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Home My WebLink About15-ReferenceReference Reference Table of Contents Fiscal and Budgetary Policy................................................................................................................243 Financial Ratio Comparisons ..............................................................................................................266 Contingency Reserve Requirements Worksheet ................................................................................268 Personnel Summary by Division 2005-2009.......................................................................................269 Personnel Summary 2007/2008..........................................................................................................270 Personnel Summary – New Positions Added......................................................................................271 Program Summary by Fund ................................................................................................................262 Transfers Between Funds...................................................................................................................275 Internal Service Premiums..................................................................................................................276 Utility Rate Schedule...........................................................................................................................278 Ordinances..........................................................................................................................................282 GEDCO Budget – A Blended Component Unit of the City of Georgetown for Reference Only ........292 GTEC Budget – A Blended Component Unit of the City of Georgetown for Reference Only ...........293 Advisory Boards & Commissions........................................................................................................294 243 City of Georgetown Fiscal and Budgetary Policy Revisions Approved June 26, 2007 I. PURPOSE The City of Georgetown is committed to financial management through integrity, prudent stewardship, planning, accountability, full disclosure and communication. The broad purpose of the Fiscal and Budgetary Policies is to enable the City to achieve and maintain a long-term stable and positive financial condition, and provide guidelines for the day-to-day planning and operations of the City’s financial affairs. Policy scope generally spans areas of accounting and financial reporting, internal controls, both operating and capital budgeting, revenue management, investment and asset management, debt management and forecasting. This is done in order to: A. Demonstrate to the citizens of Georgetown, the investment community, and the bond rating agencies that the City is committed to a strong fiscal operation; B. Provide precedents for future policy-makers and financial managers on common financial goals and strategies; C. Fairly present and fully disclose the financial position of the City in conformity to generally accepted accounting principals (GAAP); and D. Demonstrate compliance with finance-related legal and contractual issues in accordance with the Texas Local Government Code and other legal mandates. These policies will be reviewed and updated annually as part of the budget preparation process. The budgeted funds for the City of Georgetown include: Governmental Funds: General Fund which accounts for all financial resources except those required to be accounted for in another fund, and include basic governmental services, such as Police, Fire and Parks functions among others. Special Revenue Funds (SRF) account for specific revenues that are legally restricted for specified purposes. The City currently budgets 12 SRF Funds and includes Tourism, Parkland Dedication and Library Donations. Debt Service Fund is used to account for the payment of general long-term debt principal and interest. 244 Capital Project Funds are used to account for the acquisition or construction of major capital facilities other than those financed by enterprise activities. Proprietary Funds: Internal Service Funds account for good or services provided by one internal department to another. The City uses this system to recognize full cost for fleet replacement and maintenance, facility maintenance and computer replacement and maintenance. Enterprise Funds include the City’s “business like” activities including all the utility funds and the airport. Basis of Accounting and Basis of Budgeting The City’s accounts and budgets for all Governmental Funds using the modified accrual basis of accounting. This basis means that revenue is recognized in the accounting period in which it becomes available and measurable, while expenditures are recognized in the accounting period in which they are incurred. Because the appropriated budget is used as the basis for control and comparison of budgeted and actual amounts, the basis for preparing the budget is the same as the basis of accounting. Exceptions to the modified accrual basis of accounting include: • Encumbrances, which are treated as expenditures in the year they are encumbered, not when expended. • Grants, which are considered revenue when awarded, not received. • Principal and interest on long-term debt, which are recognized when paid. General government funds include the general fund, special revenue funds, debt service fund and general capital project funds. Proprietary Funds, which include the enterprise and internal service funds are accounted and budgeted using the full-accrual basis of accounting. Under this method, revenues are recognized when they are earned and measurable, while expenses are recognized when they are incurred regardless of timing or related cash flows. The basis for preparing the budget is the same as the basis of accounting except for principal payments on long-term debt and capital outlay which are treated as budgeted expenses. Exceptions include: • Depreciation which is not budgeted • Non-budgeted accruals such as compensated absences 245 II. OPERATING BUDGET Budgeting is an essential element of the financial planning, control and evaluation process of municipal government. The “operating budget” is the City’s annual financial operating plan. The annual budget includes all of the operating departments of the general fund, proprietary funds, debt service funds, special revenue funds, and capital improvement funds of the City. A. Comprehensive Plan – The Georgetown Century Plan is the City’s comprehensive plan as required by the City of Georgetown Charter (Section 1.08) to preserve, promote and protect public health and general welfare, prevent overcrowding, ensure adequate transportation, availability of necessary utilities and services, and conserve and protect the City’s natural resources. The Century Plan is the City’s master plan. To date, nine functional elements have been adopted. The City’s budget is the Annual Operating Plan Element of the Georgetown Century Plan. The Century Plan is founded on strategic objectives or "policy areas" that are reviewed annually, and updated at least every five years. Funding of City programs shall be based upon these objectives set forth in the Century Plan. Currently, there are 17 policy areas included in the Plan. The Century Plan utilizes the budget process as an integral planning tool, requiring the City to plan for five, two and one year time horizons. Therefore, the budget is focused on these areas and is in compliance with the goals outlined in the comprehensive plan. B. Preparation – The Charter (Section 6.02) requires “a proposed budget prepared by the City Manager and submitted to the City Council at least thirty days prior to the end of the fiscal year. The budget shall be adopted not later than the twenty-seventh day of the last month of the fiscal year. No budget will be adopted or appropriations made unless the total estimated revenues, income and funds available shall be equal to or in excess of such budget or appropriations, except otherwise provided”. Therefore, the budget will be presented to the City Council no later than the 1st day of August to provide the City Council time to adopt the budget in the required time frame. 1. Proposed Budget – A proposed budget shall be prepared by the City Manager with participation of all the City’s Division Directors within the provision of the Charter and the Century Plan. a) The budget shall include four basic segments for review and evaluation: • Revenues • Personnel Costs • Operations and Maintenance • Capital and other non project costs 246 b) The budget review process will include City Council participation in the development of each segment and allow for citizen participation in the process, and will allow for sufficient time to address policy and fiscal issues by the City Council. c) A copy of the proposed budget will be filed with the City Secretary when it is submitted to the City Council. A copy will also be available at the Georgetown Public Library for citizen review. 2. Adoption – Upon finalization of the budget appropriations, the City Council will hold a public hearing, and subsequently adopt by Ordinance the final budget as amended. The budget will be effective for the fiscal year beginning October 1st. The Annual Operating Plan document will be submitted annually to the Government Finance Officers Association (GFOA) for evaluation and consideration for the Distinguished Budget Presentation Award. C. Balanced Budget – The goal of the City is to balance the operating budget with current revenues, whereby, current revenues would match and fund on-going expenditures/expenses. Excess balances in the operating funds from previous years would then be used for non-recurring expenditures/expenses or as capital funds. The Charter (Section 6.04) requires that an operating deficit created in any fiscal year shall be paid off and discharged during the following year. In practice, deficit has been interpreted to mean City funds as a whole. The City Council may choose from time to time to allow individual funds to have a negative balance as long as Operating Reserve requirements for the City as a whole are maintained. D. Planning – The budget process will be coordinated so that major policy issues are identified prior to the budget approval date. This will allow City Council adequate time for consideration of appropriate decisions and analysis of financial impacts. E. Reporting – Summary financial reports will be presented to the City Council quarterly. These reports will be in a format appropriate to enable the City Council to understand the overall budget and financial status. The City Manager will also present a mid-year report to the City Council within 60 days following the end of the second fiscal quarter that updates the status of projects and related financial goals set forth in the budget. F. Control and Accountability – Each Division Director, appointed by the City Manager, will be responsible for the administration of his/her departmental budget. This includes accomplishing the Goals and Objectives adopted as part of the budget and monitoring each department budget for compliance with spending limitations. Division Directors may transfer funds up to $20,000 within the operations and maintenance or capital line items within a departmental budget category without additional approval. All transfers within the Personnel line items require approval of the Director of Finance and City Manager. All other transfers of appropriation or budget amendments require either City Council or City Manager approval as outlined in Section IV.B. 247 G. Budget Amendments – The Charter (Section 6.04) provides a method to amend for budget amendments and emergency appropriations. The City Council may authorize with a majority plus one vote, an emergency expenditure as an amendment to the original budget. This may be done in cases of grave public necessity to meet an unusual and unforeseen condition that was not known at the time the budget was adopted. In practice, this has been interpreted to include revenue-related expenses within the enterprise funds and timing differences on capital improvement projects. The following criteria will be used in evaluation of budget amendments: • Is the request necessary? • Why was the item not budgeted in the normal budget process? • Why can't a transfer be done within the Division to remedy the condition? The Director of Finance and Administration must certify availability of revenues or funding sources prior to adoption. The City will amend the budget at year end, if needed, for revenue based expenditures that exceeded budgeted amounts due to increased revenue and recognize any grant funded expenditures for grants received after the budget was adopted or last amended. The City will also amend the budget if necessary as part of the Mid-Year Review process for any capital project timing adjustments from prior year, as well as, any other known adjustments needed and approved at that time. H. Contingency Appropriations – The budget may include contingency appropriations within designated operating department budgets. These funds are used to offset expenditures for unexpected maintenance or other unanticipated expenses that might occur during the year. Currently, the City maintains contingency appropriations for insurance deductibles, unexpected legal expenses and equipment repairs. I. Council Contingency Account – The budget may contain appropriated funds to be used at the discretion of the City Council. Actual expenditure of these funds is specifically approved by the City Council on an item by item basis. The Council Contingency Account for 2007/08 is $50,000, included in the General Fund. III. REVENUE MANAGEMENT A. Characteristics – The City will strive for the following optimum characteristics in its revenue system: 1. Simplicity – The City, where possible and with out sacrificing accuracy, will strive to keep the revenue system simple in order to reduce compliance costs for the taxpayer or service recipient. 2. Certainty – A knowledge and understanding of revenue sources increases the reliability of the revenue system. The City will understand its revenue sources and enact consistent collection policies to provide assurances that the revenue base will materialize according to budget. 248 3. Equity – The City shall make every effort to maintain equity in its revenue system; i.e., the City should seek to minimize or eliminate all forms of subsidization between entities, funds, services, utilities, and customer classes, and ensure an on-going return on investment for the City. 4. Revenue Adequacy – The City should require there be a balance in the revenue system; i.e., the revenue base will have the characteristics of fairness and neutrality as it applies to cost of service, willingness to pay, and ability to pay. 5. Realistic and Conservative Estimates - Revenues will be estimated realistically, and conservatively, taking into account the volatile nature of various revenue streams. 6. Administration – The benefits of a revenue source should exceed the cost of levying and collecting that revenue. 7. Diversification and Stability – A diversified revenue system with a stable source of income shall be maintained. This will help avoid instabilities in two particular revenue sources due to factors such as fluctuations in the economy and variations in the weather. B. Other Considerations – The following considerations and issues will guide the City in its revenue policies concerning specific sources of funds: 1. Cost/Benefit of Incentives for Economic Development – The City will use due caution in the analysis of any incentives that are used to encourage development. A cost/benefit (fiscal impact) analysis will be performed as part of the evaluation. 2. Non-Recurring Revenues – One-time or non-recurring revenues should not be used to finance current ongoing operations. Non-recurring revenues should be used only for non-recurring expenditures and not for budget balancing purposes. 3. Property Tax Revenues – All real and business personal property located within the City will be valued at 100% of the fair market value for any given year based on the current appraisal supplied by the Williamson County Appraisal District. Conservative budgeted revenue estimates result in a projected ninety-eight percent (98%) budgeted collection rate for current ad valorem taxes. Two percent (2%) of the current ad valorem taxes will be projected as the budget for delinquent ad valorem tax collection. For budgeting purposes, the City will forecast the proposed property tax rate using the effective maintenance & operations (M&O) rate plus the interest & sinking (I&S) rate needed to fund tax supported debt service. Increases to the M&O rate will be deliberated and determined by the City Council. Proposed tax revenue will be budgeted at a 98% collection rate. 4. Interest Income – Interest earned from investments will be distributed to the funds in accordance with the equity balance of the fund from which the monies were provided to be invested. 249 5. User-Based Fees and Service Charges – For services associated with a user fee or charge, the direct or indirect costs of that service will be offset by a fee where possible. The City will review fees and charges no less than once every three years to ensure that fees provide adequate coverage for the cost of services. The City Council will determine how much of the cost of a service should be recovered by fees and charges. 6. Enterprise Fund Rates – The City will review and adopt utility rates as needed to generate revenues required to fully cover operating expenses, meet the legal requirements of all applicable bond covenants, and provide for an adequate level of working capital. Utility rates will be reviewed annually as part of the budget process. An external rate study will be conducted every 3 years to review rate methodology and ensure revenues will meet future needs. Additionally, enterprise activity rates will include transfers to and receive credits from other funds as follows: a) General and Administrative Charges – Administrative costs should be charged to all funds for services of general overhead, such as administration, finance, customer billing, legal and other costs as appropriate. These charges will be determined through an indirect cost allocation following accepted practices and procedures and reviewed annually by the City’s external auditors. b) Payment for Return on Investment – The intent of this transfer is to provide a benefit to the citizens for the ownership of the various utility operations they own. • In-Lieu-of-Franchise-Fee. This transfer, currently 2% of operating revenues, is consistent with the franchise rates charged to investor owned utilities franchised to operate within the City. • Return on Investment. The return on investment (ROI) transfer is currently calculated at 8% of operating revenues for all utilities except sanitation. Sanitation ROI will be calculated at 3% operating revenues, due to the contractual nature of the service and the reduced investment in assets by the City. 7. Intergovernmental Revenues – All potential grants will be examined for matching requirements and must be approved by the City Council prior to making application of the grant. It must be clearly understood that operational requirements (on-going costs) set up as a result of a grant program could be discontinued once the term and conditions of the program have been completed. 8. Revenue Monitoring – Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated, and any abnormalities will be included in the quarterly report to the City Council. 250 IV. EXPENDITURE POLICIES A. Appropriations – The point of budget control is at the department level budget for all funds. The Charter (Section 6.03) provides that any transfer of appropriation between funds must be approved by the City Council and that the City Manager, without City Council approval, is authorized to transfer appropriations between departments, within the same operational division and fund. The City Manager may also authorize transfer of salary adjustment monies between funds that are budgeted in a citywide account. B. Special Purpose Funding – In order to support community assistance programs,, the City designates specific funding for special purposes, including Social Services, Children’s Programs, and Public Art. The City reserves the ability to cap this special purpose funding when necessitated by budget contingency or compliance issues, such as revenue shortfalls, or other reasons as determined by City Council. 1. Social Service Funding – As part of the General Fund budget appropriations, the City will designate an amount equal to 1% of the General Fund operating budget for social service funding. This amount will be adjusted annually. These funds will be allocated and paid according to the City Council’s guidelines for Social Service Funding. 2. Children’s Services Funding – The City will appropriate funds within the General Fund equal to 1/8% of the General Fund operating budget for children’s programs. These funds will be allocated and paid according to the City’s funding guidelines for the Children’s and Youth Program. 3. Public Art Funding - The City will annually allocate an amount equaling 1/4% of the General Fund budget for Public Art. Any unspent funds will accumulate and be reallocated in the following budget year. Disbursement of these funds will be determined by the City Council at the recommendation of the City’s Arts & Culture Advisory Board. In addition, 2% of the total project costs for new City facilities that are open to and utilized by the public will be set aside to fund public art. The City Council can waive or reduce this requirement in the event there is a shortfall in funding to complete the project. Every effort will be made to include public art funding in future City facilities. C. Purchasing – All City purchases of goods or services will be made in accordance with the City’s current Purchasing Policy and with State law. The City’s Purchasing Policy is more restrictive than State Law is. The City’s Purchasing Policy requires all contracts greater than $15,000 be approved by the City Council. Only materials and other bid items are allowed to be purchased up to the $25,000 limit allowed by State Law without Council approval. The following shows a summary of approval requirements for purchases. 251 APPROVAL REQUIREMENTS FOR PURCHASES Dollar Figure Supervisor or Director Designee Department Director Purchasing Agent City Manager City Council Less than $1,000 (Purchase Order or Credit Card) 9 $1,000 to less than $5,000 (Bid Form) 9 9 $5,000 to $10,000 9 9 9 $10,000 to less than $25,000 9 9 9 9 $15,000 or more Professional Service Contracts 9 9 9 8 $25,000 or more (Formal Bids – State required over $25,000) Materials and Equipment 9 9 9 8 9 Denotes signature approval 8 Council authorization D. Prompt Payment – All invoices approved for payment by the proper City authorities shall be paid within thirty (30) calendar days of receipt of goods or services or invoice date, whichever is later in accordance with State law. The City will take advantage of all purchase discounts, when possible. E. Risk Management – The City will pursue every opportunity to provide for the Public’s and City employees’ safety and to manage its risks. The goal shall be to minimize the risk of loss of resources through liability claims with an emphasis on safety programs. V. BUDGET CONTINGENCY PLAN This policy is designed to establish general guidelines for managing revenue shortfalls resulting from local and national economic downturns that adversely affect the City's revenue streams. A. Immediate Action - Once a budgetary shortfall is projected, the City Manager will take the necessary actions to offset any revenue shortfall with a reduction in current expenses. The City Manager may: 252 • Freeze all new hire and vacant positions except those deemed to be a necessity. • Review all planned capital expenditures. • Delay all "non-essential" spending or equipment replacement purchases. B. Further Action - If the above actions are insufficient to offset the revenue deficit and the shortfall continues to increase, the City Manager will further reduce operating expenses to balance the variance. • Any resulting service level reductions, including workforce reductions, will be addressed by the City Council. VI. CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET The City’s goal is to maintain City facilities and infrastructure in order to provide excellent services to the customers within the community, meet growth related needs, and comply with all state and federal regulations. A. Preparation – The City annually updates and adopts a five-year Capital Improvement Program (CIP) schedule as part of the operating budget adoption process. The plan is reviewed and adjusted annually as needed, and year one is adopted as the current year capital budget. The capital budget will include all capital projects, capital resources, and estimated operational impacts • Needed capital improvements are identified through system models, repair and maintenance records and growth demands. • Economic development projects that have capital infrastructure needs, must be reviewed and approved for funding by the City no later than March 1 to be included in the annual CIP process. Any economic development project approved for funding after March 1 will be included in the following year CIP process. • A team approach will be used to prioritize CIP projects, whereby City staff from all operational areas provide input and ideas relating to each project and its effect on operations. • Citizen involvement and participation will be solicited in formulating the capital budget through neighborhood meetings, public hearings and other forums. • Capital infrastructure necessary to meet the requirements of the City’s Annexation Plan will be identified separately within the CIP plan, so that funding alternatives can be developed if needed. • Georgetown Utility Systems (GUS) Advisory Board will review the utility plan prior to Council adoption. 253 B. Control – All capital project expenditures must be appropriated in the capital budget. Availability of resources must be identified and then reviewed by the Finance Division before any CIP contract is presented to the City Council for approval. • All utility contracts and other utility expenditures greater than $50,000 are reviewed by the Georgetown Utility Systems (GUS) Advisory Board prior to presentation to Council. C. Financing Programs – Where applicable, assessments, impact fees, pro rata charges, or other fees should be used to fund capital projects which have a primary benefit to specific identifiable property owners. Recognizing that long-term debt is usually a more expensive financing method, alternative-financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives equal or exceeding the average life of the debt issue. • Short-term financing including Capital Leasing and other tax-supported obligations can be used to fund vehicles, computers and other operating equipment provided the impact to the tax rate is minimal. • Caution should be used in replacing assets with short-term, tax-supported obligations due to the repetitive nature of the replacements. The total amount of the I & S (interest and sinking) portion of the tax rate dedicated to fund short-term debt for equipment replacement will not exceed $0.04. The estimated short-term I & S for 2007/08 is $0.02945. VII. CAPITAL MAINTENANCE AND REPLACEMENT The City recognizes that deferred maintenance increases future capital costs. Therefore, a portion of all individual funds with infrastructure should be budgeted each year to maintain the quality within each system. A. Infrastructure Maintenance - On-going maintenance and major repair costs are included as capital expense within the departmental operating budgets. These costs are generally considered system repairs and are not capitalized for accounting purposes. They include such items as street seal coat, water line repairs and other general system maintenance. B. Modified Approach - Pavement Condition Index (PCI) - Governmental Accounting Standards Board Statement # 34 provides for an alternative approach to depreciation for measuring the value of infrastructure assets and the related costs incurred to maintain their service life at a locally established minimum standard. The City has elected to implement this modified approach in maintaining their non-enterprise fund infrastructure assets. In order to adopt this alternative method, the City has implemented an asset management system that determines if the minimum standards are being maintained. This measurement system will be updated at least every 3 years. The City has elected to use this alternative method for reporting its street infrastructure assets. 254 The City uses the CarteGraph PavementView Pavement Management Information System to track the condition levels of each of the street sections. The condition of the pavement is based on the following factors: • Type of Distress • Amount of Distress • Severity of Distress • Deduct Values (function of first three) The Pavement Condition Index (PCI) is a measurement scale is based upon a condition index ranging from zero for a failed pavement to 100 for pavement with perfect condition. The condition index is used to classify pavement in the following conditions: The City’s administrative policy is to achieve an average PCI level of 85. An 85 PCI is considered maintaining the streets in a “good” condition. Staff will prepare a street maintenance budget that meets this target for Council’s consideration during the budget process. C. Internal Service funds – The City currently utilizes internal service funds to maintain and replace existing assets. Assessments are made to the using funds for the use of equipment currently in use and to be purchased during the year. In this way, suitable funds are available for the purchase of operational assets without the issuance of debt. 1. Fleet Maintenance and Replacement - The City has a major investment in its fleet of cars, trucks, tractors, and other equipment. The City will anticipate replacing existing equipment, as necessary and will establish charges that are assigned to the using departments to account for the cost of that replacement. Vehicle maintenance is also allocated in this manner. 2. Technology – It is the policy of the City to plan and fund the maintenance and replacement of its computer network and other technology systems. The City currently uses a four-year replacement cycle for all desktop computers. 3. Facilities Maintenance – The City has established an on-going maintenance program, which include major repairs, equipment, as well as contracts for maintaining City facilities. The City has anticipated a useful life of such equipment and established a means of charging those costs to the various departments in order to recognize the City’s continuing costs of maintaining its facilities. PCI Rating 100 – 85 Good 85 – 45 Fair 45 – 0 Poor 255 VIII. ACCOUNTING, AUDITING AND FINANCIAL REPORTING A. Accounting – The City is solely responsible for the recording and reporting of its financial affairs, both internally and externally. The Director of Finance and Administration is the City’s Chief Financial Officer and is responsible for establishing the structure for the City’s Chart of Accounts and for assuring that procedures are in place to properly record financial transactions and report the City’s financial position. B. Audit of Accounts – In accordance with the Charter, an independent audit of the City accounts will be performed every year. The auditor is retained by and is accountable directly to the City Council. C. External Reporting – Upon completion and acceptance of the annual audit by the City’s auditors, the City shall prepare a written Comprehensive Annual Financial Report (CAFR) which shall be presented to the City Council within 180 calendar days of the City’s fiscal year end. The CAFR shall be prepared in accordance with Generally Accepted Accounting Principals (GAAP) and shall be presented annually to the Government Finance Officer Association (GFOA) for evaluation and consideration for the Certificate of Achievement in Financial Reporting. D. Internal Reporting – The Finance Department will prepare internal financial reports, sufficient to plan, monitor and control the City’s financial affairs. IX. ASSET MANAGEMENT A. Cash Management and Investments – The City Council has formally approved a separate Investment Policy for the City of Georgetown that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. This policy is reviewed annually by the City Council and applies to all financial assets held by the City. 1. Statement of Cash Management Philosophy - The City shall maintain a comprehensive cash management program to include the effective collection of all accounts receivable, the prompt deposit of receipts to the City’s depository, the payment of obligations, and the prudent investment of idle funds in accordance with this policy. 2. Objectives – The City’s investment program will be conducted as to accomplish the following listed in priority order: • Safety of the principal invested • Liquidity and availability of cash to pay obligations when due • Receive the highest possible rate of return (yield) consistent with the City’s investment policy. 3. Safekeeping and Custody – Investments may only be purchased through brokers/dealers who meet the criteria detailed in the investment policy, which also addresses internal controls related to investments. 256 4. Standard of Care and Reporting – Investment will be made with judgement and care, always considering the safety of principal to be invested and the probable income to be derived. The Director of Finance and Administration is responsible for the overall management of the City’s investment program and ensures all investments are made in compliance with the investment policy. An investment report, providing both summary and detailed information, will be presented to the City Council quarterly. 5. Authorized Investments – The City can currently invest in the following: • Certificates of Deposit • U.S. Treasury and Agency securities • Investment Pools that meet the requirements of the PFIA • No-load Money Market Mutual Funds • Fully collateralized Repurchase Agreements • Other investments as approved by City Council and not prohibited by law B. Fixed Assets – These assets will be reasonably safeguarded and properly accounted for, and prudently insured. 1. Capitalization Criteria - For purposes of budgeting and accounting classification, the following criteria must be capitalized: • The asset owned by the City. • The expected useful life of the asset must be longer than one year, or extend the life of an identifiable existing asset by more than one year. • The original cost of the asset must be at least $5,000. • The asset must be tangible. • On-going repairs and general maintenance are not capitalized. 2. New Purchases – All costs associated with bringing the asset into working order will be capitalized as part of the asset cost. This will include start up costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase. 3. Improvements and Replacement – Improvements will be capitalized when they extend the original life of an asset or when they make the asset more valuable than it was originally. The replacement of assets components will normally be expensed unless they are a significant nature and meet all the capitalization criteria. 257 4. Contributed Capital - Infrastructure assets received from developers or as a result of annexation will be recorded as equity contributions when they are received. 5. Distributions Systems - All costs associated with public domain assets, such as streets and utility distribution lines will be capitalized in accordance with the capitalization policy. Costs should include engineering, construction and other related costs including right of way acquisition. 6. Reporting and Inventory – The Finance Division will maintain the permanent records of the City’s fixed assets, including description, cost, department of responsibility, date of acquisition, depreciation and expected useful life. Periodically, random sampling at the department level will be performed to inventory fixed assets assigned to that department. Responsibility for safeguarding the City’s fixed assets lies with the department supervisor or manager whose department has been assigned the asset. X. DEBT MANAGEMENT The City of Georgetown recognizes the primary purpose of capital facilities is to provide services to the community. Using debt financing to meet the capital needs of the community must be evaluated according to efficiency and equity. Efficiency must be evaluated to determine the highest rate of return for a given investment of resources. Equity is resolved by determining who should pay for the cost of capital improvements. In meeting demand for additional services, the City will strive to balance the needs between debt financing and “pay as you go” methods. The City realizes that failure to meet the demands of growth may inhibit its continued economic viability, but also realizes that too much debt may have detrimental effects on the City’s long-range financial condition. The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of its citizens and to allow it to fulfill its various purposes as a city. A. Usage of Debt - Long-term debt financing will be considered for non-continuous capital improvements of which future citizens will be benefited. Alternatives for financing will be explored prior to debt issuance and include, but not limited to: • Grants • Use of Reserve Funds • Use of Current Revenues • Contributions from developers and others • Leases • Impact Fees 258 When the City utilizes long-term financing, it will ensure that the debt is soundly financed by conservatively projecting revenue sources that will be used to pay the debt. It will not finance the improvement over a period greater than the useful life of the improvement and it will determine that the cost benefit of the improvement, including interest costs, is positive to the community. The City may utilize the benefits of short-term debt financing to purchasing operating equipment provided the debt doesn’t extend past the useful life of the asset, and the potential impact to the tax rate is within policy guidelines. The I & S (interest and sinking) portion of the tax rate can not exceed $0.04 for short-term debt (3-10 years). B. Types of Debt – 1. General Obligation Bonds (GO’s) – General obligation bonds must be authorized by a vote of the citizens of Georgetown. They are used only to fund capital assets of the general government and are not to be used to fund operating needs of the City. The full faith and credit of the City as well as the City’s ad valorem taxing authority back general obligation bonds. Conditions for issuance of general obligation debt include: • When the project will have a significant impact on the tax rate; • When the project may be controversial even through it is routine in nature; or • When the project falls outside the normal bounds of projects the City has typically done. 2. Revenue Bonds – Revenue bonds will be issued to provide for the capital needs of any activities where the capital requirements are necessary for the continuation or expansion of a service. The improved activity shall produce a revenue stream to fund the debt service requirements of the necessary improvement to provide service expansion. The average life of the obligation should not exceed the useful life of the asset(s) to be funded by the bond issue and will generally be limited to no more than twenty (20) years. 3. Certificates of Obligation, Contract Obligations (CO’s) – Certificates of obligation or contract obligations may be used to fund capital requirements that are not otherwise covered either by general obligation or revenue bonds. Debt service for CO’s may be either from general revenues (tax-supported) or supported by a specific revenue stream(s) or a combination of both. Typically, the City may issue CO’s when the following conditions are met: • When the proposed debt will have minimal impact on future effective property tax rates; • When the projects to be funded are within the normal bounds of city capital requirements, such as for roads, parks, various infrastructure and City facilities; and • When the average life of the obligation does not exceed the useful life of the asset(s) to be funded by the issue. 259 Certificates of obligation will be the least preferred method of financing and will be used with prudent care and judgement by the City Council. Every effort will be made to ensure public participation in decisions relating to debt financing. 4. Self-supporting General Obligation Debt – Refers to general obligation debt issued for a specific purpose and repaid through dedicated revenues other than ad valorem taxes. The annual debt requirements are not included in the property tax calculation. Both Airport and Stormwater Drainage fund issue this type of debt. The City also issues debt on behalf of the Georgetown Transportation Enhancement Corporation (GTEC) whom then pledges 4B sales tax revenue for the repayment of that debt. 5. Internal borrowing between City funds – The City can authorize use of existing long-term reserves as “loans” between funds. The borrowing fund will repay the loan at a rate consistent with current market conditions. The loan will be repaid within ten (10) years. The loan will be considered an investment of working capital reserves by the lending fund. 6. Short-term borrowing - The City may authorize the issuance of Public Property Finance Contractual Obligations (PPFCO) which are short-term obligations for the acquisition of personal public property, such as equipment. PPFCOs are payable from either ad valorem taxes or another dedicated revenue stream. Each issuance will be assessed to ensure cost effectiveness and the repayment schedule will not exceed the useful life of the asset. Multiple equipment acquisitions can be grouped in a single PPFCO issue in order to develop economies of scale. C. Method of Sale – The City will use a competitive bidding process in the sale of bonds unless conditions in the bond market or the nature of the issue warrants a negotiated bid. In such situations, the City will publicly present the reasons for the negotiated sale. The City will rely on the recommendation of the financial advisor in the selection of the underwriter or direct purchaser. D. Disclosure – Full disclosure of operating costs along with capital costs will be made to the bond rating agencies and other users of financial information. The City staff, with assistance of the financial advisor and bond counsel, will prepare the necessary materials for presentation to the rating agencies and will aid in the production of the Preliminary Official Statements. The City will take responsibility for the accuracy of all financial information released. E. Federal Requirements – The City will maintain procedures to comply with arbitrage rebate and other Federal requirements. F. Debt Structuring – The City will issue bonds with an average life of twenty (20) years or less, not to exceed the useful life of the asset acquired. The structure should approximate level debt service unless operational matters dictate otherwise. Market factors, such as the effects of tax-exempt designations, the cost of early redemption options and the like, will be given consideration during the structuring of long term debt instruments. 260 G. Debt Coverage Ratio – Refers to the number of times the current combined debt service requirements or payments would be covered by the current operating revenues net of on-going operating expenses of the City’s combined utilities (Electric, Water, and Wastewater). The City will maintain a minimum debt service coverage ratio of 1.5 times for these utilities as a whole. The bond ordinances allow the City to forego a debt reserve fund for its utility debt if the coverage is maintained at 1.35 times or better. Debt coverage for 2007/08 is budgeted at 3.15 times coverage. A coverage ratio of 1.5 times will also be required for all funds issuing self-supporting debt. H. Bond Reimbursement Resolutions – The City may utilize bond reimbursements as a tool to manage its debt issues, due to arbitrage requirements and project timing. In so doing, the City uses its capital reserve "cash" to delay bond issues until such time when issuance is favorable and beneficial to the City. The City Council may authorize a bond reimbursement resolution for General Capital projects that have a direct impact on the City's ad valorem tax rate when the bonds will be issued within the term of the existing City Council. The City Council may also authorize revenue bond reimbursements for approved utility and other self-supporting capital projects within legislative limits. Currently revenue bonds must be issued within 18 months after an eligible bond funded project is begun. The total outstanding bond reimbursements may not exceed the total amount of the City’s reserve funds. XI. OTHER FUNDING ALTERNATIVES: When at all possible, the City will research alternative funding opportunities prior to issuing debt or increasing user-related fees. A. Grants - All potential grants will be examined for any matching requirements and the source of those requirements identified. A grant funding worksheet, reviewed by Finance, that clearly identifies funding sources, outcomes and other relevant information will be presented and approved by the City Council prior to any grant application being submitted. It must be clearly understood that any resulting operation requirements of the grant could be discontinued once the term and conditions of the project have been terminated. The City Council must authorize acceptance of any grant funding. B. Use of Reserve Funds - The City may authorize the use of reserve funds to potentially delay or eliminate a proposed bond issue. This may occur due to higher than anticipated fund balances in prior years, thus eliminating or reducing the need for debt proceeds, or postpone a bond issue until market conditions are more beneficial or timing of the related capital improvements does not correspond with the planned bond issue. Reserve funds used in this manner are replenished upon issuance of the proposed debt. 261 C. Developer Contributions - The City will require developers who negatively impact the City's utility capital plans offset those impacts. These policies are further defined within the City's utility line extension policy and other development regulations. D. Leases - The City may authorize the use of lease financing for certain operating equipment when it is determined that the cost benefit of such an arrangement is advantageous to the City. E. Impact Fees - The City will impose impact fees as allowable under state law for both water and wastewater services. These fees will be calculated in accordance with statute and reviewed at least every three years. All fees collected will fund projects identified within the Fee study and as required by state laws. XII. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS The City of Georgetown will maintain budgeted minimum reserves in the ending working capital/fund balances to provide a secure, healthy financial base for the City in the event of a natural disaster or other emergency, allow stability of City operations should revenues fall short of budgeted projections and provide available resources to implement budgeted expenditures without regard to actual timing of cash flows into the City. A. Operational Coverage – The City’s goal is to maintain operations coverage of 1.00, such that operating revenues will at least equal or exceed current operating expenditures. Deferrals, short-term loans, or one-time sources will be avoided as budget balancing techniques. B. Operating Reserves – The City will maintain reserves at a minimum of seventy-five (75) days (20.83%) of net budgeted operating expenditures. Net budgeted operating expenditure is defined as total budgeted expenditures less interfund transfers and charges, general debt service (tax supported), direct cost for purchased power and payments from third party grant monies. Total reserves for 2007/08 are $13.35 million. 1. General Fund – The unobligated fund balance in the General Fund should equal at least ninety (90) days or 25% of annual budgeted General Fund operating expenditures. 2007/08 reserves are $5.85 million. 2. Tourism Fund – A minimum sixty days (60) or 16.67% of operating expenditures will be reserved within the fund balance. 3. Water and Wastewater Funds – Working capital reserves in these funds should be 25% or ninety (90) days. 262 4. Other Funds – • Stormwater Drainage Fund - $150,000 • Sanitation Fund - $25,000 • Airport Fund – As funds are available, up to ninety (90) days or 25% of operating expenses (less fuel costs). 5. Electric Fund – The remaining balance to meet the citywide requirement of seventy-five (75) days of reserve funds will be maintained within this fund. For all other non-enterprise funds, the fund balance is an indication of the balance of each particular fund at a specific time. The ultimate goal of each such fund is to have expended the fund balance at the conclusion of the activity for which the fund was established. Reserve requirements will be calculated as part of the annual budget process and any additional required funds to be added to the reserve balances will be appropriated within the budget. Funds in excess of the minimum reserves may be expended for City purposes at the will of the City Council once it has been determined that use of the excess will not endanger reserve requirements in future years. C. Liabilities and Receivables - Procedures will be followed to maximize discounts and reduce penalties offered by creditors. Current liabilities will be paid within 30 days of receiving the invoice. Accounts Receivable procedures will target collection for a maximum of 30 days of service. Receivables aging past 120 days will be sent to a collection agency. The Director of Finance and Administration is authorized to write-off non-collectible, non-utility accounts that are delinquent for more than 180 days, and utility accounts delinquent more than 1 year, provided proper delinquency procedures have been followed, and include this information in the annual report to the City Council. D. Capital Project Funds – Every effort will be made for all monies within the Capital Project Funds to be expended within thirty-six (36) months of receipt. The fund balance will be invested and income generated will offset increases in construction costs or other costs associated with the project. Capital project funds are intended to be expended totally, with any unexpected excess to be transferred to the Debt Service fund to service project-related debt service. E. General Debt Service Funds – Revenues within this fund are stable, based on property tax revenues. Balances are maintained to meet contingencies and to make certain that the next year’s debt service payments may be met in a timely manner The fund balance should not fall below one month or 1/12th annual debt service requirements, in accordance with IRS guidelines. F. Investment of Reserve Funds – The reserve funds will be invested in accordance with the City’s investment policy. Existing non-cash investment would be exempt through retirement of the investment. 263 G. Ratios/Trend Analysis - Ratios and significant balances will be incorporated into both the mid-year and annual reports to the City Council. This information will provide users with meaningful data to identify major trends of the City's financial condition through analytical procedures. The following ratios/balances will be used as key financial indicators: • Fund Balance/Equity: Assets - liabilities FB/E AL (Acceptable level) minimum reserve requirement • Working Capital: Current assets less current liabilities CA - CL AL minimum reserve requirement • Current Ratio: Current assets divided by current liabilities CA/CL AL > 1.00 • Quick Ratio: "Liquid" current assets divided by current liabilities Liquid CA/CL AL > 1.00 • Debt/Assessed AV Taxes Debt divided by assessed Ad Valorem value D/AV AL < 5 • Debt Ratio: Current liabilities plus long-term liabilities divided by total assets CL +LTL/TA AL < 1 • Enterprise Oper Coverage: Operating rev divided by operating expense OR/OE AL > 1.25 • Times Coverage Ratio: Operating revenue less operating expense divided by annual debt service (OR-OE)/DSV AL > 1.5 The City will be to develop minimum/maximum levels for the above ratios/balances through analyzing of City historical trends and future projections. These ratios will also be compared to other similar or regional municipalities for further analysis. 264 XIII. INTERNAL CONTROLS A. Written Procedures – Wherever possible, written procedures will be established and maintained by the Director of Finance and Administration for all functions involving cash handling and/or accounting throughout the City. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement. B. Internal Audit Program - An internal audit program will be maintained by the Director of Finance and Administration to ensure compliance with City policies and procedures and to prevent the potential for fraud. 1. Departmental Audits – departmental processes will be reviewed to ensure dual control of City assets and identify the opportunity for fraud potential, as well as, to ensure that departmental internal procedures are documented and updated as needed. 2. Employees or Transaction Review. - Programs to be audited include Petty Cash, City Credit Card accounts, time entry, and travel. All discrepancies will be identified, and the employee’s Division Director will be notified. The City Manager will also be notified depending on the seriousness of the infraction. C. Division Directors Responsibility – Each division Director is responsible for ensuring that good internal controls are followed throughout their department, that all Finance Division directives are implemented and that all independent auditor internal control recommendations are addressed. Departments will develop and periodically update written internal control procedures. XIV. STAFFING The City’s goal as an employer is to attract and retain quality employees who provide excellent, friendly services to our community in an effective and efficient manner. A. Adequate Staffing – Staffing levels will be adequate for the fiscal functions of the City to operate effectively. Workload allocation alternatives will be explored before adding additional staff. B. Cost of Living Adjustment (COLA) - In order to sustain employee compensation levels within the competitive job market, the City may fund an annual COLA for all regular employees not included in a defined pay plan. The COLA will be based on an acceptable level as recommended by the City Manager and approved by the City Council. C. Pay for Performance – The City Council may fund a one-time bonus incentive program to aid in retaining quality employees and reward employees for productivity and job performance. This program will be funded with one-time available resources and paid as a lump-sum distribution for performance that exceeds expectations during the review period. 266 Financial Ratio Comparisons Georgetown has chosen to measure its financial condition against cities in the surrounding area that have similar size, location or growth issues. The acceptable levels referred to below are based on the City’s Fiscal and Budgetary Policy. (per Section XII.G of the Fiscal and Budgetary Policy) Fund Balance to Equity ratio is a function of fund balance to equity for governmental type funds (General Fund, Special Revenue, etc.). Working capital is the liquid reserve available to meet uncertainties. It is a function of current assets less current liabilities. Current ratio and quick ratio are measures of liquidity. Liquidity is an organization's ability to convert noncash assets into cash or to obtain cash to meet impending obligations. Current ratio includes inventories and prepaid expenses, whereas the Quick ratio excludes inventories and prepaid expenditures. A ratio of 1 or greater is an acceptable level for both ratios. 267 Financial Ratio Comparisons Georgetown has chosen to measure its financial condition against cities in the surrounding area that have similar size, location or growth issues. The acceptable levels referred to below are based on the City’s Fiscal and Budgetary Policy. (per Section XII.G of the Fiscal and Budgetary Policy) Debt to assessed value is a ratio of the assessed value to tax supported debt. A ratio or less than 5 is acceptable. The ratio of current liabilities plus long term debt to total assets. A ratio of 1 or lower is acceptable. Enterprise operational coverage is a ratio of operating revenue to operating expenses of the city's combined enterprise funds. A ratio of 1.25 or greater is acceptable. Number of times the utility debt service requirements would be covered by the current utility operating revenue net of current operating expense. A ratio of 1.5 or greater is acceptable. 268 Contingency Reserve Requirements Worksheet (per Section XII.B of Fiscal and Budgetary Policy) -------------------- B Y F U N D -------------------- CITY WIDE General Electric Water Services Total budgeted expenditures 185,358,572 33,477,019 67,862,620 41,449,014 Less: Purchased Power- Electric (40,752,000)(40,752,000) Capital Improvements - Electric, WW, Water (32,844,334)(11,389,334) (21,455,000) Capital Improvements - Other Enterprise Funds (1,719,000) Capital Improvements - GCP, Streets & SRF (6,178,569) Capital Maintenance - General/Utilities (1,867,000)(1,250,000) (281,500) (335,500) Capital Improvements - Special Revenue Funds (3,184,000) Airport Fuel Charge (1,854,000) Debt Service - General (7,461,155) One-Time Only Expenses (2,465,983)(2,465,983) Interfund Transfers (10,125,648)(2,050,202) (4,419,090) (2,040,333) Interfund Charges (13,143,791)(5,160,950) (3,130,144) (2,961,685) Budgeted operating expenditures 63,763,092 22,549,884 7,890,552 14,656,496 Percentage reserve requirements: 60 days - 16.67%10,627,182 3,758,314 1,315,092 2,442,749 75 days - 20.83% 13,283,978 4,697,893 1,643,865 3,053,437 90 days - 25%15,940,773 5,637,471 1,972,638 3,664,124 09/30 RESERVE BALANCES: Minimum Minimum Current Days Amount Amount Fund Required Required Included Electric Fund N/A 1,643,865 3,350,000 General Fund 90 days in 2004 5,637,471 5,850,000 Sanitation Fund N/A 25,000 25,000 Stormwater Drainage Fund N/A 150,000 150,000 Water Services Fund 90 days 3,664,124 3,750,000 Airport Fund N/A 150,000 150,000 Convention & Visitors Bureau SRF 60 days 75,000 75,000 All other City Funds expenditures N/A* 1,938,518 N/A (held in other operating funds) Totals for all expenditures 75 days 13,283,978 13,350,000 * Note: The city-wide contingency reserve requirement is 75 days of operating expenses. Only the General, Stormwater Drainage, Water Services, and Convention and Visitors Bureau SRF have a specific minimum fund reserve requirement. All excess reserves for City expenditures in funds that do not have a specific fund requirement are held in other operating funds. 269 Personnel Summary by Division 2005 - 2009 05/06 06/07 06/07 FINAL / ORIGINAL FINAL / 07/08 08/09 PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL ADOPTED PROJECTED COMMUNITY DEVELOPMENT Code Enforcement 5/.5 6 6 6 6 Building Inspections 11 11 12 13 13 Planning 13 14 14 12 12 GIS 0 0 0 3 3 Housing & Neighborhood Development 0 0 1 0 0 Total (FT/PT) 29/.5 31 32 35 35 COMMUNITY SERVICES Convention & Visitor's Bureau 2 2 2 3 3 Main Street 1 1 1 1 1 Public Library 15/2.5 19/2.5 19/2.5 19/2.5 19/2.5 Parks 20/1.5 20/1.5 19/1.5 21/1.5 21/1.5 Recreation 13/12.5 14/12.5 15/12.5 15/12.5 15/12.5 Total (FT/PT) 51/16.5 56/16.5 56/16.5 59/16.5 59/16.5 FINANCE & ADMINISTRATION Administration 4 4 3 3 3 Accounting 7 8 10 10 10 Municipal Court 5 5 7 7 7 Purchasing and Properties 5 6 6 6 6 Facilities Maintenance 4 5 5 7 7 Vehicle Service Center 5 6 6 6 6 Utility Office 13 14 14 15 15 Total (FT/PT) 43 48 51 54 54 FIRE SERVICES Fire Administration 3 3 3 5 5 Fire Operations 56 60 61 67 67 Total (FT/PT) 59 63 64 72 72 GEORGETOWN UTILITY SYSTEMS Administration 11 8 8 7 7 Electric 24 32 23 25 25 T&D Operations 0 0 9 9 9 AMR 6 7 7 7 7 Systems Engineering 9 10 10 9 9 Stormwater Drainage 5/.5 5/.5 5/.5 0 0 Sanitation 0 1 1 1 1 Streets 14/.75 15/.75 15/.75 0 0 Wastewater Collection 12 13 13 12 12 Water Distribution 14 16 16 17 17 Total (FT/PT) 95/1.25 107/1.25 107/1.25 87 87 MANAGEMENT SERVICES City Council 1 3 3 2 2 City Manager's Office 6/.5 7/.5 7/.5 7/1 7/1 Airport 2/3.5 2/3.5 2/3.5 2/3.5 2/3.5 Economic Development 3 3 3 4 4 Human Resources 4 4 4 5 5 Information Technology 9/1 9/1 9/1 10/.5 10/.5 Total (FT/PT) 25/5 28/5 28/5 30/5 30/5 TRANSPORTATION SERVICES Transportation Admin 0 0 0 3 3 Streets 0 0 0 15/.75 15/.75 Stormwater Drainage 0 0 0 5/.5 5/.5 Total (FT/PT) 0 0 0 23/1.25 23/1.25 POLICE SERVICES Administration Services Bureau 8 8 8 8 8 Field Operations Bureau 47 49 56 60 60 Support Services Bureau 31 33 26 36 36 Animal Services 7/.5 7/.5 7/.5 7/1 7/1 Total (FT/PT) 93/.5 97/.5 97/.5 111/1 111/1 TOTAL CITY OF GEORGETOWN (FT/PT) 395/23.75 430/23.25 435/23.25 471/23.75 471/23.75 270 Personnel Summary 2007/2008 271 Division Position Hire Dates Community Development Inspections Building Inspector Jan '08 GIS GIS Technician Jun '08 Community Services Parks Park Maintenance Worker (2) May '08 CVB Visitor Center Coordinator Jan '08 Finance & Administration Facilities Building Technician (2) 1 in Jan '08; 1 in Jun '08 Customer Service Field Customer Service Rep II Oct '07 Fire Administration Administrative Assistant Jun '08 Operations Battalion Chief Oct '07 Operations Firefighter (6) 4 in Jan '08; 2 in Jul '08 GUS Electric Operations Journey Line Technician (2) Feb '08 Management Services City Manager's Office Video Producer (0.5) Jan '08 Information Technology PC Technical Support Specialist Upgrade (0.5) Oct '07 Human Resources HR Generalist Jun '08 Economic Development Community Project Manager Sep '08 Police Support Services Warrant Officer Oct '07 Support Services Communications Manager Oct '07 Support Services Police Officer-School Resource Officer Oct '07 Support Services Communications Operator Oct '07 Support Services Police Officers - Impact Team (5) 1 in Oct '07; 2 in Jan '08; 2 in Mar '08 Support Services Records Specialist Oct '07 Animal Services Animal Services Clerk (0.5) Jan '08 Field Operations Police Officers (4) Oct '07 Transportation Administration Transportation Director Oct '07 06/07 Final/Actual Budget 07/08 Base Budget Proposed Staff Additions 07/08 Proposed Budget Community Development 32.0 33.0 2 35.0 Community Services 72.5 72.5 3 75.5 Finance 51 51 3 54 Fire 64 64 8 72 GUS 108.25 85.00 2 87 Management Services 33 32 3 35 Transportation - 23 1 24.25 Police 97.50 97.50 15 112.0 Total 458.25 458.25 36.5 494.75 Personnel Summary 2007/2008 New Positions Added 272 Program Summary by Fund # of Total 1-Time Ongoing Description FTEs 07/08 Only 08/09 General Fund Comm Devl Comprehensive Plan Updates 25,000 25,000 Comm Svc xfr out GCP for Batting Cages 50,000 50,000 Comm Svc xfr out GCP for Adult Baseball Fence Renovation 60,000 60,000 Comm Svc Athletics Tournament Software 2,500 2,500 Finance Program Allocations (104,973) (52,260) Finance Jnt Svc Allocations 40,833 35,414 Finance xfr out GCP 283,000 303,000 Fire Year 1 Staffing for Fire Station 5 6 213,114 317,878 Fire xfr out GCP Vehicles 25,500 25,500 Fire Squad Program 81,466 81,166 GUS Regional Pavement Design Criteria 15,000 15,000 5,000 GUS Traffic Signal System Consultant 12,000 12,000 Mgmt Svcs Housing Element of Comprehensive Plan 55,000 55,000 Mgmt Svcs Public Information Program - Cable Programming 0.5 54,508 35,880 26,847 Mgmt Svcs xfr to IT for Video Producer 3,090 Mgmt Svcs 4.25% COLA 321,856 321,856 Mgmt Svcs Insurance Decrease (28,643) (28,643) Mgmt Svcs Longevity Increase $2.00 37,392 49,856 Mgmt Svcs Market Adjustments 75,305 75,305 Police Records Specialist/False Alarm Permit Technician 1 37,650 37,150 Police xfr to IT for False Alarm Permit Technician 3,090 Police Revenue from False Alarm Permit Technician (40,000) Police PD Equipment ISF 20,000 20,000 12,052 Police CAD/RMS Software Replacement Evaluation 90,000 90,000 Police Crisis Intervention Team (CIT) Assignment Pay 17,129 17,129 Police Impact Team 5 290,363 302,964 Trans Creation of Transportation Division 1 129,630 131,500 Trans xfr to IT for Transportation Director 3,090 13.5 1,772,900 693,880 1,333,214 GCP Vehicles Fund Finance Bond Issuance Costs 23,012 Finance Bond Proceeds (615,312) Fire Portable Radios for Fire 25,500 Fire xfr in Gfund (25,500) Police Impact Team Vehicles 207,000 Police Digital Mobile Video 171,100 Police Sirens for Emergency Warning System 214,200 - - - - GCP Facilities Construction Fund Comm Svc Convert Batting Cages to Skate Park 50,000 Comm Svc xfr in Gfund (50,000) Comm Svc Adult Baseball Fence Renovation 60,000 Comm Svc xfr in Gfund (60,000) Finance 8th Street Parking - north side across from Library 70,000 Finance Community Center Parking Lot 150,000 Finance GMC Overflow Parking Lot 150,000 Finance City Hall Asphalt Parking Lot 15,000 Finance Rec Center Audio System 196,000 Finance Rec Center Door Access Security System 16,000 Finance Rec Center Video Security System 44,000 Finance Rec Center Voice & Data Cabling 60,000 Finance Renovation of Old Library Facility 300,000 2,700,000 Finance Animal Shelter Main Kennel Finish Out 40,000 Finance Bond Issuance Costs 41,640 Finance Community Center Generator 55,500 55,500 Finance Defibrillators/911 Call Boxes for 5 Sites 21,000 Finance Renovation of Old Police Dept 175,000 Finance Expansion - Dev. Svcs. Modular Furniture 56,000 Finance Inspection Office / Break Room Remodel 52,000 Finance xfr in Gfund (283,000) Finance Bond Proceeds (1,082,640) Finance Interest Revenue (222,500) Police Audio/Video System/EOC 146,000 - - 55,500 2,700,000 273 # of Total 1-Time Ongoing Description FTEs 07/08 Only 08/09 Tourism Fund CVB Contracted Public/Media Relations Professional 10,000 10,000 Mgmt Svcs 4.25% COLA 5,924 5,924 Mgmt Svcs Insurance Decrease (314) (314) Mgmt Svcs Longevity Increase $2.00 401 534 Mgmt Svcs Market Adjustments 625 625 - 16,636 10,000 6,769 Facilities Maintenance Fund Facilities Fuel Site Camera System 3,500 Mgmt Svcs 4.25% COLA 13,659 13,659 Mgmt Svcs Insurance Decrease (488) (488) Mgmt Svcs Longevity Increase $2.00 1,233 1,644 Mgmt Svcs Market Adjustments 2,520 2,520 - 20,424 - 17,335 Fleet Management Fund Mgmt Svcs 4.25% COLA 13,935 13,935 Mgmt Svcs Insurance Decrease (602) (602) Mgmt Svcs Longevity Increase $2.00 482 642 Mgmt Svcs Market Adjustments 745 745 - 14,560 - 14,720 Joint Services Fund Finance Hotel Occupancy Tax & Hospitality Consulting Svcs. 2,500 2,500 Finance Sales Tax Analysis & Reporting Svcs. 4,250 4,250 Finance Bar Coding in City Warehouse 50,000 50,000 Finance Contract Specialist Services 30,000 30,000 Finance APPA Cust. Svc. Mgmt. Certificate Program 4,000 4,000 Finance IVR Phone System 43,700 8,500 Finance Program Allocation Revenue (180,803) (118,590) GUS Infrastructure Plan for Downtown Square Area 25,000 Mgmt Svcs Community Project Manager 1 18,263 69,340 Mgmt Svcs xfr out IT for Community Project Manager 3,090 Mgmt Svcs 4.25% COLA 137,160 137,160 Mgmt Svcs Insurance Decrease (5,676) (5,676) Mgmt Svcs Longevity Increase $2.00 7,293 9,724 Mgmt Svcs Market Adjustments 28,865 28,865 1.0 167,642 50,000 170,073 Information Technology Fund Mgmt Svcs Downtown Square Free Wireless Internet Access 32,000 2,000 Mgmt Svcs Network Intrusion Protection System 27,294 6,299 Mgmt Svcs Computer/Phone for Transportation Director 3,090 Mgmt Svcs xfr in Gfund (3,090) Mgmt Svcs Computer/Phone for Community Project Manager 3,090 Mgmt Svcs xfr in Joint Svcs (3,090) Mgmt Svcs Computer/Phone for Video Producer 3,090 Mgmt Svcs xfr in Gfund (3,090) Mgmt Svcs Computer/Phone for False Alarm Permit Technician 3,090 Mgmt Svcs xfr in Gfund (3,090) Mgmt Svcs 4.25% COLA 26,902 26,902 Mgmt Svcs Insurance Decrease (797) (797) Mgmt Svcs Longevity Increase $2.00 1,681 2,241 Mgmt Svcs Market Adjustments 5,670 5,670 - 92,750 - 42,315 Airport Fund Finance Program Allocations 703 137 Finance Jt Svcs Allocations 1,356 519 Mgmt Svcs 4.25% COLA 9,332 9,332 Mgmt Svcs Insurance Decrease (227) (227) Mgmt Svcs Longevity Increase $2.00 1,319 1,759 Mgmt Svcs Market Adjustments 4,960 4,960 - 17,443 - 16,480 Program Summary by Fund 274 # of Total 1-Time Ongoing Description FTEs 07/08 Only 08/09 Electric Fund GUS AMR System Upgrade 56,591 337,495 Finance Program Allocations 41,461 8,090 Finance Jt Svcs Allocations 60,910 43,783 Mgmt Svcs 4.25% COLA 106,561 106,561 Mgmt Svcs Insurance Decrease (3,963) (3,963) Mgmt Svcs Longevity Increase $2.00 4,197 5,596 Mgmt Svcs Market Adjustments 12,835 12,835 - 278,592 - 510,397 Electric CIP Fund GUS AMR System Upgrade 3,524,334 - 3,524,334 - - Sanitation Fund Finance Program Allocations 2,237 533 Finance Jt Svcs Allocations 9,616 2,645 Mgmt Svcs 4.25% COLA 2,173 2,173 Mgmt Svcs Insurance Decrease (87) (87) Mgmt Svcs Longevity Increase $2.00 17 22 - 13,956 - 5,286 Stormwater Fund GUS Backhoe - option 2 19,000 Finance Program Allocations 2,145 418 Finance Jt Svcs Allocations 15,360 2,484 Mgmt Svcs 4.25% COLA 9,230 9,230 Mgmt Svcs Insurance Decrease (514) (514) Mgmt Svcs Longevity Increase $2.00 723 964 Mgmt Svcs Market Adjustments 1,870 1,870 - 47,814 - 14,452 Wastewater Fund Finance Program Allocations 7,503 1,464 Finance Jt Svcs Allocations 19,498 4,190 Mgmt Svcs 4.25% COLA 23,893 23,893 Mgmt Svcs Insurance Decrease (1,203) (1,203) Mgmt Svcs Longevity Increase $2.00 1,595 2,126 Mgmt Svcs Market Adjustments 4,595 4,595 - 55,881 - 35,065 Water Fund Water Svcs. Water Conservation Pilot 100,000 Water Svcs. Water CCN Expansion Planning 25,000 Mgmt Svcs 4.25% COLA 35,272 35,272 Mgmt Svcs Insurance Decrease (1,731) (1,731) Mgmt Svcs Longevity Increase $2.00 1,038 1,384 Mgmt Svcs Market Adjustments 2,010 2,010 Finance Program Allocations 11,108 2,167 Finance Jt Svcs Allocations 33,229 29,555 - 205,926 - 68,657 TOTAL 14.50 6,228,858 809,380 4,934,763 Program Summary by Fund 275 Transfers Between Funds Interfund transfers include: Dividend to General Fund: 4 Per the City’s Fiscal and Budgetary Policy, utility operations transfer eight percent of its gross billings for utility services to the General Fund as a payment of the profits of the fund or a return on investment. The total return on investment transfer to the General Fund is $6,092,549 in 2007/08. Other Transfers: 4 Other transfers include grant matching, fire hydrant testing, and equipment purchases to other funds. T R A N S F E R T O General Fund Gen Cap Projects SRF Gen Debt Svc Fleet Facilities Joint Services Information Technology Electric Total Out: General Fund 1,704,000 84,685 21,000 177,000 63,517 2,050,202 T Gen Cap Projects 929,000 929,000 R A SRF 220,000 40,000 15,000 3,090 278,090 N S Fleet 90,000 90,000 F E Joint Services 13,360 13,360 R Information Technology 27,396 27,396 F R Electric 4,170,200 93,500 150,000 5,390 4,419,090 O M Water Services 1,804,172 150,000 86,161 2,040,333 Stormwater Drainage 149,984 149,984 Sanitation 128,193 128,193 Total In: 6,472,549 1,834,000 99,685 27,396 1,022,500 21,000 477,000 85,357 86,161 10,125,648 276 Department Facilities Maintenance Fleet Information Services Joint Services General General Fund Streets 132,565 56,315 General Government 5,153 2,372,429 Animal Services 37,198 13,676 28,834 Planning Admin 48,747 4,796 14,961 Current Planning 22,442 Long Range Planning 8,644 Inspection Services 30,446 37,110 Municipal Court 16,252 23,991 Fire Services Administration 182,452 10,815 Fire Operations 78,481 216,294 Code Enforcement 30,199 20,242 City Manager's Office 76,682 4,980 30,363 City Council 31,219 10,121 Parks 52,337 149,233 71,621 Recreation 251,940 25,134 50,135 Police Administration 158,457 32,953 Support Services 11,195 135,930 Field Operations 174,319 201,836 Library 205,462 94,991 Ecomonic Development & Tourism SRF Convention & Visitors Bureau 20,432 2,046 10,743 Facilities Maintenance Fund Facilities Maintenance 18,007 19,992 Fleet Management Fund Vehicle Service Center 1,742 37,607 23,991 Joint Services Fund Economic Development Administration 20,432 10,577 GUS Administration 112,985 16,075 30,034 GIS 6,317 Systems Engineering 34,555 37,543 Finance Administration 56,356 11,995 Accounting 39,985 Purchasing 34,302 17,890 23,991 Utility Office 31,628 15,010 55,978 Human Resources 15,986 14,102 Internal Service Premiums * With Programs 277 Department Facilities Maintenance Fleet Information Services Joint Services General Information Services Fund Information Resources 66,613 4,796 31,730 Electric Fund Electric Operations 224,063 120,138 AMR 30,283 26,280 T&D 27,730 Electric Contracts 1,908,538 793,112 Water Services Fund Distribution & Collection 13,125 108,875 Plant Management 281,633 Contracts 2,202,077 355,975 Sanitation Fund Sanitation Contracts 3,754 299,191 28,785 Stormwater Drainage Fund Stormwater Drainage 77,845 18,772 409,055 41,040 Airport Fund Airport Operations 11,054 19,914 6,747 41,976 13,434 Total 1,437,429 1,475,603 1,669,142 7,233,266 * 1,232,346 ** * Excludes intergovernmental charges to GTEC of $68,568 ** Excludes intergovernmental charges to GTEC of $96,003 Internal Service Fund premiums include: Facilities Maintenance 4 Contracts and repairs for buildings and grounds are charged to departments based on actual usage and charges. Fleet 4 Vehicle lease fees are charged to departments based on actual replacement costs. Maintenance fees are charged based on each department’s prior year actual usage. Information Technology 4 Computer and software lease fees are charged to departments based on replacement costs and estimated usage. Joint Services and General (nondepartment) 4 Fees are charged to funds receiving administrative services from another fund based on a reasonable, rational basis. The following factors are used as applicable. 4 relative revenues 4 relative personnel 4 number of utility accounts 4 number of work orders 4 number of requisitions 278 Utility Rate Schedule Electric Rates (effective on billings after 11/15/05) All Customers Power Cost Adjustment Variable Residential Sales Tax Inside City Limits: 2.00% of total electric charges Outside City Limits: None Commercial Sales Tax Inside City Limits: 8.25% of total electric charges Outside City Limits: 6.25% of total electric charges Residential Service Customer Charge: $6.00 per month Energy Charge: $0.0889 per kWh Small General Service Customer Charge: $12.00 per month Energy Charge: $0.0865 per kWh School Service Customer Charge: $12.00 per month Energy Charge: $0.0976 per kWh Municipal Water & Wastewater Pumping Service Customer Charge: $12.00 per month Energy Charge: $0.0776 per kWh Large General Service Customer Charge: $20.00 per month Demand Charge: $7.30 per kW, but not less than $365.00 Energy Charge: $0.0574 per kWh Minimum Bill: $385.00 Industrial Customer Charge: $50.00 per month Demand Charge: $6.15 per kW, but not less than $3,075.00 per month Energy Charge: $0.0570 per kWh Minimum Bill: $3125.00 Large Industrial Service Customer Charge: $100.00 per month Demand Charge: $5.20 per kW, but not less than $10,400.00 Energy Charge: $0.0560 per kWh Minimum Bill: $10,500.00 Large Institutional Service Customer Charge: $20.00 per month Energy Charge: $0.0795 per kWh Minimum Bill: $20.00 Municipal Service Customer Charge: $12.00 per month Energy Charge: $0.0790 per kWh Minimum Bill: $12.00 279 Municipal Street Light Service 100 Watt HPL $4.20 (35 kWh)* 200 Watt HPL $7.60 (71 kWh)* 250 Watt HPL $9.05 (86 kWh)* 400 Watt HPL $14.05 (137 kWh)* Retail Street Light Service 100 Watt HPL $4.50 (35 kWh)* 200 Watt HPL $8.30 (71 kWh)* 250 Watt HPL $9.85 (86 kWh)* 400 Watt HPL $15.35 (137 kWh)* Security Light Service 100 Watt HPL $7.50 (35 kWh)* 200 Watt HPL $12.75 (71 kWh)* 250 Watt HPL $14.50 (86 kWh)* 400 Watt HPL $20.20 (137 kWh)* *Plus applicable Power Cost Adjustment (PCA) *Customer must agree to a term of service not less than one year Water Rates (effective 10/01/03) Customer Charge Inside City Outside City 3/4 inch meter $16.50 per month $21.80 per month 1 inch meter $23.00 per month $27.00 per month 1 1/2 inch meter $29.50 per month $35.00 per month 2 inch meter $48.00 per month $56.00 per month 3 inch meter $181.50 per month $211.50 per month 4 inch meter $231.00 per month $269.50 per month 6 inch meter $346.50 per month $404.50 per month 8 inch meter $462.00 per month $539.00 per month Cost per 1,000 gallons: $2.25 $2.60 Non-Potable Water Rates (effective 11/01/03) Cost per 1,000 gallons $0.85 Conservation Water Rates (effective 06/01/02) Residential Only - Effective on Billings June 1 – October 31 Inside City Outside City Per 1,000 gallons Per 1,000 gallons 0 to 19,000 gallons $2.25 $2.60 20,000 through 29,000 gallons $3.00 $3.35 30,000 through 39,000 gallons $4.50 $4.85 40,000 gallons and up $6.00 $6.35 280 Wastewater Rates (effective 4-1-07) Residential and Small Commercial Net Monthly Rate: Flat Rate Inside City Limits: $29.25 per month Flat Rate Outside City Limits: $33.60 per month Low income residential discount: 20% below current flat rate for qualifying households Commercial Net Monthly Rate: a. Inside City Limits 1. Customer Charge: $ 44.25 per month 2. Volumetric Charge*: $ 2.35 per 1,000 gallons b. Outside City Limits 1. Customer Charge: $ 50.90 per month 2. Volumetric Charge*: $ 2.70 per 1,000 gallons High Strength Commercial Net Monthly Rate: a. Inside City Limits 1. Customer Charge: $ 44.25 per month 2. Volumetric Charge*: $ 3.70 per 1,000 gallons b. Outside City Limits 1. Customer Charge: $ 50.90 per month 2. Volumetric Charge*: $ 4.30 per 1,000 gallons Large Commercial Net Monthly Rate a. Inside City Limits 1. Customer Charge: $ 78.60 per month 2. Volumetric Charge*: $ 2.35 per 1,000 gallons b. Outside City Limits 1. Customer Charge: $ 90.40 per month 2. Volumetric Charge*: $ 2.70 per 1,000 gallons Multifamily Net Monthly Rate: a. Inside City Limits 1. Customer Charge: $105.15 per month 2. Volumetric Charge*: $ 2.35 per 1,000 gallons b. Outside City Limits 1. Customer Charge: $120.90 per month 2. Volumetric Charge*: $ 2.70 per 1,000 gallons *The volumetric charges are calculated using the actual water consumption billed per month. 281 Garbage Rates (effective 10/01/07) All customers inside city limits must pay garbage. Customers outside city limits have the option to select City garbage pickup. Sales Tax on Garbage Service: Residential and Commercial Inside City Limits: 8.25% Outside City Limits: 6.25% Residential Rate: Inside City Limits / Tier I: $14.05 (includes recycling) Outside City Limits / Tier II: $16.55 (with Georgetown utilities) Outside City Limits / Tier III: $17.50 (without Georgetown Utilities) Non-Residential Rate: Varies - Rates will be set by type, amount and frequency of service Stormwater Drainage Fees (effective 11/15/04) All residential customers within the city limits must pay a monthly charge of $4.25. Non-residential customers within the city limits must pay $4.25 per unit (2,088 square feet) which is calculated on the total square footage of impervious cover on the property. Utility Deposit Requirements and Service Charges ⌧ Residential Deposit - $150.00 (cash, check or credit card); Will be waived with qualifying 12- month letter of credit. ⌧ Non-Residential Deposit - 1/6 Estimated Annual Bill. May substitute a Letter of Credit from a bank or surety bond. Will waive with a qualifying 36-month letter of credit. ⌧ Meter Tampering Fee - $100.00 per incident ⌧ Payment Plan Administration Fee - $20.00 ⌧ Late Payment - 10% ⌧ Insufficient Check Charge - $30.00 ⌧ Disconnect Service Charge for Delinquent Bill or Insufficient Check - $30.00 ⌧ After Hours Reconnect Fee - $50.00 (additional) ⌧ Meter Reread Charge at Customer's Request - $10.00 ⌧ Temporary Service (5 days) - $60.00 ⌧ New or Transfer Account Charge - $30.00 plus $50.00 during non-business hours or same day connections ⌧ Meter Test - At Cost ⌧ Credit Cards: Discover, VISA and MasterCard accepted ⌧ Online payments accepted (http://www.georgetown.org/departments/billing/payments.php) 292 A Component Unit of the City of Georgetown Georgetown Economic Development Corporation (GEDCO) Budget (Adopted by GEDCO Board July 16, 2007) (Approved by City Council August 30, 2007) GEDCO Sales Tax Revenue (1/8)809,475 Bond Proceeds 1,325,000 Interest Income 45,000 Total Revenue 2,179,475 Less: Interlocal Agreement 27,000 Supplies 500 Legal 7,500 Travel & Training 880 Miscellaneous Expenses 100 Bond Issuance 25,000 Debt Service 69,563 Economic Development Projects 1,250,000 Citicorp (WW line - Debt Funded) 1,300,000 Vista Solutions 30,000 Total Operating Expense 2,710,543 Annual Excess Revenues (531,068) Fund Balance: Beginning Fund Balance 742,037 +/- Annual Excess Revenues (531,068) Less: Contingency Reserves (= 25% Revenue)202,369 Ending Unreserved Fund Balance 8,601 293 A Component Unit of the City of Georgetown Georgetown Transportation Enhancement Corporation (GTEC) Budget (Adopted by GTEC Board July 18, 2007) (Approved by City Council August 30, 2007) Beginning Fund Balance $15,698,209 Revenue: Sales Tax Revenue $3,500,000 Interest $575,000 PID Assessments $765,178 Total Revenue $4,840,178 Expense: Administrative Expense & Supplies $182,155 Legal Expense $40,000 Inspection Services $50,000 Transportation Plan Updates $20,000 Subtotal - Operating Expense $292,155 Debt Service $2,431,620 Debt Service - New $0 Issuance Cost & Reserve Funding $0 Transporation Improvement Program 12 Arterial SE1: Inner Loop / SH 130 [a]$11,138,064 14b Southwest Bypass (29 to 2243) [a]$900,000 19a SE Inner Lp Widening (35 to SE1) [a]$125,000 Subtotal - Transportation Improvement Program $12,163,064 Economic Development Projects DT1 River Place [a]$78,500 DT2 400 Main Street [a]$24,716 DT3 500 South Austin Avenue [a]$506,000 DT5 501 South Austin Avenue [a]$531,710 Projects to be determined $875,000 Subtotal - Transportation Improvement Program $2,015,926 Total Expense $16,902,765 Available Fund Balance $3,635,622 Reserves: Capital for Economic Development $0 Contingency $1,085,000 Available Working Capital $2,550,622 Note: [a] Projects rolled forward from prior fiscal year. 294 Advisory Boards and Commissions In addition to the permanent advisory boards and commissions listed, the Council also appoints temporary advisory committees from time to time to address specific, short-term issues. The 2006 Membership of Advisory Boards & Commissions include: Airport Advisory Board. Studies and makes recommendations to the City Council regarding operations and facility improvements of the municipal airport. Ensures that the municipal airport is efficiently and adequately meeting the needs of the City and the air transportation industry. Paul Smith, Chair Darryl Dressler John Hopper Ken Arnold Trey Taparauskas Van Chandler Katherine Woods Animal Shelter Advisory Board. Ensures that the City of Georgetown Animal Shelter complies with all City and State laws governing its operation. Shawn Gunnin, Chair Patty Eason Ken Finn Debra Frase Keith Fruge Erica Haley Christy Hullum Arts and Culture Board. The nine members on this board enhance the cultural and aesthetic and quality of life in Georgetown by actively pursuing the placement of public art in public spaces and serving to coordinate, promote and support public access to the arts. Nancy Blansett Penny Plueckhahn Charles Aguillon Ruth Roberts Jane Paden Addie Busfield Richard Bartko Georgene Richaud Paul Gaffney Building Standards Commission. Hears appeals and renders decisions on rulings by City building inspectors or officials in regard to code interpretation, enforcement, and substandard housing or structures within the City. Jim Moreland, Chair Al Gaskell Jon Carey James Hellebusch Convention & Visitors Board. The mission of the Georgetown Convention & Visitors Bureau is to encourage the community's economic success through promotion of Georgetown as a tourist destination, preserve & enhance the cultural heritage and unique character of the community, and attract conventions and group tours to maximize the financial impact of tourism on the community. Membership requires a commitment of a minimum of four to ten hours per month. Betty Ann Sensabaugh R C Lumpkin Holly Tissier Florence Gould Taunya Vessels Chris Dyer Nancy Benold 295 Economic Development Advisory Board (EDAB). The seven member Economic Development Advisory Board (formerly the Economic Development Commission) acts as an advisory body to the City's Economic Development Director and the City Manager. Members shall have experience in the following areas: business retention and expansion, land and property, business recruitment, inter-business and inter-governmental relations, retail and infrastructure. Rick Smith Tom Crawford Conchita Gusman Roy Jones Darrick McGill Ralph Nayman Rob Weimer Ethics Commission. The Ethics Review Commission is composed of a eight representatives appointed by the Mayor and each Councilmember. It has the authority to review and investigate complaints filed involving City Officials, and may issue a written finding of the Commission's determination when appropriate. The Ethics Commission meets when necessary to carry out its responsibilities, but shall hold an annual meeting during March to elect officers and review the Ethics Ordinance, Commission Bylaws, and Commission Hearing Procedures. Gerald Sensabaugh, Chair Laura Denham Joyce Gadison Michael Martin Jim Nolan Fred Sellers Mary Steger Jim Wilson Firefighters’ and Police Officers’ Civil Service. The Civil Service Commission is responsible for adopting, maintaining and enforcing rules governing the hiring and promotional process and serves as a disciplinary appeal board for civil service employees in the Georgetown Fire and Police Departments. The Commission is comprised of three commissioners appointed by the City Manager and confirmed by the Georgetown City Council. The commissioners serve staggered, three-year terms. Bernard Farkas James W. Montgomery John William Wood, Sr. Georgetown Economic Development Corporation (GEDCO). GEDCO is the City's 4A Economic Development Corporation that oversees the City's 1/8 (or 0.125%) 4A Sales and Use Tax which was approved by the voters in May 2005 to help fund economic development activities within the City. Ron Shelly, Chair Ben Oliver Pat Berryman Rick Smith Farley Snell Georgetown Housing Authority. Establishes policy and reviews operations of subsidized housing in Georgetown. Five members are citizens at-large and two members must be a housing authority resident. Laura Bryant Richard Glasco Amber Hardin Bob Horick Emily Northrop Georgetown Transportation Advisory Board (GTAB). The Georgetown Transportation Advisory Board was created to assist in the development of a continuing, comprehensive, multi-modal transportation planning process carried on cooperatively with State and local transportation agencies in concurrence with State and Federal guidelines. In addition, the Board shall advise the City Council on the status of the needs identified through the continuing multi-modal transportation planning process. Jack Noble, Chair Johnny Anderson Henry Carr Howell E. Jones Charlene Mendoza Ricki Salazar Doug Smith Harry Gibbs 296 Georgetown Transportation Enhancement Corporation (GTEC). The purpose of this Corporation is to promote economic and community development within the City and the State of Texas through the payment of costs for streets, roads, drainage, and other related transportation system improvements, including the payment of maintenance and operating expenses associated with such authorized projects. Gabe Sansing, President Henry Boecker Bill Sattler Ricki Salazar Ben Oliver Ray Armour Farley Snell Paul Brandenburg Micki Rundell Georgetown Utility System Advisory Board (GUS). Makes recommendations to the City Council regarding staff presentations related to capital improvement projects and priorities, utility services, resource supplies and other Council-assigned projects. Doug Smith, Chair Bill Sattler Mike Cunningham Riki Young Patty Eason Robert Kostka Stanley Bland Richard Lenning Georgetown Youth Advisory Board. Advise the City Council on youth related issues. Members, ranging in age from thirteen to eighteen years old, work to develop future leaders, promote positive adult/youth cooperation and dialogue, and encourage youth participation in solving community concerns. This board can have up to 24 members. Will Foster Corey Pearson Crystal Pratt Kammie Wolfman Jacob Wolfman Melissa McNutt Rachel McNutt Candice Butler Amanda Hanson-Emerson Ann Evans Adam McDonald Kate Doocy Jacqueline Soberaneo Erin Hildebrandt Morgan Lyons Historic & Architectural Review Commission. Makes recommendations to the City Council on the designation of historic sites or districts, acts and assists the City Council in formulating design guidelines and other supplemental materials relevant to the historic preservation or design review, approves or disapproves Certificates of Design Compliance, renders advice and guidance, upon request of property owners or occupants on new construction or the restoration, alteration or maintenance of any historic resource or other building within the District, and performs any other functions requested by the City Council. Rick O’Donnell, Chair John Chapman Chris Damon Tommy Gozales Linda McCalla J C Johnson Nancy Knight Library Advisory Board. Makes recommendations regarding the development of the book collection, programming, and other services provided by the Georgetown Public Library. Stephanie S. Sorenson Ruth Lawrence Allison Dolan-Hanna Ruth Anne Mallory Patti Jennings Moore Marc Parrish Linda Nix Main Street Advisory Board. The Georgetown Main Street Program is a revitalization program designed to enhance the unique character of the downtown through historic preservation and community involvement, while at the same time promoting downtown, providing educational and technical assistance to business and property owners, and maintaining the beauty of Georgetown. Gordon Baker, Chair Beverly Adam Terri Countess Ellen Davis Janlyn Ross Kirk Kriegel Gary Leissner 297 Parks and Recreation Board. Recommends, to the City Council, uses of parkland and parks/recreational facilities and improvements in programs, activities, and facilities to meet community recreation needs and interests. Mark Ramsey Kent Buikema Mike Simpson Kay Cobb Bob Mathis William Mateja Barbara Owens Planning & Zoning Commission. Studies and reviews plans and recommends to City Council action to be taken in regard to City growth and development and comprehensive community planning. Also, makes recommendations and acts as a hearing board on zoning requests. Drafts new development regulations and conducts periodic review of plans and regulations. Harry Gibbs, Chair Sarah Milburn Patrick Lawson Marlene McMichael Don Padfield Will Moore Jennifer Shield Williamson County & Cities Health District. Advises state, county and local elected officials on the status of public health matters in Williamson County. The five governmental entities that form the Health District appoint citizen representatives to the Williamson County Board of Health, which has administrative authority and oversees the operation of the Health District. Each city appoints one member and the Commissioners' Court appoints two members to staggered 3-year terms. The WCCHD Director is a non-voting member. Lettie Lee......................... Arlen Zander.................. Katherine Galloway.......... Pamela Sanford............... Georgetown Round Rock Cedar Park Taylor Robert Stluka.................. Mary Faith Sterk............ Karen Wilson.................. Williamson County Commissioners’ Court Director of WCCHD Zoning Board of Adjustment. The Zoning Board of Adjustment is responsible for hearing and acting upon variances from the required standards of the Unified Development Code. Additionally the Board is responsible for taking action on appeals of administrative (staff) determinations, and is the appeal body for Temporary Use Permits, Sign Permits and Certificates of Design Compliance. William Moore, Chair Dale Ross Patrick Lawson Steve Lampinstein Earl Watson