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Vision: A caring
community,
honoring our past,
and innovating for
the future.
CITY OF
GEORGETOWN
Fiscal Year 2019 BUDGET
and Five-Year Capital Improvement Plan
FY2019 Annual Budget
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 contain a cover page that includes the following information:
This budget is projected to raise more revenue from property taxes than
last year’s budget by an amount of $2,528,232, which is a 9% increase from
last year’s budget. The property tax revenue to be raised from new
property is $1,048,344.
The Georgetown City Council adopted this budget during it’s regular scheduled Council meeting on September 11, 2018. The record
vote by each council member for the FY2019 Adopted Budget went as follows:
For: District 1: Councilmember Eby District 5: Councilmember Pitts
District 2: Councilmember Nicholson District 6: Councilmember Jonrowe
District 3: Councilmember Hesser District 7: Councilmember Gonzalez
District 4: Councilmember Fought
Against: None
Present and not voting: None
Absent: None
The total amount of municipal debt obligation secured by property taxes for the City of Georgetown is $158,154,681.
Tax Rate Comparison for the municipal property rates for the City of Georgetown are as
follows:
FY2018 FY2019
Property Tax Rate: $0.42400 $0.42400
Effective Tax Rate: $0.404790 $0.407273
Effective Maintenance & Operations Tax Rate: $0.21509 $0.19955
Rollback Tax Rate: $0.433335 $0.428048
Debt Rate: $0.22734 $0.22045
FY2019 Annual Budget
MISSION STATEMENT, CITY COUNCIL PRIORITIES, & CITY LEADERSHIP
PURSUE OUR MISSION
Georgetown is a caring community, honoring its past, and innovating for the future.
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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FY2019 Annual Budget
CITY COUNCIL
District 6
Rachael Jonrowe
District 4
Steve Fought
District 1
Anna Eby
Mayor
Dale Ross
District 5
Kevin Pitts
District 3
John Hesser
District 2
Valerie Nicholson
District 7
Tommy Gonzalez
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FY2019 Annual Budget
BUDGET AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented and awarded for Distinguished
Budget Presentation to the City of Georgetown for its annual budget for the fiscal year beginning October 1, 2017.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy
document, as an operations guide, as a financial plan, and as a communications device.
The award is valid for a period of one year only. The City of Georgetown has recevied the Distinguished Budget Presentation
Award for the last 29 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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FY2019 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 ............................................... 14
Performance Management Program ................... 17
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
Budgeted Revenues ............................................. 33
Budgeted Expenses .............................................. 34
Major Revenue Sources ....................................... 35
All Funds Summary by Fund/by Division .............. 38
All Funds Summary by Fund/by POC .................... 40
City Departments by Fund ................................... 42
Fund Structure ...................................................... 43
GENERAL FUND
General Fund Summary........................................ 47
City Council ........................................................... 54
Administrative Services ........................................ 56
City Secretary’s Office .......................................... 58
Communication .................................................... 60
Fire and EMS ......................................................... 64
Inspections ........................................................... 68
Library, Arts, and Culture ..................................... 72
Municipal Court .................................................... 74
Parks Administration and Garey Park .................. 76
Recreation and Tennis Center ............................. 78
Planning ................................................................ 80
Police: Administration & Operations ................... 84
Police: Animal Services ........................................ 86
Police: Code Enforcement ................................... 88
Solid Waste & Recycling Services ......................... 90
Public Works and Streets ..................................... 92
General Fund Five-Year Projections ..................... 94
ELECTRIC FUND
Electric Fund Summary ......................................... 97
Energy Services ................................................... 100
Technical Services ............................................... 104
Resource Management ...................................... 106
Electric Fund Five-Year Projections .................... 108
WATER FUND
Water Services Fund Summary .......................... 111
Water Services and Irrigation ............................. 116
Wastewater Services .......................................... 118
Water Fund Five-Year Projections ...................... 120
OTHER ENTERPRISE FUNDS
Airport Fund Summary ....................................... 123
Airport ............................................................. 126
Stormwater Drainage Fund Summary ................ 128
Stormwater Drainage ...................................... 130
SPECIAL REVENUE FUNDS
Special Revenue Funds Overview ....................... 135
Convention & Visitors Bureau ............................ 140
EMS Paramedic Fund .......................................... 144
Tax Increment Reinvestment Zones (TIRZ) ........ 146
Street Maintenance Fund ................................... 150
GEDCO Budget .................................................... 152
GTEC Budget ....................................................... 154
INTERNAL SERVICE FUNDS
Internal Service Funds Overview ........................ 159
Information Technology ..................................... 160
Facilities Maintenance ........................................ 167
Fleet Services ...................................................... 170
Self-Insurance Fund ............................................ 176
JOINT SERVICES FUND
Joint Services Fund Summary ............................. 181
Accounting .......................................................... 184
Conservation ....................................................... 188
Customer Care .................................................... 190
Economic Development ..................................... 192
Engineering ......................................................... 196
Business Systems Services .................................. 198
Finance Administration ...................................... 200
Georgetown Utility Systems Admin ................... 204
Human Resources ............................................... 206
Business Improvement Program ........................ 208
Purchasing .......................................................... 210
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FY2019 Annual Budget
JOINT SERVICES FUND (CONT)
Joint Services Contracts ......................................... 214
Legal ....................................................................... 214
CAPITAL IMPROVEMENT PROJECTS
Capital Projects Summary ................................... 217
Operations & Maintenance ................................ 218
General Capital Project Fund .............................. 219
List of CIP Projects .............................................. 220
DEBT
Debt Management Policy ................................... 233
Outstanding Debt Summary ............................ 234
Utility Debt .......................................................... 240
Utility Revenue Bond Coverage....................... 246
Proposed Debt Issue ........................................... 247
Authorized General Obligation Debt .................. 249
Debt Service Fund ............................................... 250
STATISTICAL
Statistical Information ........................................ 253
Tax Rate .............................................................. 253
REFERENCE
Fiscal and Budgetary Policy ................................ 259
Detailed Employee Listing
FY2019 Summary of New Positions ................ 287
Detailed Employee Listing by Fund ................. 289
Contingency Reserve Requirements .................. 321
Approved FY2019 Budget Enhancements .......... 322
Utility Rates ......................................................... 335
Annual Budget Adoption Ordinance .................. 339
Annual Tax Rate Ordinance ................................ 342
Boards & Commissions ....................................... 344
ACRONYMS / GLOSSARY / INDEX
Commonly Used Acronyms ................................ 348
Glossary ............................................................... 349
Index .................................................................... 354
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FY2019 Annual Budget
USERS GUIDE TO THE BUDGET DOCUMENT
The primary purpose of the budget 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 an 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.
The FINANCIAL SUMMARY section includes information about organizational structure as well as financial information as it relates
to the functional divisions and departments of our city. It also 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 type and by
major expense category.
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 includes basic governmental services, such as Police, Fire, and Parks
functions among others; SPECIAL 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. In addition, the City budgets for proprietary funds including UTILITY SERVICE FUNDS which account for the Electric, Water,
Wastewater and Irrigation utilities; OTHER ENTERPRISE FUNDS used to account for the City’s “business like” activities including the
airport and stormwater utility; INTERNAL SERVICE FUNDS and the JOINT SERVICES FUND to account for goods or services provided by
one internal department to another. The City also includes budgets for both of its component units within this section.
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 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.
This section also includes utility rate schedules and copies of the ordinances adopting both the budget and tax rate. Finally,
this section includes the detailed listing of authorized full-time equivalent positions.
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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FY2019 Annual Budget
Summer Day in Blue Hole
OVERVIEW
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FY2019 Annual Budget
OVERVIEW
Transmittal Letter ......................................... 9
Community Profile...................................... 14
Performance Management Program .......... 17
Organizational Chart ................................... 19
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FY2019 Annual Budget
October 1, 2018
To the Honorable Mayor Ross, Members of the City Council, and residents of Georgetown:
I am pleased to present the City of Georgetown Annual Budget and Five Year Capital Improvement Plan for Fiscal
Year 2019. The Annual Budget outlines the programs and services provided to our residents. 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: Georgetown: a caring community honoring our past and innovating for the future.
FY2018 YEAR IN REVIEW
For the past 5 years, U.S. census data indicated Georgetown was one of the top 10 fastest-growing cities in the nation
with a population above 50,000 residents. It is estimated Georgetown’s population increased by 5.4 percent in the
last year, and by more than 30 percent since 2010. This unprecedented growth in Georgetown means we are
preparing our operations and infrastructure to meet the needs of a City of 100,000.
With growth comes the reality of increased demands for fundamental City services like public safety, transportation,
and quality of life services in recreation and arts. Throughout the budget process, it was our goal to respond to growth
through investments in infrastructure and key service areas as well as carry out Council’s updated strategic goals.
FY2018 ACCOMPLISHMENTS
Transportation, Infrastructure, and Utilities
Southwest Bypass Opening: This year the City opened its largest 2015 transportation bond project to date. The $20
million project began in 2016 and greatly increases mobility on west side of town by connecting Highway 29 and
Leander Road. In partnership with Williamson County, the second phase is currently under construction and will
continue the connection to I-35.
Airport Road Construction: The City broke ground
expanding Airport Road to 5 lanes from Lakeway Drive to
Aviation Drive. The $4.5 million project will improve
traffic flow at the Lakeway Drive intersection and
facilitate economic activity in the area.
Rivery Boulevard: The City broke ground on the Rivery
Boulevard Extension project. Part of the 2015 Road Bond
program, this $4.5 million project extends the road north
of Williams Drive and connects to Northwest Boulevard.
The road will provide direct access from the Conference
Center to additional hotels near I-35.
City Center Construction: The City broke ground on
renovating two facilities. The results will be a City Hall and
new Council Chambers and Municipal Court. Relocating
these functions to the west side of downtown creates a civic campus joining the Georgetown Public Library, and
Historic Light and Waterworks Building.
100% Renewable Energy: After many media opportunities over the past year highlighting the effort, Georgetown is
finally officially powered by 100% renewable wind and solar sources. On July 1, the city began receiving electricity
Groundbreaking of City Center project
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FY2019 Annual Budget
from the Buckthorn solar plant in West Texas. The 1,250-acre plant contains 1.7 million solar panels, positioning
Georgetown with reliable energy source at stable prices.
Bloomberg Philanthropies Mayors Challenge: Georgetown was selected as one of 35 Champion Cities to be finalists
in the 2018 US Mayors Challenge, a nationwide competition that encourages cities to develop innovative ideas to
address challenges. The City will use a $100,000 grant to test, learn and adapt the idea of establishing a virtual power
plant. Staff are conducting workshops with the community to explore the feasibility of installing rooftop solar on
commercial and residential properties to offset reliance on wholesale purchased power contracts.
Parks and Recreation, Library, Arts and Culture
Park Openings: The community celebrated the grand opening of the 525 acre Garey Park on June 9, 2018. Amenities
in the park include a playground, splash pad, dog park, equestrian arena, hiking trails and the Garey House converted
to an event space. As of mid-July, the park has confirmed 29 event bookings through December 2019. This beautiful
hill country oasis on the south fork of the San Gabriel River will bring joy to residents and visitors for generations. San
Gabriel Park Renovations Phase I was also completed this year. The upgrades include improvements to the playscape,
restrooms, pavilions, signage and parking.
Library Gold Medal Award: The Institute of Museum and
Library Services awarded the Georgetown Public Library
one of 10 recipients of the 2018 National Medal for
Museum and Library Service. This award is the highest
honor given to museums and libraries that make significant
and exceptional contributions to their communities.
Economic and Community Development
Holt Caterpillar: The 85,000 square foot sales, rental, parts
and service dealer broke ground on January 30, 2018. The
facility is projected to create 130 new jobs and net benefit
of $16 million over the next 10 years. This addition to the
sales tax and commercial property tax portfolio will help
diversify Georgetown’s economy.
Comprehensive Plan Update: The City of Georgetown
adopted its 2030 Comprehensive Plan in 2008. The plan acts
as a guide to the City’s growth and development decisions.
Ten years later, in the midst of phenomenal growth trends, the City has kicked off updating the plan with land uses,
housing options and public engagement.
Red Poppy Festival: In 2018, the Red Poppy Festival received approximately 75,000 attendees, making it the largest
special event in Williamson County. The event showcases the Most Beautiful Town Square in Texas, including parade,
live music, food court and artisan booths. 2019 will mark the 20th anniversary of the festival.
Downtown Development: Several projects in downtown continue to revitalize the area. The Lofts on Rock opened
this year, a new residential property near the Square. The Watkins Building broke ground, bringing new commercial
spaces for office and entertainment to the Square. Finally, the Stromberg Hoffman historic building will see
revitalization with a new restaurant and entertainment venue.
Children playing at Georgetown Public Library
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FY2019 Annual Budget
FY2019 BUDGET DEVELOPMENT
The FY2019 Budget is developed around three core themes. First, the budget continues to address maintaining
service levels. Funding for water services crews, the preparation of future annexations, and the opening of Fire Station
7 are included in the budget to lay the foundation for success in meeting increased demands for service.
Second, we sought to craft a budget which continued initiatives and investments. The budget includes the full year of
operations for Garey Park and a School Resource Officer for Wagner Middle School. Infrastructure investments
include the remaining 2015 Transportation Bond projects, a downtown parking garage, as well as expanding our
current waste transfer station. We are also expanding our successful Business Improvement Program from the utility
to citywide. This effort to improve processes and efficient use of resources will pay off as we continue to grow.
Lastly, this Budget is based on planning for the future. In the winter of 2017, the Council updated the city vision and
policy goals that would guide this organization over the next several years. The FY2019 budget includes funding that
is responsive to the areas of unique experiences, increasing mobility, and collaboration. The budget also includes
updates to utility base rates and improving several reserve funds. Finally, the budget includes several initiatives to
mitigate risk in the organization.
It is the culmination of these three ideas from which the $354 million FY2019 Budget is developed. This amount is a
5% increase from FY2018 budget, and is primarily due to the timing of large capital projects and the increase in
personnel related to the new fire stations and meeting other service demands. After taking into account the merge
of the EMS Fund into the General Fund, the increase in the General Fund budget is 2.3%. This is lower than
Georgetown’s annual population growth in the past year of 5.4%, and the consumer price index increase of 2.5%.
Property Tax Rate Impact
In the last four years, the assessed property value in the City has increased from $4.8 billion to more than $7.8 billion
The proposed budget includes a property tax rate of 42.0 cents per $100 valuation, which is the same as the previous
year’s rate. This rate is split between 19.95 cents for Operations and Maintenance and 22.05 cents for general debt
service. While the overall tax rate has decreased over the past few years through increases in assessed valuation, the
debt service proportion of the tax rate has steadily increased as the City funds large infrastructure projects related
to growth.
The average homestead property in Georgetown has increased in market value by 4.8 percent, up from $265,919 in
2017 to $279,521 in 2018. Due to higher assessed values, it is anticipated the average home in Georgetown will pay
$57 more in property tax in the upcoming year. 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.
Utility Rate Impact
Per fiscal and budgetary policy, the City undertakes cost of service rate studies for the Electric and Water utilities
every three years. The studies look at fixed and variable costs for both utilities and recommends rate amounts, rate
class structures, and minimum cash reserves. The FY2019 budget proposes a $4.80 per month increase in the Electric
base rate for the costs of fixed infrastructure and an increase of $1.35 per month for residential wastewater
customers. The budget also proposes an $0.80 per month decrease in the conservation fee on the electric bill.
BUDGET HIGHLIGHTS
General Capital Projects
Road Expansions: The 2015 Road Bond will fund two projects in the coming year. First is the expansion of the section
of Leander Road from the Southwest Bypass connection to the current wide section at Norwood. This will improve
the flow from the newly opened bypass to I-35. Second is the widening of the southern section of Southwestern
Boulevard to the Inner Loop. This will improve flow as housing develops of the east side of the road.
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FY2019 Annual Budget
Sidewalks, Signals and Ramps: The addition of sidewalks and the improvements to ramps and signals will enhance
safety and foot traffic. Sidewalks will be constructed on Rock Street from 6th to 9th, and on Shell Road from Sequoia
to Rosedale.
Fire Station Construction: The City will begin construction of Fire Station 7 on the east side of town near the Inner
Loop. The City is also partnering with Emergency Services District 8 on the construction of Fire Station 6 on the west
side of town.
Downtown Parking: As businesses continue to thrive near the historic downtown square, parking concerns have
increased. The City is collaborating with the County on expanding the parking lot near the public library. The City is
also planning to build a small parking garage one block off of the square.
General Fund
The major changes in the General Fund for FY2019 relate to growth impacts and quality of life.
Public Safety: Preparation for staffing of Fire Station 7 begins in FY2019 with the addition of 14 firefighters. The station
will serve the growing east side of town and is planned to open in early 2020. In response to the continued growth
in development construction, the budget also includes a Fire Life Safety Inspector. Animal Services will add an Animal
Service Officer, and a School Resource Officer will be added at Wagner Middle School.
Planning: Annexation services and the addition of a Landscape Planner are included in the budget to enhance
responsiveness to new and existing development.
Park Operations: The remaining partial year funding for Garey Park is included. A Parks Maintenance position and San
Gabriel River maintenance contract are included.
Utility Funds
Water Utility: Proposed enhancements to water utility
operations include system maintenance, a treatment plan
technician, and treatment plant controls upgrade. Capital
projects funded by water utility revenue include the
rehabilitation of the Lake Water Treatment Plant raw water
intake line, the addition of the Daniels Mountain water line, and
expansion of the South Lake Water Treatment Plant.
Wastewater Utility: New funding for operations includes adding
positions and equipment to service levels and response time for
maintenance and repairs. Capital projects funded by waste
water utility revenue include the continuation of repairs in the
Edwards Aquifer Recharge Zone, lift station upgrades, and
rehabilitation of the San Gabriel Wastewater Treatment Plant
equipment.
Electric Utility: Electric fund enhancements in FY2019 include
equipment for pole replacement. Other utility related enhancements in Joint Services include expanded an enhanced
services contract for the new Customer Information Software System, and new inspectors for engineering to keep
up with additional projects. Capital projects in the Electric fund include extending fiber optic capabilities, relocating
or burying electric infrastructure along road and sidewalk projects, and $3.5 million for projects related to new
development.
Pecan Branch Wastewater Treatment
construction
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FY2019 Annual Budget
Employee Compensation and Benefits
The FY2019 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 3 percent for non-civil service employees as well as funds to adjust
positions found to be trailing market. There is a 5% increase in health care
premiums for the employees and the City in this year’s budget to pay for rising
health care costs and maintain the funds two healthy reserves. Wellness and
Tuition Reimbursement programs have continued funding in FY2019.
CONCLUSION
While the budget continues infrastructure investment for growth and
maintains a high quality of life in our community, it does it with sustainability
in mind. We are managing the debt portfolio to keep one of the lowest tax rates
in Central Texas. We are also strengthening our reserve funds to prepare for
volatility in the future.
The FY2019 Budget supports our excellent City services, builds infrastructure
for the future, provides competitive compensation for our valuable
employees, maintains our low tax rate and plans for future growth. We are
truly pleased to present this budget to the Council and community, and look forward to a successful new year.
Sincerely,
David Morgan
City Manager
Community outreach with Fire
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FY2019 Annual Budget
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 FY2017 population was 58,723 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 173-acre 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 this fiscal year, the TIRZ was valued at $93
million. The TIRZ is expected to be valued at over $125 million by 2024. Downtown Georgetown has remained
steadfast in its commitment to historic preservation of the Victorian Square while providing for a vibrant reuse of
buildings for retail, dining, and entertainment to ensure economic sustainability.
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. The Gareys bequeathed their 525-acre 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 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. This park
is being developed to include an event center, equestrian facility, trails, and pavilions.
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FY2019 Annual Budget
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. In 2006, the U.S.
Department of the Interior designated the San Gabriel River Trail as a National Recreation Trail.
Georgetown rehabilitated a historic Fire Station into an Art Center. Adjacent to the new Art Center, the City created
a pocket park with a splash pad. The Art Center, through an operating partnership with Georgetown Art Works,
sponsors rotating exhibits featuring international artists, lessons, events and art youth camps.
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. 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, while also facilitating 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 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 a “Signature Destination” for the next
generation of Georgetown families. It was developed with a theme
highlighting Georgetown’s development through the centuries, and
includes a mini-downtown.
The Georgetown Public Library is a 55,000 square foot facility that 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.
The WOWmobile (Words on Wheels) operates year round and delivers library materials to residents of Georgetown
who find it difficult or impossible to come to the library, mainly 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. Forbes named Southwestern as the #1 undergraduate
liberal arts college in Texas in 2016 as well as one of the top 50 colleges
in the South.
Georgetown Independent School District (GISD) is a Texas Education Agency Recognized school district, and serves a
diverse population of Williamson County students from pre-K to 12th grade. Georgetown ISD serves 11,000+
students at ten elementary schools, three middle schools, three high schools, and two alternative campuses.
The Georgetown cultural district includes the 40-block 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,
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FY2019 Annual Budget
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 Poppy Capital of Texas. 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 in the beautiful historic downtown Square.
Festival activities include live entertainment, arts and crafts, 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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FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM
OVERVIEW
Beginning in fiscal year 2017, the City of Georgetown embarked
on an expansion of the Performance Management Program
(PMP) to further integrate the City Council and City Manager’s
strategic planning with operations. The PMP is based upon a
department’s mission in a manner that aligns with the City’s
Vision and reinforces the City’s Core Values. The program is used
as a tool that aids in monitoring productivity and performance,
while identifying trends and patterns to understand when a
service area is strained or operating at peak performance. It
offers resources to enhance performance, increase productivity,
and streamline processes in areas as needed.
The three pillars of the PMP are People, Processes and Services.
It starts with the organizational culture and the values that we
model every day. The ultimate goal of the PMP is to highlight the
City as an organization that is vision inspired, mission focused,
values driven, and performance based.
PROGRAM HISTORY
While this is the first expansion of the PMP, the Electric Utility
has utilized performance management since 2007, as a way to
measure effectiveness and enhance customer service. While
utilizing performance management practices, the utility earned
the prestigious RP3 designation by the American Public Power
Association in 2016, which demonstrates their dedication to
operating an efficient, safe, and reliable distribution system.
CITYWIDE EXPANSION
The PMP was initially expanded to the Development
Division in early 2017, in order to test practices and
gauge the impacts to staff and the results of the
departments. The departments were able to clearly
identify areas of strength and weakness, resulting in
improvements to areas that needed to be refined.
In October 2017, the City initiated the process of
implementing the PMP across all 43 service areas.
Staff trained “Mission Masters,” who were deployed
across the city to facilitate mission building
workshops. Once mission statements were crafted,
departments had the opportunity to work with a
consultant to continue the conversation, develop
strategic goals, and key performance indicators. This Municipal Court Mission Building Workshop
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FY2019 Annual Budget
process allowed them to tell their story of how they contribute to fulfilling the vision and mission of the
city.
In the first quarter of 2018, staff developed processes and tools that were used to collect data consistently
and maintain its integrity, organized semi-annual reporting schedules, and implemented a dashboard
software to organize the data into a useful, visual format.
During the second and third quarters of 2018,
each of the service areas met with the Executive
Team to vet their metrics, document processes for
collecting data, and gather data for each of the key
performance indicators.
In December 2018, the first round of semi-annual
reports to the executive team will be completed.
In this short time, the implementation of the PMP
has generated positive impacts for many
departments and staff have found the program to
be useful tool in managing their service areas.
IMPLEMENTATION STATUS
The City took a staggered approach for the
development of the PMP process. Throughout the
FY2019 Budget Document, there is a status bar indicating where the department is in the development of
their PMP.
Stage 1 indicates that the departmental has established a mission statement and defined goals and key
performance indicators.
Stage 2 of the implementation process means that the department has established a mission statement
and defined goals with key performance indicators. Additionally, the department is beginning to collect
and analyze their data in order to identify trends.
Stage 3 is the final stage of the PMP program. Departments in stage three have established a mission
statement and defined goals with key performance indicators, collected and analyzed data, and created a
dashboard to track data and visually represent data.
Animal Services Mission Statement Workshop
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FY2019 Annual Budget
CITY MANAGER
Administrative Services
CITY ATTORNEY CITY SECRETARY
BOARDS & COMMISSIONS
MUNICIPAL COURT JUDGE
HOME RULE CITY
Citizens of Georgetown
CITY COUNCIL
Mayor and Councilmembers
LIBRARY
Library Services Director
PLANNING
Planning Director
Convention & Visitors Bureau
POLICE SERVICES
Police Chief
Administrative Services Bureau
Animal Services
Operations Bureau
Code Enforcement
FINANCE AND ADMINISTRATION
Finance Director
Accounting
Finance Administration
Municipal Court
Fleet Services
Purchasing
ECONOMIC DEVELOPMENT
Economic Development Director
UTILITY OPERATIONS
Utility Operations Director
Control Center
Energy Services
Safety & Training
Technical Services
Water Services
FIRE SERVICES
Fire Chief
Emergency Services
Support Services
INFORMATION TECHNOLOGY
Information Technology Director
IT Capital Replacement & Projects
IT Operations
GEORGETOWN UTILITY SYSTEMS
General Manager of Utilities
DEVELOPMENT & PLANNING
Assistant City Manager
COMMUNITY SERVICES & FINANCE
Assistant City Manager
ENGINEERING
Systems Engineering Director
Electrical Engineering
Engineering
Water/Wastewater Engineering
GUS Administration
PUBLIC WORKS
Public Works Director
Airport
Solid Waste & Recycling Services
Stormwater Drainage
Streets
Public Works Administration
CUSTOMER CARE
Customer Care Director
Customer Care
Marketing and Conservation
Housing & CDBG Grants
Inspection Services
PARKS & RECREATION
Parks & Recreation Director
Facilities Maintenance
Parks & Administration
Recreation
Tennis Center
ORGANIZATIONAL CHART
This page visually represents the Divisions and Departments of the City of Georgetown.
HUMAN RESOURCES
Human Resources Director
Arts & Culture
EMS
Resource Management
Garey Park
Library
ASSISTANT TO THE CITY MANAGER
Communications
BIP
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FY2019 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
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FY2019 Annual Budget
Mayor Dale Ross and the Georgetown City Council
STRATEGIC VISION
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FY2019 Annual Budget
STRATEGIC VISION
Strategic Visioning in Georgetown ............. 23
City Council Strategies ................................ 25
Master Plans ............................................... 27
Annual Budget Process ............................... 28
Annual Budget Calendar ............................. 30
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FY2019 Annual Budget
F
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 Capital Improvement Plan
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 work with the Council and Community to
update the 2030 plan in FY2018.
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.
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 Processes
•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
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FY2019 Annual Budget
F
2030 Vision Statement
In 2030, Georgetown is a growing city, recognized throughout the region and the nation as a
premier community of choice by virtue of its exceptional livability; proud historic heritage;
welcoming, engaging people; safe neighborhoods; variety of well‐paying jobs; excellent public
schools; vibrant arts and cultural offerings; and well‐planned infrastructure, transportation, and
public facilities.
We have taken advantage of our strategic location by embracing sound, managed growth, and
harnessing and guiding it to deliberately shape Georgetown as we choose it to be. In embracing
sound growth and encouraging a variety of densities and architectural styles, we have promoted
sustainable development patterns that are compatible with our natural resources and historic
character. We have encouraged innovation in development practices, raised quality standards for
new development, re‐invested in downtown and historic neighborhoods, and revitalized areas in
transition. We have achieved greater economic autonomy by attracting quality employment and
an array of local retail and commercial services to grow our tax base, safeguard our fiscal health
and retain our talented youth. All of our neighborhoods are safe and thriving, and offer quality,
affordable housing to households of all ages, lifestyles and economic means.
We have achieved our Vision by exercising leadership and by mobilizing citizens, civic, and
neighborhood organizations, local businesses and institutions to work together in partnership with
the City of Georgetown, its elected and appointed leaders and staff.
We have crafted our Vision to articulate community values and aspirations, structured into the
following four major themes:
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 and 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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FY2019 Annual Budget
CITY COUNCIL STRATEGIES
In the fall of 2015, the City Council went through a series of visioning exercises to clarify their role. Council developed
a vision statement for the City, created a list of goals to help drive policy decisions, and developed a list of strategies
to achieve those goals. These goals were revisited in the fall of 2017. The Council’s vision for the City helps shape
policy and provides clear and concise direction to staff, who have been working to develop and execute
implementation plans around each of these strategies. Below are the City Council developed 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 the Council can make decisions that serve the
best interests of the City of Georgetown as a whole. To establish a vision and common 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: A caring community honoring our past and innovating for the future
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.
Employees
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.
Internal Processes
Our policies and procedures are easy to understand, and consistently and professionally applied. Our internal
processes are effective, efficient, fair, inventive, 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.
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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FY2019 Annual Budget
Financial
To maintain a fiscal environment conducive to attaining the goals of the City.
Council Strategies
Become a destination for unique experiences
Create a strategy to increase mobility
Promote greater diversity in our population and our businesses
Create and maintain outstanding aesthetics and a welcoming appearance and spirit
Review the annexation and MUD strategy
Monitor, promote, and communicate a long‐term water and utilities plan and strategy
Expand on our reputation as a City of Innovation
Increase our influence with State Government
Expand our role to develop collaborative strategies with GISD, Southwestern, and other entities
City staff has been working to develop and execute implementation plans for each of these 9 strategies. Staff has
regular check‐ins with the City Manager to provide progress updates. The City Manager provides updates to the
City Council to confirm the strategy execution is aligned with the Council’s goals and vision.
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FY2019 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 multi‐year 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. 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 these master
plans are available on the City’s website (https://files.georgetown.org/category/master‐plans/).
1. Airport Master Plan: Provides a long‐range 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 decision‐making 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 five‐year 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.
15. Utility Master Plan: Oversees the City in planning for long‐term expansion and development of the water,
wastewater, and electric utilities.
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FY2019 Annual Budget
FY2019 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). The plan seeks “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 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 and funds available shall be equal to or in excess of such budget or
appropriations, except otherwise provided.”
PREPARATION
The City’s budget process begins each year with the Capital Improvements Program (CIP) planning process during
February. CIP budgets are prepared on five‐year planning horizons and use 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 pro‐forma 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 biannual citizen
survey results are reviewed. 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 Plan.
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 public hearings 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. The City also
produces a budget highlight video which is posted on our social media outlets, website, and City YouTube channel.
ADOPTION
Once budget appropriations are finalized, Council will adopt by Ordinance the final proposed budget as amended.
The budget will be effective for the fiscal year beginning October 1st.
APPROPRIATIONS
Budget control is at the division level 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 included on each department summary page. 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
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FY2019 Annual Budget
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
FY2019 Annual Budget
FY2018 Annual Budget
FY2019 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 FY2019.
Internal Service Funds (ISF) meet with each division for FY2019 needs.
FTE counts and initial personnel projections.
ISF allocations are prepared.
Preliminary revenue projections: sales tax, utilities, fees for service charges, and development fees.
FY2019 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 in detail by Finance.
Service Level Improvements and Program Requests are reviewed by the Executive Team.
Preliminary assessed value and property tax revenue projected.
FY2019 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.
City Manager’s Preliminary Budget is presented to Council.
Tax roll finalized.
Property tax rate and revenue projections finalized.
Departmental narratives and performance measures are submitted.
Finalize FY2019 New Programs.
Finalize FY2019 proposed tax rate.
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 FY2019 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.
JANUARY - FEBRUARY
MARCH - APRIL
MAY
JUNE
JULY
AUGUST - SEPTEMBER
OCTOBER
BUDGET AMENDMENTS
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FY2019 Annual Budget
FINANCIAL
SUMMARY
Family picnic at Music on the Square
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FY2019 Annual Budget
FINANCIAL SUMMARY
Budgeted Revenues ................................... 33
Budgeted Expenses .................................... 34
Major Revenue Sources ............................. 35
All Funds Summary by Fund/by Division .... 38
All Funds Summary by Fund/by POC .......... 40
City Departments by Fund .......................... 42
Fund Structure............................................ 43
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FY2019 Annual Budget
FINANCIAL SUMMARY
FY2019 BUDGETED REVENUES AND SOURCES OF FUNDS
Budgeted revenues total $337.7 million in FY2019. The primary revenue categories consist of property tax, sales tax,
charges for services, utility revenues, and bond proceeds.
Overall, budgeted revenues are 0.13% lower than FY2018 year-end projections, primarily due to the variance in bond
proceeds and development fees. Utility revenue represents 37% of all revenue and is budgeted at $125 million in
FY2019. Due to population growth and increased valuation of existing property, property tax revenue is budgeted to
increase by 8.82%, relative to the year-end projections. The property tax rate remained the same in FY2019. Sales
tax revenue is also expected to increase in FY2019. It is anticipated that sales tax revenue will exceed $28 million for
the first time in the City’s history.
Revenue FY2017 Actuals FY2018 Budget FY2018 Projected FY2019 Base FY2019 Changes FY2019 Budget
Bond Proceeds 51,948,032 45,337,000 44,437,000 43,528,165 - 43,528,165
Charges for Services 17,063,255 18,841,683 18,895,683 20,720,721 2,760,896 23,481,617
CRR Credits - - - - - -
Development and Permit Fees 5,918,939 4,164,000 5,861,277 4,698,000 - 4,698,000
Franchise Fees 4,973,295 5,213,863 5,300,544 5,434,000 - 5,434,000
Interfund Tranfers - ROI, Etc.23,802,789 22,078,943 22,068,824 20,692,531 (40,000) 20,652,531
Other Revenue 55,229,561 54,631,538 62,607,504 54,892,177 (2,760,896) 52,131,281
Parks and Rec Fees 2,351,372 2,556,220 2,655,500 2,953,100 - 2,953,100
Property Tax 25,551,720 28,033,429 28,084,102 30,561,662 - 30,561,662
Sales Tax 24,577,540 26,081,250 26,600,000 28,302,400 - 28,302,400
Utility Revenue 113,409,641 118,634,159 121,648,072 125,959,499 - 125,959,499
Grand Total 324,826,144 325,572,085 338,158,506 337,742,255 (40,000) 337,702,255
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FY2019 Annual Budget
FY2019 BUDGETED EXPENSES
Budgeted expenses total $354 million in FY2019, which represents a decrease of 12.6%, relative to the FY2018 year-
end projections.
Electric related expenses are the largest category totaling $82.1 million, this includes capital improvement expenses
totaling $7.86 million. Water expenses are expected to decrease over year-end projections by 27.03% in FY2019. The
Water CIP is significant less in FY2019 has the utility finishes the more robust CIP spending plans budgeted in FY2017
and FY2018.
General Fund expenses total $69.3 million, which represents an increase of 7% relative to year-end projections. The
increase to the General Fund is primarily driven by a full year of operational expenses for Garey Park and by the
consolidation of the integrated Fire and EMS system into the General Fund.
The variance between total expenses and total revenues reflects the use of fund balances from previous fiscal years
for capital and other one-time uses, per the City’s fiscal policy.
Expenses FY2017 Actuals FY2018 Budget FY2018 Projected FY2019 Base FY2019 Changes FY2019 Budget
Electric 77,788,371 80,184,792 79,503,838 81,745,627 438,550 82,184,177
General Capital Projects 25,903,607 59,586,498 59,586,498 20,684,000 - 20,684,000
General Debt Service 14,881,601 16,621,744 16,308,233 19,098,656 - 19,098,656
General Fund 57,746,835 65,295,298 64,889,319 65,262,034 4,134,155 69,396,190
Internal Service Funds 33,321,153 41,617,052 40,750,713 42,329,341 1,432,457 43,761,797
Other Enterprise Funds 6,926,621 8,930,785 8,697,181 8,390,739 111,962 8,502,701
Special Revenue Funds 19,976,300 46,746,257 30,967,710 35,618,137 (1,318,035) 34,300,102
Water Fund 57,604,769 104,597,349 104,587,376 75,186,825 1,134,810 76,321,635
Grand Total 294,149,257 423,579,774 405,290,868 348,315,359 5,933,900 354,249,258
34
FY2019 Annual Budget
MAJOR REVENUE SOURCES
Property 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 $30.56 million. The adopted property tax rate for FY2019 is $0.42000
per $100 of valuation. The tax rate is the same as the FY2018 rate and represents the one of the lowest tax rates in
the greater Austin MSA. For FY2019, 19.955 cents per $100 valuation is allocated for Operations and Maintenance
(O&M). The remaining 22.045 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.
Sales Tax Revenue is budgeted at $28.3 million. The City of Georgetown uses detailed, confidential, Georgetown-
specific 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.
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 allocated in the following
categories.
• 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 the Georgetown Economic Development Corporation (GEDCO), the City’s 4A Economic
Development Corporation, approved in May 2005.
• 0.125% is for property tax relief (budgeted in the General Fund) was approved in May 2005.
35
FY2019 Annual Budget
• 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 increased over the past few years. New development coupled with population
growth has resulted in the City’s sales tax revenue increasing year over year.
Operating Utility Revenue for electric, water, and wastewater services is anticipated to generate $135 million in
FY2019, which represents an increase of 2.57% relative to year-end projections.
In the spring of 2018, a utility rate study for both
electric and water was completed. The cost to
serve study proposed a 4.33% increase on the
residential customer base rate with no variable
rate adjustment for electric service. To mitigate
the impact the proposed $4.80 per month base
rate increase, the conservation fee is being
reduced from $1 a month to $0.20 per month. The
cost of service recommendation also includes an
11% increase on the municipal rate and 73% on
municipal water services. The increases are
reflected in the expenses of the Water Fund and
other City operational funds. The rate changes go
into effect January 2019.
Utility revenue projections are based on five-year forecasting models for each utility. The City prepares a financial
model of each utility, forecasting revenues, expected infrastructure needs, and operations. The models are prepared
based upon assumptions regarding customer growth, the City’s five year capital improvement 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 Model Assumptions:
• Calculated on a five-year 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
$70.17 $75.02 $76.01
20
30
40
50
60
70
80
FY2017 Actual FY2018 Projected FY2019 BudgetMillionsElectric Operating Revenue
$57.17 $57.30 $59.72
20
25
30
35
40
45
50
55
60
65
FY2017 Actual FY2018 Projected FY2019 BudgetMillionsWater Operating Revenue
36
FY2019 Annual Budget
City’s southern electric service area continues to develop.
• Assumes a 1 - 2% customer growth for Water for the next five years.
• The decrease in water revenue in FY2018 is due to capital recovery and other revenue.
Wastewater Revenues Model Assumptions:
• Assumes a 1 - 2% customer growth over the next five years.
• Flat rates allocate cost equitably between all system users and eliminating any cross-class 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.
Airport Revenue consists primarily of fuel sales, T-
hangar rentals, and tie down fees. For the past
several years, the airport fund has had positive
cash and able to services its debt requirements,
fund operations, and meet its contingency
requirements.
Operating revenue is projected to increase by
9.2% in FY2019 over FY2018 year-end
projections.
Stormwater Revenue is collected on a per unit
basis to pay for maintenance of drainage,
detention, and filtration infrastructures, 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 revenues are budgeted higher in FY2018
relative to the previous years due to growth in
the City.
Capital Recovery Fee Revenue consists of Service
Improvement Fees and Impact Fees. Service
Improvement fees are collected from specific
developments by agreement on a per unit basis
to offset costs of infrastructure improvements to serve these developments. Impact fees are assessed to all
development units and are updated at least every five years in accordance with Texas Local Government Code
Chapter 395.
Interfund Transfers include transfers between funds (e.g. the return on investment or ROI transferred to the General
Fund from the utility funds each year).
Miscellaneous Revenues include charges for services, interest income, grant revenue, franchise fees, and
environmental service revenue, which is associated with pass-through billing for Solid Waste recycling services.
$3.38 $3.53 $3.85
0
1
2
3
4
5
FY2017 Actual FY2018 Projected FY2019 BudgetMillionsAirport Operating Revenue
$3.41
$3.54
$3.64
3.25
3.3
3.35
3.4
3.45
3.5
3.55
3.6
3.65
3.7
FY2017 Actual FY2018 Projected FY2019 BudgetMillionsStormwater Operating Revenue
37
FY2019 Annual Budget
ALL FUNDS SUMMARY BY FUND/BY DIVISION
Total Budget General Fund
Special Revenue
Funds
General Capital
Projects Fund
General Debt
Service Fund
Beginning Fund Balance 93,279,587 10,463,385 30,749,063 1,444,673 2,417,437
SOURCES AND REVENUES
Bond Proceeds 43,528,165 - 7,200,000 20,684,000 -
Capital Recovery Fee 10,050,000 - - - -
Charges for Services 20,664,721 2,428,000 494,500 - -
Development and Permit Fees 4,661,000 3,307,000 - - -
EMS Revenue 2,780,896 2,780,896 - - -
Franchise Fees 5,434,000 5,434,000 - - -
Grant Revenue 392,608 65,000 287,608 - -
Interest 1,450,363 2,000 319,400 247,500 165,000
Interfund Tranfers - ROI, Etc.20,152,531 9,299,272 350,000 - 3,285,434
Other Revenue 40,767,310 4,783,620 2,660,813 225,000 -
Parks and Rec Fees 2,960,100 2,960,100 - - -
Property Tax 30,561,661 13,850,000 1,411,661 - 15,300,000
Sales Tax 28,302,400 15,924,475 12,377,925 - -
Special Improvement Fees 37,000 - - 37,000 -
Utility Revenue 125,959,499 9,328,500 - - -
Grand Total 337,702,255 70,162,863 25,101,907 21,193,500 18,750,434
USES AND EXPENSES
Capital Improvements 33,689,670 - 20,000 19,075,000 -
Community Services & Finances 33,417,705 12,145,134 1,766,092 - -
CRR Credits (3,500,000) - - - -
Debt Issuance Cost 181,440 - - - -
Debt Payments 24,929,778 - - - 19,098,656
Development & Planning 6,635,886 3,023,293 2,976,825 - -
Fire 18,243,601 17,829,601 414,000 - -
GEDCO 7,785,907 - 7,785,907 - -
Georgetown Utility Systems 124,747,309 13,595,211 3,819,147 - -
GTEC 15,907,822 - 15,907,822 - -
Interfund Transfers 7,602,630 346,000 485,583 1,609,000 -
Management Services 19,343,103 6,317,269 - - -
Police 16,302,640 16,139,681 162,959 - -
Purchased Power 48,000,000 - - - -
TIRZ 961,768 - 961,768 - -
Grand Total 354,249,259 69,396,190 34,300,103 20,684,000 19,098,656
Ending Fund Balance 76,732,583 11,230,058 21,550,868 1,954,173 2,069,215
CONTINGENCY AND RESERVES
90 Day Operational Contingency 24,829,247 9,750,000 819,258 - -
Arterial Reservation 750,000 - 750,000 - -
Benefit Payout Reserve 255,000 255,000 - - -
Contingency 25% of Op Rev 1,768,275 - 1,768,275 - -
Economic Stability Reserve 1,225,000 1,225,000 - - -
IBNR 650,000 - - - -
Maintenance Contingency - - - - -
Non-Operational Contingency 17,866,421 - - - 1,947,110
Perpetual Reserve 480,289 - 480,289 - -
Rate Stabalization 1,532,000 - - - -
Reserve for TIA 1,839,815 - - 1,839,815 -
Reserved Bond Proceeds - - - - -
Reserved for Capital 4,068,335 - 1,303,613 - -
Grand Total 55,264,382 11,230,000 5,121,435 1,839,815 1,947,110
Available Fund Balance 21,468,201 58 16,429,433 114,358 122,105
GOVERNMENTAL FUNDS
38
FY2019 Annual Budget
Total Budget Electric Fund Water Fund
Other Enterprise
Funds
Internal Service
Funds
Beginning Fund Balance 93,279,587 8,814,823 27,669,833 1,162,833 10,557,540
SOURCES AND REVENUES
Bond Proceeds 43,528,165 7,864,165 6,050,000 1,730,000 -
Capital Recovery Fee 10,050,000 - 10,050,000 - -
Charges for Services 20,664,721 - - - 17,742,221
Development and Permit Fees 4,661,000 - 1,354,000 - -
EMS Revenue 2,780,896 - - - -
Franchise Fees 5,434,000 - - - -
Grant Revenue 392,608 - - 40,000 -
Interest 1,450,363 38,000 569,400 25,560 83,503
Interfund Tranfers - ROI, Etc.20,152,531 95,787 103,725 - 7,018,313
Other Revenue 40,767,310 5,243,546 5,248,146 3,879,002 18,727,183
Parks and Rec Fees 2,960,100 - - - -
Property Tax 30,561,661 - - - -
Sales Tax 28,302,400 - - - -
Special Improvement Fees 37,000 - - - -
Utility Revenue 125,959,499 70,630,166 42,393,833 3,607,000 -
Grand Total 337,702,255 83,871,664 65,769,104 9,281,562 43,571,220
USES AND EXPENSES
Capital Improvements 33,689,670 225,000 13,118,670 1,251,000 -
Community Services & Finances 33,417,705 - - - 19,506,479
CRR Credits (3,500,000) (3,500,000) - - -
Debt Issuance Cost 181,440 156,840 - 24,600 -
Debt Payments 24,929,778 1,386,781 4,049,483 394,858 -
Development & Planning 6,635,886 - - - 635,767
Fire 18,243,601 - - - -
GEDCO 7,785,907 - - - -
Georgetown Utility Systems 124,747,309 35,464,056 55,337,695 6,051,983 10,479,217
GTEC 15,907,822 - - - -
Interfund Transfers 7,602,630 451,500 3,815,787 780,260 114,500
Management Services 19,343,103 - - - 13,025,834
Police 16,302,640 - - - -
Purchased Power 48,000,000 48,000,000 - - -
TIRZ 961,768 - - - -
Grand Total 354,249,259 82,184,177 76,321,635 8,502,701 43,761,797
Ending Fund Balance 76,732,583 10,502,310 17,117,302 1,941,694 10,366,963
CONTINGENCY AND RESERVES
90 Day Operational Contingency 24,829,247 4,082,999 7,498,183 842,728 1,836,079
Arterial Reservation 750,000 - - - -
Benefit Payout Reserve 255,000 - - - -
Contingency 25% of Op Rev 1,768,275 - - - -
Economic Stability Reserve 1,225,000 - - - -
IBNR 650,000 - - - 650,000
Maintenance Contingency - - - - -
Non-Operational Contingency 17,866,421 6,419,311 9,500,000 - -
Perpetual Reserve 480,289 - - - -
Rate Stabalization 1,532,000 - - - 1,532,000
Reserve for TIA 1,839,815 - - - -
Reserved Bond Proceeds - - - - -
Reserved for Capital 4,068,335 - - - 2,764,722
Grand Total 55,264,382 10,502,310 16,998,183 842,728 6,782,801
PROPRIETARY FUNDS
39
FY2019 Annual Budget
ALL FUNDS SUMMARY BY FUND/BY PERSONNEL-OPERATING-CAPITAL
Total Budget General Fund
Special Revenue
Funds
General Capital
Projects Fund
General Debt
Service Fund
Beginning Fund Balance 93,279,587 10,463,385 30,749,063 1,444,673 2,417,437
SOURCES AND REVENUES
Bond Proceeds 43,528,165 - 7,200,000 20,684,000 -
Capital Recovery Fee 10,050,000 - - - -
Charges for Services 20,664,721 2,428,000 494,500 - -
Development and Permit Fees 4,661,000 3,307,000 - - -
EMS Revenue 2,780,896 2,780,896 - - -
Franchise Fees 5,434,000 5,434,000 - - -
Grant Revenue 392,608 65,000 287,608 - -
Interest 1,450,363 2,000 319,400 247,500 165,000
Interfund Tranfers - ROI, Etc.20,152,531 9,299,272 350,000 - 3,285,434
Other Revenue 40,767,310 4,783,620 2,660,813 225,000 -
Parks and Rec Fees 2,960,100 2,960,100 - - -
Property Tax 30,561,661 13,850,000 1,411,661 - 15,300,000
Sales Tax 28,302,400 15,924,475 12,377,925 - -
Special Improvement Fees 37,000 - - 37,000 -
Utility Revenue 125,959,499 9,328,500 - - -
Grand Total 337,702,255 70,162,863 25,101,907 21,193,500 18,750,434
USES AND EXPENSES
Interfund Transfers 3,979,966 346,000 3,157,466 - -
Personnel 66,513,931 38,897,201 369,492 - -
Operations 158,436,721 27,601,715 7,818,227 - 205,069
Capital 93,877,970 2,551,274 21,901,043 20,684,000 -
Debt Issuance Costs 425,440 - 114,000 - 20,000
Debt Service 31,015,231 - 939,875 - 18,873,587
Grand Total 354,249,259 69,396,190 34,300,103 20,684,000 19,098,656
Ending Fund Balance 76,732,583 11,230,058 21,550,868 1,954,173 2,069,215
CONTINGENCY AND RESERVES
90 Day Operational Contingency 24,829,247 9,750,000 819,258 - -
Arterial Reservation 750,000 - 750,000 - -
Benefit Payout Reserve 255,000 255,000 - - -
Contingency 25% of Op Rev 1,768,275 - 1,768,275 - -
Economic Stability Reserve 1,225,000 1,225,000 - - -
IBNR 650,000 - - - -
Maintenance Contingency - - - - -
Non-Operational Contingency 17,866,421 - - - 1,947,110
Perpetual Reserve 480,289 - 480,289 - -
Rate Stabalization 1,532,000 - - - -
Reserve for TIA 1,839,815 - - 1,839,815 -
Reserved Bond Proceeds - - - - -
Reserved for Capital 4,068,335 - 1,303,613 - -
Grand Total 55,264,382 11,230,000 5,121,435 1,839,815 1,947,110
Available Fund Balance 21,468,201 58 16,429,433 114,358 122,105
GOVERNMENTAL FUNDS
40
FY2019 Annual Budget
Total Budget Electric Fund Water Fund
Other Enterprise
Funds
Internal Service
Funds
Beginning Fund Balance 93,279,587 8,814,823 27,669,833 1,162,833 10,557,540
SOURCES AND REVENUES
Bond Proceeds 43,528,165 7,864,165 6,050,000 1,730,000 -
Capital Recovery Fee 10,050,000 - 10,050,000 - -
Charges for Services 20,664,721 - - - 17,742,221
Development and Permit Fees 4,661,000 - 1,354,000 - -
EMS Revenue 2,780,896 - - - -
Franchise Fees 5,434,000 - - - -
Grant Revenue 392,608 - - 40,000 -
Interest 1,450,363 38,000 569,400 25,560 83,503
Interfund Tranfers - ROI, Etc.20,152,531 95,787 103,725 - 7,018,313
Other Revenue 40,767,310 5,243,546 5,248,146 3,879,002 18,727,183
Parks and Rec Fees 2,960,100 - - - -
Property Tax 30,561,661 - - - -
Sales Tax 28,302,400 - - - -
Special Improvement Fees 37,000 - - - -
Utility Revenue 125,959,499 70,630,166 42,393,833 3,607,000 -
Grand Total 337,702,255 83,871,664 65,769,104 9,281,562 43,571,220
USES AND EXPENSES
Interfund Transfers 3,979,966 391,500 - - 85,000
Personnel 66,513,931 7,312,707 5,178,317 1,264,641 13,491,573
Operations 158,436,721 61,735,932 30,777,037 5,176,457 25,122,284
Capital 93,877,970 8,167,543 34,011,170 1,500,000 5,062,940
Debt Issuance Costs 425,440 156,840 100,000 34,600 -
Debt Service 31,015,231 4,419,655 6,255,111 527,003 -
Grand Total 354,249,259 82,184,177 76,321,635 8,502,701 43,761,797
Ending Fund Balance 76,732,583 10,502,310 17,117,302 1,941,694 10,366,963
CONTINGENCY AND RESERVES
90 Day Operational Contingency 24,829,247 4,082,999 7,498,183 842,728 1,836,079
Arterial Reservation 750,000 - - - -
Benefit Payout Reserve 255,000 - - - -
Contingency 25% of Op Rev 1,768,275 - - - -
Economic Stability Reserve 1,225,000 - - - -
IBNR 650,000 - - - 650,000
Maintenance Contingency - - - - -
Non-Operational Contingency 17,866,421 6,419,311 9,500,000 - -
Perpetual Reserve 480,289 - - - -
Rate Stabalization 1,532,000 - - - 1,532,000
Reserve for TIA 1,839,815 - - - -
Reserved Bond Proceeds - - - - -
Reserved for Capital 4,068,335 - - - 2,764,722
Grand Total 55,264,382 10,502,310 16,998,183 842,728 6,782,801
Available Fund Balance 21,468,201 - 119,119 1,098,966 3,584,162
PROPRIETARY FUNDS
41
FY2019 Annual Budget
Administrative Services
Library
CITY OF GEORGETOWN FUNDING
Animal Services
Code Enforcement
Police Support Services
Police Operations
Recreation
Fire: Emergency Services
Fire: Support Services
GENERAL FUND
Streets
Solid Waste & Recycling Services
Public Works Administration
CITY DEPARTMENTS BY FUND
This page visually represents the Departments of the City listed by their funding source.
City Secretary’s Office
Inspection Services
Planning
Municipal Court
Parks
Communications
Electric Administration
Electric Engineering
Technical Services
Resource Management
ELECTRIC FUND
Energy Services
Electric System Operations
Facilities Maintenance
Engineering
Fleet Services
JOINT SERVICES FUND
Purchasing
Legal Services
Conservation
Customer Care
INTERNAL SERVICE FUNDS
Accounting
Information Technology
Economic Development
Human Resources
Finance Administration
GUS Administration
Business System Services
Irrigation
Wastewater Services
WATER FUND
Water Services and Administration
Airport
Stormwater Drainage
OTHER ENTERPRISE FUNDS
Convention and Visitors Bureau
SPECIAL REVENUE FUNDS
All other Special Revenue Funds
Fire: Paramedic Fund
Business Improvement Program
42
FY2019 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: Governmental Funds 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.
Proprietary Funds use the full-accrual basis of accounting. Revenues are recognized when they are earned and measurable.
Expenses are recognized when they are incurred regardless of timing or related cash flows.
WATER
FUND
43
FY2019 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
44
FY2019 Annual Budget
GENERAL FUND
City of Georgetown Fire Department
45
FY2019 Annual Budget
GENERAL FUND
General Fund Summary .............................. 47
City Council ................................................. 54
Administrative Services .............................. 56
City Secretary’s Office ................................ 58
Communication .......................................... 60
Fire and EMS .............................................. 64
Inspections ................................................. 68
Library, Arts, and Culture ........................... 72
Municipal Court .......................................... 74
Parks, Administration and Garey Park ......... 76
Recreation and Tennis Center .................... 78
Planning ...................................................... 80
Police: Administration & Operations .......... 84
Police: Animal Services ............................... 86
Police: Code Enforcement .......................... 88
Solid Waste & Recycling Services ............... 90
Public Works and Streets ............................ 92
General Fund Five-Year Projections ........... 94
46
FY2019 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 2018
Total revenues are projected to be $63 million, which is 1.1% 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 are
seeing growth and Georgetown is no exception. Sales tax revenue is expected to end the year 3.1% over the original
budget. A midyear budget amendment recognized additional sales tax revenue to offset expenditures in the General
Fund. Year‐end sales tax revenue is projected to be 1.2% over the midyear amendment.
Sanitation revenue is projected to be 1% less than budgeted. Both franchise fees and the City’s Utility Return on
Investment (ROI) revenue are expected to end FY2018 on budget. Development and Permit fees are projected to end
the year 12% higher than budget. This increase is due to continued growth in the community. Lastly, Parks and
recreation fees are expected to finish the current year 3.8% higher than budget mirroring our growth pattern.
Total expenditures are projected to be $64.9 million, less than 1% from the amended budget. The mid‐year
amendment included increasing expenditures to cover overtime in Fire and retirements in Police. All of the divisions
(a collection of cost centers) in the fund are expected to be at or below budget by the end of the year.
Total fund balance is projected to be $10.8 million as of September 30, 2018. This is greater than the contingency
policy requirement of $8,500,000. Fund balance over the contingency policy requirement is available to fund non‐
recurring expenditures in FY2019, as directed by the Council. The projected available fund balance after accounting
for the FY2018 contingency and the FY2018 economic stability reserve totals $1.1 million. This revenue is proposed
to cover our increase in FY2019 contingency.
FISCAL YEAR 2019
Budgeted revenues total $70.1 million, an increase of 10.8%
over FY2018 projections. The chart to the right identifies
General Fund revenues by source. Part of the increase is due to
an accounting change in EMS funds.
Beginning in FY2019, Emergency Medical Services will move
from a separate special revenue fund into the General Fund.
This financial structure better aligns with existing operational
structure and unified response. All revenue and expenditures
for FY2019 remain the same as when the service was in its own
fund, with the exception of clearing out interfund transfers.
Property tax revenue is $13.85 million. Due to higher valuation
and new development, property tax revenue is budgeted to
increase by 3.4% over the previous year. The proposed tax rate
is 42 cents per $100 of assessed valuation, the same rate as last
year. This rate is split between 19.95 cents for Operations and Maintenance and 22.05 cents for general debt service.
While the overall tax rate has decreased over the past few years through increases in assessed valuation, the debt
service proportion of the tax rate has steadily increased as the City funds large infrastructure projects related to
growth.
Sales Tax
22%
ROI
13%Sanitation
Revenue
13%
EMS
Revenue
4%
Franchise
Fees
8%
All Other
Revenue
20%
Property
Tax
20%
FY2019 REVENUES
47
FY2019 Annual Budget
Sales tax revenue is budgeted at $15.9 million, which is based on a growth trend of 4.4%. Previously, the General
Fund transferred $500,000 in sales tax revenue to GTEC, the City’s 4B Corporation, related to the Wolf Ranch retail
center. At the June GTEC meeting, staff proposed the elimination of this a $500,000 transfer. The GTEC board
discussed this change in methodology and approved for Council review. Accounting for the growth trend and the
elimination of the transfer, sales tax is projected to be 8% over FY2018 projections.
Sanitation revenue totals $9.4 million in FY2019, an increase of 6.5% over FY2018 projections. Utility Return on
Investment revenue is projected to be $9 million. This transfer provides a benefit to the residents for the ownership
in Electric, Water, and Stormwater utilities.
Development fees are anticipated to increase 6.6% over FY2018 projections. The City has seen tremendous growth
in permitting and inspection fees over the last few years. In the reference section of the document, there is a detailed
table showing the growth in the number of inspections and permits over the past few years.
Parks and recreation revenue is budgeted at $2.9 million, which is a 11.8 % increase over the FY2018 projections.
The increase in park revenue is the result of a full year impact of Garey Park, as well as continued growth in rec
center, tennis center, and pool revenue. Additionally, parks and rec revenue has been adjusted to account for the
expansion of existing programs like the senior golf program and day camps.
Budgeted expenditures total $69.3 million, an increase of 6.9% over FY2018 projections. Expenses include salary step
increases in police and fire compensation, as well as market adjustments for non‐civil service employees. Employee
merit raises are proposed at an average of 3%. There is a proposed 5% increase in medical and dental premiums for
both the City and employees beginning January 1, 2019. The increase in expense is also related to the previously
discussed accounting change in EMS funds. The budget also includes an increase in the municipal electric rate.
Currently in the budget, there is not a transfer out to the Council Special Revenue Fund. However, following year‐
end close, any remaining fund balance after accounting for the FY2019 contingency and restoring the benefit payout
will be transferred to the Council Special Revenue Fund for one‐time expenses.
48
FY2019 Annual Budget
Proposed enhancements include the following new positions, one‐time expenditures, and new programs to respond
to Council goals and issues of growth. Highlights are listed below. A full list of funded and unfunded requests is at the
end of the General Fund section.
Planning: Annexation: In response to the City Council
goal of establishing an annexation strategy, the first
year of a two‐year annexation plan is proposed. This
proposed enhancement would provide the Planning
Department funds to survey properties to be annexed
and to fund mandated public notices. Adopted cost:
$127,500.
Planning: Landscape Planner: A Landscape Planner is
proposed to assist in providing support for the
development process. Since 2012, preliminary plats
have increased by 54%, final plats by 128%, and site
development applications have increased 215%. This
position will help ensure turnaround times are met
related to tree and landscape review. Since the
function is currently carried out by Parks staff, it also
provides relief to that department. The position start date is January 1, 2019. Adopted cost: $76,225.
Library: Books – Library Materials: The Library department is requesting funds to keep up with bestsellers to
reduce patron waiting time for materials. Adopted cost: $20,000.
Parks: Parks Maintenance Worker: The park system in the City of Georgetown has grown significantly over
the past few years. Current and upcoming projects are expected to increase the number of miles of trail and
number of restrooms maintained. Adding a Parks Maintenance Worker will provide the staff needed to
maintain the parks system. The position start date is January 1, 2019. Adopted cost: $51,070.
Parks: San Gabriel River Algae Maintenance: The San Gabriel River impoundment in San Gabriel Park has seen
an increase in gravel deposits along the historic dam and low water crossing. Parks and Recreation has been
unsuccessful in removing the gravel due to state and federal regulatory limitations. This area of the San
Gabriel River is extremely popular and hosts several community events throughout the year. This request is
to contract with a vendor to clean up this area and address large accumulation of algae. Adopted cost:
$12,000.
Parks: Landscape Maintenance Contract: In FY2017 the Parks Department implemented the current
landscape and maintenance contract. Since that time, the park system has continued to grow. Four park
areas and one half mile of trail will add an additional 15 acres of maintenance in FY2019. Parks ranked second
in “quality of life services” and the trail system received the only “good or excellent” rating for mobility in
the most recent citizen survey. The funding will allow additional time spent on park projects while ensuring
turf and landscape maintenance are addressed. Adopted cost: $20,000.
Fire Support Services: Fire and Life Safety Inspector: Inspection in Fire Services matches the growth in other
development areas of the City. In response, Fire is requesting a Fire and Life Safety Inspector. This position
is will assist in inspections and ensure that the construction in the City meets the Fire Code. Adopted cost:
$148,470.
Transfers
0%
Com. Servs. &
Fin.
18%
Dev. Servs.
4%
Fire &
EMS
26%Police
23%
Public
Works
20%
Admin.
Servs.
9%
FY2019 EXPENSES
49
FY2019 Annual Budget
Fire Emergency Services: Fire Station 7 Staffing: Fire Station 7 is currently in the design/construction phase
with a scheduled opening of calendar year 2020. Staff is recommending to hire 14 Firefighters in order to
make station 7 operational. The current plan calls to hire 3 Firefighters beginning October 1, 2018 and the
remaining 11 Firefighters in July of 2019. Funds are also included for anticipation to hire EMTs that will be
trained as paramedics, since there has been difficulty in recruiting paramedic/firefighters. Adopted cost:
$715,832.
City Secretary: Records Preservation: As part of a multi‐year records restoration and preservation project, the
City Secretary is requesting funding to complete the project in FY2019. Adopted cost: $32,000.
City Secretary: Election Expense: The City Secretary is responsible for the administration of elections
throughout the year. Funding is being proposed for a potential Chisolm Trail Special Utility District election.
Adopted Cost: $50,000.
City Secretary: Laserfiche License: As the City continues to grow and add employees, additional Laserfiche
licenses are needed. Laserfiche is the document management software used by the City. Adopted cost:
$10,000.
City Secretary: Boards and Commissions Software: To manage the City’s boards and commission’s data, the
City Secretary’s Office is requesting new boards and commissions software. The new software will eliminate
managing multiple database’s while improving workflow and efficiencies. Adopted cost: $11,300.
City Secretary: Historic Record Preservation Increase: Over the past few years, the City has been working to
preserve historic records. Recently a number of records were found that were not included in the original
historic preservation project. These include cemetery maps, Sanborn maps, company street maps, Fire
Department portraits from the 1800’s, and cemetery records. This request is to increase funding to preserve
the newly found items. Adopted cost: $28,000.
Communications: Georgetown TV Cable Channel Operations: The City receives TV franchise fees that help to
purchase capital equipment for GTV. This request is to provide funds for operational costs that are not capital
equipment. Operational expenses include Adobe Creative Cloud licenses for GTV content creators, repair
and maintenance costs for video equipment, and other items that do not have a 3‐year longevity. Adopted
cost: $15,000.
Police Operations: School Resource Officer: The Police Department is requesting a School Resource Officer for
Wagner Middle School. This request is in support of the plan initiated with GISD to place an SRO at each
Middle School and two at each High School. Currently, the SRO Supervisor is stationed at Wagner Middle
School and has limited time to supervise the other campuses due to increase demands of serving as an SRO
at Wagner. This request will place a new SRO at Wagner Middle School and move the sergeant to GHS where
they will backfill absences and supervise. GISD funds half of the one‐time and on‐going costs. Adopted Cost:
$172,597.
Police Operations: Various Operational Increases: The Police Department is proposing an increase in funding
related to operations including contracts increases, a Cellebrite Touch Forensics upgrade, and additional
funding for investigation supplies. Adopted cost: $20,362.
Police Operations: Williamson County Children’s Advocacy Center Increase: The City of Georgetown currently
contributes $25,000 to the multi‐disciplinary Williamson County Children’s Advocacy Center (CAC) annually.
50
FY2019 Annual Budget
The CAC is requesting an increased allocation of $30,000 to assist with additional costs of adding specialty
staff and expanded wraparound services. Adopted cost: $5,000.
Animal Services: Animal Control Officer: The request for an Animal Control Officer will help the Animal Services
department dedicate more time to community outreach and education, strengthen relationships with GISD
and other local schools, Sun City, and expand their relationships to other organizations in the community.
The addition of this position is essential to providing excellent animal and customer care. The budget includes
funding for a mid‐year hire. Adopted cost: $16,873.
Public Works: Neighborhood Traffic Management: This request is to fund the estimated annual cost for the
Neighborhood Traffic Management Policy. The study will examine multiple aspects of traffic, safety, and
congestion related the policy. Adopted cost: $20,000.
Total fund balance is projected to be $11.2 million as of September 30, 2019. This includes a 90‐day contingency of
$9,750,000, the Economic Stability Reserve will be at $1.2 million, and the Benefit Payout Reserve is $255,000. It
also includes a 90‐day contingency for merging the EMS cost center into the General Fund.
51
FY2019 Annual Budget
FUND SCHEDULE
FY2017 Actuals FY2018 Budget
FY2018
Projected FY2019 Base
FY2019
Changes FY2019 Budget
Beginning Fund Balance 10,996,406 12,405,718 12,405,718 10,819,305 (355,920) 10,463,385
Revenues FY2017 Actuals FY2018 Budget
FY2018
Projected FY2019 Base
FY2019
Changes FY2019 Budget
Sales Tax 13,595,005 14,575,000 14,743,750 15,924,475 - 15,924,475
Property Tax 12,604,851 13,400,000 13,400,000 13,850,000 - 13,850,000
Return on Investment 8,120,142 8,417,635 8,473,681 9,002,490 - 9,002,490
Sanitation Revenue 7,266,073 8,974,500 8,873,500 9,448,500 - 9,448,500
Franchise Fees 4,973,295 5,213,863 5,300,544 5,434,000 - 5,434,000
All Other Revenue 3,878,354 4,076,192 4,187,026 4,730,620 - 4,730,620
Development and Permit Fees 2,712,128 2,758,500 3,102,150 3,307,000 - 3,307,000
Parks and Rec Fees 2,357,892 2,564,220 2,662,500 2,960,100 - 2,960,100
Administrative Charges 1,899,960 2,087,555 2,087,555 2,428,000 - 2,428,000
Transfer In 1,472,200 547,200 472,200 296,782 - 296,782
EMS Revenue - - 2,780,896 2,780,896
Grand Total 58,879,899 62,614,665 63,302,906 67,381,967 2,780,896 70,162,863
Expenses FY2017 Actuals FY2018 Budget
FY2018
Projected FY2019 Base
FY2019
Changes FY2019 Budget
0000 - Transfer 2,489,735 1,928,103 1,928,103 290,000 56,000 346,000
0107 - Planning 1,050,444 1,664,911 1,534,488 1,562,423 200,725 1,763,148
0201 - D&CS Admin 279 - - - - -
0202 - Parks Admin 486,858 607,229 609,666 610,051 - 610,051
0210 - Library 2,428,255 2,574,935 2,525,656 2,626,995 20,000 2,646,995
0211 - Parks 2,262,194 2,578,108 2,580,317 2,707,004 67,670 2,774,674
0212 - Recreation 2,387,841 2,527,496 2,491,467 2,615,488 10,400 2,625,888
0213 - Tennis Center 431,987 435,014 427,705 456,162 2,000 458,162
0214 - Rec Programs 1,362,798 1,338,038 1,318,687 1,358,009 - 1,358,009
0215 - Garey Park - 621,557 517,820 948,290 - 948,290
0218 - Arts & Culture 74,029 80,900 80,931 87,129 - 87,129
0316 - Municipal Court 549,797 632,929 614,394 635,935 - 635,935
0402 - Fire Support Services 2,554,451 2,648,858 2,680,268 2,816,443 119,970 2,936,413
0422 - Fire Emergency Services 9,930,547 11,139,592 10,956,430 11,625,660 673,832 12,299,492
0448 - Fire EMS - - - - 2,593,697 2,593,697
0533 - Solid Waste and Recycling Services 6,192,028 7,623,412 7,715,241 7,902,414 - 7,902,414
0536 - Inspections 1,047,101 1,231,441 1,160,914 1,202,463 57,682 1,260,145
0602 - Administrative Services 1,437,710 1,590,089 1,557,444 1,552,033 - 1,552,033
0634 - City Council 136,782 175,087 173,230 171,395 - 171,395
0635 - City Secretary 635,965 848,463 727,349 750,980 131,300 882,280
0638 - General Gov't Contracts 3,848,865 3,253,786 3,742,660 3,286,401 - 3,286,401
0655 - Communications 382,440 410,137 389,324 410,160 15,000 425,160
0702 - Police Admin 2,082,187 2,234,502 2,220,396 2,327,311 2,850 2,330,161
0742 - Police Operations 11,045,663 11,959,871 12,043,704 12,317,989 132,609 12,450,598
0744 - Animal Services 821,753 875,831 828,681 895,701 30,420 926,121
0745 - Code Enforcement 349,663 415,749 390,366 432,800 - 432,800
0802 - Public Works 699,590 1,241,845 1,138,228 1,234,586 20,000 1,254,586
0846 - Streets 3,057,874 4,657,416 4,535,851 4,438,211 - 4,438,211
Grand Total 57,746,835 65,295,298 64,889,319 65,262,034 4,134,155 69,396,190
FY2017 Actuals FY2018 Budget
FY2018
Projected FY2019 Base
FY2019
Changes FY2019 Budget
Ending Fund Balance 12,129,470 9,725,085 10,819,305 12,939,238 (1,709,179) 11,230,059
CAFR Adjustement 276,248 - - - - -
Economic Stability Reserve 1,150,000 1,225,000 1,225,000 1,225,000 - 1,225,000
Contingency 7,925,000 8,500,000 8,500,000 9,750,000 - 9,750,000
Benefit Payout 222,000 - - 255,000 - 255,000
Available Fund Balance 3,108,718 85 1,094,305 1,709,238 (1,709,179) 59
52
FY2019 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
53
FY2019 Annual Budget
DEPARTMENT BUDGET
There are no significant changes to the City Council Budget in FY2019. The current level of service will remain
the same in FY2019.
It is anticipated the Council’s budget will finish FY2018 1.07% under budget due to operational savings.
The Council is comprised of seven Councilmembers elected from single-member districts and one Mayor who is elected at
large.
City Council
Vision: A caring community honoring our past and innovating for the future
Department
Description:
Georgetown is a Home Rule City. Council is free to enact legislation, adopt budgets, and determine
policies, subject only to the limitations imposed by the Texas Constitution and City Charter.
Division and FTEs: Administrative Services Division: 1 Mayor & 7 Councilmembers
City Council FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 107,974 150,209 150,559 150,289 - 150,289
Operations 28,808 24,878 22,671 21,106 - 21,106
Capital - - - - - -
Total Departmental Budget 136,782 175,087 173,230 171,395 - 171,395
City of Georgetown City
Council
54
FY2019 Annual Budget
Established the Council’s Vision Statement.
Defined the Role of Council and Rules of Engagement
to establish a clear Vision for the City of Georgetown.
Finalized the City’s move to 100% Renewable Energy.
Ground Breaking and Construction of the City Center.
Grand Opening of Garey Park and the Southwest
Bypass.
GoGeo Transit Service Began.
Oversaw the implementation and changes making
the Georgetown Airport self-sustaining and
profitable.
Oversaw the expansion of the EMS program.
Approved the construction and design for Fire Station
#7.
Ground Breaking for Rivery Blvd. Extension.
Implemented a Pilot Program with Lyft and
Neighborhood Traffic Management Policy.
Foster the Council’s Vision Statement – A caring
community honoring our past and innovating for the
future.
Remain a destination for unique experiences.
Create a strategy for increased mobility.
Promote greater diversity in population and
businesses.
Create and maintain outstanding aesthetics and a
welcoming appearance and spirit.
Refine the annexation and MUD strategy.
Monitor, promote, and communicate a long-term
strategy for the City’s utilities.
Increase our influence with the State Government.
Develop collaborative strategies with Georgetown
ISD, Southwestern University, and other entities.
Maintain a fiscal environment conducive to attaining
the goals of the City.
26.10%
54.80%
16.60%
2.50%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Value of City Services for Taxes Paid
Excellent Good Fair Poor
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
In the spring of 2018, the
City partnered with Texas
State University’s Center for
Public Policy, Research and
Training to conduct a citizen
survey. This marked the
second time the City
partnered with the
University to survey our
residents.
When asked to describe the
value of City services for the
taxes paid, 81% responded
with “good” or “excellent”.
Over 98% of respondents
rated the overall quality of
life in Georgetown as
“good” or “excellent”, the
same percentage found in
the 2016 survey.
55
FY2019 Annual Budget
DEPARTMENT BUDGET
Administrative Services department includes both Administrative Services and General Government Contracts.
There are no significant changes to the Administrative Services Budget in FY2019. The current level of service
will remain the same.
General Government Contracts includes funding for various partnerships within Williamson County. The
FY2019 Budget includes funding to maintain the current level of service.
Administrative Services
Mission:
Assisting the Council to be successful in developing and implementing City priorities and
polices through resource stewardship, employee development, building a collaborative
culture, and quality service delivery.
Department
Description:
Administrative Services is responsible for the administration of all City affairs and serves as the
liaison between the policymaking and administrative branches of City Government.
Division and FTEs: Administrative Service Division: 9 FTEs
Administrative Services FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,240,182 1,294,847 1,268,846 1,308,886 - 1,308,886
Operations 4,046,392 3,549,028 4,031,258 3,259,548 - 3,529,548
Capital - - - - - -
Total Departmental Budget 5,286,575 4,834,875 5,300,104 4,838,434 - 4,838,434
Staff on National City Hall
Selfie Day
56
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the
course of the next year, the department will work on developing targets and collecting data.
Updated Council’s strategic goals and vision
statement.
Guided City staff to establish and execute Council
vision tactics.
Implemented a citywide performance management
program.
Worked to develop multi-year budgets and financial
planning as part of the annual budget process.
Drove positive organizational culture change by
emphasizing City core values with restructured and
refocused events and trainings.
Conducted a citizen survey to assess resident
satisfaction on key services.
Completed citywide employee survey to measure
engagement.
Coordinated the sale of downtown buildings.
Initiated construction of the Downtown West
Project.
Support City Council’s Strategic Goals of long-term
financial responsibility and future economic viability.
Expand Business Improvement Process program
citywide to encourage continuous process
improvement and innovation.
Create partnerships with other local, regional, and
state agencies as well as the private sector to ensure
quality growth and development.
Continue to improve resident awareness of City
programs and services by promoting a positive public
image of the community.
Promote revitalization and future economic growth
within the city.
Lead the focus on multi-year budgets and financial
planning as part of the annual budget process.
Conduct a comprehensive plan update and a
transportation impact fee study to assist Council in
making decisions regarding growth.
Strategic Goal 1
Assist Council to be
successful in developing
and implementing city
priorities and policies.
Measurable 1: Percent of tactics implemented or completed (on time and on budget); number
of policies adopted or amended per year
Strategic Goal 2
Resource Stewardship Measurable 1: Proposing an annual budget to City Council with highlighted improved or more
cost effective services, meaningful goals, and performance measures
Strategic Goal 3
Support employee
development
Measurable 1: Create an environment where employees are enabled and engaged
Measurable 2: Support employee training programs
Strategic Goal 4
Promoting the City’s
organizational values and
recognizing employees
Measurable 1:
Diamond Drop data, GEM customer service highlights, Mission Driven
Departments, Cross-Departmental Teams (DPRC, Leadership, Director
meetings), Employee events (Years of service awards, holiday lunch, United
Way, values event)
Strategic Goal 5
Quality Service Delivery Measurable 1: Number of departments/service areas in PMP program and their performance
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
57
FY2019 Annual Budget
DEPARTMENT BUDGET
The FY2019 City Secretary’s Budget includes several enhancements. First, the budget includes a total of $50,000
for the potential Chisolm Trail Special Utility District election. Funds were also increased for historical records
preservation. Over the past few years, the City has been working to preserve historic records.
Recently a number of records were found that were not included in the original historic preservation project.
This year’s budget includes $28,000 to preserve these files. Lastly, $10,000 was approved for additional
Laserfiche licenses – the City’s document management software.
City Secretary
Mission: To provide service to the City Council, the public, and staff by facilitating compliance &
improving processes, while preserving history.
Department
Description:
The City Secretary’s office oversees the preparation of City Council agenda packets and ensures
compliance with the State Open Meetings Act.
Division and FTEs: Administrative Services Division: 4 FTEs
City Secretary FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 375,575 455,700 456,012 482,706 - 482,706
Operations 260,390 392,763 271,337 268,274 131,300 399,574
Capital - - - - - -
Total Departmental Budget 635,965 848,463 727,349 750,980 131,300 882,280
City Secretary Staff showing off
their love of historical records
58
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Hired an Open Records Coordinator and lead open
records request processing program Citywide.
Reviewed and revised open records procedures to
improve timeliness, efficiency and ease of use for
all parties.
Conducted a successful boards & commissions
application and appointment process.
Sponsored the ethics orientation for all members of
boards & commissions.
Hosted the boards & commission member
appreciation reception.
Provided Citywide training on records
management, open records, and Laserfiche.
Administered the May 2018 General Election.
Accomplished the timely destruction of records
according to the Texas State Library standards.
Assistant City Secretary was the first City of
Georgetown employee to receive the prestigious
Texas Municipal Clerks Association Certification.
Continue providing excellent assistance and care of
the Mayor and City Councilmembers, the General
Public and Internal Staff
Implement a Five-Year Plan for Records
Management
Continue updating and improving Open Records
Processes
Implement and develop improvements in Data
Management for Boards & Commission with New
Software
Continue developing and providing excellent training
to Boards & Commissions members, liaisons and
chairs
Provide Parliamentary Procedures training for
Council, Board Liaisons and Board Chairs
Strategic Goal 1
Provide service to the
City Council, Public, and
Staff
Measurable 1:
Ensure Council and Boards & Commissions have accurate agendas and are in
compliance
Measurable 2:
Maintain accurate & organized records to promote transparency and customer
satisfaction
Strategic Goal 2
Process Improvement
Measurable 1: Optimize document accessibility and cost efficiencies
Strategic Goal 3
Preserve History
Measurable 1: Document the City’s history and protect our historical documents
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
59
FY2019 Annual Budget
DEPARTMENT BUDGET
An increase of $15,000 for Georgetown TV cable channel operations was approved in the budget. The City
receives TV franchise fees that help to purchase capital equipment for GTV. The approved request provides
funds for operational costs that are not capital equipment.
Operational expenses include Adobe Creative Cloud licenses for GTV content creators, repair and maintenance
costs for video equipment, and other items that do not have a 3-year longevity.
Communications
Mission: To share stories that serve as catalysts for connections, while promoting and taking care
of the identity of the City.
Department
Description:
Communications provides content and information for City websites, social media sites, YouTube
sites, the City Reporter resident newsletter and other mediums.
Division and FTEs: Administrative Services Division: 3 FTEs
Communications FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 265,323 278,103 278,308 287,237 - 287,237
Operations 117,100 131,534 111,016 122,923 15,000 137,923
Capital 17 500 - - - -
Total Departmental Budget 382,440 410,137 389,324 410,160 15,000 425,160
Communications team showing off
their green screen talents
60
FY2019 Annual Budget
Coordinated Blooming City annual report
Produced social media videos highlighting key
projects and themes including the FY2019 Budget,
2018 A Look Ahead, Downtown West ground
breaking, Economic Development Symposium,
Garey Park opening, Buckthorn solar plant going
online, the Library National Medal award, and
Southwest Bypass opening.
Created realestate.georgetown.org site to sell three
city buildings.
Led outreach and response related to a water pump
outage in the summer.
Assisted Customer Care with marketing and
outreach for new customer information software
implementation.
Developed program to sell advertising on GoGeo
buses and marketed GoGeo on social media with
kickoff events, news releases, and route-specific rack
cards.
Lead development of a Communications and
Marketing Strategic Plan for the City.
Work with citywide team to assess customer
preferences and develop a plan for inbound and
outbound communication system.
Sell advertisements on GoGeo buses.
Provide input on video recording and streaming
system at Council and Court Building.
Conduct media relations training with Directors.
Implement tracking of department performance
measures.
Strategic Goal 1
Use social media
platforms to reach target
audiences
Measurable 1: Monthly Facebook and Twitter “reaches”
Measurable 2: NextDoor members in the City limits
Strategic Goal 2
Use newsletters to reach
target audience
Measurable 1: Weekly subscribers and # of opens per issue
Strategic Goal 3
Social media engagement Measurable 1: Facebook engagement rate of 10% or greater
Strategic Goal 4
Surveying
Measurable 1: Citizen Survey
Measurable 2: Internal Customer survey
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
61
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Use social media platforms to target audiences
Social media reach is a media analytics metric that refers to the number of users who have come across a
particular content on a social platform such as Facebook or Twitter.
Currently Communications is tracking the number of social media reaches and is evaluating the best way to use
this information to grade departmental performance.
Strategic Goal 2: Use newsletters to reach target audience
Currently the department is tracking the number of weekly subscribers and are evaluating a target for
subscriber engagement.
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug
Social Media Reach
Facebook Reaches Twitter Reaches
4,754 4,824 4,925 5,028 5,173 5,351 5,465 5,513
5,955 6,174
7,428
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug
Weekly Subscribers
62
FY2019 Annual Budget
Strategic Goal 3: Social Media Engagement
Engagement on Facebook is when people perform actions on a page. Users may like a post, click on a link, or
comment on an image for example. Currently the department is tracking the City of Georgetown’s page and
targeting an engagement rate of 10%. This goal will be reviewed in the future to ensure the target is both in line
with other Texas cities of similar population and demographics.
Strategic Goal 4: Internal Surveying
Currently the City is developing a strategy to survey internal customers to measure
many facets of customer service across several business units in the City. As the PMP
program matures, this internal customer satisfaction survey will be an integral tool to
measure departmental performance.
3
5
4
5
7
10
5
9
0
2
4
6
8
10
12
Jan Feb Mar April May Jun Jul Aug
Facebook Engagement Rate
Engagement Rate Target
63
FY2019 Annual Budget
DEPARTMENT BUDGET
The biggest change in the FY2019 Fire Budget was the movement of the EMS department into the General
Fund. Prior to FY2019, the revenues and expenses for EMS were housed in a separate special revenue fund.
Beginning in FY2019, all three fire cost centers, as well as revenue streams (ESD 8 Contract for services, fire
inspection fees, SAFER Grant, and EMS revenues) are in the General Fund.
The FY2019 Budget also includes the hiring of 11 new firefighters to operate Fire Station 7. It is anticipated the
station will open in the next fiscal year.
Fire and EMS
Mission: Our mission is to prepare, prevent, protect, and provide professional services to the City of
Georgetown and surrounding region.
Department
Description:
The Fire division provides emergency services including comprehensive medical treatment and
transport services, fire suppression, technical rescue, swiftwater rescue, dive team, wildland
interface, and hazmat services.
Division and FTEs: Fire Division: 139 FTEs
Fire Emergency, Support, and
EMS
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 10,367,897 10,986,846 10,968,899 11,704,213 2,552,979 14,257,192
Operations 2,117,101 2,794,104 2,660,299 2,737,890 834,520 3,572,410
Capital - 7,500 7,500 - - -
Total Departmental Budget 12,484,997 13,788,450 13,636,698 14,442,103 3,387,498 17,829,601
Fire Driver Garey Jackson has
served the City since 2009.
64
FY2019 Annual Budget
Expanded partnership model with Williamson County
Emergency Services District (ESD) #8 to include
revised cost-model structure.
Modified recruitment program to diversify workforce
which resulted in a larger Paramedic candidate pool.
Re-organized operational structure to fully integrate
EMS into daily operations and management.
Authored grant and policy amendments to improve
work-life integration of firefighters and reduce the
division’s reliance on holdover labor.
Finalized cooperative design elements with ESD8 for
Station #6 in northwest Georgetown.
Completed land acquisition and design for Station #7
in southeast Georgetown.
Established design for regions first Tiller-Drawn
Apparatus (TDA) to assist with topographical and
operational challenges.
Continue Labor Management Team (LMT)
discussions into updated Meet & Confer Agreement.
Explore improved diversity and qualified paramedic
applicant pool.
Seek opportunities to further improve holdover and
reduce reliance on OT to staff vehicles.
Develop succession planning program to address
upcoming retirements and expansion.
Integrate specialized truck operation position into
deployment model.
Restructure Fire & Life Safety to improve workflow,
timelines, safety, and competencies.
Foster a culture of trust and peer-to-peer coaching.
Pilot a program to improve response to fall related
injuries and treat-no-transport situations.
Coordinate improved emergency management drills
with GISD.
Expand Incident Command System (ICS) offerings to
other City departments.
Strategic Goal 1
Improve community and
organizational safety
through
employee/resource
development that is
focused on responding
quickly, solving problems,
and being nice.
Measurable 1: % of responses within 7 minutes; % of responses within the City
Measurable 2: Station/District Reliability
Measurable 3: Tenure with GFMD
Strategic Goal 2
Prevent emergencies and
problems through public
education, community
outreach, advocacy, and
enforcement.
Measurable 1: % of buildings inspected annually
Measurable 2: % of inspections/plan reviews requiring re-inspections
Measurable 3: % of EMS calls resulting in non-transport
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
65
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goals 1, 2, and 3:
Currently the Fire Department is in the initial data collection stage of the performance management program
for Strategic Goals 1, 2, and 3.
Strategic Goal 4:
In the spring of 2018, The City of Georgetown partnered with the Center for Research, Public Policy and
Training at Texas State University to conduct a citizen survey.
When asked to rate Fire Services in the City, 97% of the respondents said the service was “good” or “excellent”.
Strategic Goal 3
Protect the community
and our members from
workplace hazards and
promote proactive
communication,
reporting, and
preparedness.
Measurable 1: % of fires contained to room of origin
Measurable 2: # of fire related civilian injuries/fatalities
Measurable 3: # of duty related firefighter injuries
Measurable 4: % of cardiac arrest patients with return of spontaneous circulation (ROSC)
Strategic Goal 4
Provide caring service
that is indiscriminate and
genuine through
professional action and
attitude.
Measurable 1: Customer satisfaction survey rating of good or excellent
Measurable 2: Public outreach contacts per year
Measurable 3: % of supervisors conducting monthly employee check-ins
Excellent
69%
Good
28%
Fair
2%
Poor
1%
Rating of Fire Services
Excellent Good Fair Poor
66
FY2019 Annual Budget
When asked to rate Emergency Preparedness in the City, 93% of the respondents said the service was “good”
or “excellent”.
Excellent
41%Good
52%
Fair
6%
Poor
1%
Emergency Preparedness
Excellent Good Fair Poor
67
FY2019 Annual Budget
DEPARTMENT BUDGET
The only change in the FY2019 Inspections Budget is the result of a reorganization. Previously, one inspector
position was budgeted in the Joint Service Fund in the Systems Engineering Department. Beginning in FY2019,
this position will report to Inspections.
It is projected Inspections will finish FY2018 6% less than Budget due in large part to savings from vacant
positions throughout the year.
Inspections
Mission: To provide exceptional service to all customers by sharing our knowledge and expertise to
protect their health, safety, and investments.
Department
Description:
The Department is responsible for ensuring the life and safety of individuals occupying structures
through professional review of building plans and inspections to ensure consistency of the City’s
adopted building code.
Division and FTEs: Development and Planning Division: 15 FTEs.
Inspections FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 938,118 1,074,046 1,007,413 1,062,038 57,682 1,119,720
Operations 108,983 157,395 153,501 140,425 - 140,425
Capital - - - - - -
Total Departmental Budget 1,047,101 1,231,441 1,160,914 1,202,463 57,682 1,260,145
City of Georgetown
Inspections Staff
68
FY2019 Annual Budget
Improved the building plan review processes by
being consistent and predictable resulting in quicker
average turn-around times.
Created inspection guidelines and weekly meetings
for staff to ensure clear and consistent field
inspections.
Designed and implemented meaningful performance
measures.
Provided for employee development through
performance management measures.
Designed and prioritized training and certifications
for staff.
Initiated the review for the 2015 International
Building Code and the 2017 National Electric Code.
Hired an Assistant Building Official to solidify
management group.
Adopt the 2015 International Building Code and the
2017 National Electric Code.
Create new processes to help reduce turn-around
times even more on plan reviews.
Continue to provide one day turn around for
inspections.
Provide exceptional service to customers through
consistent administration of the building codes.
Support the development of staff by continued
training.
Create new processes by working with other
departments in the development industry.
Improve our process through our Performance
Management Mission Statement.
Strategic Goal 1
Exceptional Service Measurable 1: Turnaround times for Plan Review and Inspections
Strategic Goal 2
Sharing Knowledge and
Expertise
Measurable 1: Training entire staff to gain certifications so that we can share our knowledge and
expertise.
Strategic Goal 3
Protect Health and Safety
and Investments
Measurable 1: Next Day Inspections and Customer Surveys
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
69
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Exceptional Service
Measurable: Accepted Applications Average Per Day
Inspections tracks the number of accepted applications per day to ascertain increases in development over time.
There has been a clear increase in the number of accepted applications since FY2017. This increase is due to population growth
and increases in residential and commercial development.
Measurable: Completed Inspections & Average Completed Inspections per Inspector per Day
Inspections tracks the number of completed inspections and the average completed inspections per inspector to determine
how quickly development is increasing over time and changes in inspector workload over time.
The number of completed inspections has increased significantly since FY2017. Further, inspector workload has increased since
FY2017, with the number of inspections per inspector increasing over time. These increases are due to new residential and
commercial developments.
0
10
20
30
40
50
60
70
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Applications Average Per Day
FY2017 FY2018
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
Completed Inspections
FY2017 FY2018
0
10
20
30
40
50
Average Inspections Per
Inspector Per Day
FY2017 FY2018
70
FY2019 Annual Budget
Measurable: Average Number of Plan Review Turnaround Days
Inspections tracks how quickly the Department processes applications to ascertain how well the Department is meeting
development demand. The department aims to turnaround applications within ten days.
The average number of turnaround days for commercial and residential plan/inspection reviews has stayed relatively stable
since FY2017. However, the average number of turnaround days increased significantly for ETJ applications. In order to
decrease the average turnaround days, City management allocated an inspector position from Systems Engineering to the
Inspections Department.
Strategic Goal 2: Sharing Knowledge & Expertise
Measurable: Training & Certifications
Inspections tracks the number of attained certifications and completed training sessions to ensure that inspectors are
improving their knowledge of best practices to provide improved services to Georgetown residents.
Inspectors have completed more training sessions since FY2017, which will lead to improved services.
Strategic Goal 3: Protect Health and Safety and Investments
Measurable: Customer Satisfaction Survey
The Inspections Department will work with City management to develop a customer satisfaction survey to determine quality of
service.
0
2
4
6
8
10
12
14
16
Commercial Residential ETJ
Average Turnaround Days
FY2017 Average FY2018 Average Target
0
10
20
30
40
50
60
70
80
Number of Certifications Number of Training Sessions
Certifications and Training Sessions
FY2017 FY2018
71
FY2019 Annual Budget
DEPARTMENT BUDGET
The Library Department’s FY2019 Budget increased by $20,000 to purchase more bestsellers. Due to the
popularity of the bestsellers at the Library, the Department has seen long wait time for newly released books.
To help reduce the wait time for patrons of the Library, Council allocated a recurring $20,000 to purchase newly
released bestsellers.
The FY2018 is projected to finish the year 1.8% lower than budget. Savings for personnel related accounts make
up the majority of the savings.
Library, Arts & Culture
Mission: The Georgetown Public Library engages, enlightens, and empowers the community.
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.
Division and FTEs: Community Services Division: 24 FTEs
Library, Arts & Culture
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,524,621 1,648,366 1,616,099 1,707,141 - 1,707,141
Operations 812,021 845,176 828,195 844,690 - 844,690
Capital 165,641 162,293 162,293 162,293 20,000 182,293
Total Departmental Budget 2,502,284 2,655,835 2,606,587 2,714,124 20,000 2,734,124
The Gold Medal Award
winning Library staff
72
FY2019 Annual Budget
The Library Department is currently working City management to develop performance measures for their strategic goals.
The Department will then begin to collect data for these measures.
2018 National Medal for Museum and Library Service Award
Georgetown Public Library was one of 10 recipients of the 2018 National Medal for
Museum and Library Service, the nation’s highest honor given to museums and libraries
that make significant and exceptional contributions to their communities.
Selected from 29 national finalists, the 2018 National Medal for Museum and Library
Service winners represent institutions that provide dynamic programming and services
that exceed expected levels of service. Through their community outreach, these
institutions bring about change that touches the lives of individuals and helps
communities thrive. The San Antonio Public Library is the only other public library in
Texas to have won the IMLS National Medal in the past.
Awarded the Institute of Museum and Library
Services National Medal.
Hired Arts and Culture Coordinator.
Implemented Family Place Libraries program.
Added public art downtown and created
opportunities for life-long learning.
Offered cultural enrichment programs for all age
groups.
Utilized bookmobile as a way to publicize the library.
Developed a new departmental Vision and Mission
Statement.
Received third year of funding for the Community
Resources Coordinator position.
Add public art to the interior of the new City Hall
and Municipal Court/Council Chambers.
Complete Library Strategic Plan.
Collaborate with other departments to design
public outdoor space for the new City Center.
Implement meaningful measures to report on
progress for strategic goals.
Assist with promotion of the GoGeo bus system.
Strategic Goal 1
Expand community access to
information, collections, and
other library resources.
Strategic Goal 2
Provide high quality library
services that enrich the lifelong
learning needs for the
community.
Strategic Goal 3
Develop a professional working
environment that fosters
continuous improvement
collaboration and creativity.
Strategic Goal 4
Build relationships and
partnerships that support
outreach and reflect the
community’s diversity.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
73
FY2019 Annual Budget
DEPARTMENT BUDGET
There are no substantive changes to the Municipal Court Budget for FY2019. The slight increase from FY2018 to
FY2019 in total budget is due to increases in health insurance as well as internal service charges for information
technology services and facilities maintenance.
FY2018 is projected to end the year 3.01% under budget. It is anticipated the department will see savings in
both the personnel and operations portion of the budget.
Municipal Court
Mission: To build trust by providing quality service that is timely, consistent, and accurate.
Department
Description: Municipal Court oversees the judicial processing of Class C misdemeanors in the City
Division and FTEs: Community Services Division: 6.5 FTEs
Municipal Court FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 451,194 534,913 523,253 536,049 - 536,049
Operations 98,602 98,016 91,141 99,886 - 99,886
Capital - - - - - -
Total Departmental Budget 549,797 632,929 614,394 635,935 - 635,935
Award winning Teen Court
Program
74
FY2019 Annual Budget
Data has not been collected for these metrics by the time of this book’s publication. Over the course of the next
year, the department will work with City Management to collect this data.
Assisted Police with new Downtown Parking
enforcement process.
Hosted Incode’s regional training for court software
resulting in customer networking and technical
training.
Held Teen Court Planning Seminar in conjunction
with Texas Municipal Courts Education Center to
provide participants tools to start or enhance a teen
court program.
Celebrated the 25th year of the Teen Court program.
Measured clearance rate of outgoing cases to ensure
the Court is a good steward of people’s time.
Actively contributed to the design process for the
new court facility as part of the City Center project.
Implemented the new Performance Management
Program for Court and revised the court’s mission
statement.
Foster a customer service philosophy with court
defendants, treating all with courtesy and respect.
Increase court efficiency through streamlining
procedures and automation.
Protect and preserve individual liberties of court
defendants.
Continue reviewing performance measures to
ensure the integrity of the court system and to be
good stewards of people’s time.
Continue to increase usage of the court notification
system to enhance customer service opportunities
and increase court efficiency.
Prepare for and host the Teen Court Association of
Texas (TCAT) annual conference in November 2018.
Strategic Goal 1
Provide quality service
that is timely: Be good
stewards of people’s
time.
Measurable 1: Maintain court docket benchmark (Target <90 days)
Measurable 2: Clearance Rate Report (Target 100%)
Measurable 3: Customer Satisfaction Biennial Survey (Target > 98%)
Measurable 4: Expand the outreach of our Access and Fairness Survey
Measurable 5: Effectiveness of Teen Court Program
Strategic Goal 2
Consistent and Accurate:
Maintain integrity of the
Court System
Measurable 1: Monthly audit of closed case files (Target >98% that the case file is complete
and accurate)
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
75
FY2019 Annual Budget
DEPARTMENT BUDGET
There are three additions to the Parks Departmental budgets in FY2019.
A Parks Maintenance Worker was added to help maintain our growing trails and parks system. A Parks
Maintenance Worker position was last added in 2015. The new position is scheduled to start Jan. 1st.
In addition to the new worker, funds were allocated for Right of Way (ROW) mowing as well as algae
maintenance in the San Gabriel River.
Parks, Admin, & Garey Park
Mission: To take pride in creating and preserving outdoor spaces for the enjoyment of everyone.
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 trails, and three cemeteries.
Division and FTEs: Community Services Division: 30.5 FTEs
Parks, Admin, & Garey Park FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,438,802 1,905,981 1,867,563 2,150,682 34,670 2,185,352
Operations 1,310,251 1,900,913 1,840,240 2,114,664 33,000 2,147,664
Capital - - - - - -
Total Departmental Budget 2,749,053 3,806,894 3,707,803 4,265,346 67,670 4,333,016
Grand Opening celebration
of Garey Park
76
FY2019 Annual Budget
Data has not been collected for these metrics by the time of this book’s publication. Over the course of the next
year, the departments will work with City Management to collect this data.
Completed ADA and capital asset renovations at
Meadows Park, McMaster Park, and Founders Park.
Provided 200 free trees to residents of Georgetown
in celebration of Texas Arbor Day.
Installed a new Silva cell tree planting at 8th and Rock
in conjunction with a sidewalk project.
Finished San Gabriel Park Phase 1 improvements and
began Phase 2 construction.
Developed a new pond maintenance contract for
Rivery Park and Garey Park.
Began construction of a columbarium at IOOF
Cemetery.
Established Parks mission statement and
performance management program.
Facilitated the completion of an open space master
for the Georgetown Village Public Improvement
District (GVPID).
Begin Heritage Gardens operations and
maintenance.
Start capital improvement projects funded in the
GVPID budget as identified in the 2018 open space
master plan.
Complete Phase 2 of San Gabriel Park Improvements
as well as the Katy Trail extension.
Construct a parking lot extension at VFW Park.
Continue ADA improvements in parks and along
trails.
Explore opportunities to clean the San Gabriel River
impoundment in San Gabriel Park.
Renovate Kelley Park and begin construction of a
new neighborhood park in the north section of Berry
Creek subdivision.
Gather public input on capital repair and
replacement projects including the renovations at
Kelley Park and new neighborhood park
development.
Strategic Goal 1
All workers take pride in
maintaining our parks.
Measurable 1: Employee turnover is at or below the city average
Measurable 2: Maintain staffing levels as number of employees per 1000 acres
Strategic Goal 2
Develop new outdoor
spaces that everyone can
enjoy.
Measurable 1: Department adheres to SRF replacement schedule
Measurable 2: Community input on department renovations/additions (survey)
Strategic Goal 3
Maintain existing outdoor
spaces to enhance public
enjoyment.
Measurable 1: Maintain 95% completion rate of scheduled items
Measurable 2: Achieve 85% or greater citizen satisfaction based on survey results
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
77
FY2019 Annual Budget
DEPARTMENT BUDGET
The Recreation and Tennis Center Departments saw a $12,400 increase in their FY2019 Budget. The increase is the result
of a reallocation of part time temporary help originally budgeted in Parks moved to the Recreation and Tennis Center to
help meet their business needs.
Aside from the reallocation of part time temporary help, the two departmental budgets have no significant change in
FY2019.
Recreation & Tennis Center
Mission: To create an environment that provides opportunities for positive experiences and
personal growth.
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, and
natatorium.
Division and FTEs: Community Services Division: 29.50 FTEs
Recreation & Tennis Center
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 2,225,677 2,362,684 2,311,876 2,427,945 12,400 2,440,345
Operations 1,956,949 1,937,864 1,925,983 2,001,714 - 2,001,714
Capital - - - - - -
Total Departmental Budget 4,182,626 4,300,548 4,237,859 4,429,659 12,400 4,442,059
Annual K-9 Kerplunk at the
Rec Center
78
FY2019 Annual Budget
Data has not been collected for these measurable by the time of this book’s publication. Over the course of the
next year, the departments will work with City Management to collect this data.
Implemented Perfect Mind, a new parks and
recreation software solution.
Renewed cardio lease, installing 30 new pieces of
equipment in the recreation center fitness room.
Hired an Aquatic Maintenance Worker to assist with
the maintenance of additional aquatic facilities.
Opened Garey Park and Terra Vista splash pads.
Reorganized recreation center staff for efficiency and
reporting by adding a recreation supervisor.
Replaced the Recreation Center outdoor pool and
Village Pool plaster.
Hired Business Analyst to implement business
process improvements and to assist with newly
implemented software.
Developed Recreation mission statement and
performance management program.
Implement online booking capabilities for facilities
and amenities.
Implement auto debit for camp payment plans.
Institute week long closure to allow for
improvements and repairs to the Recreation Center.
Replace indoor pool plaster at the Recreation
Center.
Continue to develop joint use agreements with
community organizations and charter schools to
offer programming and facility rentals.
Review and monitor department goals to better
evaluate performance.
Explore possibilities in adding a functional fitness
area at the Recreation Center.
Establish guidelines for front line staff as it relates to
customer service expectations.
Expand the volunteer program to other areas of the
department.
Strategic Goal 1
Provide safe, clean, and
welcoming spaces to
attract and retain visitors.
Measurable 1: Customer Satisfaction Survey (target >90%)
Strategic Goal 2
Meet Customer Needs. Measurable 1: <10% of programs are canceled due to lack of enrollment
Strategic Goal 3
Positive Experience:
Provide quality facilities,
programs, and customer
service.
Measurable 1: Customer Satisfaction Survey (target >90%)
Measurable 2: Biennial Recreation Survey
Strategic Goal 4
Personal Growth:
Contribute to individuals
achieving their goals
Measurable 1: Customer Satisfaction Survey (target >90%)
Measurable 2: Biennial Recreation Survey
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
79
FY2019 Annual Budget
DEPARTMENT BUDGET
The FY2019 Budget will feature a few new additions in the Planning Department budget.
First, the Planning Department will add a Landscape Planner to assist in providing support for the development
process. This new resource was co-sponsored by both Planning as well as the Parks & Rec department.
The Department will also conduct a two-year annexation plan to survey properties to be annexed and to fund
mandated public notices.
Planning
Mission:
The Georgetown Planning Department is committed to actively preserving the
community’s heritage, and shaping its future by implementing the City’s adopted vision
and promoting a high quality built environment.
Department
Description:
The Planning Department coordinates the development review process in accordance with the
2030 Comprehensive Plan and the Unified Development Code. The Department reviews and
develops recommendations on annexations and development applications.
Division and FTEs: Development and Planning Division: 13.00 FTEs
Planning
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 833,146 1,090,822 1,027,545 1,132,680 74,967 1,207,647
Operations 217,298 574,089 506,943 429,743 144,500 574,243
Capital - - - - - -
Total Departmental Budget 1,050,444 1,664,911 1,534,488 1,562,423 219,467 1,781,890
City of Georgetown Planning
Staff
80
FY2019 Annual Budget
The planning department completed a full year of
tracking and meeting performance measurements
for zoning, site development and subdivision
applications.
The planning department started accepting
resubmittals of development applications on-line via
MPN.
Adjustments to the Pre-app screening process were
made and created significant staff efficiencies and
improved customer wait times for feedback on
development proposals.
Completed the Historic Street Sign Project.
Kicked off the Update to the 2030 Plan.
Processed approximately 430 development
applications
Supported 7 Boards and Commissions consistently
throughout the year.
Implement performance measurement tracking for
COAs and planning department certificate of
occupancy approval
Online acceptance of new development applications
via MPN.
Prioritize on-going training and certification for staff.
Hire an assistant director.
Continue work on the 2030 Comprehensive Plan
Update
Complete Priority 1 and 2 UDC amendments.
Strategic Goal 1
Efficient and Effective
Service
Measurable 1: Customer Service Survey
Measurable 2: Workload Measures
Strategic Goal 2
Build Partnerships
Through Predictive
Services
Measurable 1: Subdivision Review
Strategic Goal 3
Implement the City’s
Comprehensive Plan
Measurable 1: The Department is developing measures.
Strategic Goal 4
Enforce Regulations Measurable 1: The Department is developing measures.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
81
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Efficient and Effective Service
Measurable 1: New Applications Received and Resubmittals Received
The Planning Department measures the number of applications and resubmittals received to determine workload.
There is no clear trend in these workload measures. There is no clear increase or decrease in workload since Quarter 1 of
FY2017.
Strategic Goal 2: Build Partnerships through Predictive Services
Measurable 1: Average Work Days – Subdivision Review
The Planning Department measures the average number of work days it takes for subdivision review to determine how
efficiently they are providing services.
Since Quarter 1 of FY2017, there has been a slight increase in the average number of work days it takes for subdivision
review. This trend is due to increased development in Georgetown.
112
98
108 102
117
100
78
102
77
136
109 109
0
20
40
60
80
100
120
140
160
2017 - Qtr. 1 2017 - Qtr. 2 2017 - Qtr. 3 2017 - Qtr. 4 2018 - Qtr. 1 2018 - Qtr. 2
Workload Measures
New Applications Received Resubmittals Received
0
5
10
15
20
25
30
35
40
45
50
2017 - Qtr. 1 2017 - Qtr. 2 2017 - Qtr. 3 2017 - Qtr. 4 2018 - Qtr. 1 2018 - Qtr. 2
Average Work Days -Subdivsion Review
Completeness Review 1st Review 2nd Review 3rd Review
82
FY2019 Annual Budget
Strategic Goal 3: Implement the City’s Comprehensive Plan
The Department is currently developing measures for this goal.
Strategic Goal 4: Enforce Regulations
The Department is currently developing measures for this goal.
83
FY2019 Annual Budget
DEPARTMENT BUDGET
The FY2019 Police Budget will feature several new additions. First, Police Operations will add a School Resource
Officer for Wagner Middle School. Georgetown ISD will fund half of the one-time costs and as well as on-going
costs for the position. The addition of an officer continues a strong partnership with GISD. In total, the City of
Georgetown has seven officers located in the high schools and middle schools in the City.
Police Operations will also increase funding for contracts, a Cellebrite Touch Forensics upgrade, and additional
investigation supplies.
Police: Admin & Operations
Mission: To be the standard in law enforcement through leadership, innovation, and a
commitment to excellence.
Department
Description:
Police Operations receives and responds to routine and emergency calls for service.
Responsibilities include community problem solving, directed patrols, and investigations.
Division and FTEs: Police Division: 114.50 FTEs
Administration and Operations
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 10,259,075 11,092,807 11,163,304 11,419,817 79,722 11,499,539
Operations 2,868,775 3,101,566 3,100,796 3,225,483 51,237 3,276,720
Capital - - - - 4,500 4,500
Total Departmental Budget 13,127,850 14,194,373 14,264,100 14,645,300 135,459 14,780,759
Georgetown PD at Red
Poppy Fest
84
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Continued work on the CommUNITY Initiative.
Key managers attended leadership development
training.
Added a School Resource Officer to Wagner
Middle School.
Continued policy development and standard
compliance with Texas Police Chief’s Association
Best Practice Recognition Program (State Level
Accreditation).
Hosted and participated in over 60 community
events across the city.
Initiated a Downtown Parking Ambassador
Program.
Hosted five Junior Police Academies.
Maintained full staffing the majority of the year.
Issued Level III Plate Carriers (enhanced body
armor) to 75% of sworn staff.
Enhance Public Safety through improvements in crime
analysis and traffic safety.
Establish a process for tracking actionable workload
metrics.
Establish a department wide management report.
Complete research and implement an internal
Wellness/Fitness Program.
Continue work on CommUNITY Initiative.
Collaborate with GISD on improving school safety.
Establish an internal Leadership Development Program.
Enhance employee engagement/enablement through a
collaborative and strategic process.
Strategic Goal 1
Enhance Public Safety
Measurable 1: UCR Part 1 Crimes
Measurable 2: Response Times (P, P2, P3, CFS)
Strategic Goal 2
Organizational
Development
Measurable 1: TCOLE Mandated Training Hours
Measurable 2: Specialized Training Hours
Measurable 3: Leadership Development Training Hours
Strategic Goal 3
Community Engagement
Measurable 1: Number of hosted/sponsored community events
Measurable 2: Number of community events attended (not sponsored)
Measurable 3: Community Survey
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
85
FY2019 Annual Budget
DEPARTMENT BUDGET
New for the FY2019 Budget, the Animal Shelter will be adding an Animal Control Officer. The position is
scheduled to begin in April. Currently, there are only two Animal Control Officers in the City.
The request was the highest priority request for the department. There is a strong correlation between the
growth of a population and the growth in animals in a community. As Georgetown population has grown over
the past five years, so have the demands on the Animal Shelter.
Police: Animal Services
Mission: Serve our community, act with passion.
Department
Description:
Animal Services protects the health and safety of the residents in Georgetown from animal
nuisances and dangers, while promoting animal welfare in our community.
Division and FTEs: Police Division: 11.5 FTEs
Animal Services
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 583,391 615,434 586,941 628,555 30,420 658,975
Operations 238,362 260,397 241,740 267,146 - 267,146
Capital - - - - - -
Total Departmental Budget 821,753 875,831 828,681 895,701 30,420 926,121
A litter of kittens receiving
only the best care at the
Georgetown Animal
Shelter
86
FY2019 Annual Budget
Data has not been collected for these measurable by the time of this book’s publication. Over the course of the
next year, the departments will work with City Management to collect this data.
Achieved “No Kill” (less than 10% euthanasia rate)
status for the fifth consecutive year with a 5% rate.
Improved the safety and security at the shelter for
the animals and people with the additions of dog
kennel dividers, aluminum Kuranda beds, feral
boxes, cement slabs under the gates in the play
yards, and the installation of Lobby Guard for
visitors.
Enhanced volunteer program with the addition of 3
levels of dog walk training, hiring a professional dog
trainer, and hosting pet CPR and first aid courses.
Provided low cost options to the community
through low cost vaccine and free and low cost spay
and neuter clinics, with over 700 animals served.
Bettered the chances of successful dog adoptions
through changes to our behavior assessment and
instituting dog play groups.
Enhance our low cost community programs to
include a barn cat program and microchip clinic.
Increase our social media reach to showcase
adoptable dogs and cats, adoption events,
fundraisers, and intentional public education
messaging to more people.
Prioritize continued training and development for
staff.
Improve city-wide compliance with animal licensing.
Develop and implement an animal enrichment
program.
Modernize the department standard operating
procedures (SOPs).
Expand and implement tracked and meaningful
performance measures.
Strategic Goal 1
Provide low cost options
for pet owners to improve
pet health and return to
owner percentages.
Measurable 1: Number of animals vaccinated at Vaccine Clinics (target >150 per event)
Measurable 2: Number of animals spay/neutered at Spay/Neuter Clinics (Target >20 per event)
Measurable 3: Percentage of animals returned to owner (Target >25%)
Strategic Goal 2
Engage the community in
the activities of the
shelter.
Measurable 1: Reach on social media each month (Target >7500)
Measurable 2: Number of adoption events per month (Target >3)
Strategic Goal 3
Educate the community
through messages and to
improve Animal License
compliance.
Measurable 1: License Compliance Percentage (Target >75%)
Measurable 2: Total and Type of Intentional Messaging (Target >4)
Strategic Goal 4
Prioritize public safety
and animal welfare in
decision making for the
disposition of all animals.
Measurable 1: Monthly Euthanasia Percentage (Target<5%)
Measurable 2: Monthly Adoption Percentage (Target >30%)
Measurable 3: Monthly Other Live Outcome Percentage (Target>35%)
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
87
FY2019 Annual Budget
DEPARTMENT BUDGET
There are no significant changes to the Code Enforcement Budget in FY2019. The current level of service will
remain the same. The budget increase from FY2018 to FY2019 is due to increases in health insurance and
interfund charges for IT, fleet, and facilities maintenance.
It is anticipated the Code Enforcement Department will finish the FY2018 Budget with savings in both personnel
and operations. In total, department is projected to finish 6% under budget in FY2018.
Police: Code Enforcement
Mission:
To provide extraordinary customer service through education and communication to gain
voluntary compliance of local ordinance violations in order to have a positive impact on
the safety, appearance, and value of our community.
Department
Description:
Code Enforcement monitors existing property for continued compliance with fire, building, and
nuisance development codes and ordinances.
Division and FTEs: Police Division: 5 FTEs
Code Enforcement
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 277,950 328,366 308,983 344,266 ‐ 344,266
Operations 71,713 87,383 81,383 88,534 ‐ 88,534
Capital ‐ ‐ ‐ ‐ ‐ ‐
Total Departmental Budget 349,663 415,749 390,366 432,800 ‐ 432,800
City of Georgetown Code
Enforcement Badge
88
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Gained positive exposure through participation in various
community events such as Sun City Town Hall Meeting,
Red Poppy Fest, Christmas Stroll, and through speaking
engagements at HOA meetings, Citizens on Patrol and
VIPS volunteer trainings.
Updated Code Enforcement Brochure and Handouts.
Filled open Code Enforcement Officer Position.
Hosted a statewide TEEX Basic Code Enforcement Officer
training.
One Code Enforcement Officer became state certified.
Code Enforcement Staff attended various Professional
Development/Continuing Education training classes.
Developed a department Mission and Vision Statement.
Increase community engagement in order to
further develop a positive presence across all
neighborhoods and in the businesses community
by attending public events and functions.
Create two Code Enforcement related PSA videos
to post on‐line.
Measurably decrease the number of cases
referred to court or abated by the city.
Increased professional training and development
for staff.
Update departmental Standard Operating
Procedures (SOPs).
Host a TEEX Advanced Code Enforcement Officer
training class.
Strategic Goal 1
Increase the public’s
positive awareness of
Code Enforcement by
being a presence at
community events and
speaking at HOA
meetings.
Measurable 1: Number of community events attended.
Measurable 2: Developing contacts/relationships with HOA’s, offer to attend and/or present at
HOA Meetings.
Measurable 3: Improve score on Georgetown Community Survey.
Strategic Goal 2
Increase the instances of
voluntary compliance by
educating the public.
Measurable 1: Tracking Voluntary Compliance ‐ Top Three Code Violations (Tall weeds and
grass, trach and debris, and open storage)
Measurable 2: Number of Public Presentations at HOA Meetings
Measurable 3: Number of COPS/VIPS Volunteer Training Presentations
Strategic Goal 3
Ensures that Georgetown
Code Enforcement
Officers will receive the
proper training to meet
the State standard for
required certifications.
Measurable 1: Obtain TDLR Certification in Code Enforcement
Measurable 2: Obtain Position Required ICC Certifications (International Zoning and Property
Maintenance Code, and continuing education credits)
Measurable 3: Training opportunities offered through AACE & CEAT
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
89
FY2019 Annual Budget
DEPARTMENT BUDGET
The FY2019 Budget increased due to a new sanitation contract with Texas Disposable Services. The sanitation
contract includes solid waste and collections services provided to all residential and commercial customers
within the city limit.
There are no other significant changes to the Solid Waste and Recycling Services Budget in FY2019. The current
level of service will remain the same.
Solid Waste & Recycling
Mission: Provide exceptional and friendly service at competitive prices while guiding the
transformation from traditional solid waste services to a circular economy.
Department
Description:
Solid Waste and Recycling 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.
Division and FTEs: Public Works Division: 0 FTEs
Solid Waste & Recycling
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel ‐ ‐ ‐ ‐ ‐ ‐
Operations 6,192,028 7,623,412 7,715,241 7,902,414 ‐ 7,902,414
Capital ‐ ‐ ‐ ‐ ‐ ‐
Total Departmental Budget 6,192,028 7,623,412 7,715,241 7,902,414 ‐ 7,902,414
Public Work’s Mady Akers at Texas Disposal
Systems for a residential waste audit
90
FY2019 Annual Budget
Data has not been collected for these metrics by the time of this book’s publication. Over the course of the next
year, the department will work with City Management to collect this data.
Residential baseline study was completed in June
2018 via a set‐out count. The data shows that about
70% of Georgetown residents currently participate
in recycling.
Multifamily baseline study was completed in
August, 2018. Challenges for multifamily are being
addressed through the Solid Waste Master Plan.
Medication Kiosk program continued. So far,
4,890.22 pounds of medication have been
collected and kept out of the landfill.
Downtown District baseline study completed in
August, 2018. The study revealed multiple
challenges in the downtown area including limited
space, shared containers located on private
property, over and under usage, and street litter.
Research and develop recommendations for the
future of Georgetown’s Solid Waste Transfer Station.
Develop Georgetown’s first Comprehensive 20 year
Solid Waste Master Plan.
Develop measurable and trackable KPI/PMP for FY19.
Develop a Downtown Conservation District Plan.
Strategic Goal 1
Promote environmental
stewardship through the
reduction of waste and
the recovery of resources.
Measurable 1: Increase participation in bi‐weekly recycling program until target is reached and
then maintain participation levels.
Strategic Goal 2
Provide education
resources and programs.
Measurable 1: Number of times staff participates in an event to provide education and
educational resources. (Target 10 events/year)
Strategic Goal 3
Build relationships in
Georgetown.
Measurable 1: Identify the top three or four key community groups as identified in the master
plan and attend meetings and conversations. (Target 90%)
Measurable 2: Develop a community customer survey to track residential perception of solid
waste services. (Target >80%)
Strategic Goal 4
Control overall costs,
keep pricing competitive.
Measurable 1: Compare costs to other similar sized cities. (Target accepted by council).
Strategic Goal 5
Provide services that
include trash, recycling,
compost, yard waste, and
hazardous waste.
Measurable 1: Percentage of completion of the master plan.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
91
FY2019 Annual Budget
DEPARTMENT BUDGET
The Public Works Administration and Street Departmental budgets have only one new item for the FY2019
Budget.
A Neighborhood Traffic Management study was approved by Council. The study will examine multiple aspects
of traffic, safety, and congestion. The study will cost $20,000.
Public Works and Streets
Mission: Expand and maintain the transportation network through passionate public service by a
dedicated team of skilled professionals.
Department
Description:
The Public Works Administration Department oversees transportation planning, transit, streets
and sidewalk maintenance, stormwater operations, airport operations, and environmental
services. The Street Department manages and maintains City streets and right‐of‐way.
Division and FTEs: Public Works Division: 23.75 FTEs
Public Works and Streets
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,580,186 1,860,648 1,644,807 1,875,598 ‐ 1,875,598
Operations 1,349,372 1,791,517 1,688,373 1,482,718 20,000 1,502,718
Capital 827,906 2,247,096 2,340,899 2,314,481 ‐ 2,314,481
Total Departmental Budget 3,757,465 5,899,261 5,674,079 5,672,797 20,000 5,692,797
Pavement process on
Williams Drive
92
FY2019 Annual Budget
Data has not been collected for these measurable by the time of this book’s publication. Over the course of the
next year, the departments will work with City Management to collect this data.
Launched GoGEO fixed route transit and
complimentary paratransit services.
Launched Lyft Pilot program.
Finalized selection of Locally Preferred Alternative for
Austin Avenue Bridge Project.
Completed CAMPO Grant Applications and received
award for Leander Road improvements and 3 Williams
Drive Study implementation projects.
Developed Interlocal Agreement with the University of
Texas to initiate the Bicycle Master Plan.
Completed Neighborhood Traffic Management Policy.
Implementation of SPM (Signal Performance Measure)
traffic signal optimization software on the Williams Dr
corridor completed.
Installation of LED high resolution traffic devices.
Completed 2nd annual departmental team building for
improved safety awareness.
Creation of GoGEO assets in InforEAM with preventive
maintenance schedules.
Develop implementation strategies for the Overall
Transportation Plan and ADA Master Plan.
Work with TxDOT and CAMPO to update necessary
projections and models to facilitate the overall
Transportation Plan.
Monitor and report activity related to the
implementation of the GoGeo Transit System.
Complete draft of the Bicycle Master Plan.
Execute education program for ¼ Cent Sales Tax
Election.
Installation of SPM traffic signal optimization software
on Austin Ave traffic signals.
Research and develop departmental employee
training and progression program.
Utilization of data from FY 2018 pavement analysis to
improve annual pavement maintenance techniques
and efficiencies.
Expand the usage of InforEAM software for daily work
order and PM tracking.
Strategic Goal 1
Customers are satisfied
with transportation within
the City.
Measurable 1: Customer Satisfaction Survey (Target 80%)
Strategic Goal 2
Employees have the
proper skills for current
and future needs.
Measurable 1: Completion rate of employee certification and career training. (Target 100%)
Strategic Goal 3
Ensure proper
infrastructure is planned
for future traffic demands.
Measurable 1: Updated OTP, CIP and Bond Programs 5‐7 years. (Target 100%)
Strategic Goal 4
Perform routine pavement
maintenance.
Measurable 1: Pavement Condition Index (PCI) rating trends. (Target PCI 85)
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
93
FY2019 Annual Budget
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Beginning Fund Balance 10,463,385 11,230,059 12,619,043 13,320,737 13,786,322
Revenues FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Administrative Charges 2,428,000 2,537,260 2,613,378 2,665,645 2,692,302
All Other Revenue 4,730,620 4,967,151 5,066,494 5,167,824 5,219,502
Development and Permit Fees 3,307,000 3,439,280 3,483,991 3,523,708 3,564,231
Franchise Fees 5,434,000 5,705,700 5,876,871 6,053,177 6,113,709
Parks and Rec Fees 2,960,100 3,078,504 3,140,074 3,202,876 3,234,904
Property Tax 13,850,000 15,027,250 16,079,158 17,204,699 17,720,839
Return on Investment 9,002,490 9,362,590 9,549,841 9,645,340 9,741,793
Sales Tax 15,924,475 17,039,188 17,891,148 18,248,971 18,613,950
Sanitation Revenue 9,448,500 9,779,198 9,876,989 9,975,759 10,075,517
Transfer In 296,782 305,685 311,799 318,035 321,216
EMS Revenue 2,780,896 2,864,323 2,950,253 3,038,760 3,069,148
Total Revenues 70,162,863 74,106,129 76,839,995 79,044,794 80,367,111
Expenses FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
0000 ‐ Transfer 346,000 352,920 359,978 367,178 374,522
0107 ‐ Planning 1,763,148 1,798,411 1,834,379 1,871,067 1,908,488
0202 ‐ Parks Admin 610,051 622,252 634,697 647,391 660,339
0210 ‐ Library 2,646,995 2,699,935 2,753,934 2,809,012 2,865,193
0211 ‐ Parks 2,774,674 2,830,168 2,886,771 2,944,507 3,003,397
0212 ‐ Recreation 2,625,888 2,678,406 2,731,974 2,786,613 2,842,346
0213 ‐ Tennis Center 458,162 467,325 476,672 486,205 495,930
0214 ‐ Rec Programs 1,358,009 1,385,169 1,412,873 1,441,130 1,469,953
0215 ‐ Garey Park 948,290 986,222 1,025,671 1,046,184 1,067,108
0218 ‐ Arts & Culture 87,129 88,872 90,649 92,462 94,311
0316 ‐ Municipal Court 635,935 648,654 661,627 674,859 688,356
0402 ‐ Fire Support Services 2,936,413 2,995,141 3,114,947 3,177,245 3,240,790
0422 ‐ Fire Emergency Services 12,299,492 13,406,446 14,478,962 15,347,699 15,654,653
0448 ‐ Fire EMS 2,593,697 2,827,130 3,053,300 3,236,498 3,301,228
0533 ‐ Solid Waste and Recycling Services 7,902,414 8,060,462 8,221,672 8,386,105 8,553,827
0536 ‐ Inspections 1,260,145 1,285,348 1,311,055 1,337,276 1,364,022
0602 ‐ Administrative Services 1,552,033 1,583,073 1,614,735 1,647,030 1,679,970
0634 ‐ City Council 171,395 174,823 178,319 181,886 185,523
0635 ‐ City Secretary 882,280 899,926 917,925 936,283 955,009
0638 ‐ General Gov't Contracts 3,286,401 3,352,129 3,419,172 3,487,555 3,557,306
0655 ‐ Communications 425,160 433,663 442,337 451,183 460,207
0702 ‐ Police Admin 2,330,161 2,376,764 2,448,067 2,497,028 2,546,969
0742 ‐ Police Operations 12,450,598 13,322,140 14,121,468 14,968,756 15,717,194
0744 ‐ Animal Services 926,121 944,644 963,537 982,807 1,002,464
0745 ‐ Code Enforcement 432,800 441,456 450,285 459,291 468,477
0802 ‐ Public Works 1,254,586 1,279,678 1,305,271 1,331,377 1,358,004
0846 ‐ Streets 4,438,211 4,526,975 4,617,515 4,709,865 4,804,062
Total Expenses 69,396,190 72,468,132 75,527,790 78,304,495 80,319,648
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Ending Fund Balance 11,230,059 12,619,043 13,320,737 13,786,322 14,372,307
Contingency 9,750,000 10,950,000 11,250,000 11,500,000 12,000,000
Benefit Payout Reserve 255,000 280,500 308,550 339,405 350,000
Economic Stability Reserve 1,225,000 1,300,000 1,700,000 1,925,000 2,000,000
CAFR Adjustment ‐ ‐ ‐ ‐ ‐
Available Fund Balance 59 88,543 62,187 21,917 22,307
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
94
FY2019 Annual Budget
ELECTRIC FUND
Spinning Spur Turbines
95
FY2019 Annual Budget
ELECTRIC FUND
Electric Fund Summary ............................... 97
Energy Services ......................................... 100
Technical Services .................................... 104
Resource Management ............................ 106
Electric Fund Five-Year Projections .......... 108
96
FY2019 Annual Budget
ELECTRIC FUND
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.
FISCAL YEAR 2018
Total operating revenues are projected to be $75 million, which is 3.1% higher than the current budget. The higher
than expected revenue is primarily the result of higher than projected sales. Electric revenue is projected to be 2.7%
higher than budget.
Total operating expenses are projected to be $68.7 million, or 4.1%
higher than budget. Wholesale Power, which includes Purchased
Power and congestion revenue rights, is projected to cost $45
million, which is 7.1% more than budgeted.
Total non‐operating revenues are projected to be at the budget of
$6.5 million.
Total non‐operating expenses are projected to be less than budget
by $3.3 million.
The sale of excess contracted energy in the market has produced
less revenue than in previous years due to market conditions. This
revenue has traditionally offset power costs as well as provide cash
funding for capital improvements.
Total fund balance is projected to be $8.8 million as of September 30, 2018 expenses. The contingency reserve is
projected to be $5.125 million at year‐end.
FISCAL YEAR 2019
Total operating revenues total $76 million. Revenues are projected
to increase by 1.3% when compared to the FY2018 projection.
Electric revenue is budgeted to increase by $1.2 million due to
anticipated customer growth and a rate increase. In the spring of
2018, a utility rate study was completed. The cost to serve study
proposed a 4.33% increase on the residential customer base rate
with no variable rate adjustment. To mitigate the impact the
proposed $4.80 per month base rate increase, the conservation fee
is being reduced from $1 a month to $0.20 per month. The cost of
service recommendation also includes an 11% increase on the
municipal rate and 73% on municipal water services. The increases
are reflected in the expenses of the Water Fund and other City
operational funds. The rate changes go into effect January 2019.
Total operating expenses total $69.7 million, which is an increase of
1.4% when compared to the FY2018 projection. Purchased power
is budgeted at $48 million, with $3.5 million of CRR credits budgeted
to offset the total expense.
Electric Revenue
84%
Other
Revenue
6%
Bond Proceeds
10%
Interest & Transfers
0%
FY2019 REVENUES
Purchased
Power
53%
Georgetown Utility
Systems
23%
Debt
Payments
5%
Transfer Out
7%Capital
Improvements
12%
FY2019 EXPENSES
97
FY2019 Annual Budget
Total non‐operating revenues include bond proceeds for infrastructure improvements totaling $7.86 million.
Total non‐operating expenses are budget to increase by 15.8% relative to FY2018 projections. FY2019 expenses
feature a higher debt service requirement as well as a larger capital improvement plan.
There is one adopted enhancement for a pressure digger vehicle. Currently the utility has one pressure digger shared
between four crews (one at the Westside Service Center and three at the GMC). In the system today, the City has
approximately 8,000 poles. Considering poles have about a 40 year life expectancy, the department is on track to
replace about 200 poles a year moving forward. There are about 260 working days in a year, so the department needs
to average at least a pole a day. A second pressure digger would give the department the ability to meet the goal as
well as maintain productivity at a high rate, continue to replace old poles, and also stay up with the CIP.
Ending fund balance is projected to be $10.5 million by September 30, 2019. This fund meets the 90 day reserve for
operations. The cost to serve study analyzed charges for service, coverage ratios, and fund liquidity. A non‐
operational reserve was created in this fund in response to the recommendations of the study. Over the next few
years, it is the goal of staff to build the non‐operational reserve to cover half of the next year’s annual debt service,
a portion of the cash funded subset of the five year CIP schedule, and a portion of the budgeted purchase power
cost.
98
FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 6,196,297 6,758,275 6,758,275 8,814,823 ‐ 8,814,823
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Operating Revenue
Electric Revenue 65,001,374 67,595,139 69,416,907 70,630,166 ‐ 70,630,166
Interest 54,712 48,318 47,632 38,000 ‐ 38,000
Interfund Transfers/Shared Svcs ‐ 540,981 540,981 95,787 ‐ 95,787
Other Revenue 5,116,211 4,569,955 5,017,865 5,243,546 ‐ 5,243,546
Operating Revenue Total 70,172,297 72,754,393 75,023,386 76,007,499 ‐ 76,007,499
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Operating Expense
Purchased Power 52,526,535 44,000,000 52,000,000 48,000,000 ‐ 48,000,000
CRR Credits (6,488,088) (2,000,000) (7,000,000) (3,500,000) ‐ (3,500,000)
Georgetown Utility Systems 16,773,622 18,331,971 18,299,826 19,160,967 47,050 19,208,017
CIS Implementation 101,229 134,000 134,000 34,000 ‐ 34,000
Transfer Out 5,262,925 5,586,307 5,327,600 5,610,000 391,500 6,001,500
Operating Expense Total 68,176,224 66,052,278 68,761,426 69,304,967 438,550 69,743,517
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Available Operating Fund Balance 8,192,369 13,460,390 13,020,235 15,517,355 (438,550) 15,078,805
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Non‐Operating Revenue
Bond Proceeds 7,154,960 6,537,000 6,537,000 7,864,165 ‐ 7,864,165
Non‐Operating Revenue Total 7,154,960 6,537,000 6,537,000 7,864,165 ‐ 7,864,165
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Non‐Operating Expense
Capital Improvements 6,059,583 9,880,487 6,508,565 7,864,165 ‐ 7,864,165
Debt Issuance Costs 98,705 16,800 16,800 156,840 ‐ 156,840
Debt Payments 3,453,858 4,235,227 4,217,047 4,419,655 ‐ 4,419,655
Non‐Operating Expense Total 9,612,146 14,132,514 10,742,412 12,440,660 ‐ 12,440,660
Row Labels
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 5,735,183 5,864,876 8,814,823 10,940,860 (438,550) 10,502,310
CAFR Adjustment 1,023,092 ‐ ‐ ‐ ‐ ‐
90 Day Operational Contingency 5,000,000 5,125,000 5,125,000 4,082,999 ‐ 4,082,999
Non‐Operational Contingency ‐ ‐ ‐ 6,419,311 ‐ 6,419,311
Available Fund Balance 1,758,275 739,876 3,689,823 438,550 (438,550) ‐
99
FY2019 Annual Budget
DEPARTMENT BUDGET
A pressure digger vehicle was adopted as a service level increase in the FY2019 Budget. Currently the utility has
one pressure digger shared between four crews. A second pressure digger will give the department the ability
to maintain productivity at a high rate, continue to replace old poles, and keep up with Capital Improvement
Projects. The total budgeted expense for the pressure digger is $391,500, which is budgeted in the Fleet Fund.
Ongoing cost for maintenance and future replacement cost is $47,050. The adopted FY2019 Budget also
includes funding for merit/market adjustments as well as an increase in insurance premiums.
Energy Services
Mission:
Provide reliable energy and responsive restoration for our customers through effective
maintenance and safe work practices by a highly trained and professional workforce that
takes pride in its craft.
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.
Division and FTEs: Georgetown Utilities System: 56.5 FTEs
Energy Services
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 4,857,562 5,224,608 5,303,225 5,448,059 - 5,448,059
Operations 7,409,331 9,884,050, 9,976,269 10,320,228 47,050 10,367,278
Capital 156,881 205,000 334,569 250,000 - 250,000
Total Departmental Budget 12,423,774 15,313,658 15,614,063 16,058,287 47,050 16,105,337
Electric Lineman checking for
safety.
100
FY2019 Annual Budget
Provide outstanding Electric reliability to over 23,000
Georgetown customers as well as 35,600 water
customers.
Implemented the progression/training process for
operators that was developed in FY2017.
Improved communication to external customers
regarding water and electrical outages.
Added the Georgetown Utility Systems Safety
Department to System Operations.
Upgraded and replaced the radio system.
Improved Capital Improvement Plan (CIP) budget
tracking and correlation to Accounting software.
Continued to provide excellent customer service to
new development projects while utilizing cost effective
methods.
Changed system design parameters to include new
technologies for improved system reliability.
Established procedures for data sharing with
Accounting, Finance, and City Management for CIP
budgets.
Continue to provide outstanding Electric and
Water reliability to all Georgetown customers.
Emphasize safety and training with a goal of zero
injuries.
Post, interview, and hire a Control Center
Manager.
Build upon the newly implemented progression
and training program for operators.
Evaluate and look for opportunities for process
improvement with the goal of providing excellent
outage management communication.
Continue to work with the Water Department to
impove switching/valve operation in the field.
Continue to improve Capital Improvement (CIP)
budget tracking.
Strive to maintain excellent customer service to
new development costs while utilizing cost
effective methods.
Implement new technologies to improve system
reliability.
Strategic Goal 1
Maintain an excellent
safety record recognized
by public power.
Measurable 1: Average meeting attendance and supervisory field visits.
Strategic Goal 2
Develop and maintain
workforce comprised of
electric lineman certified
by US Department of
Labor
Measurable 1: Percentage of staff training plans completed on time.
Strategic Goal 3
Achieve a high level of
reliability as measured
using industry standards.
Measurable 1: System Average Interruption Frequency Index
Strategic Goal 4
Effectively respond to
customer outages and
restore power as
measured using industry
standards
Measurable 1: Customer Average Interruption Duration Index
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
101
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Maintain an excellent safety record recognized by public power.
Measurable 1: Average meeting attendance and supervisory field visits.
It is a priority of Energy Services is to ensure that staff is meeting the departments safety standards. Safety meetings are
held multiple times a month to ensure this standard is met.
Strategic Goal 2: Develop and maintain workforce comprised of electric lineman certified by US Department of Labor
Measurable 1: Percent of staff training plans completed on time.
Training plans are implemented for each individual with a target of 90% of plans completed.
94%96%96%96%
91%
96%95%94%
98%98%
92%
88%
50%
60%
70%
80%
90%
100%
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Average Safety Meeting Attendance
% of Safety Meeting
Attendance - FY18
Target > 90%
50%
60%
70%
80%
90%
100%
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
% of Training Plans Completed
Percentage of Staff Training on Target
- FY18
Target > 90%
102
FY2019 Annual Budget
Strategic Goal 3: Achieve a high level of reliability as measured using industry standards.
Measurable 1: System Average Interruption Frequency Index
Energy Services understands that reliability is one of the major components of their services. Average number of
interruptions per customer is measured against industry standards to ensure that the department is delivering reliable
services to customers.
Strategic Goal 4: Effectively respond to customer outages and restore power as measured using industry standards
Measurable 1: Customer Average Interruption Duration Index
Energy Services understands that reliability is one of the major components of their services. Average outage duration by
minutes per year is measured against industry standards to ensure that the department is delivering reliable services to
customers.
0.01 0.12 0.12
0.65 0.57 0.57 0.54 0.54 0.69 0.60
0.04
0.40
0
1
2
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Average Number of Interruptions per Customer per Year
Electric SAIFI - FY18
Target < 1
Alert > 2
4.27 4.13
29.46
88.18 97.05 96.98 96.30 98.16 100.62 105.56
77.20 76.78
0
50
100
150
200
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Average Outage Duration in Minutes per Year
Electric CAIDI - FY18
Target < 116
Alert > 200
103
FY2019 Annual Budget
DEPARTMENT BUDGET
There are no significant changes to the Technical Services Budget in FY2019. The current level of service will
remain the same.
Personnel costs increased in FY2019 because of merit/market adjustments and to account for the citywide
increase in insurance premiums.
Technical Services
Mission:
Provide real-time utility system information and control by efficiently operating and
maintaining diverse communications, technologies and systems that support reliable
utility and city operations.
Department
Description:
Technical Services is responsible for efficiently managing the utility’s technical systems that
support water, wastewater, electric operations, customer care, public works, and engineering.
Division and FTEs: Georgetown Utilities System: 17 FTEs
Technical Services
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,236,260 1,424,904 1,314,922 1,442,935 - 1,442,935
Operations 1,161,298 887,294 866,237 1,087,413 - 1,087,413
Capital 325,461 41,900 41,900 40,000 - 40,000
Total Departmental Budget 2,723,019 2,354,098 2,223,059 2,570,348 - 2,570,348
SCADA Data Center
104
FY2019 Annual Budget
The targets and data collection for the specific measures have not been developed at the time of this book’s publication.
Over the course of the next year, the department will work with City Management to bring forward defined targets.
Supported utility operations through safe and
efficient operations and maintenance of the utility’s
Supervisory Control and Data Acquisition (SCADA)
infrastructure, fiber network, and utility automated
metering systems.
Expanded the use of Enterprise Asset Management
(EAM) to include meter maintenance activities.
Replaced, updated, or installed SCADA equipment at
several existing and new sites as part of system
replacement or capital improvement projects.
Expanded the unmetered water measurement
initiatives to improve the water utility annual water
loss number through several projects.
Contributed in the development of all existing and
future utility metering work flow models for use with
the new Customer Information System project.
Incorporated the Work Management procedure for
planning and scheduling activities for metering and
SCADA technicians.
Create a Master Plan and Capital Improvement Plan
for the expansion of automated metering
infrastructure into the rural water service areas to
enhance metering services for use by Customer
Care and Metering Services.
Implement a training and job progression program
for Metering Technicians.
Implement a quality inspection activity for new
water meter service installations.
Evaluate and improve functionality of SCADA
operational screens used by operations and control
center staff.
Strategic Goal 1
Maintain an excellent
safety record to minimize
injuries and lost
workdays.
Measurable 1: Average of safety meeting attendance and supervisory field site visits
Strategic Goal 2
Effectively maintain utility
SCADA and I&C assets
through timely
completion of preventive
maintenance.
Measurable 1: Preventive maintenance on-time completion
Strategic Goal 3
Effectively maintain utility
SCADA and I&C assets
through timely
completion of repairs.
Measurable 1: Corrective maintenance on-time completion
Strategic Goal 4
Effectively maintain the
operation technology to
provide reliable
monitoring and control
access all utility systems.
Measurable 1: SCADA SAIFI
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
105
FY2019 Annual Budget
DEPARTMENT BUDGET
There are no significant changes to the Resource Management Budget in FY2019. The current level of service
will remain the same.
It is projected the department will be over budget due to purchase power. After the year-end close, it will be
determined if the electric fund as a whole (after accounting for personnel, operations, and capital savings)
would need a year-end budget amendment.
Resource Management
Mission:
Focus on risk and cost management for energy and water resources. We are quants who
provide reporting, analysis, and recommendations for management’s financial and rate
making decisions.
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.
Division and FTEs: Georgetown Utilities System: 3 FTEs
Resource Management
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 269,642 375,763 281,772 381,712 - 381,712
Operations 46,080,444 42,288,452 45,180,932 44,650,619 - 44,650,619
Capital - - - - - -
Total Departmental Budget 46,350,085 42,664,215 45,462,704 45,032,331 - 45,032,331
Georgetown is powered by
100% green energy.
106
FY2019 Annual Budget
The targets and data collection for the specific measures have not been developed at the time of this book’s publication.
Over the course of the next year, the department will work with City Management to bring forward defined targets.
Conducted Electric Rate study and provided a
rate making course to internal staff.
Finalized regular quarterly financial updates for
utilities based on monthly budget reports from
managers.
Assisted the Customer Information System (CIS)
transition.
Implement new sanitation rates.
Supported the transfer station and solid waste
master plan studies.
Helped the water and wastewater Impact Fee
process.
Completed the water and wastewater rate
studies.
Worked with City Manager’s Office and
Bloomberg to explore the virtual power plant
program.
Began Innovation Roadmap.
Help draft a financial plan to support new soild waste
strategies for the Dowtown area.
Expand monthly budget report program to joint service
funds.
Continue Supporting the Customer Information System
(CIS) transition.
Make Final recommendation on the virtual power plant
program.
Financial evaluation regarding Electric Vehicle charging
stations.
Conduct Airport Fuel rate study.
Finalize the Innovation Roadmap.
Optimize deployment strategy for the Buckthorn solar
farm.
Strategic Goal 1
Minimize rate volatility
while remaining
competitive.
Measurable 1: Net Portfolio Position
Measurable 2: Net Position Volatility
Measurable 3: Rate Target Power Cost
Measurable 4: Frequency and magnitude of rate changes
Measurable 5: Comparison of actual bills to benchmarked utilities
Strategic Goal 2
Meet long-term growth
needs with a least-cost
approach.
Measurable 1: Years of supply
Measurable 2: Raw water cost per unit
Measurable 3: Treated water cost per unit
Strategic Goal 3
Maintain healthy fiscal
fund performance
Measurable 1: Fund balances
Measurable 2: Debt coverage ratio
Measurable 3: Debt to equity ratio
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
107
FY2019 Annual Budget
ELECTRIC FUND FIVE-YEAR PROJECTIONS
Five‐year Electric Fund Assumptions:
CIP projects paid for by bond proceeds in order to respond to issues of growth
Purchased Power cost to remain stable due to long term solar and wind contracts
Stability in the CRR market
ROI transfers to the General Fund mirror overall growth in electric revenue
Debt issuance and debt service levels remain stable over five years
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Beginning Fund Balance 8,814,823 10,502,310 15,605,910 20,244,703 24,471,610
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Operating Revenue
Electric Revenue 70,630,166 73,352,222 75,519,550 77,612,734 79,779,179
Interest 38,000 39,140 40,314 41,524 42,769
Other Revenue 5,243,546 5,389,547 5,539,646 5,693,958 5,852,602
Interfund Transfers/Shared Svcs 95,787 95,787 95,787 95,787 95,787
Operating Revenue Total 76,007,499 78,876,696 81,195,296 83,444,002 85,770,338
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Operating Expense
Purchased Power 48,000,000 45,500,000 47,375,000 48,500,000 48,750,000
CRR Credits (3,500,000) (2,625,000) (3,000,000) (3,000,000) (3,000,000)
Georgetown Utility Systems 19,208,016 19,903,210 20,624,017 21,371,398 22,146,346
CIS Implementation 34,000 35,360 36,774 38,245 39,775
Transfer Out 6,001,501 6,241,560 6,491,222 6,750,871 7,020,906
Operating Expense Total 69,743,517 69,055,130 71,527,014 73,660,514 74,957,027
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Available Operating Fund Balance 15,078,805 20,323,876 25,274,192 30,028,191 35,284,921
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Non‐Operating Revenue
Bond Proceeds 7,864,165 7,638,000 8,438,000 7,353,000 6,863,000
Non‐Operating Revenue Total 7,864,165 7,638,000 8,438,000 7,353,000 6,863,000
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Non‐Operating Expense
Capital Improvements 7,864,165 7,638,000 8,438,000 7,353,000 6,863,000
Debt Issuance Costs 156,840 156,840 156,840 156,840 156,840
Debt Payments 4,419,655 4,561,126 4,872,649 5,399,741 5,163,806
Non‐Operating Expense Total 12,440,660 12,355,966 13,467,489 12,909,581 12,183,646
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Ending Fund Balance 10,502,310 15,605,910 20,244,703 24,471,610 29,964,275
90 Day Operational Contingency 4,082,999 5,500,000 6,500,000 8,000,000 10,000,000
Non‐Operational Contingency 6,419,311 8,500,000 10,000,000 12,000,000 15,000,000
Available Fund Balance ‐ 1,605,910 3,744,703 4,471,610 4,964,275
108
FY2019 Annual Budget
WATER FUND
San Jose Splash Pad
109
FY2019 Annual Budget
WATER FUND
Water Services Fund Summary ................ 111
Water Services and Irrigation ................... 116
Wastewater Services ................................ 118
Water Fund Five-Year Projections ............ 120
110
FY2019 Annual Budget
WATER SERVICES FUND
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. The ROI represents the value that residents receive for owning the utility.
FISCAL YEAR 2018
Total operating revenues are projected to be $57.3 million, which
is 19% higher than the current budget. The higher than expected
revenue is primarily the result of higher water and wastewater
sales, as well as capital recovery fees (impact fees).
Engineering/Inspection fees are also projected to exceed budget.
Total non‐operating revenues are $0 in FY2018. The Water Fund
cash funded all major CIP.
Total operating expenses are projected to be $33.7 million, or
1.2% less than the current budget.
Total non‐operating expenses are $70.8 million, which is less than
1% over budget. The small percentage over budget is due to
development projects in the current fiscal year. Capital projects
that are not started in FY2018 will be reappropriated into the
following year. Overall, expenses do not exceed budget.
Total fund balance is projected to be $27.6 million as of September 30, 2018. Excess fund balance over the Fiscal and
Budgetary Policy required contingency is available to fund non‐recurring expenditures and is expected to be used to
cash fund CIP projects in FY2019.
FISCAL YEAR 2019
Budgeted operating revenues total $59.7 million, a 4% increase
from projection. The increase reflects moderate growth in capital
recovery and development related fees. The FY2019 Budget
includes an adopted increase in the wastewater rate of 4.4%.
Budgeted operating expenses total $37 million which represents a
10.4% increase over FY2018 projections. This is primarily due to
the water meter conversion project, as well as the addition of
adopted enhancements highlighted below. The increase in Water
Administration is due to $995,496 more for water contracts and
$718,101 more in Joint Service allocations.
Budgeted non‐operating revenues show $6 million in bond
proceeds in FY2019 for the South Lake Water Treatment Plant
and the Rabbit Hill Road Project.
Water Utility
Revenue
49%
Wastewater Utility
Revenue
22%
Capital
Recovery
Fee
24%
Other
Revenue
5%
Irrigation
Utility
Revenue
0%
FY2019 REVENUES
Water
Operations
48%
Water CIP
44%
Debt
Service
8%
FY2019 EXPENSES
111
FY2019 Annual Budget
Budgeted non‐operating expenses are $39 million, a decrease of almost 45%. The decrease is primarily due to a
reduction in new capital projects while the utility completes the large amount of projects accumulated in the past
two years. New capital projects include tank rehabilitation, miscellaneous line upgrades, and Water Treatment Plant
expansion.
Adopted Enhancements:
Water Distribution: System Maintenance: An increase in system maintenance is needed to initiate, improve,
and support programs related to Council Strategy, Water Services, and treatment missions. Water services
has identified key areas where an increase in maintenance is needed to maintain service levels as water
infrastructure grows. Adopted cost: $135,000.
Water Distribution: Valve Machine: A valve machine is needed to bring fire hydrant maintenance in house
and keep up with workload generated from the system valve maintenance program. Adopted cost: $84,100.
Water Plant Management: Treatment Plant Technician: Personnel additions to Water Plant Management is
needed to maintain treatment performance metrics, improve compliance margins, and improve coverage at
all 9 Water & Wastewater Facilities. This position will help the Water Plant Management department with
the increase of demand/flow and the need for increased attention, backwashing, diurnal process control,
coverage, and minimize response times to emergency maintenance. Adopted cost is $108,732.
Water Plant Management: Park Water Treatment Plant Controls Upgrade: Per CPUSA evaluation, the highest
risk failure point at the Park Water Treatment Plant is the control system. Key control parts are obsolete and
no longer manufactured or available, and many other parts have reached their life expectancy. Adopted
cost: $210,000.
Wastewater Distribution: Inspection Camera: An inspection camera is adopted to help maintain collection
systems and meet the regulatory requirements in the Edwards Aquifer Recharge Zone program. Adopted
Cost: $91,150.
Water Operations: Water Services Supervisor: Adding a Water Services Supervisor is key to improving service
levels and response times to system maintenance and corrective repairs. The largest factor for requesting
additional personnel is system growth. Demand and system growth increase has increase the amount of
direct reports to the current supervisor. This position will enable the department to split maintenance
responsibilities and direct reports into east and west zones. Adopted Cost: $130,951.
Water Operations: Water Services Supervisor – Inspections: An additional Inspector is needed as system
growth has expanded and the amount of direct reports have increased to the current supervisor position.
This position will not only provide relief for some of the current supervisors’ pressure points, but it will also
supervise department programs such as Edwards Aquifer testing, smoke testing and inflow/infiltration, and
the leak protection program. The overall goal for this position is to reduce water loss and improve
conservation efforts. Adopted Cost: $130,901.
Water Operations: Water Services Technicians: Two Water Services Technicians will help the department keep
up with corrective and preventative maintenance items that have increased from system expansion. These
positions will add to current line operations with the goal of providing maintenance and efficiency on
response times to preventative and corrective maintenance on both water and wastewater systems. Total
cost to adding two positions is $213,117.
112
FY2019 Annual Budget
Total fund balance is projected to be $17.1 million, meeting the contingency requirement for both 90 day of
operations, $7,498,183, and non‐operational contingency of $9,500,000. In the spring of 2018, a cost of service rate
study was completed which analyzed charges for service, coverage ratios, and fund liquidity. A non‐operational
reserve was created in this fund in response to the recommendations of the study.
113
FY2019 Annual Budget
FUND SCHEDULE
FY2017 Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 54,428,337 74,958,152 74,958,153 27,669,833 ‐ 27,669,833
FY2017 Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Operating Revenue
Water Utility Revenue 27,195,527 27,926,695 28,932,662 29,256,931 ‐ 29,256,931
Capital Recovery Fee 13,473,975 6,672,500 10,976,521 14,250,000 ‐ 14,250,000
Wastewater Utility Revenue 10,617,839 10,850,000 11,007,305 12,975,345 ‐ 12,975,345
Other Revenue 5,014,938 2,176,250 5,256,467 2,262,146 ‐ 2,262,146
Interest 474,833 192,385 794,596 569,400 ‐ 569,400
Irrigation Utility Revenue 273,003 225,000 214,891 301,557 ‐ 301,557
Transfer 115,839 116,613 116,613 103,725 ‐ 103,725
Operating Revenue Total 57,165,954 48,159,443 57,299,056 59,719,104 ‐ 59,719,104
FY2017 Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Operating Expense
0000 ‐ Transfer Out 565,752 1,027,981 1,027,981 370,787 245,000 615,787
0000 ‐ Transfer Out, ROI 2,750,779 2,686,505 2,993,788 3,200,000 ‐ 3,200,000
0527 ‐ Water Administration 18,153,583 18,602,018 18,313,695 19,923,733 ‐ 19,923,733
0528 ‐ Water Distribution 1,944,765 2,273,300 2,194,442 2,566,165 141,100 2,707,265
0529 ‐ Water Plant Management 2,341,347 2,548,726 2,319,630 2,658,001 290,732 2,948,733
0530 ‐ Wastewater Distribution 465,811 613,000 592,810 657,465 96,950 754,415
0531 ‐ Wastewater Plant Management 2,610,504 2,437,025 2,412,396 2,705,069 ‐ 2,705,069
0532 ‐ Irrigation 200,792 204,300 205,000 260,324 10,000 270,324
0553 ‐ Water Operations 3,466,350 3,769,545 3,682,263 3,806,500 351,028 4,157,528
Operating Expense Total 32,500,291 34,162,400 33,742,005 36,148,044 1,134,810 37,282,854
FY2017 Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Available Operating Fund Balance 79,094,000 88,955,195 98,515,204 51,240,894 (1,134,810) 50,106,083
FY2017 Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Non‐Operating Revenue
Bond Proceeds 20,402,797 ‐ ‐ 6,050,000 ‐ 6,050,000
Non‐Operating Revenue Total 20,402,797 ‐ ‐ 6,050,000 ‐ 6,050,000
FY2017 Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Non‐Operating Expense
0580 ‐ Water CIP 4,658,039 32,361,427 32,321,849 28,833,670 ‐ 28,833,670
0581 ‐ Wastewater CIP 14,847,659 32,728,987 33,178,987 3,850,000 ‐ 3,850,000
9990 ‐ Water Debt Service 2,890,112 3,229,164 3,229,164 3,087,453 ‐ 3,087,453
9991 ‐ Wastewater Debt Service 2,573,877 2,002,740 2,002,740 3,142,345 ‐ 3,142,345
9992 ‐ Irrigation Debt Service 134,792 112,631 112,631 125,313 ‐ 125,313
Non‐Operating Expense Total 25,104,478 70,434,949 70,845,371 39,038,781 ‐ 39,038,781
FY2017 Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 74,392,319 18,520,246 27,669,833 18,252,113 (1,134,810) 17,117,302
CAFR Adjustment 565,834 ‐ ‐ ‐ ‐ ‐
90 Day Operational Contingency 5,000,000 6,000,000 6,000,000 7,498,183 ‐ 7,498,183
Non‐Operational Contingency ‐ ‐ ‐ 9,500,000 ‐ 9,500,000
Available Fund Balance 69,958,153 12,520,246 21,669,833 1,253,929 ‐ 119,119
114
FY2019 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
115
FY2019 Annual Budget
DEPARTMENT BUDGET
Water Services will add a Valve Machine, upgrade Park Water Treatment Plant Controls, and increase system
maintenance to keep up with infrastructure growth. The department will also add a Treatment Plant
Technician, a Water Services Supervisor, a Water Services Inspector, and a two Water Services Technicians.
These positons will help the Department keep up with corrective and preventative maintenance items that have
increased from system expansion. The total costs of these additions is $792,860.
Reuse Irrigation will add $10,000 in maintenance expenditures to keep up with increased customer demand.
Water Services & Irrigation
Mission: To provide efficient water treatment and reclamation services for our community that
protect public health and the environment as dedicated licensed professionals.
Department
Description:
Water Services is responsible for the operation and maintenance of the infrastructure that
provides potable water for over 40,000 metered connections in a 450 square mile area. The Reuse
Irrigation Department is responsible for the operation and maintenance of infrastructure that
distributes reuse irrigation water to five major irrigation customers.
Division and FTEs: Georgetown Utilities System: 56.50 FTEs
Water Services & Irrigation
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 4,015,111 4,141,305 3,990,308 4,131,813 394,927 4,526,740
Operations 20,905,078 22,461,584 21,939,722 24,222,910 187,933 24,410,843
Capital 1,186,647 795,000 785,000 860,000 210,000 1,070,000
Total Departmental Budget 26,106,837 27,397,889 26,715,030 29,214,723 792,860 30,007,583
New water tower
construction
116
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Met or exceeded all regulatory standards for water
service.
Insourced treatment plant operations producing
significant cost savings.
Developed new sampling and testing programs to
address increased regulatory requirements.
Upgraded the Lake Water Treatment Plant filter #2.
Improved water loss measurement through
development of a daily loss indicator.
Began operation of the Rabbit Hill elevated storage
tank.
Commenced operation of the Domel water
treatment facility.
Started operation the Cedar Breaks Elevated Storage
Tank.
Provided 85 million gallons to reuse customers
which preserved 260 acre-feet of water resources.
Continue to 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.
Upgrade the Park Water Treatment Plant filter
controls.
Improve the treatment plant performance metrics to
operate more efficiently.
Begin upgrade to the South Side Water Treatment
Plant.
Extend advanced metering infrastructure (AMI)
network into Western District Areas.
Commence rehab to Lake Water Treatment filter #4.
Complete Pecan Branch Wastewater Treatment
Plant Expansion to increase reuse irrigation
capability.
Strategic Goal 1
Maintain and excellent
safety operating record to
protect staff health and
productivity.
Measurable 1: Average of safety meeting attendance and supervisory field site visits.
Strategic Goal 2
Develop and maintain a
workforce of
professionals licensed by
the Texas Commission on
Environmental Quality.
Measurable 1: Track training of staff.
Strategic Goal 3
Effectively maintain the
Water Treatment Plants
through timely
completion of corrective
and preventive
maintenance.
Measurable 1: Corrective Maintenance OTC
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
117
FY2019 Annual Budget
DEPARTMENT BUDGET
Wastewater Services will add an Inspection Camera to help maintain collection systems and meet the
regulatory requirements in the Edwards Aquifer Recharge Zone program.
Additionally, the departments saw a base increase for utilities. In the summer of 2018, the City performed a
cost to service study for water and electric services. The study found the municipal pumping rate was too low.
The rate was increased as part of the FY2019 Budget and a corresponding expense was increased.
Wastewater Services
Mission:
Provide water services to the community that are vital to public health by working
together as skilled licensed professionals to operate and maintain the water and
wastewater systems.
Department
Description:
The Wastewater Department is responsible for the operation and maintenance of the
infrastructure that provides wastewater for over 24,041 customers.
Division and FTEs: Georgetown Utilities System: 7 FTEs
Wastewater
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 606,268 559,614 633,507 651,577 - 651,577
Operations 2,433,497 2,230,411 2,186,699 2,495,957 96,950 2,592,907
Capital 36,550 210,000 185,000 215,000 - 215,000
Total Departmental Budget 3,076,315 3,050,025 3,005,206 3,362,534 96,950 3,459,484
Construction of Pecan Branch
Wastewater Treatment Plant
118
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Provided reliable wastewater service to customers
Met or exceeded all regulatory standards for
wastewater service.
Completed Edwards Aquifer Recharge Zone (EARZ)
testing of 1/5 of the collection system.
Commenced expansion of the Pecan Branch
Wastewater Treatment Plant.
Completed the Wastewater Treatment Plant
Operator Training and progression program.
Transitioned wastewater treatment plant
operations from use of contract operators to city
staff.
Completed 2016 Edwards Aquafer Recharge Zone
(EARZ) repairs.
Renewed the Berry Creek permit.
Awarded the Texas Municipal Utilities Association
Award – 2017 Utility of the Year.
Provide reliable wastewater service to customers by
operating and maintaining the wastewater system in
a cost efficient and safe manner.
Continue to meet and exceed all regulatory standards
for wastewater service (discharge limits, system
integrity).
Complete expansion of the Pecan Branch
Wastewater Treatment Plant.
Permit renewal for Pecan Branch, Cimarron Hills, San
Gabriel, Dove Springs and Northlands WWTP.
Commence San Gabriel sludge press Capital
Improvement.
Complete EARZ testing of 1/5 of the collection
system.
Strategic Goal 1
Maintain an excellent
safety operating record to
protect staff health and
productivity.
Measurable 1: Average of safety meeting attendance and supervisory field site visits.
Strategic Goal 2
Develop and maintain a
workforce of
professionals licensed by
the Texas Commission on
Environmental Quality.
Measurable 1: Track training of staff.
Strategic Goal 3
Effectively maintain the
Wastewater Treatment
Plants through timely
completion of corrective
maintenance.
Measurable 1: Corrective and preventive maintenance OTC.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
119
FY2019 Annual Budget
WATER FUND FIVE-YEAR PROJECTIONS
Five‐year Water Fund Assumptions:
Revenues in Water and Wastewater rates are expected to increase due to growing customer base and
demand on the system. An increase in rates will help offset some of the cost for future CIP.
5‐year CIP project schedule includes an additional Water Treatment Plant in starting FY2023. This project
will be phased in over multiple fiscal years.
Debt service payments are expected to increase over the next five years to pay for capital improvements in
the system.
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Beginning Fund Balance 27,669,833 17,117,302 39,495,970 44,454,106 30,466,117
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Operating Revenue
Interest 569,400 586,482 604,076 622,199 640,865
Other Revenue 2,262,146 2,330,010 2,399,911 2,471,908 2,546,065
Water Utility Revenue 29,256,931 29,480,308 33,298,898 34,132,620 39,363,378
Wastewater Utility Revenue 12,975,345 13,364,605 15,035,181 15,185,533 17,716,961
Irrigation Utility Revenue 301,557 310,604 317,000 317,000 317,000
Capital Recovery Fee 14,250,000 16,317,500 16,387,025 16,458,636 16,532,395
Transfer 103,725 103,725 103,725 103,725 103,725
Operating Revenue Total 59,719,104 62,493,234 68,145,816 69,291,621 77,220,389
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Operating Expense
0529 ‐ Water Plant Management 2,948,733 3,042,879 3,140,581 3,241,975 3,347,204
0531 ‐ Wastewater Plant Management 2,705,069 2,799,536 2,897,586 2,999,357 3,104,991
0553 ‐ Water Operations 4,157,528 4,285,280 4,416,993 4,552,791 4,692,802
0000 ‐ Transfer Out 615,787 640,418 666,035 692,677 720,384
0000 ‐ Transfer Out, ROI 3,200,000 3,328,000 3,461,120 3,599,565 3,743,547
0527 ‐ Water Administration 19,923,733 20,720,652 21,549,448 22,411,396 23,307,822
0528 ‐ Water Distribution 2,707,265 2,789,556 2,875,138 2,964,143 3,056,709
0530 ‐ Wastewater Distribution 754,415 783,192 813,119 844,244 876,614
0532 ‐ Irrigation 270,324 281,137 292,382 304,078 316,241
Operating Expense Total 37,282,854 38,670,649 40,112,402 41,610,226 43,166,314
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Available Operating Fund Balance 50,106,083 40,939,888 67,529,384 72,319,589 65,072,454
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Non‐Operating Revenue
Bond Proceeds 6,050,000 20,000,000 20,000,000 20,000,000 20,000,000
Non‐Operating Revenue Total 6,050,000 20,000,000 20,000,000 20,000,000 20,000,000
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Non‐Operating Expense
0580 ‐ Water CIP 28,833,670 11,217,500 18,450,000 23,900,000 46,950,000
0581 ‐ Wastewater CIP 3,850,000 3,856,000 16,962,240 28,718,730 5,825,479
9990 ‐ Water Debt Service 3,087,453 3,105,415 4,162,055 5,232,473 6,053,267
9991 ‐ Wastewater Debt Service 3,142,345 3,139,553 3,378,603 3,697,018 3,906,423
9992 ‐ Irrigation Debt Service 125,313 125,450 122,379 121,164 80,118
Non‐Operating Expense Total 39,038,781 21,443,918 43,075,278 61,669,385 62,815,287
FY2019 Budget
FY2020 Projected
Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
Ending Fund Balance 17,117,302 39,495,970 44,454,106 30,466,117 21,704,905
90 Day Operational Contingency 7,498,183 7,873,092 8,266,747 8,680,084 9,000,000
Non‐Operational Contingency 9,500,000 10,000,000 10,500,000 11,000,000 11,500,000
Available Fund Balance 119,119 21,622,877 25,687,359 10,786,033 1,204,905
120
FY2019 Annual Budget
Georgetown Municipal Airport
OTHER ENTERPRISE
FUNDS
121
FY2019 Annual Budget
OTHER ENTERPRISE FUNDS
Airport Fund Summary ............................ 123
Airport .................................................. 126
Stormwater Drainage Fund Summary ..... 128
Stormwater Drainage ........................... 130
122
FY2019 Annual Budget
AIRPORT FUND
The Airport Fund is a self-supporting enterprise funded through user charges. This fund accounts for all of the charges
including personnel, operations, fuel costs, capital improvement, contingency, and debt service requirements at the
airport. Significant rehabilitation of the major airport infrastructure is funded through federal and state
transportation funds. The control tower is staffed and operated by the Federal Aviation Administration.
FISCAL YEAR 2018
Total revenues are projected to be $3.7 million, 5.3% less than budget. Lower than expected revenue is primarily a
result of depressed fuel prices in the market. The volume of gallons sold is high but with the price of oil low, the
anticipated revenue is projected to be less than budget.
Total expenses are projected to be $4.06 million, 5.4% less than the
current budget. The decrease in expenses is directly tied to the cost
of fuel purchased for resale. Non-operating expenses include funds
for debt service payments and capital improvement projects.
Those expenses are projected to end the fiscal year at $902,689.
Total fund balance is projected to be $462,181 as of September 30,
2018.
FISCAL YEAR 2019
Budgeted revenues total $4.4 million. Overall, revenues are
projected to increase by 18.1% relative to the FY2018 projection.
The increase in revenue is driven by expected increases in fuel
prices, which will result in higher fuel sales. Increased revenue is
also the result of $500,000 of bond reimbursement proceeds for
capital improvement scheduled in FY2018. The chart to the right
identifies revenue by source.
Budgeted expenses total $3.8 million, a decrease of 6.2% relative to
the FY2018 projection, primarily related to fuel. Operating
expenses are budgeted to increase by 10.1% over FY2018
projections. Non-operating expenses are budgeted to decrease
relative to FY2018 projections by $570,544 due to the timing of
capital projects. The chart to the right gives a breakdown of
expenses.
Adopted enhancements total $33,662 for the upgrade of a part-
time maintenance worker to a full time maintenance worker. As
the fund’s financial position continues to improve, the City will
evaluate maintenance needs to City-owned structures at the
Airport.
Total ending fund balance is budgeted to be $1,036,629 as of
September 30, 2019. The fund will hold a 90 day contingency for
personnel and operations per the adopted Fiscal and Budgetary
Policy. In FY2019, this amount totals $264,442.
Fuel and
Terminal
Sales
66%
Leases
and
Rentals
20%
All Other
Revenue
2%
Bond
Proceeds
11%
Grants
1%
FY2019 REVENUES
Fuel Cost
63%
Airport
Ops.
28%
Capital
Projects
5%
Debt
Service
4%
FY2019 EXPENSES
123
FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 311,250 809,939 809,939 462,181 - 462,181
FY2017
Actuals
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Operating Revenue
Fuel and Terminal Sales 2,453,062 2,794,919 2,596,789 2,907,450 - 2,907,450
Leases and Rentals 832,277 882,484 846,901 863,952 - 863,952
All Other Revenue 90,712 65,600 83,454 80,260 - 80,260
Operating Revenue Total 3,376,051 3,743,003 3,527,144 3,851,662 - 3,851,662
FY2017
Actuals
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Operating Expense
Fuel 1,865,456 2,296,250 2,110,929 2,400,000 - 2,400,000
Airport Operations 1,005,443 1,043,424 1,000,362 1,051,407 33,662 1,085,069
Transfer Out 25,000 53,500 53,500 - - -
Operating Expense Total 2,895,899 3,393,174 3,164,791 3,451,407 33,662 3,485,069
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Available Fund Balance - Operating 791,402 1,159,768 1,172,292 862,436 (33,662) 828,774
FY2017
Actuals
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Non-Operating Revenue
Bond Proceeds - 150,000 150,000 500,000 - 500,000
Grants 51,107 35,000 42,578 40,000 - 40,000
Non-Operating Revenue Total 51,107 185,000 192,578 540,000 - 540,000
FY2017
Actuals
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Non-Operating Expense
Capital Project (79,696) 780,000 778,433 190,000 - 190,000
Debt Service 141,265 125,850 124,256 142,145 - 142,145
Non-Operating Expense Total 61,569 905,850 902,689 332,145 - 332,145
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 780,940 438,918 462,181 1,070,291 (33,662) 1,036,629
CAFR Adjustment 28,999 - - - - -
Contingency - 213,158 213,158 264,442 - 264,442
Available Fund Balance 809,939 225,760 249,023 805,848 (33,662) 772,186
124
FY2019 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
125
FY2019 Annual Budget
DEPARTMENT BUDGET
The Airport will upgrade a part-time position to a full time maintenance worker for $33,662. As the fund’s
financial position continues to improve, the City will evaluate maintenance needs to City-owned structures at
the Airport.
FY2018 is expected to come nearly $230,000 less than budget. This is primarily due to savings in fuel costs. With
the depressed oil market, the City was able to purchase fuel for less than budgeted.
Airport
Mission: Provide a superior regional gateway to aviation customers through passionate, team-
oriented service excellence.
Department
Description:
The Municipal Airport provides general aviation services to the public through its 24 hour
operation of a 5,000-foot main runway, related taxiways, and ramps.
Division and FTEs: Public Works Division: 6.00 FTEs
Airport FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 340,214 375,920 383,686 383,686 33,662 417,348
Operations 2,555,685 3,017,254 2,795,195 3,067,721 - 3,067,221
Capital & Debt Service 61,569 905,850 902,689 332,145 - 332,145
Total Departmental Budget 2,957,469 4,299,024 4,067,480 3,783,552 33,662 3,817,214
Georgetown Municipal
Airport
126
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Accomplished update to Airport Master Plan
Placed in operation a new above ground fuel storage
facility.
Placed in operation new Taxiway A.
Accomplished concrete repairs to Terminal Apron.
Completed construction of new parking lot for
Terminal/Tower.
Upgraded security features on Control Tower.
Upgraded Terminal lighting systems to LED fixtures.
Installed security fencing around new fuel storage
facility.
Accomplished fence line brush clearing for improved
airport security checks.
Accomplished concrete repairs to hangar apron at
221 Stearman Drive.
Accomplished several hangar upgrades and
modifications.
Installed new security lighting around perimeter of
Control Tower.
Complete construction of FY2017 $5.1M Runway
Rehabilitation Airport Improvement Project through
grant assistance from TxDot and FAA.
Construct $1.5M Taxiway Edge Lighting Airport
Improvement Project through grant assistance from
TxDot and FAA.
Finish Wildlife Hazard Assessment.
Develop Wildlife Hazard Mitigation Plan.
Implement wildlife management improvements.
Replace existing fence at south end of Airport along
Lakeway Drive.
Perform repairs/upgrades to City-owned hangars.
Replace asphalt pavement on Terminal Drive.
Install security fencing around Control Tower.
Accomplish asphalt replacement on hangar apron at
221 Stearman Drive.
Perform pavement maintenance of asphalt surfaces
around hangers
Implement the Airport Master Plan
Strategic Goal 1
Be responsive by being
adequately staffed ruing
peak hours of operations.
Measurable 1: Cover peak demand operational hours with adequate staffing as determined by
Control Tower Monthly Operations Report – Target 90%
Strategic Goal 2
Meet or exceed all
regulatory requirements
identified in FAA or TxDOT
Aviation plans and
programs which ensures
the airport remains a
viable asset to the City.
Measurable 1:
Adherence to regulatory requirements from FAA, Texas Commission on
Environmental Quality, Texas Aviation Division, Texas Dept. Agriculture, etc. –
Target 100%
Strategic Goal 3
Meet monthly to obtain
staff input on process
improvements.
Measurable 1: Implementation of vetted recommendation from staff. – Target 80%
Strategic Goal 4
Promote use of airport
facility as a gateway to
Georgetown.
Measurable 1: Occupancy of available lease spaces and make the airport an available facility to
support community events. Target 90% occupancy and 4-6 community events.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
127
FY2019 Annual Budget
STORMWATER FUND
The Stormwater 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 2018
Total revenues are projected to be $3.8 million, which is 17.2%
less than the current budget. The FY2018 Budget planned to issue
$900,000 of debt for CIP projects. This debt was not issued in
FY2018 and existing bond proceeds were used to fund the capital
projects. 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).
Total expenditures are projected to be $4.6 million, which is on
pace with the current budget.
Total fund balance is projected to be $700,652 as of September
30, 2018.
FISCAL YEAR 2019
Budgeted revenues total $4.9 million. Overall, operating revenues are projected to increase by 2.9% compared to
FY2018 projected operating revenues. Non‐operating revenues are projected to increase due to the issuing of debt
for CIP Projects. The chart to the right identifies Stormwater Drainage revenues by source.
Budgeted expenses total $4.7 million, which represents a
decrease of 1.2% from FY2018 projection. Capital Improvement
Projects total $1,300,000 in FY2019 and include the 2nd Street
Water Quality Pond Rehab, Stormwater Infrastructure
improvements, as well as the 18th and Hutto Drainage project and
improvements to the street sweeping spoils facility. A street
sweeper will also be replaced in this fund at a cost of $280,000.
Adopted enhancements total $78,300 for the purchase of a bat‐
wing mower with tractor to help mow the increased acreage of
road side and drainage areas with the City.
Total fund balance is projected to be $905,065 at the end of
FY2019. Per Fiscal and Budgetary Policy, this fund has a 90 day
reserve for operations. This amount for FY2019 totals $578,286.
After accounting for contingency, the available fund balance
totals $326,780.
Transfers
13%
Stormwater
Operating
50%
Capital Improvement
28%
Debt Service
9%
FY2019 EXPENSES
Stormwater Fees
74%
Bond Proceeds
25%
Other
Revenue
1%
FY2019 REVENUES
128
FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 1,550,062 820,189 1,572,784 700,652 ‐ 700,652
Operating Revenues
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Operating Revenue
Stormwater Fees 3,377,480 3,391,325 3,498,471 3,607,000 ‐ 3,607,000
Interest ‐ ‐ ‐ ‐ ‐ ‐
Other Revenue 32,148 28,800 29,992 32,500 ‐ 32,500
Transfer In ‐ 9,000 9,000 ‐ ‐
Grand Total 3,409,628 3,429,125 3,537,464 3,639,500 ‐ 3,639,500
Row Labels
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Operating Expense
0000 ‐ Transfers 588,937 253,923 261,393 532,490 76,000 608,490
0845 ‐ Stormwater Operating 2,023,093 2,215,045 2,168,560 2,355,239 2,300 2,357,539
Grand Total 2,612,031 2,468,968 2,429,953 2,887,729 78,300 2,966,029
Row Labels
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Available Fund Balance ‐ Operating 2,347,659 1,780,346 2,680,295 1,452,423 (78,300) 1,374,123
Non‐Operating Revenue
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base FY2019
Changes
FY2019
Budget
Non‐Operating Revenue
Bond Proceeds ‐ 900,000 ‐ 1,230,000 ‐ 1,230,000
Grant Revenue ‐ 200,000 200,000 ‐ ‐ ‐
Interest 11,795 9,000 20,106 20,400 ‐ 20,400
Other Revenue 4,780 ‐ ‐ ‐ ‐
Grand Total 16,575 1,109,000 220,106 1,250,400 ‐ 1,250,400
Operating Expenses
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base FY2019
Changes
FY2019
Budget
Non‐Operating Expense
0880 ‐ Capital 775,419 1,579,003 1,620,937 1,300,000 ‐ 1,300,000
9990 ‐ Debt Service 581,703 583,790 578,811 419,458 ‐ 419,458
Grand Total 1,357,122 2,162,793 2,199,748 1,719,458 ‐ 1,719,458
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base FY2019
Changes
FY2019
Budget
Ending Fund Balance 1,007,112 726,553 700,652 983,365 (78,300) 905,065
CAFR Adjustment 565,672 ‐ ‐ ‐ ‐ ‐
Contingency ‐ 250,000 250,000 578,286 ‐ 578,286
Reserved for Capital ‐ ‐ ‐ ‐ ‐ ‐
Available Fund Balance 1,572,784 476,553 450,652 405,080 (78,300) 326,780
129
FY2019 Annual Budget
DEPARTMENT BUDGET
Stormwater Drainage will purchase a batwing mower with tractor for $78,300 to help mow the increased
acreage of road side and drainage areas within the City.
It is anticipated that Stormwater Drainage will finish under the FY2018 Budget by $2,000, with savings in both
personnel and operations.
Stormwater Drainage
Mission: Ensure water quality for future generations, keep Georgetown beautiful through
environmental awareness, and provide timely responses with pride and dedication.
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.
Division and FTEs: Georgetown Utilities System: 8.50 FTEs
Stormwater Drainage
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 558,258 561,271 555,171 596,948 ‐ 596,948
Operations 1,463,572 1,643,774 1,603,389 1,748,292 2,300 1,750,592
Capital, Debt Service, Transfers 1,947,323 2,426,716 2,471,141 2,261,948 76,000 2,337,948
Total Departmental Budget 3,969,153 4,631,761 4,629,701 4,607,187 78,300 4,685,487
Flood event in San Gabriel
Park
130
FY2019 Annual Budget
Data has not been collected for these measurable by the time of this book’s publication. Over the course of the
next year, the departments will work with City Management to collect this data.
Acceptance of Annual Stormwater Report by TCEQ
(Texas Commission on Environmental Quality).
Accomplished all Stormwater Permit BMP (Best
Management Practice) goals for year four.
Successful completion of APWA (American Public
Works Association) Certified Stormwater Manager
program was achieved by the Departmental
Stormwater Coordinator, becoming one of three in
the state of Texas.
Utilized the BIP (Business Improvement Plan) process
for planning, drafting and project management of the
upcoming Phase ll MS4 Stormwater Permit
application.
Constructed a stormdrain system to correct drainage
off Gabriel View Dr.
Worked in partnership with Systems Engineering on
design concept for a Street Sweeper / Vac Truck
washout facility at the TDS (Texas Disposal Systems)
transfer station.
Obtain approval from TCEQ for a five year Phase ll
MS4 Stormwater Permit.
Implement new educational and environmental
outreach events with Georgetown ISD and other
outside agencies.
Organize community volunteer groups to participate
in area wide stream cleanups and storm drain
structure identification marking.
Partnership with Solid Waste Services to promote
Keep Georgetown Beautiful program.
Construct a Street Sweeper / Vac Truck washout
facility at the TDS facility.
Expansion of InforEAM software utilization moving
stormwater assets into scheduled Preventive
Maintenance status.
Strategic Goal 1
Continuing compliance
with State and Federal
permits and regulations.
Measurable 1: Reports and permits receiving approvals from TCEQ and EPA. (Target 100%)
Strategic Goal 2
Implement
education/outreach
events and make
information readily
available.
Measurable 1: Attend a minimum of four events
Measurable 2: Have 100 volunteer hours
Measurable 3: Make 10,000 contacts with the public through events, social media, and
volunteer works.
Strategic Goal 3
In addition to normal
operations tasks, respond
to daily occurrences and
emergencies/events.
Measurable 1: Reduction in reoccurring customer inquiries for specific locations
referencing drainage problems. (Target 50%)
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
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FY2019 Annual Budget
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132
FY2019 Annual Budget
SPECIAL
REVENUE FUNDS
Red Poppy Festival
133
FY2019 Annual Budget
SPECIAL REVENUE FUNDS
Special Revenue Funds Overview ............ 135
Convention & Visitors Bureau ................. 140
EMS Paramedic Fund ............................... 144
Tax Increment Reinvestment Zones ........ 146
Street Maintenance Fund ........................ 150
GEDCO Budget......................................... 152
GTEC Budget ............................................ 154
134
FY2019 Annual Budget
SPECIAL REVENUE FUNDS OVERVIEW
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 ¼ CENT SALES TAX
This fund is used to account for the receipt and expenditure of revenues collected from the ¼ cent 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 are included in the Capital Improvement Project section of this document.
Special Revenue Funds
FY2019 Beginning Fund
Balance FY2019 Revenues FY2019 Expenditures
FY2019 Ending Fund
Balance
201 - CVB 1,192,734 1,514,650 1,292,583 1,414,801
203 - Street Maintenance 870,000 3,566,550 3,686,550 750,000
212 - Permitting 196,163 91,400 84,000 203,563
215 - CDBG - 287,608 287,608 -
225 - Tree Fund 1,386,800 205,000 400,000 1,191,800
226 - Main Street Façade 4,830 122,000 126,830 -
227 - Library SRF 56,117 100,600 100,000 56,717
228 - Parks SRF 343,140 219,550 485,066 77,624
229 - Parkland Dedication SRF 371,194 205,000 472,385 103,809
231 - Cemetery 397,289 186,000 103,000 480,289
232 - Court Fees (10,772) 9,525 - (1,247)
233 - Juvenile 3,605 12,000 2,500 13,105
234 - Village PID 763,359 430,392 927,056 266,695
236 - Court Child Safety 39,276 3,000 40,000 2,276
239 - Court Technology 23,493 9,000 20,000 12,493
242 - Fire Billing 205,475 249,000 414,000 40,475
244 - EMS - - - -
251 - Conservation 869,490 65,000 205,500 728,990
260 - Council Discretionary 1,233,388 10,000 - 1,243,388
263 - PEG Fee - 160,000 20,000 140,000
271 - Police Seizures 83,459 - 82,959 500
273 - Abandoned Vehicles 69,127 500 5,000 64,627
277 - Animal Services SRF 241,366 32,500 75,000 198,866
281 - Transportation SRF (83,188) 83,188 - -
293 - Downtown TIRZ 89,620 264,301 250,000 103,921
294 - Rivery TIRZ 209,626 652,481 591,768 270,339
295 - Gateway TIRZ 182,426 40,070 120,000 102,496
296 - South Georgetown TIRZ 236,177 310,918 - 547,095
400 - GTEC 14,921,796 14,463,100 16,298,719 13,086,177
420 - GEDCO 6,853,073 1,808,575 8,209,579 452,069
135
FY2019 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 City-owned 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.
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 long-term maintenance.
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.
136
FY2019 Annual Budget
234 – VILLAGE PID FUND
The fund tracks the revenues and expenses relate to the Village PID.
236 – COURT CHILD SAFETY FUND
The fund tracks the revenues and expenses relate to the Court Child Fees as outlined by statute.
239 – COURT TECHNOLOGY FUND
The fund tracks the revenues and expenses related to Court Technology Fees as outlined by statute.
242 - FIRE BILLING FUND
Sources of this fund include billing revenue for inspections and for billing from 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 EMS
program started October 2015. In FY2019, the EMS Fund revenues and expenses are merging with the General Fund.
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. The FY2019
budget proposed reducing the fee to 20 cents per month. 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.
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
witness-related costs. Purchases of police equipment and facilities equipment are also permitted under state law.
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.
137
FY2019 Annual Budget
281 – TRANSPORTATION SRF
This fund tracks the expenditures related to the Southwest Bypass and the partnership with Williamson County on
the project.
293 - DOWNTOWN TIRZ
This TIRZ was created by Ordinance No. 2004-77 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.
294 - RIVERY TIRZ
This TIRZ was created by Ordinance No. 2011-91, 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.
400 – GEORGETOWN TRANSPORTATION ENHANCEMENT CORPORATION
This fund uses sales tax receipts to support transportation projects related to economic development.
420 – GEORGETOWN ECONOMIC DEVELOPMENT CORPORATION
This fund uses sales tax receipts to support economic development projects that bring jobs to Georgetown.
138
FY2019 Annual Budget
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139
FY2019 Annual Budget
DEPARTMENT BUDGET
CVB’s budget increased by $113,700 in FY2019 to fund the Red Poppy Festival’s 20th Anniversary, Red Poppy
Economic Impact Study, CVB Tourism Strategic Plan, and special event traffic control. Of this amount, $88,000
are one time expenditures.
The Department saw slight increases in personnel costs to account for merit/market adjustments and an
increase in health insurance premiums.
Convention & Visitors Bureau
Mission: To increase the economic impact of Georgetown by promoting the community as a tourist
and meeting destination.
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 in order to
create a positive economic impact.
Division and FTEs: Planning and Development: 4.50 FTEs
CVB
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 346,993 361,237 357,176 369,492 - 369,492
Operations 638,257 767,042 765,400 787,608 113,700 901,308
Capital & Transfers 10,200 10,200 10,200 21,783 - 21,783
Total Departmental Budget 995,450 1,138,479 1,132,776 1,178,882 113,700 1,292,582
Red Poppy Fest
140
FY2019 Annual Budget
Received the Stella Award from The Northstar
Meeting Group for quality service and innovation to
meeting and event professionals.
Updated Convention & Visitors Bureau (CVB) strategic
goals and determined performance metrics in order to
participate in the City’s Performance Management
Program. (SG#1)
Coordinated the 19th Annual Red Poppy Festival,
Music on the Square Summer Concert Series, Best of
Georgetown Contest, Lighting of the Square and
Christmas Stroll Parade. (SG#1)
Hosted Familiarization (FAM) trips for meeting
planners to showcase lodging and meeting facilities.
(SG#2)
Implemented on-line Red Poppy Festival Arts & Crafts
vendor application to streamline the process. (SG#2)
Developed Transportation Grant Program to assist
hotels with recruiting new meetings, conferences, and
sports groups. (SG#2)
Participate in travel/group business tradeshows to
promote Georgetown as a meeting and conference
destination. (SG#1)
Conduct economic impact study for Red Poppy
Festival. (SG#1)
Coordinate the 20th Annual Red Poppy Festival,
Music on the Square Summer Concert Series, Best
of Georgetown Contest, Lighting of the Square and
Christmas Stroll Parade. (SG#1)
Develop CVB Strategic Plan. (SG#2)
Continue working with a Public Relations
Professional to promote Georgetown in unique,
creative, and authentic ways. (SG#2)
Implement the Hospitality Training Program to
ensure any visit to the city, whether for business or
pleasure, is successful and a memorable one.
(SG#3)
Develop and implement a self-guided downtown
walking tour using audio guides. (SG#3)
Strategic Goal 1
Increase economic impact
through tourism
Measurable 1: Sales calls conducted, RFP’s received, economic impact from CBV efforts
Strategic Goal 2
Strengthen and increase
Georgetown’s image as a
Texas tourist and meeting
destination
Measurable 1: VisitGeorgetown.com hits, pages per session, social media followers
Strategic Goal 3
Serve as Georgetown’s
Hospitality Headquarters
to promote our
community
Measurable 1: Visitors Center Visitors, Hospitality Training Participants (2018)
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
141
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Increase economic impact through tourism
Measurable 1 & 2: Sales calls conducted and RFP’s received
CVB conducts sales calls to bring in conferences and other events to Georgetown to increase economic impact. The
Department tracks the number of Request for Proposals (RFPs) received to track interest in bringing conferences and
events to Georgetown.
Since 2016, CVB has increased the number of sales call conducted to bring in more conferences and events to
Georgetown. Sales calls increased in 2017 due to increased availability of hotel rooms. Further, CVB has seen an increase
in the number of RFPs received since 2016. This metric shows that businesses and conferences increasingly see
Georgetown as a destination to host events.
Measurable 3: Hotel Occupancy Tax (HOT) Revenue
CVB uses HOT revenue as a measurable to determine how well the Department is attracting tourists and conferences to
Georgetown.
HOT Revenue has increased since FY2014
due to more hotel rooms and increased
tourism.
Part of this increase can be attributed to
the opening of the Sheraton Hotel in 2016.
This trend also shows that CVB’s efforts to
bring in more conferences and events to
Georgetown have been successful.
0
50
100
150
200
250
300
350
400
450
500
2016 2017 2018
Number of Sales Calls Conducted
Qtr. 1 Qtr. 2 Qtr. 3 Qtr. 4
0
10
20
30
40
50
60
2016 2017 2018
Number of RFPs Received
Qtr. 1 Qtr. 2 Qtr. 3 Qtr. 4
$628,245
$707,599
$879,684
$1,211,417
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
FY2014 FY2015 FY2016 FY2017
HOT Revenue
142
FY2019 Annual Budget
Strategic Goal 2: Strengthen and increase Georgetown’s image as a Texas tourist and meeting destination
Measurable 1 &2: VisitGeorgetown.com hits and number of social media followers
CVB tracks website hits and the number of social media followers to gauge tourism interest in Georgetown.
VisitGeorgetown.com site hits have not increased since 2017, but there has been a steady increase in the number of
social media followers.
Strategic Goal 3: Serve as Georgetown’s Hospitality Headquarters to promote our community
Measurable 1: Number of Visitors’ Center Visitors
CVB tracks the number of visitors they receive to track tourism interest in Georgetown and to gauge how many tourists
are using the Visitors’ Center.
Since FY2014, the number of visitors to the Visitors’ Center has increased. This trend shows that the Department is
successfully attracting tourism to Georgetown.
23,669
27,688
39,718
47,962
-
10,000
20,000
30,000
40,000
50,000
60,000
FY2014 FY2015 FY2016 FY2017
Number of Visitors' Center Visitors
-
2,000
4,000
6,000
8,000
10,000
12,000
2017 -
Qtr. 1
2017 -
Qtr. 2
2017 -
Qtr. 3
2017 -
Qtr. 4
2018 -
Qtr. 1
2018 -
Qtr. 2
Social Media Followers
Facebook Twitter Instagram
-
50,000
100,000
150,000
200,000
2017 2018
VisitGeorgetown.com Hits
Qtr. 1 Qtr. 2 Qtr. 3 Qtr. 4
143
FY2019 Annual Budget
EMS PARAMEDIC FUND
The EMS Paramedic program is a Special Revenue Fund (SRF), which accounts for the City’s medical transport
operation, which began October 1st, 2015. The City will respond to over 7,500 medical events annually. The EMS
operates in conjunction with the fire Department through an integrated response approach. Personnel cover shifts
where needed to provide excellent service to the community.
FISCAL YEAR 2018
Total revenues are projected to be $2.7 million, which is an increase of 9.4% from the FY2017 actuals. Revenue is
comprised of transport revenue and franchise fees. In FY2018, the EMS fund transitioned to a new billing vendor.
While collections continue to improve, the EMS fund is projected to collect 5% less than budget for EMS revenue. A
mid-year budget amendment increased revenues for the impact of activating the peak unit. However, due to
vacancies, the peak unit has not been activated in FY2018. Additionally included in the mid-year budget adjustment
was $128,000 in Texas Ambulance Supplemental Payment Program (TASPP) revenue. Under this program, the State
may supplement an entity’s ambulance service costs when those costs exceed revenue.
Total expenditures are projected to be $2.3 million, which is on budget. Throughout the fiscal year, staff and
management continuously monitor expenses such as overtime and medical supplies.
Total ending fund Balance is projected to be ($355,920) as of September 30, 2018, which is a $300,260 decrease in
the deficit from FY2017’s ending fund balance.
FISCAL YEAR 2019
As the program has matured, prevalent data has provided staff with a stronger ability to analyze and forecast future
revenues and expenditures. Moving forward, all financial projections are based on call volume, collection rate, and
payee demographic for the program.
A Pro forma was used to forecast the EMS fund over the next three years. In the modeling are increases in personnel
costs, projected growth of revenues and expenses, and replacement of capital equipment beginning in FY2019 and
FY2020. Using this model, the EMS Paramedic Program is projected to continue to buy down initial outlying startup
costs and have a positive available fund balance by the end of FY2020.
Total revenues are expected to total $2.8 million in FY2019. This assumption is based on 15 transports per day with a
collection rate of $450 per call as well as $200,000 in TASPP revenue.
Total expenditures total $2.6 million in FY2019. Expenses will continue to be monitored monthly by staff to ensure
that level of service remains high and associated costs are projected to meet the current budget.
Total ending fund balance is projected to be ($128,721) by September 30, 2019. The City is establishing a 90-day
contingency reserve in all major funds with personnel. For FY2019, the General Fund will cover the EMS contingency
reserve. This amount it estimated to be $488,000.
During the July 17th budget workshop with Council, staff discussed the unified operations and response of the fire
and EMS services. In order to better align with actual operations, the FY2019 budget merges EMS operations into the
General Fund. Revenues and expenses will remain transparently identifiable in their own cost center.
144
FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance (909,490) (501,205) (656,180) (355,920) 355,920 -
Revenues
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Transport Revenue 2,393,502 2,617,762 2,486,307 2,560,896 (2,560,896) -
Franchise Fees - 20,000 20,000 20,000 (20,000) -
Interest - - - - - -
Miscellaneous Revenue 6,800 - - - - -
Transfer In, Gfund 49,848 44,870 44,870 40,000 (40,000) -
TASPP Revenue - 128,000 128,000 200,000 (200,000) -
Grand Total 2,450,150 2,810,632 2,679,177 2,820,896 (2,820,896) -
Expenses
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,697,845 1,788,522 1,788,522 1,977,854 (1,977,854) -
Medical Supplies 135,698 220,000 220,000 220,000 (220,000) -
Operations 344,891 416,212 370,395 395,843 (395,843) -
Transfer Out - - - - - -
Grand Total 2,178,433 2,424,734 2,378,917 2,593,697 (2,593,697) -
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance (637,773) (115,307) (355,920) (128,721) 128,721 -
CAFR Adjustment (18,407) - - - - -
Reserve for Capital - - - - - -
Available Fund Balance (656,180) (115,307) (355,920) (128,721) 128,721 -
145
FY2019 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. 2004-77 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.
WILLIAMSON COUNTY
COURTHOUSE
MONUMENT
CAFE
146
FY2019 Annual Budget
RIVERY PARK TAX INCREMENT REINVESTMENT ZONE
The Rivery Park Tax Increment Reinvestment Zone (TIRZ) was created by Ordinance #2001-91, 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 222-room hotel having a AAA 3 Diamond Rating or a 2 Star Forbes Rating,
a 16,000 square foot conference center, and a 336 - space 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”.
SHERATON
CONFERENCE CENTER
SITE
RIVERY APARTMENTS
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FY2019 Annual Budget
SOUTH GEORGETOWN TAX INCREMENT REINVESTMENT ZONE
The South Georgetown Tax Increment Reinvestment Zone (TIRZ) was created by Ordinance #2014-31 and the
duration is through December 31, 2044.
The Zone was created to fund 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. 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 campus-style 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.
ANATOLE APARTMENTS
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FY2019 Annual Budget
WILLIAMS DRIVE GATEWAY TAX INCREMENT REINVESTMENT ZONE
Williams Drive Gateway Tax Increment Reinvestment Zone (TIRZ) was created by Ordinance No. 2006-104 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 mixed-use,
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.
GISD ADMINISTRATION
ANNEX BUILDING
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FY2019 Annual Budget
STREET MAINTENANCE FUND
This fund is used to account for the funds collected from the ¼ cent 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. A reauthorization election is planned in November 2018.
FISCAL YEAR 2019
Total revenues are budgeted to be $3.6 million, which represents an increase of 4.4% relative to the FY2018
Projection.
Total expenditures are budgeted to be $3.7 million, which represents a decrease of 32.6% relative to the FY2018
Projection. As part of the FY2018 Mid-Year Budget Amendment, an additional $1.5 million of fund balance was
appropriated in expenses and thus explains the large variance from year to year. The $3.2 million in this fund, plus
the $1.1 million in street maintenance in the General Fund equal $4.3 million total funding for street maintenance.
Proposed enhancements total $463,800 and include $137,000 for a 12 Yard construction dump truck, $152,000 for
an asphalt roller, $16,800 for backhoe equipment, $75,000 for a sweeper, $75,000 for a crack sealing machine, and
$8,000 for a grader. This new and replacement equipment will help provide a higher level of maintenance across the
City.
¼ Cent Sales Tax Election Program: The election for the ¼ Street Maintenance Sales Tax will be held in November. This
proposed request is to fund the election itself, as well as a comprehensive information campaign for the election.
Public education and materials will include video placement at City Lights, ads in various media outlets, and a postcard
mailer. Proposed cost: $50,000.
This fund has an Arterial Reservation of $750,000 budgeted in FY2019. These funds will be used when a major arterial
street is scheduled for maintenance so that the entire annual budget is not depleted for one project.
150
FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 2,091,898 2,924,356 2,924,355 870,000 - 870,000
Revenues
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Sales Tax 3,136,093 3,287,500 3,387,500 3,536,550 3,536,550
Interest 18,592 10,000 30,000 30,000 30,000
Other - - - -
Grand Total 3,154,685 3,297,500 3,417,500 3,566,550 3,566,550
Expenses
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Capital 2,046,350 5,376,356 5,376,355 3,172,750 3,172,750
Transfer 278,463 95,500 95,500 - 463,800 463,800
Operations 50,000 50,000
Grand Total 2,324,813 5,471,856 5,471,855 3,172,750 513,800 3,686,550
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 2,921,770 750,000 870,000 1,263,800 (513,800) 750,000
CAFR Adjustment 2,585 - - - - -
Arterial Reservation 625,000 750,000 750,000 750,000 - 750,000
Available Fund Balance 2,299,355 0 120,000 513,800 (513,800) 0
151
FY2019 Annual Budget
GEORGETOWN ECONOMIC DEVELOPMENT CORPORATION FUND
The Georgetown Economic Development Corporation (GEDCO) considers requests and also 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 funding source is ¼ cent of the City’s sales tax rate.
FISCAL YEAR 2018
Total revenues are projected to be $1.85 million, which is an increase of 5.5% over budget. This is largely due to higher
than budgeted sales tax collections.
Total expenses are projected to be $1,049,129, which is significantly less than the budgeted amount of $7.24 million.
This is because GEDCO appropriates nearly the full amount of funding available for projects each year, leaving 25%
of sales tax revenues in contingency reserve. Economic Development project expenditures are $348,579. Unused
project funding is appropriated in the following year.
Total ending fund balance as of September 30th 2018 is projected to be $6.8 million, which is available for future
projects.
FISCAL YEAR 2019
Budgeted revenues are expected to total $1.8 million in FY2019. Sales tax is projected to increase 4.4% over FY2018
projections. Lease revenue will not be collected in FY2019 due to the sale of the Grape Creek building, as part of an
economic development agreement.
Budgeted expenses total $8.2 million in FY2019. This includes $7.5 million available for economic development
projects. There are no new projects known at this time. Expenses also include the administrative contract with City
staff, debt service for the Rivery project, and the annual repayment of the loan from the Water Fund. The GEDCO
Board recommended the budget to Council at the June 18th meeting.
Total ending fund balance is projected to be $452,069 as of September 30th 2019. This meets the contingency
requirement of reserving 25% of budgeted sales tax revenue.
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FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 5,068,518 5,902,863 6,051,152 6,853,073 - 6,853,073
Revenues
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Sales Tax 1,568,934 1,643,750 1,693,750 1,768,275 1,768,275
Interest 45,017 25,400 60,300 40,300 40,300
Other 108,302 85,100 97,000 - -
Grand Total 1,722,252 1,754,250 1,851,050 1,808,575 1,808,575
Expenses
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
ED Projects 203,209 6,574,258 348,579 7,531,613 7,531,613
Allocations 197,724 221,328 221,328 238,622 238,622
Transfer Out - 116,613 212,569 205,069 205,069
Operations 82,634 121,408 150,040 130,550 130,550
Debt Service 327,308 212,569 116,613 103,725 103,725
Grand Total 810,875 7,246,176 1,049,129 8,209,579 8,209,579
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 5,979,896 410,937 6,853,073 452,069 - 452,069
CAFR Adjustment 71,256 - - - - -
Contingency Reserves 392,234 410,937 423,438 442,069 - 442,069
Available Fund Balance 5,658,918 (0) 6,429,635 10,000 - 10,000
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FY2019 Annual Budget
GEORGETOWN TRANSPORTATION ENHANCEMENT CORP FUND
The purpose of the Georgetown Transportation Enhancement Corporation Fund (GTEC), a 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.
FISCAL YEAR 2018
Total revenues are projected to be $7.5 million, which is an increase of 4.5% from the FY2018 Budget. Sales tax
projections are anticipated to be greater than budget.
Total expenses are projected to be $10.9 million. Expenses are projected to be less than budget due to savings on
projects including Airport Road, Mays, FM1460, and the line available for new projects.
Total fund balance is projected to be $14.9 million by September 30th 2018.
FISCAL YEAR 2019
Budgeted revenues are expected to total $14.4 million in FY2019. Sales tax is projected to increase by 4.4% over the
FY2018 year-end projection. Budgeted bond proceeds total $7.2 million for the Southeast Inner Loop project. At the
June GTEC meeting staff presented a budget that did not have a $500,000 transfer from General Fund to the Wolf
Ranch PID, and from the Wolf Ranch PID to GTEC. The draft budget also excludes the payment from South
Georgetown TIRZ. The board discussed these changes in methodology and approved the budget for Council review
at the June 20th meeting.
Budgeted expenses total $16.3 million in FY2019. This includes $7.2 million for Southeast Inner Loop, $3.5 million for
Mays Street (section north of Westinghouse Road), as well as $1.76 million for economic development projects. The
GTEC budget also includes the administrative contract with the City, as well as annual debt payments for previous
projects.
Total ending fund balance is projected to be $13.08 million by September 30th 2019. This fund is budgeted to meet
the 25% of sales tax contingency requirement.
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FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 11,022,877 18,241,681 18,241,681 14,921,796 - 14,921,796
Revenues
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Bond Proceeds 6,119,010 - 7,200,000 7,200,000
Sales Tax 6,275,734 6,575,000 6,775,000 7,073,100 7,073,100
Other Revenue 2,726,020 127,000 253,222 190,000 190,000
Transfer In 521,612 553,201 553,201 - -
Grand Total 15,642,375 7,255,201 7,581,423 14,463,100 14,463,100
Expenses
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Capital Improvement 5,017,584 15,216,240 7,206,309 12,468,275 12,468,275
Debt Service 3,538,712 3,330,135 3,330,135 3,438,747 3,438,747
Allocation Expense 329,400 363,314 363,314 390,897 390,897
Other 201 1,500 1,550 800 800
Grand Total 8,885,897 18,911,189 10,901,308 16,298,719 16,298,719
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 17,779,355 6,585,693 14,921,796 13,086,177 - 13,086,177
CAFR Adjustment 462,326 - - - - -
Contingency 25% of Op Rev 1,468,750 1,643,750 1,643,750 1,768,275 - 1,768,275
Reserved Bond Proceeds - - 1,650,000 - - -
Available Fund Balance 16,772,931 4,941,943 11,628,046 11,317,902 - 11,317,902
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FY2019 Annual Budget
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156
FY2019 Annual Budget
INTERNAL SERVICE
FUNDS
Georgetown Wellness 5K
157
FY2019 Annual Budget
INTERNAL SERVICE FUNDS
Internal Service Funds Overview ............. 159
Information Technology .......................... 160
Facilities Maintenance ............................. 167
Fleet Services ........................................... 170
Self-Insurance Fund ................................. 176
158
FY2019 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 contributions from both the City as well as the employees to pay for medical
and prescription costs.
For example, the General Fund as well as utility funds, transfer money to the ISF’s for goods and services provided
by those departments:
GENERAL FUND
FACILITIES
IT
FLEET
159
FY2019 Annual Budget
INFORMATION TECHNOLOGY FUND
The Information Technology Fund provides computer hardware, software, training, and staff support to all City
departments. The allocation methodology was reviewed and adjusted in 2017 to adhere to best practices for
municipal cost recovery for Georgetown’s size. Cost allocations are based upon the usage of the citywide systems,
the Departments’ specific business systems, and capital replacement. This updated model will be the basis for the
future of the City’s IT cost recovery, as well as provide cash funding for infrastructure replacement.
FISCAL YEAR 2018
Total revenues are budgeted to be $6.69 million, and revenues are projected to end the year at $6.71 million, a 1%
variance from budget. Revenues in this fund are based on the replacement schedules of IT equipment, the
implementation of new systems, and the cost of IT operations.
Total expenses are projected to be $6.3 million, which represents 5.7% less than the current FY2018 Budget. The
mid-year budget amendment appropriated one-time savings in annual contracts for one-time expenses to set up a
back-up data center and conduct a payment card industry compliance audit.
FISCAL YEAR 2019
Total revenues total $6.9 million, a 3.5% increase from projection. Total increase in budget for FY2019 is due to the
addition of new personnel and the IT Departments equipment replacement model.
Total expenses are budgeted to be $6.9 million, which represents a 3% increase from the current FY2018 Budget. An
increase in expenses is driven by adopted enhancements outlined below.
Adopted Enhancements:
Vehicle: Currently, the IT public safety team does not have a dedicated vehicle to travel between the Public
Safety Operations and Training Center, fire stations, and IT facilities. More than 75% of IT staff have
responsibilities that require them to maintain equipment in one of the 30+ networked City buildings. This
vehicle will eliminate the use of personal vehicles for City operations and eliminate the cost associated for
mileage reimbursement. The adopted cost of a hybrid vehicle for IT staff is $31,037.
Convert Part-time Audio Visual Position to Full-time: IT has a part-time A/V position that supports A/V for City
Council meetings as well as A/V installation for the City. The labor hours for this part-time position are above
and beyond a part-time equivalent. IT staff is recommending that this position be converted to full-time.
This would provide staff with the adequate resources to support City Council A/V, all A/V installations in the
City, and if needed, could provide coverage to the desktop support system. The net cost of converting the
part-time A/V position to full-time is $41,128.
System Administrator, Lead: The system Administrator, Lead position will address several IT related risks as
well as support growing IT infrastructure. The City’s IT infrastructure has grown dramatically over the past
few years, accompanied by an increase in the City’s software portfolio, and an increase in the number of City
facilities that receive IT support. This position would eliminate some of the pressure on current staff and
help to decentralize some of the advanced IT knowledge currently tasked to one individual in the
department. Other responsibilities include addressing security and disaster recovery infrastructure needs.
Total cost of a System Administrator, Lead is $113,387.
Administrative Assistant: The cost of this position is $64,095. The IT Department has 23.5 employees,
manages 130 software contracts, and administers an operating budget of over $7.1 million without any staff
solely dedicated to administrative operations. Currently, the department relies on two IT System Analysts
that dedicate 25% of their normal workday to administrative tasks as well as relying on Administrative
160
FY2019 Annual Budget
Assistants in two other departments. The addition of an Administrative Position would allow IT System
Analysts to dedicate 100% of their time to their core job functions and eliminate the need to rely on outside
administrative help.
The IT Allocation model has been updated to recover costs in FY2019, resulting in increases to other major funds.
The IT fund is projected to have ending fund balance of $1.4 million to use for a 90-day operational contingency
reserve of $543,744, and a capital replacement reserve.
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 793,787 1,068,998 1,068,998 1,431,188 - 1,431,188
Revenues
FY2017
Actuals
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
IT Fees 5,164,112 6,661,303 6,661,303 6,845,851 - 6,845,851
Other Revenue 6,944 - 19,790 6,000 - 6,000
Transfer 3,340 35,800 35,800 100,000 - 100,000
Grand Total 5,174,396 6,697,103 6,716,893 6,951,851 - 6,951,851
Expenses
FY2017
Actuals
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Personnel 1,882,068 2,169,953 2,111,662 2,241,651 219,010 2,460,661
Operations 2,156,275 3,454,752 3,153,914 3,678,311 - 3,678,311
Capital 892,419 981,854 960,089 685,450 6,000 691,450
Internal Service Funds 95,388 92,038 92,038 95,110 4,537 99,647
Transfer - 37,000 37,000 - 26,500 26,500
Grand Total 5,026,150 6,735,597 6,354,703 6,700,522 256,047 6,956,569
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 942,033 1,030,504 1,431,188 1,682,517 (256,047) 1,426,470
CAFR Adjustment 126,965 - - - - -
Contingency - - - 543,744 - 543,744
Reserved for Capital - - - 882,727 - 882,727
Available Fund Balance 1,068,998 1,030,504 1,431,188 256,047 (256,047) -
161
FY2019 Annual Budget
DEPARTMENT BUDGET
The Information Technology (IT) department plans on adding a hybrid vehicle for travel between IT facilities,
Public Safety Operations and Training Center, and fire stations to reduce costs associated with mileage
reimbursement. The department will add a Lead System Administrator and an Administrative Assistant to help
eliminate some of pressure on current staff to keep up with the increased growth in IT infrastructure. IT also
plans on converting a part time Audio Visual position to full-time. The full cost of these enhancements is
$256,047.
Informational Technology
Mission: Driving technical innovation with exceptional service.
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.
Division and FTEs: Community Services Division: 25 FTEs
Informational Technology
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,882,068 2,169,953 2,111,662 2,241,651 219,010 2,460,661
Operations 2,156,275 3,454,752 3,153,914 3,678,311 - 3,678,311
Capital, Transfers, ISFs 987,807 1,110,892 1,089,127 780,560 37,037 817,597
Total Departmental Budget 5,026,150 6,735,597 6,354,703 6,700,522 256,047 6,956,569
City of Georgetown IT Staff
162
FY2019 Annual Budget
Internal staff completed the “IT Catalyst Plan,” a
master plan for the next 5 years.
Contributed heavily to a successful go-live of the
UMAX Customer Information System
Contributed heavily to a successful go-live of the
Perfect Mind parks management system.
Led the ERP software contracting process.
Provided IT support for several new facility projects
including City Center and Garey Park.
Completed multiple projects to improve the
performance of the City’s virtual desktop
infrastructure.
Initiated work on a disaster recovery facility at PSOTC
building.
Initiated or completed over 40 strategic IT initiatives
identified in the “IT Catalyst Plan”.
Continue to implement the IT Catalyst Plan.
Complete first phase of disaster recovery data center.
Complete implementation of two factor
authentication to reduce security risks.
Continue to support business units in implementing
systems that improve City business processes.
Develop a Cloud strategy.
Hire Lead System Administrator position to focus on
further securing City IT systems.
Improve Audio-Visual services.
Focus on documenting the City’s IT security policies
and procedures.
Continue to improve the end-user experience for
desktop computer users.
Strategic Goal 1
Empower innovation
through partnerships with
our customers where we
deliver outstanding
technology solutions.
Measurable 1: Percentage of planned IT projects in process – Target 100%
Strategic Goal 2
Achieve extraordinary
levels of end user
satisfaction through
technical support.
Measurable 1: Percentage of IT support tickets resolved successfully.
Strategic Goal 3
Maintain a high
performance IT
infrastructure.
Measurable 1: Average network latency
Measurable 2: Number of network endpoints per IT employee
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
163
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Empower innovation through partnerships with our customers where we deliver outstanding technology
solutions
Measurable 1: Percent of planned IT projects in process – Target 100%
IT works diligently with City departments in order to implement technology to improve business processes. The goal of
the IT department is to ensure all planned IT projects are in actively in progress or completed.
Strategic Goal 2: Achieve extraordinary levels of end user satisfaction through technical support.
Measurable 1: Percentage of IT support tickets resolved successfully.
Customer service is a high priority for the IT department. Measuring the number of IT support tickets resolved helps
measure the department’s ability to meet customer service needs in the City.
100
95 95
109
104
100 100
90
107 106 106 106
85
90
95
100
105
110
115
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Percentage of IT Projects in Process -FY2018
Percentage of IT Projects in Process - FY2018 Target - 100%
100% of IT Support Tickets Solved Successfully in
FY2018
164
FY2019 Annual Budget
Strategic Goal 3: Maintain a high performance IT infrastructure.
Measurable 1: Average network latency.
Average network latency is the time it takes for a data packet to from one point on the network to another. Lower latency
is generally an indicator of bettor network performance. Latency can be impacted by usage, hardware quality, and
software program performance
Measurable 2: Number of network endpoints per IT employee.
A network endpoint may include any type of device connected to the City’s computer network (computer, server,
printers). The number of network endpoints is a significant driver of IT workloads. The ratio of endpoints to IT employees
may be one of many indicators used to measure IT staff workloads and performance.
6.80
4.00
3.20
1.20 1.80 1.30 1.60
2.40 2.00 2.50 2.3 2.6
0.00
2.00
4.00
6.00
8.00
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Average Network Latency (Milliseconds) -FY2018
Average Network Latency (Milliseconds) - FY 18
238 242 242 237 240 243
258 259 262 264 267 272
220
230
240
250
260
270
280
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Networkd Endpoints per IT Employee -FY2018
Network Endpoints Per IT Employee - FY 18
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FY2019 Annual Budget
FACILITIES MAINTENANCE FUND
The Facilities Maintenance Fund provides janitorial services, light maintenance, equipment repair and replacement
(generators, HVAC, operations.), landscape maintenance, building repair and replacement (roofs, painting, carpet,
etc.) on an established schedule for all City buildings. Charges for services to each department are made based on
predetermined lease fees, using square footage occupied, and cost of services as the basis.
FISCAL YEAR 2019
Total revenues are budgeted to be $3.4 million, which represents an increase of 6.3% relative to the FY2019
Projection.
Total expenditures are budgeted to be $3.5 million, which represents an increase of 4.1% relative to the FY2018
Projection. Increased costs are for preventive maintenance, security, and merit pay for employees.
Total ending fund balance is budgeted to be $1,039,408 as of September 30, 2019. The fund will hold a 90 day
contingency for personnel and operations per the adopted Fiscal and Budgetary Policy. In FY2019, this amount totals
213,013. The fund will also build toward a capital asset replacement reserve. In the FY2019 Budget, this amount
totals $826,395.
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 771,005 591,825 1,198,829 1,084,788 1,084,788
Revenues
FY2017
Actuals
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Facilities Fees 3,300,588 3,257,190 3,257,190 3,470,513 - 3,470,513
Interest 8,176 9,000 12,000 12,000 - 12,000
Transfer In/Other 32,832 - 5,835 - - -
Grand Total 3,341,597 3,266,190 3,275,025 3,482,513 - 3,482,513
Expenses
FY2017
Actuals
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Operations 2,252,260 2,694,739 2,676,185 2,791,479 - 2,791,479
Personnel 524,400 444,430 439,088 459,620 - 459,620
Capital Replacement 206,421 273,793 273,793 276,793 - 276,793
Grand Total 2,983,081 3,412,962 3,389,066 3,527,893 - 3,527,893
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 1,129,521 445,053 1,084,788 1,039,408 - 1,039,408
CAFR Adjustment 69,308 - - - - -
Capital Replacement Reserve - - - 826,395 - 826,395
Operations Contingency - - - 213,013 - 213,013
Available Fund Balance 1,198,829 445,053 1,084,788 - - -
167
FY2019 Annual Budget
DEPARTMENT BUDGET
There are no significant changes to the Facilities Maintenance Budget in FY2019. The current level of service will
remain the same. Personnel and operations costs were increased in FY2019 to account for cost of living
adjustments and increases in contract/lease costs.
Facilities Maintenance
Mission: Maintain and improve facilities through teamwork and a commitment to consistent
service.
Department
Description:
The Facilities Maintenance Department provides building maintenance, Heating Ventilating and
Air Conditioning (HVAC) maintenance, janitorial services, landscape services, equipment
replacement, and emergency repairs for 33 municipal buildings.
Division and FTEs: Community Services Division: 6 FTEs
Facilities Maintenance
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 524,400 444,430 439,088 459,620 - 459,620
Operations 2,252,260 2,694,739 2,676,185 2,791,479 - 2,791,479
Capital 206,421 273,793 273,793 276,793 - 276,793
Total Departmental Budget 2,983,081 3,412,962 3,389,066 3,527,893 - 3,527,893
Facilities maintains over
625,000 square feet.
168
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Completed Americans with Disability Act (ADA)
transition work for Fire Stations 1-5.
Completed parking lot maintenance at various
locations.
Replaced furniture at Library and Recreation Center.
Replaced roof at Fire Station 3.
Completed various flooring and painting projects
throughout City buildings.
Painted exterior of Fire Station 3 and 4.
Completion of Facility Capital repair projects for ADA.
Established meaningful performance measures to
better evaluate department performance.
Implemented Active Citizen Request (ACR) internal
customer feedback survey.
Completed Grape Creek wall rehabilitation project.
Developed Facilities mission statement and
performance Management Program.
Provide preventative maintenance services on all
HVAC equipment, elevators, emergency generators,
landscaping, and fire protection systems to ensure
optimum operational efficiency and extend the life
of capital investments.
Update and revise the internal service fund to
ensure a fully financed fund for facility repairs and
services.
Complete Airport Tower roof replacement.
Complete scheduled HVAC replacements Citywide.
Complete furniture replacements and additions
Citywide.
Assist with construction of City Center, Fire Station
6, and Fire Station 7
Complete interior and exterior painting projects to
be completed Citywide.
Complete Fire Station 5 floor replacement.
Strategic Goal 1
Ensure proper operation of
City facilities.
Measurable 1: Customer driven work orders <100/month
Strategic Goal 2
Ensure City facilities meet
changing departmental
needs.
Measurable 1: Hold annual department ISF budget meetings
Strategic Goal 3
Timely resolution to
customer issues.
Measurable 1: ACR customer feedback survey
Strategic Goal 4
Collaborating with other to
create the best solutions
Measurable 1: Internal Customer Service Survey
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
169
FY2019 Annual Budget
FLEET SERVICES FUND
The Fleet Maintenance Fund finances repair and replacement for vehicles, necessary equipment, and specialized
equipment. Charges for services are based on annualized replacement and maintenance costs of each vehicle.
FISCAL YEAR 2019
Total revenues are budgeted to be $6.5 million, which represents an increase of 9% relative to the FY2018 Projection.
Revenues in this fund are based on the replacement schedules of all vehicles in the City.
Total expenditures are budgeted to be $6.1 million, which is an 8.7% decrease relative to the FY2018 Projection. The
FY2018 Budget had large capital expenses for public safety and utilities vehicles which causes the variance from year
to year. In FY2019, public safety vehicles planned for replacement total $1.52 million: 10 patrol vehicles, 1 fire engine
and 1 fire brush truck. Street equipment includes new and replacement vehicles, such as a dump truck and asphalt
roller, budgeted at $463,800. A list of proposed new units for new positions, expanded services and crew efficiency
is available in the reference section.
Adopted enhancements in this fund include a new mechanic totaling $76,173. Currently, the Fleet department
maintains 594 units with a staff of only six mechanics. The current mechanic to unit ratio is 99 to 1. The mechanic
will bring the ratio to the target of 85 to 1. Keeping fleet maintenance in house is typically cheaper than outsourcing
and allows for better prioritizing and shorter down times.
Ending fund balance is projected to be $4.2 million at the end of September 30, 2019. A contingency operational
reserve of 90 days is included, as well as a reserve for future capital vehicle and equipment replacement. The available
fund balance of $2.7 million is contemplated for appropriate one-time uses on changes to the City’s fuel site at the
Solid Waste Transfer Station, and potential needs for a new or expanded fleet shop after the facilities study is
completed.
170
FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 2,034,084 4,420,162 4,609,272 3,879,309 - 3,879,309
Revenues
FY2017
Actuals
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Transfer In 2,685,500 2,740,100 2,740,100 3,135,800 - 3,135,800
Vehicle Maint. Fees 1,451,700 1,455,624 1,455,624 1,577,219 - 1,577,219
Vehicle Lease Fees. 1,610,208 1,695,896 1,695,896 1,788,960 - 1,788,960
Other 242,875 7,000 93,687 30,000 - 30,000
Grand Total 5,990,283 5,898,620 5,985,307 6,531,979 - 6,531,979
Expenses
FY2017
Actuals
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 661,326 692,307 664,824 722,703 71,023 793,726
Operations 618,846 676,039 667,716 691,989 2,150 694,139
Capital Replacement and Insurance 1,884,243 5,070,239 5,086,037 4,368,197 - 4,368,197
Contracts and Leases 175,321 200,000 200,000 210,000 - 210,000
Internal Service Fund 99,251 96,693 96,693 102,980 - 102,980
Transfer - - - - 3,000 3,000
Grand Total 3,438,986 6,735,278 6,715,270 6,095,869 76,173 6,172,042
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 4,585,380 3,583,504 3,879,309 4,315,419 (76,173) 4,239,246
CAFR Adjustment 23,892 - - - - -
Contingency - - - 479,322 - 479,322
Equipment Reserve - - - 1,055,600 - 1,055,600
Available Fund Balance 4,609,272 3,583,504 3,879,309 2,780,497 (76,173) 2,704,324
171
FY2019 Annual Budget
DEPARTMENT BUDGET
Fleet Services will add a new mechanic for $76,173. Currently, Fleet Services maintains 594 units with a staff of
only six mechanics. The current mechanic to unit ration is 99 to 1.
An additional mechanic will bring the ratio to the target of 85 to 1. Keeping fleet maintenance in house is
typically cheaper than outsourcing and allows for better prioritization and shorter down times.
Fleet Services
Mission: Keeping the Fleet operational with pride and professionalism.
Department
Description:
The Fleet Services Department performs preventative maintenance and mechanical repairs on all
City equipment and vehicles. The department manages the Fleet Services Fund, writes
specifications for new vehicle and equipment purchases, and performs new product research.
Division and FTEs: Community Services Division: 10.00 FTEs
Fleet Services
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 661,326 692,307 664,824 722,703 71,023 793,726
Operations 893,418 972,732 964,409 1,004,969 2,150 1,007,119
Capital 1,884,243 5,070,239 5,086,037 4,368,197 3,000 4,371,197
Total Departmental Budget 3,438,986 6,735,278 6,715,270 6,095,869 76,173 6,172,042
City of Georgetown Fleet
Shop.
172
FY2019 Annual Budget
Recognized by the National Institute for Automotive
Service Excellence Blue Seal of Excellence Program
for the 10th year in a row.
Implemented a multi-year strategy to replace held
back vehicles.
Implemented first year of two-way radio
replacements for the non-public safety
departments.
Replaced 32 vehicles, including 2 Fire trucks.
Purchased 11 new vehicles, 1 tractor, 1 all-terrain
vehicle, 2 mowers and 6 trailers.
Purchased an additional TRV (Transitional Response
Vehicle) or ambulance for Fire.
Established meaningful performance measures as
part of the Fleet’s PMP (Performance Measurement
Plan), gathered data and prepared for
implementation.
Keep the fleet operational and safe by achieving less
than 5% of units 60 days past due for inspection.
Preserve mechanical, electrical and hydraulic integrity
of the City’s fleet, thus extending the useful life of City
assets.
Increase efficiency & cost-effectiveness by balancing
staff and outside resources. Hire an additional
mechanic to balance the growing fleet.
Increase professionalism for mechanics by obtaining
additional ASE and EVT Certifications.
Continue to research alternative fuels for use in City
fleet, such as propane conversions for existing
vehicles.
Replacement units to purchase include 41 vehicles
and 8 equipment/trailers. New additions to fleet
include 13 vehicles and 8 equipment trailers.
Strategic Goal 1
Maintain a fully trained
and cross functional
workforce so that any unit
can be repaired
regardless of who is on
duty.
Measurable 1: Maintain ASE Blue Seal Certification on an annual basis.
Measurable 2: Maintain the number of certifications held to within 10% of the Fleet annual
goal of certifications held by staff – Annual goal is 70 certifications.
Measurable 3: Maintain at least an 80% approval rating of Fleet for the level of professional
courtesy that is given to our customers. (Survey)
Measurable 4: Maintain at least an 80% approval rating on customer satisfaction of Fleet based
on Fleet Services Customer Satisfaction Survey.
Strategic Goal 2
Keep the fleet operational
and safe so that other
departments can do their
jobs.
Measurable 1: Percent of units that are 60 days past due on inspections. Target less than 5%
Measurable 2: Maintain work order hours to within no less than 20% of monthly goal of 420
hours.
Measurable 3: Maintain a ratio of 75 units to 1 mechanic
Measurable 4: Maintain at least an 80% approval rating of the time it takes to get customers
unit back into service. (Survey)
Measurable 5: Maintain 90% or higher that customers were satisfied or very pleased with the
resolution of their issue. (Survey)
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
173
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Maintain a fully trained and cross functional workforce
Measurable 1 & 2: ASE Blue Seal Certification and Staff Certifications
Fleet Services measures the number of certifications maintained by the Department and staff to maintain a fully trained
and cross functional workforce.
The Department has met its targets in both FY2017 and FY2018, indicating that the Department is fully trained to deliver
quality repair services.
Measurable 3 & 4: Professional Courtesy and Customer Satisfaction
Fleet Services measures overall customer satisfaction and satisfaction with professional courtesy to determine quality of
service.
Department customers have reported 100% satisfaction with professional courtesy and 100% overall satisfaction, which
indicates that Fleet Services is providing quality repair services.
0%
20%
40%
60%
80%
100%
120%
Jun Jul Aug Sep
Professional Courtesy and Customer Satisfaction -FY2018
Satisfied with Professional Courtesy Overall Customer Satisfaction Target
Maintained ASE Blue
Certification in FY2017 and
FY2018
93 ASE and EVT Certifications
held by Staff (Target >63) in
FY2017 and FY2018
174
FY2019 Annual Budget
Strategic Goal 2: Keep the fleet operational and safe so that other departments can do their jobs.
Measurable 1 & 2: Percent of units that are 60 days past due for inspection and total number of work order hours
The Department measures the percent of units that are 60 days past due for inspection to determine quality and
efficiency of service. Fleet Services also measures the total number of work order hours to determine frequency of repairs
and service efficiency.
The Department met its target for the percentage of units that are 60 days past due for inspection in August and
September, but exceeded the target in both June and July. More data will be collected to determine trends and necessary
policy changes. Fleet Services met its target for the number of work order hours throughout most of FY2018. This
indicates that the Department is turning around most repairs efficiently.
Measurable 3: Units to mechanic ratio and customer satisfaction with turnaround time and resolution with issue
The Department measures the units to mechanic ratio to determine workload. Fleet Services also measures customer
satisfaction with turnaround time and resolution of customer issues to determine quality and efficiency of service.
The Department met the units to mechanic ratio target in both FY2017 and FY2018, which indicates a satisfactory
workload for mechanics. Fleet Services also received 100% customer satisfaction with turnaround time and resolution of
customer issues, which indicates efficiency and effectiveness of service.
0
100
200
300
400
500
600
700
800
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Number of Work Order Hours -
FY2018
Work Order Hours Target
9%
10%
3%3%
0%
2%
4%
6%
8%
10%
12%
Jun Jul Aug Sep
Units 60 Days Past Due for
Inspection -FY2018
Percent Units Past Due Target
0
20
40
60
80
100
120
2017 2018
Units to Mechanic Ratio
Unit to Mechanic Ratio Target
100% Customer Satisfcation with
Turaround Time and Resolution
with Issue (Target: 80%) - FY2018
175
FY2019 Annual Budget
SELF-INSURANCE FUND
The Self-Insurance Fund accounts for the revenues and expenses related to
employee health benefits. The City provides competitive health and dental
benefits for full-time employees. The City transitioned to a self-funded
medical plan from the traditional fully insured model in FY2014 to help lower
costs and maintain stability in premiums. The same change was made to the
dental plan in FY2017.
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 fitness classes, lunch & learns, flu shots, running
groups, and bio-metric screenings free of charge to employees. Employee
participation in wellness activities has increased significantly over the past two
years. Biometric screening participation increased by 12%, and overall
wellness program completion has more than tripled.
Staff worked with benefits consultants, as well as the City’s General
Government and Finance subcommittee, to establish two additional reserves
within the fund. The “Incurred But Not Reported Reserve”
(IBNR) provides an estimate of claims in process but not
accounted for due to timing, and the “Rate Stabilization”
protects the City against higher than expected claims in the
current fiscal year and large increases in rates for
catastrophic events from year to year.
FISCAL YEAR 2019
Total revenues are budgeted to be $8.7 million. The
proposed budget includes a 5% increase in medical and
dental premiums for both the City and employee beginning
January 1, 2019. This is the first proposed increase in rates
in three years. The proposed increase in rates is part of a
strategic goal to help ensure the fund keeps up with
increasing healthcare costs. Human Resources and Finance
staff along with the City’s benefit consultant worked to
develop a three-year pro forma of the fund as part of the annual budget process. It is anticipated increases in medical
claims, stop loss insurance, and administrative fees will occur over the next three years. The 5% increase in rates will
help mitigate these anticipated increases in costs and protect the reserves of the fund. New for FY2019, the fund is
recognizing reinsurance proceeds and expenses which previously were netted against medical claims. This fund also
includes an accounting change in Stop Loss reimbursements. Previously the reimbursements were credited to claims
expense. Beginning in FY2019, reimbursements will be booked to revenue.
Total expenses are budgeted to be $8.9 million. After taking the accounting change in Stop Loss into account, medical
claims are budgeted to be 7% higher than the FY2018 projection. Stop loss insurance is budgeted to increase by 15%
over FY2018.
Total ending fund balance on September 30, 2019 is projected to be $3.0 million, with both the IBNR and Rate
Stabilization reserves fully funded.
City Running Group in San Gabriel Park
City Murph event at the Public Safety Operations and
Training Center
176
FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 2,205,987 3,514,754 3,343,250 3,319,839 - 3,319,839
Revenues
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
PPO Contributions 3,823,878 3,919,168 4,078,607 4,400,000 4,400,000
HDHP Contributions 2,722,726 2,765,767 2,804,892 2,950,000 2,950,000
Stop Loss Reimbursement 500,000 500,000
Dental Contributions 302,559 425,000 408,885 440,000 440,000
Other 1,114,334 428,000 459,000 430,000 430,000
Grand Total 7,963,497 7,537,935 7,751,384 8,720,000 8,720,000
Expenses
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Medical Claims 5,195,085 5,757,398 5,757,398 6,700,000 6,700,000
Stop Loss Fees 570,839 654,150 654,150 750,000 750,000
Dental Claims 279,103 435,700 435,700 480,000 480,000
Fees 343,811 361,000 365,000 413,000 413,000
H.S.A. Contributions 306,546 340,000 330,000 360,000 360,000
Other 130,849 250,000 232,547 275,000 275,000
Grand Total 6,826,234 7,798,248 7,774,795 8,978,000 8,978,000
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 3,343,250 3,254,441 3,319,839 3,061,839 - 3,061,839
CAFR Adjustment - - - - - -
IBNR 631,140 631,140 631,140 650,000 - 650,000
Rate Stabilization 1,262,280 1,262,280 1,262,280 1,532,000 - 1,532,000
Available Fund Balance 1,449,830 1,361,021 1,426,419 879,839 - 879,839
177
FY2019 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
178
FY2019 Annual Budget
JOINT SERVICES
FUND
Blue Hole Park
179
FY2019 Annual Budget
JOINT SERVICES FUND
Joint Services Fund Summary ................... 181
Accounting ............................................... 184
Conservation ............................................ 188
Customer Care .......................................... 190
Economic Development ........................... 192
Engineering .............................................. 196
Business Systems Services ........................ 198
Finance Administration ............................ 200
Georgetown Utility Systems Admin .......... 204
Human Resources..................................... 206
Business Improvement Program .............. 208
Purchasing ................................................ 210
Joint Services Contracts ............................ 214
Legal ......................................................... 214
180
FY2019 Annual Budget
JOINT SERVICES FUND
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
the City’s funds and departments.
Joint Services Allocation Methodology
The Joint Service Fund is funded by other operating funds like the General, Electric, and Water funds. Each of these
funds are charged for services provided by the departments in the Joint Service Fund. For each department in the
Joint Service fund, there is a specific allocation method to charge the other operating funds depending upon
workload. For example, services provided by Human Resources are allocated based on the number of employees in
the various funds.
FISCAL YEAR 2018
Total revenues are projected to be $16.6 million, which is on budget. The transfer in of conservation revenue is
projected not to occur, and is offset by higher than budgeted interest payments.
Total expenditures are budgeted to be $16.5 million, which represents a decrease of 2.4% relative to budget. Salary
savings accounts for a majority of the projected savings.
Ending fund balance is projected to be $842,416 as of September 30, 2018.
FISCAL YEAR 2019
Total revenues are budgeted to be $17.8 million, which represents an increase of 7.4% relative to the FY2018
Projection.
Total expenditures are budgeted to be $18.1 million, which represents an increase of 9.7% relative to the FY2018
Projection. Increased technology costs, personnel, and new requests drive the increase in expense. Below are
highlights of the proposed service level enhancements in Joint Services. A full list is available following the fund
schedule.
Ending fund balance is projected to be $600,000 as of September 30, 2019. A $600,000 contingency is proposed in
this fund. It is staff’s goal to build the contingency amount over the next few years to cover a 90 day operational
contingency in the Joint Service fund. Currently the fund’s contingency requirements are covered in the citywide 75
day contingency.
Adopted Enhancements:
• UMAX Mission Critical Contract: This enhancement provides enhanced support services such as training, software
modifications due to business process changes, and rate structure updates. It provides contracted resources to
review and verify over 80+ daily batch processes, and manage the 20+ interfaces connected with the CIS system
to make sure the software systems are working together properly. This enhancement minimizes the risk of not
being able to maintain the IT infrastructure and keep up with needed enhancements that continue to utilize the
CIS system to its fullest potential. Adopted Cost: $511,250
• Two Public Improvements Inspectors: To help serve increased demands of a growing City and the Western District,
two Public Improvement Inspectors are included in the budget. Over the past two years, the department has
seen a dramatic increase of capital improvement projects within the City along with increased development of
the Western District. The addition of these two inspectors will help ease those demands and ensure compliance
to the City’s code. Adopted Cost: $234,238
181
FY2019 Annual Budget
• Citywide Business Improvement Program: First piloted in the GUS division, the Business Improvement Program
(BIP) is expanding to a city wide program based in the City Manager’s Office. BIP will consist of two full-time
employees, one existing, and one proposed in the FY2019 budget. The purpose of the department is to identify
business system improvements and opportunities for innovation. Additionally, BIP will play an integral part in
the City’s Performance Management Program started in FY2018. By helping improve process and improve
results, it is anticipated that BIP will be a great asset for the development of the organization. This enhancement
includes one new FTE as well as training and office supply funds. Adopted Cost: $155,332
• ESRI Consulting Services: In response to growth, this addition will allow the City’s GIS infrastructure to enhance
its level of efficiency and reliability. Adopted Cost: $22,000
• Infor EAM User Licensing Increase: The number of users of the Infor EAM application continue to grow. Additional
concurrent and mobile user licenses are included in the budget to meet the additional users once the new CIS is
implemented. Adopted Cost: $37,000
• Economic Development: Various increases are included in the budget, including software and additional
recruitment and sponsored events to implement the Economic Development strategic plan. Adopted Cost:
$26,600
• Transportation Impact Fee Study: Transportation continues to be a top priority for the community. This study will
outline ways to allocate the cost of growth that is due to new development. Adopted Cost: $150,000
182
FY2019 Annual Budget
FUND SCHEDULE
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 343,361 711,548 711,548 842,416 - 842,416
Revenues
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Service Fees Water 6,475,116 7,248,183 7,248,183 7,966,284 7,966,284
Service Fees Electric 3,782,064 4,233,598 4,233,598 4,615,524 4,615,524
Services Fees General 2,988,744 3,345,567 3,345,567 3,573,156 3,573,156
Service Fees Stormwater 838,824 938,969 938,969 1,020,427 1,020,427
GEDCO Contract Fee 197,724 221,328 221,328 238,622 238,622
GTEC Contract Fee 149,088 166,882 166,882 172,318 172,318
Other 165,862 165,740 281,435 169,580 169,580
Service Fees Airport 117,732 131,785 131,785 128,966 128,966
Conservation 89,652 100,350 - - -
Transfer In 582,139 80,000 80,000 -
Grand Total 15,386,945 16,632,402 16,647,747 17,884,877 17,884,877
Expenses
FY2017
Actuals
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
0000 - Transfer 25,000 67,800 67,800 - 85,000 85,000
0302 - Finance Administration 856,945 1,115,967 1,116,361 1,072,583 - 1,072,583
0315 - Accounting 792,959 947,423 944,432 1,042,433 - 1,042,433
0317 - Purchasing 714,703 740,589 734,602 764,459 - 764,459
0321 - Customer Care 3,473,196 4,054,593 4,015,638 4,190,016 511,250 4,701,266
0338 - Joint Service Contracts 1,243,166 569,000 985,825 598,775 - 598,775
0502 - GUS Administration 1,387,508 1,469,912 1,457,786 1,574,295 (97,753) 1,476,542
0503 - BIP - - - - 250,085 250,085
0526 - Engineering 1,689,503 2,143,112 1,926,432 2,137,497 264,556 2,402,052
0534 - Conservation 589,916 982,774 718,059 843,200 (76,500) 766,699
0547 - Engineering Support 953,999 1,069,289 1,002,015 1,058,658 74,000 1,132,658
0637 - Economic Development 418,743 596,092 576,201 609,167 26,600 635,767
0638 - Insurance & Legal 632,356 780,000 775,000 705,000 47,000 752,000
0639 - Human Resources 793,372 949,739 905,323 978,190 - 978,190
0640 - City Wide HR 371,740 415,400 283,765 399,500 16,000 415,500
0653 - Main Street 137,054 - - - - -
0654 - Legal 966,544 1,033,277 1,007,640 1,053,284 - 1,053,284
Grand Total 15,046,701 16,934,967 16,516,879 17,027,056 1,100,237 18,127,294
FY2017 Actual FY2018 Budget
FY2018
Projected FY2019 Base
FY2019
Changes FY2019 Budget
Ending Fund Balance 683,605 408,983 842,416 1,700,237 (1,100,237) 600,000
CAFR Adjustment 27,943 - - - - -
Contingency - - - 600,000 - 600,000
Available Fund Balance 711,548 408,983 842,416 1,100,237 (1,100,237) -
183
FY2019 Annual Budget
DEPARTMENT BUDGET
Accounting did not receive a notable service level request as part of the FY2019 Budget.
Personnel costs increased relative to FY2018 Budget by 2%, which includes an increase for health insurance
premiums and an increase for merit/market adjustments.
The increase in operation costs in FY2019 is for the annual internal audit and CAFR, which was budgeted in
Finance Administration in prior years.
Accounting
Mission: Compliance + Accurate Financial Information = Trust. Our formula to adapt, educate, and
build relationships creating a basis for informed decision-making.
Department
Description:
Accounting is responsible for keeping accurate financial records for the City and providing
financial related information to City management and policy makers.
Division and FTEs: Community Services Division: 11.0 FTEs
0315 - Accounting
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 726,510 881,059 876,081 902,106 - 902,106
Operations 66,449 66,364 68,351 140,327 - 140,327
Capital - - - - - -
Total Departmental Budget 792,959 947,423 944,432 1,042,433 - 1,042,433
Accounting staff on the
Georgetown Square.
184
FY2019 Annual Budget
Selected a cloud-based Enterprise Resource Planning
(ERP) software.
Developed and provided citywide training on a
written grant compliance, management and
reporting policy
Established a month-end close schedule to promote
more timely and meaningful financial reporting.
Completed a citywide risk assessment to plan for
future audits and risk mitigation strategies.
Finished phase two of the internal controls study,
which limits risk in relation to the new customer
billing system.
Developed a department mission statement and
measurable performance measures as part of the
Citywide Performance Management Program.
Improved the capital improvement planning and
reporting process by assisting in quarterly meetings
with Treasurer, Budget, and Project Managers.
Implement the new Enterprise Resource Planning
(ERP) software for all financial and human resources
functions in the City
Improve accountability and improve efficiencies by
implementing an updated travel policy.
Continue to improve compliance, accuracy, and
building relationships with internal and external
customers.
Enhance timeliness and accuracy of financial
reporting by reducing the amount of invoices past
due and outstanding account receivables.
Complete a customer service survey to provide
guidance on additional performance metrics.
Realing cash collections in accounting to improve
efficiencies.
Strategic Goal 1:
Understand and adapt to
changing regulations.
Measurable 1: Receive clean compliance audit.
Measurable 2: Receive clean financial audit.
Measurable 3: Receive GOFA Award
Strategic Goal 2:
Provide accurate and
timely information to
customers
Measurable 1: Number of invoices > $1,000 past due 60 day – Target: 75% or less due in 60
days or less.
Measurable 2: Measure # 1 as percentage of total invoices.
Strategic Goal 3:
Ensure customers have
what they want.
Measurable 1:
Customer satisfaction with: Timeliness of financial information; Responsiveness
of Accounting Staff; Accuracy of financial information; Training provided by
Accounting Department.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
185
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Understand and adapt to changing regulations
It is a priority of the department to ensure the City is compliant with all federal and state regulations related to best
financial practices.
Strategic Goal 2: Provide accurate and timely information to customers.
It is the goal of the department to process invoices in an accurate and timely manner. The target for the department is
to have at least 75% of all invoices greater than $1,000 processed with 60 days.
Received clean audit report
from the independent firm
Weaver & Associates in
FY2017 CAFR.
Received clean financial
audit from the independent
firm Weaver & Associates in
FY2017 CAFR.
Received the Certificate of
Achievement for Excellence
in Financial Reporting
Program from GFOA for
FY2017 CAFR.
15
32
28
12 11 11 10
4
9
0
5
10
15
20
25
30
35
Jan Feb Mar April May Jun Jul Aug Sep
Number of Invoices >$1k past 60
days due -FY2018
Number of Invoices >$1k past 60 days due - FY18
70%
71%
72%
73%
74%
75%
76%
77%
78%
79%
80%
FY2018 - Invoices Processed in 60 Days
Invoices Processed in 60 Days
Actual Target
186
FY2019 Annual Budget
Strategic Goal 3: Ensure customers have what they want.
Currently the City is developing a strategy to survey internal customers to measure
many facets of customer service across several business units in the City. As the PMP
program matures, this internal customer satisfaction survey will be an integral tool to
measure departmental performance.
187
FY2019 Annual Budget
DEPARTMENT BUDGET
In FY2019, the total Conservation budget decreased by 22% compared to the FY2018 Budget. The decrease is
primarily a result eliminating a vacant Energy Auditor/Coordinator position. The department has improved
efficiencies and no longer needs this previously budgeted position.
Additionally, operations decreased by 26% compared to FY2018 Projected Budget. Through evaluation of
program activities, it was determined that the Conservation Department could maintain the same service level
while decreasing their operations budget in FY2019.
Conservation
Mission: Reach beyond compliance by creating innovative programs and engaging the community
to plan for the future and preserve community resources.
Department
Description:
The Conservation Department provides stewardship and management of our natural resources
through application of environmentally sound practices.
Division and FTEs: Georgetown Utilities System: 4.00 FTEs
Conservation
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 387,033 388,517 369,002 403,318 (76,500) 326,817
Operations 202,882 594,257 349,057 439,882 - 439,882
Capital - - - - - -
Total Departmental Budget 589,916 982,774 718,059 843,200 (76,500) 766,699
City of Georgetown
Conservation Team
188
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Completed Phase II of a multi-departmental project
to develop a water loss process by implementing
operational metrics.
Implemented Phase II of the Water Conservation
Irrigation Campaign.
Expanded the utility social media presence in the
community.
Promoted conservation programs and the
Bloomberg Mayor’s Challenge at the Red Poppy
Festival.
Developed outreach for focus groups as part of the
Bloomberg Mayor’s Challenge Grant Proposal.
Assisted with the data migration between Incode
and UMAX.
Developed departmental mission statement.
Issued over $150k in water rebates to roughly 2,000
customers
Implemented new irrigation schedule in response to
enacting the City’s Drought Contingency Plan.
Act as a resource for conservation through public
outreach and community involvement.
Develop educational outreach programs to
communicate conservation goals within community.
Update 5-year Conservation Plan to meet state
requirements by 2019.
Expand current rebate programs to achieve
conservation objectives.
Replace Electronic Vehicle Charging Stations at
various city facilities, and evaluate possibilities for
additional stations.
Redesign the Water Quality Report to make it more
customer friendly.
Develop targeted marketing strategies aimed at
helping customers become more efficient in their
water and energy use.
Build an urgent communications strategy which will
allow the utility to communicate directly with
customers regarding specific events such as outages.
Strategic Goal 1
Promote resource
conservation
Measurable 1: Program Adoption Rates
Measurable 2: Behavior Change – Compliance with 3 days regulation
Measurable 3: Water/electric use per household
Strategic Goal 2
Promote beneficial
aspects of GUS
Measurable 1: Number of pledge cards
Measurable 2: “Sentiment Analysis” on social media
Strategic Goal 3
Use less water
Measurable 1: Water loss percentage
Measurable 2: GPCD Reduction
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
189
FY2019 Annual Budget
DEPARTMENT BUDGET
A Notable budget item in the Customer Care Department is funding for a UMAX contract. This contract will
provide enhanced support services such as training, software modifications, and rate structure updates.
Total operational increase in the FY2019 Budget for the UMAX contract is $511,250. Also included in the
FY2019 budget is an increase in merit/market adjustments as well as a 5% increase for healthcare premiums.
Customer Care
Mission: Deliver 1st class service by building relationships that preserve the City’s small town
charm.
Department
Description:
Customer Care guides new development service initiations through City processes, manages the
automated meter reading process, and is responsible for billing and collections for all City utility
and airport services.
Division and FTEs: Georgetown Utilities System: 24.00 FTEs
Customer Care
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,602,581 1,746,541 1,711,196 1,820,842 - 1,820,842
Operations 1,864,614 2,308,052 2,304,442 2,369,174 511,250 2,880,424
Capital 6,000 - - - - -
Total Departmental Budget 3,473,196 4,054,593 4,015,638 4,190,016 511,250 4,701,266
Customer Care Team
190
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the
course of the next year, the department will work with City Management to bring forward defined targets.
Implemented new Customer Information Software
(CIS) System.
Configure, test, and train on the new Customer
Information Software (CIS) System.
Provided billing information by offering customers
text message billing reminders.
Continued to maintain a high level of customer
service by responding to customer inquiries and
issues in a timely manner.
Expanded hours of operations for the Utility
Customer Care Call Center to meet customer needs.
Worked with City of Leander to transition customers
in their extraterritorial jurisdiction based on
agreement from Chisholm Trail Special Utility
District (CTSUD) acquisition.
Implemented new solid waste contract rates.
Assisted with Electric, water, & wastewater rate
studies
Manage the ongoing support and function of the
new Customer Information System (CIS).
Reengineer the Interactive Voice Response (IVR)
System to align with the new CIS System.
Continue to build upon behavior based standards
through training, mentoring, and fostering an
experience that emphsizes customer relationships.
Maintain a high level of customer service by
responding to customer inquiries and issues in a
timely manner.
Provide proactive communication to customers to
increase awareness of utility operations, service
impacts, and CIS project impacts.
Transition subset of customers to City of Leander (in
their extraterritorial jurisdiction) based on
agreement from Chisholm Trail Special Utility District
(CTSUD) acquisition.
Implement new electric, water, and wastewater
rates.
Strategic Goal 1
Provide exceptional
customer experience
Measurable 1: “Net Promoter” score
Strategic Goal 2
Increasing credibility and
reinforcing Retention
Measurable 1: “Sentiment Analysis” – Social Media
Strategic Goal 3
Providing personalized
service and promoting
customer interactions
Measurable 1: One call resolutions
Measurable 2: Average call wait time
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
191
FY2019 Annual Budget
DEPARTMENT BUDGET
The FY2019 Budget for Economic Development includes additional operating funds for economic development
software that allows staff to track a lead from the beginning of its cycle, through the decision process, and then
even convert it to an existing company and track business retention visits and data collected at each meeting.
Additional funds for increased business recruitment and event sponsorship were approved in the FY2019
Budget.
Economic Development
Mission: To purposefully support a business-friendly environment where companies can and want
to grow.
Department
Description:
Economic Development markets the community to business prospects, encourages partnerships
between private and public entities, and promotes a dynamic and balanced local economy.
Division and FTEs: Development and Planning Division: 4.00 FTEs
Economic Development
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 315,428 417,418 415,257 430,067 - 430,067
Operations 103,315 178,674 160,944 179,100 26,600 205,700
Capital - - - - - -
Total Departmental Budget 418,743 596,092 576,201 609,167 26,600 635,767
Holt Cat groundbreaking
192
FY2019 Annual Budget
Successfully recruited businesses and development
including Wolf Crossing, Sedro Crossing, Radiation
Detection Company, and KJ Scientific.
Created the Economic Development Strategic Plan
and began implementation.
Updated marketing materials including the
Community Profile, Targeted Industry Flyers, Program
Brochures, and Economic Development Website.
Filmed video testimonials with existing Georgetown
business leaders to use in marketing.
Strengthened relationships with local businesses by
conducting retention visits and holding events various
such as the Twelve@12 roundtables, Manufacturing
Day, the Business Appreciation Lunch-N-Bowl,
Breakfast Bites/Downtown Lowdown, Swirl, and Shop
Small Saturday.
Collaborated with the Georgetown Chamber to
progress on workforce development initiatives such
as the Veteran’s Job Fair and EVHS/GHS Job Fair.
Participated in recruitment trips/trade shows with
regional economic development partners.
Continue to support existing businesses and
industries by building stronger relationships
through retention and expansion program visits.
Enhance Lead Generation Program through
targeted recruitment.
Diversify workforce development and recruitment
initiatives by growing relationships with
educational institutes and various partners within
the community.
Evaluate and refine incentive programs through
speculative development.
Market the City to a broader local audience by
using various events such as annual economic
development symposium, Twelve@12
roundtables, The Georgetown Swirl, and by
participating in regional partnerships.
Strategic Goal 1
Support Existing
Businesses and Industries
Measurable 1: Business retention and expansion visits, touches, and assistance requests
Strategic Goal 2
Enhance targeted
recruitment of identified
industries.
Measurable 1: Marketing materials, trade shows, relevant events, and targeted recruitment
Strategic Goal 3
Diversify workforce
development and
recruitment initiatives
Measurable 1: Business expansions, constrictions among major employers, new business
openings, and workforce needs
Measurable 2: Marketing materials, trade shows, relevant events, and targeted recruitment
Strategic Goal 4
Encourage speculative
development
Measurable 1: Leads received, proposals submitted, site visits, and projects announced
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
193
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Support Existing Businesses and Industries
Measurable 1: Business retention and expansion visits, touches, and assistance requests
It is a priority of the department to engage current business owners by addressing business needs through
retention and expansion visits as well as targeting business leads.
Strategic Goal 2: Enhance targeted recruitment of identified industries.
Measurable 1: Marketing materials, trade shows, relevant events, and targeted recruitment
In order to diversify the economic climate, Economic Development focuses on tracking leads. Leads are
prospective business or development from various sources for companies looking to move to or expand in
Georgetown. Additionally, the number of leads is an indicator of economic condition, as they tend to decrease
in economic slowdowns.
10
20
3 4
11 9
23
15
23
14
18 16
0
5
10
15
20
25
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Business Retention Activity -FY2018
FY 18 - Visits
FY 18 - Assistance Requests
FY 18 - Touches
8
10
2
4
7
4
9
5
15
6
12
7
0
5
10
15
20
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Business Leads Per Month
FY2017 FY2018
Visits – In person visits with companies
located in Georgetown to gather information
about their economic stability and build
relationships. Staff conduct visits and various
qualitative and quantitative data is recorded.
Touches – General communication with
businesses, or “touching base/checking in”
through emails, phone calls, and stopping by.
Assistance Requests – Items that come out of
business retention visits that require follow
up and additional attention.
Leads – Prospective business or development
from various sources for companies looking
to move to or expand in Georgetown.
194
FY2019 Annual Budget
Strategic Goal 3: Diversify workforce development and recruitment initiatives
Measurable 1 & 2: Business expansions, constrictions among major employers new business openings, and workforce needs.
Marketing materials, trade shows, relevant events, and targeted recruitment.
Proposals help identify and measure the marketing efforts of the Economic Development Department.
Strategic Goal 4: Encourage speculative development
Measurable 1: Leads received, proposals submitted, site visits, and projects announced.
The department focuses on bringing in and following up on all potential business clients for the City. The
process begins with a lead, followed by a proposal, site visit, and finally, an announcement. Below is a chart
showing the number of active projects and their status in FY2018.
11 11 11 10 11 13 18 19 19 21 21
10 10 10 11 11 12
13 18 19 22 22
10 10 10 8 6 6
6
7 10
14 14
5 5 5 3 4
7
9
10 10
6 6
0
20
40
60
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Active Projects -FY2018
Development Hot Warm Cold
Development – Final stage of the process.
Warm Projects – Active projects that we keep
up with but are maybe a year out from a
decision.
Hot Projects – Active projects that require
regular contact and are close to making a
location decision.
Cold Projects – Projects that have not closed,
are further out on the horizon, and not
actively seeking information (a year or more
from making a decision).
2 1
4 3
9
3 4
1
9
14
4
8
5
8
2
4 5
7 7
1
10
4
9
6
0
5
10
15
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Proposals Submitted
FY2017 FY2018
Proposals Submitted – Responses submitted
to qualified leads.
195
FY2019 Annual Budget
DEPARTMENT BUDGET
The Engineering department received two Public Improvement Inspectors as part of the FY2019 Budget. The
two full-time positions will ensure compliance and mitigate the workload demand from City growth and the
recent acquisition of the Western District. The total cost to the City in FY2019 for two Public Inspectors is
$234,238. Additionally, a full-time Building Inspector transferred from Engineering’s budget to Building
Inspections in FY2019. Personnel costs include merit/market adjustments and a 5% increase for health
insurance premiums.
Engineering
Mission: Facilitate system maintenance and growth for our stakeholders through ownership and
exceptional engineering services.
Department
Description:
Engineering is responsible for the development and coordination of the five-year Capital
Improvement Plan (CIP), as well as delivering high quality, efficient, customer-oriented services
that guide the City’s development process.
Division and FTEs: Georgetown Utilities System: 19.00 FTEs
Engineering
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 1,501,851 1,844,913 1,665,983 1,847,100 92,252 1,939,351
Operations 187,653 298,199 260,449 290,397 172,304 462,701
Capital - - - - - -
Total Departmental Budget 1,689,503 2,143,112 1,926,432 2,137,497 264,556 2,402,052
Mays Street Extension
196
FY2019 Annual Budget
Data has not been collected for these metrics by the time of this book’s publication. Over the course of the next
year, the department will work with City Management to collect this data.
Maintained a two-week turnaround on development
plan review.
Provided significant real estate support to City staff
and stakeholders through easement acquisition,
property purchase, and encroachment agreements.
Completed various Capital Improvement Projects
(CIP) such as: Southwest Bypass, Domel Pump
Station, Airport Ground Storage Tank, wastewater
rehabilitation work, and multiple drainage/sidewalk
improvements.
Updated the City’s Water and Wastewater Master
Plan and Impact Fee Ordinance.
Moved multiple Capital Improvement Projects from
the design phase to construction.
Worked directly with outside agencies on regional
projects such as: FM1460, a Regional Flood Study,
and multiple County Road projects.
Continued support with new development due
diligence and development agreement negotiations.
Continue to improve communication and project
management tracking with internal and external
customers.
Improve development and utility agreements
tracking of obligation and triggers.
Pursue necessary right-of-way and easment
acquisition for majopr capital improvement
projects.
Bid, constrctuct, and complete Capital
Improvement Projects approved in the FY2019
Budget. Projects Include: DB Wood Road
Waterline, Northwest BLVD/FM971, Berry Creek
Interceptor, Park Wastewater Treatment Plant Lift
Station, Pecan Branch Wastewater Treatment
Plant, Sun City Elevated Storage Tank, Braun
Elevated Storage Tank, Austin Avenue sidewalks,
Old Town north east sidewalks, street
maintenance, Rock Street Water Quality Pond
Rehabilitation, Rivery turn lanes, SH29/HEB/Wolf
Crossing intersection improvements.
Strategic Goal 1
Ensure the health, safety,
and welfare of the
employee and public
Measurable 1: Field staff participation in at least 50% of safety/staff meetings per year
Strategic Goal 2
Provide accurate,
consistent, and
predictable engineering
plat and plan review
Measurable 1: Maintain expected turnaround times consistent with the Planning Department
Measurable 2: Customer satisfaction survey conducted at the end of each development (future
metric)
Strategic Goal 3
Provide accurate,
complete, and timely field
inspection services to the
development community
Measurable 1: Schedule and conduct all requested preconstruction conferences and
construction walk-throughs within 5 business days of the request.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
197
FY2019 Annual Budget
DEPARTMENT BUDGET
A recurring $42,000 increase in Business Systems Services budget was approved for the purchase of contract
services and a GIS mapping support model. Both items will allow the City’s GIS infrastructure to enhance its
level of efficiency and reliability.
Additionally, $32,000 for one-time purchases of software licensing is included in the FY2019 Budget. Personnel
costs include funding for merit/market adjustments as well as an increase in insurance premiums.
Business Systems Services
Mission: Administer enterprise systems and data by using a wide range of knowledge, skills, and
spatial perspective to support informed decision making by a diverse customer base.
Department
Description:
Business Systems Services oversees all core functions of Geographical Information Systems,
computer aided drafting, and global positioning system services for Georgetown Utility.
Division and FTEs: Georgetown Utilities System: 10.00 FTEs
Business System Services
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 725,879 846,832 780,158 833,413 - 833,413
Operations 212,267 222,457 221,857 225,245 74,000 299,245
Capital 9,854 - - - - -
Total Departmental Budget 953,999 1,069,289 1,002,015 1,058,658 74,00 1,132,658
SCADA Control Center for the
City
198
FY2019 Annual Budget
Data has not been collected for these metrics by the time of this book’s publication. Over the course of the next
year, the department will work with City Management to collect this data.
Expanded the utilization of Enterprise Asset
Management (EAM) to include Public Works, Utility
Metering, and Fiber Communications.
Managed and developed functional services
supporting integrated work flows with the new
Customer Information System (CIS).
Provided functional support to internal users of the
new Customer Information System (CIS).
Converted the current utility archives to the City’s
enterprise record management system.
Completed training and job progression program for
GIS Analysts.
Incorporated the Work Management procedure for
planning and scheduling activities for metering and
SCADA technicians.
Completed field mapping efforts of Stormwater assets
within the City limits.
Expand the utilization of the Enterprise Asset
Management (EAM) to remaining electric
distribution assets.
Develop fucntional systems supprt for the Utility’s
Enterprise Asset Management (EAM) system.
Expand functinoal systems support for the
Utility’s Outage Management system.
Implement system administration tools which will
allow for more proactive monitoring of the health
and efficiency of the enterprise Geographic
Information Systems.
Strategic Goal 1
Maintain an excellent
safety record recognized
by Public Power
Measurable 1: Average of safety attendance and supervisory field visits.
Strategic Goal 2
Effectively maintain utility
and Citywide datasets
(GIS) through regularly
scheduled review and
updates
Measurable 1: Preventive maintenance on time completion
Strategic Goal 3
Provide support on
Utility’s enterprise
business systems that
meets the expectations of
the end users
Measurable 1: Percentage of tickets successfully resolved on time (October 2018)
Strategic Goal 4
Develop and maintain a
workforce comprised of
qualified and skilled
personnel
Measurable 1: Staff training plan completion
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
199
FY2019 Annual Budget
DEPARTMENT BUDGET
The Finance Departments total budget decreased by 4% from FY2018 to FY2019. The decrease in operations is
a result of moving budgeted funds for the internal audit and CAFR from Finance Administration to the
Accounting Department. The increase in personnel cost accounts for merit/market adjustments and an
increase in health insurance premiums.
Finance Administration
Mission: Sound financial leadership with a collaborative and innovative approach.
Department
Description:
The Finance Department directs the City’s budgeting process, manages the City’s long-term
financial plan, and prepares financial reporting and analysis related to policy recommendations.
Division and FTEs: Community Services Division: 6.00 FTEs
Finance Administration
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 442,563 605,339 615,650 676,935 - 676,935
Operations 414,381 510,628 500,711 395,648 - 395,648
Capital - - - - - -
Total Departmental Budget 856,945 1,115,967 1,116,361 1,072,583 - 1,072,583
Finance Admin Staff
200
FY2019 Annual Budget
Successfully led a team to select and negotiate
Contracts for a cloud-based Enterprise Resource
Planning (ERP) software.
Improved financial transparency by meeting the
State’s transparency program standard for
municipal debt.
Maintained the City’s excellent General Obligation
and Revenue Bond credit ratings.
Closed on an advanced refunding and early
defeasance of municipal debt to save tax dollars.
Mitigated risk by increasing the number of major
funds with a 90-day operating contingency reserve.
Provided guidance to five departments to develop
strategic goals and performance measures for the
Citywide Performance Management Program.
Implement Phase I of the Enterprise Resource
Planning (ERP) software.
Improve consistency and reporting by updating the
City’s chart of accounts.
Continue to improve financial transparency by
updating the City website to meet the State’s
transparency program standards for municipal
pensions.
Preserve the public trust and protect the City’s low
interest rates by maintaining excellent bond ratings.
Complete and publish a citywide comprehensive fee
schedule and implement a rotating schedule of fee
review.
Strategic Goal 1
Set the pace and
expectation for financial
strategies.
Measurable 1: Total fiscal year-end actuals of the operating portion of major funds of the City
are within +/- 3% of budget.
Measurable 2: Total fiscal year-end projections of the operating portion of major funds of the
City are within +/- 3% of actuals.
Measurable 3: Be within year-end projections of major revenue sources across the City.
Measurable 4: Maintain the City’s General Obligation (AA+) and Revenue Bond Ratings (AA).
Strategic Goal 2
Build and maintain
trusting relationships.
Measurable 1:
Customer Satisfaction: Budget Process; Budget timeline; Understanding your
role; Feeling heard; Quality of services from Treasury, Budget, Business Systems
Analyst, Finance Administration.
Strategic Goal 3
Create an environment
that promotes
innovations to improve
business processes.
Measurable 1: The goal is to have 50% of innovative ideas turn in to completed projects.
Innovative ideas/completed projects = success rate (goal of 50%)
Measurable 2: Quantitative Innovations – ROI of 7% through a combination of money, man
hours, or time saved.
Measurable 3:
Qualitative Innovations – Due to the qualitative nature of certain business
improvement innovations, hard data is not available. In those circumstances,
staff will use an approach in which we describe the preexisting condition and
the benefit of the process improvement.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
201
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Set the pace and expectation for financial strategies
Measurable 1 & 2: Expenditures and Projections
It is a priority of the department to ensure that operations and maintenance expenditures are within 3% of the adopted
budget. The department also strives to have year-end operating projections be within 3% of actuals.
In FY2017, expenditures were less than the adopted budget for each major fund. Metering Services were moved from the
Electric Fund to the Water Fund, which resulted in a decrease in expenditures in the Electric Fund. The transfer of
Metering Services also resulted in projections being higher than expenditures in the Electric Fund and lower than
expenditures in the Water Fund. Vacancies in departments also led to salary savings in each of the major funds. General
fund expenditures were within the +/- 3% target for both actuals to adopted budget and projections to actuals.
Measurable #3: Revenue Projections
The Finance Department aims to be within 1.5% of projections for sales tax revenue and 3% of projections for all other
sources of revenue.
1.34%
-3.96%
2.37%1.84%
4.31%
1.58%
-6.61%-8.00%
-6.00%
-4.00%
-2.00%
0.00%
2.00%
4.00%
6.00%
FY2017 Projections to Expenditures
Target
-1.88%
-6.53%
-3.00%
-7.00%
-6.00%
-5.00%
-4.00%
-3.00%
-2.00%
-1.00%
0.00%
General Fund Electric Water
FY2017 Expenditures to Budget
Target
Sales Tax Projection To
Actuals: -0.78%
Target: +/- 1.5%
0.46%
3.87%3.41%
-1.10%-0.30%
-4.00%
-3.00%
-2.00%
-1.00%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
Property Tax Parks and Rec
Fees
Development
and Permit
Fees
Return on
Investment
EMS Transport
Revenue
General Fund: Revenue Projections to Actuals
FY2017 Target
202
FY2019 Annual Budget
Measurable 4: Bond Ratings
The Finance Department also aims to maintain its general obligation (AA+) and revenue bond ratings (AA).
By maintaining high bond ratings, the City saves money on borrowing costs.
Strategic Goal 2: Build and maintain trusting relationships
Currently the City is developing a strategy to survey internal customers to measure
many facets of customer service across several business units in the City. As the PMP
program matures, this internal customer satisfaction survey will be an integral tool to
measure departmental performance.
Strategic goal 3: Create an environment that promotes innovations to improve business
processes
The Finance Department tracks business process improvement projects and tracks
hours saved for each project. In FY2018, the department saved an estimated 280 hours by developing new processes and
models. Some of these projects include developing live fund schedules, automated quarterly Capital Improvement Project
Reports, and a new, efficient budget checking process.
Maintained a AA+ General Obligation
Bond Rating since FY2015.
Maintained a AA Revenue Bond Rating
since FY2015
The sales tax, property tax, ROI, and EMS
transport revenue were all within their
targets. Park and Rec fees and
Development/Permit fees had higher than
expected revenues because of increased
population growth. Also, the Finance
Department projects revenue conservatively
to ensure we have adequate funds to match
expenditures.
Over the last three fiscal years, the Finance
Department has projected $69.2 million in
sales tax revenue, compared to $69.5 million
in actuals.
Electric revenue, stormwater fees, and
Water/Wastewater revenue were all within
the +/- 3% target.
-1.97%
1.23%
-0.27%
-4.00%
-3.00%
-2.00%
-1.00%
0.00%
1.00%
2.00%
3.00%
4.00%
Electric Revenue Stormwater Fees Water, Wastewater,
and Irrigation Utility
Revenue
Enterprise Funds: Revenue Projections to
Actuals
FY2017 Target
203
FY2019 Annual Budget
DEPARTMENT BUDGET
There are no significant changes to the operational budget for GUS Administration in FY2019. Service level
services will remain the same. However, one FTE is moving from GUS Administration to the new Business
Improvement Process (BIP) Department that was approved in the FY2019 Budget. Personnel costs include an
increase for merit/market adjustments as well as an increase for insurance premiums.
GUS Administration
Mission:
Provide a professional administrative support system to boards, departments, vendors,
and the public that keeps things running smoothly by demonstrating teamwork,
dedication, and determination.
Department
Description:
Georgetown Utilities Systems (GUS) Administration Department manages key business functions
of the division while overseeing the departments strategic planning, organizational structure,
business systems, resource allocations, and financial management.
Division and FTEs: Georgetown Utilities System: 9.00 FTEs
Add department info here
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 904,943 1,007,354 966,395 1,018,491 (97,753) 920,738
Operations 459,173 462,558 491,391 555,804 - 555,804
Capital 23,391 - - - - -
Total Departmental Budget 1,387,508 1,469,912 1,457,786 1,574,295 (97,753) 1,476,542
The Electric Utility sponsors the Lighting of
the Square every November.
204
FY2019 Annual Budget
Performance Management Program:
Gus Administration is currently working with City management to develop strategic goals and measurable.
Georgetown Citizen Survey: Utility Services
94% of respondents rated sewer
services as good or excellent
92% of respondents rated electric
services as good or excellent
90% rated city water services as good
or excellent
Completed Master Plans for Water, Wastewater, and
Airport.
Progressed Solid Waste Master Plan and completed
Transfer Station study.
Completed Electric, Water, and Wastewater Rate
Studies and Impact Fee Studies.
Advanced regional water planning goals and
strategies through membership on the Brazos River
Authority (BRA) Region G Board.
Developed an educational outreach program to
further conservation goals.
Developed and Implemented strategies for Overall
Transportation Plan (OTP) and Americans with
Disabilities Accessibility (ADA) Master Plan.
Obtained the City’s transfer station SWP3 Permit.
Completed street maintenance and neighborhood
traffic management policies.
Provide and maintain reliable, competitive, cost
effective utility and transportation services that
promote well-planned, long-range development.
Promute consumer education programs for efficient
use of utilities and conservation of natural
resources.
Effectively manage energy/water resource
deployment.
Promote a 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
strastegies through membership on the BRA Region
G Board.
Begin the next phase of the records management
program for the division.
Implement updated utility fees for Electric, Water,
and Wastewater.
MAJOR ACCOMPLISHMENTS FY2018 MAJOR GOALS FY2019
38 38.8
44.3
51.2 54.8
47.8
8.9 6.2 7.4
2 0.2 0.5
0
10
20
30
40
50
60
City Water Services
(n=461)
City Sewer Services
(n=436)
City Electric Services
(n=431)PercentUtility Services
Excellent Good Fair Poor
205
FY2019 Annual Budget
DEPARTMENT BUDGET
A recurring expense of $16,000 is included in the FY2019 Human Resources budget. The City anticipates an
increase in hiring expenses related to Fire Station #7. This additional funding will cover pre-employment
physical exams, recruitment, and testing for fourteen new Firefighters budgeted in FY2019. In anticipation of
higher insurance and claims costs, $47,000 in recurring expenditures was approved as part of the FY2019
Budget. An increase in personnel costs for Human Resources accounts for merit/market adjustments as well as
an increase in health insurance premiums.
Human Resources
Mission: To foster employee development and well-being while exemplifying our commitment to
the City’s core values.
Department
Description:
The Human Resources Department develops and delivers innovative human resource programs
and services. Core services include recruitment, staffing, employee relations, organizational
development, and employee development.
Division and FTEs: Administrative Services Division: 8.00 FTEs
Human Resources
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 835,355 822,509 771,750 846,067 - 846,067
Operations 962,112 1,322,630 1,192,338 1,236,623 63,000 1,299,623
Capital - - - - - -
Total Departmental Budget 1,165,111 2,145,139 1,964,088 2,082,690 63,000 2,145,690
HR Staff at City Hall
206
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Engaged 36 employees in the Step Up and Scaled
Down Health Intervention.
Launched Inaugural Engaged Leader Series training
program that develops leaders at all levels of the
organizations.
Solicited group medical RFP with an expected one-
year cost savings of $190,000 in FY2019.
Collaborated with various departments to administer
the 2018 Employee Survey resulting in an 82%
response rate.
Completed First Supervisors Series training program
for 168 supervisors.
Grew wellness events: 160 participants in the
wellness 5K, and introduced two Murph CrossFit
events with public safety departments with 80
participants.
Partnered with Finance and Information Technology
staff to review, select, and prepare for the Enterprise
Resource Planning (ERP) software implementation.
Implement Enterprise Resource Planning (ERP)
Human Resources and Payroll modules.
Coordinate Fire & Police meet and confer
negotiations.
Complete comprehensive personnel policy update.
Deploy 360 degree development tool for
supervisors.
Facilitate employee survey action planning.
Improve the hiring process while reducing the time
to fill open positions.
Enhance employer branding and marketin to job
candidates.
Deploy new content for Supervisor Series training
program.
Enchance and launch second year of Engaged
Leader Series training program.
Implement and train City employees on new
wellness software.
Evaluate wellness incentive program alternatives.
Strategic Goal 1
Ensure employees have
the knowledge and skills
needed for today and the
future.
Measurable 1: Employee Knowledge & Skills Manager Assessment
Strategic Goal 2
Create an exceptional
employee experience by
providing competitive
total rewards, and
promoting employee
wellness and safety.
Measurable 1: Turnover; Employee Engagement Survey (comp & benefits); Wellness Program
Participation; Workplace Accident Days Lost.
Strategic Goal 3
Our staff and programs
consistently promote the
City’s core values.
Measurable 1: Customer satisfaction survey.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
207
FY2019 Annual Budget
DEPARTMENT BUDGET
The Business Improvement Process (BIP) department was created in the FY2019 Budget. First piloted in GUS,
BIP is expanding to a citywide program based in the City Manager’s Office. BIP will help align business practices,
improve department efficiencies, and help organizational development through process improvement.
Included in the FY2019 Budget is funding for an additional FTE as well as training and operational costs. The
amount adopted in FY2019 for additional staff and supplies is $155,332.
Business Improvement Program
Mission: Provide a collaborative structure and resources for organizational development through
process improvement and program management to make the organization better.
Department
Description:
The Business Improvement Department helps staff analyze, break down, and develop a solution to
departmental challenges. BIP uses tools and techniques that support project management and
business process management to streamline organizational processes and improve efficiencies.
Division and FTEs: Community Services: 2 FTEs
Business Improvement
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel - - - - 207,069 207,069
Operations - - - - 43,016 43,016
Capital, Transfers, ISFs - - - - - -
Total Departmental Budget - - - - 250,085 250,085
BIP Team Event
208
FY2019 Annual Budget
The targets for the specific measures have not been developed at the time of this book’s publication. Over the course of
the next year, the department will work with City Management to bring forward defined targets.
Strategic Goal 1
Increase skillsets and
provide opportunities to
gain experience in process
improvement through
exposure, training,
consultation, framework,
structure, and tools.
Measurable 1: Number of staff exposure opportunities
Measurable 2: Number of staff exposed
Measurable 3: Number of staff trained
Strategic Goal 2
Increase skillsets and
provide opportunities to
gain experience in
program and project
management through
exposure and training
Measurable 1: Number of staff exposure opportunities
Measurable 2: Number of staff exposed
Measurable 3: Number of staff trained
Strategic Goal 3
Customer satisfaction
survey.
Measurable 1: Internal Customer Satisfaction Survey.
PERFORMANCE MANAGEMENT PROGRAM
209
FY2019 Annual Budget
DEPARTMENT BUDGET
There are no significant service level changes to the Purchasing Department Budget in FY2019. The current level
of service will remain the same. FY2019 does includes a 2.75% increase in personnel costs. This increase
includes merit/market adjustments as well as an increase for insurance premiums. Operational expenditures
increased by 5% in order to account for an increase in costs associated with travel and training.
Purchasing
Mission: Provided dedicated quality and efficient customer service to our community through being
innovative, responsible, and transparent every step of the way.
Department
Description:
The Purchasing Department ensures the City meets the needs of the community through
preparing bid specifications, processing competitive solicitations, awarding contracts, and
procuring all supplies, equipment, and services for City departments.
Division and FTEs: Community Services Division: 8.00 FTEs
Purchasing
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 546,091 581,102 578,384 597,096 - 597,096
Operations 168,812 159,487 156,218 167,363 - 167,363
Capital - - - - - -
Total Departmental Budget 714,703 740,859 734,602 764,459 - 764,459
Inventory Warehouse
210
FY2019 Annual Budget
Improved consistency of decentralized purchasing
processes to meet the purchases needs of City
departments.
Cross-trained staff and rotated purchasing activity
among team members to provide appropriate
knowledge, skill, and service level for effective and
timely customer service to departments.
Implemented a local preference purchase award
provision into the $50,000 and less purchases policy
to allow consideration of local preference awards for
Georgetown vendors.
Hosted second annual Vendor forum to increase
awareness opportunities for local businesses.
Improved transparency and access for the public and
vendor community through improvements to post
contract award information available on the
Purchasing E-bid website.
Continue developing the Purchasing Manual and
internal procedures to bring consistency and
efficieny to the purchasing and warehouse
processes.
Standardize solicitation templates and purchase
provisions to improve internal efficiency.
Implement electronic bidding procedures to
improve efficiency and convenience for all
customers.
Strengthen community relationships with local
vendors and firms by hosting the third anniual
Vendor Forum.
Continue to be good stewards of public funds by
improving citywide compliance with mid-level
purchase regulations.
Strategic Goal 1
Meet the needs of our
customers in a timely
manner so they can serve
the community.
Measurable 1: Customer satisfaction with knowledge of Buying Team/Warehouse Team –
Target 80%
Measurable 2: Customer satisfaction with responsiveness of Buying Team/Warehouse Team –
Target 85%
Measurable 3: Overall customer satisfaction with quality of services from Buying
Team/Warehouse Team – Target 75%
Measurable 4: Number of solicitations over $50,000: RFP, RFQ, ITB
Measurable 5: Warehouse inventory accuracy – Target: inventories off no more than 5%
Strategic Goal 2
Be good stewards of tax
and rate payer money by
following regulations.
Measurable 1: Percent of mid-level ($3K-$50k) in compliance with regulations – Target 75%
Measurable 2: Number of responses to formal solicitations.
Measurable 3: Number of responses to formal solicitations from local or historically
underutilized businesses.
Measurable 4: Number of awards to formal solicitations from local or historically underutilized
businesses.
MAJOR ACCOMPLISHMENTS FY2018
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2019
211
FY2019 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM RESULTS
Strategic Goal 1: Meet the needs of our customers in a timely manner so they can serve the community.
It is a priority of the department to ensure that warehouse inventory accuracy is off by no more than 5%.
Currently the City is developing a strategy to survey internal customers to measure many
facets of customer service across several business units in the City. As the PMP program
matures, this internal customer satisfaction survey will be an integral tool to measure
departmental performance.
Strategic Goal 2: Be good stewards of tax and rate payer money by following regulations.
The department aims to ensure that the percent of mid-level purchases are in compliance with regulations. Purchasing
also measures the number of responses to formal solicitations from local or historically underutilized businesses (HUBs).
Since FY16, Purchasing has met
or exceeded their inventory
accuracy target.
Note: Data on the FY18 semi-
annual period two is still being
collected.
90%
92%
94%
96%
98%
100%
FY2016 FY2017 FY2018
Warehouse Inventory Accuracy
Semi-Annual 1 Semi-Annual 2 Target
43%of mid-level
purchases in
compliance
24 responses to formal
solicitations
8 responses to formal
solicitations from HUBs
1 award to formal
solicitations from HUBs
Strategic
Goal 2: FY18
212
FY2019 Annual Budget
In FY18, 43% of the department’s mid-level purchases were in compliance. The target for this performance measure is
75%. Purchasing will continue to work towards this target over the next fiscal year.
Purchasing received 24 responses to formal solicitations, with 8 responses coming from local businesses or historically
underutilized businesses (HUBs). The department awarded 1 formal solicitation from a local or historically underutilized
business.
213
FY2019 Annual Budget
DEPARTMENT BUDGET
DEPARTMENT BUDGET
Joint Services Contracts
Department
Description:
Joint Service Contracts is primarily used to pay credit card fees and write off bad debt. This cost
center also includes the vacancy factor for the Joint Services Fund.
Division and FTEs: 0 FTEs
Joint Services Contracts
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel ‐ ‐ ‐ ‐ ‐ ‐
Operations 1,243,166 569,000 985,825 598,775 ‐ 598,775
Capital ‐ ‐ ‐ ‐ ‐ ‐
Total Departmental Budget 1,243,166 569,000 985,825 598,775 ‐ 598,775
Legal
Department
Description:
The Legal Department provides in‐house legal services for the City Council, Staff, Boards, and
Commissions. The Department supervise outside counsel, issues legal opinions on the City
Charter, City ordinances, policies and procedures, and represents the City in litigation
Division and FTEs: 5 FTEs
Legal
FY2017
Actual
FY2018
Budget
FY2018
Projected
FY2019
Base
FY2019
Changes
FY2019
Budget
Personnel 652,776 674,294 650,221 713,290 ‐ 713,290
Operations 313,768 358,983 357,419 339,994 ‐ 339,994
Capital ‐ ‐ ‐ ‐ ‐ ‐
Total Departmental Budget 966,544 1,033,277 1,007,640 1,053,284 ‐ 1,053,284
214
FY2019 Annual Budget
CAPITAL PROJECTS
Street CIP
215
FY2019 Annual Budget
CAPITAL PROJECTS
Capital Projects Summary........................ 217
Operations & Maintenance ..................... 218
General Capital Project Fund ................... 219
List of CIP Projects ................................... 220
216
FY2019 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 2019
Budgeted expenses for FY2018 CIP total $73,271,835.
General Capital Projects (GCP) total $20.6 million, and include funds for sidewalk development, Fire Station 7, and a
downtown parking garage.
Water Services CIP totals $32.5 million. Water related improvements total $28.3 million, and include rehabilitation
for the lake water treatment plant, water lines, pumps, and other tank rehabilitations. Wastewater related
improvements total $3.7 million, and include upgrades for lift stations and rehabilitation of treatment plants.
Electric Services CIP totals $7.8 million, and
include system improvements to help address
growth in the City.
The sales tax street maintenance projects
total $3.1 million. Rehabilitation projects are
schedule in Sun City, Berry Creek, and
Downtown.
Completed Southwest Bypass
217
FY2019 Annual Budget
Projected O&M Impact by Fund O&M FY2019 O&M FY2020 O&M FY2021 O&M FY2022 O&M FY2023
Airport 3,000 3,500 3,500 11,500 8,500
Facilities 299,000 299,000 324,000 394,000 395,000
Parks 5,000 5,000 5,000 5,000 5,000
Wastewater 158,900 164,500 171,500 170,000 799,624
Water 197,300 197,300 209,300 229,800 225,000
Stormwater - 15,000 17,000 17,000 17,000
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.
Airport: Currently, staff are working with TxDot on a runway extension project. This project will have a slight impact
O&M costs once completed in FY2019. The O&M costs for future years will cover the maintenance of the runway
extension.
Facilities: In FY2019, Fire Station 7 will require $55,000 of annual facilities maintenance, which includes janitorial
services, utility costs, and building maintenance. An additional $55,000 for ongoing maintenance will be needed
upon completion of Fire Station 7 in FY2020. Costs for staffing and operations are estimated at $1,100,000 for each
station.
Parks: The City anticipates completing the VFW parking lot addition in FY2019. O&M costs will increase for
maintenance in the amount of $5,000 annually for the next five years.
Wastewater: In FY2019, Wastewater CIP will require additional O&M for rehabilitation of the San Gabriel
Wastewater Treatment Plant. The O&M impact of this project is $35,000. In FY2023, staff anticipates the
construction of the Northlands Wastewater Treatment Plant. This project is estimated to have a construction cost
of $16.5 million with an approximated O&M impact of $500,000 beginning in FY2023.
Water: Ongoing O&M will begin this year with the rehabilitation of the lake water treatment plants’ raw water
intake. This project has a budget of $13.4 million in FY2019 and staff anticipates an annual O&M impact of
$45,000. Together, it is estimated that all FY2019 Water CIP will average just over $200,000 for the next five years.
Stormwater: Stormwater plans to do $1,300,000 of CIP projects in FY2019. Staff anticipates ongoing O&M impact
of curb and gutter maintenance, infrastructure improvements, and facility improvements to cost $66,000 over the
next five years starting in FY2020.
218
FY2019 Annual Budget
GENERAL CAPITAL PROJECTS FUND
The General Capital Projects Fund includes revenue and expenses for general government capital projects and
equipment. The majority of projects are funded through tax supported or self supported debt; however, projects
may also be funded by grants, cash or transfers from other funds. Large year over year swings in revenue and expense
are related to the timing of projects that may take multiple fiscal years to complete.
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Beginning Fund Balance 23,551,318 17,619,758 17,619,757 1,444,673 - 1,444,673
Revenues
FY2017
Actual FY2018 Budge
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Bond Proceeds 18,640,276 37,750,000 37,750,000 20,684,000 20,684,000
Interest 317,415 156,000 349,500 247,500 247,500
TIA Fees 50,000 225,000 225,000 225,000 225,000
SIP Fees 39,550 37,000 37,000 37,000 37,000
Sale of Property - 3,475,000 3,475,000 - -
Grant Revenue 138,882 875,000 875,000 - -
Transfer 548,463 699,914 699,914 - -
Other Revenue 193,418 - - - -
Grand Total 19,928,004 43,217,914 43,411,414 21,193,500 21,193,500
Expenses
FY2017
Actual FY2018 Budge
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Public Safety CIP 80,655 2,710,141 2,710,141 6,570,000 6,570,000
Downtown and Facilities CIP 2,519,241 15,023,818 15,023,818 5,950,000 5,950,000
Streets CIP 3,153,307 28,154,895 28,154,895 5,330,000 5,330,000
Transfer 2,469,813 2,141,176 2,141,176 1,609,000 1,609,000
Other 407,755 64,333 64,333 800,000 800,000
Parks CIP 16,511,496 5,825,621 5,825,621 425,000 425,000
Sidewalk CIP 761,339 716,514 716,514 -
ERP Project - 4,950,000 4,950,000 -
Grand Total 25,903,607 59,586,498 59,586,498 20,684,000 20,684,000
FY2017
Actual
FY2018
Budget
FY2018
Projected FY2019 Base
FY2019
Changes
FY2019
Budget
Ending Fund Balance 17,575,715 1,251,174 1,444,673 1,954,173 - 1,954,173
CAFR Adjustment 44,042 - - - - -
Reserve for TIA - 153,327 153,327 1,839,815 - 1,839,815
Available Fund Balance 17,619,757 1,097,847 1,291,346 114,358 - 114,358
219
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMAirport
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Airport Rate Study 30,000 0 0 0 0 0
Construct Airport
Maintenance Facility
0 0 50,000 0 0 0
Hangar Maintenance and
Upgrades - Future
Upgrades to City Owned
Hangars
75,000 50,000 60,000 50,000 50,000 0
Pavement Maintenance -
Various Locations
15,000 15,000 0 0 0 0
Street Maintenance -
Terminal Drive and
Secondary Streets
35,000 35,000 0 0 0 0
Wildlife Management 35,000 25,000 25,000 25,000 25,000 0
Total 075,00075,000135,000125,000190,000
220
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMGeneral Capital Projects
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
2008 Road Bond
Berry Creek Drive 0 0 0 0 0 6,150,000
Total 6,150,00000000
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
2015 Road Bond
Austin Avenue Bridges 0 200,000 0 0 0 0
D.B . Wood (SH 29 to Oak
Ridge)
0 0 0 4,820,000 12,500,000 0
Intersection Pool 0 1,000,000 0 1,000,000 1,000,000 1,500,000
Leander Road (Norwood
to South West Bypass)
2,000,000 0 2,231,000 0 0 0
Leander Road Bridge @
IH35
0 0 0 4,500,000 0 4,500,000
North Bound Frontage
Road
150,000 0 0 0 0 0
North East Inner
Loop/Stadium Drive
0 0 0 0 0 2,000,000
Preliminary Engineering
Pool
0 0 0 0 0 2,050,000
SH29 (Haven to SH130)0 0 0 0 100,000 3,900,000
South West Bypass (3)0 0 0 500,000 0 0
Southeast Inner Loop 1,200,000 0 0 0 0 1,200,000
Southwestern Blvd.1,550,000 2,940,000 0 0 0 0
Total 15,150,00013,600,00010,820,0002,231,0004,140,0004,900,000
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Facilities
Blue Hole Parking
Expansion and Sidewalk
100,000 0 0 0 0 0
221
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMGeneral Capital Projects
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Facilities
Downtown Parking
Expansion Phase II
350,000 0 0 0 0 0
Downtown Parking Garage 5,000,000 0 0 0 0 0
Festival/Public Space -
Downtown West
0 0 0 0 0 5,400,000
Fire Station 1 & 3 -
Remodel
30,000 1,000,000 0 0 0 0
Fire Station 4 - Relocation 0 0 0 0 0 6,300,000
Fire Station 7 6,250,000 0 0 0 0 0
Fire Station 8 0 0 0 0 0 6,300,000
Fuel Station Relocation 0 400,000 0 0 0 0
Mixed Use Parking Garage 0 0 0 0 0 12,000,000
Public Facilities Master
Plan
0 0 0 0 0 150,000
Public Safety Operation
and Training Center Phase
II
0 0 0 0 0 5,000,000
Signature Gateway 0 0 0 0 0 200,000
Transfer Station
Improvements - New
Transfer Station
800,000 0 0 0 0 0
Total 35,350,0000001,400,00012,530,000
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Fire Department
Cardiac Monitors 0 225,000 225,000 0 0 0
SCBA Replacement 290,000 290,000 300,000 0 0 0
Total 000525,000515,000290,000
222
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMGeneral Capital Projects
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Fleet
Public Safety Vehicles 1,609,000 3,553,200 3,395,100 2,122,500 1,905,000 13,609,100
Radio Replacement 500,000 200,000 0 0 0 0
Total 13,609,1001,905,0002,122,5003,395,1003,753,2002,109,000
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Parks
ADA Transition Plan 0 450,000 0 0 0 0
Blue Hole Park
Improvement
0 0 0 0 0 1,200,000
Historic San Gabriel River
Park
0 0 0 0 250,000 0
Neighborhood Park
Development
250,000 250,000 250,000 250,000 250,000 0
Parks Master Plan 0 200,000 0 0 0 0
Regional Trail
Development
0 1,275,000 0 1,200,000 0 3,000,000
San Gabriel Park 0 750,000 5,250,000 0 0 8,700,000
Southeast Community Park 0 0 0 0 0 9,200,000
VFW Parking Lot Addition 175,000 0 0 0 0 0
Westside Park
Development
0 0 0 0 0 10,000,000
Westside Recreation
Center
0 0 0 0 0 18,500,000
Total 50,850,000500,0001,450,0005,500,0002,925,000425,000
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Sidewalks
2nd Street 0 0 410,000 0 0 0
223
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMGeneral Capital Projects
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Sidewalks
Main St. (7th-2nd)0 0 0 0 300,000 0
Old Town Southeast 0 1,500,000 0 0 0 0
Phase I - Signal & Curb
Ramp Improvements
0 102,000 0 0 0 0
Remaining Downtown
Repairs
0 0 0 0 0 3,600,000
Rock St (9th-6th St.)250,000 0 0 0 0 0
SH 29 (IH 35-IH 130)0 0 0 0 0 2,100,000
Shell Road Sidewalk In-fill
Sequoia to Rosedale (east
side only)
180,000 0 0 0 0 0
Total 5,700,000300,0000410,0001,602,000430,000
224
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMStormwater
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
18th and Hutto Drainage 50,000 0 0 0 0 0
2nd Street Water Quality
Pond Rehab
450,000 0 0 0 0 0
Curb and Gutter 500,000 500,000 500,000 500,000 500,000 500,000
Drainage
Improvement/Flood
Mitigation Projects
0 300,000 300,000 300,000 300,000 3,000,400
Stormwater Infrastructure 200,000 200,000 200,000 200,000 200,000 200,000
Street Sweeper / Vactor
Spoils Processing Facility
Improvements
100,000 0 0 0 0 0
Total 3,700,4001,000,0001,000,0001,000,0001,000,0001,300,000
225
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMWastewater
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Cowan Creek Interceptor 0 2,250,000 5,500,000 0 0 0
EARZ 2,000,000 1,000,000 1,000,000 1,000,000 1,000,000 0
Interceptor Lift Station
Removal & Gravity Main
0 0 0 2,400,000 6,000,000 0
Lift Station Upgrades 550,000 550,000 550,000 550,000 550,000 550,000
Northlands Waste Water
Treatmemt Plant
0 0 0 0 0 16,500,000
San Gabriel Int. (SGI-2)0 13,000,000 21,500,000 0 0 0
San Gabriel Waste Water
Treatmemt Plant
Thickener Rehab
1,150,000 0 0 0 0 0
Waste Water Treatmemt
Plant Expansion
(Pecan/Mankins)
0 0 0 0 0 38,000,000
Wolf Ranch Expansion and
Force Main
0 0 0 1,700,000 4,200,000 0
Total 55,050,00011,750,0005,650,00028,550,00016,800,0003,700,000
226
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMWater
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Carriage Oaks Transmission 0 500,000 1,800,000 0 0 0
CR 200 Line Impr (CO-1)0 0 3,500,000 0 0 0
CR262 Waterline 0 3,500,000 0 0 0 0
DB Wood Road 24"
Waterline (H23-01)
3,100,000 0 0 0 0 0
Hoover EST 0 0 0 350,000 1,000,000 0
LWTP Raw Water Intake
Rehabilitation
13,450,000 0 0 0 0 0
Main Street 2nd to 4th 0 287,500 0 0 0 0
Miscellaneous Line
Upgrades
250,000 250,000 250,000 250,000 250,000 250,000
Rabbit Hill Waterline 1,050,000 0 0 0 0 0
Radio 153,670 0 0 0 0 0
Ronald Reagan - Daniels
Mountain Water Line
4,250,000 0 0 0 0 0
Round Rock Supply Line 1,100,000 5,200,000 0 0 0 0
S. Lake WTP (2018)5,000,000 0 0 15,000,000 15,000,000 0
South Lake Plant
Transmission East (W23-
02)
0 0 0 600,000 2,700,000 0
South Lake Plant
Transmission West (W23-
01)
0 0 3,800,000 7,700,000 28,000,000 0
South West Bypass Water
(H24-1)
0 500,000 4,100,000 0 0 0
Southside Water
Treatment Plant Rehab
0 500,000 5,000,000 0 0 0
Tank Rehabilitation 480,000 480,000 0 0 0 0
227
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMWater
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Total 250,00046,950,00023,900,00018,450,00011,217,50028,833,670
228
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMElectric
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Consultant Engineer 150,000 150,000 150,000 150,000 150,000 0
Downtown Over Head
Rehab
200,000 200,000 200,000 200,000 200,000 0
Downtown Under Ground
Conversion
200,000 200,000 200,000 200,000 200,000 0
Fiber Optic 245,000 245,000 245,000 245,000 245,000 0
Fiber to Signal Lights 50,000 50,000 50,000 50,000 50,000 0
FM 971 200,000 0 0 0 0 0
George Town River
Crossing
125,000 0 0 0 0 0
Highway at 195 80,000 0 0 0 0 0
I-35 Feeder Tie 100,000 0 0 0 0 0
Leander Rd I-35
Intersection
0 0 0 0 200,000 0
New Development 3,500,000 3,500,000 4,000,000 4,000,000 4,000,000 0
Northwest Blvd Bridge 100,000 0 0 0 0 0
Power Quality Imp 80,000 80,000 80,000 80,000 80,000 0
Rabbit Hill Road Widening 200,000 200,000 0 0 0 0
Radio Replacement 222,165 0 0 0 0 0
Ronald Reagan 220,000 0 0 0 0 0
Sectionalization Imp 200,000 200,000 200,000 200,000 200,000 0
Shell Road Feeders 450,000 1,000,000 0 0 0 0
Sidewalk Pole Relocation 50,000 50,000 50,000 50,000 50,000 0
Sidewalks Main Street 0 0 0 100,000 0 0
Sidewalks to VFW 0 75,000 0 0 0 0
Somerset Hills Feeder 195 0 0 0 170,000 0 0
229
FY2019 Annual Budget
2019 - 2023 CAPITAL IMPROVEMENT PROGRAMElectric
Project Name Beyond 5 YearsFY2023FY2022FY2021FY2020FY2019
Somerset Hills Feeder RR 0 0 0 270,000 0 0
South Lake WTP 0 0 1,000,000 0 0 0
South West Bypass Feeder 800,000 650,000 0 0 0 0
Southwestern University
Upgrade
0 0 350,000 600,000 300,000 0
Streetlights 88,000 88,000 88,000 88,000 88,000 0
Transformer Addition -
Chief Brady
0 0 0 0 0 2,200,000
Transformer Addition -
Gabriel Substation
0 950,000 1,100,000 0 0 0
Transformer Addition -
Georgetown South
0 0 0 0 0 2,200,000
Transformer Addition -
Glasscock
250,000 0 0 950,000 1,100,000 0
Underground Feeder Exits
Gabriel Sub
0 0 725,000 0 0 0
University/Mays Road
Widening
154,000 0 0 0 0 0
Williams Drive I-35
Intersection
200,000 0 0 0 0 0
Total 4,400,0006,863,0007,353,0008,438,0007,638,0007,864,165
230
FY2019 Annual Budget
DEBT
Fire Station 7
231
FY2019 Annual Budget
DEBT
Debt Management Policy ........................ 233
Outstanding Debt Summary ................. 234
Utility Debt .............................................. 240
Utility Revenue Bond Coverage ............ 246
Proposed Debt Issues .............................. 247
Authorized General Obligation Debt ....... 249
Debt Service Fund ................................... 250
232
FY2019 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 complete policy can be found at
the beginning of the Reference section of this document.
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 long‐range financial condition.
The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit
of its citizens and to allow it to fulfill its various purposes as a city. The City will seek input on major projects
funded with debt via bond elections, master planning exercises, board meetings, budget workshops, and other
methods as needed.
A Debt Condition Update report will be provided annually.
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+ 4/5/2018 AA 4/12/2018
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 $100 valuation 1.50$
Proposed levy for debt service (included in total adopted rate of $0.420) 0.22045
Percentage of allowable levy used 14.7%
233
FY2019 Annual Budget
Current Debt Obligations
The following tables and graphs illustrate the City’s current debt obligations. There are three main categories
related to types of debt. They are General Government Debt, which is backed by property taxes, Enterprise Debt,
which is backed by utility rates, and Self Supporting Debt, which is backed by fees and other revenue sources.
OUTSTANDING DEBT SUMMARY ‐ BY TYPE AS OF 10/1/2018
Debt
Outstanding %
FY2019 Principal
& Interest
General Government Debt
General Government Tax Supported Debt CO's and GO's
Other City Facilities 35,914,031 23% 5,497,419
Parks and Recreation Facilities 23,033,702 15% 1,841,306
Public Safety 39,811,439 25% 3,641,010
Streets and Transportation 59,395,509 38% 4,813,487
General Government Tax Supported Debt CO's and GO's Total 158,154,681 100% 15,793,222
Refinanced GO ‐ Self Supporting
GTEC 7,186,462 100% 1,233,784
Refinanced GO ‐ Self Supporting Total 7,186,462 100% 1,233,784
CO ‐ Self Supporting
GEDCO 2,755,000 10% 205,069
GTEC 16,437,500 61% 1,254,813
Rivery TIRZ 7,745,000 29% 591,768
CO ‐ Self Supporting Total 26,937,500 100% 2,051,649
General Government Debt Total 192,278,643 19,078,655
Enterprise Debt
Utility Revenue Bonds
Electric 31,215,363 34% 3,352,657
Irrigation 495,888 1% 104,693
Wastewater 31,554,966 35% 2,936,700
Water 27,873,784 31% 2,797,007
Utility Revenue Bonds Total 91,140,000 100% 9,191,057
CO ‐ Self Supporting
Airport 915,000 12% 73,596
Electric 2,045,313 26% 539,758
Stormwater 2,636,537 33% 255,118
Water 2,310,000 29% 185,447
CO ‐ Self Supporting Total 7,906,850 100% 1,053,919
Refinanced GO ‐ Self Supporting
Airport 285,316 6% 58,349
Electric 3,131,267 68% 468,555
Stormwater 1,167,925 25% 139,740
Refinanced GO ‐ Revenue Bonds Total 4,584,507 100% 666,644
Refinanced‐ Revenue Bonds
Electric 460,950 21% 58,685
Irrigation 158,040 7% 20,120
Wastewater 1,576,010 72% 200,645
Refinanced GO ‐ Revenue Bonds Total 2,195,000 100% 279,450
Enterprise Debt Total 105,826,357 11,191,070
GTEC
Sales Tax Revenue Bond
GTEC 6,125,000 100% 836,150
Sales Tax Revenue Bond Total 6,125,000 100% 836,150
GTEC Total 6,125,000 836,150
Grand Total 304,230,000 31,105,875
234
FY2019 Annual Budget
Enterprise Debt
The following table and graph represent all types of Enterprise
Debt, including Revenue, CO, and Refinanced GO and Revenue
bonds. All Enterprise Debt is backed by utility revenue. The table
and graph reflect the total principal and interest balances for
each funding source. Some examples of projects that are
included in this type of debt are wastewater treatment plants,
electric infrastructure, water plants. The balances do not include
debt that will be issued in the Spring of 2019.
General Government Debt
The following table and graph represent all types of General
Government Debt, including Certificate of Obligations and
General Obligations. General Obligation debt is authorized by
citizen vote prior to debt being issued. General Government
Debt is backed by the property tax rate. Some examples of
projects that are included in this type of debt are Parks
improvements, Public Safety facilities and vehicles, major street
projects, and City facilities. The balances do not include debt that
will be issued in the Spring of 2019.
Enterprise Debt Principal Interest
Total
Requirements %
Airport 1,200,316 370,208 1,570,524 1.14%
Electric 36,852,892 10,623,520 47,476,412 34.54%
Irrigation 653,928 116,103 770,030 0.56%
Stormwater 3,804,462 1,134,763 4,939,225 3.59%
Wastewater 33,130,976 10,764,477 43,895,453 31.94%
Water 30,183,784 8,603,076 38,786,860 28.22%
105,826,357 31,612,148 137,438,505 100%
Tax Supported Debt Principal Interest
Total
Requirements %
Other City Facilities 35,914,031 7,694,988 43,609,019 21.03%
Parks and Recreation Facilities 23,033,702 8,201,614 31,235,316 15.06%
Public Safety 39,811,439 12,204,687 52,016,126 25.08%
Streets and Transportation 59,395,509 21,150,803 80,546,312 38.83%
158,154,681 49,252,093 207,406,774 100%
235
FY2019 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
General Government Debt – General Obligation Bonds and Certificate of Obligation – Tax Supported.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 158,154,681 9,991,556 5,801,666 15,793,222
FY2020 148,163,125 10,086,854 5,104,428 15,191,282
FY2021 138,076,271 10,330,999 4,841,699 15,172,698
FY2022 127,745,272 10,280,409 4,508,751 14,789,160
FY2023 117,464,863 10,371,188 4,160,001 14,531,189
FY2024 107,093,675 10,546,586 3,773,620 14,320,206
FY2025 96,547,089 10,377,440 3,359,205 13,736,645
FY2026 86,169,649 8,482,343 2,951,083 11,433,426
FY2027 77,687,306 8,540,986 2,631,266 11,172,252
FY2028 69,146,320 7,915,424 2,313,893 10,229,317
FY2029 61,230,896 8,114,084 2,089,502 10,203,586
FY2030 53,116,812 7,546,058 1,750,194 9,296,252
FY2031 45,570,754 7,086,058 1,502,002 8,588,060
FY2032 38,484,696 6,651,562 1,269,042 7,920,604
FY2033 31,833,134 6,807,066 1,057,477 7,864,543
FY2034 25,026,068 6,691,068 837,380 7,528,448
FY2035 18,335,000 6,435,000 617,660 7,052,660
FY2036 11,900,000 5,390,000 403,714 5,793,714
FY2037 6,510,000 4,600,000 212,276 4,812,276
FY2038 1,910,000 1,910,000 67,233 1,977,233
Total 158,154,681 49,252,093 207,406,774
‐
5,000,000
10,000,000
15,000,000
20,000,000
General Goverment Debt Service ‐Tax Supported
Principal Interest
236
FY2019 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
General Obligation Refinanced – Self Supporting Bond – GTEC. The debt is issued for specific transportation
projects related to Economic Development. It is repaid through dedicated revenues from the half cent sales tax
specified for economic development.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 7,186,463 993,862 239,922 1,233,784
FY2020 6,192,601 937,672 210,537 1,148,209
FY2021 5,254,930 949,802 180,928 1,130,730
FY2022 4,305,128 884,966 149,372 1,034,338
FY2023 3,420,162 851,790 118,372 970,162
FY2024 2,568,372 863,816 87,738 951,554
FY2025 1,704,556 620,816 57,791 678,607
FY2026 1,083,740 460,394 35,618 496,012
FY2027 623,346 371,038 20,577 391,615
FY2028 252,308 146,814 8,016 154,830
FY2029 105,494 105,493 3,429 108,922
Total 7,186,462 1,112,300 8,298,762
‐
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029
General Debt Service ‐Refinanced GO ‐Self Supporting(GTEC)
Principal Interest
237
FY2019 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Certificate of Obligation– Self Supporting Bonds. Projects included are for GTEC, GEDCO, and the Rivery TIRZ.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 26,937,500 1,165,000 886,649 2,051,649
FY2020 25,772,500 1,205,000 861,299 2,066,299
FY2021 24,567,500 1,235,000 835,099 2,070,099
FY2022 23,332,500 1,252,500 805,545 2,058,045
FY2023 22,080,000 1,252,500 763,208 2,015,708
FY2024 20,827,500 1,310,000 707,970 2,017,970
FY2025 19,517,500 1,365,000 649,870 2,014,870
FY2026 18,152,500 1,422,500 589,120 2,011,620
FY2027 16,730,000 1,470,000 548,025 2,018,025
FY2028 15,260,000 1,505,000 509,350 2,014,350
FY2029 13,755,000 1,557,500 463,990 2,021,490
FY2030 12,197,500 1,610,000 414,493 2,024,493
FY2031 10,587,500 1,660,000 366,268 2,026,268
FY2032 8,927,500 1,732,500 303,618 2,036,118
FY2033 7,195,000 1,740,000 237,449 1,977,449
FY2034 5,455,000 1,800,000 179,464 1,979,464
FY2035 3,655,000 1,865,000 118,929 1,983,929
FY2036 1,790,000 1,395,000 56,131 1,451,131
FY2037 395,000 395,000 13,331 408,331
Total 26,937,500 9,309,809 36,247,309
‐
500,000
1,000,000
1,500,000
2,000,000
2,500,000
General Debt Service ‐CO Self Supporting
Principal Interest
238
FY2019 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Senior Lien Sales Tax Revenue Refunding Bonds ‐ GTEC.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 6,125,000 570,000 266,150 836,150
FY2020 5,555,000 595,000 243,350 838,350
FY2021 4,960,000 620,000 219,550 839,550
FY2022 4,340,000 645,000 194,750 839,750
FY2023 3,695,000 670,000 168,950 838,950
FY2024 3,025,000 705,000 135,450 840,450
FY2025 2,320,000 740,000 100,200 840,200
FY2026 1,580,000 775,000 63,200 838,200
FY2027 805,000 805,000 32,200 837,200
Total 6,125,000 1,423,800 7,548,800
‐
200,000
400,000
600,000
800,000
1,000,000
FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027
GTEC ‐Sales Tax Revenue Bond
Principal Interest
239
FY2019 Annual Budget
ENTERPRISE DEBT
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
The following summary includes all Enterprise Debt, including Revenue Bonds, CO’s, and Refinanced GO’s.
The Revenue Bonds are 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.
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
All Enterprise Debt-Revenue, CO, & GO Refunded
Principal Interest BRA Contract
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements BRA Contract
FY2019 105,826,357 7,334,582 3,856,488 11,191,070 1,818,222
FY2020 98,491,775 7,205,474 3,539,833 10,745,308 2,371,890
FY2021 91,286,301 7,124,199 3,278,913 10,403,112 2,277,352
FY2022 84,162,102 7,297,125 3,009,512 10,306,637 2,273,009
FY2023 76,864,977 6,929,522 2,735,586 9,665,108 2,276,986
FY2024 69,935,455 6,709,598 2,458,876 9,168,474 2,271,146
FY2025 63,225,857 6,976,744 2,192,088 9,168,832 2,278,252
FY2026 56,249,113 6,894,763 1,915,545 8,810,308 2,269,972
FY2027 49,354,350 6,502,976 1,656,091 8,159,067 2,274,261
FY2028 42,851,373 5,902,762 1,431,912 7,334,674 2,274,571
FY2029 36,948,611 5,512,923 1,227,719 6,740,642 2,279,158
FY2030 31,435,688 4,538,942 1,039,749 5,578,691 2,275,635
FY2031 26,896,746 4,688,942 898,234 5,587,176 1,119,659
FY2032 22,207,804 4,420,938 747,403 5,168,341 307,674
FY2033 17,786,866 4,572,934 604,751 5,177,685 -
FY2034 13,213,932 4,458,932 449,176 4,908,108 -
FY2035 8,755,000 3,575,000 293,909 3,868,909 -
FY2036 5,180,000 2,655,000 174,071 2,829,071 -
FY2037 2,525,000 2,070,000 86,353 2,156,353
FY2038 455,000 455,000 15,940 470,940 -
Total 105,826,357 31,612,148 137,438,505 28,367,787
240
FY2019 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Electric – Utility Revenue Bonds, CO’s, and Refinanced GO – Revenue Bonds.
-
2,000,000
4,000,000
6,000,000
Enterprise Debt Service -Electric
Principal Interest
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 36,852,892 3,032,874 1,386,781 4,419,655
FY2020 33,820,018 2,783,612 1,224,183 4,007,794
FY2021 31,036,406 2,656,509 1,125,391 3,781,900
FY2022 28,379,897 2,692,326 1,022,959 3,715,285
FY2023 25,687,571 2,558,295 921,055 3,479,349
FY2024 23,129,276 2,545,621 818,609 3,364,230
FY2025 20,583,656 2,648,647 719,137 3,367,784
FY2026 17,935,009 2,549,054 614,411 3,163,466
FY2027 15,385,954 2,227,516 517,002 2,744,518
FY2028 13,158,438 1,691,294 440,071 2,131,365
FY2029 11,467,144 1,528,560 381,803 1,910,363
FY2030 9,938,584 1,318,832 332,250 1,651,081
FY2031 8,619,752 1,367,703 291,261 1,658,964
FY2032 7,252,049 1,407,954 247,025 1,654,978
FY2033 5,844,095 1,459,042 201,465 1,660,507
FY2034 4,385,053 1,376,046 151,016 1,527,062
FY2035 3,009,007 978,673 102,566 1,081,239
FY2036 2,030,334 840,334 69,704 910,038
FY2037 1,190,000 745,000 41,256 786,256
FY2038 445,000 445,000 15,575 460,575
Total 36,852,892 10,623,520 47,476,412
241
FY2019 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Water Services – Utility Revenue Bonds, CO’s, and Refinanced GO – Revenue Bonds.
0
2,000,000
4,000,000
6,000,000
8,000,000
Enterprise Debt Service -Water Services
Principal Interest
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 63,314,759 3,851,608 2,268,191 6,119,799
FY2020 59,463,151 4,007,133 2,127,835 6,134,968
FY2021 55,456,017 4,045,754 1,977,683 6,023,437
FY2022 51,410,263 4,180,561 1,824,487 6,005,048
FY2023 47,229,702 3,959,445 1,668,582 5,628,027
FY2024 43,270,257 3,786,182 1,511,554 5,297,736
FY2025 39,484,076 3,942,842 1,360,679 5,303,521
FY2026 35,541,233 4,020,231 1,205,439 5,225,670
FY2027 31,521,003 3,945,217 1,054,886 5,000,103
FY2028 27,575,786 3,887,951 919,264 4,807,215
FY2029 23,687,835 3,691,419 784,289 4,475,708
FY2030 19,996,416 2,991,168 655,574 3,646,742
FY2031 17,005,248 3,087,297 562,386 3,649,683
FY2032 13,917,951 2,767,046 463,756 3,230,803
FY2033 11,150,905 2,860,958 375,310 3,236,268
FY2034 8,289,947 2,823,954 278,978 3,102,932
FY2035 5,465,993 2,361,327 181,427 2,542,754
FY2036 3,104,666 1,789,666 102,852 1,892,518
FY2037 1,315,000 1,315,000 44,381 1,359,381
Total 63,314,759 19,367,554 82,682,313
242
FY2019 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Airport-Certificates of Obligation – SELF-SUPPORTING. Debt issued for specific purpose and repaid through
dedicated revenues.
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Enterprise Debt Service -Airport
Principal Interest
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 1,200,316 89,410 42,535 131,945
FY2020 1,110,906 76,358 39,108 115,466
FY2021 1,034,548 74,813 37,118 111,931
FY2022 959,735 75,605 34,823 110,428
FY2023 884,130 81,555 31,904 113,458
FY2024 802,576 82,792 28,392 111,184
FY2025 719,784 83,736 24,833 108,569
FY2026 636,048 55,444 21,239 76,683
FY2027 580,604 55,572 19,520 75,092
FY2028 525,032 55,032 17,797 72,829
FY2029 470,000 55,000 16,034 71,034
FY2030 415,000 60,000 14,321 74,321
FY2031 355,000 60,000 12,396 72,396
FY2032 295,000 65,000 10,396 75,396
FY2033 230,000 65,000 8,159 73,159
FY2034 165,000 65,000 5,909 70,909
FY2035 100,000 70,000 3,578 73,578
FY2036 30,000 10,000 1,065 11,065
FY2037 20,000 10,000 715 10,715
FY2038 10,000 10,000 365 10,365
Total 1,200,316 370,208 1,570,524
243
FY2019 Annual Budget
Stormwater-Certificates of Obligation – SELF-SUPPORTING. Debt issued for specific purpose and repaid through
dedicated revenues.
0
150,000
300,000
450,000
600,000
Enterprise Debt Service -Stormwater
Principal Interest
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 3,804,462 262,814 132,044 394,858
FY2020 3,541,648 236,524 125,606 362,130
FY2021 3,305,124 244,356 119,610 363,965
FY2022 3,060,768 242,833 112,379 355,212
FY2023 2,817,936 261,098 103,557 364,655
FY2024 2,556,838 259,141 92,752 351,893
FY2025 2,297,697 264,124 81,467 345,591
FY2026 2,033,573 231,107 70,149 301,255
FY2027 1,802,466 239,864 62,110 301,974
FY2028 1,562,602 238,970 53,599 292,569
FY2029 1,323,632 237,944 45,593 283,537
FY2030 1,085,688 168,942 37,604 206,546
FY2031 916,746 173,942 32,190 206,132
FY2032 742,804 180,938 26,225 207,163
FY2033 561,866 187,934 19,818 207,752
FY2034 373,932 193,932 13,274 207,206
FY2035 180,000 165,000 6,338 171,338
FY2036 15,000 15,000 450 15,450
Total 3,804,462 1,134,763 4,939,225
244
FY2019 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Irrigation-Certificates of Obligation – SELF-SUPPORTING. Debt issued for specific purpose and repaid through
dedicated revenues.
0
25,000
50,000
75,000
100,000
125,000
150,000
FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028
Enterprise Debt Service -Irrigation
Principal Interest
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2019 653,928 97,875 26,938 124,813
FY2020 556,053 101,848 23,102 124,950
FY2021 454,206 102,768 19,111 121,879
FY2022 351,438 105,800 14,864 120,664
FY2023 245,638 69,130 10,488 79,618
FY2024 176,508 35,863 7,568 43,430
FY2025 140,646 37,395 5,971 43,366
FY2026 103,251 38,928 4,306 43,234
FY2027 64,323 34,808 2,573 37,380
FY2028 29,516 29,515 1,181 30,696
Total 653,928 116,103 770,030
245
FY2019 Annual Budget
UTILITY REVENUE BOND DEBT COVERAGE
The City has agreed, through its bond ordinances, to maintain a minimum “times coverage” ratio of 1.50. 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
FY2009-FY2017.
*FY2018 times coverage ratio is calculated using preliminary, unaudited actuals.
*FY2019 times coverage ratios is calculated on budgeted FY2019 revenues and expenditures.
The Annual Budget provides the revenue to debt ratios shown below. The City’s Fiscal and Budgetary Policy requires
that the City maintain a minimum debt service coverage ratio of 1.5 times for the utilities as a whole. A coverage
ratio of 1.5 times is required for all funds issuing self-supporting debt. The excess coverage provided by each fund is
used to pay for related utility system capital improvements and other uses outlined in the Fiscal and Budgetary Policy.
4.21 4.21 4.09 3.92
4.75
3.04
3.83 3.79 4.04
2.80 2.77
-
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
FY2009
Actual
FY2010
Actual
FY2011
Actual
FY2012
Actual
FY2013
Actual
FY2014
Actual
FY2015
Actual
FY2016
Actual
FY2017
Actual
FY2018
Actual*
FY2019
Budget*
Utility Revenue Bond Coverage
Utility Revenue Bond Coverage
FY2019
Budget -
Water
FY2019
Budget -
Electric Fund FY2019 Total
REVENUE
All Other Revenue 2,365,871 5,339,333 7,705,204
Interest 569,400 38,000 607,400
System Billings 56,783,833 70,630,166 127,413,999
Total Revenues 59,719,104 76,007,499 135,726,603
OPERATING EXPENSES
Departments 35,997,854 69,453,517 105,451,371
Total Operating Expenditures 35,997,854 69,453,517 105,451,371
Net Available for Debt Service 23,721,250 6,553,982 30,275,232
Annual Debt Requirement 6,355,111 4,576,495 10,931,606
Times Coverage Ratio 3.73 1.43 2.77
246
FY2019 Annual Budget
PROPOSED DEBT ISSUE
The following table illustrates the City’s current debt, debt payment in 2019, and projected new debt in 2019.
Outstanding Debt Summary
Outstanding
9/30/18
Debt
Principal
FY2019
Principal
Reduction
Estimated
FY2019
New Debt
Estimated
9/30/19
Outstanding
Debt
TAX SUPPORTED DEBT
General Debt Service
General Obligation/Certificates of Obligation 158,154,681 (9,991,556) 18,184,000 166,347,125
SELF SUPPORTED DEBT
General Debt Service
Rivery TIRZ 7,745,000 (325,000) ‐ 7,420,000
Downtown TIRZ ‐ ‐ 2,500,000 2,500,000
Electric 5,176,579 (824,858) ‐ 4,351,721
Water 2,310,000 (117,500) ‐ 2,192,500
Stormwater 3,804,462 (262,814) 1,230,000 4,771,648
Airport 1,200,316 (89,410) 500,000 1,610,906
GEDCO 2,755,000 (120,000) 2,635,000
GTEC 23,623,962 (1,713,862) 7,200,000 29,110,100
Total General Debt Service 204,770,000 (13,445,000) 29,614,000 220,939,000
Utility Revenue Debt
Electric 31,676,313 (2,208,017) 7,864,165 37,332,461
Irrigation 653,927 (97,875) 556,052
Water 27,873,784 (1,818,380) 6,050,000 32,105,404
Wastewater 33,130,976 (1,915,728) 31,215,248
Total Utility Revenue Debt 93,335,000 (6,040,000) 13,914,165 101,209,165
Sales Tax Revenue Bond
GTEC 6,125,000 570,000 5,555,000
Total Sales Tax Revenue Bond 6,125,000 570,000 5,555,000
TOTAL OUTSTANDING DEBT 304,230,000 (19,485,000) 43,528,165 322,148,165
247
FY2019 Annual Budget
This summary shows the proposed debt projects for 2019, years of obligation, and amount. It is listed as projected
due to changing needs and costs before the debt sale in the Spring of 2019.
Debt Issue by Project
Obligation
Years Amount
Projects ‐ Certificate of Obligation Bonds
Radio Replacement‐Police & Fire 5 500,000
Public Safety Vehicles ‐ Police Vehicles 6 558,500
Stormwater Street Sweeper(Fleet)8 280,000
Public Safety Vehicles ‐ Fire Vehicles 10 1,050,500
SCBA Replacement 15 290,000
Blue Hole Parking Expansion and Sidewalk 20 100,000
Downtown Parking Garage‐Downtown TIRZ 20 2,500,000
Fire Station 7 20 6,250,000
Shell Road Sidewalk 20 180,000
Downtown Parking Garage 20 2,500,000
Southeast Inner Loop‐GTEC 20 7,200,000
Downtown Parking Expansion Phase II 20 350,000
Stormwater CIP 20 950,000
Neighborhood Park Development 20 250,000
Fire Station 1 & 3 ‐ Remodel 20 30,000
Rock St Sidewalk (9th‐6th St)20 250,000
Transfer Station‐Design 20 800,000
Airport‐2018 Budget 20 500,000
VFW Parking Lot Addition 20 175,000
Projects ‐ Certificate of Obligation Bonds Total 324 24,714,000
Projects ‐ General Obligation
NB Frontage Road 20 150,000
Southeast Inner Loop 20 1,200,000
Leander Road (Norwood to SW Bypass)20 2,000,000
Southwestern Blvd 20 1,550,000
Projects ‐ General Obligation Total 80 4,900,000
Projects ‐ Revenue Bonds
Electric Radios 5 222,165
Electric CIP 20 7,642,000
Water CIP 20 6,050,000
Projects ‐ Revenue Bonds Total 45 13,914,165
Grand Total 449 43,528,165
248
FY2019 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 though 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
2009 1,175,000 ‐ ‐ 1,175,000
2010 1,365,000 ‐ ‐ 1,365,000
2010A 9,435,000 2,500,000 ‐ 11,935,000
2012 ‐ ‐ ‐ ‐
2012A ‐ ‐ ‐ ‐
2013 ‐ 5,000,000 ‐ 5,000,000
2014 4,800,000 ‐ ‐ 4,800,000
2015 4,375,000 ‐ ‐ 4,375,000
2015A 1,710,000 10,075,000 11,785,000
2016 3,000,000 10,000,000 13,000,000
2017 6,500,000 2,635,000 9,135,000
2018 3,900,000 4,000,000 16,550,000 24,450,000
Total Issued 25,050,000 22,710,000 39,260,000 87,020,000
Authorization Remaining 20,950,000 12,790,000 65,740,000 99,480,000
249
FY2019 Annual Budget
DEBT SERVICE FUND SCHEDULE
FY2017 Actual FY2018 Budget FY2018 Projected FY2019 Base FY2019
Changes FY2019 Budget
Beginning Fund Balance 1,867,189 2,032,898 1,938,926 2,417,437 ‐ 2,417,437
Revenues FY2017 Actual FY2018 Budget FY2018 Projected FY2019 Base FY2019
Changes FY2019 Budget
Property Tax 11,975,433 13,541,712 13,541,712 15,300,000 15,300,000
Transfer In 2,918,842 3,080,032 3,080,032 3,285,434 3,285,434
Interest 59,064 20,000 165,000 165,000 165,000
Other ‐ ‐ ‐
Grand Total 14,953,338 16,641,744 16,786,744 18,750,434 18,750,434
Expenses FY2017 Actual FY2018 Budget FY2018 Projected FY2019 Base FY2019
Changes FY2019 Budget
Debt Service 14,881,601 13,541,712 13,228,201 16,018,291 16,018,291
GTEC Debt Service ‐ 2,491,964 2,491,964 2,488,597 2,488,597
Rivery Debt Service ‐ 588,068 588,068 591,768 591,768
Transfer Out ‐ ‐ ‐
Grand Total 14,881,601 16,621,744 16,308,233 19,098,656 19,098,656
FY2017 Actual FY2018 Budget FY2018 Projected FY2019 Base FY2019
Changes FY2019 Budget
Ending Fund Balance 1,938,926 2,052,899 2,417,437 2,069,215 ‐ 2,069,215
CAFR Adjustment ‐ ‐ ‐ ‐ ‐ ‐
Contingency Reserve 1,832,721 1,607,882 1,607,882 1,947,110 ‐ 1,947,110
Available Fund Balance 106,205 445,016 809,555 122,106 ‐ 122,106
250
FY2019 Annual Budget
STATISTICAL
Shopping on the Square
251
FY2019 Annual Budget
STATISTICAL
Statistical Information .............................. 253
Tax Rate ................................................... 253
252
FY2019 Annual Budget
STATISTICAL INFORMATION
KEY INDICATORS
Home values in Georgetown have increased over the past five years. The average home in Georgetown is now valued
at over $279,521.
TAX RATE
The adopted rate is 42 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 revenue 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 cents would
produce $420 in property tax revenue. If in the following year, the home is now valued at $105,000, the effective
rate would be 40 cents to produce the same $420 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 43.2 cents. The FY2019
effective rate is 40.7273 and the rollback rate is 42.8038.
$0.42000 $0.40727 $0.42804
0.3
0.35
0.4
0.45
0.5
FY2019
Tax Rates
Adopted Rate Effective Rate Rollback Rate
0.19955
0.192660
0.196660
0.207160
0.207380
0.22045
0.227340
0.227340
0.226840
0.226620
$0.00 $0.10 $0.20 $0.30 $0.40 $0.50
FY2019
FY2018
FY2017
FY2016
FY2015
Components of Tax Rate
Operations & Maintenance Debt Services
$50.73 $53.73 $57.50 $63.25 $69.40
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
FY2015 FY2016 FY2017 FY2018 FY2019MillioinsGeneral Fund Budget
210,200 234,500 253,200 266,600 279,500 $100,000
$150,000
$200,000
$250,000
$300,000
FY2015 FY2016 FY2017 FY2018 FY2019
Average Residential Value
253
FY2019 Annual Budget
HISTORICAL CERTIFIED ASSESSED VALUE AND TAX RATE
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 over $3.1 billion since
FY2014. 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 Central
Texas region.
For FY2019, the Assessed Value
(AV) totals $7.8 billion. This
represents an increase of
7.27% over last year’s AV and
an increase of nearly 55%
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 FY2019,
the City’s tax rate will remain
at 42 cents per $100 in
valuation.
COMBINED TAX RATE
The total combined property
tax bill in the City of
Georgetown totals $2.29 per
100 of valuation. Based on the
average home value of
$279,521, the City of
Georgetown’s portion of the
average property tax bill totals
$1,173.99.
Fiscal Year Certified Assessed Value Tax Rate Percentage Change
FY2015 5,253,246,873 0.434 11.90%
FY2016 5,934,665,839 0.434 13.00%
FY2017 6,709,678,105 0.424 13.10%
FY2018 7,304,885,572 0.42 8.90%
FY2019 7,830,350,417 0.42 7.20%
1,173.99
1,283.00 3,938.45
Combined Tax Rate
City of Georgetown Williamson County Georgetown ISD
254
FY2019 Annual Budget
CITY PROPERTY TAX RATE COMPARISON
The City of Georgetown’s tax rate is one of the lowest in the region.
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.
$7.83 $9.46
$5.65
$13.60
$4.85
$0
$2
$4
$6
$8
$10
$12
$14
$16
BillionsAssessed Value
62,500 75,704 63,359
123,678
63,071
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Population
$419 $378
$209
$654
$541
$-
$100
$200
$300
$400
$500
$600
$700
Sales Tax per Capita
$120,379 $109,049
$83,458
$102,984
$73,852
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Assessed Valuation per Capita
$0.42 $0.42 $0.44 $0.46 $0.50 $0.52 $0.55 $0.61 $0.66 $0.75 $0.81
$0.00
$0.10
$0.20
$0.30
$0.40
$0.50
$0.60
$0.70
$0.80
$0.90
Regional Property Tax Rates
255
FY2019 Annual Budget
THIS PAGE INTENTIONALLY LEFT BLANK.
256
FY2019 Annual Budget
REFERENCE
San Gabriel Park
257
FY2019 Annual Budget
REFERENCE
Fiscal and Budgetary Policy ..................... 259
Detailed Employee Listing
FY2019 Summary of New Positions ..... 287
Detailed Employee Listing by Fund ...... 289
Contingency Reserve Requirements........ 321
FY2019 Budget Enhancements ................ 322
Utility Rates ............................................. 335
Annual Budget Adoption Ordinance ........ 339
Annual Tax Rate Ordinance ..................... 342
Boards & Commissions ............................ 344
258
FY2019 Annual Budget
Fiscal and Budgetary Policy
Adopted: September 11, 2018
I. PURPOSE
The City of Georgetown is committed to financial management through integrity, prudent stewardship, planning,
accountability, transparency 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 long-term stable and positive financial condition, and provide guidelines for the day-to-day planning and
operations of the City’s financial affairs.
Policy scope generally spans areas of accounting, 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 residents 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 finance-related legal and contractual issues in accordance with the Texas Local
Government Code and other legal mandates.
These policies will be reviewed and updated annually as part of the budget preparation process.
II. FUND STRUCTURE AND BASIS OF BUDGETING
The budgeted funds for the City of Georgetown include:
Governmental Funds: General Fund which accounts for all financial resources except those required to
be accounted for in another fund, and include basic governmental services, such
as Street Maintenance, Planning and Development, Police, Fire, Parks, as well as
Solid Waste Management.
Special Revenue Funds (SRF) account for specific revenues that are legally
restricted for specified purposes. Examples include Tourism, Parkland
Dedication, Library Donations, Animal Services Donations, and Street
Maintenance Sales Tax.
Debt Service Fund is used to account for the payment of general long-term debt
principal and interest.
259
FY2019 Annual Budget
Capital Project Funds are used to account for the acquisition or construction of
major capital facilities other than those financed by enterprise activities.
Proprietary Funds: Internal Service Funds account for goods 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.
Enterprise Funds include the City’s business like activities including all the utility
funds and the airport.
Basis of Accounting and Basis of Budgeting
The City accounts and budgets for all Governmental Funds using the modified accrual basis of accounting.
This basis means that revenue is recognized in the accounting period in which it becomes available and
measurable, while expenditures are recognized in the accounting period in which the liabilities are incurred.
Because the appropriated budget is used as the basis for control and comparison of budgeted and actual
amounts, the basis for preparing the budget is the same as the basis of accounting. Exceptions to the
modified accrual basis of accounting include:
• Encumbrances, which are treated as expenditures in the year they are encumbered, not when expended
• Grants, which are considered revenue when awarded, not received
• Principal and interest on long-term debt, which are recognized when paid.
Proprietary Funds are accounted and budgeted using the full-accrual basis of accounting. Under this method,
revenues are recognized when they are earned and measurable, while expenses are recognized when they
are incurred regardless of timing or related cash flows. The basis for preparing the budget is the same as the
basis of accounting except for principal payments on long-term debt and capital outlay which are treated as
budgeted expenses. Exceptions include:
• Depreciation which is not budgeted
• Non-budgeted accruals such as compensated absences.
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 Council-Manager 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.”
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
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role, processes and powers of the City of Georgetown.” The current comprehensive plan is the 2030 Plan
adopted in 2006.
C. Preparation – The Charter (Section 6.02) requires “a proposed budget prepared by the City Manager and
submitted to the City Council at least thirty days prior to the end of the fiscal year. The budget shall be
adopted not later than the twenty-seventh day of the last month of the fiscal year. No budget will be adopted
or appropriations made unless the total estimated revenues, income and funds available shall be equal to or
in excess of such budget or appropriations, except otherwise provided.”
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 Charter 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 non-project 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.
D. Balanced Budget – The goal of the City is to adopt and maintain a balanced operating budget using sustainable
funding sources that are expected to continue to be available in subsequent fiscal years. Excess balances in
operating funds from previous fiscal years shall remain in the fund in which they were appropriated until
either such excess balances are proposed and adopted pursuant to Section III. C. Preparation of this policy;
until they are used to reduce outstanding debt obligations of the City; or both.
The Charter (Section 6.04) requires that an operating deficit created in any fiscal year shall be paid off and
discharged during the following year. In practice, deficit has been interpreted to mean City funds as a whole.
The City Council may choose from time to time to allow individual funds to have a negative balance as long
as Operating Reserve requirements for the City as a whole are maintained.
E. 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.
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F. 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.
G. 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 from or to 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
Section III.G Budget Amendments and Section V.C.4 Use of Excess Salary Savings.
H. Budget Amendments – The Charter (Section 6.04) and the Local Government Code 102.009 and 102.010
provide a method to amend the budget for emergency appropriations and municipal purposes. The City
Council may authorize, with a majority plus one vote, 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. 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.
If needed, the City will amend the budget at year end for increased revenue and for expenditures that
exceeded budgeted amounts. The City may also amend the budget for any capital project timing adjustments
from prior year, as well as any other known adjustments needed and approved at that time.
I. 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 items such as insurance deductibles, unexpected legal expenses and equipment repairs.
J. 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:
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;
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6. to hold those funds in reserve for future commitments or contingencies that may be pending,
and/or;
7. to fund an Economic Stability Reserve of annual General Fund operating expenditures according to
Section XV, A, 2, b, Economic Stability Reserve.
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 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 Recreation 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.
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:
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1. Cost/Benefit of Incentives for Economic Development – The City will use due caution in the analysis
of any incentives that are used to encourage development. A cost/benefit (fiscal impact) analysis
will be performed as part of the evaluation.
2. Non-Recurring Revenues – One-time or non-recurring revenues should not be used to finance
current ongoing operations.
3. Sustainable Revenues – Sustainable means revenue that is consistently available year after year, and
includes revenues realized subsequent to adopted projections.
4. Property Tax Revenues – Annually, the City will forecast property tax revenue as part of the budget
process. Certified Assessed Value Reports from the Williamson Central Appraisal District are used to
forecast property tax. The City will comply with State law regarding publication notices and Truth in
Taxation requirements.
5. Interest Income – Interest earned from investments will be distributed to the funds in accordance
with the equity balance of the fund from which the monies were provided to be invested.
6. User-Based Fees and Service Charges – For services associated with a user fee or charge, the direct
or indirect costs of that service will be offset by a fee where possible. The City will review fees and
charges no less than once every five years on a rotating schedule 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 Activity 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 and conservation goals.
a. 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.
.
b. Wastewater Rates are fixed for all residential customers based on the cost of providing services.
Commercial customer rates are fixed and volumetric depending on size and specifications of
each commercial customer.
c. Electric Rates include 100% of fixed costs within the base rate, and demand rates, with all
variable costs included in the kWh rate. The Power Cost Adjustment (PCA) Factor and
Transmission Cost Adjustment (TCA) Factor are determined by comparing forecasted costs
against actual costs in a budget year, and seek to recover/credit variances within 6 to 12 months.
For reference, see Code of Ordinances 13.04.075 and 13.04.080.
d. Stormwater Drainage Fees are based on a mathematical calculation using impervious cover and
applied in compliance with State Law.
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e. Solid Waste and Environmental Services Rates are based on the wholesale cost of service and
retail incentives for conservation, plus a return to the General Fund for wear and tear of heavy
trucks on streets and for contract administration.
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:
• In-Lieu-of-Franchise-Fee. 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.
• Return on Investment. The return on investment (ROI) transfer for In-City utility customers
is currently calculated at 7% of operating revenues for all non-electric utilities. ROI for water
and sewer customers outside the City is 10% of operating revenues.
The Franchise and Return on Investment for the Electric Utility are both derived from the base
monthly charge gross revenue and kWh sold. For customers inside the City, the franchise fee is
$0.002947/kWh sold, and the Return on Investment is 7% of gross revenue of the base monthly
charge, and $0.007253/kWh sold. For customers outside the City, there is no franchise fee to
the City of Georgetown; however, those customers may be subject to franchise fees in the
jurisdiction in which they reside. Outside the City customers are charged a Return on Investment
equal to 7% of gross revenue of the base monthly charge, and $0.0102/kWh sold.
9. Revenue Monitoring – Received revenues 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.
10. Other Funding Alternatives
When at all possible, the City will research alternative funding opportunities prior to issuing debt or
increasing user-related fees.
a. Grants – All grant applications must be approved by the City Council prior to being submitted to
a granting agency. Prior to submittal to Council, departments will verify that the benefits of the
grant exceed the cost of grant administration and will also provide the required grant forms to
Finance for review in accordance with the Grant Acquisition, Management, and Compliance
Policy. Finance will review and sign the forms which provides detailed information including, but
not limited to, the term of the grant, any matching requirements, the resulting operational
requirements once the grant is discontinued, and a budget request detailing the line items to be
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effected, all of which should be included in the Council agenda item packet requesting approval
to apply. The City Council must also authorize acceptance of any grant awards received.
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.
V. EXPENDITURE MANAGEMENT
A. Appropriations – The point of budget control is at the department level budget for all funds. The Charter
(Section 6.03) provides that any transfer of appropriation between funds must be approved by the City
Council and that the City Manager, without City Council approval, is authorized to transfer appropriations
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 year-end 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 – Major Funds with Personnel Budgets will include a vacancy factor of at least 1% of
total fund salaries and related benefits (retirement, FICA, Medicare) to offset salary savings within
the budget. The vacancy factor will be budgeted as a negative expense within the fund. This factor
will be reduced throughout the year as vacant positions are recognized within the department
budget.
Compliance Status – General Fund, Electric Fund, Water Fund and Joint Services Fund FY2019 in
compliance.
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2. Benefit Payout Reserve – The City will establish a benefit payout reserve equal to 15% of the accrued
benefit liability for employees in the General and Joint Services Funds who are currently eligible to
retire. Only terminating employee benefit expenses may be paid from this reserve. This reserve shall
be funded as an offset to the vacancy factor.
Compliance Status – Benefit payout reserve FY2019 in compliance.
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:
a. Public Safety
b. Transportation
c. Housing
d. Parks & Recreation
e. Veteran Services
f. 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.
Compliance Status – FY2019 in compliance.
2. Public Art Funding – The City will annually allocate funding for Public Art on a year to year basis
depending on the availability of funds in an amount to be determined at the discretion of the City
Manager. Funding priority will be given to projects that include a matching donation, including
contributions from local organizations and sponsors. Any unspent funds will accumulate and be
reallocated in the following budget year. Disbursement of these funds will be determined by the
City Council at the recommendation of the City’s Arts & Culture Advisory Board.
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Every effort will be made to include public art funding in future City facilities whose primary purpose
is for public use. These projects will include a reasonable allowance for public art that fits the scope
and purpose of the building so long that it does not negatively impact the project cost beyond the
original budget. In the event there is cost savings in the construction of City Facilities, the City Council
may consider utilizing that savings on the purchase of public art for the facility.
E. Purchasing – The City will maintain and regularly review written Purchasing Policies. All City purchases of
goods or services will be made in accordance with the City’s Charter, current Purchasing Policy and with
State law.
The following table shows a summary of requirements for purchases of goods and services and does not
substitute the formal Purchasing Policies.
Dollar Limits: Procurements: Requirements:
$3,000 and less Under the small purchase
limit
No competitive bids and City credit
cards may be used.
$3,001
up to
$50,000
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.
$50,001
and above
In excess of the informal bid
limit
Formal solicitations, which includes
public notices, required unless
exempted. Advisory board review and
recommendation may 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 signature authority limits.
F. Contracts, Change Orders and Amendments – Contracts and related change orders and amendments must
follow the City’s Purchasing Policies and State Law.
G. Prompt Payment – In accordance with State Law, 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.
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1. The numerical assessments shall include the following:
a. The estimated change to the TMRS contribution rate that would result from the proposed
change in benefits, expressed as a percentage of employee pay and as an annual dollar
amount to the General Fund and to each City fund.
b. The estimated change to the City’s unfunded pension liability, expressed as a dollar amount.
c. The estimated change to the City’s actuarial funding ratio.
2. The description and numerical assessments must be provided to the City Council at least 72 hours
prior to consideration and approval, and must be read aloud to the Council prior to Council
consideration.
3. The estimated changes to the City’s contribution rate and the unfunded pension liability presented
pursuant to the section must be based on information provided by the TMRS actuary or by a
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 pay a higher contribution rate than required by the TMRS, to reduce the City’s
unfunded pension liability. Such payment will be approved and authorized by the City Council as part
of the City's annual budget process.
J. Retirement Cost-of-Living Adjustment
1. Within 60 days of when the TMRS annual funding update becomes available each year, staff will
review and may prepare a summary of costs and options for potential cost-of-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:
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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
90.0% and greater
0.7% of CPI
4. Adjustments made pursuant to Subsection J.3. should reflect the reciprocal effect of the prospective
change in the COLA on the funding level of the City’s pension plan.
K. 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
Competitive Employee Compensation Maintenance 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
non-public safety personnel. This merit-based 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.
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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 self-funded 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).
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. To maintain
stable revenue to this fund, and to clearly set expenditure expectations for departments, any
budgeted appropriations for employee health insurance that are unused at the end of each fiscal
year will be transferred back to the self-insurance fund.
2. Self-Insurance Reserves – 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 two
reserves.
a. Incurred but Not Reported (IBNR) Reserve: In the event the City stopped self-insuring for health
benefits and was required to pay incurred costs, the City will reserve between 5 and 10 percent
of the annual costs of claims, benefit administration and stop loss coverage.
Compliance Status – IBNR reserve FY2019 in compliance.
b. Rate Stabilization Reserve: To alleviate shocks to the City and employees due to sharp increases
in health insurance costs, the City will reserve between 10 and 20 percent of annual claims,
benefit administration and stop loss coverage. Staff and the benefits consultant will consider a
3 year forecast on premiums when determining to utilize the funds or rebuild the reserve.
Compliance Status – Rate stabilization reserve FY2019 in compliance.
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, reserves history 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 non-recurring 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. Non-spendable Fund Balance – includes inherently non-spendable 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 non-financial assets held for resale.
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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 intended 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 Finance Director will maintain a list of unfunded liabilities. The list will be included in the quarterly financial
report to Council and considered during the annual budget process.
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:
1. Freeze all new hire and vacant positions except those deemed to be a necessity.
2. Review all planned capital expenditures.
3. Delay all "non-essential" spending or equipment replacement purchases.
The City Manager shall report in a timely manner to the City Council the projected shortfall and the actions
taken to resolve it.
B. Further Action – If the actions identified in subsection A are insufficient to offset the projected revenue deficit
for the current fiscal year, the City Council may approve the following actions, in the order listed:
1. Apply unspent, unobligated surplus funds from prior fiscal years to fund one-time costs in the current
fiscal year budget.
2. Authorize the use of the General Fund Economic Stability Reserve pursuant to Section XV.A.2.b.
Economic Stability Reserve.
3. Authorize a reduction in the unobligated fund balance in the General Fund, pursuant to Section
XV.A.2.a. Base Level Reserve of this policy, from 90 to 75 days.
4. Direct other reductions in services, including workforce reductions.
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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 90-day amount required in Section
XV.A.2.a. Base Level Reserve of this policy and shall restore the General Fund Economic Stability Reserve as
required in Section XV.A.2.b 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 five-year Capital Improvement Program (CIP) schedule
as part of the operating budget adoption process. The plan is reviewed and adjusted annually as needed, and
year one is adopted as the current year capital budget. The capital budget will include all capital projects,
capital resources, and estimated operational impacts.
1. Needed capital improvements are identified through system models, repair and maintenance
records and growth demands.
2. 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.
3. Citizen involvement and participation will be solicited in formulating the capital budget through
master planning processes, board meetings, public hearings and other forums.
4. 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 approval, the following Advisory Boards will review the Capital Projects budget and
contracts for expenditures:
Georgetown Utility
Systems Advisory
Board
(GUS)
Georgetown
Transportation
Advisory Board
(GTAB)
General Government
and Finance
Advisory Board
(GGAF)
Parks
Advisory
Board
Georgetown
Transportation
Enhancement
Corporation
(GTEC)
Electric
Water
Wastewater
Streets
Stormwater
Drainage
Airport
Facilities, Fleet, IT and
Other General
Government Capital
Projects
Parks and
Recreation
Transportation
projects
related to
economic
development
B. Control – All capital project expenditures must be appropriated in the capital budget.
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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. Debt
financing is referenced in Section XIV. Debt Management of this document.
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 Maintenance — On-going maintenance and major repair costs are included as 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
repair, water line repairs and other general system maintenance.
B. Modified Approach — Pavement Condition Index (PCI) — Governmental Accounting Standards Board
Statement # 34 provides for an alternative approach to depreciation for measuring the value of infrastructure
assets and the related costs incurred to maintain their service life at a locally established minimum standard.
The City has elected to implement this modified approach in maintaining 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 uses a Pavement Management Information System to track the condition levels of each of the street
sections. The condition of the pavement is based on the following factors:
• Type of Distress
• Amount of Distress
• Severity of Distress
• Deduct Values (function of first three)
The Pavement Condition Index (PCI) is a measurement scale is based upon a condition index ranging from
zero for a failed pavement to 100 for pavement with perfect condition. The condition index is used to
classify pavement in the following conditions:
The City’s administrative policy is to achieve an average PCI level of 85. An 85 PCI is considered maintaining
the streets in a “good” condition. Staff will prepare a street maintenance budget that meets this target for
Council’s consideration during the budget process. 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 other funds for the use of existing
equipment and to purchase new equipment. In this way, suitable funds are available for the purchase of
operational assets without the issuance of debt.
PCI Rating
100 – 85 Good
85 – 45 Fair
45 – 0 Poor
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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. The targeted asset replacement
reserve amount is the average (1/5th) of the next five years on the replacement schedule fo cash-
funded vehicles.
Compliance Status – Fleet replacement reserve FY2019 in compliance.
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. 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. The targeted amount is the average (1/5th) of the next five years on the replacement schedule.
While cash funding is preferred, major IT systems and projects may require debt that is amortized
over a shorter useful life appropriate for the software or hardware.
Compliance Status – IT replacement reserve FY2019 in compliance.
3. Facilities Maintenance – The City has established an on-going maintenance program, which includes
major repairs, equipment, as well as contracts for maintaining City facilities. The City has anticipated
a useful life of such equipment and established a means of charging those costs to the various
departments in order to recognize the City’s continuing costs of maintaining its facilities.
Determination for facility repairs is based on useful life of the various elements of each facility. A
proportional cost for each element is expensed within the budget for capital replacement. The
targeted replacement reserve amount is the average (1/5th) of the next five years on the replacement
schedule.
Compliance Status – Facilities replacement reserve FY2019 not in compliance. It is estimated to take 3
years to build the replacement reserve.
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 on-going maintenance program, the City also recognizes
the need to regularly maintain and replace playgrounds, 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, well-maintained facilities for its citizens. The current funding level is an annual
$200,000 transfer from the General Fund.
Compliance Status – Parks maintenance replacement FY2019 in compliance.
2. Public Safety Equipment – As part of the City’s on-going 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:
bullet proof vests, armaments and other tactical equipment. The City’s goal is to provide level on-
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going funding to ensure proper protection for employees and residents. The current funding level is
an annual appropriation in the General Fund of $70,000 for Fire and $88,000 for Police.
Compliance Status – Public safety equipment replacement FY2019 in compliance.
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 $50,000 must 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 Charter, an independent audit of the City accounts will be
performed every year. The auditor is retained by and is accountable directly to the City Council. The auditing
firm will serve for up to 5 years, at which time, the City will re-bid these services and change 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.
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 and 2257 of the Texas Local Government Code. This policy is reviewed annually by the City Council and
applies to all financial assets held by the City and applies to all entities (component units) included in the
City’s Comprehensive Annual Financial Report (CAFR) and/or managed by the City. Refer to the separate
policy for details regarding:
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1. Statement of Cash Management Philosophy
2. Objectives
3. Safekeeping and Custody
4. Standard of Care and Reporting
5. Investment Strategies
6. Authorized Investments and Approved Broker/Dealer List.
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 met in order to be capitalized:
a. The asset owned by the City
b. 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
c. The original cost of the asset must be at least $5,000
d. The asset must be tangible.
On-going repairs and general maintenance are not capitalized. Public Education and Government
(PEG) Funds will capitalize assets in aggregate over $1,000 on an annual basis.
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
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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 long-range financial
condition.
The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of
its citizens and to allow it to fulfill its various purposes as a city. The City will seek input on major projects funded
with debt via bond elections, master planning exercises, board meetings, budget workshops, and other methods
as needed.
A Debt Condition Update report will be provided annually.
A. Usage of Debt – Long-term debt financing will be considered for non-continuous capital improvements of
which future citizens will be benefited. Alternatives for financing will be explored prior to debt issuance and
include, but not limited to:
• Grants
• Use of Reserve Funds
• Use of Current Revenues
• Contributions from developers and others
• Leases
• Impact Fees
When the City utilizes long-term financing, it will ensure that the debt is soundly financed by conservatively
projecting revenue sources that will be used to pay the debt. It will not finance the improvement over a
period greater than the useful life of the improvement and it will determine that the cost benefit of the
improvement, including interest costs, is positive to the community.
The City may utilize the benefits of short-term debt financing to 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.
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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:
a. When the project will have a significant impact on the tax rate;
b. When the project may be controversial even though it is routine in nature; or
c. 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 Contract with the Voters 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 unissued GO Bond authorization 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
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:
a. When the proposed debt will have minimal impact on future effective property tax rates;
b. 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
c. 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 during the budget development process.
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4. Self-supporting Certificates of 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 non-system capital assets. The City also issues debt on behalf of the
Georgetown Transportation Enhancement Corporation (GTEC) and the Georgetown Economic
Development Corporation (GEDCO) whom then pledge 4A and 4B sales tax revenue for the
repayment of that debt.
5. Internal borrowing between City Funds – The City Council 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 Short-term 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.
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.
1. Post issuance tax compliance rules will include records retention, arbitrage rebate, use of proceeds,
and
2. Continuing disclosure requirements under SEC Rule 15c2-12, 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 tax-exempt designations, the cost of early
redemption options and the like, will be given consideration during the structuring of long term debt
instruments. Exceptions to the 20 year average life include debt issues for major system expansions, such as
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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. Utility Debt Coverage Ratio – Refers to the number of times all utility supported debt service requirements
or payments would be covered by the current operating revenues net of on-going operating expenses of the
City’s combined utilities (Electric, Water, and Wastewater).
The City will maintain a minimum debt service coverage ratio of 1.5 times for the 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. A coverage ratio of 1.5 times will also be required for all funds issuing self-supporting
debt.
Compliance Status – Debt coverage ratio FY2019 in compliance.
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.
XV. 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, short-term loans, or one-
time sources will be avoided as budget balancing techniques. Reserves will be used only for emergencies or
non-recurring expenditures, except when balances can be reduced because their levels exceed guideline
minimums as stated below.
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1. Operating Reserves – The City will maintain reserves at a minimum of seventy-five (75) days (20.83%)
of net budgeted operating expenditures. Net budgeted operating expenditure is defined as total
budgeted expenditures less interfund transfers and charges, capital improvements, direct cost for
purchased power, debt service, non-operating special revenue funds and payments to third party
grant agents. 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 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. For asset replacement reserves, see
Section XI. Capital Maintenance and Replacement.
Compliance Status – 75 day citywide reserves FY2019 in compliance.
2. General Fund – General Fund reserves will be restricted on the balance sheet. Reserves are allocated
as follows:
a. Base Level Reserve – will equal ninety (90) days, or 25%, of current year budgeted operating
expenditures 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.
Compliance Status – General Fund 90 day Reserve FY2019 in compliance.
b. Economic Stability 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.
Compliance Status – General Fund Stability Reserve FY2019 at 2%.
3. Tourism Fund – A minimum ninety (90) days 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.
Compliance Status – Tourism Fund Reserve FY2019 in compliance.
4. Joint Services Fund – A minimum ninety (90) days of operating expenses will be reserved for
unexpected delays in revenue or emergency expenses.
Compliance Status – Joint Services Fund Reserve FY2019 partial compliance. It is estimated to take
approximately 3 years to build the reserve to 90 days.
5. Fleet Fund – A minimum ninety (90) days of operating expenses will be reserved for unexpected
delays in revenue or emergency expenses.
Compliance Status – Fleet Fund Reserve FY2019 in compliance.
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6. Facilities Fund - A minimum ninety (90) days of operating expenses will be reserved for unexpected
delays in revenue or emergency expenses.
Compliance Status – Facilities Fund Reserve FY2019 in compliance
7. Information Technology Fund - A minimum ninety (90) days of operating expenses will be reserved
for unexpected delays in revenue or emergency expenses.
Compliance Status – IT Fund Reserve FY2019 in compliance
8. Emergency Medical Services Fund - A minimum ninety (90) days of operating expenses will be
reserved for unexpected delays in revenue or emergency expenses.
Compliance Status – EMS Fund Reserve FY2019 in compliance – covered by an increase in the General
Fund 90 day contingency.
9. Water Services Fund – The Water Fund will maintain the following reserves and restrict them on the
balance sheet. 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.
a. Operations Contingency Reserve – A minimum ninety (90) days or 25% of operating expenses,
including wholesale water contracts and net of transfers, designated for unexpected or
emergency use during the fiscal year.
Compliance Status – Operating Water Fund Reserve FY2019 in compliance.
b. Non-Operating Contingency Reserve – to maintain continuity of debt payments, capital projects
and to begin recovering from a natural disaster during the lag time of revenue recovery. This
reserve will be evaluated annually as part of the budget process, considering the 5 year CIP and
future debt requirements.
Compliance Status – Non-operating Water Fund Reserve FY2019 in compliance.
10. Stormwater Drainage Fund – A minimum ninety (90) days or 25% of operating expenses, will be
reserved in 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.
Compliance Status – Stormwater Fund Reserve FY2019 in compliance.
11. Electric Fund – The Electric Fund will maintain the following reserves and restrict them on the
balance sheet:
a. Operations Contingency Reserve – A minimum ninety (90) days or 25% of operating expenses,
net of transfers and purchased power, designated for unexpected or emergency use during the
fiscal year and to be replenished in the following year’s budget.
Compliance Status – Operating Contingency reserve FY2019 in compliance.
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b. Non-Operating Contingency Reserve – to maintain continuity and begin recovery process from
a natural disaster during the lag time of revenue recovery:
• 1% of historical rate base (total assets plus accumulated depreciation)
• 1/5th of the average cash funded portion of the 5 year CIP
• At least 50% of annual debt service payment
Compliance Status – Non-operating reserve FY2019 in partial compliance. It is estimated to
take 1 year to complete this reserve after enacting the new cost of service rate structure.
c. Rate Stabilization Reserve – Up to 10% of purchased power costs will be reserved to protect
against energy market exposure and to maintain wholesale power contracts and stability until
expenses are recovered through revenue generated in the Power Cost Adjustment Factor.
Compliance Status – Rate stabilization reserve FY2019 not in compliance. It is estimated to
take 3 years to build this reserve after enacting the new cost of service rate structure.
d. Uses of Unanticipated and Unappropriated Electric Fund Balances – In the event that fund
balance in the Electric Fund exceeds recommended minimum cash as enumerated in the above
reserves, the funds may be used for the following purposes as approved by the City Council:
• Reduce the Power Cost Adjustment
• Reduce outstanding utility debt
• Fund capital projects
• Fund other one-time projects or equipment
12. Airport Fund – A contingency reserve of ninety (90) days of operating expenses will be maintained
in the fund for unforeseen or emergency expenditures. The reserve will represent all operating
expenses minus fuel costs and any transfers. Used funds should be replenished in the following year’s
budget.
Compliance Status – Airport Fund Reserve FY2019 in compliance.
For all other 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 Section III.
J. Use of Unanticipated and Unappropriated General Fund Balances.
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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 90 days of service. The Finance Director is authorized to
write-off non-collectible, non-utility 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 Comprehensive Annual Financial 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 thirty-six (36) months of receipt. Due to the long timeline of
some projects, unused cash or bond proceeds will be reserved on the fund schedule and appropriated when
needed. 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 approved for use according to the bond covenant and opinion of bond counsel.
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.
Compliance Status – Debt Fund Reserve FY2019 in compliance.
E. Investment of Reserve Funds – The reserve funds will be invested in accordance with the City’s investment
policy.
F. Ratios/Trend Analysis – Ratios and significant balances will be incorporated into both the quarterly financial
reports to the City Council for the Electric, Water and General Debt Service Funds. 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:
• Debt Ratio: Current liabilities plus long-term liabilities divided by total
assets
CL +LTL/TA AL < 0.5
• Times Coverage Ratio: Operating revenue less operating expense divided by
annual debt service
(OR-OE)/DSV AL > 1.5
The City will develop minimum/maximum levels for the above ratios/balances through analyzing of City
historical trends and future projections.
XVI. 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.
285
FY2019 Annual Budget
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.
286
FY2019 Annual Budget
FY2019 NEW POSITIONS AND POSITION CONTROL
100 - General Fund
Landscape Planner 1.000107 - Planning
Parks Maintenance Worker 1.000211 - Parks
Fire & Life Safety Inspector 1.000402 - Fire Support Services
Fire Station #7 Staffing 14.000422 - Fire Emergency Services
School Resource Officer (Wagner)1.000742 - Police Operations
Animal Control Officer 1.000744 - Animal Services
19.00100 - General Fund
520 - Fleet Services Fund
Fleet Technician 1.000320 - Vehicle Services
1.00520 - Fleet Services Fund
540 - Joint Services Fund
Business Improvement Process
Expansion (BIP)
1.000503 - BIP
Public Improvements Inspectors,
Senior
2.000526 - Engineering
3.00540 - Joint Services Fund
570 - Information Technology Fund
Convert A/V position to full time 0.500652 - IT Operations
System Administrator, Lead 1.000652 - IT Operations
287
FY2019 Annual Budget
Administrative Assistant 1.000652 - IT Operations
2.50570 - Information Technology Fund
600 - Airport
Airport Maintenance Worker -
Transition from Part-time to Full-
time
0.500636 - Airport
0.50600 - Airport
660 - Water Fund
Treatment Plant Technician 1.000529 - Water Plant
Management
Water Services Technicians 2.000553 - Water Operations
Water Services Supervisor 1.000553 - Water Operations
Water Services Supervisor -
Inspection
1.000553 - Water Operations
5.00660 - Water Fund
288
FY2019 Annual Budget
100 - General Fund
0107 - Planning FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
ASST DIR, PLANNING 0.00 1.00 1.00 1.00 0.00 1.00
COORD, HOUSING 0.00 0.00 1.00 1.00 0.00 1.00
DIR, PLANNING 1.00 1.00 1.00 1.00 0.00 1.00
LANDSCAPE PLANNER 0.00 0.00 0.00 0.00 1.00 1.00
PLANNER 2.00 3.00 3.00 3.00 0.00 3.00
PLANNER, SENIOR 2.00 1.00 1.00 1.00 0.00 1.00
PLANNING TECHNICIAN 2.00 2.00 2.00 2.00 0.00 2.00
PRINCIPAL PLANNER 2.00 2.00 2.00 2.00 0.00 2.00
0107 - Planning 10.00 11.00 12.00 12.00 1.00 13.00
0202 - Parks Admin FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
DIR, PARKS & RECREATION 1.00 1.00 1.00 1.00 0.00 1.00
SUPV, ADMINISTRATIVE 1.00 1.00 1.00 1.00 0.00 1.00
0202 - Parks Admin 2.00 2.00 2.00 2.00 0.00 2.00
0210 - Library FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
289
FY2019 Annual Budget
0210 - Library FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ACCOUNTING SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
ASST DIR, LIBRARY SERVICES 1.00 1.00 1.00 1.00 0.00 1.00
COMMUNITY OUTREACH
LIBRARIAN
1.00 1.00 1.00 1.00 0.00 1.00
COMMUNITY RESOURCES
COORDINATOR
0.00 1.00 1.00 1.00 0.00 1.00
DIR, LIBRARY SVCS 1.00 1.00 1.00 1.00 0.00 1.00
LIBRARIAN 5.00 5.00 5.00 5.00 0.00 5.00
LIBRARIAN, SENIOR 2.00 2.00 2.00 2.00 0.00 2.00
LIBRARY AIDE 0.50 0.50 0.50 0.50 0.00 0.50
LIBRARY ASSISTANT 9.00 9.00 9.00 9.00 0.00 9.00
LIBRARY ASSISTANT, SENIOR 1.00 1.00 1.00 1.00 0.00 1.00
0210 - Library 22.50 23.50 23.50 23.50 0.00 23.50
0211 - Parks FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ASST DIR, PARKS &
RECREATION
1.00 1.00 1.00 1.00 0.00 1.00
BUSINESS ANALYST 0.00 0.00 1.00 1.00 0.00 1.00
290
FY2019 Annual Budget
0211 - Parks FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
MARKETING EVENTS
SPECIALIST
0.00 1.00 0.00 0.00 0.00 0.00
MGR, PROJECT 0.00 0.00 1.00 1.00 0.00 1.00
PARKS MAINT WORK, SENIOR 6.00 6.00 5.00 5.00 0.00 5.00
PARKS MAINTENANCE
FOREMAN
2.00 2.00 2.00 2.00 0.00 2.00
PARKS MAINTENANCE WORKER 8.00 8.00 8.00 8.00 1.00 9.00
SUPT, PARKS 1.00 1.00 1.00 1.00 0.00 1.00
URBAN FORESTER 1.00 1.00 1.00 1.00 0.00 1.00
0211 - Parks 19.00 20.00 20.00 20.00 1.00 21.00
0212 - Recreation FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
AQUATIC SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
AQUATICS MAINTENANCE
WORKER
0.00 0.00 1.00 1.00 0.00 1.00
AQUATICS SUPERVISOR 1.00 1.00 1.00 1.00 0.00 1.00
COORD, CHALLENGE COURSE 0.00 0.00 1.00 1.00 0.00 1.00
COORD, YOUTH ADVENTURE
PGM
1.00 1.00 1.00 1.00 0.00 1.00
291
FY2019 Annual Budget
0212 - Recreation FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
OFFICE SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
POOL/REC MAINT SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
PRM COORD, RECREATION 2.00 2.00 2.00 2.00 0.00 2.00
RECREATION ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
RECREATION SPECIALIST 4.00 4.00 4.00 4.00 0.00 4.00
RECREATION SPECIALIST,
SENIOR
1.00 1.00 1.00 1.00 0.00 1.00
SPEC EVENTS & MARKETING
COORD
1.00 1.00 1.00 1.00 0.00 1.00
SUPT, RECREATION 1.00 1.00 1.00 1.00 0.00 1.00
SUPT, SPECIAL SERVICES 1.00 1.00 1.00 1.00 0.00 1.00
SUPV, RECREATION 2.00 2.00 2.00 2.00 0.00 2.00
0212 - Recreation 19.00 19.00 21.00 21.00 0.00 21.00
0213 - Tennis Center FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
TENNIS CENTER ASSISTANT 1.00 1.50 1.50 1.50 0.00 1.50
TENNIS CENTER SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
TENNIS PROFESSIONAL 1.00 1.00 1.00 1.00 0.00 1.00
0213 - Tennis Center 3.00 3.50 3.50 3.50 0.00 3.50
292
FY2019 Annual Budget
0214 - Rec Programs FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
COORD, CHALLENGE COURSE 1.00 1.00 0.00 0.00 0.00 0.00
RECREATION ASSISTANT 4.50 5.00 5.00 5.00 0.00 5.00
0214 - Rec Programs 5.50 6.00 5.00 5.00 0.00 5.00
0215 - Garey Park FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
COORDINATOR 0.00 0.00 1.00 1.00 0.00 1.00
MARKETING EVENTS
SPECIALIST
0.00 0.00 1.00 1.00 0.00 1.00
PARK FOREMAN 0.00 0.00 1.00 1.00 0.00 1.00
PARK MAINTENANCE WORKER 0.00 0.00 1.00 1.00 0.00 1.00
PARK MAINTENANCE WORKER,
SENIOR
0.00 0.00 1.00 1.00 0.00 1.00
PARKS AND RECREATION
ASSISTANT
0.00 0.00 1.50 1.50 0.00 1.50
PARKS AND RECREATION
SPECIALIST
0.00 0.00 1.00 1.00 0.00 1.00
0215 - Garey Park 0.00 0.00 7.50 7.50 0.00 7.50
0218 - Arts & Culture FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ARTS AND CULTUIRE
COORDINATOR
0.00 0.00 0.50 0.50 0.00 0.50
293
FY2019 Annual Budget
0218 - Arts & Culture FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
0218 - Arts & Culture 0.00 0.00 0.50 0.50 0.00 0.50
0316 - Municipal Court FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMIN, MUNICIPAL COURT 1.00 1.00 1.00 1.00 0.00 1.00
ASSOCIATE DEPUTY COURT
CLERK
2.00 2.00 2.00 2.00 0.00 2.00
DEPUTY COURT CLERK 1.00 1.00 1.00 1.00 0.00 1.00
DEPUTY COURT CLERK, SENIOR 0.00 0.00 1.00 1.00 0.00 1.00
MUNICIPAL COURT JUDGE 0.50 0.50 0.50 0.50 0.00 0.50
SUPV, MUNICIPAL COURT 1.00 1.00 1.00 1.00 0.00 1.00
0316 - Municipal Court 5.50 5.50 6.50 6.50 0.00 6.50
0402 - Fire Support
Services
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
ASSISTANT FIRE CHIEF 2.00 2.00 2.00 2.00 0.00 2.00
BATTALION CHIEF 2.00 2.00 2.00 2.00 0.00 2.00
EMERGENCY MANAGEMENT
COOR
1.00 1.00 1.00 1.00 0.00 1.00
FIRE CAPTAIN 3.00 3.00 3.00 3.00 0.00 3.00
294
FY2019 Annual Budget
0402 - Fire Support
Services
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
FIRE CHIEF 1.00 1.00 1.00 1.00 0.00 1.00
FIRE LIEUTENANT 2.00 3.00 3.00 3.00 1.00 4.00
FIRE PLANS/CODE INSPECTOR 1.00 0.00 0.00 0.00 0.00 0.00
SUPV, ADMINISTRATIVE 1.00 1.00 1.00 1.00 0.00 1.00
0402 - Fire Support Services 14.00 14.00 14.00 14.00 1.00 15.00
0422 - Fire Emergency
Services
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
BATTALION CHIEF 3.00 3.00 3.00 3.00 0.00 3.00
FIRE CAPTAIN 6.00 6.00 6.00 6.00 0.00 6.00
FIRE DRIVER 21.00 21.00 21.00 21.00 0.00 21.00
FIRE LIEUTENANT 15.00 15.00 15.00 15.00 0.00 15.00
FIREFIGHTER 39.00 42.00 42.00 42.00 14.00 56.00
MEDICAL HEALTH AND
FITNESS COORD
0.00 0.50 0.00 0.00 0.00 0.00
QUALITY IMPROVEMENT AND
COMPLIANCE COORDINATOR
0.00 0.00 0.50 0.50 -0.50 0.00
0422 - Fire Emergency Services 84.00 87.50 87.50 87.50 13.50 101.00
0533 - Solid Waste and
Recycling Services
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
295
FY2019 Annual Budget
0533 - Solid Waste and
Recycling Services
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
SOLID WASTE/RECYCLING
COOR
1.00 0.00 0.00 0.00 0.00 0.00
0533 - Solid Waste and
Recycling Services
1.00 0.00 0.00 0.00 0.00 0.00
0536 - Inspections FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ASSISTANT BUILDING OFFICIAL 0.00 1.00 1.00 1.00 0.00 1.00
BUILDING INSPECTOR 5.00 5.00 5.00 5.00 1.00 6.00
BUILDING PLANS EXAMINER 2.00 2.00 2.00 2.00 0.00 2.00
CHIEF BUILDING INSPECTOR 1.00 1.00 1.00 1.00 0.00 1.00
CHIEF BUILDING OFFICIAL 1.00 1.00 1.00 1.00 0.00 1.00
CHIEF PLANS EXAMINER 1.00 1.00 1.00 1.00 0.00 1.00
PERMIT TECHNICIAN 3.00 3.00 3.00 3.00 0.00 3.00
0536 - Inspections 13.00 14.00 14.00 14.00 1.00 15.00
0602 - Administrative
Services
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ASSISTANT TO THE CITY
MANAGER
1.00 1.00 1.00 1.00 0.00 1.00
CITY MANAGER 1.00 1.00 1.00 1.00 0.00 1.00
COORD, HOUSING 1.00 1.00 0.00 0.00 0.00 0.00
296
FY2019 Annual Budget
0602 - Administrative
Services
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
COORD, PLANNING PROJECT 1.00 1.00 1.00 1.00 0.00 1.00
EXECUTIVE ASSISTANT 2.00 2.00 2.00 2.00 0.00 2.00
MAIL COURIER 1.00 1.00 1.00 1.00 0.00 1.00
MGR, ASSISTANT CITY 2.00 2.00 2.00 2.00 0.00 2.00
MGR, CIP 1.00 1.00 1.00 1.00 0.00 1.00
0602 - Administrative Services 10.00 10.00 9.00 9.00 0.00 9.00
0635 - City Secretary FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ASSISTANT CITY SECRETARY 1.00 1.00 1.00 1.00 0.00 1.00
CITY SECRETARY 1.00 1.00 1.00 1.00 0.00 1.00
COORD, RECORDS 1.00 1.00 1.00 1.00 0.00 1.00
OFFICE SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
OPEN RECORDS SPECIALIST 0.00 0.00 1.00 1.00 0.00 1.00
RECORDS SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
0635 - City Secretary 5.00 5.00 6.00 6.00 0.00 6.00
0655 - Communications FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
INFORMATION SPECIALIST 0.00 1.00 1.00 1.00 0.00 1.00
297
FY2019 Annual Budget
0655 - Communications FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
MGR, PUBLIC
COMMUNICATIONS
1.00 1.00 1.00 1.00 0.00 1.00
MULTI-MEDIA SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
0655 - Communications 2.00 3.00 3.00 3.00 0.00 3.00
0702 - Police Admin FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ASSISTANT CHIEF OF POLICE 1.00 1.00 1.00 1.00 0.00 1.00
POLICE CHIEF 1.00 1.00 1.00 1.00 0.00 1.00
PUBLIC SAFETY INFO
SPECIALIST
1.00 1.00 1.00 1.00 0.00 1.00
SUPV, ADMINISTRATIVE 1.00 1.00 1.00 1.00 0.00 1.00
0702 - Police Admin 4.00 4.00 4.00 4.00 0.00 4.00
0742 - Police Operations FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
COORD, VICTIM SERVICES 1.00 1.00 1.00 1.00 0.00 1.00
CRIME SCENE SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
CRIMINAL INTELLIGENCE
ANALYST
1.00 1.00 1.00 1.00 0.00 1.00
EMERGENCY COMM
OPERATOR
7.00 9.00 9.00 9.00 0.00 9.00
298
FY2019 Annual Budget
0742 - Police Operations FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
EMERGENCY COMM
OPERATOR, SR
5.00 5.00 5.00 5.00 0.00 5.00
MGR, EMERGENCY
COMMUNICATIONS
1.00 1.00 1.00 1.00 0.00 1.00
PARKING ENFORCEMENT
OFFICER
0.00 0.00 1.00 1.00 0.00 1.00
POLICE CAPTAIN 2.00 2.00 2.00 2.00 0.00 2.00
POLICE LIEUTENANT 9.00 9.00 9.00 9.00 0.00 9.00
POLICE OFFICER 54.00 55.00 57.00 57.00 1.00 58.00
POLICE RECORDS SPECIALIST 2.00 2.00 2.00 2.00 0.00 2.00
POLICE SERGEANT 13.00 13.00 14.00 14.00 0.00 14.00
PROPERTY & EVIDENCE CTRL
TECH
1.00 1.00 1.00 1.00 0.00 1.00
PUB SAFETY VOLUNTEER PGM
COORD
0.50 0.50 0.50 0.50 0.00 0.50
SUPV, EMERGENCY COMM 4.00 4.00 4.00 4.00 0.00 4.00
SUPV, POLICE RECORDS 1.00 1.00 1.00 1.00 0.00 1.00
0742 - Police Operations 102.50 105.50 109.50 109.50 1.00 110.50
0744 - Animal Services FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
299
FY2019 Annual Budget
0744 - Animal Services FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ANIMAL CONTROL OFFICER 2.00 2.00 2.00 2.00 1.00 3.00
ANIMAL HEALTH TECHNICIAN 2.00 2.00 2.00 2.00 0.00 2.00
ANIMAL SHELTER TECHNICIAN 1.50 1.50 1.50 1.50 0.00 1.50
COORD, ANIMAL SVCS MKTG 2.00 2.00 2.00 2.00 0.00 2.00
MGR, ANIMAL SERVICES 1.00 1.00 1.00 1.00 0.00 1.00
SUPV, ANIMAL CARE 1.00 1.00 1.00 1.00 0.00 1.00
SUPV, ANIMAL CONTROL 1.00 1.00 1.00 1.00 0.00 1.00
0744 - Animal Services 10.50 10.50 10.50 10.50 1.00 11.50
0745 - Code
Enforcement
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
CHIEF CODE ENFORCEMENT
OFFICER
1.00 1.00 1.00 1.00 0.00 1.00
CODE ENFORCEMENT OFFICER 4.00 4.00 4.00 4.00 0.00 4.00
0745 - Code Enforcement 5.00 5.00 5.00 5.00 0.00 5.00
0802 - Public Works FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
COORD, TRANS PLANNING 1.00 1.00 1.00 1.00 0.00 1.00
PUBLIC WORKS DIRECTOR 0.00 1.00 1.00 1.00 0.00 1.00
300
FY2019 Annual Budget
0802 - Public Works FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
SOLID WASTE/RECYCLING
COOR
1.00 1.00 1.00 1.00 0.00 1.00
TRANSPORTATION ANALYST 1.00 1.00 1.00 1.00 0.00 1.00
0802 - Public Works 3.00 4.00 4.00 4.00 0.00 4.00
0846 - Streets FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
BUSINESS SYSTEMS ANALYST 0.00 0.00 1.00 1.00 0.00 1.00
HEAVY EQUIPMENT OPERATOR 3.00 3.00 3.00 3.00 0.00 3.00
LIGHT EQUIPMENT OPERATOR 9.00 9.00 9.00 9.00 0.00 9.00
MGR, TRANSPORTATION SVCS 1.00 1.00 0.00 0.00 0.00 0.00
PAVING FOREMAN 1.00 1.00 1.00 1.00 0.00 1.00
SIGN & SIGNAL FIELD
TECHNICIAN
1.00 1.00 2.00 2.00 0.00 2.00
STREETS FOREMAN 2.00 2.00 2.00 2.00 0.00 2.00
STREETS MAINTENANCE
WORKER
0.75 0.75 0.75 0.75 0.00 0.75
SUPT, STREETS & DRAINAGE 1.00 1.00 1.00 1.00 0.00 1.00
0846 - Streets 18.75 18.75 19.75 19.75 0.00 19.75
100-0448 - Fire EMS FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
301
FY2019 Annual Budget
100-0448 - Fire EMS FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
FIREFIGHTER 0.00 0.00 0.00 0.00 22.00 22.00
QUALITY IMPROVEMENT AND
COMPLIANCE COORDINATOR
0.00 0.00 0.00 0.00 1.00 1.00
100-0448 - Fire EMS 0.00 0.00 0.00 0.00 23.00 23.00
100 - General Fund 359.25 371.75 387.75 387.75 42.50 430.25
201 - Tourism Fund
0208 - CVB FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
COORD, MARKETING 1.00 1.00 1.00 1.00 0.00 1.00
COORD, VISITOR CENTER 1.00 1.00 1.00 1.00 0.00 1.00
GROUP SALES & SERVICING
COORD
1.00 1.00 1.00 1.00 0.00 1.00
MGR, TOURISM/CVB 1.00 1.00 1.00 1.00 0.00 1.00
VISITOR INFORMATION
SPECIALIST
0.50 0.50 0.50 0.50 0.00 0.50
0208 - CVB 4.50 4.50 4.50 4.50 0.00 4.50
201 - Tourism Fund 4.50 4.50 4.50 4.50 0.00 4.50
233 - Juvenile Fund
233-0316 - Juvenile Fund FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
302
FY2019 Annual Budget
233-0316 - Juvenile Fund FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
DEPUTY COURT CLERK, SENIOR 1.00 1.00 0.00 0.00 0.00 0.00
233-0316 - Juvenile Fund 1.00 1.00 0.00 0.00 0.00 0.00
233 - Juvenile Fund 1.00 1.00 0.00 0.00 0.00 0.00
244 - Paramedic
0448 - EMS FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
FIREFIGHTER 15.00 18.00 22.00 22.00 -22.00 0.00
MEDICAL HEALTH AND
FITNESS COORD
0.00 0.50 0.00 0.00 0.00 0.00
QUALITY IMPROVEMENT AND
COMPLIANCE COORDINATOR
0.00 0.00 0.50 0.50 -0.50 0.00
0448 - EMS 15.00 18.50 22.50 22.50 -22.50 0.00
244 - Paramedic 15.00 18.50 22.50 22.50 -22.50 0.00
500 - Facilities Maintenance Funds
0319 - Facilities FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
BUILDING MAINT TECHNICIAN 2.00 2.00 2.00 2.00 0.00 2.00
BUILDING MAINT TECHNICIAN,
SR
2.00 2.00 2.00 2.00 0.00 2.00
FACILITIES FOREMAN 1.00 1.00 1.00 1.00 0.00 1.00
303
FY2019 Annual Budget
0319 - Facilities FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
MGR, PROJECT 1.00 1.00 0.00 0.00 0.00 0.00
SUPT, FACILITIES 1.00 1.00 1.00 1.00 0.00 1.00
0319 - Facilities 7.00 7.00 6.00 6.00 0.00 6.00
500 - Facilities Maintenance
Funds
7.00 7.00 6.00 6.00 0.00 6.00
520 - Fleet Services Fund
0320 - Vehicle Services FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
FLEET MANAGER 1.00 1.00 1.00 1.00 0.00 1.00
MECHANIC 1.00 1.00 1.00 1.00 1.00 2.00
MECHANIC, LEAD 1.00 1.00 1.00 1.00 0.00 1.00
MECHANIC, MASTER 5.00 5.00 5.00 5.00 0.00 5.00
OFFICE SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
0320 - Vehicle Services 9.00 9.00 9.00 9.00 1.00 10.00
520 - Fleet Services Fund 9.00 9.00 9.00 9.00 1.00 10.00
540 - Joint Services Fund
0302 - Finance
Administration
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
304
FY2019 Annual Budget
0302 - Finance
Administration
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
BUDGET ANALYST 1.00 1.00 1.00 1.00 0.00 1.00
BUSINESS SYSTEMS ANALYST 0.00 0.00 1.00 1.00 0.00 1.00
DIR, FINANCE 1.00 1.00 1.00 1.00 0.00 1.00
MGR, BUDGET 1.00 1.00 1.00 1.00 0.00 1.00
TREASURER 0.00 1.00 1.00 1.00 0.00 1.00
0302 - Finance Administration 4.00 5.00 6.00 6.00 0.00 6.00
0315 - Accounting FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ACCOUNTANT 1.00 1.00 1.00 1.00 0.00 1.00
ACCOUNTANT, SENIOR 3.00 3.00 3.00 3.00 0.00 3.00
ACCOUNTING SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
ACCOUNTING SPECIALIST,
SENIOR
3.00 3.00 3.00 3.00 0.00 3.00
ASSITANT CONTROLLER 0.00 1.00 1.00 1.00 0.00 1.00
CONTROLLER 1.00 1.00 1.00 1.00 0.00 1.00
SUPV, ACCOUNTING
SPECIALIST
1.00 1.00 1.00 1.00 0.00 1.00
0315 - Accounting 10.00 11.00 11.00 11.00 0.00 11.00
305
FY2019 Annual Budget
0317 - Purchasing FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
BUYER 1.00 1.00 1.00 1.00 0.00 1.00
BUYER, SENIOR 1.00 1.00 1.00 1.00 0.00 1.00
COORD, CONTRACT 1.00 1.00 1.00 1.00 0.00 1.00
COORD, WAREHOUSE 1.00 1.00 1.00 1.00 0.00 1.00
MGR, PURCHASING 1.00 1.00 1.00 1.00 0.00 1.00
SUPV, WAREHOUSE 1.00 1.00 1.00 1.00 0.00 1.00
WAREHOUSE WORKER 2.00 2.00 2.00 2.00 0.00 2.00
0317 - Purchasing 8.00 8.00 8.00 8.00 0.00 8.00
0321 - Customer Care FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
AMI & BILLING SPECIALIST 4.00 4.00 4.00 4.00 0.00 4.00
BUSINESS ANALYST 1.00 1.00 1.00 1.00 0.00 1.00
COORD, AIRPORT BUSINESS
OPS
1.00 1.00 1.00 1.00 0.00 1.00
DEVELOPMENT ACCOUNT
SPECIALIST
3.00 3.00 3.00 3.00 0.00 3.00
DIR, CUSTOMER CARE 1.00 1.00 1.00 1.00 0.00 1.00
MGR, CUSTOMER CARE OPS 1.00 1.00 1.00 1.00 0.00 1.00
306
FY2019 Annual Budget
0321 - Customer Care FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
SUPV, UTILITY CUSTOMER SVC 3.00 3.00 3.00 3.00 0.00 3.00
UTILITY CUSTOMER SVC REP 1.00 1.00 2.00 2.00 0.00 2.00
UTILITY CUSTOMER SVC REP, SR 8.00 8.00 8.00 8.00 0.00 8.00
0321 - Customer Care 23.00 23.00 24.00 24.00 0.00 24.00
0502 - GUS
Administration
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMINISTRATIVE ASSISTANT 4.00 4.00 4.00 4.00 0.00 4.00
BUSINESS PROCESS
CONSULTANT
1.00 1.00 1.00 1.00 -1.00 0.00
EXECUTIVE ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
GENERAL MANAGER-UTILITIES 1.00 1.00 1.00 1.00 0.00 1.00
MGR, UTILITY DEP GEN 1.00 1.00 1.00 1.00 0.00 1.00
OFFICE SPECIALIST 0.00 0.00 1.00 1.00 0.00 1.00
RECORDS SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
0502 - GUS Administration 9.00 9.00 10.00 10.00 -1.00 9.00
0503 - BIP FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
BUSINESS PROCESS
CONSULTANT
0.00 0.00 0.00 0.00 1.00 1.00
307
FY2019 Annual Budget
0503 - BIP FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
BUSINIESS IMPROVEMENT
ANALYST
0.00 0.00 0.00 0.00 1.00 1.00
0503 - BIP 0.00 0.00 0.00 0.00 2.00 2.00
0526 - Engineering FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
BUILDING INSPECTOR 1.00 1.00 1.00 1.00 -1.00 0.00
CONTRACT COORDINATOR 0.00 0.00 1.00 1.00 0.00 1.00
COORD, REAL ESTATE SVCS 1.00 1.00 1.00 1.00 0.00 1.00
DIR, SYSTEMS ENGINEERING 1.00 1.00 1.00 1.00 0.00 1.00
INSPECTIONS SUPERVISOR 0.00 1.00 1.00 1.00 0.00 1.00
INSPECTOR, MASTER 1.00 1.00 1.00 1.00 0.00 1.00
MGR, CIP 1.00 1.00 1.00 1.00 0.00 1.00
MGR, PROJECT 2.00 2.00 2.00 2.00 0.00 2.00
PUB IMPROVEMNT INSP SR 1.00 1.00 1.00 1.00 2.00 3.00
PUB IMPROVEMNT INSP, SR 2.00 2.00 2.00 2.00 0.00 2.00
PUBLIC IMPROVEMENT INSP 1.00 1.00 1.00 1.00 0.00 1.00
PUBLIC IMPROVEMENT INSP,
SR
1.00 1.00 1.00 1.00 0.00 1.00
308
FY2019 Annual Budget
0526 - Engineering FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
TRANSPORTATION ENGINEER 1.00 1.00 1.00 1.00 0.00 1.00
UTILITY ENGINEER 1.00 1.00 1.00 1.00 0.00 1.00
UTILITY SYSTEMS INFO
MANAGER
1.00 1.00 1.00 1.00 0.00 1.00
WATER UTILITY ENGINEER 1.00 1.00 1.00 1.00 0.00 1.00
0526 - Engineering 16.00 17.00 18.00 18.00 1.00 19.00
0534 - Conservation FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ENERGY
AUDITOR/COORDINATOR
1.00 1.00 1.00 1.00 -1.00 0.00
MARKET DATA ANALYST 1.00 1.00 1.00 1.00 0.00 1.00
MARKET PROGRAM COORD 1.00 1.00 1.00 1.00 0.00 1.00
MARKETING &
CONSERVATION MGR
1.00 1.00 1.00 1.00 0.00 1.00
UTILITY CONSERVATION COOR 1.00 1.00 1.00 1.00 0.00 1.00
0534 - Conservation 5.00 5.00 5.00 5.00 -1.00 4.00
0547 - Engineering
Support
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
BUSINESS SYSTEMS ANALYST 1.00 1.00 2.00 2.00 0.00 2.00
COORD, SYS ENG PROJECT 1.00 1.00 0.00 0.00 0.00 0.00
309
FY2019 Annual Budget
0547 - Engineering
Support
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
GIS ANALYST 3.00 3.00 3.00 3.00 0.00 3.00
SUPV, GIS 0.00 0.00 1.00 1.00 0.00 1.00
SUPV, SYSTEMS ENGINEERING 1.00 1.00 0.00 0.00 0.00 0.00
SYSTEMS ENGINEERING
ASSOCIATE
4.00 4.00 4.00 4.00 0.00 4.00
0547 - Engineering Support 10.00 10.00 10.00 10.00 0.00 10.00
0637 - Economic
Development
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
ECONOMIC DEVELOPMENT
DIRECTOR
1.00 1.00 1.00 1.00 0.00 1.00
MGR, ECO DEVELOPMENT PGM 1.00 1.00 1.00 1.00 0.00 1.00
MGR, MAIN STREET 0.00 0.00 1.00 1.00 0.00 1.00
0637 - Economic Development 3.00 3.00 4.00 4.00 0.00 4.00
0639 - Human Resources FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMIN, BENEFIT& WELLNSS
PGM
1.00 1.00 1.00 1.00 0.00 1.00
ASST DIR, HUMAN RESOURCES 1.00 1.00 1.00 1.00 0.00 1.00
BUSINESS SYSTEMS ANALYST 0.00 0.00 1.00 1.00 0.00 1.00
310
FY2019 Annual Budget
0639 - Human Resources FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
DIR, HUMAN RESOURCES 1.00 1.00 1.00 1.00 0.00 1.00
HR GENERALIST, LEAD 1.00 1.00 1.00 1.00 0.00 1.00
HUMAN RESOURCES
GENERALIST
2.00 2.00 1.00 1.00 0.00 1.00
HUMAN RESOURCES
SPECIALIST
1.00 1.00 2.00 2.00 0.00 2.00
0639 - Human Resources 7.00 7.00 8.00 8.00 0.00 8.00
0653 - Main Street FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
MGR, MAIN STREET 1.00 1.00 0.00 0.00 0.00 0.00
0653 - Main Street 1.00 1.00 0.00 0.00 0.00 0.00
0654 - Legal FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ASSISTANT CITY ATTORNEY 1.00 1.00 1.00 1.00 0.00 1.00
CITY ATTORNEY 1.00 1.00 1.00 1.00 0.00 1.00
EXECUTIVE ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
FIRST ASST CITY ATTORNEY 1.00 1.00 1.00 1.00 0.00 1.00
LEGAL ASSISTANT 1.00 1.00 1.00 1.00 0.00 1.00
0654 - Legal 5.00 5.00 5.00 5.00 0.00 5.00
311
FY2019 Annual Budget
540 - Joint Services Fund 101.00 104.00 109.00 109.00 1.00 110.00
570 - Information Technology Fund
0652 - IT Operating FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ADMIN, NETWORK 2.00 2.00 2.00 2.00 0.00 2.00
ADMIN, SYSTEMS 2.00 2.00 1.00 1.00 0.00 1.00
ADMIN, SYSTEMS SENIOR 0.00 0.00 1.00 1.00 0.00 1.00
ADMINISTRATIVE ASSISTANT 0.00 0.00 0.00 0.00 1.00 1.00
DIR, ASST IT 1.00 1.00 1.00 1.00 0.00 1.00
DIR, IT 1.00 1.00 1.00 1.00 0.00 1.00
EMAIL ADMINISTRATOR 1.00 1.00 1.00 1.00 0.00 1.00
ENTERPRISE ARCHITECT 1.00 1.00 1.00 1.00 0.00 1.00
IT SUPPORT SPECIALIST 2.00 2.50 2.50 2.50 0.50 3.00
MGR, IT OPERATIONS 1.00 1.00 1.00 1.00 0.00 1.00
MGR, IT OPREATIONS 1.00 1.00 1.00 1.00 0.00 1.00
SUPV, IT 1.00 1.00 1.00 1.00 0.00 1.00
SYSTEM ADMINISTRATOR, LEAD 0.00 0.00 0.00 0.00 1.00 1.00
SYSTEMS ANALYST 2.00 3.00 3.00 3.00 0.00 3.00
312
FY2019 Annual Budget
0652 - IT Operating FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
SYSTEMS ANALYST, SENIOR 2.00 4.00 5.00 5.00 0.00 5.00
WEB DEVELOPER 1.00 1.00 1.00 1.00 0.00 1.00
0652 - IT Operating 18.00 21.50 22.50 22.50 2.50 25.00
570 - Information Technology
Fund
18.00 21.50 22.50 22.50 2.50 25.00
600 - Airport Fund
0636 - Airport FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
AIRPORT ATTENDANT 2.00 2.00 2.00 2.00 0.00 2.00
AIRPORT MAINTENANCE
WORKER
0.50 1.50 1.50 1.50 0.50 2.00
COORD, AIRPORT MAINT 1.00 1.00 1.00 1.00 0.00 1.00
MGR, AIRPORT 1.00 1.00 1.00 1.00 0.00 1.00
0636 - Airport 4.50 5.50 5.50 5.50 0.50 6.00
600 - Airport Fund 4.50 5.50 5.50 5.50 0.50 6.00
610 - Electric Fund
0521 - SCADA FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
FIBER INFRASTRUCTURE TECH 0.00 0.00 1.00 1.00 0.00 1.00
313
FY2019 Annual Budget
0521 - SCADA FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
SCADA / I & C TECHNICIAN, I 0.00 0.00 2.00 2.00 0.00 2.00
SCADA TECHNICIAN, II 1.00 1.00 0.00 0.00 0.00 0.00
SCADA TECHNICIAN, SR 2.00 2.00 1.00 1.00 0.00 1.00
SUPV, SCADA 1.00 1.00 1.00 1.00 0.00 1.00
0521 - SCADA 4.00 4.00 5.00 5.00 0.00 5.00
0522 - Electric
Administration
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
DIR, UTILITY 0.50 0.50 0.00 0.00 0.00 0.00
SAFETY & TRAINING SPECIALIST 1.00 1.00 0.00 0.00 0.00 0.00
SUPV, SAFETY & TRAINING 1.00 1.00 0.00 0.00 0.00 0.00
0522 - Electric Administration 2.50 2.50 0.00 0.00 0.00 0.00
0524 - Metering FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
FIBER INFRASTRUCTURE TECH 0.00 1.00 0.00 0.00 0.00 0.00
FIELD COLLECTION REP 1.00 1.00 1.00 1.00 0.00 1.00
FIELD CUSTOMER SERVICE
TECH
2.00 2.00 0.00 0.00 0.00 0.00
METERING TECHNICIAN 2.00 2.00 6.00 6.00 0.00 6.00
314
FY2019 Annual Budget
0524 - Metering FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
METERING TECHNICIAN,
SENIOR
2.00 2.00 2.00 2.00 0.00 2.00
METERING TECHNICIAN, SR 1.00 1.00 1.00 1.00 0.00 1.00
MGR, TECHNICAL SERVICES 1.00 1.00 1.00 1.00 0.00 1.00
SUPV, METER SERVICES 1.00 1.00 1.00 1.00 0.00 1.00
WATER SERVICES TECH,
TRAINEE
1.00 1.00 0.00 0.00 0.00 0.00
0524 - Metering 11.00 12.00 12.00 12.00 0.00 12.00
0525 - T&D Operations FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
ELEC JOURNEY LINEMAN
CREW LD
4.00 4.00 4.00 4.00 0.00 4.00
ELEC PLANNER SCHEDULER 3.00 3.00 3.00 3.00 0.00 3.00
ELECTRIC APPRENTICE
LINEMAN
1.00 1.00 1.00 1.00 0.00 1.00
ELECTRIC APPRENTICE
LINEMAN
4.00 4.00 4.00 4.00 0.00 4.00
ELECTRIC JOURNEYMAN
LINEMAN
4.00 4.00 4.00 4.00 0.00 4.00
ELECTRIC LINEMAN 7.00 7.00 7.00 7.00 0.00 7.00
ELECTRIC LINEMAN
APPRENTICE
1.00 1.00 1.00 1.00 0.00 1.00
315
FY2019 Annual Budget
0525 - T&D Operations FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
MGR, ELECTRIC OPERATIONS 1.00 1.00 1.00 1.00 0.00 1.00
SUBSTATION I & C TECHNICIAN 1.00 1.00 1.00 1.00 0.00 1.00
SUBSTATION I & C TECHNICIAN 1.00 1.00 1.00 1.00 0.00 1.00
SUBSTATION TECHNICIAN 2.00 2.00 2.00 2.00 0.00 2.00
SUPV, ELEC OPERATIONS 4.00 4.00 4.00 4.00 0.00 4.00
0525 - T&D Operations 33.00 33.00 33.00 33.00 0.00 33.00
0537 - Resource
Management
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
MGR, RESOURCE PLAN & INTEG 1.00 1.00 1.00 1.00 0.00 1.00
UTILITIES ANALYST 1.00 2.00 2.00 2.00 0.00 2.00
0537 - Resource Management 2.00 3.00 3.00 3.00 0.00 3.00
0555 - System
Operations
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
DIR, UTILITY 0.00 0.00 0.50 0.50 0.00 0.50
SAFETY & TRAINING SPECIALIST 0.00 1.00 2.00 2.00 0.00 2.00
SUPV, CONTROL CENTER 3.00 3.00 3.00 3.00 0.00 3.00
SUPV, SAFETY & TRAINING 0.00 0.00 1.00 1.00 0.00 1.00
UTILITY SYSTEM OPERATOR 6.00 6.00 6.00 6.00 0.00 6.00
316
FY2019 Annual Budget
0555 - System
Operations
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
UTILITY SYSTEMS LOCATOR 3.00 3.00 3.00 3.00 0.00 3.00
UTILITY SYSTEMS OPERATOR 1.00 1.00 1.00 1.00 0.00 1.00
0555 - System Operations 13.00 14.00 16.50 16.50 0.00 16.50
0557 - Electrical
Engineering
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
COORD, ASSOC ELECTRIC PROJ 1.00 1.00 1.00 1.00 0.00 1.00
COORD, ELECTRIC PROJ 4.00 4.00 4.00 4.00 0.00 4.00
ELECTRIC SERVICE DELIVERY
SUP
1.00 1.00 1.00 1.00 0.00 1.00
MGR, ELECTRIC ENGINEERING 1.00 1.00 1.00 1.00 0.00 1.00
0557 - Electrical Engineering 7.00 7.00 7.00 7.00 0.00 7.00
610 - Electric Fund 72.50 75.50 76.50 76.50 0.00 76.50
640 - Stormwater Fund
0845 - Stormwater FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
CREWMAN I 0.50 0.50 0.50 0.50 0.00 0.50
DRAINAGE FOREMAN 1.00 1.00 1.00 1.00 0.00 1.00
HEAVY EQUIPMENT OPERATOR 1.00 1.00 1.00 1.00 0.00 1.00
317
FY2019 Annual Budget
0845 - Stormwater FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
LIGHT EQUIPMENT OPERATOR 5.00 5.00 5.00 5.00 0.00 5.00
SIGN & SIGNAL FIELD
TECHNICIAN
1.00 1.00 0.00 0.00 0.00 0.00
STORMWATER SUPV, MS4 1.00 1.00 1.00 1.00 0.00 1.00
0845 - Stormwater 9.50 9.50 8.50 8.50 0.00 8.50
640 - Stormwater Fund 9.50 9.50 8.50 8.50 0.00 8.50
660 - Water Fund
0527 - Water
Administration
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
DIR, UTILITY 0.50 0.50 0.50 0.50 0.00 0.50
0527 - Water Administration 0.50 0.50 0.50 0.50 0.00 0.50
0529 - Water Plant
Management
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
PLANT OPERATIONS
SUPERVISOR
1.00 1.00 1.00 1.00 0.00 1.00
PLANT OPERATIONS TECH 1.00 1.00 1.00 1.00 0.00 1.00
PLANT OPERATIONS TECH, SR 3.00 3.00 3.00 3.00 0.00 3.00
PLANT OPERATIONS
TECHNICIAN
2.00 2.00 2.00 2.00 1.00 3.00
SUPT, PLANT OPERATIONS 1.00 1.00 1.00 1.00 0.00 1.00
318
FY2019 Annual Budget
0529 - Water Plant
Management
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
0529 - Water Plant
Management
8.00 8.00 8.00 8.00 1.00 9.00
0531 - Wastewater
Plant Management
FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
PLANT OPERATIONS
SUPERVISOR
1.00 1.00 1.00 1.00 0.00 1.00
PLANT OPERATIONS TECH, SR 4.00 4.00 4.00 4.00 0.00 4.00
PLANT OPERATIONS TECH,
TRAINEE
1.00 1.00 1.00 1.00 0.00 1.00
PLANT OPERATIONS
TECHNICIAN
1.00 1.00 1.00 1.00 0.00 1.00
0531 - Wastewater Plant
Management
7.00 7.00 7.00 7.00 0.00 7.00
0553 - Water Operations FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
MGR, WATER SERVICES 1.00 1.00 1.00 1.00 0.00 1.00
SAFETY & TRAINING SPECIALIST 1.00 0.00 0.00 0.00 0.00 0.00
SUPV, WATER SERVICES 5.00 5.00 5.00 5.00 1.00 6.00
SUPV, WATER SERVICES
INSPECTION
0.00 0.00 0.00 0.00 1.00 1.00
WATER SERVICES TECH,
TRAINEE
13.00 13.00 15.00 15.00 0.00 15.00
319
FY2019 Annual Budget
0553 - Water Operations FY2016 FY2017 FY2018 FY2019
Base
FY2019
Changes
FY2019
Budget
WATER SERVICES TECHNICIAN 13.00 13.00 13.00 13.00 2.00 15.00
WATER SERVICES TECHNICIAN,
SR
7.00 7.00 7.00 7.00 0.00 7.00
WATER SVCS TECH SPECIALIST 2.00 2.00 2.00 2.00 0.00 2.00
0553 - Water Operations 42.00 41.00 43.00 43.00 4.00 47.00
660 - Water Fund 57.50 56.50 58.50 58.50 5.00 63.50
658.75 684.25 710.25 710.25 30.00 740.25Total:
320
FY2019 Annual Budget
Contingency Reserve Requirement Worksheet
These pages provide a listing of the City’s Contingency Reserve Requirements per Section XII.B of the Fiscal and
Budgetary Policy.
MAJOR OPERATING FUNDS
A priority in the development of the FY2019 budget was establishing a 90‐day operating contingency for all major
funds. The chart below shows the funds that currently meet or exceed the 90‐day operating budget requirement.
CITYWIDE CONTINGENCY
The Citywide contingency reserve requirement is 75 days of operating expenses. Only the General, Stormwater
Drainage, Water Services, Airport, 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.
FY2019 Total
Expenditures
Non‐Operating
Expenditures
Total Operating
Expenditures
75 Day
Compliance
Citywide
Reserves
Contingency
Requirement
Over/Under
354,249,259 (235,472,234) 118,777,025 24,406,281 24,659,989 253,708
General
Fund Water Fund Electric Fund CVB Fund Fleet Fund
Facilities
Fund IT Fund Airport Fund
Stormwater
Fund
Total Expenditures 69,396,190 76,321,635 82,184,177 1,292,582 6,172,042 3,527,893 6,956,569 3,817,214 4,685,487
Capital 2,501,274 33,968,670 8,154,165 ‐ 4,368,197 2,644,007 4,396,261 190,000 2,605,845
Debt Service ‐ 6,355,111 4,576,495
Fuel ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,400,000 ‐
General Government Contracts 858,245 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Interfund Charges 17,646,301 4,972,768 8,384,589 82,277 102,980 ‐ 368,417 245,655 181,468
One Time 376,625 ‐ 10,100 88,700 ‐ 20,000 ‐ ‐ ‐
Purchased Power ‐ ‐ 44,500,000 ‐ ‐ ‐ ‐ ‐ ‐
Solid Waste 7,902,414 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Street Maintenance 478,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Transfer Out 346,000 615,787 ‐ 21,783 3,000 ‐ ‐ ‐ ‐
Grand Total 30,109,359 45,912,336 65,625,349 192,760 4,474,177 2,664,007 4,764,678 2,835,655 2,787,313
Net Expenditures 39,286,831 30,409,299 16,558,828 1,099,822 1,697,865 863,886 2,191,891 981,559 1,898,174
90 Days Requirement 9,687,164 7,498,183 4,082,999 271,189 418,652 213,013 540,466 242,028 468,043
Reserve in Fund 9,750,000 7,498,183 4,082,999 271,189 479,322 213,013 543,744 264,442 578,286
Over/(Under) 90 Compliance 62,836 ‐ ‐ ‐ 60,670 ‐ 3,278 22,414 110,243
90 Day Operating Contingency
321
FY2019 Annual Budget
APPROVED FY2019 BUDGET ENHANCEMENTS
These pages provide a listing of all Service Level Improvements and Program Requests that have been approved
in the FY2019 Annual Budget. All approved requests are listed by Funding Source and Departments.
100 - General Fund
Department Description FTE Total
Annexation $127,5000.000107 - Planning
Landscape Planner $76,2261.000107 - Planning
Books - Library Materials $20,0000.000210 - Library
Landscape Maintenance Contract $20,0000.000211 - Parks
Parks Maintenance Worker $51,0711.000211 - Parks
San Gabriel River Algea Maintenance $12,0000.000211 - Parks
Fire & Life Safety Inspector $148,4701.000402 - Fire Support
Services
Fire Station #7 Staffing $715,83214.000422 - Fire Emergency
Services
Election Expense $50,0000.000635 - City Secretary
Laserfiche Licenses $10,0000.000635 - City Secretary
Records Preservation - 2018 Budget $32,0000.000635 - City Secretary
Records Preservation - Historic - New $28,0000.000635 - City Secretary
Boards & Commissions Software $11,3000.000635 - City Secretary
GTV cable channel operations $15,0000.000655 - Public
Communications
Forensics Upgrade $6,3950.000742 - Police
Operations
Investigative Supplies Line Item
Increase
$5,0000.000742 - Police
Operations
322
FY2019 Annual Budget
100 - General Fund
Department Description FTE Total
Williamson County Children's
Advocacy Center
$5,0000.000742 - Police
Operations
School Resource Officer (Wagner)$172,5971.000742 - Police
Operations
Contract Increases $8,9670.000742 - Police
Operations
Animal Control Officer $116,4411.000744 - Animal Services
1/4 Cent Sales Tax Election Program $00.000802 - Public Works
Neighborhood Traffic Management $20,0000.000802 - Public Works
19.00 $1,651,799100 - General Fund
323
FY2019 Annual Budget
201 - Tourism
Department Description FTE Total
Red Poppy Festival 20th Anniversary $30,0000.000208 - CVB
Red Poppy Festival Economic Impact
Study
$8,7000.000208 - CVB
CVB Tourism Strategic Plan $50,0000.000208 - CVB
Special Event Traffic Contol $25,0000.000208 - CVB
0.00 $113,700201 - Tourism
324
FY2019 Annual Budget
203 - Street Maintenance Tax
Department Description FTE Total
10 Ton Asphalt Roller $152,0000.00203-0846 - Street
Maintenance
12 yard construction dump truck $137,0000.00203-0846 - Street
Maintenance
Backhoe Thumb Attachment $7,8000.00203-0846 - Street
Maintenance
Backhoe Tilt Bucket $9,0000.00203-0846 - Street
Maintenance
0.00 $305,800203 - Street Maintenance Tax
325
FY2019 Annual Budget
293 - Downtown TIRZ
Department Description FTE Total
Library - Arts and Outdoor Program
Space
$30,0000.000602 - Downtown TIRZ
0.00 $30,000293 - Downtown TIRZ
326
FY2019 Annual Budget
520 - Fleet Services Fund
Department Description FTE Total
Fleet Technician $76,1731.000320 - Vehicle Services
1.00 $76,173520 - Fleet Services Fund
327
FY2019 Annual Budget
540 - Joint Services Fund
Department Description FTE Total
Customer Information System
Contract
$511,2500.000321 - Customer Care
Business Improvement Process
Expansion (BIP)
$155,3321.000503 - BIP
Public Improvements Inspectors,
Senior
$234,2382.000526 - Engineering
Transportation Impact Fees $150,0000.000526 - Engineering
Inspection Computers $20,0000.000526 - Engineering
ESRI (GIS) services support contract
increase
$22,0000.000547 - Engineering
Support
GIS Mapping Support - Electric Model $15,0000.000547 - Engineering
Support
Infor EAM user licensing increase $37,0000.000547 - Engineering
Support
CRM Software $2,0000.000637 - Economic
Development
Young Professionals Group
Sponsorships
$2,0000.000637 - Economic
Development
Twelve@12 Lunches $4,0000.000637 - Economic
Development
Special Services Increase $5,0000.000637 - Economic
Development
Graphic Design $5,0000.000637 - Economic
Development
Commercial Broker Events $2,6000.000637 - Economic
Development
Business Retention Program
Enhancement
$2,0000.000637 - Economic
Development
328
FY2019 Annual Budget
540 - Joint Services Fund
Department Description FTE Total
Potential Prospect Recruitment Trips $4,0000.000637 - Economic
Development
Fire Station 7 Hiring Expenses - Pre-
employment physicals, polygraphs,
psychological exams, and drug
screens.
$16,0000.000640 - City Wide HR
TML Insurance & Claims Trend $47,0000.00540-0638 - Insurance
& Legal
3.00 $1,234,420540 - Joint Services Fund
329
FY2019 Annual Budget
570 - Information Technology Fund
Department Description FTE Total
Administrative Assistant $64,0951.000652 - IT Operations
Vehicle for Public Safety IT staff $31,0370.000652 - IT Operations
System Administrator, Lead $113,3871.000652 - IT Operations
Convert A/V position to full time $41,1280.500652 - IT Operations
On-call stipends for Public Safety IT
staff
$6,4000.000652 - IT Operations
2.50 $256,047570 - Information Technology Fund
330
FY2019 Annual Budget
600 - Airport
Department Description FTE Total
Airport Maintenance Worker -
Transition from Part-time to Full-time
$33,6620.500636 - Airport
0.50 $33,662600 - Airport
331
FY2019 Annual Budget
610 - Electric
Department Description FTE Total
Pressure Digger $438,5500.000525 - T&D Operations
0.00 $438,550610 - Electric
332
FY2019 Annual Budget
640 - Stormwater Fund
Department Description FTE Total
Bat Wing Mower with Tractor $78,3000.000845 - Stormwater
0.00 $78,300640 - Stormwater Fund
333
FY2019 Annual Budget
660 - Water Fund
Department Description FTE Total
System Maintenance Increase $135,0000.000528 - Water
Distribution
Valve Machine Purchase $84,1000.000528 - Water
Distribution
Treatment Plant Technician $108,7321.000529 - Water Plant
Management
Treatment Plant Upgrade - Park
Water Treatment Plant Controls
$210,0000.000529 - Water Plant
Management
Inspection Camera Purchase $91,9500.000530 - Wastewater
Distribution
System Maint Increase $20,0000.000530 - Wastewater
Distribution
System Maintenance Increase $10,0000.000532 - Irrigation
Operations
Water Services Technicians $213,1772.000553 - Water
Operations
Water Services Supervisor $130,9511.000553 - Water
Operations
Water Services Supervisor - Inspection $130,9011.000553 - Water
Operations
5.00 $1,134,810660 - Water Fund
334
FY2019 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
ELECTRIC RATES – EFFECTIVE 1/1/2019
Utility Deposit
Requirements and
Service Charges 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 10/1/2018
(effective on billings after 1/1/2019)
Power Cost
Adjustment
Customer
Charge
Energy
Charge
Minimum
Bill Discount
Unit per kWh per month per kWh dollars
Energy Conservation $0.20
Residential Services $0.0040 $24.80 0.09580 $24.80 $6 credit against base meter charge
Net Metering Service $0.0040 $24.80 0.09580 $0.0939 per kWh
Small General Service $0.0040 $50.00 0.09020 $50.00
School Services $0.0040 $200.00 0.11500 $200.00
Municipal Wastewater &
Water Pumping Service $0.0040 $195.00 0.04504 $195.00
Municipal Services $0.0040 $132.00 0.07000 $132.00
Demand Charge: $19.58 per kW
Large General Services $0.0040 $175.00 0.06543 $725.00
Demand Charge: $11.00 per kW, but not less than $550.00 per month
Industrial Services $0.0040 $350.00 0.05648 $8,350.00
Demand Charge: $16.00 per kW, but not less than $8,000.00 per month
Large Industrial Services $0.0040 $510.00 0.05317 $39,010.00
Demand Charge: $19.25 per kW, but not less than $38,500 per month
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%
335
FY2019 Annual Budget
Water Rates
( e f f e c t i v e 1/ 1/ 2 0 19 )
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 $153.50 $183.50
3 inch meter $368.00 $440.00
4 inch meter $644.00 $770.00
6 in meter $1,410.00 $1,686.00
8 inch meter $2,450.00 $2,929.50
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 Size Rate 1Rate 2Tier
Small Commercial <2"$2.40 $6.50 Tier 2 @ 300,001
Large Commercial 2"$2.40 $6.50 Tier 2 @ 600,001
Large Commercial 3"$2.40 $6.50 Tier 2 @ 900,001
Large Commercial 4"$2.40 $6.50 Tier 2 @ 4,000,001
Large Commercial 6"$2.40 $6.50 Tier 2 @ 6,000,001
Large Commercial 8"$2.40 $6.50 Tier 2 @ 8,000,001
Manufacturing 8"$2.40
Municipal Interruptible $2.40
Restaurant $2.40
Evaporative Cooling $2.40
Fire Flow $2.40
Irrigation Only $4.00 $8.50 Tier 2 @ 500,001
Non‐Potable Water Rates Base Rate
NPI $0.00 $1.25 / kgal
Fire Hydrant Meter/Bulk Rate Base Rate Deposit
Hydrant Meter/Bulk Water Based on Meter size $8.50 / kgal $150.00
WATER RATES – EFFECTIVE 1/1/2019
336
FY2019 Annual Budget
WASTEWATER RATES – EFFECTIVE 1/1/2019
Wastewater Rates
( e f f e c t i v e 1/ 1/ 2 0 19 )
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 $32.00 ‐$6.40
Outside City Limits $36.75 ‐$7.35
Commercial: line six inches or smaller
Inside City Limits $48.40 $2.75
Outside City Limits $55.65 $3.15
Large Commercial: line eight inches or smaller
Inside City Limits $85.95 $2.75
Outside City Limits $98.95 $3.15
High Strength Commercial: restaurant, bakery, deli or other location where wastewater
effluent BOD exceeds 250 mg/l (250 parts per million)
Inside City Limits $48.40 $4.50
Outside City Limits $55.65 $5.20
Multifamily: apartment complexes, condominiums, residential housing with more than two
individual dwelling units per water meter
Inside City Limits $114.95 $2.75
Outside City Limits $132.20 $3.15
337
FY2019 Annual Budget
SOLID WASTE DISPOSAL RATES – EFFECTIVE 11/1/2017
All customers inside city limits must pay solid waste. Customers outside city limits have the option to select City
garbage pickup.
Sales Tax on Solid Waste Service Residential and Commercial
Inside City Limits: 8.25%
Outside City Limits: 6.25%
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.
STORMWATER DRAINAGE RATES – EFFECTIVE 10/1/2015
All residential customers inside city limits must pay a monthly charge of $6.50. Non‐Residential customers inside
city limits must pay $6.50 per unit (2,808 square feet) which is calculated on the total square footage of impervious
cover on the property.
Residential Solid Waste Svcs
Inside
City Limits
Outside
City Limits
Trash Service $18.80 $26.40
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 $9.00
Additional Yard Trimmings ‐ sticker $5.00
Additional Bulky Waste Collection ‐ $ each $28.00
Oversized Bulky Waste Collection ‐ per CY $28.00
Cart Size Change 1st Cart Exchange No charge
2nd & Subsequent $34.00
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 $45.00 each appliance
Disposal of Dead animals (under 100 lbs)$60.00 each
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)
338
FY2019 Annual Budget
339
FY2019 Annual Budget
340
FY2019 Annual Budget
341
FY2019 Annual Budget
342
FY2019 Annual Budget
343
FY2019 Annual Budget
BOARDS AND COMMISSIONS
ADVISORY BOARDS
AMERICANS WITH DISABILITIES ACCESSIBILITY ADVISORY BOARD: Makes recommendations to the City Council regarding accessibility
and other issues of concern to persons with disabilities.
ANIMAL SHELTER ADVISORY BOARD: Ensures that the City of Georgetown Animal Shelter complies with all City and State laws
governing its operation.
ARTS & CULTURE BOARD: 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.
CONVENTION AND VISITORS BUREAU ADVISORY BOARD: Established to advise the City Council in establishing policy regarding
financial resources intended to encourage tourism in the Georgetown community.
GENERAL GOVERNMENT & FINANCE ADVISORY BOARD (GGAF): Established to review and analyze the general government and
finance activities of the City.
GEORGETOWN ECONOMIC DEVELOPMENT CORPORATION (GEDCO): Considers requests and grants economic development funds as
authorized and defined by the Internal Revenue Code of 1986, Section 4A, leading to the creation or retention of
primary jobs and/or provision of significant capital investment which benefits the community of Georgetown.
GEORGETOWN TRANSPORTATION ADVISORY BOARD (GTAB): The purpose and goals of the Board are to assist in the development of
a continuing, comprehensive, multi-modal transportation planning process.
GEORGETOWN TRANSPORTATION ENHANCEMENT CORPORATION (GTEC): The purpose of this Corporation is to promote economic and
community development within the City and the State of Texas through the payment of costs for streets, roads,
drainage, and other related transportation system improvements, including the payment of maintenance and
operating expenses associated with such authorized projects.
GEORGETOWN UTILITY SYSTEMS ADVISORY BOARD (GUS): Makes recommendations to the City Council regarding staff presentations
related to capital improvement projects and priorities, utility services, resource supplies and other Council-assigned
projects.
GEORGETOWN VILLAGE PUBLIC IMPROVEMENT DISTRICT ADVISORY BOARD: The purpose of the Board is to advise City Council on issues
facing the Georgetown Village Public Improvement District.
HOUSING ADVISORY BOARD: 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.
LIBRARY ADVISORY BOARD: Makes recommendations regarding the development of the book collection, programming, and
other services provided by the Georgetown Public Library.
MAIN STREET ADVISORY BOARD: 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.
PARKS & RECREATION ADVISORY BOARD: 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.
STRATEGIC PARTNERSHIPS FOR COMMUNITY SERVICES ADVISORY BOARD: 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.
UNIFIED DEVELOPMENT CODE ADVISORY COMMITTEE: Board shall make recommendations and advise the Planning & Zoning
Commission and the City Council on the proposed amendments to the UDC.
YOUTH ADVISORY BOARD: 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.
ZONING BOARD OF ADJUSTMENT: Established to hear and grant requests for Variances from the zoning standards of the Unified
Development Code (UDC).
344
FY2019 Annual Budget
COMMISSIONS
BUILDING STANDARDS COMMISSION: Hears appeals and renders decisions on rulings by City building inspectors or officials in
regard to code interpretation, enforcement, and substandard housing or structures within the City.
CIVIL SERVICE COMMISSION: 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.
ETHICS COMMISSION: 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.
GEORGETOWN COMMISSION ON AGING: Advise the City Council on the needs and status of seniors in the entire City,
recommending ways in which those needs may be met.
GEORGETOWN HOUSING AUTHORITY: Establishes policy and reviews operations of subsidized housing for the Georgetown
Housing Authority.
HISTORICAL & ARCHITECTURAL REVIEW COMMISSION: Makes recommendations to the City Council on the designation of historic
sites or districts.
PLANNING & ZONING COMMISSION: 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.
345
FY2019 Annual Budget
Festival Downtown
GLOSSARY & INDEX
346
FY2019 Annual Budget
GLOSSARY & INDEX
Commonly Used Acronyms ..................... 348
Glossary ................................................... 349
Index ........................................................ 354
347
FY2019 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
348
FY2019 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: Land previously 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,
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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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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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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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FY2019 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.
Reservation - A 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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INDEX
Accounting ............................................................. 184
Administrative Services ........................................... 56
Airport .................................................................... 126
Animal Services ........................................................ 86
Annual Budget Calendar of Events .......................... 30
Authorized General Obligation Debt ..................... 249
Boards and Commissions ....................................... 344
Budget Adoption and Management Process .......... 28
Budget Award ............................................................ 3
Budget Enhancements .......................................... 322
Business Systems Services ..................................... 198
Capital Projects
Airport ................................................................ 126
Electric .................................................................. 97
General Capital Projects ..................................... 219
Stormwater ......................................................... 130
Water .................................................................. 111
Capital Projects Summary ...................................... 220
City Council .............................................................. 54
City Council Strategies ............................................. 25
City Secretary’s Office.............................................. 58
Code Enforcement ................................................... 88
Commonly Used Acronyms ................................... 348
Communications ...................................................... 60
Community Profile ................................................... 14
Conservation .......................................................... 188
Contingency Reserve Requirements ..................... 321
Convention & Visitors Bureau ............................... 140
Customer Care ....................................................... 190
Debt Management & Policy .................................. 233
Economic Development & Main Street ................. 192
Energy Services ...................................................... 100
Engineering ............................................................ 196
Facilities Maintenance ........................................... 167
Finance Administration ......................................... 200
Fire Emergency & Support Services ........................ 64
Fiscal and Budgetary Policy ................................... 259
Five-Year Projections
Electric Service Fund .......................................... 108
General Fund ........................................................ 94
Water Services Fund .......................................... 120
Fleet Services ......................................................... 170
Fund Summaries
Airport Fund ........................................................ 123
Electric Fund ......................................................... 97
General Fund ........................................................ 47
Joint Services Fund ............................................. 181
Special Revenue Funds ....................................... 135
Stormwater Drainage Fund ................................ 128
Water Services Fund ........................................... 111
Georgetown’s Location ............................................ 16
GEDCO Budget (reference only) ................................. 152
GTEC Budget (reference only) .................................... 154
Georgetown Utility Systems Administration ......... 204
Glossary .................................................................. 349
Human Resources .................................................. 206
Information Technology ........................................ 160
Inspection Services .................................................. 68
Joint Services Contracts ......................................... 214
Library ...................................................................... 72
Legal ....................................................................... 214
Municipal Court ....................................................... 74
Operations & Maintenance ................................... 218
Ordinances
Budget Adoption Ordinance ............................... 339
Tax Rate Ordinance ............................................ 342
Organizational Chart ................................................ 19
City Operations by Fund ....................................... 32
Other Enterprise Funds .......................................... 123
Paramedic Program ............................................... 144
Parks ......................................................................... 76
Personnel Summary by Fund ................................. 289
Personnel Summary New Positions FY2019 .......... 287
Planning .................................................................... 80
Police Administration & Operations ........................ 84
Proposed Debt Issue .............................................. 247
Public Works Administration ................................... 92
Purchasing .............................................................. 210
Recreation ................................................................ 78
Resource Management .......................................... 106
Reuse Irrigation ...................................................... 116
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FY2019 Annual Budget
Self-Insurance Fund ............................................... 176
Solid Waste & Recycling Services ............................ 90
Special Revenue Funds .......................................... 135
Statistical Information ........................................... 253
Stormwater Drainage ............................................ 130
Strategic Visioning in Georgetown .......................... 23
Streets ...................................................................... 92
Tax Increment Reinvestment Zones (TIRZ’s) ......... 146
Technical Services .................................................. 104
Transmittal Letter ...................................................... 9
User’s Guide to the Budget ....................................... 6
Utility Debt Service ................................................ 240
Utility Revenue Bond Coverage ............................ 246
Utility Rates ........................................................... 335
Water Services ....................................................... 116
Wastewater ........................................................... 118
355