HomeMy WebLinkAbout05 General Fund-compressed
FY2016 Annual Budget
GENERAL FUND
Firefighters and students at a Fire Lunch Buddy event
63
FY2016 Annual Budget
GENERAL FUND
General Fund Summary ............................. 65
City Council ................................................ 68
City Manager’s Office ................................ 70
City Secretary ............................................ 72
Downtown & Community Service Admin .. 74
Environmental Services ............................. 76
Fire............................................................. 78
Governmental Contracts ........................... 82
Inspection Services .................................... 84
Library ........................................................ 86
Municipal Court ......................................... 88
Parks & Recreation .................................... 90
Planning ..................................................... 94
Police ......................................................... 96
Public Communications ........................... 104
Streets ..................................................... 106
Transportation Admin ............................. 108
General Fund Five-Year Projections ........ 110
NEW POSITIONS FY2016
Emergency Management Coordinator ........ 1
Cataloging Librarian ..................................... 1
Combination Building Inspectors ................. 2
Parks Maintenance Workers (PT) ................ 2
School Resource Officer............................... 1
TOTAL NEW POSITIONS FY2016 ......................... 7
64
FY2016 Annual Budget
GENERAL FUND SUMMARY
The General Fund is the primary operating fund for the City. This fund is used to account for resources traditionally
associated with government including public safety, parks, streets, and city management.
FISCAL YEAR 2015
Total revenues are projected to be $50,791,847, or 2.52% higher than the current budget. The higher than expected
revenue is primarily the result of increased Return on Investment (ROI) from the utility funds. The Electric ROI
increased in FY2015 with the recognition of a 7% base charge. The change in base rate makes the Electric ROI
consistent with the base charges of the Water and Wastewater ROI calculation.
The change in the Electric ROI
calculation helps to mitigate slowing
of the sales tax growth seen in
FY2015. Sales tax projections have
been lower in the current fiscal year
due to slowing growth trends.
Sanitation revenue is projected to be
4.36% higher than budgeted, which
mirrors the City’s overall growth
trend.
Other revenues, such as franchise
development fees, are anticipated to
finish the year at 6.27% above budget.
Total expenditures are projected to be $51,944,185, 1.01% less than the current budget. Lower expenditures are
primarily related to salary savings for open positions.
Total fund balance is projected to be $9,264,307 as of September 30, 2015. This is greater than the policy
requirement contingency of $7,695,000. Fund balance over the policy required contingency is available to fund
non-recurring expenditures in FY2016, per the Council’s direction. The projected available balance minus
reservations is $1,569,307.
FISCAL YEAR 2016
Budgeted revenues total $52,562,323, which represents
an increase of 3.48% over FY2015 Projections. The chart
to the right identifies General Fund revenues by source.
Property tax revenue is budgeted at $11,716,698. Due to
higher valuation and new development, property tax
revenue is budgeted to increase by 5.42% over the
previous year.
Sales tax revenue is budgeted at $11,587,812. Financial
modeling indicates the hyper growth trends seen in the
FY2013 and FY2014 are slowing. Much of the growth
seen in recent years is due to increases in building
materials. This volatile sector continues to remain strong
Property
Taxes
22%
Sales Tax
22%
Sanitation
Revenue
13%
Admin.
Charges
4%
All Other
Revenue
24%
Transfers
In -ROI &
Other
15%
FY2016 General Fund Revenues
65
FY2016 Annual Budget
however, it is projected the double digit growth trends seen in previous years will give way to a slower growth
pattern. The FY2016 budget is based on a 2.5% increase over FY2015 year-end projections.
Other revenue is expected to remain relatively stable,
assuming development related revenues continue to
follow current trends, and growth continues within the
utility service areas.
Budgeted expenditures total $53,732,443. Expenditures
include a 10% increase in healthcare costs, police and
fire step pay increases, salary market adjustments, and
an employee merit raise per the Fiscal and Budgetary
Policy Guidelines.
Additional enhancements include the following new
positions and one-time expenditures.
Two Combination Building Inspectors: These two positions will support the rapidly growing number of
construction inspections in the City Limits and the ETJ.
Librarian: The library currently catalogs over 13,000 items per year and removes over 10,000 items per year.
The City currently has 1.5 FTE’s assigned to this task and has not been able to keep up with growing customer
demand.
Police School Resource Officer (SRO): Georgetown ISD has agreed to fund 50% of the expense for the SRO,
including the necessary vehicle and equipment.
Emergency Management Coordinator: This civilian position will be responsible for developing and
maintaining a comprehensive emergency plan for recognized disaster emergency situations.
Two Part-time Park Maintenance Workers – Ballfields: The renovations to the ballfields at VFW Park as well as
the McMaster Sports Complex will allow the City to enhance our ability to attract increased tournaments and
league play.
City Council Goal Setting Facilitation & Implementation: This funding includes an external facilitator to work
with the City Council in developing goals and strategies that can be implemented over the upcoming years.
Citizen Survey/Employee Survey: This City has not conducted an external citizen satisfaction survey in several
years. This program will fund a survey to provide the City Council with feedback on City services and
programs that can be used in developing future budgets. In addition, an Employee Survey will also be
undertaken to determine any underlying organizational or employee concerns.
Phase 2 of the Historic Resource Survey: This is the needed funding to complete the project that begins later
in 2015. The Historic Resource Survey was planned to be funded over two fiscal years.
Strategic Business Plan for the Planning Department: This funding develops a strategic business plan for the
department. This process would include creation of a departmental vision statement and other team
building functions.
Regional SWAT Team: This enhancement allows participation in the Regional SWAT Team Program along
with the cities of Leander and City Park.
Williams Drive Corridor Study: This enhancement, in conjunction with Capital Area Metropolitan Planning
Organization (CAMPO), funds a planning study to develop a comprehensive transportation plan in the
Williams Drive corridor.
Increase Parks Maintenance Funding: This item increases maintenance by $50,000 to help address on-going
aging parks infrastructure issues and the replacement of equipment and facilities.
All FY2016 General Fund Expenses total $53,732,443 and represent an increase of 2.22% over the adopted
FY2015 Budget.
Downtown &
Community
Services
19%
Finance
1%
Fire
Department
22%
Georgetown
Utility
Systems
13%
Mgmt.
Services
5%
Police
Department
27%
Trans.
6%
Admin.
Expense
6%
Transfers
Out
1%
FY2016 General Fund Expenses
66
FY2016 Annual Budget
GENERAL FUND INCOME STATEMENT
FY2014
Actual
FY2015
Budget
FY2015
Proj. Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Revenues
Property Taxes 9,536,267 11,109,039 11,114,039 11,716,698 - 11,716,698
Sales Tax 10,984,724 11,785,875 11,292,500 11,587,812 - 11,587,812
Sanitation Revenue 5,962,387 6,211,991 6,483,295 6,554,000 - 6,554,000
Interest 26,908 25,000 25,000 25,000 - 25,000
Admin. Charges 1,540,270 1,958,029 1,956,937 1,922,100 - 1,922,100
All Other Revenue 11,743,672 11,524,058 12,245,985 12,618,561 89,889 12,708,450
Transfers In - ROI & Other 6,964,508 6,925,516 7,674,091 8,038,263 10,000 8,048,263
Overall Total Revenues46,758,736 49,539,508 50,791,847 52,462,434 99,889 52,562,323
Expenses: On-Going
Downtown & Comm Svcs 8,869,369 9,659,755 9,552,614 10,015,842 70,854 10,086,696
Finance 516,108 552,164 553,198 561,439 561,439
Fire Department 9,477,021 10,754,601 10,655,222 11,159,977 46,632 11,206,609
GUS 5,995,974 6,456,274 6,395,029 6,607,973 186,029 6,794,002
Mgmt. Services 2,428,020 2,385,212 2,318,326 2,331,583 30,000 2,361,583
Police Department 11,462,827 13,034,736 12,799,899 13,678,157 153,438 13,831,595
Transportation 4,285,067 3,108,128 2,948,699 3,137,882 - 3,137,882
Admin. Expense 2,692,152 3,087,145 3,131,266 2,962,577 - 2,962,577
Transfers Out 2,034,075 220,906 229,388 683,014 (15,000) 668,014
Total On-Going Exps 47,760,613 49,258,921 48,583,641 51,138,444 471,953 51,610,397
Policy Comp (Op Rev-Op Exp)(1,001,877) 280,587 2,208,206 951,926
Expenses: One-Time-Only
Downtown & Comm Svcs 207,950 183,950 74,000 90,000 164,000
Fire Department 5,000 5,000 70,000 7,500 77,500
Management Services 452,893 452,893 410,049 30,000 440,049
Police Department 117,571 117,571 89,887 25,000 114,887
Transportation 1,703,730 1,533,730 1,000,000 50,000 1,050,000
Transfers Out 815,472 1,067,400 200,000 75,610 275,610
Total One-Time-Only Expenses - 3,302,616 3,360,544 1,843,936 278,110 2,122,046
Overall Total Expenses 47,760,613 52,561,537 51,944,185 52,982,380 750,063 53,732,443
Beginning Fund Balance 11,418,522 10,803,212 10,416,645 9,264,307
Ending Fund Balance 10,416,645 7,781,183 9,264,307 8,094,187
Reservations
Contingency 7,500,000 7,695,000 7,695,000 7,925,000
Available Fund Balance 2,916,645 86,183 1,569,307 169,187
67
FY2016 Annual Budget
CITY COUNCIL
MANAGEMENT SERVICES CITY COUNCIL 1 MAYOR
7 COUNCILMEMBERS
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Hired new City Manager.
Held successful elections in November 2014 to renew the 1/4 cent sales
tax for Street Maintenance and in May 2015 to approve a $105 Million
Road Bond.
Approved the transition of the City’s municipal electric utility to move to
100 percent renewable energy sources by 2017. The decision ensures
citizens are provided electricity in a manner that is cost-effective and
sustainable.
Finalized the merger of the City’s water utility with the Chisholm Trail
Special Utility District. The move provided reliable infrastructure in the
City’s highest-growth corridor.
Approved the expansion of Emergency Medical Services with additional
paramedics and vehicles. The expansion will allow the City to provide
integrated emergency medical response for citizens.
Amended the Unified Development Code (UDC) to streamline the
review process as it relates to historic properties.
Approved the architect for the design and engineering for renovation of
current city facilities to create a new Downtown City Center.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Develop policies that enhance the quality of life for the community
while preserving its unique character and natural resources.
Safeguard the long-term financial viability of Georgetown through
sustained development.
Practice consistency through promotion of community involvement.
Adopt policies that enhance a balanced transportation network and
consistency in the community.
Continue to foster ongoing communication and cooperation with local,
regional, state and federal representatives to nurture a healthy, working
relationship.
Ensure the city’s growth needs are met through the development of
long-term utility & transportation stragetic planning.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
The City Council is composed of a
Mayor elected at large, and seven
Councilmembers elected from
single-member districts.
Georgetown is a Home Rule City,
which means that the Council is free
to enact legislation, adopt budgets,
and determine policies, subject only
to the limitations imposed by the
Texas Constitution and City Charter.
The Council appoints a City
Manager, who coordinates and
implements activities to effectively
accomplish the goals and objectives
it establishes. The Council also
appoints the City Attorney, the
Municipal Court Judge and the City
Secretary. In addition, the Council
appoints citizens to serve on
advisory boards, commissions, and
committees.
68
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 43,744 43,918 59,299 88,639 - 88,639
Operations 20,863 81,002 81,002 68,002 - 68,002
Capital - - - - - -
Total Departmental Budget 64,607$ 124,920$ 140,301$ 156,641$ -$ 156,641$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. # of Council agenda items
reviewed and/or voted on by Council 736 750 700 750 0 750
2. # of hours spent in Council
meetings 105 125 125 125 0 125
3. # of Council/special meetings
posted 54 60 57 60 0 60
Performance Measures
1. % of citizens who rated the value
received from City tax dollars to be
excellent or good
N/A 85%N/A 85%N/A 85%
Number of Council/Special Meetings that are Posted and
Attended by the City Council: This measure provides a metric by
which our citizens can be assured that city business discussed
and voted on by the City Council is done in an open and
transparent fashion. Texas Law requires that decisions made
by the City Council are done in a meeting that has been legally
posted and is open to the public.
69
57 54 57 60
0
10
20
30
40
50
60
70
80
FY2012 FY2013 FY2014 FY2015*FY2016*
Council & Special Meetings
*Projected
69
FY2016 Annual Budget
CITY MANAGER’S OFFICE
MANAGEMENT SERVICES CITY MANAGER
4.0 FTES
1.07% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Oversaw the development of multi-year Annual Budget and the Annual
Capital Improvement Plan.
Continued working with all Divisions on implementation of the
strategies included in the five Council directed business plans.
Worked with Fire Chief and City Council on the development of a
program to expand EMS allowing the City to provide integrated
emergency medical response to our citizens.
Continued efforts to establish development of the properties located in
the South Georgetown Tax Reinvestment Zone (TIRZ) to enhance
opportunities for economic development.
Worked with U.S. Fish & Wildlife regarding the listing of the Georgetown
Salamander as “Threatened” to help minimize the impacts on local
development.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Coordinate the implementation of City Council Strategic Goals within
City departments.
Facilitate partnerships with other agencies, the development
community, and others to ensure quality growth and development.
Improve citizen awareness and understanding of City programs, services
and issues and promote a positive public image of the City and
organization.
Promote revitalization and future economic growth of the
underdeveloped areas within the city.
Ensure quality systems, processes, and procedures are established to
ensure efficient and effective service delivery.
Continue to lead the focus on multi-year budgets and financial planning
as part of the annual budget process that implements the City Council’s
Strategic Goals.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
The City Manager’s office is
responsible for the administration
of all City affairs and serves as the
liaison between the policymaking
and administrative branches of City
Government. The City Manager,
appointed by City Council, is the
chief administrative and executive
officer of the City. The City
Manager’s office coordinates
activities to effectively accomplish
the City Council goals and
objectives. Additionally, the City
Manager acts as the City’s
representative and liaison to local
groups, service organizations and
businesses in the community, and
other governmental agencies.
Notable Budget Item
Council Strategic Visioning
Facilitation
$20,000
70
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 418,348 626,058 606,648 507,930 - 507,930
Operations 203,636 149,731 149,731 133,612 20,000 153,612
Capital - - - - - -
Total Departmental Budget 621,984$ 775,789$ 756,379$ 641,542$ 20,000$ 661,542$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. # of Items reviewed for placement
on Council Agenda 736 750 700 750 0 750
2. # of Divisional, Departmental, &
Mayor/ Councilmember Meetings
held, not including Public Meetings
New Measure New Measure New Measure 832 0 832
Performance Measures
1. % of citizens who rated their
customer service experience with City
employees to be excellent or
good(Biennial Citizen's Survey)
N/A N/A N/A 85%0%85%
Number of Council Agenda Items Reviewed: Items processed
and reviewed by City Council each year is an indicator of
Council activity, and has implications for time allocated to
agenda preparation. Each item presented by Council is fully
vetted by the Mayor, City Manager, City Attorney, and City
Secretary.
91
7
63
4
73
6
75
0
75
0
0
200
400
600
800
1000
FY2012 FY2013 FY2014 FY2015*FY2016*
Council Agenda Items
*Projected
71
FY2016 Annual Budget
CITY SECRETARY’S OFFICE
MANAGEMENT SERVICES CITY SECRETARY
5 FTES
1.34% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Continued the expansion of the City’s Laserfiche Program to allow web
access to the City records. The program allows access to City Council
and Board & Commission Agendas and Minutes, Ordinances,
Resolutions, and Budget Documents.
Established city-wide records management ordinance and policy.
Successfully restored 15 historic record books dating from as early as
1878.
Expanded the Boards and Commissions Training Program to include
board-specific training sessions and a citywide parliamentary procedure
training seminar.
Conducted a successful Meet and Confer Election in the Police
Department.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Move ahead with the expansion of the City’s Laserfiche Program to
allow web access to the City records, particularly in the Georgetown
Utility Systems Division.
Improve efficiencies in office process and procedures.
Develop and implement the Records Management Program and
Business Plan in partnership with departments.
Continue the ongoing historic record preservation project.
Develop and implement a Boards and Commissions “exit survey”.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
The City Secretary’s office oversees
the preparation of City Council
agenda packets and ensures
compliance with the State Open
Meetings Act. The City Secretary’s
office is responsible for maintaining
official City records and
coordinating the citywide Records
Management Program. The Office
is required to draft detailed minutes
for the governing body of the City of
Georgetown. In addition, after City
Council passes legislation, the City
Secretary’s office oversees the
codification of ordinances. The City
Secretary’s office drafts Mayoral
proclamations and arranges official
appearances of the Mayor at local
and regional community events. In
addition, this Office also manages
City elections and oversees the
conduct of all elections by the
Williamson County Elections
Administrator.
72
FY2016 Annual Budget
40
0
40
9
40
0 45
0
45
0
0
100
200
300
400
500
FY2012 FY2013 FY2014 FY2015*FY2016*
Public Meetings Posted
*Projected
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 279,412 349,366 337,736 350,652 - 350,652
Operations 128,585 188,211 187,691 195,309 - 195,309
Capital - 4,000 4,000 - - -
Total Departmental Budget 407,997$ 541,577$ 529,427$ 545,961$ -$ 545,961$
DEPARTMENTAL PERFORMANCE MEASURES
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. # of Council agenda items
processed 736 750 700 750 0 750
4. # of public meetings posted 449 400 450 450 0 450
5. # of elections held 2 2 1 1 0 1
Number of Public Meetings Posted: City business relies heavily
on the fact that Boards and Commissions review agenda items
on a regular basis. It is imperative that Boards and
Commissions meet regularly and often in order to implement
citywide policies and goals. The City Secretary serves over 25
different boards and commissions, as well as the City Council.
Over 190 citizens serve on these boards.
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FY2016 Annual Budget
DOWNTOWN & COMMUNITY SERVICES ADMINISTRATION
DOWNTOWN & COMMUNITY
SERVICES ADMINISTRATION
5 FTES
1.34% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Secured funding and procured architect for downtown city facility
consolidation project.
Expanded the downtown TIRZ and Overlay District, as well as extended
the term of the TIRZ.
Finalized the 2nd GFOA Popular Annual Financial Report.
Completed the Hazard Mitigation Action Plan.
Executed a public-private partnership to expand the sidewalk at 600
Degrees.
Funded sidewalk and accessibility improvements for 8th Street, Tin Barn
Alley, and 9th Street.
Developed downtown parking plan and strategies to maximize existing
parking resources.
Created 150 additional parking spaces in Downtown through a
partnership with Williamson County to develop a surface lot at 8th and
Martin Luther King Streets.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Develop concept plan for 809 Martin Luther King Street (historic Light
and Waterworks Building).
Market Old Post Office and current CVB building for sale to increase
Downtown tax base and economic activity.
Plan economic development projects for Downtown.
Cultivate tax incentives for historic landmark properties.
Increase enforcement budget for downtown parking to alleviate parking
congestion.
Finalize Historic Resource Survey and Historic Preservation Plan.
Host Commission Assistance and Mentoring Program (CAMP) for historic
preservation.
Amend development code regarding Fee Waivers.
Revise comprehensive plan with updated housing element.
Maintain Home Repair program funding.
Maintain CDBG grant funding
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item
Historic Resource Survey
Phase II
$50,000
DEPARTMENT DESCRIPTION
The Downtown and Community
Services Administration
department manages financial
operations and personnel services
for departments within the
Downtown and Community
Services (DCS) division. The
Department provides oversight,
coaching, mentoring and support
for the Parks, Recreation, Facilities,
and Library departments, as well as
the Convention and Visitor’s
Bureau, the Main Street Program,
and the Public Communications
Office. DCS Administration also
manages the planning process for
CDBG grants, affordable housing,
and the Downtown and Old Town
Overlay Districts, including historic
preservation, and the Historic and
Architectural Review Commission.
74
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 383,691 436,864 436,829 445,977 - 445,977
Operations 153,686 174,434 150,434 133,625 - 133,625
Capital 10,000 - 25 - 50,000 50,000
Total Departmental Budget 547,377$ 611,298$ 587,288$ 579,602$ 50,000$ 629,602$
DEPARTMENTAL PERFORMANCE MEASURES
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Certificates of Design Compliance 56 60 50 50 0 50
2. City Infrastructure projects
completed downtown 6 5 5 3 0 3
3. CDBG Grants Received 2 1 1 1 0 1
4. CDBG Amounts Received $117,450 $167,000 $160,000 $87,120 $0 $87,120
5. CIP investment in downtown $2,630,000 $1,986,000 $1,487,000 $1,487,000 $13,000 $1,500,000
Performance Measures
1. Downtown TIRZ revenue $168,938 $179,014 $179,014 $179,014 $17,360 $196,374
2. Home Repair Projects Completed 0 8 7 7 3 10
Downtown Tax Increment Reinvestment Zone (TIRZ) revenue is a
direct reflection of changes in value in the downtown overlay
district TIRZ revenue is a measure of success as the City
continues to implement provisions of the Downtown Master
Plan.
AWARDS/ACCREDITATIONS
Recognition from the Government Finance Officers Association
for 2012-2013 Popular Annual Financial Report.
Received the Texas Downtown Association award for Best Public
Improvement for the Georgetown Art Center.
$1
1
7
,
9
4
7
$1
2
8
,
9
2
8
$1
6
8
,
9
3
8
$1
7
9
,
0
1
4
$1
9
6
,
3
7
4
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
$200,000
FY2012 FY2013 FY2014 FY2015*FY2016*
Downtown TIRZ Revenue
*Projected
75
FY2016 Annual Budget
ENVIRONMENTAL SERVICES
GEORGETOWN UTILITY SYSTEM ENVIRONMENTAL SERVICES
1 FTES
0.27% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Developed and implemented a program of regulatory compliance
projects for the City Transfer Station, Public Collection Station, and
decommissioned landfill.
Implemented recycling collection in all City facilities.
Enhanced the City's website to provide personalized curbside pickup
days for Solid Waste customers.
In partnership with the Parks Department, acquired and installed Big
Belly Solar trash compactors and recycling units around the square to
improve collection efficiency and aesthetics.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Maintain the City’s statutory compliance with local, state, and federal
environmental legislation and regulations.
Increase awareness of sanitation programs and events through
proactive communication with citizens.
Provide education and outreach to encourage recycling participation to
promote environmental stewardship.
Update, reorganize, and communicate the Community Recycling
Program to supplement curbside and drop off service.
Partner with the CVB to provide composting at the Poppy Festival and
other large City-sponsored events.
Increase the solid waste and recycling services for City events.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
Environmental Services provides
curbside collection and disposal
services for solid waste, recycling
and yard waste. These services are
provided through an outsourced
services contract with a third party
provider. Environmental Services
administers the contract and
oversees daily activities. The
Department administers several
other programs including disposal
programs for household hazardous
waste, solid waste, and recycling
collection. Additionally, the
Department provides free mulch to
residents as part of the yard waste
program. Environmental Services
also manages and administers
permits and environmental
compliance of the City owned
decommissioned landfill, the Public
Collection Station, and the transfer
station.
Notable Budget Item
Transfer Station and
Landfill Cap Maintenance
(General Capital Projects)
$208,370
76
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 39,254 73,758 73,758 69,199 11,420 80,619
Operations 5,059,345 5,387,785 5,387,785 5,538,586 - 5,538,586
Capital - 5,000 5,000 5,000 - 5,000
Total Departmental Budget 5,098,599$ 5,466,543$ 5,466,543$ 5,612,785$ 11,420$ 5,624,205$
DEPARTMENTAL PERFORMANCE MEASURES
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Avg # of homes served monthly 20,924 21,736 22,209 23,320 0 23,320
2. Total tons of residential solid waste
collected 56,080 58,255 55,526 54,569 0 54,569
3. Avg pounds of solid waste collected
per home weekly 103.1 100.0 96.0 90.0 0 90.0
4. Tons of waste diverted to recycling 15,161 17,800 16,482 18,032 0 18,032
Performance Measures
1. % of solid waste recycled 19%28%23%23%10%33%
2. % of residential customer
complaints compared to service
opportunities
0.004%0.002%0.008%0.008%0.000%0.008%
3. % of commercial complaints as
compared to service opportunities 0.01% 0.01% 0.03% 0.03% 0.00% 0.03%
Total Annual Tonnage of Municipal Solid Waste (MSW):
This metric reflects the amount of municipal solid
waste the City disposes of and allows the department
to track the program’s effectiveness.
Solid Waste Recycled: The goal for FY2016 is to recycle
33% of solid waste. This would represent a 73%
increase.
0%
5%
10%
15%
20%
25%
30%
35%
0
10,000
20,000
30,000
40,000
50,000
60,000
FY2012 FY2013 FY2014 FY2015*FY2016*
Solid Waste v. Recycled Waste
Total Tonnage of MSW % of solid waste recycled
* Projected
77
FY2016 Annual Budget
FIRE: EMERGENCY SERVICES
FIRE EMERGENCY SERVICES
81 FTES
21.76% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Maintained a safe, healthy, well-trained and high performing workforce.
Developed and implemented a fire-based EMS system that meets the
growing demands of our community.
Developed an effective fire prevention and life safety program.
Initiated “Task Book” Program for all ranked and higher-class positions.
Completed first "green" academy that transitioned paramedics into
cross-trained firefighters.
Expanded wildfire training and firefighting capabilities.
Improved Incident Command System (ICS) training and transitioned into
Blue Card certification.
Implemented a formal fire inspection and business advocacy program.
Broadened community outreach and education to include, Lunch
Buddies, CPR, Take 10, First-aid, Fire Extinguisher training, speakers
bureau, drowning awareness, and numerous public outreach
announcements.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Improve emergency management preparedness by hiring dedicated
staff to coordinate and improve the emergency operations center.
Provide firefighting forces and resources necessary to execute quick,
effective, skillful, and caring responses to emergency situations.
Offer high quality Advanced Life Support (ALS) engine companies.
Deploy an effective fire-based EMS system that includes early access to
ALS services, transport, and mobile integrated healthcare.
Improve department diversity to reflect the demographics and needs of
our community (recruitment, training, outreach, retention, etc.).
Expand our presence as a regional training center and seek creative
funding sources.
Continue to offer competitive pay and benefits to improve recruitment
and retention.
Create an effective firefighting force that is capable of responding to
calls within eight minutes, an average of ninety percent of the time
(correlated with TRV program/deployment).
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Items
HazMat Monitors &
Equipment
$7,500
DEPARTMENT DESCRIPTION
Emergency Services provides the
firefighting, medical response and
treatment, patient transport,
rescue, and hazmat services for the
City and Emergency Services District
(ESD) 8. Firefighters are trained in
the latest health and safety issues
and receive mandated training by
the Texas Commission on Fire
Protection and Texas Department of
Health, ensuring that the
requirements for the Insurance
Service Office rating system are
met.
78
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 7,476,980 7,909,125 7,440,753 7,693,973 - 7,693,973
Operations 853,996 1,023,899 1,028,399 1,346,076 7,500 1,353,576
Capital - - - - - -
Total Departmental Budget 8,330,976$ 8,933,024$ 8,469,152$ 9,040,049$ 7,500$ 9,047,549$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Total Calls 5,880 6,000 6,777 6,000 980 6,980
2. Total Units responses 8,016 8,500 9,089 8,500 861 9,361
3. Total number of EMS incidents 3,630 4,900 4,939 4,900 187 5,087
4. Hours of professional
development and continuing ed 31,196 35,000 47,534 35,000 13,960 48,960
5. Number of motor vehicle 508 550 600 600 18 618
6. Number of Company inspections n/a 0 0 0 0 0
Performance Measures
1. % of fire and EMS incidents with a
5 minute or under response time
*(combined inside & outside the City)
51% 47% 46% 46%0%46%
2. % of fire and EMS incidents with a
8 minute or under response time
(inside the City)
89% 89% 88% 88%0%88%
3. % of fire and EMS incidents with a
8 minute or under response time
(outside the City)
48% 48% 49% 48%1%49%
4. Overall average response time for
Fire and EMS incidents (inside the 5:16 5:26 5:35 5:35 0.00 5:35
Total calls are expected to increase in FY2016 due to
population growth. In 2015, U.S. Census data showed
Georgetown was the second fastest growing city in America for
cities of 50,000 residents. From July 1, 2013 to July 1, 2014, the
City of Georgetown grew in population by 4,168, or 7.6%.
Response times are one of the most important performance
measures for the Department because it directly impacts fire
propagation, mortality, and patient outcome. The five-minute
response time is derived from the National Fire Protection
Association (NFPA) 1710 standard and includes a travel time of
four minutes.
5,706 6,153 5,880 6,777 6,980
0
2,000
4,000
6,000
8,000
FY2012 FY2013 FY2014 FY2015*FY2016*
Total Calls
43
%
44
%
51
%
46
%
46
%
83
%
85
%
89
%
88
%
88
%
0%
50%
100%
FY2012 FY2013 FY2014 FY2015*FY2016*
Response Time %
% Under 5 Min.% Under 8 Mins.
79
FY2016 Annual Budget
FIRE: SUPPORT SERVICES
FIRE SUPPORT SERVICES
14 FTES
3.76% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Fostered a safe and trusting environment that delivers caring service to
the community through professional advancement and abilities.
Established a nationally recognized emergency service delivery system
that maximizes efficiencies without sacrificing community or firefighter
safety.
Implemented alternative revenue models and/or operational
efficiencies that resulted in reduced (or shared) costs.
Developed a Strategic Planning Document.
Improved diversity within the Georgetown Fire Department with
integrative strategies.
Executed transition strategy for Advanced Life Support (ALS) and
provider-based services in Georgetown.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Improve efficencies throughout all divisions.
Expand community disaster preparedness through dedicated staff and
equipment, proactive planning, education, and enforcement.
Review and revise the Strategic Planning Document.
Examine and reevaluate the recruitment process to ensure appropriate
preparation/assessment practices.
Analyze organizational policies to ensure best practices of the fire
service industry.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
Fire Support Services ensures that
quality service is provided to the
community by directing and
supporting the entire Fire
Department. Direction is provided
through an emphasis on open
communication and participation
from all levels in the decision
making process. This management
style ensures proper planning,
coordination and oversight of
activities, including contractual
service agreements and revenue
recovery program. One of the
primary responsibilities of a fire
organization’s administration and
support staff is to ensure that the
operational entities of the
organization have the ability and
means to accomplish their
responsibilities on an emergency
incident. Efficient and effective
administration and support are
critical to the success of a fire
agency.
Notable Budget Items
Emergency Management
Coordinator (1 FTE)
Emergency Ops Center
(Technology ISF)
$32,798
80
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 653,094 1,154,037 1,517,693 1,542,530 45,582 1,588,112
Operations 492,951 672,539 673,377 647,398 1,050 648,448
Capital - - - - - -
Total Departmental Budget 1,146,045$ 1,826,576$ 2,191,070$ 2,189,928$ 46,632$ 2,236,560$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Appraise Value - inside/outside
City $6,341,355,597 $6,341,355,597 $8,321,339,764 $8,321,339,764 $0 $8,321,339,764
2. Fire Loss - inside/outside City $1,681,425 $1,700,000 $1,399,920 $1,427,918 $0 $1,427,918
3. Annual service delivery cost $1,653 $1,622 $1,820 $1,820 $0 $1,820
4. Annual ESD Contract $1,375,000 $1,620,474 $1,620,000 $1,620,000 $0 $1,620,000
5. Total population served in the fire
district 73,888 78,191 81,376 81,376 0 81,376
6. Number of Business inspections 180 540 665 665 20 685
7. Number of Inspection hours 138.92 360 1,052 1,052 31 1,083
8. Public Education Outreach Hours N/A** N/A**227 227 22 249
Performance Measures
1. Fire Services cost per capita $112 $130 $152 $152 $0 $152
2. Firefighters per 1,000 population 1.2 1.1 0.8 0.8 0.0 0.8
3. ISO Rating*2 2 2 2 0 2
* ISO (Insurance Services Office) is a company that rates Fire Departments nationwide on their ability and resources to fight fires. The
rating is on a 1 to 10 scale, 1 being the best possible rating and 10 being the worst. The insurance industry uses these ratings to
determine homeowner's insurance rates.
** New measure in FY2016
Service Delivery costs = Total Budget - ESD Income / Total Calls
Fire Services cost = Total Budget - ESD Income / Population
The ISO Rating is a measure that rates Fire Departments nationwide on their ability and resources to fight fires. The
rating is on a 1 to 10 scale, 1 being the best possible rating and 10 being the worst. The insurance industry uses
these ratings to determine homeowner's insurance rates. The City of Georgetown’s ISO rating has been 2 since
2008.
67
,
6
0
6
73
,
5
8
7
73
,
8
8
8
78
,
1
9
1
81
,
3
7
6
0
20,000
40,000
60,000
80,000
100,000
FY2012 FY2013 FY2014 FY2015*FY2016*
Total Population Served
(City & ESD)
* Projected
25
180 180
665 685
0
100
200
300
400
500
600
700
800
FY2012 FY2013 FY2014 FY2015*FY2016*
Business Fire Inspections
* Projected
81
FY2016 Annual Budget
GOVERNMENTAL CONTRACTS
MANAGEMENT SERVICES GOVERNMENTAL CONTRACTS 0 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Awarded 18 Strategic Partnerships for Community Services Grant
Contracts.
Contracted with the Williamson County and Cities Health District to
ensure the health and safety of the citizens of the community.
Received funding for Community Development Block Grants (CDBG) in
the amount of $160,000 for the construction of a sidewalk from Austin
Avenue to College Street, along the south side of 2nd Street.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Ensure all citizens have access to services which enable them to live
safe, healthy, and productive lives.
Provide resources necessary for community agencies to operate in
Georgetown.
Utilize resources to take advantage of available grant funding sources to
offset the cost of the City’s expenditures for capital improvements and
other projects and ensure the long-term financial viability of
Georgetown.
Continue to ensure that the City’s Strategic Partners for Community
Services providers meet their results-oriented performance objectives
and prevention issues, and form service partnerships as appropriate.
Support the Williamson County and Cities Health District to ensure the
health and safety of the citizens of the community.
Fund Strategic Partners for Community Services Grants at levels
approved in the City Council’s Fiscal and Budgetary Policy.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
This Department includes funds for
the City's contracted Strategic
Partnerships for Community
Services grant commitments, and is
managed through the City
Manager’s Office. Funds for
maintenance of four community
buildings and utility subsidies for
local eligible 501(c)3 non-profit
organizations are also budgeted in
this department. This Department
also oversees the administrative
allocations for services received
from other City funds. In addition,
this Department manages the City's
Agreement to provide funding to
the Williamson Counties and Health
District (WCCHD)in accordance with
a Cooperative Agreement with
WCCHD.
82
FY2016 Annual Budget
$3
1
3
,
5
4
9
$2
9
6
,
0
4
9
$3
8
9
,
5
4
9
$4
0
0
,
0
4
9
$4
0
0
,
0
4
9
$6.33 $5.86
$7.46 $7.31 $7.14
$0.00
$2.00
$4.00
$6.00
$8.00
$0
$100,000
$200,000
$300,000
$400,000
$500,000
FY2012 FY2013 FY2014 FY2015*FY2016*
Grants Allocated
Grants Awarded Dollars Per Capita *Projected
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel(1)(30,415) (37,672) (56,228) (91,212) - (91,212)
Operations 3,248,115 3,662,760 3,706,881 3,552,397 - 3,552,397
Capital - - - - - -
Total Departmental Budget 3,217,700$ 3,625,088$ 3,650,653$ 3,461,185$ -$ 3,461,185$
(1) This line item is used to account for staff raises, bonuses, and projected vacancy savings in the General Fund and is allocated to
departments throughout the fiscal year.
DEPARTMENTAL PERFORMANCE MEASURES
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Contracts developed and
monitored 20 22 0 0 0 0
2. Amount spent on Social Services
Funding $307,500 $0 $0 $0 $0 $0
3. Amount spent on Yougth Program
Funding $82,049 $0 $0 $0 $0 $0
4. Amount spent on Strategic
Partnerships for Community Services
Funding
$0 $400,049 $400,000 $400,049 $0 $400,049
Performance Measures
1. % of contracts with prevention
objectives 7%7%0%0%0%0%
Grants Allocated:. The City’s Fiscal and
Budgetary Policy calls for funding
eligble local non-profits. The total
available for grants is to be $5 per
capita. Meausing the total grants
allocated and comparing the total
allocation to the funding per capita is a
tool to ensure compliance. It also
illustates the Council’s continued
commitment to support local
organizations.
83
FY2016 Annual Budget
INSPECTION SERVICES
GEORGETOWN UTILITY SYSTEM PERMITTING &INSPECTIONS
12 FTES
3.22% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Fully implemented the 2012 International Codes for new construction.
Created the American with Disabilities Act (ADA) Transition Plan and
provided leadership and oversight for the ADA Task Force and ADA
Advisory Board.
Continued to encourage energy conservation for building construction
through the use of approved materials and methods for all types of
structures in coordination with International Building Codes.
Initiated a permit and third party inspection program for the integration
of the Western District.
Reviewed a cost benefit analysis of the FEMA Community Rating System
(CRS) for the community and found the program to be unwarranted.
Maintained an acceptable level of service due to workload for
turnaround times for plan reviews, permitting, and inspections.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Ensure quality and safe housing through consistent administration of
building and fire code requirements.
Promote a cooperative effort with the building community to
encourage use of the most current building and fire codes.
Promote automated technology in the permitting and inspection.
Ensure that special flood hazard areas are not impacted by
development through the use of Floodplain Management.
Ensure that all Capital Improvement and utility infrastructure projects
are constructed to provide quality service to the public.
Provide a permit and inspection program to meet the landscape and
irrigation standards for water conservation.
Continue to work with Transportation Services to initiate the
implementation of the ADA Transition Plan.
Continue the integration of the Western District.
Reduce reliance on a third party inspection service in the Western
District by hiring additional inspectors.
Conduct department process and procedure review to determine where
services improvements can be made.
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item
Building & Utility Inspectors
(2 FTE’s)
DEPARTMENT DESCRIPTION
Inspection Services issues building
construction permits, and performs
infrastructure inspections. This
Department assists in the
coordination between the City and
the construction industry with plan
review, permitting, and on-site
inspections. Inspection Services
ensures that the construction phase
of the development process meets
the expectations of the community
for the overall public health, safety,
and welfare. The Department is
also responsible for floodplain
administration and ensuring the
plan meets regulations established
by the Federal Emergency
Management Agency (FEMA).
84
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 745,891 782,065 729,820 862,182 116,825 979,007
Operations 151,484 207,666 198,666 171,745 19,045 190,790
Capital - - - - - -
Total Departmental Budget 897,375$ 989,731$ 928,486$ 1,033,927$ 135,870$ 1,169,797$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. New residential/Multi-Family
permits issued 701 710 700 700 50 750
Valuation Total $$$172,712,472 $188,727,362 $161,873,489 $161,873,489 $28,837,460 $190,710,949
2. New commercial, industrial,
tenant finish out (TFO) and remodel
permits issued
92 67 66 60 10 70
Valuation Total $$$59,606,216 $75,247,513 $184,155,131 $98,500,005 $950,000 $99,450,005
3. Permitted non-residential sq ft 959,205 715,182 1,054,703 700,000 100,000 800,000
4. All other building permit types 3,993 5,228 4,864 4,864 200 5,064
Valuation Total $$$129,321,748 $105,410,220 $96,903,036 $96,903,036 $7,000 $96,910,036
5. Total # of inspections performed 29,818 31,560 30,671 30,671 200 30,871
Performance Measures
1. % of residential plans processed
within 10 days 99% 99% 96% 99%0%99%
2. % of commercial plans processed
within 30 days 95% 99% 95% 99%0%99%
3. % of inspections performed within
2 days 95% 95% 96% 97%0%97%
4. Avg # of inspections per day 115 120 122 122 5 127
5. Avg # of inspections per inspector
per working day 23 24 23 23 5 28
New Residential Home Starts: This metric is a good indicator to show the growth the City is experiencing, the
increase in property taxes, and the amount of economic development occurring within the city.
Inspections per Inspector per Day: This metric shows the number of inspection across all disciplines (electric,
plumbing, building, and mechanical) and indicates an extremely high work load as compared to national standards.
664
777
701 700
750
600
650
700
750
800
FY2012 FY2013 FY2014 FY2015*FY2016*
New Home Permits Issued
* Projected
24 24 23 23 28
0
5
10
15
20
25
30
FY2012 FY2013 FY2014 FY2015*FY2016*
Avg Inspections per Inspector
per Day * Projected
National Average: 18 per day
The national
standard used in
the chart on the
right is calculated
based on the
number of
inspection hours
required of the
Department as
published in the
Building
Department
Administration, 4th
Edition from the
International Code
Council in
September 2012.
85
FY2016 Annual Budget
LIBRARY
DOWNTOWN & COMMUNITY
SERVICES LIBRARY
22.5 FTES
6.04% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Assisted with the operation of the Georgetown Art Center.
Coordinated monthly meetings of Cultural District members.
Added to the works of public art in the downtown.
Improved weekend and evening family programming at the library.
Increased the number of downloadable eBooks and audio books
available to library cardholders.
Extended bookmobile service to senior citizens and children, including
summer reading program experiences for the children.
Continued Bike-Share program in cooperation with the Convention and
Visitors Bureau.
Maintained an aggressive publicity campaign that is designed to keep
the public constantly aware of the services, programs and activities
available at the library.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Provide open and equal access to information.
Create opportunities for life-long learning.
Offer cultural enrichment.
Encourage a love of reading.
Continue strong partnership with Georgetown Art Works to ensure
successful operation of the Georgetown Art Center.
Work with other City departments to incorporate an arts component
into downtown events.
Implement elements of the Arts and Culture Strategic Plan that dovetail
with cultural goals of the Downtown Master Plan.
Utilize the bookmobile as a way to publicize the library.
Collaborate with other departments to implement a civic center with
public outdoor space in the city properties adjacent to the library.
Increase availability of popular items by adding cataloging librarian to
reduce backlog of items.
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item
Cataloging Librarian (1 FTE)
DEPARTMENT DESCRIPTION
The Georgetown Library houses and
administers a collection of more
than 113,000 items, including
books, magazines, foreign language
resources, and reference materials.
The Library is part of the TexShare
program; under this program,
library cardholders may go in person
to borrow materials from other
participating libraries in Texas, and
for the cost of one-way postage,
they may use inter-library loan
service. The Department hosts
weekly story hours, summer reading
programs for children and teens,
reference services, public access to
the Internet and technical
assistance without cost to the
public.
86
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Library
Personnel 1,116,282 1,246,243 1,270,883 1,304,286 35,864 1,340,150
Operations 557,818 693,538 667,538 680,404 - 680,404
Capital 140,139 140,966 140,966 145,966 - 145,966
Library Sub-Total 1,814,239 2,080,747 2,079,387 2,130,656 35,864 2,166,520
Arts and Culture
Personnel - - - - - -
Operations - 79,490 79,490 64,771 10,000 74,771
Capital - - - - - -
Arts & Culture Sub-Total - 79,490 79,490 64,771 10,000 74,771
Total Departmental Budget 1,814,239$ 2,160,237$ 2,158,877$ 2,195,427$ 45,864$ 2,241,291$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Circulation per year 559,200 553,000 550,000 550,000 10,000 560,000
2. New patron registrations per year 1,800 2,150 2,700 2,700 300 3,000
3. Books added per year 14,500 15,000 12,350 12,350 2,650 15,000
4. Children's program attendance per
year 11,000 11,500 11,500 11,500 0 11,500
5. Internet usage (persons per year) 78,000 80,000 63,000 63,000 2,000 65,000
6. Visitors per Year 361,444 365,000 365,000 365,000 5,000 370,000
Performance Measures
1. Books circulated per capita 11 11 10 10 0 10
2. Resident library cardholders per
capita 0.57 0.58 0.58 0.58 0.00 0.58
3. GISD cardholders per student
population 0.24 0.20 ,20 0.20 0.00 0.20
4. Presentations to community
groups 25 25 25 25 0 25
5. Special children's events 120 150 150 150 0 150
Library Usage and Circulation are metrics that are monitored
by the Library. It is anticipated that the annual circulation will
increase by 10,000 in FY2016.
AWARDS/ACCREDITATIONS
Certified Public Library by the State of Texas
52
5
,
0
0
0
55
0
,
6
8
3
55
9
,
2
0
0
55
3
,
0
0
0
56
0
,
0
0
0
-
100,000
200,000
300,000
400,000
500,000
600,000
FY2012 FY2013 FY2014 FY2015*FY2016*
Library Usage
Circulation per Year Visitors per Year
*Projected
87
FY2016 Annual Budget
MUNICIPAL COURT
FINANCE & ADMINISTRATION MUNICIPAL COURT
7 FTES
1.88% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Participated in annual statewide warrant round up along with more than
300 jurisdictions.
Warrant reconciliation with Police and Court.
Reviewed, compared, and implemented a revised fine schedule effective
January 1, 2015.
Measured clearance rate of outgoing cases as a percentage of the
number of incoming cases to ensure we are keeping up with our
incoming caseload.
Piloted and implement the court notification system to provide
enhanced customer service opportunities and increase court efficiency.
Implemented all Legislative changes related to Court.
Increased Court efficiency by amending docket announcement
structure.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Foster a “customer service” philosophy with court defendants, treating
all with professional courtesy and respect.
Increase Court efficiency through streamlined procedures and
automation.
Protect and preserve individual liberties of court defendants.
Implement court notification system to provide enhanced customer
service opportunities and increase court efficiency by sending
notifications to customers and jurors
Maintain service levels with space constraints.
Monitor timeline for docket processing and add additional dockets
when needed.
Implement additional efficiencies during court sessions by utilizing
system enhancements and providing additional training.
Participate in annual multi-jurisdictional warrant round up.
Continue to participate in the design process for the new Court/Civic
Center project.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
Municipal Court oversees the
judicial processing of Class C
misdemeanors in the City, as well as
cases related to traffic citations,
citizen complaints, misdemeanor
arrests, and animal violations. The
Court adheres to the Texas Code of
Criminal Procedure and the Code of
Judicial Conduct. The Court
prepares dockets, schedules trials,
and processes juries. Additionally,
the Court records and collects fine
payments and issues warrants for
Violation of Promise to Appear and
Failure to Appear. Court also
processes code and parking
violations as part of the citywide
code enforcement effort. The
Municipal Judge presides over trials
and other court proceedings. The
Judge also facilitates the Teen Court
Program in conjunction with the
Georgetown High School.
88
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 386,318 451,900 458,474 457,818 - 457,818
Operations 129,790 100,264 94,724 103,621 - 103,621
Capital - - - - -
Total Departmental Budget 516,108$ 552,164$ 553,198$ 561,439$ -$ 561,439$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. # of cases filed 7,663 8,006 5,493 5,500 0 5,500
2. # of courtesy letters 12,480 12,544 9,975 9,900 0 9,900
3. # of warrants issued 1,044 767 823 825 0 825
4. Municipal Court fine revenue:
Retained by City $644,405 $697,300 $581,597 $582,000 $0 $582,000
Remitted to State $354,453 $418,380 $276,719 $277,000 $0 $277,000
Performance Measures
1. Arraignment docket scheduling 30 day 30 days 45 days 30 days 0 30 days
2. Processing of ticket entry 1 day 1 day 1 day 1 day 0 1 day
3. Customer use of website 31,838 32,793 29,113 29,000 0 29,000
4. Warrants cleared as % of issued 33% 50% 49% 50%0%50%
5. Citations issued through auto
systems - % of total 99% 99%0%0%0%0%
6. Bailiff attendance for court 100% 100% 100% 100% 0% 100%
7. Collections per clerk - City portion $161,101 $174,325 $145,399 $146,000 $0 $146,000
8. Clearance Rate 100%0 103% 100%0 100%
The Citation Count is down in the current fiscal year and is expected to remain at the lower level in FY2016. This
reduction in count is tied to changes relating to Texas Two Step Auto Inspection program established in May of
2015.
89
FY2016 Annual Budget
PARKS
DOWNTOWN & COMMUNITY
SERVICES
PARKS
PARKS ADMINISTRATION
23.5 FTES
6.32% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Completed Rowan and Madrone Parks Developments.
Completed design for Garey Park, including a maintenance and
operations plan.
Completed San Gabriel Park Master Plan.
Completed Westside Park Master Plan.
Began construction of VFW Park renovations.
Completed playground safety audits.
Implemented playground inspection program.
Coordinated construction of Creekside Park.
Designed and completed renovations at Emerald Springs Park.
Coordinated San Gabriel Park improvement for realignment of FM 971.
Coordinated completion of parks accessibility self-assessments.
Completed park amenity standards for ease of operation, maintenance,
and replacement.
Installed solar compacting trash receptacles in key park areas to aid
litter abatement.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Explore funding opportunities for future park development.
Continue to maintain a high quality park system that is recognized at
both the state and national level.
Provide ongoing maintenance and operation of the City park system to
provide beautiful, safe parks & opportunities for citizen growth.
Ensure natural areas are preserved and maintained for the future.
Begin design and construction of San Gabriel Park Phase One
Improvements.
Install park rule signage at all parks.
Update Section 13.05 of the Unified Development Code (UDC) related to
parkland dedication.
Complete year one of site renovations identified in the adopted ADA
Transition Plan.
Complete construction plans and regulatory entitlements for Garey
Park.
Provide a greater level of service for athletic tournmant rentals.
Wrap up construction of VFW Park Renovation.
Identify possible future trail expansion routes.
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item(s)
Ball Field Maintenance Techs
(2 PTEs)
DEPARTMENT DESCRIPTION
The Parks Department improves the
quality of life for Georgetown
citizens by maintaining 35 parks on
481 acres, 9.2 miles of Hike/Bike
Trail, and three cemeteries. The
Department also oversees an
athletic complex, the Bark Park, five
outdoor swimming pools, two
downtown pocket parks, and the
tennis center. The Department
maintains and schedules the use of
the Community Center and special
park areas. The Parks Department
also helps with special events, such
as Cupid’s Chase 5K Run/Walk,
Haunted Hayride at Halloween, 4th
of July Celebration, Fishing Derby,
Christmas Stroll, Red Poppy Festival,
Arbor Day and Project Graduation.
In addition, the Parks Department
coordinates Eagle Scout and other
service projects as needed.
90
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Parks
Personnel 1,059,917 1,129,714 1,118,283 1,286,034 15,899 1,301,933
Operations 912,126 1,122,286 1,122,286 981,705 3,375 985,080
Capital 169,535 - - - - -
Parks Sub-Total 2,141,578 2,252,000 2,240,569 2,267,739 19,274 2,287,013
Parks Administration
Personnel 216,811 228,308 228,926 229,460 - 229,460
Operations 158,950 172,641 172,641 157,897 - 157,897
Capital - - - - - -
Parks Administration Sub-Total 375,761 400,949 401,567 387,357 - 387,357
Total Departmental Budget 2,517,339$ 2,652,949$ 2,642,136$ 2,655,096$ 19,274$ 2,674,370$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Park area bookings 447 500 450 450 0 450
2. Acres maintained per maint worker 34 36 32 32 0 32
3. Cemetery lots sold 37 45 45 45 0 45
4. Miles of trails maintained 9.2 9.2 9.2 9.2 0.0 9.2
Performance Measures
1. Developed parkland acres 477 480 481 481 0 481
2. Developed acres per 1,000
residents 9.5 8.8 8.9 8.9 0.0 8.9
3. Tree plantings 10*100 2*2 78 80
4. Coordinate community service and
restitution worker hours 2,100 2,000 2,000 2,000 2,000
* Lower due to CIP project timing
Developed Acres per 1,000 Residents is an important measure
to ensure the City has enough parkland for its citizens. The
National Recreation and Parks Association (NRPA) tracks this
nationally with the median of 9.9 acres per 1,000 residents.
Georgetown is slightly below at 9 acres, so it is important to
continue to acquire and develop parkland as the community
grows to ensure recreation and leisure opportunities for all.
AWARDS/ACCREDITATIONS
Texas Recreation and Parks Society State Equipment Rodeo -
Jesus Gamez placed third in the Mower Obstacle Course.
National Recreation and Park Association Gold Medal Award - The Gold Medal Award honors communities
throughout the United States that demonstrate excellence in long-range planning, resource management, and
agency recognition. Each agency is judged on its ability to address the needs of those it serves through the
collective energies of citizens, staff, and elected officials.
9.6 9.5 9.5 8.9 8.9
0
2
4
6
8
10
12
FY2012 FY2013 FY2014 FY2015*FY2016*
Developed Acres per 1,000
Residents
Benchmark: 9.9 Acres
* Projected
91
FY2016 Annual Budget
RECREATION
DOWNTOWN & COMMUNITY
SERVICES
RECREATION
RECREATION PROGRAMS
TENNIS CENTER
41.5 FTES
38.42% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Concluded ADA renovations at River Ridge Pool.
Began Sunday operations of the Recreation Center in April.
Implemented a standard of care ordinance for youth programs.
Completed master plan and redesign of Williams Drive Pool.
Finalized the design and installation of a splash pad at San Jose Park.
Increased athletic participation by adding youth and adult leagues at the
Recreation Center.
Finished the challenge course and gate improvements at Booty's Road
Park.
Installed new cardio equipment and stationary bicycles at the
Recreation Center.
Increased promotion and marketing of recreation programs with street
banners.
Conducted a satisfaction survey related to recreation programming and
facilities.
Updated Recreation Center and Tennis Center membership rates to
align with Sunday operations.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Ensure access to recreation facilities and programs for all Georgetown
residents regardless of race, gender, age, income, or physical ability.
Consistently meet or exceed the expectations of our customers through
proactive communications and the continuous improvement of our
services.
Initiate, cultivate, and maintain effective partnerships with other
departments, agencies, organizations, and citizens to provide quality
service to the City.
Promote participation in the Youth Advisory Board to increase teen
programming.
Work with Information Technology to implement a new parks and
recreation point of sale software solution in anticipation of retirement
of our current software provider.
Continue to work with Convention and Visitor’s Bureau (CVB) to
promote and attract fast pitch softball tournaments to Georgetown.
Establish a formal agreement with the Georgetown Youth Girls Softball
Association for the use of VFW Park.
Renovate Williams Drive Pool and Bathhouse.
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item
Point of Sale Software
(Technology ISF)
$150,000
DEPARTMENT DESCRIPTION
The Recreation Department
provides a wide variety of leisure
and educational opportunities.
Department staff manages the
Recreation Center, Teen/Senior
Center, Tennis Center, a natatorium,
and five outdoor swimming pools.
The Department oversees and staffs
the challenge course and summer
camps, including adaptive camp,
spring break camp, and teen
adventure camp. Staff also
manages a host of tournaments and
leagues from youth soccer to adult
kickball, senior fitness to travel, and
everything in between. The
Department schedules many
different types of activities that
include aerobics, country dancing,
martial arts, and alternative
activities both for youth and adults.
92
FY2016 Annual Budget
59%55%54%50%55%
0%
20%
40%
60%
80%
100%
FY2012 FY2013 FY2014 FY2015*FY2016*
Expenses Recovered
through Fees
Target 55% Recovery
*Projected
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Recreation
Personnel 1,088,288 1,219,203 1,219,203 1,304,555 - 1,304,555
Operations 850,795 1,064,164 996,664 1,187,494 - 1,187,494
Capital - - - - - -
Recreation Sub-Total 1,939,083 2,283,367 2,215,867 2,492,049 - 2,492,049
Recreation Programs / Tennis Center
Personnel 863,124 940,478 940,838 974,356 - 974,356
Operations 822,676 849,465 831,265 802,061 9,850 811,911
Capital - - - - - -
Rec Pgms/Tennis Sub-Total 1,685,800 1,789,943 1,772,103 1,776,417 9,850 1,786,267
Total Departmental Budget 3,624,883$ 4,073,310$ 3,987,970$ 4,268,466$ 9,850$ 4,278,316$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Challenge Course Participants 1,768 2,000 1,700 1,700 300 2,000
2. Recreation Center Memberships 9,901 12,000 10,000 10,000 0 10,000
3. Youth Athletic Registrations 1,783 1,800 1,750 1,750 0 1,750
4. Front Desk Transactions 15,756 17,000 16,500 16,500 500 17,000
Performance Measures
1. Challenge Course Program Rating 94% 94% 93% 93%0%93%
2. Expenses recovered through fees 54% 55% 50% 50%5%55%
3. Program registration activity 17,366 18,000 17,500 17,500 500 18,000
4. Online registration transactions 8%10% 10% 10%0%10%
Expenses covered through fees is the most important measure
of the Department. In the Fiscal and Budgetary Policy, the
overall operational cost recovery is targeted at 55%. This
measure insures the City makes every effort to maintain
equity in its revenue and recognizes the benefit that City tax
payers contribute to City programs and services.
AWARDS/ACCREDITATIONS
Young Professional Award - Texas Recreation and Parks Society
(TRAPS) Central Region
Best of Aquatics Award 2014 for Lifeguard Training - Aquatics
International
2014 Presidents Award – Texas Public Pool Council (TPCC)
State of Texas Lifeguard Competition - Three teams qualified
with first, second and eleventh place finishes.
Texas Superguard Competition - First and second place
finishes.
Central Texas Lifeguard Competition - First and second place
finishes.
93
FY2016 Annual Budget
PLANNING
MANAGEMENT SERVICES PLANNING
9 FTES
2.42% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Processed petitions for 2,111 acres to annex into the City Limits.
Adopted revised UDC amendment process and committee structure.
Assisted in adoption of Water Quality ordinance related to the
Georgetown Salamander.
Facilitated negotiations for entitlements of several large properties:
Wolf Ranch/Hillwood, 755 acres; Somerset Hills/Northern Lands, 1,100
acres; Queens Tract, 400 acres; and Woodhull, 300 acres.
Provided support for the update of the Downtown Master Plan.
Supported the adoption of UDC amendments relating to the Historic
Overlay District, the Historic Resource Survey, and the Historic and
Architectural Review Commission review process.
Completed Department Study and Business Plan resulting in 94
recommendations presented for consideration.
Published Georgetown Development Guide to explain procedures.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Facilitate new development and redevelopment through customer
service, accountability and transparency.
Promote a sustainable pattern of future growth and solidify the vision
for build-out of the community.
Promote strategies to enhance quality of life and economic
development.
Continue to promote Georgetown as a signature destination through
the land development process.
Develop stragey to update the 2030 Comprehensive Plan.
Ratify strategy for growth in the extraterritorial jurisdiction (ETJ) through
a program of annexation, ETJ line agreements, updated 1445 Interlocal
Agreement with Williamson County, and updated MUD policies.
Continue work on the annual review and update of the Unified
Development Code.
Conduct study of MyPermitNow to execute business needs.
Improve customer service by moving to a more accessible location in
the downtown area.
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item
Strategic Business Planning
$10,000
Move to New Location
(Facilities ISF)
$127,000
DEPARTMENT DESCRIPTION
The Planning Department
coordinates the development
review process in accordance with
City Council policies adopted
through the 2030 Comprehensive
Plan and the Unified Development
Code (UDC). The Department
reviews and develops
recommendations on annexations
and development applications.
Additionally, Planning prepares
reports, presents to the City
Council, and is the primary support
for the Planning and Zoning
Commission (P&Z), UDC Advisory
Committee and Board of
Adjustment. The Department also
provides significant program
support and staff resources for the
Historic and Architectural Review
Committee and the City’s Housing
Program.
94
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 674,442 730,124 697,974 790,836 - 790,836
Operations 133,441 127,751 127,751 138,044 10,000 148,044
Capital - - - - - -
Total Departmental Budget 807,883$ 857,875$ 825,725$ 928,880$ 10,000$ 938,880$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Total development applications 340 340 360 380 0 380
2. Preliminary plat applications 22 22 28 30 0 30
3. Final plat applications 60 55 58 60 0 60
4. Site plans 34 28 20 20 0 20
5. Rezoning and SUP applications 30 28 25 25 0 25
6. Certificate of Design Compliance 58 55 55 50 0 50
7. # of new lots platted & recorded
Residential 750 700 785 800 0 800
Commercial 18 15 15 15 0 15
8. Average # of walk-in customers per
day 8 9 8 8 0 8
Total number of Development Applications submitted to the
Planning Department is the department’s primary workload.
The measure includes the intake, review, assessment, and
coordination of approval with other departments and
agencies. While the number of development applications is
not a performance standard within staff control, as this
measure varies from year to year, it is a indicator of the
workload the Planning Department is carrying from year to
year.
AWARDS/ACCREDITATIONS
2015 Certified Gold Level Scenic City
290 312 340 340 380
8 8
9 9 9
7.5
8
8.5
9
9.5
0
100
200
300
400
FY2012 FY2013 FY2014 FY2015*FY2016*
Development Applications
Total Development Apps Employees
*Projected
95
FY2016 Annual Budget
POLICE ADMINISTRATION
POLICE POLICE ADMINISTRATION
4 FTES
1.07% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
For the 3rd year in a row, Georgetown was listed in the Safewise Top
Fifty Texas Cities Report.
Provided oversight in the ongoing construction of the new Public Safety
Operations and Training Complex.
Relocated all of police operation to 3500 D B Wood Rd.
Hosted grand opening of new Public Safety Operations and Training
Center.
Hosted over 34,000 training contact hours.
Initiated a Deployment Team.
Conducted Patrol Manpower Allocation Study.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
To be the standard in law enforcement through leadership, innovation,
and a commitment to excellence.
Enhance Public Safety.
Maintain competitive pay and benefits.
Ensure premiere organizational development and training.
Maintain contemporary technology and equipment that supports
operational demands.
Advance external teamwork and partnerships.
Ensure employees are well-trained and exceed Texas Commission on
Law Enforcement (TCOLE) standards.
Employ quality staff through employee recruitment and selection by
promoting diversity and competency.
Strengthen the department’s crime analysis capability.
Evaluate grant and other funding opportunities.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
Police Administration provides the
direction necessary to fulfill the
mission of the organization. The
Department is responsible for
budget and grant management,
personnel recruitment, and internal
affairs investigations. Additionally,
the Department handles training,
staff support, emergency
management coordination, and
policy development. Collaboration
with other City divisions, law
enforcement agencies, and
responses to citizen and media
requests for information are
managed by Police Administration.
Notable Budget Items
Additional OSSI Licenses
(PSTOC Fund Balance)
$44,000
QED Data Conversion
(Technology ISF Fund Balance)
$60,000
96
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 445,824 475,960 474,052 475,765 - 475,765
Operations 1,458,609 1,979,087 1,973,351 2,329,454 1,050 2,330,504
Capital 145 - - - - -
Total Departmental Budget 1,904,578$ 2,455,047$ 2,447,403$ 2,805,219$ 1,050$ 2,806,269$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Population 52,914 54,689 54,689 57,423 0 57,423
2. Total service numbers generated 68,669 70,043 77,230 94,450 0 94,450
3. Total # of employees 116.5 119.5 121.0 121.0 0.0 121.0
4. Total authorized strength of sworn
officers 76 79 79 79 0 79
Performance Measures
1. Group A offenses per 1,000
population 24 24 24 20 0 20
2. # of sustained internal affairs
complaints generated by the public 2 2 2 2 0 2
3. Employee turnover rate 4.0% 4.0% 5.0% 4.0% 0.0% 4.0%
4. # of officers per 1,000 population 1.4 1.5 1.5 1.4 0.0 1.4
5. Employees meeting state
mandated training requirements 100% 100% 100% 100% 0% 100%
National Incident-Based Reporting System (NIBRS) Group A
crimes are felony level offenses. The Police Department uses
this measure to help assess crime within the City and
formulate the appropriate coordinated countermeasure.
AWARDS/ACCREDITATIONS
For the third year in a row, the City of Georgetown was listed
(#27 - 2015) in the Safewise 50 Safest cities in Texas report. The
award is determined using FBI Crime Report statistics relating to
violent and property crimes.
24
23
24
20 20
18
19
20
21
22
23
24
25
FY2012 FY2013 FY2014 FY2015*FY2016*
Group A Offenses
Group A Offenses per 1,000 Population
* Projected
97
FY2016 Annual Budget
POLICE: ANIMAL SERVICES
POLICE ANIMAL SERVICES
10.5 FTES
2.82% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Achieved overall “No Kill” status for dogs and cats every month of the
current fiscal year.
Expanded and improved volunteer program, with emphasis on more in-
depth training.
Led three free spay/neuter clinics for Georgetown residents for cats to
reduce overpopulation.
Implemented a new component in our dog temperament testing called
"Playing for Life" which helps to ensure safety in the community.
Conducted five low cost vaccination clinics for dogs and cats with free
microchips.
Microchipped 175 animals through clinic program.
Created “Unique Breed Club” to showcase our dogs and set ourselves
apart from other animal shelters.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Safeguard all Georgetown pets from being killed for being homeless.
Eliminate threat of human rabies contraction in Georgetown.
Promote the value of wildlife and peaceful coexistence except in
extreme circumstances.
Ensure that persons walking on public property in the city are free of
reasonable concern for being threatened by dogs running at large.
Develop a positive marketing campaign to further promote our success.
Redesign lobby and cat adoption area of animal shelter to make better
use of space.
Install new floors and paint to improve appearance and image.
Work with “Friends of the Georgetown Animal Shelter” to expand
fundraising efforts.
Continue public awareness campaign for zoonotic diseases.
Improve volunteer program through additional training of volunteers,
and adding different training levels.
Introduce new dog temperament test program, “Playing For Life”,
teaching this to all our staff and key volunteers.
Prepare a Master Plan to prepare for future facility needs.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
Animal Services protects the health
and safety of the citizens in
Georgetown from animal nuisances
and dangers, while promoting
animal welfare in our community. A
primary focus of the Department is
to protect the community from the
threat of rabies. This is
accomplished through a public
information program, as well as
enforcement of ordinances relating
to vaccination and “leash laws.”
Officers proactively enforce City
Code relating to animals and
respond to a variety of calls for
service.
Notable Budget Item
Animal Shelter Master Plan
$25,000
98
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 571,034 602,982 602,983 626,594 - 626,594
Operations 182,353 262,898 262,898 255,896 25,000 280,896
Capital - - - - - -
Total Departmental Budget 753,387$ 865,880$ 865,881$ 882,490$ 25,000$ 907,490$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. # of pets impounded 1,864 2,050 1,920 1,920 150 2,070
2. # of pets euthanized 225 250 85 85 10 95
3. # of pets adopted, reclaimed or
transferred 1,267 1,395 1,381 1,381 105 1,486
4. # of loose dog complaints 955 1,055 927 927 50 977
5. # of dogs licensed 1,672 1,800 1,745 1,745 50 1,795
6. estimated # of dogs owned in
City*7,484 8,086 8,250 8,250 100 8,350
Performance Measures
1. % of impounded pets euthanized 12% 12%4%4%0%4%
2. % of impounded pets adopted,
reclaimed or transferred 68% 68% 72% 72%0%72%
3. % of dogs licensed 22% 22% 21% 21%0%21%
With the growth of the community, the number of Impounded
Pets has increased. It is projected the number of impounded
animals will exceed 2,000 in FY2016. In the last five years, the
number of impounded pets has increased by nearly 24%.
In every month of FY2015, the shelter has obtained the status
of a “No Kill” shelter. It is the goal of staff to continue this
trend moving into FY2016.
AWARDS/ACCREDITATIONS
Best of Georgetown-2nd Best Place to Volunteer: Our
department has 150 active volunteers that feel passionate
about our shelter and voted for our shelter. In turn our
volunteers feel valued and appreciated by our staff. Our staff
understands that we could never accomplish all that we do,
without our volunteers. A win-win situation for all and a BIG
WIN for our animals.
1,
6
7
1
1,
6
6
5
1,
8
6
4
1,
9
2
0
2,
0
7
0
0
500
1,000
1,500
2,000
2,500
FY2012 FY2013 FY2014 FY2015*FY2016*
Pets Impounded
* Projected
16.0%19.5%12.0%4.0%4.0%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
FY2012 FY2013 FY2014 FY2015*FY2016*
Euthanasia Rate
Staff Target
* Projected
99
FY2016 Annual Budget
POLICE: CODE ENFORCEMENT
POLICE CODE ENFORCEMENT
5 FTES
1.34% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Began integrating patrol officers in code enforcement by establishing a
training component in the new officers’ orientation training.
Transitioned to a relatively paperless case management process, with
only original records being kept in paper form.
Assessed current records in storage, eliminated duplication, and
reduced record storage space by 1/3.
Started the process of conducting an annual records retention purge of
closed cases. Destroyed hard copies of records, with some electronic
records still remaining to be purged (as time allows).
Commenced process of transitioning from current Incode case
management software to Records Management System (RMS) by
assessing compatibility of current processes and systems. Modified case
management process to begin increasing compatibility with RMS.
Replaced and trained two Code Enforcement Officers. Currently
working on obtaining required registration and certifications.
Hired new officer position, increasing number of field officers to four.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Promote a positive image to the community by bringing services to the
neighborhoods and soliciting community involvement.
Maintain a comprehensive public education program designed to
increase awareness, provide information, and change behavior in order
to manage nuisances and natural hazards in the community.
Ensure quality and safe land use through integrative code enforcement
activity within the adopted ordinances.
Complete transition to new software system and integration with police
systems.
Assess current geographic areas and realign as needed to more
efficiently balance workloads.
Develop cooperative relationships with Patrol Unit and the Citizens On
Patrol program to increase enforcement capacity.
Expand the use of volunteers to perform routine administrative
functions and allow for more effective use of field officers.
Grow a pilot program for email notification for rental property owners &
managers to implement new Rental Property Registration Program.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
Code Enforcement monitors existing
property for continued code
compliance with fire, building,
nuisance, and development codes,
and ordinances. Code
Enforcement's goal is to protect and
maintain the public health, safety
and welfare, and to protect and
maintain the quality of life within
the city.
100
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 230,551 273,996 273,996 316,352 - 316,352
Operations 75,221 81,594 81,594 95,179 - 95,179
Capital - - - - - -
Total Departmental Budget 305,772$ 355,590$ 355,590$ 411,531$ -$ 411,531$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Code Enforcement Education
presentations 3 5 5 5 5 10
2. # of Complaints filed 105 110 140 140 20 160
3. # of Warnings issued 263 220 280 280 40 320
4. # of Code Enforcement activities 16,213 15,000 16,050 18,000 0 18,000
5. Abatements performed 41 100 50 50 5 55
6. Certified letters sent 572 450 540 540 35 575
7. New violations 1,927 1,700 1,800 1,800 300 2,100
8. Closed cases 1,778 1,700 1,870 1,870 180 2,050
Performance Measures
1. Avg # of new Code Enforcement
cases per month 133 150 161 161 14 175
2. Avg # of closed Code Enforcement
cases per month 129 150 148 148 12 160
3. # of violations initiated by City
staff **1,100 1,200 1,200 270 1,470
4. # of violations initiated by citizen
complaint **600 600 600 30 630
** Number of violations initiated by City staff and citizen complaints will be tracked in future years utilizing new software upgrade.
The Annual Closure Ratio is determined by taking the number of closed cases divided by the number of new cases
opened in the fiscal year. This measure is good indicator of workload performance and efficiency.
95%
105%
97%
92%91%
80%
90%
100%
110%
FY2012 FY2013 FY2014 FY2015*FY2016*
Annual Closure Ratio
* Projected
1,721 1,682 1,778 1,870 2,050
0
500
1,000
1,500
2,000
2,500
FY2012 FY2013 FY2014 FY2015*FY2016*
Closed Cases
* Projected
101
FY2016 Annual Budget
POLICE OPERATIONS
POLICE POLICE OPERATIONS
102.5 FTES
27.54% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Developed and implemented a Citizens on Patrol (COPS) program.
Established a Deployment Unit to identify and investigate narcotic cases
and other identified community criminal concerns.
Reduced burglaries of habitations and buildings by 20% through the use
of crime heat indexing information, directed patrols, surveillance
operations and neighborhood patrols.
Updated all the National Incident-Based Reporting System (NIBRS)
errors on the DPS NIBR website after the DPS software update.
Conducted two Citizens Police Academy for more than 140 Georgetown
residents.
Coordinated and conducted our first LE Field Day since 2012 at our new
public safety facility for more than 350 high school students with
cooperation from more than 20 state and local law enforcement
agencies.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Strengthen relationships between the business community,
neighborhood associations and the department through a “Business
Contact Program”.
Cultivate Directed Patrol Program to address community concerns
related to traffic, crime, and fear of crime.
Establish Neighborhood Patrol Program to strengthen relationships and
build community trust.
Promote Crime and Traffic Analysis Programs to assist in resource
deployment through the Directed Patrol Program and Neighborhood
Patrol Program.
Develop and implement Public Information Officer SOP to standardize
the release of information and strengthen media relations.
Create a monthly management report to improve the sharing of
information and to strengthen individual and organizational
accountability.
Increase partnership with Georgetown Independent School District by
hiring an additional dedicated School Resource Officer.
PRIMARY COUNCIL
STRATEGIC GOALS
DEPARTMENT DESCRIPTION
Police Operations receives and
responds to routine and emergency
calls for service. Responsibilities
include community problem solving,
directed patrols, and investigations.
Police Operations consists of Patrol,
Criminal Investigations, the Traffic
Enforcement Unit, School Resource
Officers, Community Resource Unit,
and the Warrants Unit. In addition,
Police Operations manages the
technology needed to operate and
maintain all areas of Police Services,
dispatch for police and fire, crime
trend analysis, records
management, victim services,
animal services, Volunteers in
Police, and a chaplains program.
Notable Budget Items
School Resource Officer
(1 FTE)
Five Refurbished Radios
$5,500
Regional SWAT Initiative
$4,500
102
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 8,164,686 8,970,141 8,737,211 9,255,236 58,412 9,313,648
Operations 334,195 505,649 511,385 458,038 49,506 507,544
Capital 210 - - - - -
Total Departmental Budget 8,499,091$ 9,475,790$ 9,248,596$ 9,713,274$ 107,918$ 9,821,192$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. # of police service numbers
generated 68,669 70,043 77,230 77,230 17,220 94,450
2. # of non-traffic calls 51,421 51,935 61,500 61,500 13,115 74,615
3. # of accidents 2,076 1,750 2,158 2,158 92 2,250
4. # of traffic stops 16,543 1,859 15,730 15,730 4,105 19,835
5. # of Police & Fire Priority 1 calls 8,000 8,500 9,660 9,660 1,740 11,400
6. # of municipal warrants served 817 1,200 600 600 100 700
7. # of cases responded to by Victim
Services 367 425 441 441 24 465
Performance Measures
1. % of Priority 1 calls dispatched
under one minute 90% 90% 90% 90%0%90%
2. % of municipal warrants served by
the Warrant Unit 19% 15% 22% 15%5%20%
3. % of Victim Services cases handled
by volunteers 40% 40% 40% 40%0%40%
The Number of Traffic Stops reflects the proactive measures taken to gain voluntary compliance and ensuring the
safe movement of vehicles, bicycles, and pedestrians. Active traffic enforcement will hopefully result in a reduction
of traffic related incidents, accidents, and fatalities.
1,533
832 817 600 700
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
FY2012 FY2013 FY2014 FY2015*FY2016*
Municipal Warrants Served
* Projected
18
,
0
1
8
14
,
2
7
8
16
,
5
4
3
15
,
7
3
0
19
,
8
3
5
-
5,000
10,000
15,000
20,000
25,000
FY2012 FY2013 FY2014 FY2015*FY2016*
Traffic Stops
* Projected
103
FY2016 Annual Budget
PUBLIC COMMUNICATIONS
DOWNTOWN & COMMUNITY
SERVICES COMMUNICATIONS
3 FTES
.81% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Directed public information and advertising campaign for street
maintenance sales tax in Oct. 2014--voters reauthorized the tax by 82%.
Directed public information and advertising campaign for $105 million
Transportation Bond Election in May 2015--approved by 75%.
Worked with Steel Branding and city departments to implement new
City website design that launched in July.
Implemented online alarm permit registration form, commercial permit
application, and Table on Main online form, each resulting in revenue to
the City.
Continued conversion of WordPress documents into Laserfiche.
Publicized Georgetown’s move to 100% renewable energy, resulting in
many stories in U.S., international news media, and over 50 million
views.
Completed the FY2013-2014 GFOA Popular Annual Financial Report.
Hired Multi-Media Specialist to produce videos for GTV, YouTube, City
websites, and City Lights Theatres.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Inform Georgetown residents of City programs, initiatives, projects,
events, and ballot measures.
Respond to requests from the public and the media.
Promote the City’s programs, initiatives, and services to the public
through the media.
Encourage participation and engagement with City governance and
programs.
Work with other city staff to coordinate marketing and advertising for
events in Georgetown.
Expand marketing of City programs and events with the addition of a
Multi-Media Specialist
Create an annual report for the 2015/2016 fiscal year as an economic
development and general marketing publication.
Continue to market Georgetown’s move to 100% renewable energy in
order to attract businesses and conferences to locate here.
Coordinate a citizen satisfaction survey to identify priorities and assess
service delivery.
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item
Citizen Survey
$30,000
DEPARTMENT DESCRIPTION
The Public Communications
Department informs the public of
City activities. The Department
provides content and information
for City websites, social media sites,
YouTube sites, City Reporter
resident newsletter, GTV cable and
website broadcast, e-newsletters,
news releases, and other mailings
and advertisements. The
Department also works with the
Information Technology department
to support the City’s intranet site to
enhance communication to City
staff.
104
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 202,479 246,963 237,346 294,379 - 294,379
Operations 76,135 122,947 122,947 102,738 30,000 132,738
Capital 86,915 - - - - -
Total Departmental Budget 365,529$ 369,910$ 360,293$ 397,117$ 30,000$ 427,117$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. # of news releases 200 200 183 180 0 180
2. # of media contacts 200 200 310 200 0 200
3. # of GTV channel 10 slides 150 150 81 80 0 80
4. # of front page web slides 30 30 20 30 0 30
News releases show the City’s impact on the news media and
internal media. This metric will likely decrease in the future as
the City uses social media sites like Facebook for some news
items, videos, and photos rather than website.
AWARDS/ACCREDITATIONS
Recognition from the Government Finance Officers Association
for FY2013 Popular Annual Financial Report. Please go to
https://files.georgetown.org/files/2014/03/Georgetown_Annual
Report_13-14_web.pdf to see the FY2014 Annual Popular
Report – “Shaping Our Future”.
184 189 200 200 180
0
50
100
150
200
250
FY2012 FY2013 FY2014 FY2015*FY2016*
News Releases
* Projected
105
FY2016 Annual Budget
STREETS MAINTENANCE
TRANSPORTATION STREETS MAINTENANCE
18.75 FTES
5.04% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Worked with Georgetown Transportation Advisory Board (GTAB) to
implement road improvements approved in the 2008 Road Bond.
Rehabilitated: East 2nd St (Austin Ave to College St); 6th St (Austin Ave
to Main St); and 9th St (Rock St to Main St)
Design only for construction in 2016/17: 10th St and 11th St (Austin Ave
to Main St).
Chip Sealed 42.6 lane miles placed including: Williams Dr (Serenada Dr
to DB Wood Rd), Rockmoor Dr, Katy Crossing, Norwood, Riverwood,
River Bow, Friendswood, Ridgewood, Greenwood, Ridge Oak, Innwood,
Tallwood, Deep Wood, and Various streets in "Old Town".
Rejuvenated: Woodlake Subdivision, Heritage Oaks Subdivision, Berry
Creek Reserve, Country Club Dr, Northwest Blvd, Morrow St (Austin Ave
to San Gabriel Park), Old Town: (Main St., 2nd St., College St., and 9th
St), 15th St, South Maple St, University Park Subdivision, and
Georgetown Crossing Subdivision.
Cutler Process: Williams Dr (Lakeway Dr to Serenada Dr), River Bend Dr
(Williams Dr to Gabriel View Dr), Dunman Dr, Parker Dr, Mesquite Ln,
Power Rd, Bob White Ln, and Cottonwood Dr (Part 1), Power Cir, Parker
Cir, Judy Dr, Oak Ln, Cottonwood Dr (Part 2)
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Continue work with Federal, State and County entities, adjoining
municipalities, other departments and the public to update and
maintain a Comprehensive Transportation Plan.
Continue promoting public safety while driving by increasing the City’s
deicing efforts.
Protect the investment in the transportation system through preventive
maintenance and on-going rehabilitation of streets and sidewalks.
Continue implementation of maintenance programming identified by
the pavement management system to include:
o Rehabilitation/Reconstruction: 2nd St (Austin Ave to College St);
10th St (Austin Ave.. to Main St); 11th St (Main St to Rock St).
o Install Surface Treatments:
Hot In Place (HIP): ($414,000 budgeted)
Rejuvenate: ($350,000 budgeted)
Chip Seal: ($1,620,000 budgeted)
Work with Georgetown Transportation Advisory Board (GTAB) in
implementation of road improvement projects approved in the 2008
and 2015 Road Bond.
Continue developing Traffic Operations and Management Program.
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item
Bridge Deicing Program
(Accounted for in “Base”)
$20,400
DEPARTMENT DESCRIPTION
The Street Department manages,
maintains and repairs City streets
and rights-of-way. Responsibilities
include traffic control, off State
system signalization, emergency
response operations, special events,
and assistance in code enforcement.
The Department monitors roadways
for needed signs, pavement repairs,
and sight obstructions daily. The
Street Department participates with
the Safety Committee to provide
safety-training workshops.
Additionally, the Department also
oversees the management of
revenues collected through the
City’s ¼ cent sales tax for street
maintenance program.
106
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 932,536 1,174,649 1,147,428 1,250,980 - 1,250,980
Operations 1,270,826 1,221,537 1,261,537 1,295,743 - 1,295,743
Capital 1,409,077 1,623,730 1,313,730 1,000,000 - 1,000,000
Total Departmental Budget 3,612,439$ 4,019,916$ 3,722,695$ 3,546,723$ -$ 3,546,723$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Lane miles of chip seals or
overlays *115 *115 *54 67 0 67
2. Square feet of roadway patching 35,000 35,000 ***239,339 35,000 15,000 50,000
3. Traffic sign / signal work orders 875 900 1,025 1,000 100 1,100
4. Lane miles of streets maintained 630 638 638 638 40 678
5. Linear feet of sidewalk installed 9,318 7,000 7,000 5,000 0 5,000
Performance Measures
1. % of streets seal coated 17% 17%*9% 10.0% 0.0% 10.0%
2. % of streets overlayed 1.03%4%2.0% 2.0% 0.0% 2.0%
3. PCI** adopted for GASB 34
Target: 85 87 85 87 85 0 85
* Increased amount in 14/15 due to 86 miles of fog seal in program. Fog seal measure discontinued in 2015 lowering measure/%.
** PCI = Pavement Condition Index - City's minimum PCI=85
*** additional amounts because of failures on Berry Springs, Westinghouse Rd
Lane Miles of Chip Seals or Overlays: The number
of hours of coordination with TxDOT, Williamson
County, adjacent Cities, and utility providers is
immeasurable for each project. The dedication of
our staff and consultants is critical to completing
a project. We measure our success against the
Williamson County Bond program, which
documents project delivery in a method similar to
what we use in GTAB/GTEC Reporting.
490 630 630 638 678
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
0
200
400
600
800
FY2012 FY2013 FY2014 FY2015*FY2016*
Lane Miles Maintained
Budget Lane Miles Maintained *Projected
107
FY2016 Annual Budget
TRANSPORTATION ADMINISTRATION
TRANSPORTATION ADMINISTRATION
3 FTES
.81% OF FTE’S WITHIN
THIS FUND
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2015
Developed TxDOT projects serving Georgetown, including FM 1460, FM
971, and Lakeway Bridge reconstruction.
Coordinated with CARTS, Capital Metro and TxDOT to provide transition
from Rural to Urban transit services.
Continued system-wide integration of the on-line Traffic Signal Control
Program through the City’s fiber optic network.
Constructed N. Austin Avenue Sidewalk.
Completed the Overall Transportation Plan Update and Sidewalk Master
Plan.
Developed and submitted the TCEQ documents for Municipal Separate
Storm Sewer Systems (MS4) Permit.
Coordinated two successful referendums: the renewal of the street
maintenance sales tax (Fall 2014) and a $105 million Road Bond (Spring
2015).
Worked to improve maintenance and operations at the Georgetown
Municipal Airport.
Initiated programming of 10-Year CIP for 2015 Transportation Bond
Program in coordination with TxDOT, Williamson County, GTAB and City
Council.
MAJOR DEPARTMENT GOALS & STRATEGIES FOR FY2016
Provide efficient and effective Transportation systems that serve the
community and reflect its values.
Explore design and financing options for Austin Avenue Bridges.
Coordinate and report Year 1 implementation of the Storm Water
Management Plan and related TCEQ permit programs.
Continue to connect intersection controllers into the system-wide traffic
Signal Control and needed upgrades.
Complete the Willaims Drive Cooridor Bicycle Plan Analysis and develop
funding strategies.
Design and begin construction on Year 1 of implementation of the 2015
Road Bond Program.
Organize regional transportation providers to plan commute solutions
and congestion improvement programs.
Coordinate with TxDOT, CARTS and Capital Metro to continue planning
transit options under Federal 5307 Urban Transit Funding.
Complete Williams Drive Corridor Study to increase vehicle, pedestrian,
and bicycle mobility.
PRIMARY COUNCIL
STRATEGIC GOALS
Notable Budget Item
Williams Drive Corridor Study
$50,000
DEPARTMENT DESCRIPTION
The Transportation Administration
Department oversees maintenance
of existing streets, sidewalks,
stormwater maintenance and
Airport operations. This Department
interacts with Federal, State, and
County agencies to meet the
current and future transit, mobility
and transportation needs of the
community. Additionally, the
Transportation Administration
Department works with other
utilities to ensure a collective effort
for all utility maintenance prior to
beginning roadway maintenance or
new construction.
108
FY2016 Annual Budget
DEPARTMENTAL BUDGET
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Personnel 316,697 357,529 357,529 362,658 - 362,658
Operations 206,213 434,405 402,205 228,501 50,000 278,501
Capital 149,718 - - - - -
Total Departmental Budget 672,628$ 791,934$ 759,734$ 591,159$ 50,000$ 641,159$
DEPARTMENTAL PERFORMANCE MEASURES
Measures
FY2014
Actual
FY2015
Budget
FY2015
Proj Actual
FY2016
Base
FY2016
Changes
FY2016
Budget
Workload Measures
1. Number of Traffic Signals 18 20 18 18 2 20
2. Number of lane-miles 630 638 638 638 40 678
3. Number of Transportation,
Stormwater, Airport CIP and Bond
Projects
12 12 13 12 6 18
Lane Miles of Streets and Traffic Signals Maintained: This
number determines how many miles need to be treated
annually to maintain the roadways.
14
18 18 18 20
490
630 630 638 678
0
5
10
15
20
25
0
100
200
300
400
500
600
700
800
FY2012 FY2013 FY2014 FY2015*FY2016*
Lane Miles and Traffic Signals
# of Lane-Miles # of Traffic Signals
*Projected
109
FY2016 Annual Budget
FIVE-YEAR FUND PROJECTIONS
The Five Year Forecast in derived from statistical models relating to property tax and assessed value, sales tax, debt
service, and overall growth.
Revenue projections are conservative in their forecast.
Expenses are projected using a combination of trend analysis and tentatively planned expansion of services.
GENERAL FUND
FY2016
Budget
FY2017
Proj. Budget
FY2018
Proj. Budget
FY2019
Proj. Budget
FY2020
Proj. Budget
Beginning Fund Balance 9,264,307 8,094,187 8,332,852 8,730,260 9,305,533
Revenues
Property Taxes 11,716,698 13,150,000 13,500,000 13,850,000 14,200,000
Sales Tax 11,587,812 11,951,047 12,429,089 12,926,252 13,443,303
Sanitation Revenue 6,554,000 6,620,000 6,686,000 6,752,000 6,818,000
Interest 25,000 25,000 25,000 25,000 25,000
Admin. Charges 1,922,100 2,000,000 2,077,900 2,155,800 2,233,700
All Other Revenue 12,708,450 12,712,816 12,717,182 12,721,548 12,725,914
Transfers In - ROI & Other 8,048,263 8,340,176 8,632,089 8,924,002 9,215,915
Total Revenues 52,562,323 54,799,039 56,067,260 57,354,602 58,661,832
Expenses
Downtown & Comm Svcs 10,250,696 10,455,710 10,473,647 10,491,583 10,509,520
Finance 561,439 565,196 568,953 572,710 576,467
Fire Department 11,284,109 11,460,133 11,636,157 11,812,181 11,988,205
GUS 6,794,002 6,903,927 7,013,852 7,123,777 7,233,702
Mgmt. Services 2,801,632 2,981,424 3,161,216 3,341,008 3,520,800
Police Department 13,946,482 14,074,740 14,202,998 14,331,256 14,459,514
Transportation 4,187,882 4,631,825 5,075,768 5,519,711 5,963,654
Admin. Expense 2,962,577 2,987,419 3,012,261 3,037,103 3,061,945
Transfers Out 943,624 500,000 525,000 550,000 575,000
Total Expenses 53,732,443 54,560,374 55,669,852 56,779,329 57,888,807
Ending Fund Balance 8,094,187 8,332,852 8,730,260 9,305,533 10,078,558
Reservations
Contingency 7,925,000 8,100,000 8,500,000 9,000,000 9,500,000
Available Fund Balance 169,187 232,852 230,260 305,533 578,558
110