HomeMy WebLinkAbout04 General Fund 2017
FY2017 Annual Budget
GENERAL FUND
City of Georgetown EMS Technicians
45
FY2017 Annual Budget
GENERAL FUND
General Fund Summary ..............................47
Administrative Services ...............................52
City Council .................................................54
City Secretary ..............................................56
Fire ..............................................................58
Governmental Contracts.............................60
Inspection Services .....................................62
Library .........................................................64
Municipal Court ..........................................66
Parks
Parks.........................................................68
Recreation ................................................70
Planning.......................................................72
Police
Administration &Operations ..................74
Animal Services ........................................76
Code Enforcement ...................................78
Public Communications ..............................80
Public Works Administration ......................82
Solid Waste &Recycling Services ...............84
Streets .........................................................86
General Fund Five Year Projections ...........88
NEW POSITIONS FY2017
Assistant Building Official ..............................1
Community Resources Coordinator .............1
Emergency Communication Officers ............2
Firefighters ....................................................3
Garey Park Marketing Coordinator ..............1
Information Specialist ...................................1
Medical Health &Fitness Coordinator ......0.5
Public Works Director ...................................1
School Resource Officer ................................1
Tennis Asst (0.5)/Rec Asst (0.5)....................1
TOTAL NEW POSITIONS FY2017 .....................12.5
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FY2017 Annual Budget
FY2017 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 city government including public safety,parks,streets,and city management.
FISCAL YEAR 2016
are projected to be $54,328,073,or 2.04%higher than the current budget.The increased revenue is
primarily the result of higher than expected sales tax revenue.Across the state of Texas,many communities have
seen a slowing or even decline of sales tax collections following the crash of the oil market in December 2014.The
greater Austin MSA and Georgetown in particular have been insulated from this decline.Year end projections have
the City collecting 6.64%more in sales tax revenue than budgeted in FY2016.
Sanitation revenue is projected to be 4.48%higher than budgeted,which mirrors the City’s overall growth trend.
The City’s Utility Return on Investment (ROI)revenue is expected to end the year 0.75%higher than budgeted.
Franchise fees are anticipated to finish the year at 3.29%below budget.The decrease is primarily the result of lower
than expected ROI revenue in the electric system.Parks and Recreation fees are expected to finish the current year
0.59%below budget.
are projected to be $54,539,932,0.51%less than the current budget.Lower expenditures are
primarily related to salary savings from open positions and savings in health benefits.
is projected to be $9,956,779 as of September 30,2016.This is greater than the contingency policy
requirement of $7,925,000.Fund balance over the contingency policy requirement is available to fund non recurring
expenditures in FY2017 per the Council’s direction.The projected available fund balance is $1,531,779 in FY2016.
FISCAL YEAR 2017
total $56,063,595,which represents
an increase of 3.19%over FY2016 Projections.The chart
to the right identifies General Fund revenues by source.
Property tax revenue is budgeted at $12,475,000.Due to
higher valuation and new development,property tax
revenue is budgeted to increase by 6.87%over the
previous year.
Sales tax revenue is budgeted at $12,818,683.Financial
modeling indicates a 3.73%growth rate in FY2017.
Increases in sales tax revenue are being driven by housing
starts and overall retail growth.
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.
Sanitation revenue totals $7,181,300,an increase of 5.19%over FY2016 projections.Utility ROI revenue is projected
to be $8,505,241.
3%
24%
22%23%
13%
15%
FY2017 Revenues
Administrative Charges
All Other Revenue
Property Tax
Sales Tax
Sanitation Revenue
Transfer InROI &
Other
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FY2017 Annual Budget
FY2017 Annual Budget
total $57,492,644 a measure of
5.41%over FY2016 projected.Expenditures include an
increase in police and fire compensation due to market
adjustments and the adoption of the meet and confer
agreements,as well as in salary market adjustments.
Employee merit raises are budgeted at 2%per the Fiscal
and Budgetary Policy Guidelines.There are no increases in
healthcare costs in FY2017.
include the following new
positions and one time expenditures.
o The City's 2030
Comprehensive Plan has been in place since
2008 and requires a 5 year update.This enhancement will include updating statistical data,provide a
future Land Use Plan,integrate other elements of the 2030 Plan better through use of publication,style
and common themes,prepare an evaluation and appraisal report,link City Council goals,strategies,and
actions to 2030 Plan Vision Statements,and create a City Gateway and Annexation plan.Projected cost:
$123,000.
o Overtime expenses are increased due to the continued administrative support for the
City’s boards and commissions.Projected cost:$9,000.
o Review and amendment of the Unified Development Code
requirements for transportation related development standards.Projected cost:$5,000.
o The Administrative and City Management areas have been reorganized to support the
ongoing needs of the growing population.Downtown &Community Services and City Manager’s Office
have been combined for a collaborative approach.
o The City recognizes the need for development and maintenance of current
infrastructure.In order to support the ongoing needs of the City,a Public Works Director has been
approved as part of the FY2017 budget.Projected cost:$100,000.
o A Marketing positon was approved to begin in the spring to begin sales and
bookings for the Garey Park facilities,which will open late 2017/early 2018.As customers begin to book
special events,maintenance funds are also included for park operations.Projected Cost:$73,035.
o This
program was originally funded with
$15,000 The success of the program
necessitated a $5,000 increase in funding
in order to expand the program for more
participants.The increase in program
funding will be offset by the increase in
Special Needs Camp revenue.The graph
shows the growth of camp participation
from FY2012 to FY2016 YTD.
o Two part time
positions were approved in the FY2017
Budget,one at the Recreation Center and one at the Tennis Center.These additions are to help resolve
issues of growth and ensure compliance with TMRS and IRS regulations related to part time employees.
17%
1%
22%
2%12%
25%
3%18%
FY2017 Expenses
D&C Services
Finance
Fire
GUS
Management
Police
Transfers Out
Public Works
48
FY2017 Annual Budget
FY2017 Annual Budget
o This is a Texas State Library Grant funded position that will work with
key nonprofit social service providers focused on assisting seniors,residents with disabilities or limited
mobility,low income families,and the homeless.Projected cost:$72,136.
o An increase of $20,000 for books and other materials has been approved.
Projected Cost:$20,000.
o The Georgetown Fire Department has experienced an increase in overtime in
FY2016 due to increased vacancies and required strength of force staffing levels.Analysis shows three
additional firefighter float positions will decrease overtime and promote a more balanced workload for
the staff.Projected Cost:$238,087.
o The purpose of this program is to allow existing firefighters to advance their pre
hospital medical skills and obtain certification as a paramedic.Projected Cost:$30,000.
o Approved equipment enhancements in Fire include $17,100 for Self Contained
Breathing Apparatus maintenance,$49,000 for Hydraulic Rescue Tool Set Replacement,and $25,000 for
Personal Protective Equipment cleaning and testing.
o This
position is needed to relieve the day to
day workload of the Chief Building
Official and to help focus on strategic
department initiatives such as
improving the development process
and establishing performance
measures.This position will also
encourage healthy succession planning.
The graph shows total growth of
inspections from October through May
of FY2015 and FY2016.Projected Cost:
$82,180.
o This program is a
two year project that will properly
preserve all remaining historic records through the Kofile System.Projected Cost:$55,000 in FY2017 and
$55,000 in year two FY2018.
o Building on knowledge of our core brand,the next phase of
brand development will involve creation of a tagline that embodies our identity and the development of
brand design guidelines to be used for a range of publications such as reports,presentations,forms,
brochures,and online documents.Projected Cost:$20,000.
o An information specialist is also included in this Department to help create web
and social media content,produce news releases,and assist in media relations.
o School safety will be enhanced by the addition of a new school resource
officer to Benold Middle School.Currently,there are two S.R.O.s between the three middle schools.An
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FY2017 Annual Budget
FY2017 Annual Budget
additional school resource officer
will allow all middle schools to have
a full time S.R.O.This position is half
funded by the City and half by
Georgetown ISD.Projected cost:
$79,902.
o
These positions will
allow Georgetown’s 911
Communications Center to respond
to the increase in call volume that
has been experienced in the last
several years.The graph indicates a
growth in call volume.The City has
not added new emergency dispatch
positions in over five years.
o This one time expenditure will help the Streets Department perform driveway,sidewalk,
and curb/gutter repairs.Projected Cost:$24,400.
o This one time expenditure will allow the paving foreman to ensure
successful quality operations through the purchase of a vehicle.This request also includes a
reclassification of this position to a higher pay grade.Projected Cost:$39,184.
o This request increases funds to address mowing and landscape maintenance
issues along major right of ways and gateways through the City.
o This Department includes a one time project for a fiscal impact/cost
to serve model for $120,000.This study will help provide financial information on land use decisions.
o Additionally,this Department includes funds for a consultant to assist in the selection of a new financial
and human resource information system.The project is budgeted at $150,000 and will be key in
developing the criteria for the new software.
o Lastly,this Department includes $35,000 for an in depth analysis to review tools and programs for
affordable housing.
COUNCIL DISCRETIONARY FUND
A transfer out of the General Fund into the Council Discretionary Fund totaling $750,000 has been approved for
FY2017.These funds can be used for one time in nature expenses per the direction of the City Council.
is projected to be $8,527,230 as of September 30,2017.This is greater than the 90day
contingency policy requirement of $8,000,000.In FY2016,the City Council established an economic uncertainty
reserve fund.Currently,that reserve totals $500,000.
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FY2017 Annual Budget
FY2017 Annual Budget
GENERAL FUND INCOME STATEMENT
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 10,416,645 9,599,307 10,168,638 9,956,779 9,956,779
Revenues
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Property Tax 10,719,097 11,636,698 11,673,060 12,475,000 12,475,000
Sales Tax 11,296,645 11,587,812 12,357,361 12,818,683 12,818,683
Sanitation Revenue 6,494,836 6,534,000 6,827,000 7,181,300 7,181,300
Transfer In ROI &Other 7,720,944 8,548,263 8,612,503 8,505,241 8,505,241
Franchise Fees 4,925,043 5,129,030 4,960,206 5,142,035 5,142,035
Development and Permit Fees 2,340,128 2,392,400 2,387,950 2,292,691 2,292,691
Parks and Rec Fees 2,108,976 2,112,000 2,099,553 2,171,740 19,006 2,190,746
All Other Revenue 3,258,282 3,200,020 3,308,340 3,428,426 143,252 3,571,678
Administrative Charges 1,696,854 2,102,100 2,102,100 1,886,221 1,886,221
Grand Total 50,560,806 53,242,323 54,328,073 55,901,337 162,258 56,063,595
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
0000Transfer 1,188,673 1,512,955 1,512,955 1,226,870 217,846 1,444,716
0107Planning 852,372 938,880 935,677 1,045,736 137,000 1,182,736
0201D&CS Admin 602,219 637,790 615,986
0202Parks Admin 400,067 392,812 393,028 484,592 484,592
0210Library 2,029,736 2,172,357 2,172,607 2,307,359 107,270 2,414,629
0211Parks 2,074,873 2,287,013 2,248,497 2,251,308 61,051 2,312,359
0212Recreation 2,140,920 2,492,049 2,456,004 2,420,287 2,420,287
0213Tennis Center 439,074 396,954 397,243 416,668 14,744 431,412
0214Rec Programs 1,346,042 1,390,554 1,391,378 1,406,399 33,750 1,440,149
0218Arts &Culture 78,474 74,771 73,171 74,385 74,385
0316 Municipal Court 689,759 561,439 548,215 564,620 564,620
0402Fire Support Services 2,167,133 2,236,560 2,177,198 2,418,984 2,418,984
0422Fire Emergency Services 8,414,994 9,048,486 9,430,234 9,686,908 359,187 10,046,095
0533Environmental Services 5,590,845 5,624,432 5,852,605 5,879,717 5,879,717
0536Inspections 938,182 1,169,797 1,050,110 1,108,159 59,180 1,167,339
0602Administrative Services 757,980 896,542 939,796 1,552,320 1,552,320
0634City Council 119,609 156,641 150,808 156,044 156,044
0635City Secretary 514,861 545,961 498,753 602,852 55,000 657,852
0638General Gov't Contracts 3,621,622 3,414,415 3,030,191 3,038,873 314,880 3,353,753
0655Public Communications 325,872 427,117 374,150 298,272 89,061 387,333
0702Police Admin 2,332,715 2,823,180 2,824,829 2,102,200 2,856 2,105,056
0742Police Operations 9,188,797 9,852,456 9,779,967 10,972,803 203,488 11,176,291
0744Animal Services 782,911 913,111 848,932 905,957 905,957
0745Code Enforcement 348,109 411,753 413,342 401,887 5,886 407,773
0802Public Works 735,573 649,026 641,171 559,434 142,314 701,748
0846Streets 3,371,423 3,789,723 3,783,085 3,766,242 40,256 3,806,498
Grand Total 51,052,834 54,816,774 54,539,932 55,648,876 1,843,769 57,492,644
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 9,924,617 8,024,856 9,956,779 10,209,241 (1,681,511)8,527,730
CAFR Adjustment 244,021
Contingency 7,695,000 7,925,000 7,925,000 8,000,000 8,000,000
Economic Stability Reserve 500,000 500,000 500,000
Available Fund Balance 2,473,638 99,856 1,531,779 1,709,241 (1,681,511)27,730
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FY2017 Annual Budget
ADMINISTRATIVE SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Provide quality services to citizens through effective management and
administration in support of the City Council’s Strategic Goals and to ensure
long term financial responsibility and future economic viability of the
community
Facilitate partnerships with other local,regional and state agencies,the
private sector,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
Continue work associated with employee survey to improve upon
Communications,Training &Development,and Peformance Management
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
Implement key studies to assist in Council in making decisiosn regarding
growth,such as a comprehensive plan update and a cost to serve fiscal
impact modelfor land use decisions
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND ADMINISTRATIVE SERVICES 10 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Worked with the City Council to establish clearly defined Strategic Goals
to guide city staff to establish strategies and tactics to accomplish the
Council’s vision
Updated the City's organizational structure as a response to the City’s
rapid growth to help ensure the delivery of quality services to citizens and
customers as it relates to development
Hired key personnel,including an Assistant City Manager,an Economic
Development Director,and a Finance Director
Partnered with Texas State University to conduct a citizen survey to
assess resident satisfaction on key services and quality of life issues that
will help guide future planning goals of the community
Continued working to develop multi year budgets and financial planning
as part of the annual budget process to implement the City Council’s
Strategic Goals
Completed city wide employee survey with an 85%resposne rate;
collected input on how the City can better serve its employees
Remphasized City core values with restructured and refocused values
events and trainings
DEPARTMENT DESCRIPTION
The Administrative Services
Department 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
Department coordinates activities to
effectively accomplish the City
Council goals and objectives.
Additionally,Administrative Services
acts as the City’s representative and
liaison to local groups,service
organizations and businesses in the
community,and other governmental
agencies.
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FY2017 Annual Budget
DEPARTMENTAL BUDGET
BUDGET NOTE
Personnel costs increased from FY2016 to FY2017 because of the reorganization of Downtown and Community
Services into Administrative Services.Administrative Services expanded by four employees as a result of this
reorganization.
DEPARTMENTAL PERFORMANCE MEASURES
In the spring of 2016 the City of Georgetown partnered
with the Center for Research,Public Policy and Training
(CRPPT)at Texas State University to conduct a citizen
survey focusing on residents’satisfaction of public services.
When asked to rate the overall quality of life in
Georgetown,the vast majority of respondents,97.6%
rated the overall quality of life in Georgetown as good or
excellent,while 2.4%rated overall quality of life as fair.
Resident satisfaction with overall quality of life is indicative
that the majority of residents perceive good or excellent
quality of life in Georgetown.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0602 Administrative Services
Personnel 603,723 732,930 771,415 1,321,786 1,321,786
O&M 154,257 163,612 168,381 230,534 230,534
Capital
Total Departmental Budget 757,980 896,542 939,796 1,552,320 1,552,320
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FY2017 Annual Budget
CITY COUNCIL
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Grow Georgetown into a diverse,vibrant,inclusive,and socially dynamic
City where everyone has the opportunity to participate in,and benefit
from,our economic,political,and social activities
Support the outstanding and innovative City employees that work
diligently to bring the Vision of Council to life and deliver exceptional
services to our customers while exemplifying the Council’s Core Values
Oversee the policies and procedures to ensure they are easily understood
and consistently and professionally applied.The Council’s internal
processes need to be effective,efficient,fair,inventive and transparent,
making Georgetown a desired destination for residents and businesses
Assure that anyone interacting with the City will have such a positive
experience that they will tell everyone about it
Maintain a fiscal environment conducive to attaining the goals of the City
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND CITY COUNCIL 1 MAYOR
7 COUNCILMEMBERS
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Defined the Role of Council and established clear vision for the City of
Georgetown that includes goals and strategies that will guide City staff in
defining and implementing tactics to accomplish the Council’s Vision
Hired a new City Attorney and a new City Secretary who directly report to
the City Council
Approved contracts and a strategy for the City’s municipal electric utility
to move to 100%renewable energy sources
Provided design direction for the Downtown West Project
Supported the opening of the Georgetown Sheraton Conference Center
through a development project
Established the Sidewalk Master Plan
Approved the design plans for Garey Park and San Gabriel Park
Lowered the FY2016 City of Georgetown tax rate to 42.4 cents,the lowest
rate in Central Texas
Oversaw the implementation and changes making the Georgetown
Airport self sustaining and profitable
Expanded the City funded EMS program
Approved the construction and implementation of the Southwest Bypass
Project
DEPARTMENT DESCRIPTION
The City Council is composed of a
Mayor elected at large,and seven
Councilmembers elected from
singlemember 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.
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FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
:In the spring of 2016 the City
of Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
resident’s satisfaction of public services.When asked to
rate the overall value of City services,the majority of
respondents,78%,indicated value of City services to be
good 53%or excellent 25%.18.6%of respondents rated
the value of City services fair while only 3%of respondents
rated as poor.Resident satisfaction with overall value of
City services is indicative that the majority of residents
perceive good or excellent value for City taxes paid.Good
and excellent perceived value is also suggestive that
Council is connected with the citizenry and making
decisions that are aligned with resident’s interests.
:Citizens were also asked
about their perception of the overall quality of services
from the City of Georgetown.In general,respondents are
satisfied with the services provided and produced by the
city.As indicated by the graph to the right,82%of the
respondents find City services to be either good or
excellent.Accordingly,15%deem quality of city services as
fair,while only 2.4%report that overall quality is poor.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0634City Council
Personnel 55,248 88,639 88,639 86,873 86,873
O&M 64,361 68,002 62,169 69,171 69,171
Capital
Total Departmental Budget 119,609 156,641 150,808 156,044 156,044
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FY2017 Annual Budget
CITY SECRETARY’S OFFICE
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Maintain provision of excellent assistance and care for the Mayor and City
Councilmembers
Promote development and provision of excellent training to Boards &
Commissions members,liaisons and chairs,as well as staff training
programs in records management
Retain the ongoing historic record preservation project
Pursue implementing the records scanning project,allowing web access
of all City records
Continue administering City elections and Police/Fire elections as needed
Promote improvement of efficiencies in office processes and procedures
Display an exhibit of historic documents at the Georgetown Public Library
in May 2017 for National Preservation Month
Complete the List of Mayors from 1848 through the present
Research and obtain all Articles of Incorporation,City Charters and
historic documents substantiating the establishment of the City of
Georgetown
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND CITY SECRETARY 5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Posted all meeting agendas in compliance with regulations and statutes
Introduced a Policy &Procedures Manual for Records Management
Conducted a Successful Boards &Commissions Application and
Appointment Process
Sponsored the Ethics Orientation for all Boards &Commissions Members
Provided Boards &Commissions Training and Agenda and Minutes
Training for all B&C Liaisons and Board Chairs as well as Records
Management Training for all City Departments
Assisted with the City Council Goal Setting &Visioning Sessions
Administered two Police Elections (Meet &Confer and Alternate
Promotional Process Elections)and a May 2016 General Election (District
3 Councilmember)
Initiated records inventory at the Dove Springs facility
Accomplished the timely destruction of records according to the Texas
State Library standards saving the City considerable money by following
destruction schedules and no longer paying for unnecessary records
storage
Continuation of the digital scanning process of all records,providing
availability of all records to the general public on the City website
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.
Notable Budget Item(s)
Records Preservation
$55,000
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FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Compliance with the is the Department’s
top priority.State legislation requires meetings of
governmental bodies to be open to the public,except for
expressly authorized closed sessions,and to be preceded by
public notice of the time,place,and subject matter of the
meeting.
Public notice of the time,place,and subject matter must be
posted no later than 72 hours prior to the start of the
meeting.These requirements must be met 100%of the time.
The provisions of the Act are mandatory and are to be
liberally construed in favor of open government.Public
notices are available outside of City Hall and on the City
website.
AWARDS/ACCREDITATIONS
Deputized two staff members who are now authorized to carry out the duties of the City Secretary in her absence,
including the public posting of all meetings to comply with state regulations of the Open Meetings Act.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0635City Secretary
Personnel 332,779 350,652 314,944 356,452 356,452
O&M 180,119 195,309 183,809 246,400 55,000 301,400
Capital 1,963
Total Departmental Budget 514,861 545,961 498,753 602,852 55,000 657,852
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FY2017 Annual Budget
FIRE: EMERGENCY AND SUPPORT SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Provide quality maintenance of City public facilities to foster a safe and
positive atmosphere for employees and citizens
Order new Aerial Ladder Truck
Place into service new Wildland Interface Brush Engine and Water Tender
Hosting 130/190 class to obtain wildland certification for GFD members
Implement PowerDMS and Lexipol for Policy,Training,and Accreditation
Management
Certify additional American Heart Association (AHA)CPR/First Aid
instructors
Implement clinical affiliation with Central Texas College for military re
entry class to perform clinical ride outs
Send 10 more personnel to Swiftwater Tech training
Host in April and September.This
will be attended by both GFD members and students from outside
agencies
Train 4 personnel through High rise Conference
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND SUPPORT &EMERGENCY
SERVICES 101.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Assisted with the completion of the West Side Service Center
COG wellness expo;Flu vaccine administration
Hosted EMS training;St.David’s Round Rock E.D.,Precision Bone &
Joint,S&W Interventional Cardiology,Philips Healthcare
Hosted Georgetown Pipe and Drum Clinic in November with around 60
students in attendance from around the state
Purchased new Personal Protective Equipment (PPE)that is dual certified
for both Wildfire and technical rescue
Hired new Emergency Management Coordinator
Trained over 20 personnel to be certified as Swiftwater Techs and
Swiftwater Boat Operations
Added 4 additional divers to the Georgetown Search and Rescue (GSAR)
Team
Purchased a Flashover Chamber and trained personnel to be instructors
Hosted RnR Rope Rescue Training.GFD had 3 Captains obtained
certification as High/Angle and Confined Space Level II Rope Rescue
Technicians
Obtained approval to function as a Candidate Physical Ability Test (CPAT)
site
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 in
the decision making process from all
levels.Efficient and effective
administration and support are
critical to the success of a fire
agency.
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.
Notable Budget Item(s)
3 New Firefighter Positions
Paramedic Academy $30,000
58
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
In the spring of 2016 the City
of Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State university
to conduct a citizen survey focusing on resident’s
satisfaction of public services.When asked to rate the
quality of protective services,the majority of respondents
rated the quality of Fire and Emergency Medical Services
(EMS)to be good or excellent.Good or Excellent ratings
from residents indicate that fire and EMS services meet or
exceed expectations within the community.
The Emergency Services Consulting International (ESCI)
conducted a detailed analysis of the Georgetown Fire
Department (GFD)in 2013 and recommended a
.This methodology
effectively segregates GFD’s +130 sqmi response area into
three distinct zones:urban,suburban,and rural.The
suggested response standards are consistent with the
2010 Deployment Study and closely aligns with the
National Fire Protection Association (NFPA)1710
deployment standard.The “first due”response of a single
utilizing standard reflex time from dispatch receipt to
emergency unit arrival.The standard set forth by ESCI
recommends that each area be reached within the
recommeneded time for 90%of all incidents.The City of
Georgetown will closely monitor response time
performance and will use this information as a tool that will
help guide GFD and address future issues of growth.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0402Fire Support Services
Personnel 1,513,617 1,588,112 1,530,480 1,593,550 1,593,550
O&M 653,516 648,448 646,718 825,434 825,434
0402Fire Support Services Sub total 2,167,133 2,236,560 2,177,198 2,418,984 2,418,984
0422Fire Emergency Services
Personnel 7,324,184 7,694,910 8,048,870 8,349,940 216,787 8,566,727
O&M 1,090,810 1,353,576 1,381,364 1,336,968 93,400 1,430,368
Capital 49,000 49,000
0422Fire Emergency Services Sub total 8,414,994 9,048,486 9,430,234 9,686,908 359,187 10,046,095
Total Departmental Budget 10,582,127 11,285,046 11,607,432 12,105,891 359,187 12,465,078
7
11
15
0
2
4
6
8
10
12
14
16
Urban (>1,000 per
square mile)
Suburban (500
1000 per square
mile)
Rural (<500 per
square mile)
ESCI Recommended Response
Times
98%97%
87%91%
60%
80%
100%
Fire EMS Emergency
Preparedness
Fire
Prevention
Protective Services
Good or Excellent Fair Poor
59
FY2017 Annual Budget
GOVERNMENTAL CONTRACTS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
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
• 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
•Continue to support the Williamson County and Cities Health District to
ensure the health and safety of the citizens of the community
•Retain commitment to fund Strategic Partners for Community Services
Grants at levels approved in the City Council’s Fiscal and Budgetary Policy
• Utilize CDBG grant funding of $135,500 for engineering and construction of
sidewalk on the east side of Scenic from 6th to 10th Streets,and the south
side of 6th from Scenic to Martin Luther King Jr.Street
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND GOVERNMENTAL CONTRACTS 0 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Awarded 17 Strategic Partnership for Community Services (SPCS)Grant
Contracts including:
o The Boys and Girls Club of Georgetown
o Girls Empowerment Network (GEN)
o Williamson County Crisis Center dba Hope Alliance
o The Georgetown Project
o Habitat for Humanity Williamson County
o Ride on Center for Kids (ROCK)
o Senior Center at Stonehaven
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 $87,120 for the construction of the sidewalk from Scenic,
to Austin Avenue,along MLK and 3rd Streets
DEPARTMENT DESCRIPTION
Managed through Administrative
Services,this Department includes
funds for the City's contracted
Strategic Partnerships for
Community Services grant
commitments.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 County and Health
District (WCCHD).
60
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The City’s Fiscal and Budgetary Policy
includes funding eligble local 501(c)3 non profits.The total
available for grants is targeted at $5 per capita to be
attained through population growth.Measuring 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.
REGIONAL PARTNERS
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0638 General Gov't Contracts
Personnel (43,500)(137,982)(250,000)(548,058)(548,058)
O&M 3,665,122 3,552,397 3,280,191 3,586,931 314,880 3,901,811
Capital
Total Departmental Budget 3,621,622 3,414,415 3,030,191 3,038,873 314,880 3,353,753
61
FY2017 Annual Budget
INSPECTION SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Review all workflow processes for improvement and time reduction to
reduce the cost to all users
Provide on going training and certification programs for all staff to obtain
full certifications which will also assist in an improved Insurance Services
Offices (ISO)rating for insurance underwriting purposes for taxpayers
Provide bilingual information for procedure brochures and on the web
site
Initiate a permit fee analysis in comparison with the surrounding
communities
Initiate a review of the 2015 International Building Codes and the 2017
National Electrical Code for the possibility of future adoption and a review
Promote a cooperative effort with the building community to provide
long lasting,quality structures and encourage the use of the most current
building and fire codes for the community in an effort to reduce insurance
rates for the public
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND INSPECTION SERVICES 14 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
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
Maintained an acceptable level of service due to workload for
turnaround times for plan reviews,permitting,and inspections
Provided a permit and inspection plan to meet the landscape and
irrigation standards for water conservation
Assure that special flood hazard areas are not impacted by
development through the use of Floodplain Management
Promoted automated technology for permitting and inspection
Ensured quality and safe housing through consistent administration of
building code requirements
Bolstered a cooperative effort with the building community to
encourage use of the most current building codes
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 City
meets regulations established by the
Federal Emergency Management
Agency.
Notable Budget Item(s)
Assistant Building Official
Position
62
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
This metric shows the
number of inspections across all disciplines (electric,
plumbing,building,and mechanical).
The national standard used in the chart to 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 and
indicates an extremely high work load as compared to
national standards.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0536Inspections
Personnel 735,876 979,007 859,320 1,013,546 48,314 1,061,860
O&M 202,306 190,790 190,790 94,613 10,866 105,479
Capital
Total Departmental Budget 938,182 1,169,797 1,050,110 1,108,159 59,180 1,167,339
63
FY2017 Annual Budget
LIBRARY
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Hire a Community Resources Coordinator to work with nonprofit
organizations and assist residents in need
Purchase additional library materials and ebooks with additional book
funding
Provide open and equal access to information
Create opportunities for life long learning
Offer cultural enrichment
Complete Family Place Libraries Intitative training
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 bookmobile as a way to publicize the library
Collaborate with other departments to implement a civic center with
public outdoor space in City projects adjacent to the library
Update Library’s Strategic Plan
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND LIBRARY 23.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Published first annual Arts and Culture Guide
Assisted with the operation of the Georgetown Art Center
Coordinated monthly meetings of the Cultural District members
Added public art downtown
Improved weekend and family programming at the library
Increased 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
Maintained an aggressive publicity campaign that is designed to keep the
public constantly aware of the services,programs,and activities available
at the library
Developed new weekly e newsletter distributed to registered library
users
Hired Cataloging Librarian
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.
Notable Budget Item(s)
Community Resources
Coordinator
Increase in Book Funding
$20,000
64
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Library measures a number of
different statistics throughout the year to determine the
success of their work.Of these statistics circulation is one
of the most important.Circulation data measures the
count of items that are checked out of the library.
Therefore,a library with high circulation numbers is a
library that is well used by the community.
In the spring of 2016 the City of
Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
resident’s satisfaction of public services.When asked to
rate the quality of the Library,the vast majority of residents
rated the quality of the Library as good or excellent.
Resident’s perceived quality of the library is a good
indication that library programs and resources meet or
exceed expectation.
AWARDS/ACCREDITATIONS
by the State of Texas.To be a
Certified Public Library in Texas,the library must meet
minimum criteria established by the Texas State Library
and Archives Commission.Obtaining state certification is
crucial in receiving state and federal grants,as library’s that
are not certified are not eligible to receive funding.The
library also held its’50year celebration in March,2016.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0210Library
Personnel 1,255,589 1,345,987 1,347,837 1,434,418 85,920 1,520,338
O&M 644,515 691,577 689,977 736,648 1,350 737,998
Capital 129,632 134,793 134,793 136,293 20,000 156,293
0210Library Sub total 2,029,736 2,172,357 2,172,607 2,307,359 107,270 2,414,629
0218Arts &Culture
Personnel 150 8,550 8,550 8,550 8,550
O&M 78,324 66,221 64,621 65,835 65,835
Capital
0218Arts &Culture Sub total 78,474 74,771 73,171 74,385 74,385
Total Departmental Budget 2,108,209 2,247,128 2,245,778 2,381,744 107,270 2,489,014
65
FY2017 Annual Budget
MUNICIPAL COURT
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
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
Monitor timeline for docket processing and increase dockets as needed
Participate in annual multi jurisdictional warrant round up
Implement Legislative changes as they relate to Municipal Court
Increase the usage of the court notification system to enhance customer
service opportunities and increase court efficiency
Continue to contribute in the design process for the new court facility as
part of of the downtown west project
Review internal control practices and revise or update as needed
Conduct a survey to measure if court participants perceive the court as
fair and accessible
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND MUNICIPAL COURT 6.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Participated in annual statewide warrant round up along with more than
300 jurisdictions
Completed warrant reconciliation with Police Department
Measured clearance rate of outgoing cases as a percentage of the
number of incoming cases to ensure we are keeping up with incoming
caseload
Implemented the court notification system to provide enhanced
customer service opportunities and increase court efficiency
Contributed in the design process for the court facility as part of the
downtown west project
Won first place at state competition as part of Teen Court Program
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.The 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
and East View High Schools.
66
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
:In the spring of 2016 the City
of Georgetown partnered with the Center for Research,
Public Policy and Training (CRPPT)at Texas State University
to conduct a citizen survey focusing on resident’s
satisfaction of public services.When asked to rate the
overall value of Municipal Court services,the majority of
respondents,89.8%,indicated Municipal Court services to
be good or excellent.
The is a metric collected by the Department.
Over the last few years,the number of citations has
decreased.This trend is pervasive in Texas and across the
country and is not just an anomaly occurring in
Georgetown.Community policing has become more
prevalent and is an alternative to past enforcement.
measures if the court is keeping up with its incoming caseload.If cases are not disposed of in a timely
manner it causes a backlog of cases awaiting disposition.The departmental objective is to dispose of at least as many
cases as have been filed,which would be a clearance rate of 100 percent or higher.This measurement is based on
best practices from the National Center for State Courts.
Municipal Court continuously monitors the to avoid delay and actively manage the events of cases
through timely disposition.Our objective is to schedule cases for an arraignment docket within 60 days and if needed,
we increase the dockets.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0316Municipal Court
Personnel 436,937 457,818 446,912 458,585 458,585
O&M 252,822 103,621 101,303 106,035 106,035
Capital
Total Departmental Budget 689,759 561,439 548,215 564,620 564,620
90%
8%2%
Quality of Service Municipal
Court
Good or Excellent Fair Poor
67
FY2017 Annual Budget
PARKS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Hire an event coordinator for Garey Park to begin marketing and booking
events
Start construction of Garey Park in preparation for opening in early 2018
Install new parks rules and park monument signs for consistency in our
parks
Coordinate volunteer efforts with Good Water Master Naturalist’s and
Eagle Scouts
Complete:
o VFW Park renovations to include three softball fields,
restroom/concession and parking
o Construction of Phase I of San Gabriel Park renovations and begin
design of Phase 2
o Founders Park renovations to enhance downtown parks
o ADA transition work for McMasters Park,Village Park,Booty’s
Road Park,and Phase I of the San Gabriel Trail
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND PARKS 22 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Completed design work for McMasters Park and Village Park and Pool as
part of the ADA transition plan
Finalized design and detailed business plan for Garey Park in preparation
for construction
Finished design work for Phase I of San Gabriel Park as part of the San
Gabriel Park renovation project
Fulfilled bank stabilization project in San Gabriel Park to preserve river
bank
Received public input and completed design for Founders Park
Renovated Williams Drive Pool as part of the Aquatics Master Plan
Implemented the use of ATXFloods website to help alert citizens of trail
crossing closures
Worked with the Friends of Georgetown Parks and Recreation to install
an accessible sand table at the Creative Playscape
Remodeled Emerald Springs Park as part of the ongoing strategy to
improve neighborhood parks
Renewed involvement with COGs SafePlace Program
Added seven Solar Big Belly litter receptacles to help with litter removal
Started construction of VFWPark
DEPARTMENT DESCRIPTION
The Parks Department improves the
quality of life for Georgetown
citizens by maintaining 34 parks on
1,007 acres,9.2 miles of Hike/Bike
Trails,and three cemeteries.The
Department 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.
Notable Budget Item(s)
Garey Park Marketing
Coordinator
68
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The National
Recreation and Park Association (NRPA)Field Report
presents a wealth of data and key insights from the more
than 950 Parks and Recreation Agencies collected by the
Agency Performance Survey.This report provides the most
comprehensive Parks and Recreation benchmarks and
metrics to date.At present,the NRPA benchmark for acres
of park land per 1,000 residents is 9.5 acres.The Parks
Department monitors the acres of park land per 1,000
residents to ensure that the City is offering equitable
amounts of park land when compared to similar
municipalities.With the construction of Garey Park in
FY2017,the ratio of park land per 1,000 residents will
exceedthe NRPA benchmark.
AWARDS/ACCREDITATIONS
–For teaching swim lessons to over 1,000 individuals
during the past year.
–For excellence in the field
of Park and Recreation Management.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0202Parks Admin
Personnel 227,808 234,915 235,131 237,653 237,653
O&M 172,258 157,897 157,897 246,939 246,939
Capital
0202Parks Admin Sub total 400,067 392,812 393,028 484,592 484,592
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0211Parks
Personnel 1,093,481 1,301,933 1,263,417 1,253,518 20,335 1,273,853
O&M 981,392 985,080 985,080 997,790 40,716 1,038,506
Capital
0211Parks Sub total 2,074,873 2,287,013 2,248,497 2,251,308 61,051 2,312,359
Total Departmental Budget 2,474,940 2,679,825 2,641,525 2,735,900 61,051 2,796,951
69
FY2017 Annual Budget
RECREATION
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
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
Implement a new parks and recreation point of sale software solution
Continue to work with Convention and Visitor’s Bureau (CVB)to promote
and attract fast pitch softball tournaments to Georgetown
Establish formal agreements with outside organizations utilizing aquatic
facilities
Develop specific marketing strategies for department areas
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND RECREATION 28.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Hosted a community youth summit in collaboration with the Youth
Advisory Board and the Georgetown Project
Completed interlocal agreements with GISD,Meridian,and Gateway to
establish continued partnership programming
Increased tennis programming with the addition of Benold Middle School
tennis,Meridian tennis program,and Zion Lutheran tennis
Increased Adventure Program offerings to senior adults due to demand
Recorded new participation levels for youth athletics in all areas including
soccer,basketball,and volleyball
Replaced 21 spin bikes at the recreation center as part of the asset
replacement program
Selected a parks and recreation registration software solution to replace
the existing software that is discontinued
Installed people counters for accurate attendance tracking at the
recreation center
Installed emergency phones at all pools as part of the compliance for
municipal swimming pools
Developed a partnership program to gain year round sponsorships for
programs and events
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
for both youth and adults.
Notable Budget Item(s)
Increase funding for Special
Needs Camp
$5,000
Part Time Rec Center
Employee
Part Time Tennis Center
Employee
70
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
:The recreation department
aims to provide fun and cost effective recreation programs
to the community.In the spring of 2016 the City partnered
with Texas State University to conduct a citizen survey.
When asked to rate the quality of the recreation programs,
91%of respondents rated recreation programs as good or
excellent.
In the Fiscal and
Budgetary Policy,the overall operation cost recovery is
targeted at 55%.Tracking the percentage of expenses
recovered through fees 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
Lifeguards placed 1st and 5th at the Central Texas.Lifeguard
Competition and 6th in the State Competition.The event
was hosted by the Texas Public Pool Council.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0212 Recreation
Personnel 1,180,315 1,304,555 1,268,510 1,324,382 1,324,382
O&M 960,605 1,187,494 1,187,494 1,095,905 1,095,905
Capital
0212Recreation Sub total 2,140,920 2,492,049 2,456,004 2,420,287 2,420,287
0213 Tennis Center
Personnel 218,092 225,890 226,179 224,959 14,594 239,553
O&M 220,983 171,064 171,064 191,709 150 191,859
Capital
0213Tennis Center Sub total 439,074 396,954 397,243 416,668 14,744 431,412
0214 Rec Programs
Personnel 696,187 749,707 750,531 743,855 28,300 772,155
O&M 649,855 640,847 640,847 662,544 5,450 667,994
Capital
0214Rec Programs Sub total 1,346,042 1,390,554 1,391,378 1,406,399 33,750 1,440,149
Total Departmental Budget 3,926,036 4,279,557 4,244,625 4,243,354 48,494 4,291,848
71
FY2017 Annual Budget
PLANNING
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Promote the Comprehensive Plan to achieve the community’s long term
vision by updating the future land use plan,gateways plan,1445
agreement with Williamson County and updating the City’s annexation
plan
Support the vision by continuously improving and implementing the UDC
by working through the Council adopted 2016/2017 UDC priorities.
Effectively communicate the work of the Department to the public
through updates to the city website,quarterly Department newsletters,
establishing efficiency and effective measures of workload and work
performance
Maintain accurate and thorough records by establishing standard
operating procedures for all development related Departments utilizing
MyPermitNow
Build effective partnerships within internal and external customers by
clearly defining the roles of the development application review team,
establishing and monitoring efficiency and effective measures of work
performance
Update the Department’s annual work plan,utilizing the strengths of staff
where possible and establishing a Department succession plan
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND PLANNING 10 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Moved Planning Department office to 406 W.8th Street
Published 2nd Annual Planning Department Year in Review Report
Analyzed and prepared 20 amendments to the Unified Development
Code (UDC)
Staffed 102 public meetings for City Boards and Commissions
Held 280 pre application meetings
Received and reviewed 376 new applications
Held first annual Planning 101 workshop for Realtors
Began the update to the City’s Historic Resource Survey
Completed Grace Heritage Historic Structure Assessment
Facilitated annual Planning and Zoning Commission training
Facilitated negotiations for entitlements of three MUDs:Shadow Canyon,
278 acres;Kasper Development,207 acres and currently facilitating the
negotiation of the Homestead Development,340 acres
Established inter departmental long range planning team
Presented to City Council on City gateways and long range planning
efforts
Updated the Department Mission Statement,Values,Goals and Action
Plan
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.
Notable Budget Item(s)
City’s 2030 Comprehensive
Plan Update
$123,000
72
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Assisting policymakers,property owners,developers,and citizens in regard to growth and new development while
preserving the City’s historic heritage and character is a top priority for the Planning Department.Development is
guided through the City’s Comprehensive Plan and the Unified Development Code (UDC).The Department
consistently monitors the UDC to ensure development is aligned with Council Vision and citizen input resulting in
quality land development for the growing community.
AWARDS/ACCREDITATIONS
The American Planning Association is a nonprofit public interest and research
organization representing over 40,000 practicing planners,officials,and
citizens involved with urban and rural planning issues.
The Mission of the Texas Chapter of the American Planning Association is to
advocate the profession of planning,providing expertise and processes that
empower citizens to be engaged in the development and sustainability of
Great Communities in Texas.
The City of Georgetown’s Planning Department earned the
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0107Planning
Personnel 693,711 790,836 793,146 885,340 9,000 894,340
O&M 158,662 148,044 142,531 160,396 128,000 288,396
Capital
Total Departmental Budget 852,372 938,880 935,677 1,045,736 137,000 1,182,736
73
FY2017 Annual Budget
POLICE: ADMINISTRATION AND OPERATIONS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Enhance Public Safety
o Reduce crime &fear of crime
o Improve traffic safety
Organizational Development
o Attain Texas Police Chief Association Accreditation
o Develop Comprehensive Wellness,Fitness,Resiliency
Program
Community Engagement
o Develop &Implement a CommUNITY Engagement Project
o Develop &Implement a Social Media Strategy
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND POLICE ADMINISTRATION &
OPERATIONS
109.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Hosted Regional Police Academy
Hosted three Youth Police Academies
Initiated Coffee with Captains/Chiefs
Procedural Justice Training for Supervisors
Participation in White House 21st Century Policing Summit
Communications implemented EMS EMD Program
Calls From Santa
Deployment Unit established
National Night Out Award
Central Texas Explorer Competition:Austin1 st Place Overall (56 Teams)
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,Deployment
Unit,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,crime trend
analysis.It also includes
Communications for police,fire,and
EMS,Records Management,Victim
Services,Code Enforcement,Animal
Services,Volunteers in Police,and a
Chaplains Program.
Notable Budget Item(s)
School Resource Officer
Two Emergency
Communications Operators
74
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Police Department is committed to
arriving as quickly as possible to help in your time of need.
To help ensure this goal is achieved,the department
measures response times by all three types of priority calls.
Priority 1 calls are emergency based calls.
Between 2014 and 2015 a reclassification of calls for
service with the call type of “911 hang up/abuse”were
reclassified from a Priority 1 calls to a Priority 2 call to
better reflect their true nature of the emergency.
In the spring of 2016 the
City of Georgetown partnered with the Center for
Research,Public Policy and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
resident’s satisfaction of public services.When asked to
rate the overall quality of protective services,the majority
of respondents rated the Police Department and crime
prevention as good or excellent (92%and 95.1%
respectively).High ratings of satisfaction with the Police
Department and crime prevention indicate the
Department is engaging the community and the quality of
police citizen contacts are high.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0702 Police Admin
Personnel 474,426 486,940 488,589 491,038 491,038
O&M 1,858,290 2,336,240 2,336,240 1,611,162 2,856 1,614,018
Capital
0702Police Admin Sub total 2,332,715 2,823,180 2,824,829 2,102,200 2,856 2,105,056
0742 Police Operations
Personnel 8,656,994 9,313,648 9,194,138 9,720,206 168,800 9,889,006
O&M 531,803 538,808 585,829 1,252,597 34,688 1,287,285
Capital
0742Police Operations Sub total 9,188,797 9,852,456 9,779,967 10,972,803 203,488 11,176,291
Total Departmental Budget 11,521,512 12,675,636 12,604,796 13,075,003 206,344 13,281,347
75
FY2017 Annual Budget
POLICE: ANIMAL SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Pursue achievement of “No Kill”Status for 2017 as well as continuing to
put safe animals into the community
Continue to develop community outreach through low cost vaccination
clinics and free spay/neuter clinics for cats
Improve community recognition through positive creative marketing
campaigns
Eliminate threat of human rabies contraction in Georgetown
Enhance volunteer program through additional training of volunteers
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND ANIMAL SERVICES 10.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Achieved “No Kill”status for every month in FY 2016 (3rd year in a row)
Maintained our relationship with Austin Pets Alive (APA)and provided
them with fully vetted feral cats for their Barn Cat Program,which has
virtually eliminated the need to euthanize feral cats
Hired Shelter Planners of America to write a Master Plan for the Animal
Shelter.This will give staff and Council a vision for the Animal Shelter to
expand to match the needs of the growing community
Introduced new dog temperment test program “Playing for Life”
Redesigned lobby and cat adoption areas to make better use of space
Installed new floors and paint to improve appearance and image
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 the 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.
76
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
With the growth of the community the
has increased.It is projected the number
of impounded animals will reach 1,900 in FY2017.This
represents an increase of 14%relative to five years ago.
The growth in the impounded pet population is consist
with the City’s overall citizen population.In every month of
FY2016,the shelter has obtained the status of a
.To achieve this status,the euthanasia rate must be
below 10%.It is the goal of staff to continue this trend in
FY2017.
AWARDS/ACCREDITATIONS
The
Department has 150 active volunteers that feel passionate
about the shelter.In turn,these volunteers feel valued
and appreciated by our staff because our staff
understands that we could never accomplish all that we
do without our volunteers.
In October 2016,the Georgetown Animal Shelter opened
a newly constructed covered and screened porch for
cats…the “Catio”.This addition to the shelter allows cats
to enjoy time outdoors in a safe environment.
FY2015 Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0744Animal Services
Personnel 599,997 632,215 638,515 659,006 659,006
O&M 182,914 280,896 210,417 246,951 246,951
Capital
Total Departmental Budget 782,911 913,111 848,932 905,957 905,957
77
FY2017 Annual Budget
POLICE: CODE ENFORCEMENT
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Hire Chief Code Enforcement Officer
Complete the integration and full implementation of RMS
Develop a Code Enforcement working group to review and mitigate major
cross division complaints
Provide training to Fire Department personnel on Code Enforcement
related issues
Review graffiti reporting and abatement processes to reduce duplicate
reporting and more efficient case management
Research and develop a written process to electronically save original
written documents and remove requirements to maintain hard copy files
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND CODE ENFORCEMENT 5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Realigned geographic reporting areas to better balance workload
Purchased Code Enforcement Records Management System (RMS)
module to better integrate with departmental record keeping
Developed cooperative partnership with Patrol and Citizens On Patrol
(COPs)to increase enforcement capabilities
Worked collaboratively with Planning and Zoning,Building Inspections,
Fire Marshall’s Office,and Legal to resolve several significant cross
division complaints
Hired two Code Enforcement Officers
Conducted nationwide employment search for Chief Code Enforcement
Officer
DEPARTMENT DESCRIPTION
Code Enforcement monitors existing
property for continued 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.
78
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Code Enforcement tracks the filed
and to ensure the staff is proactively
responding to the needs of our growing community.
Over the past three years,the number of complaints has
increased over 50%,while staffing levels have remained
the same.
Additionally,Code Enforcement Staff measures the
monthly.This measure is designed to ensure issues are
resolved in a timely manner.
In the spring of 2016 the City
of Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
residents’satisfaction of public services.When asked to
rate the overall quality of Code Enforcement the majority
of residents,76.7%rated the quality of the Code
Enforcement Department as good or excellent.
FY2015 Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0745Code Enforcement
Personnel 273,969 316,574 316,971 327,047 4,386 331,433
O&M 74,140 95,179 96,371 74,840 1,500 76,340
Capital
Total Departmental Budget 348,109 411,753 413,342 401,887 5,886 407,773
79
FY2017 Annual Budget
PUBLIC COMMUNICATIONS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Coordinate the process and a Citywide effort to create branding
guidelines
Hire Information Specialist to increases social media presence and
provide timely information to the public
Begin developing a Communications Plan for the City as part of the
Certified Public Communicator program through Texas Association of
Municipal Information Officers (TAMIO)held at Texas Christian University
Work with cross departmental team to research and implement an
inbound and outbound citywide 311 communications capability,
including organizational fit and software assessment,acquisition,and
implementation
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND PUBLIC COMMUNICATIONS 3 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Edited and co coordinated annual report for
FY2015
Transitioned Airport,Economic Development,Fire,Police,Red Poppy,
and Visit websites to new template
Launched neighborhood notifications on NextDoor.com for City news
updates and a GUS specific platform for utility notices such as electric or
water outages
Created 2017 budget highlight video as well as other popular videos for
GUS 100%renewable,Poppy Fest promo,Animal Shelter,Blue Santa,yard
trimmings,Rabbit Hill water tank,and Al Gore visit
Worked with Facilities to build TV studio in blue building
Collaborated with GUS to develop water conservation ad and social media
campaign
Edited and designed Airport Citizen FAQ four page mailer that was sent
to more than 13,000 residences
Assisted with webpage,e newsletter,social media,and other public
outreach for public involvement process on the Austin Avenue Bridges
project
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,the City Reporter
resident newsletter,GTV cable and
website broadcasts,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.
Notable Budget Item(s)
Brand Development and
Design Guidelines $20,000
Information Specialist
80
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Public Communications Department seeks to provide relevant
content to help keep the community informed across several
mediums including the City website,social media platforms such as
Facebook and Twitter,the City Reporter resident newsletter and
YouTube.The City utilizes social media and the internet to engage
the community regarding crime prevention and police assistance,
emergency alerts and weather updates,upcoming events,activities
and class registrations,and City Council Meetings and Agendas.This year the Department has created YouTube
videos for the FY2017 Budget,the results of a Citizen Satisfaction Survey,and an update on the construction of the
Southwest Bypass.
AWARDS/ACCREDITATIONS
Recognition from the for
three years in a row for the Popular Annual Financial Report.
Won Excellence Award (second place)at TAMIO conference for
special video on 100%renewable energy.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0655Public Communications
Personnel 232,986 294,379 280,337 200,985 68,711 269,696
O&M 88,792 132,738 93,313 99,287 20,350 119,637
Capital 4,094 500 (2,000)(2,000)
Total Departmental Budget 325,872 427,117 374,150 298,272 89,061 387,333
81
FY2017 Annual Budget
PUBLIC WORKS ADMINISTRATION
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Provide efficient and effective Public Works that serve the community
and reflect its values
Update and maintain a Comprehensive Transportation Plan
Implement required aspects of the ongoing Stormwater Maintenance
Program that meet federal requirements (Pollution Prevention Plan)and
the Regional Stormwater Master Plan (RSMP)by constructing detention
ponds and upgrading waterways within the City
Operate the Airport as a self supporting enterprise while ensuring the
safety of the flying public
Complete the ADA transition work for the Parks Administration Building,
Library,and Recreation Center
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND PUBLIC WORKS
ADMINISTRATION 4 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Coordinated with TxDOT,CARTS and Capital Metro to continue planning
transit options under Federal 5307 Urban Transit Funding
Initiated Project Public Involvement and Environmental Review for the
Austin Ave Bridges
Incorporated Best Management Practices for chip seal pavement
maintenance from the Transportation Research Board
Identified,mapped and added to EAM,drainage assets to support MS4
Finalized design,bid,award,and began construction for airport parallel
taxiway improvements,fuel farm relocation,and airfield improvements
Began contract renewal negotiations with TDS for solid waste services
Completed:
o Williams Drive Corridor Study
o Initial citizen survey of stormwater awareness
o Initial implementation of Storm Water assets into the
Enterprise Asset Management (EAM)and Work Order
Management System
o Bid and vendor selection of Airport Master Plan Update
o Improvement projects at the City landfill/transfer station
DEPARTMENT DESCRIPTION
The Public Works Administration
Department oversees transportation
planning,transit,streets and
sidewalk operations and
maintenance,stormwater
operations and maintenance,airport
operations and maintenance and
environmental services.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
Public Works Administration
Department maintains stormwater
infrastructure,oversees municipal
solid waste operations,and
maintains the closed landfill and
transfer stations infrastructure.
Notable Budget Item(s)
Public Works Director
82
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The FY2017 Budget includes a reorganization which led to the creation of the Public Works Department.The City is
currently evaluating candidates for the Director position,which is anticipated to be filled in Janurary of 2017.In the
coming year the Public Works Director will work with the Finance Department to establish quality performance
metrics focused on timely project completion,fiscal transparency,and cost effectiveness of the departments they
manage which include;the Airport,Streets,Transportation Planning,Sanitation,and Capital Improvements.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0802Public Works
Personnel 355,938 370,525 370,901 334,964 99,814 434,778
O&M 379,635 278,501 270,270 224,470 42,500 266,970
Capital
Total Departmental Budget 735,573 649,026 641,171 559,434 142,314 701,748
SouthwestBypass project,scheduled tobe completed in 2018
83
FY2017 Annual Budget
SOLID WASTE AND RECYCLING SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
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
Finish permit modifications for the landfill
Finalize construction of the transfer station detention pond,and file for
SWP3 permit
Complete new or renewed solid waste services contract maintaining
competative rates and services
Conduct a citywide electronic recycling take back day similar to the one
event that was held in September of 2015
Begin the external discussions and initial planning for a modernized
transfer station
Work towards an increased Red Poppy Festival zero waste program goal
of 90%or greater waste diversion by 2021
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND SOLID WASTE AND
RECYCLING SERVICES 0 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Amended contracts for solid waste services that transitioned year around
yard trimming service from seasonal service at no additional cost to
customers
Partnered with the Sun City community who organized and officially
formed the Sun City Recycles Club seeking to advance and educate Sun
City residents about City recycling and waste diversion programs
Implemented a zero waste program for the Red Poppy Festival
Applied for and became the first city awarded a CAPCOG grant to manage
public medication disposal via a collection kiosk
Implemented an internal multi department and multi facility alkaline and
rechargeable battery recycling program
Initiated a uniform trash and recycling receptacle program for City
facilities enabling efficient purchasing practices and effective program
participation by users via the utilization of easy to identify receptacles
Completed multiple site remediation projects at the City transfer station
Began contract renewal process for solid waste services
DEPARTMENT DESCRIPTION
Environmental Services provides
curbside collection and disposal
services for solid waste,recycling,
and yard trimmings.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
trimmings 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.
84
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
This metric reflects the amount of municipal solid
waste the City disposes of and allows the Department
to track the program’s effectiveness.
The goal for FY2017 is to increase
the amount of solid waste recycled by our residents
and commercial entities.
Resulted in a
54%diversion of waste from the landfill in its first year.
Resulted in
over 300 pounds of household batteries diverted for
recycling.
Removed 67,920 pounds of solid waste,1,913 pounds of
metal,94 yards of brush,and 106 tires from home
owners who voluntarily participated.
The 2015
event collected over 15,000 pounds of e cyclables,
diverting them from the landfill.No take back event was
held FY2016.
Diverted
over 2,800 tons of yard trimmings city wide.Through our
contract amendment which enabled year round curbside
service,we increased yard trimming collections by
49.53%versus FY2014/FY2015 netting over 500 tons of
yard trimmings from residents.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0533 Solid Waste and Recycling Services
Personnel 73,753 80,846 81,019
O&M 5,517,091 5,538,586 5,770,564 5,879,717 5,879,717
Capital 5,000 1,022
Total Departmental Budget 5,590,845 5,624,432 5,852,605 5,879,717 5,879,717
0
20,000
40,000
60,000
80,000
100,000
FY2013 FY2014 FY2015 FY2016
Transfer Station Tonnage
Solid Waste Recycling #of Customers
0 1,000 2,000 3,000 4,000
FY2015
FY2016
Organics Diversion
Residential Collection City wide Brush Diversion
85
FY2017 Annual Budget
STREETS MAINTENANCE
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Collaborate with other government agencies to update and maintain a
Comprehensive Transportation Plan
Improve aesthetics along major corridors within the City improving
landscape maintenance at IH 35 overpasses and along Rivery Boulevard
Work with a designated pavement maintenance committee to review
current street maintenance criteria,practices,and methods while
recommending revisions and updates to the road maintenance strategy
and program
Renew current road maintenance strategies with City Council for future
direction
Complete rehabilitation of 10th and 11th Streets between Rock Street and
Main Street
Finish rehabilitation of sidewalks identified in the Sidewalk Masterplan
Construct road improvement projects approved in the 2008 and 2015
Road Bonds
Continue developing Traffic Operations and Management Program
Strategy
Notable Budget Item(s)
Air Compressor
$24,400
Truck for Paving Foreman
$39,184
GENERAL FUND STREET MAINTENANCE 18.75 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Chip sealed 67.33 lane miles of roadway using both contracted and in
house services including;Sierra Vista subdivision,Old Town (2nd to 12th
Street and College Street to Laurel),portions of Shell Rd and Williams
Drive,and Southwestern Boulevard
Improved 11.66 lane miles of roadway including streets in River Bend
subdivision,Texas Drive and portion of Williams Drive,and Whispering
Wind Drive through the Cutler recycle process
Rehabilitated 2nd Street between Austin Avenue and College Street
Incorporated Best Management Practices for chip seal pavement
maintenance from the Transportation Research Board
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 ¼cent sales tax for street
maintenance program.
86
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
In the spring of 2016 the City of
Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
resident’s satisfaction of public services.When asked to
rate the overall quality of street repairs,61%of residents
rated street repairs as good or excellent and 27.4%as fair.
With only 11.6%of respondents rating street repairs as
poor,the citizen survey indicates that the majority of
residents,88.4%,believe the services received from street
repairs to be fair or better in regards to taxes paid.
AWARDS/ACCREDITATIONS
Received two awards from the American Planning
Association:American Planning Association;State Chapter
;and American Planning
Association;Central Texas Chapter
.The American Planning
Association is a nonprofit public interest and research
organization representing over 40,000 practicing planners,
officials,and citizens involved with urban and rural
planning issues.The Mission of the Texas Chapter of the
American Planning Association is to advocate the
profession of planning,providing expertise and processes
that empower citizens to be engaged in the development
and sustainability of Great Communities in Texas.
FY2015 Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0846Streets
Personnel 1,103,523 1,250,980 1,222,099 1,318,587 8,772 1,327,359
O&M 1,227,670 1,295,743 1,291,743 1,213,655 31,484 1,245,139
Capital 1,040,230 1,243,000 1,269,243 1,234,000 1,234,000
Total Departmental Budget 3,371,423 3,789,723 3,783,085 3,766,242 40,256 3,806,498
87
FY2017 Annual Budget
GENERAL FUND FIVE-YEAR 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
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Beginning Fund Balance 9,956,779 8,527,730 8,751,171 9,246,130 9,637,368
Revenues FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Sales Tax 12,818,683 13,523,711 13,929,422 14,208,010 14,492,171
Property Tax 12,475,000 13,161,125 13,555,959 13,827,078 14,103,619
Transfer InROI &Other 8,505,241 8,845,451 9,022,360 9,112,583 9,203,709
Sanitation Revenue 7,181,300 7,468,552 7,617,923 7,770,282 7,925,687
Franchise Fees 5,142,035 5,244,876 5,349,773 5,456,769 5,565,904
All Other Revenue 3,571,678 3,607,395 3,643,469 3,679,904 3,716,703
Development and Permit Fees 2,292,691 2,321,350 2,344,563 2,346,908 2,370,377
Parks and Rec Fees 2,190,746 2,212,653 2,234,780 2,257,128 2,279,699
Administrative Charges 1,886,221 1,923,945 1,962,424 2,001,673 2,036,702
Total Revenues 56,063,595 58,309,058 59,660,673 60,660,334 61,694,571
Expenses FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
0000Transfer 1,444,716 1,331,391 1,344,704 1,358,152 1,371,733
0107Planning 1,182,736 1,207,978 1,233,809 1,260,241 1,287,290
0202Parks Admin 484,592 493,003 501,587 510,348 519,290
0210Library 2,414,629 2,461,581 2,509,572 2,558,627 2,608,772
0211Parks 2,312,359 2,354,590 2,397,722 2,441,774 2,486,769
0212Recreation 2,420,287 2,464,356 2,509,362 2,555,327 2,602,273
0213Tennis Center 431,412 439,320 447,396 455,645 464,071
0214Rec Programs 1,440,149 1,466,133 1,492,666 1,519,761 1,547,432
0218Arts &Culture 74,385 75,257 76,141 77,037 77,946
0316Municipal Court 564,620 577,145 589,967 603,094 616,532
0402Fire Support Services 2,418,984 2,467,077 2,516,248 2,566,524 2,617,931
0422Fire Emergency Services 10,046,095 10,234,056 10,467,495 10,706,546 10,951,347
0533Environmental Services 5,879,717 5,597,134 5,653,106 5,709,637 5,766,733
0536Inspections 1,167,339 1,194,940 1,223,216 1,252,182 1,281,857
0602Administrative Services 1,552,320 1,688,670 1,725,879 1,763,968 1,802,959
0634City Council 156,044 158,908 161,832 164,820 167,871
0635City Secretary 657,852 669,777 681,956 694,393 707,094
0638General Gov't Contracts 3,353,753 3,379,070 3,404,434 3,429,841 3,455,287
0655Public Communications 387,333 395,252 403,351 411,635 420,107
0702Police Admin 2,105,056 2,133,472 2,162,357 2,191,719 2,221,568
0742Police Operations 11,176,291 11,436,389 11,702,796 11,975,669 12,255,166
0744Animal Services 905,957 924,902 944,283 964,111 984,398
0745Code Enforcement 407,773 416,822 426,086 435,570 445,280
0802Public Works 701,748 653,921 666,225 678,795 691,639
0846Streets 3,806,498 3,864,473 3,923,526 3,983,680 4,044,958
Total Expenses 57,492,644 58,085,616 59,165,715 60,269,095 61,396,303
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Ending Fund Balance 8,527,730 8,751,171 9,246,130 9,637,368 9,935,636
Contingency 8,000,000 8,200,000 8,500,000 8,800,000 9,100,000
Economic Stability Reserve 500,000 500,000 500,000 500,000 500,000
CAFR Adjustment
Available Fund Balance 27,730 51,171 246,130 337,368 335,636
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