HomeMy WebLinkAbout14 Reference 2017
FY2017 Annual Budget
REFERENCE
San Gabriel Park
235
FY2017 Annual Budget
REFERENCE
Fiscal and Budgetary Policy......................237
Detailed Employee Listing
FY2017 Summary of New Positions......264
Detailed Emp.Listing by Fund ..............265
Contingency Reserve Requirements........274
Approved FY2017 Budget Enhancements 275
Utility Rates ..............................................280
Annual Budget Adoption Ordinance ........284
Annual Tax Rate Ordinance .....................287
Administrative Divs &Depts Ordinance ..289
Boards &Commissions ............................292
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FY2017 Annual Budget
FISCAL AND BUDGETARY POLICY
I. PURPOSE
The City of Georgetown is committed to financial management through integrity,prudent stewardship,planning,
accountability,full disclosure and communication.The broad purpose of the Fiscal and Budgetary Policies is to
enable the City and its related component units,including the Georgetown Transportation Enhancement
Corporation (GTEC)and the Georgetown Economic Development Corporation (GEDCO),to achieve and maintain
a longterm stable and positive financial condition,and provide guidelines for the dayto day planning and
operations of the City’s financial affairs.
Policy scope generally spans areas of accounting,operational and capital budgeting,revenue and expenditure
management,financial reporting,internal controls,investment and asset management,debt management and
forecasting.This is done in order to:
A. Demonstrate to the citizens of Georgetown,the investment community,and the bond rating agencies that
the City is committed to a strong fiscal operation;
B. Provide precedents for future policy makers and financial managers on common financial goals and
strategies;
C. Fairly present and fully disclose the financial position of the City in conformity to generally accepted
accounting principles (GAAP);and
D. Demonstrate compliance with financerelated legal and contractual issues in accordance with the Texas Local
Government Code and other legal mandates.
These policies will be reviewed and updated annually as part of the budget preparation process.
II. FUND STRUCTURE AND BASIS OF BUDGETING
The budgeted funds for the City of Georgetown include:
Governmental Funds:which accounts for all financial resources except those required to
be accounted for in another fund,and include basic governmental services,such
as Street Maintenance,Planning and Development,Police,Fire and Parks,as
well as solid waste management.
(SRF)account for specific revenues that are legally
restricted for specified purposes.The City currently budgets 26 SRF Funds and
includes Tourism,Parkland Dedication,Library Donations,Animal Services
Donations,and Street Maintenance Sales Tax.
is used to account for the payment of general longterm debt
principal and interest.
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are used to account for the acquisition or construction of
major capital facilities other than those financed by enterprise activities.
Proprietary Funds:account for good or services provided by one internal
department to another.The City uses this system to recognize cost for fleet
replacement and maintenance,facility maintenance,computer replacement
and maintenance and employee health insurance costs.
include the City’s “business like”activities including all the
utility funds and the airport.
Basis of Accounting and Basis of Budgeting
The City accounts and budgets for all Governmental Funds using the .
This basis means that revenue is recognized in the accounting period in which it becomes available and
measurable,while expenditures are recognized in the accounting period in which they are incurred.Because
the appropriated budget is used as the basis for control and comparison of budgeted and actual amounts,
the basis for preparing the budget is the same as the basis of accounting.Exceptions to the modified accrual
basis of accounting include:
Encumbrances,which are treated as expenditures in the year they are encumbered,not when expended
Grants,which are considered revenue when awarded,not received
Principal and interest on longterm debt,which are recognized when paid.
General government funds include the General Fund,special revenue funds,debt service fund and general
capital project funds.
Proprietary Funds,which include the enterprise and internal service funds are accounted and budgeted using
the fullaccrual basis of accounting.Under this method,revenues are recognized when they are earned and
measurable,while expenses are recognized when they are incurred regardless of timing or related cash
flows.The basis for preparing the budget is the same as the basis of accounting except for principal payments
on longterm debt and capital outlay which are treated as budgeted expenses.Exceptions include:
Depreciation which is not budgeted
Nonbudgeted accruals such as compensated absences.
III. OPERATING BUDGET
Budgeting is an essential element of the financial planning,control and evaluation process of municipal
government.The operating budget is the City’s annual financial operating plan.The annual budget includes all
of the operating departments of the General Fund,proprietary funds,debt service funds,special revenue funds,
and capital improvement funds of the City.
A. Form of Government –The Charter (Section 1.03)established a “CouncilManager Government”wherein the
City vests power in the City Council to “enact legislation,adopt budgets,determine policies,and appoint the
City Manager who shall execute the laws and administer the government of the City.”
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B. Comprehensive Plan –The Charter (Section 1.08)requires that the City Council “establish comprehensive
planning as a continuous and ongoing governmental function in order to promote and strengthen the existing
role,processes and powers of the City of Georgetown.”The current comprehensive plan is the 2030 Plan
adopted in 2006.
C. Preparation –The requires “a proposed budget prepared by the City Manager and
submitted to the City Council at least thirty days prior to the end of the fiscal year.The budget shall be
adopted not later than the twentyseventh day of the last month of the fiscal year.No budget will be adopted
or appropriations made unless the total estimated revenues,income and funds available shall be equal to or
in excess of such budget or appropriations,except otherwise provided.”
1. Proposed Budget –A proposed budget shall be prepared by the City Manager with participation of
all of the City’s Directors within the provision of the and the 2030 Plan.
a. The budget shall include four basic segments for review and evaluation:
Revenue
Personnel Costs
Operations and Maintenance Costs
Capital and other nonproject Costs
b. The budget review process will include City Council participation in the development of each
segment and allow for resident participation in the process,and will allow for sufficient time to
address policy and fiscal issues by the City Council.
c. A copy of the proposed and approved budgets will be filed with the City Secretary when it is
submitted to the City Council and will be available on the City’s website.
2. Adoption –Upon finalization of the budget appropriations,the City Council will hold a public hearing,
and subsequently adopt by Ordinance the final budget as amended.The budget will be effective for
the fiscal year beginning October 1st.
The Annual Budget document will be submitted annually to the Government Finance Officers
Association (GFOA)for evaluation and consideration for the Distinguished Budget Presentation
Award.
E. Balanced Budget –The goal of the City is to adopt and maintain a balanced operating budget using sustainable
funding sources that are expected to continue to be available in subsequent fiscal years.Excess balances in
operating funds from previous fiscal years shall remain in the fund in which they were appropriated until
either such excess balances are proposed and adopted pursuant to of this policy;
until they are used to reduce outstanding debt obligations of the City;or both.
The requires that an operating deficit created in any fiscal year shall be paid off and
discharged during the following year.In practice,deficit has been interpreted to mean City funds as a whole.
The City Council may choose from time to time to allow individual funds to have a negative balance as long
as Operating Reserve requirements for the City as a whole are maintained.
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F. Planning –The budget process will be coordinated so that major policy issues are identified prior to the
budget approval date.This will allow City Council adequate time for consideration of appropriate decisions
and analysis of financial impacts.
G. Reporting –Summary financial reports will be presented to the City Council quarterly.These reports will be
in a format appropriate to enable the City Council to understand the overall budget and financial status.
H. Control and Accountability –Each Director,appointed by the City Manager,will be responsible for the
administration of his/her departmental budget.This includes accomplishing the Goals and Objectives
adopted as part of the budget and monitoring each department budget for compliance with spending
limitations.Directors may transfer funds up to $20,000 within the operations and maintenance or capital
line items within a departmental budget category without additional approval.All transfers within the
Personnel line items require approval of the Finance Director and City Manager.All other transfers of
appropriation or budget amendments require either City Council or City Manager approval as outlined in
and .
I. Budget Amendments –The provides a method to amend for budget amendments and
emergency appropriations.The City Council may authorize with a majority plus one vote,an emergency
expenditure as an amendment to the original budget.This may be done in cases of grave public necessity to
meet an unusual and unforeseen condition that was not known at the time the budget was adopted.In
practice,this has been interpreted to include revenuerelated expenses within the enterprise funds and
timing differences on capital improvement projects.The following criteria will be used in evaluation of
budget amendments:
Is the request necessary?
Why was the item not budgeted in the normal budget process?
Why can't a transfer be done within the Division to remedy the condition?
The Finance Director must certify availability of revenues or funding sources prior to adoption.
The City will amend the budget at year end,if needed,for revenue based expenditures that exceeded
budgeted amounts due to increased revenue and recognize any grant funded expenditures for grants
received after the budget was adopted or last amended.The City will also amend the budget if necessary
for any capital project timing adjustments from prior year,as well as,any other known adjustments needed
and approved at that time.
J. Contingency Appropriations –The budget may include contingency appropriations within designated
operating department budgets.These funds are used to offset expenditures for unexpected maintenance
or other unanticipated expenses that might occur during the year.Currently,the City maintains contingency
appropriations for insurance deductibles,unexpected legal expenses and equipment repairs.
L. Use of Unanticipated and Unappropriated General Fund Balances –Within 90 days after fiscal year end,staff
will report the projected General Fund balance to Council.In the event that unexpected,unbudgeted
amounts are determined to be available in the General Fund after year end,these funds may be used for any
of the following purposes,as approved by the City Council:
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1. to fund capital projects;
2. to fund equipment purchases in lieu of issuing debt;
3. to reduce outstanding City debt,including bonded indebtedness and unfunded pension liabilities;
4. to fund contingent liabilities such as the benefit payout reserve,cemetery trust fund,and similar
obligations of the City;
5. to take other steps to reduce property tax rates or mitigate any future increases;
6. to hold those funds in reserve for future commitments or contingencies that may be pending,
and/or;
7. to fund an Economic Uncertainty Reserve of annual General Fund operating expenditures according
to .
IV. REVENUE MANAGEMENT
A. Characteristics –The City will strive for the following optimum characteristics in its revenue system:
1. Simplicity –The City,where possible and without sacrificing accuracy,will strive to keep the revenue
system simple in order to reduce compliance costs for the taxpayer or service recipient.
2. Certainty –A knowledge and understanding of revenue sources increases the reliability of the
revenue system.The City will understand its revenue sources and enact consistent collection policies
to provide assurances that the revenue base will materialize according to budget.
3. Equity –The City shall make every effort to maintain equity in its revenue system;i.e.,the City should
seek to minimize or eliminate all forms of subsidization between entities,funds,services,utilities,
and customer classes,and ensure an on going return on investment for the City.
a. The City will make every effort to recognize the benefit that City tax payers contribute to City
programs and services.
b. The annual Parks and Recreation residential membership rates are established at 75%of non
residential rates plus or minus 10%at the discretion of the Parks and Recreation Director in
keeping with the targeted market cost recovery.
4. Revenue Adequacy –The City should require there be a balance in the revenue system;i.e.,the
revenue base will have the characteristics of fairness and neutrality as it applies to cost of service,
willingness to pay,and ability to pay.
Overall Operational Cost Recovery for Parks and Recreation for the Recreation and Tennis Centers is
targeted to be between 50 –60%,with some variance in individual programs.
5. Realistic and Conservative Estimates –Revenues will be estimated realistically,and conservatively,
taking into account the volatile nature of various revenue streams.
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6. Administration –The benefits of a revenue source should exceed the cost of levying and collecting
that revenue.
7. Diversification and Stability –A diversified revenue system with a stable source of income shall be
maintained.This will help avoid instabilities in two particular revenue sources due to factors such as
fluctuations in the economy and variations in the weather.
B. Other Considerations –The following considerations and issues will guide the City in its revenue policies
concerning specific sources of funds:
1. Cost/Benefit of Incentives for Economic Development –The City will use due caution in the analysis
of any incentives that are used to encourage development.A cost/benefit (fiscal impact)analysis
will be performed as part of the evaluation.
2. Non Recurring Revenues –One time or nonrecurring revenues should not be used to finance
current ongoing operations.
3. Sustainable Revenues –“Sustainable"means revenue that is consistently available year after year,
and includes revenues realized subsequent to adopted projections.
4. Property Tax Revenues –All real and business personal property located within the City will be valued
at 100%of the fair market value for any given year based on the current appraisal supplied by the
Williamson Central Appraisal District.
Conservative budgeted revenue estimates result in a projected ninetyeight percent (98%)budgeted
collection rate for current ad valorem taxes.Two percent (2%)of the current ad valorem taxes will
be projected as the budget for delinquent ad valorem tax collection.For budgeting purposes,the
City will forecast the proposed property tax rate using the effective maintenance &operations
(M&O)rate plus the interest &sinking (I&S)rate needed to fund tax supported debt service.
Increases to the M&O rate will be deliberated and determined by the City Council.Proposed tax
revenue will be budgeted at a 98%collection rate.
5. Interest Income –Interest earned from investments will be distributed to the funds in accordance
with the equity balance of the fund from which the monies were provided to be invested.
6. UserBased Fees and Service Charges –For services associated with a user fee or charge,the direct
or indirect costs of that service will be offset by a fee where possible.The City will review fees and
charges no less than once every two years to ensure that fees provide adequate coverage for the
cost of services.The City Council will determine how much of the cost of a service should be
recovered by fees and charges.
7. Enterprise Fund Rates –The City will review and adopt utility rates as needed to generate revenues
required to fully cover operating expenses,meet the legal requirements of all applicable bond
covenants,and provide for an adequate level of working capital.Utility rates will be reviewed
annually as part of the budget process.A rate study will be conducted every 3 years to review rate
methodology and ensure revenues will meet future needs.All utility rates will be based on
standardized “cost of service”methodologies,
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Water Rates will recognize at least 75%of the “fixed”cost of service,including debt
payments and ROI costs,within the monthly “base charge”determined by meter size.
“Volumetric charge”will recognize the balance of fixed costs not included in the base rate,
plus all variable costs associated with procuring and treating water.
.
Wastewater Rates are “flat and equal”for all residential customers based on the cost of
providing services.Commercial customer rates are varied depending on size and
specifications of each commercial customer.
Electric Rates include 100%of fixed costs within the base rate,with all variable costs included
in the kWh rate.
Stormwater Drainage Fees are based a mathematical calculation based on impervious cover
and applied in compliance with State Law.
A restricted has been established to provide financial assurances to
the City’s wholesale power contract providers as fiscal surety against any potential risk on the City’s
behalf and will be maintained as “restricted”fund balance on the City’s financial statements.
A has been established in the Electric Fund to offset and
mitigate potential impacts to customer rates due to increased fuel costs or other external factors
that may negatively impact Electric Rates.The Rate Stabilization Reserve (RSR)may provide funding
for:
Deferring or minimizing the rate impact of future cost increases
Costs associated with providing additional power supply
Filling contractual obligations
Balancing of annual power costs
RSR funds will be monitored monthly to ensure the electric rate is being managed per the Policy.
Increases to RSR are made through the Power Cost Adjustment rate as determined by the fund,at
the recommendation of the General Manager for Utilities.
8. Internal Cost Recovery Fees Additionally,enterprise activity rates will include transfers to and
receive credits from other funds as follows:
a. General and Administrative Charges –Administrative costs should be charged to all funds for
services of general overhead,such as administration,finance,customer billing,legal and other
costs as appropriate.These charges will be determined through an indirect cost allocation
following accepted practices and procedures and reviewed annually by the City’s external
auditors.
b. Payment for Return on Investment –The intent of this transfer is to provide a benefit to the
citizens for the ownership of the various utility operations they own.For all utilities except for
Electric:
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This transfer,currently 3%of operating revenues generated inside
the City,is consistent with the franchise rates charged to investor owned utilities franchised
to operate within the City.
The return on investment (ROI)transfer for InCity utility customers
is currently calculated at 7%of operating revenues for all utilities.ROI for water and sewer
customers outside the City is 10%of operating revenues.There is no ROI calculated on solid
waste revenues.
The Franchise and Return on Investment for the Electric Utility is derived from the base rate and
kWh sold.The base rate revenue is multiplied by 7%for all customers.For customers inside the
City,a $0.0102 charge per kWh,equivalent to the 3%and 7%paid by other utility customers,
will be included in the cost per kWh.For customers outside the City,a $0.007253 charge per
kWh,equivalent to the 7%ROI paid by utilities,will be included in the cost.
9. Intergovernmental Revenues –All potential grants will be examined for matching requirements and
must be approved by the City Council prior to making application of the grant.It must be clearly
understood that operational requirements (ongoing costs)set up as a result of a grant program
could be discontinued once the term and conditions of the program have been completed.
10. Revenue Monitoring –Revenues as they are received will be regularly compared to budgeted
revenues and variances will be investigated,and any abnormalities will be included in the quarterly
report to the City Council.
V. EXPENDITURE MANAGEMENT
A. Appropriations –The point of budget control is at the department level budget for all funds.The
provides that any transfer of appropriation between funds must be approved by the City
Council and that the City Manager,without City Council approval,is authorized to transfer appropriations
among departments,within the same operational division and fund.The City Manager may also authorize
transfer of salary adjustment monies between funds that are budgeted in a citywide account.
B. Expenditure Monitoring –Expenditures and encumbrances will be regularly compared to budget,variances
will be investigated,and any abnormalities will be included in the quarterly report to the City Council.
Projected yearend expenditures will be reported in the annual budget.
C. Personnel Costs –Costs related to salaries and benefits are budgeted at 100%total costs,assuming open
positions are filled throughout the fiscal year.New positions that are added during the budget process may
have staggered hire dates with appropriate costs reflected in the budget.
1. Vacancy Factor –General Fund appropriations will include a vacancy factor equal to 1%of total
General Fund salaries and related benefits to offset salary savings within the budget.The vacancy
factor will be budgeted as a negative expense within the General Government Department of the
General Fund.For 2016,the Vacancy Factor equals $456,212.This factor will be reduced throughout
the year as vacant positions are recognized within the department budget.
2. Benefit Payout Reserve –The City will establish a benefit payout reserve equal to 15%of the accrued
benefit liability for employees who are currently eligible to retire.Only terminating employee benefit
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FY2017 Annual Budget
expenses may be paid from this reserve.This reserve shall be funded as an offset to the vacancy
factor.For 2016,$30,000 is budgeted for this reserve.
3. Position Control –The annual budget includes a set number of positions within departments when
approved and adopted by City Council.Additional positions cannot be added without approval of
the City Council.The City Manager may approve the transfer of authorized positions between
departments if funds are available within the department.
4. Use of Excess Salary Savings –Departmental savings generated due to open positions or other salary
line item savings cannot be spent by the department unless previously approved by the City Manager
and validated by Finance as “excess funds.”
D. Special Purpose Funding –In order to support community assistance programs,the City designates specific
funding for special purposes,including Social Services,Children’s Programs,and Public Art.The City reserves
the ability to cap this special purpose funding when necessitated by budget contingency or compliance
issues,such as revenue shortfalls,or other reasons as determined by City Council.
1. Strategic Partnerships for Community Services –The City of Georgetown values partnerships with
organizations that are committed to addressing our communities’greatest public challenges and has
identified key priorities in the following areas:
Public Safety
Transportation
Housing
Parks &Recreation
Veteran Services,and
Safety Net
The City has targeted funding for these programs to be $5.00 per capita,which may be adjusted to
offset the effects of general inflation based upon Consumer Price Index.If previous funding levels
are higher than the targeted amount,and to avoid significant reductions in levels of funding,the City
Council shall seek to attain this target chiefly through population growth.These funds will be
allocated and paid according to the City Council’s guidelines for such programs.
The funding level for 2016 is $400,049 for these type of initiatives and is the same as in the previous
year.
2. Public Art Funding –The City will annually allocate funding for Public Art on a year to year basis
depending on the availability of funds in an amount to be determined at the discretion of the City
Manager.Funding priority will be given to projects that include a matching donation,including
contributions from local organizations and sponsors.Any unspent funds will accumulate and be
reallocated in the following budget year.Disbursement of these funds will be determined by the
City Council at the recommendation of the City’s Arts &Culture Advisory Board.
Every effort will be made to include public art funding in future City facilities whose primary purpose
is for public use.These projects will include a reasonable allowance for public art that fits the scope
and purpose of the building so long that it does not negatively impact the project cost beyond the
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original budget.In the event there is cost savings in the construction of City Facilities,the City Council
may consider utilizing that savings on the purchase of public art for the facility.
E.Purchasing –The City will maintain and regularly review a written Purchasing Policy.All City purchases of
goods or services will be made in accordance with the City’s current Purchasing Policy and with State law.
The following table shows a summary of approval requirements for purchases of goods and services.
Dollar Limits:Procurements:Requirements:
Under
$3,000
Under the small purchase
limit
No competitive bids and City credit
cards may be used.
$3,000
up to
$49,999
Within informal bid limit A minimum of three informal
competitive bids required unless
exempted:Historically Underutilized
Business (HUB)requirements apply in
accordance with state law.
$50,000
and above
In excess of the informal bid
limit
Formal solicitations,which includes
public notices,required unless
exempted.Advisory board review and
recommendation be
required.Council approval required.
Common exemptions to the formal solicitation process include the procurement of professional services,the
purchase of goods or services from a sole source provider,and purchases for public health emergencies.
In addition to the above,all purchases must be approved according to preapproved limits within each
department as directed and approved by the City Manager.
F. Contracts and Change Orders –Contracts and related change orders must follow the City Purchasing Policies
and State Law.In accordance with State Law,change orders are limited to 25%of the total contract amount.
Change orders greater than $50,000 require the same advisory board review and Council approvals as the original
contracts.
G. Prompt Payment –All invoices approved for payment by the proper City authorities shall be paid within thirty
(30)calendar days of receipt of goods or services or invoice date,whichever is later in accordance with State law.
The City will take advantage of all purchase discounts,when possible.
H. Risk Management –The City will pursue every opportunity to provide for the Public’s and City employees’
safety and to manage its risks.The goal shall be to minimize the risk of loss of resources through liability claims
with an emphasis on safety programs.
I. Retirement Benefits –Proposals to revise benefits administered and provided by the Texas Municipal
Retirement System shall include a written description,and,detailed and summary numerical assessments of the
changes that would result from the proposed benefit revision.
1. The numerical assessments shall include the following:
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FY2017 Annual Budget
a. The estimated change to the TMRS contribution rate that would result from the proposed
change in benefits,expressed as a percentage of employee pay and as an annual dollar amount
to the General Fund and to each City fund.
b. The estimated change to the City’s unfunded pension liability,expressed as a dollar amount.
c. The estimated change to the City’s actuarial funding ratio.
2. The description and numerical assessments must be provided to the City Council at least 72
hours prior to consideration and approval,and must be read aloud to the Council prior to Council
consideration.
3. The estimated changes to the City’s contribution rate and the unfunded pension liability
presented pursuant to the section must be based on information provided by the TMRS actuary
or by professional actuary authorized by the TMRS to provide such information.
4. Proposals to revise TMRS benefits must be voted on individually as part of the City Council’s
legislative agenda.
5. The City will amortize any unfunded actuarial liability (UAAL)over a period not to exceed the
amortization period used by the TMRS actuary.The City may amortize its UAAL more quickly by
making contributions to TMRS in excess of the rate specified by TMRS.
6. The City may elect to make an annual 1time payment prior to further fund the City’s unfunded
pension liability.Such payment will be approved and authorized by the City Council prior to
December 31 in order to be recognized in the following year’s TMRS employer contribution rate
calculation.
G. Retirement Cost of Living Adjustment
1. Within 60 days of when the TMRS annual funding update becomes available each year,staff will
review and prepare a summary of costs and options for potential costof living adjustment (COLA)
for City of Georgetown retirees.
2. Consistent with state statutes governing the Texas Municipal Retirement System,the City may
provide an automatic COLA for members of the TMRS who are retired from the City of Georgetown
and receiving a monthly retirement benefit from the TMRS.
3. The City Council may adjust the COLA provided to city retirees based upon the funding level of the
City’s pension plan,as calculated by the TMRS,as follows:
When the funding level of the City’s
pension plan is
The COLA
should be
Less than 70.0%Zero
70.0%to 79.9%0.3%of CPI
80.0%to 89.9%0.5%of CPI
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FY2017 Annual Budget
90.0%and greater 0.7%of CPI
4. Adjustments made pursuant to subsection b.should reflect the effect of the prospective change in
the COLA on the funding level of the City’s pension plan.
H. Deferred Compensation Benefits –In addition to the retirement benefit administered by the TMRS,the
City will sponsor a Deferred Compensation 457 plan,which is a supplementary individual retirement
savings plan.The City will encourage employee participation in this plan.
VI. STAFFING AND COMPENSATION
City Council and Management recognize the importance of attracting,hiring,developing,and retaining the best
people,and compensating them for the value they create.Our outstanding and innovative City employees work
diligently to bring the Vision of Council to life and deliver exceptional services to our customers while
exemplifying our Core Values.The following programs are subject to available funding in the annual operating
budget.
A. Adequate Staffing –Staffing levels will be adequate for the fiscal functions of the City to operate effectively.
Workload allocation alternatives will be explored before adding additional staff.
B. Competitive Compensation –In order to maintain a competitive pay scale,the City has implemented a
Program to address competitive market factors and other
issues impacting compensation.The program consists of:
1. Annual Pay Plan Review –To ensure the City’s pay system is accurate and competitive within the
market,the City will review its pay plans annually for any potential market adjustments necessary
to maintain the City’s competitive pay plans.
2. Pay for Performance –Each year the City will fund performance based pay adjustments for regular
nonpublic safety personnel.This meritbased program aids in retaining quality employees by
rewarding their performance.Pay for Performance adjustments are based on the employee’s most
recently completed performance evaluation.
3. Public Safety Steps –Each year the City will fund anniversary step increases for public safety sworn
personnel consistent with public safety pay scale design.
C. Self Insurance Program –The City is committed to providing quality healthcare insurance that offers the most
flexibility in health benefits and options to its employees.In order to provide the most cost effective solution,
the City has determined that establishing a selffunded health insurance plan offers the greatest opportunity
to mitigate future cost increases while offering quality health care services to its employees.The City has
established a mechanism to manage the accounts and payments associated with this program.Per GASB
Statement No.66,such funding should be accounted for as an Internal Service Fund (ISF).
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1. Employee Health Insurance ISF –This fund contains premium contributions from employees and
budgeted health insurance contributions included in the City’s annual budget process.
2. Self Insurance Reserve –Annually through the budget process,staff and the City’s Health Benefit
Consultant firm will evaluate and recommend to Council the appropriate funding levels for both a
rate stabilization reserve as well as an incurred but not reported (IBNR)reserve.
3. Employee Premiums –Annual premiums will be recommended to City Council through a
collaborative process between the City’s Employee Benefit Committee and external Health Benefits
consulting firm using historical data and other analytic analysis.
VII. FUND BALANCE POLICIES
The City’s Fund Balance is the accumulated difference between assets and liabilities within governmental funds,
and it allows the City to meet its contractual obligations,fund disaster or emergency costs,provide cash flow for
timing purposes and fund nonrecurring expenses appropriated by City Council.This policy establishes limitations
on the purposes for which Fund Balances can be used in accordance with Governmental Accounting Standards
Board (GASB)Statement Number 54.
The City’s Fund Balance will report up to five components:
A. Nonspendable Fund Balance –includes inherently nonspendable assets that will never convert to cash,as
well as assets that will not convert to cash soon enough to affect the current financial period.Assets included
in this category are prepaid items,inventory and nonfinancial assets held for resale.
B. Restricted Fund Balance –represents the portion of fund balance that is subject to legal restrictions,such as
grants or hotel/motel tax and bond proceeds.
C. Committed Fund Balance –describes the portion of fund balance that is constrained by limitations that the
City Council has imposed upon itself,and remains binding unless the City Council removes the limitation.
D. Assigned Fund Balance –is that portion of fund balance that reflects the City’s use of the resource
and is established in a less formal method by the City for that designated purpose.
E. Unassigned Fund Balance –represents funds that cannot be properly classified in one of the other four
categories.
VIII. LONG TERM LIABILITY RESERVES
The City of Georgetown recognizes certain long term unfunded commitments and contingencies that will require
substantial funding at some point in the future.The City is committed to addressing these commitments in a
fiscally prudent method by acknowledging their future financial impacts and developing strategies and
designated reserve funds to mitigate those future impacts.
A. .The list will be included in the quarterly financial
report to Council.
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IX. BUDGET CONTINGENCY PLAN
This policy is designed to establish general guidelines for managing revenue shortfalls resulting from local and
national economic downturns that adversely affect the City's revenue streams.
A. Immediate Action –Once a budgetary shortfall is projected,the City Manager will take the necessary actions
to offset any revenue shortfall with a reduction in current expenses.The City Manager may:
Freeze all new hire and vacant positions except those deemed to be a necessity.
Review all planned capital expenditures.
Delay all "nonessential"spending or equipment replacement purchases.
The City Manager shall report in a timely manner to the City Council the projected shortfall and the
actions taken to resolve it.
B. Further Action –If the actions identified in subsection A are insufficient to offset the projected revenue deficit
for the current fiscal year,the City Council may approve the following actions,in the order listed:
1. Apply unspent,unobligated surplus funds from prior fiscal years to fund onetime costs in the current
fiscal year budget.
2. Authorize the use of the General Fund Economic Uncertainty Reserve pursuant to
.
3. Notwithstanding of this policy,authorize a reduction in the
unobligated fund balance in the General Fund,pursuant to of
this policy,from 90 to 75 days.
4. Direct other reductions in services,including workforce reductions.
C. Replenish Fund Balance –As soon as practical,without placing undue strain on City services,the City Council
shall increase the unobligated fund balance in the General Fund,up to the 90day amount required in
of this policy and shall restore the General Fund Economic Uncertainty Reserve
as required in of this policy.
X. CAPITAL IMPROVEMENT PROGRAM (CIP)BUDGET
The City’s goal is to maintain City facilities and infrastructure in order to provide excellent services to the
customers within the community,meet growth related needs,and comply with all state and federal regulations.
A. Preparation –The City annually updates and adopts a fiveyear Capital Improvement Program (CIP)schedule
as part of the operating budget adoption process.The plan is reviewed and adjusted annually as needed,and
year one is adopted as the current year capital budget.The capital budget will include all capital projects,
capital resources,and estimated operational impacts.
Needed capital improvements are identified through system models,repair and maintenance
records and growth demands.
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Economic development projects that have capital infrastructure needs must be reviewed and
approved for funding by the City no later than March 1 to be included in the annual CIP process.Any
economic development project approved for funding after March 1 will be included in the following
year CIP process unless otherwise authorized by City Council.
A team approach will be used to prioritize CIP projects,whereby City staff from all operational areas
provide input and ideas relating to each project and its effect on operations.
Citizen involvement and participation will be solicited in formulating the capital budget through
neighborhood meetings,public hearings and other forums.
Capital infrastructure necessary to meet the requirements of the City’s Annexation Plan will be
identified separately within the CIP plan,so that funding alternatives can be developed if needed.
Prior to Council adoption,the following Advisory Boards will review the Capital Projects budget:
Georgetown Utility
Systems Advisory
Board
(GUS)
Georgetown
Transportation Advisory
Board (GTAB)
General Government and
Finance
AdvisoryBoard
(GGAF)
Parks Advisory
Board
Electric
Water
Wastewater
Streets
Stormwater Drainage
Airport
Facilities
Other General
Government Capital
Parks and
Recreation
B. Control –All capital project expenditures must be appropriated in the capital budget.Availability of
resources must be identified and then reviewed by the Finance Division before any CIP contract is presented
to the City Council for approval.
Prior to presentation to Council,the following Advisory Boards will review:
Georgetown Utility Systems
Advisory Board
(GUS)
Georgetown Transportation
Advisory Board
(GTAB)
General Government and
Finance
AdvisoryBoard (GGAF)
All utility contracts and
other utility expenses
greater than $50,000
All Transportation,
Stormwater Drainage and
Airport expenditures and
contracts greater than
$50,000
All General Government
nonroutine contracts and
expenditures greater than
$50,000
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FY2017 Annual Budget
C. Financing Programs –Where applicable,assessments,impact fees,pro rata charges,or other fees should be
used to fund capital projects which have a primary benefit to specific identifiable property owners.
Recognizing that longterm debt is usually a more expensive financing method,alternativefinancing sources
will be explored before debt is issued.When debt is issued,it will be used to acquire major assets with
expected lives equal or exceeding the average life of the debt issue.
Short term financing including Capital Leasing and other taxsupported obligations can be used to fund
vehicles,computers and other operating equipment provided the impact to the tax rate is minimal.
Caution should be used in replacing assets with short term,taxsupported obligations due to the repetitive
nature of the replacements.The total amount of I &S (interest and sinking)portion of the tax rate dedicated
to fund short term debt for equipment replacement will not exceed $0.04.
XI. CAPITAL MAINTENANCE AND REPLACEMENT
The City recognizes that deferred maintenance increases future capital costs.Therefore,a portion of all
individual funds with infrastructure should be budgeted each year to maintain the quality within each system.
A. Infrastructure MaintenanceOn going maintenance and major repair costs are included as capital expense
within the departmental operating budgets.These costs are generally considered system repairs and are
not capitalized for accounting purposes.They include such items as park and recreation facility repairs,street
seal coat,water line repairs and other general system maintenance.
B. Modified ApproachPavement Condition Index (PCI)Governmental Accounting Standards Board Statement
#34 provides for an alternative approach to depreciation for measuring the value of infrastructure assets
and the related costs incurred to maintain their service life at a locally established minimum standard.The
City has elected to implement this modified approach in maintaining its non enterprise fund infrastructure
assets.In order to adopt this alternative method,the City has implemented an asset management system
that determines if the minimum standards are being maintained.This measurement system will be updated
at least every 3 years.The City has elected to use this alternative method for reporting its street
infrastructure assets.
The City uses the CarteGraph PavementView Pavement Management Information System to track the
condition levels of each of the street sections.The condition of the pavement is based on the following factors:
Type of Distress
Amount of Distress
Severity of Distress
Deduct Values (function of first three)
The Pavement Condition Index (PCI)is a measurement scale is based upon a condition index ranging from
zero for a failed pavement to 100 for pavement with perfect condition.The condition index is used to
classify pavement in the following conditions:
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The City’s administrative policy is to achieve an average PCI level of 85.An 85 PCI is considered maintaining
the streets in a “good”condition.Staff will prepare a street maintenance budget that meets this target for
Council’s consideration during the budget process.The PCI level as of 2014 was 87.30.
C. Internal Service Funds Capital Maintenance &Replacement –The City currently utilizes internal service funds
to maintain and replace existing assets.Assessments are made to the using funds for the use of equipment
currently in use and to be purchased during the year.In this way,suitable funds are available for the purchase
of operational assets without the issuance of debt.
1. Fleet Maintenance and Replacement –The City has a major investment in its fleet of cars,trucks,
tractors,and other equipment.The City will anticipate replacing existing equipment,as necessary
and will establish charges that are assigned to the using departments to account for the cost of that
replacement.Vehicle maintenance is also allocated in this manner.
2. Technology –It is the policy of the City to plan and fund the maintenance and replacement of its
computer network and other technology systems.The City currently uses a fouryear replacement
cycle for all desktop computers.A reserve will be established within the ISF for replacement of major
systems and will be funded over time through excess revenues within the Fund.Funding for major
systems assumes that 50%of the replacement cost will be debt funded.
3. Facilities Maintenance –The City has established an ongoing maintenance program,which includes
major repairs,equipment,as well as contracts for maintaining City facilities.The City has anticipated
a useful life of such equipment and established a means of charging those costs to the various
departments in order to recognize the City’s continuing costs of maintaining its facilities.
Determination for facility repairs is based on useful life of the various elements of each facility.A
proportional cost for each element is expensed within the budget for capital replacement.An
additional unscheduled repair reserve equal to 10%value of annual internal service funding is also
budgeted.The estimate reserve for 2016 equals $30,000.
D. Departmental Capital Maintenance &Replacement –The City also utilizes department capital maintenance
and replacement schedules for specialized assets and equipment necessary to provide services.
1. Parks and Recreation –As part of the City’s ongoing maintenance program,the City also
recognizes the need to regularly maintain and replace grounds,equipment and facilities that are
part of the City’s Parks and Recreation system.Separate replacement and maintenance schedules
will be maintained for these items including,but not limited to,playground equipment,buildings,
sport courts,trees and grounds,and restroom facilities.The City’s goal is to provide level on going
funding to ensure safe,wellmaintained facilities for its citizens.
2. Public Safety Equipment –As part of the City’s ongoing maintenance program,the City also
recognizes the need to regularly maintain and replace specialized equipment in Police and Fire.
Separate replacement and maintenance schedules will be maintained for these items including but
not limited to for Fire:SCBA’s and other firefighting equipment and protective gear;and for Police:
PCI Rating
100–85 Good
85–45 Fair
45–0 Poor
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FY2017 Annual Budget
bullet proof vests,armaments and other tactical equipment.The City’s goal is to provide level on
going funding to ensure proper protection for employees and citizens.
E. Surplus Property
1. From time to time it is necessary to dispose of certain vehicles or equipment that have been procured
with City funds and used in City services.Individual surplus property items with expected sales value
in excess of $50,000must be approved by the City Council prior to disposition.
2. City staff will maintain reports and records of all surplus property dispositions in accordance with
good internal controls.
XII. ACCOUNTING,AUDITING AND FINANCIAL REPORTING
A. Accounting –The City is solely responsible for the recording and reporting of its financial affairs,both
internally and externally.The Finance Director is responsible for establishing the structure for the City’s
Chart of Accounts and for assuring that procedures are in place to properly record financial transactions and
report the City’s financial position.
B. General Government and Finance Advisory Board (GGAF)–The City may establish a subcommittee consisting
of at least 2 City Council members and not more than 3 citizens that may meet monthly to provide additional
oversight to the City’s Finance operations.This subcommittee will also review general government items
that are not reviewed by another City advisory board before being presented to City Council.The City’s
Finance Director will be the liaison for this subcommittee.
C. Audit of Accounts –In accordance with the ,an independent audit of the City accounts will be
performed every year.The auditor is retained by and is accountable directly to the City Council.The auditing
firm will serve for up to 5 years,at which time,the City will re bid these services and changing firms if deemed
necessary by GGAF and City Council.
D. External Reporting –Upon completion and acceptance of the annual audit by the City’s auditors,the City
shall prepare a written Comprehensive Annual Financial Report (CAFR)which shall be presented to the City
Council within 180 calendar days of the City’s fiscal year end.The CAFR shall be prepared in accordance with
Generally Accepted Accounting Principles (GAAP)and shall be presented annually to the Government
Finance Officer Association (GFOA)for evaluation and consideration for the Certificate of Achievement in
Financial Reporting.
E. Internal Reporting –The Finance Department will prepare internal financial reports,sufficient to plan,
monitor and control the City’s financial affairs.
XIII. ASSET MANAGEMENT
A. Cash Management and Investments –The City Council has formally approved a separate Investment Policy
for the City of Georgetown that meets the requirements of the Public Funds Investment Act (PFIA),Section
2256 of the Texas Local Government Code.This policy is reviewed annually by the City Council and applies
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FY2017 Annual Budget
to all financial assets held by the City and applies to all entities (component units)included in the City’s
Comprehensive Annual Financial Report (CAFR)and/or managed by the City.
1. Statement of Cash Management Philosophy –The City shall maintain a comprehensive cash
management program to include the effective collection of all accounts receivable,the prompt
deposit of receipts to the City’s depository,the payment of obligations,and the prudent investment
of idle funds in accordance with this policy.
2. Objectives –The City’s investment program will be conducted as to accomplish the following listed
in priority order:
Safety of the principal invested
Liquidity and availability of cash to pay obligations when due
Ensure public trust through responsible actions as custodians of public funds
Maximize earnings (yield)to the greatest extent possible consistent with the City’s investment
policy.
3. Safekeeping and Custody –Investments may only be purchased through brokers/dealers who meet
the criteria detailed in the investment policy,which also addresses internal controls related to
investments.
4. Standard of Care and Reporting –Investment will be made with judgment and care,always
considering the safety of principal to be invested and the probable income to be derived.The
Finance Director is responsible for the overall management of the City’s investment program and
ensures all investments are made in compliance with the investment policy.An investment report,
providing both summary and detailed information,will be presented to the City Council quarterly.
5. Authorized Investments –The City can currently invest in the following:
Certificates of Deposit
U.S.Treasury and Agency securities
Investment Pools that meet the requirements of the PFIA
Noload Money Market Mutual Funds
Fully collateralized Repurchase Agreements
Obligations of Municipal Issuers in Texas rated not less than A or its equivalent
Other investments as approved by City Council and not prohibited by law.
B. Fixed Assets –These assets will be reasonably safeguarded and properly accounted for,and prudently
insured.
1. Capitalization Criteria –For purposes of budgeting and accounting classification,the following
criteria must be capitalized:
The asset owned by the City
The expected useful life of the asset must be longer than one year,or extend the life of an
identifiable existing asset by more than one year
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FY2017 Annual Budget
The original cost of the asset must be at least $5,000
The asset must be tangible
Ongoing repairs and general maintenance are not capitalized.
2. New Purchases –All costs associated with bringing the asset into working order will be capitalized
as part of the asset cost.This will include startup costs,engineering or consultant type fees as part
of the asset cost once the decision or commitment to purchase the asset is made.The cost of
land acquired should include all related costs associated with its purchase.
3. Improvements and Replacement –Improvements will be capitalized when they extend the original
life of an asset or when they make the asset more valuable than it was originally.The replacement
of assets components will normally be expensed unless they are a significant nature and meet all the
capitalization criteria.
4. Contributed Capital –Infrastructure assets received from developers or as a result of annexation will
be recorded as equity contributions when they are received.
5. Distributions Systems –All costs associated with public domain assets,such as streets and utility
distribution lines will be capitalized in accordance with the capitalization policy.Costs should include
engineering,construction and other related costs including right of way acquisition.
6. Reporting and Inventory –The Finance Division will maintain the permanent records of the City’s
fixed assets,including description,cost,department of responsibility,date of acquisition,
depreciation and expected useful life.Periodically,random sampling at the department level will be
performed to inventory fixed assets assigned to that department.Responsibility for safeguarding
the City’s fixed assets lies with the department supervisor or manager whose department has been
assigned the asset.
XIV. DEBT MANAGEMENT
The City of Georgetown recognizes the primary purpose of capital facilities is to provide services to the
community.Using debt financing to meet the capital needs of the community must be evaluated according to
efficiency and equity.Efficiency must be evaluated to determine the highest rate of return for a given investment
of resources.Equity is resolved by determining who should pay for the cost of capital improvements.In meeting
demand for additional services,the City will strive to balance the needs between debt financing and “pay as you
go”methods.The City realizes that failure to meet the demands of growth may inhibit its continued economic
viability,but also realizes that too much debt may have detrimental effects on the City’s longrange financial
condition.
The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of
its citizens and to allow it to fulfill its various purposes as a city.
A Debt Condition Update report will be provided annually.
A. Usage of Debt –Longterm debt financing will be considered for noncontinuous capital improvements of
which future citizens will be benefited.Alternatives for financing will be explored prior to debt issuance and
include,but not limited to:
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FY2017 Annual Budget
Grants
Use of Reserve Funds
Use of Current Revenues
Contributions from developers and others
Leases
Impact Fees.
When the City utilizes longterm financing,it will ensure that the debt is soundly financed by
conservatively projecting revenue sources that will be used to pay the debt.It will not finance the
improvement over a period greater than the useful life of the improvement and it will determine that
the cost benefit of the improvement,including interest costs,is positive to the community.
The City may utilize the benefits of shortterm debt financing to purchase operating equipment provided
the debt doesn’t extend past the useful life of the asset and the potential impact to the tax rate is within
policy guidelines.The I &S (interest and sinking)portion of the tax rate cannot exceed $0.04 for short
term debt (3 10 years).
B. Types of Debt
1. General Obligation Bonds (GO’s)–General obligation bonds must be authorized by a vote of the
citizens of Georgetown.They are used only to fund capital assets of the general government and
are not to be used to fund operating needs of the City.The City’s ad valorem taxing authority backs
general obligation bonds.Conditions for issuance of general obligation debt include:
When the project will have a significant impact on the tax rate;
When the project may be controversial even through it is routine in nature;or
When the project falls outside the normal bounds of projects the City has typically done.
For debt programs that include multiple projects that will be issued over multiple years at the
discretion of the City Council,the City may approve a to manage future
property tax rate impacts.The Contract with the Voters will be included in educational information
for all applicable GO Bond elections,and will include a maximum annual tax rate increase and a
cumulative total per bond authorization maximum tax rate increase.The City will include these
impacts in its annual Debt Condition report.
The City Council will carefully manage the through annual review of
related projects to ensure full disclosure on future timing of projects included in the bond package.
Timing of authorized projects and related bond issuance will be included in the Annual Budget and
published on the City’s website.Any changes to this schedule require specific Council authorization.
2. Revenue Bonds –Revenue bonds will be issued to provide for the capital needs of any activities
where the capital requirements are necessary for the continuation or expansion of a service.The
improved activity shall produce a revenue stream to fund the debt service requirements of the
necessary improvement to provide service expansion.The average life of the obligation should not
exceed the useful life of the asset(s)to be funded by the bond issue,and will generally be limited to
no more than twenty (20)years.An exception can be made for plant expansions or related system
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FY2017 Annual Budget
expansions whose useful life is in excess of 30 years.A cost benefit analysis will be done to fully
disclose the impacts of extending debt beyond 20 years.
3. Certificates of Obligation,Contract Obligations (CO’s)–Certificates of obligation or contract
obligations may be used to fund capital requirements that are not otherwise funded by general
obligation or revenue bonds.Debt service for CO’s may be either from general revenues (tax
supported)or supported by a specific revenue stream(s)or a combination of both.Typically,the City
may issue CO’s when the following conditions are met:
When the proposed debt will have minimal impact on future effective property tax rates;
When the projects to be funded are within the normal bounds of City capital requirements,such
as for roads,parks,various infrastructure and City facilities and equipment;and
When the average life of the obligation does not exceed the useful life of the asset(s)to be
funded by the issue.
Certificates of obligation will be the least preferred method of financing and will be used with
prudent care and judgment by the City Council.Every effort will be made to ensure public
participation in decisions relating to debt financing.
4. Selfsupporting General Obligation Debt –Refers to certificates of obligation issued for a specific
purpose and repaid through dedicated revenues other than ad valorem taxes.The annual debt
requirements are not included in the property tax calculation.Both the Airport and Stormwater
Drainage funds will issue this type of debt,In addition,the Electric and Water Services Funds can
utilize this method of funding nonsystem capital assets.The City also issues debt on behalf of the
Georgetown Transportation Enhancement Corporation (GTEC)whom then pledges 4B sales tax
revenue for the repayment of that debt.
5. Internal borrowing between City Funds –The City can authorize use of existing long term reserves
as “loans”between funds.The borrowing fund will repay the loan at a rate consistent with current
market conditions.The loan will be repaid within ten (10)years.The loan will be considered an
investment of working capital reserves by the lending fund.
6. Other Shortterm Borrowing –The City may authorize the issuance of Public Property Finance
Contractual Obligations (PPFCO)which is short term obligations for the acquisition of personal public
property,such as equipment.PPFCOs are payable from either ad valorem taxes or another dedicated
revenue stream.Each issuance will be assessed to ensure cost effectiveness and the repayment
schedule will not exceed the useful life of the asset.Multiple equipment acquisitions can be grouped
in a single PPFCO issue in order to develop economies of scale.
C. Method of Sale –The City will use a competitive bidding process in the sale of bonds unless conditions in the
bond market or the nature of the issue warrant a negotiated bid.In such situations,the City will publicly
present the reasons for the negotiated sale.The City will rely on the recommendation of the financial advisor
in the selection of the underwriter or direct purchaser.The financial advisor must meet all licensing
requirements and comply with all Municipal Securities Rulemaking Board (MSRB)regulations.The City’s
financial advisor will not act as the underwriter on any City bond issue.
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FY2017 Annual Budget
D. Disclosure –Full disclosure of operating costs along with capital costs will be made to the bond rating
agencies and other users of financial information.The City staff,with assistance of the financial advisor and
bond counsel,will prepare the necessary materials for presentation to the rating agencies and will aid in the
production of the Preliminary Official Statements.The City will take responsibility for the accuracy of all
financial information released.
E. Federal Requirements –The City will maintain written procedures to follow post issuance compliance rules,
arbitrage rebate and other Federal requirements.
Post issuance tax compliance rules will include records retention,arbitrage rebate,use of
proceeds,and
Continuing disclosure requirements under SEC Rule 15c212,MSRB standards,or as may be
required by bond covenants or related agreements.
F. Debt Structuring –The City will issue bonds with an average life of twenty (20)years or less,not to exceed
the useful life of the asset acquired.The structure should approximate level debt service unless operational
matters dictate otherwise.Market factors,such as the effects of taxexempt designations,the cost of early
redemption options and the like,will be given consideration during the structuring of long term debt
instruments.Exceptions to the 20 year average life include debt issues for major system expansions,such as
water,sewer or electric plants,in which case the City may issue debt greater than 20 years since the average
life of the asset exceeds 30 years.A cost benefit analysis indicating the impacts of extending debt beyond
20 years will be completed.
G. Debt Coverage Ratio –Refers to the number of times the current combined debt service requirements or
payments would be covered by the current operating revenues net of ongoing operating expenses of the
City’s combined utilities (Electric,Water,and Wastewater).The City will maintain a minimum debt service
coverage ratio of 1.5 times for these utilities as a whole.The bond ordinances allow the City to forego a debt
reserve fund for its utility debt if the coverage is maintained at 1.35 times or better.Debt coverage for 2016
is budgeted at 3.67 times coverage.A coverage ratio of 1.5 times will also be required for all funds issuing
selfsupporting debt.
H.Bond Reimbursement Resolutions –The City may utilize bond reimbursements as a tool to manage its debt
issues,due to arbitrage requirements and project timing.In so doing,the City uses its capital reserve "cash"
to delay bond issues until such time when issuance is favorable and beneficial to the City.
The City Council may authorize a bond reimbursement resolution for General Capital projects that have a
direct impact on the City's ad valorem tax rate when the bonds will be issued within the term of the existing
City Council.In the event of unexpected circumstances that delay the timing of projects,or market
conditions that prohibit financially sound debt issuance,the approved project can be postponed and
considered by a future council until circumstantial issues can be resolved.
The City Council may also authorize revenue bond reimbursements for approved utility and other self
supporting capital projects within legislative limits.Currently revenue bonds must be issued within 18
months after an eligible bond funded project is begun.
The total outstanding bond reimbursements may not exceed the total amount of the City’s reserve funds.
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FY2017 Annual Budget
XV. OTHER FUNDING ALTERNATIVES
When at all possible,the City will research alternative funding opportunities prior to issuing debt or
increasing userrelated fees.
A. Grants –All potential grants will be examined for any matching requirements and the source of those
requirements identified.A grant funding worksheet,reviewed by Finance,that clearly identifies funding
sources,outcomes and other relevant information will be presented and approved by the City Council prior
to any grant application being submitted.It must be clearly understood that any resulting operation
requirements of the grant could be discontinued once the term and conditions of the project have been
terminated.The City Council must authorize acceptance of any grant funding.
B. Use of Reserve Funds –The City may authorize the use of reserve funds to potentially delay or eliminate a
proposed bond issue.This may occur due to higher than anticipated fund balances in prior years,thus
eliminating or reducing the need for debt proceeds,or postpone a bond issue until market conditions are
more beneficial or timing of the related capital improvements does not correspond with the planned bond
issue.Reserve funds used in this manner are replenished upon issuance of the proposed debt.
C. Developer Contributions –The City will require developers who negatively impact the City's utility capital
plans offset those impacts.These policies are further defined within the City's utility line extension policy
and other development regulations.
D. Leases –The City may authorize the use of lease financing for certain operating equipment when it is
determined that the cost benefit of such an arrangement is advantageous to the City.
E. Impact Fees –The City will impose impact fees as allowable under state law for both water and wastewater
services.These fees will be calculated in accordance with statute and reviewed at least every three years.
All fees collected will fund projects identified within the Fee study and as required by state laws.
XVI. FINANCIAL CONDITIONS,RESERVES,AND STABILITY RATIOS
The City of Georgetown will maintain budgeted minimum reserves in the ending working capital/fund balances
to provide a secure,healthy financial base for the City in the event of a natural disaster or other emergency,
allow stability of City operations should revenues fall short of budgeted projections and provide available
resources to implement budgeted expenditures without regard to actual timing of cash flows into the City.
A. Operational Coverage –The City’s goal is to maintain operations coverage of 1.0 (one),such that operating
revenues will at least equal or exceed current operating expenditures.Deferrals,shortterm loans,or one
time sources will be avoided as budget balancing techniques.Reserves will be used only for emergencies or
nonrecurring expenditures,except when balances can be reduced because their levels exceed guideline
minimums as stated below.
1. Operating Reserves –The City will maintain reserves at a minimum of seventyfive (75)days (20.83%)
of net budgeted operating expenditures.Net budgeted operating expenditure is defined as total
budgeted expenditures less interfund transfers and charges,general debt service (tax supported),
direct cost for purchased power and payments from third party grant monies.Total reserves for 2016
are $22,330,000 million.The amount of these funds are allocated within the following operating
funds and using the following guidelines to maintain the fund balance,working capital and retained
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FY2017 Annual Budget
earnings (reserves)of the various operating funds at levels sufficient to protect the City’s
creditworthiness,as well as,its financial position from unforeseeable emergencies.
2. General Fund –The fund balance reserve in the General Fund should equal ninety (90)days or 25%
of annual budgeted General Fund operating expenditures.2016 reserves are $7,925,000 million and
are allocated as follows:
a. Base Level Reserve –will equal ninety (90)days of current year budgeted operating expenditures
which will be designated for emergency use only.If the Base Level Reserve is used during the
fiscal year,the balance must return to the ninety (90)day requirement within the following fiscal
year’s adopted budget.
b. Economic Uncertainty Reserve –will equal up to 6%of current year budgeted operating
expenditures.The reserve will be designated to temporarily offset a decline in any General Fund
revenue source during the current fiscal year or in planning the future budget year.The reserve
may be used when growth in any General Fund revenue source from one fiscal year to the next
is below zero.The reserve will be available to support only existing programs approved in a prior
fiscal year.Used funds shall be restored up to the 6%reserve as soon as practical.
3. Tourism Fund –A minimum sixty days (60)or 16.67%of operating expenditures will be reserved
within the fund balance.These funds are designated to be used to offset any potential revenue
shortfall that occurs during the fiscal year and should be replenished in the following fiscal year’s
budget.
4. Water Services Fund –Working capital reserves in should be 25%or ninety (90)days of operating
expenses,net debt service and longterm water contract costs.These reserves are designated to be
used to offset potential revenue shortfalls or fund unexpected or emergency expenses that occur
during the fiscal year.These reserves should be replenished in the following budget cycle.
5. Stormwater Drainage Fund –$250,000 for unforeseen emergencies or other potential revenue
shortfalls.
6. Electric Fund –The remaining balance to meet the citywide requirement of seventyfive (75)days of
reserve funds will be maintained within this fund.It can be used for unforeseen emergencies and
expenditures.The Rate Stabilization Account and the Power Contract Credit Reserve are not
included in this Contingency Reserve.
For all other non enterprise funds,the fund balance is an indication of the balance of each particular fund at
a specific time.The ultimate goal of each such fund is to have expended the fund balance at the conclusion
of the activity for which the fund was established.
Reserve requirements will be calculated as part of the annual budget process and any additional required
funds to be added to the reserve balances will be appropriated within the budget.
Funds in excess of the minimum reserves within each fund may be expended for City purposes at the will of
the City Council once it has been determined that use of the excess will not endanger reserve requirements
in future years.This action requires an amendment to the City’s Annual Budget and is outlined in
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FY2017 Annual Budget
B. Liabilities and Receivables –Procedures will be followed to maximize discounts and reduce penalties offered
by creditors.Current liabilities will be paid within 30 days of receiving the invoice.Accounts Receivable
procedures will target collection for a maximum of 30 days of service.The Finance Director is authorized to
writeoff noncollectible,nonutility accounts that are delinquent for more than 180 days,and utility
accounts delinquent more than 180 days,provided proper delinquency procedures have been followed,and
include this information in the annual report to the City Council.
C. Capital Project Funds –Every effort will be made for all monies within the Capital Project Funds to be
expended in a timely manner preferably within thirtysix (36)months of receipt.The fund balance will be
invested and income generated will offset increases in construction costs or other costs associated with the
project.Capital project funds are intended to be expended totally,with any unexpected excess to be
transferred to the Debt Service fund to service project related debt service.
D. General Debt Service Funds –Revenues within this fund are stable,based on property tax revenues.Balances
are maintained to meet contingencies and to make certain that the next year’s debt service payments may
be met in a timely manner.Fund balance should not fall below 45 days annual debt service requirements,in
accordance with IRS guidelines.
E. Investment of Reserve Funds –The reserve funds will be invested in accordance with the City’s investment
policy.Existing noncash investment would be exempt through retirement of the investment.
F. Ratios/Trend Analysis –Ratios and significant balances will be incorporated into both the midyear and annual
reports to the City Council.This information will provide users with meaningful data to identify major trends
of the City's financial condition through analytical procedures.The following ratios/balances will be used as
key financial indicators:
Fund Balance/Equity:Assetsliabilities
FB/E AL (Acceptable level)minimum reserve requirement
Working Capital:Current assets less current liabilities
CA CLAL minimum reserve requirement
Current Ratio:Current assets divided by current liabilities
CA/CLAL >1.00
Quick Ratio:"Liquid"current assets divided by current liabilities
Liquid CA/CL AL >1.00
Debt/Assessed AV Taxes :Debt divided by assessed Ad Valorem value
D/AVAL <5
Debt Ratio:Current liabilities plus long term liabilities divided by total
assets
CL +LTL/TAAL <1
Enterprise Operating Coverage:Operating revenue divided by operating expense
OR/OEAL >1.25
262
FY2017 Annual Budget
Times Coverage Ratio:Operating revenue less operating expense divided by
annual debt service
(OROE)/DSV AL >1.5
The City will be to develop minimum/maximum levels for the above ratios/balances through analyzing
of City historical trends and future projections.These ratios will also be compared to other similar or
regional municipalities for further analysis.
XVII. INTERNAL CONTROLS
A. Written Procedures –Wherever possible,written procedures will be established and maintained by the
Finance Director for all functions involving cash handling and/or accounting throughout the City.These
procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement.
B. Internal Audit Program –An internal audit program will be maintained by the Finance Director to ensure
compliance with City policies and procedures and to prevent the potential for fraud.
1. Departmental Audits –departmental processes will be reviewed to ensure dual control of City assets
and identify the opportunity for fraud potential,as well as,to ensure that departmental internal
procedures are documented and updated as needed.
2. Employees or Transaction Review –Programs to be audited include Petty Cash,City Credit Card
accounts,time entry,and travel.All discrepancies will be identified,and the employee’s Director
will be notified.The City Manager will also be notified depending on the seriousness of the
infraction.
3. The Finance Director and City Manager will present an annual audit plan to the General Government
and Finance board.Results of all internal audits will be provided to the GGAF and City Council at
year end.
C. Directors Responsibility –Each Director is responsible for ensuring that good internal controls are followed
throughout their department,that all Finance Division directives are implemented and that all independent
auditor internal control recommendations are addressed.Departments will develop and periodically update
written internal control procedures.
263
FY2017 Annual Budget
FY2017 FT
Changes
FY2017 PT
Changes
100 General Fund
ASSISTANT BUILDING OFFICIAL 1 0
COMMUNITY RESOURCES COORDINATOR 1 0
EMERGENCY COMM OPERATOR 2 0
FIREFIGHTER 3 0
INFORMATION SPECIALIST 1 0
MARKETING EVENTS SPECIALIST 1 0
MEDICAL HEALTH AND FITNESS COORD 0 0.5
POLICE OFFICER 1 0
PUBLIC WORKS DIRECTOR 1 0
RECREATION ASSISTANT 0 0.5
TENNIS CENTER ASSISTANT 0 0.5
100General Fund Total 11 1.5
244 Paramedic Fund
FIREFIGHTER 3 0
MEDICAL HEALTH AND FITNESS COORD 0 0.5
244Paramedic Fund Total 3 0.5
540 Joint Services Fund
INSPECTIONS SUPERVISOR 1 0
540Joint Services Fund Total 1 0
570 Information Technology
AV TECH 0 0.5
SYSTEMS ANALYST 1 0
SYSTEMS ANALYST,SENIOR 2 0
570Information Technology Total 3 0.5
600 Airport Fund
AIRPORT MAINTENANCE WORKER 1 0
600Airport Fund Total 1 0
610 Electric Fund
FIBER INFRASTRUCTURE TECH 1 0
UTILITIES ANALYST 1 0
610Electric Fund Total 2 0
Grand Total 21 2.5
EMPLOYEE DETAILED LISTING
CITYWIDE SUMMARY OF FY2017 NEW POSITIONS
264
FY2017 Annual Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
Changes FY2017 FT FY2017 PT
100General Fund
0107 Planning
ADMINISTRATIVE ASSISTANT 1.0 1.0
DIR,PLANNING 1.0 1.0
PLANNER 2.0 2.0
PLANNER,SENIOR 2.0 2.0
PLANNING TECHNICIAN 2.0 2.0
PRINCIPAL PLANNER 2.0 2.0
0107Planning Total 10.0 10.0
0202 Parks Admin
DIR,PARKS &RECREATION 1.0 1.0
SUPV,ADMINISTRATIVE 1.0 1.0
0202Parks Admin Total 2.0 2.0
0210 Library
ACCOUNTING SPECIALIST 1.0 1.0
ADMINISTRATIVE ASSISTANT 1.0 1.0
ASST DIR,LIBRARY SERVICES 1.0 1.0
COMMUNITY OUTREACH LIBRARIAN 1.0 1.0
COMMUNITY RESOURCES COORDINATOR 1.0 1.0
DIR,LIBRARY SVCS 1.0 1.0
LIBRARIAN 5.0 5.0
LIBRARIAN,SENIOR 2.0 2.0
LIBRARY AIDE 0.50 0.5
LIBRARY ASSISTANT 7.0 2.00 7.0 2.0
LIBRARY ASSISTANT,SENIOR 1.0 1.0
0210Library Total 20.0 2.50 1.0 21.0 2.5
0211 Parks
ASST DIR,PARKS &RECREATION 1.0 1.0
MARKETING EVENTS SPECIALIST 1.0 1.0
PARKS MAINT WORK,SENIOR 6.0 6.0
PARKS MAINTENANCE FOREMAN 2.0 2.0
PARKS MAINTENANCE WORKER 7.0 1.00 7.0 1.0
SUPT,PARKS 1.0 1.0
URBAN FORESTER 1.0 1.0
0211Parks Total 18.0 1.00 1.0 19.0 1.0
0212 Recreation
ADMINISTRATIVE ASSISTANT 1.0 1.0
AQUATIC SPECIALIST 1.0 1.0
AQUATICS SUPERVISOR 1.0 1.0
COORD,YOUTH ADVENTURE PGM 1.0 1.0
OFFICE SPECIALIST 1.0 1.0
POOL/REC MAINT SPECIALIST 1.0 1.0
PRM COORD,RECREATION 2.0 2.0
RECREATION ASSISTANT 1.0 1.0
RECREATION SPECIALIST 4.0 4.0
RECREATION SPECIALIST,SENIOR 1.0 1.0
SPEC EVENTS &MARKETING COORD 1.0 1.0
SUPT,RECREATION 1.0 1.0
SUPT,SPECIAL SERVICES 1.0 1.0
SUPV,RECREATION 2.0 2.0
0212Recreation Total 19.0 19.0
FY2016 Actual FY2017 Changes FY2017 Budget
GENERAL FUND
265
FY2017 Annual Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
Changes FY2017 FT FY2017 PT
100General Fund
0213 Tennis Center
TENNIS CENTER ASSISTANT 1.00 0.5 1.5
TENNIS CENTER SPECIALIST 1.0 1.0
TENNIS PROFESSIONAL 1.0 1.0
0213Tennis Center Total 2.0 1.00 0.5 2.0 1.5
0214 Rec Programs
COORD,CHALLENGE COURSE 1.0 1.0
RECREATION ASSISTANT 4.50 0.5 5.0
0214Rec Programs Total 1.0 4.50 0.5 1.0 5.0
0316 Municipal Court
ADMIN,MUNICIPAL COURT 1.0 1.0
ASSOCIATE DEPUTY COURT CLERK 2.0 2.0
DEPUTY COURT CLERK 1.0 1.0
DEPUTY COURT CLERK,SENIOR 1.0 1.0
MUNICIPAL COURT JUDGE 0.50 0.5
SUPV,MUNICIPAL COURT 1.0 1.0
0316Municipal Court Total 6.0 0.50 6.0 0.5
0402 Fire Support Services
ADMINISTRATIVE ASSISTANT 1.0 1.0
ASSISTANT FIRE CHIEF 2.0 2.0
BATTALION CHIEF 2.0 2.0
EMERGENCY MANAGEMENT COOR 1.0 1.0
FIRE CAPTAIN 3.0 3.0
FIRE CHIEF 1.0 1.0
FIRE LIEUTENANT 2.0 2.0
FIRE PLANS/CODE INSPECTOR 1.0 1.0
SUPV,ADMINISTRATIVE 1.0 1.0
0402Fire Support Services Total 14.0 14.0
0422 Fire Emergency Services
BATTALION CHIEF 3.0 3.0
FIRE CAPTAIN 6.0 6.0
FIRE DRIVER 21.0 21.0
FIRE LIEUTENANT 15.0 15.0
FIREFIGHTER 39.0 3.0 42.0
MEDICAL HEALTH AND FITNESS COORD 0.5 0.5
0422Fire Emergency Services Total 84.0 3.0 0.5 87.0 0.5
0536 Inspections
ASSISTANT BUILDING OFFICIAL 1.0 1.0
BUILDING INSPECTOR 5.0 5.0
BUILDING PLANS EXAMINER 2.0 2.0
CHIEF BUILDING INSPECTOR 1.0 1.0
CHIEF BUILDING OFFICIAL 1.0 1.0
CHIEF PLANS EXAMINER 1.0 1.0
PERMIT TECHNICIAN 3.0 3.0
0536Inspections Total 13.0 1.0 14.0
FY2016 Actual FY2017 Changes FY2017 Budget
266
FY2017 Annual Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
ChangesFY2017 FT FY2017 PT
100General Fund
0602Administration
ASSISTANT TO THE CITY MANAGER 1.0 1.0
CITY MANAGER 1.0 1.0
COORD,HOUSING 1.0 1.0
COORD,PLANNING PROJECT 1.0 1.0
EXECUTIVE ASSISTANT 2.0 2.0
MAIL COURIER 1.00 1.0
MGR,ASSISTANT CITY 2.0 2.0
MGR,CIP 1.0 1.0
0602Administration Total 9.0 1.00 9.0 1.0
0635City Secretary
ASSISTANT CITY SECRETARY 1.0 1.0
CITY SECRETARY 1.0 1.0
COORD,RECORDS 1.0 1.0
OFFICE SPECIALIST 1.0 1.0
RECORDS SPECIALIST 1.0 1.0
0635City Secretary Total 5.0 5.0
0655Public Communications
INFORMATION SPECIALIST 1.0 1.0
MGR,PUBLIC COMMUNICATIONS 1.0 1.0
MULTI MEDIA SPECIALIST 1.0 1.0
0655Public Communications Total 2.0 1.0 3.0
0702Police Adminstration
ASSISTANT CHIEF OF POLICE 1.0 1.0
POLICE CHIEF 1.0 1.0
PUBLIC SAFETY INFO SPECIALIST 1.0 1.0
SUPV,ADMINISTRATIVE 1.0 1.0
0702Police Adminstration Total 4.0 4.0
0742PD Operations
COORD,VICTIM SERVICES 1.0 1.0
CRIME SCENE SPECIALIST 1.0 1.0
CRIMINAL INTELLIGENCE ANALYST 1.0 1.0
EMERGENCY COMM OPERATOR 7.0 2.0 9.0
EMERGENCY COMM OPERATOR,SR 5.0 5.0
MGR,EMERGENCY COMMUNICATIONS 1.0 1.0
POLICE CAPTAIN 2.0 2.0
POLICE LIEUTENANT 9.0 9.0
POLICE OFFICER 55.0 55.0
POLICE RECORDS SPECIALIST 2.0 2.0
POLICE SERGEANT 13.0 13.0
PROPERTY &EVIDENCE CTRL TECH 1.0 1.0
PUB SAFETY VOLUNTEER PGM COORD 0.50 0.5
SUPV,EMERGENCY COMM 4.0 4.0
SUPV,POLICE RECORDS 1.0 1.0
0742PD Operations Total 103.0 0.50 2.0 105.0 0.5
FY2016 Actual FY2017 Changes FY2017 Budget
267
FY2017 Annual Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
ChangesFY2017 FT FY2017 PT
100General Fund
0744Animal Services
ANIMAL CONTROL OFFICER 2.0 2.0
ANIMAL HEALTH TECHNICIAN 2.0 2.0
ANIMAL SHELTER TECHNICIAN 1.50 1.5
COORD,ANIMAL SVCS MKTG 2.0 2.0
MGR,ANIMAL SERVICES 1.0 1.0
SUPV,ANIMAL CARE 1.0 1.0
SUPV,ANIMAL CONTROL 1.0 1.0
0744Animal Services Total 9.0 1.50 9.0 1.5
0745Code Enforcement
CHIEF CODE ENFORCEMENT OFFICER 1.0 1.0
CODE ENFORCEMENT OFFICER 4.0 4.0
0745Code Enforcement Total 5.0 5.0
0802Public Works
COORD,TRANS PLANNING 1.0 1.0
PUBLIC WORKS DIRECTOR 1.0 1.0
SOLID WASTE/RECYCLING COOR 1.0 1.0
TRANSPORTATION ANALYST 1.0 1.0
0802Public Works Total 3.0 1.0 4.0
0846Streets
HEAVY EQUIPMENT OPERATOR 3.0 3.0
LIGHT EQUIPMENT OPERATOR 9.0 9.0
MGR,TRANSPORTATION SVCS 1.0 1.0
PAVING FOREMAN 1.0 1.0
SIGN &SIGNAL FIELD TECHNICIAN 1.0 1.0
STREETS FOREMAN 2.0 2.0
STREETS MAINTENANCE WORKER 0.75 0.8
SUPT,STREETS &DRAINAGE 1.0 1.0
0846S treets Total 18.0 0.75 18.0 0.8
Grand Total 347.0 13.25 10.0 1.5 357.00 14.75
FY2016 Actual FY2017 Changes FY2017 Budget
268
FY2017 Annual Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
Changes FY2017 FT FY2017 PT
201Convention and Visitors Bureau
0208 CVB
COORD,MARKETING 1.0 1.0
COORD,VISITOR CENTER 1.0 1.0
GROUP SALES &SERVICING COORD 1.0 1.0
MGR,TOURISM/CVB 1.0 1.0
VISITOR INFORMATION SPECIALIST 0.50 0.5
0208CVB Total 4.0 0.50 4.0 0.5
244Paramedic Fund
0448 Paramedic Program
FIREFIGHTER 15.0 3.0 18.0
MEDICAL HEALTH AND FITNESS COORD 0.5 0.5
0448Paramedic Program Total 15.0 3.0 0.5 18.0 0.5
Grand Total 19.0 0.50 3.0 0.5 22.00 1.00
FY2016 Actual FY2017 Changes FY2017 Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
ChangesFY2017 FT FY2017 PT
500Facilities
0319Facilities Maintenance
BUILDING MAINT TECHNICIAN 2.0 2.0
BUILDING MAINT TECHNICIAN,SR 2.0 2.0
FACILITIES FOREMAN 1.0 1.0
MGR,PROJECT 1.0 1.0
SUPT,FACILITIES 1.0 1.0
0319Facilities Maintenance Total 7.0 7.0
520Fleet Services
0320Vehicle Services
FLEET MANAGER 1.0 1.0
MECHANIC 1.0 1.0
MECHANIC,LEAD 1.0 1.0
MECHANIC,MASTER 5.0 5.0
OFFICE SPECIALIST 1.0 1.0
0320Vehicle Services Total 9.0 9.0
540Joint Services Fund
0302Finance Administration
ADMINISTRATIVE ASSISTANT 1.0 1.0
BUDGET ANALYST 1.0 1.0
DIR,FINANCE 1.0 1.0
MGR,BUDGET 1.0 1.0
0302Finance Administration Total 4.0 4.0
0315Accounting
ACCOUNTANT 1.0 1.0
ACCOUNTANT,SENIOR 3.0 3.0
ACCOUNTING SPECIALIST 1.0 1.0
ACCOUNTING SPECIALIST,SENIOR 3.0 3.0
CONTROLLER 1.0 1.0
SUPV,ACCOUNTING SPECIALIST 1.0 1.0
0315Accounting Total 10.0 10.0
FY2016 Actual FY2017 Changes FY2017 Budget
SPECIAL REVENUE FUND
INTERNAL SERVICE FUNDS
269
FY2017 Annual Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
ChangesFY2017 FT FY2017 PT
540Joint Services Fund
0317Purchasing
BUYER 1.0 1.0
BUYER,SENIOR 1.0 1.0
COORD,CONTRACT 1.0 1.0
COORD,WAREHOUSE 1.0 1.0
MGR,PURCHASING 1.0 1.0
SUPV,WAREHOUSE 1.0 1.0
WAREHOUSE WORKER 2.0 2.0
0317Purchasing Total 8.0 8.0
0321Customer Care
AMI &BILLING SPECIALIST 4.0 4.0
BUSINESS ANALYST 1.0 1.0
COORD,AIRPORT BUSINESS OPS 1.0 1.0
DEVELOPMENT ACCOUNT SPECIALIST 3.0 3.0
DIR,CUSTOMER CARE 1.0 1.0
MGR,CUSTOMER CARE OPS 1.0 1.0
SUPV,UTILITY CUSTOMER SVC 3.0 3.0
UTILITY CUSTOMER SVC REP 1.0 1.0
UTILITY CUSTOMER SVC REP,SR 8.0 8.0
0321Customer Care Total 23.0 23.0
0502GUS Administration
ADMINISTRATIVE ASSISTANT 4.0 4.0
BUSINESS PROCESS CONSULTANT 1.0 1.0
EXECUTIVE ASSISTANT 1.0 1.0
GENERAL MANAGER UTILITIES 1.0 1.0
MGR,UTILITY DEP GEN 1.0 1.0
RECORDS SPECIALIST 1.0 1.0
0502GUS Administration Total 9.0 9.0
0526Engineering
BUILDING INSPECTOR 1.0 1.0
COORD,REAL ESTATE SVCS 1.0 1.0
DIR,SYSTEMS ENGINEERING 1.0 1.0
INSPECTIONS SUPERVISOR 1.0 1.0
INSPECTOR,MASTER 1.0 1.0
MGR,CIP 1.0 1.0
MGR,PROJECT 2.0 2.0
PUB IMPROVEMNT INSP SR 1.0 1.0
PUB IMPROVEMNT INSP,SR 2.0 2.0
PUBLIC IMPROVEMENT INSP 1.0 1.0
PUBLIC IMPROVEMENT INSP,SR 1.0 1.0
TRANSPORTATION ENGINEER 1.0 1.0
UTILITY ENGINEER 1.0 1.0
UTILITY SYSTEMS INFO MANAGER 1.0 1.0
WATER UTILITY ENGINEER 1.0 1.0
0526Engineering Total 16.0 1.0 17.0
0534Conservation
ENERGY AUDITOR/COORDINATOR 1.0 1.0
MARKET DATA ANALYST 1.0 1.0
MARKET PROGRAM COORD 1.0 1.0
MARKETING &CONSERVATION MGR 1.0 1.0
UTILITY CONSERVATION COOR 1.0 1.0
0534Conservation Total 5.0 5.0
FY2016 Actual FY2017 Changes FY2017 Budget
270
FY2017 Annual Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
Changes FY2017 FT FY2017 PT
540Joint Services Fund
0547 Engineering Support
BUSINESS SYSTEMS ANALYST 1.0 1.0
COORD,SYS ENG PROJECT 1.0 1.0
GIS ANALYST 3.0 3.0
SUPV,SYSTEMS ENGINEERING 1.0 1.0
SYSTEMS ENGINEERING ASSOCIATE 4.0 4.0
0547Engineering Support Total 10.0 10.0
0637 Economic Development
ADMINISTRATIVE ASSISTANT 1.0 1.0
ECONOMIC DEVELOPMENT DIRECTOR 1.0 1.0
MGR,ECO DEVELOPMENT PGM 1.0 1.0
0637Economic Development Total 3.0 3.0
0639 Human Resources
ADMIN,BENEFIT&WELLNSS PGM 1.0 1.0
ASST DIR,HUMAN RESOURCES 1.0 1.0
DIR,HUMAN RESOURCES 1.0 1.0
HR GENERALIST,LEAD 1.0 1.0
HUMAN RESOURCES GENERALIST 2.0 2.0
HUMAN RESOURCES SPECIALIST 1.0 1.0
0639Human Resources Total 7.0 7.0
0653 Main Street
MGR,MAIN STREET 1.0 1.0
0653Main Street Total 1.0 1.0
0654 Legal
ASSISTANT CITY ATTORNEY 1.0 1.0
CITY ATTORNEY 1.0 1.0
EXECUTIVE ASSISTANT 1.0 1.0
FIRST ASST CITY ATTORNEY 1.0 1.0
LEGAL ASSISTANT 1.0 1.0
0654Legal Total 5.0 5.0
570Information Technology
0652 Information Technology
ADMIN,NETWORK 2.0 2.0
ADMIN,SYSTEMS 2.0 2.0
AV TECH 0.5 0.5
DIR,ASST IT 1.0 1.0
DIR,IT 1.0 1.0
EMAIL ADMINISTRATOR 1.0 1.0
ENTERPRISE ARCHITECT 1.0 1.0
IT SUPPORT SPECIALIST 2.0 2.0
MGR,IT OPERATIONS 1.0 1.0
MGR,IT OPREATIONS 1.0 1.0
SUPV,IT 1.0 1.0
SYSTEMS ANALYST 2.0 1.0 3.0
SYSTEMS ANALYST,SENIOR 2.0 2.0 4.0
WEB DEVELOPER 1.0 1.0
0652Information Technology Total 18.0 3.0 0.5 21.0 0.5
Grand Total 135.0 4.0 0.5 139.00 0.50
FY2016 Actual FY2017 Changes FY2017 Budget
271
FY2017 Annual Budget
ELECTRIC FUND
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
Changes FY2017 FT FY2017 PT
610Electric Fund
0521 SCADA
SCADA SYSTEMS TECHNICIAN 3.0 3.0
SUPV,SCADA 1.0 1.0
0521SCADA Total 4.0 4.0
0522 Electric Administration
COORD,SAFETY &TRAINING 1.0 1.0
DIR,UTILITY 0.50 0.5
SAFETY &TRAINING SPECIALIST 1.0 1.0
0522Electric Administration Total 2.0 0.50 2.0 0.5
0524 Technical Services
FIBER INFRASTRUCTURE TECH 1.0 1.0
FIELD COLLECTION REP 1.0 1.0
FIELD CUSTOMER SERVICE TECH 2.0 2.0
METERING TECHNICIAN 2.0 2.0
METERING TECHNICIAN,SENIOR 2.0 2.0
METERING TECHNICIAN,SR 1.0 1.0
MGR,TECHNICAL SERVICES 1.0 1.0
SUPV,METER SERVICES 1.0 1.0
WATER SERVICES TECH,TRAINEE 1.0 1.0
0524Technical Services Total 11.0 1.0 12.0
0525 T&D Operations
ELEC JOURNEY LINEMAN CREW LD 4.0 4.0
ELEC PLANNER SCHEDULER 3.0 3.0
ELECTRIC APPRENTICE LINEMAN 1.0 1.0
ELECTRIC APPRENTICE LINEMAN 4.0 4.0
ELECTRIC JOURNEYMAN LINEMAN 4.0 4.0
ELECTRIC LINEMAN 7.0 7.0
ELECTRIC LINEMAN APPRENTICE 1.0 1.0
MGR,ELECTRIC OPERATIONS 1.0 1.0
SUBSTATION I &C TECHNICIAN 1.0 1.0
SUBSTATION I &C TECHNICIAN 1.0 1.0
SUBSTATION TECHNICIAN 2.0 2.0
SUPV,ELEC OPERATIONS 4.0 4.0
0525T&D Operations Total 33.0 33.0
0537 Resource Management
MGR,RESOURCE PLAN &INTEG 1.0 1.0
UTILITIES ANALYST 1.0 1.0 2.0
0537Resource Management Total 2.0 1.0 3.0
0555 System Operations
SUPV,T &D SERVICES 1.0 1.0
SYSTEM CONTROL MANAGER 1.0 1.0
SYSTEM CONTROL SUPERVISOR 1.0 1.0
UTILITY SYSTEM OPERATOR 6.0 6.0
UTILITY SYSTEMS LOCATOR 3.0 3.0
UTILITY SYSTEMS OPERATOR 1.0 1.0
0555System Operations Total 13.0 13.0
0557 Electrical Engineering
COORD,ASSOC ELECTRIC PROJ 1.0 1.0
COORD,ELECTRIC PROJ 4.0 4.0
ELECTRIC SERVICE DELIVERY SUP 1.0 1.0
MGR,ELECTRIC ENGINEERING 1.0 1.0
0557Electrical Engineering Total 7.0 7.0
Grand Total 72.0 0.50 2.0 74.00 0.50
FY2016 Actual FY2017 Changes FY2017 Budget
272
FY2017 Annual Budget
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
ChangesFY2017 FT FY2017 PT
600Airport Fund
0636Airport
AIRPORT ATTENDANT 2.00 2.0
AIRPORT MAINTENANCE WORKER 0.50 1.0 1.0 0.5
COORD,AIRPORT MAINT 1.0 1.0
MGR,AIRPORT 1.0 1.0
0636Airport Total 2.0 2.50 1.0 3.0 2.5
640Stormwater Fund
0845Stormwater
CREWMAN I 0.50 0.5
DRAINAGE FOREMAN 1.0 1.0
HEAVY EQUIPMENT OPERATOR 1.0 1.0
LIGHT EQUIPMENT OPERATOR 5.0 5.0
SIGN &SIGNAL FIELD TECHNICIAN 1.0 1.0
STORMWATER SUPV,MS4 1.0 1.0
0845Stormwater Total 9.0 0.50 9.0 0.5
Grand Total 11.0 3.00 1.0 12.00 3.00
FY2016 Actual FY2017 Changes FY2017 Budget
WATER FUND
OTHER ENTERPRISE FUNDS
FY2016 FT FY2016 PT
FY2017 FT
Changes
FY2017 PT
Changes FY2017 FT FY2017 PT
660Water Fund
0527 Water Services Administration
DIR,UTILITY 0.50 0.5
0527Water Services Administration Total 0.50 0.5
0529 Water Plant Management
PLANT OPERATIONS SUPERVISOR 1.0 1.0
PLANT OPERATIONS TECH 1.0 1.0
PLANT OPERATIONS TECH,SR 3.0 3.0
PLANT OPERATIONS TECHNICIAN 2.0 2.0
SUPT,PLANT OPERATIONS 1.0 1.0
0529Water Plant Management Total 8.0 8.0
0531 Wastewater Plant Management
PLANT OPERATIONS SUPERVISOR 1.0 1.0
PLANT OPERATIONS TECH,SR 4.0 4.0
PLANT OPERATIONS TECH,TRAINEE 1.0 1.0
PLANT OPERATIONS TECHNICIAN 1.0 1.0
0531Wastewater Plant Management Total 7.0 7.0
0553 Water Operations
MGR,WATER SERVICES 1.0 1.0
SAFETY &TRAINING SPECIALIST 1.0 1.0
SUPV,WATER SERVICES 5.0 5.0
WATER SERVICES TECH,TRAINEE 13.0 13.0
WATER SERVICES TECHNICIAN 13.0 13.0
WATER SERVICES TECHNICIAN,SR 7.0 7.0
WATER SVCS TECH SPECIALIST 2.0 2.0
0553Water Operations Total 42.0 42.0
Grand Total 57.0 0.50 57.00 0.50
FY2016 Actual FY2017 Changes FY2017 Budget
City Wide Total 641.0 17.75 20.0 2.5 661.00 20.25
273
FY2017 Annual Budget
CONTINGENCY RESERVE REQUIREMENTS WORKSHEET
These pages provide a listing of the City’s Contingency Reserve Requirements per Section XII.B of the Fiscal and
Budgetary Policy.
City Wide Other General Electric Water Services
Total Budgeted Expenditures 305,283,943 96,813,403 57,492,644 67,356,369 83,621,527
Less
Purchased Power Electric (38,000,000)(38,000,000)
Long Term Contracts (12,390,900)(5,750,000)(6,640,900)
Social Service &One Time Expenses (2,091,637)(48,883)(1,734,754)(308,000)
Capital Improvements Electric,WW,Water (51,508,000)(4,781,000)(46,727,000)
Capital Improvements Other Enterprise Funds (987,500)(987,500)
Capital Improvements GCP &Streets (24,770,383)(24,770,383)
Capital Maintenance General/Utilities (3,359,218)(623,000)(1,168,661)(1,567,557)
Capital Improvements Special Revenue Funds (3,603,463)(3,603,463)
Restricted Special Revenue funds
Airport Fuel Charge (2,296,928)(2,296,928)
Debt Service (19,987,201)(5,182,487)
Interfund Transfers (9,528,786)(1,444,716)(5,365,645)(2,718,425)
Interfund Charges (29,795,836)(15,826,039)(6,047,329)(7,922,468)
Budgeted Operating Expenditures 106,964,091 32,114,135 11,685,734 12,862,690
Percentage Reserve Requirements
60 days 17,583,138 5,279,036 1,920,943 2,114,415
75 days 21,978,923 6,598,795 2,401,178 2,643,018
90 days 26,374,707 7,918,554 2,881,414 3,171,622
Minimum
Days
Required
Minimum
Amount
Required
Current
Amount
Included
Fund
Electric Fund N/A 2,401,178 5,000,000
General Fund 90 days 7,918,554 8,000,000
Stormwater Drainage Fund N/A 250,000 250,000
Water Services Fund 90 days 3,171,622 5,000,000
Airport Fund N/A 150,000
Airport Fund contingency adjustment
Convention &Visitors Bureau SRF 60 days 200,000 200,000
All other City Funds expenditures N/A 7,887,569 N/A
Total for all Expenditures 75 days 21,978,923 22,330,000
Note:
The city wide c ontingency reserve requi rement is 75 days of operating expenses.Only the General,Stormwater
Drainage,Water Services,and Convention and Visitors Bureau SRF have a specific minimum fund reserve
requirement.All excess reserves for City expenditures in funds that do not have a specific fund requirement
are held in other operating funds.
274
FY2017 Annual Budget
FY2017 Approved Enchancements FTE
FY2017
Personnel
FY2017
O&M
FY2017
Capital
FY2017
Total
General Fund
100 0107 Planning
2030 Comprehensive Plan Update 123,000 123,000
Increase in Personnel Cost for OT 9,000 9,000
Review and amendment of the UDC requirements
for transportation related development standards.5,000 5,000
100 0107 Planning Total 9,000 128,000 137,000
100 0210 Library
ReorganizationLibrary Assistant to Marketing
Coordinator 9,128 9,128
Community Resources Coordinator 1.0 8,786 8,786
Books 20,000 20,000
Temporary Part Time Salaries 6,223 6,223
100 0210 Library Total 1.0 24,137 20,000 44,137
100 0211 Parks
Garey Park Operations 1.0 20,335 31,800 20,900 73,035
Parks Landscape Maintenance Contract 25,000 25,000
Replace Wide Area Mower (64,214)44,000 (20,214)
100 0211 Parks Total 1.0 20,335 (7,414)64,900 77,821
100 0213 Tennis Center
Repair Tennis Center Court Light Poles 9,000 9,000
Part Time Tennis Center Assistant 0.5 14,803 150 14,953
100 0213 Tennis Center Total 0.5 14,803 9,150 23,953
100 0214 Recreation Programs
Part Time Recreation Assistant 0.5 14,594 150 14,744
Special Needs Camp program 5,000 5,000
Special Needs Camp Program (Revenue Offset)(5,000)(5,000)
Program Assistant (Athletics)Temp on Call 13,706 300 14,006
Program Assistant (Athletics)Temp on Call
(Revenue Offset)(13,706)(300)(14,006)
100 0214 Recreation Programs Total 0.5 14,594 150 14,744
100 0422 Emergency Services
Firefighter Float OT Control Positions (3) 3.0 216,787 21,300 238,087
Replace Hydraulic Rescue Tool Set and Thermal
Imaging Camera 49,000 49,000
Paramedic Academy 30,000 30,000
SCBA Maintenance 17,100 17,100
PPE Cleaning &Testing 15,000 15,000
PPE Replacement Program 10,000 10,000
EMS Compliance Officer/MHF (General Fund)96,813 2,878 99,691
EMS Compliance Officer/MHF (1/2 Funding
Transferred to EMS Fund)(48,407)(1,439)(49,846)
100 0422 Emergency Services Total 3.0 265,194 143,839 409,033
APPROVED FY2016 BUDGET ENHANCEMENTS
These pages provide a listing of all Service Level Improvements and Program Requests that have been approved in
the FY2016 Annual Budget.All approved requests are listed by Funding Source and Department.
275
FY2017 Annual Budget
FY2017 Approved Enchancements FTE
FY2017
Personnel
FY2017
O&M
FY2017
Capital FY2017 Total
General Fund
100 0536 Permitting &Inspections
Assistant Building Official Position 1.0 48,314 6,960 26,906 82,180
100 0536 Permitting &Inspections Total 1.0 48,314 6,960 26,906 82,180
100 0635 City Secretary
Chisolm Trail Election Expense 28,208 28,208
Election Expense 10,000 10,000
Other Supplies 4,000 4,000
Travel and Training 2,000 2,000
Food Expense 1,000 1,000
Ads,Notices,and Recording Fees 1,000 1,000
Office Supplies 1,000 1,000
Records Preservation 55,000 55,000
100 0635 City Secretary Total 102,208 102,208
100 0638 Government Contracts
Process review and selection for new FIS &HR
system 150,000 150,000
Fiscal Impact And Cost to Serve Model 120,000 120,000
Feasibility of Housing Tools 35,000 35,000
Funding increase from $129,010 to $138,890
based on per capita of $2.35 (59,102 pop).9,880 9,880
100 0638 Government Contracts Total 314,880 314,880
100 0655 Public Communications
Brand Development and Design Guidelines 20,000 20,000
Information Specialist 1.0 (25,307)(4,500)(29,807)
100 0655 Public Communications Total 1.0 (25,307)15,500 (9,807)
100 0742 PD Operations
Bullet Proof Vest Replacement 11,280 11,280
School Resource Officer 1.0 74,076 26,228 59,500 159,804
Two Emergency Communications Operators 2.0 94,724 2,000 96,724
On site infrastructure response 9,316 9,316
School Resource Officer (ISD Grant Revenue Offset)(37,038)(13,114)(29,750)(79,902)
100 0742 PD Operations Total 3.0 131,762 35,710 29,750 197,222
100 0745 Code Enforcement
Position upgrade to Senior Code Enforcement
Officer 4,386 4,386
Increase in Postage/Mailing 1,500 1,500
100 0745 Code Enforcement Total 4,386 1,500 5,886
100 0846 Street
Paving foreman 3/4 ton truck 4,684 34,500 39,184
Increase for Street Maintenance 25,000 25,000
185 Kaiser Air Compressor 900 23,500 24,400
Cone Trailer 900 10,000 10,900
Salary increase /reclassification for paving foreman
position 8,772 8,772
100 0846 Street Total 8,772 31,484 68,000 108,256276
FY2017 Annual Budget
FY2017 Approved Enchancements FTE
FY2017
Personnel FY2017 O&M
FY2017
Capital FY2017 Total
General Fund
100 0802 Public Works
Public Works Director 1.0 100,000 100,000
Transit Plan 40,000 40,000
ADA Training for Board Liaison and Customer
Service Staff.2,500 2,500
100 0802 Public Works Total 1.0 100,000 42,500 142,500
General Fund Total 12.0 615,989 844,467 189,556 1,650,012
Utility Service Funds
610 0522 Electric Admin
Hydroexcavator 300 gallons 46,500 46,500
610 0522 Electric Admin Total 46,500 46,500
610 0524 Technical Services
Replace all 175 existing Motorola crew radio
(Mobile and Portable)units 180,000 180,000
Upgrade the existing GUS (Public Works)Motorola
Radio Communications System for Operations 120,000 120,000
Fiber Infrastructure Service Tech 1.0 41,912 10,125 29,500 81,537
610 0524 Technical Services Total 1.0 41,912 10,125 329,500 381,537
610 0525 Electric T&D
Capital Meter Budget 75,000 75,000
610 0525 Electric T&D Total 75,000 75,000
610 0537 Resource Management
New Utilities Analyst 1.0 105,251 5,000 110,251
610 0537 Resource Management Total 1.0 105,251 5,000 110,251
660 0527 Water Administration
Round Rock Wholesale Water Purchase 841,400 841,400
BRA Alliance Water Purchase 434,000 434,000
660 0527 Water Administration Total 1,275,400 1,275,400
660 0528 Water Services
Water Operations increase due to system growth.123,580 430,000 553,580
660 0528 Water Services Total 123,580 430,000 553,580
660 0530 Water Services
Wastewater distribution increase due to aging
infrastructure.96,475 29,500 125,975
660 0530 Water ServicesTotal 96,475 29,500 125,975
661 0550 Water Services
Rural Water operations increase for system growth
and to reflect correct budget balances to operate
and maintain the system 256,080 52,500 308,580
661 0550 Water Services Total 256,080 52,500 308,580
Utility Service Funds Total 2.0 147,163 1,813,160 916,500 2,876,823
277
FY2017 Annual Budget
FY2017 Approved Enchancements FTE
FY2017
Personnel FY2017 O&M
FY2017
Capital FY2017 Total
Other Enterprise Funds
600 0636 Airport
Airport Maintenance Position 1.0 48,726 48,726
600 0636 Airport Total 1.0 48,726 48,726
640 0845 Drainage
Vac Truck 2100 Dual Axle 44,550 351,000 395,550
Increase to mainenance of utilities 7,500 7,500
Increase to Maintenance of Equipment 1,500 1,500
640 0845 Drainage Total 53,550 351,000 404,550
Other Enterprise Funds Total 1.0 48,726 53,550 351,000 453,276
Special Revenue Funds
201 208 Conventions &Visitors Bureau
Day Tripper Sponsorship 60,000 60,000
Conference Recruitment 50,000 50,000
Renewal of contract with Newton O'Neill
Communications (Public Relations Agency)36,000 36,000
Advertising 30,000 30,000
Economic Impact Study for the Arts 25,000 25,000
Operating Expenses 5,000 5,000
Trade Shows 4,500 4,500
201 208 Conventions &Visitors Bureau Total 210,500 210,500
244 0448 Paramedic Program
Paramedic Firefighter 3.0 216,787 21,300 238,087
EMS Compliance Officer/MHF 1.0 101,083 2,878 103,961
EMS Compliance Officer/MHF (1/2 Funding) (50,542)(1,439)(51,980)
244 0448 Paramedic Program Total 4.0 267,329 22,739 290,068
Special Revenue Funds Total 4.0 267,329 233,239 500,568
Internal Service Funds
500 0350 Facilities
Recreation Center Natatorium HVAC Replacement 207,600 207,600
500 0350 Facilities Total 207,600 207,600
570 0641 Information Technology
PilotDRaaS Disaster Recovery as a service.38,000 38,000
POP ModuleOSSI (annual maintenance)1,000 1,000
570 0641 Information Technology Total 39,000 39,000
570 0652 Information Technology
Additional IT Sr.Analyst staff to support the new
CIS system being implemented. 1.0 84,765 4,200 88,965
Additional IT Sr.Analyst staff to support Police
Operations 1.0 84,765 3,200 87,965
Web Developer 81,689 4,500 86,189
Additional IT Analyst staff to support Fire Services 1.0 77,877 3,200 81,077
Audio Visual Technician 0.5 23,027 2,700 25,727
570 0652 Information Technology Total 3.5 352,123 17,800 369,923
Internal Service Funds Total 3.5 352,123 56,800 207,600 616,523
278
FY2017 Annual Budget
FY2017 Approved Enchancements FTE
FY2017
Personnel FY2017 O&M
FY2017
Capital FY2017 Total
Joint Services Fund
420 0902 GEDCO
Retail Recruiting 24,000 24,000
420 0902 GEDCO Total 24,000 24,000
520 0320 Fleet Services
Fleet Services Truck Wheel Lift 40,000 40,000
520 0320 Fleet Services Total 40,000 40,000
520 0351 Fleet Services
Annual increase for two way radio fees and vehicle
insurance accounts.56,135 56,135
520 0351 Fleet Services Total 56,135 56,135
540 0302 Finance Administration
Internal Audit Plan 75,000 75,000
Budget Interns 10,000 10,000
540 0302 Finance Administration Total 10,000 75,000 85,000
540 0317 Purchasing
Small Tools 750 750
540 0317 Purchasing Total 750 750
540 0526 Systems Engineering
Inspection Supervisor 1.0 100,888 11,088 25,000 136,976
540 0526 Systems Engineering Total 1.0 100,888 11,088 25,000 136,976
540 0547 Engineering Support
Large Format Plotter Replacement 12,000 12,000
540 0547 Engineering Support Total 12,000 12,000
540 0640City Wide HR
Pre Employment Physicals Prgm &Fit for Duty 4,100 4,100
Tuition Assistance Program 100,000 100,000
Employee Recognition Holiday Lunch 8,000 8,000
540 0640City Wide HR Total 112,100 112,100
Joint Services Fund Total 1.0 110,888 279,073 77,000 466,961
Total FY2017 Approved Enchancements 23.5 1,542,218 3,280,289 1,741,656 6,564,163
279
FY2017 Annual Budget
UTILITY RATES
UTILITY DEPOSIT REQUIREMENTS AND SERVICE CHARGES
The following Credit Cards are accepted:Discover,VISA,and MasterCard
Online payments can be made:http://www.georgetown.org/departments/billing/payments.php
Utility Deposit
Requirements and Rate Notes
Residential Deposit $150.00 Cash,Check or Credit Card Will be waived with qualifying 12 month Letter of Credit.
Non Residential Deposit 1/6 Est.Annual Bill
May substitute a Letter of Credit from a bank or surety bond.
Will waive with a qualifying 36 month Letter of Credit.
Meter Tampering Fee $300.00 per incident
Payment Plan Admin Fee $20.00
Late Payment 10%
Insufficient Check Charge $30.00
Disconnect Service Charge $30.00 for Delinquent Bill or Insufficient Check
After Hours Reconnect Fee $50.00 additional
Meter Reread Charge Free at Customer's Request
Temporary Service $60.00 5 days
New/Transfer Account Charge $30.00 add $50.00 during non business hours or for same day connections
Meter Test at Cost
ELECTRIC RATES –EFFECTIVE 11/1/2013
Electric Rates 10/1/2013
(effective on billings after 11/1/2013)
Power Cost
Adjustment
Customer
Charge
Energy
Charge
Minimum
Bill Discount
Unit per kWh per month per kWh dollars
Energy Conservation $1.00
Residential Services $0.0001 $20.00 $0.0939 $6 credit against base meter charge
Net Metering Service $0.0001 $20.00 $0.0939 $0.0939 per kWh
Small General Service $0.0001 $45.00 $0.0883
School Services $0.0001 $175.00 $0.1131
Municipal Wastewater &
Water Pumping Service $0.0001 $165.00 $0.0516
Municipal Services $0.0001 $125.00 $0.0606
Large General Services $0.0001 $20.00 $0.0713
Demand Charge:$8.45 per kW,but not less than $422.50 per month
Industrial Services $0.0001 $250.00 $0.0644 $5,250.00
Demand Charge:$10.00 pe r kW,but not less than $5,000.00 per month
Large Industrial Services $0.0001 $350.00 $0.0661 $15,350.00
Demand Charge:$7.50 per kW,but not less than $15,000.00 per month
Wind Power Services $0.00 $0.0150
Residential Sales Tax
Inside City Limits 2.00%
Outside City Limits 0.00%
Commercial Sales Tax
Inside City Limits 8.25%
Outside City Limits 6.25%
High Pressure Sodium
Lighting Services
100 Watt HPL
(35 kWh)
200 Watt HPL
(71 kWh)
250 Watt HPL
(86 kWh)
400 Watt HPL
(137 kWh)
Security Lighting $8.50 $14.50 $16.70 $23.50
Municipal Street Lighting $5.09 $9.29 $11.13 $17.33
Retail Street Lighting $5.26 $9.75 $11.64 $18.17
280
FY2017 Annual Budget
WATER RATES –EFFECTIVE 2/1/2014
Water Rates
(effective 2/1/2014)
Inside
City Limits
Outside
City Limits
Medicaid
In Discount
Medicaid
Out Discount
Customer Base Charge
5/8 inch meter $15.50 $18.50 5/8 (2)$4.65 (2)$5.55
3/4 inch meter $23.00 $27.50 3/4 (1)$6.90 (1)$8.25
1 inch meter $38.50 $46.00
1 1/2 inch meter $76.50 $91.50
2 inch meter $122.50 $146.50
3 inch meter $245.50 $293.50
4 inch meter $383.50 $458.50
6 in meter $766.50 $916.50
8 inch meter $1,226.50 $1,466.50
Residential Volumetric Charge
Inside
City Limits
Outside
City Limits
Units per 1,000 gal per 1,000 gal
0 to 10,000 gal $1.75 $1.75
11,000 through 20,000 gal (10)$2.40 $2.40
21,000 through 40,000 gal (20)$4.00 $4.00
41,000 through 60,000 gal (30)$6.50 $6.50
Over 60,000 gallons $8.50 $8.50
Non Residential Volumetric Charge Rate
Cost per 1,000 gallons $2.40
Irrigation Meter,cost per 1,000 gal $4.00
Non Potable Water Rates Base Rate
NPI $0.00 $1.05 /kgal
NPC Contract $1750 first 2059 kgal $1.05 /kgal
281
FY2017 Annual Budget
WASTEWATER RATES
Wastewater Rates
(effective 10/1/2016)
Customer
Charge
Volumetric
Charge
Medicaid
Discount
Units per month per 1,000 gal per month
Residential /Small Commercial:single water meter no larger than 3/4 inch and serves only
one unit,a single sewer line,no larger than four inches,ten plumbing fixtures
Inside City Limits $30.65 $6.13
Outside City Limits $35.20 $7.04
Commercial:line six inches or smaller
Inside City Limits $46.35 $2.35
Outside Ci ty Limits $53.30 $2.70
Large Commercial:line eight inches or smaller
Inside City Limits $82.30 $2.35
Outside City Limits $94.65 $2.70
High Strength Commercial:restaurant,bakery,deli or other location where wastewater
effluent BOD exceeds 250 mg/l (250 parts per million)
Inside City Limits $46.35 $3.70
Outside City Limits $53.30 $4.30
Multifamily:apartment complexes,condominiums,residential housing with more than two
individual dwelling units per wa ter meter
Inside Ci ty Limits $110.10 $2.35
Outside City Limits $126.60 $2.70
282
FY2017 Annual Budget
SOLID WASTE DISPOSAL RATES –EFFECTIVE 10/1/2014
All customers inside city limits must pay garbage.Customers outside city limits have the option to select City
garbage pickup.
Sales Tax on Garbage Service Residential and Commercial
Inside City Limits:8.25%
Outside City Limits:6.25%
Residential Solid Waste Svcs
Inside
City Limits
Outside
City Limits
Trash Service $16.50 $22.70
Outside City:with Georgetown Utilities (cart only)
Bulky Collection 2X per year Free Not Included
Outside City:not included in base rate,can be negotiated between contractor and customer
Seasonal Yard Trimmings Free Not Included
Outside City:not included in base rate,can be negotiated between contractor and customer
Additional Solid Waste Disposal Services Rate
Extra Cart Trash or Recycle $8.00
Additional Yard Trimmingssticker $5.00
Additional Bulky Waste Collection$each $25.00
Oversized Bulky Waste Collection per CY $25.00
Cart Size Change 1st Cart Exchange No charge
2nd &Subsequent $30.00
Public Disposal Fees at the Collection Station
Other fees set by contractor based on market to include landfill gate rates fees at Travis and Williamson County
landfills plus transportation fees to TDS facility in South Travis County.
Public Disposal Fees at Collection Station Rate
These fees will be set based on a combination of cubic yardage and tonnage fees as set by TDS.
Freon Removal $21.00 each appliance
Disposal of Dead animals (under 100 lbs)$40.00 each
STORMWATER DRAINAGE RATES –EFFECTIVE 11/1/2013
All residential customers inside city limits must pay a monthly charge of $5.25.Non Residential customers inside
city limits must pay $5.25 per unit (2,808 square feet)which is calculated on the total square footage of impervious
cover on the property.
Residential Stormwater Drainage Services Rate
Residential Inside City Limits $6.50 per month
Non Residential Inside City Limits $6.50 per unit (2,808 sq ft)
283
FY2017 Annual Budget
ANNUAL BUDGET ORDINANCE
284
FY2017 Annual Budget
285
FY2017 Annual Budget
286
FY2017 Annual Budget
ANNUAL TAX RATE ORDINANCE
287
FY2017 Annual Budget
288
FY2017 Annual Budget
ANNUAL ADMINISTRATIVE DIVISIONS & DEPARTMENTS ORDINANCE
289
FY2017 Annual Budget
290
FY2017 Annual Budget
291
FY2017 Annual Budget
BOARDS AND COMMISSIONS
ADVISORY BOARDS
Makes recommendations to the City Council regarding accessibility
and other issues of concern to persons with disabilities.
Ensures that the City of Georgetown Animal Shelter complies with all City and State laws
governing its operation.
Established for the purpose of actively pursuing the placement of public art in public spaces and
serving to coordinate,promote and support public access to the arts.
Established to advise the City Council in establishing policy regarding
financial resources intended to encourage tourism in the Georgetown community.
Established to review and analyze the general government and
finance activities of the City.
Considers requests and grants economic development funds as
authorized and defined by the Internal Revenue Code of 1986,Section 4A,leading to the creation or retention of
primary jobs and/or provision of significant capital investment which benefits the community of Georgetown.
The purpose and goals of the Board are to assist in the development of
a continuing,comprehensive,multi modal transportation planning process.
The purpose of this Corporation is to promote economic and
community development within the City and the State of Texas through the payment of costs for streets,roads,
drainage,and other related transportation system improvements,including the payment of maintenance and
operating expenses associated with such authorized projects.
Makes recommendations to the City Council regarding staff presentations
related to capital improvement projects and priorities,utility services,resource supplies and other Council assigned
projects.
The purpose of the Board is to advise City Council on issues
facing the Georgetown Village Public Improvement District.
The purpose of the Board is to advise City Council on issues to ensure that the City of Georgetown
has housing that is affordable for citizens at all income levels.
Makes recommendations regarding the development of the book collection,programming,and
other services provided by the Georgetown Public Library.
Make recommendations to the City Council regarding the promotion,maintenance,and
encouragement of the civic,social,commercial,tourist and economic welfare of the historic downtown central
business district of Georgetown.
Advise City Council on uses of parkland and parks and recreational facilities and
improvements in programs,activities,and facilities to meet community recreation needs and interests.
Board makes recommendations to the City Council to further
the purpose of City funding to the nonprofit sector of cultivating and sustaining partnerships with 501(c)3
organizations that strengthen the City’s key priorities in Public Safety,Transportation,Housing,Parks and Recreation,
Veteran Services and issues of Safety Net.
Board shall make recommendations and advise the Planning &Zoning
Commission and the City Council on the proposed amendments to the UDC.
Established for the purpose of working,in its advisory capacity,within the community to promote
healthy decision making,leadership skills and community involvement among the youth in the community.
Established to hear and grant requests for Variances from the zoning standards of the Unified
Development Code (UDC).
292
FY2017 Annual Budget
COMMISSIONS
Hears appeals and renders decisions on rulings by City building inspectors or officials in
regard to code interpretation,enforcement,and substandard housing or structures within the City.
The Civil Service Commission is responsible for adopting,maintaining and enforcing rules
governing the hiring and promotional process and serves as a disciplinary appeal board for civil service employees in
the Georgetown Fire and Police Departments.
It has the authority to review and investigate complaints filed involving City Officials,and may issue a
written finding of the Commission's determination when appropriate.
Advise the City Council on the needs and status of seniors in the entire City,
recommending ways in which those needs may be met.
Establishes policy and reviews operations of subsidized housing for the Georgetown
Housing Authority.
Makes recommendations to the City Council on the designation of historic
sites or districts.
The Commission is established to exercise the powers and duties of a zoning commission as
permitted by law,including Local Government Code Chapter 211,the City Charter,the City Unified Development
Code,and the City Code of Ordinances,as each may be amended.
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FY2017 Annual Budget
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