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Reference Table of Contents
Fiscal and Budgetary Policy ................................................................................................................ 227
Contingency Reserve Requirements Worksheet ................................................................................ 251
Financial Ratio Comparisons .............................................................................................................. 252
Personnel Summary by Division 2009-2012 ....................................................................................... 254
Personnel Summary 2010/11 .............................................................................................................. 255
Personnel Summary – Frozen Positions ............................................................................................. 257
Service Level Improvements Funded in Current Year (by Division) ..................................................... 258
Internal Service Premiums .................................................................................................................. 260
Transfers Between Funds ................................................................................................................... 262
Five Year Projections (General Fund, Water Services Fund, Electric Fund) ...................................... 263
Utility Rate Schedule ........................................................................................................................... 266
Ordinances .......................................................................................................................................... 270
GEDCO Budget – A Component Unit of the City of Georgetown for reference only ........................ 279
GTEC Budget – A Component Unit of the City of Georgetown for reference only ........................... 281
GTEC Outstanding Debt Summary – A Component Unit for reference only) .................................. 282
GTEC Principal & Interest Requirements – A Component Unit for reference only .......................... 283
Advisory Boards & Commissions ........................................................................................................ 284
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City of Georgetown
Fiscal and Budgetary Policy
APPROVED - JUNE 8, 2010
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 Street
Maintenance, Planning and Development, Police, Fire and
Parks, as well as, solid waste management.
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, Library Donations, Animal Services
Donations, and Street Maintenance Sales Tax.
Debt Service Fund is used to account for the payment of
general long-term debt principal and interest.
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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 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
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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 2030 Plan is written from a perspective of some twenty
years into the future. It expresses what we envision and desire our community to be
in the year 2030, and it reflects on all that we have accomplished since we launched
the revision of our Comprehensive Plan in 2006. The Plan utilizes a Vision
Statement to guide the desired outcomes for the community.
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 of the City’s Division Directors within the provision of the
Charter and the Vision Statement of the 2030 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
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 Budget document will be submitted annually to the Government
Finance Officers Association (GFOA) for evaluation and consideration for the
Distinguished Budget Presentation Award.
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C. Balanced Budget – The goal of the City is to adopt and maintain a balanced
operating budget using sustainable funding sources that are expected to continue to
be available in subsequent fiscal years. Excess balances in operating funds from
previous fiscal years shall remain in the fund in which they were appropriated until
either such excess balances are proposed and adopted pursuant to Section B of the
this policy; until they are used to reduce outstanding debt obligations of the City; or
both.
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.
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 Chief Financial Officer must certify availability of revenues or funding sources
prior to adoption.
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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 Discretionary 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
Discretionary Account for 2010/11 is $25,000, 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.
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.
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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.
3. Sustainable Revenues –‘Sustainable" means revenue that is consistently
available year after year.
4. 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.
5. 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.
6. 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 two
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.
7. 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. A rate study will be conducted every 3 years to review rate
methodology and ensure revenues will meet future needs.
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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 3% 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 7% of operating revenues for all utilities except
sanitation.
8. 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.
9. 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.
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. Personnel Costs – Costs related to salaries and benefits are budgeted at 100%
total costs, assuming open positions are filled throughout the fiscal year. New
positions that are added during the budget process may have staggered hire dates
with appropriate costs reflected in the budget.
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1. Vacancy Factor – General Fund appropriations will include a
vacancy factor equal to 1% of total General Fund salaries and
related benefits to offset salary savings within the budget. The
vacancy factor will be budgeted as a negative expense within the
General Government Department of the General Fund. For
2010/11 the Vacancy Factor equals (195,000). This factor will be
reduced throughout the year as vacant positions are recognized
within the department budget.
2. Benefit Payout Reserve - The City will establish a benefit payout
reserve equal to 15% of the accrued benefit liability for employees
who are currently meet eligible to retirement. Only terminating
employee benefit expenses may be paid from this reserve. This
reserve shall be funded as an offset to the vacancy factor. For
2010/11, $55,000 is budgeted for this reserve.
C. 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 and Children’s and Youth Program Funding – The City
has targeted funding for these programs to be $5.00 per capita, which may be
adjusted to offset the effects of general inflation based upon CPI. If previous
funding levels are higher than the targeted amount, and to avoid significant
reductions in levels of funding, the City Council shall seek to attain this target
chiefly through population growth. Funding for these programs will be split 83%
for social services and 17% for youth funding. These funds will be allocated and
paid according to the City Council’s guidelines for Social Service and Children’s
and Youth Program Funding.
The funding level for 2010/11 is $311,331 for Social Service Funding and
$88,718 for Children’s and Youth Program Funding, both of which are the same
as in the previous year.
Any given year, unallocated funds in either the social Services Fund or the
Children’s and Youth Program Funds can be allocated to the other fund, in an
amount not to exceed the estimated increase for the following year in the fund
receiving the transfer.
2. Public Art Funding - The City will annually allocate funding for Public Art on a
year to year basis depending on the availability of funds in an amount to be
determined at the discretion of the City Manager. Funding priority will be given to
projects that include a matching donation, including contributions from local
organizations and sponsors. 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.
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Every effort will be made to include public art funding in future City facilities whose
primary purpose is for public use. These projects will include a reasonable
allowance for public art that fits the scope and purpose of the building so long that it
does not negatively impact the project cost beyond the original budget. In the event
there is cost savings in the construction of City Facilities, the City Council may
consider utilizing that savings on the purchase of public art for the facility.
D. 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.
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)
$1,000 to less than $5,000
(Bid Form)
$5,000 to $10,000
$10,000 to less than $25,000
$15,000 or more
Professional Service Contracts
$25,000 or more
Denotes signature approval
Council authorization
Formal bids are required for all purchases over $50,000 in accordance with State law.
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E. 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.
F. 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.
G. Retirement Benefits –Proposals to revise benefits administered and provided by the
Texas Municipal Retirement System shall include a written description, and, detailed
and summary numerical assessments of the changes that would result from the
proposed benefit revision.
1. The numerical assessments shall include the following:
a) The estimated change to the TMRS contribution rate that would result
from the proposed change in benefits, expressed as a percentage of
employee pay and as an annual dollar amount to the General Fund and
to each City fund.
b) The estimated change to the City’s unfunded pension liability,
expressed as a dollar amount.
c) The estimated change to the City’s actuarial funding ratio.
2. The description and numerical assessments must be provided to the City
Council at least 72 hours prior to consideration and approval, and must be
read aloud to the Council prior to Council consideration.
3. The estimated changes to the City’s contribution rate and the unfunded
pension liability presented pursuant to the section must be based on
information provided by the TMRS actuary or by professional actuary
authorized by the TMRS to provide such information.
4. Proposals to revise TMRS benefits must be voted on individually as part of
the City Council’s legislative agenda.
5. The City has established 75% as the targeted funding goal for the City’s
unfunded pension liability.
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:
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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.
The City Manager shall report in a timely manner to the City Council the projected
shortfall and the actions taken to resolve it.
B. Further Action -. If the actions identified in subsection A are insufficient to offset the
projected revenue deficit for the current fiscal year, the City Council may approve the
following actions, in the order listed:
1. Apply unspent, unobligated surplus funds from prior fiscal years to fund one-time
costs in the current fiscal year budget.
2. Notwithstanding Section XII B.1 of this policy, authorize a reduction in the
unobligated fund balance in the General Fund, pursuant to Section XII B.1 of this
policy, from 90 to 75 days.
3. Direct other reductions in services, including workforce reductions.
C. Replenish Fund Balance - As soon as practicable, without placing undue strain on
city services, the City Council shall increase the unobligated fund balance in the
General Fund, up to the 90-day amount required in Section XII B.1 of this policy.
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 unless otherwise authorized by City Council.
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.
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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 Electric, Water
and Wastewater plans prior to Council adoption. Georgetown Transportation
Advisory Board will review the Streets and Stormwater Drainage plans prior to
adoption.
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 2010/11 is $0.025.
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.
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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.
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.
PCI Rating
100 – 85 Good
85 – 45 Fair
45 – 0 Poor
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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. A
reserve will be established within the ISF for replacement of major systems and
will be funded over time through excess revenues within the Fund. Funding for
major systems assumes that 50% of the replacement cost will be debt funded.
3. Facilities Maintenance – The City has established an on-going maintenance
program, which includes 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. Determination for facility repairs is based on useful life of the various
elements of the facilities. A proportional cost for each element is expensed
within the budget for capital replacement. An additional unscheduled repair
reserve equal to 10% value of annual internal service funding is also budgeted.
The estimate reserve for 2010/11 equals $40,000.
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 Chief Financial Officer 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. General Government and Finance Subcommittee(GGAF) – The City may
establish a subcommittee of City Council members that may meet monthly to provide
additional oversight to the City’s Finance operations. This subcommittee will also
review general government items that are not reviewed by another City advisory
board before being presented to City Council. The City’s CFO will be the liaison for
this subcommittee.
C. 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. The auditing firm will serve for up to 3
years, at which time, the City will re-bid these services, thereby changing firms at
least every 3 years.
D. 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.
E. Internal Reporting – The Finance Department will prepare internal financial reports,
sufficient to plan, monitor and control the City’s financial affairs.
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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
Ensure public trust through responsible actions as custodians of public funds.
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.
4. Standard of Care and Reporting – Investment will be made with judgment and
care, always considering the safety of principal to be invested and the probable
income to be derived. The Chief Financial Officer 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
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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.
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.
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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
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.
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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,. An exception
can be made for plant expansions or related system expansions whose useful life
is in excess of 30 years. A cost benefit analysis will be done to fully disclose the
impacts of extending debt beyond 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 funded 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.
Certificates of obligation will be the least preferred method of financing and will
be used with prudent care and judgment 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 certificates of obligation
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 the Airport and Stormwater Drainage funds issue this type
of debt, In addition, the Electric and Water Services Funds can utilize this method
of funding non-system capital assets. 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
245
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. Exceptions to the 20 year average life include debt
issues for major system expansions, such as water, sewer or electric plants, in which
case the City may issue debt greater than 20 years since the average life of the
asset exceeds 30 years. A cost benefit analysis indicating the impacts of extending
debt beyond 20 years will be completed.
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 2010/11 is budgeted at 2.45 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. In the event of unexpected
circumstances that delay the timing of projects, or market conditions that prohibit
financially sound debt issuance, the approved project can be postponed and
considered by a future council until circumstantial issues can be resolved.
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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.
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.
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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.
1. 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
2010/11 are $14,750,000. 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. 2010/11 reserves are $6.847 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.
4. Other Funds –
Stormwater Drainage Fund - $150,000
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 Chief Financial Officer 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.
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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.
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
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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.
XIII. INTERNAL CONTROLS
A. Written Procedures – Wherever possible, written procedures will be established
and maintained by the Chief Financial Officer 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 Chief
Financial Officer 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.
3. Results of all internal audits will be provided to City Council on a quarterly basis.
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.
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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) - To protect city employees from the effects of
general inflation, the City may fund an annual COLA for all regular employees not
included in a defined pay plan. The COLA will be based on a three-year rolling
average of the Consumer Price Index (CPI) reported by the U.S. Bureau of Labor
Statistics for Southern cities pertinent to Georgetown’s population.
C. Additional Salary Adjustment - Additional salary adjustments for employees not
included in a defined pay plan may be recommended at the discretion of the City
Manager.
D. 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.
In addition, the City may also choose to fund an on-going merit adjustment based
on performance that exceeds expectations during the review period. This is in
addition to any one-time bonus incentive that may be awarded.
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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 187,049,952 39,025,521 65,763,286 30,066,268
Less:
Purchased Power- Electric (37,500,760)(37,500,760)
Sanitation Contract - General (3,958,000)(3,958,000)
Social Service & Contingency funding (480,049)(480,049)
Capital Improvements - Electric, WW, Water (15,465,600)(8,195,800) (7,269,800)
Capital Improvements - Other Enterprise Funds (301,500)
Capital Improvements - GCP & Streets (16,535,500)
Capital Maintenance - General/Utilities (2,367,575)(1,250,000) (764,075) (353,500)
Capital Improvements - Special Revenue Funds (2,252,000)
Restricted Special Revenue funds (1,706,859)
Airport Fuel Charge (1,800,000)
Debt Service - General (8,574,058)
One-Time Only Expenses (1,464,800)(779,800)
Interfund Transfers (7,989,705)(67,749) (4,788,502) (1,711,795)
Interfund Charges (15,848,774)(5,881,883) (4,607,828) (3,671,055)
Budgeted operating expenditures 70,804,772 27,387,840 9,126,521 17,060,118
Percentage reserve requirements:
60 days - 16.67%11,800,795 4,564,640 1,521,087 2,843,353
75 days - 20.83% 14,750,994 5,705,800 1,901,359 3,554,191
90 days - 25%17,701,193 6,846,960 2,281,630 4,265,030
09/30 RESERVE BALANCES:
Minimum Minimum Current
Days Amount Amount
Fund Required Required Included
Electric Fund N/A 1,901,359 3,262,000
General Fund 90 days 6,846,960 6,847,000
Stormwater Drainage Fund N/A 150,000 150,000
Water Services Fund 90 days 4,265,030 4,266,000
Airport Fund N/A 108,190 150,000
Convention & Visitors Bureau SRF 60 days 75,000 75,000
All other City Funds expenditures N/A* 1,404,456 N/A (held in other operating funds)
Totals for all expenditures 75 days 14,750,994 14,750,000
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.
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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.
253
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.
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Personnel Summary by Division
2009 - 2012
08/09 09/10 09/10
FINAL / ORIGINAL FINAL / 10/11 11/12
PERSONNEL SUMMARY ACTUAL BUDGET ACTUAL ADOPTED PROJECTED
COMMUNITY DEVELOPMENT
Administration 2 2 2 2 2
Code Enforcement 6 6 6 6 6
Building Inspections 13 13 13 13 13
Planning 11 11 11 11 11
GIS 3 3 0 0 0
Housing & Neighborhood Development 1 0 0 0 0
Total (FT/PT) 36 35 32 32 32
COMMUNITY SERVICES
Convention & Visitor's Bureau 3 3 3 3 3
Public Library 19/2.5 19/2.5 19/2.5 19/2.5 19/2.5
Parks Admin 3 3 3 3 3
Parks 18/1.5 18/1.5 18/1.5 18/1.5 18/1.5
Recreation 18/18.5 18/18.5 18/18.5 20/18.5 20/18.5
Total (FT/PT) 61/22.5 61/22.5 61/22.5 63/22.5 63/22.5
FINANCE & ADMINISTRATION
Administration 5 6 6 6 6
Accounting 8 8 8 8 8
Municipal Court 7 7 7 7 7
Purchasing and Properties 7 7 7 7 7
Facilities Maintenance 7 7 7 7 7
Vehicle Service Center 6 6 6 6 6
Information Technology 10/.5 9/.5 9/.5 8/.5 8/.5
GIS 0 0 3 4 4
Utility Office 18 18 18 18 18
Total (FT/PT) 68/.5 68/.5 71/.5 71/.5 71/.5
FIRE SERVICES
Fire Administration 6 6 6 6 6
Fire Operations 72 72 81 81 81
Total (FT/PT) 78 78 87 87 87
GEORGETOWN UTILITY SYSTEMS
Administration 7 6 6 7 7
Electric 32 31 31 29 29
T&D Operations 11 11 11 12 12
AMR 5 5 5 5 5
Systems Engineering 11 14 14 16 16
Environmental Services 1 1 1 1 1
Water Services - Administration 3 3 3 3 3
Water Services - Reuse Irrigation 0 1 1 1 1
Water Services - Wastewater 12 11 12 14 14
Water Services - Water 15 15 14 16 16
Total (FT/PT) 97 98 98 104 104
MANAGEMENT SERVICES
City Council 2 2 2 2 2
City Manager's Office 7/1 5/1 5/1 5/.5 5/.5
Legal 3 3 3 3 3
Public Communications 0 2 2 2.5 2.5
Airport 2/3.5 2/3.5 2/3.5 2/3.5 2/3.5
Economic Development 3 3 3 3 3
Main Street 1 1 1 1 1
Human Resources 6 6 6 6 6
Total (FT/PT) 24/4.5 24/4.5 24/4.5 24/4.5 24/4.5
POLICE SERVICES
Administration 10 10 9 5 5
Operations 94 94 95 99 99
Animal Services 7/1 7/1 7/1 6/2.5 6/2.5
Total (FT/PT) 111/1 111/1 111/1 110/2.5 110/2.5
TRANSPORTATION SERVICES
Transportation Admin 3 3 3 1 1
Streets 18/.75 18/.75 18/.75 18/.75 18/.75
Stormwater Drainage 5/.5 5/.5 5/.5 5/.5 5/.5
Total (FT/PT) 26/1.25 26/1.25 26/1.25 24/1.25 24/1.25
TOTAL CITY OF GEORGETOWN (FT/PT) 501/29.75 501/29.75 510/29.75 515/31.25 515/31.25
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Personnel Summary 2010/11
Base Position Summary
2010-11
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Personnel Summary 2010/11
09/10
Final /
Actual
10/11
Base
Budget
10/11
Frozen
Positions
10/11
Funded
Positions
Community Development 32.00 32.00 (5) 27.00
Community Services 83.50 85.50 (2) 83.50
Finance 71.50 71.50 71.50
Fire 87.00 87.00 (1) 86.00
GUS 98.00 104.00 (6) 98.00
Management Services 28.50 28.50 (1.5) 27.00
Police 112.00 112.50 (4) 108.50
Transportation 27.25 25.25 (3) 22.25
Total 539.75 546.25 (22.50) 523.75
Frozen Positions 2010/11
*Positions approved in previous years, not funded or filled in 2010/11.
Division Position FTEs
Community Development
Inspections Combination Building Inspectors 2
Planning Director of Planning 1
Planning Planner III 1
Planning Development Engineer Associate 1
Community Services
Library Assistant Library Director 1
Parks Parks Maintenance Worker I 1
Fire Services
Fire Administration Administrative Analyst 1
Georgetown Utility Systems (GUS)
Systems Engineering Electric Engineer Associate 1
Electric Operations Crew Leader 1
Electric Operations Line Technician 3
Electric Operations Journey Line Technician 1
Management Services
City Manager's Office Assistant City Manager 1
Public Communications P/T Video Producer 0.5
Police
Field Operations Police Officer 3
Administration Administrative Assistant 1
Transportation Services
Streets Crew Foreman 1
Streets Light Equipment Operator 2
TOTAL FROZEN UNFUNDED POSITIONS 22.5
258
Fund/Dept Description FTE Total 1X
Community Development
Planning Annual printing of Unified Development Code 2,000
Planning Annual lease of KIP 3000 large format printer/scanner 7,750
9,750
Community Services
Recreation Admin Asst / Cash Handler for Recreation Center 1 51,036
Recreation Rec Center Attendant 1 38,320
Recreation Rec Center inventory items 1,000
Recreation First aid and AED service 5,250
Recreation Park Ranger Program 30,000
21 2 5 , 6 0 6
Finance
Facility Maintenance Overtime for electrical equip. set-up and monitoring 2,856
Facility Maintenance Parking lot security cameras - GMC 79,000
Facility Maintenance Parking lot security cameras - Rec Center 35,000
Facility Maintenance Lenel Security System - Option 1 245,000
Facility Maintenance Airport terminal defibrillator 4,400
Facility Maintenance Fire Station 5 2,000,000 X
IT Implement Desktop Virtualization Technology 376,000 X
Utility Office Collection Program Vehicle 38,783 X
Utility Office Increase in credit card fees 133,175
2,914,214
Fire
Administration Increase air time for laptops 1,000
Operations Increase "Other Supply" line item for foam & medical 500
Operations New protective clothing 22,500
24,000
GUS
AMR Meter Technician training 5,500
Electric Operations Rubber glove and sleeve testing replacement 2,000
Electric Operations Wire Trailer #106-93 scheduled replacement upgrade 26,000
Electric Operations Electric tool replacement 6,000
Electric Operations Switchgear replacement - system wide 120,000
Electric Operations Equipment and material trailer 18,000
Electric Operations ROW maintenance 50,000
T&D Maintenance Distribution System 50,000 X
T&D Substation and facility security 30,000 X
T&D Unfreeze 1 electric position: Substation Foreman 82,364
T&D Vehicle for Electric and Water Services locator 38,020
T&D Uniforms 2,500
Service Level Improvements Funded in Current Year
(by Division)
259
GUS (continued)
Transportation Chip spreader 125,000 X
Transportation Asphalt zipper 128,698
Systems Engineering GPS Unit replacement 13,000
Systems Engineering ESRI Licensing 3,000
Systems Engineering Systems Engineering Technician 1 50,466
Irrigation Irrigation O&M Overtime Increase 12,533
Water Services Admin.WCRRWL P&I increase 379,807
Water Services Increase in TCEQ state inspection fees 30,000
Water Services AMI deployment 2 (62,397)
Wastewater Industrial Pretreatment Program implementation 21 6 1 , 3 2 4 X
Wastewater Wastewater Treatment Plant operations increase 150,000
5.0 1,421,815
Management Services
Communications Video recording and web streaming 47,997
- 47,997
Police
Animal Services Pet food 2,000
Animal Services Special Services 1,000
Animal Services Contracts - other 11,000
Animal Services Part-time animal control officer-funded by donations srf 0.5 18,000
Police Overtime Software - TeleStaff 68,000
Police LexiPol Software 7,000
0.5 107,000
GRAND TOTAL SERVICE LEVEL REQUESTS 7.5 4,650,382
260
Internal Service Premiums
* With Programs
Department
Facilities
Maint enance Fleet
Information
Services Joint Services General
General Fund
Transportation Administration 10,203
Streets 135,264 61,220
Planning 57,725 4,437 48,930
Inspection Services 38,530 48,929
Code Enforcement 33,024 22,583
Municipal Court 19,322 36,354
Fire Services Administration 202,380 21,742
Fire Operations 86,394 260,899
Environmental Services 6,180 5,138
City Manager's Office 52,467 5,064 30,909
General Government 6,106 2,414,447
City Council 34,146 13,247
Parks 118,882 150,074 79,776
Recreation 551,802 24,418 68,380
Library 269,288 72,178
Police Administration 140,586 218,661 518,868
Animal Services 52,880 12,650 40,300
Economic Development & Tourism SRF
Convention & Visitors Bureau 22,714 1,992 11,397
Facilities Maintenance Fund
Facilities Maintenance 34,625 36,354
Fleet Management Fund
Vehicle Service Center 2,693 33,464 31,161
Joint Services Fund
Economic Development Administration 23,290 13,247
Main Street 4,416
GUS Administration 125,888 4,881 35,965
GIS 11,291
Systems Engineering 31,954 71,930
Finance Administration 41,607 31,161
Accounting 41,548
Purchasing 35,633 15,755 36,354
Utility Office 37,753 25,928 93,482
Human Resources 24,844 26,494
Legal 3,024 13,247
261
* Excludes intergovernmental charges to GTEC of $57,037
** Excludes intergovernmental charges to GTEC of $58,272
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
Department
Facilities
Maintenance Fleet
Information
Services Joint Services General
Information Services Fund
Information Resources 62,558 4,880 46,741
Electric Fund
Electric Operations 281,597 164,411 3,125,770 890,399
AMR 21,757 25,689
T&D 14,000 27,689 56,516
Water Services Fund
Administration 2,362,437 480,799
Wastewater 138,008 61,654
Wastewater Plant Management
Water 170,952 82,205
Stormwater Drainage Fund
Stormwater Drainage 84,346 17,005 591,005 32,925
Airport Fund
Airport Operations 50,010 18,713 8,831 42,694 19,266
Total 1,949,598 1,611,237 2,260,755 8,536,353 * 1,423,389 **
262
Transfers Between Funds
T R A N S F E RS T O
General
Fund SRF Fleet Facilities
Information
Technology Water Total Out:
T
R General Fund 65,971 1,778 67,749
A
N Gen Cap Projects 670,000 35,000 216,000 921,000
S
F SRF 60,812 15,000 75,812
E
R Joint Services 283,832 283,832
S
Electric 4,489,591 120,803 109,000 69,108 4,788,502
F
R Water Services 1,711,795 1,711,795
O Stormwater
M Drainage 141,015 141,015
Total In: 6,403,213 80,971 790,803 144,000 501,610 69,108 7,989,705
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 $6,242,401 in 2010/11.
Other Transfers:
4 Other transfers include grant matching, fire hydrant testing, and equipment purchases to other funds.
263
General Fund
Five Year Projections
Projected Projected Projected Projected Projected
FY11 FY12 FY13 FY14 FY15
Beginning Fund Balance 8,568,248 8,236,065 8,198,748 8,472,314 9,123,032
Revenues
Property Taxes 8,492,470 8,996,399 9,405,538 9,849,790 10,258,512
Sales Tax 7,942,019 8,219,990 8,507,690 8,890,536 9,290,610
Sanitation Revenues 4,790,237 4,887,486 4,986,981 5,088,776 5,190,552
Interest 61,092 61,092 61,092 61,092 61,092
Administrative Charges 1,084,306 1,105,992 1,128,112 1,150,674 1,173,688
All Other Revenue 9,067,982 9,227,061 9,428,188 9,617,225 9,819,025
Return on Investment 5,573,497 5,641,585 5,801,725 5,927,472 6,076,694
Transfers In 182,892 186,550 190,281 194,087 197,968
Total Revenues 37,194,495 38,326,155 39,509,606 40,779,651 42,068,141
Expenses
Transportation 2,962,963 3,022,223 3,082,667 3,144,320 3,207,207
Community Development 2,147,284 2,190,112 2,233,796 2,278,354 2,323,803
Finance and Administration 515,602 525,914 536,432 547,161 558,104
Fire Department 6,864,827 7,031,270 7,201,776 7,376,445 7,555,380
Management Services 1,684,865 1,718,562 1,752,933 1,787,992 1,823,752
Community Services 6,999,565 7,139,573 7,282,382 7,428,046 7,576,624
Police Department 9,547,595 9,777,074 10,012,135 10,252,914 10,499,551
Georgetown Utility Systems 4,199,028 4,303,698 4,427,770 4,555,429 4,646,537
Administrative Expense 2,289,274 2,335,059 2,381,760 2,429,396 2,477,983
Transfers Out 100,000 100,000 100,000 100,000 100,000
Total Expenses 37,311,001 38,143,483 39,011,650 39,900,056 40,768,941
Ending Fund Balance 8,451,741 8,418,737 8,696,703 9,351,909 10,422,231
Contingency 6,740,000 6,740,000 6,740,000 6,740,000 6,740,000
Available Fund Balance 1,711,741 1,678,737 1,956,703 2,611,909 3,682,231
Fund Balance as a Percent of Expenses 22.65% 22.07% 22.29% 23.44% 25.56%
Effective Tax rate
Debt Service 0.13635 0.16395 0.16710 0.16156 0.15782
Operations & Maint.0.21987 0.21901 0.21662 0.21310 0.20892
Total 0.35622 0.38296 0.38372 0.37466 0.36674
264
Water Services Fund
Five Year Projections
Projected Projected Projected Projected Projected
FY11 FY12 FY13 FY14 FY15
Beginning Fund Balance 21,563,453 11,350,027 9,920,572 160,572 89,336
Primary Revenues
Water Services 22,199,387 22,738,233 23,263,446 23,684,760 24,114,589
Other
Water 1,536,500 1,679,959 1,830,687 1,989,007 2,038,177
Wastewater 771,622 867,023 967,453 1,073,129 1,105,323
Irrigation 150 150 150 150 150
Total Primary Revenue 24,507,659 25,285,365 26,061,736 26,747,045 27,258,239
Primary Expenses
Contracts 3,529,391 3,615,455 3,703,704 3,794,196 3,886,991
Water 9,647,058 9,549,486 9,799,110 10,043,819 10,301,338
Wastewater 2,257,661 2,325,391 2,395,153 2,467,007 2,541,017
Irrigation 136,851 143,694 150,878 158,422 166,344
CIP Expense 18,165,000 5,837,000 16,688,000 10,074,000 8,473,000
Total Primary Expenses 33,735,962 21,471,025 32,736,844 26,537,444 25,368,690
Other Revenue
SIP Fees 761,100 761,100 761,100 761,100 253,700
Other 102,120 102,120 102,120 102,120 102,120
Bond Revenue 4,000,000 0 2,000,000 5,000,000 4,300,000
Total Other Revenue 4,863,220 863,220 2,863,220 5,863,220 4,655,820
Other Expenses
Transfer Out 1,653,957 1,691,676 1,728,441 1,757,933 1,788,021
CAFR Adjustment 0000 0
Debt Service 4,194,387 4,415,338 4,219,671 4,386,124 4,789,462
Total Other Expenses 5,848,344 6,107,014 5,948,112 6,144,057 6,577,483
Ending Fund Balance 11,350,027 9,920,572 160,572 89,336 57,222
Contingency 4,100,000 4,100,000 4,100,000 4,100,000 4,100,000
265
Electric Fund
Five Year Projections
Projected Projected Projected Projected Projected
FY11 FY12 FY13 FY14 FY15
Beginning Fund Balance 15,007,475 16,727,651 15,490,449 9,586,809 5,301,951
Primary Revenues
Electric Services 57,422,001 57,855,840 59,618,343 60,993,408 62,695,320
Other 1,213,793 1,229,243 1,245,156 1,261,547 1,278,430
Total Primary Revenues 58,635,794 59,085,083 60,863,499 62,254,955 63,973,750
Primary Expenses
Contracts 32,915,916 36,482,245 40,039,223 43,183,917 46,759,123
Operations 8,704,705 9,213,059 9,707,620 10,241,177 10,793,668
Franchise Fees 1,722,660 1,735,675 1,788,550 1,829,802 1,880,860
CIP Expense 6,694,000 5,974,000 8,312,000 4,267,000 5,355,000
Total Primary Expenses 50,037,282 53,404,979 59,847,393 59,521,896 64,788,651
Other Revenue
Interest 50,000 50,000 50,000 50,000 50,000
Other 350,000 350,000 350,000 350,000 350,000
Bond Revenue 0 0 0 0 2,700,000
Total Other Revenue 400,000 400,000 400,000 400,000 3,100,000
Other Expenses
Transfer Out 4,169,540 4,199,909 4,323,284 4,419,539 4,538,672
CAFR Adjustment 00000
Debt Service 3,108,796 3,117,397 2,996,461 2,998,379 3,018,669
Total Other Expenses 7,278,336 7,317,306 7,319,745 7,417,918 7,557,341
Ending Fund Balance 16,727,651 15,490,449 9,586,809 5,301,951 29,708
Contingency 3,525,000 3,525,000 3,525,000 3,525,000 3,525,000
266
Utility Rate Schedule
Electric Rates (effective on billings after 01/05/08)
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: $0.1046 per kWh
Small General Service
Customer Charge: $12.00 per month
Energy Charge: $0.1020 per kWh
School Service
Customer Charge: $12.00 per month
Energy Charge: $0.1146 per kWh
Municipal Water & Wastewater Pumping Service
Customer Charge: $12.00 per month
Energy Charge: $0.0922 per kWh
Large General Service
Customer Charge: $20.00 per month
Demand Charge: $7.45 per kW, but not less than $372.50
Energy Charge: $0.0722 per kWh
Minimum Bill: $392.50
Industrial
Customer Charge: $50.00 per month
Demand Charge: $6.30 per kW, but not less than $3,150.00 per month
Energy Charge: $0.0712 per kWh
Minimum Bill: $3,200.00
Large Industrial Service
Customer Charge: $100.00 per month
Demand Charge: $5.30 per kW, but not less than $10,600.00
Energy Charge: $0.0697 per kWh
Minimum Bill: $10,700.00
Large Institutional Service
Customer Charge: $20.00 per month
Energy Charge: $0.0941 per kWh
Minimum Bill: $20.00
Municipal Service
Customer Charge: $12.00 per month
Energy Charge: $0.0939 per kWh
Minimum Bill: $12.00
267
Municipal Street Light Service
100 Watt HPL $4.40 (35 kWh)*
200 Watt HPL $7.95 (71 kWh)*
250 Watt HPL $9.50 (86 kWh)*
400 Watt HPL $14.75 (137 kWh)*
Retail Street Light Service
100 Watt HPL $4.70 (35 kWh)*
200 Watt HPL $8.65 (71 kWh)*
250 Watt HPL $10.30 (86 kWh)*
400 Watt HPL $16.05 (137 kWh)*
High Pressure Sodium Lighting
100 Watt HPL $7.70 (35 kWh)*
200 Watt HPL $13.10 (71 kWh)*
250 Watt HPL $14.95 (86 kWh)*
400 Watt HPL $20.90 (137 kWh)*
*Plus applicable Power Cost Adjustment (PCA)
Water Rates (effective 01/01/10)
Customer Charge
Inside City Outside City
5/8inch meter $16.50 per month $21.80 per month
3/4 inch meter $17.50 per month $22.80 per month
1 inch meter $24.47 per month $27.19 per month
1 1/2 inch meter $37.53 per month $41.94 per month
2 inch meter $60.55 per month $67.71 per month
3 inch meter $184.47 per month $199.61 per month
4 inch meter $250.35 per month $272.44 per month
6 inch meter $414.03 per month $458.19 per month
8 inch meter $593.15 per month $663.81 per month
Cost per 1,000 gallons: $2.25 $2.60
Non-Potable Water Rates (effective 01/01/10)
Cost per 1,000 gallons $0.95
Conservation Water Rates (effective 01/01/10)
Residential Only - Effective on Billings June 1 – October 31
Inside City Outside City
Per 1,000 gallons Per 1,000 gallons
0 to 18,000 gallons $2.25 $2.60
19,000 through 29,000 gallons $3.00 $3.35
30,000 through 39,000 gallons $4.50 $4.85
40,000 through 74,000 gallons $6.00 $6.35
Over 74,000 gallons $7.50 $7.85
268
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.
269
Garbage Rates (effective 10/01/09)
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: $14.35 (includes recycling)
Outside City Limits / Tier II: $17.00 (with Georgetown utilities)
Outside City Limits / Tier III: $17.95 (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)
2
7
0
2
7
1
2
7
2
2
7
3
2
7
4
2
7
5
2
7
6
2
7
7
2
7
8
279
A Component Unit of the City of Georgetown
Georgetown Economic Development Corporation
(GEDCO) Budget
(Adopted by GEDCO Board July 19, 2010)
(Approved by City Council August 24, 2010)
GEDCO Sales Tax Revenue (1/8)907,500
Interest Income 10,000
Total Revenue 917,500
Less:
Interlocal Agreement 51,400
Supplies 500
Legal 7,500
Travel & Training 2,700
Retainer Expense 12,000
Miscellaneous Expenses 100
Loan Repayment 101,400
Economic Development Projects (Unidentified) 3,734,133
Total Operating Expense 3,909,733
Annual Excess Revenues (2,992,233)
Fund Balance:
Beginning Fund Balance 3,219,108
+/- Annual Excess Revenues (2,992,233)
Less:
Contingency Reserves (= 25% Revenue)226,875
Ending Unreserved Fund Balance -
2
8
0
281
A Component Unit of the City of Georgetown
Georgetown Transportation Enhancement Corporation
(GTEC) Budget
(Adopted by GTEC Board July 21, 2010)
(Approved by City Council August 24, 2010)
Beginning Fund Balance $4,847,292
Revenue:
Sales Tax Revenue $3,630,000
Interest $50,000
PID Assessments $600,000
Total Revenue $4,280,000
Expense:
Interlocal Agreement (Indirect Costs) $72,000
Direct Costs Allocation $126,594
Administrative Expense & Supplies $67,100
Subtotal - Operating Expense $265,694
Debt Service $2,475,446
Transporation Improvement Program
14b SH 29 Bypass (RR2243 to SH 29) $2,000,000
24.3 Construct NB Frontage Rd (FM 2338 to Lakeway) $250,000
Subtotal - Transportation Improvement Program $2,250,000
Economic Development Projects
Projects to be determined $907,500
Subtotal - Transportation Improvement Program $907,500
Total Expense $5,898,640
Available Fund Balance $3,228,652
Reserves:
Contingency $1,057,500
Available Working Capital $2,171,152
282
A Component Unit of the City of Georgetown
Georgetown Transportation Enhancement Corporation
Outstanding Debt Summary 2010/11
Outstanding
9/30/10
Debt
Principal
10/11
Principal
Reduction
Estimated 2011
New Debt
Estimated
9/30/11
Outstanding
Debt
Georgetown Transportation Enhancement Corporation:
Self Supported 15,474,689 (815,611) - 14,659,078
Sales Tax Supported 10,300,000 (430,000) - 9,870,000
total GTEC: 25,774,689 (1,245,611) - 24,529,078
*The City has previously issued certificates of obligation on behalf of GTEC to be repaid by GTEC sales tax.
283
A Component Unit of the City of Georgetown
Georgetown Transportation Enhancement Corporation
Summary of Debt Service Charges to Maturity
Certificates of Obligation issued by the City on behalf of GTEC and
Sales Tax Revenue Bonds, both repaid by sales tax collections.
Year Ending Outstanding Total
September 30 Beginning of Year Interest Principal Requirements
2011 25,774,689 1,228,835 1,245,611 2,474,446
2012 24,529,078 1,162,551 1,349,011 2,511,563
2013 23,180,067 1,109,845 1,446,789 2,556,634
2014 21,733,278 1,052,722 1,496,167 2,548,889
2015 20,237,111 940,525 1,540,333 2,480,858
2016 18,696,778 830,099 1,521,200 2,351,299
2017 17,175,578 762,383 1,583,211 2,345,594
2018 15,592,367 691,328 1,656,200 2,347,528
2019 13,936,167 616,509 1,733,211 2,349,720
2020 12,202,956 538,272 1,815,222 2,353,494
2021 10,387,734 456,612 1,887,233 2,343,845
2022 8,500,500 370,724 1,969,244 2,339,968
2023 6,531,256 280,030 1,816,256 2,096,286
2024 4,715,000 196,456 1,855,000 2,051,456
2025 2,860,000 128,919 1,145,000 1,273,919
2026 1,715,000 77,288 885,000 962,288
2027 830,000 37,350 830,000 867,350
10,480,448 25,774,689 36,255,137
284
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 2008 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.
Animal Shelter Advisory Board. Ensures that the City of Georgetown Animal Shelter complies with all City and
State laws governing its operation.
Arts and Culture Board. Encourages, stimulates, promotes, and fosters programs for the cultural enrichment of the
City, thereby contributing to the quality of life in Georgetown, and develops an awareness in of the value of the arts.
Seven of the members should represent a broad spectrum of citizens including artists and those with a background in
the arts, arts organizations and businesses, education, structural and landscape architecture. One member shall be
an authorized representative of the Georgetown Independent School District and one member shall be an authorized
representative of Southwestern University.
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.
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.
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.
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.
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.
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General Government and Finance Advisory Subcommittee (GGAF). Empowered to review and analyze the
general government and finance activities of the City, to include but not limited to the following areas: Finance
administration to include debt and treasury management, as well as, City budget; Accounting to include financial
reporting; Purchasing; Municipal Court; Facilities Maintenance, including construction and renovation of City facilities;
Vehicle Services, Information Technology; Compensation and Benefits; City insurance; and other related items as
recommended by the City Manager. Three members are Councilmembers.
Georgetown Economic Development Corporation (GEDCO). Considers requests and grants economic
development funds as authorized and defined by the Internal Revenue Code of 1986, Section 4A, leading to the
creation or retention of primary jobs and/or provision of significant capital investment which benefits the community of
Georgetown. Three members are Councilmembers, two members are citizens at-large.
Georgetown Housing Authority. The purpose of the Board is to ensure that the City of Georgetown has housing
that is attainable for citizens at all income levels. Membership is composed of nine members. Four members must
have knowledge of specialized fields relating to home ownership and the affordability of home ownership, while the
remaining five should have general knowledge of affordable housing issues.
Georgetown Transportation Advisory Board (GTAB). Advises and assists the City Council in the development of
a multi-modal transportation planning process in coordination with regional, state, county, and local transportation
agencies. Two members are Councilmembers, one member is a representative from the Planning and Zoning
Commission, and one member is a representative from the Georgetown Transportation Enhancement Corporation.
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.
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.
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.
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.
Library Advisory Board. Makes recommendations regarding the development of the book collection, programming,
and other services provided by the Georgetown Public Library.
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Main Street Advisory Board. The Georgetown Main Street Program is a revitalization program designed to enhance
the unique character of downtown Georgetown 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. Membership requires a commitment of a minimum of four to ten hours per
month.
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.
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.
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.
Zoning Board of Adjustment. The Zoning Board of Adjustment is responsible for hearing and taking final action on
variances from the zoning standards of the Unified Development Code (UDC), and considers appeals from
administrative decisions made related to zoning standards. Members must be registered voters and must have
resided in the city limits for at least one year. One member of the Board shall be an active member of the Planning
and Zoning Commission.