PROPOSED FY20 2 3 -20 2 4 PLANNING FY20 2 4 -202 5 BUDGET
City of DeSoto Fiscal Year 2023-2024 Budget Cover Page
This budget will raise more revenue from property taxes than last year's budget by an amount of $6,418,078, which is a 15.04 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 $1,464,447.
The members of the governing body voted on the budget as follows:
FOR: Proctor, Hughes, Chism, Marks, Byrd, Raphiel, Parker
AGAINST: None
PRESENT and not voting: None ABSENT: None
Property Tax Rate Comparison
2022-2023
2023-2024 $0.685092/100 $0.609887/100 $0.483176/100 $0.685092/100 $0.181607 /100
Property Tax Rate:
$0.691554/100 $0.611779/100
No-New-Revenue Tax Rate:
No-New-Revenue Maintenance & Operations Tax Rate:
$0.505176/100 $0.718738/100 $0.147305/100
Voter-Approval Tax Rate:
Debt Rate:
Total debt obligation for City of DeSoto secured by property taxes: $13,196,733.
INTRODUCTION--------------------------------------------------------------------------------------- -1-1 Reader’s Guide --------------------------------------------------------------------------------1-3 GFOA Budget Achievement Award--------------------------------------------------------1-4 City Officials------------------------------------------------------------------------------------1-8 Organizational Chart -------------------------------------------------------------------------1-9 Community Profile ------------------------------------------------------------------------- 1-10 BUSINESS PLAN --------------------------------------------------------------------------------- 2-1 BUDGET MESSAGE ----------------------------------------------------------------------------- 3-1 BUDGET POLICIES -------------------------------------------------------------------------------- 4-1 Calendar ----------------------------------------------------------------------------------------------4-3 City Charter Requirements ------------------------------------------------------------------- 4-4 Budget Policies ---------------------------------------------------------------------------------- 4-7 Basis of Budgeting and Accounting--------------------------------------------------------- 4-9 Financial Policies -------------------------------------------------------------------------------4-11 Debt Management Policy ----------------------------------------------------------------- 4-15 FINANCIAL ANALYSIS -------------------------------------------------------------------------- 5-1 Fund Structure --------------------------------------------------------------------------------- 5-3 Change in Budgeted Positions by Fiscal Year ------------------------------------------- 5-6 Budgeted Positions for FY 2022 ----------------------------------------------------------- 5-9 Revenue Summary by Major Type – Chart ------------------------------------------- 5-18 Revenue Summary by Major Type – Schedule--------------------------------------- 5-19 Three Year Comparison of Major Revenues – All Funds--------------------------- 5-20 Revenue Summary by Fund -------------------------------------------------------------- 5-22 Expenditure Summary by Fund --------------------------------------------------------- 5-23 Expenditures Summary by Major Fund-Chart-----------------------------------------5-24 GENERAL FUND --------------------------------------------------------------------------------- 6-1 Budget Summary-General Fund 101-102 --------------------------------------------- 6-3 Revenues by Category----------------------------------------------------------------------- 6-4 Expenditures by Department Summary------------------------------------------------- 6-7 Tax Rate Information and Charts----------------------------------------------------------6-10 Sales Tax History (General Fund) ------------------------------------------------------- -6-11 BUDGETS BY DEPARTMENT Administration---------------------------------------------------------------------------------- 6-13 Financial Services ------------------------------------------------------------------------ 6-37 Development Services ------------------------------------------------------------------ 6-46
Parks & Recreation------------------------------------------------------------------------6-72 Public Safety (Police)-----------------------------------------------------------------------6-96 Public Safety (Fire)----------------------------------------------------------------------- 6-117 Municipal Court --------------------------------------------------------------------------- 6-127 Library --------------------------------------------------------------------------------------- 6-133 Information Technology ----------------------------------------------------------------- 6-139 Human Resources ------------------------------------------------------------------------6-148 Use of Fund Balance/Non-Departmental----------------------------------------------6-159 DDC---------------------------------------------------------------------------------------------6-161 Peg Fund-----------------------------------------------------------------------------------------6-162 Liability Insurance----------------------------------------------------------------------------6-166 Stabilization Fund --------------------------------------------------------------------------6-170 COOPERATIVE EFFORTS----------------------------------------------------------------------- 7-1 Southwest Regional Communications Center (SWRCC) ------------------------------- 7-3 SWRCC Budget Summary Fund 111-------------------------------------------------------7-13 SWRCC Equipment Replacement Fund---------------------------------------------------7-20 SWRCC Stabilization Fund ---------------------------------------------------------------- -7-21 Regional Jail Operations ------------------------------------------------------------------- -7-25 SALES TAX CORPORATIONS-------------------------------------------------------------------- 8-1 DeSoto Park Development Corporation Overview------------------------------------8-3 DeSoto Park Development Debt Service Fund 347 -----------------------------------8-4 DeSoto Development Corporation-Fund 125 ------------------------------------------8-6 PUBLIC UTILITY FUNDS -----------------------------------------------------------------------9-1 Public Utilities Funds Overview -----------------------------------------------------------9-3 Public Utilities Fund Department Charts -------------------------------------------------9-5 Budget Summary-Fund 502--------------------------------------------------------------- 9-24 Administration Budget --------------------------------------------------------------------- 9-26 Utility Billing Budget ----------------------------------------------------------------------- 9-27 Utility Field Operation Budget ----------------------------------------------------------- 9-28 Public Utility Non-Departmental Budget ---------------------------------------------- 9-29 Water Meter Replacement-Fund 503 -------------------------------------------------- 9-30 Water/Sewer Equipment Replacement-Fund 504----------------------------------- 9-31 Utility Building Construction-Fund 505 ------------------------------------------------ 9-32 Water & Sewer CIP-Fund 508 ------------------------------------------------------------ 9-33 STORM DRAINAGE UTILITY FUNDS ------------------------------------------------------ 10-1 Storm Drainage Utility Funds Overview --------------------------------------------------10-3
Budget Summary-Fund 522----------------------------------------------------------------10-13 Department/Program Budgets --------------------------------------------------------- 10-15 Equipment Replacement-Fund 524 ------------------------------------------------- ---10-19 Drainage Improvements-Fund 528---- --------------------------------------------------10-23 SANITATION ENTERPRISE FUNDS -----------------------------------------------------------11-1 Sanitation Enterprise Funds Overview-----------------------------------------------------11-3 Budget Summary-Fund 552-----------------------------------------------------------------11-13 Department/Program Budgets------------------------------------------------------------11-14 Equipment Replacement-Fund 553------------------------------------------------------11-22 HOTEL OCCUPANCY TAX FUND ----------------------------------------------------------- 12-1 Hotel Occupancy Fund Overview-Fund 221 ------------------------------------------ 12-3 Hotel Occupancy Tax-Chart -------------------------------------------------------------- 12-5 Budget Summary-Fund 221 -------------------------------------------------------------- 12-9 Budget Summary-Fund 220 ------------------------------------------------------------- 12-10 Hotel Fund Policy Procedures/Tourism Incentive Procedures-------------------- 12-12 DEBT SERVICE FUND------------------------------------------------------------------------- 13-1 Budget Summary-Fund 305 -------------------------------------------------------------- 13-5 Debt Retirement Schedules -------------------------------------------------------------- 13-6 Debt Revenue & Expense Charts ------------------------------------------------------- 13-7 SPECIAL REVENUE FUNDS --------------------------------------------------------------------14-1 Special Revenue Funds Chart ------------------------------------------------------------14-3 Special Revenue Funds Budget Summaries--------------------------------------------14-6 ALL OTHER FUNDS --------------------------------------------------------------------------- 15-1 All Other Funds Chart------------------------------------------------------------------------ 15-3 All Other Funds Budget Summaries -------------------------------------------------------15-6 CAPITAL IMPROVEMENT PROGRAM-------------------------------------------------------16-1 Capital Improvement Program (CIP) Overview------------------------------------------16-3 Capital Improvement Program CO & GO Bonded Projects----------------------------16-4 Capital Improvement Program Summaries----------------------------------------------16-5 Annual Renovation/Replacement Program Details-------------------------------------16-10 APPENDIX ------------------------------------------------------------------------------------------------ 17-1 Budget List of Acronyms & Glossary --------------------------------------------------- 17-3 Bond Ratings and Summarized Investment Policy ---------------------------------17-15
INTRODUCTION
Financial Services
GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award
PRESENTED TO
City of DeSoto Texas
For the Fiscal Year Beginning October 01, 2022
Executive Director
1-3
City of DeSoto Reader’s Guide FY 2021-2022 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 Managers’ Office, highlights the proposed budget and objectives to be accomplished during FY 2022 in the City’s major funds. Policies This section highlights the policies underlying the development of the FY 2021-2022 budget Budget Calendar 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
1-4
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 initiatives: 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 Economic Development 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 data 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.
1-5
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 FY 2022 Budget Document at 972-230-9678.
1-6
City Officials City Council Rachel L. Proctor Mayor Place One
André Byrd Mayor Pro Tem Place Four Letitia Hughes Place Seven
Pierette Parker Place Two
Nicole Raphiel Place Three
Dinah Marks Place Five
Crystal Chism Place Six
Joe Gorfida City Attorney City Management Brandon Wright City Manager
Isom Cameron Deputy City Manager
Kristoff Bauer Deputy City Manager Brandon Lacy Managing Director Public Utilities
Tamara Bell Managing Director Southwest Regional Communication Center (SWRCC)
Joseph Costa Police Chief Police Department
Bryan Southard Fire Chief Fire and EMS Department
Tom Figert Managing Director Information Technology Charles Brewer Managing Director Development Services Scott Kurth Judge DeSoto Municipal Court
Chris Glover Managing Director Parks & Recreation Tracy L. Cormier Managing Director Financial Services Heather McEntee Managing Director Library Services Denae Greenly Managing Director Human Resources
Alicia Thomas City Secretary
Matthew Carlson Managing Director DeSoto Development Corp.
1-7
Citizens of DeSoto
Mayor & City Council
City Secretary
Action Center Community Initiatives Community Relations Environmental Health Risk Management Records Management
Office of the City Manager
Cash/Investments Accounting & Reporting Payroll Debt Management Budget Purchasing Services
Aquatics Park Maintenance Recreation & Civic Ctr Senior Center Seasonal Programs
Financial Services
Parks & Recreation
Police Services & Admin Community Policing & Training Code Enforcement Animal Control Regional Jail Mental Health Unit
Building Inspection Facility Mgmnt Services
Engineering & Construction
Equipment Services Planning & Zoning Street Maintenance
Police Department
Development Services
Fire Rescue & Emergency Management Fire Prevention
Fire & Emergency Medical Training
Fire Department
Human Resources
Information Technology
Library Services
Municipal Court
Southwest Regional Communication Center
Utility Billing & Meter Reading Water/Wastewater Field Operations
Public Utilities
DeSoto Development Corporation
1-8
1-9
TO BE UPDATED
COMMUNITY PROFILE
DeSoto Development Corporation
Updated August 2022
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 9,286 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 fifteenth busiest airport in the world and serves more than 69 million passengers with nearly 2,000 flights per day. DFW provides nonstop service to 63 international and 190 domestic destinations. Flying times to any major North American city takes less than four hours.
Dallas Love Field Dallas Love
Field by three airlines (Southwest, Delta & Alaska Airlines) offering passenger service to U.S. locations. 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
1-10
Regional Population
DeSoto Population
Year
Population
Year
Dallas County
DFW MSA
52,486
2015
7,195,475
2016
2,591,488
2016
53,128
7,337,707
2,620,425
2017
2017
53,568
7,457,586
2,629,764 2019 2,635,603 2020 2,610,957 2021 2,586,050 2018
2018
54,042
7,574,390
2019 2020 2021
58,483 56,145 55,729
7,662,325
7,759,615
S ource: U.S Census Bureau , QuickFacts July 202 2
Source: U.S Census Bureau, QuickFacts July 2022, St. Louis Fed Population Data, March 2022
DeSoto Age & Education
DeSoto Household Growth
Annual Percentage
Total Households in DeSoto
Age Range
Percent of Total Population
00 to 24 years old 25 to 44 years old 45 to 54 years old 55 to 65+ years old Total
33.1 % 25.8 % 13.8 % 27.3 % 100.00 %
Year
Households
Increase
2010 2015
18,325 19,160 20,256 20,287 20,293 20,215
- - - .15%
2018
2019 2020
.03%
Source: Demographic Now
2021
38.10 years
-.38%
Average Age
37.09 years
Source: US 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%
$ 8 5,916 $2 9, 170 $ 71,496
20 20 Average Household Income 20 20 MedianHousehold Income 20 20 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
1-11
Property Tax Rates 2021 Ad Valorem Tax Rates (Per $100 Assessed Value) Property in DeSoto Independent School District City of DeSoto 0.7016 DeSoto ISD 1.3886 Dallas County 0.2279 Dallas Comm. College 0.1235 Parkland 0.2550 Dallas County School Equalization 0.0100 2. 7066 Property in Dallas Independent School District City of DeSoto 0.7016 Dallas ISD 1.2482 Dallas County 0.2279 Dallas Comm. College 0.1235 Parkland 0.2550 Dallas County School Equalization 0.0100 Total
Sales Tax Rates
State Sales Tax
6.25 %
City of DeSoto
1.00 %
Parks
.125 %
Property Tax Relief
.50 %
Economic Development
.375 %
Total
8.250 %
Source: Texas Comptroller of Public Accounts
Total 2. 5662 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 2022 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, corporations 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
Homestead
None
$25,000
Over 65
$35,000
$25,000
Disabled Person
$25,000
$25,000
Source: Dallas County Appraisal District
Income Tax The State of Texas does not impose a personal or corporate 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%.
Source: Texas Comptroller of Public Accounts
DeSoto Community Profile - Page 3
1-12
DeSoto Workforce
DFW MSA Workforce
DeSoto Civilian Labor Force Estimate
Dallas/FW/Arlington MSA Civilian Labor Force
29,773 2,745 8.4%
Civilian Employed
4,084,600
Civilian Employed Civilian Unemployed Unemployment Rate
133,200
Civilian Unemployed
Unemployment Rate
3.2%
S ource: Bureau of Labor Statistics, August 2021
Source: U.S Bureau of Labor Statistics, Apr . 20 2 2
The DFW Metroplex labor force brings diversified skills to the marketplace. 2020 non-farm employment in the DFW MSA totals 4,097,400 in various NAICS Sectors.
Top Employers in DeSoto The largest employers in DeSoto include retailers, manufacturers, health care providers, and governmental organizations.
Industry
Employment Estimate
Natural Res., Mining & Construction
233,300
Manufacturing Trade, Transportation & Public Utilities
296,500 881,700 85,900 364,500 747,700
Name
Business
Employment
899
DeSoto ISD
Public Education
Kohl’s e-Commerce
Distributor
800
Information Financial, Insurance & RE Professional & Business Services -Education & Health Services -Leisure & Hospitality -Other Services Government
City of DeSoto
Government
430
Solar Turbines, Inc.
Manufacturer
418
Williamsburg Village
Healthcare
350
GlasFloss Industries
Manufacturer/HQ
250
Marten Transport
Distributor/Logistics
250
Wal-Mart Distribution
Distributor
350
452,500
Hickory Trail Hospital
Healthcare
184
4 , 097 , 4 0 0
Total Non-Agricultural
The Cedars
Healthcare
184
DW Distribution Inc.
Distributor
150
Cintas
Distributor
158
Vibra Hospital
Healthcare
110
Park Manor
Healthcare
100
112
Kroger
Grocery
Tom Thumb
Grocery
100
Source: DeSoto EDC, Ju ne 2 02 2
Source: U .S. Bureau of Labor Statistics 20 2 2
DeSoto Community Profile - Page 4
1-13
Utilities
Community Services
Electric Power Transmission Voltage: Service Voltage: Reliability:
Oncor Electric Delivery 69 KV 138 KV 345 KV 120/208 120/240 240/480 277/480 99.962959
Health Care Hospitals
2
Beds
281
Psychiatric Hospitals
2
Beds
127
Nursing Homes
4
Beds
571
Senior Living Centers
5
Units
769
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.
Newspapers Focus Daily News
Published twice weekly
The Dallas Morning News
Published daily
Banks
Hotels/Motels
Natural Gas Atmos Energy Distribution: 30 in. transmission lines, 720 psi pressure
Bank of America
America’s Best Value Inn
Bank of DeSoto
Holiday Inn Express
Distribution Pressure: 55 MAOP BTU content per cubic foot: 1,050
BBVA Compass
La Quinta Inn
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 Maximum System Capacity (Daily): 21.0 M gallons Maximum Use To Date (Daily): 13.0 M gallons Pressure on Mains: 45-105 psi Size of Mains: 6 in., 8 in., 12 in., 16 in., 24 in., 30 in. Storage Capacity: 18.0 M gallons City of DeSoto Source: Contract with Trinity River Authority Maximum System Capacity (Daily): 24 M gallons Maximum Use To Date (Daily): 10 M gallons Sewer
Plains Capital Bank
GLo by Best Western
Guaranty Federal
Home 2 Suites by Hilton Hampton Inn & Suites
Inwood Bank Texas Federal Credit Union
Freight Carriers Over 50 motor freight carriers
Fire Insurance Rating
and 5 parcel service providers
ISO Rating: 1
serve the City of DeSoto.
City Government
Type Government:
Council/Manager Home Rule Charter 7 130 67 1949 430 $122,882,608
Number on City Council: Police Personnel: Fire Personnel: Incorporated: Total City Employees: Total Annual Budget*: Land Area (square miles):
Telephone
AT&T & others AT&T and Spectrum
Cable TV
Republic Servi ce s Spectrum , AT&T
Trash Collection
Broadband
23
* FY 2022 budget revenue all Funds
Source: City of DeSoto
DeSoto Community Profile - Page 5
1-14
Education
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 1 -202 2 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 Miles of Alleys
491 96
Number of Fire Stations Number of Police Stations Number of Parks Number of Libraries Public Swimming Pools
3 1 22
1 1
Source: City of DeSoto
DeSoto Community Profile - Page 6
1-15
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. 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 2020 U.S Census - is 59,159, a 13% growth rate since 2015, 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 $91.3 million for FY 2020-2021. Plentiful Labor Supply The Dallas/Fort Worth Metroplex (MSA) employs a labor force of more than 4,097,000 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.
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.
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.
Contact
Phone: Fax: Website:
DeSoto Development Corporation 211 E. Pleasant Run Road DeSoto, TX 75115
972-230-9611 972-230-9670 www.dedc.org
DeSoto Community Profile - Page 7
1-16
NOTES
1-17
BUSINESS PLAN
Financial Services
2-1
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 Image Thriving Economy Learning Environment Engaged & Vibrant Community Safe & Healthy Community Beautiful City 1.
2. 3. 4.
5.
6.
7.
01
2- 2
Provide regular videos with message from the Mayor on issues of high community interest
GOAL #1 Develop regular video messages to provide ongoing operational updates to the community.
Department Work Plan
1. Coordinate with the Mayor each month to brainstorm operational topics to present to the community include topics from Council Members | City Manager's Office | START FY 2024 Q2 | COMPLETE FY 2024 Q2 2. Create a video schedule that includes regularly recording of operational topics to help provide education and awareness in the DeSoto community | City Manager's Office | START FY 2024 Q2 | COMPLETE FY 2024 Q2 3. Record regular video messages to the community and broadcast on the City’s social media and video sites | City Manager's Office | START FY 2024 Q3 | COMPLETE FY 2024 Q4
02
2- 3
Offer Spanish captions for City Council Meetings with agendas in Spanish language
GOAL #2 Develop options for Spanish
Department Work Plan
1. Identify equipment needs to reliably provide closed captioning | City Manager's Office | START FY 2024 Q1 | COMPLETE FY 2024 Q2 2. Select and contract with a closed captioning service provider | City Manager's Office | START FY 2024 Q2 | COMPLETE FY 2024 Q3 3. Install equipment and integrate into current broadcast system | City Manager's Office | START FY 2024 Q2 | COMPLETE FY 2024 Q3 4. Issue RFP and select a new agenda management vendor | City Manager's Office | START FY 2024 Q1 | COMPLETE FY 2024 Q2 5. Establish a staff implementation team to set up a new agenda management system | City Manager's Office | START FY 2024 Q2 | COMPLETE FY 2024 Q2 6. Implement the new agenda management system with staff training | City Manager's Office | START FY 2024 Q3 | COMPLETE FY 2025 Q1
language captions on City-recorded meetings as well as options for Spanish translation of agendas
03
2- 4
Develop Hampton Road corridor as a unique gathering point (central hub) for community life, arts, culture and entertainment
GOAL #3
Department Work Plan
1. Monitor the Tax Increment Reinvestment Zone (TIRZ) to ensure tax increment funds are available as needed | Economic Development Department | START FY 2024 Q1 | ONGOING 2. Develop recommendations for DeSoto Development Corporation and City Council review related to City owned or controlled properties on Hampton Road to introduce to the private market for development proposals | Economic Development Department | START FY 2024 Q1 | COMPLETE FY 2024 Q3 3. Develop requests for proposals from the private development market for City-owned parcels and potential assemblages throughout the corridor to spur interest and provide a range of development options | Economic Development Department | START FY 2024 Q2 | COMPLETE FY 2024 Q4 4. Evaluate individual project submissions to assess fit and value proposition and review appropriate incentive tools | Economic Development Department | START FY 2024 Q3 | COMPLETE FY 2024 Q4
Develop incentive programs and options to attract anchor developments on Hampton Road
04
2- 5
Value and educate community on DeSoto’s history / Convert Nance Farm into a higher value community asset
GOAL #4
Department Work Plan
1. Update the zoning at Nance Farm | City Manager's Office | START FY 2023 Q4 | COMPLETE FY 2024 Q1 2. Work with the Council and community to finalize design with an updated pro forma | City Manager's Office | START FY 2023 Q4 | COMPLETE FY 2024 Q4 3. Develop a construction funding plan | City Manager's Office | START FY 2024 Q1 | COMPLETE FY 2024 Q4 4. Secure competitive construction bids and execute a construction contract | City Manager's Office | START FY 2024 Q4 | COMPLETE FY 2025 Q1 5. Recommend personnel changes for the FY 2025 Budget | City Manager's Office | START FY 2024 Q2 | COMPLETE FY 2024 Q4
Convert Nance Farm into a Higher Value Community
Asset Including a Home for the Arts
05
2- 6
Initiate next phase of the McCowan Park Master Plan to construct a natatorium/recreation center
GOAL #5
Department Work Plan
1. Develop construction documents | Parks & Recreation Department | START FY 2023 Q4 | COMPLETE FY 2024 Q2 2. Establish Guaranteed Maximum Price (GMP) and present to Council for approval | Parks & Recreation Department | START FY 2024 Q2 | COMPLETE FY 2024 Q2 3. 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 4. Start construction for the McCowan Park Aquatic and Recreation Center | Parks & Recreation Department | START FY 2024 Q3 | COMPLETE FY 2026 Q1
Construct a high- quality aquatic and recreation center consistent with the McCowan Park Master Plan
06
2- 7
Rebrand and market Boards & Commissions to a new generation of residents
GOAL #6
Department Work Plan
1. Review current practices and identify areas of strength and opportunities for growth | City Manager’s Office | START FY 2024 Q1 | COMPLETE FY 2024 Q2 2. Utilize the Boards & Commissions Ad Hoc Committee to review and revise the Guide for DeSoto Public Officials | City Manager’s Office | START FY 2024 Q1 | COMPLETE FY 2024 Q2 3. Research neighboring cities and their Boards & Commissions onboarding processes, then identify strengths from their program to implement in DeSoto | City Manager’s Office | START FY 2024 Q1 | COMPLETE FY 2024 Q2 4. Develop a draft City of DeSoto Boards & Commissions Onboarding process aligning with the Guide for DeSoto Public Officials | City Manager’s Office | START FY 2024 Q2 | COMPLETE FY 2024 Q3
Develop a formal education process for Board & Commission members
07
2- 8
Rebrand and market Boards & Commissions to a new generation of residents
GOAL #6 Develop a formal education process for Board & Commission members
Department Work Plan 5. City Council review and approval of the City of DeSoto Boards & Commissions Onboarding process | City Manager's Office | START FY 2024 Q3 | COMPLETE FY 2024 Q3 6. Establish a tracking mechanism for ensuring completion of education requirements for Board & Commission members | City Manager’s Office | START FY 2024 Q3 | COMPLETE FY 2024 Q3 7. Develop material and online resources; Train City staff and liaisons on training process; Publish and advertise the Onboarding Process | City Manager’s Office | START FY 2024 Q3 | COMPLETE FY 2024 Q4 8. Implement new Boards & Commissions Onboarding Process for all current Boards & Commissions Members | City Manager’s Office | START FY 2025 Q1 | ONGOING
08
2- 9
Promote family-focused events and entertainment
GOAL #7 Create a Holiday in the Park Event
Department Work Plan
1. Initiate a RFP process and select an ice-rink vendor | Parks & Recreation Department | START FY 2023 Q4 | COMPLETE FY 2024 Q1 2. Design Holiday in the Park Winter Festival layout | Parks & Recreation Department | START FY 2024 Q1 | COMPLETE FY 2024 Q1 3. Solicit other vendors to support festival atmosphere at the Holiday in the Park | Parks & Recreation Department | START FY 2024 Q1 | COMPLETE FY 2024 Q1 4. Host Holiday in the Park Festival | Parks & Recreation Department | START FY 2024 Q1 | COMPLETE FY 2024 Q2
09
2-1 0
Promote proactive crime prevention, community outreach, and service excellence by the Police Department
GOAL #8
Department Work Plan
1. Update Crime Watch (CW) Program booklet with current list of safety topics and steps needed to form a CW Program | Police Department | START FY 2024 Q1 l COMPLETE FY 2024 Q2 2. Conduct a Town Hall Meeting to bring awareness and information to the community about the steps needed to develop a program and the benefits | Police Department | START FY 2024 Q2 | COMPLETE FY 2024 Q2 3. Conduct meetings with HOA’s, businesses, and other community homeowner groups to expand the CW program | Police Department | START FY 2024 Q2 | COMPLETE FY 2024 Q4 4. Work with Council Members to conduct Council District Meetings to solicit interest in forming CW programs in neighborhoods | Police Department | START FY 2024 Q2 | COMPLETE FY 2024 Q3
Develop new ways to promote and strengthen the Neighborhood Crime Watch Program
10 10
2-1 1
Promote proactive crime prevention, community outreach, and service excellence by the Police Department
GOAL #8
Department Work Plan
5. Develop a CW on-boarding process with defined education, training, participation, security camera program, and meeting goals to assist newly formed CW programs | Police Department | START FY 2024 Q2 | COMPLETE FY 2024 Q3 6. Work with the City’s Marketing and Communications Team to develop marketing materials to create awareness for the CW program | Police Department | START FY 2024 Q2 | COMPLETE FY 2024 Q3 7. Work with non-active CW programs to introduce the new on-boarding process to encourage reactivation of the program | Police Department | START FY 2024 Q3 | COMPLETE FY 2024 Q4
Develop new ways to promote and strengthen the Neighborhood Crime Watch Program
11
2-1 2
Develop a plan for creek maintenance to address erosion issues
GOAL #9
Department Work Plan
Explore best practices and develop a program for creek maintenance/ erosion concerns
1. Create drainage maintenance standard operating procedures | Development Services Department | START FY 2024 Q1 | COMPLETE FY 2024 Q1 2. Explore best practices performed by municipalities for inspecting and maintaining stormwater drainage channels, creeks, and outfalls | Development Services Department | START FY 2024 Q1 | COMPLETE FY 2024 Q1 3. Issue Request for Qualifications (RFQ) for professional engineering services in order to prepare a Stormwater Drainage Master Plan | Development Services Department | START FY 2024 Q1 | COMPLETE FY 2021 Q1 4. Engage vendor-provided professional engineering services to develop a Stormwater Drainage Master Plan that will develop maintenance recommendations and identify and prioritize stormwater drainage projects | Development Services Department | START FY 2024 Q1 | COMPLETE FY 2024 Q3
12 12
2-1 3
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16-17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 82-83 Page 84 Page 85 Page 86 Page 87 Page 88 Page 89 Page 90 Page 91 Page 92 Page 93 Page 94 Page 95 Page 96 Page 97 Page 98 Page 99 Page 100 Page 101 Page 102 Page 103 Page 104 Page 105 Page 106-107 Page 108 Page 109 Page 110-111 Page 112 Page 113 Page 114 Page 115 Page 116 Page 117 Page 118 Page 119 Page 120 Page 121 Page 122 Page 123 Page 124 Page 125 Page 126 Page 127 Page 128-129 Page 130-131 Page 132-133 Page 134-135 Page 136-137 Page 138-139 Page 140-141 Page 142-143 Page 144-145 Page 146-147 Page 148-149 Page 150-151 Page 152-153 Page 154-155 Page 156-157 Page 158-159 Page 160-161 Page 162-163 Page 164-165 Page 166-167 Page 168-169 Page 170-171 Page 172-173 Page 174-175 Page 176 Page 177 Page 178 Page 179 Page 180 Page 181 Page 182 Page 183 Page 184-185 Page 186-187 Page 188-189 Page 190-191 Page 192-193 Page 194-195 Page 196-197 Page 198-199 Page 200 Page 201 Page 202 Page 203 Page 204-205 Page 206-207 Page 208-209 Page 210-211 Page 212-213 Page 214-215 Page 216-217 Page 218-219 Page 220-221 Page 222-223 Page 224-225 Page 226-227 Page 228-229 Page 230-231 Page 232-233 Page 234-235 Page 236-237 Page 238-239 Page 240-241 Page 242-243 Page 244-245 Page 246-247 Page 248-249 Page 250-251 Page 252-253 Page 254-255 Page 256 Page 257 Page 258 Page 259 Page 260 Page 261 Page 262Made with FlippingBook - Online magazine maker