city of midlothian, texas - annual operating budget fy 21-22

CITYOFMIDLOTHIAN,TEXAS

ANNUALOPERATINGBUDGET

FY21‐22

Council Member

Mayor Richard RenoMayor Pro Tem Ted MillerWayne SibleyWalter DarrachClark WickliffeJustin CoffmanHud Hartson

2021-2022 2020-2021Adopted Property Tax Rate 0.675000$ 0.675000$ No-New-Revenue Tax Rate 0.651129$ 0.639988$

0.367170No-New-Revenue Maintenancy & Operations Tax Rate $ 0.361329$ Voter-Approval Tax Rate 0.675019$ 0.675100$ Debt Rate 0.294998$ 0.301025$

Adoption of the Fiscal Year 2021-2022 Annual BudgetRecord Vote

Yes

Yes

The total amount of municipal debt obligations owed by the City of Midlothian and secured by ad valorem taxes is 97,698,047 as of 9/30/2021.

YesYesYesYesYes

City of Midlothian, TexasANNUAL BUDGET

For Fiscal Year 2021-2022

October 1, 2021 - September 30, 2022

As Approved on September 7, 2021 byThe Honorable Mayor and Members of the Midlothian City Council

This budget will raise more revenue from property taxes than last year's budget by an amount of $1,589,976, which is a 5.02 percent increase from last year's budget, and of that amount, $1,465,319 is tax revenue to be raised from new property added to the tax roll this year.

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City of Midlothian, TexasFast FactsFY 21-22

M&O I&S0.380002 0.294998

EXEMPTIONSAge 65 or Older

CITY TIRZ$4,007,104,931 $589,841,485

State 0.0625$ City 0.0100$ 4A 0.0050$ 4B 0.0050$

Location:

Description: Aerial of Midlothian Community Park Phase IIMidlothian Community Park

CITY

Cover Photograph

POPULATION36,084

TAX RATE

Breakdown$0.0825 / $1.00

ASSESSED VALUE$4,596,946,416

SALES TAX

Determined by Section 11.22 of the Texas Property Tax Code (based on degree of disability)

$0.675000 / $100 Valuation

$70,000 Exemption & Tax Ceiling

Disabled Veteran

AD VALOREMTAX RATE

AD VALOREMEXEMPTIONS

AD VALOREMASSESSED VALUE

POPULATIONas of

January 1, 2021(estimated)

SALES TAX RATE

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RICHARD RENO MAYOR

CLARK WICKLIFFE PLACE 4

WAYNE SIBLEY PLACE 1

TED MILLER MAYOR PRO TEM

PLACE 3

WALTER DARRACH PLACE 2

JUSTIN COFFMAN PLACE 5

HUD HARTSON PLACE 6

CITY OF MIDLOTHIAN CITY COUNCIL

2021-2022

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CITY OF MIDLOTHIAN SPECIAL THANKS

With Special Thanks to the Budget Team Members

Administration City Manager Chris Dick Asst. City Manager Clyde Melick City Secretary Tammy Varner Deputy City Secretary Mary McDonald Marketing Director Laurie Lundberg

Human Resources Director Ann Honza HR Coordinator Brittany Grounds

Finance Finance Director Ann Honza Asst. Finance Director Sue McKenrick Budget Officer Tim McRoberts Purchasing Agent Cheryl Allison Sr. Accountant Laura Cox Accounting Specialist Shelley Emmons Accounting Specialist Kristal Mier Payroll Administrator Jessica Perez

Fire Fire Chief Dale McCaskill Assistant Fire Chief Phillip Brancato Administrative Assistant Donna Collins

Building Inspection Chief Building Official Heath Daniel Admin. Services Mgr. Cynthia Younts

Engineering Executive Director Mike Adams Administrative Assistant III Diana Swiatkowski

Planning Planning Director Trenton Robertson Planning Manager Marcos Narvaez Planning Coordinator Leslie Regan

Police Police Chief Carl Smith Asst. Police Chief Scott Brown Police Commander Tim Hicks Police Commander Nick Harp Admin. Office Mgr. Minerva Silva

Public Works / Utility Operations Director Adam MergenerAdministrative Manager Tammie Lowry

Community Services / Animal Control Comm. Svcs. Manager Debbie Lubke Administrative Assistant Becky Jones

Parks Parks Director Heather Dowell Parks Ops Manager Billy King Special Events Coord. Gina Moore

Municipal Court Court Administrator Renee Moses

Information Technology Director Mike Weiss

Water Treatment Plant WTP Manager Joe Richey Administrative Assistant Amy Rabozzi

Utility Billing Manager Ami Jo Ranton

Senior Citizen Center Director Karen Cox

Midlothian Economic Development Corp. President/CEO Kyle KinatederAdministrative Assistant Belinda Wadsworth

Midlothian Community Development Corp. President Alyn NixTreasurer TJ Henley

Midlothian Conference Center Director Diana Younts

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CITY OF MIDLOTHIAN FY 2021-2022 BUDGET TABLE OF CONTENTS

INTRODUCTION Mandatory State Language ..........................................................................2 How to Read This Document .......................................................................8 Community Profile.......................................................................................9

BUDGET MESSAGE City Manager Budget Letter ......................................................................20 Organizational Chart ..................................................................................28 Budget Award ............................................................................................29 Budget Process ..........................................................................................31 Budget Calendar .........................................................................................38 Fund Structure by Budgetary Basis ...........................................................39 Basis of Accounting & Budgeting .............................................................41

BUDGET OVERVIEW Budget Overview – All Funds ...................................................................50 Budget Overview – Revenues ....................................................................54 Budget Overview – Expenditures ..............................................................60

ANALYSIS BY ILLUSTRATION Tax Summaries – Ad Valorem ..................................................................68 Tax Summaries – Sales Taxes ...................................................................78 Tax Summaries – Franchise Taxes ............................................................81

LONG-RANGE PLANNING Long-Range Planning Narrative ................................................................84 Comprehensive Plan ..................................................................................85 Strategic Plan ...........................................................................................113

GENERAL FUND Summary of Revenues & Expenditures (by Department) .......................130 Summary of Revenues & Expenditures (by Classification) ....................131 Revenue Detail .........................................................................................132 General Fund Revenue & Expenditure Narrative ....................................134 Departmental Budgets ..............................................................................149

UTILITY SERVICES FUND Summary of Revenues & Expenditures (by Department) .......................250 Summary of Revenues & Expenditures (by Classification) ....................251 Revenue Detail .........................................................................................252 Utility Fund Revenue & Expenditure Narrative ......................................253 Departmental Budgets ..............................................................................261

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CITY OF MIDLOTHIAN FY 2021-2022 BUDGET TABLE OF CONTENTS

DEBT SERVICE FUNDS Debt Service Summary ............................................................................302 Debt Statistics ..........................................................................................309 305 - General Fund Debt Service .............................................................311 215 - Utility Fund Debt Service ...............................................................327 625 – MCDC (4B) Sales Tax Revenue Bonds Debt Service Schedule ...335 960 – MDA Debt Service ........................................................................340

SPECIAL REVENUE FUNDS Appropriated Fund Summary by Classification ......................................346 Appropriated Fund Summary by Fund ....................................................347 Appropriated Budgets by Fund ................................................................348 Non-Appropriated Fund Summary by Classification ..............................370 Non-Appropriated Fund Summary by Fund ............................................371 Non-Appropriated Budgets by Fund ........................................................372

CAPITAL PROJECTS Capital Projects Narrative ........................................................................386 Major Capital Projects .............................................................................388 Capital Projects ........................................................................................390 Completed Capital Projects......................................................................397 Supplemental Capital ...............................................................................403

ORDINANCES & POLICIES Budget Adoption Ordinance ....................................................................406 Ad Valorem Tax Rate Ordinance ............................................................408 Financial Policy .......................................................................................410 Investment Policy - Resolution ................................................................416 Investment Policy.....................................................................................417

ATTACHMENTSPersonnel ..................................................................................................429 Pay Schedules ..........................................................................................435 Fee Schedules...........................................................................................439 Council & Boards ....................................................................................449 Acronyms & Glossary..............................................................................453

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HOW TO READ THIS DOCUMENT

Presented is the City of Midlothian Annual Operating Budget for the fiscal year beginning October 1, 2021 through September 30, 2022. This document has been specially prepared to help you, the reader, learn about the issues affecting the Midlothian community. Many people believe a city budget is only a financial plan. Although you can learn much of the City’s financial portfolio, the FY 2021-2022 budget document has been designed to serve other functions as well. The budget is a policy document as it presents major priorities that guide how the City is managed. The budget also is an operational guide that gives the public, elected officials and City staff information pertaining to the production and performance of individual City departments. The budget is designed as a communication device. Information is conveyed verbally and graphically in a way that should be easily understood by persons unfamiliar with the City.

THE BUDGET FORMAT The budget document is divided into four major sections: Introductory, Budget Summary, Financial/Operational, and Attachments. The introductory section contains the City’s Manager’s letter addressed to the City Council, which explains the priorities and issues that affected the development of the 2021-2022 budget. This section also describes the City’s goals, basis of accounting, long-term financial plan and the City’s overall organizational structure.

The Budget Summary section provides explanations of major revenues, expenditures and fund balances for appropriated funds with specific individual details of the appropriated funds.

The Financial sections consist of the appropriated and non-appropriated funds and are divided by fund type with departmental group information provided when applicable. The City uses the fund method of accounting which tracks the application of public resources. For example, the Utility Fund is established to keep track of revenues and expenditures associated with operating the Utility Department. The General Fund attracts the most attention as it consists of the majority of the departments seen by citizens (Administrative Services, Police, Fire, Parks, Planning and Community Services). Financial statements are provided for each fund with beginning fund balances, revenues, expenditures and projected ending balances for the adopted budget year. Accompanying the statements are narratives and graphs that describe the major features of a particular fund. Within each fund there may be one or more departments that describe the makeup of each fund. Each department is presented with a mission statement, a brief synopsis of the key departmental budget changes (if any), operational objectives for the adopted FY 2021-2022 budget year and illustrated by selected performance measures.

Attachments are presented at the back of the document. These include financial policies, investment policies, ordinances adopted by the city council which pertain to the budget and tax rate, personnel information, adopted fees, boards and glossary.

Please contact the City’s Finance Department for questions related to the FY 2021-2022 budget documents at (972) 775-7196.

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CITY OF MIDLOTHIAN COMMUNITY PROFILE INTRODUCTION

GENERAL INFORMATION The City of Midlothian is located in northwest Ellis County, Texas, approximately 25 miles southwest of Dallas, on U.S. Highway 67, and 10 miles northwest of Waxahachie, on U.S. Highway 287. Midlothian is part of the “D/FW Metroplex”, which includes the cities of Dallas and Fort Worth, with an estimated population exceeding 7 million1. In addition, Midlothian is also located midway between Fort Worth and Ennis on U.S. Highway 287. The City of Midlothian encompasses an area of approximately 64.41 square miles, with an estimated current population of 36,198 as of January 1, 2021. Early Midlothian Settlers first began arriving in the late 1840’s and the community consisted of just a few farms. In 1848, the Hawkins family came to Midlothian, playing a very important role in the organization of Ellis County. One member even served as the first Chief Justice of Ellis County. In 1883, the Gulf, Colorado and Santa Fe railroads began construction of a rail line from Dallas to Cleburne. Local legend says that one of the civil engineers surveying the route noted that the local area looked like his hometown, the Lothian Valley in Scotland. The name of “Midlothian” stuck and was then used on survey maps to identify this area of Ellis County, Texas. The “Midlothian” site was the halfway point between Dallas and Cleburne, so the train depot was built for coal and water replenishment of the railroad steam engines. By the time the Dallas/Cleburne route was completed, Midlothian began to blossom into a community.

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The Fort Worth Railroad further spurred development by announcing they would build a tap road to Waxahachie through Midlothian, which would cross the Gulf, Colorado, and Santa Fe railroad line. The railroad company announced the sale of lots along the roadway and railways in the new town of Midlothian. Buyers were brought in on excursion trains from all over the state for the sale. On Thursday, May 10, 1883, two hundred acres of land encompassing the present downtown area were sold. The Southern Pacific Railroad, which intersects the Santa Fe Railroad north of town, was completed in 1886. In 1888, the town became incorporated, electing a mayor and five councilmen. Midlothian’s first mayor was W. Artie Brundage, a printer and publisher of the Midlothian Visitor newspaper. Government The City of Midlothian was incorporated in 1888 and effective October 1, 1980 the city was granted a home-rule charter. Midlothian uses a council–manager form of government. The city council is comprised of a mayor and six at-large council members elected by the citizens of Midlothian. The City Manager acts as a policy advisor to the Council and implements directives from the Council to city employees. Growth & Economic Development In the late 1980’s, a scientific laboratory known as the Superconducting Supercollider brought many people to Ellis County and thus to Midlothian. The federal government’s eventual closure of this facility forced many of the newcomers to move away from the area to search for other jobs; however, a few stayed to enjoy the small-town atmosphere. Throughout the 1990’s the population continued to grow steadily, resulting in the construction of new homes. In 1998, a Tax Increment Reinvestment Zone (TIRZ) was formed for the development of a new industrial business district, Railport Business Park, located south of Texas Industries, Inc. The Midlothian Development Authority (MDA) was established to administer the plan of the zone in a joint venture with Texas Industries. Businesses currently located in the zone include Midlothian Energy Limited, one of the largest gas-fired power plants in Texas, Target distribution center, Toys “R” Us Distribution Center, Quik’n Tasty (QuikTrip) Distribution Center, Buckley Oil, Western Power Sport Distribution Center, and Applied Natural Fuels. Recent Growth and Development Residential

In Midlothian, new single-family construction permits have shown a steady growth over the course of last year, with 2021 showing a projected increase of 38% from 2020. Even though this is a small percentage year to year, from 2010 until last year, the number of new single-family building permits has grown 339%. The increase in single-family construction permits over the last 8 years has caused the population of Midlothian to reach over 37,000. At the end of September 2021, the estimated

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City population is 37,383; including the school district boundary’s population of approximately 15,288, the Midlothian community has an overall population fast approaching 52,671.

The average construction value, average sales value, and average square footage of new single-family residential permits have steadily increased over the last 8 years. Per the table and chart above, from 2012-2021, the average construction value increased by 94%, the average sales values have increased 78% over the same period, and average square footage has increased 12% over that period as well. Overall, the trend line for all three categories show a projected increase over the next few years.

* Sales value based on the National Association Homebuilders New Construction Cost Breakdown Percentage.

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At the start of 2007, there were approximately 1,061 lots available to build within the City of Midlothian. As of September 30, 2021, the number of available buildable lots currently stands at 1,176. Overall, the number of lots that have been approved in some sort of fashion or another (approved zoning, preliminary plat or final plat, etc.) currently stands at 4,826. Based on the total number of lots currently available and using an average of 500 residential building permits per year and assuming there are no additional lots platted, there are lots available to build until late 2031. The southern region continues to be the fastest growth corridor in the City and with newer residential subdivisions being built in that area, it will likely continue for the foreseeable future.

Commercial In 2020, Midlothian experienced a modest growth in non-residential construction projects and this growth has continued into 2021. Some of these new developments include the ALDI grocery store, Shops on Main, Burger King, Bank of America, Hudson Collision, Starbucks, White Rino Coffee, Snap Clean Car Wash, and Lawson District.

698 Projected

Year End

End of 3rd Qtr.

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Population

Year Population % Change

From 1960

Year Population (January 1)

% Change From

Prior Year 1960 1,521 0% 2003 10,400 11% 1970 2,322 53% 2004 11,200 7% 1980 3,219 112% 2005 12,150 8% 1990 5,141 238% 2006 12,800 5% 2000 7,480 392% 2007 13,750 7% 2010 18,037 1,086% 2008 14,550 5% 2014 20,540 1,250% 2009 16,250 11% 2015 21,951 1,343% 2010 18,037 11% 2016 23,352 1,435% 2011 18,300 1% 2017 25,419 1,571% 2012 18,750 2% 2018 30,814 1,926% 2013 19,330 3% 2019 32,603 2,043% 2014 20,540 6% 2020 34,339 2,122% 2015 21,951 7%

2021 (Q3) 37382 2,357% 2016 2017

23,352 25,419

6% 9%

2018 30,814 21%

2019 2020

32,603 34,339

6% 4%

2021 (Q3) 37,382 9%

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The City is experiencing steady population growth. As of September 2021, the City has an estimated population of 37,383. The long-term population growth trend is anticipated to increase due to the addition of new residential subdivisions. The City has made several long-range plans to accommodate this growth by addressing thoroughfare, infrastructure and personnel needs.

Land Use The city is primarily a residential town whose residents are employed by major companies located within the City limits. Midlothian is home to several large industries and is within 30 miles of downtown Dallas and Fort Worth. Commercial development is a very important part of the economic base and measures are being taken to increase this part of the tax base, which will benefit the entire community. New residential building values continue to increase. The average new single-family residential building value is $415,550. Overall, the City is approximately 56% built out.

Education Primary education for the community is provided by the Midlothian Independent School District (MISD) which encompasses an area of approximately 112 square miles. MISD conducts programs for Kindergarten through Grade 12 and employs 921 employees (including teachers and administrative personnel). MISD has ten school campuses with 489 teachers and an enrollment of 9,393 for the 2018-2019 school year. The student to teacher ratio is 18 to 1.

Higher education opportunities are also readily available in Midlothian. On April 25, 2012 the Texas Higher Education Coordinating Board approved the establishment of a multi-institutional teaching center (MITC) in Midlothian known as the Midlothian Higher Education Center (MHEC). As one of only nine MITC’s in Texas, the MHEC is a partnership consisting of Navarro College-Midlothian, Tarleton State University, Texas A&M University-Commerce and the University of North Texas-Dallas. The collaboration between the four institutions will provide Ellis County area students the ability to complete baccalaureate and graduate degree programs at Navarro College’s Midlothian campus.

Other universities are readily accessible within a 60-mile radius of Midlothian – Southern Methodist University (SMU), University of Dallas, Texas Christian University (TCU), University of Texas at Arlington (UTA), University of North Texas (UNT), Texas Women’s University (TWU), and Northwood University are all available to Midlothian residents. Several trade, industrial and technical schools are also located throughout the Dallas-Fort Worth Metroplex.

Transportation Midlothian is strategically located at the juncture of U.S. Highway 67 and U.S. Highway 287. The City’s location provides easy access to an important ground transportation network consisting of interstates, U.S. highways and state highways that connect Dallas, Fort Worth, the Metroplex and the state.

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Located just three miles east of Midlothian is MidWay Regional Airport (JWY). Jointly operated by the cities of Midlothian and Waxahachie, MidWay Regional Airport is a 320-acre corporate and general aviation airport that is evolving into an attractive corporate aviation facility. It is a full-service FBO offering maintenance, repair, rental, sales, servicing, flight planning, computerized weather, UNICOM, RCO and AWOS. The airport opened in October 1992 to serve a rapidly growing area. An expansion projected completed in January 2012 included a major terminal renovation. Regional, national and international air service is provided by nearby Dallas Love Field and DFW International Airport -- the world’s fourth busiest airport based on the number of operations and the eighth busiest in terms of passengers2. Within a short 35-minute drive is your gateway to the world. Midlothian is also located at the crossroads of the Burlington Northern Santa Fe (BNSF) and the Union Pacific (UP) rail systems, the two largest railroads in the nation. These rail systems provide cost effective transportation for access to raw materials and inventory and delivery of finished goods to market. Medical When it comes to healthcare, Midlothian residents have several excellent options from which to choose. Located within the city are Baylor Family Medical Center and Methodist Midlothian Health Center. These facilities provide healthcare services ranging from physician services and imaging centers to rehabilitative services that include physical and occupational therapy. Methodist officially opened Midlothian’s first acute care hospital. Other major medical and specialized services are available at the many hospitals and affiliated clinics located a short drive away in Dallas, Fort Worth and the surrounding areas.

QUALITY OF LIFE Parks and Recreation The City has 282 developed acres of park land which is comprised of thirteen (13) developed City parks within the system that provide neighborhood recreation, formal athletic facilities and nature trails. The newest of these Parks, the first phase of the City’s Community Park, opened in the fall of 2017. Community youth athletic programs for baseball, soccer, football, track, swimming, cheerleading and tennis are available to provide recreational opportunities and promote physical activity to a diverse population of various levels of ability and skill. Community adult athletic programs for tennis are available to promote recreational league play for men and women. Additionally, in cooperation with the MISD, the City operates the Midlothian Sports Complex which provides athletic fields for softball, tennis, and sand volleyball. For additional information about the various Parks Department facilities and amenities please reference within this budget document the Parks Department page in the General Fund section. 2 DFW International Airport Strategic Plan 2012

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Midlothian Public Library Operated by the Midlothian Independent School District with funding contributed by the City of Midlothian, the Midlothian Public Library offers many special programs including story time, school-age programs, adult programs, a summer reading club program and e-books. D/FW Area Recreation and Leisure The City of Midlothian offers a rural lifestyle within easy driving distance of two major metropolitan areas and the urban amenities they have to offer. Both Dallas and Fort Worth are within an easy 30-minute drive from Midlothian. Both cities offer an abundance of sports venues, tourist attractions and cultural opportunities. Sport Venues There are several professional and minor league sport franchises in the DFW area including the Texas Rangers (baseball), Dallas Cowboys (football), Dallas Stars (ice hockey), FC Dallas (soccer), Dallas Mavericks (basketball), Frisco Roughriders (minor league baseball) and the Texas Legends (minor league basketball). In addition, there are several 18-hole championship golf courses located within driving distance of the City. Tourist Attractions DFW offers numerous tourist attractions including Scarborough Faire, the Fort Worth Stockyards, Hurricane Harbor, Lone Star Park, Six Flags over Texas, Texas Motor Speedway, and the Texas State Fair. Cultural Opportunities Cultural opportunities abound in the D/FW area. Venues include: DALLAS FORT WORTH Dallas Museum of Art Amon Carter Museum of American Art Winspear Opera House Bass Performance Hall Morton H. Meyerson Symphony Center Billy Bob’s Texas Dallas Zoo Fort Worth Zoo Dallas Arboretum & Botanical Gardens Fort Worth Botanic Garden Perot Museum of Nature & Science Fort Worth Museum of Science & History Nasher Sculpture Center Kimbell Art Museum Dallas World Aquarium Modern Art Museum The Sixth Floor Museum Fort Worth Stockyards

* * * * *

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GOVERNMENT DEPARTMENTSIncorporated March 13, 1888 FireType Home Rule Charter Fire Stations 3Form Council/Manager Firefighters 69Charter Adopted 1980

ParksCoordinates Parks 15Longitude 32.479202 Park AcreageLatitude -96.985567 - Developed Park Acreage 187.820

- Undeveloped Parks Acreage 269.573Land Area (sq. miles) 64.41 Total Park Acreage 457.393Linear Miles of Streets 215 Baseball Fields (Lighted) 5

Basketball Courts 3Population (1/1/21) Softball Fields (Lighted) 4City 36,084 Soccer Fields 28Emergency Service District 12,936 Tennis Courts (Lighted) 8

T-Ball Diamonds 1DEMOGRAPHICS Sand Volleyball Courts 4Gender Playgrounds 9 Male 49% Skate Park 1 Female 51%Age Police 0-24 37% Police Stations 1 25-44 27% Police Officers 70 45-64 25% Dispatchers 18 65+ 11%Race Water White 74% Water Treatment Capacity 24 mgd Hispanic or Latino 15% Raw Water Rights (Capacity): African American 5% TRA-Joe Pool Lake 5.95 mgd Two or More Races 4% TRWD-Tarrant Regional Wtr Dist 12.19 mgd Asian 1% Water Customers (Avg) 7,767 Other 1% Water Treated Daily (Avg) 9.25 mgdOwner-Occupied Dwellings 81% Water Treated Monthly (Avg) 278 mgRegistered Voters 23,640Median Household Income $95,306 Wastewater (WW)Median Age 36.2 Sewer Customers (Avg) 9,867Total Households 9,812 WW Treated Daily (Avg) 2.13Average Household Size 3.03 WW Treated Monthly (Avg) 65 mg

COMMUNITY PROFILEINTRODUCTION

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COMMUNITY PROFILEINTRODUCTION

BOND RATINGS UTILITIESGeneral Obligation Bonds Electricity - Moody's Aa3 Oncor Electric Delivery - Standard & Poors AA Hilco Electric CooperativeWater & Sewer Revenue Bonds A1 Natural Gas

Atmos EnergyCOMMUNITY FACILITIES WaterMidlothian Conference Center City of MidlothianSenior Citizen Center Mountain Peak Water SupplyA. H. Meadows Library Sardis Lone Elm Water SupplyMidlothian Civic Center Telephone

AT&TEDUCATION - Midlothian ISD Garbage & RecycleMISD District Area (sq. miles) 112 Waste Connections, Inc.Campuses Cable High School (9-12) 2 Charter Communications Middle School (6-8) 3 Elementary (PreK-5) 7 TRANSPORTATIONStudent Enrollment 10,439 Mid-Way Regional AirportMISD Employees 1,133 DFW International AirportTeachers 713 Dallas Executive AirportStudent to Teacher Ratio 15:1 Dallas Love Field Airport

Union Pacific RailroadTOP EMPLOYERS BNSF Railroad500+ Employees

Gerdau Steel ProductionMidlothian ISD Public EducationTarget Corporation Distribution Center150-499 Employees

Methodist Hospital MedicalMartin Marietta Cement ProductionCity of Midlothian Municipal GovernmentAsh Grove Texas Cement ProductionHolcim Texas Cement ProductionMalouf Wholesale Trade100-199 Employees

QuickTrip Distribution Center

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Budget Message

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Chris Dick CITY MANAGER

September 7, 2021

DEAR HONORABLE MAYOR, CITY COUNCIL AND CITIZENS OF MIDLOTHIAN,

I am pleased to present to you the City of Midlothian’s Annual Operating Budget for Fiscal Year 2021-2022, which addresses key City Council issues and priorities. This budget is the result of our continuing efforts to minimize expenses and maximize efficiency while assuring continued exemplary customer service.

Long-Term Budget Goals

Provide high-quality public services that meet City Council’s priorities efficiently andeffectively without unnecessarily increasing tax rates or user fees (adhere to City’sconservative budgeting philosophy)

Invest in our City’s infrastructure, facilities and utilities Maintain effective cash reserves to ensure good rates on future borrowing and minimize

impact of economic downturns Continue to maintain commitment to nationally recognized standards and procedures for

public safety Maintain efficient and practical planning and zoning consistent with the desires and needs of

the community Support Local Economic Development

Strategies for Addressing Budget Goals

Prepare a five-year financial plan to forecast future budget needs and fund balances for boththe General Fund and Utility Fund

Use the five-year financial plan as a foundation for attaining priorities established by the CityCouncil

Request that departments present base budget requests with no new programs or levels ofservice, with new programs and levels of service as supplemental requests

Use a capital reserve save up plan for purchases of public safety equipment and apparatus Utilize historical trends and economic forecasts to determine the financial needs of our City Use planning tools such as a Comprehensive Plan, Master Thoroughfare Plan, Park Plan,

Historic Preservation Plan, and Capital Improvement Plan for guidance during the Budgetprocess

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Short Term Factors Influencing FY 21-22 Budget Several short-term factors guided our Budget decisions in FY 2021-2022, but the lingering effects of the Covid-19 virus remained at the forefront as the most significant theme. Exploring the aspects below we had to balance resources and make hard decisions to try and come up with a Budget and tax rate that would provide the best benefit to our citizens.

Economic Impact of Covid-19 The Covid-19 pandemic has had far reaching effects, although the longer the virus has lasted the more the impacts have evolved. Despite the initial uncertainty, and the cautious approach taken when the pandemic began, the anticipated revenue shortfall or economic downturn never came to full fruition. With revenues holding steady, we are now experiencing other after effects of the virus including labor shortages, rising costs, longer lead times, and low availability on most goods and services. Budget discussions included how to continue to prioritize a high service level within the new constraints of the economy.

Road Facilities The need for improved road facilities in Midlothian is the result of our area’s strong growth rate. But new home construction in the City of Midlothian tells only part of the story: City, County and State roads in the Midlothian area are being pressured by growth in the ETJ/ County areas, as well as Ovilla, Maypearl, Venus and other surrounding areas that use Ellis County roads. The addition of lane miles due to recent annexations has also increased the need for road funding. Park Facilities The City of Midlothian strives to enhance the quality of life for our growing community, and providing places and opportunities to recreate and be active through our parks facilities is an important theme year over year. Phase I of Midlothian’s flagship Community Park was completed in FY 17-18, and voters approved the final phase of the Park via bond referendum in the fall of 2017. With the construction of the final phase of the Park now set to complete in the Winter of 2022, the Parks budget focused on the personnel and equipment required to maintain the new facilities. Utility Improvements Given the same pressures being put on our roadways with local growth, updates are also needed in our water distribution and collection networks, as well as keeping an eye on our overall water treatment capacity and searching for new sources of water for our community. In addition to replacing equipment and rehabbing existing infrastructure, the expansion of Water Plant II (Auger) from 12 MGD to 24 MGD will be the major focus of this budget. Public Safety For many years now, the City Council has placed the needs of our outstanding public safety departments toward the top of the City’s priority list—investing in new police officer and fire fighter positions; purchasing new police cruisers and fire engines; etc. After a cautious approach towards the FY 2020-2021 budget with limited personnel additions, catch up on some of our unmet public safety needs was much needed for FY 2021-2022. This includes three new Firefighter/Engineers and three new Police Officers.

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Tax Rate As we looked to the new budget year, with increased demands due to the expanding population, but uncertain economic conditions, a decision needed to be made on an appropriate tax rate. The overall tax rate for FY 2021-2022 remained steady at $0.675000. Public Services As Midlothian continues to expand, and the City’s budget increases to accommodate the growth; demand and workload levels have grown within the organization. As mentioned with public safety, a goal of the FY 2021-2022 budget was to catch up on unmet needs from the prior year. Most of these needs were related to personnel and equipment to keep up with the exponential growth the City is experiencing despite lingering effects from the Covid-19 virus. As we contemplated these issues and other competing needs of the City, we developed the Principal Issues and Priorities of the Budget that guided our decisions for FY 2021-2022

Principal Issues and Priorities of the Budget As the FY 21-22 budget process began in the spring of 2021, it became evident that this year’s issues and priorities would bring new challenges not seen in previous years. In the prior two fiscal years, reactionary measures to the immediate Covid-19 pandemic like halting non-essential spending, service level changes due to new safety protocols, and increased spending for cleaning and sanitation equipment were priorities as we carefully assessed the uncertain economic and health safety conditions. Some examples of the service level cuts included stringent safety procedures which prevented full access to City offices such as Utility Billing, Permits, Animal Control and Court. The effects were also seen in our Parks, Conference Center and Senior Center where most public assembly events were cancelled or put on hold. As we looked towards the FY 21-22 budget, while still dealing with the same lingering Covid-19 situation, many unexpected challenges resulted in new priorities for the upcoming budget year. One of these issues was the labor shortage. As the City essentially held fast at adding personnel in the prior year, the need was now even higher for FY 21-22, and planning to navigate these needs through a workforce shortage would be difficult. Other unexpected effects of the enduring pandemic were supply shortages, rising costs, and longer lead times on seemingly all goods and services. Coming off a year in which we halted most non-essential spending, adding the new personnel, programs and capital we needed to resume our high service levels given these new issues were certain to be difficult hurdles to overcome. Other issues such as the overall tax rate, legislative changes, current and future debt capacity, fees, other revenue opportunities, and public safety expenditures were all discussed at length during a series of summer budget workshops.

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As these workshops concluded there was a conservative framework to move forward into the next budget year. After deliberation, it was decided that the tax rate would be held steady at $0.675000. A year after reducing the tax rate by $0.01, holding the tax rate steady would allow the City to catch up from the prior year’s limited spending and not fall behind on maintaining and improving service levels to the citizens. Other principal issues and challenges in developing the FY 2021-2022 budget primarily focused around the City’s financial health and how to maintain a flexible contingency plan with a stable fund balance, debt load and minimal future financial commitments. Development of this budget was faced with multi-dimensional issues that did not always have immediately apparent solutions. Solutions had to be found to the following questions:

How can we maintain our current service levels with potential reductions to current or future revenues?

How will the City handle the ongoing Covid-19 situation given the uncertain economic and public health implications?

How will the City handle roadway capacity expansion projects that are so critically needed as the Midlothian and Ellis County areas continue to grow?

How do we continue to prioritize our Capital Improvements Program (CIP) and personnel needs?

Which additional programs, personnel and capital are needed to continue to strive for an enhanced service level?

How do we continue to contain operating costs? How do we responsibly use fund balances to address current critical needs while continuing

to maintain them at ample levels throughout the five-year financial planning period? How do we systematically advance and improve as a City while continuing to protect our

excellent bond ratings?

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ADDRESSING THE ISSUES How can we maintain our current service levels with potential reductions to current or future revenues? One of the challenges of planning for the future of the City responsibly is managing long-term strategies in conjunction with current City Council initiatives and ever-changing economic conditions. As we have seen recently not only through the economic uncertainty caused by the pandemic, but also through recent Legislative changes limiting revenue, proper planning for these types of events is critical. Fortunately, in previous years the City proceeded cautiously and conservatively and is in sound financial shape to navigate these types of constraints. Recent strong sales tax growth and the influx of new commercial development including the new Google data center have boosted revenues. New long-term financial commitments such as personnel and ongoing programs were examined carefully, and conservative revenue projections were used to assure we proceeded into the next fiscal year cautiously. One year removed from lowering the tax rate, we feel the current rate of $0.675000 is one we can maintain going forward given the current economic conditions. As we go into the next budget year, our Finance and Executive teams plan to have early budget workshops with the Council to get direction on how to move forward with an outline on what kind of debt issuance plan to bring forward, tax rate to propose and what kind of service level we can offer given these parameters. How will the City handle the ongoing Covid-19 situation given the uncertain economic and public health implications? The City has prepared in several ways to minimize future financial risk against long-lasting economic effects of the Covid-19 virus. Throughout the summer we analyzed the trends of our most volatile revenues including sales tax, permits and fees. Although indicators have remained strong, we have proposed conservative figures for these revenues in the FY 21-22 budget. The City has also closely monitored the public health situation and related response recommendations from the Federal, State and County levels. We head into FY 21-22 ready to proceed with normal operating procedures (with new safety measures implemented), but are also ready to adapt at any moment as the situation remains tenuous. How will the City handle roadway capacity expansion projects that are so critically needed as the Midlothian and Ellis County areas continue to grow? To help address the City’s growing backlog in roadway improvements, the FY 21-22 budget includes $2,500,000 to continue to fund an aggressive road projects initiative that will help update our infrastructure and increase access to ongoing development in the City. This funding is on top of the $325,000 budgeted for regular street maintenance. Along with this funding, several major road projects are currently in the construction or planning phases, financed by debt. Due to the future economic uncertainty spending on street projects will proceed cautiously, and should revenues further reduce these capital projects will be scaled down or postponed as needed to offset.

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How do we continue to prioritize our Capital Improvements Program (CIP) and personnel needs? Development and implementation of the City’s five-year financial plan (Strategic Plan) helps to prioritize and plan for CIP and personnel needs. The Strategic Plan identifies each department’s highest priorities and most immediate needs for capital and personnel. These departmental needs are then evaluated against current year priorities established by the City Council and provide a baseline for the FY 21-22 supplemental budget. Which additional programs, personnel and capital are needed to continue to strive for an enhanced service level? In April 2021, all City departments undertook the annual task of developing a five-year financial plan for their department. For the upcoming five-year period, departments were asked to review and project any changes to their base expenditure levels (over $5,000) and identify supplemental personnel and capital needs. The first year of the five-year plan was used as the base for development of the FY 21-22 budget. Due to the spending constraints from the prior year, a backlog of much needed programs lingered on the City’s five-year Strategic Plan. These included personnel in Public Safety, increased funding for Streets, new personnel and equipment for Parks and hardware and software improvements in Information Technology. With these just a small sampling of new programs added for FY 21-22, we will move towards enhancing our service levels to our citizens and increasing the quality of life for our growing community. How do we continue to contain operating costs? Despite steady revenue numbers throughout the past few years, the City has budgeted conservatively for FY 21-22 given the lingering effects of the Covid-19 virus and the potential volatility that could arise. This made it critical to contain costs and allocate resources efficiently. The primary measures employed by the budget to contain costs were: Department heads were asked to present “base budgets” that did not include new programs or

levels of service; the latter new programs were presented separately as supplemental budget requests.

Department heads were then asked to rank their supplemental budget requests, in order to assist the management team in making difficult decisions on what to exclude from the proposed budget.

Many supplemental requests were not approved due to resource constraints.

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How do we responsibly use fund balances to address current critical needs while continuing to maintain them at ample levels throughout the five-year financial planning period? The City of Midlothian has succeeded in maintaining a very ample General Fund balance of approximately 180 days or more of operating capital. Most cities strive to maintain a fund balance of 45 to 90 days; Midlothian’s adopted policy requires a 90 day reserve. The City’s past success in maintaining a 180+/- day reserve has helped protect the City against economic downturn. This large cash reserve has also helped bolster the City’s bond rating which would otherwise be lower due to the concentration of the City’s tax base among a relatively small number of industrial employers vulnerable to economic volatility. As we looked towards the new budget year, maintaining sufficient fund balance was as important as ever. The FY 21-22 budget is projected to end with more than 180 days of fund balance—a relatively large (but important) “savings account” for a community of Midlothian’s profile. Another reason the fund balance is being maintained at these levels is outstanding litigation on the appraised value of large industrial property owners. Based on past results, these could have a significant negative effect in the City’s fund balance. How do we systematically advance and improve as a City while continuing to protect our excellent bond ratings? Municipal bond ratings are critical because higher ratings result in lower borrowing costs. In August 2021, Standard & Poor’s Rating Services (S&P) upgraded the long-term and underlying ratings for Midlothian’s existing general obligation debt to AA+ Stable. In their analysis, S&P cited that the one-notch upgrade is due to economic growth and improvement in wealth and income metrics, and steady budgetary performance that has led to very strong reserves that are expected to continue in the near term. S&P stated the only negative factors were the City’s relatively high debt burden and concentrated tax base. This strong bond rating will result in the City saving millions of dollars in interest costs well into the future. The FY 21-22 budget will protect these recent bond ratings by maintaining high levels of fund balance in the General and Utility Funds, for FY 21-22 as well as the five-year planning period.

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CONCLUSION The FY 2021-2022 budget was prepared to accomplish several goals, as summarized below. Provide desired, high-quality public services efficiently and effectively without unnecessarily

increasing tax rates or user fees. The FY 2021-2022 tax rate of $0.675000 per $100 remains unchanged from the previous fiscal year, and capital expenditures using fund balance allow for completion of long-awaited projects valued by our residents.

Prepare a conservative budget in light of the ongoing financial impacts of Covid-19, and plan for future economic uncertainty to come. Minimize future financial commitments by limiting new personnel and economize wherever possible to maximize available revenues. This was particularly challenging given expenditure needs such as public safety staffing and equipment, street maintenance, public services and parks.

Use General and Utility Fund reserves to help fund major capital investments while continuing to preserve enough fund balance for contingency. The FY 21-22 budget was prepared within the context of a five-year budget plan that was based on conservative assumptions. The goal of this five-year plan, achieved by this budget, was to ensure minimum fund balances of approximately 180 days (General Fund) and 180 days (Utility Fund).

In presenting this FY 2021-2022 budget, I would like to acknowledge the valuable contribution and teamwork of the Directors, Finance Department and Administrative Staff. In particular, I would like to extend praise to our budget personnel—Ann Honza, Finance Director; Sue McKenrick, Assistant Finance Director; and Tim McRoberts, Budget Officer—who helped prepare this budget alongside the City Manager as a team effort. Lastly, and most importantly, I would like to thank the Mayor and Council members for their ongoing leadership that has smoothly guided this most challenging budget. I believe the efforts of all involved have resulted in a sound financial plan that aligns financial revenues and expenditures so that the City’s many needs and opportunities can best be addressed. Respectfully Submitted,

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City of Midlothian, Texas

CITIZENS OF MIDLOTHIAN

The Honorable Mayor and City

Council

City Attorney City Manager

General Government

Administration

Finance

Human Resources

Conference Center

Information Technology

Assistant City Manager

Development Services

Building Inspection

Planning

Engineering

Parks & Sports Park

Public Works

Utility Services

Public Safety

Fire

Police

Community Services & Animal Control

NEED Center

Boards &Commissions

City Secretary

Municipal Court

Created by City Charter

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For the 20th consecutive year, the Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Midlothian, Texas for its annual budget for the fiscal year beginning October 1, 2020. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to pro-gram requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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CITY OF MIDLOTHIAN BUDGET AWARD BUDGET MESSAGE

DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Midlothian for its annual budget for the fiscal year beginning October 1, 2020. The City has received this award for twenty consecutive years. In order to receive this award, the City must publish a budget document that meets program criteria as a policy document, a financial plan, an operations guide, and a communications device.

The Budget as a Policy Document. This criterion involves including a City-wide statement (or statements) of budget policies, goals and objectives for the year and an explanation of the budgeting process to the reader, describing the short-term and operational policies that guide the development of the budget. The criterion also relates to the longer-term City-Wide policies that are expected to continue in effect for a number of years. The budget award criterion also requires the inclusion of a budget message and/or transmittal letter by the City Manager.

The Budget as a Financial Plan. This criterion involves including an explanation of the financial structure and operations of the City and the City’s major revenue sources and fund structure. The budget should contain an all-inclusive financial plan for all funds and resources of the City, including projections of financial condition at the end of the fiscal year, projections of current year financial activity and provide a basis for historical comparisons. The budget should also present a consolidated picture of all operations and financing activities in a condensed format and an explanation of the budgetary accounting basis, whether prepared on a generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other acceptable method.

The Budget as an Operations Guide. This criterion involves including information in the document explaining the relationship between organizational units (departments) and programs; including an organization chart, a description of the departmental organizational structure, staffing levels and historical comparisons of staffing levels; explaining how capital spending decisions will affect operations, providing objectives and performance measures; describing the general directions to department heads through the use of goals and objectives, reorganizations, statement of functions, or other methods.

The Budget as a Communications Device. This criterion relates to having the budget document available for public inspection; providing summary information suitable for use by interested citizens and the media; avoiding the use of complex technical language and terminology; explaining the basic units of the budget, including funds, departments or activities; and disclosing sources of revenues and explanation of revenue estimates and assumptions. The intent is to enhance the communication aspects of the budget document, so that information in the budget can be communicated to a reader with a non-financial background.

This award is valid for a period of one year only. We believe our current budget document continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for another award.

This document has been compiled according to generally accepted budgeting and accounting guidelines and practices and the budget represents a comprehensive review and plan for all expenditures and services offered by the City of Midlothian, TX.

Credit is due to all of the Directors and Staff for their many hours of assistance in preparation of this document. Without their help and commitment, the quality of this document would have been greatly diminished.

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CITY OF MIDLOTHIAN BUDGET PROCESS BUDGET MESSAGE

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BUDGET ROLES AND RESPONSIBILITIES Every staff member plays a role in the budgeting process, whether it is informative, implemental, administrative or evaluative. Ultimately, each director, up to and including the City Manager, is accountable to the City Council and citizens for the performance of departmental staff in meeting specific objectives. Actual budget responsibility can be identified specifically as follows: DEPARTMENT DIRECTORS are responsible for preparing an estimate of

remaining cost requirements for the current fiscal year, projecting the base budget requirements for the next fiscal year, preparing the department’s Strategic Plan requests and developing other requests that change or revise the program.

DEPARTMENTAL ADMINISTRATIVE SUPPORT STAFF serve as a vital communication link between the department and the budget staff. Support staff is responsible for coordinating and verifying information, ensuring supporting documentation is submitted, monitoring their departmental review process to meet deadlines, gathering performance measurement information, entering departmental budgets into the financial system and identifying problem areas throughout the budget process.

DIRECTORS AND THE CITY MANAGER are responsible for reviewing historical performance, anticipating future problems and opportunities, considering alternative solutions and modifying and assembling their departmental data into a cohesive budget information package. Directors critically evaluate all requests, prioritize and submit a budget plan, which includes requests that support the City Council’s priorities, the City Manager’s work plan, administrative direction and the departmental mission and objectives. Directors evaluate performance measures to determine the effectiveness of individual divisions and departments.

FINANCE DIRECTOR AND THE BUDGET ANALYST are responsible for preparing short and long-range revenue and expenditure forecasts, gathering and evaluating performance measures, calculating departmental budget targets, assisting departments by reviewing departmental budgets with department directors or staff, collating, analyzing and summarizing departmental requests and preparing budget review materials for the directors, City Manager and City Council.

THE CITY MANAGER’S primary role is to implement the City Council’s goals and objectives and recommend funding options. Other responsibilities include reviewing the city’s financial and operational programs and formulating a city-wide proposed budget for presentation to the City Council.

THE CITY COUNCIL is responsible for developing goals and objectives for the

City, reviewing the City Manager’s proposed budget and approving the tax rate and finalized budget.

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BUDGET PHILOSOPHY The budget is prepared from a conservative perspective with regard to estimated revenues and expenditures. Although historical comparisons and trends are very useful, current-year data and trends will take precedence over prior-year trends. Budgeting from a conservative perspective will result in revenues being anticipated either at or slightly above prior year levels, unless there are other known factors that may significantly affect anticipated revenues. By estimating revenues conservatively, decreases in any one revenue source due to fluctuations in the economy or variations in weather should not adversely affect the City’s financial condition. Likewise, expenditures are also estimated conservatively (i.e., allowances are made for unanticipated expenditures). This method of conservative budgeting generally results in increases to the actual fund balance, compared to the estimated fund balance, since actual revenues historically exceed adopted revenues and actual expenditures are usually less than adopted expenditures. BUDGET PROCESS The budget process is a major factor in the development of the City of Midlothian’s overall strategic plan and affords individual departments the opportunity to reassess goals and objectives, evaluate programs using performance measurement data and develop strategies to accomplish them. Although the budget is reviewed by the City Council in July and August, with adoption in September, preparation of the budget begins at least six months prior, with fund balances projections, revenue and expenditure forecasts and departmental needs assessments. It is within this groundwork that departmental requests are made and subsequently reviewed. The following summary provides a brief description of the various phases of the budget process. BUDGET CALENDAR

In January of each year, the Finance Department presents to the City Council a budget calendar for the upcoming budget year that contains the projected milestones and deadlines which the City must meet in the preparation, adoption, and administration of the budget.

NEEDS ASSESSMENT PHASE

The Needs Assessment Phase is the foundation of assessing the current and projected operational needs of each department. City staff and City Council reviews occur during this phase to identify and prioritize the needs. Updates to the Strategic Plan normally occur during this period and are presented to the City Council early in the budget process to be used as a budget development guide throughout the year. Financial trend analysis is an integral part of Midlothian’s decision-making process that includes both short and long-range economic and financial forecasts. During this phase, strategic forecasting assumptions are made including changes in fund balance

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projections, revenue, expenditures, compensation and cost adjustments. Preliminary assumptions result in the city’s forecasted fiscal capacity and provide a balanced financial framework upon which operating and capital budget targets can be developed.

POLICY/STRATEGY DEVELOPMENT PHASEThe City Council’s goals and directives set the tone for the development of thebudget. It is within this framework that directors will formulate their budget plans andidentify and present key issues to the City Manager for review and discussion. TheCity Manager will in turn present to Council the key policy issues that will drive thedirection of the budget.

DEVELOPMENT PHASEBased upon the City Council’s priorities and strategic direction, departments developprogram objectives and work plans for the budget period. The Finance Departmentsubmits prior year and year-to-date expenditures for departments to review. Basebudgets are developed representing existing service levels and are adjusted for pricechanges, inflation and/or compensation adjustments. Staff is asked to evaluateprograms and positions, review service level requirements and make decisionsregarding new programs, increased or decreased staffing and changing resourceallocation. Departments use the Strategic Plan to identify additional staffingrequirements and obtain appropriate salary levels for each proposed new staffmember. Projected expenditures that exceed the base budget must be submitted as asupplemental request and will be reviewed during the budget process.

Many factors are considered during the budget development phase. A few factorsconsidered are:

• Citizen needs and concerns• State of the local, state and national economy• Increased demand for City services• Unfunded mandates• Requirements of federal and state regulatory agencies

REVIEW AND MODIFICATION PHASEThe Finance Director and Budget Analyst review all budget submissions fromindividual departments to ensure each department has submitted accurate and concisedata.

The Finance Director and City Manager schedule workshops with directors bothindividually and as a group. Budget requests and recommendations for eachdepartment are reviewed during this phase. New staffing, operational expenditures,revenue projections and capital requests are also reviewed to determine the overallresources available to fund departmental requests. The priorities and goals of the City

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Council and City Manager are reviewed with individual departments to ensure that departmental budgets are a reflection of these priorities. The City Manager formally presents to the City Council the proposed annual operating budget in July. A copy of this proposed budget is filed with the City Secretary and is available for public inspection. The City Manager’s proposed budget is a working document subject to numerous changes throughout July and August. The City Manager makes changes to the budget document during this time as new information becomes available (i.e., receipt of certified tax roll, computation of effective and rollback tax rates, determination of proposed tax rate, etc.) The City Council also makes changes to the proposed budget during their review process which takes the form of budget retreats, workshops and public hearings. Each budget retreat, workshop and public hearing is posted as a City Council agenda item. Notice of each public hearing is posted in the City’s designated legal newspaper to notify the public of the date and time they will take place.

ADOPTION PHASE

Although State law requires that the budget be adopted by September 30, the City Charter requires the City Council to adopt the budget at least ten (10) days prior to the beginning of the next fiscal year by a favorable majority vote of the full membership of the Council. If the City Council take no final action on or prior to such day, the current budget remains in force on a month-to-month basis until a new budget is adopted. State law requires a public hearing on the budget and the proposed tax rate (if it exceeds the lower of the effective tax rate or rollback rate) before adoption. Annual appropriated budgets are consistent with U.S. generally accepted accounting principles and are legally adopted for the General Fund, Utility Fund and appropriated Special Revenue Funds (i.e., Conference Center, Senior Center, etc.). Non-appropriated Special Revenue Fund budgets are not subject to adoption as expenditures in these funds are restricted by state law.

IMPLEMENTATION PHASE

The budget is officially implemented at the beginning of the City’s fiscal year which begins on October 1 and ends on September 30 the following year. In September, after the City Council has approved the ordinance adopting the budget appropriations, the Budget Analyst data enters the line-item budget into the City’s financial system. The Budget Analyst then reviews the information in the City’s financial system to ensure the grand-total in each fund equals what was appropriated by the City Council in the ordinance. After the Budget Analyst enters the budget data into the City’s financial system, the Assistant Finance Director and/or the Finance Director then ensures the line-item

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entries are proofread by an independent party for accuracy to ensure that the grand-total in each fund equals what was appropriated by the City Council. As a third review, each department is asked to carefully review the Current Budget section on their financial statement to ensure their department’s budget has been entered correctly.

DOCUMENT DEVELOPMENT PHASE

Upon adoption, the Budget Analyst manages the compilation of the annual operating budget and all supporting documents. Since the budgetary legal level of control is at the fund level, the annual operating budget approved by the City Council is the total amount appropriated for each fund. These total appropriations approved by Council are contained within a three to five page budget document. Although the annual operating budget document itself consists of only three pages, there are substantial details supporting how the appropriations were calculated. After the budget is adopted by the City Council, the Budget Analyst compiles and publishes a formal budget document that serves as a policy document, a financial plan, an operations guide, and a communications device. This budget document consists not only of the approved budget but also a series of analyses and commentaries on revenues, expenditures and tax rates prepared by the City Manager, Finance Director and Budget Analyst. This formal budget document is filed with the City Secretary and posted electronically to the City’s website.

MONITORING PHASE

Departments are accountable for budgetary controls throughout the fiscal year. Expenditure patterns are examined compared to budget plans and corrective actions taken if necessary during the fiscal year. The Finance Director and Budget Analyst reviews the budgeted revenues, expenditures and current demographic, economic and financial trends monthly that may impact the City and plan a strategy to ensure the City’s financial integrity. The City Council is also provided quarterly financial reports disclosing the City’s actual revenue, expenditures and fund balance performance as compared to the budget plan.

BUDGET AMENDMENTS In accordance with Article 9, Section 9.9 of the City of Midlothian Charter, the City Council may amend the budget by ordinance with a majority vote of the full membership of the City Council. Budget amendments are posted in the financial software package by the Accounting Specialist or Budget Analyst. LEGAL LEVEL OF CONTROL

Expenditures may not exceed the legal level of control at the Fund level. The City Manager is authorized to transfer appropriations between departments.

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TRANSFERS BETWEEN FUNDS Non-budgeted transfers between funds shall be approved by the City Council by Ordinance. The City Council shall approve budget modifications resulting in a net increase in fund appropriations or the use of any use of contingency funds.

* * * * *

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DATE ACTIVITYJanuary 28, 2021 Strategic Plan KickoffFebruary 26, 2021 Departmental Strategic Plan Requests Due to Finance (Personnel, Equipment and Capital Projects)Feb 26-Mar 19, 2021 Finance Department Compiles Strategic PlanMarch 22-April 2, 2021 City Manager & Director Workshops to Review and Discuss FY 2021-2026 Strategic Plan April 5-April 16, 2021 Finance Revises and Completes Compilation of Strategic PlanApril 12, 2021 Budget Kickoff: Budget Instructions Distributed to Directors and Component Units

City Council Meeting (Regular):1) City Council Strategic Plan Workshop2) City Council Adopts FY 2021-2026 Strategic Plan as a Planning Document

May 7, 2021 Departmental Budgets Due to FinanceMay 10-May 21, 2021 Finance Department Compiles Budget DocumentMay 24-May 28, 2021 City Manager Reviews Departmental SubmissionsJune 1-June 11, 2021 City Manager & Director Workshops to Review Draft FY 2021-2022 BudgetJune 14-July 9, 2021 Finance Revises and Completes Compilation of BudgetJuly 21, 2021 Receive Certified Appraisal Roll from Appraisal DistrictJuly 21-Jul 26, 2021 Calculate Effective and Rollback Tax Rates (Tax Office)

City Council Meeting (Regular):1) City Manager Presents Proposed FY 2021-2022 Annual Operating Budget to City Council2) Proposed Budget Filed with City Secretary & Posted on City's WebsiteCity Council Meeting (Special Called):1) City Council Budget Workshop #1 (8:30 AM - 5:00 PM)

August 3, 2021 City Council Meeting (Special Called):1) City Council Budget Workshop #2 (6:00 PM)

August 6, 2021 City Council Meeting (Special Called):1) City Council Budget Workshop #3 (8:30 AM - 5:00 PM)City Council Meeting (Regular) - City Council Budget Workshop #4 (6:00 PM)1) Submit Effective and Rollback Tax Rates to City Council and Discuss2) Council discuss and propose a tax rate If proposed tax rate will exceed the rollback or effective tax rate, whichever is lower, then: a) Take Record Vote and Schedule Public Hearings on Tax Increase3) Agency Presentations

August 12, 2021 Publish Notice of Public Hearings on Annual Operating Budget (MM & City Website)August 13, 2021 City Council Meeting (Special Called):

1) City Council Budget Workshop #5 (if needed) (8:30 AM - 5:00 PM)August 14, 2021 City Council Meeting (Special Called):

1) City Council Budget Workshop #6 (if needed) (8:30 AM - 2:00 PM)August 19, 2021 Publish Notice of 2021 Tax Year Proposed Property Tax RateAugust 24, 2021 City Council Meeting (Regular):

1st Public Hearing on Annual Operating Budget a) Schedule and announce the date, time and place of the meeting to Adopt Tax Rate

August 26, 2021 Publish Notice of Public Hearing on Annual Operating Budget for September 7, 2021 meeting

September 7, 2021

City Council Meeting (Regular):1) 2nd Public Hearing on Annual Operating Budget2) Vote to Adopt Annual Operating Budget 3) Public Hearing On Tax Rate4) Vote to Adopt Tax Rate5) Vote to Ratify Property Tax Revenue Increase Reflected in Budget

September 8, 2021 File Council-Approved Budget with City Secretary and Post on City's Website

July 30, 2021

August 10, 2021

April 27, 2021

July 27, 2021

STRATEGIC PLAN & BUDGET CALENDARFY 2021-2022

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CITY OF MIDLOTHIAN FUND STRUCTURE

BUDGET MESSAGEBasis of BudgetingModified Accrual

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CITY OF MIDLOTHIAN FUND STRUCTURE

BUDGET MESSAGEBasis of BudgetingAccrual

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CITY OF MIDLOTHIAN BASIS OF ACCOUNTINGBUDGET MESSAGE

BASIS OF ACCOUNTING & BUDGETING IN SUMMARY

BASIS OF ACCOUNTING City accounts are organized on the basis of funds or account groups, each of which is considered a separate accounting entity. All funds are budgeted (except as otherwise stated) and accounted for using the Generally Accepted Accounting Principles (GAAP) basis for purposes of financial statement presentation in the City’s audited financial statements. The Governmental Fund Types (e.g., General, Special Revenue Fund and Debt Service Funds) focus on current financial resources and are accounted and budgeted for using the modified accrual basis of accounting. Under the modified accrual basis, revenues are recorded when susceptible to accrual, measurable and available, and collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures represent a decrease in net financial resources and, other than interest on general long-term debt, is recorded when the fund liability is incurred, if measurable. Interest on general long- term debt is recorded when due.

In the City’s audited financial statements, proprietary fund types (Utility Fund) are accounted for and budgeted on a cost of services or “capital maintenance” measurement focus using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized when earned and expenses are recognized when incurred. For purposes of this budget presentation, depreciation is not budgeted and capital expenditures and bond principal payments are shown as uses of funds (expenditures). Working capital is used to represent fund balance in the Utility Fund. Working capital is generally defined as the difference between current assets and current liabilities and provides a better comparative analysis of proprietary fund liquidity for budgetary purposes than does the presentation of retained earnings as presented in the audited financial statements. In addition, budgeting capital outlays as expenditures allows proposed capital purchases to be reviewed and authorized by the city council each year.

BASIS OF BUDGETING Fund Accounting - the City uses fund accounting procedures to prepare the annual operating budget. By definition, a fund is a distinct fiscal entity, accounting for receipts and disbursements for specific activities. A fund is a self-balancing set of accounts, where assets equal liabilities plus fund balance. The City primarily uses Governmental Funds and Proprietary Funds.

Governmental Funds are funds through which most governmental functions of the City are financed. The City uses the following four types of governmental fund types:

General Fund - the general operating fund of the City used to account for all revenuesand expenditures except those accounted for in other funds. Typical governmentalfunctions such as police, fire, public works, parks and administration are departmentsin the General Fund.

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Special Revenue Funds – These funds are used to account for proceeds of specificrevenue sources other than capital projects. The City has budgets for Police Seizure,Restoration, Hotel/Motel, Senior Citizens, Midlothian Economic DevelopmentCorporation (4A), Midlothian Community Development Corporation (4B) andMidlothian Conference Center.

Debt Service Funds – The General Debt Fund is used to account for the accumulationof resources for, and the payment of, general long-term debt principal and interest.Additionally, debt service funds exist for payment of debt obligations of the MidlothianCommunity Development Corporation (4B) and the Midlothian DevelopmentAuthority (MDA).

Capital Projects Funds – Used to account for financial resources used to acquire orconstruct major capital assets. Funding sources are typically general obligation bonds,certificates of obligation, revenue bonds and tax notes. These funds are presented in theCapital Projects section of this budget document.

Proprietary Funds are used to account for operations that are financed in a manner similar to those of private business enterprises.

Utility Services - the operating funds of the City used to account for all revenues andexpenditures associated with operation of the City’s water utility includingWater/Wastewater Operations, Water Treatment Plants, Utility Billing and UtilitySupport Services.

Utility Debt Service Funds – The Utility Debt and Water Debt funds are used toaccount for the accumulation of resources for, and the payment of, water utility relateddebt principal and interest.

Utility Capital Projects Funds – Used to account for financial resources used toacquire or construct major capital assets related to water utilities. Funding sources aretypically Waterworks & Sewer revenue bonds and capital recovery revenues (impactfees). These funds are presented in the Capital Projects section of this budget document.

OPERATING AND CAPITAL BUDGET RELATIONSHIP/ORGANIZATION The City of Midlothian Operating Budget for fiscal year 2021-2022 includes all departmental budgets of the General, Proprietary and Special Revenue funds. The operating budget includes portions of the City’s five-year Strategic Plan which includes both operational and capital requirements.

The operating budget includes a balanced financial plan for all funds for fiscal year 2021- 2022 and forecasts operational expenditures by fund for the period. The effect of the Capital Improvement Program upon operations is reflected in the Capital Projects Fund. The operating budget includes fund summaries and presentations by City operating departments. Each department is reflected by summary and line item detail, as the

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departments use this budget as a working document. Performance measures are incorporated for each department.

The Capital Project Funds are presented in summary by category on a budget basis. The Capital Projects Fund includes Street Construction, Utility Construction and Facility Construction Funds. Governmental accounting procedures require adequate budget to pay for an entire construction contract and appropriated in the period in which the contract is entered. Therefore, expenditures are presented on a budget basis as opposed to cash flow basis.

Revenue sources are presented in the period that funding will be transferred, in order to provide continuity between the operating budget and the capital budget. As a result of presenting the transfer of funds on a cash basis, funding sources may not equal budgeted expenditures in each period, creating a fund balance as cash accumulates for larger expenditures in later years. Capital Funds are included in the City’s audited financial statements, but are not subject to annual appropriations; therefore they are excluded from the operating budget totals.

FINANCIAL REPORTING & POLICY SUMMARY

FINANCIAL REPORTING At the end of each fiscal year, the City’s finance director and assistant finance director prepare the Comprehensive Annual Financial Report (CAFR) in accordance with Generally Accepted Accounting and Financial Reporting Principles established by the Governmental Accounting Standards Board. This document also satisfies the criteria of the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting.

The CAFR shows fund revenues and expenditures on both a GAAP basis and budgetary basis for comparison purposes, which is also the how the City prepares its budget. Compensated absences and depreciation expenses are not reflected within the budget but are accounted for within the CAFR document. Included in the CAFR are the results of the annual audit prepared by independent certified public accountants designated by the City Council. The finance director issues a report quarterly to the city council reflecting the City’s financial condition.

REVENUE GUIDELINES To protect its financial integrity, the City will maintain a diversified and stable revenue stream to shelter it from fluctuations in any one revenue source. For every annual budget, the City shall levy two property tax rates: maintenance & operations (M&O) and debt service (I&S). The debt service levy shall be sufficient for meeting all principal and interest payments associated with the City’s outstanding general obligation debt for that budget year and recorded within the Debt Service Fund. The maintenance and operations tax levy shall not exceed the three and a half percent (3.5%) voter-approval rate as defined by the State of Texas Property Tax Code and accounted for in the General Fund. The City will maintain a policy

43


of levying the lowest tax rate possible to the broadest tax base. Exemptions are provided to senior citizens and disabled veterans.

The City will establish user charges and fees at a level that attempts to recover the full cost of providing the services. Every attempt will be made to maximize the application of its financial resources by obtaining supplementary funding through agreements with other public and private agencies for the provision of public services or the construction of capital improvements.

Upon development of the Annual Operating Budget, the finance director shall project revenues from every source based on actual collections from the preceding year and estimated collections of the current fiscal year, while taking into account known circumstances which will impact revenues for the new fiscal year. The revenue projections for each fund are conservative to avoid an unforeseen shortfall in revenues.

EXPENDITURE GUIDELINES The City will constantly review the methods for providing public services in order to reduce operating and recurring expenditures while attempting to enhance the quality and scope of public services in a growing community. Operating expenditures shall be accounted, reported and budgeted in the following major categories: Personnel, Contractual Services, Supplies, Lease/Debt payments, Capital and Other Operating Expenditures. The annual budget shall appropriate sufficient funds for operating and recurring expenditures necessary to maintain established quality and scope of city services. Capital expenditures are considered to be non-recurring and are paid for as one-time purchases, unless otherwise determined.

Personnel expenditures will reflect the minimum staffing needed to provide established quality and scope of city services. The City shall maintain a compensation and benefit package at a level sufficient to attract and retain employees who will provide high-quality service. Supply expenditures shall be sufficient for ensuring the optimal productivity of City employees. Maintenance expenditures shall be sufficient for addressing the deterioration of the City’s capital assets to ensure optimal productivity of assets and a relatively stable level of maintenance expenditures for each budget year. The City will use contractual services for the provision of city services when private contractors can perform the established level of service at less expense to the City.

Capital equipment shall be replaced when required to ensure the optimal productivity for City employees.

BUDGETARY CONTROL As set forth in the City Charter, the city council adopts an annual budget prepared in accordance with Generally Accepted Accounting Principles. The City Manager may authorize departmental transfers within a fund; however any interfund transfers or expenditures that alter total fund expenditures must be approved by the City Council.

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The City Council adopts the budgets for funds classified as appropriated funds. At the end of the fiscal year, unused appropriations, except appropriations for capital expenditures, lapse at the close of the fiscal year to the extent they havenot been expended or encumbered. An appropriation for capital expenditures shall continue in force until the purpose for which it was made has been accomplished or abandoned.

FUND BALANCE The City will exercise diligence in avoiding the appropriation of fund balance for recurring operating expenditures to meet the needs of the community. In the event that fund balance is used for recurring operating expenditures, the budget document shall include an explanation of the circumstances requiring the appropriation and the methods to be used to arrest the future use of fund balance for operating expenditures. As set forth in financial policies, the annual budget shall be presented to council with the General Fund reflecting a reserve fund balance of twenty-five percent (25%) or ninety days (90) of annual operating expenditures. In addition, the Utility Fund shall maintain at least sixty (60) days of working capital.

DEBT EXPENDITURES The City will issue debt only to fund capital projects that cannot be supported by current annual revenues. To minimize interest payments on issued debt, the City will maintain a regular debt retirement policy by issuing debt with maximum maturities not to exceed the life of the asset -- the majority of which do not exceed twenty (20) years. Retirement of debt principal will be structured to ensure constant annual debt payments.

The City Charter does not provide or mandate a specific debt limitation. However, the City will keep outstanding debt within the limit as prescribed by Texas state law. Article XI, Section 5 of the Texas State Constitution, applicable to cities of more than 5,000 in population, limits the ad valorem tax rate to support general obligation debt payments to $2.50 per $100 assessed valuation. For FY 2021-2022, the ad-valorem tax rate was adopted at $0.675000 ($0.380002 for maintenance & operations and $0.294998 for debt obligations). As a financial policy, principal debt will not exceed 10% of the gross assessed valuation.

CAPITAL PLAN The City will develop a multi-year plan for capital projects which identifies all projects likely to be constructed within a ten-year period. The multi-year plan will reflect for each project the likely source of funding and attempt to quantify the project’s impact to future operating expenditures. Capital projects will be constructed to protect or improve the community’s quality of life, protect or enhance the community’s economic vitality and support and service new development. To minimize the issuance of debt, the City will attempt to support capital projects with appropriations from operating revenues, capital recovery fees or excess fund balances (i.e. pay-as-you-go).

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STRATEGIC PLANNING The City will adopt annually a strategic plan for General and Utility Funds. The General and Utility Funds long-term plan will establish assumptions for revenues, expenditures, and changes to fund balance over a five-year period. The assumptions will be evaluated each year as part of the budget development process. The Strategic Plan can be found after the Analysis by Illustration section this document.

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DEPARTMENTAL MATRIX

General SpecialRevenue

DebtService

CapitalProjects

UtilityServices

DebtService

CapitalProjects Yes No

10 City Council x x11 Administration x x12 Support Services (General) x x13 Human Resources x x14 Finance x x15 Fire x x16 Building Inspection x x17 Engineering x x18 Planning x x19 Police x x20 Public Works x x21 Animal Control x x22 Community Services x x23 Parks x x24 Sports Park x x25 Municipal Court x x26 NEED Center x x27 Information Technology x x

32 Water Operations x x33 Wastewater Operations x x34 Water Treatment Plant 1 x x36 Utility Billing x x37 Meters x x38 Support Services (Utility) x x39 Water Treatment Plant 2 x x

215 Utility Debt Service x x305 General Debt Service x x310 Water Debt Service x x625 MCDC (4B) Debt Service x x960 MDA Debt Service x x

405 MidTowne PID x x511 Senior Citizens Center x x615 MED (4A) x x625 MCDC (4B) x x627 Midlothian Conference Center x x965 Midlothian Development Authority x x

110 City Beautification x x235 Capital Recovery (Impact Fees) x x404 Capital Reserve x x419 Ellis County Radio Network x x425 Police Seizure x x426 Police In-Service Training x x427 Municipal Court x x505 Restoration x x550 Grant x x605 Hotel/Motel x x970 MDA City Projects x x975 MDA Educational Facility x x

111 Capital Project Pass Thru x x115 General Capital Projects x x116 Streets & Fire x x119 Tax Notes (2006 & 2012) x x120 Streets, Parks & Fire x x135 Public Improvement Escrow x x226 Utility Projects x x626 MCDC (4B) Projects x x957 MDA Projects x x966 MDA Pledged Revenue Construction x x

the 511-Senior Citizen Center Fund, all funds are audited and included in the City's Comprehensive Annual Financial Report.The table below illustrates the relationship between funds and fund types used in the City of Midlothian. With the exception of

General Fund (Appropriated)

Appropriated

Non-Appropriated

Governmental Funds Proprietary FundsDepartmentFund

600

Appropriated

600

600

Special Revenue Funds

Debt Service Funds (Non-Appropriated)

Org

105

205

600

Utility Fund (Appropriated)

Capital Projects Funds (Non-Appropriated)

47

This page inten onally le blank

48

Budget Overview

49

CITY OF MIDLOTHIAN ALL FUNDSBUDGET SUMMARY - by CATEGORY

DESCRIPTIONS ACTUAL2019-2020

ACTUAL2020-2021

ADOPTED2021-2022

BEGINNING FUND BALANCE 110,772,775$ 119,203,554$ 120,060,591$

CURRENT REVENUES5100 Taxes 46,791,874$ 53,355,901$ 49,169,357$ 5200 Licenses & Permits 2,055,559$ 2,550,411$ 1,983,800$ 5300 Intergovernmental 2,335,678$ 4,411,575$ 3,142,155$ 5400 Charges for Service 22,848,263$ 27,413,293$ 25,664,114$ 5500 Fines & Forfeitures 768,077$ 831,024$ 753,170$ 5600 Other Revenues 12,560,975$ 5,892,071$ 3,708,477$ 5800 Special Revenues 9,570,949$ 13,591,904$ 11,408,546$

Sub-Total 96,931,375$ 108,046,179$ 95,829,619$

TRANSFERS FROM OTHER FUNDS5700 Transfers from Other Funds 9,057,577$ 8,414,708$ 7,633,470$

Sub-Total 9,057,577$ 8,414,708$ 7,633,470$

TOTAL CURRENT REVENUES 105,988,952$ 116,460,887$ 103,463,089$

CURRENT EXPENDITURES

100 Personnel 25,352,209$ 27,193,605$ 30,930,959$ 200 Contractual Services 7,589,930$ 9,425,820$ 13,701,153$ 300 Supplies 1,484,421$ 1,481,124$ 1,838,899$ 500 Debt Service / Capital Leases 19,132,876$ 19,571,402$ 17,047,275$ 600 Capital Outlay 10,637,937$ 12,177,883$ 7,897,538$ 700 Other Operating Costs 8,146,630$ 10,046,413$ 9,636,483$ 900 Special Projects 5,088,911$ 5,167,831$ 5,232,643$

Sub-Total 77,432,914$ 85,064,078$ 86,284,951$

TRANSFERS TO OTHER FUNDS800 Transfers to Other Funds 20,125,259$ 13,583,721$ 68,063,808$

Sub-Total 20,125,259$ 13,583,721$ 68,063,808$

OTHER USES900 Other Uses -$ -$

Sub-Total -$ -$ -$

TOTAL EXPENDITURES 97,558,173$ 98,647,799$ 154,348,759$

FUND BALANCEReserved Fund Balance 13,683,528$ 14,841,205$ 15,831,183$ Unreserved Fund Balance 113,681,048$ 122,175,437$ 53,343,738$ ENDING FUND BALANCE 119,203,554$ 137,016,642$ 69,174,921$

BUDGET SUMMARY by CATEGORY ALL FUNDS FY 2019-2022

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CITY OF MIDLOTHIAN ALL FUNDSBUDGET SUMMARY - by DEPARTMENT


ACTUAL2020-2021

ADOPTED2021-2022

BEGINNING FUND BALANCE 110,772,775$ 119,203,554$ 120,060,591$

CURRENT REVENUES105 General Fund 36,511,757$ 43,001,504$ 40,311,489$ 205 Utility Services Fund 24,594,845$ 26,061,734$ 24,907,575$ 215 Utility Debt Service Fund 3,253,315$ 3,169,571$ 2,612,687$ 305 General Debt Service Fund 12,965,632$ 14,558,685$ 14,904,553$ 405 MidTowne PID 39,841$ 46,100$ 48,352$ 511 Senior Citizen's Center 312,005$ 315,299$ 330,761$ 615 MED (4A) 9,393,857$ 4,249,622$ 3,016,250$ 625 MCDC (4B) 3,128,335$ 3,482,406$ 3,005,000$ 627 Conference Center 409,206$ 515,708$ 524,313$ 965 MDA 9,941,333$ 13,709,977$ 11,457,672$ Non-Appropriated Funds 5,438,826$ 7,350,281$ 2,344,437$

TOTAL CURRENT REVENUES 105,988,952$ 116,460,887$ 103,463,089$


105 General Fund 36,244,907$ 42,322,783$ 41,804,593$ 205 Utility Fund 25,101,096$ 22,195,530$ 33,599,475$ 215 Utility Debt Service Fund 3,237,852$ 3,167,341$ 2,613,887$ 305 General Debt Service Fund 12,858,240$ 14,617,718$ 14,847,421$ 405 - MidTowne PID 14,045$ 17,966$ 54,400$ 511 Senior Citizen's Center 269,247$ 314,444$ 330,761$ 615 MED (4A) 7,568,307$ 3,708,393$ 2,453,396$ 625 MCDC (4B) 1,366,025$ 3,491,721$ 3,005,000$ 627 Conference Center 493,643$ 504,832$ 554,547$ 965 MDA 6,509,298$ 1,853,489$ 51,733,361$ Non-Appropriated Funds 3,895,513$ 6,453,582$ 3,351,918$

TOTAL CURRENT EXPENDITURES 97,558,173$ 98,647,799$ 154,348,759$

FUND BALANCEReserved Fund Balance 13,683,528$ 14,841,205$ 15,831,183$ Unreserved Fund Balance 105,250,269$ 122,175,437$ 53,343,738$ ENDING FUND BALANCE 119,203,554$ 137,016,642$ 69,174,921$

BUDGET SUMMARY by DEPARTMENT ALL FUNDS FY 2019-2022

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CITY OF MIDLOTHIAN FY 2021-2022BUDGET SUMMARY

DESCRIPTION

TOTALOF ALLFUNDS

GENERALFUND

105

UTILITYSERVICES

FUND205

UTILITYFUNDDEBT

SERVICE215

GENERALFUNDDEBT

SERVICE305

MIDTOWNEPID405

Beginning Fund Balance 120,060,591$ 22,772,510$ 21,126,864$ 728,078$ 1,104,910$ 77,073$

Revenues:5100 Taxes 49,169,357$ 28,040,589$ -$ -$ 14,589,478$ 48,352$ 5200 Licenses & Permits 1,983,800$ 1,983,800$ -$ -$ -$ -$ 5300 Intergovernmental 3,142,155$ 2,691,234$ -$ -$ -$ -$ 5400 Charges for Service 25,664,114$ 1,381,914$ 24,032,000$ -$ -$ -$ 5500 Fines & Forfeitures 753,170$ 714,870$ 1,300$ -$ -$ -$ 5600 Other Revenues 3,708,477$ 2,310,311$ 874,275$ 800$ 315,075$ -$ 5800 Special Revenues 11,408,546$ -$ -$ -$ -$ -$ Total Revenues 95,829,619$ 37,122,718$ 24,907,575$ 800$ 14,904,553$ 48,352$

Transfers In:5700 Transfers From Other Funds 7,633,470$ 3,188,771$ -$ 2,611,887$ -$ -$ Total Transfers In 7,633,470$ 3,188,771$ -$ 2,611,887$ -$ -$

Other Financing Sources (Uses):Reappropriation / Reserve Funds -$ -$ -$ -$ -$ -$ Total Other Financing Sources -$ -$ -$ -$ -$ -$

Total Current Revenues 103,463,089$ 40,311,489$ 24,907,575$ 2,612,687$ 14,904,553$ 48,352$

TOTAL FUNDS AVAILABLE 223,523,680$ 63,083,999$ 46,034,439$ 3,340,765$ 16,009,463$ 125,425$

Expenditures:100 Personnel 30,930,959$ 26,661,950$ 3,005,614$ -$ -$ -$ 200 Contractual Services 13,701,153$ 2,664,792$ 10,392,707$ -$ -$ 30,000$ 300 Supplies 1,838,899$ 858,769$ 930,280$ -$ -$ -$ 500 Debt Service/Capital Leases 17,047,275$ 502,596$ -$ 2,611,887$ 13,926,592$ -$ 600 Capital Outlay 7,897,538$ 3,596,029$ 2,760,431$ -$ -$ -$ 700 Other Operating Cost 9,636,483$ 5,495,644$ 1,949,254$ 2,000$ 740,725$ 24,400$ 800 Transfers To Other Funds 68,063,808$ 1,812,812$ 14,461,189$ -$ 180,104$ -$ 900 Special Projects 5,232,643$ 212,000$ 100,000$ -$ -$ -$ Total Expenditures 154,348,759$ 41,804,593$ 33,599,475$ 2,613,887$ 14,847,421$ 54,400$

TOTAL EXPENDITURES 154,348,759$ 41,804,593$ 33,599,475$ 2,613,887$ 14,847,421$ 54,400$

Revenues Over/(Under) Expenditures (50,885,670)$ (1,493,104)$ (8,691,900)$ (1,200)$ 57,132$ (6,048)$

FUND BALANCESReserve Fund Balance 15,831,183$ 10,307,982$ 5,523,201$ -$ -$ Unreserved Fund Balance 53,343,738$ 10,971,424$ 6,911,763$ 726,878$ 1,162,042$ 71,025$ Ending Fund Balance 69,174,921$ 21,279,406$ 12,434,964$ 726,878$ 1,162,042$ 71,025$

BUDGET SUMMARY ALL FUNDS FY 2021-2022

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CITY OF MIDLOTHIAN FY 2021-2022BUDGET SUMMARY

SENIOR CITIZENS CENTER

511

MED(TYPE A)

615

MCDC(TYPE B)

625

CONFCENTER

627 MDA

965

NONAPPROPFUNDS DESCRIPTION

51,172$ 9,466,596$ 7,281,530$ 104,226$ 40,375,889$ 16,971,743$ Beginning Fund Balance

Revenues:-$ 3,000,000$ 3,000,000$ -$ -$ 490,938$ 5100 Taxes-$ -$ -$ -$ -$ -$ 5200 Licenses & Permits-$ -$ -$ -$ -$ 450,921$ 5300 Intergovernmental-$ -$ -$ 250,200$ -$ -$ 5400 Charges for Service-$ -$ -$ -$ -$ 37,000$ 5500 Fines & Forfeitures

122,615$ 16,250$ 5,000$ 25$ 59,126$ 5,000$ 5600 Other Revenues-$ -$ -$ -$ 11,398,546$ 10,000$ 5800 Special Revenue

122,615$ 3,016,250$ 3,005,000$ 250,225$ 11,457,672$ 993,859$ Total Revenues

Transfers In:208,146$ -$ -$ 274,088$ -$ 1,350,578$ Transfers From Other Funds208,146$ -$ -$ 274,088$ -$ 1,350,578$ Total Transfers In

Other Financing Sources (Uses):-$ -$ -$ -$ -$ -$ Reappropriation / Reserve Funds-$ -$ -$ -$ -$ -$ Total Other Financing Sources

330,761$ 3,016,250$ 3,005,000$ 524,313$ 11,457,672$ 2,344,437$ Total Current Revenues

381,933$ 12,482,846$ 10,286,530$ 628,539$ 51,833,561$ 19,316,180$ TOTAL FUNDS AVAILABLE

Expenditures:267,973$ 506,251$ -$ 328,392$ -$ 160,779$ 100 Personnel

9,233$ 282,745$ 95,000$ 57,100$ 77,500$ 92,076$ 200 Contractual Services4,200$ 27,500$ 2,400$ 14,950$ 200$ 600$ 300 Supplies

-$ -$ 3,200$ -$ 3,000$ -$ 500 Debt Service / Capital Leases-$ -$ -$ 30,234$ -$ 1,510,844$ 600 Capital Outlay

49,355$ 236,900$ 3,600$ 123,871$ 643,780$ 366,954$ 700 Other Operating Cost-$ -$ 828,782$ -$ 50,230,032$ 550,889$ 800 Transfers To Other Funds-$ 1,400,000$ 2,072,018$ -$ 778,849$ 669,776$ 900 Special Projects

330,761$ 2,453,396$ 3,005,000$ 554,547$ 51,733,361$ 3,351,918$ Total Expenditures

330,761$ 2,453,396$ 3,005,000$ 554,547$ 51,733,361$ 3,351,918$ TOTAL EXPENDITURES

-$ 562,854$ -$ (30,234)$ (40,275,689)$ (1,007,481)$ Revenues Over/(Under)Expenditures

FUND BALANCES-$ -$ -$ -$ -$ -$ Reserve Fund Balance

51,172$ 10,029,450$ 7,281,530$ 73,992$ 100,200$ 15,964,262$ Unreserved Fund Balance51,172$ 10,029,450$ 7,281,530$ 73,992$ 100,200$ 15,964,262$ Ending Fund Balance

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CITY OF MIDLOTHIAN BUDGET OVERVIEW

BUDGET OVERVIEW FY 2021-2022

Revenues and expenditures are presented by type and funds. Funds include the General, Utility, Senior Citizen, Type A (MEDC), Type B (MCDC), Conference Center, Midlothian Development Authority (MDA), MidTowne PID, debt service and non-appropriated funds. The basis of General and Utility fund revenues and expenditures begin with our preliminary budget figures in our annually adopted Strategic Plan. The Strategic Plan can be found in the “Attachments” section of this document. REVENUES Total projected revenues for all funds for FY 2021-2022 are $103,463,089 for an increase of $2,702,785 or 3% over adopted FY 2020-2021. Actual Revenues for FY 2020-2021 were $116,460,887. Revenues include property and sales taxes, service charges (i.e., water and wastewater charges), fines, interest and other miscellaneous revenues. When compiling revenues, the City of Midlothian adheres to a policy of adopting very conservative figures. Information for revenue forecasts used to assist us in this process include projections from the County Tax Assessor-Collector, local economic data and trends including population and construction growth and historical revenue statistics.

WHERE THE MONEY COMES FROM

2021-2022

Taxes47%

Licenses & Permits2%

Intergovernmental3%

Charges for Service25%

Fines & Forfeitures1%

Other Revenues4%

Special Revenues11%

Transfers7%

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SOURCES AND ESTIMATES OF MAJOR REVENUES Taxes Revenues from taxes include property (ad valorem), sales (consumer) and franchise taxes. These taxes account for $49,169,357 or 48%, of total adopted revenues. These taxes are levied to fund municipal services and to support debt obligations of the City. Overall, revenue generated from tax collections is budgeted at an increase ($2,632,586, 6%) over FY 2020-2021 adopted revenues due to projected increases in the collection of ad valorem taxes (as a result of new construction and increased property valuations) and a projected increase in sales tax. Ad valorem tax revenues for FY 2020-2021 are projected to be $32,299,002, representing 31% of total revenues. This is an increase of $1,645,001* (5%) over adopted FY 2020-2021 ad valorem revenues. The adopted tax rate was unchanged from $0.675000 in FY 2020-2021 to FY 2021-2022. Exemptions from ad valorem taxes are allowed by the state of Texas and/or the City, reducing the appraised value by the amount of the exemptions. The following exemptions are allowed by the City:

Exemption Type Exemption Amount Over Age 65 $70,000 & Tax Ceiling Disabled Veteran Determined by Section 11.22 of the Property Tax Code

Each year, the tax rates as approved by the City Council are dependent upon property appraisals provided by the Ellis Central Appraisal District (ECAD). ECAD appraises property for all taxing entities within Ellis County. Property appraisals were certified by the Ellis Central Appraisal District and delivered to the City no later than July 25, 2021. In the last ten years, City of Midlothian property values have increased from $2,013,954,034 in FY 12-13 to $4,596,946,416 in FY 2021-2022, an increase of 128%. This increase is attributed to a combination of residential/commercial growth and the development of the Tax Increment Reinvestment Zone (referred herein as the TIRZ or the Zone) which was created in 1998. OTHER TAXES Other Taxes are comprised of local sales taxes, mixed beverage taxes and franchise taxes assessed on local utilities (electric, garbage, gas, cable and telephone). These combined revenues for FY 2020-2021 are budgeted at $15,698,950 a decrease of $1,291,675 (8%) over prior year actual revenues.

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SALES Sales taxes are collected by the state of Texas from the sale of taxable goods and services. In January 1999, the city of Midlothian sales tax rate became 8.25% of retail sales and is comprised of the following components:

State of Texas 6.25% City of Midlothian 1.00%Midlothian Economic Development 0.50% Midlothian Community Development 0.50%

Sales tax revenue represents 12% of total revenues used for maintenance and operational expenditures within the City organizations (General Fund, Economic Development and Community Development). Actual receipts for FY 2020-2021 came in $2,665,702 (24%) higher than the previous year. Sales tax revenue for FY 2021-2022 is conservatively adopted at $12,500,000.

COMBINED SALES TAX HISTORY (City, Type A, Type B)

FiscalYear

GeneralFund

MED(Type A)

MCDC(Type B) Total

%Change

12-13 2,188,151$ 1,094,076$ 1,094,075$ 4,376,302$ 9%13-14 2,477,559$ 1,238,780$ 1,238,780$ 4,955,119$ 13%14-15 3,194,412$ 1,620,385$ 1,620,385$ 6,435,182$ 30%15-16 3,650,878$ 1,719,012$ 1,719,012$ 7,088,902$ 10%16-17 3,685,346$ 1,888,847$ 1,888,847$ 7,463,040$ 5%17-18 4,309,066$ 2,155,509$ 2,155,509$ 8,620,084$ 16%18-19 4,948,850$ 2,474,425$ 2,474,425$ 9,897,700$ 15%19-20 6,156,978$ 3,077,488$ 3,077,488$ 12,311,954$ 24%20-21 6,832,852$ 3,416,425$ 3,416,425$ 13,665,702$ 11%21-22* 6,500,000$ 3,000,000$ 3,000,000$ 12,500,000$ -9%

* Adopted Revenue

COMBINED SALES TAX10-YEAR HISTORY

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FRANCHISE TAXES Franchise or gross receipt taxes are fees charged for the use of public property and rights-of-way, primarily from utility companies. Fees range from 2 to 5% of the gross receipts of the respective utility. This category of revenues is found only in the General Fund and is used towards maintenance and operational costs. For FY 2021-2022, franchise revenues are budgeted at $3,152,750. Electric franchise taxes are the greatest revenue source in this category at $2,550,000 adopted for FY 2021-2021 and comprise 81% of franchise revenues and 6% of General Fund revenues. This is a decrease of $88,551 under actual FY 2020-2021 electrical franchise taxes. Other franchise taxes include gas, cable, garbage and telephone taxes. FY 2021-2022 revenues for these franchises other than electrical are projected at $602,750, or 2% of total General Fund revenues. LICENSES & PERMITS This category covers charges for development plans, building permits, plumbing permits, plan reviews, utility plan review and flood plan permit fee, within the General Fund. The City has seen a resurgence in building permit activity; however, budget projections will continue to adhere to the City’s conservative budgeting philosophy. Licenses & Permits reflect 2% of the City’s total revenues at $1,983,800 and 5% of General Fund revenues. This revenue source is very volatile and is directly related to economic conditions at the national, state and local level. INTERGOVERNMENTAL The City of Midlothian receives funds from other governmental agencies such as Midlothian Independent School District for the shared funding of the Joint Sports Park and School Resource

57

CITY OF MIDLOTHIAN BUDGET OVERVIEW Officers; the City of Ovilla for dispatching and jail services; the City of Red Oak for dispatching services and the Emergency Service District for Fire and EMS services. These funds are collected in the General Fund and are adopted at $2,691,234 or 3% of total revenues and 7% of General Fund revenues. CHARGES FOR SERVICES The City of Midlothian receives funds for ambulance service, animal control, park fees, inspection fees, water usage, wastewater treatment, inspections and other miscellaneous services. These funds are collected in the General Fund, Utility Services Funds and Conference Center. Revenues are adopted at $25,664,114 or 25% of total revenues. FINES & FOREFEITURES These revenues are derived primarily from Court Fees and Warrant Service Fees collected through the Municipal Court system (General Fund). The budgeted revenue for this category is $753,170, approximately 1% of total adopted revenues. OTHER REVENUES This revenue category is budgeted at $3,708,477 or 4% of total revenue. These funds represent interest earnings, auction proceeds, contributions, grants, administrative reimbursements from other groups, TIRZ ad valorem cap and miscellaneous revenue. TRANSFER FROM OTHER FUNDS This revenue represents $7,633,470 or 7% of total revenue. These funds represent transfers between the General Fund, Utility Service Debt, Senior Citizens and Conference Center Funds. These funds are for special projects, debt payments or operational expenses, depending upon the fund. USE OF FUND BALANCES Total proposed revenues are $103,463,089 while proposed expenditures are $154,348,759. Upon adopting the budget, City Council authorized the use of fund balance in the net amount of $1,493,104 in the General Fund, $8,691,900 in the Utility Fund and $40,275,689 in the MDA fund. In the accompanying chart, the increase or decrease of fund balances is reflected.

58


Significance of Changes in Fund Balance General Fund – the fund balance change in the General Fund is due to one-time expenditures. The City has maintained a fund balance in excess of 180 days for several years. This level of fund balance is considered very healthy for a city and is held as a “rainy day” fund. Due to continued need for capital and other one-time expenses, the Council authorized a partial use of fund balance. It is anticipated that the level of fund balance will remain very close to the 180-day mark at the end of the fiscal year. Thus, the General Fund will remain in a strong financial position for future years. The use of fund balance is budgeted to be expended on capital expenditures for Street Rehabilitation, replacement vehicles & equipment, IT infrastructure, and new public safety programs. Utility Fund – the use of fund balance in the Utility Fund is budgeted to be expended on capital expenditures and Transfers to other Funds to cover a portion of the debt service payments on bonds that were issued by the general government for water infrastructure. Specifically, in FY 21-22, the use of fund balance will cover expenditures related to the expansion of Water Treatment Plant II (Auger) with costs estimated to be $8,500,000. General Debt Service – The General Debt Service Fund will see an increase in fund balance in part due to higher interest rates and increased delinquent and penalty collections. Midlothian Economic Development (Type A) - Midlothian Economic Development (MED) is budgeted to see an increase in fund balance for FY 21-22. However, depending on the economic development opportunities presented in a given year, excess fund balance provides budget flexibility to support land acquisition, incentives, and improvements to bring new economic development into the City. Midlothian Development Authority (MDA) – the purpose of the MDA is to develop and construct capital projects within the TIRZ. Each year, the majority of the fund balance is budgeted to fund one-time capital projects as they are identified. Due to the nature of capital construction projects, all of the funds will generally not be expended within the course of a year. As a result, the unspent funds are accumulated into the next year’s beginning fund balance.

ORG FUNDBEGINNING

FUND BALANCEENDING

FUND BALANCE$

CHANGE%

CHANGE105 General Fund 22,772,510$ 21,279,406$ (1,493,104)$ -7%205 Utility Services 21,126,864$ 12,434,964$ (8,691,900)$ -41%215 Utility Debt Service 728,078$ 726,878$ (1,200)$ 0%305 General Debt Service 1,104,910$ 1,162,042$ 57,132$ 5%405 MidTowne PID 77,073$ 71,025$ (6,048)$ -8%511 Senior Citizen's Center 51,172$ 51,172$ -$ 0%615 MED (4A) 9,466,596$ 10,029,450$ 562,854$ 6%625 MCDC (4B) 7,281,530$ 7,281,530$ -$ 0%627 Conference Center 104,226$ 73,992$ (30,234)$ -29%965 MDA 40,375,889$ 100,200$ (40,275,689)$ -100%

Non-Appropriated 16,971,743$ 15,964,262$ (1,007,481)$ -6%TOTAL 120,060,591$ 69,174,921$ (50,885,670)$ -42%

CHANGES IN FUND BALANCEFY 2021-2022

59


ESTIMATES OF MAJOR EXPENDITURES Total projected expenditures for all funds for FY 2021-2022 is $154,348,759, an increase of $19,350,446 or 14% over FY 2020-2021 adopted expenditures. The budget includes operating expenditures and capital outlays for the various funds, departments and agencies of the City. Total expenditures for FY 2021-2022 are shown and discussed by function and then separately within each fund.

EXPENDITURES (ALL FUNDS) FY 2021-2022

PERSONNEL Personnel expenditures for the year are budgeted at $30,930,959 or 20% of total budgeted expenditures for all funds, an increase of $2,691,055 (9%) over FY 2020-2021 adopted. This increase is due primarily to the implementation of an average 4% merit increase granted to employees by the City Council and the addition of several new positions. The City adheres to the conservative practice of budgeting all positions for a full year while recognizing that some cost savings will naturally occur as positions become vacant throughout the year either through personnel turnover or temporary hiring freezes. This conservative budgeting practice almost always results in the current-year budget being adopted at a higher level than the prior-year’s actual expenditures. A comparative summary by fund of authorized, full-time equivalent positions is provided in the Attachments section of this budget.

Personnel, 20%

Contractual Services, 9%

Supplies, 1%

Debt Service / Leases, 11%

Capital Outlay, 5%Other Operating Costs, 6%

Transfers, 44%

Special Projects, 3%

60

CITY OF MIDLOTHIAN BUDGET OVERVIEW CONTRACTUAL SERVICES Contractual services include contractual rent agreements, software maintenance agreements, mowing contracts, and fees for professional services (i.e., engineering, attorney, auditors and consulting services). Budgeted costs for FY 2021-2022 are $13,701,153 or 9% of total expenditures. This represents an increase of $3,165,222 (30%) over FY 2020-2021 adopted due primarily to the following: General Fund Drainage Study (70,000) Salary & Compensation Study ($50,000) Expanded Safety Testing ($18,500) Parks Maintenance Enhancements ($38,800) Various increases in software maintenance

Utility Fund Professional studies including Storm Water Management Reporting & I&I smoke testing

($100,000) SUPPLIES Supplies include uniforms, chemicals, medical supplies, etc. This category of expenditures is Budgeted at $1,838,899, or 1% of all budgets. This category of expenditures increased by 17% ($268,733) from the prior year adopted. Supplies have increased due to new protocols in response to Covid-19 including the purchase of PPE gear and sanitizer. DEBT / LEASE PAYMENTS Debt/lease payments include payments for current-year principal and interest on debt issuances (bonds); and annual lease payments on computers, copiers, equipment, and vehicles. These costs for FY 2021-2022 are $17,047,275 or 11% of total expenditures. This budget reflects a decrease of $724,313 or 4% over FY 2020-2021 adopted. This is the result of annual debt payments. Debt Ratings Municipal bond ratings are critical because higher ratings result in lower borrowing costs. In August 2021, Standard & Poor’s Rating Services (S&P) upgraded the long-term and underlying ratings for Midlothian’s existing general obligation debt to AA+ Stable. In their analysis, S&P cited that the one-notch upgrade is due to economic growth and improvement in wealth and income metrics, and steady budgetary performance that has led to very strong reserves that are expected to continue in the near term. These high bond ratings will result in the City saving millions of dollars in interest costs well into the future. Debt Limit The City of Midlothian continues to grow, requiring new infrastructure and improvements to existing infrastructure, new roads and facilities. One of the methods that the City has chosen to pay for these improvements is through debt issuance. As required by the State of Texas, the City will keep outstanding debt within the limits prescribed by state statute, Article XI, Section 5 of the Texas Constitution, which limits the ad valorem tax rate to $2.50 per $100 assessed valuation for debt, maintenance and operational expenditures.

61


CAPITAL Capital outlay includes expenditures for new or replacement City assets such as vehicles, heavy equipment and facilities. Capital expenditures for FY 2021-2022 are $7,897,538 or 5% of total expenditures. This is a 6% decrease over actual expenditures in FY 2020-2021. Approved capital expenditures include:

Vehicles Vehicle New (Police Investigation & SRO, Animal Control) Vehicle Replacements (Engineering, Meters)

Equipment & Furniture General Fund: Parks Groomer/Renovator, Towable Boom Lift Utility Fund: Backhoe, Excavator, Dump Truck & Front End Loader

Computer Software & Hardware / Technology Server Replacement (Information Technology) Switch Replacement (Information Technology)

Building Renovation & Improvement / Land Acquisition & Improvement Bay door replacement Fire Station 2 & 3 Midlothian Firearms Range Upgrade Storage Building (WTP II)

Programs Collection and Distribution (Utility Operations) Manhole Rehabilitation (Utility Operations) Railport Pavement Rehabilitation (Public Works) Street resurfacing and rehabilitation (Public Works)

Note: capital projects funded through bond issues for streets, utility infrastructure and facilities are not included in these appropriated expenditures, but separately under the Capital Projects Funds (see: Capital Projects section).

OTHER OPERATING COSTS Other Operating Costs includes expenditures for maintenance of vehicles, facilities and equipment, training, college tuition expenses, fuel, insurance for facilities/equipment, dues/subscriptions, postage, printing and utilities. Costs for FY 2021-2022 are $9,636,483 or 6% of total expenditures, a decrease of $409,930 over prior-year actual.

62

CITY OF MIDLOTHIAN BUDGET OVERVIEW TRANSFERS TO OTHER FUNDS Transfers to Other Funds occur when funds are sent from one fund to another fund for operations, debt payments or for services rendered. These transfers include funding for maintenance and operations at the Conference Center, debt service payments, and reimbursements to the General Fund from the Utility Fund for personnel services rendered by employees in the General Fund (primarily Engineering) for the benefit of the Utility Fund. Expenditures in this category for FY 2021-2022 are budgeted at $68,063,808. This represents a $10,806,662 increase from FY 2020-2021 adopted. For the upcoming year, $8,500,000 was budgeted in the Utility Fund line 840 – transfer to capital projects. These funds are for expenditures related to the expansion of Water Treatment Plant II (Auger). The additional variance is attributable to funds budgeted in line item 862-Transfer to Construction Fund in the Midlothian Development Authority’s budget (Fund 965). As previously stated, the purpose of the MDA is to develop and construct capital projects within the TIRZ. Each year, the majority of the fund balance is budgeted to fund one-time capital projects as they are identified. Due to the nature of capital construction projects, all of the funds will generally not be expended within the course of a year. Unspent funds are then accumulated into the next year’s beginning fund balance and then re-budgeted in the 862-Transfer to Construction Fund line item. As a result, subsequent year adopted expenditures will generally be less than prior year actual expenditures. SPECIAL PROJECTS Special Projects are designated by the City Council or various boards. Expenditures for FY 2021-2022 are $5,232,643 or 3% of total expenditures. In the General Fund, $126,000 is budgeted for a contribution to the A. H. Meadows Library; and $85,000 is budgeted for City Manager special projects. In the Utility Fund, $50,000 is budgeted in the Special Utility Projects line item for unbudgeted capital utility projects that arise throughout the year. Additionally, $50,000 is budgeted as a City Council contingency for the entire Utility Fund. These amounts are in addition to the funds budgeted in the 600-Capital Outlay line item series for routine infrastructure projects. The Corporation for Economic Development budgeted incentives of $1,350,000 for specific projects and prospective clients; and the Midlothian Community Development Corporation budgeted $1,745,018 in Special Projects for the purpose of awarding grants to projects that will promote economic development and better the quality of life within Midlothian.

63


EXPENDITURES BY FUND


ACTUAL2020-2021

ADOPTED2021-2022

$CHANGE

%CHANGE

ADOPTED EXPENDITURES105 General Fund 36,244,907$ 42,322,783$ 41,804,593$ (518,190)$ -1%205 Utility Services Fund 25,101,096$ 22,195,530$ 33,599,475$ 11,403,945$ 51%215 Utility Debt Service Fund 3,237,852$ 3,167,341$ 2,613,887$ (553,454)$ -17%305 General Debt Service Fund 12,858,240$ 14,617,718$ 14,847,421$ 229,703$ 2%405 MidTowne PID 14,045$ 17,966$ 54,400$ 36,434$ 203%511 Senior Citizen's Center 269,247$ 314,444$ 330,761$ 16,317$ 5%615 MED (4A) 7,568,307$ 3,708,393$ 2,453,396$ (1,254,997)$ -34%625 MCDC (4B) 1,366,025$ 3,491,721$ 3,005,000$ (486,721)$ -14%627 Conference Center 493,643$ 504,832$ 554,547$ 49,715$ 10%965 MDA 6,509,298$ 1,853,489$ 51,733,361$ 49,879,872$ 2691%Non-Appropriated Funds 3,895,513$ 6,453,582$ 3,351,918$ (3,101,664)$ -48%

TOTAL EXPENDITURES 97,558,173$ 98,647,799$ 154,348,759$ 55,700,960$ 56%

EXPENDITURES BY FUND CHANGE FROMPREV ACTUAL

General Fund, 27%Utility Fund, 22%

Utility Debt Service, 2%

General Debt Service, 10%

MidTowne PID, 0.1%

Senior Citizen, 0.2%

4A (MED), 2%

4B (MCDC), 2%

Conference Center, 0.4%

MDA, 34%

Non‐Appropriated, 2%

64


Expenditure discussions by funds will be discussed within each fund section that follows. * * * * *

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

16-17 17-18 18-19 19-20 20-21

AM

OU

NT

FISCAL YEAR

REVENUE & EXPENDITURE HISTORY

Revenues

Expenditures

65

CITY OF MIDLOTHIAN BUDGET OVERVIEWSUMMARY OF CHANGES FROM PROPOSED TO ADOPTED BUDGET

BudgetSUPP

2021-2022 CM Proposed

Budget Beginning Revenues 40,841,604$ -$ 40,841,604$

Beginning Expenditures 35,843,557$ 5,331,275$ 41,174,833$

Revenues Over/(Under) Expenditures 4,998,046$ (333,229)$

Use of Unreserved Fund Balance (333,229)$

BudgetSUPP


Budget Revenue projection presented to Council on July 27, 2021 40,841,604$ -$ 40,841,604$

Adjustments made after Presentation to Council:105-5111 Ad Valorem (final NNR & VA tax rate calculations) (560,614)$ -$ (560,614)$ 105-5380 Emergency Service District (additional capital contributions are not included) (5,050)$ -$ (5,050)$ 105-5683 Administrative Service Contract (MED) -$ -$ -$ 105-5684 Administrative Services Contract (MCDC) -$ -$ -$ 105-5686 TIRZ Ad Valorem Rebate (final NNR & VA tax rate calculation) 35,549$ -$ 35,549$ 105-5610 Interest -$ -$ -$ Total Adjusted Revenues 40,311,489$ -$ 40,311,489$

BudgetSUPP


Budget Expenditures Presented to Council on July 27, 2021 35,843,557$ 5,331,275$ 41,174,833$ Adjustments made after Presentation to Council on July 27, 2021105-610-913 CASA (7,500)$ -$ (7,500)$ 105-610-915 REACH (7,500)$ -$ (7,500)$ 105-610-952 Manna House (7,500)$ -$ (7,500)$ 105-610-961 Heroes of Midlothian (7,500)$ -$ (7,500)$ 105-611-337 Election Expenses 10,000$ -$ 10,000$ 105-612-753 Payment to TIRZ (ECAD Update) 35,549$ -$ 35,549$ 105-615-XXX Add Battalion Chief Training -$ 157,871$ 157,871$ 105-615-119 Remove Overtime Battalion Chief Training -$ (20,000)$ (20,000)$ 105-615-634 Remove Capital Equipment (Covered by ESD Capital Contribution) (47,582)$ -$ (47,582)$ 105-615-860 Remove $40,000 (Covered by ESD Capital Contribution) (40,000)$ -$ (40,000)$ 105-619-335 Remove Stationary License Plate Reader -$ (11,000)$ (11,000)$ 105-620-523 Add Lease Purchase Street Sweeper -$ 74,922$ 74,922$ 105-620-644 Add $500,000 Street Rehab -$ 500,000$ 500,000$ Total Adjusted Expenditures 35,771,525$ 6,033,068$ 41,804,593$

Revenues Over/(Under) Expenditures 4,539,963$ (6,033,068)$ (1,493,104)$

BudgetSUPP


Budget Total Revenues 40,311,489$ 40,311,489$

Total Expenditures 35,771,525$ 6,033,068$ 41,804,593$

Revenues Over/(Under) Expenditures 4,539,963$ (1,493,104)$

Use of Unreserved Fund Balance (1,493,104)$

*Changes from Proposed Budget occurred in the General Fund only

REVENUE CHANGES

EXPENDITURE CHANGES

PROPOSED BUDGET SUMMARY AS AMENDED AFTER JULY 27, 2021

CHANGES TO DRAFT FY 21-22 GENERAL FUND BUDGET SINCE PRESENTATION BY CITY MANAGER TO CITY COUNCIL ON JULY 27, 2021

ORIGINAL PRESENTATION TO CITY COUNCIL ON JULY 27, 2021

CHANGES MADE AFTER JULY 27, 2021

66

Analysis By Illustration

67

CITY OF MIDLOTHIAN TAX SUMMARIESANALYSIS BY ILLUSTRATION

Fiscal YearMaintenance and

Operations (M&O)

DebtService(I&S)

TotalTax Rate

% Changefrom Prior

Year

Debt %of

Tax Rate12-13 0.283204 0.366796 0.650000$ 0% 56%13-14 0.294816 0.363428 0.658244$ 1% 55%14-15 0.357561 0.350683 0.708244$ 8% 50%15-16 0.354757 0.353487 0.708244$ 0% 50%16-17 0.365641 0.342603 0.708244$ 0% 48%17-18 0.367873 0.340371 0.708244$ 0% 48%18-19 0.381223 0.327021 0.708244$ 0% 46%19-20 0.383540 0.301460 0.685000$ -3% 44%20-21 0.373975 0.301025 0.675000$ -1% 45%21-22 0.380002 0.294998 0.675000$ 0% 44%

AD VALOREM TAX RATE10-YEAR HISTORY

0.0000000.1000000.2000000.3000000.4000000.5000000.6000000.7000000.800000

12‐13 13‐14 14‐15 15‐16 16‐17 17‐18 18‐19 19‐20 20‐21 21‐22

Tax Rate

Fiscal Year

Tax Rate Distribution

M&O Debt Service

68


17-18 18-19 19-20 20-21 21-22City of Midlothian 0.708244$ 0.708244$ 0.685000$ 0.675000$ 0.675000$ Ellis County * 0.393221$ 0.370533$ 0.360533$ 0.350276$ 0.339338$ Midlothian ISD 1.540000$ 1.540000$ 1.470000$ 1.379800$ 1.352000$

Total Combined Rate 2.641465$ 2.618777$ 2.515533$ 2.405076$ 2.366338$

FIVE YEAR HISTORY OF COMBINED TAX RATE

* The Ellis County tax rate includes a Farm Market Road tax assessment

$2.200000 $2.250000 $2.300000 $2.350000 $2.400000 $2.450000 $2.500000 $2.550000 $2.600000 $2.650000 $2.700000

17‐18 18‐19 19‐20 20‐21 21‐22

Combined Tax Rate(5‐Year History)

City 29%

County 14%

MISD 57%

COMBINED TAX RATEFY 21‐22

City County MISD

69


Taxing Entity CityAd Valorem County School

DistrictTotal

Combined RateEnnis 0.724473$ 0.339338$ 1.453700$ 2.517511$ Ferris 0.847300$ 0.339338$ 1.274300$ 2.460938$ Italy 0.615474$ 0.339338$ 1.287000$ 2.241812$ Maypearl 0.649600$ 0.339338$ 1.171700$ 2.160638$ Midlothian 0.675000$ 0.339338$ 1.352000$ 2.366338$ Milford 0.341106$ 0.339338$ 0.957700$ 1.638144$ Ovilla* 0.660000$ 0.339338$ 1.325600$ 2.324938$ Palmer 0.719361$ 0.339338$ 1.273600$ 2.332299$ Red Oak 0.703645$ 0.339338$ 1.325600$ 2.368583$ Waxahachie 0.660000$ 0.339338$ 1.344200$ 2.343538$ *School district lines are divided between Midlothian and Red Oak ISD's.

*School district lines are divided between Midlothian and Red Oak ISD's.

COMPARISON OF ELLIS COUNTYCOMBINED CITY TAX RATES

FY 2021-2022

$1.600000 $1.700000 $1.800000 $1.900000 $2.000000 $2.100000 $2.200000 $2.300000 $2.400000 $2.500000 $2.600000

Ennis

Ferris

Italy

Maypearl

Midlothian

Milford

Ovilla*

Palmer

Red

Oak

Waxahachie

COMPARISON OF ELLIS COUNTY COMBINED TAX RATES

FY 21‐22

70


M&O I&SCedar Hill 0.518152$ 0.178877$ 0.616456$ 1.238400$ 2.551885$ Desoto 0.576535$ 0.125019$ 0.616456$ 1.388600$ 2.706610$ Duncanville 0.655410$ 0.044590$ 0.616456$ 1.315900$ 2.632356$ Ennis 0.445473$ 0.279000$ 0.339338$ 1.453700$ 2.517511$ Glenn Heights 0.636542$ 0.132604$ 0.616456$ 1.388600$ 2.774202$ Mansfield 0.465001$ 0.224999$ 0.583599$ 1.418300$ 2.691899$ Midlothian 0.380002$ 0.294998$ 0.339338$ 1.352000$ 2.366338$ Ovilla* 0.526200$ 0.133800$ 0.339338$ 1.325600$ 2.324938$ Red Oak 0.549874$ 0.153771$ 0.339338$ 1.325600$ 2.368583$ Venus 0.686091$ 0.152900$ 0.467245$ 1.383500$ 2.689736$ Waxahachie 0.481100$ 0.178900$ 0.339338$ 1.344200$ 2.343538$ *School district lines are divided between Midlothian and Red Oak ISD's

COMPARISON OF NEIGHBORING CITIESCOMBINED TAX RATES

FY 2021-2022

CountyTax Rate

School DistrictTax Rate

TotalCombined RateCity City Ad Valorem Tax Rate

$2.000000

$2.100000

$2.200000

$2.300000

$2.400000

$2.500000

$2.600000

$2.700000

$2.800000

$2.900000

$3.000000

$3.100000

Ced

ar Hill

Desoto

Duncanville

Ennis

Glenn Heights

Mansfield

Midlothian

Ovilla

Red

Oak

Venus

Waxahachie

COMPARISON OF NEIGHBORING CITIES COMBINED TAX RATE FY 2021‐2022

71


FiscalYear

Freeze Adjusted Taxable Value

Tax Rateper $100

Taxable Value

TaxLevy

Assessed

Tax LevyCurrent

Collections

Percentof

Current Levy

DelinquentTax

Collections

12-13 2,013,954,034$ 0.650000$ 13,090,701$ 13,029,605$ 100% 37,354$ 13-14 2,101,220,583$ 0.658244$ 13,831,158$ 13,781,269$ 100% 139,936$ 14-15 2,222,831,269$ 0.708244$ 15,743,069$ 15,840,764$ 101% 49,213$ 15-16 2,509,554,503$ 0.708244$ 17,773,769$ 17,757,144$ 100% 84,295$ 16-17 2,733,484,411$ 0.708244$ 19,359,739$ 19,176,570$ 99% (109,564)$ 17-18 3,024,514,485$ 0.708244$ 21,420,942$ 21,332,400$ 100% 159,095$ 18-19 3,694,812,190$ 0.708244$ 26,168,286$ 26,220,442$ 100% 154,008$ 19-20 3,852,397,787$ 0.685000$ 26,388,925$ 28,046,720$ 106% 77,102$ 20-21 4,436,640,379$ 0.675000$ 29,947,323$ 31,486,461$ 105% 149,827$ 21-22 4,596,946,416$ 0.675000$ 31,029,388$ 30,719,094$ 99% 70,000$ Net Taxable Values include TIRZ Values21-22 figures as budgetedThe City experienced a significant decrease in Delinquent Tax Collections for FY 16-17 due to the loss,on appeal, of property tax cases filed against the Ellis Appraisal District and the City.

PROPERTY VALUATIONS & TAX COLLECTIONS10-YEAR HISTORY

0.00

0.30

0.60

0.90

$‐

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

12‐13

13‐14

14‐15

15‐16

16‐17

17‐18

18‐19

19‐20

20‐21

21‐22

Tax Rate

Collections

Fiscal Year

PROPERTY TAX COLLECTIONS & LEVIES

Collections Tax Rate

72


Type of Property 2021 2021 2020 2020 2019 2019 2018 2018 2017 2017Real: Single-Family Residential 3,133,465,224$ 45.53% 2,780,126,689$ 47.57% 2,482,412,596$ 49.25% 2,169,974,487$ 47.63% 1,496,074,768$ 39.89%Real: Multifamily Residential 179,997,547$ 2.62% 139,465,606$ 2.39% 107,788,462$ 2.14% 87,137,565$ 1.91% 62,807,223$ 1.67%Real: Vacant Lots & Tracts 66,978,666$ 0.97% 51,620,353$ 0.88% 51,344,389$ 1.03% 45,583,530$ 1.00% 55,825,470$ 1.49%Real: Land (Agricutural & Non-Ag) 179,726,645$ 2.61% 175,963,320$ 3.01% 158,654,474$ 3.15% 147,028,654$ 3.23% 146,009,189$ 3.89%Real: Farm & Ranch Improvements 100,024,256$ 1.45% 96,274,063$ 1.65% 89,601,308$ 1.80% 80,937,768$ 1.78% 64,236,862$ 1.71%Real: Commercial 1,112,459,020$ 16.17% 687,000,797$ 11.76% 375,651,929$ 7.47% 289,330,806$ 6.35% 250,203,498$ 6.67%Real: Industrial 844,626,381$ 12.27% 869,626,748$ 14.88% 830,284,396$ 16.47% 830,005,100$ 18.22% 783,522,056$ 20.89%Oil, Gas and Other Minerals 610,846$ 0.01% 662,542$ 0.01% 1,488,777$ 0.03% 1,336,176$ 0.03% 1,213,541$ 0.03%Real & Personal: Utilities 69,052,894$ 1.00% 59,385,996$ 1.02% 44,651,128$ 0.89% 39,907,300$ 0.88% 38,269,387$ 1.02%Personal: Commercial 403,916,067$ 5.87% 226,968,545$ 3.88% 200,510,626$ 3.96% 226,283,349$ 4.97% 205,595,581$ 5.48%Personal: Industrial 285,930,147$ 4.15% 298,088,156$ 5.10% 328,101,056$ 6.51% 277,290,135$ 6.09% 328,889,390$ 8.77%Mobile Homes & Other Tangible 4,886,054$ 0.07% 3,587,979$ 0.06% 3,412,815$ 0.07% 2,499,970$ 0.05% 2,504,740$ 0.07%Real: Residential Inventory 60,952,999$ 0.89% 81,738,260$ 1.40% 74,412,707$ 1.48% 101,221,559$ 2.22% 76,668,840$ 2.04%Motor Vehicle/ Heavy Equip Inv 803,410$ 0.01% 1,057,970$ 0.02% 312,110$ 0.01% 798,010$ 0.02% 578,450$ 0.02%Totally Exempt Property 438,279,252$ 6.37% 372,456,341$ 6.37% 290,363,108$ 5.76% 257,010,398$ 5.64% 238,562,765$ 6.36%Total Appraised Value 6,881,709,408$ 100.00% 5,844,023,365$ 100.00% 5,038,989,881$ 100.00% 4,556,344,807$ 100.00% 3,750,961,760$ 100.00%Less Exemptions:Tax Abatements 640,809,938$ 33.79% 30,326,176$ 2.69% 25,269,197$ 2.78% 40,157,591$ 4.66% 35,484,428$ 4.88%Loss Due to Special Value 175,949,899$ 9.28% 172,087,141$ 15.29% 154,948,186$ 17.07% 143,382,607$ 16.64% 142,485,445$ 19.61%Disabled Veteran 4,233,889$ 0.22% 3,555,150$ 0.32% 3,290,700$ 0.35% 2,572,000$ 0.30% 1,895,500$ 0.26%Disabled Veteran Homestead 87,811,615$ 4.63% 62,540,569$ 5.56% 54,064,429$ 5.68% 35,804,006$ 4.16% 24,298,701$ 3.34%Minimum Value 8,957$ 0.00% 8,272$ 0.00% 6,396$ 0.00% 5,966$ 0.00% 5,453$ 0.00%Constitutional Exempt 438,270,295$ 23.11% 373,810,668$ 33.21% 290,356,712$ 31.97% 257,004,432$ 29.83% 238,557,312$ 32.84%Freeport 139,762,031$ 7.37% 77,937,956$ 6.92% 58,162,393$ 6.41% 62,343,551$ 7.24% 51,498,423$ 7.09%10% Capped Value Loss 55,659,201$ 2.93% 52,220,398$ 4.64% 28,974,699$ 3.17% 32,089,912$ 3.72% 13,312,684$ 1.83%Over 65 144,734,539$ 7.63% 134,817,980$ 11.98% 124,777,272$ 13.59% 112,722,396$ 13.08% 84,637,833$ 11.65%Over 65 Surviving Spouse 6,846,555$ 0.36% 5,775,146$ 0.51% 6,222,689$ 0.69% 6,628,900$ 0.77% 5,002,310$ 0.69%Pollution Control 202,263,302$ 10.66% 212,251,248$ 18.86% 165,906,278$ 18.28% 168,753,936$ 19.59% 129,234,476$ 17.79%Wind/Solar Devices 301,928$ 0.02% 265,951$ 0.02% 201,619$ 0.02% 67,320$ 0.01% 34,710$ 0.00%Total Exemptions 1,896,652,149$ 100.00% 1,125,596,655$ 100.00% 912,180,570$ 100.00% 861,532,617$ 100.00% 726,447,275$ 100.00%Net Taxable Assessed Valuation 4,985,057,259$ 4,718,426,710$ 4,126,809,311$ 3,694,812,190$ 3,024,514,485$ Sr. Citizen Frozen Tax Ceiling 388,110,843$ 281,786,331$ 274,411,524$ -$ -$ Freeze Adjusted Taxable Valuation* 4,596,946,416$ 4,436,640,379$ 3,852,397,787$ 3,694,812,190$ 3,024,514,485$ *City Council enacted a tax ceiling for property owners age 65 and older commencing with the 2019 tax year

CLASSIFICATION OF ASSESSED VALUATIONCITY OF MIDLOTHIAN

73


FiscalYear

City TaxableValue

TIRZ TaxableValue

Total Freeze Adjusted Taxable

Assessed Value

$ Changefrom

Prior Year

% ChangeFrom Prior

Year

12-13 1,584,889,520$ 429,064,514$ 2,013,954,034$ 58,284,937$ 2.98%13-14 1,665,101,780$ 436,118,803$ 2,101,220,583$ 87,266,549$ 4.33%14-15 1,791,250,099$ 431,581,170$ 2,222,831,269$ 121,610,686$ 5.79%15-16 2,042,887,918$ 466,666,585$ 2,509,554,503$ 286,723,234$ 12.90%16-17 2,269,048,335$ 464,436,076$ 2,733,484,411$ 223,929,908$ 8.92%17-18 2,533,449,808$ 491,064,677$ 3,024,514,485$ 291,030,074$ 10.65%18-19 3,192,674,407$ 502,137,783$ 3,694,812,190$ 670,297,705$ 22.16%19-20 3,320,471,076$ 531,926,711$ 3,852,397,787$ 157,585,597$ 11.86%20-21* 3,683,126,515$ 753,513,864$ 4,436,640,379$ 584,242,592$ 15.17%21-22** 4,007,104,931$ 589,841,485$ 4,596,946,416$ 160,306,037$ 3.61%

**Preliminary

Freeze Adjusted Taxable

Assessed ValueTax Rate Tax Levy

Budgeted Collection

Rate

Targeted CollectionAmount

CurrentTax

Collections12-13 2,013,954,034$ 0.650000$ 13,090,701$ 99% 12,959,794$ 13,029,605$ 13-14 2,101,220,583$ 0.658244$ 13,831,158$ 99% 13,692,847$ 13,781,269$ 14-15 2,222,831,269$ 0.708244$ 15,743,069$ 99% 15,585,638$ 15,840,764$ 15-16 2,509,554,503$ 0.708244$ 17,773,769$ 99% 17,596,032$ 17,757,144$ 16-17 2,733,484,411$ 0.708244$ 19,359,739$ 99% 19,166,142$ 19,176,570$ 17-18 3,024,514,485$ 0.708244$ 21,420,942$ 99% 21,206,733$ 21,332,400$ 18-19 3,694,812,190$ 0.708244$ 26,168,286$ 99% 25,906,603$ 26,220,442$ 19-20 3,852,397,787$ 0.685000$ 26,388,925$ 99% 26,125,036$ 28,046,720$ 20-21 4,436,640,379$ 0.675000$ 29,947,323$ 99% 29,647,849$ 31,486,461$ 21-22 4,596,946,416$ 0.675000$ 31,029,388$ 99% 30,719,094$

ANALYSIS OF ASSESSED VALUATION

*FY 19-20 was the first year of a Sr. Citizen Tax ceiling which lowered the City's total taxable value

FiscalYear

COLLECTIONSTAXESANALYSIS OF ASSESSESED VALUATION & COLLECTIONS

City87%

TIRZ13%

City of Midlothian2021 Taxable Value

City TIRZ

74


ACTUAL17-18

ACTUAL18-19

ACTUAL19-20

ACTUAL20-21

CERTIFIED21-22

Total Appraised Value (Market) 3,750,961,760$ 4,556,344,807$ 5,038,989,881$ 5,844,023,365$ 6,881,709,408$ *** Percentage Change 13% 21% 11% 16% 18%Less Exemptions 726,447,275$ 861,532,617$ 1,186,592,094$ 1,407,382,986$ 2,284,762,992$ Net Taxable Value 3,024,514,485$ 3,694,812,190$ 3,852,397,787$ 4,436,640,379$ 4,596,946,416$ *** Percentage Change 12.9% 22.2% 4.3% 15.2% 3.6%

Tax Rate per $100 of Valuation 0.708244$ 0.708244$ 0.685000$ 0.675000$ 0.675000$ Gross Tax Levy 21,420,942$ 26,168,286$ 26,388,925$ 29,947,323$ 31,029,388$

Collection 21,332,400$ 26,220,442$ 28,046,720$ 31,486,461$ 30,719,094$ (100% for Debt Service) estimatedCurrent Tax Collections 100% 100% 106% 105% 99.00%

% Chg in Taxes Collected 11% 23% 7% 12% -2%from Prior Year

Maintenance & Operations (M&O) 0.3678730$ 0.3812230$ 0.3835400$ 0.3739750$ 0.3800020$ Interest & Sinking (I&S) * 0.3403710$ 0.3270210$ 0.3014600$ 0.3010250$ 0.2949980$ TOTAL 0.7082440$ 0.7082440$ 0.6850000$ 0.6750000$ 0.6750000$

Maintenance & Operations (M&O) 3.70% 3.63% 0.61% -2.49% 1.61%Interest & Sinking (I&S) * -3.71% -3.92% -7.82% -0.14% -2.00%TOTAL 0.00% 0.00% -3.28% -1.46% 0.00%

Maintenance & Operations (M&O) 11,080,382$ 14,113,548$ 15,703,707$ 17,444,666$ 17,293,803$ Interest & Sinking (I&S) * 10,252,018$ 12,106,894$ 12,343,013$ 14,041,795$ 13,425,291$ TOTAL 21,332,400$ 26,220,442$ 28,046,720$ 31,486,461$ 30,719,094$

CHANGES IN TAX RATE DISTRIBUTION

DOLLAR DISTRIBUTION OF FUNDS COLLECTED

AD VALOREM TAX ANALYSIS

TAX RATE DISTRIBUTION

75


Taxpayer Property Type2021

TaxableValue

% of TaxableAssessed

ValueMidlothian Energy Limited Utility $295,926,100 6%Chaparral Steel Midlothian (Gerdau) Steel Manufacturing $134,901,270 3%Target Corporation Retail Distribution $131,455,511 3%TXI Operations LP Cement Plant $151,731,740 3%Holcim (US) Inc Cement Plant $127,201,643 3%Sharka LLC Data Center $109,782,726 2%Volkswagon Group North America Distribution $40,341,694 1%Oncor Electric Delivery Utility $38,247,950 1%Quick N Tasty Foods Inc. Retail Distribution $35,081,260 1%The Mark At Walter Stehpenson Real Estate $35,000,000 1%Total of Top Ten Taxpayers 1,099,669,894$ 24%Other Property Owners 3,497,276,522$ 76%

4,596,946,416$ 100%

Taxpayer Property Type2021

TaxableValue

% of TaxableAssessed

ValueChaparral Steel Midlothian (Gerdau) Steel Manufacturing 134,643,480$ 3%Holcim (US) Inc Cement Plant 111,695,900$ 3%Target Corporation Retail Distribution 90,455,511$ 2%Volkswagon Group North America Distribution 40,341,694$ 1%TXI Operations LP Cement Plant 40,276,728$ 1%Oncor Electric Delivery Company Utility 38,069,240$ 1%The Mark At Walter Stehpenson Real Estate 35,000,000$ 1%Midlothian Towne Crossing LP Real Estate 33,789,272$ 1%Midlothian Apt Owner LLC Real Estate 25,319,000$ 1%Ash Grove/North Texas Cement Cement Plant 24,765,101$ 1%Total of Top Ten Taxpayers 574,355,926$ 14%Other Property Owners 3,432,749,005$ 86%

4,007,104,931$ 100%CERTIFIED TAXABLE VALUE

OUTSIDE OF THE TIRZ

CERTIFIED TAXABLE VALUE

TOP TEN PRINCIPAL TAX PAYERSTOTAL TAXABLE VALUE

TOP TEN PRINCIPAL TAX PAYERSCITY VALUE LESS TIRZ TAXABLE REAL PROPERTY

76


FISCALYEAR POPULATION CITY TAXABLE

ASSESSED VALUE

TAXABLE ASSESSED VALUE

PER CAPITA

% CHANGE IN ASSESSED VALUE

PER CAPITA12-13 19,330 1,584,889,520$ 81,991$ -9%13-14 20,540 1,665,101,780$ 81,066$ -1%14-15 21,951 1,791,250,099$ 81,602$ 1%15-16 23,352 2,042,887,918$ 87,482$ 7%16-17 25,419 2,269,048,335$ 89,266$ 2%17-18 30,814 2,533,449,808$ 82,217$ -8%18-19 32,603 3,192,674,407$ 97,926$ 19%19-20 34,339 3,320,471,076$ 96,697$ -1%20-21 36,084 3,683,126,515$ 102,071$ 6%21-22 37,500 4,007,104,931$ 106,856$ 5%

ASSESSED VALUE PER CAPITA(Excluding TIRZ)

10-YEAR HISTORY

Taxable Value per Capita measures the total growth in taxable value compared to the growth in the population of the City. This does not include assessed value from the Tax Increment Reinvestment Zone.

$‐

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$‐

$1,000,000,000

$2,000,000,000

$3,000,000,000

$4,000,000,000

$5,000,000,000

12‐13

13‐14

14‐15

15‐16

16‐17

17‐18

18‐19

19‐20

20‐21

21‐22

Assessed

Value per Capita

Total Value

Fiscal Year

CITY TAXABLE ASSESSED VALUE PER CAPITA

(10‐Year History)

Total Value Value per Capita

77


Fiscal Year Population Sales TaxCollected*

Sales TaxPer Capita

12-13 19,330 4,955,119$ 256$ 13-14 20,540 6,280,696$ 306$ 14-15 21,951 6,388,824$ 291$ 15-16 23,352 6,787,974$ 291$ 16-17 25,419 7,538,793$ 297$ 17-18 30,814 8,619,127$ 280$ 18-19 32,603 9,878,094$ 303$ 19-20 34,339 12,311,953$ 359$

20-21** 36,084 13,665,704$ 379$ 21-22*** 37,500 13,000,000$ 347$

* Sales tax collections for General Fund, MED & MCDC

SALES TAX COLLECTIONS* PER CAPITA10-YEAR HISTORY

*** As budgeted** Unaudited Data - Information is Subject to Change

Sales Tax Collections have risen and declined over the last ten years. Spikes of sales tax collections are attributed to one-time large industrial construction projects. The City is continuing to pursue quality commercial and retail development in order to expand the sales tax base. Since January of 2007, when a large retail center opened, many smaller retail entities including several restaurants have also opened. Sales tax represents 16% of the total General Fund revenues used towards maintenance & operational expenses.

0

50

100

150

200

250

300

350

400

$‐ $2,000,000 $4,000,000 $6,000,000 $8,000,000

$10,000,000 $12,000,000 $14,000,000 $16,000,000

12‐13

13‐14

14‐15

15‐16

16‐17

17‐18

18‐19

19‐20

20‐21**

21‐22***

Sales T

axPer CapitaSales

Tax

Fiscal Year

SALES TAX COLLECTIONS PER CAPITA(10‐Year History)

Sales Tax Sales Tax per Capita

78


FiscalYear

Sales TaxCollected

Ad ValoremCollections

(M&O)

Licenses & Permits

Collected

Total Sales Tax,Ad Valorem &

LicensesRevenues

% ofTotal GF Revenue

12-13 2,477,559$ 5,680,130$ 704,423$ 8,862,112$ 49%13-14 3,140,348$ 6,172,479$ 640,734$ 9,953,561$ 51%14-15 3,217,591$ 7,924,704$ 727,583$ 11,869,878$ 54%15-16 3,437,930$ 8,881,235$ 884,715$ 13,203,880$ 55%16-17 3,777,695$ 9,939,007$ 1,106,953$ 14,823,655$ 51%17-18 4,309,066$ 11,069,642$ 1,671,771$ 17,050,479$ 58%18-19 4,948,850$ 14,072,402$ 3,956,922$ 22,978,174$ 53%19-20 6,156,978$ 15,708,044$ 2,055,559$ 23,920,581$ 66%

20-21* 6,832,852$ 17,446,073$ 2,550,411$ 26,829,336$ 62% 21-22** 6,500,000$ 18,522,449$ 1,983,800$ 27,006,249$ 67%

* Unaudited Data - Information Subject to Change** As budgeted

In FY 18-19 a one time payment from TXDOT inflated both revenues and expenditures. This was a pass

through payment in which the revenue netted against the expenditure, therefore having no effect on the

budget or fund balance.

GENERAL FUNDAD VALOREM, SALES TAX & PERMIT COLLECTIONS

$‐

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

12‐13

13‐14

14‐15

15‐16

16‐17

17‐18

18‐19

19‐20

20‐21*

21‐22**

Total

Reven

ues

Fiscal Year

AD VALOREM , SALES TAX,& PERMIT COLLECTIONS

(10‐Year History)

Sales Tax Ad Valorem Permits

79


CITY 2017-2018 2018-2019 2019-2020 2020-2021% Change from

Prior YearCedar Hill 15,001,775$ 15,539,044$ 15,908,560$ 18,380,875$ 15.54%De Soto 13,492,137$ 13,874,278$ 15,543,822$ 17,516,706$ 12.69%Duncanville 10,788,027$ 10,651,327$ 10,273,992$ 11,708,114$ 13.96%Mansfield 23,429,296$ 25,016,870$ 27,560,038$ 32,375,950$ 17.47%Midlothian 8,619,127$ 9,878,094$ 12,311,953$ 13,382,423$ 8.69%Waxahachie 17,518,298$ 18,478,232$ 20,158,812$ 24,018,644$ 19.15%Ennis 6,354,217$ 6,296,966$ 7,293,751$ 9,373,113$ 28.51%Red Oak 4,390,159$ 4,648,918$ 5,564,045$ 6,336,537$ 13.88%

Note: All Sales Tax figures are by fiscal year (October 1 through September 30)

NEIGHBORING CITIES SALES TAX COLLECTIONS

Note: Midlothian Sales Tax figures include Economic Development Sales Tax collections (4A & 4B)

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

Ced

ar Hill

De Soto

Duncanville

Mansfield

Midlothian

Waxahachie

Ennis

Red

Oak

NEIGHBORING CITIESSALES TAX COLLECTIONS

2017‐2018 2018‐2019 2019‐2020 2020‐2021

80


Franchise TypeACTUAL

18-19ACTUAL

19-20ACTUAL

20-21ADOPTED

21-2221-22

% of TotalElectric 2,479,371$ 2,451,195$ 2,638,551$ 2,550,000$ 81%Gas 94,885$ 99,315$ 136,374$ 100,000$ 3%Cable 152,055$ 66,974$ 41,971$ 40,000$ 1.27%Garbage 368,723$ 398,969$ 413,497$ 405,000$ 13%Telephone 77,571$ 53,807$ 39,749$ 57,750$ 2%Total 3,172,605$ 3,070,260$ 3,270,142$ 3,152,750$ 100.00%

Total General FundRevenue

Franchise Revenue as% of Total General FundRevenue

* Unaudited Data - Information is Subject to Change** As budgeted

In FY 18-19 a one time payment from TXDOT inflated both revenues and expenditures. This was a pass through payment in which the revenue netted against the expenditure, therefore having no effect on the budget or fund balance.

FRANCHISE REVENUE HISTORY

43,658,571$ 36,386,365$ 43,001,516$ 40,311,489$

7% 8% 8% 8%

$‐

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

18‐19 19‐20 20‐21 * 21‐22 **

Revenue

Fiscal Year

Franchise Revenue History

Electric Gas Cable Garbage Telephone

81


Fiscal Year GF Revenue Electric

Franchise % of Total GF

Revenue12-13 18,229,115$ 2,251,103$ 12% 13-14 19,363,462$ 2,325,426$ 11% 14-15 22,033,786$ 2,351,346$ 10% 15-16 23,832,840$ 2,208,849$ 10% 16-17 28,989,942$ 2,187,223$ 9% 17-18 29,634,681$ 2,375,850$ 8% 18-19 43,658,571$ 2,479,371$ 6% 19-20 36,386,365$ 2,451,195$ 7%

20-21 * 43,001,516$ 2,638,551$ 6% 21-22 ** 40,311,489$ 2,550,000$ 6%

* Unaudited Data - Information is Subject to Change** As budgeted

In FY 18-19 a one time payment from TXDOT inflated both revenues and expenditures. This was a pass through payment in which the revenue netted against the expenditure, therefore having no effect on the budget or fund balance.

ELECTRIC FRANCHISE TAX10-YEAR HISTORY

$‐ $5,000,000

$10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000

12‐13

13‐14

14‐15

15‐16

16‐17

17‐18

18‐19

19‐20

20‐21 *

21‐22 **

ELECTRIC FRANCHISE TAXES COMPARED TO GENERAL FUND REVENUES

General Fund Revenues Electric Franchise

82

Long-Range Financial Planning

83

CITY OF MIDLOTHIAN LONG TERM FINANCIAL PLANNING

The City of Midlothian uses two major planning tools to address long-term community needs, the Comprehensive Plan and the Strategic Plan. Along with these two published planning documents, City Council and Staff have numerous workshops, retreats and regularly scheduled meetings throughout the year to discuss the ever-changing socioeconomic climate and to recommend future courses of action and policies. COMPREHENSIVE PLAN The Comprehensive Plan is an overarching document put together with input from the citizens as well as City Council and staff to determine long-range community goals and objectives. This plan is updated roughly every five to ten years and looks decades into the future to set an optimum path for managed growth. The Comprehensive Plan takes a philosophical look at the future opportunities and challenges of the City and charts a path to make the vision a reality. The most important topics of the plan include economic development, future land and use development, transportation and mobility, community heritage, and community health and education. STRATEGIC PLAN The Strategic Plan is a five-year financial forecasting tool that is re-evaluated every year. The City Manager and staff use the current goals and objectives of Council, as well as the Comprehensive Plan as a policy guide to determine a five-year capital needs budget. Along with Capital requests of $5,000 or more, this plan also incorporates new anticipated personnel to maintain or grow current service levels. Revenues are forecast over this five-year period to determine the budget capacity for future capital and program requests. These revenues assume conservative growth over the period, as some revenues including sales tax and building related revenues can be susceptible to market volatility. We evaluate future contractual obligations, debt service levels, legislative changes, local and national economic projections and use historical trend analysis to calculate our revenue and expenditure forecasts. The Strategic Plan is adopted by Council in April and becomes a guide for the current fiscal year budget. The first year of the five-year plan is combined with Department base budget requests to determine the starting point for the budget. As more firm revenue numbers come in during the late summer, including the certified property appraisals, the budget is refined into a proposal for City Council to deliberate and finalize for adoption.

84

Comprehensive Plan

85

COMPREHENSIVE PLAN FRAMEWORK - 01 8

Since the 2007 Midlothian Plan’s adoption, Midlothian, as well as the entire DFW Metroplex, has experienced tremendous growth.Themes such as sustainability, climate awareness, and Smart Growth have emerged as important considerations affecting economic resilience and community health, along with a better understanding of their connection with land use.

Purpose of the Comprehensive Plan

The Envision Midlothian Comprehensive Plan (2018) sets a course to manage growth, promote reinvestment, and improve quality of life for the next two decades, inspired and motivated by the citizen values and aspirations expressed during the development of this community plan. While many of the policies contained herein originated in the 2007 Midlothian Plan, this Plan establishes an optimal pattern of growth identified as a Preferred Growth Concept, based on fiscal, economic, environmental, and quality of life factors. The Plan also addresses new challenges and opportunities, including the influence of shifting demographics, changing lifestyle and housing preferences, and the opportunity to encourage long-term sustainability by promoting some compact, purposeful growth in centers and along corridors.

1888Midlothian First

Incorporated

1915Concrete Sidewalks

Installed Throughout City(Current Original Town)

1940sNatural Gas Service

Started

1903First Telephones Were Installed

1930’sHeydays For Cotton

In Midlothian

86


01 - COMPREHENSIVE PLAN FRAMEWORK

The Envision Midlothian Comprehensive Plan Update provides a guide for Midlothian to retain its character, better define its identity, improve the quality of life, and enhance the community’s economy. In addition to addressing the opportunities and challenges of the future, Midlothian Comprehensive Plan Update addresses present issues identified by stakeholders and the community. The community would like to retain its best and brightest youth, attract rewarding employment, and embrace a growing diversity, all while balancing new development with reinvestment in its Original Town and established neighborhoods. The Plan provides a vision created by the community that will allow Midlothian to face the future with confidence and optimism. Midlothian’s future will be profoundly influenced by the degree to which this Plan is successful.

Midlothian and the DFW Metroplex will continue to lead the nation in growth in the coming decades, thus underscoring the need to put in place a framework that will ensure that the inevitable growth and change that will occur will strengthen the economy, enhance quality of life and livability, and positively affect the lives of the next generation to make Midlothian home. This Plan identifies a detailed vision of what Midlothian should become in the next two decades and proposes policies and actions that can be carried out in an implementation program to make the vision a reality.

1972TXI Added Its Forth Kiln

To Cement Plant

2007Envision 2025

Comprehensive Plan Adopted

1959Texas Industries (TXI)

Begins Operation (First Cement Plant)

2006Voters Approved

Proposition 1, 3 & 4- A $31M Bond Election

2016Voters Approved District

Bond Referendum - A $268 Bond Election

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5. Adopt the Plan and Develop an Implementation StrategyThe fifth and final phase consisted of the public review of The Plan and the creation of an implementation strategy from the policies and goals outlined in the comprehensive plan. Adoption of the comprehensive plan and its short- and long-term action plan’s is critical to ensuring the vision and goals of Midlothian’s residents and stakeholders are achieved.

Planning Process

1. Outreach / Participation to Identify Community Values Phase one involved creating a public participation process for the community to voice concerns and provide input to identify Midlothian’s overarching values. These values guided the development of the vision and plan.

2. Define Existing Conditions and Develop a Vision In the second phase, the City of Midlothian and the consulting team analyzed existing plans related to land use, zoning, transportation, economic development, and parks, as well as demographic, development, employment, and housing data, to project possible future trends through approximately 2040.

3. Evaluate Alternative Scenarios to Identify a Preferred VisionThe third phase involved generating and testing three alternative growth and development scenarios – a baseline trend scenario, a core growth scenario, and a primary growth and reinvestment scenario. These scenarios incorporated a wide variety of data covering population, jobs, housing, transportation, and green space. These scenarios were used to create a preferred vision map that was shared with the public for feedback.

4. Develop the PlanDuring the fourth phase, the team began assimilating all of the individual components into a comprehensive plan covering everything including growth and redevelopment, how people travel, park and recreation needs, housing, infrastructure, community health and more. During plan development, residents and stakeholders were offered many opportunities to provide input and select which strategies should be prioritized in the short-term. This input guided creation of the implementation plan.

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01 - COMPREHENSIVE PLAN FRAMEWORK

The following pages present the themes that surfaced throughout these community discussions. It describes how residents and stakeholders want to see their city in the future.

Guiding Principles

Guiding Principles Provide a Foundation for the Vision

A diverse group of community representatives serving on the Advisory Committee captured the hopes, dreams and aspirations for Midlothian’s future in a set of guiding principles. Guiding principles provide a framework to use while developing the goals, strategies and actions in each chapter of The Plan.

Input gathered from workshop participants, stakeholder meetings, and focus groups centered on:• The importance of reinvesting in older areas of the city• Improving roadways and infrastructure• Capitalizing on the city’s locational advantages• Expanding health and educational opportunities• Preserving the rural heritage of Midlothian

The new Vision for Midlothian, below, was crafted from the significant amount of stakeholder feedback. It represents what the community hopes it will become with the guidance contained in this plan.

Midlothian, a place where people want to live, raise a family, and enjoy a comfortable way of life supported by a community rich in

heritage and opportunities for growth.

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Action 1.1.4 Develop a strategy for evaluating zoning and comprehensive plan amendments for long-term fiscal impacts.

Policy 1.2 Ensure the development of new workplaces that are close to and complement surrounding residential, civic, and recreational land uses.

Action: 1.2.1 Use the Future Land Use graphic as the guide to all future development, which as an extension of the Preferred Growth Concept places jobs and residences in close proximity where appropriate.

Policy 1.3 Update the City’s economic development strategy to identify and recruit target industries.

Action: 1.3.1 Conduct a market feasibility study to identify target industries and establish procedures to reevaluate the study regularly.

Action: 1.3.2 Work with the Chamber of Commerce to increase Midlothian’s visibility among the identified target industry employers and their trade organizations.

Action: 1.3.3 Build partnerships between industry, local K-12, and post-secondary institutions (specifically Navarro College and Tarleton State University) to design training programs to provide the workforce for the identified target industry employers and entrepreneurs.

Action: 1.3.4 Actively recruit new business to the Midlothian Mid-Way Regional Airport.

Economic Development

Goals, Policy, and Actions

A comprehensive list of goals, policy, and actions for Midlothian as a part of the Economic Development chapter of the Comprehensive Plan are as follows.

Goal 1: Ensure the long- term financial stability of Midlothian with fiscally responsible land use policies and actions.

Policy 1.1 Use the Future Land Use Plan to ensure adequate development areas exist to support a self‐sustaining economy with a diversity of live/work/play development opportunities.

Action: 1.1.1 Ensure adequate land for future economic growth, particularly in the Industrial and Business Innovation future land use categories, providing a sufficient buffer zone between protected land uses.

Action 1.1.2 Partner and collaborate with developers to provide sufficient workforce housing to meet market demands and diversify housing choices.

Action 1.1.3 Incentivize the development or redevelopment of mixed-use and multi-use projects that provide flexible space for commercial, office, and residential use.

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03 - ECONOMIC & FISCAL HEALTHGoal 3: Use Midlothian’s unique assets to create a quality of place that attracts and retains talented workers and visitors and capitalize on private sector investment.

Policy 3.1 Continue to develop Midlothian’s retail base and other amenities to attract residents, visitors, and business investments.

Action: 3.1.1. Support the ongoing development of Downtown as a centerpiece of Midlothian’s strategy to become an amenity-rich community that attracts people and businesses.

Action 3.1.2. Enhance the incentive program to encourage growth of new retail in Midlothian by only providing incentives for projects that bring a significant amount of desirable new retail spending into the community.

Action 1.3.5 Develop public-private partnerships to ensure adequate space for the growth of small businesses, entrepreneurs, and spin-off local businesses of the target industries’ larger employers.

Goal 2: Ensure that a broad range of housing alternatives are available for employees, employers, and residents to accommodate various lifestyle stages.

Policy 2.1 Develop and promote a comprehensive incentive program that fosters investment and reinvestment in Midlothian’s housing stock.

Action: 2.1.1 Build an active residential development plan for typical suburban and in-town (Old Town District) housing. This will include single family and multi-family housing units of many typologies.

Action 2.1.2 Create a preferred housing mix for Midlothian’s future by considering the wide range of product types, active and senior, owner occupied, and rental units.

Policy 2.2 Encourage the development of housing product types that help to diversify Midlothian’s existing housing stock.

Action 2.2.1 Housing in Old Town and near the university can have a wider mix of unit types, densities, and profile relationships.

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Goal 4: Promote a stable, high level of employment that uses the region’s human resources and talent.

Policy 4.1 Establish a center of excellence in Midlothian through higher education and industry partnerships.

Action 4.1.1 Link this to entrepreneurship and actively pursue new research & development opportunities.

Action 4.1.2 Establish a task force of local and regional academic and business leaders to explore the potential to create a center of excellence.

Action 4.1.3 Improve the connectivity between the many schools and local colleges to provide easier access to continuing education and job opportunities.

Policy 3.2 Grow Midlothian’s Downtown (Old Town) as a pedestrian oriented, history filled, family fun and food‐centric urban place ‐‐‐ the heart of Midlothian.

Action 3.2.1 Support the ongoing development of the downtown district as an amenity-rich centerpiece that attracts people and businesses to Midlothian.

Action 3.2.2 Partner with the various groups to promote the conference center and create a Convention/Entertainment District.

Actions 3.2.3 Attract high density mixed uses in the downtown center.

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05 - LAND USEFuture Land Use and Development

Goals, Policy and Actions

A comprehensive list of goals, policies, and actions for the Land Use Chapter are presented here. The goals are organized into 6 themes as established in the community involvement process.

Goal 1: Preserve Midlothian’s small town and country charm identity.

Policy 1.1 Use the Future Land Use Plan to ensure adequate development areas exist to support a self‐sustaining economy with a diversity of live/work/play development opportunities.

Action 1.1.1 Update the City’s economic development strategy to identify and recruit target commercial developments that support the town identity.

Action 1.1.2 Create Midlothian “Shop Midlothian Texas” program.

Action 1.1.3 Program additional Downtown events and festivals to support growth and added venues downtown.

Goal 2: Enhance Main Street (Business 287) as a historic, grand, and important entry into the community.

Policy 2.1 Develop an Overlay District that preserves the character of Main Street and encourages appropriate re‐development.

Action 2.1.1 Adopt regulations to include design guidelines, and appropriate use standards for the Main Street Corridor.

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Action 2.1.2 Encourage and incentivize business to locate along the Main Street Corridor.

Action 2.1.3 Create a streetscape master plan for Main Street that will help increase economic development and foster greater pedestrian mobility.

Goal 3: Leverage Downtown to reach its potential as a tremendous asset to the community.

Policy 3.1 Ensure new development or redevelopment is compatible with surrounding existing uses and form.

Action 3.1.1 Create and adopt revised zoning regulations to encourage complementary uses in the Downtown area that will provide a desired land use mix.

Action 3.1.2 Produce a parking plan with supporting policies for Downtown.

Action 3.1.3 Support urban-style housing in Downtown.

Action 3.1.4 Support mixed use development in Downtown.

Goal 4: Maintain attractive and safe residential neighborhoods.

Policy 4.1 Require high quality and distinctive residential buildings and site design.

Action 4.1.1 Create and adopt revised zoning regulations to establish architectural and land planning standards for neighborhood design in Midlothian.

Action 4.1.2 Support collaboration between adjoining properties (neighborhoods) and encourage connections for developments where appropriate.

Policy 4.2 Protect traditional single‐family neighborhoods by requiring transitional lot design and buffering.

Action 4.2.1 Amend the zoning ordinance to require transitional lot sizes adjacent to larger lot single-family developments (i.e., those between 20,000 sq. ft. and 2 acres). When development occurs adjacent to platted residential lots, the new lots bordering the platted lots should be at least half the size of existing lots. The lot size can gradually decrease as distance from the platted lots increases. Alternatively, the intent of this buffering requirement could be met through a permanent landscape buffer 75 feet in depth along the platted lots.

Action 4.2.2 Consider possible approval of lots smaller than 9,000 sq. ft. through the PD process, subject to conditions such as the provision of open space, compatibility with adjacent development, buffering, and traffic and other impacts resulting from increased residential density.

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Action 1.1.1: Adopt Updated Thoroughfare Plan and Adaptive Typical Sections.

The Thoroughfare Plan and associated design sections for development of the roadway corridor should be formally adopted by City Council.

Action 1.1.2: Prepare an Active Transportation Plan for Midlothian

Engage the public and stakeholders to develop an active transportation plan that provides a connected, highly-functional, AAA (all-ages-and-abilities) network of no-street and off-street routes for the City of Midlothian. Establish priorities that inform investment and reflect citywide goals and funding opportunities, and set technical guidance to support facility design and program and policy development.

Action 1.1.3: Update the City of Midlothian Engineering Design Criteria and Standard Specifications.

Update the typical sections and design standards contained in the existing City Engineering criteria and specifications to reflect the flexibility of design sections to be context sensitive to the adjacent development characteristics.

Policy 1.2: Institute departmental processes and procedures to ensure coordination of land use and transportation planning while including context sensitive solutions for design and implementation of transportation corridors and facilities in Midlothian.

Transportation and Mobility

Goals, Policy and Actions

A comprehensive list of goals, policies, and actions for the Transportation Chapter are presented here.

GOAL #1: Develop Transportation Improvements to Create a Special Place to Live.

In accordance with this goal, a vibrant Midlothian community in the future will be achieved by ensuring transportation and infrastructure investments focus on both people and places. These investments should enhance transportation choices and accessibility and also create a unique place with lasting value that blends seamlessly with the character and vision of Midlothian’s neighborhoods, employment centers, and activity centers. The goal of the plan is to provide a transportation system planned and designed with people and places in mind, including amenities and aesthetic treatments to enhance the traveling experience for all modes of transportation.

Policy 1.1: Adopt policies, ordinances, and programs that promote multimodal, context sensitive considerations and aesthetics into the planning and project funding of transportation facilities in Midlothian.

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06 - TRANSPORTATIONAction 1.3.4: Implement Context Sensitive roadway improvements on Main Street, between 9th Street and Midlothian Parkway, to enhance the connection between Downtown and eastern Main Street.

Policy 1.4: Invest in improvements to minimize the impacts of railroad delay and noise through Midlothian.

Action 1.4.1: Create a Railroad Crossing Quiet Zone at At-Grade Crossings in Downtown Midlothian in the area between the crossing at 9th Street North and the crossing at 5th Street.

A railroad crossing quiet zone requires a system of gate arms and roadway channelization to keep traffic from crossing the tracks when trains are approaching, negating the need for the train to sound its horn when passing the street crossing. The designation of a Quiet Zone requires collaboration with the Federal Railroad Administration (FRA) and the railroad companies to meet the required provisions for authorization. Complete the necessary evaluation studies, establish an agreement with the railroad and its operators, prepare documents to attain FRA authorization, commit City of Midlothian funding for the improvements, prepare plans for the creating of quiet zones, assemble state and federal funding as possible, and schedule the project for implementation.

Policy 1.5: Provide a wayfinding system of signage, markers, and other devices to inform visitors and residents of the special areas and attractions in Midlothian.

Action 1.5.1: Incorporate the Wayfinding System Plan into existing roadways and all relevant roadway improvement projects.

Action 1.2.1: Coordinate the Midlothian Thoroughfare Plan with the Midlothian Future Land Use Plan.

The recommendations for the typical sections of the arterial and collector network respond to the existing and anticipated adjacent land uses in the corridor. Urban or rural areas will have an urban or rural roadway section, respectively. Arterial roadways are either major or minor depending on the anticipated level of travel demand. The proposed typical sections reflect the anticipated needs of the adjacent development. Changes in anticipated future land use should be reflected in the proposed typical section for the roadway. Coordinate advancement of the Land Use and Transportation elements of the city’s Comprehensive Plans.

Policy 1.3: Provide transportation investments and procedures that help enhance traffic access and circulation, walkability, bikeability, aesthetics, and amenities of the central core of Midlothian.

Action 1.3.1: Implement Complete Street Improvements on Main Street and the parallel streets, between 1st Street and 14th Street, to support the recommended Downtown Plan concept.

Action 1.3.2: Implement Complete Street Improvements on 8th Street and 9th Street and their crossing streets, between FM 1387 and the railroad tracks, to support the recommended Downtown Plan concept.

Action 1.3.3: Implement Complete Street Improvements on 9th Street, between BUS 287 and US 287, to enhance the connection between Downtown and the residential corridor along 9th Street.

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Action 2.1.1: Complete the missing sidewalks and ADA-compliant ramps on collector and arterial roadways.

There are gaps in the accessible sidewalk network on the arterial and collector streets that need to be completed by the City of Midlothian and other gaps that will be completed as development in that area occurs. The sidewalk gaps located in the core of Midlothian are of particular interest to those residents that need the sidewalks for their personal mobility. Prepare designs, allocate funding, and schedule construction of the sidewalks and ramps identified for City implementation. Consider the significance of those sidewalk segments that are identified for construction as part of future development and determine whether any of those should be facilitated or accelerated by city participation. The higher priority area for focused implementation is in the core of Midlothian and within one-half mile of schools. Budget for, design, and implement the construction of sidewalks and ramps to complete the sidewalk network on collector and arterial streets.

Action 2.1.2: Provide pedestrian accommodations on urban local streets.

In the urbanized area of Midlothian, certain local streets and some collector and arterial streets do not have sidewalks. Establish a policy that all neighborhood streets in the urbanized areas of Midlothian should be walkable for the safety, health, and vitality of the city. Complete an inventory of sidewalks. Identify local streets that are acceptable to not have sidewalks due to low traffic volumes and low speeds. Work with residential neighborhood groups to identify needed pedestrian accommodations along streets within their neighborhoods and connections to nearby destinations and prioritize their implementation. As needed, enhance the pedestrian accommodations with measures to reduce traffic speeds through the

Prepare a master plan for a wayfinding system of information, locations, graphic design, and display medium to raise awareness and give guidance for locating special areas and attractions in Midlothian for visitors and residents. Identify collective elements of the wayfinding system plan that can be implemented together in a logical manner. First, by corridor, to take advantage of ongoing projects; then, to complete wayfinding for sets of congruous destinations. Budget for the additional enhancement in ongoing and planned roadway projects, and develop a budget and time frame for completion of the remaining wayfinding system plan.

GOAL #2: Enhance the Mobility for All User Groups.

The provision of transportation options and solutions within Midlothian will create a seamless mobility system. This principle is implemented through efficient system management and operations, through context sensitive and complete streets designs, and with a range of accessible and convenient transportation choices. A multi-modal network will provide connections between neighborhoods and destinations throughout Midlothian, with good connections to neighboring communities, through a system offering opportunities to drive, walk, and bike. The goal of this guiding principle is to provide efficient and effective mobility to, from, and within Midlothian by providing multi-modal transportation options and management for existing and anticipated future needs.

Policy 2.1: Provide mobility for people who live, work, and visit Midlothian and are economically, socially, or physically challenged, in order to support their full participation in society and contributions to Midlothian’s economic productivity.

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06 - TRANSPORTATIONAction 2.2.3: Improve Onward Road to extend between US Highway 287 and future Loop 9, to share the burden with Walnut Grove Road to provide traffic mobility in this area of southern Midlothian.

Policy 2.3: Provide a network of bicycle and pedestrian facilities, including sidewalks, bike routes, and paths, that provide mobility options, regional and multimodal connectivity, and recreational opportunities for Midlothian residents.

Action 2.3.1: Implement the Active Transportation Plan

Secure funding and implement the prioritized actions of the Active Transportation Plan in a systemic manner that is both logical and opportunistic.

Action 2.3.2: Develop the first section of Waxahachie Creek Trail in Midlothian.

In conjunction with adjacent developer participation, develop a hike and bike trail along Waxahachie Creek. Secure the funding for the city’s portion or facilitate the design and construction of the trail segments and schedule the improvements for implementation in conjunction with adjacent development.

Action 2.3.3: Connect the Midlothian and Waxahachie segments of the Waxahachie Creek Trail.

Collaborate with the city of Waxahachie to connect the existing segments of Waxahachie Trail. Prepare a coordinated funding application for the project. Secure the funding for the city’s portion or facilitate the design and construction of the trail segments and schedule the improvements for implementation in conjunction with adjacent development.

neighborhoods. Establish and/or fund a Neighborhood Sidewalk completion program to match citizen funds, Safe Routes to School funds, Alternative Transportation funds, Block Grants, and other potential funding to build the missing and needed sidewalk improvements.

Action 2.1.3: Continue upgrading traffic signals to provide accessible pedestrian accommodations.

Persons with mobility and visual impairments require Accessible Pedestrian Signal (APS) equipment at signalized intersections to be able to activate the pedestrian crossing signal and to utilize the crossing indications. Continue to install APS equipment in all new traffic signal installations in accordance with current City design standards. Develop a plan to retrofit APS into existing traffic signals, prioritized based on urgency of need. Establish a budget and timeline for implementation of the retrofit APS.

Policy 2.2: Invest in timely street improvements for a network of suburban and rural roads in the area beyond the core of Midlothian that support the effective movement of vehicles on a network of two‐lane and four‐lane roadways, while accommodating bicyclists and pedestrians in the roadway corridor.

Action 2.2.1: Extend 14th Street southward from US Highway 287 to FM 875, to share the burden with 9th Street (FM 663) to provide traffic mobility in this area of southern Midlothian.

Action 2.2.2: Improve Plainview/Ledgestone Road to extend between US Highway 287 and FM 875, to share the burden with Walnut Grove Road to provide traffic mobility in this area of southern Midlothian.

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Continue the ongoing practice of evaluating roadway, bridge, and major culvert conditions and recommending improvements based on currently specified thresholds. Allocate funding for needed improvements to roadways and bridges/culverts and design and schedule the improvements.

Action 3.1.2: Monitor sidewalk and trail conditions and perform needed maintenance.

Conduct a similar though less rigorous pavement and bridge/culvert conditions assessment for the network of sidewalks and trails in Midlothian and establish a threshold for improvement recommendations. Allocate funding for needed improvements to sidewalks and trails and their bridges/culverts and design and schedule the improvements.

Policy 3.2: Develop and implement transportation performance measures and programs to regularly monitor, evaluate, and forecast the degree to which the transportation system investments accomplish community goals and mobility objectives.

Action 3.2.1: Assess annually the traffic congestion on major streets in Midlothian.

Select key arterial streets and intersections to monitor traffic data performance measures so as to compare roadway system performance over time. The performance measures should be readily measurable and meaningful such as peak hour traffic v/c ratio, queue lengths at intersections, and “in-stream” measurements of travel time and delay. Establish the performance measures and monitoring locations, establish a budget for monitoring of performance measures, and conduct the counts and analysis.

Action 2.3.4: Complete a Safe Routes to School Plan for each elementary and middle school in Midlothian ISD. Prepare an implementation plan and allocate city resources and funding and seek outside sources of funding to implement the plans, including MISD.

GOAL #3: Facilitate Proper Operations and Maintenance of the Transportation Network.

Often addressed as an afterthought in a plan, this third goal stipulates that the Plan should incorporate the maintenance and enhanced operation of existing transportation infrastructure. Through efficient system management, the plan places high priority upon maintenance, rehabilitation, safety, and reconstruction of basic infrastructure systems. As neighborhoods in Midlothian mature, the City will rise to the challenge of keeping them viable and strong by maintaining high quality transportation infrastructure including streets, sidewalks, and other public infrastructure facilities. Investments will provide a balance between the transportation needs of the community and the needs of the local neighborhoods.

Policy 3.1: Operate and manage the transportation system to maintain or improve the quality of multimodal mobility, access, and safety for those traveling in and living within Midlothian.

Action 3.1.1: Monitor roadway and bridge conditions and perform needed maintenance.

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06 - TRANSPORTATIONMidlothian. Establish the specific performance measures and annual comparison methodologies, establish a budget for monitoring of safety performance measures, compile the data and conduct the analysis, and prepare annual reports of the transportation system safety performance.

Policy 3.3: Manage, reduce, and avoid roadway congestion and increase mobility and safety for all roadway users through operational improvements, targeted capacity enhancements, and promotion of alternative means of transportation.

Action 3.3.1: Monitor intersection traffic operations and implement mitigation measures.

Information generated in Action 3.2.1, along with ongoing staff monitoring of signal operations and citizen feedback, will provide information needed for the monitoring of intersection performance and identification of issues. On an ongoing basis, prepare congestion mitigation plans and designs, submit projects for local and regional congestion mitigation funding, and schedule construction.

Policy 3.4: Develop and promote programs to incorporate public and business observations of and assistance with the conditions assessment and maintenance of the multimodal transportation infrastructure and corridor amenities.

Action 3.4.1: Foster programs to seek public input on conditions reporting.

The citizens and visitors in Midlothian make observations on the conditions for driving, bicycling, and walking in Midlothian every day. City staff members are receptive to the input offered by users

Action 3.2.2: Monitor provision of sidewalk availability on Midlothian Streets.

Prepare an ongoing inventory of sidewalks along the arterial and collector roadway network in Midlothian and add to the inventory the sidewalks along the local roadway network as appropriate. Set annual goals for the completion of sidewalks and ramps in Midlothian and establish a budget for design and construction of the needed improvements. Monitor and report on the completion of identified gaps and deficiencies in the sidewalk system.

Action 3.2.3: Assess annually the availability of safe routes to school.

Maintain the sidewalk inventory for arterial, collector, and local streets to annually assess the availability of safe routes to school for the target population of students within a one-mile radius of public schools in Midlothian. Prepare or update the Safe Routes to School Plan for each elementary and middle school in Midlothian, identify the needed improvements to the pedestrian and bicycle network for access to each school, and update as needed to adjust for changes in student locations. Coordinate with other planned improvements to identify needed projects to provide sidewalks, ramps, crosswalks, pedestrian signal elements, and other needed improvements for a safe route to school.

Action 3.2.4: Assess annually the safety of transportation in Midlothian.

Continue to monitor the location, type, and severity of motor vehicle crashes, including the location and severity of motor vehicle, bicycle, and pedestrian crashes in Midlothian. Analyze the causal factors of the crashes and prepare mitigation measures to potentially reduce the occurrence of life threatening crashes in

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Designate effective truck routes along arterial roadways in Midlothian and design these pavements to carry significant truck loading. Maintain design standards to accommodate WB-67 truck turning radius at intersections of arterial-to-arterial and arterial-to-collector roadway intersections but WB-50 for curb-to-curb turning on lesser classification roadways. Require truck loading/unloading provisions for all new commercial development. For higher density development, coordinate with businesses to provide for strategic loading zones and truck parking practices that will not impede the flow of traffic.

GOAL #4: Actions to Facilitate Appropriate Fiscal Stewardship

This goal strives to provide a detailed road map of actions for transportation and infrastructure investments based on an approach that maximizes the benefits for multiple user groups in a way that is both fiscally and environmentally responsible. Future investments will include input from the community at large and the priorities as identified through regular ongoing dialog with stakeholders. The goal of the plan is to optimize the use of City of Midlothian funds and to leverage additional funding for transportation to maximize the Midlothian public return on investment in transportation infrastructure and operations.

Policy 4.1: Identify and pursue private, regional, state, and federal revenue sources for funding multimodal transportation improvements in Midlothian and actively engage in regional efforts to identify new dedicated funding sources.

of transportation in Midlothian, and many opportunities are offered for transportation users to call-in or personally deliver their input. Continue the formal and informal groups that have been formed to give input on specific issues such as bicycling conditions and the needs and issues of the mobility impaired. Encourage citizens to be the casual inspectors of the conditions of the transportation system and formalize the receipt of input and feedback of actions taken.

Action 3.4.2: Promote public-private partnerships for the upkeep and embellishment of non-roadway elements of the transportation system.

Transportation system users and adjacent developments they serve are in a position to be both impacted by and benefit from the conditions of the transportation system. The City of Midlothian already has an active adopt-a-street program, empowering neighborhoods and citizen groups to provide enhanced litter removal, landscaping, and even extension of neighborhood surveillance to specific streets of the city. Expand and enhance the public-private partnerships to allow private citizens, groups, and businesses to physically and financially support their interests in the upkeep of specific aspects of the transportation system serving their areas of interest in Midlothian, including streetscape on arterial roadways and, a much expanded trail network.

Policy 3.5: Provide for effective trucking, railroad, and air freight movement to, from, and through Midlothian, including supporting facilities and airspace, while minimizing their impact on the quality of life.

Action 3.5.1: Design roadways in Midlothian to accommodate truck mobility and access to businesses.

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06 - TRANSPORTATIONThe Transportation Alternatives Set-Aside (TA Set-Aside) Program was authorized under Section 1109 of Fixing America’s Surface Transportation Act (FAST Act) (the current transportation funding and authorization bill) and provides funding for programs and projects defined as transportation alternatives. The TA Set-Aside Program is similar to the former Transportation Alternatives Program, Transportation Enhancement, and Safe Routes to School programs. A portion of the funding will be administered by TxDOT and a portion by NCTCOG, with rule making on the administration of these funds established by each entity. Prepare a set of several potential funding nominations for bicycle and/or pedestrian projects that have a high degree of local support, relatively high ratio of project benefits to project cost, and relatively low degree of difficulty to implement (i.e., little or no ROW, no environmental issues) and have them ready to be configured into funding applications to fit the eventual rules of the administering agency. Prepare letters of support and financial participation letters and ordinances in advance of the agency call for projects.

Action 4.1.4: Continue Pursuit of FAA Funding for Airport Operations in Midlothian.

Continue a high level of community support for operation of the Airport to attract Federal Aviation Administration (FAA) operation of a control tower and participation in the advancement of airport operations. Participate in significant partnership with the City of Waxahachie in the funding and preparation of regular updates to the airport development and operations plan.

Action 4.1.5: Collaborate with TxDOT to advance locally preferred projects and enhancements on state maintained facilities and within TxDOT ROW.

Action 4.1.1: Submit the Midlothian CTP to NCTCOG for inclusion of Plan into the Metropolitan Transportation Plan and the Transportation Improvement Program (TIP) for the north central Texas region.

Transportation projects and services that will utilize federal funding are required to be listed in the metropolitan (TIP) and the Statewide Transportation Improvement Program (STIP). Additionally, TIP projects must be consistent with the region’s long-range Metropolitan Transportation Plan and must reflect federal, state, and local transportation funds expected to be available during the four-year TIP period.

Action 4.1.2: Seek NCTCOG funding for significant city, inter-city, and sub-regional initiatives.

NCTCOG administers federal, state, and regional funding for various initiatives either annually or as requested and issues a call for projects based upon specified rules for qualification of projects and requirements for matching funds. These funding opportunities include the annual allocation of Surface Transportation Program funds for urbanized areas and other sporadically available funds. Prepare a set of several potential funding nominations for projects that fit the anticipated categories of funding and have a high degree of local support, relatively high ratio of project benefits to project cost, and relatively low degree of difficulty to implement (i.e., little or no rights-of-way, no environmental issues), and have them ready to be configured into funding applications to fit the eventual rules of the administering agency. Prepare letters of support and financial participation letters and ordinances in advance of the agency call for projects.

Action 4.1.3: Seek FAST Act Transportation Alternatives Set Aside and other federal funding for bicycle and pedestrian facilities in Midlothian. 102


Participate in high-level discussions with management of NCTCOG and TxDOT regarding the availability of funds for the region, the regionally significant slate of projects to be implemented in the short range planning horizon, and develop a consensus on support of the major project funding for the region. Garner support for regionally significant projects that benefit the City of Midlothian and adjacent communities. Assess the availability of funding for the various multimodal project needs of Midlothian.

Action 4.2.2: Include performance measures in the transportation-related planning and programming of projects for the City of Midlothian.

The FAST Act program of federal funding for transportation continues the requirement for the assessment of the planned versus actual performance of various projects that would be funded by the various administrations of the Department of Transportation. The planned performance and impacts of a project should be used to justify its implementation, and the assessment of the actual performance and its planned or unplanned impacts or consequences should influence future spending on similar projects. Review all transportation-related programs within the City of Midlothian to introduce performance measures into the decision making process and project follow-up procedures, consistent with the level of detail requested by NCTCOG and TxDOT.

Policy 4.3: Provide transparency and meaningful public awareness, ongoing citizen input, and participation opportunities to implement and update the Midlothian Thoroughfare Plan.

Action 4.3.1: Make the Midlothian Thoroughfare Plan available electronically on the City’s website and in hardcopy at city libraries.

Planned improvements to TxDOT roadways, including US 67 and US 287 and the proposed Outer Loop, should consider local issues and preferences for localized function and appearance. The City of Midlothian should collaborate with TxDOT at the early stages of project development to implement elements of the Midlothian Thoroughfare Plan, including goals for grade separations, multimodal accommodations in the roadway corridor, and aesthetic appearance of the corridor. Identify locally preferred treatments and requirements that are above and beyond TxDOT financial obligations for the corridor and identify city and non-city funding sources and a time line for their implementation. Solicit TxDOT participation in signal system improvements on state-maintained roadways.

Action 4.1.6: Leverage local funds to secure bonds for needed transportation infrastructure improvements.

Utilize the bonding capacity of the City of Midlothian to design and construct the significant transportation infrastructure projects to improve current mobility conditions and prepare for the pending transportation needs of Midlothian. Every two to five years, or as bonding capacity allows, prepare a list of candidate projects, publicly assess their benefits to the community, and select a slate of projects for a bond program of funding to be voted on by the citizens of Midlothian.

Policy 4.2: Integrate state and federal long‐range transportation planning factors with local and regional transportation planning to maximize future funding opportunities for surface transportation projects in Midlothian.

Action 4.2.1: Collaborate with NCTCOG and TxDOT to strategically approach the funding of regionally and locally significant transportation improvements. 103


06 - TRANSPORTATIONAction 4.4.1: Identify and enter into agreements to secure the property and rights-of-way for proposed transportation-related projects.

Action 4.4.2: Identify and secure the property and rights-of-way required for the proposed Waxahachie Creek Trail.

Prepare conceptual design for the Waxahachie Creek Trail through the length of the city of Midlothian. Work closely with property owners along the conceptual alignment to develop potential partnerships in development of the land. Secure development agreements with the targeted property owners for the future trail segment.

Policy 4.5: Identify and implement policies and programs to streamline the project development process and to reduce transportation improvement implementation time.

Action 4.5.1: Review internal transportation project development procedures for potential efficiency improvements.

Create documentation of the process flow for identification of need, development of concepts, allocation of funding, design development, contracting, and construction of city transportation infrastructure. Collaborate with external resources, including design firms and construction companies, and funding sponsor agencies to evaluate each of the major steps in the project process for the potential for streamlining and concurrency to shorten the time it takes to get projects completed. Make needed modifications to internal procedures to affect the improvements.

Post the downloadable electronic format of the Comprehensive Plan report and appendices on the City of Midlothian website. Announce on the website the ongoing implementation and refinement of the Plan. Provide multiple hard copies of the report and its appendices to the city’s public libraries for viewing by citizens without internet or computer access.

Action 4.3.2: Reference the goals and objectives of the comprehensive plan when publicly presenting the City’s ongoing transportation investments.

To allow Midlothian citizens and interested visitors to track the ongoing implementation of the Midlothian Thoroughfare Plan, include references to the goals, strategies, and/or targeted action items of the Plan in written briefings, documentation, and presentations on transportation projects and initiatives at City Council meetings and other public venues.

Action 4.3.3: Present a report on the status of implementing the action items of the implementation strategies of the Comprehensive Plan.

At a strategically significant point, prepare a report on the status of each of the goals, policies, and action items of the Comprehensive Plan and present the report to City Council. Solicit City Council, citizen advocacy groups, and general public review and comment on the report. Consider any needs for refinement of the Comprehensive Plan in response to the feedback, and provide City Council with a plan of action to update the Plan as needed.

Policy 4.4: Plan for and preserve rights‐of‐way and other real property for future multimodal transportation and supporting infrastructure investments in advance of economic development.

104

PARKS, TRAILS & ENVIRONMENT - 07 138

Community Form:

Goal 1: Enhance Midlothian’s visual image and identity.

Objective 1A: Control signage in Midlothian.

Objective 1B: Create a community theme developed through building materials.

Objective 1C: Enhance all thoroughfare aesthetics and landscaping as part of a city‐wide program, including ROW mowing and beautification.

Objective 1D: Screen railroad right‐of‐way in developed areas as part of a city‐wide program.

Objective 1E: Develop and support a tree planting program city‐wide.

Objective 1F: Provide a transportation system that is sensitive to the natural contours of the surrounding countryside.

Objective 1G: Encourage all new roadway development to identify and enhance scenic views.

Objective 1H: Provide pedestrian friendly enhancements to major arterial corridors and in commercial districts.

Goal 2: Maintain Midlothian’s rural / small town heritage where appropriate.

Objective 2A: Identify and protect rural scenic roadways.

Objective 2B: Establish street design standards that meet state and federal levels of service for safety, accessibility, and movement; but also incorporate design features that correspond to desired land use and community values.

Objective 2C: Develop parking guidelines for retail/commercial corridors and retail villages outside of downtown that maintain a small town image.

Objective 2D: Encourage design standards for new construction that incorporates the older architectural qualities found in the region.

Objective 2E: Develop an urban forestry program for Midlothian that educates and encourages tree planting and maintenance as well as the reforestation in older urban areas. Make use of facilities such as Mockingbird Nature Center.

Goal 3: A family-friendly, school-centered community.

Objective 3A: Work with the Midlothian Independent School District to identify and to preserve future school sites.

Objective 3B: Establish residential development guidelines, trails, and parks and open space plans focused around schools.105


07 - PARKS, TRAILS & ENVIRONMENTEnvironmental:

Goal 5: Protect the environmental resources of the community as they provide long-term assets for the citizens.

Objective 5A: Identify and prioritize the acquisition of key environmental sites by the city, county, state, and private organizations.

Objective 5B: Develop a city‐sponsored awareness program that educates the citizens of Midlothian about the community’s environmental resources.

Objective 5C: Work with property owners to establish conservation or recreational easements for key environmental and heritage areas in Midlothian.

1. Identify tracts and areas with recreational value2. Identify different types of easements3. Work with local estate planners4. Create legal incentives

Objective 5D: Acquire land within the city limits and ETJ1. Identify parcels of land based on:

a. Recommendations from Parks and Recreation Master Plani. Open spaceii. Unique topographic featuresiii. Water resourcesiv. Greenway connectionsv. Spacing and proximity

Objective 3C: Expand after school programs with the library, parks department, fire and police departments.

Objective 3D: Coordinate with the Midlothian Independent School District to develop civics class curriculum through volunteer work in city departments.

Community Heritage:

Goal 4: Ensure the preservation of historic Midlothian.

• Downtown• Original Town• Historic farms and ranches• Historic springs, creeks, bluffs, trees, and trails

Objective 4A: Conduct a survey / assessment of Midlothian’s heritage resources.

Objective 4B: Preserve the community’s historic farms and ranches as local assets for gathering, learning, and entertaining.

Objective 4C: Incorporate Midlothian’s historic farms, ranches, trails, and natural features into the City’s parks, open space, and trails program. Develop an interpretive signage program as an extension of the Parks and Recreation Department’s Sign Design and Standard Plan.

Objective 4D: Catalog the urban features that make up Midlothian’s Downtown and Original Town area and ensure that these features are maintained and enhanced.

106


Interlocal Government Cooperation:

Goal 7: Continue to enhance cooperation between the City of Midlothian and the Midlothian Independent School District, the Midlothian Chamber of Commerce, and the 4-A, and 4-B boards.

Objective 7A: Take advantage of sharing investments, facilities, and information in planning the location of school sites and planning the location of city facilities (parks, trails, libraries, recreation centers, etc.).

Objective 7B: Strategize with the 4A and 4B boards to leverage funds and to accomplish pertinent goals in the comprehensive plan.

Objective 7C: Solicit cooperation of the Midlothian Independent School District, and the 4A and 4B boards to actively help implement the Midlothian Comprehensive Plan.

Goal 8: Leverage cooperation for sharing investments, facilities, and information between the City of Midlothian, the NCTCOG, Ellis County, and the surrounding communities.

b. Availability2. Secure funding

a. Budgetb. 4Bc. Grantsd. Foundationse. Park Dedication fees

3. Acquire via:a. Park Dedication Ordinanceb. Purchasec. Donationsd. Easementse. Leasef. Partnerships

4. Timeframea. As available/opportunistic

Goal 6: Development of the community should incorporate and enhance the environmental resources and heritage of the area.

Objective 6A: Develop a network of greenways that will bring the community together following the area’s natural features.

Objective 6B: Study different options to encourage developers to protect Midlothian’s environmental and heritage sites.

Objective 6C: Develop design standards for roads and utilities that avoid encroachment into environmental and heritage locations. 107


07 - PARKS, TRAILS & ENVIRONMENTObjective 9A: Identify opportunities for trail development based on existing parks, right‐of‐ways, historic sites, floodplains, ridge lines, and escarpment.

Objective 9B: Work with neighboring communities to link greenbelt corridors and trails that will create a regional benefit.

Objective 9C: Develop wayfinding guidelines that helps trail users become familiar with the trail network.

Objective 9D: Develop signage design guidelines that provide uniformity and a community theme to the trail experience.

Objective 9E: Develop a trail network that links downtown Midlothian with other areas of Midlothian.

Objective 9F: Update and Adopt Trail Master Plan.1. Request proposals2. Secure Funding3. Enter into an agreement4. Timeframe5. FY 2019‐20

Goal 10: Provide a parks and open space system that meets the recreational needs of all residents.

Objective 10A: Conduct a study of the economic benefits to Midlothian provided by a city‐wide parks and open space system, identifying the groups and land uses that would benefit from such a system.

Objective 8A: Coordinate between the City and the County regarding existing and future plans regarding open space, trails, transportation, public safety, and economic development.

Objective 8B: Coordinate between the City and the County regarding existing and future plans for County offices, District Courts, and meeting facilities.

Objective 8C: Coordinate between the City and the County regarding the sharing of information and data to help reduce cost, improve service, and streamline operations.

Objective 8D: Work with the City of Waxahachie and the NCTCOG to develop a trail between Waxahachie and Midlothian.

Objective 8E: Investigate the possibility of creating a connector trail between Midlothian and Joe Pool Lake utilizing existing water line right‐of‐ways.

Parks and Open Space:

Goal 9: Develop a network of trails that links together key employment, schools, retail, historic sites, public gathering spaces, and residential areas by incorporating existing and future parks and open space, floodplains, and right-of-ways. 108


Objective 11C: Secure public and private funding for design and development of this park.

Goal 12: Foster and partner with the Midlothian Independent School District’s future, active recreational facilities.

Objective 12A: Identify locations for active recreational facilities in proximity to Midlothian Independent School District campuses that do not negatively impact residential neighborhoods due to traffic congestion, noise pollution, and light pollution.

Objective 12B: Work with the Midlothian Independent School District in the development of traffic circulation plans that provide direct access to active recreational facilities from major roadways.

Objective 12C: Coordinate with the school district to develop parking plans for active recreational programs that would encourage using off –time parking areas from commercial and industrial developments in proximity to these active recreational facilities.

Objective 10B: Update the parks master plan to reflect changes in the community’s size and population.

Objective 10C: Develop a parks and an open space system that coordinates with the City’s future land use plan.

Objective 10D: Partner with the major cement plants in Midlothian to develop a “Butchart Gardens” park in the former quarries.

Objective 10E: Make the Midlothian park system the model for the state.

Objective 10F: Development and Adoption of Park Development Standards.

1. Timeframe2. FY 2018‐19

Objective 10G: Development of Park Maintenance Standards.

1. Timeframea. FY 2018‐19

Goal 11: Provide a large central park space for community events and gatherings.

Objective 11A: Review both regional and national community signature parks to understand the significance such parks can have on the community.

Objective 11B: Identify the ‘theme’ and location criteria for a large central park.

109


07 - PARKS, TRAILS & ENVIRONMENTObjective 14D: Promote the use of non‐motorized transportation choices.

Objective 14E: Require new developments to include sidewalks.

Goal 13: Completion of Phase II of Midlothian Community Park

1. Select a consultant2. Get a proposal for a Professional Engineering Report3. Work with Finance Department to develop project

timeline based on funding4. Develop a detailed time frame/schedule5. Work with consultant to develop plans6. Select a Contractor (Construction Manager At‐Risk)7. Begin construction8. Completion

Transportation:

Goal 14: Provide a convenient, safe, attractive, accessible, and interconnected trail and sidewalk system within the city.

Objective 14A: Work with regional, county, and surrounding communities to provide safe and adequate pedestrian and bike paths.

Objective 14B: Identify non‐motorized transportation and open space corridors that link residential areas and commercial areas.

Objective 14C: Eliminate barriers that discourage non‐motorized movement.

110

HEALTH & SAFETY - 08 149

08 - HEALTH & SAFETYCommunity Health Education

Although planning for community health is important, it is even more important to ensure that the message reaches the Midlothian population in order to realize true progress. An increase in public awareness for healthy communities can be accomplished bypartnerships with major employers and healthcare providers to distribute material about healthy lifestyle choices, coordinated with programs already underway. In addition, partnering with MISD canrealize improvement in community health through the types of foods children and youth are served, regulating the level of physical activity that is required, and including public health as a topic of education. A robust communications framework to accompany community health strategies is encouraged to achieve long-term results.

Policy 8.2: Enhance public awareness for community health goals.

Action 8.2.1: Create a robust public relations campaign centered on community health advocacy and promoting physical activity.

Action 8.2.2: Work with (MISD) to promote awareness of healthy lifestyle choices within Midlothian schools.

Action 8.2.3: Work with major employers and healthcare providers to promote healthy lifestyle choices within Midlothian employment centers.

Policy 8.1: Establish a comprehensive framework to promote healthy communities.

Action 8.1.1: Produce a Health Impact Assessment (HIA) for Midlothian following CDC guidelines and publish it online.

Action 8.1.2: Partner and collaborate with surrounding counties to create a health policy framework to be applied among departments within the city and counties including streets, utilities, planning, parks and recreation, and environmental services.

Action 8.1.3: Dedicate staff within the City of Midlothian to oversee programs, recommendations, and guidance focused on community health.

Action 8.1.4: Create an annual Community Health Report Card featuring the progress of programs focused on community health and the findings of the initial HIA and publish it online.

111


112

StrategicPlan

113

CITY OF MIDLOTHIAN CAPITAL & PERSONNEL

SUMMARY

MULTI‐YEAR FINANCIAL PLANALL FUND SUMMARY FY 2021‐2026

Salary & Benefits

O&M Total Salary & Benefits




O&M Total

Personnel 1,209,600$ 238,231$ 1,447,831$ 3,251,427$ 721,324$ 3,972,751$ 4,868,185$ 617,779$ 5,485,964$ 6,318,637$ 690,051$ 7,008,688$ 7,978,957$ 832,656$ 8,811,613$ 105 Capital ‐$ 4,272,133$ 4,272,133$ ‐$ 4,663,903$ 4,663,903$ ‐$ 4,056,243$ 4,056,243$ ‐$ 3,685,221$ 3,685,221$ ‐$ 3,601,433$ 3,601,433$ GF GF 1,209,600$ 4,510,364$ 5,719,964$ 3,251,427$ 5,385,227$ 8,636,654$ 4,868,185$ 4,674,022$ 9,542,207$ 6,318,637$ 4,375,272$ 10,693,909$ 7,978,957$ 4,434,089$ 12,413,046$

Personnel ‐$ ‐$ ‐$ 248,475$ 35,052$ 283,527$ 262,178$ 3,800$ 265,978$ 276,793$ 3,800$ 280,593$ 292,400$ 3,800$ 296,200$ 205 Capital ‐$ 11,997,669$ 11,997,669$ ‐$ 4,660,000$ 4,660,000$ ‐$ 20,791,000$ 20,791,000$ ‐$ 1,641,500$ 1,641,500$ ‐$ 19,079,000$ 19,079,000$ UF UF ‐$ 11,997,669$ 11,997,669$ 248,475$ 4,695,052$ 4,943,527$ 262,178$ 20,794,800$ 21,056,978$ 276,793$ 1,645,300$ 1,922,093$ 292,400$ 19,082,800$ 19,375,200$

Personnel ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 511 Capital ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 30,000$ 30,000$ ‐$ ‐$ ‐$

SR CTR Sr Ctr ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 30,000$ 30,000$ ‐$ ‐$ ‐$

Personnel ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 627 Capital ‐$ 30,234$ 30,234$ ‐$ 92,116$ 92,116$ ‐$ 42,400$ 42,400$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

CONF CTR Conf Ctr ‐$ 30,234$ 30,234$ ‐$ 92,116$ 92,116$ ‐$ 42,400$ 42,400$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Personnel 1,209,600$ 238,231$ 1,447,831$ 3,499,902$ 756,376$ 4,256,278$ 5,130,363$ 621,579$ 5,751,942$ 6,595,430$ 693,851$ 7,289,281$ 8,271,357$ 836,456$ 9,107,813$ GRAND Capital ‐$ 16,300,036$ 16,300,036$ ‐$ 9,416,019$ 9,416,019$ ‐$ 24,889,643$ 24,889,643$ ‐$ 5,356,721$ 5,356,721$ ‐$ 22,680,433$ 22,680,433$ TOTAL GRAND 1,209,600$ 16,538,267$ 17,747,867$ 3,499,902$ 10,172,395$ 13,672,297$ 5,130,363$ 25,511,222$ 30,641,585$ 6,595,430$ 6,050,572$ 12,646,002$ 8,271,357$ 23,516,889$ 31,788,246$

FY 23-24 FY 24-25 FY 25-26 FY 21-22 FY 22-23

114

STRATEGIC PLANCITY OF MIDLOTHIAN, TX FY 2021-2026

ACTUAL2019-2020

ADOPTED2020-2021

PROJ2020-2021

BASE2021-2022

SUPP2021-2022

21-22TOTAL

PROPOSED

BASE2022-2023

SUPP2022-2023

22-23TOTAL

PROPOSED

BASE2023-2024

SUPP2023-2024

23-24TOTAL

PROPOSED

BASE2024-2025

SUPP2024-2025

24-25TOTAL

PROPOSED

BASE2025-2026

SUPP2025-2026

25-26TOTAL

PROPOSED

24,870,447$ 26,175,858$ 26,175,858$ 27,484,651$ -$ 27,484,651$ 28,608,883$ -$ 28,608,883$ 29,789,328$ -$ 29,789,328$ 31,028,794$ -$ 31,028,794$ 32,330,234$ -$ 32,330,234$ 2,055,559$ 1,233,800$ 1,233,800$ 1,633,800$ -$ 1,633,800$ 1,633,700$ -$ 1,633,700$ 1,633,700$ -$ 1,633,700$ 1,633,700$ -$ 1,633,700$ 1,633,700$ -$ 1,633,700$ 2,195,023$ 2,345,198$ 2,345,198$ 2,456,183$ -$ 2,456,183$ 2,542,291$ -$ 2,542,291$ 2,667,330$ -$ 2,667,330$ 2,798,622$ -$ 2,798,622$ 2,936,478$ -$ 2,936,478$ 1,403,091$ 1,231,725$ 1,231,725$ 1,330,994$ -$ 1,330,994$ 1,384,234$ -$ 1,384,234$ 1,439,603$ -$ 1,439,603$ 1,497,187$ -$ 1,497,187$ 1,557,075$ -$ 1,557,075$

700,802$ 639,000$ 639,000$ 658,170$ -$ 658,170$ 677,915$ -$ 677,915$ 683,930$ -$ 683,930$ 690,126$ -$ 690,126$ 696,508$ -$ 696,508$ 2,505,161$ 2,713,447$ 2,713,447$ 2,849,119$ -$ 2,849,119$ 2,991,575$ -$ 2,991,575$ 3,141,154$ -$ 3,141,154$ 3,298,212$ -$ 3,298,212$ 3,463,122$ -$ 3,463,122$ 2,781,674$ 3,030,377$ 3,030,377$ 3,090,985$ -$ 3,090,985$ 3,152,804$ -$ 3,152,804$ 3,215,860$ -$ 3,215,860$ 3,280,178$ -$ 3,280,178$ 3,345,781$ -$ 3,345,781$

36,511,757$ 37,369,405$ 37,369,405$ 39,503,901$ -$ 39,503,901$ 40,991,402$ -$ 40,991,402$ 42,570,906$ -$ 42,570,906$ 44,226,818$ -$ 44,226,818$ 45,962,897$ -$ 45,962,897$

21,981,794$ 24,192,118$ 24,192,118$ 25,525,912$ 1,209,600$ 26,735,512$ 26,921,292$ 3,251,427$ 30,172,719$ 28,432,606$ 4,868,185$ 33,300,792$ 30,073,510$ 6,318,637$ 36,392,147$ 31,859,556$ 7,978,957$ 39,838,513$ 2,238,965$ 2,176,074$ 2,176,073$ 2,179,754$ 289,201$ 2,468,955$ 2,135,618$ 427,576$ 2,563,194$ 2,139,675$ 532,081$ 2,671,756$ 2,143,935$ 197,291$ 2,341,226$ 2,148,408$ 304,746$ 2,453,154$

666,718$ 614,126$ 614,126$ 631,709$ 124,176$ 755,885$ 650,721$ 214,229$ 864,950$ 671,288$ 165,604$ 836,892$ 693,549$ 165,071$ 858,620$ 717,656$ 189,741$ 907,397$ 488,138$ 431,913$ 431,913$ 431,913$ 49,800$ 481,713$ 431,913$ 72,699$ 504,612$ 431,913$ 75,699$ 507,612$ 299,124$ 92,299$ 391,423$ 299,124$ 89,649$ 388,773$

4,202,850$ 3,092,359$ 3,092,359$ 50,000$ 3,173,870$ 3,223,870$ 50,000$ 3,944,853$ 3,994,853$ 50,000$ 3,031,683$ 3,081,683$ 50,000$ 3,061,596$ 3,111,596$ 50,000$ 3,021,048$ 3,071,048$ 4,628,689$ 5,525,519$ 5,525,519$ 5,356,202$ 793,317$ 6,149,519$ 5,374,493$ 640,620$ 6,015,113$ 5,394,612$ 720,830$ 6,115,442$ 5,416,744$ 678,890$ 6,095,634$ 5,441,089$ 712,180$ 6,153,269$ 1,678,629$ 1,805,037$ 1,805,037$ 1,725,037$ 80,000$ 1,805,037$ 1,415,037$ 85,250$ 1,500,287$ 1,445,037$ 148,125$ 1,593,162$ 1,475,037$ 180,125$ 1,655,162$ 1,505,037$ 116,725$ 1,621,762$

359,124$ 232,000$ 232,000$ 232,000$ -$ 232,000$ 224,500$ -$ 224,500$ 224,500$ -$ 224,500$ 224,500$ -$ 224,500$ 224,500$ -$ 224,500$ 36,244,907$ 38,069,145$ 38,069,145$ 36,132,526$ 5,719,964$ 41,852,490$ 37,203,573$ 8,636,654$ 45,840,227$ 38,789,631$ 9,542,207$ 48,331,839$ 40,376,399$ 10,693,909$ 51,070,308$ 42,245,370$ 12,413,046$ 54,658,416$

-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

266,850$ (699,740)$ (699,740)$ 3,371,376$ (5,719,964)$ (2,348,589)$ 3,787,830$ (8,636,654)$ (4,848,824)$ 3,781,274$ (9,542,207)$ (5,760,933)$ 3,850,419$ (10,693,909)$ (6,843,490)$ 3,717,528$ (12,413,046)$ (8,695,518)$

GENERAL FUNDMulti-Year Financial Plan

NET SURPLUS / (DEFICIT)

USE OF FUND BALANCE

DESCRIPTIONS

CURRENT REVENUES5100 Taxes5200 Licenses & Permits 5300 Intergovernmental5400 Charges for Service5500 Fines & Forfeitures5600 Other Revenues5700 Transfer from Other Funds

TOTAL

EXPENDITURES100 Personnel Services200 Contractual Services300 Supplies500 Debt Service & Capital Leases 600 Capital Outlay700 Other Operating Costs800 Transfers to Other Funds900 Special Projects

TOTAL

115


ACTUAL2019-2020

ADOPTED2020-2021

PROJ2020-2021

BASE2021-2022

SUPP2021-2022

21-22TOTAL

PROPOSED

BASE2022-2023

SUPP2022-2023

22-23TOTAL

PROPOSED

BASE2023-2024

SUPP2023-2024

23-24TOTAL

PROPOSED

BASE2024-2025

SUPP2024-2025

24-25TOTAL

PROPOSED

BASE2025-2026

SUPP2025-2026

25-26TOTAL

PROPOSED

24,870,447$ 26,175,858$ 26,175,858$ 27,484,651$ -$ 27,484,651$ 28,608,883$ -$ 28,608,883$ 29,789,328$ -$ 29,789,328$ 31,028,794$ -$ 31,028,794$ 32,330,234$ -$ 32,330,234$ 2,055,559$ 1,233,800$ 1,233,800$ 1,633,800$ -$ 1,633,800$ 1,633,700$ -$ 1,633,700$ 1,633,700$ -$ 1,633,700$ 1,633,700$ -$ 1,633,700$ 1,633,700$ -$ 1,633,700$ 2,195,023$ 2,345,198$ 2,345,198$ 2,456,183$ -$ 2,456,183$ 2,542,291$ -$ 2,542,291$ 2,667,330$ -$ 2,667,330$ 2,798,622$ -$ 2,798,622$ 2,936,478$ -$ 2,936,478$ 1,403,091$ 1,231,725$ 1,231,725$ 1,330,994$ -$ 1,330,994$ 1,384,234$ -$ 1,384,234$ 1,439,603$ -$ 1,439,603$ 1,497,187$ -$ 1,497,187$ 1,557,075$ -$ 1,557,075$

700,802$ 639,000$ 639,000$ 658,170$ -$ 658,170$ 677,915$ -$ 677,915$ 683,930$ -$ 683,930$ 690,126$ -$ 690,126$ 696,508$ -$ 696,508$ 2,505,161$ 2,713,447$ 2,713,447$ 2,849,119$ -$ 2,849,119$ 2,991,575$ -$ 2,991,575$ 3,141,154$ -$ 3,141,154$ 3,298,212$ -$ 3,298,212$ 3,463,122$ -$ 3,463,122$

CURRENT REVENUES5100 Taxes5200 Licenses & Permits 5300 Intergovernmental5400 Charges for Service 5500 Fines & Forfeitures5600 Other Revenues5700 Transfer from Other Funds 2,781,674$ 3,030,377$ 3,030,377$ 3,090,985$ -$ 3,090,985$ 3,152,804$ -$ 3,152,804$ 3,215,860$ -$ 3,215,860$ 3,280,178$ -$ 3,280,178$ 3,345,781$ -$ 3,345,781$

36,511,757$ 37,369,405$ 37,369,405$ 39,503,901$ -$ 39,503,901$ 40,991,402$ -$ 40,991,402$ 42,570,906$ -$ 42,570,906$ 44,226,818$ -$ 44,226,818$ 45,962,897$ -$ 45,962,897$

EXPENDITURES10 Council 603,202$ 723,730$ 723,730$ 723,800$ -$ 723,800$ 716,372$ -$ 716,372$ 716,448$ -$ 716,448$ 716,526$ -$ 716,526$ 716,608$ -$ 716,608$ 11 Administration 1,208,724$ 1,208,968$ 1,208,968$ 1,260,630$ -$ 1,260,630$ 1,315,919$ -$ 1,315,919$ 1,375,212$ -$ 1,375,212$ 1,438,940$ -$ 1,438,940$ 1,507,588$ -$ 1,507,588$ 12 Support Services 2,549,100$ 3,455,086$ 3,455,086$ 3,455,086$ 298,250$ 3,753,336$ 3,455,086$ 121,981$ 3,577,067$ 3,455,086$ 174,621$ 3,629,707$ 3,455,086$ 89,070$ 3,544,156$ 3,455,086$ 93,856$ 3,548,943$ 13 Human Resources 229,873$ 326,381$ 326,381$ 338,932$ 83,000$ 421,932$ 352,660$ 33,000$ 385,660$ 367,714$ 68,000$ 435,714$ 384,264$ 38,000$ 422,264$ 402,502$ 164,420$ 566,922$ 14 Finance 905,159$ 1,035,423$ 1,035,423$ 1,080,655$ -$ 1,080,655$ 1,081,091$ -$ 1,081,091$ 1,133,068$ 102,590$ 1,235,658$ 1,188,970$ 103,693$ 1,292,663$ 1,249,229$ 109,580$ 1,358,809$ 15 Fire 8,713,397$ 9,227,602$ 9,227,602$ 9,581,585$ 570,420$ 10,152,005$ 9,759,580$ 1,189,249$ 10,948,829$ 10,318,455$ 1,705,247$ 12,023,701$ 10,922,947$ 1,870,439$ 12,793,386$ 11,578,439$ 1,726,251$ 13,304,690$ 16 Building Inspection 639,963$ 677,050$ 677,050$ 715,212$ 10,000$ 725,212$ 756,221$ 40,657$ 796,878$ 800,986$ 40,887$ 841,873$ 849,976$ 133,085$ 983,061$ 903,724$ 103,834$ 1,007,557$ 17 Engineering 616,333$ 580,663$ 580,663$ 608,459$ 55,000$ 663,459$ 637,385$ 55,000$ 692,385$ 668,686$ 116,261$ 784,947$ 702,639$ 117,890$ 820,529$ 739,561$ 209,433$ 948,994$ 18 Planning 445,089$ 409,923$ 409,923$ 429,653$ 157,188$ 586,841$ 450,962$ 302,447$ 753,409$ 474,033$ 509,048$ 983,080$ 499,071$ 166,069$ 665,141$ 526,313$ 173,547$ 699,860$ 19 Police 9,305,311$ 9,864,368$ 9,864,368$ 10,328,352$ 851,206$ 11,179,558$ 10,801,020$ 2,204,736$ 13,005,756$ 11,311,816$ 2,285,846$ 13,597,662$ 11,865,150$ 3,133,988$ 14,999,138$ 12,466,037$ 4,118,325$ 16,584,362$ 20 Public Works 4,489,045$ 4,130,176$ 4,130,176$ 1,291,448$ 2,325,000$ 3,616,448$ 1,340,632$ 2,606,429$ 3,947,061$ 1,394,371$ 2,456,438$ 3,850,809$ 1,453,233$ 2,614,489$ 4,067,722$ 1,517,870$ 2,462,744$ 3,980,614$ 21 Community Services 870,269$ 895,374$ 895,374$ 934,680$ 158,465$ 1,093,145$ 977,449$ 379,921$ 1,357,370$ 1,024,103$ 500,169$ 1,524,271$ 1,075,122$ 571,150$ 1,646,272$ 1,131,057$ 772,705$ 1,903,762$ 23 Parks 1,644,376$ 1,649,009$ 1,649,009$ 1,680,256$ 524,008$ 2,204,265$ 1,725,336$ 458,054$ 2,183,391$ 1,774,273$ 487,336$ 2,261,609$ 1,827,530$ 505,412$ 2,332,942$ 1,885,633$ 477,430$ 2,363,063$ 24 Sports Park 237,588$ 273,453$ 273,453$ 264,803$ -$ 264,803$ 272,266$ -$ 272,266$ 280,445$ 38,217$ 318,662$ 289,432$ -$ 289,432$ 299,331$ -$ 299,331$ 25 Court 365,145$ 384,218$ 384,218$ 399,660$ -$ 399,660$ 416,356$ -$ 416,356$ 434,451$ -$ 434,451$ 454,111$ -$ 454,111$ 475,525$ -$ 475,525$ 26 NEED Center 1,759,177$ 1,752,175$ 1,752,175$ 1,746,657$ 275,501$ 2,022,158$ 1,827,804$ 245,345$ 2,073,149$ 1,916,434$ 255,207$ 2,171,640$ 1,880,693$ 295,857$ 2,176,551$ 1,987,228$ 683,173$ 2,670,401$ 27 Information Technology 1,663,156$ 1,475,546$ 1,475,546$ 1,292,657$ 411,926$ 1,704,583$ 1,317,433$ 999,835$ 2,317,267$ 1,344,049$ 802,343$ 2,146,392$ 1,372,708$ 1,054,766$ 2,427,474$ 1,403,638$ 1,317,749$ 2,721,386$

36,244,907$ 38,069,145$ 38,069,145$ 36,132,526$ 5,719,964$ 41,852,490$ 37,203,573$ 8,636,654$ 45,840,227$ 38,789,631$ 9,542,207$ 48,331,839$ 40,376,399$ 10,693,909$ 51,070,308$ 42,245,370$ 12,413,046$ 54,658,416$

-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

266,850$ (699,740)$ (699,740)$ 3,371,376$ (5,719,964)$ (2,348,589)$ 3,787,830$ (8,636,654)$ (4,848,824)$ 3,781,274$ (9,542,207)$ (5,760,933)$ 3,850,419$ (10,693,909)$ (6,843,490)$ 3,717,528$ (12,413,046)$ (8,695,518)$

GENERAL FUNDMulti-Year Financial Plan


USE OF FUND BALANCE

DESCRIPTIONS

TOTAL

TOTAL

116

CITY OF MIDLOTHIAN, TX CAPITAL BY DEPARTMENT

STRATEGIC PLAN

ID ORG TITLE VIN TYPE YEAR FIRST REQUESTED

Total

FY 21‐22

12‐001 12 CH HVAC UNIT REPLACEMENTS Replace 21‐22 12,500$ 9,000$ 12,500$ 12,500$ 12,500$ 59,000$

12‐002 12 CH CARPET REPLACEMENT Replace 21‐22 80,000$ ‐$ ‐$ ‐$ ‐$ 80,000$

12‐005 12 CITY HALL PAINTING (EXTERIOR ONLY) Rehab 21‐22 85,000$ ‐$ ‐$ ‐$ ‐$ 85,000$

12‐006 12 CITY HALL ROOF ‐ LIQUID MEMBRANE Rehab 21‐22 79,750$ ‐$ ‐$ ‐$ ‐$ 79,750$

12‐007 12 FUEL TANK REMOVAL & INSTALL Rehab 21‐22 25,000$ ‐$ ‐$ ‐$ ‐$ 25,000$

12‐008 12 VEEDER ROOT MONITORING SYSTEM Replace 21‐22 16,000$ ‐$ ‐$ ‐$ ‐$ 16,000$

13‐003 13 COMPENSATION STUDY New 21‐22 50,000$ ‐$ ‐$ ‐$ 50,000$ 100,000$

13‐005 13 EXECUTIVE TEAM TRAINING New 21‐22 8,000$ 8,000$ 8,000$ 8,000$ 8,000$ 40,000$

13‐005 13 TUITION REIMBURSEMENT FOR GENERAL GOVERNMENT New 21‐22 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 50,000$

13‐005 13 EXPANDED SAFETY SENSITIVE TESTING New 21‐22 15,000$ 15,000$ 15,000$ 15,000$ 15,000$ 75,000$

15‐006 15 BAY DOORS STATION 3 Replace 21‐22 105,000$ ‐$ ‐$ ‐$ ‐$ 105,000$

15‐008 15 SCBA REPLACEMENT Replace 21‐22 80,000$ 80,000$ ‐$ ‐$ ‐$ 160,000$

16‐001 16 DOCUMENT RETENTION New 21‐22 10,000$ ‐$ ‐$ ‐$ ‐$ 10,000$

17‐003 17 RCI DOCUMENT SCANNING & STORAGE New 21‐22 55,000$ ‐$ ‐$ ‐$ ‐$ 55,000$

18‐002 18 SPECIAL PROJECTS/CONSULTING Enhance 21‐22 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 125,000$

19‐007 19 MPD FIREARMS RANGE UPGRADE Enhance 21‐22 157,377$ 302,910$ ‐$ ‐$ ‐$ 460,287$

19‐011 19 SRO VEHICLE LEASE PROGRAM New 21‐22 51,000$ 43,000$ 43,000$ 43,000$ 43,000$ 223,000$

19‐012 19 SRT/WARRANT EQUIPMENT New 21‐22 73,800$ ‐$ ‐$ ‐$ ‐$ 73,800$

19‐013 19 STATIONARY LICENSE PLATE READER New 21‐22 11,000$ 10,000$ 10,000$ 10,000$ 10,000$ 51,000$

20‐001 20 STREET RESURFACING/REHABILITATION Enhance 21‐22 2,000,000$ 2,000,000$ 2,000,000$ 2,000,000$ 2,000,000$ 10,000,000$

20‐009 20 STREET MAINTENANCE Enhance 21‐22 325,000$ 325,000$ 325,000$ 325,000$ 325,000$ 1,625,000$

21‐005 21 VET SERVICES (RABIES, STERILIZATION, QUARANTINE) Enhance 21‐22 30,200$ 30,200$ 30,200$ 30,200$ 30,200$ 151,000$

23‐006 23 TORO REELMASTER MOWER ‐ COMMUNITY PARK New 21‐22 38,217$ ‐$ ‐$ ‐$ ‐$ 38,217$

23‐007 23 TORO WORKMAN CART ‐ COMMUNITY PARK New 21‐22 25,535$ ‐$ ‐$ ‐$ ‐$ 25,535$

23‐001 23 PRESSURE WASHER New 21‐22 12,255$ ‐$ ‐$ ‐$ ‐$ 12,255$

23‐015 23 SKATE PARK IMPROVEMENTS Enhance 21‐22 9,387$ ‐$ ‐$ ‐$ ‐$ 9,387$

23‐016 23 LITTER CONTRACT Enhance 21‐22 13,800$ 13,800$ 13,800$ 15,000$ 15,000$ 71,400$

23‐020 23 BALLPARK GROOMER, RENOVATOR & BLOWER New 21‐22 33,500$ ‐$ ‐$ ‐$ ‐$ 33,500$

23‐021 23 BARRICADE TRAILER New 21‐22 7,586$ ‐$ ‐$ ‐$ ‐$ 7,586$

23‐024 23 LANDSCAPE IMPROVEMENTS Enhance 21‐22 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 125,000$

23‐026 23 MIDLOTHIAN PARKWAY BEAUTIFICATION New 21‐22 28,800$ 31,000$ 26,500$ 27,500$ 21,500$ 135,300$

23‐027 23 COMMUNITY PARK PHASE II MAINTENANCE Enhance 21‐22 111,500$ 135,000$ 135,500$ 138,500$ 139,000$ 659,500$

23‐029 23 TOWABLE BOOM LIFT New 21‐22 45,000$ ‐$ ‐$ ‐$ ‐$ 45,000$

26‐001 26 CAD/RMS SOFTWARE SUITE Replace 21‐22 200,000$ 27,000$ 29,000$ 31,000$ 33,000$ 320,000$

26‐003 26 UNIFORM ENHANCE Enhance 21‐22 5,000$ ‐$ ‐$ ‐$ ‐$ 5,000$

27‐001 27 SERVER REPLACEMENT PROGRAM Replace 21‐22 55,000$ 55,000$ 55,000$ 55,000$ 55,000$ 275,000$ 27‐002 27 SWITCH REPLACEMENT PROGRAM Replace 21‐22 114,000$ 100,000$ 74,500$ 94,000$ 128,000$ 510,500$

27‐003 27 STORAGE EXPANSION Enhance 21‐22 60,000$ 60,000$ 60,000$ 60,000$ 60,000$ 300,000$

27‐006 27 VERIZON FLEET MAINTENANCE SOFTWARE Enhance 21‐22 46,426$ 32,746$ 32,746$ 32,746$ 32,746$ 177,410$

27‐007 27 OUTDOOR WIRELESS NETWORK UPGRADES Enhance 21‐22 25,000$ 25,000$ 25,000$ 25,000$ ‐$ 100,000$

27‐008 27 WIRELESS CONTROLLER UPGRADE Replace 21‐22 65,000$ ‐$ ‐$ ‐$ ‐$ 65,000$

27‐010 27 S2 NODE UPGRADES (CITY HALL AND PD)* Replace 21‐22 46,500$ 21,000$ ‐$ ‐$ ‐$ 67,500$

FY 21‐22 TOTAL 4,272,133$ 3,383,656$ 2,955,746$ 2,982,446$ 3,037,946$ 16,631,927$

GENERAL FUND CAPITAL & SUPPLEMENTAL BY YEAR

FISCAL YEARS 2021‐2026

FY 23-24 FY 24-25 FY 25-26 FY 21-22 FY 22-23

117


STRATEGIC PLAN


Total



FY 23-24 FY 24-25 FY 25-26 FY 21-22 FY 22-23

FY 22‐23

15‐007 15 BAY DOORS STATION 2 Replace 22‐23 ‐$ 115,000$ ‐$ ‐$ ‐$ 115,000$

16‐003 16 2011 FORD F‐150 REPLACE 5754 Replace 22‐23 35,000$ ‐$ ‐$ ‐$ 35,000$

17‐001 17 2013 FORD F‐150 REPLACEMENT 4359 Replace 22‐23 ‐$ 30,000$ ‐$ ‐$ ‐$ 30,000$

17‐004 17 MONUMENT PROGRAM New 22‐23 ‐$ 25,000$ ‐$ ‐$ ‐$ 25,000$

18‐005 18 COMPREHENSIVE PLAN UPDATE New 22‐23 ‐$ 150,000$ ‐$ ‐$ ‐$ 150,000$

19‐010 19 CITIZEN ON PATROL VEHICLES (2) Replace 22‐23 ‐$ 25,599$ 17,599$ 17,599$ 17,599$ 78,396$

20‐002 20 STREET AIR SWEEPER New 22‐23 ‐$ 74,922$ 74,922$ 74,922$ 74,922$ 299,688$

20‐006 20 2000 SOLAR TECH ARROW BOARD REPLACEMENT 8189 Replace 22‐23 ‐$ 5,000$ ‐$ ‐$ ‐$ 5,000$

20‐012 20 IMS PAVEMENT & ASSET DATA COLLECTION SERVICES New 22‐23 ‐$ 75,000$ ‐$ ‐$ ‐$ 75,000$

20‐013 20 2013 FORD F350 REPLACEMENT 5216 Replace 22‐23 ‐$ 51,000$ ‐$ ‐$ ‐$ 51,000$

23‐017 23 TORO REELMASTER MOWER ‐ HAWKINS SPRINGS Replace 22‐23 ‐$ 38,217$ ‐$ ‐$ ‐$ 38,217$

23‐018 23 SHADE STRUCTURE ‐ DOG PARK New 22‐23 ‐$ 40,055$ ‐$ ‐$ ‐$ 40,055$

27‐004 27 BRIEFCAM SOFTWARE/SERVERS New 22‐23 ‐$ 177,454$ 44,759$ 47,037$ 49,366$ 318,616$

27‐005 27 ADMIN CONFERENCE ROOM A/V UPGRADES Replace 22‐23 ‐$ 43,000$ ‐$ ‐$ ‐$ 43,000$

27‐009 27 WIRELESS NETWORK (MTN PEAK) New 22‐23 ‐$ 40,000$ ‐$ ‐$ ‐$ 40,000$

27‐013 27 FIBER (CITY HALL TO HAWKINS SPRING) New 22‐23 ‐$ 95,000$ ‐$ ‐$ ‐$ 95,000$

27‐014 27 WIRELESS NETWORK (HAWKINS SPRING) New 22‐23 ‐$ 45,000$ ‐$ ‐$ ‐$ 45,000$

27‐016 27 FIBER (HAWKING SPRING TO FIRE STATION 2) New 22‐23 ‐$ 110,000$ ‐$ ‐$ ‐$ 110,000$

27‐017 27 FIBER (FIRE STATION 2 TO MOCKINGBIRD) New 22‐23 ‐$ 50,000$ ‐$ ‐$ ‐$ 50,000$

27‐018 27 WIRELESS NETWORK (MOCKINGBIRD, MTN PEAK) New 22‐23 ‐$ 40,000$ ‐$ ‐$ ‐$ 40,000$

27‐030 27 FIBER TRACE WIRE (LEDGESTONE) New 22‐23 ‐$ 15,000$ ‐$ ‐$ ‐$ 15,000$

FY 22‐23 TOTAL ‐$ 1,280,247$ 137,280$ 139,558$ 141,887$ 1,698,972$

FY 23‐24

12‐004 12 CITY HALL PARKING LOT UPGRADE Rehab 23‐24 ‐$ ‐$ 90,000$ ‐$ ‐$ 90,000$

13‐006 13 HRIS/APP MGMT/ EMPLOYEE INTRANET PORT New 23‐24 ‐$ ‐$ 35,000$ 5,000$ 5,000$ 45,000$

15‐011 15 400 SQUARE FOOT ADDITION TO STATION 3 New 23‐24 ‐$ ‐$ 80,000$ ‐$ ‐$ 80,000$

15‐012 15 RESERVE APPARATUS BAY New 23‐24 ‐$ ‐$ 100,000$ 100,000$ ‐$ 200,000$

16‐004 16 2015 JEEP WRANGLER REPLACE 7304 Replace 23‐24 ‐$ 35,000$ ‐$ ‐$ 35,000$

18‐003 18 REWRITE ZONING ORDINANCE New 23‐24 ‐$ ‐$ 200,000$ ‐$ ‐$ 200,000$

18‐004 18 REWRITE SUBDIVISION ORDINANCE New 23‐24 ‐$ ‐$ 150,000$ ‐$ ‐$ 150,000$

23‐023 23 2014 FORD F‐250 REPLACE 4472 New 23‐24 ‐$ ‐$ 40,000$ ‐$ ‐$ 40,000$

24‐001 24 TORO REEL MASTER MOWER Replace 23‐24 ‐$ ‐$ 38,217$ ‐$ ‐$ 38,217$

27‐020 27 FIBER (FIRE STATION 2 TO CONFERENCE CENTER) New 23‐24 ‐$ ‐$ 150,000$ ‐$ ‐$ 150,000$

27‐029 27 SERVER FIREWALL New 23‐24 ‐$ ‐$ 45,000$ ‐$ ‐$ 45,000$

FY 23‐24 TOTAL ‐$ ‐$ 963,217$ 105,000$ 5,000$ 1,073,217$

118


STRATEGIC PLAN


Total



FY 23-24 FY 24-25 FY 25-26 FY 21-22 FY 22-23

FY 24‐25

15‐010 15 CLASS B FIRE BEHAVIOR PROP New 24‐25 ‐$ ‐$ ‐$ 55,000$ ‐$ 55,000$

16‐005 16 2016 JEEP WRANGLER REPLACE 7654 Replace 24‐25 ‐$ ‐$ 35,000$ ‐$ 35,000$

20‐014 20 2015 FORD F350 REPLACEMENT 5497 Replace 24‐25 ‐$ ‐$ 110,000$ ‐$ 110,000$

20‐011 20 2015 FORD F150 REPLACEMENT 9038 Replace 24‐25 ‐$ ‐$ ‐$ 45,000$ ‐$ 45,000$

23‐019 23 TORO REELMASTER MOWER ‐ JAYCEE PARK Replace 24‐25 ‐$ ‐$ ‐$ 38,217$ ‐$ 38,217$

26‐007 26 HIGHER GROUND RECORDING EQUIPMENT Replace 24‐25 ‐$ ‐$ ‐$ 25,000$ ‐$ 25,000$

27‐023 27 FIBER (WATER PLANT 1 TO WATER PLANT 2) New 24‐25 ‐$ ‐$ ‐$ 150,000$ ‐$ 150,000$

FY 24‐25 TOTAL ‐$ ‐$ ‐$ 458,217$ ‐$ 458,217$

FY 25‐26

17‐002 17 2017 FORD F‐150 REPLACEMENT 7171 Replace 25‐26 ‐$ ‐$ ‐$ ‐$ 35,000$ 35,000$

17‐005 17 ROADWAY IMPACT FEE STUDY UPDATE New 25‐26 ‐$ ‐$ ‐$ ‐$ 50,000$ 50,000$

26‐011 26 MOTOROLA CONSOLES (2) New 25‐26 ‐$ ‐$ ‐$ ‐$ 216,600$ 216,600$

26‐012 26 CAD SERVER REPLACEMENT Replace 25‐26 ‐$ ‐$ ‐$ ‐$ 15,000$ 15,000$

27‐024 27 FIBER (FIRE STATION 1 TO DOG PARK) New 25‐26 ‐$ ‐$ ‐$ ‐$ 100,000$ 100,000$

FY 25‐26 TOTAL ‐$ ‐$ ‐$ ‐$ 416,600$ 416,600$

GENERAL FUND TOTAL 4,272,133$ 4,663,903$ 4,056,243$ 3,685,221$ 3,601,433$ 20,278,933$

119

CITY OF MIDLOTHIAN, TX STRATEGIC PLAN

FY 2021‐2026

GENERAL FUNDPERSONNEL DETAIL

Salary & Benefits





O&M Total

11 None 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Total for Administration 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ 12‐003 12 BUILDING MAINTENANCE SPECIALIST New 22‐23 1.00 ‐$ ‐$ ‐$ 65,721$ 47,260$ 112,981$ 69,861$ 2,260$ 72,121$ 74,310$ 2,260$ 76,570$ 79,096$ 2,260$ 81,356$ 343,027$

Total for Support Services 1.00 ‐$ 112,981$ 72,121$ 76,570$ 81,356$ 343,027$

‐$ 13‐007 13 HR ADMINISTRATIVE ASSISTANT New 25‐26 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 73,620$ 2,800$ 76,420$ 76,420$

Total for Human Resources 1.00 ‐$ ‐$ ‐$ ‐$ 76,420$ 76,420$

‐$ 14‐001 14 SR. ACCOUNTANT (GRANTS, COMPLIANCE) New 23‐24 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 95,590$ 7,000$ 102,590$ 101,093$ 2,600$ 103,693$ 106,980$ 2,600$ 109,580$ 315,863$

Total for Finance 1.00 ‐$ ‐$ 102,590$ 103,693$ 109,580$ 315,863$

‐$ 15‐002 15 3 ENGINEER POSITIONS FOR TRUCK 1 New 21‐22 3.00 346,660$ 18,760$ 365,420$ 364,918$ 1,500$ 366,418$ 384,333$ 1,500$ 385,833$ 404,999$ 1,500$ 406,499$ 427,006$ 1,500$ 428,506$ 1,952,676$ 15‐013 15 OVERTIME ‐ TRAINING INSTRUCTOR New 21‐22 0.00 20,000$ ‐$ 20,000$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 20,000$ 15‐001 15 BATTALION CHIEF FOR TRAINING New 22‐23 1.00 ‐$ ‐$ ‐$ 142,431$ 76,440$ 218,871$ 149,571$ 8,140$ 157,711$ 157,144$ 8,840$ 165,984$ 165,183$ 8,140$ 173,323$ 715,890$ 15‐003 15 3 CAPTAIN POSITIONS FOR TRUCK 1 New 22‐23 3.00 ‐$ ‐$ ‐$ 383,935$ 25,025$ 408,960$ 404,171$ 2,460$ 406,631$ 425,687$ 2,460$ 428,147$ 448,589$ 2,460$ 451,049$ 1,694,787$ 15‐004 15 3 FIREFIGHTER POSITIONS FOR TRUCK 1 New 23‐24 3.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 300,119$ 26,102$ 326,221$ 317,194$ 2,460$ 319,654$ 335,456$ 2,460$ 337,916$ 983,791$ 15‐005 15 ASSITANT CHIEF ADMINISTRATIVE SERVICES New 23‐24 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 165,370$ 83,480$ 248,850$ 173,764$ 4,680$ 178,444$ 182,675$ 4,680$ 187,355$ 614,649$ 15‐009 15 EMS CAPTAIN New 24‐25 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 135,431$ 81,280$ 216,711$ 142,702$ 5,400$ 148,102$ 364,813$

Total for Fire 12.00 385,420$ 994,249$ 1,525,247$ 1,715,439$ 1,726,251$ 6,346,606$

‐$ 16‐002 16 RE‐CLASS ADMIN I TO ADMIN II Reclass 22‐23 0.00 ‐$ ‐$ ‐$ 5,657$ ‐$ 5,657$ 5,887$ ‐$ 5,887$ 6,127$ ‐$ 6,127$ 6,378$ ‐$ 6,378$ 24,049$ 16‐006 16 PLANS EXAMINER New 24‐25 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 91,958$ ‐$ 91,958$ 97,456$ ‐$ 97,456$ 189,414$

Total for Building Inspection 1.00 ‐$ 5,657$ 5,887$ 98,085$ 103,834$ 213,463$

‐$ 17‐007 17 STAFF ENGINEER New 23‐24 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 110,261$ 6,000$ 116,261$ 116,390$ 1,500$ 117,890$ 122,933$ 1,500$ 124,433$ 358,583$

Total for Engineering 1.00 ‐$ ‐$ 116,261$ 117,890$ 124,433$ 358,583$

‐$ 18‐001 18 ASSISTANT DIRECTOR OF PLANNING New 21‐22 1.00 119,358$ 12,830$ 132,188$ 125,567$ 1,880$ 127,447$ 132,168$ 1,880$ 134,048$ 139,189$ 1,880$ 141,069$ 146,667$ 1,880$ 148,547$ 683,299$

Total for Planning & Zoning 1.00 132,188$ 127,447$ 134,048$ 141,069$ 148,547$ 683,299$

‐$ 19‐003 19 (1) INVESTIGATOR ‐ JUVENILE / (1) POLICE INTERCEPTOR New 21‐22 1.00 97,734$ 70,355$ 168,089$ 103,082$ 12,675$ 115,757$ 108,778$ 12,675$ 121,453$ 114,855$ 12,675$ 127,530$ 121,338$ 12,675$ 134,013$ 666,842$ 19‐005 19 (1) POLICE OFFICERS (SRO) New 21‐22 1.00 96,834$ 39,255$ 136,089$ 102,182$ 17,875$ 120,057$ 107,878$ 17,875$ 125,753$ 113,955$ 17,875$ 131,830$ 120,438$ 17,875$ 138,313$ 652,042$ 19‐009 19 (1) SIU INVESTIGATOR (DEPLOYMENT) New 21‐22 1.00 97,734$ 31,989$ 129,723$ 103,082$ 15,475$ 118,557$ 108,778$ 15,475$ 124,253$ 114,855$ 15,475$ 130,330$ 121,338$ 15,475$ 136,813$ 639,676$ 19‐024 19 RECLASS VICTIM'S ASSISTANCE COORDINATOR Reclass 21‐22 0.50 66,475$ ‐$ 66,475$ 71,958$ ‐$ 71,958$ 77,814$ ‐$ 77,814$ 84,069$ ‐$ 84,069$ 90,117$ ‐$ 90,117$ 390,434$ 19‐025 19 RECLASS CHAPLAIN / VOLUNTEER COORDINATOR Reclass 21‐22 0.50 57,653$ ‐$ 57,653$ 62,536$ ‐$ 62,536$ 67,763$ ‐$ 67,763$ 73,362$ ‐$ 73,362$ 78,925$ ‐$ 78,925$ 340,239$ 19‐001 19 QUARTERMASTER (CIVILIAN) New 22‐23 1.00 ‐$ ‐$ ‐$ 81,625$ 7,830$ 89,455$ 86,267$ 600$ 86,867$ 91,231$ 600$ 91,831$ 96,542$ 600$ 97,142$ 365,295$ 19‐002 19 POLICE COMPLIANCE OFFICER (CIVILIAN) New 22‐23 1.00 ‐$ ‐$ ‐$ 87,634$ 11,780$ 99,414$ 92,532$ 2,830$ 95,362$ 97,762$ 2,830$ 100,592$ 103,353$ 2,830$ 106,183$ 401,551$ 19‐015 19 (4) POLICE OFFICERS / (2) TAHOES New 22‐23 4.00 ‐$ ‐$ ‐$ 396,652$ 203,388$ 600,040$ 418,940$ 48,100$ 467,040$ 442,712$ 47,150$ 489,862$ 468,101$ 47,150$ 515,251$ 2,072,193$ 19‐016 19 (1) INVESTIGATOR / (1) POLICE INTERCEPTOR New 22‐23 1.00 ‐$ ‐$ ‐$ 100,004$ 70,355$ 170,359$ 105,515$ 12,675$ 118,190$ 111,398$ 12,675$ 124,073$ 117,684$ 12,675$ 130,359$ 542,981$ 19‐017 19 (1) PSO/JAILER New 22‐23 1.00 ‐$ ‐$ ‐$ 79,836$ 2,400$ 82,236$ 84,526$ 950$ 85,476$ 89,552$ 950$ 90,502$ 94,941$ 950$ 95,891$ 354,105$ 19‐026 19 CRIME SCENE INVESTIGATOR (CIVILIAN) New 22‐23 1.00 ‐$ ‐$ ‐$ 94,897$ 68,239$ 163,136$ 100,191$ 16,780$ 116,971$ 105,846$ 16,780$ 122,626$ 111,893$ 16,780$ 128,673$ 531,407$ 19‐027 19 (1) SIU INVESTIGATORS (DEPLOYMENT) New 22‐23 1.00 ‐$ ‐$ ‐$ 97,734$ 31,989$ 129,723$ 103,082$ 15,475$ 118,557$ 108,778$ 15,475$ 124,253$ 114,855$ 15,475$ 130,330$ 502,863$ 19‐018 19 (4) PATROL OFFICERS / (2) TAHOES New 23‐24 4.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 406,358$ 203,388$ 609,746$ 429,385$ 48,100$ 477,485$ 453,992$ 47,150$ 501,142$ 1,588,373$ 19‐019 19 (4) PATROL OFFICERS / (2) TAHOES New 24‐25 4.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 417,253$ 203,388$ 620,641$ 441,356$ 48,100$ 489,456$ 1,110,097$ 19‐020 19 (2) INVESTIGATORS / (2) POLICE INTERCEPTORS New 24‐25 2.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 210,425$ 63,978$ 274,403$ 222,477$ 30,950$ 253,427$ 527,830$ 19‐021 19 (4) PATROL OFFICERS / (2) TAHOES New 25‐26 4.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 429,191$ 203,388$ 632,579$ 632,579$ 19‐022 19 (2) PATROL COMMANDERS New 25‐26 2.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 216,394$ 172,718$ 389,112$ 389,112$

Total for Police 30.00 558,029$ 1,823,227$ 2,215,246$ 3,063,389$ 4,047,726$ 11,707,618$

‐$ 20‐003 20 OPERATIONS MANAGER (SPLIT 50/25/25) New 22‐23 0.50 ‐$ ‐$ ‐$ 51,957$ 23,550$ 75,507$ 54,816$ 1,700$ 56,516$ 57,867$ 1,700$ 59,567$ 61,122$ 1,700$ 62,822$ 254,412$

Total for Public Works 0.50 ‐$ 75,507$ 56,516$ 59,567$ 62,822$ 254,412$

GRAND TOTAL FY 23-24 FY 24-25 FY 25-26

ID TITLE Year First Requested

TYPE FY 21-22 FY 22-23

Org Positions

120


FY 2021‐2026

GENERAL FUNDPERSONNEL DETAIL

Salary & Benefits





O&M Total GRAND TOTAL

FY 23-24 FY 24-25 FY 25-26 ID TITLE

Year First Requested

TYPE FY 21-22 FY 22-23

Org Positions

‐$ 21‐004 21 LEAD ACO ‐ BITE INVESTIGATOR New 21‐22 1.00 73,893$ 54,372$ 128,265$ 78,229$ 11,690$ 89,919$ 82,874$ 11,690$ 94,564$ 87,852$ 11,690$ 99,542$ 93,190$ 11,690$ 104,880$ 517,170$ 21‐001 21 RECLASS P/T ADMIN ASST II TO F/T Reclass 22‐23 0.50 ‐$ ‐$ ‐$ 48,269$ 9,650$ 57,919$ 54,438$ 3,375$ 57,813$ 59,059$ 3,375$ 62,434$ 64,027$ 3,375$ 67,402$ 245,568$ 21‐002 21 CODE ENFORCEMENT OFFICER New 22‐23 1.00 ‐$ ‐$ ‐$ 70,657$ 45,429$ 116,086$ 74,858$ 11,640$ 86,498$ 79,361$ 11,640$ 91,001$ 84,190$ 11,640$ 95,830$ 389,415$ 21‐003 21 ANIMAL CARE SPECIALIST New 22‐23 1.00 ‐$ ‐$ ‐$ 66,867$ 18,929$ 85,796$ 72,910$ 11,490$ 84,400$ 77,463$ 11,490$ 88,953$ 82,361$ 11,490$ 93,851$ 353,000$ 21‐008 21 CODE ENFORCEMENT FIELD SUPERVISOR New 23‐24 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 81,067$ 43,039$ 124,106$ 85,811$ 9,200$ 95,011$ 90,892$ 9,200$ 100,092$ 319,209$ 21‐010 21 P/T ANIMAL CARE SPECIALIST New 23‐24 0.50 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 20,414$ 2,175$ 22,589$ 20,704$ 300$ 21,004$ 21,018$ 300$ 21,318$ 64,910$ 21‐009 21 P/T ACO New 24‐25 0.50 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 78,195$ 4,810$ 83,005$ 83,149$ 4,810$ 87,959$ 170,964$ 21‐007 21 ADMINISTRATIVE COORDINATOR New 25‐26 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 73,303$ 10,675$ 83,978$ 83,978$ 21‐011 21 PT FIELD INSPECTOR New 25‐26 0.50 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 81,112$ 6,085$ 87,197$ 87,197$

Total for Community Services 7.00 128,265$ 349,721$ 469,969$ 540,950$ 742,505$ 2,231,410$

‐$ 23‐003 23 PARKS MWI Reclass 21‐22 1.00 57,302$ 980$ 58,282$ 60,909$ 980$ 61,889$ 64,793$ 980$ 65,773$ 68,975$ 980$ 69,955$ 73,482$ 980$ 74,462$ 330,361$ 23‐004 23 DOWNTOWN COORDINATOR New 21‐22 1.00 105,457$ 9,690$ 115,147$ 111,113$ 1,980$ 113,093$ 117,137$ 1,980$ 119,117$ 123,554$ 1,980$ 125,534$ 130,399$ 1,980$ 132,379$ 605,269$ 23‐005 23 PARKS MWI New 23‐24 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 60,666$ 980$ 61,646$ 64,727$ 980$ 65,707$ 69,109$ 980$ 70,089$ 197,442$

Total for Parks 3.00 173,428$ 174,982$ 246,536$ 261,195$ 276,930$ 1,133,072$

25 None 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Total for Court 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

‐$ 26‐002 26 POLICE CHANNEL OPERATOR New 21‐22 1.00 70,501$ ‐$ 70,501$ 74,696$ ‐$ 74,696$ 79,193$ ‐$ 79,193$ 84,014$ ‐$ 84,014$ 89,192$ ‐$ 89,192$ 397,596$ 26‐006 26 COMMUNICATIONS OFFICERS (2) New 22‐23 2.00 ‐$ ‐$ ‐$ 140,999$ 2,650$ 143,649$ 145,514$ 1,500$ 147,014$ 154,343$ 1,500$ 155,843$ 163,816$ 1,500$ 165,316$ 611,822$ 26‐010 26 COMMUNICATIONS OFFICERS (2) New 25‐26 2.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 161,415$ 2,650$ 164,065$ 164,065$

Total for NEED Center 5.00 70,501$ 218,345$ 226,207$ 239,857$ 418,573$ 1,173,483$

‐$ 27‐011 27 IT TECHNICIAN New 22‐23 1.00 ‐$ ‐$ ‐$ 78,280$ 12,355$ 90,635$ 82,900$ 7,755$ 90,655$ 87,853$ 8,755$ 96,608$ 93,165$ 7,755$ 100,920$ 378,817$ 27‐019 27 SYSTEMS ANALYST New 23‐24 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 95,427$ 16,915$ 112,342$ 100,914$ 11,315$ 112,229$ 106,786$ 11,315$ 118,101$ 342,672$ 27‐021 27 SCADA ADMINISTRATOR New 23‐24 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 95,427$ 16,915$ 112,342$ 100,914$ 11,315$ 112,229$ 106,786$ 11,315$ 118,101$ 342,672$ 27‐022 27 IT MANAGER New 24‐25 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 123,405$ 18,055$ 141,460$ 130,150$ 8,280$ 138,430$ 279,890$ 27‐027 27 NETWORK SECURITY ADMINISTRATOR New 24‐25 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 114,902$ 13,555$ 128,457$ 121,285$ 5,300$ 126,585$ 255,042$ 27‐025 27 ADMINISTRATIVE ASSISTANT New 25‐26 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 73,620$ 5,935$ 79,555$ 79,555$ 27‐026 27 IT TECHNICIAN New 25‐26 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 86,443$ 12,355$ 98,798$ 98,798$ 27‐028 27 NETWORK SECURITY ANALYST New 25‐26 1.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 101,271$ 10,875$ 112,146$ 112,146$

Total for IT 8.00 ‐$ 90,635$ 315,338$ 590,983$ 892,637$ 1,889,593$

‐$ GENERAL FUND TOTAL 71.00 1,209,600$ 238,231$ 1,447,832$ 3,251,427$ 721,324$ 3,972,751$ 4,868,185$ 617,779$ 5,485,964$ 6,318,637$ 690,051$ 7,008,688$ 7,978,957$ 832,656$ 8,811,613$ 26,726,848$

121


ACTUAL2019-2020

ADOPTED2020-2021

PROJ2020-2021

BASE2021-2022

SUPP2021-2022

21-22TOTAL

PROPOSED

BASE2022-2023

SUPP2022-2023

22-23TOTAL

PROPOSED

BASE2023-2024

SUPP2023-2024

23-24TOTAL

PROPOSED

BASE2024-2025

SUPP2024-2025

24-25TOTAL

PROPOSED

BASE2025-2026

SUPP2025-2026

25-26TOTAL

PROPOSED

CURRENT REVENUES5100 Taxes -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5200 Licenses & Permits -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5300 Intergovernmental -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5400 Charges for Service 21,262,163$ 21,706,000$ 21,706,000$ 22,783,500$ -$ 22,783,500$ 23,227,230$ -$ 23,227,230$ 23,679,835$ -$ 23,679,835$ 24,141,491$ -$ 24,141,491$ 24,612,381$ -$ 24,612,381$ 5500 Fines & Forfeitures 1,200$ 1,300$ 1,300$ 1,300$ -$ 1,300$ 1,300$ -$ 1,300$ 1,300$ -$ 1,300$ 1,300$ -$ 1,300$ 1,300$ -$ 1,300$ 5600 Other Revenues 1,924,476$ 962,706$ 962,706$ 979,275$ -$ 979,275$ 980,971$ -$ 980,971$ 980,177$ -$ 980,177$ 980,766$ -$ 980,766$ 982,655$ -$ 982,655$ 5700 Transfer from Other Funds 1,407,006$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

24,594,845$ 22,670,006$ 22,670,006$ 23,764,075$ -$ 23,764,075$ 24,209,501$ -$ 24,209,501$ 24,661,311$ -$ 24,661,311$ 25,123,557$ -$ 25,123,557$ 25,596,336$ -$ 25,596,336$

EXPENDITURES100 Personnel Services 2,522,714$ 2,940,191$ 2,940,191$ 3,105,201$ -$ 3,105,201$ 3,288,769$ 248,475$ 3,537,244$ 3,488,885$ 262,178$ 3,751,063$ 3,707,593$ 276,793$ 3,984,386$ 3,947,224$ 292,400$ 4,239,623$ 200 Contractual Services 4,839,965$ 7,927,284$ 7,927,284$ 8,662,265$ 180,000$ 8,842,265$ 10,685,571$ 210,000$ 10,895,571$ 14,106,091$ 126,500$ 14,232,591$ 14,791,588$ 96,500$ 14,888,088$ 15,511,360$ 271,500$ 15,782,860$ 300 Supplies 707,846$ 922,990$ 922,990$ 922,990$ 3,500$ 926,490$ 922,990$ 20,426$ 943,416$ 922,990$ 900$ 923,890$ 922,990$ 4,900$ 927,890$ 922,990$ 8,900$ 931,890$ 500 Debt Service & Capital Leases -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 600 Capital Outlay 4,928,919$ 1,731,930$ 1,731,930$ 185,080$ 3,131,169$ 3,316,249$ 185,080$ 1,602,000$ 1,787,080$ 185,080$ 2,155,000$ 2,340,080$ 185,080$ 1,531,500$ 1,716,580$ 185,080$ 12,290,000$ 12,475,080$ 700 Other Operating Costs 1,668,909$ 1,887,305$ 1,887,305$ 1,819,480$ 33,000$ 1,852,480$ 1,819,480$ 12,626$ 1,832,106$ 1,819,480$ 12,400$ 1,831,880$ 1,819,480$ 12,400$ 1,831,880$ 1,819,480$ 12,400$ 1,831,880$ 800 Transfers to Other Funds 10,246,394$ 8,511,189$ 8,511,189$ 5,811,189$ 8,650,000$ 14,461,189$ 5,811,189$ 2,850,000$ 8,661,189$ 5,811,189$ 18,500,000$ 24,311,189$ 5,811,189$ -$ 5,811,189$ 5,811,189$ 6,500,000$ 12,311,189$ 900 Special Projects 186,349$ 100,000$ 100,000$ 100,000$ -$ 100,000$ 100,000$ -$ 100,000$ 100,000$ -$ 100,000$ 100,000$ -$ 100,000$ 100,000$ -$ 100,000$

25,101,096$ 24,020,889$ 24,020,889$ 20,606,205$ 11,997,669$ 32,603,874$ 22,813,079$ 4,943,527$ 27,756,606$ 26,433,716$ 21,056,978$ 47,490,693$ 27,337,920$ 1,922,093$ 29,260,013$ 28,297,322$ 19,375,200$ 47,672,522$

-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

(506,251)$ (1,350,883)$ (1,350,883)$ 3,157,869$ (11,997,669)$ (8,839,800)$ 1,396,422$ (4,943,527)$ (3,547,105)$ (1,772,404)$ (21,056,978)$ (22,829,382)$ (2,214,363)$ (1,922,093)$ (4,136,456)$ (2,700,987)$ (19,375,200)$ (22,076,186)$

UTILITY FUNDMulti-Year Financial Plan


USE OF FUND BALANCE

DESCRIPTIONS

TOTAL

TOTAL

122


ACTUAL2019-2020

ADOPTED2020-2021

PROJ2020-2021

BASE2021-2022

SUPP2021-2022

21-22TOTAL

PROPOSED

BASE2022-2023

SUPP2022-2023

22-23TOTAL

PROPOSED

BASE2023-2024

SUPP2023-2024

23-24TOTAL

PROPOSED

BASE2024-2025

SUPP2024-2025

24-25TOTAL

PROPOSED

BASE2025-2026

SUPP2025-2026

25-26TOTAL

PROPOSED

CURRENT REVENUES5100 Taxes -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5200 Licenses & Permits -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5300 Intergovernmental -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5400 Charges for Service 21,262,163$ 21,706,000$ 21,706,000$ 22,783,500$ -$ 22,783,500$ 23,227,230$ -$ 23,227,230$ 23,679,835$ -$ 23,679,835$ 24,141,491$ -$ 24,141,491$ 24,612,381$ -$ 24,612,381$ 5500 Fines & Forfeitures 1,200$ 1,300$ 1,300$ 1,300$ -$ 1,300$ 1,300$ -$ 1,300$ 1,300$ -$ 1,300$ 1,300$ -$ 1,300$ 1,300$ -$ 1,300$ 5600 Other Revenues 1,924,476$ 962,706$ 962,706$ 979,275$ -$ 979,275$ 980,971$ -$ 980,971$ 980,177$ -$ 980,177$ 980,766$ -$ 980,766$ 982,655$ -$ 982,655$ 5700 Transfer from Other Funds 1,407,006$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

24,594,845$ 22,670,006$ 22,670,006$ 23,764,075$ -$ 23,764,075$ 24,209,501$ -$ 24,209,501$ 24,661,311$ -$ 24,661,311$ 25,123,557$ -$ 25,123,557$ 25,596,336$ -$ 25,596,336$

EXPENDITURES32 Water Operations 1,387,510$ 1,557,854$ 1,557,854$ 633,611$ 1,542,761$ 2,176,372$ 658,471$ 360,253$ 1,018,724$ 685,636$ 618,257$ 1,303,893$ 715,395$ 489,781$ 1,205,176$ 748,078$ 481,409$ 1,229,487$ 33 Wastewater Operations 1,536,719$ 1,277,890$ 1,277,890$ 763,715$ 928,761$ 1,692,476$ 788,514$ 616,253$ 1,404,767$ 815,616$ 744,257$ 1,559,873$ 845,310$ 670,781$ 1,516,091$ 877,925$ 772,409$ 1,650,334$ 34 WTP 1 (Tayman) 2,182,216$ 2,445,797$ 2,445,797$ 2,374,222$ 340,035$ 2,714,257$ 2,445,456$ 435,000$ 2,880,456$ 2,523,211$ 300,000$ 2,823,211$ 2,608,298$ 300,000$ 2,908,298$ 2,701,644$ 1,000,000$ 3,701,644$ 36 Utility Billing 371,879$ 381,408$ 381,408$ 390,194$ -$ 390,194$ 403,797$ 75,556$ 479,353$ 418,536$ 74,856$ 493,393$ 434,545$ 79,360$ 513,905$ 451,977$ 84,189$ 536,166$ 37 Meter Department 380,073$ 348,518$ 348,518$ 361,752$ 113,500$ 475,252$ 373,737$ 109,000$ 482,737$ 386,848$ -$ 386,848$ 401,225$ 70,500$ 471,725$ 417,031$ 43,000$ 460,031$ 38 Utility Support Services 15,296,686$ 16,676,365$ 16,676,365$ 14,842,619$ 8,730,000$ 23,572,619$ 16,877,861$ 3,057,465$ 19,935,326$ 20,311,221$ 18,684,608$ 38,995,828$ 21,010,558$ 161,672$ 21,172,230$ 21,745,285$ 6,844,193$ 28,589,478$ 39 WTP 2 (Auger) 3,946,013$ 1,333,057$ 1,333,057$ 1,240,093$ 342,612$ 1,582,705$ 1,265,242$ 290,000$ 1,555,242$ 1,292,648$ 635,000$ 1,927,648$ 1,322,589$ 150,000$ 1,472,589$ 1,355,382$ 10,150,000$ 11,505,382$

25,101,096$ 24,020,889$ 24,020,889$ 20,606,205$ 11,997,669$ 32,603,874$ 22,813,079$ 4,943,527$ 27,756,606$ 26,433,716$ 21,056,978$ 47,490,693$ 27,337,920$ 1,922,093$ 29,260,013$ 28,297,322$ 19,375,200$ 47,672,522$

-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

(506,251)$ (1,350,883)$ (1,350,883)$ 3,157,869$ (11,997,669)$ (8,839,800)$ 1,396,422$ (4,943,527)$ (3,547,105)$ (1,772,404)$ (21,056,978)$ (22,829,382)$ (2,214,363)$ (1,922,093)$ (4,136,456)$ (2,700,987)$ (19,375,200)$ (22,076,186)$

UTILITY FUNDMulti-Year Financial Plan


USE OF FUND BALANCE

DESCRIPTIONS

TOTAL

TOTAL

123


STRATEGIC PLAN


Total

FY 21‐22

32‐001 32 CAPITAL DISTRIBUTION SYSTEM Enhance 21‐22 1,425,000$ 260,000$ 590,000$ 460,000$ 450,000$ 3,185,000$

32‐003 32 PW YARD ASPHALT OVERLAY & STORM WATER PROTECTION Rehab 21‐22 11,000$ ‐$ ‐$ ‐$ ‐$ 11,000$

32‐004 32 2000 JOHN DEERE 310SG (SPLIT) 5240 Replace 21‐22 51,607$ ‐$ ‐$ ‐$ ‐$ 51,607$

32‐006 32 2008 HOLT CAT MINI EXCAVATOR (SPLIT) 5457 Replace 21‐22 23,405$ ‐$ ‐$ ‐$ ‐$ 23,405$

32‐007 32 RECORDS CONSULTANTS, INC. ‐ MAP SCANNING New 21‐22 12,500$ 12,500$ ‐$ ‐$ ‐$ 25,000$

32‐009 32 2017 HUSQVARNA Z254 ZERO TURN MOWER (SPLIT) 2286 Replace 21‐22 6,830$ ‐$ ‐$ ‐$ ‐$ 6,830$

32‐011 32 1987 AMERICAN GENERALM998 ENCLOSURE PORTION ONLY (SPLIT) 3642 Replace 21‐22 8,149$ ‐$ ‐$ ‐$ ‐$ 8,149$

33‐001 33 CAPITAL COLLECTION SYSTEM Enhance 21‐22 525,000$ 355,000$ 555,000$ 480,000$ 580,000$ 2,495,000$

33‐002 33 I & I ASSESSMENT REPAIRS Enhance 21‐22 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 375,000$

33‐003 33 I & I ASSESSMENT SMOKE TESTING &/OR PSA Enhance 21‐22 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 375,000$

33‐004 33 MANHOLE REHABS LINE ITEM ENHANCEMENT Enhance 21‐22 125,000$ ‐$ ‐$ ‐$ ‐$ 125,000$

33‐006 33 PW YARD ASPHALT OVERLAY & STORM WATER PROTECTION Rehab 21‐22 11,000$ ‐$ ‐$ ‐$ ‐$ 11,000$

33‐007 33 2000 JOHN DEERE 310SG (SPLIT) 5240 Replace 21‐22 51,607$ ‐$ ‐$ ‐$ ‐$ 51,607$

33‐009 33 2008 HOLT CAT MINI EXCAVATOR (SPLIT) 5457 Replace 21‐22 23,405$ ‐$ ‐$ ‐$ ‐$ 23,405$

33‐010 33 RECORDS CONSULTANTS, INC. ‐ MAP SCANNING New 21‐22 12,500$ 12,500$ ‐$ ‐$ ‐$ 25,000$

33‐011 33 2007 TOP HAT BUMPER DUMP TRAILER (SPLIT) 2589 Replace 21‐22 4,270$ ‐$ ‐$ ‐$ ‐$ 4,270$

33‐012 33 2017 HUSQVARNA Z254 ZERO TURN MOWER (SPLIT) 2286 Replace 21‐22 6,830$ ‐$ ‐$ ‐$ ‐$ 6,830$

32‐014 33 1987 AMERICAN GENERALM998 ENCLOSURE PORTION ONLY (SPLIT) 3642 Replace 21‐22 8,149$ ‐$ ‐$ ‐$ ‐$ 8,149$

33‐015 33 LIFT STATIONS & FUEL PUMPS/IT SERVER ROOM PMA Enhance 21‐22 11,000$ 11,000$ 11,000$ 11,000$ 11,000$ 55,000$

34‐001 34 DUMP TRUCK Replace 21‐22 145,040$ ‐$ ‐$ ‐$ ‐$ 145,040$

34‐002 34 FRONT END LOADER Replace 21‐22 159,995$ ‐$ ‐$ ‐$ ‐$ 159,995$

34‐006 34 2010 FORD TRUCK 3500 Replace 21‐22 35,000$ ‐$ ‐$ ‐$ ‐$ 35,000$

37‐001 37 MASTER METER AND NEPTUNE DRIVE BY READING EQUIPMENT Replace 21‐22 3,500$ 7,500$ ‐$ 4,000$ 8,000$ 23,000$

37‐002 37 2014 FORD F150 3439 Replace 21‐22 35,000$ ‐$ ‐$ ‐$ ‐$ 35,000$

37‐008 37 ROCKETT METER VAULT UPGRADES New 21‐22 75,000$ ‐$ ‐$ ‐$ ‐$ 75,000$

38‐001 38 STORM WATER MANAGEMENT REPORTING ‐ YEAR 4 (RENEWED PERMIT) Enhance 21‐22 25,000$ 25,000$ 50,000$ 20,000$ 25,000$ 145,000$

38‐005 38 RCI DOCUMENT SCANNING & STORAGE Enhance 21‐22 55,000$ ‐$ ‐$ ‐$ ‐$ 55,000$

38‐006 38 AUGER WTP EXPANSION TO 24 MGD Enhance 21‐22 8,500,000$ ‐$ 15,000,000$ ‐$ ‐$ 23,500,000$

38‐012 38 1.5 MG EST LAND PURCHASE & CONSTRUCTION Enhance 21‐22 150,000$ ‐$ ‐$ ‐$ 6,500,000$ 6,650,000$

39‐002 39 MEMBRANE REPLACEMENTS Replace 21‐22 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 750,000$

39‐007 39 HILCO SECONDARY POWER New 21‐22 100,000$ ‐$ ‐$ ‐$ ‐$ 100,000$

39‐008 39 CARBON FEEDER New 21‐22 40,000$ ‐$ ‐$ ‐$ ‐$ 40,000$

39‐009 39 SHOP New 21‐22 52,612$ ‐$ ‐$ ‐$ ‐$ 52,612$

FY 21‐22 TOTAL 11,997,669$ 983,500$ 16,506,000$ 1,275,000$ 7,874,000$ 38,636,169$

UTILITY FUND CAPITAL & SUPPLEMENTAL BY YEAR


FY 23-24 FY 24-25 FY 25-26 FY 21-22 FY 22-23

124


STRATEGIC PLAN


Total

UTILITY FUND CAPITAL & SUPPLEMENTAL BY YEAR


FY 23-24 FY 24-25 FY 25-26 FY 21-22 FY 22-23

FY 22‐23

32‐005 32 1989 1920 NEW HOLLAND TRACTOR (SPLIT) 7578 Replace 22‐23 ‐$ 20,000$ ‐$ ‐$ ‐$ 20,000$

32‐010 32 2012 FORD F350 (SPLIT) 8466 Replace 22‐23 ‐$ 30,000$ ‐$ ‐$ 30,000$

33‐008 33 1989 1920 NEW HOLLAND TRACTOR (SPLIT) 7578 Replace 22‐23 ‐$ 20,000$ ‐$ ‐$ ‐$ 20,000$

33‐013 33 2012 FORD F350 (SPLIT) 8466 Replace 22‐23 ‐$ 30,000$ ‐$ ‐$ ‐$ 30,000$

34‐003 34 UCMR 5 TESTING AT RWPS New 22‐23 ‐$ 35,000$ ‐$ ‐$ ‐$ 35,000$

34‐004 34 BELT PRESS AND BUILDING New 22‐23 ‐$ 400,000$ ‐$ ‐$ ‐$ 400,000$

37‐003 37 2015 FORD F150 1569 Replace 22‐23 ‐$ 35,000$ ‐$ ‐$ ‐$ 35,000$

37‐004 37 A.M.I. METERING DATA COLLECTOR & INSTALLATION New 22‐23 ‐$ 66,500$ ‐$ ‐$ ‐$ 66,500$

38‐008 38 FM 1387 UTILITY RELOCATE DESIGN Enhance 22‐23 ‐$ 350,000$ ‐$ ‐$ ‐$ 350,000$

38‐010 38 DROUGHT CONTINGENCY PLAN & WATER CONSERVATION PLAN UPDATE Enhance 22‐23 ‐$ 50,000$ ‐$ ‐$ ‐$ 50,000$

38‐013 38 DOVE CREEK REGIONAL LIFT STATION & GRAVITY MAIN Enhance 22‐23 ‐$ 2,500,000$ ‐$ ‐$ ‐$ 2,500,000$

39‐005 39 2005 CHEVROLET TRUCK 5652 Replace 22‐23 ‐$ 35,000$ ‐$ ‐$ ‐$ 35,000$

39‐010 39 FRONT ENTRANCE ROAD REPAIR Rehab 22‐23 ‐$ 105,000$ ‐$ ‐$ ‐$ 105,000$

FY 22‐23 TOTAL ‐$ 3,676,500$ ‐$ ‐$ ‐$ 3,676,500$

FY 23‐24

34‐005 34 PLATE SETTLERS BASINS 1 & 2 New 23‐24 ‐$ ‐$ 300,000$ ‐$ ‐$ 300,000$

38‐009 38 FM 1387 UTILITY RELOCATE CONSTRUCTION New 23‐24 ‐$ ‐$ 3,500,000$ ‐$ ‐$ 3,500,000$

39‐003 39 BELT PRESS AND BUILDING New 23‐24 ‐$ ‐$ 450,000$ ‐$ ‐$ 450,000$

39‐006 39 2012 CHEVY EQUINOX 1110 Replace 23‐24 ‐$ ‐$ 35,000$ ‐$ ‐$ 35,000$

FY 23‐24 TOTAL ‐$ ‐$ 4,285,000$ ‐$ ‐$ 4,285,000$

FY 24‐25

34‐007 34 PLATE SETTLERS BASINS 3 & 4 New 24‐25 ‐$ ‐$ ‐$ 300,000$ ‐$ 300,000$

37‐005 37 A.M.I. METERING DATA COLLECTOR & INSTALLATION New 24‐25 ‐$ ‐$ ‐$ 66,500$ ‐$ 66,500$

FY 24‐25 TOTAL ‐$ ‐$ ‐$ 366,500$ ‐$ 366,500$

FY 25‐26

34‐008 34 SODIUM HYPOCHLORITE GENERATOR SYSTEM New 25‐26 ‐$ ‐$ ‐$ ‐$ 1,000,000$ 1,000,000$

37‐007 37 2019 FORD F150 2330 Replace 25‐26 ‐$ ‐$ ‐$ ‐$ 35,000$ 35,000$

38‐002 38 RISK & RESILIENCY ASSESSMENT ‐ EMERGENCY RESPONSE PLAN UPDATE New 25‐26 ‐$ ‐$ ‐$ ‐$ 25,000$ 25,000$

38‐003 38 COMP WATER/WASTEWATER RATE STUDY & LONG TERM FINANCIAL PLAN Enhance 25‐26 ‐$ ‐$ ‐$ ‐$ 45,000$ 45,000$

38‐004 38 WATER/WASTEWATER IMPACT FEE STUDY UPDATE New 25‐26 ‐$ ‐$ ‐$ ‐$ 100,000$ 100,000$

39‐004 39 GAC FILTERS New 25‐26 ‐$ ‐$ ‐$ ‐$ 10,000,000$ $ 10 , 300,000FY 25‐26 TOTAL ‐$ ‐$ ‐$ ‐$ 11,205,000$ 11,205,000$

Utility Fund Total 11,997,669$ 4,660,000$ 20,791,000$ 1,641,500$ 19,079,000$ 58,169,169$

125


FY 2021‐2026

UTILITY FUNDPERSONNEL DETAIL

Salary & Benefits





O&M Total

32‐002 32 OPERATIONS MGR (SPLIT 25/25/50) New 22‐23 0.25 ‐$ ‐$ ‐$ 25,977$ 11,776$ 37,753$ 27,407$ 850$ 28,257$ 28,931$ 850$ 29,781$ 30,559$ 850$ 31,409$ 127,200$

Total for Water Operations 0.25 ‐$ ‐$ ‐$ 25,977$ 11,776$ 37,753$ 27,407$ 850$ 28,257$ 28,931$ 850$ 29,781$ 30,559$ 850$ 31,409$ 127,200$

‐$

32‐005 33 OPERATIONS MGR (SPLIT 25/25/50) New 22‐23 0.25 ‐$ ‐$ ‐$ 25,977$ 11,776$ 37,753$ 27,407$ 850$ 28,257$ 28,931$ 850$ 29,781$ 30,559$ 850$ 31,409$ 127,200$

Total for Wastewater Operations 0.25 ‐$ ‐$ ‐$ 25,977$ 11,776$ 37,753$ 27,407$ 850$ 28,257$ 28,931$ 850$ 29,781$ 30,559$ 850$ 31,409$ 127,200$

‐$

N/A 34 None N/A 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total for WTP 1 (Tayman) 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

36‐001 36 UTILITY BILLING CLERK New 22‐23 1.00 ‐$ ‐$ ‐$ 70,056$ 5,500$ 75,556$ 74,256$ 600$ 74,856$ 78,760$ 600$ 79,360$ 83,589$ 600$ 84,189$ 313,960$

Total for Utility Billing 1.00 ‐$ ‐$ ‐$ 70,056$ 5,500$ 75,556$ 74,256$ 600$ 74,856$ 78,760$ 600$ 79,360$ 83,589$ 600$ 84,189$ 313,960$

‐$

N/A 37 None N/A 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total for Meters 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

38‐011 38 DIRECTOR OF UTILITIES New 22‐23 1.00 ‐$ ‐$ ‐$ 126,465$ 6,000$ 132,465$ 133,108$ 1,500$ 134,608$ 140,172$ 1,500$ 141,672$ 147,693$ 1,500$ 149,193$ 557,937.26$

Total for Utility Support Services 1.00 ‐$ ‐$ ‐$ 126,465$ 6,000$ 132,465$ 133,108$ 1,500$ 134,608$ 140,172$ 1,500$ 141,672$ 147,693$ 1,500$ 149,193$ 557,937.26$

N/A 39 None N/A 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Total for WTP 2 (Auger) 0.00 ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$

Utility Fund Totals 2.50 ‐$ 283,527$ 265,978$ 280,593$ 296,200$ 1,126,298$

GRAND TOTAL FY 23-24 FY 24-25 FY 25-26

ID TITLE Year First Requested

TYPE FY 21-22 FY 22-23

Org Positions

126

CITY OF MIDLOTHIAN, TX CAPITAL BY FISCAL YEARSTRATEGIC PLAN

ID Description TypeYearFirst

Requested21-22 22-23 23-24 24-25 25-26 Total

FY 21-22None -$ -$ -$ -$ -$ -$

FY 21-22 TOTAL -$ -$ -$ -$ -$ -$

FY 22-23None -$ -$ -$ -$ -$ -$

FY 22-23 TOTAL -$ -$ -$ -$ -$ -$

FY 23-24None -$ -$ -$ -$ -$ -$

FY 23-24 TOTAL -$ -$ -$ -$ -$ -$

FY 24-25511-001 VAN REPLACEMENT Replace 24-25 -$ -$ -$ 30,000$ -$ 30,000$

FY 24-25 TOTAL -$ -$ -$ 30,000$ -$ 30,000$ FY 25-26

None -$ -$ -$ -$ -$ -$ FY 25-26 TOTAL -$ -$ -$ -$ -$ -$

Grand Total -$ -$ -$ 30,000$ -$ 30,000$

SENIOR CITIZEN CENTERCAPITAL & SUPPLEMENTAL

FISCAL YEARS 2021-2026

127

CITY OF MIDLOTHIAN, TX CAPITALSTRATEGIC PLAN

ID Description TypeYearFirst

Requested21-22 22-23 23-24 24-25 25-26 Total

FY 21-22627-001 25 TON HVAC UNIT Replace 21-22 30,234$ -$ -$ -$ -$ 30,234$

FY 21-22 TOTAL 30,234$ -$ -$ -$ -$ 30,234$

FY 22-23627-002 BALLROOM FLOORING Replace 22-23 -$ 78,472$ -$ -$ -$ 78,472$ 627-003 BALLROOM TRIM/CHAIR RAIL & WALLPAPER Replace 22-23 -$ 13,644$ -$ -$ -$ 13,644$

FY 22-23 TOTAL 92,116$ -$ -$ -$ 92,116$

FY 23-24627-004 FIRE ALARM SYSTEM Replace 23-24 -$ -$ 42,400$ -$ -$ 42,400$

FY 23-24 TOTAL 42,400$ -$ -$ 42,400$

FY 24-25None -$ -$ -$ -$ -$ -$

FY 24-25 TOTAL -$ -$ FY 25-26None -$ -$ -$ -$ -$ -$

FY 25-26 TOTAL -$ -$

Grand Total 30,234$ 92,116$ 42,400$ -$ -$ 164,750$

CONFERENCE CENTERCAPITAL & SUPPLEMENTAL BY FISCAL YEAR

FISCAL YEARS 2021-2026

128

CITY OF MIDLOTHIAN 105 - GENERAL FUNDSUMMARY BY DEPARTMENT

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022

% CHANGEFROM PYADOPTED

$ 21,826,939 $ 21,580,840 $ 21,580,840 $ 22,093,789 $ 22,772,510 6%

5100 Taxes 24,870,447$ 26,175,858$ 26,175,858$ 27,503,621$ 28,040,589$ 7%5200 Licenses & Permits 2,055,559$ 1,233,800$ 1,233,800$ 2,550,411$ 1,983,800$ 61%5300 Intergovernmental 2,195,023$ 2,345,198$ 2,345,198$ 4,012,687$ 2,691,234$ 15%5400 Charges for Service 1,403,091$ 1,231,725$ 1,231,725$ 2,291,689$ 1,381,914$ 12%5500 Fines & Forfeitures 700,802$ 639,000$ 639,000$ 772,678$ 714,870$ 12%5600 Other Revenues 2,505,161$ 2,713,447$ 2,713,447$ 2,840,041$ 2,310,311$ -15%5700 Transfers From Other Funds 2,781,674$ 3,030,377$ 3,030,377$ 3,030,377$ 3,188,771$ 5%

Total Current Revenues 36,511,757$ 37,369,405$ 37,369,405$ 43,001,504$ 40,311,489$ 8%

10 Council 603,202$ 723,730$ 723,730$ 702,726$ 689,317$ -5%11 Administration 1,208,724$ 1,208,968$ 5,437,766$ 5,030,420$ 1,457,093$ 21%12 Support Services 2,549,100$ 3,455,086$ 3,455,086$ 3,547,614$ 2,975,198$ -14%13 Human Resources 229,873$ 326,381$ 326,381$ 183,095$ 391,035$ 20%14 Finance 905,159$ 1,035,423$ 1,035,423$ 1,018,314$ 1,051,461$ 2%15 Fire 8,713,397$ 9,227,602$ 9,313,099$ 9,495,208$ 10,240,476$ 11%16 Building Inspection 639,963$ 677,050$ 677,050$ 672,282$ 710,840$ 5%17 Engineering 616,333$ 580,663$ 891,316$ 828,412$ 701,990$ 21%18 Planning 445,089$ 409,923$ 409,923$ 398,329$ 607,160$ 48%19 Police 9,305,311$ 9,864,368$ 9,864,368$ 9,822,154$ 11,184,563$ 13%20 Public Works 4,489,045$ 4,130,176$ 4,866,640$ 4,391,981$ 4,305,504$ 4%21 Community Services 870,269$ 895,374$ 895,374$ 796,980$ 1,063,935$ 19%23 Parks 1,644,376$ 1,649,009$ 1,649,009$ 1,605,822$ 2,141,146$ 30%24 Sports Park 237,588$ 273,453$ 273,453$ 247,922$ 264,192$ -3%25 Municipal Court 365,145$ 384,218$ 384,218$ 389,160$ 405,849$ 6%26 NEED Center 1,759,177$ 1,752,175$ 1,752,175$ 1,750,552$ 1,867,940$ 7%27 Information Technology 1,663,156$ 1,475,546$ 1,475,546$ 1,441,812$ 1,746,894$ 18%

Total Current Expenditures 36,244,907$ 38,069,145$ 43,430,557$ 42,322,783$ 41,804,593$ 10%

266,850$ (699,740)$ (6,061,152)$ 678,721$ (1,493,104)$ 113%

8,937,100$ 9,386,912$ 10,708,904$ 10,435,755$ 10,307,982$ 10%13,156,689$ 11,494,188$ 4,810,784$ 12,336,755$ 10,971,424$ -5%22,093,789$ 20,881,100$ 15,519,688$ 22,772,510$ 21,279,406$ 2%

SUMMARY OF REVENUES AND EXPENDITURES

CLASSIFICATION

BEGINNING FUND BALANCE

ENDING FUND BALANCE

REVENUES OVER (UNDER)EXPENDITURES

CURRENT REVENUES

Reserve Fund Balance (90 Day)Unreserved Fund Balance

EXPENDITURES

FUND BALANCES

* Unaudited - information subject to change130

CITY OF MIDLOTHIAN 105 - GENERAL FUNDSUMMARY BY CLASSIFICATION

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 21,826,939 $ 21,580,840 $ 21,580,840 $ 22,093,789 $ 22,772,510 6%

5100 Taxes 24,870,447$ 26,175,858$ 26,175,858$ 27,503,621$ 28,040,589$ 7%5200 Licenses & Permits 2,055,559$ 1,233,800$ 1,233,800$ 2,550,411$ 1,983,800$ 61%5300 Intergovernmental 2,195,023$ 2,345,198$ 2,345,198$ 4,012,687$ 2,691,234$ 15%5400 Charges for Service 1,403,091$ 1,231,725$ 1,231,725$ 2,291,689$ 1,381,914$ 12%5500 Fines & Forfeitures 700,802$ 639,000$ 639,000$ 772,678$ 714,870$ 12%5600 Other Revenues 2,505,161$ 2,713,447$ 2,713,447$ 2,840,041$ 2,310,311$ -15%5700 Transfers From Other Funds 2,781,674$ 3,030,377$ 3,030,377$ 3,030,377$ 3,188,771$ 5%


100 Personnel Services 21,981,794$ 24,192,118$ 24,192,118$ 23,663,488$ 26,661,950$ 10%200 Contractual Services 2,238,965$ 2,176,073$ 2,460,831$ 2,392,651$ 2,664,792$ 22%300 Supplies 666,718$ 614,126$ 614,126$ 643,709$ 858,769$ 40%500 Debt Service / Capital Leases 488,138$ 431,913$ 431,913$ 390,925$ 502,596$ 16%600 Capital Outlay 4,202,850$ 3,092,359$ 7,382,745$ 6,753,188$ 3,596,029$ 16%700 Other Operating Costs 4,628,689$ 5,525,519$ 5,662,989$ 5,858,220$ 5,495,644$ -1%800 Transfers To Other Funds 1,678,629$ 1,805,037$ 1,805,037$ 1,862,519$ 1,812,812$ 0%900 Special Projects 359,124$ 232,000$ 880,798$ 758,083$ 212,000$ -9%


266,850$ (699,740)$ (6,061,152)$ 678,721$ (1,493,104)$ 113%

8,937,100$ 9,386,912$ 10,708,904$ 10,435,755$ 10,307,982$ 10%13,156,689$ 11,494,188$ 4,810,784$ 12,336,755$ 10,971,424$ -5%22,093,789$ 20,881,100$ 15,519,688$ 22,772,510$ 21,279,406$ 2%


EXPENDITURES

FUND BALANCES

ENDING FUND BALANCE



CURRENT REVENUES

CLASSIFICATION



CITY OF MIDLOTHIAN 105 - GENERAL FUNDREVENUE DETAIL

ACTUAL2019-2020

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


5100 TAXES5111 Ad Valorem 15,708,043$ 17,409,058$ 17,446,073$ 18,522,449 6%5112 Delinquent 40,826$ 30,000$ 80,700$ 31,500 5%5115 Penalty & Interest 42,812$ 20,000$ 66,569$ 21,000 5%5132 Sales Tax 6,156,978$ 5,500,000$ 6,832,852$ 6,500,000 18%5133 Sales Tax Rebate (203,698)$ (222,200)$ (247,496)$ (233,310) 0%5135 Mixed Beverage 55,226$ 44,000$ 54,780$ 46,200 5%5142 Electrical Franchise 2,451,195$ 2,678,000$ 2,638,551$ 2,550,000 -5%5143 Gas Franchise 99,315$ 90,000$ 136,374$ 100,000 11%5145 Cable Franchise 66,974$ 160,000$ 41,972$ 40,000 -75%5146 Garbage Franchise 398,969$ 412,000$ 413,497$ 405,000 -2%5147 Telephone Franchise 53,807$ 55,000$ 39,749$ 57,750 5%

24,870,447$ 26,175,858$ 27,503,621$ 28,040,589 7%

5200 LICENSES & PERMITS5207 Taxi Permit -$ 100$ -$ 100 0%5208 Garage Sale Permit 1,890$ 3,200$ 2,705$ 3,200 0%5210 Special Events Permit 640$ 500$ -$ 500 0%5211 Alarm Permit 13,800$ 14,500$ 14,725$ 14,500 0%5212 Building Permit 1,628,759$ 900,000$ 1,966,173$ 1,600,000 78%5214 Plumbing/Mechanical 12,290$ 11,000$ 14,500$ 11,000 0%5215 Planning & Zoning 86,499$ 50,000$ 153,770$ 100,000 100%5216 Licenses 16,455$ 15,000$ 7,620$ 15,000 0%5221 Health Permit 46,755$ 49,000$ 43,420$ 49,000 0%5222 Sign Permit 7,935$ 11,500$ 6,535$ 11,500 0%5223 Flood Plain Review 500$ 500$ 3,312$ 500 0%5224 Civil Plan Review 24,500$ 25,000$ 37,750$ 25,000 0%5225 Plan Review 212,246$ 150,000$ 296,426$ 150,000 0%5226 Alcoholic Beverage Permit 3,290$ 3,500$ 3,475$ 3,500 0%

2,055,559$ 1,233,800$ 2,550,411$ 1,983,800 61%

5300 INTERGOVERNMENTAL5366 SAFER Grant -$ -$ -$ - 0%5369 MISD - Officer Contract 533,858$ 659,548$ 729,996$ 828,211 26%5370 MISD 58,798$ 70,312$ 60,910$ 73,828 5%5380 Emergency Service District 700,000$ 721,000$ 770,888$ 752,000 4%5384 Ovilla Contract 45,500$ 45,500$ 45,500$ 45,500 0%5385 Ovilla Fire/EMS Service 63,559$ 63,559$ 63,559$ 66,737 5%5391 Grand Prairie - Fire/EMS Support 12,000$ 12,000$ 12,000$ 12,600 5%5392 Red Oak Contract 781,308$ 773,279$ 773,279$ 912,358 18%5398 TDEM Covid Grant -$ -$ 1,556,555$ - 0%

2,195,023$ 2,345,198$ 4,012,687$ 2,691,234 15%

REVENUE DETAIL

REVENUES

CLASSIFICATION


CITY OF MIDLOTHIAN 105 - GENERAL FUNDREVENUE DETAIL

ACTUAL2019-2020

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


REVENUE DETAIL

CLASSIFICATION

5400 CHARGES FOR SERVICE5411 Ambulance Fees 985,732$ 920,000$ 1,198,291$ 956,800 4%5412 Animal Control Fees 5,550$ 8,000$ 4,730$ 8,320 4%5414 City Services / Report Fees 4,638$ 4,000$ 6,478$ 4,160 4%5430 Fingerprinting Fees 120$ 200$ 300$ 208 4%5433 Jail Phones 320$ 1,000$ -$ 1,040 4%5434 Open Records Fees 99$ 25$ 45$ 26 4%5435 Park Fees 25,155$ 24,000$ 43,865$ 40,000 67%5436 Sports Park Fees 11,425$ 5,500$ 12,478$ 12,000 118%5455 Return Checks 50$ -$ -$ - 0%5459 Gas Well Inspection Fees 7,000$ 7,000$ 7,000$ 7,280 4%5463 Construction Inspection Fees 362,042$ 260,000$ 1,016,032$ 350,000 35%5466 Hazardous Waste Disposal 960$ 2,000$ 2,470$ 2,080 4%

1,403,091$ 1,231,725$ 2,291,689$ 1,381,914 12%

5500 FINES & FORFEITURES5511 Court Fees 514,815$ 450,000$ 664,911$ 600,000 33%5512 Commercial Vehicle Fines 163,308$ 160,000$ 84,423$ 85,000 -47%5513 Penalties 4,491$ 4,000$ 5,688$ 4,120 3%5515 Warrant Service Fees 18,188$ 25,000$ 17,656$ 25,750 3%

700,802$ 639,000$ 772,678$ 714,870 12%

5600 OTHER REVENUES5610 Interest 412,563$ 125,000$ 6,295$ 35,000 -72%5620 Miscellaneous Revenue 117,915$ 20,000$ 178,275$ 21,000 5%5625 Auction 49,577$ 16,000$ 13,500$ 16,800 5%5629 Proceeds from Sale of Asset 17,861$ -$ -$ - 0%5633 Tower/Antenna Lease Agreement 20,186$ 22,636$ 22,691$ 23,767 5%5655 Midway Airport Rental 36,834$ 36,834$ 36,834$ 38,676 5%5670 Contributions & Donations 103$ -$ 210$ - 0%5680 Grants -$ -$ 33,185$ - 0%5683 Administrative Services - 4A 6,000$ 7,100$ 7,100$ 18,245 157%5684 Administrative Services - 4B 6,000$ 7,100$ 7,000$ 81,000 1041%5685 Administrative Services - MDA 460,000$ 460,000$ 517,100$ 460,000 0%5686 TIRZ Ad Valorem Rebate 1,378,122$ 2,018,777$ 2,017,851$ 1,615,823 -20%

2,505,161$ 2,713,447$ 2,840,041$ 2,310,311 -15%

33,730,083$ 34,339,028$ 39,971,127$ 37,122,718 8%

5700 TRANSFERS FROM OTHER FUNDS5712 Tnsf from Utility Fund 2,765,674$ 3,014,377$ 3,014,377$ 3,014,377 0%5713 Tnsf from MCDC -$ -$ -$ 158,394 0%5729 Tnsf from Court/State Mandate 16,000$ 16,000$ 16,000$ 16,000 0%

2,781,674$ 3,030,377$ 3,030,377$ 3,188,771 5%

36,511,757$ 37,369,405$ 43,001,504$ 40,311,489 8%

TOTAL OTHER

TOTAL REVENUES

TOTAL CURRENTREVENUES

OTHER FINANCING SOURCES (USES)


CITY OF MIDLOTHIAN REVENUE SUMMARY GENERAL FUND

GENERAL FUND REVENUE

The General Fund is the main operating fund of the City and is used to account for resources associated with traditional governmental activities such as Council, Administration, Finance, Human Resources, Fire, Building Inspections, Engineering, Planning, Police, Public Works, Animal Control, Code Enforcement, Parks, Sports Park and Court. Revenues are derived primarily from ad valorem taxes, sales taxes, franchise taxes and intergovernmental revenues.

Funding of the City’s maintenance and operations is derived from several revenue sources. General Fund projected revenues for FY 2021-2022 are shown in the following chart:

AD VALOREM PROPERTY TAXES Ad valorem taxes (also known as property taxes) are the largest revenue source for maintenance and operational expenditures for the General Fund at $18,553,949 (46%). These budgeted revenues are based upon a Maintenance & Operations (M&O) tax rate of 0.380002 per $100 of assessed value as appraised by the Ellis Central Appraisal District. This rate represents an increase of $0.006027 from the FY 20-21 M&O tax rate. Property taxes are due on receipt of the tax bill and are delinquent if not paid before February 1 of the year following the year in which imposed. If not paid before February 1, the taxes are delinquent and are subject to a maximum 20% penalty in accordance with the Texas Property Tax Code (see Sections 6.30 and 31.02, as amended).

The certified tax roll is reflective of all taxable property in the City as of January 1, 2021. Certified property valuations provided by the Ellis Central Appraisal District totaled $4,596,946,416. Of this amount, $4,007,104,931 is attributed to the City of Midlothian and $589,841,485 is attributed to the Tax Increment Reinvestment Zone (TIRZ). This is an increase from FY 2020-2021 of $160,306,037 (3.6%).

Ad Valorem46%

Franchise Taxes8%

Sales Taxes15%

Other Taxes0.2%

Licenses & Permits3%

Intergovernmental7%

Chgs for Service3%

Fines & Forfeitures2%

Other Revenue6%

Transfers In8%

134


Below is five years of ad valorem history, plus the projection for FY 2021-2022 property tax collections:

AD VALOREM TAX RATE 5-YEAR HISTORY

Fiscal Year

Maintenance and

Operations (M&O)

Debt Service (I&S)

Total Tax Rate

16-17 $ 0.365641 $ 0.342603 $ 0.708244 17-18 $ 0.367873 $ 0.340371 $ 0.708244 18-19 $ 0.381223 $ 0.327021 $ 0.708244 19-20 $ 0.383540 $ 0.301460 $ 0.685000 20-21 $ 0.373975 $ 0.301025 $ 0.675000 21-22 $ 0.380002 $ 0.294998 $ 0.675000

Note: Delinquent taxes received are included in the figures reported above. * Adopted Revenue

16-17 17-18 18-19 19-20 20-21 21-22*Ad Valorem Tax $9,895,168 $11,117,99 $14,149,25 $15,748,86 $17,526,77 $18,553,94

$- $2,000,000 $4,000,000 $6,000,000 $8,000,000

$10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000

AD VALOREM TAX REVENUE(5-Year History + Projection)

135


FRANCHISE FEES Franchise fees represent revenues collected from utilities operating within the City that use the City’s rights-of-way to conduct their business. These fees represent 8% of General Fund revenue. Through contracts, the City Council authorized a 4% fee from electric & natural gas utilities, 5% for cable television utility and a 10% fee for gross receipts of solid waste collection customers. A flat fee per access line is established for telephone companies and the rate is adjusted annually.

Total franchise fees for FY 2021-2022 are budgeted at $3,152,750. The largest portion of this is the electrical franchise fee at $2,550,000 which represents 81% of all franchise fees. The chart below reflects a five-year history, plus the adopted revenues for FY 2021-2022 of the City’s franchise fees:

* Adopted Revenue

Electric81%

Gas3%

Cable1.3%

Garbage13%

Telephone2%

16-17 17-18 18-19 19-20 20-21 21-22*Franchise Tax $2,691,611 $2,952,747 $3,172,605 $3,070,260 $3,395,000 $3,152,750

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

FRANCHISE FEES(5-Year History + Projection)

136


SALES TAX The sales tax rate in Midlothian is 8.25% and is the maximum sales tax rate as set by the Texas State legislature. Sales tax receipts are the result of a tax levy on the sale of goods and services within the City as authorized by the State of Texas. In August 1998, the voters of Midlothian passed a referendum providing for an extra one-cent sales tax, which brought the city’s sales tax rate to this legal limit. One-half cent of this tax is dedicated for economic development purposes (4A-Midlothian Economic Development) and the other half-cent is for community development purposes (4B-Midlothian Community Development Corporation). Sales tax revenues are a vital revenue source for operational expenditures and revenues are budgeted conservatively. If revenues do not occur as budgeted, expenditures are curtailed to avoid a budget shortfall.

In FY 2020-2021, city sales tax revenues are budgeted at $6,266,690, or 16%, of total General Fund revenues. Historically, this revenue source generally exceeds adopted amounts. Sales Tax revenues are a direct reflection of the economic state of growth that results in increased sales of construction materials and other consumables. Despite the economic impact of Covid-19, sales tax continued to see strong growth in FY 20-21. As inflation and supply chain shortages linger in the current economy, a conservative approach was taken for the new budget year. A chart showing five years of sales tax history, plus the projection for FY 2021-2022 is provided:

* Adopted Revenue

16-17 17-18 18-19 19-20 20-21 21-22*Sales Tax $3,685,346 $4,243,988 $4,766,454 $5,953,280 $6,585,356 $6,266,690

$- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000

SALES TAX(5-Year History + Projection)

137


LICENSES & PERMITS Revenues from Licenses & Permits reflect 5% of General Fund revenues and are projected at $1,983,800. Licenses & Permits directly correlate to building and construction and therefore can be very volatile. Recently these revenues have seen a large increase as Midlothian is in a good stretch of growth; however, we budget carefully as many of these revenues are due to one time commercial projects. As with sales tax, licenses and permits are susceptible to the impacts of the ongoing pandemic and thus budgeted cautiously. The following chart reflects a five-year history, plus the projection for FY 2021-2022, of the City’s licenses & permit collections.

* Adopted Revenue

INTERGOVERNMENTAL The City of Midlothian receives funds from several governmental agencies: Midlothian Independent School District for the shared funding of the Joint Sports Park and School Resource Officers; along with the Ellis County Emergency Service District (ESD), City of Ovilla and City of Red Oak for dispatching contracts. As shown, this category reflects 7% of total General Fund Revenues and is offset by expenditures directly related to the incoming revenues. FY 18-19 is inflated by a one-time pass through payment from TXDOT. The chart below shows afive-year history, plus projections for FY 2021-2022 of the City’s intergovernmental collections:

* Adopted Revenue

16-17 17-18 18-19 19-20 20-21 21-22*Licenses & Permits $1,106,953 $1,671,771 $3,956,922 $2,055,559 $2,550,411 $1,983,800

$- $500,000

$1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000

LICENSES & PERMITS(5-Year History + Projection)

16-17 17-18 18-19 19-20 20-21 21-22*Intergovernmental $2,322,172 $2,736,635 $10,252,84 $2,195,023 $4,012,687 $2,691,234

$500,000

$2,500,000

$4,500,000

$6,500,000

$8,500,000

$10,500,000

INTERGOVERNMENTAL(5-Year History + Projection)

138


CHARGES FOR SERVICE The City of Midlothian receives funds for ambulance service fees, animal control fees, park fees, inspection fees and other miscellaneous services. In a conservative measure, the adopted revenues for FY 2021-2022 are $1,381,914 or 3% of total General Fund revenues. The following chart shows a five-year history, plus projections for FY 2021-2022 of the City’s charges for service:

* Adopted Revenue

FINES & FORFEITURES These funds are directly related to the collection of fines through the municipal court system. The estimated revenue from this category for FY 2021-2022 is $714,870, or 2% of General Fund revenues. Fines and Forfeitures saw a large increase beginning in FY 18-19 due to a new Commercial Motor Vehicle Program. The chart below shows a five-year history, plus projections for FY 2021-2022 of the City’s fines & forfeitures collections:

* Adopted Revenue

16-17 17-18 18-19 19-20 20-21 21-22*Charges for Service $1,312,125 $1,302,641 $1,377,356 $1,403,091 $2,291,689 $1,381,914

$250,000 $500,000 $750,000

$1,000,000 $1,250,000 $1,500,000 $1,750,000 $2,000,000 $2,250,000 $2,500,000

CHARGES FOR SERVICE(5-Year History + Projection)

16-17 17-18 18-19 19-20 20-21 21-22*Fines & Forfeits $377,053 $438,938 $644,709 $700,802 $772,678 $714,870

$- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000

FINES & FORFEITURES(5-Year History + Projection)

139


OTHER REVENUES This revenue represents $2,310,311 (6%) of General Fund revenue. With the exception of interest earnings, administrative services, and TIRZ ad valorem rebate, revenues in this category are not recurring and cannot be relied upon for operational expenditures. Administrative revenues and the TIRZ ad valorem rebate are established per contracts and will vary little from adoption. The chart below reflects a five-year history, plus a conservative projection for FY 2021-2022 of the City’s other revenue collections:

* Adopted Revenue **The City received a onetime settlement that artificially inflated revenues during FY 2016-2017.

TRANSFERS IN Transfers In is budgeted at $3,188,771, or 8%, of General Fund revenue. This category represents transfers made from the Utility Services Fund to fund a portion of salaries, benefits and overhead of personnel who are performing Utility Fund related services but are primarily assigned to the General Fund. The amount of the transfer is calculated based on the portion of the position that performs utility-related services. Also represented within this category are transfers from the Municipal Court Fund (see: Special Revenue Funds/427-Municipal Court) used to fund a Court Clerk position in the Municipal Court. New for FY 21-22 is a transfer from Midlothian Community Development Corporation (MCDC) to cover the costs of a new employee specifically allocated to the MCDC.

The following chart reflects a five-year history plus a projection for FY 2021-2022:

16-17 17-18 18-19 19-20 20-21 21-22*Other Revenues $4,812,097 $2,325,972 $2,424,149 $2,505,161 $2,840,041 $2,310,311

$500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000

OTHER REVENUES(5-Year History + Projection)

140


* Adopted Revenue FUND BALANCE Unaudited reports indicate that the FY 2021-2022 beginning Fund Balance is $22,772,510. This is an increase of 3%, or $678,721 from the actual FY 2020-2021 beginning Fund Balance of $22,093,789. This increase is primarily attributable to one-time building permit fees and salary savings due to vacancies in public safety. The plan for FY 2021-2022 is to spend some of this fund balance down on important projects including an aggressive street rehabilitation program.

In compliance with adopted financial policies and, by direction of City Council, $10,307,982 was set aside for a ninety (90) day reserve leaving a beginning Unreserved Fund Balance for FY 2021-2022 of $10,971,424. The chart below shows a five-year history of fund balances plus projections for FY 2021-2022.

* Adopted

* * * *

16-17 17-18 18-19 19-20 20-21 21-22*Transfers In $2,785,942 $2,781,674 $2,835,236 $2,781,674 $3,030,377 $3,188,771

$2,500,000 $2,600,000 $2,700,000 $2,800,000 $2,900,000 $3,000,000 $3,100,000 $3,200,000 $3,300,000

TRANSFERS IN (5-Year History + Projection)

16-17 17-18 18-19 19-20 20-21 21-22*Fund Balance $14,328,014 $17,020,554 $17,422,862 $21,826,939 $22,093,789 $22,772,510

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

BEGINNING FUND BALANCE(5-Year History + Projection)

141

CITY OF MIDLOTHIAN EXPENDITURE SUMMARY GENERAL FUND

GENERAL FUND EXPENDITURES

The General Fund is primarily service oriented and provides police, fire, parks, public works and administrative services. Adopted expenditures in the General Fund total $41,804,593 for FY 2021-2022. This is a 10% increase over FY 2020-2021 adopted expenditures. This may seem like a significant jump, but the prior year’s expenses remained flat due to the uncertainty surrounding the pandemic, so this increase is more in line with the demands of our growing City. The tables below provide a summary of General Fund expenditures.

* As adopted FY 18-19 Revenues & Expenditures were inflated by a one-time pass-through payment from TXDOT

EXPENDITURES BY DEPARTMENT Departmental highlights and discussion are provided later in this section within individual department detail pages.

16-17 17-18 18-19 19-20 20-21 21-22*Budget $26,309,532 $29,229,920 $39,497,443 $36,244,907 $42,322,783 $41,804,593

$- $4,000,000 $8,000,000

$12,000,000 $16,000,000 $20,000,000 $24,000,000 $28,000,000 $32,000,000 $36,000,000 $40,000,000 $44,000,000 $48,000,000

ACTUAL2019-2020*

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022

% Change fromPY Adopted

10 Council 603,202$ 723,730$ 702,726$ 689,317$ -5%11 Administration 1,208,724$ 1,208,968$ 5,030,420$ 1,457,093$ 21%12 Support Services 2,549,100$ 3,455,086$ 3,547,614$ 2,975,198$ -14%13 Human Resources 229,873$ 326,381$ 183,095$ 391,035$ 20%14 Finance 905,159$ 1,035,423$ 1,018,314$ 1,051,461$ 2%15 Fire 8,713,397$ 9,227,602$ 9,495,208$ 10,240,476$ 11%16 Building Inspection 639,963$ 677,050$ 672,282$ 710,840$ 5%17 Engineering 616,333$ 580,663$ 828,412$ 701,990$ 21%18 Planning 445,089$ 409,923$ 398,329$ 607,160$ 48%19 Police 9,305,311$ 9,864,368$ 9,822,154$ 11,184,563$ 13%20 Public Works 4,489,045$ 4,130,176$ 4,391,981$ 4,305,504$ 4%21 Comm Svcs (New) 870,269$ 895,374$ 796,980$ 1,063,935$ 19%23 Parks 1,644,376$ 1,649,009$ 1,605,822$ 2,141,146$ 30%24 Sports Park 237,588$ 273,453$ 247,922$ 264,192$ -3%25 Court 365,145$ 384,218$ 389,160$ 405,849$ 6%26 NEED Center 1,759,177$ 1,752,175$ 1,750,552$ 1,867,940$ 7%27 Info Tech 1,663,156$ 1,475,546$ 1,441,812$ 1,746,894$ 18%

TOTAL 36,244,907$ 38,069,145$ 42,322,783$ 41,804,593$ 10%* Unaudited data. Information is subject to change.

SUMMARY OF EXPENDITURES by DEPARTMENT

Department

142


$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

Spor

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Hum

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esou

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Mun

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Plan

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City

Cou

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Engi

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Bld

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Fina

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Com

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Adm

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Info

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Tech

nolo

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NEE

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Park

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Supp

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Publ

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Fire

Polic

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ACTUAL2019-2020*

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022

% Change fromPY Adopted

100 Personnel Services 21,981,794$ 24,192,118$ 23,663,488$ 26,661,950$ 10%200 Contractual Services 2,238,965$ 2,176,073$ 2,392,651$ 2,664,792$ 22%300 Supplies 666,718$ 614,126$ 643,709$ 858,769$ 40%500 Debt Service/Capital Leases 488,138$ 431,913$ 390,925$ 502,596$ 16%600 Capital Outlay 4,202,850$ 3,092,359$ 6,753,188$ 3,596,029$ 16%700 Other Operating Costs 4,628,689$ 5,525,519$ 5,858,220$ 5,495,644$ -1%800 Transfers To Other Funds 1,678,629$ 1,805,037$ 1,862,519$ 1,812,812$ 0%900 Special Projects 359,124$ 232,000$ 758,083$ 212,000$ -9%

TOTAL 36,244,907$ 38,069,145$ 42,322,783$ 41,804,593$ 10%* Unaudited data. Information is subject to change.

SUMMARY OF EXPENDITURES by CLASSIFICATION

Classification

143


PERSONNEL SERVICES Personnel Services (salaries and benefits) comprise the largest percentage of the General Fund budget at $26,661,950 or 64%. Budgeted personnel expenditures increased from the prior year adopted budget by 10% due the addition of new personnel and the adoption of an average 4% merit increase city-wide.

* As adopted

Personnel Services, 64%

Contractual Services, 6%

Supplies, 2%

Debt Service/Capital Leases, 1%

Capital Outlay, 9%

Other Operating Costs, 13%

Transfers to Other Funds, 4%

Special Projects,

1%

GF EXPENDITURES BY CLASSIFICATION

16-17 17-18 18-19 19-20 20-21 21-22*Personnel $16,630,560 $18,708,115 $20,471,261 $23,123,283 $24,192,118 $26,661,950

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

144


Information regarding specific personnel changes are presented in the Attachments Section of this budget document under a heading titled Summary of Authorized Full-Time Equivalent (FTE) Positions / Personnel Actions Approved in FY 2021-2022 Budget. OTHER OPERATING COSTS Expenditures in this category are adopted at $5,495,644 or 13% of total General Fund expenditures. Other Operating Costs include expenditures for fuel and utilities; tuition and training; equipment and vehicle maintenance; and maintenance of city facilities (City Hall, Police & Courts, Fire Stations, Fire Administration, Public Works and parks throughout the city). This category also provides funds to support operational costs of Mid-Way Regional Airport. Historically, the largest items within this category are utility and fuel costs. In FY 18-19, a one-time pass-through payment from TXDOT artificially inflated actual revenues.

*As Adopted CAPITAL OUTLAY Capital Outlays account for $3,596,029 or 9% of General Fund expenditures. Expenditures for capital equipment are based on actual equipment needs and will vary greatly from year to year. A detailed list of General Fund capital expenditures is presented at the end of this section (General Fund). A detailed list of capital expenditures for all funds is presented in the Capital Projects section of this budget document.

16-17 17-18 18-19 19-20 20-21 21-22*Other Operating $4,275,431 $4,922,059 $12,605,633 $4,628,689 $5,858,220 $5,495,644

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

145


*As Adopted

CONTRACTUAL SERVICES Contractual Services are budgeted at $2,664,792 or 6% of General Fund expenditures. This category funds any service that requires a contract such as software maintenance agreements, mowing contracts, tax collection and appraisal fees, janitorial contracts, investment and audit services and professional services such as legal and engineering (e.g., plan review, subdivision regulations updates, benchmark additions, and roadway alignment studies).

* As adopted

16-17 17-18 18-19 19-20 20-21 21-22*Capital $1,214,397 $1,950,407 $2,982,544 $4,202,850 $6,753,188 $3,596,029

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

16-17 17-18 18-19 19-20 20-21 21-22*Contractual Svcs $1,674,506 $1,730,386 $1,843,691 $2,238,965 $2,392,651 $2,664,792

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

146


TRANSFERS TO OTHER FUNDS Transfers to Other Funds are funded at $1,812,812. Transfers are made to other funds to cover the following: Capital Equipment Reserve Fund (Police) ($486,728) Capital Equipment Reserve Fund (Fire) ($658,000) Police Transfer to SRRG Fund ($5,500) Police Transfer to Gun Range ($116,377) Conference Center Operations ($254,088) Senior Citizen’s Center Operations ($208,146) Police & Fire Transfer to Ellis County Radio Network ($83,423)

SPECIAL PROJECTS Special Projects are budgeted at $212,000 or 1% of the FY 2021-2022 operating budget. This category funds special projects as identified by the City Council and City Manager. This category varies widely from year to year. FY 2021-2022 Special Projects budget highlights include: Contributions to the A.H. Meadows Library ($126,000) City Manager Special Projects ($85,000) Section 9.08 of the City Charter stipulates that provision shall be made for a contingent appropriation in an amount not to exceed seven percent of the total General Fund expenditures, to be used in case of unforeseen expenditures. This contingent appropriation is under the control of the City Manager and is distributed by him after prior approval by the City Council.

OTHER EXPENDITURE CATEGORIES The remaining expenditure categories of Supplies and Capital Leases comprise the remaining $1,361,365, or 3%, of General Fund expenditures.

* * * * *

147


148

Departmental Budgets

149

CITY OF MIDLOTHIAN 105 - GENERAL FUND10 - COUNCIL

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES113 Part-Time Wages 15,096$ 22,800$ 22,800$ 15,400$ 22,800$ 0%141 SS/Medicare 1,155$ 1,744$ 1,744$ 1,178$ 1,744$ 0%143 Workers' Compensation (802)$ 89$ 89$ -$ 89$ 0%

15,449$ 24,633$ 24,633$ 16,578$ 24,633$ 0%

200 CONTRACTUAL SERVICES210 Outside Services 9,262$ 10,000$ 10,000$ 12,245$ 12,000$ 20%216 Lease - Civic Center 8,400$ 8,400$ 8,400$ 8,400$ 8,400$ 0%

17,662$ 18,400$ 18,400$ 20,645$ 20,400$ 11%

300 SUPPLIES342 Materials & Supplies 525$ 500$ 500$ 515$ 500$ 0%

525$ 500$ 500$ 515$ 500$ 0%

700 OTHER OPERATING COSTS720 Dues & Subscriptions 19,789$ 19,800$ 19,800$ 19,713$ 21,400$ 8%729 Conferences & Training 4,744$ 7,000$ 7,000$ 190$ 7,000$ 0%730 Miscellaneous 5,229$ 6,000$ 6,000$ 6,904$ 6,000$ 0%740 Citizen Academy 2,822$ 2,900$ 2,900$ 2,672$ 2,900$ 0%741 Council Goodwill Item 4,701$ 5,700$ 5,700$ 3,450$ 6,250$ 10%792 Mid-Way Regional Airport 20,000$ 12,000$ 12,000$ 12,000$ 12,000$ 0%

57,285$ 53,400$ 53,400$ 44,929$ 55,550$ 4%

800 TRANSFERS TO OTHER FUNDS840 Tnsf to Capital Projects -$ -$ -$ -$ -$ 0%853 Tnsf to Conference Center 203,749$ 248,202$ 248,202$ 248,202$ 254,088$ 2%855 Tnsf to Sr. Center 183,251$ 232,595$ 232,595$ 232,595$ 208,146$ -11%

387,000$ 480,797$ 480,797$ 480,797$ 462,234$ -4%

900 SPECIAL PROJECTS911 Library 102,781$ 116,000$ 116,000$ 109,262$ 126,000$ 9%913 CASA 7,500$ 7,500$ 7,500$ 7,500$ -$ -100%915 REACH 7,500$ 7,500$ 7,500$ 7,500$ -$ -100%952 Manna House 7,500$ 7,500$ 7,500$ 7,500$ -$ -100%961 Heroes of Midlothian -$ 7,500$ 7,500$ 7,500$ -$ -100%

125,281$ 146,000$ 146,000$ 139,262$ 126,000$ -14%

603,202$ 723,730$ 723,730$ 702,726$ 689,317$ -5%TOTAL CURRENT EXPENDITURES

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The City Council serves as the legislative branch of the City of Midlothian representing all citizens. The Council establishes legislative policy through the adoption of ordinances and resolutions in order to provide a safe, quality environment within the community and to efficiently deliver public services.


CITY OF MIDLOTHIAN 10 - CITY COUNCIL GENERAL FUND

MISSION STATEMENT: The City Council serves as the legislative branch of the City of Midlothian representing all citizens. The Council establishes the policy framework for City governance through the adoption of ordinances and resolutions in order to provide a safe, quality environment within the community, and to efficiently deliver public services. DEPARTMENT AT A GLANCE: The City of Midlothian was incorporated under the laws of the State of Texas on March 13, 1888. Midlothian has an elected City Council composed of a Mayor and six Council Members elected at large, and serving three-year terms. The Mayor presides over Council Meetings and votes on an equal basis with Council Members. The Council meets in regular session on the second and fourth Tuesdays, beginning at 6:00 p.m.; workshops are held when needed. Items to be considered are listed on an agenda posted at the front of City Hall no less than 72 hours prior to the meeting and that agenda is accessible to the public at all times during the posting period. Midlothian became a Home Rule City on October 1, 1980, which enables it to enact legislation, adopt budgets and determine policies, subject only to the limitations imposed by the State Constitution and City Charter. The City Council appoints the City Secretary, City Attorney, and Municipal Court Judge, and appoints citizens to various boards and commissions. The City Council sets policies and appoints the City Manager who administers the City government in accordance with Council’s adopted policies and priorities. The City Council typically participates in an annual strategic planning process to determine long-range goals and budgetary priorities for the City. The resulting goals provide a basis to the City Manager for developing the City’s Annual Operating Budget and Program of Services. FY 2021-2022 BUDGET HIGHLIGHTS: Provide an average 4% merit increase to City employees Continue funding of A. H. Meadows Library ($126,000) Continue operational funding of Mid-Way Airport ($12,000) Provide contributions in support of component units and area agencies:

Sr. Citizen Center ($208,146) Conference Center ($254,088)

151


KEY GOALS & OBJECTIVES:

GOAL 1 Protect our public’s health and safety. OBJECTIVES: Continue the North Ellis Emergency Dispatch (NEED) Center to provide improved 9-1-1

dispatch services to Midlothian, Red Oak and Ovilla Continue leadership and support of the Southern Regional Response Group (SRRG) to provide

SWAT Team services to the Cities of Midlothian, Ovilla, Lancaster, DeSoto, Seagoville,Highland Park and Glenn Heights.

Continue to pursue state and federal grants to enhance fire and police services at reduced costto City of Midlothian taxpayers

Expand opportunities for citizen education and involvement, such as the Citizens PoliceAcademy, Neighborhood Watch program and Citizens Fire Academy

Hire and train a new SRO police officer

GOAL 2 Adopt plans and regulations to ensure quality growth. OBJECTIVES: Consider and implement zoning tools and incentives to foster historic preservation, and attract

compatible development to the Downtown and Old Town areas Develop programs to advance special quality of life goals, including ‘green’ initiatives and

youth programs/ facilities Enhance customer service, devise incentives, and continue process and regulatory streamlining

to further attract quality residential, office and retail growth Complete Long Range Annexation Strategy Plan Utilize targeted retail incentives program

GOAL 3 Invest in our City’s infrastructure, facilities and utilities. OBJECTIVES: Continue water and sewer line upgrade program Extension of 14th Street and Ledgestone Lane Various road rehab projects including portions of Plainview Road, McAlpin Road, Ashford

Lane, Eastgate Road, N 9th Street and original old town pavement resurfacing. In conjunction with TXDOT, construct: the US 287/ Walnut Grove Road grade separated

interchange. Implement phased rate changes based on equity, cost of service and water conservation needs.

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GOAL 4 Provide parks, recreational opportunities and green space. OBJECTIVES: Continue the popular Movies in the Park and Summer Concert programs, and expand support

of community events such as Southern Star Christmas, the Fourth of July Parade, etc. Within budget constraints, continue implementation of the adopted Parks Master Plan

expanded entertainment programs, and trail planning. Work with NCTCOG and City of Waxahachie on the Midlothian to Waxahachie Regional

Share-Use Path.

GOAL 5 Manage our finances efficiently. OBJECTIVES: Successfully manage the FY 2020-2021 budget to accommodate rapid growth. Seek state, federal and private foundation grants to augment the local budget and to fund

programs that promote the quality of life for Midlothian citizens. Continue to identify and implement cost-savings strategies through several means including,

but not limited to: reorganizing departmental functions to maximize existing resources; outsourcing to private vendors when efficiencies can be gained; aggressive competitive bidding; and, other means as identified.

GOAL 6 Optimize use of technology. OBJECTIVES: Continue network enhancements that will: achieve a virtual environment; provide needed

network speed and bandwidth; and provide needed seamless fail-over for disaster recovery Continue to expand and improve the City’s webpage to improve usefulness to targeted user

groups (both existing and future residents and businesses) and to provide a full range of governmental e-services

Expand use of web-cams (internet-based video cameras) at certain City locations to enhance public safety and security of property and personnel

Implement new software applications that will increase operations efficiency and effective public service

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GOAL 7 Build on intergovernmental relationships. OBJECTIVES: Establish closer working relationships with Ellis and southern Dallas Counties to identify and

address common concerns, legislative priorities, and opportunities for cost-effective partnerships

Work closely with the NCTCOG to effectively plan for long-range transportation, emergency preparedness needs, and Midlothian to Waxahachie Regional Share-Use Path

Continue to work closely with Ellis County, MISD and surrounding cities to coordinate effective public service delivery and to ensure quality land development within the general area

Further develop intergovernmental approaches to law enforcement and public safety including participation in the High-Intensity Drug Traffic Area (HIDTA) task force.

Work with Midlothian ISD and Midlothian Community Development on a joint project for new Athletic Fields

ACCOMPLISHMENTS (FY 20-21): Sponsored such popular events as the Community Easter Egg Hunt, Kids Fishing Derby,

Movies in the Park, Downtown Concerts and the Annual Veterans Tribute Dinner, although in FY 20-21 some of these events were cancelled or postponed due to COVID-19.

Held a City Council Retreat to gather and discuss the current and future vision of the City.

* * * * *

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CITY OF MIDLOTHIAN 10 - COUNCILGENERAL FUND

City of Midlothian2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDRegular Council Meetings 22 22 22 22 22Special Called Meetings 2 3 4 4 4City Council / MISD Meetings 1 1 0 1 1Elections 3 3 3 1 1Workshops 9 11 10 12 12Strategic Planning Sessions 0 0 0 0 0WORKLOADSeminars/Conferences (CM-Days) 3 3 0 3 3Ordinances Developed/ Passed 79 67 78 80 80Resolutions Developed / Passed 61 58 58 60 60Open Records Request 305 450 594 600 600EFFECTIVENESSPopulation 30,814 32,603 34,339 36,084 37,500 Property Tax Rate 0.708244$ 0.708244$ 0.685000$ 0.675000$ 0.675000$ Annual Operating Budget 67,302,231$ 75,603,759$ 95,766,347$ 78,991,285$ 133,481,133$

A.H. Meadows Library*2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Circulation 60,176 65,000 65,000 70,000 72,000 Computer Usage (Daily) 45 50 50 50 50 Reference Questions (Annual) 8,500 9,000 9,000 11,000 11,000 Interlibrary Loans 56 150 150 217 225 Desk Count (Daily) 477 500 500 525 500 Grants Received 2,500$ 500$ 500$ 6,000$ 500$

Mid-Way Airport2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Aircraft on Airport Property 105 111 104 110 110 Fuel 100LL Gallons Sold 44,695 49,286 53,815 55,000 55,000

*The calculation methods for some Library stats has changed to reflect more accurate statistics

PERFORMANCE MEASURES

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CITY OF MIDLOTHIAN 105 - GENERAL FUND11 - ADMINISTRATION

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 711,260$ 768,584$ 768,584$ 752,382$ 899,716$ 17%112 Longevity 2,304$ 2,592$ 2,592$ 2,592$ 2,928$ 13%114 Certification Pay 9,600$ 9,600$ 9,600$ 9,950$ 12,000$ 25%118 Allowances 17,262$ 18,000$ 18,000$ 18,438$ 18,900$ 5%119 Overtime Pay -$ 281$ 281$ 70$ 281$ 0%141 SS/Medicare 47,122$ 50,241$ 50,241$ 49,028$ 59,167$ 18%142 Group Health & Life Insurance 79,939$ 94,517$ 94,517$ 92,833$ 116,396$ 23%143 Workers' Compensation 1,389$ 1,554$ 1,554$ 762$ 1,309$ -16%145 Unemployment Compensation 1,008$ 1,260$ 1,260$ 1,764$ 1,440$ 14%146 TMRS 109,687$ 116,742$ 116,742$ 118,201$ 143,415$ 23%

979,571$ 1,063,371$ 1,063,371$ 1,046,020$ 1,255,552$ 18%

200 CONTRACTUAL SERVICES206 Ordinance Codification / Update 5,110$ 8,750$ 8,750$ 3,155$ 7,000$ -20%210 Outside Services -$ -$ -$ -$ 35,000$ 0%

5,110$ 8,750$ 8,750$ 3,155$ 42,000$ 380%

300 SUPPLIES336 Uniforms & Clothing -$ -$ -$ -$ 250$ 0%337 Election Expenses -$ 20,000$ 20,000$ 25,980$ 25,000$ 25%338 Minor Office Furniture 358$ -$ -$ 721$ 2,250$ 0%342 Materials & Supplies 2,470$ 750$ 750$ 691$ 1,750$ 133%345 Computer Supplies 1,481$ 400$ 400$ 782$ 4,010$ 903%348 Office Supplies 2,364$ 2,400$ 2,400$ 2,210$ 2,650$ 10%

6,673$ 23,550$ 23,550$ 30,384$ 35,910$ 52%

600 CAPITAL OUTLAY611 Land Acquisition -$ -$ 3,580,000$ 3,373,317$ 0%

-$ -$ 3,580,000$ 3,373,317$ -$ 0%

700 OTHER OPERATING COSTS710 Vehicle Maintenance -$ 250$ 250$ 9$ 250$ 0%711 Fuel -$ 175$ 175$ -$ 175$ 0%716 Advertising & Legal Notices 6,128$ 8,000$ 8,000$ 9,355$ 8,500$ 6%720 Dues & Subscriptions 4,162$ 4,342$ 4,342$ 3,511$ 4,446$ 2%729 Conferences & Training 11,464$ 10,600$ 10,600$ 836$ 18,900$ 78%730 Miscellaneous 7,903$ 3,500$ 3,500$ 3,685$ 4,900$ 40%736 Postage 346$ 500$ 500$ 430$ 500$ 0%749 Telephone 983$ 930$ 930$ 456$ 960$ 3%

30,986$ 28,297$ 28,297$ 18,282$ 38,631$ 37%

900 SPECIAL PROJECTS955 Special Projects 186,384$ 85,000$ 733,798$ 559,262$ 85,000$ 0%

186,384$ 85,000$ 733,798$ 559,262$ 85,000$ 0%

1,208,724$ 1,208,968$ 5,437,766$ 5,030,420$ 1,457,093$ 21%TOTAL CURRENT EXPENDITURES

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

This department is responsible for the implementation and execution of legislative policies established by the City Council, and for the direction of the City organization and its employees.


CITY OF MIDLOTHIAN 11 - ADMINISTRATION GENERAL FUND

Mayor & City Council

City ManagerCity Secretary

Asst. to the City Manager/Deputy City

Secretary

Administrative Assistant

Assistant City Manager

Communications & Marketing DirectorLibrarian

MISSION STATEMENT: To serve as the professional link between the citizens, the local governing bodies and agencies of the government at all levels in a neutral and impartial manner, rendering equal service to all and to maintain official city records, administer elections, and enhance public participation in local government processes. DEPARTMENT AT A GLANCE: The Administration Department includes the City Manager, Assistant City Manager, City Secretary, Deputy City Secretary, Marketing and Communications Director, and Administrative Assistant. The City Manager serves as the City’s Chief Executive Officer and is responsible for the execution of legislative policies established by the City Council and for the direction of the City organization and its employees. The City Secretary is the clerk for the City Council and, as such, is responsible for documentation, publication and archiving of all official City records, including minutes, ordinances, resolutions, contracts, deeds and easements. The City Secretary serves as chief election official for all municipal elections. The Department is responsible for coordinating community relations by providing resources for citizens, staff and media to learn more about City issues. This Department coordinates a Records Management Program with all departments and acts as Records Management Officer. All elements of City Boards and Commissions are administered through the City Secretary’s Office, including recruiting, applications, interview process and Council appointments, membership and attendance records.

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FY 2021-2022 BUDGET HIGHLIGHTS: MCDC Administrator ($158,394) Branding ($35,000)

KEY GOALS & OBJECTIVES: GOAL 1 Provide effective support to the City Council as necessary to guide policy and organizational decisions for the City. OBJECTIVES: Provide timely and effective communications to City Council on City organization issues

including quarterly financial reports and agenda support information Maximize the effective use of meetings and work sessions Provide quantitative analysis needed to guide budgetary and policy decisions of the City

Council GOAL 2 Direct and maintain an effective service organization with high productivity, quality of service and best value to the citizens. OBJECTIVES: Hire and retain experienced and knowledgeable staff Provide internal support within the organization through daily management and direction of

the organization GOAL 3 Prepare the Annual Operating Budget and updates to the Five-Year Strategic Plan. OBJECTIVES: Analyze, monitor and modify the City’s strategic plan to incorporate City Council

recommendations for program expansion Present a balanced budget and develop program recommendations

GOAL 4 Ensure the integrity of the records and historical information of the City of Midlothian. OBJECTIVES: Maintain comprehensive system of protecting archival records to assure preservation of the

City of Midlothian’s legislative history Maintain a records management filing system that will efficiently preserve and allow expedient

retrieval of information Establish a storage and disposal system in cooperation with other departments GOAL 5 Maintain a professional, legal and ethical municipal election process. OBJECTIVES: Reduce the cost of conducting elections with no reduction in the efficiency with which they

are conducted

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Improve the candidate information booklet in order to assist candidates in meeting mandated responsibilities and requirements

Continue to attend election training seminars and provide education to the Midlothian Election Judges and Clerks

GOAL 6 Improve community relations by providing resources for citizens, staff and media to learn more about City issues. OBJECTIVES: Lead the process to evaluate the City’s brand identity and determine whether it should be

updated, revitalized, or reinvented in order to ensure consistency in the expression of the brand through graphic elements and other means.

To increase the dissemination of information about City programs, services, and events by launching a quarterly e-newsletter.

Complete Public Information Officer training program. GOAL 7 Build community support and enhance integrity for City operations through the annual Citizen’s Academy. OBJECTIVES: Continue Citizen’s Academy program by recruiting and educating residents about City

services, challenges and accomplishments GOAL 8 Maintain community involvement and participation through boards and commissions OBJECTIVES: Recruit volunteers for service Maintain accurate board records for council use when making appointments Develop pool of prospective board members ACCOMPLISHMENTS (FY 20-21): Provided packets and agendas for all meetings ahead of deadlines Provided comprehensive agenda planning document to all department heads to streamline

Council packet preparation. Prepared minutes from all Regular and Called meetings. Continued scanning of documents into Laserfiche. Continued successful social media campaign with Facebook, Twitter, Instagram and

Nextdoor to foster community relations. Produced the Spring 2021 newsletter. Completed thirteenth full year of licensing renewals for businesses to sell beer and wine.

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CITY OF MIDLOTHIAN 105 - GENERAL FUND12 - SUPPORT SERVICES

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


200 CONTRACTUAL SERVICES210 Outside Services 3,543$ 5,100$ 5,100$ 7,698$ 17,400$ 241%217 Software Maintenance 787$ 787$ 787$ 826$ 7,619$ 868%218 Investment Services 16,000$ 16,000$ 16,000$ 16,000$ 16,000$ 0%235 Legal Fees 111,744$ 175,000$ 175,000$ 125,074$ 175,000$ 0%236 Tax Collections 219,151$ 231,500$ 231,500$ 241,748$ 256,000$ 11%240 Janitorial Services 21,304$ 22,110$ 22,110$ 21,032$ 22,110$ 0%244 Inspection Services 464$ 850$ 850$ 410$ 1,700$ 100%

372,993$ 451,347$ 451,347$ 412,788$ 495,829$ 10%

300 SUPPLIES318 Janitorial Supplies 783$ 1,400$ 1,400$ 754$ 1,400$ 0%342 Materials & Supplies 4,587$ 2,500$ 2,500$ 2,916$ 2,500$ 0%

5,370$ 3,900$ 3,900$ 3,670$ 3,900$ 0%

600 CAPITAL OUTLAY634 Equipment 19,328$ -$ -$ -$ 16,000$ 0%

19,328$ -$ -$ -$ 16,000$ 0%

700 OTHER OPERATING COSTS709 Equipment Rental 3,204$ 3,204$ 3,204$ 3,204$ 3,204$ 0%710 Vehicle Maintenance 610$ -$ -$ 362$ -$ 0%711 Fuel 184$ -$ -$ 630$ -$ 0%713 Equipment Maintenance 2,163$ 3,000$ 3,000$ 2,268$ 3,000$ 0%717 Newsletter Publication 8,151$ 9,500$ 9,500$ 10,306$ 10,500$ 11%726 General Insurance 191,377$ 225,000$ 225,000$ 266,232$ 250,000$ 11%755 Facility Maintenance 28,867$ 29,445$ 29,445$ 47,329$ 31,530$ 7%760 Risk Management 534$ 17,000$ 17,000$ 5,562$ 17,000$ 0%763 Payment to TIRZ 1,939,995$ 2,817,953$ 2,817,953$ 2,816,619$ 2,241,409$ -20%772 Credit Card Provider Fees 68,342$ 50,000$ 50,000$ 74,348$ 80,000$ 60%

2,243,427$ 3,155,102$ 3,155,102$ 3,226,860$ 2,636,643$ -16%

800 TRANSFERS TO OTHER FUNDS859 Transfer from NEED (Op Costs) (138,514)$ (155,263)$ (155,263)$ (155,263)$ (177,175)$ 14%

(138,514)$ (155,263)$ (155,263)$ (155,263)$ (177,175)$ 14%

900 SPECIAL PROJECTS960 COVID-19 Expense 46,496$ -$ -$ 59,559$ -$ 0%

46,496$ -$ -$ 59,559$ -$ 0%

2,549,100$ 3,455,086$ 3,455,086$ 3,547,614$ 2,975,198$ -14%TOTAL CURRENT EXPENDITURES

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Support Services department funds expenditures which cannot be attributed to the maintenance and operations of a particular department. Services and goods furnished through this department benefit multiple departments and include expenses such as regulatory and legal fees, general insurance and general administration.


CITY OF MIDLOTHIAN 12 - SUPPORT SERVICES GENERAL FUND

MISSION STATEMENT: To provide interdepartmental support for the maintenance and operation of city facilities and systems. DEPARTMENT AT A GLANCE: Support Services is an internal service department with no personnel assigned. This department funds expenditures which cannot be attributed to the maintenance and operation of a specific department. Services and goods funded through this organizational unit benefit multiple departments and include items such as regulatory and legal fees, general administration, building maintenance, property and vehicle insurance, janitorial services, and postage and copier expenses. FY 2021-2022 BUDGET HIGHLIGHTS: TIRZ Payment ($2,241,409) KEY GOALS AND OBJECTIVES: GOAL: Administer contracts in an efficient and cost-effective manner. OBJECTIVE: Continue contract (ninth year) with Ubeo for multi-function machine (combination

printer/copier/fax/scanner). ACCOMPLISHMENTS (FY 20-21): Continued security enhancements at City Hall Continued landscaping and beautification around City Hall and Heritage Park


2017-2018 ACTUAL

2018-2019 ACTUAL

2019-2020 ACTUAL

2020-2021 ACTUAL

2021-2022 PROJECTED

DEMAND Public Facilities Maintained 11 11 11 11 11 WORKLOAD Postage Used $ 11,220 $ 10,653 $ 14,182 $ 12,456 $ 13,500 Water Refill Station (Bottles of Water Saved) 2,600 3,622 3,418 4,536 4,500

* * * * *

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CITY OF MIDLOTHIAN 105 - GENERAL FUND13 - HUMAN RESOURCES

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 102,079$ 130,500$ 130,500$ 84,323$ 130,500$ 0%112 Longevity -$ 48$ 48$ 48$ 96$ 100%114 Certification Pay 600$ 1,200$ 1,200$ 1,425$ 1,800$ 50%118 Allowances 638$ 900$ 900$ 900$ 900$ 0%119 Overtime Pay 1,946$ 675$ 675$ 41$ 675$ 0%141 SS/Medicare 7,583$ 10,153$ 10,153$ 6,347$ 10,153$ 0%142 Group Health & Life Insurance 22,309$ 40,926$ 40,926$ 14,009$ 23,700$ -42%143 Workers' Compensation 100$ 260$ 260$ 130$ 218$ -16%145 Unemployment Compensation 288$ 360$ 360$ 504$ 360$ 0%146 TMRS 15,557$ 19,391$ 19,391$ 13,124$ 19,400$ 0%

151,100$ 204,413$ 204,413$ 120,851$ 187,802$ -8%

200 CONTRACTUAL SERVICES210 Outside Services 31,297$ 77,638$ 77,638$ 38,615$ 136,702$ 76%217 Software Maintenance 16,786$ 9,323$ 9,323$ 1,414$ 10,286$ 10%228 Instructor's Fees 9,228$ 9,014$ 9,014$ -$ 16,800$ 86%235 Legal Fees -$ 1,000$ 1,000$ -$ 1,000$ 0%

57,311$ 96,975$ 96,975$ 40,029$ 164,788$ 70%

300 SUPPLIES342 Materials & Supplies 170$ -$ -$ 176$ -$ 0%348 Office Supplies 513$ 900$ 900$ 533$ 1,800$ 100%

683$ 900$ 900$ 709$ 1,800$ 100%

700 OTHER OPERATING COSTS716 Advertising & Legal Notices -$ 500$ 500$ 34$ 1,100$ 120%720 Dues & Subscriptions 1,898$ 1,334$ 1,334$ 1,523$ 2,140$ 60%721 Mileage Reimbursement 38$ 100$ 100$ -$ 100$ 0%724 College Tuition -$ -$ -$ -$ 10,000$ 0%729 Conferences & Training 6,265$ 5,349$ 5,349$ 1,639$ 4,300$ -20%734 Employee Morale Program 12,502$ 16,760$ 16,760$ 18,151$ 18,855$ 13%736 Postage 76$ 50$ 50$ 159$ 150$ 200%

20,779$ 24,093$ 24,093$ 21,506$ 36,645$ 52%

229,873$ 326,381$ 326,381$ 183,095$ 391,035$ 20%

DEPARTMENT DETAIL

TOTAL CURRENT EXPENDITURES

EXPENDITURES

CLASSIFICATION

The Human Resources department administers all employee-related functions as well as the City's safety and risk management program. This department implements and manages employee compensation programs, employment policies, insurance benefits, job classification and evaluation, the annual employee performance appraisal process and employee retirement.


CITY OF MIDLOTHIAN 13 - HUMAN RESOURCES GENERAL FUND

Finance Director/CFO/HR Director

HR Manager

HR Generalist

MISSION STATEMENT: The Human Resources Department will recruit and retain a highly qualified workforce and minimize risk to the City. DEPARTMENT AT A GLANCE: The Human Resources Department is responsible for comprehensive Human Resources services which include: recruitment and staffing, benefits administration, employee development, employee safety, risk management and compensation administration. FY 2021-2022 BUDGET HIGHLIGHTS: Compensation Study ($50,000) Expanded Safety Testing ($18,500) Executive Team Training ($8,000) Expanded Tuition Reimbursement Program ($10,000) KEY GOALS & OBJECTIVES: GOAL 1: Continue to support the development of a skilled and ethical workforce OBJECTIVES: Continue to offer professionally developed and facilitate training programs for supervisors

and employees Through feedback, continually assess training program needs and adjust appropriately Maintain an on-going and progressive performance evaluation system Conduct sexual harassment training for all employees Continue to develop employees for career enhancement

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CITY OF MIDLOTHIAN 13 - HUMAN RESOURCES GENERAL FUND

GOAL 2: Maintain competitive employee benefits to attract and retain qualified job applicants OBJECTIVES: Support departments with recruiting and staffing needs Provide competitive employee benefits programs Maintain a comprehensive compensation plan Evaluate and maintain the certification pay program for competitive rates Implement tuition reimbursement program Complete the five-year update of the compressive compensation plan GOAL 3: Improve employee safety awareness and effectively manage the City’s risk levels OBJECTIVES: Enhance Safety Committee via new programs Periodically assess the City’s risk exposure and ensure that the City is insured at an optimum

level Promote safety through morale programs and awards to minimize accidents Implement safety training programs GOAL 4: Continue to emphasize employee engagement and maintain a supportive work environment OBJECTIVES: Continue to promote employee morale programs including Employee Appreciation, Heart

Healthy Chili Cook Off, Holiday Hams, Christmas Event and Safety Awards Develop department specific recognition programs Continue and evaluate an effective employee performance evaluation program ACCOMPLISHMENTS FY 20-21:

Continued developing new HR Policy Manual/Directives Conducted Employee Events: Christmas Celebration, Holiday Hams, Virtual Wellness

Classes, Blood Drives and Safety Awards Continued Thankful Thursdays, an employee appreciation program Managed the 2021 Wellness Program Directed virtual Open Enrollment for all city employees Updated Employee Benefit Guide for Open Enrollment, as well as New Hire Orientation Offered base medical insurance with buy-up option to employees Successfully added vision insurance to employee benefit package Recruited candidates for approximately 50 vacancies Assisted departments with employee relations and legal issues Assisted departments with various risk and liability issues as needed Managed employee processes related to COVID-19 Served on interview panel for general government positions Edited, wrote, and reformatted 114 job descriptions Completed I-9 audit for active employees

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CITY OF MIDLOTHIAN 13 - HUMAN RESOURCESGENERAL FUND

POSITION2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Human Resources Director 1 0 0 0 0Human Resources Manager 0 1 1 1 1Human Resources Generalist 1 1 1 1 1TOTAL 2.0 2.0 2.0 2.0 2.0

MEASURES2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDNumber of Employees (active) 241 260 260 272 278 # Employees per HR Staff 121 130 130 136 139 Number of Vacancies Filled 48 56 43 50 45 Pre-Employment Physicals 38 26 43 50 45 Background Tests 45 26 43 50 45 New Employees Hired 48 56 43 50 45 Employees Separated 34 36 35 39 36 WORKLOADEmployment Applications Received 2,387 2,102 2,105 1,690 2,060 Job Description Audits 16 20 20 114 20 Internal Investigations 2 2 1 2 1 Employees on FMLA 14 15 14 16 15

Safety Committee 3 2 2 1 4 Employee Special Events 11 11 9 6 12 PRODUCTIVITYWorkers Compensation Claims 22 13 25 15 15 Accidents Reported 6 8 4 12 10 EFFECTIVENESSHiring Rate 2% 3% 2% 3% 2%Training Contact Hours 400 420 400 - 400 Applications per Job Opening 50 38 49 34 46

PERSONNEL SCHEDULE


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CITY OF MIDLOTHIAN 105 - GENERAL FUND14 - FINANCE

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 567,443$ 663,932$ 663,932$ 643,630$ 661,020$ 0%112 Longevity 3,000$ 3,336$ 3,336$ 3,336$ 2,592$ -22%114 Certification Pay 4,800$ 6,000$ 6,000$ 7,000$ 7,200$ 20%118 Allowances 1,800$ 1,800$ 1,800$ 1,875$ 1,800$ 0%119 Overtime Pay 5,832$ 3,588$ 3,588$ 8,506$ 7,000$ 95%141 SS/Medicare 42,800$ 49,355$ 49,355$ 47,394$ 48,755$ -1%142 Group Health & Life Insurance 67,456$ 84,541$ 84,541$ 82,139$ 78,069$ -8%143 Workers' Compensation 505$ 1,328$ 1,328$ 655$ 1,120$ -16%145 Unemployment Compensation 1,008$ 1,440$ 1,440$ 2,391$ 1,440$ 0%146 TMRS 86,401$ 99,152$ 99,152$ 100,602$ 104,220$ 5%

781,045$ 914,472$ 914,472$ 897,528$ 913,216$ 0%

200 CONTRACTUAL SERVICES210 Outside Services 228$ 3,110$ 3,110$ 176$ 3,110$ 0%217 Software Maintenance 31,965$ 34,966$ 34,966$ 34,960$ 35,726$ 2%234 Audit Services 47,000$ 48,000$ 48,000$ 47,500$ 48,000$ 0%239 Professional Fees 6,378$ 7,504$ 7,504$ 10,882$ 9,756$ 30%

85,571$ 93,580$ 93,580$ 93,518$ 96,592$ 3%

300 SUPPLIES335 Minor Tools & Equipment 2,068$ 300$ 300$ 712$ 1,000$ 233%342 Materials & Supplies 1,405$ 889$ 889$ 1,036$ 1,200$ 35%345 Computer Supplies 2,642$ -$ -$ 55$ -$ 0%348 Office Supplies 2,300$ 3,455$ 3,455$ 2,899$ 3,536$ 2%

8,415$ 4,644$ 4,644$ 4,702$ 5,736$ 24%

700 OTHER OPERATING COSTS716 Advertising & Legal Notices 9,495$ 7,600$ 7,600$ 6,154$ 8,500$ 12%720 Dues & Subscriptions 8,301$ 3,015$ 3,015$ 9,357$ 9,991$ 231%721 Mileage Reimbursement -$ 100$ 100$ -$ 100$ 0%729 Conferences & Training 5,757$ 6,757$ 6,757$ 4,535$ 10,051$ 49%730 Miscellaneous 2,043$ 180$ 180$ 242$ 180$ 0%736 Postage 1,244$ 1,400$ 1,400$ 1,365$ 1,500$ 7%737 Printing 2,375$ 2,715$ 2,715$ -$ 2,715$ 0%749 Telephones 913$ 960$ 960$ 913$ 2,880$ 200%

30,128$ 22,727$ 22,727$ 22,566$ 35,917$ 58%

905,159$ 1,035,423$ 1,035,423$ 1,018,314$ 1,051,461$ 2%TOTAL CURRENT EXPENDITURES

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Finance Department provides financial services for the City of Midlothian, Midlothian Development Authority, Senior Citizen Center, Midlothian Conference Center, Economic Development Corporation and Midlothian Community Development Corporation.


CITY OF MIDLOTHIAN 14 - FINANCE GENERAL FUND

MISSION STATEMENT: To professionally administer the support functions of the City including investment management, debt management, accounting, budget, purchasing, accounts payable and receivable, utility billing and collections and ensure that all financial reporting is in compliance with Generally Accepted Accounting Principles (GAAP). DEPARTMENT AT A GLANCE:

Finance Director/CFO/HR Director

Assistant Finance Director

Payroll Administrator Accountant IAccounting Specialist/Investments

Budget Officer Purchasing Agent Sr. Accountant

The Finance Department is responsible for providing accounting services for the City of Midlothian, Midlothian Development Authority, Senior Citizens Center, Radio Group, Conference Center, Midlothian Economic Development Corporation and Midlothian Community Development Corporation. FY 2021-2022 BUDGET HIGHLIGHTS: None

KEY GOALS & OBJECTIVES: GOAL 1: Maintain strict financial accountability and transparency OBJECTIVES: Maintain financial controls as adopted in the City’s Financial Policy (attachments) Prepare the annual audit in compliance with reporting changes made by GASB to develop the

City’s ACFR Maintain strict compliance with Generally Accepted Accounting Principles Provide Council/City Manager quarterly operation and investment reports Maintain required fund balances and comply with all approved policies and procedures Adopt the City’s budget and tax rate in accordance with all state and local statutes Ensure Finance staff is sufficiently trained in accounting procedures

167


GOAL 2: Ensure the efficient and timely procurement of supplies, materials, equipment and services for all City operations by working closely with departments, vendors and other governmental entities to ensure that both the proper quantities and quality of materials are available

OBJECTIVES: Assist departments with service/equipment needs and if necessary assist in development of

procurement specification Coordinate commodity purchasing to reduce cost to City Ensure purchases comply with approved budget appropriations Provide strict control over expenditures and accounting transactions to ensure proper

authorization prior to purchase of goods and services Promote interlocal contracting to improve purchasing procedures and reduce cost

GOAL 3: Maintain effective cash and investment management in order to retain a competitive rate of return, while protecting the City’s safety of principal

OBJECTIVES: Monitor the availability of monies for investment in all funds Monitor “capital funds available cash” and mirror investments to draw schedules of contractors Monitor and invest “fund reserves” to maximize interest earnings

GOAL 4: Manage the budget in accordance with the goals and policies set forth by Council

OBJECTIVES: Monitor spending and assure expenditures do not exceed Council authorized limits Confirm incoming revenues are consistent with the adopted budget in order to cover expenses Obtain Council approved budget amendments for non-budgeted expenditures Maintain position control to ensure staffing levels do not exceed Council authorization

GOAL 5: Continue to identify and implement cost-savings strategies

OBJECTIVES: Seek state, federal and private foundation grants to augment the adopted budget Continue to pursue cooperative purchasing agreements with other cities and organizations to

take advantage of previously negotiated prices Re-organize departmental functions to maximize efficiency when possible Perform cost-benefit analysis to determine if it is suitable to outsource programs to private

vendors

168


ACCOMPLISHMENTS FY 20-21:

Accounting Continued to train finance staff to back-up the payroll function Assisted with Bond Rating review which resulted in an upgrade Reviewed banking services and enhanced fraud controls. Continued training staff on procedures for developing Annual Comprehensive Financial

Report (ACFR) Continued to offer electronic funds payment process for vendors Increased percentage of commercial paper to the investment policy for short term investment

opportunities Opened Texpool Prime pool account to increase investment earnings for liquid funds Completed the final phase of electronic timekeeping system for all employees Began utilizing WebEx meetings to initiate training and meetings to save employees time from

leaving other city offices for meetings Fully implemented a new credit card processing contract for cost savings Documented, gathered data and filed for American Rescue Plan Act grant of an estimated

$4,154,379 and filed for FEMA reimbursement for 2021 Texas Winter Storm emergency Assisted with a partial debt issuance for the 2017 and 2021 Bond election packages Tracked spending, initiated draws and assisted with set up new Public Improvement Districts Assisted and monitored Civic Rec parks and recreation scheduling and payment system Updated Cash Reconciliation process to assist in bank reconciliation review

Purchasing Prepared for auction Conducted Purchasing training for City employees Obtained Risk Management Training Assisted in large bids for the new construction of City Hall / Library, Court building and a new

Public Safety building

Budgeting Revised Strategic Plan for FY 2021-2026 Assisted City Manager in presenting a balanced budget to the City Council Developed and published FY 2020-2021 Annual Operating Budget

AWARDS & SPECIAL RECOGNITIONS: Recipient of GFOA’s Excellence in Financial Reporting (CAFR) Award Recipient of GFOA’s Distinguished Budget Presentation Award Recipient of State of Texas Comptroller Leadership Circle Award for its commitment to

providing an open, transparent, participatory, collaborative and informative government

* * * * *

169

https://www.midlothian.tx.us/443/Financial-TransparencyOpen-Government

CITY OF MIDLOTHIAN 14 - FINANCEGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Finance Director 1 1 1 1 1Assistant Finance Director 1 1 1 1 1Purchasing Agent 1 1 1 1 1Budget Officer 1 1 1 1 1Sr. Accountant 0 0 1 1 1Accounting Specialist 1 1 1 1 1Accountant I 1 1 1 1 1Payroll Administrator 1 1 1 1 1TOTAL 7 7 8 8 8

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Goal #1 Financial AccountabilityAnnual Audit 1 1 1 1 1 Financial Reports to Council 4 4 4 4 4 Annual Financial Reports Compiled 1 1 1 1 1 Bank Reconciliations 132 132 132 192 192 GFOA ACFR Award(consecutive years) 13 14 15 16 17 GFOA Budget Award 17 18 19 20 21 Goal #2 Efficient ProcurementBids Requested 31 35 43 46 50 Bids Administered 31 35 43 46 50 RFPs Requested 10 23 35 25 30 RFPs Administered 10 23 35 25 30 Major Purchase Orders Issued 369 467 400 384 400 Value of Purchase Orders 22,437,385$ 31,746,000$ 54,400,270$ 58,000,000$ 59,000,000$ Purchasing Cards Processed 12 12 12 12 12 Journal Entries Processed 1,493 1,722 1,700 1,750 1,800 Invoices Submitted for Payment 6,523 7,420 6,250 6,366 6,500 Invoices Processed 6,523 7,420 6,250 6,366 6,500 Checks Processed 3,642 3,440 2,614 2,500 2,500 EFTs Processed - - 958 1,200 1,400 Payments Disbursed 51,990,000$ 58,467,399$ 62,789,656$ 79,434,209$ 89,000,000$ On-Line Auctions 2 1 1 - 1 Auction Collections 84,197$ 14,720$ 60,225$ -$ 20,000$ Goal #3 Effective Cash and Investment ManagementMoody's Bond Rating Aa3 Aa3 Aa3 Aa3 Aa2Standard & Poors (S&P) AA AA AA AA+ AA+Debt Managed 79,079,922$ 86,049,923$ 93,859,922$ 84,906,797$ 90,000,000$ Ending Fund Balance- General Fund 16,639,455$ 21,577,504$ 22,093,789$ 22,772,510$ 21,279,406$ Avg Daily Investments 37,699,508$ 44,252,184$ 33,189,138$ 33,320,787$ 36,000,000$ Goal #4 Budget ManagementCity Wide Budgets Managed 74,497,308$ 95,083,663$ 97,558,173$ 98,647,799$ 154,348,759$ Budget AmendmentsAvg Cost of Department per Capita 24.41$ 25.10$ 26.36$ 28.22$ 28.04$ Goal #5 Cost-Savings StrategiesCooperative Purchasing Agreements 35$ 38$ 40$ 41$ 41$ Grants Received 548,628$ 155,154$ 452,232$ 4,421,159$ 4,225,379$


PERSONNEL SCHEDULE

170

CITY OF MIDLOTHIAN 105 - GENERAL FUND15 - FIRE

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 4,715,288$ 4,917,865$ 4,917,865$ 4,907,923$ 5,395,478$ 10%112 Longevity 22,952$ 24,592$ 24,592$ 24,996$ 26,884$ 9%114 Certification Pay 95,725$ 87,000$ 87,000$ 101,950$ 108,500$ 25%116 Step Up Pay 46,290$ 33,000$ 33,000$ 49,414$ 33,000$ 0%118 Allowances 4,050$ 4,500$ 4,500$ 4,688$ 5,400$ 20%119 Overtime Pay 316,745$ 283,723$ 283,723$ 366,856$ 385,000$ 36%141 SS/Medicare 374,357$ 399,880$ 399,880$ 392,307$ 436,265$ 9%142 Group Health & Life Insurance 927,013$ 1,023,933$ 1,023,933$ 1,010,276$ 1,096,113$ 7%143 Workers' Compensation 29,692$ 75,850$ 75,850$ 38,524$ 64,146$ -15%145 Unemployment Compensation 9,793$ 11,880$ 11,880$ 17,054$ 12,960$ 9%146 TMRS 769,909$ 763,693$ 763,693$ 823,954$ 879,648$ 15%

7,311,814$ 7,625,916$ 7,625,916$ 7,737,942$ 8,443,394$ 11%

200 CONTRACTUAL SERVICES210 Outside Services 79,356$ 77,505$ 77,505$ 79,700$ 96,690$ 25%217 Software Maintenance 2,785$ 13,235$ 13,235$ 13,366$ 10,748$ -19%228 Instructors Fee 10,920$ 12,804$ 12,804$ 12,800$ 12,804$ 0%241 Collection Fees (Ambulance) 65,442$ 73,600$ 73,600$ 94,131$ 76,544$ 4%243 Equipment Maintenance 15,825$ 25,170$ 25,170$ 13,344$ 25,842$ 3%244 Inspection Services 14,305$ 9,890$ 9,890$ 10,031$ 7,970$ -19%

188,633$ 212,204$ 212,204$ 223,372$ 230,598$ 9%

300 SUPPLIES318 Janitorial Supplies 5,334$ 3,800$ 3,800$ 3,102$ 3,800$ 0%335 Minor Tools & Minor Equipment 32,815$ 25,725$ 25,725$ 25,208$ 37,644$ 46%336 Uniforms & Clothing 74,642$ 96,928$ 96,928$ 77,887$ 122,704$ 27%338 Minor Office Furniture 6,376$ -$ -$ 1,039$ -$ 0%342 Materials & Supplies 9,102$ 9,000$ 9,000$ 11,812$ 9,000$ 0%343 Medical Supplies 105,025$ 100,000$ 100,000$ 99,737$ 105,000$ 5%344 Chemical Supplies 9,424$ 10,000$ 10,000$ 8,687$ 8,940$ -11%348 Office Supplies 1,162$ 1,500$ 1,500$ 942$ 1,500$ 0%

243,880$ 246,953$ 246,953$ 228,414$ 288,588$ 17%

600 CAPITAL OUTLAY634 Equipment 49,043$ 59,600$ 145,097$ 205,840$ 220,000$ 269%

49,043$ 59,600$ 145,097$ 205,840$ 220,000$ 269%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Fire Department protects lives and property in the community through an all-hazards approach of mitigating, preparing for and responding to emergency incidents. The department mitigates through activities such as public fire education and fire prevention inspections. It provides rapid response to a wide scope of incidents including emergency medical services (EMS), fire suppression, hazardous materials releases, rescue, public assistance and any other “emergency” to which it is summoned.


CITY OF MIDLOTHIAN 105 - GENERAL FUND15 - FIRE

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

The Fire Department protects lives and property in the community through an all-hazards approach of mitigating, preparing for and responding to emergency incidents. The department mitigates through activities such as public fire education and fire prevention inspections. It provides rapid response to a wide scope of incidents including emergency medical services (EMS), fire suppression, hazardous materials releases, rescue, public assistance and any other “emergency” to which it is summoned.

700 OTHER OPERATING COSTS710 Vehicle Maintenance 115,028$ 95,080$ 95,080$ 109,571$ 103,505$ 9%711 Fuel 52,256$ 55,000$ 55,000$ 69,882$ 65,500$ 19%713 Equipment Maintenance 12,429$ 16,200$ 16,200$ 14,450$ 18,200$ 12%715 Siren Maintenance 1,045$ 3,600$ 3,600$ 2,340$ -$ -100%720 Dues & Subscriptions 2,967$ 4,179$ 4,179$ 4,187$ 5,379$ 29%724 College Tuition 8,998$ 5,000$ 5,000$ 12,043$ 5,920$ 18%729 Conferences & Training 33,983$ 34,373$ 34,373$ 23,617$ 40,371$ 17%730 Miscellaneous 6,654$ 7,500$ 7,500$ 4,613$ 7,500$ 0%736 Postage 192$ 300$ 300$ 159$ 300$ 0%749 Telephone 11,623$ 11,412$ 11,412$ 10,560$ 11,892$ 4%751 Utilities - Electric 29,742$ 30,600$ 30,600$ 49,275$ 30,600$ 0%752 Utilities - Gas 1,132$ -$ -$ 120$ -$ 0%755 Facility Maintenance 33,370$ 49,300$ 49,300$ 60,785$ 71,800$ 46%758 Utilities - Propane 5,154$ 8,590$ 8,590$ 7,693$ 8,590$ 0%760 Risk Management 312$ -$ -$ -$ -$ 0%765 Utilities - Water 8,179$ 5,880$ 5,880$ 8,459$ 6,960$ 18%

323,064$ 327,014$ 327,014$ 377,754$ 376,517$ 15%

800 TRANSFERS TO OTHER FUNDS833 Tnsf to Gen. Capital Project Fund 35,000$ -$ -$ -$ -$ 0%860 Tnsf to Capital Reserve Fund 561,000$ 700,000$ 700,000$ 700,000$ 658,000$ -6%870 Tnsf to Radio Fund -$ 54,915$ 54,915$ 21,886$ 22,379$ -59%

596,000$ 754,915$ 754,915$ 721,886$ 680,379$ -10%

900 SPECIAL PROJECTS930 Fire Prevention Materials 963$ 1,000$ 1,000$ -$ 1,000$ 0%

963$ 1,000$ 1,000$ -$ 1,000$ 0%



Fire Chief

Assistant Fire Chief EMS Battalion Chief Fire Marshal

Battalion Chief - Training Fire Inspector

Administrative Assistant

Battalion Chief – A Shift Battalion Chief – B Shift Battalion Chief – C Shift

Fire Captain

Fire Captain

Fire Captain

Fire Captain

Fire Captain

Fire Captain

Fire Captain

Fire Captain

Fire Captain

Engineer Engineer Engineer Engineer Engineer Engineer Engineer Engineer Engineer Engineer Engineer Engineer

FF/Para FF/Para FF/Para FF/Para FF/Para FF/Para FF/Para FF/Para FF/Para




FF/Para FF/Para FF/Para

173

CITY OF MIDLOTHIAN 15 - FIRE DEPARTMENT GENERAL FUND

MISSION STATEMENT:

To serve those in need, to treat everyone like family, to protect our community and go home safe.

DEPARTMENT AT A GLANCE: The Department mitigates through such activities as public fire education and fire prevention inspections. The Department emphasizes training, equipment maintenance, hydrant maintenance and strategic planning/budgeting. It provides rapid response to a wide scope of incidents including emergency medical services (EMS), fire suppression, hazardous materials releases, rescue, public assistance and any other “emergency” to which it is summoned.

FY 2021-2022 BUDGET HIGHLIGHTS:

Transfer funds to 404-Capital Reserve Fund for apparatus replacement ($658,000) Engineers (3) Truck 1 ($367,629) Bay Doors Station 2 & 3 ($220,000) SCBA Replacements ($80,000) Battalion Chief Training ($157,871)

KEY GOALS & OBJECTIVES

GOAL 1 Ensure that customer service needs are met both internally and externally

OBJECTIVES: Respond to at least 80% of emergency calls within five minutes Evaluate ways improve and maintain service levels efficiently. Improve inter-departmental coordination on projects and issues that affect the City of

Midlothian Hire qualified replacements and provide any necessary training to remain fully staffed.

GOAL 2 Minimize future public safety risks through comprehensive inspections and effective assessments of major target hazards such as heavy industries, schools, places of assembly, etc.

OBJECTIVES: Contact key personnel at selected hazard sites to conduct comprehensive inspections with the

goal of creating plans to mitigate the risks and respond to any emergencies Guide identified key personnel to minimize their exposure to catastrophic events Identify and prioritize exposure sites based on their relative likelihood of experiencing a

hazardous materials incident and develop response plans accordingly Establish detailed pre-fire plans for industrial, commercial and institutional occupancies to be

used by fire and EMS personnel in responding to emergencies Evaluate the efficiency of the Fire Inspection module to ensure that it is effectively reaching

and contacting the commercial occupancies located with the City annually.

174


GOAL 3 Continue to provide communication, equipment and training to ensure quality service, safety and response OBJECTIVES: Continue annual wellness program and physical fitness training Continue implementation of the equipment replacement program for bunker gear and other

safety gear. This includes the phase in plan to purchase and maintain two sets of bunker gear for every firefighter assigned to the Fire Operations Division. This will reduce exposure of our personnel to carcinogens after a fire by allowing them to immediately clean their gear and have a fresh set to wear the remainder of their tour.

Research and implement new policies regarding cancer exposure reduction for personnel assigned to fire suppression. This will include procedures for controlling and decontaminating personnel bunker gear after exposure to chemicals or smoke.

Ensure safety is stressed in all areas and strictly enforced Fully promote and maintain database for Code Red and Code Red Weather and train

personnel in activation procedures Continue the ongoing training and development of personnel assigned to the Northern Ellis

Emergency Dispatch (NEED) at the Law Enforcement Center to serve Midlothian, Ovilla, Red Oak, and other Ellis County entities, thereby enhancing fire and police coordination across the northern half of Ellis County

GOAL 4 Continue to maintain commitment to nationally recognized standards and procedures OBJECTIVES: Maintain a high level of quality and ensure employees adhere to current State of Texas

standards promulgated by the Texas Commission on Fire Protection (TCFP) and the Texas State Department of Health Services (TSDHS)

Continue the “Quality Assessment & Quality Improvement” program for EMS delivery Continue to expand the purview of the newly hired administrative Training Battalion Chief

position to oversee all facets of our Training delivery including CE training, Quality Assessment/Improvement, and practical training evolutions conducted at the Fire Training Facility.

175


GOAL 5 Increase our efforts in the area of public education

OBJECTIVES: Involve operations personnel to assist in public education programs Expand public education programs to include private day cares and civic organizations Participate in City-sponsored Citizens Academy Develop and conduct additional Citizens Fire Academy’s Continue to develop and conduct training with MISD school personnel to enhance their

ability to respond to emergencies on their campuses which include the Stop the Bleedcampaign and Active Shooter drills.

GOAL 6 Upgrade the Department’s training program

OBJECTIVES: Research courses that can be brought to the Department and cooperatively train with

surrounding agencies Improve fire and specialized rescue CE’s to the same high level currently stressed in our

EMS CE’s (continuing education credits) Support our special operation rescue operations such as high angle and confined space by

utilizing our newly constructed Fire Training Facility and upgrading our equipment. Improve and enhance the leadership development of personnel through mentoring and

training. Implement and collect data on time based fire ground evolutions utilizing our newly

constructed training facility to ensure competency, efficiency and safety. Support the new Training Officer that will lead and oversee the daily training operations of

the organization through teaching, organizing, evaluating and implementing the bestpractices for our service delivery.

GOAL 7 Offset costs of Fire and EMS programs by seeking broader public benefits

OBJECTIVES: Strive for reduction of the City’s Public Protection Classification (PPC) from “2” to “1” by

working with a consultant to evaluate the current fire department model of deployment andfacilities to determine our ISO rating.

We will continue to look for federally funded programs, like the supplemental billing fundmanaged by the State of Texas for Medicare and Medicaid patients, to offset City of Midlothianexpenses.

176


ACCOMPLISHMENTS (FY 20-21): We ordered a 2021 Wheeled Coach F-150 flex fuel truck to replace the current Fire Inspector

vehicle. We were unable to get a manufacturer date or estimate so we found a Chevrolet 1500 that met the criteria and purchased it in the Summer of 2021. The 2007 F-250 was transferred to the IT Department.

We received a 2020 F-450 gas powered brush truck in December of 2020. The unit was placed in service at Fire Station 3 on January 12, 2021.

Remodeled the downstairs area of Fire Administration by adding two offices, a conference room and reception area. The remodel creates additional space needed for new staff being added in the 21/22 budget.

Transferred $620,000 to the apparatus replacement fund to meet the objectives of the apparatus replacement schedule.

Added a 24’ by 36’ modular classroom at the Fire Training Facility. This classroom will enhance the learning experience for our employees when doing practical evolutions at the drill tower. Furthermore, it provides a restroom facility on site for use while training.

Purchased and placed in service multiple products to combat the spread of COVID-19. Sprayers and UV lights were utilized to sterilize the environment that employees and patients occupy to enhance their safety.

A third burn room was added to the Fire Training facility. The additional burn room will enhance training and provide different options for firefighting evolutions. We now have burn rooms on the first three floors of the facility.

During the FY 2020-2021, the Fire Department responded to 5,105 emergency calls. Approximately a 17% increase in activity.

Applied for and received a check in the amount of $135,200 from the supplemental ambulance billing fund managed by the State of Texas to offset cost for care of Medicare and Medicaid patients. The program parameters changed this fiscal resulting in less money available.

The Midlothian Fire Department was awarded the Gold Plus Lifeline from the American Heart Association in 2021 for outstanding cardiac care and treatment of heart attack patients.

* * * * *

177

CITY OF MIDLOTHIAN 15- FIREGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Fire Chief 1 1 1 1 1Assistant Fire Chief 1 1 1 1 1Fire Marshal 1 1 1 1 1Fire Inspector/Investigator 0 0 1 1 1Battalion Chief 4 4 4 4 5Fire Captain 9 9 9 9 9Firefighter/Paramedic/Driver Engineer 9 9 9 9 12Firefighter/Paramedic 30 36 39 39 39Administrative Assistant 1 1 1 1 1Full Time Equivalents 56 62 66 66 70Volunteers 0 0 0 0 0

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDCity Population 30,814 32,603 34,339 36,084 37,500ESD Population 9,737 10,750 12,236 12,936 13,450Service Area (Miles) 115 115 115 115 115Fire Division Staff 53 56 62 66 70Calls for Service 4,029 3,992 4,367 5,105 5,500Calls for EMS Service 3,083 3,288 3,202 3,878 4,180Fire & Miscellaneous 881 682 1,176 1,190 1,280Grass Fires 65 22 33 37 40Warning System Maintenance (13 sirens) 3 3 5 0 0WORKLOADPatients Transported 2,466 2,245 2,255 2,925 3,150Facilities Maintained 4 4 5 5 5Minimum Staffing (Per Day) 14 16 16 16 17Vehicles Maintained 19 19 19 19 19Commercial Fire Inspections Annual 175 1,331 1,324 1,293 1,350All Commercial Fire Inspections 950 2,219 2,113 2,066 2,100Plan Reviews 190 332 245 303 350Consultations 220 900 462 318 500Burn Permits/Burn Control Reports 300 101 N/A N/A N/AMutual Aid Received 76 33 30 45 50Automatic Aid Received 42 25 24 36 38PRODUCTIVITYMutual Aid Given 28 23 29 24 30Calls for Service per Firefighter 77 69 72 84 85Automatic Aid Given 187 230 186 195 200EFFECTIVENESSFire Deaths 0 0 0 0 0Avg Transport Time to Hospital (Minutes) 18 17 17 16 16Avg Response Time (Minutes) - City 5:24 6:00 2:54 4:00 4:00Avg Response Time (Minutes) - ESD 9:17 9:08 9:11 8:00 8:00Training Hours Per Firefighter 150 175 120 150 250Public Education Programs 75 85 75 100 100Ambulance Fees 933,826$ 1,025,003$ 985,732$ 1,198,291$ 956,800$ # Citizens Per Fire Firefighter 433.57 505.15 528.29 555.14 543.48 Cost of Fire Operations per City Capita 243.16$ 240.55$ 253.75$ 263.14$ 273.08$

PERSONNEL SCHEDULE


178

CITY OF MIDLOTHIAN 15- FIREGENERAL FUND

* As budgeted

* As budgeted

-

10,000

20,000

30,000

40,000

50,000

60,000

- 500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500

17-18 18-19 19-20 20-21 21-22*

City

& E

SD P

opul

atio

n

Cal

ls

Years

FIRE / EMS CALLS & POPULATION (City & ESD)

Fire Calls EMS Calls TotalPopulation

15,000

20,000

25,000

30,000

35,000

40,000

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

17-18 18-19 19-20 20-21 21-22*

Popu

latio

n

Exp

endi

ture

EXPENDITURES & POPULATION

Expenditures Population

179

CITY OF MIDLOTHIAN 105 - GENERAL FUND16 - BUILDING INSPECTIONS

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 407,054$ 424,694$ 424,694$ 424,139$ 441,682$ 4%112 Longevity 1,632$ 2,016$ 2,016$ 1,968$ 2,352$ 17%114 Certification Pay 4,200$ 4,200$ 4,200$ 4,375$ 4,200$ 0%118 Allowances 1,320$ 1,320$ 1,320$ 1,375$ 1,740$ 32%141 SS/Medicare 28,775$ 33,359$ 33,359$ 30,143$ 34,391$ 3%142 Group Health & Life Insurance 103,067$ 111,523$ 111,523$ 111,290$ 111,712$ 0%143 Workers' Compensation 601$ 1,581$ 1,581$ 779$ 1,327$ -16%145 Unemployment Compensation 1,013$ 1,260$ 1,260$ 1,764$ 1,260$ 0%146 TMRS 60,694$ 63,710$ 63,710$ 65,171$ 69,288$ 9%

608,356$ 643,663$ 643,663$ 641,004$ 667,952$ 4%

200 CONTRACTUAL SERVICES210 Outside Services -$ -$ -$ -$ 10,000$ 0%217 Software Maintenance 6,912$ 6,912$ 6,912$ 6,912$ 6,912$ 0%244 Inspection Services 245$ 1,500$ 1,500$ 75$ 1,500$ 0%

7,157$ 8,412$ 8,412$ 6,987$ 18,412$ 119%

300 SUPPLIES335 Minor Tools & Minor Equipment 353$ 4,900$ 4,900$ 4,786$ 2,500$ -49%336 Uniforms & Clothing 1,253$ 2,000$ 2,000$ 1,272$ 2,225$ 11%342 Materials & Supplies 4,979$ 500$ 500$ 554$ 500$ 0%348 Office Supplies 999$ 1,500$ 1,500$ 1,024$ 1,500$ 0%

7,584$ 8,900$ 8,900$ 7,636$ 6,725$ -24%

700 OTHER OPERATING COSTS -$ 710 Vehicle Maintenance 5,343$ 2,000$ 2,000$ 4,041$ 3,000$ 50%711 Fuel 5,299$ 5,500$ 5,500$ 6,415$ 5,500$ 0%720 Dues & Subscriptions 791$ 800$ 800$ 701$ 800$ 0%729 Conferences & Training 1,330$ 3,050$ 3,050$ 545$ 3,650$ 20%730 Miscellaneous 2$ 50$ 50$ 1,510$ 50$ 0%736 Postage 106$ 200$ 200$ 42$ 200$ 0%737 Printing 1,989$ 2,000$ 2,000$ 1,380$ 2,400$ 20%749 Telephone 2,006$ 2,475$ 2,475$ 2,021$ 2,151$ -13%

16,866$ 16,075$ 16,075$ 16,655$ 17,751$ 10%

639,963$ 677,050$ 677,050$ 672,282$ 710,840$ 5%TOTAL CURRENT EXPENDITURES

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The mission of the Building Inspections Division is to administer professionally-accepted standards and adopted regulations to safeguard life, safety, health, property and public welfare by regulating and controlling the design, construction, quality of materials, use and occupancy, location and maintenance of all buildings and structures within the Midlothian City limits.


CITY OF MIDLOTHIAN 16 - BUILDING INSPECTIONS GENERAL FUND

MISSION STATEMENT: To administer professionally-accepted standards and adopted regulations to safeguard life, safety, health, property and public welfare by regulating and controlling the design, construction, quality of materials, use and occupancy, location and maintenance of all buildings and structures within the Midlothian City limits. DEPARTMENT AT A GLANCE: The Building Inspections Department manages the design and installation of building systems through requirements emphasizing performance. Through the adoption of building codes, this sets minimum regulations for building systems using prescriptive and performance-related provisions. The building codes, as adopted by the City of Midlothian, are designed to meet these needs through model regulations that safeguard the public health and safety in our community. FY 2021-2022 BUDGET HIGHLIGHTS: None

KEY GOALS & OBJECTIVES: GOAL 1 Continue to improve both external and internal customer service OBJECTIVES: Complete all inspection requests within 24 hours Complete all building plan reviews within 10 working days Update information on the City’s website Educate citizens and staff on changes to code and ordinance requirements Require all construction contractors/builders to register by license and/or by trade Review all permit applicants for proper registration, insurance and valid licenses

181

CITY OF MIDLOTHIAN 16 - BUILDING INSPECTIONS GENERAL FUND

GOAL 2 Continue to update policies and procedures OBJECTIVES: Ensure all certifications are current Train all staff on changes to building code requirements due to code adoption Interact with State Comptroller for each building trade to maintain/update all state

license and insurance requirements Obtain additional code certifications

GOAL 3 Improve documentation of code and inspection results OBJECTIVES: Archive and retain construction plans and documents – Continuing to work towards

better long-term commercial plan retention Update technology via equipment or software Update MyGov to most current platform Provide efficiency in obtaining and documenting inspection results

GOAL 4 Continue to provide professional inspections of proposed projects OBJECTIVES:

Continue to train all staff on building codes – weekly training sessions Continue to enforce building code regulations Continue to train staff to attain more certifications Work towards improving departmental customer service skills

ACCOMPLISHMENTS (FY 20-21):

MyGov permitting/inspection website continues in full use and very well received

Commercial and Residential inspections maintained through COVID-19 pandemic ongoing

Maintained excellent turnaround times for commercial plan reviews through COVID-19 and ongoing

Implemented new inspection procedures due to COVID-19 Continued mandatory pre-construction meetings for commercial projects with

Engineering, Fire, Planning and Health

*****

182

CITY OF MIDLOTHIAN 16 - BUILDING INSPECTIONSGENERAL FUND

POSITION 2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Chief Building Official 1 1 1 1 1Combination Building Inspector 2 2 2 2 2Building Inspector 1 1 1 1 1Administrative Office Manager 1 1 1 1 1Administrative Assistants 0 0 2 2 2TOTAL 5.0 5.0 7.0 7.0 7.0

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

PERMITS ISSUED

New Single Family Detached 515 471 512 611 635New Single Family Attached 0 0 2 4 0Multi-Family 2 0 1 0 2Residential Addition/Alteration 81 100 183 238 225Commercial Addition/Alteration 30 45 31 40 38New Commercial Building 131 24 6 11 15New Commercial Shell Building N/A 2 7 9 8Accessory Structure 111 139 221 186 175General Building Permit N/A 91 69 74 65Flatwork 28 61 101 101 88Mechanical 72 74 75 77 70Plumbing 825 215 190 232 168Electrical 43 N/A N/A N/A N/AFence 80 119 136 129 125Irrigation N/A 397 377 382 375In Ground Pool N/A 129 194 206 150Demolition 8 21 16 17 15Roof N/A 326 208 202 175Permanent Sign 113 130 105 54 75Certificate Of Occupancy 117 68 47 52 48Tenant Finish Out N/A 16 10 16 22Sales/Construction Trailer 11 35 15 8 6 Total Permits Issued 2,167 2,463 2,506 2,649 2,480 DEMANDProperty Valuations of Permits IssuedNew Commercial Building 131,075,836$ 913,972,317$ 29,350,000$ 47,250,000$ 64,425,000$ New Commercial Shell Building N/A 24,919,038$ 5,300,000$ 72,532,287$ 64,312,000$ Commercial Addition/Alteration 22,104,128$ 22,118,095$ 83,004,169$ 23,536,810$ 22,360,000$ Tenant Finish Out N/A 4,912,217$ 3,148,900$ 62,686,750$ 86,194,284$ Demolition 656,845$ 102,325$ 263,855$ 521,016$ 459,720$

Total Values 153,836,809$ 966,023,992$ 121,066,924$ 206,526,863$ 237,751,004$

Inspections PerformedElectrical 3,004 2,906 3,184 3,374 3,118Plumbing 3,872 3,096 3,234 3,428 3,408Foundation 1,124 1,492 1,660 2,077 1,588HVAC 540 1,307 1,388 1,392 1,157Framing 1,797 2,723 3,290 3,868 2,920Miscellaneous 766 985 959 1,149 965Final Residential Occupancy Inspections 330 470 370 395 425Final Commercial Occupancy Inspections 108 131 96 105 110 Total Inspections Performed 11,541 13,110 14,181 15,788 13,691EFFECTIVENESSResidential Inspections Within 5 days 100% 100% 100% 100% 100%


PERSONNEL SCHEDULE

183

CITY OF MIDLOTHIAN 105 - GENERAL FUND17 - ENGINEERING

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 329,813$ 349,114$ 349,114$ 344,920$ 320,503$ -8%112 Longevity 2,208$ 2,448$ 2,448$ 2,400$ 2,544$ 4%114 Certification Pay 4,800$ 5,400$ 5,400$ 4,975$ 4,800$ -11%118 Allowances 900$ 900$ 900$ 937$ 900$ 0%119 Overtime Pay 538$ 4,500$ 4,500$ 808$ 4,500$ 0%141 SS/Medicare 24,458$ 26,012$ 26,012$ 25,051$ 23,449$ -10%142 Group Health & Life Insurance 59,166$ 64,173$ 64,173$ 58,269$ 56,088$ -13%143 Workers' Compensation (174)$ 1,263$ 1,263$ 618$ 1,062$ -16%145 Unemployment Compensation 720$ 900$ 900$ 1,260$ 720$ -20%146 TMRS 50,425$ 52,853$ 52,853$ 53,785$ 51,362$ -3%

472,854$ 507,563$ 507,563$ 493,023$ 465,928$ -8%

200 CONTRACTUAL SERVICES210 Outside Services 1,977$ 2,000$ 279,846$ 231,163$ 57,000$ 2750%217 Software Maintenance -$ -$ 6,912$ 7,617$ 6,912$ 0%239 Professional Fees 47,318$ 10,000$ 10,000$ 31,502$ 80,000$ 700%

49,295$ 12,000$ 296,758$ 270,282$ 143,912$ 1099%

300 SUPPLIES335 Minor Tools & Minor Equipment 30$ 350$ 350$ 232$ 350$ 0%336 Uniforms & Clothing -$ 750$ 750$ 396$ 1,000$ 33%342 Materials & Supplies 132$ 300$ 300$ 55$ 300$ 0%348 Office Supplies 1,699$ 1,000$ 1,000$ 955$ 1,250$ 25%

1,861$ 2,400$ 2,400$ 1,638$ 2,900$ 21%-$

600 CAPITAL OUTLAY -$ 633 Vehicles -$ -$ -$ 30,000$ 0%645 Railport Pavement Rehab 84,843$ 50,000$ 75,895$ 57,930$ 50,000$ 0%

84,843$ 50,000$ 75,895$ 57,930$ 80,000$ 60%

700 OTHER OPERATING COSTS710 Vehicle Maintenance 2,528$ 1,800$ 1,800$ 554$ 1,800$ 0%711 Fuel 3,308$ 4,000$ 4,000$ 3,681$ 4,400$ 10%720 Dues & Subscriptions 576$ 500$ 500$ 453$ 650$ 30%729 Conferences & Training 295$ 1,200$ 1,200$ -$ 1,200$ 0%736 Postage 186$ 100$ 100$ 119$ 100$ 0%737 Printing -$ 150$ 150$ -$ 150$ 0%749 Telephone 587$ 950$ 950$ 732$ 950$ 0%

7,480$ 8,700$ 8,700$ 5,539$ 9,250$ 6%


EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Engineering Department provides engineering services within the City of Midlothian. These services include reviewing and managing capital improvement projects within the City; overseeing the construction of street, drainage, water and sewer improvements to ensure all new construction is in conformance with City regulations and requirements; and, providing executive-level oversight of the Public Works Department, Utility Operations Department and Water Treatment Plant.


CITY OF MIDLOTHIAN 17 – ENGINEERING GENERAL FUND

* The Assistant City Engineer position is funded in org unit 38-Utility Support Services.

MISSION STATEMENT: The Engineering Department provides assistance and guidance to ensure safe, efficient and quality development in the City of Midlothian. DEPARTMENT AT A GLANCE: Responsibilities include engineering review of all developments and planning and management of capital improvement projects within the City by overseeing the design and construction of street, drainage, water and sanitary sewer improvements to ensure all new construction is in conformance with City regulations and requirements. In addition, the Engineering Department is responsible for the management and oversight of the water treatment plant staff and operations. FY 2021-2022 BUDGET HIGHLIGHTS: Replace 2013 F-150 ($30,000) Creek Bend Drainage Study ($70,000) Records Scanning ($55,000) KEY GOALS AND OBJECTIVES: GOAL 1: Coordinate with Public Works and TxDOT on selected streets within the City to improve the vehicular capacity of these streets for more efficient and safe movement of traffic

OBJECTIVES: Manage projects using City staff in order to complete in an efficient and cost-effective manner Continue to work with TxDOT on potential roadway improvement projects, including the FM

1387 widening project from Midlothian Parkway to FM 664, FM 663 capacity improvements, US Highway 287 access roads, US Highway 287 safety improvements and traffic signal warrant analyses and installation

Executive Director of Engineering & Utilities

Assistant City Engineer*

Construction Inspector

Utility Inspector

Administrative Assistant III

185


OBJECTIVES (Continued): Continue to plan and implement Railport Rehabilitation (contractual maintenance and

operations) for projects within Railport Industrial Park in coordination with the Public WorksStreet Department

GOAL 2: Continue implementation of the approved Street Bond Program and Roadway CIP including McAlpin/FM 663 Intersection Improvements, Walnut Grove Road (US 287 to FM 1387), Hawkins Run Road Extension, Mt. Zion Road Realignment, McAlpin Road (FM 663 to Plainview Road) and Mockingbird Lane (Midlothian Parkway to Walnut Grove Road)

OBJECTIVES: Work closely with City staff and private engineering consultants in planning and scheduling

all proposed improvements Schedule meetings with affected property owners in advance of improvements Continue to coordinate with affected property owners throughout construction Coordinate all required approvals and authorization through City Council in a timely manner Begin construction of S. Walnut Grove Road (FM 1387 to US 287) and Mt. Zion Road

realignment – bond projects Complete right-of-way acquisitions for Walnut Grove Road (2017 bond project) Complete design and right-of-way acquisitions for the realignment of Mt. Zion Road at S. 14th

Street and design of McAlpin Road Begin construction of VV Jones Road reconstruction – MDA project (US 67 to Power Way)

GOAL 3: Continue implementation and planning of Water & Wastewater CIP

OBJECTIVES: Work closely with City staff and private engineering consultants in planning and scheduling

all proposed improvements Coordinate all required approvals and authorizations through City Council in a timely manner Complete design and begin construction of Auger Water Treatment Plant expansion to 24

MGD Complete easement encroachment agreement with the City of Cedar Hill Complete new easement agreement with the U.S. Corps of Engineers for raw water pipe line

from Joe Pool Lake

GOAL 4: Participate in the Development Review Process to ensure quality development and assist other departments on capital improvement projects

OBJECTIVES: Continue to provide assistance during the plan review process – including site plan review,

civil plan review, etc. Continue to update City processes and regulations, as may be needed, including drainage

design manual, standard construction details, Public Works design criteria manual and EagleFord standards

Continue to enter into development and public improvement participation agreements withdevelopers in order to complete roadway and utility capital improvement projects

186


OBJECTIVES (Continued): Manage 2021 roadway bond proposition program Complete and present results and recommendations from the Creek Bend drainage study ACCOMPLISHMENTS FY 20-21: Participated as a voting member of the NCTCOG’s Water Resources Council Completed AWIA Risk Assessment Plan and submitted certification to EPA (June) Began AWIA Emergency Response Plan Entered into new raw water agreement with TRA for reuse of Mountain Creek treated effluent

(April) Entered into new treated water agreement with the City of Grand Prairie, replacing 2005 and

2014 agreements (September) Began engineering design services for expansion of Auger WTP to 24 MGD Began negotiations on industrial wastewater treatment services at Railport with Gulf Coast

Authority Completed roadway bond proposition with Citizens Planning Group and Midlothian voters Completed right-of-way acquisitions, design, bidding and awarding of Hawkins Run Road

Extension project, as well as started construction Began engineering design services on 2021 Roadway Bond Projects to include McAlpin Road

and Mockingbird Lane Completed engineering design on Mt. Zion Road Realignment project at S. 14th Street Completed FM 663 southbound main lane and auxiliary lane construction project, from

Harvest Hill Drive to Byrd Ranch Road (February) Completed FM 1387 eastbound deceleration lane and Hayes Road construction project

(September) Completed elevated storage tank assessment for Railport and began engineering design for

new 2 MG tank off of Ward Road (MDA-funded project) Completed design of 20” water line along Ward Road to serve Railport (MDA-funded project) Completed development agreement with Parkside North and amended development agreement

with Massey Meadows Completed interlocal agreement with MISD for cost-sharing of public improvements along

Hawkins Run Road for Coleman Elementary School Completed reimbursement agreement with Permian Express Partners, LLC for re-conditioning

their existing pipeline across Hawkins Run Road Extension project Began 5-year State-mandated impact fee update Coordinated and scheduled stormwater utility fee presentation for City Council consideration

and direction Completed relocation agreement with MDA and Mountain Peak SUD associated with the VV

Jones Road improvement project (MDA-funded project)

* * * * *

187

CITY OF MIDLOTHIAN 17 - ENGINEERINGGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Executive Director Engineering/Utilities 1 1 1 1 1Construction/Utility Inspector 2 2 2 2 2Administrative Assistant III 1 1 1 1 1Administrative Assistant II 1 1 1 1 0TOTAL 5 5 5 5 4

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDMiles of Paved Streets 194 201 205 215 220 Service Area (in Square Miles) 64.33 64.33 64.35 64.41 64.41 Capital Projects Monitored 13 10 11 10 10 WORKLOADCapital Projects in Progress 13 7 9 7 10 EFFECTIVENESSPlan ReviewSubdivisions 12 14 16 42 40 Commercial 68 32 22 35 35 Walk Through Inspections 7 9 5 9 10 Conditional Acceptance of Development - 4 - 1 5 Final Accepted by City 6 17 3 6 15 Plat Reviews 22 21 30 34 35 Flood Plain Permits 1 - - 4 1 Construction & Utility Construction Inspections (in hours)Subdivisions 1,222.75 1,157 1150* 1,587 1,500 Street Inspections 514.25 447 450* 122 500 Utility Fund Projects 526.25 580 585* 597 550 Drainage Issues 27 125 95* 146 100 New Development Projects 511 610 650* 384 600 Other Project Inspections 712 251 240* 547 450 EFFECTIVENESSCapital Projects Completed - 2 2 3 3 Street Inventory addition (In Miles) 2.67 7.15 3.05 10.19 5.00 Sewer Inventory addition (In Miles) 3.27 5.93 2.05 7.99 5.00 Water Inventory addition (In Miles) 1.07 2.54 0.42 5.72 5.00 Master Water & Sewer Plan √ √ √ √Water & Wastewater Rate Study & LT Plan √ √ √ √ √Impact Fee Analysis √ √ √ √ √Avg Cost of Department Per Capita 14.65$ 18.12$ 17.95$ 22.96$ 18.72$

PERSONNEL SCHEDULE


188

CITY OF MIDLOTHIAN 105 - GENERAL FUND18 - PLANNING

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 245,610$ 254,683$ 254,683$ 253,229$ 362,416$ 42%112 Longevity 384$ 528$ 528$ 528$ 672$ 27%114 Certification Pay 3,600$ 3,600$ 3,600$ 3,750$ 4,800$ 33%118 Allowances 1,800$ 1,800$ 1,800$ 1,875$ 2,700$ 50%141 SS/Medicare 18,339$ 19,937$ 19,937$ 18,573$ 28,082$ 41%142 Group Health & Life Insurance 39,486$ 47,895$ 47,895$ 47,762$ 67,000$ 40%143 Workers' Compensation 349$ 946$ 946$ 453$ 971$ 3%145 Unemployment Compensation 432$ 540$ 540$ 756$ 810$ 50%146 TMRS 37,228$ 38,075$ 38,075$ 39,145$ 56,791$ 49%

347,228$ 368,004$ 368,004$ 366,071$ 524,241$ 42%

200 CONTRACTUAL SERVICES217 Software Maintenance 6,912$ 6,912$ 6,912$ 6,912$ 11,912$ 72%239 Professional Fees 75,491$ 10,000$ 10,000$ 4,647$ 35,000$ 250%249 Gas Well Inspection Service 1,500$ 1,500$ 1,500$ 1,500$ 1,500$ 0%

83,903$ 18,412$ 18,412$ 13,059$ 48,412$ 163%

300 SUPPLIES335 Minor Tools & Minor Equipment 600$ -$ -$ -$ 5,500$ 0%336 Uniforms & Clothing 170$ 180$ 180$ 153$ 430$ 139%348 Office Supplies 2,584$ 2,850$ 2,850$ 2,640$ 4,250$ 49%

3,354$ 3,030$ 3,030$ 2,793$ 10,180$ 236%

700 OTHER OPERATING COSTS716 Advertising & Legal Notices 6,518$ 8,000$ 8,000$ 5,035$ 8,000$ 0%720 Dues & Subscriptions 1,228$ 1,777$ 1,777$ 1,746$ 1,777$ 0%721 Mileage Reimbursement -$ 50$ 50$ 7$ 50$ 0%729 Conferences & Training 188$ 6,300$ 6,300$ 5,782$ 7,350$ 17%730 Miscellaneous 74$ 250$ 250$ 157$ 250$ 0%736 Postage 1,308$ 2,500$ 2,500$ 1,173$ 2,500$ 0%737 Printing 845$ 1,000$ 1,000$ 1,163$ 1,500$ 50%743 Board Expenses 443$ 600$ 600$ 1,343$ 2,900$ 383%

10,604$ 20,477$ 20,477$ 16,406$ 24,327$ 19%


EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Planning Department provides professional planning services to ensure quality growth and development throughout the City. These services include long-range and comprehensive land-use planning; ordinance development and administration, zoning, platting, development review and inspections of new construction.


CITY OF MIDLOTHIAN 18 – PLANNING GENERAL FUND

MISSION STATEMENT: Promoting a vibrant community through the effective implementation of development and pro-quality growth initiatives through the design/review process and ordinance development; and to administer a planning process characterized as being both collaborative and participatory that equitably engages all community stakeholders. DEPARTMENT AT A GLANCE: The Planning Department strives to enhance the quality of life in the City of Midlothian by: First, supporting and providing accurate and relevant information and analysis needed in the decision-making process to the City Council, Planning & Zoning Commission, Zoning Board of Adjustment and the Historic Advisory Board. Second, ensuring all procedures for zoning, platting, building inspections and other development-related activities are in compliance with Local and State regulations and ordinances. Third, conducting long-range planning through the development and use of a Comprehensive Plan, Master Thoroughfare Plan and a Capital Improvement Plan. Fourth, supporting local economic development through support of the Midlothian Economic Development Corporation, and by implementing sound land-use policies, programs and activities. Finally, maintaining staff who have the highest quality of professionalism, ethical standards, and desire to create a better Midlothian. FY 2021-2022 BUDGET HIGHLIGHTS: Assistant Director of Planning ($155,302)

PLANNINGDIRECTOR

ASSISTANT DIRECTOR OF

PLANNING

PlanningManager

Planning & Zoning Coordinator

190


KEY GOALS & OBJECTIVES: GOAL 1: Strengthen the relationship with the development community OBJECTIVES: Review any potential ordinance amendments with the Development Review Committee (DRC)

with input from the development community Present code amendments as needed to ensure high quality, realistic, and sustainable

developments Provide better access to information that will assist the public with development GOAL 2: Implement the City’s comprehensive and downtown plans OBJECTIVES: Act upon the policy and action items within the Comprehensive and Downtown Plans to ensure

all developments and future growth are consistent with each of their goals and objectives Prepare ordinance amendments that reflect the goals and objectives of both plans Prepare plans and development standards for future growth as outlined in each plan Incorporate the Master Thoroughfare Plan geared toward improving connectivity, alignments,

and mobility patterns into developments and City projects Re-analyze various elements of the Comprehensive Plan and make an overall update of the

plan GOAL 3: Preserve, protect, and improve the downtown and its assets for future generations OBJECTIVES: Update the zoning and subdivision ordinance to better regulate and be more sensitive to the

historic areas within the City of Midlothian Implement processes that encourage infill and redevelopment of the downtown Apply the various goals and objectives to all redevelopment that occurs downtown GOAL 4: Update development standards, streamline the review process, and integrate technology OBJECTIVES: Update the Planned Development District development regulations and amenity requirements Amend the design requirements for residential and non-residential development Rewrite various ordinance to better integrate with the Comprehensive and Downtown Plans Improve and add to the online interactive maps to better assist residents and the building

community with providing general information

191


GOAL 5: Educate the community and local interests regarding current planning efforts, programs and activities. OBJECTIVES: Continue to use the City website, media, and other available outlets to post projects,

development applications, meetings, procedures, regulations, and other activities of interest to the public

Use local agencies such as the Chamber of Commerce, Downtown Business Association, Rotary Club, and real estate interests to promote best planning practices for developments and activities

ACCOMPLISHMENTS FY 20-21: Continued to maintain the Quarterly Growth Profile Series Revamped City mapping system to improve existing maps and to increase public access to

property data by creating an online interactive map Created an online development map that shows the status of various projects as they go through

the development process Accomplished various zoning text amendments to better the development and growth of the

city and streamline the development process which included o Secondary Dwellings o Temporary Batch Plants o Development Regulations

The “Downtown Master Plan” was completed and approved Processed 204 planning cases

* * * * *

192

CITY OF MIDLOTHIAN 18 - PLANNINGGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Planning Director 1 1 1 1 1Assistant Planning Director 0 0 0 0 1Administrative Assistant II* 1 1 0 0 0Planning Manager 1 1 1 1 1Administrative Assistant I* 1 1 0 0 0Planning & Zoning Coordinator 0 1 1 1 1Planner/GIS Coordinator 1 0 0 1 1TOTAL 5 5 3 4 5

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDPlats (amended, minor, prelim, final, replat) 54 54 59 70 60 Zoning Cases (Straight Zone, PD, SUP, Amendments, Comp Plan) 60 81 58 88 70 Site Plans 19 8 6 12 11 Voluntary Annexation Cases 1 2 5 2 1 Non-Voluntary Annexation (deannexation requests) 1 - - - - Zoning Board of Adjustment Cases 4 3 9 4 5 Miscellaneous Cases 25 44 24 28 30 WORKLOADComprehensive Plan Meetings 3 - 2 1 1 Historic Commission Meetings 2 2 3 - 2 Zoning Board of Adjustment Meetings 3 1 5 3 3 Planning & Zoning Commission Meetings 12 12 14 13 12 PRODUCTIVITYResidential Lots Platted (Preliminary or Final) 274 441 1,268 6,048 2,000 Commercial/Industrial Lots Platted (Preliminary or Final) 22 17 26 29 25 Plats (amended, minor, prelim, final, replat) 54 54 59 70 60 Zoning Cases (Straight Zone, PD, Text Amendments) 44 55 43 62 51 Specific Use Permits 16 26 15 26 21 EFFECTIVENESSAverage Sales Value 285,923$ 294,321$ 329,811$ 355,409$ 365,000$ Average New Residential Square Footage 2,794 2,802 2,693 2,784 2,700 ACREAGE REZONED (Does not include amendments) Residential (Straight-zoned) 3,467 2 37 59 25 Non-Residential (Straight-zoned) 3,080 - - 8 5 Planned Development (total) 989 1,053 1,543 334 979 Total Acreage Zoned 7,537 1,055 1,580 400 1,009 Acres Annexed 6,547 79 32 41 15

*Administrative Assistants transferred to Building Inspections as part of department re-organization

PERSONNEL SCHEDULE


193

CITY OF MIDLOTHIAN 105 - GENERAL FUND19 - POLICE

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 4,889,841$ 5,640,940$ 5,640,940$ 5,447,531$ 6,138,785$ 9%112 Longevity 15,456$ 18,416$ 18,416$ 17,376$ 20,432$ 11%113 Part-Time Wages 98,199$ 103,452$ 103,452$ 117,417$ 139,177$ 35%114 Certification Pay 84,075$ 94,200$ 94,200$ 105,757$ 110,400$ 17%118 Allowances 16,225$ 15,240$ 15,240$ 18,197$ 21,275$ 40%119 Overtime Pay 149,560$ 138,399$ 138,399$ 196,264$ 185,000$ 34%141 SS/Medicare 388,772$ 455,486$ 455,486$ 436,588$ 507,273$ 11%142 Group Health & Life Insurance 848,076$ 1,013,015$ 1,013,015$ 979,404$ 1,138,340$ 12%143 Workers' Compensation 41,701$ 102,574$ 102,574$ 53,260$ 97,023$ -5%145 Unemployment Compensation 12,314$ 15,135$ 15,135$ 21,571$ 17,710$ 17%146 TMRS 775,153$ 859,149$ 859,149$ 878,960$ 989,774$ 15%

7,319,372$ 8,456,006$ 8,456,006$ 8,272,325$ 9,365,188$ 11%

200 CONTRACTUAL SERVICES210 Outside Services 163,266$ 134,034$ 134,034$ 181,976$ 142,343$ 6%217 Software Maintenance 77,569$ 72,063$ 72,063$ 82,565$ 69,564$ -3%235 Legal Fees 250$ 2,700$ 2,700$ (25)$ 2,700$ 0%244 Inspection Services 1,522$ 1,100$ 1,100$ 1,838$ 1,247$ 13%

242,607$ 209,897$ 209,897$ 266,354$ 215,854$ 3%

300 SUPPLIES318 Janitorial Supplies 6,179$ 5,100$ 5,100$ 4,723$ 5,100$ 0%319 Ammunition 39,519$ 43,633$ 43,633$ 39,295$ 43,633$ 0%335 Minor Tools & Minor Equipment 92,327$ 32,542$ 32,542$ 73,344$ 116,427$ 258%336 Uniforms & Clothing 73,904$ 50,771$ 50,771$ 57,125$ 97,659$ 92%342 Materials & Supplies 19,603$ 13,500$ 13,500$ 12,171$ 13,500$ 0%345 Computer Supplies 6,215$ 2,525$ 2,525$ 6,289$ 10,140$ 302%348 Office Supplies 7,399$ 7,550$ 7,550$ 8,879$ 8,200$ 9%

245,146$ 155,621$ 155,621$ 201,826$ 294,659$ 89%

527 Lease Purchase Vehicles -$ 38,100$ 38,100$ 13,589$ 108,283$ 184%-$ 38,100$ 38,100$ 13,589$ 108,283$ 184%

600 CAPITAL OUTLAY612 Land Improvements -$ -$ -$ -$ -$ 0%628 Building Renovation 315,100$ -$ -$ -$ -$ 0%633 Vehicles 155,828$ -$ -$ -$ 42,000$ 0%634 Equipment 144,234$ 12,000$ 12,000$ 11,694$ -$ -100%

615,162$ 12,000$ 12,000$ 11,694$ 42,000$ 250%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Police Department is responsible for the enforcement of local, state, and federal laws; providing continuous protection of the lives and property of the public; and, providing community services relating to crime prevention and education.


CITY OF MIDLOTHIAN 105 - GENERAL FUND19 - POLICE

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

The Police Department is responsible for the enforcement of local, state, and federal laws; providing continuous protection of the lives and property of the public; and, providing community services relating to crime prevention and education.

710 Vehicle Maintenance 82,461$ 70,837$ 70,837$ 113,385$ 90,350$ 28%711 Fuel 99,508$ 117,000$ 117,000$ 139,362$ 144,000$ 23%713 Equipment Maintenance 5,209$ 24,512$ 24,512$ 11,033$ 22,612$ -8%720 Dues & Subscriptions 5,045$ 3,549$ 3,549$ 6,718$ 5,700$ 61%724 College Tuition 5,235$ 5,041$ 5,041$ 9,142$ 15,123$ 200%729 Conferences & Training 62,229$ 54,186$ 54,186$ 56,481$ 59,086$ 9%730 Miscellaneous 3,995$ 5,000$ 5,000$ 3,185$ 5,000$ 0%736 Postage 1,894$ 1,600$ 1,600$ 2,729$ 1,600$ 0%737 Printing 1,190$ 4,750$ 4,750$ 2,595$ 4,750$ 0%749 Telephone 27,689$ 33,943$ 33,943$ 30,100$ 37,858$ 12%751 Utilities - Electric 43,614$ 45,000$ 45,000$ 73,453$ 45,000$ 0%755 Facility Maintenance 58,493$ 50,000$ 50,000$ 52,337$ 50,000$ 0%756 Prisoner Meals 1,224$ 1,500$ 1,500$ 981$ 1,500$ 0%760 Risk Management 7,453$ -$ -$ -$ -$ 0%765 Utilities - Water 3,144$ 3,500$ 3,500$ 2,130$ 2,800$ -20%779 Crime Prevention 1,064$ 3,000$ 3,000$ 3,933$ 3,000$ 0%

409,447$ 423,419$ 423,419$ 507,564$ 488,380$ 15%

800 TRANSFERS TO OTHER FUNDS834 Tnsf to SRRG 5,500$ 5,000$ 5,000$ 5,500$ 122,427$ 2349%860 Tnsf to Capital Reserve Fund 468,077$ 486,728$ 486,728$ 486,728$ 486,728$ 0%870 Transfer to Radio Fund -$ 77,597$ 77,597$ 56,574$ 61,044$ -21%

473,577$ 569,325$ 569,325$ 548,802$ 670,199$ 18%



CHIEF OFPOLICE

ASSISTANTCHIEF

SUPPORTSERVICES

COMMANDER

CRIMEVICTIM’S

COORDINATOR

NEED MANAGER

CID Sergeant

SIU CORPORAL

SIU OFFICER

CID Corporal

CID

CID

CID

CID

P/T CID

HIDTA

DEA Task Force

Auto Theft Task Force

Property Tech/CID Assistant

Records Mgr

Records Clerk (F/T)

EMCADMINPATROL

COMMANDER

Patrol Admin / AnalystQUARTERMASTERTRAFFIC

SERGEANT

TRAFFIC

TRAFFIC

TRAFFIC

TRAFFIC

CVE

CVE

MOTOR OFFICER

MOTOR OFFICER

PSO

Part-time PSO’s

COMMUNITYOUTREACHOFFICER

VOLUNTEERCOORDINATOR

PATROLCOMMANDER

SERGEANT

CORPORAL

OFFICER (K-9)

OFFICER

OFFICER

OFFICER

OFFICER

OFFICER

SERGEANT

CORPORAL

OFFICER

OFFICER

OFFICER

OFFICER

OFFICER

OFFICER

PATROLCOMMANDER

SERGEANT

CORPORAL

OFFICER

OFFICER

OFFICER

OFFICER

OFFICER

OFFICER

SERGEANT

CORPORAL

OFFICER

OFFICER

OFFICER

OFFICER

OFFICER

OFFICER

SRO COMMANDER

SRO SERGEANT

SRO

SRO

SRO

SRO

SRO

SRO

SRO

SRO

PROFESSIONALSTANDARDS

COMMANDER

PROFESSIONALSTANDARDSSERGEANT

TRAININGCORPORAL

ADMIN. OFFICEMANAGER

FACILITIESCUSTODIAN

FY 21-22 Organizational Chart

73 Sworn196

CITY OF MIDLOTHIAN 19 - POLICE GENERAL FUND

Vision Statement

To be leaders in policing, models of integrity-led, honorable, and selfless service.

Mission Statement The Midlothian Police Department is dedicated to delivering police services in partnership with our communities to keep Midlothian the safest place to live, work and visit. In pursuit of our mission, we believe in: • Relentless pursuit of offenders • Education and innovation • Sensitivity to victims of crime • Performing with integrity • Equitable treatment • Commitment to quality service • Teamwork Core Values • Integrity: We are honorable, trustworthy, and strive to do what is right. • Honor: We exhibit the highest moral principles. • Sincerity: We will work with a strong adherence to the truth in word and deed. • Honesty: We are truthful and open in our interactions with each other and with members of

our communities. • Fairness: We treat everyone in an impartial, equitable, sensitive, and ethical manner. • Respect: We value ourselves, each other, and members of our communities; showing

understanding and appreciation for our similarities and differences treating everyone with dignity and respect.

• Reliability: We are conscientious, professional, responsible, and dependable in our dealings with each other and our community.

• Teamwork: We work together within the department and with members of our communities to achieve our goals, making use of diverse skills, abilities, roles, and views.

• Positive Attitude: We strive to bring positive and constructive influences to our dealings with each other and our communities.

• Courage: We will face the adversity and danger placed before us with valor and fortitude to ensure the safety of those we are sworn to protect

• Accountability: We accept the obligation to be responsible for our actions regardless of peer or supervisory responsibilities.

FY 2021-22 BUDGET HIGHLIGHTS: New Police Officer (SRO) ($133,555) Juvenile Investigator & Interceptor ($165,555) SIU Investigator ($127,189) MPD Firearms Range Upgrade ($116,377) SRT/Warrant Uniforms & Equipment ($73,800)

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KEY GOALS & OBJECTIVES: GOAL 1: Improve Public Safety 2021/2022 Objective: Reduction of Traffic Accidents 2021/2022 Objective: Reduction of traffic-related incidents (Road Rage, Reckless Driving,

Wrong Way Driving, DWI) 2021/2022 Objective: Reduction of BOV – particularly thefts including hand guns 2021/2022 Objective: Reduction of Identity Theft 2021/2022 Objective: Evaluate call quantity and response time and re-district accordingly GOAL 2: Community Relationship Continue to provide and expand programs targeted to enhance Midlothian Police Department’s relationships with citizens and business owners of Midlothian OBJECTIVES: Continue to build Crime Watch initiatives through homeowner associations, retail

organizations and industry representatives o Continue to identify and assist interested homeowner associations, neighborhoods and

geographic areas in creating Crime Watch organizations o Continue to work with business organizations such as the Downtown Merchants

Association and Chamber of Commerce to enhance crime awareness and prevention o Host quarterly meetings and training sessions with industry, retail and multi-family

housing managers to address safety issues and crime prevention Continue to host the Citizens Police Academy Continue to enhance the Citizen Emergency Response Team Evaluate the efficiency and effectiveness of the current Reserve Peace Officer program Continue to support the volunteer Police Chaplains Program. Chaplains are developing

programs to provide emotional support as well as a confidential outlet for officers who seek to assistance dealing with the stressful effects of the law enforcement profession.

Continue to develop social media efforts, to include maintaining use of Facebook, Twitter, Code Red, Next Door, Instagram and a newly started You Tube channel o Use these outlets to disseminate traffic/weather emergencies, criminal intelligence,

neighborhood issues, as well as promote public outreach, citizen involvement 2021/2022 Objective: Establish a formal policy on Business Check/Contacts for each District

Officer. Perhaps create a survey and schedule how often it is deployed by officers and subsequently evaluated by Patrol Command. Could be useful for Apartment complexes as well.

2021/2022 Objective: Encourage Command Staff to become involved in mentoring program 2021/2022 Objective: Begin to involve district officers in HOA/Crime Watch meetings GOAL 3: Agency Relationships Continue productive relationships with Ellis County and other North Texas law enforcement agencies OBJECTIVES: Continue recurring meetings with Ellis County law enforcement representatives to include

Ellis County District Attorney, municipal law enforcement agencies and Federal law

198


enforcement agencies

Establish formal inter-local agreements and response protocols with adjacent law enforcement agencies to provide effective training and intervention capabilities

Maintain and encourage membership in law enforcement, county and NCTCOG committees and organizations that will enhance relationships with outside public safety and judicial agencies

Continue memberships in REPAC, LETAC, NCTCOG Criminal Justice Policy Development Committee, and Navarro College Police Academy Training Committee

GOAL 4: Enhance First Responder Capabilities OBJECTIVES: Establish tabletop exercises with community partners such as MISD and expand efforts to

include industrial partners such as TXI, Holcim, Ashgrove and Gerdau Conduct a minimum of 6 with a goal of 12 table top exercises in the MPD staff meetings Conduct a full-scale exercise with MISD, City First Responders, including SRRG and

EDUCT assets Continue advanced weapons training Virtual Training Program with Simulator Continue focus on in-service training goals, to include use of force, defensive tactics,

emergency police driving, de-escalation techniques, and scenario-based training Fitness Program (Program has been designed and ready for implementation in FY 21-22 GOAL 5: Continue Progress on Development of Nationally Recognized Standards and Procedures Develop the Police Department Planning Priorities as an organizational policy document OBJECTIVES: Set Agency wide priorities to promote public safety, organizational development, internal

and external collaboration, resource management, and innovation Incorporate Police Department Planning Priorities as an organizational policy document Complete requirements for TPCA Recognition Determine feasibility of beginning CALEA Accreditation GOAL 6: Focus on Leadership Training Continue to provide enhanced training opportunities to first-line and command level supervisors to enhance their skills, knowledge and capabilities OBJECTIVES: Identify quality courses that represent opportunities for real improvement in the delivery of

service, servant leadership and crime prevention Continue to send sergeants to ILEA 30 Day School Continue to send sergeants to TCPA’s three-week advance Leadership school TPCA Developing Leaders for Texas Law Enforcement – Sergeants ILEA Course Sergeants LEMIT Leadership Command College – Command Level LEMIT Command Staff Leadership Series – Command Level Officers

199


GOAL 7: Recruitment Recruit high quality, self-motivated and service-minded recruit officers to fill open positions within MPD in order to establish a generation of ethical/moral officers to serve the City of Midlothian for decades to come

OBJECTIVE: Continue to use Council approved Lateral Entry Program to attract trained, experienced and

motivated officers who want to serve the Midlothian Community


2021 Award Recognition: Officers of the Quarter

1: Kyle Boyd 2: Chris Vinson 3. Chris Douglas4. Robert Newberry

Officer of the Year: Nate Siegler Communications Officer of the Year: Taylor Rawls Civilian of the Year: Nicole Brown Supervisor of the Year: Billy Halbert Heather Phares Memorial Award: Phillip Evitt

New Hires in FY 20-21: Police Officers: Benjamin Zucker Sherilyn Taylor Vernell Dooley Byron Stewart Austin Craig Gary Puckett (Part-Time) Derick Wiley

Recruits: Chad Ferris Dalton Bailey Elijah Samuels Michael Geeslin

Support/Admin: None

The following personnel attained their Basic Peace Officer Certification in FY 20-21: Ryan Mills Phillip Evitt Taylor Boler Nicklaus VanDerKar Willard Roberts Dawson Frazer Sherilyn Taylor Austin Craig

200


The following personnel attained their Intermediate Peace Officer Certification in FY 20-21: Jose Rodriguez Jacob Rittimann Maggie Fraire Nick Barajas Brian Gaiters Freddia Cedillo Marissa Frazer

The following personnel attained their Advanced Peace Officer Certification in FY 20-21: Ray Hall Aaron Walters Brett Clifton Cole Underwood

The following personnel attained their Master Peace Officer Certification in FY 20-21: Allen Crawford Tim Hicks Matt McCaskill Ben Zucker

The following personnel attained non-police certifications: Stephanie Sera (Advanced Communicator) Tiamma Mayfield (Advanced Communicator)

The following personnel received promotions within the Organization:

Sergeant: None

Corporal: Clayton Wilson

Part-Time to Full-Time Officer: Robert Newberry

NEED Training Coordinator Courtney Abel

Programs/Recognition: National Night Out program recognized as #1 in Texas for comparable cities Five officers certified as Spanish translators Implemented in-house leadership training for all Department supervisors Implemented COVID-friendly One-Day Citizens Police Academy School Safety Commander and EM coordinated Emergency Response Table Top

Exercise with MISD Principals Coordinated drive up COVID testing at Conference Center New Health and Fitness program for all MPD Sworn positions.

********

201

CITY OF MIDLOTHIAN 19 - POLICEGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Full-Time PersonnelPolice Chief 1 1 1 1 1Assistant Police Chief 1 1 1 1 1Police Commander 4 4 5 6 6Police Sergeant 8 10 10 8 8Police Corporal 6 6 6 7 7Police Officer 33 40 46 47 50Administrative CID Tech 1 1 1 1 1Records Administrator 1 1 2 2 2Emergency Management Coordinator 0 0 1 1 1Patrol Admin/Analyst 0 0 1 1 1Public Safety Officer 1 1 1 1 1Administrative Office Manager 1 1 1 1 1Volunteer Coordinator 0 0 0 0 1Victim's Assistance Coordinator 0 0 0 0 1Building Service Technician 1.00 1.00 1 1 1Part-Time Personnel * 2.75 2.75 2.75 3.25 3.25TOTAL 60.75 69.75 79.75 81.25 86.25

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DESCRIPTIVEOperating Budget 6,818,966$ 7,821,282$ 9,782,077$ 9,864,368$ 11,184,564$ Certified Police Officers (FTEs) 53 62 69 70 73DEMANDPopulation 30,814 32,603 34,339 36,084 37,500 Service Area (in sq. miles) 60.0 64.33 64.33 64.35 64.35 Special Community Events 4 11 71 100 100 School Services 3 3 3 3 3 WORKLOADSolicitor Permits Issued 14 22 25 65 65 Training Hours Per Officer (Annual) 80 80 80 80 80 Community Programs Attended 3 3 3 3 3 Patrol Arrests (Patrol) 644 502 431 474 474 Offense Reports 2,323 1,895 2,020 2,097 2,100 Traffic Violations 13,362 11,159 13,030 14,999 15,000 Citations Issued 4,767 3,964 5,046 5,994 6,000 Accidents Investigated 822 890 991 1,074 962 Accidents - Minor 388 447 513 519 564 Accidents - Major 293 270 289 360 300 Accidents - Hit & Run 87 102 100 71 110 Security Checks 13,636 11,534 12,575 10,092 12,002 Criminal Investigations Criminal Offense Investigations 1,774 1,941 1,423 1,565 1,565 Cases Filed 905 781 485 533 533 Property Reported Stolen 496,507$ 751,406$ 415,896$ 457,485$ 457,485$


PERSONNEL SCHEDULE

* Part-time personnel includes, but is not limited to, police officers, interns, records clerks,etc.)

202

CITY OF MIDLOTHIAN 19 - POLICEGENERAL FUND

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

PRODUCTIVITYPolice Officers (Per 1,000 Population) 1.95 1.95 1.81 1.94 1.95 Cost of Operations Per Capita 203.34$ 226.25$ 270.98$ 272.20$ 298.26$ Patrol Avg Staffing Per Shift 5.0 5.0 5.5 6.5 6.5 Criminal Investigations Avg Cases Assigned Per Investigator 321 388 231 254 254 EFFECTIVENESSCriminal Investigations Property Recovered 110,271$ 25,980$ 199,500$ 219,450$ 219,450$ Cases Cleared by CID 241 549 706 776 776


203

CITY OF MIDLOTHIAN 105 - GENERAL FUND20 - PUBLIC WORKS

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 464,713$ 485,078$ 485,078$ 466,575$ 503,087$ 4%112 Longevity 2,760$ 3,408$ 3,408$ 3,048$ 3,672$ 8%113 Part-Time 1,666$ -$ -$ -$ -$ 0%114 Certification Pay 3,200$ 3,600$ 3,600$ 3,775$ 3,600$ 0%118 Allowances 2,175$ 2,250$ 2,250$ 2,344$ 2,250$ 0%119 Overtime Pay 4,677$ 3,500$ 3,500$ 6,504$ 3,500$ 0%141 SS/Medicare 34,340$ 38,272$ 38,272$ 34,323$ 39,868$ 4%142 Group Health & Life Insurance 119,286$ 136,294$ 136,294$ 131,874$ 129,983$ -5%143 Workers' Compensation 8,499$ 21,693$ 21,693$ 11,027$ 18,222$ -16%145 Unemployment Compensation 1,736$ 2,160$ 2,160$ 2,926$ 2,160$ 0%146 TMRS 70,847$ 72,122$ 72,122$ 72,940$ 80,322$ 11%

713,899$ 768,377$ 768,377$ 735,336$ 786,664$ 2%

200 CONTRACTUAL SERVICES210 Outside Services 31,376$ 46,000$ 46,000$ 37,258$ 55,010$ 20%217 Software Maintenance 2,557$ 2,200$ 2,200$ 1,728$ 1,728$ -21%240 Janitorial Services 6,262$ 7,460$ 7,460$ 9,038$ 7,460$ 0%

40,195$ 55,660$ 55,660$ 48,024$ 64,198$ 15%

300 SUPPLIES318 Janitorial Supplies 614$ 750$ 750$ 1,022$ 750$ 0%335 Minor Tools & Minor Equipment 9,786$ 5,000$ 5,000$ 6,071$ 5,500$ 10%336 Uniforms & Clothing 5,675$ 5,600$ 5,600$ 5,761$ 12,050$ 115%341 Signs, Posts, Barricades 26,385$ 30,000$ 30,000$ 28,477$ 36,000$ 20%342 Materials & Supplies 3,850$ 3,680$ 3,680$ 3,881$ 3,680$ 0%343 Medical Supplies 256$ -$ -$ -$ -$ 0%344 Chemical Supplies 335$ 1,500$ 1,500$ 566$ 1,500$ 0%345 Computer Supplies 348$ -$ -$ -$ -$ 0%348 Office Supplies 337$ 700$ 700$ 347$ 700$ 0%

47,586$ 47,230$ 47,230$ 46,125$ 60,180$ 27%

600 CAPITAL OUTLAY628 Building Renovation 14,000$ -$ -$ -$ -$ 0%633 Vehicles 32,511$ -$ -$ -$ -$ 0%634 Equipment -$ 90,000$ 90,000$ 68,447$ 74,922$ -17%644 Street/Drainage Rehabilitation 2,997,408$ 2,578,759$ 3,177,753$ 2,729,066$ 2,500,000$ -3%647 Sidewalks New & Rehab -$ -$ -$ -$ 100,000$ 0%

3,043,919$ 2,668,759$ 3,267,753$ 2,797,513$ 2,674,922$ 0%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Public Works Department provides essential public services in the areas of street and alley maintenance; traffic management systems; rights-of-way maintenance; storm drainage systems; and, City facility maintenance. This department is also responsible for monitoring the performance of the City's solid-waste contractor.


CITY OF MIDLOTHIAN 105 - GENERAL FUND20 - PUBLIC WORKS

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

The Public Works Department provides essential public services in the areas of street and alley maintenance; traffic management systems; rights-of-way maintenance; storm drainage systems; and, City facility maintenance. This department is also responsible for monitoring the performance of the City's solid-waste contractor.

700 OTHER OPERATING COSTS709 Equipment Rental -$ 2,000$ 2,000$ 661$ 2,000$ 0%710 Vehicle Maintenance 9,097$ 8,500$ 8,500$ 16,349$ 11,000$ 29%711 Fuel 21,013$ 20,000$ 20,000$ 30,296$ 32,000$ 60%713 Equipment Maintenance 18,979$ 28,000$ 28,000$ 22,821$ 30,790$ 10%720 Dues & Subscriptions 111$ 660$ 660$ 432$ 830$ 26%729 Conferences & Training 48$ 3,500$ 3,500$ 544$ 4,950$ 41%730 Miscellaneous 271$ 600$ 600$ 877$ 700$ 17%732 Disposals 2,500$ 3,500$ 3,500$ 5,050$ 3,500$ 0%736 Postage 85$ 200$ 200$ 113$ 200$ 0%737 Printing 70$ 70$ 70$ 45$ 90$ 29%746 Street Maintenance 266,109$ 225,000$ 362,470$ 260,723$ 325,000$ 44%749 Telephone 5,183$ 5,800$ 5,800$ 5,562$ 4,900$ -16%751 Utilities - Electric 269,857$ 260,240$ 260,240$ 387,962$ 270,000$ 4%752 Utilities - Gas 2,044$ 2,500$ 2,500$ 5,490$ 4,000$ 60%754 Utilities - Water (Cemetery) 567$ 480$ 480$ 401$ 480$ 0%755 Facility Maintenance 26,386$ 17,200$ 17,200$ 19,378$ 17,200$ 0%758 Utilities - Propane 745$ 1,800$ 1,800$ 903$ 1,800$ 0%765 Utilities - Water 1,502$ 2,500$ 2,500$ 2,356$ 2,500$ 0%781 Street Light Maintenance 18,879$ 7,600$ 7,600$ 5,020$ 7,600$ 0%

643,446$ 590,150$ 727,620$ 764,983$ 719,540$ 22%



CITY OF MIDLOTHIAN 20 - PUBLIC WORKS GENERAL FUND

MISSION STATEMENT: To provide essential services in the areas of street and storm drainage maintenance and repairs, in an efficient, economical and safe manner in accordance with generally accepted industry standards. DEPARTMENT AT A GLANCE: The Public Works Department provides essential public services in the areas of street and alley maintenance, traffic management systems, right-of-way maintenance, storm drainage systems, City facility maintenance, and performance monitoring of the City’s solid-waste contractor. FY 2021-2022 BUDGET HIGHLIGHTS: Street/Drainage Rehabilitation (#644, $2,500,000) Street Sweeper – Lease ($74,922) Street Maintenance ($200,000) KEY GOALS & OBJECTIVES: GOAL 1: Provide exceptional customer service by responding promptly and professionally to citizen requests for service OBJECTIVES: Continue use of work order system to monitor and follow up on requests for service Maintain prompt and effective response rates to customer complaints

206


GOAL 2 Improve streets based on a prioritized CIP to reduce long-term maintenance costs and increase safety. Continue an aggressive annual preventative maintenance program to lengthen the service life of streets that are in relatively good condition and reduce future maintenance costs. OBJECTIVES: Routinely update the Pavement Management System (PMS) for streets, curbs, and sidewalks Continue to identify, assess and prioritize streets needing improvements Implement street rehabilitation on streets identified by the Engineering Department Continue the crack-sealing program on streets Continue using street inventory and maintenance records to assist in making better-informed

long-term maintenance and construction decisions Continue to work cooperatively with Ellis County to overlay and chip seal streets Repair potholes as necessary Repair streets due to utility cuts Repair base failures Provide American Disabilities Act (ADA) compliant barrier-free ramps GOAL 3: Continue preventative maintenance on drainage channels and creek crossings to prevent flooding OBJECTIVES: Perform visual inspection of storm drain inlets, culverts, creeks and channels for debris within

rights-of-way on a routine basis or as-needed (e.g., after significant rain events, citizen complaints, etc.)

Maintain culverts, creeks and channels within rights-of-way to ensure free flow of storm water Use outside sources and equipment, when available, to clean difficult conditions Complete emergency requests immediately and routine requests within 30 days of notification GOAL 4: Provide a comprehensive Traffic Management System consisting of the initial placement of, and repairs to, street signs, traffic control signs, traffic signals, roadway markings, school zone signs and flashing signals, traffic loops, barricades and cones to effectively manage traffic through and around the City OBJECTIVES: Identify locations requiring use of traffic management devices. Install and replace street and traffic control devices in a timely manner. Prevent unnecessary disruption of traffic. Install and maintain traffic control devices in accordance with the Texas Manual on Uniform

Traffic Control Devices. Routinely inspect and restripe roadways, intersections, crosswalks, etc. as needed.

207


GOAL 5 Maintain City rights-of-way to ensure public safety and enhance streetscape aesthetics OBJECTIVES: Trim back trees in ditch line Routinely identify trees that require trimming and coordinate removal with outside contractor

or perform necessary trimming and removal using City resources and personnel ACCOMPLISHMENTS FY 20-21: Provided interdepartmental assistance to the Utility, Parks, Police, and Fire departments, as

well as Midway Regional Airport Continued upgrading city intersections by overlaying asphalt, extending culverts for larger

turn radius, adding safety ends and restriping roadways Completed drainage improvements by clearing ditches and installing new culverts Continued upgrading regulatory and street signs to “high-visibility” signage to assist

emergency responders Provided assistance to Texas Department of Transportation (TxDOT) in the maintenance of

rights-of-way and roadways Purchased a 2022 International HV607 Dump Truck with assistance from the Texas

Commission of Environmental Quality (TCEQ) Grant Completed various street repair projects throughout the city (see Performance Measures for

list of completed street repairs)

* * * * *

208

CITY OF MIDLOTHIAN 20 - PUBLIC WORKSGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Public Works Director (Split) 0.5 0.5 0.5 0.5 0.5Public Works Superintendent 1 1 1 1 1Public Works Foreman 1 1 1 1 1Heavy Equipment Specialist 3 3 3 3 3Maintenance Worker I 3 3 4 4 4Administrative Assistant I 0 1 1 1 1Public Works Sign Technician 1 1 1 1 1TOTAL 9.5 10.5 11.5 11.5 11.5

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDMiles of Paved Streets 194 201 204 215 220 Calls for Service 194 276 280 290 300 Work Orders Processed 194 276 280 290 300 Number of Traffic Signals Maintained 2 2 2 2 2 PRODUCTIVITYStreet Light Inventory 1,532 1,769 1,844 1,964 2,096 Tons of Hot Mix Asphalt Used 206 354 164 431 450 Tons of Cold Mix Asphalt Used 102 129 114 117 120 Miles of Street Striping Completed 16 5 3 - 3 Street Signs Repaired/Replaced 721 493 500 520 525 EFFECTIVENESSOperating Budget 2,588,368$ 3,095,912$ 4,489,045$ 4,391,981$ 4,305,504$ Cost of Operations per Linear Mile 13,342$ 15,403$ 22,000$ 20,457$ 19,570$

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

RECYCLABLE MATERIAL (IN TONS)Newspapers 721 845 1,021 1,040 1,096 Tin Cans 15 18 21 22 24 Milk Jugs 6 7 9 9 10 Plastic Containers 14 16 19 20 22 Aluminum Soda Cans 6 7 9 9 11 Trash 43 50 61 62 65 Mixed Household Paper 80 93 113 115 120 EFFECTIVENESS OF CITY-WIDETrees Saved 13,612 15,944 19,275 19,636 19,997 KWH of Energy Saved 3,283,013 3,845,377 4,648,626 4,735,674 4,822,722 Gallons of Water Saved 5,605,145 6,565,277 7,936,678 8,085,297 8,233,916 Cubic Yards of Landfill Saved 2,402 2,814 3,401 3,465 3,530 Air Pollution Reduced By Pounds 48,044 56,274 68,029 69,303 70,577


RECYCLING

PERSONNEL SCHEDULE

209


STREET SEGMENT FROM TOV.V. Jones Rd. City Limits City Limits 1350 Walter Stephenson Rd. 1350 Walter Stephenson Rd. 1350 Walter Stephenson Rd. Cystal Dr., Lake Grove Loop, McAlpin Rd., Rolling Wood Ln., Sherwood Ct., Singleton Rd., Sudith Ln., Sunlit Ct., Waterworks Rd., Willow Bend Dr., Willow Creek Dr.

Cystal Dr., Lake Grove Loop, McAlpin Rd., Rolling Wood Ln., Sherwood Ct., Singleton Rd., Sudith Ln., Sunlit Ct.,

Same Areas

Allen Ln. FM 663 FM 663Blue Bonnet Ln. FM 663 West end King Arthur St. FM 663 West end Sir Lancelot Cir. King Arthur St. King Arthur St.Kings Ct. Sir Lancelot Cir. Kings Ct. Abandoned Portion of FM 663 North end South endApple Ln. FM 663 End of asphaltApple Ct. Apple Ln. West end Clear Creek Dr. Clearview Dr. South endE. Avenue F S. 14th St. Cul-de-sacGarvin Way FM 663 Cul-de-sacRolling Wood Ln. Ashford Ln. Cul-de-sacSudith Ln. Ashford Ln. Cul-de-sacSunlit Ct. Sudith Ln. Cul-de-sacSingleton Rd. Baucum Rd. City Limits Waterworks Rd. Springbrook Dr. FM 875Willow Creek Dr. Plainview Rd. Willow Bend Rd. Lake Grove Loop Oak Tree Ln. Oak Tree Ln. Sherwood Ct. Windridge Ct. Cul-de-sacCrystal Dr. Springbrook Dr. Dead-end McAlpin Rd. S. 14th St. Planview Rd. Willow Bend Dr. Willow Creek Dr. Dead-end

City Wide Maintenance-Striping

PUBLIC WORKS PROJECTSPROJECT FUNDING (105-620-746)PROJECT FUNDING (105-620-644)

Pavement ResurfacingPavement ResurfacingPavement ResurfacingPavement Resurfacing

CANDIDATE STREET MAINTENANCE AND REHABILITATION-DRAINAGE PROJECTS

LOCATION TYPE

FY 2021-2022

PROJECTS ARE BASED ON ONGOING PRIORITIZATION(SUBJECT TO RE-PRIORITIZATION)

325,000$ 2,500,000$

Rehabilitation - Overlay Rehabilitation - Overlay Rehabilitation - Overlay Rehabilitation - Overlay Rehabilitation - Overlay Rehabilitation - Overlay Rehabilitation - Overlay

Rehabilitation - Overlay

Daily Operations

Level up & CompactReplace Culvert

Engineering Professional Services Agreement

Pavement ResurfacingPavement ResurfacingPavement ResurfacingPavement ResurfacingPavement ResurfacingPavement Resurfacing

Rehabilitation - Overlay Rehabilitation - Overlay Rehabilitation - Overlay

Pavement Resurfacing

210


STREET SEGMENT FROM TOMeadow Ln. North end South end Sunset Dr. Westcliff Cir. N. 9th St. Ridgecrest Dr. South end Rolling Hills Dr. Westview Terrace West end North Cul-de-sacPebble Creek Dr. Meadow Ln. N. 9th St.Valley View Ln. N. 9th St. Meadow Ln. Hillside Dr. Rolling Hills Dr. South end Yucca St. Pebble Creek Dr. South end Skyline Dr. Meadow Ln. Westcliff Cir.N. 10th St. E. Indiana St. E. Ohio St.E. Ohio St. N. 10th St. N. 9th St. Apple Ln. Apple Ln. Apple Ln. Oak Tree Ln. Mt. Zion Rd. S. 14th St. Skinner Rd. Planinvew Rd. Honeysuckle Rd. Walter Stephenson Rd. S. 5th St. S. US HWY 287Shady Ridge Dr. Twin Oaks Dr. Dead-end Shallow Creek Dr. McAlpin Rd. McAlpin Rd. Shallow Creek Dr. McAlpin Rd. Cul-de-sacMockingbird Ln. Various Locations Various LocationsSunbeam Ct. Sudith Ln. Dead-end Springbrook Dr. Tower Rd. Cool Springs Dr. Sheparkon Dr. Oak Tree Ln. Cul-de-sacWhitehead Rd. 4210 Whitehead Rd. 4260 Whitehead Rd. Honeysuckle Rd. 1410 Honeysuckle Rd. 1440 Honeysuckle Rd. Walnut Grove Rd. Various Locations Various LocationsOak Tree Ln. 3040 Oak Tree Ln. 3040 Oak Tree Ln. Lena Ln. Lena Ln. FM 663

City Wide Maintenance-Striping

PUBLIC WORKS AND ENGINEERING COORDINATED PROJECTSPROJECT FUNDING (105-620-746)PROJECT FUNDING (105-620-644)


Pavement ResurfacingPavement ResurfacingPavement Resurfacing

Culvert Installation Rehabilitation - Overlay

Pavement ResurfacingPavement ResurfacingPavement ResurfacingPavement ResurfacingPavement Resurfacing

Pavement Resurfacing

2,774,690$ 225,000$

Daily Operations

Pavement ResurfacingPavement Resurfacing

Rehabilitation - Overlay Rehabilitation - Overlay Rehabilitation - Overlay Rehabilitation - Overlay

Rehabilitation - Overlay Rehabilitation - Overlay

Rehabilitation - Overlay Spot Repairs


Spot Repairs Rehabilitation - Overlay

TYPELOCATION

Install a Portion of Sidewalk Headwall Installation

FY 2020-2021 STREET REHABILITATION/MAINTENANCE PROJECTS COMPLETED

211

CITY OF MIDLOTHIAN 105 - GENERAL FUND21 - COMMUNITY SERVICES

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 400,900$ 427,676$ 427,676$ 386,204$ 477,811$ 12%112 Longevity 1,728$ 2,160$ 2,160$ 2,064$ 2,208$ 2%113 Part-Time Wages 18,349$ 17,033$ 17,033$ 10,035$ 17,033$ 0%114 Certification Pay 8,900$ 10,800$ 10,800$ 9,575$ 10,800$ 0%118 Allowances 900$ 900$ 900$ 937$ 900$ 0%119 Overtime Pay 27,263$ 8,999$ 8,999$ 13,661$ 8,999$ 0%141 SS/Medicare 33,191$ 35,769$ 35,769$ 29,878$ 39,470$ 10%142 Group Health & Life Insurance 96,471$ 114,564$ 114,564$ 108,557$ 140,048$ 22%143 Workers' Compensation 2,518$ 6,743$ 6,743$ 3,268$ 6,582$ -2%145 Unemployment Compensation 1,446$ 1,800$ 1,800$ 2,203$ 2,070$ 15%146 TMRS 65,125$ 65,823$ 65,823$ 61,913$ 76,987$ 17%

656,791$ 692,267$ 692,267$ 628,295$ 782,908$ 13%

200 CONTRACTUAL SERVICES210 Outside Services 57,510$ 66,915$ 66,915$ 61,047$ 62,858$ -6%211 Veterinarian Services 7,602$ 11,200$ 11,200$ 14,681$ 30,600$ 173%217 Software Maintenance 6,912$ 8,412$ 8,412$ 7,608$ 6,912$ -18%244 Inspection Services 46,900$ 55,950$ 55,950$ 42,350$ 64,150$ 15%

118,924$ 142,477$ 142,477$ 125,686$ 164,520$ 15%

300 SUPPLIES335 Minor Tools & Minor Equipment 6,259$ 4,500$ 4,500$ 2,438$ 5,166$ 15%336 Uniforms & Clothing 2,300$ 2,220$ 2,220$ 2,801$ 3,384$ 52%342 Materials & Supplies 9,153$ 6,874$ 6,874$ 4,912$ 7,051$ 3%344 Chemical Supplies 1,286$ 2,150$ 2,150$ 1,829$ 2,150$ 0%345 Computer Supplies 3,941$ -$ -$ 616$ 8,800$ 0%348 Office Supplies 2,041$ 2,500$ 2,500$ 2,743$ 5,446$ 118%

24,980$ 18,244$ 18,244$ 15,339$ 31,997$ 75%

600 CAPITAL OUTLAY633 Vehicles -$ -$ -$ -$ 29,000$ 0%635 Radio Equipment -$ -$ -$ -$ 10,600$ 0%

-$ -$ -$ -$ 39,600$ 0%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

Effective October 1, 2013, the 21-Animal Control Department was merged with 22-Community Services to create a new org unit titled 21-Community Services. A new supervisory position was created to oversee management of both functions. This org unit enforces animal-related City ordinances; implements programs for rabies control; promotes animal adoption programs; manages and enforces City ordinances, state laws and applicable codes as they pertain to building, public health, nuisances, zoning, signs, and illegal dumping. This department is responsible for conducting health inspections, food establishment inspections, and code violation investigations.


CITY OF MIDLOTHIAN 105 - GENERAL FUND21 - COMMUNITY SERVICES

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

Effective October 1, 2013, the 21-Animal Control Department was merged with 22-Community Services to create a new org unit titled 21-Community Services. A new supervisory position was created to oversee management of both functions. This org unit enforces animal-related City ordinances; implements programs for rabies control; promotes animal adoption programs; manages and enforces City ordinances, state laws and applicable codes as they pertain to building, public health, nuisances, zoning, signs, and illegal dumping. This department is responsible for conducting health inspections, food establishment inspections, and code violation investigations.

700 OTHER OPERATING COSTS710 Vehicle Maintenance 1,695$ 2,500$ 2,500$ 3,594$ 2,500$ 0%711 Fuel 7,097$ 7,000$ 7,000$ 8,084$ 7,000$ 0%716 Advertising & Legal Notices 926$ 500$ 500$ -$ 500$ 0%720 Dues & Subscriptions 55$ 100$ 100$ 100$ 100$ 0%729 Conferences & Training 2,449$ 1,730$ 1,730$ 2,430$ 2,000$ 16%731 Mowing/Lien 44,158$ 20,000$ 20,000$ 1,936$ 20,056$ 0%736 Postage 6,338$ 3,500$ 3,500$ 3,934$ 3,408$ -3%737 Printing 247$ 875$ 875$ 1,387$ 875$ 0%749 Telephone 6,609$ 6,181$ 6,181$ 6,195$ 8,471$ 37%

69,574$ 42,386$ 42,386$ 27,660$ 44,910$ 6%

870,269$ 895,374$ 895,374$ 796,980$ 1,063,935$ 19%TOTAL CURRENT EXPENDITURES


CITY OF MIDLOTHIAN 21 - COMMUNITY SERVICES GENERAL FUND

Police Chief

Community Services/Environmental Manager

Animal Control Field Supervisor

Animal Shelter Supervisor

Code Enforcement Officer

Administrative Assistant II1 F/T 1 P/T

Lead Animal Control Officer/Bite Investigator

Animal Shelter Attendant (2)

Animal Control/Code Enforcement Officer

(2)

MISSION STATEMENT: To organize and execute the enforcement of City ordinances, state laws and applicable codes as they pertain to areas of Animal Services, Shelter Management, Code Enforcement, Health and Safety, Nuisances, Vector Control and Public Health and Safety. Build partnerships with other City Departments and the community to implement core values and best practices. To protect the public health, safety and welfare of the citizens. DEPARTMENT AT A GLANCE: Community Services Division is responsible the public health, safety and welfare within three distinct, diverse work groups: Animal Services (Shelter Management and Field Operations), Code Enforcement and Environmental Health. Within Animal Services, there are two distinct functions: Animal Shelter Management and Field Operations Animal Shelter Management includes: Compliance with State Standards for the Shelter Animal intake, check animal for microchips (to contact owner) Vaccinating animals for common diseases

o Animals are vaccinated for: kennel cough parvovirus distemper and bordetella (for dogs) and a combo vaccine for feline leukemia for cats *state law does not allow us to vaccinate animals for rabies

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Monitor lost pet postings Post animals to Facebook, check list of people wanting specific animals Host adoption events Clean, sanitize the shelter multiple times a day Feed animals Care for newborn animals that are born in the shelter or that need special assistance Ensure each dog receives outside time Check out traps from the shelter to citizens Evaluate each animal at the shelter to determine adoptability Micro-chipping of animals adopted Confirmation and Compliance of vaccinations and sterilization of animals (State Law) No adoptable animals have been euthanized due to a full shelter or overcrowding of the shelter since August 2014. *Animals have been euthanized that were not adoptable due to aggression, illness, kennel stress or disease. Animal Services Field Operations includes: Loose animals Barking complaints Animal hazards Animal welfare Dangerous animals Trap-Neuter-Release Program Animal bites (to humans and animals) Response to Wildlife calls such as snakes, skunks, raccoons, possums Response to Livestock calls Oversee quarantines Prepare specimens for rabies testing and follow through in confirming with the state the results

of all specimens. Follow up with persons involved in animal bite with results of testing. Community Services/Code Enforcement activity includes enforcing ordinances that enhance the neighborhood and ensure neighborhood integrity issues are compliant with local, state and federal laws. These issues include property maintenance issues, high grass, unclean premises, stagnant water, vehicle violations, illegal signage, fence violations, parking violations and solicitor violations. Community Services/Code Enforcement also is responsible for permitting garage sales, temporary signage and flag or wind devices (advertising devices) and billboard signage. Community Services is also responsible for background checks and issuing of permits for all solicitor (door-to-door, itinerant, and mobile vendors). Community Services/Environmental Health is responsible for the management of Council-mandated programs regarding the city’s integrated mosquito management program and contract; plan reviews and certificate of occupancy inspections of businesses that offer food. Coordination and oversight of third-party vendor for initial food establishment inspections. Reinspections of fixed food establishments. Responsible for review, permitting of fixed food establishments and temporary food permits as well as inspections of restaurants. FY 2021-2022 BUDGET HIGHLIGHTS:

Lead Animal Control Officer/Bite Investigator ($126,406)

215


KEY GOALS & OBJECTIVES: GOAL 1: Animal Services – Propose adoption fees, review impound fees and consider offering microchipping services to the public OBJECTIVES: Provide information and recommendations to City Manager and Supervisor for proposed fee

changes for animal services GOAL 2: Code Enforcement / Health OBJECTIVES: Review and propose changes to health permit fees, permit modifications for mobile food units

and present information to Supervisor and City Manager Review and propose changes to the Temporary Food Permit Process to offer an annual TFP

presentation of information to Supervisor and City Manager GOAL 3: Prepare revisions to the current Animal Ordinance for Council to be consistent with State Law OBJECTIVES: Review Best Practices Ensure local ordinance mirrors Texas Health and Safety Code Review Dangerous Dog State Law requirements and modify as needed Propose changes to Supervisor and City Manager GOAL 4: Streamline process for Food Permits and Sign Permits through point of contact permitting and inspection by Code/Health Inspectors OBJECTIVES: Review Best Practices Implement 90-day trial period for process Review after 90 days Make recommendation to Supervisor

ACCOMPLISHMENTS FY 20-21: Continued to work to perform inspections to reduce nuisance issues to improve neighborhoods Successfully recruited and hired for vacancies during the year Modified Shelter hours to provide for more accessibility to citizens Participated in City-wide Emergency Preparedness Training Partnered with the Crisis Intervention Unit in complex animal, code and health cases Participated in Weekly DRC Meetings Continued positive relationships with Target and Wal-Mart which provides supplies to support

the Animal Shelter

216


Once again, this year, Animal Services Staff provided “same day response” to all animal bites when notified – including bites after-hours and weekends.

Calls for service in Animal Services (Shelter Management and Field Operations) increased

from 5,976 in FY 2019-20 to 6,260 in FY 2020-21. There were also increases of cat and wildlife calls during FY 2020-21. Feline intake was up

51% year from FY 2019-20 to 271 feline taken into the shelter. Staff responded to 132 wildlife calls this year up from 50 the previous year.

Due to the significant increase in wildlife and feral cat calls, our animal euthanasias were up by 17 % from 179 in FY 2019-20 to 217 in FY 2020-21.

Staff responded to 70 animal bite/ bite investigations this year. However, no adoptable animals have been euthanized due to a full shelter or overcrowding of the shelter since August 2014. Code Enforcement and Environmental Health Activity FY 2020-2021 The largest increase in Code Enforcement activity for Fiscal Year 2020-2021 saw more inspection activity in food / health inspections. Since restrictions have been lifted due to COVID, more events and community activity has increased the requests for temporary food permits. Food related activity increased from 241 interactions during FY 2019-20 to 918. These interactions ranged from inspections and re-inspections (with Bureau Veritas), Certificate of Occupancy inspections for food establishment; issuance of temporary food permits for events and food related complaints. There was an overall decrease in Code / Health Inspection activity this year. There was staff turnover in the Code / Health Inspection area during FY 2020-21. The decrease in inspection activities is related to staffing, vacancies and training of new staff.

Mosquito Management Program

Utilizing the Council-approved Integrated Mosquito Management Plan ground spraying for mosquitoes were not required again this year. Our action plan continues to prove effective for the City of Midlothian in FY 2020-21. Staff monitors and ensures treatment of known areas of stagnant water. The success of our Mosquito Management Program and limited WNV mosquitoes is a direct result of the due diligence staff makes in routinely monitoring known areas of stagnant water and ensuring the contractors treat known stagnant water areas every 30 days and after heavy rainfall.

* * * * *

217

CITY OF MIDLOTHIAN 21 - COMMUNITY SERVICESGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Animal Control/Community Services Officer 3.0 3.0 2.0 2.0 2.0Animal Control Field Supervisor 0.0 0.0 1.0 1.0 1.0Lead Animal Control Officer/Bite Investigator 0.0 0.0 0.0 0.0 1.0Code Enforcement Officer 0.0 1.0 1.0 1.0 1.0Shelter Supervisor 0.0 1.0 1.0 1.0 1.0Animal Control Shelter Attendant 2.0 2.0 2.0 2.0 2.0Administrative Assistant II 1.0 1.0 1.0 1.0 1.0Part-Time Administrative Assistant II 0.0 0.0 0.5 0.5 0.5Community Services Manager 1.0 1.0 1.0 1.0 1.0TOTAL 7.00 9.00 9.50 9.50 10.50Beginning in FY 13-14, Community Services and Animal Control were merged into one department.

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDCalls Received 5,299 5,395 5,976 6,260 6,500 WORKLOADAnimals Picked Up 695 668 653 700 700 Animals Euthanized 239 237 179 217 200 Animal Bites 149 96 60 70 80 Citations Issued 20 379 25 35 35 Loose Livestock 67 70 50 60 60 Wildlife 35 15 50 132 75 Trap Set / Check / Remove 374 189 385 236 200 Loose Animals and Animal Welfare 1,114 1,056 980 876 900 PRODUCTIVITYAnimals Adopted 186 187 172 167 175 Animals Returned to Owner 201 245 231 146 150 EFFECTIVENESSAnimal Control Deposits 5,543$ 5,635$ 5,550$ 8,000$ 8,000$

DEMANDFixed Food Establishments 130 181 164 163 170 Sign Permit Applications (Temp & Offsite) 19 236 30 47 55 All Food Establishment Applications 339 440 405 323 400 Review and Permitting (G.S. and Food) 821 1,048 1,163 855 900 WORKLOADEstimated Illegal Signs Removed 1,661 776 809 831 850 Service Calls 5,147 5,395 5,242 4,441 4,500 Citations Issued 17 28 53 61 60 Notices of Compliance Sent/Citizen Contacts ** 5,147 9,250 8,406 7,830 8,000 High Grass/Weeds 943 893 1,278 703 900 Nuisance Calls* 1,628 1,366 1,717 1,648 1,700 Inoperable Vehicles 249 616 375 292 300 Junk / Debris/Trash Complaints 333 303 598 489 500 Sub-Standard Structures - - - - - PRODUCTIVITYAll Food Establishment Inspections 439 619 328 323 400 Signs Impounded 1,628 776 809 831 850 EFFECTIVENESSFood Establishment Permits Issued 439 439 214 347 400 Avg Cost of Dept Operations Per Capita 22.02$ 28.43$ 25.34$ 22.09$ 28.37$


PERSONNEL SCHEDULE

* Nuisance calls are calls received from citizens regarding brush complaints, traffic hazards, parking violations, dumpsters, illegal dumping, sign violations, landscaping violations, graffiti, fence violations, tree damage, structure prohibition, etc. **Contacts including phone calls.

Code Enforcement

Animal Control

218

CITY OF MIDLOTHIAN 105 - GENERAL FUND23 - PARKS

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 438,748$ 470,486$ 470,486$ 446,042$ 550,369$ 17%112 Longevity 3,064$ 2,928$ 2,928$ 3,160$ 3,552$ 21%113 Part-Time Wages 11,101$ 41,559$ 41,559$ 20,052$ 41,559$ 0%114 Certification Pay 7,800$ 7,800$ 7,800$ 8,275$ 9,000$ 15%118 Allowances 2,700$ 2,700$ 2,700$ 2,812$ 2,700$ 0%119 Overtime Pay 2,734$ 9,734$ 9,734$ 4,274$ 11,000$ 13%141 SS/Medicare 33,720$ 40,750$ 40,750$ 35,173$ 46,879$ 15%142 Group Health & Life Insurance 101,638$ 108,247$ 108,247$ 103,633$ 129,864$ 20%143 Workers' Compensation 3,885$ 9,875$ 9,875$ 5,040$ 8,349$ -15%145 Unemployment Compensation 1,371$ 2,341$ 2,341$ 2,377$ 2,791$ 19%146 TMRS 68,412$ 72,122$ 72,122$ 70,716$ 88,491$ 23%

675,173$ 768,542$ 768,542$ 701,554$ 894,554$ 16%

200 CONTRACTUAL SERVICES210 Outside Services 540$ 1,900$ 1,900$ 2,042$ 1,900$ 0%215 Contract Mowing 413,171$ 356,150$ 356,150$ 370,552$ 383,700$ 8%217 Software Maintenance 15,956$ 3,456$ 3,456$ -$ -$ -100%243 Equipment Maintenance 2,400$ 4,200$ 4,200$ 1,600$ 4,200$ 0%

432,067$ 365,706$ 365,706$ 374,194$ 389,800$ 7%

300 SUPPLIES318 Janitorial Supplies 6,957$ 6,000$ 6,000$ 8,087$ 9,500$ 58%335 Minor Tools & Minor Equipment 3,798$ 9,000$ 9,000$ 5,871$ 9,000$ 0%336 Uniforms & Clothing 2,100$ 5,000$ 5,000$ 3,077$ 5,650$ 13%341 Signs, Posts & Barricades 3,646$ 5,500$ 5,500$ 8,815$ 5,500$ 0%342 Materials & Supplies 1,104$ 4,000$ 4,000$ 2,669$ 4,000$ 0%344 Chemical Supplies 9,320$ 21,000$ 21,000$ 15,468$ 21,000$ 0%348 Office Supplies 1,231$ 1,700$ 1,700$ 1,682$ 1,900$ 12%

28,156$ 52,200$ 52,200$ 45,669$ 56,550$ 8%

600 CAPITAL OUTLAY633 Vehicles 37,209$ -$ -$ -$ -$ 0%634 Equipment 23,701$ -$ -$ -$ 154,507$ 0%

60,910$ -$ -$ -$ 154,507$ 0%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

To provide access to recreational opportunities for all residents through diverse programs including sports activities, facilities, open space preservation, trails and community entertainment.


CITY OF MIDLOTHIAN 105 - GENERAL FUND23 - PARKS

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

To provide access to recreational opportunities for all residents through diverse programs including sports activities, facilities, open space preservation, trails and community entertainment.

700 OTHER OPERATING COSTS709 Equipment Rentals 1,732$ 6,000$ 6,000$ 287$ 6,000$ 0%710 Vehicle Maintenance 6,531$ 6,000$ 6,000$ 7,545$ 6,000$ 0%711 Fuel 13,740$ 17,000$ 17,000$ 21,357$ 18,500$ 9%713 Equipment Maintenance 9,339$ 17,100$ 17,100$ 15,061$ 17,100$ 0%716 Advertising & Legal Notices -$ 500$ 500$ -$ 500$ 0%720 Dues & Subscriptions 1,695$ 2,040$ 2,040$ 2,699$ 2,090$ 2%725 Parks Special Events 39,049$ 36,921$ 36,921$ 40,275$ 58,864$ 59%729 Conferences & Training 1,112$ 9,250$ 9,250$ 4,930$ 12,550$ 36%730 Miscellaneous 7,306$ 9,500$ 9,500$ 11,618$ 9,500$ 0%736 Postage 4$ 25$ 25$ 25$ 25$ 0%737 Printing 246$ 700$ 700$ 358$ 1,000$ 43%749 Telephone 1,965$ 2,419$ 2,419$ 2,284$ 2,419$ 0%751 Utilities - Electric 68,648$ 85,000$ 85,000$ 127,331$ 104,800$ 23%753 Park Maintenance 169,505$ 145,106$ 145,106$ 180,284$ 196,387$ 35%765 Utilities - Water 127,198$ 125,000$ 125,000$ 70,351$ 210,000$ 68%

448,070$ 462,561$ 462,561$ 484,405$ 645,735$ 40%



CITY OF MIDLOTHIAN 23 – PARKS GENERAL FUND

MISSION STATEMENT: To provide access to recreational opportunities for all residents through a diversity of programs including sports activities, sports facilities, open space preservation, trails and community entertainment.

221


FY 2021-2022 BUDGET HIGHLIGHTS: Parks MWI – Community Park ($55,868) Toro Reelmaster – Community Park ($38,217) Toro Workman Cart – Community Park ($25,535) Pressure Washer ($12,255) Ballpark Groomer & Renovator ($33,500) Towable Boom Life ($45,000)

KEY GOALS & OBJECTIVES: GOAL 1 Increase the level of service provided to park patrons OBJECTIVES: Continue implementation of the Adopted Parks Master Plan with expanded entertainment

programs, trail planning, multi-purpose park and additional community parks Continue to schedule and host internal events and programs, including Movies in the

Park, 8th Street Dance, Egg Hunt, Kids Fishing Derby, Independence Day Parade, Independence Day Fireworks Display, Mockingbird Park Winter Walk, Parktopia, Tree Lighting Ceremony, Merry Movie Night, Volunteers in Parks Appreciation Dinner, Downtown Trick or Treat, Southern Star Christmas Celebration and Parade, Veterans Tribute Dinner, Midlothian Community Park Ribbon Cutting and Grand Opening Family Fun Day and create programming program for the Amphitheater

Continue to facilitate special events in cooperation with the Chamber of Commerce, Midlothian Downtown Business Association, Midlothian ISD and other community service organizations (i.e., Wine & Arts Festival, Project Graduation Parade, Midlothian Market, Bicycle Safety Class, National Night Out Kickoff, Mayor’s Back 2 School Bash, Jazz Concerts and Wildflower Walks)

Work to obtain a Downtown Event and Master Plan Coordinator for the future projects and additional events promoting downtown

Organize the Parks division (staff, schedule, and equipment) to make the most effective and efficient use of departmental resources

GOAL 2 Maintain the City’s developed and undeveloped parkland, open space, trails and rights-of-way OBJECTIVES:

Complete a new Parks and Recreation, Trails & Open Space Master Plan to be adopted

by Council and start implementation of the adopted plan. Implement specialized training of staff to expand knowledge of ball field maintenance,

horticulture and landscape maintenance Design, install and maintain botanical beds at City Hall, Conference Center, sign beds,

medians and park facilities Continue the current mowing schedule for all 28 acres of baseball, softball, soccer and

football fields. Staff will also begin to maintain the 60 acres at the new Community Park

222


Administer mowing contracts for street rights-of-way, non-athletic parks and other public facilities

Apply fertilizers and herbicides on a scheduled basis to improve turf and continue increasing organics program

Over-seed soccer, football, softball and baseball fields with Rye seed to protect the grass during each season

GOAL 3 Continue to provide safe and accessible playground equipment OBJECTIVES: Continue monthly inspection program of playgrounds to comply with ASTM standards and

ensure compliance with ADA requirements Replace and repair vandalized or broken equipment to prevent injuries Continue maintenance of safety surfaces at a level specified by ASTM to provide safety fall

zones Install accessible playground components Install visual language signs in the playgrounds GOAL 4 Implement Parks, Recreation, and Open Space Master Plan OBJECTIVES: Identify community needs Create walking and biking trails Purchase acreage for trail system that will link neighborhoods throughout the City Work with NCTCOG, Waxahachie, UPRR and Ellis county to develop a Preliminary Engineering

Report for the proposed Midlothian – Waxahachie Trail system and look for grant opportunities Work with Park Board and MCDC to create plans to update parks over the next 5 years Design and install new boardwalk and trails at the Lake Grove property Create new park policies and ordinances in conjunction with the Master Plan GOAL 5 Maintain approximately 130 roadside miles of right-of-ways and provide additional highway mowing as needed and/or on request OBJECTIVES: Perform weekly routine maintenance of medians that include mowing, edging, weed eating and

watering of irrigated medians Re-bid manicured mowing contract Continue the fertilization and landscaping programs for irrigated medians Remove excess vegetation growth which obstructs vision in all City right-of-ways Reallocate resources to provide additional landscape and beautification of medians and rights-of-

way Create landscape standards for medians, parks and facilities Increase and improve mowing contract list, evaluation of work and billing detail GOAL 6 Maintain all City of Midlothian facility grounds and landscaping to industry standards OBJECTIVES: On a weekly basis during the growing season, mow, edge and trim City properties including City

223


Hall, right-of-ways, medians, and Public Works facilities Continue the fertilization program for City facilities that includes an organics program Design, install and maintain ornamental plantings at City facilities, parks, sign beds and medians;

manage annual City wide contract to outsource identified services Work with Mayor and Council to reinstate Keep Midlothian Beautiful Continue the Forestry Management program to help with budgeting, multi-year schedule of tree

maintenance to protect trees and improve overall health and create planting needs Create city wide landscape bed maintenance contract to improve maintenance standards, plant

health, appropriate scheduling and aesthetics Design, bid and install new median beautification on 14th Street

GOAL 7 Provide a safe and secure environment for park visitors OBJECTIVES: Increase the routine patrol of park areas and facilities by the Police Department and Parks

Department staff Work closely with the Police Department to ensure that gates at Parks facilities remain

secured Post and enforce park rules and regulations Discuss the cameras in the park to see if something may provide better detail Work with Police Department on vandalism reduction outreach and program

GOAL 8 Begin the development of Phase II of Midlothian Community Park OBJECTIVES: Continue construction on the park and find savings in the field where possible Identify contingency savings to add additional amenities desired by Council Train and prepare staff to maintain the new amenities in the park Grand opening of the park


Ground breaking and construction started on MCP Phase II Expanded mowing contracts Continued Organics Program Increased number of cycles and areas of city-wide litter control program Started installation of some accessible playground components Purchased and installed new online recreational software, CivicRec Installed hand sanitizer stations in all parks Received grant from MCDC for a Veterans Memorial in Community Park Phase II Received grant from MCDC for beautification on Midlothian Parkway Designed and installed over 300 trees and two landscape beds on Midlothian Parkway Received grant from MCDC for Sports Complex and Jaycee Park re-design Received grant from MCDC for parkway sign designs and engineering plans Received grant from MCDC for new Christmas Tree and decorations

224


Received grant from MCDC for Received grant from MCDC for additional barricades, cones and water barricades for events

Received grant from MCDC for additional over street banners Received grant from MCDC for Heritage Park improvements Implemented Legacy Tree and Bench Program Completed and opened National Fitness Court at Sports Complex Completed the installation of shade structures in Kimmel, Hawkins Springs and

Mountain Peak Parks

* * * * *

225

CITY OF MIDLOTHIAN 23 - PARKSGENERAL FUND

POSITION(Full-Time Equivalents)

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Full-Time PersonnelParks Director 0 1 1 1 1Parks Operations Manager 1 1 1 1 1Parks Maintenance Foreman 1 0 0 0 0Parks Crew Leader 4 3 3 3 3Parks Maintenance Worker I 2 3 3 3 4Special Events/Recreation Coordinator 1 1 1 1 1Part-Time Personnel * 1.75 1.75 1.75 1.75 1.75TOTAL 10.75 9.75 9.75 10.75 11.75* Part-time personnel includes, but is not limited to, Maintenance Worker I positions (both regular part time and seasonal)

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDCity Population 30,814 32,603 34,339 36,084 37,500 Parks Maintained 14 14 14 14 14Total Acres of Parks 457.393 457.393 457.393 457.393 457.393Total Acres Right of Ways Maintained 63 63 63 63 63City Facilities Maintained 6 7 7 7 7Medians Maintained (Irrigated) 3 3 4 5 5Medians Maintained (Non-Irrigated) 13 13 13 12 12WORKLOADAnnual Preventive Maintenance Inspections 80 80 80 80 80Annual Sports Associations Participants 2,934 3,090 2,554 3,569 3,218Park Hours Open Weekly 183 183 182.5 183 183Medians Mowed Per Month 16 16 16 16 16Total Acres of Right of Way Mowed 206 206 206 206 206Special Public Events 87 88 56 54 57PRODUCTIVITYAvg Park Crews per Day 5 5 5 5 5Total Acres of Parks Maintained 282.04 282.04 282.04 282.04 285.94Total Miles Railport Berms and Slopes 34.00 34.00 34.00 34.00 34.00Medians Mowed (Per Month) 13 13 13 16 16EFFECTIVENESSTotal Acres of Parks Maintained 282.04 282.04 282.04 282.04 285.94Landscaped Entrances 5 5 6 7 7Park Board Meetings 12 12 11 12 12Reservations (Facilities) 238 238 240 116 200Reservations (Bandstand) 31 39 36 36Cost of Operations per City Capita 41.58$ 38.97$ 39.49$ 39.49$ 44.37$ Fees Collected 35,700$ 41,705$ 25,155$ 43,865$ 40,000$

PERSONNEL SCHEDULE


226

CITY OF MIDLOTHIAN 23 - PARKSGENERAL FUND

STATISTIC 2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Youth Soccer AssociationSoccer Fields 26 26 26 26 26 # of Participants 1,769 1,788 1,784 2,252 2,278 # of Coaches 166 296 348 386 376 # of Teams 195 180 190 214 259 # of Leagues 2 4 4 4 4 # of Games Played 980 630 585 594 640 # of Tournaments 1 2 0 1 1 # of Clinics 2 2 0 - 1 Average Spectators Weekly (Estimated) 2,900 2,756 4,676 8,000 8,400 Youth Baseball Association (Boys)Baseball Fields (Lighted) 5 5 5 5 10 # of Participants 864 997 437 982 600 # of Coaches 160 90 41 209 125 # of Teams 50 90 41 88 53 # of Leagues 11 20 9 6 6 # of Games Played 560 313 114 352 156 # of Tournaments 7 4 1 3 2 # of Clinics 4 2 1 - - Average Spectators Weekly (Estimated) 1,420 1,000 800 1,000 1,100 Youth Football AssociationMulti-Purpose Field 2 2 2 2 2# of Participants 301 305 333 335 340 # of Coaches 52 52 82 64 64# of Teams 12 12 19 10 13# of Leagues 1 1 1 1 1# of Games Played 108 108 141 45 120# of Clinics 2 2 2 0 2

SPORTS ASSOCIATION PARTICIPATION

0500

1,0001,5002,0002,5003,0003,5004,000

17-18 18-19 19-20 20-21 21-22*

PAR

TIC

IPA

NTS

FISCAL YEAR


227

CITY OF MIDLOTHIAN 105 - GENERAL FUND24 - SPORTS PARK

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 67,020$ 69,616$ 69,616$ 69,525$ 72,401$ 4%112 Longevity 528$ 624$ 624$ 624$ 720$ 15%114 Certification Pay 600$ 600$ 600$ 625$ 600$ 0%119 Overtime Pay 999$ 3,245$ 3,245$ 2,824$ 3,245$ 0%141 SS/Medicare 5,021$ 5,667$ 5,667$ 5,578$ 5,888$ 4%142 Group Health & Life Insurance 20,385$ 22,011$ 22,011$ 20,045$ 23,710$ 8%143 Workers' Compensation 648$ 1,425$ 1,425$ 840$ 1,478$ 4%145 Unemployment Compensation 288$ 360$ 360$ 504$ 360$ 0%146 TMRS 10,233$ 10,824$ 10,824$ 11,106$ 11,863$ 10%

105,722$ 114,372$ 114,372$ 111,671$ 120,265$ 5%

200 CONTRACTUAL SERVICES217 Software Maintenance 3,456$ 3,456$ 3,456$ -$ 3,802$ 10%

3,456$ 3,456$ 3,456$ -$ 3,802$ 10%

300 SUPPLIES318 Janitorial Supplies 1,975$ 3,200$ 3,200$ 3,760$ 3,200$ 0%335 Minor Tools & Minor Equipment 966$ 2,500$ 2,500$ 1,513$ 2,500$ 0%336 Uniforms & Clothing 244$ 1,200$ 1,200$ 193$ 1,200$ 0%341 Signs, Posts & Barricades 39$ 500$ 500$ 92$ 500$ 0%342 Materials & Supplies 199$ 650$ 650$ 314$ 650$ 0%344 Chemical Supplies 4,197$ 4,000$ 4,000$ 3,153$ 4,500$ 13%

7,620$ 12,050$ 12,050$ 9,025$ 12,550$ 4%

600 CAPITAL OUTLAY634 Equipment 31,357$ -$ -$ -$ -$ 0%656 City/School Joint Park Project -$ 16,000$ 16,000$ 12,809$ -$ -100%

31,357$ 16,000$ 16,000$ 12,809$ -$ -100%

700 OTHER OPERATING COSTS710 Vehicle Maintenance 806$ 1,200$ 1,200$ 447$ 1,200$ 0%711 Fuel 692$ 1,875$ 1,875$ 1,221$ 1,875$ 0%713 Equipment Maintenance 1,606$ 3,000$ 3,000$ 4,690$ 3,000$ 0%729 Conferences & Training -$ 500$ 500$ -$ 500$ 0%751 Utilities - Electric 40,662$ 53,000$ 53,000$ 78,229$ 53,000$ 0%753 Park Maintenance 25,838$ 38,000$ 38,000$ 19,780$ 38,000$ 0%765 Utilities - Water 19,829$ 30,000$ 30,000$ 10,050$ 30,000$ 0%

89,433$ 127,575$ 127,575$ 114,417$ 127,575$ 0%

237,588$ 273,453$ 273,453$ 247,922$ 264,192$ -3%TOTAL CURRENT EXPENDITURES

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Sports Park is a joint venture with the Midlothian ISD to provide a multi-purpose recreation complex. This complex includes four multi-purpose ball fields, soccer fields, eight tennis courts, four sand volleyball courts, one basketball court, picnic areas and concession stand. Costs for equipment and maintenance are equally shared between the two entities.


CITY OF MIDLOTHIAN 24 - SPORTS PARK GENERAL FUND

MISSION STATEMENT: To provide a multi-purpose sports complex designed to accommodate recreational and competitive sports. DEPARTMENT AT A GLANCE: The Sports Park is a joint venture between the City and Midlothian Independent School District (MISD). It is a multi-use recreational complex that includes four multi-purpose ball fields, eight tennis courts, picnic areas and concession stand. Costs for the maintenance and operations of the Sports Park are shared between the two entities. FY 2021-2022 BUDGET HIGHLIGHTS None

KEY GOALS & OBJECTIVES: GOAL 1 Increase the level of service provided to park patrons OBJECTIVES: Implement specialized training of staff to expand knowledge of ball field maintenance Continue the current mowing schedule of 10.6 acres of softball fields Continue maintenance of restroom/concession building, volleyball courts, tennis courts, and

basketball court Continue organics program on a scheduled basis to improve turf Resurface two tennis courts and create a long term schedule for resurfacing remaining courts

Assistant

City Manager

Parks and Recreation

Director

Parks Operations Manager

Parks Crew Leader

Park Maintenance

1

229

CITY OF MIDLOTHIAN 24 - SPORTS PARK GENERAL FUND

GOAL 2 Maintain the City’s 25 acres of developed athletic fields OBJECTIVES: Continue to implement specialized training of staff to expand knowledge of ball field

maintenance, horticulture and landscape maintenance Continue to add trees and other landscaping Continue to establish daily, weekly and monthly tasks to be performed on the 4 infields

to improve the quality and to prevent injuries and rainouts Continue to coordinate with MISD to guide development of the final phase of the Sports

Park Work with Park Board, MCDC and TNP to create concept drawing and construction estimate

to update the park


Resurfaced two tennis courts Added sand and new nets on sand volleyball courts Installed NFC Sports Court funding provided by MCDC Installed Pickle Ball court lines on two courts

* * * * *

230

CITY OF MIDLOTHIAN 24 - SPORTS PARKGENERAL FUND

POSITION(Full-Time Equivalents)

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Parks Crew Leader 1 1 1 1 1Parks Maintenance Worker I 1 1 1 1 1TOTAL 2 2 2 2 2

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDAcres of Parks 25 25 25 25 25Parks Maintained 1 1 1 1 1Lighted Softball Fields 4 4 4 4 4Basketball Courts 1 1 1 1 1Sand Volleyball Courts 4 4 4 4 4Lighted Tennis Courts 8 8 8 8 8WORKLOADAnnual Preventive Maintenance Inspections (Hours) 80 80 80 80 80

Annual Sports Associations Participants 684 732 393 816 850

Park Hours Open Weekly 119 119 119 119 119Special Public Events 1 1 0 2 1Avg Park Crews per Day 1 1 1 1 1EFFECTIVENESSAcres Maintained by Crew 25 25 25 25 25

PERSONNEL SCHEDULE


231

CITY OF MIDLOTHIAN 24 - SPORTS PARKGENERAL FUND

STATISTIC 2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Girls Softball AssociationSoftball Fields 3 4 4 4 4 # of Participants 684 613 725 589 599 # of Coaches 145 220 250 176 176 # of Teams 58 57 68 68 68 # of Games Played 580 570 680 952 952 # of Tournaments 2 4 2 2 2 # of Clinics - 2 1 - 1 Midlothian Tennis AssociationTennis Courts 8 8 8 8 8 # of Participants 63 119 190 1,338 1,497 # of Leagues 3 8 6 5 5


0

500

1,000

1,500

2,000

2,500

17-18 18-19 19-20 20-21 21-22*

PAR

TIC

IPA

NTS

FISCAL YEAR

SPORTS ASSOCIATION PARTICIPATION(SPORTS PARK)

232

CITY OF MIDLOTHIAN 105 - GENERAL FUND25 - MUNICIPAL COURT

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 180,031$ 195,722$ 195,722$ 197,096$ 205,248$ 5%112 Longevity 1,104$ 1,392$ 1,392$ 1,344$ 1,584$ 14%114 Certification Pay 5,400$ 5,400$ 5,400$ 5,626$ 5,400$ 0%118 Allowances 900$ 900$ 900$ 937$ 900$ 0%119 Overtime Pay 85$ 563$ 563$ -$ 563$ 0%141 SS/Medicare 13,799$ 15,604$ 15,604$ 15,317$ 16,348$ 5%142 Group Health & Life Insurance 35,688$ 38,542$ 38,542$ 38,408$ 38,608$ 0%143 Workers' Compensation 148$ 398$ 398$ 192$ 334$ -16%145 Unemployment Compensation 432$ 720$ 720$ 1,008$ 720$ 0%146 TMRS 27,759$ 29,801$ 29,801$ 30,937$ 32,936$ 11%

265,346$ 289,042$ 289,042$ 290,865$ 302,641$ 5%

200 CONTRACTUAL SERVICES217 Software Maintenance 11,997$ 14,239$ 14,239$ 11,760$ 14,861$ 4%239 Professional Fees 80,965$ 73,258$ 73,258$ 83,143$ 80,090$ 9%

92,962$ 87,496$ 87,496$ 94,903$ 94,951$ 9%

300 SUPPLIES348 Office Supplies 1,335$ 1,155$ 1,155$ 1,213$ 1,400$ 21%

1,335$ 1,155$ 1,155$ 1,213$ 1,400$ 21%

700 OTHER OPERATING COSTS -$ 720 Dues & Subscriptions 216$ 175$ 175$ 130$ 332$ 90%729 Conferences & Training 3,059$ 3,600$ 3,600$ -$ 3,600$ 0%730 Miscellaneous -$ 50$ 50$ -$ 25$ -50%736 Postage 1,747$ 2,100$ 2,100$ 1,949$ 2,400$ 14%737 Printing 480$ 600$ 600$ -$ 500$ -17%771 Cashier Shortage/Overage -$ -$ -$ 100$ -$ 0%

5,502$ 6,525$ 6,525$ 2,179$ 6,857$ 5%


EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Municipal Court adjudicates certain misdemeanor criminal laws and ordinances within the corporate City limits. Although the Municipal Court is created by state statute, it is also a part of the City government. As a result, it must operate within the overall governmental context while maintaining its independence from other governmental branches and agencies of the City.


CITY OF MIDLOTHIAN 25 – MUNICIPAL COURT GENERAL FUND

City Secretary

CourtAdministrator

Court Clerks(3)

MISSION STATEMENT: The mission of the Municipal Court is to provide the highest level of service to all citizens by incorporating timeliness, courtesy and professionalism in all aspects of the court process. As guardians of the public trust, the Court ensures that laws are administered in a fair and just manner. The Municipal Court strives to conduct operations in such a manner to gain confidence and support of the community and is committed to promoting a mutually advantageous partnership with citizens and staff. The Court strives to promote the highest quality of life for people and fosters an atmosphere in which every employee’s professional conduct, exemplary performance and commitment is self-evident. DEPARTMENT AT A GLANCE: At the lowest level of the Texas Judicial System is the Municipal Court. Municipal Court is often referred to as a "Citizen’s Court" since defense counsel is not required for the defendant to appear before the court. The existence of the Municipal Court provides the City with the ability to enforce certain misdemeanor criminal laws and ordinances within City boundaries. Although the Municipal Court is created by state statute, it is also a part of the City government. As a result, it must operate within the overall governmental context, yet maintain its independence from the other governmental branches and agencies of the City. The City of Midlothian Municipal Court conducts hearings, processes citations, manages cases, and issues warrants. FY 2021-2022 BUDGET HIGHLIGHTS: None KEY GOALS & OBJECTIVES: GOAL 1: Improve efficiency through technology OBJECTIVES: Develop time management strategies to expedite case flow process Safeguard confidential information using Laserfiche to store court records

234


Coordinate with dispatch to conduct internal audit of warrants Improve access to court records via Laserfiche GOAL 2: Provide a safe and secure environment for customers and court personnel OBJECTIVES: Utilize effective security screening equipment in courtroom Provide ongoing training to staff to increase security awareness Continue to provide a bailiff during court sessions Test security equipment quarterly to ensure it is working properly GOAL 3: Provide excellent customer service OBJECTIVES: Address all situations in professional manner Provide defendants with accurate information on court procedures Provide an instruction pamphlet to all defendants appearing before the court GOAL 4: Provide prudent fiscal management OBJECTIVES: Improve collection rate Streamline case processing Encourage personal responsibility Continue to use the collection service and submit past due records in a timely manner GOAL 5: Provide ongoing training and professional development for staff OBJECTIVES: Maintain Level III certification for Administrator Identify additional training opportunities Promote use of webinars GOAL 6: Maximize use of appropriate technology OBJECTIVES: Optimize use of Incode as a management tool Continue to use Ticket writers to process traffic citations in a timely manner Continue to use state website to submit quarterly state taxes and monthly court report Utilize Laserfiche for imaging all court documents

235



Implemented DocuSign for e-signature management Improved courts webpage by creating a more user-friendly forum Encourage contact free case resolution by streamlining and expanding the online form

submittal process Expanded text messaging to include court instructions, notices, and FTA notification Strive to provide the most accurate information and efficient customer service through

participation by all court staff in approved education programs All clerks are now certified with Level 1, or above

* * * * *

236

CITY OF MIDLOTHIAN 25 - MUNICIPAL COURTGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Full-Time PersonnelCourt Administrator 1.0 1.0 1.0 1.0 1.0Court Clerk 2.0 2.0 3.0 3.0 3.0TOTAL 3.0 3.0 4.0 4.0 4.0

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDCourt Sessions Held 41 41 17 30 33 Citations Issued 5,044 5,272 6,091 6,589 5,749 Citations Deferred 890 998 1,142 1,561 1,148 Citations Dismissed 1,052 939 1,078 1,357 1,107 PRODUCTIVITYArraignments 594 436 626 702 590 Warrants Issued 904 1,141 532 495 768 EFFECTIVENESSCases Disposed Within 60 Days 47% 45% 45% 43% 45%Warrants Closed 846 651 759 430 672 Citations Collected 443,480$ 485,270$ 554,769$ 717,660$ 550,294$

PERSONNEL SCHEDULE


237

CITY OF MIDLOTHIAN 105 - GENERAL FUND26 - NEED CENTER

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 726,089$ 819,623$ 819,623$ 698,925$ 882,423$ 8%112 Longevity 3,480$ 2,952$ 2,952$ 2,736$ 3,384$ 15%113 Part-Time Wages -$ 10,076$ 10,076$ -$ 10,076$ 0%114 Certification Pay 16,243$ 16,800$ 16,800$ 18,975$ 19,800$ 18%118 Allowances -$ -$ -$ 227$ -$ 0%119 Overtime Pay 29,869$ 11,034$ 11,034$ 79,098$ 11,034$ 0%141 SS/Medicare 56,086$ 68,491$ 68,491$ 58,170$ 70,075$ 2%142 Group Health & Life Insurance 179,042$ 223,273$ 223,273$ 180,437$ 299,076$ 34%143 Workers' Compensation 757$ 1,883$ 1,883$ 983$ 1,810$ -4%145 Unemployment Compensation 2,545$ 3,420$ 3,420$ 3,991$ 3,510$ 3%146 TMRS 114,481$ 124,238$ 124,238$ 120,428$ 141,265$ 14%

1,128,592$ 1,281,790$ 1,281,790$ 1,163,970$ 1,442,453$ 13%

200 CONTRACTUAL SERVICES210 Outside Services 6,338$ 9,486$ 9,486$ 11,497$ 10,293$ 9%217 Software Maintenance -$ -$ -$ 14$ 440$ 0%

6,338$ 9,486$ 9,486$ 11,511$ 10,733$ 13%

300 SUPPLIES335 Minor Tools & Minor Equipment 4,283$ 3,925$ 3,925$ 3,434$ 4,894$ 25%336 Uniforms & Clothing -$ 300$ 300$ 21$ 7,600$ 2433%342 Materials & Supplies 521$ 225$ 225$ 1,433$ 400$ 78%348 Office Supplies 689$ 1,000$ 1,000$ 1,263$ 800$ -20%

5,493$ 5,450$ 5,450$ 6,151$ 13,694$ 151%

500 DEBT SERVICE & CAPITAL LEASES523 Lease Purchase - Equipment (Consoles) 132,789$ 132,789$ 132,789$ 132,789$ 132,789$ 0%525 Lease Purchase - Copiers -$ 600$ 600$ -$ 600$ 0%

132,789$ 133,389$ 133,389$ 132,789$ 133,389$ 0%

600 CAPITAL OUTLAY632 Computer S/W & H/W -$ 80,000$ 80,000$ 78,671$ -$ -100%

-$ 80,000$ 80,000$ 78,671$ -$ -100%-$

700 OTHER OPERATING COSTS713 Equipment Maintenance 91,792$ 73,785$ 73,785$ 63,061$ 72,724$ -1%720 Dues & Subscriptions 1,220$ 1,242$ 1,242$ 712$ 1,292$ 4%729 Conferences & Training 2,641$ 7,579$ 7,579$ 5,289$ 8,079$ 7%730 Miscellaneous 248$ 700$ 700$ 569$ 700$ 0%749 Telephone 29,498$ 3,492$ 3,492$ 21,532$ 7,701$ 121%

125,399$ 86,797$ 86,797$ 91,163$ 90,496$ 4%

800 TRANSFERS TO OTHER FUNDS858 Tnsf to NEED CCF 222,052$ -$ -$ 111,034$ -$ 0%859 Tnsf from NEED (Operating Costs) 138,514$ 155,263$ 155,263$ 155,263$ 177,175$ 14%

360,566$ 155,263$ 155,263$ 266,297$ 177,175$ 14%


EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The North Ellis Emergency Dispatch (NEED) Center is responsible for providing combined Public Safety communication and dispatch services for the cities of Midlothian, Ovilla and Red Oak. The NEED Center is a unit of the Police Department; however, beginning in FY 2009-2010, this unit was separated into its own cost center.


CITY OF MIDLOTHIAN 26 – NEED CENTER GENERAL FUND

MISSION STATEMENT: The mission of the Northern Ellis County Emergency Dispatch (NEED) Center is to receive and process 9-1-1 emergency and non-emergency calls; dispatch police, fire, and emergency medical response units in a prompt, efficient, courteous and professional manner and; help save lives, protect property and assist the public in making the communities we serve a safer place in which to live, work, and visit. DEPARTMENT AT A GLANCE: The Northern Ellis Emergency Dispatch (NEED) Center was created by an interlocal agreement between the City of Midlothian and the City of Red Oak in July 2009 in order to provide combined public safety dispatching services for the two entities. It began formal operations on October 1, 2009. FY 2021-2022 BUDGET HIGHLIGHTS None KEY GOALS & OBJECTIVES: GOAL 1: Increase the use of technology to maximize effectiveness in the NEED Center OBJECTIVES: Work with CRIMES/CAD to implement the mapping overlay system integration into the CAD

system to provide enhanced response to all types of calls. Successfully implement newest version of CRIMES/CAD to include this feature.

Police Chief

Assistant Police Chief

Police Commander

NEED Manager

Communications Supervisor (5)

Communications Officer F/T 13

239


Assist NCT911 with implementation of a new mapping system interface with Rapid Deployand the Solacom phone system

Maximize the use of PowerDMS online software for continuing education training.

GOAL 2: Establish a 9-1-1 education program designed to educate and enhance the NEED Center’s relationship with the citizens of Midlothian, Ovilla, and Red Oak as well as community partners such as Midlothian Independent School District and local industry and businesses

OBJECTIVES: Continue to participate in the Citizen’s Police Academy Establish programs to be presented at Midlothian and Red Oak ISDs Develop a program to be presented to homeowner associations and civic organizations in the

communities the NEED Center serves Develop a business-based what you “NEED” to know when calling 9-1-1 program

GOAL 3: Continue to evaluate and refine policies and procedures for the NEED Center to meet Nationally Recognized Accreditation

OBJECTIVES: Cooperate in the process to successfully participate in the Texas Police Chiefs Best Practices

Recognition Program Continue to provide comprehensive training memorandums to NEED staff for “Roll Call”

training topics Finalize and implement new NEED SOP manual Apply for APCO P33 accreditation (a step-in preparation of CALEA Nationally Recognized

Accreditation)

GOAL 4: Continue to develop, refine and implement a Communications Training Officer (CTO) program to provide ongoing training for new and part-time personnel

OBJECTIVES: Work in collaboration with Police training division to create interactive training with NEED

Center and Patrol personnel Participate in the MISD Active Shooter training

GOAL 5: Implement a standardized dress code

OBJECTIVES: Purchase approved apparel for each member of the NEED Center Establish daily dress standard guidelines Establish when staff may wear clothing that is outside the approved guidelines

240


GOAL 6: Increase community engagement OBJECTIVES: Continued participation in City-sponsored events example: Chili Cookoff Participate in public events throughout the year, example a NEED float in the City parades

ACCOMPLISHMENTS FY 20-21: The following Communications Officers received their Basic Telecommunicator’s Certificate:

o Kevin Nickell o Kelly Clark o Jennifer Willborn

The following Communications Officers received their Advanced Telecommunicator’s Certificate:

o Tiamma Mayfield Developed a virtual training environment for the CRIMES CAD software where new personnel

can train and learn

* * * * *

241

CITY OF MIDLOTHIAN 26 - NEED CENTERGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Full-Time PersonnelNEED Office Manager 1 1 1 1 1Police Commander 0.0 0.0 0.0 0.0 0.0Communications Supervisor 5.0 5.0 5.0 5.0 5.0Communications Officer 10.0 12.0 12.0 12.0 13.0Part-Time Personnel 0.75 0.75 0.75 0.75 0.75TOTAL 16.75 18.75 18.75 18.75 19.75

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DESCRIPTIVEOperating Budget 1,311,394 1,452,517 1,759,176 1,750,552 1,867,940 Dispatchers 16.75 18.75 18.75 18.75 19.75 DEMANDPopulation (includes ESD) 59,170 60,503 63,111 65,000 65,000 WORKLOADCommunications Calls for Service 144,851 144,697 166,499 152,173 160,000 9-1-1 Calls 21,453 21,746 22,607 24,365 27,000 Walk-In Calls for Service 359 198 250 250 250 Training Hours/Dispatcher (Annual) 40 40 40 40 40 PRODUCTIVITYCitizens Per Dispatcher 3,533 3,227 3,366 3,467 3,291 Cost of Operations Per Capita 22.16$ 24.01$ 27.87$ 26.93$ 28.74$


PERSONNEL SCHEDULE

242

CITY OF MIDLOTHIAN 105 - GENERAL FUND27 - INFORMATION TECHNOLOGY

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 290,473$ 331,905$ 331,905$ 321,150$ 339,556$ 2%112 Longevity 912$ 1,104$ 1,104$ 1,056$ 1,056$ -4%113 Part Time Wages 44,607$ -$ -$ 247$ -$ 0%114 Certification Pay 3,000$ 7,200$ 7,200$ 3,075$ 4,800$ -33%118 Allowances 4,725$ 5,100$ 5,100$ 5,162$ 5,100$ 0%119 Overtime Pay 579$ 1,000$ 1,000$ 170$ 1,000$ 0%141 SS/Medicare 25,703$ 26,524$ 26,524$ 24,910$ 26,925$ 2%142 Group Health & Life Insurance 34,074$ 44,808$ 44,808$ 33,458$ 50,591$ 13%143 Workers' Compensation 254$ 671$ 671$ 330$ 564$ -16%145 Unemployment Compensation 720$ 720$ 720$ 1,008$ 720$ 0%146 TMRS 44,435$ 50,655$ 50,655$ 49,889$ 54,247$ 7%

449,482$ 469,687$ 469,687$ 440,455$ 484,559$ 3%

200 CONTRACTUAL SERVICES210 Outside Services 141,636$ 80,340$ 80,340$ 67,364$ 97,020$ 21%217 Software Maintenance 249,776$ 250,475$ 250,475$ 269,340$ 309,571$ 24%219 Internet Service 43,369$ 51,000$ 51,000$ 51,440$ 53,400$ 5%

434,781$ 381,815$ 381,815$ 388,144$ 459,991$ 20%

300 SUPPLIES335 Minor Tools & Minor Equipment 8,416$ 7,000$ 7,000$ 17,338$ 12,000$ 71%338 Minor Office Furniture 1,279$ 900$ 900$ 632$ -$ -100%342 Materials & Supplies 1,020$ 1,250$ 1,250$ 1,983$ 1,250$ 0%345 Computer Supplies 17,005$ 18,000$ 18,000$ 17,526$ 18,000$ 0%348 Office Supplies 337$ 250$ 250$ 421$ 250$ 0%

28,057$ 27,400$ 27,400$ 37,900$ 31,500$ 15%

500 DEBT SERVICE & CAPITAL LEASES524 Lease Purchase - Telephones 176,635$ 34,000$ 34,000$ 31,385$ 32,000$ -6%525 Lease Purchase - Photocopiers 60,852$ 78,924$ 78,924$ 80,545$ 78,924$ 0%526 Lease Purchase - Computers 117,862$ 147,500$ 147,500$ 132,617$ 150,000$ 2%

355,349$ 260,424$ 260,424$ 244,547$ 260,924$ 0%

600 CAPITAL OUTLAY632 Computer S/W & H/W 136,807$ 110,000$ 110,000$ 107,693$ 115,000$ 5%634 Equipment 161,481$ 96,000$ 96,000$ 107,721$ 254,000$ 165%

298,288$ 206,000$ 206,000$ 215,414$ 369,000$ 79%

700 OTHER OPERATING COSTS710 Vehicle Maintenance -$ -$ -$ -$ 2,000$ 0%711 Fuel -$ -$ -$ -$ 2,000$ 0%713 Equipment Maintenance 71,363$ 92,000$ 92,000$ 80,133$ 98,600$ 7%720 Dues & Subscriptions 1,072$ 600$ 600$ 625$ 600$ 0%721 Mileage Reimbursement 103$ 600$ 600$ -$ 600$ 0%729 Conferences & Training 21,894$ 33,660$ 33,660$ 32,049$ 34,220$ 2%736 Postage 564$ 600$ 600$ 260$ 600$ 0%749 Telephone 2,203$ 2,760$ 2,760$ 2,285$ 2,300$ -17%

97,199$ 130,220$ 130,220$ 115,352$ 140,920$ 8%


EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Information Technology department funds computer and information technology related expenditures. Services and goods funded through this organizational unit benefit multiple departments and include items such as website development and maintenance, computer systems, and telephone systems.


CITY OF MIDLOTHIAN 27 – INFORMATION TECHNOLOGY GENERAL FUND

MISSION STATEMENT: The Information Technology department strives to provide the highest quality technology-based services, in the most cost-effective manner, to facilitate effective operations of the City of Midlothian staff and personnel.

DEPARTMENT AT A GLANCE: The Information Technology department funds computer and information technology related expenditures. Services and goods funded through this organizational unit benefit multiple departments and include items such as website development and maintenance, computer, network and telephone systems.

FY 2021-2022 BUDGET HIGHLIGHTS: Replace Servers ($55,000) Switch replacement program ($114,000) Storage Expansion ($60,000) Verizon Fleet Maintenance Software ($46,426) Wireless Controller Upgrade ($65,000)

KEY GOALS AND OBJECTIVES:

GOAL 1: Replace Servers

OBJECTIVE: Replace two virtual hosts and add additional memory and processor capacity.

244

CITY OF MIDLOTHIAN 27 – INFORMATION TECHNOLOGY GENERAL FUND

GOAL 2: Replace External and SAN switches OBJECTIVES: Replace External Switches Replace SAN Switches GOAL 3: Expand SAN Storage Systems OBJECTIVE: Upgrade City’s Storage Area Network with additional hard drive capacity and add SSDs to

improve performance GOAL 4: Add Verizon Fleet Maintenance Software OBJECTIVE: Deploy Verizon Fleet Maintenance software to all departments and covering all City of

Midlothian Fleet Vehicles for easier maintenance and vehicle tracking

GOAL 5: Upgrade Wireless Systems OBJECTIVES: Upgrade Wireless LAN Controller to latest model for additional features and capacity Add redundant controller at Police Department for failover and high availability for Wireless

Systems Begin upgrade of outdoor wireless access points to provide additional capacity, coverage and

speeds in key areas ACCOMPLISHMENTS FY 20-21: Expanded Virtual Machine Server Cluster with additional hosts Replaced switches at Water Treatment Plant 1 and 2 increasing their backbone capacity to

10GB and their endpoint capacity to 1GB Expanded the PD SAN to support all PD BodyCam video storage Expanded Laserfiche Forms and migrated all IT forms over to electronic submission and

storage Added integration for CAD and HealthEMS for the Fire Department Upgraded Network Cabinets at Water Treatment Plant 1 Added Archiving for all Social Media Accounts

* * * * *

245

CITY OF MIDLOTHIAN 27 - INFORMATION TECHNOLOGYGENERAL FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Information Technology Director 1 1 1 1 1IT Public Safety Administrator 1 1 1 1 1Network Infrastructure Administrator 0 0 0 1 1Desktop Support Administrator 1 1 1 1 1Radio Manager 0 0 0 1 1Radio Technician 0.5 0.5 0.5 0.5 0.5Full Time Equivalents 3.5 3.5 3.5 5.5 5.5

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDComputers (Workstations & Laptops) 222 242 260 278 266 Network Servers 48 56 67 71 75 IT Customers Supported (City Employees) 240 277 275 283 288 Software Applications Supported 86 86 98 118 125 Mobile Data Terminals Supported 54 60 63 65 68 Telephones Supported 191 176 181 189 195 WORKLOADComputers Replaced on Lease 80 71 79 89 88 Help Desk Calls 1,199 1,343 1,039 1,740 2,000 PRODUCTIVITYVisits to City Website 592,414 331,249 380,019 442,900 450,000 % of Network Availability 99.99998 99.99998 99.99999 99.99980 99.99999


PERSONNEL SCHEDULE

246

CITY OF MIDLOTHIAN SUPPLEMENTALGENERAL FUND

ORG DEPARTMENT ID DESCRIPTION CITY MANAGERRECOMMENDED

10 Council 10-001 Library CPUs 10,000$

10,000$ 11 Administration 11-001 Branding 35,000$

11-002 MCDC Administrator 158,394$

193,394$ 12 Support Services 12-008 Veeder Root Monitoring 16,000$

16,000$ 13 Human Resources 13-001 Compensation Study 50,000$

13-002 Executive Team Training 8,000$ 13-003 Tuition Reimbursement Gen Govt 10,000$ 13-005 Expanded Safety Testing 18,500$

86,500$ 14 Finance - None -$

-$ 15 Fire 15-002 (3) Engineers Truck 1 367,629$

15-006 Bay Doors Station 2 & 3 220,000$ 15-008 SCBA Replacement 80,000$ 15-001 Battalion Chief Training 157,871$

825,500$ 16 Building Inspection 16-001 Document Retention 10,000$

10,000$ 17 Engineering 17-003 Document Retention 55,000$

17-011 Replace 2013 Ford F-150 Vin# 4359 30,000$ 17-012 Drainage Study 70,000$

155,000$ 18 Planning 18-001 Asst. Director of Planning 155,302$

18-002 Special Projects/ Consulting 25,000$ -$

180,302$ 19 Police 19-003 (1) Investigator - Juvenile & (1) Police Interceptor 165,555$

19-005 (1) School Resource Officer 133,555$ 19-007 MPD Firearms Range Upgrade 116,377$ 19-009 (1) SIU Investigator 127,189$ 19-011 SRO Vehicle Lease Program 51,000$ 19-012 SRT/Warrant Uniforms & Equipment 73,800$ 19-024 Reclass Victim's Assistance Coordinator 61,851$ 19-025 Reclass Chaplain/ Volunteer Coordinator 79,778$

809,105$ 20 Public Works 20-001 Street Rehab 2,500,000$

SUPPLEMENTAL REQUESTS

Sub-Total

Sub-Total

Sub-Total

Sub-Total

Sub-Total

Sub-Total

Sub-Total

Sub-Total

Sub-Total

Sub-Total

247

CITY OF MIDLOTHIAN SUPPLEMENTALGENERAL FUND



20-002 Street Maintenance Enhance 100,000$ 20-010 Sidewalks New & Rehab 100,000$ 20-019 Street Sweeper 74,922$

2,774,922$ 21 Community Services 21-004 Lead ACO Bite Investigator 126,406$

21-005 Vet Services Enhance 10,200$

136,606$ 23 Parks 23-005 Parks MWI Community Park 55,868$

23-006 Toro Reelmaster Community Park 38,217$ 23-007 Toro Workman Cart Community Park 25,535$ 23-008 Pressure Washer 12,255$ 23-015 Skate Park Improvements 9,387$ 23-016 Litter Contract Enhance 13,800$ 23-020 Ballpark Groomer. Renovator & Blower 33,500$ 23-024 Landscape Improvements 25,000$ 23-025 Midlothian Parkway Beautification 28,800$ 23-027 Enhance Maintenance - Community Park Phase II 111,500$ 23-029 Towable Boom Lift 45,000$

398,862$ 24 Sports Park - None -$

-$ 26 NEED Center 26-002 (1) Communications Officer 71,451$

71,451$ 27 Information Technology 27-001 Servers (Replace) 55,000$

27-002 Switches (Replace) 114,000$ 27-003 Storage Expansion 60,000$ 27-006 Verizon Fleet Maintenance Software 46,426$ 27-007 Outdoor Wireless Upgrades 25,000$ 27-008 Wireless Controller Upgrade 65,000$

365,426$ 6,033,068$

Sub-Total

Sub-TotalTotal

Sub-Total

Sub-Total

Sub-Total

Sub-Total

248

CITY OF MIDLOTHIAN 205 - UTILITY FUNDSUMMARY BY DEPARTMENT

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 21,354,638 $16,240,630 $ 16,240,630 $ 20,848,387 $ 21,126,864

5300 Intergovernmental -$ -$ -$ -$ -$ 0%5400 Charges for Service 21,262,163$ 21,706,000$ 21,706,000$ 24,874,134$ 24,032,000$ 11%5500 Fines & Forfeitures 1,200$ 1,300$ 1,300$ 775$ 1,300$ 0%5600 Other Revenues 1,924,476$ 962,706$ 962,706$ 1,186,825$ 874,275$ -9%5700 Transfers From Other Funds 1,407,006$ -$ -$ -$ -$ 0%


32 Water Operations 1,387,510$ 1,557,854$ 2,130,890$ 1,106,305$ 1,615,817$ 4%33 Wastewater Operations 1,536,719$ 1,277,890$ 1,787,382$ 1,085,590$ 1,671,284$ 31%34 Water Treatment Plant 1 - Tayman 2,182,216$ 2,445,797$ 2,977,669$ 2,437,994$ 2,658,776$ 9%36 Utility Billing 371,879$ 381,408$ 381,408$ 401,616$ 398,059$ 4%37 Meter Department 380,073$ 348,518$ 349,848$ 327,955$ 494,918$ 42%38 Utility Support Services 15,296,686$ 16,676,365$ 17,280,512$ 15,492,580$ 25,136,857$ 51%39 Water Treatment Plant 2 - Auger 3,946,013$ 1,333,057$ 1,892,111$ 1,343,490$ 1,623,764$ 22%


(506,251)$ (1,350,883)$ (4,129,814)$ 3,866,204$ (8,691,901)$ 543%

4,126,208$ 3,948,639$ 4,405,450$ 4,405,450$ 5,523,201$ 40%16,722,179$ 10,941,108$ 7,705,366$ 20,309,141$ 6,911,763$ -37%20,848,387$ 14,889,747$ 12,110,816$ 24,714,591$ 12,434,964$ -16%


ENDING FUND BALANCE



CURRENT REVENUES

CLASSIFICATION


EXPENDITURES

FUND BALANCES


CITY OF MIDLOTHIAN 205 - UTILITY FUNDSUMMARY BY CLASSIFICATION

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 21,354,638 $ 16,240,630 $ 16,240,630 $ 20,848,387 $ 21,126,864

5300 Intergovernmental -$ -$ -$ -$ -$ 0%5400 Charges for Service 21,262,163$ 21,706,000$ 21,706,000$ 24,874,134$ 24,032,000$ 11%5500 Fines & Forfeitures 1,200$ 1,300$ 1,300$ 775$ 1,300$ 0%5600 Other Revenues 1,924,476$ 962,706$ 962,706$ 1,186,825$ 874,275$ -9%5700 Transfers From Other Funds 1,407,006$ -$ -$ -$ -$ 0%


100 Personnel Services 2,522,714$ 2,940,191$ 2,940,191$ 2,543,144$ 3,005,614$ 2%200 Contractual Services 4,839,965$ 7,927,284$ 8,266,065$ 6,654,916$ 10,392,707$ 31%300 Supplies 707,846$ 922,990$ 922,990$ 811,979$ 930,280$ 1%500 Debt Service & Capital Leases -$ -$ -$ -$ -$ 0%600 Capital Outlay 4,928,919$ 1,731,930$ 3,614,054$ 1,285,000$ 2,760,431$ 59%700 Other Operating Costs 1,668,909$ 1,887,305$ 1,909,061$ 2,135,495$ 1,949,254$ 3%800 Transfers To Other Funds 10,246,394$ 8,511,189$ 8,950,900$ 8,755,154$ 14,461,189$ 70%900 Special Projects 186,349$ 100,000$ 196,559$ 9,842$ 100,000$ 0%


(506,251)$ (1,350,883)$ (4,129,814)$ 3,866,204$ (8,691,901)$ 543%

4,126,208$ 3,948,639$ 4,405,450$ 4,405,450$ 5,523,201$ 40%16,722,179$ 10,941,108$ 7,705,366$ 20,309,141$ 6,911,764$ -37%20,848,387$ 14,889,747$ 12,110,816$ 24,714,591$ 12,434,964$ -16%


ENDING FUND BALANCE



CURRENT REVENUES

CLASSIFICATION


EXPENDITURES

FUND BALANCES


CITY OF MIDLOTHIAN 205 - UTILITY FUNDREVENUE DETAIL

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2021-2022*

ADOPTED2021-2022


5400 CHARGES FOR SERVICE5415 Street and Boring Repair -$ -$ -$ 4,500$ -$ 0%5416 Backflow Control 24,740$ 23,000$ 23,000$ 40,085$ 23,000$ 0%5441 Sewer 7,359,247$ 7,700,000$ 6,650,000$ 8,752,513$ 9,000,000$ 17%5442 WW - Sewer Only - Sardis 247,501$ 230,000$ 165,000$ 278,259$ 275,000$ 20%5446 Water 7,053,446$ 7,200,000$ 5,700,000$ 7,687,440$ 7,560,000$ 5%5447 Contract Water Sales 6,006,882$ 6,000,000$ 5,600,000$ 7,018,906$ 6,600,000$ 10%5448 Outside Water Sales 50,436$ 45,000$ 40,000$ 54,300$ 45,000$ 0%5449 Reconnects 36,880$ 60,000$ 80,000$ 74,770$ 60,000$ 0%5450 Meter 58,734$ 60,000$ 60,000$ 97,493$ 60,000$ 0%5451 Water Taps 9,150$ 12,000$ 20,000$ 12,650$ 12,000$ 0%5452 Sewer Taps -$ 1,000$ 4,000$ -$ 2,000$ 100%5453 Fire Hydrant Meter Rental 81,300$ 65,000$ 50,000$ 71,600$ 65,000$ 0%5454 Meter Repair / Maintenance 80$ -$ -$ 486$ -$ 0%5456 Penalties 229,249$ 200,000$ 181,500$ 233,508$ 220,000$ 10%5461 Application Fees 28,125$ 25,000$ 19,000$ 28,141$ 25,000$ 0%5462 Construction Inspection Fees 76,393$ 85,000$ 85,000$ 519,483$ 85,000$ 0%

21,262,163$ 21,706,000$ 18,677,500$ 24,874,134$ 24,032,000$ 11%

5500 FINES & FORFEITURES5513 Penalties 1,200$ 1,300$ 1,600$ 775$ 1,300$ 0%

1,200$ 1,300$ 1,600$ 775$ 1,300$ 0%

5600 OTHER REVENUES5610 Interest 360,486$ 120,000$ 300,000$ 68,384$ 15,000$ -88%5620 Miscellaneous Revenue 2,481$ 15,000$ 30,000$ 87,629$ 15,000$ 0%5625 Auction 10,648$ 3,500$ 3,500$ -$ 3,500$ 0%5627 Settlement 729,731$ -$ -$ 210,310$ -$ 0%5633 Tower / Land Lease Agreement 43,289$ 44,374$ 41,648$ 40,670$ 44,818$ 1%5668 Contribution - MDA 777,841$ 779,832$ 795,347$ 779,832$ 795,957$ 2%

1,924,476$ 962,706$ 1,170,495$ 1,186,825$ 874,275$ -9%

5700 TRANSFERS FROM OTHER FUNDS5716 Tnsf from Capital Recovery 1,407,006$ -$ -$ -$ -$ 0%

1,407,006$ -$ -$ -$ -$ 0%

24,594,845$ 22,670,006$ 19,849,595$ 26,061,734$ 24,907,575$ 9.9%TOTAL REVENUES

REVENUES

CLASSIFICATION

REVENUE DETAIL


CITY OF MIDLOTHIAN REVENUE SUMMARY UTILITY FUND

UTILITY FUND

The Utility Fund is used to account for the provision of water and wastewater services to the residents of the City and some unincorporated areas of Ellis County. The purpose is to account for operations that are financed and expended in a manner similar to private business enterprises. The intent of the City Council is that the cost of providing services to the general public on a continuing basis be financed or recovered primarily through user charges. All activities necessary to provide such services are accounted for in this fund including administration, operations, maintenance and debt service. UTILITY FUND REVENUE

REVENUE SOURCE ADOPTED2021-2022

% OFBUDGET

Charges for Services 24,032,000$ 96.48%Fines & Forfeitures 1,300$ 0.01%Other Revenues 874,275$ 3.51%TOTAL UF REVENUES 24,907,575$ 100.00%

253


Major revenues for FY 2021-2022 are derived from water sales (57%) and wastewater charges (36%) and account for 93% of the revenue generated for maintenance and operational expenses. Revenues for utility funds are weather-dependent and during 2021 the region experienced a dry spring and a moderate summer ending the year with below average precipitation totals. The yearly totals topped 29 inches of precipitation, and the area recorded only 1 day with temperatures of 100°+, below average for the region.

The City’s utility customer base is derived from contract water sales customers, commercial, industrial/residential water and sewer customers. Two additional water districts operate within the corporate City boundaries providing water to several subdivisions, while sewer service is provided only by the City. Following are charts comparing the growth in the customer base and Utility Service Fund revenues.

The major revenue category for the Utility Service Fund is “Charges for Service.” This category includes Water & Sewer Sales, Contract Water Sales and other charges for services. This category of revenue alone makes up 96% of the revenue to maintain and operate the utility departments. Below are explanations of the major revenue sources.

FY REVENUE %CHANGE

16-17 18,183,836$ 1.4%17-18 19,463,494$ 7.0%18-19 20,613,636$ 5.9%19-20 24,594,845$ 19.3%20-21 26,061,734$ 6.0%21-22* 24,907,575$ -4.4%

* Adopted

REVENUE HISTORY & PROJECTION

16-17 17-18 18-19 19-20 20-21 21-22WATER 6,326 6,532 6,721 7,277 7,767 8,000 % Change 5.10% 3.26% 2.89% 8.27% 6.73% 3.00%

SEWER 8,020 8,460 8,865 9,320 9,867 10,360 % Change 7.48% 5.49% 4.79% 5.13% 5.87% 5.00%

WATER AND SEWER CUSTOMERS

254


WATER SALES (INSIDE & OUTSIDE) FY 20-21 Actual water sales were $496,740 (7%) more than adopted water sales. This was in part due to an extreme late-summer drought. Water sales in FY 21-22 are budgeted $360,000 (26%) higher than FY 20-21 adopted and $136,740 (2%) less than FY 20-21 actual. The increase from prior year adopted is based on the recent trends with new commercial and residential customers and conservative estimates, as this weather-based revenue tends to fluctuate depending on strength of the seasons. Following is a chart showing a five-year history, plus this year’s budget projection.

CONTRACT WATER SALES Revenue for contract water sales for FY 2021-2022 are budgeted at $6,600,000.

On September 28, 2010, the city executed a new long-term contract with the Rockett Special Utility District for the provision of two million gallons of treated water per day not to exceed two and one-half (2.5) million gallons per day (except in cases of emergency). In addition to the Rockett Special Utility District, the City also provides contract water sales to the City of Grand Prairie, City of Venus and Mt. Peak Special Utility District.

Generally, there is very little change in these revenues unless a new contract is negotiated. However, in FY 2016-2017 several of these surrounding facilities began purchasing more than contracted amounts of water. This is not expected to continue in the near future. Following is a chart showing a five-year history plus this year’s budget projection.

255


SEWER REVENUES Sewer revenues are based upon a winter averaging process. Sewer revenues are budgeted at $9,000,000 an increase of $1,300,000 over FY 20-21 adopted. Following is a chart showing a five-year history, plus this year’s budget projection.

OTHER “CHARGES FOR SERVICES” REVENUE The remainder of “Charges for Services” is $827,000 or 3% of the total Utility Service Fund revenue. This revenue category consists of backflow control fees, reconnect fees, fire hydrant meter rentals, water/sewer taps, application fees and outside water revenues, just to name a few. Revenues for FY 2021-2022 are projected slightly increased (9%) over FY 2020-2021 adopted revenues. OTHER REVENUES Other Revenues are budgeted at $874,275 (4%) and includes sources such as interest earnings, miscellaneous revenues and contributions from the Midlothian Development Authority (MDA).

* * * * *

256

CITY OF MIDLOTHIAN EXPENDITURES UTILITY SERVICES FUND

UTILITY FUND EXPENDITURES Budgeted expenditures in the Utility Services Fund total $33,599,476 for FY 2021-2022 and represents an increase of 40% over FY 2020-2021 adopted expenditures. The increase is attributed to one-time expenses related to the expansion of the Water Treatment Plant in the current year. The table below shows expenditures by department. Following the table is a chart providing a breakdown of expenditures by category.

TRANSFERS TO OTHER FUNDS Transfers to Other Funds is the largest expenditure category with funding in the amount of $14,461,189 (43%). This category provides funds for debt service payments ($2,196,812) to be transferred to the Utility Debt Fund (Fund 215) and transfers to the General Fund ($3,014,377) for the reimbursement of salary and benefit expenses associated with General Fund employees whose job position requires them to provide services generally associated with the Utility Fund in addition

DEPARTMENT ADOPTED2021-2022

% OFBUDGET

Water Operations 1,615,817$ 4.81%Wastewater Operations 1,671,284$ 4.97%Water Treatment Plant 1 (Tayman) 2,658,776$ 7.91%Utility Billing 398,059$ 1.18%Meters 494,918$ 1.47%Utility Support Services 25,136,857$ 74.81%Water Treatment Plant 2 (Auger) 1,623,764$ 4.83%TOTAL UF EXPENDITURES 33,599,476$ 100.00%

257


to other overhead costs. In addition, $9,250,000 will be transferred to the Capital Projects fund in FY 2021-2022 for expenses related to the expansion of the Water Treatment Plant.

Below is a graph reflecting a five-year expenditure history for this category plus projections for FY 2021-2022.

* Adopted

CONTRACTUAL SERVICES Contractual Services comprise the second largest expenditure category at $10,392,707 (31%). This expenditure category includes services for engineering, consulting, legal fees, software maintenance, chemical water testing, inspection fees, outsourcing of utility billings and the contract with the Trinity River Authority (TRA) for wastewater treatment. The majority of Contractual Services expenditures are found within the Support Services Department of the Utility Service Fund. Below is a graph reflecting a five-year history plus projections for this budget year.

* Adopted

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

16-17 17-18 18-19 19-20 20-21 21-22*

TRANSFER TO OTHER FUNDS(5 Year History + Projection)

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

16-17 17-18 18-19 19-20 20-21 21-22*

CONTRACTUAL SERVICES( 5 Year History + Projection)

258


CAPITAL OUTLAY Capital Outlay is budgeted at $2,760,431 (8%). This category provides funding for water line, sewer line and manhole rehabilitation, water meter replacements (commercial and residential), raw-water pipeline rehabilitation, and various capital equipment purchases. In FY 2021-2022, major capital projects include water line rehab at $885,000 and sewer line rehab at $600,000. Below is a graph reflecting a five-year history plus projections for this budget year.

* Adopted

PERSONNEL SERVICES Personnel expenditures are budgeted at 9% ($3,005,614). Below is a graph reflecting a five-year history plus projections for this budget year. The increase in the personnel services category reflects adoption of an average 4% merit increase for all city employees.

* Adopted

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

16-17 17-18 18-19 19-20 20-21 21-22*

PERSONNEL( 5 Year History + Projection)

259


OTHER OPERATING COSTS Other Operating Costs comprise 6% of adopted expenditures at $1,949,254.

* Adopted

SUPPLIES AND CAPITAL LEASES Combined, the Supplies and Capital Leases categories are budgeted at $930,280 or 3% of the Utility Services Fund budget. The Supplies category covers chemicals, uniforms and office supplies. As of FY 2021-2022, there were no current capital leases. SPECIAL PROJECTS The Special Projects category comprises 0.3% of the Utility Services Fund ($100,000). This category consists of only two expenditures—Special Utility Projects ($50,000) and Contingency ($50,000).

* * * * *

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

16-17 17-18 18-19 19-20 20-21 21-22*

OTHER OPERATING COSTS (5 Year History + Projections)

260

Departmental Budgets

261

CITY OF MIDLOTHIAN 205 - UTILITY FUND32 - WATER OPERATIONS

ACTUAL2019-2020

ADOPTED2020-2021

2019-2020AMENDS

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 186,748$ 232,318$ -$ 232,318$ 198,847$ 234,906$ 1%112 Longevity 1,836$ 1,608$ -$ 1,608$ 1,572$ 1,692$ 5%113 Part-Time Wages 210$ 3,938$ -$ 3,938$ 2,979$ 3,938$ 0%114 Certification Pay 4,050$ 4,200$ -$ 4,200$ 3,938$ 3,900$ -7%118 Allowances 1,444$ 1,575$ -$ 1,575$ 1,640$ 1,575$ 0%119 Overtime Pay 12,619$ 12,373$ -$ 12,373$ 11,657$ 12,373$ 0%141 SS/Medicare 16,322$ 19,623$ -$ 19,623$ 16,154$ 19,804$ 1%142 Group Health & Life Insurance 52,507$ 69,085$ -$ 69,085$ 56,660$ 74,836$ 8%143 Workers' Compensation 2,411$ 5,965$ -$ 5,965$ 3,129$ 5,011$ -16%145 Unemployment Compensation 762$ 1,069$ -$ 1,069$ 1,398$ 1,069$ 0%146 TMRS 33,778$ 36,900$ -$ 36,900$ 33,248$ 39,293$ 6%

312,687$ 388,654$ -$ 388,654$ 331,222$ 398,397$ 3%

200 CONTRACTUAL SERVICES210 Outside Services 96,811$ 8,000$ 84,926$ 92,926$ 93,862$ 19,510$ 144%217 Software Maintenance 2,557$ 1,728$ -$ 1,728$ 1,728$ 1,728$ 0%244 Inspection Services -$ 28,000$ -$ 28,000$ 18,169$ 28,000$ 0%

99,368$ 37,728$ 84,926$ 122,654$ 113,759$ 49,238$ 31%

300 SUPPLIES318 Janitorial Supplies 546$ 650$ -$ 650$ 1,046$ 650$ 0%335 Minor Tools & Minor Equipment 5,819$ 5,500$ -$ 5,500$ 6,633$ 5,500$ 0%336 Uniforms & Clothing 3,956$ 4,200$ -$ 4,200$ 3,409$ 6,175$ 47%341 Signs, Posts, Barricades 729$ 800$ -$ 800$ 403$ 800$ 0%342 Materials & Supplies 5,815$ 5,650$ -$ 5,650$ 3,553$ 5,650$ 0%343 Medical Supplies 125$ -$ -$ -$ -$ -$ 0%344 Chemical Supplies 367$ 600$ -$ 600$ 136$ 600$ 0%345 Computer Supplies 636$ -$ -$ -$ -$ -$ 0%348 Office Supplies 251$ 500$ -$ 500$ 597$ 550$ 10%

18,244$ 17,900$ -$ 17,900$ 15,777$ 19,925$ 11%

600 CAPITAL OUTLAY634 Equipment 11,507$ 15,425$ 215,129$ 230,554$ 14,679$ 86,112$ 458%648 Distribution System 795,801$ 915,000$ 270,803$ 1,185,803$ 453,490$ 885,000$ -3%

807,308$ 930,425$ 485,932$ 1,416,357$ 468,169$ 971,112$ 4%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL


CITY OF MIDLOTHIAN 205 - UTILITY FUND32 - WATER OPERATIONS

ACTUAL2019-2020

ADOPTED2020-2021

2019-2020AMENDS

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

700 OTHER OPERATING COSTS709 Equipment Rental 1,485$ 2,800$ -$ 2,800$ 1,074$ 2,800$ 0%710 Vehicle Maintenance 5,955$ 4,500$ -$ 4,500$ 5,426$ 4,500$ 0%711 Fuel 12,367$ 13,500$ -$ 13,500$ 15,875$ 13,750$ 2%713 Equipment Maintenance 10,381$ 17,000$ -$ 17,000$ 11,022$ 16,000$ -6%720 Dues & Subscriptions 968$ 1,490$ -$ 1,490$ 947$ 1,815$ 22%721 Mileage Reimbursement -$ 125$ -$ 125$ 120$ 200$ 60%729 Conferences & Training 583$ 3,250$ -$ 3,250$ 3,466$ 5,500$ 69%730 Miscellaneous 439$ 500$ -$ 500$ 456$ 500$ 0%736 Postage 131$ 270$ -$ 270$ 435$ 460$ 70%737 Printing 35$ 140$ -$ 140$ 237$ 330$ 136%748 Distribution System Maintenance 98,700$ 100,000$ -$ 100,000$ 128,029$ 100,000$ 0%749 Telephone 1,795$ 1,992$ -$ 1,992$ 2,156$ 2,710$ 36%755 Facility Maintenance 12,938$ 37,580$ 2,178$ 39,758$ 8,135$ 28,580$ -24%760 Risk Management 4,126$ -$ -$ -$ -$ -$ 0%

149,903$ 183,147$ 2,178$ 185,325$ 177,378$ 177,145$ -3%

1,387,510$ 1,557,854$ 573,036$ 2,130,890$ 1,106,305$ 1,615,817$ 4%TOTAL CURRENT EXPENDITURES


CITY OF MIDLOTHIAN 32 - WATER OPERATIONS UTILITY SERVICES FUND

PUBLIC WORKS DIRECTOR

Utility Superintendent

Foreman - Utilities

Utility Crew Leader

AdministrativeOffice Manager

Heavy Equipment Operator - Utilities


UtilityMaintenance Worker

I (2)


I (2)

MISSION STATEMENT: To maintain, repair and construct water lines, including upgrades and/or expansion of the City's distribution system, and provide 24-hour emergency repair response to ensure continuous water service with minimal service interruptions.

DEPARTMENT AT A GLANCE: The Water Operations Department maintains and repairs over 207 miles of water main lines and numerous water valves to distribute and direct the flow of potable water to the citizens of Midlothian, with as few interruptions as possible, while maintaining a uniform flow of constant pressure to meet citizen demand and provide adequate fire protection.

FY 2021-2022 BUDGET HIGHLIGHTS: ➢ Capital Improvements to Water Distribution System (#648, $885,000)➢ John Deere Backhoe Replace ($51,607) split with Department 33➢ 2008 Cat Excavator Replace ($23,405) split with Department 33


GOAL 1: Maintain the water distribution system and customer service connections to individual water meters

264

CITY OF MIDLOTHIAN 32 - WATER OPERATIONS UTILITY SERVICES FUND

OBJECTIVES: ❖ Prioritize work orders and schedule tasks to maximize time in the field ❖ Continue to improve distribution system repair and maintenance activities by tracking problem

areas through work order history ❖ Continue maintenance of all hydrants and valves within the distribution system ❖ Coordinate efforts between developers, contractors and city staff on infrastructure

requirements ❖ Complete and maintain water pipeline infrastructure database to guide CIP and preventative

maintenance programming ❖ Continue to oversee the City-administered backflow testing and inspection program ❖ Continue to increase worker productivity by implementing cost saving equipment and

technology when available GOAL 2: Ensure a stable and well-trained staff OBJECTIVES: ❖ Advance knowledge and skills of the Water Operations crew through increased training and

pursuit of additional water license certifications ❖ Reduce avoidable accident rates through expanded safety training ❖ Reduce average annual turnover rates and increase average tenure ACCOMPLISHMENTS FY 20-21: ❖ Increased the knowledge and skills of the Water Operations crew through training and

pursuit of water license certifications ❖ Continued to ensure integrity of the water distribution infrastructure through inspections and

preventative maintenance ❖ Maintained a minimum of 35-PSI water pressure, as required by the TCEQ, and flow

throughout the distribution system, by continually adjusting line valves and upsizing lines ❖ Maintained compliance with TCEQ regulations; received no violation notices or citations ❖ Installed new fire hydrants to enhance fire protection ❖ Continued maintenance of all hydrants and valves within the water distribution system ❖ Completed distribution projects throughout the city (see: Distribution Projects page for a

detailed list of completed work) ❖ Continued joint meetings with Development Services, developers, and utility operations staff

on infrastructure requirements for new developments ❖ Continued to manage the City’s Backflow Program per TCEQ regulations ❖ Completed line locates to help protect the water infrastructure (see: Performance Measures

page for details)

* * * * *

265

CITY OF MIDLOTHIAN 32 - WATER OPERATIONSUTILITY SERVICES FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Full-Time PersonnelPublic Works Director* 0.5 0.5 0.5 0.5 0.5Administrative Office Manager 1 1 1 1 1Utility Superintendent 1 1 1 1 1Foreman - Utilities 1 1 1 1 1Heavy Equipment Operator -Utilities 3 3 3 3 3Utility Maintenance Worker I 3 3 4 4 4Part-Time Personnel * 0.25 0.25 0.25 0.25 0.25TOTAL 9.75 9.75 10.75 10.75 10.75

PERFORMANCE MEASURE2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDCity Population 30,814 32,603 34,339 36,084 37,500 Water Customers 6,532 6,721 7,277 7,767 8,000 Water Lines Maintained (miles) 197.19 199.73 201.65 207.37 208.87 Avg Treated Water Pumped (mgd)

-- WTP 1 (Tayman) 5.98 5.69 6.04 6.47 6.67 -- WTP 2 (Auger) 1.00 1.82 1.91 2.44 2.52 Fire Hydrants Maintained 1,117 1,169 1,208 1,293 1,299 WORKLOADCalls for Service 285 353 390 395 410 Water Leaks Repaired 30 40 42 45 45 Water Lines Rehabilitated (linear feet) 1,900 2,230 4,620 6,870 9,870 Water Line Installed (New) (linear feet) 27,804 15,642 2,567 32,750 12,485 Fire Hydrants Repaired 6 12 14 16 16 Fire Hydrants Installed (New) 75 106 12 70 48 Line Locates 5,895 5,744 6,249 7,176 8,100 After-Hours Calls Dispatched 135 134 141 148 155 Right-of-Way Permits Issued 160 185 144 186 228 Water Taps (Repairs/Relocates/New) 7 2 6 3 7 Meter Relocates 36 12 21 25 26

PERSONNEL SCHEDULE

These personnel are split in duties and expenses between Water Operations (32) and Wastewater Operations (33)


* Part-time personnel includes, but is not limited to, Maintenance Worker I and intern positions.

266

CITY OF MIDLOTHIAN 32 - WATER OPERATIONSUTILITY SERVICES FUND

DESCRIPTION STATUSRehab 4500 LF of 6" to 12" Water Main Ongoing

Rehab 1,120 LF of 6" to 8" Water Main Ongoing

Design approximately 2,600 LF of 8" Water Main Ongoing

● Internal repairs and installation● City participation with developers

Ongoing

ACCOUNT NUMBER AMOUNT205-632-648 1,184,615$ 205-632-748 100,000$

1,284,615$

DESCRIPTION AMOUNT● Internal repairs and installation● City participation with developers

100,000$

8" Water Main 1,410,898$

TOTAL COST: 1,510,898$ ACCOUNT NUMBER AMOUNT

205-632-648 885,000$ 205-632-748 100,000$ 205-632-648 525,898$

1,510,898$

Daily Operations and Emergency Repairs

FUNDINGDistribution (Capital)

FY 2021-2022LOCATION

Distribution (Capital) Reappropriated from FY 20-21Distribution (Maintenance)

DISTRIBUTION PROJECTS

LOCATIONPhase II Old Town/Original Town Areas - Along W. Avenue F. & N. 7th St.

FY 2020-2021

Phase II Old Town/Original Town Areas - Along N. 6th St. & N. 7th St. Alley Old Town/Original Town - Along W. Avenue D

TOTAL EXPENDITURESDistribution System (Maintenance)Distribution System (Capital)

FUNDING

Phase III Old Town/Original Town - Along N. Avenue D, N. 1st St. to N. 7th St.

Daily Operations and Emergency Repairs

267

CITY OF MIDLOTHIAN 205 - UTILITY FUND33 - WASTEWATER OPERATIONS

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022 % CHANGE

FROM PYADOPTED

100 PERSONNEL SERVICES110 Salaries & Wages 177,773$ 232,318$ 232,318$ 177,817$ 234,906$ 1%112 Longevity 1,836$ 1,608$ 1,608$ 1,572$ 1,692$ 5%113 Part-Time Wages 210$ 3,938$ 3,938$ -$ 3,938$ 0%114 Certification Pay 4,050$ 4,200$ 4,200$ 3,937$ 3,900$ -7%118 Allowances 1,444$ 1,575$ 1,575$ 1,641$ 1,800$ 14%119 Overtime Pay 4,868$ 11,249$ 11,249$ 5,722$ 11,249$ 0%141 SS/Medicare 13,165$ 19,533$ 19,533$ 13,916$ 19,714$ 1%142 Group Health & Life Insurance 52,506$ 69,085$ 69,085$ 56,660$ 69,545$ 1%143 Workers' Compensation 2,383$ 5,902$ 5,902$ 3,091$ 4,958$ -16%145 Unemployment Compensation 659$ 1,069$ 1,069$ 1,117$ 1,069$ 0%146 TMRS 27,441$ 36,729$ 36,729$ 29,185$ 39,113$ 6%

286,335$ 387,206$ 387,206$ 294,658$ 391,884$ 1%

200 CONTRACTUAL SERVICES210 Outside Services 101,570$ 83,000$ 117,825$ 93,145$ 95,500$ 15%217 Software Maintenance 2,557$ 1,728$ 1,728$ 1,728$ 1,728$ 0%

104,127$ 84,728$ 119,553$ 94,873$ 97,228$ 15%

300 SUPPLIES318 Janitorial Supplies 546$ 650$ 650$ 1,022$ 650$ 0%335 Minor Tools & Minor Equipment 5,731$ 5,500$ 5,500$ 6,088$ 5,500$ 0%336 Uniforms & Clothing 3,934$ 4,200$ 4,200$ 3,409$ 6,175$ 47%341 Signs, Posts, Barricades 729$ 800$ 800$ 403$ 800$ 0%342 Materials & Supplies 5,280$ 5,650$ 5,650$ 3,430$ 5,650$ 0%343 Medical Supplies 125$ -$ -$ -$ -$ 0%344 Chemical Supplies 287$ 600$ 600$ 136$ 600$ 0%348 Office Supplies 225$ 300$ 300$ 412$ 380$ 27%

16,857$ 17,700$ 17,700$ 14,900$ 19,755$ 12%

600 CAPITAL OUTLAY623 Manhole Rehabilitation 222,568$ 125,000$ 125,000$ 123,202$ 225,000$ 80%634 Equipment 150,134$ 15,425$ 230,554$ 14,678$ 86,112$ 458%649 Capital Collection System 531,558$ 405,000$ 647,360$ 299,469$ 600,000$ 48%

904,260$ 545,425$ 1,002,914$ 437,349$ 911,112$ 67%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL


CITY OF MIDLOTHIAN 205 - UTILITY FUND33 - WASTEWATER OPERATIONS

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022 % CHANGE

FROM PYADOPTED

CLASSIFICATION

DEPARTMENT DETAIL

700 OTHER OPERATING COSTS709 Equipment Rental 1,485$ 2,800$ 2,800$ 1,022$ 2,800$ 0%710 Vehicle Maintenance 5,116$ 4,500$ 4,500$ 5,425$ 4,500$ 0%711 Fuel 8,159$ 14,000$ 14,000$ 12,568$ 14,000$ 0%713 Equipment Maintenance 24,789$ 17,000$ 17,000$ 30,635$ 26,930$ 58%720 Dues & Subscriptions 968$ 1,490$ 1,490$ 946$ 1,815$ 22%721 Mileage Reimbursement -$ 125$ 125$ 120$ 200$ 60%729 Conferences & Training 583$ 3,250$ 3,250$ 3,441$ 7,750$ 138%730 Miscellaneous 295$ 500$ 500$ 456$ 500$ 0%736 Postage 94$ 20$ 20$ 41$ 50$ 150%737 Printing 35$ 70$ 70$ -$ 70$ 0%749 Telephone 2,291$ 2,496$ 2,496$ 2,304$ 2,710$ 9%750 Collection System Maintenance 39,910$ 34,000$ 49,000$ 19,920$ 34,000$ 0%751 Utilities - Electric 66,207$ 68,000$ 70,178$ 90,086$ 70,000$ 3%755 Facility Maintenance 12,887$ 37,580$ 37,580$ 8,135$ 28,580$ -24%760 Risk Management -$ -$ -$ 3,060$ -$ 0%783 Lift Stations 62,321$ 57,000$ 57,000$ 65,651$ 57,400$ 1%

225,140$ 242,831$ 260,009$ 243,810$ 251,305$ 3%



CITY OF MIDLOTHIAN 33 - WASTEWATER OPERATIONS UTILITY SERVICES FUND



Foreman - Utilities

Utility Crew Leader





I (2)


I (2)

MISSION STATEMENT: To maintain, repair and construct sanitary sewer lines, and provide emergency repair response to ensure continuous sewer service with minimal service issues.

DEPARTMENT AT A GLANCE: The Wastewater Department provides 24-hour emergency repair and scheduled maintenance of manholes, service connections, lift stations and just over one hundred seventy-one miles of collection and trunk lines. Construction of needed wastewater mains and sewer taps are provided throughout the city to residential, commercial, and industrial customers.

FY 2021-2022 BUDGET HIGHLIGHTS: ➢ Capital Improvements to Wastewater Collection System (#649, $525,000)➢ I&I Assessment Repairs ($150,000)➢ Manhole Rehab Line Item Enhance ($125,000)➢ John Deere Backhoe Replace ($51,607) split with Department 32➢ 2008 Cat Excavator Replace ($23,405) split with Department 32

270

CITY OF MIDLOTHIAN 33 - WASTEWATER OPERATIONS UTILITY SERVICES FUND


GOAL 1: Meet the needs of the growing sanitary sewer customer base by improving and prioritizing maintenance activities within the work order system

OBJECTIVES: ❖ Customize reporting functions of the work order system to maximize use of historical data❖ Ensure customer service requests are addressed in a timely manner❖ Identify and repair segments of the sanitary sewer system through rehabilitation or upsizing❖ Review all video records to determine the physical condition of sanitary sewer mains and to

identify damaged or deteriorating sections needing replacement and/or repair

GOAL 2: Monitor existing sewer pipeline capacity and conditions to ensure uninterrupted service and adequate availability in high-growth areas

OBJECTIVES: ❖ Reduce infiltration and inflow (I&I) into the collection system with use of a sewer camera❖ Use sewer camera to evaluate sewer pipeline conditions❖ Prepare video inspections of problem sewer mains to identify specific locations needing repair

and improve flow in existing mains❖ Maintain a video record library of the physical condition of all sanitary sewer mains❖ Continue the annual process of cleaning sanitary sewer mains once every two years

ACCOMPLISHMENTS FY 20-21: ❖ Increased the knowledge and skills of the Wastewater Operations crew through training and

pursuit of Wastewater license certifications❖ Continued to administer the Industrial Wastewater Discharge ordinance to ensure compliance

by local industries and initiate enforcement action when necessary❖ Continued sewer line preventive maintenance program through the use of a sewer camera to

visually inspect sewer lines, and the routine use of our vacuum truck and other roddingequipment

❖ Completed collection projects throughout the city (see: Collections Projects page for a detailedlist of completed work)

❖ Continued providing excellent customer service with timely responses to customer’s request❖ Completed line locates throughout the city to protect the sewer infrastructure (see:

Performance Measures page for details)❖ Rehabilitated approximately 21 manholes, approximately 7,195 sq. ft., through Insituform

Technologies, Inc. with SpectraShield multi-layered liner system

* * * * *

271

CITY OF MIDLOTHIAN 33 - WASTEWATER OPERATIONSUTILITY SERVICES FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Full-Time PersonnelPublic Works Director* 0.5 0.5 0.5 0.5 0.5Administrative Office Manager 1 1 1 1 1Utility Superintendent 1 1 1 1 1Foreman - Utilities 1 1 1 1 1Heavy Equipment Operator-Utilities 3 3 3 3 3Utility Maintenance Worker I 3 3 4 4 4Part-Time Personnel * 0.25 0.25 0.25 0.25 0.25TOTAL 9.75 9.75 10.75 10.75 10.75

PERFORMANCE MEASURE2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDCity Population 30,814 32,603 34,339 36,084 37,500 Sewer Customers 8,460 8,865 9,320 9,867 10,360 Lift Stations Maintained 12 15 14 14 14 Sewer Lines Maintained (Miles) 155.90 161.83 163.88 171.87 174.87 Average Daily Sewer Flow (mgd) 1.410 3.160 1.870 2.130 2.237 Average Monthly Sewer Flow (mgd) 50.66 68.20 56.97 64.86 68.10 WORKLOADCalls for Service 146 115 138 280 290After-Hours Calls Dispatched 71 81 81 45 60Line Locates 5,895 5,744 6,249 7,176 8,175Sewer Lines Rehabilitated (linear ft.) 4,980 800 8,090 1,940 2,840Sewer Line Installed (New) (linear feet) 66,870 98,171 10,824 42,189 30,000Manholes Installed 224 324 382 137 88Manholes Rehabilitated 49 38 35 21 42Sewer Taps 0 2 2 2 2

PERSONNEL SCHEDULE

These personnel are split in duties and expenses between Water Operations (32) and Wastewater Operations (33)* Part-time personnel includes, but is not limited to, Maintenance Worker I and intern positions.


272

CITY OF MIDLOTHIAN 33 - WASTEWATER OPERATIONSUTILITY SERVICES FUND

LOCATION DESCRIPTION STATUSPhase II Old Town/Original Town Areas - Along N. 3rd St.

Rehab Approx. 900 LF of 6" Sewer Main Ongoing

Phase I - Citywide Evaulation of Inflow & Infiltration on Existing Sanitary Sewer System

Ongoing

Old Town/Original Town- Along N. 3rd St. Design approximately 900 LF of Sewer Main Ongoing

City Wide Manhole rehabilitation Ongoing

City Wide Continued implementation of Utility GIS system to allow viewing of underground sanitary sewer lines, manholes, clean outs and to map the direction and flow of lines throughout the city on desktop computers

Ongoing

FUNDING ACCOUNT NUMBER AMOUNTManhole Rehabilitation 205-633-623 125,000$ Collection System (Capital) 205-633-649 634,713$ Collection System (Maintenance) 205-633-750 34,000$ Lift Stations (Maintenance) 205-633-783 57,000$

850,713$

LOCATION DESCRIPTION AMOUNTCity Wide Emergency repairs and maintenance (inspections, camera, and

replace or repair sanitary sewer lines, lift stations and mains as needed)

34,000$

City Wide Manhole rehabilitation 225,000$ City Wide Lift Stations repairs and maintenance 57,400$ Phase III Old Town/Original Town - Along N. 3rd St. & W. Avenue C

8" Sewer Main 730,017$

TOTAL COST: 1,046,417$

FUNDING ACCOUNT NUMBER AMOUNTManhole Rehabilitation 205-633-623 225,000$ Collection System (Capital) 205-633-649 600,000$ Collection System (Maintenance) 205-633-750 34,000$ Lift Stations (Maintenance) 205-633-783 57,400$ Reappropriated from FY 20-21 205-633-649 130,017$

1,046,417$

COLLECTIONS PROJECTS

FY 2021-2022

TOTAL EXPENDITURES

FY 2020-2021

TOTAL EXPENDITURES

273

CITY OF MIDLOTHIAN 205 - UTILITY FUND34 - WTP 1 (TAYMAN)

ACTUAL2019-2020

ADOPTED2020-2021

2019-2020AMENDS

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 629,339$ 675,962$ -$ 675,962$ 589,246$ 690,958$ 2%112 Longevity 2,208$ 2,892$ -$ 2,892$ 2,304$ 3,132$ 8%114 Certification Pay 6,050$ 11,400$ -$ 11,400$ 5,150$ 8,400$ -26%118 Allowances 1,740$ 1,740$ -$ 1,740$ 1,775$ 1,740$ 0%119 Overtime Pay 43,349$ 50,619$ -$ 50,619$ 42,150$ 50,619$ 0%141 SS/Medicare 50,379$ 56,816$ -$ 56,816$ 47,102$ 57,901$ 2%142 Group Health & Life Insurance 166,118$ 193,485$ -$ 193,485$ 139,165$ 165,946$ -14%143 Workers' Compensation 7,082$ 18,144$ -$ 18,144$ 9,188$ 15,241$ -16%145 Unemployment Compensation 2,160$ 2,520$ -$ 2,520$ 3,258$ 2,520$ 0%146 TMRS 103,378$ 108,507$ -$ 108,507$ 96,828$ 116,653$ 8%

1,011,803$ 1,122,085$ -$ 1,122,085$ 936,166$ 1,113,110$ -1%

200 CONTRACTUAL SERVICES210 Outside Services 18,030$ 54,500$ 1,330$ 55,830$ 22,087$ 19,850$ -64%239 Professional Fees 30,065$ 20,000$ 14,935$ 34,935$ 13,755$ 10,000$ -50%240 Janitorial Services 5,720$ 6,240$ -$ 6,240$ 7,404$ 7,000$ 12%244 Inspection Services 11,941$ 7,500$ -$ 7,500$ 5,564$ 11,500$ 53%

65,756$ 88,240$ 16,265$ 104,505$ 48,810$ 48,350$ -45%

300 SUPPLIES318 Janitorial Supplies 1,845$ 1,300$ -$ 1,300$ 826$ 2,500$ 92%335 Minor Tools & Minor Equipment 5,738$ 28,500$ -$ 28,500$ 3,323$ 20,000$ -30%336 Uniforms & Clothing 4,265$ 5,500$ -$ 5,500$ 4,975$ 5,500$ 0%338 Minor Office Furniture 701$ 750$ -$ 750$ 432$ 1,000$ 33%341 Signs, Posts, Barricades 436$ 350$ -$ 350$ -$ 500$ 43%342 Materials & Supplies 3,833$ 3,000$ -$ 3,000$ 4,514$ 3,000$ 0%344 Chemical Supplies 357,150$ 420,000$ -$ 420,000$ 434,842$ 420,000$ 0%345 Computer Supplies 435$ -$ -$ -$ -$ -$ 0%348 Office Supplies 449$ 500$ -$ 500$ 312$ 700$ 40%349 Lab Supplies 11,611$ 12,000$ -$ 12,000$ 7,897$ 12,000$ 0%

386,463$ 471,900$ -$ 471,900$ 457,121$ 465,200$ -1%

600 CAPITAL OUTLAY628 Building Renovation 52,819$ -$ 167,182$ 167,182$ 52,450$ -$ 0%632 Computer S/W & H/W 1,933$ -$ -$ -$ 74$ -$ 0%633 Vehicles -$ -$ -$ -$ 35,000$ 0%634 Equipment 38,884$ 54,000$ 348,425$ 402,425$ 49,806$ 305,035$ 465%

93,636$ 54,000$ 515,607$ 569,607$ 102,330$ 340,035$ 530%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL


CITY OF MIDLOTHIAN 205 - UTILITY FUND34 - WTP 1 (TAYMAN)

ACTUAL2019-2020

ADOPTED2020-2021

2019-2020AMENDS

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

700 OTHER OPERATING COSTS709 Equipment Rentals 23,910$ 2,500$ -$ 2,500$ 611$ 2,500$ 0%710 Vehicle Maintenance 5,259$ 3,500$ -$ 3,500$ 3,923$ 4,550$ 30%711 Fuel 18,733$ 8,000$ -$ 8,000$ 6,581$ 8,000$ 0%713 Equipment Maintenance 172,680$ 214,000$ -$ 214,000$ 212,962$ 210,000$ -2%716 Advertising & Legal Notices -$ 100$ -$ 100$ -$ 100$ 0%720 Dues & Subscriptions 2,417$ 3,797$ -$ 3,797$ 410$ 4,200$ 11%721 Mileage Reimbursement 307$ 400$ -$ 400$ -$ 400$ 0%729 Conferences & Training 5,291$ 9,375$ -$ 9,375$ 1,404$ 7,725$ -18%730 Miscellaneous 2,242$ 1,200$ -$ 1,200$ 845$ 2,000$ 67%732 Disposals -$ 3,000$ -$ 3,000$ -$ -$ -100%736 Postage 196$ 200$ -$ 200$ 192$ 300$ 50%737 Printing 45$ 2,000$ -$ 2,000$ 35$ 1,000$ -50%746 Street Maintenance 1,472$ 2,000$ 2,000$ 1,950$ 2,000$ 0%749 Telephone 3,056$ 3,500$ -$ 3,500$ 2,968$ 3,306$ -6%751 Utilities - Electric 374,495$ 396,000$ -$ 396,000$ 585,168$ 396,000$ 0%755 Facility Maintenance 14,455$ 60,000$ -$ 60,000$ 76,518$ 50,000$ -17%

624,558$ 709,572$ -$ 709,572$ 893,567$ 692,081$ -2%

2,182,216$ 2,445,797$ 531,872$ 2,977,669$ 2,437,994$ 2,658,776$ 9%TOTAL CURRENT EXPENDITURES


CITY OF MIDLOTHIAN 34 - WATER TREATMENT PLANT UTILITY SERVICES FUND

DIRECTOR OF ENGINEERING

17-Engineering (GF)

Water TreatmentPlant Manager

WTP ChiefOperator

Senior WTPOerator

(1st Shift)

Senior WTPOperator

(2nd Shift)

Administrative Assistant II

Senior WTPOperator(3rd Shift)

WTP OperatorWTP Operator

Water QualitySpecialist

Senior WTP Maintenance

Technician

WTP Operator WTP MWII

WTP MWI

Asst. WTP ChiefOperator

MISSION STATEMENT: The mission of the Water Treatment Plant is to produce a sufficient supply of safe and potable drinking water for the citizens of Midlothian and wholesale customers.

DEPARTMENT AT A GLANCE: The Texas Commission on Environmental Quality (TCEQ) rates the City’s water supply “Superior” and all plant operators are licensed by the state. The City has 5.95 MGD storage rights in Joe Pool Lake, and up to 2.8 MGD of re-use rights from Trinity River Authority’s Mountain Creek Regional Wastewater Treatment System within Joe Pool Lake, which is the raw water source for this plant. The Tayman Water Treatment Plant has been in service since the mid-1980’s and has undergone several expansions over the years. The plant has a maximum treatment capacity of approximately 12 MGD.

This Water Treatment Plant has obtained numerous awards in the past 10 years. Some of these achievements include the Texas Optimization Award by TCEQ, being named a Superior Public Water System by TCEQ and winning the Best Tasting Water both regionally and state-wide.

276


FY 2021-2022 BUDGET HIGHLIGHTS: ➢ Replace Dump Truck ($145,040)➢ Front end Loader ($159,995)➢ Replace Ford F150 ($35,000)➢ Chemical Feed Pump ($15,000)


GOAL 1: Maintain and continue with the standards issued by the Texas Commission on Environmental Quality by meeting rules that govern Public Drinking Water Systems

OBJECTIVES: ❖ Advance the knowledge and skills of staff through increased training, maintenance of current

certifications, and pursuit of additional certifications❖ Continue successful implementation of technology and scientific tools to protect and enhance

water quality❖ Keep staff informed of the changes to rules, methods and requirements, thereby ensuring

system integrity and compliance❖ Continue to monitor existing treatment methods and system operations based on state and

federal regulations. Ongoing monitoring in the TCEQ-USEPA Disinfection By-Productprogram, and new lead/copper Program.

❖ Continue the evaluation and modification of monitoring and reporting practices to meetexisting and new regulations

❖ Maintain and evaluate procedures, material and equipment while adhering to budgetaryguidelines

❖ Continue to look for ways to meet current demands, monitor performance and regulatoryrequirements, analyze data, identify problems and implement corrective action whilecontaining operating costs

GOAL 2: Conduct effective long-range planning

OBJECTIVES: ❖ Fully utilize staff and consultant resources to accurately project future water demands❖ Remain up-to-date on new/advances in treatment technology and techniques❖ Continue to assess and monitor existing equipment and facilities in order to budget for and

schedule major capital improvement upgrades

GOAL 3: Continue to maintain a high-level of preventative maintenance

OBJECTIVES: ❖ Continue to evaluate condition of existing infrastructure to help reduce the likelihood of

unforeseen failure or costly repairs❖ Plan and prepare for inspections and repairs to occur within budgeted time frame❖ Continue maintenance practices on all plant equipment and major components

277


❖ Continue practice of scheduled equipment repairs❖ Conduct inspections of raw water pipeline, sedimentation basins, filters, clearwells, elevated

storage tanks, raw water and high service pumps and motor controls❖ Complete conversion from ammonia gas to liquid ammonium sulfate (LAS)

GOAL 4: Continue implementation of water conservation measures and practices

OBJECTIVES: ❖ Update City website with conservation information❖ Continue public outreach (through festivals, mailers, school events, newspaper, etc.)

ACCOMPLISHMENTS FY 20-21: ❖ On-going program of flushing dead-end distribution lines each month in accordance with

TCEQ requirements. Program includes metering flushed water, as well as serving as a meansof monitoring water quality throughout the distribution system.

❖ Continued to maintain compliance with State and Federal regulations through collection of rawwater samples and samples from the distribution system for compliance in the DisinfectionBy-Product Rule and Total Coliform Rule

❖ Continued to maintain compliance with State and Federal regulations to ensure the integrity ofthe supply of drinking water; received no notice of violations

❖ Participated in Community Events and School presentations promoting Water Conservation❖ Continued to provide excellent customer service with timely responses to water quality calls❖ Reduced the number of water quality calls which pertained to taste and odor❖ Increased the knowledge and skills of Water Operators/Maintenance staff through training and

pursuit of water license certifications❖ Recondition of raw pump #4 including motor❖ Added cooling system to compressor room❖ Continued preventative maintenance on remaining raw water pumps at Joe Pool Lake❖ Completed installation of permanent power supply for the Raw Water Pump Station HVAC

units

* * * * * *

278

CITY OF MIDLOTHIAN 34 - WATER TREATMENT PLANTUTILITY SERVICES FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECT

Full-Time PersonnelWTP Manager 1 1 1 1 1WTP Chief Operator 1 1 1 1 1WTP Asst. Chief Operator 1 1 1 1 1WTP Senior Operator 3 3 3 4 4WTP Senior Maintenance Technician 1 1 1 1 1WTP Operator 3 3 3 3 3Water Quality Specialist 1 1 1 0 0WTP Utility Maintenance Worker I 1 1 1 1 1WTP Utility Maintenance Worker II 1 1 1 1 1Administrative Assistant II 1 1 1 1 1Part-Time Personnel * 0 0 0 0 0TOTAL 14 14 14 14 14

2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECT

DEMANDRainfall (inches) - Fiscal Year 42.41 38.88 49.28 29.84 40.00 Avg Rainfall per month (inches) 2.17 3.53 3.24 2.49 3.33 # of 100 Degree Days 15 17 9 1 11 Avg Treated Water Flow (monthly)(mg)- WTP 1 (Tayman) 182.02 172.97 183.56 207.55 231.54 - WTP 2 (Auger) 30.28 55.34 51.28 70.09 89.15 Water Customers 6,532 6,721 7,277 7,767 8,000 WORKLOADAnnual Water Billed 2,468.99 2,537.32 2,719.20 2,890.49 2,977.21 Annual Raw Water Pumped (mg)- WTP 1 (Tayman) 2,408.54 2,249.74 2,353.54 2,951.05 3,393.70 - WTP 2 (Auger) 461.05 656.22 636.44 985.45 1,281.85 Annual Treated Water Pumped (mg)- WTP 1 (Tayman) 2,184.19 2,075.61 2,206.24 2,515.45 2,824.66 - WTP 2 (Auger) 363.31 664.10 695.89 975.53 1,092.60 Dead End Fire Hydrants Flushed 482 283 305 317 317 Water Used for Flushing (mg) 5 4 5 6 6 Avg Treated Water Pumped (mgd)- WTP 1 (Tayman) 5.98 5.69 6.04 6.25 6.55 - WTP 2 (Auger) 1.00 1.82 1.90 2.01 3.00 Backflow Devices 2,946 3,139 3,340 3,340 3,339 PRODUCTIVITYGround Storage Capacity (mg)- WTP 1 (Tayman) 4 4 4 4 4 - WTP 2 (Auger) 3 3 3 6 6 Elevated Storage Capacity (mg) 3 3 3 3 3 Pumping Capacity (mgd)- WTP 1 (Tayman) 12.00 12.00 12.00 22.10 22.10 - WTP 2 (Auger) 8.10 8.10 8.10 22.50 22.50 Treatment Capacity (mgd)- WTP 1 (Tayman) 12.00 12.00 12.00 12.00 12.00 - WTP 2 (Auger) 8.10 8.10 8.10 12.00 12.00

PERSONNEL SCHEDULE


* Part-time personnel includes, but is not limited to, WTP Utility Maintenance Worker I positions

279

CITY OF MIDLOTHIAN 34 - WATER TREATMENT PLANTUTILITY SERVICES FUND

* As adopted

05001,0001,5002,0002,5003,0003,5004,0004,500

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

17-18 18-19 19-20 20-21 21-22* TREA

TED

WA

TER

MG

EXPE

ND

ITU

RES

FISCAL YEAR

WATER TREATMENT PLANTEXPENDITURES & FLOW

Expenditures MGD Treated

0.0010.0020.0030.0040.0050.0060.00

0500

1,0001,5002,0002,5003,0003,5004,000

17-18 18-19 19-20 20-21 21-22*

RA

INFA

LL

(in in

ches

)

WA

TE

R T

RE

AT

ED

(mgd

)

FISCAL YEAR

WATER TREATED & RAINFALL

Treated Water Rainfall

280

CITY OF MIDLOTHIAN 205 - UTILITY FUND36 - UTILITY BILLING

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 156,498$ 160,226$ 160,226$ 160,017$ 166,635$ 4%112 Longevity 1,536$ 1,680$ 1,680$ 1,680$ 1,824$ 9%119 Overtime Pay 2,741$ 3,800$ 3,800$ 5,506$ 6,500$ 71%141 SS/Medicare 11,520$ 12,780$ 12,780$ 12,132$ 13,281$ 4%142 Group Health & Life Insurance 29,024$ 31,176$ 31,176$ 31,065$ 31,227$ 0%143 Workers' Compensation 118$ 317$ 317$ 153$ 266$ -16%145 Unemployment Compensation 432$ 540$ 540$ 756$ 540$ 0%146 TMRS 23,491$ 24,407$ 24,407$ 25,229$ 26,758$ 10%

225,360$ 234,926$ 234,926$ 236,538$ 247,031$ 5%

200 CONTRACTUAL SERVICES210 Outside Services 56,171$ 59,480$ 59,480$ 65,104$ 60,940$ 2%217 Software Maintenance 80,602$ 80,102$ 80,102$ 95,883$ 83,458$ 4%241 Collection Fees 2,084$ 1,700$ 1,700$ 1,428$ 1,500$ -12%

138,857$ 141,282$ 141,282$ 162,415$ 145,898$ 3%

300 SUPPLIES335 Minor Tools & Minor Equipment 2,867$ -$ -$ -$ -$ 0%348 Office Supplies 1,313$ 1,700$ 1,700$ 1,534$ 1,700$ 0%

4,180$ 1,700$ 1,700$ 1,534$ 1,700$ 0%

700 OTHER OPERATING COSTS729 Conferences & Training 825$ 800$ 800$ -$ 500$ -38%730 Miscellaneous 179$ 150$ 150$ 2$ 150$ 0%736 Postage 1,337$ 1,250$ 1,250$ 677$ 1,000$ -20%737 Printing 1,141$ 1,300$ 1,300$ 450$ 1,300$ 0%749 Telephone -$ -$ -$ -$ 480$ 0%

3,482$ 3,500$ 3,500$ 1,129$ 3,430$ -2%


EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL


CITY OF MIDLOTHIAN 36 - UTILITY BILLING UTILITY SERVICES FUND

Finance Director(General Fund)

Asst. Finance Director

Utility Billing Manager

Utility Billing Technician

(2)

MISSION STATEMENT: The mission of the Utility Billing department is to provide the highest level of customer service to ensure adequate funds are available for the protection of citizens and provision of municipal services by providing accurate and timely reading of water meters, billing to utility customers, maintaining a high percentage of collections, accurate financial/customer records and ensuring positive public relations.

FY 2021-2022 BUDGET HIGHLIGHTS: ➢ None


GOAL 1: Provide excellent customer service

OBJECTIVES: ❖ Cross-train staff to promote efficiency❖ Systematically review and revise policies and procedures

GOAL 2: Provide accurate recording and billing of water/wastewater charges

OBJECTIVES: ❖ Identify billing errors through audits and use of technology❖ Ensure quality control by conducting high/low analysis (exception analysis)❖ Continue quarterly and daily meetings with field staff to identify reading problems and service

issues❖ Ensure technicians have sufficient software training for billing and reporting procedures❖ Seek additional services to streamline billing/collection functions by utilizing automation

282

CITY OF MIDLOTHIAN 36 - UTILITY BILLING UTILITY SERVICES FUND

GOAL 3: Maximize use of appropriate technology OBJECTIVES: ❖ Optimize use of Incode as a management tool (including electronic work order function) ❖ Provide web-based tools and information to customers (i.e., online payments, online account

inquiry, e-mailing of utility statement, utility billing forms) ❖ Ensure Utility Billing website is updated regularly GOAL 4: Provide ongoing training and professional development for staff OBJECTIVES: ❖ Identify additional training opportunities ❖ View and participate in the online Incode website discussions and suggestions ❖ Promote the use of Incode “Help” downloads as a training tool ❖ UB Manager monthly training with staff GOAL 5: Provide prudent fiscal management to ensure the efficient and effective management of department’s programs and finances OBJECTIVES: ❖ Continue to review and improve the Utility Billing collection process ❖ Continue to administer internal controls to ensure the integrity of Utility Billing collections ❖ Continue to compile and review monthly reports to ensure accurate billing and prevent

fraudulent meter usage ACCOMPLISHMENTS FY 20-21:

❖ Utilized the Communications Office to promote online options ❖ Completed Incode online and in-house trainings ❖ Installed scanners and Laserfiche to start process toward paperless

o Implemented paperless process – began scanning daily cash receipts. ❖ Remotely monitored customer accounts and e-mails for emergency preparedness ❖ Open Edge – upgraded credit card readers to contactless ❖ Conducted on-line WaterSmart training (refresher) ❖ Continue updating desk reference

* * * * *

283

CITY OF MIDLOTHIAN 36 - UTILITY BILLING


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Utility Billing Manager 1 1 1 1 1Lead Utility Billing Technician 0 0 0 1 1Utility Billing Technician 2 2 2 1 1TOTAL 3 3 3 3 3

PERFORMANCE MEASURES2017-2018ACTUAL

2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDCity Population 30,814 32,603 34,339 36,084 37,500 Water Customers 6,532 6,721 7,277 7,767 8,000 Sewer Customers 8,460 8,865 9,320 9,867 10,360 Customer Meter Reading Routes 22 22 24 24 28 Number of Billing Cycles Per Month 1 1 1 1 1 WORKLOADTelephone Inquiries 15,299 14,896 14,748 15,624 16,000 Walk In Customers 13,128 11,075 11,000 9,822 10,000 Drop Box Payments 15,570 7,204 7,013 6,222 6,300 Mail Lock Box/ACH Pmts 15,570 23,806 20,190 20,744 22,000 Website Payments 33,708 36,485 52,021 62,256 64,000 Autodraft Payments 8,879 13,435 6,465 4,645 4,700 Phone Payments (IVR) 33,708 5,852 3,666 4,480 4,600 PRODUCTIVITYTurn on New Service 1,523 1,524 1,095 2,147 2,250 Turn Off / Lock 686 716 863 710 900 Work Orders Processed 3,465 5,368 6,638 5,814 6,200 WaterSmart Portal Registered Users* - - 1,616 1,959 2,450 Leak Alerts by WaterSmart* - - 6,346 8,761 9,200 Total Payments Processed 50,650 60,561 72,941 80,381 82,000 Final Accounts Processed 1,378 1,435 1,307 1,420 1,500 Application Fees Collected 24,850$ 24,075$ 26,575$ 28,875$ 29,250$ Penalities / Late Fees Collections 278,574$ 275,203$ 168,054$ 198,830$ 200,000$

*WaterSmart is a new program for 2019-2020 to help users track usage and encourage conservation

Some statistics for FY 19-20 may contain irregularities due to changes in operating procedure caused by COVID-19.

Residential accounts represent approximately 90% of the total active meter accounts and commercial accounts represent approximately 10%.

UTILITY SERVICES FUND

PERSONNEL SCHEDULE


284

CITY OF MIDLOTHIAN 205 - UTILITY FUND37 - METER DEPARTMENT

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 102,274$ 110,287$ 110,287$ 99,207$ 109,570$ -1%112 Longevity 624$ 768$ 768$ 768$ 720$ -6%114 Certification Pay 2,300$ 2,400$ 2,400$ 2,225$ 1,800$ -25%118 Allowances 900$ 900$ 900$ 938$ 900$ 0%119 Overtime Pay 2,903$ 6,749$ 6,749$ 6,598$ 6,749$ 0%141 SS/Medicare 7,476$ 9,254$ 9,254$ 7,229$ 9,150$ -1%142 Group Health & Life Insurance 28,234$ 34,029$ 34,029$ 43,888$ 58,787$ 73%143 Workers' Compensation 1,186$ 3,036$ 3,036$ 1,539$ 2,550$ -16%145 Unemployment Compensation 434$ 540$ 540$ 756$ 540$ 0%146 TMRS 16,050$ 17,673$ 17,673$ 16,526$ 18,434$ 4%

162,381$ 185,636$ 185,636$ 179,674$ 209,200$ 13%

200 CONTRACTUAL SERVICES210 Outside Services -$ 650$ 1,980$ 3,424$ 650$ 0%217 Software Maintenance 1,728$ 1,728$ 1,728$ 1,728$ 1,728$ 0%244 Inspection Services 9,655$ 15,000$ 15,000$ 10,935$ 21,500$ 43%

11,383$ 17,378$ 18,708$ 16,087$ 23,878$ 37%

300 SUPPLIES335 Minor Tools & Minor Equipment 642$ 1,400$ 1,400$ 1,393$ 4,900$ 250%336 Uniforms & Clothing 1,886$ 2,000$ 2,000$ 960$ 3,600$ 80%342 Materials & Supplies 444$ 1,500$ 1,500$ 92$ 1,500$ 0%344 Chemical Supplies 40$ 100$ 100$ -$ 100$ 0%345 Computer Supplies 5$ -$ -$ -$ -$ 0%348 Office Supplies 64$ 200$ 200$ 193$ 200$ 0%

3,081$ 5,200$ 5,200$ 2,638$ 10,300$ 98%

600 CAPITAL OUTLAY624 Commercial Water Meters 31,485$ 35,080$ 35,080$ 11,355$ 110,560$ 215%625 Residential Water Meters 109,518$ 50,000$ 50,000$ 67,124$ 50,000$ 0%633 Vehicles -$ -$ -$ -$ 35,000$ 0%634 Equipment 7,000$ -$ -$ -$ -$ 0%

148,003$ 85,080$ 85,080$ 78,479$ 195,560$ 130%

700 OTHER OPERATING COSTS710 Vehicle Maintenance 2,423$ 3,000$ 3,000$ 3,918$ 3,000$ 0%711 Fuel 7,021$ 9,000$ 9,000$ 7,911$ 9,000$ 0%713 Equipment Maintenance 31,028$ 28,000$ 28,000$ 27,728$ 29,000$ 4%720 Dues & Subscriptions 270$ 280$ 280$ 475$ 280$ 0%729 Conferences & Training 1,489$ 3,250$ 3,250$ 586$ 3,250$ 0%730 Miscellaneous 63$ 50$ 50$ -$ 50$ 0%737 Printing -$ 100$ 100$ -$ 100$ 0%748 Distribution System Maint 7,920$ 4,920$ 4,920$ 4,411$ 5,100$ 4%749 Telephone 5,011$ 6,624$ 6,624$ 6,048$ 6,200$ -6%

55,225$ 55,224$ 55,224$ 51,077$ 55,980$ 1%


EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL


CITY OF MIDLOTHIAN 37 - METER DEPARTMENT UTILITY SERVICES FUND



Meter Services Supervisor


Sr. Customer Service Technician

Customer Service Technician

MISSION STATEMENT: To ensure accurate meter readings, with fair and equitable billing of all customers throughout the distribution system.

DEPARTMENT AT A GLANCE: The Meter Department is responsible for managing City water meters and sewer only reading activity for over 9,350 residential, commercial, industrial and wholesale accounts. The department uses Neptune AMR/AMI migratable technology, and with the use of laptop computers, is able to acquire meter data via a drive-by system, or Dashboard AMI.

FY 2021-2022 BUDGET HIGHLIGHTS: ➢ Rockett Meter Vault Upgrades ($75,000)


GOAL 1: To maintain customer confidence in billing by providing timely and accurate water metering services

OBJECTIVES: ❖ Continue residential radio-read meter maintenance in City water areas, and continue to read

meters in the sewer only areas, for Mt. Peak Special Utility District (SUD) and Sardis-LoneElm Water Supply Corporation

❖ Complete reading cycles on schedule to evenly distribute customer usage from month to month❖ Install new residential meters at rough plumbing phase to increase water accountability

286

CITY OF MIDLOTHIAN 37 - METER DEPARTMENT UTILITY SERVICES FUND

❖ Conduct annual and semi-annual large commercial meter testing program to increase water accountability (greater than two inch)

❖ Maintain an overall water meter reading error rate of less than 5% of total meters read (includes both manual and radio reads)

❖ Submit water meters for testing as needed to ensure accurate operation ❖ Ensure all water is metered to minimize the loss of water revenue and to equitably distribute

the cost of providing services to all customers GOAL 2: Continue to provide excellent customer service OBJECTIVES: ❖ Advance the knowledge and skills of staff through increased training, maintenance of current

Customer Service certifications, and pursuit of additional certifications ❖ Respond to customer requests and work orders regarding water meters in a timely and effective

manner GOAL 3: Maintain the integrity of the water meter infrastructure OBJECTIVE: ❖ Ensure that water meters are in proper working order, repair, and replace meters when

identified as having problems ACCOMPLISHMENTS FY 20-21: ❖ Increased the knowledge and skills of the Meter Operations crew through training and pursuit

of water license certifications ❖ Continued ongoing residential AMI meter maintenance ❖ AMI Metering Collector – added a new collector at Heritage High School ❖ Replaced Neptune drive by equipment ❖ See Performance Measures page for complete details of the Meter Department’s daily

operations

* * * * *

287

CITY OF MIDLOTHIAN 37- METER DEPARTMENTUTILITY SERVICES FUND


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Meter Services Supervisor 1 1 1 1 1Customer Service Technician 2 2 2 2 2TOTAL 3 3 3 3 3


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDCity Population 30,814 32,603 34,339 36,084 37,500 Water Customers 6,532 6,721 7,277 7,767 8,000 Sewer Customers 8,460 8,865 9,320 9,867 10,360 Meters Read Annually 85,044 94,308 96,186 106,512 107,000 Customer Meter Reading Routes 22 22 24 24 28 Billing Cycles Per Month 1 1 1 1 1 WORKLOADAvg Meters Read Per Meter Reader (Monthly) 3,543 1,388 1,500 2,958 3,000 Work Orders Issued 5,732 5,368 6,003 5,814 6,100 Turn On New Service 635 640 680 1,494 1,600 Turn Off / Lock 505 461 463 710 800 Read In / Out 882 884 831 857 950 Meter Re-reads 536 101 78 64 100 Meter/Register Change Outs** 5,272 106 33 46 65 Pull Meter / Plug Sewer 201 235 267 225 275 Set Meter 506 94 202 308 350 Temporary Service 96 82 68 175 200 EFFECTIVENESS% of Meters Read Monthly 100% 100% 100% 100% 100%% of Re-Reads Annually 1.04% 1.04% 0.64% 0.06% 0.06%

accounts represent approximately 10%.**Complete meter change out program in FY 17-18

* Residential accounts represent approximately 90% of the total active meter accounts and commercial

PERSONNEL SCHEDULE


288

CITY OF MIDLOTHIAN 205 - UTILITY FUND38 - SUPPORT SERVICES

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 148,830$ 157,901$ 157,901$ 155,711$ 164,217$ 4%112 Longevity 288$ 384$ 384$ 384$ 480$ 25%113 Part-Time Wages -$ -$ -$ 854$ -$ 0%114 Certification Pay 1,200$ 1,200$ 1,200$ 1,200$ 1,200$ 0%118 Allowances 900$ 900$ 900$ 937$ 900$ 0%141 SS/Medicare 11,256$ 12,269$ 12,269$ 11,711$ 12,760$ 4%142 Group Health & Life Insurance 20,701$ 22,370$ 22,370$ 18,902$ 22,414$ 0%143 Workers' Compensation 165$ 582$ 582$ 214$ 489$ -16%145 Unemployment Compensation 288$ 360$ 360$ 504$ 360$ 0%146 TMRS 22,430$ 23,432$ 23,432$ 23,379$ 25,708$ 10%

206,058$ 219,398$ 219,398$ 213,796$ 228,528$ 4%

200 CONTRACTUAL SERVICES210 Outside Services 100$ 1,000$ 24,730$ 24,005$ 56,000$ 5500%214 TRA O&M Charges JPL 261,800$ 260,000$ 260,000$ 194,225$ 295,000$ 13%217 Software Maintenance 3,792$ 4,000$ 6,088$ 6,069$ 4,182$ 5%218 Investment Services 16,000$ 16,000$ 16,000$ 16,000$ 16,000$ 0%223 TRA MCRWS - O&M 3,266,634$ 5,000,000$ 5,000,000$ 4,877,714$ 7,205,000$ 44%224 TRWD MRWSP - O&M 690,461$ 1,969,628$ 1,969,628$ 905,068$ 2,142,608$ 9%226 TRA Raw Water -$ -$ -$ -$ 160,000$ 0%234 Audit Fees -$ 7,000$ 14,500$ 7,000$ 7,000$ 0%235 Legal Fees 10,414$ 50,000$ 50,000$ 6,371$ 50,000$ 0%239 Professional Fees 81,568$ 206,500$ 241,059$ 141,750$ 45,000$ -78%244 Inspection Services 21,976$ -$ -$ -$ -$ 0%

4,352,745$ 7,514,128$ 7,582,005$ 6,178,202$ 9,980,790$ 33%

300 SUPPLIES336 Uniforms & Clothing -$ 450$ 450$ 16$ 450$ 0%348 Office Supplies 699$ 850$ 850$ 616$ 550$ -35%

699$ 1,300$ 1,300$ 632$ 1,000$ -23%

600 CAPITAL OUTLAY633 Vehicles 28,999$ -$ -$ -$ -$ 0%

28,999$ -$ -$ -$ -$ 0%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Support Services Department is responsible for the payment of debt, water and wastewater contracts and for other departments that pertain to all Utility departments.


CITY OF MIDLOTHIAN 205 - UTILITY FUND38 - SUPPORT SERVICES

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

The Support Services Department is responsible for the payment of debt, water and wastewater contracts and for other departments that pertain to all Utility departments.

700 OTHER OPERATING COSTS710 Vehicle Maintenance 100$ 400$ 400$ 606$ 400$ 0%711 Fuel 355$ 600$ 600$ 2,073$ 600$ 0%720 Dues & Subscriptions 224$ 600$ 600$ 311$ 600$ 0%726 General Insurance 119,559$ 160,000$ 160,000$ 145,814$ 160,000$ 0%729 Conferences & Training 295$ 750$ 750$ -$ 750$ 0%730 Miscellaneous 394$ 600$ 600$ 343$ 600$ 0%736 Postage -$ 100$ 100$ -$ 100$ 0%737 Printing 9$ 1,500$ 1,500$ 1,114$ 1,500$ 0%743 Board Expenses 276$ 1,000$ 1,000$ 680$ 1,000$ 0%760 Risk Management -$ 5,000$ 5,000$ -$ 5,000$ 0%772 Credit Card Provider Fee 143,337$ 150,000$ 150,000$ 172,773$ 185,000$ 23%776 WW - Sardis Fee 10,738$ 9,600$ 9,600$ 11,130$ 9,600$ 0%777 Sardis Set Up Fee 155$ 200$ 200$ 110$ 200$ 0%

275,442$ 330,350$ 330,350$ 334,954$ 365,350$ 11%

800 TRNSF TO OTHER FUNDS811 Tnsf to General Fund 2,765,674$ 3,014,377$ 3,014,377$ 3,014,377$ 3,014,377$ 0%813 Tnsf to Debt Service Fund 2,267,707$ 2,196,812$ 2,196,812$ 2,196,812$ 2,196,812$ 0%840 Tnsf to Capital Projects 5,213,013$ 3,300,000$ 3,739,711$ 3,543,965$ 9,250,000$ 180%

10,246,394$ 8,511,189$ 8,950,900$ 8,755,154$ 14,461,189$ 70%

900 SPECIAL PROJECTS926 Special Utility Projects 136,349$ 50,000$ 117,000$ 9,000$ 50,000$ 0%942 Contingency 50,000$ 50,000$ 79,559$ 842$ 50,000$ 0%

186,349$ 100,000$ 196,559$ 9,842$ 100,000$ 0%



CITY OF MIDLOTHIAN 38 – UTILITY SUPPORT SERVICES UTILITY SERVICES FUND


Assistant City Engineer

Administrative Assistant III

GIS Specialist

MISSION STATEMENT: To provide interdepartmental support for the maintenance and operation of various Utility Fund departments.

DEPARTMENT AT A GLANCE: Support Services was approved to include the position of Assistant City Engineer (under the direction of the Executive Director of Engineering and Utilities, with general responsibilities to include assisting in the management and administration of the Engineering-Utilities Departments) and GIS Specialist (under the direction of the Executive Director of Engineering and Utilities). These expenditures are not attributed to the maintenance and operation of a specific Utility Fund department. Services and goods funded through this organizational unit benefit multiple Utility Fund departments and include items such as legal and professional fees, general administration, property and vehicle insurance, Trinity River Authority (TRA) and Tarrant Regional Water District (TRWD) expenses, special utility projects, and transfers to cover Utility Fund debt service payments.

FY 2021-2022 BUDGET HIGHLIGHTS: ➢ Auger Plant Expansion (WTP #2) 12 MGD to 24 MGD ($8,500,000)➢ Land Purchase for 1.5 MG Elevated Storage Tower ($150,000)➢ Stormwater Management Reporting ($25,000)


GOAL 1: Pursue implementation of the Water/Wastewater Master Plans and various utility projects

OBJECTIVES: ❖ Continue entering into development and public improvement participation agreements with

developers in order to complete utility capital improvement projects

291


❖ Assess and continue coordination of the Mountain Creek Regional Wastewater System(MCRWS)

❖ Complete water treatment plant assessments and design plans for future expansion of theTayman and Auger Water Treatment Plants (as warranted)

❖ Work with developer on the construction of south-side regional lift station (S. 14th St.) andfuture elimination of the Coventry Crossing and Hillcrest lift stations

❖ Work to improve water distribution reliability to the US 67/Railport area through additionalwater main installation and elevated storage

GOAL 2: Continue to administer and expand Storm Water Management Program to reduce flooding risk and protect storm water quality

OBJECTIVES: ❖ Continue Construction Site Storm Water Runoff Control (procedures, site inspections-

enforcement and training)❖ Continue Municipal Employee Training Program for Pollution Prevention and Good

Housekeeping for Municipal Operation❖ Develop new drainage design manual

GOAL 3: Continue planning, implementation, rehabilitation, management, design and construction of various utility projects

OBJECTIVES: ❖ Continue to negotiate potential new wholesale water contracts and raw water acquisition rights

(as applicable)❖ Continue working on outreach programs on drought contingency-water conservation practices

and techniques (e.g., website, handouts, mail-outs, notifications, public notices-newsletters,etc.)

❖ Continue to explore funding sources for water treatment plant improvements and expansions❖ Continue to coordinate with and seek guidance from the City Council Utility Subcommittee

and Advisory Board❖ Begin construction of 20” water line along Ward Road – MDA project❖ Complete design of 2 MG elevated storage tank off of Ward Road – MDA project❖ Work with TRA, Gulf Coast Authority and industry at Railport on direct discharge permit and

industrial wastewater treatment plant.

ACCOMPLISHMENTS FY 20-21: ❖ Included water conservation and storm water information in the Midlothian Matters newsletter❖ Continued working on outreach programs on water conservation practices and techniques,

promoting stormwater pollution prevention and drought contingency awareness (e.g., website,handouts, mail-outs, notifications, public notices-newsletters, etc.)

❖ Completed expansion of Auger WTP to 12 MGD (membranes, membrane feed pumps, platesettlers, strainer, high service pump station pumps, chemical equipment/tanks and associatedappurtenances (September)

292


❖ Replaced membrane modules (240 total) on two membrane racks at Auger WTP (March) ❖ Completed rehabilitation work at Mockingbird elevated storage tank (March) ❖ Completed permanent power installation for running HVAC units at Joe Pool raw water pump

station ❖ Completed construction of new 3 MG ground storage tank at Auger WTP and placed into

service (December) ❖ Completed utility rate study update with Willdan and adopted 5-year rate implementation plan

(August) ❖ Began engineering design services for expansion of Auger WTP to 24 MGD ❖ Prepared change order with Felix Construction for the replacement of the Siemens

programmable logic controller at Auger WTP

* * * * *

293

CITY OF MIDLOTHIAN 205 - UTILITY FUND39 - WTP 2 (AUGER)

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


100 PERSONNEL SERVICES110 Salaries & Wages 200,534$ 254,327$ 254,327$ 216,675$ 252,329$ -1%112 Longevity 768$ 1,008$ 1,008$ 912$ 720$ -29%113 Part-Time Wages 3,628$ 5,050$ 5,050$ 4,168$ 5,050$ 0%114 Certification Pay 2,750$ 3,000$ 3,000$ 4,650$ 5,400$ 80%119 Overtime Pay 31,543$ 6,357$ 6,357$ 29,628$ 25,000$ 293%141 SS/Medicare 15,436$ 20,468$ 20,468$ 18,854$ 20,552$ 0%142 Group Health & Life Insurance 29,474$ 65,927$ 65,927$ 33,659$ 61,047$ -7%143 Workers' Compensation 2,754$ 6,616$ 6,616$ 3,574$ 5,557$ -16%145 Unemployment Compensation 805$ 1,181$ 1,181$ 1,507$ 1,181$ 0%146 TMRS 30,398$ 38,352$ 38,352$ 37,463$ 40,628$ 6%

318,090$ 402,286$ 402,286$ 351,090$ 417,464$ 4%

200 CONTRACTUAL SERVICES210 Outside Services 21,779$ 20,550$ 21,880$ 23,783$ 19,875$ -3%239 Professional Fees 35,215$ 10,000$ 142,228$ 3,750$ 10,000$ 0%240 Janitorial Services 9,350$ 10,200$ 10,200$ 9,610$ 10,200$ 0%244 Inspection Services 1,385$ 3,050$ 3,050$ 3,627$ 7,250$ 138%

67,729$ 43,800$ 177,358$ 40,770$ 47,325$ 8%

300 SUPPLIES318 Janitorial Supplies 1,330$ 1,000$ 1,000$ 1,008$ 1,500$ 50%335 Minor Tools & Minor Equipment 3,850$ 5,000$ 5,000$ 11,981$ 6,000$ 20%336 Uniforms & Clothing 2,634$ 2,640$ 2,640$ 4,119$ 3,300$ 25%338 Minor Office Furniture 107$ 500$ 500$ 300$ 500$ 0%341 Signs, Posts, Barricades 1,139$ 250$ 250$ 166$ 500$ 100%342 Materials & Supplies 4,210$ 5,000$ 5,000$ 3,210$ 5,000$ 0%344 Chemical Supplies 256,038$ 382,200$ 382,200$ 289,000$ 382,200$ 0%345 Computer Supplies 719$ -$ -$ -$ -$ 0%348 Office Supplies 573$ 700$ 700$ 515$ 900$ 29%349 Lab Supplies 7,722$ 10,000$ 10,000$ 9,078$ 12,500$ 25%

278,322$ 407,290$ 407,290$ 319,377$ 412,400$ 1%

600 CAPITAL OUTLAY -$632 Computer S/W & H/W 1,933$ -$ -$ -$ -$ 0%633 Vehicles 35,000$ 35,000$ 34,989$ -$ -100%634 Equipment 2,944,780$ 82,000$ 505,096$ 163,684$ 342,612$ 318%

2,946,713$ 117,000$ 540,096$ 198,673$ 342,612$ 193%

EXPENDITURES

CLASSIFICATION

DEPARTMENT DETAIL

The Water Treatment Plant 2 (Auger) department was established in FY 2008-2009 to account for expenses associated with the new water treatment plant on Auger Road.


CITY OF MIDLOTHIAN 205 - UTILITY FUND39 - WTP 2 (AUGER)

ACTUAL2019-2020

ADOPTED2020-2021

AMENDED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

The Water Treatment Plant 2 (Auger) department was established in FY 2008-2009 to account for expenses associated with the new water treatment plant on Auger Road.

700 OTHER OPERATING COSTS709 Equipment Rental 641$ -$ -$ 8,565$ 5,000$ 0%710 Vehicle Maintenance 4,042$ 3,000$ 3,000$ 4,769$ 3,750$ 25%711 Fuel 3,644$ 3,600$ 3,600$ 4,196$ 3,600$ 0%713 Equipment Maintenance 132,880$ 100,000$ 100,000$ 95,955$ 133,000$ 33%720 Dues & Subscriptions 984$ 1,433$ 1,433$ 1,950$ 1,715$ 20%721 Mileage Reimbursement -$ -$ -$ 181$ -$ 0%729 Conferences & Training 2,331$ 3,750$ 3,750$ 2,229$ 3,750$ 0%730 Miscellaneous 2,346$ 750$ 750$ 2,520$ 2,500$ 233%746 Street Maintenance 1,463$ 6,500$ 8,900$ 1,902$ 2,000$ -69%749 Telephone 320$ 648$ 648$ 328$ 648$ 0%751 Utilities - Electric 170,355$ 228,000$ 228,000$ 306,664$ 228,000$ 0%755 Facility Maintenance 15,814$ 15,000$ 15,000$ 4,321$ 20,000$ 33%760 Risk Management 339$ -$ -$ -$ -$ 0%

335,159$ 362,681$ 365,081$ 433,580$ 403,963$ 11%



CITY OF MIDLOTHIAN 39 – WTP 2 AUGER UTILITY FUND


WTP Manager

Chief WTP Operator

Assistant Chief WTP Operator

WTP Lead Operator WTP Lead OperatorWTP Lead Operator

WTP Operator WTP Operator

WTP Senior Maintenance

Technician

WTP Maintenance Worker I

MISSION STATEMENT: The mission of the Water Treatment Plant is to produce a sufficient supply of safe and potable drinking water for the citizens of Midlothian and wholesale customers.

DEPARTMENT AT A GLANCE: The Auger Water Treatment Plant (Plant No. 2) organizational unit was established in FY 2008-2009. The City has acquired rights for 12.19 MGD from Tarrant Regional Water District (TRWD), which is the raw water source for this plant. The Auger Water Treatment Plant has been in service since mid-2013 and uses membrane filtration technology for filtering the raw water. The plant has a current maximum treatment capacity of 12 MGD.

FY 2021-2022 BUDGET HIGHLIGHTS: ➢ Membrane Replacements ($150,000)➢ Hilco Secondary Power ($100,000)➢ Carbon Feeder ($40,000)➢ New Building – Storage/Shop ($52,612)

296



GOAL 1: Maintain and continue operation of the plant in compliance with Texas Commission on Environmental Quality (TCEQ) rules and regulations governing Public Drinking Water Systems

OBJECTIVES: ❖ Continue successful implementation of technology and scientific tools to protect and enhance

water quality❖ Keep staff informed of the changes to rules, methods and requirements, thereby ensuring

system integrity and compliance❖ Continue to monitor existing treatment methods and system operations based on state and

federal regulations. Ongoing monitoring in the TCEQ-USEPA Disinfection By-Productprogram.

❖ Continue the evaluation and modification of monitoring and reporting practices to meetexisting and new regulations

❖ Maintain and evaluate procedures, material and equipment while adhering to budgetaryguidelines

❖ Continue to look for ways to meet current demands and regulatory requirements whilecontaining operating costs

GOAL 2: Maintain plant start-up and operations

OBJECTIVES: ❖ Continue ongoing plant production to ensure that components are working properly and that

water demands are being met❖ Continue optimizing the plant’s treatment components and fine-tuning the plant’s

performance❖ Continue SCADA-system enhancements and refinements❖ Oversee construction of plant expansion

GOAL 3: Continue to maintain a high-level of preventative maintenance

OBJECTIVES: ❖ Plan and prepare for inspections and repairs to occur within budgeted time❖ Establish and implement the practice of scheduled equipment repair❖ Establish maintenance program on all plant equipment and major components

GOAL 4: Provide ongoing training and education. Evaluation of staffing and outreach programs.

OBJECTIVES: ❖ Continue to provide a high level of continuing education and training of staff in the

membrane treatment process

297


❖ Cross training of staff to ensure excellent standards and consistency of system operations andtreatment methods to protect and enhance water quality

❖ Look into our organizational chart to see where realignment or change may be needed

ACCOMPLISHMENTS FY 20-21: ❖ Continued compliance with State and Federal regulations through the collection of raw water

samples and samples from the distribution system for compliance in the Disinfection By-Product Rule and Total Coliform Rule

❖ Continued to maintain compliance with TCEQ Regulations to ensure the integrity of thesupply of drinking water, received no violations or citations

❖ Increased the knowledge and skills of Water Operators through training❖ Completed 3 MG ground storage tank construction and placed into service❖ Completed membrane expansion to 12 MGD❖ Completion of concrete foundation for maintenance shop❖ Reduced water quality calls with added attention to treatment process as well as flushing

program❖ Replaced membrane modules on two racks (240)❖ Began engineering design for the expansion to 24 MGD❖ Prepared change order for Felix Construction for the replacement of the Siemens

programmable logic controller❖ Completed expansion to 12 MGD

* * * * * *

298

CITY OF MIDLOTHIAN SupplementalUTILITY FUND


32 Water Operations 32-001 Capital Distribution 885,000$ 32-003 PW Yard Ashpalt Overlay 11,000$ 32-004 John Deere Backhoe Replace (5240) (Split) 51,607$ 32-006 2008 Cat Excavator Replace (5457) (Split) 23,405$ 32-007 Map Scanning 12,500$ 32-008 Dump Trailer Replace (2589) (Split) 4,270$ 32-009 Husqvarna Zero Turn Mower Replace (2286) (Split) 6,830$

994,612$ 33 Wastewater Operations 33-001 Capital Collection 525,000$

33-002 I&I Assessment Repairs 75,000$ 33-003 I&I Smoke Testing 75,000$ 33-004 Manhole Rehab Line Enhance 125,000$ 33-006 PW Yard Ashpalt Overlay 11,000$ 33-007 John Deere Backhoe Replace (5240) (Split) 51,607$ 33-009 2008 Cat Excavator Replace (5457) (Split) 23,405$ 33-010 Map Scanning 12,500$ 33-011 Dump Trailer Replace (2589) (Split) 4,270$ 33-012 Husqvarna Zero Turn Mower Replace (2286) (Split) 6,830$

909,612$ 34 WTP 1 (Tayman) 34-001 Replace Dump Truck 145,040$

34-002 Front End Loader 159,995$ 34-006 Replace Ford F-150 (3500) 35,000$

340,035$ 37 Meter 37-002 Replace Ford F-150 (3439) 35,000$

37-008 Rockett Meter Vault Upgrades 75,000$

110,000$ 38 Support Services 38-001 Storm Water Mgmt Reporting 25,000$

38-005 Document Scanning & Storage 55,000$ 38-006 Auger WTP Expand to 24 MGD 8,500,000$ 38012 Land Purchase for 1.5 MG EST 150,000$

8,730,000$ 39 WTP 2 (Auger) 39-002 Membrane Replacements 150,000$

39-007 Hilco Secondary Power 100,000$ 39-008 Carbon Feeder 40,000$ 39-009 New Building - Storage/Shop 52,612$

342,612$ 11,426,871$

Sub-Total


Total

Sub-Total

Sub-Total

Sub-Total

Sub-Total

Sub-Total

299


300

Debt Service Funds

301

CITY OF MIDLOTHIAN SUMMARY DEBT SERVICE

DEBT SERVICE The City recognizes that providing sound debt management and investment of public funds is critical to fulfilling its stewardship responsibility and maintaining the public trust. Adhering to a philosophy of conservative financial practices, the City has established specific debt policies to provide guidance to decision-makers in developing funding mechanisms for capital projects and purchases as identified in the Capital Improvement Program (CIP) and Strategic Plan.

Legal Authority to Issue Debt The Constitution of the State of Texas authorizes Texas cities to issue bonds and other debt instruments to finance capital improvements and purchase capital assets. Additionally, Article X of the City of Midlothian’s Home Rule Charter authorizes the City to incur debt in various forms.

Although the federal government does not directly authorize local spending authority, it does have an impact on the types of funding mechanisms local governments decide to use by legislating how bond interest is treated for income tax reporting purposes1, thereby creating and regulating markets for the debt instruments that cities use. The federal government also closely regulates and monitors bond issuances, and the authority for their issuance, through the Securities and Exchange Commission (SEC).

Use of Long-Term Debt Instruments Long-term debt instruments are an important “pay-as-you use” method for funding the City’s Capital Improvement Program (CIP) and the purchase of significant capital assets and equipment. Using “pay-as-you use” financing allows the City to improve streets, build and equip facilities, purchase land and purchase significant capital equipment (e.g., fire trucks) in a timely manner while repaying the funds over a period of time that corresponds to the useful life of the asset. This strategy adheres to the “intergenerational equity principal [which]…states that those benefitting from the project should pay for it. Capital projects tend to have long useful lives, benefitting taxpayers many years into the future. Using cash on hand means that one group of taxpayers may pay for a project that benefits future taxpayers.”2 By using the “pay-as-you-use” method, the taxpayers who benefit from the capital improvement in any given year are the ones who pay for that use during that year.

Debt Policy The City may use long-term debt financing to fund infrastructure improvements and purchase capital assets so long as the asset life exceeds the life of the financing instrument being used to finance the improvement or capital asset.

The City may use long-term debt financing as a funding source when the capital improvements or the purchase of capital assets cannot be acquired using current revenue sources or direct fees (e.g., impact fees). Additionally, if the purchase of capital assets and the construction of infrastructure improvements can be funded through currently available resources (e.g., fund

1 See: Internal Revenue Code, enacted by Congress in Title 26 of the United States Code (26 U.S.C.) 2 Mucha, Joseph P. Casey and Michael J. Capital Project; Planning and Evaluation. 8. GFOA, 2008. Print., p. 61.

302

CITY OF MIDLOTHIAN SUMMARY

DEBT SERVICE

balance, current revenue or any other recurring revenue) then the cost of money should be considered against the value of available resources in determining whether to fund the improvement or purchase using “pay-as-you-go” or “pay-as-you-use” financing.

Debt Structure Historically, the City of Midlothian’s debt structure has been designed to coincide with its fiscal policies. As a general rule, bond issuances are scheduled to mature over a 20-year period with level annual payments. The City reserves the right to redeem bonds at par prior to their scheduled maturities without bondholder consent after they have been outstanding for ten (10) years. This strategy distributes the payments over a period of time that is equal to or less than the projected life of the asset being financed.

Bond issuances are typically structured as follows:

➢ Term or serial bonds with annual payments ➢ Traditional call feature that does not influence the price of the bonds ➢ Average bond life of 10.5 years to 12.0 years ➢ Level payments for twenty years ➢ Pricing structured to allow for premiums and discounts ➢ First year payments begin in second year of construction ➢ Bond insurance ➢ Surety bond, if warranted

Although the City will consider non-traditional avenues for funding capital improvements, it has historically been more cost-effective to use traditional sources. However, past practices do not preclude the City from considering alternative financing instruments or from structuring future issuances differently from its typical debt structure.

The primary factor that ultimately determines how the City structures any given debt issuance is which method will provide the City with the lowest possible cost under the market conditions that exist at the time of issuance.

Debt Service Funds Debt Service Funds are funds that are established to account for revenues and expenditures used to pay the principal and interest on long-term debt associated with previously-approved capital projects. This section provides information on the following debt service funds:

❖ 305 – General ❖ 215 – Utility ❖ 624 – MCDC (Type B) ❖ 960 – MDA (TIRZ)

Details for each fund are provided later in this section and are reported by debt service fund.

303


DEBT SERVICE

Debt Instruments (Long-Term) The City may choose to issue debt under any provision permitted by Texas state law. Debt is an obligation to be repaid that can assume many forms. The form and character of the debt issued is typically determined by the nature of the funding source and the nature of the asset to be purchased or improved. To determine the type of debt instrument needed to finance an improvement or make a purchase, the City considers, but is not limited to, the following:

Bond Type

Security Required Voter

Approval Required

Purpose or Use

General Obligation Bonds

Ad Valorem Tax Levy Yes Specific Public Purpose

Certificates of Obligation

Ad Valorem Tax Levy or Limited Pledged of Surplus Net Revenues of Designated Revenue-Producing Facilities

No4 Specific Public Purpose

Revenue Bonds5 Lien on and Pledge of Revenues Received for Facility Built with Proceeds of Bond

No Construction of Capital Improvements

Tax Notes6 Ad Valorem Tax Levy and/or Revenue Pledge

No Capital Equipment or Capital Projects with an asset life greater than seven years

Bond Covenants In addition to specifying principal and interest payment schedules, bond covenants are legal conditions under which debt is issued to provide for the establishment of a debt service fund and accumulate the resources to repay the debt.

Outstanding Debt (Principal) The City has outstanding: $68,995,000 in Combined General Obligation Bonds, $18,275,000 in Revenue Refunding Bonds, $3,007,061 in Unlimited Tax Refunding Debt and $485,000 in Tax Notes as of October 2021, for a total debt of $90,762,061.

Strategic Planning – Affordability of Additional Debt In the spring of 2021, the Finance Department and City Manager reviewed and updated the City

of Midlothian, Texas Strategic Plan FY 2021-2026 -- a five-year financial plan and strategic planning tool. This comprehensive financial plan enables City management to assess the financial well-being of the City and evaluates the City’s ability to absorb additional long-term debt within the upcoming five-year time period.

4 Certificates of Obligation do not require voter approval but they do require a legal publication of a notice of intent to sell. 5 Revenue bonds require a pledge to set rates and fees at a level sufficient to cover debt payments in order to fulfill bond covenants. Additionally, an equitable rate structure and first lien security with parity must be established. 6 Tax notes must be repaid within seven years.

304


DEBT SERVICE

The following elements are considered during the development of the Strategic Plan: ❖ The impact of growth and development on the City ❖ The City’s future projected tax rates (both M&O and I&S) ❖ Future revenue sources ❖ Future operating expenses ❖ Current and future debt liabilities ❖ Projected capital improvement projects ❖ Projected capital expenditures for equipment and assets ❖ Potential uses of fund balance

Legal Debt Limit The City charter does not provide or mandate a specific debt limitation. However, the City will keep outstanding debt within the limit as prescribed by Texas state law. Article XI, Section 5 of the Texas Constitution, applicable to cities of more than 5,000 in population, limits the ad valorem tax rate to $2.50 per $100 assessed valuation to pay for operations and debt obligations. Below is a chart showing the City’s available tax levy in relation to the state tax limit.

17-18 18-19 19-20 20-21 21-22Tax Rate Limitation 2.500000$ 2.500000$ 2.500000$ 2.500000$ 2.500000$ Actual Tax Rate 0.708244$ 0.708244$ 0.685000$ 0.675000$ 0.675000$ Available Levy 1.791756$ 1.791756$ 1.815000$ 1.825000$ 1.825000$

LEGAL DEBT LIMIT

As a financial policy, the City of Midlothian will not issue more debt than equivalent to 10% of gross assessed valuation. Below is a chart reflecting the percentage of debt the city has maintained.

17-18 18-19 19-20 20-21 21-22Outstanding Debt 79,079,922$ 86,049,922$ 93,859,922$ 84,906,797$ 90,762,061$ Assessed Valuation 3,024,514,485$ 3,694,812,190$ 3,852,397,787$ 4,436,640,379$ 4,596,946,416$ Outstanding Debt as a % of Assessed Value 2.61% 2.33% 2.44% 1.91% 1.97%

DEBT PERCENTAGES

Overlapping Debt The presentation of overlapping debt is important because by presenting the debt of all local taxing jurisdictions in one place, the total tax impact on a Midlothian property owner can be seen. Overlapping debt includes not only the City’s direct debt, but also includes portions of debt from all other taxing entities located within the City limits (e.g., school districts and county.)

305


Taxing Entity Tax Rate Gross DebtPrincipal

% Overlapping

AmountOverlapping

Population Debt PerCapita

Midlothian ISD 1.379800$ 429,460,000$ 76.45% 328,322,170$ 49,017 8,761$ Waxahachie ISD 1.365400$ 232,338,709$ 47.00% 109,199,193$ 60,375 3,848$ Ellis County 0.350276$ 31,020,000$ 26.54% 8,232,708$ 206,810 150$ Total Gross Direct and Overlapping Debt 692,818,709$ 445,754,071$ City of Midlothian 0.675000$ 90,792,061$ 100.00% 90,792,061$ 36,084 2,516$ Total 783,610,770$ 536,546,132$

OVERLAPPING DEBT

All Capital Appreciation Bonds are included at original principal amount. Includes the bonds, self-supporting debt and unlimited t ax debt. All balances are current as of 9/30/2021 Source: Texas Municipal Reports (T MR) as prepared by Municipal Advisory Council of T exas (MAC).

Ad Valorem Tax Rate The total interest and sinking (I&S) portion of the ad-valorem tax rate is $0.294998.

Refunding Of Debt The City of Midlothian monitors the municipal bond market and investments for opportunities to refund outstanding debt to save the City from future interest costs. As a general rule, the savings should be at least 3% greater than the cost of carrying the existing debt inclusive of issuance costs and any cash contributions. However, if the value of the savings exceeds the cost of the refunding and is greater than $100,000 but is less than 3% of the savings, then the City shall consider refunding the existing debt. Arbitrage rules are considered when refunding debt.

Credit Ratings The City of Midlothian seeks to attain and maintain the highest possible bond ratings for its outstanding debt without compromising the delivery of basic City services. The City’s current underlying bond ratings are as follows:

Debt Type Moody’s Rating Standard & Poor’s Rating General Obligation Aa2 AA+ Sales Tax Revenue AA Water & Sewer A1

Continuing Disclosure On July 3, 1995, S.E.C. 15c2-12 regulations became effective, requiring the City to provide financial data to the Nationally Recognized Municipal Securities Information Repository (NRMSIRs) and the State Information Depositories (SIDs).

The City has and will continue to comply with the secondary reporting requirements of S.E.C. 15c2-12. It is and will continue to be a policy of the City of Midlothian, to provide full disclosure of information about the City’s operating activity to the rating agencies. The City shall maintain an open line of communication with the rating agencies to allow for the free exchange of information between the City and the agencies.

306


Financial Advisor The City retains an external financial advisor. The financial advisor must have comprehensive municipal debt experience and experience in diverse financial structuring requirements. The City’s financial advisor must also be of reputable character and in good standing with Securities & Exchange Commission (S.E.C.) and the Municipal Securities Rulemaking Board (M.S.R.B).

Bond Counsel The City retains an external bond counsel. Bond Counsel must have comprehensive experience in municipal debt, with diverse financial structuring requirements, must be of reputable character and in good standing with the Texas Law Review Board.

Arbitrage Compliance The City has a contract for annual calculation and review for arbitrage, allowed for under the Internal Revenue Code, Section 148. Furthermore, if any findings would result, the City would disclose the findings in the Annual Comprehensive Financial Statement.

Investment of Bond Proceeds All bond proceeds are invested in accordance with the City Council-adopted Investment Policy. Proceeds are invested as part of the City’s consolidated cash pool and accounted for separately in accordance with bond covenants and Internal Revenue Code regulations.

Water District In October 2004, the City Council adopted Ordinance 2004-50 abolishing the Midlothian Water District. As a result, the City assumed all responsibility for bonds and other obligations of the District. The tax rate to support the debt of the Water District has been absorbed into the City’s current I&S tax rate of 0.294998.

FUTURE DEBT ISSUANCES

2017 Street/Fire/Parks Capital Bond Program (Debt Authorized But Not Issued) In the Fall of 2017, Midlothian voters passed a bond referendum in the amount of $47,400,000 for street construction, Community Park Phase II, a new Fire Training Facility and the relocation of Fire Station #1. The first phase of the bond program was implemented in the Spring of 2017 with a bond issuance of $14,230,000, and the second phase in 2019 with a $21,280,000 issuance. A third issuance of $4,665,000 occurred in 2021. Additional bonds approved as part of the 2017 Bond Referendum are projected to be issued from 2022-2023 ($7,225,000).

AuthorizationDate

Purpose AmountAuthorized

Amount IssuedTo Date

AmountUnissued

11/03/2017 Fire Station #1 9,100,000$ 9,100,000$ -$

11/03/2017 Park Improvements 16,100,000$ 1,900,000$ 08/29/2019 Park Improvements 14,200,000$ -$

11/03/2017 Street Improvements 22,200,000$ 3,230,000$ 08/29/2019 Street Improvements 7,080,000$ 09/16/2021 Street Improvements 4,665,000$ 7,225,000$

47,400,000$ 40,175,000$ 7,225,000$

2017 Street / Fire / Parks Capital Bond Program

307


2021 Public Safety/Administration/Parks/Street Capital Bond Program (Debt Authorized But Not Issued) In the Spring of 2021, Midlothian voters passed a bond referendum in the amount of $125,525,000 for a new public safety and police headquarters, a combined public library and city hall facility, a new community recreation center and street construction. The first phase of the bond program was implemented in the Fall of 2021 with a bond issuance of $9,500,000. Additional bonds approved as part of the 2021 Bond Referendum are projected to be issued from 2022-2026 ($116,075,000).

AuthorizationDate

Purpose AmountAuthorized

Amount IssuedTo Date

AmountUnissued

05/01/2021 Public Safety & Police HQ 46,000,000$ 09/16/2021 Public Safety & Police HQ 4,600,000$ 41,400,000$

05/01/2021 Library & City Hall Building 25,000,000$ 09/16/2021 Library & City Hall Building 2,500,000$ 22,500,000$

05/01/2021 Recreation Center 19,000,000$ -$ 19,000,000$

05/01/2021 Street Improvements 35,575,000$ 09/16/2021 Street Improvements 2,400,000$ 33,175,000$

125,575,000$ 9,500,000$ 116,075,000$

2021 Public Safety / Library & City Hall / Parks / Streets Capital Bond Program

Below is a projected schedule of future debt issuances and the estimated effect on the ad-valorem tax rate. The future (projected) debt tax rate is calculated based on numerous variables including assumptions about future property values, the tax rate to support current debt, the additional tax rate needed to fund new debt, refundings of prior-issued debt and future interest rates.

FY22-23

FY23-24

FY24-25

General Obligation Bond Issuance 2022 41,950,000$ 925,000$ 925,000$ 925,000$ General Obligation Bond Issuance 2023 51,450,000$ -$ 1,100,000$ 1,100,000$ General Obligation Bond Issuance 2024 29,900,000$ -$ -$ 700,000$

Total 123,300,000$ 925,000$ 2,025,000$ 2,725,000$

Debt Tax Rate (projected) 0.294998$ 0.294998$ 0.294998$ Change in Tax Rate (projected) -$ -$ -$ *Preliminary - subject to change

PROJECTED FUTURE DEBT ISSUANCESFunds for Additional Annual Debt Payments

TypeProjected

Issue DateIssuanceAmount

* * * * *

308

CITY OF MIDLOTHIAN, TX DEBT SERVICE FUNDS

2018-2019 2019-2020 2020-2021 2021-2022General & Certificates of Obligation2006 Refunding Bonds $17,390,000 2,400,000$ -$ -$ -$ 2010 Refunding Bonds $5,750,000 1,890,000$ 1,285,000$ 655,000$ -$ 2012 Refunding Bonds $6,925,000 3,575,000$ 3,030,000$ 2,475,000$ 1,905,000$ 2012 Tax Note $2,100,000 285,000$ -$ -$ -$ 2013 General Obligation $7,800,000 6,165,000$ 5,815,000$ 5,455,000$ 5,090,000$ 2014 Navarro GO Refunding $3,530,000 2,855,000$ 2,645,000$ 2,425,000$ 2,195,000$ 2014 General Obligation $15,015,000 10,855,000$ 9,605,000$ 8,320,000$ 7,005,000$ 2014 Certificate of Obligation $2,850,000 1,975,000$ 1,670,000$ 1,355,000$ 1,035,000$ 2015 Certificate of Obligation $9,895,000 8,640,000$ 8,180,000$ 7,710,000$ 7,230,000$ 2016 Refunding Bonds $8,465,000 6,165,000$ 4,735,000$ 3,745,000$ 3,245,000$ 2017 Refunding Bonds $6,040,000 4,750,000$ 4,130,000$ 3,480,000$ 2,795,000$ 2018 General Obligation $18,315,000 18,315,000$ 15,600,000$ 13,515,000$ 10,890,000$ 2018 GO Refunding Bonds $13,630,000 13,630,001$ 12,395,000$ 11,200,000$ 9,965,000$ 2019 General Obligation $20,220,000 -$ 20,220,000$ 19,320,000$ 17,780,000$ 2020 Tax Note $1,500,000 -$ -$ 1,500,000$ 485,000$ 2021 General Obligation $13,480,000 -$ -$ -$ 13,480,000$ 2021 Certificate of Obligation $4,655,000 -$ -$ -$ 4,655,000$ Total GO/ CO Debt 81,500,001$ 89,310,000$ 81,155,000$ 87,755,000$ Less Self-Supporting Debt Portion2010 Refunding Bonds $5,750,000 356,643$ 242,480$ 123,599$ -$ 2012 Refunding Bonds $6,925,000 1,330,000$ 1,080,000$ 830,000$ 575,000$ 2014 General Obligation $15,015,000 3,585,000$ 3,315,000$ 3,035,000$ 2,745,000$ 2014 Navarro GO Refunding $3,530,000 2,855,000$ 2,645,000$ 2,425,000$ 2,195,000$ 2016 Refunding Bonds $8,465,000 230,000$ 75,000$ -$ -$ 2017 Refunding Bonds $6,040,000 4,750,000$ 4,130,000$ 3,480,000$ 2,795,000$ 2018 GO Refunding Bonds $13,630,000 13,630,001$ 12,395,000$ 11,200,000$ 9,965,000$

Total Self-Supporting Debt Portion 26,736,644$ 23,882,480$ 21,093,599$ 18,275,000$ Net General Obligation Debt Outstanding 54,763,357$ 65,427,520$ 60,061,401$ 69,480,000$

Unlimited Tax Refunding Debt2000-$29,449,922 4,549,922$ 4,549,922$ 3,751,797$ 3,007,061$ Unlimited Tax Refunding Debt 4,549,922$ 4,549,922$ 3,751,797$ 3,007,061$

DEBT SUPPORTED BY AD VALOREM TAX RATESNet General Obligation Debt Outstanding 54,763,357$ 65,427,520$ 60,061,401$ 69,480,000$ Unlimited Tax Refunding Debt 4,549,922$ 4,549,922$ 3,751,797$ 3,007,061$ DEBT SUPPORTED BYAD-VALOREM TAX RATE 59,313,279$ 69,977,442$ 63,813,198$ 72,487,061$

DEBT STATISTICS (PRINCIPAL ONLY)

309

CITY OF MIDLOTHIAN, TX DEBT SERVICE FUNDS

DEBT SUPPORTED BY RATES/REVENUESSelf-Supporting Debt Portion 26,736,644$ 23,882,480$ 21,093,599$ 18,275,000$ Revenue Debt -$ -$ -$ -$ DEBT SUPPORTED BYRATES/REVENUES 26,736,644$ 23,882,480$ 21,093,599$ 18,275,000$

DEBT SUPPORTED BY: 2018-2019 2019-2020 2020-2021 2021-2022AD VALOREM TAX RATE 59,313,279$ 69,977,442$ 63,813,198$ 72,487,061$ RATES/REVENUES 26,736,644$ 23,882,480$ 21,093,599$ 18,275,000$ TOTAL DEBT 86,049,923$ 93,859,922$ 84,906,797$ 90,762,061$

DEBT STATISTICS 2018-2019 2019-2020 2020-2021 2021-2022Assessed Value (City Only-Excludes TIRZ) 3,192,674,407$ 3,320,471,076$ 3,683,126,515$ 4,007,104,931$ Total Assessed Value 3,694,812,190$ 3,852,397,787$ 4,436,640,379$ 4,596,946,416$ Population as of January 1 32,603$ 34,339$ 36,084$ 37,500$ Ad Valorem Tax Rate for Debt Payments 0.3270210$ 0.3014600$ 0.3010250$ 0.2949980$ Per Capita Net Assessed Valuation 97,926$ 96,697$ 102,071$ 106,856$ Per Capita Gross General Obligation Debt 2,639$ 2,733$ 2,353$ 2,420$ Per Capita Net General Obligation Debt 1,819$ 2,038$ 1,768$ 1,933$ Ratio of Total Debt to Total Assessed Value 2.33% 2.44% 1.91% 1.97%

FUND EXPENDITURES 2018-2019 2019-2020 2020-2021 2021-2022GENERAL DEBT (305) 12,595,470$ 12,858,240$ 14,636,963$ 14,857,421$ UTILITY DEBT (215) 3,304,169$ 3,237,852$ 3,172,471$ 2,613,887$ TOTAL DEBT EXPENDITURES 15,899,639$ 16,096,092$ 17,809,434$ 17,471,308$ * As Budgeted

DEBT STATISTICS

$- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000

$10,000,000 $11,000,000 $12,000,000 $13,000,000 $14,000,000 $15,000,000 $16,000,000

2018-2019 2019-2020 2020-2021 2021-2022

DO

LLA

RS

Fiscal Year

DEBT EXPENDITURES

General Debt Utility Debt

310

CITY OF MIDLOTHIAN 305 - GENERAL DEBTDEBT SERVICE FUND

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021 *

ADOPTED2021-2022

% CHANGE

$ 1,056,551 $ 1,163,943 $ 1,163,943 $ 1,104,910 -5%Debt Tax Rate 0.294998

5100 TAXES5111 Ad Valorem - City 11,491,111$ 13,244,943$ 13,089,539$ 13,776,553$ 4%5111 Ad Valorem - TIRZ 847,565$ 951,299$ 950,848$ 732,925$ -23%5112 Delinquent 36,276$ 40,000$ 69,127$ 40,000$ 0%5115 Penalty / Interest 32,798$ 40,000$ 54,154$ 40,000$ 0%

12,407,750$ 14,276,242$ 14,163,668$ 14,589,478$ 2%5300 INTERGOVERNMENTAL5352 Debt Commitment MCDC (Type B) 50,000$ -$ -$ -$ 0%

50,000$ -$ -$ -$ 0%5600 OTHER REVENUES5610 Interest 117,463$ 90,000$ 827$ 3,000$ -97%5663 Navarro Interest Reimbursement 85,575$ 78,975$ 78,975$ 72,075$ -9%5681 Navarro Debt Reimbursement 220,000$ 230,000$ 230,000$ 240,000$ 4%5698 MDA Reimbursement 84,844$ 85,215$ 85,215$ -$ -100%

507,882$ 484,190$ 395,017$ 315,075$ -35%

TOTAL CURRENT REVENUES 12,965,632$ 14,760,432$ 14,558,685$ 14,904,553$ 1%

500 DEBT SERVICE / CAPITAL LEASES600-515 Principal 7,959,933$ 9,773,471$ 9,773,471$ 9,917,297$ 1%600-516 Arbitrage 13,153$ 18,725$ 1,040$ 18,725$ 0%600-519 Amortization of Bond Discount -$ -$ -$ -$ 0%600-520 Interest 3,866,910$ 3,722,108$ 3,722,110$ 3,990,570$ 7%

11,839,996$ 13,514,304$ 13,496,621$ 13,926,592$ 3%

700 OTHER OPERATING COSTS600-702 Bond Issue Cost Deferred -$ -$ -$ -$ 0%600-712 Agent Fees 3,971$ 5,400$ 4,289$ 7,800$ 44%600-733 Bond Issuance Cost -$ -$ -$ -$ 0%600-763 Payment to TIRZ 847,565$ 951,299$ 950,848$ 732,925$ -23%

851,536$ 956,699$ 955,137$ 740,725$ -23%

800 TRANSFER TO OTHER FUNDS600-828 Tnsf to Utility Debt Svc Fund 166,708$ 165,960$ 165,960$ 180,104$ 9%

166,708$ 165,960$ 165,960$ 180,104$ 9%

TOTAL CURRENT EXPENDITURES 12,858,240$ 14,636,963$ 14,617,718$ 14,847,421$ 1%

1,163,943$ 1,287,411$ 1,104,910$ 1,162,042$ -10%


ENDING FUND BALANCE


FUND DETAIL

CURRENT REVENUES

CLASSIFICATION

The General Debt Fund is used to account for the accumulation of funds to pay interest and principal payments for general obligation debt.

* Unaudited data. Information is subject to change. 311

Principal Interest Total

2000 Combination Tax & Revenue Refunding (WD) $ 29,449,922 26 9/1/2026 3,007,061$ 12,278,353$ 702,297$ 1,862,703$ 2,565,000$

2012 General Obligation Refunding $ 6,925,000 13 8/15/2025 1,330,000$ 1,429,350$ 320,000$ 38,300$ 358,300$ 2013 General Obligation $ 7,800,000 20 2/15/2033 5,090,000$ 5,986,412$ 370,000$ 127,449$ 497,449$ 2014 General Oblig Refund-Nav $ 3,530,000 14 8/15/2029 2,195,000$ 2,535,718$ 240,000$ 72,075$ 312,075$ 2014 General Obligation Refunding $ 15,015,000 12 8/15/2025 4,260,000$ 4,631,600$ 1,060,000$ 150,350$ 1,210,350$ 2014 Certificate of Obligation $ 2,850,000 10 8/15/2024 1,035,000$ 1,119,000$ 330,000$ 41,400$ 371,400$ 2015 Certificate of Obligation $ 9,895,000 20 8/15/2034 7,230,000$ 8,622,291$ 485,000$ 176,775$ 661,775$ 2016 General Obligation Refunding $ 8,465,000 10 8/15/2027 3,245,000$ 3,486,900$ 510,000$ 70,100$ 580,100$ 2018 General Obligation Bonds $ 18,315,000 20 9/30/2038 10,890,000$ 14,157,722$ 1,915,000$ 402,581$ 2,317,581$ 2019 General Obligation Bonds $ 20,220,000 20 9/30/2039 17,780,000$ 22,479,806$ 1,850,000$ 549,163$ 2,399,163$ 2020 Tax Notes $ 1,500,000 2 9/30/2022 485,000$ 487,425$ 485,000$ 2,425$ 487,425$ 2021 General Obligation Bonds $ 13,480,000 20 9/30/2041 13,480,000$ 1,348,000$ 1,475,000$ 353,522$ 1,828,522$ 2021 Combination Tax & Rev CO $ 4,655,000 20 9/30/2041 4,655,000$ 4,655,000$ 175,000$ 143,726$ 318,726$

74,682,061$ 83,217,577$ 9,917,297$ 3,990,570$ 13,907,867$ TOTALS

DEBT SERVICE REQUIREMENTS

TitleSeries

OutstandingDebt Service

General Fund Portion

OriginalPrincipal

Issue

OutstandingPrincipal

General Fund Portion

Term(Years)

CURRENT REQUIREMENTSFY 21-22

FinalPayment

Date

312


Date Principal Interest Fiscal TotalFY 2021-2022 9,917,297$ 3,990,570$ 13,907,867$ FY 2022-2023 5,889,736$ 3,799,726$ 9,689,462$ FY 2023-2024 5,967,006$ 3,639,135$ 9,606,141$ FY 2024-2025 5,471,432$ 3,486,218$ 8,957,650$ FY 2025-2026 4,131,590$ 2,943,049$ 7,074,639$ FY 2026-2027 3,810,000$ 1,237,133$ 5,047,133$ FY 2027-2028 3,380,000$ 1,121,181$ 4,501,181$ FY 2028-2029 3,505,000$ 999,026$ 4,504,026$ FY 2029-2030 3,320,000$ 862,237$ 4,182,237$ FY 2030-2031 3,440,000$ 748,318$ 4,188,318$ FY 2031-2032 3,525,000$ 650,980$ 4,175,980$ FY 2032-2033 3,630,000$ 549,512$ 4,179,512$ FY 2033-2034 3,230,000$ 449,194$ 3,679,194$ FY 2034-2035 2,665,000$ 352,916$ 3,017,916$ FY 2035-2036 2,745,000$ 274,163$ 3,019,163$ FY 2036-2037 2,815,000$ 201,819$ 3,016,819$ FY 2037-2038 2,880,000$ 130,649$ 3,010,649$ FY 2038-2039 2,210,000$ 69,982$ 2,279,982$ FY 2039-2040 1,065,000$ 34,372$ 1,099,372$ FY 2040-2041 1,085,000$ 11,528$ 1,096,528$ Grand Totals 74,682,061$ 25,551,703$ 100,233,764$

SCHEDULE OF PRINCIPAL AND INTERESTOCTOBER 1, 2021 TO MATURITY

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

21-

22

22-

23

23-

24

24-

25

25-

26

26-

27

27-

28

28-

29

29-

30

30-

31

31-

32

32-

33

MIL

LIO

NS

FISCAL YEARS

GENERAL FUND DEBT SERVICE REQUIREMENTS

Interest

Principal

313

CITY OF MIDLOTHIAN 305- GENERAL DEBTDEBT SERVICE FUND

Date Principal Interest Period Total Fiscal TotalMarch 1, 2022 -$ -$ -$ September 1, 2022 702,297$ 1,862,703$ 2,565,000$ 2,565,000$ March 1, 2023 -$ -$ -$ September 1, 2023 659,736$ 1,902,219$ 2,561,955$ 2,561,955$ March 1, 2024 -$ -$ -$ September 1, 2024 622,006$ 1,940,780$ 2,562,786$ 2,562,786$ March 1, 2025 -$ -$ -$ September 1, 2025 586,432$ 1,977,179$ 2,563,611$ 2,563,611$ March 1, 2026 -$ -$ -$ September 1, 2026 436,590$ 1,588,410$ 2,025,000$ 2,025,000$

Total 3,007,061$ 9,271,291$ 12,278,352$ 12,278,352$

* Balance after issuance of Series 2006, General Obligation Refunding bond.

Combination Unlimited Tax & Revenue Refunding BondsMidlothian Water District

(Assumed by City of Midlothian)Series 2000

$29,449,922 *

314


BOND ISSUANCES REFUNDED:2001 Waterworks & Sewer System Revenue Bonds 310,737$ 2002 Waterworks & Sewer System Revenue Bonds 892,753$ 2003 General Obligation Bonds 3,926,140$ 2003 Combination Tax & Revenue Certificates of Obligation 1,795,370$ Total for Both Funds 6,925,000$

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 19,150$ 19,150$ August 15, 2022 320,000$ 19,150$ 339,150$ 358,300$ February 15, 2023 15,150$ 15,150$ August 15, 2023 330,000$ 15,150$ 345,150$ 360,300$ February 15, 2024 10,200$ 10,200$ August 15, 2024 335,000$ 10,200$ 345,200$ 355,400$ February 15, 2025 5,175$ 5,175$ August 15, 2025 345,000$ 5,175$ 350,175$ 355,350$

Total 1,330,000$ 99,350$ 1,429,350$ 1,429,350$

GENERAL OBLIGATION REFUNDING BONDSeries 2012$6,925,000

General Fund: $3,920,000 - (56.61%)

315


City Parks (including land acquisition) 5,800,000$ - Community Park

Streets / Drainage (construction and improvements) 2,000,000$ - US Hwy. 287 Connector & Mockingbird (reimbursement)- Realignment of FM 1387 @ Walnut Grove Road

Total for General Obligation Bonds 7,800,000$

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 370,000$ 65,575$ 435,575$ August 15, 2022 -$ 61,874$ 61,874$ 497,449$ February 15, 2023 380,000$ 61,875$ 441,875$ August 15, 2023 -$ 58,074$ 58,074$ 499,949$ February 15, 2024 385,000$ 58,075$ 443,075$ August 15, 2024 -$ 54,224$ 54,224$ 497,299$ February 15, 2025 395,000$ 54,225$ 449,225$ August 15, 2025 -$ 49,782$ 49,782$ 499,007$ February 15, 2026 405,000$ 49,782$ 454,782$ August 15, 2026 -$ 45,225$ 45,225$ 500,007$ February 15, 2027 415,000$ 45,225$ 460,225$ August 15, 2027 -$ 40,038$ 40,038$ 500,263$ February 15, 2028 425,000$ 40,038$ 465,038$ August 15, 2028 -$ 34,725$ 34,725$ 499,763$ February 15, 2029 435,000$ 34,725$ 469,725$ August 15, 2029 -$ 28,200$ 28,200$ 497,925$ February 15, 2030 450,000$ 28,200$ 478,200$ August 15, 2030 -$ 21,450$ 21,450$ 499,650$ February 15, 2031 465,000$ 21,450$ 486,450$ August 15, 2031 -$ 14,475$ 14,475$ 500,925$ February 15, 2032 475,000$ 14,475$ 489,475$ August 15, 2032 -$ 7,350$ 7,350$ 496,825$ February 15, 2033 490,000$ 7,350$ 497,350$ 497,350$

Total 5,090,000$ 896,412$ 5,986,412$ 5,986,412$

GENERAL OBLIGATION BONDSSeries 2013$7,800,000

316


GENERAL FUND 69.13% UTILITY FUND 30.87%REFUNDEDGO SERIES 2004 (100% GF) 1,900,000$ GO SERIES 2005 (100% GF) 3,330,000$ COMB TAX AND REV CO SERIES 2006 2,475,000$ GO SERIES 2006 2,560,000$


Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 -$ 75,175$ 75,175$ August 15, 2022 1,060,000$ 75,175$ 1,135,175$ 1,210,350$ February 15, 2023 -$ 59,275$ 59,275$ August 15, 2023 1,105,000$ 59,275$ 1,164,275$ 1,223,550$ February 15, 2024 -$ 37,175$ 37,175$ August 15, 2024 1,150,000$ 37,175$ 1,187,175$ 1,224,350$ February 15, 2025 -$ 14,175$ 14,175$ August 15, 2025 945,000$ 14,175$ 959,175$ 973,350$

Total 4,260,000$ 371,600$ 4,631,600$ 4,631,600$

GENERAL OBLIGATION REFUNDING BONDSSeries 2014$15,015,000

317


GENERAL FUND 100%ASHFORD LANE (FM663 TO OAK TREE LN) 297,000$ MCALPIN RD (FM663 TO PLAINVIEW RD) 1,035,000$ MOCKINGBIRD LN (ONWARD/WALNUT GROVE/BRIDGE) 568,000$ PLAINVIEW RD (WAXAHACHIE CREEK BRIDGE) 150,000$ MT ZION (CREEKBEND DR TO SHADY GROVE RD) 594,000$ 14th STREET EXPANSION (PARTIAL FUNDING) 356,000$ Total for General Obligation Bonds 3,000,000$

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 -$ 20,700$ 20,700$ August 15, 2022 330,000$ 20,700$ 350,700$ 371,400$ February 15, 2023 -$ 14,100$ 14,100$ August 15, 2023 345,000$ 14,100$ 359,100$ 373,200$ February 15, 2024 -$ 7,200$ 7,200$ August 15, 2024 360,000$ 7,200$ 367,200$ 374,400$

Total 1,035,000$ 84,000$ 1,119,000$ 1,119,000$

CERTIFICATE OF OBLIGATIONSeries 2014$2,850,000

318


Navarro College District ($4,750,000) 3,530,000$ Total for General Obligation Bonds 3,530,000$

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 -$ 36,037$ 36,037$ August 15, 2022 240,000$ 36,038$ 276,038$ 312,075$ February 15, 2023 -$ 32,437$ 32,437$ August 15, 2023 245,000$ 32,438$ 277,438$ 309,875$ February 15, 2024 -$ 28,762$ 28,762$ August 15, 2024 255,000$ 28,763$ 283,763$ 312,525$ February 15, 2025 -$ 24,937$ 24,937$ August 15, 2025 270,000$ 24,938$ 294,938$ 319,875$ February 15, 2026 -$ 19,537$ 19,537$ August 15, 2026 275,000$ 19,538$ 294,538$ 314,075$ February 15, 2027 -$ 14,037$ 14,037$ August 15, 2027 290,000$ 14,038$ 304,038$ 318,075$ February 15, 2028 -$ 9,687$ 9,687$ August 15, 2028 305,000$ 9,688$ 314,688$ 324,375$ February 15, 2029 -$ 4,921$ 4,921$ August 15, 2029 315,000$ 4,922$ 319,922$ 324,843$

Total 2,195,000$ 340,718$ 2,535,718$ 2,535,718$

GENERAL OBLIGATION REFUNDING BONDS Series 2014$3,530,000

319


GENERAL FUND 100%

MIDLOTHIAN COMMUNITY PARK 5,150,000$ 14TH STREET PHASE TWO 2,795,000$ LEDGESTONE LANE 1,950,000$


Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 -$ 88,387$ 88,387$ August 15, 2022 485,000$ 88,388$ 573,388$ 661,775$ February 15, 2023 -$ 83,537$ 83,537$ August 15, 2023 495,000$ 83,538$ 578,538$ 662,075$ February 15, 2024 -$ 78,587$ 78,587$ August 15, 2024 505,000$ 78,588$ 583,588$ 662,175$ February 15, 2025 -$ 73,537$ 73,537$ August 15, 2025 515,000$ 73,538$ 588,538$ 662,075$ February 15, 2026 68,387$ 68,387$ August 15, 2026 525,000$ 68,388$ 593,388$ 661,775$ February 15, 2027 62,481$ 62,481$ August 15, 2027 540,000$ 62,481$ 602,481$ 664,962$ February 15, 2028 56,406$ 56,406$ August 15, 2028 550,000$ 56,406$ 606,406$ 662,812$ February 15, 2029 49,875$ 49,875$ August 15, 2029 565,000$ 49,875$ 614,875$ 664,750$ February 15, 2030 43,165$ 43,165$ August 15, 2030 575,000$ 43,166$ 618,166$ 661,331$ February 15, 2031 35,618$ 35,618$ August 15, 2031 595,000$ 35,619$ 630,619$ 666,237$ February 15, 2032 27,437$ 27,437$ August 15, 2032 610,000$ 27,437$ 637,437$ 664,874$ February 15, 2033 19,050$ 19,050$ August 15, 2033 625,000$ 19,050$ 644,050$ 663,100$ February 15, 2034 9,675$ 9,675$ August 15, 2034 645,000$ 9,675$ 654,675$ 664,350$

Total 7,230,000$ 1,392,291$ 8,622,291$ 8,622,291$


320


GENERAL FUND 93.72%

2006A (1999&2000) General Obligation Bonds 2007 GO Bonds (Mt. Zion,Sudith,Walter Steph Park,Multi Use Park)Fire Station 1 Expansion, Mt. Peak Comm Park, Trail System)


Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 -$ 35,050$ 35,050$ August 15, 2022 510,000$ 35,050$ 545,050$ 580,100$ February 15, 2023 -$ 29,950$ 29,950$ August 15, 2023 520,000$ 29,950$ 549,950$ 579,900$ February 15, 2024 -$ 22,150$ 22,150$ August 15, 2024 535,000$ 22,150$ 557,150$ 579,300$ February 15, 2025 -$ 16,800$ 16,800$ August 15, 2025 550,000$ 16,800$ 566,800$ 583,600$ February 15, 2026 11,300$ 11,300$ August 15, 2026 560,000$ 11,300$ 571,300$ 582,600$ February 15, 2027 5,700$ 5,700$ August 15, 2027 570,000$ 5,700$ 575,700$ 581,400$

Total 3,245,000$ 241,900$ 3,486,900$ 3,486,900$

GENERAL OBLIGATION REFUNDING BONDSSeries 2016$8,465,000

321


GENERAL FUND 100%

NEW FIRE STATION & NEW TRAINING CENTER 9,101,515$ 14TH STREET,MCALPIN, WALNUT GROVE ROW 8,021,336$ COMMUNITY PARK EXPANSION 1,900,316$


Date Principal Interest Period Total Fiscal TotalFebruary 1, 2022 1,915,000$ 225,228$ 2,140,228$ August 1, 2022 177,353$ 177,353$ 2,317,581$ February 1, 2023 395,000$ 177,353$ 572,353$ August 1, 2023 167,478$ 167,478$ 739,831$ February 1, 2024 415,000$ 167,478$ 582,478$ August 1, 2024 157,103$ 157,103$ 739,581$ February 1, 2025 435,000$ 157,103$ 592,103$ August 1, 2025 146,228$ 146,228$ 738,331$ February 1, 2026 460,000$ 146,228$ 606,228$ August 1, 2026 134,728$ 134,728$ 740,956$ February 1, 2027 485,000$ 134,728$ 619,728$ August 1, 2027 122,603$ 122,603$ 742,331$ February 1, 2028 505,000$ 122,603$ 627,603$ August 1, 2028 109,978$ 109,978$ 737,581$ February 1, 2029 535,000$ 109,978$ 644,978$ August 1, 2029 96,603$ 96,603$ 741,581$ February 1, 2030 560,000$ 96,603$ 656,603$ August 1, 2030 85,403$ 85,403$ 742,006$ February 1, 2031 580,000$ 85,403$ 665,403$ August 1, 2031 76,703$ 76,703$ 742,106$ February 1, 2032 595,000$ 76,703$ 671,703$ August 1, 2032 67,778$ 67,778$ 739,481$ February 1, 2033 615,000$ 67,778$ 682,778$ August 1, 2033 57,784$ 57,784$ 740,563$ February 1, 2034 635,000$ 57,784$ 692,784$ August 1, 2034 47,466$ 47,466$ 740,250$ February 1, 2035 655,000$ 47,466$ 702,466$ August 1, 2035 36,413$ 36,413$ 738,878$ February 1, 2036 680,000$ 36,413$ 716,413$ August 1, 2036 24,938$ 24,938$ 741,350$ February 1, 2037 700,000$ 24,938$ 724,938$ August 1, 2037 12,688$ 12,688$ 737,625$ February 1, 2038 725,000$ 12,688$ 737,688$ 737,688$

Total 10,890,000$ 3,267,722$ 14,157,722$ 14,157,722$


322


GENERAL FUND 100%

COMMUNITY PARK EXPANSION 14,200,000$ STREET PROJECTS 7,080,000$


Date Principal Interest Period Total Fiscal TotalFebruary 1, 2022 1,850,000$ 288,456$ 2,138,456$ August 1, 2022 260,707$ 260,707$ 2,399,163$ February 1, 2023 675,000$ 260,706$ 935,706$ August 1, 2023 243,832$ 243,832$ 1,179,538$ February 1, 2024 710,000$ 243,831$ 953,831$ August 1, 2024 226,081$ 226,081$ 1,179,912$ February 1, 2025 750,000$ 226,081$ 976,081$ August 1, 2025 207,332$ 207,332$ 1,183,413$ February 1, 2026 785,000$ 207,331$ 992,331$ August 1, 2026 187,707$ 187,707$ 1,180,038$ February 1, 2027 820,000$ 187,706$ 1,007,706$ August 1, 2027 171,307$ 171,307$ 1,179,013$ February 1, 2028 855,000$ 171,306$ 1,026,306$ August 1, 2028 154,206$ 154,206$ 1,180,512$ February 1, 2029 890,000$ 154,207$ 1,044,207$ August 1, 2029 136,407$ 136,407$ 1,180,614$ February 1, 2030 925,000$ 136,406$ 1,061,406$ August 1, 2030 117,906$ 117,906$ 1,179,312$ February 1, 2031 955,000$ 117,906$ 1,072,906$ August 1, 2031 108,356$ 108,356$ 1,181,262$ February 1, 2032 975,000$ 108,356$ 1,083,356$ August 1, 2032 98,606$ 98,606$ 1,181,962$ February 1, 2033 1,000,000$ 98,606$ 1,098,606$ August 1, 2033 83,606$ 83,606$ 1,182,212$ February 1, 2034 1,025,000$ 83,606$ 1,108,606$ August 1, 2034 72,075$ 72,075$ 1,180,681$ February 1, 2035 1,055,000$ 72,075$ 1,127,075$ August 1, 2035 56,250$ 56,250$ 1,183,325$ February 1, 2036 1,085,000$ 56,250$ 1,141,250$ August 1, 2036 39,975$ 39,975$ 1,181,225$ February 1, 2037 1,115,000$ 39,975$ 1,154,975$ August 1, 2037 27,431$ 27,431$ 1,182,406$ February 1, 2038 1,140,000$ 27,431$ 1,167,431$ August 1, 2038 13,893$ 13,893$ 1,181,324$ February 1, 2039 1,170,000$ 13,894$ 1,183,894$ 1,183,894$

Total 17,780,000$ 4,699,806$ 22,479,806$ 22,479,806$


323

CITY OF MIDLOTHIAN 305- GENERAL DEBTDEBT SERVICE FUND

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 485,000$ 2,425$ 487,425$ August 15, 2022 -$ -$ -$ 487,425$

Total 485,000$ 2,425$ 487,425$ 487,425$

Tax NotesSeries 2020

$1,500,000.00

Street Projects

324


GENERAL FUND 100%

PUBLIC SAFETY BUILDING- 10% ENGINEERING 4,378,304$ CITY HALL/LIBRARY BUILDING - 10% ENGINEERING 2,379,220$

HAWKINS RUN & MOCKINGBIRD LN - 10 ENGINEERING 2,283,512$ HAWKINS RUN RD- (2017 ELECTION) 4,438,964$ Total for General Obligation Bonds 13,480,000$

Date Principal Interest Period Total Fiscal TotalFebruary 1, 2022 1,475,000$ 187,300$ 1,662,300$ August 1, 2022 166,222$ 166,222$ 1,828,522$ February 1, 2023 575,000$ 166,222$ 741,222$ August 1, 2023 151,847$ 151,847$ 893,069$ February 1, 2024 525,000$ 151,847$ 676,847$ August 1, 2024 138,722$ 138,722$ 815,569$ February 1, 2025 500,000$ 138,722$ 638,722$ August 1, 2025 136,222$ 136,222$ 774,944$ February 1, 2026 500,000$ 136,222$ 636,222$ August 1, 2026 131,222$ 131,222$ 767,444$ February 1, 2027 500,000$ 131,222$ 631,222$ August 1, 2027 128,722$ 128,722$ 759,944$ February 1, 2028 540,000$ 128,722$ 668,722$ August 1, 2028 126,022$ 126,022$ 794,744$ February 1, 2029 555,000$ 126,022$ 681,022$ August 1, 2029 112,147$ 112,147$ 793,169$ February 1, 2030 585,000$ 112,147$ 697,147$ August 1, 2030 97,522$ 97,522$ 794,669$ February 1, 2031 610,000$ 97,522$ 707,522$ August 1, 2031 85,322$ 85,322$ 792,844$ February 1, 2032 630,000$ 85,322$ 715,322$ August 1, 2032 75,872$ 75,872$ 791,194$ February 1, 2033 650,000$ 75,872$ 725,872$ August 1, 2033 66,122$ 66,122$ 791,994$ February 1, 2034 670,000$ 66,122$ 736,122$ August 1, 2034 56,072$ 56,072$ 792,194$ February 1, 2035 690,000$ 56,072$ 746,072$ August 1, 2035 45,722$ 45,722$ 791,794$ February 1, 2036 710,000$ 45,722$ 755,722$ August 1, 2036 38,622$ 38,622$ 794,344$ February 1, 2037 725,000$ 38,622$ 763,622$ August 1, 2037 31,372$ 31,372$ 794,994$ February 1, 2038 735,000$ 31,372$ 766,372$ August 1, 2038 24,022$ 24,022$ 790,394$ February 1, 2039 750,000$ 24,022$ 774,022$ August 1, 2039 16,522$ 16,522$ 790,544$ February 1, 2040 770,000$ 16,522$ 786,522$ August 1, 2040 8,341$ 8,341$ 794,863$ February 1, 2041 785,000$ 8,341$ 793,341$ 793,341$

Total 13,480,000$ 3,460,569$ 16,940,569$ 16,940,569$


325


GENERAL FUND 100%

COURT BUILDING 4,668,690$


Date Principal Interest Period Total Fiscal TotalFebruary 1, 2022 175,000$ 71,054$ 246,054$ August 1, 2022 72,672$ 72,672$ 318,726$ February 1, 2023 165,000$ 72,672$ 237,672$ August 1, 2023 68,547$ 68,547$ 306,219$ February 1, 2024 170,000$ 68,547$ 238,547$ August 1, 2024 64,297$ 64,297$ 302,844$ February 1, 2025 180,000$ 64,297$ 244,297$ August 1, 2025 59,797$ 59,797$ 304,094$ February 1, 2026 185,000$ 59,797$ 244,797$ August 1, 2026 57,947$ 57,947$ 302,744$ February 1, 2027 190,000$ 57,947$ 247,947$ August 1, 2027 53,197$ 53,197$ 301,144$ February 1, 2028 200,000$ 53,197$ 253,197$ August 1, 2028 48,197$ 48,197$ 301,394$ February 1, 2029 210,000$ 48,197$ 258,197$ August 1, 2029 42,947$ 42,947$ 301,144$ February 1, 2030 225,000$ 42,947$ 267,947$ August 1, 2030 37,322$ 37,322$ 305,269$ February 1, 2031 235,000$ 37,322$ 272,322$ August 1, 2031 32,622$ 32,622$ 304,944$ February 1, 2032 240,000$ 32,622$ 272,622$ August 1, 2032 29,022$ 29,022$ 301,644$ February 1, 2033 250,000$ 29,022$ 279,022$ August 1, 2033 25,272$ 25,272$ 304,294$ February 1, 2034 255,000$ 25,272$ 280,272$ August 1, 2034 21,447$ 21,447$ 301,719$ February 1, 2035 265,000$ 21,447$ 286,447$ August 1, 2035 17,472$ 17,472$ 303,919$ February 1, 2036 270,000$ 17,472$ 287,472$ August 1, 2036 14,772$ 14,772$ 302,244$ February 1, 2037 275,000$ 14,772$ 289,772$ August 1, 2037 12,022$ 12,022$ 301,794$ February 1, 2038 280,000$ 12,022$ 292,022$ August 1, 2038 9,222$ 9,222$ 301,244$ February 1, 2039 290,000$ 9,222$ 299,222$ August 1, 2039 6,322$ 6,322$ 305,544$ February 1, 2040 295,000$ 6,322$ 301,322$ August 1, 2040 3,188$ 3,188$ 304,509$ February 1, 2041 300,000$ 3,188$ 303,188$ 303,188$

Total 4,655,000$ 1,423,617$ 6,078,617$ 6,078,617$

CERTIFICATE OF OBLIGATION BONDSSeries 2021$4,655,000

326

CITY OF MIDLOTHIAN 215 - UTILITY DEBTDEBT SERVICE FUND

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 710,385 $ 725,848 $ 725,848 $ 728,078 2%

5600 OTHER REVENUES5610 Interest 13,528$ 28,000$ (901)$ 800$ -97%

5700 TRANSFERS FROM OTHER FUNDS5712 Tnsf from Utility Fund 2,267,707$ 2,196,812$ 2,196,812$ 1,916,894$ -13%5716 Tnsf from Capital Recovery 805,372$ 807,700$ 807,700$ 514,889$ -36%5733 Tnsf from General Debt Service 166,708$ 165,960$ 165,960$ 180,104$ 9%

3,239,787$ 3,170,471$ 3,170,472$ 2,611,887$ -18%

TOTAL CURRENT REVENUES 3,253,315$ 3,198,471$ 3,169,571$ 2,612,687$ -18%

500 DEBT SERVICE / CAPITAL LEASES600-515 Principal 2,489,690$ 2,506,265$ 2,506,265$ 2,040,000$ -19%600-516 Arbitrage 1,326$ 4,500$ -$ -$ -100%600-520 Interest 745,596$ 659,706$ 659,707$ 571,887$ -13%600-521 Deferred Refunding Expense -$ -$ -$ -$ 0%

3,236,612$ 3,170,471$ 3,165,972$ 2,611,887$ -18%

700 OTHER OPERATING COSTS600-712 Agent Fees 1,240$ 2,000$ 1,369$ 2,000$ 0%

1,240$ 2,000$ 1,369$ 2,000$ 0%

TOTAL CURRENT EXPENDITURES 3,237,852$ 3,172,471$ 3,167,341$ 2,613,887$ -18%

725,848$ 751,848$ 728,078$ 726,878$ -3%* Unaudited Data - Information is Subject to Change


ENDING FUND BALANCE


FUND DETAIL

CURRENT REVENUES

CLASSIFICATION

The Utility Debt Service Fund is used to account for the accumulation of funds to pay interest and principal payments for water & wastewater debt issued for capital projects.

327


DEBT PRINCIPAL INTEREST TOTAL SERVICE

2012General Obligation Refunding Bonds $6,925,000 285,000$ 15,825$ 300,825$ 599,525$

2014General Obligation Refunding Bonds $15,015,000 295,000$ 93,356$ 388,356$ 3,181,705$

2017General Obligation Refunding Bonds $6,040,000 190,000$ 109,456$ 299,456$ 3,487,813$

2018General Obligation Refunding Bonds $13,630,000 1,270,000$ 353,250$ 1,623,250$ 11,357,550$ Total Budget Requirements 2,040,000$ 571,887$ 2,611,887$

Total Bonds Outstanding 18,626,593$

DEBT SERVICE REQUIREMENTS

CURRENT REQUIREMENT

FY 2021-2022

ISSUE TITLE

328


TERM Original Principal Paid Principal Debt YEARS Principal Issue Previous Years Balance

2012 General Obligation Refunding Bond 11 3,005,000$ 2,430,000$ 575,000$

2014 Generial Obligation Refunding Bond 12 4,634,995$ 1,889,995$ 2,745,000$

2017 General Obligation Refunding 17 6,040,000$ 3,245,000$ 2,795,000$

2018 General Obligation Refunding 10 13,630,000$ 3,665,000$ 9,965,000$

Total Budget Requirements 27,309,995$ 11,229,995$ Total Bonds Outstanding 16,080,000$

STATEMENT OF INDEBTEDNESSFOR UTILITY FUND

FY 2021-2022

ISSUE TITLE

329


Fiscal Year Principal Interest Fiscal Total

2021-2022 2,040,000$ 571,887$ 2,611,887$ 2022-2023 2,110,000$ 495,612$ 2,605,612$ 2023-2024 1,900,000$ 412,162$ 2,312,162$ 2024-2025 1,990,000$ 334,112$ 2,324,112$ 2025-2026 2,045,000$ 270,012$ 2,315,012$ 2026-2027 2,130,000$ 189,024$ 2,319,024$ 2027-2028 2,185,000$ 124,212$ 2,309,212$ 2028-2029 640,000$ 57,259$ 697,259$ 2029-2030 250,000$ 35,794$ 285,794$ 2030-2031 255,000$ 27,669$ 282,669$ 2031-2032 265,000$ 19,062$ 284,062$ 2032-2033 270,000$ 9,788$ 279,788$

Grand Totals 16,080,000$ 2,546,593$ 18,626,593$

SCHEDULE OF REQUIREMENTSOCTOBER 1, 2021 TO MATURITY

$- $1,000,000 $2,000,000 $3,000,000 $4,000,000

202

1-20

22

202

2-20

23

202

3-20

24

202

4-20

25

202

5-20

26

202

6-20

27

202

7-20

28

202

8-20

29

202

9-20

30

203

0-20

31

203

1-20

32

203

2-20

33

UTILITY DEBT SERVICE

Principal Interest

330


DEBT REFUNDED2001 Waterworks & Sewer System Revenue Bonds (GF 0%; UF 100%) 310,737$ 2002 Waterworks & Sewer System Revenue Bonds (GF 0%; UF 100%) 892,753$ 2003 General Obligation Bonds (GF 100%; UF 0%) 3,926,140$ 2003 Combination Tax & Revenue Certificates of Obligation (GF 0%; UF 100%) 1,795,370$ Total for Both Funds 6,925,000$

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 7,913$ 7,913$ August 15, 2022 285,000$ 7,913$ 292,913$ 300,825$ February 15, 2023 4,350$ 4,350$ August 15, 2023 290,000$ 4,350$ 294,350$ 298,700$

Total 575,000$ 24,525$ 599,525$ 599,525$

GENERAL OBLIGATION REFUNDING BONDSeries 2012$6,925,000

Utility Fund: $3,005,000 - (43.39%)

331


DEBT REFUNDED2004 Waterworks & Sewer System Revenue Bonds (UF 100%) 4,635,000$ 2004 General Obligation Bonds (GF 100%, UF 0%) 1,900,000$ 2005 General Obligation Bonds (GF 100%, UF 0%) 3,330,000$ 2006 Combination Tax and Revenue Cert of Obligation (GF 100%, UF 0%) 2,475,000$ 2006 General Obligation Bonds (GF 100%, UF 0%) 2,560,000$ Total for Both Funds 14,900,000$

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 46,678$ 46,678$ August 15, 2022 295,000$ 46,678$ 341,678$ 388,356$ February 15, 2023 42,253$ 42,253$ August 15, 2023 305,000$ 42,253$ 347,253$ 389,506$ February 15, 2024 36,153$ 36,153$ August 15, 2024 325,000$ 36,153$ 361,153$ 397,306$ February 15, 2025 29,653$ 29,653$ August 15, 2025 340,000$ 29,653$ 369,653$ 399,306$ February 15, 2026 24,553$ 24,553$ August 15, 2026 350,000$ 24,553$ 374,553$ 399,106$ February 15, 2027 19,084$ 19,084$ August 15, 2027 365,000$ 19,084$ 384,084$ 403,168$ February 15, 2028 13,153$ 13,153$ August 15, 2028 375,000$ 13,153$ 388,153$ 401,307$ February 15, 2029 6,825$ 6,825$ August 15, 2029 390,000$ 6,825$ 396,825$ 403,650$

Total 2,745,000$ 436,704$ 3,181,704$ 3,181,705$

$15,015,000Utility Fund: $4,634,995 - (30.8691%)

GENERAL OBLIGATION REFUNDING BONDSeries 2014

332


DEBT REFUNDED:

2006 Waterworks & Sewer System Revenue Refunding Bonds 6,040,000$

Total for Utility Fund 6,040,000$

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 -$ 54,728$ 54,728$ August 15, 2022 190,000$ 54,728$ 244,728$ 299,456$ February 15, 2023 -$ 49,978$ 49,978$ August 15, 2023 195,000$ 49,978$ 244,978$ 294,956$ February 15, 2024 -$ 45,103$ 45,103$ August 15, 2024 205,000$ 45,103$ 250,103$ 295,206$ February 15, 2025 -$ 39,978$ 39,978$ August 15, 2025 220,000$ 39,978$ 259,978$ 299,956$ February 15, 2026 -$ 34,478$ 34,478$ August 15, 2026 225,000$ 34,478$ 259,478$ 293,956$ February 15, 2027 -$ 28,853$ 28,853$ August 15, 2027 235,000$ 28,853$ 263,853$ 292,706$ February 15, 2028 -$ 25,328$ 25,328$ August 15, 2028 235,000$ 25,328$ 260,328$ 285,656$ February 15, 2029 -$ 21,804$ 21,804$ August 15, 2029 250,000$ 21,804$ 271,804$ 293,608$ February 15, 2030 -$ 17,897$ 17,897$ August 15, 2030 250,000$ 17,897$ 267,897$ 285,794$ February 15, 2031 -$ 13,835$ 13,835$ August 15, 2031 255,000$ 13,834$ 268,834$ 282,669$ February 15, 2032 -$ 9,531$ 9,531$ August 15, 2032 265,000$ 9,531$ 274,531$ 284,062$ February 15, 2033 -$ 4,894$ 4,894$ August 15, 2033 270,000$ 4,894$ 274,894$ 279,788$

Total 2,795,000$ 692,813$ 3,487,813$ 3,487,813$

General Obligation Refunding BondsSeries 2017$6,040,000

Utility Fund -100%

333

CITY OF MIDLOTHIAN 215 - UTILITY DEBT DEBT SERVICE FUND

Debt Refunded: 2008 WW & SS Revenue BondsWater Treatment Plant 2 Auger

Total for Utility Fund

Date Principal Interest Period Total Fiscal TotalFebruary 15, 2022 176,625$ 176,625$ August 15, 2022 1,270,000$ 176,625$ 1,446,625$ 1,623,250$ February 15, 2023 151,225$ 151,225$ August 15, 2023 1,320,000$ 151,225$ 1,471,225$ 1,622,450$ February 15, 2024 124,825$ 124,825$ August 15, 2024 1,370,000$ 124,825$ 1,494,825$ 1,619,650$ February 15, 2025 97,425$ 97,425$ August 15, 2025 1,430,000$ 97,425$ 1,527,425$ 1,624,850$ February 15, 2026 75,975$ 75,975$ August 15, 2026 1,470,000$ 75,975$ 1,545,975$ 1,621,950$ February 15, 2027 46,575$ 46,575$ August 15, 2027 1,530,000$ 46,575$ 1,576,575$ 1,623,150$ February 15, 2028 23,625$ 23,625$ August 15, 2028 1,575,000$ 23,625$ 1,598,625$ 1,622,250$

Total 9,965,000$ 1,392,550$ 11,357,550$ 11,357,550$

Utility Fund: 52.02%; MDA: 47.98%

General Obligation Refunding BondsSeries 2018

$13,630,000

334

CITY OF MIDLOTHIAN 624 - MCDCDEBT SERVICE

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 4,999,633 $ 4,996,333 $ 4,974,994 $ 4,785,635 -4%

5600 OTHER REVENUES5605 Interest Hotel 85,202$ -$ 85,821$ -$ 0%5610 Interest 11,866$ 5,000$ 2,030$ 1,000$ -80%

97,068$ 5,000$ 87,851$ 1,000$ -80%

5700 TRANSFERS FROM OTHER FUNDS5754 Tnsf from MCDC 625 728,838$ 696,038$ 1,461,940$ 670,388$ -4%

728,838$ 696,038$ 1,461,940$ 670,388$ -4%

TOTAL CURRENT REVENUES 825,906$ 701,038$ 1,549,791$ 671,388$ -4%

500 DEBT SERVICE / CAPITAL LEASES600-515 Principal 500,000$ 350,000$ 1,420,000$ 360,000$ 3%600-516 Arbitrage -$ -$ -$ -$ 0%600-520 Interest 228,838$ 337,584$ 318,277$ 310,388$ -8%

728,838$ 687,584$ 1,738,277$ 670,388$ -3%

700 OTHER OPERATING COSTS600-712 Agent Fees 1,550$ 950$ 873$ 950$ 0%600-730 Bond Issuance Cost 120,157$ -$ -$ -$ 0%

121,707$ 950$ 873$ 950$ 0%

TOTAL CURRENT EXPENDITURES 850,545$ 688,534$ 1,739,150$ 671,338$ -2%

4,974,994$ 5,008,837$ 4,785,635$ 4,785,685$ -4%ENDING FUND BALANCE

FUND DETAIL

CLASSIFICATION


CURRENT REVENUES


This fund is used to account for the accumulation of financial resources for the payment of principal, interest and related costs on general long-term debt paid primarily from taxes collected by MCDC. The fund balance of the Debt Service Fund is reserved to signify the amounts that are restricted exclusively for debt service expenditures.

* Unaudited - information subject to change 335


PRINCIPAL INTEREST TOTAL

2014Sales Tax Revenue Bonds 190,000$ 158,838$ 348,838$ 348,838$

2020Sales Tax Revenue Bonds 170,000$ 151,550$ 321,550$ 321,550$

Total Budget Requirements 360,000$ 310,388$ 670,388$ 670,388$

Series Bond Type PrincipalIssue

Principal Paid in Previous

Years

2014Sales Tax Revenue Bonds 4,370,000$ 1,145,000$

2020Sales Tax Revenue Bonds 4,700,000$ 170,000$

9,070,000$ 1,315,000$

4,530,000$

Total Budget Requirements 7,755,000$

STATEMENT OF INDEBTEDNESSFOR MCDC

FY 2021-2022

Principal Debt Balance

3,225,000$

DEBT SERVICE REQUIREMENTS FY 2021-2022

SERIES BOND TYPEACTUAL DEBT

SERVICE

336


Date Principal Interest Fiscal Total2021-2022 360,000$ 310,388$ 670,388$ 2022-2023 370,000$ 295,988$ 665,988$ 2023-2024 390,000$ 281,188$ 671,188$ 2024-2025 405,000$ 265,588$ 670,588$ 2025-2026 420,000$ 249,388$ 669,388$ 2026-2027 435,000$ 232,588$ 667,588$ `

2027-2028 455,000$ 214,900$ 669,900$ 2028-2029 475,000$ 193,100$ 668,100$ 2029-2030 495,000$ 170,350$ 665,350$ `

2030-2031 520,000$ 148,876$ 668,876$ 2031-2032 540,000$ 126,276$ 666,276$ 2032-2033 565,000$ 102,700$ 667,700$ 2033-2034 590,000$ 78,000$ 668,000$ 2034-2035 270,000$ 52,050$ 322,050$ 2035-2036 275,000$ 43,950$ 318,950$ 2036-2037 285,000$ 35,700$ 320,700$ 2037-2038 295,000$ 27,150$ 322,150$ 2038-2039 300,000$ 18,300$ 318,300$ 2039-2040 310,000$ 9,300$ 319,300$

Grand Totals 7,755,000$ 2,855,780$ 10,610,780$

1$ 200

600-733 Bond Issuance


$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

Deb

t S

ervi

ce

Fiscal Year

MCDC DEBT SERVICE REQUIREMENTS

Interest

Principal

337

CITY OF MIDLOTHIAN 624 - MID COMMUNITY DEV CORP (TYPE B)DEBT SERVICE

DEBT REFUNDED:Sales Tax Revenue Bonds, Series 2014 4,370,000$ Mezzanine Loan HotelTotal for MCDC (4B) 4,370,000$

Date Principal Interest Period Total Fiscal TotalMarch 1, 2022 79,419$ 79,419$ September 1, 2022 190,000$ 79,419$ 269,419$ 348,838$ March 1, 2023 75,619$ 75,619$ September 1, 2023 195,000$ 75,619$ 270,619$ 346,238$ March 1, 2024 71,719$ 71,719$ September 1, 2024 205,000$ 71,719$ 276,719$ 348,438$ March 1, 2025 67,619$ 67,619$ September 1, 2025 215,000$ 67,619$ 282,619$ 350,238$ March 1, 2026 63,319$ 63,319$ September 1, 2026 220,000$ 63,319$ 283,319$ 346,638$ March 1, 2027 58,919$ 58,919$ September 1, 2027 230,000$ 58,919$ 288,919$ 347,838$ March 1, 2028 54,175$ 54,175$ September 1, 2028 240,000$ 54,175$ 294,175$ 348,350$ March 1, 2029 47,575$ 47,575$ September 1, 2029 250,000$ 47,575$ 297,575$ 345,150$ March 1, 2030 40,700$ 40,700$ September 1, 2030 265,000$ 40,700$ 305,700$ 346,400$ March 1, 2031 33,413$ 33,413$ September 1, 2031 280,000$ 33,413$ 313,413$ 346,826$ March 1, 2032 25,713$ 25,713$ September 1, 2032 295,000$ 25,713$ 320,713$ 346,426$ March 1, 2033 17,600$ 17,600$ September 1, 2033 310,000$ 17,600$ 327,600$ 345,200$ March 1, 2034 9,075$ 9,075$ September 1, 2034 330,000$ 9,075$ 339,075$ 348,150$

Total 3,225,000$ 1,289,730$ 4,514,730$ 4,514,730$

SALES TAX REVENUE BONDSSeries 2014$4,370,000

338

CITY OF MIDLOTHIAN 624 - MID COMMUNITY DEV CORP (TYPE B)DEBT SERVICE

MIDLOTHIAN COMMUNITY PARK PHASE 2 (Contribution to the City Capital Project - Park)

Total for MCDC (4B) 4,700,000$

Date Principal Interest Period Total Fiscal TotalMarch 1, 2022 75,775$ 75,775$ September 1, 2022 170,000$ 75,775$ 245,775$ 321,550$ March 1, 2023 72,375$ 72,375$ September 1, 2023 175,000$ 72,375$ 247,375$ 319,750$ March 1, 2024 68,875$ 68,875$ September 1, 2024 185,000$ 68,875$ 253,875$ 322,750$ March 1, 2025 65,175$ 65,175$ September 1, 2025 190,000$ 65,175$ 255,175$ 320,350$ March 1, 2026 61,375$ 61,375$ September 1, 2026 200,000$ 61,375$ 261,375$ 322,750$ March 1, 2027 57,375$ 57,375$ September 1, 2027 205,000$ 57,375$ 262,375$ 319,750$ March 1, 2028 53,275$ 53,275$ September 1, 2028 215,000$ 53,275$ 268,275$ 321,550$ March 1, 2029 48,975$ 48,975$ September 1, 2029 225,000$ 48,975$ 273,975$ 322,950$ March 1, 2030 44,475$ 44,475$ September 1, 2030 230,000$ 44,475$ 274,475$ 318,950$ March 1, 2031 41,025$ 41,025$ September 1, 2031 240,000$ 41,025$ 281,025$ 322,050$ March 1, 2032 37,425$ 37,425$ September 1, 2032 245,000$ 37,425$ 282,425$ 319,850$ March 1, 2033 33,750$ 33,750$ September 1, 2033 255,000$ 33,750$ 288,750$ 322,500$ March 1, 2034 29,925$ 29,925$ September 1, 2034 260,000$ 29,925$ 289,925$ 319,850$ March 1, 2035 26,025$ 26,025$ September 1, 2035 270,000$ 26,025$ 296,025$ 322,050$ March 1, 2035 21,975$ 21,975$ September 1, 2036 275,000$ 21,975$ 296,975$ 318,950$ March 1, 2037 17,850$ 17,850$ September 1, 2037 285,000$ 17,850$ 302,850$ 320,700$ March 1, 2038 13,575$ 13,575$ September 1, 2038 295,000$ 13,575$ 308,575$ 322,150$ March 1, 2039 9,150$ 9,150$ September 1, 2039 300,000$ 9,150$ 309,150$ 318,300$ March 1, 2040 4,650$ 4,650$ September 1, 2040 310,000$ 4,650$ 314,650$ 319,300$

Total 4,530,000$ 1,566,050$ 6,096,050$ 6,096,050$

SALES TAX REVENUE REFUNDING BONDSSeries 2020$4,700,000

339

CITY OF MIDLOTHIAN 960 - MDADEBT SERVICE

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021 *

ADOPTED2021-2022


$ 7,703,599 $ 7,743,342 $ 7,743,342 $ 7,848,491 2%

5600 OTHER REVENUES5610 Interest 35,496$ 15,000$ 25,000$ 15,000$ 0%

35,496$ 15,000$ 25,000$ 15,000$ 0%

5700 TRANSFERS FROM OTHER FUNDS5750 Tnsf from Other Funds 4,245,902$ 4,318,562$ 4,318,562$ 4,230,037$ -2%

4,245,902$ 4,318,562$ 4,318,562$ 4,230,037$ -2%


500 DEBT SERVICE / CAPITAL LEASES600-515 Principal 3,325,000$ 3,420,000$ 3,420,000$ 3,550,000$ 4%600-520 Interest 916,655$ 818,413$ 818,413$ 716,800$ -12%

4,241,655$ 4,238,413$ 4,238,413$ 4,266,800$ 1%

700 OTHER OPERATING COSTS600-712 Agent Fees -$ 200$ -$ 200$ 0%

200$ 200$


MDA Bond Reserve 3,014,000$ 2,681,500$ 2,681,500$ 2,681,500$ 0%3,014,000$ 2,681,500$ 2,681,500$ 2,681,500$ 0%

4,729,342$ 5,156,791$ 5,166,991$ 5,145,029$ 0%


ENDING FUND BALANCE


FUND DETAIL

CURRENT REVENUES

CLASSIFICATION

BOND RESERVES

This fund is used to account for the accumulation of financial resources for the payment of principal, interest and related costs on general long-term debt paid primarily from taxes collected by MDA. The fund balance of the Debt Service Fund is reserved to signify the amounts that are restricted exclusively for debt service expenditures.

340


PRINCIPAL INTEREST TOTAL

2014 Tax Increment Contract Revenue Refunding 765,000$ 421,970$ 1,186,970$ 12,846,309$

2017 Tax Increment Contract Revenue Refunding 2,785,000$ 294,830$ 3,079,830$ 13,649,599$

Total Budget Requirements 3,550,000$ 716,800$ 4,266,800$ 26,495,908$

Series Bond Type PrincipalIssue

Principal Paid in Previous

Years

2014 Tax Increment Contract Revenue Refunding 15,070,000$ 4,495,000$

2017 Tax Increment Contract Revenue Refunding 23,180,000$ 10,360,000$

38,250,000$ 14,855,000$

ACTUAL

DEBT SERVICE REQUIREMENTS FY 2021-2022

SERIES BOND TYPE DEBT SERVICE

23,395,000$ Total Budget Requirements

STATEMENT OF INDEBTEDNESSFOR MDA

FY 2020-2021

Principal Debt Balance

10,575,000$

12,820,000$

341


Date PRINCIPAL INTEREST FISCAL TOTAL2020-2021 -$ -$ -$ 2021-2022 3,550,000$ 716,800$ 4,266,800$ 2022-2023 3,565,000$ 612,848$ 4,177,848$ 2023-2024 3,675,000$ 506,816$ 4,181,816$ 2024-2025 2,600,000$ 412,725$ 3,012,725$ 2025-2026 2,675,000$ 327,401$ 3,002,401$ 2026-2027 2,760,000$ 235,762$ 2,995,762$ `

2027-2028 1,465,000$ 158,872$ 1,623,872$ 2028-2029 1,525,000$ 96,979$ 1,621,979$ 2029-2030 1,580,000$ 32,706$ 1,612,706$

Grand Totals 23,395,000$ 3,100,908$ 26,495,908$

1$ 200

600-733 Bond Issuance


$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

Deb

t S

ervi

ce

Fiscal Year

MDA DEBT SERVICE REQUIREMENTS

INTEREST

PRINCIPAL

342


Projects:Infrastructure Improvements in Reinvestment Zone 2 16,032,400$

Railport Pkwy/US Hwy 67 Grade SeparationKemp Ranch CrossingBrookhollow Drive Extension

Reserve Fund 1,447,600$ Issuance Costs 520,000$ Total 18,000,000$

Date Principal Interest Period Total Fiscal TotalNovember 15, 2021 765,000$ 218,903$ 983,903$ May 15, 2022 -$ 203,067$ 203,067$ 1,186,970$ November 15, 2022 795,000$ 203,067$ 998,067$ May 15, 2023 -$ 186,611$ 186,611$ 1,184,678$ November 15, 2023 825,000$ 186,611$ 1,011,611$ May 15, 2024 -$ 169,533$ 169,533$ 1,181,144$ November 15, 2024 860,000$ 169,533$ 1,029,533$ May 15, 2025 -$ 151,731$ 151,731$ 1,181,264$ November 15, 2025 1,355,000$ 151,731$ 1,506,731$ May 15, 2026 -$ 123,683$ 123,683$ 1,630,414$ November 15, 2026 1,405,000$ 123,683$ 1,528,683$ May 15, 2027 -$ 94,599$ 94,599$ 1,623,282$ November 15, 2027 1,465,000$ 94,599$ 1,559,599$ May 15, 2028 -$ 64,273$ 64,273$ 1,623,872$ November 15, 2028 1,525,000$ 64,273$ 1,589,273$ May 15, 2029 -$ 32,706$ 32,706$ 1,621,979$ November 15, 2029 1,580,000$ 32,706$ 1,612,706$ 1,612,706$

Total 10,575,000$ 2,271,309$ 12,846,309$ 12,846,309$

TAX INCREMENT CONTRACT REVENUE REFUNDINGSeries 2014$15,070,000

(TAX INCREMENT CONTRACT 2004 $18,000,000)

343


Debt Refunded: 2007A and 2007B 2007A (Tax Increment Contract Revenue Bonds, Series 1999) 2007B (Tax Increment Contract Revenue Bonds, Series 2001)

Date Principal Interest Period Total Fiscal TotalNovember 15, 2021 2,785,000$ 165,378$ 2,950,378$ May 15, 2022 -$ 129,452$ 129,452$ 3,079,830$ November 15, 2022 2,770,000$ 129,452$ 2,899,452$ May 15, 2023 -$ 93,719$ 93,719$ 2,993,170$ November 15, 2023 2,850,000$ 93,719$ 2,943,719$ May 15, 2024 -$ 56,954$ 56,954$ 3,000,672$ November 15, 2024 1,740,000$ 56,954$ 1,796,954$ May 15, 2025 -$ 34,508$ 34,508$ 1,831,461$ November 15, 2025 1,320,000$ 34,508$ 1,354,508$ May 15, 2026 -$ 17,480$ 17,480$ 1,371,987$ November 15, 2026 1,355,000$ 17,480$ 1,372,480$ 1,372,480$

Total 12,820,000$ 829,599$ 13,649,599$ 13,649,599$

TAX INCREMENT CONTRACT REVENUE REFUNDINGSeries 2017$23,180,000

344


Appropriated 405—MidTowne Public Improvement District (PID)511—Senior Citizen Center 615—MED (Type A) - Midlothian Economic Development 625—MCDC (Type B) - Community Development627—Midlothian Conference Center 965—Midlothian Development Authority (MDA)

345

CITY OF MIDLOTHIAN APPROPRIATED FUNDSSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 42,583,188 $ 49,582,800 $ 49,587,200 $ 57,318,321

5100 Taxes 6,194,313$ 5,543,733$ 6,878,548$ 6,048,352$ 9%5400 Charges for Services 183,009$ 228,200$ 247,470$ 250,200$ 10%5600 Other Revenues 6,882,429$ 343,848$ 670,733$ 203,016$ -41%5700 Transfers From Other Funds 407,000$ 500,797$ 943,171$ 482,234$ -4%5800 Special Revenues 9,557,826$ 13,966,057$ 13,579,190$ 11,398,546$ -18%


100 Personnel Services 847,701$ 949,258$ 900,385$ 1,102,616$ 16%200 Contractual Services 501,390$ 359,874$ 219,813$ 551,578$ 53%300 Supplies 24,467$ 27,600$ 14,696$ 49,250$ 78%500 Debt Service & Capital Leases 3,568,130$ 654,900$ 2,517,884$ 6,400$ -99%600 Capital Outlay 55,599$ 38,483$ 37,331$ 30,234$ -21%700 Other Operating Costs 921,990$ 1,170,916$ 854,396$ 1,081,906$ -8%800 Transfers To Other Funds 5,781,867$ 45,931,260$ 1,956,377$ 51,058,814$ 11%900 Special Projects 4,519,421$ 3,760,244$ 3,389,963$ 4,250,867$ 13%


49,587,200$ 17,272,900$ 62,015,467$ 17,569,004$ 2%ENDING FUND BALANCE


APPROPRIATED FUNDS SUMMARY BY CLASSIFICATION

CURRENT REVENUES

CLASSIFICATION


This summary is a reflection of Appropriated Special Revenues that are approved by City Council for specific uses.

* Unaudited - Information is subject to change346

CITY OF MIDLOTHIAN APPROPRIATED FUNDSSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 42,583,188 $ 49,582,800 $ 49,587,200 $ 57,318,321

5100 Taxes 6,194,313$ 5,543,733$ 6,878,548$ 6,048,352$ 9%5400 Charges for Services 183,009$ 228,200$ 247,470$ 250,200$ 10%5600 Other Revenues 6,882,429$ 343,848$ 670,733$ 203,016$ -41%5700 Transfers From Other Funds 407,000$ 500,797$ 943,171$ 482,234$ -4%5800 Special Revenues 9,557,826$ 13,966,057$ 13,579,190$ 11,398,546$ -18%


405 MidTowne PID 14,045$ 59,300$ 17,966$ 54,400$ -8%511 Senior Citizen's Center 269,247$ 316,210$ 314,444$ 330,761$ 5%615 MED (Type A) 7,568,307$ 2,338,891$ 3,708,393$ 2,453,396$ 5%625 MCDC (Type B) 1,366,025$ 2,815,000$ 3,491,721$ 3,005,000$ 7%627 Conference Center 493,643$ 538,385$ 504,832$ 554,547$ 3%965 MDA 6,509,298$ 46,824,749$ 1,853,489$ 51,733,561$ 10%




APPROPRIATED FUNDS SUMMARY BY FUND

CURRENT REVENUES

CLASSIFICATION


This summary is a reflection of Appropriated Special Revenues that are approved by City Council for specific uses.

* Unaudited - Information is subject to change347

CITY OF MIDLOTHIAN 405 - MIDTOWNE PIDSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 49,314 $ 75,110 $ 75,110 77,073$

5100 TAXES5117 Assessment 39,337$ 43,733$ 45,698$ 48,352$ 11%

39,337$ 43,733$ 45,698$ 48,352$ 11%

5600 OTHER REVENUES5610 Interest 504$ -$ 402$ -$ 0%

504$ -$ 402$ -$ 0%

39,841$ 43,733$ 46,100$ 48,352$ 11%

200 CONTRACTUAL SERVICES207 Contractual Landscaping 8,140$ 24,000$ 10,808$ 24,000$ 0%239 Professional Fees 3,000$ 6,000$ 4,500$ 6,000$ 0%

11,140$ 30,000$ 15,308$ 30,000$ 0%

700 OTHER OPERATING COSTS726 General Insurance -$ 1,400$ -$ 1,400$ 0%746 Street Maintenance -$ 6,000$ -$ 6,000$ 0%755 Facility Maintenance -$ 9,900$ -$ 5,000$ -49%765 Utilities - Water 2,905$ 12,000$ 2,658$ 12,000$ 0%

2,905$ 29,300$ 2,658$ 24,400$ -17%

14,045$ 59,300$ 17,966$ 54,400$ -8%

25,796$ (15,567)$ 28,134$ (6,048)$ -61%

75,110$ 59,543$ 103,244$ 71,025$ 19%ENDING FUND BALANCE

REVENUES OVER / (UNDER)EXPENDITURES

TOTAL CURRENT REVENUES



FUND DETAIL

CURRENT REVENUES

CLASSIFICATION


This fund was established to account for revenues and expenditures associated with the MidTowne Public Improvement District (PID). The MidTowne PID was established by Ordinance 2008-28 as part of the MidTowne Planned Development District (PD-42) to fund improvements and/or services undertaken by the district (as a supplement to the standard existing level of city improvements and/or services) for the benefit of property owners residing and operating within the district.


CITY OF MIDLOTHIAN 511 - SR. CITIZEN'S CENTERSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 7,559 $ 50,317 $ 50,317 51,172$

5600 OTHER REVENUES5601 Contributions - Sr. Center (501(c)(3)) 21,750$ 20,000$ 16,840$ 17,000$ -15%5610 Interest 247$ 15$ 3$ 15$ 0%5613 Building Rental -$ -$ 200$ -$ %5641 Contributions - MCDC (Type B) 102,000$ 60,000$ 60,000$ 102,000$ 70%5670 Contributions & Donations 2,691$ 2,000$ 3,794$ 2,000$ 0%5676 Arts & Craft Projects 185$ 350$ 576$ 350$ 0%5677 Center Dues 1,045$ 1,250$ 1,250$ 1,250$ 0%5678 Congregate Meals 768$ -$ -$ -$ 0%5688 Donations - United Way 68$ -$ 41$ -$ 0%

128,754$ 83,615$ 82,704$ 122,615$ 47%

5700 TRANSFERS FROM OTHER FUNDS5711 Transfer From General Fund 183,251$ 232,595$ 232,595$ 208,146$ -11%

183,251$ 232,595$ 232,595$ 208,146$ -11%

312,005$ 316,210$ 315,299$ 330,761$ 5%

100 PERSONNEL SERVICES110 Salaries & Wages 116,514$ 140,035$ 139,473$ 145,636$ 4%112 Longevity 912$ 1,008$ 1,008$ 1,152$ 14%113 Part Time Wages 46,296$ 50,000$ 44,514$ 50,000$ 0%114 Certification Pay -$ -$ 600$ -$ 0%118 Allowances 900$ 900$ 938$ 900$ 0%141 SS/Medicare 12,165$ 14,359$ 13,945$ 14,808$ 3%142 Group Health & Life Insurance 18,145$ 31,094$ 22,875$ 31,141$ 0%143 Workers' Compensation 175$ 482$ 227$ 494$ 2%145 Unemployment Compensation 991$ 1,080$ 1,312$ 1,080$ 0%146 TMRS 17,558$ 20,738$ 21,340$ 22,762$ 10%

213,656$ 259,696$ 246,232$ 267,973$ 3%200 CONTRACTUAL SERVICES210 Outside Services 2,449$ 3,129$ 4,253$ 8,133$ 160%217 Software Maintenance -$ -$ 2,593$ -$ 0%244 Inspection Services 570$ 985$ 965$ 1,100$ 12%

3,019$ 4,114$ 7,811$ 9,233$ 124%


FUND DETAIL

CLASSIFICATION


CURRENT REVENUES


The Sr. Citizen's Center Fund was established to set aside funds to be used for the maintenance and operations of the Midlothian Senior Citizen's Center.


CITY OF MIDLOTHIAN 511 - SR. CITIZEN'S CENTERSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


FUND DETAIL

CLASSIFICATION

The Sr. Citizen's Center Fund was established to set aside funds to be used for the maintenance and operations of the Midlothian Senior Citizen's Center.

300 SUPPLIES318 Janitorial Supplies 2,177$ 3,000$ 1,081$ 3,000$ 0%335 Minor Tools & Minor Equipment 9,453$ 1,000$ 23$ 1,000$ 0%348 Office Supplies 108$ 400$ 50$ 200$ -50%

11,738$ 4,400$ 1,154$ 4,200$ -5%700 OTHER OPERATING COSTS710 Vehicle Maintenance 1,269$ 2,500$ 1,193$ 2,000$ -20%711 Fuel 1,217$ 2,500$ 1,487$ 2,500$ 0%713 Equipment Maintenance 3,461$ 1,500$ 3,962$ 1,500$ 0%726 General Insurance 4,770$ 4,500$ 7,409$ 6,355$ 41%730 Miscellaneous 26$ 150$ -$ 150$ 0%736 Postage 5$ 100$ 1$ 100$ 0%751 Utilities - Electricity 6,428$ 12,000$ 9,250$ 12,000$ 0%752 Utilities - Gas 689$ 1,500$ 1,029$ 1,500$ 0%755 Facility Maintenance 18,171$ 3,000$ 31,747$ 3,000$ 0%765 Utilities - Water 2,062$ 3,250$ 233$ 3,250$ 0%768 Center Activities 2,061$ 5,000$ 1,200$ 5,000$ 0%770 Congregational Meals 675$ 12,000$ 1,736$ 12,000$ 0%

40,834$ 48,000$ 59,247$ 49,355$ 3%

269,247$ 316,210$ 314,444$ 330,761$ 5%

42,758$ -$ 855$ -$ 0%

50,317$ 50,317$ 51,172$ 51,172$ 2%



ENDING FUND BALANCE


CITY OF MIDLOTHIAN 511 - SENIOR CITIZEN CENTER SPECIAL REVENUE FUNDS

MISSION STATEMENT: The mission of the Midlothian Senior Citizen Center is to offer services that promote physical and mental wellness to the senior citizens of the community.

DEPARTMENT AT A GLANCE: The Senior Citizen Center fund includes funding for operations and maintenance of the facility and programs. The current facility opened in August 2002, was expanded in 2018 and is funded by the City of Midlothian, corporate and individual donations, foundation grants, local businesses, fundraisers, United Way of West Ellis County, and Midlothian Community Development Corporation (Type B).

FY 2021-2022 BUDGET HIGHLIGHTS: ➢ None

KEY GOALS AND OBJECTIVES: ❖ Conduct fundraisers and apply for grants and solicit donations for funding of operations❖ Increase community awareness of the Senior Center and its activities through community

involvement and the Center’s webpage on the city’s website and Midlothian Senior ActivityCenter Facebook page and new quarterly magazine

❖ Offer services that promote physical and mental wellness❖ Provide snacks and the Free Lunch Program❖ Train and coordinate employees of the Midlothian ISD’s CBI student work program and

Navarro College Bridge Programs, Occupational Therapy & Physical Therapy Field WorkPrograms and train seniors for AARP Foundations’ Senior Community Service EmploymentProgram

❖ Use church and school group volunteers for facility projects❖ Train and coordinate community volunteers to staff daily operations❖ Conduct fundraising events and write grants to raise funds to increase the number of programs

offered to the community

ACCOMPLISHMENTS FY 20-21: • From June on, we hosted United Way quarterly meetings and spoke at UW fundraising events• Served 150 lunches at the annual Fish Fry even though the center was closed during the event• Hosted a Health Fair with 26 vendors and gave 60 flu shots and a COVID-19 booster clinic for

75• Created our own quarterly magazine to promote the Senior Center and distributed it around

town• Continued posting activities on the Senior Activity Center Facebook page• From June on, served an average of 63 seniors daily and 225 different people per month, 50

weekly in the parking lot while closed and offered boxed food items for the rest of the week• Recorded 200 paid memberships, 117 new members, 83 returning members since June• Provided a stimulating environment for Midlothian senior citizens by maintaining a full

calendar of activities; arts & crafts for eye hand coordination, yoga/ meditation for strength,balance, anxiety and pain management. Limited field trips every month to get seniors out inthe community, education and fun. Music and dancing for entertainment and exercise.Speakers for grief management, Medicare benefits, nutrition, fall prevention, scam alert/safety,and Alzheimer’s education

• Provide free tax preparation service February-April.• Play games daily; dominoes, card games, puzzles and board games to use and improve memory

skills• Due to COVID-19 prevention measures, we limited outside contacts and activities this year

351

CITY OF MIDLOTHIAN 511 - SENIOR CITIZEN CENTERSPECIAL REVENUE FUNDS


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Full-Time PersonnelSenior Citizen Center Director 1 1 1 1 1Building Services Worker 0 1 1 1 1Kitchen Manager 0 0 1 1 1Senior Citizen's Coordinator 1 1 1 0 0Part-Time Personnel 0.5 1 1 4 4TOTAL 2.5 4.0 5.0 7.0 7.0


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Dishwashers/Kitchen Helpers 3 2 1 4 4 Activities 7 7 7 4 7 Janitorial - - - - - Work Days - Group 1 1 1 1 1 Students / Community Service 15 15 - 15 15 Events 20 20 1 20 20 Maintenance/Repairs 1 1 - - - Board of Directors 9 9 9 9 9


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Avg Weekly/ Monthly Field Trips 35 35 10 10 10 Avg Daily Meals served- Sr Cit Center 11,756 14,366 8,200 6,000 15,000 Avg Attendance for Daily Activities 49 63 75 53 68 Membership 206 287 205 200 300

PERSONNEL SCHEDULE


PERSONNEL SCHEDULE(VOLUNTEERS)

352

CITY OF MIDLOTHIAN 615 - ECONOMIC DEVELOPMENTSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 7,502,209 $ 9,323,359 $ 9,327,759 9,466,596$

5100 TAXES5132 Sales Tax 3,077,488$ 2,750,000$ 3,416,425$ 3,000,000$ 9%

3,077,488$ 2,750,000$ 3,416,425$ 3,000,000$ 9%

5600 OTHER REVENUES5610 Interest 71,223$ 24,357$ 11,656$ 15,000$ -38%5620 Misc Revenue -$ 1,250$ 20,075$ 1,250$ 5629 Proceeds From Sale of Asset 6,245,146$ -$ -$ -$ 0%5649 Gain on Sale of Asset -$ -$ 359,092$ -$ 0%

6,316,369$ 25,607$ 390,823$ 16,250$ -37%

5700 TRANSFERS FROM OTHER FUNDS5735 Transfer From Project Funds -$ -$ 442,374$ -$ 0%

-$ -$ 442,374$ -$ 0%

9,393,857$ 2,775,607$ 4,249,622$ 3,016,250$ 9%

100 PERSONNEL SERVICES110 Salaries & Wages 211,871$ 220,984$ 221,545$ 321,054 45%111 Performance Incentive 35,500$ 40,000$ 35,500$ 40,000$ 0%112 Longevity 336$ 480$ 432$ 528$ 10%114 Certification Pay 1,438$ 1,500$ 1,500$ 1,500$ 0%118 Allowance 7,475$ 7,800$ 7,800$ 10,500$ 35%141 SS/Medicare 18,345$ 20,112$ 16,197$ 21,778$ 8%142 Group Health & Life Insurance 32,204$ 35,370$ 33,919$ 58,711$ 66%143 Workers' Compensation 290$ 612$ 377$ 643$ 5%145 Unemployment Compensation 88$ 576$ 56$ 540$ -6%146 TMRS 40,693$ 46,407$ 40,461$ 50,997$ 10%

348,240$ 373,841$ 357,787$ 506,251$ 35%

200 CONTRACTUAL SERVICES203 Lease 10,800$ 10,800$ 10,800$ 60,000$ 456%210 Outside Services 252,514$ 7,500$ 10,383$ 12,000$ 60%225 Contract Labor 5,240$ 20,000$ 1,200$ 11,500$ -43%234 Audit Fees 7,000$ 7,000$ 7,000$ 7,000$ 0%235 Legal Fees -$ 36,000$ 46,897$ 50,000$ 39%239 Professional Fees 89,876$ 90,000$ 26,725$ 120,000$ 33%240 Janitorial Services -$ -$ 1,800$ 4,000$ 0%255 Relocation Expense 4,800$ -$ -$ -$ 0%259 Accounting Fees 6,000$ 7,100$ 7,100$ 18,245$ 157%

376,230$ 178,400$ 111,905$ 282,745$ 58%



CURRENT REVENUES

CLASSIFICATION


FUND DETAIL

This fund was established to account for revenues and expenditures associated with Midlothian Economic Development. This entity was established to attract new business and industry; retain existing business and industry while encouraging expansion of operations; encourage development of new entrepreneurs and start-up companies; and, encourage investment

*Unaudited - information subject to change353

CITY OF MIDLOTHIAN 615 - ECONOMIC DEVELOPMENTSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

FUND DETAIL

This fund was established to account for revenues and expenditures associated with Midlothian Economic Development. This entity was established to attract new business and industry; retain existing business and industry while encouraging expansion of operations; encourage development of new entrepreneurs and start-up companies; and, encourage investment

300 SUPPLIES336 Uniforms & Clothing -$ 700$ 229$ 500$ -29%338 Minor Office Furniture 768$ 3,500$ -$ 20,000 471%345 Computer Supplies 1,335$ 3,000$ 3,420$ 6,500 117%348 Office Supplies 229$ 500$ 116$ 500 0%

2,332$ 7,700$ 3,765$ 27,500$ 257%

700 OTHER OPERATING COSTS709 Equipment Rentals 3,893$ 3,000$ 2,658$ 3,000$ 0%720 Dues & Subscriptions 9,270$ 7,500$ 6,492$ 12,000$ 60%721 Mileage Reimbursement 93$ 650$ 135$ 1,000$ 54%722 Travel Expenses 16,630$ 40,000$ 6,859$ 40,000$ 0%726 General Insurance 1,288$ 1,500$ 1,415$ 1,500$ 0%729 Conferences & Training 1,670$ 11,000$ 289$ 15,000$ 36%730 Miscellaneous 1,050$ 2,000$ 992$ 2,000$ 0%736 Postage 110$ 500$ 190$ 500$ 0%737 Printing 325$ 2,500$ 1,260$ 1,000$ -60%742 Business Park Expenses 87,495$ 83,000$ 50,612$ 80,000$ -4%743 Board Expenses 671$ 2,500$ 1,572$ 2,500$ 0%749 Telephone 3,545$ 5,500$ 3,832$ 2,800$ -49%761 Other Property Expenses 480$ 600$ 240$ 600$ 0%767 Promotional Activity 24,012$ 80,000$ 43,272$ 70,000$ -13%787 Recruitment Expense 1,875$ 5,000$ 434$ 5,000$ 0%

152,407$ 245,250$ 120,252$ 236,900$ -3%

500 DEBT SERVICE515 Debt Payment- Principal 3,318,358$ 502,500$ 2,423,502$ -$ -100%516 Arbitrage -$ 3,200$ -$ -$ -100%520 Debt Payment- Interest 248,167$ 143,000$ 91,182$ -$ -100%

3,566,525$ 648,700$ 2,514,684$ -$

900 SPECIAL PROJECTS932 Incentives 3,122,573$ 875,000$ 600,000$ 1,350,000$ 54%942 Contingency -$ 10,000$ -$ 50,000$ 400%

3,122,573$ 885,000$ 600,000$ 1,400,000$ 58%

7,568,307$ 2,338,891$ 3,708,393$ 2,453,396$ 5%

1,825,550$ 436,716$ 541,229$ 562,854$ 29%

9,327,759$ 9,760,075$ 9,868,988$ 10,029,450$ 3%


ENDING FUND BALANCE



CITY OF MIDLOTHIAN 615 – MED (TYPE A) SPECIAL REVENUE FUNDS

BOARD OF DIRECTORS

President / CEO

AdministrativeAssistant

Project Manager

MISSION STATEMENT: Midlothian Economic Development promotes business growth in Midlothian to increase wealth for our city, our businesses and our citizens. DEPARTMENT AT A GLANCE: Midlothian Economic Development is a nonprofit industrial development corporation. Under the Development Corporation Act of the Texas Local Government Code, it is a Type A corporation with Articles of Incorporation originally filed in February 1999. Funding for the corporation comes from the allocation of 1/2 of 1% of sales tax collected in the City of Midlothian for economic development purposes. These funds are expended for daily operations and to promote and encourage investment in the community, as allowed by the statues of the State of Texas. KEY GOALS & OBJECTIVES: 1. Promote Midlothian's RailPort Business Park and other available properties as viable locations for

primary employers. 2. Develop relationships with existing industry in Midlothian for retention of business, supporting their

growth plans and assisting with their demands for an educated workforce. 3. Raise awareness of Midlothian with industrial brokers in the DFW Metroplex and site location

consultants across the United States. 4. Promote Midlothian with retail developers and brokers who can influence projects for Midlothian. 5. Encourage growth of entrepreneurial ventures in Midlothian and begin implementing a framework

of support and assistance. LONG TERM PLANS: Tell our targeted audiences about Midlothian and the value of doing business here. Support improvement of education at all levels to ensure a properly educated workforce that

supports business growth and opportunities for our citizens.

355

CITY OF MIDLOTHIAN 625 - MID COMMUNITY DEV CORP (TYPE B)SPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 5,462,459 $ 7,224,769 $ 7,224,769 7,281,530$

5100 TAXES5132 Sales Tax 3,077,488$ 2,750,000$ 3,416,425$ 3,000,000$ 9%

3,077,488$ 2,750,000$ 3,416,425$ 3,000,000$ 9%

5600 OTHER REVENUES5610 Interest 50,847$ 65,000$ 5,436$ 5,000$ -92%5620 Miscellaneous Revenue -$ -$ 60,545$ -$ 0%

50,847$ 65,000$ 65,981$ 5,000$ -92%

3,128,335$ 2,815,000$ 3,482,406$ 3,005,000$ 7%

200 CONTRACTUAL SERVICES234 Audit Fees 7,000$ 7,000$ 7,000$ 7,000$ 0%239 Professional Fees 2,775$ 3,000$ 4,162$ 7,000$ 133%259 Accounting Fees 6,000$ 7,100$ 7,000$ 81,000$ 1041%

15,775$ 17,100$ 18,162$ 95,000$ 456%

300 SUPPLIES348 Office Supplies 608$ 350$ 1,501$ 2,400$ 586%

608$ 350$ 1,501$ 2,400$ 586%

500 DEBT SERVICE & CAPITAL LEASES516 Arbitrage Calculation 1,605$ 3,200$ -$ 3,200$ 0%

1,605$ 3,200$ -$ 3,200$ 0%

700 OTHER OPERATING COSTS712 Agent Fees -$ 950$ -$ 950$ 0%729 Conferences & Training -$ 1,400$ 525$ 1,400$ 0%730 Miscellaneous 138$ 500$ 300$ 1,200$ 140%736 Postage 54$ 50$ 4$ 50$ 0%

192$ 2,900$ 829$ 3,600$ 24%

800 TRANSFERS TO OTHER FUNDS811 Tnsf to General Fund -$ -$ -$ 158,394$ 0%832 Tnsf to MCDC Debt Svc Fund * 728,838$ 696,038$ 1,461,940$ 670,388$ -4%

728,838$ 696,038$ 1,461,940$ 828,782$ 19%

CLASSIFICATION

FUND DETAIL




CURRENT REVENUES

This fund was established in 1999 to account for revenues and expenditures associated with the Midlothian Community Development Corporation (Type B). This corporation uses revenues generated from a 1/2 cent sales tax to promote community development activities as authorized by section 4B of the Development Corporation Act of 1979.


CITY OF MIDLOTHIAN 625 - MID COMMUNITY DEV CORP (TYPE B)SPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

FUND DETAIL

This fund was established in 1999 to account for revenues and expenditures associated with the Midlothian Community Development Corporation (Type B). This corporation uses revenues generated from a 1/2 cent sales tax to promote community development activities as authorized by section 4B of the Development Corporation Act of 1979.

900 SPECIAL PROJECTS924 Contribution - Sr. Citizen Center 60,000$ 60,000$ 60,000$ 102,000$ 70%927 Contribution - General Debt Service 50,000$ -$ -$ -$ 0%932 Incentives -$ 600,000$ 600,000$ 225,000$ -63%955 Special Projects 509,007$ 1,435,412$ 1,349,289$ 1,745,018$ 22%

619,007$ 2,095,412$ 2,009,289$ 2,072,018$ -1%

1,366,025$ 2,815,000$ 3,491,721$ 3,005,000$ 7%

1,762,310$ -$ (9,315)$ -$ 0%


TOTAL CURRENT EXPENDITURESREVENUES OVER / (UNDER) EXPENDITURES


CITY OF MIDLOTHIAN 625 – MID. COMMUNITY DEV. CORP. (TYPE B) SPECIAL REVENUE FUNDS

MISSION STATEMENT: To provide financial support for projects meeting criteria established by the Development Corporation Act (Type B) that advance economic development efforts and promote quality of life in the City of Midlothian.

FUND AT A GLANCE: The Midlothian Community Development Corporation (MCDC – Type B) was established in 1999 and is funded by revenues derived from a voter-approved ½ cent local sales tax as authorized by Chapter 501 of the Local Government Code (Development Corporation Act). This Act allows the MCDC to fund all permissible projects that enhance the economic development and quality of life in the community. Such funds can be used for parks, roads, auditoriums, learning centers, open space improvements, athletic and exhibition facilities and other related improvements and for maintenance and operation costs of publicly owned and operated projects.

The Type B Board is comprised of seven board members, appointed by the City Council, who serve two-year terms. Five members of the appointed board members are required to be persons who are not City employees, officers of the City, or members of the City Council.


GOAL 1: Provide funding for projects meeting criteria established by the Development Corporation Act (Type B) that advance economic development efforts and promote quality of life in the City of Midlothian

OBJECTIVES: ❖ Continue to support maintenance and operational expenditures of the Senior Citizen’s Center

($102,000)❖ Support debt payments for Midlothian Community Park Phase II ($321,550)❖ Continue to provide grant funding to projects that promote economic development and quality of

life in the community ($1,824,215)

GOAL 2: Provide initial and continuing education to Board members relating to the Development Corporation Act (Type B)

OBJECTIVE: ❖ Provide training to 4B Board members on the multiple uses of 4B Sales Tax funds as needed

GOAL 3: Provide incentives and support to assist development of the new Courtyard by Marriott and attract complementary restaurant development

OBJECTIVE: ❖ Continue active marketing of the additional land space adjacent to the Courtyard by Marriott

Hotel

358

CITY OF MIDLOTHIAN 625 – MID. COMMUNITY DEV. CORP. (TYPE B) SPECIAL REVENUE FUNDS

ACCOMPLISHMENTS FY 20-21: • Continued to support maintenance and operational expenditures of the Senior Citizen’s

Center ($60,000)• Retired the debt payments for the Senior Citizen’s Center and the Conference Center

($765,902)• Continued to provide grant funding to projects that promote economic development and

quality of life in the communityo Sr. Center Grant Kitchen Manager ($60,000)o Grant Veterans’ Memorial Master Plan and Construction ($673,015)o Grant Fitness Park ($166,210)o Grant 18-hole Disc Golf Course ($40,000)o Grant Heritage Day ($36,844)o Grant Park Master Plan ($200,500)o Grant Back-To-School-Bash ($90,000)o Easter Egg Hunt ($9,999)o 4th of July Fireworks Show ($7,500)o Annual Sponsorship Veteran’s Tribute Dinner ($6,500)o KidFish ($3,000)

359

CITY OF MIDLOTHIAN 627 - CONFERENCE CENTERSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


216,823$ 132,386$ 132,386$ 104,226$

5400 CHARGES FOR SERVICE5413 Rental Fees 160,848$ 203,000$ 226,057$ 225,000$ 11%5421 Catering/Kitchen Usage Fees 22,136$ 25,200$ 21,413$ 25,200$ 0%5455 Return Checks 25$ -$ 0%

183,009$ 228,200$ 247,470$ 250,200$ 10%5600 OTHER REVENUES 0%5610 Interest 2,448$ 3,500$ 36$ 25$ -99%

2,448$ 3,500$ 36$ 25$ -99%5700 TRANSFERS FROM OTHER FUNDS 0%5711 Tnsf from General Fund 203,749$ 248,202$ 248,202$ 254,088$ 2%5742 Tnsf from Hotel Motel 20,000$ 20,000$ 20,000$ 20,000$ 0%

223,749$ 268,202$ 268,202$ 274,088$ 2%

TOTAL CURRENT REVENUES 409,206$ 499,902$ 515,708$ 524,313$ 5%

100 PERSONNEL SERVICES110 Salaries & Wages 203,980$ 212,216$ 211,942$ 220,705$ 4%112 Longevity 432$ 576$ 624$ 816$ 42%113 Part Time Wages 2,678$ 7,000$ -$ 7,000$ 0%114 Certification Pay 3,775$ 3,600$ 3,750$ 3,600$ 0%118 Allowances 900$ 900$ 938$ 900$ 0%119 Overtime Pay 1,520$ 3,937$ 1,686$ 3,937$ 0%141 SS/Medicare 16,002$ 18,019$ 16,477$ 18,694$ 4%142 Group Health & Life Insurance 23,152$ 32,904$ 24,884$ 32,956$ 0%143 Workers' Compensation 1,553$ 3,347$ 2,015$ 3,449$ 3%145 Unemployment Compensation 580$ 900$ 1,008$ 900$ 0%146 TMRS 31,233$ 32,322$ 33,042$ 35,435$ 10%

285,805$ 315,721$ 296,366$ 328,392$ 4%200 CONTRACTUAL SERVICES210 Outside Services 7,779$ 6,769$ 9,144$ 6,769$ 0%215 Contract Mowing 11,700$ 10,660$ 15,465$ 14,000$ 31%217 Software Maintenance 3,773$ 3,576$ 3,773$ 3,576$ 0%225 Contract Labor 9,838$ 12,600$ 8,870$ 12,600$ 0%240 Janitorial Services 18,080$ 17,600$ 16,966$ 18,600$ 6%244 Inspection Services 845$ 1,555$ 2,159$ 1,555$ 0%

52,015$ 52,760$ 56,377$ 57,100$ 8%

EXPENDITURES

REVENUES

CLASSIFICATION

DEPARTMENT DETAIL


This fund was established in 2003 to account for revenues and expenditures associated with the Midlothian Conference Center.



ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

This fund was established in 2003 to account for revenues and expenditures associated with the Midlothian Conference Center.

300 SUPPLIES318 Janitorial Supplies 2,258$ 4,200$ 2,355$ 4,200$ 0%320 Catering Supplies 1,314$ 3,000$ 993$ 3,000$ 0%335 Minor Tools & Minor Equip 4,136$ 4,000$ 2,279$ 4,000$ 0%336 Uniforms & Clothing 161$ 750$ 816$ 750$ 0%342 Materials & Supplies 1,491$ 2,000$ 1,007$ 2,000$ 0%348 Office Supplies 429$ 1,000$ 826$ 1,000$ 0%

9,789$ 14,950$ 8,276$ 14,950$ 0%600 CAPITAL OUTLAY634 Equipment* 55,599$ 38,483$ 37,331$ 30,234$ -21%

55,599$ 38,483$ 37,331$ 30,234$ -21%700 OTHER OPERATING COSTS713 Equipment Maintenance 3,538$ 2,500$ 1,089$ 2,500$ 0%716 Advertising & Legal Notices 9,655$ 18,696$ 8,624$ 18,696$ 0%720 Dues & Subscriptions 403$ 1,265$ 1,521$ 1,265$ 0%721 Mileage Reimbursement 34$ 150$ -$ 150$ 0%726 General Insurance 12,507$ 12,500$ 16,839$ 16,000$ 28%729 Conferences & Training 691$ 1,200$ -$ 1,200$ 0%730 Miscellaneous 3,551$ 5,000$ 5,449$ 5,000$ 0%736 Postage 410$ 410$ 424$ 410$ 0%737 Printing 393$ 1,000$ -$ 1,000$ 0%751 Utilities - Electric 19,283$ 25,000$ 27,748$ 25,000$ 0%752 Utilities - Gas 2,064$ 3,000$ 3,086$ 3,000$ 0%755 Facility Maintenance 15,571$ 18,500$ 15,895$ 18,500$ 0%765 Utilities - Water 3,665$ 5,000$ 3,665$ 5,000$ 0%772 Credit Card Provider Fees 3,150$ 3,150$ 2,624$ 3,150$ 0%774 Property Maintenance 923$ 3,000$ 969$ 3,000$ 0%784 Linen Service 14,597$ 16,100$ 17,707$ 20,000$ 24%

90,435$ 116,471$ 105,640$ 123,871$ 6%900 SPECIAL PROJECTS960 COVID Expense -$ -$ 842$ -$ 0%

-$ -$ 842$ -$ 0%

493,643$ 538,385$ 504,832$ 554,547$ 3%

(84,437)$ (38,483)$ 10,876$ (30,234)$ 0%

132,386$ 93,903$ 143,262$ 73,992$ -61%


REVENUES OVER / (UNDER) EXPENDITURES

ENDING FUND BALANCE


CITY OF MIDLOTHIAN 627 - CONFERENCE CENTER SPECIAL REVENUE FUNDS

MISSION STATEMENT: To provide a full-service conference and event facility suitable for hosting small to mid-size conferences and a wide variety of public and private events that contribute to the social, cultural and economic vitality of the City.

DEPARTMENT AT A GLANCE: The Midlothian Conference Center became operational in January 2003. Funding for the Center is derived from rental and catering fees and transfers from the General Fund, MCDC (4B), and Hotel/Motel Fund.

The Conference Center is designed to accommodate the needs of a diverse clientele. Its flexible design is suitable for hosting business meetings, exhibits, conventions, banquets, weddings, cultural events, training sessions and stage presentations.

The Conference Center partners with several preferred service providers (e.g. wedding planners, florists, caterers, bands and photographers) to provide clients with all the resources needed to ensure a successful event. As well as, neighboring hotel, Courtyard by Marriott, to market for multi-day events to fill both conference center space and hotel rooms.

FY 2021-2022 BUDGET HIGHLIGHTS: ➢ HVAC replace ($30,234)

KEY GOALS & OBJECTIVES: GOAL 1 Provide continued exceptional customer service, quality events, and flawless execution. OBJECTIVES: ❖ Provide detailed information, floor plans, and options to clients up front to avoid confusion and

dissatisfaction. As well as, keeping an open line of communication with clients from date ofcontract until the event date.

❖ Divide duties between Event Marketing Assistant, Event Coordinator, and Director to betterserve clients and ensure all needs are met, as well as, to better meet community needs.

❖ Continue to communicate with staff about expectations, changes, and details to ensure excellentexecution.

❖ Provide innovative ideas and suggestions to clients to provide the best experience.❖ Send follow-up survey to customers to allow us to learn where we can improve. Continue to

track data and adapt to feedback.

Conference Center Director

Conference Center

Coordinator

Event Marketing Assistant

Building Services Technician

362


GOAL 2 Steadily increase the Conference Center’s revenues with an annual goal of $305,000. OBJECTIVES: ❖ Fill the void on Sundays with multi-day conferences, weddings, and tradeshow business. ❖ Increase business from repeat customers such as Oncor, Primerica, Gerdau, and various

school districts. ❖ Control event costs by minimizing overhead and adding efficient procedures. ❖ Review and update the Conference Center rate structure to stay competitive in the marketplace. ❖ Continue to work with Courtyard Marriott to bring in multi-day meetings with overnight stays

and catering. Including joint sales calls, joint email marketing, and joint sales campaigns to book both facilities.

GOAL 3 Continue to implement Midlothian Conference Center 2017 Marketing Plan. OBJECTIVES: ❖ Tailor marketing strategies to meet the four defined marketing goals: grow weekday

business, determine ROI of marketing efforts, manageable marketing practices, mitigate lost revenue (Stonegate).

❖ Completed 16 of 31 marketing tactics that are defined in the 2017 Marketing Plan, continue to invest time into those tactics and achieve approximately seven more tactics.

❖ Implement SEO, blog posts, and inbound links to further our ranking on Google and other search engines.

❖ Track progress, viability, and success of the MCC 2017 Marketing Plan and continually adapt to changes in market.

GOAL 4 Introduce the Midlothian Conference Center, City of Midlothian, and Courtyard hotel to state and regional tourism markets. OBJECTIVES: ❖ Join and participate in the TSAE, MPI, and IAVM, as well as, partner with the Marriott

Courtyard to co-market the complex. ❖ Continue involvement in the Texas Association of Venues and Facilities to reap the

referral and networking benefits and best practices among centers. ❖ Seek out niche markets, such as social, military, educational, religious, and fraternal

groups and associations to create relationships and match our amenities with their needs. GOAL 5 Ensure the Conference Center equipment, facility and premises are well-maintained to preserve their values as a City asset. OBJECTIVES: ❖ Ensure that all newly acquired equipment is well maintained and properly secured. ❖ Create and implement a maintenance plan on equipment and facility areas that are now 16 years

old. ❖ Continue with an outside cleaning company for thorough weekly cleaning every Sunday. ❖ Use the electronic sign to promote the MCC.

363


GOAL 6 Provide ongoing staff development, training, and coaching. OBJECTIVES: ❖ Communicate with staff to understand their needs, provide guidance, and set

expectations.❖ Continue to support their goals and further promote a team environment.❖ Seek out conferences and training that will aid staff in education opportunities and

provide beneficial knowledge for the overall advance of the conference center.


Facility/Property Upgrades and Enhancements ❖ Grease traps emptied❖ Kitchen drains snaked and cleaned❖ Bi-annual deep carpet cleaning❖ Bi-annual refinishing concrete floors❖ Updated gallery, lobby, and upper lounge furniture❖ Updated office security❖ Installed two new 30 ton HVAC unit❖ Indoor & outdoor light repairs❖ Identified auction items❖ Freezer repair

Special Events Hosted ❖ Annual Daddy-Daughter-Dinner Dance❖ Various City, Chamber, and Economic Development Events

Revenue & Bookings ❖ Final revenue for FY 2020-2021: $515,708❖ 390 total bookings for FY 2020-2021❖ 29,799 in total attendance of events❖ 1,846 total event hours❖ Rush Creek Church began January 2021 ranging between $7,500 - $10,000 per month

Marketing, Advertising and Business Development ❖ Texas Society of Association Executives: ad in directory, online business directory,

and buyers guide❖ MCC & Courtyard hotel joint sales calls and bookings❖ Targeted SEO campaigns towards various groups and sectors❖ Increased guest post & inbound links to website❖ Joined International Association of Venue Managers❖ NOW Magazine advertisements

* * * * *

364



2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

Conference Center Director 1 1 1 1 1Conference Center Coordinator 1 1 1 1 1Event Marketing Assistant 0 1 1 1 1Building Services Technician 1 1 1 1 1Conference Center Event Worker 0.5 0.5 0.5 0.5 0.5TOTAL 3.50 4.50 4.50 4.50 4.50


2018-2019ACTUAL

2019-2020ACTUAL

2020-2021ACTUAL

2021-2022PROJECTED

DEMANDWeddings / Receptions 33 33 8 24 25Trade Shows/Exhibitions 5 3 3 1 1Conventions/Conferences 45 54 15 6 10City / County Usage 172 135 93 105 115Corporate Business/Meetings 213 216 106 102 125Miscellaneous Private Parties 90 99 72 92 125Church/Religious Event 93 59 46 60 75PRODUCTIVITYEvent Hours 3,193 2,658 1,813 1,846 2,400 EFFECTIVENESSRental / Catering Revenue 404,780$ 342,939$ 183,408$ 247,470$ 250,200$ Total Events Held 651 599 343 390 476

PERSONNEL SCHEDULE


365

CITY OF MIDLOTHIAN 965 - MDA (TIRZ) PLEDGED REVENUESPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 29,344,824 $ 32,776,859 $ 32,776,859 40,375,889$

5600 OTHER REVENUES5610 Interest 349,381$ 132,000$ 96,661$ 25,000$ -81%5626 BNSF 34,126$ 34,126$ 34,126$ 34,126$ 0%

383,507$ 166,126$ 130,787$ 59,126$ -64%5800 SPECIAL REVENUE5825 Tax Increment 9,557,826$ 13,966,057$ 13,579,190$ 11,398,546$ -18%

9,557,826$ 13,966,057$ 13,579,190$ 11,398,546$ -18%

9,941,333$ 14,132,183$ 13,709,977$ 11,457,672$ -19%

200 CONTRACTUAL SERVICES234 Audit Fees 7,500$ 7,500$ 7,500$ 7,500$ 0%235 Legal Fees 8,275$ 50,000$ 2,750$ 50,000$ 0%239 Professional Fees 27,436$ 20,000$ -$ 20,000$ 0%

43,211$ 77,500$ 10,250$ 77,500$ 0%300 SUPPLIES342 Materials & Supplies -$ 200$ -$ 200$ 0%

-$ 200$ -$ 200$ 0%500 DEBT SERVICE516 Arbitrage -$ 3,000$ 3,200$ 3,200$ 7%

-$ 3,000$ 3,200$ 3,200$ 7%700 OTHER OPERATING COSTS701 Contractual M&O 548,949$ 565,215$ 545,275$ 480,000$ -15%712 Agent Fees 9,877$ 11,400$ 9,577$ 11,400$ 0%728 Maintenance & Operation 74,599$ 150,000$ 8,934$ 150,000$ 0%730 Miscellaneous 424$ 1,000$ 616$ 1,000$ 0%749 Telephone 1,368$ 1,380$ 1,368$ 1,380$ 0%

635,217$ 728,995$ 565,770$ 643,780$ -12%800 TRANSFERS TO OTHER FUNDS813 Transfer to Debt Service 4,245,902$ 4,318,562$ 384,280$ 4,230,037$ -2%862 Transfer to Construction Fund 807,127$ 40,916,660$ 110,157$ 45,999,995$ 12%

5,053,029$ 45,235,222$ 494,437$ 50,230,032$ 11%900 SPECIAL PROJECTS931 Contribution - Utility Fund 777,841$ 779,832$ 779,832$ 778,849$ 0%

777,841$ 779,832$ 779,832$ 778,849$ 0%

6,509,298$ 46,824,749$ 1,853,489$ 51,733,561$ 10%

3,432,035$ (32,692,566)$ 11,856,488$ (40,275,889)$ 23%

32,776,859$ 84,293$ 44,633,347$ 100,000$ 19%

REVENUES OVER / (UNDER) EXPENDITURES

FUND DETAIL

ENDING FUND BALANCE




CURRENT REVENUES

CLASSIFICATION


This fund was established in 1998 to account for ad valorem taxes received from entities located in the Tax Increment Reinvestment Zone and used to develop or redevelop properties located in same.


CITY OF MIDLOTHIAN 965 – MDA (TIRZ) SPECIAL REVENUE FUNDS

FUND AT A GLANCE: Fund 965-MDA (TIRZ) was established in 1998 to account for ad valorem taxes received from entities located in the Tax Increment Reinvestment Zone. What is the Midlothian Development Authority (MDA)?

The Midlothian Development Authority (MDA) is a nine-member board established by ordinance on October 28, 1998 charged with implementing and managing The Project and Financing Plan, as authorized by the taxing units, designed to develop or redevelop properties located within the Tax Increment Reinvestment Zone (TIRZ). What is a Tax Increment Reinvestment Zone (TIRZ)?

A Tax Investment Reinvestment Zone (TIRZ) is a contiguous geographical area located within the corporate City limits designed to promote economic development or redevelopment. Ad valorem taxes paid by entities located in the TIRZ are reinvested to fund public improvements needed to support businesses in the TIRZ. Public improvements include installing, rehabilitating or upgrading streets, water and wastewater lines, drainage systems, and rail lines. Who are the TIRZ Partners?

The TIRZ is a public/private economic development partnership between the City of Midlothian, Midlothian ISD, Ellis County and Texas Industries Incorporated (now Martin Marietta). Each taxing entity has agreed to financially participate with the City, through separate interlocal agreements. What economic benefits do the City of Midlothian, Midlothian ISD and Ellis County realize from

their participation in the TIRZ?

Through their participation in the TIRZ, taxing units realize benefits in the form of: • New Jobs Creation • New Homes Development • New Commercial & Retail Business Development • Additional Sales Tax Revenue • Increased Assessed Value • Diversification of the Tax Base

367

CITY OF MIDLOTHIAN 965 – MDA (TIRZ) SPECIAL REVENUE FUNDS

What businesses are currently located within the TIRZ?

• Google• Target Distribution Center• Quick N Tasty, Inc.• Luminant Energy• Buckley Oil• Applied LNG• Western Power Sports• Malouf

What projects have been funded with TIRZ monies that are outside of RailPort proper?

Pierce Ladder Truck/Fire Dept. $1,200,000 Water Line and Force Main 1,654,740 Wastewater Treatment Plant #1 Expansion (2.0 mgd) 5,588,649 Auxiliary Power for City Water Treatment Plant 440,948 Purchase of Raw Water (6.0 mgd) from TRWD 2,046,069 Water Treatment Plant #2 and Pump Station 3,524,818 US 287 Bypass Utility Relocation 2,663,588 US 287 Bypass Frontage Roads 4,118,258 US 67 Grade Separation 10,224,240 FM 663 Bridge Widening @ US 287 Bypass 5,493,853 ½ of Debt Service for WTP #2 12,505,000 TOTAL $49,460,163

* * * * *

368


Non-Appropriated

110 - City Beautification 235 - Capital Recovery (Impact Fees) 404 - Capital Reserve 419 - Ellis County Radio Network 425 - Police Seizure 426 - Police In-Service Training 427 - Municipal Court 605 - Hotel/Motel

369

CITY OF MIDLOTHIAN NON-APPROPRIATED FUNDSSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 14,509,967 $ 16,053,280 $ 16,036,948 $ 16,971,743 6%

5100 Taxes 3,319,364$ 540,938$ 4,810,064$ 490,938$ -9%5200 Licenses & Permits -$ -$ -$ -$ 0%5300 Intergovernmental 90,655$ 242,740$ 398,888$ 450,921$ 86%5500 Fines & Forfeits 66,075$ 47,750$ 57,571$ 37,000$ -23%5600 Other Revenues 719,039$ 6,454$ 800,356$ 5,000$ -23%5700 Transfers From Other Funds 1,222,110$ 1,263,927$ 1,270,688$ 1,350,578$ 7%5800 Special Revenue 13,123$ 10,000$ 12,714$ 10,000$ 0%


100 Personnel Services -$ 158,337$ 86,588$ 160,779$ 0$ 200 Contractual Services 9,610$ 72,400$ 158,440$ 92,076$ 0$ 300 Supplies 85,390$ 5,450$ 10,470$ 600$ (1)$ 600 Capital Outlay 1,450,569$ 758,048$ 4,102,364$ 1,510,844$ 99%700 Other Operating Costs 74,266$ 80,252$ 241,796$ 366,954$ 357%800 Transfers To Other Funds 2,251,661$ 843,700$ 843,711$ 550,889$ -35%900 Special Projects 24,017$ 474,171$ 1,009,943$ 669,776$ 41%


-$ -$ -$ -$ 0%



NON-APPROPRIATED FUNDS SUMMARY BY CLASSIFICATION

CURRENT REVENUES

CLASSIFICATION


OTHER SOURCES & USES

Non-Appropriated Special Revenues are not required to be approved by the City Council for specific uses. Funds included within this summary include Capital Recovery, Capital Reserve, Police Seizure, Police In-Service Training, Restoration and Hotel Motel.

* Unaudited Data - Information is Subject to Change370

CITY OF MIDLOTHIAN NON-APPROPRIATED FUNDSSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 14,509,967 $ 16,053,280 $ 16,036,948 $ 16,971,743 6%

5100 Taxes 3,319,364$ 540,938$ 4,810,064$ 490,938$ -9%5200 Licenses & Permits -$ -$ -$ -$ 0%5300 Intergovernmental 90,655$ 242,740$ 398,888$ 450,921$ 86%5500 Fines & Forfeits 66,075$ 47,750$ 57,571$ 37,000$ -23%5600 Other Revenues 719,039$ 6,454$ 800,356$ 5,000$ -23%5700 Transfers From Other Funds 1,222,110$ 1,263,927$ 1,270,688$ 1,350,578$ 7%5800 Special Revenue 13,123$ 10,000$ 12,714$ 10,000$ 0%


110 City Beautification Fund 1,708$ 74,280$ 4,000$ 78,922$ 6%235 Capital Recovery Fund 2,480,622$ 807,700$ 4,916,265$ 514,889$ -36%404 Capital Reserve Fund 958,849$ 415,000$ 222,900$ 943,000$ 127%419 Ellis County Radio Network -$ 319,939$ 262,711$ 415,040$ 30%425 Police Forfeiture Fund 63,370$ 197,226$ 26,335$ 338,572$ 72%426 Police In-Service Training Fund 28,593$ 186,048$ 32,863$ 467,844$ 151%427 Municipal Court Fund 24,434$ 218,665$ 26,540$ 268,282$ 23%505 Restoration Fund -$ -$ -$ -$ 0%550 Grant Fund 215,467$ -$ 796,642$ -$ 0%605 Hotel Motel Fund 122,470$ 173,500$ 165,056$ 325,369$ 88%




NON-APPROPRIATED FUNDS SUMMARY BY FUND

CURRENT REVENUES

CLASSIFICATION


Non-Appropriated Special Revenues are not required to be approved by the City Council for specific uses. Funds included within this summary include Capital Recovery, Capital Reserve, Police Seizure, Police In-Service Training, Restoration and Hotel Motel.


CITY OF MIDLOTHIAN 110 - CITY BEAUTIFICATION FUNDSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021

ADOPTED2021-2022


$ 55,908 $ 63,780 $ 63,780 $ 68,422 7%

5600 OTHER REVENUES5610 Interest 535$ 500$ (73)$ 500$ 0%

535$ 500$ (73)$ 500$ 0%5800 SPECIAL REVENUE5827 Kiosk 9,045$ 10,000$ 8,715$ 10,000$ 0%

9,045$ 10,000$ 8,715$ 10,000$ 0%

TOTAL CURRENT REVENUES 9,580$ 10,500$ 8,642$ 10,500$ 0%

900 SPECIAL PROJECTS600-955 Special Projects 1,708$ 74,280$ 4,000$ 78,922$ 6%

1,708$ 74,280$ 4,000$ 78,922$ 6%

TOTAL CURRENT EXPENDITURES 1,708$ 74,280$ 4,000$ 78,922$ 6%

7,872$ (63,780)$ 4,642$ (68,422)$

63,780$ -$ 68,422$ -$ 0%


ENDING FUND BALANCE


FUND DETAIL

CURRENT REVENUES

CLASSIFICATION

Revenues Over/(Under) Expenditures

The City Beautification Fund is used to account for monies collected from drilling mitigation permits and administrative fees collected from the rental of kiosk signs located throughout the City. Revenues in this fund are used to finance expenditures on City beautification projects.


CITY OF MIDLOTHIAN 235 - CAPITAL RECOVERYSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 12,414,829 $ 13,425,408 $ 13,416,948 $ 13,150,680 -2%

5100 TAXES5190 Impact Fees - Water 386,800$ 75,000$ 896,800$ 75,000$ 0%5191 Impact Fees - Sewer 1,304,400$ 175,000$ 1,900,200$ 175,000$ 0%5192 Roadway Impact Fees Area 1 -$ 5,000$ -$ 5,000$ 0%5193 Roadway Impact Fees Area 2 339,929$ 23,438$ 285,818$ 23,438$ 0%5194 Roadway Impact Fees Area 3 295,494$ 15,625$ 807,679$ 15,625$ 0%5195 Roadway Impact Fees Area 4 8,172$ 15,625$ 8,845$ 15,625$ 0%5197 Roadway Impact Fees Area 6 821,078$ 15,625$ 725,907$ 15,625$ 0%5198 Roadway Impact Fees Area 7 7,498$ 15,625$ 10,815$ 15,625$ 0%

3,163,371$ 340,938$ 4,636,064$ 340,938$ 0%5600 OTHER REVENUES5610 Interest 131,837$ 4,500$ 13,933$ 4,500$ 0%5669 Capital Contribution -$ -$ -$ -$ 0%

131,837$ 4,500$ 13,933$ 4,500$ 0%5700 TRANSFERS5715 TNSF Fr Gen Capital Project 187,533$ -$ -$ -$ 0%

187,533$ -$ -$ -$ 0%

TOTAL CURRENT REVENUES 3,482,741$ 345,438$ 4,649,997$ 345,438$ 0%

200 CONTRACTUAL SERVICES600-239 Professional Fees 9,450$ -$ 69,105$ -$ 0%

9,450$ -$ 69,105$ -$ 0%600 CAPITAL OUTLAY

600-665 Developer Agreement-Sewer Impact 127,641$ -$ 877,596$ -$ 0%600-667 Developer Agreement-Water Impact -$ -$ 296,153$ -$ 0%600-668 Developer Agreement-Roadway Impact 131,153$ -$ 1,891,466$ -$ 0%

258,794$ -$ 3,065,215$ -$ 0%



FUND DETAIL

CURRENT REVENUES

CLASSIFICATION

The Capital Recovery Fund (Impact Fees) was established to generate revenue for funding the costs of new and expanded capitalimprovements to water, sanitary sewer and roadway facilities necessitated by and attributable to new development.Revenues for this fund are derived from capital recovery fees, contributions in aid of construction, and interest. Expenditures from this fund are required to meet specific criteria established by Texas Local Government Code, Chapter 395 and may include land acquisition costs, facility construction costs, engineering and consulting fees related to updating the Capital Improvement Plan, surveying and engineering fees, and principal and interest on bonds related to permitted projects.The collection and use of impact fees is governed by Texas Local Government Code, Chapter 395.011. The establishment of thisfund was authorized by the City Council on March 18, 1999 by Ordinance 99-12, Section 1.11 as amended. Collections for this fund began in July 2000.


CITY OF MIDLOTHIAN 235 - CAPITAL RECOVERYSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


FUND DETAIL

CLASSIFICATION

The Capital Recovery Fund (Impact Fees) was established to generate revenue for funding the costs of new and expanded capitalimprovements to water, sanitary sewer and roadway facilities necessitated by and attributable to new development.Revenues for this fund are derived from capital recovery fees, contributions in aid of construction, and interest. Expenditures from this fund are required to meet specific criteria established by Texas Local Government Code, Chapter 395 and may include land acquisition costs, facility construction costs, engineering and consulting fees related to updating the Capital Improvement Plan, surveying and engineering fees, and principal and interest on bonds related to permitted projects.The collection and use of impact fees is governed by Texas Local Government Code, Chapter 395.011. The establishment of thisfund was authorized by the City Council on March 18, 1999 by Ordinance 99-12, Section 1.11 as amended. Collections for this fund began in July 2000.

800 TRANSFERS TO OTHER FUNDS600-810 Tnsf to Utility Fund (205) 1,407,006$ -$ -$ -$ 0%600-811 Tnsf to General Fund (105) -$ -$ -$ -$ 0%600-828 Tnsf to Utility Debt Svc (215) 805,372$ 807,700$ 807,700$ 514,889$ -36%600-833 Tnsf to General Capital Projects Fund -$ -$ -$ -$ 0%

2,212,378$ 807,700$ 807,700$ 514,889$ -36%900 SPECIAL PROJECTS

600-928 Contribution to General Fund -$ -$ 974,245$ -$ 0%-$ -$ 974,245$ -$

TOTAL CURRENT EXPENDITURES 2,480,622$ 807,700$ 4,916,265$ 514,889$ -36%

1,002,119$ (462,262)$ (266,268)$ (169,451)$




CITY OF MIDLOTHIAN 404 - CAPITAL RESERVE FUNDSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 1,376,289 $ 1,462,264 $ 1,462,264 $ 2,426,672 66%

5600 OTHER REVENUES5610 Interest 15,747$ -$ 580$ -$ 0%

15,747$ -$ 580$ -$ 0%

5700 TRANSFER FROM OTHER FUNDS5711 Tnsf from General Fund 1,029,077$ 1,186,728$ 1,186,728$ 1,144,728$ -4%5712 Tnsf from Utility Fund -$ -$ -$ -$ 0%

1,029,077$ 1,186,728$ 1,186,728$ 1,144,728$ -4%

1,044,824$ 1,186,728$ 1,187,308$ 1,144,728$ -4%

600 CAPITAL OUTLAY600-633 Vehicles 856,309$ 280,000$ 161,811$ 238,000$ -15%600-634 Equipment 102,540$ 135,000$ 61,089$ 705,000$ 422%600-640 Mapping -$ -$ -$ -$ 0%

958,849$ 415,000$ 222,900$ 943,000$ 127%700 TRANSFERS TO OTHER FUNDS600-733 Tnsf to General Capital Projects Fund -$ -$ -$ -$ 0%

-$ -$ -$ -$ 0%

958,849$ 415,000$ 222,900$ 943,000$ 127%

85,975$ 771,728$ 964,408$ 201,728$

1,462,264$ 2,233,992$ 2,426,672$ 2,628,400$ -100%ENDING FUND BALANCE





FUND DETAIL

CURRENT REVENUES

CLASSIFICATION


The Capital Reserve Fund was established in FY 1999-2000 to set aside funds to be used for future capital expenditures. This fund plays an important role in the City's multi-year financial plan as departments transfer money over a period of years to accumulate resources to make scheduled capital purchases. Revenues in this fund are derived from transfers from the General Fund and Utility Fund and interest. Expenditures from this fund include vehicles, equipment, fire apparatus, mapping projects, and other purchases that exceed $5,000.

* Unaudited Data - Information is Subject To Change

375

CITY OF MIDLOTHIAN 419 - ELLIS COUNTY RADIO NETWORKSPECIAL REVENUE FUNDS

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


-$ -$ 60,446$ 0%

5300 INTERGOVERNMENTAL5396 Radio Group Revenue 242,740$ 244,743$ 341,171$ 0%

242,740$ 244,743$ 341,171$ 0%5600 OTHER REVENUES 0%5610 Interest -$ (46)$ -$ 0%

-$ (46)$ -$ 0%5700 TRANSFERS FROM OTHER FUNDS 0%5711 Tnsf from General Fund 77,199$ 78,460$ 83,423$ 0%

77,199$ 78,460$ 83,423$ 0%

TOTAL CURRENT REVENUES 319,939$ 323,157$ 424,594$ 0%

100 PERSONNEL SERVICES110 Salaries & Wages 70,261$ 23,769$ 70,269$ 0%113 Part Time Wages 44,945$ 48,122$ 44,945$ 0%114 Certification Pay 2,400$ 350$ 2,400$ 0%118 Allowances 900$ 263$ 900$ 0%141 SS/Medicare 8,736$ 5,439$ 9,250$ 6%142 Group Health & Life Insurance 20,041$ 4,617$ 19,733$ -2%143 Workers' Compensation 339$ -$ 1,213$ 258%145 Unemployment Compensation 450$ 322$ 360$ -20%146 TMRS 10,265$ 3,706$ 11,709$ 14%

158,337$ 86,588$ 160,779$ 0%

200 CONTRACTUAL SERVICES210 Outside Services 20,796$ 11,367$ 27,276$ 31%217 Software Maintenance 27,604$ 25,029$ 38,400$ 39%219 Internet Service 24,000$ 12,945$ 26,400$ 10%

72,400$ 49,341$ 92,076$ 0%

EXPENDITURES

REVENUES

CLASSIFICATION

DEPARTMENT DETAIL


This fund was established in 2020 to account for revenues and expenditures associated with the Ellis County Radio Sytem.


CITY OF MIDLOTHIAN 419 - ELLIS COUNTY RADIO NETWORKSPECIAL REVENUE FUNDS

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


CLASSIFICATION

DEPARTMENT DETAIL

This fund was established in 2020 to account for revenues and expenditures associated with the Ellis County Radio Sytem.

300 SUPPLIES335 Minor Tools & Minor Equip 250$ 457$ 250$ 0%338 Minor Office Furniture 2,000$ 3,003$ -$ -100%342 Materials & Supplies 250$ 474$ 250$ 0%345 Computer Supplies 2,850$ -$ -$ -100%348 Office Supplies 100$ 244$ 100$ 0%

5,450$ 4,178$ 600$ 0%

600 CAPITAL OUTLAY633 Vehicles -$ 47,787$ -$ 0%635 Radio Equipment 7,000$ 4,132$ -$ -100%

7,000$ 51,919$ -$ 0%

700 OTHER OPERATING COSTS711 Fuel 625$ 684$ 625$ 0%713 Equipment Maintenance 67,367$ 67,692$ 152,200$ 126%721 Mileage Reimbursement 300$ 4$ 300$ 0%729 Conferences & Training 7,500$ 2,036$ 7,500$ 0%749 Telephone 960$ 269$ 960$ 0%

76,752$ 70,685$ 161,585$ 0%

TOTAL CURRENT EXPENDITURES 319,939$ 262,711$ 415,040$ 0%

-$ 60,446$ 9,554$ 0%

-$ 60,446$ 70,000$ 0%


ENDING FUND BALANCE


CITY OF MIDLOTHIAN 425 - POLICE FORFEITURE FUNDSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 151,861 $ 197,226 $ 197,226 $ 338,572 72%

5600 OTHER REVENUES5610 Interest -$ -$ -$ -$ 0%5620 Miscellaneous -$ -$ -$ -$ 0%5656 State Seizures -$ -$ -$ -$ 0%5657 State Forfeitures 10,615$ -$ 34$ -$ 0%5660 Federal Seizures -$ -$ -$ -$ 0%5661 Federal Forfeitures 98,120$ -$ 167,647$ -$ 0%

TOTAL CURRENT REVENUES 108,735$ -$ 167,681$ -$ 0%

200 CONTRACTUAL SERVICES600-217 Software Maintenance -$ -$ 7,500$ -$ 0%

-$ -$ 7,500$ -$ 0%

300 SUPPLIES600-335 Minor Tools/Minor Equipment 40,019$ -$ -$ -$ 0%

40,019$ -$ -$ -$ 0%

600 CAPITAL OUTLAY600-634 Equipment 23,351$ -$ 18,835$ -$ 0%

23,351$ -$ 18,835$ -$ 0%

700 OTHER OPERATING COSTS600-730 Miscellaneous -$ -$ -$ -$ 0%

-$ -$ -$ -$ 0%

900 SPECIAL PROJECTS600-955 Special Projects -$ 197,226$ -$ 338,572$ 72%

-$ 197,226$ -$ 338,572$ 72%


45,365$ (197,226)$ 141,346$ (338,572)$

197,226$ -$ 338,572$ -$ 0%


ENDING FUND BALANCE


FUND DETAIL

CURRENT REVENUES

CLASSIFICATION


The Police Seizure Fund is strictly governed by Chapter 59 of the Code of Criminal Procedure. Revenues for this fund are derived through Police Department felony seizures and forfeitures. Expenditures from this fund are at the sole discretion of the Police Chief to be used for law enforcement purposes such as salaries and overtime pay for officers, officer training, specialized investigative equipment and supplies and other items used by officers in direct law enforcement duties.

A detailed budget for expenditures is required to be submitted to the City Council; however, the City Council is not required, nor authorized, to approve the expenditures. The submitted budget must clearly list and define the categories of expenditures, but not to the extent that it would endanger the security of an investigation or


CITY OF MIDLOTHIAN 426 - POLICE IN-SERVICE TRAININGSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 142,025 $ 186,048 $ 186,048 $ 235,667 27%

5300 INTERGOVERNMENTAL5379 Firearms Training / Non-Member -$ -$ 41,000$ 0%5390 In-Service Training -$ -$ -$ -$ 0%5396 SRRG/SRT Group Revenue 60,500$ -$ 68,750$ 68,750$ 0%

60,500$ -$ 68,750$ 109,750$ 0%

5600 OTHER REVENUES5610 Interest 1,444$ -$ (211)$ -$ 0%5620 Miscellaneous Revenue 5,172$ -$ 8,443$ -$ 0%

6,616$ -$ 8,232$ -$ 0%

5700 TRANSFERS TO OTHER FUNDS5711 Transfer from General Fund 5,500$ -$ 5,500$ 122,427$ 0%

5,500$ -$ 5,500$ 122,427$ 0%

TOTAL CURRENT REVENUES 72,616$ -$ 82,482$ 232,177$ 0%

600 Administration -$ 186,048$ -$ 467,844$ 151%680 Firearms Training -$ -$ 7,809$ -$ 0%681 In-Service Training 28,593$ -$ 5,123$ -$ 0%682 SRRG/SRT Group -$ -$ 19,931$ -$ 0%


44,023$ (186,048)$ 49,619$ (235,667)$

186,048$ -$ 235,667$ -$ 0%


ENDING FUND BALANCE


FUND SUMMARY BY DEPARTMENT

CURRENT REVENUES

CLASSIFICATION


The Police In-Service Training Fund (formerly Police Academy Fund) is used to set aside funds to be used for member and non-member law enforcement agency firearms training and in-service training. This fund was expanded in FY 2008-2009 with the addition of three departments to the fund (600-Administration, 680-Firearms Training, and 681-In-Service Training). Revenues for this fund are derived from member and non-member agency contributions and interest.


CITY OF MIDLOTHIAN 427 - MUNICIPAL COURT FUNDSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 127,638 $ 170,415 $ 170,415 231,282$ 36%

5500 FINES & FORFEITS5514 Building Security 13,230$ -$ 25,874$ 10,000$ 0%5516 Court Technology 10,800$ -$ 21,122$ 10,000$ 0%5529 Child Safety / Crossing Guard 4,416$ 7,000$ 10,258$ 7,000$ 0%5532 Municipal Jury Fund 270$ -$ 528$ -$ 0%5533 Local Truancy 13,499$ -$ 26,402$ 10,000$ 0%5535 Building Security Fee 5,449$ 9,500$ 773$ -$ -100%5537 Judicial Efficiency 315$ 750$ 63$ -$ -100%5538 Juvenile Case Manager Fee 10,831$ 17,500$ 1,520$ -$ -100%5540 Court Technology Fees 7,265$ 13,000$ 1,031$ -$ -100%

66,075$ 47,750$ 87,571$ 37,000$ -23%

5600 OTHER REVENUES5610 Interest 1,136$ 500$ (164)$ -$ -100%

1,136$ 500$ (164)$ -$ -100%

TOTAL CURRENT REVENUES 67,211$ 48,250$ 87,407$ 37,000$ -23%

600 CAPITAL OUTLAY600-637 Court Technology 5,964$ -$ 2,911$ -$ 0%600-639 Judicial Efficiency 2,470$ -$ 3,621$ -$ 0%

8,434$ -$ 6,532$ -$ 0%

700 OTHER OPERATING COSTS600-757 Building Security -$ -$ 4,008$ -$ 0%

-$ -$ 4,008$ -$ 0%

800 TRANSFERS TO OTHER FUNDS600-811 Tnsf to General Fund 16,000$ 16,000$ 16,000$ 16,000$ 0%

16,000$ 16,000$ 16,000$ 16,000$ 0%

900 SPECIAL PROJECTS600-955 Special Projects -$ 202,665$ -$ 252,282$ 24%

-$ 202,665$ -$ 252,282$ 24%


42,777$ (170,415)$ 60,867$ (231,282)$ 36%

170,415$ -$ 231,282$ -$ 0%


ENDING FUND BALANCE


CURRENT REVENUES

CLASSIFICATION


FUND DETAIL

The Municipal Court Fund is used to account for the accumulation of funds to be used for court building security, court technology, judicial efficiency and child safety programs.


CITY OF MIDLOTHIAN 550 - GRANT FUNDSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 108,976 $ 381,395 $ 381,395 $ 284,633 -25%

5300 INTERGOVERNMENTAL5348 NCTTRAC Grants 6,510$ -$ 10,489$ -$ 0%5358 TCEQ Grant -$ -$ 43,208$ -$ 0%5366 SAFER Grant -$ -$ -$ -$ 0%5367 Ballistic Vest Grants 1,336$ -$ -$ -$ 0%5397 Victim's Asst Grant Revenue 22,309$ -$ 31,698$ -$ 0%

30,155$ -$ 85,395$ -$ 0%5600 OTHER REVENUES5600 Park Bench Progrm -$ -$ 1,500$ -$ 0%5606 N Central TX COG Grants -$ -$ -$ -$ 0%5608 Veterans Day Program -$ -$ -$ -$ 0%5610 Interest 867$ -$ (203)$ -$ 0%5620 Misc Revenue 994$ -$ -$ -$ 0%5635 Insurance Reimbursements 32,560$ -$ 96,215$ -$ 0%5646 Animal Shelter Revenue 1,233$ -$ 696$ -$ 0%5659 Texas Forest Service Grants 10,836$ -$ -$ -$ 0%5662 Homeland Security Grants 29,224$ -$ -$ -$ 0%5670 Contributions & Donations 377,939$ -$ 26,518$ -$ 0%5679 Non-Governmental Grants -$ -$ 485,760$ -$ 0%

453,653$ -$ 610,486$ -$ 0%5700 TNSF FROM OTHER FUNDS5711 Tnsf from General Fund -$ -$ -$ -$ 0%

-$ -$ -$ -$ 0%5800 SPECIAL REVENUE5824 LEOSE 4,078$ -$ 3,999$ -$ 0%

4,078$ -$ 3,999$ -$ 0%

TOTAL CURRENT REVENUES 487,886$ -$ 699,880$ -$ 0%

200 CONTRACTUAL SERVICES210 Outside Services 160$ -$ 17,929$ -$ 0%239 Professional Fees -$ -$ 14,565$ -$ 0%

160$ -$ 32,494$ -$ 0%



FUND DETAIL

CURRENT REVENUES

CLASSIFICATION

The Grant Fund is classified as a special revenue fund. This fund was established to account for various grants with which the City participates. Revenues in this fund may be derived from federal, state, or private grants. Expenditures from this fund must meet the contractual conditions placed on them by the grantor.


CITY OF MIDLOTHIAN 550 - GRANT FUNDSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


FUND DETAIL

CLASSIFICATION

The Grant Fund is classified as a special revenue fund. This fund was established to account for various grants with which the City participates. Revenues in this fund may be derived from federal, state, or private grants. Expenditures from this fund must meet the contractual conditions placed on them by the grantor.

300 SUPPLIES335 Minor Tools & Equipment 42,054$ -$ 226$ -$ 0%336 Uniforms & Clothing 2,152$ -$ -$ -$ 0%341 Signs, Posts, Barricades -$ -$ 5,174$ -$ 0%342 Materials & Supplies 1,165$ -$ 892$ -$ 0%

45,371$ -$ 6,292$ -$ 0%600 CAPITAL OUTLAY620 Construction -$ -$ 493,424$ -$ 0%634 Equipment 71,998$ -$ 67,549$ -$ 0%664 Project Professional Fees -$ -$ 24,768$ -$ 0%670 Project Miscellaneous Fees -$ -$ 5,252$ -$ 0%

71,998$ -$ 590,993$ -$ 0%700 OTHER OPERATING COSTS710 Vehicle Maintenance 1,107$ -$ 193$ -$ 0%713 Equipment Maintenance 33,618$ -$ 19,659$ -$ 0%723 LEOSE Training -$ -$ -$ -$ 0%729 Conferences & Training -$ -$ 8,314$ -$ 0%730 Miscellaneous 16,975$ -$ 83,720$ -$ 0%746 Street Maintenance 9,871$ -$ -$ -$ 0%753 Park Maintenance -$ -$ 8,805$ -$ 0%755 Facility Maintenance 10,775$ -$ 14,463$ -$ 0%

72,346$ -$ 135,154$ -$ 0%800 TRANSFERS TO OTHER FUNDS811 Tnsf to General Fund 3,283$ -$ 11$ -$ 0%812 Transfer to Parks Special Projects -$ -$ -$ -$ 0%

3,283$ -$ 11$ -$ 0%900 SPECIAL PROJECTS959 Victim's Asst Grant Expense 22,309$ -$ 31,698$ -$ 0%

22,309$ -$ 31,698$ -$ 0%

TOTAL CURRENT EXPENDITURES 215,467$ -$ 796,642$ -$ 0%

272,419$ -$ (96,762)$ -$ 0%

$ 381,395 $ 381,395 $ 284,633 $ 284,633 -25%ENDING FUND BALANCE



CITY OF MIDLOTHIAN 605 - HOTEL MOTEL FUNDSPECIAL REVENUE FUNDS

ACTUAL2019-2020

ADOPTED2020-2021

ACTUAL2020-2021*

ADOPTED2021-2022


$ 132,441 $ 166,744 $ 166,744 $ 175,369 5%

5100 TAXES5148 Hotel Motel Tax 43,775$ 50,000$ 49,225$ 50,000$ 0%5149 Hotel Rebate 112,218$ 150,000$ 124,775$ 100,000$ -33%

155,993$ 200,000$ 174,000$ 150,000$ -25%

5600 OTHER REVENUES5610 Interest 780$ 1,000$ (319)$ -$ -100%

780$ 1,000$ (319)$ -$ -100%

TOTAL CURRENT REVENUES 156,773$ 201,000$ 173,681$ 150,000$ -25%

600 CAPITAL OUTLAY600-655 Hotel Tax Rebate 100,550$ 150,000$ 113,107$ 100,000$ -33%

100,550$ 150,000$ 113,107$ 100,000$ -33%700 OTHER OPERATING COSTS600-766 Special Event Promotion 1,920$ 3,500$ 26,949$ 3,500$ 0%600-767 Promotional Activity -$ -$ 5,000$ 201,869$ 0%

1,920$ 3,500$ 31,949$ 205,369$ 5768%

800 TRANSFERS TO OTHER FUNDS600-853 Tnsf to Mid Conf Ctr 20,000$ 20,000$ 20,000$ 20,000$ 0%

20,000$ 20,000$ 20,000$ 20,000$ 0%


34,303$ 27,500$ 8,625$ (175,369)$

$ 166,744 $ 194,244 $ 175,369 $ - -100%


ENDING FUND BALANCE


FUND DETAIL

CURRENT REVENUES

CLASSIFICATION


The Hotel Motel Fund is classified as a "dedicated revenue fund" and is governed by the Texas Tax Code, §351. Revenues for this fund are derived from hotel occupancy taxes as authorized by City Ordinance 86-43, as amended. Expenditures permitted from this fund include those that promote tourism, the convention and hotel industry, the arts, historical preservation projects, and select sporting events.



384

CAPITAL PROJECTS

385

CITY OF MIDLOTHIAN CAPITAL PROJECTS

CAPITAL EXPENDITURES

Capital expenditures (expenditures for assets that exceed $5,000 and have a useful life of greater than one year) are classified into two categories. The first category consists of routine capital expenditures included within departmental operating budgets. The second category is comprised of major capital improvements funded through debt issuances (i.e., bonds, tax notes, etc.).

Routine Capital Expenditures - Funded through Operating Budgets

Routine capital expenditures are included in departmental operating budgeting to fund the purchase of new assets or the replacement/upgrade of existing assets. This category includes purchases of vehicles, equipment, machinery, information technology hardware & software, office equipment, furniture, building renovation and construction, water meters, manhole rehabilitation, water/wastewater line rehabilitation, etc. With a few exceptions, most routine capital expenditures are fiscal-year based with the budget appropriations expiring on the last day of the fiscal year. Any unspent capital funds are returned to the fund’s unreserved fund balance.

Capital Improvement Program (CIP) – Funded through Debt Issuances

The Capital Improvement Program funds capital projects with proceeds from bond issuances, interest income, developer contributions and capital recovery fees (impact fees). Budgets for major capital projects are project-based rather than fiscal-year based since capital projects routinely extend beyond fiscal years and budget appropriations remain in effect until the project is completed.

Upon completion of the project(s) for which the bond proceeds were issued, the corresponding capital project is closed. Any excess funds remaining in the capital project budget are then transferred to the debt service fund for the retirement of debt issued to fund the project or applied to additional capital projects authorized by the bond covenants.

A list of projects that are currently funded and underway, identified as noted in the “Budget Process” section of the “Budget Message” and in the introduction of “Long-Range Financial Planning”, is presented later in this section.

Debt service payments for capital projects can be found in the Debt Service Funds section of this document. Annual debt service payments for General Fund type projects are paid from revenues generated through ad valorem taxes and other applicable resources while debt service payments for water and wastewater capital improvements are paid through user fees received in the Utility Fund.

STRATEGIC PLAN – IDENTIFYING FUTURE CAPITAL IMPROVEMENTS

In 1997, a capital improvement program was initiated to identify equipment and capital projects needed for the City. This program has evolved into the City’s Strategic Plan that serves as a financial management and planning tool by identifying revenues, personnel, equipment, capital projects and projected tax rates for the upcoming five-year period. A

386


five-year needs assessment is conducted through discussion and planning sessions with department directors; citizen requests for services; input from city-appointed advisory boards; and goals identified by the City Council. It is important to note that the plan does not commit funds to any project. The intent of the program is simply to identify the City’s future capital needs and propose a timeline and funding mechanism for implementing the identified projects. As a planning tool, the Strategic Plan must be structured enough to provide a pathway to the future while remaining flexible enough to meet the ever-changing needs of the citizens.

* * * * *

387


MAJOR CAPITAL PROJECTS

Description: Community Park Phase II

Funding: A bond election was held in the fall of 2017 in which voters approved $16,100,000 for the completion of phase II of the Midlothian Community Park

Design: With Phase I of Midlothian Community Park now complete, Phase II would be the final phase adding baseball fields, amphitheater, trails and other amenities to enhance the Park

Progress to Date: Construction is in progress approximately 98% complete

Project Components Completed: Engineering, design, pre-construction phases are complete

Anticipated Finish Date: January 2022

Project Impact on future operating budgets: All engineering and construction costs are included in the voter-approved bond amount of $16,100,000. One Parks Maintenance Worker I and a couple of pieces of equipment totaling $119,620 were approved as Supplemental Requests for the 2021-2022 budget. Increases are expected in supplies, park maintenance and utility line items (electricity/water).

Description: Water Treatment Plant #2 Expansion

Funding: Utility Services Fund Budget

Design: Auger Water Treatment Plant (WTP #2) will be expanded from 8 million gallons per day (MGD) to 12 MGD in the first phase and to 24 MGD in the next phase in order to treat additional raw water that will be needed due to growth. The necessary components for the two phases of this expansion include the plate settlers, settled water strainer, low-pressure membrane system, additional membrane feed pump, flocculation/sedimentation basins, sodium hypochlorite generator, chlorine dioxide generator and a parallel backwash recovery/recycle pump station.

Progress to Date: Expansion of the plant to 12 MGD is 95% complete. Plant expansion to 24 MGD is 20% complete.

Project Components Completed: Construction nearing completion for first phase of expansion. Design is 60% complete for the expansion to 24 MGD.

Anticipated Finish Date: Spring 2022 for first phase

Project Impact on future operating budgets: Increases in treatment capacity will lead to increased costs for supplies, maintenance and labor; however, these costs should be offset by future water sales.

388


Description: Public Safety & Police Headquarters Funding: A bond election was held in spring of 2021 in which voters approved $46,000,000 to construct a new public safety and police headquarters at its current location Design: Facilities will include a dispatch center, emergency operations command center, investigations suite, property and evidence management, holding cells, public space separate from detainees, training, crime prevention and community action programs, victims’ relief and chaplain’s office and patrol and administration offices and workspaces as well as fire department administration and fire marshal offices Progress to Date: Approval to hire a project management firm and architecture firm selected to begin engineering and design Project Components Completed: None Anticipated Finish Date: Late 2023 Project Impact on future operating budgets: The public safety and police headquarters construction is still in the engineering phase; however, most of the budget costs for running the public safety and police headquarters will supplant the existing Station, which will likely be demolished. The City anticipates maintenance and repair budgets to reduce as the existing aging facility is replaced by the new building. Description: Library & City Hall Funding: A bond election was held in spring of 2021 in which voters approved $25,000,000 to construct a city hall and public library Design: The combined facility will house a public library with book rooms; children’s area and hands-on “maker” activity space; a shared lobby, reception areas and community meeting rooms with city hall; a council chambers with increased seating capacity for citizens and necessary communications and audiovisual technology; and offices and space for customer service functions and administrative departments Progress to Date: Approval to hire a project management firm and architecture firm selected to begin engineering and design Project Components Completed: None Anticipated Finish Date: Late 2023 Project Impact on future operating budgets: The city hall and library construction is still in the engineering phase; however, some of the budget costs for running the city hall and library will supplant the existing City Hall, which will be vacated. The City anticipates maintenance and repair budgets to increase slightly due to the increased square footage of the new building; however, these increases are offset by replacing the existing aging facility with the new building.

389

CITY OF MIDLOTHIAN

BUDGET EXPENDED BALANCE

Project #: 255 - MT ZION ROAD 179,511$ -$ 179,511$ Location: Waxahachie Creek Bridge

Description: RenovationFunding: 2014 Tax Note Issuance

Status: PendingCompletion: To Be Determined

Budget Impact:

Project #: 258 - HAWKINS RUN ROAD 483,700$ 464,438$ 19,262$ Location: Extension of Hawkins Run Road to South Midlothian Parkway

Description: New Construction of RoadwayFunding: 2020 Tax Note Issuance

Status: Design Complete, Under ConstructionCompletion: Summer 2022

Budget Impact:

Project #: 259 - MT ZION ROAD 126,600$ 83,925$ 42,675$ Location: S 14th Street

Description: RealignmentFunding: 2020 Tax Note Issuance

Status: Design 95% CompleteCompletion: To Be Determined

Budget Impact: Street maintenance budgets will be modified to reflect changes in maintained road volume

Street maintenance budgets will be modified to reflect changes in maintained road volume


119 - TAX NOTESCAPITAL PROJECTS FUND

FUND 119TAX NOTES

390

CITY OF MIDLOTHIAN


Project #: 227 - S WALNUT GROVE RD 4,074,099$ 712,532$ 3,361,567$ Location: US 287 N to FM 1387

Description: Reconstruction of RoadwayFunding: General Obligation Bonds

Status: Design 90% complete. ROW acquisition ongoing.Completion: To Be Determined

Budget Impact: Street maintenance budgets will be modified to reflect changes in maintained road volume

120 - STREETS & PARKSCAPITAL PROJECTS FUND

STREETS

FUND 120STREETS & PARKS

391

CITY OF MIDLOTHIAN


Project #: 269 - PUBLIC SAFETY & POLICE HEADQUARTERS 4,600,118$ 7,128$ 4,592,990$ Location: To Be Determined

Description: New Construction of Public Safety Building and Police HeadquartersFunding: General Obligation Bonds

Status: Under DesignCompletion: Late 2024

Budget Impact:

Project #: 270 - LIBRARY & CITY HALL FACILITY 2,500,069$ 31,664$ 2,468,405$ Location: To Be Determined

Description: New construction of Library and City Hall buildingFunding: General Obligation Bonds


Budget Impact:

Project #: 271 - MCALPIN RD 1,310,041$ -$ 1,310,041$ Location: FM 663 to Plainview Rd.


Status: Under DesignCompletion: To Be Determined

Budget Impact:

Project #: 272 - MOCKINGBIRD LN 1,090,034$ -$ 1,090,034$ Location: Midlothian Parkway to Walnut Grove Rd.


Status: Under DesignCompletion: To Be Determined

Budget Impact:

STREETS


ADMINISTRATION

Administration budget will be modified to maintain the building and its contents


CAPITAL PROJECTS FUND

FUND 123PUBLIC SAFETY & ADMINISTRATION

PUBLIC SAFETY

123 - PUBLIC SAFETY, ADMINISTRATION, STREETS & PARKS

Police Dept budget will be modified to maintain the building and its contents

392

CITY OF MIDLOTHIANCAPITAL PROJECTS FUND


Project #: 277 - MUNICIPAL COURT BUILDING 5,002,234$ 832$ 5,001,402$ Location: To Be Determined

Description: New municipal court buildingFunding: General Obligation Bonds


Budget Impact: Municipal Court Dept budget will be modified to maintain the building and its contents

124 - MUNICIPAL COURT

FUND 124MUNICIPAL COURT

MUNICIPAL COURT

393

CITY OF MIDLOTHIAN


Project #: 229 - S WALNUT GROVE RD 4,771,332$ 18,000$ 4,753,332$ Location: US287 N to FM1387


Status: Design 90% Complete - Right-of-Way Acquisitions OngoingCompletion: To Be Determined

Budget Impact:

Project #: 252 - MCALPIN/FM663 INTERSECTION 900,000$ 57,190$ 842,810$ Location: McAlpin Road and FM 663


Status: Design Completed - Right-of-Way Acquisitions OngoingCompletion: To Be Determined

Budget Impact:

Project #: 258 - HAWKINS RUN RD 4,665,139$ 133,029$ 4,532,110$ Location: Extension of Hawkins Run Road to South Midlothian Parkway

Description: New Construction of RoadwayFunding: General Obligation Bonds

Status: Under ConstructionCompletion: Summer 2022

Budget Impact:

Project #: 233 - COMMUNITY PARK PH II 22,134,236$ 17,522,371$ 4,611,865$ Location: 3601 S 14th Street

Description: Additions to Community ParkFunding: General Obligation Bonds, MCDC Grant, Donation

Status: Project is 75% completeCompletion: January 2022

Budget Impact:



Park maintenance budget will be modified to reflect changes in maintained park volume


PARKS

125 - STREETS & PARKSCAPITAL PROJECTS FUND

FUND 125STREETS & PARKS

STREETS

394

CITY OF MIDLOTHIAN


Project #: 246 - WTP EXPANSION 6,518,254$ 5,848,500$ 669,754$ Location: Water Treatment Plant #2

Description: WTP Plant #2 expansion 8 MGD to 12 MGDFunding: Utility Budget

Status: 95% CompleteCompletion: Spring 2022

Budget Impact: Increases in treatment capacity will lead to increased costs for supplies, maintenance and labor;however, these costs should be offset by future water sales.

Project #: 268 - WTP EXPANSION 2,789,254$ 564,571$ 2,224,683$ Location: Water Treatment Plant #2

Description: WTP Plant #2 expansion 12 MGD to 24 MGDFunding: Utility Budget

Status: Design 60% CompleteCompletion: To Be Determined

Budget Impact: however, these costs should be offset by future water sales.Increases in treatment capacity will lead to increased costs for supplies, maintenance and labor;

205/225 - UTILITY PROJECTSCAPITAL PROJECTS FUND

UTILITIES

FUND 205/225UTILITY PROJECTS

395

CITY OF MIDLOTHIAN


Project #: 223 - VV JONES REALIGNMENT 4,412,000$ 491,986$ 3,920,014$ Location: VV Jones Road from Hwy 67 to Power Way

Description: Road RealignmentFunding: MDA Construction Fund

Status: Design 95% Complete - Right-of-Way/Easement Acquisitions OngoingCompletion: To Be Determined

Project #: 262 - RAILPORT WATER SERVICE IMPROVEMENTS 292,780$ 214,792$ 77,988$ Location: Ward Road

Description: Water line realignmentFunding: MDA Construction Fund

Status: Design 95% Complete - Easement Acquisitions and Permitting OngoingCompletion: To Be Determined

Project #: 264 - RAILPORT 2.0MG ELEVATED STORAGE TANK 600,000$ 48,999$ 551,001$ Location: Ward Road area

Description: Elevated storage tankFunding: MDA Construction Fund

Status: 99% CompleteCompletion: Late 2023

MDA

966 - MDACAPITAL PROJECTS FUND

FUND 966MDA

396

CITY OF MIDLOTHIAN 115 THRU 135 - COMPLETED GENERAL PROJECTSCAPITAL PROJECTS FUND

Cost2013 City, MDA, TxDot 5,247,528$ 165 663/287 Bridge Recon-Wide Sep 2018 5,142,921$

5,247,528$ 5,142,921$

Cost1996 General Obligation 1,000,000$ 50 Walter Stephenson Rd Jul 2000 303,903$ 1999 General Obligation 3,660,000$ 45 George Hopper Dec 2001 2,760,937$ 2000 General Obligation 6,095,000$ 30 14th Street Jul 2002 2,260,888$ 2001 General Obligation 7,000,000$ 31-33 N to S Midlothian Pkwy Sep 2004 11,429,272$

Interest, Impact Fees & 1,131,455$ 61 US 287 Bypass (City Contribution) Jul 2006 1,000,000$ Outside Participation 92 Walnut Grove Rd Jun 2006 455,205$

95 Mockingbird/Walnut Grove Rd Aug 2006 676,250$ 2018 City & MCDC 1,399,286$ 219 Sr. Citizen Center Renovation May 2019 1,349,338$

Outside Participation 249 Sr. Citizen Exercise Park May 2020 49,949$ 20,285,741$ 20,285,742$

2001 Certificate of Obligation 233,239$ 28 US 287 Widening Oct 2002 320,000$ Midlothian Development 1,150,000$ 34 Henderson St May 2002 1,059,226$

Authority 59 Henderson St/Briggs Survey Apr 2003 4,013$ 1,383,239$ 1,383,239$

Interest, Project Savings 387,467$ 19 Walnut Grove & Plainview Rd Nov 2004 297,467$ & Outside Participation 93 Midlothian Meadows Phase V Sep 2005 90,000$

387,467$ 387,467$

Cost2003 General Obligation 5,654,400$ 067 Baltic & St James Jul 2004 90,200$ 2004 General Obligation 2,154,000$ 070 N Midlothian Pkwy Sep 2004 3,047,864$ 2005 General Obligation 5,395,648$ 069 Mt Zion Rd Sep 2005 936,282$ 2006 General Obligation 2,132,366$ 068 N 14th St Jul 2006 1,287,996$

Interest, Other Bond 1,978,011$ 073 Fire Station #2 Jul 2006 1,568,150$ Monies & Outside 065 N. 8th Street & Streetscaping Feb 2008 6,658,827$ Participation 071 Texas Turnaround Hwys 287 & 67 Feb 2008 830,828$

080 Fire Station #3 Dec 2008 $ 2,826,415 072 Hwy 67 Service Rd Overlook & 9th Sep 2014 $ 1,959,371

03,04,06 General Obligation 1,967,616$ 144 Ledgestone Ln Apr 2015 $ 76,109 03,04,06 General Obligation 7,415$ 066 Traffic Signal/67 A N 9th Dec 2017 $ 7,415

19,289,457$ 19,289,457$

CompletionDate

Funding

FUNDING SOURCE

FUND 111FUNDING SOURCE PROJECT

Year Type Funding Project# Location

TOTAL FUNDING TOTAL PROJECTS COST

Location

PROJECT

Year Type



PROJECTFUND 116

FUNDING SOURCE


COMPLETED GENERAL CAPITAL PROJECTS

TOTAL PROJECTS COST

Date

Following is a list of capital projects originally proposed through the Capital Improvement Program and Strategic Plan that have been completed.

TOTAL FUNDING

FUND 115

CompletionProject#

LocationCompletion

DateYear Type Funding Project#

397




Cost2012 Tax Note Issuance 2,100,000$ N/A HVAC-A/C Aug 2012 58,234$ 2013 Tax Note Issuance 950,000$ 172 Christmas Decorations Feb 2013 10,318$

GF Operating Budget, 179 SP Playground Equipment Mar 2013 14,150$ Savings & M.I.S.D. 252,386$ 184 Pole Banners Mar 2013 3,150$

2014 Tax Note Issuance 3,000,000$ 171 Pierce Dash Pumper Fire Trucks May 2013 1,758,525$ M.I.S.D. 44,193$ 174 Kimmel Park Pavilion Sep 2013 83,641$

2016 Tax Note Issuance 1,000,000$ 175 Kimmel Park RR Improvements Sep 2013 80,304$ 2017 Tax Note Issuance 1,100,000$ 177 Sports Park Parking Lot Sep 2013 204,717$

GF Operating Budget & 189 Firefighting Equipment Sep 2013 147,225$ Outside Participation 986,894$ 176 Justice Center Drive Dec 2013 147,625$

2020 Tax Note Issuance 1,500,000$ 173 Ridgeview Park Improvements Dec 2013 30,234$ 2020 Tax Note Issuance 1,500,000$ 180 Police Cars Dec 2013 324,702$

178 Jaycee Park Restroom Renovations Feb 2014 70,990$ 182 Mt Peak Park Entrance Feb 2014 7,667$ 183 Skate Park Feb 2014 114,838$ 181 4G Network Sep 2014 29,199$ 191 CASA Weather Radar Sep 2014 28,711$ 200 JC Park Shade Covers Sep 2014 88,385$ 206 Mockingbird Lane Dec 2015 275,063$ 209 Mt. Zion Road Dec 2015 314,620$ 213 Mockingbird Ln (Ph II) Dec 2015 266,572$ 190 City Hall Facility Enhancements Apr 2016 100,547$ 204 Ashford Lane Sep 2016 188,384$ 205 McAlpin Road Mar 2016 626,733$ 212 Plainview Rd Ext (287-S of Plvw Manor) Apr 2016 547,750$ 218 Simulcast System Sep 2018 1,963,007$ 208 Mockingbird Ln Bridge Feb 2019 101,075$ 207 Plainview Rd Bridge May 2020 148,221$ 248 Sudith Ln Bridge Widening Jul 2020 41,700$ 234 Trail System Additions Sep 2021 431,335$

12,433,473$ 8,207,622$

Cost2007 General Obligation 8,600,000$ 121 Walter Stephenson Park Jul 2007 69,026$ 2013 General Obligation 7,800,000$ 125 Mt Peak Park Jul 2007 584,705$ 2015 General Obligation 9,900,000$ 113 Mt Zion Aug 2009 1,858,443$ 2018 General Obligation 4,790,000$ 118 Mt Zion Railroad Rehab Aug 2009 114,492$

119 Sudith Aug 2009 1,803,026$ 126 Fire Station #1 Aug 2009 787,106$ 114 US 287 Connection Sep 2012 1,149,090$ 123 Parkland Acquisitions/Improvs Sep 2013 74,684$

Interest, Impact Fees, 9,387,573$ 129 Existing Parks - Improvements Sep 2013 19,570$ Other Bond Monies 194 Hawkins Spring Parking Sep 2013 79,434$ & Outside Participation 195 Mt. Peak Parking Lot Sep 2013 39,930$

116 Mockingbird Ln (Widen fr Onward to WG) Sep 2014 225,708$ 117 Walter Stephenson - 2 Lanes Sep 2016 67,504$ 115 FM 1387 Realignmemt Sep 2016 4,530,855$ 120 Walnut Grove Rd - 2 Lanes + Intersections Sep 2016 29,095$ 122 Community Park Jan 2017 13,851,492$ 124 Trail System Sep 2018 93,762$ 210 14th Street Extension (Ashford to McAlpin) Sep 2019 5,922,792$ 211 Ledgestone Ln (Plainview Mnr to Somerset) Sep 2021 3,778,305$

40,477,573$ 35,079,019$

FUND 120

Year Type

TOTAL FUNDING


TOTAL PROJECTS COST

Funding Project# Location

CompletionDate

Funding Project#


LocationCompletion

DateYear Type

FUNDING SOURCE PROJECT

398




Cost2018 General Obligation 14,230,000$ 228 Fire Training Facility May 2020 1,253,741$ 2019 General Obligation 21,280,000$ 231 New Fire Station #1 Sep 2020 9,221,876$ 2021 General Obligation 4,665,000$ 230 14th St. (Hwy 287 to Ashford) Sep 2021 3,629,015$

260 Digital Alert Equipment Apr 2021 127,344$ 40,175,000$ 14,231,976$

Cost2012 Developer Contribution 79,338$ 168 Auger Road May 2013 79,338$ 2012 Developer Contribution 118,781$ 169 Chapel Creek Drive May 2013 118,781$

198,119$ 198,119$




CompletionDate

FUND 125




CompletionDate

399

CITY OF MIDLOTHIAN 205/225/226 - COMPLETED UTILITY PROJECTSCAPITAL PROJECTS FUND

Cost2011 Utility Fund Operating Budget/MISD 352,723$ 161 Northridge Sewer-South Trunk Aug 2012 352,723$ 2011 Utility Fund Operating Budget/MISD 362,449$ 170 High School #2 Sewer Dec 2013 362,449$ 2015 Utility Fund Operating/Impact Fees 1,510,088$ 215 FM663 SS Corridor Improvements Sep 2018 1,510,088$ 2017 Utility Fund Operating Budget 275,170$ 237 VFD Pump #1 Jan 2019 275,170$ 2017 Utility Fund Operating Budget 297,350$ 238 3MG Tank Rehab - Tayman May 2019 297,350$ 2017 Utility Fund Operating Budget 109,058$ 239 1MG Tank Rehab 9th St. Jun 2019 109,058$ 2017 Utility Fund Operating Budget 2,310,321$ 226 Meter Change Out Program Sep 2019 2,310,321$ 2019 Utility Fund Operating/Impact Fees 3,339,446$ 245 3MG Ground Storage Tank Sep 2021 3,339,446$ 2019 Utility Fund Operating 247,905$ 253 2MG Tower #2 Rehab Sep 2021 247,905$

8,804,510$ 8,804,510$

Cost

2019 Utility Operating Budget 1,981,782$ 247 Northridge Addition Waterline Rehab Sep 2020 1,981,782$ 2020 Utility Operating Budget 5,213,013$ 261 WTP #2 Membrane Modules Sep 2021 289,175$ 2021 Utility Operating Budget 3,518,141$

10,712,936$ 2,270,957$

CostMDA/City/Utility Operating Budget 30,636,723$ 134 Water Treatment Plant #2 Aug 2013 30,636,723$

30,636,723$ 30,636,723$

FUNDING SOURCE PROJECTFUND 226



LocationCompletion

DateYear Type Funding Project

#

COMPLETED UTILITY CAPITAL PROJECTS


Funding

FUND 225

CompletionProject#

FUND 205

Funding

DateType

PROJECTProject

# LocationCompletion

Date

FUNDING SOURCE

Year Type


Year Location


400

CITY OF MIDLOTHIAN COMPLETED OTHER PROJECTSCAPITAL PROJECTS FUND

Cost2013 Sewer Impact Fees Collected 445,468$ Lawson Farms Lift Station Dec 2013 445,468$

Sewer Impact Fees Collected 19,922$ 196 Evalution Study Lift Sation - Mid. Pkwy Reg LS Jul 2015 19,922$ Roadway Impact Fees SA3 75,500$ 187 Traffic Impact Analysis-Align Study Walnut GroveAug 2015 25,500$ & Utility Fund Op Budget 100,000$ 188 Silken Crossing Extension Aug 2015 150,000$

2015 UT Fund Budget/Swr Impact Fees 1,510,088$ 215 FM663 SS Corridor Improvements Aug 2015 1,510,088$ 2017 Sewer Impact Fees Collected 75,075$ 225 FM663 Southbound Lane Extension Sep 2018 75,075$ 2014 Roadway Impact Fees SA6 369,000$ 186 14th ST (Mt. Zion to Ashford) Sep 2019 369,000$ 2020 Roadway Impact Fees SA6 & 974,245$ 225 FM663 SB Lane Extension Feb 2021 974,245$

Bond Interest3,569,298$ 3,569,298$

CompletionDate



COMPLETED IMPACT FEE CAPITAL PROJECTS

FUND 235



401

CITY OF MIDLOTHIAN 955 THRU 966 - MDA COMPLETED PROJECTSCAPITAL PROJECTS FUND

Cost2002 MDA Operating Acct 16,360$ 063 Hwy 287 Bypass UT Relocate September 2005 16,360$ 1999 Series Bond Issuance 225,882$ 075 TRWD Waterline August 2007 225,882$ 1999 Series Bond Issuance 4,039$ 089 Railport Pkwy/Hwy67 Grade Sep September 2013 4,039$

246,281$ 246,281$

Cost2001 Series Bond Issuance 484,201$ 075 TRWD Waterline August 2007 248,327$ 2001 Series Bond Issuance 975$ 089 Railport Pkwy/Hwy67 Grade Sep September 2013 975$

485,176$ 249,302$

Cost2004 Tx Cap Grant Fund 940,000$ 128 Brookhollow Drive Extension November 2009 1,686,017$ 2004 Series Bond Issuance 704,704$ 2004 Series Bond Issuance 1,287,424$ 127 Kemp Ranch Crossing Street May 2010 1,180,112$ 2004 Series Bond Issuance 14,820,894$ 089 Railport Pkwy/Hwy67 Grade Sep September 2013 $ 14,420,125

17,753,022$ 17,286,253$

Cost2007 MDA Const Fund 3,503,069$ 131 Phase III Drainage Improvements September 2012 3,503,069$ 2010 MDA Const Fund 3,260,079$ 151 Power Way Extension May 2013 3,260,079$ 2011 MDA Const Fund 186,874$ 160 Kemp Ranch/Brookhollow Conduit September 2012 186,874$ 2002 MDA Operating Acct 299,934$ 089 Railport Pkwy/Hwy67 Grade Sep September 2013 $ 299,934 2013 MDA Const Fund 395,338$ 201 Railport Pkwy Landscaping September 2014 395,338$ 2014 MDA Const Fund 3,407,585$ 192 Kemp Ranch Ext/Power Way Lts May 2015 3,407,585$ 2018 MDA Const Fund 9,628,099$ 224 Infrastructure Realign Apr 2020 9,628,099$

20,680,978$ 20,680,979$


957FUNDING SOURCE PROJECT


Year

955

CompletionDate


Funding

Date


965/966FUNDING SOURCE PROJECT




Completion

Type Funding Project# Location Completion

Date

PROJECTFUNDING SOURCE


956

Project#Year Type Location Completion

Date

402

CITY OF MIDLOTHIAN CAPITAL PURCHASES & LEASESGENERAL FUND

DESCRIPTION ADOPTED2021-2022 Budget Impact

10 Council Library CPUs $ 10,000 Recurring expense, capital replacement program 15 Fire Bay Doors Station 2 & 3 $ 220,000 One Time Cost, reduced maintenance expenses 15 Fire SCBA Replacement $ 80,000 Recurring expense, capital replacement program 15 Fire Capital reserve save up $ 658,000 Recurring expense, vehicle replacement program 17 Engineering Replace 2013 Ford F-150 Vin# 4359 $ 30,000 Recurring expense, vehicle replacement program 19 Police MPD Firearms Range Upgrade $ 116,377 One Time Capital Improvement 19 Police SRO Vehicle Lease Program $ 51,000 Recurring expense, vehicle replacement program 19 Police SRT/Warrant Uniforms & Equipment $ 73,800 Recurring expense, capital replacement program 19 Police Capital reserve save up $ 486,728 Recurring expense, vehicle replacement program 20 Public Works Sidewalks New & Rehab $ 100,000 Recurring expense, capital improvements 20 Public Works Street Sweeper (Lease) $ 74,922 Recurring expense (3 year lease) 20 Public Works Street Resurfacing/Rehabilitation $ 2,500,000 Recurring expense, capital improvements 23 Parks Toro Reelmaster Community Park $ 38,217 Recurring expense, equipment replacement program 23 Parks Toro Workman Cart Community Park $ 25,535 Recurring expense, equipment replacement program 23 Parks Pressure Washer $ 12,255 One Time Cost 23 Parks Ballpark Groomer. Renovator & Blower $ 33,500 One Time Cost 23 Parks Towable Boom Lift $ 45,000 One Time Cost 27 Information Technology Switch replacement program $ 114,000 Recurring expense, equipment replacement program 27 Information Technology Server replacement program $ 55,000 Recurring expense, equipment replacement program 27 Information Technology Storage Expansion $ 60,000 One Time Capital costs, recurring operating increase 27 Information Technology Verizon Fleet Maintenance Software $ 46,426 One Time cost plus recurring maintenance 27 Information Technology Outdoor Wireless Upgrades $ 25,000 Part of ongoing expansion project, see Strategic Plan 27 Information Technology Wireless Controller Upgrade $ 65,000 One Time Cost

TOTAL CAPITAL OUTLAY $ 4,920,760

DEPT

600 - CAPITAL OUTLAY DETAIL

SUPPLEMENTAL BUDGET CAPITAL OUTLAY AND LEASE DETAIL

403

CITY OF MIDLOTHIAN CAPITAL PURCHASES & LEASESUTILITY FUND

DESCRIPTION ADOPTED2021-2022 Budget Impact

32 Water Operations Capital Distribution $ 885,000 Recurring expense, capital improvements 32 Water Operations Parking Overlay (Split) $ 11,000 One time cost to install, decreases to facility maintenance 32 Water Operations John Deere Backhoe Replace (5240) (Split) $ 51,607 Recurring expense, equipment replacement program 32 Water Operations 2008 Cat Excavator Replace (5457) (Split) $ 23,405 Recurring expense, equipment replacement program 32 Water Operations Dump Trailer Replace (2589) (Split) $ 4,270 Recurring expense, equipment replacement program 32 Water Operations Husqvarna Zero Turn Mower Replace (2286) (Split) $ 6,830 Recurring expense, equipment replacement program 33 Wastewater Operations Capital Collection $ 525,000 Recurring expense, capital improvements 33 Wastewater Operations I & I Assessment Repairs $ 75,000 Recurring cost, line item increase 33 Wastewater Operations I&I Smoke Testing $ 75,000 Recurring cost, line item increase 33 Wastewater Operations Manhole Line Enhance $ 125,000 Recurring cost, line item increase 33 Wastewater Operations Parking Overlay (Split) $ 11,000 One time cost to install, decreases to facility maintenance 33 Wastewater Operations John Deere Backhoe Replace (5240) (Split) $ 51,607 Recurring expense, equipment replacement program 33 Wastewater Operations 2008 Cat Excavator Replace (5457) (Split) $ 23,405 Recurring expense, equipment replacement program 33 Wastewater Operations Dump Trailer Replace (2589) (Split) $ 4,270 Recurring expense, equipment replacement program 33 Wastewater Operations Husqvarna Zero Turn Mower Replace (2286) (Split) $ 6,830 Recurring expense, equipment replacement program 34 WTP 1 (Tayman) Replace Dump Truck $ 145,040 Recurring expense, equipment replacement program 34 WTP 1 (Tayman) Front End Loader $ 159,995 Recurring expense, equipment replacement program 34 WTP 1 (Tayman) Replace Ford F-150 (3500) $ 35,000 Recurring expense, vehicle replacement program 37 Meters Replace Ford F-150 (3439) $ 35,000 Recurring expense, vehicle replacement program 37 Meters Rockett Meter Vault Upgrades $ 75,000 One time cost to install, decreases to maintenance 38 Utility Support Services Auger WTP Expand to 24 MGD $ 8,500,000 See Major Capital Projects Narrative in this section 38 Utility Support Services Land Purchase for 1.5 MG EST $ 150,000 Land Purchase, future costs of elevated storage tower construction tbd 39 WTP 2 (Auger) Membrane Replacements $ 150,000 One time cost to install, future decreases to facility maintenance 39 WTP 2 (Auger) Hilco Secondary Power $ 100,000 One time cost to install 39 WTP 2 (Auger) Carbon Feeder $ 40,000 One time cost to install, future decreases to facility maintenance 39 WTP 2 (Auger) New Building - Storage/Shop $ 52,612 One time cost to install, future increases to facility maintenance

TOTAL CAPITAL OUTLAY $ 11,321,871

DEPT

600 - CAPITAL OUTLAY DETAIL

SUPPLEMENTAL BUDGETCAPITAL OUTLAY AND LEASE DETAIL

404

Ordinances & Policies

405

Attachments

427


428

Personnel Schedules

429

CITY OF MIDLOTHIAN PERSONNEL ATTACHMENTS

SUMMARY OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS

Personnel staffing levels are measured using full-time equivalent (FTE) positions. The FTE count includes full time, part time, seasonal and intern hours budgeted. Since one FTE can include more than one employee, it is not a head count of employees. Full-time equivalent positions are calculated as follows:

Full-Time Positions - one full-time position equals one FTE.

All Positions Other Than Full Time - full-time equivalents (FTEs) for part-time, seasonal and intern positions are calculated using the following method:

1) Divide the amount budgeted in a department’s part-time line item by the hourly ratelisted in the minimum quartile on the pay plan for the position(s) that the departmentwould most likely fill with the available funds (the result of this calculation producesthe number of hours that could be worked by a part-time, seasonal or intern employeeusing the funds available).

2) Divide the result by 2,080 (the number of hours worked in a year by a regular, full-timeemployee) and round to the nearest quarter using the table below:

FROM TO USE $ - 0.125 0.000 $ 0.126 0.375 0.250 $ 0.376 0.625 0.500 $ 0.626 0.875 0.750 $ 0.876 1.000 1.000

3) Add the full-time FTE count to the part-time, seasonal and intern FTE count to obtain atotal FTE count for each department.

PERSONNEL ANALYSIS

The City is authorized a total of 298.25 FTEs in FY 2021-2022. Across all departments, this total represents a net change of 10.0 from FY 2020-2021. The charts on proceeding pages illustrate how the positions are allocated between funds.

Merit Increases The FY 21-22 adopted budgeted reflects City Council approval of an average 4% merit increase to City employees. Since the pay increase was approved as a merit increase rather than a cost- of-living increase, increases to individual employees may vary from the 4%.

430

CITY OF MIDLOTHIAN PERSONNEL

ATTACHMENTS Summary of 105-General Fund Personnel Changes

Administration added an MCDC Administrator Fire added three Engineers Police added a new Investigator-Juvenile, School Resource Officer, Special Investigations Unit

Investigator, re-classed a part-time Victim’s Assistance Coordinator to full-time and re-classed a part-time Chaplain/Volunteer Coordinator to full-time

Community Services added a Lead ACO Bite Investigator NEED Center added a Communications Officer Summary of 205-Utility Fund Personnel Changes

No Changes

Summary of 511-Senior Citizen’s Center Personnel Changes No Changes Summary of 615-Midlothian Economic Development Corporation

No Changes Summary of 627-Midlothian Conference Center Personnel Changes

No Changes

431

CITY OF MIDLOTHIAN PERSONNEL DETAILATTACHMENTS

FULLTIME

PARTTIMEFTE

TOTALFTE

FULLTIME

PARTTIMEFTE

TOTALFTE

FULLTIME

PARTTIMEFTE

TOTALFTE

10 City Council 0.00 0.00 0.0011 Administration 5.00 5.00 5.00 5.00 6.00 6.0012 Support Services 0.00 0.00 0.0013 Human Resources 2.00 2.00 2.00 2.00 2.00 2.0014 Finance 7.00 7.00 7.00 7.00 8.00 8.0015 Fire 62.00 62.00 66.00 66.00 66.00 66.0016 Building Inspection 5.00 5.00 5.00 5.00 5.00 5.0017 Engineering 5.00 5.00 5.00 5.00 5.00 5.0018 Planning 5.00 5.00 5.00 5.00 5.00 5.0019 Police 57.50 2.00 59.50 65.50 2.00 67.50 75.50 1.50 77.0020 Public Works 9.50 9.50 10.50 10.50 11.50 11.5021 Community Services 7.00 0.50 7.50 9.00 0.50 9.50 9.00 0.50 9.5023 Parks 9.00 1.75 10.75 9.00 1.75 10.75 9.00 1.75 10.7524 Sports Park 2.00 2.00 2.00 2.00 2.00 2.0025 Municipal Court 3.00 3.00 4.00 4.00 4.00 4.0026 NEED Center 16.00 0.75 16.75 18.00 0.75 18.75 18.00 0.75 18.7527 Information Technology 3.00 0.50 3.50 3.00 0.50 3.50 4.00 0.50 4.50

Subtotal 198.00 5.50 203.50 216.00 5.50 221.50 230.00 5.00 235.00

32 / 33 Water / Wastewater Operations 9.50 0.25 9.75 9.50 0.25 9.75 10.00 0.25 10.2534 Water Treatment Plant #1 - Tayman 14.00 14.00 14.00 14.00 14.50 14.5036 Utility Billing 3.00 3.00 3.00 3.00 3.00 3.0037 Meter 3.00 3.00 3.00 3.00 3.00 3.0038 Utility Support Services 2.00 2.00 2.00 2.00 2.00 2.0039 Water Treatment Plant #2 - Auger 3.00 0.50 3.50 3.00 0.50 3.50 6.00 0.50 6.50

Subtotal 34.50 0.75 35.25 34.50 0.75 35.25 38.50 0.75 39.25

600 Administration 1.00 3.00 4.00 1.00 3.00 4.00 2.00 2.50 4.50Subtotal 1.00 3.00 4.00 1.00 3.00 4.00 2.00 2.50 4.50

600 Administration 3.00 3.00 3.00 3.00 3.00 3.00Subtotal 3.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00

600 Administration 4.00 0.50 4.50 4.00 0.50 4.50 4.00 0.50 4.50Subtotal 4.00 0.50 4.50 4.00 0.50 4.50 4.00 0.50 4.50

240.50 9.75 250.25 258.50 9.75 268.25 277.50 8.75 286.25

DEPARTMENT

PERSONNEL DETAILFULL-TIME EQUIVALENT POSITIONS (FTE)

FY17-18

FY18-19

FY19-20

GRAND TOTAL

627 - CONFERENCE CENTER

105 - GENERAL FUND

205 - UTILITY SERVICES FUND

615 - MED (TYPE A)

511 - SENIOR CITIZEN'S CENTER

432

CITY OF MIDLOTHIAN PERSONNEL DETAILATTACHMENTS

FULLTIME

PARTTIMEFTE

TOTALFTE

FULLTIME

PARTTIMEFTE

ADJFULLTIME

TOTALFTE

0.00 0.00 10 City Council6.00 6.00 6.00 1.00 7.00 11 Administration

0.00 0.00 12 Support Services2.00 2.00 2.00 2.00 13 Human Resources8.00 8.00 8.00 8.00 14 Finance

66.00 66.00 66.00 3.00 69.00 15 Fire5.00 5.00 5.00 5.00 16 Building Inspection5.00 5.00 5.00 5.00 17 Engineering5.00 5.00 5.00 5.00 18 Planning

76.50 2.50 79.00 76.50 1.50 5.00 83.00 19 Police 11.50 11.50 11.50 11.50 20 Public Works

9.00 0.50 9.50 9.00 0.50 1.00 10.50 21 Community Services9.00 1.75 10.75 9.00 1.75 10.75 23 Parks2.00 2.00 2.00 2.00 24 Sports Park4.00 4.00 4.00 4.00 25 Municipal Court

18.00 0.75 18.75 18.00 0.75 1.00 19.75 26 NEED Center4.00 0.50 4.50 4.00 0.50 4.50 27 Information Technology

231.00 6.00 237.00 231.00 5.00 11.00 247.00 Subtotal

10.00 0.25 10.25 10.00 0.25 10.25 32 / 33 Water / Wastewater Operations14.50 14.50 14.50 14.50 34 Water Treatment Plant #1 - Tayman

3.00 3.00 3.00 3.00 36 Utility Billing3.00 3.00 3.00 3.00 37 Meter2.00 2.00 2.00 2.00 38 Utility Support Services6.00 0.50 6.50 6.00 0.50 6.50 39 Water Treatment Plant #2 - Auger

38.50 0.75 39.25 38.50 0.75 0.00 39.25 Subtotal

2.00 2.50 4.50 2.00 2.50 4.50 600 Administration2.00 2.50 4.50 2.00 2.50 0.00 4.50 Subtotal

3.00 3.00 3.00 3.00 600 Administration3.00 0.00 3.00 3.00 0.00 0.00 3.00 Subtotal

4.00 0.50 4.50 4.00 0.50 4.50 600 Administration4.00 0.50 4.50 4.00 0.50 0.00 4.50 Subtotal

278.50 9.75 288.25 278.50 8.75 11.00 298.25

615 - MED (TYPE A)


GRAND TOTAL

DEPARTMENT

105 - GENERAL FUND



FY20-21

PERSONNEL DETAILFULL-TIME EQUIVALENT POSITIONS (FTE)

FY21-22

433

CITY OF MIDLOTHIAN PERSONNEL SUMMARYATTACHMENTS

DEPARTMENT FY17-18

FY18-19

FY19-20

FY20-21

FY21-22

CITY POPULATION 30,814 32,603 34,339 36,084 37,500

PERSONNEL105 - GENERAL FUND 203.50 221.50 235.00 237.00 247.00205 - UTILITY SERVICES FUND 35.25 35.25 39.25 39.25 39.25511 - SENIOR CITIZEN'S CENTER 4.00 4.00 4.50 4.50 4.50615 - MED (4A) 3.00 3.00 3.00 3.00 3.00627 - CONFERENCE CENTER 4.50 4.50 4.50 4.50 4.50

TOTAL PERSONNEL 250.25 268.25 286.25 288.25 298.25

PERSONNEL SUMMARY (Full-Time Equivalents)

0255075

100125150175200225250

FY17-18

FY18-19

FY19-20

FY20-21

FY21-22

FTE

'S

FISCAL YEAR

EMPLOYEES BY FUND

105 - GENERAL FUND



615 - MED (4A)


7.7

7.8

7.9

8.0

8.1

8.2

8.3

8.4

FY17-18

FY18-19

FY19-20

FY20-21

FY21-22

FTE

'S p

er T

HO

USA

ND

PO

PUL

AT

ION

FISCAL YEAR

FULL-TIME EQUIVALENTS (FTE'S) PER THOUSAND POPULATION

434

General GovernmentPay Schedule

City of Midlothian2021-2022 Pay Schedule

Pay Group Job Titles

Pay Basis Range Minimum

Range Midpoint

Range Maximum Exemption

10 Intern H 10.50 12.86 15.23 NESeasonal Worker (various positions) NE

11 Animal Shelter Attendant A 26,520.00 32,468.80 38,438.40 NEConference Center Event Worker M 2,210.00 2,705.73 3,203.20 NESenior Center Coordinator B 1,020.00 1,248.80 1,478.40 NE

H 12.75 15.61 18.4812 Building Services Worker A 27,830.40 34,091.20 40,352.00 NE

Parks Maintenance Worker I M 2,319.20 2,840.93 3,362.67 NEB 1,070.40 1,311.20 1,552.00H 13.38 16.39 19.40

13 Customer Service Tech/Meter Reader A 29,203.20 35,755.20 42,328.00 NEPW Maintenance Worker I M 2,433.60 2,979.60 3,527.33 NE

B 1,123.20 1,375.20 1,628.00H 14.04 17.19 20.35

14 Parks Crew Leader A 30,659.20 37,544.00 44,449.60 NEPW Sign Tech/MW II M 2,554.93 3,128.67 3,704.13 NESr. Customer Service Tech/Meter Reader B 1,179.20 1,444.00 1,709.60 NEUtility Maintenance Worker I H 14.74 18.05 21.37 NEWTP Maintenance Worker I NEKitchen Manager NE

15 WTP Maintenance Worker II A 32,177.60 39,416.00 46,654.40 NEM 2,681.47 3,284.67 3,887.87B 1,237.60 1,516.00 1,794.40H 15.470 18.950 22.430

16 Administrative Assistant I A 33,779.20 41,371.20 48,963.20 NEPW Heavy Equipment Specialist M 2,814.93 3,447.60 4,080.27 NERecords Coordinator B 1,299.20 1,591.20 1,883.20 NEUtility Heavy Equipment Operator H 16.24 19.89 23.54 NE

17 Administrative Assistant II A 35,464.00 43,430.40 51,417.60 NEEvent Marketing Assistant M 2,955.33 3,619.20 4,284.80 NEIrrigator Technician B 1,364.00 1,670.40 1,977.60 NEPSO/Jailer H 17.05 20.88 24.72 NEWTP Operator (Trainee) NE

18 Administrative Assistant III A 37,232.00 45,593.60 53,976.00 NEAdministrative Tech./PD M 3,102.67 3,799.47 4,498.00 NECourt Clerk B 1,432.00 1,753.60 2,076.00 NEMaintenance Supervisor H 17.90 21.92 25.95 NEMeter Services Supervisor NEHR Specialist NEUtility Crew Leader NE

19 Administrative Office Manager A 39,083.20 47,860.80 56,659.20 NECode Enforcement/AC Officer M 3,256.93 3,988.40 4,721.60 NECode Enforcement Officer B 1,503.20 1,840.80 2,179.20 NEUtility Billing Technician H 18.79 23.01 27.24 NEWTP Operator NEAccounting Specialist NEVictim Advocate NE

435





Range Midpoint


20 Human Resources Generalist A 41,017.60 50,232.00 59,467.20 NELead Utility Billing Technician M 3,418.13 4,186.00 4,955.60 NEPayroll Administrator B 1,577.60 1,932.00 2,287.20 NEPW Foreman H 19.72 24.15 28.59 NEUtility Foreman NEUtility Inspector NELead Animal Control Officer NEWTP Lead Operator NE

21 Construction Inspector A 43,056.00 52,728.00 62,420.80 NEGIS Technician M 3,588.00 4,394.00 5,201.73 NEVolunteer Coordinator B 1,656.00 2,028.00 2,400.80 NE

H 20.70 25.35 30.0122 Accounting Specialist/Investments A 45,198.40 55,348.80 65,520.00 E

Animal Control Field Supervisor M 3,766.53 4,612.40 5,460.00 EAnimal Shelter Supervisor B 1,738.40 2,128.80 2,520.00 EGIS Specialist H 21.73 26.61 31.50 EPatrol Admin/Analyst EWTP Asst Chief Operator NE

23 Building Inspector A 47,444.80 58,115.20 68,785.60 NEConference Center Coordinator M 3,953.73 4,842.93 5,732.13 NELibrarian B 1,824.80 2,235.20 2,645.60 EMarketing Manager H 22.81 27.94 33.07 ESpecial Events/Recreation Coordinator ESr. Center Director E

24 Administrative Services Manager A 49,816.00 61,006.40 72,217.60 EIT Support Administrator M 4,151.33 5,083.87 6,018.13 NEPlanning & Zoning Coordinator B 1,916.00 2,346.40 2,777.60 E

H 23.95 29.33 34.7225 A 52,291.20 64,043.20 75,816.00 E

M 4,357.60 5,336.93 6,318.00B 2,011.20 2,463.20 2,916.00H 25.14 30.79 36.45

26 Combination Building Inspector A 54,891.20 67,225.60 79,580.80 NEPlanner I M 4,574.27 5,602.13 6,631.73 ESenior Accountant B 2,111.20 2,585.60 3,060.80 EWTP Chief Operator H 26.39 32.32 38.26 EHR Coordinator

27 Asst to CM/Deputy City Secretary A 57,616.00 70,574.40 83,532.80 ECourt Administrator M 4,801.33 5,881.20 6,961.07 EPublic Works Superintendent B 2,216.00 2,714.40 3,212.80 EPurchasing Agent H 27.70 33.93 40.16 EUtility Billing Manager EUtility Superintendent E

28 A 60,486.40 74,089.60 87,692.80M 5,040.53 6,174.13 7,307.73B 2,326.40 2,849.60 3,372.80H 29.08 35.62 42.16

29 Budget Officer A 63,502.40 77,771.20 92,060.80 EPublic Safety Administrator M 5,291.87 6,480.93 7,671.73 ENetwork Administrator B 2,442.40 2,991.20 3,540.80 EParks Operations Manager H 30.53 37.39 44.26 EWTP Manager E

436





Range Midpoint


30 Planning Manager A 66,664.00 81,660.80 96,657.60 EHuman Resources Manager M 5,555.33 6,805.07 8,054.80 E

B 2,564.00 3,140.80 3,717.60H 32.05 39.26 46.47

31 Chief Building Official A 69,992.00 85,737.60 101,483.20 ECommunity Services/Environmental Mgr. M 5,832.67 7,144.80 8,456.93 ECommunications and Marketing Director B 2,692.00 3,297.60 3,903.20 E

H 33.65 41.22 48.79

32 City Secretary A 73,486.40 90,001.60 106,537.60 EConference Center Director M 6,123.87 7,500.13 8,878.13 EEmergency Management Coordinator B 2,826.40 3,461.60 4,097.60 ESr. Economic Development Business Manager H 35.33 43.27 51.22 E

33 Assistant City Engineer A 77,147.20 98,342.40 119,558.40 EAssistant Finance Director M 6,428.93 8,195.20 9,963.20 EAssistant Director of Planning B 2,967.20 3,782.40 4,598.40 E

H 37.09 47.28 57.4834 Parks & Recreation Director A 80,995.20 103,251.20 125,528.00 E

PW Director M 6,749.60 8,604.27 10,460.67 EB 3,115.20 3,971.20 4,828.00H 38.94 49.64 60.35

35 A 85,030.40 108,409.60 131,788.80M 7,085.87 9,034.13 10,982.40B 3,270.40 4,169.60 5,068.80H 40.88 52.12 63.36

36 IT Director A 89,273.60 113,817.60 138,361.60 EM 7,439.47 9,484.80 11,530.13B 3,433.60 4,377.60 5,321.60H 42.92 54.72 66.52

37 Human Resources Director A 93,724.80 119,496.00 145,267.20 EPlanning Director M 7,810.40 9,958.00 12,105.60 E

B 3,604.80 4,596.00 5,587.20H 45.06 57.45 69.84

38 Fire Chief A 98,404.80 125,465.60 152,526.40 E

M 8,200.40 10,455.47 12,710.53B 3,784.80 4,825.60 5,866.40H 47.31 60.32 73.33

39 Director Engineering and Utilities A 103,313.60 131,705.60 160,118.40 E

Finance Director/CFO M 8,609.47 10,975.47 13,343.20 EPolice Chief B 3,973.60 5,065.60 6,158.40 E

H 49.67 63.32 76.9840 A 108,472.00 138,299.20 168,126.40

M 9,039.33 11,524.93 14,010.53B 4,172.00 5,319.20 6,466.40H 52.15 66.49 80.83

41 Assistant City Manager A 113,880.00 145,184.00 176,508.80 E

M 9,490.00 12,098.67 14,709.07B 4,380.00 5,584.00 6,788.80H 54.75 69.80 84.86

A = Annual; M = Monthly; B = Biweekly; H = Hourly

437

Pay Group Job title

Pay Basis Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8

50 Fire Fighter A 54,513.68200 (2756 hours) M 4,542.81

H 19.7852 Fire Fighter/Paramedic A 58,454.76 60,797.36 63,222.64 65,758.16 68,376.36 71,104.80 73,943.48 76,892.40

202 (2756 hours) M 4,871.23 5,066.45 5,268.55 5,479.85 5,698.03 5,925.40 6,161.96 6,407.70H 21.21 22.06 22.94 23.86 24.81 25.80 26.83 27.90

54 Fire Fighter/ A 74,797.84 77,801.88 80,916.16 84,140.68204 Paramedic Engineer M 6,233.15 6,483.49 6,743.01 7,011.72

(2756 hours) H 27.14 28.23 29.36 30.5355 Fire Inspector A 77,022.40 80,100.80 83,304.00 86,632.00

205 M 6,418.53 6,675.07 6,942.00 7,219.33Based on 2080 work hours H 37.03 38.51 40.05 41.65

56 Fire Captain A 82,928.04 86,235.24 89,680.24 93,263.04208 (2756 hours) M 6,910.67 7,186.27 7,473.35 7,771.92

H 30.09 31.29 32.54 33.8460 Batallion Chief A 94,787.68 98,579.19 102,522.35 106,623.25 110,888.18

209 (2756 hours) M 7,898.97 8,214.93 8,543.53 8,885.27 9,240.68Based on 2756 work hours H 34.39 35.77 37.20 38.69 40.24Based on 2080 work hours H 45.57 47.39 49.29 51.26 53.31

62 Assistant Fire Chief A 109,200.00 113,568.00 118,102.40 122,824.00 127,732.80212 (2080 hours) M 9,100.00 9,464.00 9,841.87 10,235.33 10,644.40

H $52.50 $54.60 $56.78 $59.05 $61.41

70 A 38,958.40 40,913.60 42,952.00 45,094.40 47,340.80 49,712.00 52,208.00 54,828.80250 M 3,246.53 3,409.47 3,579.33 3,757.87 3,945.07 4,142.67 4,350.67 4,569.07

H 18.73 19.67 20.65 21.68 22.76 23.90 25.10 26.3672 A 44,200.00 46,404.80 48,734.40 51,168.00 53,726.40 56,409.60 59,238.40 62,192.00

252 M 3,683.33 3,867.07 4,061.20 4,264.00 4,477.20 4,700.80 4,936.53 5,182.67H 21.25 22.31 23.43 24.60 25.83 27.12 28.48 29.90

73 Comunications Mgr A 69,721.60 72,508.80 75,400.00 78,416.00 81,556.80 84,822.40 88,212.80 91,748.80253 M 5,810.13 6,042.40 6,283.33 6,534.67 6,796.40 7,068.53 7,351.07 7,645.73

H 33.52 34.86 36.25 37.70 39.21 40.78 42.41 44.11

74 Police Officer A 58,947.20 61,297.60 63,752.00 66,310.40 68,972.80 71,739.20 74,609.60 77,584.00254 M 4,912.27 5,108.13 5,312.67 5,525.87 5,747.73 5,978.27 6,217.47 6,465.33

H 28.34 29.47 30.65 31.88 33.16 34.49 35.87 37.3076 Police Corporal A 69,680.00 72,467.20 75,358.40 78,374.40

256 M 5,806.67 6,038.93 6,279.87 6,531.20H 33.50 34.84 36.23 37.68

78 Police Sergeant A 81,536.00 84,801.60 88,192.00 91,728.00258 M 6,794.67 7,066.80 7,349.33 7,644.00

H 39.20 40.77 42.40 44.1080 Police Commander A 93,350.40 97,094.40 100,984.00 105,019.20 109,220.80

260 M 7,779.20 8,091.20 8,415.33 8,751.60 9,101.73H 44.88 46.68 48.55 50.49 52.51

82 Asst Police Chief A 110,864.00 115,294.40 119,912.00 124,716.80 129,708.80262 M 9,238.67 9,607.87 9,992.67 10,393.07 10,809.07

H 53.30 55.43 57.65 59.96 62.36

A = Annual; M = Monthly; H = Hourly

Communications Officer

Communications Supervisor

FIRE

COMMUNICATIONS

POLICE

City of Midlothian Public Safety Pay Schedule FY 2020‐2021

438

Fee Schedules

439

Council & Boards

449

CITY OF MIDLOTHIAN COUNCIL & BOARDS

Richard Reno Mayor 2023 Clark Wickliffe Place 4 2022Wayne Sibley Place 1 2023 Justin Coffman Place 5 2024Mike Rodgers Place 2 2023 Hud Hartson Place 6 2024Ted Miller Place 3 2022

Melissa Koehler (Alternate 2) OpenJerry Caves 2023 Colt Remington (Alternate 1) OpenAngela Stephens 2023 Mike Barnes 2022Scott Koehler (Vice-Chairman) 2022 Jimmy Bonney 2023Maurice Osborn (Chairman) 2022 James Johnson 2022Mike Rodgers 2022 Sandra Carr 2023Lee Skinner 2023 Tim Hardesty 2023Mark Hill 2022

Judith Howard 2022Tony Sanders 2022 Karen Esberger (Chairman) 2022Rwan Hardesty 2022 John Holveck 2021Brook Rollins 2023 Melissa Pegram 2022Tom Coleman 2023 Christina Chambers 2022Bill Hileman 2022 Kenneth Branscome 2021Mercedes Ross 2023 Billie Hutson 2021Robert Heck 2022

Jimmie Mitchell 2021Christopher Ginapp 2023 Laigh Fields 2022Donna Crimmins-Bonnell 2022 Deborah Keyes 2021Brandee Fulfer (Chair) 2022 Vacant 2021Todd Jackson 2021 Vacant 2022Levi McDonald 2023Chandra Filmore 2021Caleb Bachelor (Vice Chair) 2020

Chris Dick (Chairman) 2022David Hodges 2022Ann Honza 2023Helene Jones 2023

Vacant - Board is not Active 2021 Dora Trillo 2022Vacant 2021 Jason Jacobus OpenVacant 2022 Jim Norris OpenVacant 2021 Joe Fallis (Vice Chair) OpenVacant 2022 Ken Pritchett Open

MIDLOTHIAN CITY COUNCIL

PLANNING & ZONING COMMISSIONZONING BOARD OF ADJUSTMENT

INDUSTRIAL DEVELOPMENT

MIDLOTHIAN DEVELOPMENT AUTHORITY (MDA)

CORPORATION

HISTORIC ADVISORY BOARD

& MIDLOTHIAN HOUSING AUTHORITY

Non-Voting Sub-Committee to Historic Advisory Board

UTILITY ADVISORY BOARD

PARK BOARD

450

CITY OF MIDLOTHIAN COUNCIL & BOARDS

Judy Walling Bill Burdett 2022 Asst. School Superintendent Bobby Frizzell 2022Chris Dick, City Manager David Hurst 2023Vacant 2023 2022Tammy Varner 2022 Wayne Shuffield 2022Burley Barnett 2021 Lisa Lemon 2023Gary Gates MISD Jacob Wallace 2023Natalie Dennington MISDKaren Esberger MISDJudy Howard (at large) 2022 Alex Smith Wax 2022

Larry Huntley 2022Kent McGuire (Vice Chair) Wax 2024Andrew Sambell (Chair) Rotating 2023

Ron Bland 2023 Randall Porche 2023Jessica Ward (Secretary) 2022 Michael Williams 2024Allen Moorman 2023 Nannette Paghi Wax 2023TJ Henley 2023Jan Davis (VP) 2022Dan Altman 2022Alyn Nix (President) 2023

Wayne Sibley (Chair) Councilmember - Place 1 Richard Reno (Chair) MayorClark Wickliffe Councilmember - Place 4 Ted Miller Mayor pro temRichard Reno Mayor Clark Wickliffe Councilmember - Place 4Chris Dick City ManagerMike Adams City EngineerAdam Mergener Public Works Director Midlothian Economic Dev. Mayor Richard RenoTrenton Robertson Planning Director Planning & Zoning Ted MillerAll Board Members Utility Advisory Board Midlothian Community Dev. Justin Coffman

Parks Board Hud HartsonMid-Way Airport Board Walter DarrachUtility Advisory Board W. Sibley & C. Wickliffe

NOMINATION

BOARD LIAISONS

CITY COUNCIL SUBCOMMITTEES (ACTIVE ONLY)

UTILITY

Alexandra Hendrickson

Permanent

Permanent

MIDLOTHIAN ECONOMIC (Joint School / City)

DEVELOPMENT (MCDC) (4B)

DEVELOPMENT (4A) A. H. MEADOWS LIBRARY BOARD

MIDLOTHIAN COMMUNITY

MID-WAY REGIONAL AIRPORT BOARD

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452

Acronyms and Glossary

453

CITY OF MIDLOTHIAN ACRONYMSATTACHMENTS

4A4BADAAP/ARARCASTMAWOSAWWABNSFBOLOACFRCASACBDCBICERTCIDCIPCJIS

D/FWECADEMSEOCESDETJFBOFEMAFMFTEFYGAAPGASBGFGFOAGISGO BONDGPMHIDTAHMACHVACI&II&SICCIDISOKWHLEOSELETAC

Midlothian Economic Development Corporation Midlothian Community Development Corporation Americans with Disabilities ActAccounts Payable/Accounts Receivable Architectural Review CommitteeAmerican Society for Testing and Materials Automated Weather Observation System American Water Works AssociationBurlington Northern Santa Fe Railroad Company Be On the LookoutAnnual Comprehensive Financial ReportCourt Appointed Special AdvocatesCentral Business DistrictCommunity-Based InstructionCommunity Emergency Response Team Criminal Investigations DivisionCapital Improvement PlanCriminal Justice Information SystemCoronavirus Disease 2019Dallas/Fort WorthEllis Central Appraisal DistrictEmergency Medical ServicesEmergency Operations CenterEmergency Service DistrictExtra-Territorial JurisdictionFixed Base OperatorFederal Emergency Management AgencyFarm to Market (roadway)Full-Time EquivalentFiscal YearGenerally Accepted Accounting Principles Government Accounting Standards BoardGeneral FundGovernment Finance Officers Association Geographic Information SystemGeneral Obligation BondGallons-Per-MinuteHigh-Intensity Drug Trafficking AreasHot-Mixed Asphalt ConcreteHeating, Ventilation and Air ConditioningInflow and InfiltrationInterest and SinkingInternational Code CouncilIdentificationInsurance Services Office, Inc. (rating agency) Kilowatt HoursLaw Enforcement Officer Standards and Education Law Enforcement Training Advisory Commission

454

COVID-19

CITY OF MIDLOTHIAN ACRONYMSATTACHMENTS

M&OMCDC MCRWSMDAMEDMGDMHECMISDMITCMMMPDMSCCMSRBNCTCOGNEED CenterNRMSIRP&ZPIDRCOREACHREPAC

Maintenance & OperationsMidlothian Community Development Corporation (4B)Mountain Creek Regional Wastewater SystemMidlothian Development AuthorityMidlothian Economic Development (4A)Million Gallons DailyMidlothian Higher Education CenterMidlothian Independent School DistrictMulti-Institutional Teaching CenterMidlothian MirrorMidlothian Police DepartmentMidlothian Senior Citizen CenterMunicipal Securities Rulemaking BoardNorth Central Texas Council of GovernmentsNorth Ellis Emergency DispatchNationally Recognized Municipal Securities Information Repository Planning & ZoningPublic Improvement DistrictRemote Communications OutletsResources Education Action Council HelpRegional Emergency Preparedness Advisory Committee (NCTCOG)

ROW or R-O-W Rights-of-WaySAFER Staffing for Adequate Fire & Emergency ResponseSAN Storage Area NetworkSCADA Supervisory Control And Data AcquisitionSEC Securities and Exchange CommissionSECO State Energy Conservation Office (Texas)SID State Information DepositorySOP Standard Operating ProceduresSS/MEDICARE Social Security/MedicareTAAF Texas Amateur Athletic AssociationTCEQ Texas Commission on Environmental QualityTCOLE Texas Commission on Law EnforcementTEEX Texas A&M Engineering Extension ServiceTIRZ Tax Increment Reinvestment ZoneTMRS Texas Municipal Retirement SystemTOP Texas Optimization ProgramTPCA Texas Police Chief's AssociationTRA Trinity River AuthorityTRWD Tarrant Regional Water DistrictTXDOT Texas Department of TransportationUNICOM Universal Integrated Communications SystemUP Union Pacific RailroadVIN Vehicle Identification NumberVTD Virtual Tournament DirectorWDL Waxahachie Daily LightWTP Water Treatment Plant

455

CITY OF MIDLOTHIAN GLOSSARY

ACCOUNT – A term used to identify an individual asset, liability, expenditure control, revenue control, or fund balance.

ACCOUNTING PERIOD – A period at the end of which and for which financial statements are prepared.

ACCOUNTING SYSTEM – The total structure of records and procedures which discover, record, classify, summarize and report information on the financial position and results of operations of a government or any of its funds.

ACCRUAL ACCOUNTING – A basis of accounting in which revenues are recognized in the accounting period in which they are earned, and expenses are recognized in the period in which they are incurred.

ACTIVITY – A specific and distinguishable service performed by a department in order to accomplish a function for which it is responsible.

ADJUSTED BUDGET – Denotes adjustments to line item accounts within a fund/department. These are usually made throughout the year as needed to help managers and the control of expenditures within their budget.

ADOPTED BUDGET – A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. The budget approved by City Council is authorized by ordinance and thus specifies the legal spending limits for the fiscal year.

AD VALOREM TAX – A tax computed from the assessed valuation of land and betterments within a taxing jurisdiction and subject to taxation on January 1 of each year.

AD VALOREM TAX ORDINANCE – The official enactment by the legislative body establishing the legal tax rate percentage applied to all taxable property.

AGENCIES – Federal agency securities.

AMENDED BUDGET – Denotes revenue and expenditure estimate revisions from the adopted or adjusted budget of the fiscal year indicated.

AMERICAN WATER WORKS ASSOCIATION (A.W.W.A) – Association to monitor and advise of changes in the treatment of water.

APPROPRIATION – An authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is limited by the time it may be expended.

APPROPRIATION ORDINANCE – The official enactment by the City Council to establish legal authority for City officials to obligate and expend resources.

ARBITRAGE – Using the proceeds of a tax-exempt bond issue and investing those proceeds in taxable securities, resulting in a profit or loss.

ASKED – The price at which securities are offered.

ASSESSED VALUATION – A valuation set upon real estate or other property by a government body, a basis for levying taxes.

456


ASSETS – Resources owned or held by a government which have monetary value. AUDIT – A methodical examination of utilization of resources concluding in a written report of its findings. An audit is a test of management’s accounting system to determine the extent to which internal accounting controls are both available and being used. An Audit is intended to:

Ascertain whether financial statements fairly present financial position and results of operations;

Test whether transactions have been legally performed; Identify areas for possible improvements in accounting practices and procedures; Ascertain whether transactions have been recorded accurately and consistently; Ascertain the stewardship of officials responsible for governmental resources

AVERAGE BALANCE – Monthly average of fund balance. BALANCE SHEET – The basic financial statement, which disclosed the assets, liabilities, and equities of an entity at a specific date in conformity with generally, accepted accounting principles. BALANCED BUDGET – A budget adopted by the legislative body and authorized by ordinance where the proposed expenditures are equal to or less than the proposed revenues. BASIS OF ACCOUNTING – A term used to refer to when revenues, expenditures, expenses and transfers and the related assets and liabilities are recognized in the accounts and reported in the financial statements. Specifically, it relates to the timing of the measurements made, regardless of the nature of the measurement on either the cash or the accrual method. BENEFITS – Payments to which employees may be entitled including vacation leave, sick leave, pension benefits, death benefits and benefits due on termination of employment. BID – The price offered by a buyer of securities (when you are selling securities, you ask for a bid). BOND – A written promise, generally under seal, to pay a specified sum of money, called the face value, at a fixed time in the future, called the date of maturity, and carrying interest at a fixed rate, usually payable periodically. Note: The difference between a note and a bond is that the latter usually runs for a longer period of time and requires greater legal formality. BOND COVENANT – A legally enforceable promise made by an issuer of bonds to the bondholder, normally contained in the bond resolution or indenture (e.g. pledged revenue). BOND FUND – A fund formally used to account for the proceeds of general obligation bond issues. Such proceeds are not accounted for in a Capital Projects Fund. BOND INDENTURE – A formal agreement also called a deed or trust between an issuer of bonds and the bondholder. BONDED DEBT – That portion of indebtedness represented by outstanding bonds. BOND ISSUED – Bonds sold. BROKER – A broker brings buyers and sellers together for a commission. BUDGET – A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Used without any modifier, the term usually indicates

457


a financial plan for a single fiscal year. The term “budget” is used in two senses in practice. It can designate the financial plan presented to the appropriating body for adoption or the plan finally approved by that body. It is usually necessary to specify whether the budget under consideration is proposed and tentative or whether the appropriating body has approved it.

BUDGET ADJUSTMENT – A legal procedure utilized by the City staff and City Council to revise a budget appropriation. The City of Midlothian’s City Charter requires City Council approval through the adoption of a supplemental appropriation ordinance (which specifies both the source of revenue and the appropriate expenditures account) for any inter-fund adjustments. City staff has the prerogative to adjust expenditures within a departmental budget.

BUDGET CALENDAR – The schedule of essential dates or milestones, which the City departments follow in the preparation, adoption, and administration of the budget.

BUDGET DOCUMENT – The instrument used by the budget-making authority to present a comprehensive financial program to the City Council.

BUDGET FUNDS – Funds that are planned for certain use but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for Council approval is composed of budgeted funds.

BUDGET MESSAGE - A general discussion of the proposed budget as presented in writing by the budget making authority to the legislative body.

BUDGET ORDINANCE – The official enactment by the City Council to legally authorize City Staff to obligate and expend resources.

BUDGET YEAR – The fiscal year of the City which begins October 1 and ends September 30.

BUDGETARY CONTROL – The control of management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues.

BUDGETING (APPROPRIATING) – The City prepares its budget in conformity with practices prescribed or permitted by the applicable statutes of the State of Texas. As prescribed by the Statutes, the City, in its budgeting process, includes as a resource (amount available for current expenditures) a portion of the fund balance that has been accumulated in prior years.

CAPITAL ASSETS – Assets of significant value with a useful life of several years. Capital assets are also called Fixed Assets.

CAPITAL BUDGET – A plan of proposed capital outlays and the means of financing them for the current fiscal period.

CAPITAL EQUIPMENT BUDGET – The portion of the annual operating budget that appropriates funds for the purchase of capital equipment items. These expenditures are often separated from regular operating items, such as salaries, utilities and office supplies. The Capital Equipment Budget includes funds for capital equipment purchases, such as vehicles, furniture, machinery, building improvements, computers and special tools, which are usually distinguished from operating items according to their value and projected useful life. The dollar varies according to the policy established by each jurisdiction.

458


CAPITAL IMPROVEMENT PLAN (C.I.P.) – A plan for capital expenditures to purchase or construct capital projects the cost of which is incurred over a fixed period of several future years. Capital Improvement Plans address issues such as constructing roads or buildings, providing long-term physical improvements to a facility, or purchasing expensive capital equipment such as fire trucks, ambulances, dump trucks, etc. CAPITAL IMPROVEMENT PROGRAM BUDGET – A Capital Improvement Program (CIP) Budget is a separate budget from the operating budget. Items in the CIP are usually construction projects designed to improve the value of the government assets. Examples of capital improvement projects include new roads, sewer lines, buildings, recreational facilities and large-scale remodeling. The City Council receives a separate document that details the CIP costs for the upcoming fiscal year. CAPITAL OUTLAYS – Expenditures that result in the acquisition of or addition to fixed assets. CAPITAL PROJECTS – Established to account for all resources, principally bond proceeds and constructing grants, which are used for the acquisition of capital facilities. CASH ACCOUNTING – A basis of accounting in which transactions are recorded when cash is either received or expended for goods and services. CASH MANAGEMENT – The management of cash necessary to pay for government services while investing temporary cash excesses in order to earn interest revenue. Cash management refers to the activities of forecasting the inflows and outflows of cash, mobilizing cash to improve its availability for investment, establishing and maintaining banking relationships, and investing funds in order to achieve the highest interest and return available for temporary cash balances. CERTIFICATE of ACHIEVEMENT for EXCELLANCE in FINANCIAL REPORTING PROGRAM – A voluntary program administered by the GFOA to encourage governments to publish efficiently organized and easily readable financial reports and to provide technical assistance and peer recognition to the finance / budget officers preparing them. CERTIFICATE OF DEPOSIT – A time deposit with a specific maturity evidenced by a certificate. Large denomination CDs are typically negotiable. CERTIFICATES OF OBLIGATION – Tax supported bonds that are similar to general obligation bonds and can be issued after meeting strict publication requirements and with final approval by the City Council. CHART OF ACCOUNTS – The classification system used by a city to organize the accounting for various funds. CITY CHARTER – The document that established the City as an incorporated political subdivision (municipal government) in accordance with the statutes of the State of Texas. The charter provides the form, roles and powers of the municipal government that is the City of Midlothian. CITY COUNCIL – The Mayor and six Council members collectively acting as the legislative and policy making body of the City. CITY SALES TAX – Revenue of a sales tax at the rate of 1% of total sales tax collected by the State. COLLATERAL – Securities, evidence of deposit or other property which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies.

459


ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR) – Comprehensive Annual Financial Report, prepared by the Auditors or Finance after the audit report is received. The ACFR also includes an extensive introductory section and detailed statistical section that covers ten years of trend data for a variety of indicators.

CONTINGENCY – A budgetary appropriation reserve set-aside for emergencies or unforeseen expenditures not otherwise budgeted for. The primary contingency account requires City Council approval for all expenditures.

CONTINUING EDUCATION UNITS (C.E.U.) – Education requirements for job positions to enable personnel to qualify for state certification and/or step level changes.

CONTRACTUAL SERVICES – The costs related to services performed for the city by individuals, businesses, or utilities.

COUPON – A) The annual rate of interest that a bond’s issuer promises to pay the bondholder on the bond’s face value. B) A certificate attached to a bond evidencing interest due on a payment date.

COURT APPOINTED SPECIAL ADVOCATES (C.A.S.A) – Group of volunteers to assist Judges in making wise life or death decisions regarding child dependency cases. These volunteers protect the best interests of abused and neglected children in Ellis County and advocate the court system for placement in an environment that is safe, nurturing and permanent.

CURRENT TAXES – Taxes that are levied and due within one year.

DEALER – A dealer, as opposed to a broker, acts as a principal in all transactions, buying and selling for his own account.

DEBT LIMIT – The maximum amount of outstanding gross or net debt legally permitted.

DEBT REFUNDING – A common transaction in the government environment where debt is issued, usually at lower interest rates or more favorable terms and the proceeds are used to “refund” outstanding debt. There are current refundings, where the old debt is repaid immediately or advance refundings, where the proceeds of the new debt are placed into an escrow account and used to repay the bondholders of the old debt according to the payback terms.

DEBT SERVICE FUND – A fund established to finance and account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Also called an Interest and Sinking (I&S) fund.

DEBT SERVICE FUND REQUIREMENTS – The amounts of revenue which must be provided for a debt service fund so that all principal and interest payments can be made in full on schedule.

DEBT SERVICES – The City’s obligation to pay the principal and interest of all bonds and other debt instruments to a pre-determined payment schedule.

DEFICIT – The excess of liabilities of a fund over its assets. The excess of expenditures over revenues during an accounting period, or in the case of utility funds, the excess of expenses over income during the accounting period.

DELINQUENT TAXES – Taxes that remain unpaid on and after the date on which a penalty for non-payment is attached.

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DELIVERY VERSUS PAYMENT (DVP) – There are two methods of delivery of securities: delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt for the securities.

DEPARTMENT – A major administrative division of the City which indicates overall management responsibility for operations within a functional area.

DEPRECIATION – Expiration in service life of fixed assets, other than wasting assets, attributable to wear and tear through use and lapse of time, obsolescence, inadequacy, or other physical or functional cause.

D/FW – Dallas/ Fort Worth area of Texas. Combination of towns and cities within the radius of Dallas and Fort Worth, Texas.

DISBURSEMENT – Payment for goods and services in cash or by check.

DISCOUNT – The difference between the cost price of a security and its maturity when quoted at lower than face value. A security selling below original offering price shortly after sale also is considered to be at a discount.

DISCOUNT SECURITIES – Non-interest-bearing money market instruments that are issued a discount and redeemed at maturity for full face value e.g. U.S. Treasury Bills.

DISTINGUISHED BUDGET PRESENTATION AWARD PROGRAM – A voluntary program administered by the Government Finance Officers Association to encourage governments to publish efficiently organized and easily readable budget documents and to provide peer recognition and technical assistance to the fiscal officers preparing them.

DIVERSIFICATION – Dividing investment funds among a variety of securities offering independent returns.

EMERGENCY SERVICE DISTRICT (ESD) – Taxing entity created by the Texas Legislature to provide a funding mechanism for delivering emergency services to primarily unincorporated areas of the state. Midlothian Fire Department & Ovilla Fire Department to provide fire suppression and emergency medical services to its residents.

EMPLOYEE BENEFITS – For the purpose of budgeting, this term refers to the City’s costs of health insurance, pension contributions, social security contributions, workers’ compensation and unemployment insurance costs.

ENCUMBRANCE – The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for future expenditures.

ENVIRONMENTAL PROTECTION AGENCY (E.P.A.) – Federal agency in charge of monitoring and enforcing pollution standards from all sources.

EQUIPMENT REPLACEMENT FUND – Established to account for funds designated for the replacement of the City’s fleet.

ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by Council.

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EXPENDITURES – If the accounts are kept on the accrual basis, the term designates total charges incurred, whether paid or unpaid, including expenses, provision for retirement of debt not reported as a liability of the fund from which retired, and capital outlays. If they are kept on the cash basis, the term covers only actual disbursements for these purposes. Note: Encumbrances are not considered expenditures.

EXPENSES – Charges incurred, whether paid or unpaid, for operation, maintenance, and interest, and other charges, which are presumed to benefit the current fiscal period. Note: Legal provisions sometimes make it necessary to treat as expenses charges whose benefits cover future periods. (Example: purchase of materials and supplies).

EXPENSE OBJECT CLASS – A basis for distinguishing types of expenditures (Example: Personnel Services, Supplies, and Capital).

EXTRA TERRITORIAL JURISDICTION (E.T.J.) – The unincorporated area, not part of any other city, which is contiguous to the corporate limits of the City of Midlothian. The outer limits of which are measured from the extremities of the corporate limits of the City outward for such distances as may be stipulated in the Texas Municipal Annexation Act in accordance with the total population of the incorporated City.

FEDERAL CREDIT AGENCY – Agency of the Federal government set up to supply credit to various classes of institutions and individuals, e.g. S & Ls.

FEDERAL DEPOSIT INSURANCE COROPORATION (F.D.I.C.) – A federal agency that insured bank deposits, currently up to $250,000 per deposit.

FEDERAL FUND RATE (the “Fed Rate”) – The rate of interest at which Fed funds are traded. This rate is currently pegged by the Federal Reserve through open-market operations.

FEDERAL HOME LOAN BANKS (F.H.L.B.) – The institutions that regulate and lend to savings and loan associations. The Federal Home Loan Bank, play a role analogous to that played by the Federal Reserve Banks in relation to member commercial banks.

FEDERAL NATIONAL MORTGAGE ASSOCIATION (F.N.M.A.) – Was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a federal corporation working under the auspices of the Department of Housing and Urban Development. It is the largest single provider of residential mortgage funds in the United States. FNMA’s securities are also highly liquid and are widely accepted. FNMA assumes and guarantees that all security holders will receive timely payment of principal and interest.

FEDERAL OPEN MARKET COMMITTEE (F.O.M.C.) – Consists of seven members of the Federal Reserve Board and five of the twelve Federal Reserve Bank Presidents. The committee periodically meets to set Federal Reserve guidelines regarding purchases and sales of Government securities in the open market as a means of influencing the volume of bank credit and money.

FEDERAL RESERVE SYSTEM – The central bank of the United States created by Congress and consisting of a seven-member Board of Governor in Washington D.C. 12 Regional banks and about 5,700 commercial banks that are members of the system.

FINANCIAL POLICIES – Financial policies are used to enable the city to achieve a sound financial position. They are in writing and are updated as needed.

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FISCAL YEAR – The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Midlothian has specified October 1 to September 30 as its fiscal year.

FIXED ASSETS – Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. Fixed assets are also called capital assets.

FLEET – Includes all city vehicles and off-road equipment.

FRANCHISE FEES – A fee paid by public service utilities for use of public property in providing their services to the citizens of the community.

FULL FAITH AND CREDIT – A pledge of the general taxing power of a government to a government to repay debt obligations (typically used in reference to bonds).

FUNCTION – A group of related programs crossing organizational (department) boundaries and aimed at accomplishing a broad goal or accomplishing a major service.

FUND – An accounting entity that has a set of self-balancing accounts and that records all financial transactions for specific activities or government functions. Eight commonly used funds in public accounting are: general fund, special revenue funds, debt service funds, capital project funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds.

FUND BALANCE – Fund balance is the excess of assets over liabilities and is known as surplus funds.

GENERAL FUND (GF) – The largest fund within the City, the General Fund accounts for most of the financial resources of the government. General Fund revenues include property taxes, licenses and permits, local taxes, service charges and other types of revenue. This fund usually includes most of the basic operating services, such as fire and police protection, finance, information technology, park and recreation, libraries, public works, and general administration.

GENERAL LEDGER – A file that contains a listing of the various accounts necessary to reflect the financial position of the government.

GENERAL OBLIGATION BONDS (G.O. Bonds) – Bonds that finance a variety of public projects such as streets, buildings, and improvements; the repayment of these bonds is usually made from the General Fund, and these bonds are backed by the full faith and credit of the issuing government.

GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (G.A.A.P.) – Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP provides a standard by which to measure financial presentations. The primary authoritative body on the application of G.A.A.P. to state and local governments is the Governmental Accounting Standards Board.

GEOGRAPHIC INFORMATION SYSTEM (G.I.S.) – An organized collection of computer hardware, software, geographic data, and personnel designed to efficiently capture, store, update, manipulate, analyze, and display all forms of geographically referenced information to give you a better understanding of a place.

GOAL – A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless; that is, it is not concerned with a specific achievement in a given period.

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GOVERMENT ACCOUNTING STANDARDS BOARD (G.A.S.B) – The authoritative accounting and financial reporting standard-setting body for governmental entities.

GOVERNMENTAL ACCOUNTING – The composite of analyzing, recording, summarizing, reporting and interpreting the financial transactions of governmental units and agencies.

GOVERNMENTAL FUNDS – Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.

GRANT – A contribution by one governmental unit to another. The contribution is usually made to aid in the support of a specified function (for example, education), but it is sometimes also for general purposes.

HIGH INTENSITY DRUG TRAFFICKING AREAS (HIDTA) TASK FORCE – an intelligence driven federal task force established by the Anti-Drug Abuse Act of 1988 by the White House Office of National Drug Control Policy, a component of the Executive Office of the President. The HIDTA task force is designed to reduce the availability of illicit drugs and drug-related violence by attacking, dismantling, and destroying drug trafficking organizations operating in the North Texas region and impacting other areas of the country.

HOTEL / MOTEL OCCUPANCY FEES FUND – A fund established to account for financial resources to be used for city promotions. A tax is levied upon the occupancy of any room or space furnished by any hotel. Revenue from this tax is used by the city for promotional functions, including the Chamber of Commerce and special promotional events.

INCODE – Software program used by Finance, Court, Public Works and Utility Billing.

INCOME – This term is used in accounting for governmental enterprises and represents the excess of the revenues earned over the expenses incurred in carrying on particular phases of an enterprise’s activities. As indicated elsewhere, the excess of the total revenues over the total expenses of the enterprise for a particular accounting period is called “Net Income”.

INDUSTRIAL ASSET MANAGEMENT COUNCIL (I.A.M.C.) – National broker used by MED for marketing of Midlothian.

INFLOW & INFILTRATION (I&I) – Study for wastewater treatment.

INFRASTRUCTURE – The underlying permanent foundation or basic framework.

INSTRUMENT FLIGHTS RULES (I.F.R.) – The term is generally used for pilots who are flying strictly by instruments on a flight plan monitored by flight controllers.

INTEREST & SINKING (I&S) – Another term for debt obligations (principal and interest).

INTERFUND TRANSFERS – Amounts transferred from one fund to another.

INTERGOVERNMENTAL REVENUE – Revenue received from another government for a specified purpose. In Midlothian, these funds are from the State of Texas and the Federal Government.

INTERNAL SERVICE FUND – A fund established to finance and account for services and commodities furnished by a designated department or agency to other departments or agencies within a single governmental unit or to other governmental units. Amounts expended by the funds are restored

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thereto, either from operating earnings or by transfers from other funds, so that the original fund capital is kept intact. INVENTORY – A detailed listing of property currently held by the government. INVESTMENTS – Securities and real estate held for the production of income in the form of interests, dividends, rentals, or lease payments. The term does not include fixed assets used in City operations. INVOICE – A bill requesting payment for goods or services by a vendor or other governmental unit. LAND – A fixed asset account, which reflects the value of land owned by a governmental unit. If land is purchased, this account shows the purchase price and costs such as legal fees, filing and excavation costs, and the like, which are incurred to put the land in condition for its intended use. If land is acquired by gift, the account reflects the estimated fair value at the time of acquisition. LEVY – To impose taxes, special assessments, or service charges for the support of City activities. LEXIPOL – A private corporation. LIABILITIES – Debt or other legal obligations arising out of transactions in the past, which must be liquidated, renewed or refunded at some future date. LINE ITEM BUDGET – A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. LIQUIDITY – A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes. LOCAL GOVERNMENT INVESTMENT POOL (L.G.I.P) – The aggregate of all funds from political subdivisions that are placed in the custody of the State Treasurer for investment and reinvestment. LONG TERM DEBT – Debt with a maturity of more than one year after the date of issuance. MAINTENANCE - All materials or contract expenditures covering repair and upkeep of city buildings, machinery and equipment, computer systems and land. MARKET VALUE – The price at which a security is trading and could presumably be purchased or sold. MASTER REPURCHASE AGREEMENT – A written contract covering all future transactions between the parties to repurchase / reverse repurchase agreements that establishes each party’s rights in the transactions. MATERIALS & SUPPLIES – Expendable materials and operating supplies necessary to conduct departmental activity. MATURITIES – The dates on which the principal or stated values of investments or debt obligations mature and may be reclaimed. MIDLOTHIAN COMMUNITY DEVELOPMENT CORPORATION (M.C.D.C.) – This fund was established in 1999 to account for the section 4B Sales Tax collections used for the economic

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development of community development activities in the City of Midlothian. Since 1999, the sales tax has been used to build and pay for the debt of the Midlothian Senior Citizen and Conference Center. MIDLOTHIAN DEVELOPMENT AUTHORITY (M.D.A) – Established in 1998, this fund accounts for ad valorem taxes received from entities located in the Tax Increment Reinvestment Zone (TIRZ). The MDA is a nine-member board established by ordinance on October 28, 1998 charged with implementing and managing The Project and Financing Plan, as authorized by the taxing units, designed to develop or redevelop properties located within the Tax Increment Reinvestment Zone. MIDLOTHIAN ECONOMIC DEVELOPMENT CORPORATION (M.E.D.C.) – This fund was established in 1999 to account for the section 4A State Sales Tax collections used for the Economic Development of industrial and manufacturing activities in the City of Midlothian. Receives ½ cent of generated sales tax revenue for operations and the mission is to attract new business and industry to Midlothian. MILLION GALLONS DAILY (M.G.D.) – Term used in measurement of water and wastewater treatment. MODIFIED ACCRUAL ACCOUNTING – A basis of accounting in which expenditures are accrued but revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are “measurable” and “available for expenditure.” Since this type of accounting basis is a conservative financial approach, it is recommended as the standard for most governmental funds. MONEY MARKET – The market in which short-term debt instruments (bills, commercial paper, banker’s acceptances, etc) are issued and traded. MUNICIPAL – Of or pertaining to a city or its government. MUNICIPAL SECURITIES RULEMAKING BOARD (M.S.R.B.) – The Municipal Securities Rulemaking Board is an independent self-regulatory organization, consisting of representatives of securities firms, dealer banks and the public, that is charged with primary rulemaking authority over dealers, dealer banks and brokers in connection with their municipal securities activities. MSRB rules are approved by the SEC and enforced by NASD for broker-dealers other than dealer banks and by the appropriate regulatory agencies for dealer banks. NATIONALLY RECOGNIZED MUNICIPAL SECURITIES INFORMATION REPOSITORY (N.R.M.S.I.R.) – An entity recognized by the SEC under Rule 15c2-12 as being authorized to receive municipal securities information such as final official statements, material event notices and annual financial information. NO-NEW-REVENUE TAX RATE – The tax rate that would impose the same total taxes as the previous year on properties taxed in both years. In other words, the no-new-revenue tax rate gives the taxing unit approximately the same amount of money to spend as it had the year before.

NO-NEW-REVENUE TAX RATE= (Last Year’s Levy – Lost Property Levy)

(Current Total Value – New Property Value NON-OPERATING – Income of governmental enterprises of a business character which is not derived from the operation of such enterprises. An example is interest on investments or on bank deposits.

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NORTH CENTRAL TEXAS COUNCIL OF GOVERNMENTS (N.C.T.C.O.G.) – A voluntary association of, by and for local governments, established to assist local governments in planning for common needs, cooperating for mutual benefit and coordinating for sound regional development. NCTCOG's purpose is to strengthen both the individual and collective power of local governments and to help them recognize regional opportunities, eliminate unnecessary duplication, and make joint decisions. OBJECT CODE – An expenditure category, such as salaries, supplies, or vehicles. OBJECTIVE – Desired output-oriented accomplishments, which can be measured and achieved within a given time frame. Achievement of the objective advances an activity and organization toward a corresponding goal. OFFER – The price asked by a seller of securities (When you are buying securities, you ask for an offer). OPEN MARKET OPERATIONS – Purchases and sales of government and certain other securities in the open market by the New York Reserve Bank as directed by the F.O.M.C in order to influence the volume of money and credit in the economy. Open market operations are the Federal Reserve’s most important and most flexible monetary policy tool. OPERATING – As used in the accounts of governmental enterprises of a business character, the term means such costs as are necessary to the maintenance of the enterprise, the rendering of services of which operated, the sale of merchandise, the production and disposition of commodities produced, and the collection of the revenues. The term is sometimes used to describe expense for general governmental purposes. OPERATING BUDGET – The portion of the budget that pertains to daily operations that provide basic governmental services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel and fuel. OPERATING FUND – A fund restricted to a fiscal budget year. ORDINANCE – A formal legislative enactment by the government board of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. OVERLAPPING DEBT – The long-term outstanding debt instruments of governments that overlap geographically, at least in part, with the City that some, or all, of the City’s taxpayers will have to pay in whole or in part. PER CAPITA COSTS – The cost of service per person. Per capita costs are based on the population. PERFORMANCE BUDGET – A budget that focuses upon activities rather than line items. Work load and unit cost data are collected in order to assess the efficiency of services. Typical data collected might include miles of streets paved per year, cost of paved streets per mile, or tons of garbage collected per man-hour. PERFORMANCE INDICATORS – Financial ratios and non-financial information that identifies efforts and gauges efficiencies and accomplishments of governments in providing services. PERFORMANCE MEASURES – Specific quantitative and qualitative measure of work performed as an objective of the department.

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PERSONNEL SERVICES – The costs associated with compensating employees for their labor. This includes salaries and fringe benefits.

PORTFOLIO – Collection of securities held by an investor.

POSITION – A full-time employee working at least 40 hours per week. For example, an activity requiring three full-time and one part-time employees would have 3 ½ positions.

PRIMARY DEALER – A group of government securities dealers who submit daily reports of market activity and positions and monthly financial statements to the Federal Reserve Bank of New York and are subject to its informal oversight.

PROGRAM – A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the city is responsible.

PROGRAM BUDGET – A budget that focuses upon the goals and objectives of an agency or jurisdiction rather than upon its organizational budget classes of expenditure.

PROJECT – Something that is contemplated or planned, a large or major undertaking, especially one involving considerable money, personnel, and equipment.

PROPOSE – To offer for consideration, acceptance, or action.

PROPERTY TAX – Property taxes are levied on both real and personal property according to the property’s valuation and the tax rate.

PROPRIETARY FUND TYPES – Sometimes referred to as income determination or commercial-type funds, the classification used to account for a government’s ongoing organizations and activities that are similar to those often found in the private sector. All assets liabilities, equities, revenues, expenses and transfers relating to the government’s business and quasi-business activities are accounted for through proprietary funds. GAAP uses are generally those applicable to similar businesses in the private sector and the measurement focus is on determination of net income, financial position and changes in financial position. However, where the GASB has issued pronouncements applicable to those entities and activities, they should be guided by these pronouncements.

PRUDENT PERSON RULE – An investment standard. In some states, the law requires that a fiduciary, such as a trustee, may invest money only in a list of securities selected by the state (the so-called legal list). In other states, the trustee may invest in a security if it is one which would be bought by a prudent person of discretion and intelligence who is seeking a reasonable income and preservation of capital.

PUBLIC HEARING – The portion of open meetings held to present evidence and provides information on both sides of an issue.

PURCHASE ORDER – A document issued to authorize a vendor or vendors to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encumbrances.

PURCHASE REQUISITION – The initial purchase request document that, if approved, is the basis for the preparation of the official purchase order.

QUALIFIED PUBLIC DEPOSITORIES – A financial institution which does not claim exemption from the payment of any sales or compensating use or ad valorem taxes under the laws of this state,

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which has segregated for the benefit of the commission eligible collateral having a value of not less than its maximum liability and which has been approved by the Public Deposit Protection Commission to hold public deposits. RATE OF RETURN – The yield obtainable on a security based on its purchase price or its current market price. RATING AGENCIES – Independent rating services that evaluate the credit worthiness of government entities in the process of issuing bonded debt. R.E.A.C.H. (Resources Education Action Council Help) – The mission of REACH is to encourage and support safe and healthy choices vital to the well-being of our youth, families and community. Counselors provide counseling and drug education services on a full-time basis to the community. They sponsor “Red Ribbon Week” promoting Safe Homes for children. RECONCILIATION – A detailed summary of increases and decreases in departmental expenditures from one budget year to another. REFUNDING BONDS – Bonds issued to retire bonds already outstanding. The refunding bonds may be used to provide the resources for redeeming outstanding bonds, or the refunding bonds may be exchanged with the holders of the outstanding bonds. REIMBURSEMENT – Repayment to a specific fund for expenditures incurred or services performed by that fund to or for the benefit of another fund. REPLACEMENT COST – The cost of an asset which can render similar service but which need not be of the same structural form as the property to be replaced. REPURCHASE AGREEMENT (RP OR REPO) – A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed price on a fixed date. The security “buyer” in effect lends the “seller” money for the period of the agreement and the terms of the agreement are structured to compensate him for this. REQUISITION – A written request from a department to the Budget/Accounting office for specific goods or services. This action precedes the authorization of a purchase order. RESERVE – An account used to earmark a portion of a fund balance to indicate that it is not appropriate for expenditures or an account used to earmark a portion of fund equity as legally segregated for a specific future use. RESOLUTION – A special or temporary order of a legislative body: an order of a legislative body requiring less legal formality than an ordinance or statute. REVENUE – The yield of taxes and other monetary resources that the City collects and receives into the treasury for public use. For those revenues which are recorded on the accrual basis, this term designates additions to assets which: (a) do not increase any liability; (b) do not represent the recovery of an expenditure; (c) do not represent the cancellation of certain liabilities without an increase in other liabilities or a decrease in assets; and (d) do not represent contributions of fund capital in enterprise and internal service funds. The same definition applies to those cases where revenues are recorded on the modified accrual or cash basis, except that additions would be partially or entirely recorded in cash. REVENUE BONDS – Bonds usually sold for constructing a project that will produce revenue for the government. The revenue is used to pay the principal and interest of the bond.

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RISK MANAGEMENT – An organized attempt to protect a government’s assets against accidental loss in the most economical method. SAFEKEEPING – A service to customers rendered by banks for a fee where by securities and valuables of all types and descriptions are held in the bank’s vault for protection. S.A.F.E.R. (STAFFING FOR ADEQUATE FIRE & EMERGENCY RESPONSE) – The SAFER grant was created by FEMA (Federal Emergency Management Agency), as part of the Department of Homeland Security, to provide funding directly to fire departments and volunteer firefighter interest organizations in order to help them increase the number of trained, “front line” firefighters available in their communities. SAFER grants enhance the local fire departments’ abilities to comply with staffing, response and operational standards established by the National Fire Protection Association (NFPA) and Occupational Safety & Health Administration (OSHA). S.C.A.D.A. (SUPERVISORY CONTROL & DATA ACQUISITION) – Software / hardware for Water Treatment Plants to monitor treatment of water. SEC RULE 15C3-1 – See Uniform Net Capital Rule. SECURITIES & EXCHANGE COMMISSION (S.E.C.) – Agency created by Congress to protect investors in securities transactions by administering securities legislation. SERVICE CHARGES – A fee paid to use a particular service. The fee can be a standard amount, such as an admission to parks, or a charge based on consumption, such as water charges per 1,000 gallons. SOCIETY FOR PREVENTION OF CRUELTY TO ANIMALS (S.P.C.A.) – Organization designed to assistance with pet adoption, rescue of abused animals and provides a spay/neuter program. SOURCES OF REVENUE – Revenues are classified according to their source or point of origin. SPECIAL REVENUE FUND – A fund used to account for the proceeds of specific revenue sources (other than special assessments, expendable trust, or for major capital projects), that are legally restricted to expenditure for specified purposes. An example is the Revenue Sharing fund typically maintained by cities. STATE INFORMATION DEPOSITORY (S.I.D.) – An entity to which an issuer or obligated person that has entered into a continuing disclosure agreement under Rule 15c2-12 is required to send annual financial information and material event disclosures, if such an entity has been established within the state of the issuer. TAX BASE – The total value of all real and personal property in the city as of January 1st of each year as certified by the Ellis County Appraisal District. The tax base represents net value after all exemptions. TAX DUPLICATE – A listing of all taxable properties (real and personal) located within the City’s boundaries and the assessed valuation of each parcel as determined by the Ellis County Appraisal District. Another term for tax roll. TAX INCREMENT REINVESTMENT ZONE (T.I.R.Z.) – Tax Increment Reinvestment Zone was created in August 1998, encompassing 2,184 acres of land to be developed as a mixed-use business park, in accordance with state of Texas Financing and Tax codes. Located within the boundaries of State Highway 67 on the north, V.V. Jones Road on the west, and Water Works Road on the east.

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TAX LEVY – The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. TAX RATE – A percentage applied to all taxable property to raise general revenue. It is derived by dividing the total tax levy by the taxable net property valuation. TEXAS COMMISSION ON ENVIRONMENTAL QUALITY (T.C.E.Q.) – State agency that monitors pollution regulations across the state. TEXAS DEPARTMENT OF TRANSPORTATION (TX.D.O.T.) – Organization responsible for highways within the state. TEXAS LAW ENFORCEMENT TELECOMMUNICATIONS SYSTEM (T.L.E.T.S.) – Computer system that connects all law enforcement data bases (i.e., FBI, DMV, DPS). TEXAS MARKETING TEAMS (T.M.T.) – Agency used by MED for marketing Midlothian. TEXAS MUNICIPAL RETIREMENT SYSTEM (T.M.R.S.) – Retirement system for municipal employees. TREASURY BILLS (T BILLS) – A non-interest-bearing discount security issued by the U.S. Treasury. Most bills are issued to mature in three months, six months or one year. TREASURY BOND – Long term U.S. Treasury securities having initial maturities of more than 10 years. TREASURY NOTES – Intermediate-term, coupon bearing U.S. Treasury securities having initial maturities from one to ten years. TRINITY RIVER AUTHORITY (TRA) – Political subdivision which operates as a governmental water utility to provide wastewater treatments, water treatment, recreation reservoir facilities and industrial air/water pollution control facilities. TRA is only compensated by those using the services for which they have contracted and only to the degree services are received. TRA operates a Mountain Creek Regional Wastewater Treatment Plant which serves Midlothian, Venus and the southern part of Grand Prairie. TRINITY RIVER WATER DISTRICT (T.R.W.D.) – Provides water to municipalities in the D/FW Metroplex. UNENCUMBERED BALANCE – The amount of an appropriation that is neither expanded nor encumbered. It is essentially the amount of money still available for future purchases. UNIFORM NET CAPITAL RULE – Securities and Exchange Commission requirements are that member firms as well as nonmember broker-dealers in securities maintain a maximum ratio of indebtedness to liquid capital of 15 to 1; also called net capital rule and net capital ratio. Liquid capital includes cash and assets easily converted into cash. USER CHARGE – Charges or fees levied to recipients of a particular service (i.e. water, wastewater, waste collection). UTILITY SERVICES FUND – A fund established to finance and account for operations (1) that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing

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basis be financed or recovered primarily through user charges or (2) where the governing body has decided that periodic determination of revenues earned, expense incurred, and / or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Examples of Utility Funds are those for water and sewer utilities, airports and solid waste services.

VOTER-APPROVAL TAX RATE – This is made up of two separate components. The maintenance and operation portion of the voter-approval tax rate is the tax rate that is needed to raise three and one-half percent more operating funds than the unit levied in the preceding year. The debt rate portion is the tax rate that is needed to pay the debt payments in the coming year. This part of the calculation does not depend on the prior year debt taxes at all – it simply considers what the unit will actually need for the coming year.

WORKING CAPITAL – A measure of an entity’s underlying operational efficiency and short-term financial health. If an entity’s current assets do not exceed its current liabilities, then it may run into trouble repaying creditors in the short term. The working capital ratio is calculated as:

WORKING CAPITAL = Current Assets – Current Liabilities

YIELD – The rate of annual income return on an investment, expressed as a percentage. A) Obtained by dividing the current dollar income by the current market price. B) Net yield or Yield to Maturity is the current income yield minus any premium above par.

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city of midlothian, texas - annual operating budget fy 21-22

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