HomeMy WebLinkAbout00 Budget 2017
F Y 2017 BUDGET
F Y C I P
In accordance with the passage of S.B. No 656, Local Government Code, Sec. 102.007, was amended to require that an
adopted municipal budget must contain a cover page that includes the following informa on:
This budget will raise more revenue from property taxes than last year’s
budget by an amount of $2,233,320, which is a 9.62% increase from last
year’s budget. The property tax revenue to be raised from new property
added to the tax roll this year is $817,580.
The Georgetown City Council adopted this budget during it’s regularly scheduled Council mee ng on September 13,
2016. The record vote by each councilmember for the FY2017 Adopted Budget went as follows:
For: District 1: Councilmember Eby District 2: Councilmember Brainard
District 3: Councilmember Hesser District 4: Councilmember Fought
District 6: Councilmember Jonrowe District 7: Councilmember Gonzalez
Against: None
Present and not vo ng: None
Absent: District 5: Councilmember Gipson
Property Tax Rate: $0.42400
E ec ve Tax Rate: $0.39412
E ec ve Maintenance & Opera ons Tax Rate: $0.21804
Rollback Tax Rate: $.42841
Debt Rate: $.22734
Tax Rate Comparison for the municipal property tax rates for the
City of Georgetown are as follows:
$0.43400
$0.41715
$0.23108
$.44222
$.22684
FY2016 FY2017
The total amount of municipal debt obliga on for the City of Georgetown secured by property taxes: $162,129,330.
FY2017 Annual Budget
MISSION STATEMENT, CITY COUNCIL PRIORITIES & CITY LEADERSHIP
PURSUE OUR MISSION
To preserve and enhance the quality of life and unique character of Georgetown by:
Preserving the rich heritage and natural resources;
Promoting well planned development,cost effective professional management
and competent,friendly services;
Protecting its citizens,the environment and all other assets.
CITY COUNCIL FOCUS AREAS
|Promote a Culture of Inclusion |Attract and Retain Quality Employees|Improve Internal Processes|Provide
Financial Stewardship and Transparency|Create a Customer Service Organization
CITY LEADERSHIP
City Manager:David Morgan |Assistant City Manager:Laurie Brewer
Assistant City Manager/Manager of Utilities:Jim Briggs |Assistant City Manager:Wayne Reed
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FY2017 Annual Budget
CITY COUNCIL
District 6
Rachael Jonrowe
Mayor Pro Tem
District 4
Steve Fought
District 1
Anna Eby
District 5
Ty Gipson
Mayor
Dale Ross
District 3
John Hesser
District 2
Keith Brainard
District 7
Tommy Gonzalez
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FY2017 Annual Budget
FY2017 Annual Budget
BUDGET AWARD
The Government Finance Officers Association of the United States and Canada (GFOA)presented an awared for Distinguished
Budget Presentation to the City of Georgetown for its annual budget for the fiscal year beginning October 1,2015.
In order to receive this award,a governmental unit must publish a budget document that meets program criteria as a policay
document,as an operations guide,as a financial plan,and as a communications medium.
The award is valid for a period of one year only.The City of Georgetown has recevied the
for the last twenty seven consecutive years.We believe our current Annual Budget continues to conform to program
requirements,and we are submitting it to GFOA to determine its eligibility for another award.
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FY2017 Annual Budget
TABLE OF CONTENTS
INTRODUCTION
Mission Statement .................................................1
City Council .............................................................2
Budget Award .........................................................3
Table of Contents ...................................................4
User’s Guide to the Budget ....................................6
OVERVIEW
Transmittal Letter ...................................................9
Community Profile ...............................................15
Georgetown:Then and Now ................................18
Organizational Chart ............................................19
STRATEGIC VISION
Strategic Visioning in Georgetown.......................23
City Council Strategies..........................................25
Master Plans .........................................................27
Annual Budget Process.........................................28
Annual Budget Calendar ......................................30
FINANCIAL SUMMARY
City Departments by Fund ...................................33
City Operations by Division/Fund ........................34
Financial Summary
Budgeted Revenues ..........................................35
Budgeted Expenses ...........................................36
Major Revenue Sources ....................................37
All Funds Summary by Fund/by Division ..............40
All Funds Summary by Fund/by POC....................42
Fund Structure......................................................44
GENERAL FUND
General Fund Summary........................................47
Administrative Services ........................................52
City Council ...........................................................54
City Secretary’s Office ..........................................56
Fire ........................................................................58
Governmental Contracts ......................................60
Inspection Services ...............................................62
Library ...................................................................64
Municipal Court ....................................................66
Parks and Recreation
Parks ..................................................................68
Recreation .........................................................70
Planning ................................................................72
Police
Administration &Operations............................74
Animal Services .................................................76
Code Enforcement ............................................78
Public Communications ........................................80
Public Works Administration ................................82
Solid Waste &Recycling Services .........................84
Streets ...................................................................86
General Fund FiveYear Projections .....................88
ELECTRIC FUND
Electric Fund Summary .........................................91
Electric Admin &Energy Services .........................94
Electrical Engineering ...........................................96
Electric System Operations...................................98
Electric Technical Services ..................................100
Resource Management ......................................102
Electric Fund FiveYear Projections ....................104
WATER FUND
Water Services Fund Summary ..........................107
Water Admin &Water Services .........................110
Wastewater Services ..........................................112
Reuse Irrigation...................................................114
Water Fund FiveYear Projections ......................116
OTHER ENTERPRISE FUNDS
Airport Fund Summary .......................................119
Airport .............................................................122
Stormwater Drainage Fund Summary ................124
Stormwater Drainage ......................................126
SPECIAL REVENUE FUNDS
Special Revenue Funds Overview .......................131
Convention &Visitors Bureau ............................136
Fire Paramedics ..................................................138
Tax Increment Reinvestment Zones (TIRZ)........140
GEDCO Budget ....................................................144
GTEC Budget .......................................................146
INTERNAL SERVICE FUNDS
Internal Service Funds Overview ........................151
Facilities Maintenance ........................................152
Fleet Services ......................................................154
Information Technology .....................................156
SelfInsurance Fund ............................................158
JOINT SERVICES FUND
Joint Services Fund Summary .............................161
Accounting ..........................................................162
Conservation .......................................................164
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FY2017 Annual Budget
Customer Care ....................................................166
Economic Development .....................................168
Engineering .........................................................170
Engineering Support ...........................................172
Finance Administration.......................................174
Georgetown Utility Systems Admin ...................176
Human Resources ...............................................178
Legal and Insurance ............................................180
Main Street .........................................................182
Purchasing...........................................................184
CAPITAL IMPROVEMENT PROJECTS
Capital Projects Summary ...................................189
Water Capital Improvement Plan .......................190
Water Projects Map ........................................192
Rural Water Projects Map ...............................193
Wastewater Projects Map ...............................194
Electric Capital Improvement Plan .....................195
Electric Projects Map.......................................197
Stormwater Capital Improvement Plan ..............198
Stormwater Projects Map ...............................199
General Capital Improvements
Streets Improvements .....................................200
Sidewalk Improvements ..................................202
Parks Capital Improvement Plan .....................203
Facilities Capital Improvement Plan ................204
Transportation Projects Map ..........................206
Sidewalks Projects Map ...................................207
Parks Projects Map ..........................................208
Facilities Projects Map.....................................209
Airport Capital Improvement Plan......................210
Operations &Maintenance ................................211
DEBT
Debt Management Policy ...................................215
Outstanding Debt Summary ............................216
Debt Service Charges (Tax Supported)...........218
Ad Valorem TaxSupported Debt ....................219
Debt Service Charges (SelfSupporting)..........220
Utility Debt ..........................................................222
Utility Revenue Bond Coverage.......................223
Proposed Debt Issues .........................................224
Authorized General Obligation Debt ..................225
STATISTICAL
Miscellaneous Statistical Data ............................229
Statistical Information
Key Indicator Graphs .......................................230
Tax Rate ...........................................................230
Historical Certified Assessed Value .................231
Combined Tax Rate –City of Georgetown .....231
Peer Benchmarking Graphs ............................232
City Property Tax Rate Comparison ...............233
Population and Georgetown’s Top Ten .............234
REFERENCE
Fiscal and Budgetary Policy................................237
Detailed Employee Listing
FY2017 Summary of New Positions................264
Detailed Employee 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 Divisions &Departments Ord ...289
Boards &Commissions ......................................292
ACRONYMS /GLOSSARY /INDEX
Commonly Used Acronyms................................297
Glossary ..............................................................298
Index ...................................................................303
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FY2017 Annual Budget
FY2017 Annual Budget
USERS GUIDE TO THE BUDGET DOCUMENT
The primary purpose of this document is to develop both the operating and capital improvement plans in accordance with the
policies of the City of Georgetown.By adopting this budget,the City Council establishes the level of services to be provided,
the amount of taxes and utility rates to be charged,and various programs and activities to be undertaken.
The OVERVIEW section includes the City Manager’s budget message with an overview of the previous year,as well as,program
and financial information about the Annual Budget.This section also includes in depth Community Profile.
The STRATEGIC VISION section gives an overview of the City’s long range strategic plan by presenting City Council Strategic Goals
and Focus Areas as well as our Budget Adoption and Management process and calendar.As the reader proceeds through the
document,these Focus Areas will be evident as they are indicated throughout the document through the use of icons.This
section includes information about organizational structure as well as financial information as it relates to the functional
divisions and departments of our city.
The CITY SUMMARY provides the operational structure of the City’s divisions and departments and their funding sources.
The FINANCIAL SUMMARY provides revenue and expense information in both summary and detail format.This includes variance
analysis and a summary analysis of the City’s major funds presented by fund.Department detail provides the
accomplishments,goals,and strategies.
The City’s budgeted governmental funds include the GENERAL FUND which accounts for all financial resources except those
required to be accounted for in another fund,and include basic governmental services,such as Police,Fire,and Parks functions
among others;UTILITY SERVICE FUNDS which account for the Electric,Water,Watewater and Irrigation utilities;OTHER ENTERPRISE
FUNDS used to account for the City’s “business like”activities including all the utility funds,the airport,and stormwater;S PECIAL
REVENUE FUNDS (SRF)account for specific revenues that are legally restricted for specified purposes;CAPITAL PROJECT FUNDS used
to account for the acquisition or construction of major capital facilities other than those financed by enterprise activities,and
the DEBT SERVICE FUND to account for the payment of general long term debt principal and interest,and various.In addition,the
City budgets for proprietary funds including INTERNAL SERVICE FUNDS and the JOINT SERVICES FUND to account for goods or services
provided by one internal department to another.
A summary of “Uses and Expenses”is included for each Fund.The Fund Summary is followed by individual department
narrative pages outlining the goals and strategies for each department within the fund for the coming year,and includes
performance measurement information and the departmental budget.
The CAPITAL IMPROVEMENT PROJECTS section provides information about the upcoming capital improvement program (CIP),
including five year capital improvement plans for all utility and general capital improvements,as well as,anticipated funding
requirements and operating budget impacts.
The DEBT section provides summary schedules for each of the City’s bond types,such as tax supported and self supporting
certificates of obligation,and utility revenue bonds.The City’s debt management policy and an overall outstanding debt
summary are also included.
The STATISTICAL section includes various miscellaneous data,as well as,graphs illustrating the historical property tax revenue
and related information.This section also includes the City’s key indicators data and peer benchmarking information.
The REFERENCE section includes the City’s Fiscal and Budgetary Policy,which guides not only the development of the City’s
annual budget,but also much of the City’s financial operations.This policy is updated annually as part of the budget process.
Personnel summaries are included along with program summaries and contingency reserve calculations.This section also
includes utility rate schedules and copies of the ordinances adopting both the budget and tax rate.The City also includes
budgets for both of its component units within this section.
An ACRONYMS/GLOSSARY/INDEX section is included to provide definitions of budget terminology along with a listing of acronyms
used throughout the budget,as well as,an alphabetical listing of topics and related page numbers.
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FY2017 Annual Budget
Ceramic Red Poppies on Courthouse Lawn 2016
OVERVIEW
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FY2017 Annual Budget
OVERVIEW
Transmittal Letter .........................................9
Community Profile ......................................15
Georgetown:Then and Now ......................18
Organizational Chart ...................................19
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FY2017 Annual Budget
October,1,2016
To the Honorable Mayor Ross,Members of the City Council,and Citizens of Georgetown:
I am pleased to present the City of Georgetown Annual Budget and Five Year Capital Improvement Plan for Fiscal
Year 2017.The Annual Budget outlines the programs and services provided to our citizens.This document details the
City’s plans relating to ongoing population growth,maintaining high quality City services,and implementing the City
Council’s goals.Furthermore,the Annual Budget process builds upon the foundation of enhancing the City’s vision
for the future as outlined by the Georgetown 2030 Plan.
FY2016 YEAR IN REVIEW
U.S.census data indicated Georgetown was the fastest growing city in the nation with a population above 50,000
residents.It is estimated Georgetown’s population increased by 7.8 percent.On average in 2016,13 people a day
moved to the City to make Georgetown their home.
This growth continues a four year trend which has seen Georgetown transform from a small town on the outskirts
of the Austin MSA to the fastest growing city in one of the fastest growing counties in America.
With growth comes the reality of increased demands for fundamental City services like public safety,transportation,
and utilities.Throughout the budget process,it was our goal to respond to growth through sound financial
investments in key service areas and infrastructure.We also created programs to help implement the goals
developed by Council in the Fall of 2015.
FY2016 ACCOMPLISHMENTS
:In March of 2015,the City Council
unanimously voted to provide comprehensive Emergency
Medical Services functions within the City limits,as well as
Emergency Services District #8.The new program started
on October 1,2015.The decision to implement a city
based EMS service was based on trend analysis showing
that 75 percent of all 911 calls are calls for medical
assistance,and that over one third of our citizens are over
the age of 65.Since the City was already providing a First
Response Program to support a county run EMS system,
the new program sought to align our existing fire
resources with the needs of our unique community.To
better serve our citizens with care that is seamless from
arrival,to stabilization,to hospital delivery,the City has
implemented a holistic approach in which Firefighters are cross trained as Paramedics,Paramedics are cross trained
as Firefighters,and fire engines are outfitted with advanced lifesaving equipment.By the end of FY2016,it is
estimated the new program will answer 7,500 911 calls and provide 4,500 lifesaving transports to hospitals.
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FY2017 Annual Budget
:The signature project of the
2015 Road Bond is the Southwest Bypass,a new arterial that
will connect State Highway 29 with Leander Road.
Construction of the $20 million project began in FY2016 and
is scheduled to be completed in FY2018.The bypass is
designed to increase mobility to the west and south sides of
the City.Another segment of the road will be built by
Williamson County to connect Leander Road to I35.This is
the largest transportation project in the City’s history,both
in scope and cost.
CTSUD Consolidation Approved by PUC:Customers of the
Chisholm Trail Special Utility District,including more than
8,700 households,officially joined Georgetown Utility
Systems in January.The board of the Public Utility Commission of Texas voted unanimously ruling on December 17,
2015 to approve the transfer of the service area of the Chisholm Trail district to the City of Georgetown.The transfer
of the certificate of convenience and necessity (CCN)to the City of Georgetown means that Georgetown Utility
Systems now has the authority and obligation to serve water customers in the former Chisholm Trail SUD service
area.This consolidation allows the City to ensure future water supply and infrastructure to guide and manage quality
development in a fastgrowing area to the northwest.
Complete In House Operations of Water and Wastewater:In the FY2016 budget,funds were appropriated to bring
water and wastewater plant operations inhouse.Prior to this move,water and wastewater plant operations were
serviced through a contract operator.By bringing plant operations in house,staff anticipates saving over $5 million
over the next five years.Additionally,this will ensure the City will continue to comply with all state and federal
regulations relating to water quality and safety.In the fourth quarter of FY2016,a total of 15 new employees were
hired and began servicing the water and wastewater plants as City of Georgetown employees beginning Oct 1,2016.
City Begins Wind Farm Operations:In September of 2015,the Spinning Spur Wind Farm commenced operations.The
144MW Wind Farm located near Adrian,Texas,is a major component in the City’s vision to provide costs effective,
renewable,100%green energy to our citizens over the next two decades.In FY2016 alone,the wind farm produced
over 575,000 mWhs of electricity.
FM1460 Construction:Construction on the Farm to Market 1460 project continued in FY2016.The twoyear project
by the Texas Department of Transportation involves building a fourlane road in the 3.5 mile segment from Quail
Valley Drive to University Boulevard.FM 1460 is a key northsouth arterial between Georgetown and Round Rock.
Currently FM 1460 is a two lane road with no shoulders.The new fourlane road with turn lanes will provide increased
safety and mobility between the hospitals and higher education facilities in Round Rock and residential and
employment areas in Georgetown.The new four lane highway also will provide a northsouth alternate and reliever
to Interstate 35.When it is completed,FM 1460 will be a fourlane road from Austin Avenue in Georgetown to U.S.
79 in Round Rock where continues as the fourlane A.W.Grimes Boulevard to the 45 Toll Road.
Mays Street:Work continued on the Mays Street Project.This project will extend Mays Street northward from
Teravista Parkway to the existing intersection with Westinghouse Road.The goal of the project is to provide an
important parallel linkage to FM 1460/A.W.Grimes and alleviating congestion on IH35.The widening along
Westinghouse Road and Rabbit Hill Road is included in the design for additional turning lanes to/from Westinghouse
Road.
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FY2017 Annual Budget
The City of Georgetown works continuously to develop itself as a signature destination and to make our home a
special place to live.That idea is clearly demonstrated with two major projects in the Parks and Recreation
Department:Improvements at San Gabriel Park and the construction of Garey Park.
San Gabriel Park Master Plan:In FY2016,Council reviewed schematic plans for phases 1 and 2 of the San Gabriel Park
renovation,as well as appropriated funds for phase 1 construction.This action by Council allows staff to move
forward with the San Gabriel Projects identified in the Master Plan.It is anticipated construction of these projects
will begin in the spring of 2017.
Garey Park MOU:The Council approved an amended memorandum of understanding (MOU)in FY2016 for the
developments of Garey Park.The original MOU contemplated park development in the 525 acre ranch,previously
donated by Jack and Cammy Garey,to begin construction posthumously.Mr.Garey subsequently requested that the
park begin construction during his lifetime,so the amended MOU anticipates groundbreaking of the 525 acre park
on the west side of town in FY2017.The park will feature an event center,trails,equestrian center,playground,as
well as a dog park,and is anticipated to be a regional attraction.
Wolf Ranch Hillwood Groundbreaking:A new masterplanned residential development in Georgetown started in
December 2015.The 755acre Wolf Ranch by Dallasbased developer Hillwood Communities will include 1,600 single
family homes,900 multifamily units,neighborhood retail,and 140 acres of green space with parks and trails.Site
work has begun for phase 1 of the project that includes 80 acres and 214 home sites along Wolf Ranch Parkway.
Residents are expected to move into the first homes in 2017.Future phases of the Wolf Ranch community include
areas west of Wolf Ranch Parkway and areas south of University Avenue to the east and to the west of D.B.Wood
Road.The Wolf Ranch Hillwood development has been annexed into Georgetown city limits and the infrastructure
for the project will be funded in part through a municipal utility district (MUD)located within the city limits.
The Summit at Rivery and the Sheraton Hotel Opening:In July
of 2016,the Georgetown Sheraton was officially open for
business.The 222room fullservice hotel and conference
center is at the Summit at Rivery Park development on
Interstate 35.The hotel includes 30,000 square feet of
meeting space with a 16,000square foot ballroom,four
breakout rooms,and a state ofthe art boardroom.Other
features of the hotel include a heated outdoor pool,a fitness
center,the Lobby Lounge for casual dining,and the Brix and
Ale,a restaurant offering classic comfort cuisine and drinks.
Paintings and sculptures from local artists are displayed
throughout the hotel and conference center.
The Starwood hotel project by Novak Brothers and Hines
was a publicprivate partnership including the City of
Georgetown,Williamson County,and private investors.
The Summit at Rivery Park project also includes 223 apartment residences and 114 singlefamily brownstones.Other
restaurants and shops are under construction at the mixeduse project.
Downtown West Public Input Process and Schematic Design:The City of Georgetown held public meetings to gather
input for the reuse of three City buildings along Martin Luther King Jr Street.The Downtown West Project originally
defined in the Facilities Master Plan,involves renovating the vacant 1987 former public library building at 808 Martin
Luther King,Jr.Street for City Hall.The Georgetown Communication and Technology Building at 510 W.9th Street will
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FY2017 Annual Budget
be renovated to house Municipal Court,Accounting,and Council Chambers.Options for a proposed green space on
existing City property between the public library and 9th Street are also being considered.Construction is expected
to begin in mid FY2017.This project will provide a campus for City services that is expected to help enhance efficiency
and effectiveness by consolidating City offices currently housed in various locations.The plan would also convert
buildings on the Downtown Square to commercial use,thus increasing the property tax base.
Downtown Square,Tourism,and Public Outreach:FY2016 was a great year for Downtown projects and promotion of
the City.First,capital improvements for the historic Downtown included rehabilitating 8th and 9th Streets,a new 140
space parking lot,and a comprehensive Downtown parking study.The goal of the study was to bring back
recommendations to ensure the Square remains an effective and relevant economic touchstone in Georgetown.
On the public outreach front,our Downtown was recognized for having the Best Marketing Campaign and Best Public
Improvement by the Texas Downtown Association for the Most Beautiful Town Square in Texas campaign and the
completion of the Georgetown Art Center.Finally,the Public Communications Department won the award from
Government Finance Officers Association (GFOA)for the Popular Annual Financial Report.
FY2017 Budget Development
The FY2017 Budget is developed around three core ideas.First,we wanted
to develop a budget that addresses the .Over the past three
years,it is estimated the City population has grown by nearly 20 percent,
putting stresses on our basic core services.Therefore,it was necessary to
develop a budget that addresses our short term issues and lays the
foundation for long term success.
Second,we sought to craft a budget which
the City already embarked upon.In FY2016 alone,the City
launch EMS,issued the first $20 million of the 2015 Transportation Bond,
moved forward with the design of Garey Park and San Gabriel Park,and
brought water plant operations in house.This budget seeks to ensure these initiatives are continued and their full
impact realized.
Lastly,this Budget is based on the .In the winter of 2015,the Council developed policy vision
goals and strategic initiatives that would guide this organization over the next several years.Those Council Focus
Areas provide a foundation for the development of this budget.
It is the culmination of these three ideas from which the $325 million FY2017 Budget is developed.
Property Tax Rate Impact
The adopted budget includes a property tax rate of 42.4 cents per $100 valuation,which is 1 cent lower than the
previous year’s rate.The City of Georgetown’s property tax rate is the lowest of all cities in the Austin MSA with a
population greater than 20,000.
In the last three years,the assessed property value in the City has increased from $4.8 billion to over $6.4 billion.The
growth in assessed value has allowed the City to fund major capital improvements as well as expand the workforce
to meet the service level demands,all while still lowering the tax rate.
The average home in Georgetown has increased in market value by nearly 6 percent,up from $250,928 in FY2016 to
$253,320 in FY2017.Due to higher assessed values,it is anticipated the average home in Georgetown will pay $56
more in property tax in the upcoming year.
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FY2017 Annual Budget
Budget Highlights
Garey Park:Construction starts in 2017 on Garey Park,a 525acre ranch on west Leander Road that is set to open
next year.Features of this park will include hiking trails,an equestrian center,and an event center.The budget
includes $5.5 million for this new park,authorized by voters in 2008.The remaining funds to construct the park as
well as the land the park will be built upon will be donated to the City by Jack and Cammy Garey.
San Gabriel Park:The first phase of renovations to San Gabriel Park,a project approved by voters in 2008,is funded
at $1 million in the current budget.Phase 1 includes new pavilions and playgrounds along the San Gabriel River.
Sidewalks:The budget includes $2.2 million in sidewalks and ADA ramps at intersections to increase pedestrian
mobility and safety.This is the first of a multi year program approved by voters in the 2015 Transportation Bond.
The major change in the General Fund for FY2017 relates to growth related impacts.Eleven new full time positions
and two part time positions are added to support the community.Other projects include one time expenses for a
comprehensive plan update,records preservation,branding guidelines,and fire equipment replacement.Ongoing
operating expenses increased for library book funding and park maintenance and operations.
Public Safety:Responding to growth in calls for service,public safety positions will increase with the addition of three
Firefighter Paramedics and two Emergency Communication Operators.In partnership with Georgetown ISD,a School
Resource Officer will also be added to provide an officer at each middle school.
Street Maintenance:Projects include segments of 6th,7th,10th,11th,and 17th streets for rehabilitation,as well as
sealant and asphalt overlay on many neighborhood streets.The total budget is $3.8 million for 2017,funded by the
street maintenance sales tax and General Fund revenues.
Water Utility:Capital projects funded by water utility revenue include $5.0 million for the Lake Water Treatment Plant
expansion,$2.1 million for the West Loop water main,and
$4.5 million for the Domel Pump Station.County Road 255
water main replacement and an elevated storage tank in
Sun City are also programmed in the budget.Additionally,
$1.0 million is appropriated for site development work for
a new water treatment plant on the south shore of Lake
Georgetown.
Waste Water Utility:New capital projects funded by waste
water utility revenue include the Berry Creek interceptor
for $12 million,Pecan Branch Waste Water Treatment Plant
expansion for $7.9 million,and San Gabriel Waste Water
Treatment Plant equipment for $2.2 million.
There is a $1.40 per month increase in the residential waste water rate to fund these system improvements.A
wastewater rate increase has not occurred since 2007.Georgetown continues to have the lowest waste water rates
in the region.
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FY2017 Annual Budget
Electric Utility:Electric fund enhancements in FY2017
include a new Utilities Analyst to provide additional support
for power supply planning and a Fiber Infrastructure Tech to
support the City’s growing fiber network that connects its
facilities.Additional enhancements include upgraded radio
equipment,communications systems,and a hydro
excavator.Capital projects in the Electric fund include
$200,000 for system rehabilitation on 7th street,$500,000 in
Downtown projects,and $1.2 million for projects related to
new development.
The FY2017 budget includes a compensation and benefits
package that will allow the City to recruit and retain quality
employees,one of the major goals of the City Council.The
budget includes a merit based increase in salaries averaging 2 percent for non civil service employees as well as funds
to adjust positions found to be trailing market.There is no increase in health care premiums for either the employee
or City in this year’s budget.The City’s Self Insurance Fund has a healthy balance of $2,334,507 and includes two
fund balance reserves.
Competitive pay schedules were agreed upon as part of meet and confer agreements signed with both the Police
and Fire associations representing civil service employees.Those schedules take effect in October of 2016.
New for FY2017 is the development of a tuition reimbursement program.In an effort to develop and retain quality
employees,this new program will provide some reimbursement to employees who pursue their college or graduate
level degrees.
The FY2017 Budget includes funding to continue to Georgetown’s unique culture while still innovatively planning for
continued growth.The commitment to sound financial management and investment in key capital projects and
service areas will help to address issues of growth both today and in the future.Through the visionary leadership of
the City Council,and a staff dedicated to the implementation of Council’s direction,this document builds upon the
solid foundation already established in Georgetown,and works to execute the City’s vision for the future as
articulated in the 2030 Plan.
Sincerely,
David Morgan
City Manager
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FY2016 Annual BudgetFY2017AnnualBudget
COMMUNITY PROFILE
OVERVIEW
Founded in 1848,Georgetown,the county seat for Williamson County,was originally the agricultural trade center
for the area.After the Civil War,reconstruction brought prosperity to Georgetown through four main industries
cattle,cotton,the railroad,and the University.
Georgetown has enjoyed consistent growth and development through the years.Over the last few years
Georgetown’s population has grown by over 40%.The City has developed from a small suburb of Austin into a
premier community.For our residents,Georgetown provides high quality City services and features an electric
utility system that will be 100%renewable by FY2018.For our guests,the City features the Most Beautiful
Downtown Square in Texas as well as tourist accommodations like the Hampton Inn and the new the Sheraton
Hotel and Conference Center.The City of Georgetown’s estimated FY2016 population is 61,915 within the city
limits.Georgetown is a Home Rule Charter City and operates under the Council Manager form of government.The
Mayor and seven Councilmembers are elected from single member districts,with elections held the first Saturday
in May.
Historic Downtown
There are four National Register Historic Districts in Georgetown.The
Williamson County Courthouse Historic District serves as the public
square.It has been the commercial and cultural heart of the city since
the original 52 blocks were marked off and offered for sale on July 4,
1848.The initial 173acre town site has grown in all directions since
then,yet the downtown business district retains its vitality,its
architectural charm,and its symbolic significance.Georgetown’s Square
represents one of the finest collections of Victorian commercial
architecture found in the state today.The other three districts are
primarily residential and include the Belford Historic District,University
Avenue/Elm Street Historic District,and Olive Street Historic District.
The Georgetown Main Street Program is part of the Texas Historical Commission’s Main Street Program.
Georgetown became an official Texas Main Street City in 1982 and is affiliated with the National Trust Main Street
Center.The Main Street Program uses a multifaceted approach emphasizing historic preservation and economic
development to keep commercial storefronts aesthetically appealing in order to attract customers.The Main
Street Façade &Sign Reimbursement Grant Program incentivizes and reviews proposed exterior work on
storefronts,as well as roof and foundation work on commercial buildings located in the Downtown.The façade
and sign grants are an economic incentive used to enhance the unique character of the Downtown.Recognizing
that the Georgetown square is a touchstone in the local economy,in 2004 the City Council created a Tax Increment
Reinvestment Zone (TIRZ)in the historic Downtown.The value of the zone in 2004 was $37 million.In 2016,the
TIRZ was valued at $88 million.The TIRZ is expected to be valued at over $125,000,000 by 2024.Even with
continual growth and change,Downtown Georgetown has remained steadfast in its commitment to historic
preservation of the Victorian Square while providing for a reuse of buildings for retail,dining,and entertainment.
Parks and Recreation
Georgetown offers a wealth of recreation opportunities through its award winning Parks and Recreation program.
In Georgetown,there are currently 34 city parks,comprising 1,007 total developed acres.
In 2004,the City of Georgetown received the largest gift in its history when Jack and Cammy Garey announced that
they will be donating their ranch to the City.Design work will start in FY2016 for Garey Park.The Gareys
bequeathed their 525acre ranch to the City of Georgetown with the agreement that it will be developed as a
public City park.The ranch is west of the City,features scenic hill country terrain,and borders the San Gabriel
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FY2016 Annual BudgetFY2017AnnualBudget
River.In addition to their ranch,the Gareys’gift includes their estate home and a $5 million cash donation,which
will be matched by the City for the development of the park.
The Georgetown Parks and Recreation Department has nearly 9 miles of hike and bike trails along the North and
South San Gabriel Rivers.There is a 1.6 mile granite trail that loops around San Gabriel Park.The City of
Georgetown’s San Gabriel River Trail was designated a National Recreation Trail by the U.S.Department of the
Interior in 2006.
Georgetown recently rehabilitated a historic Fire Station into an Art Center.Part of the project,a pocket park with
a splash pad,seating,and two trees was created adjacent to the new Art Center.The two shade trees were
planted in the first Silva Cell system in Central Texas,putting Georgetown on the cutting edge of tree technology
and forward thinking about its urban forest.The Silva Cell layout was done in a continuous manner so that the two
trees can both share the ample soil volume and prevents root growth from damaging the sidewalks.A drip
irrigation system was added below the surface pavers on top of the SilvaCell decks.
The City’s Challenge Course program is an experiential approach to team building that involves a series of physical,
mental,and emotional challenges that require a combination of teamwork skills and individual commitment.The
experiential approach is based on the idea that change and growth take place when people are active physically,
socially,intellectually,and emotionally and are involved in their learning rather than just being receivers of
information.Our facilitators engage their groups in activities that give the participants opportunities to take
ownership of their learning.We create situations that allow participants to actively explore and practice concepts
they are learning and facilitate the practice of reflection on how these lessons relate to the participant’s current
and future real life situations.
The Georgetown Creative Playscape was rebuilt in 2014 to
incorporate new accessibility standards and and safety regulations.
The original construction was conceived,designed,funded,and built
by community volunteers in 1993.The Creative Playscape hosts
thousands of visitors each year and will remain as a “Signature
Destination”for the next generation of Georgetown families.
The Georgetown Public Library is a 55,000 square foot facility which
allows for the expansion of book collections and other materials,and
includes a reference area and computer work stations,as well as,children’s areas with a performance stage and
seating area.Two large community rooms are located on the second floor.The Library also houses the Red Poppy
Coffee Company,a locally owned coffee house.In collaboration with the Friends of the Georgetown Library,the
WOWmobile (Words on Wheels)began operation in early 2012.It operates year around and delivers library
materials to residents of Georgetown who find it difficult or impossible to come to the library,targeting three
distinct population categories:seniors,residents with limited mobility,and low income children.
Education and Arts &Culture
Georgetown is the home of Southwestern University. Southwestern
University is an independent,selective four year undergraduate college,
offering traditional liberal arts and sciences education,with a student
population of approximately 1,500.It was the first institution of higher
learning in Texas,chartered by the Republic of Texas in 1840,and has
received national recognition for its academic program and cost
effectiveness.The 2010 Fiske Guide to Colleges lists Southwestern
University as among the top 25 small colleges and universities strong in
art or design and among the top 37 small colleges and universities
strong in business.
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Georgetown Independent School District (GISD)is a Texas Education Agency school district,and serves a
diverse population of Williamson County students from pre K to 12th grade.Georgetown ISD serves 10,400+
students at ten elementary schools,three middle schools,three high schools,and two alternative campuses.
The Georgetown cultural district includes the 40block area of downtown included in the Downtown Historic
Overlay,centered by the Williamson County Courthouse Town Square.Arts and cultural attractions in the district
include the Palace Theatre,Williamson Museum,Georgetown Public Library,Grace Heritage Center,Georgetown
Art Center,downtown art galleries,and shops with hand crafted items.Other artistic and cultural elements in the
district include the Victorian era architecture around the Square and outdoor public art.Georgetown’s cultural
district application earned 930 out of 1,000 possible points from the Texas Commission on the Arts (TCA)
evaluation panel.Only one other city—Houston—earned a higher score.Evaluators commented that,
“Georgetown’s cultural assets are very rich and seem to be growing regularly.The city is building a great public art
program,and this will be important in attracting visitors and citizens to the cultural district.The community has a
reinvestment zone in place,and this is a key component for development and investment.”
The Texas Legislature recognized Georgetown as the .Red poppies have been a part of
Georgetown’s landscape for over seventy years.During WWI,Henry Purl Compton (aka “Okra”)who served in the
American Expeditionary Forces,sent seeds from poppies to his mother.She planted the seeds at her home which
is now 507 East 7th Street.The seeds were then spread (by bees,birds,people,etc.)down the river and over much
of Old Town.Red poppies now grow naturally in yards,in vacant lots,and park lands.Georgetown is one of the
few locations in the United States where red poppies reseed themselves from year to year.Each April as the
poppies bloom,Georgetown celebrates with the annual Red Poppy Festival,held on the beautiful historic
downtown Square.Festival activities include live entertainment,arts and crafts,food,a children’s center,a car
show,and a parade.Over 45,000 people attend the festival over the course of the weekend and the economic
impact exceeds $2 million.
Georgetown is also home to Inner Space Caverns.Underneath the rugged hills and flowing rivers found in the Texas
Hill Country are incredible living caves and caverns.Discovered during the construction of Interstate 35,Inner
Space is a living cave,which means that its formations are continuing to develop and take shape.For over 80,000
years the cavern has been constantly changing,allowing for such spectacular displays as the “Soda Straws”and the
“Ivory Falls”formations.Over 130,000 people visit the caverns each year.
Georgetown is the northern most “gateway”to the gently rolling hills of Central
Texas.While Georgetown offers the amenities and charm of a small
community,it is strategically and centrally located in the
middle of the four major metropolitan areas of Texas.
Austin is 30 minutes south,Dallas is 3 hours north,
Houston is 3 hours southeast,and San Antonio is just
one an a half hours south,placing Georgetown in a very
unique position for cultural and economic development.
Traveling to and from Georgetown is easy along I 35.
Additionally,access to Georgetown via the Austin
Bergstrom International Airport was made much easier with
the opening of State Highway 130,the toll road from Georgetown
to San Antonio that parallels I 35.
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FY2017 Annual Budget
GEORGETOWN: THEN AND NOW
DEBT SERVICE
TAX RATE
2007
$0.14749
2017
$0.22734
Population
Annual Budget
& Tax Rate
2007 2017
44,324 61,915
$154,323,242 $325,485,272
$0.36728 $0.42400
All 2016numbers areprojections for thecurrent budget.These numbers are projected to September30,2016.
UNEMPLOYMENT
RATES
2007 2017
3.90%3.70%
STREETS
REHAB FUNDING
2007 2017
$1,615,158 $2,950,000
BUILDING PERMITS ISSUED
AVERAGE
HOME VALUE
2007
$179,064
2017
$253,320
Utility Information
Electric Water Customer
Customers Customers Growth Rate
2007 20,727 19,978 11.3%
2017 26,330 33,426 4.14%
City of Georgetown
Then
Now
This is a comparison of
Georgetown today and as it was a
decade ago.Georgetown is the
County Seat of the fastest growing
county in the Nation,and it is our
goal to continue to focus on
improving the way of life we have
grown to appreciate.
PUBLIC SAFETY OFFICERS
GPD GFD
2007 97.5 64
2017 123 117
Acres of
Parkland
2007 390
2017 1,007
SQUARE FEET OF
FACILITIES
MAINTAINED
2007222,000
2016492,000
# of City-owned
Vehicles & Equipment
2007 2017
343 548
Total #of City Employees
2007 458.25
2017 695.25
# OF LIBRARY ITEMS IN
CIRCULATION
2007 386,948
2017 544,550
2007
1,468
2017
1,940
All 2007 numbers are actual.All 2017 numbers are projected out to 9/30/2017 except Building Permits.Building Permits Issued represents the
number of New Residential Single Family permits that were issued in FY2016.Unemployment Rates are actuals for FY2007 and FY2016.
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FY2017 Annual Budget
CITY MANAGER
AdministrativeServices
PublicCommunications
CITY ATTORNEY CITY SECRETARY
BOARDS &COMMISSIONS
MUNICIPAL COURT JUDGE
HOME RULE CITY
Citizensof Georgetown
CITY COUNCIL
Mayorand Councilmembers
LIBRARY
LibraryServices Director
PLANNING
PlanningDirector
Convention &Visitor’s Bureau
POLICE SERVICES
PoliceChief
AdministrativeServicesBureau
AnimalServices
OperationsBureau
CodeEnforcement
FINANCE AND ADMINISTRATION
FinanceDirector
Accounting
Budget
FleetServices
FinanceAdministration
MunicipalCourt
Purchasing
BUSINESS/RESOURCE MANAGEMENT
Dep.General Manager of Utilities
BusinessImprovement
Resource Management&Integration
ECONOMIC DEVELOPMENT
EconomicDevelopment Director
UTILITY OPERATIONS
UtilityOperations Director
ControlCenter
EnergyServices
Safety &Training
TechnicalServices
WaterServices
FIRE SERVICES
FireChief
EmergencyServices
SupportServices
INFORMATION TECHNOLOGY
InformationTechnology Director
ITCapital Replacement &Projects
ITOperations
GEORGETOWN UTILITY SYSTEMS
GeneralManager of Utilities
DEVELOPMENT &PLANNING
AssistantCity Manager
COMMUNITY SERVICES &FINANCE
AssistantCity Manager
SupportServices
ENGINEERING
Systems EngineeringDirector
ElectricalEngineering
TransportationEngineering
Water/WastewaterEngineering
GUSAdministration
PUBLIC WORKS
PublicWorks Director
Airport
SolidWaste &Recycling Services
StormwaterDrainage
Streets
TransportationPlanning
CUSTOMER CARE
CustomerCareDirector
CustomerOperations
CustomerService
Marketing and Conservation
Housing&CDBG Grants
InspectionServices
MainStreet
PARKS &RECREATION
Parks&Recreation Director
FacilitiesMaintenance
Parks
Recreation
TennisCenter
ORGANIZATIONAL CHART
This page visually represents the Divisions and Departments of the City of Georgetown.
HUMAN RESOURCES
HumanResources Director
Arts &Culture
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FY2017 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
20
FY2017 Annual Budget
STRATEGIC VISION
Mayor Dale Ross and the Georgetown City Council
21
FY2017 Annual Budget
STRATEGIC VISION
Strategic Visioning in Georgetown .............23
City Council Strategies ................................25
Master Plans ...............................................27
Annual Budget Process ...............................28
Annual Budget Calendar .............................30
22
FFY2017AnnualBudget
Vision
•2030 Plan
•Council Vision
•Citizen Input
Strategic
Goals
•Quality of Life
•Sustainable Development
•Balanced Transportation
•Effective Governance
Focus Areas
•Promote a Culture of Inclusion
•Attract and Retain Quality
Employees
•Improve Internal Prcoess
•Customer Service Organization
•Ensure Financial Stewardship
Master Plans
•Parks &Recreation Master Plan
•Downtown Master Plan
•Electric Utility Master Plan
•Water Services Master Plan
•Overall Transportation Plan
•Facilities Master Plan
Annual
Budget
•Five year Financial Plans
•Capital Improvement Projects
•Strategies
STRATEGIC VISIONING IN GEORGETOWN
COMMUNITY VISION AND COMPREHENSIVE PLAN
Section 213.002 of the Texas Local Government Code grants
municipalities the authority to “adopt a comprehensive plan for
the long range development of the municipality.”Georgetown
has a long and successful history of community involvement in
the development of a comprehensive plan to guide growth
within the community.As early as 1964,the citizens of
Georgetown realized the importance of such a plan in shaping
the long term growth of the City.In 1986,voters approved a
City Charter amendment requiring a comprehensive plan.This
amendment committed the City to plan as a “continuous and
ongoing governmental function,”with the common goal of
maintaining and enhancing a high quality of life for the City’s
residents.The Charter establishes that the comprehensive plan
must contain the “Council's policies for growth,development,
and beautification of the land within the corporate limits and
the extraterritorial jurisdiction of the City,or for geographic
portions thereof including neighborhood,community or area
wide plans.”The City adopted its first comprehensive plan in
1988 and updated it in 2006.
The first component of the process is the strategic thinking and
visioning by the City Council,typically through a visioning and
priority setting workshop.This Council workshop serves an
integral role in linking the long term vision and plans to the
ongoing and current needs of the community.Using Council’s
priorities,biennial citizen survey feedback and growth
assumptions,five year comprehensive CIP and business plans
are prepared.These plans are reviewed and adjusted by staff
and Council,and serve as the basis for the annual budget
preparation
GEORGETOWN 2030 PLAN
The comprehensive plan for the City is the Georgetown 2030 Plan.The process to update the City’s comprehensive
plan began in 2006 and used a broad cross section of citizens that provided input and ideas throughout the
process.Meetings were held that allowed citizens and stakeholders the opportunity to voice their ideas and
concerns about community growth over the next 20 years.The Georgetown 2030 Comprehensive Plan is the
product of a careful design process that incrementally built consensus on the desired future of the City and the
means to achieve that future.The 2030 Plan was adopted by City Council in 2008.City Staff will update the 2030
plan in FY2018 with a study starting in FY2017.
The 2030 Comprehensive Plan builds on the foundation created by the 1988 Plan and advances the planning for
the City’s future by establishing a Vision Statement that reflects the shared values and aspirations of citizens.
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FFY2017AnnualBudget
STRATEGIC GOALS
To meet the challenges set forth by the 2030 Plan,the City adopted a new process in preparation for the FY2013
annual budget.With guidance from Council,staff developed a framework for a strategic guidance from the Council
that directs a more detailed business planning process at the staff level.At the Council level,the focus is strategic
thinking and visioning that sets policies and direction for the City Manager and staff.
The 2030 Comprehensive Plan has four major themes listed below that frame the budget process.
QUALITY OF LIFE:Focuses on Community Character,the People,Educational and Cultural Opportunities,and
Public Safety.
SUSTAINABLE DEVELOPMENT:Attract a desired balanced development,support homegrown businesses,
promote development compatible with safe and efficient traffic movement,prevent incompatible
development,and deliver utility services to meet the needs of the community.
BALANCED TRANSPORTATION:Progress towards functional,well integrated,multi modal transportation
system that implements improvements to the local road and traffic controls and enhance traffic flow &
safety.
EFFECTIVE GOVERNANCE:Maintain our City government’s reputation for providing a high level of
responsiveness to citizens and exercise visionary leadership in planning and investing for the future.
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FY2017 Annual Budget
CITY COUNCIL STRATEGIES
In the fall of 2015,the City Council went through a series of visioning exercises clarify their role as a City Council,
develop a vision statement for the City,create a list of goals to help drive policy and decisions towards that vision,
and finally,develop a list of strategies to achieve those goals.The alignment between the Council’s vision for the
City with the goals helps shape policy.The alignment between Council goals and the individual strategies to achieve
those goals helps Council give clear and concise direction to staff.Since November,staff has been working to develop
and execute implementation plans around each of these strategies.Below is what the City Council developed as
their vision,goals,and strategies for the City to accomplish in the coming years.
Role of Council
As a representative democracy,we provide a voice for each district so that the Council can make decisions that serve
the best interests of the City of Georgetown as a whole.To establish a common vision and goals that will protect the
past and innovate for the future of our City,we are committed to the following:
Keep the City physically safe and fiscally sound
Establish appropriate policies
Approve effective budgets
Exercise fiduciary and financial responsibility
Provide guidance,support,and oversight to the Council’s direct reports
Hold key staff accountable for effectively running the City
Vision
Georgetown is a safe,healthy,happy,connected,and truly diverse community where people can live,learn,
work,retire,and play in an environment where we have ready access,throughout our lives,to arts,culture,
essential services,and the natural environment.
Our educated and skilled population,fiscally responsible governance,excellent infrastructure,and the
beauty of our natural and manmade environments,attract new residents and businesses and enable us to
create balanced and diverse employment centers and economic levels.Our strong sense of community
connects us regardless of our cultural,age,ethnic,or economic differences.
City Council Goals
Culture
Georgetown is a truly diverse,vibrant,inclusive,and socially dynamic city where everyone has the opportunity to
participate in,and benefit from,our economic,political,and social activities
Employee
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
Council Vision
Broadly,what do we
want the City of
Georgetown to look
like in the future?
Council Goals
What will the City
have to do to
achieve that vision?
Council Strategies
What individual
tasks need to be
done to help
accomplish each
goal?
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FY2017 Annual Budget
Internal Process
Our policies and procedures are easy to understand,and consistently and professionally applied.Our internal
processes are effective,efficient,fair,inventive,and transparent,and make us a desired destination for residents
and businesses
Customer
Anyone interacting with the City will have such a positive experience that they will tell everyone about it
Financial
To maintain a fiscal environment conducive to attaining the goals of the City
Council Strategies
Attract,hire,develop,and retain the best people,and compensate them for the value they create
Create a customer service mindset
Implement the special event and destination strategy
Build and maintain an entertainment platform/venues
Expand and diversify the tax base (increase commercial percentage)
Accumulate funds to account for unfunded and unanticipated liabilities
Create a strategy to increase mobility
Attain and maintain superior public safety and the enhance the perception of safety
Attract younger workers/young professionals
Improve communications and advertising
Create and maintain outstanding aesthetics,and a welcoming appearance and spirit
Create an asset maintenance and revitalization plan
Create an annexation strategy
Monitor,promote,and communicate a long term water and utilities plan and strategy
City staff has been working to develop and execute implementation plans for each of these 14 strategies.Staff has
regular checkins with the City Manager to provide progress updates.The City Manager,in turn,has been
providing updates to the City Council to confirm that the strategy execution is aligned with the Council’s goals and
vision.
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FY2017 Annual Budget
MASTER PLANS
While the City of Georgetown 2030 Comprehensive Plan is a policy document,the goals and actions identified in it
will only become a reality by concerted and consistent implementation efforts.This requires that the City
administration,departments,and City Council actively uses the 2030 Comprehensive Plan as a key reference for all
decisions and actions.The 2030 Plan identifies elements,or master plans,needed to frame the strategic planning
and multiyear budgeting process.These master plans serve as a platform to secure input and consensus regarding
strategies to achieve the goals outlined in the 2030 Plan.
The intent is to update master plans decennially,pending Council funding and direction,to provide a sustainable and
manageable business planning process update.Detailed Master Plans drive capital infrastructure programs and
Departmental strategic plans.Brief descriptions of each of the City’s Master Plans are below.Copies of most of these
master plans are available on the City’s website (https://files.georgetown.org/category/master plans/).
1. Airport Master Plan:Provides a longrange plan to guide current and future activity at the Airport.
2. Arts and Culture Strategic Plan:Helps guide the City’s planning for the cultural district for the next three to
five years.
3. Citizen Participation Plan:Seeks to establish and coordinate procedures for the City to effectively and
efficiently communicate relevant information and its effects to the public.Additionally,this plan seeks to
proactively solicit feedback,improve community outreach,and provide opportunities for public participation
in the City’s decisionmaking process.
4. Downtown Master Plan:Sets the vision for Downtown and guides strategic decisions about future
developments and enhancements.
5. Future Land Use Plan:Lays out land use throughout the City and ETJ.This plan is intended to convey the
direction that the City is seeking in terms of its impact on established growth patterns,transportation,and
open space.
6. Housing Plan:Guides the City in the development of affordable housing.
7. Information Technology Master Plan:Utilized by the IT Steering Committee (ITSC),this plan identifies
software projects that may be needed over a fiveyear horizon.The intent of the plan is to ensure that
resources expended on software are invested wisely and that the risks presented by those projects are
minimized.
8. Land Use Plan:Provides an outline for new and ongoing elements pertaining to growth and development in
the City.
9. Library Strategic Plan:Helps guide the City’s planning for the Library for the next 3 to 5 years.
10. Parks and Recreation Master Plan:Provides an assessment of the current system,to allow the citizens the
opportunity to voice their desires and concerns,and to provide recommended priorities that will guide staff
and elected officials on how to plan for future parks and recreation needs.
11. Public Safety Plan:Acts as an outline for four long term strategic priorities:enhancing public safety,
organizing development,advancing teamwork and partnerships,and emergency management.
12. Sidewalk Master Plan:Inventories existing pedestrian infrastructure,identifies design deficiencies,evaluates
future sidewalk requirements,and develops an implementation plan.
13. Trails Master Plan:Identifies key trail corridors and guides the creation of a citywide trail network.
14. Transportation Master Plan:Guides future roadway improvements,construction of new facilities,and
outlines the City’s transportation goals.
Utility Master Plan:Oversees the City in planning for longterm expansion and development of the water,
wastewater,and electric utilities.
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FY2017 Annual Budget
FY2017 ANNUAL BUDGET PROCESS
The Budget process is an essential element of the financial planning,control,and evaluation process of municipal
government.The annual budget includes all of the operating departments of the general fund,proprietary funds,
debt service funds,special revenue funds,as well as the City’s five year capital improvement plan.
COMPREHENSIVE PLAN
The Georgetown 2030 Plan is the City’s comprehensive plan as required by the City of Georgetown Charter (Section
1.08)to preserve,promote,and protect public health and general welfare,prevent overcrowding,ensure adequate
transportation,availability of necessary utilities and services,and conserve and protect the City’s natural resources.
The 2030 Plan is the City’s Master Plan.The City’s Annual Budget is designed to further implement the 2030 Plan.
CITY CHARTER REQUIREMENTS
The Charter (Section 6.02)requires “a proposed budget prepared by the City Manager and submitted to the City
Council at least thirty days prior to the end of the fiscal year.The budget shall be adopted not later than the
twenty seventh day of the last month of the fiscal year.No budget will be adopted or appropriations made unless
the total estimated revenues,income andfunds availableshall be equalto or in excess of such budget or
appropriations,except otherwise provided.”Therefore,the budget will be presented to the City Council no later
than the 1st day of August to provide the City Council time to adopt the budget in the required time frame.
PREPARATION
The City’s budget process begins each year with the Capital Improvements Program (CIP)planning process during
January and February.CIP budgets are prepared on five year planning horizons and factor different variables
relating to population trends,development patterns,and projected growth.Revenue estimates for utility
operations,as well as development impact fees,are also prepared to forecast the ability of the rate base to fund
needed capital maintenance,upgrades,and expansions.Five year proforma models for each utility are prepared,
as well as a five year general fund and property tax model,which is prepared to determine the impact of general
infrastructure and facilities improvements on future property tax rates.
During the budget process,the City Manager and the Management Team hold budget review meetings to evaluate
the one year annual operating budget needs against the priorities and available resources.The budget is reviewed
in public workshops with the City Council in June and July.The City Manager prepares the Proposed Budget,
allocating resources to best meet the goals needed to execute the priority areas to further the implementation of
the 2030 Vision Statement.
PUBLIC PARTICIPATION
The budget review process includes City Council participation in
the development of each segment,while allowing for sufficient
time to address policy and fiscal issues.The City Council holds
“Budget Workshops”to allow the public to provide comment and
feedback on the City Manager’s Proposed Budget.A copy of the
City Manager’s Proposed Budget is filed with the City Secretary
and budget information is also posted to the City’s website.New
to the City this year is the budget highlight video,
https://www.youtube.com/watch?v=gesS0jlrz4U.
ADOPTION
Once budget appropriations are finalized,Council will hold a public
hearing,and subsequently adopt,by Ordinance,the final proposed budget as amended.The budget will be
effective for the fiscal year beginning October 1st.
Rendering of Proposed City Council Chambers
28
FY2017 Annual Budget
APPROPRIATIONS
Budget control is at the department level budget for all funds.The budget is adopted by personnel,operations and
capital (POC)totals within departments.Total appropriations are presented by Funds/by Divisions and by Funds/by
POC.POC detail by department is also included on each division summary page,as well as,within each
department’s budget pages.The Charter (Section 6.030.)provides that any transfer of appropriation between
funds must be approved by the City Council.The City Manager may transfer,without City Council approval,
appropriations between departments within the same operational division and fund.The City Manager may also
authorize transfer of salary adjustment monies between funds that are budgeted in a citywide account.
BUDGET AMENDMENTS
The Charter (Section 6.04)provides a method 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 or to meet an unusual and unforeseen condition that
was not known at the time the budget was adopted.In practice,this has been interpreted to include revenue
related expenses within the enterprise funds and timing differences on capital improvement projects.
29
FY2017 Annual Budget
FY2017 ANNUAL BUDGET CALENDAR OF EVENTS
Budget process schedule set.
Capital Improvement Program (CIP)internal department meetings to discuss proposed projects,including 5 year model update.
City Council reviews Five Focus Areas and recommends priorities for FY2017.
Internal Service Funds (ISF)meet with each division for FY2017 needs.
FTE counts and initial personnel projections.
ISF allocations are prepared.
Preliminary revenue projections:sales tax,utilities,fees for service charges,and development fees.
FY2017 Base Budgets,Service Level Improvements and new Program Requests are completed.
Five year General Fund financial model is developed.
Annual review and update of Fiscal and Budgetary Policy.
Base Budgets are reviewed by Finance in detail.
Service Level Improvements and Program Requests are reviewed by the Executive Team.
Preliminary assessed value and property tax revenue projected.
Departmental narratives and performance measures are submitted.
FY2017 CIP presentation to Council and Boards.
Budget Team assembles a workbook that includes all Service Level Improvement and Program requests for City Manager review.These
requests are all linked to long term goals from the City’s comprehensive plan.
Revenue and expenditure projections are monitored and updated.
Five year CIP presented to Council.
FY2017 City Manager’s Preliminary Budget is presented to Council.
Tax roll finalized.
Property tax rate and revenue projections finalized.
Finalize FY2017 New Programs.
Finalize FY2017 proposed tax rate.
Certified tax roll is accepted by Council.
Final recommendations and Budget Summary distributed to Council and public.
Public hearings on proposed budget and tax rate are held.
Budget and tax rate ordinances presented to and adopted by Council.
Implement FY2017 Annual Budget.
Budget amendments may be made during the year in accordance with state law and City Charter.See detailed requirement in the Budget
and Fiscal Policies included in the Reference Section.Typically,budget amendments are proposed to Council as part of the Mid Year Annual
Budget Review in May of each year and at Fiscal Year End.
JANUARY - FEBRUARY
MARCH - APRIL
MAY
JUNE
JULY
AUGUST - SEPTEMBER
OCTOBER
BUDGET AMENDMENTS
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FY2017 Annual Budget
FINANCIAL
SUMMARY
Family picnic at Music on the Square
31
FY2017 Annual Budget
FINANCIAL SUMMARY
City Departments by Fund ..........................33
City Departments by Division/Fund ............34
Financial Summary
Budgeted Revenues .................................35
Budgeted Expenses..................................36
Major Revenue Sources...........................37
All Funds Summary:by Fund/by Division ...40
All Funds Summary:by Fund/by POC .........42
Fund Structure ............................................44
32
FY2017 Annual Budget
AdministrativeServices
Library
CITY OF GEORGETOWN FUNDING
AnimalServices
CodeEnforcement
PoliceSupport Services
PoliceOperations
Recreation
Fire:Emergency Services
Fire:Support Services
GENERAL FUND
Streets
SolidWaste &Recycling Services
PublicWorksAdministration
CITY DEPARTMENTS BY FUND
This page visually represents the Departments of the City listed by their funding source.
CitySecretary’s Office
InspectionServices
Planning
MunicipalCourt
Parks
PublicCommunication
ElectricAdministration
ElectricEngineering
ElectricTechnical Services
Resource Management
ELECTRIC FUND
EnergyServices
ElectricSystem Operations
FacilitiesMaintenance
Engineering
FleetServices
JOINT SERVICESF UND
MainStreet
LegalServices
Conservation
CustomerCare
INTERNAL SERVICE FUNDS
Accounting
Systems Engineering
InformationTechnology
EconomicDevelopment
HumanResources
FinanceAdministration
GUSAdministration
Purchasing
Irrigation
WastewaterServices
WATER FUND
WaterServicesand Administration
Airport
StormwaterDrainage
OTHER ENTERPRISE FUNDS
ConventionandVisitor’s Bureau
ParamedicFund
SPECIAL REVENUE FUNDS
Allother Special Revenue Funds
33
FY2017 Annual Budget
CITY MANAGER
AdministrativeServices
Library
CITY ATTORNEY CITY SECRETARY
BOARDS &COMMISSIONS
MUNICIPAL COURT JUDGE
HOME RULE CITY
Citizensof Georgetown
CITY COUNCIL
Mayorand Councilmembers
POLICE SERVICES
PoliceChief
AnimalServices
CodeEnforcement
SupportServices
Operations
Accounting
FinanceAdministration
Recreation
Purchasing
ElectricAdministration
ElectricSystem Operations
ElectricTechnical Services
EnergyServices
Irrigation
FIRE SERVICES
FireChief
EmergencyServices
SupportServices
GEORGETOWN UTILITY SYSTEMS
GeneralManager of Utilities
DEVELOPMENT &PLANNING
AssistantCity Manager
COMMUNITY SERVICES &FINANCE
AssistantCity Manager
Streets
SolidWaste &Recycling Services
PublicWorksAdministration
Conservation
CustomerCare
Engineering
CITY DEPARTMENTS BY DIVISION AND FUND
This page visually represents the Divisions and Departments of our City with their funding sources.
CitySecretary’s Office
GENERALF UND
JOINTS ERVICESF UND
HumanResources
LegalServices
InspectionServices
Planning
GENERALF UND
JOINTS ERVICESF UND
EconomicDevelopment
MainStreet
SPECIALR EVENUEF UNDS
Convention &Visitor’s Bureau
GENERALF UND
GENERALF UND
ParamedicFund
SPECIALR EVENUEF UNDS
GENERALF UND
JOINTS ERVICESF UND
MunicipalCourt
Parks
PublicCommunication
INTERNALS ERVICEF UND
FacilitiesMaintenance
FleetServices
GENERALF UND
ELECTRICF UND
JOINTS ERVICESF UND
WATERF UND
Resource Management
WastewaterServices
Airport
OTHERE NTERPRISEF UNDS
StormwaterDrainage
ElectricEngineering
InformationTechnology
GUSAdministration
Systems Engineering
WaterServicesandAdministration
34
FY2017 Annual Budget
FINANCIAL SUMMARY
FY2017 BUDGETED REVENUES
total $295.1 million in FY2017.The primary revenue categories consist of property taxes,sales
tax,charges for services,utility revenues,and bond proceeds.
Overall,budget revenues are 0.15%lower than FY2016 year end projections,primarily due to the variance in debt
proceeds issued for capital projects.Utility revenue represents 38.4%of all revenue and is budgeted at $113.3 million
in FY2017.Due to population growth and increased valuation of existing property,property tax revenue is budgeted
to increase by 8.79%relative to year end projections.Sales tax revenue is also expected to increase in FY2017.It is
anticipated sales tax revenue will exceed $23 million for the first time in the City’s history.
38%
14%
13%
8%
8%
7%
6%2%2%1%
0%
FY2017 Revenues
UtilityRevenue
Other Revenue
Bond Proceeds
Property Tax
Sales Tax
Interfund TranfersROI,Etc.
Charges for Services
Capital Recovery Fee
Franchise Fees
Development and Permit Fees
Parks and Rec Fees
Interest
Grants
Revenue Type FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base FY2017 Changes FY2017 Budget
Utility Revenue 102,879,942 105,415,442 106,895,018 113,344,441 113,344,441
Bond Proceeds 42,164,703 59,207,000 59,862,304 37,660,000 37,660,000
Other Revenue 27,236,521 33,193,429 30,013,155 42,929,371 144,506 43,073,877
Interfund TranfersROI,Etc. 23,601,127 21,083,515 21,491,787 18,952,424 715,213 19,667,637
Property Tax 21,129,627 23,208,869 23,384,947 25,442,837 25,442,189
Sales Tax 20,477,518 21,005,000 22,201,611 23,099,933 23,099,933
Charges for Services 14,229,231 16,178,157 15,069,804 16,940,332 16,940,332
Capital Recovery Fee 5,924,452 5,945,574 5,081,780 5,367,300 5,367,300
Franchise Fees 4,925,043 5,129,030 4,960,206 5,142,035 5,142,035
Development and Permit Fees 2,340,128 2,392,400 2,387,950 2,292,691 2,292,691
Parks and Rec Fees 2,108,976 2,112,000 2,099,553 2,171,740 19,006 2,190,746
Grants 838,716 938,304 1,067,471 170,500 63,350 233,850
Special Improvement Fe e s 705,428 642,373 632,970 205,000 205,000
Interest 434,290 280,217 386,769 407,635 407,635
Grand Total 268,995,702 296,731,310 295,535,324 294,126,238 942,075 295,067,665
35
FY2017 Annual Budget
FY2017 BUDGETED EXPENSES
total $325.8 million in FY2017,which represents a decrease of 3.74%relative to FY2016 year end
projections.
Water related expenses are the largest category totaling $83.6 million and includes capital improvement expenses
totaling $46.7 million.Electric expenses are budgeted to decrease over year end projections by 2.39%in FY2017.
General Fund expenses total $57.4 million,which represents an increase of 5.41%relative to year end projections.
26%
21%
18%
11%
10%
8%
4%2%
FY2017 Expenses
Water
Electric
General Fund
ISF
SRF
GCP
Debt Services
Other Enterprise Funds
Expenses FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base FY2017 Changes FY2017 Budget
Debt Services 16,984,994 12,810,464 20,717,452 14,804,714 14,804,714
Electric 68,757,280 70,318,153 68,979,957 66,718,081 613,288 67,331,369
GCP 15,033,479 47,805,549 41,522,414 27,053,883 27,053,883
General Fund 51,052,834 54,816,774 54,539,932 55,648,876 1,843,769 57,492,644
ISF 27,379,840 33,596,176 32,238,973 34,465,380 1,641,856 36,107,236
Other Enterprise Funds 6,780,644 8,608,730 7,649,059 7,408,877 453,276 7,862,153
S RF 27,498,109 51,139,995 38,010,525 30,781,053 726,268 31,507,321
Water 45,555,944 77,371,774 74,802,097 81,357,992 2,263,535 83,621,527
Grand Total 259,043,123 356,467,615 338,460,409 318,238,855 7,541,992 325,780,846
36
FY2017 Annual Budget
MAJOR REVENUE SOURCES
Taxes are levied on January 1 of each year.The Williamson Central Appraisal District determines the
value for each property in the city.Property tax rolls are certified in July and the tax rate is adopted in September,
along with the budget.The City’s tax collector,the Williamson County Tax Collector,sends statements in October to
each taxpayer.
Budgeted revenues from ad valorem taxes total $25.4 million.The adopted property tax rate for FY2017 is $0.4240
per $100 valuation.The tax rate is one cent lower than the FY2016 rate and represents the lowest tax rate in the
greater Austin MSA.For FY2017,0.19666 cents per $100 valuation is allocated for Operations and Maintenance
(O&M).The remaining 0.22734 cents per $100 valuation is allocated for Interest and Sinking (I&S)to retire general
debt.
Due to projected population growth and proposed new development in the pipeline,it is anticipated that property
tax revenue will continue to grow for the next few years.
is budgeted at $23.1 million.The City’s sales tax rate is 8.25%for goods or services sold or delivered
within the boundaries of the City.The tax is collected by businesses making the sale and is remitted to the State
Comptroller of Public Accounts on a monthly,quarterly,or annual basis.
Of the 8.25%tax,the State retains 6.25%and distributes 2%to the City.The 2%is allocation in the following
catagories.
1.000%is used for general operating purposes.
0.500%is used for transportation improvements through the Georgetown Transportation Enhancement
Corporation (GTEC),the City’s 4B Economic Development Corporation,authorized in May 2001.
0.125%is for Georgetown Economic Development Corporation (GEDCO),the City’s 4A Economic Development
Corporation,approved in May 2005.
0.125%is for property tax relief,approved in May 2005.
0.250%is used for street maintenance,with a sunset revision approved in November 2010,and the tax
reauthorized in November 2014.
Overall,the City sales tax revenue has been increasing over the past 18 months.New development coupled with
population growth has resulted in the City’s sales tax revenue to increase by nearly 10%in FY2016 relative to FY2015.
Property Tax Rev.by Fund FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base FY2017 Changes FY2017 Budget
100 General 10,719,097 11,636,698 11,673,060 12,475,000 12,475,000
159 Debt 9,817,979 10,900,000 10,900,000 12,000,000 12,000,000
234 Village PID 345,340 416,520 416,520 334,713 334,065
293 Downtown TIRZ 180,485 205,433 202,632 216,100 216,100
294 Rivery TIRZ 39,628 21,063 88,204 249,517 249,517
295 Gateway TIRZ 27,098 29,155 32,843 36,858 36,858
296 South Georgetown TIRZ 71,688 130,649 130,649
Grand Total 21,129,627 23,208,869 23,384,947 25,442,837 25,442,189
Sales Tax Rev.by Fund FY2015 Actual FY2016 Budget FY2016 Projected FY2017 Base FY2017 Changes FY2017 Budget
100 General 11,296,645 11,587,812 12,357,361 12,818,683 12,818,683
203 Street Maintenance Tax 2,623,106 2,690,625 2,812,500 2,937,500 2,937,500
400 GTEC 5,246,213 5,381,250 5,625,000 5,875,000 5,875,000
420 GEDCO 1,311,553 1,345,313 1,406,750 1,468,750 1,468,750
Grand Total 20,477,518 21,005,000 22,201,611 23,099,933 23,099,933
37
FY2017 Annual Budget
The City of Georgetown uses detailed,confidential,Georgetownspecific sales tax information from the State,as well
as permitting data,and aggregate sales tax information from all Texas cities to produce a sector based,multiple
regression predictive model.The model is reviewed,analyzed,and updated monthly.
charges for electric,water,and
wastewater services are anticipated to generate
$113.3 million in FY2017,which represents an
increase of 6.03%relative to year end
projections.
Generally,utility revenue projections are based
on fiveyear forecasting models for each utility.
The City prepares a financial model of each
utility,forecasting revenues,expected
infrastructure needs,and other expected
expenses.The models are prepared based upon
assumptions regarding customer growth,the
City’s five year capital improvements plans,
forecasted increases in costs,including personnel,and historical data.The models serve as a planning tool to forecast
the ability to pay cash for infrastructure,anticipate debt needs for the upcoming five to ten year period,as well as
predict rate increases for customers.
Electric and Water Revenues:
Calculated on a fiveyear rolling average
of per capita consumption in order to
hedge against variations in weather
conditions.
Growth estimates are based upon
building permits,expected build out of
subdivisions and other planning and
development activity.
Assumes a 3%peak load growth for
Electric through the next five years,as
the City’s southern electric service area
continues to develop.
Assumes a 1 2%customer growth for
Water for the next five years.
Wastewater Revenues:
Assumes a 1 2%customer growth over the next five years.
Flat rates allocate cost equitably between all system users and eliminating any crossclass subsidies.
In FY2017,an increase of 4.7%is applied to the wastewater base rate of each customer class.For residential
customers,this equates to an increase of $1.40 per month.The wastewater rate has not changed since 2007.
$60.23 $61.86 $65.01
20
25
30
35
40
45
50
55
60
65
70
FY2015 FY2016 FY2017MillionsElectricRevenue
$32.89 $35.02 $37.84
20
22
24
26
28
30
32
34
36
38
40
FY2015 FY2016 FY2017MillionsWaterRevenue
38
FY2017 Annual Budget
consists primarily of fuel sales,T
hangar rentals,and tie down fees.Throughout
FY2015,the City engaged in activities to improve
the business model of the Airport,including a
third party audit of operations,completing a
lease hangar survey,and implementing new fuel
rates.All of these moves were designed to
restore the Airport fund to selfsufficient status.
Entering FY2017,it is projected the fund will have
a positive cash flow and will be selfsufficient.
The reduction in revenue from FY2015 to FY2016
is due to less bond proceeds for capital projects
in FY2016.Additionally,the cost of fuel was
significantly less relative to FY2015,which resulted in the City’s retail price for fuel sales to be reduced as well.
is collected on a
per unit basis to pay for maintenance of
drainage,detention,and filtration infrastructure,
and to pay for the debt service on bonds issued
for major capital drainage improvements.In
FY2016,the rate was adjusted to $6.50 to help
cover the impacts of federally regulated
Municipal Separate Storm Sewer System (MS4)
requirements.
Overall reveneues are budgeted lower in FY2017
relative to the previous years.In FY2015 and
FY2016,stormwater capital improvement
projects were largely funded by bond proceeds.
In FY2017,all capital improvements are funded with a planned drawdown of avavilable fund balance and no bond
proceeds will be needed.
consists of Service Improvement Fees and Impact Fees.Service Improvement fees are
collected from several developments,such as Sun City,on a per unit basis to offset costs of infrastructure
improvements to serve these developments.The fees,similar to impact fees,are collected for water and wastewater
improvements as part of the development agreements.In 1996,the City adopted water and wastewater Impact
Fees under Chapter 395 of the Texas Local Government Code.These revenues are used as partial funding for
qualifying water and wastewater infrastructure projects for increased system capacity.
include transfers between funds (e.g.the return on investment or ROI transferred to the general
fund from the utility fund each year).
include interest income,grant revenue,franchise fees,and environmental service revenue,
which is associated with passthrough billing for Solid Waste and Recycling services the City contracts with Texas
Disposal Systems (TDS).
$3.54
$2.81
$3.59
0
1
2
3
4
FY2015 FY2016 FY2017MillionsAirportRevenue
$4.85
$3.93 $3.34
0
1
2
3
4
5
6
FY2015 FY2016 FY2017MillionsStormwaterRevenue
39
FY2017 Annual Budget
ALL FUNDS SUMMARY BY FUND/BY DIVISION
Total
Budget
General
Fund
Special
Revenue
Funds
General
Capital
Projects
Funds
General
Debt
Service
Fund
Beginning Fund Balances /
Working Capital 71,170,267 9,956,779 15,130,045 6,143,883 1,543,287
SOURCES&REVENUES
Property Tax 25,442,189 12,475,000 967,189 12,000,000
Sales Tax 23,099,933 12,818,683 10,281,250
Bond Proceeds 37,960,000 1,850,000 12,360,000
Charges for Services 16,940,332 1,886,221 392,410
Development and Permit Fees 2,292,691 2,292,691
Parks and Rec Fees 2,190,746 2,190,746
Franchise Fees 5,142,035 5,142,035
Grants 233,850 63,350 135,500
Interest 407,635 80,610 75,000 2,000
Utility Revenue 113,344,441 7,181,300
Capital Recovery Fee 5,367,300
Special Improvement Fee 205,000
Other Revenue 42,773,877 3,508,328 8,038,543 8,475,000
Interfund Transfers ROI,Etc.19,667,637 8,505,241 1,763,410 2,916,878
Total Revenue s 295,067,665 56,063,595 23,508,912 20,910,000 14,918,878
USES &EXPENSES
Community Development 2,435,075 2,350,075 85,000
Community Services 14,066,274 9,577,813 943,739
Finance &Administration 8,109,651 564,620 65,985
Fire 14,685,246 12,465,078 2,220,168
Georgetown Utility Systems 53,438,703 304,647
Purchased Power 38,000,000
CRR Credits (1,500,000)
Management Services 15,883,407 6,107,302
Police 14,930,325 14,595,077 335,248
Public Works 21,548,420 10,387,963 3,325,000
Economic Development 23,085,795 22,500,268
Information Technology 5,423,802
Capital Improvements 80,281,369 824,086 25,065,883
Debt Payments 22,344,457 14,804,714
Debt Issuance Cost 20,800
Interfund Transfers 13,052,523 1,444,716 903,180 1,988,000
Total Uses &Expenses 325,805,847 57,492,644 31,507,321 27,053,883 14,804,714
Ending Fund Balance /Working
Capital 40,432,085 8,527,730 7,131,635 1,657,451
RESERVATIONS
Arterial Reservation 675,000 675,000
Contingency 21,871,128 8,000,000 2,035,938 1,462,911
Economic Stability 500,000 500,000
Maintenance Contingency 25,000 25,000
Perpetual Reserve 3,250,000 3,250,000
Rate Stabilization/Credit Reserve 5,762,280
IBNR Reserve 631,140
Available Fund Balance /Working
Capital 7,717,537 27,730 1,145,697 194,540
GOVERNMENTAL FUND TYPES
(1)Includes Airport &Stormwater Drainage
(2)Includes debt service payments on behalf of GTEC offset by transfer from GTEC
(3)Includes debt service payments on behalf of GEDCO offset by transfer from GEDCO
40
FY2017 Annual Budget
Total
Budget
Electric
Fund
Water
Fund
Other
Enterprise
Funds
Internal
Service
Funds
Beginning Fund Balances /
Working Capital 71,170,267 6,436,145 24,911,799 1,598,357 5,449,972
SOURCES&REVENUES
Property Tax 25,442,189
Sales Tax 23,099,933
Bond Proceeds 37,960,000 3,750,000 20,000,000
Charges for Services 16,940,332 14,661,701
Development and Permit Fees 2,292,691
Parks and Rec Fees 2,190,746
Franchise Fees 5,142,035
Grants 233,850 35,000
Interest 407,635 18,100 199,975 4,950 27,000
Utility Revenue 113,344,441 65,018,216 37,836,975 3,307,950
Capital Recovery Fee 5,367,300 5,367,300
Special Improvement Fee 205,000 205,000
Other Revenue 42,773,877 1,745,000 3,147,088 3,579,993 14,279,925
Interfund Tr ansfers ROI,Etc .19,667,637 115,839 6,366,269
Total Revenues 295,067,665 70,531,316 66,872,177 6,927,893 35,334,895
USES &EXPENSES
Community Development 2,435,075
Community Services 14,066,274 3,544,722
Finance &Administration 8,109,651 7,479,046
Fire 14,685,246
Georgetown Utility Systems 53,438,703 16,854,453 29,292,915 6,986,688
Purchased Power 38,000,000 38,000,000
CRR Credits (1,500,000)(1,500,000)
Management Services 15,883,407 9,776,105
Police 14,930,325
Public Works 21,548,420 5,549,111 2,286,346
Economic Development 23,085,795 585,527
Information Technology 5,423,802 5,423,802
Capital Improvements 80,281,369 5,157,000 48,258,400 976,000
Debt Payments 22,344,457 3,462,471 3,351,787 725,485
Debt Issuance Cost 20,800 16,800 4,000
Interfund Transfers 13,052,523 5,365,645 2,718,425 607,557 25,000
Total Uses &Expenses 325,805,847 67,356,369 83,621,527 7,862,153 36,107,236
Ending Fund Balance /Working
Capital 40,432,085 9,611,092 8,162,449 664,097 4,677,631
RESERVATIONS
Arterial Reservation 675,000
Contingency 21,871,128 5,000,000 5,000,000 372,279
Economic Stability 500,000
Maintenance Contingency 25,000
Perpetual Reserve 3,250,000
Rate Stabilization/Credit Reserve 5,762,280 4,500,000 1,262,280
IBNR Reserve 631,140 631,140
Available Fund Balance /Working
Capital 7,717,537 111,092 3,162,449 291,818 2,784,211
PROPRIETARY FUND TYPES
41
FY2017 Annual Budget
ALL FUNDS SUMMARY BY FUND/BY PERSONNEL-OPERATING-CAPITAL
Total
Budget
General
Fund
Special
Revenue
Funds
General
Capital
Projects
Funds
General
Debt
Service
Fund
Beginning Fund Balances /
Working Capital 71,170,267 9,956,779 15,130,045 6,143,883 1,543,287
SOURCES&REVENUES
Property Tax 25,442,189 12,475,000 967,189 12,000,000
Sales Tax 23,099,933 12,818,683 10,281,250
Bond Proceeds 37,960,000 1,850,000 12,360,000
Charges for Services 16,940,332 1,886,221 392,410
Development and Permit Fees 2,292,691 2,292,691
Parks and Rec Fees 2,190,746 2,190,746
Franchise Fees 5,142,035 5,142,035
Grants 233,850 63,350 135,500
Interest 407,635 80,610 75,000 2,000
Utility Revenue 113,344,441 7,181,300
Capital Recovery Fee 5,367,300
Special Improvement Fee 205,000
Other Revenue 42,773,877 3,508,328 8,038,543 8,475,000
Interfund Transfers ROI,Etc.19,667,637 8,505,241 1,763,410 2,916,878
Total Revenues 295,067,665 56,063,595 23,508,912 20,910,000 14,918,878
USES &EXPENSES
Personnel 59,532,173 32,562,365 2,023,027
Operating 119,183,828 22,048,271 3,947,658
Capital 106,073,710 1,437,293 20,891,400 25,065,883
Debt Payments 27,917,813 3,742,056 14,804,714
Debt Issuance Costs 20,800
Interfund Transfers 13,052,523 1,444,716 903,180 1,988,000
Total Uses &Expenses 325,780,846 57,492,644 31,507,321 27,053,883 14,804,714
Ending Fund Balance /Working
Capital 40,432,085 8,527,730 7,131,635 1,657,451
RESERVATIONS
Arterial Reservation 675,000 675,000
Contingency 21,871,128 8,000,000 2,035,938 1,462,911
Economic Stability 500,000 500,000
Maintenance Contingency 25,000 25,000
Perpetual Reserve 3,250,000 3,250,000
Rate Stabilization/Credit Reserve 5,762,280
IBNR Re s erve 631,140
Available Fund Balance /Working
Capital 7,717,537 27,730 1,145,697 194,540
GOVERNMENTAL FUND TYPES
(1)Includes Airport &Stormwater Drainage
(2)Includes debt service payments on behalf of GTEC offset by transfer from GTEC
(3)Includes debt service payments on behalf of GEDCO offset by transfer from GEDCO
42
FY2017 Annual Budget
Total
Budget
Electric
Fund
Water
Fund
Other
Enterprise
Funds
Internal
Service
Funds
Beginning Fund Balances /
Working Capital 71,170,267 6,436,145 24,911,799 1,598,357 5,449,972
SOURCES&REVENUES
Property Tax 25,442,189
Sales Tax 23,099,933
Bond Proceeds 37,960,000 3,750,000 20,000,000
Charges for Services 16,940,332 14,661,701
Development and Permit Fees 2,292,691
Pa rks and Rec Fees 2,190,746
Franchise Fees 5,142,035
Grants 233,850 35,000
Interest 407,635 18,100 199,975 4,950 27,000
Utility Revenue 113,344,441 65,018,216 37,836,975 3,307,950
Capital Recovery Fee 5,367,300 5,367,300
Special Improvement Fee 205,000 205,000
Other Revenue 42,773,877 1,745,000 3,147,088 3,579,993 14,279,925
Interfund Tr ansfers ROI,Etc.19,667,637 115,839 6,366,269
Total Revenues 295,067,665 70,531,316 66,872,177 6,927,893 35,334,895
USES &EXPENSES
Personnel 59,532,173 6,884,498 4,672,141 1,048,120 12,342,023
Operating 119,183,828 46,369,955 22,790,074 4,500,391 19,527,479
Capital 106,073,710 5,232,000 48,258,400 976,000 4,212,734
Debt Payments 27,917,813 3,462,471 5,182,487 726,085
Debt Issuance Costs 20,800 16,800 4,000
Interfund Transfers 13,052,523 5,365,645 2,718,425 607,557 25,000
To t al Uses &Expenses 325,780,846 67,331,369 83,621,527 7,862,153 36,107,236
Ending Fund Balance /Working
Capital 40,432,085 9,611,092 8,162,449 664,097 4,677,631
RESERVATIONS
Arterial Reservation 675,000
Contingency 21,871,128 5,000,000 5,000,000 372,279
Economic Stability 500,000
Maintenance Contingency 25,000
Perpetual Reserve 3,250,000
Rate Stabilization/Credit Reserve 5,762,280 4,500,000 1,262,280
IBNR Reserve 631,140 631,140
Available Fund Balance /Working
Capital 7,717,537 111,092 3,162,449 291,818 2,784,211
PROPRIETARY FUND TYPES
43
FY2017 Annual Budget
TOTAL BUDGET
All Funds
GOVERNMENTAL
FUNDS
PROPRIETARY
FUNDS
INTERNAL SERVICE
FUNDS
SPECIAL REVENUE
FUNDS
OTHER ENTERPRISE
FUNDS
DEBT SERVICE
FUND
GENERAL
FUND
ELECTRIC
FUND
CAPITAL PROJECTS
FUND
FUND STRUCTURE
The City uses fund accounting,a system in which accounts are organized on the basis of fund and each fund is considered to
be a separate accounting entity.All funds,both governmental and proprietary,are subject to appropriation.
Basis of Accounting:use the modified accrual basis of accounting.Revenues are recognized when they
become available and measurable.Expenditures are recognized in the accounting period in which they are incurred.
use the full accrual basis of accounting.Revenues are recognized when they are earned and measurable.
Expenses are recognized when they are indurred regardless of timing or related cash flows.
WATER
FUND
44
FY2017 Annual Budget
GENERAL FUND
City of Georgetown EMS Technicians
45
FY2017 Annual Budget
GENERAL FUND
General Fund Summary ..............................47
Administrative Services ...............................52
City Council .................................................54
City Secretary ..............................................56
Fire ..............................................................58
Governmental Contracts.............................60
Inspection Services .....................................62
Library .........................................................64
Municipal Court ..........................................66
Parks
Parks.........................................................68
Recreation ................................................70
Planning.......................................................72
Police
Administration &Operations ..................74
Animal Services ........................................76
Code Enforcement ...................................78
Public Communications ..............................80
Public Works Administration ......................82
Solid Waste &Recycling Services ...............84
Streets .........................................................86
General Fund Five Year Projections ...........88
NEW POSITIONS FY2017
Assistant Building Official ..............................1
Community Resources Coordinator .............1
Emergency Communication Officers ............2
Firefighters ....................................................3
Garey Park Marketing Coordinator ..............1
Information Specialist ...................................1
Medical Health &Fitness Coordinator ......0.5
Public Works Director ...................................1
School Resource Officer ................................1
Tennis Asst (0.5)/Rec Asst (0.5)....................1
TOTAL NEW POSITIONS FY2017 .....................12.5
46
FY2017 Annual Budget
FY2017 Annual Budget
GENERAL FUND SUMMARY
The General Fund is the primary operating fund for the City.This fund is used to account for resources traditionally
associated with city government including public safety,parks,streets,and city management.
FISCAL YEAR 2016
are projected to be $54,328,073,or 2.04%higher than the current budget.The increased revenue is
primarily the result of higher than expected sales tax revenue.Across the state of Texas,many communities have
seen a slowing or even decline of sales tax collections following the crash of the oil market in December 2014.The
greater Austin MSA and Georgetown in particular have been insulated from this decline.Year end projections have
the City collecting 6.64%more in sales tax revenue than budgeted in FY2016.
Sanitation revenue is projected to be 4.48%higher than budgeted,which mirrors the City’s overall growth trend.
The City’s Utility Return on Investment (ROI)revenue is expected to end the year 0.75%higher than budgeted.
Franchise fees are anticipated to finish the year at 3.29%below budget.The decrease is primarily the result of lower
than expected ROI revenue in the electric system.Parks and Recreation fees are expected to finish the current year
0.59%below budget.
are projected to be $54,539,932,0.51%less than the current budget.Lower expenditures are
primarily related to salary savings from open positions and savings in health benefits.
is projected to be $9,956,779 as of September 30,2016.This is greater than the contingency policy
requirement of $7,925,000.Fund balance over the contingency policy requirement is available to fund non recurring
expenditures in FY2017 per the Council’s direction.The projected available fund balance is $1,531,779 in FY2016.
FISCAL YEAR 2017
total $56,063,595,which represents
an increase of 3.19%over FY2016 Projections.The chart
to the right identifies General Fund revenues by source.
Property tax revenue is budgeted at $12,475,000.Due to
higher valuation and new development,property tax
revenue is budgeted to increase by 6.87%over the
previous year.
Sales tax revenue is budgeted at $12,818,683.Financial
modeling indicates a 3.73%growth rate in FY2017.
Increases in sales tax revenue are being driven by housing
starts and overall retail growth.
Other revenue is expected to remain relatively stable,assuming development related revenues continue to follow
current trends,and growth continues within the utility service areas.
Sanitation revenue totals $7,181,300,an increase of 5.19%over FY2016 projections.Utility ROI revenue is projected
to be $8,505,241.
3%
24%
22%23%
13%
15%
FY2017 Revenues
Administrative Charges
All Other Revenue
Property Tax
Sales Tax
Sanitation Revenue
Transfer InROI &
Other
47
FY2017 Annual Budget
FY2017 Annual Budget
total $57,492,644 a measure of
5.41%over FY2016 projected.Expenditures include an
increase in police and fire compensation due to market
adjustments and the adoption of the meet and confer
agreements,as well as in salary market adjustments.
Employee merit raises are budgeted at 2%per the Fiscal
and Budgetary Policy Guidelines.There are no increases in
healthcare costs in FY2017.
include the following new
positions and one time expenditures.
o The City's 2030
Comprehensive Plan has been in place since
2008 and requires a 5 year update.This enhancement will include updating statistical data,provide a
future Land Use Plan,integrate other elements of the 2030 Plan better through use of publication,style
and common themes,prepare an evaluation and appraisal report,link City Council goals,strategies,and
actions to 2030 Plan Vision Statements,and create a City Gateway and Annexation plan.Projected cost:
$123,000.
o Overtime expenses are increased due to the continued administrative support for the
City’s boards and commissions.Projected cost:$9,000.
o Review and amendment of the Unified Development Code
requirements for transportation related development standards.Projected cost:$5,000.
o The Administrative and City Management areas have been reorganized to support the
ongoing needs of the growing population.Downtown &Community Services and City Manager’s Office
have been combined for a collaborative approach.
o The City recognizes the need for development and maintenance of current
infrastructure.In order to support the ongoing needs of the City,a Public Works Director has been
approved as part of the FY2017 budget.Projected cost:$100,000.
o A Marketing positon was approved to begin in the spring to begin sales and
bookings for the Garey Park facilities,which will open late 2017/early 2018.As customers begin to book
special events,maintenance funds are also included for park operations.Projected Cost:$73,035.
o This
program was originally funded with
$15,000 The success of the program
necessitated a $5,000 increase in funding
in order to expand the program for more
participants.The increase in program
funding will be offset by the increase in
Special Needs Camp revenue.The graph
shows the growth of camp participation
from FY2012 to FY2016 YTD.
o Two part time
positions were approved in the FY2017
Budget,one at the Recreation Center and one at the Tennis Center.These additions are to help resolve
issues of growth and ensure compliance with TMRS and IRS regulations related to part time employees.
17%
1%
22%
2%12%
25%
3%18%
FY2017 Expenses
D&C Services
Finance
Fire
GUS
Management
Police
Transfers Out
Public Works
48
FY2017 Annual Budget
FY2017 Annual Budget
o This is a Texas State Library Grant funded position that will work with
key nonprofit social service providers focused on assisting seniors,residents with disabilities or limited
mobility,low income families,and the homeless.Projected cost:$72,136.
o An increase of $20,000 for books and other materials has been approved.
Projected Cost:$20,000.
o The Georgetown Fire Department has experienced an increase in overtime in
FY2016 due to increased vacancies and required strength of force staffing levels.Analysis shows three
additional firefighter float positions will decrease overtime and promote a more balanced workload for
the staff.Projected Cost:$238,087.
o The purpose of this program is to allow existing firefighters to advance their pre
hospital medical skills and obtain certification as a paramedic.Projected Cost:$30,000.
o Approved equipment enhancements in Fire include $17,100 for Self Contained
Breathing Apparatus maintenance,$49,000 for Hydraulic Rescue Tool Set Replacement,and $25,000 for
Personal Protective Equipment cleaning and testing.
o This
position is needed to relieve the day to
day workload of the Chief Building
Official and to help focus on strategic
department initiatives such as
improving the development process
and establishing performance
measures.This position will also
encourage healthy succession planning.
The graph shows total growth of
inspections from October through May
of FY2015 and FY2016.Projected Cost:
$82,180.
o This program is a
two year project that will properly
preserve all remaining historic records through the Kofile System.Projected Cost:$55,000 in FY2017 and
$55,000 in year two FY2018.
o Building on knowledge of our core brand,the next phase of
brand development will involve creation of a tagline that embodies our identity and the development of
brand design guidelines to be used for a range of publications such as reports,presentations,forms,
brochures,and online documents.Projected Cost:$20,000.
o An information specialist is also included in this Department to help create web
and social media content,produce news releases,and assist in media relations.
o School safety will be enhanced by the addition of a new school resource
officer to Benold Middle School.Currently,there are two S.R.O.s between the three middle schools.An
49
FY2017 Annual Budget
FY2017 Annual Budget
additional school resource officer
will allow all middle schools to have
a full time S.R.O.This position is half
funded by the City and half by
Georgetown ISD.Projected cost:
$79,902.
o
These positions will
allow Georgetown’s 911
Communications Center to respond
to the increase in call volume that
has been experienced in the last
several years.The graph indicates a
growth in call volume.The City has
not added new emergency dispatch
positions in over five years.
o This one time expenditure will help the Streets Department perform driveway,sidewalk,
and curb/gutter repairs.Projected Cost:$24,400.
o This one time expenditure will allow the paving foreman to ensure
successful quality operations through the purchase of a vehicle.This request also includes a
reclassification of this position to a higher pay grade.Projected Cost:$39,184.
o This request increases funds to address mowing and landscape maintenance
issues along major right of ways and gateways through the City.
o This Department includes a one time project for a fiscal impact/cost
to serve model for $120,000.This study will help provide financial information on land use decisions.
o Additionally,this Department includes funds for a consultant to assist in the selection of a new financial
and human resource information system.The project is budgeted at $150,000 and will be key in
developing the criteria for the new software.
o Lastly,this Department includes $35,000 for an in depth analysis to review tools and programs for
affordable housing.
COUNCIL DISCRETIONARY FUND
A transfer out of the General Fund into the Council Discretionary Fund totaling $750,000 has been approved for
FY2017.These funds can be used for one time in nature expenses per the direction of the City Council.
is projected to be $8,527,230 as of September 30,2017.This is greater than the 90day
contingency policy requirement of $8,000,000.In FY2016,the City Council established an economic uncertainty
reserve fund.Currently,that reserve totals $500,000.
50
FY2017 Annual Budget
FY2017 Annual Budget
GENERAL FUND INCOME STATEMENT
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 10,416,645 9,599,307 10,168,638 9,956,779 9,956,779
Revenues
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Property Tax 10,719,097 11,636,698 11,673,060 12,475,000 12,475,000
Sales Tax 11,296,645 11,587,812 12,357,361 12,818,683 12,818,683
Sanitation Revenue 6,494,836 6,534,000 6,827,000 7,181,300 7,181,300
Transfer In ROI &Other 7,720,944 8,548,263 8,612,503 8,505,241 8,505,241
Franchise Fees 4,925,043 5,129,030 4,960,206 5,142,035 5,142,035
Development and Permit Fees 2,340,128 2,392,400 2,387,950 2,292,691 2,292,691
Parks and Rec Fees 2,108,976 2,112,000 2,099,553 2,171,740 19,006 2,190,746
All Other Revenue 3,258,282 3,200,020 3,308,340 3,428,426 143,252 3,571,678
Administrative Charges 1,696,854 2,102,100 2,102,100 1,886,221 1,886,221
Grand Total 50,560,806 53,242,323 54,328,073 55,901,337 162,258 56,063,595
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
0000Transfer 1,188,673 1,512,955 1,512,955 1,226,870 217,846 1,444,716
0107Planning 852,372 938,880 935,677 1,045,736 137,000 1,182,736
0201D&CS Admin 602,219 637,790 615,986
0202Parks Admin 400,067 392,812 393,028 484,592 484,592
0210Library 2,029,736 2,172,357 2,172,607 2,307,359 107,270 2,414,629
0211Parks 2,074,873 2,287,013 2,248,497 2,251,308 61,051 2,312,359
0212Recreation 2,140,920 2,492,049 2,456,004 2,420,287 2,420,287
0213Tennis Center 439,074 396,954 397,243 416,668 14,744 431,412
0214Rec Programs 1,346,042 1,390,554 1,391,378 1,406,399 33,750 1,440,149
0218Arts &Culture 78,474 74,771 73,171 74,385 74,385
0316 Municipal Court 689,759 561,439 548,215 564,620 564,620
0402Fire Support Services 2,167,133 2,236,560 2,177,198 2,418,984 2,418,984
0422Fire Emergency Services 8,414,994 9,048,486 9,430,234 9,686,908 359,187 10,046,095
0533Environmental Services 5,590,845 5,624,432 5,852,605 5,879,717 5,879,717
0536Inspections 938,182 1,169,797 1,050,110 1,108,159 59,180 1,167,339
0602Administrative Services 757,980 896,542 939,796 1,552,320 1,552,320
0634City Council 119,609 156,641 150,808 156,044 156,044
0635City Secretary 514,861 545,961 498,753 602,852 55,000 657,852
0638General Gov't Contracts 3,621,622 3,414,415 3,030,191 3,038,873 314,880 3,353,753
0655Public Communications 325,872 427,117 374,150 298,272 89,061 387,333
0702Police Admin 2,332,715 2,823,180 2,824,829 2,102,200 2,856 2,105,056
0742Police Operations 9,188,797 9,852,456 9,779,967 10,972,803 203,488 11,176,291
0744Animal Services 782,911 913,111 848,932 905,957 905,957
0745Code Enforcement 348,109 411,753 413,342 401,887 5,886 407,773
0802Public Works 735,573 649,026 641,171 559,434 142,314 701,748
0846Streets 3,371,423 3,789,723 3,783,085 3,766,242 40,256 3,806,498
Grand Total 51,052,834 54,816,774 54,539,932 55,648,876 1,843,769 57,492,644
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 9,924,617 8,024,856 9,956,779 10,209,241 (1,681,511)8,527,730
CAFR Adjustment 244,021
Contingency 7,695,000 7,925,000 7,925,000 8,000,000 8,000,000
Economic Stability Reserve 500,000 500,000 500,000
Available Fund Balance 2,473,638 99,856 1,531,779 1,709,241 (1,681,511)27,730
51
FY2017 Annual Budget
ADMINISTRATIVE SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Provide quality services to citizens through effective management and
administration in support of the City Council’s Strategic Goals and to ensure
long term financial responsibility and future economic viability of the
community
Facilitate partnerships with other local,regional and state agencies,the
private sector,and others to ensure quality growth and development
Improve citizen awareness and understanding of City programs,services
and issues and promote a positive public image of the City and organization
Promote revitalization and future economic growth of the underdeveloped
areas within the city
Continue work associated with employee survey to improve upon
Communications,Training &Development,and Peformance Management
Lead the focus on multi year budgets and financial planning as part of the
annual budget process that implements the City Council’s Strategic Goals
Implement key studies to assist in Council in making decisiosn regarding
growth,such as a comprehensive plan update and a cost to serve fiscal
impact modelfor land use decisions
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND ADMINISTRATIVE SERVICES 10 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Worked with the City Council to establish clearly defined Strategic Goals
to guide city staff to establish strategies and tactics to accomplish the
Council’s vision
Updated the City's organizational structure as a response to the City’s
rapid growth to help ensure the delivery of quality services to citizens and
customers as it relates to development
Hired key personnel,including an Assistant City Manager,an Economic
Development Director,and a Finance Director
Partnered with Texas State University to conduct a citizen survey to
assess resident satisfaction on key services and quality of life issues that
will help guide future planning goals of the community
Continued working to develop multi year budgets and financial planning
as part of the annual budget process to implement the City Council’s
Strategic Goals
Completed city wide employee survey with an 85%resposne rate;
collected input on how the City can better serve its employees
Remphasized City core values with restructured and refocused values
events and trainings
DEPARTMENT DESCRIPTION
The Administrative Services
Department is responsible for the
administration of all City affairs and
serves as the liaison between the
policymaking and administrative
branches of City Government.The
City Manager,appointed by City
Council,is the chief administrative
and executive officer of the City.The
Department coordinates activities to
effectively accomplish the City
Council goals and objectives.
Additionally,Administrative Services
acts as the City’s representative and
liaison to local groups,service
organizations and businesses in the
community,and other governmental
agencies.
52
FY2017 Annual Budget
DEPARTMENTAL BUDGET
BUDGET NOTE
Personnel costs increased from FY2016 to FY2017 because of the reorganization of Downtown and Community
Services into Administrative Services.Administrative Services expanded by four employees as a result of this
reorganization.
DEPARTMENTAL PERFORMANCE MEASURES
In the spring of 2016 the City of Georgetown partnered
with the Center for Research,Public Policy and Training
(CRPPT)at Texas State University to conduct a citizen
survey focusing on residents’satisfaction of public services.
When asked to rate the overall quality of life in
Georgetown,the vast majority of respondents,97.6%
rated the overall quality of life in Georgetown as good or
excellent,while 2.4%rated overall quality of life as fair.
Resident satisfaction with overall quality of life is indicative
that the majority of residents perceive good or excellent
quality of life in Georgetown.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0602 Administrative Services
Personnel 603,723 732,930 771,415 1,321,786 1,321,786
O&M 154,257 163,612 168,381 230,534 230,534
Capital
Total Departmental Budget 757,980 896,542 939,796 1,552,320 1,552,320
53
FY2017 Annual Budget
CITY COUNCIL
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Grow Georgetown into a diverse,vibrant,inclusive,and socially dynamic
City where everyone has the opportunity to participate in,and benefit
from,our economic,political,and social activities
Support the outstanding and innovative City employees that work
diligently to bring the Vision of Council to life and deliver exceptional
services to our customers while exemplifying the Council’s Core Values
Oversee the policies and procedures to ensure they are easily understood
and consistently and professionally applied.The Council’s internal
processes need to be effective,efficient,fair,inventive and transparent,
making Georgetown a desired destination for residents and businesses
Assure that anyone interacting with the City will have such a positive
experience that they will tell everyone about it
Maintain a fiscal environment conducive to attaining the goals of the City
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND CITY COUNCIL 1 MAYOR
7 COUNCILMEMBERS
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Defined the Role of Council and established clear vision for the City of
Georgetown that includes goals and strategies that will guide City staff in
defining and implementing tactics to accomplish the Council’s Vision
Hired a new City Attorney and a new City Secretary who directly report to
the City Council
Approved contracts and a strategy for the City’s municipal electric utility
to move to 100%renewable energy sources
Provided design direction for the Downtown West Project
Supported the opening of the Georgetown Sheraton Conference Center
through a development project
Established the Sidewalk Master Plan
Approved the design plans for Garey Park and San Gabriel Park
Lowered the FY2016 City of Georgetown tax rate to 42.4 cents,the lowest
rate in Central Texas
Oversaw the implementation and changes making the Georgetown
Airport self sustaining and profitable
Expanded the City funded EMS program
Approved the construction and implementation of the Southwest Bypass
Project
DEPARTMENT DESCRIPTION
The City Council is composed of a
Mayor elected at large,and seven
Councilmembers elected from
singlemember districts.
Georgetown is a Home Rule City,
which means that the Council is free
to enact legislation,adopt budgets,
and determine policies,subject only
to the limitations imposed by the
Texas Constitution and City Charter.
The Council appoints a City Manager,
who coordinates and implements
activities to effectively accomplish
the goals and objectives it
establishes.The Council also
appoints the City Attorney,the
Municipal Court Judge and the City
Secretary.In addition,the Council
appoints citizens to serve on
advisory boards,commissions,and
committees.
54
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
:In the spring of 2016 the City
of Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
resident’s satisfaction of public services.When asked to
rate the overall value of City services,the majority of
respondents,78%,indicated value of City services to be
good 53%or excellent 25%.18.6%of respondents rated
the value of City services fair while only 3%of respondents
rated as poor.Resident satisfaction with overall value of
City services is indicative that the majority of residents
perceive good or excellent value for City taxes paid.Good
and excellent perceived value is also suggestive that
Council is connected with the citizenry and making
decisions that are aligned with resident’s interests.
:Citizens were also asked
about their perception of the overall quality of services
from the City of Georgetown.In general,respondents are
satisfied with the services provided and produced by the
city.As indicated by the graph to the right,82%of the
respondents find City services to be either good or
excellent.Accordingly,15%deem quality of city services as
fair,while only 2.4%report that overall quality is poor.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0634City Council
Personnel 55,248 88,639 88,639 86,873 86,873
O&M 64,361 68,002 62,169 69,171 69,171
Capital
Total Departmental Budget 119,609 156,641 150,808 156,044 156,044
55
FY2017 Annual Budget
CITY SECRETARY’S OFFICE
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Maintain provision of excellent assistance and care for the Mayor and City
Councilmembers
Promote development and provision of excellent training to Boards &
Commissions members,liaisons and chairs,as well as staff training
programs in records management
Retain the ongoing historic record preservation project
Pursue implementing the records scanning project,allowing web access
of all City records
Continue administering City elections and Police/Fire elections as needed
Promote improvement of efficiencies in office processes and procedures
Display an exhibit of historic documents at the Georgetown Public Library
in May 2017 for National Preservation Month
Complete the List of Mayors from 1848 through the present
Research and obtain all Articles of Incorporation,City Charters and
historic documents substantiating the establishment of the City of
Georgetown
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND CITY SECRETARY 5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Posted all meeting agendas in compliance with regulations and statutes
Introduced a Policy &Procedures Manual for Records Management
Conducted a Successful Boards &Commissions Application and
Appointment Process
Sponsored the Ethics Orientation for all Boards &Commissions Members
Provided Boards &Commissions Training and Agenda and Minutes
Training for all B&C Liaisons and Board Chairs as well as Records
Management Training for all City Departments
Assisted with the City Council Goal Setting &Visioning Sessions
Administered two Police Elections (Meet &Confer and Alternate
Promotional Process Elections)and a May 2016 General Election (District
3 Councilmember)
Initiated records inventory at the Dove Springs facility
Accomplished the timely destruction of records according to the Texas
State Library standards saving the City considerable money by following
destruction schedules and no longer paying for unnecessary records
storage
Continuation of the digital scanning process of all records,providing
availability of all records to the general public on the City website
DEPARTMENT DESCRIPTION
The City Secretary’s office oversees
the preparation of City Council
agenda packets and ensures
compliance with the State Open
Meetings Act.The City Secretary’s
office is responsible for maintaining
official City records and coordinating
the citywide Records Management
Program.The Office is required to
draft detailed minutes for the
governing body of the City of
Georgetown.In addition,after City
Council passes legislation,the City
Secretary’s office oversees the
codification of ordinances.The City
Secretary’s office drafts Mayoral
proclamations and arranges official
appearances of the Mayor at local
and regional community events.In
addition,this Office also manages
City elections and oversees the
conduct of all elections by the
Williamson County Elections
Administrator.
Notable Budget Item(s)
Records Preservation
$55,000
56
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Compliance with the is the Department’s
top priority.State legislation requires meetings of
governmental bodies to be open to the public,except for
expressly authorized closed sessions,and to be preceded by
public notice of the time,place,and subject matter of the
meeting.
Public notice of the time,place,and subject matter must be
posted no later than 72 hours prior to the start of the
meeting.These requirements must be met 100%of the time.
The provisions of the Act are mandatory and are to be
liberally construed in favor of open government.Public
notices are available outside of City Hall and on the City
website.
AWARDS/ACCREDITATIONS
Deputized two staff members who are now authorized to carry out the duties of the City Secretary in her absence,
including the public posting of all meetings to comply with state regulations of the Open Meetings Act.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0635City Secretary
Personnel 332,779 350,652 314,944 356,452 356,452
O&M 180,119 195,309 183,809 246,400 55,000 301,400
Capital 1,963
Total Departmental Budget 514,861 545,961 498,753 602,852 55,000 657,852
57
FY2017 Annual Budget
FIRE: EMERGENCY AND SUPPORT SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Provide quality maintenance of City public facilities to foster a safe and
positive atmosphere for employees and citizens
Order new Aerial Ladder Truck
Place into service new Wildland Interface Brush Engine and Water Tender
Hosting 130/190 class to obtain wildland certification for GFD members
Implement PowerDMS and Lexipol for Policy,Training,and Accreditation
Management
Certify additional American Heart Association (AHA)CPR/First Aid
instructors
Implement clinical affiliation with Central Texas College for military re
entry class to perform clinical ride outs
Send 10 more personnel to Swiftwater Tech training
Host in April and September.This
will be attended by both GFD members and students from outside
agencies
Train 4 personnel through High rise Conference
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND SUPPORT &EMERGENCY
SERVICES 101.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Assisted with the completion of the West Side Service Center
COG wellness expo;Flu vaccine administration
Hosted EMS training;St.David’s Round Rock E.D.,Precision Bone &
Joint,S&W Interventional Cardiology,Philips Healthcare
Hosted Georgetown Pipe and Drum Clinic in November with around 60
students in attendance from around the state
Purchased new Personal Protective Equipment (PPE)that is dual certified
for both Wildfire and technical rescue
Hired new Emergency Management Coordinator
Trained over 20 personnel to be certified as Swiftwater Techs and
Swiftwater Boat Operations
Added 4 additional divers to the Georgetown Search and Rescue (GSAR)
Team
Purchased a Flashover Chamber and trained personnel to be instructors
Hosted RnR Rope Rescue Training.GFD had 3 Captains obtained
certification as High/Angle and Confined Space Level II Rope Rescue
Technicians
Obtained approval to function as a Candidate Physical Ability Test (CPAT)
site
DEPARTMENT DESCRIPTION
Fire Support Services ensures that
quality service is provided to the
community by directing and
supporting the entire Fire
Department.Direction is provided
through an emphasis on open
communication and participation in
the decision making process from all
levels.Efficient and effective
administration and support are
critical to the success of a fire
agency.
Emergency Services provides the
firefighting,medical response and
treatment,patient transport,rescue,
and hazmat services for the City and
Emergency Services District (ESD)8.
Firefighters are trained in the latest
health and safety issues and receive
mandated training by the Texas
Commission on Fire Protection and
Texas Department of Health.
Notable Budget Item(s)
3 New Firefighter Positions
Paramedic Academy $30,000
58
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
In the spring of 2016 the City
of Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State university
to conduct a citizen survey focusing on resident’s
satisfaction of public services.When asked to rate the
quality of protective services,the majority of respondents
rated the quality of Fire and Emergency Medical Services
(EMS)to be good or excellent.Good or Excellent ratings
from residents indicate that fire and EMS services meet or
exceed expectations within the community.
The Emergency Services Consulting International (ESCI)
conducted a detailed analysis of the Georgetown Fire
Department (GFD)in 2013 and recommended a
.This methodology
effectively segregates GFD’s +130 sqmi response area into
three distinct zones:urban,suburban,and rural.The
suggested response standards are consistent with the
2010 Deployment Study and closely aligns with the
National Fire Protection Association (NFPA)1710
deployment standard.The “first due”response of a single
utilizing standard reflex time from dispatch receipt to
emergency unit arrival.The standard set forth by ESCI
recommends that each area be reached within the
recommeneded time for 90%of all incidents.The City of
Georgetown will closely monitor response time
performance and will use this information as a tool that will
help guide GFD and address future issues of growth.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0402Fire Support Services
Personnel 1,513,617 1,588,112 1,530,480 1,593,550 1,593,550
O&M 653,516 648,448 646,718 825,434 825,434
0402Fire Support Services Sub total 2,167,133 2,236,560 2,177,198 2,418,984 2,418,984
0422Fire Emergency Services
Personnel 7,324,184 7,694,910 8,048,870 8,349,940 216,787 8,566,727
O&M 1,090,810 1,353,576 1,381,364 1,336,968 93,400 1,430,368
Capital 49,000 49,000
0422Fire Emergency Services Sub total 8,414,994 9,048,486 9,430,234 9,686,908 359,187 10,046,095
Total Departmental Budget 10,582,127 11,285,046 11,607,432 12,105,891 359,187 12,465,078
7
11
15
0
2
4
6
8
10
12
14
16
Urban (>1,000 per
square mile)
Suburban (500
1000 per square
mile)
Rural (<500 per
square mile)
ESCI Recommended Response
Times
98%97%
87%91%
60%
80%
100%
Fire EMS Emergency
Preparedness
Fire
Prevention
Protective Services
Good or Excellent Fair Poor
59
FY2017 Annual Budget
GOVERNMENTAL CONTRACTS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Ensure all citizens have access to services which enable them to live safe,
healthy,and productive lives
• Provide resources necessary for community agencies to operate in
Georgetown
•Utilize resources to take advantage of available grant funding sources to
offset the cost of the City’s expenditures for capital improvements and
other projects and ensure the long term financial viability of Georgetown
• Ensure that the City’s Strategic Partners for Community Services providers
meet their results oriented performance objectives and prevention issues,
and form service partnerships as appropriate
•Continue to support the Williamson County and Cities Health District to
ensure the health and safety of the citizens of the community
•Retain commitment to fund Strategic Partners for Community Services
Grants at levels approved in the City Council’s Fiscal and Budgetary Policy
• Utilize CDBG grant funding of $135,500 for engineering and construction of
sidewalk on the east side of Scenic from 6th to 10th Streets,and the south
side of 6th from Scenic to Martin Luther King Jr.Street
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND GOVERNMENTAL CONTRACTS 0 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Awarded 17 Strategic Partnership for Community Services (SPCS)Grant
Contracts including:
o The Boys and Girls Club of Georgetown
o Girls Empowerment Network (GEN)
o Williamson County Crisis Center dba Hope Alliance
o The Georgetown Project
o Habitat for Humanity Williamson County
o Ride on Center for Kids (ROCK)
o Senior Center at Stonehaven
Contracted with the Williamson County and Cities Health District to
ensure the health and safety of the citizens of the community
Received funding for Community Development Block Grants (CDBG)in
the amount of $87,120 for the construction of the sidewalk from Scenic,
to Austin Avenue,along MLK and 3rd Streets
DEPARTMENT DESCRIPTION
Managed through Administrative
Services,this Department includes
funds for the City's contracted
Strategic Partnerships for
Community Services grant
commitments.Funds for
maintenance of four community
buildings and utility subsidies for
local eligible 501(c)3 non profit
organizations are also budgeted in
this department.This Department
also oversees the administrative
allocations for services received
from other City funds.In addition,
this Department manages the City's
Agreement to provide funding to the
Williamson County and Health
District (WCCHD).
60
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The City’s Fiscal and Budgetary Policy
includes funding eligble local 501(c)3 non profits.The total
available for grants is targeted at $5 per capita to be
attained through population growth.Measuring the total
grants allocated and comparing the total allocation to the
funding per capita is a tool to ensure compliance.It also
illustates the Council’s continued commitment to support
local organizations.
REGIONAL PARTNERS
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0638 General Gov't Contracts
Personnel (43,500)(137,982)(250,000)(548,058)(548,058)
O&M 3,665,122 3,552,397 3,280,191 3,586,931 314,880 3,901,811
Capital
Total Departmental Budget 3,621,622 3,414,415 3,030,191 3,038,873 314,880 3,353,753
61
FY2017 Annual Budget
INSPECTION SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Review all workflow processes for improvement and time reduction to
reduce the cost to all users
Provide on going training and certification programs for all staff to obtain
full certifications which will also assist in an improved Insurance Services
Offices (ISO)rating for insurance underwriting purposes for taxpayers
Provide bilingual information for procedure brochures and on the web
site
Initiate a permit fee analysis in comparison with the surrounding
communities
Initiate a review of the 2015 International Building Codes and the 2017
National Electrical Code for the possibility of future adoption and a review
Promote a cooperative effort with the building community to provide
long lasting,quality structures and encourage the use of the most current
building and fire codes for the community in an effort to reduce insurance
rates for the public
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND INSPECTION SERVICES 14 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Continued to encourage energy conservation for building construction
through the use of approved materials and methods for all types of
structures in coordination with International Building Codes
Maintained an acceptable level of service due to workload for
turnaround times for plan reviews,permitting,and inspections
Provided a permit and inspection plan to meet the landscape and
irrigation standards for water conservation
Assure that special flood hazard areas are not impacted by
development through the use of Floodplain Management
Promoted automated technology for permitting and inspection
Ensured quality and safe housing through consistent administration of
building code requirements
Bolstered a cooperative effort with the building community to
encourage use of the most current building codes
DEPARTMENT DESCRIPTION
Inspection Services issues building
construction permits and performs
infrastructure inspections.This
Department assists in the
coordination between the City and
the construction industry with plan
review,permitting,and on site
inspections.Inspection Services
ensures that the construction phase
of the development process meets
the expectations of the community
for the overall public health,safety,
and welfare.The Department is also
responsible for floodplain
administration and ensuring the City
meets regulations established by the
Federal Emergency Management
Agency.
Notable Budget Item(s)
Assistant Building Official
Position
62
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
This metric shows the
number of inspections across all disciplines (electric,
plumbing,building,and mechanical).
The national standard used in the chart to the right is
calculated based on the number of inspection hours
required of the Department as published in the Building
Department Administration,4th Edition from the
International Code Council in September 2012 and
indicates an extremely high work load as compared to
national standards.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0536Inspections
Personnel 735,876 979,007 859,320 1,013,546 48,314 1,061,860
O&M 202,306 190,790 190,790 94,613 10,866 105,479
Capital
Total Departmental Budget 938,182 1,169,797 1,050,110 1,108,159 59,180 1,167,339
63
FY2017 Annual Budget
LIBRARY
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Hire a Community Resources Coordinator to work with nonprofit
organizations and assist residents in need
Purchase additional library materials and ebooks with additional book
funding
Provide open and equal access to information
Create opportunities for life long learning
Offer cultural enrichment
Complete Family Place Libraries Intitative training
Continue strong partnership with Georgetown Art Works to ensure
successful operation of the Georgetown Art Center
Work with other City departments to incorporate an arts component into
downtown events
Implement elements of the Arts and Culture Strategic Plan that dovetail
with cultural goals of the Downtown Master Plan
Utilize bookmobile as a way to publicize the library
Collaborate with other departments to implement a civic center with
public outdoor space in City projects adjacent to the library
Update Library’s Strategic Plan
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND LIBRARY 23.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Published first annual Arts and Culture Guide
Assisted with the operation of the Georgetown Art Center
Coordinated monthly meetings of the Cultural District members
Added public art downtown
Improved weekend and family programming at the library
Increased number of downloadable eBooks and audio books available to
library cardholders
Extended bookmobile service to senior citizens and children,including
summer reading program experiences for the children
Maintained an aggressive publicity campaign that is designed to keep the
public constantly aware of the services,programs,and activities available
at the library
Developed new weekly e newsletter distributed to registered library
users
Hired Cataloging Librarian
DEPARTMENT DESCRIPTION
The Georgetown Library houses and
administers a collection of more
than 113,000 items,including books,
magazines,foreign language
resources,and reference materials.
The Library is part of the TexShare
program;under this program,library
cardholders may go in person to
borrow materials from other
participating libraries in Texas,and
for the cost of one way postage,they
may use inter library loan service.
The Department hosts weekly story
hours,summer reading programs for
children and teens,reference
services,public access to the
Internet and technical assistance
without cost to the public.
Notable Budget Item(s)
Community Resources
Coordinator
Increase in Book Funding
$20,000
64
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Library measures a number of
different statistics throughout the year to determine the
success of their work.Of these statistics circulation is one
of the most important.Circulation data measures the
count of items that are checked out of the library.
Therefore,a library with high circulation numbers is a
library that is well used by the community.
In the spring of 2016 the City of
Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
resident’s satisfaction of public services.When asked to
rate the quality of the Library,the vast majority of residents
rated the quality of the Library as good or excellent.
Resident’s perceived quality of the library is a good
indication that library programs and resources meet or
exceed expectation.
AWARDS/ACCREDITATIONS
by the State of Texas.To be a
Certified Public Library in Texas,the library must meet
minimum criteria established by the Texas State Library
and Archives Commission.Obtaining state certification is
crucial in receiving state and federal grants,as library’s that
are not certified are not eligible to receive funding.The
library also held its’50year celebration in March,2016.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0210Library
Personnel 1,255,589 1,345,987 1,347,837 1,434,418 85,920 1,520,338
O&M 644,515 691,577 689,977 736,648 1,350 737,998
Capital 129,632 134,793 134,793 136,293 20,000 156,293
0210Library Sub total 2,029,736 2,172,357 2,172,607 2,307,359 107,270 2,414,629
0218Arts &Culture
Personnel 150 8,550 8,550 8,550 8,550
O&M 78,324 66,221 64,621 65,835 65,835
Capital
0218Arts &Culture Sub total 78,474 74,771 73,171 74,385 74,385
Total Departmental Budget 2,108,209 2,247,128 2,245,778 2,381,744 107,270 2,489,014
65
FY2017 Annual Budget
MUNICIPAL COURT
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Foster a “customer service”philosophy with court defendants,treating
all with professional courtesy and respect
Increase court efficiency through streamlined procedures and
automation
Protect and preserve individual liberties of court defendants
Monitor timeline for docket processing and increase dockets as needed
Participate in annual multi jurisdictional warrant round up
Implement Legislative changes as they relate to Municipal Court
Increase the usage of the court notification system to enhance customer
service opportunities and increase court efficiency
Continue to contribute in the design process for the new court facility as
part of of the downtown west project
Review internal control practices and revise or update as needed
Conduct a survey to measure if court participants perceive the court as
fair and accessible
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND MUNICIPAL COURT 6.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Participated in annual statewide warrant round up along with more than
300 jurisdictions
Completed warrant reconciliation with Police Department
Measured clearance rate of outgoing cases as a percentage of the
number of incoming cases to ensure we are keeping up with incoming
caseload
Implemented the court notification system to provide enhanced
customer service opportunities and increase court efficiency
Contributed in the design process for the court facility as part of the
downtown west project
Won first place at state competition as part of Teen Court Program
DEPARTMENT DESCRIPTION
Municipal Court oversees the judicial
processing of Class C misdemeanors
in the City,as well as cases related to
traffic citations,citizen complaints,
misdemeanor arrests,and animal
violations.The Court adheres to the
Texas Code of Criminal Procedure
and the Code of Judicial Conduct.
The Court prepares dockets,
schedules trials,and processes
juries.Additionally,the Court
records and collects fine payments
and issues warrants for Violation of
Promise to Appear and Failure to
Appear.The Court also processes
code and parking violations as part of
the citywide code enforcement
effort.The Municipal Judge presides
over trials and other court
proceedings.The Judge also
facilitates the Teen Court Program in
conjunction with the Georgetown
and East View High Schools.
66
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
:In the spring of 2016 the City
of Georgetown partnered with the Center for Research,
Public Policy and Training (CRPPT)at Texas State University
to conduct a citizen survey focusing on resident’s
satisfaction of public services.When asked to rate the
overall value of Municipal Court services,the majority of
respondents,89.8%,indicated Municipal Court services to
be good or excellent.
The is a metric collected by the Department.
Over the last few years,the number of citations has
decreased.This trend is pervasive in Texas and across the
country and is not just an anomaly occurring in
Georgetown.Community policing has become more
prevalent and is an alternative to past enforcement.
measures if the court is keeping up with its incoming caseload.If cases are not disposed of in a timely
manner it causes a backlog of cases awaiting disposition.The departmental objective is to dispose of at least as many
cases as have been filed,which would be a clearance rate of 100 percent or higher.This measurement is based on
best practices from the National Center for State Courts.
Municipal Court continuously monitors the to avoid delay and actively manage the events of cases
through timely disposition.Our objective is to schedule cases for an arraignment docket within 60 days and if needed,
we increase the dockets.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0316Municipal Court
Personnel 436,937 457,818 446,912 458,585 458,585
O&M 252,822 103,621 101,303 106,035 106,035
Capital
Total Departmental Budget 689,759 561,439 548,215 564,620 564,620
90%
8%2%
Quality of Service Municipal
Court
Good or Excellent Fair Poor
67
FY2017 Annual Budget
PARKS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Hire an event coordinator for Garey Park to begin marketing and booking
events
Start construction of Garey Park in preparation for opening in early 2018
Install new parks rules and park monument signs for consistency in our
parks
Coordinate volunteer efforts with Good Water Master Naturalist’s and
Eagle Scouts
Complete:
o VFW Park renovations to include three softball fields,
restroom/concession and parking
o Construction of Phase I of San Gabriel Park renovations and begin
design of Phase 2
o Founders Park renovations to enhance downtown parks
o ADA transition work for McMasters Park,Village Park,Booty’s
Road Park,and Phase I of the San Gabriel Trail
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND PARKS 22 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Completed design work for McMasters Park and Village Park and Pool as
part of the ADA transition plan
Finalized design and detailed business plan for Garey Park in preparation
for construction
Finished design work for Phase I of San Gabriel Park as part of the San
Gabriel Park renovation project
Fulfilled bank stabilization project in San Gabriel Park to preserve river
bank
Received public input and completed design for Founders Park
Renovated Williams Drive Pool as part of the Aquatics Master Plan
Implemented the use of ATXFloods website to help alert citizens of trail
crossing closures
Worked with the Friends of Georgetown Parks and Recreation to install
an accessible sand table at the Creative Playscape
Remodeled Emerald Springs Park as part of the ongoing strategy to
improve neighborhood parks
Renewed involvement with COGs SafePlace Program
Added seven Solar Big Belly litter receptacles to help with litter removal
Started construction of VFWPark
DEPARTMENT DESCRIPTION
The Parks Department improves the
quality of life for Georgetown
citizens by maintaining 34 parks on
1,007 acres,9.2 miles of Hike/Bike
Trails,and three cemeteries.The
Department oversees an athletic
complex,the Bark Park,five outdoor
swimming pools,two downtown
pocket parks,and the Tennis Center.
The Department maintains and
schedules the use of the Community
Center and special park areas.The
Parks Department also helps with
special events such as Cupid’s Chase
5K Run/Walk,Haunted Hayride at
Halloween,4th of July Celebration,
Fishing Derby,Christmas Stroll,Red
Poppy Festival,Arbor Day,and
Project Graduation.In addition,the
Parks Department coordinates Eagle
Scout and other service projects as
needed.
Notable Budget Item(s)
Garey Park Marketing
Coordinator
68
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The National
Recreation and Park Association (NRPA)Field Report
presents a wealth of data and key insights from the more
than 950 Parks and Recreation Agencies collected by the
Agency Performance Survey.This report provides the most
comprehensive Parks and Recreation benchmarks and
metrics to date.At present,the NRPA benchmark for acres
of park land per 1,000 residents is 9.5 acres.The Parks
Department monitors the acres of park land per 1,000
residents to ensure that the City is offering equitable
amounts of park land when compared to similar
municipalities.With the construction of Garey Park in
FY2017,the ratio of park land per 1,000 residents will
exceedthe NRPA benchmark.
AWARDS/ACCREDITATIONS
–For teaching swim lessons to over 1,000 individuals
during the past year.
–For excellence in the field
of Park and Recreation Management.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0202Parks Admin
Personnel 227,808 234,915 235,131 237,653 237,653
O&M 172,258 157,897 157,897 246,939 246,939
Capital
0202Parks Admin Sub total 400,067 392,812 393,028 484,592 484,592
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0211Parks
Personnel 1,093,481 1,301,933 1,263,417 1,253,518 20,335 1,273,853
O&M 981,392 985,080 985,080 997,790 40,716 1,038,506
Capital
0211Parks Sub total 2,074,873 2,287,013 2,248,497 2,251,308 61,051 2,312,359
Total Departmental Budget 2,474,940 2,679,825 2,641,525 2,735,900 61,051 2,796,951
69
FY2017 Annual Budget
RECREATION
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Ensure access to recreation facilities and programs for all Georgetown
residents regardless of race,gender,age,income,or physical ability
Consistently meet or exceed the expectations of our customers through
proactive communications and the continuous improvement of our
services
Initiate,cultivate,and maintain effective partnerships with other
departments,agencies,organizations,and citizens to provide quality
service to the City
Promote participation in the Youth Advisory Board to increase teen
programming
Implement a new parks and recreation point of sale software solution
Continue to work with Convention and Visitor’s Bureau (CVB)to promote
and attract fast pitch softball tournaments to Georgetown
Establish formal agreements with outside organizations utilizing aquatic
facilities
Develop specific marketing strategies for department areas
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND RECREATION 28.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Hosted a community youth summit in collaboration with the Youth
Advisory Board and the Georgetown Project
Completed interlocal agreements with GISD,Meridian,and Gateway to
establish continued partnership programming
Increased tennis programming with the addition of Benold Middle School
tennis,Meridian tennis program,and Zion Lutheran tennis
Increased Adventure Program offerings to senior adults due to demand
Recorded new participation levels for youth athletics in all areas including
soccer,basketball,and volleyball
Replaced 21 spin bikes at the recreation center as part of the asset
replacement program
Selected a parks and recreation registration software solution to replace
the existing software that is discontinued
Installed people counters for accurate attendance tracking at the
recreation center
Installed emergency phones at all pools as part of the compliance for
municipal swimming pools
Developed a partnership program to gain year round sponsorships for
programs and events
DEPARTMENT DESCRIPTION
The Recreation Department
provides a wide variety of leisure and
educational opportunities.
Department staff manages the
Recreation Center,Teen/Senior
Center,Tennis Center,a natatorium,
and five outdoor swimming pools.
The Department oversees and staffs
the Challenge Course and summer
camps including;Adaptive Camp,
Spring Break Camp,and Teen
Adventure Camp.Staff also manages
a host of tournaments and leagues
from youth soccer to adult kickball,
senior fitness to travel,and
everything in between.The
Department schedules many
different types of activities that
include aerobics,country dancing,
martial arts,and alternative activities
for both youth and adults.
Notable Budget Item(s)
Increase funding for Special
Needs Camp
$5,000
Part Time Rec Center
Employee
Part Time Tennis Center
Employee
70
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
:The recreation department
aims to provide fun and cost effective recreation programs
to the community.In the spring of 2016 the City partnered
with Texas State University to conduct a citizen survey.
When asked to rate the quality of the recreation programs,
91%of respondents rated recreation programs as good or
excellent.
In the Fiscal and
Budgetary Policy,the overall operation cost recovery is
targeted at 55%.Tracking the percentage of expenses
recovered through fees insures the City makes every effort
to maintain equity in its revenue and recognizes the benefit
that City tax payers contribute to City programs and
services.
AWARDS/ACCREDITATIONS
Lifeguards placed 1st and 5th at the Central Texas.Lifeguard
Competition and 6th in the State Competition.The event
was hosted by the Texas Public Pool Council.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0212 Recreation
Personnel 1,180,315 1,304,555 1,268,510 1,324,382 1,324,382
O&M 960,605 1,187,494 1,187,494 1,095,905 1,095,905
Capital
0212Recreation Sub total 2,140,920 2,492,049 2,456,004 2,420,287 2,420,287
0213 Tennis Center
Personnel 218,092 225,890 226,179 224,959 14,594 239,553
O&M 220,983 171,064 171,064 191,709 150 191,859
Capital
0213Tennis Center Sub total 439,074 396,954 397,243 416,668 14,744 431,412
0214 Rec Programs
Personnel 696,187 749,707 750,531 743,855 28,300 772,155
O&M 649,855 640,847 640,847 662,544 5,450 667,994
Capital
0214Rec Programs Sub total 1,346,042 1,390,554 1,391,378 1,406,399 33,750 1,440,149
Total Departmental Budget 3,926,036 4,279,557 4,244,625 4,243,354 48,494 4,291,848
71
FY2017 Annual Budget
PLANNING
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Promote the Comprehensive Plan to achieve the community’s long term
vision by updating the future land use plan,gateways plan,1445
agreement with Williamson County and updating the City’s annexation
plan
Support the vision by continuously improving and implementing the UDC
by working through the Council adopted 2016/2017 UDC priorities.
Effectively communicate the work of the Department to the public
through updates to the city website,quarterly Department newsletters,
establishing efficiency and effective measures of workload and work
performance
Maintain accurate and thorough records by establishing standard
operating procedures for all development related Departments utilizing
MyPermitNow
Build effective partnerships within internal and external customers by
clearly defining the roles of the development application review team,
establishing and monitoring efficiency and effective measures of work
performance
Update the Department’s annual work plan,utilizing the strengths of staff
where possible and establishing a Department succession plan
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND PLANNING 10 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Moved Planning Department office to 406 W.8th Street
Published 2nd Annual Planning Department Year in Review Report
Analyzed and prepared 20 amendments to the Unified Development
Code (UDC)
Staffed 102 public meetings for City Boards and Commissions
Held 280 pre application meetings
Received and reviewed 376 new applications
Held first annual Planning 101 workshop for Realtors
Began the update to the City’s Historic Resource Survey
Completed Grace Heritage Historic Structure Assessment
Facilitated annual Planning and Zoning Commission training
Facilitated negotiations for entitlements of three MUDs:Shadow Canyon,
278 acres;Kasper Development,207 acres and currently facilitating the
negotiation of the Homestead Development,340 acres
Established inter departmental long range planning team
Presented to City Council on City gateways and long range planning
efforts
Updated the Department Mission Statement,Values,Goals and Action
Plan
DEPARTMENT DESCRIPTION
The Planning Department
coordinates the development review
process in accordance with City
Council policies adopted through the
2030 Comprehensive Plan and the
Unified Development Code (UDC).
The Department reviews and
develops recommendations on
annexations and development
applications.Additionally,Planning
prepares reports,presents to the
City Council,and is the primary
support for the Planning and Zoning
Commission (P&Z),UDC Advisory
Committee and Board of
Adjustment.The Department also
provides significant program support
and staff resources for the Historic
and Architectural Review Committee
and the City’s Housing Program.
Notable Budget Item(s)
City’s 2030 Comprehensive
Plan Update
$123,000
72
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Assisting policymakers,property owners,developers,and citizens in regard to growth and new development while
preserving the City’s historic heritage and character is a top priority for the Planning Department.Development is
guided through the City’s Comprehensive Plan and the Unified Development Code (UDC).The Department
consistently monitors the UDC to ensure development is aligned with Council Vision and citizen input resulting in
quality land development for the growing community.
AWARDS/ACCREDITATIONS
The American Planning Association is a nonprofit public interest and research
organization representing over 40,000 practicing planners,officials,and
citizens involved with urban and rural planning issues.
The Mission of the Texas Chapter of the American Planning Association is to
advocate the profession of planning,providing expertise and processes that
empower citizens to be engaged in the development and sustainability of
Great Communities in Texas.
The City of Georgetown’s Planning Department earned the
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0107Planning
Personnel 693,711 790,836 793,146 885,340 9,000 894,340
O&M 158,662 148,044 142,531 160,396 128,000 288,396
Capital
Total Departmental Budget 852,372 938,880 935,677 1,045,736 137,000 1,182,736
73
FY2017 Annual Budget
POLICE: ADMINISTRATION AND OPERATIONS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Enhance Public Safety
o Reduce crime &fear of crime
o Improve traffic safety
Organizational Development
o Attain Texas Police Chief Association Accreditation
o Develop Comprehensive Wellness,Fitness,Resiliency
Program
Community Engagement
o Develop &Implement a CommUNITY Engagement Project
o Develop &Implement a Social Media Strategy
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND POLICE ADMINISTRATION &
OPERATIONS
109.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Hosted Regional Police Academy
Hosted three Youth Police Academies
Initiated Coffee with Captains/Chiefs
Procedural Justice Training for Supervisors
Participation in White House 21st Century Policing Summit
Communications implemented EMS EMD Program
Calls From Santa
Deployment Unit established
National Night Out Award
Central Texas Explorer Competition:Austin1 st Place Overall (56 Teams)
DEPARTMENT DESCRIPTION
Police Operations receives and
responds to routine and emergency
calls for service.Responsibilities
include community problem solving,
directed patrols,and investigations.
Police Operations consists of Patrol,
Criminal Investigations,Deployment
Unit,the Traffic Enforcement Unit,
School Resource Officers,
Community Resource Unit,and the
Warrants Unit.In addition,Police
Operations manages the technology
needed to operate and maintain all
areas of Police Services,crime trend
analysis.It also includes
Communications for police,fire,and
EMS,Records Management,Victim
Services,Code Enforcement,Animal
Services,Volunteers in Police,and a
Chaplains Program.
Notable Budget Item(s)
School Resource Officer
Two Emergency
Communications Operators
74
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Police Department is committed to
arriving as quickly as possible to help in your time of need.
To help ensure this goal is achieved,the department
measures response times by all three types of priority calls.
Priority 1 calls are emergency based calls.
Between 2014 and 2015 a reclassification of calls for
service with the call type of “911 hang up/abuse”were
reclassified from a Priority 1 calls to a Priority 2 call to
better reflect their true nature of the emergency.
In the spring of 2016 the
City of Georgetown partnered with the Center for
Research,Public Policy and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
resident’s satisfaction of public services.When asked to
rate the overall quality of protective services,the majority
of respondents rated the Police Department and crime
prevention as good or excellent (92%and 95.1%
respectively).High ratings of satisfaction with the Police
Department and crime prevention indicate the
Department is engaging the community and the quality of
police citizen contacts are high.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0702 Police Admin
Personnel 474,426 486,940 488,589 491,038 491,038
O&M 1,858,290 2,336,240 2,336,240 1,611,162 2,856 1,614,018
Capital
0702Police Admin Sub total 2,332,715 2,823,180 2,824,829 2,102,200 2,856 2,105,056
0742 Police Operations
Personnel 8,656,994 9,313,648 9,194,138 9,720,206 168,800 9,889,006
O&M 531,803 538,808 585,829 1,252,597 34,688 1,287,285
Capital
0742Police Operations Sub total 9,188,797 9,852,456 9,779,967 10,972,803 203,488 11,176,291
Total Departmental Budget 11,521,512 12,675,636 12,604,796 13,075,003 206,344 13,281,347
75
FY2017 Annual Budget
POLICE: ANIMAL SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Pursue achievement of “No Kill”Status for 2017 as well as continuing to
put safe animals into the community
Continue to develop community outreach through low cost vaccination
clinics and free spay/neuter clinics for cats
Improve community recognition through positive creative marketing
campaigns
Eliminate threat of human rabies contraction in Georgetown
Enhance volunteer program through additional training of volunteers
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND ANIMAL SERVICES 10.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Achieved “No Kill”status for every month in FY 2016 (3rd year in a row)
Maintained our relationship with Austin Pets Alive (APA)and provided
them with fully vetted feral cats for their Barn Cat Program,which has
virtually eliminated the need to euthanize feral cats
Hired Shelter Planners of America to write a Master Plan for the Animal
Shelter.This will give staff and Council a vision for the Animal Shelter to
expand to match the needs of the growing community
Introduced new dog temperment test program “Playing for Life”
Redesigned lobby and cat adoption areas to make better use of space
Installed new floors and paint to improve appearance and image
DEPARTMENT DESCRIPTION
Animal Services protects the health
and safety of the citizens in
Georgetown from animal nuisances
and dangers while promoting animal
welfare in our community.A primary
focus of the Department is to protect
the community from the threat of
rabies.This is accomplished through
a public information program as well
as the enforcement of ordinances
relating to vaccination and “leash
laws”.Officers proactively enforce
City Code relating to animals and
respond to a variety of calls for
service.
76
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
With the growth of the community the
has increased.It is projected the number
of impounded animals will reach 1,900 in FY2017.This
represents an increase of 14%relative to five years ago.
The growth in the impounded pet population is consist with
the City’s overall citizen population.In every month of
FY2016,the shelter has obtained the status of a
.To achieve this status,the euthanasia rate must be
below 10%.It is the goal of staff to continue this trend in
FY2017.
AWARDS/ACCREDITATIONS
The
Department has 150 active volunteers that feel passionate
about the shelter.In turn,these volunteers feel valued and
appreciated by our staff because our staff understands that
we could never accomplish all that we do without our
volunteers.
In October 2016,the Georgetown Animal Shelter opened a
newly constructed covered and screened porch for
cats…the “Catio”.This addition to the shelter allows cats
to enjoy time outdoors in a safe environment.
FY2015 Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0744Animal Services
Personnel 599,997 632,215 638,515 659,006 659,006
O&M 182,914 280,896 210,417 246,951 246,951
Capital
Total Departmental Budget 782,911 913,111 848,932 905,957 905,957
77
FY2017 Annual Budget
POLICE: CODE ENFORCEMENT
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Hire Chief Code Enforcement Officer
Complete the integration and full implementation of RMS
Develop a Code Enforcement working group to review and mitigate major
cross division complaints
Provide training to Fire Department personnel on Code Enforcement
related issues
Review graffiti reporting and abatement processes to reduce duplicate
reporting and more efficient case management
Research and develop a written process to electronically save original
written documents and remove requirements to maintain hard copy files
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND CODE ENFORCEMENT 5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Realigned geographic reporting areas to better balance workload
Purchased Code Enforcement Records Management System (RMS)
module to better integrate with departmental record keeping
Developed cooperative partnership with Patrol and Citizens On Patrol
(COPs)to increase enforcement capabilities
Worked collaboratively with Planning and Zoning,Building Inspections,
Fire Marshall’s Office,and Legal to resolve several significant cross
division complaints
Hired two Code Enforcement Officers
Conducted nationwide employment search for Chief Code Enforcement
Officer
DEPARTMENT DESCRIPTION
Code Enforcement monitors existing
property for continued compliance
with fire,building,nuisance,and
development codes and ordinances.
Code Enforcement's goal is to
protect and maintain the public
health,safety and welfare,and to
protect and maintain the quality of
life within the City.
78
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Code Enforcement tracks the filed
and to ensure the staff is proactively
responding to the needs of our growing community.
Over the past three years,the number of complaints has
increased over 50%,while staffing levels have remained
the same.
Additionally,Code Enforcement Staff measures the
monthly.This measure is designed to ensure issues are
resolved in a timely manner.
In the spring of 2016 the City
of Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
residents’satisfaction of public services.When asked to
rate the overall quality of Code Enforcement the majority
of residents,76.7%rated the quality of the Code
Enforcement Department as good or excellent.
FY2015 Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0745Code Enforcement
Personnel 273,969 316,574 316,971 327,047 4,386 331,433
O&M 74,140 95,179 96,371 74,840 1,500 76,340
Capital
Total Departmental Budget 348,109 411,753 413,342 401,887 5,886 407,773
79
FY2017 Annual Budget
PUBLIC COMMUNICATIONS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Coordinate the process and a Citywide effort to create branding
guidelines
Hire Information Specialist to increases social media presence and
provide timely information to the public
Begin developing a Communications Plan for the City as part of the
Certified Public Communicator program through Texas Association of
Municipal Information Officers (TAMIO)held at Texas Christian University
Work with cross departmental team to research and implement an
inbound and outbound citywide 311 communications capability,
including organizational fit and software assessment,acquisition,and
implementation
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND PUBLIC COMMUNICATIONS 3 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Edited and co coordinated annual report for
FY2015
Transitioned Airport,Economic Development,Fire,Police,Red Poppy,
and Visit websites to new template
Launched neighborhood notifications on NextDoor.com for City news
updates and a GUS specific platform for utility notices such as electric or
water outages
Created 2017 budget highlight video as well as other popular videos for
GUS 100%renewable,Poppy Fest promo,Animal Shelter,Blue Santa,yard
trimmings,Rabbit Hill water tank,and Al Gore visit
Worked with Facilities to build TV studio in blue building
Collaborated with GUS to develop water conservation ad and social media
campaign
Edited and designed Airport Citizen FAQ four page mailer that was sent
to more than 13,000 residences
Assisted with webpage,e newsletter,social media,and other public
outreach for public involvement process on the Austin Avenue Bridges
project
DEPARTMENT DESCRIPTION
The Public Communications
Department informs the public of
City activities.The Department
provides content and information
for City websites,social media sites,
YouTube sites,the City Reporter
resident newsletter,GTV cable and
website broadcasts,e newsletters,
news releases,and other mailings
and advertisements.The
Department also works with the
Information Technology department
to support the City’s intranet site to
enhance communication to City
staff.
Notable Budget Item(s)
Brand Development and
Design Guidelines $20,000
Information Specialist
80
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Public Communications Department seeks to provide relevant
content to help keep the community informed across several
mediums including the City website,social media platforms such as
Facebook and Twitter,the City Reporter resident newsletter and
YouTube.The City utilizes social media and the internet to engage
the community regarding crime prevention and police assistance,
emergency alerts and weather updates,upcoming events,activities
and class registrations,and City Council Meetings and Agendas.This year the Department has created YouTube
videos for the FY2017 Budget,the results of a Citizen Satisfaction Survey,and an update on the construction of the
Southwest Bypass.
AWARDS/ACCREDITATIONS
Recognition from the for
three years in a row for the Popular Annual Financial Report.
Won Excellence Award (second place)at TAMIO conference for
special video on 100%renewable energy.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0655Public Communications
Personnel 232,986 294,379 280,337 200,985 68,711 269,696
O&M 88,792 132,738 93,313 99,287 20,350 119,637
Capital 4,094 500 (2,000)(2,000)
Total Departmental Budget 325,872 427,117 374,150 298,272 89,061 387,333
81
FY2017 Annual Budget
PUBLIC WORKS ADMINISTRATION
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Provide efficient and effective Public Works that serve the community
and reflect its values
Update and maintain a Comprehensive Transportation Plan
Implement required aspects of the ongoing Stormwater Maintenance
Program that meet federal requirements (Pollution Prevention Plan)and
the Regional Stormwater Master Plan (RSMP)by constructing detention
ponds and upgrading waterways within the City
Operate the Airport as a self supporting enterprise while ensuring the
safety of the flying public
Complete the ADA transition work for the Parks Administration Building,
Library,and Recreation Center
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND PUBLIC WORKS
ADMINISTRATION 4 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Coordinated with TxDOT,CARTS and Capital Metro to continue planning
transit options under Federal 5307 Urban Transit Funding
Initiated Project Public Involvement and Environmental Review for the
Austin Ave Bridges
Incorporated Best Management Practices for chip seal pavement
maintenance from the Transportation Research Board
Identified,mapped and added to EAM,drainage assets to support MS4
Finalized design,bid,award,and began construction for airport parallel
taxiway improvements,fuel farm relocation,and airfield improvements
Began contract renewal negotiations with TDS for solid waste services
Completed:
o Williams Drive Corridor Study
o Initial citizen survey of stormwater awareness
o Initial implementation of Storm Water assets into the
Enterprise Asset Management (EAM)and Work Order
Management System
o Bid and vendor selection of Airport Master Plan Update
o Improvement projects at the City landfill/transfer station
DEPARTMENT DESCRIPTION
The Public Works Administration
Department oversees transportation
planning,transit,streets and
sidewalk operations and
maintenance,stormwater
operations and maintenance,airport
operations and maintenance and
environmental services.This
Department interacts with federal,
state,and county agencies to meet
the current and future transit,
mobility,and transportation needs
of the community.Additionally,the
Public Works Administration
Department maintains stormwater
infrastructure,oversees municipal
solid waste operations,and
maintains the closed landfill and
transfer stations infrastructure.
Notable Budget Item(s)
Public Works Director
82
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The FY2017 Budget includes a reorganization which led to the creation of the Public Works Department.The City is
currently evaluating candidates for the Director position,which is anticipated to be filled in Janurary of 2017.In the
coming year the Public Works Director will work with the Finance Department to establish quality performance
metrics focused on timely project completion,fiscal transparency,and cost effectiveness of the departments they
manage which include;the Airport,Streets,Transportation Planning,Sanitation,and Capital Improvements.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0802Public Works
Personnel 355,938 370,525 370,901 334,964 99,814 434,778
O&M 379,635 278,501 270,270 224,470 42,500 266,970
Capital
Total Departmental Budget 735,573 649,026 641,171 559,434 142,314 701,748
SouthwestBypass project,scheduled tobe completed in 2018
83
FY2017 Annual Budget
SOLID WASTE AND RECYCLING SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Maintain the City’s statutory compliance with local,state,and federal
environmental legislation and regulations
Increase awareness of sanitation programs and events through proactive
communication with citizens
Provide education and outreach to encourage recycling participation to
promote environmental stewardship
Finish permit modifications for the landfill
Finalize construction of the transfer station detention pond,and file for
SWP3 permit
Complete new or renewed solid waste services contract maintaining
competative rates and services
Conduct a citywide electronic recycling take back day similar to the one
event that was held in September of 2015
Begin the external discussions and initial planning for a modernized
transfer station
Work towards an increased Red Poppy Festival zero waste program goal
of 90%or greater waste diversion by 2021
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
GENERAL FUND SOLID WASTE AND
RECYCLING SERVICES 0 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Amended contracts for solid waste services that transitioned year around
yard trimming service from seasonal service at no additional cost to
customers
Partnered with the Sun City community who organized and officially
formed the Sun City Recycles Club seeking to advance and educate Sun
City residents about City recycling and waste diversion programs
Implemented a zero waste program for the Red Poppy Festival
Applied for and became the first city awarded a CAPCOG grant to manage
public medication disposal via a collection kiosk
Implemented an internal multi department and multi facility alkaline and
rechargeable battery recycling program
Initiated a uniform trash and recycling receptacle program for City
facilities enabling efficient purchasing practices and effective program
participation by users via the utilization of easy to identify receptacles
Completed multiple site remediation projects at the City transfer station
Began contract renewal process for solid waste services
DEPARTMENT DESCRIPTION
Environmental Services provides
curbside collection and disposal
services for solid waste,recycling,
and yard trimmings.These services
are provided through an outsourced
services contract with a third party
provider.Environmental Services
administers the contract and
oversees daily activities.The
Department administers several
other programs including disposal
programs for household hazardous
waste,solid waste,and recycling
collection.Additionally,the
Department provides free mulch to
residents as part of the yard
trimmings program.Environmental
Services also manages and
administers permits and
environmental compliance of the
City owned decommissioned landfill,
the Public Collection Station,and the
transfer station.
84
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
This metric reflects the amount of municipal solid
waste the City disposes of and allows the Department
to track the program’s effectiveness.
The goal for FY2017 is to increase
the amount of solid waste recycled by our residents
and commercial entities.
Resulted in a
54%diversion of waste from the landfill in its first year.
Resulted in
over 300 pounds of household batteries diverted for
recycling.
Removed 67,920 pounds of solid waste,1,913 pounds of
metal,94 yards of brush,and 106 tires from home
owners who voluntarily participated.
The 2015
event collected over 15,000 pounds of e cyclables,
diverting them from the landfill.No take back event was
held FY2016.
Diverted
over 2,800 tons of yard trimmings city wide.Through our
contract amendment which enabled year round curbside
service,we increased yard trimming collections by
49.53%versus FY2014/FY2015 netting over 500 tons of
yard trimmings from residents.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0533 Solid Waste and Recycling Services
Personnel 73,753 80,846 81,019
O&M 5,517,091 5,538,586 5,770,564 5,879,717 5,879,717
Capital 5,000 1,022
Total Departmental Budget 5,590,845 5,624,432 5,852,605 5,879,717 5,879,717
0
20,000
40,000
60,000
80,000
100,000
FY2013 FY2014 FY2015 FY2016
Transfer Station Tonnage
Solid Waste Recycling #of Customers
0 1,000 2,000 3,000 4,000
FY2015
FY2016
Organics Diversion
Residential Collection City wide Brush Diversion
85
FY2017 Annual Budget
STREETS MAINTENANCE
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Collaborate with other government agencies to update and maintain a
Comprehensive Transportation Plan
Improve aesthetics along major corridors within the City improving
landscape maintenance at IH 35 overpasses and along Rivery Boulevard
Work with a designated pavement maintenance committee to review
current street maintenance criteria,practices,and methods while
recommending revisions and updates to the road maintenance strategy
and program
Renew current road maintenance strategies with City Council for future
direction
Complete rehabilitation of 10th and 11th Streets between Rock Street and
Main Street
Finish rehabilitation of sidewalks identified in the Sidewalk Masterplan
Construct road improvement projects approved in the 2008 and 2015
Road Bonds
Continue developing Traffic Operations and Management Program
Strategy
Notable Budget Item(s)
Air Compressor
$24,400
Truck for Paving Foreman
$39,184
GENERAL FUND STREET MAINTENANCE 18.75 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Chip sealed 67.33 lane miles of roadway using both contracted and in
house services including;Sierra Vista subdivision,Old Town (2nd to 12th
Street and College Street to Laurel),portions of Shell Rd and Williams
Drive,and Southwestern Boulevard
Improved 11.66 lane miles of roadway including streets in River Bend
subdivision,Texas Drive and portion of Williams Drive,and Whispering
Wind Drive through the Cutler recycle process
Rehabilitated 2nd Street between Austin Avenue and College Street
Incorporated Best Management Practices for chip seal pavement
maintenance from the Transportation Research Board
DEPARTMENT DESCRIPTION
The Street Department manages,
maintains,and repairs City streets
and rights of way.Responsibilities
include traffic control,off State
system signalization,emergency
response operations,special events,
and assistance in code enforcement.
The Department monitors roadways
for needed signs,pavement repairs,
and sight obstructions daily.The
Street Department participates with
the Safety Committee to provide
safety training workshops.
Additionally,the Department also
oversees the management of
revenues collected through the
City’s ¼cent sales tax for street
maintenance program.
86
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
In the spring of 2016 the City of
Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State
University to conduct a citizen survey focusing on
resident’s satisfaction of public services.When asked to
rate the overall quality of street repairs,61%of residents
rated street repairs as good or excellent and 27.4%as fair.
With only 11.6%of respondents rating street repairs as
poor,the citizen survey indicates that the majority of
residents,88.4%,believe the services received from street
repairs to be fair or better in regards to taxes paid.
AWARDS/ACCREDITATIONS
Received two awards from the American Planning
Association:American Planning Association;State Chapter
;and American Planning
Association;Central Texas Chapter
.The American Planning
Association is a nonprofit public interest and research
organization representing over 40,000 practicing planners,
officials,and citizens involved with urban and rural
planning issues.The Mission of the Texas Chapter of the
American Planning Association is to advocate the
profession of planning,providing expertise and processes
that empower citizens to be engaged in the development
and sustainability of Great Communities in Texas.
FY2015 Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0846Streets
Personnel 1,103,523 1,250,980 1,222,099 1,318,587 8,772 1,327,359
O&M 1,227,670 1,295,743 1,291,743 1,213,655 31,484 1,245,139
Capital 1,040,230 1,243,000 1,269,243 1,234,000 1,234,000
Total Departmental Budget 3,371,423 3,789,723 3,783,085 3,766,242 40,256 3,806,498
87
FY2017 Annual Budget
GENERAL FUND FIVE-YEAR PROJECTIONS
The Five Year Forecast in derived from statistical models relating to property tax and assessed value,sales tax,debt
service,and overall growth.
Revenue projections are conservative in their forecast.
Expenses are projected using a combination of trend analysis and tentatively planned expansion of services.
GENERAL FUND
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Beginning Fund Balance 9,956,779 8,527,730 8,751,171 9,246,130 9,637,368
Revenues FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Sales Tax 12,818,683 13,523,711 13,929,422 14,208,010 14,492,171
Property Tax 12,475,000 13,161,125 13,555,959 13,827,078 14,103,619
Transfer InROI &Other 8,505,241 8,845,451 9,022,360 9,112,583 9,203,709
Sanitation Revenue 7,181,300 7,468,552 7,617,923 7,770,282 7,925,687
Franchise Fees 5,142,035 5,244,876 5,349,773 5,456,769 5,565,904
All Other Revenue 3,571,678 3,607,395 3,643,469 3,679,904 3,716,703
Development and Permit Fees 2,292,691 2,321,350 2,344,563 2,346,908 2,370,377
Parks and Rec Fees 2,190,746 2,212,653 2,234,780 2,257,128 2,279,699
Administrative Charges 1,886,221 1,923,945 1,962,424 2,001,673 2,036,702
Total Revenues 56,063,595 58,309,058 59,660,673 60,660,334 61,694,571
Expenses FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
0000Transfer 1,444,716 1,331,391 1,344,704 1,358,152 1,371,733
0107Planning 1,182,736 1,207,978 1,233,809 1,260,241 1,287,290
0202Parks Admin 484,592 493,003 501,587 510,348 519,290
0210Library 2,414,629 2,461,581 2,509,572 2,558,627 2,608,772
0211Parks 2,312,359 2,354,590 2,397,722 2,441,774 2,486,769
0212Recreation 2,420,287 2,464,356 2,509,362 2,555,327 2,602,273
0213Tennis Center 431,412 439,320 447,396 455,645 464,071
0214Rec Programs 1,440,149 1,466,133 1,492,666 1,519,761 1,547,432
0218Arts &Culture 74,385 75,257 76,141 77,037 77,946
0316Municipal Court 564,620 577,145 589,967 603,094 616,532
0402Fire Support Services 2,418,984 2,467,077 2,516,248 2,566,524 2,617,931
0422Fire Emergency Services 10,046,095 10,234,056 10,467,495 10,706,546 10,951,347
0533Environmental Services 5,879,717 5,597,134 5,653,106 5,709,637 5,766,733
0536Inspections 1,167,339 1,194,940 1,223,216 1,252,182 1,281,857
0602Administrative Services 1,552,320 1,688,670 1,725,879 1,763,968 1,802,959
0634City Council 156,044 158,908 161,832 164,820 167,871
0635City Secretary 657,852 669,777 681,956 694,393 707,094
0638General Gov't Contracts 3,353,753 3,379,070 3,404,434 3,429,841 3,455,287
0655Public Communications 387,333 395,252 403,351 411,635 420,107
0702Police Admin 2,105,056 2,133,472 2,162,357 2,191,719 2,221,568
0742Police Operations 11,176,291 11,436,389 11,702,796 11,975,669 12,255,166
0744Animal Services 905,957 924,902 944,283 964,111 984,398
0745Code Enforcement 407,773 416,822 426,086 435,570 445,280
0802Public Works 701,748 653,921 666,225 678,795 691,639
0846Streets 3,806,498 3,864,473 3,923,526 3,983,680 4,044,958
Total Expenses 57,492,644 58,085,616 59,165,715 60,269,095 61,396,303
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Ending Fund Balance 8,527,730 8,751,171 9,246,130 9,637,368 9,935,636
Contingency 8,000,000 8,200,000 8,500,000 8,800,000 9,100,000
Economic Stability Reserve 500,000 500,000 500,000 500,000 500,000
CAFR Adjustment
Available Fund Balance 27,730 51,171 246,130 337,368 335,636
88
FY2017 Annual Budget
ELECTRIC FUND
Spinning Spur Turbines
89
FY2017 Annual Budget
ELECTRIC FUND
Electric Fund Summary ...............................91
Electric Admin &Energy Services ...............94
Electrical Engineering..................................96
Electric System Operations .........................98
Electric Technical Services .......................100
Resource Management............................102
Electric Fund Five Year Projections .........104
NEW POSITIONS FY2017
Fiber Infrastructure Tech..............................1
Utilities Analyst .............................................1
TOTAL NEW POSITIONS FY2017 ..........................2
90
FY2017 Annual Budget
ELECTRIC FUND SUMMARY
The Electric Fund is used to account for the revenues and expenses of the City’s electric utility.This includes the
Electric Department,purchased power costs,debt payments,and capital projects.The fund also transfers a 7%return
on investment (ROI)benefit to the General fund,which represents the community’s utility ownership.
By 2017,all of the City’s power will be generated by a combination of solar and wind contracts.These contracts make
Georgetown one of only a handful of cities in America that provides 100%renewable energy.
FISCAL YEAR 2016
are projected to be $65,174,374,2.29%lower than the current budget.The lower than expected
revenue is primarily the result of lower than projected sales due to the abnormally cool and wet weather during early
summer.
are projected to be $68,979,957,1.90%lower than the current budget,due to the recognition of
Congestion Revenue Rights (CRRs)of $1.39 million.The CRRs allow the City,as a market participant,to reduce cost
uncertainties resulting from transmission congestion charges.CRRs also provide the City with a tradable financial
instrument for the hedging of transmission congestion charges.Weather and market conditions can significantly
impact overall purchased power costs and therefore monitored closely.
is projected to be $6,436,145 as of September 30,2016,which is equal to 9.83%of operating
expenditures.
FISCAL YEAR 2017
total $70,531,316.Revenues are
projected to increase by 8.22%when compared to the
FY2016 projection.Operating revenue is expected to grow
by $3.1M,or about 4.88%due to customer growth.The
rest of the increase is due to a variance in bonds issued
for Capital Improvement Projects (CIP).The chart to the
right gives a breakdown of the fund’s revenues by source.
total $67,331,369 and are expected to
decrease by 2.39%when compared to the FY2016
projection.The decrease in expenses results from
variances in CIP expenses in 2017.For a second year,
$60,000 has been budgeted to sponsor the holiday
lighting of the Downtown Square.
totals $9,696,092 and meets fiscal
policy reserve and contingency requirements in FY2017.
include two new staff positions
to address system growth and operational needs,
including a new Utilities Analyst to provide additional
support for power supply planning and a Fiber
Infrastructure Tech to support the City’s growing Fiber
Network that connects its facilities.Additional
enhancements include upgraded radio equipment,
communications systems,and a hydro excavator.Total enhancements cost $613,288.
97%
3%
Operating Revenue
Electric Revenue
Other Revenue
and Inter.
0%2%
25%
8%
8%
57%
Operating Expenses
AMIImplem.
CRR Credits
Geor.Util.Syst.
Operating Cap.
Impr.
All Transf.Outs
Purchased Power
91
FY2017 Annual Budget
ELECTRIC FUND INCOME STATEMENT
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 10,584,758 13,415,841 10,241,728 6,436,145 6,436,145
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Operating Revenue
Electric Revenue 60,870,101 63,400,000 61,863,276 65,018,216 65,018,216
Other Revenue 2,327,688 1,782,350 1,793,500 1,745,000 1,745,000
Interest 19,270 17,425 17,598 18,100 18,100
Interfund Transfers/Shared Svcs 2,287,936
Total Operating Revenue 65,504,995 65,199,775 63,674,374 66,781,316 66,781,316
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Operating Expenditures
CIS Implementation 30,936 134,000 133,705 134,000 134,000
CRR Credits (1,712,047)(1,392,875)(1,500,000)(1,500,000)
Georgetown Utility Systems 15,519,736 20,002,180 19,127,091 16,453,665 238,788 16,692,453
Operating Capital Improvements 5,797,498 6,859,000 6,808,000 4,857,000 303,000 5,160,000
Purchased Power 40,538,526 34,000,000 35,000,000 38,000,000 38,000,000
Transfer Out GCP 225,000 225,000
Transfer Out General Fund 4,760,899 4,945,813 4,926,876 5,234,145 5,234,145
Other Transfers Out 69,108 353,008 353,008 60,000 60,000
Transfer Out Compensation
Transfer Out ISF 188,874 311,845 311,845 71,500 71,500
Total Operating Expenditures 65,193,529 66,830,846 65,492,650 63,238,810 613,288 63,852,098
FY2015
Actual
FY2016
Budget
FY2016
Projection
FY2017
Base
FY2017
Changes
FY2017
Budget
Available Operating Fund Balanc 10,896,224 11,784,770 8,423,452 9,978,651 (613,288)9,365,363
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Non Operating Revenue
Bond Proceeds 2,447,844 1,500,000 1,500,000 3,750,000 3,750,000
Total Non Operating Revenue 2,447,844 1,500,000 1,500,000 3,750,000 3,750,000
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Non Operating Expenditures
Debt Issuance Costs 24,198 16,800 16,800 16,800 16,800
Debt Payments 3,539,553 3,470,507 3,470,507 3,462,471 3,462,471
Total Non Operating Expenditu r 3,563,751 3,487,307 3,487,307 3,479,271 3,479,271
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 9,780,317 9,797,463 6,436,145 10,249,380 (613,288)9,636,092
CAFR Adjustment 461,411
Rate Stabilization/Credit Reserve 5,000,000 4,500,000 4,500,000
Contingency 6,215,000 4,775,000 4,775,000 5,000,000 5,000,000
Available Fund Balance 4,026,728 22,463 1,661,145 749,380 (613,288)136,092
92
FY2017 Annual Budget
GEORGETOWN GOES GREEN
The City of Georgetown’s electric utility has become one of
the first municipally owned electric utilities in the country to
provide 100%green energy to its customers.
To learn more about the city’s green energy efforts,please
take a few moments to watch these videos.
Georgetown moves toward 100%renewable energy
http://www.kvue.com/news/local/georgetown moves
toward 100renewable energy/355750931
Wind Plant Powering Georgetown
https://www.youtube.com/watch?v=DjCLCGyyjjc
93
FY2017 Annual Budget
ELECTRIC ADMINISTRATION & ENERGY SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Ensure appropriate Energy Reliability Council of Texas (ERCOT)and Public
Utility Commission of Texas (PUCT)standards for electric service are met
Operate and maintain the Electric Distribution System in a cost efficient
and safe manner to deliver proper return on investments while offering
the lowest possible rates to the community.
Provide competitive service delivery and rates for customers located
within areas serviced by other distribution providers.
Implement initiatives to meet regulatory and customer demands while
improving reliability and quality of service.
Improve Lineman training and safety program to maintain technical
expertise and high safety standards.
Complete and implement the GUS Emergency Response Center project
Continue to refine/improve the crew scheduling process to gain further
efficiencies
Develop and implement a process to schedule service order work within
perscribed time frames based on customer needs
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
ELECTRIC FUND ELECTRIC ADMINISTRATION
&ENERGY SERVICES
35.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Complied with Energy Reliability Council of Texas (ERCOT)and Public
Utility Commission of Texas (PUCT)standards for Electric service
Provided reliable Electric service to 23,000 Georgetown customers
encompassing a total population of 57,500 by operating and maintaining
the Electric Distribution System in a cost efficient and safe manner
Received safety award from APPA due to 75,000 hours worked without
incident
Participated in industry conferences (APPA,TPPA,TEPC,TLRA)
Received the RP3 Platinum award from American Public Power
Association for operational and management excellence
Added/filled new positions:Electric Operations Supervisor,Electric Crew
Lead,2 Lineman positions and an Electric Scheduler/Planner
Moved appropriate Electric personal into the Westside Service Center to
improve response times
Developed/refined our scheduling process to gain efficiencies
Refined performance metrics to better reflect Department operations
Substation Department continued its outstanding performance around
both proactive and reactive maintenance
Increased the qualification level and/or advanced 7 Linemen in the
Occupational Training Program
DEPARTMENT DESCRIPTION
The Electric Administration &Energy
Services Departments operate,
maintain,and construct an energy
delivery system comprised of
overhead and underground feeders
and their branch circuits for over
23,000 electric customers.These
Departments manage all major
assets related to the distribution of
electric services.The Public Utility
Commission of Texas (PUCT),Energy
Reliability Council of Texas (ERCT),
and North American Electric
Reliability Corporation (NERC)
regulate these services.
Notable Budget Item(s)
Capital Meter Budget
Increase
$75,000
Hydroexcavator
$46,500
94
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Energy Services strives to operate at a high level that is both safety oriented and efficient.Key performance indicators
(KPIs)are tracked in order to ensure quality service is provided to the citizens of the City of Georgetown.Safety is
measured through training and number of incidents with a standard of 95%safety meeting attendance.Energy
Services safety KPI currently measures 98%with zero incidents recorded as of July FY2016.The image below is a
graphical representation of safety oriented performance measures tracked monthly by the Energy Services
Department.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0522Electric Adminstration
Personnel 166,380 283,888 259,484 260,698 260,698
Operations 8,281,523 7,805,418 7,401,813 7,047,155 4,500 7,051,655
Capital
0522 Electric Adminstration Sub total 8,447,903 8,089,306 7,661,297 7,307,853 4,500 7,312,353
0525T&D Operations
Personnel 2,407,881 2,756,962 2,532,991 3,156,237 3,156,237
Operations 1,153,017 1,201,684 1,201,684 1,320,144 1,320,144
Capital 43,000 67,327 75,000 75,000
0525 T&D Operations Sub total 3,560,899 4,001,646 3,802,002 4,476,381 75,000 4,551,381
Total Departmental Budget 12,008,802 12,090,952 11,463,299 11,784,234 79,500 11,863,734
95
FY2017 Annual Budget
ELECTRICAL ENGINEERING
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Integrate engineering design software with EAM and Milsoft
Explore ways to further enhance design methods for lower costs to the
City and Utility customers
Devise standards for the maintenance of the electric assets tracked by
EAM
Provide for public use
Continue revising the
Develop procedures to utilize INFOR EAM for CIP estimating and tracking
Establish written procedures and record keeping for department
operatingconsistancy
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
ELECTRIC FUND ELECTRIC ENGINEERING 7 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Updated the Utility Master Plans for the Electric Distribution,Substation
Systems,and City Fiber Network
Continued the integration of the engineering design software with the
material management side of EAM
Enhanced design methods to lower City and Utility customers costs
Improved the maintenance procedures for unit tables and material
information in the engineering design software
Refined standardized material listings for the warehouse
DEPARTMENT DESCRIPTION
The Electric Engineering Department
is responsible for overall project
coordination,design,and
construction of projects for the City’s
Electric Distribution and Substation
Systems,as well as the Fiber
Network.The Department is also
responsible for inter departmental
coordination of seamless customer
service,management,and
forecasting of the five year CIP
budget,and system master planning
and performance.
96
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Capital Improvement Projects (CIP)and the
maintenance of the City’s Fiber Network are top
priorities for the Electrical Engineering Department.
Over the past five years,the Department has
completed millions of dollars in improvements within
the Transmital and Fiber Networks to keep pace with
the growth the City is experiencing.In the coming
year,the Electrical Engineering Department will be
working closely with the Finance Department to
develop quality performance metrics focused on
timely project completion,fiscal transparency,and
cost effectiveness of these activities.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0557 Electrical Engineering
Personnel 617,377 733,951 628,513 736,740 736,740
O&M 82,036 108,802 108,802 171,527 171,527
Capital 19,930
Total Departmental Budget 719,343 842,753 737,315 908,267 908,267
97
FY2017 Annual Budget
ELECTRIC SYSTEM OPERATIONS
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Provide outstanding Electric and Water reliability to all Georgetown
customers
Continue to maintain zero swiching errors
Improve communication to both Electric and Water customers
Implement the progression/training process for operators that was
developed in late 2016
Add a second Control Center Supervisor
Partner with the Water Department to improve swiching/valve
operations in the field
Evaluate the Mark and Locate Departments volume of work
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
ELECTRIC FUND ELECTRIC SYSTEM OPERATIONS 13 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Provided operational control to the Electric,Water,Wastewater,and
Irrigation Systems serving over 35,550 customers encompassing a total
population of 88,875
Developed a progression/training process for the operators in the Control
Center
Increased communication to both Electric and Water customers
regarding outage information
Improved Internal communication
Maintained zero switching errors
Expanded operator and supervisory shift coverage to enhance system
operations.
Responded to a record number of locate requests
DEPARTMENT DESCRIPTION
System Operations is the Control
Center for the Georgetown Utility
Systems (GUS).Using SCADA and
specialized programs,this
Department monitors and operates
the Utility systems on a 24/7 basis.
The Department receives all work
requests and either dispatches on
call field staff in Electric or Water
Operations or passes lower priority
work to operations
planner/schedulers.After normal
business hours,this Department
takes on the role of Customer Care
to resolve equipment issues
reported by customers.In addition,
this Department conducts all
infrastructure locates required as
part of the One call system.
98
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The provision of reliable,safe electrical service to customers while maintaining the electric system in a cost efficient
and reliable manner is a top priority for the Department.Performance measures relating to availaiblity,capacity,and
reliability have been developed to ensure our citizens are receiving the highest quality service.Specfic measures
include the Average Service Availability Index (ASAI),the System Average Interruption Frequency Index (SAIFI),and
the Customer Average Interruption Duration Index (CAIDI).ASAI is a measure that calculates the ratio of total
customer minutes that service was available to the total customer minutes demanded in a time period.SAIFI is
defined as the average interruption duration for customers served during a specific time period.This index enables
the utility to report how many minutes customers would have been out of service if all customers were out at one
time.CAIDI is a measure of the average length of an interruption,weighted by the number of customers affected,
for customers interrupted during a specific time period.The index enables the utility to report the average duration
of a customer outage for those customers affected.The image below is a graphical representation of the
performance metrics monitored by the Electric System Operations Department.Georgetown is exceeding the goals
for Availability,Interuption,and Duration.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0555 Systems Operations
Personnel 754,835 1,093,127 891,658 1,138,367 1,138,367
O&M 30,163 61,585 61,585 111,666 111,666
Capital
Total Departmental Budget 784,998 1,154,712 953,243 1,250,033 1,250,033
99
FY2017 Annual Budget
ELECTRIC TECHNICAL SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Support utility operations through safe and efficient operation and
maintenance of the utility’s SCADA,fiber,and metering systems
Update,configure,and support utility information systems to support
efficient and safe operation and maintenance of utility systems
Increase the use of Infor EAM to include metering system assets
Expand the metering system into the western district to enhance meter
data for use by Customer Care
Increase staffing to support fiber network operations and maintenance
Develop training and progression program for meter technicians
Establish and implement Key Performance Indicators (KPIs)for the
department
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
ELECTRIC FUND ELECTRIC TECHNICAL SERVICES 16 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Supported utility operations through safe and efficient operation and
maintenance of the utility’s SCADA,fiber,and metering systems
Updated,configured,and supported utility information systems to
support efficient and safe operation and maintenance of utility systems
Expanded the use of Infor Enterprise Asset Management (EAM)to include
SCADA and electric system assets
Increased the use of Infor EAM to include western district assets
Complete inventory of western district water meters for development of
metering system upgrade project
Developed training and progression program for SCADA/I&C technicians
DEPARTMENT DESCRIPTION
Electric Technical Services is
responsible for efficiently managing
the utility’s technical systems that
support water,wastewater,and
electric operations and engineering.
Includes maintenance and
management of asset management,
and maintains specialized operating
systems and hardware that comprise
the utility SCADA,metering,and
fiber systems.
Notable Budget Item(s)
Upgrade Existing Radio
Communications
$120,000
Fiber Infrastructure Tech
(1 FTE)
100
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The number of is a
measure of the amount of required data maintained for
purposes of adequately supporting the key functions of the
utility and transportation divisions.As the number of GIS
layers grows so does the time required to maintain them.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0521SCADA
Personnel 371,750 371,750
Operations 165,160 165,160
Capital 25,000 25,000
0521SCADA Sub total 561,910 561,910
0524Technical Services
Personnel 825,636 1,014,334 1,022,210 813,433 41,912 855,345
Operations 173,458 277,832 284,795 748,923 10,125 759,048
Capital 2,558 108,000 100,000 51,000 300,000 351,000
0524Technical Services Sub total 1,001,652 1,400,166 1,407,005 1,613,356 352,037 1,965,393
Total Departmental Budget 1,001,652 1,400,166 1,407,005 2,175,266 352,037 2,527,303
101
FY2017 Annual Budget
RESOURCE MANAGEMENT
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Develop utility financial and operations reports
Evaluate impacts of distributed generation and storage and provide
information to City Council
Update and formalize long term energy and water integrated resource
plans and develop a communications plan
Continue to support 100%renewable electricity by 2018
Finalize solar radiation map(s)
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
ELECTRIC FUND RESOURCE MANAGEMENT 3 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Constructed and began commercial operation of the Spinning Spur 3 wind
farm
Developed and implemented transmission congestion hedging strategy
Completed assignment of JPM energy contracts to Mercuria
Finalized comprehensive research,analysis,and market assessment of
energy storage and developed grid storage strategies
Negotiated and began Alevo Grid Storage Project
Issued RFP and negotiated contract for Westside Service Center Solar
Began a Rooftop Solar Radiation Potential Project under an American
Public Power Association (APPA)Demonstration of Energy and Efficiency
Developments (DEED)grant funded Internship
Developed an electric demand response (DR)program and services
Closed first DR customer contract with Southwestern University
Executed a Letter of Intent with Sustainable Holdings for purchase of
wholesale distributed renewable energy from a green development
DEPARTMENT DESCRIPTION
Resource Management is
responsible for resource planning,
procurement,hedging,and
settlements for the Electric and
Water Utilities.The Department
engages in retail electric load and
water demand forecasting and
commodity market tracking.
Additionally,the Department
manages the wholesale power and
raw water contracts,purchases,
hedges,and settlements.
Resource Management also provides
support and information to City
Council to set utility rates and impact
fees.
Notable Budget Item(s)
Utilities Analyst
102
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Resource Planning Department has developed performance metrics to track
the price of purchased power,as well as monitor financial hedges to guard against
the volatility and risk in the electric market.Due to the confidential nature of this
information,these performance metrics are not presented to the public.
However,this information is analyzed consistently to ensure the City of
Georgetown is providing reliable energy in a cost effective manner.This analysis
and review ultimately led the City to sign purchased power contracts in effort to
achieve 100%renewable energy beginning in 2018.
AWARDS/ACCREDITATIONS
Project of the year award from Texas Renewable Energy Industries Alliance in
recognition of the City’s ability to match renewable production against customer
load while hedging variability and congestion,and keeping competitive wholesale
costs.
Public Service Innovation Team Award from the CenTex Chapter of the American
Society of Public Administration in recognition of the City’s contracts to move to
100%renewable energy in 2017.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0537 Resource Management
Personnel 250,152 248,487 254,353 260,110 105,251 365,361
O&M 38,963,862 34,066,110 33,669,000 36,651,755 5,000 36,656,755
Capital
Total Departmental Budget 39,214,014 34,314,597 33,923,353 36,911,865 110,251 37,022,116
103
FY2017 Annual Budget
ELECTRIC FUND FIVE-YEAR PROJECTIONS
Fiveyear Electric Fund Assumptions:
CIP projects of $5,000,000 annually paid for by bond proceeds
Purchased Power cost increasing with the growth of the community
Stability in the CRR market
ROI transfers to the General Fund mirror overall growth in electric revenue
Debt issuance and debt service levels over five years
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Beginning Fund Balance 6,436,145 9,636,092 12,629,644 15,113,657 17,244,088
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Operating Revenue
Electric Revenue 65,018,216 67,685,364 69,377,498 71,111,935 74,711,977
Interest 18,100 18,100 18,100 18,100 18,100
Other Revenue 1,745,000 1,779,900 1,815,498 1,851,808 1,888,844
Total Operating Revenue 66,781,316 69,483,364 71,211,096 72,981,843 76,618,921
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Operating Expenditures
Purchased Power 38,000,000 39,000,000 40,000,000 41,000,000 42,000,000
Georgetown Utility Systems 16,692,453 18,042,958 19,077,191 20,178,985 21,353,621
Transfer OutROI 5,234,145 6,430,110 6,590,862 6,755,634 6,924,525
Operating Capital Improvemen 5,160,000 5,000,000 5,000,000 5,000,000 5,000,000
CIS Implementation 134,000 140,700 147,735 155,122 162,878
Other Transfers Out 131,500 71,500 71,500 71,500 71,500
CRR Credits (1,500,000)(1,500,000)(1,500,000)(1,500,000)(1,500,000)
Total Operating Expenditures 63,852,098 67,185,268 69,387,288 71,661,241 74,012,524
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Available Operating Fund Bala 9,365,363 11,934,188 14,453,452 16,434,259 19,850,485
FY2017 Actual
FY2018 Projected
Budget
FY2019Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Non Operating Revenue 3,750,000 5,000,000 5,000,000 5,000,000 5,000,000
Total Non Operating Revenue 3,750,000 5,000,000 5,000,000 5,000,000 5,000,000
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Non Operating Expenditures
Debt Issuance Costs 16,800 20,000 20,000 20,000 20,000
Debt Payments 3,462,471 4,284,544 4,319,795 4,170,171 4,192,120
Total Non Operating Expendit 3,479,271 4,304,544 4,339,795 4,190,171 4,212,120
FY2017 Budget
FY2018 Projected
Budget
FY2019 Projected
Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
Ending Fund Balance 9,636,092 12,629,644 15,113,657 17,244,088 20,638,365
Contingency 5,000,000 5,200,000 5,400,000 5,600,000 5,800,000
Rate Stabilization 4,5 00,000 4,500,000 4,500,000 4,500,000 4,500,000
Available Fund Balance 136,092 2,929,644 5,213,657 7,144,088 10,338,365
104
FY2017 Annual Budget
WATER FUND
San Jose Splash Pad
105
FY2017 Annual Budget
WATER FUND
Water Services Fund Summary................107
Water Admin &Water Services ...............110
Wastewater Services................................112
Reuse Irrigation ........................................114
Water Fund Five Year Projections ...........116
106
FY2017 Annual Budget
57%23%
12%8%
Operating Revenues
Water UtilityRev.
Wastewater Utility
Rev.
Capital Rec.Fee
Other Rev.
WATER SERVICES FUND SUMMARY
The Water Services Fund is used to account for the revenues generated from operating and maintenance activities
related to the Water,Wastewater,and Irrigation utilities.Each of these utility services is tracked separately within
this fund to ensure the rate and rate design will fully recover the cost of providing each service.The City operates
three water treatment plants and five wastewater treatment plants.The City’s water supply is 35%ground water
and 65%surface water.
Expenses include debt service payments,capital costs,and transfers out to the General Fund per the City’s return
on investment (ROI)policy.
FISCAL YEAR 2016
are projected to be $50,573,839,3.9%higher than the current budget.The higher than expected
revenue is primarily the result of higher than expected water and wastewater sales.
are projected to be $74,752,047,0.26%less than the current budget.Most Departments are
expected to finish the current fiscal year within budget.
is projected to be $24,955,155 as of September 30,2016.Fund balance over the policy required
contingency is available to fund non recurring expenditures
and is expected to be used to cash fund CIP projects in
FY2017.
FISCAL YEAR 2017
total $66,756,338.Overall,revenues are
projected to increase by 32%from FY2016.Base revenue
growth,of approximately 6%,is still expected as new
customers are added.An increase of 4.7%is applied to the
wastewater base rate of each customer class,equating to an
increase of $1.40 per month for residential customers.The
wastewater rate has not changed since 2007.Bond proceeds
for Capital Projects are also increasing.The chart to the right
identifies Water Services Fund revenues by source.
total $83,240,776,which represents an
increase of 11.5%over FY2016 projections.The increase is
primarily due to new CIP projects,as well as recommended
enhancements for FY2017.The $46.7 million in capital
projects includes replacing mains,reconstructing pump
stations,and wastewater treatment plant improvements.
Twenty million of the CIP will be funded through bond
proceeds,and the remainder will be funded with cash.
include $841,400 for a water
purchase contract with Round Rock and $434,000 for a
contract with the Brazos River Authority to provide for
additional connections and water services due to growth.
These purchases allow the City to defer water treatment plant expansion for up to five years.
New meters,additional wastewater collection odor control,and a vehicle for the West Side Service Center are also
included.
9%
52%
24%
15%
Operating Expenses
Transfers
Admin.
Distr.&Ops
Management
107
FY2017 Annual Budget
$44.04
$47.17
$35.60
$51.59
$53.62
$72.55
$50.27
$30.65
$$10.00 $20.00 $30.00 $40.00 $50.00 $60.00 $70.00 $80.00
KILLEEN
ROUND ROCK
TEMPLE
NEW BRAUNFELS
CEDAR PARK
SAN MARCOS
LEANDER
GEORGETOWN
Wastewater Total Customer Cost:
10,000 Gallons Residential
$745.52
$747.79
$904.00
$915.38
$746.43
$1,448.01
$747.52
$516.35
$$200.00 $400.00 $600.00 $800.00 $1,000.00 $1,200.00 $1,400.00 $1,600.00
KILLEEN
ROUND ROCK
TEMPLE
NEW BRAUNFELS
CEDAR PARK
SAN MARCOS
LEANDER
GEORGETOWN
Wastewater Total Customer Cost:
200,000 Gallons Commercial
108
FY2017 Annual Budget
WATER FUND INCOME STATEMENT
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 37,651,221 49,698,815 49,133,364 24,955,155 24,955,155
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Operating Revenue
Water Utility Revenue 23,223,605 22,500,000 25,100,000 26,700,000 26,700,000
Wastewater Utility Revenue 9,244,064 9,399,394 9,525,000 10,733,475 10,733,475
Capital Recovery Fee 5,924,452 5,945,574 5,081,780 5,367,300 5,367,300
Other Revenue 3,929,232 3,341,051 3,251,103 3,147,088 3,147,088
Irrigation Utility Revenue 249,625 204,428 225,000 225,000 225,000
Interest 145,889 119,232 194,978 199,975 199,975
Raw Water Revenue 175,255 140,000 170,000 178,500 178,500
Other
Transfer In,Debt 99,783 100,000 100,000
Transfer
Transfer In,GCP 3,566,436
Transfer In,Utilities 69,108 293,008 293,008
Total Operating Revenue 46,627,449 42,042,687 43,940,869 46,551,338 46,551,338
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Operating Expenditures
0000 Transfer 66,763 66,763 208,750 82,000 290,750
0000 Transfer Out,General 275,000 425,000 425,000
0000 Transfer Out,ISF 313,141 1,100,947 1,100,947
0000 Transfer Out,ROI 2,487,578 2,420,817 2,451,400 2,648,588 2,648,588
0000 Transfer Out,Utilities 2,279,506
0302 Rural Water Customer Care 4,833
0353 Rural Water Customer Care 301,884 113,850 104,900
0527 Water Administration 10,258,388 11,871,918 11,301,682 15,191,220 1,275,400 16,466,620
0528 Water Distribution 2,271,328 2,267,236 2,764,864 745,846 553,580 1,299,426
0529 Water Plant Management 2,097,431 2,632,741 2,645,508 2,379,631 2,379,631
0530 Wastewater Distribution 1,621,054 1,891,090 1,887,938 689,590 96,475 786,065
0531 Wastewater Plant Managem 2,311,689 2,733,106 2,747,161 2,430,507 2,430,507
0532 Irrigation 162,892 308,386 304,375 233,447 233,447
0549 Rural Water Admin 2,591,318 3,922,196 3,553,879
0550 Rural Water Operations 1,394,717 1,336,848 1,416,690
0551 Rural Water Technical Servic 92,174 158,642 136,125
0552 Rural Water Systems Engin e 452,347 192,700 308,750
0553 Water Operations 4,540,175 256,080 4,796,255
Total Operating Expenditures 28,915,280 31,442,240 31,215,981 29,067,754 2,263,535 31,331,289
FY2015
Actual
FY2016
Budget
FY2016
Projection
FY2017
Base
FY2017
Changes
FY2017
Budget
Available Operating Fund Balance 55,363,390 60,299,262 61,858,251 42,438,739 (2,263,535)40,175,204
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Non Operating Revenue
Bond Proceeds 9,217,156 6,000,000 6,000,000 20,000,000 20,000,000
Special Improvement Fees 705,428 642,373 632,970 205,000 205,000
Grand Total 9,922,584 6,642,373 6,632,970 20,205,000 20,205,000
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Non Operating Expenditures
CIP 90 11,589,210 41,223,500 39,230,500 46,727,000 46,727,000
CIP 91 171,366 71,000 71,000
Debt Service 4,845,575 4,635,034 4,234,566 5,182,487 5,182,487
Operations 34,513
Grand Total 16,640,664 45,929,534 43,536,066 51,909,487 51,909,487
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 48,645,311 21,012,101 24,955,155 10,734,252 (2,263,535)8,470,717
CAFR Adjustment 488,053
Contingency 7,325,000 4,565,000 4,565,000 5,000,000 5,000,000
Available Fund Balance 41,808,364 16,447,101 20,390,155 5,734,252 (2,263,535)3,470,717
109
FY2017 Annual Budget
WATER ADMINISTRATION & WATER SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Meet Environmental Protection Agency (EPA)and Texas Commission on
Environmental Quality (TCEQ)standards for water service (pressure,flow,
and water quality)
Provide reliable and safe drinking water service by operating and
maintaining the water system in a cost efficient and safe manner
Commence operation of the Cedar Breaks and Rabbit Hill storage tanks
Negotiate BRA Alliance Water Contract to acquire water and negotiate
water treatment and transport agreement with Leander for future needs
Continue system leak detection program to further reduce water loss
Develop Water Treatment Plant Operator Training and Progression
Program and performance metrics
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
WATER FUND
WATER ADMINISTRATION
&WATER SERVICES 50.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Met all regulatory standards for water service (pressure,flow,water
quality)
Provided reliable and safe drinking water service to 35,550 customers
encompassing a total population of 88,875 by operating and maintaining
the water system in a cost efficient and safe manner
Developed and implemented an improved water measurement process
and reporting for the water utility
Commenced operation of a new Daniels Mountain storage tank to
increase storage for system reliability
Completed the planning,preparation,and staffing associated with
bringing Water Operations in house
Relocated appropriate staff to the new Westside Service Center to
improve operational efficiencies
Entered into a service agreement with Round Rock for the treatment and
transport of water
Developed and refined operational performance metrics to improve
Department performance and system reliability
Completed 92 miles of system leak detection to reduce water loss
DEPARTMENT DESCRIPTION
The Water Administration and Water
Services Departments are
responsible for the operation and
maintenance of the infrastructure
that provides potable water for over
33,000 customers in a 450 square
mile area.The water infrastructure
includes 3 treatment plants,10
storage tanks,13 pumping stations,
888 miles water distribution piping,
7,143 valves,4,522 fire hydrants,
and meters.Department activities
are regulated by the Texas
Commission on Environmental
Quality (TCEQ),Public Utility
Commission (PUC),and the
Environmental Protection Agency
(EPA).
Notable Budget Item(s)
Round Rock Wholesale
Water Purchase
$841,000
Wastewater Distribution
Budget Increase
$125,975
110
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Providing safe drinking water service to customers while maintaining the water system in a cost efficient and reliable
manner is a top priority for the Department.Several performance measures are in place to ensure these goals are
met.Water Service Quality (WSQ)is measured across the Average Service Availability Index (ASAI),System Average
Interruption Frequency Index (SAIFI),and the Customer Average Interruption Duration Index (CAIDI).These measures
calculate service/demand ratios,interruption frequency,and outage durations.The chart below is a graphical
representation of the metrics tracked by the Water Administration and Water Services Departments.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0527Water Administration
Personnel 86,292 109,655 89,806 91,668 91,668
O&M 10,172,095 11,762,263 11,211,876 15,337,039 445,825 15,782,864
Capital 841,400 841,400
0527 Water Administration Sub total 10,258,388 11,871,918 11,301,682 15,428,707 1,287,225 16,715,932
0528Water Distribution
Personnel 1,386,010 1,414,667 1,432,006
O&M 883,400 780,069 867,858 1,360,000 359,230 1,719,230
Capital 1,918 72,500 465,000 60,000 430,000 490,000
0528 Water Distribution Sub total 2,271,328 2,267,236 2,764,864 1,420,000 789,230 2,209,230
0529Water Plant Management
Personnel 402,951 44,460 604,858 604,858
O&M 2,097,431 2,142,290 2,526,048 1,699,773 1,699,773
Capital 87,500 75,000 75,000 75,000
0529 Water Plant Management Sub total 2,097,431 2,632,741 2,645,508 2,379,631 2,379,631
0553Water Operations
Personnel 3,425,206 3,425,206
O&M 274,193 14,080 288,273
Capital
0553 Water Operations Sub total 3,699,399 14,080 3,713,479
Total Departmental Budget 14,627,147 16,771,895 16,712,054 22,927,737 2,090,535 25,018,272
111
FY2017 Annual Budget
WASTEWATER SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Meet all regulatory standards for wastewater service (discharge limits,
system integrity)
Provide reliable wastewater service to customers by operating and
maintaining the wastewater system in a cost efficient and safe manner.
Participate in industry conferences for technology advances and changes
in operations and maintenance practices
Implement Industrial Pretreatment Program when required by TCEQ.
Continue EARZ testing of the collection system to identify flaws in the
collection system piping
Develop plant operator training and progression program
Develop and implement performance metrics for plant operations to
improve compliance and efficiency
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
WATER FUND WASTWATER SERVICES 7 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Met all regulatory standards for wastewater service (discharge limits,
system integrity)
Provided reliable wastewater service to 24,041 customers encompassing
a total population of 60,100 by operating and maintaining the wastewater
system in a cost efficient and safe manner
Completed the planning,preparation,and staffing to affect private to
public operation of wastewater plant operations with associated cost
savings
Participated in industry conferences (AWWA,TMUA)
New positions filled:1 Plant Operations Superintendent,Treatment Plant
Supervisor and 7 Plant Operators
Identified and located the source of mercury excursions creating non
compliance on the Dove Springs WWTP eliminating future violations and
fines
Westside Service Center completed and relocated a portion of
wastewater staff to provide a more efficient level of service to customers
Increased the license level and/or advanced 20 technicians using the
occupational training program and progression program
DEPARTMENT DESCRIPTION
The Wastewater Department is
responsible for the operation and
maintenance of the infrastructure
that provides wastewater for over
24,041 customers.The wastewater
infrastructure includes 5 treatment
plants,24 pumping stations,7,076
manholes,and 337 miles of
wastewater collection mains.This
Department’s activities are
regulated by the Texas Commission
on Environmental Quality (TCEQ)
and the Environmental Protection
Agency (EPA).
Notable Budget Item(s)
Increase in Operations
$91,000
112
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The provision of reliable,safe wastewater service to customers while maintaining the system in a cost efficient and
reliable manner is a top priority for the Wastewater Services Department.Perfomance measures are in place to
monitor Operations and Maintenance (O&M),Systems,Project,Resource,and Financial metrics .Metrics for O&M
include on time service delivery,safety,training,and productivity.Systems metrics focus on reliability,availability,
output,and capacity for service provision.Project metrics are also in place to monitor infrastructure to ensure
continued service provision that is on schedule,within budget,and within allotted resources.Resource and Financial
metrics focus on pricing and risk management to ensure the Department is capable of providing debt coverage in the
form of return on investment.The image below is a graphical representation of monthly performance measures
monitored by the Department.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0530Wastewater Operations
Personnel 1,102,789 1,213,741 1,195,868
O&M 513,765 627,349 642,070 596,700 91,000 687,700
Capital 4,500 50,000 50,000 50,000 50,000
0530 Wastewater Operations Sub total 1,621,054 1,891,090 1,887,938 646,700 91,000 737,700
0531Wastewater Plant Management
Personnel 505,461 44,729 550,409 550,409
O&M 2,311,689 2,127,645 2,614,932 1,805,098 1,805,098
Capital 100,000 87,500 75,000 75,000
0531 Wastewater Plant Management Sub total 2,311,689 2,733,106 2,747,161 2,430,507 2,430,507
Total Departmental Budget 3,932,743 4,624,196 4,635,099 3,077,207 91,000 3,168,207
113
FY2017 Annual Budget
REUSE IRRIGATION
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Meet TCEQ standards for Reuse Irrigation service (water quality)
Provide reliable Reuse Irrigation service to customers by operating and
maintaining the irrigation system in a cost efficient and safe manner
Pecan Branch WWTP Expansion to increase reuse irrigation capability
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
WATER FUND REUSE IRRIGATION 0 FTE
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Met TCEQ standards for Reuse Irrigation service (water quality)
Provided reliable Reuse Irrigation service to customers by operating and
maintaining the irrigation system in a cost efficient and safe manner
Relocated staff to the Westside Service Center to provide more efficient
service to reuse customers
Provided 85 million gallons to reuse customers which promotes water
conservation
DEPARTMENT DESCRIPTION
The Reuse/Irrigation Department is
responsible for the operation and
maintenance of infrastructure that
distributes reuse irrigation water to
five major irrigation customers.
Reuse Irrigation infrastructure
includes 2 storage tanks,4 pumping
stations,piping,and valves.The
Department activities are regulated
by the Texas Commission on
Environmental Quality (TCEQ)and
the Environmental Protection
Agency (EPA).
114
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The City operates a reuse irrigation system that utilizes wastewater effluent to
provide water for irrigation.One of the goals for the irrigation department is to
maintain Type I effluent water that is safe for public contact 100%of the time.The
system currently provides effluent from four of its five wastewater treatment
plants to five golf courses in the Georgetown area.Effluent irrigation water is also
provided to Southwestern University’s athletic fields and the City’s parks.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0532Irrigation
Personnel 76,079 74,811 75,875
O&M 86,813 233,575 228,500 205,472 205,472
Capital
Total Departmental Budget 162,892 308,386 304,375 205,472 205,472
115
FY2017 Annual Budget
WATER FUND FIVE-YEAR PROJECTIONS
Fiveyear Water Fund Assumptions:
Revenues in Water and Wastewater sales are expected to increase due to growing customer base in the
City and Western District
5year CIP project schedule is weighted toward the initial few years to help meet system capacity needs
Debt service payments are expected to increase over the next five years to pay for capital improvements in
the system
FY2017 Budget FY2018 Projected Budget FY2019 Projected Budget FY2020 Projected Budget FY2021 Projected Budget
Beginning Fund Balance 24,911,799 8,162,449 17,085,078 15,819,974 22,900,355
FY2017 Budget FY2018 Projected Budget FY2019 Projected Budget FY2020 Projected Budget FY2021 Projected Budget
Operating Revenue
Water Utility Revenue 26,700,000 27,234,000 27,778,680 28,334,254 28,900,939
Wastewater Utility Revenue 10,733,475 10,948,145 11,167,107 11,390,450 11,618,259
Capital Recovery Fee 5,367,300 5,474,646 5,584,139 5,695,822 5,809,738
Other Revenue 3,147,088 3,210,029 3,274,230 3,339,714 3,406,509
Irrigation Utility Revenue 225,000 229,500 234,090 238,772 243,547
Interest 199,975 203,975 208,054 212,215 216,459
Raw Water Revenue 178,500 182,070 185,711 189,426 193,214
Transfer In,Debt 115,839 118,156 120,519 122,929 125,388
Total Operating Revenue 46,667,177 47,600,520 48,552,530 49,523,581 50,514,053
FY2017 Budget FY2018 Projected Budget FY2019 Projected Budget FY2020 Projected Budget FY2021 Projected Budget
Operating Expenditures
0000 Transfer 290,750 296,565 302,496 308,546 314,717
0000 Transfer Out,General 425,000 425,000 425,000 425,000 425,000
0000 Transfer Out,ROI 2,604,339 2,656,426 2,709,554 2,763,745 2,819,020
0527 Water Administration 16,715,932 17,050,250 17,391,255 17,739,080 18,093,862
0528 Water Distribution 2,209,230 2,253,415 2,298,483 2,344,453 2,391,342
0529 Water Plant
Management 2,379,631 2,427,223 2,475,768 2,525,283 2,575,789
0530 Wastewater 737,700 752,454 767,503 782,853 798,510
0531 Wastewater Plant
Management 2,430,507 2,479,117 2,528,700 2,579,274 2,630,859
0532 Irrigation 205,472 209,581 213,773 218,049 222,410
0553 Water Operations 3,713,479 3,787,749 3,863,504 3,940,774 4,019,589
Total Operating Expenditures 31,712,040 32,337,781 32,976,036 33,627,057 34,291,098
FY2017 Budget FY2018 Projected Budget FY2019 Projected Budget FY2020 Projected Budget FY2021 Projected Budget
Available Operating Fund Balance 39,866,936 23,425,188 32,661,572 31,716,498 39,123,310
FY2017 Budget FY2018 Projected Budget FY2019 Projected Budget FY2020 Projected Budget FY2021 Projected Budget
Non Operating Revenue
Bond Proceeds 20,000,000 17,000,000 22,000,000 10,500,000 1,800,000
Special Improvement Fees 205,000 100,000
Total Non Operating Revenue 20,205,000 17,100,000 22,000,000 10,500,000 1,800,000
Row Labels FY2017 Budget FY2018 Projected Budget FY2019 Projected Budget FY2020 Projected Budget FY2021 Projected Budget
Non Operating Expenditures
CIP Expense 46,727,000 17,000,000 31,500,000 10,500,000 1,800,000
Debt Service 5,182,487 6,440,110 7,341,598 8,816,143 9,393,286
Total Non Operating Expenditure 51,909,487 23,440,110 38,841,598 19,316,143 11,193,286
FY2017 Budget FY2018 Projected Budget FY2019 Projected Budget FY2020 Projected Budget FY2021 Projected Budget
Ending Fund Balance 8,162,449 17,085,078 15,819,974 22,900,355 29,730,024
Contingency 5,000,000 5,100,000 5,200,000 5,300,000 5,400,000
Available Fund Balance 3,162,449 11,985,078 10,619,974 17,600,355 24,330,024
116
FY2017 Annual Budget
OTHER ENTERPRISE
FUNDS
P512 at Air Fest
117
FY2017 Annual Budget
OTHER ENTERPRISE FUNDS
Airport Fund Summary.............................119
Airport Operations ...................................122
Stormwater Drainage Fund Summary .....124
Stormwater Drainage ...............................126
NEW POSITIONS FY2017
Airport Maintenance Worker.......................1
TOTAL NEW POSITIONS FY2017 .........................1
118
FY2017 Annual Budget
AIRPORT FUND SUMMARY
The Airport Fund is designed to be a self supporting enterprise funded through user charges.Over the past several
years the fund’s expenses have outpaced revenues resulting in a drawdown of fund balance.
In order to make this fund self supporting,airport operations and financial conditions have been carefully evaluated.
An operations audit was conducted to determine options to increase revenues.In the past two years,several steps
have been taken to find solutions for the fund.These steps have included the evaluation and implementation of new
lease rates and the increase of fuel margins.
FISCAL YEAR 2016
are projected to be $2,809,231,29.07%less than the current budget.Lower than expected revenue
is primarily a result of volatility in the fuel market.Non operating revenue is projected to end the fiscal year at
$50,000.
are projected to be $3,557,700,18.9%less than the current budget.The decrease in expenses is
directly tied to the cost of fuel purchased for resale.Non operating expenses,including funds for capital construction
and debt service payments are projected to end the fiscal year at $1,007,592.
is projected to be $43,849 as of
September 30,2016.In the current fiscal year the
contingency requirements of the fund are being covered
by citywide contingency.
FISCAL YEAR 2017
total $3,589,993.Overall,revenues are
projected to increase by 27.79%relative to the FY2016
projection.This increase in revenue is driven by expected
increases in fuel prices and ground lease reversions.The
chart to the right identifies operating revenue by source.
Non operating revenues total $35,000 from a Texas
Department of Transportation grant.
total $3,511,563,a decrease of 1.3%
relative to the FY2016 projection.The decrease in
expenses is due to major capital projects in FY2016 totaling
$877,935.There are no major capital projects in FY2017.
Fuel expenses are expected to increase by $600,000 with
the recovery of the oil market over the next 18 months.
The chart to the right gives a breakdown of operating
expenses.
total $48,726 for a new
Maintenance Worker.This employee will fulfill
maintenance and landscaping duties,and will reduce
contract expenses for maintenance work.
is budgeted to be $122,279 as of September 30,2017,which will be used as the fund’s
contingency reserve.
76%
22%2%
Operating Revenues
Fuel and Ter.
Sales
Leases and
Rentals
All Other Rev.
and Int.
68%
31%
1%
Operating Expenses
Fuel
Transp.
Trans.Out
119
FY2017 Annual Budget
AIRPORT FUND INCOME STATEMENT
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 82,210 748,167 792,318 43,849 43,849
Revenues
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Operating Revenues
Fuel and Terminal Sales 1,972,787 2,876,150 1,988,444 2,720,928 2,720,928
Leases and Rentals 607,861 657,400 707,049 767,990 767,990
All Other Revenue 50,559 67,000 62,188 64,475 64,475
Interest 208 400 1,550 1,600 1,600
Transfer In
Total Operating Revenues 2,631,415 3,600,950 2,759,231 3,554,993 3,554,993
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
F Y2017
Changes
FY2017
Budget
Operating Expenditures
Fuel 1,652,491 2,448,882 1,549,525 2,296,928 2,296,928
Transportation 1,028,435 966,150 985,503 997,141 48,726 1,045,867
Transfer Out 3,463 15,080 15,080 25,000 25,000
Total Operating Expenditures 2,684,389 3,430,112 2,550,108 3,319,069 48,726 3,367,795
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Available Fund BalanceOperating 29,235 919,005 1,001,441 279,773 (48,726)231,047
Revenues
FY2015
Ac tual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Non Operating Revenues
Bond Proceeds 865,000
Grants 40,918 25,000 50,000 35,000 35,000
Total Non Operating Revenues 905,918 25,000 50,000 35,000 35,000
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Non Operating Expenditures
Capital Project 12,124 877,935 867,935
Debt Service 172,204 80,222 139,657 143,768 143,768
Total Non Operating Expenditures 184,328 958,157 1,007,592 143,768 143,768
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 750,824 (14,152)43,849 171,005 (48,726)122,279
CAFR Adjustment 41,494
Contingency 199,358 122,279 122,279
Restricted Bond Proceeds 852,876
Available Fund Balance (259,916)(14,152)43,849 48,726 (48,726)(0)
120
FY2017 Annual Budget
121
FY2017 Annual Budget
AIRPORT
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Construction of $7.9M Airport Improvement Project
o New parallel Taxiway A
o Above ground fuel storage facility
o Pavement maintenance on existing taxiways and aprons
o Obstruction clearing at both ends of Runway 11/29
o Drainage improvements
Removal of existing underground fuel storage tanks at Airport
Update to Airport Master Plan
Update to Airport Rules and Regulations and Minimum Standards
Roof repairs to City owned hangar leased to Central Texas Avionics
Installation of electronic gate opener at City owned ASM Hangar
Addition of a full time Airport Maintenance Staff Member
Electrical upgrade to Hangars I &J
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
AIRPORT FUND AIRPORT 5.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Increase in operations of 21%over FY2015
Gain in fuel sales of 19%over FY2015
Pavement crack sealing maintenance on runway 18/36 and 11/29
Converted two reverting land leases to City managed facility leases
Electrical upgrades to Central Texas Avionics Hangar
Replaced electrical service at ASM Hangar and door weather stripping on
Hangars D 1,E,F,and G
Demolition of old Civil Air Patrol Facility
Upgraded weather broadcasting equipment in control tower
Conducted in conjunction with Federal Aviation Administration Airport
Security and Safety Orientation Classes for Georgetown Police Dept.
Conducted Airport Orientation Classes for Georgetown Fire Dept.
Implemented a Quarterly Inspection and Maintenance Program for
electronic access gates and runway precession approach path indicator
system.
Painted Airport terminal,main lobby,conference room,and hallways and
stairwells of Air Traffic Control Tower
DEPARTMENT DESCRIPTION
The City of Georgetown Municipal
Airport provides general aviation
services to the public.The Airport
staff is responsible for the day to
day operations and maintenance,
which include the management of
fuel sales concessions,leases for
City owned facilities,and ground
maintenance.The Airport provides
24 hour operation of a 5,000 foot
main runway,related taxiways,
ramps,and navigational aids.The
City also supports an Air Traffic
Control Tower,with staffing
provided by the Federal Aviation
Administration (FAA).The Airport
must always be in compliance with
state and federal rules and
regulations.In addition,the Airport
staff provides support to the
Georgetown Transportation
Advisory Board and the City Council.
Notable Budget Item(s)
Airport Maintenance
Worker
122
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Airport fund is designed to be a self supporting
enterprise funded by user charges.Presently,fuel sales
constitute 75.79%of total revenue making fuel sales a key
performance indicator.The Airport sells both Jet A and AV
Gas fuel.Since a significant majority of revenue comes
from fuel sales,Airport staff along with the Finance
Department,monitors fuel prices at surrounding airports
to ensure the Georgetown Municipal Airport stays
competitive within the region.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0636Airport
Personnel 350,099 321,471 317,632 340,055 48,726 388,781
O&M 2,334,290 3,108,641 2,226,396 2,979,014 2,979,014
Capital 12,124 877,935 874,015
Debt Service 172,204 80,222 139,657 143,768 143,768
Total Departmental Budget 2,868,718 4,388,269 3,557,700 3,462,837 48,726 3,511,563
123
FY2017 Annual Budget
STORMWATER DRAINAGE FUND SUMMARY
The Stormwater Drainage Fund is used to account for all operating and maintenance activities in the City’s drainage
system and the debt payments for bonds issued for capital improvement.
FISCAL YEAR 2016
are projected to be $3,933,564,1.1%less than the current budget.The Stormwater fee is a monthly
charge billed based on a calculation of impervious cover
of the property and the rate per unit.The current fee is
$6.50 per unit.This fee was adjusted in 2016 to address
the Municipal Separate Storm Sewer System (MS4)
requirements of the Texas Commission on Environmental
Quality (TCEQ).
are projected to be $4,091,886,3%less
than the current budget.
is projected to be $1,553,981 as of
September 30,2016.Included in the balance is a
contingency Reserve of $250,000 and $500,000 reserved
for capital.A remaining fund balance of $803,981 is
available to fund non recurring expenditures in FY2017.
FISCAL YEAR 2017
total $3,337,900.Overall,revenues
are projected to decrease by 15%.The decrease is
because the fund is drawing down fund balance and not
receiving bond proceeds to fund CIP.The chart to the
right identifies Stormwater Drainage revenues by source.
total $4,350,590,which represents an
increase of 6.5%over FY2016 projection.Capital
Improvement Projects total $976,000 in FY2017.
total $404,550,which include a
Vac Truck,an increase to maintenance of equipment,and
an increase to maintenance of utilities.
99%
1%
Operating Revenue
Stormwater Fees
Other Revenue
and Inter.
28%
62%
10%
Operating Expenses
Personnel
Operations
Transfer Out
124
FY2017 Annual Budget
STORMWATER DRAINAGE FUND INCOME STATEMENT
FY2015 Actual
FY2016
Budget
FY2016
Projected FY2017 Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 640,026 1,013,361 1,712,303 1,554,508 1,554,508
Revenues FY2015 Actual
FY2016
Budget
FY2016
Projected FY2017 Base
FY2017
Changes
FY2017
Budget
Operating Revenues
Stormwater Fees 2,622,455 3,237,620 3,184,742 3,307,950 3,307,950
Other Revenue 16,490 17,000 25,500 26,600 26,600
Interest 2,549 2,000 3,322 3,350 3,350
Transfer In
Total Operating Revenues 2,641,494 3,256,620 3,213,564 3,337,900 3,337,900
Expenses FY2015 Actual
FY2016
Budget
FY2016
Projected FY2017 Base
FY2017
Changes
FY2017
Budget
Operating Expenditures
Personnel 421,832 617,507 557,187 659,339 659,339
Operations 1,369,707 1,510,856 1,446,234 1,492,827 53,550 1,546,377
Capital Improvement
Transfer Out 250,013 282,304 278,144 231,557 351,000 582,557
Total Operating Expendutitures 2,041,552 2,410,667 2,281,565 2,383,723 404,550 2,788,273
FY2015 Actual FY2016 Budget
FY2016
Projection FY2017 Base
FY2017
Changes FY2017 Budget
Available Fund BalanceOperating 1,239,968 1,859,314 2,644,302 2,508,685 (404,550)2,104,135
Revenues FY2015 Actual FY2016 Budget
FY2016
Projected FY2017 Base
FY2017
Changes FY2017 Budget
Non Operating Revenues
Bond Proceeds 2,205,000 495,000 495,000
Grant Revenue 225,000 225,000
Total Non Operating Revenues 2,205,000 720,000 720,000
Expenses FY2015 Actual
FY2016
Budget
FY2016
Projected FY2017 Base
FY2017
Changes FY2017 Budget
Non Operating Expenditures
Bond Issue Cost 31,183 5,500 5,500 5,500 5,500
Capital Improvement 1,417,493 1,209,000 1,209,000 976,000 976,000
Debt Payment 421,698 595,294 595,294 580,817 580,817
Debt ServiceNew
Total Non Operating Expenditures 1,870,374 1,809,794 1,809,794 1,562,317 1,562,317
FY2015 Actual
FY2016
Budget
FY2016
Projected FY2017 Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 1,574,594 769,520 1,554,508 946,368 (404,550)541,818
CAFR Adjustment 137,709
Contingency 150,000 250,000 250,000 250,000 250,000
Reserved for Capital 550,000 500,000 500,000
Available Fund Balance 1,012,303 19,520 804,508 696,368 (404,550)291,818
125
FY2017 Annual Budget
STORMWATER DRAINAGE
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Enhance public safety by reducing the threat of property damage and
personal injury through proper maintenance and operation of the City’s
drainage system
Improve the cleanliness and appearance of the community through the
sweeping of City streets.
Implement all required aspects of the ongoing Stormwater Maintenance
Program that meet federal requirements (Pollution Prevention Plan)
Maintain curb and gutter replacement program.
Incorporate the Regional Stormwater Master Plan (RSMP)by constructing
detention ponds and upgrading waterways within the City.
Continue watershed planning updates utilizing the Texas Water
Development Board grant program
Finalize stormwater education material to be used for MS4 permit
requirement
Install drainage improvements at 20th and Church Street and at railroad
tracks on College and 19½Streets
Improve drainage system to alleviate flooding risk west of Hutto Road
between 15th Street and 19th Street
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
STORMWATER FUND STORMWATER DRAINAGE 9.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Completed:
o Brush and vegetation removal from Smith Branch following
home buy outs to further mitigate risk of future flooding
o Initial implementation of Storm Water assets into the
Enterprise Asset Management and Work Order Management
System
o Citizen survey of stormwater awareness for residents living
on the San Gabriel Middle Fork
Worked to install Best Management Practices at the transfer station and
landfill to meet permit compliance
Collaborated with System Engineering to identify and map over 400
drainage assets on the Middle Fork of the Gabriel River
Replaced 3 miles of failing stand up curbs with curb and gutter
Assisted Parks and Recreation with the design and construction of
protective erosion control for the San Gabriel River and Parkland
DEPARTMENT DESCRIPTION
The Stormwater Drainage Utility
addresses environmental concerns
related to in stream water quality,
regulatory demands due to
stormwater run off controls,
infrastructure operation and
maintenance,and drainage/flood
control capital project needs.Other
duties include sign marking and
signal maintenance for the Street
Department and assisting Police and
Fire Services on Code Enforcement
issues.
Notable Budget Item(s)
Vac Truck
$395,550
Increase in Maintenance and
Operations
$9,000
126
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Stormwater runoff occurs when
precipitation flows over the land surface.
The addition of roads,driveways,parking
lots,rooftops,and other surfaces that
prevent water from soaking into the
ground to the landscape greatly increases
the runoff volume created during storms.
The runoff is carried into local streams,
lakes,and rivers and can cause flooding and
erosion.Additionally,stormwater runoff
also picks up and carries many different
pollutants that are found on paved
surfaces.Thus,the Department closely
monitors the number of Cubic Yards of
Debris prevented from entering the
waterways as a way to ensure high water
quality.Street sweeping,curb installation,
and pond maintenance are all key
programs administered by the Stormwater
Department to help in this effort.From
October 2015 through September 2016,the Sormwater Department has removed 125 tons of debris from City streets
through Street Sweeping Operations.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0845 Stormwater
Personnel 421,832 617,507 557,187 659,339 659,339
O&M 1,619,720 1,793,160 1,724,378 1,724,384 404,550 2,128,934
Capital 1,417,493 1,209,000 1,209,000 976,000 976,000
Debt Service 452,881 600,794 600,794 586,317 586,317
Total Departmental Budget 3,911,926 4,220,461 4,091,359 3,946,040 404,550 4,350,590
127
FY2017 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
128
FY2017 Annual Budget
SPECIAL
REVENUE FUNDS
Red Poppy Festival 2016
129
FY2017 Annual Budget
SPECIAL REVENUE FUNDS
Special Revenue Funds Overview ............131
Convention &Visitors Bureau..................136
Fire Paramedics ........................................138
Tax Increment Reinvestment Zones ........140
GEDCO Budget .........................................144
GTEC Budget ............................................146
NEW POSITIONS FY2017
EMS Fund
Medical Health &Fitness Coordinator ..0.5
Paramedic/Firefighter ..............................3
TOTAL NEW POSITIONS FY2017.......................3.5
130
FY2017 Annual Budget
Special Revenue Funds
Beginning Fund
Balance
FY2017
Revenues
FY2017
Expenditures
Ending Fund
Balance
201CVB &Poppy Fest 578,306 1,394,500 1,071,602 901,204
203Street Maintenance Tax 1,657,581 2,947,500 3,325,000 1,280,081
212Permitting 59,052 90,060 85,000 64,112
215CDBG 135,500 135,500
225Tree Fund 268,178 100,300 250,000 118,478
226Main Street 117,879 168,200 253,000 33,079
227Li brary Restricted 102,318 90,200 170,000 22,518
228Parks Restricted 162,539 220,200 382,739
229Parkland Dedication 203,728 69,500 180,000 93,228
231Cemetery 399,673 144,000 211,000 332,673
232Court Fees 35,868 36,066 1,800 70,134
233Juvenile (17,090)81,275 64,185
234Village PID 748,780 335,565 483,997 600,348
235Wolf Ranch PID 439 500,000 500,439
242Fire Billing 58,262 113,100 141,735 29,627
244 Paramedic (853,003)2,205,096 2,078,433 (726,340)
251Conservation 390,534 292,000 304,647 377,887
260Council Discretionary 185,045 750,000 935,045
263PEG Fee 175,589 140,000 315,589
271Police Seizures 84,594 83,194 1,400
272Police Grant
273Abandoned Vehicles 37,054 37,054
277Animal Services 169,738 15,000 15,000 169,738
293Downtown TIRZ 4,570 216,100 200,000 20,670
294 Rivery TIRZ 83,250 476,215 341,274 218,191
295Gateway TIRZ 127,639 36,858 24,500 139,997
296South Georgetown TIRZ 71,688 130,649 51,267 151,070
400GTEC 5,262,150 11,233,557 14,564,399 1,931,308
420GEDCO 5,015,684 1,587,471 6,235,967 367,188
SPECIAL REVENUE FUNDS OVERVIEW
A Special Revenue Fund (SRF)is used to account for proceeds of specific revenue sources that are also legally
restricted to expenditure for specified purposes.The City of Georgetown utilizes multiple SRF’s to provide an extra
level of transparency and accountability to the taxpayers.
201 CVB/TOURISM FUND
The Tourism Fund collects a 7%Hotel Occupancy Tax for hotel stays within the City.Eligible expenses are defined
by state law and include operating a visitor center,promotion of local cultural sites,and historic preservation.
203 STREETS ¼CENT SALES TAX
This fund is used to account for the receipt and expenditure of
revenues collected from the ¼cent sales tax approved by the
citizens in November 2001 under Texas House Bill 445.The funds
are required to be spent on the maintenance of streets that were in
existence at the time of adoption of the tax.This tax was
reauthorized by voters in November of 2006,2010,and 2014.
Projects for FY2017 are included in the Capital Improvement Project
section of this document.The Arterial Reserve is $675,000 in 2017.
131
FY2017 Annual Budget
212 PERMITTING FUND
This funding source is for MyPermitNow (MPN)which is a comprehensive electronic permit,inspection,and
tracking system for all types of construction projects.This system allows for efficient and improved customer
service for both the internal and external customers by providing real time online permit information to customers.
This program is funded by the technology fees which are charged to the users.
215 COMMUNITY DEVELOPMENT BLOCK GRANT FUND
The CDBG Fund is financed through the US Department of Housing and Urban Affairs Division.CDBG funds are
administered through Williamson County and fund infrastructure improvements,such as sidewalks and wastewater
lines in eligible geographic areas.
225 TREE FUND
The Tree Fund is financed by fees assessed when development projects remove trees.These funds are used to
plant,prune,irrigate,maintain,and fund other associated tree activities in City parks,or other Cityowned
property.
226 MAIN STREET FAÇADE FUND
The Main Street Façade accounts for grants distributed by the Main
Street Board for the improvement of commercial façades in the
Downtown Overlay District.Revenue sources include General Fund
contributions and fund raising efforts by the Main Street Board.
Georgetown Utility Systems continues to sponsor 100%renewable
energy for the Holiday Lights program.
227 LIBRARY FUND
The Library Fund is used to account for the receipt and expenditure
of restricted donations such as memorials and gifts for a designated library purchase or program.
228 PARKS RESTRICTED FUND
This fund is used to account for transfers in,donations,and grants.
Funds are used for equipment replacement for parks.
229 PARKLAND DEDICATION
The Parkland Dedication SRF was established through the Parkland
Dedication Ordinance.When new residential developments are
built,the developer is required to dedicate land or pay a fee in lieu
of dedication.When a fee is paid,the money is set aside to be used
in a restricted zone near the development.The funds must be used
for parks and recreation improvements such as new playgrounds,
new parks,new trails,or to buy parkland.
132
FY2017 Annual Budget
231 CEMETERY FUND
The Cemetery Fund pays for the ongoing maintenance of the City's cemeteries.Revenues are generated from plot
sales and maintenance fees.The City Council has also committed to transferring money in from the General Fund
to plan for longterm maintenance.In FY2017,the Perpetual Reserve is $325,000.
232 COURT FUNDS
The Court Security Fund is used to account for the receipt and expenditure of court costs related to security
personnel.The Court Technology Fund is used to finance the purchase or maintenance of technological
enhancements for the Municipal Court.Child Safety funds are used to fund school crossing guard programs or
other safety activities.All funds are governed by State statute.
233 JUVENILE FUND
The Juvenile Case Manager Fund is used for the receipt and expenditure of a court fee that is collected for a
juvenile case manager.The fund is to finance the salary,benefits,training,travel expenses,office supplies,and
other necessary expenses of the juvenile case manager,as outlined by statute.
235 WOLF RANCH PID
The City entered into a PID Assessment Agreement with Simon in order to provide repayment of debt service
incurred by the issuance of $10.5 million in sales tax revenue bonds to complete the IH 35 frontage in front of the
development.
242 FIRE BILLING FUND
Sources of this fund include billing revenue from inspections and
billing insurance carriers for fire protection services.These funds
are used to purchase fire equipment,special needs,and public
education.
244 EMS PARAMEDIC FUND
The EMS Paramedic Fund is used to track costs and related revenues
associated with the City’s operation of the EMS program started
October 2015.Projections indicate this service will more fully
recover costs as collection practices are refined.
251 CONSERVATION FUND
The Conservation SRF is a fund dedicated to energy efficiency programs and projects,and is supported solely by the
$1.00 Conservation Fee charged monthly to all City of Georgetown electric customers on their utility bills.This fee
is used to maintain compliance with House Bill 3693,which calls for enhancement of existing energy efficiency
programs and strengthening of statutory requirements,as well as,to promote more electric demand management
by customers.Specific programs supported by the Conservation SRF include Home Energy Audits,Weatherization
Programs,and the LED Light Bulb Exchange Program.
133
FY2017 Annual Budget
260 CITY COUNCIL DISCRETIONARY FUND
This SRF was created in July of 2015 and includes projected year end
General Fund balance not allocated in the budget.These funds will
be expended at the direction of the City Council for specific
purposes.
263 PEG FEE FUND
The Public,Education,and Government (PEG)Fund is used to
account for the receipt and expenditure of PEG fees collected
through cable providers that are legally restricted for capital
expenditures related to the City's cable access channel.
271 POLICE SEIZURES FUND
This fund is used to account for properties and revenues seized by
the Georgetown Police Department.Federal and Texas State Law
requires the funds only be used for a defined set of law enforcement
purposes.Permitted uses of funds include law enforcement training,
crime prevention awareness programs,asset accounting and
tracking,and witnessrelated costs.Purchases of police equipment
and facilities equipment are also permitted under state law.
272 POLICE GRANTS FUND
This fund is used to account for any related Police grants that may
be authorized and expended during the fiscal year.Currently,the STEP grant is passed through at zero balance.
273 ABANDONED VEHICLE FUND
This fund is used to track costs and related revenues for vehicles that have been impounded and are later
auctioned.
277 ANIMAL SERVICES
This fund is for donations received from various sources.These funds are utilized for items and projects that are
related to the capital and service needs of the animal shelter.
293 DOWNTOWN TIRZ
This TIRZ was created by Ordinance No.200477 and covers approximately 66(+/)acres,located entirely in
Williamson County and within the corporate limits of the City.This fund is used to account for the development and
redevelopment of downtown Georgetown into a mixed use,pedestrian orientated environment,consistent with
the goals of the City’s Downtown Master Plan.
134
FY2017 Annual Budget
294 RIVERY TIRZ
This TIRZ was created by Ordinance No.201191,and the duration is
through December 31,2041.This fund is to help provide a financing
vehicle necessary to facilitate a program of public improvements to
allow and encourage the development of a hotel and conference
center,enhance the overall park experience,the establishment of
single and multifamily residential development,and commercial/
retail space.
295 GATEWAY TIRZ
This TIRZ was created by Ordinance No.2006 204,and the duration is through December 31,2031.This fund is to
help finance a program of public improvements to allow and encourage the development and redevelopment of
the Williams Drive Gateway area into a mixed use,pedestrian orientated environment,consistent with the goals of
the City’s Williams Drive Gateway Redevelopment Plan.
296 SOUTH GEORGETOWN TIRZ
This TIRZ was created by Ordinance No.2014 31 and the duration is through December 31,2044.The fund will be
used to account for public infrastructure necessary to encourage high quality commercial/retail development at the
intersection of IH35 and Westinghouse Road,which is seen as the next major node as growth continues to move
north from Round Rock.
135
FY2017 Annual Budget
CONVENTION & VISITORS BUREAU
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Redesign VisitGeorgetown.com and RedPoppyFestival.com websites
to maintain a unified message promoting Georgetown as a signature
destination
Develop a promotional tourism video to increase the visibility of
Georgetown as a tourist and meeting/conference destination
Continue to work towards an increased Red Poppy Festival zero
waste program goal of 90%or greater waste diversion by 2021
Expand Visitors Center Gift Shop to include additional Georgetown
and Texas Souvenirs and implement new Point of Sale System
Conceptualize and implement a Hospitality Training Program to
ensure any visit to the City,whether for business or pleasure,is a
successful and memorable one
Participate in travel/group business tradeshows to promote
Georgetown as a meeting and conference destination
Host Familiarization (FAM)trips for meeting planners to showcase
lodging and meeting facilities
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
TOURISM FUND CONVENTION &VISITORS
BUREAU 4.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Assisted visitors and potential visitors to the area by offering
comprehensive visitor information and promotional services
Converted Visitors Center staffing from volunteers to paid staff
Developed and implemented strategic Sales Marketing Plan to build
awareness of and promote Georgetown as a meeting and conference
destination
Partnered with hoteliers to host Familiarization (FAM)trips for
meeting planners to showcase new lodging and meeting facilities
Worked with a Public Relations Professional to promote Georgetown
in unique,creative,and authentic ways
Collaborated with Environmental Services to implement a zero waste
program for the Red Poppy Festival
Coordinated the 17th Annual Red Poppy Festival,Music on the
Square Summer Concert Series,Lighting of the Square,and Christmas
Stroll Parade
Administered Best of Georgetown Awards Contest
Continued to assist the Parks &Recreation Department in promoting
Georgetown as a venue for sports activities and tournaments and
distributing Georgetown promotional items and tourist information
at these events
DEPARTMENT DESCRIPTION
The Georgetown Convention and
Visitors Bureau (CVB)attracts leisure
and business travelers to the
Georgetown area to experience and
enjoy our history,culture,and
attractions.This Department also
strives to further strengthen our
City’s image as a Texas tourist
destination.The CVB promotes
economic diversity and the region’s
quality of life.The Department
manages advertising,promotion,
and solicitation efforts to market the
City of Georgetown as a place for
meetings,group tours,tourists,and
day trip shoppers.The Department
provides a positive economic impact
on the community by bringing sales
tax and hotel occupancy tax (HOT)
dollars into the city which increases
the total revenue of local businesses
and improves the overall economic
climate of Georgetown.
Notable Budget Item(s)
Conference Recruitment
$50,000
Economic Impact Study for
the Arts
$25,000
136
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
A low is an indicator of the effectiveness of
our efforts to market Georgetown as a signature
destination,and ensure we are netting ample hotel
occupancy tax revnues.With the opening of the Sheraton
in July 2016,Georgetown hotel inventory increased
significantly while maintaining a low vacancy rate.
Increasing hotel room inventories and decreasing vacancy
factors demonstrates a healthy tourism market.
AWARDS/ACCREDITATIONS
Explore Georgetown,Texas mobile
app.
The Most Beautiful Town Square in Texas.
FY2015
Actual
FY2016
Budget
Fy2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0208CVB
Personnel 250,363 336,778 336,778 359,570 359,570
O&M 636,400 599,347 607,441 501,532 210,500 712,032
Capital 12,500 100,000 25,000
Total Departmental Budget 899,263 1,036,125 969,219 861,102 210,500 1,071,602
137
FY2017 Annual Budget
FIRE PARAMEDICS SPECIAL REVENUE FUND
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Begin hybrid EMTParamdic course at Central Texas College
Train new Fire Recruits through EMS academy
Continue to host regional EMS training &certify American Heart
Association (AHA)CPR/First Aid instructors
Implement clinical affiliation with Central Texas College for military re
entry class and with TEEX EMT Paramedic course
Certify additional Department of State Halth Services (DSHS)licensed
EMS instructors
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
PARAMEDIC FUND EMS 18.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Received Department of State Health Services (DSHS)licensed EMS
instructor certifications –4 memebers
Hired 8 EMS Academy and ALS credentialed Firefighters/Paramedics
Implemented Georgetown Fire Department EMS QA review committee
Provided dedicated EMS stand by services for GISD/UIL sanctioned events
Obtained approval to function as a Candidate Physical Ability Test (CPAT)
site
Hosted regional EMS training
Received certification as Department of State Health Services (DSHS)
Continuing Education program
DEPARTMENT DESCRIPTION
The EMS Department is focused on
providing pre hospital services that
include treatment,transport,and
mobile integrated health services.
The goal of this program is to
improve patient outcomes after
acute medical emergencies and
reduce preventable diseases
through education and outreach.
The EMS program began service on
Oct 1,2015.
Notable Budget Item(s)
EMS Compliance Officer
3 Paramedics/Firefighters
138
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
Every month the deparment monitors ,
,and the of the
population served.Key measurements for demographics
include age,type of insurance,and level of service.
In emergency medical transports there are two predominant
types of service;an advanved life support (ALS)and basic life
support (BLS).The Department measures types of service as a
tool to forecast revenue projections,ensure effective service
levels,and as a guideline for recognizing workload and future
growth.
As a new program to the City,a holistic approach is used to
measure the performance outcomes and financial metrics of
the Paramedic Program.It is the goal of this program to provide
exceptional care and service while maintaining a cost effective
business model.
:In the spring of 2016 the City of
Georgetown partnered with the Center for Research,Public
Policy and Training (CRPPT)at Texas State University to
conduct a citizen survey focusing on resident’s satisfaction of
public services.When asked to rate the overall value of EMS
services,the majority of respondents,97.2%,indicated EMS
services to be good or excellent.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0448Paramedic
Personnel 389,929 1,138,136 1,242,148 1,268,264 317,590 1,585,854
O&M 739,924 810,044 676,032 468,401 24,178 492,579
Capital 24,970
Total Departmental Budget 1,154,823 1,948,180 1,918,180 1,736,665 341,768 2,078,433
139
FY2017 Annual Budget
TAX INCREMENT REINVESTMENT ZONES (TIRZ)
DOWNTOWN TAX INCREMENT REINVESTMENT ZONE
The Downtown Georgetown Tax Increment Reinvestment Zone (TIRZ)was created by Ordinance No.200477 The
TIRZ covers approximately 66 acres,located entirely in Williamson County and within the corporate limits of the
City,and is generally located around the courthouse square,south of the South San Gabriel River and north of
University Blvd.
The Zone facilitates a program of public improvements to allow and encourage the development and
redevelopment of downtown Georgetown into a mixed use,pedestrian oriented environment,consistent with the
goals of the City’s Downtown Master Plan.
Public improvements eligible for the Zone include,but are not limited to,the construction of:sidewalks,cross
walks and pedestrian crossing systems,storm sewers and drainage ponds,sanitary sewers,landscaping,
streetscape,fountains,works of art,street furniture,plazas,squares,pedestrian malls,trails and other public
spaces,parking lots and roadways,utility line relocation and installation,water system improvements,parks,and
outdoor performance spaces,bicycle routes and facilities,public transportation projects,signage,and other related
necessary or convenient public improvements.
BOARD MEMBERS
Rachael Jonrowe Councilmember District 6
Rusty Winkstern Downtown Business Owner
Len Lester Downtown Business Owner
David Kellerman Chair of Main Street Advisory Board
Shelly Hargrove Main Street Manager
WILLIAMSON COUNTY
COURTHOUSE
MONUMENT
CAFE
140
FY2017 Annual Budget
RIVERY PARK TAX INCREMENT REINVESTMENT ZONE
The Rivery Park Tax Increment Reinvestment Zone (TIRZ)was created by Ordinance #200191,and the duration is
through December 31,2041.
The purpose of the TIRZ is to provide a financing vehicle necessary to facilitate a program of public improvements
to allow and encourage the development of a 222room hotel having a AAA 3 Diamond Rating or a 2 Star Forbes
Rating,a 16,000 square foot conference center,and a 336space public parking garage.Another purpose of the
TIRZ is to make necessary improvements to increase accessibility to Rivery Park and construct amenities to enhance
the park experience for visitors.Other development within the TIRZ is anticipated to include single and multifamily
residential development along with commercial/retail space,as allowed by the PUD Ordinance.The tax increment
generated within the TIRZ would be used to finance costs associated with the construction,maintenance,and
repair of the Public Parking Garage,improvements in Rivery Park,public utilities within the TIRZ,public roadways
(and related improvements)within and outside of the TIRZ boundaries,and other costs that meet the definition of
“project costs”.
BOARD MEMBERS
Keith Brainard Councilmember District 2,Chair
Dale Ross Mayor
David Morgan City Manager
Leigh Wallace Finance Director
Jeff Novak Business Owner/Brae Development Partners
Ronald Swain Southwestern University
Valerie Covey County Commissioner Precinct 3
Marsha Farney Representative for Texas House District 20
Charles Schwertner Senator for Texas Senate District 5
SHERATON
CONFERENCE CENTER
SITE
RIVERY APARTMENTS
141
FY2017 Annual Budget
SOUTH GEORGETOWN TAX INCREMENT REINVESTMENT ZONE
The South Georgetown Tax Increment Reinvestment Zone (TIRZ)was created by Ordinance #201431 and the
duration is through December 31,2044.
The Zone was created to fund public infrastructure necessary to encourage highquality commercial/retail
development at the intersection of IH35 and Westinghouse Road,which is seen as the next major node as growth
continues to move north from Round Rock.The proposed TIRZ is approximately 595 undeveloped acres along
Westinghouse Road between IH35 and FM1460,and includes not only the commercial areas directly behind the
Bass Pro Shop,but also proposed residential development adjacent to Teravista.
The intersection at Westinghouse and IH35 is proposed to be a major City job center with offices,mixed use retail,
and other related services (including residential)in a campusstyle development.
In order to accelerate the development of this area,the City moved forward with proactively building the necessary
infrastructure improvements thus,encouraging capital investment.The revenues generated within this TIRZ will
then reimburse the City's utility for cost of upfront improvements.
The TIRZ is expected to be in place until December 31,2044,or when all project costs (not to exceed $50M)have
been reimbursed (including any bonds issued to fund these projects).There are currently 37 different parcels with
an assessed value (per 2014)of approximately $18.5M which will become the “floor”value for the TIRZ.At full build
out,the assessed valuation is estimated to exceed $573M.Estimated project costs are $48.7M and include sewer,
water,electric,and road improvements.A feasibility analysis is included with the ordinance.City staff will be
working with developers and other entities to further leverage the TIRZ revenues in order to ensure and expedite
construction of the improvements.
BOARD MEMBERS
Dale Ross Mayor,Chair
David Morgan City Manager
Glenn Dishong City Utility Director
Sofia Nelson City Planning Director
Buddy Yaeger GUS Advisory Board Chair
Anna Eby Councilmember District 1
Bill Connor GTEC President
ANATOLE APARTMENTS
142
FY2017 Annual Budget
WILLIAMS DRIVE GATEWAY TAX INCREMENT REINVESTMENT ZONE
Williams Drive Gateway Tax Increment Reinvestment Zone (TIRZ)was created by Ordinance No.2006104 and the
duration is through December 31,2031.The TIRZ was created to facilitate a program of public improvements to
allow and encourage the development and redevelopment of the Williams Drive Gateway area into a mixeduse,
pedestrian oriented environment consistent with the goals of the City’s Williams Drive Gateway Redevelopment
Plan.Public improvements scheduled for the Zone include,but are not limited to,the construction of:sidewalks,
cross walks and pedestrian crossing systems,storm sewers and drainage ponds,sanitary sewers,landscaping,
streetscape,fountains,works of art,and street furniture,plazas,squares,pedestrian malls,trails and other public
spaces,parking lots and roadways,utility line relocation and installation,water system improvements parks,and
outdoor performance spaces,bicycle routes and facilities,public transportation projects,signage,and other related
necessary or convenient public improvements.
BOARD MEMBERS
Dale Ross Mayor,Chair
David Morgan City Manager
Steve West Chief Financial Officer,GISD
Rachael Jonrowe Councilmember District 6
George Betondo Property/Restaurant Owner
GISD ADMINISTRATION
ANNEX BUILDING
143
FY2017 Annual Budget
GEORGETOWN ECONOMIC DEVELOPMENT CORPORATION (GEDCO)
MEETING DATE
3RD MONDAY OF EACH MONTH AT 3:30PM
CITY COUNCIL CHAMBERS,101 EAST 7TH STREET,GEORGETOWN,TEXAS
BOARD ROSTER
Hugh Brown,President .........................................term ends 2/2018
Jeffrey Parker,Vice President ...............................term ends 2/2017
Kevin Kelly,Secretary ............................................term ends 2/2018
Councilmember Steve Fought ..............................term ends 6/2017
Councilmember Rachael Jonrowe ........................term ends 6/2017
Steve Klein .............................................................term ends 2/2018
Bill Mateja .............................................................term ends 2/2017
BOARD LIAISON
Tina Dunbar
Administrative Assistant to the Economic Development Director
Tina.Dunbar@Georgetown.org
(512)9303546
WEBSITE(S)
https://government.georgetown.org/georgetown economic
development corporation gedco/
https://invest.georgetown.org/
DEPARTMENT DESCRIPTION
The Georgetown Economic
Development Corporation considers
requests and grants economic
development funds as authorized
and defined by the Internal Revenue
Code of 1986,Section 4A,leading to
the creation or retention of primary
jobs and/or provision of significant
capital investment which benefits
the community of Georgetown.
Three members are
Councilmembers,and four
members are citizens at large.
144
FY2017 Annual Budget
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 4,604,917 5,370,479 5,378,901 5,015,684 5,015,684
Revenues
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Bond Proceeds 3,100,000 3,118,747
Interest and Other 67,664 7,500 69,177 70,721 70,721
Sales Tax 1,311,553 1,345,313 1,406,750 1,468,750 1,468,750
Transfers
Lease Revenue 46,028 48,000 48,000 48,000 48,000
Grand Total 1,425,245 4,500,813 4,642,674 1,587,471 1,587,471
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Debt Service 87,500 18,224 211,463 211,463
Operating 285,671 304,000 174,324 298,343 298,343
Transfer 99,783 106,694 106,694 115,839 115,839
Eco Devo Proj 269,000 9,036,770 4,706,649 5,586,322 24,000 5,610,322
Grand Total 654,454 9,534,964 5,005,891 6,211,967 24,000 6,235,967
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 5,375,708 336,328 5,015,684 391,188 (24,000)367,188
Reserved Rivery Project 1,500,000
CAFR Adjustment 3,193
Contingency 343,219 336,328 351,688 367,188 367,188
Available Fund Balance 3,529,296 4,663,996 24,000 (24,000)
145
FY2017 Annual Budget
GEORGETOWN TRANSPORTATION ENHANCEMENT CORP. (GTEC)
MEETING DATE
3RD WEDNESDAY OF EACH MONTH AT 3:30PM
GEORGETOWN MUNICIPAL COMPLEX,300 1 INDUSTRIAL AVENUE,GEORGETOWN,TEXAS
BOARD ROSTER
Tom Crawford,President ......................................term ends 2/2017
Jay Warren,Vice President ...................................term ends 2/2018
Joe Pondrom,Secretary ........................................term ends 2/2017
Councilmember Ty Gipson....................................term ends 6/2017
Councilmember John Hesser ................................term ends 6/2017
Colin McGahey ......................................................term ends 2/2018
Leo Wood ..............................................................term ends 2/2016
BOARD LIAISON
Jana Kern
Administrative Assistant,Georgetown Utility Systems
Jana.Kern@Georgetown.org
(512)9318473
WEBSITE
https://government.georgetown.org/georgetown transportation
enhancement corporation/
DEPARTMENT DESCRIPTION
The purpose of this Sales Tax
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.
146
FY2017 Annual Budget
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 13,347,960 8,592,116 8,528,267 5,262,150 5,262,150
Revenues
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Bond Proceeds 7,755,000 17,500,000 11,659,167 1,850,000 1,850,000
Grant Revenue 658,985 450,000 450,000
Interest 52,295 15,000 36,000 50,000 50,000
Interlocal Agreement 93,960 2,905,356 2,905,356
Misc Revenue 189,672
Sales Tax 5,246,213 5,381,250 5,625,000 5,875,000 5,875,000
Transfer In,SRF 489,915 500,000 500,000 553,201 553,201
Grand Total 14,486,039 23,846,250 18,270,167 11,233,557 11,233,557
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Admin &Other 343,901 376,132 124,901 330,895 330,895
Debt Service 10,305,265 2,572,312 2,638,581 3,414,754 3,414,754
New Transportation Streets 8,656,826 26,333,831 18,772,802 10,818,750 10,818,750
Grand Total 19,305,992 29,282,275 21,536,284 14,564,399 14,564,399
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 8,528,006 3,156,091 5,262,150 1,931,308 1,931,308
CAFR Adjustment 260
Contingency 1,501,000 1,474,063 1,474,063 1,468,750 1,468,750
Available Fund Balance 7,027,267 1,682,028 3,788,087 462,558 462,558
147
FY2017 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
148
FY2017 Annual Budget
INTERNAL SERVICE
FUNDS
2016 Georgetown Family Fun Run/Walk
149
FY2017 Annual Budget
INTERNAL SERVICE FUNDS
Internal Service Funds Overview .............151
Facilities Maintenance .............................152
Fleet Services ...........................................154
Information Technology ..........................156
Self Insurance Fund .................................158
NEW POSITIONS FY2017
Information Technology Fund
Analyst .......................................................2
AV Tech ..................................................0.5
TOTAL NEW POSITIONS FY2017 ......................2.5
150
FY2017 Annual Budget
INTERNAL SERVICE FUNDS OVERVIEW
OVERVIEW
The City of Georgetown utilizes four Internal Service Funds (ISFs).Three of the funds manage the capital
replacement and asset management of vehicles,facilities,and technology items.The fourth ISF manages the City’s
health and wellness benefits program.
The fleet,facilities,and technology funds receive money from the other operating funds,like the General Fund,to
purchase necessary equipment like fire trucks or computers.The operating funds pay not only for the capital
purchase of the item,but also a portion of its future replacement.This prepaid amount is called the “lease back
rate”,and is employed to help keep capital replacement costs steady and avoid large swings when expensive
equipment is due to be replaced.
The health and wellness fund receives money from both the City as well as the employees to pay for medical and
prescription costs.
For example,the General Fund transfers money to the ISF’s for goods and services provided by those departments:
Internal Service Funds
Beginning
Fund Balance
FY2017
Revenues
FY2017
Expenditures
Ending Fund
Balance
500Facilities 364,386 3,342,172 3,544,722 161,836
520Fleet 1,337,221 5,751,941 5,052,488 2,036,674
570IT 394,592 5,176,824 5,423,802 147,614
590Self Insurance 2,604,407 6,038,500 6,311,400 2,331,507
Grand Total 4,700,606 20,309,437 20,332,412 4,677,631
GENERAL FUND
FACILITIES
IT
FLEET
151
FY2017 Annual Budget
FACILITIES MAINTENANCE
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Sustain quality maintenance of City public facilities to foster a safe and
positive atmosphere for employees and citizens
Complete ADA transition work for the Parks Administration Building,
Library and Recreation Center
Replacement of indoor pool HVAC equipment at the Recreation Center
Provide preventative maintenance services on all HVAC equipment
elevators,emergency generators,landscaping,copiers,and fire
protection systems to ensure optimum operational efficiency and extend
the life of capital investments
Modify and update the internal service fund to ensure a fully financed
fund for facility repairs and services
Assist in the annual update of the Facility Master Plan and in the
construction of Downtown West
Continue proactive maintenance programs to improve efficiency and
enhance customer service
Art Center roof replacement
Conclude maintenance projects in City Facilities including flooring and
painting
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
FACILITIES MAINTENANCE
FUND FACILITIES MAINTENANCE 7 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Assisted with the completion of the West Side Service Center
Finalized design work for the Parks Administration Building as part of the
ADA transition plan
Contributed to the design of Downtown West by providing facility
maintenance information
Completed year 1 and 2 of interior facility ADA improvements
Concluded maintenance improvements to the Historic Light &Water
Works building
Installed new flooring in the circulation and public computer areas of the
Library
Finished City wide roof and HAVC assessments and inventory
Installed a cover over the outdoor pool mechanical equipment at the
Recreation Center as part of the MS4 requirements
Finished improvements at the Shot Gun House
DEPARTMENT DESCRIPTION
The Facilities maintenance
Department provides building
maintenance,Heating Ventilating
and Air conditioning (HVAC)
maintenance,minor renovations,
janitorial services,landscape
services,equipment replacement
and emergency repairs for 33
municipal buildings (507,924 sq.ft.).
The Department is responsible for
the Facilities Internal Service Fund.
The fund provides a repair and
replacement schedule for various
building maintenance items and
equipment,and charges a lease fee
to each building occupant to fund
the repairs.The department
conducts monthly inspections of
each facility to identify existing or
potential problems and corrects
those situations.
152
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
One of the major goals of the Facilities Maintenance
Department is to maintain an active assessment of City
assets and their functionality,technical maintenance
services,and overall building images and aesthetics.
Department management measures functionality to
ensure the provision of quality maintenance of City public
facilities to foster a safe and positive atmosphere for
employees and citizens.Additionally,monitoring the
comprehensive replacement schedule provides the
Department with an accurate evaluation of the condition
of City buildings and their major components.Overall
Aesthetics and building image are also monitored to ensure
that both internal and external finishes of buildings are
properly maintained to ensure quality provision of service while protecting the City’s investments.Recent additions
of the Public Safety Operations and Training Center,located at 3500 DB Wood Road in 2015 and the West Side Service
Center at 5511 Williams Drive in 2016 have added over 100,000 square feet of facilities to be maintained by the
department.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0319Facilities Maintenance
Personnel 436,627 528,506 526,777 555,935 555,935
O&M 463,246 320,620 320,620 288,633 288,633
Capital
Total Departmental Budget 899,873 849,126 847,397 844,568 844,568
153
FY2017 Annual Budget
FLEET SERVICES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Ensure a safe and efficient fleet for City operations
Preserve mechanical,electrical,and hydraulic integrity of the City’s
fleet,thus extending the useful life of City assets
Decrease vehicle down time by increasing efficiency &cost
effectiveness
Provide outstanding customer service for all customers
Increase professionalism for mechanics by obtaining additional ASE
and EVT Certifications
Continue to research alternative fuels for use in City fleet,such as
exploring propane conversions for vehicles already in fleet
Improve customer service skills
Maintain the integrity of the City’s fleet through effective
management of the Fleet Internal Service Fund
Purchase the following vehicles:10 Police patrol cars,2 undercover
and 2 Park Ranger carts;1 Fire ladder apparatus (Quint);2 small
SUV’s;6 pickups;1 service truck;1 backhoe;1 hydroexcavator;1
sewer vacuum truck;2 mowers;2 tractors and 1 small van
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
FLEET SERVICES FUNDS FLEET SERVICES 9 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Recognized by the National Institute for Automotive Service Excellence
Blue Seal of Excellence Program for the 8th year in a row
Implemented new Infor EAM fleet maintenance software
Hired additional technician to maintain customer service level
Replacement of:
Three patrol and two undercover Police vehicles,two Fire
apparatus
Electric Department bucket truck
Parks Department backhoe,four door mowing crew truck,
and one pickup,Recreation Department 15 passenger van
Two Water Department dump trucks and two pickups,two
utility service trucks
One Ford Escape for Public Works Department
Street Department rubber tire loader
Purchases of:
New Stormwater street sweeper
One additional utility service truck
Mini van for CVB
Two additional Ford Escapes
Purchased additional pickup for System Engineering
DEPARTMENT DESCRIPTION
The Fleet Services Department
performs preventative maintenance
and mechanical repairs on all City
equipment and vehicles.The goal of
the Department is to ensure safe,
efficient operations while minimizing
future replacement needs.The
department manages the Fleet
Services Fund,writes specifications
for new vehicle and equipment
purchases,and performs new
product research.
154
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
measures the ratio of number of fleet assets
to mechanincs on staff.Government Fleet Magazine
recommends 57.5 vehicles per mechanic.This
measurement is important as it can be directly linked to the
workload experience by current staff.The recommeneded
average is used as a tool for City staff to make sound
decions when considering additional mechanics for Fleet
Services.
The per year is a measurement of
Fleet Services and is one way to show our progress to
previous years.This measure is important because it shows
the productivity of technicians.It also shows that
preventive maintenance and repairs are taking place.
Preventive maintenance is scheduled,routine maintenance to keep vehicles and equipment running as well as
prevent downtime,and expensive repair costs.This includes oil/fluid changes,greasing the chassis,and making
adjustments for wear.Fleet Services has seen a growth in the number of work orders.
is a measure of the amount of maintenance dollars spent with outside vendors as
compared to total maintenance dollars spent at Fleet Services.For example,sending fire trucks to a shop that
specializes in fire apparatus repair or sending vehicles to a fast lube shop to for oil changes.Many times these outside
shops have specialized equipment and technical knowledge that can get the job done faster and have the vehicle
back on the road sooner while allowing Fleet Services to focus on other priority repairs.Outsourcing repairs is not a
replacement for technicians on staff,it is used to compliment the services performed by Fleet Services in an effort
to reduce downtime.
shows the quality of the technicians employed by Fleet Services.ASE and EVT are
independent third party certifications that allow us to impartially verify our technicians’knowledge.Fleet Services
staff currently holds 93 ASE and EVT certifications.
AWARDS/ACCREDITATIONS
for eight consecutive years.In order to receive this award,a
minimum of 75%of our shop’s technicians must be ASE certified.The Department currently
has five ASE Master Technicians and two Master Fire Apparatus Technicians.
FY2015
Actual
FY2016
Budget
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0320Vehicle Services
Personnel 573,792 678,344 680,393 680,393
O&M 636,573 740,401 729,623 26,650 756,273
Total Departmental Budget 1,210,365 1,418,745 1,410,016 26,650 1,436,666
Recommended Average:57.5
155
FY2017 Annual Budget
INFORMATION TECHNOLOGY
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Complete draft of the IT Strategic Plan
Ongoing support of CIS project
Selection of new Financial Information System and HR Information
Systems
Partial replacement of the City’s Storage Area Network
Replacement of obsolete desktop computers
Implementation of numerous critical software applications including
replacement of Parks management system and Legal contract
management system
Test pilot of cloud based disaster recovery
IT infrastructure implementations in new facilities:Garey Park,New City
Hall,Fire Station 6
Complete implementation of two factor authentication to improve
perimeter security
Plan for addressing increasing printing costs
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
INFORMATION TECHNOLOGY
FUND INFORMATION TECHNOLOGY 21.5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Completion of CIS selection and Analysis phase
Replacement of aging server and network infrastructure in datacenter
Utilization of next generation firewall technology and major phone
system upgrade
Strategic plan for IT governance
Reorganization of IT Steering Committee application review process
Implementation of best practice methodology for IT cost allocation based
on usage
Completion of IT infrastructure for Westside service center,the Five Year
IT Asset Plan,and numerous other software implementations
Creation of IT support team dedicated to Public Safety support
DEPARTMENT DESCRIPTION
The Information Technology (IT)
Department provides information
and technology management
services for the City.The
Department provides application
support,network infrastructure
management,and the telephone
system.Additionally,the
Department manages the
Information Technology Internal
Services (ISF)Fund.
Notable Budget Item(s)
Reorganization of the IT
staff
Disaster Recovery Pilot
Project
2 Analyst Positions
156
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
is an important measure
because it reflects the growing use of technology by the
City's various business units.Software applications in
particular are becoming an increasingly important tool
for dealing with work demands generated by growth,
online services,and the need for rapid access to
information.Software purchases,however,generate
costs for the IT department in the form of hardware
expansion,increased maintenance,and system
administration.The cost per user for IT went up to
$7,255,largely due to the implementation of new
software packages and more accurate user counts from
asset management software.The Number of users
increased from 650 to 770,an 18.5%increase from the
previous year.The national average cost of service for
local government is $8,304.
is key to measuring the IT
Department's work to leverage new technologies that
reduce the costs of increased software implementation.
Virtualization delivers very high return on investment by
minimizing the need to purchase hardware to provision
new servers or to expand existing servers.In the future,
this measure should include the use of "cloud"based
infrastructure.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0536IT
Personnel 1,514,044 1,547,076 1,575,824 1,696,967 270,436 1,967,403
O&M 1,763,349 2,136,061 2,091,724 2,549,674 55,640 2,605,314
Capital 817,138 1,578,240 1,578,240 851,085 851,085
Total Departmental Budget 4,094,531 5,261,377 5,245,788 5,097,726 326,076 5,423,802
157
FY2017 Annual Budget
SELF-INSURANCE FUND
The Self Insurance Fund accounts for the revenues and expenses related to employee health benefits.The City
provides health and dental benefits for full time employees.The City transitioned to a selffunded medical plan out
of the traditional fully insured model in FY2014 to help lower costs and maintain stability in premiums.As part of the
overall move to the self insurance model,increasing access to wellness events was a key strategy for the City.
Throughout the year,the City offers wellness events like ,flu shots,running groups,and biometric
screenings free of charge to employees.
SELF INSURANCE INCOME STATEMENT
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 221,021 756,904 2,129,907 2,604,407 2,604,407
Revenues
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
HDHP Contributions 3,062,148 2,746,000 2,658,500 2,658,500 2,658,500
Interest 4,560 4,000 4,000 4,000
Other 160,000
PPO Contributions 2,867,978 2,608,500 3,376,000 3,376,000 3,376,000
Transfers
Grand Total 6,094,686 5,354,500 6,038,500 6,038,500 6,038,500
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Medical Claims 2,980,758 3,700,000 4,237,000 4,981,400 4,981,400
Administrative Fees 280,096 305,760 270,000 270,000 270,000
Compass Admin Fees 25,762 35,000 35,000 35,000 35,000
Legal Service Fees 36,600
Special Services 108,558 175,000 200,000 175,000 175,000
Stop Loss Fees 754,026 840,000 572,000 590,000 590,000
H.S.A.Contributions 500,000 250,000 260,000 260,000
Grand Total 4,185,800 5,555,760 5,564,000 6,311,400 6,311,400
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 2,129,907 555,644 2,604,407 2,331,507 2,331,507
Rate Stabilization Reserve 1,112,800 1,262,280 1,262,280
Incurred But Not Reported Reserve 556,400 631,140 631,140
Available Fund Balance 2,129,907 555,644 935,207 438,087 438,087
158
FY2017 Annual Budget
JOINT SERVICES
FUND
Table on Main 2016
159
FY2017 Annual Budget
JOINT SERVICES FUND
Joint Services Fund Summary ...................161
Accounting ................................................162
Conservation .............................................164
Customer Care ..........................................166
Economic Development............................168
Engineering ...............................................170
Engineering Support .................................172
Finance Administration .............................174
GUS Administration ..................................176
Human Resources .....................................178
Legal ..........................................................180
Main Street ...............................................182
Purchasing .................................................184
NEW POSITIONS FY2017
Inspection Supervisor ...................................1
TOTAL NEW POSITIONS FY2017 .........................1
160
FY2017 Annual Budget
JOINT SERVICES FUND SUMMARY
The Joint Services Fund is composed of departments providing administrative support to the City.GUS
Administration,Systems Engineering and Customer Care provide support to the City’s utility funds.Administrative
Departments including Accounting,Finance Administration,Human Resources,and Purchasing provide support to all
City Funds and Departments.
JOINT SERVICES INCOME STATEMENT
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 188,143 804,116 801,019 749,366 749,366
Revenues
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Service Fees Water 2,005,111 3,552,247 3,459,324 4,517,867 4,517,867
Service Fees Electric 4,076,263 3,495,127 3,406,077 3,782,058 3,782,058
Services Fees General 2,937,132 2,727,419 2,690,420 2,988,741 2,988,741
Service Fees Wastewater 1,324,757 1,917,237 1,787,248 1,957,252 1,957,252
Service Fees Stormwater 819,944 829,574 773,329 838,822 838,822
Transfers 250,000 250,000 208,750 208,750
GEDCO Contract Fee 187,091 305,216 136,611 197,722 197,722
GTEC Contract Fee 144,614 132,698 123,701 149,083 149,083
Transfers in,Gfund 57,000 126,507 126,507
Service Fees Airport 51,173 119,061 110,989 117,729 117,729
Conservation 31,987 66,939 62,401 89,647 89,647
Other 30,907 10,500 25,935 42,279 42,279
Interest 7,500 4,000 9,000 9,000
Transfers in,Utilities 187,000 730,763 730,763
Transfers in,Comp Study 205,024 65,194 65,194
Economic Development 476,348 476,039
Grand Total 12,534,351 14,685,514 13,625,992 15,025,458 15,025,458
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Accounting 729,406 843,643 823,236 820,513 820,513
City Wide HR 411,925 610,952 477,221 34,456 112,100 146,556
Conservation 546,392 1,185,411 716,042 1,047,322 1,047,322
Customer Care 1,495,447 2,400,117 2,242,521 3,544,585 3,544,585
Economic Development 435,504 453,252 329,778 427,990 427,990
Engineering 1,460,422 1,577,143 1,607,663 1,937,312 111,976 2,049,288
Engineering Support 907,512 1,224,871 1,119,683 1,227,024 12,000 1,239,024
Finance Administration 883,510 813,492 717,044 783,860 85,000 868,860
GUS Administration 1,245,194 1,365,667 1,262,186 1,392,815 1,392,815
Human Resources 809,324 801,643 809,878 786,051 786,051
Insurance and Legal 491,032 705,000 705,000 705,000 705,000
Joint Services Contracts 995,614 935,232 935,232 935,232 935,232
Legal 691,626 1,137,345 1,053,196 891,865 891,865
Main Street 137,598 161,466 154,437 157,537 157,537
Purchasing 663,165 718,203 698,078 737,185 737,185
Transfers 26,806 26,450 26,450 25,000 25,000
Grand Total 11,930,476 14,959,887 13,677,645 15,428,748 346,076 15,774,824
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 792,018 529,743 749,366 346,076 (346,076)(0)
CAFR Adjustment 9,001
Contingency
Available Fund Balance 801,019 529,743 749,366 346,076 (346,076)(0)
161
FY2017 Annual Budget
ACCOUNTING
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Improve the month end close process making financial information
available in a timely and consistent manner for decision makers
Update policies and procedures and conduct trainings to convey new
updates
Continue to improve customer oriented approach toward internal
Departments of the City
Monitor budget revenues and expenses to ensure fiscal accountability
and responsible use of City resources
Deliver financial reporting that conforms with Generally Accepted
Accounting Principles (GAAP)and receives the Government Finance
Officers Association (GFOA)Certificate of Achievement
Complete late spring 2017 debt issuance for multiple projects including
park improvements,public safety vehicles and equipment,and utility
infrastructure.Debt to be issued is approximately $38 million
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND ACCOUNTING 10 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Established Budget and Accounting Contacts for all Departments to
promote a more collaborative and customer oriented approach to
budget and accounting
Received the Certificate of Achievement for Excellence Award for the
Comprehensive Annual Financial Report (CAFR)for the year ending
September 30,2015
Successfully completed three new bond issues,including the 2016
Certificates of Obligation,the 2016 General Obligation Bonds,and the
2016 Revenue Bonds,with proceeds totaling approximately $41 million
Successfully completed two refunding bond issues,including the 2016
General Obligation Refunding Bonds,which will provide an estimated Net
Present Value savings of $897,000,and the 2016 Utility System Revenue
Refunding Bonds,which will provide an estimated Net Present Value of
savings of $1,062,000
DEPARTMENT DESCRIPTION
The Accounting Department is
responsible for keeping accurate
financial records for the City and
providing financial and related
information to City management and
policy makers.The Department
oversees and processes accounts
payable,electronic payments,and
the City’s payroll.Additionally,the
Department tracks investments and
cash for all City funds,maintains the
general ledger,and monitors
internal controls.The Department
actively participates in the budget
process,investment reporting,and
tracking the City’s capital
improvements and grant projects.
162
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Accounting Department is responsible for timely and
accurate .Over the
past few years staffing levels have remained constant
although the number of checks processed has increased.
Vendor checks have increased by 5%from FY2015 to
FY2016 and is projected to increase by 20%in FY2017.As
our workforce expands to meet the service level
requirements our citizens demand,so too does the number
of payroll checks processed by the Department.
AWARDS/ACCREDITATIONS
CAFR award The
is presented by the Government
Finance Officers Association for the Comprehensive Annual
Financial Report (CAFR).The City of Georgetown has
received this award for 28 consecutive years.
The goal of the program is not to assess the financial health
of participating governments,but rather to ensure that
users of their financial statements have the information
they need to do so themselves. Reports submitted to the
CAFR program are reviewed by selected members of the
GFOA professional staff and the GFOA Special Review
Committee (SRC),which comprises individuals with
expertise in public sector financial reporting and includes
financial statement preparers,independent auditors,
academics,and other finance professionals.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0315 Accounting
Personnel 644,155 747,158 731,857 755,143 755,143
O&M 85,251 96,485 91,379 65,370 65,370
Capital
Total Departmental Budget 729,406 843,643 823,236 820,513 820,513
163
FY2017 Annual Budget
CONSERVATION
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Establish and communicate conservation objectives
Act as a resource in managing conservation objectives within the
customer community
Review and update Conservation Strategic Plan as needed
Develop and implement marketing strategies and campaigns to target
customer segments to more effectively administer conservation
programs
Implement incentives to promote conservation objectives
Define processes and guidelines for utlizing various customer
communication channels
Modify Conservation Department website to provide a more streamlined
user experience
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND CONSERVATION 5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Collaborated on a multi departmental team to develop a water loss
process and define reporting criteria for regulatory reporting to ensure
consistency
Provided education and awareness of conservation objectives and goals
at various venues including Earth Day Texas and Sun City Town Hall
Developed and implemented phase I of a Water Conservation Irrigation
Campaign promoting water awareness
Implemented an energy assessment audit program to assist customers
with high bill resolution
Hosted bi annual Rain Barrel sale to promote water conservation
techniques
Redesigned Georgetown Utility Systems website to provide a centralized
site for customer information
Report completed on yearlong Drought Survivability Study to identify the
water requirements and drought tolerance of 100 species of native and
adaptive plants commonly used in Central Texas landscaping
Moved Conservation Department into Customer Care Operations and
expanded their role to include utility marketing services
DEPARTMENT DESCRIPTION
The Conservation Services
Department provides stewardship
and management of our natural
resources through the application of
environmentally sound practices.
The Department seeks the
development of a strong foundation
of leadership and education by
providing opportunities,funding
incentives,and assistance to citizens
in the management of their own
resources.This approach supports
both Georgetown Utility Systems
and its customers in achieving their
energy efficiency and water
conservation goals.Conservation
Services also provides management
oversight of Environmental Services.
164
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
is a conservation
effort to reduce the amount of festival generated
materials sent to the landfill through various upstream
waste reductions and proactive materials management
and services.Conservations goal is to educate festival
attendees and vendors about the benefits of utilizing
consumer materials that generate less waste.Our goal is
to be better stewards of our environment’s finite
resources by encouraging responsible purchasing of
consumer products by citizens,visitors,and vendors,thus
providing a zero waste event by the year 2021.
AWARDS/ACCREDITATIONS
In the spring of 2016 Georgetown Utility Systems was
awarded funding to sponsor a student internship through
the APPA DEED program.As part of the project the
student served as a core team member along with
representatives from Resource Management,Conservation,Permitting,Electrical Engineering,and Customer
Care.The internship resulted in a methodology to identify potential customers to target for solar initiatives in the
future.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0534Conservation
Personnel 329,632 504,539 307,470 444,215 444,215
O&M 159,638 589,422 408,572 603,107 603,107
Capital 57,122 91,450
Total Departmental Budget 546,392 1,185,411 716,042 1,047,322 1,047,322
165
FY2017 Annual Budget
CUSTOMER CARE
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Implement a new Customer Information Software (CIS)System enhancing
the customer experience by providing expanded services and options
Reengineer business processes,including the Interactive Voice Response
(IVR)System,to align with the new CIS System
Continue to build upon behavior based standards fostering an experience
that emphsizes customer relationships
Ensure effective delivery of timely and accurate billing and payment
information to customers
Respond to customer inquiries and issues in a timely manner
Continue providing proactive communication to customers to increase
awareness of utility operations and service impacts
Increase utilization of electronic billing through increased awareness of
the Georgetown Utility Systems E Bill Program
Expand hours of operations for the Utlity Customer Care Call Center to
meet customer needs
Review existing water service rates
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND CUSTOMER CARE 23 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Acquired a new Customer Information System (CIS)and consulting
services to ensure quality of installation
Centralized development related telephone calls into the Customer Care
Call Center and relocated Customer Care Development Account Staff to
permitting area
Reengineered Interactive Voice Response (IVR)System to enhance
development permitting inquiries and metrics by establishing a queue
Reorganized management structure to align functional areas with
customer needs and project delivery
Incorporated and redesigned customer communications into
Provided targeted communications advising customers of service
changes and impacts in their areas
Worked with Jonah Special Utility District to combine billing services for
water and wastewater to improve customer service
Redesigned and included locally relevant customer information within
the Texas Commission on Environmental Quality (TCEQ)Consumer
Confidence Report providing customers an easy to use tool to gauge the
water quality of the local system
DEPARTMENT DESCRIPTION
The Customer Care Department
consists of both office and field
personnel.This Department offers
customer assistance with utility
operations and billing inquiries.The
Department communicates and
educates the public on Georgetown
Utility Systems processes relating to
utility and conservation programs.
Additionally,the Department guides
new development service initiations
through City processes,manages the
automated meter reading process,
and bills &collects for all City utility
and airport services.
166
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The number of and number of
are important departmental measures
because they show the growth of the Department.These
measures are also impacted by the addition of the Western
District in FY2015.
The City of Georgetown and Georgetown Utility Systems
proudly sponsor the Good Neighbor Fund,a program to
assist eligible customers who are having difficulty paying
their utility bill.Voluntary contributions from our
customers fund this valuable community program.Pledge
forms can be found online at gus.georgetown.org/gnf.In
2016,263 families were helped by the Good Neighbor
Fund.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0321 Customer Care
Personnel 1,171,529 1,619,278 1,487,853 1,631,848 1,631,848
O&M 322,376 775,164 748,668 1,906,737 1,906,737
Capital 1,542 5,675 6,000 6,000 6,000
Total Departmental Budget 1,495,447 2,400,117 2,242,521 3,544,585 3,544,585
167
FY2017 Annual Budget
ECONOMIC DEVELOPMENT
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Develop a comprehensive economic development strategy
Conceptualize and implement an aggressive marketing program
Continue to develop and maintain positive relationships with private
sector developers,brokers,and site selectors to improve the City’s
reputation as a place to do business
Work with regional,state,and federal organizations and allies to develop
and implement programs that assist and encourage the success and
growth of local business.
Finalize and begin implementation of the retail market study and conduct
a target industry analysis to assist with strategy development
Utilize the results of the target industy analysis and retail market study to
work with other departments to develop an overarching,multi year
economic development strategy
Hire a consultant to create innovative marketing materials including a
community profile
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND ECONOMIC DEVELOPMENT 3 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Recruited and expanded businesses including Texas Speed and
Performance and DisperSol Technologies
Worked with the Georgetown Chamber of Commerce to broaden the
retention/expansion program
Increased marketing efforts with individual broker meetings,marketing
trips,tradeshow participation,targeted advertising,and social media
Expanded community interaction and number of followers in the City’s
social media programs
DEPARTMENT DESCRIPTION
The Economic Development
Department coordinates and leads
the City’s economic development
efforts.The Department’s mission is
to create and maintain a balanced
and dynamic local economy.The
Department markets the community
to business prospects,provides
economic and demographic
information,and encourages
partnerships between private and
public entities.In addition,the
Department represents the
community in regional,state,
national,and international economic
development initiatives and
programs.
168
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Business Retention and Expansion (BRE)program is a
resource for local businesses focused on fostering open
lines of communication and building relationships with the
business community.Through visitation and outreach the
Department identifies opportunities,concerns,and
barriers in the health and continued growth of local
businesses.In the coming year the Economic
Development Department will be hosting the inaugural
Georgetown Economic Develop Symposium,creating new
marketing materials,and implementing an enhanced
business/retail recruitment plan.Working with the
Finance Department,performance measures will be
developed focusing on business retention,targeted
industry sector recruitment,and workforce analysis.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0637Economic Development
Personnel 316,193 325,312 211,659 305,309 305,309
O&M 119,311 127,940 118,119 122,681 122,681
Capital
Total Departmental Budget 435,504 453,252 329,778 427,990 427,990
169
FY2017 Annual Budget
ENGINEERING
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Develop,coordinate,and maintain current Capital Improvement Plan
(CIP)projects for Utilities and Transportation
Provide quality project management,inspection,and oversight for CIP
and development infrastructure construction
Deliver high quality,efficient,customer oriented real estate services
Acquire cost effective rights of way and easements for CIP projects
Administer timely,accurate,and complete plan reviews for new
development projects
Support other departments as needed
Finalize update of City Construction Specifications and Standards
Encourage and promote professional development throughout the
Department
Maintain our commitment to safety on job sites
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND ENGINEERING 17 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Provided support to Operations during peak demand
Maintained current Utility Master Plans for Water and Wastewater
Continued Edwards Aquifer Recharge Zone (EARZ)sanitary sewer
improvements
Constructed Snead Drive,Daniels Mountain Storage Tank,and various
other streets,drainage,water,and wastewater projects
Maintained two week turnaround on development plan review
Assisted with due diligence,development and negotiation of various
water,wastewater,and municipal utility district agreements
Completed:
o 2016 Street Maintenance work
o Property acquisition for Daniels Mountain Storage Tank,
Cedar Breaks Elevated Storage Tank,Rabbit Hill Elevated
Storage Tank,Mays Street,Westinghouse Lift Station,and
Second Street
o Construction of the Westside Service Center
DEPARTMENT DESCRIPTION
Engineering is responsible for the
development,coordination,and
implementation of the Capital
Improvement Plan (CIP).Using
consulting and engineering firms and
contractors,the Department focuses
on delivering high quality,efficient,
customer oriented real estate
services for the acquisition of
easements and rights of way,
providing timely and reliable
inspections,and contract
management for projects.
Notable Budget Item(s)
Inspection Supervisor
170
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
In the coming year,the Engineering Department will be working closely with the Finance Department to develop
quality performance metrics focused on timely project completion,fiscal transparency,and cost effectiveness of
these activities.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0526 Engineering
Personnel 1,224,387 1,308,849 1,357,874 1,527,013 100,888 1,627,901
O&M 236,036 268,294 249,789 410,299 11,088 421,387
Capital
Total Departmental Budget 1,460,422 1,577,143 1,607,663 1,937,312 111,976 2,049,288
171
FY2017 Annual Budget
ENGINEERING SUPPORT
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Expand the use of EAM to include SCADA,metering,and Fiber assets
Complete the conversion of the existing digital as built archive database
to a system conforming to the City’s enterprise records management
system (Laserfiche)
Complete the integration effort to sync digital information on assets in
Laserfiche with Infor EAM
Continue building the Spatial Master Data Management inventory data
Provide staffing support to deliver timely and relevant services for the
final phases of the Customer Information System replacement project
Provide staffing support,geospatial services,and data for initiatives
citywide
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND ENGINEERING SUPPORT 10 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Managed the initial phase for Spatial Master Data Management Project
Worked closely with the Stormwater and Transportation Departments to
develop,create,and deliver data,procedures,and systems to meet the
requirements for phase two of the Stormwater MS4 Project
Expanded the EAM program into the Stormwater and Transportation
Departments
Converted the existing digital as built archive database to a system
conforming to the City’s enterprise records management system
Developed essential geospatial services,interfaces,and maps to
department citywide that added value to the services they provide to
citizens,customers,developers,planners,constructors,etc
Worked closely with Conservation Services staff,utilizing advanced
geospatial techniques and LiDAR data,to develop a methodology to
analyze solar suitability of GUS electric customers
Expanded the utilization of EAM in Energy Services to include the
following assets;capacitors,switch gears,air break switches,solid blade
disconnects,and reclosers
Completed the design and build phase in EAM to allow for new and
existing meters to be handled as assets
Added all of the Western District vertical assets into EAM
DEPARTMENT DESCRIPTION
Engineering Support is responsible
for efficiently managing the utility’s
Geographic Information Systems
and its core operating and planning
engineering models.The
Department manages,maintains,
and supports utility asset data,
enterprise asset management
functions,as well as system models.
The Department oversees all of the
core functions of GIS computer
aided drafting and global positioning
systems services for the utility.
Additionally,the Department
supports several highly technical
utility specific software applications
for engineering design,GIS,EAM,
pavement management,and electric
outage management.The
Department is responsible for
handling all utility information
requests from citizens,utility
customers,and the development
community.
Notable Budget Item(s)
Large Format Plotter
$12,000
172
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The number of is a
measure of the amount of required data maintained
for purposes of adequately supporting the key
functions of the Utility and Transportation Divisions.
As the number of GIS layers grows so does the time
required to maintain them.
The number of
is a measure of the amount of staff
supported by this Department.One of the
Department missions is to develop,acquire,maintain,
and provided the most complete and accurate data
sets to City staff,enabling them to perform their work.
As City staffing increases so does the demand on our
staff.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0547Engineering Support
Personnel 663,672 888,973 768,085 903,415 903,415
O&M 243,840 335,898 351,598 323,609 323,609
Capital 12,000 12,000
Total Departmental Budget 907,512 1,224,871 1,119,683 1,227,024 12,000 1,239,024
173
FY2017 Annual Budget
FINANCE ADMINISTRATION
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Improve financial transparency to Council,boards,and residents by
updating the website to meet the state’s Financial Transparency Stars
Program standards
Revise business opertional processes by working with a consultant to
assess Finance procedures
Lead the organization toward a modern Financial Information System by
partnering with a consultant for software selection
Establish an annual Internal Audit Plan to strengthen the accountability
of the City’s resources
Maintain the public’s trust by maximizing the safety,liquidity,and yield of
the City’s cash investments
Align the 5 year Capital Improvement Plan and the annual CIP spending
plan to manage debt capacity and forecast operational needs
Develop operational and maintenance impact model based on Capital
Improvement Plan
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND FINANCE ADMINISTRATION 4 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Maintained General Obligation bond rating of AA+and Utility Revenue
bond rating of AA
Developed and implemented written Investment Procedures in
accordance with Public Funds Investment Act (PFIA)recommendations
Revised budget process for easier participation by departments and
earlier communications with Council
Produced new budget highlights video featuring aerial footage of major
projects in Georgetown
Worked with Council to establish an Economic Uncertainty Reserve in the
General Fund
Redesigned the monthly and quarterly reports for consistency and ease
of use
DEPARTMENT DESCRIPTION
Finance Administration plans and
directs the City's financial activities
providing information and support
allowing other City Departments to
accomplish their missions.The
Department oversees accounting,
purchasing,tax collection,financial
reporting,debt,and investment
management.Finance directs the
City’s budgeting process,monitors
the long term financial plan,and
prepares related policy
recommendations.F inance is also
the liaison to several boards
including the General Government
and Finance Advisory Board (GGAF),
the Georgetown Economic
Development Corporation (GEDCO),
and the Georgetown Transportation
Enhancement Corporation (GTEC).
Notable Budget Item(s)
Audit Plan
$75,000
174
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The Finance Department has a fiduciary responsibility to
manage the City’s Invested
funds are managed conservatively by multiple local
government pooled investment firms in order to provide
safe,legal,efficient,and liquid investment alternatives
to the City.The City’s investment policy ensures full
compliance of all invested funds per the Texas Public
Funds Investment Act.
are important in determining the financial
strength and stability of a municipality.These ratings
determine the ability of an entity to borrow money and
clarify for investors the risk associated with investing in
the organization.The City has maintained a AA+bond
rating for the past three years.
AWARDS/ACCREDITATIONS
The GFOA established the
(Budget Awards Program)
in 1984 to encourage and assist state and local
governments in preparing high quality budget
documents.Guidelines were established by the National
Advisory Council on State and Local Budgeting and the
GFOA’s best practices.Documents submitted to the
Budget Awards Program are reviewed by selected
members of the GFOA professional staff and by outside
reviewers with experience in public sector budgeting.
Finance Administration has submitted and received the
Distinguished Budget Presentation Award for 26
consecutive years.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0302Finance Administration
Personnel 509,152 420,190 335,212 408,193 10,000 418,193
O&M 374,358 393,302 381,832 375,667 75,000 450,667
Capital
Total Departmental Budget 883,510 813,492 717,044 783,860 85,000 868,860
175
FY2017 Annual Budget
GEORGETOWN UTILITY SYSTEMS ADMINISTRATION
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Encourage a safe and positive working environment for employees
Provide and maintain reliable,competitive,cost effective utility and
transportation services that reflect community values,and promote well
planned,long range development
Ensure excellent customer service to the Georgetown community
Promote consumer education programs for efficient use of utilities and
conservation of natural resources
Effectively manage energy/water resource deployment
Regional approach to utility system development and planning by
partnering with utility providers,and political subdivisions
Continue implementation of the Regional Wastewater Master Plan for
the San Gabriel Basin
Share in setting regional water planning goals and strategies through
membership on Brazos River Authority Region G Board
Pursue implementation of renewable energy contracted supplies
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND GUS ADMINISTRATION 9 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Completed multi year substation transformer acquisition from LCRA
Finalized construction and began commercial operation of Spinning Spur
3 wind farm,achieving greater than 90%renewable energy
Completed Public Utility Commission process for ownership of CTSUD and
Phase I of Records Management Process Project and completed records
inventory of consolidated CTSUD records
Participated with Brazos River Authority (BRA)and other regional water
utilities in addressing the impact of Zebra mussels on water supply
Continued to engage in setting regional water planning goals and
strategies through membership on BRA Region G Board
Reorganization of Customer Care,Conservation,Marketing,Technical
Services and Engineering Support
Concluded construction,occupied,and began operations of the Westside
Service Center (WSC)and associated rooftop solar
Initiated contract renewal negotiations with TDS for solid waste services
Created a Business Improvement Program to manage cross functional,
cross departmental Business Process Improvement and Enterprise
Application projects and to foster Organizational Development
Completed evaluation,planning,preparation,and staffing to affect Water
Treatment Plant Operation’s transition from private to public in 2017
DEPARTMENT DESCRIPTION
The Georgetown Utility Systems
(GUS)Administration Department
manages key business functions of
the Division.The Department
oversees strategic planning,
organizational structure,business
systems,resource allocations,and
financial management.The
Department also provides
administrative support,including
process planning and
implementation,customer relations,
reception,record keeping,and
secretarial services to all
departments within the Georgetown
Utility Systems Division.Long term
system planning is coordinated by
the Department as is the
coordination and operation of all
utilities during emergency
management situations.
176
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The provision of safe and reliable services to customers while maintaining utility systems in a cost efficient and
reliable manner is a top priority for the Georgetown Utility Systems Administration Department.Performance
measures have been created to monitor Operations &Maintenance (O&M),Customer Care,Systems,Projects,
Resource,and Financial Metrics across the Georgetown Utility Systems.The evaluation of the aforementioned
metrics helps ensure the maximization of customer value and optimized performance of the utility systems.
AWARDS/ACCREDITATIONS
Recognized and certified by the American Public Power Association (APPA)as a
at the Platinum Level.This certification recognizes
excellence in Reliability,Safety,Workforce Development,and System Improvement.
In the spring of 2016 Georgetown Utility Systems was awarded funding to sponsor a
student internship through the APPA DEED program.As part of the project,the student
served as a core team member along with representatives from Resource Management,
Conservation,Permitting,Electrical Engineering,and Customer Care.The internship
resulted in a methodology to identify potential customers to target for solar initiatives in the future.
Received the APPA for safe operating practices in 2015,due to 75,000 hours worked without
incident.
Received two awards from the American Planning Association:American Planning Association;State Chapter
;and American Planning Association;Central Texas Chapter
.
Received award from Texas Renewable Energy Industries Alliance (TREIA)in recognition of the
City’s ability to match renewable production against customer load while hedging variability and congestion,and
keeping wholesale costs competitive.
Received the from the CenTex Chapter of the American Society of Public
Administration (ASPA)in recognition of the City’s contracts to move to 100 percent renewable energy in 2017.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0502GUS Administration
Personnel 894,596 896,237 897,806 912,110 912,110
O&M 350,598 364,430 364,380 480,705 480,705
Capital 105,000
Total Departmental Budget 1,245,194 1,365,667 1,262,186 1,392,815 1,392,815
177
FY2017 Annual Budget
HUMAN RESOURCES
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Communicate and implement employee tuition reimbursement program
Coordinate employee survey action planning and implementation
Implement dental plan administrator and funding methodology change
Collaborate with Finance and IT in identifying HRIS/FIS partner(s)and
planning for transition and implementation
Improve employee understanding of pay and benefits through
distribution of total paycheck reflecting City’s full investment beyond
salary and through proactive information session across organization
Increase wellness program participation (Currently 15%of employees)
through implementation of wellness program tracking portal and
program design improvements
Determine employee clinic need and feasibility through study completion
and presentation to staff and City Council
Complete Safety and Risk Audit,develop first year action plan,and
execute plan with involvement from City departments
Establish first stand alone employee service awards event in early 2017
Enhance employee training and development offerings through full
deployment of compliance,supervisory,emergining leaders,core values,
director,and other training programs
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND HUMAN RESOURCES 7 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Facilitated the first meet and confer negotiations and agreement with
associations representing our Police Officers and Firefighters
Conducted employee survey with impressive 85%response rate
Adjusted employee compensation market approach utilizing
management and Council feedback,and conducted market review of 100
benchmark positions
Implemented group health administrator and network change January 1,
2016 resulting in fixed cost savings of nearly $400,000 over prior year
Developed self insurance fund reserve strategy
Procured dental coverage for 2017 including change in funding
methodology expected to save employees and City 15%
Coordinated recruitment and selection of City Attorney,City Secretary,
Finance Director,Assistant City Manager,and Economic Development
Director
Led revitalization of employee core values including roll out at May 2016
values lunch resulting in 80%of employee survey respondents affirming
their understanding of the core values
Hired and oriented 90 regular and 86 seasonal/temporary employees
DEPARTMENT DESCRIPTION
The Human Resources (HR)
Department develops and delivers
innovative human resource
programs and services designed to
support the City of Georgetown’s
mission statement.The
Department’s core services and
competencies include recruitment,
staffing,employee relations,
organizational development,and
employee development.The
Department also oversees safety,
compensation and benefits,
wellness,performance
management,and policy
interpretation.This is all done with
an emphasis on customer service
based on respect and integrity.
Notable Budget Item(s)
Tuition Reimbursement
Program
$100,000
178
FY2017 Annual Budget
DEPARTMENTAL BUDGET
HUMAN RESOURCES CITYWIDE SERVICES
This department represents the pooled funds available for the City’s one time performance bonus program,as well
as,market adjustments for employees funded through the Joint Services Fund.Training for Citywide issues,such as
supervisory training and safety are also included here,as is property and liability insurance for the City.
DEPARTMENTAL PERFORMANCE MEASURES
:Some turnover is healthy (e.g.,retirement),but the turnover rate is a standard measure in which large
variations can indicate retention problems and a higher risk to human capital investment.The Human Resources
Department continuously monitorsturnover rate in order to indentify trends that may indicate a systematic issue.
Typically,less than 20%indicates satisfactory retention of employees.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0639Human Resources
Personnel 717,595 708,838 717,969 724,822 724,822
O&M 91,729 92,805 91,909 61,229 61,229
Capital
0639Human Resources Sub total 809,324 801,643 809,878 786,051 786,051
0640City Wide HR
Personnel 99,512 319,752 194,707 (256,744)8,000 (248,744)
O&M 312,412 291,200 282,514 291,200 104,100 395,300
Capital
0640City Wide HR Sub total 411,925 610,952 477,221 34,456 112,100 146,556
Total Departmental Budget 1,221,248 1,412,595 1,287,099 820,507 112,100 932,607
179
FY2017 Annual Budget
LEGAL AND INSURANCE
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Provide legal services in a timely and efficient manner
Recommend and prepare amendments to City codes and ordinances in
accordance with Council direction
Support Police and Code Enforcement efforts through effective Municipal
Court prosecution consistent with Council objectives
Train and support the City’s Boards &Commissions
Negotiate and provide legal review for development agreements
Manage web based City wide Public Information Request (PIR)System
for streamlined and effective PIR management
Issue opinions or presentations on various legal issues including Open
Meetings Act,Public Information Act,ethics,parliamentary procedure,
and conflicts of interest,including additional training for Advisory Board
officers and members
Assist in the City’s economic development and transportation initiatives
through effective negotiation and preparation of economic incentive
agreements
Sustain efforts to standardize City documents
Work with staff to identify and address Risk Management issues
Continue systematic review and revision of the Code of Ordinances
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND CITY ATTORNEY’S OFFICE 5 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Issued opinions or presentations on various legal issues including Open
Meetings Act,Public Information Act,ethics,parliamentary procedure,
and conflicts of interest,including additional training for Advisory Board
officers
Negotiated and drafted agreements,contracts and documents including
several Interlocal Agreements
Assisted with the negotiation and drafting of amended development
agreement packages for significant projects and developments
Aided with the negotiation and drafting of real estate transactions
Effectively manage and coordinate Contract Attorneys for significant
projects
DEPARTMENT DESCRIPTION
The Legal Department provides in
house legal services for the City
Council,Staff,Boards,and
Commissions.The Department
supervises outside counsel,issues
legal opinions on the City Charter,
City ordinances,policies and
procedures,and represents the City
in litigation and administrative
matters.The Department also
provides advice and training on legal
issues to City Staff and provides
annual ethics training for the City
Council,Boards,and Commissions.
The Legal Department coordinates
all open record correspondence with
the Attorney General and serves as a
legal resource to staff regarding
standard open records.
180
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
The number of Open Records Requests is an important
measure that shows the City’s commitment and dedication
to transparency. The graph to the right shows the total
number of public information requests received by the
City.Routine requests,like police records or financial
reports,are processed by other Departments which
oversee those aspects of City business.The City complies
with all state law requirements for handling public
information requests which generally requires a response
with ten business days of receipt.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0654Legal
Personnel 522,225 791,870 707,721 675,388 675,388
O&M 169,401 345,475 345,475 216,477 216,477
Capital
0654Legal Sub total 691,626 1,137,345 1,053,196 891,865 891,865
0638Insurance
Personnel
O&M 491,032 705,000 705,000 705,000 705,000
Capital
0638Insurance Sub total 491,032 705,000 705,000 705,000 705,000
Total Departmental Budget 1,182,658 1,842,345 1,758,196 1,596,865 1,596,865
181
FY2017 Annual Budget
MAIN STREET
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Redefine the Downtown Overlay District’s niche in the marketplace and
sharpen the competitiveness of existing businesses while nurturing new
enterprises that respond to consumer needs
Focus on authentic community assets with high quality image
development campaigns and events that will attract new shoppers,
visitors,residents,and investors
Build a pathway to leadership in local efforts by leading a community
based,volunteer driven program that helps empower residents and
invstors to collaborate for sustainable revitalization
Attract and retain a healthy business mix
Raise awareness and funding for Georgetown Main Street projects
Promote Downtown’s unique image as a vibrant,diverse and inclusive
desination
Restructure Façade and sign grant program
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND MAIN STREET 1 FTE
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Held the 7th Annual Georgetown Swirl,a wine and shopping event
fundraiser for the Main Street Façade &Sign Grant Program
Visited downtown Fort Worth during Main Street Arts Festival to learn
more about using the arts industry as economic development
Sold out of the 9th annual Main Street Collectible ornament
Awarded the Main Street Star Award to Rusty Winkstern for going above
and beyond in promoting downtown Georgetown
Invited to participate in an American Express panel discussion at the
National Main Street Now Conference in Milwaukee to discuss Shop Small
and Small Business Saturday
Hosted the 3rd Annual Ladies Nite Out event held the Thursday before
Thanksgiving in November with more vendors than ever
Partnered with the Georgetown Chamber of Commerce and Downtown
Association on the 2nd Shop Small Spree to raise awareness of Small
Business Saturday for the holiday season
DEPARTMENT DESCRIPTION
The Main Street Department focuses
on Downtown revitalization within
the context of historic preservation
to help diversify the economic base
of the community.The Main Street
Department is a preservation driven,
economic development organization
that utilizes diverse community
partners to create a destination
Downtown for everyone.The overall
goal is to help provide opportunities
to enhance the Downtown for
citizens and tourists.
182
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
One of the top priorities of the Main Street Department is
to foster preservation driven economic development
creating a destination downtown that is enjoyed by both
residents and tourists alike.In the spring of 2016 the city of
Georgetown partnered with the Center for Research,
Public Policy,and Training (CRPPT)at Texas State University
to conduct a citizen survey focusing on resident’s
satisfaction of public services.In regards to service usage,
roughly 97%of respondents indicated they had visited the
Downtown Square within the previous year.Of those
surveyed,over 44%reported visiting the square more than
12 times.Additionally,when asked to rate the quality of the
Downtown square and Downtown activities and events,
over 90%of respondents rated the downtown square and
activities as good or excellent.Resident usage and quality
of the Downtown Square indicate that a vast majority of
residents utilize the Downtown Square and are satisfied
with the quality of economic development and available
activities.
AWARDS/ACCREDITATIONS
to obtain this award,a
city must meet ten criteria as determined by the Texas
Historical Commission.Though these criteria are assessed
by a state agency,the award is presented on a National
platform
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0653Main Street
Personnel 88,237 88,990 89,781 90,592 90,592
O&M 49,361 72,476 64,656 66,945 66,945
Capital
Total Departmental Budget 137,598 161,466 154,437 157,537 157,537
183
FY2017 Annual Budget
PURCHASING
MAJOR DEPARTMENT GOALS &STRATEGIES FOR FY2017
Promote improvements in operations to more efficiently and effectively
serve COG user departments
Increase departmental training efforts including online training where
possible
Plan for upcoming replacement of automated purchasing system
Further improve internal and external websites to provide additional
useful and easily accessible information for COG user departments and
vendors wishing to do business with the City
Support and facilitate major procurements such as the consolidation of
landscaping services
Continue to improve and standardize forms and processes to increase
efficiency and improve customer service
Assist in planning and set up of warehouse section located at Westside
Service Center
Sustain efforts to increase operational efficiencies in the warehouse by
improving organization of external storage areas
Advertise and increase opportunities for local vendor to do business with
the City
Notable Budget Item(s)
Wastewater Plant O&M
(8.5 FTE’s)
JOINT SERVICES FUND PURCHASING 8 FTES
MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FY2016
Facilitated several major procurements including;replacement of the
Customer Information System,chemicals and services associated with in
house wastewater plant operations,EMS billing services,Southwest
Bypass extension,aviation fuel,the construction manager at risk for the
Downtown West project,and the replacement of Parks and Recreation
operatingsoftware
Improved customer service by assigning each City of Georgetown user
department to a specific buyer and increasing familiarity with individual
departmental operations to provide personalized service
Enhanced efficiency of warehouse operations by implementing changes
such as improved delivery tracking and surplus disposal operations
Increased organization of contract files to ensure the appropriate COG
user department received each file
Implemented state required disclosure of interested parties certification
process
DEPARTMENT DESCRIPTION
The Purchasing Department
procures all supplies,equipment,
and services for the City.These
activities include establishing
contracts,blanket purchase orders
to reduce cost,and preparing bid
specifications.The Department
conducts formal bid proceedings for
procurements over $50,000.
Purchasing educates City
Departments about purchasing
procedures and solicits ideas to
improve efficiency.Purchasing is
responsible for the management of
communication devices,as well as
assisting the Accounting Department
with the management of the Credit
Card Program.Additionally,
Purchasing oversees the operation
of the City's central
receiving/distribution warehouses
and is responsible for disposing of
surplus items.
184
FY2017 Annual Budget
DEPARTMENTAL BUDGET
DEPARTMENTAL PERFORMANCE MEASURES
:One of the major goals
for the Purchasing Department is to
consistently have appropriate stock available
for its internal customers to ensure the
provision of timely and uninterrupted
services to the community.Maintaining
inventory accuracy at or above the industry
standard of 95%allows the Department to
respond accurately to particular requests,
provide excellent customer service,and
control expenses.
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017 Base
Budget
FY2017
Changes
FY2017
Budget
0317 Purchasing
Personnel 551,716 585,725 565,597 586,355 586,355
O&M 111,450 132,478 132,481 150,830 150,830
Capital
Total Departmental Budget 663,165 718,203 698,078 737,185 737,185
185
FY2017 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
186
FY2017 Annual Budget
CAPITAL PROJECTS
Streets Maintenance –Cutler Project
187
FY2017 Annual Budget
CAPITAL PROJECTS
Capital Projects Summary ........................189
Water Capital Improvement Plan ............190
Water Projects Map..............................192
Rural Water Projects Map ....................193
Wastewater Projects Map ....................194
Electric Capital Improvement Plan ..........195
Electric Projects Map ............................197
Stormwater Capital Improvement Plan ...198
Stormwater Projects Map ....................199
General Capital Improvements
Streets Improvements ..........................200
Sidewalk Improvements .......................202
Parks Capital Improvement Plan ..........203
Facilities Capital Improvement Plan .....204
Transportation Projects Map ...............206
Sidewalks Projects Map ........................207
Parks Projects Map ...............................208
Facilities Projects Map ..........................209
Airport Capital Improvement Plan ...........210
Operations &Maintenance .....................211
188
FY2017 Annual Budget
January
•Departmental
meetings to
prioritize CIP
Projects
February
•Division meetings
to coordiante
projects
March
•Develop funding
strategy
April-May
•Present CIP to
Boards and City
Council
September
•Council adopts
CIP with Annual
Budget
CAPITAL PROJECTS SUMMARY
The City of Georgetown annually updates and adopts a five year Capital Improvement Plan (CIP)as part of the
operating budget adoption process.Generally,the City defines high dollar fixed assets to be capital improvements.
Ongoing maintenance and major repair costs are included as capital expense within the Departmental operating
budgets.Needed capital improvements are identified through system models,repair and maintenance records,
and growth.
The CIP is divided into three major categories:the Georgetown Utility System (GUS),Transportation,and General
Capital Projects.GUS manages Water/Wastewater Services and Energy Services.Transportation manages Streets,
Stormwater Drainage,and the Airport.Finally,General Capital Projects manages Parks,the Downtown Master
Plan,Sidewalks,Public Safety,and Facilities.Each of these funds is further dissected in this Capital Projects budget.
The timeline for the CIP planning process is outlined below:
FISCAL YEAR 2017
for FY2017 CIP total $80,012,883.
General Capital Projects (GCP)total $24.3 million,and include funds for sidewalk development,San Gabriel Park,
and Garey Park.
Water Services CIP totals $46.7 million.Water related improvements total $18.4 million,and include upgrades for
water mains,pumps,and plant expansions.Wastewater related improvements total $28.3 million,and include
upgrades for interceptors and pumps.
Electric Services CIP totals $4.7 million,and include system improvements to help address growth in the City.
The sales tax street maintenance projects total $3.2 million.
Rehabilitation projects are schedule in Sun City,Berry
Creek,and Downtown.
189
FY2017 Annual Budget
WATER CAPITAL IMPROVEMENT PLAN
Georgetown Utility Systems Water Services Utility maintains a Capital Improvement Program (CIP)to address the community’s
need for superior water,wastewater,and irrigation service.This CIP is determined by many factors including on going
annexation,service improvement,the rehabilitation of aging water and wastewater infrastructure,and the need to meet
changing state and federal requirements.
Overall,water and wastewater capital improvement projects total $46,727,000.
Water projects total $18,404,000.The largest project in water is the Domel Project totaling $4,500,000.This project will take the
existing pressure plane from 1178 to 1015 and provide a secondary feed to Sun City.Additional large water projects include
$1,000,000 for the replacement S.Lake 11.4 MGD Water Treatment Plant,$2,119,000 for West Loop water main,$3,000,000
for the CR255 pressure main,and $2,500,000 for the Sequoia ground storage tank.
Wastewater projects total $28,323,000.The largest project is the Berry Creek Interceptor which totals $12,000,000.In addition,
the FY2017 CIP features $7,948,000 for the Pecan Branch Plant Expansion,as well as $3,982,000 for the Park Lift Station and
Force Main rehabilitation.
WATER PROJECTS
FY2017 FY2018 FY2019 FY2020 FY2021
Water
Braun EST
Replace existing .75 million gallon elevated storage tank with 3 million
gallon elevated storage tank.250,000 4,500,000
CR 200 Line Impr (CO 1)
This project will consist of approximately 15,000 LF of 12 inch main.
Potential partnership with County Road expansion project.3,413,800
CR 255 (WD14 2)
This project will replace a main that has had numerous main brakes.It will
consist of approximately 17,840 LF of 16 inch main.3,000,000 2,877,000
Domel PS Imp.
This project will take the existing pressure plane from 1178 to 1015 and
provide a secondary feed to Sun City,total reconstruction of existing pump
ststion.Additional funds for filtration in 2017 4,500,000
Leander Interconnect
2020 LF of 12 inch water line Controll valves,Meter,PRV,andvault.575,000
LWTP Raw Water Intake Rehabillitation
This project will be for the rehabilitation of the existing raw water intake
structure.Intake maintenance 2017.Additional filtration 2019.600,000 11,700,000
Main Street 2nd to 4th
Poor pavement condition with cracking and numerous failures at
intersections.Replace water main,wastewater main,and services.287,500
Miscellaneous Line Upgrades
This budget will be for miscellaneous waterline extensions in the Western
District to provide regulatory TCEQ compliance .250,000 250,000 250,000 250,000 250,000
Park WTP Clearwell
Demo existing Park Water Treatment Plant Clearwell,and remove lime
silo.170,000
S.Lake WTP (2018)
11.4 MGD Water Treatment Plant Expansion,4400 LF of 30 inch Raw
Water line,and a new Raw Water Intake structure.Design and
entitlement planned 2017 2020.Construction expected in Future Years.
Estimated $30,000,000 1,000,000 700,000 1,750,0001,750,000
Sequoia GST
This project will provide a 3 4 million gallon ground storage tank that will
function as additional Lake Plant clearwell storage.2,500,000
South West Bypass Water (H24 1)
10,520 LF of 16 Inch Water Line IH 35 to Leander EST.2,933,720
Sun City EST
Replace existing 0.4 million gallon elevated storage tank with a 1.5 million
gallon elevated storage tank.3,050,000
190
FY2017 Annual Budget
WASTEWATER PROJECTS
Wastewater projects total $28,323,000.The largest project is the Berry Creek Interceptor which totals $12,000,000.In addition,
the FY2017 CIP features $7,948,000 for the Pecan Branch Plant Expansion,as well as $3,982,000 for the Park Lift Station and
Force Main rehabilitation.
FY2017 FY2018 FY2019 FY2020 FY2021
Water
Tank Rehabilitation
This project has several water tanks to be rehabilitated.Airport tank,
2016/17 Daniels 1,2017/18,Sun City EST,2018/19,Daniels 2,2019/20.480,000 300,000 480,000 480,000
W 11th Street
Poor pavement condition with cracking and numerous failures at
intersections.Replace water main,services and bore Austin Ave.330,000
West Loop (H 1a)
3350 Lf of 24 inch water main from Wolf Ranch to DB Wood,8 inch from
DB Wood to Hillwood and replacing the existing 12 inch from DB Wood to
pastor Pump Station with a 24 inch.2,119,000
Grand Total 18,404,000 10,894,52018,967,500 2,480,000 250,000
FY2017 FY2018 FY2019 FY2020 FY2021
Wastewater
Berry Creek inter.(BCI 3)
Anticipated pro rata share for line size increase from Berry Creek Lift
Station to Pecan Branch Wastewater Treatment Plant 12,000,000
EARZ
Repair of system flaws discovered as a result of EARZ mandated testing.1,500,000 1,500,000 1,000,000 1,000,000 1,000,000
Lift Station Upgrades
Lift Station upgrades consisting of decommissioning,electrical upgrade,
backup power,structure rehab to fulfill the requirements of the Sanitary
Sewer Overflow Initiative with the Texas Commission on Environmental
Quality.550,000 550,000 550,000 550,000 550,000
Northlands WWTP (NLWWTP)
Construction of a 1.5 MGD average,4.5 MGD Peak WWTP with discharge
to Cowan Creek.Design planned for 2019.Construction planned for
Future Years.Estimated Construction $14,200,000.2,131,000
Park LS &FM
3750 LF of 27 inch Force Main and 5 MGD Lift Station.Rehabilitation and
expansion of existing lift station.3,982,000
Pecan Branch WWTP (PBWWTP2)
Expansion from 1.5 MGD to approx 4 MGD.Adding a influent bar screen
has add $1.5 to construction.7,948,000 3,600,000
San Gabriel Belt Press
Installation of a 2 meter belt press for sludge dewatering.2,207,000
San Gabriel Int.(SGI 2)
5567 LF of 42 inch line and 3647 LF of line.This project will also include
the San Gabriel LS &FM (SGI LS).5682 LF of 24 inch Force main and 8.5
MGD Lift Station.8,288,563 6,476,000
Wastewater street projects
Wastewater line to be completed in conjunction with Streets Department
improvements to lessen the burden on the public.Streets include but are
not limited to:W.9th St (Scenic Dr to West),W.14 St (Hart St to West St),
Virginia St (E 16th St to E 19th St),Peach Tree Ln (E University Ave to End)136,000
Grand Total 28,323,000 5,650,000 11,969,563 8,026,000 1,550,000
191
FY2017 Annual Budget
UT
3Q
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DANIELS 2
2016-17 Capital Improvement Projects
Water
!!I
0120.5
Miles
City of Georgetown
Legend
West Loop H-1a
Rabbit Hill PP RH-2_H-1b
West 11th Street
Leander Interconnect
West Loop
H-1a
Rabbit Hill
PP RH-2 H-1b
West 11th StreetLeander
Interconnect
192
FY2017 Annual Budget
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2016-17 Capital Improvement Projects
Rural Water
!!I
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Mile
City of Georgetown
Legend
CR 255 Waterline Improvements
CR 255
Waterline Improvements
193
FY2017 Annual Budget
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2016-17 Capital Improvement Projects
Wastewater
!!I
0 5,000 10,0002,500
Feet
City of Georgetown
Legend
Wastewater_Street_Projects
Berry_Creek_Interceptor
Wastewater
Street Projects
Berry Creek Interceptor
Berry Creek Interceptor
San Gabriel
Belt Press
194
FY2017 Annual Budget
ELECTRIC CAPITAL IMPROVEMENT PLAN
The Energy Services Utility maintains a Capital Improvement Program (CIP)to address the community’s need for superior electric
service.The CIP is developed by incorporating several factors including service improvement,increased reliability,equipment
aging,and regulatory changes.The City operates and maintains an energy delivery system including seven substations and 394
miles of distribution lines consisting of both 12.5kV and 25kV.FY2017 projects include $500,000 for replacement of overhead
lines in downtown,$450,000 for improvements on Shell Road,and $300,000 for improvements associated with the Southwest
Bypass.Overall,the Electric CIP totals $4,781,000.
FY2017 FY2018 FY2019 FY2020 FY2021
Electric
17th Street Rehab
Relocation of poles with road rehabilitation.50,000
7th Street Rehab
Relocate poles with road rehab.Conduits and conductors will be installed
to tie two radial fed underground lines near 7th and Austin Ave.200,000
Consultant Engineer (McCord)
Task order for general engineering work non project specific,CIP
preparation,joint use studies,strategic planning,and non specific
planning studies as required.150,000 150,000 150,000 150,000 150,000
Downtown Overhead Rehab
A 5 year plan to rehab detoriated downtown overhead facilities 500,000 500,000 500,000 500,000
Downtown West
Conversion of overhead electric and communications along W.9th St from
Rock St to West Street and West Street from W 9th Street to W 8th Street.
Also adding additional or replacing street lights and power pedistals as
detailed in plans.970,000
Fiber Optic
Long term plan to extend fiber optic communications to City facilities.245,000 245,000 245,000 245,000 245,000
Fiber to Signal Lights
Long term plan to extend fiber optic communications to City Signal Lights.50,000 50,000 50,000 50,000 50,000
Georgetown Substation Transformer Addition
Addition of a new transformer at Gabriel Substation to replace an LCRA
transformer removed in 2016.This is needed due to load growth and to
improve system reliability.Transformer will be ordered in 2018 and
installed in 2019.950,000 600,000
Hart Street Rehab
Relocate poles in conjunction with a transportation roadway improvement
project.50,000
IH35 Feeder Tie
Construct single circuit feeder tie along IH35 frontage road from just south
of Hwy 29 to Leander Road.250,000
Katherine Street Rehab
Relocate poles in conjunction with a transportation roadway improvement
project.50,000
Louise Street Rehab
Relocate poles along Louise,Virginia,and 18th St rehab in conjunction
with a transportation roadway improvement projects.50,000
New Development
Developer revenue projects administered by the Operations Budget 1,200,000 1,200,000 1,200,0001,200,000 1,200,000
Pole Inspections
Annual pole inspections on 5 year cycle 50,000 50,000 50,000 50,000 50,000
Power Quality Imp
Capacitor installations and modifications as determined by system loading
issues 80,000 80,000 80,000 80,000 80,000
Sectionlization Imp
Sectionalization equipment including manual and automatic system
switching 50,000 50,000 50,000 50,000 50,000
Shell Road Feeders
Reconductor existing segment of Feeder GB 30 along Esparada Road from
#1/0 to #3336 for ties to Sequoia Trail West to Shell Road area feeders in
2017.Right of way acquisition and construction of 2 express feeders from
Glasscock Substation for circuit loading relief over a period of 4 years
starting in 2018.450,000 600,000 500,000 750,000 750,000
Sidewalk Pole Relocation
Pole relocation required by sidewalk CIP plan 50,000 50,000 50,000 50,000 50,000
195
FY2017 Annual Budget
FY2017 FY2018 FY2019 FY2020 FY2021
Electric
Sidewalks Main Street
Install antique street lighting at $140k,overhead pole relocations at $30k,
conduit installation for Electric at $500k,conduit for City fiber at $50k,and
telecom conduits for $125k along Main Street from 2nd to 6th.845,000
Sidewalks South College
Relocation of poles as needed for CDGB project 50,000
Sidewalks to VFW
Installation of antique street lighting at $160k,overhead pole relocations
at $75k along 2nd street from Main to VFW Park.235,000
Somerset Hills Feeder 195
Addition of second feeder to existing Somerset Hill Feeder from Glasscock
along Hwy 195 to tie into second feeder alongRonald Reagon Blvd to
provide additional reliability to area.170,000
Somerset Hills Feeder RR
Addition of second feeder along Ronald Reagon Blvd to existing Somerset
Hill Feeder from second feeder at Hwy 195 provide additional reliability to
area.270,000
South Lake WTP
Addition of two new feeds to proposed South Lake WTP.1,000,000
Southwestern University Upgrade
Begin a three year project for conversion of Overhead to Underground
facilities with re hab of existing deteriorating service facilities throughout
the campus 350,000 600,000 300,000
Streetlights
Street lighting,security,and traffic signal additions along with energy
efficient lighting upgrades.88,000 88,000 88,000 88,000 88,000
SW Bypass Feeder
Single circuit feeder from Leander Road to Hwy 29 along SW Bypass in
2017,with Wolf Ranch Pkwy URD tie in 2018.Dual circuit feeder from
Chief Brady to Leander Road tieing into Leander Road feeder and SW
Bypass feeder from Leander Road to Hwy 29 in 2018.Feeder extension
along DB Wood to WIlliams Drive in 2021.300,000 650,000 1,500,000
Transformer Addition
Addition of second transformer due to load growth in the area and to
improve reliability 900,000 1,100,000
Underground Feeder Exits Gabriel Sub
Conversion of existing overhead feeder exits to underground in conjunction
with substation project.725,000
West 10th Street Rehab
Installation of antique street lighting at $45k,overhead pole relocations at
$18k,and needed overhead to underground conversion from Rock to S
Church.Transportation to cover installation of telecom conduits estimated
at $10k.98,000
West 11th Street Rehab
Installation of antique street lighting at $50k,overhead pole relocations at
$150k,and needed overhead to underground conversion from Rock to S
Church.Transportation to cover installation of telecom conduits estimated
at $30k.200,000
Grand Total 4,781,000 6,568,000 5,113,0004,913,000 5,953,000
196
FY2017 Annual Budget
!
!
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!
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CHIEF
BRADY
GABRIEL
GLASSCOCK
GEORGETOWN
GEORGETOWN
SOUTH
GEORGETOWN
EAST
RIVERY
2016-17 Capital Improvement Projects
Electric
!!I
0120.5
Miles
City of Georgetown
Legend
!Electric Substations
Georgetown Electric CCN
Georgetown City Limits
ETJ
197
FY2017 Annual Budget
STORMWATER CAPITAL IMPROVEMENT PLAN
The Stormwater Drainage Utility manages and maintains stormwater infrastructure operations and facilities.The
Capital Improvement Plan addresses major capital drainage improvements planned over the next five years.
FY2017 projects total $975,000 and features $100,000 of improvements at 18th and Hutto,$500,000 for curb and
gutter repair throughout the City,as well as $200,000 for rehabilitation of ponds and ditches.
FY2017 FY2018 FY2019 FY2020 FY2021
Stormwater
18th and Hutto Drainage
Drainage from Hutto Road and collecting streets has historically flooded
yards and homes between 15th and 19th Streets west of Hutto Rd.A study
is proposed to identify and design catch basins to alleviate flooding.100,0001,000,000
2nd and Rock pond
The current design of Georgetown's first water quality pand chokes sand
easily as the entry point and pond floor consist of dirt and natural uneven
limestone.An improved design with concrete entry and floor would allow
the pond to be easily maintained,improving water quality while lowering
maintenance costs.50,000 250,000
Airport Road at Pecan Branch
Design and construct adequate bridge /box culvert design to convey water
under Airport road.Construction as part of Airport Lakeway realignment.1,300,000
Curb and Gutter
Replace squirt top curbing on Cottonwood (C Club to Parker566 lf),Willow
(Country Club to Ranch Rd.1,260 lf),Parker Dr.Circle,(all 2,840 lf),Judy
Drive (Mesquite to Ranch Road 1,680 lf)Golden Oaks 9NW Blvd.to city
limits (1,555 lf),16th and 17th Streets (Walnut to RR tracks,2,000 lf),Holly
St.3rd to 7th St.1,200 lf,6th St.(PIne to Walnut 600 lf),Walnut 6th to 7th
(500 lf.aproximately 10,391 lf of curbs.500,000 500,000 500,000 500,000 500,000
NW Blvd Drainage
Identify drainage area,acquire needed easements,and design and
construct properly sized drainage conveyance to alleviate the frequent
flooding along Northwest Blvd between Washam Drive and IH 35.
Potential constuction as part of NW Blvd /IH 35 overpass.350,000
Second Street Drainage
Main street design and construction to accommodate the downtown
master plan improvements.(Sidewalks,curbs,planters,etc.,the old
corregated metal stormdrain will likely need to be upgraded.Better
estimates will be determined after preliminary engineering.200,000 500,000
Serenada Culvert improvements
Identify and upsize culvert crossings and ditch cleaning as needed to
improve safety at Dry Creek crossing as needed within City limit portions
of Serenada.2017 investigation and design,2018 improvements.50,000 200,000
Stormwater Infrastructure
Rehabilitation of ponds above and beyond monthly mowing and trash or
debris removal.Examples may include dredging of ditches,stormwater
boxes,or water quality/detention ponds;construction of end treatments,
fencing and alterations of existing storm drain features,and
removal/replacement of filtration devices.Ponds needing work at this time
include Wazel Way,Wo lf Ranch,Rivery Pond,3 ponds onSE Inner Loop,
100 Cooperative Way Pond,College St.VFW pond,202 Rock Street
Pond,214 Reinhardt Blvd.pond 200,000 200,000 200,000 200,000 200,000
Village PID inlet
Drainage in the Georgetown Village PID alleys have been determined to be
the responsibility of The City of Georgetown.Inadequate design and
construction during some of the early sections resulted in failures at and
around the inlets.This project will correct the deficiencies and restore
drainage and the surrounding driving surface.75,000
Grand Total 975,0001,900,000 1,500,0001,200,000 2,000,000
198
FY2017 Annual Budget
XY
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Stormwater
!!I
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City of Georgetown
Legend
^_2nd and Rock St Pond Design
!(18th and Hutto Drainage Study
Curb and Gutter
XY Stormwater Infrastructure Improvements
199
FY2017 Annual Budget
GENERAL CAPITAL IMPROVEMENT
Transportation Services manages,maintains,and repairs city streets and sidewalks.Streets CIP is funded through a ¼cent sales
tax.In FY2017,it is projected sales tax revenue for streets will total $2,937,500.
Street projects total $3,325,000 in FY2017 and feature $1,200,000 in Chip Seal improvements.Additional improvements include
$819,000 for Culter Improvements as well as $416,000 for improvements on W 11th Street.
Prior to moving forward with the implementation of the Chip Seal and Sealant plans for FY 2017*,City staff will conduct further
analysis to determine other options to address street maintenance practices.
Street Improvements
FY2017 FY2018 FY2019 FY2020 FY2021
Streets
17th (Austin Ave to Church )
17th Street has multiple road failures with crumbling curbs.Road needs
total reconstruction between Austin Ave.and Church Street to correct
drainage and allow resurfacing.Roadway needs point repair,regrading,
and overlay between Austin Ave.and Railroad Ave.Design in 2017 and
construction in 2018 75,000 550,000
6th Street and 7th Street Improvements
Current configuration is a remnant of the County Construction yard access
in the 1970s.Engineering and construction is needed to define roadway in
a manner to increase visibility for motorists and pedestrians while
improving drainage for area.Curbs,overlay and ditch cleaning /lining will
be needed.Limits of project will be on 6th and 7th Steet between Walnut
and Holly.275,000
Chip Seal*
Two course chip seal maintenance application to provide a seal and wear
protection,sealing current cracks and making a self healing barrier for new
cracks.
FY2017 area to include Sun City (Dan Moody Trail,Honey Suckle Cv.
Sunflower St.Night Hawk Way,Yucca Cv.,Wild Rose Way,Hill Country Dr.,
Six Flags Dr.,High Trail Dr.,Blacksmith Drive and Cv.,Lone Star Way.
Berry Creek Dr.(SH195 to Oak Tree Drive)Airport Road (IH 35 to Cavu Dr.)
Additional streets to be added pending determination of possibly
continuing rejuvenation applications.1,200,000 1,500,000 1,200,0001,500,000 1,500,000
CR 110
Narrow road with poor pavement needs widening with possible turn lanes
as school entrance.Engineer will look at needs and design improvements
for future funding.Funding will be in future years beyond this study or
possible bond project.450,000
Cutler Process*
Rehabilitate pavement that has reached the end of its life.The top 3/4 of
an inch of existing pavement is recycled and top coated with an inch of
virgin hot mix.
FY2017 proposed streets include:Whispering Wind (terminus of 2016
project to Sun City Blvd.),Park Ln.,Shannon Ln.Janis Dr.,Following curb
project:(San Gabriel Overlook,Sunshine,Meadowbrook,Oakland Dr.,Ridge
Oak,Live Oak,Spanish Oak)One million dollars annually represents
approximately 10 lane miles of Cutler overlay.Additional funds need to be
identified as this amount represents approximately 1/65th of the current
roadway system.819,000 900,000 100,0001,275,000 900,000
East Street Stabilization
Point repair,subbase stabilization,level up,and resurface.Numerous
overlays are affecting drainage.Stabilization of subase and some curb
replacement will provide a suitable paving surface.Engineering will be
included with Hart /Katherine Street rehab work in2018 and utilized in
2019.450,000
200
FY2017 Annual Budget
FY2017 FY2018 FY2019 FY2020 FY2021
Streets
Hart Street
Pavement is in need of point repairs,pavement recycling,and overlay.50,000 250,000
Katherine Street Rehab
Point repair,subbase stabilization,level up,and resurface.Numerous
overlays are affecting drainage.Possible stabilization of subase and some
curb replacement will provide a suitable paving surface.The reduction in
crown may possibly assist drainage issues.Will likely combine with 18th
and Hutto Drainainge reasibility study in 2017 drainage project.50,000 200,000
Main Street (2nd to 6th)
Roadway has a varying width,multiple non conforming driveways,
substandard drainage,and sidewalks.Upgrades are needed on this link
between Downtown and the Trail system.This is the only portion of Main
Street remaining to be brought up to standards within the overlay district.
Early engineering will identify all needed improvements.75,000225,0 00
Mast Arms
To help make Georgetown more of a signature destination,staff proposes
updating the current traffic lights that hang on wire to traffic lights that
use mast arms.A feasibility study was completed in 2015.The mast arms
would be installed along Austin Ave.at 7th and 8th in FY2018 and a new
signal would be installed at Austin and 5th in FY2017.270,000 560,000
Pavement Sealing*
Application of oil product to seal minute cracks,provide ultraviolet light
protection,and prevent further oxidation of aging asphalt surfact.
Restores uniform color to roadway after crack sealing.
Proposed areas for FY2017 pending investigation and determination of
product's future inclusion in toolbox.Roads to be included:Streets bound
by Rock,Bridge St.,Scenic.Church Hill Farms and The Meadows
subdivisions,Cooperative Way,Snead Dr.,First phases of Pinacle and
LaConterra subdivisions.Streets bound by Williams Drive,Power Rd.,
Gabriel View and Country Club Dr.Riata Trail subdivision bound by
Algerita,Williams Dr.,Lakeway Dr.and Northwest Blvd.100,000 100,000 100,000 100,000 100,000
Point Repair Overlay*
Pavement has normally reached the end of it's life and possibly had at
least one overlay.Pavement needs to be milled down to to or below
original flow line grade,point repairs will be made and the resurfaced with
a one and one half inch ovelay on existing asphalt should extend the
pavement life an additional 10years.
2017 will focus on Georgetown Inner Loop SH 29 heading South 300,000 225,000 300,000 575,000 300,000
Reconfigure Parking
The downtown parking study will call for reconfiguring some existing
parking and developing wayfinding signage for the lots and downtown 50,000 50,000 50,000 50,000 50,000
Stadium CR 152 Eng.
Stadium Drive,formerly CR 151 and Georgetown owned sections of CR 152
are in need of rehabiltitation and upgrade due to old construction
standards and increased traffic associated with the GISD stadium,Berry
Springs,and the growing use of SH 130 and the Northeast Inner Loop.
Possible structural upgrade and overlay.425,000
Trailhead/Cantelivered Bridge
Improve connectivity to San Gabriel trail system from Austin Ave.250,0002,500,000
W 10th
Engineering only in 13/14.Roadway is in need of pavement rehabilitation
and sidewalk on the south side.Downtown Master Plan costs not
included.Sidewalk and curbs are needed on the south side of the street
with Cutler pavement rehabilitation.Sidewalk funding from bonds now
available!90,000
W 11th St
Poor pavement condition with cracking,numerous mid block utility patches
and failures at intersections.Needs sidewalk and ramp design to meet
Downtown Master Plan requirements.Needs underground electric.
Engineering only in 13/14.Construction in 15/16 was bumped for "break"
for downtown.Construction scheduled for 2017.Sidewalk bond funds now
available to assist!416,000
Grand Total 3,325,000 3,695,000 3,285,0003,975,000 6,225,000
201
FY2017 Annual Budget
Sidewalk improvements total $2,179,000 in FY2017 and feature improvements in Old Town $960,000,along Austin Avenue
$248,000,and at signal intersections throughout the City $500,000.
Sidewalk Improvements
FY2017 FY2018 FY2019 FY2020 FY2021
Sidewalk
10th St.(Main Rock)94,000
11th St.(Main Rock)151,000
2nd Street 82,000 328,000
8th Street (Church Myrtle)37,000
8th Street (MLK Rock)84,000
Austin Ave (9th University)178,000
Austin Ave (SH29 FM2243)70,000 300,000
Church Street (8th 9th)105,000
Main St.(7th 2nd)45,000 255,000
Old Town Northeast 960,000
Old Town Southeast 1,500,000
Phase ISignal &Curb Ramp Improvements 500,000 253,000 102,000
Remaining Downtown Repairs 671,000 504,000 168,000
Rock St (9th 6th St.)23,000 131,000
SH 29 (IH 35 IH 130)2,100,000
Grand Total 2,179,000 1,351,000 1,212,000 299,000 3,600,000
202
FY2017 Annual Budget
PARKS CAPITAL IMPROVEMENT PLAN
The Parks Department improves the quality of life for Georgetown citizens by maintaining 35 parks,481 acres,9.2
miles of hike and bike trails,and three cemeteries.
In FY2017,Park capital improvement projects total $14,800,000 and are highlighted by the beginning phase of
Garey Park and the continued development of San Gabriel Park.
Garey Park’s budget totals $13,500,000,of which Mr.Garey and the Garey Family have donated $5,000,000.
FY2017 FY2018 FY2019 FY2020 FY2021
Parks
ADA Transition Plan
ADA deficiencies were identified and ranked in 2015 through park area
assessments.FY2017 is year two of this plan and the areas scheduled for
renovations are Booty's Parks and phase one of the Randy Morrow Trail.150,000 150,000 150,000 150,000 150,000
Blue Hole
Blue Hole Park is a signature destination for Georgetown and regional
visitors due it its natural beauty.Renovations are planned to make
infrastructure improvements to this signature park to enhance this beauty.1,000,000
Garey Park
The 525 acre Garey Park was donated by Mr.Jack Garey in 2004.A
master plan was completed in 2006 and development planning began in
2014.Planning is underway for construction to begin in early 2017 and the
park is scheduled to be open to the public in early 2018.13,500,000
Historic Park
Preservation of river corridor and open space is identified as a high priority
in the Parks and Recreation Master Plan.The preservation and
development of this park for public use will accomplish this near the City's
center.500,000
IOOF
A sub committee of the parks and recreation advisory board researched
and identified the need for a columbarium at IOOF Cemetery.The
columbarium will assist in providing an additional burial option for families
and will further lengthen operations of the cemetery.150,000
New Park Development
As the community continues to grow,the development of new parklandis
needed to ensure adequate public recreation opportunities are provided.250,000 250,000
New Trail Development
As the community continues to grow it is important to develop new trails.
Trails may be developed that are prioritized by the 2008 parks and
recreation master plan as land is acquired and connectivity is created.500,000 1,000,0001,000,000 1,500,000
Parks Master Plan
Substantial progress related to capital items in the 2009 Parks and
Recreation Master Plan has been made.An update is needed to assist in
planning for increased community growth and to be eligible for federal and
state grant opportunities.150,000
San Gabriel Park
Funding for renovations to San Gabriel Park were approved in the 2008
voter approved parks bond.A master plan was completed in 2015
specifying a plan to complete renovations over four phases.Phase one is
scheduled to being in early 2017 with future phases to follow in
subsequent years.1,000,000 2,700,000 2,000,000 8,000,000
South San Gabriel Trail
Continuation of trail development along the South San Gabriel Trail is a key
component of the Parks and Recreation Master Plan.Connectivity between
San Gabriel Park and Garey Park is the long range goal.180,000
Westside Park
TheWestside Park is a 90 acre park that was master planned in in 2015.
Development will consist of both active and passive recreation
opportunities including athletic fields as well as trails.1,000,0003,500,000
Grand Total 14,800,000 4,100,000 2,300,0004,400,000 13,330,000
203
FY2017 Annual Budget
FACILITIES CAPITAL IMPROVEMENT PLAN
The Facilities CIP is for developing and redeveloping City owned facilities to accommodate the needs of staff and the public.
FY2017 improvements total $7,338,383 and feature continued investment on the City’s ADA transition plan,design of Fire
Station #6,and the construction of the Downtown West Campus.
FY2017 FY2018 FY2019 FY2020 FY2021
Facilities
ADA Transition Plan
Complete comprehensive facilities master plan for all City of Georgetown
facilities.Facilities scheduled for renovations in FY2017 include the
Airport,Animal Shelter,and Art Center.150,000 150,000
Council Chambers/CVB
As part of the Downtown West project,once municipal court moves to the
1st floor of the GCAT building,the Convention and Visitors Bureau will
move to the old municipal court/council chambers building 400,000
Downtown West
Upon the completion of the new public safety facility,the bottom floor of
the GCAT building will be emptied.This is a great facility for the municipal
court to help satisfy their increased square footage requirements.
Renovation and expansion of the old library building to accommodate a
new municipal complex.The first phase would be to renova te the existing
old library to accomplish the goals laid out in phase I of the City Center
plan.The future years would be for the expansion and/or new construction
of a city hall for the City Center.
Deisgn and construct public green space to serve the community in
conjunction wi th the Downtown West project.Would include public space,
opportunities for small markets/events,and a stage for small acoustic
performances.
This area will also host the comprehensive wayfinding signage for the
project.
To complete the downtown festival grounds and municipal complex,the
old police station will need to renovated to accommodate offices and staff
in FY 2020,with design completed in FY 2019.6,693,883
Fire Station 6
Design and construction of Fire Station #6.300,0003,200,000
Fire Station 7
Design and construction of Fire Station #7.300,0003,200,000
GMC Expansion
The project is a proposed expansion of the 300 1 Industrial Ave facility.
Potential scope includes construction of a new facility across FM 2243
from the existing building to house Fleet and/or materials/equipment.3,300,000
GMC Remodel
The project is a remodel of the front end of the GMC building to promote
improved Customer Care interaction and improve office space efficiency.
Currently expected to include up to 22,500 SF 1,900,000
204
FY2017 Annual Budget
FY2017 FY2018 FY2019 FY2020 FY2021
Facilities
Grace Heritage Rehab.
Rehabilitation of Grace Heritage Church 140,000
Mixed Use Parking Garage
Study feasibility,complete engineering,and build a mixed use parking
garage downtown that will help alleviate parking issues and add retail
space.12,000,000
Public Facilities Master Plan
Complete comprehensive facilities master plan for all City of Georgetown
facilities 150,000
Red Poppy Café Canopy
Create additional outside seating on the northside courtyard of the library 32,500
Signature Gateway
Call for artist,design,and construction for signature gateway element at
Austin and Hwy.29.Will be seeking grant funding via Keep Texas
Beautiful 100,000
Tree Mitigation/Lighting
Silva Cells and power pods for trees and holiday lighting downtown.22,000 22,000 22,000 22,000 22,000
Grand Total 7,338,383 5,922,000 3,322,000 322,000 15,222,000
205
FY2017 Annual Budget
PATRIOTWAY
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Transportation
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City of Georgetown
Legend
Chip Seal/Point Repair/Curb & Gutter
Rejuvenator
Cutler
Chip Seal - 2 Course With Fog Seal
Cutler
Cutler
Rejuvenator
Cutler Rejuvenator
Rejuvenator
Chip Seal
Point Repair
Curb & Gutter
Rejuvenator
Chip Seal
2 Course with Fog Seal
Chip Seal
2 Course with Fog Seal
Chip Seal
2 Course with Fog Seal
Rejuvenator
Cutler
206
FY2017 Annual Budget
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2016-17 Capital Improvement Projects
Transportation - Sidewalks
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City of Georgetown
This map is a representation of the
information currently held by the
City of Georgetown Utility Systems.
While every effort has been made
to ensure the accuracy of the product,
G.U.S. makes no warranties regarding
the veracity or precision of the
information depicted or the data from
which it was produced and assumes no
liability for damages due to errors or
omissions. This map is not suitable
for survey purposes.
L E A N D ER RD
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S MAIN STS COLLEGE STW 21ST ST
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Legend
!Curb Ramp
10th St (Main-Rock)
11 th S t ( M ai n- Ro c k)
8th St (Church-Myrtle)
8th Street (MLK-Rock)
Church St (8th-9th)
Old Town Northeast - Design Only
S Austin Ave (9th-University)
S Austin Ave (SH29-Leander Rd)
Text
Inset of sidewalk projects
207
FY2017 Annual Budget
LUNATRL
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Parks
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City of Georgetown
Legend
NAME
GAREY PARK
SAN GABRIEL PARK
Garey Park
San Gabriel
Park
208
FY2017 Annual Budget
LEANDER ST
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2016-17 Capital Improvement Projects
Facilities
!!I
07501,500375
Feet
City of Georgetown
Legend
Downtown West Municipal/Council Chambers
Georgetown Municipal Complex
Grace Heritage Center
Downtown West City Hall
Transfer Station
Parking Lot Reconfiguration
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Parking Lot
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209
FY2017 Annual Budget
AIRPORT CAPITAL IMPROVEMENT PLAN
Airport Services manages,maintains,and repairs the City airport.Some of the additional responsibilities of the Airport
Department include traffic control,emergency response operations,and special events.Daily responsibilities include inspection
of runways for sign repair,pavement management,and removal of sight obstructions.
Currently,an Airport Master Plan is being developed along with the Texas Department of Transportation.The results of the
Master Plan will guide the development and Capital Improvement Plan of the Airport over the next few years.
FY2017 FY2018 FY2019 FY2020 FY2021
Airport
Maintenance Shop
Construct Airport Maintenance Shop for equipment and shop setup.250,000
Runway Rehab
Runway Rehabilitation Project is for the Engineering efforts,followed then by Rehabilitation of the 27
year old Runway 18/36 asphalt surface.The budgeted amount is an estimated 10%of the project
costs with TxDOT Aviation providing the additional 90%.Inspections conducted on the current
asphalt surface determined a rehabilitation effort was recommended.516,500
Wildlife Hazard Assessment and Wildlife Hazard Management Plan
Accomplish Wildlife Hazard Assessment and Wildlife Hazard Management Plan 12,500
Grand Total 12,500 516,500 250,000
210
FY2017 Annual Budget
Projected O&M Impact by
Fund O&M FY2017 O&M FY2018 O&M FY2019 O&M FY2020 O&M FY2021 O&M FY2022
Airport 11,000
Facilities 50,000 50,000 100,000 100,000
Parks 400,000 400,000 400,000 400,000
Wastewater 23,600 29,200 227,807 777,314 794,314 176,810
Water 209,300 209,300 209,300 209,300 229,800
Grand Total 23,600 688,500 887,1071,486,614 1,514,614 406,610
ONGOING OPERATIONS AND MAINTENANCE COSTS
Capital Improvement Projects can affect ongoing operations and maintenance costs either positively or negatively.
Staff,in an effort to anticipate changes in ongoing costs,has developed an O&M schedule to properly anticipate
these changes as part of the overall CIP process.
Currently,staff is constructing a maintenance shop and performing runway rehabilitation as part of the
FY2017 CIP at the Airport.In this fiscal year,there are no anticipated O&M impacts related to capital projects.
Staff anticipates $11,000 worth of O&M impacting the FY2021 budget for hangars reverting back to the City.
In FY2018,Fire Station 6 will require $50,000 of annual maintenance.An additional $50,000 for ongoing
maintenance will be needed upon completion of Fire Station 7 in FY2020.
Garey Park is anticipated to be open in FY2018.The net operational impact for the park is estimated to be
$400,000.
Wastewater CIP will require additional O&M beginning in FY2017.It is anticipated $23,600 will be
needed for maintenance of a 2meter belt press that will be installed in FY2017.The Pecan Branch Plant is
expected to be completed in FY2018 and will have an estimated operational impact of $110,900 beginning in
FY2019.
Ongoing O&M will begin in FY2018 with the reconstruction of an existing pump station that feeds Sun City.
Future impact of $184,000 will begin the following year.Other maintenance beginning in FY2018 includes $12,000
for operational cost for pumps and motors at the Sequoia Ground Storage Tank,as well as $6,650 for ongoing tank
inspection and station checks at both the Bruan Elevated Storage Tank and the Sun City Elevated Storage Tank.
Electric plans to do $4,781,000 of CIP projects in FY2017.Staff anticipates ongoing O&M impact to be
minimal and plan to absorb within current funding levels.
211
FY2017 Annual Budget
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212
FY2017 Annual Budget
DEBT
Sheraton Groundbreaking
213
FY2017 Annual Budget
DEBT
Debt Management Policy ........................215
Outstanding Debt Summary .................216
Debt Service Charges (Tax Supported)218
Ad Valorem Tax Supported Debt .........219
Debt Service Charges (SelfSupporting)220
Utility Debt ...............................................222
Utility Revenue Bond Coverage ............223
Proposed Debt Issues...............................224
Authorized General Obligation Debt .......225
214
FY2017 Annual Budget
DEBT MANAGEMENT POLICY
The City’s goal is to fund capital improvement projects on a “pay as you go”basis whenever possible.For large
infrastructure projects and during heavy growth,debt financing is sometimes required.Debt financed projects must
meet the City’s financing criteria as included in the Fiscal and Budgetary Policy.
The City’s Debt Management Policy is part of the Fiscal and Budgetary Policy.The complete policy can be found at
the beginning of the Reference section of this document.
The City’s debt management objective is to maintain level debt service that does not adversely impact tax or utility
rates and does not hinder the City’s ability to effectively operate the utility systems,street network,or other facilities.
The City’s debt payments must stay within provisions of state law,bond covenants,and council adopted policies.All
of these criteria and objectives are met with the debt financing proposed in this budget.
The City of Georgetown’s bonds are rated:
Rating Agency
General
Obligation Date Obtained
Utility
Revenue Date Obtained
Standard &Poor's AA+ 4/8/2016 AA 4/14/2016
215
FY2017 Annual Budget
OUTSTANDING DEBT SUMMARY –BY TYPE AS OF OCTOBER 1,2016
Debt Outstanding %
FY2017
Principal &Interest
FY2017 Handling
Fees
GENERAL GOVERNMENT DEBT:
General Government Tax Supported Debt
Certificate of Obligation and General Obligation Bonds:
Streets and Transportation 20,063,150 15% 1,642,543 3,726
Parks and Recreation Facilities 9,361,743 7%719,067 963
Public Safety 35,909,554 27% 2,716,365 2,467
Other City Facilities 59,389,090 45% 6,870,581 5,710
Total Gen.Gov.Tax Supported Debt 124,723,537 11,948,557 12,866
Certificate of Obligation BondsSelf Supporting:
Rivery TIRZ 8,115,000 9%341,274 750
Total CO BondsSelf Supporting 8,115,000 341,274 750
TOTAL GENERAL GOVERNMENT DEBT 132,838,537 94% 12,289,831 13,616
ENTERPRISE DEBT
Utility Revenue Bonds:
Electric 29,356,795 33% 3,462,471 2,883
Water Services
Irrigation 891,091 1%153,270 88
Water Services 29,511,743 34% 2,651,812 2,898
Wastewater 22,098,289 25% 2,403,578 2,170
Total Utility Revenue Debt 81,857,918 8,671,131 8,038
Certificate of Obligation BondsSelf Supporting(2):
Airport 1,242,658 1% 141,107 160
Stormwater Drainage 4,730,531 5% 580,818 1,112
Total CO BondsSelf Supporting 5,973,189 721,925 1,271
TOTAL ENTERPRISE DEBT 87,831,107 100% 9,393,056 9,309
TOTAL CITY SUPPORTED DEBT 220,669,644 21,682,887 22,925
CONTRACTUAL OBLIGATIONS(1)
Brazos River Authority (BRA)Contractual Obligation 32,037,394 1,835,374
Total Contractual Obligations 32,037,394 1,835,374
(1)Funds Georgetown's pro rata share of the Williamson County Raw Water Line.
(2)Does not include CO's issued on behalf of the Georgetown Transportation
Enhancement Corporation (GTEC)that are repaid through GTEC sales tax.
216
FY2017 Annual Budget
LEGAL DEBT MARGIN FOR GENERAL OBLIGATIONS
All taxable property within the City is subject to the assessment,levy,and collection by the City.Annually,the City
evaluates direct ad valorem tax revenue to ensure payment of principal and interest on the Bonds within the limits
prescribed by law.Article XI,Section 5,of the Texas Constitution is applicable to the City,and limits the maximum
ad valorem tax rate to $2.50 per $100 of assessed valuation (for all City purposes).The Charter of the City adopts
the provisions of the constitution without further limitation.Under rules promulgated by the Office of the Attorney
General of Texas,such office will not approve tax bonds for the City unless the City can demonstrate its ability to pay
debt service requirements on all outstanding City tax bonds,including the issue to be approved,from a tax levy of
$1.50 per $100 of valuation,based on 90%collection of tax.
Allowable levy per $100 valuation $1.50000
Proposed levy for debt service
(included in total adopted rate of $0.424)0.22734
Percentage of allowable levy used 15.16%
217
FY2017 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
General Obligation Bonds and Certificates of Obligation –TAX SUPPORTED
Year Ending
September 30
Outstanding
Beginning of Year Interest Principal
Total
Requirements
FY2017 124,723,537 4,020,862 7,927,690 11,948,552
FY2018 116,795,848 3,704,484 7,974,530 11,679,014
FY2019 108,821,318 3,488,360 7,683,197 11,171,557
FY2020 101,138,121 3,276,181 7,486,848 10,763,029
FY2021 93,651,272 3,061,577 7,645,992 10,707,569
FY2022 86,005,280 2,844,546 7,475,402 10,319,948
FY2023 78,529,878 2,611,113 7,556,182 10,167,295
FY2024 70,973,696 2,359,845 7,726,580 10,086,425
FY2025 63,247,116 2,091,269 7,502,434 9,593,703
FY2026 55,744,682 1,823,135 6,562,343 8,385,479
FY2027 49,182,339 1,611,886 6,505,986 8,117,872
FY2028 42,676,353 1,399,756 5,945,425 7,345,181
FY2029 36,730,928 1,207,090 6,044,089 7,251,179
FY2030 30,686,839 1,006,081 5,401,063 6,407,144
FY2031 25,285,776 829,739 4,701,063 5,530,802
FY2032 20,584,713 675,222 4,201,567 4,876,789
FY2033 16,383,146 539,752 4,272,072 4,811,823
FY2034 12,111,074 400,885 4,081,074 4,481,959
FY2035 8,030,000 266,265 3,720,000 3,986,265
FY2036 4,310,000 142,713 2,605,000 2,747,713
FY2037 1,705,000 45,031 1,705,000 1,750,031
37,405,792 124,723,537 162,129,330
218
FY2017 Annual Budget
AD VALOREM TAX SUPPORTED DEBT PAYMENTS
Year Ending
September 30
Certificates of
Obligation
Less
GTEC Portion*
Adjusted Net
Certificates of
Obligation
Voter Approved
General
Obligation
Total
Requirements
FY2017 7,691,086 (2,575,604)5,115,482 6,833,070 11,948,552
FY2018 6,172,251 (2,083,891)4,088,360 7,590,654 11,679,014
FY2019 5,836,023 (2,080,287)3,755,736 7,415,822 11,171,557
FY2020 5,482,260 (1,994,402)3,487,859 7,275,170 10,763,029
FY2021 5,416,516 (1,976,420)3,440,096 7,267,473 10,707,569
FY2022 5,169,220 (1,871,722)3,297,497 7,022,451 10,319,948
FY2023 4,911,017 (1,761,861)3,149,156 7,018,139 10,167,295
FY2024 4,921,887 (1,746,564)3,175,323 6,911,102 10,086,425
FY2025 4,396,246 (1,472,868)2,923,378 6,670,325 9,593,703
FY2026 3,229,684 (1,290,757)1,938,928 6,446,551 8,385,479
FY2027 2,956,389 (1,186,585)1,769,804 6,348,068 8,117,872
FY2028 2,648,984 (946,568)1,702,416 5,642,765 7,345,181
FY2029 2,620,431 (903,253)1,717,178 5,534,000 7,251,179
FY2030 1,909,297 (795,784)1,113,513 5,293,631 6,407,144
FY2031 1,911,893 (794,209)1,117,683 4,413,119 5,530,802
FY2032 1,259,705 (795,759)463,946 4,412,844 4,876,789
FY2033 1,125,648 (726,150)399,498 4,412,325 4,811,823
FY2034 1,128,113 (726,800)401,313 4,080,646 4,481,959
FY2035 989,269 (726,850)262,419 3,723,846 3,986,265
FY2036 875,500 (731,300)144,200 2,603,513 2,747,713
FY2037 1,750,031 1,750,031
70,651,419 (27,187,634)43,463,785 118,665,545 162,129,330
*GTEC Debt is self supporting Certificates of Obligation (CO Bonds)repaid through dedicated sales tax revenue.
219
FY2017 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Certificates of Obligation –SELF SUPPORTING –Enterprise Funds (Airport &Stormwater Drainage)
Debt issued for specific purpose and repaid through dedicated revenues
Year Ending
September 30
Outstanding
Beginning of Year Interest Principal
Total
Requirements
FY2017 5,892,829 200,604 521,320 721,925
FY2018 5,371,508 184,958 518,582 703,540
FY2019 4,852,926 170,170 345,868 516,038
FY2020 4,507,058 161,803 317,868 479,671
FY2021 4,189,191 153,391 319,157 472,548
FY2022 3,870,034 143,670 323,425 467,094
FY2023 3,546,609 131,216 342,639 473,855
FY2024 3,203,970 117,007 346,918 463,926
FY2025 2,857,052 102,524 352,846 455,370
FY2026 2,504,206 87,737 291,544 379,281
FY2027 2,212,662 78,298 295,430 373,728
FY2028 1,917,232 68,680 293,992 362,672
FY2029 1,623,240 58,799 292,939 351,738
FY2030 1,330,301 48,934 218,937 267,871
FY2031 1,111,364 41,895 223,937 265,832
FY2032 887,427 34,244 235,933 270,176
FY2033 651,494 25,911 242,928 268,839
FY2034 408,566 17,442 248,926 266,368
FY2035 159,640 8,513 225,000 233,513
FY2036 (65,360)450 15,000 15,450
1,836,247 5,973,189 7,809,436
220
FY2017 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Certificates of Obligation –SELF SUPPORTING –Tax Increment Reinvestment Zones (TIRZ)
Year Ending
September 30
Outstanding
Beginning of Year Interest Principal
Total
Requirements
FY2017 8,115,000 286,274 55,000 341,274
FY2018 8,060,000 273,068 315,000 588,068
FY2019 7,745,000 266,768 325,000 591,768
FY2020 7,420,000 260,268 345,000 605,268
FY2021 7,075,000 253,368 360,000 613,368
FY2022 6,715,000 245,820 365,000 610,820
FY2023 6,350,000 231,920 380,000 611,920
FY2024 5,970,000 219,120 395,000 614,120
FY2025 5,575,000 205,770 405,000 610,770
FY2026 5,170,000 192,020 415,000 607,020
FY2027 4,755,000 179,700 435,000 614,700
FY2028 4,320,000 165,994 445,000 610,994
FY2029 3,875,000 151,015 465,000 616,015
FY2030 3,410,000 133,765 485,000 618,765
FY2031 2,925,000 115,715 505,000 620,715
FY2032 2,420,000 95,515 535,000 630,515
FY2033 1,885,000 73,455 565,000 638,455
FY2034 1,320,000 51,158 590,000 641,158
FY2035 730,000 27,823 620,000 647,823
FY2036 110,000 3,300 110,000 113,300
3,431,835 8,115,000 11,546,835
221
FY2017 Annual Budget
UTILITY DEBT
Revenue Bonds issued to finance construction of electric,water,and wastewater improvements,and secured by the
net operating revenue of all combined utilities.The allocation of debt principal is based on the use of each bond
issue.Each utility pays debt service from operating revenues.The Brazos River Authority Contractual Obligations
are the liability of the Water Services Fund.
Year Ending
September 30
Outstanding
Beginning of Year Interest Principal
Total
Requirements
BRA
Contract
FY2017 81,857,918 2,825,306 5,845,826 8,671,132 1,835,374
FY2018 76,012,092 2,590,034 6,135,826 8,725,860 1,834,234
FY2019 69,876,266 2,411,853 5,877,045 8,288,898 1,818,222
FY2020 63,999,221 2,217,628 5,692,592 7,910,221 2,371,890
FY2021 58,306,629 2,024,445 5,540,030 7,564,475 2,277,352
FY2022 52,766,598 1,827,348 5,648,687 7,476,036 2,273,009
FY2023 47,117,911 1,630,839 5,191,869 6,822,708 2,276,986
FY2024 41,926,041 1,437,225 4,907,665 6,344,890 2,271,146
FY2025 37,018,376 1,257,094 6,173,884 7,430,978 2,278,252
FY2026 30,844,492 1,070,673 5,003,212 6,073,886 2,269,972
FY2027 25,841,280 899,627 4,517,541 5,417,168 2,274,261
FY2028 21,323,739 751,572 4,103,760 4,855,332 2,274,571
FY2029 17,219,979 615,473 3,619,979 4,235,452 2,279,158
FY2030 13,600,000 497,855 2,120,000 2,617,855 2,275,635
FY2031 11,480,000 413,479 2,200,000 2,613,479 1,119,659
FY2032 9,280,000 322,356 2,415,000 2,737,356 307,674
FY2033 6,865,000 241,606 2,505,000 2,746,606
FY2034 4,360,000 152,012 2,325,000 2,477,012
FY2035 2,035,000 66,950 1,405,000 1,471,950
FY2036 630,000 18,900 630,000 648,900
23,272,275 81,857,918 105,130,193 32,037,394
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FY2017 Annual Budget
UTILITY REVENUE BOND DEBT COVERAGE
The City has agreed,through its bond ordinances,to maintain a minimum “times coverage”ratio of 1.25.The
ordinance allows the City to eliminate its reserve fund requirement with coverage of 1.35 or better.The times ratio
is calculated using the net revenue available for debt service from the combined Water,Electric,and Wastewater
utilities’operations divided by the combined debt service requirement of both the Electric and Water Service Funds.
The times coverage ratio is also reviewed by bond rating agency analysts when the City receives a rating for a
potential utility bond issue.
The following combined times coverage ratios have occurred,based on actual revenues and expenditures,for the
fiscal years indicated:
The Annual Budget provides the revenue to debt ratios shown below.The City’s Fiscal and Budgetary Policy requires
that each utility maintain separate coverage of at least 1.5.The excess coverage provided by each fund is used to
pay for related utility system capital improvements and other uses approved by the City Council.
Water Services
Fund Electric Fund Total
REVENUE
All Other Revenue 8,630,227 1,745,000 10,375,227
Interest 199,975 18,100 218,075
System Billings 37,836,975 65,018,216 102,855,191
Total Revenues 46,667,177 66,781,316 113,448,493
EXPENSES
Departments 28,391,951 58,486,453 86,878,404
Total Expenditures 28,391,951 58,486,453 86,878,404
Net Available for Debt Service 18,275,226 8,294,863 26,570,089
Annual Debt Requirement 5,182,487 3,479,271 8,661,758
Times Coverage Ratio 3.53 2.38 3.07
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FY2017 Annual Budget
PROPOSED DEBT ISSUES
GENERAL DEBT:Longterm obligations are proposed to fund capital projects as detailed below:
General Debt
Certificate of Obligation
City Wide Radio Replacement 500,000
ADA Phase II 300,000
Grace Heritage Phase II 140,000
Public Safety Vehicles 1,988,000
Certificate of Obligation Total 2,928,000
General Obligation Bonds
Garey Park 5,500,000
San Gabriel 1,000,000
Sidewalks (2015 Referendum) 2,632,000
General Obligation Bonds Total 9,132,000
Total Projected General Debt 12,060,000
Self Supporting Debt
Fire State 6Design 300,000
GTECAirport Road 1,850,000
Self Supporting Debt Total 2,150,000
Utility Debt
Electric CIP 3,750,000
Water/Wastewater CIP 20,000,000
Total Utility Debt 23,750,000
Total City Wide Debt Issue 37,960,000
Outstanding Debt Summary
g
9/30/16
Debt
Principal
FY2017
Principal
Reduction
Estimated
FY2017
New Debt
9/30/17
Outstanding
Debt
TAX SUPPORTED DEBT
General Debt Service
General Obligation/Certificates of Obligation 124,723,537 (7,927,690)12,060,000 128,855,847
SELF SUPPORTED DEBT
General Debt Service
Rivery TIRZ 8,115,000 (55,000)8,060,000
Electric
Water
Stormwater 4,650,171 (420,905)4,229,266
ESD #8 300,000 300,000
Airport 1,242,658 (100,415)1,142,243
GTEC Airport 1,850,000 1,850,000
Total General Debt Service 138,731,366 (8,504,010)14,210,000 144,437,356
Utility Revenue Debt
Electric 29,356,795 (2,467,329)3,750,000 30,639,466
Water 52,501,123 (3,378,496)20,000,000 69,122,627
Total Utility Revenue Debt 81,857,918 (5,845,825)23,750,000 99,762,093
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FY2017 Annual Budget
AUTHORIZED GENERAL OBLIGATION DEBT
General Obligation Bonds (GO’s)
General obligation bonds must be authorized by a vote of the citizens of Georgetown.They are used only to fund
capital assets of the general government and are not to be used to fund operating needs of the City.The full faith
and credit of the City as well as the City’s ad valorem taxing authority back general obligation bonds.Conditions for
issuance of the 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.
General Obligation Debt
Authorized by the Voters
2008
Roads
2008
Parks
2015
Roads Total
Amount Authorized by the Voters 46,000,000 35,500,000 105,000,000 186,500,000
Year &Issue
2010 1,370,000 1,370,000
2010A 9,430,000 2,500,000 11,930,000
2012
2012A
2013 5,000,000 5,000,000
2014 4,800,000 4,800,000
2015 4,450,000 4,450,000
2016 3,000,000 10,000,000 13,000,000
Total Issued 20,050,000 10,500,000 10,000,000 27,550,000
Authorization Remainin g 25,950,000 25,000,000 95,000,000 158,950,000
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FY2017 Annual Budget
DEBT SERVICE FUND SCHEDULE
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Beginning Fund Balance 1,268,186 1,493,107 1,489,193 1,543,287 1,543,287
Revenues
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Property Tax 9,817,979 10,900,000 10,900,000 12,000,000 12,000,000
Transfer In:GTEC 1,699,395 1,686,759 1,732,562 2,575,604 2,575,604
Transfer In:Ri very 265,800 265,828 341,274 341,274
Interest 3,924 2,000 2,000 2,000 2,000
Bond Proceeds 5,684,703 7,871,156
All Other Revenue
Grand Total 17,206,001 12,854,559 20,771,546 14,918,878 14,918,878
Expenses
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Principal Reduction 6,194,648 7,496,645 7,322,468 7,927,690 7,927,690
Interest 3,532,401 3,610,560 3,362,083 3,938,146 3,938,146
Principal Reduction:GTEC 1,168,870 1,179,117 1,253,791 1,850,165 1,850,165
Interest Reduction:GTEC 304,505 507,642 478,771 725,439 725,439
Interest Reduction:Rivery TIRZ 265,828 286,274 286,274
Principal Reduction:Rivery TIRZ 55,000 55,000
Agent Fees 16,522 16,500 20,000 22,000 22,000
All Other Expenses 5,771,235 7,877,733
Bond Issuance Cost (3,186)136,778
Grand Total 16,984,994 12,810,464 20,717,452 14,804,714 14,804,714
FY2015
Actual
FY2016
Budget
FY2016
Projected
FY2017
Base
FY2017
Changes
FY2017
Budget
Ending Fund Balance 1,489,193 1,537,202 1,543,287 1,657,451 1,657,451
Total Tax Supported Debt Service 9,727,049 11,107,205 10,684,551 11,865,836 11,865,836
Contingency (45 Day Reserve) 1,199,225 1,369,381 1,317,273 1,462,911 1,462,911
Available Fund Balance 289,968 167,821 226,014 194,540 194,540
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FY2017 Annual Budget
STATISTICAL
Sidewalks projects providing for safe pedestrian travel
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FY2017 Annual Budget
STATISTICAL
Miscellaneous Statistical Data .................229
Statistical Information..............................230
Population &Georgetown Top Ten .........234
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FY2017 Annual Budget
MISCELLANEOUS STATISTICAL DATA
General City Information
Form of Government Council Manager
Area (square miles)55.76
Miles of Streets 688
Number of Street Lights 4,043
2014 Average Unemployment Rate 3.70%
Total City Employees 695.25
Recreation and Culture
Number of Parks 34
Acres of parkland (includes parkland,developed,undeveloped,open space,etc.)1,007
Number of Libraries 1
Number of Library Items in Circulation 544,550
Public Safety
Number of Fire St ations 5
Number of Firefighters 111
Number of Police Stations 1
Number of Police Officers 80
Utility Customers
Number of Electric Customers 26,330
Number of Water Customers 33,426
Number of Watstewater Customers 23,513
Number of Stormwater Customers 24,747
Number of Sanitation Customers 23,733
Education
Number of GISD Attendance Centers 18
Number of Teachers 781
Average Years of Experience 12
Student/Teacher Ratio 15:1
Total Number of Students 11,452
African American 4%
Hispanic 44%
White 48%
Economically Disadvantaged 41%
Weather
Elevation 755 feet
Annual Average Temperature 68
Monthly Average High Temperature 96°
Monthly Average Low Temperature 39°
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FY2017 Annual Budget
STATISTICAL INFORMATION
KEY INDICATORS
Home values in Georgetown have increased over the past three years.The average home in Georgetown is now
valued at over $253,320.Over this three year period,US Census data showed that for cities with over 50,000
residents Georgetown was the seventh fastest growing city in 2014,the second fastest growing city in 2015,and
the fastest growing city in 2016.
TAX RATE
The adopted rate is 42.4 cents per $100 valuation,and represents the lowest rate in the greater Austin MSA with a
population over 20,000.The effective rate is the rate the City would need to charge in order to produce the same
amount of property tax revenues as last year while using the new valuations of the current year.Typically,property
values appreciate from year to year.In most years,the increased value of a property means a lower tax rate could
produce the same amount of revenue.For example,a home valued at $100,000 with a tax rate of 42.4 cents would
produce $424 in property tax revenue.If in the following year,the home is now valued at $105,000,the effective
rate would be 40.38 cents to produce the same $424 worth of revenue.The effective rate enables the public to
evaluate the relationship between taxes for the prior year and for the current year.The rollback rate is the
maximum tax rate the City can set before the taxpayers can petition for an election to reduce the tax rate.After
adjustments for debt calculations,the rollback rate is equal to the effective rate times 8%,or in this example 43.61
cents for FY2017.
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FY2017 Annual Budget
HISTORICAL CERTIFIED ASSESSED VALUE AND TAX RATE
The graphs below depict certified taxable values and tax rates.Certified assessed values determine the tax base for
the City and aids in the adoption of the tax rate.With increases in both commercial and residential development,the
City has increased certified value by nearly $2 billion since FY2013.With these increases and future growth
projections,the City is able to generate significantly more revenue while maintaining one of the lowest tax rates in
the region.
For FY2017,the (AV)totals $6.34 billion.This represents an increase of 6.81%over last year’s AV and
an increase of nearly 32%compared to five years ago.The increased valuation has allowed the City to maintain a low
tax rate while still delivering high levels of service and new programs.In FY2017,the City’s tax rate will decrease by
one cent per $100 of valuation.
COMBINED TAX RATE
The total combined property tax bill in the City of Georgetown totals $2.32 per 100 of valuation.Based on the average
home value of $253,320,the City of Georgetown’s portion of the average property tax bill totals $1,074.08.
Fiscal
Year
Certified
Assessed Value Tax Rate
Percantage
Change
FY2007 $3,060,088,213 0.36730 15.78%
FY2008 $3,700,498,187 0.35660 20.93%
FY2009 $4,176,836,943 0.35620 12.87%
FY2010 $4,173,874,126 0.35620 0.07%
FY2011 $4,180,224,985 0.35620 0.15%
FY2012 $4,318,148,209 0.38750 3.30%
FY2013 $4,479,836,955 0.41000 3.74%
FY2014 $4,694,586,750 0.43950 4.79%
FY2015 $5,253,246,873 0.43400 11.90%
FY2016 $5,934,665,839 0.43400 12.97%
FY2017 $6,338,819,024 0.42400 6.81%
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FY2017 Annual Budget
PEER BENCHMARKING
The City utilizes peer benchmarking techniques to provide a point of reference for comparison.The City is mindful
to compare the organization to similarly sized central Texas cities in order to obtain meaningful data.
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FY2017 Annual Budget
CITY PROPERTY TAX RATE COMPARISON
The City of Georgetown’s tax rate is the lowest in the region.
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FY2017 Annual Budget
POPULATION AND GEORGETOWN’S TOP TEN
Georgetown is the County Seat for Williamson County,the fastest growing city over 50,000 in the nation as
published by the US Census Bureau.This means our city has seen steady growth over the past decade.Our
population in 2007 was 44,324 and our projected 2017 population is 61,915;these numbers show a 10year
population growth of 43.5%.
GEORGETOWN’S TOP TEN
Taxpayer
Assessed
Value
1WPGWolf Ranch,LLC $69,711,336
2CiticorpNorth America $60,732,836
3CitigroupTechnology,Inc $50,222,987
4TheBasshan Trust $36,694,921
5StDavid's Healthcare Partnership $35,136,906
6 Westinghouse Pointe Apts. $27,364,236
7Vantageat Georgetown $25,204,000
8 Summit at Rivery Park $25,029,930
9TwoRivers $24,669,572
10 Westinghouse Pointe Apts. $22,351,976
Taxpayers
Employer
Number of
Employees
1 Williamson County Government 1,582
2 Georgetown ISD 1,550
3Cityof Georgetown 682
4St.David's Hospital 512
5Airborn,Inc 482
6SouthwesternUniversity 450
7WesleyanHomes 340
8CaringHome Health 269
9LoneStar Circle of Care 201
10 Sun City (Del Webb)170
Employers
Customer
000 Gallons
Consumed
1SouthwestMaterials 127,035
2SouthwesternUniversity 51,575
3Cityof Georgetown 49,830
4Citicorpof North America,Inc 46,338
5SunCity Tx Comm Assoc 39,529
6 Georgetown ISD 35,252
7 Williamson County 34,991
8TeravistaHOA 27,100
9 Georgetown Place Apts 24,617
10 St.David's Hospital 21,843
Water Customers
Customer Volume
1Citicorpof North America,Inc 41,167
2SouthwesternUniversity 34,627
3 Williamson County 28,025
4 Georgetown ISD 26,302
5 Georgetown Place Apts 21,934
6StDavid's Hospital 19,831
7CypressCreek Apts 18,354
8WesleyanHomes 14,694
9 Indian Creetk Apts 13,004
10 City of Georgetown 12,702
Wastewater Customers
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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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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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FY2017 Annual Budget
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
261
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
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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
Changes FY2017 FT FY2017 PT
100General Fund
0602 Administration
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
0635 City 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
0655 Public 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
0702 Police 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
0742 PD 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
Changes FY2017 FT FY2017 PT
100General Fund
0744 Animal 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
0745 Code Enforcement
CHIEF CODE ENFORCEMENT OFFICER 1.0 1.0
CODE ENFORCEMENT OFFICER 4.0 4.0
0745Code Enforcement Total 5.0 5.0
0802 Public 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
0846 Streets
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
Changes FY2017 FT FY2017 PT
540Joint Services Fund
0317 Purchasing
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
0321 Customer 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
0502 GUS 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
0526 Engineering
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
0534 Conservation
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 Ch anges 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
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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
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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
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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
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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
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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)
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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
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FY2017 Annual Budget
ANNUAL ADMINISTRATIVE DIVISIONS & DEPARTMENTS ORDINANCE
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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).
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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
GLOSSARY & INDEX
Holiday Lights sponsored by Georgetown Utility Systems
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FY2017 Annual Budget
GLOSSARY &INDEX
Commonly Used Acronyms......................297
Glossary ....................................................298
Index .........................................................303
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FY2017 Annual Budget
COMMONLY USED ACRONYMS
ALS................................................Advanced Life Support
AMR........................................Automatic Meter Reading
APPA ........................American Public Power Association
ASE .................................Automotive Service Excellence
BCP ............................................Business Continuity Plan
BIA ............................................Business Impact Analysis
BRA ...............................................Brazos River Authority
BRE ...................................Business Retention Expansion
CAD .........................................Computer Aided Drafting
CAFR ..................Comprehensive Annual Finance Report
CAMPO ..........Capital Area Metro Planning Organization
CAPCOG ...............Capital Area Council of Governments
CCN .................Certificates of Convenience &Necessity
CCU .......................................................Cell Control Unit
CDBG .................Community Development Block Grants
CIP ........................Capital Improvement Plan (Program)
CIS ...................................Customer Information System
CSR .............................Customer Service Representative
CTSUD ....................Chisholm Trail Special Utility District
DFIRM ...................Digitized Flood Insurance Rate Maps
EARZ .............................Edwards Aquifer Recharge Zone
EAM .................................Enterprise Asset Management
EPA .............................Environmental Protection Agency
ERCOT ......................Electric Reliability Council of Texas
ERT ...................................Encoder Receiver Transmitter
ESD ......................................Emergency Services District
EST................................................Elevated Storage Tank
ETJ ........................................Extra territorial Jurisdiction
EVT ..................................Emergency Vehicle Technician
FAA ................................Federal Aviation Administration
FBO..................................................Fixed Base Operator
FEMA .............Federal Emergency Management Agency
FERC ..................Federal Energy Regulatory Commission
FTE...................................................Full Time Equivalent
GAAP .............Generally Accepted Accounting Principles
GASB...........Governmental Accounting Standards Board
GCAT .....Georgetown Communications and Technology
GEDCO........Georgetown Economic Development Corp.
GFOA .............Government Finance Officers Association
GHS...........................................Georgetown High School
GGAF ...General Government &Finance Advisory Board
GIS ................................Geographic Information System
GISD................Georgetown Independent School District
GMC .............................Georgetown Municipal Complex
GPS .........................................Global Positioning System
GTAB .........Georgetown Transportation Advisory Board
GTEC ..Georgetown Transportation Enhancement Corp.
GUS .....................................Georgetown Utility Systems
GVPID .........................................Georgetown Village PID
HARC .......Historical &Architectural Review Committee
HEB .....................................................H.E.Butt (Grocery)
HMAC ......................................Hot Mix Asphalt Concrete
HOT ................................................Hotel Occupancy Tax
HR .......................................................Human Resources
HRIS....................Human Resources Information System
HSUS ....................Humane Society of the United States
HVAC ...............Heating Ventilating and Air Conditioning
I &C ...................................Instrumentation and Control
IDR................................................Interval Data Recorder
IOOF .........................Independent Order of Odd Fellows
IRS ............................................Internal Revenue Service
ISF ..................................................Internal Service Fund
ISO............................................Insurance Services Office
IT ...............................................Information Technology
IT EOC ..............Information Tech.&Emerg.Ops Center
IVR ........................................Interactive Voice Response
LCRA ..............................Lower Colorado River Authority
MRU .........................................Maintenance Repair Unit
NIASE .Nat’l Institute for Automotive Service Excellence
NIGP ......National Institute of Governmental Purchasing
OMS ..................................Outage Management System
OTP ......................................Overall Transportation Plan
PAPI ...........................Precision Approach Path Indicator
PCI .........................................Pavement Condition Index
PID.......................................Public Improvement District
PMIS .........Pavement Management Information System
RFP .................................................Request for Proposal
RMS..................................Records Management System
RSMP..........................Regional Stormwater Master Plan
SAN ..............................................Storage Area Network
SCADA ............Supervisory Control and Data Acquisition
SIP .........................Service Improvement Program (fees)
SOP................................................Statement of Purpose
SRF ................................................Special Revenue Fund
SUD ................................................Special Utility District
TCA ...................................Texas Commission on the Arts
TCEQ ........Texas Commission on Environmental Quality
TCLEOSE .Texas Commission of Law Enforcement Office
Standards and Education
TDS ...............................................Texas Disposal System
TEC .......................................Texas Electric Cooperatives
TEEX .......................Texas Engineering Extension Service
TLETS ..............Texas Law Enforcement Telecom System
TXDOT ...................Texas Department of Transportation
UDC ......................................Unified Development Code
VIPS ....................................Volunteers in Police Services
VSC ...............................................Vehicle Service Center
WCAD....................Williamson Central Appraisal District
WCHM ..................Williamson County Historical Society
WD .........................................................Western District
WMD...........................World Movement for Democracy
WWTP ...............................Wastewater Treatment Plant
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FY2017 Annual Budget
GLOSSARY
Accrual Accounting:A basis of accounting in which
revenues are recognized in the accounting period in which
they are earned,and expenses are recognized in the period
in which they are incurred.
Administrative Charges:The charges imposed upon a fund
for support services provided by another fund.For
example,the Accounting Department (Joint Services Fund)
provides services to the Electric Fund,therefore the Joint
Services Fund charges the Electric Fund for these services
based on reasonable allocation methods.
Adopted:Adopted,as used in fund summaries and
department and division summaries within the budget
document,represents the budget as approved by formal
action of the City Council which sets the spending limits for
the fiscal year.
Ad Valorem:In proportion to value.A basis for levy of
taxes on property.
Amended Budget:Includes the adopted budget for a fiscal
year,plus any budget amendments or budget transfers.
Annexed Property:Landpreviously outside the City limits
that becomes part of the City during a year through the
legal process of incorporation.
Appropriation:An authorization made by the City Council
through an approved budget which permits the City to
incur obligations and to make expenditures of resources.
Appropriations lapse at the end of the fiscal year.
As Built Drawings:Revised plans submitted by a contractor
upon completion of a project to reflect the changes made
in specifications during the construction process.They
show all exact dimensions,geometry,&location of all
elements of the completed project.
Assessed Valuation:A valuation set upon real estate or
other property by the County Appraisal District to be used
as a basis for levying taxes.
Asset:Resources owned or held which have monetary
value.
Audit:A comprehensive review of the manner in which the
government's resources were actually utilized.A certified
public accountant issues an opinion over the presentation
of financial statements,tests the controls over the
safekeeping of assets and makes recommendations for
improvements where necessary.
Balance Sheet:A financial statement that discloses the
assets,liabilities,reserves and balances of a specific fund as
of a specific date.
Balanced Budget:A budget in which planned expenditures
can be met with current income from property tax,sales
tax,and other revenues.
Base Budget:The on going expense for personnel,
operating services and the replacement of supplies and
equipment to maintain service levels.The base budget
does not include new programs or projects,which are
approved on an individual basis.
Basis of Accounting:Timing of recognition for financial
reporting purposes (when the effects of transactions or
events should be recognized in financial statements).
Benchmarking:Measures progress from a point in time and
is something that serves as a standard by which others may
be measured.
Bond:A written promise,generally under seal,to pay a
specified sum of money,called the face value,at a fixed
time in the future,called the date of maturity,and carrying
interest at a fixed rate,usually payable periodically.The
difference between a note and a bond is that the latter
usually runs for a longer period of time and requires
greater legal formality.
Budget:A plan of operation embodying an estimate of
proposed expenditures for a given period and the
proposed means of financing them.The City of
Georgetown’s budget is called the Annual Operating Plan.
Budget by Program/Function:A breakdown of the annual
budget that groups like expenditures by the type of
program or function.Interfund charges and Internal
Service fund premiums or leases are eliminated for
presentation purposes.
Budget Year:The fiscal year of the City which begins
October 1 and ends September 30.
Capital Budget:A plan of proposed capital outlays and the
means of financing them for the current fiscal period.
Capital or Capital Outlay:See the Capitalization Policy in this
Budget for a definition of this term.
Capital Expenditure:Funds spent for the acquisition of a
long term asset.
Capital Improvement Program:The Capital Improvement
Program (CIP)is a comprehensive plan of capital
investment projects which identifies priorities as to need,
method of financing,and project costs and revenues that
will result during a five year period.The program is a guide
for identifying current and future fiscal year requirements
and becomes the basis for determining the annual capital
budget.
CIP or Capital Projects:A group of planned expenditures for
construction of large scale assets,such as a water line.
Significant maintenance projects,such as street overlay,
298
FY2017 Annual Budget
are also considered capital projects,but are capitalized
only in the event they extend the life of the asset.
Capital Recovery Fees:Capital Recovery Fees,sometimes
called “impact fees”,are developer paid infrastructure fees
adopted under Chapter 395 of Texas Local Government
Code or as part of a development agreement.
Capital Replacement Fund:Vehicle which allows purchase
of operating capital items on a long term basis through
budgeted annual payments and transfers during the fiscal
year.The City’s Fleet and Information Services Internal
Service Funds act as capital replacement funds.
Cash Accounting:A basis of accounting in which
transactions are recorded when cash is either received or
expended.
City Charter:The document that establishes the City as an
incorporated political subdivision (municipal government)
in accordance with the statutes of the State of Texas.The
charter provides the form,roles and powers of the
municipal government that is the City of Georgetown.
“Cloud”:General reference to highly optimized IT services
(software,servers,data)that are built and managed by
Cloud providers who sell use of these systems to
customers.The Cloud is accessed via Internet connections
to Cloud data centers.
Computer Aided Drafting:The use of a computer system to
assist in the creation,modification or analysis of a design.
Conservation Rate:A stepped water rate,effective only
during the summer months for residential customers,to
encourage water conservation.All revenue generated
from these increased rates is put aside to be used for
future expansion of water treatment plants.
Contingency:A budgetary appropriation reserve set aside
for emergencies or unforeseen expenditures not otherwise
budgeted for.The primary contingency account requires
City Council approval for all expenditures.
Contingency Reserves:A portion of the budgeted ending
fund balance or working capital that is not available for
appropriation.The intent of the reserves are to provide
flexibility,should actual revenues fall short of budgeted
revenues and to provide adequate resources to implement
budgeted expenditures.
Coverage Ratio:A term defined by revenue bond
indenture.Refers to the ratio of net revenues of the
electric,water and wastewater systems,after all
maintenance and operations expenses are considered,to
total debt service.The minimum ratio required by the
current bond indenture is 1:25.The City’s Fiscal Policy
requires 1.5 times coverage.
Debt Margin:The difference between the maximum
amount of debt that is legally permitted and the amount of
debt outstanding subject to the limitation.
Debt Payments:Scheduled payments of principle and
interest on outstanding debt.The payments are often
referred to as “debt service”.
Debt Principle Reduction:The scheduled yearly payment that
reduces the amount of outstanding debt.
Debt Service:The City's obligation to pay principal and
interest on bonded debt.
A. Self Supported Debt:Debt for which the City has
pledged a repayment source separate from its general
tax revenues (e.g.stormwater bonds repaid from
stormwater drainage fees.)
B. Tax Supported:Debt for which the City has pledged a
repayment from its property taxes.
Debt to Valuation Ratio:The amount of taxable debt
outstanding as a percentage of the taxable property
assessment.This is a common benchmark used to
determine the appropriateness of a city’s property tax
supported general obligation debt (including Certificates of
Obligation).
Dedicated Property Tax:The portion of property taxes that is
set aside for a specific use,such as street maintenance.The
City Council has dedicated five cents of the property tax rate
to street capital improvements.
Del E.Webb Corporation (Del Webb):see Sun City Texas.
Delinquent Taxes:Taxes that remain unpaid after the date
on which a penalty for nonpayment is attached.Property tax
statements are mailed out in October and become
delinquent if unpaid by January 31.
Department:A specific functional area within a City division.
Depreciation:The process of estimating and recording the
expired useful life of a fixed asset which is used to distribute
its cost over its revenue producing years.
Division:An administrative unit of the City having
management responsibility for a group of departments.
Effective Tax Rate:Texas law prescribes a formula for
calculating the effective tax rate for cities.The net effect of
the formula is to produce a tax rate that goes down when
property values rise (and vice versa)to generate a rate that
produces approximately the same revenue as the year
before.The formula makes adjustments for additional debt
service,newly annexed property,and newly constructed
property.If the tax rate is raised by three percent or more
over the prior year's effective tax rate,State law requires
that special notices must be posted and published.If the
increase is more than 8%,the increase above 8%is subject
to a possible rollback election by the voters.
Employee Benefits:For the purpose of budgeting,this term
refers to the City’s costs of health insurance,pension
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FY2017 Annual Budget
contributions,social security contributions,workers’
compensation and unemployment insurance costs.
Encumbrance:Any commitment of funds against an
appropriation.It may be in the form of a purchase order or
a contract.Encumbrance accounting is formally integrated
into the accounting system for expenditure control
purposes.An encumbrance differs from an account
payable as follows:an account payable represents a legal
liability to pay and results from the goods and/or services
requested in a purchase order or contract having been
delivered to the City.Until such time as the goods and/or
services are delivered,the commitment is referred to as an
encumbrance.
Engineering Analysis:The application of scientific principles
&processes to reveal the properties &state of the system,
device,or mechanism under study.
Enterprise Asset Management: Computer software used for
the management of physical assets of an organization.
EAM software is designed to offer solutions to optimize the
lifecycle of assets as well as cost efficient solutions for the
construction,operations,maintenance,&replacement of
assets.
Enterprise Fund:A fund established to finance and account
for operations (1)that are financed and operated in a
manner similar to private business enterprises where the
intent of the governing body is that the costs (expenses,
including depreciation)of providing goods or services to
the general public on a continuing basis be financed or
recovered primarily through user charges;or (2)where the
governing body has decided that periodic determination of
revenues earned,expenses incurred,and/or net income is
appropriate for capital maintenance,public policy,
management control,accountability,or other purpose.
Executive Limitations:Specific boundaries stated as part of
the City’s governance model.The boundaries serve as the
limits within which staff must accomplish the goals and
objectives of the City.
Expenditures:If the accounts are kept on the accrual basis
this term designates total charges incurred,whether paid
or unpaid,including expenses,provision for retirement of
debt not reported as liability of the fund from which
retired,and capital outlays.If accounts are kept on the
cash basis,the term covers only actual disbursements for
these purposes.Encumbrances are not considered
expenditures.
Expense:Charges incurred,whether paid or unpaid,for
operation,maintenance,interest,and other charges which
are presumed to benefit the current fiscal period.Legal
provisions sometimes make it necessary to treat as
expense charges whose benefits extend over future
periods.
Fiscal Year:An accounting period,typically twelve months,
to which the annual budget applies and at the end of which
a city determines its financial position and results of
operations.The City's fiscal year is October 1 through
September 30.
Fixed Assets:Assets of a long term character which are
intended to continue to be held or used,such as land,
buildings,machinery,furniture and other equipment.
Franchise fees:A fee that a government imposes to permit
the continuing use of public property and right of ways,such
as city utility poles,streets,etc.
Full Time Equivalent (FTE):A part time position converted to
the decimal equivalent of a full time position based on 2,080
hours per year,or a full value of one for a full time position.
Functional Plan:Elements of the Century Plan which
describe 15 policy plan categories that detail the manner in
which the Policy Plan will be fulfilled.City Council has
adopted to date four Functional Plan elements:Economic
Development Strategic Plan,Development Plan,Parks and
Recreation Plan and Facilities and Services Plan.The
preparation and adoption of the Functional Plans,including
Land Use,Transpiration,Utilities,Environmental,Citizen
Participation,Housing,Health and Human Services,Historic
Preservation,Airport,Annexation,Urban Design and Capital
Improvements,are to be completed in subsequent years.
Fund:An independent fiscal and accounting entity with a
self balancing set of accounts recording cash and/or other
resources,together with all related liabilities,obligations,
reserves,and equities which are segregated for the purpose
of carrying on in accordance with special regulations,
restrictions,or limitations.
Fund Balance:The excess of a fund's assets over its liabilities
and reserves.
Funding Source:Identifies the source of revenue to fund
appropriations.
General Fund:The fund that is available for any legal
authorized purpose and which is therefore used to account
for all revenues and all activities except those required to be
accounted for in another fund.Note:The General Fund is
used to finance the ordinary operations of a governmental
unit.
Generally Accepted Accounting Principles (GAAP):The
uniform minimum standards and guidelines for financial
accounting and reporting.The primary authoritative body
on the application of GAAP to state and local governments is
the Governmental Accounting Standards Board (GASB).
General Obligation Debt:Tax supported bonded debt which
is backed by the full faith and credit of the City.
Geographic Information System (GIS):A computer system
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FY2017 Annual Budget
used to collect,store,manipulate,analyze,and display
spatial or geographic data.
Georgetown Transportation Enhancement Corporation
(GTEC):This corporation was formed to promote economic
and community development within the City and the State
of Texas through the payment of costs for streets,roads,
drainage,and other related transportation system
improvements,including the payment of maintenance and
operating expenses associated with such authorized
projects.
Georgetown Utility Systems (GUS):Division within the City
of Georgetown’s organizational structure,responsible for
maintaining a positive working relationship with outside
organizations including the Texas Commission on
Environmental Quality (formerly the Texas Natural
Resources Conservation Commission)and the Texas
Department of Transportation.The Division also
coordinates contracts with the private sector and oversees
and coordinates the “Safe Place”children’s program.
Governmental Funds:Funds generally used to account for
tax supported activities.There are five different types of
governmental funds:general,special revenue,debt
service,capital projects,and permanent funds.
Grant:A contribution by one governmental unit to another.
The contribution is usually made to aid in the support of a
specified function (for example,education),but it is
sometimes also used for general purposes.
Home Rule City:A City in which Council is free to enact
legislation,adopt budgets,and determine policies,subject
only to the limitations imposed by the Texas Constitution
and City Charter.
Hotel Occupancy Tax (HOT):Hotel occupancy tax is imposed
on the rental of a room or space in a hotel costing $15 or
more each day.The tax applies not only to hotels and
motels,but also to bed and breakfasts,condominiums,
apartments and houses.
Impact Fees:Fees assessed to developers to help defray a
portion of the costs that naturally result from increased
development.By Texas law,these fees must be used for
capital acquisition or debt service relating to capital
projects.
Indicator:A benchmark used to measure performance or
workload,or compare against a predetermined standard.
Infrastructure:Roads,bridges,curbs and gutters,streets,
sidewalks,drainage systems,lighting systems,water lines,
wastewater lines and other improvements that are
installed for the common good.
IT Infrastructure:All of the physical devices that make up
the City’s network and data center.
Interfund Transfer:A movement of cash between funds for
the purpose of return on investment or funding projects and
operations.
Internal Service Fund (ISF):A fund established to finance and
account for services and commodities furnished by a
designated department or agency to other departments or
agencies within a single governmental unit or to other
governmental units.Amounts expended by the fund are
restored thereto,either from operating earnings or by
transfers from other funds,so that the original fund capital
is kept intact.
ISF Premiums:Fees charged by one fund to other
departments based on replacement costs and usage costs
for vehicles,computers,buildings,and administrative fees
charged to funds based on service needs.
Major Fund:Any fund that meets both of the following:(1)
total assets,liabilities,revenue or expenditures constitute at
least 10 percent of the corresponding total (assets,
liabilities,etc.)for all funds of that category or type and (2)
total assets,liabilities,revenues,or expenditures are at least
5 percent of the corresponding total for all governmental
and enterprise funds combined.
Modified Accrual Accounting:A basis of accounting in which
expenditures are accrued but revenues are accounted for
when it becomes measurable and available.
Operating Budget:This budget,associated with providing
on going services to citizens,includes general expenditures
such as personal services,professional services,
maintenance costs,supplies and operating capital items.
Outage Management:A system used by electric distribution
operators to assist in the restoration of power by providing
information on the extent of outages,calculations for the
needed time and manpower to complete repairs,and
prioritizing and managing available resources.
Pavement Management Information Systems:An automated
system for storing,retrieving,analyzing and reporting
pavement condition information.
Personnel Expenditures:For the purpose of budgeting,this
term refers to all wages and related items:regular pay,
premium pay,longevity pay,social security,life insurance,
retirement plan contributions,health insurance and
workers'compensation insurance.
Program:A group of related activities performed by one or
more organizational units for the purpose of accomplishing
a function for which the City is responsible.
Projected Actual:An estimate of year ending balances for all
accounts used for budgeting purposes.
Property Taxes:Used to describe all revenue received in a
period from current taxes and delinquent taxes.Property
taxes are levied on both real and personal property
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FY2017 Annual Budget
according to the property's valuation and tax rate.
Proprietary Funds:Funds that focus on the determination
of operating income,changes in net position,financial
position,and cash flows.There are two types of Propriety
Funds:enterprise funds and internal service funds.
Public Improvement District (PID):An area where property
owners are charged a special levy to defray part or all of
the costs of specific improvements or services that are
presumed to be a general benefit to the public and of
special benefit to such properties.
ReservationA balance of funds that are set aside by policy
for a specific purpose or to draw upon for emergencies (as
in contingency reservation).
Revenue:The yield of taxes and other monetary resources
that the City collects and receives into the treasury for
public use.For those revenues which are recorded on the
accrual basis,this term designates additions to assets
which (1)do not increase any liability;(2)do not represent
the recovery of an expenditure;(3)do not represent
contributions of fund capital in enterprise and internal
service funds.The same definition applies to those cases
where revenues are recorded on the modified accrual or
cash basis,except that additions would be partially or
entirely to cash.
Revenue Bonds:Bonds of the City which are supported by
the revenue generating capacity of the electric,water and
wastewater system.
Service Improvement Program (SIP)Fees:Charges paid,on a
per unit cost basis,by a developer for a portion of the cost
of infrastructure improvements such as fire protection,
road improvements,electric,wastewater and water system
improvements needed to service a development.Fees are
set as part of a Council approved development agreement.
Special Revenue Fund (SRF):A fund used to account for the
proceeds of specific revenue sources (other than special
assessments,expendable trusts,or for major capital
projects)that are legally restricted to expenditure for
specified purposes.
Special Utility District:A legally separate political
subdivision under Texas law to provide utility services.
Sun City Texas:Del E.Webb Corporation (Del Webb)broke
ground in May 1995 on a 9,500 home,5,300 acre active
retirement community called Sun City Texas.The City’s
development agreement with Del Webb provides for fire
protection,wastewater,water and electric services,and
collector and arterial street improvements,as well as
annexation as each phase is started.The City is providing
the off site improvements with the construction and
carrying costs offset by special impact fees,paid by Del
Webb,without cash shortfalls or increases in overall
service rates for water and wastewater.
Surplus:The excess of the assets of a fund over its liabilities;
or if the fund has other resources and obligations;the
excess of resources over the obligations.The term should
not be used without a properly descriptive adjective unless
its meaning is apparent from the context.See also Fund
Balance.
Tax Base:The total value of all real,personal and mineral
property in the City as of January 1st of each year,as
certified by the County Appraisal Board.The tax base
represents net value after all exemptions.
Tax Levy:The resultant product when the tax rate per one
hundred dollars is multiplied by the tax base.
Tax Rate:Total tax rate is set by Council and is made up of
two components:debt service and operations rates.It is
the amount levied for each $100 of assessed valuation.
Tax Roll:The official list showing the amount of taxes levied
against each taxpayer or property.
Times Coverage Ratio:A calculation of the revenue available
divided by the combined debt payment requirement of the
utilities.This ratio is one indication of the City’s ability to
pay its revenue debt obligations.
Transfers In/Out:Amounts transferred from one fund to
another to assist in financing the services or programs for
the recipient fund.
Unencumbered Fund Balance:For budget purposes,the
unencumbered fund balance is the amount of undesignated
fund balance of a fund available for allocation.
Urban Design:The unique character of Georgetown formed
primarily by its man made physical features.
User Charges:The payment of a fee for direct receipt of a
public service by the party benefiting from the service.
Virtualization:The conversion of physical application servers
and desktop computers to "software"based systems.
Instead of having each server or desktop running on a
physical "box",virtualization allows many servers to run on a
few physical machines.The City of Georgetown runs over
160 servers on five (5)physical boxes.Virtualization
provides extraordinary ROI.
Working Capital:For enterprise funds,the excess of current
assets over current liabilities.Working capital of a fund is
important because budgeted expenditures of the fund must
be provided for from cash receipts during the year
supplemented by working capital carried over from prior
years,if any.
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FY2017 Annual Budget
INDEX
Accounting .............................................................162
Administrative Services ...........................................52
Airport ....................................................................119
Animal Services ........................................................76
Annual Budget Calendar of Events ..........................30
Authorized General Obligation Debt .....................225
Boards and Commissions.......................................292
Budget Adoption and Management Process ..........28
Budget Award ............................................................3
Budget Enhancements ..........................................275
Capital Projects
Airport ................................................................210
Electric ................................................................195
General Capital Projects .....................................200
Stormwater.........................................................198
Water ..................................................................190
Capital Projects Summary......................................189
City Council ..............................................................54
City Council Strategies .............................................25
City Secretary’s Office..............................................56
Code Enforcement ...................................................78
Commonly Used Acronyms ...................................297
Community Profile ...................................................15
Conservation ..........................................................164
Contingency Reserve Requirements .....................274
Convention &Visitors Bureau ...............................136
Customer Care .......................................................166
Debt Management &Policy ..................................215
Economic Development ........................................168
Electric Admin &Energy Services ............................94
Electric Engineering .................................................96
Electric System Operations......................................98
Electric Technical Services .....................................100
Energy Services ........................................................94
Engineering ............................................................170
Engineering Support ..............................................172
Facilities Maintenance ...........................................152
Finance Administration .........................................177
Fire Emergency &Support Services ........................58
Fiscal and Budgetary Policy ...................................237
FiveYear Projections
Electric Service Fund ..........................................104
General Fund ........................................................88
Water Services Fund ...........................................116
Fleet Services .........................................................154
Fund Summaries
Airport Fund ........................................................119
Electric Fund .........................................................91
General Fund ........................................................47
Joint Services Fund .............................................161
Special Revenue Funds .......................................131
Stormwater Drainage Fund ................................124
Water Services Fund ...........................................107
Georgetown’s Location ............................................17
GEDCO Budget (reference only).................................144
GTEC Budget (reference only)....................................146
Georgetown:Then and Now ...................................18
Georgetown Utility Systems Administration .........176
Glossary ..................................................................298
Governmental Contracts .........................................60
Human Resources ..................................................178
Information Technology ........................................156
Inspection Services ..................................................62
Insurance ................................................................180
Legal &Insurance...................................................180
Library ......................................................................64
Main Street ............................................................182
Municipal Court .......................................................66
Operations &Maintenance ...................................211
Ordinances
Administrative Divisions &Departments ...........289
Budget Adoption Ordinance ...............................284
Tax Rate Ordinance ............................................287
Organizational Chart ................................................19
City Operations by Division/by Fund ....................34
City Operations by Fund .......................................33
Other Enterprise Funds..........................................117
Paramedic Program ...............................................138
Parks .........................................................................68
Personnel Summary by Fund .................................265
Personnel Summary New Positions FY2017 ..........264
Planning....................................................................72
Police Administration &Operations ........................74
Proposed Debt Issues ............................................224
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FY2017 Annual Budget
Public Communications ...........................................80
Public Works Administration ...................................82
Purchasing .............................................................184
Recreation ...............................................................70
Resource Management .........................................102
Reuse Irrigation .....................................................114
SelfInsurance Fund ...............................................158
Solid Waste &Recycling Services ............................84
Special Revenue Funds ..........................................129
Statistical Information ...........................................230
Stormwater Drainage ............................................124
Strategic Visioning in Georgetown ..........................23
Streets......................................................................86
Tax Increment Reinvestment Zones (TIRZ’s).........140
Transmittal Letter ......................................................9
User’s Guide to the Budget .......................................6
Utility Debt Service ................................................222
Utility Revenue Bond Coverage ............................223
Utility Rates ...........................................................280
Water Services.......................................................105
Wastewater ...........................................................112
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