2025-2026 Annual Budget Book by cityoftyler

BUDGET BOOK 2025 – 2026

CITY OF TYLER FISCAL YEAR 2024-2025 B U D G E T C O V E R PA G E This budget will raise more revenue from property taxes than last year’s budget by an amount of $1,735,309, which is a 5.72 percent increase from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $599,833. The members of the governing body voted on the budget as follows: For:

Don Warren, Mayor Stuart Hene, District 1

Against:

None

Present and not voting:

None

Absent:

Petra Hawkins, District 2 Shonda Marsh, District 3

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

Property Tax Rate Comparison

2025-2026

2024-2025

Property Tax Rates for the current and preceding fiscal year: No-New-Revenue Tax Rate No-New-Revenue Maintenance & Operations Tax Rate: Voter-Approval Tax Rate: Debt Rate:

$0.236452/100 $0.228305/100 $0.228305/100 $0.236452/100 $0.000000/100

$0.240085/100 $0.231319/100 $0.231967/100 $0.240085/100 $0.000000/100

The total amount of outstanding municipal debt obligations secured by property taxes is $0. Debt service requirements for fiscal year 2025, including principal and interest, are $0 for obligations paid by property taxes and $218,475,000 for obligations paid by utility charges, $8,350,000 for obligations paid by Hotel Occupancy Tax, and $290,000 for obligations paid by customer facility charges. Additional detail for the City’s debt obligations, including future years’ payment requirements, is included later in the budget document.

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget Presentation Award PRESENTED TO

City of Tyler Texas

For the Fiscal Year Beginning

October 01, 2023

Executive Director

TABLE OF CONTENTS From Our Mayor

City Council

Tyler Profile

City Profile

Local Economy

10-11

Largest Area Employers

Long-Term Financial Planning

Relevant Financial Policies

Major Initiatives

13-14

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

58-59 59-61 62

City Manager's Office

64-65

Finance Services

66-67

Legal Services

68-69

Communications Services

70-71

Human Resources Services

72-73

Police Department

74-79

Fire Department

80-82

Tyler Public Library

83-85

Awards and Acknowledgments

Manager's Message

From the City Manager

Executive Summary

Parks Administration and Maintenance

Staffing, Compensation and Benefits

Indoor Recreation

Strategic Tax Management

Outdoor Recreation

Debt Services Fund

General Projects Fund

Engineering Services

91-93

Street Improvement Fund

Street Services

94-96

Tourism and Convention Facilities Fund

Traffic Operations

97-99

Funding for Outside Agencies

Animal Services

100

Hotel/Motel Occupancy Tax Fund

Municipal Court

101-102

Water Utilities Fund

Solid Waste Fund

Airport Fund

Fleet Maintenance Fund

Major Budget Revenues and Expenditures

Organizational Chart

22-23

Reader's Guide

Budget Policy

25-29

Parks and Recreation

Median Maintenance/Arborist

89-90

General Capital Project Funds

103

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

104

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

105

Development Services Fund

106

evenues, Expenditures, and R Changes in Fund Balance (202)

107

Budget Calendars

Building/Development Services

108-109

Financial Policy

31-33

Planning

110-111

Investment Policy

34-43

Water Utilities Fund

112

Citywide Strategic Plan

44-45

Utilities Fund (502)

113

Budget Summary – All Funds Combined Statement of Revenues and Expenditures – All Funds

46 47

Major Revenue Sources

48-53

Position Summary – All Funds

54-56

General Fund

General Fund (101)

evenues, Expenditures, and R Changes in Working Capital

113

Revenue Detail

114

Utilities Fund (503)

105

Revenues, Expenditures, and Changes in Working Capital

105

Storm Water Management (575)

116

Revenues, Expenditures, and Changes in Working Capital

116

Water Utilities

117-118

Economic Development Fund (208)

155

Water Administration

118

TIF/TIRZ #4 (217)

156

Water Office

119

TIF/TIRZ #3 (218)

156

Water Distribution

120

Tourism and Convention Fund (219)

Water Plant

121

Airport Passenger Facility Fund (234)

Wastewater Collection

157-160 161

122

Rainy Day Fund (235)

162

Waste Treatment

122-123

PEG Fee Fund (236)

163

Lake Tyler

123-124

Neighborhood Services

164-165

GIS

125

Home Ownership/Housing Fund (274)

Purchasing

125

Housing Assistance Payments Fund (276)

167-170

Community Development Grant Fund (294)

171-173

Consent Decree/Capacity, Management, Operations, and Maintenance

166

126

Home Grant Funds (295)

174

Fire Services

126

Storm Water

126-127

Metropolitan Planning Organization (MPO) Grant (285)

176

Solid Waste Fund

128

Solid Waste Fund (560)

129

Revenues, Expenditures, and Changes in Working Capital

129

Tyler Transit

177-180

Productivity Improvement Fund (639)

181-182

Vehicle Equipment Services Fleet Maintenance and Replacement (640)

183 184-186

Risk Fund (650)

187-188

131

Employee Benefits Fund (661)

189-190

evenues, Expenditures, and R Changes in Working Capital

Retiree Benefits Fund (761)

191-192

131

Solid Waste & Code Enforcement

132-137

Property and Facilities Management Fund (663)

193-195

Solid Waste Administration

133

Technology Fund (671)

196-198

Revenue Details Solid Waste Capital Fund (562)

130

Solid Waste Residential Collection

133-134

Solid Waste Commercial Collection

134

Solid Waste Code Enforcement

135-136

Combined Debt Services Customer Facility Charge Revenue

199

Bonds Series 2013

201

137

HOT Debt Service Fund (302)

201

Airport Fund

138

Hotel Occupancy Tax Revenue Bond Series 2021

202

Airport

140

Utilities Debt Service Fund (504)

203

Airport Operating Fund (524)

141

Solid Waste Litter Control/Keep Tyler Beautiful

Revenue Detail

142

Customer Facility Charge

143

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

144 145-146

Revenues, Expenditures, and Changes in Working Capital

203

Utilities Debt Reserve Fund (505)

204

evenues, Expenditures, and R Changes in Working Capital

204

Water and Sewer Revenue Debt Retirement Data

205

Water and Sewer Revenue Bonds

206

Water and Sewer Revenue Refunding Bonds

206

Other Funds

147

Cemeteries Operating Fund (204)

148

Cemeteries Trust Fund (713)

149

Police Forfeiture Fund (205)

150

Adopting Documents

214

Park Improvement Fund (206)

151

Glossary

232

Court Special Fee Fund (207)

152-154

Municipal Court Security

153

Partners for Youth

153

Court Efficiency Fund

154

Water and Sewer Revenue Bonds

207-213

MAYOR DON WARREN DEAR NEIGHBORS & FRIENDS

very year, I’m proud to see how much progress we’re making together, and this year is no exception. The theme of this year’s budget, Core Services, Strong Foundations, reflects something I believe deeply: when we get the basics right, our entire community thrives. The City Council has adopted a $219.3 million budget that prioritizes the things residents rely on every day. We’re investing in smoother streets, safer neighborhoods, better drainage, and strong utility systems. These are the essential services that keep life running. This year, we’re putting more than $2.5 million into street maintenance and repairs, with targeted funding to preserve our historic brick streets and improve traffic flow. We’re also adding a second stormwater repair crew so that when heavy rains come, we’re ready to respond quickly and protect our neighborhoods. Public safety continues to be a top priority. We’re dedicating additional resources to our Police and Fire Departments to ensure our first responders are equipped and supported. Tyler’s firefighters continue to rank in the top 1 percent nationwide,

and our Police Department maintains national accreditation for excellence. These investments help keep our community safe while also attracting and retaining the skilled professionals who serve us so well. We’re also enhancing the spaces that bring us together. From major improvements at Golden Road Park to accessibility upgrades at the Rose Garden Center, we’re making sure our parks and public places are welcoming, beautiful, and well cared for. And we’re doing it with innovative funding tools that keep the burden off taxpayers, including the landfill tipping fee and hotel occupancy tax. When you turn on the tap, you’ll continue to receive safe, dependable water because we’re investing more than $14.5 million in water and sewer improvements without raising utility rates. That means better equipment, expanded access, and upgraded systems to meet the needs of today and tomorrow. I’m proud of the foundation we’re building. One that prioritizes safety, reliability, and quality of life. These aren’t just budget items, they’re the things that touch our lives every single day.

6 | From Our Mayor

Thank you for the opportunity to serve you as Mayor. I’m excited for what’s ahead.

Don Warren Mayor | City of Tyler, Texas

CITY COUNCIL

Left to Right: District 5 Councilmember Llyod Nichols, District 4 Councilmember James Wynne, District 2 Councilmember Petra Hawkins, Mayor Don Warren, District 1 Councilmember Stuart Hene, District 5 Councilmember Shonda Marsh, and District 6 Councilmember Brad Curtis

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

DISTRIC T 2 WEST District 2 is located on the west side of Old Jacksonville Highway between Districts 1 and 3, and includes the annexed Tyler Pounds Regional Airport. It is home to Tyler’s burgeoning tech sector and our vibrant downtown entertainment district

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

DISTRIC T 4 NORTHEAST District 4 is located on the northeastern side of Tyler between McDonald Road and East Gentry Parkway. It is home to Tyler’s historic Azalea District, Bergfeld Park and Amphitheater, Brick Street Village, and the newly renovated Hillside Park.

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

DISTRIC T 6 SOUTH District 6 is located between Paluxy Drive and South Broadway Avenue. It is home to the Village at Cumberland Park, Tyler’s newest restaurant and retail destination. It houses the popular Southside Park and Rose Rudman Recreational Trail, one of the most utilized trails in Tyler.

7 | Cit y Council

THE CITY IS COMMONLY REFERRED TO AS THE “ C I T Y O F ROSES.”

he City of Tyler, Texas, the county seat of Smith County, is considered the advanced manufacturing, health care, educational, and retail center of East Texas. Tyler is located on U.S. Highway 69, just south of Interstate 20, equidistant (approximately 90 miles) between the cities of Dallas, Texas, and Shreveport, Louisiana. The City, encompassing approximately 53 square miles, had a 2020 census population of 105,995, which is a 9.38% increase from the 2010 census population of 96,900. Currently, the City’s population is estimated to be 113,030. The City is commonly referred to as the “City of Roses.” The City, incorporated in 1850, is a home-rule city operating under the Council-Manager form of government. The City Charter was adopted on February 9, 1937. Home-rule corporation status is granted under the Constitution and laws of the State of Texas. The City Council is comprised of the Mayor and six Council Members who function as the policy-making body of the City’s government, determining the overall goals, objectives, and direction for City services, and adopting the annual operating budgets for all City departments. The City Manager is appointed by the City Council and is responsible for the daily management and implementation of City policy, including appointing various key leaders and department heads. The Mayor and Council Members serve two-year terms, with general Council elections occurring each year based on district. The Mayor is elected at large; the remaining Council Members are elected by district. The City is a full-service municipality. Major services provided under general government and enterprise

functions include police and fire protection, water and sewer services, sanitation services, parks and recreational facilities, library services, street improvements, capital projects administration, municipal court, animal services, code enforcement, development and planning services, and general administrative services. The City also offers an airport and a convention center. Internal services of the City, accounted for on a cost-reimbursement basis, include fleet services operations, technology services, property and facility management services, productivity pool, risk management services, and active and retired employee health and dental coverage. The Basic Financial Statements of the City include all governmental activities, organizations, and functions for which the City is financially accountable, including blended component units as defined by the Governmental Accounting Standards Board (GASB). The City Charter provides that the City Council shall adopt by ordinance an annual budget prepared by the City Manager. This budget is presented to the City Council, and opportunities are provided for public comment during a series of public hearings before adoption. Budgetary control has been established at the individual fund level. The City Manager is authorized to transfer budgeted amounts between line items and departments within any fund; however, any revisions that alter the total revenues or expenditures of any fund must be approved by the City Council. Although the budget is adopted at the fund level, continued line-item review and forecasting are conducted on a monthly and quarterly basis throughout the fiscal year to ensure compliance with the budget and completion of projects.

9 | T yler Profile

LOCAL ECONOMY and shipping of rose bushes. This diversification is evident in the fact that no single taxpayer represents more than 1.90% of assessed valuation in the City. Four institutions of higher education are located in Tyler: The University of Texas at Tyler, The University of Texas Health Science Center, Texas College, and Tyler Junior College. Primary and secondary education is provided by several public school districts, three charter schools, as well as ten private/parochial schools in the Tyler area.

he information presented in the budget document is best understood when considered from the broader perspective of the specific environment within which the City operates. The chief industries in and around Tyler include health care and research; education; grocery distribution; retail and retail distribution; air conditioning unit manufacturing; cable, internet, and phone services; government services; engineering services; banking services; meat packing and processing; cast iron pipe and fitting manufacturing; oil and gas refining; ready-mix concrete production; tourism; and the growing

Tyler is also the medical center of East Texas, with three hospitals and numerous supporting clinics, practices, and specialty hospitals. Additionally, Tyler has many tourist attractions. The Texas Rose Festival includes the crowning of the Rose Queen, which attracts a large number of visitors each year. The Azalea Trails attract additional tourism in the spring. Each September, Tyler hosts the East Texas State Fair for one week, providing midway, craft, and 4-H activities. Tyler State Park, located just north of Tyler, provides nature trails and camping in a scenic setting. Lake Tyler and Lake Tyler East, located twelve miles southeast of the City, are popular recreational and fishing sites. The City actively works with the Tyler Economic Development Corporation and local industries to encourage expansions and relocations to the community. Two TIF/TIRZ zones were created in 2008—one in the downtown area and another in north Tyler—in coordination with

10 | T yler Profile

revitalization efforts. In fiscal year 2016, the downtown TIF/TIRZ was dissolved due to the value falling below the initial baseline. This was caused by governmental agencies purchasing properties and housing units receiving favorable tax exemptions. In October 2016, the City began the process of creating a new downtown TIRZ. In February 2018, interlocal agreements were approved by the City Council, creating Zone 4. Land is available for development; the area has an abundant water supply and typically mild weather. The Tyler area cost of living index has consistently been 90–96% of the national average for the past five years. Economic incentives, as well as historic preservation incentives, are available to facilitate business expansions or relocations. Because of its location in a region with a varied economic base, unemployment in the Tyler area has remained relatively stable. Over the past five years, while trending closely with the State of Texas, it has consistently remained below the national average. During the past ten years, the unemployment rate has ranged from a low of 3.2 percent (2019) to a previous decade high of 7.8 percent (2012), ending at the current rate of 3.9 percent. This represents a decrease of 0.2 percent from the prior year while remaining in line with state and national trends. According to the Bureau of Labor Statistics, the Tyler Metropolitan Statistical Area (MSA) civilian labor force totaled approximately 336,000 in 2023, reflecting steady regional growth and economic diversification.

OTHER SERVICES

FINANCIAL ACTIVITIES

INFORMATION

4% MINING, LOGGING & CONSTRUCTION

EDUCATION & HEALTH SERVICES

MANUFACTURING

PROFESSIONAL & BUSINESS SERVICES

10%

23%

WORKFORCE BREAKDOWN S M I T H C O U N T Y/ TYLER MSA

TRADE, TRANSPORTATION & UTILITIES

LEISURE & HOSPITALITY

11%

21% GOVERNMENT

12% Population growth in the last five years has outpaced previous periods. The population increased by 10 percent from 1990 to 2000, and by 16 percent from 2000 to 2010. From 2010 to 2020, the City experienced an increase of approximately 10.9 percent. Since 2020, Tyler’s population has continued to grow, reaching an estimated 113,030 in 2025—an increase of approximately 5.2 percent. Market and economic analysts estimate that approximately 270,000 people travel to Tyler each day to work, attend school, seek medical services, or shop. Significant transportation improvements continue to enhance regional connectivity and access to Tyler. The Loop 49 Toll Project, which provides a vital regional corridor around the City, is largely complete, extending from State Highway 110 to Interstate 20 west of Tyler. Additional segments are under development to complete the planned loop connecting the City’s southern and eastern regions. Once fully completed, Loop 49 will create a

continuous route around Tyler, facilitating increased traffic flow from I-20 into the City and supporting shopping, commerce, and economic development opportunities. Along with the Loop 49 project, the Northeast Texas Regional Mobility Authority was authorized in 2004 to construct, operate, and maintain turnpike projects in the state, which includes the Tyler area. Including various other means of interstate access, the Tyler Pounds Regional Airport allows for secure and efficient air travel in and out of the region. Total flight enplanements have declined due to COVID-19 from 72,509 in 2011 to a current level of 55,653 in 2024. Tyler is the first Certified Retirement City in Texas. Tyler meets high standards for retiree living, such as low cost of living, low crime rate, quality health care, abundant recreation, and educational opportunities. Tyler is 16th in the nation for cost of living in Retirement Places Rated: Special Millennium Edition.

11 | T yler Profile

L A R G E ST A R EA E M P LOY E R S EMPLOYER

PRODUCTS/SERVICE EMPLOYEES

CHRISTUS Mother Francis Hospital*

Healthcare

5,000

UT Health East Texas*

Healthcare

4,500

Tyler Independent School District*

Education

2,550

Trane Technologies*

Manufacturing

2,500

Sanderson Farms

Food-Processing

1,750

Walmart

Retail

1,500

Brookshire Grocery Company*

Retail

1,450

UT Health Science Center

Healthcare

1,450

The University of Texas at Tyler

Education

1,200

Optimum

Communications

1,150

John Soules Foods*

Food-Processing

1,000

Target Distribution Center

Distribution

1,000

Tyler Junior College*

Education

1,000

City of Tyler*

Government

850

Smith County*

Government

850

Tyler Pipe Baylor Scott & White - Texas Spine & Joint Hospital* Southside Bank* Fresenius Medical Care Delek USA

Manufacturing

430

Healthcare

400

Finance Healthcare Energy

400 350 310

*Headquarters located in Tyler

LONG-TERM FINANCIAL PLANNING Within the policy guidelines established by the City Council for budgetary and planning purposes, the City of Tyler maintains an unassigned fund balance greater than 15 percent of total General Fund expenditures, less transfers. In addition to the Capital Projects Fund, the City utilizes half-cent sales tax (4B) dollars to pay for capital projects related to street improvements, drainage enhancements, park development, and other projects as approved by the corporation board and the City Council. By paying cash for infrastructure projects, the City achieved its goal of eliminating general obligation debt as of February 2008. The City has continued to maintain the lowest property tax rate among mid- to large-sized cities in Texas, balancing citizens’ desire for lower property tax rates with the City’s need to address operating costs associated with future planning initiatives. Sales tax revenue has played a significant role in allowing the City to meet this objective, with a ten-year average increase of 4.31 percent. However, such a strong dependence on sales tax has introduced budgeting constraints, and all other sources of revenue will need to be evaluated to stabilize the City’s revenue stream in the future. By maintaining an adequate reserve and continuously monitoring economic conditions, the City plans to continue meeting the needs of its citizens in a streamlined and cost-effective manner.

12 | T yler Profile

RELEVANT FINANCIAL POLICIES

Multiyear forecasting is utilized as part of the revenue and expenditure budgeting process to identify and maximize potential budgetary gains during restricted budgetary cycles. In fiscal year 2009, an Other PostEmployment Benefits (OPEB) Trust was established to segregate and invest funds related to retiree benefits, allowing the City to achieve a greater rate of return while maintaining fiduciary responsibility and security of principal.

MAJOR INITIATIVES TYLER TOMORROW

SOUTH TYLER MOBILITY STUDY

The plan will outline a clear vision for Tyler’s future that aligns with broad community goals and policies, along with strategies and actions to achieve those goals. Throughout the planning process, residents and stakeholders will have the opportunity to express their priorities through surveys, public meetings, and discussions. This collaborative effort will help form a shared vision for the kind of city Tyler wants to be for their children and grandchildren.

Funding from the Half Cent Sales Tax Fund supports the study's data analysis and planning phases. As it progresses through short-term (within two years), midterm (five years), and long-term (10+ years) phases, the City will seek investment to implement these upgrades. This study will manage congestion, improve emergency access, and support economic growth in South Tyler.'

Tyler’s steady growth and changing needs make this a pivotal moment for a new comprehensive plan to guide and shape the city’s future growth over the next 20 years. The new plan, titled Tyler Tomorrow, will build upon the foundation of Tyler 1st and establish a renewed framework for making decisions about the city’s longterm physical development.

DOWNTOWN IMPROVEMENT PROJECT The Downtown Improvement Project is a significant investment by the City of Tyler aimed at revitalizing Downtown as a vibrant community hub. Supported by both the City and Smith County, the project enhances safety, accessibility, and encourages community interaction through dining, shopping, and events.

Central to the initiative is a reimagined Downtown Square, featuring new green spaces, flexible event areas, outdoor seating, public restrooms, and designated zones for food trucks. Surrounding streets will be redesigned for improved walkability and traffic flow, with wider sidewalks, updated lighting, public art, and landscaping. The project's total investment is approximately $25.5 million, with around $10.7 million from federal recovery funds under the American Rescue Plan Act, supplemented by the Half Cent Sales Tax Fund, Tyler Water Utilities, and the City’s Information Technology Fund.

The South Tyler Mobility Study is an initiative by the City of Tyler to address transportation challenges due to rapid growth in the southern part of the city. It evaluates seven corridors and proposes nine projects to improve traffic conditions, enhance connectivity, and expand roadway infrastructure. The projects include new routes, road widening, sidewalks, bike lanes, and improved intersections to boost safety and mobility for all users.

CONSENT DECREE

The Consent Decree marks one of the most significant investments in infrastructure in Tyler's history. More than just a regulatory requirement, it represents a long-term commitment to essential infrastructure. Established in 2017 through an agreement with the U.S. Environmental Protection Agency and the State of Texas, the decree provides a ten-year roadmap for modernizing Tyler's wastewater collection system and reducing sanitary sewer overflows. As part of this program, Tyler Water Utilities is systematically cleaning, inspecting, and assessing every sewer line and manhole in the system. This process includes evaluating capacity needs and prioritizing rehabilitation in areas with aging infrastructure or recurring issues. By strengthening the wastewater system, Tyler aims to improve environmental stewardship, reduce overflow risks, enhance service reliability, and ensure that the community possesses the modern and resilient utilities necessary to support future development.

This project marks a significant step in Tyler's commitment to revitalization, focusing on growth, honoring local history, and creating an inviting destination for residents and visitors alike.

13 | T yler Profile

AWARDS AND ACKNOWLEDGMENTS

PARKS, RECREATION AND OPEN SPACE MASTER PLAN

The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to the City of Tyler for its Comprehensive Annual Financial Report for the fiscal year ended September 30, 2023. This marks the thirty-eighth consecutive year that the City has received this prestigious award. To be awarded a Certificate of Achievement, a governmental entity must publish an easily readable and efficiently organized Comprehensive Annual Financial Report that meets program standards and satisfies both generally accepted accounting principles and applicable legal requirements. The Certificate of Achievement is valid for a period of one year. In addition, the City has received the Government Treasurers’ Organization of Texas (GTOT) Investment Policy Certificate of Distinction for its annually adopted investment policy for seven consecutive periods. This award, which is valid for two years, recognizes entities that demonstrate compliance with the State Investment Act and uphold the highest standards of fiscal responsibility in the management of public funds. For nineteen consecutive years, the City of Tyler has also been presented with the Distinguished Budget Presentation Award from the Government Finance Officers Association of the United States and Canada. This award affirms that the City’s budget document meets the highest standards for quality and transparency, adhering to the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices in budgeting.

Over the past decade, one of the City of Tyler’s most visible and community-focused initiatives has been the revitalization of its entire parks system. The effort began in 2015 with Bergfeld Park, where a series of phased improvements — from a new playground and amphitheater upgrades to a splash pad and renovated courts — set the tone for what a modern, family-friendly neighborhood park could be. Bergfeld’s success became the model for a long-term commitment: systematically upgrading all 28 City parks (and adding park #29, Stewart Park), so every neighborhood benefits from safe, beautiful, and active public spaces. Guided by the Parks, Recreation, and Open Space Master Plan, the City established a structured, year-by-year approach to improvements. Each year, Tyler invests in targeted upgrades that reflect community needs, whether that’s new playground equipment, improved accessibility, refreshed courts, or added shade and landscaping. This steady, predictable reinvestment ensures that older parks don’t fall behind and that every resident, regardless of where they live, has access to quality recreation. What began as a single-park project has grown into a decade-long commitment to strengthening neighborhoods, supporting health and wellness, and enhancing quality of life. Today, Tyler’s park revitalization program stands as one of the City’s major accomplishments, demonstrating how consistent planning, community input, and longterm vision can transform public spaces across the entire city.

WATER SYSTEM MASTER PLAN

Tyler Water Utilities is focusing on long-term sustainability and service reliability through its Water System Master Plan, completed in 2023. This plan includes a dynamic hydraulic model of the water system and a 25-year, $352.6 million Capital Improvement Plan to keep pace with growth, meet standards, and ensure reliable service. The existing distribution system spans 230 square miles, comprising 710 miles of water mains, a pumping capacity of 114 million gallons per day, 17 million gallons of storage, and serves 36,000 metered connections alongside four wholesale customers. Key projects include additional elevated storage, pumping capacity, new pipelines, water main replacements, and upgrades to the Supervisory Control and Data Acquisition system.

14 | T yler Profile

CITY MANAGER DEAR TYLER RESIDENTS

ach year, our focus is to deliver the services that matter most to Tyler’s residents while maintaining a strong and efficient foundation. The Fiscal Year 2026 budget, adopted under the theme Core Services, Strong Foundations, continues that mission by prioritizing core needs and supporting the people and systems that carry them out. At $219.3 million, this year’s budget is both strategic and disciplined. It reduces the property tax rate to $0.236452 per $100 valuation, the lowest in nearly a decade, while continuing to deliver essential services at a high standard. This is a reflection of our shared commitment to financial responsibility. By relying on a balanced mix of revenue sources, including sales tax and grant funding, we ensure taxpayers receive the maximum value for every dollar spent.

Supporting public safety is one of the most visible and vital parts of our work. This year, we have made targeted investments that help ensure Tyler remains a safe and secure place to live. We are investing $38.9 million in the Tyler Police Department and $26.7 million in the Fire Department. These funds will support our nationally accredited law enforcement agency and help maintain our ISO Class 1 fire protection rating. Continued participation in the AXON replacement program ensures our officers are equipped with reliable and modern technology in the field. At the same time, improvements at the Tyler Animal Shelter and the ongoing removal of substandard commercial structures reflect our broader efforts to improve safety and livability across neighborhoods. Behind the scenes, we are continuing to build operational capacity across departments. This budget supports efforts to modernize our tools and expand our in-house abilities to respond to daily needs more efficiently. From adding a second stormwater crew to replacing aging street maintenance equipment, we are strengthening our ability to deliver timely service. These improvements are not just about technology or equipment; they are about responsiveness and making sure our teams have what they need to meet resident expectations. As part of our ongoing modernization strategy, we are investing in Tyler’s traffic systems and drainage infrastructure. The 10-year traffic signal plan moves forward this year with increased funding for signal maintenance and upgrades. At the same time, targeted stormwater improvements will address recurring issues in areas like North Glass Avenue, East Lake Street, and Covey Lane. These projects aim to reduce erosion, increase drainage reliability, and protect homes from the impact of heavy rain. The foundation of every successful city is its ability to deliver reliable, everyday services. These are the fundamentals that people count on: safe streets, clean water, emergency response, and maintained public spaces. I am proud of our teams across all departments who continue to do that work with excellence and care. With every improvement we make, we are not only serving today's needs but preparing for the future as well.

Edward Broussard City Manager City of Tyler, Texas

16 | Manager's Message

EXECUTIVE SUMMARY STAFFING, COMPENSATION AND BENEFITS

In the fiscal year 2025–2026 budget, the City added an Assistant City Clerk, two Stormwater Clean and Repair Crew Members, converted one Parks Groundskeeper position to a Hardscape Technician, converted a part-time Downtown Ambassador position to full-time, and reclassified Plant Laborer positions at the Water and Wastewater Plants to Plant Technicians.

COMPENSATION

The City of Tyler continues to maintain its tradition of retaining long-tenured employees. We attribute the success of recruiting and retaining our highly skilled workforce to a proactive work environment that emphasizes training and professional development through programs such as City University, the Leadership Academy, and our outstanding compensation and benefits package. The City remains focused on preserving its greatest resource—its employees—by providing them with the tools and support needed to perform the jobs our citizens expect. Funding is included in the FY 2025–2026 Annual Operating Budget for: • A 3 percent base pay increase for all civil service employees; • A 3 percent base pay increase for all civil service employees; • Market Study implementation to bring all non-civil service employees to 100 percent of market; and • Continuation of the Sick Leave Buy Back Program.

BENEFITS

The City of Tyler has successfully funded the employees’ health insurance for many years with small or no programmed increases to employees’ health insurance premiums. For the 2026 Plan year, there was a $40 per month premium increase for employees participating in the Rose Health Plan. Additionally, the City increased its employer contributions to absorb health plan premiums and other associated cost increases for all three Health Plans. The City will continue to offer a triple-option health plan, giving employees the opportunity to choose a flex spending account (FSA) for participants in the Rose or Azalea plans; and a health savings account (HSA) for participants in the Blue Bonnet plan, i.e., the high-deductible health plan option. To further support employees enrolled in the Blue Bonnet plan, the City will make a one-time $500 contribution to their HSA accounts. The City of Tyler’s goal is to provide the best benefits to its employees while balancing costs and minimizing the financial impact on the City, its citizens, and employees. The City will continue its efforts to balance health plan costs through diligent collaboration with its retained health benefits consultants to implement strategic cost containment and savings measures.

17 | Manager's Message

EXECUTIVE SUMMARY CONTINUED

STRATEGIC TAX MANAGEMENT

The FY 2024–2025 total property tax rate as adopted was $0.240085 per $100 of assessed value. The property tax rate adopted for FY 2025–2026 will be decreased to $0.236452 per $100 of assessed value. The property tax rate proposed for FY 2025–2026 maintenance and operations (M&O) is $0.236452 per $100 of assessed property value. The City of Tyler continues to demonstrate a commitment to sound fiscal management through conservative budgeting practices and responsible tax rate adjustments. The reduction in the property tax rate for FY 2025–2026 reflects the City’s dedication to balancing the need for highquality public services with the goal of minimizing the financial impact on residents and businesses. Through prudent planning and consistent fiscal oversight, the City has maintained stable revenues to support essential operations, infrastructure improvements, and long-term community investments. The continued focus on efficient service delivery, coupled with a strong local economy and careful expenditure control, allows the City to sustain critical programs while preserving its tradition of financial responsibility.

Total Taxable Value

FY2024-2025

FY2025-2026

13,410,271,543

14,175,926,144

Total Tax Rate

0.240085

0.236452

Total Tax Levy

30,511,702

32,255,731

Estimated Collection Total Budget

99.50%

30,359,143

32,094,452

OUTSIDE AGENCIES

The City of Tyler maintains funding agreements with certain agencies that perform services that would cost the City considerably more if these operations were conducted internally. These partnerships allow the City to efficiently deliver valuable community programs and services while maintaining fiscal responsibility. Funding for other outside agencies is included in the FY 2025–2026 General Fund Operating Budget as shown below: East Texas Council of Governments Center for Healthy Living Northeast Texas Public Health District Total Expenditures

FY2024-2025

FY2025-2026

16,443

66,500

200,000

282,943

18 | Manager's Message

DEBT SERVICES FUND

The FY 2025–2026 General Fund Operating Budget is supported by a total tax rate of $0.236452 per $100 of assessed value, of which $0.000 is applied to fund General Obligation debt. The City of Tyler is pleased to report that it has no General Obligation Debt, and the Debt Service Rate remains $0.0000 per $100 of assessed value.

GENERAL PROJECTS FUND

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

STREET IMPROVEMENT FUND

The City’s Street Improvement Fund was created in fiscal year 2017–2018 to ensure the continuation of the seal coat program. The Tyler City Council pledged to dedicate a one-cent tax increase to provide funding for this initiative through a City ordinance. During fiscal year 2019–2020, the City Council approved an additional one-cent increase to the pledge amount, bringing the total pledged to two cents. The pledged amounts will generate $2,400,856 in fiscal year 2025–2026. It is the City’s plan to continue growing this fund in the future through additional tax increases.

TOURISM AND CONVENTION FACILITIES FUND

The FY 2025–2026 Tourism and Convention Facilities Fund Operating Budget includes projected revenues of $1,055,400 and interfund transfers in of $3,600,000. Expenditures are projected at $4,577,340, with interfund transfers out of $20,000. The fund projects an ending fund balance of $136,895.

HOTEL/MOTEL OCCUPANCY TAX FUND

The FY 2025–2026 Hotel/Motel Occupancy Tax Fund Operating Budget projects revenues of $5,507,959, including transfers, and expenditures and transfers of $5,914,786, resulting in an ending fund balance of $1,084,128. Projected FY 2025–2026 Hotel/Motel tax revenue will support the promotion of conventions, Main Street, visitor engagement, and tourism activity in Tyler. These funds will provide operating support for the Rose Garden Center, Liberty Hall, and the W.T. Brookshire Conference Center, as well as appropriations for the following agencies: FY2024-2025

FY2025-2026

Texas Rose Festival

15,000

18,000

Discovery Place

25,000

20,000

Symphony

45,000

Museum of Art

30,000

20,000

Historical Museum

10,000 737,000

Visitors and Convention Bureau Caldwell Zoo Historic Aviation Museum

Sport Tyler Award

13,000 25,000

Total Expenditures

900,000

10,000 749,386 20,000 13,000 25,000 920,386

An additional two percent (2%) Hotel/Motel tax, originally approved by the State Legislature and adopted by ordinance on July 13, 2011, continues to provide dedicated funding for the construction and expansion of visitor facilities. This revenue source has become a vital component in supporting tourism-related capital improvements throughout the City of Tyler, enhancing the community’s ability to attract conventions, events, and visitors while strengthening the local economy.

19 | Manager's Message

WATER UTILITIES FUND

The FY 2025–2026 Water Utilities Operating Budget projects revenues of $65,646,934 and expenditures of $65,331,608, including capital transfers, resulting in an ending working capital balance of $15,829,028. The City of Tyler’s Water Utilities Department is responsible for providing safe, reliable drinking water and efficient wastewater collection and treatment services to residents, businesses, and industries throughout the community. The department oversees the operation and maintenance of water treatment plants, wastewater facilities, distribution and collection systems, and water quality monitoring programs to ensure compliance with all state and federal environmental regulations. In addition to its core operations, the department continues to invest in infrastructure improvements and technology upgrades designed to enhance system reliability, support future growth, and promote sustainable resource management. For FY 2025–2026, planned capital projects include the replacement and rehabilitation of aging water and sewer lines, upgrades to water treatment plant equipment, and improvements to wastewater collection infrastructure to expand system capacity and efficiency. These investments ensure that the City’s utility systems remain resilient, environmentally responsible, and capable of meeting the demands of a growing community for years to come.

EXECUTIVE SUMMARY CONTINUED

SOLID WASTE FUND

The FY 2025–2026 Solid Waste Operating Budget projects revenues of $18,759,736 and expenditures of $17,203,774 for residential and commercial solid waste collection services and operations, litter control, and code enforcement. The budget also includes transfers of $825,000 and projects an ending working capital balance of $2,681,955. The City of Tyler’s Solid Waste Department is responsible for providing reliable and environmentally responsible collection and disposal services for both residential and commercial customers. In addition to waste collection, the department oversees litter abatement programs, operates the City’s recycling and brush collection services, and enforces local codes designed to maintain clean, safe, and attractive neighborhoods. Through continued investment in modern equipment, operational efficiencies, and customer service initiatives, the Solid Waste Department remains committed to promoting sustainability, protecting public health, and maintaining the high quality of life that Tyler residents expect.

AIRPORT FUND

The FY 2025–2026 Airport Fund Annual Operating Budget projects revenues of $1,785,247 (including transfers in), expenditures of $2,010,229 (including transfers out), and an ending working capital balance of $1,475,823. The City of Tyler’s Airport Fund supports the operation, maintenance, and development of Tyler Pounds Regional Airport, which serves as a key transportation hub for the Northeast Texas region. The airport

provides passenger service, general aviation facilities, and supports economic development by improving connectivity for local businesses and residents. During FY 2018–2019, the airport re-opened Runway 4/22 for use. The upgraded runway allows larger aircraft to serve the region, improving both capacity and safety. Future projects include the installation of an instrument landing system and the construction of a parallel taxiway for Runway 4/22. These improvements are funded primarily through Federal Aviation Administration (FAA) grants, with 90 percent of project costs provided by the FAA and 10 percent funded by the City’s half-cent sales tax fund.

FLEET MAINTENANCE FUND

The FY 2025–2026 Fleet Maintenance Services Annual Operating and Replacement Budget projects revenues of $19,131,216 and expenditures of $19,671,106, including transfers, resulting in an ending working capital balance of $4,227,978. The City of Tyler’s Fleet Services Department is responsible for the maintenance, repair, and replacement of the City’s vehicle and equipment fleet. This includes police, fire, public works, utilities, and other departmental vehicles essential to providing quality services to the community. The department focuses on ensuring that all City vehicles operate safely, efficiently, and cost-effectively by implementing preventive maintenance schedules, lifecycle management, and strategic replacement planning. Through these practices, Fleet Services supports operational readiness across all departments while managing costs and maximizing the useful life of City assets.

20 | Manager's Message

MAJOR BUDGET

REVENUES AND EXPENDITURES The fiscal year 2025–2026 revenues, expenditures, and changes in working capital for the major operating funds are summarized as follows:

FUND

OPENING BALANCE

REVENUES

EXPENDITURES

TRANSFERS IN / (TRANSFERS OUT)

CLOSING BALANCE

101 General

14,706,720

100,245,898

95,899,320

(4,346,578)

14,706,720

202 Development Services

2,886,699

3,110,333

3,312,979

2,684,053

211 Hotel Occupancy Tax

1,490,955

5,507,959

1,694,386

(4,220,400)

1,084,128

502 Utilities Operations

15,513,702

65,646,934

45,817,541

(19,514,066)

15,829,029

524 Airport

1,700,805

1,685,247

1,962,229

52,000

1,475,823

560 Solid Waste

2,305,750

18,759,736

17,203,774

(1,179,757)

2,681,955

21 | Manager's Message

ORGANIZATIONAL CHART CITY COUNCIL BOARDS & COMMISSIONS

COMMITTEES, ROUNDTABLES & TASK FORCES

CITY MANAGER Edward Broussard

CITY CLERK

Cassandra Brager

MUNICIPAL JUDGE Amy McCullough

MUNICIPAL JUDGE James Huggler

22 | Manager's Message

CITY ATTORNEY Deborah Pullum

EXECUTIVE TEAM STEPHANIE FRANKLIN

DEPUT Y CIT Y MANAGER Areas of Responsibility: •O rganizational Strategic Planning •V isitor & Convention Facilities • Library • Main Street • Liberty Hall • Cultural Affairs Board • Building Inspections • Engineering • Facility Services • Visit Tyler

KEIDRIC TRIMBLE

AS SISTANT CIT Y MANAGER Areas of Responsibility: • Finance • Budget • Purchasing • Municipal Court • Internal Audit Services • Utility Billing

DAVID COBLE

FIRE CHIEF Areas of Responsibility: • Fire • Emergency Management •E mergency Medical Services Liaison •C atalyst 100 Executive Committee

LEANNE ROBINETTE

DIRECTOR OF PARKS & RECRE ATION • Parks and Recreation • Tourism Facilities • Cemeteries • Keep Tyler Beautiful

HEATHER NICK

AS SISTANT CIT Y MANAGER Areas of Responsibility: •P lanning and Development Services •M etropolitan Planning Organization •G eographic Information Systems •H istoric Preservation •C omprehensive Plan •P ermit Center •E conomic Development (TIRZ Liaison) •S treet, Stormwater and Traffic

JIMMY TOLER

POLICE CHIEF Areas of Responsibility: • Police • Centralized Dispatch • 911 Liaison • Code Enforcement • Animal Services •H omeless Roundtable Liaison •H uman Needs Network Liaison

LEROY SPARROW

DIRECTOR OF SOLID WASTE, TR ANSIT AND VES • Solid Waste • Transit • Vehicle and Equipment Services

REGINA MOSS

DIRECTOR OF ORGANIZ ATIONAL DE VELOPMENT • Human Resources • Civil Service • Risk Management • Volunteer Tyler • City University

KATE DIETZ

JULIE GOODGAME

DIRECTOR OF MARK E TING, COMMU NICATIONS, & LEGISL ATIVE AFFAIRs • Marketing • I nternal/External Communication • Legislative Affairs • Film Friendly Program • PEG Channel

23 | Manager's Message

DIRECTOR OF UTILITIES • Water Production • Wastewater Treatment • Water Service Center • Utilities Engineering

BENNY YAZDANPANAHI CHIEF INFORMATION OFFICER • Information Technology

BUDGET POLICY BUDGET ADOPTION

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

by City Council, City staff and citizen input; and are used as major guidelines in the development of funding recommendations.

BUDGET AMENDMENTS

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

BASIS OF PRESENTATION

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

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GOVERNMENTAL FUNDS

Governmental funds are primarily used to account for tax-supported, externally mandated fee and grant activities. The measurement focus is toward determination of financial position and changes in financial position, rather than upon net income determination. These funds operate under the modified accrual basis of accounting. They recognize revenue as income only when it becomes measurable and available. The City recognizes expenditures when a liability has been incurred except for some long-term liabilities, such as debt service, compensated absences, claims, and judgments that are recognized when payment is due. The City utilizes the following governmental fund types:

General – the City operates one general fund as the Chief Operating Fund for the City. It is used to account for all financial resources of the City that are not legally required to be accounted for in another fund. The City utilizes Internal Service Funds to account for some benefit, maintenance and equipment purchase requirements associated with the General Fund. Debt Service – this fund is used to accumulate resources to meet the current and future principal and interest payments on the City’s general long-term debt. The City paid off all tax-supported debt in fiscal year 2007-2008. Capital Projects – the City operates three capital projects funds. The major fund associated with capital projects is the One Half Cent Sales Tax Corporation, which is used for infrastructure improvements in an effort to eliminate tax-supported debt. This fund is not included in this document, and has no formally

BUDGET PO adopted budget by the City Council. It is included in the annual financial audit. The second capital projects fund is the General Capital Projects Fund. This fund is used as a supplemental resource to pay for one-time related capital expenditures from the General Fund. The third capital projects fund is the Street Improvement Fund. In FY 2017-2018, the Mayor and City Council created this fund to continue to fund street-improvement projects to upgrade and then maintain the City’s streets to an acceptable level.

Special Revenue – the City uses special revenue funds to account for proceeds from specific revenue sources that are legally restricted to expenditures for specific purposes other than debt service or capital projects. These restrictions may be imposed either by parties outside the government or by the local governing body. The City operates with the following Special Revenue Funds: • Development Services – established to account for the receipt and disbursement of funds related to Building Inspections and Planning and Zoning. • Police Forfeiture – established to account for the receipt and disbursement of funds seized by the Police Department and subsequently awarded to the City through courtordered judgments, primarily cases involving illegal drugs. • Court Special Fee – established to track the receipt of court fees restricted for court-related purchases. • TIF/TIRZ #2 – established to account for the receipt and disbursement of funds related to the Tax Increment Financing Zone established for the Downtown Tyler region. Was dissolved in fiscal year 2015-2016 and reestablished as TIF/TIRZ #4 in fiscal year 2018-2019.

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OLICY

CONTINUED

• TIF/TIRZ #3 – established to account for the receipt and disbursement of funds related to the Tax Increment Financing Zone established for the North Tyler region. • Hotel-Motel Tax – established to account for the receipt and disbursement of funds generated by the Hotel-Motel Occupancy Tax. • Donations – established to account for the receipt and disbursement of funds donated for specific projects. This fund is not included in this document, and has no formally adopted budget by the City Council. It is included in the annual financial audit. • Tourism – established to account for the operations of the Rose Garden, Rose Garden Center, Harvey Convention Center, Goodman Museum, Main Street and Liberty Hall. • Airport Facility – established to account for the receipt and disbursement of passenger facility charges collected from ticketed passengers at Tyler Pounds Regional Airport, as well as rental car charges collected to facilitate special projects. • Oil and Natural Gas – established to track revenue received from lease royalties to be used for future one-time projects identified by the City Council. • PEG Fee – established to track receipt and disbursement of funds related to the 1% Public, Educational and Government Access Channel Fee collected and remitted by local cable franchise operations.

income associated with the Fair building donated to the City of Tyler and the associated operating expenses. • Homeownership/Housing – established to account for the receipt and disbursement of the overhead allowances in excess of actual costs in the Section 8 Grant Program. • Community Development Block Grant (CDBG) – established to account for the receipt and disbursement of CDBG Grant monies allocated to the City. • HOME – established to account for the receipt and disbursement of HOME Grant monies allocated to the City to provide affordable housing for low income households. • Housing Assistance Payment Program (HAPP) – established to account for the receipt and disbursement of Department of Housing and Urban Development, Housing Assistance Payments Program Funds. • State and Federal Grants – created to account for the receipt and disbursement of Federal and State Grants related primarily to planning, transportation, library, public safety and human services. Only major grants with known awards are included in this document and have a formally adopted budget. All other budgets are adopted with the grant award documentation. • Transit System – established to account for the receipt and disbursement of Federal and State Grant Funds received for the operation of the City’s Transit System.

• Fair Plaza – established to track the tenant rental and parking 27 | Reader's Guide

PROPRIETARY FUNDS

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

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

BUDGET POLICY CONTINUED

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

Internal Service – these funds are used to report activities that provide services for other funds within the City. The full cost of providing these services is charged back to the using funds. The City utilizes the following internal service funds: • Productivity – established to track performance pay of City employees as well as the cost of internal audit and City University. • Fleet Maintenance/Replacement – accounts for the maintenance and repair work on vehicles for all City departments. The fund also acquires vehicles and equipment for use by all City departments on an amortization replacement schedule.

FIDUCIARY FUNDS

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

• Property and Liability Insurance – accounts for the City’s property, casualty, disability and workers’ compensation insurance programs.

• Compensated absence liabilities are accrued as earned on a GAAP basis, but expensed when paid on a budget basis.

• Active Employee Benefits – accounts for the City’s self-insurance program for health and dental benefits for active employees as well as life insurance benefits provided through traditional insurance.

• Governmental funds record revenues when received and book expenditures as encumbrances at the point of commitment during the budget year. Audit adjustments recognize all revenue that is measurable and available within 60 days of year-end on a GAAP basis.

• Property and Facility Management – established to account for facility maintenance and replacement costs associated with HVAC units, roofing and ADA requirements. • Technology – established to account for the City’s investment in technology and office automation, as well as current maintenance and repair items. Retiree Employee Benefits – accounts for the City’s self-insurance program for health and dental insurance benefits for retired employees as well as life insurance benefits provided through traditional insurance.

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

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DEPARTMENTAL HEARINGS (PHASES II AND III)

BUDGET PHASES

The City of Tyler begins in January with the development of next year’s budget. The budget development process requires input from City staff, the City Council and citizens. In order for this input to be given appropriate consideration, the process begins approximately six months before the budget is adopted. There are five distinct phases in the development of the City’s budget.

FISCAL ALIGNMENT (PHASE I)

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

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

BUDGET PRESENTATION (PHASE IV)

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

ADOPTION PROCESS (PHASE V)

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

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PHASE I PHASE II PHASE III PHASE IV

BUDGET CALENDARS

CITY OF TYLER FY2025-26 BUDGET PREPARATION CALENDAR Strategic/Fiscal Alignment January 20, 2025

First Monthly Financial Forecast due on P:Drive

February 27, 2025

City Council Winter Retreat

February 28, 2025

Executive Team Retreat

March 3, 2025

Communications - Begin working with departments on advertising needs and budget requests

March 3, 2025

VES meet with departments to discuss replacement needs and develop schedule

March 3, 2025

Open HOT Funding Applications

March 14, 2025

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

March 14, 2025

ISF Recommendations due to Budget for upload

Budget Work Sessions March 11, 2025

Department Leader Meeting. Budget kick-off.

March 13 and March 19

Budget Training @ City U

March 21, 2025

Budget file open for department entry

April 15, 2025

1st ISF update

April 25, 2025

HOT Funding Applications Due

April 25, 2025

Budget file closed

Budget Hearings and Budget Preparation April 30, 2025

Preliminary Tax Roll due from Chief Appraiser

May 1 -16, 2025

HOT Funding Application Reviews

May 5 - July 3, 2025

Department budget review/Budget Preparation

May 19 - 23, 2025

HOT Funding Application Meetings (If needed)

May 15, 2025

2nd and Final ISF Update

June 13, 2025 (Estimated Date)

City Council Summer Retreat

July 16 - August 4, 2025

Council 1-on-1 meetings

July 25, 2025

Certified Values due from Chief Appraiser

Adoption August 7 - 12, 2025

Editorial Boards (Estimated Dates - Need to finalize)

August 10, 2025

City Manager's FY 2025-26 Proposed Budget Filed with the City Clerk and post on website. (Must be filed at least 15 days prior to public hearing and at least 30 days prior to tax rate adoption)

August 13, 2025

FY2025-26 Proposed Budget presented to City Council (Vote to schedule proposed public hearings for the budget and tax rate adoption).

August 17, 2025

City Clerk publishes the 1st "NOTICE OF PUBLIC HEARING ON TAX INCREASE AND PROPOSED BUDGET" (No later than 30 days prior to and no sooner than 10 days to the public hearings)

August 26, 2025

Department Leader Budget Presentation

August 27, 2025

1st Public Hearing on FY2025-26 Proposed Budget - Announce Meeting Date to Adopt Tax Rate and Budget. (May not be held before the 7th day after the date of the notice of public hearing is given.)

August 30, 2025

City Clerk publishes the 2nd "NOTICE OF PUBLIC HEARING ON TAX INCREASE AND PROPOSED BUDGET"

September 10, 2025

2nd Public Hearing on FY2025-26 Proposed Budget- Announce Meeting Date to Adopt Tax Rate and Budget*** (Must be at least 3 days after 1st public hearing).

September 10, 2025

City Council Adoption of FY2025-26 Budget and Property Tax Rate (City Charter requires adoption no later than the 25th)

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FINANCIAL POLICY FINANCIAL MANAGEMENT PERFORMANCE CRITERIA

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

BUDGETING, ACCOUNTING, AUDITING AND FINANCIAL PLANNING CRITERIA

• Establish and maintain a central accounting system for all functions of accounting, financing, inventory and budgeting. • Submit to the City Council quarterly revenue and expenditure reports to show the financial position of the City of Tyler. The reports include budgetary forecasts and year-to-date actual comparisons to show the financial condition of the major operating funds. In addition, a quarterly investment report will be presented which meets/exceeds the requirements of the Public Funds Investment Act. • File with the City Clerk for public review, a copy of the proposed ensuing fiscal year budget a minimum of 45 days prior to October 1. • City Council shall cause an independent audit to be made of the books of account, records and transactions of all the administrative departments of the City at least annually. The audit shall be conducted by a Certified Public Accountant. Auditors shall be selected for an initial one-year period with an option for renewal up to five years. Mandatory rotation is required by City Council for external audit services every five years. • The annual audit shall be conducted in accordance with the Generally Accepted Accounting Principles (GAAP). • Long-range forecasts shall be made for major operating funds as necessary for financial planning. • A system of internal controls shall be maintained to monitor revenues and expenses for municipal programs on a continuous basis. The internal auditor will perform periodic audits of departments to determine compliance with current controls and to make recommendations for change. • It is the City’s goal to annually strive for certification of its audit and budget from the Government Finance Officers Association (GFOA). 32 | Financial Policy

OPERATING CRITERIA

• Estimated expenditures shall in no case exceed proposed revenue plus prior year undesignated balances. • Unused appropriations may be transferred to any item required for the same general purpose within the same department and/or fund if approved by the City Manager. All other transfers between funds and base increases to appropriations must be approved by the City Council.

CAPITAL IMPROVEMENT PROJECTS

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

• All annual appropriations shall lapse at the end of the fiscal year to the extent that they shall not have been expended and lawfully reappropriated in subsequent year’s adopted budgets.

DEBT MANAGEMENT

• Utility projects, financed through the issuance of bonds, shall be financed for a period not to exceed the expected weighted average useful life of the assets.

• A fund balance shall be maintained at a level of 15 percent of estimated annual operating expenditures for the General Fund and at 15 percent of estimated annual operating expenses in the Utility Fund and Solid Waste Fund.

• Interest earnings on bond proceeds shall be credited to the debt service fund. • The City of Tyler intends to pay for tax supported construction and capital improvements with cash.

• Investments shall be managed in accordance with the current Investment Policy. Investments shall comply with Federal, State and local laws. Investments will consider protection of principal first, with the intent to diversify as well as provide for liquidity needs. Investments shall be made to maintain public trust and not speculate. Investment managers shall exercise prudence in managing the overall portfolio while trying to attain comparable rates of return.

• When appropriate, the City will consider the use of revenue debt to pay for utility system improvements if it is economically feasible.

• Fixed assets shall be managed in accordance with the current Fixed Asset Policy in order to properly classify, make record of and safeguard the assets. An inventory of the assets is to be maintained and is to include the description, cost, date of acquisition, department, location and asset identification number. Periodic inventory inspections of fixed assets shall be conducted. Fixed assets include items meeting both the dollar minimum of $10,000 and having a useful life of two years or more. For constructed assets, the criteria apply to the completed project. Certain assets bought in bulk are capitalized as a group asset.

• The City Council shall exhibit a willingness to raise the revenue necessary to fully fund the current debt obligations in order to implement the adopted capital improvement plan and to maintain the City’s bond rating at or above current levels.

• Revenue bond coverage requirements provide for financial stability in Enterprise Funds. Coverage requirements are defined as the amount of system net revenue available to pay average annual debt service. System net revenue equal to one-and-onehalf times average annual debt service is preferred. In no annual period shall the coverage fall below one-and-one-tenth times based on current bond covenants.

• The City Council shall designate a City depository in compliance with State statutes. The term of the bank depository shall be two years with three additional one-year options for renewal.

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INVESTMENT POLICY ORDINANCE NO. O-2024-101

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS, AMENDING CHAPTER 2, “FINANCE AND TAXATION”, ARTICLE V, “INVESTMENT POLICY”, OF THE CODE OF ORDINANCES OF THE CITY OF TYLER, TEXAS; PROVIDING A SEVERABILITY CLAUSE; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the Public Funds Investment Act, (currently Chapter 2256 of the Texas Government Code, Section 2256.005), requires that the City Council review and adopt its Investment Policy and strategy at least annually; NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS: PART 1. That Tyler City Code Chapter 2, “Finance and Taxation”, Article V., “Investment Policy”, is hereby amended to read as follows:

ARTICLE V. INVESTMENT POLICY

Sec. 2-46. Introduction and Scope. The Public Funds Investment Act, Chapter 2256, Texas Government Code, (the “PFIA”) requires each city to adopt a written investment policy that includes a written investment strategy, quarterly reports to City Council with market values, an annual review of the policy by Council and an annual compliance audit among other requirements. This Policy shall apply to the investment and management of all City funds under its control, other than those expressly excluded within this document or by applicable law or valid agreement. The Fire Pension Fund is excluded from this Policy because it is separately organized and managed by contract with investment companies as directed by the Fire Pension Board, and the Lindsey Police and Firefighters' Endowment Fund is also excluded from this Policy because it is separately organized and managed by contract with an investment company as directed by the Lindsey Police and Firefighters' Fund Board. The Employees Deferred Compensation Agency Fund and the Retirees Health Benefits Trust Fund are also excluded. This Policy shall not supersede the restrictions on investment of specific funds because of legal limits, created by grants, bond covenants or similar regulations. In the event of conflict, the more restrictive policy shall be followed. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21; 3/22/00) (Ord. No. 0-200254, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-37, 2/27/08) (Ord. No. 0-2008143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (Ord. No. 0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024101;11/13/24)

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INVESTMENT POLICY CONTINUED

Sec. 2-47. Investment Strategy. The City shall use a pooled cash and investment approach commingling money from various fund types for market efficiency to the extent that is practical and legal. The following investment strategy considerations recognize the unique advantages of a pooled cash and investment portfolio, including the reduction of cash flow uncertainty and the increased opportunity of yield curve extension. Funds included in the portfolio will include those from the operating funds, debt service and debt reserve funds, and special projects. The liquidity requirements of the pooled investment portfolio will be projected and matched with maturities. Pooled Fund Group Suitability - Any investment eligible in the Investment Policy is suitable for Pooled Fund Groups.

are necessary in the event of an unanticipated cash flow requirement. Historical market “spreads” between the bid and offer prices of a particular security-type of less than a quarter of a percentage point will define an efficient secondary market. Diversification - Investment maturities should be staggered throughout the budget cycle to provide cash flow based on the anticipated operating needs of the City. Diversifying the appropriate maturity structure up to the two-year maximum will reduce interest rate risk. Yield - Yield - Attaining a competitive market yield for comparable security types and portfolio restrictions is the desired objective. The yield of an equally weighted, rolling three-month Treasury Bill portfolio will be the minimum yield objective.

Safety of Principal - All investments shall be of high quality with no perceived default risk. Market price fluctuations will occur. However, managing the weighted average days to maturity to less than 270 days and restricting the maximum allowable maturity to two years using the final stated maturity dates of each investment will minimize the price volatility of the portfolio.

Special Project and Bond Proceeds Funds At times special project and bond proceed funds may be better suited invested outside the Pooled Fund Group. In those cases, the following strategy shall be applicable:

Liquidity - Pooled Fund Groups require short-term liquidity to adequately fund any unanticipated cash outflow. Short-term financial institution deposits, investment pools and money market mutual funds will provide daily liquidity and may be utilized as a competitive yield alternative to fixed maturity investments.

Safety of Principal - All investments will be of high quality with no perceived default risk. Market price fluctuations will occur. However, by managing Special Project and Bond Proceeds to not exceed the anticipated expenditure schedule the market risk of the overall portfolio will be minimized. Maximum maturity five years from date of purchase.

Marketability - Securities with active and efficient secondary markets

Liquidity - Special Project and Bond Proceeds Funds used for capital

Suitability - Any investment eligible in the Investment Policy is suitable for Special Project and Bond Proceeds Funds.

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improvements programs have reasonably predictable draw down schedules. Therefore, investment maturities should generally follow the anticipated cash flow requirements. Short term financial institution deposits, investment pools and money market mutual funds will provide readily available funds generally equal to one month’s anticipated cash flow needs, or a competitive yield alternative for short term fixed maturity investments. A singular repurchase agreement, or similarly structured investment vehicle, may be utilized if disbursements are allowed in the amount necessary to satisfy any expenditure request. This investment structure is commonly referred to as a flexible repurchase agreement. Marketability - Securities with active and efficient secondary markets are necessary in the event of an unanticipated cash flow requirement. Historical market “spreads” between the bid and offer prices of a particular security-type of less than a quarter of a percentage point will define an efficient secondary market. Diversification - Market conditions and arbitrage regulations influence the attractiveness of staggering the maturity of fixed rate investments for Special Project and Bond Proceeds Funds. Generally, when investment rates exceed the applicable cost of borrowing, the City is best served by locking in most investments. If the cost of borrowing cannot be exceeded, then concurrent market conditions will determine the attractiveness of diversifying maturities or investing in shorter and larger amounts. At no time shall the anticipated expenditure schedule be exceeded in an attempt to bolster yield.

Yield - Achieving a positive spread to the cost of borrowing is the desired objective, within the limits of the Investment Policy’s risk constraints. The yield of an equally weighted, rolling six-month Treasury bill portfolio will be the minimum yield objective for non-borrowed funds. (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-201194, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2014-98, 10/22/14) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-201754; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024-101;11/13/24) Sec. 2-48. Objectives. Principle investment objectives in order of priority are: a. reservation of capital and the protection of investment principal. b. Maintenance of sufficient liquidity to meet anticipated disbursement and cash flows. c. Preservation of public trust by avoiding any transaction, which might impair public confidence in the City's ability to manage public funds with which it is entrusted. d. Conformance with all Federal statutes, State statutes, City Charter requirements, City ordinances, and other legal or policy requirements. e. Diversification by investment type and maturity to avoid market risks and issuer defaults, where appropriate. f. Attainment of a rate of return which is consistent with risk limitations and cash flow characteristics of the City’s investments. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2021-41; 05/12/21) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024-101;11/13/24) Sec. 2-49. Investment Officers. The Chief Financial Officer, Controller and Accounting Manager are appointed as Investment Officers. The Investment Officer's authority will be limited by applicable laws, regulations and this Policy. In order to ensure qualified and capable investment management, the City shall provide periodic training in

investments for the investment personnel through courses and seminars offered by professional organizations and associations in compliance with the PFIA. Investment Officers shall attend at least one training session, accumulating at least 10 hours of instruction, within twelve months of assuming their duties. An additional eight hours of training will be required not less than once in a two-year period that begins on the first day of the City’s fiscal year and consists of the two consecutive fiscal years after that date. Training will address investment topics in compliance with the PFIA. The City approves the GFOA, GFOAT, GTOT, NTCOG, TCMA, TML, and UNT as independent sources for training. The City maintains the right to hire Investment Advisers to assist City staff in the investment of funds. Investment Advisers shall adhere to the spirit, philosophy and specific terms of this Policy and shall invest within the same objectives. The Investment Officers shall establish criteria to evaluate Investment Advisers, including: Understanding of the inherent fiduciary responsibility of investing public funds; 1. Understanding of the inherent fiduciary responsibility of investing public funds; 2. Adherence to the City’s policies and strategies; 3. Investment strategy recommendations within accepted risk constraints; 4. Responsiveness to the City’s request for services and information; and 5. Similarity in philosophy and strategy with the City’s objectives. Selected Investment Advisors must be registered under the Investment Advisers Act of 1940 or with the State Securities Board. A contract with an Investment Adviser may not be for a term longer than two years and any contract, renewal or extension is subject to approval by the City Council. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-201754; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024-101;11/13/24) Sec. 2-50. Standards of Care, Ethics and Conflicts of Interest. As provided for in the PFIA, the standard of care for the City's investments shall be the Prudent Person Rule, which states “investments shall be made with judgment and care, under prevailing circumstances, that a person of prudence,

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INVESTMENT POLICY CONTINUED

discretion, and intelligence would exercise in the management of the person's own affairs, not for speculation, but for investment, considering the probable safety of capital and the probable income to be derived.” The overall investment program shall be designed and managed with a degree of care and professionalism that is worthy of the public trust. The Investment Officers shall recognize that the investment activities of the City are a matter of public record and public trust. The Investment Officers, acting in accordance with written procedures and exercising the proper standard of care, shall be relieved of personal responsibility for an individual investment decision, provided that this Policy and the City's procedures were followed. In determining whether an Investment Officer has exercised the proper standard of care, all investments over which the individual had responsibility will be considered rather than a single investment. Investment Officers and employees of the City involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Investment Officers and employees of the City involved in the investment process shall not utilize investment advice concerning specific investments or classes of investments obtained in the transaction of the City's business for personal investment decisions, shall in all respects subordinate their personal investment transaction to those of the City particularly with regard to the timing of purchases and sales, and shall keep confidential all investment advice obtained on behalf of the City and all transactions contemplated and completed by the City, except when disclosure is required by law. All Investment Officers of the City shall file with the Texas Ethics Commission and the City Council a statement disclosing any personal business relationship with a business organization offering to engage in an investment transaction with the City or any relationship within the second degree by affinity or consanguinity to an individual seeking to sell investments to the City. The City shall develop written administrative procedures and internal controls consistent with this Policy for the operation of the City’s investment program. Such procedures shall be designed to prevent losses of public funds arising from fraud, employee error, misrepresentation by third parties, or imprudent actions by employees of the City. The internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be derived; and (2) the valuation of costs and benefits requires estimates and judgments by management. The internal controls shall address the following points: • Avoidance of collusion, • Separation of transactions authority from accounting and record keeping, • Custodial safekeeping, 38 | Investment Policy

• Avoidance of physical delivery securities,

main office or a branch office in Texas and is guaranteed or insured by the Federal Deposit Insurance Corporation (FDIC) or its successor or the National Credit Union Share Insurance Fund (NCUSIF) or its successor, b) is secured by obligations in a manner and amount provided by law for deposits of the City, or c) is placed through a broker or depository institution that has its main office or a branch office in Texas that meets the requirements of the PFIA. All deposits exceeding the FDIC or NCUSIF insurance limits shall be collateralized as required by Section 2-57 Selection of Depositories.

• Clear delegation of authority of subordinate staff members, and • Written confirmation for transactions for investments and wire transfers (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024101;11/13/24) Sec. 2-51. Authorized Investments. The Investment Officers shall use only investment options approved by City Council. Participation in any investment pool must also be approved by formal Council action. Subject to any limitations otherwise imposed by applicable law, regulations, bond indentures or other agreements, including but not limited to, the PFIA, the following are the only permitted investments for the City's funds: a. Direct obligations of the United States government; U. S. Treasury Bills, U.S. Treasury Notes, U.S. Treasury Bonds, and U.S. Treasury Strips (book entry U.S. Treasury securities whose coupon has been removed). b. Debentures or discount notes issued by, guaranteed by, or for which the credit of any Federal Agencies and Instrumentalities, including the Federal Home Loan Banks, is pledged for payment. Principal-only and interest-only mortgage backed securities and collateralized mortgage obligations and real estate mortgage investment conduits are expressly prohibited. c. Bonds or other interest bearing obligations of which the principal and interest are guaranteed by the full faith and credit of the United States government, including obligations that are fully guaranteed or insured by the Federal Deposit Insurance Corporation. Principal-only and interest-only mortgage backed securities and collateralized mortgage obligations and real estate mortgage investment conduits are expressly prohibited. d. Certificates of Deposit and other evidences of deposit at a financial institution that, a) has its

e. Local government investment pools organized under the Interlocal Cooperation Act that meet the requirements of the PFIA and have been specifically approved and authorized by the City Council. f. Direct obligations of the State of Texas or its agencies, and obligations of agencies, counties, cities, and other political subdivisions of the State of Texas rated as to investment quality by a nationally recognized investment rating firm not less than A or its equivalent. g. No load “government” money market mutual funds that meet the requirements of the PFIA. Money market mutual funds must maintain an AAA, or equivalent rating from at least one nationally recognized rating agency; and be specifically approved by the City Council or purchased through the City’s primary depository as an overnight investment tool. h. Repurchase agreements entered into in compliance with the PFIA. NOTE: A security’s “average life” does not constitute a stated maturity. No investment type approved by the PFIA for public investment will be authorized by the City without specific City Council approval and adoption in this Investment Policy. Investments authorized at the time of purchase, which become unauthorized, need not be liquidated. The City shall monitor the rating of each issuer, as applicable, at least quarterly, and take all prudent measures to liquidate an investment that is downgraded to less than its required minimum rating by PFIA. The Investment Officer(s) will make specific suggestions as to the possible liquidation or retention in either situation. The City will provide a competitive environment for individual investment transactions, financial institution, money market mutual fund, and local government investment pool selections.

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INVESTMENT POLICY CONTINUED

This Policy does not apply to an investment donated to the City for a particular purpose or under terms of use specified by the donor (Section 2256.004). (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord.0-2014-98, 10/22/14) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-202062; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-202397; 10/11/23) (Ord. No. 0-2024-101;11/13/24) Sec. 2-52. Investment Limits. It is the City’s policy to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over-concentration of assets in a specific maturity, specific issuer, or specific class of investment, where appropriate. Cash flow projections shall be utilized to spread investment maturities, smooth market fluctuations, and reduce reinvestment risk. The maturity of an investment largely dictates its price volatility. Therefore, the City shall concentrate its investment portfolio in shorter-term maturities to protect market valuation from unanticipated rate movements. The City will attempt to avoid over-investment in cash equivalent investments and match a portion of its investments with anticipated cash flow requirements. The asset allocation in the portfolio will vary depending upon those requirements and the outlook for the economy and the security markets. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-201194, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2014-98; 10/22/14) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-201754; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024-101;11/13/24) Sec 2-53. Selection of Broker/Dealers. The City may utilize the in-house brokerage services of the bank qualifying as City primary depository in the acquisition and disposition of authorized securities. Other

broker/dealers meeting the qualifications of this Policy section and selected by the Investment Officers are reviewed and approved by the City Council. The approved list of broker/dealers includes the following firms: SouthState | Duncan Williams FHN Financial MBS Securities SAMCO Wells Fargo Securities For brokers and dealers of investment securities, the City shall select only dealers reporting to the Market Reports Division of the Federal Reserve Board of New York, also known as the "Primary Government Security Dealers," unless analysis reveals that other firms are adequately experienced to conduct public business. All financial institutions and broker/dealers who desire to become qualified bidders for investment transactions must supply the following as appropriate: • Annual audited financial statements • Proof of Texas State Securities Commission registration • Proof of Financial Industry Regulatory Authority (FINRA) certification Each entity from which the City purchases investments (brokers/banks/pools) shall be provided the City’s Investment Policy. Investment pools and discretionary investment management firms will be required to provide a written certification as described in the PFIA. It is the policy of the City to create a competitive environment for all individual purchases and sales, financial institution deposits, money market mutual funds, and local government investment pools. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-200151, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-200365, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2014-98; 10/22/14) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2021-41; 05/12/21)

40 | Investment Policy

(Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024-101;11/13/24) Sec. 2-54. Safekeeping. Eligible investment securities shall be purchased using the delivery versus payment method. That is, funds shall not be wired or paid until verification has been made that the security has been received by the City safekeeping/ clearance agent. The security shall be held in the account of the City. The original copy of all safekeeping receipts shall be delivered to the City. An independent custodian will be used for securities safekeeping. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-28, 3/22/00) (Ord. No. 0-200151, 10/24/01) (Ord. No. 0-200254, 11/13/2002) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010121, 11/10/10) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16)

(Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-202397; 10/11/23) (Ord. No. 0-2024101;11/13/24) Sec. 2-55. Reporting and Audits. At least quarterly, the Investment Officer(s) shall submit a written report of all investments in compliance with the PFIA. The market valuations obtained by the City shall be from independent sources believed to be accurate and representative of the investments’ true values. The reports shall be submitted to City Council. An annual compliance audit of management's controls on investments and adherence to this Investment Policy shall be performed in conjunction with the annual financial audit and include a review of quarterly reports, with the result of the review reported to the City Council by that auditor. The benchmark for the portfolio 41 | Investment Policy

will be a rolling three-month Treasury Bill average yield for the reporting period. Reporting will include the benchmark as a gauge of the portfolio’s performance and a measure of risk. Weighted average yield to maturity shall be the measure of portfolio performance. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-200365, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-201945; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2021-41; 05/12/21) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024-101;11/13/24)

INVESTMENT POLICY CONTINUED

Sec. 2-56. Review of Investment Policy. The City Council will review and adopt this Investment Policy and investment strategy at least annually, approving changes to policy or strategy. (Ord. No. 0-98-21; 3/18/98) (Ord. No. 0-2000-21, 3/22/00) (Ord. No. 0-2001-51, 10/24/01) (Ord. No. 0-2002-54, 11/13/2002) (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-2006-93, 11/8/06) (Ord. No. 0-2007130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (0-2013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024-101;11/13/24) Sec. 2-57. Selection of Depositories. The primary depository shall be selected through the City’s banking services procurement process, which shall include a formal Request for Application (RFA) issued in compliance with applicable State law. A written contract shall be entered into and extended as per the RFA specifications. In selecting the primary depository, the credit worthiness of institution shall be considered, and the Investment Officers shall conduct a review of prospective depository's credit characteristics and financial history. The City may also utilize other financial institutions to maintain back-up checking or other transactional accounts, and to place interest bearing deposits. All deposits placed with the City’s primary depository or other financial institution shall be insured or collateralized in compliance with applicable State law. The City reserves the right, in its sole discretion, to accept or reject any form of insurance or collateralization pledged towards deposits. The City shall receive original safekeeping receipts for securities pledged, copies of any pledged insurance policies or letters of credit, and all pledged securities shall be held by an unaffiliated custodian. Written authorization by an Investment Officer is required prior to the release of any pledged collateral, insurance, or letter of credit. Except for deposits secured with irrevocable letters of credit at 100% of principal plus anticipated accrued interest, all financial institution deposits and repurchase agreement investments of City funds shall be secured by pledged collateral. The City requires market value of pledged securities in excess of 102% of all uninsured

deposits plus accrued interest if any. All financial institutions pledging securities as collateral shall be required to sign a collateralization agreement with the City. The agreement shall define the City’s rights to the collateral in case of default, bankruptcy, or closing and shall establish a perfected security interest in compliance with Federal and State regulations, including: The agreement must be in writing; a. The agreement must be in writing; b. The agreement must be executed by the financial institution and the City contemporaneously with the deposit; c. The agreement must be approved by the Board of Directors or designated committee of the financial institution and a copy of the meeting minutes must be delivered to the City; and d. The agreement must be part of the financial institution’s “official record” continuously since its execution. The Investment Officers shall monitor deposit and collateral levels at least monthly to maintain adequate coverage. (0-2003-65, 11/26/03) (Ord. 0-2004-87, 11/10/04) (Ord. 0-2005-91, 11/9/05) (Ord. No. O-200693, 11/8/06) (Ord. No. 0-2007-130, 11/14/07) (Ord. No. 0-2008-143, 11/12/08) (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (02013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2021-41; 05/12/21) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024-101;11/13/24) Sec. 2-58. Authorized Collateral. The City shall accept only the following as collateral: a. Bonds, certificates of indebtedness, or notes of the United States, its agencies or instrumentalities (including the Federal Home Loan Banks), or other evidence of indebtedness of the United States, its agencies or instrumentalities that is guaranteed as to principal and interest by the United States, its agencies or instrumentalities. b. Obligations, the principal and interest on which, are unconditionally guaranteed or insured by the State of Texas.

42 | Investment Policy

c. Bonds of the State of Texas or a county, city or other political subdivision of the State of Texas having been rated no less than "A" or its equivalent by a nationally recognized rating agency with a remaining maturity of ten (10) years or less. d. Letters of credit issued by the United States or its agencies and instrumentalities, including the Federal Home Loan Banks. (Ord. No. 0-2009-84, 8/12/09) Ord. No. 0-2010-121, 11/10/10) (Ord. No. 0-2011-94, 11/9/11) (02013-60, 7/24/13) (Ord. No. 0-2016-20; 02/24/16) (Ord. No. 0-2017-54; 07/12/17) (Ord. No. 0-2019-45; 06/12/19) (Ord. No. 0-2020-62; 7/8/20) (Ord. No. 0-2022-88; 9/14/22) (Ord. No. 0-2023-97; 10/11/23) (Ord. No. 0-2024101;11/13/24) Sec. 2-59. Reserved. PART 2: Should any section, subsection, sentence, provision, clause or phrase be held to be invalid for any reason, such holding shall not render invalid any other section, subsection, sentence, provision, clause or phrase of this ordinance and same are deemed severable for this purpose. PART 3: That this ordinance shall be effective on and after its date of passage and approval by the City Council.

PASSED AND APPROVED this 13th day of November, 2024.

DONALD P. WARREN, MAYOR OF THE CITY OF TYLER, TEXAS

ATTEST:

APPROVED:

CASSANDRA BRAGER, CITY CLERK

DEBORAH G. PULLUM, CITY ATTORNEY

43 | Investment Policy

City of Tyler Strategic Plan - 2026 Mission: Vision: Values:

To serve our community to make a positive difference To be the standard of excellence in local government People First, Passionate, Purposeful, Proactive

Focus 1: 1. 2. 3. 4.

Improve public safety and work to unify neighborhoods

Preserve community security through policing Protect lives and property with fire and emergency services Sustain and maintain established neighborhoods Expand housing options for low- and moderate-income families

Core Departments: Tyler 1st Chapters: Focus 2:

PD, Fire, Code Enforcement, Solid Waste, Neighborhood Services, Municipal Court 8. Housing, Neighborhoods, & Community Identity & 11. Public Facilities & Services

Improve the quality of life for the residents and visitors of Tyler

1. Create full-service, mixed-use destination in downtown Tyler 2. Ensure the preservation of Tyler's history 3. Enhance and promote Tyler's culture, tourism, and recreational activities Core Departments: Parks, Library, Rose Garden, Convention Center, Main Street, Liberty Hall Tyler 1st Chapters: 4. Downtown Master Plan & 6. Historic Preservation & 7. Parks, Open Space, Recreation, & Lakes Focus 3:

Infrastructure Improvement and Investment

1. Maintain and enhance city infrastructure and services 2. Improve travel in Tyler 3. Address and control storm water Core Departments: Tyler 1st Chapters:

Water, Wastewater, Storm Water, Streets, Traffic, Engineering 10. Transportation & Circulation & 11. Public Facilities & Services

Focus 4: Development and Growth 1. Encourage growth and development through use of public and private partnerships 2. Develop an innovation economy 3. Focus on balanced and sustainable growth 4. Promote Pounds Regional Airport as a center for aviation excellence 5. Improve collaborative approaches with schools, colleges, and the county Core Departments: Building Services, Planning & Zoning, Airport, Facility Services Tyler 1st Chapters: 9. Business & Economy & 11. Public Facilities & Services Focus 5:

Finance, People, and Technology

1. Practice sound financial management 2. Build and maintain a talented and experienced workforce 3. Maintain and enhance technology Core Departments: Finance, City U, Team Resources, Communication, Legal, IT Tyler 1st Chapters: 9. Business & Economy & 11. Public Facilities & Services

45 | Cit y wide Strategic Plan

C O M B I N E D S TAT E M E N T O F

REVENUES & EXPENDITURES ALL FUNDS

FISCAL YEAR 2025-2026 FUND

OPENING BALANCE

REVENUES

EXPENDITURES

TRANSFERS IN/ (TRANSFERS OUT)

CLOSING BALANCE

101 General

14,706,720

100,245,898

95,899,320

(4,346,578)

14,706,720

102 General Capital Projects

841,868

58,000

1,406,768

595,000

88,100

103 Street Improvements

125,759

65,000

2,528,590

2,400,856

63,025

202 Development Services

2,886,699

3,110,333

3,312,979

2,684,053

204 Cemeteries Operating

228,771

135,369

603,819

390,000

150,321

205 Police Forfeitures

234,392

56,000

187,000

103,392

206 Park Improvement Fund

57,422

803,119

802,500

58,041

207 Court Special Fees

522,217

488,800

436,662

574,355

208 Economic Development Fund

467,086

16,500

208,750

175,000

449,836

211 Hotel Occupancy Tax

1,490,955

5,507,959

1,694,386

(4,220,400)

1,084,128

217 TIF/TIRZ # 4

994,544

801,501

249,009

1,547,036

218 TIF/TIRZ # 3

381,663

295,255

20,000

656,918

219 Tourism and Convention

78,835

1,055,400

4,577,340

3,580,000

136,895

234 Passenger Facility

868,661

225,000

(72,000)

1,021,661

235 Rainy Day Fund

7,640,288

355,000

100,000

7,895,288

236 PEG Fee

1,146,278

156,165

710,569

591,874

274 Homeownership and Housing 276 Housing Assistance 285 MPO

488

508

1,494,939

12,676,320

12,845,709

1,325,550

829

591,005

591,834

286 Transit System

13,000

4,340,308

5,223,618

916,208

45,898

294 Community Development Grant

196,142

753,501

745,204

204,439

295 Home Grant

608,132

1,138,205

1,145,049

601,288

302 HOT Debt Service Fund

2,363

595,400

2,363

502 Utilities Operations

15,513,702

65,646,934

45,817,541

(19,514,066)

15,829,029

503 Utilities Construction

9,353,410

350,000

14,505,599

13,000,000

8,197,811

504 Utilities Debt Service

3,764,505

11,692,689

17,069,753

5,584,310

3,971,751

505 Utilities Debt Reserve

11,296

450

11,746

524 Airport

1,700,805

1,685,247

1,962,229

52,000

1,475,823

560 Solid Waste

2,305,750

18,759,736

17,203,774

(1,179,757)

2,681,955

562 Solid Waste Capital

167,622

25,000

825,000

192,622

575 Storm Water

659,680

3,633,352

3,598,723

694,309

639 Productivity

1,887,740

75,000

1,255,900

300,000

1,006,840

640 Fleet Maintenance/Replacement

4,767,868

19,131,216

19,571,106

(100,000)

4,227,978

650 Property and Liability

4,383,213

4,779,571

4,636,159

4,526,625

661 Active Employees Benefits

4,165,788

17,252,188

18,087,168

3,330,808 113,089

663 Facilities Maintenance

528,966

836,544

1,496,449

244,028

671 Technology

3,253,112

7,646,489

11,392,468

857,000

364,133

713 Cemeteries Trust

3,463,115

174,600

(65,000)

3,572,715

84,790

2,830,209

2,828,682

86,317

761 Retired Employees Benefits

47 | Budget Summary – All Funds

MAJOR

REVENUES & EXPENDITURES GENERAL FUND

ACTUALS

AMENDED BUDGET

PROJECTED

BUDGET

2023-2024 2024-2025 2024-2025 2025-2026 As indicated by the chart Property Taxes 28,535,332 30,528,410 30,422,739 32,114,266 to the right, General Fund revenues for FY Franchises 11,695,427 12,211,595 11,951,839 12,276,739 2025–2026 are projected Sales & Use Taxes 40,681,615 41,566,339 42,754,902 44,006,140 at $100,245,898, Licenses & Permits 397,129 358,724 318,118 329,250 representing an increase Fines & Penalties 4,495,705 4,306,200 4,846,966 4,652,000 of 4.67 percent over the Use of Money & Property 1,655,408 1,862,196 1,393,138 1,864,356 FY 2024–2025 budget of 3,023,916 3,288,779 3,211,990 3,519,341 $95,768,873. The increase Current Services Other Agencies 1,123,625 920,454 1,121,885 925,130 is primarily attributable to higher property tax Miscellaneous 527,308 726,176 420,665 558,676 revenue driven by new TOTAL REVENUES 92,135,465 95,768,873 96,442,242 100,245,898 construction and growth in appraised property The following is a summary of each major revenue category, outlining the basis for the values. projections and the primary reasons for changes from the prior fiscal year.

SALES TAX

45,000,000 40,000,000 35,000,000

$43,343,928

$40,901,127

$40,288,539

$38,344,442

$30,442,521

$30,257,590

$28,494,304

$26,775,850

10,000,000

$26,338,713

15,000,000

$26,917,614

20,000,000

$34,258,124

25,000,000

$41,497,196

30,000,000

Sales tax is the largest of the General Fund’s revenue sources, representing 44 percent of the fund’s total revenues. Actual collections for FY 2024–2025 are projected to exceed budgeted amounts. For FY 2025– 2026, the City is projecting a 3 percent increase in sales tax revenue compared to the current year’s projected collections. This growth projection reflects the continued strength and diversification of the Tyler economy. The City has

-2

5 FY

24 20 FY

22 20 FY

-2

2 FY

-2

20 19 20 FY

18 -1 9

17 -1 8 20 FY

15 -1 6 FY

14 -1 5 20 FY

16 -1 7

5,000,000

experienced steady population growth, expanding retail development, and strong consumer spending trends that contribute to higher sales tax receipts. New commercial investments, along with the sustained performance of local businesses, have further supported Tyler’s position as a regional retail and service hub for East Texas. Conservative forecasting practices are applied to ensure projections remain realistic while accounting for both local and national economic conditions.

48 | Budget Summary – All Funds

PROPERTY TAX

Property tax is the General Fund’s second-largest single source of revenue, representing 32 percent of total General Fund revenues. As indicated in the chart below, taxable property values have increased steadily over the past ten years. The current property tax rate is $0.236452 per $100 of assessed value. Although the City has continued the constrained spending philosophy demonstrated during the prior fiscal year’s budget and operating cycle, the adopted tax rate will ensure the City of Tyler can maintain its current levels of service to residents and businesses. The City’s longstanding philosophy has been to follow a “pay-as-you-go” approach for construction and capital projects rather than relying on debt financing. The City paid off all remaining tax-supported debt issues in FY 2007–2008, which has since allowed Tyler to sustain a lower total property tax rate over the past decade while continuing to invest in infrastructure and essential public services. TOTAL RATE

CERTIFIED VALUES

2015-2016

FISCAL YEAR

0.2200000

7,519,723,382

% CHANGE

2016-2017

0.2300000

7,807,290,136

3.82%

2017-2018

0.2400000

8,117,880,826

3.98%

2018-2019

0.2444520

8,675,367,458

6.87%

2019-2020

0.2599000

9,064,015,823

4.48%

2020-2021

0.2590000

9,397,648,602

3.68%

2021-2022

0.2699000

9,770,807,914

3.97%

2022-2023

0.2618500

10,948,828,831

12.06%

2023-2024

0.2479200

12,191,671,766

11.35%

2024-2025

0.2400850

13,410,271,543

10.00%

FRANCHISES

Franchise taxes represent approximately 12 percent of total General Fund revenues for FY 2025–2026. The City collects franchise fees from electric, gas, water, telephone, and cable service providers for the use of public rights-of-way. Revenues from electric, gas, and water franchises are based on customer usage and tend to fluctuate with seasonal weather patterns, particularly during peak summer and winter months. Telephone franchise fees have experienced a gradual decline in recent years due to the continued transition from traditional landline services to wireless and Voice over Internet Protocol (VOIP) technologies. Similarly, cable franchise revenues have become less stable as more customers shift to streaming services and alternative digital media platforms. Despite these changes, franchise taxes remain an important and diversified source of revenue for the City.

FINES AND PENALTIES

Fees and fines represent approximately 5 percent of total General Fund revenues. The City has historically reviewed revenue collections for major categories and used these trends to guide future projections. Fines and penalties are one such category that continues to benefit from consistent monitoring and process improvements. A more effective and well-publicized warrant sweep program has been in place for many years, helping to increase compliance and collections. Additionally, the Municipal Court has implemented license plate recognition software in the Marshal’s Unit to assist with identifying and processing outstanding warrants. Continued efforts are being made to improve fine collections and to encourage voluntary payment through enhanced outreach and enforcement initiatives. 49 | Budget Summary – All Funds

MAJOR

REVENUES & EXPENDITURES CONTINUED

DEVELOPMENT SERVICES

As indicated by the chart below, Development Services revenues for FY 2025–2026 are projected at $3,110,333, an increase from the FY 2024–2025 appropriated budget of $2,431,484. Development Services revenue projections are determined through ongoing trend analysis, which evaluates historical activity levels and anticipated development patterns within the community.

To more accurately track revenues and expenditures related to development activities, the City established a separate Development Services Fund in FY 2005–2006. Continued review of these trends enables the City to adjust fees as necessary to ensure that revenues remain aligned with the costs of providing permitting, inspection, planning, and related service activities.

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Building Permits

2,068,539

1,506,439

1,814,953

2,140,288

Electrical Permits

244,012

230,000

203,624

230,000

Plumbing Permits

131,786

160,000

134,104

160,000

Zoning Permits

79,698

95,000

83,438

100,000

Mechanical Permits

100,150

90,000

69,628

90,000

Cert. of Occupancy Fees

24,520

30,000

25,147

30,000

Local TABC Fee

6,430

20,000

10,875

20,000

Billboard Registration

16,320

15,045

14,025

15,045

Sign Permits

30,765

40,000

35,600

40,000

Contractor License

52,250

50,000

52,038

50,000

Interest Earnings

201,434

50,000

211,136

100,000

123

82,550

85,000

73,196

85,000

Miscellaneous Income

Contractor Testing Fees

16,039

Miscellaneous Income

Copying/Printing Fees Platting Fees

Subdivision Plan Review TOTAL REVENUES

31,000

60,000

41,000

50,000

3,085,616

2,431,484

2,768,877

3,110,333

HOTEL/MOTEL TAX

Revenues in the Hotel/Motel Tax Fund are projected to increase by 8.66 percent over FY 2024–2025 projections. This increase is based on continued collection of the seven percent occupancy tax, as well as an additional two percent occupancy tax dedicated to the development of new or expanded visitor facilities, which was approved by the State Legislature in June 2011. Collections are expected to rise as the local and regional economy continues to strengthen, tourism activity increases, and visitor stays in Tyler grow. Expenditures to outside agencies are projected to increase by 16.03

percent, primarily reflecting adjustments related to the distribution of increased Hotel Tax collections among funded organizations and tourism partners.

TOURISM AND CONVENTION FUND

Revenues in the Tourism and Conventions Fund are projected to remain relatively constant for FY 2025–2026. Rental and concession revenues are projected using trend analysis based on historical performance and anticipated event activity levels. This approach ensures that revenue estimates remain realistic and aligned with current tourism and convention trends within the City of Tyler.

50 | Budget Summary – All Funds

GENERAL DEBT SERVICE FUND

The City of Tyler no longer carries or supports any tax-supported debt obligations, reflecting the City’s long-standing commitment to conservative fiscal management and its pay-as-you-go funding philosophy.

HOUSING ASSISTANCE PAYMENTS FUND

The Housing Assistance Payments Program (HAPP), commonly known as Section 8, remains one of the largest sources of grant funding for the City of Tyler. The FY 2025–2026 budget for this program is consistent with the prior fiscal year. HAPP provides rental assistance to low-income families, helping them secure safe and affordable housing within the community. The City of Tyler continues to pursue additional funding opportunities to expand housing support and related services through programs such as the Family Self-Sufficiency Program, the Tenant Protection Program, and the Veterans Affairs Supportive Housing (VASH) Program. These efforts strengthen the City’s commitment to improving housing stability and promoting economic independence among participating families.

STATE AND FEDERAL GRANT FUND

All state and federal grants are budgeted based on the amounts awarded by the respective granting agencies. Major grants awarded for the upcoming fiscal year include the Metropolitan Planning Organization (MPO) Planning Grant and the Transportation Security

Administration (TSA) Grant. All grants within this fund are structured as reimbursement-based grants, meaning expenditures are incurred by the City and subsequently reimbursed by the granting agency.

TRANSIT SYSTEM FUND

Tyler Transit is the public transportation system operated by the City of Tyler to provide safe, reliable, and accessible mobility options for residents. Previously operating six fixed routes, the system transitioned to a MicroTransit model on January 13, 2025. Under this new on-demand service model, all former bus stops now serve as designated pick-up locations, and riders can request trips through a mobile app or by phone. This change was implemented to improve service flexibility, reduce wait times, and better meet the community’s transportation needs. Paratransit services continue to be available for eligible passengers under the Americans with Disabilities Act (ADA) through a contracted provider, ensuring equitable access for individuals who require scheduled or specialized transportation. Funding for Tyler Transit is provided through a combination of transit fares, local matching funds from the City of Tyler, and grant funding from the Federal Transit Administration (FTA) and the Texas Department of Transportation (TxDOT). These resources support the continued operation, maintenance, and enhancement of the City’s public transportation system, helping to strengthen connectivity and improve quality of life for residents.

UTILITIES FUND

As indicated by the chart below, Utility Fund revenues for FY 2025–2026 are projected at $65,646,934, which is a decrease from the FY 2024–2025 budget of $67,935,894. The major sources of revenue for the Utilities Fund are water and sewer charges, which are based on comprehensive rate studies. Although the most recent rate study identified the need for phased increases to align revenue with system costs and future infrastructure needs, the City has chosen to hold base water and sewer rates flat for FY 2025–2026. This decision reflects the City’s commitment to balancing affordability for customers with ongoing investment in system upgrades and the transition from a declining rate structure to a uniform volumetric rate over a five-year period. ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Use of Money and Property

734,101

526,734

459,905

602,152

Charges for Current Services

52,617,594

67,351,360

65,281,831

64,976,982

306,418

57,800

134,840

67,800

53,658,113

67,935,894

65,876,576

65,646,934

REVENUES

Miscellaneous Income TOTAL REVENUES

51 | Budget Summary – All Funds

MAJOR

REVENUES & EXPENDITURES CONTINUED

UTILITIES DEBT SERVICE FUND

The Utilities Debt Service Fund accumulates resources for the semiannual principal and interest payments on all utility revenue debt. As of October 1, 2025, total outstanding revenue bond debt will amount to $218,475,000. The current debt service requirement for this revenue debt is $17,054,753, including interest. The City of Tyler continues to evaluate capital improvement projects annually to determine the most appropriate and cost-effective funding sources. This ongoing review ensures that major infrastructure investments are strategically planned, financially sustainable, and aligned with the City’s long-term utility system needs.

AIRPORT OPERATING FUND

As indicated by the chart below, Airport Operating revenues for FY 2025–2026 are projected at $1,685,247, reflecting a

decrease from the FY 2024–2025 budget. The reduction is primarily due to the use of all remaining American Rescue Plan Act (ARPA) funds that had previously been applied to support operations during and after the COVID-19 pandemic. The primary sources of revenue for the Airport Operating Fund are long-term parking and car rental lease agreements. Other major sources include airline facility rentals and hangar leases, both of which are projected using trend analysis based on historical activity and occupancy rates. The airport’s wash bay facility for rental car companies, which opened in FY 2013–2014, continues to provide a steady source of supplemental revenue. Transfers from the Customer Facility Fund will also provide the necessary resources for debt service obligations.

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Airline Facilities Rental

45,000

Airport Long-Term Parking

500,867

457,000

481,546

556,300

Interest Earnings

53,219

34,000

65,470

51,000

Landing Fees

41,189

40,022

45,442

50,000

Restaurant Concessions

12,513

9,500

8,443

8,900

FAA Building Rental

62,196

59,005

55,027

79,382

Car Leasing Rental

336,421

301,800

329,954

331,800

Agricultural Lease

2,105

1,693

400

1,693

Hangar Land Lease

151,381

159,484

149,856

190,500

HAMM

15,000

Common Use Fees

17,965

15,212

17,435

17,500

Wash Bay Fees

18,798

11,500

18,020

16,500

Non Aviation Land Lease

15,005

22,000

7,111

6,000

1,271,659

1,171,216

1,238,704

1,369,575

USE OF MONEY AND PROPERTY

TOTAL USE OF MONEY AND PROPERTY

52 | Budget Summary – All Funds

SOLID WASTE FUND

The Solid Waste Fund provides for the administration, operation, and maintenance of the City’s solid waste system, which includes collection, recycling, and litter control services. Revenues for FY 2025–2026 are projected at $18,759,736, representing a decrease from the FY 2024–2025 budget of $19,335,203. The primary sources of revenue for the Solid Waste Fund include residential, commercial, and roll-off service charges. The decrease in revenues is attributed to maintaining a flat base collection rate for both residential and commercial customers, as determined through the City’s annual review of the Consumer Price Index (CPI). ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Rent - Miscellaneous

$9,985

$5,000

$11,706

$12,000

Interest Earnings

(3,713)

TOTAL USE OF MONEY AND PROPERTY

6,272

5,000

11,706

12,000

Residential Sanitation Fees

9,443,115

10,162,855

9,975,804

9,975,847

Commercial Fees

4,907,840

5,393,886

5,326,383

5,331,503

Roll-Off Collection Fees

1,719,189

2,100,000

1,834,524

1,966,219

16,070,144

17,656,741

17,136,711

17,273,569

Recycle Sales

75,425

70,000

84,836

90,000

TOTAL RECYCLE SALES

75,425

70,000

84,836

90,000

1,045,507

950,000

1,034,360

1,020,000

825,888

653,462

462,327

364,167

1,871,395

1,603,462

1,496,687

1,384,167

$18,023,236

$19,335,203

$18,729,940

$18,759,736

USE OF MONEY AND PROPERTY

CHARGES FOR CURRENT SERVICES

TOTAL CHARGES FOR CURRENT SERVICES RECYCLE SALES

MISCELLANEOUS INCOME Landfill Royalty Fee Miscellaneous Income Landfill Tipping Fee TOTAL MISCELLANEOUS INCOME TOTAL REVENUES

STORM WATER FUND

The Storm Water Fund is responsible for the maintenance, management, and regulatory compliance of the City’s storm water system. Revenue for this fund is currently collected as 7 percent of water charges and is restricted for storm drainage improvements and related compliance activities. Beginning January 2026, the City is planning to transition from the flat percentage approach to an impervious-surface–based fee, so that properties with larger amounts of hard surface (and therefore more runoff) pay proportionally more. Until that transition occurs, the 7 percent rate remains in effect for FY 2025–2026.

53 | Budget Summary – All Funds

POSITIONS SUMMARY ALL FUNDS

Full-Time Positions

2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

GENERAL SERVICES City Manager

Communications

Engineering

Finance

9.75

Fire Department

166

168

173

Human Resources

Animal Services

Legal

Library

Municipal Court

Municipal Security

Municipal Partners for Youth

Court Special Fee

17.3

Parks and Recreation - Indoor Recreation

Parks and Recreation - Median Maint.

Parks and Recreation - Outdoor Recreation

Police Department - Auto Theft Task Force

Police Department - DEA Task Force

Police Department - COPPS Grant

Police Department - Operations

244

Street

28.5

Traffic Engineering

580.05

583.05

590.05

592.55

593.55

Parks and Recreation

GENERAL SERVICES TOTAL DEVELOPMENT SERVICES Building Inspections Planning and Zoning

DEVELOPMENT SERVICES TOTAL

Lake Tyler

Storm Water Management

Wastewater Collection

UTILITIES FUND

UTILITIES FUND CONTINUED

54 | Budget Summary – All Funds

Full-Time Positions

2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

Wastewater Treatment

Water Administration

Water Purchasing

Water GIS

Water Business Office

Water Consent Decree

Water Distribution

Water Plant

UTILITIES FUND TOTAL

179

181

182

184

Solid Waste Administration

Solid Waste Code Enforcement

Solid Waste Commercial

Solid Waste Keep Tyler Beautiful

Solid Waste Residential

SOLID WASTE FUND TOTAL

Airport

AIRPORT FUND TOTAL

Community Development

2.7

Fleet Maintenance

FSS Homeownership

HOME

0.2

Housing

SOLID WASTE FUND

AIRPORT FUND

OTHER FUNDS Cemeteries

11.1

MPO

Productivity

Property and Facility Management

Property, Liability, Disability and Workers Compensation

Employee Benefits

Retiree Benefits

Technology Services

Tourism - Main Street

4.4

Tourism - Rose Garden Center

5.3

7.3

10.3

Transit

27.25

29.25

OTHER FUNDS TOTAL

101.95

105.95

108.95

109.95

TOTAL FULL TIME POSITIONS

957.00

964.00

976.00

981.50

984.50

Tourism - Visitor's Facility Tourism - Rose Garden Maintenance

55 | Budget Summary – All Funds

POSITIONS SUMMARY ALL FUNDS

Part Time Positions

2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

GENERAL SERVICES Library

Parks and Recreation - Indoor Recreation

Parks and Recreation - Outdoor Recreation

Police Department - Operations

Traffic Engineering

GENERAL SERVICES TOTAL

SOLID WASTE FUND Solid Waste Keep Tyler Beautiful

SOLID WASTE TOTAL

Property, Liability, Disability and Workers Compensation

Tourism - Visitor's Facility

OTHER FUNDS

Technology Services

OTHER FUNDS TOTAL

25.00

23.00

24.00

TOTAL PART TIME POSITIONS Substitute/Temporary Positions

2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

GENERAL SERVICES Library

Library

Parks and Recreation - Outdoor Recreation

Traffic Engineering

GENERAL SERVICES TOTAL

Tourism - Visitor's Facility

Transit

OTHER FUNDS TOTAL

84.00

85.00

83.00

OTHER FUNDS

TOTAL SUBSTITUTE/ TEMPORARY POSITIONS

56 | Budget Summary – All Funds

GENERAL FUND (101) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Unreserved Fund Balance

$5,300,880

$1,459,327

$902,648

Operating Reserve

12,278,114

13,356,122

13,804,072

BEGINNING FUND BALANCE / WORKING CAPITAL

17,578,994

14,815,449

14,706,720

Property Taxes

28,535,332

30,528,410

30,422,739

32,114,266

Franchises

11,695,427

12,211,595

11,951,839

12,276,739

Sales & Use Taxes

40,681,615

41,566,339

42,754,902

44,006,140

REVENUES

Licenses & Permits

397,129

358,724

318,118

329,250

Fines & Penalties

4,495,705

4,306,200

4,846,966

4,652,000

Use of Money & Property

1,655,408

1,862,196

1,393,138

1,864,356

Current Services

3,023,916

3,288,779

3,211,990

3,519,341

Other Agencies

1,123,625

920,454

1,121,885

925,130

Miscellaneous

527,308

726,176

420,665

558,676

92,135,465

95,768,873

96,442,242

100,245,898

General Government

8,407,646

8,699,123

8,509,416

9,833,415

Police

36,429,345

37,582,042

37,417,549

38,670,263

587,050

385,229

256,202

256,251

25,565,309

25,333,651

26,240,749

26,062,083

513,909

510,173

784,626

676,913

Public Services

8,279,046

9,521,219

8,988,633

9,477,274

Parks and Recreation

4,956,820

5,273,204

5,258,142

5,846,200

Library

2,096,539

2,186,883

2,089,510

2,335,032

TOTAL REVENUES EXPENDITURES

Police Grants Fire Fire Grants

Municipal Court

2,205,149

2,595,628

2,482,321

2,741,889

89,040,813

92,087,152

92,027,148

95,899,320

Transfer In

Fair Plaza Fund (240)

(Transfer Out)

(5,858,197)

(3,928,823)

(4,523,823)

(4,346,578)

General Capital Projects (102)

(1,250,000)

(70,000)

(665,000)

(595,000)

Quality Street Commitment Fund (103)

(2,045,688)

(2,228,712)

(2,400,856)

(325,000)

Transit (286)

(936,204)

(853,806)

(916,208)

Property Facility (663)

(101,305)

(109,514)

Productivity Fund (639)

(250,000)

TOTAL EXPENDITURES

Cemetery (204) Fair Plaza Fund (240)

58 | General Fund

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Fleet Fund (640)

(500,000)

Technology Admin (671)

(450,000)

(350,000)

Unreserved Fund Balance

1,459,327

755,274

902,648

321,822

Operating Reserve

13,356,122

13,813,073

13,804,072

14,384,898

$14,815,449

$14,568,347

$14,706,720

Rainy Day Fund (235)

ENDING FUND BALANCE / WORKING CAPITAL

STATEMENT OF REVENUES Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

$28,115,105

$30,108,410

$30,071,109

$31,752,674

Delinquent

167,215

185,000

123,719

145,000

Penalty and Interest

253,012

235,000

227,911

216,592

28,535,332

30,528,410

30,422,739

32,114,266

Power and Light

4,736,125

4,624,221

4,581,415

4,621,550

Natural Gas

1,061,393

1,045,704

1,034,034

1,042,800

Telephone

461,002

525,000

454,926

475,000

962,380

1,001,517

816,675

847,000

1,186,745

1,214,239

1,161,404

1,269,475

PROPERTY TAXES Current

TOTAL PROPERTY TAXES

FRANCHISES

Cable Television Commercial Waste Hauler Water and Sewer Franchise

3,287,782

3,800,914

3,903,385

4,020,914

11,695,427

12,211,595

11,951,839

12,276,739

40,009,730

40,901,127

42,122,526

43,343,928

Mixed Drink Taxes

646,552

627,212

602,265

627,212

Bingo Taxes

25,333

38,000

30,111

35,000

40,681,615

41,566,339

42,754,902

44,006,140

Parking Meters

80,970

25,724

14,174

Wrecker Permits

3,880

4,250

3,136

4,250

Burglar Alarms

312,279

325,000

300,108

325,000

TOTAL FRANCHISES SALES AND USE TAXES Sales Taxes

TOTAL SALES AND USE TAXES LICENSES AND PERMITS

ROW Permits TOTAL LICENSES AND PERMITS

3,750

700

397,129

358,724

318,118

329,250

59 | General Fund

GENERAL FUND (101)

CONTINUED

STATEMENT OF REVENUES (CONTINUED) Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

FINES & PENALTIES Moving Violations

2,362,155

2,216,000

2,597,236

2,500,000

Tax Fees

148,141

140,000

155,286

150,000

Arrest Fees

107,299

107,000

115,981

109,000

Administrative Fees

87,514

80,000

95,049

90,000

Warrant Fees

323,987

317,000

341,913

330,000

Child Safety

145,962

134,000

175,963

150,000

66,064

60,000

66,563

65,000

Teen Court Fines Miscellaneous Court Time Payment Fees

Special Court Fees

821,323

851,000

834,635

830,000

Collection Firm Fees

342,784

322,000

377,879

350,000

Court Fee - Clearing

1,745

2,376

Omnibase Program

39,692

36,000

42,121

40,000

Parking Fines

33,838

32,000

25,836

25,000

Scofflaw

4,268

2,200

3,877

3,000

Animal Fines TOTAL FINES AND PENALTIES

10,913

9,000

12,251

10,000

4,495,705

4,306,200

4,846,966

4,652,000

27,843

35,000

26,851

35,000

USE OF MONEY & PROPERTY Glass Center Rental Senior Citizen Rental

3,560

5,000

2,840

5,000

Miscellaneous Rent

47,918

46,600

33,323

46,600

2,500

Ballfield Concessions Glass Rec Concessions Fair Plaza Non-Tenant Parking

893

1,500

1,109

1,500

16,784

14,400

14,960

16,560

Interest Earnings

1,558,410

1,757,196

1,314,055

1,757,196

TOTAL USE OF MONEY & PROPERTY

1,655,408

1,862,196

1,393,138

1,864,356

CURRENT SERVICES Swimming Pool

23,470

25,000

29,731

25,000

Fire Inspection

157,474

150,000

154,547

234,000

Lot Mowing

44,443

61,138

35,000

40,000

Glass Membership

74,215

75,000

80,263

80,000

Copying Fees

15,883

15,000

16,400

15,000

Utility Cuts

132,000

232,000

Library Non Resident Fees

24,283

22,222

22,380

20,000

Library Lost Books

3,643

2,400

3,264

3,600

Library Fines

13,226

32,200

8,748

17,600

Non Resident Internet Use

1,656

4,000

1,398

1,600

Open Records

33,895

25,000

36,809

25,000

60 | General Fund

ACTUALS 2023-2024 Library Auditorium Rental Overhead Reimbursement - Fund 219 1/2 Cent Administration Costs

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

11,500

48,993

48,992

51,933

343,263

524,702

524,704

524,702

Overhead Reimbursement - Fund 502

1,441,250

1,470,075

1,470,076

1,558,280

Overhead Reimbursement - Fund 560

266,857

272,194

272,912

288,526

Softball Fees

3,835

6,000

1,200

6,000

Basketball Fees

2,709

7,905

7,375

8,100

Volleyball Fees

3,625

4,800

3,625

4,000

Tournament Fees

Other Sports Fees

5,500

8,620

6,500

Field Maintenance

114,438

116,650

159,498

120,000

Recreation Classes/Events

58,851

60,000

44,609

60,000

Animal Adoption Fees

14,480

30,000

12,440

15,000

Animal Shelter Fees

6,130

18,000

5,547

6,000

Fire Cost Recovery Fees TOTAL CURRENT SERVICES

195,207

180,000

131,852

165,000

3,023,916

3,288,779

3,211,990

3,519,341

16,454

26,000

54,027

24,000

OTHER AGENCIES State Government Income from Restitution

417

250

178

250

Auto Theft Task Force

135,798

145,000

161,089

155,000

School Crossing Guards

271,467

Comprehensive Traffic

67,993

74,755

59,799

79,000

County Haz-Mat Service

5,726

6,000

7,442

6,000

SHSP PD Grant

44,684

23,591

17,723

1,000

State JAG Allocation

47,117

26,455

26,456

21,807

COPS Grant

20,440

Federal JAG Allocation

37,416

34,000

28,802

25,350

Fire TCLEOSE Allocation

BJA Cares Grant

Police Safety OOG

99,475

AFG Grant

476,102

483,928

664,501

560,000

Coronavirus Relief Funds

PSAP SC 911

95,000

35,000

Fire TIFMAS

1,123,625

920,454

1,121,885

925,130

Miscellaneous

159,352

203,276

140,749

163,276

Unclaimed Property Revenue

10,603

12,500

15,566

12,500

SAFER Grant

TOTAL OTHER AGENCIES MISCELLANEOUS

Return Checks

175

200

Sale of Equipment

400

Junk Vehicle Revenue

352,478

500,000

257,900

375,000

4,700

10,000

6,250

7,500

527,308

726,176

420,665

558,676

$92,135,465

$95,768,873

$96,442,242

$100,245,898

Methane Gas Sales Funeral Escorts TOTAL MISCELLANEOUS TOTAL GENERAL FUND REVENUES

61 | General Fund

GENERAL FUND (101)

CONTINUED

STATEMENT OF EXPENDITURES Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

General Government

$901,905

$1,019,138

$982,424

$1,120,609

Outside Agencies

282,943

GF Non-Dept Exp

2,725,811

2,608,846

2,597,227

3,372,271

10,196

13,667

13,350

9,106

Finance

1,808,822

1,938,303

1,916,727

2,033,029

Legal

1,402,290

1,444,493

1,375,097

1,554,321

602,980

673,491

673,533

704,701

GENERAL GOVERNMENT

Innovation and Economic Development

Communications Human Resources

672,699

718,242

668,115

756,435

8,407,646

8,699,123

8,509,416

9,833,415

36,429,345

37,582,042

37,417,549

38,670,263

47,117

26,456

26,458

21,807

Police OOG

99,476

Federal JAG

37,416

34,000

28,931

25,350

COPS Grant

254,569

19,540

Auto Theft Task Force

231,494

185,757

183,063

189,094

L.E. Education Grant

16,454

20,000

17,750

20,000

25,565,309

25,333,651

26,240,749

26,062,083

513,909

510,173

751,197

676,913

TOTAL GENERAL GOVERNMENT PUBLIC SAFETY Police Services State JAG

Fire Services Fire SAFER Grant Fire TIFMAS

33,429

63,095,613

63,811,095

64,699,126

65,665,510

813,747

1,222,401

1,021,794

1,176,429

Streets

3,245,086

3,745,140

3,532,177

3,803,993

Traffic Operations

2,679,042

2,919,948

2,846,968

2,833,672

TOTAL PUBLIC SAFETY PUBLIC SERVICES Engineering Services

Parking Garage

30,607

28,520

20,400

29,060

Animal Services

1,510,564

1,605,210

1,567,294

1,634,120

TOTAL PUBLIC SERVICES

8,279,046

9,521,219

8,988,633

9,477,274

Administration

3,473,489

3,581,206

3,595,027

3,979,813

Indoor Recreation

773,574

806,744

837,201

899,298

Outdoor Recreation

297,082

393,811

367,299

426,292

Median Maint/Aborist

412,675

491,443

458,615

540,797

TOTAL PARKS & RECREATION

4,956,820

5,273,204

5,258,142

5,846,200

LIBRARY

2,096,539

2,186,883

2,089,510

2,335,032

MUNICIPAL COURT

2,205,149

2,595,628

2,482,321

2,741,889

$89,040,813

$92,087,152

$92,027,148

$95,899,320

PARKS & RECREATION

TOTAL GENERAL FUND EXPENDITURES

62 | General Fund

63 | General Fund

CITY MANAGER'S OFFICE

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

SERVICE POINT EXPENDITURES – GENERAL GOVERNMENT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

464,670

475,792

523,913

507,442

Supplies and Services

244,474

335,782

267,842

315,500

Sundry

85,876

93,571

185,078

Utilities

71,197

83,818

66,923

80,000

Maintenance

35,688

30,175

32,589

Capital Outlay TOTAL

901,905

1,019,138

982,424

1,120,609

SERVICE POINT EXPENDITURES – OUTSIDE AGENCIES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

282,943

Utilities

Maintenance

Capital Outlay TOTAL

282,943

SERVICE POINT EXPENDITURES – NON-DEPARTMENT EXPENSES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

1,901,938

1,801,938

Supplies and Services

70,714

251,619

165,000

105,000

Sundry

753,159

555,289

630,289

1,465,333

Utilities

Maintenance

Capital Outlay TOTAL

2,725,811

2,608,846

2,597,227

3,372,271

64 | General Fund

SERVICE POINT EXPENDITURES – INNOVATION & ECONOMIC DEVELOPMENT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

4,149

4,480

4,163

5,215

Utilities

1,786

1,584

Maintenance

4,261

7,603

3,891

Capital Outlay TOTAL

10,196

13,667

13,350

9,106

SERVICE POINT EMPLOYEES – CITY MANAGER’S OFFICE REGULAR FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

City Manager

15) Executive Assistant TOTAL DEPARTMENT

1 2

65 | General Fund

FINANCE SERVICES T

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

AREAS OF SERVICE INCLUDE:

ACCOMPLISHMENTS FOR 2024-2025

• Processing and disbursement of all payments; • Managing all investments;

• Achieving 39th consecutive Certificate of Achievement for Excellence in Finance from the Government Finance Officers Association of the United States and Canada • Achieving 19th consecutive Distinguished Budget Presentation Award from the Government Finance Officers Association of the United States and Canada

• Monitoring and recording all revenues; • Preparing and publishing financial reports; • Developing and monitoring internal control processes; • Providing assistance to internal and external auditors; • Managing bonded indebtedness;

GOALS FOR FISCAL YEAR 2025-2026 • Review and implementation of all appropriate accounting standards

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

• Providing budget support to all departments; • Preparing and maintaining fixed assets records; • Grant accounting and financial analysis; • Liaison to underwriters, investors, trustees, and other parties in the sale of bonds; • Processing and disbursement of payroll and related liabilities; and • Benefit analysis and administration.

SERVICE POINT EXPENDITURES – FINANCE FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

1,108,028

1,139,654

1,148,076

1,186,877

Supplies and Services

197,070

254,625

220,590

253,142

Sundry

500,745

542,924

548,058

591,910

Utilities

100

Maintenance

2,968

1,000

Capital Outlay TOTAL

1,808,822

1,938,303

1,916,727

2,033,029

66 | General Fund

SERVICE POINT EMPLOYEES – FINANCE Full-Time Positions

2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

6) Chief Financial Officer

8 & 9 & 15) Accounting Manager

14) Controller

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

1.75

3) Accounting Technician

13) Senior Accounting Technician

Payroll Technician

Accounts Payable Manager

Treasury Manager

0.75

TOTAL DEPARTMENT

9.75

Finance combined with City Clerk and Staff Services during FY 2006-2007 to form Administrative Services. These departments have split for FY 2008-2009. 1) T itle change from Senior Staff Services Specialist to Senior Accounting Technician during FY 2007-2008 2) T itle change from Staff Services Specialist to Senior Benefit Specialist during FY 2007-2008 and transferred to Fund 661 3) U pgraded one Accounting Technician to Accounting Manager during FY 2006-2007 4) D uring FY 2009-2010 Temporary downgraded one Accountant position to Part-time Accountant to be reviewed in one year 5) A ccountant III downgraded to Accountant FY 2006-2007 6) F Y 2007-2008 Title change to CFO * Accountant I dropped from Budget Book because it has not been authorized since FY 2003-2004 7) R eclassified Financial Analyst to Accountant FY 11-12 8) D owngraded Accounting Manager to Accountant FY 11-12 9) L aborer from Solid Waste Residential moved to Finance and reclassified to Accounting Manager during FY 13-14 10) O ne accountant reclassified to Budget Officer during FY 13-14. 10) O ne accountant added FY 15-16. One account position 25% paid by Transit FY 15-16 11) O ne Accounting Tech reclassified to Payroll Technician FY 15-16 12) O ne Accountant reclassified to Treasury Manager FY 5-16; salary split 75% Finance 25% Transit FY 16/17 13) O ne Senior Accounting Technician reclassified to Accounting Technician FY 18-19 14) R eclassified Accounting Manager as Controller FY 2023-2024 15) R eclassified Accounts Payable Manager and Treasury Manager as Accounting Managers FY 2023-2024

67 | General Fund

LEGAL SERVICES I

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

AREAS OF SERVICE INCLUDE: • Formal and informal legal opinions, including legal advice and counsel to Mayor, City Council, City Manager and City Departments; • Oversee Municipal Court prosecution; and,

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

• Attend City Board meetings. • Ensure compliance with State open meetings law;

• Defense and coordination of lawsuits;

• Review of public information requests and subpoenas;

• Permanent records management, preservation and storage; and

• Document/Contract review;

• Municipal/joint elections coordination

ACCOMPLISHMENTS FOR 2024-2025

• In the past 12 months the Legal Department has closed out 1,862 tickets. • 95% Transition to SharePoint • 80% Digitize old records to improve retention and management. • Reviewing and updating various City Codes. • Assisted Municipal Court with Judges RFQ. • Documents/Contract review

GOALS FOR 2025-2026

• Plan for additional staff for the City Clerk and Senior Assistant City Attorney positions. • Increase staff satisfaction through flexible schedules or work locations. Develop clear guidelines for flexible work arrangements. • Enhance staff development and training. Assess current skill levels and identify training needs for all staff. Identify internal and external training opportunities, including workshops and courses. • Assign mentors or peer support to promote professional growth and knowledge sharing. • Continue regular team building initiatives. • Evaluate event effectiveness through feedback and participation metrics.

68 | General Fund

SERVICE POINT EXPENDITURES – LEGAL FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

1,181,507

1,157,581

1,177,187

1,304,802

Supplies and Services

153,267

209,061

120,303

166,089

Sundry

67,381

76,752

82,331

Utilities

260

Maintenance

122

839

Capital Outlay TOTAL

1,402,290

1,444,493

1,375,097

1,554,321

SERVICE POINT EMPLOYEES – LEGAL Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

City Attorney

City Clerk

Deputy City Attorney

3, 4, 5, 7, 8, 9) Assistant City Attorney

Assistant to City Attorney

Legal/Risk/City Clerk Secretary

Senior Assistant City Attorney

TOTAL DEPARTMENT

1) T itle change from Risk Analyst to Legal Risk/ City Clerk Secretary during FY 2008-2009

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

2) S upport Services Technician I moved to Risk Fund FY 2010-2011

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

3) A ssistant City Attorney moved from Risk Fund to Legal Fund for FY 11-12, 12-13

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

69 | General Fund

7) A dded one Assistant City Attorney FY 15-16 8) O ne Assistant City Attorney reclassified to Senior Assistant City Attorney FY 19-20 9) Added one Assistant City Attorney FY 25-26

COMMUNICATIONS SERVICES

he Communications Department works with all City departments and the City Council to provide current information to citizens about services and programs to enhance transparency in local government. The Communications Department keeps Tyler residents informed by utilizing media placements, the City of Tyler website, City of Tyler Government Access Channel (Suddenlink-Channel 3), various social networking sites, printed and electronic publications, advertisements and grassroots communications by placing the Mayor, City Council and City staff at a myriad of speaking engagements throughout the City. The Communications Department is also responsible for: • Creating and implementing strategic communications plans; • Developing and implementing action plans to promote the City brand; • Submitting articles to local and statewide publications; • Training staff in other City departments to maintain digital content; • Maintaining and updating the programming for Tyler TV 3; • Distributing press releases to all local media outlets; • Acting as a liaison between media outlets and City staff; • Coordinating with Mayor, City Council Members and City staff to have a City presence at community events; • Updating the City’s news site and social networking sites; • Producing and distributing an annual report to citizens of Tyler; • Planning and marketing special events; • Approving and editing City publications for all departments; • Writing and distributing digital publications; • Providing media training to City employees; • Producing the annual State of the City event; and • Award writing for large City projects and initiatives.

70 | General Fund

AWARDS

The Communications Department received a 2024 Platinum MarCom Award for the 2024 State of the City video under the Government Video category and a 2024 MarCom Award for the 2024 Annual Report: Future Ready. The Department also received two 2023 Gold Hermes Awards for the 2023 Annual Report: Tyler Transforming and the short documentary Tyler's First Police Academy Class. Communications was also awarded two Honorable Mentions on the 2023 Hermes Awards for the Waiting for Dolly to Ring Campaign and the Join the Tyler Fire Department video.

SERVICE POINT EXPENDITURES – COMMUNICATIONS FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

491,825

507,093

520,376

528,871

Supplies and Services

78,465

127,326

114,087

131,842

Sundry

32,584

38,770

38,768

43,686

Utilities

Maintenance

106

300

301

300

Capital Outlay TOTAL

602,980

673,491

673,533

704,701

SERVICE POINT EMPLOYEES – COMMUNICATIONS REGULAR FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

14, 19) Communications Manager

19, 21) Director of Marketing and Communications

20) Downtown Operations Coordinator

2, 18, 24) Public Information Office Team Lead

22, 25) Public Information Officer

23, 26) Public Information Officer

16, 27) Multi-Media Producer TOTAL REGULAR FULL-TIME

1 5

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

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

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

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

3) Capital Projects Coordinator Position Transferred From Engineering Department during FY 2008-2009

17) L iberty Hall Manager reclassified to Downtown Operations Coordinator FY 16/17

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

18) S R Marketing/PR Specialist remaining frozen FY 17/18

5) Lean Sigma Black Belt position transferred to Productivity Fund for FY 2009-2010 6) Graphics Technician position transferred from Library FY 2010-2011 7) Graphics Technician Frozen for FY 2010-2011 8) Part-time Graphics Technician position eliminated during FY 2011-2012 9) Communications Director title change to Director of External Relations Organization Development FY 2010-2011 10) D irector of External Relations Org Dev. Title change to Managing Director of External Relations FY 2011-2012 11) M anaging Director of External Relations downgraded to Senior Public Relations Specialist FY 12-13 12) A ssistant City Manager position 10% paid by TourismVisitors facility FY 2015-2016 13) Added one Unpaid Intern FY 15-16 14) O ne SR Public Relations Specialist/Grantwriter reclassified to Communications Manager FY 16-17

19) C ommunications Manager reclassified to Director of Marketing and Communications FY 17/18 salary split 93% Communication, 7% Stormwater salary split changed 47% Communications, 7% Stormwater, 46% Liberty Hall 20) D owntown Operations Coordinator reclassified/transferred to Liberty Hall Operations Coordinator FY 18/19 21) D irector of Marketing and Communications salary no longer split 100% Communications FY 19-20 22) P ublic Safety Public Information Officer transferred to Communications from Productivity/Grants 75% & PD 25% FY 19-20 23) P ublic Works Public Information Officer reclassified from Senior Secretary & transferred from PD FY 18-19 24) S r. PR specialist reclassified Public Information Officer Team Lead FY21-22 25) P ublic Safety Public Information Officer reclassified as Public Information Officer FY 22-23 26) P ublic Works Public Information Officer reclassified as Public Information Officer FY 22-23 27) M ultimedia Specialist reclassified as Multimedia Producer FY22-23

71 | General Fund

HUMAN RESOURCES SERVICES

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

and regulations;

• New Employee Orientation;

• Position Control;

• Civil Service and non-Civil Service human resource administration;

• Ensuring compliance with all Department of Transportation regulations with regard to CDL;

• Compensation, classification and leave of absence benefit administration;

• Employees;

• Employee Relations; • Ensuring compliance with employment laws

• Risk Management; and • Volunteer Tyler.

72 | General Fund

SERVICE POINT EXPENDITURES – HUMAN RESOURCES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

577,274

604,673

542,360

632,890

Supplies and Services

29,224

42,094

54,345

46,808

Sundry

66,110

71,349

71,348

76,737

Utilities

126

Maintenance

Capital Outlay TOTAL

672,699

718,242

668,115

756,435

SERVICE POINT EMPLOYEES – HUMAN RESOURCES Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

13,18) Managing Director of Administration

Director of Organizational Development

2) Human Resource Manager

10, 17) Human Resource Representative

11) Human Resource Generalist

16) Human Resource Technician

12) Receptionist/Greeter

9) Volunteer Coordinator

15), 19) Benefits Coordinator

7.00

8.00

TOTAL REGULAR FULL-TIME Human Resources combined with City Clerk and Finance during FY 2006-2007 to form Administrative Services. These departments have split for FY 2008-2009. *This department was formerly known as Staff Services. 1) 75% moved from CMO for Human Resources Director for FY 2010-2011 2 & 3) S taff Services Director title changed to Human Resources Manager during FY 2007-2008 3) Title changed to Human Resources Representative during FY 2007-2008 and transferred from Fund 761 (Retiree Benefits) for FY 2008-2009 4) Part-time Human Resources Representative reclassified as full-time Human Resources Representative during FY 2008-2009 5) T itle changed from Human Resources Manager to Civil Service/Employment Relations Officer FY 2010-2011

6) S enior Clerk Position Frozen for FY 2010-2011 7) S enior Clerk position moved to IT to create Advanced IT Technician III FY 2011-2012 for Launch of Share Point 8) C lerical Specialist moved from Productivity fund to Human Resources FY 2011-2012 9) Volunteer Coordinator moved from Police General Fund to HR FY 2010-2011 10 & 11) HR Representative reclassified to HR Generalist FY 2011-2012 12) S enior Clerk downgraded to Receptionist/ Greeter FY 2011-2012 13) D irector of Human Resources renamed to Managing Director Of Administration in FY 11-12 13) M anaging Director of Administration 40% paid by Risk FY 15-16 14) S enior Benefit Specialist in Finance reclassified to HR/Risk Specialist in HR for FY 12-13

73 | General Fund

15) H R/Risk Specialist reclassified to Benefits Coordinator during FY 13-14 16) R eceptionist/Greeter reclassified to HR Technician FY 17-18 17) T hree HR Representatives reclassified to HR Generalists FY 17-18 18) M anaging Director of Administrative Services reclassified to Director of Organizational Development FY 20-21 salary split 60% HR & 40% Risk salary no longer split, paid 100% by Human Resources/ OD dept. FY 20-21 19) A dded Benefits Coordinator Position FY 21-22

POLICE DEPARTMENT T

he Police Department is responsible for improving the quality of life by providing professional police service through a community partnership. The Tyler Police Department is committed to excellence and has been Nationally Certified as an Accredited Law Enforcement Agency (since 1995). The Tyler Police Department provides services across 10 beats within the City through the following programs: • Patrol operations, including motorcycle, bicycle, and canine units; • Criminal investigations and analysis;

ACCOMPLISHMENTS FOR 2024-2025 PATROL AND OPERATIONS • 101,046 total calls for service handled by the Patrol Division

• Burglar alarm permitting;

• 58,610 citizen calls for service

• Community response team;

• 42,436 self-initiated incidents

• Traffic operations;

• 3,559 traffic crashes investigated

• SWAT team;

• 470 DWI investigations conducted (Patrol & CID)

• Gang Intervention Unit;

• 3,282 cases cleared by arrest (Patrol & CID)

• Property and evidence maintenance;

• 5,464 Public Information Act requests processed

• Communications;

• 1,920 information requests from other agencies handled

• Crisis negotiations;

• 11 new officers and 10 new civilian employees hired

• Liaison to District Attorney’s office; • Pawn shop liaison;

TRAINING AND PROFESSIONAL DEVELOPMENT • 38,865 total training hours reported to the Texas Commission on Law Enforcement (TCOLE)

• Narcotics investigations;

• 951 students trained through 160 individual course rosters

• Intelligence investigations; • Crime Stoppers investigations;

• Implemented a new multi-agency training plan to ensure compliance with TCOLE-mandated ALERRT requirements

• Crime scene processing;

• 3,120 hours of ALERRT training reported

• Internal affairs investigations;

• Police Academy Class #3 completed (May-November 2024)

• Public Information/Citizens Police Academy;

• Police Academy Class #4 began in February 2025

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

• Evaluation underway for start of Police Academy Class #5 (August 2025) • Expanded leadership training to include Sergeants, officers, and civilian staff through The Management Connection • Continued supervisory leadership training through The Management Connection and Kim Beckham programs GRANTS AND PROGRAM DEVELOPMENT • Awarded a 3-year COPS Hiring Grant to fund two new officer positions • Created a Crisis Intervention Unit with two officers assigned to the Downtown, Business, Arts & Culture District

74 | General Fund

• Added a second Homeless Outreach Officer position

GOALS FOR FISCAL YEAR 2025-2026

• Coordinate, plan, and occupy the new training facility on E. Commerce.

• Reclassified one position to a new Patrol Sergeant role

• Facilitate the relocation of the Police Academy and training staff to the new facility.

• Utilized $29,000 in grant funds to purchase crime-scene cameras, LIDAR units, and emergency breaching tools for patrol cars

• Prepare for the next phase of training facility improvements and identify additional equipment needs.

• Purchased a new small tactical robot using FY 2025 Homeland Security Grant funds (delivery scheduled May 2025) • Applied for a Justice Assistance Grant (JAG) for mobile message board trailers ($21,807 pending ETCOG recommendation) • Applied for a State Homeland Security Grant for robot accessories, including a FLIR camera and second monitor ($17,723 pending ETCOG recommendation) FACILITIES AND EQUIPMENT • Continued facility renovations and upgrades, including: • 711 W. Ferguson: new asphalt seal coat, parking lot striping, and Dispatch security fencing • 621 W. Ferguson: installation of a backup power generator and replacement of Academy classroom A/C unit

• Maintain and expand the level of training provided to personnel based on evaluations of prior-year training calendars and student feedback. • Continue to implement innovative recruiting strategies to attract highly qualified applicants. • Reinforce every citizen interaction as a potential recruiting opportunity. • Evaluate new recruitment locations and strengthen the value of personal relationships in the recruiting experience. • Increase participation of college students in the reactivated Police Intern Program. • Enhance community outreach through the relaunch and modernization of the Citizen’s Police Academy program. • Continue facility improvements to ensure high-quality services for employees and citizens. • Implement updated Crime Analysis Unit software to proactively identify issues and effectively respond to community needs. • Deploy new Police Training Officer (PTO) software to simplify submission and storage of training records for new officers. • Continue patrol-level shift projects aimed at reducing crime statistics citywide. • Implement new technology for logging and tracking departmental firearms qualifications.

• 574 W. Cumberland: replacement of motor for west-side security gate • Gun Range: completion of lead reclamation project and scheduling of spent brass recycling/pickup by a thirdparty vendor • Coordinated replacement of outdated Lenovo in-car computers with new Dell laptops • Oversaw upfitting of 15 Ford Explorers from FY 2024 and in-progress outfitting of 7 Silverado trucks and 16 Chevy Tahoes for FY 2025 ACCREDITATION AND COLLABORATION • Hosted the CALEA regional meeting in Tyler for agencies from Texas, Louisiana, Arkansas, and Oklahoma (September 2024) • Successfully completed the 3rd year CSM CALEA review (March 2025)

75 | General Fund

POLICE DEPARTMENT CONTINUED

SERVICE POINT EXPENDITURES – POLICE SERVICES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

30,881,514

31,861,135

31,969,962

32,940,209

Supplies and Services

1,138,524

1,197,626

1,075,068

1,254,922

Sundry

2,104,175

2,227,409

2,183,344

2,367,663

Utilities

120,218

161,010

134,968

178,260

Maintenance

1,961,237

2,016,151

1,947,370

1,911,486

Capital Outlay TOTAL

284,324 36,489,992

118,711 37,582,042

106,837 37,417,549

17,723 38,670,263

SERVICE POINT EXPENDITURES – STATE JAG FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay TOTAL

47,117 47,117

26,456 26,456

26,458 26,458

21,807 21,807

SERVICE POINT EXPENDITURES – FEDERAL JAG FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay TOTAL

37,416 37,416

34,000 34,000

28,931 28,931

25,350 25,350

SERVICE POINT EXPENDITURES – COPS FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

254,569

19,540

Supplies and Services

Sundry

Utilities

Maintenance

Capital Outlay TOTAL

254,569

19,540

76 | General Fund

SERVICE POINT EXPENDITURES – EAST TEXAS AUTO THEFT TASK FORCE FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

203,580

156,957

154,312

159,002

Supplies and Services

27,914

28,800

28,751

30,092

Sundry

Utilities

Maintenance

Capital Outlay TOTAL

231,494

185,757

183,063

189,094

SERVICE POINT EXPENDITURES – LAW ENFORCEMENT EDU ACC FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

Supplies and Services

16,454

20,000

17,750

20,000

Sundry

Utilities

Maintenance

16,454

20,000

17,750

20,000

Capital Outlay TOTAL

SERVICE POINT EMPLOYEES - – COPS GRANT-

SERVICE POINT EMPLOYEES – COPS GRANT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1) Police Officer (CS)

2) Police Recruit

TOTAL DEPARTMENT

(CS) - Indicates Civil Service Position

1) 4 positions added FY 2010-2011

2) T wo new Police Recruit positions added FY 20-21

SERVICE POINT EMPLOYEES – EAST TEXAS AUTO THEFT TASK FORCE Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Police Officer (CS)

TOTAL DEPARTMENT

(CS) - Indicates Civil Service Position

77 | General Fund

POLICE DEPARTMENT CONTINUED

SERVICE POINT EMPLOYEES – POLICE Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Police Chief

Assistant Police Chief (CS)

21) Police Lieutenant (CS)

2) Police Sergeant (CS)

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

157

Administrative Secretary

Burglar Alarm Coordinator

Crime/Traffic Analyst

Crimestopper Coordinator

Data Management Supervisor

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

Identification Technician

Property and Evidence Specialist

33)Property and Evidence Supervisor

Police Services Coordinator

PS Communications Supervisor

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

20) PST Administrator

15, 26) Public Service Officer

Secretary

31) Senior PS Telecommunicator II

6, 24, 30) Senior Secretary

22) Police Technology Specialist

29) Public Safety PIO

244

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Courier

TOTAL REGULAR PART-TIME

245

TOTAL REGULAR FULL-TIME Part-Time Positions

TOTAL DEPARTMENT

78 | General Fund

(CS) - Indicates Civil Service Position 1) T itle changed to City Volunteer Coordinator during FY 2009-2010 2) O ne additional position approved for FY 2008-2009 3) T wo additional positions approved for FY 2008-2009 4) O ne position transferred to Risk and title changed to Loss Control Technician during FY 2008-2009. One position transferred to Parks and Recreation, frozen for the FY 2009-2010 and 2010-2011 5) T itle changed to Director of Volunteer Services during FY 2007-2008 6) T wo positions upgraded to Administrative Secretary during FY 2007-2008 7) O ne position upgraded to IT Specialist I during FY 2007-2008 8) T itle changed back to VIP Coordinator FY 2008-2009 9) O ne position approved for FY 2007-2008 which was not in previous budget book 10) P osition Eliminated During Budget Session for FY 2010-2011 11) F rozen position was subtracted from the total authorized positions in the FY 2009-2010 budget book by mistake. Position was left but not funded FY 2009-2010 12) P osition converted to Assistant Police Chief during FY 2009-2010 13) T hree of the 21 positions authorized but not funded. These are overfill positions only. 14) V olunteer Coordinator moved to Human Resources FY 2010-2011 15) 1 Public Service Officer eliminated FY 2011-2012 16) D ata Management Specialist I (#7) (marked as closed) Eliminated FY 2011-2012 17) 3 Data Management Specialists eliminated FY 2012-2013 18) 2 Motorcycle Officers added FY 2012-2013 19) P ST I converted to PST II and upgraded to pay class 209 in FY 2011-2012 20) 1 PST II upgraded to PST Administrator in FY 2011-2012 21) A dded 1 Lieutenant to offset Lieutenant working as full-time Lean Sigma Black Belt 22) I T Specialist I reclassified to Police Technology Specialist FY 12-13 23) A dditional five (5) unbudgeted overfill PST II added FY 14-15, for a total of eight (8) unbudgeted overfill PST 24) S enior Secretary remaining frozen FY 17-18 - until further notice 25) O ne PST II frozen FY 17-18 - until further notice 26) One PSO frozen FY 17-18 27) Two Police Officers added FY 18-19 28) O ne PST I reclassified to PST II FY 18-19 (#11) 29) O ne Sr PR Marketing Specialist/Grantwriter transferred from Communications & reclassified to Public Safety Public Information Officer FY 18-19 salary split 75% Productivity 25% Police salary paid 100% by Communications FY 19-20 30) O ne Senior Secretary reclassified to Public Works Public Information Officer and transferred to Communications FY 18-19 31) T wo (2) PST II’s upgraded to Senior PST II FY 18-19 32) T hree (3) PST II eliminated FY 18-19 to increase savings to support the PST II position salary increase during FY 18-19 33) O ne Property & Evidence Supervisor downgraded to Property & Evidence Specialist FY 18-19 34) O ne PST II reclassified to Senior PST II FY 19-20 35) Two Positions added FY 21-22

79 | General Fund

FIRE DEPARTMENT T

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

OPERATIONS

266 8,902

FIRE CALLS FOR SERVICE

HAZARDOUS MATERIALS (HAZMAT) INCIDENTS

• Aircraft (ARFF) Response

ACCOMPLISHMENTS FOR 2024-2025

OPERATIONS OF EMERGENCY MANAGEMENT (OEM) • OEM, Solid Waste, and Street Department staff attended the Disaster Accounting and Debris Management classes hosted by TDEM to enhance post-disaster response and recovery operations. • Staff members participated in the 2024 TDEM Emergency Management Conference, staying current on the latest developments and best practices in emergency management. • Conducted the annual citywide EOC tabletop exercise to test and strengthen readiness for major incidents. • Prepared Incident Action Plans (IAPs) for major community events, including the Fresh 15, Red Dirt Festival, The Air Show 2024 at Pounds Field, the Troubadour Festival, and five largescale fireworks shows. • Updated Emergency Management Plans were submitted to TDEM for review and approval. • The Emergency Operations Center (EOC) was activated multiple times to monitor, prepare for, and direct response and recovery operations during severe weather and other emergencies.

80 | General Fund

1,213

1,909 2,317 764 5

SERVICE CALLS

GOOD INTENT CALLS

• Fire Code Enforcement

RESCUE AND EMS CALLS

FALSE ALARMS

SPECIAL INCIDENT TYPES

WEATHER AND NATURAL DISASTER RESPONSES

FIRE MARSHAL’S OFFICE INSPECTION AND PREVENTION Income from Inspections, Permits, and Cost Recovery • Inspections: $140,451 • Permits: $65,738 • Cost Recovery: $185,754 • Prevention and Community Outreach • Participated in community events reaching over 15,000 adults and children. • Installed 178 smoke detectors throughout the community.

TRAINING AND PROFESSIONAL DEVELOPMENT • Conducted 873 hours of training and attended 10 conferences and advanced classes. • Provided bomb and radiological sweeps for VIP visits and large-scale community events. • Responded to 13 callouts for improvised explosive devices (IEDs) and unexploded ordnance (UXOs). • Received new EOD equipment, including a remote robot and upgraded communications gear. • Recorded a total of 37,825 training hours across multiple disciplines, including Aircraft Rescue and Firefighting, HazMat, Command and Control, Emergency Management, EMS, TIFMAS/Wildland Firefighting, Instructor Levels 1–4, Fire Officer Levels 1–4, and ICS 100–800.

GOALS FOR 2025-2026

• Identify and purchase land, design, build, and occupy a new Fire Training Center, Fire Station 2, and Fire Station 6. • Receive the new burn building funded in the FY 2024–2025 budget. • Implement annual training for the new commercial inspection program. • Deploy and integrate the new “Fireworks” software system. • Develop specifications and order one fire engine annually and one fire ladder truck as outlined in the Apparatus Replacement Plan.

• Four firefighters attended the National Fire Academy.

• Seek funding for six additional firefighters as part of the long-term goal of achieving four-person staffing on all apparatus.

• The Tyler Fire Recruit Academy maintained a 100% pass rate for all recruits.

• Add two additional firefighters per year, as outlined in supplemental budget requests.

GRANTS AND FUNDING • DR-4586 (Winter Storm Uri): Completed documentation and received $125,129.34 in FEMA reimbursement for disaster-related expenses.

• Conduct an annual citywide disaster drill, including both tabletop and functional exercises.

• DR-4781 (Severe Weather April–June 2024): Submitted documentation for reimbursement; the grant has been approved with an estimated reimbursement exceeding $200,000. • Grant #5359801 – Chemical Detection Equipment: $54,271 awarded for the Regional EOD/Hazardous Materials Response Team. • Grant #4975501 – Communications Platform Upgrade: $10,080.03 awarded for technology enhancements, with completion expected in Spring 2025. • SAFER Grant: Approximately $700,000 awarded to fund the salaries and benefits of six firefighters through July 2026.

FACILITIES AND EQUIPMENT • Fire Station 10: Added a rescue prop to enhance training and readiness for Technical Rescue Team (TRT) crews.

• Complete annual updates of the City’s Emergency Management Plan. • Perform annual testing of SCBA, SCBA fill stations, rescue tools, and related safety equipment. • Conduct annual in-house testing of hoses, ladders, SCBA facepieces, hydrants, and other critical assets using departmental resources. • Complete in-house renovations of Fire Station 6 for occupancy by the Fire Prevention Division, FM7, the EOD Team, and associated equipment. • Prepare for the 2027 ISO Class 1 re-evaluation to maintain the department’s high service standards. • Evaluate Fire Stations 7 and 8 in 2028 for potential renovations and improvements. • Apply for a grant in 2029 to fund six additional firefighter positions as part of the second phase of firefighter safety enhancements.

• Fire Station 6: Received a new roof, upgraded insulation, and ceiling tiles to improve facility conditions and energy efficiency.

81 | General Fund

FIRE DEPARTMENT CONTINUED

SERVICE POINT EXPENDITURES – FIRE SERVICES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

22,817,808

22,153,992

23,508,259

23,229,420

Supplies and Services

754,551

1,029,741

781,769

1,052,330

Sundry

657,405

744,479

740,220

770,663

Utilities

171,931

192,125

174,094

198,125

Maintenance

1,163,614

1,213,314

1,036,407

811,545

Capital Outlay TOTAL

25,565,309

25,333,651

26,240,749

26,062,083

SERVICE POINT EMPLOYEES – FIRE Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Fire Chief

10) Assistant Fire Chief (CS)

District Chief (CS)

11) Fire Captain (CS) *

Fire Driver/Engineer (CS)

3, 15, 17) Firefighter (CS)

Administrative Assistant

4, 14) Administrative Secretary

Fire Apparatus Technician

Fire Marshal

9) Emergency Mgmt Asst/Admin Secretary

166

168

173

TOTAL DEPARTMENT (CS) - Indicates Civil Service Position 1) T wo positions were upgraded to District Chief during FY 2007-2008; Four positions were downgraded to Fire Captain during FY 2007-2008 2) O ne position was downgraded to Senior Secretary during FY 2007-2008 3) S ix positions were upgraded to Fire Captain during FY 2007-2008; Three positions were upgraded to Fire Driver/ Engineer during FY 2007-2008; Six additional positions approved for FY 2008-2009; Six positions added during FY 2009-2010 4) O ne position was upgraded to Administrative Assistant during FY 2007-2008 5) O ne position was upgraded to Administrative Secretary during FY 2007-2008 6) P ositions title changed to Assistant and Deputy Fire Marshal (eliminated 1 position) 2009-2010 7) & 8) C reated from Fire Inspector/ Investigator positions 2009-2010

9) T itle change FY 2010-2011 from Emergency Management Assistant to Emergency Management Asst/ Administrative Secretary 10) F ire Training Chief upgraded to Assistant Fire Chief FY 2010-2011 11) 1 Fire Captain created from elimination of AC Mechanic FY 2011-2012 *1 Fire Captain acting as Full-Time Lean Sigma Black Belt 12) T wo Assistant Fire Marshals reclassified to Fire Captain FY 20152016 13) T hree Deputy Fire Marshal reclassified to Driver/Engineer FY 2015-2016 14) E mergency Mgmt Asst/Admin Secretary remaining frozen FY 17-18 15) Two Firefighters added FY 18-19 16) T hree Firefighter Recruit positions frozen FY 20-21 17) T wo Firefighter Recruit positions added FY 21-22 18) S ix Firefigher Recruit positions added in FY 23-24 covered by SAFER Grant

82 | General Fund

TYLER

PUBLIC LIBRARY • Selecting, acquiring, preparing, housing and distributing materials in fiction, non-fiction, children’s, young adult and audiovisual collections; • Providing a reference collection and assistance in using it; • Providing a Genealogy and Local History collection; • Maintaining an online catalog of holdings; • Providing public Internet-access workstations; • Providing Early Literacy story times and other events for children; • Providing a schedule of entertaining and informative programs for adults; • Providing access to public information; and, • Providing access to statewide information databases.

ACCOMPLISHMENTS 2024–2025

• Welcomed 15,937 additional visitors compared to FY 2023, representing an 11% increase in overall library attendance. • Achieved continued growth in library circulation, with discussions underway to expand collections emphasizing literacy and special-interest items through a new “Library of Things” initiative. • Secured $9,447 in TSLAC/IMLS grant funding for the “Growing With Our Community” Texas Reads Initiative, focused on outreach to apartment communities. • Expanded participation and demand for digital literacy hands-on classes supporting technology skills for all age groups.

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

• Advanced community collaboration and fundraising for the Bookmobile customization project, reaching 34% of the $253,140 total goal through support from the Fair Foundation, Genecov, an anonymous donor, and East Texas Professionals Credit Union. • Formed a partnership with the University of Texas at Tyler Muntz Library to provide artificial intelligence (AI) literacy programs to the general public. • Began planning for a library materials layout transition to the second floor, scheduled to start in September. • Developed a partnership with Tyler Junior College (TJC) to include work-study students as volunteers, compensated through the TJC Work Study Program. • Expanded the Homeschool Laboratory, enhancing engagement and educational opportunities for families. • Continued progress toward completing the Library Strategic Plan 2026–2031, following the collection of public input.

83 | General Fund

TYLER PUBLIC LIBRARY CONTINUED

GOALS FOR FISCAL YEAR 2025–2026 • Launch a new library catalog platform, improving user experience, search functionality, and mobile app access.

• Research branch expansion and staffing needs for longrange planning to meet the City’s continued growth.

• Enhance facilities and space utilization through a comprehensive space assessment in partnership with Library Interiors of Texas.

• Respond to citizen feedback by assessing and updating library layouts and collections to better serve community needs, working with professional consultants and staying informed about relevant legislation.

• Complete fundraising and staff training for the Bookmobile, establish a regular service schedule, and create a community outreach request form. • Prepare and organize a functional Bookmobile workspace within the existing facility to support outreach operations. • Generate additional revenue through Taylor Auditorium rentals, with an estimated $11,500 in earnings based on prior-year activity.

• Expand outreach services through the Bookmobile (currently 34% funded) to provide educational and recreational materials for homebound individuals and residents with limited transportation, while strengthening partnerships with community organizations and events. • Increase staffing levels to meet the demands of a growing community and a 160% rise in patronage since 2020. • Extend physical improvements to exterior library spaces, incorporating local art and seeking funding opportunities to enhance outdoor usability and community engagement.

• Pursue grant funding opportunities to expand library access through library vending technology, providing convenient resources in underserved areas as identified in the public survey.

SERVICE POINT EXPENDITURES – LIBRARY FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

1,547,512

1,619,879

1,557,976

1,697,659

Supplies and Services

183,660

187,481

186,077

197,164

Sundry

229,630

253,231

244,159

321,159

Utilities

43,514

57,201

41,101

47,201

Maintenance

67,286

69,091

60,197

71,849

Capital Outlay TOTAL

24,937 2,096,539

2,186,883

2,089,510

2,335,032

SERVICE POINT EMPLOYEES – LIBRARY FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

City Librarian

17, 21) Access Librarian

Reference Librarian

Resource Librarian

Circulation Supervisor

1, 6, 20) Access Associate

25)Administrative Assistant

84 | General Fund

SERVICE POINT EMPLOYEES – LIBRARY (CONTINUED) FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Library Operations Specialist

26) Cataloging Specialist

2, 22) Circulation Technician

Circulation Assistant

Collection Associate

4) Custodian

15) Library Assistant

Outreach Technician

16) and 17) Youth Services Librarian

Youth Services Assistant TOTAL REGULAR FULL-TIME

1 18

PART-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

7) & 14) Access Associate

2, 11, 13,19) Circulation Technician

5, 10, 12, 24) Custodian

Library Page

Project Specialist TOTAL REGULAR PART-TIME

1 14

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Access Associate

13) Circulation Technician

23)Outreach Technician TOTAL SUBSTITUTES GRAND TOTAL DEPARTMENT

1 7 39

SUBSTITUTE POSITIONS

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

12) T wo part-time custodians Eliminated FY 20112012

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

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

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

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

4) & 5) T wo Full-time custodians converted to 4 parttime custodians during FY 2009-2010 6) & 7) O ne access associate converted to 2 part-time access associates during FY 2009-2010 8) G raphics Technician Position moved to the Communications Department FY 2010-2011 9) G raphics Technician Substitute Position Eliminated FY 2010-2011 10) T wo Part-time custodians frozen FY 2010-2011 11) F our Part-time circulation technicians frozen FY 2010-2011

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

20) T hree (3) Access Associate PT (#1, #2 & #4) positions reclassified into one (1) Access Associate FT position FY 17-18 (lose 2 positions) 21) A ccess Librarian reclassified to Reference Librarian FY 17-18 22) O ne FT Circulation Tech (#2) reclassified into one FT Circulation Assistant (#2) FY 17-18

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

23) O ne Outreach Tech Sub added FY 17-18; Budget Presentation shows it was added in FY 18-19, but the approval from Finance was given in FY 17-18 & the position was filled in FY 17-18 (9-10-18)

17) Y outh services librarian reclassified to Access Librarian FY 15-16

24) T wo Part Time Custodians (auth. #1, & #3) reclassified into One FT Custodian FY 18-19

18) O ne Circulation Tech Sub transferred to Risk and reclassified to Risk Technician FY 14-15

25) O ne Administration Assistant reclassified to Library Operations Specialist FY 18-19

19) T hree Circulation Techs PT (#3, #6 & #9) reclassified to three (3) Library Page positions (#1, #2, & #3) FY 17/18

26) O ne Cataloging Specialist reclassified to Youth Services Assistant FY 19-20

85 | General Fund

PARKS AND RECREATION S

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

ACCOMPLISHMENTS FOR 2024-2025 • Parks Master Plan Updated for 2025–2035

• The City of Tyler owns a total of 1,258.99 acres of parkland, of which 798.81 acres are developed. • With a population of 110,327 residents, this represents a level of service of 7.24 acres of developed parkland per 1,000 residents. • The Parks, Recreation, and Open Space Master Plan (2025–2035) outlines projects for implementation over the next ten years. This plan serves as a flexible guiding tool, requiring annual review and a five-year update with input from citizens, City staff, the Parks Board, and City Council to ensure it reflects the evolving recreational needs of the community.

PARK IMPROVEMENTS FY 2024–2025 • W.E. Winters Park • Stewart Park • Rev. Ralph Caraway Sr. Field at Fun Forest Park • Miracle Field at Faulkner Park • Legacy Trail Phase II URBAN FORESTRY • The Urban Forestry Division was designated as a Tree City USA community for the 16th consecutive year by the Arbor Day Foundation, recognizing excellence in urban forestry management. • Additionally, the division received the Tree City USA Growth Award for the 9th time, highlighting the City’s continued innovation, expanded tree care programs, and progress in community tree management.

GOALS FOR 2025-2026

PARK IMPROVEMENTS FY 2025–2026 • Windsor Grove Nature Park: Trail renovation project funded through a $300,000 TPWD Recreational Trails Grant. • Faulkner Park: Boating access planning project funded through a TPWD Boating Access Planning Grant. • Golden Road Park: General infrastructure improvements. • Hillside Park (North Side): General infrastructure upgrades. • Fun Forest Park: General infrastructure improvements. • Athletic Field Analysis: Comprehensive evaluation of athletic field usage, condition, and future needs.

PARK IMPROVEMENTS FY 2023–2024 • Pollard Park • Noble E. Young Park • P.T. Cole Park

86 | General Fund

SERVICE POINT EXPENDITURES – PARKS MAINTENANCE & ADMINISTRATION FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

1,220,645

1,333,129

1,292,801

1,425,675

Supplies and Services

838,942

790,567

782,504

885,371

Sundry

140,703

185,251

179,910

193,584

Utilities

582,451

675,968

646,687

622,050

Maintenance

690,748

596,291

693,125

853,133

Capital Outlay TOTAL

3,473,489

3,581,206

3,595,027

3,979,813

SERVICE POINT EMPLOYEES – PARKS ADMINISTRATION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

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

7, 10) Parks & Recreation Services Coordinator

12) Crew Leader

Grounds Technician

Groundskeeper

19) Hardscape Technician

Parks Manager

0.7

5, 6 & 8) Laborer

Administrative Secretary

14) Budget Administrator/Cemeterian

18)Budget Analyst & Internal Auditor

0.05

15, 16) Manager of Tourism Facilities Community Beautification Senior Manager of Parks, Recreation & Tourism

0.55

8) Parks Superintendent

TOTAL DEPARTMENT

17.3

1) P osition transferred from City Manager's Office and title changed during FY 2009-2010 2) O ne position upgraded to Senior Secretary during FY 2007-2008 3) 5 0% of Parks and Recreation Director position charged to Tourism Visitor's Facility 4) P arks and Recreation Operation and Service Manager 30% charged to Tourism Visitors Facility 5) 1 Laborer frozen for FY 2010-2011 6) E liminated 1 of 8 Laborers FY 2011-2012 7) P arks Maintenance Supervisor converted to Parks & Recreation Services Coordinator in FY 11-12 8) O ne Laborer reclassified to Parks Superintendent during FY 13-14

9) P arks&Rec Director reclassified to Managing Director of Parks/Recreation Operation salary charged to50%Parks, 50%Parks Visitor Facilities 16/17 10) P arks & Rec Services Coordinator remaining frozen FY 17-18 11) H ardscape Technician reclassified to Crew Leader FY 16-17 12) O ne Crew Leader position transferred to Rose Garden FY 14-15 13) M D Parks/Recreation Op salary charged 20%Parks Admin, 50% Visitor Facilities & 30%Liberty Hall FY 17-18 14) B udget Administrator/Cemeterian salary split 95% Visitor Tourism/ 5% Parks Admin FY 17-18

87 | General Fund

15) M anager of Tourism Facilities & Community Beautification salary split 77% Visitor Facilities/ 23% Parks Admin FY 17-18 16) M anager of Tourism Facilities & Community Beautification reclassified to Senior Manager Parks, Recreation & Tourism FY 18-19 salary split 55% Parks/45% Tourism 17) M anaging Director Parks & Recreation salary split 60% Visitor Facilities 40% Liberty hall 18) B udget Administrator/Cemeterian retitled to Budget Analyst & Internal Auditor FY 19-20, salary split 95% Tourism/5% Parks Admin 19) C onvert a Groundskeeper to a Hardscape Technician

PARKS AND RECREATION CONTINUED

SERVICE POINT EXPENDITURES – INDOOR RECREATION FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

605,961

584,293

622,792

659,641

Supplies and Services

72,776

95,023

90,103

96,640

Sundry

34,583

36,727

33,826

35,926

Utilities

100

Maintenance

60,231

90,601

90,469

106,991

Capital Outlay TOTAL

773,574

806,744

837,201

899,298

SERVICE POINT EMPLOYEES – INDOOR RECREATION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

2, 7) Special Events/Recreation Manager

Recreation Manager

Recreation Center Supervisor

4) Recreation Program Supervisor

Building Maintenance Worker

Custodian

3, 5) Recreation Specialist

TOTAL REGULAR FULL-TIME

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Clerk

6,8) Custodian

TOTAL REGULAR PART-TIME

TOTAL DEPARTMENT

Part-Time Positions

1 & 2) T itle change from Special Events/Recreation Supervisor to Special Events/Recreation Manager during FY 2008-2009 3) 1 Recreation Specialist position frozen for FY 20102011 & 2011-2012 & 2012-2013 4) Typo on title was listed as Recreation Operation

Supervisor, corrected to Recreation Program Supervisor

*FT & PT Custodian count was off. Corrected FY 19-20

5) 1 Recreation Specialist moved to Productivity Fund as Grants Specialist FY 13-14

7) O ne Special Events/Recreation Manager reclassified to Recreation Manager FY 19-20

6) One Part-Time Custodian converted into one FullTime Building Maintenance Worker FY 19-20

8) O ne PT Custodian reclassified to one FT Custodian FY 20-21

88 | General Fund

SERVICE POINT EXPENDITURES – OUTDOOR RECREATION FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

181,556

240,603

220,520

266,899

Supplies and Services

115,526

151,708

146,629

157,643

Sundry

Utilities

Maintenance

1,500

150

1,750

Capital Outlay TOTAL

297,082

393,811

367,299

426,292

SERVICE POINT EMPLOYEES – OUTDOOR RECREATION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

3) Activity Specialist

TOTAL REGULAR FULL-TIME

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1) & 2) Recreation Specialist

TOTAL REGULAR PART-TIME

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

6) Pool Manager

Lead Pool Manager

4) Lifeguard

Part-Time Positions

Temporary Positions

7) Playground Coordinator Playground Aid/Leader

TOTAL TEMPORARY POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

5) Lifeguard

TOTAL SUBSTITUTES

TOTAL DEPARTMENT

Substitute Positions

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

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

3) Activities Specialist frozen FY 16-17; FY 17-18

SERVICE POINT EXPENDITURES – MEDIAN MAINTENANCE & ARBORIST FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

Salaries and Benefits

181,556

240,603

220,520

266,899

Supplies and Services

115,526

151,708

146,629

157,643

Sundry

Utilities

Maintenance

1,500

150

1,750

Capital Outlay TOTAL

297,082

393,811

367,299

426,292

89 | General Fund

PARKS AND RECREATION CONTINUED

SERVICE POINT EMPLOYEES – MEDIAN MAINTENANCE & ARBORIST Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Arborist/Urban Forester

Crew Leader

Laborer

TOTAL DEPARTMENT

90 | General Fund

ENGINEERING SERVICES

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

ENGINEERING

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

ACCOMPLISHMENTS FOR 2024-2025 COMPLETED PROJECTS • Street Maintenance and Improvements • 2024 Crack Seal Program • 2024 Seal Coat Program • 2024 Asphalt Street Enhancement • 2024 Brick Street Improvements

TRAFFIC AND SIGNAL PROJECTS • Installation of traffic signals at Grande Blvd & Old Noonday Rd • Replacement of the West MLK Blvd & Gentry Ave traffic signal

• Half-Cent Sales Tax Capital Projects construction oversight • Administration of the pavement enhancement program

• Signal modernization and retiming as part of the Intelligent Transportation System (ITS) Master Plan Year 4 • Detection and communication upgrades at five intersections: • Gentry & Parkdale

• Pavement condition rating and grading

• Gentry & Ross

• Stormwater Utility Projects oversight

• Gentry & Palace

• Capital Project Sidewalk/ADA design and construction oversight

• Gentry & N. Broadway

• CDBG Program design and project management • Miscellaneous engineering design and construction administration services for other city departments

HALF-CENT SALES TAX

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

• Gentry & Beckham • Intersection reconstruction at: • Gentry & Glenwood • Gentry & Hillsboro • Gentry & E. MLK Jr. Blvd

DRAINAGE AND STORMWATER PROJECTS • Picadilly St. Groundwater Drainage Improvements • 4510 Cascades Shoreline Flooding Mitigation • 703 Loftin Culvert Replacement • TxDOT Off-System Bridge Maintenance – Boldt Ave Culvert Improvements • TxDOT Off-System Crossings Maintenance and Erosion Improvements

91 | General Fund

ENGINEERING SERVICES CONTINUED

ACCOMPLISHMENTS FOR 2024-2025 CONTINUED • 2024 Stormwater Inlet Box Repairs and Maintenance

• Traffic and Signal Modernization

• Emergency drainage and roadway repairs, including:

• Traffic Signal Modernization – Year 5

• 8 Sinkhole/Culvert Repairs

• Intelligent Transportation System Master Plan Year 5 – Signal Retiming Improvements

• 5 Inlet Box Repairs • 2 Outfall/Erosion Repairs

• Detection Upgrades at 11 Intersections (Carbon Reduction Grant)

• Jeff Davis Roadway Failure

• Pedestrian Signal Upgrades at 5 Intersections

• Studio 6 Culvert Failure

• HSIP Traffic Signal Reconstructions at 3 Intersections

GENERAL FUND EMERGENCY REPAIRS • Partnership and Erosion Control Projects • Cimmarron Trail Headwall Failure Repair

• Retroreflective Backplates and LED Signal Indications at 106 intersections

• 225 Belmead Wall Failure Partnership

• Grande & Southerland Pedestrian Signals

• 201 Glenhaven Channel Erosion Partnership

• Lake & Fleishel Traffic Signal Replacement

• Half-Cent Emergency Drainage Repairs

• New Copeland Rd Pedestrian Hybrid Beacon (PHB) • HSIP Pedestrian Improvements

COMMUNITY AND PARK ENHANCEMENTS • Miracle League of Tyler Field Construction

• Drainage and Stormwater Initiatives

ONGOING PROJECTS • Street and Alley Improvements

• Keaton Ave Drainage Improvements

• 2025 Alley Improvements

• West Mud Creek Drainage Improvements (Glenwood Church of Christ and Rice Rd areas)

• 2025 Crack Seal

• Douglas Blvd Drainage Study

• 2025 Asphalt Street Enhancement

• Douglas Blvd Flood Warning System

• 2025 Brick Street Improvements • 2025 Minor Maintenance Project

• General Fund Stormwater Capital Improvements Projects

• 2025 Repair Projects (3)

• General Fund Emergency Repairs

• 2025 Structure Flooding Projects (6)

• Sinkhole, culvert, and outfall/erosion repairs (multiple locations)

PEDESTRIAN AND MOBILITY ENHANCEMENTS • 2024–2025 Pedestrian Improvements

• Infrastructure and Facility Projects

• ADA Transition Plan Implementation

• Downtown Improvements Project

• Railroad Crossing Improvements

• Settlers Landing & Centennial Parkway Extensions

• Legacy Trail Phase II

• Shiloh Rd Improvements (Preliminary Engineering Report)

• South Tyler Mobility Study • Midtown to Downtown Trail (TA Grant Application) • Tyler ISD Loop 323 Pedestrian Signal (TA Grant Application)

• Shiloh Road LED Curve Warning System • Southside Park Additional Accessible Parking • Vehicle Services Sewer Line Replacement

92 | General Fund

• Vehicle Services Parking Lot Phase 3

• Geotechnical Services RFQ and Consultant Coordination

• Police Department Training Center

GOALS FOR 2025-2026

• IT Building Renovation

• Hire a new Capital Improvement Projects (CIP) Project Manager

• Median Infill Project • Three Lakes Parkway Westbound Lanes Extension (Developer Participation)

• Provide regular updates on ongoing projects to the Communications Department to ensure timely notifications to the public and City leadership.

OPERATIONAL AND ADMINISTRATIVE INITIATIVES • ROW Permitting – Increased Volume and Enforcement

• Strengthen public awareness by communicating the implementation and progress of projects identified in the City’s master plans.

• Utility Pole Inventory, Assessment, and Removal Program

• Implement new pavement management software to improve tracking, analysis, and prioritization of street maintenance and rehabilitation projects.

• Addition of a new Resident Project Representative (RPR)/Inspector and Stormwater Technician

SERVICE POINT EXPENDITURES – ENGINEERING SERVICES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

736,260 30,995 38,837 18 7,637 813,747

1,068,630 38,513 48,440 50 66,768 1,222,401

880,907 26,124 48,440 28 66,295 1,021,794

1,071,916 39,475 51,874 50 13,114 1,176,429

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – ENGINEERING Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

16, 20) City Engineer

1, 21) Administrative Assistant

2, 18) Capital Budget Analyst

12, 15) Associate Engineer

5, 14, 23) Project Engineer

24) Project Representative

Half Cent Sales Tax Manager

Project Manager

22)Traffic Engineer

TOTAL DEPARTMENT

*The Engineering and Street departments were combined in FY 20062007 to form the Engineering Services department. 1) O ne position reclassified to Capital Budget Analyst during FY 2007-2008 2) C apital Budget Analyst one position with 14% paid by Storm Water Management 3) E ngineering Technician two positions, one with 40% paid by Storm Water Management 4) P osition transferred to Communications and title changed to Lean Sigma Master Black Belt FY 2008-2009 5) P roject Engineer Position frozen for the FY 2009-2010 and FY 2010-2011

6) S urvey crew Chief position frozen for the FY 2009-2010 and FY 2010-2011 7) P osition moved to Property and Facility during FY 2009-2010 8) P osition reclassified and title changed to City Courier during FY 2009-2010 9) F our Utilities Construction Inspector positions transferred to Development Services during FY 2007-2008 10) E liminated Survey Crew Chief position FY 2011-2012 11) E liminated Survey Crew Member FY 2011-2012 12) 1 Engineering Technician converted to 1 Associate Engineer in FY 20112012 13) E ngineering Technician reclassified

to Project Engineer in FY 12-13 14) P roject Engineer payroll split added 85/15 Engineering/Stormwater FY 14-15 14) T wo Project Engineer positions. One position payroll 15% paid by Stormwater FY 15-16 15) A ssociate Engineer payroll split added 60/40 Engineering/ Stormwater FY 14-15 & FY 15-16 16) C ity engineer 25% paid by Property & Facility maintenance FY 15-16 17) C ity Engineer reclassified to Capital Improvement Projects Manager FY 17/18 salary split 75/25 (GGS - Other Prop & Fac Mgmt) 18) C apital Budget Analyst position closed FY 15/16

93 | General Fund

19) E NTRY MOVED - SEE WUF-CONSENT DECREE TAB 20) C apital Improvement Project Manager reclassified to City Engineer FY 17/18 100% salary paid from Engineering 21) O ne Administrative Assistant transferred to Engineering from Traffic and Stormwater 100% FY 18-19 22) O ne Traffic Engineer transferred to the Engineering department from Traffic department FY 19-20 23) Add one Project Engineer FY24-25 24) A dd one Project Representative FY 24-25

STREET SERVICES T

he Street Department is responsible for coordinating efforts with Engineering Services to set-up and manage the Micro Paver Pavement Maintenance Management System. This software program allows the departments to accurately rate road conditions and track their life span. Additionally, the Street Department is responsible for: • Monitoring and establishing City Street Conditional Ratings to ensure the best quality streets for the City; • Repairing pot holes; utility cuts, concrete valleys, general street repairs, concrete curbs and gutters; • Monitoring and evaluating the City’s infrastructure drainage system to better provide an optimal drainage system; • Establishing a Right-of-Way mowing cycle that optimizes aesthetics and cost effectiveness with an emphasis; • Eliminating visual obstructions, mitigating rubbish accumulations and promoting the City’s natural beauty; and, • Establishing a street sweeping cycle utilizing cost-effective methods. Our emphasis is on eliminating unsightly trash and highlight the City’s rustic ambiance.

ACCOMPLISHMENTS FOR 2024-2025 WORKFORCE DEVELOPMENT AND TRAINING • Launched Cross-Training Program • Monthly training sessions were implemented for all staff, with each employee participating as both a teacher and a learner. • Boosts Flexibility: Staff can step into multiple roles as needed. • Increases Efficiency: Reduces downtime and maximizes productivity. • Improves Safety: Teams gain broader operational understanding. • Builds Careers: Encourages promotion, retention, and professional growth.

• Launched Internal CDL Training Program • Implemented an FMCSAcompliant Entry-Level Driver Training program through UTA at no additional cost to the City. • Cost-Effective: Delivered at no added cost to the City. • Builds Skills: Three staff members successfully passed permit exams and are preparing for road tests. • Develops In-House Expertise: Chris Bell became a certified CDL trainer. • Promotes Growth: Opens career pathways and supports internal promotion opportunities.

94 | General Fund

STREET MAINTENANCE AND OPERATIONS

49 5,272

BRICK STREET REPAIRS

POTHOLES REPAIRED

STREET MAINTENANCE REPAIRS COMPLETED

429 1,666

ASPHALT UTILITY CUT REPAIRS COMPLETED TREE-RELATED CONCERNS RESOLVED

LINEAR FEET OF TREE TRIMMING COMPLETED

221

122,589

RIGHT-OF-WAY AREAS MOWED

• Expansion of Tree Maintenance Capabilities • Added a Second Tree Crew • Proactive Tree Maintenance: Servicing rightof-ways, easements, and clearing creek blockages to address city growth and aging tree canopy. • Improved Severe Weather Response: Two dedicated crews allow for faster debris removal and safer streets with 24/7 coverage. • Efficient Task Allocation: One crew focuses on routine pruning while the other addresses drainage easements and creek blockages.

INFRASTRUCTURE AND PROGRAM IMPROVEMENTS • Brick Street Maintenance Program: • Replenished brick stockpile.

• Hold monthly safety meetings and quarterly emergency response drills to reinforce preparedness. • Conduct quarterly team-building and employee engagement activities to strengthen departmental collaboration.

• Completed the 2024–2025 annual brick street maintenance project. • Annual Alley Maintenance Project – Year 3: • Completed repair and reconstruction of multiple concrete alleys. • Acquisition of Asphalt Recycler: • Converts asphalt millings into reusable hot mix material. • Enables instant, permanent pothole repairs. • Reduces labor and material costs for maintenance operations.

GOALS FOR FISCAL YEAR 2025–2026

BRICK STREET MAINTENANCE PROGRAM • Continue the annual maintenance package in coordination with Crown Construction, focusing on utility cuts and level-ups. • Collaborate with utility partners to integrate maintenance activities for improved efficiency and scheduling. • Work Order System Development • Continue to develop and expand the use of the Work Order System to enhance operational tracking and reporting. • Design performance dashboards to monitor crew productivity and project timelines. • Provide staff training on data entry, tracking, and reporting within the system.

ANNUAL ALLEY PROJECT • Finalize the 2026 alley repair and reconstruction schedule, prioritizing projects based on condition assessments and accessibility needs. • Succession Planning and Staff Development • Maintain a cross-training rotation schedule to ensure operational flexibility and knowledge transfer. • Continue ongoing safety and equipment training for all staff.

• Increase the number of Commercial Driver’s License (CDL) certified employees. • 2025–2026 Consent Decree & Downtown Improvements Coordination • Schedule and attend monthly coordination meetings with Engineering and Utilities departments. • Document lessons learned and incorporate findings into future planning and project development phases.

RIGHT-OF-WAY MOWING PROGRAM • Review and update mowing routes for improved efficiency and coverage. • Track route times and fuel usage to identify productivity improvements. • Evaluate equipment needs and explore upgrades for enhanced speed and consistency. • Implement a feedback loop with field staff to refine and improve workflow processes. • Daily Field Reporting and Communication • Standardize the daily download format to include key metrics and project updates. • Assign a team lead responsible for collecting and compiling daily field reports. • Ensure reports are submitted to the City Manager’s Office by the agreed deadline.

EMERGENCY PREPAREDNESS FOR WEATHER EVENTS • Review and update emergency response protocols for severe weather operations. • Document all storm-related response activities to support potential FEMA reimbursement. • Conduct an annual emergency response drill involving all crews. • Ensure at least two staff members obtain FEMA certification for disaster response coordination

95 | General Fund

STREET SERVICES CONTINUED

SERVICE POINT EXPENDITURES – STREETS FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,756,932 284,478 100,958 4,158 1,098,560 3,245,086

2,093,881 238,160 107,783 3,850 1,301,466 3,745,140

1,892,466 244,055 107,783 4,965 1,282,908 3,532,177

2,222,287 225,705 112,453 4,200 1,239,348 3,803,993

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – STREET DEPARTMENT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

0.5

Crew Leader

1, 4, 8) Equipment Operator I

9) Equipment Operator II

Foreman II

Laborer

Semi-Skilled Laborer

0.5

10) Truck Driver

TOTAL DEPARTMENT

28.5

Street Operations Supervisor

6) Administrative Secretary

1) Four positions transferred to Environmental Services during FY 2007-2008 then the four positions were transferred back 2) Position transferred to Code Enforcement during FY 2007-2008 3) Eliminated Street Surface Technician Fy 2011-2012 4) O ne of five Equipment Operator I positions frozen

FY 2010-2011 and FY 2011-2012 and FY 2012-2013 5) and 6) S enior Secretary reclassified to Administrative Secretary during FY 15-16. Administrative Secretary payroll 50 % paid by Stormwater 7) S treet Manager payroll 50% paid by Stormwater FY 15-16

96 | General Fund

8) O ne Equipment Operator I remaining frozen FY 17-18 9) O ne Equipment Operator II remaining frozen FY 17-18 - until further notice 10) One Truck Driver remaining frozen FY 17-18

TRAFFIC OPERATIONS T

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

• Installed and configured 6 additional BBUs to maintain intersection functionality during power outages.

INTERSECTION REBUILDS AND UPGRADES • Completed full rebuilds of major intersections to improve safety and traffic flow: • Gentry @ W. MLK Jr. Blvd.

• Manufacturing, installation, and maintenance of City street signs;

• Gentry @ E. MLK Jr. Blvd.

• Installation and maintenance of City street pavement markings; • Maintenance and repair of traffic signals; • Analysis and implementation of signal timing plans; • Planning for current and future traffic control needs;

• Gentry @ Hillsboro • Gentry @ Glenwood

TRAINING AND PROFESSIONAL DEVELOPMENT • Staff completed multiple training courses to improve technical expertise and safety: • Work Zone Safety

• Mitigating traffic congestion;

• Intersection Troubleshooting

• Conducting speed studies, traffic signal studies, and stop sign warrant studies; • Ensuring street lights are efficiently placed and installed and maintained in a timely manner; and • Oversight of the public school crossing • Guard program

• EAM Lucity Work Order System

OPERATIONAL EFFICIENCY AND SYSTEM ENHANCEMENTS • Utilization of Temporary Traffic Signals to maintain safety and minimize disruption during projects at: • Gentry @ W. MLK Jr. Blvd.

ACCOMPLISHMENTS FOR 2024-2025

INTELLIGENT TRANSPORTATION SYSTEM (ITS) IMPROVEMENTS • Completed Year 4 of the ITS Master Plan, advancing the City’s traffic signal modernization efforts. • Replaced video detection systems at 7 intersections. • Configured and deployed 12 new traffic cabinets with Battery Backup Units (BBUs). • Configured and deployed 16 new traffic detection systems.

• Broadway @ Rieck Rd.

BATTERY BACKUP UNITS (BBUS): • Allow intersections to operate during power outages. • Improve travel time reliability and reduce traffic accidents. • Decrease the need for police officers to direct traffic during outages. • Reduce callouts and downtime for the Traffic Operations team.

97 | General Fund

TRAFFIC OPERATIONS CONTINUED

• Implemented process improvements for traffic cabinet replacement.

• Goal 3: Sign Team Cross-Training and Succession Planning

• Deployed the first Closed-Circuit Television (CCTV) traffic camera in the City of Tyler for real-time monitoring.

• Complete cross-training for sign team members on the latex printer and plotter. • Develop and finalize the Latex Printer SOP.

• Replaced traffic signal heads with reflective backplates at 104 intersections for improved visibility and safety.

• Schedule cross-training for striping machine operations to ensure skill redundancy.

• Replaced electrical service components at four intersections to enhance reliability. • Developed standardized City of Tyler configurations for traffic controllers and detection systems, ensuring consistency across all signalized intersections.

GOALS FOR 2025-2026

• Goal 1: Annual Traffic Signal and Streetlight Preventative Maintenance

• Goal 4: Team Building and Staff Engagement • Plan and facilitate team training activities to strengthen communication and collaboration. • Schedule a summer team-building event to promote morale and employee engagement. • Goal 5: Deployment of Central Square Enterprise Asset Management (EAM) Software • Schedule training sessions for all staff involved in system implementation.

• Update Preventative Maintenance Standard Operating Procedures (SOPs).

• Collaborate with the Information Technology Department to develop Lucity reports and dashboards for tracking performance and maintenance.

• Input all streetlight data into the GIS system for better asset management. • Goal 2: Intersection Aesthetic and Functional Improvements

• Goal 6: Improvement of Standard Operating Procedures (SOPs)

• Review results from the 2025 preventative maintenance checks.

• Complete the HP Latex Printer SOP. • Develop a new Plotter/Cutter SOP.

• Obtain quotes and schedule replacement of illuminated street name signs (ILSNs).

• Update the Detection System Configuration SOP.

• Continue to improve intersection aesthetics and operational performance.

SERVICE POINT EXPENDITURES – FAIR PARKING GARAGE

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

7,634 13,356 9,617 30,607

7,700 14,700 6,120 28,520

6,450 8,700 5,250 20,400

8,240 14,700 6,120 29,060

98 | General Fund

SERVICE POINT EXPENDITURES – TRAFFIC OPERATIONS FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

860,761 63,335 154,204 1,255,708 345,034 2,679,042

841,830 52,113 123,213 1,263,952 638,840 2,919,948

762,500 58,464 123,212 1,263,951 638,841 2,846,968

888,507 44,755 132,756 1,263,952 503,702 2,833,672

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – TRAFFIC DEPARTMENT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

14) Traffic Engineer

1, 4, & 7) Associate Traffic Engineer

5) & 12, 16) Traffic Services Supervisor

6, 9) Traffic Marker

7) Traffic Operations Supervisor

Traffic Sign Supervisor

8, 15) Administrative Assistant

10) Traffic Signal Technician

TOTAL REGULAR FULL-TIME

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

6) Intern

TOTAL REGULAR PART-TIME

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

School Crossing Guard

TOTAL TEMPORARY POSITIONS

TOTAL DEPARTMENT

Part-Time Positions

Temporary Positions

1) O ne position with 15% paid by Storm Water Management

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

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

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

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

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

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

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

4) P osition upgraded to Transportation Project Engineer FY 2010-2011, with 15% paid by Storm Water Management 5) 1 Transportation Project Engineer downgraded to Traffic Services Supervisor in FY 2011-2012

9) O ne Traffic Marker added FY 14-15 10) One Traffic Signal Tech added FY 14-15 11) A dministrative Assistant payroll split changed from 76/24 to 85/15 Traffic/Stormwater FY 14-15

99 | General Fund

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

ANIMAL SERVICES AREAS OF SERVICES

GOALS FOR 2025-2026

• Processing adoptions of unclaimed pets;

• Capture stray animals;

• Continue offering free microchipping services throughout 2026 to promote responsible pet ownership and reduce the number of lost animals.

• Participating in adoption events;

• Respond to calls related to nuisance wildlife animals; • Rabies surveillance of bite animals;

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

• Support Police Department on calls for service;

• Euthanasia of surplus, injured, and diseased animals.

• Upgrade two additional kennel rooms with stainless steel kennels to extend facility lifespan and improve animal comfort.

ACCOMPLISHMENTS FOR 2024-2025

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

• Expand partnerships with regional and state animal welfare organizations to increase adoption opportunities and shared resources.

• Replaced all kennels in Room 3 with stainless steel units, improving sanitation and durability.

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

• Implanted or registered over 1,200 microchips, enhancing pet identification and reunification efforts.

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

• Offer the facility’s training room as a central training location for state and local agencies, fostering collaboration and knowledge sharing within the animal care community.

• Rehomed over 10,000 pets since opening in 2015 — a major milestone in community animal welfare.

• Processing owner reclaims of strays;

SERVICE POINT EXPENDITURES – ANIMAL SERVICES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,072,751 119,473 170,889 23,373 124,078 1,510,564

1,082,763 154,491 207,478 27,890 132,588 1,605,210

1,070,197 130,115 164,009 22,366 130,607 50,000 1,567,294

1,138,306 150,995 188,638 27,890 128,291 1,634,120

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – ANIMAL SERVICES Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Animal Shelter Manager

Animal Shelter Adoption Counselor

Administrative Secretary

Animal Control Officer

Animal Shelter Supervisor

1) Animal Shelter Technician

TOTAL REGULAR FULL-TIME

General Fund-Animal Services tab added FY 17-18

1) Two Animal Shelter Technicians added FY 15-16

100 | General Fund

MUNICIPAL COURT T

he Municipal Court functions to administer fair and impartial justice in accordance with applicable statutes, ordinances, and City regulations by conducting trials and hearings to dispose of traffic, misdemeanor and parking violations. The Municipal Court through the use of up-to-date technology is to provide a forum for justice for all citizens while abiding by the City’s overall mission. Staff members of the Court are responsible for: • Scheduling, hearing, and disposing of all cases brought for trial; • Establishing and administering court procedures as required by State law; • Maintaining all records and dockets; • Accounting for payment of fines; and, • Serving warrants.

ACCOMPLISHMENTS FOR 2024-2025

GOALS FOR 2025-2026

• Increased our virtual hearing dockets.

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

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

• 100% of staff trained through Texas

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

• Municipal Court Education Center.

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

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

• Streamline veteran docket to include presentation from local agencies.

• Increased utilize of software to communicate with customers (email/text notification).

• Create a job posting board of employers/employees to assist defendants who are seeking employment.

• Increased local agency partnerships for juvenile counseling.

• Create an educational video about the municipal court to be aired on Channel 3 with help from the communications.

• Identified and implemented safety procedures and facility improvements.

• Continue cross-training with other city departments including Finance and Water.

• Cross-trained with the Water Department to increase employee knowledge and improve services.

• Complete the second year of the Citizens Roundtable Committee of local leaders to increase transparency of Court procedures, including other city departments and entities associated in the courts proceedings.

101 | General Fund

MUNICIPAL COURT CONTINUED

SERVICE POINT EXPENDITURES – MUNICIPAL COURT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,076,107 766,603 305,295 9,207 47,937 2,205,149

1,474,649 730,057 316,101 9,300 65,521 2,595,628

1,234,285 860,174 315,737 9,273 62,852 2,482,321

1,498,340 851,227 327,487 9,500 55,335 2,741,889

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – MUNICIPAL COURT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Municipal Court Administrator

4, 15) Deputy Court Administrator

Court Clerical Supervisor

City Marshal

Court Technician

1, 10, 17) Deputy City Marshal II

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

8) Senior Deputy Court Clerk

TOTAL DEPARTMENT

1) One Position frozen for FY 2009-2010 2) O ne additional position approved for FY 2008-2009 3) One position added for FY 2008-2009 4) A dministrative Assistant position converted to Deputy Court Administrator during FY 2009-2010 5) O ne Deputy Court Clerk Transferred to Main Street during FY 2009-2010 6) O ne Deputy Court Clerk Upgraded to a Senior Deputy Court Clerk during FY 2009-2010 7) T een Court Coordinator downgraded to deputy court clerk during FY 2009-2010

8) O ne Senior Deputy Court Clerk upgraded to Court Clerical Supervisor during FY 2009-2010

13) 3 Deputy City Marshal I positions moved to Municipal Court Security Fund FY 2010-2011

9) D eputy Marshal I moved to Liberty Theater to create Liberty Theater Manager position FY 2010-2011

14) O ne Deputy City Marshal I reclassified to Deputy City Marshal II FY 15-16

10) E liminated 1 of 3 Deputy City Marshall II positions FY 2011-2012

15) D eputy Court Administrator remaining frozen FY 17-18

11) 1 Deputy Court Clerk, Juvenile Case Coordinator and Juvenile Program Coordinator moved to Partners of Youth Fund FY 2010-2011

16) O ne Deputy Court Clerk Frozen FY 20-21 17) O ne Deputy City Marshal II Frozen FY 20-21

12) D uring FY 09-10, refer to 7, 5, 6 during process the downgraded Deputy Court Clerk was not added to the number, this is a corrected entry, should be 8 positions

SERVICE POINT EMPLOYEES – MUNICIPAL COURT SECURITY Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

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

4, 6) Deputy Marshal II

TOTAL DEPARTMENT

1) T hree Deputy City Marshal I positions moved to Municipal Security from Municipal Court Administration FY 2010-2011 2) O ne Deputy City Marshal I reclassified to Deputy Court Clerk FY 13-14 3) O ne Deputy Court Clerk reclassified back to Deputy City Marshal I during FY 13-14

4) D eputy City Marshal I reclassified to Deputy City Marshal II during FYI 13-14 5) D eputy City Marshal I reclassified to Deputy City Marshal II FY 2015-2016 6)1) T wo Deputy City Marshal II positions moved to Court Special Fee Fund FY 20192020

102 | General Fund

GENERAL CAPITAL PROJECT FUND (102)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

1,912,352

1,822,600

841,868

Interest Earnings

45,666

50,000

47,825

50,000

Miscellaneous Income

2,891

8,000

7,791

8,000

BEGINNING FUND BALANCE REVENUES

Capital Lease Proceeds TOTAL REVENUES

48,557

58,000

55,616

58,000

EXPENDITURES Library Bldg. Imprv Parks Improvements Projects

76,556

120,000

City Building Improvements

249,242

402,000

Substandard Structure Program

184,885

200,000

175,000

200,000

Capital Lease Purchase

517,768

523,768

518,625

523,768

PD Equipment & Improvements

108,812

Fire Equipment/Facilities

77,927

248,000

63,000

Downtown

23,000

Parking Lot Improvements NBS Remodel

22,180

32,723

Tree Removal/Medians

168,256

300,000

180,000

200,000

Streets Misc Equipment

13,963

230,000

Animal Care Facility Improvements

50,000

70,000

Contingency

70,000

TOTAL EXPENDITURES

1,442,589

1,793,768

1,606,348

1,406,768

Transfer in

1,304,280

570,000

595,000

1,250,000

570,000

595,000

86,832

841,868

88,100

General Fund (101) Rainy Day Fund (235) Solid Waste Capital Fund (562) ENDING FUND BALANCE

54,280 1,822,600

104 | General Capital Projec t Funds

QUALITY STREET

IMPROVEMENT FUND (103) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

1,532,413

752,753

125,759

Interest Earnings

77,364

65,000

81,353

65,000

Miscellaneous Income

1,127

TOTAL REVENUES

78,491

65,000

81,353

65,000

Street Improvement Program

1,599,873

1,237,753

1,493,818

Public Alley Improvements

245,704

329,296

165,000

Brick Street Improvements

1,058,262

1,370,010

869,772

TOTAL EXPENDITURES

2,903,839

2,937,059

2,528,590

Transfer In

BEGINNING FUND BALANCE REVENUES

EXPENDITURES

2,045,688

2,228,712

2,400,856

General Fund (101)

2,045,688

2,228,712

2,400,856

ENDING FUND BALANCE

752,753

109,406

125,759

63,025

105 | General Capital Projec t Funds

DEVELOPMENT SERVICES FUND (202)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

2,416,491

3,016,046

2,886,699

Building Permits

2,068,539

1,506,439

1,814,953

2,140,288

Electrical Permits

244,012

230,000

203,624

230,000

Plumbing Permits

131,786

160,000

134,104

160,000

Zoning Permits

79,698

95,000

83,438

100,000

Mechanical Permits

100,150

90,000

69,628

90,000

Cert. of Occupancy Fees

24,520

30,000

25,147

30,000

Local TABC Fee

6,430

20,000

10,875

20,000

Billboard Registration

16,320

15,045

14,025

15,045

Sign Permits

30,765

40,000

35,600

40,000

Contractor License

52,250

50,000

52,038

50,000

House Moving Permits

Permit Fee - Clearing

201,434

50,000

211,136

100,000

BEGINNING FUND BALANCE REVENUES

Interest Earnings Copying/Printing Fees

123

82,550

85,000

73,196

85,000

Miscellaneous Income

Contractor Testing Fees

16,039

31,000

60,000

41,000

50,000

3,085,616

2,431,484

2,768,877

3,110,333

Platting Fees

Historic Preservation Subdivision Plan Review CLG Grant TOTAL REVENUES EXPENDITURES Planning and Zoning

893,500

1,554,775

1,301,974

1,594,587

Building Services

1,592,561

1,601,602

1,596,250

1,718,392

TOTAL EXPENDITURES

2,486,061

3,156,377

2,898,224

3,312,979

Transfer Out

Productivity Fund (639)

Facilities Fund (663)

3,016,046

2,291,153

2,886,699

2,684,053

ENDING FUND BALANCE

107 | Development Services Fund

BUILDING/DEVELOPMENT SERVICES

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

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

ACCOMPLISHMENTS FOR 2024–2025 OPERATIONAL PERFORMANCE

• 28,133 total inspections completed across residential, commercial, and infrastructure projects. • 832 Certificates of Occupancy issued for new or renovated structures.

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

• 1,868 building finals conducted to ensure compliance with all applicable codes and standards.

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

• The Development Services team demonstrated continued efficiency and dedication in maintaining inspection standards, issuing permits, and ensuring safe and compliant construction throughout the city.

• Posting new commercial and residential project permit releases on department website; • Posting COs issued on the website; • Attending quarterly lunch & learn meetings with Tyler Area Builders Association; • Streamlining of the permitting process.

• 11,772 permits issued, reflecting continued development and investment within the City of Tyler.

CONFERENCES AND COLLABORATIONS • Tyler Junior College Collaboration – Strengthened partnerships to promote educational and career pathways in community development and inspection services. • Central Square Engage Conference – Provided staff with hands-on training and technology updates for software optimization. • Avolve Conference – Supported process improvements and digital workflow enhancements for permitting and plan review.

CERTIFICATIONS AND AWARDS

• Streamlining of the plan review process.

• Employee Certification Achievements: Seven new professional certifications were obtained by team members, reflecting ongoing commitment to technical excellence and professional growth.

• Streamlining of the inspection process.

• 12th Annual Golden Bravos: Staff were recognized for demonstrating the City’s core values and the “Called to Serve” spirit of public service.

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

• Team Development and Customer Service

• Streamlining of the complaint enforcement process

• Continued focus on team building and cross-department collaboration through internal “Lunch and Learn” sessions. • Staff emphasized customer-focused service, assisting residents and builders in navigating permit and inspection processes efficiently and professionally.

FIELD INSPECTIONS AND SITE OVERSIGHT • Inspectors documented multiple active construction and inspection sites throughout the fiscal year, maintaining consistent oversight of development standards and safety compliance.

GOALS FOR 2025–2026 • Leverage Advanced Technology and Artificial Intelligence (AI) to enhance resident services, streamline workflows, and improve accessibility for permitting, inspections, and customer inquiries.

108 | Development Services Fund

GOALS FOR 2025–2026 CONTINUED • Upskill the Workforce by providing targeted employee training and professional development opportunities to strengthen technical knowledge, customer service, and operational efficiency.

• Amazon Fulfillment Center

• Support Ongoing Development and Growth Across Tyler, contributing to major projects that drive economic expansion and community enhancement, including:

• Virtue at Cumberland

• Courthouse • Parking Garage

• Additional planned developments throughout the city

• Highland Dairy

SERVICE POINT EXPENDITURES – BUILDING SERVICES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,240,287 105,350 189,992 85 56,847 1,592,561

1,242,608 101,697 211,058 400 45,839 1,601,602

1,243,503 110,094 199,468 47 43,138 1,596,250

1,307,788 91,409 278,100 400 40,695 1,718,392

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – DEVELOPMENT SERVICES FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Chief Building Official

Chief Electrical Inspector

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

Senior Building Inspector

Plumbing Inspector

17) Customer Service Supervisor

Development Services Engineer

18) Development Services Specialist

20)Residential Building Services Specialist

12, 17) Permit Technician

Plans Examiner

20) Senior Plans Examiner

3) Project Engineer

12) Senior Permit Technician

TOTAL REGULAR FULL-TIME

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

8) 1 of 2 Building Inspectors eliminated FY 2011-2012 9) Permit Clerk eliminated FY 2011-2012

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

10) C hief Plumbing Inspector/Mechanical Inspector eliminated FY 2011-2012

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

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

109 | Development Services Fund

16) O ne Building Inspector added FY 14-15. One Building Inspector added FY 15-16 17) One Permit Tech reclassified to Customer Service Supervisor FY 16-17 18) D evelopment Services Specialist closed FY1718 (CORRECTION: position was reclassified to Residential Building Services Specialist FY 15-16) error located FY 19-20 19) O ne Building Inspector reclassified to Senior Building Inspector FY 18-19 20) O ne Residential Building Services Specialist reclassified to Senior Plans Examiner FY 20-21 (Residential Building Services Specialist position not reflected in budget book until FY 19-20; but has been an authorized position since 2015 due to a title change from Dev Services Spec)

PLANNING

D E PA R T M E N T

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

ACCOMPLISHMENTS FOR 2024-2025

• Received Planning Excellence Recognition for maintaining high standards in community planning and development practices. • Processed 295 planning projects, demonstrating continued growth and responsiveness to development activity across the city. • Anticipated 91 zoning applications for FY 2025 — approximately 15% below the 10-year average, reflecting a stabilization in rezoning requests. • Anticipated 175 platting applications for FY 2025, remaining consistent with the 10-year average for subdivision and development activity. • Assisted in the adoption of Airport Hazard Zoning, ensuring safe and compatible land use surrounding Tyler Pounds Regional Airport. • Awarded a grant for the Historic Resource Survey; however, funding has not yet been released by the Texas Historical Commission. The project is expected to be delayed beyond FY 2025.

• Zoning/Special Use Permit application processing;

GOALS FOR 2025-2026

• Implementing key sections of Tyler 1st;

• Complete the annual status update for the Tyler 1st Comprehensive Plan.

• Subdivision regulation;

GOAL 1: IMPLEMENT AND MONITOR TYLER 1ST COMPREHENSIVE PLAN

• Conduct presentations at New Employee Orientation to familiarize staff with the plan’s vision and objectives.

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

GOAL 2: ENSURE TIMELY REVIEW OF LAND DEVELOPMENT PROPOSALS

• Comprehensive Plan (Tyler 1st) administration;

• Review permits and plans for compliance with the Unified Development Code (UDC) within established review benchmarks.

• Unified Development Code (UDC) administration;

• Process and facilitate Planning and Zoning Commission applications on a monthly schedule.

• Sign and landscape regulation;

• Process and facilitate Zoning Board of Adjustment applications as needed, ensuring all reviews are completed on time.

• Historic preservation and education; • TABC permit application processing and annual registration; • Tax abatement; • Economic development; • Tax increment financing; • Sexually oriented business regulation; • Small Cell Network Node application and annual registration; and • Special studies management.

• Review and update the Unified Development Code at least semi-annually (twice per year) or more frequently as required. GOAL 3: PRESERVE TYLER’S HISTORICAL RESOURCES • Encourage at least one landmark application per quarter, initiated by a Historical Preservation Board (HPB) member. • Review building permits for historical properties to determine if a Certificate of Appropriateness is required. • Conduct Section 106 Reviews for federally funded projects affecting properties 50 years or older. • Educate the public on historical landmarks and preservation efforts through outreach and events.

110 | Development Services Fund

• Prepare and host landmark appreciation events to recognize preservation achievements.

• Audit landscaping Certificates of Completion for new developments to ensure compliance with approved plans.

• Process and facilitate Historic Preservation Board applications on a monthly basis.

GOAL 5: CUSTOMER RELATIONS • Review development applications and processes for opportunities to improve accessibility, including Spanish language support for customers.

• Process and facilitate Zoning Board of Adjustment applications as needed, ensuring on-time completion. • Review and update the Unified Development Code at least semi-annually or as needed.

GOAL 6: Workforce Development and Training • Develop career ladders to support professional advancement within the department.

GOAL 4: REPORTING AND AUDITING • Administer the Billboard Registration Program to ensure regulatory compliance.

• Seek out and encourage participation in training opportunities to strengthen staff expertise and leadership capacity.

• Administer the Texas Alcoholic Beverage Commission (TABC) local fee renewal program.

SERVICE POINT EXPENDITURES – PLANNING & ZONING FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

765,972 56,163 69,646 20 1,699 893,500

888,837 504,975 158,213 750 2,000 1,554,775

852,831 371,637 75,002 504 2,000 1,301,974

911,856 591,540 88,441 750 2,000 1,594,587

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – PLANNING Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1) & 11) Director of Planning

19, 24) Planning Manager

4, 18) Planner

5, 6, 13) Planning Technician

7, 8, 16,19) Principal Planner

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

12) Historic Preservation Officer-

20, 21) Administrative Assistant

15) Planning Director/MPO Executive Director

TOTAL REGULAR FULL-TIME

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

9) Senior Planner Frozen FY 2011-2012

18) One Planner added FY 14-15

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

10) Planner unfrozen FY 2011-2012

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

3) T wo Senior Planner positions, one with 15% paid by MPO 4) O ne position frozen for FY 2009-2010 and FY 20102011- Note was incorrectly input on Senior Planner, should be for Planner 5) C onverted one full-time Planning Technician position into 2 part-time positions 2010-2011

11) D irector of Planning reclassified to City Planner in FY 2011-2012 12) S enior Secretary reclassified to Historic Preservation Officer in FY 12-13 13) P lanning Technician reclassified to Administrative Assistant during FY 13-14

20) O ne Administrative Assistant reclassified to Executive Operations Coordinator/Planning Tech FY 15-16 21) O ne Executive Operations Coordinator reclassified to Administrative Assistant FY 16-17

14) O ne Planning Intern added during FY 13-14

22) O ne MPO Planner reclassified and transfer to Senior Planner P/Z FY 16-17

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

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

23) O ne Historic Preservation Officer reclassified to Planner FY 17-18

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

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

24) O ne Planning Manager reclassified to Director of Planning FY 19-20

8) P rincipal Planner downgraded to Senior Secretary FY 2011-2012

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

111 | Development Services Fund

WATER UTILITIES FUND (502)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

$13,492,886

$9,984,754

$8,801,026

5,766,559

6,498,402

6,712,676

19,259,445

16,483,156

15,513,702

Use of Money and Property

734,101

526,734

459,905

602,152

Charges for Current Services

52,617,594

67,351,360

65,281,831

64,976,982

306,418

57,800

134,840

67,800

53,658,113

67,935,894

65,876,576

65,646,934

741 Administration

5,403,198

7,170,318

6,845,404

7,079,745

742 Water Office

3,496,988

3,104,409

3,367,156

3,511,917

743 Water Distribution

5,160,595

5,235,558

5,235,427

5,170,704

744 Water Plant

9,540,052

10,677,624

9,656,302

10,293,636

745 Waste Collection

4,060,667

4,282,510

4,003,994

3,949,418

746 Waste Treatment

6,117,399

6,219,330

5,781,839

6,025,153

747 Lake Tyler

1,250,698

1,525,658

1,535,834

1,627,463

749 GIS

1,372,165

1,367,712

1,367,593

1,448,943

329,912

321,763

304,373

358,458

5,122,531

4,754,336

4,715,032

4,631,336

Unreserved Fund Balance Operating Reserve BEGINNING FUND BALANCE / WORKING CAPITAL REVENUES

Miscellaneous Income TOTAL REVENUES EXPENDITURES

1741 Purchasing 1745 CD/CMOM ( Regulatory Monitoring) 1746 Sludge Disposal

1,468,476

2,080,510

1,938,220

1,720,768

TOTAL EXPENDITURES

43,322,681

46,739,728

44,751,174

45,817,541

(13,111,721)

(22,094,857)

(22,094,856)

(19,514,067)

(175,000)

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

(5,500,000)

(14,483,136)

(13,000,000)

Productivity Fund (639)

(250,000)

Property and Facility Fund (663)

(50,653)

(50,652)

(54,757)

Debt Service Fund (504)

(6,686,068)

(5,584,310)

Technology Fund (671)

(450,000)

Unreserved Fund Balance

9,984,754

8,573,506

8,801,026

8,956,397

Operating Reserve

6,498,402

7,010,959

6,712,676

6,872,631

$16,483,156

$15,584,465

$15,513,702

$15,829,028

General Capital Fund (102)

ENDING FUND BALANCE / WORKING CAPITAL

113 | Water Utilities Fund

WATER UTILITIES

FUND (502) CONTINUED STATEMENT OF REVENUES Fiscal Year 2025-2026 ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Lake Tyler Lot Rental

$71,389

$72,604

$89,127

$91,022

Lake Tyler Marina

45,135

33,130

41,641

33,130

Barge Concession

28,779

21,000

28,424

28,000

Interest Earnings

588,798

400,000

300,713

450,000

TOTAL USE OF MONEY AND PROPERTY

734,101

526,734

459,905

602,152

314,280

400,000

343,113

400,000

Water Service

91,115

200,000

189,312

200,000

Sewer Service

110,290

150,000

155,491

145,000

Sewer Activation

10,958

16,500

13,588

12,000

USE OF MONEY AND PROPERTY

CHARGES FOR CURRENT SERVICES Meter Activation

EMS Billing Fees

7,953

7,952

7,953

Water System Fee

118,894

117,321

118,808

118,894

Meter Set & Test Fees

21,558

19,000

35,100

22,000

Plug Fee

1,200

7,500

200

5,600

After Hrs./Additional Trip Fees

52,454

45,000

48,525

48,000

Water Quality Fee

144,735

146,286

145,095

144,732

Current Water Sales

25,684,376

33,064,216

31,369,239

31,497,479

Miscellaneous Water Sales

15,079

20,000

75,703

20,000

Old Account Collection Fees

393,150

390,000

407,900

390,000

Reconnect Fees

347,884

344,386

344,384

403,910

21,061,563

28,743,208

27,944,619

27,367,708

Labor & Equipment

122,955

70,000

16,136

70,000

Water Connect Fees

253,911

255,000

265,750

255,000

Septic Tank Dumping Fees

1,302,347

1,105,000

1,331,522

1,315,000

Wholesale Water Sales

1,799,034

1,500,000

1,735,272

1,800,000

Late Notice Fees

525,438

500,000

485,313

500,000

Fire Line Charges

193,502

192,875

191,693

188,875

Overhead Reimbursement from Storm Water Fund

44,918

57,115

57,116

64,831

52,617,594

67,351,360

65,281,831

64,976,982

267,138

30,000

91,195

35,000

Overhead Reimbursement from Solid Waste Fund Sewer Charges

TOTAL CHARGES FOR CURRENT SERVICES MISCELLANEOUS Miscellaneous Income Lake Tyler East Registration

2,670

2,800

Returned Check Fees

36,610

25,000

40,845

30,000

TOTAL MISCELLANEOUS

306,418

57,800

134,840

67,800

$53,658,113

$67,935,894

$65,876,576

$65,646,934

TOTAL REVENUES

114 | Water Utilities Fund

UTILITIES CONSTRUCTION FUND (503)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

4,332,098

7,222,783

12,244,094

5,305,985

1,171,224

REVENUES ARPA Funds Interest Earnings

290,703

200,000

611,283

350,000

TOTAL REVENUES

5,596,688

200,000

1,782,507

350,000

Contingencies

4,203,204

Water Business Office

Water System Improvements

4,280,967

5,773,016

4,871,318

2,367,732

Water Treatment Plant

EXPENDITURES

3,927,271

3,144,056

2,312,876

2,692,554

Waste System Improvements

302,677

3,704,384

3,332,699

3,977,486

Waste Treatment Plant

545,088

2,235,000

219,073

5,367,827

Lake Tyler Improvements

658,366

508,366

100,000

TOTAL EXPENDITURES

9,056,003

19,718,026

11,244,332

14,505,599

Transfer In

6,350,000

14,483,136

13,000,000

5,500,000

14,483,136

13,000,000

850,000

Water Utilities Fund (502)

ENDING FUND BALANCE

7,222,783

2,187,893

12,244,094

11,088,495

Water Utilities Fund (502) Water Utilities Debt Reserve Fund (505) Transfer Out

115 | Water Utilities Fund

STORM WATER FUND (575)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

2,169,040

1,481,212

659,680

REVENUES Interest Earnings Storm Water Management Miscellaneous Income TOTAL REVENUES

88,769

65,000

49,773

45,000

2,679,197

3,681,611

3,681,610

3,588,352

2,767,966

3,746,611

3,731,383

3,633,352

EXPENDITURES Hazardous Material Operations Storm Water Operations and Maint.

80,280

123,429

65,496

88,888

2,114,285

2,456,394

2,361,638

2,741,637

Storm Water Capital Projects

1,261,229

2,125,781

768,198

TOTAL EXPENDITURES

3,455,794

4,705,604

4,552,915

3,598,723

Transfer Out

Productivity Fund (639)

ENDING FUND BALANCE

1,481,212

522,219

659,680

694,309

116 | Water Utilities Fund

WATER UTILITIES

SERVICE POINT FOCUS Tyler Water Utilities consists of the Administration, Business Office, Water Distribution, Water Production, Wastewater Collection, Wastewater Treatment, Lake Tyler, Geographic Information Systems (GIS), Purchasing, CMOM Administration and Sludge Treatment divisions. All staff members are dedicated to providing citizens with the safest drinking water and sanitary sewer services possible while maintaining strict environmental and safety protocols. Water Administration staff provides executive oversight and administrative support to all 11 departments within the Utility so that the utility functions as a single, cohesive operation. They provide personnel administration and development, records management, project management and contract administration for all major water and sewer infrastructure needs including maintenance, new construction and/or replacement activities, as well as planning for the most efficient funding. Administration also acts as the liaison with other City departments and with Federal, State and local organizations regarding water and sewer matters. The Water Business Office provides services to two distinct customer bases: Internal Customers and External Customers. Internally, the Water Business Office provides meter reading, billing and payment collection services to Tyler Water Utilities and Tyler Solid Waste for approximately 35,000 water customers and 31,500 solid waste customers. This consists of over 420,000 meter readings annually and processing nearly $3.75 million in monthly receipts. Externally, the WATER Water Business Office DISTRIBUTION serves the citizens of Tyler SAFELY AND by providing new service EFFICIENTLY connections, service transfers, disconnections DISTRIBUTES and responses to billing POTABLE inquiries and payment DRINKING WATER options. This requires TO OVER 110,000 responding to over 5,000 PERMANENT phone calls monthly and connecting or RESIDENTS disconnecting over 14,500 THROUGH THE service points annually. OPERATION AND The office staff also MAINTENANCE provides assistance to OF 734 MILES OF other City departments with emergency situations DISTRIBUTION as necessary. MAINS.

Water Distribution safely and efficiently distributes potable drinking water to over 110,000 permanent residents through the operation and maintenance of 734 miles of distribution mains, as well as the operation and maintenance of fire hydrants, meters, valves, pressure regulators, and other components throughout the water distribution system. In addition, Water Distribution staff provides construction services through the installation of new water service connections, construction of new water distribution mains and by making repairs to water main breaks. Water Production currently treats an average of 23.5 million gallons of water per day for use by commercial, residential and wholesale customers. This division includes operation and maintenance of two water treatment plants, laboratory operations, 12 deep water wells, 12 elevated and ground storage tanks and six booster pump stations. In addition, staff operates and maintains the raw water pump stations located at Lake Tyler and at Lake Palestine. The function of Wastewater Collection is to safely and efficiently collect and transport wastewater from residences, businesses and industries to the point of treatment utilizing over 694 miles of collection lines. Wastewater Collection staff provides construction services through the installation of new sewer service connections, construction of new sewer collection lines and by making repairs to wastewater lines and manholes. In addition, they provide system cleaning and inspection services as part of their preventive maintenance program and work to reduce the amount of inflow and infiltration entering the collection system, which reduces treatment costs and increases plant efficiency. Wastewater Treatment currently treats an average of 17.7 million gallons of wastewater per day through the operation of two waste treatment plants: a trickling filter/ solids contact aeration plant and an activated sludge plant. In addition to the treatment plants, staff members also have responsibility for 24 sewer lift stations, two laboratories used for analysis and control, liquid waste disposal, industrial pretreatment and a water pollution control and abatement program. The Lake Tyler division oversees operations and maintenance for Lake Tyler, Lake Tyler East and Bellwood Lake. Lake Tyler, Lake Tyler East and Lake Palestine provide up to 64 million gallons of surface water for the City’s public drinking water supply, while all lakes, including Bellwood Lake, are used for recreational purposes for residents of the City of Tyler and surrounding areas.

117 | Water Utilities Fund

WATER UTILITIES CONTINUED

Staff members are responsible for maintenance of dams and spillways, outlet works and associated appurtenances, as well as monitoring of the watershed for active or potential sources of pollution. This division also provides park and grounds maintenance, road and drainage maintenance, and facility construction and maintenance. GIS provides mapping and analysis on 415 different layers for virtually every department in the City. Mapping and information services of these products are provided to the public through GIS mapping websites. GIS performs analysis on data to aid in the decisionmaking process of other departments. GIS participates in the local GIS consortium providing mapping products in a much lower cost environment than consortium partners could achieve on their own while maximizing the use of data and information from multiple governmental entities. The department

is also responsible for addressing parcels inside the City limits. City of Tyler Purchasing staff members are responsible for oversight of the competitive bid processes, maintaining bidder lists, bid notices, purchase orders and ensuring the purchasing process complies with generally accepted purchasing policy standards and practices, not only for Tyler Water Utilities, but for the City of Tyler as a whole. These procedures help to provide for the best use of public fund expenditures. CMOM Administration is responsible for administering TWU’s Capacity, Management, Operations and Maintenance (CMOM) Program, which provides a framework for TWU to perform a comprehensive review of the wastewater collection system and enhance current operation and maintenance practices. The Program

provides for better management, operation and maintenance of the wastewater collection system, better identification of areas in the collection system with potential capacity constraints and better response to unauthorized discharges. Sludge Treatment staff is responsible for the treatment and disposal of sewage sludge at both of the City’s wastewater treatment facilities. Sludge treatment at the Southside Wastewater Treatment Plant is accomplished by both aerobic and anaerobic sludge digesters and a belt filter press with a polymer feed system. Sludge treatment at the Westside Wastewater Treatment Plant is accomplished by anaerobic sludge digesters, a sludge holding reservoir and a belt filter press with a polymer feed system. Between the two plants approximately 23,000 cubic yards of sludge is disposed of annually.

SERVICE POINT EXPENDITURES – WATER ADMINISTRATION FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,576,969 1,189,037 2,800,889 10,963 41,925 5,619,783

1,642,372 1,869,169 3,550,613 14,850 93,314 7,170,318

1,733,224 1,679,285 3,106,231 10,741 97,516 218,407 6,845,404

1,702,962 1,624,625 3,679,933 12,350 59,875 7,079,745

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – WATER ADMINISTRATION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

13) Director of Utilities and MD Public Works

Director of Utilities

14) Engineering Technician

Senior Utilities Specialist

12) Utilities Engineer

7 & 8) Utilities Construction Inspector

8) Environmental Compliance Engineer

TOTAL DEPARTMENT

118 | Water Utilities Fund

SERVICE POINT EMPLOYEES – WATER ADMINISTRATION CONTINUED 1) This position is being filled as an Accounting Technician but is budgeted as an Accountant I

6) GIS Technician II moved to WUF - GIS FY 2011-2012 7) Four Utilities Construction Inspectors transferred from Stormwater in FY 09-10

2) This position is being filled as an Advanced IT Specialist II but is budgeted as a GIS Developer/ Database Administrator 3) Title changed to Director of Utilities and Public Works FY 2010-2011 4) GIS Analyst upgraded to Senior GIS Analyst FY 20072008 and moved to MPO and Solid Waste Admin 5) GIS Developer moved to WUF - GIS FY 2011-2012

8) One Utilities Construction Inspector reclassified to Environmental Compliance Engineer FY 12-13 9) Account Technician (budgeted as Accountant I) reclassified to Accountant FY 2016-2017 10) Director of Utilities reclassified from Assistant City Manager FY 16-17

11) One Account transferred to Water Business Office FY 16-17 12) U tilities Engineer position closed reflected in FY 1819; exact year it was closed is unknown 13) (Managing)Director of Utilities & MD Public Works position frozen FY 19-20 14) Engineering Technician moved from Consent Decree FY 19-20

SERVICE POINT EXPENDITURES – WATER OFFICE FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,347,048 906,610 1,163,638 37 79,655 3,496,988

1,500,048 751,137 770,623 60 82,541 3,104,409

1,438,263 1,225,027 614,068 14 89,784 3,367,156

1,566,237 1,071,321 782,548 60 91,751 3,511,917

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – WATER OFFICE Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

3) Water Utilities Financial Manger

14) Accountant

8,11) Billing Specialist

13) Billing Supervisor

4) Customer Service Supervisor

7) Customer Service Representative

2) Senior Utilities Specialist

Training Coordinator*

Utility Account Servicer

7) WBO Team Lead

9) Customer Service Specialist

TOTAL DEPARTMENT

1) C orrection of job title to Training Coordinator 2) P osition transferred from Development Services during FY 2009-2010 3) W ater Treatment Superintendent transferred to Water Business Office from Water plant and converted to Water Utilities Financial Manager FY 2010-2011

6) W ater Utilities Financial Manager moved from Water Plant (744) to Water Office (742) FY 2012-2013

11) C ustomer Service Rep reclassified to Billing Specialist FY 15-16

7) O ne Customer Service Representative reclassified to WBO Team Lead during FY 13-14

* Position serves as Full-Time Lean Sigma Black Belt

8) O ne Billing Specialist reclassified to Customer Service Representative during FY 13-14

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

9) A ccount Specialists retitled to Customer Service Specialists during FY 13-14

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

10) S enior CSR reclassified to WBO Team Lead during FY 13-14

119 | Water Utilities Fund

12) 1 WBO Team Lead reclassified to Customer Service Supervisor FY 16-17 13) W ater Utility Business Office Supervisor reclassified to Billing Supervisor FY 16-17 14) O ne Accountant transferred from Water Administration FY 16-17 15) One Utility Account Servicer added FY 17-18

WATER UTILITIES CONTINUED

SERVICE POINT EXPENDITURES – WATER DISTRIBUTION FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

2,826,461 514,375 172,575 14,014 1,271,242 361,928 5,160,595

3,063,355 328,223 189,055 24,764 1,103,775 526,386 5,235,558

2,625,835 527,287 188,620 13,438 1,042,891 837,356 5,235,427

3,086,576 305,091 195,516 17,200 1,221,321 345,000 5,170,704

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – WATER DISTRIBUTION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1, 18) Utilities Operations Manager

Manager, Water Resources Lakes

27) Crew Leader

6, 12) Equipment Operator II

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

5, 13) Meter Repairer

Meter Repair Supervisor

5, 7, 16) Semi-Skilled Laborer

20) Senior Clerk

Senior Utilities Operations Specialist

9, 19) Senior Secretary

24)Asset Technician

22)Asset Analyst

25)Senior Utilities Maintenance Repairer

6, 17) Truck Driver

Utility Locator

Water Distribution Superintendent

Utilities Maintenance Repairer/W

TOTAL DEPARTMENT

1) W ater System Construction Supervisor upgraded to Utilities Operations Manager during FY 2007-2008 2) O ne Laborer position upgraded to GIS Addressing Technician during FY 2007-2008 and downgraded back to Laborer for FY 2008-2009 3) G IS Addressing Technician transferred to Solid Waste Administration for FY 2008-2009 4) P ermit Clerk transferred from Development Services during FY 2009-2010 and transferred back during same year

6) O ne Equipment Operator II reclassified to Truck Driver FY 2010-2011. One temp truck driver upgraded to Full time truck driver FY 15-16 7) T wo Laborers upgraded to Semi-Skilled Laborers during FY 2007-2008 Error located during FY 20102011 will not reflect in prior budget books 8) O ne Purchasing Agent temporarily reassigned to full-time Lean Sigma Black Belt 9) O ne Senior Secretary temporarily reassigned to fulltime Purchasing Agent

5) O ne Meter Repairer downgraded to Semi-Skilled Laborer during FY 2010-2011. One Semi-skilled laborer added FY 15-16.

10) I nventory Technician reclassified to Purchasing Manager and moved to new Purchasing department during FY 13-14

5) O ne temp laborer upgraded to full time semi-skilled laborer FY 15-16

11) P urchasing Agent moved to Purchasing during FY 13-14

120 | Water Utilities Fund

12) E rror located during FY 15/16 for One Equipment Operator II added FY 14-15 will not reflect in prior budget books & for a Laborer added in FY 14/15 (below) 13) T wo Meter Repairer added FY 14-15; not reflected in budget book until FY 15-16 One Meter Repairer (#5) reclassified to Meter Repair Supervisor FY 14-15; not reflected in budget book until FY 17-18 14) One Laborer added FY 14-15 16) One Semi-Skilled Laborer added FY 16/17 17) O ne Truck Driver added FY 17/18 and reclassified to Equipment Operator II FY 17-18 18) U tilities Operations Manager reclassified to Manager, Water Resources Lakes FY 17-18 and transferred to Lake Tyler FY 18-19

SERVICE POINT EMPLOYEES – WATER DISTRIBUTION CONTINUED 19) O ne Senior Secretary reclassified to Asset Technician FY 17-18 20) O ne Senior Clerk reclassified to Senior Utilities Operations Specialist FY 17-18 21) O ne Water System Maint. Superintendent reclassified to Water Distribution Superintendent FY 17-18 22) O ne Asset Analyst transferred to GIS FY 19-20 position not reflected in previous budget books 23) O ne Laborer reclassified to Senior Utilities Operations Specialist FY 18-19 24) O ne Asset Technician transferred to GIS FY 19-20 25) O ne Senior Utility Maintenance Repairer transferred to WWC FY 19-20; not reflected in previous years 26) Two Laborer positions added FY 20-21 27) Crew Leader FY 23-24

SERVICE POINT EXPENDITURES – WATER PLANT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

2,239,204 3,882,789 664,234 1,613,748 557,174 582,903 9,540,052

2,420,197 4,501,694 105,332 1,655,061 930,340 1,065,000 10,677,624

2,199,605 4,807,886 105,332 1,576,111 903,272 64,096 9,656,302

2,604,372 4,609,230 179,631 2,020,950 794,453 85,000 10,293,636

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – WATER PLANT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1,8) Water Treatment Superintendent

7) Manager, Water Production

Manager, Water Utilities Systems

Chief Treatment Plant Operator

Instrument Technician

4) Laborer

Plant Mechanic I/W

Plant Mechanic II/W

4) Plant Operator I/W

2) Plant Operator II/W

2) Plant Operator III/W

Utilities Lab Analyst

TOTAL DEPARTMENT

1) W ater Treatment Superintendent transferred to Water Business Office and Converted to Water Utilities Financial Manager FY 2010-2011 position is closed, error located FY 17/18 will not reflect in prior budget books 2) 1 Plant Operator II W upgraded to Plant Operator III W FY 2010-2011 3) Water Quality Chemist reclassified to Water Systems Superintendent in Water Plant (744) in FY 2011-2012 4) One Plant Operator I added FY 15-16

5) One Plant Operator II added FY 15-16 6) W ater Systems Superintendent reclassified to Manager, Water Production FY 15-16 7) One Manager, Water Production reclassified to Manager, Water Utilities Systems FY 17-18 8) O ne Chief Treatment Plant Operator reclassified to Water Treatment Superintendent FY 17-18; updated and reflected in Personnel Schedule FY 19-20

121 | Water Utilities Fund

WATER UTILITIES CONTINUED

SERVICE POINT EXPENDITURES – WASTEWATER COLLECTION FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

2,065,645 556,975 1,425,450 12,597 4,060,667

2,436,360 339,469 1,350 275 1,380,056 125,000 4,282,510

2,194,138 439,895 1,352 1,310,140 58,469 4,003,994

2,237,142 311,483 1,350 1,324,443 75,000 3,949,418

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – WASTEWATER COLLECTION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

9) Wastewater Superintendent/Construction

14) Wastewater Collection Superintendent

13) Manager, Water Utilities Systems, Operation & Maintenance

3) Crew Leader

1, 2, 3, 10) Laborer

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

12) Asset Technician

1, 3) Truck Driver

8) Equipment Operator II

14) Sr Utility Maintenance Repairer

4) Utilities Maintenance Repairer/W

TOTAL DEPARTMENT

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

5) One Laborer moved to 743 FY 15-16

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

6) O ne Semi-Skilled Laborer added FY 16/17

3) F our Frozen Laborers moved from Parks FY 13-14 as 1 crew leader, 1 truck driver, 1 semi-skilled and 1 laborer 2) and 3) O ne semi-skilled laborer added FY 15-16 4) O ne Utility Maintenance Repairer position added FY 15-16

7) One Laborer added FY 16/17 8) O ne Equipment Operator II added FY 17/18 9) W astewater Superintendent -Construction/Rep retitled to Wastewater Collection Superintendent FY 17-18 10) O ne Laborer transferred from 743 FY 16/17

11) O ne Semi-Skilled Laborer reclassified to Asset Technician FY 17-18 12) O ne Asset Technician transferred to GIS FY 19-20 13) W astewater Collection Superintendent reclassified to Manager, Water Utilities Systems, Operation & Maintenance FY 19-20 14) O ne Sr Utility Maintenance Repairer transferred from Water Distribution; not reflected in previous years. 15) W astewater Collections Superintendent FY23-24

SERVICE POINT EXPENDITURES – WASTE TREATMENT

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

2,355,938 1,862,924 70,799 762,686 995,210 69,842 6,117,399

2,497,793 1,814,931 73,436 760,840 1,072,330 6,219,330

2,413,388 1,599,643 73,436 628,716 1,066,656 5,781,839

2,600,090 1,530,228 76,958 754,840 763,037 300,000 6,025,153

122 | Water Utilities Fund

SERVICE POINT EMPLOYEES – WASTE TREATMENT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

10) Wastewater Treatment Superintendent

11) Manager, Water Quality

Manager, Waste Water Utilities Systems

12) Chief Treatment Plant Operator

Industrial Pretreatment Inspector

Industrial Pretreatment Technician

14) Water Utilities Electrician

6 & 14) Laborer

6) Plant Mechanic I/WW

Plant Mechanic II/WW

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

Plant Operator III

Utilities Lab Analyst

3, 8) Biosolids Truck Driver

4, 9) Biosolids Plant Operator I

5) Westside Plant Operator II (3768)

7, 13) Plant Operator II SSWTP (2853)

TOTAL DEPARTMENT

1) F or recruitment purposes Plant Operator II positions are posted as I or II in order to widen the range of qualified candidates. However all positions are budgeted at the Plant Operator II rate 2) W ater Quality Chemist reclassified to Water Systems Superintendent in Water Plant (744) in FY 2011-2012 3) Biosolids Truck Driver added FY 12-13 4) Biosolids Plant Operator I added FY 12-13 5) S ix Plant Operator II's reclassified to Westside Plant Operator II's FY 12-13

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

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

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

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

8) B iosolids Truck Driver moved to new Biosolids account during FY 13-14 9) B iosolids Plant Operator I moved to new Biosolids account during FY 13-14 10) W astewater Treatment Superintendent reclassified to Manager, Water Quality FY 15-16 11) O ne Manager, Water Quality reclassified to Manager, Manager Waste Water Utilities System FY 17-18

14) P lant Mechanic I Position reclassified as Electrician FY 23-24

SERVICE POINT EXPENDITURES – LAKE TYLER

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

525,547 165,508 50,940 10,361 498,342 1,250,698

601,945 315,926 56,164 10,800 540,823 1,525,658

570,276 355,030 56,160 10,678 543,690 1,535,834

677,925 317,682 57,339 13,522 560,995 1,627,463

123 | Water Utilities Fund

WATER UTILITIES CONTINUED

SERVICE POINT EMPLOYEES – LAKE TYLER Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

3) Manager, Water Resources Lakes

Equipment Operator I

Foreman I

1) Laborer

Lake Supervisor I

Lake Supervisor II

Senior Utilities Specialist

TOTAL DEPARTMENT

1) One laborer added FY 15-16

2) M rg/Wtr Production and Quality reclassified to Director of Utilities FY 16-17

124 | Water Utilities Fund

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

SERVICE POINT EXPENDITURES – GIS FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

821,703 212,891 337,571 1,372,165

850,639 152,563 359,510 5,000 1,367,712

846,604 161,481 359,508 1,367,593

896,165 159,013 385,340 8,425 1,448,943

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – GIS Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1, 10) GIS Addressing Technician

GIS Administrative Technician

1, 2,) Senior GIS Analyst

3,5, 6) GIS Developer

4, 9) GIS Technician II

GIS Analyst

11)Asset Analyst

12)Asset Technician

7) GIS Manager

8) Informatics Data Analyst

TOTAL DEPARTMENT

1) Moved from SW-Administration FY 2011-2012

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

2) Moved from Other- MPO FY 2011-2012

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

3) G IS Developer moved from Water Administration to WUF -GIS FY 2011-2012 4) G IS Technician II moved from Water Administration to WUF - GIS FY 2011-2012 5) M oved funding to Other-MPO during FY 2011-2012

8) I nformatics Data Analyst added but not listed FY 1415 error located FY 17-18 will not reflect in previous years 9) G IS Tech II reclassified to GIS Analyst FY 18-19

10) G IS Addressing Tech reclassified to GIS Administrative Tech FY 18-19 11) O ne Asset Analyst (#1 )transferred to GIS from Water Distribution FY 19-20; position not reflected in previous budget books 12) O ne Asset Technician transferred from Water Distribution (position originally reclassified from Senior Secretary #1) FY 19-20

SERVICE POINT EXPENDITURES – PURCHASING

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

291,406 19,728 5,511 11 13,256 329,912

289,890 11,729 9,108 150 10,886 321,763

279,831 5,822 9,040 5 9,675 304,373

317,997 14,512 12,538 150 13,261 358,458

SERVICE POINT EMPLOYEES – PURCHASING Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Purchasing Manager

Purchaser

TOTAL DEPARTMENT

125 | Water Utilities Fund

WATER UTILITIES CONTINUED

SERVICE POINT EXPENDITURES – CD/CMOM

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

21,762 5,094,433 6,336 5,122,531

4,748,000 6,336 4,754,336

4,708,696 6,336 4,715,032

4,625,000 6,336 4,631,336

SERVICE POINT EXPENDITURES – WASTE TREATMENT

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

339,154 807,268 7,449 314,605 1,468,476

352,596 982,115 200 12,000 733,599 2,080,510

381,766 800,732 200 5,957 749,565 1,938,220

350,871 956,242 200 12,000 401,455 1,720,768

SERVICE POINT EXPENDITURES – FIRE SERVICES

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

30,301 45,647 4,332 80,280

32,481 86,548 4,400 123,429

31,328 33,020 1,148 65,496

34,200 50,288 4,400 88,888

SERVICE POINT EXPENDITURES – STORM WATER

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,063,994 170,846 90,152 7,002 775,289 1,261,229 3,368,512

1,311,047 171,498 82,328 10,584 880,937 2,125,781 4,582,175

1,215,863 173,052 82,326 9,459 880,938 2,125,781 4,487,419

1,484,443 199,548 90,044 10,584 957,018 768,198 3,509,835

126 | Water Utilities Fund

SERVICE POINT EXPENDITURES – STORM WATER MANAGEMENT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

22) Street Operations Manager

0.5

3, 23) Capital Budget Analyst

25) Communications Manager

Director of Marketing and Communications

Crew Leader

28) Equipment Operator I

Equipment Operator II

28) Equipment Operator III

Foreman II

Laborer

18) Project Engineer

Semi-Skilled Laborer

0.5

8) Truck Driver

14, 16, 26) Administrative Assistant

24) Compliance Technician

19) Associate Engineer

TOTAL DEPARTMENT

21) Administrative secretary

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

10) Title Change from Associate Traffic Engineer to Transportation Project Engineer FY 2010-2011

19) Associate Engineer payroll split added 60/40 Engineering/Stormwater FY 14-15 & 15-16

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

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

20) Senior Public Relations Specialist 93% paid by communications FY 15-16

3) Capital Budget Analyst position with 86% paid by Engineering

12) Four Utilities Construction Inspectors moved to Water Admin in FY 2009-2010

21) Administrative Secretary payroll 50% paid by Streets FY 15-16

4) Communications Director position with 93% paid by Communications

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

22) S treet Operations manager payroll 50 % paid by Streets FY 15-16

5) Engineering Technician position with 60% paid by Engineering

14) Senior Secretary reclassified to Administrative Secretary FY 12-13

23) Capital Budget Analyst closed FY 16/17

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

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

7) Four positions transferred from Development Services Fund during FY 2009-2010 8) 1 of 2 Truck driver positions frozen for FY 2011-2012 and 2012-2013 9) Title Change from Communication Director to Managing Director of External Relations FY 2011-2012

16) Administrative Assistant payroll split changed from 76/24 to 85/15 Traffic/Stormwater FY 14-15 17) Traffic Services Supervisor payroll split eliminated FY 14-15 18) Project Engineer payroll split added 85/15 Engineering/Stormwater FY 14-15 & 15-16

127 | Water Utilities Fund

24) Sr. PR Specialist/Grantwriter reclassified to Communications Manager FY 16/17 25) Communications Manager reclassified to Director of Marketing and Communications FY 17/18 salary split 93%Communication, 7%Stormwater 26) One Administrative Assistant 100% transferred to Engineering FY 18-19 27) Compliance Technician FY 24-25 28) Stormwater Clean & Repair Crew FY 25-26

SOLID WASTE FUND (560)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Operating Reserve

2,511,447

2,708,427

2,377,058

Unreserved Fund Balance

(650,060)

(2,109,914)

(71,308)

BEGINNING FUND BALANCE / WORKING CAPITAL

1,861,387

598,513

2,305,750

6,272

5,000

11,706

12,000

Charges for Residential Serv.

9,443,115

10,162,855

9,975,804

9,975,847

Charges for Commercial Serv.

4,907,840

5,393,886

5,326,383

5,331,503

75,425

70,000

84,836

90,000

Roll-Off

1,719,189

2,100,000

1,834,524

1,966,219

Miscellaneous

1,871,395

1,603,462

1,496,687

1,384,167

18,023,236

19,335,203

18,729,940

18,759,736

Administration

2,305,884

2,133,526

2,040,960

2,270,233

Residential Collection

8,661,145

7,390,083

6,617,095

7,220,721

Commercial Collection

5,588,735

5,518,390

5,592,595

6,091,543

REVENUES Interest and Rental Income

Recycle Sales

TOTAL REVENUES EXPENDITURES

Keep Tyler Beautiful

186,241

219,176

219,155

232,472

Code Enforcement

1,314,172

1,315,797

1,377,245

1,388,805

TOTAL EXPENDITURES

18,056,177

16,576,972

15,847,050

17,203,774

(Transfer Out)

(1,229,933)

(1,175,653)

(1,179,757)

SW Capital Fund (562)

(879,280)

(825,000)

Productivity Fund (639)

(50,000)

Property and Facility Fund (663)

(50,653)

(54,757)

Technology Fund (671)

(250,000)

Operating Reserve

2,708,427

2,486,546

2,377,058

2,580,566

Unreserved Fund Balance

(2,109,914)

(305,455)

(71,308)

101,389

598,513

2,181,091

2,305,750

2,681,955

Economic Development Fund (208)

ENDING FUND BALANCE / WORKING CAPITAL

129 | Solid Waste Fund

SOLID WASTE FUND (560) CONTINUED

STATEMENT OF REVENUES Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Rent - Miscellaneous

$9,985

$5,000

$11,706

$12,000

Interest Earnings

(3,713)

TOTAL USE OF MONEY AND PROPERTY

6,272

5,000

11,706

12,000

Residential Sanitation Fees

9,443,115

10,162,855

9,975,804

9,975,847

Commercial Fees

4,907,840

5,393,886

5,326,383

5,331,503

Roll-Off Collection Fees

1,719,189

2,100,000

1,834,524

1,966,219

TOTAL CHARGES FOR CURRENT SERVICES

16,070,144

17,656,741

17,136,711

17,273,569

Recycle Sales

75,425

70,000

84,836

90,000

TOTAL RECYCLE SALES

75,425

70,000

84,836

90,000

1,045,507

950,000

1,034,360

1,020,000

825,888

653,462

462,327

364,167

1,871,395

1,603,462

1,496,687

1,384,167

598,513

2,181,091

2,305,750

2,681,955

USE OF MONEY AND PROPERTY

CHARGES FOR CURRENT SERVICES

RECYCLE SALES

MISCELLANEOUS INCOME Landfill Royalty Fee Miscellaneous Income Landfill Tipping Fee TOTAL MISCELLANEOUS INCOME ENDING FUND BALANCE / WORKING CAPITAL

130 | Solid Waste Fund

SOLID WASTE CAPITAL FUND (562)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Unreserved Fund Balance

437,444

313,927

167,622

BEGINNING FUND BALANCE

437,444

313,927

167,622

25,298

5,000

33,662

25,000

REVENUES Interest Earnings Miscellaneous Income

25,298

5,000

33,662

25,000

Sanitation Containers

299,120

300,000

299,967

300,000

New Commercial Trucks

663,327

655,000

475,000

65,648

50,000

1,028,095

1,005,000

1,004,967

825,000

879,280

825,000

Solid Waste Fund (560)

879,280

825,000

Unreserved Fund Balance

313,927

138,927

167,622

192,622

ENDING FUND BALANCE

313,927

138,927

167,622

192,622

TOTAL REVENUES EXPENDITURES

Keep Tyler Beautiful Projects Contingency TOTAL EXPENDITURES Transfer In

131 | Solid Waste Fund

SOLID WASTE T

he Solid Waste Department provides service support for residential and commercial solid waste collection, disposal services, and recycling operations. Our mission is to provide exceptional service that is both economically and environmentally responsible and meets the needs of our citizens. • Residential garbage collection; • Residential garbage container disbursement program; • Residential curbside recycling collection; • Commercial garbage collection; • Commercial roll-off rentals; • Oversee Greenwood Farms Landfill operations; • Hazardous materials disposal; • Tyler Recycling Collection Center and, • Sponsors: Spring and Fall Cleanup Weeks with free bulky item pickup, Adopt a Street, Adopt a Spot, Adopt a Park, Christmas tree recycling, Tyler Recycles day, Litter Cleanups and, Paint Recycle day.

ACCOMPLISHMENTS FOR 2024-2025

• Provided excellent solid waste collection service to 32,115 residential customers throughout the City of Tyler. • Provided reliable commercial waste services to 2,498 customers, ensuring timely and efficient collection operations. • The Landfill Access Fee generated $801,300, directly benefiting the City’s Parks system through reinvestment in maintenance and improvement projects. • Purchased four new commercial collection trucks — two front-loads and two roll-offs — to modernize the fleet and enhance operational efficiency. • The Recycle Center generated $75,425 in revenue, supporting sustainability efforts through responsible materials processing. • The Recycle Center expanded operations to now accept plastics #1 through #5, broadening recycling opportunities for residents and improving environmental stewardship citywide.

GOALS FOR 2025-2026

• Evaluate new software and technology solutions that enhance operational efficiency, optimize service delivery, and help reduce overall labor costs. • Continue providing two free bulky item pickups per year for all City of Tyler residential customers with active solid waste accounts. • Encourage employee development by supporting participation in City University (City U) and other professional training opportunities. • Maintain a strong commitment to excellent customer service, ensuring timely and courteous responses to resident and business needs. • Receive and deploy five new residential collection trucks in 2025 to improve service reliability and fleet performance. • Work toward achieving a positive fund balance by implementing strategic financial management practices and operational efficiencies.

132 | Solid Waste Fund

SERVICE POINT EXPENDITURES – ADMINISTRATION FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

972,762 156,021 1,162,015 435 2,291,233

948,876 163,424 1,020,536 690 2,133,526

987,144 98,079 955,318 419 2,040,960

993,632 163,424 1,112,487 690 2,270,233

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – ADMINISTRATION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

6 & 7) Director of Solid Waste*

12, 13, 14) Solid Waste/VES Manager

Director of Solid Waste, Transit, & VES

8, 11) Account Specialist

Customer Service Supervisor

Senior Utilities Specialist

6 & 8) Account Specialist Auditor*

10) Administrative Secretary

TOTAL DEPARTMENT

1) 9 6% of position funded through MPO beginning FY 2008-2009

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

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

2) S olid Waste Supervisor eliminated FY 2011-2012

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

11) O ne Account Specialist added FY 16-17

3) S enior GIS Analyst position moved to WUF - GIS FY 2011-2012 4) G IS Addressing Technician moved to WUF - GIS FY 2011-2012 5) G IS Coordinator position moved to WUF - GIS FY 2011-2012

8) O ne Account Specialist upgraded to Account Specialist/Auditor FY 12-13

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

* One Account Specialist/Auditor serving as full time Lean Sigma Black Belt

13) S W Manager position paid 100% from SW Admin, no longer split 50/50 with Transit FY 17-18

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

14) O ne SW Manager reclassified to Director of SW/ Transit/VES FY 17-18

SERVICE POINT EXPENDITURES – RESIDENTIAL COLLECTION Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

2,313,023 2,956,433 137,463 3,303 3,250,923 8,661,145

2,346,375 2,623,759 167,059 2,890 2,250,000 7,390,083

2,114,257 2,617,502 167,061 2,887 1,715,388 6,617,095

2,415,887 2,816,008 185,936 2,890 1,800,000 7,220,721

133 | Solid Waste Fund

SOLID WASTE CONTINUED

SERVICE POINT EMPLOYEES – RESIDENTIAL COLLECTION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

15, 16) Commercial Equipment Operator

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

9) Laborer

13, 14) Residential Equipment Operator

7) Residential Superintendent

TOTAL REGULAR FULL-TIME

1) 2 Positions added during FY 2007-2008 2) T itle change of Commercial Sales Representative to Foreman II during FY 2007-2008 3) Position transferred to SW Code Enforcement

* Commercial Superintendent serving as Full-Time Lean Sigma Black Belt

12) O ne Residential Crew Leader reclassified to Commercial Equipment Operator FY 2015-2016

7) O ne Foreman II reclassified to Residential Superintendent

13) F our Residential Equip. Operators added FY 15-16 14) O ne Residential Equipment Operator reclassified to Vehicle Services Manager FY 16-17

8) O ne Foreman II reclassified to Commercial Superintendent

4) One Foreman I upgraded to Foreman II during FY 2009-2010

9) One Laborer moved to Finance and reclassified to Accounting Manager FY 13-14

5) One Foreman I eliminated FY 2011-2012 6) Recycling Technician eliminated FY 2011-2012

11) O ne Residential Equipment Operator reclassified to Foreman II FY 2015-2016

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

SERVICE POINT EXPENDITURES – COMMERCIAL COLLECTION FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,575,079 2,568,347 145,772 10,820 1,288,717 5,588,735

1,674,313 2,609,350 177,422 7,305 1,050,000 5,518,390

1,611,811 2,617,899 177,421 9,971 1,175,493 5,592,595

1,852,042 2,741,821 197,610 7,305 1,292,765 6,091,543

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – COMMERCIAL COLLECTION Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

2, 3, 4) Commercial Equipment Operator

1) Welder I

1) Welder II

8) Commercial Superintendent

Commercial Sales Representative

TOTAL DEPARTMENT

1)Two Welder positions I & II added FY 15-16 2) O ne Commercial Equipment Operator transferred to 752 FY 16-17 3) One Commercial Equipment Operator transferred from 752 FY 17-18 4) Two Commercial Equipment Operators transferred from 752 FY 18-19

134 | Solid Waste Fund

CODE ENFORCEMENT ACCOMPLISHMENTS FOR 2024-2025

• Illegal Dumping: Code Enforcement continues to monitor and address illegal dumpsites through camera deployment and enforcement efforts. The division currently maintains a 100% conviction rate in illegal dumping cases.

• Conducted 8,928 initial inspections citywide to identify property and zoning violations.

• Supported by a team of seven case officers, the division emphasized voluntary compliance through education and communication while maintaining fair and consistent enforcement citywide.

• The Code Enforcement Division continued to uphold community standards and improve neighborhood appearance across the City of Tyler, which now serves a population of 110,000 residents.

• Completed 9,770 re-inspections to ensure compliance with City codes and ordinances. • Maintained an average of 8,083 cases per year over the last ten years, demonstrating consistent workload management and service delivery. • Managed 40 different case types, addressing a broad range of community issues. • The three most common violations included:

GOALS FOR 2025-2026

• Reduce illegal dumping through continued monitoring, camera deployment, and collaboration with law enforcement and community partners. • Focus on reducing the community’s top five citizen complaints by increasing proactive inspections, public education, and timely enforcement:

• Signs and obstructions in the right-of-way

• High weeds and fallen tree limbs

• High vegetation and weeds

• Sign violations

• Trash and junk on properties

• Trash and debris complaints

• Issued 110 citations for continued noncompliance after notice and opportunity to correct. • Conducted 2,682 in-person interactions with residents to educate and resolve violations proactively. • Worked 148 substandard structure cases, addressing unsafe or dilapidated buildings to improve public safety and neighborhood conditions.

• Unimproved parking surface violations • Junked vehicles • Reduce substandard structures within the community through enhanced enforcement, property owner outreach, and coordination with Building Services and Neighborhood Services to improve public safety and neighborhood appearance.

• The Code Enforcement Mowing Crew cleaned more than 1,856 sites, improving the appearance and safety of neighborhoods throughout the city.

135 | Solid Waste Fund

SOLID WASTE CONTINUED

SERVICE POINT EXPENDITURES – CODE ENFORCEMENT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,066,991 67,871 61,979 3,727 113,604 1,314,172

1,056,158 80,400 66,559 4,980 107,700 1,315,797

1,117,200 67,618 66,556 3,534 122,337 1,377,245

1,122,183 80,400 69,993 5,210 111,019 1,388,805

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – CODE ENFORCEMENT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Code Enforcement Manager

8) Field Supervisor

7, 9, 10 ) Code Enforcement Officer I

2, 9, 12, 13) Code Services Officer

4) Equipment Operator II

5, 14) Laborer

11) Administrative Secretary

TOTAL DEPARTMENT

1) Title change from Environmental Coordinator to Code Enforcement Manager during FY 2007-2008

6) Position transferred from Streets during FY 20072008

11) S enior Clerk reclassified to Administrative Secretary FY 13-14

2) O ne position upgraded to Chief Code Enforcement Officer for FY 2008-2009

7) P osition transferred from SW Residential for FY20102011

* This department was formerly known as Environmental Services.

3) Four positions transferred to Streets during FY 2007-2008

8) T itle change from Chief Code Enforcement Officer to Field Supervisor FY 2010-2011

12) O ne Code Services Officer added FY 16-17

4) One position transferred to Streets during FY 20072008

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

5) O ne position upgraded to Code Services Officer for FY 2008-2009

10) E liminated 2 Code Service Officer I - no FY indicated, updated FY 19-20

13) T wo Code Services Officers added FY 18-19; positions transferred from Neighborhood Services/ Housing (Rehab Project Specialist #1 and Code Enforcement Officer I #1) 14) O ne Laborer added in FY14-15 but not reflected in prior years- updated FY 19-20

SERVICE POINT EXPENDITURES – LITTER CONTROL / KEEP TYLER BEAUTIFUL Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

80,561 103,901 1,779 186,241

101,076 117,300 800 219,176

101,480 115,992 1,683 219,155

109,052 121,420 2,000 232,472

136 | Solid Waste Fund

SERVICE POINT EMPLOYEES – LITTER CONTROL / KEEP TYLER BEAUTIFUL Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

2) Keep Tyler Beautiful Comm. Coord.

TOTAL

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

3) PT Keep Tyler Beautiful Technician

TOTAL

TOTAL DEPARTMENT

Part-Time Positions

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

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

137 | Solid Waste Fund

3) One PT KTB Technician added FY 19-20

139 | Airport Fund

TYLER POUNDS

REGIONAL AIRPORT

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

ACCOMPLISHMENTS FOR 2024-2025

• Promoting and marketing airport services;

• Expanded community partnerships with local not-forprofit organizations, including HAMM, CampV, Heart Gallery of East Texas, and area schools through educational tours and outreach programs.

• Developing public education programs to teach citizens and customers about aviation; • Coordinating and managing airport security and emergency response programs; • Terminal building maintenance; • Airport Landside Facilities inspection and maintenance; • Managing airport vendor and concession contracts; • Grounds maintenance including irrigation, landscaping and contracts management; • Storm water pollution prevention program; • Airside Land lease contract management; • Airfield lighting and navigational aid maintenance; • Rental Car Concessions management; • Coordination and planning of airport development; • Airport operations area maintenance and inspection; • Disadvantaged Business Enterprise Program (DBE) reporting; • Passenger facility charge program reporting and administration; • T XDOT Grant acquisition and management; • Federal Aviation Administration (FAA) grants administration.

• Recognized among the Best Managed Airports by Business View Magazine for excellence in operations and management.

• Hosted the “Onboard for Adventure” event, providing a supportive and educational travel experience for families of children with autism. • Completed a major infrastructure upgrade with the replacement of the Electrical Vault serving all airfield lighting systems, improving safety and reliability. • Solicited and selected a new General Aviation Development partner through a competitive Request for Proposals (RFP) process to support future growth and expansion at Tyler Pounds Regional Airport.

GOALS FOR 2025-2026 • Operate an Aviation Center of Excellence for East Texas.

• Provide Emergency Preparedness capabilities to enable response to airport and city contingencies. • Create the Best Place to Work in Smith County to support employee recruitment and retention.

140 | Airport Fund

AIRPORT OPERATING FUND (524)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024 Reserve for Construction Reserve for Customer Facility Unreserve Working Capital

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

$300

446,009

459,791

463,534

694,148

1,215,746

1,236,971

1,140,457

1,675,837

1,700,805

Use of Money and Property

1,271,659

1,171,216

1,238,704

1,369,575

Current Service Charges

161,219

154,600

182,119

176,600

Customer Facility Service Charges

131,150

100,000

108,217

122,000

Miscellaneous Income

33,790

14,472

19,405

17,072

BEGINNING FUND BALANCE REVENUES

Other Agencies TOTAL REVENUES

654,840

468,372

467,402

2,252,658

1,908,660

2,015,847

1,685,247

EXPENDITURES AIRPORT Operations

1,562,910

1,772,424

1,786,781

1,843,329

Capital

Contingency

50,000

12,624

5,000

1,562,910

1,822,424

1,799,405

1,848,329

14,884

10,000

3,830

8,000

AIRPORT TOTAL CUSTOMER FACILITY Wash Bay Maintenance Wash Bay Debt Service

102,484

105,680

100,644

105,900

TOTAL CUSTOMER FACILITY

117,368

115,680

104,474

113,900

1,680,278

1,938,104

1,903,879

1,962,229

72,000

100,000

PFC (234)

72,000

100,000

Transfer Out

TOTAL EXPENDITURES Transfer In

(37,000)

(87,000)

(48,000)

Airport Grant Fund (525)

(50,000)

(11,000)

Technology Fund (671)

(37,000)

Productivity Fund (639)

Reserve for Construction

300

Reserve for Customer Facility

459,791

444,111

463,534

471,634

Unreserve Working Capital

1,215,746

1,186,982

1,236,971

1,003,889

ENDING FUND BALANCE

$1,675,837

$1,631,393

$1,700,805

$1,475,823

141 | Airport Fund

AIRPORT OPERATING FUND (524)

STATEMENT OF REVENUES Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Airline Facilities Rental

45,000

Airport Long-Term Parking

500,867

457,000

481,546

556,300

Interest Earnings

53,219

34,000

65,470

51,000

Landing Fees

41,189

40,022

45,442

50,000

Restaurant Concessions

12,513

9,500

8,443

8,900

FAA Building Rental

62,196

59,005

55,027

79,382

Car Leasing Rental

336,421

301,800

329,954

331,800

Agricultural Lease

2,105

1,693

400

1,693

Hangar Land Lease

151,381

159,484

149,856

190,500

HAMM

15,000

Common Use Fees

17,965

15,212

17,435

17,500

Wash Bay Fees

18,798

11,500

18,020

16,500

Non Aviation Land Lease

15,005

22,000

7,111

6,000

TOTAL USE OF MONEY AND PROPERTY

1,271,659

1,171,216

1,238,704

1,369,575

Airport Fuel Flowage

74,946

72,000

80,824

94,000

Customer Facility Charge

131,150

100,000

108,217

122,000

Advertising Space Fees

86,273

82,600

101,295

82,600

TOTAL CURRENT SERVICE CHARGES

292,369

254,600

290,336

298,600

Miscellaneous Income

30,891

11,472

17,501

14,072

Oil Leases and Royalties

2,899

3,000

1,904

3,000

TOTAL MISCELLANEOUS INCOME

33,790

14,472

19,405

17,072

654,840

468,372

467,402

CRSSA Grant

CRSSA Concession

654,840

468,372

467,402

2,252,658

1,908,660

2,015,847

1,685,247

USE OF MONEY AND PROPERTY

CURRENT SERVICE CHARGES

MISCELLANEOUS INCOME

OTHER AGENCIES CARES Act

TOTAL OTHER AGENCIES TOTAL REVENUES

142 | Airport Fund

SERVICE POINT EXPENDITURES – AIRPORT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

798,131 199,335 219,319 147,048 198,801 1,562,634

887,788 221,885 279,922 168,080 264,749 1,822,424

908,783 199,719 315,342 130,789 244,772 1,799,405

947,175 198,299 277,265 169,050 256,540 1,848,329

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – AIRPORT FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

5) & 7) Airport Manager

Airport Operations Supervisor

Administrative Assistant

8)Airport Projects Coordinator

1) & 4) Airport Technician I

Airport Technician II

Airport Technician III

9) Airport Technician IV

TOTAL REGULAR FULL-TIME

1) One Airport Technician position frozen for FY 20092010 2) O ne Secretary position upgraded to Senior Secretary during FY 2007-2008 3) One Part-time Airport Technician eliminated during FY 2010-2011 budget

4) One Airport Technician eliminated FY 2011-2012 5) A irport Manager promoted to Director of Airport and Transit FY 2007-2008 6) Title change from Director of Airport and Transit to Airport Director FY 2010-2011

7) T itle change from Airport Director to Airport Manager FY 2011-2012 8) A dministrative Secretary downgraded to Senior Secretary FYI 2011-2012 FY 14-15 9) Added one Airport Technician IV FY 14-15

SERVICE POINT EXPENDITURES – CUSTOMER FACILITY CHARGE Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

102,484 14,884 117,368

105,680 10,000 115,680

100,644 3,830 104,474

105,900 8,000 113,900

143 | Airport Fund

HOTEL TAX FUND (211) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

$1,964,565

$3,302,673

$3,143,662

Reserve (2% Tax)

(928,206)

(1,744,905)

(1,652,707)

BEGINNING FUND BALANCE

1,036,359

1,557,768

1,490,955

7 % Occupancy Tax

3,513,356

3,447,002

3,491,712

3,835,656

2 % Occupancy Tax

1,008,377

977,807

1,022,996

1,152,303

Unreserved Fund Balance

REVENUES

Interest Earnings

5,147

15,000

16,233

20,000

Donations

500,000

Grants

749,999

5,776,879

4,939,809

5,030,941

5,507,959

Texas Rose Festival

15,000

18,000

Discovery Place

32,400

25,000

20,000

Symphony

50,000

45,000

Museum of Art

35,000

30,000

20,000

Historical Museum

13,500

10,000

Visitors and Convention Bureau

754,500

737,000

749,386

20,000

TOTAL REVENUES EXPENDITURES

Caldwell Zoo McClendon House

4,500

Historic Aviation Museum

13,500

13,000

Texas Hotel & Lodging Dues

14,687

2% Convention Center Facility

3,606,476

335,798

336,798

1,500

Sport Tyler Award

25,000

Special Services

(52,693)

65,000

64,956

72,500

Parking Lot Improvement

200,000

500,000

Tournament Expenses

Contingencies

200,000

TOTAL EXPENDITURES

4,511,870

1,500,798

1,501,754

1,694,386

Transfers In

2,375,000

Half-Cent Fund (231)

Rainy Day Fund (235)

2,375,000

(Transfers Out)

(3,118,600)

(3,596,002)

(3,596,000)

(4,220,400)

Tourism Fund (219)

(2,500,000)

(2,977,002)

(2,977,000)

(3,600,000)

HOT Debt Service (302)

(593,600)

(594,000)

(595,400)

Property and Facility Management (663)

(25,000)

Unreserved Fund Balance

3,302,673

3,097,673

3,143,662

2,181,432

Reserve (2% Tax)

(1,744,905)

(1,696,896)

(1,652,707)

(1,097,304)

ENDING FUND BALANCE

$1,557,768

$1,400,777

$1,490,955

$1,084,128

(Roof Replacement Tourism)

145 | Hotel Tax Fund

HOTEL TAX FUND (211) CONTINUED

SERVICE POINT EXPENDITURES – 7% HOTEL/MOTEL OCCUPANCY TAX Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

75,750 829,644 905,394

65,000 900,000 200,000 1,165,000

64,956 900,000 200,000 1,164,956

72,500 1,120,386 500,000 1,692,886

SERVICE POINT EXPENDITURES – 2% HOTEL/MOTEL OCCUPANCY TAX Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

3,606,476 3,606,476

335,798 335,798

1,000 335,798 336,798

1,500 1,500

146 | Hotel Tax Fund

CEMETERIES OPERATING FUND (204)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

54,420

139,491

228,771

7,345

8,000

4,600

8,000

REVENUES Permits Interest Earnings

9,153

5,369

10,501

5,369

Current Service Charges

71,388

122,000

112,750

122,000

TOTAL REVENUES

87,886

135,369

127,851

135,369

Cemetery

476,060

535,702

503,830

603,819

TOTAL EXPENDITURES

476,060

535,702

503,830

603,819

Transfer In

473,245

390,000

465,259

390,000

EXPENDITURES

Cemetery Trust Fund (713)

148,245

65,000

140,259

65,000

General Fund (101)

325,000

Transfer Out

Productivity Fund (639)

ENDING FUND BALANCE

139,491

129,158

228,771

150,321

SERVICE POINT EXPENDITURES – CEMETERIES Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

167,650 161,513 13,788 47,398 63,526 22,185 476,060

153,792 232,413 18,781 55,950 71,951 2,815 535,702

152,700 191,131 18,460 70,165 68,574 2,800 503,830

154,835 255,180 21,438 106,450 65,916 603,819

SERVICE POINT EMPLOYEES – CEMETERIES Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Cemeterian

Groundskeeper

2)Crew Leader

Laborer

TOTAL DEPARTMENT

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

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

148 | Other Funds

CEMETERIES TRUST FUND (713)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

2,416,491

3,016,046

2,886,699

146,794

65,000

141,759

65,000

Sales

28,862

109,600

110,400

109,600

Total Revenues

175,656

174,600

252,159

174,600

3,085,616

2,431,484

2,768,877

3,110,333

Transfer Out

(148,245)

(65,000)

(140,259)

(65,000)

Cemetery Operating Fund (204)

(148,245)

(65,000)

(140,259)

(65,000)

3,351,215

3,460,815

3,463,115

3,572,715

BEGINNING FUND BALANCE INTEREST EARNINGS

TOTAL REVENUES Transfer In

ENDING FUND BALANCE

149 | Other Funds

POLICE FORFEITURE FUND (205)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024 288,147

AMENDED BUDGET 2024-2025 331,528

PROJECTED 2024-2025 331,528

BUDGET 2025-2026 234,392

Judgement of Forfeitures - State

47,685

41,000

10,095

41,000

Judgement of Forfeitures - Federal

19,678

1,545

Interest Earnings

16,302

12,000

16,824

15,000

TOTAL REVENUES

83,665

53,000

28,464

56,000

BEGINNING FUND BALANCE REVENUES

Training Registration

EXPENDITURES Federal Forefeiture

14,809

85,000

80,000

85,000

State Forefeiture

25,475

102,000

45,600

102,000

Training/Range Upgrades

TOTAL EXPENDITURES

40,284

187,000

125,600

187,000

ENDING FUND BALANCE

331,528

197,528

234,392

103,392

SERVICE POINT EXPENDITURES – STATE JAG Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

14,809 1,562,634

85,000 1,822,424

80,000 1,799,405

85,000 1,848,329

SERVICE POINT EXPENDITURES – POLICE SERVICES Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

6,898 18,577 25,475

7,000 95,000 102,000

4,000 1,600 40,000 45,600

7,000 95,000 102,000

150 | Other Funds

PARK IMPROVEMENT FUND (206) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

262,567

517,604

57,422

REVENUES Landfill Access Fee

801,300

799,119

750,960

799,119

Interest Earnings

385

5,551

4,000

Donations

Lindsey Park TXDot Grant

290,000

1,091,300

799,504

756,511

803,119

Park Capital Improvements

836,263

1,216,694

1,216,693

802,500

TOTAL EXPENDITURES

836,263

1,216,694

1,216,693

802,500

Transfer In

Transfer Out

517,604

100,414

57,422

58,041

TOTAL REVENUES EXPENDITURES

ENDING FUND BALANCE

151 | Other Funds

COURT SPECIAL FEE FUND (207)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

Reserve for Technology

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

$(79,577)

$38,159

$26,562

Reserve for Efficiency

109,341

61,457

138,719

Reserve for Partners for Youth

(74,797)

(46,829)

4,734

5,890

8,068

10,239

Reserve for Security

157,168

235,597

341,963

BEGINNING FUND BALANCE / WORKING CAPITAL

118,025

296,452

522,217

Technology Fees

108,865

110,000

107,770

113,000

Security Fees

100,803

96,000

108,080

105,000

Partners for Youth Fees

104,158

102,000

113,888

108,000

Reserve for Jury

REVENUES

Juvenile Class Fees

63,065

80,000

48,273

50,000

Efficiency Fees

106,513

104,000

114,333

110,000

Jury Fees

2,178

2,100

2,171

2,100

Truancy Prevention

990

700

1,038

700

Interest Earnings

10,983

18,127

TOTAL REVENUES

497,555

494,800

513,680

488,800

Expenditures for Technology

2,112

109,907

137,494

134,112

Expenditures for Security

22,374

8,850

1,714

106,974

Expenditures for Partners for Youth

140,245

168,526

111,636

147,576

Expenditures for Efficiency

154,397

48,000

37,071

48,000

TOTAL EXPENDITURES

319,128

335,283

287,915

436,662

Reserve for Technology

38,159

38,252

26,562

5,450

Reserve for Efficiency

61,457

117,457

138,719

200,719

Reserve for Partners for Youth

(46,829)

(32,655)

4,734

15,858

8,068

10,168

10,239

12,339

Reserve for Security

235,597

322,747

341,963

339,989

ENDING FUND BALANCE / WORKING CAPITAL

$296,452

$455,969

$522,217

$574,355

EXPENDITURES

Expenditures for Jury

(Transfer Out) Productivity Fund (639)

Reserve for Jury

152 | Other Funds

SERVICE POINT EXPENDITURES – MUNICIPAL COURT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

2,112 2,112

105,000 4,907 109,907

135,382 2,112 137,494

130,000 4,112 134,112

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – MUNICIPAL COURT SECURITY FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

20,143 333 1,898 22,374

6,850 2,000 8,850

392 1,322 1,714

81,849 7,125 18,000 106,974

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – PARTNERS FOR YOUTH PROGRAM FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

139,781 464 140,245

142,526 26,000 168,526

100,041 11,595 111,636

122,076 25,500 147,576

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – PARTNERS FOR YOUTH PROGRAM Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1) Deputy Court Clerk

1) Juvenile Case Coordinator

1) Juvenile Program Coordinator

TOTAL DEPARTMENT

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

153 | Other Funds

COURT SPECIAL FEE FUND (207) CONTINUED

SERVICE POINT EXPENDITURES – COURT SPECIAL FEE FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

154,397 154,397

48,000 48,000

37,071 37,071

48,000 48,000

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – COURT EFFICIENCY Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

4) Deputy Marshal II

TOTAL REGULAR FULL-TIME

Court Special Fee Fund created FY 19-20 1) Two Deputy City Marshal II positions moved from Municipal Security FY 2019-2020

154 | Other Funds

ECONOMIC DEVELOPMENT FUND (208)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

407,323

439,355

467,086

Interest Earnings

22,032

15,000

17,731

16,500

TOTAL REVENUES

22,032

15,000

17,731

16,500

BEGINNING FUND BALANCE REVENUES

EXPENDITURES Economic Development

165,000

208,750

165,000

208,750

TOTAL EXPENDITURES

165,000

208,750

165,000

208,750

Transfer In

175,000

275,000

175,000

Water Utilities Fund (502)

175,000

Solid Waste Fund (560)

100,000

Airport Operations Fund (524)

439,355

520,605

467,086

449,836

Transfer Out ENDING FUND BALANCE

155 | Other Funds

TIF/TIRZ #4 (217) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024 203,122

AMENDED BUDGET 2024-2025 560,005

PROJECTED 2024-2025 560,005

BUDGET 2025-2026 994,544

Property Tax

356,697

613,503

478,654

676,276

Interest Earnings

19,598

3,000

35,193

30,000

72,327

95,225

376,295

688,830

586,174

801,501

BEGINNING FUND BALANCE REVENUES

COPS Grant TOTAL REVENUES EXPENDITURES TIRZ TIRZ PD TOTAL EXPENDITURES Transfer In General Fund (101) Transfer Out ENDING FUND BALANCE

19,412

20,000

17,851

20,000

133,484

133,784

229,009

19,412

153,484

151,635

249,009

560,005

1,095,351

994,544

1,547,036

TIF/TIRZ #3 (218)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024 933,835

AMENDED BUDGET 2024-2025 1,142,379

PROJECTED 2024-2025 1,142,379

BUDGET 2025-2026 381,663

168,355

223,142

206,694

250,255

REVENUES Property Tax Interest Earnings

47,071

28,630

52,590

45,000

TOTAL REVENUES

215,426

251,772

259,284

295,255

TIRZ

6,882

1,020,000

20,000

TOTAL EXPENDITURES

6,882

1,020,000

20,000

1,142,379

374,151

381,663

656,918

EXPENDITURES

Transfer In TIF / TIRZ #2 (209) Transfer Out ENDING FUND BALANCE

156 | Other Funds

TOURISM & CONVENTION FUND (219)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

342,587

(32,300)

78,835

Rose Garden

148,579

243,500

145,412

228,000

Convention Center

557,415

620,000

691,307

620,000

Main Street Revenue

27,292

7,000

13,948

19,000

Liberty Hall Revenue

143,723

128,400

108,796

113,400

Mayfair Revenue

14,671

60,000

65,113

63,000

Interest Earnings

37,080

12,000

11,544

12,000

TOTAL REVENUES

928,760

1,070,900

1,036,120

1,055,400

BEGINNING FUND BALANCE REVENUES

EXPENDITURES Rose Garden Center

459,114

480,354

499,752

872,680

Rose Garden Maint.

1,052,033

1,025,081

1,042,919

1,130,558

Convention Center & Goodman

1,531,544

1,520,831

1,498,784

1,578,361

Liberty Hall

250,330

362,489

275,524

352,181

Main Street

490,442

529,389

529,013

594,260

184

51,100

35,993

49,300

25,000

TOTAL EXPENDITURES

3,783,647

3,994,244

3,881,985

4,577,340

Transfer In

2,500,000

2,977,002

2,977,000

3,600,000

2,500,000

2,977,002

2,977,000

3,600,000

Mayfair Contingencies

Hotel Tax Fund (211) Transfer Out

(20,000)

Technology Fund (671)

(20,000)

Productivity Fund (639)

ENDING FUND BALANCE

(32,300)

1,358

78,835

136,895

SERVICE POINT EXPENDITURES – ROSE GARDEN CENTER Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

314,381 24,705 9,619 33,920 46,894 29,595 459,114

352,527 25,503 8,306 50,000 44,018 480,354

396,082 25,594 3,949 30,154 43,973 499,752

395,500 25,503 3,970 50,000 46,107 351,600 872,680

157 | Other Funds

TOURISM & CONVENTION FUND (219) CONTINUED

SERVICE POINT EMPLOYEES – ROSE GARDEN CENTER Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

2 & 3) Building Maintenance Worker

7) Custodian

Venue Attendant

Tourism Facility Custodial Supervisor

5) Receptionist/Greeter

TOTAL DEPARTMENT

Positions moved to Rose Garden Center from Visitor's Facility FY 2011-2012

3) Visitor Facilities Coordinator reclassified to Building Maintenance Worker during FY 13-14

6) Reservation Specialist reclassified to Tourism Facility Custodial Supervisor FY 18-19

1) One clerk reclassified to Visitor Facilities Coordinator during FY 11-12

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

7) One Custodian retitled to Venue Attendant FY 19-20

2) O ne Building Maintenance Worker reclassified to Visitor Facilities Supervisor during FY 13-14

5) R eceptionist/Greeter added FY 15-16 not reflected in report, error located FY 17-18

SERVICE POINT EXPENDITURES – ROSE GARDEN CENTER MAINTENANCE FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

364,695 239,427 49,835 19,849 132,197 237,908 1,043,911

558,589 109,900 54,544 45,650 156,398 100,000 1,025,081

415,826 264,090 54,543 38,528 169,224 100,708 1,042,919

613,751 126,364 57,411 49,500 173,532 110,000 1,130,558

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – ROSE GARDEN CENTER MAINTENANCE Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Crew Leader

Groundskeeper

1, 2) Laborer

4) Horticulturalist

3) Parks Superintendent

TOTAL DEPARTMENT

1) One position frozen for FY 2009-2010

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

2) One Laborer position frozen for FY 2011-2012

4) Horticulturalist FY 2024-2025

SERVICE POINT EXPENDITURES – VISITOR FACILITIES Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

950,675 110,981 177,731 156,881 82,999 52,277 1,531,544

991,166 79,605 144,992 207,075 72,993 25,000 1,520,831

971,557 116,020 136,792 176,938 72,983 24,494 1,498,784

1,027,876 82,171 157,047 210,075 76,192 25,000 1,578,361

158 | Other Funds

SERVICE POINT EMPLOYEES – VISITOR FACILITIES Full-Time Positions 8, 11) Managing Director Parks/ Recreation Operations 22) Parks Tourism Manager 4) Parks Manager

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

0.6

0.3

16)Goodman & Special Events Supervisor

2, 9) Building Maintenance Worker

12) Budget Administrator/Cemeterian

17) Budget Analyst & Internal Auditor

0.95

Tourism Facilities Supervisor

2, 19, 21) Custodian

23) Venue Attendant

1, 16) Museum Curator 10, 13) Manager of Tourism Facilities & Community Beautification 14) SR Manager of Parks, Recreation & Tourism

0.45

TOTAL REGULAR FULL-TIME

5.3

7.3

10.3

Part-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

18, 20 & 23) Custodian

Venue Attendant

TOTAL REGULAR PART-TIME

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Temporary Positions 18) Custodian

TOTAL TEMPORARY PART-TIME

8.3

10.3

11.3

TOTAL DEPARTMENT 1) Museum Curator moved to part-time during FY 20092010

Facility Custodial Supervisor FY 17-18

10) V isitor Facilities Supervisor reclassified to Manager 2) M oved 1 Clerk, 1 Custodian, and 1 Building Maintenance of Tourism and Community Facilities Beautification Worker to Other Tourism RGC FY 2011-2012 FY 15/16 3) Parks and Recreation Director 50% paid General Fund Parks and Rec 4) Parks Manager 70% paid General Fund Parks and Rec

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

16) One Museum Curator reclassified to Goodman & Special Event Supervisor FY 19-20 17) B udget Administrator/Cemeterian retitled to Budget Analyst & Internal Auditor FY 19-20, salary split 95% Tourism/5% Parks Admin 18) O ne temporary Custodian upgraded to one part time Custodian FY 17/18; updated for FY 19-20

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

19) O ne Custodian (FT) retitled to Venue Attendant (FT) FY 19-20

6) 1 PT Curator and 1 PT Custodian combined to form 1 FT 13) M anager of Tourism Facilities & Community Curator in FY 2011-2012 Beautification salary split 77% Visitor Tourism/ 23% Parks Admin FY 17-18 7) A ssistant city manager 90% paid by communications FY 15-16 14) M anager of Tourism Facilities & Community

20) O ne Custodian (PT) retitled to Venue Attendant (PT) FY 19-20

5) 1 Laborer frozen FY 2011-2012 and 2012-2013

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

Beautification reclassified to Senior Manager Parks, Recreation & Tourism FY 18-19 salary split 55% Parks/45% Tourism

9) Building Maintenance Worker reclassified to Tourism

15) M D Parks/Recreation salary split 60% visitor facilities 40% liberty hall

159 | Other Funds

21) C ustodians for Conference Center Grounds FY 22-23 22) Parks Tourism Manager FY23-24 23) T wo part-time custodians reclassified as two full-time venue attendants FY 23-24

TOURISM & CONVENTION FUND (219) CONTINUED

SERVICE POINT EXPENDITURES – LIBERTY HALL FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

107,275 79,757 28,183 12,285 22,830 250,330

89,241 170,092 35,872 19,276 48,008 362,489

97,109 96,853 25,416 13,775 42,371 275,524

102,028 170,092 37,309 19,276 23,476 352,181

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – MAIN STREET FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

301,071 155,541 22,341 1,551 9,938 490,442

293,105 196,118 27,886 3,020 9,260 529,389

310,104 187,107 27,684 1,608 2,510 529,013

352,664 197,751 31,541 3,020 9,284 594,260

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – MAIN STREET & LIBERTY HALL Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Main Street Program Director

8) Downtown Ambassador

Administrative Assistant 5, 7) Managing Director Parks/ Recreation Operations 6) Director of Marketing and Communications

0.4

TOTAL DEPARTMENT

4.4

1) One Deputy Court Clerk Transferred to Main Street and converted into Gallery Curator during FY 2009-2010 2) G allery Curator retitled to Gallery Operations Support for FY 13-14 3) One Gallery Operations Support reclassified to Administrative Assistant FY 16-17 4) Parking Patrol positions transferred from Traffic and reclassified to Downtown Ambassadors FY 15/16 5) M D Parks/Recreation Op salary charged 20% Parks Admin, 50% Visitor Facilities & 30% Liberty Hall FY 17-18 6) Communications Manager reclassified to Director of Marketing and Communications FY 17/18 salary split 93% Communication, 7% Stormwater; salary paid 100% from Communications FY 19-20 7) M D Parks/Recreation salary split 60% visitor facilities 40% liberty hall 8) D owntown Ambassadors transferred to Main Street from Liberty Hall

160 | Other Funds

AIRPORT PASSENGER FACILITY FUND (234)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

406,484

638,508

868,661

Passenger Facility Charge

207,651

180,000

198,572

200,000

Interest Earnings

24,373

4,000

31,581

25,000

TOTAL REVENUES

232,024

184,000

230,153

225,000

TOTAL EXPENDITURES

Transfer In

Transfer Out

(72,000)

Half-Cent Sales Tax (Non-Budgetary Fund)

Airport Operations Fund (524)

(72,000)

638,508

750,508

868,661

1,021,661

BEGINNING FUND BALANCE REVENUES

ENDING FUND BALANCE

161 | Other Funds

RAINY DAY FUND FUND (235)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE / WORKING CAPITAL

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

$10,254,357

$7,297,157

$7,640,288

REVENUES Oil Leases and Royalties

29,931

55,000

29,294

55,000

Sale of Property

Interest Earnings

362,869

225,000

313,837

300,000

TOTAL REVENUES

392,800

280,000

343,131

355,000

EXPENDITURES Downtown Property Maintenance

975,000

Building Improvements

Purchase of Land

Special Services

Contingencies

100,000

975,000

100,000

(2,375,000)

General Capital Fund (102)

ENDING FUND BALANCE / WORKING CAPITAL

$7,297,157

$7,477,157

$7,640,288

$7,895,288

TOTAL EXPENDITURES Transfers In General Fund (101) (Transfers Out) HOT Fund (211)

162 | Other Funds

PEG FEE

FUND (236) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024 1,286,453

AMENDED BUDGET 2024-2025 1,322,473

PROJECTED 2024-2025 1,322,473

BUDGET 2025-2026 1,146,278

PEG Fee

185,114

206,565

166,831

126,165

Interest Earnings

53,971

7,875

48,098

30,000

TOTAL REVENUES

239,085

214,440

214,929

156,165

Technology Costs

77,326

79,895

310,569

Technology Updates

125,739

317,156

311,229

115,000

Studio Renovations

175,000

Contingency

14,540

110,000

203,065

411,591

391,124

710,569

Transfer In

Transfer Out

BEGINNING FUND BALANCE REVENUES

EXPENDITURES

TOTAL EXPENDITURES

Productivity Fund (639)

ENDING FUND BALANCE

1,322,473

1,125,322

1,146,278

591,874

163 | Other Funds

NEIGHBORHOOD SERVICES

ACCOMPLISHMENTS FOR 2024-2025

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) / HOME PROGRAMS • Completed Phase 2 of the Hidden Palace Subdivision, adding new, affordable housing opportunities for Tyler residents. • Expanded outreach and accessibility for the First-Time Homebuyer Program by holding 14 mid-day and after-hours sessions with citizens and lenders, resulting in numerous applications and successful participation. • Seven (7) homes sold to citizens through the First-Time Homebuyer Program, including the first energy-efficient home built in Tyler. • Performed critical home repairs for qualifying residents, including roof replacements due to storm damage and ADA-accessible bathroom upgrades. • Established partnership with East Texas Cares, Inc. to create transitional housing opportunities through the HOME-ARP federal grant program. • Cleared and corrected multiple property liens that had been backlogged in the system, resolving issues for affected citizens. • Finalized green space improvements and corrected water drainage issues at the Hidden Palace Subdivision. • Completed Environmental Reviews and fulfilled all federal compliance requirements for CDBG and HOME projects citywide. TYLER HOUSING AGENCY (THA) • Exhausted the 2021 waiting list of 1,126 families, demonstrating strong progress in housing placement efforts. • Maintained payment standards at 110% of HUD’s Fair Market Rent (FMR) to reduce rental burdens for assisted families. • Partnered with CDBG, HOME, and financial institutions to promote homeownership opportunities for low-income participants. • Co-hosted a Fair Housing Resource Fair with Cadence Bank and the Tyler Metropolitan Chamber of Commerce, featuring over 40 participating vendors providing financial, health, legal, and social services. • Provided down payment and closing cost assistance through HOME grants for Housing Choice Voucher (HCV) participants transitioning to homeownership. • Hosted a Homeownership Resource Fair in partnership with local real estate and lending institutions to educate participants on becoming first-time homeowners. • Achieved a 100% SEMAP score, classifying the Tyler Housing Agency as a High Performer under HUD evaluation standards. • Continued operation of the Family Self-Sufficiency (FSS) Program, helping families reach employment and financial independence goals. • Collaborated with community partners to promote financial literacy through workshops, seminars, and targeted training.

164 | Other Funds

ACCOMPLISHMENTS FOR 2024-2025 (CONTINUED)

TYLER HOUSING AGENCY (THA)

• Partnered with Special Health Resources (SHR) to provide participants with access to primary care, immunizations, mental health, and substance abuse services.

• Incentives include:

• Conducted outreach efforts to recruit new property owners and expand the pool of assisted HCV properties.

• Maintained collaboration with Tyler Municipal Court to assist participants in resolving outstanding tickets and traffic-related debt. • Participated in the East Texas Human Needs Network, addressing community challenges including affordable housing, homelessness, transportation, and safety. • Attended Fair Housing Training hosted by HUD to ensure continued compliance and education among staff. • Collaborated with the Veterans Administration (VA) to provide VASH referrals and secure housing for veterans. • Conducted outreach to local colleges and universities to educate students on HCV programs and HUD regulations. • Began transition to electronic automation for case management and participant request processing, improving efficiency and accessibility.

GOALS FOR 2025-2026

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) / HOME PROGRAMS • Purchase a tract of land to initiate the development of a new housing subdivision. • Assist citizens through the Critical and Minor Repair Programs and by constructing ADA-accessible ramps to improve home safety and accessibility. • Improve the T.R. Griffith Park area, enhancing recreational opportunities for neighborhood residents. • Increase training sessions and meetings with citizens and lenders to expand participation in the First-Time Homebuyer Program. • Develop and construct additional affordable housing units to meet growing community needs. • Establish a partnership with a local service agency to create and operate a non-congregate transitional temporary housing facility to serve residents in need of short-term housing solutions.

• Develop partnerships with the City of Tyler Development Center to promote incentives for local builders constructing affordable homes for low- to moderate-income families.

• Waiver of rezoning fees • Waiver of plat fees • Waiver of water and sewer tap fees • Waiver of building permit fees • Partner with local builders and developers to expand the supply of affordable housing stock available to low- to moderate-income families. • Collaborate with area financial institutions to provide financial education, special lending incentives, and resources that assist families with home purchases, down payment assistance, and closing cost support. • Apply for additional vouchers as they become available to increase the Housing Choice Voucher (HCV) allocation and support the development of supportive housing. • Host an Owner Symposium to recruit new landlords and recognize existing participating owners in the HCV Program. • Begin implementation of NSPIRE inspections to ensure housing units meet enhanced health and safety standards, improving overall quality of life for participants. • Conduct owner-focused workshops to communicate new program guidelines, compliance expectations, and provide a forum for Q&A and resource sharing. • Ensure all staff interacting with the public attend annual Fair Housing training hosted or facilitated by HUD-certified professionals. Continue to promote Fair Housing practices through public education events, workshops, and outreach. • Leverage technology and digital tools to strengthen data security and streamline processes through system automation, electronic forms, and online participant portals. • Maintain a strong commitment to customer service while ensuring adherence to federal, state, and local laws, regulations, and policies. • Hire, retain, and train professional, innovative staff dedicated to achieving the agency’s mission and longterm strategic goals.

165 | Other Funds

HOMEOWNERSHIP/HOUSING F U N D ( 2 74 )

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

BEGINNING FUND BALANCE

446

466

488

TOTAL REVENUES

TOTAL EXPENDITURES

ENDING FUND BALANCE

466

478

488

508

166 | Other Funds

HOUSING ASSISTANCE PAYMENT FUND (276)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Reserve for Voucher Program

422,130

175,906

273,182

Reserve for Administration

790,486

1,138,155

1,221,757

1,212,616

1,314,061

1,494,939

HUD Voucher

10,296,540

9,780,000

11,270,168

11,405,520

HUD Administration

1,164,086

840,000

899,323

840,000

Portability Voucher

158,085

240,000

181,935

240,000

Portability Administration

8,715

16,800

10,072

16,800

FSS Administration

63,904

61,221

65,000

Fraud Reimbursement - Voucher

40,934

30,000

55,326

30,000

Fraud Reimbursement - Administration

40,933

30,000

55,326

30,000

Sale of Equipment

5,355

Rental Income

18,000

24,000

BEGINNING FUND BALANCE REVENUES

Vash Voucher

Unclaimed Property Interest Earnings

39,283

12,000

56,904

25,000

11,835,835

11,034,021

12,614,275

12,676,320

10,375,619

9,225,600

11,017,953

10,947,960

HAP Administration

884,528

1,908,291

870,799

1,164,741

Portability Voucher

175,767

275,000

245,043

185,000

Portability Administration

7,500

FSS Administration

80,365

79,850

89,337

90,448

Tenant Protection Voucher

13,239

19,200

13,432

22,320

Tenant Protection Administration

2,532

5,267

194,840

336,000

196,833

435,240

11,734,390

11,849,208

12,433,397

12,845,709

Reserve for Voucher Program

175,906

405,106

273,182

303,182

Reserve for Administration

1,138,155

93,768

1,221,757

1,022,368

ENDING FUND BALANCE

1,314,061

498,874

1,494,939

1,325,550

TOTAL REVENUES EXPENDITURES HAP Voucher

Vash Voucher CARES Act TOTAL EXPENDITURES

167 | Other Funds

HOUSING ASSISTANCE PAYMENT FUND (276) CONTINUED

SERVICE POINT EXPENDITURES – HOUSING ASSISTANCE PAYMENT PROGRAM FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

559,147 178,344 10,462,622 13,440 17,304 29,290 11,260,147

762,244 184,243 10,132,704 22,200 32,500 11,133,891

596,275 146,684 11,110,082 14,452 21,259 11,888,752

819,276 226,320 11,021,925 20,180 25,000 12,112,701

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – HOUSING Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

12) NBS Operations manager

Housing Manager

0.1

Housing Services Manager

Clerk

12,14, 17) Code Enforcement/Housing Inspector

Section 8/Housing Inspector

6, 22) Eligibility Analyst

23) Senior Clerk

Housing Eligibility Supervisor

7, 9, 21) Certified Housing Specialist

Lead Certified Housing Specialist

Code Enforcement/Housing Inspector Supervisor

11.1

10, 11) Neighborhood Services Manager

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

10) T itle change from Director of Neighborhood Services to Neighborhood Services Manager FY 2011-2012

2) O ne position with 45% paid by Community 11) O ne position with 50% paid by Community Development, 25% paid by Transit and 7% paid by HOME Development and 25% Home 3) Position transferred to the City Manager’s Office and title changed to Project Manager FY 2008-2009 4) Position transferred from the City Manager’s Office during FY 2008-2009 5) P osition title change to Housing Eligibility Supervisor FY 2009-2010 6) Title changed to Certified Housing Specialist during FY 2009-2010 7) O ne Certified Housing Specialist position upgraded to Senior Certified Housing Specialist during FY 20092010 8) P osition upgrade to Code Enforcement/Housing Inspector Supervisor 9) During FY 2010-2011 Certified Housing Specialist downgraded to Developmental Certified Housing Specialist, then upgraded to back to Certified Housing Specialist within same year

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

20) H ousing Project Coordinator reclassified back to Community Development Manager FY 18-19 (Other 12) O ne Code Enforcement/Housing Inspector transferred CDBG tab) to Development Services Building Inspector FY 13-14 21) O ne Lead Certified Housing Specialist downgraded to 13) F inancial Analyst transferred to Finance FY 12-13 Certified Housing Specialist (this change was noticed in FY 19-20) 11) O ne position 30% paid by Community development and 10% by Home FY 15-16 22) O ne Homebuyer Specialist position (CDBG) reclassified to Eligibility Analyst FY 19-20 14) O ne Code Enforcement/Housing Inspector reclassified to Sec 8/Housing Inspector FY 15-16 23) O ne Senior Clerk reclassified to Eligibility Analyst FY 19-20 15) S enior Cert. Housing Spec. reclassified to Lead Certified Housing Spec. FY 14-15 16) O ne Rehab Project Specialist (#3) reclassified to Community Development Manager salary split between 5 NBS accounts 20%? FY 17-18 17) O ne Code Enforcement Officer I (#1) transferred to Code Enforcement FY 18-19 18) N BS Operations Manager reclassified to Housing Manager FY 18-19 salary no longer split

168 | Other Funds

SERVICE POINT EXPENDITURES – HOUSING PORTABILITY FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

7,500 175,767 183,267

275,000 275,000

245,043 245,043

185,000 185,000

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – FAMILY SELF SUFFICIENCY HOMEOWNER FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

80,365 80,365

79,850 79,850

89,337 89,337

90,448 90,448

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – FSS HOME OWNERSHIP Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

1) FSS Homeownership Coordinator

TOTAL DEPARTMENT

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

169 | Other Funds

HOUSING ASSISTANCE PAYMENT FUND (276) CONTINUED

SERVICE POINT EXPENDITURES – TENANT PROTECTION PROGRAM Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

2,532 13,239 15,771

5,267 19,200 24,467

13,432 13,432

22,320 22,320

SERVICE POINT EXPENDITURES – HUD/VASH Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

194,840 194,840

336,000 336,000

196,833 196,833

435,240 435,240

170 | Other Funds

COMMUNITY DEVELOPMENT GRANTS FUND (294)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

106,583

123,812

196,142

448,086

1,851,318

545,501

743,501

HIP Income

7,650

CARES Act

BEGINNING FUND BALANCE REVENUES CDBG Grant Income

Miscellaneous Income

9,584

7,000

15,535

10,000

TOTAL REVENUES

465,320

1,858,318

561,036

753,501

141,888

254,613

225,225

150,403

13,751

23,080

15,182

Homebuyers Administration

27,490

12,913

33,480

Demolition Administration

7,712

10,000

1,319

ADMINISTRATION EXPENDITURES Administration Rehab Administration

12,912

Public Facilities Administration

1,092

37,254

CARES Act Administration Miscellaneous Expense (not covered by grant) Total Administration Expenditures

411

439

Code Enforcement Administration

TOTAL EXPENDITURES

178,598

328,531

296,455

165,585

3,783,647

3,994,244

3,881,985

4,577,340

PROJECT EXPENDITURES Administration

Rehab

147,913

179,151

284,818

Homebuyers

67,989

191,180

13,100

Public Facilities

161,179

409,623

294,801

CARES Act Projects

40,325

161,121

TOTAL PROJECT EXPENDITURES

269,493

909,837

192,251

579,619

ENDING FUND BALANCE

123,812

743,762

196,142

204,439

Demolition Code Enforcement

Miscellaneous Expense (not covered by grant)

171 | Other Funds

COMMUNITY DEVELOPMENT GRANTS FUND (294) CONTINUED SERVICE POINT EXPENDITURES – CDBG ADMIN Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

111,035 30,748 50 48 141,881

185,843 36,373 30,822 75 1,500 254,613

161,502 32,808 30,820 38 57 225,225

77,761 36,453 35,049 140 1,000 150,403

SERVICE POINT EXPENDITURES – CDBG REHAB Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

5 5

13,751 147,913 161,664

9,328 13,752 179,151 202,231

15,182 284,818 300,000

SERVICE POINT EXPENDITURES – CDBG HOMEBUYERS Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

27,490 27,490

12,913 12,913

23,796 9,684 33,480

SERVICE POINT EXPENDITURES – CDBG DEMOLITION Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

7,712 67,989 75,701

10,000 191,180 201,180

1,319 13,100 14,419

172 | Other Funds

SERVICE POINT EXPENDITURES – CDBG CODE ENFORCEMENT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

12,912 12,912

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – CDBG PUBLIC FACILITIES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,092 161,179 162,271

37,254 409,623 446,877

294,801 294,801

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – CARES ACT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

411 40,325 40,736

161,121 161,121

439 439

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – CDBG Full-Time Positions 7, 8) Neighborhood Services Manager

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

0.7

6, 9, 16, 20) Community Development Manager

15) NBS Operations Manager

3, 17) Homebuyers Specialist

13, 14)Rehab Project Specialist

10, 18) Senior Secretary

Community Development Specialist

2.7

TOTAL DEPARTMENT 1) One position downgraded from Accountant to Financial Analyst during FY 2007-2008 2) O ne position with 25% paid by Transit, 23% paid by Housing and 7% paid by HOME

9) One position with 20% paid by HOME 10) O ne Senior Secretary position with 10% paid by HOME

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

3) One position added for FY 2008-2009

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

4) One position with 20% paid by HOME

12) F inancial Analyst moved to Finance FY 12-13

5) T wo positions, one with 10% paid by HOME and one with 20% paid by HOME

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

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

6) Housing Projects Coordinator title changed to Community Development Manager During FY 08-09

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

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

7) T itle change from Director of Neighborhood Services to Neighborhood Services Manager

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

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

8) O ne position with 25% paid by Housing and 25% paid by HOME

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

173 | Other Funds

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

HOME GRANT FUND (295) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

361,363

1,163,031

608,132

1,761,079

4,818,256

308,060

303,679

803,260

672,000

834,526

REVENUES HOME Grant Income Program Income Miscellaneous Income

2,564,339

5,490,256

308,060

1,138,205

Administration

768,737

1,149,826

92,142

37,211

Homebuyers

276,892

215,000

190,524

240,000

48,919

45,552

717,042

1,949,527

580,293

822,286

TOTAL EXPENDITURES

1,762,671

3,363,272

862,959

1,145,049

ENDING FUND BALANCE

1,163,031

3,290,015

608,132

601,288

TOTAL REVENUES EXPENDITURES

CHDO New Construction / Re-construction Local Match

SERVICE POINT EXPENDITURES – HOME FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

54,074 6,742 1,702,766 1,763,582

48,385 21,414 476,787 2,816,686 3,363,272

48,935 16,930 797,094 862,959

28,678 8,533 1,107,838 1,145,049

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL Full-Time Positions

SERVICE POINT EMPLOYEES – HOME 2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

0.20

5, 8,11) Community Development Manager

9) NBS Operations Manager

9, 12) Senior Secretary

TOTAL DEPARTMENT

0.2

6, 7) Neighborhood Services Manager

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

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

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

8) One position with 70% paid by Community Development and 10% by HOUSING FY 15-16

3) One position with 80% paid by Community Development

9) One Senior Secretary position with 90% paid by Community Development

4) Two positions, one with 90% paid by Community Development 10% HOME and one with 80% paid by Community Development 20% HOME. 5) Housing Projects Coordinator title changed to Community Development Manager During FY 08-09

8) One Rehab Project Specialist - Community Development division (#3) reclassified to Community Development Manager salary split between 5 NBS accounts 20% FY 17-18 9) NBS Operations Manager reclassified to Housing Manager 100%paid from Housing FY 18-19

10) Financial Analyst moved to Finance FY 12-13

10) C ommunity Development Manager downgraded to Housing Project Coordinator FY 18-19

7) One position with 60% paid by Housing and 30% paid by Community Development FY 15-16

11) H ousing Project Coordinator reclassified back to Community Development Manager FY 18-19 12) O ne Senior Secretary position reclassified to Housing Projects Coordinator salary paid by CDBG FY 20-21

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

174 | Other Funds

METROPOLITAN PLANNING O R G A N I Z AT I O N

he MPO is responsible for the “3-C” planning process (cooperative, continuous, comprehensive) to conduct basic planning activities. Transportation planning is a process of projecting future transportation needs, investigating and evaluating alternative actions for meeting those needs, assessing the financial ability of the community to implement those actions, and recommending reasonable strategies based on needs and available resources. The MPO is also charged with providing professional oversight and support to the Technical Advisory Committee and the Transportation Policy Committee. The MPO is responsible for: • Developing a Unified Planning Work Program (UPWP); • Developing a Metropolitan Transportation Plan (MTP); • Updating and maintaining the MPO TransCAD traffic model; • Developing a Transportation Improvement Program (TIP); • Updating the State’s electronic Transportation Improvement Program (eSTIP);

ACCOMPLISHMENTS FOR 2024-2025

• Hired consultant to create Active Transportation Plan for region; • Hired consultant to begin the five year update to the Metropolitan Transportation Plan (MTP); • Submitted FY 2022 Annual Performance and Expenditure Report; • Kicked-off Active Transportation plan; • Kicked-off Metropolitan Transportation Plan (MTP) update; • Adopted Transportation Improvement Program (TIP) for FY2018-2022.

GOALS FOR 2025-2026

• Monitor Air Quality for region for possible nonattainment status; • Work closely within 14 county East Texas Council of Government’s region to advance public transportation; • Continue support of Toll 49.

• Submitting monthly billings to TxDOT for reimbursement; • Submitting Annual Performance & Expenditure Report (APER) for State and Federal approval; • Submitting Annual Project Listing (APL) for State and Federal approval; • Providing notice and holding open houses to receive input on regional transportation projects in accordance with the Public Participation Plan (Triple P); • Updating Title VI plans and maintaining compliance in accordance with Federal regulations; • Participate in regional and State transportation planning committees and initiatives; • Coordinating special studies as directed by the Transportation Policy Committee.

175 | Other Funds

MPO GRANT (285)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024 -

AMENDED BUDGET 2024-2025 829

PROJECTED 2024-2025 829

BUDGET 2025-2026 829

TOTAL REVENUES

499,704

552,701

470,641

591,005

TOTAL EXPENDITURES

498,875

533,012

470,641

591,834

ENDING FUND BALANCE

829

20,518

829

BEGINNING FUND BALANCE

SERVICE POINT EXPENDITURES – 104F TRANSPORT PLANNING Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

191,529 147,837 112,163 4 451,533

253,971 189,500 89,491 50 533,012

261,521 179,635 29,483 2 470,641

241,084 240,000 110,700 50 591,834

176 | Other Funds

TYLER

TRANSIT

yler Transit provides public transportation services to the citizens of Tyler that is safe, dependable and cost-effective. Tyler Transit operates a fixed route bus system throughout the city on five fixed-routes, as well as providing complimentary ADA Paratransit services to individuals that are eligible. Through the Tyler Transit system, we connect citizens to employers, medical facilities and educational institutions throughout the city. Transit employees are responsible for the following: • Providing safe, dependable and efficient public transportation services. • Administering awarded Federal and State grant funds. • Operating and Maintaining all transit vehicles to conform to Federal Transit Administration (FTA) guidelines.

ACCOMPLISHMENTS FOR 2024-2025

• Transformed the Fixed Route service into an ondemand MicroTransit service, improving operational efficiency and significantly reducing costs while maintaining accessibility for riders. • Maintained and supported ParaTransit demand by increasing both staffing levels and fleet size during the transition period as the NDMJ–ETCOG purchase was finalized. • Expanded staffing and fleet capacity to meet higher ridership demand and ensure timely, reliable transportation service throughout the community. • Collaborated with multiple City departments and local organizations to provide transportation support for special projects, community events, and essential mobility needs across Tyler.

• Promoting and increasing ridership. • Coordination of efforts to streamline route schedules for customer convenience with additional technologies. • Continuation of employee training that promotes and reinforces safe and efficient processes in providing public transportation.

GOALS FOR 2025-2026

• Identify and implement strategies to lower the local match requirement, maximizing the use of available state and federal funding sources. • Integrate MicroTransit and ParaTransit services to improve operational efficiency, reduce redundancy, and enhance rider accessibility. • Establish a balanced workforce model by strengthening training programs and promoting cross-functional competency among drivers to ensure consistent service quality and reliability.

177 | Other Funds

TYLER TRANSIT CONTINUED TRANSIT SYSTEM FUND (286)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

8,541

11,748

13,000

Transit Fees

173,693

180,000

174,066

174,000

Advertising

25,835

15,000

20,260

10,000

Bus Sales and Other Income

9,359

6,200

71,609

6,200

BEGINNING FUND BALANCE REVENUES

Donations

162,088

105,000

14,798

16,000

State Grant

493,805

1,364,747

1,255,304

1,610,000

Federal Grant

3,910,747

3,572,666

2,735,991

2,524,108

TOTAL REVENUES

4,775,527

5,243,613

4,272,028

4,340,308

EXPENDITURES Transit Operations

5,708,524

6,037,878

5,124,582

5,223,618

TOTAL EXPENDITURES

5,708,524

6,037,878

5,124,582

5,223,618

936,204

853,806

916,208

936,204

853,806

916,208

11,748

71,289

13,000

45,898

Transfer In General Fund (101) Transfer Out ENDING FUND BALANCE

SERVICE POINT EXPENDITURES – TYLER TRANSIT Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,238,928 410,640 24,804 4,854 429,785 2,109,011

1,770,683 264,930 24,588 5,043 489,729 2,554,973

1,104,641 572,906 24,286 4,153 441,720 2,147,706

1,846,076 133,912 48,482 4,825 222,900 2,256,195

SERVICE POINT EXPENDITURES – ADA Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

502,776 1,118,373 22,778 5,053 147,569 1,796,549

205,594 625,276 23,910 5,043 111,171 970,994

512,052 742,829 21,628 3,495 165,611 1,445,615

216,327 799,137 46,485 4,762 192,500 1,259,211

178 | Other Funds

SERVICE POINT EXPENDITURES – TRANSIT ARRA FUNDS FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,376,337 1,376,337

2,021,714 2,021,714

1,070,121 1,070,121

1,135,000 1,135,000

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – GRANTS FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

169,696 28,936 22,778 4,992 226,402

224,179 20,663 23,910 5,044 273,796

165,005 55,445 21,628 3,640 245,718

226,651 14,413 46,485 4,763 292,312

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – TRANSIT PLANNING FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

150,055 22,428 22,778 4,964 200,225

168,284 19,163 23,910 5,044 216,401

181,068 9,016 21,628 3,710 215,422

210,239 19,413 46,485 4,763 280,900

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – TRANSIT Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

8, 11, 16, 26, 30) Transit Manager

Transportation Operations Coordinator

31) Transit Assistant Manager

25) Administrative Secretary

7, 19) Bus Driver

12, 18) Transit Dispatcher/Scheduler

Transit Supervisor

27) Transit Compliance Officer

28)Transit Development Specialist

21) Senior Bus Driver

23, 24) Solid Waste Manager

22) Treasury Manager

0.25

TOTAL REGULAR FULL-TIME

27.25

29.25

179 | Other Funds

TYLER TRANSIT CONTINUED

SERVICE POINT EMPLOYEES – TRANSIT CONTINUED Part-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

10 & 13) Custodian

13) Bus Driver

TOTAL SUBSTITUTE

Substitute Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

9,15) Bus Driver

TOTAL SUBSTITUTE

TOTAL DEPARTMENT

35.25

37.25

1) Title changed from Transportations Operation Manager to Transportation Operations Coordinator during FY 2008-2009 2) One position reclassified to Dispatcher/Scheduler during FY 2007-2008 3) One position with 45% paid by Community Development, 23% paid by Housing and 7% paid by HOME 4) One position reclassified to Bus Driver during FY 2007-2008 5) Position frozen for FY 2009-2010 6) Administrative Assistant eliminated for FY 2011-2012 7) Five of 12 Full-time Bus Driver positions frozen for FY 2011-2012 and 2012-2013 7, 9) C onverted six PT SUB bus driver positions to 3 FT bus driver positions during FY 15-16 8) Senior Clerk position upgraded to Transit Manager FY 2010-2011 9) Added four additional Bus Driver positions during FY 2010-2011 10) Converted one FT custodian to two PT custodians FY 2011-2012

11) Transit Manager reclassified to Executive Director of MPO FY 2011-2012

23) Solid Waste Manager salary split 50%Transit 50%SW Administration FY 16-17

12) Administrative Assistant unfrozen for FY 2012-2013, Scheduler/Dispatcher frozen for FY 2012-2013

24) SW Manager salary no longer split 50/50, 100% paid by SW Admin FY 17-18

13) One PT Custodian reclassified to PT Bus Driver FY 12-13

25) Administrative Assistant reclassified to Administrative Secretary FY 13-14 error located FY 17-18, not reflected in previous years

14) Financial Analyst moved to Finance FY 12-13 15) Two substitute drivers added during FY 13-14

26) Transit Manager was eliminated due to contract management services with MCDT.

16) Special Projects Manager reclassified to Transit Manager during FY 13-14

27) Transit Compliance Officer was eliminated due to contract management services with MCDT.

17) E xecutive Director of MPO moved to Planning and combined with Planning Director during FY 13-14

28) One Transit Development Specialist position added FY 20-21

18) One Transit Dispatcher/Scheduler unfrozen FY 14-15

29) Transit Compliance Officer added back FY 20-21, per Personnel Changes from Budget (requisition to add position to position control has not been sent in by the department as of February 2021)

19) Five Full-Time Bus Drivers unfrozen FY 14-15 20) One Treasury Manager Position 75% paid by Finance FY 15-16 21) One Senior Bus Driver reclassified to Bus Driver FY 15-16 22) Treasury Manager salary split 75% Finance 25% Transit FY 16-17

180 | Other Funds

30) Contract with MCDT, Transit Manager added back to budget FY 23 31) T ransit Compliance Officer reclassified to Transit Asst Manager

PRODUCTIVITY IMPROVEMENT FUND (639)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE TOTAL REVENUES

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

2,078,018

1,971,619

1,887,740

101,750

55,000

81,756

75,000

100,000

60,836

231,319

58,470

200,000

EXPENDITURES Services Productivity Pay & Severance Internal Audit

88,826

95,300

53,800

213,800

Strategic Planning

134,770

126,321

141,829

189,203

Lean Six Sigma/City U

473,717

517,079

461,536

552,897

TOTAL EXPENDITURES

758,149

1,045,019

715,635

1,255,900

Transfer In

550,000

300,000

250,000

General Fund (101) Rainy Day Fund (235)

Utilities Fund (502)

250,000

Solid Waste Fund (560)

50,000

Airport Fund (524)

Storm Water (575)

Special Revenue Funds

Internal Service Funds

1,971,619

1,531,600

1,887,740

1,006,840

Transfer Out ENDING FUND BALANCE

SERVICE POINT EXPENDITURES – PRODUCTIVITY Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,628 25,001 34,269 60,898

6,319 100,000 200,000 306,319

23,272 35,198 58,470

100,000 200,000 300,000

181 | Other Funds

PRODUCTIVITY IMPROVEMENT FUND (639) CONTINUED SERVICE POINT EXPENDITURES – INTERNAL AUDIT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

88,826 88,826

95,300 95,300

53,800 53,800

213,800 213,800

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – STRATEGIC PLANNING FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

113,050 4,482 17,238 134,770

105,904 18,050 2,367 126,321

123,323 16,138 2,368 141,829

125,936 60,900 2,367 189,203

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – CITY UNIVERSITY FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

170,394 158,404 144,919 473,717

169,562 154,559 192,958 517,079

178,623 126,520 156,393 461,536

185,958 157,993 208,946 552,897

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – PRODUCTIVITY Full-Time Positions

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

12) Learning and Development Manager

10) Innovation Pipeline Manager

8) SR PR Marketing Specialist/Grantwriter

Public Safety PIO

9) Public Works PIO

11) Strategic Planning Coordinator

Manager for Innovation

TOTAL DEPARTMENT

1) One position upgraded to Administrative Secretary during FY 2007-2008. Administrative Secretary transferred from Productivity Fund to General Fund during FY 2007-2008

7) Grant Officer reclassified to Sr PR Marketing Specialist/Grantwriter FY 14-15

2) Internal Auditor transferred from CMO FY 2010-2011

8) Sr PR Marketing Specialist/Grantwriter reclassified to Public Safety Public Information Officer FY 18-19 salary split 75% Productivity 25% Police

3) Clerical Specialist Moved to Human Resource FY 2011-2012

9) One Senior Secretary transferred from the PD & reclassified to Public Works Public Information Officer FY 18-19

4) Grant Officer added FY 13-14 from FT Recreation Specialist (Parks)

10) Innovation Pipeline no longer a City department/position, eliminated FY 19-20

5) Lean Sigma Master Black Belt reclassified to Director for Innovation during FY 13-14

11) Manager for Innovation reclassified to Strategic Planning Coordinator FY 19-20

6) Internal Auditor reclassified to Innovation Pipeline Manager FY 15-16

12) One Learning and Development Manager position created FY 20-21 (City University department)

182 | Other Funds

VEHICLE EQUIPMENT SERVICES

he Vehicle Services Department is charged with providing high-quality, low-cost vehicle maintenance services and asset management activities for all vehicles in the City’s fleet. This department is committed to quality and excellence in professional fleet management services. Staff members are responsible for the following to meet the City’s needs: • Developing a Unified Planning Work Program (UPWP); • General maintenance for more than 600 fleet vehicles, including police cars, fire trucks, service trucks, and sedans;

ACCOMPLISHMENTS FOR 2024-2025 • Completed the Oakwood Fuel Tank Replacement Project, improving fuel storage safety, reliability, and compliance with updated environmental and operational standards.

GOALS FOR 2025-2026

• Develop comprehensive Citywide Fleet Policies to ensure consistency, accountability, and efficiency across all departments. • Establish GPS and camera usage policies for all fleet units.

• Maintaining an efficient equipment maintenance scheduling and tracking system;

• Implement a Citywide Idle Policy to reduce fuel consumption and emissions.

• Auto parts inventory control management and services;

• Define clear guidelines for City-use and personaluse of vehicles.

• Maintaining best practice policies and procedures to meet service goals; • Maintaining a preventive maintenance program for service and inspections; • Providing fleet utilization support to all departments; • Maintaining vehicle records; • Adhering to general safety regulations and environmental policies; • Maintaining a diligent and proactive replacement and procurement program; • Performing fleet facilities maintenance and upgrades as needed;

• Complete major plumbing repairs for the Oakwood Buildings to improve facility functionality and maintenance efficiency. • Complete the next phase of the parking lot replacement project, enhancing accessibility and safety for staff and visitors. • Complete the Water Distribution Tank Project to support improved operational reliability and service capacity. • Develop detailed Fleet Management Policies to improve oversight and long-term planning: • Take-Home Vehicle Policy

• Using computer systems technology;

• Vehicle Usage Standards

• Pursuing staff continuing education and training goals;

• Replacement Standards

• Pursuing vendor contracts when efficient;

• Expand the City’s rental fleet to support department flexibility

• Applying alternative fuel programs; • Maintaining hazardous material management; and • Fuel management program.

• Establish Decommissioning Standards for aging or underutilized vehicles

183 | Other Funds

FLEET MAINTENANCE

AND REPLACEMENT FUND (640) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024 1,286,453

AMENDED BUDGET 2024-2025 1,322,473

PROJECTED 2024-2025 1,322,473

BUDGET 2025-2026 1,146,278

193,897

40,000

286,058

40,000

Amortization Charges

6,620,842

5,661,873

6,018,007

8,950,968

Service Fees

1,342,876

1,768,000

1,267,727

1,768,000

Fuel Revenue

2,622,277

3,324,431

2,046,413

2,875,290

Parts Revenue

4,970,012

4,700,655

4,612,315

5,170,720

9,729

35,000

1,763

3,000

BEGINNING FUND BALANCE REVENUES Interest Earnings

Compressed Natural Gas Miscellaneous Income Sale of Equipment Sale of Salvage Health District

76,298

1,000

4,546

1,000

1,237,409

300,000

465,421

300,000

3,914

8,000

5,100

8,000

10,170

14,238

(5,429)

14,238

17,087,424

15,853,197

14,701,921

19,131,216

Replacement

10,510,511

6,143,248

4,202,369

9,299,500

Maintenance

2,445,832

3,745,377

2,552,935

3,257,407

8,473

13,004

7,743

13,004

6,837,041

6,900,570

5,822,440

6,801,195

TOTAL REVENUES EXPENDITURES

Health Fuel, Parts and Contractual Services Contingency TOTAL EXPENDITURES Transfer In General Fund (101) Transfer Out

200,000

19,801,857

16,802,199

12,585,487

19,571,106

500,000

(100,000)

Technology Fund (671)

(100,000)

Productivity Fund (639)

ENDING FUND BALANCE

2,751,434

1,702,432

4,767,868

4,227,978

184 | Other Funds

SERVICE POINT EXPENDITURES – FLEET REPLACEMENT Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

10,532,464 10,532,464

6,143,248 6,143,248

4,202,369 4,202,369

200,000 9,299,500 9,499,500

SERVICE POINT EXPENDITURES – FLEET MAINTENANCE Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,317,486 191,447 115,934 58,715 186,063 576,187 2,445,832

1,341,145 238,708 140,733 86,382 308,596 1,629,813 3,745,377

1,363,778 155,109 138,736 55,530 139,499 700,283 2,552,935

1,522,914 227,093 139,006 71,382 272,012 1,025,000 3,257,407

SERVICE POINT EXPENDITURES – HEALTH DISTRICT Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

7,469 1,004 8,473

12,000 1,004 13,004

6,739 1,004 7,743

12,000 1,004 13,004

SERVICE POINT EXPENDITURES – COST OF GOODS SOLD Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,520 6,835,521 6,837,041

6,000 6,894,570 6,900,570

411 5,822,029 5,822,440

6,000 6,795,195 6,801,195

185 | Other Funds

FLEET MAINTENANCE AND

REPLACEMENT FUND (640) CONTINUED SERVICE POINT EMPLOYEES – FLEET MAINTENANCE FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

11) Vehicle Services Manager

15) Mechanic Supervisor

9, 14, 17) Equipment Mechanic I

6, 12) Equipment Mechanic II

10) Fleet Auditor

3) Master Mechanic

Master Automotive Electrician

13) Purchasing Technician

8, 16) Senior Secretary

7) Purchasing Agent

TOTAL DEPARTMENT

1) One Inventory Technician reclassified to Fleet Auditor during FY 2007-2008

6) One Equipment Mechanic II reclassified to Mechanic Supervisor FY 12-13

12) O ne Equipment Mechanic II reclassified to Master Mechanic FY 17/18

2) Changed title to Mechanic Supervisor

7) S enior Secretary reclassified to Purchasing Agent FY 12-13

13) P urchasing Technician reclassified to Fleet Auditor FY 17-18

8) I nventory Technician reclassified to Senior Secretary FY 13-14

14) O ne Equipment Mechanic I reclassified to Master Automotive Electrician FY 17-18

9) Two Equipment Mechanic (I &II) positions added FY 14-15

15) O ne Mechanic Supervisor reclassified to a Purchasing Technician FY 18-19

10) F leet Auditor reclassified to Fleet Services Coordinator FY 2011

16) O ne Senior Secretary reclassified to Purchasing Tech FY 20-21

11) 1 Vehicle Services Manager added, reclassified from SW Residential Equip. Op #22 FY 16-17

17) O ne Equipment Mechanic I added FY 20-21; position was originally an Equipment Servicer temp only position

3) Changed one position to Mechanic Supervisor 4) When Pay Plan Adjustments were made Job title was changed from Fleet Administrator to Vehicle Equipment Services manager Jan 2010 5) 1 Equipment Mechanic II eliminated FY 12-13 *Employees in Equipment Mechanic I, Equipment Mechanic II, Equipment Servicer and Master Mechanic positions are on a Career Ladder program and may advance depending on their skill level. Note: prior budget book numbers off due to step system

186 | Other Funds

RISK

FUND (650) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Reserved for Workers Comp.

$1,650,470

$2,987,701

$3,287,410

Reserved Property/Liability

550,157

995,900

1,095,803

2,200,627

3,983,601

4,383,213

Distributed Interest

160,395

85,000

231,572

85,000

Special Event Policy

13,350

15,500

22,436

31,000

BEGINNING FUND BALANCE / WORKING CAPITAL REVENUES

Unemployment / Disability Premiums

113,594

113,450

122,429

122,830

Property and Liability Premiums

1,801,748

2,199,704

2,202,903

2,422,631

Workers Comp Premiums

2,157,367

1,062,746

1,673,479

2,118,110

ARPA Reimbursement TOTAL REVENUES

29,895

4,276,349

3,476,400

4,252,819

4,779,571

220,117

225,040

236,289

241,415

EXPENDITURES Employee Cost Unemployment / Disability Property and Liability Workers Comp Contingency

224,019

231,693

236,109

231,261

1,706,684

2,178,712

2,219,410

2,338,183

342,555

917,287

661,399

825,300

500,000

1,000,000

2,493,375

4,052,732

3,853,207

4,636,159

1,880

Reserved for Workers Comp.

2,987,701

2,556,862

3,287,410

3,394,969

Reserved Property/Liability

995,900

852,287

1,095,803

1,131,656

ENDING FUND BALANCE / WORKING CAPITAL

$3,983,601

$3,409,149

$4,383,213

$4,526,625

TOTAL EXPENDITURES Transfer Out Productivity Fund (639)

SERVICE POINT EXPENDITURES – CLAIMS Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

200,217 2,281,822 10,888 2,492,927

197,539 3,340,667 514,526 4,052,732

208,786 3,129,893 514,528 3,853,207

211,375 3,408,219 1,016,565 4,636,159

187 | Other Funds

RISK FUND (650) CONTINUED

SERVICE POINT EMPLOYEES – RISK FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

7, 11) Managing Director of Administration

Risk Tech

TOTAL FULL-TIME

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

9) Risk Manager

TOTAL PART-TIME

TOTAL DEPARTMENT

PART-TIME POSITIONS

1) Data Management position transferred from Police Department to Risk and title changed to Loss Control Technician during FY 2009-2010

5) S upport Services Technician I moved from Legal to Risk FY 2010-2011

8) H R/Risk Specialist transferred to HR/Risk from Finance as Senior Benefit Specialist FY 12-13

2) 2 5% of HR Director moved from CMO FY 2010/2011

6) Assistant City Attorney moved from Risk to Legal FY 2011-2012 & 2012-2013

9) Risk Analyst PT (Loss Tech) reclassified to Risk Manager FY 14-15

3) Risk Analyst downgraded to Legal/Risk/City Clerk Secretary FY 2009-2010

7) H uman Resource Director reclassified to Managing Director of Administration FY 2011-2012

10 ) Risk Tech added FY 14-15 (position transferred from Library to HR/Risk)

4) Legal/Risk/City Clerk Secretary moved to Legal FY 2010-2011

7) M anaging Director of Administration 60 % paid by HR FY 15-16

11) M anaging Director of Administrative Services reclassified to Director of Organizational Development FY 20-21 salary split 60% HR & 40% Risk

188 | Other Funds

EMPLOYEE BENEFITS F U N D ( 6 61 )

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

$2,470,886

$3,401,265

$4,165,788

Health Benefits

15,248,273

15,941,084

15,575,000

15,731,296

Dental Benefits

423,949

435,988

401,070

435,988

Life Insurance

275,261

221,275

300,936

296,210

Other Benefits

724,115

514,086

653,098

688,694

Interest Earnings

130,173

26,339

188,015

100,000

ARPA Funds

38,383

16,840,154

17,138,772

17,118,119

17,252,188

Health Benefits

14,864,515

15,875,039

15,227,100

16,855,231

Dental Benefits

490,905

529,708

516,687

572,491

Life Insurance

279,031

312,000

298,112

312,000

Other Benefits

24,748

27,506

17,930

27,506

Affordable Care Act

5,905

6,789

5,316

5,317

Special Services

44,634

74,572

73,017

74,572

2,000

2,286

3,000

104,892

125,549

120,495

143,051

BEGINNING FUND BALANCE REVENUES

TOTAL REVENUES EXPENDITURES

Travel and Training Benefit Analyst Vision Insurance

95,145

89,983

92,653

94,000

15,909,775

17,043,146

16,353,596

18,087,168

Transfer In

(Transfer Out)

$3,401,265

$3,496,891

$4,165,788

$3,330,808

TOTAL EXPENDITURES

ENDING FUND BALANCE

189 | Other Funds

EMPLOYEE BENEFITS F U N D ( 6 61 ) C O N T I N U E D STATEMENT OF REVENUES Fiscal Year 2025-2026

Interest Earnings Employee Assistance Program Section 125 Forfeiture

ACTUALS 2023-2024 $130,173

AMENDED BUDGET 2024-2025 $26,339

PROJECTED 2024-2025 $188,015

BUDGET 2025-2026 $100,000

5,949

26,196

5,949

26,196

Health Benefits Paid by City

12,822,713

12,587,438

13,070,912

13,191,575

Health Benefits paid by employee

2,425,560

3,353,646

2,504,088

2,539,721

5,066

469

Dental Benefits paid by employees

282,769

291,305

284,166

291,305

Dental Benefits paid by City

141,180

144,683

116,904

144,683

7,867

8,210

7,422

8,210

Life Insurance Premium paid by employees

267,394

213,065

293,514

288,000

Miscellaneous Income - Rebates

594,680

400,000

385,276

480,000

Vidion Insurance

74,638

87,890

74,078

87,890

Stop loss Reimbursement

43,782

187,326

94,608

ARPA Funds

38,383

$16,840,154

$17,138,772

$17,118,119

$17,252,188

COBRA Premiums

Life Insurance Premiums paid by City

TOTAL REVENUES

STATEMENT OF EXPENDITURES Fiscal Year 2025-2026

Benefit Analyst Life Insurance Premiums

ACTUALS 2023-2024 $104,892

AMENDED BUDGET 2024-2025 $125,549

PROJECTED 2024-2025 $120,495

BUDGET 2025-2026 $143,051

279,031

312,000

298,112

312,000

Affordable Care Act

5,905

6,789

5,316

5,317

Special Services

44,634

74,572

73,017

74,572

Travel and Training Employee Assistance Program Fees HSA Contribution

2,000

2,286

3,000

24,748

27,506

17,930

27,506

1,000

40,000

3,500

40,000

Health Claim Payments

10,160,985

9,803,572

10,210,398

10,735,358

Rx Claims

3,481,810

4,641,046

3,670,893

4,528,208

Dental Administrative Fees

17,430

21,898

16,085

19,056

Dental Claim

473,475

507,810

500,602

553,435

Health Admin Fees

384,201

410,222

449,494

467,571

Health Stop loss

836,519

980,199

892,815

1,084,094

Vision Insurance

95,145

89,983

92,653

94,000

Premium Rebate TOTAL EXPENDITURES

$15,909,775

$17,043,146

$16,353,596

$18,087,168

190 | Other Funds

RETIREE BENEFITS F U N D ( 761 )

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

$78,920

$78,918

$84,790

Health Benefits

2,522,953

3,135,541

2,763,708

2,740,219

Dental Benefits

98,368

89,990

66,641

89,990

603

2,621,321

3,225,531

2,830,952

2,830,209

Health Benefits

2,306,240

2,890,769

2,525,333

2,476,461

Dental Benefits

215,954

191,582

208,484

222,159

Life Insurance

29,619

36,571

27,185

36,571

Special Services

23,604

46,470

27,010

31,770

Benefit Analyst

45,400

53,756

36,051

61,210

BEGINNING FUND BALANCE/ RESERVED FOR COMMITMENTS REVENUES

Interest Earnings TOTAL REVENUES EXPENDITURES

Affordable Care Act TOTAL EXPENDITURES

506

511

1,017

511

2,621,323

3,219,659

2,825,080

2,828,682

$78,918

$84,790

$86,317

Transfer In (Transfer Out) ENDING FUND BALANCE/ RESERVED FOR COMMITMENTS

191 | Other Funds

RETIREE BENEFITS

F U N D ( 761 ) C O N T I N U E D STATEMENT OF REVENUES Fiscal Year 2025-2026

ACTUALS 2023-2024 $-

AMENDED BUDGET 2024-2025 $-

PROJECTED 2024-2025 $603

BUDGET 2025-2026 $-

Retiree Health Premium

361,803

237,246

284,814

248,953

Retiree Medicare Supplemental Ins Premiums

555,085

476,134

496,963

499,942

Retiree Dental Premium

98,368

89,990

66,641

89,990

Interest Earnings

Health Stop Loss PARS Trust Fund Reimbursement TOTAL REVENUES

1,606,065

2,422,161

1,981,931

1,991,324

$2,621,321

$3,225,531

$2,830,952

$2,830,209

STATEMENT OF EXPENDITURES Fiscal Year 2025-2026

Life Insurance

ACTUALS 2023-2024 $29,619

AMENDED BUDGET 2024-2025 $36,571

PROJECTED 2024-2025 $27,185

BUDGET 2025-2026 $36,571

Benefit Analyst

45,400

53,756

36,051

61,210

Special Services

23,604

46,470

27,010

31,770

Medicare Supplement

937,565

1,001,394

1,036,170

1,031,435

Health Claim Payments

782,382

1,236,794

884,777

713,046

Rx Claims

436,084

492,828

455,569

513,792

9,035

8,430

8,302

9,035

Dental Claim

206,919

183,152

200,182

213,124

Health Admin Fees

58,657

54,185

56,755

65,657

Health Stop loss

91,548

105,568

92,062

152,531

Dental Administrative Fees

Affordable Care Act TOTAL EXPENDITURES

506

511

1,017

511

$2,621,319

$3,219,659

$2,825,080

$2,828,682

192 | Other Funds

PROPERTIES & FACILITIES MANAGEMENT FUND (663)

rovide reliable and cost-effective repair and maintenance services to all City Departments as scheduled or requested. Facilities Management functions include HVAC (heating, ventilation and air conditioning); roof maintenance; many various repair, maintenance, or contract items as required; and mail/courier services citywide. The Property and Facility Supervisor provides oversight for facilities, personnel, vendors, and contractors who provide these services and support for building projects.

ACCOMPLISHMENTS FOR 2024-2025

• Provided project support to all City departments by assisting with maintenance, repairs, and facility-related initiatives as requested. • Maintained general facility and infrastructure operations to ensure safety, functionality, and efficiency across City properties. • Sustained citywide service contracts for essential maintenance, supplies, and operations to support consistent and reliable service delivery.

GOALS FOR 2025-2026

• Maintain General Maintenance for the following facilities to ensure operational efficiency and safety: • Center for Healthy Living

• Tyler Development Center (TDC) • Tyler Metro • Mail and package distribution citywide • Maintain and oversee Citywide Contracts, including: • Door Control Services (ADA compliance) • Elevator Services • Fire Extinguishers • HVAC Filter Services • HVAC Replacement • Anticipate replacement of 175 tons of HVAC systems at an estimated cost of $175,000 • HVAC Maintenance • HVAC Water Treatment • Janitorial Services (Downtown Campus Expansion) • Pest Control • Roof Maintenance • Inspect, maintain, and repair 693,573 square feet of roof area at an estimated cost of $83,519

• City Hall

• Total anticipated/scheduled repair or maintenance visits: 145

• City Storage Building

• Roof Replacement

• City University

• Replace or restore 14,890 square feet of roof area at an estimated cost of $481,000

• Finance Department

• Total roofs scheduled: 2

193 | Other Funds

PROPERTIES & FACILITIES

MANAGEMENT FUND (663) CONTINUED STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

Roof Replacement Reserve

$480,288

$677,863

$473,185

Tourism Roof Replacement & HVAC

617,022

642,022

667,022

Unreserved Fund Balance

(85,333)

(260,660)

(611,241)

1,011,977

1,059,225

528,966

18,000

54,793

12,000

59,033

50,000

BEGINNING FUND BALANCE / WORKING CAPITAL REVENUES Miscellaneous Rental Income Miscellaneous Income Interest Earnings Roof Maintenance

79,372

80,674

82,674

83,520

Roof Replacement

236,952

260,541

236,952

312,541

HVAC Maintenance

407,903

344,898

354,898

372,483

TOTAL REVENUES

797,020

716,113

751,557

836,544

Employee Costs

213,221

203,956

216,263

213,265

Property and Facility Maintenance

214,447

280,512

275,899

261,980

EXPENDITURES

Health District

8,964

9,200

5,627

9,200

HVAC Maintenance

366,565

434,897

438,126

372,485

HVAC Replacement

55,437

55,000

49,207

75,000

Roof Maintenance

86,884

88,090

68,646

83,519

Roof Replacement

31,865

463,816

455,658

481,000

TOTAL EXPENDITURES

977,383

1,535,471

1,509,426

1,496,449

Transfer In

227,611

227,610

244,028

101,305

109,514

Hotel Tax Fund (211)

25,000

Water Utilities Fund (502)

50,653

50,652

54,757

Solid Waste Fund (560)

50,653

54,757

Productivity Fund (639)

Roof Replacement Reserve

677,863

609,365

473,185

304,727

General Fund (101) Development Services (202)

PEG Fund (236) (Transfer Out)

Tourism Roof Replacement & HVAC

642,022

667,022

692,022

Unreserved Fund Balance

(260,660)

(808,909)

(611,241)

(883,660)

ENDING FUND BALANCE / WORKING CAPITAL

$1,059,225

$467,478

$528,966

$113,089

194 | Other Funds

SERVICE POINT EXPENDITURES – GENERAL SERVICES FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

213,221 84,271 20,157 110,019 427,668

205,456 98,771 7,425 174,316 485,968

216,263 86,291 24,777 164,831 492,162

212,265 99,324 48,214 114,442 474,245

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – HEALTH DISTRICT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

8,964 8,964

9,200 9,200

5,627 5,627

9,200 9,200

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – HVAC MAINTENANCE & REPLACEMENT FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

366,565 55,437 422,002

434,897 55,000 489,897

438,126 49,207 487,333

372,485 75,000 447,485

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EXPENDITURES – ROOF MAINTENANCE FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

118,749 118,749

551,906 551,906

524,304 524,304

564,519 564,519

Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

SERVICE POINT EMPLOYEES – FACILITIES FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

6) City Engineer

Building Services Technician

Building Service Supervisor

TOTAL DEPARTMENT

1) Position transferred from Engineering during FY 2008-2009

4) A /C Mechanic frozen FY 2010-2011 and 2011-2012 (unfunded)

2) T itle changed from Survey Crew Member to City Courier during FY 2009-2010

5) A /C Mechanic transferred to Fire in FY 2011-2012 for Full-Time Lean Sigma Black Belt

3) Position upgraded to Building Service Supervisor

6) City Engineer 75% paid by Engineering FY 2015-2016

195 | Other Funds

7) C apital Improvements Project Manager reclassified to City Engineer FY 17-18; 100% of salary paid by Engineering

TECHNOLOGY F U N D ( 67 1 )

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024 2,799,558

AMENDED BUDGET 2024-2025 3,715,292

PROJECTED 2024-2025 3,715,292

BUDGET 2025-2026 3,253,112

24,684

30,275

25,013

30,275

REVENUES Rental Income Interest Earning

172,640

75,000

175,477

120,000

Technology Charges

5,860,439

6,264,430

6,277,884

7,157,631

Miscellaneous Income

251,649

331,743

338,583

TOTAL REVENUES

6,309,412

6,701,448

6,478,374

7,646,489

Administration

1,741,492

1,908,104

1,881,112

2,014,255

Technology Costs

4,959,186

7,663,342

6,266,442

9,378,213

EXPENDITURES

Contingency

293,000

TOTAL EXPENDITURES

6,700,678

9,864,446

8,147,554

11,392,468

Transfer In

1,307,000

1,207,000

857,000

General Fund (101)

450,000

350,000

Water Utilities Fund (502)

450,000

Solid Waste Fund (560)

250,000

Tourism & Convention Fund (219)

20,000

Airport Operating Fund (524)

37,000

Fleet Maintenance & Replacement Fund (640)

100,000

Transfer Out

Productivity Fund (639)

ENDING FUND BALANCE

3,715,292

1,759,294

3,253,112

364,133

196 | Other Funds

SERVICE POINT EXPENDITURES – IT ADMINISTRATION Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,706,651 21,922 2,137 10,782 1,741,492

1,775,864 42,020 450 80,256 9,514 1,908,104

1,840,074 22,216 336 3,862 14,624 1,881,112

1,883,100 41,790 450 80,256 8,659 2,014,255

SERVICE POINT EXPENDITURES – COMPUTER SERVICES Salaries and Benefits Supplies and Services Sundry Utilities Maintenance Capital Outlay TOTAL

FY 2023-2024 ACTUAL EXPENDITURES

FY 2024-2025 BUDGET APPROPRIATIONS

FY 2024-2025 PROJECTED EXPENDITURES

FY 2025-2026 BUDGET APPROPRIATIONS

1,705,983 145,683 3,041,586 63,000 4,956,252

2,862,094 293,000 249,867 4,443,406 107,975 7,956,342

2,582,150 160,107 3,416,210 107,975 6,266,442

2,734,955 249,867 5,008,391 1,385,000 9,378,213

197 | Other Funds

TECHNOLOGY FUND (671) CONTINUED

SERVICE POINT EMPLOYEES – IT FULL-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

Chief Information Officer

4) Administrative Assistant

10) IT Specialist I

5) IT Specialist II

7) Advanced IT Specialist II

IT Specialist III

IT Support Specialist I

1, 2, 3, 6) Advanced IT Specialist III

2, 8) IT Specialist IV

3, 6) Advanced IT Specialist III Supervisor*

IT Specialist IV Supervisor

TOTAL FULL-TIME

PART-TIME POSITIONS

2021-2022

2022-2023

2023-2024

2024-2025

2025-2026

9) IT Help Desk Technician

TOTAL PART-TIME TOTAL DEPARTMENT

*Employees in IT Specialist I through Advanced IT Specialist III positions are on a Career Ladder program and may advance depending on their skill level. Career Ladder implemented during FY 2007-2008 1) Senior Clerk position transferred from Human Resource to create Advanced IT Specialist III for launch of Share Point 2) 1 Advanced IT Specialist III upgraded to IT Specialist IV during FY 2010-2011 * 1 Advanced IT Specialist III Supervisor acting as full-time Lean Sigma Black Belt 3) 2 Advanced IT Specialist III’s changed to Advanced IT Specialist III Supervisor FY 12-13 4) Administrative Assistant reclassified to IT Support Specialist I FY 15-16

5) I T Specialist II reclassified to IT Specialist IV FY 14-15 6) Advanced IT Specialist III Supervisor reclassified to Advanced IT Specialist III FY 14-15 7) O ne new Advanced IT Specialist II added FY 17/18. Error located FY 17-18 IT Specialist IV Supervisor not reflected from FY14-15 8) One IT Specialist IV added FY 18-19 9) One IT Help Desk Technician added FY 20-21 10) O ne IT Help Desk Technician converted from part-time to full time FY 21-22

198 | Other Funds

COMBINED DEBT SERVICES

GO BOND PROGRAM SUMMARY

As of October 1, 2025, the City has no outstanding general obligation tax-supported debt.

MAXIMUM DEBT LIMIT

The City of Tyler Charter limits the bonded debt to 10 percent of assessed value. Accordingly, the City’s tax margin for the year ended Sept. 30, 2025 was: Total Assessed Value

$14,175,926,144

Debit Limit

$1,417,592,614

Amount of Debt Applicable to Debit Limit: General Obligation Bonded Debt

Less: Debit Service Fund Balance

Net Bonded Debt:

BOND RATING FOR TAX DEBT

The following is the City’s Bond rating for the current tax-supported debt: Moody’s

Aa2

Standard and Poor’s

AAA

REVENUE BOND PROGRAM SUMMARY

As of October 1, 2025, the City of Tyler had a total bonded debt of $227,115,000. This amount is comprised of bonds secured by water and sewer revenues totaling $218,475,000, airport customer facility revenue bonds totaling $290,000, and hotel revenue bonds totaling $8,350,000.

BOND RATING FOR REVENUE DEBT

The following is the City’s bond rating for the current revenuesupported debt for water and sewer: Moody’s

Aa2

Standard and Poor’s

AAA

Standard and Poor’s (Senior Lien Debt)

AAA2

200 | Combined Debt Service

CUSTOMER FACILITY CHARGE REVENUE BONDS SERIES 2013

Fiscal Year 2025-2026

2026

INTEREST MAR. 1 5,452

INTEREST SEPT. 1 5,452

PRINCIPAL SEPT. 1 95,000

TOTAL PRIN. & INT. 105,904

BOND BALANCE. 195,000

2027

3,666

95,000

102,332

100,000 -

YEAR ENDING SEPT. 30

2028

1,880

100,000

103,760

TOTAL

$10,998

$290,000

$311,996

Note: Debt Service is part of Fund 524 Interest Rate 3.76%

HOT DEBT SERVICE FUND (302)

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

5,163

3,763

2,363

REVENUES Misc Income Interest Earnings

TOTAL REVENUES

1,400

Interest Payments

353,600

344,000

334,000

Principal Payments

240,000

250,000

260,000

TOTAL EXPENDITURES

595,000

594,000

595,400

593,600

594,000

595,400

593,600

594,000

595,400

3,763

2,363

EXPENDITURES Paying Agent/Arbit Fees

Transfer In HOT Series 2021 Fund (402) Hotel Tax Fund (211) ENDING FUND BALANCE

201 | Combined Debt Service

HOTEL OCCUPANCY TA X R E V E N U E B O N D S SERIES 2021

Fiscal Year 2025-2026

2026

INTEREST MAR. 1 167,000

INTEREST SEPT. 1 167,000

PRINCIPAL SEPT. 1 260,000

TOTAL PRIN. & INT. 594,000

BOND BALANCE. 8,090,000

2027

161,800

270,000

593,600

7,820,000

2028

156,400

285,000

597,800

7,535,000

2029

150,700

295,000

596,400

7,240,000

2030

144,800

305,000

594,600

6,935,000

2031

138,700

320,000

597,400

6,615,000

2032

132,300

330,000

594,600

6,285,000

2033

125,700

345,000

596,400

5,940,000

2034

118,800

360,000

597,600

5,580,000

2035

111,600

370,000

593,200

5,210,000

2036

104,200

385,000

593,400

4,825,000

2037

96,500

400,000

593,000

4,425,000

2038

88,500

420,000

597,000

4,005,000

2039

80,100

435,000

595,200

3,570,000

2040

71,400

450,000

592,800

3,120,000

2041

62,400

470,000

594,800

2,650,000

2042

53,000

490,000

596,000

2,160,000

2043

43,200

510,000

596,400

1,650,000

2044

33,000

530,000

596,000

1,120,000

2045

22,400

550,000

594,800

570,000 -

YEAR ENDING SEPT. 30

2046 TOTAL

11,400

570,000

592,800

$2,073,900

$8,350,000

$12,497,800

202 | Combined Debt Service

UTILITIES DEBT

SERVICE FUND (504) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024 1,249,401

AMENDED BUDGET 2024-2025 2,336,062

PROJECTED 2024-2025 2,336,062

BUDGET 2025-2026 3,764,505

337,643

75,000

326,510

275,000

REVENUES Interest Earnings Miscellaneous Income Regulatory Compliance Fee

8,456,798

8,780,841

8,581,482

11,417,689

TOTAL REVENUES

8,794,441

8,855,841

8,907,992

11,692,689

EXPENDITURES Series 2012 Interest

13,306

7,175

Series 2012 Principal

130,000

140,000

Series 2015 A Interest

248,200

230,000

Series 2015 A Principal

255,000

275,000

Series 2015 B Interest

451,850

314,500

Series 2015 B Principal

1,490,000

1,630,000

Series 2017A Interest

86,150

69,800

Series 2017A Principal

270,000

285,000

Series 2017B Interest

250,925

Series 2017B Principal

Series 2018A Interest

272,000

246,400

Series 2018A Principal

360,000

385,000

Series 2018B Interest

145,800

90,000

Series 2018B Principal

915,000

970,000

Series 2019 Interest

584,069

584,071

537,819

Series 2019 Principal

450,000

450,001

495,000

Series 2020 Interest

97,150

82,950

68,550

Series 2020 Principal

710,000

710,001

740,000

Series 2021 Interest

690,262

667,063

642,863

Series 2021 Principal

580,000

605,000

630,000

Series 2022 Interest

1,287,800

1,244,300

1,207,700

Series 2022 Principal

870,000

915,000

950,000

Series 2023 Interest

2,300,531

3,029,000

2,980,250

Series 2023 Principal

1,925,000

975,000

1,030,000

Series 2025 Interest

2,513,772

Series 2025 Principal Fiscal Agent Fees/Special Services TOTAL EXPENDITURES Transfer In Water Utilities Fund (502) Transfer Out Water Utilities Fund (502) ENDING FUND BALANCE

365,000

10,805

15,000

14,393,848

14,165,617

17,069,753

6,686,068

5,584,310

6,686,068

5,584,310

2,336,062

3,712,354

3,764,505

3,971,751

203 | Combined Debt Service

UTILITIES DEBT

RESERVE FUND (505) STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN WORKING CAPITAL Fiscal Year 2025-2026

BEGINNING FUND BALANCE

ACTUALS 2023-2024

AMENDED BUDGET 2024-2025

PROJECTED 2024-2025

BUDGET 2025-2026

851,482

10,833

11,296

REVENUES Interest Earnings

9,351

18,000

463

450

TOTAL REVENUES

9,351

18,000

463

450

Special Services

TOTAL EXPENDITURES

Transfer In

EXPENDITURES

Transfer Out

(850,000)

Water Utilities Fund (502)

Utilities Capital Fund (503)

(850,000)

10,833

28,833

11,296

11,746

ENDING FUND BALANCE

204 | Combined Debt Service

WATER & SEWER DEBT R E T I R E M E N T D ATA SERIES 2025-2053 Fiscal Year 2025-2026

2026

INTEREST MAR. 1 4,738,513

INTEREST SEPT. 1 4,421,241

PRINCIPAL SEPT. 1 7,895,000

TOTAL PRIN. & INT. 17,054,753

BOND BALANCE. 210,580,000

2027

4,248,128

8,540,000

17,036,256

202,040,000

2028

4,068,703

8,760,000

16,897,406

193,280,000

2029

3,879,553

8,485,000

16,244,106

184,795,000

2030

3,691,453

8,895,000

16,277,906

175,900,000

2031

3,510,216

7,170,000

14,190,431

168,730,000

2032

3,366,266

7,460,000

14,192,531

161,270,000

2033

3,225,716

7,365,000

13,816,431

153,905,000

2034

3,097,841

7,585,000

13,780,681

146,320,000

2035

2,965,616

6,380,000

12,311,231

139,940,000

2036

2,843,641

6,225,000

11,912,281

133,715,000

2037

2,724,616

6,460,000

11,909,231

127,255,000

2038

2,600,666

6,715,000

11,916,331

120,540,000

2039

2,471,416

6,375,000

11,317,831

114,165,000

2040

2,350,528

6,620,000

11,321,056

107,545,000

2041

2,224,044

6,805,000

11,253,088

100,740,000

2042

2,091,819

6,985,000

11,168,638

93,755,000

2043

1,956,744

7,250,000

11,163,488

86,505,000

2044

1,815,981

7,525,000

11,156,963

78,980,000

2045

1,667,088

7,835,000

11,169,175

71,145,000

2046

1,511,553

8,140,000

11,163,106

63,005,000

2047

1,349,381

8,465,000

11,163,763

54,540,000

2048

1,179,531

8,810,000

11,169,063

45,730,000

2049

1,002,150

9,140,000

11,144,300

36,590,000

2050

817,419

8,410,000

10,044,838

28,180,000

2051

644,413

8,755,000

10,043,825

19,425,000

2052

463,688

7,865,000

8,792,375

11,560,000

2053

289,000

6,210,000

6,788,000

5,350,000

2054

133,750

2,610,000

2,877,500

2,740,000

2055

68,500

2,740,000

2,877,000

$66,997,929

$66,680,656

$218,475,000

$352,153,585

YEAR ENDING SEPT. 30

TOTAL

205 | Combined Debt Service

WATER & SEWER REVENUE BONDS SERIES 2012 YEAR ENDING SEPT. 30 2026

INTEREST MAR. 1 3,588

INTEREST SEPT. 1 3,588

PRINCIPAL SEPT. 1 140,000

TOTAL PRIN. & INT. 147,175

BOND BALANCE. 140,000 -

2027

1,838

140,000

143,675

TOTAL

$5,425

$280,000

$290,850

Interest Rate 2.10%

WATER & SEWER REVENUE REFUNDING BONDS SERIES 2015A INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

115,000

275,000

505,000

5,545,000

2027

110,188

285,000

505,375

5,260,000

2028

105,200

295,000

505,400

4,965,000

2029

99,300

850,000

1,048,600

4,115,000

2030

82,300

2,325,000

2,489,600

1,790,000

2031

35,800

330,000

401,600

1,460,000

2032

29,200

345,000

403,400

1,115,000

2033

22,300

360,000

404,600

755,000

2034

15,100

370,000

400,200

385,000

2035

7,700

385,000

400,400

$622,088

$5,820,000

$7,064,175

YEAR ENDING SEPT. 30

TOTAL Interest Rate 2.93%

SERIES 2015B INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

157,250

1,630,000

1,944,500

4,830,000

2027

116,500

1,710,000

1,943,000

3,120,000

2028

78,000

1,790,000

1,946,000

1,330,000

2029

33,250

1,330,000

1,396,500

TOTAL

$385,000

$6,460,000

$7,230,000

YEAR ENDING SEPT. 30

Interest Rate 2.76%

206 | Combined Debt Service

WATER & SEWER REVENUE BONDS SERIES 2017A INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

34,900

285,000

354,800

1,850,000

2027

29,200

290,000

348,400

1,560,000

2028

23,400

295,000

341,800

1,265,000

2029

18,975

305,000

342,950

960,000

2030

14,400

310,000

338,800

650,000

2031

9,750

320,000

339,500

330,000

2032

4,950

330,000

339,900

$135,575

$2,135,000

$2,406,150

YEAR ENDING SEPT. 30

TOTAL Interest Rate 2.27%

SERIES 2017B INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

125,463

250,925

7,950,000

2027

125,463

250,925

7,950,000

2028

125,463

250,925

7,950,000

2029

125,463

1,220,000

1,470,925

6,730,000

2030

104,113

1,265,000

1,473,225

5,465,000

2031

81,975

1,305,000

1,468,950

4,160,000

2032

62,400

1,345,000

1,469,800

2,815,000

2033

42,225

1,385,000

1,469,450

1,430,000 -

YEAR ENDING SEPT. 30

2034

21,450

1,430,000

1,472,900

TOTAL

$814,013

$7,950,000

$9,578,025

Interest Rate 2.73%

SERIES 2018A INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

123,200

385,000

631,400

5,775,000

2027

115,500

400,000

631,000

5,375,000

2028

107,500

420,000

635,000

4,955,000

2029

99,100

435,000

633,200

4,520,000

2030

90,400

450,000

630,800

4,070,000

2031

81,400

470,000

632,800

3,600,000

2032

72,000

490,000

634,000

3,110,000

2033

62,200

470,000

594,400

2,640,000

2034

52,800

485,000

590,600

2,155,000

2035

43,100

505,000

591,200

1,650,000

2036

33,000

525,000

591,000

1,125,000

2037

22,500

550,000

595,000

575,000 -

YEAR ENDING SEPT. 30

2038

11,500

575,000

598,000

TOTAL

$914,200

$6,160,000

$7,390,400

Interest Rate 2.85%

207 | Combined Debt Service

WATER & SEWER

REVENUE BONDS CONTINUED SERIES 2018B INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

45,000

970,000

1,060,000

2,030,000

2027

30,450

1,000,000

1,060,900

1,030,000

2028

15,450

1,030,000

1,060,900

$90,900

$3,000,000

$3,181,800

YEAR ENDING SEPT. 30

Interest Rate 2.34% TOTAL

208 | Combined Debt Service

SERIES 2019 INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

268,909

495,000

1,032,819

16,835,000

2027

256,534

520,000

1,033,069

16,315,000

2028

243,534

545,000

1,032,069

15,770,000

2029

229,909

575,000

1,034,819

15,195,000

2030

215,534

605,000

1,036,069

14,590,000

2031

209,484

615,000

1,033,969

13,975,000

2032

203,334

630,000

1,036,669

13,345,000

2033

193,884

645,000

1,032,769

12,700,000

2034

184,209

635,000

1,003,419

12,065,000

2035

174,684

655,000

1,004,369

11,410,000

2036

164,859

675,000

1,004,719

10,735,000

2037

154,734

695,000

1,004,469

10,040,000

2038

144,309

715,000

1,003,619

9,325,000

2039

133,584

735,000

1,002,169

8,590,000

2040

124,397

755,000

1,003,794

7,835,000

2041

114,488

775,000

1,003,975

7,060,000

2042

102,863

800,000

1,005,725

6,260,000

2043

92,363

820,000

1,004,725

5,440,000

2044

81,600

840,000

1,003,200

4,600,000

2045

69,000

865,000

1,003,000

3,735,000

2046

56,025

890,000

1,002,050

2,845,000

2047

42,675

920,000

1,005,350

1,925,000

2048

28,875

945,000

1,002,750

980,000

2049

14,700

980,000

1,009,400

$3,504,491

$17,330,000

$24,338,981

YEAR ENDING SEPT. 30

TOTAL Interest Rate 3.45%

SERIES 2020 INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

34,275

740,000

808,550

1,545,000

2027

23,175

760,000

806,350

785,000

2028

11,775

785,000

808,550

TOTAL

$69,225

$2,285,000

$2,423,450

YEAR ENDING SEPT. 30

209 | Combined Debt Service

WATER & SEWER

REVENUE BONDS CONTINUED SERIES 2021 INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

321,431

630,000

1,272,863

24,145,000

2027

305,681

660,000

1,271,363

23,485,000

2028

289,181

695,000

1,273,363

22,790,000

2029

271,806

730,000

1,273,613

22,060,000

2030

253,556

765,000

1,272,113

21,295,000

2031

234,431

805,000

1,273,863

20,490,000

2032

214,306

845,000

1,273,613

19,645,000

2033

205,856

860,000

1,271,713

18,785,000

2034

197,256

880,000

1,274,513

17,905,000

2035

188,456

895,000

1,271,913

17,010,000

2036

179,506

915,000

1,274,013

16,095,000

2037

170,356

930,000

1,270,713

15,165,000

2038

161,056

950,000

1,272,113

14,215,000

2039

151,556

970,000

1,273,113

13,245,000

2040

141,856

990,000

1,273,713

12,255,000

2041

131,956

1,010,000

1,273,913

11,245,000

2042

121,856

1,030,000

1,273,713

10,215,000

2043

111,556

1,050,000

1,273,113

9,165,000

2044

101,056

1,070,000

1,272,113

8,095,000

2045

89,688

1,095,000

1,274,375

7,000,000

2046

78,053

1,115,000

1,271,106

5,885,000

2047

66,206

1,140,000

1,272,413

4,745,000

2048

53,381

1,165,000

1,271,763

3,580,000

2049

40,275

1,165,000

1,245,550

2,415,000

2050

27,169

1,195,000

1,249,338

1,220,000

2051

13,725

1,220,000

1,247,450

$4,121,216

$24,775,000

$33,017,431

YEAR ENDING SEPT. 30

TOTAL

210 | Combined Debt Service

SERIES 2022 INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

603,850

950,000

2,157,700

37,795,000

2027

580,100

995,000

2,155,200

36,800,000

2028

560,200

1,035,000

2,155,400

35,765,000

2029

539,500

1,080,000

2,159,000

34,685,000

2030

517,900

1,120,000

2,155,800

33,565,000

2031

495,500

1,165,000

2,156,000

32,400,000

2032

472,200

1,210,000

2,154,400

31,190,000

2033

448,000

1,260,000

2,156,000

29,930,000

2034

435,400

1,285,000

2,155,800

28,645,000

2035

422,550

1,310,000

2,155,100

27,335,000

2036

402,900

1,350,000

2,155,800

25,985,000

2037

382,650

1,390,000

2,155,300

24,595,000

2038

361,800

1,435,000

2,158,600

23,160,000

2039

340,275

1,475,000

2,155,550

21,685,000

2040

318,150

1,520,000

2,156,300

20,165,000

2041

295,350

1,500,000

2,090,700

18,665,000

2042

272,850

1,460,000

2,005,700

17,205,000

2043

250,950

1,500,000

2,001,900

15,705,000

2044

228,450

1,545,000

2,001,900

14,160,000

2045

205,275

1,595,000

2,005,550

12,565,000

2046

181,350

1,640,000

2,002,700

10,925,000

2047

156,750

1,690,000

2,003,500

9,235,000

2048

131,400

1,740,000

2,002,800

7,495,000

2049

105,300

1,795,000

2,005,600

5,700,000

2050

78,375

1,850,000

2,006,750

3,850,000

2051

52,938

1,900,000

2,005,875

1,950,000 -

YEAR ENDING SEPT. 30

2052 TOTAL

26,813

1,950,000

2,003,625

$8,866,775

$38,745,000

$54,474,925

211 | Combined Debt Service

WATER & SEWER

REVENUE BONDS CONTINUED SERIES 2023 YEAR ENDING SEPT. 30

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

1,490,125

1,030,000

4,010,250

58,575,000

2027

1,464,375

1,080,000

4,008,750

57,495,000

2028

1,437,375

1,135,000

4,009,750

56,360,000

2029

1,409,000

1,190,000

4,008,000

55,170,000

2030

1,379,250

1,245,000

4,003,500

53,925,000

2031

1,348,125

1,310,000

4,006,250

52,615,000

2032

1,315,375

1,375,000

4,005,750

51,240,000

2033

1,281,000

1,450,000

4,012,000

49,790,000

2034

1,244,750

1,515,000

4,004,500

48,275,000

2035

1,206,875

1,595,000

4,008,750

46,680,000

2036

1,167,000

1,675,000

4,009,000

45,005,000

2037

1,125,125

1,755,000

4,005,250

43,250,000

2038

1,081,250

1,845,000

4,007,500

41,405,000

2039

1,035,125

1,940,000

4,010,250

39,465,000

2040

986,625

2,035,000

4,008,250

37,430,000

2041

935,750

2,135,000

4,006,500

35,295,000

2042

882,375

2,240,000

4,004,750

33,055,000

2043

826,375

2,355,000

4,007,750

30,700,000

2044

767,500

2,470,000

4,005,000

28,230,000

2045

705,750

2,600,000

4,011,500

25,630,000

2046

640,750

2,730,000

4,011,500

22,900,000

2047

572,500

2,860,000

4,005,000

20,040,000

2048

501,000

3,010,000

4,012,000

17,030,000

2049

425,750

3,155,000

4,006,500

13,875,000

2050

346,875

3,220,000

3,913,750

10,655,000

2051

266,375

3,380,000

3,912,750

7,275,000

2052

181,875

3,550,000

3,913,750

3,725,000

2053

93,125

3,725,000

3,911,250

$26,117,375

$59,605,000

$111,839,750

TOTAL

212 | Combined Debt Service

SERIES 2025 YEAR ENDING SEPT. 30

INTEREST MAR. 1

INTEREST SEPT. 1

PRINCIPAL SEPT. 1

TOTAL PRIN. & INT.

BOND BALANCE.

2026

1,415,522

1,098,250

365,000

2,878,772

43,565,000

2027

1,089,125

700,000

2,878,250

42,865,000

2028

1,071,625

735,000

2,878,250

42,130,000

2029

1,053,250

770,000

2,876,500

41,360,000

2030

1,034,000

810,000

2,878,000

40,550,000

2031

1,013,750

850,000

2,877,500

39,700,000

2032

992,500

890,000

2,875,000

38,810,000

2033

970,250

935,000

2,875,500

37,875,000

2034

946,875

985,000

2,878,750

36,890,000

2035

922,250

1,035,000

2,879,500

35,855,000

2036

896,375

1,085,000

2,877,750

34,770,000

2037

869,250

1,140,000

2,878,500

33,630,000

2038

840,750

1,195,000

2,876,500

32,435,000

2039

810,875

1,255,000

2,876,750

31,180,000

2040

779,500

1,320,000

2,879,000

29,860,000

2041

746,500

1,385,000

2,878,000

28,475,000

2042

711,875

1,455,000

2,878,750

27,020,000

2043

675,500

1,525,000

2,876,000

25,495,000

2044

637,375

1,600,000

2,874,750

23,895,000

2045

597,375

1,680,000

2,874,750

22,215,000

2046

555,375

1,765,000

2,875,750

20,450,000

2047

511,250

1,855,000

2,877,500

18,595,000

2048

464,875

1,950,000

2,879,750

16,645,000

2049

416,125

2,045,000

2,877,250

14,600,000

2050

365,000

2,145,000

2,875,000

12,455,000

2051

311,375

2,255,000

2,877,750

10,200,000

2052

255,000

2,365,000

2,875,000

7,835,000

2053

195,875

2,485,000

2,876,750

5,350,000

2054

133,750

2,610,000

2,877,500

2,740,000 -

2055 TOTAL

68,500

2,740,000

2,877,000

$21,351,647

$21,034,375

$43,930,000

$86,316,022

213 | Combined Debt Service

ADOPTING ORDINANCES ORDINANCE NO. O-2025-57

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS, ADOPTING THE BUDGET FOR THE CITY OF TYLER, TEXAS, FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2025, AND ENDING SEPTEMBER 30, 2026; AND AUTHORIZING THE CITY MANAGER TO EXECUTE OUTSIDE CONTRACTS FOR FISCAL YEAR 2025-2026; PROVIDING A SEVERABILITY CLAUSE; AND ESTABLISHING AN EFFECTIVE DATE.. WHEREAS, pursuant to the laws of the State of Texas and the Charter and City Code of the City of Tyler, the City Manager of Tyler prepared a budget covering proposed expenditures for the next fiscal year and caused the same to be published as required by law; and WHEREAS, this 2025-2026 budget will raise more revenue from property taxes than last year's budget by an amount of $1,735,309.00, which is a 5.72% increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $599,833.00; and WHEREAS, a public hearing was held by the City Council of the City of Tyler, Texas, on said proposed budget and

tax rate on August 27, 2025 and September 10, 2025 after compliance with all notice requirements and at which time said budget was fully considered, and interested taxpayers were heard; and WHEREAS, City Council affirms its policy of seeking to maintain a minimum operating reserve (net of transfers and capital expenditures) equal to 15% of the budgeted expenditures for the General Operating Fund, Water Utilities Operating Fund, and the Solid Waste Operating Fund; and WHEREAS, City Council affirms the budget and financial policies that have been approved by ordinances and administrative actions; NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS: PART 1. That the budget summary below originally proposed by the City Manager is hereby approved and appropriated as the Official Annual Budget(s) covering the City of Tyler for and during the fiscal year beginning October I, 2025 and ending September 30, 2026, and expenditures by said City for and during such time shall be on the basis of said budget.

215 | Adopting Documents

ADOPTING ORDINANCES CONTINUED

FUND

OPENING BALANCE

REVENUES

EXPENDITURES

TRANSFERS IN / (TRANSFERS OUT)

CLOSING BALANCE

101 General

14,706,720

100,245,898

95,899,320

-4,346,578

14,706,720

841,868

58,000

1,406,768

595,000

88,100

102 General Capital Projects 103 Street Improvements

125,759

65,000

2,528,590

2,400,856

63,025

202 Development Services

2,886,699

3,110,333

3,312,979

2,684,053

204 Cemeteries Operating

228,771

135,369

603,819

390,000

150,321

205 Police Forfeitures

234,392

56,000

187,000

103,392

206 Park Improvement Fund

57,422

803,119

802,500

58,041

207 Court Special Fees

522,217

488,800

436,662

574,355

208 Economic Development Fund

467,086

16,500

208,750

175,000

449,836

1,490,955

5,507,959

1,694,386

-4,220,400

1,084,128

217 TIF/TIRZ # 4

994,544

801,501

249,009

1,547,036

218 TIF/TIRZ # 3

381,663

295,255

20,000

656,918

219 Tourism and Convention

78,835

1,055,400

4,577,340

3,580,000

136,895

234 Passenger Facility

868,661

225,000

-72,000

1,021,661

235 Rainy Day Fund

7,640,288

355,000

100,000

7,895,288

236 PEG Fee

1,146,278

156,165

710,569

591,874

488

508

1,494,939

12,676,320

12,845,709

1,325,550

829

591,005

591,834

286 Transit System

13,000

4,340,308

5,223,618

916,208

45,898

294 Community Development Grant

196,142

753,501

745,204

204,439

295 Home Grant

608,132

1,138,205

1,145,049

601,288

2,363

595,400

2,363

502 Utilities Operations

15,513,702

65,646,934

45,817,541

-19,514,066

15,829,029

503 Utilities Construction

9,353,410

350,000

14,505,599

13,000,000

8,197,811

504 Utilities Debt Service

3,764,505

11,692,689

17,069,753

5,584,310

3,971,751

211 Hotel Occupancy Tax

274 Homeownership and Housing 276 Housing Assistance 285 MPO

302 HOT Debt Service Fund

505 Utilities Debt Reserve

11,296

450

11,746

524 Airport

1,700,805

1,685,247

1,962,229

52,000

1,475,823

560 Solid Waste

2,305,750

18,759,736

17,203,774

-1,179,757

2,681,955

562 Solid Waste Capital

167,622

25,000

825,000

192,622

575 Storm Water

659,680

3,633,352

3,598,723

694,309

639 Productivity

1,887,740

75,000

1,255,900

300,000

1,006,840

640 Fleet Maintenance/Replacement

4,767,868

19,131,216

19,571,106

-100,000

4,227,978

650 Property and Liability

4,383,213

4,779,571

4,636,159

4,526,625

661 Active Employees Benefits

4,165,788

17,252,188

18,087,168

3,330,808

663 Facilities Maintenance

528,966

836,544

1,496,449

244,028

113,089

671 Technology

3,253,112

7,646,489

11,392,468

857,000

364,133

713 Cemeteries Trust

3,463,115

174,600

-65,000

3,572,715

84,790

2,830,209

2,828,682

86,317

761 Retired Employees Benefits

216 | Adopting Documents

PART 2. The City Manager is authorized to execute contracts and make payments to the following list of entities in the amounts shown; subject to final contract negotiation regarding terms and conditions: ACCOUNT

AGENCY

FUNDING AMOUNT

101-0112-412.05-20

East Texas Council of Governments

101-0112-412.05-37

Center for Healthy Living

$66,500

101-0112-412.06-52

NETPHD (Health District)

$200,000

208-0110-412.06-49

TEDC

$100,000

208-0110-412.06-49

Tyler Metro Chamber

$25,000

208-0110-412.06-49

Hispanic Business Alliance

$25,000

208-0110-412.06-49

Business Education Council

$15,000

211-0180-419.05-30

Sport Tyler

$25,000

211-0180-419.06-18

Texas Rose Festival

$18,000

211-0180-419.06-38

Discovery Place

$20,000

211-0180-419.06-44

East Texas Symphony Orchestra

$45,000

211-0180-419.06-45

Tyler Museum of Art

$20,000

211-0180-419.06-46

County Historical Museum

$10,000

211-0180-419.06-49

Visitors & Convention Bureau

$749,386

211-0180-419.06-70

Caldwell Zoo

$20,000

211-0180-419.06-86

Historic Aviation Museum

$13,000

$16,443

PART 3. That any ordinance, resolution, policy or any provision or section of the Code of the City of Tyler, Texas, as amended, and in conflict herewith, be and the same is hereby repealed to the extent of any conflict. PART 4: Should any section, subsection, sentence, provision, clause or phrase be held to be invalid for any reason, such holding shall not render invalid any other section, subsection, sentence, provision, clause or phrase of this ordinance and same are deemed severable for this purpose. PART 5: This ordinance shall become effective upon approval. PASSED AND APPROVED this the 10th day of September, A.D., 2025.

DON WARREN, MAYOR OF THE CITY OF TYLER, TEXAS

ATTEST:

APPROVED:

CASSANDRA BRAGER, CITY CLERK

DEBORAH G. PULLUM, CITY ATTORNEY

217 | Adopting Documents

ADOPTING ORDINANCES CONTINUED

ORDINANCE NO. O-2025-58

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS, APPROVING THE ASSESSMENT ROLL AND FIXING THE AD V ALO REM TAX RA TE FOR THE CITY OF TYLER, TEXAS, FOR FISCAL YEAR 2025-2026, AND PROVIDING FOR THE ASSESSMENT AND COLLECTION THERE OF AND FOR A LIEN ON REAL AND PERSONAL PROPERTY TO SECURE PAYMENT OF AD VALOREM TAXES; PROVIDING FOR . EXEMPTIONS; PROVIDING A SEVERABILITY CLAUSE; AND ESTABLISHING AN EFFECTIVE DATE. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS: PART 1: The assessment roll for 2025 for the City of Tyler as compiled by Smith County Appraisal District and as amended by the Appraisal Review Board is hereby approved and adopted. PART 2: That there be and there is hereby levied and ordered collected the sum of $0.236452 ad valorem tax on each One Hundred Dollar ($100) valuation of all taxable property,

real, personal and mixed, within the corporate limits of the City of Tyler, Texas, on January 1st of this year, for the following purposes and the following amounts: General Fund maintenance and operations $0.236452 TOTAL TAX RATE PER $100.00 VALUATIONS FOR ALL PURPOSES PART 3: That there be, and are hereby again set out, authorized exemptions as follows: 1. Homestead exemption under 65 - Ten percent (10%) or no less than $5,000. 2. Homestead exemption over 65 - $6,000. 3. H istorical Preservation exemptions as set out in Tyler City Code Sections 10-793 and 10-794. PART 4: Said ad valorem taxes shall be due and payable at the time and in the manner provided by the Tyler City Code, Chapter 2, relating to the payment of ad valorem taxes which said ordinances provide for penalties and interest on delinquent taxes. PART 5: That notice for the public hearings on the proposed budget, property tax rate, and tax revenue increase, on the 27th day of

August 2025 and on the 10th day of September 2025, were given by publication on the 15th day of August 2025 and the 29th day of August 2025. PART 6: THIS TAX RA TE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE RAISED BY 3.5% PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $32.41. PART 7: That any ordinance, resolution, policy or any provision or section of the Code of the City of Tyler, Texas, as amended, and in conflict herewith, be and the same is hereby repealed to the extent of any conflict. PART 8: Should any section, subsection, sentence, provision, clause or phrase be held to be invalid for any reason, such holding shall not render invalid any other section, subsection, sentence, provision, clause or phrase of this ordinance and same are deemed severable for this purpose. PART 9: This ordinance shall become effective upon its approval.

PASSED AND APPROVED this the 10th day of September, A.D., 2025. DON WARREN, MAYOR OF THE CITY OF TYLER, TEXAS

ATTEST:

APPROVED:

CASSANDRA BRAGER, CITY CLERK

DEBORAH G. PULLUM, CITY ATTORNEY

218 | Adopting Documents

ORDINANCE NO. O-2025-59

Sec. 8-74. Rose Garden Center facilities charges.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS, AMENDING CHAPTER 8 "PARKS", CHAPTER 9 "LIBRARY", AND CHAPTER 19 "UTILITIES" OF THE CODE OF ORDINANCES OF THE CITY OF TYLER, TEXAS, BY AMENDING AND UPDATING VARIOUS FEES; PROVIDING A SEVERABILITY CLAUSE; PROVIDING FOR A PENALTY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, various fees for services are established in the City Code; and WHEREAS, it is important for the City Council to update and revise various fees in the City Code; NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF TYLER, TEXAS; PART 1: That Tyler City Code Chapter 8,"Parks", Article V., "Fees", is hereby amended by amending Section 8-74 to read as follows:

a. T he rates and charges for the use of the Rose Garden Center facilities are as provided in this section. All such rates and charges shall be paid in advance. The rates shall be determined in accordance with the following: (0-2005-78, 9-2805) (0-2006-79; 9-13-2006) (0-2007-50; 5/9/07) (Ord. No. 0-2018-69; 9/12/18)(Ord. No. 0-2022-87; 09/14/22) b. N on-Profit - An organization or entity formed for the purpose of serving a purpose of public or mutual benefit other than the pursuit or accumulation of profits, i.e., 501(c)(3)s, schools, religious organizations, governmental organizations, etc. Proof of non-profit status is required. All other entities will be charged for profit rates. c. Rentals prices will include tables and chairs from 8 a.m. - Midnight based on availability.

ROSE GARDEN CENTER DAILY RENTAL RATES

REGULAR RATES

NON-PROFIT RATES (10% OFF)

Entire Facility

$1,750

$1,575

Bluebonnet AND Camellia

$1,200

$1,080

Bluebonnet OR Camellia Room

$700

$630

Rose Room

$500

$450

Women’s Lounge

$75

$67.50

Azalea Room

$50

$45

Atrium

$200

$180

Exhibit Area

$200

$180

Patio

$200

$180

Rose Garden (Wagon Wheel Fountain, Meditation Garden, IDEA Garden or Heritage Garden)

$400

$360

Queen’s Court

$500

$450

Bag of Ice

City Cost

Garden Chairs

$1 each

$.90 each

Stages (8x4)

$20 each

$18 each

Damage Deposit (variable, refundable)

$500 - $2000

Building Maintenance Fee (if alcohol is being served)

$500

$250

Additional Set Up / Reset Fee

$50-$500 per reset

Additional Hours

$200/hour

$180/hour

Storage Fee

$100-$1,000/day

Catering Fee

10% of total invoice

Food Truck/Trailer Permit

$50

219 | Adopting Documents

ADOPTING ORDINANCES CONTINUED

Additional Fees may be applied to rental contracts if applicable. These fees will be discussed and reviewed on a caseby-case basis: 1. A building maintenance fee of up to $500 will be charged to events serving alcohol and up to $250 for non-profit events serving alcohol. This will be based on the number of people attending the event. 2. Clients must maintain approved layouts during their event and return the facility in the same or better condition. All event items including rentals, decor, food, and trash must be removed by the end of the contract. No items may be stored at the facility outside of contracted hours. The following fees may apply:

a. C lients must submit their event layout for approval at least fourteen (14) days before the event start date. The initial layout setup is included in the rental cost. Any changes or resets during the event may incur a fee of $50 - $500 per reset, depending on complexity, staff required, and time needed.

b. A storage fee of $100 - $1,000 per day may apply for items left at the facility outside of contracted hours. The fee will depend on the amount, size, and nature of the items and the facility's booking schedule.

c. A cleaning fee of$100 - $1,000 may be charged if the facility is left with excessive trash, decorations, or other waste. The fee is based on the severity of the mess and the amount of time required to clean. Any damage to the facility will result in additional charges, as outlined in the contract.

(0-2005-78, 9-28-05) (0-2006-79; 9-13-2006) (0-2007-50; 5/9/07) (Ord. No. 0-2014-86; 9/24/14) (Ord. No. 0-2015-91; 9/22/15) (Ord. No. 0-2018-69; 9/12/18)(0rd. No. 0-2022-87; 09/14/22) (Ord. No. 0-2025-39; 7/9/25) (Ord. No. 0-2025-59; 9/10/2025) PART 2: That Tyler City Code Chapter 19, "Utilities", Article III., "Water & Sewer Service", Division C., "Rates", is hereby amended by amending Section 19-69 to read as follows: Sec. 19-69 Regulatory Compliance Fee. Upon each active water and sewer account there is imposed a monthly Regulatory Compliance Fee surcharge. Revenues from this surcharge shall be used to assist in paying debt service resulting from the issuance of new debt to fulfill regulatory compliance from unfunded mandates. This surcharge shall be based on the pro-rated cost of said debt applicable to each account. The initial fee and any adjustments to the fee shall be approved by City Council. EFFECTIVE DATE

INSIDE CITY

OUTSIDE CITY

October 1, 2025

$22.94

January 1, 2026

$26.17

26.17

(Ord. No. 0-2017-77; 9/13/17)(0rd. No. 0-2018-69; 9/12/18)(0rd. No. 0-2019-80; 9/25/19)(0rd. No. 0-2021-91; 9/22/21) (0rd. No. 0-2022-87; 9/14/22)(0rd. No. 0-2023-85;9/13/23) (Ord. No. 0-2025-59;9/ 10/25)

220 | Adopting Documents

PART 3: That Tyler City Code Chapter 9, "Library", Section 1., "Fees", is hereby amended by adding a new subsection d. to Section 9-1, titled, "Taylor Auditorium Fees", to read as follows: d. Taylor Auditorium Fees TAYLOR AUDITORIUM RENTAL FEES

REGULAR RATES

NON-PROFIT RATES

Auditorium (2 hour minimum) • I ncludes Tables and Chairs when applicable • I ncludes utilization of Library sound and audio equipment • Includes access to kitchenette

$100 per hour ($200 minimum)

$50 per hour ($100minimum)

Tablecloths

$5 each

Popcorn Machine

$50 per event

Cotton Candy Machine

$50 per event

Library Staff setup and teardown for event

$30 per event

Additional Services

(Ord. No. 0-2025-59; 9/10/2025) PART 4: That if any provision or any section of this ordinance shall be held to be void or unconstitutional, such holding shall in no way affect the validity of the remaining provisions or sections of this ordinance, which shall remain in full force and effect. PART 5: That any person, firm, or corporation violating any of the provisions of this ordinance shall be deemed guilty of a misdemeanor, and upon conviction thereof, shall be punished by a fine as provided in Section 1-4 of the Tyler Code. Each day such violation shall continue, or be permitted to continue, shall be deemed a separate offense. Since this ordinance has a penalty for violation, it shall not become effective until its publication in the newspaper as provided by Section 85 of the Charter of the City of Tyler, Texas, or later. The effective date of this Ordinance shall be October 1, 2025. PASSED AND APPROVED this the 10th day of September, A.D., 2025.

DON WARREN, MAYOR OF THE CITY OF TYLER, TEXAS

ATTEST:

APPROVED:

CASSANDRA BRAGER, CITY CLERK

DEBORAH G. PULLUM, CITY ATTORNEY

221 | Adopting Documents

ADOPTING ORDINANCES CONTINUED

222 | Adopting Documents

223 | Adopting Documents

ADOPTING ORDINANCES CONTINUED

224 | Adopting Documents

225 | Adopting Documents

ADOPTING ORDINANCES CONTINUED

226 | Adopting Documents

227 | Adopting Documents

ADOPTING ORDINANCES CONTINUED

228 | Adopting Documents

229 | Adopting Documents

ADOPTING ORDINANCES CONTINUED

230 | Adopting Documents

231 | Adopting Documents

CITY OF TYLER GLOSSARY

Accounts Payable – A liability account reflecting amount of open accounts owing to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable – An asset account reflecting amounts owing to open accounts from private persons or organizations for goods or services furnished by a government. Accrual Accounting – Recognition of the financial effects of transactions, events and circumstances in the period(s) when they occur regardless of when the cash is received or paid. Ad Valorem – Latin for “value of.” Refers to the tax assessed against real (land and building) and personal (equipment and furniture) property. ADA – Americans with Disability Act Amortization – Payment of principal plus interest over a fixed period of time. Appropriation – A legal authorization granted by a legislative body (City Council) to make expenditures and incur obligation for designated purposes. ARFF – Aircraft Rescue and Fire Fighting Assessed Valuation – A valuation set upon real estate or other property by a government as a basis for levying taxes.

Balance Sheet – The basic financial statement, which discloses the assets, liabilities and equities of an entity at a specific date in conformity

with Generally Accepted Accounting Principles (GAAP). Balanced Budget – Annual financial plan in which expenses do not exceed revenues and carry-over fund balance. BAS – Boundary and Annexation Survey Bond – A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s). Budget – A plan of financial operation embodying an estimate of proposed expenditures for any given period and the proposed means of financing them.

Capital Outlays – Expenditures which result in the acquisition of or addition to fixed assets which are individually priced at more than $3,000 and have an expected life longer than two years. CAFR – City’s Comprehensive Annual Financial Report CCNS – Certificate of Convenience and Necessity CDARS – Certificate of Deposit Account Registry Service CDBG – Community Development Block Grant CHDO – Community Housing Development Organization CIP – Construction in Progress COBRA – Consolidated Omnibus Budget Reconciliation Act COPS – Community Oriented Policing Services Cost – The amount of money or other consideration exchanged for

233 | Glossary & Notes

property or services. Costs may be incurred even before the money is paid; that is, as soon as liability is incurred. Ultimately, however, money or other consideration must be given in exchange. Current Assets – Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Those assets which will be used up or converted into cash within one year. Some examples are cash, temporary investments and taxes receivable which will be collected within one year. Current Liabilities – Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded within one year.

DADS – Texas Department of Aging and Disability Services DEA – Drug Enforcement Administration Debt Service/Lease – A cost category which typically reflects the repayment of short-term (less than five years) debt associated with the acquisition of capital equipment. This category also includes department contribution to the Capital Replacement Fund. Delinquent Taxes – Taxes remaining unpaid on or after the date on which a penalty for nonpayment is attached. Depreciation – Change in the value of assets (equipment, buildings, etc. with a useful life of two years or more) due to use of the assets with the exception of land and intangible assets. DFIRM – Digital Flood Insurance Rate Map

CITY OF TYLER GLOSSARY

Encumbrances – Commitments related to unperformed contracts for goods and services used in budgeting. Encumbrances are not expenditures or liabilities, but represent the estimated amount of expenditures ultimately to result if unperformed contracts in process are completed. Encumbrances lapse at year-end unless the associated budget is reappropriated by Council in the following fiscal year. EPA – Environmental Protection Agency ETATTF – East Texas Auto Theft Task Force ETJ – Extraterritorial Jurisdiction Exempt – Personnel not eligible to receive overtime pay and who are expected to put in whatever hours are necessary to complete their job assignments. Compensatory time off, as partial compensation for overtime hours worked, may be allowed by the respective department head. Expenditures – Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service, and capital outlays.

FAA – Federal Aviation Administration FDIC – Federal Deposit Insurance Corporation FINRA – Proof of Financial Industry Regulatory Authority Fiscal Year – A 12-month period to which the annual operating budget applies, and at the end of which the government determines its financial position and the results of its operations. The City of Tyler’s fiscal

year begins October 1 and the ends the following September 30. FMPC – Financial Management Performance Criteria FTE – Acronym for Full-Time Equivalent: a measurement of staffing. One FTE is a 40 hours per week position. A part-time position working 20 hours per week or a temporary full-time position working six months would be one-half of an FTE. Fixed Assets – Assets of a longterm character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment, and assets of an intangible nature such as water rights. Franchise – A special privilege granted by a government permitting the continuing use of public property, such as City streets, and usually involving the elements of monopoly and regulation. FSS – Family Self-Sufficiency Fund – A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities of balances, and charges therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance – The difference between governmental fund assets and liabilities, also referred to as fund equity.

independent, nonprofit agency responsible for the promulgation of accounting and financial reporting procedures for governmental entities. General Obligation Bonds – Bonds for the payment of which the full faith and credit of the issuing government is pledged. In issuing its general obligation bonds, the City of Tyler pledges to levy whatever property tax is needed to repay the bonds for a particular year. Bonds cannot be issued without voter approval, and are usually issued with maturities of between 15 and 30 years. GFOA – Government Finance Officers Association GFOAT – Government Finance Officers Association of Texas GIS – Geographic Information System Governmental Funds – Those funds through which most governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities of the governmental functions are accounted for through governmental funds (General, Special Revenue, Capital Projects, Permanent and Debt Service Funds). GTOT – Government Treasurers’ Organization of Texas

HIP – Housing Infill Program HAPP – Housing Assistance Payments Program HQS – Housing Quality Standards HVAC – Heating Ventilation and Air Conditioning

GAAP – Generally Accepted Accounting Principles

GASB – Acronym for Government Accounting Standards Board: an

IVR – Interactive Voice Response

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IGI – Industry Growth Initiative

M&O – Maintenance and Operations Maintenance – The upkeep of physical properties in condition for use of occupancy. Examples are the inspection of equipment to detect defects and the making of repairs. Maintenance Item – A request for additional funding to maintain the upkeep of a physical property. MPO – Metropolitan Planning Organization MUD – Municipal Utility District Modified Accrual Accounting – Accounting system in which revenues are recognized and recorded in the accounts when they are measurable, available and collectible in the fiscal year.

NEW – Neighborhood Empowerment Works Non-Exempt – Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. NTCOG – North Central Texas Council of Governments

Ordinance – A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance

and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue-raising measures (such as the imposition of taxes, special assessments and service charges) usually require ordinances.

SWAT – Special Weapons and Tactics

Personnel Services – The costs associated with compensating employees for their labor.

Taxes – Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits, such as special assessment. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges.

PFIA – Police and Firemen’s Insurance Association

TBRA – Tenant-Based Rental Assistance

PFIA – Public Funds Investment Act

TCEQ – Acronym for Texas Commission on Environmental Quality: a State agency for enforcing federal and state environmental laws.

PEG – Public, Educational, and Governmental Access Channel

PPE – Personal Protective Equipment PSO – Public Service Officer

Revenues – Funds received for services rendered, fines assessed, taxes levied and interest/rental income earned from private and public sources. RFP – Request for Proposal

SCBA – Self-Contained Breathing Apparatus Special Revenue Fund – A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Supplies – A cost category for minor items (individually priced at less than $3,000) required by departments to conduct their operations.

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TCMA – Texas City Management Association TIF/TIRZ – Tax Increment Financing Zone TML – Texas Municipal League TxDOT – Acronym for Texas Department of Transportation: a State agency responsible for administering City of Tyler transportation related grants.

UNT – The University of North Texas

Working Capital – The amount of current assets which exceeds current liabilities less inventory and special reserves in particular funds.

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