolidated Fee, provided by the Local Government Code,Article 134.103. A person convicted of a misdemeanor offense in the Municipal Court shall pay, in addition to all other costs,the Building Security Fee. This money may only be used for security personnel, services, or items related to buildings that house the operation of a municipal court. 139 208 08/23/2022 Item 9. City Of Wylie Fund Summary Municipal Court Building Security Fund Audited Municipal Court Building Security Fund Ending Balance 09/30/21 $ 24,604 Projected '22 Revenues 7,200 Available Funds 31,804 Projected '22 Expenditures (6,250) Estimated Ending Fund Balance 09/30/22 $ 25,554 Estimated Beginning Fund Balance- 10/01/22 $ 25,554 Proposed Revenues '23 7,000 Proposed Expenditures '23 (9,250) Estimated Ending Fund Balance 09/30/23 $ 23,304 140 209 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 152-MUNICIPAL COURT BLDG SECURITY MUNICIPAL COURT BLDG SECURITY REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 45136 COURT BLDG SEC FEES $7,248 $5,000 $7,200 $7,000 TOTAL FINES AND FORFEITURES $7,248 $5,000 $7,200 $7,000 46110 ALLOCATED INTEREST EARNINGS $10 $0 $0 $0 TOTAL INTEREST INCOME $10 $0 $0 $0 48410 MISCELLANEOUS INCOME $0 $0 $0 $0 TOTAL MISCELLANEOUS INCOME $0 $0 $0 $0 49111 TRANSFER FROM GENERAL FUND $0 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $0 $0 $0 $0 TOTAL MUNICIPAL COURT BLDG SECURITY REVENUES $7,258 $5,000 $7,200 $7,000 152-MUNICIPAL COURT BLDG SECURITY MUNICIPAL COURT BLDG SECURITY EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $0 TOTAL SUPPLIES $0 $0 $0 $0 56210 TRAVEL AND TRAINING $200 $6,250 $6,250 $9,250 TOTAL CONTRACTURAL SERVICES $200 $6,250 $6,250 $9,250 58910 BUILDINGS $0 $0 $0 $0 TOTAL CAPITAL OUTLAY $0 $0 $0 $0 59430 TRANSFER TO CAPITAL PROJ FUND $0 $0 $0 $0 TOTAL OTHER FINANCING(USES) $0 $0 $0 $0 TOTAL MUNICIPAL COURT BLDG SECURITY $200 $6,250 $6,250 $9,250 141 210 08/23/2022 Item 1. CITY OF WYLIE JUDICIAL EFFICIENCY FUND FUND DESCRIPTION • Local Government Code,Section 133.103, provides for the establishment of the Judicial Efficiency Fee which is a component of the Time Payment Fee. A person convicted of an offense dated on or before December 31, 2019, shall pay, in addition to all other costs,the Time Payment Fee if the person has not satisfied the full payment of fine and court costs on or before the 31st day after the date judgment is entered.Code of Criminal Procedure,Article 102.030, provides for the establishment of the Time Payment Reimbursement Fee. A person convicted of an offense dated on or after January 1,2020,shall pay, in addition to all other costs,the Time Payment Reimbursement Fee if the person has not satisfied the full payment of fine and court costs on or before the 31st day after the date judgment is entered. The money from these fees are to be used for the purpose of improving the efficiency of the administration of justice in the Municipal Court. 142 211 08/23/2022 Item 9. City Of Wylie Fund Summary Municipal Court Judicial Efficiency Fund Audited Municipal Court Judicial Efficiency Fund Ending Balance 09/30/21 $ 5,423 Projected '22 Revenues 1,900 Available Funds 7,323 Projected '22 Expenditures - Estimated Ending Fund Balance 09/30/22 $ 7,323 Estimated Beginning Fund Balance- 10/01/22 $ 7,323 Proposed Revenues '23 1,000 Proposed Expenditures '23 - Estimated Ending Fund Balance 09/30/23 $ 8,323 143 212 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 153-MUNICIPAL COURT JUDICIAL EFFICIENCY MUNICIPAL COURT JUDICIAL EFFICIENCY REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 45137 JUDICIAL EFFICIENCY FEES $150 $1,000 $1,900 $1,000 TOTAL FINES AND FORFEITURES $150 $1,000 $1,900 $1,000 46110 ALLOCATED INTEREST EARNINGS $3 $0 $0 $0 TOTAL INTEREST INCOME $3 $0 $0 $0 48410 MISCELLANEOUS INCOME $0 $0 $0 $0 TOTAL MISCELLANEOUS INCOME $0 $0 $0 $0 TOTAL MUNICIPAL COURT JUDICIAL EFFICIENCY $153 $1,000 $1,900 $1,000 153-MUNICIPAL COURT JUDICIAL EFFICIENCY MUNICIPAL COURT JUDICIAL EFFICIENCY EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $0 TOTAL SUPPLIES $0 $0 $0 $0 56210 TRAVEL AND TRAINING $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $0 $0 $0 $0 TOTAL MUNICIPAL COURT JUDICIAL EFFICIENCY $0 $0 $0 $0 144 213 08/23/2022 Item 9. CITY OF WYLIE TRUANCY COURT FUND FUND DESCRIPTION Texas Family Code,Section 65.107, provides the establishment of a Truant Conduct court cost. The court may order a person who is found to have engaged in truant conduct,to pay a Truant Conduct court cost. The money from this cost may only be used to offset the cost of the operations of the truancy court. 145 214 08/23/2022 Item 9. City Of Wylie Fund Summary Truancy Court Fund Audited Truancy Court Fund Ending Balance 09/30/21 $ 16,830 Projected '22 Revenues 2,400 Available Funds 19,230 Projected '22 Expenditures (1,000) Estimated Ending Fund Balance 09/30/22 $ 18,230 Estimated Beginning Fund Balance- 10/01/22 $ 18,230 Proposed Revenues '23 3,000 Proposed Expenditures '23 (1,000) Estimated Ending Fund Balance 09/30/23 $ 20,230 146 215 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 154-TRUANCY COURT TRUANCY COURT REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 45142 TRUANT CONDUCT FEE $850 $1,500 $2,400 $3,000 TOTAL FINES AND FORFEITURES $850 $1,500 $2,400 $3,000 46110 ALLOCATED INTEREST EARNINGS $8 $0 $0 $0 TOTAL INTEREST INCOME $8 $0 $0 $0 TOTAL TRUANCY COURT REVENUES $858 $1,500 $2,400 $3,000 154-TRUANCY COURT TRUANCY COURT EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 56510 AUDIT AND LEGAL SERVICES $0 $1,000 $1,000 $1,000 TOTAL CONTRACTURAL SERVICES $0 $1,000 $1,000 $1,000 TOTAL TRUANCY COURT $0 $1,000 $1,000 $1,000 147 216 08/23/2022 Item 9. CITY OF WYLIE MUNICIPAL JURY FUND FUND DESCRIPTION Local Government Code,Section 134.103, provides the Municipal Jury Fee as a component of the Local Consolidated Fee. A person convicted of a misdemeanor offense shall pay, in addition to all other costs,the Municipal Jury Fee. This money may only be used only to fund juror reimbursements and otherwise finance jury services. 148 217 08/23/2022 Item I City Of Wylie Fund Summary Municipal Jury Audited Municipal Jury Fund Ending Balance 09/30/21 199 Projected '22 Revenues 140 Available Funds 339 Projected '22 Expenditures Estimated Ending Fund Balance 09/30/22 339 Estimated Beginning Fund Balance- 10/01/22 339 Proposed Revenues '23 1,000 Proposed Expenditures '23 Estimated Ending Fund Balance 09/30/23 1,339 149 218 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 155-MUNICIPAL JURY MUNICIPAL JURY REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 45143 MUNICIPAL JURY FEES $138 $100 $140 $1,000 TOTAL FINES AND FORFEITURES $138 $100 $140 $1,000 46110 ALLOCATED INTEREST EARNINGS $0 $0 $0 $0 TOTAL INTEREST INCOME $0 $0 $0 $0 48410 MISCELLANEOUS INCOME $0 $0 $0 $0 TOTAL MISCELLANEOUS INCOME $0 $0 $0 $0 TOTAL MUNICIPAL JURY REVENUES $138 $100 $140 $1,000 150 219 08/23/2022 Item 9. CITY OF WYLIE HOTEL OCCUPANCY TAX FUND FUND DESCRIPTION The Hotel Occupancy Tax was created by Ordinance No. 2004-23 amending Section 106-42 of the Wylie Code of Ordinances. The Hotel Occupancy Tax is imposed on a person who pays for a room or space in a hotel costing$15.00 or more each day. The Hotel Occupancy Tax is levied (i) upon the cost of occupancy of any room or space furnished by any hotel where such cost of occupancy is at the rate of$2.00 or more per day,such tax to be equal to seven percent(7%)of the consideration paid by the occupant of such room,space or facility to such hotel,exclusive of other occupancy taxes imposed by other governmental agencies,(ii)and hotel occupancy tax provided herein shall be imposed in the city extraterritorial jurisdiction, provided, however,that the levy of such taxes shall not result in a combined rate of state,county or municipal hotel occupancy taxes in the extraterritorial jurisdiction which exceeds fifteen percent(15%)of the price paid for a room in a hotel. 151 220 08/23/2022 Item 9. City Of Wylie Fund Summary Hotel Occupancy Tax Fund Audited Hotel Occupancy Tax Fund Ending Balance 09/30/21 $ 549,370 Projected '22 Revenues 322,720 Available Funds 872,090 Projected '22 Expenditures (240,700) Estimated Ending Fund Balance 09/30/22 $ 631,390 Estimated Beginning Fund Balance- 10/01/22 $ 631,390 Proposed Revenues '23 228,660 Proposed Expenditures '23 (129,200) Carryforward Expenditures 0 Estimated Ending Fund Balance 09/30/23 $ 730,850 221 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 161-HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 40230 HOTEL OCCUPANCY TAX $171,308 $200,000 $322,248 $228,000 TOTAL TAXES $171,308 $200,000 $322,248 $228,000 46110 ALLOCATED INTEREST EARNINGS $232 $200 $472 $660 TOTAL INTEREST INCOME $232 $200 $472 $660 TOTAL HOTEL OCCUPANCY TAX REVENUES $171,540 $200,200 $322,720 $228,660 161-HOTEL OCCUPANCY TAX HOTEL OCCUPANCY TAX EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 54910 BUILDINGS $12,950 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $12,950 $0 $0 $0 56040 SPECIAL SERVICES $0 $35,000 $35,000 $60,000 56080 ADVERTISING $21,105 $35,000 $35,000 $35,000 TOTAL CONTRACTURAL SERVICES $21,105 $70,000 $70,000 $95,000 58150 LAND BETTERMENTS $0 $70,200 $70,200 $0 58570 ARCHITECTURAL/ENGINEERING $22,605 $0 $0 $0 58910 BUILDINGS $6,721 $70,500 $70,500 $0 TOTAL CAPITAL OUTLAY $29,326 $140,700 $140,700 $0 59180 TRANSFER TO PUBLIC ARTS $30,000 $30,000 $30,000 $34,200 TOTAL OTHER FINANCING(USES) $30,000 $30,000 $30,000 $34,200 TOTAL HOTEL OCCUPANCY TAX $93,381 $240,700 $240,700 $129,200 153 222 08/23/2022 Item 1. CITY OF WYLIE PUBLIC ARTS FUND DEPARTMENT DESCRIPTION The Public Arts Advisory Board consists of seven members,appointed by the City Council for a two year term. The Public Arts Advisory Board was created by Ordinance No. 2006-37. Funding for the public arts program is accomplished by annually designating one (1) percent of eligible CIP funding for public art,which is derived from the City's capital project fund,enterprise fund and/or grants.Additional funding is raised through community events focused on the arts. Through the Public Art Advisory Board, provide a variety of public art, in all disciplines,to create an environment of creativity, history and quality of life for all. Provide quality visual and performing art events to attract citizens and visitors to the City and provide creativity, innovation,and variety through art, music, and literature. FISCAL YEAR 2023 GOALS AND OBJECTIVES The Advisory Board will purchase an entry piece to be placed at the Y behind City hall to begin the History of the Blackland Prairie theme for the Municipal Trails. Strategic Goal: Culture-Education Continue plans for two pieces of art each year to be placed along the trails of the Municipal Complex. Strategic Goals: Infrastructure; Culture Continue providing and facilitating visual and performing art events to attract citizens and visitors to the City: Wylie Arts Festival—Expand the Wylie Arts Festival to include more vendors and attract larger audiences Bluegrass on Ballard- Expand vendors for the Bluegrass on Ballard Strategic Goals:Community Focused Government; Culture FISCAL YEAR 2022 ACCOMPLISHMENTS Provided quality visual performing art events including a variety of music and innovative and creative arts and craft vendors. Events included: Completed "NEVER FORGET"for Fire Station#4 2021 Wylie Arts Festival—Revenue$26,000(over 155 art vendors) 2021 Bluegrass on Ballard-Revenue$17,000(125 art/craft vendors) Strategic Goals:Culture Continue discussions regarding future calls for artists for sculptures along the Municipal Trails using events funding. Strategic Goals: Infrastructure; Culture 154 223 08/23/2022 Item 9. City Of Wylie Fund Summary Public Arts Fund Audited Public Arts Fund Ending Balance 09/30/21 $ 521,710 Projected '22 Revenues 70,523 Available Funds 592,233 Projected '22 Expenditures (116,600) Estimated Ending Fund Balance 09/30/22 $ 475,633 Estimated Beginning Fund Balance- 10/01/22 $ 475,633 Proposed Revenues '23 74,920 Proposed Expenditures '23 (7,600) Carryforward Expenditures $ (112,000) a) Estimated Ending Fund Balance 09/30/23 $ 430,953 a) Carry forward for Municipal Trail Sculptures 155 224 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 175-PUBLIC ARTS PUBLIC ARTS REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 46110 ALLOCATED INTEREST EARNINGS $240 $228 $523 $720 TOTAL INTEREST INCOME $240 $228 $523 $720 48130 ARTS FESTIVAL $42,492 $40,000 $40,000 $40,000 48410 MISCELLANEOUS INCOME $0 $0 $0 $0 48440 CONTRIBUTIONS/DONATIONS $0 $0 $0 $0 TOTAL MISCELLANEOUS INCOME $42,492 $40,000 $40,000 $40,000 49140 TRANSFER FROM CAP PROJ FUND $65,000 $0 $0 $0 49161 TRANSFER FROM HOTEL TAX $30,000 $30,000 $30,000 $34,200 49170 TRANSFER FROM GEN OBLIG 2006 $0 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $95,000 $30,000 $30,000 $34,200 TOTAL PUBLIC ARTS REVENUES $137,732 $70,228 $70,523 $74,920 175-PUBLIC ARTS PUBLIC ARTS EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 52010 OFFICE SUPPLIES $379 $1,600 $1,600 $1,600 52810 FOOD SUPPLIES $0 $0 $0 $0 TOTAL SUPPLIES $379 $1,600 $1,600 $1,600 56040 SPECIAL SERVICES $21,940 $26,000 $25,000 $6,000 56080 ADVERTISING $0 $0 $0 $0 56610 UTILITIES-ELECTRIC $0 $5,500 $0 $0 TOTAL CONTRACTURAL SERVICES $21,940 $31,500 $25,000 $6,000 58150 LAND-BETTERMENTS $10,000 $202,000 $90,000 $112,000 TOTAL CAPITAL OUTLAY $10,000 $202,000 $90,000 $112,000 TOTAL PUBLIC ARTS $32,318 $235,100 $116,600 $119,600 156 225 08/23/2022 Item 9. City Of Wylie Fund Summary General Obligation Debt Service Fund Audited GO Debt Service Fund Ending Balance 09/30/21 $ 1,122,215 Projected '22 Revenues 8,698,395 Available Funds 9,820,610 Projected '22 Expenditures (8,994,212) Estimated Ending Fund Balance 09/30/22 $ 826,398 Estimated Beginning Fund Balance- 10/01/22 $ 826,398 Proposed Revenues '23 9,060,058 Proposed Expenditures '23 (9,429,005) Estimated Ending Fund Balance 09/30/23 $ 457,451 157 226 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 311-G 0 DEBT SERVICE G 0 DEBT SERVICE REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 40110 PROPERTY TAXES-CURRENT $8,380,569 $8,656,273 $8,656,273 $9,017,658 40120 PROPERTY TAXES-DELINQUENT $55,118 $40,000 $40,000 $40,000 40190 PENALTY AND INTEREST-TAXES $32,721 $0 $0 $0 TOTAL TAXES $8,468,409 $8,696,273 $8,696,273 $9,057,658 46110 ALLOCATED INTEREST EARNINGS $1,229 $3,800 $2,122 $2,400 TOTAL INTEREST INCOME $1,229 $3,800 $2,122 $2,400 49300 BOND PREMIUM FROM DEBT ISSUE $641,594 $0 $0 $0 49500 BONDS ISSUED $4,855,000 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $5,496,594 $0 $0 $0 TOTAL G 0 DEBT SERVICE REVENUES $13,966,231 $8,700,073 $8,698,395 $9,060,058 311-G 0 DEBT SERVICE G 0 DEBT SERVICE EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 57110 DEBT SERVICE $6,035,000 $6,345,000 $6,345,000 $6,820,000 57210 DEBT SERVICE-INTEREST $2,503,950 $2,641,212 $2,641,212 $2,601,005 57310 DEBT SERVICE-FISCAL AGENT FEES $4,800 $8,000 $8,000 $8,000 57420 BOND ISSUE COSTS $77,381 $0 $0 $0 TOTAL DEBT SERVICE AND CAP.REPL $8,621,131 $8,994,212 $8,994,212 $9,429,005 59400 PAYMENT TO REFUNDING AGENT $5,521,619 $0 $0 $0 TOTAL OTHER FINANCING(USES) $5,521,619 $0 $0 $0 TOTAL G 0 DEBT SERVICE $14,142,750 $8,994,212 $8,994,212 $9,429,005 158 227 08/23/2022 Item 9. City Of Wylie Fund Summary 4B Debt Service Funds Audited 4B Debt Service Funds Ending Balance 09/30/21 $ 186,132 Projected '22 Revenues 383,625 Available Funds 569,757 Projected '22 Expenditures (383,625) Estimated Ending Fund Balance 09/30/22 $ 186,132 Estimated Beginning Fund Balance- 10/01/22 $ 186,132 Proposed Revenues '23 388,050 Proposed Expenditures '23 (388,050) Estimated Ending Fund Balance 09/30/23 $ 186,132 159 228 08/23/2022 Item 1. PROPOSED BUDGET FY 2023 313-4B DEBT SERVICE FUND 2013 4B DEBT SERVICE REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 49131 TRANSFER FROM SPECIAL REVENUE $0 $0 $0 $0 49132 TRANSFER FROM 4B REVENUE $392,250 $383,625 $383,625 $388,050 TOTAL OTHER FINANCING SOURCES $392,250 $383,625 $383,625 $388,050 TOTAL 4B DEBT SERVICE REVENUES $392,327 $383,625 $383,625 $388,050 313-4B DEBT SERVICE FUND 2013 4B DEBT SERVICE EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 57110 DEBT SERVICE $345,000 $345,000 $345,000 $360,000 57210 DEBT SERVICE-INTEREST $47,250 $38,625 $38,625 $28,050 TOTAL DEBT SERVICE AND CAP.REPL $392,250 $383,625 $383,625 $388,050 TOTAL 4B DEBT SERVICE $392,250 $383,625 $383,625 $388,050 160 229 08/23/2022 Item 9. CITY OF WYLIE PROPERTY TAX SUPPORTED DEBT DEBT SERVICE REQUIREMENTS FISCAL YEAR 2022-2023 Required Required Total Principal Interest Required 2022-2023 2022-2023 2022-2023 GENERAL OBLIGATION BONDS: 2013 410,000 32,100 442,100 2015 2,155,000 547,875 2,702,875 2016 2,890,000 906,000 3,796,000 2021 700,000 148,700 848,700 2022 125,000 593,341 718,341 TOTAL 6,280,000 2,228,016 8,508,016 COMBINATION TAX & REVENUE CERTIFICATES OF OBLIGATION: 2018 340,000 246,231 586,231 2021 200,000 126,756 326,756 TOTAL 540,000 372,987 912,987 TOTAL PROPERTY TAX SUPPORTED DEBT SERVICE REQUIREMENTS: 6,820,000 2,601,003 9,421,003 161 230 08/23/2022 Item 1. CITY OF WYLIE UTILITY FUND SUPPORTED DEBT DEBT SERVICE REQUIREMENTS FISCAL YEAR 2022-2023 Required Required Total Principal Interest Required 2022-2023 2022-2023 2022-2023 GENERAL OBLIGATION BONDS: 2016 415,000 104,375 519,375 TOTAL 415,000 104,375 519,375 COMBINATION TAX & REVENUE CERTIFICATES OF OBLIGATION: 2017 330,000 218,319 548,319 TOTAL 330,000 218,319 548,319 TOTAL UTILITY FUND SUPPORTED DEBT SERVICE REQUIREMENTS: 745,000 322,694 1,067,694 162 231 08/23/2022 Item 9. CITY OF WYLIE 4B SALES TAX SUPPORTED DEBT DEBT SERVICE REQUIREMENTS FISCAL YEAR 2022-2023 Required Required Total Principal Interest Required 2022-2023 2022-2023 2022-2023 GENERAL OBLIGATION BONDS (FUND 313): 2013 360,000 28,050 388,050 TOTAL 360,000 28,050 388,050 163 232 08/23/2022 Item 9. CITY OF WYLIE PROPERTY TAX SUPPORTED DEBT TOTAL DEBT SERVICE REQUIREMENTS Period Total Ending Principal Interest Debt Service GENERAL OBLIGATION BONDS: 9/30/2023 6,280,000 2,228,016 8,508,016 9/30/2024 6,650,000 1,755,925 8,405,925 9/30/2025 6,970,000 1,439,150 8,409,150 9/30/2026 7,325,000 1,107,050 8,432,050 9/30/2027 7,680,000 755,100 8,435,100 9/30/2028 8,285,000 390,900 8,675,900 9/30/2029 1,985,000 167,200 2,152,200 9/30/2030 275,000 122,000 397,000 9/30/2031 290,000 110,700 400,700 9/30/2032 305,000 98,800 403,800 9/30/2033 270,000 88,650 358,650 9/30/2034 275,000 80,475 355,475 9/30/2035 285,000 72,075 357,075 9/30/2036 295,000 63,375 358,375 9/30/2037 305,000 54,375 359,375 9/30/2038 315,000 45,075 360,075 9/30/2039 320,000 35,550 355,550 9/30/2040 330,000 25,800 355,800 9/30/2041 340,000 15,750 355,750 9/30/2042 355,000 5,325 360,325 TOTAL 49,135,000 8,661,291 57,796,291 164 233 08/23/2022 Item 9. CITY OF WYLIE PROPERTY TAX SUPPORTED DEBT TOTAL DEBT SERVICE REQUIREMENTS Period Total Ending Principal Interest Debt Service COMBINATION TAX&REVENUE CERTIFICATES OF OBLIGATION: 9/30/2023 540,000 372,987 912,987 9/30/2024 560,000 350,987 910,987 9/30/2025 585,000 328,087 913,087 9/30/2026 605,000 304,287 909,287 9/30/2027 630,000 279,587 909,587 9/30/2028 650,000 253,987 903,987 9/30/2029 680,000 229,537 909,537 9/30/2030 705,000 206,212 911,212 9/30/2031 730,000 183,387 913,387 9/30/2032 760,000 162,837 922,837 9/30/2033 780,000 143,366 923,366 9/30/2034 810,000 122,913 932,913 9/30/2035 835,000 101,387 936,387 9/30/2036 860,000 78,791 938,791 9/30/2037 885,000 54,916 939,916 9/30/2038 915,000 30,012 945,012 9/30/2039 325,000 14,481 339,481 9/30/2040 330,000 8,750 338,750 9/30/2041 335,000 2,931 337,931 TOTAL 12,520,000 3,229,442 15,749,442 165 234 08/23/2022 Item 9. CITY OF WYLIE UTILITY FUND SUPPORTED DEBT TOTAL DEBT SERVICE REQUIREMENTS Period Total Ending Principal Interest Debt Service GENERAL OBLIGATION BONDS: 9/30/2023 415,000 104,375 519,375 9/30/2024 435,000 83,125 518,125 9/30/2025 460,000 60,750 520,750 9/30/2026 480,000 37,250 517,250 9/30/2027 505,000 12,625 517,625 TOTAL 2,295,000 298,125 2,593,125 COMBINATION TAX&REVENUE CERTIFICATES OF OBLIGATION: 9/30/2023 330,000 218,319 548,319 9/30/2024 340,000 204,919 544,919 9/30/2025 350,000 191,119 541,119 9/30/2026 360,000 176,919 536,919 9/30/2027 370,000 162,319 532,319 9/30/2028 385,000 147,219 532,219 9/30/2029 400,000 131,519 531,519 9/30/2030 420,000 117,219 537,219 9/30/2031 435,000 104,394 539,394 9/30/2032 450,000 90,838 540,838 9/30/2033 470,000 76,463 546,463 9/30/2034 490,000 61,156 551,156 9/30/2035 510,000 44,906 554,906 9/30/2036 530,000 27,675 557,675 9/30/2037 555,000 9,362 564,362 TOTAL 6,395,000 1,764,346 8,159,346 166 235 08/23/2022 Item 9. CITY OF WYLIE 4B SALES TAX SUPPORTED DEBT TOTAL DEBT SERVICE REQUIREMENTS Period Total Ending Principal Interest Debt Service GENERAL OBLIGATION BONDS (FUND 313): 9/30/2023 360,000 28,050 388,050 9/30/2024 370,000 17,100 387,100 9/30/2025 385,000 5,775 390,775 TOTAL 1,115,000 50,925 1,165,925 167 236 08/23/2022 Item 9. CAPITAL IMPROVEMENT PROGRAM SUMMARY FY 2023 - 2027 L36'PT :0 NO. TYPR PROJECT NANI FUND PIJNb NAME £51 PRO$TGITAI STATtt5, PR VIOUS',SP NT PY 2023 PY 2014 Y C32S FY 2026 PY 2O2) ,' SYk TOTAU „ ENG 1BE STREET E FM 544(STONE RD PHASE III) 447 2005 BOND $ 5,400,000 IN PROGRESS $ - $ 2,654,785 $ 2,745,215 $ 5,400,000 ENG 1BE STREET E FM 544(STONE RD PHASE III) 415 COUNTY $ 4,521,250 IN PROGRESS $ 300,000 $ 2,000,000 $ 2,221,250 $ 4,221,250 ENG 1CD STREET McMILLEN DR(McCREARY RD TO COUNTRY CLUB RD) 415 COUNTY $ 5,827,500 IN PROGRESS $ 1,500,000 $ 2,290,379 $ 2,037,121 $ 4,327,500 ENG 1CD STREET McMILLEN DR(McCREARY RD TO COUNTRY CLUB RD) 471 2021 BOND $ 20,600,000 IN PROGRESS $ - $ 7,000,000 $ 8,000,000 $ 5,600,000 $ 20,600,000 ENG 1CD STREET McMILLEN DR(McCREARY RD TO COUNTRY CLUB RD) UNFUNDED $ 462,500 IN PROGRESS $ - $ 462,500 $ 462,500 ENG 1DA STREET EUBANKS LN(HWY 78 TO NTMWD DRIVE) 413 WEST THOR IF $ 95,200 IN PROGRESS $ - $ 95,200 $ 95,200 ENG 1DA STREET EUBANKS LN(HWY 78 TO NTMWD DRIVE) 414 EAST THOR IF $ 633,900 IN PROGRESS $ 200,000 $ 434,000 $ 434,000 ENG STREET PARK BLVD(COUNTRY CLUB DR TO FM 2514) 471 2021 BOND $ 10,000,000 IN PROGRESS $ 200,000 $ 1,000,000 $ 5,000,000 $ 3,800,000 $ 9,800,000 ENG STREET PARK BLVD(COUNTRY CLUB DR TO FM 2514) 415 COUNTY $ 2,000,000 IN PROGRESS $ - $ 200,000 $ 1,800,000 $ 2,000,000 ENG 1DB STREET ANN DR(KAMBER LN TO FM 2514) 413 WEST THOR IF $ 1,450,000 FUTURE/UNFUNDED $ 98,000 $ - ENG STREET SANDEN BLVD(FM 544 to SH 78) 413 WEST THOR IF $ 1,100,000 PLANNED $ - $ 300,000 $ 800,000 $ 1,100,000 ENG STREET SANDEN BLVD(FM 544 to SH 78) EDC WEDC $ 2,000,000 PLANNED/UNFUNDED $ - $ 2,000,000 $ 2,000,000 ENG STREET ALANIS DR(SH 78 TO S BALLARD AVE) 414 EAST THOR IF $ 2,000,000 PLANNED $ - $ 250,000 $ 1,750,000 $ 2,000,000 ENG STREET HENSLEY LANE(WOODBRIDGE PKWY TO SANDEN) 413 WEST THOR IF $ 2,170,000 PLANNED $ $ 600,000 $ 1,570,000 $ 2,170,000 ENG STREET HENSLEY LANE(WOODBRIDGE PKWY TO SANDEN) EDC WEDC $ 3,000,000 PLANNED/UNFUNDED $ - $ 3,000,000 $ 3,000,000 PW STREET MISC STREETS&ALLEYS 472 2021 BOND $ 10,000,000 IN PROGRESS $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 8,000,000 PW STREET DOWNTOWN-IMPROVEMENTS(GENERAL) 473 2021 BOND $ 5,000,000 IN PROGRESS $ - $ 2,197,280 $ 1,000,000 $ 1,000,000 $ 802,720 $ 5,000,000 ENG STREET DOWNTOWN-JACKSON AVE(BROWN ST TO FM 2514) 413 WEST THOR IF $ 720,000 PLANNED $ $ 720,000 $ 720,000 ENG STREET DOWNTOWN-BIRMINGHAM ST(MARBLE ST TOE BROWN ST) 413 WEST THOR IF $ 650,000 PLANNED $ - $ 650,000 $ 650,000 ENG STREET DOWNTOWN-BALLARD ST(SH 78 TO BROWN ST) 413 WEST THOR IF $ 30,000 PLANNED $ $ 30,000 $ 30,000 PW STREET SIDEWALKS 470 GFFB $ 600,000 PLANNED $ 380,975 $ 219,025 $ 219,025 PW STREET DRAINAGE REHAB PROJECTS 470 GFFB $ 500,000 PLANNED $ 23,925 $ 476,075 $ 476,075 ENG 2CC WATER BALLARD ELEVATED STORAGE TANK 613 WATER IF $ 4,500,000 IN PROGRESS $ - $ 2,000,000 $ 2,500,000 $ 4,500,000 ENG WATER BALLARD ELEVATED STORAGE TANK(24"DISTRIBUTION LINE) 613 WATER IF $ 275,000 IN PROGRESS $ 46,757 $ 228,243 $ 228,243 ENG 2CC WATER BALLARD ELEVATED STORAGE TANK 625 CO $ 1,646,768 IN PROGRESS $ 566,000 $ 1,080,768 $ 1,080,768 ENG WATER SH 78 DISTRIBUTION LINE NO.2(E BROWN TO EUBANKS) 613 WATER IF $ 573,400 PLANNED $ - $ 573,400 $ 573,400 ENG WATER COTTON BELT AVE WATERLINE REPLACEMENT 613 WATER IF $ 133,000 PLANNED $ - $ 133,000 $ 133,000 ENG WATER SH 78&SPRING CREEK PKWY LOOP 613 WATER IF $ 976,000 PLANNED $ - $ 976,000 $ 976,000 ENG WW CITY-WIDE SYSTEM CAPACITY STUDY 613 WW IF $ 250,000 PLANNED $ - $ 250,000 $ 250,000 ENG DALLAS CO SACHSE RD(COUNTRY CLUB DR TO DALLAS CO LINE) 471 2021 BOND $ 4,500,000 IN PROGRESS $ $ 1,500,000 $ 3,000,000 $ 4,500,000 ENG DALLAS CO PLEASANT VALLEY RD(DALLAS CO LIMITS TO CITY LIMITS) 414 EAST THOR IF $ 600,000 FUTURE/UNFUNDED $ 36,198 $ 563,802 $ 563,802 ENG DALLAS CO PLEASANT VALLEY RD(DALLAS CO LIMITS TO CITY LIMITS) UNFUNDED $ 4,000,000 FUTURE/UNFUNDED $ - $ 2,000,000 $ 2,000,000 $ 4,000,000 ENG COLLIN CO PLEASANT VALLEY RD(COLLIN CO TO DALLAS CO) 415 COUNTY $ 2,000,000 FUTURE/UNFUNDED $ - $ 2,000,000 $ 2,000,000 ENG TXDOT HSIP INT IMPROVEMENTS(FM 544/McCREARY&HWY 78/BROWN) 425 TXDOT $ 1,300,000 IN PROGRESS $ 300,000 $ 1,000,000 $ 1,000,000 FIRE FIRE STATION#4 461 FIRE CNST $ 8,570,000 IN PROGRESS $ 7,689,098 $ 567,994 $ 567,994 FIRE TWO QUINTS AND UTILITY VEHICLE 470 GFFB $ 3,153,062 IN PROGRESS $ $ 3,153,062 $ 3,153,062 4B PARKS TWO SPLASHPADS 470 GFFB $ 1,300,000 IN PROGRESS $ - $ 1,300,000 $ 1,300,000 4B PARKS DOGPARK 470 GFFB $ 700,000 IN PROGRESS $ $ 700,000 $ 700,000 4B SRC SRC REMODEL 470 GFFB $ 750,000 IN PROGRESS $ - $ 750,000 $ 750,000 SUBTOTAL $ 113,987,580 $ 13,340,953 $ 33,990,613 $ 31,396,986 $ 16,895,500 $ 10,128,720 $ 6,570,000 $ 98,981,819 168 237 08/23/2022 Item 2. Wylie City Council CITY O AGENDA REPORT Department: Finance Account Code: Prepared By: Melissa Beard Subject Consider, and act upon, approving the property tax revenue increase reflected in the budget. Recommendation Motion to approve Item as presented. Discussion The tax rate needed to support the newly adopted FY 2022-2023 Budget is .562333 per$100 assessed valuation. This tax rate is the No New Revenue Tax Rate and represents a decrease of$.081418 from the current tax rate.This agenda item is required by state law because there will be an increase in the TOTAL TAX REVENUE the City receives due to new property that was added to the tax roll and an increase in the total property assessed valuation. Section 102.007 of Texas Local Government Code and passage of HB 3195 requires the governing body to hold a separate vote to ratify the increase in property tax revenue that is reflected in the budget. 238 08/23/2022 Item 2. City of Wylie Fiscal Year 2022-2023 Budget Cover Page This budget will raise more revenue from property taxes than last year's budget by an amount of S890,943, which is a 2.62 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 S962,429 . 239 08/23/2022 Item 3. Wylie City Council CITY O AGENDA REPORT Department: Finance Account Code: Prepared By: Melissa Beard Subject Hold a Public Hearing on the proposed tax rate of $0.562333 per $100 assessed valuation for fiscal year 2022-2023 and !provide all interested persons an opportunity to be heard, either for or against the tax rate. Recommendation Open the Public Hearing and allow interested persons to be heard. Discussion On August 9, 2022, the City Council voted to accept the calculation of the No New Revenue Tax Rate, the Voter Approval Tax Rate and the proposed tax rate for the 2022-2023 budget.Because the proposed tax rate is the No New Revenue Tax Rate and lower than the Voter Approval Tax Rate, the City is not required to hold a public hearing, but in the interest of transparency, a public hearing was scheduled for tonight so that citizens may be heard. All of the required tax information was published in the City's official newspaper, The Wylie News, on August 17 in the "Notice of Meeting to Vote on Tax Rate." All interested persons shall be given an opportunity to be heard, either for or against the proposed tax rate. After the public hearing Council will need to approve the M&O tax rate and the I&S tax rate separately, adopting the Ordinances that will fix the property tax rate/levy of$0.562333 per$100 assessed valuation for the fiscal year 2022-2023. 240 08/23/2022 Item 3 NOTICE OF MEETING TO VOTE ON TAX RATE A tax rate of $0.562333 per $100 valuation has been proposed by the governing body of City of Wylie. PROPOSED TAX RATE $0.562333 per $100 NO-NEW-REVENUE TAX RATE $0.562333 per S100 VOTER-APPROVAL TAX RATE $0.614854 per $100 The no-new-revenue tax rate is the tax rate for the 2022 tax year that will raise the same amount of property tax revenue for City of Wylie from the same properties in both the 2021 tax year and the 2022 tax year. The voter-approval rate is the highest tax rate that City of Wylie may adopt without holding an election to seek voter approval of the rate. The proposed tax rate is not greater than the no-new-revenue tax rate. This means that City of Wylie is not proposing to increase property taxes for the 2022 tax year. A PUBLIC MEETING TO VOTE ON THE PROPOSED TAX RATE WILL BE HELD ON August 23, 2022 AT 6:00 PM AT Wylie Municipal Complex, 300 Country Club Road, Wylie, TX 75098. The proposed tax rate is also not greater than the voter-approval tax rate. As a result, City of Wylie is not required to hold an election to seek voter approval of the rate. However, you may express your support for or opposition to the proposed tax rate by contacting the members of the Governing Body of City of Wylie at their offices or by attending the public meeting mentioned above. YOUR TAXES OWED UNDER ANY OF THE RATES MENTIONED ABOVE CAN BE CALCULATED AS FOLLOWS: Property tax amount= (tax rate) x (taxable value of your property)/100 FOR the proposal: Matthew Porter David R. Duke Dave Strang Jeff Forrester Scott Williams Garrett Mize AGAINST the proposal: PRESENT and not voting: ABSENT: Timothy T. Wallis, D.V.M. Visit Texas.gov/PropertyTaxes to find a link to your local property tax database on which you can easily access information regarding your property taxes, including information about proposed tax rates and scheduled public hearings of each entity that taxes your property. The 86th Texas Legislature modified the manner in which the voter-approval tax rate is calculated to limit the rate of growth of property taxes in the state. The following table compares the taxes imposed on the average residence homestead by City of Wylie last year to the taxes proposed to be imposed on the average residence homestead by City of Wylie this year. 2021 2022 Change Total tax rate (per $0.643751 $0.562333 decrease of -0.081418, or $100 of value) -12.65°A Average homestead $299,624 S391,792 increase of 92,168, or taxable value 30.76% Tax on average $1 928.83 S2,203.18 increase of 274.35, or homestead 14.22% Total tax levy on all $33,968,233 $34,859,176 increase of 890,943, or properties 2 62% For assistance with tax calculations, please contact the tax assessor for City of Wylie at 972-547-5020 or taxassessor@collincountytx.gov, or visit www.wylietexas.gov for more information. 241 08/23/2022 Item 3. 2022 Tax Rate Calculation Worksheet Form 50-856 Taxing Units Other Than School Districts or Water Districts City of Wylie 972-516-6000 Taxing Unit Name Phone(area code and number) 300 Country Club Rd.,Building 100,Wylie,TX 75098 www.wylietexas.gov Taxing Unit's Address,City,State,ZIP Code Taxing Unit's Website Address GENERAL INFORMATION:Tax Code Section 26.04(c)requires an officer or employee designated by the governing body to calculate the no-new-revenue(NNR)tax rate and voter-approval tax rate for the taxing unit.These tax rates are expressed in dollars per$100 of taxable value calculated.The calculation process starts after the chief appraiser delivers to the taxing unit the certified appraisal roll and the estimated values of properties under protest.The designated officer or employee shall certify that the officer or employee has accurately calculated the tax rates and used values shown for the certified appraisal roll or certified estimate.The officer or employee submits the rates to the governing body by Aug.7 or as soon thereafter as practicable. School districts do not use this form,but instead use Comptroller Form 50-859 Tax Rate Calculation Worksheet,School District without Chapter 313 Agreements or Comptroller Form 50-884 Tax Rate Calculation Worksheet,School District with Chapter 313 Agreements. Water districts as defined under Water Code Section 49.001(1)do not use this form,but instead use Comptroller Form 50-858 Water District Voter-Approval Tax Rate Worksheet for Low Tax Rate and Developing Districts or Comptroller Form 50-860 Developed Water District Voter-Approval Tax Rate Worksheet. The Comptroller's office provides this worksheet to assist taxing units in determining tax rates.The information provided in this worksheet is offered as technical assistance and not legal advice.Taxing units should consult legal counsel for interpretations of law regarding tax rate preparation and adoption. SECTION 1:No-New-Revenue Tax Rate The NNR tax rate enables the public to evaluate the relationship between taxes for the prior year and for the current year based on a tax rate that would produce the same amount of taxes(no new taxes)if applied to the same properties that are taxed in both years.When appraisal values increase,the NNR tax rate should decrease. The NNR tax rate for a county is the sum of the NNR tax rates calculated for each type of tax the county levies. While uncommon,it is possible for a taxing unit to provide an exemption for only maintenance and operations taxes.In this case,the taxing unit will need to calculate the NNR tax rate separately for the maintenance and operations tax and the debt tax,then add the two components together. ivom witiorsxsttocommiggplogotwootogate*orvoyo,latiariartnfmaamesompiipstow,04.00NNVAIrt mk,woot*touvwswohosokokukootou vttosottokommt, MRKON1T(N 404*004011:**40;,40attots*Oestv,;6004140•44.04,00.00,4w.,,, "*******A****A"A,**4,4W*. *444 A4 AA 444 4444‘444,-* ‘4,4,4.44-44,4*4 4A.4A4 A*A 44,,.44.44, 1. 2021 total taxable value.Enter the amount of 2021 taxable value on the 2021 tax roll today.Include any adjustments since last year's certification; exclude Tax Code Section 25.25(d)one-fourth and one-third over-appraisal corrections from these adjustments.Exclude any property value subject to an appeal under Chapter 42 as of July 25(will add undisputed value in Line 6).This total includes the taxable value of homesteads with tax ceil- ings(will deduct in Line 2)and the captured value for tax increment financing(adjustment is made by deducting TIF taxes,as reflected in Line 17).1 $ 5,738,284,997 2. 2021 tax ceilings.Counties,cities and junior college districts.Enter 2021 total taxable value of homesteads with tax ceilings.These include the homesteads of homeowners age 65 or older or disabled.Other taxing units enter O.If your taxing unit adopted the tax ceiling provision in 2021 or a prior year for homeowners age 65 or older or disabled,use this step.2 510 308 064 3. Preliminary 2021 adjusted taxable value.Subtract Line 2 from Line 1. $ 5,227,976,933 4. 2021 total adopted tax rate. $ 0.643751 5. 2021 taxable value lost because court appeals of ARB decisions reduced 2021 appraised value. A. Original 2021 ARB values: $ 154,713,979 B. 2021 values resulting from final court decisions: -$ 148,367,949 C. 2021 value loss.Subtract B from A.' 6,346,030 $ 6. 2021 taxable value subject to an appeal under Chapter 42,as of July 25. A. 2021 ARB certified value: 35,124,646 B. 2021 disputed value: _$ 2,781,872 C. 2021 undisputed value.Subtract B from A.4 $ 32,342,774 7. 2021 Chapter 42 related adjusted values.Add Line 5C and Line 6C. $ 38,688,804 1 Tex.Tax Code§26.012(14) Tex.Tax Code§26.012(14) Tex.Tax Code§26.012(13) °Tex.Tax Code§26.012(13) Form developed by:Texas Comptroller of Public Accounts,Property Tax Assistance Division For additional copies,visit:comptrollentexas,govitaxes/property-ta 50-856•5-22/ 4 2022 Tax Rate Calculation Worksheet-Taxing Units Other Than School Districts or Water Districts 08/23/2022 Item 3. l lie Leh i`i 8. 2021 taxable value,adjusted for actual and potential court-ordered adjustments.Add Line 3 and Line 7. $ 5,266,665,737 9. ' 2021 taxable value of property in territory the taxing unit deannexed after Jan.1,2021. Enter the 2021 value of property in deannexed territory,' $ 0 10. 2021 taxable value lost because property first qualified for an exemption in 2022.If the taxing unit increased an original exemption,use the difference between the original exempted amount and the increased exempted amount.Do not include value lost due to freeport,goods- in-transit,temporary disaster exemptions.Note that lowering the amount or percentage of an existing exemption in 2022 does not create a new exemption or reduce taxable value. A. Absolute exemptions.Use 2021 market value. $ 2,346,051 B. Partial exemptions.2022 exemption amount or 2022 percentage exemption times 2021 value: +$ 8,758,019 C. Value loss.Add A and B.' $ 11,104,070 11. 2021 taxable value lost because property first qualified for agricultural appraisal (1-d or 1-d-1),timber appraisal, recreational/ scenic appraisal or public access airport special appraisal in 2022.Use only properties that qualified in 2022 for the first time;do not use properties that qualified in 2021. A. 2021 market value: $ B. 2022 productivity or special appraised value: -$ 0 C. Value loss.Subtract B from A.' $ 0 12. Total adjustments for lost value.Add Lines 9,10C and 11C. $ 11,104,070 13. 2021 captured value of property in a TIF.Enter the total value of 2021 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which 2021 taxes were deposited into the tax increment fund.s If the taxing unit has no captured appraised value in line 18D,enter 0. $ 0 14. 2021 total value.Subtract Line 12 and Line 13 from Line 8. $ 5,255,561,667 15. Adjusted 2021 total levy.Multiply Line 4 by Line 14 and divide by$100. $ 33,832,730 16. Taxes refunded for years preceding tax year 2021.Enter the amount of taxes refunded by the taxing unit for tax years preceding tax year 2021.Types of refunds include court decisions,Tax Code Section 25.25(b)and(c)corrections and Tax Code Section 31.11 payment errors. Do not include refunds for tax year 2021.This line applies only to tax years preceding tax year 2021.9 $ 64,020 17. Adjusted 2021 levy with refunds and TIF adjustment.Add Lines 15 and 16.t0 $ 33,896,750 18. Total 2022 taxable value on the 2022 certified appraisal roll today.This value includes only certified values or certified estimate of values and includes the total taxable value of homesteads with tax ceilings(will deduct in Line 20).These homesteads include homeowners age 65 or older or disabled." A. Certified values: $ 6,527,847,710 B. Counties:Include railroad rolling stock values certified by the Comptroller's office: +$ __________________ __ C. Pollution control and energy storage system exemption:Deduct the value of property exempted for the current tax year for the first time as pollution control or energy storage system property: -$ 0 D. Tax increment financing:Deduct the 2022 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which the 2022 taxes will be deposited into the tax increment fund.Do not include any new property value that will be included in Line 23 below.12 -$_ 0 E. Total 2022 value.Add A and B,then subtract C and D. $ 6,527,847,710 Tex.Tax Code§26.012(15) Tex.Tax Code§26.012(15) 'Tex.Tax Code§26.012(15) e Tex.Tax Code§26.03(c) Tex.Tax Code§26.012(13) 10 Tex.Tax Code§26.012(13) 11 Tex.Tax Code§26.012,26.04(c-2) 12 Tex.Tax Code§26.03(c) For additional copies,visit:comptroller,texas.gov/taxes/property-tax Page; 243 2022 Tax Rate Calculation Worksheet-Taxing Units Other Than School Districts or Water Districts 08/23/2022 Item 3. 41C, ,ii.A,L.1404iikkkiiikrNikOkkiikkiWeirruilkitipkkirkii*iiiiiiikkriMinkantrerfirkgrirf 42W .AftierrPrtirt&iiIAMWkatkrigA202203;p3RWIRIMMIRIMMOVIROSikkiitir'442iskitikkr i****11,04.200S0M010434400ki*Vitlis•,'4,4 19. Total value of properties under protest or not included on certified appraisal roll. A. 2022 taxable value of properties under protest.The chief appraiser certifies a list of properties still under ARB protest.The list shows the appraisal district's value and the taxpayer's claimed value,if any, or an estimate of the value if the taxpayer wins.For each of the properties under protest,use the lowest of these values.Enter the total value under protest.14 261,194,833 B. 2022 value of properties not under protest or included on certified appraisal roll.The chief appraiser gives taxing units a list of those taxable properties that the chief appraiser knows about but are not included in the appraisal roll certification.These properties also are not on the list of properties that are still under protest.On this list of properties,the chief appraiser includes the market value, appraised value and exemptions for the preceding year and a reasonable estimate of the market value, appraised value and exemptions for the current year.Use the lower market,appraised or taxable value (as appropriate).Enter the total value of property not on the certified roll.15 +$ 0 C. Total value under protest or not certified.Add A and B. $ 261,194,833 20. 2022 tax ceilings.Counties,cities and junior colleges enter 2022 total taxable value of homesteads with tax ceilings.These include the home- steads of homeowners age 65 or older or disabled.Other taxing units enter 0.If your taxing unit adopted the tax ceiling provision in 2021 or a prior year for homeowners age 65 or older or disabled,use this step.16 $ 590,015,245 21. 2022 total taxable value.Add Lines 18E and 19C.Subtract Line 20.17 $ 6,199,027,298 22. Total 2022 taxable value of properties in territory annexed after Jan.1,2021. Include both real and personal property.Enter the 2022 value of property in territory annexed.18 $ 0 23. Total 2022 taxable value of new improvements and new personal property located in new improvements.New means the item was not on the appraisal roll in 2021.An improvement is a building,structure,fixture or fence erected on or affixed to land.New additions to exist-ing improvements may be included if the appraised value can be determined.New personal property in a new improvement must have been brought into the taxing unit after Jan.1,2021 and be located in a new improvement.New improvements do include property on which a tax abatement agreement has expired for 2022.'9 $ 171,149,329 24. Total adjustments to the 2022 taxable value.Add Lines 22 and 23. $ 171,149,329 25. Adjusted 2022 taxable value.Subtract Line 24 from Line 21. $ 6,027,877,969 26. 2022 NNR tax rate.Divide Line 17 by Line 25 and multiply by$100. 0.562333/sioo 27. COUNTIES ONLY.Add together the NNR tax rates for each type of tax the county levies.The total is the 2022 county NNR tax rate.2' /$100 SECTION 2:Voter-Approval Tax Rate The voter-approval tax rate is the highest tax rate that a taxing unit may adopt without holding an election to seek voter approval of the rate.The voter-approval tax rate is split into two separate rates: 1. Maintenance and Operations(M&O)Tax Rate:The M&O portion is the tax rate that is needed to raise the same amount of taxes that the taxing unit levied in the prior year plus the applicable percentage allowed by law.This rate accounts for such things as salaries,utilities and day-to-day operations. 2. Debt Rate:The debt rate includes the debt service necessary to pay the taxing unit's debt payments in the coming year.This rate accounts for principal and interest on bonds and other debt secured by property tax revenue. The voter-approval tax rate for a county is the sum of the voter-approval tax rates calculated for each type of tax the county levies.In most cases the voter-approval tax rate exceeds the no-new-revenue tax rate,but occasionally decreases in a taxing unit's debt service will cause the NNR tax rate to be higher than the voter-approval tax rate. 8mtolhs CPVNIP).Ww4fEtMPM,XS.ftrMt'fMNIV(RMPA18RFCNEBr8(W.Mtital)Wj.«W'f.rinfWJtRMWRRffg((rNrl&tr$Fetp$RRR,WfKf,17JM)WW(r‘l '..,'14114.1***Atit40,1344.411011.410)40,04114ta At& .X44+rv8*,*rtrkntelt4t,'Zte)rr*AA,Srooyostt.w..o.,ofkist.,,so,;44,,,..,„AI* 28. 2021 M&O tax rate.Enter the 2021 M&O tax rate. 0.491864/$10o 29. 2021 taxable value,adjusted for actual and potential court-ordered adjustments.Enter the amount in Line 8 of the No-New-Revenue Tax Rate Worksheet. $ 5,266,665,737 Tex.Tax Code§26.01(c)and(d) Tex.Tax Code§26.01(c) Tex.Tax Code§26.01(d) Tex.Tax Code§26.012(6)(B) "Tex.Tax Code§26.012(6) 's Tex.Tax Code§26.012(17) Tex.Tax Code§26.012(12) Tex.Tax Code§26.04(c) Tex.Tax Code§26.04(d) For additional copies,visit:comptrollentexas.govitaxes/property-tax Page 244 2022 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts 08/23/2022 Item 3. gOttei*OP4010,410WMAWMPRWOlcirtNANIMVreltVkiVatirgr*Pittniiiet0000,,INNIRABRIABRIABRIABRIABRIMP.4307,V4tyNe i‘t4z,,,AMeNRBM4tAWV004010,144#044400:04Z4044,46.,W00,,-i, .46;m4l.,r*OBW4104ANNAIMOBNitilKAMiCalftaMONtitaitittfAtt1/4140"41M44,.,,OikAnk44f, 30. Total 2021 M&O levy.Multiply Line 28 by Line 29 and divide by$100 25,904,832 31. Adjusted 2021 levy for calculating NNR M&O rate. A. M&O taxes refunded for years preceding tax year 2021.Enter the amount of M&O taxes refunded in the preceding year for taxes before that year.Types of refunds include court decisions, Tax Code Section 25.25(b)and(c)corrections and Tax Code Section 31.11 payment errors.Do not include refunds for tax year 2021.This line applies only to tax years preceding tax year 2021 +$ 48,534 B. 2021 taxes in TIF.Enter the amount of taxes paid into the tax increment fund for a reinvestment zone as agreed by the taxing unit.If the taxing unit has no 2022 captured appraised value in Line 18D,enter 0 —$ 0 C. 2021 transferred function.If discontinuing all of a department,function or activity and transferring it to another taxing unit by written contract,enter the amount spent by the taxing unit discontinuing the function in the 12 months preceding the month of this calculation.If the taxing unit did not operate this function for this 12-month period,use the amount spent in the last full fiscal year in which the taxing unit operated the function.The taxing unit discontinuing the function will subtract this amount in D below.The taxing unit receiving the function will add this amount in D below.Other taxing units enter O. +/-$ 0 D. 2021 M&O levy adjustments.Subtract B from A.For taxing unit with C,subtract if discontinuing function and add if receiving function 48,534 E. Add Line 30 to 31D. $ 25,953,366 32. Adjusted 2022 taxable value.Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet. $ 6,027,877,969 33. 2022 NNR M&O rate(unadjusted).Divide Line 31E by Line 32 and multiply by$100. 0.430555/$100 34. Rate adjustment for state criminal justice mandate. A. 2022 state criminal justice mandate.Enter the amount spent by a county in the previous 12 months providing for the maintenance and operation cost of keeping inmates in county-paid facilities after they have been sentenced.Do not include any state reimbursement received by the county for the same purpose.$ 0 B. 2021 state criminal justice mandate.Enter the amount spent by a county in the 12 months prior to the previous 12 months providing for the maintenance and operation cost of keeping inmates in county-paid facilities after they have been sentenced.Do not include any state reimbursement received by the county for the same purpose.Enter zero if this is the first time the mandate applies —$ 0 C. Subtract B from A and divide by Line 32 and multiply by$100 $_ 0/$100 D. Enter the rate calculated in C.If not applicable,enter O. $ 0/$100 - -------------------- 35. Rate adjustment for indigent health care expenditures.24 A. 2022 indigent health care expenditures.Enter the amount paid by a taxing unit providing for the maintenance and operation cost of providing indigent health care for the period beginning on July 1,2021 and ending on June 30,2022,less any state assistance received for the same purpose.... 0 B. 2021 indigent health care expenditures.Enter the amount paid by a taxing unit providing for the maintenance and operation cost of providing indigent health care for the period beginning on July 1,2020 and ending on June 30,2021,less any state assistance received for the same purpose. —$ 0 C. Subtract B from A and divide by Line 32 and multiply by$100 0/$100 D. Enter the rate calculated in C.If not applicable,enter 0. $ 0/$100 "[Reserved for expansion] Tex.Tax Code§26.044 "Tex.Tax Code§26.0441 For additional copies,visit:comptroilentexas.govitaxes/property-tax Page z 245 2022 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts 08/23/2022 Item 3. WR 4StkikWPMkkittaqVMttagtittrna1*It*lc.r*ANVPrI*TVI""10faitkWWOfrfkrWlitfMttkginPqNXVVIADNNWSriririrMMMMFRrV4.iiW ike:4,,,I*1676,60041P,Nk6440.16.404;10itil06W0***.t\NBA44,404',110,,i, Nig,),.4,100.0440.41014061011%1NtAittabt008,48*4004WiektViRt4.044,A.tk`:wAM4f 36. Rate adjustment for county indigent defense compensation." A. 2022 indigent defense compensation expenditures.Enter the amount paid by a county to provide appointed counsel for indigent individuals and fund the operations of a public defender's office under Article 26.044,Code of Criminal Procedure for the period beginning on July 1,2021 and ending on 0 June 30,2022,less any state grants received by the county for the same purpose B. 2021 indigent defense compensation expenditures.Enter the amount paid by a county to provide appointed counsel for indigent individuals and fund the operations of a public defender's office under Article 26.044,Code of Criminal Procedure for the period beginning on July 1,2020 and ending on $ 0 June 30,2021,less any state grants received by the county for the same purpose. C. Subtract B from A and divide by Line 32 and multiply by$100 o/$100 D. Multiply B by 0.05 and divide by Line 32 and multiply by$100. 0/$100 E. Enter the lesser of C and D.If not applicable,enter O. $ 0/$100 37. Rate adjustment for county hospital expenditures.26 A. 2022 eligible county hospital expenditures.Enter the amount paid by the county or municipality to maintain and operate an eligible county hospital for the period beginning on July 1,2021 and ending on June 30,2022 0 B. 2021 eligible county hospital expenditures.Enter the amount paid by the county or municipality to maintain and operate an eligible county hospital for the period beginning on July 1,2020 and 0 ending on June 30,2021 C. Subtract B from A and divide by Line 32 and multiply by$100 $ o/$100 D. Multiply B by 0.08 and divide by Line 32 and multiply by$100. $ 0_ /$100 E. Enter the lesser of C and D,if applicable.If not applicable,enter O. $ 0 38. Rate adjustment for defunding municipality.This adjustment only applies to a municipality that is considered to be a defunding municipality for the current tax year under Chapter 109,Local Government Code.Chapter 109,Local Government Code only applies to municipalities with a population of more than 250,000 and includes a written determination by the Office of the Governor.See Tax Code 26.0444 for more information. A. Amount appropriated for public safety in 2021.Enter the amount of money appropriated for public safety in the budget adopted by the municipality for the preceding fiscal year 0 B. Expenditures for public safety in 2021.Enter the amount of money spent by the municipality for public safety during the preceding fiscal year $ 0 C. Subtract B from A and divide by Line 32 and multiply by$100 $ 0/$100 D. Enter the rate calculated in C.If not applicable,enter O. $ o/$100 39. Adjusted 2022 NNR M&O rate.Add Lines 33,34D,35D,36E,and 37E.Subtract Line 38D. $ 0.430555/Sion 40. Adjustment for 2021 sales tax specifically to reduce property values.Cities,counties and hospital districts that collected and spent addi- tional sales tax on M&O expenses in 2021 should complete this line.These entities will deduct the sales tax gain rate for 2022 in Section 3. Other taxing units,enter zero. A. Enter the amount of additional sales tax collected and spent on M&O expenses in 2021,if any. Counties must exclude any amount that was spent for economic development grants from the amount of sales tax spent 0 B. Divide Line 40A by Line 32 and multiply by$100 $ ____________ .9/$100 C. Add Line 40B to Line 39. $ 0.430555/Me 41. 2022 voter-approval M&O rate.Enter the rate as calculated by the appropriate scenario below. $ 0.445624/slop Special Taxing Unit.If the taxing unit qualifies as a special taxing unit,multiply Line 40C by 1.08. -Or- Other Taxing Unit.If the taxing unit does not qualify as a special taxing unit,multiply Line 40C by 1.035. Tex.Tax Code§26.0442 Tex.Tax Code§26.0443 For additional copies,visit:comptrollentexas,govitaxesiproperty-tax Page E 246 2022 Tax Rate Calculation Worksheet-Taxing Units Other Than School Districts or Water Districts 08/23/2022 Item 3. lr itgpt40t)VitMittAPVMtltqhtAiWklfiklWllc.rtV,OV'PrrVrN"tNtVfjakWIOlirfkr,WlitfM.ttktinPWMRVVIAMrSririririririrMirin *V7V*..ttW i‘t4/,,laMbUzi**0041P,NkAM*ANOtiki4V4itil08W0****.t\SMA44,40„Wei:,,,,,/, .i46.0m4l7T1),.,;;;AdvA400440.4910140.11Ctil%MtAt*Catit064014408.4fMllielfOlietMl44,4,4. ktkAMO, D41. Disaster Line 41(D41):2022 voter-approval M&O rate for taxing unit affected by disaster declaration.If the taxing unit is located in an area declared a disaster area and at least one person is granted an exemption under Tax Code Section 11.35 for property located in the taxing unit,the governing body may direct the person calculating the voter-approval tax rate to calculate in the manner provided for a special taxing unit.The taxing unit shall continue to calculate the voter-approval tax rate in this manner until the earlier of 1)the first year in which total taxable value on the certified appraisal roll exceeds the total taxable value of the tax year in which the disaster occurred,or 2)the third tax year after the tax year in which the disaster occurred If the taxing unit qualifies under this scenario,multiply Line 40C by 1.08.27 If the taxing unit does not qualify,do not complete Disaster Line 41 (Line D41). 0 $ J$10o 42. Total 2022 debt to be paid with property taxes and additional sales tax revenue.Debt means the interest and principal that will be paid on debts that: (1) are paid by property taxes, (2) are secured by property taxes, (3) are scheduled for payment over a period longer than one year,and (4) are not classified in the taxing unit's budget as M&0 expenses. A. Debt also includes contractual payments to other taxing units that have incurred debts on behalf of this taxing unit,if those debts meet the four conditions above.Include only amounts that will be paid from property tax revenue.Do not include appraisal district budget payments.If the governing body of a taxing unit authorized or agreed to authorize a bond,warrant,certificate of obligation,or other evidence of indebtedness on or after Sept.1,2021,verify if it meets the amended definition of debt before including it here.28 Enter debt amount 9,421,005 B. Subtract unencumbered fund amount used to reduce total debt. -$ 500,000 C. Subtract certified amount spent from sales tax to reduce debt(enter zero if none) -$ 0 D. Subtract amount paid from other resources -$ 0 E. Adjusted debt.Subtract B,C and D from A. 8,921,005 43, Certified 2021 excess debt collections.Enter the amount certified by the collector.29 $ 575,253 44. Adjusted 2022 debt.Subtract Line 43 from Line 42E. $ 8,345,752 45. 2022 anticipated collection rate. A. Enter the 2022 anticipated collection rate certified by the collector." 100.0000 B. Enter the 2021 actual collection rate. 100.930k --------- ------------- C. Enter the 2020 actual collection rate 100.16% D. Enter the 2019 actual collection rate 103.38 00 E. If the anticipated collection rate in A is lower than actual collection rates in B,C and D,enter the lowest collection rate from B,C and D.If the anticipated rate in A is higher than at least one of the rates in the prior three years,enter the rate from A.Note that the rate can be greater than 100%. 100.160z 46. 2022 debt adjusted for collections.Divide Line 44 by Line 45E. 8,332,420 47. 2022 total taxable value.Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet. 6,199,027,298 $ 48. 2022 debt rate.Divide Line 46 by Line 47 and multiply by$100. $ 0.134414/$100 49. 2022 voter-approval tax rate.Add Lines 41 and 48. 0.580038/$100 D49. Disaster Line 49(D49):2022 voter-approval tax rate for taxing unit affected by disaster declaration.Complete this line if the taxing unit calculated the voter-approval tax rate in the manner provided for a special taxing unit on Line D41. Add Line D41 and 48. /$100 "Tex.Tax Code§26.042(a) "Tex.Tax Code§26.012(7) "Tex.Tax Code§26.012(10)and 26.04(b) "Tex.Tax Code§26.04(b) 'Tex.Tax Code§§26.04(h),(h-1)and(h-2) For additional copies,visit:comptrollentexas..govitaxes/propertyatax Page 247 2022 Tax Rate Calculation Worksheet-Taxing Units Other Than School Districts or Water Districts 08/23/2022 Item 3. piwilAiftwkiumillitoiliwimimikmii*,..Avii‘iNmiiiivolisK,,,imioiiwiii,404..igirviiiisiiysixiiimilitioihAimku,,uvloriikoi.roiwiiikNoriimikoirsiArtgrulgrulgrulgrulgruArtuArtIvuitoMiristkoix*WO *Pm,*,,:i11,1400,AMAktit10,441aliklarililiiitatiMiikifilikaill,..4„' 50. COUNTIES ONLY.Add together the voter-approval tax rates for each type of tax the county levies.The total is the 2022 county voter-approval tax rate. $ 0 isloo SECTION 3:NNR Tax Rate and Voter-Approval Tax Rate Adjustments for Additional Sales Tax to Reduce Property Taxes Cities,counties and hospital districts may levy a sales tax specifically to reduce property taxes.Local voters by election must approve imposing or abolishing the additional sales tax.If approved,the taxing unit must reduce its NNR and voter-approval tax rates to offset the expected sales tax revenue. This section should only be completed by a county,city or hospital district that is required to adjust its NNR tax rate and/or voter-approval tax rate because it adopted the additional sales tax. EBROMMIRMAnowelgwrititingRENTWongRaW4.FINIT;rampstiM4=4-.ArligiffgairlipXWAVAPP3kiktitilticrgirkTRAPPRZIWAILZ'f"Mt, 4,;40.1141010:31.144441.410****Kt*INV::44. Y:444 51. Taxable Sales.For taxing units that adopted the sales tax in November 2021 or May 2022,enter the Comptroller's estimate of taxable sales for the previous four quarters.32 Estimates of taxable sales may be obtained through the Comptroller's Allocation Historical Summary webpage. Taxing units that adopted the sales tax before November 2021,enter O. $ 0 52. Estimated sales tax revenue.Counties exclude any amount that is or will be spent for economic development grants from the amount of esti- mated sales tax revenue. Taxing units that adopted the sales tax in November 2021 or in May 2022.Multiply the amount on Line 51 by the sales tax rate (.01,.005 or.0025,as applicable)and multiply the result by.95." -Or- Taxing units that adopted the sales tax before November 2021.Enter the sales tax revenue for the previous four quarters.Do not multiply by.95. $ 0 53. 2022 total taxable value.Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet. 6,199,027,298 54. Sales tax adjustment rate.Divide Line 52 by Line 53 and multiply by$100. $ ° /$100 55. 2022 NNR tax rate,unadjusted for sales tax.35 Enter the rate from Line 26 or 27,as applicable,on the No-New-Revenue Tax Rate Worksheet. $ 0.562333 /$100 56. 2022 NNR tax rate,adjusted for sales tax. Taxing units that adopted the sales tax in November 2021 or in May 2022.Subtract Line 54 from Line 55.Skip to Line 57 if you adopted the additional sales tax before November 2021. 0.562333 /$100 57. 2022 voter-approval tax rate,unadjusted for sales tax.36 Enter the rate from Line 49,Line D49(disaster)or Line 50(counties)as applicable, of the Voter-Approval Tax Rate Worksheet. 0.580038 /$100 58. 2022 voter-approval tax rate,adjusted for sales tax.Subtract Line 54 from Line 57. 0.580038 /WO SECTION 4:Voter-Approval Tax Rate Adjustment for Pollution Control A taxing unit may raise its rate for M&O funds used to pay for a facility,device or method for the control of air,water or land pollution.This includes any land,structure,building, installation,excavation,machinery,equipment or device that is used,constructed,acquired or installed wholly or partly to meet or exceed pollution control requirements.The taxing unit's expenses are those necessary to meet the requirements of a permit issued by the Texas Commission on Environmental Quality(TCEQ).The taxing unit must provide the tax assessor with a copy of the TCEQ letter of determination that states the portion of the cost of the installation for pollution control. This section should only be completed by a taxing unit that uses M&O funds to pay for a facility,device or method for the control of air,water or land pollution. AUMW\WROIWAM***44V4otoloovAnKOASAWittlArNoMAIMPatt*WORAW,WROMOW"MOVOANKWAPtAK*1404******Wwwwwww.14.4„0,00,Lp.kaos,tto\sktivApoo 4,44444444440y44,,4,4w44,440,4t.444,4,44*. s„,4 s„;. ,44444, „„ *0,, s. s 40*,,,,kaittosiggoolokkokr4twop‘avAtotimtrK14100:• .,41sgrooik "...kitektv,AKOWS0~, 44.,144'44 OtIr4 k44.41444."44N 0 444444MA44.47,7A.44 4 444 4 444.•A447M4410#.0410 WA*Xr440001414,44}N144 W'ae vig4W* 59. Certified expenses from the Texas Commission on Environmental Quality(TCEQ).Enter the amount certified in the determination letter from TCEQ. The taxing unit shall provide its tax assessor-collector with a copy of the letter.38 $ 0 60. 2022 total taxable value.Enter the amount from Line 21 of the No-New-Revenue Tax Rate Worksheet. $ 6,199,027,298 61. Additional rate for pollution control.Divide Line 59 by Line 60 and multiply by$100. 0/$100 62. 2022 voter-approval tax rate,adjusted for pollution control.Add Line 61 to one of the following lines(as applicable):Line 49,Line D49(disaster),Line 50(counties)or Line 58(taxing units with the additional sales tax). $ 0.580038"Tex.Tax Code§26.041(d) "Tex.Tax Code§26.041(i) "Tex.Tax Code§26.041(d) "Tex.Tax Code§26.04(c) 'Too.Tax Code§26.04(c) "Tex.Tax Code§26.045(d) "Tex.Tax Code§26.045(t) For additional copies,visit:comptrollerlexas.govitaxes/property-tax Page 248 2022 Tax Rate Calculation Worksheet-Taxing Units Other Than School Districts or Water Districts 08/23/2022 Item 3. SECTION 5:Voter-Approval Tax Rate Adjustment for Unused Increment Rate The unused increment rate is the rate equal to the difference between the adopted tax rate and voter-approval tax rate before the unused increment rate for the prior three years.39 In a year where a taxing unit adopts a rate by applying any portion of the unused increment rate,the unused increment rate for that year would be zero. The difference between the adopted tax rate and voter-approval tax rate is considered zero in the following scenarios: • a tax year before 2020;40 • a tax year in which the municipality is a defunding municipality,as defined by Tax Code Section 26.0501(a);41 or • after Jan.1,2022,a tax year in which the comptroller determines that the county implemented a budget reduction or reallocation described by Local Government Code Section 120.002(a)without the required voter approval.42 This section should only be completed by a taxing unit that does not meet the definition of a special taxing unit.43 63. 2021 unused increment rate.Subtract the 2021 actual tax rate and the 2021 unused increment rate from the 2021 voter-approval tax rate.If the number is less than zero,enter zero. $ 0.016614 $too 64. j 2020 unused increment rate.Subtract the 2020 actual tax rate and the 2020 unused increment rate from the 2020 voter-approval tax rate.If the number is less than zero,enter zero. $ 0.0182021$too 65. 2019 unused increment rate.Subtract the 2019 actual tax rate and the 2019 unused increment rate from the 2019 voter-approval tax rate.If the number is less than zero,enter zero.If the year is prior to 2020,enter zero. $ 0/$too 66. , 2022 unused increment rate.Add Lines 63,64 and 65. $ 0.034816/$too 67. 2022 voter-approval tax rate,adjusted for unused increment rate.Add Line 66 to one of the following lines(as applicable):Line 49,Line D49(disaster),Line 50(counties),Line 58(taxing units with the additional sales tax)or Line 62(taxing units with pollution control). $ 0.614854 $too SECTION 6:De Minimis Rate The de minimis rate is the rate equal to the sum of the no-new-revenue maintenance and operations rate,the rate that will raise$500,000,and the current debt rate for a taxing unit.44 This section should only be completed by a taxing unit that is a municipality of less than 30,000 or a taxing unit that does not meet the definition of a special taxing unit.40 68. Adjusted 2022 NNR M&0 tax rate.Enter the rate from Line 39 of the Voter-Approval Tax Rate Worksheet $ 0.430555 $too 69. 2022 total taxable value.Enter the amount on Line 21 of the No-New-Revenue Tax Rate Worksheet. 6,199,027,298 70. Rate necessary to impose$500,000 in taxes.Divide$500,000 by Line 69 and multiply by$100. $ 0.008065IS1oo 71. 2022 debt rate.Enter the rate from Line 48 of the Voter-Approval Tax Rate Worksheet $ 0.134414 $too 72. De minimis rate.Add Lines 68,70 and 71. $ 0.000000/$too SECTION 7:Voter-Approval Tax Rate Adjustment for Emergency Revenue Rate In the tax year after the end of the disaster calculation time period detailed in Tax Code Section 26.042(a),a taxing unit that calculated its voter-approval tax rate in the manner provided for a special taxing unit due to a disaster must calculate its emergency revenue rate and reduce its voter-approval tax rate for that year.46 Similarly,if a taxing unit adopted a tax rate that exceeded its voter-approval tax rate,calculated normally,without holding an election to respond to a disaster,as allowed by Tax Code Section 26.042(d),in the prior year,it must also reduce its voter-approval tax rate for the current tax year.41 This section will apply to a taxing unit other than a special taxing unit that: • directed the designated officer or employee to calculate the voter-approval tax rate of the taxing unit in the manner provided for a special taxing unit in the prior year;and • the current year is the first tax year in which the total taxable value of property taxable by the taxing unit as shown on the appraisal roll for the taxing unit submitted by the assessor for the taxing unit to the governing body exceeds the total taxable value of property taxable by the taxing unit on January 1 of the tax year in which the disaster occurred or the disaster occurred four years ago. 9 Tex.Tax Code§26.013(a) 9°Tex.Tax Code§26.013(c) 61 Tex.Tax Code§§26.0501(a)and(d °'Tex.Local Gov't Code§120.007(d),effective Jan.1,2022 63 Tex.Tax Code§26.063(a)(1) 44 Tex.Tax Code§26.012(8-a) 45 Tex.Tax Code§26.063(a)(1) 46 Tex.Tax Code§26.042(b) "Tex.Tax Code§26.042(f) For additional copies,visit:comptroller.texas.g0v/taxes/property-tax Page 249 2022 Tax Rate Calculation Worksheet—Taxing Units Other Than School Districts or Water Districts 08/23/2022 Item 3. This section will apply to a taxing unit in a disaster area that adopted a tax rate greater than its voter-approval tax rate without holding an election in the prior year. Note:This section does not apply if a taxing unit is continuing to calculate its voter-approval tax rate in the manner provided for a special taxing unit because it is still within the disaster calculation time period detailed in Tax Code Section 26.042(a)because it has not met the conditions in Tax Code Section 26.042(a)(1)or(2). Otiing11,1SltIIVWXQkfWt.11M*Npomgavotomsr:S1:*V*0:4W,W01tafMiarrr Vilkt0111,00,04,4441k#01,M20:111044tialik.1* ,.•.1,W4t1$1.ANOtig,fletSPONNA.I.M.001.0.14.1.:;,%e IN."„,64t,,,,IFTVW)1*0114)4,0441100.1140:41NO;kittAik)A0)11:V300001 ,‘"4400 73. 2021 adopted tax rate.Enter the rate in Line 4 of the No-New-Revenue Tax Rate Worksheet. 0.643751 74. Adjusted 2021 voter-approval tax rate.Use the taxing unit's Tax Rate Calculation Worksheets from the prior year(s)to complete this line. If a disaster occurred in 2021 and the taxing unit calculated its 2021 voter-approval tax rate using a multiplier of 1.08 on Disaster Line 41 (D41)of the 2021 worksheet due to a disaster,enter the 2021 voter-approval tax rate as calculated using a multiplier of 1.035 from Line 49. - or- If a disaster occurred prior to 2021 for which the taxing unit continued to calculate its voter-approval tax rate using a multiplier of 1.08 on 0 Disaster Line 41 (D41)in 2021,complete the separate Adjusted Voter-Approval Tax Rate for Taxing Units in Disaster Area Calculation Worksheet to recalculate the voter-approval tax rate the taxing unit would have calculated in 2021 if it had generated revenue based on an adopted tax rate using a multiplier of 1.035 in the year(s)following the disaster.48 Enter the final adjusted 2021 voter-approval tax rate from the worksheet. - or- If the taxing unit adopted a tax rate above the 2021 voter-approval tax rate without calculating a disaster tax rate or holding an election due to a disaster,no recalculation is necessary.Enter the voter-approval tax rate from the prior year's worksheet. 75. Increase in 2021 tax rate due to disaster.Subtract Line 74 from Line 73. 0.643751 76. Adjusted 2021 taxable value.Enter the amount in Line 14 of the No-New-Revenue Tax Rate Worksheet. $ 5,255,561,667 77. Emergency revenue.Multiply Line 75 by Line 76 and divide by$100. $ 33,832,730 78. Adjusted 2022 taxable value.Enter the amount in Line 25 of the No-New-Revenue Tax Rate Worksheet. 6,027,877,969 79. Emergency revenue rate.Divide Line 77 by Line 78 and multiply by$100.49 o/$100 80. 2022 voter-approval tax rate,adjusted for emergency revenue.Subtract Line 79 from one of the following lines(as applicable):Line 49, Line D49(disaster),Line 50(counties),Line 58(taxing units with the additional sales tax),Line 62(taxing units with pollution control)or Line 67 (taxing units with the unused increment rate). 0.614854/mo SECTION 8:Total Tax Rate Indicate the applicable total tax rates as calculated above. No-new-revenue tax rate. 0.562333/$100 As applicable,enter the 2022 NNR tax rate from:Line 26,Line 27(counties),or Line 56(adjusted for sales tax).Indicate the line number used:26 Voter-approval tax rate 0.614854/$100 As applicable,enter the 2022 voter-approval tax rate from:Line 49,Line D49(disaster),Line 50(counties),Line 58(adjusted for sales tax),Line 62(adjusted for pollution control),Line 67(adjusted for unused increment),or Line 80(adjusted for emergency revenue). Indicate the line number used: 67 De minimis rate 0.000000/$100 If applicable,enter the 2022 de minimis rate from Line 72. SECTION 9:Taxing Unit Representative Name and Signature Enter the name of the person preparing the tax rate as authorized by the governing body of the taxing unit.By signing below,you certify that you are the designated officer or employee of the taxing unit and have accurately calculated the tax rates using values that are the same as the values shown in the taxing unit's certified appraisal roll or certified estimate of taxable value,in accordance with requirements in Tax Code." printiL here ir Jayna Dean Printed Name of Taxing Unit Representative sign Z7e.eze. 8/03/2022 here'r Taxi Uni epresentative Date Tex.Tax Code§26.042(c) "Tex.Tax Code§26.042(b) "Tex.Tax Code§§26.04(c-2)and(d-2) For additional copies,visit:comptroller.texas.gov/taxesiproperty-tax Page 0 08/23/2022 Item 4. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: Prepared By: Melissa Beard Subject Consider, and act upon, Ordinance No. 2022-57 fixing the M&O tax rate/levy for the Tax Year 2022 and Budget Year 2022- 023 at$0.427919 per$100 assessed valuation. Recommendation I move to approve an ad valorem tax rate of$0.427919 on each $100 of assessed valuation of taxable property for general City purposes and to pay the current maintenance and operations expenses of the City of Wylie, for the fiscal year ending September 30, 2023, and to adopt Ordinance No. 2022-57, fixing and levying the same for a total tax of$0.562333 on each $100 of assessed valuation. Discussion The tax rate needed to fund the FY 2022-2023 budget is $0.562333 per $100 of assessed valuation. The tax rate has two components: $0.42791.9 per$100 valuation is allocated for operations and maintenance and$0.1.3441.4 per$100 valuation is allocated to fund the General Debt Service Fund. Texas Property Code Section 26.05(a)(1) requires that each of these components be approved separately. The proposed M&O rate of $0.42791.9 will generate a General Fund Levy of $28,856,551. 251 08/23/2022 Item 4. ORDINANCE NO. 2022-57 AN ORDINANCE FIXING THE TAX RATE AND LEVY FOR THE CITY OF WYLIE, TEXAS, UPON ALL TAXABLE PROPERTY IN THE CITY OF WYLIE, TEXAS,FOR THE PURPOSE OF PAYING THE CURRENT EXPENSES OF THE CITY FOR THE FISCAL YEAR ENDING SEPTEMBER 30,2023,AND FOR THE FURTHER PURPOSE OF CREATING A SINKING FUND TO RETIRE THE PRINCIPAL AND INTEREST OF THE BONDED INDEBTEDNESS OF THE CITY; PROVIDING FOR A LIEN ON ALL REAL AND PERSONAL PROPERTY TO SECURE PAYMENT OF TAXES DUE THEREON; CONTAINING A SEVERABILITY CLAUSE; REPEALING ALL ORDINANCES AND PARTS THEREOF IN CONFLICT HEREWITH; AND PROVIDING FOR AN EFFECTIVE DATE. THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. WHEREAS, the City Council has this date,by way of Ordinance duly passed, adopted a Budget of operation for the City for fiscal year 2022-2023; and WHEREAS,the aforesaid Ordinance anticipates and requires the levy of an ad valorem tax on all taxable property in the City of Wylie; and WHEREAS, it is necessary to levy such an ad valorem tax at a given rate to generate revenues sufficient to meet projected expenses; and WHEREAS,the City has fully and timely complied with all notice and other requirements relative to the adoption of a tax rate for fiscal year 2022-2023; and WHEREAS, notice of the proposed tax rate, the no-new revenue tax rate and the voter-approval tax rate has been published as required by law and the City has received no formal protest thereof. NOW THEREFORE, BE IT ORDAINED by the City Council of the City of Wylie, Texas, as follows: Section 1. There is hereby levied for the fiscal year 2022-2023 upon all real property situated within the corporate limits of said City of Wylie, Texas, and upon all personal property which was owned within the corporate limits of said City of Wylie, Texas, on the first day of January, A.D. 2022, except so much thereof as may be exempt by the Constitution or laws of the State of Texas,a total tax of$0.562333 on each $100 of assessed valuation on all said property which said total tax herein so levied shall consist and be comprised of the following components: a) An ad valorem tax rate of$0.427919 on each $100 of assessed valuation of said taxable property is hereby levied for general city purposes and to pay the current operating expenses of said City of Wylie, Texas, for the fiscal year ending September 30, 2023,which tax, when collected shall be appropriated to and for the credit of the General Fund of said City of Wylie,Texas. Ordinance No. 2022-57 Approval of M&O Tax Rate for FY 2022-2023 Page 1 of 2 252 08/23/2022 Item 4. b) An ad valorem tax rate of$0.134414 on each $100 of assessed valuation of said taxable property is hereby levied for the purpose of creating an Interest and Sinking Fund with which to pay the interest and principal of the valid bonded indebtedness, and related fees of the City of Wylie, now outstanding and such tax when collected shall be appropriated and deposited in and to the credit of the General Debt Service Fund of the City of Wylie, Texas,for the fiscal year ending September 30,2023. Section 2. The City of Wylie shall have a lien on all taxable property located in the City of Wylie to secure the payment of taxes,penalty and interest, and all costs of collection, assessed and levied hereby. Section 3. Taxes are payable in McKinney,Texas,at the Office of the Tax-Assessor Collector of Collin County. The City shall have available all the rights and remedies provided by law for the enforcement of the collection of taxes levied under this ordinance. Section 4. That the tax roll presented to the City Council, together with any supplements thereto, be and same are hereby accepted and approved. Section 5. Should any paragraph, sentence,sub-division, clause,phrase or section of this ordinance be adjudged or held to be unconstitutional, illegal, or invalid, the same shall not affect the validity of this ordinance as a whole or any part or provision thereof, other than the part or parts as declared to be invalid, illegal, or unconstitutional. Section 6. This ordinance shall be in full force and effect from and after its adoption by the City Council and publication of its caption as the law and the City Charter provide in such cases. Section 7. That all other ordinances and code provisions in conflict herewith are hereby repealed to the extent of any such conflict or inconsistency and all other provisions of the Wylie City Code not in conflict herewith shall remain in full force and effect. Section 8. The repeal of any ordinance, or parts thereof,by the enactment of this Ordinance, shall not be construed as abandoning any action now pending under or by virtue of such ordinance; nor shall it have the effect of discontinuing,abating,modifying or altering any penalty accruing or to accrue,nor as affecting any rights of the municipality under any section or provision of any ordinances at the time of passage of this ordinance. DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas, on this the 23rd day of August, 2022. Matthew Porter,Mayor ATTEST: Stephanie Storm, City Secretary Ordinance No. 2022-57 Approval of M&O Tax Rate for FY 2022-2023 Page 2 of 2 253 08/23/2022 Item 5. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: Prepared By: Melissa Beard Subject Consider, and act upon, Ordinance No. 2022-58 fixing the 1&S tax rate/levy for the Tax Year 2022 and Budget Year 2022- 023 at$0.134414 per$100 assessed valuation. Recommendation I move to approve an ad valorem tax rate of$0.134414 on each$100 of assessed valuation of taxable property for the purpose of creating an Interest and Sinking Fund with which to pay the interest and principal of the valid bonded indebtedness, and related fees of the City of Wylie,now outstanding,for the fiscal year ending September 30,2023,and to adopt Ordinance No. 2022-58,fixing and levying the same for a total tax of$0.562333 on each$100 of assessed valuation. Discussion The tax rate needed to fund the FY 2022-2023 budget is $0.562333 per $100 of assessed valuation. The tax rate has two components: $0.427919 per$100 valuation is allocated for operations and maintenance and$0.134414 per$100 valuation is allocated to fund the General Debt Service Fund. Texas Property Code Section 26.05(a)(l) requires that each of these components be approved separately. The proposed I&S rate of$0.134414 will generate a Debt Service Levy of$9,057,658. 254 08/23/2022 Item 5. ORDINANCE NO. 2022-58 AN ORDINANCE FIXING THE TAX RATE AND LEVY FOR THE CITY OF WYLIE, TEXAS, UPON ALL TAXABLE PROPERTY IN THE CITY OF WYLIE, TEXAS,FOR THE PURPOSE OF PAYING THE CURRENT EXPENSES OF THE CITY FOR THE FISCAL YEAR ENDING SEPTEMBER 30,2023,AND FOR THE FURTHER PURPOSE OF CREATING A SINKING FUND TO RETIRE THE PRINCIPAL AND INTEREST OF THE BONDED INDEBTEDNESS OF THE CITY; PROVIDING FOR A LIEN ON ALL REAL AND PERSONAL PROPERTY TO SECURE PAYMENT OF TAXES DUE THEREON; CONTAINING A SEVERABILITY CLAUSE; REPEALING ALL ORDINANCES AND PARTS THEREOF IN CONFLICT HEREWITH; AND PROVIDING FOR AN EFFECTIVE DATE. THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. WHEREAS, the City Council has this date,by way of Ordinance duly passed, adopted a Budget of operation for the City for fiscal year 2022-2023; and WHEREAS,the aforesaid Ordinance anticipates and requires the levy of an ad valorem tax on all taxable property in the City of Wylie; and WHEREAS, it is necessary to levy such an ad valorem tax at a given rate to generate revenues sufficient to meet projected expenses; and WHEREAS,the City has fully and timely complied with all notice and other requirements relative to the adoption of a tax rate for fiscal year 2022-2023; and WHEREAS, notice of the proposed tax rate, the no-new revenue tax rate and the voter-approval tax rate has been published as required by law and the City has received no formal protest thereof. NOW THEREFORE, BE IT ORDAINED by the City Council of the City of Wylie, Texas, as follows: Section 1. There is hereby levied for the fiscal year 2022-2023 upon all real property situated within the corporate limits of said City of Wylie, Texas, and upon all personal property which was owned within the corporate limits of said City of Wylie, Texas, on the first day of January, A.D. 2022, except so much thereof as may be exempt by the Constitution or laws of the State of Texas,a total tax of$0.562333 on each $100 of assessed valuation on all said property which said total tax herein so levied shall consist and be comprised of the following components: a) An ad valorem tax rate of$0.427919 on each $100 of assessed valuation of said taxable property is hereby levied for general city purposes and to pay the current operating expenses of said City of Wylie, Texas, for the fiscal year ending September 30, 2023,which tax, when collected shall be appropriated to and for the credit of the General Fund of said City of Wylie,Texas. Ordinance No. 2022-58 Approval of I&S Tax Rate for FY 2022-2023 Page 1 of 2 255 08/23/2022 Item 5. b) An ad valorem tax rate of$0.134414 on each $100 of assessed valuation of said taxable property is hereby levied for the purpose of creating an Interest and Sinking Fund with which to pay the interest and principal of the valid bonded indebtedness, and related fees of the City of Wylie, now outstanding and such tax when collected shall be appropriated and deposited in and to the credit of the General Debt Service Fund of the City of Wylie, Texas, for the fiscal year ending September 30,2023. Section 2. The City of Wylie shall have a lien on all taxable property located in the City of Wylie to secure the payment of taxes,penalty and interest, and all costs of collection, assessed and levied hereby. Section 3. Taxes are payable in McKinney,Texas,at the Office of the Tax-Assessor Collector of Collin County. The City shall have available all the rights and remedies provided by law for the enforcement of the collection of taxes levied under this ordinance. Section 4. That the tax roll presented to the City Council, together with any supplements thereto, be and same are hereby accepted and approved. Section 5. Should any paragraph, sentence,sub-division, clause,phrase or section of this ordinance be adjudged or held to be unconstitutional, illegal, or invalid, the same shall not affect the validity of this ordinance as a whole or any part or provision thereof, other than the part or parts as declared to be invalid, illegal, or unconstitutional. Section 6. This ordinance shall be in full force and effect from and after its adoption by the City Council and publication of its caption as the law and the City Charter provide in such cases. Section 7. That all other ordinances and code provisions in conflict herewith are hereby repealed to the extent of any such conflict or inconsistency and all other provisions of the Wylie City Code not in conflict herewith shall remain in full force and effect. Section 8. The repeal of any ordinance, or parts thereof,by the enactment of this Ordinance, shall not be construed as abandoning any action now pending under or by virtue of such ordinance; nor shall it have the effect of discontinuing,abating,modifying or altering any penalty accruing or to accrue,nor as affecting any rights of the municipality under any section or provision of any ordinances at the time of passage of this ordinance. DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas, on this the 23rd day of August, 2022. Matthew Porter,Mayor ATTEST: Stephanie Storm, City Secretary Ordinance No. 2022-58 Approval of I&S Tax Rate for FY 2022-2023 Page 2 of 2 256 08/23/2022 Item 6. Wylie City Council CITY OF AGENDA REPORT Department: Planning Account Code: Prepared By: Jasen Haskins,AICP Subject Tabled from 07-26-2022 Remove from table and consider Hold a Public Hearing,consider,and act upon,Ordinance No.2022-59,amending the City of Wylie Municipal Comprehensive Plan. Recommendation Motion to approve item as presented. Discussion On July 26, 2022, Council held a public hearing regarding the CPAC recommended plan, and requested a few other minor edits that included: • Eliminating Special Planning Area #2 (South SH 78 south of Alanis) and changing the FLU map to represent the properties as Regional Commercial. • Eliminating references to the Downtown Strategic Plan in parking goal LU3b due to changes in parking plans. • Moving wording with references for the lakefront parks from LU5b to LU5a to better align with the lakefront goals. • Making other minor edits to wording or items as requested. Council then tabled the item awaiting the P&Z Commissions formal recommendation on the plan. At their August 2, 2022 meeting,the P&Z Commission voted 6-0 to recommend the plan as presented. To formally adopt the amended Comp Plan the City Council must approve an Ordinance.The proposed Ordinance is attached. 257 08/23/2022 Item 6. ORDINANCE NO. 2022-59 AN ORDINANCE OF THE CITY OF WYLIE, TEXAS, AMENDING THE COMPREHENSIVE MASTER PLAN OF THE CITY OF WYLIE, AS HERETOFORE AMENDED; PROVIDING FOR A PENALTY FOR THE VIOLATION OF THIS ORDINANCE; PROVIDING FOR THE REPEAL OF ALL ORDINANCES IN CONFLICT; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS,Chapter 213 of the Texas Local Government Code allows for a municipality to adopt and/or amend a Municipal Comprehensive Master Plan(Comp Plan), and WHEREAS, the City Council of the City of Wylie, Texas (City Council), determined that the existing Comprehensive Master Plan should be amended, and WHEREAS, the City Council appointed the Comp Plan Advisory Committee (CPAC) to present an amended Comp Plan, and WHEREAS, CPAC conducted extensive investigation and discussion, along with public input from the citizens of Wylie both in-person and online, to draft the amended plan and voted unanimously to recommend approval of the Comp Plan as presented in EXHIBIT A, and WHEREAS, the P&Z Commission gave notice and held the required public hearing and voted unanimously to recommend approval of the Comp Plan as presented in EXHIBIT A, and WHEREAS, The City Council gave notice and held the required public hearing. NOW, THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF WYLIE, TEXAS: SECTION 1: The Comprehensive Master Plan of the City of Wylie, Texas, be, and the same is hereby, adopted, said Plan being described in Exhibit A, The City of Wylie 2022 Comprehensive Master Plan, entitled"Envision Wylie." SECTION 2: That all ordinances of the City in conflict with the provisions of this ordinance be, and the same are hereby,repealed and all other ordinances of the City not in conflict with the provisions of this ordinance shall remain in full force and effect. SECTION 3: Should any paragraph, sentence, subdivision, clause, phrase or section of this ordinance be adjudged or held to be unconstitutional,illegal or invalid,the same shall not affect the validity of this ordinance as a whole or any part or provision thereof, other than the part so declared to be invalid, illegal or unconstitutional, and shall not affect the validity of the Comp Plan Ordinance as a whole. SECTION 4: This ordinance shall be in full force and effect from and after its adoption by the City Council and publication of its caption as the law and the City Charter provide in such cases. SECTION 5: The repeal of any ordinance, or parts thereof, by the enactment of this Ordinance, shall not be construed as abandoning any action now pending under or by virtue of such ordinance; nor shall it have the effect of discontinuing, abating, modifying or altering any penalty accruing or to accrue, nor as effecting any rights of the municipality under any section or provisions of any ordinances at the time of passage of this ordinance. Ordinance No. 2022-59 Envision Wylie Page 1 of 3 258 _'' 08/23/2022 Item 6. DULY PASSED AND APPROVED by the City Council of the City of Wylie,Texas,this 23rd day of August, 2022. Matthew Porter,Mayor ATTEST: Stephanie Storm, City Secretary DATE OF PUBLICATION: August 31,2022, in The Wylie News Ordinance No. 2022-59 Envision Wylie Page 2 of 3 259 08/23/2022 Item 6. Exhibit A "Envision Wylie" Ordinance No. 2022-59 Envision Wylie Page 3 of 3 260 08/23/2022 Item 6. ,,;" S .,5tt *>in .', ',. iW' p.,h a,t,y4,r,? >. n1,F}.i. t��, ,,V`. 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NM�3' ''mitt:"a:6:. .:a X..„ W Y L I E 2022 Comprehensive Plan at-of/ring Together, Bu c/,"ng Community 261 08/23/2022 Item 6. Envision Wylie [This page intentionally left blank] ii 7/28/2022 DRAFT 262_. na12u12ouo Item u Envision VVv|ie aA"�-�[�v��0�� City Council Matthew Porter, Mayor Jeff Forrester, Mayor Pro Tern David R. Duke, Place 1 Dave Strang, Place Scott Williams, Place 4 Timothy T. Wallis, Place 5 Garrett Mize' Place 6 Planning and Zoning COrnnniSSiOn Bryan Rogers, Chair Joshua Butler,Vice Chair Jamey Byrne Harold Gouge JenniferGheser Jacques Loraine III Keith Scruggs Cory Plunk(Former Chair) Dan Norris(Former) Taylor Newsom (Former) Comprehensive Plan Advisory Committee (CPAQ Sandra S. Stone' Chair Ken Kocon Eugene D. Hauptmann' Vice-Chair Jared Larevv Matt Atkins Jacques Loraine III Jon Bailey Jeremy R. Meier James Byrne Kim Mullis Joe Chandler Todd Pickens Jason Greiner Mathew Soto City Staff Brent Parker, City Manager Renae 011ie, Deputy City Manager L*LyYanez' Assistant City Manager Jasen Haskins, A|CP, Planning Manager Kevin Molina, Senior Planner Mary Bradley, Administrative Assistant || Consultant - Freese and Nichols, Inc. Daniel Harrison' A|CP Erica Craycraft.A|CP 7/28/2022 [)RAFT iii na12u12ouo Item u Envision VVv|ie [This page intentionally left blank] 08/23/2022 Item 6. Envision Wylie Contents Housing & Neighborhoods Goals&Strategies 29 Goal H1. Preserve Wylie's existing Chapter 1 : Plan Introduction 1 neighborhoods 29 Goal H2. Encourage compatible infill and Purpose 1 redevelopment in aging neighborhoods. 31 Legal Basis for Planning 2 Goal H3. Incorporate amenities and design How is a Comprehensive Plan Used? 2 features in future developments to encourage Regulatory Ordinances 2 high-quality neighborhoods. 32 Financial Mechanisms 2 Chapter 4: Land Use & Design 34 City Procedures 3 Introduction 34 Local Plans 4 Existing Land Use&Characteristics 35 2012 Comprehensive Master Plan 4 Future Land Use 37 2019 Parks, Recreation&Open Space Master Future Land Use Categories 39 Plan 4 Population Projections& Ultimate Capacity 46 2021 Downtown Strategic Plan 5 Land Use& Design Goals&Strategies 47 2018 Thoroughfare Plan 5 Goal LU1. Use the FLU map and strategies Regional Transportation Plan 6 contained within this comprehensive plan when Community Engagement Process 8 making development decisions. 47 Goal LU2. Promote Wylie's sense of community Chapter 2: Community Snapshot 9 identity and small-town charm 48 Introduction 9 Goal LU3. Strengthen Downtown Wylie as a Regional Relationship 10 vibrant and welcoming destination. 52 Historical Context 12 Goal LU4. Support a resilient local economy and plan for well-designed commercial Demographic Profile 13 development 56 Methodology 13 Goal LUS. Leverage the lakefront as a unique Population Trends 13 and desirable destination. 58 Household Size 14 Goal LU6. Protect and conserve environmentally Age and Sex Distribution 15 sensitive areas. 60 Race and Ethnicity 16 Chapter 5: Transportation 62 Employment Characteristics 18 Introduction 62 Physical Constraints 20 Existing &Future Level of Service(LOS) 63 Natural Constraints 22 2018 Thoroughfare Plan 65 Constructed Constraints 23 Transportation Goals&Strategies 69 Goal Ti. Plan for safe and efficient Chapter 3: Housing & Neighborhoods transportation infrastructure. 69 24 Goal T2. Promote mobility, access, and Introduction 24 connectivity throughout the community. 72 Existing Housing& Neighborhood Characteristics 25 Goal T3. Continue regional communications for Housing Choices 25 a coordinated transportation network and efficient use of resources 74 Housing Age & Neighborhood Conditions 26 Home Ownership 28 7/28/2022 DRAFT v 265 na12u12ouo Item u Envision VVv|ie Chapter 6' Implementation 75 . . |ntnoJuction 75 Phased Implementation 76 Methods ofImplementation 76 Plan Updates 76 Annual Progress Reporting 76 Minor Amendments 76 Major Updates 76 Implementation Matrix 77 Appendix: Community iLv Input 87 vi 7/28/2022 DRAFT 08/23/2022 Item 6. Envision Wylie • Pur pose • Management of growth, development, and redevelopment in an orderly There are two interrelated focuses of a manner, comprehensive plan: (1) it allows the citizens of • Cost-effective public investments, and a community to create a shared vision of what • A rational and reasonable basis for they desire for their community, and (2) it making decisions about the community. establishes ways in which a community can effectively realize that vision. The Wylie A comprehensive plan is not a zoning Comprehensive Plan tells the story of who Wylie ordinance, but rather a high-level tool utilized is and what it wishes to become as it grows and by the City to make development decisions. As redevelops. The City of Wylie is at an opportune new development applications, zoning requests, crossroad for a new and exciting period in its and other development decisions are made, a history. Although the City has seen rapid growth comprehensive plan helps to safeguard in the past couple of decades, demographic coordinated growth. Determining what land trends in Wylie and the Dallas-Fort Worth uses are appropriate within Wylie and where Metroplex forecast the City for continued such land uses should be located helps to growth in the decades to come. As a result, this protect the integrity of the City's update to the City's previous comprehensive neighborhoods, corridors, and natural assets. plan is meant to be a proactive way for the Ultimately, synchronized land use patterns help community to identify a unified vision for the to protect private property by maintaining and City in anticipation for current and future growth enhancing value and protecting property from trends. incompatible uses. A city's comprehensive plan is well-defined as a The Wylie Comprehensive Plan examines long-range planning tool that is intended to be realities of existing conditions, demographic used by its staff, councils, boards, and residents implications, areas of growth potential and to guide the community's physical development strategies for improving quality of life.The plan for 10-20 years. The purpose of a focuses not only on the physical development comprehensive plan is to serve as a living, of the city, but also the overall goals to become flexible guide for both current and future a more livable and economically vibrant decision-makers. The primary intentions of a community. While the plan is visionary and comprehensive plan include the following: outlines citizens' desires, it is also measurable by employing implementation-focused • Efficient delivery of public services, recommendations. • Coordination of public and private investment, With significant development pressures, Wylie is • Minimization of potential conflicts on course for continued growth and between land uses, improvements in the decades to come. The Wylie Comprehensive Plan anticipates change Chapter 1: Plan Introduction 7/28/2022 DRAFT 1 267 08/23/2022 Item 6. Envision Wylie and proactively addresses major issues, defining [HOW Its a Comprehensive Nan goals and actions that will help to shape the City. This vision process can help minimize conflicts in decision-making, which saves time, This section describes the various mechanisms money, and resources.This plan will lay the foundation for future improvements and priority used by cities that transform a plan from a action items. document to a tool. These mechanisms fall into the three basic categories: regulatory _. ordinances, financing mechanisms, and city sC(Jd Basisfor P a gnu q procedures. A city's comprehensive plan can be defined as a long-range planning tool that is intended to be Regulatory Ordinances used by citizens, decision-makers, and City staff to guide the growth and physical development Subdivision Regulations of a community for long periods of time. The State of Texas has established laws with regard Subdivision regulations direct the division of land into individual lots or parcels prior to to the way in which incorporated communities development, and control the design and can ensure the health, safety, and welfare of construction of subdivisions, streets, and their citizens through a comprehensive plan. easements. Subdivision regulations apply both More specifically, the law states: within a city's limits and extraterritorial "The governing body of a municipality jurisdiction (ETJ). may adopt a comprehensive plan for Zoning Ordinances the long-range development of the municipality... A municipality may Zoning regulations are applicable within a city's define the relationship between a limits and can affect land use integration (mixes comprehensive p/an and development of uses and lot sizes), site and building design regulations and may provide standards standards, and required amenities for various for determining the consistency types of development. Zoning regulations are required between a plan and not applicable within a city's ETJ. development regulations." -Texas Local Government Code, Chapter 213 Financial Mechanisms Capital Improvements 00 vv, Capital improvement funding supports � ° _ comprehensive plan recommendations that will '�� generally require a one-time or initial 0- investment to be achieved. Typically,this funding is applied to large municipal projects such as infrastructure improvements and/or land * acquisition. 1� � � �� Annual Budget Y� \1f� t tPa 'Ya&' a�4 "� '4 lit,�� a � #0.4,1‘17*&iii440044441000001600r The annual budget (or "general fund") supports comprehensive plan recommendations that are huj: dr °u ti " ,G s prsuw,. 2 7/28/2022 DRAFT Chapter 1: Plan Introduction 268 08/23/2022 Item 6. Envision Wylie not capital improvements. This funding typically Development Review supports city operations and programs. The usual processes for reviewing and City Procedures processing zoning amendments, development plans, and subdivision plats provide significant City Leadership and Staff opportunities for implementing the Comprehensive Plan. Zoning, development and City leadership plays a vital role in achieving the subdivision decisions should be evaluated and vision of the Comprehensive Plan and weighed against applicable recommendations implementing policy recommendations. City contained within the Plan. If decisions are made leaders—such as the City Council and Economic that are inconsistent with the recommendations, Development Corporation —use the Plan as a the Plan should be amended accordingly in guide when making development, operational, order to ensure consistency and fairness in and/or policy decisions. future decision-making. City staff is also critical to the process of Engineering Studies implementing Plan recommendations. Staff is often the first point of contact for citizens and Some recommended policies may require more in-depth analysis. These are typically shown with developments and can educate the community about the visions established by the Plan. Staff the implementation mechanism. Generally, can also proactively submit (before the proper these recommended policies involve boards and commissions) recommended zoning environmental studies or an analysis of public and subdivision amendments, as well as other services (water, wastewater, drainage)that may be needed as a city continues to develop and Comprehensive Plan policy related recommendations that may be implemented grow in population. through resolution or ordinance. € �.i,. �"« ' � �`i�r ''`i�E:�r�€#n?ti`'�`a4i1'. �Z ? ";�£ti '�11�',''z�:�N. , »�'� € a '32 4 9 ,;''kel0,5F1 ' Imp :''': :'''' 1 IN P II�,v 1 V 4 sR vyi a '�+1YSii n : „ 1 :,„i„1:H i 1 :: ::::—, ' ; 11 1:11 ',,, 11::,'',':„:: „ ,g::''':,.„!4'$',:, i ', ''' . „ um Ammo ' ' '""` - , , t 1 i I V '.,'vim 11' �R�' 1 „I � "^'� 1 i 1,H a ... w tk $ a se� s x'�.5 - aw c `� n ii Chapter 1: Plan Introduction 7/28/2022 DRAFT 3 269 na12u12ouo Item u Envision VVv|ie �� L�ca^ n| � ans 2012 Comprehensive Master is,mlim,X=�M!i Plan '- - - On May 8. 2012'the City ufWylie adopted the ` 2O12 Comprehensive Master Plan. The Plan contains valuable information and recommendations regarding the following nts e|eme � * Development Issues / * Action Steps �'z�` n �n * La Use Plan U ' ^ * Transportation Plan ~ Existing Conditions —� * Parks and Recreation * Redevelopment and Overlay Districts * Economic Development * Hazard Mitigation This Comprehensive Plan builds upon the aforementioned effort. The Plan also takes into consideration previous recommendations outlined in the 2012 effort. 2019 Parks, Recreation & Open Space Master P|@O OF The 2019 Parks, Recreation &(}pen Space Master Plan provides direction for park ' expansion, park redevelopment, and new park development to serve the City of Wylie for the ' next five to ten years. Asa guiding document, lpk ' the ��axLerPlan serves asa strategic tool for ` fiscal planning and development ofVVy|ie's park system. As part of the Master Plan, recommendations CA and concept plans were created to further the goal of maintaining and improving the City'y high-quality park system. This Comprehensive Plan takes these recommendations and concept ' plans into consideration to ensure the goals and recommendations within this Plan align with previous planning efforts made by the City. 4 7/28/2022 DRAFT Chapter 1: Plan Introduction 270 08/23/2022 Item 6. Envision Wylie 2021 Downtown Strategic Plan As called for in the 2012 Comprehensive Master Plan, the City of Wylie embarked on the ntown Wylie creation of the 2021 Downtown Strategic Plan with assistance from the North Central Texas Strategic Plan Council of Governments (NCTCOG)to guide development and improvements in Downtown. 7 ° Major tasks completed by NCTCOG staff included data collection, stakeholder and public fhb involvement, and strategic plan development. ;Nt These key tasks were used to assess the existing l r conditions of sidewalks, roadways, pedestrian experience, lighting, wayfinding, and other - ra' ��'� �" components in Downtown Wylie. Staff created '` recommendations for improvements based on ° � " '' the existing conditions, stakeholder \ engagement, public survey responses, and goals outlined by the City. When considering Downtown Wylie, this Plant A' ke 1-t140 k took into consideration the recommendations outlined within this planning effort. 2018 Thoroughfare Plan �`` ��►. !"3 itv u*xcttauriatxi ate, In 2018,the City of Wylie adopted the Thoroughfare Plan to guide street ` ` ` �� improvements in the City in the future. In � , addition to identifying future roadway 4 IT classifications for the existing roadway network, � � ,�� new connections were identified to t �itytttme-tt.„tut,. tltrt� accommodate increased traffic volumes ��g �' expected to occur in the future. For example, a key connection identified in the Thoroughfare Plan calls for the extension of Park Boulevard to Skyview Drive to provide better east-west connectivity in the City. This Plan takes into consideration and incorporates this Thoroughfare Plan into recommendations and maps. The proposed classifications and new connections were considered when determining the Future Land Use Plan. Chapter 1: Plan Introduction 7/28/2022 DRAFT 5 271 08/23/2022 Item 6. Envision Wylie Regional Transportation Man The North Central Texas Council of Governments (NCTCOG) is a voluntary and non way. 'a::,� :_"��iw�mm;11., . _g binding association established to "assist local governments in planning for common needs, - , r a cooperating for mutual benefit, and _. .. TL ` � coordinating for sound regional development." *7• NCTCOG is the predominant regional planning " body in North Texas- conducting research, . ' � studies, and regional plans related to ." � �. " .. $4.49. 1 transportation, environmental sustainability, and - growth management. Much of this focuses on �� °i the rapid growth expected for North Texas in the years to come. Given that Wylie is a a' �" w member of NCTCOG's geographical area, it is important that the City monitor planning efforts made on behalf of the organization as they have R` '� `' �'x'“' ,Y' the potential to affect the community. Mobility 2045, adopted in June of 2018, is 6n NCTCOG's most recent transportation plan. In 6, s�' ll' . addition to planning for a wide range of future = r `' l transportation needs, Mobility 2045 provides - projections for future population growth and "' 1 i distribution. Due to Wylie's location in the DFW w Metroplex, several transportation topics are .,,_° ."` addressed in Mobility 2045 that may potentially r "` , impact the City. � Mobility 2045 recommends future roadway and RoArRRooi Coo, ,3, , , IRA «.„t .r_.:r, transit improvements to areas in North Texas. Near Wylie, additional toll road capacity has I x `k rt been identified starting at US-75 in Plano and i,_ Mn traveling southeast,terminating in Rockwall. )r..._. �,. . Additionally, a DART extension has been ��ow* x identified for the proposed Cotton Belt Line, 1 fo ° extending east of US-75 to the City of Wylie and ' I ' '.....°°` terminating at TX-78. The growth that could ro. — 4. ,- 1 rn occur with improvements to the transportation network in Collin County and the surrounding - ,ri region, specifically those dealing with transit services, are factors the City should continue to monitor to prepare for future growth and transportation needs. 6 7/28/2022 DRAFT Chapter 1: Plan Introduction 272 08/23/2022 Item 6. Envision Wylie As part of Mobility 2045, NCTCOG estimated the growth of each county in the Metroplex. More recently, NCTCOG has published the Wylie is within Collin County, which is adjacent following population estimate and projection to the largest county in DFW, Dallas County, in terms of population size. According to for Collin County: NCTCOG's projections, Collin and Dallas Counties' populations are anticipated to grow 2022: 1,135,060 by a combined 1.6 million by 2045. Based on 2045: 1,789,009 this information, Wylie should continue to 7-7 prepare for potential growth in the coming t decades to ensure the type of development its , u community desires. in 2 16 i�K tr w t �o ion n a k r .an y " �' om""ro aw et a oa•ce � :ar k a"d o vas" a re a "a ~s � '�a� a as�� *^� Figure 1-1. County Population Comparisons 45 County Popu0lation PopuOation Increase Collin 951,795 1,689,168 737,373 $4111� .:��fit; s�^K Dallas 2,600,408 3,445,204 844,796 , ,, Denton 804,395 1,346,316 541,920 114 Ellis 163,695 300,954 137,259 r, Hood 55,034 85,738 30,704 Hunt 87,279 134,291 47,012 w Johnson 158,683 262,865 104,182 Kaufman 114,741 224,203 109,462 1 . Parker 123,181 206,813 83,632 ,* 1111 s Rockwall 93,430 181,560 88,103 " '° Tarrant 2,020,278 3,263,622 1,243,344 Wise 62,588 105,797 43,209 , Totals 7,235,508 11,246,508 4,011,023 Source: NCTCOG Mobility 2045 Chapter 1: Plan Introduction 7/28/2022 DRAFT 7 273 08/23/.2.....0,22 Item 6. Envision Wylie Corrifnunrty E ngagernent Figure 1-2. Community Engagement Process Process ,...,... This Envision Wylie comprehensive plan is the ,,.:silllillkill!:44 CPAC 41 community's plan. The community's input _,......,„ higto Comprehensive Plan Advisory Committee ,.... shaped the plan's recommendations and Mill (CPAC)kick-off and visioning INV priorities. An overview of the primary community engagement meetings is shown in :..: ,.. . , ...„,,,,,,.., ....11 ,,,vaatiw Figure 1-2;the full community input results are llilll'lll'lllli Community dobrato„ included in an Appendix available at the lillilllslllfilill Open House #1 Planning Department. iillato Collect open-ended input from the community git;.0:1:a Joint Workshop with the City Council,Planning& Zoning Commission,and CPAC ,:.,,;;;;;;; CPAC#2 Review and discuss draft plan goals Discuss potential recommendations dPfigeld, fitodAdi, .5,4,10 related to housing,special planning 11111 areas,and laid use categories CPAC#4 Continue discussion on n potential "mod draft recommendations CPAC#3 #31#### Now Discuss potential recommendations related to the future land use map,land use recommendations,and transpor- ..,. aidlikkeipti tation recommendations ONififiNd ..—i Community lit i!itle Open House #2 ugtoo Request feedback on draft plan glib recommendations from the community ., Joint Workshop with the City Council,Planning&Zoning Commission,and CPAC , -4,#: 60:41. Present the draft plan to the Planning& CPAC#5. ,,,!,,iiii iiiiiliiiiielailA Zoning Commission and City Council for illbiliiiiiiiiiiiiiiibilb' bilMila Review the draft plan and revise as needed ;ANN initial feedback 1.4,01 based on community input;consider recom- ttelieseds See mending the plan for approval 1100" City Council Public Hearing ... , ,:4#41 Present the revised draft plan to the City Council at a public CPAC#6 ! ! '::'' #4111 hearing for additional feedback from the Council and the fis!'",4000 Refine the draft plan based on %:!0,::,i'':!:::i:0::::;!,::Ii'::::'.:':::::;'''''::::' ifilan community. ApRoto direction from the Joint Workshop NOW, Planning&Zoning City Council ''##21i Public Commission Public Hearing ;.;,:;: ##,:#40Hearing lidtlipkbps) Conduct a public hearing and consider "' <dfidoifififi. Conduct a public hearing and '''00$0; 430,140$ AWN* recommending the plan sOmm consider adopting the plan lollop 8 7/28/2022 DRAFT Chapter 1: Plan Introduction 274 08/23/2022 Item 6. Envision Wylie Chapter 2: Community Snapshot In r dUcti n The purpose of this Community Snapshot chapter is to understand Wylie's physical, social, and economic context. Understanding the City's background and context helps to identify the community's values, needs, and desires, all of which affect future growth and development. Furthermore, information included within this chapter will lay a foundation for all subsequent planning decisions. This chapter includes a discussion and/or analysis of the following: • Regional Relationship • Historical Context • Demographic Profile • Physical Constraints "s` L\ \ t \\ Y ',, ,. ,,,71 t Z s$ 4 1 £„ r s tt r t \ \ 3 '��` , } } i } £" • . g6}, ;t }* ;iyt , tteatiftg PVr :� ,t . . " Y . � r ' t t1400, F zt ,1 } • 4 ( S 3 t Js£ s .�� \ �41\}),4141114,16,. \ ,�; } ts }3 Iu , r t rf\ : �' ' ' '. N�.\ �� ;,t:2v1 �� 2( „ 1\ rt ta ,tis\ *w 2yS �,'.a.7>��' \�v� ` \�`�� ts� , t4 Y f Yt 2 : r s m\ a : .,, `. Y \� ? � �t l tY7 c Y�rtt \r^ g a s ;y s r .. , �� kt; -,,73. .e zY(4:2};� . 7.�. t. ? j f . y >:a,„-,\ `e ` . � , ,.. r ,t,ir7}`,f,,4,Y ,s-, �t� , rcnSra t tt 1w. � t ''"i0;. ghJ>> gFf. IWVN� p m } ? i;\ W„„ t { `' { Y4 4 e Iti s s '''--, Y0 t 0z a 1} 1 }4r s 3 Y si g0 .0 r '7 4 t � pk4 t t z "� t t t t r t L�7kt tw Y; t etb, � *\''$*\ ti wg1',0r ` 04; r u '� }r" ,,,i4Vtrv4p 2*4 frt t1 r }t 4 ign .t ; im i't it i von �-*h Y 4 y� 'i ".w, � ,apt'� Hiss, :��., 4 Alip m ry Chapter 2: Community Snapshot 7/28/2022 DRAFT 9 275 08/23/2022 Item 6. Envision Wylie Regional Reiationsilip Wylie is located primarily in southern Collin „. r�4 c0 0 County, but does extend into portions of Dallas � �" .A ' County and Rockwall County. The City is t� �0 0. ` centrally located between Lavon Lake and Lake Ray Hubbard in the northeastern portion of the ' i V.I. fiU ` ` Dallas-Fort Worth Metroplex, with a significant amount of the City Limits having lakefront `� .r." 4 access to Lavon Lake. The City is approximately 0 4 „ 37 square miles in area, with much of the City's „ „ �� , commercial activity located along the TX-78 a* � ` 3,,�„ �� corridor. Notable cities in close proximity to ��„ Wylie include: • Plano y „k � „ram • Allen • Rockwall _s. • Richardson • Garland k0 • Parker t, ,004:,,,..„,N,k,‘40,0 • Murphy � e ,e W-11r • Sachse ' ' s It' t a� • McKinney O „ ' s„ • Dallas „In recent decades, Wylie has become a t0' } > �')i „ti „5"fib A „� '�,+. bedroom community for major employment , A generators in the DFW Metroplex. As the „ „ „ . northeastern part of the Metroplex continues to0,0; j grow, Wylie is well-positioned to capitalize on pliiliiililthe economic opportunities, such as the 14 AI t , „ Intermodal center, while continuing to maintain a high quality of life for current and future residents. 10 7/28/2022 DRAFT Chapter 2: Community Snapshot 276 na12u12ouo Item u Envision VVv|ie Figure 2-1. Regional Context Map 71, Ann P4 75 Low Fri co 001 Hum County Lucas Aw Aft 635 Rockwall it Lake T4 pir hisholM La 12 Dallas IF,, esquite F ' ty Post Oak 11! city It Chapter 2: Community Snapshot 7/28/2022 DRAFT 11 08/23/2022 Item 6. Envision Wylie istorica I Context The City of Wylie's story begins in 1885 as a town called Nickelville. Nickelville was a small North Texas frontier settlement and residents heard word that the Santa Fe rail line was headed in their direction, bringing the potential "' r" for added prosperity to the town and region. � '' -- I, p P Y g �y° � a' Y� When the Santa Fe line arrived, the agent and *' i' 4 engineer in charge of determining the track „A route was Colonel W.D. Wylie who, after '4' numerous surveys, decided to lay the track just north of Nickelville. , 4:4 , '' 4 ,' # ' ,41,,'°',It ,, During this time, Colonel Wylie promised the ,,' residents of Nickelville he would do great things k, , � *t '* 4 f4j' for the community if it bore his name. The �r convinced residents submitted Wylie's name toit ..., town leadership and, when the application for � �� ' the new post office was received in 1886, the �� t'"" Y , a " r name became official. The town was relatively small throughout the . "' %. ` ,« , ' � � , d � � Sfi KWS remainder of the 19th century, but by the mid " , oltr 1 s „:.40.444""' k' 1910s, agriculture became a staple in the ;-` community as shipping by rail was becoming �` � 'rZhit � . N�.; „ :;',,,; , fi ii more and more profitable. Hogs were shipped �. 4 ' A, weekly cotton was the leading crop and onions ion 4 4 w� soon became a prized commodity. Until the '` �. Wylie ..� w p early1960s, Capital of the World," and an onion shed could x �; ,� � � � �," was known as the "Onion x � M ^ x be found by the Santa Fe tracks. ,. 4� 4141) F In the 21st century, the City of Wylie has seen4. "'. " 4 tremendous growth, seeing an increase of roughly 45,000 residents in the last 20 years. No longer is Wylie the sleepyagriculture m g Y g h ; ,, n� t : ,. A community of North Texas, but rather a thriving ' , suburban city with a high quality of life, close to #i* �,'.r * 4 ' MIf iH *'0"A 4,4 ,' the tremendous leisure activities and ` � �, ",e '�44,441444P4 ' employment the DFW Metroplex has to offer. e x w Source: City of Wylie 12 7/28/2022 DRAFT Chapter 2: Community Snapshot 278 08/23/2022 Item 6. Envision Wylie Demographic r f Between decennial censuses, the U.S. Census Bureau conducts an American Community The purpose of evaluating a community's Survey (ACS), which is an estimate based on a demographics is to understand its social small sample of randomly selected participants context, both historically and at the present over a period of several years. While the ACS time. Understanding the background and data is not as statistically reliable as the context of a community can help identify its decennial census, it provides a more recent values, needs, and desires that will affect its estimate of the existing conditions. These data future growth and development. Demographics sets are taken into account by Esri and are impact every element of a comprehensive plan, refined further for more accurate up-to-date from land use to tax revenue to the demand for estimates. infrastructure and services. Understanding the 'who', 'when', and 'where' of demographic Population Trends trends can help the City accommodate current and future needs with a higher degree of In 2022, it was estimated that Wylie had a efficiency and accuracy. population of 60,460 people. Spanning over a century,the City's population has increased Methodology exponentially. In 1890,the population of the City was 239 residents. By 1990,the City had This Plan utilizes historical and forecasted data increased in population by nearly 8,500 from Esri and the U.S. Census Bureau. Esri uses persons. In recent years,the City has seen even U.S. Census Bureau data as the basis for more growth, with a population increase of estimates. In regard to the U.S. Census Bureau, 26,295 people from 2000 to 2010 and an every 10 years a systematic count is conducted increase of 19,033 people from 2010 to 2022. of the number of people living in the country. Figure 2-2. City of Wylie Historical Population 65,000 60,000 55,000 50,000 • 45,000 . 40,000 :° c 35,000 6 30,000 25,000 20,000 • 15,000 10,000 5,000 — — — — - - IIII 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2022 Source: U.S. Census Bureau; North Central Texas Council of Governments (2020 and 2022) Chapter 2: Community Snapshot 7/28/2022 DRAFT 13 279 08/23/2022 Item 6. Envision Wylie Household Size Household size is important when evaluating Figure 2-3. City of Wylie Household Size future housingtypes and other land use �; " � '° �� vV, , y.-,y.. y decisions. For example, larger households tend � � 2�i. �, to live in larger housingtypes to accommodate g Yp ;! . ,.M �, the number of people living under one roof. ., The City of Wylie's household distribution is :. k` � \444 � , typical of a suburban community in the DFW E ;., � z Metroplex. As of 2020,the majority of all W - ` - ,w- ' households contain three people or more, kA P'Z. indicating a strong familial presence within the ,1 I 1 m\;\� a `� community. The average household size within tt,. -�5. 2-pesx�n W lie is 3.14 eo le. * �,y Y p p 1 . ..: Household Source: Esri 2020 , m',� em � r� M:ii,;' ' . m ' Ms _ u � , k tili 7 Ile ‘7‘ 4'4 'd W t , '; " , , t ? ' , a , u of10 i ^ 9r,1,41:4,,,,‘,,,,,,,,,,,40,,,..0.:7.,,:kkvio,,,,4:,,,,,;,,,,,)4,,,,,k,„,;:kt,,tk..;,,,,,,,,,..:,,,,rku,,,,,,,„...4,,,,,), :4,,,,,,k.,,rotkki,,,,,,,,,,,,,,,,z;:ik,,4::,470:41.74,7,;:,,;;4;,,,kleitH4:,$1,,,71144',,,k;',",41.;,,,,;,„,‘':'::4;4,1:,,,,-::::',„I':',:,,,44',,!4,it11,..u,',::A•01,11'17 k'',..k' 4‘‘u;„,,L,,k,‘::‘,,,.,:itku:,,?'';'1';14i!'::t;c';', t'.,k4 ''''''''ik''''';uuuu ,`;4' :4 ',„ ' ,.:,t'''' ''fr '‘.0te'ci.lt.+' 1,,pi,-0*.to.A 1 ‘, ',:,,,,,,,,' ,,, ,4",,,,,,, , ",,',-, ,,,4t,,,'4""1,,,,,r,""1"w, ,", ''‘',-"44,,"4,-' 01 ,, 4" 1" ,, , ",,, "",,,,,',- i ''; w: a ''a, ,,ro} , , , �' ,� ', t 44 Pr � ., a u � a_ � aad ' a, 4 ; , M3 0 rc� m y. � ,„:„ -,e rv, , , , ..„,,,,,,,„, ,,,,,, t.,,,, . , , 14 7/28/2022 DRAFT Chapter 2: Community Snapshot 280 08/23/2022 Item 6. Envision Wylie Age and Sex Distribution Age and sex trends within a population can years of age) and a smaller population of older indicate and project need for services such as residents (50-85+ years of age). It is no surprise hospitals, parks, schools, and community there are fewer people in the age range of 20- centers. Age and sex distribution can also help 24 relative to adjacent age groups—one of the identify what kinds of land uses might be only deviations from the pyramid shape. This is desirable within a community. For example, a typical of many cities that do not have an community with a younger population might established higher education or large local prefer starter and move-up housing. employment presence in which younger adults move away for college and/or other job Age distribution in the City follows a relatively opportunities. normal pyramid shape. This is evident with a large population of younger residents (0-14 Figure 2-4. City of Wylie Age Pyramid 85+ 80-84 75-79 t 70-74 -, 65-69 ■�, 60-64 55-59 50-54 1111111111111111111111111 45-49 40-44 34-39 30-34 111111111111111111111.11 25-29 20-24111111111111111111111111111 15-19 10-14 111111111111111111111.11111111111 5-9 111111111111111111111111111.1111 0-4 10% 8% 6% 4% 2% 0% 2% 4% 6% 8% 10% i Wylie Female ■Wylie Male Source: Esri 2020 Chapter 2: Community Snapshot 7/28/2022 DRAFT 15 281 08/23/2022 Item 6. Envision Wylie Race and Ethnicity Figure 2-5. City of Wylie Racial Distribution Race and ethnicityare factors that helpexplain r $$$$$$$$$$$$$$$$$$$$$$$$$$$$$ a community's identity. While the two terms are often used interchangeably, race is associated .µmm ..,: with biological factors, such as facial features or White 64.2% hair color. According to the U.S. Census Bureau classifications, racial classifications in the United Black or African American 14.4% States include, but are not limited to, White, American Indian and Alaska 0.6% Black,Asian, Pacific Islander, and Native Native American. Ethnicity is associated with cultural factors, such as language and traditions. The Asian 9.5% most common ethnicity in the U.S. is Hispanic/Latino. Native Hawaiian and Other 0.2% Pacific Islander Race Some other race 7.2% The largest racial group in Wylie is those who Two or more races 3.9% consider themselves "White", making up 64.2% of the population. The second largest racial Source: Esri 2020 group is those who consider themselves "Black or African American", making up 14.4% of the population. The third largest racial group is those who consider themselves "Asian", comprising 9.5% of the population. In addition, Figure 2-6. City of Wylie Ethnic Distribution approximately 7.2% of residents consider themselves "Some other race". 18.7% Ethnicity In regard to the ethnic makeup of Wylie, 81.3% of people identify as "Not Hispanic or Latino", while 18.7% responded as "Hispanic or Latino". In Collin County, 15.7% of people identify as "Hispanic or Latino". This varies from the State of Texas in which roughly 40% of individuals identify as Hispanic. iiiiikefixikvapoitoiiisfrii- 81.3% Not Hispanic or Latino a Hispanic or Latino Source: Esri 2020 16 7/28/2022 DRAFT Chapter 2: Community Snapshot 282 08/23/2022 Item 6. Envision Wylie Educational Attainment The educational attainment of a community can be an indicator of the types of jobs in the region, and can provide general information about the skills and abilities of the local w, °•? workforce. Knowledge of workforce e , 1 composition can also helpa citytarget and "`"t f' ' Ji p g fps, r ,' 1�' ' ..� recruit certain types of businesses. Highly p � � � , a 1., ��` N <'.' . educated communities typically attract high- -,,lk*OWymie Ca m pus gimc,i paying jobs and upscale businesses. 1 ,„art,-,,,,,,° ,, Wylie has similar metrics compared to the State of Texas, with the largest difference evident in the number of residents that hold a bachelor's ., degree. The ratio of residents in Wylie who hold a bachelor's degree is approximately seven percentage points greater than the State of Texas. The majority of residents in Wylie have completed at least some college coursework, indicating Wylie is a highly educated community relative to the state. Figure 2-7. City of Wylie Educational Attainment 30% 25% 20% 15% 10% 5% ° 0% I. Less than 9th 9th to 12th High school Some college, Associate's Bachelor's Graduate or grade grade, no graduate no degree degree degree professional diploma degree Wylie ■Texas Source: Esri 2020 Chapter 2: Community Snapshot 7/28/2022 DRAFT 17 283 08/23/2022 Item 6. Envision Wylie Employment Characteristics Resident Occupations -8,700 people work in Wylie but live elsewhere Every job that is available in the U.S. falls into —24,700 people live in Wylie but work elsewhere one of ten categories, as defined by both the U.S. Census Bureau and the Bureau of Labor ~1,400 people live and work in Wylie Statistics. These categories are: Source: U.S. Census OnTheMap 2019 • Professional; • Management/Business/Financial; Workers who live in the City are employed in a • Administrative Support; variety of occupations. Approximately 28.8%of • Services; residents work in Professional occupations. • Sales; In addition, residents who work in • Construction/Extraction; Management/Business/Financial occupations • Transportation/Material Moving; make up 16.5%while 14.8% of residents work in • Production; Administrative Support occupations. These • Installation/Maintenance/Repair; and three occupations make up roughly 60% of all • Farming/Forestry/Fishing. jobs worked by Wylie's residents. The majority of the remaining 40%of jobs worked by Worker occupation aids in measuring the kinds residents of the City are in the Services and of work that employ a community's citizens. Sales occupations. Note that this is an assessment of the employment of Wylie's residents, rather than an assessment of employment located within the City. Figure 2-8. City of Wylie Resident Occupations Professional 28.8% Management/Business/Financial a"% ',;�"r'°>`' ,''0'S`',°; ` '; <<`i;,+\,+`i C,.,,'''''13; '',i+d'' 16.5% Administrative Support 14.8% Services 11.5% Sales 11.1% Construction/Extraction 4.7% Transportation/Material Moving IwIlmmimmInII 4.6% Production 4.1% Installation/Maintenance/Repair RI1"11111111101010 3.9% Farming/Forestry/Fishing 0.0% 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 Jobs Source: Esri 2020 18 7/28/2022 DRAFT Chapter 2: Community Snapshot 284 08/23/2022 Item 6. Envision Wylie Employers in Wylie Median Household Income Compared to the previous section,the Median household income is the household following is a detailed overview of the industries income earned in which half of the homes in the for jobs physically located within Wylie rather community earn more and half earn less. than the occupations of its residents. Compared to average household income, Understanding the types and distribution of median household income tends to be a more jobs within the City allows one to understand accurate portrayal of a typical household's predominant industries. According to the U.S. income as outliers do not affect the resulting Census Bureau, 10,157 jobs are located within income. Understanding the median household Wylie (2019). As shown in Figure 2-9, the largest income of a community is important as it can percentages of jobs in the City of Wylie are in identify services that individuals and their the Retail Trade and Manufacturing industries, families can afford. In addition, median income making up 35% of all jobs located within Wylie. can help identify goals that a city might desire to achieve. In Wylie, the median household income is $94,662—significantly higher than the state's median household income of$60,820. Figure 2-9. Industry of Jobs Located in the City of Wylie Retail Trade 18% Manufacturing , 17% Health Care and Social Assistance 11% Construction 11% Accommodation and Food Services ` ' ""``1 "?\"'°°`\\ \\ 10% Utilities 9% Public Administration '''' 5% Administration &Support,Waste Management and.. 4% Professional, Scientific, and Technical Services 3% Other Services(excluding Public Administration) 3% Wholesale Trade 2% Finance and Insurance 2% Real Estate and Rental and Leasing G 2% Information °mom 1% Educational Services 1% Transportation and Warehousing 1% Agriculture, Forestry, Fishing and Hunting 1% Management of Companies and Enterprises 0% Arts, Entertainment, and Recreation 0% Mining, Quarrying,and Oil and Gas Extraction 0% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% Source: U.S. Census Bureau 2019 Chapter 2: Community Snapshot 7/28/2022 DRAFT 19 285 08/23/2022 Item 6. Envision Wylie h ysica CoConstraints A number of factors, both natural and constructed, impact how Wylie can grow and develop. For example, the City limits, water bodies,floodplains, natural resources, and major thoroughfares impact/influence future development. By understanding these factors and impediments, the City can better understand its potential to grow as well as where that growth might occur. The map on the following page identifies physical constraints in Wylie and the surrounding area. ;,,. w'#,,:ii,a... „i R, ... ,. ;„o ff,' ° ,,,4,r;' 1 ";,',;..'��,,,.!add'°4, ",;1 ,,41, r.duXv��,q";p„mry N."fii,",' ° A•ti.„• ,: p, ,, `44,„ '' '` `4 o' .,,a�,; "�': .+Ill': ',y t % .' 4 , ',k M.Mtn �, �,,.M" ux.,X �.„,if 'µ'v. � ''w ii� ^,x"�' t, { ` w� �� ` IP MM'"M^... ,e x d , l2A iwti�,"�,05 '� ., • i ,,,, „,,,,,,,,, , ' ,, o l` 'd•, lv,' ti{,�St>>,r.;7„'444,t 4 a� ;� ;,ii�;' `'L 4., `.mas;� •::; t",t>.t ' ,;;`'• �,�, �, 5�� .W }fa ;'fir‘'l'y,t;` 5'iifrCy ;°t4tt $,,, Ass„f ,. 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"S",>+'�.,; ''�14�. ;.;s,;�,'., G g,.. 5:.,,wx,; ,,py;»xh„ ,,;,y»e.., .::,i;i y„' _ tilt, �, t, it t't t; y L' } :„ `ga'+';° L,» St k< S,x, r't� y}r,. ?: `�, tw ,\ " :, •tilt;��.. � � .v ,�.>` ,,,\ }+ ,.. . .c..:v„a� ' :"Si<,':''l.u7.i'"'�":.'. ,,,.S,ri.,,,., .,, :dtc,:,..».5,:� ;, », ,,, , y; : n,t.,..,+.,:? Physical Features 2 , CRG` ;";;::;x» t"':cs" " ' Wastewater Lift Stations City 00 ^ "� %eil...,,,,,'_ONCOR'El. a:''',;t::`iz"':tir;,,:':"sr.;t,,,,,, it, '`.r�,6.:. A ,�,r, »g l ETJ a ° .: 0V `t'' ' w�Wastewater Force Lines ``. ' S ,� " y ,,,, , „<'S County Lines S ,. ,,tr. »,,,.5.`t,,,,,44 Wastewater Gravity Lines +—r Rail Lines ilt:, �`,L m >�,:. ;1; , ��,1,,, `5,,.l;z,%; Water Pipelines .i;,, rr; ;<< .k;':;., #,iii Streams ii ,a,Yi�,,"N;•' m'. :} ,.;.'~> ` '.'i=( t'"L'�,?`. Electric Transmission Lines '+,»"?.; .!,_tilt••,, ,h., Y,,.-;7„,"tax. 7.>" 3» "' t l;, .+ Y Sa',`;.+t`.^, r;t'rv,?' c .';', , '' to , '> Waterbodies ;S° 6l$7lx:;: `=„X';) lir }'L ', lWin,', lt Gas Pipelines <'t{ »';'gyp°.:`•° '['. „ut.,1 :.;,",ii;`�.,:.',y ,,:,g,yi', ��,.: ` :`" 4';::_,.' L S'at�'?�t;z�;°,..,;-,,: �,:r#`5 100 Year Flood lain(FEMA) Fate .y,1 s, ":"i•;y .x5x kk'`.�sx'»4.`,xd..x<.\,,3',+','�.;';i":«}4`,;;:: 1'� '"5+�,.� ;'-4s^;,uX,.i�y :. w^"fit:'A2' �i"'u'.w1 reS:S"•watt'in6\h�,3a'zXaG�wS.3'n,S,kn`�,12C:aC',h`sa1c5�'W'-z�+a �� Chapter 2: Community Snapshot 7/28/2022 DRAFT 21 287 08/23/2022 Item 6. Envision Wylie Natural Constraints m m n• Topography Wylie has a high point elevation of roughly 570 Y g g Y � w �"^'"°""" °" w ,° �� w "owa "�c feet and a low point elevation of roughly 440 '' � M : feet, indicating an elevation difference of about °°°°'' Via;;:<,-.��.. ° a. r,k 130 feet within the City. Higher elevations are " ° generally in the western portion of the City's limits while lower elevations are generally in the eastern portion of the City's limits. Changes in x elevation will be important when considering M'.k,.,, ,, developable land and stormwater planning. Water Bodies, Streams, and Floodplains ` ... Wylie is unique in that it is a lakeside community *`' .tiw with lakefront access to Lavon Lake, and is in 74 close proximity to Lake Ray Hubbard. Given Wylie's proximity to two major lakes in the DFW _. Metroplex, there are multiple tributaries and rivers in or in close proximity to the City. _ , The East Fork of the Trinity River flows south `" .. "a from Lake Lavon to Lake Ray Hubbard, flowing .. through portions of Wylie's eastern City limits. A ".: • Multiple tributaries of Lake Ray Hubbard like Muddy Creek and Cottonwood Creek flow ii through the southern portion of Wylie's City ..r. limits. " As with all major rivers and tributaries, large , amounts of floodplain are associated with the � »n y ,hx 1 - streams flowing through Wylie.This is important .'. I `; , to consider as stringent development ` regulations have been put in place by the Federal Emergency Management Agency's (FEMA) National Flood Insurance Program (NFIP). In most cases, developers tend to avoid these areas in order to avoid incurring costs associated with bringing a building up to the standards required by the NFIP. 22 7/28/2022 DRAFT Chapter 2: Community Snapshot 288 08/23/2022 Item 6. Envision Wylie Constructed Constraints positive image. In addition, it is important that City staff and City leadership consider future City Boundaries improvements that are expected to occur on these roadways. Although TX-78 is managed Currently, the City limits comprise about 37 and maintained by the Texas Department of square miles. Approximately five percent of the Transportation (TxDOT), it is important that the City remains undeveloped, with about 10 to 15 City monitor improvements as it will have a percent of the City available for redevelopment, significant impact on development within the indicating the City can accommodate growth City. within its current boundaries. In addition,there are portions of the City's extraterritorial jurisdiction (ETJ)that can accommodate growth } - particularly in the southern and northeastern portions of the ETJ. Major Thoroughfares ,. Major thoroughfares are roadways identified as . �t.�� regional and local routes, providing mobility I' over longdistances. These roadways differ " Y � � . compared to roads located in places like " „ I subdivisions as they are meant to provide Y r -r ,`t3S mobilityfor higher volumes of traffic at relatively ^" }}�� }�}} high speeds. In Wylie, TX 78 is the major t•'}t /�N� `� �s �� a�-fir '��0 regional thoroughfare, with a southwest to trtit ,N}r t ti A v- , «�� gatAgi fT s,, n}} t �� northeast alignment. Other roadways that may tz/'t/r �,4�'�c� st�� Z ^ tax}'�� Tti=},t t,�^x� ` . not constitute regional thoroughfares but are s'^ , }}tttt 1 4t;/tt , tiit '>� }t* 4 �t, �� s}ak /tle{�`Z�alh iS��tS�)�� s �yy,*F�l s3�`�'' 1 t t t Y W 3��5��4 ""c t z}�„ S�`�`ti�fiq`��'`:�;b worth notinginclude Ballard Avenue, Country4t �� }'t `� ` pit ' s li F t}rsti,a113S�j}»;}zJ�*''Y` ,s.iau � '�`t.x?,k4 ifi} }4s{'i*fSti�.l,i,u,,,,sit,},,„.1',,„,.„..-„,. Club Road, and FM-544. These roadways provide adequate north-south and east-west mobility, with Ballard Avenue acting as the t . ` e« . primaryboulevard into Downtown Wylie. N.NiTs,k,a � �' . r ' These roadways provide major benefits to the fi "t t,txtol t�`lt : - ; ;yam '' , -"; community, including access and connectivity ., within and through Wylie, economic development potential due to undeveloped frontage, and a wide range of opportunities to continue to create a positiveimageWylie of W lie for -. thousands of people traveling in the City each � day. These roadways are critical beyond serving - ,. ; s connectors; they also provide land prime for '— a 1�0 ;,. development opportunities and establishing a fi ��. „r Chapter 2: Community Snapshot 7/28/2022 DRAFT 23 289 08/23/2022 Item 6. Envision Wylie Chapter 3: Housing & Neighborhoods . ., `,r , , � , '� ri,L.. 6 + f`` aka ',." :11 In r daCtio l .1:p q" t 1 Communities are defined by their " �abA neighborhoods. Retail, commercial, and other employment centers provide jobs and the foundation for our economy. Residential areas .' F • ¢ are where we live, raise families, and invest in private property. Each of Wylie's b q neighborhoods face different challenges and opportunities. Neighborhood revitalization is a ' pp 9 � � ' . complex issue because it must be respectful of �t. �� ' the physical structure itself and the people who b ` m live in it, including their physical and financial ( rya se abilities to maintain the property's integrity. „, , s This section of the Envision Wylie t ' Comprehensive Plan provides an analysis of existing neighborhoods, followed by goals and t q z�r , ^} strategies for future housingneeds to ensure ��` a��,^ i' 4' ' that Wylie continues to be a desirable and ��,� " , �� ,_ � „ welcoming community for years to come. �`� .`4,b4344 �r, x �. : ,z ; Community Input Themes Related to Housing & Neighborhoods We need ,. , ,::,, . I i i i options for singles and small families through the Planned Development(PD)process We need more: . who We need^ i�� ,> would like to downsize to smaller houses ,for families �:€should be higher end development 24 7/28/2022 DRAFT Chapter 3: Housing & Neighborhoods 290 08/23/2022 Item 6. Envision Wylie Existing `o ing Neighborhood Claracteristics Understanding the existing housing conditions within a community is helpful in determining appropriate goals and recommendations to Census Terminology ensure there is housing that can serve current 1-unit,detached =Traditional single-family home and future residential needs. 1-unit, attached = Duplexes or townhomes that Housing Choices share a ground-to-roof wall "Housing choices" refers to the variety of 2 or more units= Units that are not separated by housing types that exist in Wylie today. As a ground-to-roof wall (e.g.,stacked units,triplex, shown in Figure 3-1,the majority(83%) of quadplex,traditional apartments) dwelling units in Wylie are traditional detached single-family homes, compared to 65% statewide and 69% in Collin County. The next most common housing types include mobile/manufactured homes and multifamily buildings with 20 or more units. Figure 3-1. City of Wylie Housing Types 2% 1% 1% r 2%fi � tg 83°fo ,,w, 4% no„, IIIII 7% 0% • 1-unit, detached 1-unit, attached e 2 units 3or4units • 5to9units El 10to19units ■ 20 or more units • Mobile home in Boat, RV, van, etc. Source: ACS 2015-2019 Chapter 3: Housing & Neighborhoods 7/28/2022 DRAFT 25 291 08/23/2022 Item 6. Envision Wylie Housing Age & Neighborhood A � .. "' Conditions , i, The age of housing within a community can be � : helpful in understanding when most structures �� ts �� were built—providing insights into generally ',. t ti' , when housing and infrastructure will begin to reach the end of its useful life if no significant , reinvestments are made. In many instances, as is '',. ". ,.,,- - - '' ral ,,,, the case with Wylie, a large portion of a city's p ' :1 ., . .housing is built in a concentrated time period. q ". For the City of Wylie, roughly 50% of all housing was built between 2000 to 2009. Given this, it will be important for the City to take proactive measures to ensure those neighborhoods continue to be high quality in the following Repair Needed" include the historic decades. neighborhoods in and around Downtown and South Ballard Avenue, the manufactured home Figure 3-4 on the following page displays park McMillen d McCreary Road, and conditions on a neighborhood scale,ditions the neighbatorhoodDrives in anand around Kirby and considering the general exterior con ast d Ballard. It is important to note that these typical home and property within the area. Moofesignations are high-level as of the housing in Wylie is considered "Sound", may not apply to every dwelling insessments the and which aligns with newer construction. The neighborhood. neighborhoods designated as "Potential Minor Figure 3-3. City of Wylie Year of Home Construction 1939 or earlier 1940 to 1949 1 1950 to 1959 II 1960 to 1969 111 1970 to 1979 IIIIII 1980 to 1989 IIIIIIIIIIIIIII 1990 to 1999 IIIIIIIIIIIIIIIIII 2000 to 2009 2010 or Iater 1-11,.... 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Source: Esri 2020 26 7/28/2022 DRAFT Chapter 3: Housing & Neighborhoods 292 08/23/2022 Item 6. Envision Wylie Figure 3-4. Neighborhood Conditions Assessment Map Leven t £ Lake tltsn t �1t5�O1 - Y ,.•••-: •---•,• Al }: gt l'!s it<l py}ss{�i,.. $t � G ,A4l _ { t4�1�r �Z t7�}iI'`` 'il`fig 4,�` ti��t�s� ' ...-'iS —ry _"'�— "'� f "ce.'00 ytj fjt it'04 tt Z'�`,q0-, q',t a� l{y t t t < 4� �A * ... } s ,r� r col 44 2 `" , -cte H t St 1,v it t " {� ,..^§ ;1 Pitt! t ••fi cy- 7�ttiktf ti 4 5-�4,,.t.� sv 1y49 "y, r k t44 t to '.i - `""�` -----,_ ot,*i 4)titP: y�,z t(�*Pt* <„• q',,a. etit`t'i �"1i"cz 7 e.. 't t 1 4,-,.. -.a A,,t4 ,4*,_. 2 ti F It ogt t 4t.. ',,i <-4.`�.t i z - P Y'' ,;. �3 �` t•te1 �� 4 tiiit `. 4tA� A. o ' ,µ 44.ir lit �.;/�"1, tom`* t a „ {s�s W t, t ,t*tc}l-, :'A*: t g; M Y I L I G 4-r =3- d.t'-t-"-}-� ,` u'— :°t' 4 — _— , _ 1f$ -• "'g v t „...,. r :' '. "� ( Ne�• ghborhoAd Conditions (N) I e \, ' th��{Sound t FREE9E �, wfi ` ,, �`.�..., ,,..,,'!„,,,,,,,,,,,,,,,,,,,,a, � VVyl�e E Enos Repair Needed Mltles { 71 riitN CHQLS Limits Chapter 3: Housing & Neighborhoods 7/28/2022 DRAFT 27 293 08/23/2022 Item 6. Envision Wylie Home Ownership Understanding the ratio of owner-occupied and Figure 3-5. City of Wylie Renter vs. Owner renter-occupied housing units within a Occupied Housing community can be extremely valuable. This ratio d IMMOM can help determine the resiliency of existingVoltWakKo a' housing stock as homeownership is considered to be a long-term purchase by most. Of Wylie's existing housing stock, 78.2% is owner-occupied. The remaining 18.7% is comprised of housing units that are renter- occupied. This differs from the State of Texas in which it is estimated that 62.3% of homes are owner-occupied and 37.7% are renter- 78.2% occupied. Renter-occupied Housing Units ■Owner-occupied Housing Units Source: Esri 2020 28 7/28/2022 DRAFT Chapter 3: Housing & Neighborhoods 294 08/23/2022 Item 6. Envision Wylie [-Housing Neighborhoods Strategy H1b. Develop and implement tra e € neighborhood enhancement programs Goa and initiatives to help facilitate and improve neighborhood quality. Goal Hi . Preserve Wylie's existing neighborhoods. Neighborhood clean-up days can be beneficial to neighborhood quality. The City should reach Strategy H 1 a. Continue proactive code out to local nonprofits, HOAs, and other enforcement efforts and identify organizations, and develop a calendar to resources available to residents who schedule volunteer clean-up days. These efforts can address litter, minor repairs, and may need assistance addressing violations. landscaping maintenance, which improve the appearance of a neighborhood. Coordinated efforts can generate excitement, encourage Code enforcement plays a critical role in preserving the quality of life in residential areas. participation, and support consistency The City should continue the current proactive throughout the year. Develop and maintain a code enforcement practice to assist in webpage on the City's website that outlines maintaining neighborhoods over time. steps to organizing a volunteer event, including how to schedule a date on the City's calendar. Additionally, innovative policies should be examined and tested where applicable, such as: Rewarding well maintained yards through a "yard of the month" designation can also • Partnering with local volunteer support this initiative. organizations who could assist some residents address minor violations, perhaps due to the financial burden or Neighborhood Clean-Up lack of the physical ability required to .x K address some issues, or _� x �, � • A need-based grant program that canejai >'' „„ , i „ be used to assist in paying for larger � �` r repairs that require professional " 04104:44 services. °°� va�� • ; These and similar approaches could resolve f } violations, keep neighborhoods vibrant, and avoid fines that may increase an existing • 41,„ financial hardship. t yr r�A gad r"'w`,^ '"'` Chapter 3: Housing & Neighborhoods 7/28/2022 DRAFT 29 295 08/23/2022 Item 6. Envision Wylie Strategy H 1 c. Promote aesthetic Unlike some municipalities, the City of Wylie improvements for existing provides the community the benefit of the City neighborhoods to create visual appeal being responsible for maintaining sidewalks and foster a sense of community. along public streets; however, not all residents are aware that repairs can be requested at no Retrofitting features into existing charge. Consider occasional social media neighborhoods can help to maintain and updates (e.g., "did you know.....) regarding the enhance the existing quality. Evaluate City's services that are available to maintain opportunities to install welcoming entryway quality neighborhoods. Also, consider signage, enhanced native landscaping along expanding the existing information on the City's prominent corridors, and distinctive branded website to clarify that residents can request signage within neighborhoods. This effort could repairs from the City. be achieved as a capital improvement project and/or through coordination with individual homeowners' associations(HOAs). At least one retrofit project should be completed per year. Enhanced Neighborhood Entryway Temporary signs (i.e., "bandit signs")that are �� often placed within and along the right of way , . �' can create visual clutter and promote an ;r ' ', , �` undesirable neighborhood image. Streng then s , t „ sign regulations to the extent ossible to :.. g g P s "�� : alleviate this issue. Small,temporary signs �I ,, ', y1�� # should be allowed only as require d by State or M „ a, Federal Law. �� Y �G °'� Strategy Hid. Ensure that the City's ._ property exhibits the desired level of standard for property maintenance. c'cM M+ ,; N� ,YHA nl City-owned property can set the tone for the ,, community's image, particularly along corridor'r ubn rights-of-way. Ensuring that this property is well maintained encourages private property owners x to maintain their property to a similar standard. Develop a "sponsor a highway" (or corridor) program supplementing existing City right-of- way clean-up efforts to maintain a positive image. 30 7/28/2022 DRAFT Chapter 3: Housing & Neighborhoods 296 na12u12ouo Item u Envision VVv|ie Goal A2. . Encourage compatible Strategy H7b. Investigate methods for 'n. | @Ou redevelopment in the { eOOl�iOD of dilapidated structures.S' ' ' �� ,J @�|�� neighborhoods...�O�S' Some homes may be deteriorated beyond repair and require demolition for safety Strategy 112a. Review the Zoning purposes. Additionally,the City proactively Regulations to ensure compatible infill clearing the lot encourages future private development in existing investment in developing the property' since neighborhoods. there would be no costs required to remove an existing dilapidated structure. The City should As neighborhoods mature and begin to investigate whether land banking program redevelop overtime, a change in residential would be beneficial. The City could take over charactercanoccur—oD*nthrougheither ownership nfa property in exchange for increased densities or through substantially clearing unpaid taxes and/or removing an larger single-family homes. Review and update unsafe structure, and selling the land at a the current Zoning Regulations to strengthen reduced rate to encourage investment in requirements for any construction be desired development types. compatible with the neighborhood orfuture residential goals. Incompatible |n0|| Development 41 SOId Chapter 3: Housing & Neighborhoods 7/28/2022 DRAFT 31 08/23/2022 Item 6. Envision Wylie Goal H3. Incorporate amenities and design features in future Street Trees developments to encourage ` %, r , u` ` high-quality neighborhoods. -- ° s °' ' Strategy H3a. Encourage the r, ; � ii, - ;� -' ': programming of open space with ,� :�`, ',` p w a shaded areas and trail connections in ` ` i 1 i• . ,� future development. ti ', 0 �s� �' , i � ``tras� s 1 rsti :a . • 1� iC The current Subdivision Ordinance requires the �4 gut 'r ;# dedication of parkland for public recreational space. Consider expanding the regulations to '”' . - require the improvement of the parkland with t Ie play, shade, and/or picnic equipment(or a fee :',+ i� in lieu of installingthe improvements). .,„ I -- - F `,, Additionally, the Ordinance should require they r dedication/construction of trails in accordance P i, /, �� with the Parks, Recreation, and Open Space a p Master Plan. .. 'h off: i I , .. 4,- -it° jill1�}3 dJjg ' . ..,, 1 I ' eve " StrategyH3b. Identifycorridors with high pedestrian traffic and provide e ;. z street trees in high-priority areas to z increase pedestrian comfort. 4 Street trees-those that line the sidewalks, 4 w :...„ Pk . � _! usually found between the sidewalk and the 9 street provide numerous benefits. The trees M A. E improve the appearance of corridors, help to ;` reduce the urban heat island effect, offer shade i� 4 -..to pedestrians, and create a protective buffer ��. for pedestrians from nearby traffic. Many streets °w , y. in Wylie, however, do not have street trees in A S place today. The City should conduct an " ' : ` x s _ inventory of the streets that are currently tree � � ,E lined, and plan to install trees along the - . remaining streets where appropriate, prioritizing t � � " high pedestrian areas. 32 7/28/2022 DRAFT Chapter 3: Housing & Neighborhoods 298 08/23/2022 Item 6. Envision Wylie Strategy H3c. Incorporate communal Strategy Had. Use the Planned open space elements for an increased Development (PD) process to sense of community. encourage innovative residential developments. While the current Subdivision Ordinance requires the dedication of parkland, the Planned Developments (PDs) are a zoning tool regulations could specify whether the intended to allow innovative or unique requirements are for Neighborhood Parks development that cannot otherwise be intended to serve a specific neighborhood, or accommodated by the City's codes. The PD for Community Parks that serve the entire process enables the City to negotiate with an community, or for both. Options could be to applicant and consider various trade-offs to require the dedication of land for a meet both parties' needs. The City should Neighborhood Park when a subdivision is continue to use this process to achieve developed, and an additional fee in lieu of land desirable development objectives, such as dedication to help fund the development of a housing variety, infill development, enhanced larger Community Park. As an alternative to open space, and low-impact development. Neighborhood Parks, a series of small Pocket Parks (approximately one acre) may be desirable for improved access and unique facilities; however, this can pose a maintenance challenge. Covered pavilions and similar facilities would help meet the communities desire of communal open space. The inclusion of open space should be a key consideration when evaluating Planned Developments (PDs). Park Amenities � t w r W , g's;�ssM its, nl• a It } Aikt". i tttt c, h w I .9 t� ., M,w A�VA4` z szttt§M;7' § r'• n w .n, r ,, A s:,.,M M 1 ,�, 4 SP t<sw !,TM�;_.. L t'~`�`�" . .I',�� w .r." kas w q 4r'v u4 `,`� w: s ' ,,,,t srs is A d r 1 ry .e .,. ". ,, tit r't441e w ti=T4 y wY w9 x wy.'S Is,� W . � P i`r r3'tr s r `. 1 a�� ; ',�k''` c?r i..:ni d,wsp v a t,ui 6 •srit rc s e S fix 'wd w.d n dw a t ts, ,.it t 1? r4 t.'`;;~� 'a, Z.' cj , rnr ,rt .m. s":v_.,µ`s .z, kr a:s ,5.. , t 'a`w:11111' s.w,: .<. ;z,�ti `2wi,i ti` ,?4„t ,.:...t 10"-,i 5 `��,:, .;t.z<.,, �4c,rS;.,:7: •~,f�„ 04."s Chapter 3: Housing & Neighborhoods 7/28/2022 DRAFT 33 299 08/23/2022 Item 6. Envision Wylie Chapter 4: Land Use & Design Introduction 4.\, d M.k'u.7„' mmn'n'M'I : S l,lj}n 11T }f,, '1} 4`r)r.1 ,, ?, } "�^"�m; i tiri;fifie�}�c .r.�. ', tititi t. i, }}biz} too, ^n�a, � 7A3�1�� }�>4+I4}��surA,js 1}}},, � � S iY YV � f�4�y��'a�t}t" fi?ruc��h�f„l�71 c5�s� The purpose of this chapter is to Ian for theao �� a�45 t ,tr tip;2 �� future land use pattern in Wylie. This beginswo g*tait,�'`�0toosi��ts,��„k}t�} osfc r,,} n with an evaluation of the existing land uses in }'' ;tt o} r i, `tt,�tlt o} x, ri Wylie today. Next, future land use categories �� ; q,i�� } �}j}� } ,�, Y y g � I $ �}} ,} �fi }„� it t,t } ~~k t! were developed to address new development �. , }, ,`�,gg and any anticipated redevelopment, driven by A }�, : ,i g" r the community's goals. '' The pattern of land uses in Wylie has evolved '� ` ti 441 t,� ""°�'6 � � a over many years to serve its residents. The yg �"W acreage used for various uses is largely determined by the market demand; however, . '+`y, regulatory approaches can shape whether the market can act on the demands. This section uses existing land uses, physical features, ' �. r market trends, and community input to guide ... '' land use planning and strategies. rfj ail d Witli0 The chapter also outlines strategies to help t 'y.�1114 - . -., -"„ ,,, ` i � f S :.%! 'K . i 4.,' � a }x C 9 `k. 4 t f _ achieve the community's vision for its build 'c wig k' -1 x „ � ,! �, ,x ` t` environment, and additional planning 34;. �Vi! 0''''' ', `,' "r ,. :. ,.- " - ' considerations such as population projections and ultimate build-out projections. Community Input Themes Related to We should ;:,<; �the use of our #� >.i: :r }�:,.and plan for more Land Use Design future recreational opportunities We should preserve We need ' ;,,°}. .,,ir, We need .e;d:# #�., The our ii mill. i , _, for teens si,r,i i r options and and families iddolljdile A business or office park would We should re. r:r',,�:' tr,c, We should use non-monetary help to=n( ;; dse 1 f p ,icn.,and our incentives to _ 34 7/28/2022 DRAFT Chapter 4: Land Use & Design 300 08/23/2022 Item 6. Envision Wylie 0% Existing Land U5 Characteristics 10% This section provides an analysis of the existing 20% 38% land use patterns present in Wylie today. The analysis includes the area within the City limits 30% and within the extraterritorial jurisdiction (ETJ). 40% Figure 4-1 indicates the number of acres within each existing land use category within the City, 50% ETJ, and the total planning (City area limits and ETJ combined). Excluding Right-of-Way and Lake Lavon, the largest land uses today are 60% Single-Family(38 percent), Parks and Open 70% Space (23 percent) and Vacant (19 percent). 80% titsialltattataA 90% 19% 100% Figure 4-1. Existing Land Use Distribution 1 Existing Land Use Cit ETJ Total Planning % of Planning Category i y Area Area* Single-Family 4,078 2,658 6,736 38% Two-Family 18 0.0 18 0.1% ,s,,,tq„i Townhome 16 0.0 16 0.1% Multi-Family 125 0.0 125 1% Manufactured Homes 220 204 424 2% Retail 394 8 401 2% Office 34 0.0 34 0.2% Commercial 301 274 576 3% Industrial 686 7 693 4% .z- Public/Semi-Public 1,167 52 1,219 7% Parks and Open Space 4,031 110 4,141 23% p Utilities 54 16 70 0.4% Right-of-Way 1,928 277 2,204 - Lake Lavon 9,563 434 9,997 - Vacant 1,263 2,089 3,353 19% Total 23,879 6,128 30,007 - *Excludes Right-of-Way and Lake Lavon Chapter 4: Land Use & Design 7/28/2022 DRAFT 35 301 08/23/2022 Item 6. Envision Wylie Figure 4-2. Existing Land Use Map 0 . `, inset >. ...�, ?v ` :,,a, a:an Peril as Lavorz - .., ) .44 41 Cake ., i.uuy c`�t, t ax> :' 'Gme'''":"II `f, ex .. F a =E s \ £ 4� "aR„+°t.`.�';C" 'fk . , „fa warn .,.,. >k,n��\\3.. �'��„,p\/. "�'"" k .. y. n; t RdM+t �,5+ '' ' '' '-'': mY1re,R caFFFIAM:cti " `�' H* 7>rt tt5 ith" p� y_IPafk Ce;nsk Y a ? 20$'J l 1. ` S n '.\ter '_ t ' ,\ T Aw Y + i r 3� Id sit„ . �� i P Vna Existing Land Use P a Single-Fen Industrial 0fir- (;(I}"(z� „;,... ,,.,.� 4+ '� - »- Two-Family ty m Public/Semi-Public WY LI E i > ,>b ,�° -+.,_„ ,4; 1 r �,a;,,,,,'Townhome ®Parks and Open Space } tee t..�, 1'. Multi-Family Utilities rr,a w`M1 _ t Manufactured H 1 &,. omeht-o-Way r hkl.+GP " _ `,- Petal terb y miles ."' „, a is �' Office Vacant od FREESE `�" ,,'' �r MN Commercial t woo City Limits r',,ft woe ETJ §NtCHO1 S Figure 4-3. Existing Land Use Map (Core Close-Up) , i ) ,�__ ""`1 r•. x ( .,.fie `� t a -�ark� ` 'i'E wlt3 A d■!�t\,_, �:h `y+p° T`' L ARvgdy Ccwc ' 11[ : "' "4. _- , avtiar r + ' `,,_ 11 1 �w i 'I ,rn ,.� --- —,i - �� _I•IIII%- — +1 e'G1r +r _ _ E, I'+' � 4, ., 6F 1� PsP;R a ! I 1 �,.ur,aav - r:�..;+` �'rt€;-�'rrn`fa?r lei k i .J ,1 M1ti - i.._J, 4`.. P C ,t, a 7 " I i. sT n $ _ ` r� f\ 3 ,t y_.,I, .� 1�. IN= �,f I . , C } r'. — � /,, It FINIC Y 3 "medf ? L beads �," t ';"L".. M1 , _ wit 4 , r 36 7/28/2022 DRAFT Chapter 4: Land Use & Design 302 08/23/2022 Item 6. Envision Wylie Future Land Use The Future Land Use (FLU) map, shown in 0% Figure 4-5 on the following page, is a graphic 5% representation of the recommended land use 10% pattern in the City and its ETJ. It is intended to guide future land use decisions and 20% infrastructure planning as development and redevelopment occur. The map is a long-range ° 47% vision and is not necessarily the land uses that 30% exist today. 40% The FLU map provides guidance and helps to inform development decisions; however, it is 50% not the City's zoning map, which regulates the use of land. The FLU map is also not the 60% OMIRYendpoint of discussions, but rather an important WNO 1P element to evaluate along with other site-or 70% ' i� i.t.tt� �' � «y�� conditions-specific considerations. yt, it 4 i¢ e t z 4 tt}tt t tf ,S r F�s0$tit S}'�1{4'C£tt1 0,��4��b it1tS�ti�11?tis.; 80% 1j�f£1t,}tt�ih�tiiz}11 t�xtit�k3 ��y Ty 1004� The FLU map depicts nine land use categories. 010 =rz�r }} {rfs0 {; 1��4, riz t{4,7`Y}i# t t{zj235 p i} its N1 ,r The pages followingthe mapdescribe the main k 1 ,N0 tt 1401F , xjlt}}Y, }N p g 90% smaii {, t t�M}t,t�}t�t4IROM of each category, an secondary �4�t«n�400**ta�t�zr,��flt,�r z ,} ,s lt4o�}�� purpose Y 6 tt t 11 t tt t t; t t it�� rwi „ , ;. Fg�sf 1* 1��t+2 �tt�tok itsnt xt is# ttt€3 tIt purposes, and associated development ° rs g A S,tt �, ��,{�fkiwo;t4�,t��t`,4„v characteristics. 100% Figure 4-4. Future Land Use Distribution Total % of Future Land Use Category City ETJ Planning Planning Area Area* Low-Density Residential 828 61 890 5% Medium-Density Residential 4,021 4,227 8,248 47% High-Density Residential 443.1 29 472 3% Special Planning Areas 67 45 112 1% Downtown 45 0.0 45 0.3% Local Commercial 160 38 197 1% Regional Commercial 807 228 1,034 6% iiiriiirr Industrial 1,292 31 1,324 7% <�rj Public/Semi-Public 613 25 638 4% ttt Y:t< ,v Parks and Open Space 4,077 687 4,764 27% iifiRight-of-Way 1,964 323 2,287 - Lake Lavon 9,563 434 9,997 - Total 23,879 6,128 30,007 - Chapter 4: Land Use & Design 7/28/2022 DRAFT 37 303 na12u12ouo Item u Envision VVv|ie Figure 4-5. Future Land Use Map zqi P. if gp DR T P 7�_ Future Land Use at High canary RDsjd kndustrial Parks and Open Space Waterbody kli— Figure 4-6. Future Land Use Map (Core Close-Up) lit ILL— Sam ONE rk Nkigpp 38 7/28/2022 [)RAFT Chapter4: Land Use & Design 304 08/23/2022 Item 6. Envision Wylie Future Land Use Categories Low-Density Residential Main Purpose: Provide areas for detached ww" �� °� � single-family homes on large lots. J' tti rlp�l i � Secondary Purpose: Provide limited locations :.. for nonresidential development that serves adjacent neighborhoods (e.g., convenience kkk.� stores, dry cleaners). Local Commercial uses may be appropriate at the intersections of major . ,r or secondary thoroughfares. mkk Characteristics: Large, estate lots preserving Wylie's rural character and promoting new developments designed with the same rural character. Nonresidential uses should be compatible with surrounding neighborhoods and in locations limited to arterial roadways. Medium-Density Residential Main Purpose: Provide areas for detached ..11 ... single-family homes on medium-sized lots. v .. Secondary Purpose: Provide limited �- nonresidential development that serves ■rr� ki41 it= adjacent neighborhoods (e.g., convenience stores, dry cleaners). Characteristics: Medium-sized lots preserving Wylie's existing character and promoting new developments designed with the same suburban style. Nonresidential uses should be € , compatible with surrounding neighborhoods and in locations limited to arterial roadways. _. _ Chapter 4: Land Use & Design 7/28/2022 DRAFT 39 305 08/23/2022 Item 6. Envision Wylie f Nigh Density Residential Main Purpose: Provide areas for housing types ,„; ,, t:such as townhomes, duplexes, or apartments. Secondary Purpose: Provide limited � it j - ; nonresidential development that serves the V.' t adjacent neighborhoods (e.g., ME '# 4 convenience , stores, dry cleaners). Characteristics: Developments will provide �'� �' p housing options and have elements of open space and walkability. High-Density Residential neighborhoods should be compatible with any adjacent single-family neighborhoods. ,_...r ,. .. .. `. Downtown i .. �tiav ' y,,,,, 'tj�%� {4t tjYtat y sj ::;410'1*'Ito "u*a: s Main Purpose: Build upon the existing %Downtown development pattern by10 ,, � encouraging appropriate infill and f redevelopment of similar uses. 1p , _ Secondary Purpose: Preserve and promote I i t ti ,illkiLik :;; Downtown as the cultural center and key �° ::' economic driver for Wylie. 6 * ' Characteristics: Mixed-use development aligned around historic Downtown Wylie and ii2 fi� g Y North Ballard Avenue. Development in this area — � � ttttlto Ati should improve pedestrian spaces and ,a,, `, tr,�t,t, t pedestrian connectivity to surrounding11 t • neighborhoods to sustain and enhance an x � v sit �'� ,.. enjoyable and vibrant Downtown. i R -f t �, , , " __..:.� ' 4 ,_, . �" t 40 7/28/2022 DRAFT Chapter 4: Land Use & Design 306 08/23/2022 Item 6. Envision Wylie Special Planning Areas �aa Several Special Planning Areas (SPAs) have been designated to identify where unique opportunities exist for quality, master-planned developments. The rationale and potential ;`t nJ. vision for each SPA is outlined below. „ 'A" m `� Special Planning Area #1 —FM 544 SPA#1 is one of the few remaining large vacant tracts along a major thoroughfare in Wylie. This site provides an opportunity for desirable development to serve the Wylie community and for the City to generate additional sales tax revenue. This area is envisioned as a walkable, attractive, mixed-use destination with ground Special Planning Area #3—Avalon Park level shops and offices with the potential for SPA#3 is a currently vacant area located south residential uses on the upper levels. of Avalon Park. This site provides a distinctive Special Planning Area #2—South Ballard opportunity due to its proximity to the lake and park and its large size. Appropriate potential SPA#2 generally follows the boundaries of the uses could include a mixed use development, existing South Ballard Overlay District. The commercial development to capitalize on the purpose of the district is to provide a pedestrian nearby lake, or expanded parkland. Additional friendly atmosphere for the community that study is recommended to determine the best expands upon the architectural character of use for this site, evaluating considerations such as infrastructure or regulatory limitations. nearby Downtown Wylie. The proposed SPA boundary expands the boundary slightly west toward Birmingham Street. As stated within the zoning district regulations,this area should include mixed-use, single-family attached, and multi-family development with enhanced pedestrian elements and a reduced emphasis on parking. Chapter 4: Land Use & Design 7/28/2022 DRAFT 41 307 na12u12ouo Item u Envision VVv|ie Figure 4-7. Special Planning Areas (SPAy 08/23/2022 Item 6. Envision Wylie • Local Commercial Main Purpose: Provide small-scale commercial, it'):;if,i,;'''''\ retail, and office uses that are compatible with �M and serve adjacent neighborhoods. ^ " Secondary Purpose: None. " �' fi'° Characteristics: Single-story nonresidential uses f-,? � � " that often serve as a buffer between +toi" A r "'' neighborhoods and more intense uses. ��u L,,FMhk I X c„.a ' , h :i "� ` ,a . , a . "* o_ 4 44 ialRegional Commerc d1 r° nrrrv, .. Main Purpose: Provide areas to allow for a r , " broad range of commercial, retail, and office uses oriented toward major roadways. �� r „0,0 r/ .. Secondary Purpose: Heavy commercial or lightNIPAt ° " *a d -` industrial uses may be appropriate depending on compatibility with surrounding uses. "�� A �.f - ` , , Characteristics: Single- or multi-story. ` ,,,,, .. �r ' .„ r nonresidential uses that maximize maor e'4'... ill . ' , ", ., roadway frontage and intersection traffic and N ,-, „ �:, visibility. f, :, ' ' i,^ E ' can r .. �C IN P ) Lam. „. a - ` r , Chapter 4: Land Use & Design 7/28/2022 DRAFT 43 309 08/23/2022 Item 6. Envision Wylie Industrial ` :. ' Main Purpose: Provide areas for light industrial, 1 heavy commercial, office, and flex-space a � development and related uses. �� «�% .: ' �e � ` Secondary Purpose: None. Characteristics: These areas contain nonresidential uses of high intensity,typically involving industrial processes, and often located " ,„. , along rail lines and major thoroughfares. i� '" ems .• Public/Semi-Public , r :, ^ io"r a�*m P t Main Purpose: Designate existing governmental facilities (City, County, etc.), � \ ) °°0 i'1' " educational facilities, and places of worship. N*000 r 1 �;, h"� �� Secondary Purpose: None. Characteristics: Public facilities should portray a ' ye image of the community, \ ] h p ' ' with �' � 't 41t ''e�stone/brick materials and artistic features when possible, such as the City Hall/Public Library facility. �1' I, gyp'° 1 Wylie Camipu 391 Couniry Club Road 4 � 44 7/28/2022 DRAFT Chapter 4: Land Use & Design 310 na12u12ouo Item u Envision VVv|ie Parks & [)peD Space - Main Purpose: Designate existing and planned . parks and open space areas to serve the community. Secondary Purpose: None. Characteristics: May be dedicated active recreation, passive open space, orfloodp|ain. Chopter4: Land Use & Design 7/28/2022 DRAFT 45 08/23/2022 Item 6. Envision Wylie PapuVation Pro ectlans & Figure 4-9 estimates the ultimate capacity, or U to mate "build-out", of the City, ETJ, and the combined as pa cIi ty' planning area.Assuming the currently vacant areas develop as shown in the Future Land Use Figure 4-8 shows the City's population Map, the combined planning area could projections through 2040 based on four accommodate about 90,000 residents. different growth scenarios ranging from one to four percent. For planning purposes, an estimated growth rate of two percent is Figure 4-8. Population Projections recommended. This rate is based on previous j Growth Rate growth rates (1.87% for 2010-2020 from the Year i 1.0% 2.0% 3.0% 4.0% City's building permits) and regional projections I i (1.79%for 2020-2040 from the Texas Water 2022 60,460 60,460 60,460 60,460 Development Board). This rate would result in a 2025 62,915 65,444 68,048 70,730 population of about 88,000 residents in 2040. 2030 66,124 72,255 78,887 86,053 2035 69,497 79,776 91,451 104,697 2040 73,042 88,079 106,017 127,380 Figure 4-9. Ultimate Capacity Estimate • Currently Characteristics 1 Future Future Future Future Land Use Vacant Approx. Occ. 1 Housing House- Pop- Acres DUA Rate* PPH* 1 Units i holds ulation City Low-Density Residential 277 1.5 96.9% 3.14 415 402 1,264 Medium-Density Residential 458 3 96.9% 3.14 1,374 1,332 4,182 High-Density Residential 9 12 96.9% 3.14 102 99 310 Special Planning Areas 16 8 96.9% 3.14 129 125 392 Ultimate Capacity in Vacant Areas in the City 6,148 Current Population in the City 60,460 Ultimate Capacity in the City 66,608 ETJ Low-Density Residential 9 1.5 96.9% 3.14 13 12 39 Medium-Density Residential 1,358 3 96.9% 3.14 4,073 3,947 12,393 High-Density Residential 2 12 96.9% 3.14 29 28 88 Special Planning Areas 46 8 96.9% 3.14 364 353 1,108 Ultimate Capacity in Vacant Areas in the ETJ 13,627 Current Population in the ETJ 11,261 Ultimate Capacity in the ETJ 24,888 Combined Planning Area Low-Density Residential 285 1.5 96.9% 3.14 428 415 1,303 Medium-Density Residential 1,816 3 96.9% 3.14 5,447 5,279 16,575 High-Density Residential 11 12 96.9% 3.14 131 127 398 Special Planning Areas 62 8 96.9% 3.14 493 478 1,499 Ultimate Capacity in Vacant Areas in the Combined Planning Area 19,775 Current Population in the Combined Planning Area 70,058 Ultimate Capacity in the Combined Planning Area 89,833 "2020 Esri occupancy rate and persons per household estimates 46 7/28/2022 DRAFT Chapter 4: Land Use & Design 312 ne12z12ouo Item o Envision Wylie | aDc Use & DeS'(] Goa Qa s /� Strategy [[]]b. (�onniderthis plan when ~Strategies evaluating future reznnings or development l �� emphasisprnen plans, vv| an ernp as|n Goal | | |1 ' Use the FLU| 0OB[) and on achieving the overall vision for the ' cOnnrnun|tY' ' r1 within �' ' ' 8t[Bt��C�|��S COOf@|��^^ ��|f. .|O f. .|S compcomprehensive �J when Although the Future Land Use map is not / / zoning it is�' development ,1 ' ' ' Ol@�|O[1 �^8C|S|OOS ~ ' ~ ^~ ' regarding potential nezonings. Tho Planning & Zoning Commission and CdyCound| should �tnate�Y �U]e� �evievv �n� update the continue to reference the FLU map and the existing zoning ordinance and goals and policies contained herein' particularly subdivision regulations to align with this when reviewing zoning requests. 's recommendations. p�an Strategy LU1c, Develop a procedure, TheznninQonJinancoandsubdk/ision regulations are two of the most important process, Or policy t0 review when mechanisms for implementing acomprehensive considering 8 proposal that is inconsistent �t� �� plan. ��oneraUyspea�ng' the zoning ordinance | vv| plan. controls land use types and site design, while This plan seeks toidentifv recommendations the subdivision regulations control the dividing ' thatare x�|ectiveofth* community's vision for of land and installation uf public improvements its future and in the community's best interest; to serve development. The City evaluate however,the City may receive future the existing regulations against plan development proposals that may not align recommendations to identify' exactly with the p|an's stated recommendations amendments that could support the and policies that may still help achieve the community's vision. For � community's overall vision expressed in the xpecia||y, investigate need land uses' plan. Additionally, new development types and to the use chart and potential new zoning patterns may emerge after this p|an's adoption districts to incorporate recommendations. For that may be appropriate within Wylie. The City the subdivision regulations, evaluate if should establish criteria for evaluating proposals infrastructure design standards (roads, that are not consistent with the plan. The criteria sidewalks, etc) need to be updated to align � would servo as a way to communicate tothe with the p|an'srecommendations. public why a development project should be supported. Chapter4: Land Use & Design 7/28/2022 DRAFT 47 08/23/2022 Item 6. Envision Wylie Goal LU2. Promote Wylie's sense Additionally, City-branded banners attached to streetlight posts are appropriate in areas with of community identity and small_ Pedestrian traffic. The City currently has town charm. branded banners in some locations; however, expanding the signage to additional locations Strategy LU2a. Plan for capital with City or area specific branding may be improvements that contribute to the appropriate. Encourage local businesses to sense of community, such as enhanced sponsor the banners with the business name gateways and corridor banners. • added to the banner to offset the cost. Unique design features can help to define a community's identity, indicating to someone that they have entered the City of Wylie and Existing Gateway Signage creating a consistent theme and sense of place throughout the community. Gateways are typically placed at the entryway into the City, incorporating a design and materials that reflect the City's branding. Gateways typically include a sign, enhanced landscaping, lighting, and/or public art. ° Gateways are often categorized into primary ,, "N ',. and secondary, with the larger primary gateways located along the most heavily p" "," traveled and higher speed roadways and s ° smaller secondary gateways along moderately " ! traveled corridors. ' The City currently has one monument sign placed in the median along SH 78 entering into 4: the southern boundary of the City. �' Enhancements should be considered to 0 increase the presence into that of a primary „�' ' w gateway, including landscaping and possibly ; ,,„ public art. Another primary gateway would be appropriate along SH 78 at the northern entry into the City, with secondary gateways along corridors that connect to neighboring communities such as FM 544 and Woodbridge Parkway. 48 7/28/2022 DRAFT Chapter 4: Land Use & Design 314 08/23/2022 Item 6. Envision Wylie Strategy LU2b. Define the desired Highway Corridors public and private aesthetics for owntown, Highway, Suburban, and An example of a Highway Corridor would be SH Rural Corridors, 78. Highway Corridors typically include larger scale developments(e.g., "big box" The term "corridor" is used herein to describe development or office headquarters). Buildings the area within the public right-of-way(including with larger setbacks are more common, with streets, any medians, pedestrian amenities, taller commercial signage for visibility. The landscaping, lighting), as well as the private development is generally more auto oriented realm (including building heights, setbacks, and but includes comfortable pedestrian site design). Corridors play a major role in connections from parking areas to building establishing a community's identity, framing the entrances. development pattern and creating the view from the street for residents and visitors. For Suburban Corridors this reason, it is important that the corridors project a positive image that is reflective of Suburban Corridors are the most common in Wylie's character. Wylie, exemplified by Brown Street or Woodbridge Parkway. These corridors are Additionally, different corridor types should typically auto oriented, although development have different characteristics. The following should include a well-connected pedestrian section outlines recommended elements that network between uses. Commercial signs may be appropriate for each corridor type. should be lower heights with multi tenant consolidated signage encouraged. Downtown Corridors Rural Corridors North Ballard Avenue is the prime example of a Rural Corridors are present near the periphery Downtown Corridor. Development is the most urban in nature, with one-to two-story buildings of Wylie, such as Country Club Road. These abutting the sidewalks and parking located corridors are important to retaining the natural, either on street or behind the buildings. rural atmosphere that many residents enjoy Signage is smaller in scale and may be oriented about Wylie today, while still allowing development that meets market demands. Rural toward pedestrians with sandwich board or hanging signs. Pedestrian amenities are strongly corridors should generally allow for medium encouraged, with wide sidewalks, enhanced scale development with more significant crossings, and ample seating, shade, and setbacks and native mature landscaping along landsca in g• the roadways. Wider right-of-way widths are p appropriate when possible through dedication or acquisition. Commercial signage should be smaller in scale and constructed of materials that are reflective of the City's image (e.g., limestone). Multi-purpose trails are appropriate along these corridors. Chapter 4: Land Use & Design 7/28/2022 DRAFT 49 315 08/23/2022 Item 6. Envision Wylie Strategy LU2c. Increase outdoor Strategy LU2d. Increase the number of gathering places in Downtown and community events and festivals to other destinations. promote the small-town feel. Outdoor gathering places include amenities Community input received throughout the such as parks, plazas, or seating areas. These creation of this Plan overwhelmingly places can serve as destinations that attract. underscored the importance of retaining Wylie's visitors to an area, or as an informal gatherng small-town character. Citywide events help to place where the community can interact or bring together a community, whether it is a otherwise enjoy an experience. Olde City Park is large annual festival or smaller recurring events. a notable outdoor gathering place in The City hosts multiple annual events each year, Downtown; however, smaller places can help such as the Wylie Arts Festival, Bluegrass on expand activity and provide different Ballard, Boo on Ballard, and several others. experiences. Consider whether an additional festival dedicated to celebrating Wylie's historic Consider potential locations for smaller heritage (e.g.,Wylie Heritage Days) would be gathering spaces in Downtown.These spaces desirable. In terms of smaller recurring events, should be programmed with features to.draw the City should consider holding a farmers' people to the area, such as shaded picnc market or a "First Friday" event to encourage tables/seating, interactive public art people to visit Downtown and patronize local installations, or unique and entertaining exercise businesses. amenities (e.g., a climbing wall). Additional locations that would be appropriate for planned outdoor gathering places and amenities include the area north of City Hall near the nature preserve and the area immediately south of East Fork Park. Outdoor Gathering Space :+�. • p 1a„. "� . �� ts ➢L J.Ps:nd m VV i X. 0 - A � M $ 4 ,N rc r � -w aq. . m ,:iY: ,t � � j „ii : „,„:i4.6 , ;41 74,4„ 14: � r w I a' i,44 ^' i G m, » 7 L A "1� , lm t � "t a � w a ' �� .. , ,, , acr � 4 �ti �,"c „ f er : � z �>n`< , 50 7/28/2022 DRAFT Chapter 4: Land Use & Design 316 08/23/2022 Item 6. Envision Wylie Strategy LU2e. Commemorate the Strategy LU2f. Embrace Wylie`s unique history of the two railroads that built history by pursuing the development of Wylie's foundation, a local history museum. The extension of two railroads into Wylie—the As noted in LU2e, Wylie has a unique history Gulf, Colorado and Santa Fe Railway in 1886 based on its foundation as a two-railroad town, and the St. Louis Southwestern Railway in 1888 Resident support exists for the creation of a —is largely responsible for the initial local history museum; however, no progress has development of the City. To pay homage and been made to date. The City should work with build on this history,the City should evaluate local community volunteers to inventory the options to commemorate its roots, such as a artifacts and assets that could be displayed in festival (as mentioned in LU2d, such as Wylie such a museum, identify potential locations, and Heritage Days or a Model Train Festival) and/or consider potential sponsorship/donation a dedicated plaza area with related educational opportunities. information and public art. Example of a Railroad Depot with Local History Exhibits � 3 I � I ^ _ " N" V' i it d� V111 r�, H M"� . Po yi .. , I rd r P v e aIl 9 ,, w x e , pu , v y,„ , ry M�, 79 II A1 µ I y „ 8 r.p % v I1- 1fi aF i N m;� M JN ,' i"p oN 1 yu � � ,i ,�.�d ,» Chapter 4: Land Use & Design 7/28/2022 DRAFT 51 317 08/23/2022 Item 6. Envision Wylie Goal LU3. Strengthen Downtown Wylie as a vibrant and welcoming destination. Strategy LU3a. Focus on placemaking Wylie Car Show in Downtown initiatives within Downtown. is ti� Placemaking refers to embracing and enhancing E � � ^' the unique characteristics of a certain area andVki �,� �� 2 � • ��"'` ,4,,,,'-'-'-' ' , .,. . 1' L.9.....(- building a sense of place that is specific to thatf particular location. It creates a place where ary `�� --- people want to be. Downtown W lie is the most distinctive lace' within Wylie, with its historic ;° �� charm and walkable streetscape; however, i , - , - -. "' improvements should be considered. ; , Wayfinding signs are directional signage that ', W ! 't I � ;may �, �.. �� ' assist visitors in finding common destinations, "" such as a park, parking, or an events facility.As described in the 2021 Downtown Strategic Plan, adding consistently themed wayfinding signs �w throughout Downtown Wylie could help the area feel more cohesive and connected with the r immediately surrounding areas, as well asp �� z improve navigation in the area. This could also nay { � help to encourage people to walk between �4„ �'z ,3 s a'ti nearby destinations. ;.�,..,.. .. ti a .tee Cross-street string lighting (i.e., lights hung overhead across streets) is a common way of making a space feel more inviting. The lighting improves the attractiveness and feeling of safety within the area, and helps to indicate a designated "place". String lighting may be appropriate across Ballard Avenue, particularly between Oak and Marble Streets. As the Downtown core expands in the future, additional block lighting would be appropriate. 52 7/28/2022 DRAFT Chapter 4: Land Use & Design 318 na12u12ouo Item u Envision VVv|ie Strategy LU3b. Address parking issues, On-Street Parking in Wylie 8[tiCU8�y �U�Dg �V�D�S @S [)OVVOtoVvD particularly ' continues to b8CODle more active. AdequaL* padkingaccessoanb* achaUengeFor any community with a successful and active Downtown. With most parking located either on-street orbehind buildings, finding an open parking space near one's destination can be challenge. For special events when parkingX� 3 demand is at its peak,the City should continue coordination with surrounding property owners. For normal day or night parking (i.e., not special I is events). the City should investigate innovative parking solutions and seek methods to increase off-street parking. ^ ` ~ On-Street Parking in Wylie i 2M goo MUNI Nn Ak Chopter4: Land Use & Design 7/28/2022 DRAFT 53 319 08/23/2022 Item 6. Envision Wylie Strategy LU3c. Implement interim and Strategy LU3d. Establish standards for long-term pedestrian enhancements in new development in Downtown to Downtown, such as sidewalk preserve and expand the character of enhancement, crosswalks, pedestrian the current Downtown core and connectivity, shade, and accessibility. adjacent areas. The 2021 Downtown Strategic Plan provides The 2021 Downtown Strategic Plan provides recommendations regarding pedestrian recommendations related to form-based code enhancements in Downtown; the City should regulations that would be appropriate within continue proactive implementation of these Downtown Wylie to maintain its historic recommendations. Additionally, consider character and pedestrian orientation. "Form- options for immediate improvements through based codes" focus primarily on a building's the use of"tactical urbanism", which is the facade and how the building interfaces with the practice of implementing low-cost, pilot public/pedestrian realm, whereas traditional program improvements. These improvements codes focus primarily on the specific use that is can spark change, generate excitement, and conducted inside the building. Evaluate options evaluate alternatives (also see "better block" (e.g., form-based code or pattern book)to initiatives). Examples of this practice include better define the building form within the painting pavement to add character to a Zoning Ordinance in Downtown, as crosswalk or add a bike lane; placing potted recommended by the Strategic Plan. landscaping in the street to mimic bulb-outs that lower speeds and enhance pedestrian safety; and adding temporary seating/dining areas in place of on-street parking spaces. These improvements can coincide with an event Downtown Pedestrian Crossings or festival to draw the community's attention for feedback. Consider whether this type of 1 temporary improvements could be beneficial for 46, ,�. ,z Downtown Wylie. teff + w v jai i �1 r q b „" '' Yw ' ° d^' ; C• ^F''" �, #w sb ��'✓�� ;kt"^'Y"r�'w�.9u W '#YW ) 4', b � r - "�,rv!#m� � �'"W '��'�ih n k YgM I di .,� �^VV` 7 � mot' hx M9 ;r �' �eW v �,� �� - }, 54 7/28/2022 DRAFT Chapter 4: Land Use & Design 320 08/23/2022 Item 6. Envision Wylie electric water connections to accommodate its Strategy LU3e. Evaluate opportunities to generate additional activity in users. The food truck park could be in operation Downtown. for special events or on scheduled days. Food halls are a similar concept where multiple To support Downtown Wylie as an active, restaurants can lease kitchen spaces adjoined to thriving destination, the City should consider a shared dining area for patrons, similar to a options to generate increased and extended food court. activity in Downtown. Many shops and restaurants in Downtown are closed by 6:00 Strategy LU3f. Prioritize the p.m., which can discourage visitors who work development of a stage in Olde City during the day or who are looking for evening Park for additional downtown activities activities. Conduct a survey of business owners and festivals. to identify challenges and opportunities for enhancing the Downtown business environment Olde City Park's proximity to the Downtown (e.g., extended hours on coordinated evenings core underscores its importance as a community with City support on advertisements). gathering place. The addition of a permanent stage (i.e., ground platform, canopy cover In addition to supporting existing businesses, electrical connections) in the park could expand consider options that attract new businesses to the park's services and attract more visitors into Downtown. Food trucks and other "pop-up" the Downtown area for events, similar to the mobile vending allows new businesses get Bluegrass on Ballard event. The City should established in the community without requiring continue to pursue the development of a stage the financial investment to build or lease a in the park that could accommodate concerts, brick-and-mortar location. Mobile vendors, ceremonies, and other performances within the especially those that serve food, typically park. Consider opportunities for sponsorship require access to electric and water supply from local donors and/or add the project into connections. The City could designate a the capital improvements plan. location for a food truck park and provide Bluegrass on Ballard Temporary Stage -,s<CS tf}fit)}t}5'r7}t�i)ky�� \ �..� \\O' �'jtitt,slllrt;shyy t sc 1 }PI x'�"u' T1 #13�5(• t}}213 \�'<<, �'." }"'ts,Cl41 � jtl}�jni1,h.�k t.. ? '?f + . i ,t`• '�' s i, , ,.. szt �.,�� ,� ,1�� t&l,tl ti,�r�s,tv4�� S ?,r7 t,a,;,,sSt`lal �,<;} g� .✓ :^""�, _a°� Yr y��`, ,..te � ' � a � „ �� ^ W: `III { t *} FY . r„.. ` h- a .� a-q' 'e - a �; ._ ....,. n.^:. w. t e emu, a , p S'+, t 9 . ��•,, +S 011 4 �� \.t V. v�1 �•' ,v r , er �t t °' ,1 � n - �,„ow ;,, aa � r<e:« s„ms�Yt. ;�* - .. Chapter 4: Land Use & Design 7/28/2022 DRAFT 55 321 08/23/2022 Item 6. Envision Wylie Goal LU4. Support a resilient Strategy LU4c. Encourage additional local economy and plan for well- family-friendly entertainment options for designed commercial Wylie residents. development. The community input strongly supported continuing to build Wylie as a family-friendly Strategy LU4c. Preserve prime land community and identified the need for fronting State Highway 78 for sales tax- additional activities and entertainment for generating uses. children and families. Review the zoning regulations to ensure that family-friendly uses State Highway 78 is Wylie's primary corridor, (e.g., bowling, arcades, cinemas,trampoline carrying nearly 33,000 vehicles per day parks) are allowed in appropriate locations. For (Kalibrate Technologies, 2021). It provides a example, indoor facilities may be appropriate tremendous opportunity for the City to by-right while outdoor facilities may require a generate substantial sales tax revenue, which Special Use Permit (SUP) to ensure compatibility offsets the need to increase property taxes and with surrounding development. These uses can other fees/assessments to fund the City's also be appropriate as transitional uses between operational costs. The City should review the commercial areas and residential areas. existing zoning map and permitted land use Additionally, review the existing zoning types to ensure that vacant and redeveloping regulations for outdoor dining options that may parcels along SH 78 are conducive to retail better accommodate young families. uses. Strategy LU4d. Consider implementing Strategy LU4b. Re-evaluate existing incentives and other tools to help spur parking requirements and consider high quality development along Wylie's reducing minimum parking standards to major corridors, encourage smaller parking lots for commercial uses. As previously noted, ensuring an attractive view along the corridors helps to promote the The zoning regulations establish minimum desired positive image of Wylie. House Bill parking requirements for various land use types, 2439, which passed in 2019, limited cities' typically with one parking space required per a abilities to regulate the use of building materials varying amount of square footage (e.g., one beyond the adopted building code standards; space per 300 square feet). Many cities' zoning however, cities are still able to encourage the regulations require more parking than use of higher quality materials, such as brick or businesses need, resulting in large expanses of stone, through financial incentives or other tools pavement that create stormwater run-off issues, such as reduced landscaping or parking increase the cost of development, increase the requirements. Consider amending the zoning urban heat island effect, and can impeded the regulations to allow these trade-offs by-right to ability to develop on smaller lots. Review the encourage such development. Continue to existing parking requirements to determine coordinate with the Wylie Economic whether the amount of parking can be reduced Development (WEDC) to identify any potential by-right or in certain circumstances. financial incentives that may be available and/or appropriate for such use, with an emphasis along the City's key corridors. 56 7/28/2022 DRAFT Chapter 4: Land Use & Design 322 08/23/2022 Item 6. Envision Wylie Strategy LU4e. Explore opportunities to Strategy LU4f. Support the efforts of expand the City's daytime population local and regional entities to expand and to increase high quality local local employment and business start-up employment opportunities within Wylie. opportunities. Expanding the City's daytime population helps Local and regional entities such as Wylie ISD, to attract new retail and commercial Collin College, Wylie Economic Development development. Additionally, promoting local Corporation (WEDC), and the Chamber of employment within the City supports quality of Commerce provide services aimed at life by reducing commute times, providing expanding the local workforce and business alternative employment options, and supporting opportunities.The City should continue to work the local tax base. The City should continue with these partners to attract targeted coordination with the Wylie Economic industries, identify desirable skillsets for focused Development Corporation (WEDC)to promote training, empower start-up businesses, and flex space (i.e., office/warehouse facilities) and provide information regarding available industrial developments in targeted locations in resources to interested parties. Wylie by advertising available spaces and ensuring that zoning is in place to support appropriate uses. As some employees have transitioned to a work-from-home environment, an increased daytime population could also be supported by offering additional housing variety. Local Business Construction ra^. ;p�',a^ J 4 J Ott 1 " ( 1 In1 11 J i f Iv 1�Y II 1 d t nm �'"'" v4:i' u't � �' V' v' �;, ';''�'' � s ' II "�nak'kme u P � M I� � ,.ash!' a yam \i 1{ tis l7 * I M1 � r , a:Z, ti log J W }a t y u IJ Chapter 4: Land Use & Design 7/28/2022 DRAFT 57 323 08/23/2022 Item 6. Envision Wylie Goal LU5. Leverage the lakefront Boating, fishing,tent camping, and hunting are as a unique and desirable allowed at the lake in certain locations and during certain times, attracting approximately destination. 1.6 million visitors per year. All special events and activities held on the lake require a permit Strategy �USa. Communicate with the from USACE. U.S. Army Corps of Engineers to understand potential amenities and The City should continue meeting with the Cooperative efforts at Lake Lavon. USACE District Commander to discuss any potential cooperative efforts or expanded The U.S. Army Corps of Engineers (USACE) public use of the lake and surrounding land. The owns Lake Lavon. The lake provides a water District Commander is authorized to permit supply source to the member cities of the North structures (e.g., a floating boardwalk) or allow Texas Municipal Water District,flood control for commercial activities that could be beneficial to Co.lin, Dallas, and Rockwall Counties, and the Wylie community without negatively recreational opportunities for the region. While affecting the lake and the Jake's water quality. the lake plays a very important role in the region, the necessary water quality protections In 2021,the City commissioned the limit the ability to develop the shoreline. development of concept plans for East Fork Park and Avalon Park. Two concepts were developed for each park, including hike/bike/walk trails, primitive camping, Lakefront glamping (i.e., "glamorous camping"), cabins, �, RV parks, playgrounds, picnic pavilions,fishing, p beach/swimming areas, kayaking, equestrian trails, restroom facilities, bird watching, and rr; ' t} r a#� �, tit�. lrt { � �� 4 � special event facilities. Many of these amenities �� r< �, �� support the top priorities identified by the 2019 �' �11 �� Parks Master Plan. The next step in ' r as r1ji2542j33iti tf�ri�r tiu.,� z lvlts�r�tuSs`ySt`� t :3 yr �r�gtze�r�;jtr rr , ,��{ i��1tYt�3fJr rY r implementing these plans is to prepare ffi'Not.�E•i,:.wt i fi.,�t zfigtt•f Y��'att `�iiz'7iS2>yti,P4'p\A'\•,Nr trr 2 r<).'n r tor' �rrf .r�tr , r��i 'z�s 4�,tt; �„ � s 4 ,f�kfit .,3 � ;r� �{tJ fr:, " " reliminar master plans to refine the exact i,tmrr?r,��tYt s;}r:,pS'r;'ri's'rtisat;`t,{1�iil`<4sr,rta,5jnr.},3.f�7V'rY�t.a?f)tti `\. }iht'� ?:rfr;,,t<:�;; ,ra . p y p �r l5v i t �a ?3� 3'�Z':`ti,�, w},tzzcw�,Pti'(1 . . ss �� 1`;gJ}}zitF�r�.t,r,�,;tt�3�°tik ��` ti 2'��a ?)Y� ;_, . ter ,� �� configurations• of each park and to prepare V budget projections. � nM 1 v v 58 7/28/2022 DRAFT Chapter 4: Land Use & Design 324 08/23/2022 Item 6. Envision Wylie Strategy LU5b. Support implementation Continue to pursue implementation of the plan, of the existing parks, recreation, and focusing on the following identified top open space plans. priorities: In 2019, the City adopted a Parks, Recreation, & • Hike/bike/walk trails that are connected Open Space Master Plan, which included throughout the City recommendations for facility improvements, • Sprayground funding opportunities, and recreation policies • Aquatic facilities based on the community's input and a needs • Special events in parks analysis. The plan recommended ordinance • Additional lighting in parks language that should be included in the • subdivision regulations (also see strategies H3a Multipurpose sports fields(football, and H3c). soccer, baseball, softball) • Multipurpose practice fields(football, soccer, baseball, softball) • Benches/seating areas Avalon Park '41: I : n rt kw t t" 'L `;. �^,,e. °ti* e. # " p d i C s 7"Si",, . ii d ,, , t�• „ ti. 16 ;-, ywkj wassix k‘1 4 " �", *s t sue ,i ea wti,, w r „ ,. , r ,? i a, r � i,any w, • dp .d'', Re :vNi.,w a S � " Y rio � � yyr � aw� y N, a,"µ p^% iA d ; �7 + v�:i „" ,,-'"�r 'w ,awd °r a ° � mrcrw k '''n�,., ..e✓'+^ a°. J"a? .• TM�, w,Rtt e. k ��tl'' � w+ a* ,,i,t le w 1''' h,,'N. ,3 i�u'", P ,,, ,,, ,, id � ,a '«,,.,,,, "7 ». w'r ,p__:i „'u ., w,-.a% f:77, �x . '' � .. t4bdt i rain'Cw � } Chapter 4: Land Use & Design 7/28/2022 DRAFT 59 325 08/23/2022 Item 6. Envision Wylie Goal LU6. Protect and conserve 4. Allow seven or more unrelated persons to shelter in a single-family or multi environmentally sensitive areas. family home in the event of an Strategy LU6a. Evaluate the existing emergency; hazard mitigation policy to ensure that 5. Identify residents and structures at potential risk of hazards; the City is adequately prepared for 6. Limit variances and tax incentives that potential disasters. subsidize vulnerability and risk; The Federal Emergency Management Agency 7. Create hazard area maps; (FEMA) describes hazard mitigation as follows: 8. Monitor the effectiveness of existing plans; "Hazard mitigation planning reduces loss 9. Implement policies to control of life and property by minimizing the stormwater run-off; and impact of disasters. It begins with state, 10. Require National Incident Management tribal and local governments identifying System (NIMS)training for all necessary natural disaster risks and vulnerabilities employees. that are common in their area. After identifying these risks, they develop long- The City should conduct an update to its term strategies for protecting people and existing plan to incorporate best practices and property from similar events. Mitigation the latest FEMA guidance, and ensure that the plans are key to breaking the cycle of plan is submitted to FEMA in accordance with disaster damage and reconstruction." the five-year requirements. Continue to pursue grant funding from FEMA and the Texas FEMA requires that cities have a hazard Department of Emergency Management mitigation plan in place and submitted to FEMA (TDEM) as appropriate. every five years to maintain eligibility for funding and disaster relief. The City of Wylie's Strategy LU6b. Evaluate the existing hazard mitigation plan was last updated in 2012 tree preservation, protection, and as part of the previous comprehensive planning replacement policies for commercial effort. The plan included 10 objectives for and public lands. hazard mitigation. In summary: The City's current regulations regarding tree 1. Ensure that the comprehensive plan's preservation policies are unclear and difficult to recommendations do not compromise enforce, leaving the City susceptible to clear- emergency response efforts; cutting lots for development.The City should 2. Minimize development in hazardous review and update its existing policies to areas; requirement replacement of certain trees when 3. Allow temporary residential occupation commercial sites are developed. Additionally, of nonresidential structures in the event the policy should apply to the City's land of an emergency; (including rights-of-way) to ensure that the City is leading by example. 60 7/28/2022 DRAFT Chapter 4: Land Use & Design 326 08/23/2022 Item 6. Envision Wylie Strategy LU6c. Evaluate low-impact Low-Impact Drainage Design development (LID) provisions, floodplain development policies, and overall conservation practices. r� Review the City's floodplain, drainage, and • •z 9, '" , conservation standards. Amend the subdivision regulations to specifically prohibit development ', ° ,� within the 100-year floodplain and consider � � � n6pa establishing a required setback or buffer from waterways to reduce erosion and pollution. � v` j �� Encourage or require developers to design "single-loaded" streets along creeks (i.e., there y� �� '�� a �� " are only homes on one side of the street and no , homes backing up to the creek)to increase a access to creekside trails and viewsheds. Update the current drainage design manual to ' � � � p g g � include best practices and green infrastructure approaches; consider adopting North Central Texas Council of Governments' Integrated Stormwater Management(iSWM) manual to include options for LID elements such as bioswales and permeable pavement. Strategy LU6d. Preserve existing greenspace in strategic locations. Many residents have expressed their desire for Wylie to maintain its rural, low-density character and natural environment. As the remaining vacant land in the City continues to develop, the City can make efforts to preserve portions of the remaining greenspace through strategic purchases. Key areas for preservation include the entryways into the City, particularly in conjunction with gateway features (see LU2a)to promote the desired image of Wylie. Additionally, the wider right-of-way recommended by the Rural Corridors (LU2b) supports this strategy. Chapter 4: Land Use & Design 7/28/2022 DRAFT 61 327 08/23/2022 Item 6. Envision Wylie Chapter 5: Transportation In ...............„„,„,...„ , ,„,,,,,„.„.„,:,,,„:„,, 10114 � C �C „,,,,,,„..., R moommitommismo The roadway network forms one of the most .,......„„„F,,,„r „,,,,,,,„„„,,.,,,,,,,;„„,,,,,,,,,„,„,„,„„,,,,i„,„,,,,,,,„,„ 4 4'" � 44 44 s�2 �" visible and permanent elements of a city. It ` establishes the framework for all future growth 44 4 � 't0..0. }A and development, providing connectivity within 44 a city and to adjacent cities in the surrounding �� . region. l d "1 � C �h This chapter includes recommendations for °• '; tPt �� future updates to the City's Thoroughfare Plan, ""tip �� "" ' n �Yr'44 � �4...s� '�, 4uf 4. which is separate from this document, and 4 444N t � �� ,,?�� s, � ti strategies for future roadwa network �45 444i444444441 4 444� „4 t g y Ott 444 4 44 44 5 4 � �4 tr 4 74 � ` considerations and olicies. In addition to ��,` , 4� omo �� ' `n "� 4"}4 r s ��4 " 4 44`m�44442�44 44t p mell� t 4,��4445sS4L .` 4vt'�l�i ttsSt'44,`'�,�i ^.1'� ,`�;�'33 c? l vehicular traffic, strategies outlined in this " "t�4444,�,4�4 "s44 4 �� 5 "�s, ' ' 44�t °4 s ,4j ,,,00v444444t\4t44`� ? 4 t it 4 t 4? Y:44 nti444:,:s section address other modes of transportation z}1l ;j4f , ante ,{ ,b„ 4~ti4„v�74i1,4,,,%4 1,, t�,,UE . such as walking and biking. � �'� �, Community Input Themes Related to Transportation . 3 is We would like i '„�,= Consider whether a frequent issue �� or is paths appropriate in Wylie • Curl, r.#. p i, k. far . ,4=:ti. their purpose and context 62 7/28/2022 DRAFT Chapter 5: Transportation 328 08/23/2022 Item 6. Envision Wylie msting Future e e of Service (LOS) Figure 5-1. NCTCOG Level of Service Descriptions Level-of-Service (LOS) is a performance measure used to evaluate the function and flow of traffic LOS "A", "B", and "C": Traffic flow in this through a transportation network. LOS is an category moves at or above the posted speed operational expression that measures roadway limit. Travel time in this category is not hindered congestion levels based on the volume of because of congestion because traffic volumes vehicles on a roadway relative to its overall are much less than the actual capacity. vehicle capacity.This is called the volume to capacity ratio. Traffic operations range from A through F, with A referring to free flow traffic LOS "D" and "E": This category is slightly more conditions and F representing severely congested than LOS ABC; however, traffic congested facilities. Illustrated in Figure 5-1, volumes are beginning to reach their capacity of North Central Texas Council of Governments the thoroughfare. Traffic moves along at a fairly (NCTCOG) groups LOS into three general LOS efficient rate, and posted speeds may not be fully categories for the area's regional travel demand reached. model: ABC, DE, and F. The following LOS analysis uses NCTCOG's LOS "F": Congestion is apparent in this level-of- 2018 Daily Hour LOS to assess traffic conditions service category. Traffic flow is irregular, and on Wylie's existing thoroughfare network. Note speed varies. The posted speed limit is rarely, if that NCTCOG's Daily Hour LOS provides the ever, achieved in this category. In more worst traffic conditions during a 24-hour analysis congested corridors,traffic can be at a mere period, and considers a.m., p.m., and off-peak standstill with limited progression during peak operational conditions. Additionally, NCTCOG hours. projects the anticipated LOS for the roadway network for a 10-year period. The 2018 and 2028 LOS maps are shown on the follow page. The analysis indicates that under current conditions, there is sufficient daily capacity to accommodate most of the traffic on Wylie's road network, as the majority of the roadways within the City operate at LOS ABC.Various segments of roadways are classified as LOS DE, and the eastern portions of SH 78 operate at LOS F. Chapter 5: Transportation 7/28/2022 DRAFT 63 329 na12u12ouo Item u Envision VVv|ie Figure 5'2. 2018 (top) and 2028 (bottom) Level of Service o 71 V5 Level of Service 2018 WYLIE Daily LOS ABC DE r.MFRE Wylie City Limits Wylie ETJ Lev- 31 Mv 177 Level of Service 2028 WYLIE Daily LOS DBE FREESE IV Wylie City Limits ra 64 7/28/2022 [)RAFT Chapter 5: Transportation 08/23/2022 Item 6. Envision Wylie 8 - or- Ljh- hr P an The City's most recent Thoroughfare Plan was adopted in 2018. While the Thoroughfare Plan is not amended through this process, this Comprehensive Plan outlines recommendations to be considered in a future update to the Thoroughfare Plan. Typical cross-section examples of each roadway type are shown on the following pages for reference. Figure 5-3. 2018 Thoroughfare Plan ? Dint >'0 stti kpP. �' r Q \ :. 4, � � Y 4t >v C^a °S yn\\ p l Yi pi .• , 3 gt i Laco,, t ' q i. a It k $ Lahe ;,,,i,i,,,,,,„i„,,,,,'i,,,,',,,,i,,,,:iii,,,,',p �' tiu 111 2 ..,. Z�ifA#icy p M R " § i 5);,s C y , �= 1r tzti ' ' ?l0 'to )� tee c n y r 4, r l� t .,, w, `" as �� .,:.. t. .. a t�n{P?{r>lar�i>r��2?in �?�tx� t '4_.. .:_hve. -f �....._ J _ '* +.... A ,. `�� `.4%- }� tlT010 9 � t 'til . 1:: . ,i,a_."" : .,< ... zs rs 2 4 r1? 4'.`3 tit4 —4 444444,4 4 v Est r 3 \t e szi isIr ,\ to 2018 Thoroughfare Plan (` ti �rti i{r{ritt��+}�fti1 r�«tt�4i 9 �. ? .. m i/t{r?ttl{tx`{tt)4*,,,tuts Y\k,...AA ... �? �014 �._.,�,,r _ tr t?t t ?, 7 ., Road Classifications i iinLane m xis g�'=1.... '" '^ t r/Sr�tsll�/ts ii'ztr isr\t§ { n „___— w For s y #t t}r � Principal 6 D. dad E'tin tt ,rty ? i ..... Z Lttrt 1 xstrt{ t trl4i. Major Thoroughfare,Existing iiLL y,"..... !. fl� tt r t 4. f,'rrt .,,,., , r,'' % ��, a '?it r i ttt ,„ eco r Thoroughfare,Proposed t § tr t I� s »•ti `t �?,t • S3 - r 2,2 ib it} ri�k�ttti�t ... Sajondary Thoroughfare,Existing r t t Secondary Thoroughfare,Proposed �� may/ ��/�+ _ t/ in .rt, t, , !'It YY 1 C'r ; `? n y� r t rar IFS {tt ttt tit Collector Eowtor T 5't z 1�}3t4{l t `F t.fi 7 1r irr,r{,t} g n ,t } '. i:1 t S t t I U+r t 3{ z t r} 7 tt t r ;,0.v t 't{tti£ t t)t t '..r t0.1�s�li t�: Collector,Proposed t ?" t`R: ?_._..i r igi i 4rSy Downtown Collector,Existing 'I Fljt!{t s t ter �i .�1• 4,y. a j�t}ztt) ss I lr it�>tt illy;z;y gim (nil I ( `til?tte�;§ , iim \„. '*'fig}6 i1 /tW it r t 7pka$ try ..a Downtown Collector,Proposed fie',Esi �+ Miles ,4 � `I ,k, e, ?}t ti i it zVl ter r F?/�tyi lktlb 14r Floodplain(fEMA) 1{a t ,,, t /, ,a,. t2 }tit 4 srstri /Pr£r l ,,+� mimFREESE "32 / 4 t. Fa,, r.� /r t,,IhSis t(tttr�4/i� ss?jl """ ,o.t` Wylie City Limits n.If11CHOL5 ;i , a rat,tiFtlt{ku r ty#tr s irrr t/ tt i he ETd i }}tt �,5 Z s 33s� is ,O ? /Y2?iGi tit 1 t ii 4t r � WY "._> x ',,R:. ...: }aFU.131B 4ik,Z ,,Iizt,:,,,, AN, , ... ,.tasr tttti, ai Fan„�.l } �tm l.,,Gk, .,:t., Chapter 5: Transportation 7/28/2022 DRAFT 65 331 08/23/2022 Item 6. Envision Wylie Figure 5-4. Typical Roadway Cross-Sections 4 4 4 t t t D , B B , B r C / B f B r B C , Shoulder Travel Travel Travel Median Travel Travel Travel Shoulder Lane Lane Lane A Lane Lane Lane Right-of-Way re� " " ,, " 'ron '�p�.m,� aPo Configuration A I B C 1 D ' Right-of-Way Lane Width Median Shoulders 6-lane divided 140' 1111E1111111111 14' 4 D, B B B C B B BD Shoulder Travel Travel Travel Median Travel Travel Travel Shoulder Lane Lane Lane A Lane Lane Lane r r Right-of-Way v d a. 'v" " a ' r ' ' °„" ' ' ' , ' 1� '', �Po w ' ar � an '',�� 1 — n7a � w , ��" a :', s^ ;,' s m^ „,„s m^ „,„s m„ A I B I C D Configuration Right-of-Way Lane Width Median Shoulders j 6-lane divided 120' 12' 14' 1.5' 66 7/28/2022 DRAFT Chapter 5: Transportation 332 08/23/2022 Item 6. Envision Wylie D B B C B B D, Shoulder Travel Travel Median Travel Travel Shoulder Lane Lane A Lane Lane Right-of-Way .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. � �,:==:@ rs M 'fir r 6 r�5 r oaf" x : r"^„;� a, a° T,, , v, ry u +^ xu,;'v tnua' ,, ' , w^'dWwr ^r y s x, „ „ ' " , ' ,,, fax";^ „d wrytq "* x' w" " °at �' o �+ ! „^'' ' � ,mna* �,'�w xm a" .sr ,, a ;„ ,w"s.re''az�m a xr n'„ x: w 'e*'''q ',^ a ,-w"'ax^' z,''"� ^ uM %, ,,,w • .. ry am u. -.n.,��.��°� � rer ....at . M , �, .:�': p�� ^ �pop. � L ... ° Configuration A B 1 C , D Right-of-Way Lane Width Median Shoulders 4-lane divided 100' IIIIIIIIIII 14' 11111111111111 t IC E B B E D Shoulder Parking Travel Travel Parking Shoulder Lane Lane A Lane Lane Right-of-Way n'x�. w. x �' x : a: x' a: x �' x a: x' � x a: x' � x a: x' � x' �.,, p a 'th rc p:th �; �S""„ tt^�yw ,,, ,, ,, 'th rc rc ' rc ,,, rc 't , o"� �p,.�''w�"s�rr . '"�� *xd 5 x �+ „, xr urrxr" "'� x ° ".�'! I i Configuration A B I C 1 D Right-of-Way Lane Width Median i Shoulders i 2-lane undivided 80' 11' N/A 1.5' Chapter 5: Transportation 7/28/2022 DRAFT 67 333 08/23/2022 Item 6. Envision Wylie D B B D Shoulder Travel Travel Shoulder Lane A Lane Right-of-Way � I i Configuration A Right-of-Way Lane Width Median Shoulders i 2-lane undivided 65' 111111111111 N/A 68 7/28/2022 DRAFT Chapter 5: Transportation 334 08/23/2022 Item 6. Envision Wylie Tr nspor i � or..n Go Strategies Goal Ti . Plan for safe and efficient transportation infrastructure. Figure 5-5. Potential Revisions to the Strategy Ti a. Continue to implement Thoroughfare Plan the Thoroughfare Plan and evaluate as .Alit Olt needed over time. ._t_ 1.4 � -,,� . ,,,..._ _______ Continue to review the thoroughfare plan for �� potential updates every three to four years and °`' 1' to prioritize designated projects in the annual m budget and CIP programs. Consider whether 11 t P,- additional connections are warranted and t" -Q sir` whether the assigned functional classifications - " . areappropriate. Roadwa s that have been y �� constructed since the 2018 plan should be i i` Ireflected as "existing" (e.g., Hensley Lane and f Green Meadows Way/Hickory Woods Way). IN� � t j,41 6444 r. ' )r.4 k <,.. �y tiV'i The City should consider whether the segments �_ 3 ,� s ,�. of Eubanks Road between SH 78 and Brown 4}��`{e Street should be upgraded from a Collector to a311 t '��4�=��z��x Secondary Thoroughfare. The community ' � �, �,�, expressed a desire for increased capacity, °"� 1 I �` �£,7 r� s' too although this segment is indicated to have a Level of Service (LOS)of at least C through 111 _... 47i'", t';�5 fl urn?�� 2028. • 1, �s� ,tit f� ,�,r,sG Lastly, the community input supportedkg kk � ` �'�'�4�� kAk ,r3, #4' '�tA f t t f}N 1440,4000006M V,4 downgrading Troy Road from a Secondary ��` — �'`' � a " Thoroughfare to a Collector. This road has - s 0011010610100+� t�` wtoo 'r already been constructed as a four-lane divided ,,, l{ "'14 I �''�%y'��rC's�1�''t4i is�trs'�1 t,z1` i k C t11 (t �1,4 S. facility north of Beaver Creek Road;therefore, a ,j��,> ,"'ter11: ��4" \y f t 7t r tt4 A 3}S r reduction in classification may not be feasible t„`�'C At' �� st�, �tf lei 5t�}fit zs S 3t t :, t for the northern portion of this road. As an ,. t<��` t,'tt�`s €s, ti,t, st, 4 alternative, the City may wish to consider " �''�`'"' `}` �`` SI implementing traffic calming measures along the length of the roadway to ensure appropriate speeds, and reassess whether converting the remaining portion to a four-lane divided roadway is desirable. Chapter 5: Transportation 7/28/2022 DRAFT 69 335 na12u12ouo Item u Envision VVv|ie Strategy T1 b. Irnpig[neOt policies, rules, Example ofExcessive Curb Cuts and regulations regarding aCCeSS management. Access management is the practice of coordinating access connection points onto a roadway 6vconsidering specific design criteria for the location, spacing' design and operation of driveways, median openings, and intersections. Access management provides a significant benefit to the mobility and function of the roadway, and more importantly, reduces the potential for accidents by minimizing speed differentials between vehicles and turning movements. The subdivision regulations do not adequately ^ address access management controls. Review and update the regulations to require cross- access easements to enable motorists to travel between adjacent parking lots without returning to the thoroughfare. Figure 5-6. Cross-Access Easements between Adjacent Developments Cross-access Easement Cross-access Easement - - - - - - - - — - - - - - 41 STREET 70 7/28/2022 [)RAFT ChapLer5: Transportation 08/23/2022 Item 6. Envision Wylie Strategy Ti c. Continually identify and Strategy T1 d. Prioritize street prioritize intersections with high crash maintenance in capital improvements rates that could benefit from safety planning and promote awareness of improvements. maintenance efforts. The City should continue to monitor crash and Street maintenance and repair is one of the citation data to identify hazardous areas, largest expenses that cities face. The City specifically those with pedestrian or bicyclist should continue to invest in the maintenance of involvement. TXDOT's Crash Records its streets. Increased transparency regarding the Information System Query tool is a helpful planned and completed improvements/repairs resource for accessing and filtering crash data. could help increase public awareness of the Potential mitigation measures may include City's efforts and progress. Additionally, lighting, signage, additional or alternative consider approaches to minimizing lane miles signalization, reduced speeds,the addition of and width of pavement maintained by the City turn lanes, or implementation of traffic calming to ensure that road construction is a fiscally elements like bulb-outs, chicanes, street trees, sustainable investment in the long term. or special paving. Strategy Ti e. Identify roadways in the City that do not presently have desired street elements. Example of an Enhanced Intersection Crosswalk s„ Conduct an inventory ofthe existing curb, ' �- ';.ti .•` 4 t, gutter, and sidewalk improvements to identify a +" .� ii areas that lack these elements. Consider the v ,,l corridor design standards outlined in LU2b ;�i � when determining where the improvements are ' ;l,, i� needed (i.e., curb and gutter may not be - necessary in areas designated for Rural ' '; Corridors). Where improvements should be «� installed, either include the projects in a capital �' ; tr , ? improvement plan or ensure that the 7 improvements are required during future 1 I: 6, 2 , 4 `� ' ,A. ty" ��` `` development/redevelopment efforts. r T70 x 4 � np� 1 5 .�,: , � �, ,am°S�n_ ; d 7/28/2022 DRAFT 71 Chapter 5: Transportation 337 08/23/2022 Item 6. Envision Wylie Goal T2. Promote mobility, Example of a Sidewalk Requiring Repair access, and connectivity throughout the community. Strategy T2a. Promote walkability in _ � t new and developing neighborhoods. �� 4, .44-`. °v ';fir „'' '�,t� gA '^� , The vast majority of Wylie's neighborhoods are lined with sidewalks on both sides of the street, one of the primary considerations for k �� walkability. During this plan's development, some residents expressed concern regarding , the condition of some sidewalks, making for unsafe walking conditions—particularly at night. Many cities require residents to maintain t -..•, sidewalks that are adjacent to their property; however, the City of Wylie maintains all sidewalks in the City (except those along private streets). The City's website includes an interactive map to report sidewalks in need of repair; continue to promote this tool via the City's outreach methods to increase awareness of the ability and ease of reporting issues. Continue to expand this webpage (and related street repair webpages)to highlight repairs as they are completed. Strategy T2b. Facilitate bicycle and pedestrian pathways and connections along key corridors. As mentioned in T2a, most of Wylie's streets include sidewalks on both sides; however, the network is not complete. Conduct a detailed sidewalk inventory to identify missing connections and prioritize installation in areas near schools and key destinations, and in areas where dirt paths have been worn in the grass through foot traffic. 72 7/28/2022 DRAFT Chapter 5: Transportation 338 08/23/2022 Item 6. Envision Wylie Strategy T2c. Expand the existing "hike Strategy T2e. Proactively improve and bike" network by connecting access and ADA-compliance existing trails and key destinations, throughout the City. supported by coordination with Collin County, Surrounding cities, and the Wylie seeks to be an accessible community for North Central Texas Council of residents and visitors of all abilities. While most intersections and facilities in the City are already Governments. compliant with the Americans with Disabilities Continue to develop the trail network by Act (ADA), the City should conduct an inventory implementing the Collin County regional trails to identify any areas of issue or potential plan improvements..The City currently has an ADA (hops://www.collincountytx.gov/parks/Documen Transition Plan n place, which is required for all is/RegionalTrails.Plan.pdf). Coordinate with the cities with 50 or more employees;the City County and regional entities on potential should continue progress toward implementing funding sources and future updates to the plan. this plan and evaluate opportunities for Identify appropriate connections between improvement. existing and planned trails and key destinations, such as schools, parks, Downtown, City Hall, and the lake. Plan for capital improvement amenities along the trails, including signage, ADA-Accessible Development rest stations, safety call boxes, and bike repair ` '� stations. Evaluate whether existin sidewalks �� should be widened, particularly in highly walkable areas. *a -.:,,,, Strategy T2d. Plan for pedestrian and ,,,,,,,,,_,,,,_.,....7, :" ° :" Mm r bicycle signalized crossings to ensure , ` .-t a °'� "` safe crossings of trails at roadways. � Identify roadway crossings that could benefit " from enhanced pedestrian and/or bicycle i 19 crossings, particularly those that align with r ;�� ; dory° �, m s designated trail routes. Prioritize areas near klar ., " �, ,,,,,,i4:,,,..,,,,, ,,,, schools, parks, and other key destinations. ' �` wfii,,,i,:r Enhanced crossings may include increased :M striping and signage; the presence of bollards; ; � " the use of button-or motion-triggered warning mo . . lights. 7/28/2022 DRAFT 73 Chapter 5: Transportation 339 na12u12ouo Item u Envision VVv|ie GD@| T3. r~{JDf'DUe rBg'OO@| Strategy T3b. Coordinate with state, CO[DOOUD'c@t'oO8 for @ [egiOO@[ and local entities regarding coordinated transportation the transportation On network. .� � ��| ' ~� network @Ow ��///C|��Of U5�� // The transportation network extends beyond the rBSOUrCeS. boundary ofa city into the surrounding region and beyond. For this reason' intergovernmental Strategy T3a. Coordinate with the local coordination is essential for transportation planning. Continue regular coordination with 8ChOOl district transportationt � Sy5 �rn ' ` ~ - - regional partners, including the neighboring implications � school �iLV ' � �oa� s� VV c| - � - - - ^'' ^~~~~''~ ~^ ~'~ � '' ' facility ex cities,cities, Collin 'in County North Central Texas i n/n 8� �ans O e s� Council of Governments (NCTC{}G)' and While schools are an important part of TXD{)Tto evaluate opportunities for community, they also have a major impact ona cooperation, shared resources, and potential city'o transportation network in terms of funding sources for new construction orother planning bus routes and pick-up/drop-off network improvements. locations and queuing. The City should continue to maintain ongoing communications with VVv|ie |S[}to identify any transportation-related issues that arise from existing or expanding facilities, and to identify the best locations for any future facilities. Local School Queuing Traffic 74 7/28/2022 [)RAFT Chapter5: Transportation 08/23/2022 Item 6. Envision Wylie Chapter 6: Implementation ,. Introduction �"1� 0,4 .ski }Y M1V.yq,' A successful community is one that establishes a , ,, clear vision for their future and identifies the -*:" steps necessary to achieve that vision. This ~ ` � '� 4 section summarizes the plan's goals and . ,,, � `~n strategies that address the vision and guiding 4� 4 '- 1' ` i,' ' �.,, principles les established herein. Furthermore this '`' Syr, "' section has been structured into a coordinated 4 n . _ action program so that Wylie's leaders, staff, and other decision-makers can easilyidentify � ,,, " ',, ', n ?"e r�� 'fir & a1 ; ff the steps necessary to achieve the vision for the �� ;� ,,Aio ;,, ': City described within this plan. rt $ ; z ,,, - - .- as � r � w'. ' ' a a ¢ ry i , ' .n 's. � -1,1 ' ¢ je . �+ � r 54. ` fi a 4 ' ��' �� fit " :: ' ww � a b Chapter 6: Implementation 7/28/2022 DRAFT 75 341 08/23/2022 Item 6. Envision Wylie Plasect imp'ementation P an Uocates It is crucial to understand that most cities cannot Over the course of its 10-to 20-year planning afford to complete all desired tasks at once; horizon,the plan is meant to be a living therefore, it is important to identify the top document that allows flexibility for political, priorities that are most critical for achieving the economic, physical, technological, and social City's vision. Many of these recommendations conditions, as well as any other unforeseen will take several years to complete, but this plan circumstances,that may influence and/or will help Wylie to identify attainable, short-term change the priorities and perspective of the steps and allocate resources and funding in community. The plan should be reviewed on a future budgets for more extensive projects. regular basis to ensure that its elements are still relevant and applicable. Annual Progress Reporting To be successful, the City must utilize this plan constantly and consistently, and it must be Once the plan is adopted, City staff should integrated into ongoing governmental practices prepare a yearly progress report for and programs. The recommendations and presentation to the Planning &Zoning actions included herein should be referenced to Commission and City Council. This practice will make decisions related to the timing and make certain that the plan is consistently availability of infrastructure improvements; reviewed, and any necessary changes or proposed development applications; expansion clarifications are identified. It is also important of public facilities, services, and programs; and to provide ongoing monitoring between the annual capital budgeting, among other plan and the City's implementing regulations to considerations. maintain consistency among all documents. There are two methods of plan implementation: Minor Amendments proactive and reactive methods. To successfully implement the plan and fully realize its benefits, Minor amendments can be proposed at any both methods must be used in an effective time, such as revisions to the Future Land Use manner. Plan to reflect a change in a planned land use. Minor amendments can be addressed by the Examples of proactive methods include: City as they come up or may be compiled for a more thorough evaluation via an annual review • Developing a CIP and expending funds process. to finance public improvements to meet strategies outlined in the plan; Major Updates • Updating the development codes; and • Establishing programs and partnerships. The City Charter requires the Planning &Zoning Commission to review the comprehensive plan Examples of reactive methods include: every five years. These major updates involve reviewing the current conditions and projected • Considering a rezoning request; growth trends; reevaluating the • Development application review; and recommendations of the plan (and formulating • Responding to requests in accordance new ones as necessary), and adding to, with stated policies. modifying, or removing recommendations in the plan based on their implementation progress. 76 7/28/2022 DRAFT Chapter 6: Implementation 342 08/23/2022 Item 6. Envision Wylie Inlpllernentation Matrix The following Implementation Matrix is intended to serve as a summary of the plan's Legend for Approximate strategies and provide the City with a "to-do" Cost Ranges list for implementing the plan. The plan's strategies have been abbreviated in this Matrix $ = <$100,000 for readability; visit the corresponding chapters for additional information. $$ = $100,000-$500,000 $$$ = $500,000+ Implementation Estimated Implementation Timeframe Cost Range Tool(s) 1 1 1 1 1 1 Timeline(Years) Approx. Primary Goals and Strategies 0-5 6-10 11-20 Cost Mechanism(s) Plan Chapter Goal Fit.Preserve Wylie's existing neighborhoods. Performance Measures: -Number of sidewalk repairs completed annually per capita Goal Statement and „Number of clean-up days scheduled Metrics to Measure -Length of time to resolve code enforcement issues Performance -Number of aesthetic improvement features installed Strategy His Continue proactive code enforcement efforts and identify • • $-$$ Code resources available to residents who may need assistance address ng enforcement; violations. City program • Continue current efforts; • Partner with volunteer organizations to assist with minor repairs and violations;and Strategy Summary -- • Consider a grant to assist with larger repairs. Strategy Hid.Develop and implement neighborhood enhancement programs and initiatives to help facilitate and improve neighborhood $ City partnership, ciityaweis it quality. • Coordinate with nonprofits to schedule clean-up days; program • Create a City webpage to outline steps to organize a • Consider a"yard of the month"program. Chapter 6: Implementation 7/28/2022 DRAFT 77 343 08/23/2022 Item 6. Envision Wylie Timeline(Years) Approx. Primary Goals and Strategies 0-5 6-10 11-20 Cost Mechanis s) Goal Hi.Preserve Wylie's existing neighborhoods. Performance Measures: -Number of sidewalk repairs completed annually per capita -Number of clean-up days scheduled -Length of time to resolve code enforcement issues -Number of aesthetic improvement features installed Strategy H1a.Continue proactive code enforcement efforts and identify • • • $_$$ Code resources available to residents who may need assistance addressing enforcement; violations. City program • Continue current efforts; • Partner with volunteer organizations to assist with minor repairs and violations;and • Consider a grant to assist with larger repairs. Strategy H1 b.Develop and implement neighborhood enhancement • $ City partnership; programs and initiatives to help facilitate and improve neighborhood City website quality. update;City • Coordinate with nonprofits to schedule clean-up days; program • Create a City webpage to outline steps to organize a volunteer event;and • Consider a "yard of the month" program. Strategy H1c. Promote aesthetic improvements for existing $$ Study to identify neighborhoods to create visual appeal and foster a sense of locations; community. Capital • Evaluate opportunities for entryway features,enhanced improvements landscaping,and branding signage as capital improvements and/or HOA and/or HOA contributions,aiming for at least one project a partnerships; year;and Development • Update the sign regulations. Code update Strategy Hid. Ensure that the City's property exhibits the desired level • • • $ City of standard for property maintenance. maintenance • Continue quality maintenance of City's facilities and activity;City properties; program;City • Develop a "sponsor a highway"program;and website • Promote awareness of the City's sidewalk repair program. Goal H2.Encourage compatible infill and redevelopment in aging neighborhoods. Performance Measures: -Number of dilapidated properties and number of dilapidated properties cleared annually -Number of infill projects per year Strategy H2a. Review the Zoning Regulations to ensure compatible infill • $-$$ Development development in existing neighborhoods. Code update • Strengthen requirements(e.g.,setbacks,height)for new construction to be compatible with the neighborhood or future residential goals. 78 7/28/2022 DRAFT Chapter 6: Implementation 344 08/23/2022 Item 6. Envision Wylie Timeline(Years) Approx. Primary Goals and Strategies 0-5 6-10 11-20 Cost Mechanism(s) Strategy H2b. Investigate methods for the demolition of dilapidated • • $-$$ City program structures. • Investigate whether a land banking program would be beneficial to purchase and clear dilapidated properties to resell for desirable development. Goal H3.Incorporate amenities and design features in future developments to encourage high-quality neighborhoods. Performance Measures: -Ratio of park acreage to population -Street miles lined with trees Strategy H3a. Encourage the programming of open space with shaded • $ Development areas and trail connections in future development. Code update • Require parkland improvements(e.g.,shade,play areas);and • Require trail dedication. Strategy H3b. Identify corridors with high pedestrian traffic and provide • $$ City study; street trees in high-priority areas to increase pedestrian comfort. General fund • Conduct an inventory of street trees and plan to install street trees where not currently in place,prioritizing areas with high pedestrian traffic. Strategy H3c. Incorporate communal open space elements for an • $-$$ Development increased sense of community. Code update; • Specify the type of parks(i.e., Neighborhood or Community) Parks Master required for dedication; Plan update; • Consider whether and when Pocket Parks are appropriate; City policy and • Prioritize the inclusion of parks with amenities when considering PDs. Strategy H3d.Use the Planned Development(PD)process to • $ City policy encourage innovative residential developments. • Continue to use this process to achieve desirable development objective,such as housing variety,infill development,enhanced open space,and low-impact development. red, ^:*:''�'" yr av mm. Goal LU'f.Use the FLU map and strategies contained within this comprehensive plan when making development decisions. Performance Measures: -Percentage of approved rezonings in compliance with the Future Land Use map -Updates to the zoning ordinance and subdivision ordinance Strategy LU1a. Review and update the existing zoning ordinance and $$ Development subdivision regulations to align with this plan's recommendations. Code update • Proactively amend the zoning ordinance and subdivision ordinance and program either City staff time or third-party time to perform the update. Chapter 6: Implementation 7/28/2022 DRAFT 79 345 08/23/2022 Item 6. Envision Wylie Timeline(Years) Approx. Primary Goals and Strategies 0-5 6-10 11-20 Cost Mechanism(s) Strategy LU1 b.Consider this plan when evaluating future rezonings or • $ City policy;City development plans,with an emphasis on achieving the overall vision for Staff action the community. • Continue to reference the Comprehensive Plan's recommendations in City Staff reports for rezoning requests. Strategy LU1c.Develop a procedure,process,or policy to review when • $ City Staff action considering a proposal that is inconsistent with the plan. • Establish criteria for evaluating proposals that are not consistent with the plan. Goal LU2. Promote Wylie's sense of community identity and small-town charm. Performance Measures: -Number of enhanced entryways -Miles of designated corridors -Number of special event permits issued annually Strategy LU2a. Plan for capital improvements that contribute to the $$-$$$ Branding sense of community,such as enhanced gateways and corridor banners. strategy;Capital • Develop designs for primary and secondary entryways and improvement identify appropriate future locations; • Plan for increased landscaping and public art at existing and future entryway features;and • Plan for branded streetlight post banners. Strategy LU2b. Define the desired public and private aesthetics for • • $$$ City Staff action; Downtown, Highway,Suburban,and Rural Corridors. Capital • Define various corridor types and associated character of improvement; each(e.g., right-of-way, landscaping, building scale,site Development design,signage); Code update • Map the locations of each corridor type;and • Implement the improvements through capital improvements and regulatory controls. Strategy LU2c. Increase outdoor gathering places in Downtown and $$-$$$ City study; other destinations. capital • Consider potential locations for smaller gathering spaces in improvement Downtown; • Plan for programming to draw people(e.g.,picnic areas, interactive art,exercise amenities);and • Consider additional locations such as the area north of City Hall or south of East Fork Park. Strategy LU2d. Increase the number of community events and festivals $ Development to promote the small-town feel. Code update • Consider hosting farmers' markets or a "First Friday" event to encourage people to visit Downtown. Strategy LU2e.Commemorate the history of the two railroads that built $$-$$$ City event; Wylie's foundation. Capital • Evaluate options to commemorate its roots,such as a festival improvement and/or dedicated plaza area with related educational information and public art. 80 7/28/2022 DRAFT Chapter 6: Implementation 346 08/23/2022 Item 6. Envision Wylie Timeline(Years) Approx. Primary Goals and Strategies 0-5 6-10 11-20 Cost Mechanism(s) Strategy LU2f. Embrace Wylie's unique history by pursuing the • $-$$$ City partnership; development of a local history museum. City study • Work with local volunteers to inventory the artifacts and assets that could be displayed in a museum; • Identify potential locations;and • Consider potential sponsorship/donation opportunities. Goal LU3. Strengthen Downtown Wylie as a vibrant and welcoming destination. Performance Measures: -Number of wayfinding signs -Number of crosswalk or sidewalk improvements -Business survey owner satisfaction score -Number of active businesses in Downtown Strategy LU3a. Focus on placemaking initiatives within Downtown. • $$ Capital • Install wayfinding signage and add cross-street string lighting. improvement Strategy LU3b.Address parking issues, particularly during events,as $-$$ City study;City Downtown continues to become more active. partnership • Continue the ongoing traffic study; • Consider conducting an evaluation of the typical daily use; • Consider parking time limits if spaces are occupied for long periods;and • Continue coordination with surrounding property owners. Strategy LU3c. Implement interim and long-term pedestrian � � $$-$$$ Capital enhancements in Downtown,such as sidewalk enhancement, improvement; crosswalks,pedestrian connectivity,shade,and accessibility. City study • Continue to implement the pedestrian enhancements outlined in the Downtown Strategic Plan;and • Consider options for immediate improvements through "tactical urbanism" approaches. Strategy LU3d. Establish standards for new development in Downtown • $$ Development to preserve and expand the character of the current Downtown core Code update and adjacent areas. • Evaluate options for a form-based approach in the Downtown area. Alternatively,non-form-based approaches,such as a standalone district or overlay district,should be considered. Strategy LU3e. Evaluate opportunities to generate additional activity in $-$$ City survey;City Downtown. study • Conduct a survey of business owners to identify challenges and opportunities;and • Consider food trucks, pop-up vendors, or food halls. Strategy LU3f. Prioritize the development of a stage in Olde City Park $-$$ City partnership; for additional downtown activities and festivals. Capital • Continue to pursue the development of a stage in the park; improvement and • Consider opportunities for sponsorship from local donors and/or add the project to the capital improvements plan. Chapter 6: Implementation 7/28/2022 DRAFT 81 347 ne12z12ouo Item o Envision VVv|ie Timeline(Years) " ' PrimaryPrimaryGoals and Strategies ^""'| pp"^� | Mechanism(s)nMechanism(s)| o's 6-l0 1��8 / | | Goal LU4. Support a resilient local economy and plan for well-designed commercial development. Performance Measures: -Annual sales tax revenues 'Total number o*jobs m the City limits Strategy Lu4a. Preserve prime land fronting State Highway 7o for sales m^ 0 0 $'$$ Development ta»seneratineuses. Code update " Review the zoning map and permitted land use types. Strategy Lu4b. Re-evaluate existing parking requirements and consider m^ $'$$ Development reducing minimum parking standards*o encourage smaller parking lots Code update for commercial uses. " Review the existing parking requirements»odetermine whether parking can be reduced by-right orincertain circumstances. Strategy Lo4c. Encourage additional family-friendly entertainment 0 0 0 8_$$ Development options for Wylie residents. Code update , Ensure that family-friendly uses are allowed in appropriate locations;and . " Review the regulations for outdoor dining options. Strategy Lu*d.Consider implementing incentives and other tools u` m^ $'$$ Development help spur high quality development along wy|ie's major corridors, Code update; " mcentivze higher quality design and materials through pre- City partnership established development trade-offs(e.s, reduced landscaping required in exchange for masonry constmction); and " Continue m coordinate with vvso[m identify potential financial incentives u,encourage quality development along the citr's major corridors. Strategy Lo4e. Explore opportunities m expand the City'sdaytime � 0 0 $-$$ City partnership; population and tv increase high quality local employment opportunities Development within Wylie. Code update " Continue coordination with vvsoC»o promote flex spaces (i.e.,off icexwa rehouse facilities)and industrial developments in targeted locations by advertising available spaces;and " Ensure that zoning isin place oo support appropriate uses. Strategy Lo*[Support the efforts o[local and regional entities*o 0 0 0 $ City partnership expand local employment and business start-up opportunities. ^ Continue«,work with local partners(ee,vv|So.Collin College,vvsoC.and Chamber of Commerce)»,attract targeted industrios, identify desirable ski||seu.empower start-ups'and provide information regarding available resources. 82 7/28/2022 DRAFT Chapter6: Implementation 08/23/2022 Item 6. Envision Wylie Timeline(Years) Approx. Primary Goals and Strategies 0-5 6-10 111-20 Cost I Mechanism(s) Goal LU5. Leverage the lakefront as a unique and desirable destination. Performance Measures: -Regular communications,including meetings,with USAGE -Total acres of lakefront parks Strategy LU5a.Communicate with the U.S.Army Corps of Engineers to $ City partnership • understand potential amenities and cooperative efforts at Lake Lavon. • Continue meeting with the USACE District Commander to discuss potential cooperative efforts or expanded public use of the lake and surrounding lake. Strategy LU5b. Support implementation of the existing parks, $$$ Capital recreation,and open space plans. improvement; • Continue to pursue implementation of the plan,focusing on Park planning the identified top priorities;and study • Review the concept plans for East Fork Park and Avalon Park to determine whether preliminary master plans should be prepared. Goal LU6. Protect and conserve environmentally sensitive areas. Performance Measures: -Grant dollars received to support hazard mitigation -Acres of preserved natural greenspace and floodplain Strategy LU6a. Evaluate the existing hazard mitigation policy to ensure • Hazard that the City is adequately prepared for potential disasters. Mitigation Plan • Conduct an update to the existing hazard mitigation plan to update;City incorporate best practices and FEMA guidance;and Staff action • Continue to pursue grant funding from FEMA and TDEM. Strategy LU6b. Evaluate the existing tree preservation,protection,and $-$$ Development replacement policies for commercial and public lands. Code update; • Require replacement of certain trees when commercial sites City policy are developed;and • Apply the same policy to the City's land(including rights-of- way)to ensure that the City is leading by example. Strategy LU6c. Evaluate low-impact development(LID)provisions, • $-$$ Development floodplain development policies,and overall conservation practices. Code update; • Review the floodplain,drainage,and conservation standards; City policy • Prohibit development in the 100-year floodplain; • Consider establishing a required setback from waterways to reduce erosion and pollution; • Encourage single-loaded streets along creeks; • Update the drainage design manual to include best practices and green infrastructure approaches;and • Consider adopting the iSWM manual to allow for LID designs. Strategy LU6d. Preserve existing greenspace in strategic locations. $$ General fund • Consider strategic purchases of remaining vacant land to preserve Wylie's rural,low-density character and natural environment. Chapter 6: Implementation 7/28/2022 DRAFT 83 349 na12u12ouo Item u Envision VVv|ie Timeline(Years) Approx. Primary Goals and Strategies Cost Mechanism(s) Goal Tl. Plan for safe and efficient transportation infrastructure. Performance Measures. -Number of crashes per capita Fiscal analysis of revenue generated by new lane miles compared to the cost of construction and maintenance Strategy T1o.Continue toimplement the Thoroughfare Plan and No 0 $8-$$$ Thoroughfare evaluate as needed overtime. Plan update; , Continue u,regularly review and update the Thoroughfare Capital Plan; improvement ^ Update the Thoroughfare Plan to reflect roadways constructed since its creation; ^ Consider upgrading a segment of Eubanks Road;and ^ Consider downgrading and/or traffic calming measures for portions of Troy Road. Strategy r1b. Implement policies,rules,and regulations regarding m^ $_$$ Development access management. Code update " Require cross-access easements in future development to enable motorists oo travel between adjacent parking lots without returning tu the thoroughfare. Strategy TIc.Continually identify and prioritize intersections with high N» N» 0 $'$$$ City Staff action; crash rates that could benefit from safety improvements. Capital " Monitor crash and citation data u,identify hazardous areas, improvement specifically those with pedestrian o,bicyclist involvement; and " Consider mitigation measures u,improve safety ofidentified intersections. Strategy T1d. Prioritize street maintenance in capital improvements M� m» 0 $$$ Capital planning and promote awareness of maintenance efforts. improvement; " Continue tu invest in street maintenance; City policy " Increase transparency in planned and completed impmvem*nts/repairs;and , Maximize City-maintained lane miles and pavement width to ensure that road construction isa fiscally sustainable investment. Strategy T1e. Identify roadways in the City that do not presently have 0� $$$ City study; desired street elements. Capital " Conduct an inventory of the existing curb,gutter,and improvement sidewalk improvements u,identify areas that lack these elements;and , Plan for installation of improvements in areas where appropriate. 84 7/28/2022 [)RAFT Chapter6: Implementation 08/23/2022 Item 6. Envision Wylie Timeline(Years) Approx. Primary Goals and Strategies 0-5 6-10 i 11-20 Cost Mechanism(s) Goal T2. Promote mobility, access, and connectivity throughout the community. Performance Measures: -Miles of sidewalk,bike lanes,and off-street trails -Turnaround time for sidewalk repairs Strategy T2a. Promote walkability in new and developing • $ City neighborhoods. promotional • Promote awareness of the City's webpage tool for reporting campaign;City sidewalk issues; website updates • Evaluate options for more convenient citizen reporting of sidewalk issues;and • Improve transparency of sidewalk repair progress. Strategy T2b. Facilitate bicycle and pedestrian pathways and • • • $$-$$$ City study; connections along key corridors. Capital • Conduct a detailed sidewalk inventory to identify missing improvement connections;and • Prioritize installation in areas near schools and key destinations,and in areas where dirt paths have been worn in the grass through foot traffic. Strategy T2c. Expand the existing "hike and bike" network by • $-$$$ City partnership; connecting existing trails and key destinations,supported by City study; coordination with Collin County,surrounding cities,and the North Capital Central Texas Council of Governments. P improvement • Continue to coordinate with the County and regional entities on trail network implementation,potential funding sources, and future updates to the plan; • Identify appropriate connections between existing and planned trails and key destinations; • Plan for amenities along trails;and • Evaluate whether existing sidewalks should be widened. Strategy T2d. Plan for pedestrian and bicycle signalized crossings to • $-$$$ City study; ensure safe crossings of trails at roadways. Capital • Identify roadway crossings that could benefit from enhanced improvement pedestrian and/or bicycle crossings, particularly those that align with designated trail routes;and • Prioritize areas near schools,parks,and other key destinations. Strategy T2e. Proactively improve access and ADA-compliance • $-$$$ City study; throughout the City. Capital • Conduct an inventory to identify any areas of issue or improvement potential improvements;and • Continue progress toward implementing the City's ADA Transition Plan and evaluate opportunities for improvement. Chapter 6: Implementation 7/28/2022 DRAFT 85 351 08/23/2022 Item 6. Envision Wylie l Timeline(Years) Approx. Primary Goals and Strategies I 0-5 6-10 11-20 Cost ! Mechanism(s) Goal T3. Continue regional communications for a coordinated transportation network and efficient use of resources. Performance Measures: -Number or City Staff meetings or hours coordinating or meeting with local partners Strategy T3a.Coordinate with the local school district on transportation • • � $ City partnership system implications of proposed school facility expansion/needs. • Continue ongoing communications with WISD to identify any transportation-related issues that arise from existing or expanding facilities,and to identify the best locations for any future facilities. Strategy T3b.Coordinate with state, regional,and local entities • � � $ City partnership regarding the transportation network. • Continue coordination with regional partners(e.g.,Collin County, NCTCOG,TXDOT,neighboring cities)to evaluate opportunities for cooperation,shared resources,and potential funding sources for new construction or other network improvements. 86 7/28/2022 DRAFT Chapter 6: Implementation 352 na12u12ouo Item u Envision VVv|ie it"'' 0 f �- �- - - - - - - |- - - The Appendix is separate document that includes the community input received and notes from the meeting discussions conducted during the development of this plan. The following engagements are reflected in the Appendix' which can be obtained by contacting the City'o Planning Department: K4onday, August 19' 2021 CPAC Kickoff Monday, September 13' 2O21 Community Open House #1 (}n|ine: Sept. 3-Sept. 19) Tuesday, October 12' 2O21 Joint Workshop: Input Review and Goals Thursday, November 11' 2021 CPAC: Housing, Special Planning Areas' Land Use Categories Thursday, January 13' 2021 CP4C: Future Land Use, Transportation Thursday, February 3'17' 2O32 CPAC Survey: Detailed Strategies Online Survey Thursday, March 3' 2022 - CPAC: Review and Discuss Detailed Strategies Thursday, March 31' 2022 Community Open House #2 (Online: March 21+\pri| 10 Thursday, May 19' 2022 CPAC: Input Review' Finalize Plan Tuesday' June 14' 2022 Joint Workshop Thursday, July 7' 2022 CPAC: Refine Plan Tuesday, July 26' 2022 City Council Public Hearing Tuesday, August2' 2022 Planning &Zoning Commission Public Hearing Tuesday' August 23, 2022 City Council Public Hearing Appendix: Community Input 7/28/2022 DRAFT 87 08/23/2022 Item 7. Wylie City Council CITY OF AGENDA REPORT Department: Purchasing Account Code: 471-5471-58570 Prepared By: Glenna Hayes Subject Consider, and act upon, the award of a professional services project order (PSPO) #W2022-107-E for Park Boulevard Improvements from Country Club Road to Parker Road (FM 2514) to Teague Nall & Perkins, Inc. in the amount of $1,096,740.00; and authorizing the City Manager to execute any necessary documents. Recommendation otion to approve Item as presented. Discussion In reviewing the relationship between the development in and around Wylie and traffic congestion, staff is recommending improvements to Park Boulevard by linking together the proposed 4-lane design of McMillen Drive through to the proposed Collin County extension of Park Boulevard east of Parker Road. These improvements will assist with mobility, traffic congestion, safety, and pedestrian circulation in an important connector corridor. In support of this project, the Wylie City Council approved a 2021 Bond Program that outlined funding for improvements to Park Boulevard from Country Club Road (FM 1378) to Parker Road (FM 2514). Staff completed a project qualification request with the five (5)engineering firms who were awarded a Master Agreement for Professional and Engineering Services (MAPES). Staff received four(4)responses and one(1)decline due to workload; and ranked each firm according to the stated criteria. Staff ranked Teague Nall & Perkins, Inc. (TNP) as the most qualified firm, requested, and received a proposal for design, right of way, bidding and construction phase services in the amount of$1,096,740.00. Since a portion of this project lies within the responsibility of Collin County, staff is working with the County on developing an ILA (Interlocal Agreement) for the County's portion of Park Boulevard from Westgate Way to Parker Road. The proposed ILA will require the County to reimburse approximately $197,000 of the total $1,096,740 proposed fee, and once completed will be submitted to City Council for approval. Staff recommends the award of this PSPO to Teague Nall & Perkins, Inc. as the most qualified firm to provide professional engineering and design services for Park Boulevard Improvements from Country Club Road to Parker Road (FM2514). This PSPO is issued under Master Agreement for Professional and Engineering Services (MAPES) #W2021-8-E. Staff has determined Teague Nall & Perkins, Inc. to be the most qualified firm for this project in Category H — New Roadway Construction, in accordance with Government Code 2254. 354 08/23/2022 Item 7. CI-Y OF YLI CITY COUNCIL AGENDA SUMMARY 8/23/2022 PROFESSIONAL SERVICES PROJECT ORDER(PSPO) BETWEEN THE CITY OF WYLIE and TEAGUE NALL&PERKINS, INC. PARK BOULEBARD IMPROVEMENTS FROM COUNTRY CLUB ROAD TO PARKER ROAD(FM2514) W2022-107-E Project Description: Firm will provide professional engineering services to design two of the three ultimate Park Boulevard eastbound lanes from Country Club Road to Parker Road. The project includes paving, bridge design, lighting, traffic signal, a trail, sidewalk, and storm sewer improvements. The paving of the eastbound lanes includes approximately 6,900 linear feet of 25-foot (back of curb to back of curb) designed to accommodate a future third lane as part of a 6-lane divided section. The storm sewer improvements include the addition of inlets along the eastbound lanes and connection to the existing storm sewer system. This project includes analysis of the existing storm drain system to verify capacity based on current design standards. The project also includes replacement of concrete panels within the existing Park Boulevard lanes as well as bid and construction phase services. Tasks for this project include: Topographic and Boundary Survey Roadway Design (30%, 60%, 90%and 100%completion) Right-of-Way and/or Easement Exhibits Hydrology and Hydraulics Modeling Structural Bridge Design Retaining Wall Structural Design Lighting Design Bid Phase Services Construction Administration S.U.E. Quality Level B and Level A Utility Test Hole Traffic Signal Warranty Studies Traffic Signal Design Public Involvement Geotechnical Design Services Environmental Services TDLR Plan Review and Inspection Estimated completion time for this project is 290 consecutive business days. 355 08/23/2022 Item 8. Wylie City Council CITY OF AGENDA REPORT Department: Engineering Account Code: Prepared By: Tim Porter Subject Consider, and act upon, Resolution No. 2022-25(R) authorizing the City Manager of the City of Wylie, Texas, to execute an Interlocal Agreement between Collin County and the City of Wylie, Texas concerning the design and construction of Park oulevard from Country Club Road to Parker Road. Recommendation otion to approve Item as presented. Discussion On the agenda for your consideration is a design contract for Park Boulevard, from Country Club Road to Parker Road. Staff believes this is an important connector corridor and that improving the roadway will increase mobility, reduce traffic congestion, emphasize safety, and promote pedestrian activity. Design of this road is ready to begin; however, a portion of Park Boulevard from Westgate Way to Parker Road lies outside of the responsibility of the City of Wylie. To make design and construction more efficient,Collin County staff requested that the City include this portion of the roadway, as a part of the City project from Country Club Road to Westgate Way, and combine them into a single project.The result would provide a continuous 4-lane concrete roadway from Country Club Road to Parker Road and would connect McMillen Road to the County proposed Park Boulevard extension east of Parker Road. To accomplish the combined project, staff has been working with the County on the attached Interlocal Agreement (ILA). Within the document,the County agrees to fund$197,008 of the total$1,096,740 proposed design fees as well as$1,181,546 of the estimated $7,976,000 total construction costs. Although the County portion accounts for thirty-two percent(32%) of the overall project length, due to the bridge section and several intersections on the City portion, the amount owed by the County for this project percentage-wise is considerably less. Staff recommends approval of this item based on approval of the Park Boulevard design contract, also in this Agenda packet. 356 08/23/2022 Item 8. RESOLUTION NO. 2022-25(R) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WYLIE, TEXAS, HEREBY AUTHORIZING THE CITY MANAGER OF THE CITY OF WYLIE, TEXAS, TO EXECUTE THE INTERLOCAL AGREEMENT BETWEEN COLLIN COUNTY AND THE CITY OF WYLIE, TEXAS CONCERNING THE DESIGN AND CONSTRUCTION OF PARK BOULEVARD FROM COUNTRY CLUB ROAD TO PARKER ROAD. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WYLIE, TEXAS: SECTION 1: The City Manager of the City of Wylie, Texas, is hereby authorized to execute, on behalf of the City Council of the City of Wylie, Texas, the Interlocal Agreement between Collin County and the City of Wylie concerning design and construction of Park Boulevard from Country Club Road to Parker Road. SECTION 2: This Resolution shall take effect immediately upon its passage. DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas, this 23th day of August, 2022. Matthew Porter,Mayor ATTEST TO: Stephanie Storm, City Secretary Resolution No.2022-25(R)ILA with Collin County for Park Boulevard from Country Club to Parker Road Page 1 of 2 357 08/23/2022 Item 8. EXHIBIT "A" Interlocal Agreement Resolution No.2022-25(R)ILA with Collin County for Park Boulevard from Country Club to Parker Road Page 2 of 2 358 08/23/2022 Item 8. INTERLOCAL AGREEMENT BETWEEN COLLIN COUNTY AND THE CITY OF WYLIE CONCERNING PARK BOULEVARD(FM 1378 to FM 2514) NEW 2007 BOND PROJECT#RI070075 WHEREAS,the County of Collin, Texas ("County") and the City of Wylie, Texas ("City") desire to enter into this agreement("Agreement")concerning the Park Boulevard("Project")in Wylie,Collin County,Texas;and WHEREAS,the Interlocal Cooperation Act(Texas Government Code Chapter 791)authorizes any local government to contract with one or more local governments to perform governmental functions and services under the terms of the Act;and WHEREAS,the City and County have determined that the improvements may be constructed most economically by implementing this Agreement; and WHEREAS,the County desires the City to design and construct Park Boulevard to a 4-lane section from FM 1378 to FM 2514,and; WHEREAS,the County portion of the subject project from Westgate Way to FM 2514 is approximately 32%of the total length of the roadway improvements,and; NOW,THEREFORE,this Agreement is made and entered into by the County and the City upon and for the mutual consideration stated herein. WITNESSETH: ARTICLE I. The City shall arrange to design the Project.The Project shall consist of the design of 2 concrete lanes of an ultimate 4-lane divided arterial from FM 1378(Country Club Road)to Parker Road(FM 2514).Included in design is roadway paving,2-lane eastbound bridge,hydraulic modeling of Muddy Creek,Letter of Map Amendment(LOMR) from FEMA,roadway lighting, environmental services,right-of-way services, and additional signals as indicated by warrant analysis of the corridor. All improvements shall be designed to meet or exceed the City's roadway design standards and criteria and shall be constructed in accordance with the plans and specifications approved by the City. Based on jurisdiction boundaries,the County portion of this project includes all improvements east of Westgate Way, to the project east termination at FM 2514. ARTICLE II. The City shall prepare plans and specifications for the improvements, accept bids and award a contract to construct the improvements and administer the construction contract. In all such activities,the City shall comply with all statutory requirements applicable to a municipal public work project. The City shall provide the County with a copy of the executed design and construction contract(s) for the Project. Changes to the Project,other than what was submitted for the initial project ranking or which alter the initial funding set forth in Article IV,must be reviewed and approved by the County. ARTICLE III. The City shall also acquire real property in the vicinity of the improvements within City limits for use as right-of-way or easements in connection with the Project. The County will be responsible for acquisition of any real property located outside of the City limits. The City shall provide the County with metes and bounds descriptions and appraisals for tracts as required to complete the project. Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 1 359 08/23/2022 Item 8. ARTICLE IV. The City estimates the total actual cost of the Project to be Nine Million, Seventy-Two Thousand, Four Hundred and Fifty dollars ($9,072,450) ("Estimated Project Cost"). The County agrees to participate in the Project by allocating One-Million,Three Hundred Seventy-Eight,Five Hundred Fifty-Four dollars($1,378,554)(the"County Participation Amount") to the performance of the Project. The County shall remit One Hundred Ninety-Seven Thousand and Eight dollars ($197,008) of the County Participation Amount to the City within thirty(30) days after the City issues a Notice to Proceed to the design engineer and the City submits a written request for payment to the County. The County shall remit the remaining portion of the County Participation Amount to the City within thirty (30) days after the City receives bids for the construction of the Project and the City submits a written request for payment to the County. The County Commissioners Court may revise this payment schedule based on the progress of the Project. If the payment schedule is revised and that revision results in the City facing the potential of incurring an unfunded debt in violation of the Texas Constitution the City,in its sole discretion,shall be free from any obligation or commitment to continue working on or complete the Project until the next installment of the County Participation Amount is paid to City. If the actual cost to design and construct the Project(collectively the"Actual Project Cost")is less than the Estimated Project Cost, then the City shall reimburse to the County an amount equal to the difference between the Estimated Project Cost and the Actual Project Cost such that the county has only contributed thirty-two percent(32%) of the Actual Project Cost. The City shall remit any such reimbursement to the County following City's final acceptance of the Project and along with an itemized final accounting of expenditures for the Project. As used herein, the terms "Estimated Project Cost" and "Actual Project Cost" may include land acquisition, engineering, construction, inspection,testing, street lighting,and construction administration costs including contingencies. ARTICLE V. The County's participation in the Project shall not exceed One-Million,Three Hundred Seventy-Eight,Five Hundred Fifty-Four dollars($1,378,554). ARTICLE VI. The City shall install a project sign identifying the Project as being partially funded by the Collin County 2007 Bond Program. The City shall also provide quarterly progress reports throughout the Project as well as before, during and after photos during the construction process, in electronic format or via US mail to the Collin County Engineering Department. Following completion of the Project, the City shall provide an itemized final accounting of expenditures for the Project. ARTICLE VII. The City and County agree that the party paying for the performance of governmental functions or services shall make those payments only from current revenues legally available to the paying party. ARTICLE VIII. INDEMNIFICATION. TO THE EXTENT ALLOWED BY LAW, EACH PARTY AGREES TO RELEASE, DEFEND, INDEMNIFY, AND HOLD HARMLESS THE OTHER (AND ITS OFFICERS, AGENTS, AND EMPLOYEES) FROM AND AGAINST ALL CLAIMS OR CAUSES OF ACTION FOR INJURIES (INCLUDING DEATH), PROPERTY DAMAGES (INCLUDING LOSS OF USE), AND ANY OTHER LOSSES, DEMANDS, SUITS, JUDGMENTS AND COSTS, INCLUDING REASONABLE ATTORNEYS' FEES AND EXPENSES, IN ANY WAY ARISING OUT OF, RELATED TO, OR RESULTING FROM ITS PERFORMANCE UNDER THIS AGREEMENT, OR CAUSED BY ITS NEGLIGENT ACTS OR OMISSIONS (OR THOSE OF ITS RESPECTIVE OFFICERS, AGENTS, EMPLOYEES, OR ANY OTHER THIRD PARTIES FOR WHOM IT IS LEGALLY RESPONSIBLE) IN CONNECTION WITH PERFORMING THIS AGREEMENT. Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 2 360 08/23/2022 Item 8. ARTICLE IX. VENUE. The laws of the State of Texas shall govern the interpretation, validity, performance and enforcement of this Agreement. The parties agree that this Agreement is performable in Collin County, Texas and that exclusive venue shall ie in Collin County,Texas. ARTICLE X. SEVERABILITY. The provisions of this Agreement are severable. If any paragraph, section, subdivision, sentence,clause,or phrase of this Agreement is for any reason held by a court of competent jurisdiction to be contrary to law or contrary to any rule or regulation having the force and effect of the law, the remaining portions of the Agreement shall be enforced as if the invalid provision had never been included. ARTICLE XI. ENTIRE AGREEMENT. This Agreement embodies the entire agreement between the parties and may only be modified in a writing executed by both parties. ARTICLE XII. SUCCESSORS AND ASSIGNS. This Agreement shall be binding upon the parties hereto,their successors, heirs,personal representatives and assigns. Neither party will assign or transfer an interest in this Agreement without the written consent of the other party. ARTICLE XIII. IMMUNITY. It is expressly understood and agreed that, in the execution of this Agreement, neither party waives, nor shall be deemed hereby to have waived any immunity or defense that would otherwise be available to it against claims arising in the exercise of governmental powers and functions. By entering into this Agreement, the parties do not create any obligations,express or implied,other that those set forth herein,and this Agreement shall not create any rights in parties not signatories hereto. ARTICLE XIV. EXPENSES FOR ENFORCEMENT. In the event either Party hereto is required to employ an attorney to enforce the provisions of this Agreement or is required to commence legal proceedings to enforce the provisions hereof, the prevailing Party shall be entitled to recover from the other, reasonable attorney's fees and court costs incurred in connection with such enforcement,including collection. ARTICLE XV. FORCE MAJEURE. No party shall be liable or responsible to the other party, nor be deemed to have defaulted under or breached this Agreement, for any failure or delay in fulfilling or performing any term of this Agreement,when and to the extent such failure or delay is caused by or results from acts beyond the affected party's reasonable control,including,without limitation:acts of God;flood,fire or explosion;war,invasion,riot or other civil unrest; actions, embargoes or blockades in effect on or after the date of this Agreement; or national or regional emergency (each of the foregoing, a "Force Majeure Event"). A party whose performance is affected by a Force Majeure Event shall give notice to the other party, stating the period of time the occurrence is expected to continue and shall use diligent efforts to end the failure or delay and minimize the effects of such Force Majeure Event. ARTICLE XVI. TERM. This Agreement shall be effective upon execution by both parties and shall continue in effect annually until final acceptance of the Project. This Agreement shall automatically renew annually during this period. [Signature page follows.] Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 3 361 08/23/2022 Item 8. APPROVED AS TO FORM: COUNTY OF COLLIN,TEXAS By: By: Name: Name: Chris Hill Title: Title: County Judge Date: Date: Executed on this day of , 20 ,by the County of Collin, pursuant to Commissioners' Court Order No. ATTEST: CITY OF WYLIE,TEXAS By: By: Name: Stephanie Storm Name: Brent Parker Title: City Secretary Title: City Manager Date: Date: Executed on behalf of the City of Wylie pursuant to City Council Resolution No. APPROVED AS TO FORM: By: Name: Title: City Attorney Date: Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 4 362 08/23/2022 Item 8. EXHIBIT A ENGINEERING DESIGN SCOPE AND PROJECT CONSTRUCTION ESTIMATES PROJECT DESIGN COMPENSATION SUMMARY FOR PARK BLVD IMPROVEMENTS FROM COUNTRY CLUB ROAD TO PARKER ROAD CITY VS.COUNTY Task Total Fee City Portion County Portion Task 1 Basic-Topographic and Boundary Survey $69,500.00 $47,260.00 $22,240.00 Task 2 Basic-Conceptual Roadway Design(30%) $106,500.00 $72,420.00 $34,080.00 Task 3 Basic-Preliminary Roadway Design(60%) $133,000.00 $90,440.00 $42,560.00 Task 4 Basic-Pre-Final Roadway Design(90%) $82,200.00 $55,896.00 $26,304.00 Task 5 Basic- Final Roadway Design(100%0) $58,000.00 $39,440.00 $18,560.00 Task 6 Basic- Hydrology and Hydraulics Modeling $84,000.00 $84,000.00 $0.00 Task 7 Basic-Structural Bridge Design $76,700.00 $76,700.00 $0.00 Task 8 Basic-Retaining Wall Structural Design $34,300.00 $34,300.00 $0.00 Task 9 Basic-Lighting Design $23,300.00 $15,844.00 $7,456.00 Task 10 Basic-Bid Phase Services $8,800.00 $5,984.00 $2,816.00 Task 11 Basic-Construction Administration $33,200.00 $22,576.00 $10,624.00 Task 12 Special-S.U.E. Quality Level B $13,520.00 $13,520.00 $0.00 Task 13 Special-S.U.E. Quality Level A $11,750.00 $11,750.00 $0.00 Task 14 Special-Traffic Signal Warrant Studies $16,800.00 $16,800.00 $0.00 Task 15 Special-Traffic Signal Design $84,300.00 $84,300.00 $0.00 Task 16 Special-Public Involvement $21,200.00 $21,200.00 $0.00 Task 17 Special Geotechnical Design Services $52,600.00 $35,768.00 $16,832.00 Task 18 Special-Environmental Services $26,400.00 $26,400.00 $0.00 Task 19 Special-TDLR Plan Review and Inspection $1,850.00 $1,258.00 $592.00 Task 20 Special-Right-of-Way and/or Easement Exhibits $32,000.00 $24,000.00 $8,000.00 Task 21 Special-Right-of-Way Services $105,120.00 $105,120.00 $0.00 Direct Expenses $21,700.00 $14,756.00 $6,944.00 TOTALS $1,096,740.00 $899,732.00 $197,008.00 Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 5 363 08/23/2022 Item 8. PROJECT CONSTRUCTION Opinion of Probable Construction Cost teague nail & perkins Client:City of Wylie Date: August 1,2022 300 Country Club Rd Prepared By: JR Wylie,TX 75098 Checked By: JP Project:Park Blvd Improvements from Country Club Road to Parker Rd Title.Park Blvd Improvements Prelim'nary Estimate No. Item Description Quantity Unit Unit Cost Item Cost City Of Wylie Portion General 1 Mobilization S Mahe Ill$t$5%I 2 EA $700.00 3 Erosion Cantroll I LS Paving Improvements SADO Cl $20.00 5160,000.00 2 Borrow Delivered(Assumed 10N 800 CY 530.00 $2.4,000.00 SO SY SFS 00 $/.50.00 4 Sashes,ShreWS trues Clue Grub end Dispose 70 STA $1,800.00 SI 26,000.00 5 Subgrsde Mrs Lore 14,972 SY 05.00 074,880.00 238 TON $28,0.00 S66,584.00 13,956 SY 575,00 8 6"Monolithic Curb 9,882 IF $3.00 4,516 SY 060-.00 1270,060.00 Water and Sanitary Sewer Improvements 200 LF S100.00 $20,000.00 2 6"DR 18 PVC Water Main SO if 575.00 02,150.00 3 12 Gels Vane 4 EA 4 6'Gate Vs Se 4 EA 4 FA I Ton 4 FA 200 LE 880.00 st 6,000.00 4 EA 10 Trench Safety .450 LP S:100 01,300.00 Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 6 364 08/23/2022 Item 8. Opinion of Probable Construction Cost I tengue noU & perkins Client:City of Wylie Date: August 1,2022 300 Country Club Rd Prepared By: JR Wylie,TX 75098 Checked By: JP Project:Park Blvd Improvements from Country Club Road to Parker Rd Title:Park Blvd Improvements-Preliminary Estimate No Item Description Quantity Unit Unit Cost Item Cost Storm Sewer Improvements 885 $10.00 $97,350 00 2 Stoirm Sewer 24"RCP Class 11111 Furnish and Install 160 LF 3 Storm Sewer 30"RCP Class 11111 Furnish and Install 205 LF 5 FA 35.500.00 $22.500.00 5 Curt Inlet 151 Recessed Construct 4 EA $7,200.00 $28,800.00 6 Curt Inlet 20"Recessed Construct I FA 4 EA 8 Fleadwalll 2 EA 9 Trench Safely Signal Improvements 1 Doll Shaft(TREF 09 Poll)(36 in) 42 L5 2 COMM(PVC))SCH 40)(2 in) 120 IF 3 Condt(Pi/C)(SCH 40)(3 in) 100 IF 4 Condt iPECESCP 40))4 in) 125 IF $20.00 33,000.00 5 Co St(PVCESCH 40)(4 mr*Bere) 175 IF $34.00 35,25E00 6 Dec Conde(NO 6)Bare 400 IF 7 SOP(Opticem) 3 EA 8 Coaxial Cable 500 LF g Tray Cable(4 CONDOS)(12 AWO) 800 IF 5 CA 11 Flo Sip Ty 120(240 asa iNS)AI(F))PS(U) I EA 12 Install Hwy Tr(fog(Isolated) I EA Veh Sig Sec(121n)LED Wiwi 5 EA 14 Voh Sig Sec(12 ir)LED igm eon) I EA 15 Veh Gig Sec(12 in)LED(ye) s EA $408,00 $2,04 00 16 Vol Shg Sec(12 in)LED(ye arw) 0 EA 17 Lich Sig Sec(12 in)LED iredl 5 EA 18 Veh Sig Sec(12 in)LED(red arw) 2 Ex 9 Ped Sig Sec(LED)(Countdown) 6 FA 20 Black Plate(12 in)(3Sec)(Vented)Alum 6 00 $186.00 31,116.00 21 Black Plate(12 In)(4 Sec&ented)Aium 2 EA 22 TEL Sig Chl(Ty Ati14 Awg)(5 Corot) 100 LF 31.84 23 TO/Sig Cbl(Ty A)E14 Awg)(7 Condi-) 500 If 24 Tr(Sig CH(Ty)(14 Awy)(16 CondD 500 IF 25 Tr(Sig Cbl(Ty C)(12 Awg)(2 Condr) 500 IF 22 $660 00 26 Ins T60 PlamtS)1 ARM On(1)Lunt 3 EA 27 Ped Polo Assembly I FA 4 EA 2$ Ped Detect Push Button(APS) 6 FA Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 7 365 08/23/2022 Item 8. Opinion of Probable Construction Cost wtnp teague nail & perkins Client:City of Wylie Date: August 1,2022 300 Country Club Rd Prepared By: JR Wylie,TX 75098 Checked By: JP Project:Park Blvd Improvements from Country Club Road to Parker Rd Title:Park Blvd Improvements-Preliminary Estimate No, Item Description Quantity Unit Unit Cost Item Cost 30 Video Imaging and RAD Veh Detection Sys 5 EA $12,000.00 372,000,00 31 Backplete 41.6IRef Brdr(3 Ser.)(Vent)fAlum) 5 EA $150.00 $750.00 32 Backplate W'Ref Brdr(5 Secl)Venl){Alum) 1 EA $200.00 $200.00 33 Pedestrian Flashing Beacon 2 EA 35,000.00 $10,000.00 34 Cabinet Foundation,Furnish&Ilnste r 1 EA 32,000,00 $2,000.00 35 Cabinet,Base Mt(Install) t EA 35,500.00 $5,500,00 35 CnnduoI under new pavamenUmedoen cuts I LS $15,000.00 $15,000,00 ..... ..:..,Tt l EB Park Blvd Bridge Improvements 1 Bridge Decking,Abutments,and Drill shafts t $7,390,500 00 $1,390,000.00 2 Bridge Excavation 2,000 CY $25.00 $50,000,00 3 Bridge Embankment 18,000 CY $35,00 5630,000,00 4 Guard fall 780.0 IF $40.00 $31,200.00 5 Riprap(Cons)(CI 8)(4 In) 110.0 CY $330.00 $36,300.00 6 MSE Retaining Wall 2000,0 OF $54.00 S108,000,00 `�==,E��r �.ti7 r W�aenls�ui+b aati#1 .iltl Landscaping 1 (Furnish&Place Saddvrg for Disturbed Areas Within Right-of-Way I 10,500 I so I $1 o,0al St 05,000.00 Environmental Permitting/Mitigation 1 I Environmental permitting/mitigation casts far potential impacts at new bridge I 1 I L$ I S15,000.001 315,000.00 :t=�0i018t8foell ii?et6 i"`n"lM i0"t+an., ,`'010060,55 Paving-[napreveyrlents 't>55450iA:60P 't, aterafV$6ml1u4y$e?.rer..ifppoegem +4s.:;?>:s= :: ''$00 800 43 t Notes .. ;.'$10185$$.YYe0tkppf'i 08180n .. $ 3610303 t.Assumes no storm drain trunk line necessary west of badge.(already provided by previous project). 444ei ill*04.8Btst1dtttityC,zlob&patter}pgd if necessary.Add±$350.000 :':d3tteredt'ebs),. ,8811.433 2.25%contingency is being used due in the impacts of rapidly rising prices far fuel,steer,PVC,concrete, '.;=.0$Fatk$t d`Sidg IpttltdYi'plrtents $,.$$.)5f1d}.it k and lumber due to unprecedented supply chain disruptions Pam pandemic and severe weather. `. Laptls+lzin9. ,. *00000000 $ahrbmr t iParMt*$ l lilp511640 .. :' t6000 "";:Project 5ubffo1a1. t stullu'oq Cumin +byt25 a6Pse 0t:Sa ` i�3 $i ;u41800 Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 8 366 08/23/2022 Item 8. Opinion of Probable Construction Cost „ tnP teague nail & perkins Client:City of Wylie Date: August 1,2022 300 Country Club Rd Prepared By: JR Wylie,TX 75098 Checked By: JP Project:Park Blvd Improvements from Country Club Road to Parker Rd Title:Park Blvd Improvements-Preliminary Estimate No, I Item Description Quantity Unit Unit Cost Item Cost Collin County Portion No. I Item Description Quantity Unit Unit Cost Item Cost General 1 Mon lizelMn&Moue In i©5%p 1 LS, $50,000.00 $50,050.00 2 Erosion Cnntr©� I LS $22,500.00 $22,500.00 3 Traffic Control(Includes Temiporary pavement shadng,temporary walls,etc.) I LS, $10,500.00 $110,500.00 Paving Improvements 1 Hnclaasfied Excavation(Roadway) 2,000 CY $26.00 $60,000.00 2 Subgrade Mix Lime 7,004 5Y $5,00 $34,020.00 3 Hydrated Lime 125,, TON $280.00, $25,308,00 4 Street Pavung a"4000 PSI Class P1 Construct 6,559 SY $75.00 $491,925.00 5 6"Monolithic.Curb 3,953 LE $3.00 $n 1,859,00 5 Concrete Trail(10'wide) 2,153 SY $66.00, $129,180.00 7 Curt Ramps I EA $2,500.00 32,500.00 Storm Sewer Improvements 1 Sterns Sewer 21"RCP Class ill Furnfiso and install 265 LE $110.00 $29,150.00 2 Curt Inlet 10'Recessed Construct 5 EA $5,500.00 $27,500.00 3 Trench Safety 265 LF $3.00 $795.00 Sto 5':':er(3m r. ssan3o Ju4r-Ietet.. 07;145 Otl Landscaping 1 (Furnish&Place Sodding for Disturbed Areas Within Right 01-W ay I 3,900 I SY I S16.001 $39,.000,00 Notes t c all mprosa tS "':'; 2MJttaf3 1,25°h cord rigencp is being u¢;ed due to the impacts of rapldty dsung prices Far fuel,steal,PVC,ceaerete, ;'`P$NON14 A # arnd Iumsbar duo to unprecedented supply chain disroptuInns iromm paodomic and sev5ro woathof. ",std51Yl3 1 Ilpt)5$Gkull lta '. .. "$f;4�45.fiilt E No Design Completed ,',p4ttt`Sub4 ❑ Prelfvmdnary Design es r =' itat�tJa,ttu�y S ,Qf 7izl suu#-i"8t�1) `Ta2'wOr3n95 ❑ Final Design ': Tvta$j4"falapPirurtl*a1 ,,, ,,, 'i i,'lt31:54tt1#6 PROJECT TOTAL CR and County $7,975,771.251 Interlocal Agreement between Collin County and the City of Wylie for Park Boulevard (2007 Bond Project#RI070075) Page 9 367 08/23/2022 Item 9. Wylie City Council CITY OF AGENDA REPORT Department: City Secretary Account Code: Prepared By: Stephanie Storm Subject Consider,and act upon,the acceptance of the resignation of Lowell Davis and appointment of Michael Innella as a new board ember to the City of Wylie Construction Code Board to fill the term of August 2022 to June 30,2023. Recommendation Motion to approve Item as presented. Discussion Regular board member Lowell Davis of the Construction Code Board has relocated, leaving a vacancy on this board. Staff reached out to the first alternate, Michael Sutera, and after failing to reach him staff reached out to alternate two, Michael Innella. Mr. Innella is willing to serve for the remainder of the term. Mr. Sutera did reach out at a later date and was advised another alternate had already been contacted,but that staff would reach out to him should another vacancy occur. 368 08/23/2022 Item 9. Wylie City Council CITY OF AGENDA REPORT Department: City Secretary Account Code: Prepared By: Stephanie Storm Subject Consider,and act upon,approval of August 24,2021 Regular Wylie Parks and Recreation Facilities Development Corporation (4B)meeting minutes. Recommendation Motion to approve Item as presented. Discussion The minutes are attached for your consideration. 369 08/23/2022 Item 1. Wylie Parks and Recreation 4B Board Regular Meeting Minutes August 24, 2021 —6:00 PM CITY Council Chambers - 300 Country Club Road,Building#100,Wylie, Texas 75098 CALL TO ORDER Chair Porter called the Parks & Recreation Facilities Development Corporation (4B) to order at 9:24 p.m. The following members were present: Matthew Porter,Timothy T.Wallis,David R.Duke, Scott Williams, Scott Hevel, and Brian Willeford. Emmett Jones was absent. REGULAR AGENDA 1. Consider, and act upon, approval of August 25, 2020 Regular Wylie Parks and Recreation Facilities Development Corporation (4B)meeting minutes. Board Action A motion was made by board member Williams, seconded by board member Duke,to approve Item 1 as presented. A vote was taken and the motion passed 6-0 with board member Jones absent. 2. Consider, and act upon, approval of the FY 2021-2022 4B Budget and authorize expenditures for the FY 2021-2022 Community Services Facilities Capital Improvement Plan. Staff Comments Finance Director Beard addressed the board stating the activities of the 4B Corporation are accounted for in two fund types: 4B Sales Tax Revenue Fund and the 4B Debt Service Fund. The 4B Sales Tax Revenue includes departments for the Brown House, Senior Activities, Recreation.Center, Stonehaven House, a portion of Parks and also Combined Services. The proposed revenues for the FY 2021-2022 budget year are $4,361,416. Proposed expenditures of$4,114,986 include a reclass of a part-time GSS position to full time,the replacement of Valentine Park Playground,Founders Softball Infield Replacement Fields C and D, Irrigation pump for Founders Softball, a replacement Utility tractor as well as other equipment. $120,000 is also budgeted for Stonehaven House Phase I. A very healthy fund balance of$4,814,956 is projected and the fund balance policy requirement is 25 percent of budgeted sales tax revenue which is equal to $910,860. The 4B Debt Service Fund will make bond payments of principal and interest for FY 2021-2022 totaling$383,625 which is supported by a transfer from the 4B Sales Tax Revenue Fund. The current outstanding principal debt for the 4B fund is$1,460,000 which will be completely paid off in FY 2025. Board Comments Board member Williams asked what the debt service is from. Beard replied it is for the portion of the land the Recreation Center was constructed on. Board Action A motion was made by board member Williams, seconded by board member Duke,to approve Item 2 as presented. A vote was taken and the motion passed 6-0 with board member Jones absent. Page 11 370 08/23/2022 Item 9. ADJOURNMENT A motion was made by board member Bevel, seconded by board member Willeford, to adjourn the 4B Board meeting at 9:31 p.m. A vote was taken and the motion passed 6-0 with board member Jones absent. Matthew Porter, Chair ATTEST: Stephanie Storm, City Secretary Page 12 371 08/23/2022 Item 2. Wylie City Council CITY OF AGENDA REPORT Department: City Secretary Account Code: Prepared By: Stephanie Storm Subject Consider, and act upon, the appointment and/or reappointment of the Wylie Parks and Recreation Facilities Development Corporation(4B) Officers and appoint a Chair and Vice Chairman from its board members for a term beginning January 1, 2023 and ending December 31,2024. Recommendation A motion to appoint as Chairman and as Vice Chairman; and Brent Parker as President; Renae 011ie as Vice-President;Melissa Beard as Treasurer,and Stephanie Storm as Secretary of the Wylie Parks and Recreation Facilities Development Corporation(4B) for a term beginning January 1,2023 and ending December 31, 2024. (2-year term). Discussion Article II, Section 1. (d) states; "The Corporation Board will choose from among its members a Chairman of the Board and a Vice Chairman of the Board. The Chairman will preside at all board meetings and the Vice Chairman will serve in the absence of the Chairman." Currently,Mayor Matthew Porter serve as Chair and Emmett Jones serves as Vice Chair. Article III, Section 1. (a) The amended states that the officers of the Corporation shall appoint a president, a vice president, a secretary and a treasurer and such other officers as the Board may from time to time elect or appoint. One person may hold more than one office, except that the President shall not hold the office of Vice President or Secretary. Terms of the office shall be two years with the right of an officer to be reappointed. Section 2 of Article III explains the duties of the officers and designates that the president shall be the chief operating executive officer of the corporation, and subject to the authority of the Board,the president shall be in general charge of the properties and affairs of the corporation and execute all contracts,conveyances,franchises,bonds,deeds,assignments,mortgages,notes and other instruments in the name of the Corporation. The City Manager of the City of Wylie shall be President. Section 3 designates the Assistant City Manager as the first Vice President. Section 4 designates the Finance Director as Treasurer. Section 5 designates the City Secretary as the Secretary. Current officers serving are: Brent Parker,President(Chris Hoisted was appointed President until December 2022; however, with the appointment of City Manager Brent Parker, he is currently serving as the President); Renae 011ie, Vice President; Melissa Beard,Treasurer, and Stephanie Storm, Secretary. Pursuant to this article, the board should appoint all officers for a 2-year term. A copy of the 4B Bylaws and amendments thereto are attached for your review. 372 08/23/2022 Item 2. All new appointments will begin January 1, 2022 and end December 31, 2024. Current Wylie Parks and Recreation 4B Board members include: Brian Willeford,Emmett Jones, Scott Hevel,Mayor Matthew Porter, Councilman Scott Williams, Councilman David R. Duke, and Councilman Toby Wallis. 373 08/23/2022 Item 2. BYLAWS OF WYLIE PARK AND RECREATION FACILITIES DEVELOPMENT CORPORATION ARTICLE I PURPOSE AND POWER Section 1. Purpose. The Corporation is incorporated for the purposes set forth in Article Four if its Articles of Incorporation, the same to be accomplished on behalf of the City of Wylie, Texas (the 'City') as its duly constituted authority and instrumentality in accordance with the Development Corporation Act of 1979, as amended, Article 5190.6, Vernon's Ann. Civ. St., as amended, (the 'Act'), and other applicable laws. Section 2. Powers. In the fulfillment of its corporate purpose, the Corporation shall be governed by Section 4B of the Act, and shall have all powers set forth and conferred in its Articles of Incorporation, in the Act, and in other applicable law, subject to the limitations prescribed therein and herein and to the provisions thereof and hereof. ARTICLE II BOARD OF DIRECTORS • Section 1. Powers, Numbers and Term of Office (a) The property and affairs of the Corporation shall be managed and controlled by a Board of Directors (the 'Board') under the guidance and direction of the Wylie City Council and, subject to the restrictions imposed by law, by the Articles of Incorporation, and by these Bylaws, the Board shall exercise all of the powers of the Corporation. (b) The Board shall consist of seven (7) directors, each of whom shall be appointed by the City Council (the 'City Council') of the City and must be residents of the City of Wylie. Each director shall occupy a place (individually, the 'Place' and collectively, the 'Places') as designated herein. Places 1-4 are designated for the City Page 1 of 9 374 08/23/2022 Item 2. Councilmember Directors and Places 5-7 are designated for Citizen Boardmembers, of which at least one of the members will be appointed from the Park Board, and one member appointed from the Library Board. These appointments will be classified as citizenmember directors. (c) The directors constituting the first Board shall be those directors named in the Articles of Incorporation. Successor directors shall have the qualifications, shall be of the classes of directors, and shall be appointed to the terms set forth in the Articles of Incorporation. (d) The Corporation Board will chose from among its members a Chairman of the Board and a Vice Chairman of the Board. The Chairman will preside at all board meetings and the Vice Chairman will serve in its absence of the Chairman. (e) Any director may be removed from office by the City Council at will. Section 2. Meetings of Directors. The directors may hold their meetings at such place or places in the City as the Board may from time to time determine; provided, however, in the absence of any such determination by the Board, the meetings shall be held at the principal office of the Corporation as specified in Article V of these Bylaws. Section 3. Notice of Meetings. (a) Regular meetings of the Board shall be held without the necessity of notice to the directors at such times and places as shall be designated from time to time by the Board. Special meetings of the Board shall be held whenever called by the Chairman of the Board, a majority of the directors, or by a majority of the City Council. (b) The secretary shall give notice to each director of each special meeting in person or by mail, telephone or by facsimile, at least two (2) hours before the meeting. Unless otherwise indicated in the notice thereof, any and all matters pertaining to the purposes of the Corporation may be considered and acted upon at a special meeting. At any meeting at which every director shall be present, even though without any notice, any matter pertaining to the purpose of the Corporation may be considered and acted upon consistent with applicable law. (c) Whenever any notice is required to be given to the Board, said notice shall be deemed to be sufficient if delivered to their home address in a sealed wrapper addressed to the person entitled thereto or by depositing same in a post office box in a sealed post-paid wrapper addressed to his or her post office address as it appears on the books of the Corporation, and such notice shall be deemed to have been given on the day of such mailing or delivery. Attendance of a director at a meeting shall constitute a waiver of notice of such meeting, except where a director attends a meeting for the express purpose of objecting to the transaction of any business on the grounds Page 2 of 9 375 08/23/2022 Item 2. that the meeting is not lawfully called or convened. Neither the business to be transacted at, nor the purpose of, any regular or special meeting need be specified in the notice of such meeting, unless required by the Board. A waiver of notice in writing, signed by the person or persons entitled to said notice, whether before or after the time stated therein, shall be deemed equivalent to the giving of such notice. Section 4. Open Meetings Act. All meetings and deliberations of the Board shall be called, convened, held, and conducted, and notice shall be given to the public, in accordance with the Texas Open Meeting Act, Article 6252-17, Vernon's Ann. Civ. St., as amended. Section 5. Quorum. A majority of the directors shall constitute a quorum to conduct official business of the Corporation. The act of a majority of the directors present at a meeting at which a quorum is in attendance shall constitute the act of the Board and of the Corporation, unless the act of a greater number is required by law. Section 6. Conduct of Business. (a) At the meetings of the Board, matters pertaining to the business of the Corporation shall be considered in accordance with rules of procedure as from time to time prescribed by the Board. (b) At all meetings of the Board, the Chairman of the Board shall preside. In the absence of the Chairman, the Board Vice Chairman shall preside. (c) The chairman will be a voting member of the board. (d) The secretary of the Corporation shall act as secretary of all meetings of the Board, but in the absence of the secretary, the presiding officer may appoint any person to act as secretary of the meeting. Section 7.' Committees of the Board. The Board may designate two (2) or more directors to constitute an official committee of the Board to exercise such authority of the Board. It is provided, however, that all final, official actions of the Corporation may be exercised only by the Board. Each committee so designated shall keep regular minutes of the transactions of its meetings and shall cause such minutes to be recorded in books kept for that purpose in the principal office of the Corporation. Section 8. Compensation of Directors. Directors shall not receive any salary or compensation for their services as directors. However, they shall be reimbursed for their actual expenses incurred in the performance of their official duties as directors. Page 3 of 9 376 08/23/2022 Item 2. ARTICLE III OFFICERS Section 1. Titles and Terms of Office (a) The officers of the Corporation shall be a chairman and vice-chairman of the board of directors, a president, a first vice president, a secretary and a treasurer, and such other officers as the Board may from time to time elect or appoint. Terms of office shall be two (2) years with the right of an officer to be reappointed. The Board shall select from its members a Chairman of the Board and a Vice-Chairman of the Board. (b) All officers shall be subject to removal from office at any time by vote of a majority of the City Council. (c) A vacancy in the office of any officer shall be filed by a vote of a majority of the directors and the City Council. Section 2. Powers and Duties of the President. The president shall be the chief operating executive officer of the Corporation, and, subject to the authority of the Board, the president shall be in general charge of the properties and affairs of the Corporation, and execute all contracts, conveyances, franchises, bonds, deeds, assignments, mortgages. notes and other instruments in the name of the Corporation. The City Manager of the City of Wylie shall be president. Section 3. Vice President. The vice president shall have such powers and duties as may be prescribed by the Board and shall exercise the powers of the president during that officer's absence or inability to act, in their respective order. Any action taken by the vice president in the performance of the duties of the president shall be 'conclusive -evidence of the absence or inability to act of the president at the time such action was taken. The Assistant to the City Manager shall be the first vice- president. Section 4. Treasurer. The treasurer shall have the responsibility to see to the handling, custody, and security of all funds and securities of the Corporation in accordance with these bylaws. when necessary or proper, the treasurer may endorse and sign, on behalf of the Corporation, for collection or issuance, checks, notes and other obligations in or drawn upon such bank, banks or depositories a shall be designated by the Board consistent with these Bylaws. The treasurer shall see to the entry in the books of the Corporation full and accurate accounts of all monies received and paid out on account of the Corporation. The treasurer shall, at the expense of the Corporation, give such bond for the faithful discharge of his/her duties in such form and amount as the Board or the City Council may require. The Director of Finance of the City shall be Page 4 of 9 377 08/23/2022 Item 2. treasurer. All check writing authority will follow applicable City policies concerning authorizations, signatures and disbursements. Section 5. Secretary. The secretary shall keep the minutes of all meetings of the Board in books provided for that purpose, shall give and serve all notices, may sign with the president in the name of the Corporation, and/or attest the signature thereto, all contracts, conveyances, franchises, bonds, deeds, assignments, mortgages,notes and other documents and instruments, except the books of account and financial records, securities, and such other books and appears as the Board may direct, all of which shall at all reasonable times be open to public inspection upon application at the office of the Corporation during business hours, and shall in general perform all duties incident to the office of secretary subject to the control of the Board. The City Secretary shall be the secretary. Section 6. Any assistant treasurer and any assistant secretaries may, at the option of the Board, be employees of the City and the legal counsel shall be the attorney for the City and he shall designate any other attorney needed by the Corporation. Section 7. Compensation. Officers who are members of the Board shall not receive any salary or compensation for their services, except that they shall be reimbursed for their actual expenses incurred in the performance of their official duties as officers. ARTICLE IV FUNCTIONAL CORPORATE DUTIES AND REQUIREMENTS Section 1. Facilities Capital Improvement Plan (a) It shall be the duty and obligation of the Board to finance and implement the "Community Services Facilities Capital Improvement Plan' as adopted by the Wylie City Council. (b) In carrying out its obligations under section (a), the Corporation shall be authorized to exercise all rights and powers granted under the act, including, but not limited to Section 4B thereof. (c) The Board shall periodically submit reports to the City Council as to the status of its activities in carrying out its obligations under this Section. Page 5 of 9 378 08/23/2022 Item 2. (d) Any and all agreements between the Corporation and other parties shall be authorized, executed, approved, and delivered in accordance with applicable law. Section 2. Multi-Year Financial Plan (the 'Plan'). Prior to the beginning of the Fiscal Year, the president will submit a Multi-Year Financial Plan to the City Council for approval. The Plan will detail the utilization, investment and expenditure of funds and Debt scheduling for the Corporation. The Plan will serve as the financial guide for the corporation. The Board will approve the plan prior to the adoption of the Corporation's fiscal budget. Section 3. Annual Corporate Budget. Prior to the commencement of each Fiscal Year of the Corporation, the Board shall adopt a proposed budget of expected revenues from sources set out in Section 6 of this article and proposed expenditures for the next ensuing fiscal year. The budget shall contain such classifications and shall be in such form as may be prescribed from time to time by the City Council. The president shall submit the budget to the City Council for approval prior to submittal to the Board for final adoption. The projection of revenues and all expenditures in the annual corporate budget will follow the guidelines outlined in the Multi-Year Financial Plan as adopted by the Board and the City Council. The budget will include administrative overhead, expenses and debt service. Section 4. Books, Records, Audits. (a) The Corporation shall keep and properly maintain, in accordance with generally accepted accounting principals, complete books, records, accounts, and financial statements pertaining to its corporate funds, activities, and affairs. (b) At the direction of the City Council, the books, records, accounts, and financial statements of the Corporation may be maintained for the Corporation by the accountants, staff and personnel of the City. (c) The Corporation, or the City if the option described in subsection (b) is selected, shall cause its books, records, accounts, and financial statements to be audited at least once each fiscal year by an outside, independent, auditing and accounting firm selected by the City Council and approved by the Board. Such an audit shall be at the expense of the Corporation. Section 5. Deposit and Investment of Corporation Funds. (a) All proceeds from loans or from the issuance of bonds, notes, or other debt instruments ('Obligations') issued by the Corporation shall be deposited and invested as provided in the resolution, order, indenture, or other documents authorizing or relating to their execution or issuance. (b) Subject to the requirements of contracts, loan agreements, indentures or other agreements securing Obligations, all other monies of the Corporation, if any, shall be Page 6 of 9 379 08/23/2022 Item 2. deposited, secured, and/or invested in the manner provided for the deposit, security, and/or investment of the public funds of the City. The Board, with City Council approval, • shall designate the accounts and depositories to be created and designated for such purposes, and the methods of withdrawal of funds there from for use by and for the purposes of the corporation upon the signature of its treasurer and such other persons as the Board designates. The accounts, reconciliation, and investment of such funds and accounts shall be performed by the Department of Finance of the City. Section 6. Expenditures of Corporate Money. The sales and use taxes collected pursuant to Section 4B of the Act and proceeds from the investment of funds of the Corporation, the proceeds from the sale of property, and the proceeds derived from the sale of Obligations, may be expended by the Corporation for any of the purposes authorized by the Act, subject to the following limitations: (i) Expenditures from the proceeds of Obligations shall be identified and described in the orders, resolutions, indentures, or other agreements submitted for the approval by the City Council prior to the execution of loan or financing agreements or the sale and delivery of the Obligations to the purchasers thereof required by Section 7 of this Article; (ii) Expenditures that may be made from a fund created with the proceeds of Obligations, and expenditures of monies derived from sources other than the proceeds of Obligations may be used for the purpose of financing-or_ otherwise providing one or more "Projects', as defined in Section 4B of the act. Expenditures shall be detailed in the Corporation's annual budget as approved by City Council and Board resolutions; (iii) All proposed expenditures shall be made in accordance with and shall be set forth in the Corporation's annual budget required by Section 3 of this Article or in contracts meeting the requirements of Section 1(d) of this Article. Section 7. Issuance of Obligations. No obligations, including refunding obligations, shall be authorized or sold and delivered by the Corporation unless the City Council shall approve such Obligations by action taken prior to the date of sale of the obligations. Page 7 of 9 • 380 08/23/2022 Item 2. ARTICLE V MISCELLANEOUS PROVISIONS Section 1. Principal Office. (a) The principal office and the registered office of the Corporation shall be the registered office of the Corporation specified in the Articles of Incorporation. (b) The Corporation shall have and shall continually designate a registered agent at its office, as required by the Act. Section 2. Fiscal Year. The fiscal year of the Corporation shall be the same as the fiscal year of the City. Section 3. Seal. The Seal of the corporation shall be determined by the Board of Directors. Section 4. Resignations. Any director or officer may resign at any time. Such resignation shall be amended in writing and shall take effect at the time specified therein, or, if no time is specified, at the time of its receipt by the Secretary. The acceptance of resignation shall not be necessary to make it effective, unless expressly so provided in the resignation. Section 5. Approval or Advice and Consent of the City Council. To the extent that these Bylaws refer to any approval by the City or refer to advice and consent by the City Council, such advice and consent shall be evidenced by one for the following; resolution, minute order or motion duly adopted by the City Council. Section 6. Services of City Staff and Officers. Subject to the authority of the City Manager under the Charter of the City, the Corporation shall utilize the services and the staff employees of the City. All requests for staff time or inquiries of Staff will be requested through the City Manager's Office. The Corporation shall pay reasonable compensation to the City for such services, and the performance of such services does not materially interfere with the other duties of such personnel of the City. Section 7. Indemnification of Directors, Officers and Employees. (a) As provided in the Act and the Articles of Incorporation, the Corporation is, for the purposes of the Texas Tort Claims Act (Subchapter A, Chapter 101, Texas Civil Practices and Remedies Code), a governmental unit and its actions are governmental functions. Page 8 of 9 381 08/23/2022 Item 2. (b) The Corporation shall indemnify each and every member of the Board, its Officers and its employees, and each member of the City Council and each employee of the City, to the fullest extent permitted by law, against any and all liability or expense, including attorneys fees, incurred by any of such persons by reason of any actions or omissions that may arise out of the functions and activities of the Corporation. The attorney for the Corporation is authorized to provide a defense for members of the Board, officers, and employees of the Corporation. ARTICLE VI EFFECTIVE DATE, AMENDMENTS Section 1. Effective Date. These Bylaws shall become effective upon the occurrence of the following events: (1) the approval of these Bylaws by the City Council; and (2) the adoption of these Bylaws by,the Corporation Board. Section 2. Amendments to Articles of Incorporation and Bylaws. The Articles of Incorporation of the Corporation and these Bylaws may be amended only in the manner provided in the Articles of Incorporation and the Act. Page 9 of 9 382 08/23/2022 Item 2. AMENDMENTS TO BYLAWS OF WYLIE PARK AND RECREATION FACILITIES DEVELOPMENT CORPORATION The following Sections of the Bylaws of Wylie Park and Recreation Facilities Development Corporation adopted by Resolution 95-01 are amended as set forth below: Article II — Board of Directors, Section 1 — Powers, Numbers and Term of Office, Subsections (b) and (c) are amended to read as follows: (b) The Board shall consist of seven (7) directors, each of whom shall be appointed by the City Council (the "City Council") of the City and must be residents of the City of Wylie. Each director shall occupy a place (individually, the "Place" and collectively, the "Places") as designated herein. Places 1-4 are designated for the City Councilmember Directors and Places 5-7 are designated for Citizen Board members, of which at least one of the members will be appointed from the Park Board. These appointments will be classified as citizen member directors. (c) Each member of the Board shall be appointed by the City Council for a two (2) year term. Any vacancy occurring before a term is completed shall be filled by appointment by the City Council as set forth in the Articles of Incorporation. All directors shall have the qualifications set forth herein and in the Articles of Incorporation. Article II — Board of Directors, Section 3 — Notice of Meetings is amended to read as follows: Section 3. Notice of Meetings. To the extent that the Open Meetings Act conflicts with the provisions of this section, the Open Meetings Act shall govern. (a) Regular meetings and Special meetings of the Board shall be held, following written notice to the Directors by the City Secretary, at such times and places as shall be designated from time to time by the Board. Written notice to each Director may be provided by first class mail, electronic mail or hand delivery and shall be considered provided on the day it is sent and the written notice shall be sent on or before the date the notice of the meeting is posted at City Hall in accordance with the Open Meetings Act. Special Meetings of the Board shall be held whenever called by the Chair of the Board, by a majority of the directors, by the Mayor of the City, or by a majority of the City Council. Nothing contained in this Section 3 shall vitiate the notice requirements contained in Section 4 hereafter. (b) The City Secretary shall give notice to each director of each Special Meeting in person, by mail, by electronic mail, or telephone, at least seventy two (72) hours before the meeting, unless deemed an emergency meeting by Section 551.045 of the Open Meetings Act. Such notice shall be considered provided on the day it is sent or on the day it is verbally conveyed or on the day a voice message is left with the notice information. Unless otherwise indicated in the notice thereof, any and all matters Resolution No.2005-37(R) Amendment to Wylie 4B Bylaws 2005 Page 2 of 6 383 08/23/2022 Item 2. pertaining to the purposes of the Corporation may be considered as acted upon at a Special Meeting. At any meeting at which every director shall be present, even though without notice, any matter pertaining to the purpose of the Corporation may be considered and acted upon consistent with applicable law. Whenever any notice is required to be given to the Board, said notice shall be deemed to be sufficient if given by depositing the same in a post office box in a sealed postpaid wrapper addressed to the person entitled thereto at his or her post office address as it appears on the books of the Corporation or said notice shall be deemed sufficient if sent by electronic mail to the person entitled thereto at his or her electronic mail address as it appears on the books of the Corporation. Attendance of a director at a meeting shall constitute a waiver of notice of such meeting, except where a director attends a meeting for the express purpose of objecting to the transaction of any business on the grounds that the meeting is not lawfully called or convened. Article II — Board of Directors, Section 4 — Open Meetings Act is amended to read as follows: Section 4. Open Meetings Act. Notwithstanding anything contained herein to the contrary, all meetings and deliberations of the Board shall be called, convened, held and conducted, and notice shall be given to the public, in accordance with the Texas Open Meetings Act, Texas Government Code (Vernon's) Chapter 551, as amended (herein referred to as the"Open Meetings Act"). Article II —Board of Directors, Section 9 — Powers and Duties of the Chairman and Vice Chairman of the Board is added to read as follows: Section 9. Powers and Duties of the Chairman and Vice Chairman of the Board. The Chairman of the Board (the "Chair") shall be the presiding officer of the Board with the following authority: (a) Shall preside over all meetings of the Board. (b) Shall vote on all matters coming before the Board. (c) Shall have the authority, upon notice to the members of the Board as set forth herein, to call a special meeting of the Board when in his or her judgment such a meeting is required. (d) Shall have the authority to appoint, with Board approval, standing committees to aid and assist in its business undertakings or other matters incidental to the operations and functions of the Board. Resolution No.2005-37(R) Amendment to Wylie 4B Bylaws 2005 Page 3 of 6 384 08/23/2022 Item 2. (e) Shall have the authority to appoint, with Board approval, ad hoc committees which may address issues of a temporary nature of concern or which have a temporary affect on the business of the Board. In addition to the above mentioned duties, the Chair shall perform all duties incidental to the office, and such other duties as shall be prescribed from time to time by the Board. The Vice Chair shall have such powers and duties as may be prescribed by the Board and shall exercise the powers of the Chair of the Board during that officer's absence or inability to act. Any action taken by the Vice Chair in the performance of the duties of the Chair of the Board shall be conclusive evidence of the Chair's absence or inability to act as Chair at the time such action was taken. Article III — Officers, Section 1 — Titles and Terms of Office and Section 3 — Vice President is amended to read as follows: Section 1. Titles and Terms of Office. (a) The officers of the Corporation shall be a President, a Vice President, a Secretary and a Treasurer, and such other officers as the Board may from time to time elect or appoint. One person may hold more than one office, except that the President shall not hold the office of Vice President or Secretary. Terms of office shall be two (2) years,with the right of an officer to be reappointed. (b) All officers shall be elected by and be subject to removal from office at any time by a vote of a majority of the entire Board. (c) A vacancy in the office of any officer shall be filled for the remaining term by a vote of a majority of the entire Board. (d) All officers shall be subject to removal from office at any time by a vote of the majority of the City Council. Section 3. Vice President. The Vice President shall have such powers and duties as may be prescribed by the Board and shall exercise the powers of the president during that officer's absence or inability to act. Any action taken by the Vice President in performance of the duties of the President shall be conclusive evidence of the absence or inability to act of the president at the time such action was taken. The Assistant City Manager shall be the Vice President. Article IV — Functional Corporate Duties and Requirements, Section 1 — Facilities Capital Improvement Plan and Section 2 — Multi-Year Financial Plan are hereby amended to read as follows: Resolution No.2005-37(R) Amendment to Wylie 4B Bylaws 2005 Page 4 of 6 385 08/23/2022 Item 2. Section 1. Facilities Capital Improvement Plan. (a) It shall be the duty and obligation of the Board to finance and implement the Facilities Capital Improvement Plan as adopted by the Wylie City Council. (b) In carrying out its obligations under Section (a), the Corporation shall be authorized to exercise all rights and powers granted under the Act, including, but not limited to Section 4B thereof. (c) The President shall periodically submit reports to the City Council as to the status of its activities in carrying out its obligations under this Section. (d) Any and all agreements between the Corporation and other parties shall be authorized, executed, approved, and delivered in accordance with applicable law. Section 2. Multi-Year Financial Plan (the "Plan'). Prior to the beginning of the Fiscal Year, the President will submit a Multi-Year Financial Plan to the City Council for approval. The Plan will detail the utilization, investment and expenditure of funds and Debt scheduling for the Corporation. The Plan will serve as the financial guide for the corporation. The Board will approve the plan prior to or contemporaneously with the adoption of the Corporation's fiscal budget. Article V — Miscellaneous Provisions, Section 4 — Resignations and Section 7 — Indemnification of Directors, Officers and Employees are hereby amended to read as follows: Section 4. Resignations. Any director or officer may resign at any time. Such resignation shall be tendered in writing and shall take effect at the time specified therein, or, if no time is specified, at the time of its receipt by the Secretary. The acceptance of resignation shall not be necessary to make it effective, unless expressly so provided in the resignation. Any director no longer serving in the capacity for which he was appointed will be deemed resigned and a qualified replacement will be appointed by the City Council. Section 7. Indemnification of Directors, Officers and Employees. (a) As provided in the Act and the Articles of Incorporation, the Corporation is, for the purposes of the Texas Tort Claims Act (Subchapter A, Chapter 101, Texas Civil Practices and Remedies Code, as it exists or may be amended), a governmental unit and its actions are governmental functions. (b) The Corporation shall indemnify each and every member of the Board, its officers and its employees, and each member of the City Council and each employee of the City, to the fullest extent permitted by law, against any and all liability or expense, including attorneys fees, incurred by any of such persons by reason of any actions or omissions that may arise out of the functions and activities of the Corporation. The Resolution No.2005-37(R) Amendment to Wylie 4B Bylaws 2005 Page 5 of 6 386 08/23/2022 Item 2. attorney for the Corporation is authorized to provide a defense for members of the Board, officers, and employees of the Corporation. Adopted this 6th day of December,2005. ' Iy Ch an of the Board Print Name: John Mondy Attest: la•idt‘ A Secretary of the orporation Print Name: Carole Ehrlich APPROVED BY THE CITY COUNCIL OF THE CITY OF WYLIE BY RESOLUTION NUMBER 2005-37(R) ON THE 6th DAY OF DECEMBER,2005. Ma r of the ity Wylie, Texas .�``�; s 8 ,,game: John Mondy . ... � . ., . , t__ Attest: . = ‘4.4.40(. 7= ' . ,,,:: s City ecretary ",.4. yV 0..` Print Name: Carole Ehrlich 'ti,x z, ;_1`' Resolution No.2005-37(R) Amendment to Wylie 4B Bylaws 2005 Page 6 of 6 387 08/23/2022 Item 3. Wylie City Council CITY OF AGENDA REPORT Department: Finance Account Code: Prepared By: Melissa Beard Subject Consider, and act upon, approval of the FY 2022-2023 4B Budget and authorize expenditures for the FY 2022-2023 Community Services Facilities Capital Improvement Plan. Recommendation Motion to approve Item as presented. Discussion The Parks and Recreation Facilities Development Corporation was established in accordance with State law as a result of the January 15, 1994 election approving the '/z cent sales tax for parks and recreation projects. The Board of Directors for the Corporation are: Councilmember David R. Duke Councilmember Scott Williams Councilmember Toby Wallis Mayor Matthew Porter Park Board Member Brian Willeford Board Member Emmett Jones Board Member Scott Hevel As set out in the Articles of Incorporation, the Board has the power to authorize the expenditures of sales tax receipts for projects approved by the City Council. Further, the Bylaws state that "It shall be the duty and obligation of the Board to finance and implement the Community Services Facilities Capital Improvement Plan as adopted by the Wylie City Council." Bylaws further state that"The President shall submit the budget to the City Council for approval prior to submission to the Board for final adoption." The activities of the 4B Corporation are accounted for in two fund types: 4B Sales Tax Revenue Fund and the 4B Debt Service Fund. The 4B Sales Tax Revenue Fund includes departments for the Brown House, Senior Activities, Recreation Center, Stonehaven House, and a portion of Parks and Combined Services. The proposed revenues for the FY 2022-2023 budget year are$5,091,346 which includes an 8.8 %increase in sales tax revenue from FY 21-22.Proposed expenditures of $4,361,637 include one irrigation technician,Pour and Play surfacing for Olde City Park,replacement of Birmingham Farms playground, drainage flume areas for Founders Park, Parks building HVAC replacement, holiday yard decorations at Olde City Park, a zero-turn mower, and two sets of soccer goals for Dodd Park. A very healthy fund balance of$5,748,334 is projected and the fund balance policy requirement is 25% of budgeted sales tax revenue which is equal to$1,031,037. The 4B Debt Service Fund will make bond payments of principal and interest for FY 2022-2023 totaling$388,050 which is supported by a transfer from the 4B Sales Tax Revenue Fund. The current outstanding debt for the 4B fund is $1,115,000 which will be completely paid off in FY 2025. 388 oa12n12n22 Item a . ' CITY ��n WY LIE �� m~~~~ ` ' m�N� �� K��U�� `=*u� .�a��m_m��' TAX REVENUE n ��mo�� FUND DESCRIPTION The Wylie Park and Recreation Facilities Development Corporation (the 4B Corporation)wasestablished to pmnnmo park and recreational development within the City mf Wylie. The activities nf the 48 Corporation are accounted for in two fund types, The two funds are titled the 4V Sales Tax Revenue Fund and the4U Debt Service Fund. The special revenue fund accounts for the use of the 4B Corporation sales tax revenue and is restricted by State legislation to improve the appeal of the City as a place *o live,work and visit through the promotion of park and recreational development, Sales taxes are levied in Wylie atV.25%nf goods and services sold within the City's boundaries. Departments in this fund include 4B Brown House,4B Senior Activities,4B Parks,4D Recreation Center,4BStonehaven House and 48 Sales Tax Combined Services, 105 oa12a12nzo Item 3. y Fund Summary 413 Sales Tax Revenue Fund Audited 4@ Sales Tax Revenue Fund Ending Balance 89/3O/2l 5,121,099 Projected 'Z2Revenues 4,589,466 Available Funds 9,7I0,565 Projected '32 Expenditures (4,013,375) a\ Estimated Ending Fund Balance O9/30/J2 5,697,190 Estimated Beginning Fund Balance ' 10/01/22 $ 5,697,I00 Proposed Revenues '23 5,091,346 b} Proposed Expenditures 'I3 /4,361,637\ � [arryfnrvvardExpenditu/es (678,565) / Estimated Ending Fund Balance 09/3O/23 5 5,748,334 c\ a) Carry forward items are taken out of projected 2022 expense and included in 2023 expense. 5ee manager's letter for detailed list totalling $678,565. b) Total includes sales tax revenue and revenue from the Recreation Center. c> Policy requirement is2S96nf budgeted sales tax revenue ($4,l34,l46xIS96= $l,03l,037). ) 106 08/23/2022 Item 3. 4 SALES TA F SU A Y F EVE ES A •I; EXPE IT ES 2020-2021 2021-2022 2021-2022 2022-2023 ACTUAL BUDGET PROJECTED PROPOSED REVENUES: Sales Taxes 3,875,471 3,789,966 3,789,966 4,124,146 Service Fees 655,553 552,500 767,500 928,000 Interest& Misc. Income 12,551 18,950 32,000 39,200 Other Financing Sources 47,390 - - - TOTAL REVENUES 4,590,965 4,361,416 4,589,466 5,091,346 EXPENDITURES: Brown House 132,038 360,133 304,133 363,438 Senior Center 405,787 790,537 568,472 796,429 4B Parks 351,569 1,025,706 757,206 1,137,877 Recreation Center 1,712,334 2,003,659 1,991,659 2,202,032 Stonehaven House - 121,000 1,000 121,000 Combined Services 398,079 390,905 390,905 419,426 TOTAL EXPENDITURES 2,999,807 4,691,940 4,013,375 5,040,202 107 391 08/23/2022 Item 3. • * T FY i 112-4B SALES TAX 4B SALES TAX REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 40210 SALES TAX $3,875,471 $3,789,966 $3,789,966 $4,124,146 TOTAL TAXES $3,875,471 $3,789,966 $3,789,966 $4,124,146 44150 RECREATION MEMBERSHIP FEES $436,473 $400,000 $450,000 $600,000 44152 RECREATION MERCHANDISE $5,322 $2,500 $2,500 $8,000 44156 RECREATION CLASS FEES $213,758 $150,000 $315,000 $320,000 TOTAL SERVICE FEES $655,553 $552,500 $767,500 $928,000 46110 ALLOCATED INTEREST EARNINGS $1,879 $1,700 $5,000 $7,200 TOTAL INTEREST INCOME $1,879 $1,700 $5,000 $7,200 48120 COMMUNITY ROOM FEES $10,463 $15,000 $25,000 $30,000 48410 MISCELLANEOUS INCOME $209 $2,250 $2,000 $2,000 TOTAL MISCELLANEOUS INCOME $10,672 $17,250 $27,000 $32,000 49600 INSURANCE RECOVERIES $47,390 $0 $0 $0 TOTAL OTHER FINANCING SOURCES $47,390 $0 $0 $0 TOTAL 4B SALES TAX REVENUES $4,590,966 $4,361,416 $4,589,466 $5,091,346 108 392 08/23/2022 Item 3. CITY OF WYLIE 4B BROWN HOUSE DEPARTMENT DESCRIPTION Under the Parks and Recreation Department,the Recreation Division manages the Welcome Center at Thomas and Mattie Brown House.This division ensures ongoing preservation of Wylie's past by maintaining the historic site.A visit to this establishment serves as a welcome to Wylie's visitors and provides a rare opportunity to glimpse into the City's rich historical background. It is the mission of Wylie Parks and Recreation to spark connection with self,family, and community through meaningful park and recreation experiences. FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to add operating hours to the Welcome Center and reestablish momentum lost during COVID-19. Strategic Goal:Community Focused Government. Continue to enhance the Welcome Center experience with history exhibits, tours,and educational opportunities. Strategic Goal:Community Focused Government Continue to support downtown events, e.g. Boo on Ballard, Bluegrass, and Arts Festival, Strategic Goal:Community Focused Government, FISCAL YEAR 2022 ACCOMPLISHMENTS Facility upgrade:Completed ADA Accessible Ramp and Parking project, Strategic Goal:Community Focused Government. Supported downtown events including, Pedal Car Race, Bluegrass, Boo on Ballard, and Arts Festival. Strategic Goal:Community Focused Government. Curated a History of Wylie exhibit to enhance the guest experience at the Welcome Center Strategic Goal:Community Focused Government, BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Rec. Supervisor-Brown House 1,0 1.0 1,0 1.0 Recreation Monitor 0.5 0.5 2.5 2.5 Guest Service Specialist 0.5 0.5 3.0 3.0 TOTAL 2.0 2.0 6.5 6.5 ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ General Attendance Hourly Headcount 100 400 Celebrations Attendance Free downtown events 5,079 3,000 5,360 5,600 109 393 08/23/2022 Item 3. I`. $ T FY 2 1 112-4B SALES TAX BROWN HOUSE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $51,905 $54,144 $54,144 $56,430 51112 SALARIES-PART TIME $13 $76,161 $76,161 $79,398 51130 OVERTIME $0 $1,000 $1,000 $1,000 51140 LONGEVITY PAY $284 $332 $332 $380 51310 TMRS $8,054 $12,692 $12,692 $14,072 51410 HOSPITAL AND LIFE INSURANCE $11,789 $12,876 $12,876 $12,542 51420 LONG-TERM DISABILITY $233 $298 $298 $209 51440 FICA $3,038 $8,162 $8,162 $9,426 51450 MEDICARE $710 $1,909 $1,909 $2,204 51470 WORKERS COMP PREMIUM $291 $167 $167 $175 51480 UNEMPLOYMENT COMP(TWC) $253 $540 $540 $810 TOTAL PERSONNEL SERVICES $76,571 $168,281 $168,281 $176,646 52010 OFFICE SUPPLIES $121 $1,008 $1,008 $1,008 52130 TOOLS/EQUIP(NON-CAPITAL) $1,387 $19,955 $13,955 $14,655 52210 JANITORIAL SUPPLIES $532 $2,621 $2,621 $2,621 52250 MEDICAL AND SURGICAL $40 $360 $360 $360 52310 FUEL AND LUBRICANTS $0 $0 $0 $0 52610 RECREATIONAL SUPPLIES $0 $410 $410 $410 52650 RECREATION MERCHANDISE $0 $8,675 $8,675 $8,675 52710 WEARING APPAREL AND UNIFORMS $0 $450 $450 $450 52810 FOOD SUPPLIES $197 $525 $525 $525 TOTAL SUPPLIES $2,277 $34,004 $28,004 $28,704 54910 BUILDINGS $35,004 $106,050 $56,050 $104,800 TOTAL MATERIALS FOR MAINTENANCE $35,004 $106,050 $56,050 $104,800 56040 SPECIAL SERVICES $13,270 $32,473 $32,473 $32,953 56080 ADVERTISING $0 $5,960 $5,960 $5,960 56110 COMMUNICATIONS $1,101 $1,620 $1,620 $1,500 56140 REC CLASS EXPENSES $0 $2,900 $2,900 $2,900 56180 RENTAL $1,065 $1,900 $1,900 $1,900 56210 TRAVEL AND TRAINING $534 $3,250 $3,250 $3,250 56250 DUES AND SUBSCRIPTIONS $2,217 $3,695 $3,695 $4,825 TOTAL CONTRACTURAL SERVICES $18,186 $51,798 $51,798 $53,288 TOTAL BROWN HOUSE $132,038 $360,133 $304,133 $363,438 110 394 oa12n12n22 Item a .. ' � CITY ��n ��n ��U� �� nm.m.�� —' �� «�U��8�� CENTER ` �� ~�u_,�o�*os ~�._o�wm~w� DEPARTMENT DESCRIPTION Under the Parks and Recreation Department,the Recreation Division manages the City of Wylie's Recreation offerings at Wylie Senior Recreation Center.The Wylie Senior Recreation Center supports the well-being of Wylie citizens, ages 55years and older by providing recreational and educational programs.The division ensures the ongoing operations, participation, and marketing of the recreation programs provided by the City of Wylie at the Senior Recreation Center. It is the mission of Wylie Parks and Recreation to spark connection with self,family, and community through meaningful park and recreation experiences. . FISCAL YEAR 2023 GOALS AND OBJECTIVES Continue to regain program momentum lost due to COVID-19, and continue to meet increasing and evolving program needs. Strategic Goal:Community Focused Government, Prepare for the upcoming renovation, Strategic Goal:Community Focused Government, Continue to respond to customer needs in regards to equipment and spaces, Strategic Goal: Health, Safety,and WeU-Deing. FISCAL YEAR 2022 ACCOMPLISHMENTS . Programming:Offerings include Special Events(Eighth Annual Senior Prom was postponed from 2020 due to COVID and resumed April 22' 2022)' Drop In Fitness' Drop In Play, Health and Fitness,The Arts, Outings,and Trips, Continue toget back to pre-COVID offerings including field trips and overnight trips. Partnered with Wellness Center for Older Adults in Piano to offer transportation,counseling services, and informative sessions. Strategic Goal: Health,Safety, andWeU'Being. Facility improvements: Broader variety of fitness equipment geared towards 55+with a larger emphasis on health and fitness. Parking lot lighting added, Strategic Goal: Health,Safety,and We||'8eing. Provided EOC Logistic Support through vehicles and staffing during Ice Storm 2022 and COVID-19(employee COVID-19 screenings). Strategic Goal: Health, Safety, andWeU'8eing, Provided a facility and staffing for Elections. Strategic Goal:Community Focused Government, STAFFING 2019-3020 2020-2021 2021'2022 2022-2023 ' Recreation Supervisor 1�0 1.0 1.0 1.0 Rec. Programmer-Senior Activities 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 10 1.0 1.0 Guest Services Specialist lS 1,5 lS 1.5 Recreation Monitor lU IO lO lO Bus Drive/ 0.5 0.5 0.5 05 TOTAL 8.0 8.0 8.0 Q.O 08/23/2022 Item 3, 4B SENIOR CENTER CONTINUED ACTIVITY DEMAND/ACTIVITY WORKLOAD MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ General Attendance Hourly Headcount 42,501 17,400 37,000 38,500 Paid Activity Participation Registrations:Activities and 1,033 973 1119 1175 Flex Reg Fitness 112 396 08/23/2022 Item 3. ' i ' T FY 112-46 SALES TAX SENIOR CENTER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $133,964 $140,941 $140,941 $146,078 51112 SALARIES-PART TIME $111,339 $154,658 $154,658 $177,515 51130 OVERTIME $2,760 $2,750 $2,750 $2,750 51140 LONGEVITY PAY $812 $948 $948 $1,092 51310 TMRS $27,787 $28,540 $28,540 $30,667 51410 HOSPITAL AND LIFE INSURANCE $28,660 $31,840 $31,840 $31,507 51420 LONG-TERM DISABILITY $600 $766 $766 $541 51440 FICA $14,862 $18,557 $18,557 $20,301 51450 MEDICARE $3,476 $4,343 $4,343 $4,748 51470 WORKERS COMP PREMIUM $1,642 $1,872 $1,872 $1,961 51480 UNEMPLOYMENT COMP(TWC) $3,208 $2,160 $2,160 $2,160 TOTAL PERSONNEL SERVICES $329,110 $387,375 $387,375 $419,320 52010 OFFICE SUPPLIES $1,442 $2,110 $2,110 $1,922 52130 TOOLS/EQUIP(NON-CAPITAL) $11,823 $20,500 $20,500 $10,500 52210 JANITORIAL SUPPLIES $687 $3,535 $3,535 $3,535 52250 MEDICAL AND SURGICAL $745 $1,000 $1,000 $1,200 52310 FUEL AND LUBRICANTS $977 $6,480 $6,480 $9,000 52610 RECREATIONAL SUPPLIES $21,846 $37,050 $37,050 $32,930 52650 RECREATION MERCHANDISE $837 $4,012 $4,012 $4,012 52710 WEARING APPAREL AND UNIFORMS $24 $1,280 $1,280 $1,480 52810 FOOD SUPPLIES $406 $525 $525 $525 TOTAL SUPPLIES $38,790 $76,492 $76,492 $65,104 54530 HEAVY EQUIPMENT $4,604 $13,900 $13,900 $9,500 54910 BUILDINGS $1,197 $26,433 $26,433 $4,900 TOTAL MATERIALS FOR MAINTENANCE $5,801 $40,333 $40,333 $14,400 56040 SPECIAL SERVICES $7,628 $16,885 $16,885 $16,885 56080 ADVERTISING $2,630 $8,659 $8,659 $3,503 56110 COMMUNICATIONS $1,817 $4,344 $4,344 $2,172 56140 REC CLASS EXPENSES $5,813 $11,000 $11,000 $27,025 56180 RENTAL. $5,534 $3,748 $3,748 $1,620 56210 TRAVEL AND TRAINING $5,144 $12,150 $12,150 $15,325 56250 DUES AND SUBSCRIPTIONS $3,006 $4,186 $4,186 $5,710 56360 ACTIVENET ADMINISTRATIVE FEES $515 $3,300 $3,300 $3,300 TOTAL CONTRACTURAL SERVICES $32,087 $64,272 $64,272 $75,540 58570 ENGINEERING/ARCHITECTURAL $0 $222,065 $0 $222,065 TOTAL CAPITAL OUTLAY $0 $222,065 $0 $222,065 TOTAL SENIOR CENTER $405,787 $790,537 $568,472 $796,429 113 397 ou12a12ozo Item 3. ` �~�lFn� ��A� �� 88� m�o o n ��n �� n u.nu~ ` ��1� ��Q�� ~��" »��°~n�°� DEPARTMENT DESCRIPTION ` The48 pado Division is responsible for the development and maintenance nf parks throughout the City. It isadivision of the Parks and Recreation Department. The 4B Sales Tax Revenue Fund'48 Parks, is a supplemental cost-center cothe General Fund Parks Department.The sales tax revenue is restricted by State legislation to improve the appeal of the City asa place*z live,work,and visit while promoting economic development, _ FISCAL YEAR OBJECTIVES Identify new development opportunities at existing parks and dedicated park land, Strategic Goals: Planning Management Continue providing quality maintenance uf parks and open spaces. Strategic Goals: Health, Safety, and Well-Being Expand and improve maintenance practices and efficiency. Strategic Goals: Health, Safety,and Well-Being FISCAL YEAR 2022ACCOMPLISHMENTS Continued quality maintenance to the City's parks, open spaces, playgrounds, and athletic fields. Strategic Goal: Health,Safety,and Well-Being Replaced several aging pieces of equipment(Kubota Tractor, added new spray rig,turf renovator, new Christmas tnee). Strategic Goal: Infrastructure Added new irrigation pump to Founders Park Softball Complex. This was needed to split the current system into two separate systems for better efficiency of water management. Strategic Goal: Infrastructure Replaced two softball infields with K8aster5eo| infield conditioner to improve the p|ayabi|ityofthe turf during inclement weather conditions. Strategic Goal: Health, Safety, andVVeU'Being Replaced Valentine Park playground with a modular structure and new swing sets. Strategic Goal: Health, Safety, and Well-Being BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020+2021 2021'2022 2022'2023 Field Supervisor lO 1.0 1.0 1�0 Irrigation Technician 0.0 0.0 OD 1.0 Equipment Operator U 0.0 0.0 0.0 1.0 Equipment Operator | 1.0 1.0 1.0 lO Maintenance Worker 3.0 IO lO 0.0 TOTAL 5.0 5.0 5.0 GO 08/23/2022 Item 3, 4B PARKS CONTINUED [ ACTIVITY DEMAND/ACTIVITY WORKLOAD . FY 2020 FY 2021 FY 2022 FY 2023 MEASURE ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ Park Pavilion Rental Participants(Non-Profits) 2,560 2,640 4,950 5,500 Park Pavilion Rental Participants(Community Events) 16,000 18,850 30,050 32,500 Local Athletic Youth Sports Participants 2,721 4,639 5,350 5,500 Park Pavilion Rental Participants 2,064 2,995 3,650 4,000 Athletic Field Rental Hours(Local Leagues and Select 160 379 900 1,000 Leagues) Number of Playgrounds in Neighborhood Parks 19 19 22 23 115 399 08/23/2022 Item 3. 0 10 ETFY2 2 112-4B SALES TAX 4B PARKS FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $218,264 $224,273 $224,273 $285,293 51130 OVERTIME $9,887 $8,000 $8,000 $14,000 51140 LONGEVITY PAY $2,148 $2,419 $2,419 $2,777 51310 TMRS $35,562 $36,377 $36,377 $46,821 51410 HOSPITAL AND LIFE INSURANCE $42,237 $47,513 $47,513 $63,447 51420 LONG-TERM DISABILITY $977 $1,243 $1,243 $1,146 51440 FICA $14,191 $14,551 $14,551 $18,728 51450 MEDICARE $3,319 $3,403 $3,403 $4,380 51470 WORKERS COMP PREMIUM $2,037 $2,642 $2,642 $3,045 51480 UNEMPLOYMENT COMP(TWC) $1,260 $1,350 $1,350 $1,620 TOTAL PERSONNEL SERVICES $329,883 $341,771 $341,771 $441,257 52130 TOOLS/EQUIP(NON-CAPITAL) $0 $30,000 $30,000 $32,800 52710 WEARING APPAREL AND UNIFORMS $2,805 $4,320 $4,320 $4,320 TOTAL SUPPLIES $2,805 $34,320 $34,320 $37,120 54530 HEAVY EQUIPMENT $0 $0 $0 $0 TOTAL MATERIALS FOR MAINTENANCE $0 $0 $0 $0 56040 SPECIAL SERVICES $115 $6,000 $6,000 $1,000 56570 ENGINEERING/ARCHITECTURAL $11,315 $50,000 $50,000 $50,000 TOTAL CONTRACTURAL SERVICES $11,430 $56,000 $56,000 $51,000 58150 LAND-BETTERMENTS $7,450 $185,000 $72,500 $407,500 58570 ENGINEERING/ARCHITECTURAL $0 $301,615 $145,615 $156,000 58850 MAJOR TOOLS AND EQUIPMENT $0 $107,000 $107,000 $15,000 58910 BUILDINGS $0 $0 $0 $30,000 TOTAL CAPITAL OUTLAY $7,450 $593,615 $325,115 $608,500 TOTAL 4B PARKS $351,569 $1,025,706 $757,206 $1,137,877 116 400 08/23/2022 Item 3. CITY OF WYLIE 4B RECREATION CENTER DEPARTMENT DESCRIPTION Within the Parks and Recreation Department,the Recreation Division manages the City's recreational offerings at Wylie Recreation Center.The Wylie Recreation Center supports the well-being of Wylie citizens by providing access to recreational and educational programs.The division ensures the ongoing operations,participation,and marketing of recreational programs at Wylie Recreation Center.This division provides support and supervisory assistance to all recreation programs. It is the mission of Wylie Parks and Recreation to spark connection with self,family, and community through meaningful park and recreation experiences. FISCAL YEAR 2023 GOALS AND OBJECTIVES Meet increasing and evolving program needs. Strategic Goal: Health,Safety,and Well-Being. Continue to upgrade fitness equipment. Strategic Goal: Health,Safety, and Well-Being. Continue to respond to customer needs in regards to current equipment and spaces. Strategic Goal: Health, Safety, and Well-Being. Implement new Rec Pas fees. Financial Health: Meet the financial needs of the City while maintaining a balanced budget through efficient use of resources, expenditures, and revenues. FISCAL YEAR 2022 ACCOMPLISHMENTS Continued to upgrade fitness equipment. Strategic Goal: Health, Safety, and Well-Being. Readers Choice Award for Best Fitness Facility 2022. Strategic Goal: Health, Safety,and Well-Being. Designed and implemented online Rec Pass purchase options. Strategic Goal:Community Focused Government. All registered Special Events sold out including Pumpkins on the Prairie,Gingerbread Workshop, Donuts with Santa, and Easter Bunny Brunch. Strategic Goal:Community Focused Government. Centralized fitness equipment maintenance across the Recreation Division. Strategic Goal: Health, Safety, and Well-Being. 117 401 08/23/2022 Item 3. 46 RECREATION CENTER CONTINUED BUDGET BUDGET BUDGET BUDGET STAFFING 2019-2020 2020-2021 2021-2022 2022-2023 Recreation Manager 1.0 1.0 1.0 0.0 Recreation Supervisor 1.0 1.0 1.0 2.0 Recreation Programmer 3.0 3.0 3.0 3.0 Building Attendant 1,0 1.0 1.0 1.0 Administrative Assistant 1,0 1.0 1.0 1.0 Guest Services Specialist 4.5 4.5 5.0 5.0 Recreation Monitor 13.0 13.0 13.0 13.0 TOTAL 24,5 24,5 25.0 25.0 ACTIVITY DEMAND/ACTIVITY WORKLOAD . .MEASURE FY 2020 FY 2021 FY 2022 FY 2023 ACTUAL ACTUAL TARGET/PROJ TARGET/PROJ General Attendance Hourly Headcount 226,693 267,705 318,600 335,000 Paid Activity Participation Registrations:Activities and 4,300 5,796 5,000 5,250 Flex Reg Fitness Paid Rentals Hours Rented per Year 254 183 210 215 118 402 08/23/2022 Item 3. PROPOSED BUDGET FY 2023 112-4B SALES TAX RECREATION CENTER FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 51110 SALARIES $349,574 $391,872 $391,872 $376,397 51112 SALARIES-PART TIME $505,824 $527,905 $527,905 $617,905 51130 OVERTIME $5,000 $7,000 $7,000 $7,000 51140 LONGEVITY PAY $2,176 $2,423 $2,423 $2,838 51270 REC INSTRUCTOR PAY $22,464 $35,000 $35,000 $60,000 51310 TMRS $81,106 $80,920 $80,920 $84,261 51410 HOSPITAL AND LIFE INSURANCE $73,357 $98,118 $98,118 $89,064 51420 LONG-TERM DISABILITY $1,544 $2,134 $2,134 $1,393 51440 FICA $53,958 $59,718 $59,718 $62,257 51450 MEDICARE $12,619 $13,966 $13,966 $14,560 51470 WORKERS COMP PREMIUM $7,823 $10,614 $10,614 $10,051 51480 UNEMPLOYMENT COMP(TWC) $12,701 $5,400 $5,400 $5,400 TOTAL PERSONNEL SERVICES $1,128,146 $1,235,070 $1,235,070 $1,331,126 52010 OFFICE SUPPLIES $2,932 $5,852 $5,852 $5,852 52130 TOOLS/EQUIP(NON-CAPITAL) $14,915 $20,370 $20,370 $20,220 52210 JANITORIAL SUPPLIES $10,222 $28,479 $28,479 $28,479 52250 MEDICAL AND SURGICAL $3,529 $4,420 $4,420 $4,420 52310 FUEL AND LUBRICANTS $725 $3,990 $3,990 $6,300 52610 RECREATIONAL SUPPLIES $70,211 $99,035 $99,035 $109,691 52650 RECREATION MERCHANDISE $2,672 $7,475 $7,475 $7,475 52710 WEARING APPAREL AND UNIFORMS $1,628 $7,470 $7,470 $7,470 52810 FOOD SUPPLIES $1,155 $1,200 $1,200 $1,200 TOTAL SUPPLIES $107,988 $178,291 $178,291 $191,107 54530 HEAVY EQUIPMENT $7,376 $21,090 $21,090 $26,090 54910 BUILDINGS $37,462 $45,920 $33,920 $43,720 TOTAL MATERIALS FOR MAINTENANCE $44,839 $67,010 $55,010 $69,810 56040 SPECIAL SERVICES $52,588 $91,370 $91,370 $91,370 56080 ADVERTISING $85,342 $99,977 $99,977 $99,977 56110 COMMUNICATIONS $1,062 $1,800 $1,800 $1,800 56140 REC CLASS EXPENSES $102,440 $76,300 $76,300 $152,650 56180 RENTAL $1,355 $3,300 $3,300 $3,300 56210 TRAVEL AND TRAINING $5,739 $25,600 $25,600 $29,790 56250 DUES AND SUBSCRIPTIONS $6,002 $12,071 $12,071 $13,532 56310 INSURANCE $27,614 $35,300 $35,300 $40,000 56360 ACTIVENET ADMINISTRATIVE FEES $39,304 $58,600 $58,600 $58,600 56610 UTILITIES-ELECTRIC $88,950 $98,970 $98,970 $98,970 56630 UTILITIES-WATER $20,966 $20,000 $20,000 $20,000 56660 UTILITIES-GAS $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $431,360 $523,288 $523,288 $609,989 TOTAL RECREATION CENTER $1,712,334 $2,003,659 $1,991,659 $2,202,032 119 403 08/23/2022 Item 3, CITY OF WYLIE 4B STONEHAVEN HOUSE DEPARTMENT DESCRIPTION Under the Parks and Recreation Department,the Recreation Division manages the maintenance of Stonehaven House.This division ensures ongoing preservation of Wylie's past by maintaining the historic site.Similar to the Brown House, a visit to the Stonehaven House provides another rare opportunity to glimpse into the City's rich historical background. FISCAL YEAR 2023 GOALS AND OBJECTIVES Add utilities and infrastructure Improvements to the house to aid in future preservation efforts. Strategic Goals: Planning Management Discussion with Wylie Historical Society regarding possible shared use of the Stonehaven House and house improvement plan, Strategic Goals: Planning Management FISCAL YEAR 2022 ACCOMPLISHMENTS None 120 404 08/23/2022 Item 3. . 0 li T FY 2 I 2 112-4B SALES TAX STONEHAVEN HOUSE FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 54210 STREETS AND ALLEYS $0 $0 $0 $0 54510 MOTOR VEHICLES $0 $0 $0 $0 54530 HEAVY EQUIPMENT $0 $0 $0 $0 54630 TOOLS AND EQUIPMENT $0 $0 $0 $0 54650 COMMUNICATIONS $0 $0 $0 $0 54810 COMPUTER HARD/SOFTWARE $0 $0 $0 $0 54910 BUILDINGS $0 $121,000 $1,000 $121,000 TOTAL MATERIALS FOR MAINTENANCE $0 $121,000 $1,000 $121,000 TOTAL STONEHAVEN HOUSE $0 $121,000 $1,000 $121,000 121 405 08/23/2022 Item 3. CITY OF WYLIE 4B SALES TAX REVENUE COMBINED SERVICES DEPARTMENT DESCRIPTION This department reflects expenditures incurred by the City's 4B Sales Tax Revenue Fund, as a single entity,in the conduct of its operations. These expenditures include debt service payments, etc, 122 406 08/23/2022 Item 3. • T FY 2 112-4B SALES TAX 4B COMBINED SERVICES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 56040 SPECIAL SERVICES $5,829 $7,280 $7,280 $31,376 56310 INSURANCE $0 $0 $0 $0 TOTAL CONTRACTURAL SERVICES $5,829 $7,280 $7,280 $31,376 59125 TRANSFER TO RECREATION FUND $0 $0 $0 $0 59132 TRANSFER TO 4B DEBT SERVICE $392,250 $383,625 $383,625 $388,050 59430 TRANSFER TO CAPITAL PROJ FUND $0 $0 $0 $0 TOTAL OTHER FINANCING(USES) $392,250 $383,625 $383,625 $388,050 TOTAL 4B COMBINED SERVICES $398,079 $390,905 $390,905 $419,426 123 407 08/23/2022 Item 3. it f li Fund Summary 4 ebt Service Funds Audited 4B Debt Service Funds Ending Balance 09/30/21 $ 186,132 Projected '22 Revenues 383,625 Available Funds 569,757 Projected '22 Expenditures (383,625) Estimated Ending Fund Balance 09/30/22 $ 186,132 Estimated Beginning Fund Balance - 10/01/22 $ 186,132 Proposed Revenues '23 388,050 Proposed Expenditures '23 (388,050) Estimated Ending Fund Balance 09/30/23 $ 186,132 159 408 08/23/2022 Item 3. T FY 313-4B DEBT SERVICE FUND 2013 4B DEBT SERVICE REVENUES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 49131 TRANSFER FROM SPECIAL REVENUE $0 $0 $0 $0 49132 TRANSFER FROM 4B REVENUE $392,250 $383,625 $383,625 $388,050 TOTAL OTHER FINANCING SOURCES $392,250 $383,625 $383,625 $388,050 TOTAL 4B DEBT SERVICE REVENUES $392,327 $383,625 $383,625 $388,050 313-4B DEBT SERVICE FUND 2013 4B DEBT SERVICE EXPENDITURES FY 2021 FY 2022 FY 2022 FY 2023 ACTUAL BUDGET PROJECTED PROPOSED 57110 DEBT SERVICE $345,000 $345,000 $345,000 $360,000 57210 DEBT SERVICE-INTEREST $47,250 $38,625 $38,625 $28,050 TOTAL DEBT SERVICE AND CAP.REPL $392,250 $383,625 $383,625 $388,050 TOTAL 4B DEBT SERVICE $392,250 $383,625 $383,625 $388,050 160 409