FY 2024-25 Adopted Budget Book

OPERATING BUDGET

ADOPTED FY20 2 4 -20 2 5 PLANNING FY20 2 5 -202 6

City of DeSoto Fiscal Year 2024-2025 Budget Cover Page

This budget will raise more revenue from property taxes than last year's budget by an amount of $6,389,424, which is a 13.87 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 $1,067,228.

The members of the governing body voted on the budget as follows: FOR: Proctor, Hughes, Marks, Byrd, Raphiel, Parker

AGAINST: None

PRESENT and not voting: None ABSENT: Chism

Property Tax Rate Comparison

2024-2025

2023-2024

Property Tax Rate:

$0.684934/100 $0.613457/100

$0.685092/100 $0.609887/100

No-New-Revenue Tax Rate:

No-New-Revenue Maintenance & Operations Tax Rate:

$0.470087/100 $0.684934/100 $0.181000/100

$0.483176/100 $0.685092/100 $0.181607/100

Voter-Approval Tax Rate:

Debt Rate:

Total debt obligation for City of DeSoto secured by property taxes: $15,033,739.

TABLE OF CONTENTS Note: Clicking on a page number will take the reader to the designated page. Each page has a “ToC” button that will return the reader to the Table of Contents. INTRODUCTION ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 7 GFOA Budget Achievement Award 20 24 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 8 Readers Guide‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐10 City Officials‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 13 Organizational Chart‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 14 Location & History of Desoto ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 15 Community Profile ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 17 BUSINESS PLAN ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐25 Business Plan Process‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐26 Business Plan‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐27 BUDGET MESSAGE ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐45 Transmittal Letter ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 46 BUDGET POLICIES ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 51 Calendar ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐52 City Charter Requirements‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 53 Budget Policies ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 56 Basis of Budgeting and Accounting ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 58 Financial Policies‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 59 Debt Management Policy ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐63 FINANCIAL ANALYSIS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 79 Fund Structure ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 80 Fund Structure Overview ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 81 Changes in Budgeted Positions‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐83 Adopted Budget Summary by Category ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐86 Explanation of Major Changes in Fund Balance‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐88 Combined Fund Statements ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐94 Revenue Summary by Major Type – All Funds‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐98 Three Year Comparison of Major Revenues – All Funds‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 102 Expenditure Summary by Function‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 107 Expenditure Summary by Fund‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 108 5 Year Financial Forecast FY 2021‐2025 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐109 GENERAL FUND‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 121 Budget Summary‐General Fund 101‐102 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 122 Property Tax Rate History Chart ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 123

Sales Tax History Chart ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 124 Revenues by Category ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 126 Expenditures by Department Summary‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 129 Administration ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 131 Financial Services‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 140 Development Services ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 144 Parks & Recreation ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 151 Public Safety (Police)‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐157 Public Safety (Fire)‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐163 Municipal Court ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 167 Library ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 170 Information Technology ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐173 Human Resources ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐177 Use of Fund Balance ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 180 Non‐Departmental‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 181 Peg Fund ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 183 Budget Stabilization Fund ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 185 COOPERATIVE EFFORTS ------------------------------------------------------------------ 187 Southwest Regional Communications Center (SWRCC)‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 189 Jail Operations ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 195 SALES TAX CORPORATIONS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐197 DeSoto Economic Development Corporation Budget ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 201 PUBLIC UTILITY FUNDS‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 203 Public Utilities Fund Department Charts‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 206 Budget Summary‐Fund 502 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 208 Meter Replacement Fund 503 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 212 Equipment Replacement Fund 504‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 213 Utility Building Construction 505‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 214 Water & Sewer CIP Fund 508 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐215 STORM DRAINAGE UTILITY FUND ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 217 Revenue & Expenditure Chart ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 219 Budget Summary‐Fund 522 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 220 Equipment Replacement Fund 524 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 221 Drainage CIP Fund 528 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐222 SANITATION ENTERPRISE FUND ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐223 Revenue & Expenditure Chart ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐225 Budget Summary‐Fund 552 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 226 Equipment Replacement Fund 553 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 227

HOTEL OCCUPANCY TAX FUND ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 229 Hotel Occupancy Tax Revenue History Chart‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 231 Budget Summary‐Fund 221 --------------------------------------------------------- 233 DEBT SERVICE FUND ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 235 Overview ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 236 Expenditures by Category ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 237 Budget Summary‐Fund 305 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 238 Computation of Legal Debt Margin‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 239 Per Capita Outstanding Debt‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 240 Annual Debt Service Requirement until Maturity Chart ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 241 Debt Issues Details ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 243 Purposes of Outstanding Debt Issues‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐281 SPECIAL REVENUE FUNDS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 283 Special Revenue Funds Overview Chart‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 284 Fund Budgets ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 285 ALL OTHER FUNDS‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 311 Maintenance and Equipment Replacement Funds Overview --------------------- 312 Fund Budgets ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 313 Maintenance and Capital Project Funds Overview --------------------------------- 324 Fund Budgets ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 325 CAPITAL IMPROVEMENT PROGRAM‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 333 Capital Improvement Plan Overview ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 334 Capital Improvement Program Anticipated Bonded Projects‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 335 Capital Improvement Program: Facilities‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐336 Capital Improvement Program: Parks ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐339 Capital Improvement Plan: Streets ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐342 Capital Improvement Plan: Storm Drainage ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐345 Capital Improvement Plan: Water/Wastewater ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐348 APPENDIX ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐353 Budget Glossary‐List of Acronyms --------------------------------------------------- 354 Budget Glossary ------------------------------------------------------------------------- 355 Budget Ordinance ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 365 Budget Tax Ordinance ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 367 Bond Ratings and Investment Policy Summary ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 370 Top Ten Taxpayers ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 371

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City of DeSoto Reader ’ s Guide FY 202 4 -202 5 Budget The purpose of this section of the budget document is to assist the reader in his or her efforts to understand the City’s program of services for the upcoming fiscal year. Introduction This section contains a listing of the key city officials of the City – the City Council, City Executives and Managing Directors. There is a state map of Texas on which the location of the City of DeSoto is identified. Additional historic and demographic information about the City is contained in this section. Business Plan and Vision Statement The section contains the City Council ’s Vision Statement, an expression of the ideal DeSoto envisioned by the Council members. The Statement of Goals and Objectives also includes the Business Plan, which lists the action steps planned by City staff to accomplish the twelve goals developed by City Council in conjunction with the Vision Statement. The Vision Statement and Goals were developed by City Council in a Council work session. City management and the Managing Directors developed the action steps listed under each of the twelve goals. Budget Message This document, developed by the City Manager ' s Office, highlights the proposed budget and objectives to be accomplished during the upcoming FY in the City’s major funds. Policies This section highlights the policies underlying the development of the adopted budget :

Budget Calendar

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City Charter Requirements

City Budget Policies

Basis of Budget and Accounting

 Financial Policies Financial Analysis This section contains a comprehensive overview of the City’s financial position  Fund Structure – this document illustrates and explains the fund type and account groups utilized by the City of DeSoto. A companion document compares the measurement focus with the budgetary basis/basis of accounting employed by the City’s fund types and account groups.  Revenue Summary by Major Type – All Funds  Revenue Summary by Fund  Budgeted Expenditures Summary by Function  Three Year Comparison of Major Expenditures – graphically illustrates changes in expenditures by major fund type.  Expenditure Summary by Fund  Expenditure Summary by Function – All Funds

General Fund This section of the budget contains the following:  Budget Summary – an expanded view of financial data presented in the Budget Summary by Fund Type in the Financial Analysis section.  Revenues by Category – provides additional detail of fund revenue by source.  Expenditure Summary by Department – provides additional detail of departmental expenditures.  Property Tax Rate History – graphic illustration of property tax rates over several years.  Sales Tax History – a graphic illustration of sales tax revenue over several years. The remainder of this section provides an illustration of department functions and a program summary for each General Fund department and division. Departments are traditionally the highest level organizational units of municipal government operations. Examples of departments are Police, Fire and Development Services. The division/program is the most basic unit of organization structure. A program identifies a grouping of similar, related work activities. Examples of divisions include Street Maintenance (Development Services) and Senior Center (Parks and Recreation). Cooperative Efforts This section provides the following information for the City’s regional initiativ es:  Budget Update  Program Summaries Regional Communications provides police, fire, medical aid and emergency service communications to DeSoto and several neighboring cities. Jail Operations provides incarceration services to DeSoto and neighboring cities. Sales Tax Corporations This section provides budgetary information on the DeSoto evelopment Corporation and the DeSoto Park Development Corporation. A portion of local sales taxes primarily funds these entities. Public Utility Fund This section of the budget contains the following:  an expanded view of financial data presented in the Budget Summary by Fund Type in the Financial Analysis section.  Public Utility Fund Major Revenue Sources - a graphic illustration of water and sewer revenue over several years. The remainder of this section provides an illustration of department functions, and a program summary for each Public Utility Fund department. Storm Drainage Utility and Sanitation Enterprise Funds These sections provide budgetary dat a for the City’s drainage and sanitation enterprise funds. This data consists of a Budget Summary – an expanded view of financial data presented in the Budget Summary by Fund Type in the Financial Analysis section and a program summary.

Hotel Occupancy Fund This section of the budget contains the following:  Budget Summary – an expanded view of financial data presented in the Budget Summary by Fund Type in the Financial Analysis section.  Hotel Occupancy Tax - a graphic illustration of hotel occupancy revenue over several years. Debt Service Fund This section provides the following information for the Debt Service fund:  Budget Summary – an expanded view of financial data presented in the Budget Summary by Fund Type in the Financial Analysis section.  Annual Debt Service Requirements for all City debt issues. Special Revenue and All Other Funds This section provides financial summaries for the remaining City funds. These funds are governmental Special Revenue funds, Capital Project and Equipment Replacement funds. Capital Improvement Plan This section provides an overview of the CIP program and a summary of planned CIP expenditures for the next five years in the following categories:  Water and Sewer CIP  Street Improvements  Park Improvements  Drainage Improvements  Public Facilities

Appendix Contains the following documents  Budget acronyms and glossary  Bond ratings, investment and debt policies

Please contact the City's Financial Services Department for questions related to the adopted b udget or this d ocument at 972-230-9678. A summarized version of budget information ("Budget in Brief") can be found at:

https://www.ci.desoto.tx.us/departments/financial_services/tax_information/ index.php

CITY OFFICIALS

City Council

PLACE 2 PIERETTE PARKER

PLACE 3 NICOLE RAPHIEL

PLACE 4 ANDRE’ BYRD

PLACE 1/MAYOR RACHEL L. PROCTOR

PLACE 5 DR. DINAH MARKS

PLACE 6 CRYSTAL CHISM

PLACE 7/MAYOR PRO-TEM LETITIA HUGHES

City Attorney: Joe Gorfida

City Management City Manager: Majed Al-Ghafry Deputy City Manager: Isom Cameron SWRCC Director: Tamara Bell Police Chief: Joseph Costa

Deputy City Manager: Vacant Public Utilities Director: Brandon Lacy Fire Chief: Bryan Southard Parks & Recreation Director: Chris Glover Financial Services Director: Tracy L. Cormier Library Services Director: Heather McEntee Human Resources Director: Denae Greenly

Information Technology Director: Tom Figert Development Services Director: Charles Brewer Municipal Court Judge: Scott Kurth City Secretary: Alicia Thomas

DeSoto is one of the oldest settlements in North Texas. It was in 1847, just eleven years after Texas won its independence from Mexico, that families first settled in the area that is now DeSoto. Curtis Parks, one of the first settlers in the DeSoto area, built his home in 1847. He came from Indiana with his wife Amelia. A few of the other early settler families to the area were Thomas Chesier, Zebedee Heath, Otway B. Nance, Allen Q. Nance, F. M. Hamilton, and John P. Voorhies. Around the year 1848, T. J. Johnson, fresh from Tennessee, built a tiny general merchandise store near the "crossroads." This crossroads was located where one road (just a wagon trail in those days) went from Dallas to the Shiloh community in Ellis County. Another trail crossed the road, running east and west, from Lancaster to Cedar Hill. This crossroads is now known as Belt Line and Hampton. In 1881, a post office was established and the settlement was given the name of DeSoto in honor of Dr. Thomas Hernando DeSoto Stewart, a beloved doctor dedicated to the community. During those early years DeSoto remained a farming community and not much changed until the 1940s. After World War II the area began to grow, as did all of the towns and cities in Dallas County. Because of growth that the community was experiencing, the people felt the need to incorporate in order to improve an inadequate water distribution system. On February 17, 1949, a petition signed by 42 eligible voters was presented to Dallas County Judge W. L. Sterrett requesting an election for incorporation. The election was held on March 2, 1949, with 50 votes in favor of incorporation and 2 opposed. On March 3, 1949, the results of the election were entered into the records of the Commissioners Court of Dallas County, thereby creating the City of DeSoto. On March 15, 1949, a City Officers election was held. Wayne A. Chowning was elected mayor, and T.O. Hash, Malcolm Hamm, S.I. Vaughn, Roy E. Spurgin and A. P. Bagby were elected councilmen (aldermen at that time.) The first called City Council meeting was held at the schoolhouse on E. Belt Line Road on March 17, 1949 with C. H. Estes appointed as City Secretary. It was determined that the City of DeSoto had a population of approximately 400. Thus, DeSoto became the nineteenth organized municipality in Dallas County. Since its incorporation, 2 2 mayors have served DeSoto including:

W. A. Chowning J. B. Wadlington

E. G. Anderson L. C. Moseley

H. H. Chandler Charles Harwell

L. C. Zeiger

Dr. Robert Nunneley Ernest Roberts

Roy Orr

Willis Russell Richard Rozier Floyd Huffstutler John Campbell

Michael Hurtt Bobby Waddle Carl Sherman

Durward Davis David Doyle Willis Dawson

Curtistene McCow Rachel Proctor

The City of DeSoto celebrated the 50 th anniversary of its incorporation on March 3, 1999.

ZONING MAP (AS OF 2023)

COMMUNITY PROFILE

DeSoto Development Corpor ation

Updated Dec. 20 2 4

Location The City of DeSoto, TX, is located in the Central Time Zone in southern Dallas County. DeSoto is part of the Dallas/Fort Worth Metroplex, which consists of twelve counties and over 200 cities and towns, including Dallas and Fort Worth. The DFW Metroplex is home to over 7 million people and covers 9,2 86 square miles. Its economy is one of the healthiest in the country due to its central location, DFW International Airport and other transportation resources, 23 Fortune 500 company headquarters, and an extremely diversified economic base.

Access

Highways DeSoto is strategically positioned to all major highway and Interstate connections in the DFW Metroplex.

East-West

IH 20, located less than a mile north of DeSoto, provides direct access to Tyler and Shreveport, east of the Metroplex and Fort Worth to the west. IH 30, accessible via IH 20 & IH 635, provides direct access to Little Rock. Loop 9 construction is being plated and will connect highways 75, 35, and 67 just south of DeSoto's city limits.

North-South

DeSoto offers 4 miles of frontage along the west side of Interstate 35E (NAFTA). IH 35E extends southward to Austin and San Antonio and northward to Oklahoma City and Kansas City. U.S. Highway 67 intersects DeSoto on the west at Wheatland Road and IH 35E to the north in Dallas. IH45, accessible via IH20 provides direct access to Houston.

Air Service

DFW International Airport

Dallas/Fort Worth International is ranked as the f if teenth busiest airport in the world and serves more than 6 9 million passengers with nearly 2,0 00 flights per day. DFW provides nonstop service to 63 international and 1 90 domestic destinations. Flying times to any major North American city takes less than four hours.

Dallas Love Field

by three

Dallas airlines (Southwest , Delta & Alaska Airlines ) offering passenger service to U.S. locations. Love Field is served

Travel Times All locations in DeSoto can be reached within 15 minutes. DeSoto is also easily accessible from all parts of the Dallas-Fort Worth Metroplex via nearby major highways.

Dallas Executive Airport

Dallas Executive Airport is a public commercial airport serving local businesses. Facilities include a 6,451 ft. concrete/asphalt runway, fixed base operations and instrument landing system.

Destination

Miles

Travel Time

DFW International Airport

31 miles

35 minutes

Dallas Love Field Airport

18 miles

22 minutes

DeSoto Heliport

Dallas Executive Airport

5 miles

8 minutes

The DeSoto Heliport includes 35,000 SF of terminal/hangar space, accommodations for both large and small helicopters, Jet-A and 100LL available 24 hours at self-serve fuel island. DeSoto Heliport is 12 miles southeast of downtown Dallas and has easy access to all DFW business centers.

Downtown Dallas

12 miles

15 minutes

Downtown Fort Worth

32 miles

35 minutes

DeSoto Community Profile - Page 1

Regional Population

DeSoto Population

Year

Population

Dallas County DFW MSA

Year

53,128

2 01 6

2,629,764

7,457,586

201 8

20 1 7

53,568

2,635,603

7,574,390

20 1 9

201 8

54,042

2,610,957 2,586,050

7,662,325

202 1 20 20

201 9

58,483

7,759,615

20 20 202 1 202 2

56,145 55,729 57,565 57,583

2,662,619

20 2 2

7,989,365

2, 6 46,702

2 02 3

8,225,914 8,481,512

202 3 (est.)

2 02 4 (est). 2 ,6 10,723

S ource: U.S Census Bureau , QuickFacts July 202 2

Source: U.S Census Bureau, July 2022, St. Louis Fed Pop . Data, March 2022

DeSoto Age & Education

DeSoto Household Growth

Annual Percentage

Total Households in DeSoto

Age Range

Percent of Total Population

3 1 . 4 % 2 6.4 % 1 2 .8 % 2 9 . 4 %

Year

Households

00 to 24 years old

Increase

20 1 5 20 1 8

19,160 20,256 20,287 20,293 20,215 20,622

- - - . 1 5 %

25 to 44 years old

45 to 54 years old

201 9

55 to 65+ years old

20 20 20 2 1

Total

100.00 %

.03 %

Source: Demographic Now

20 2 3

3 8. 9 0 years

-.38 %

Average Age

37.09 years

Source: U S Census Bureau , North Central Texas Council of Governments , USA.com, INc Sep. 2014 , Texas Wide Open for Business & Texas Economic Development Corporation

Median Age

Population Age 25+ High School Degree or Higher : 90.6 % Population Age 25+ Associates Degree or Higher: 40.5 %

$ 98,053 $ 31 , 33 1 $ 71, 12 4

20 2 3 Average Household Income 20 2 3 Median Household Income 20 2 3 Per Capita Income

Source: Texas Wide Open for Business , U . S . Census Bureau , U . S . Bureau of Labor Statistics , & Texas Economic Development Corporation

Source: Texas Wide Open for Business, Demographics Now , Texas Economic Development Corporation , ESRI

DeSoto Community Profile - Page 2

Property Tax Rates 20 2 3 Ad Valorem Tax Rates (Per $100 Assessed Value)

Sales Tax Rates

State Sales Tax

6.25 %

Property in DeSoto Independent School District

City of DeSoto

1.00 %

0. 6 85092

City of DeSoto

Parks

.125 %

1.072800

DeSoto ISD

Property Tax Relief

.50 %

0.215718

Dallas County

Economic Development

.375 %

0.1 1 0028

Dallas Comm. College

Total

8.250 %

Parkland 0.219500 Dallas County School Equalization 0.0 0 00

Source: Texas Comptroller of Public Accounts

2. 303138

Total

Property in Dallas Independent School District

0. 685092

City of DeSoto

1.013835

Dallas ISD

0.215718

Dallas County

0.110028

Dallas Comm. College

Parkland 0.219500 Dallas County School Equalization 0. 0 0 00 00 Tota l 2.244173

The City of DeSoto includes property in three school districts. Only a very limited area is in the Duncanville Independent School District. District.

The State of Texas does not assess an ad valorem property tax at this time. Property Tax Exemptions Residence homestead exemptions for 20 22 are listed below. Applications for the exemptions are required to be filed in a timely manner.

Corporate Franchise Tax

A corporate franchise tax is levied in Texas in place of a corporate income tax. The tax is levied on businesses organized in the corporate form in Texas. Above a certain threshold, c orporations are taxed at the rate of the greater of $2.50 per $1,000 of net taxable capital or 4.5% of net taxable earned surplus.

City of DeSoto

DeSoto ISD

$ 2 5,000

Homestead

None

$3 5 ,000

Over 65

$25,000

Disabled Person

$25,000

Source: Dallas County Appraisal District

Income Tax

Hotel/Motel Occupancy Tax In the State of Texas, the hotel/motel occupancy tax is 6% with individual cities having the option to add up to 7% tax. The total hotel/motel tax in the City of DeSoto is 13%.

The State of Texas does not impose a personal or corporate income tax.

Source: Texas Comptroller of Public Accounts

DeSoto Community Profile - Page 3

DeSoto Workforce

DFW MSA Workforce

DeSoto Civilian Labor Force Estimate

Dallas/FW/Arlington MSA Civilian Labor Force

32,382 1 , 781 5 . 5 %

4,466,400

Civilian Employed

186,800

Civilian Unemployed Unemployment Rate

Civilian Unemployed

4 .2 %

Unemployment Rate

S ource: Bureau of Labor Statistics, March 202 2

Source: U.S Bureau of Labor Statistics, Apr . 20 2 2

The DFW Metroplex labor force brings diversified skills to the marketplace. 20 20 non-farm employment in the DFW MSA totals 4 , 097 , 4 00 in various NAICS Sectors.

Top Employers in DeSoto The largest employers in DeSoto include retailers, manufacturers, health care providers, a n d governmental organizations.

Industry

Employment Estimate

2 33 , 3 00

Natural Res., Mining & Construction

2 9 6 , 5 00 8 8 1, 7 00 85 , 9 00 3 64 , 50 0 747 , 7 00

Name

Business

Employment

Manufacturing

1,1004

DeSoto ISD

Public Education

Trade, Transportation & Public Utilities

800

Kohl’s e -Commerce

Distributor

Information

468

City of DeSoto

Government

Financial, Insurance & RE

350 350

Solar Turbines, Inc.

Manufacturer

Professional & Business Services

Williamsburg Village

Healthcare

-Education & Health Services

300

GlasFloss Industries

Manufacturer/HQ

-Leisure & Hospitality

Marten Transport

Distributor/Logistics

250

-Other Services

Distributor

2 5 0 250 1 6 8 1 5 0 15 0 1 25

4 5 2 , 5 00

Wal-Mart Distribution

Government

4 , 097 , 4 0 0

Healthcare

Hickory Trail Hospital Vibra Hospital s D W Distribution Inc.

Total Non-Agricultural

Healthcare

Distributor

Cintas Park Man or

Healthcare

Grocery Grocery

112

Kroger

100

Tom Thumb

Source: DeSoto EDC, October 2 02 3

Source: U .S. Bureau of Labor Statistics 20 2 2

DeSoto Community Profile - Page 4

Utilities

Community Services

Electric Power

Oncor Electric Delivery

Health Care

Transmission Voltage:

Hospitals

Beds

281

69 KV 138 KV 345 KV

Service Voltage:

Psychiatric Hospitals

Beds

127

120/208 120/240 240/480 277/480 99.9 62959

Reliability:

Nursing Homes

Beds

571

The City of DeSoto is in an area of Texas designated by the Public Utility Commission of Texas as ‘open to competition’. While Oncor Electric Delivery provides the transmission & distribution services, each customer can choose a preferred Retail Electric Provider. See www.powertochoose.com for more information.

Senior Living Centers

Units

769

Newspapers

Focus Daily News

Published twice weekly

The Dallas Morning News

Published daily

Banks

Hotels/Motels

Natural Gas

Atmos Energy

Bank of America

America’s Best Value Inn

Distribution: 30 in. transmission lines, 720 psi pressure

Bank of DeSoto

Holiday Inn Express

Distribution Pressure: 55 MAOP

BBVA Compass

La Quinta Inn

BTU content per cubic foot: 1,050

Chase

Magnuson Grand Hotel

Comerica

TownePlace Suites by Marriott

Water

City of DeSoto

First Convenience Bank

Days Inn & Suites

Source: Contract with Dallas Water Utilities

Plains Capital Bank

GLo by Best Western

Maximum System Capacity (Daily): 21 .0 M gallons Maximum Use To Date (Daily): 13.0 M gallons Pressure on Mains: 45-105 psi

Guaranty Federal

Home 2 Suites by Hilton

Inwood Bank

Hampton Inn & Suites

Texas Federal Credit Union

Size of Mains: 6 in., 8 in., 12 in., 16 in., 24 in., 30 in.

Storage Capacity: 18.0 M gallons

Freight Carriers

Fire Insurance Rating

Over 50 motor freight carriers

Sewer

City of DeSoto

and 5 parcel service providers

ISO Rating:

Source: Contract with Trinity River Authority

serve the City of DeSoto. City Government

Maximum System Capacity (Daily): 24 M gallons

Type Government:

Council/Manager Home Rule Charter 7 130 67

Maximum Use To Date (Daily): 10 M gallons

Number on City Council:

Telephone

AT&T & others AT&T and Spectrum

Police Personnel:

Cable TV

Fire Personnel:

1949

Incorporated:

Republic Servi ce s Spectrum , AT&T

Trash Collection

4 3 0 $ 1 72,619,913

Total City Employees:

Broadband

Total Annual Budget * :

Land Area (square miles): 2 3 * FY 20 2 4 budget revenue all Funds excludes transfers

Source: City of DeSoto

DeSoto Community Profile - Page 5

Education

DeSoto Independent School District Located 15 miles south of downtown Dallas and serving the communities of DeSoto, Glenn Heights, and Ovilla, DeSoto ISD is home to 6,400 scholars who experience a well-rounded and high- quality education in a PK-12th grade public education setting with deep community and parental engagement, support, and investment. With taxpayer support for upgraded facilities, technology, and instruction, every school provides viable and relevant high-quality learning experiences supported by pyramids of intervention, enrichment, and advancement. Serving students from early childhood through graduation, DeSoto ISD’s mission is to ensure students, without exception, learn and grow at their highest level. The District’s 2021 Be The Future Strategic Plan focuses on equity, access, and excellence in an effort to provide a holistic and well-rounded educational experience. ACADEMICS | ARTS | ATHLETICS ACADEMICS: DeSoto ISD scholars have access to quality PK3 through collegiate academic experiences. Within the district, students have access to a viable core curriculum enhanced by STEM, growing tech infrastructure and resources, and frequent and multi-layered professional development and coaching for teachers and instructional staff in every content area. ARTS: DeSoto ISD Fine Arts offers a competitive and expansive creative experience for students in visual and performing arts including an internationally-traveled and highly-decorated choir led by a Grammy award-nominated instructor. DeSoto ISD Arts also have a jazz and performance band pipeline that has positioned students to pursue music at the collegiate level and a number of dance ensembles that regularly compete at the state and national level. ATHLETICS: DeSoto ISD Athletics is home to powerhouse football and basketball programs as well as competitive volleyball, tennis, baseball, and soccer programs. Eagles’ athletics programs boast 20 state championships including the 2021 and 2022 girls basketball, 2021 girls track, and 2016 boys football 6A state championships.

Campuses 20 2 2 -202 3 Pre-K-2nd Grade Early Learning Schools: ● Cockrell Hill Elementary ● Woodridge Elementary 3rd-5th Grade Elementary Schools: ● Frank D. Moates Elementary ● The Meadows Elementary 6th-8th Grade Middle Schools: ● Curtistene S. McCowan Middle School ● DeSoto West Middle School 9th-12th Grade High School: ● DeSoto High School ● Alternative Education Program Specialized Campuses

● Katherine Johnson Technology Magnet Academy ● Ruby Young Personalized STEAM Academy

Private Schools Brook Hollow Christian Canterbury Episcopal Community Christian Academy Cross of Christ Lutheran Crossroads Academy DeSoto Adventist Christian School DeSoto Children’s Academy DeSoto Private School Faith Family Academy Kingdom Collegiate Academies Learning Adventure Children’s Center Clara Muhammad Academy Park Ridge Academy Smithfield Learning Center Turning Point Christian Academy Charter Schools Golden Rule – Desoto IL Texas Lancaster-DeSoto High School Uplift Gradus Prep (K-5)

Infrastructure

Lane Miles of Streets

491

Miles of Alleys

Number of Fire Stations

Number of Police Stations

2 2

Number of Parks

Number of Libraries

Public Swimming Pools

Source: City of DeSoto

DeSoto Community Profile - Page 6

DeSoto Incentives Economic development incentives are used to encourage industrial and commercial retail/office business growth and development in DeSoto.

DeSoto Advantages DeSoto offers a competitive advantage for new, relocating, and expanding businesses. The combination of quality of life amenities and economic benefits produces an environment conducive to personal fulfillment and business prosperity.

Tax Abatement

Developed Industrial Park

Up to 90% Tax abatement may be available for 10 years on new real property improvements, machinery, and/or equip- ment for qualifying businesses. Minimum requirements are: An investment of $1.0 million for new construction or development, or an investment of $1.0 million for expansion of an existing facility or investment in machinery and/or equipment and at least 25 new jobs. Application for abatement is required prior to the commencement of construction or purchase of business personal property.

More than 400 acres of land are available for industrial and commercial development within the DeSoto Eagle Industrial and Business Park. Hillwood’s Crossroads Trade Center in the Industrial Park offers 1.2 million square feet of build-to- suit distribution or light industrial space for lease at Centre Park Blvd and IH-35E.

Low Cost Land Prices

Commercial and industrial sites are 'shovel-ready' for about $1.00 - $1.75 per sf. Retail and office sites along Interstate 35E are $8 - $12.00 per sf, and similar sites with frontage along major thoroughfares within the city are $10 - $14.00 per sf.

Triple Freeport Equivalency

Under Section 380 of the Local Texas Government Code, the City may grant cash rebates to a business to equal up to 100% of the value of the taxed freeport inventory. Inventory must first qualify for freeport through the Dallas Central Appraisal District and the Dallas ISD.

Convenient Interstate and Highway Access

DeSoto has 4 miles of frontage on Interstate 35E (NAFTA) and is less than 1 mile south of Interstate 20 and 1 mile east of US Hwy 67. Texas FM 1382 (Belt Line Road) runs east & west through DeSoto, connecting U.S. Hwy 67 to IH-35E. DeSoto also has quick access to U.S. Hwy 175 , IH45 and IH-30 via connections to IH-20 and IH-635. The Dallas Central Business District can be reached in 15 minutes and DFW International Airport is only 35 minutes away. Dynamic and Growing Local Economy DeSoto’s population - per the 20 2 0 U.S Census - is 5 9, 159 , a 13 % growth rate since 20 15 , with an increase of 6 % in the number of households during that same time. The number of building permits issued has steadily risen and permit valuation totalled over $9 1.3 million for FY 20 20 - 20 2 1 .

Infrastructure Participation

The DeSoto EDC will consider offering full or partial financial assistance to build and/or improve roads, install utilities, and upgrade infrastructure to encourage business growth and development in DeSoto.

Sales Tax Rebates

The City of DeSoto will consider refunding a portion of the sales tax applicable to sales made by desired retail establish- ments in designated neighborhood empowerment zones.

Economic Development Cash Grants

Infrastructure grants may be available to new, expanding, and relocating companies which are planning to make a new investment in DeSoto. Grants are screened by the incentive application submitted and a return on investment analysis. These grants may be used to renovate existing facilities, pay any associated construction fees, buy down the price of land, prepare the site, conduct engineering studies, or pay for any other activity necessary for a new, expanding, or relocating business.

Plentiful Labor Supply

The Dallas/Fort Worth Metroplex (MSA) employs a labor force of more than 4 , 09 7 , 0 00 workers. DeSoto draws from the skilled labor force, and over thirty five universities and colleges in the Dallas/Fort Worth Metroplex.

Aggressive and Flexible Incentives

The DeSoto Economic Development Corporation is committed to supporting new and expanding companies by creatively customizing incentive packages based on individual business needs.

Contact

Phone: Fax:

DeSoto Development Corporation 211 E. Pleasant Run Road DeSoto, TX 75115

972-230-9611 972-230-9670 www.dedc.org

Website:

DeSoto Community Profile - Page 7

[Intentionally Left Blank]

Development of the Annual Business Plan

The annual Business Plan is developed using the previous year’s Business Plan as a starting point. At the City Council’s winter retreat, which is open to the public, Council members propose and discuss updates based on their own observations and feedback from constituents. After further staff review and research, the top contenders are brought back to Council again at the summer retreat, which is also open to the public. After further discussion, Council Members rank their top choices and ranking/voting results are displayed. Based on priorities thus identified, the Business Plan is limited to a maximum of ten items. It is then prepared for publication.

The City of DeSoto is guiding its future and development with a Strategic Plan consisting of seven strategic priority areas and objectives based on input from the City Council, City staff, and DeSoto residents and businesses. As part of the City’s annual budget process, key objectives and initiatives to be achieved over the next one to two years are identified and included in the City’s Business Plan for that year. Systematic attention to the long-term Strategic Plan and the immediate action Business Plan allows the City to dedicate time and resources to important community initiatives and drive advancement in the areas that matter most. FY 2024 Business Plan

DeSoto’s Strategic Priorities

Building Trust 1. Image 2. Thriving Economy 3. Learning Environment 4. Engaged & Vibrant Community 5. Safe & Healthy Community 6. Beautiful City 7.

Initiate next phase of the McCowan Park Master Plan to construct a natatorium/recreation center

GOAL #1

Department Work Plan

1. Continue construction for the McCowan Park Aquatic and Recreation Center | Parks & Recreation Department | START FY 2024 Q2 | COMPLETE FY 2026 Q2 2. Explore philanthropy and other private-sector naming right opportunities to contribute funding to the project | Parks & Recreation Department | START FY 2024 Q1 | COMPLETE FY 2024 Q4 3. Plan Aquatics and Recreation Center Grand Opening START FY 2025 Q4 I Complete FY 2026 Q1

Construct a high- quality aquatic and recreation center consistent with the McCowan Park Master Plan

06 02

Plan and build infrastructure to support healthy lifestyles and enhance pedestrian and bicycle safety

GOAL #2 Increase walking and cycling paths and improve connectivity to retail and commercial development

Department Work Plan

1. Enter into a contract with a Trail Master Plan Consultant | Parks & Recreation Department | Start FY 2025 Q1 I Complete FY 2025 Q2 2. Design Holiday in the Park Winter Festival layout | Parks & Recreation Department | START FY 2024 Q1 | COMPLETE FY 2024 Q1 3. Present Updated Master Trail Plan to City Council | Parks & Recreation Department | Start FY 2025 Q3 | Complete FY 2025 Q3 4. Schedule a Master Trail Implementation Plan in the Capitol Improvement Program | Parks & Recreation Department | Start FY 2025 Q4 | Complete FY 2025 Q4

Value and educate community on DeSoto’s history / Convert Nance Farm into a higher value community asset

GOAL #3

Convert Nance Farm into a Higher Value Community

Asset Including a Home for the Arts

Offer Spanish captions for City Council Meetings with agendas in Spanish language

GOAL #4 Develop options for Spanish translation of agendas

Department Work Plan

4. Go live with the new agenda management system | City Manager's Office | Complete FY 25 Q4

Create additional opportunities to receive community input and feedback

GOAL #5

Department Work Plan

1. Identify ways to disseminate information to non-HOA Communities | City Manager’s Office | Start FY 2025 Q1 I Complete FY 2025 Q2 2. Conduct an HOA Workshop to provide resources to non-HOA communities | City Manager’s Office | Start FY 2025 Q1 | Complete FY 2025 Q4 3. Conduct targeted outreach to Place 3 to bring awareness of neighborhood associations | City Manager’s Office | Start FY 2025 Q2 | Complete FY 2025 Q4

Provide informational resources for non-HOA

communities to learn more about neighborhood associations

04 06

Promote educational information in library and parks departments

GOAL #6

Department Work Plan

1. Explore the feasibility of expanding the Little Libraries concept to other City parks | Library Department | Start FY 2025 Q1 | Complete FY 2025 Q4 2. Identify partnership and collaboration opportunities with community stakeholder groups that will provide additional learning and enrichment opportunities | Library Department | Start FY 2025 Q1 | Complete FY 2025 Q4

Explore a “Little Libraries” program that involves sponsors from the community and include maintenance considerations

GOAL #7

Department Work Plan

1. Research partner organizations that provide financial literacy educational resources | Library Department | Start FY 2024 Q2 I Complete FY 2025 Q4 2. Coordinate resources to communicate with DeSoto residents | Library Department | Start FY 2025 Q1 | Complete FY 2025 Q2

Determine available resources for financial literacy education

Develop a plan for creek maintenance to address erosion issues

GOAL #8

Department Work Plan

Explore best practices and develop a program for creek maintenance/ erosion concerns

1. Work with Halff Associates, Inc. to develop a Stormwater Drainage Master Plan | Development Services Department | Start FY 2025 Q1 | Complete FY 2026 Q1 2. Develop maintenance recommendations for the City’s drainage system | Development Services Department | Start FY 2025 Q1 | Complete FY 2026 Q1 3. Develop a CIP for Stormwater drainage projects | Development Services Department | Start FY 2025 Q1 | Complete FY 2026 Q1) 4. Implement the Stormwater Drainage Master Plan | Development Services Department | Start FY 2026 Q1

CONTINUED...

12 08

Develop a plan for creek maintenance to address erosion issues

GOAL #8

Department Work Plan

5. Explore best practices and programs in area cities that provide assistance programs with erosion concerns on private property | Development Services Department | START FY 2024 Q4 | COMPLETE FY 2025 Q1 6. Develop recommendations to review with the City Council to provide an assistance program for erosion concerns on private property | Development Services | START FY 2025 Q2 | COMPLETE FY 2025 Q2 7. Present recommendations to the City Council for a private property erosion assistance program | Development Services | START FY 2025 Q2 | COMPLETE FY 2025 Q2

Explore best practices and develop a program for creek maintenance/ erosion concerns

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