HomeMy WebLinkAboutFY2020 BudgetFY2020 BUDGET
A N D F I V E Y E A R C A P I T A L I M P R O V E M E N T P L A N
G e o r g e t o w n : A c a r i n g c o m m u n i t y h o n o r i n g
o u r p a s t a n d i n n o v a t i n g f o r t h e f u t u r e
FY2020 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 will raise more revenue from property taxes than last year’s
budget by an amount of $2,920,632, which is a 9.56% increase from last
year’s budget. The property tax revenue to be raised from new property is
$1,463,560.
The Georgetown City Council adopted this budget during it’s regular scheduled Council meeting on September 24, 2019. The record
vote by each council member for the FY2020 Adopted Budget went as follows:
For: District 2: Councilmember Valerie Nicholson District 5: Councilmember Kevin Pitts
District 3: Councilmember Mike Triggs District 6: Councilmember Rachel Jonrowe
District 4: Councilmember Steve Fought District 7: Councilmember Tommy Gonzalez
Against: None
Present and not voting: None
Absent: District 1: Vacant
The total amount of municipal debt obligation secured by property taxes for the City of Georgetown is $169,985,125.
Tax Rate Comparison for the municipal property rates for the City of Georgetown are as
follows:
FY2019 FY2020
Property Tax Rate: $0.42400 $0.42400
No-new-revenue Tax Rate: $0.407273 $0.413261
No-new-revenue Maintenance & Operations Tax Rate: $0.19955 $0.195472
Voter-approval Tax Rate: $0.428048 $0.430202
Debt Rate: $0.22045 $0.22453
FY2020 Annual Budget
VISION STATEMENT, CITY COUNCIL PRIORITIES, & CITY LEADERSHIP
PURSUE OUR VISION
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: Wayne Reed
1
FY2020 Annual Budget
CITY COUNCIL
District 6
Rachael Jonrowe
District 4
Steve Fought
District 1
Vacant
Mayor
Dale Ross
District 5
Kevin Pitts
District 3
Mike Triggs
District 2
Valerie Nicholson
District 7
Tommy Gonzalez
2
FY2017 Annual BudgetFY2020 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, 2018.
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 30 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.
3
FY2020 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 ................................................ 17
Performance Management Program ................... 20
Organizational Chart ............................................. 22
STRATEGIC VISION
Strategic Visioning in Georgetown ....................... 25
City Council Strategies .......................................... 27
Master Plans ......................................................... 29
Annual Budget Process ......................................... 32
Annual Budget Calendar ....................................... 34
FINANCIAL SUMMARY
Budgeted Revenues ............................................. 37
Budgeted Expenses .............................................. 38
Major Revenue Sources ....................................... 39
All Funds Summary by Fund/by Division .............. 42
All Funds Summary by Fund/by POC .................... 44
City Departments by Fund .................................... 46
Fund Structure ...................................................... 47
GENERAL FUND
General Fund Summary ........................................ 51
City Council ........................................................... 58
Administrative Services ........................................ 60
City Secretary’s Office .......................................... 62
Communication .................................................... 66
Fire and EMS ......................................................... 68
Inspections ............................................................ 72
Library, Arts, and Culture...................................... 74
Municipal Court .................................................... 76
Parks Administration and Garey Park .................. 78
Recreation and Tennis Center .............................. 80
Planning ................................................................ 82
Police: Administration & Operations ................... 84
Animal Services .................................................... 86
Code Enforcement ............................................... 90
Public Works and Streets ...................................... 92
Solid Waste and Recycling .................................... 94
General Fund Five‐Year Projections ..................... 97
ELECTRIC FUND
Electric Fund Summary ....................................... 101
Energy Services ................................................... 104
Electric Fund Five‐Year Projections .................... 107
WATER FUND
Water Services Fund Summary .......................... 111
Water Services and Irrigation ............................. 114
Water Fund Five‐Year Projections ...................... 117
OTHER ENTERPRISE FUNDS
Airport Fund Summary ....................................... 121
Airport ............................................................. 124
Stormwater Drainage Fund Summary ................ 126
Stormwater Drainage ...................................... 128
SPECIAL REVENUE FUNDS
Special Revenue Funds Overview ....................... 133
Convention & Visitors Bureau ............................ 138
Tax Increment Reinvestment Zones (TIRZ) ........ 143
Council Discretionary Fund................................. 147
GTEC Budget ....................................................... 148
GEDCO Budget .................................................... 150
Street Maintenance Fund ................................... 152
INTERNAL SERVICE FUNDS
Internal Service Funds Overview ........................ 157
Fleet Services ...................................................... 158
Facilities Maintenance ........................................ 164
Information Technology ..................................... 168
Self‐Insurance Fund ............................................ 172
JOINT SERVICES FUND
Joint Services Fund Summary ............................. 177
Accounting .......................................................... 180
Conservation ....................................................... 182
Customer Care .................................................... 184
Economic Development ..................................... 186
Engineering ......................................................... 188
Business Systems Services .................................. 190
Finance Administration ...................................... 192
HR, Org Development, & BIP .............................. 196
Purchasing .......................................................... 198
Legal & Joint Services Contracts……………………… 200
4
FY2020 Annual Budget
CAPITAL IMPROVEMENT PROJECTS
Capital Projects Summary ................................... 203
Operations & Maintenance ................................ 207
General Capital Project Fund .............................. 208
CIP Project Detail ................................................ 212
DEBT
Debt Management Policy ................................... 247
Outstanding Debt Summary ............................ 248
Utility Debt .......................................................... 254
Utility Revenue Bond Coverage ...................... 260
Proposed Debt Issue ........................................... 262
Authorized General Obligation Debt .................. 265
Debt Service Fund ............................................... 266
STATISTICAL
Statistical Information ........................................ 269
Tax Rate .............................................................. 270
REFERENCE
Fiscal and Budgetary Policy ................................ 275
Detailed Employee Listing
Detailed Employee Listing by Fund ................. 304
Contingency Reserve Requirements .................. 336
Approved FY2020 Budget Enhancements .......... 337
Utility Rates ......................................................... 341
Annual Budget Adoption Ordinance .................. 345
Annual Tax Rate Ordinance ................................ 348
Boards & Commissions ....................................... 350
ACRONYMS / GLOSSARY / INDEX / FEE SCHEDULE
Commonly Used Acronyms ................................ 355
Glossary ............................................................... 356
Index ................................................................... 361
Fee Schedule…………………………………………………...363
5
FY2017 Annual BudgetFY2020 Annual Budget
USER’S 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 along with our Budget Adoption and Management process and calendar.
The FINANCIAL SUMMARY section includes information about organizational structure and financial information as it relates to the
functional divisions and departments of the 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 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. The SPECIAL REVENUE FUNDS
(SRF) account for specific revenues that are legally restricted for specified purposes. The CAPITAL PROJECT FUNDS are used to account for
the acquisition or construction of major capital facilities other than those financed by enterprise activities. The DEBT SERVICE FUND
accounts for the payment of general long-term debt principal and interest. In addition, the City budgets for proprietary funds
including the UTILITY SERVICE FUNDS, which account for the Electric, Water, Wastewater and Irrigation utilities. The OTHER ENTERPRISE FUNDS
are used to account for the City’s “business like” activities including the airport and stormwater utility. INTERNAL SERVICE FUNDS and the
JOINT SERVICES FUND 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 and 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.
6
Summer Day in Blue Hole
OVERVIEW
7
OVERVIEW
Transmittal Letter ......................................... 9
Community Profile...................................... 17
Performance Management Program .......... 20
Organizational Chart ................................... 22
8
FY2020 Annual Budget
October 1, 2019
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 2020.
The Annual Budget outlines the funding plan for 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.
FY2019 YEAR IN REVIEW
This was the fifth year that 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. Georgetown’s estimated population has increased by 56.6 percent in the last
eight years and is projected to reach 96,500 by 2030. This continued growth means we are preparing our operations and
infrastructure to meet the needs of a City that will soon be 100,000.
Growth pressures continue to impact the demands for City services like public safety, transportation, and quality of life
services in parks, arts and culture, library, and recreation. As we prepared the budget, we reflected on the feedback that
from the 1,500 participants during the public input process on the comprehensive plan update in the fall of 2019. The top
goal identified by citizens was “to retain Georgetown’s small-town charm”. Throughout the budget process it was our goal
to manage growth through infrastructure and service delivery, ensure a high level of public safety and response, continue
to improve communication, and strengthen our financial position while keeping the small-town charm of Georgetown at
the forefront.
FY2019 ACCOMPLISHMENTS
Transportation, Utilities Infrastructure, Facilities, and Parks
Airport Road Improvements: The expansion of Airport Road to 5 lanes
from Lakeway Drive to Aviation Drive was completed in 2019. This $4.5
million project improves traffic flow at the Lakeway Drive intersection and
facilitates economic activity in the area.
Rivery Boulevard Extension: Construction of the Rivery Boulevard
Extension is expected to be complete by the end of summer. 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 IH-35.
Northwest Boulevard Bridge: A new bridge across IH-35 has been designed and bid, connecting Rivery Boulevard to Austin
Avenue. This connection will provide additional mobility throughout the northwest quadrant of the City and will alleviate
traffic congestion on Williamson Drive. The project is expected to be completed in FY2020.
Water Infrastructure: Expansion of the water utility system was a key focus in 2019. Water treatment expansion
improvements are budgeted at $11.5 million. The completion of a new elevated storage tank in Sun City and a new elevated
tank in the western district area address the ongoing needs for the water system. The rehabilitation of the 40-year-old Lake
Water intake and pump station is designed to improve efficiency by reducing pump head loss. With a majority of the water
service area located in the extra territorial jurisdiction, growth in the water system exceeds growth in the City limits.
Airport Road Opening
9
FY2020 Annual Budget
Wastewater Infrastructure: The final alignment of the Berry Creek
Interceptor was decided this year. Construction is expected to be
complete in spring of 2020. The 36,000 linear feet of line
improvements provide service to the new area for Sun City and Shell
Road areas, as well as other developments in the northwest section
of the City. Rehabilitation of the Pecan Branch Wastewater
Treatment Plant (WWTP), which expands the plant’s capacity from 1.5
million gallons per day (MGD) to 3 MGD, is planned to be complete in
fall 2019. Improvements at the Lake WWTP are also on-going and
should be completed by the end of summer 2019.
City Center Completion: Completion of the renovations for two dated city facilities provide a new home for City Hall, 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. The sale of the previous City Hall and Council
Chambers buildings provided funding for the renovations and opportunities to reuse these buildings in their highly desirable
locations on the City’s Most Beautiful Town Square. The new uses include restaurants, micro distillery, and event areas,
which enhance overall economic activity in the downtown area.
Fire Stations 6 and 7: The City, along with Emergency
Services District #8, broke ground in 2019 on Fire Station
#6, which is located on the western edge of the city limits
at Williams Drive and FM 3405. Fire Station #7, on the
eastern edge of the city limits at Inner Loop on Highway
29, will provide support in this rapidly growing area. Both
facilities are anticipated to open in spring 2020.
Parks Improvements: Phase 2 of the San Gabriel Park
master plan began in FY2019 and will be complete in
FY2020. A trail will connect the Katy Crossing subdivision
to San Gabriel Park, thus expanding the City’s trail system.
The parking lot at the VFW park was expanded by 150
spaces to address continued utilization of the softball
fields and a public input process for the Golden Bear Park, located in the Berry Creek subdivision, was completed to prioritize
amenities within the $250,000 budget. Construction will begin later this summer. A 144-niche columbarium was completed
in the City’s cemetery to provide an option for interment.
Economic and Community Development
Holt Caterpillar: The 85,000 square foot sales, rental, parts, and service dealer is expected to be completed in the fall of
2019. 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.
New Sun City Elevated Storage Tank
Fire Station #6 Groundbreaking
10
FY2020 Annual Budget
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. In 2019, the City’s Planning
Department initiated a public engagement process to update the plan
with land uses, gateways, the Williams Drive area, and housing options.
The update is expected to be completed in early 2020.
Wolf Crossing Shopping Center: The construction of a new 250,000
square foot retail center was underway during the year. Several
restaurants, including P Terry’s Burger Stand, Jason’s Deli, Olive
Garden, and others have identified locations within the development.
In addition, shopping and services will include medical, automotive
support, and other retail uses.
Red Poppy Festival: 2019 marked the 20th anniversary of the Red Poppy Festival, which
showcased the Most Beautiful Town Square in Texas. The festival included live music by
Texas artist Pat Green, the Red Poppy Parade, music by other local artists, a food court,
and artisan booths. This year’s attendance surpassed 75,000 over the three-day event,
with an estimated 57% of the attendance being from non-local visitors. An economic
impact study of the event measured the overall impact of the event at $2.6M and a
creation of 28 full time equivalent jobs.
Downtown Development: Several projects in downtown continue to revitalize the area.
The Stromberg Hoffman historic building will soon open with a new restaurant and
entertainment venue. The Watkins building will also be completed in 2020 and will include
offices, retail, and a public plaza by Grace Heritage Center. Heritage Court, a mixed-use
development, is anticipated to open in 2020. Downtown retail and dining/entertainment
locations continue to thrive, and the area continues to see unprecedented growth. The
year to date numbers for 2019 include 65,000 square feet of infill projects underway and
over $4.5 million of reinvestment. Sales tax in the downtown area continues to be strong,
continuing a five year trend.
FY2020 BUDGET DEVELOPMENT
The FY2020 Budget is developed around six major areas: First, the budget continues to address managed growth and service
delivery. Funding includes 15.5 new staff, which will help ensure service delivery standards are met even with the growing
population and demands. Infrastructure investments includes $9.6 million for road projects, $1 million for sidewalk master
plan projects, $880,000 for airport improvements, $1.1 million for drainage projects, $4 million for electric projects, $18.6
million for water projects, $17 million for wastewater projects and $2.4 million for parks. This investment addresses the
increased demand on systems that provide services to the public.
A restructuring of the City’s organization chart was completed for this year’s budget to meet service delivery goals in a
financially feasible manner. The retirement of two senior positions in the utility area created the opportunity to restructure
the Georgetown Utility Systems (GUS) reporting structure by reclassing the General Manager/Assistant City Manager
position to a new Electric General Manager position. The Utilities Director position will be reclassified to the Director of
Water Utilities. These positions will enhance the planning and focus on the unique needs of each of the utility funds. In
addition, various support functions located in GUS, such as the Business Improvement Program, Safety and Business
Services/Geographic Information Systems, Customer Care, and Engineering will report to Assistant City Managers to help
departments work together to improve service delivery. New positions that support this initiative include a new
Public Engagement Process
11
FY2020 Annual Budget
Performance Management Program Manager, a Training Coordinator, and a Contracts Manager to support development
agreements.
In addition, high-touch areas such as code enforcement, emergency management and animal services will report to a new
Director of Community Services to provide additional strategic alignment. The City’s organizational chart is located in the
reference section of the book.
A high quality of life is only possible in a safe environment. Georgetown is consistently rated as one of the safest cities in
Texas for a city of our size. Therefore, ensuring safety and response was an important focus for the budget. The opening
of Fire Station 6 on the west side and Fire Station 7 on the east side of the city will take place in spring 2020. The staffing
for both new stations was put in place during the 2019 fiscal year through a grant, which allowed the department to recruit
and train new staff before the station openings. Additional costs for operations, utilities, and maintenance impact the 2020
budget.
New FY2020 positions for public safety include two Patrol Officers, two Communications Operators, a Detective to focus on
cybersecurity crimes, a Community Engagement Officer and a Fire Life Safety Engineer are added. These positions directly
support the 14% increase in calls for service measured between 2016 and 2018, as well as additional fire inspections related
to new and existing businesses.
The FY2020 goal of improving communication is outlined by a plan developed from a communications audit in the current
year. A new Director of Communications and Public Engagement will support this area in order to improve the 42%
satisfaction rating by citizens for City communications measured during the audit. Additional contract support services for
a public relations firm and additional advertising will also create avenues for the City to improve.
The FY2020 budget includes funding that is responsive the ”small-town charm” theme from citizen feedback. Additional
support staffing for the City’s National Gold Medal Library, increased funding for parks capital maintenance, and additional
visitors center staffing are also intended to maintain the quality of life services. Additionally, a Code Enforcement Officer
position will be added to support outreach to businesses and homeowners with maintenance needs. A public plaza will be
built adjacent to the Grace Heritage Center through a public private partnership with the Watkins Building developer.
Additional murals and installations of public art are being planned on both private and public property. A downtown parking
garage is being designed through the assistance of a design steering committee. Additional surface parking improvements
are being constructed across from the library and on Rock Street close to Blue Hole Park. Additional sidewalk improvements
in the downtown area will continue to advance the City’s plan to enhance pedestrian mobility in the downtown area.
The budget also includes a financial and operational plan for stabilizing the electric fund and improving several reserve
funds to improve our financial condition. Finally, the budget includes several initiatives to continue to mitigate risk for the
organization. The City is implementing a new human resources and financial system with Workday. The Workday project
has provided alignment opportunities to implement best practices in our current processes in order to create a platform
that will meet our current and future needs. A second data center at the Public Safety Operations and Training Center is
being installed, which will provide redundant fiber and servers for critical systems. This will reduce data loss and down time
should the City experience system failures in the future. Homeland Security audits on many of our major system and the
City’s security network, have been conducted over the past two years, providing an outside evaluation of security features.
Process documentation, system improvements and training are on-going in our public safety information technology areas
to ensure regulatory requirements are addressed. Finally, cybersecurity training has been developed for all staff. These
goals helped drive the development of the City Manager’s proposed $437 million for FY2020 Budget. This amount is a 3%
decrease from the FY2019 amended budget and is primarily due to the timing of large capital projects. The increase in the
General Fund budget is 6.28%. This is lower than the combination of Georgetown’s annual population growth in the past
year of 6.18%, and the consumer price index increase of 1.8%.
12
FY2020 Annual Budget
Property Tax Rate Impact
In the last five years, the assessed property value
in the City has increased from $4.8 billion to
more than $8.6 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
19.54 cents for Operations and Maintenance
and 22.45 cents for general debt service.
New property/improvements for FY2020 is $345
million, which is a 38% increase over FY19.
Commercial growth makes up $47 million of the
amount for the year.
While the overall tax rate has been the same over the past few years through increases in assessed valuation, the debt
service proportion of the tax rate has slightly increased as the City funds large infrastructure projects related to growth. The
average homestead property in Georgetown has increased in market value by 2.6 percent, up from $278,113 in FY2019 to
$285,357 in FY2020. Due to higher assessed values, it is anticipated the average home in Georgetown will pay $30.42 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.
Stabilization of the Electric Fund and Purchased Power Costs
The City derives multiple benefits from owning an electric utility. The utility provides a payment to the General Fund as a
“return on investment (ROI)”, which is common for a municipally owned utility, and has provided over $50 million in funding
of general services since 2008, helping keep property taxes low. While very fiscally healthy for the last 100 years, the past
few years have produced changes that detrimentally impacted the financial condition of the fund. The City signed long
term contracts for wind and solar energy during a time when market forecasts indicated that the pricing locked in by the
City would be fruitful to either meet the City’s peak energy demands at the consistent price, and that the City would be able
to clear its excess energy (its long position) into a market where the impact would not affect the City’s retail rates. Because
rates in today’s energy market often clear for less than the City’s contracted rates, losses occur on some of the excess
energy. In FY2018, the City ended its electric operations at a $6.8 million shortfall, leaving the fund out of compliance with
City fiscal policies.
Several one-time strategies were implemented to improve the position of the fund, including selling debt for capital needs
and a reduction of the transfer to the General Fund by $1.725 million from the original adopted FY2019 budget, but
ultimately the City had to make Power Cost Adjustment (PCA) increases to customers during FY2019. In February of 2019,
the City increased PCA by $0.0135 per kWh, resulting in an $8.9 million increase in revenue through September to improve
fund balance. In June 2019, the PCA increased again by $0.00625, to a total of $0.02375 per kWh to bring in an additional
$4.1 million to meet year-end purchased power obligations and 90-day contingency reserve required by City policy. For
FY2020, electric revenue is budgeted to increase by $4.8 million due to anticipated customer growth and the full year impact
of the power cost adjustments (PCA) made in June 2019. A full twelve months of the June PCA of $0.02375 per kWh,
adjusted for seasonality, is approximately $15.6 million. This amount is necessary to meet expenditure obligations and to
restore the fund’s rate stabilization reserve. The General Fund will continue to reduce the ROI it receives from electric by
$1 million during FY2020.
The City conducted a management assessment during 2019. Initiatives are underway to implement strategies identified in
the assessment to improve the current financial constraints and are included in the 2020 budget. These include outsourcing
the management of our energy portfolio, developing a comprehensive risk management policy and implementing protocols
13
FY2020 Annual Budget
that support additional management review of energy strategies, providing enhanced oversight through staffing of a
general manager dedicated to the electric utility, and reviewing the governing structure of the utility.
As the City grows into its long position on energy, less contracted energy will be sold into the market and more will be
consumed by customers. This will improve the financial position of the fund, decrease the need for PCA adjustments and
reinstate the fiscal policy related to return on investment payments to the General Fund. A management assessment was
conducted in FY2019 to address concerns, and a plan to implement recommendations from the assessment will be
implemented in late FY2019 and in FY2020.
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 IH-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. In addition, design work for maintenance
of the Austin Avenue bridges is included to provide a “shovel ready” project for future federal and state funding
opportunities. Intersection improvements are budgeted at $1.4 million to fund the City’s contribution to the Williams Drive
and Lakeway/Booty’s Crossing turn lanes and ancillary improvements. With the Texas Department of Transportation
improvements to the IH-35 corridor intersections within the City limits, the investment in mobility improvements in the
upcoming 3-year period is significant.
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.
A total of $1 million is being allocated for implementation of the sidewalk master plan.
Fire Station Construction: The City will open Fire Station 6 on the west side of town and Fire Station 7 on the east side of
town near the Inner Loop. A total of $11.97 million for both stations was budgeted in FY19; however, most of the work will
be completed in FY2020.
Other: Public safety equipment includes routine replacement of fire and police vehicles, as well as additional vehicles for
new positions.
General Fund
The major changes in the General Fund for FY2020 relate to growth impacts and public safety increases.
Public Safety: Seven of the 15.5 total new staff positions are in public safety areas. Equipment and operating costs for the
additional positions are also included in the funding plan. The major system expenditure is the police department’s body
camera replacement, budgeted at over $800K. The equipment will be debt funded; however additional operating costs are
included for cloud storage and other operational costs. In addition, operating costs for Fire Stations 6 and 7 are included
for half the year, with the projected opening in late spring/early summer 2020.
Communications and Engagement: The City conducted an audit of its communications resources in 2019, which found
additional resources are necessary to meet strategic goals. A Director of Communications and Public Engagement is
included to be funded at a cost of $115K, beginning January 1. In addition, $137K of support programming for
communications is included to enhance the City’s ability to address communications needs identified by citizens.
Solid waste services: This budget implements a 4% increase in contracted solid waste and recycling services. The contract
provisions with the City’s contract provider allow for increases when certain criteria are met and are based on indexes
outlined in the contract. This increase is passed along to all retail customers and will be implemented in fall 2019.
14
FY2020 Annual Budget
Quality of Life/Small Town Charm: The library will add an outreach van funded through a grant from the Friends of the
Library. This service will provide books and library materials to disabled and homebound or assisted living facility residents.
Operational costs are funded through City contributions. The capital maintenance for the parks has been increased by
$97,000 to ensure our parks meet the high expectations of our residents and visitors. Other enhancements, such as
increases to the Red Poppy Festival and visitors center, are funded through the Convention and Visitors Bureau Special
Revenue Fund.
Utility Funds
Water Utility: Increased costs based upon the Brazos River Authority’s contract for raw water are included. These contracts
provide raw water through 2040 at a minimum, however treatment capacity continues to be a challenge for a growing
system. Conservation efforts continue to improve our position to extend the projected capacity availability, but
infrastructure improvements continue to be necessary to ensure treated water is available for peak demand. Proposed
enhancements to water utility operations include system maintenance and capital projects funded by water utility revenue
including the rehabilitation of the Lake Water Treatment Plant raw water intake line at $8 million, the investment in
infrastructure to expand the partnership with Round Rock for treated water supply, the Southwest Bypass Water line at
$1.8 million and Southside Water Treatment Plant rehabilitation.
Wastewater Utility: The major expenditures for wastewater include $17 million in capital projects funded by waste water
utility revenue. These projects include the completion of the Berry Creek Interceptor, on-going testing and repairs due to
Edward’s Aquifer Recharge Zone (EARZ) requirements, and work on the San Gabriel Interceptor and Treatment Plan rehab.
Electric Utility: No enhancements are proposed for the electric fund, as it continues to operate in a budget contingency
mode. This provides for the review of all expenditures for necessity while the finances are strained due to the long position
on energy settling into a depressed energy market. Strategies to provide additional management oversight and outsource
the management of the portfolio are being implemented during late summer as outlined in the management assessment
conducted in spring 2019. Capital projects in the Electric Fund include projects related to new development and system
capital maintenance.
Employee Compensation and Benefits
The FY2020 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 comparisons. Funding is also provided for the 2020 Fire and
Police meet and confer agreements to increase compensation for a
total of $989,585 for improved market competitiveness. 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 self-insurance fund’s reserves. Wellness and Tuition
Reimbursement programs have continued funding in FY2020.
Assistant Chief of Police, Cory Tchida, at Juneteenth Celebration
15
FY2020 Annual Budget
CONCLUSION
While the budget focuses on management of growth and services to maintain a high quality of life, a focus remains on small
town charm and fiscal strength. We continue to review new debt for projects to sustain one of the lowest tax rates in Central
Texas. We have strengthened our reserve funds to improve preparedness for the future.
The FY2020 Budget preserves our small-town charm, maintains quality 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 pleased to present this budget to the Council and community and look forward to continuing to support the small-
town charm that makes us unique, while providing the infrastructure and services for our growing community.
Sincerely,
David Morgan
City Manager
16
FY2020 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 guests, the City features the Most Beautiful Downtown Square in Texas as well as tourist accommodations like the
Hampton Inn and the Sheraton Hotel and Conference Center. The City of Georgetown’s estimated FY2019 population was
64,716 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, architectural charm, and 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 and 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, the City Council created a Tax Increment Reinvestment Zone (TIRZ) in the historic Downtown in 2004. The value
of the zone in 2004 was $37 million. In this fiscal year, the TIRZ was valued at $99 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 was matched by the City for the development of the park. This park has been developed to include
an event center, equestrian facility, trails, and pavilions.
17
FY2020 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.
Education and Arts & Culture
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 including seniors, residents with limited mobility, and low income children. In 2018, the Georgetown
Public Library won the National Medal for Museum and Library Service Award, the highest honor given to museums and
libraries that make exceptional contributions to their communities.
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, four middle schools, three high schools, and two alternative campuses.
18
FY2020 Annual Budget
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, 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 75,000 people were in
attendance this year as we celebrated the 20th anniversary of the Red
Poppy Festival.
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.
19
FY2020 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 to implement 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 and develop strategic goals and key performance
indicators. This 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. Municipal Court Mission Building Workshop
20
FY2020 Annual Budget
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.
FY2019 PMP UPDATE
For the last 10 months, the City has been working with Leadership ICMA to evaluate and determine a strategy to expand
the City’s current Business Improvement Program (BIP) to a city–wide resource and identify how the BIP will interact with
the PMP. As a result of this work, the City is continuing to invest in the PMP by hiring a dedicated individual to manage the
program that can be a dedicated resource for staff and work with the BIP manager to create a more robust system and
resource for all areas of the city. Work will continue to refine department’s key performance indicators, expand the use of
the customer satisfaction survey platform, and prepare for public dashboards. The City was recently awarded a Certificate
of Achievement from the International City/County Management Association for its use of data in government
management.
Animal Services Mission Statement Workshop
21
ORGANIZATIONAL CHARTHOME RULE CITYCITIZENS OF GEORGETOWNCITY COUNCILMAYOR (elected at large)SEVEN COUNCILMEMBERS (elected by district)CITY MANAGERMANAGEMENT SERVICESDavid MorganExecutive AssistantUpdated July , 2019Asst to the City ManagerElectricPOLICEWayne NeroFIREJohn Sullivan Economic DevelopmentCommunications/Public EngagementResource Manager (Contracted Staff)Energy ServicesAdministrative Assistant ASSISTANT CITY MANAGERLaurie BrewerWaterFinanceLibraryParks & RecreationCustomer CareFinance AdministrationAdministrative Assistant Tourism/CVBTechnical ServicesExecutive AssistantInformation Technology CIP Project Manager Control Center Water Services Management Analyst RecreationParks Customer Service Customer Operations Account Management Purchasing Municipal Court Accounting Fleet Arts & Culture Planning & SupportFire & Life Safety Operations Business ServicesQuality ManagementQuality AssuranceField Operations Support ServicesAdministrative ServicesMain StreetMUNICIPAL COURT JUDGERandy StumpCITY ATTORNEYCharlie McNabbCITY SECRETARYRobyn DensmoreLegalCity Secretary’s Office Records ManagementBOARDS AND COMMISSIONSAsst. City SecretaryASSISTANT CITY MANAGERWayne ReedPlanning DepartmentEmployee & Organizational DevelopmentInspection ServicesSystems EngineeringCommunity Services Safety and Training Performance Management Office Code Enforcement Emergency ManagementAnimal Services Utility EngineeringPublic Works Engineering Environmental Svs.CIP InspectionsExecutive Assistant Contracts Management HousingPublic WorksAdministrative Assistant Stormwater Drainage Airport.Transportation PlanningStreetsFacilities22
Mayor Dale Ross and the Georgetown City Council
STRATEGIC VISION
23
STRATEGIC VISION
Strategic Visioning in Georgetown ............. 25
City Council Strategies ................................ 27
Master Plans ............................................... 29
Annual Budget Process ............................... 32
Annual Budget Calendar ............................. 34
24
F FY2020 Annual Budget
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. Citizens
and stakeholders had 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. In
2019, the City’s Planning Department initiated a public engagement process to update the plan with land uses, gateways,
the Williams Drive area, and housing options. The update is expected to be completed in early 2020.
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
25
F FY2020 Annual Budget
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.
26
FY2020 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
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.
Financial
To maintain a fiscal environment conducive to attaining the goals of the City.
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?
27
FY2020 Annual Budget
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.
28
FY2020 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. Solid Waste Master Plan: Represents a critical step to determine how the City will manage its municipal solid waste
stream over the next 20 years. Planning and implementing an integrated solid waste management program is a
complex and challenging endeavor encompassing a host of issues: technological, institutional, legal, social,
economic and environmental.
14. Trails Master Plan: Identifies key trail corridors and guides the creation of a citywide trail network.
15. Transportation Master Plan: Guides future roadway improvements, construction of new facilities, and outlines the
City’s transportation goals.
16. Utility Master Plan: Oversees the City in planning for long-term expansion and development of the water,
wastewater, and electric utilities.
29
FY2020 Annual Budget
17. Convention and Visitors Bureau’s (CVB) Tourism Strategic Plan: Ensures that the CVB staff and advisory board focus
their energy, resources, and time in advancing the City Council’s current goal to Become a Destination for Unique
Experiences and aligns with the City Council’s vision, goals, and strategies for Georgetown.
18. Bicycle Master Plan: (tentative)
30
THIS PAGE INTENTIONALLY LEFT BLANK.
31
FY2020 Annual Budget
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 and 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. The City Manager also holds a Budget Town Hall meeting
to address any citizen concerns. 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.
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.
32
FY2020 Annual Budget
The City Manager may transfer, without City Council approval, appropriations between departments within the same
operational division and fund.
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.
33
FY2018 Annual Budget FY2020 Annual Budget
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 next fiscal year.
• Internal Service Funds (ISF) meet with each division for next fiscal year needs.
• FTE counts and initial personnel projections.
• Preliminary revenue projections: sales tax, utilities, fees for service charges, and development fees.
• 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.
• 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.
• Departmental narratives and performance measures are submitted.
• Finalize next fiscal year new programs and next year 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 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
34
FINANCIAL
SUMMARY
Family picnic at Music on the Square
35
FINANCIAL SUMMARY
Budgeted Revenues .................................... 37
Budgeted Expenses ..................................... 38
Major Revenue Sources .............................. 39
All Funds Summary by Fund/by Division ..... 42
All Funds Summary by Fund/by POC ........... 44
City Departments by Fund ........................... 46
Fund Structure............................................. 47
36
FY2020 Annual Budget
FINANCIAL SUMMARY
FY2020 BUDGETED REVENUES AND SOURCES OF FUNDS
Budgeted revenues total $378.44 million in FY2020. The primary revenue categories consist of property tax, sales tax,
charges for services, utility revenues, and bond proceeds.
Overall, budgeted revenues are 1% higher than FY2019 year-end projections. Utility revenue represents 37.9% of all
revenue and is budgeted at $143 million in FY2020. Due to population growth and increased valuation of existing property,
property tax revenue is budgeted to increase by 9.1%, relative to the year-end projections. The property tax rate remained
the same in FY2020. Sales tax revenue is also expected to increase in FY2020. It is anticipated that sales tax revenue will
exceed $31 million.
Revenue FY2018 Actuals FY2019 Budget FY2019 Projected FY2020 Base FY2020 Changes FY2020 Budget
Interfund Tranfers - ROI, Etc.23,617,610 19,826,357 19,354,888 21,289,340 5,386,993 26,676,333
Property Tax 28,029,437 30,300,361 30,405,361 33,181,388 - 33,181,388
Other Revenue 56,379,468 40,437,087 47,089,771 39,407,987 150,700 39,558,687
Sales Tax 26,740,377 28,302,400 29,750,000 31,750,000 - 31,750,000
Franchise Fees 5,274,759 5,434,000 5,589,123 5,890,270 - 5,890,270
Utility Revenue 122,713,813 134,429,333 136,325,155 143,558,856 - 143,558,856
Interest 2,882,158 1,792,664 3,956,887 2,732,406 - 2,732,406
Development and Permit Fees 6,722,473 4,661,000 6,257,748 5,811,250 - 5,811,250
Charges for Services 19,154,230 20,664,721 20,633,862 21,029,375 - 21,029,375
Grant Revenue 1,629,359 952,858 872,074 1,066,032 - 1,066,032
Parks and Rec Fees 2,474,371 2,953,100 2,707,667 2,831,600 - 2,831,600
EMS Revenue - 2,780,896 2,740,000 2,810,000 - 2,810,000
Bond Proceeds 57,984,288 27,488,000 27,829,314 47,285,200 - 47,285,200
Special Improvement Fees 25,500 37,000 20,000 10,000 - 10,000
CRR Credits - - - - - -
Capital Recovery Fee 3,942,498 14,250,000 8,647,286 14,250,000 - 14,250,000
Total 357,570,340 334,309,777 342,179,136 372,903,704 5,537,693 378,441,397
37
FY2020 Annual Budget
FY2020 BUDGETED EXPENSES
Budgeted expenses total $437.61 million in FY2020.
Water expenses are the largest category totaling $127.5 million in FY2020. Water CIP totals $80.46 million. Electric related
expenses are budgeted to be $92.37 million, this includes capital improvement expenses totaling $4.01 million.
General Fund expenses total $75.37 million, which represents an increase of 6.7% relative to year-end projections. The
increase to the General Fund is primarily driven by expenses relating to public safety.
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.
Expense FY2018 Actuals FY2019 Budget FY2019 Projected FY2020 Base FY2020 Changes FY2020 Budget
General Fund 64,206,543 70,912,190 70,643,724 73,258,594 2,115,312 75,373,907
General Capital Projects Fund 28,573,487 57,240,890 53,464,133 24,535,704 - 24,535,704
Special Revenue Funds 23,341,349 37,770,688 22,791,627 36,847,912 298,786 37,146,698
Internal Service Funds 37,676,803 45,054,566 44,658,241 46,625,160 4,882,602 51,507,763
Other Enterprise Funds 8,288,449 9,414,402 9,110,626 9,029,121 198,625 9,227,746
Electric Fund 85,706,423 82,287,418 82,955,776 92,216,840 348,984 92,565,825
Water Fund 52,512,302 129,350,905 84,691,072 126,990,708 557,825 127,548,533
General Debt Service Fund 31,543,503 19,098,656 19,093,656 20,027,904 - 20,027,904
Total 331,848,859 451,129,715 387,408,855 429,531,943 8,402,135 437,934,078
38
FY2020 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 $33.18 million. The adopted property tax rate for FY2020 is $0.42000 per
$100 of valuation. The tax rate is the same as the FY2019 rate and represents the one of the lowest tax rates in the greater
Austin MSA. For FY2020, 19.5472 cents per $100 valuation is allocated for Operations and Maintenance (O&M). The
remaining 22.4528 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 $31.75 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), approved in May 2005.
• 0.250% is used for street maintenance, with a sunset revision approved in November 2010, and the tax reauthorized in
November 2018.
39
FY2020 Annual Budget
Operating Utility Revenue for electric, water, and wastewater services is anticipated to generate $158 million in FY2020.
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. The rate
changes went into effect January 2019. In 2019,
the City increased the power cost adjustment
(PCA) twice to meet expenditures on contracted
purchased power. As the City rebuilds the electric
rate stabilization reserve, the PCA can be lowered.
There are no 2020 increases in water rates.
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 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 FY2019 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.
$74.15
$86.74 $91.41
20
30
40
50
60
70
80
90
100
FY2018 Actual FY2019 Projected FY2020 BudgetMillionsElectric Operating Revenue
$67.27 $63.08 $63.23
20
25
30
35
40
45
50
55
60
65
70
FY2018 Actual FY2019 Projected FY2020 BudgetMillionsWater Operating Revenue
40
FY2020 Annual Budget
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 4.96% in
FY2020 over FY2019 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 FY2020 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.
$3.51 $3.70 $3.88
0
1
2
3
4
5
FY2018 Actual FY2019 Projected FY2020 BudgetMillionsAirport Operating Revenue
$3.60
$3.70 $3.74
3.5
3.55
3.6
3.65
3.7
3.75
3.8
FY2018 Actual FY2019 Projected FY2020 BudgetMillionsStormwater Operating Revenue
41
FY2020 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 142,447,044 11,490,900 33,091,642 6,854,520 1,950,739
SOURCES AND REVENUES
Bond Proceeds 47,285,200 - 4,700,000 18,575,200 -
Capital Recovery Fee 14,250,000 - - - -
Charges for Services 21,029,375 2,707,730 614,500 - -
Development and Permit Fees 5,811,250 3,526,250 - - -
EMS Revenue 2,810,000 2,810,000 - - -
Franchise Fees 5,890,270 5,890,270 - - -
Grant Revenue 1,066,032 666,032 400,000 - -
Interest 2,732,406 - 747,906 640,000 150,000
Interfund Transfers - ROI, Etc.26,676,333 8,363,634 403,400 1,250,000 3,381,759
Other Revenue 39,558,687 6,013,540 2,911,108 100,000 -
Parks and Rec Fees 2,831,600 2,831,600 - - -
Property Tax 33,181,388 14,800,000 1,381,388 - 17,000,000
Sales Tax 31,750,000 17,859,375 13,890,625 - -
Special Improvement Fees 10,000 - - 10,000 -
Utility Revenue 143,558,856 10,015,450 - - -
Grand Total 378,441,397 75,483,881 25,048,927 20,575,200 20,531,759
USES AND EXPENSES
Capital Improvements 73,183,633 - 20,000 21,349,504 -
Community Services & Finances 39,690,966 12,405,679 1,635,500 - -
CRR Credits (2,000,000) - - - -
Development & Planning 6,087,915 3,050,329 2,373,918 - -
Fire 20,582,619 20,248,023 334,596 - -
GEDCO 9,379,305 - 9,379,305 - -
Georgetown Utility Systems 109,219,108 8,525,875 231,000 - -
Public Works 17,124,450 5,869,089 4,281,264 - -
GTEC 16,046,169 - 16,046,169 - -
Interfund Transfers 13,903,253 524,860 28,634 3,186,200 -
Management Services 21,298,282 7,002,831 - - -
Police 17,836,313 17,747,219 89,094 - -
Purchased Power 61,500,000 - - - -
TIRZ 1,793,868 - 1,793,868 - -
Debt Issuance Costs 594,700 - 95,000 - 20,000
Debt Service 31,693,497 - 838,350 - 20,007,904
Grand Total 437,934,078 75,373,906 37,146,698 24,535,704 20,027,904
Row Labels
Ending Fund Balance 82,954,363 11,600,875 20,993,871 2,894,016 2,454,594
CONTINGENCY AND RESERVES
90 Day Operational Contingency 29,724,178 11,200,000 2,860,102 - -
Arterial Reservation 750,000 - 750,000 - -
Benefit Payout Reserve 340,000 340,000 - - -
Contingency 25% of Op Rev - - - - -
Economic Stability Reserve - - - - -
IBNR 650,000 - - - -
Maintenance Contingency 25,000 - 25,000 - -
Non-Operational Contingency 16,495,967 - 3,819,749 - 2,096,022
Perpetual Reserve 536,403 - 536,403 - -
Rate Stabilization 6,205,000 - - - -
Reserve for TIA 2,100,000 - - 2,100,000 -
Reserved Bond Proceeds - - - - -
Reserved for Capital 4,897,594 - 1,203,635 - -
Grand Total 61,724,142 11,540,000 9,194,889 2,100,000 2,096,022
Available Fund Balance 21,230,221 60,875 11,798,982 794,016 358,572
GOVERNMENTAL FUNDS
42
FY2020 Annual Budget
Total Budget Electric Fund Water Fund
Other Enterprise
Funds
Internal Service
Funds
Beginning Fund Balance 142,447,044 5,892,640 67,516,478 2,745,391 12,904,734
SOURCES AND REVENUES
Bond Proceeds 47,285,200 4,010,000 18,600,000 1,400,000 -
Capital Recovery Fee 14,250,000 - 14,250,000 - -
Charges for Services 21,029,375 - - - 17,707,145
Development and Permit Fees 5,811,250 - 2,285,000 - -
EMS Revenue 2,810,000 - - - -
Franchise Fees 5,890,270 - - - -
Grant Revenue 1,066,032 - - - -
Interest 2,732,406 40,000 949,500 20,000 185,000
Interfund Transfers - ROI, Etc.26,676,333 500,000 104,211 - 12,673,329
Other Revenue 39,558,687 5,353,616 1,316,800 3,902,000 19,961,623
Parks and Rec Fees 2,831,600 - - - -
Property Tax 33,181,388 - - - -
Sales Tax 31,750,000 - - - -
Special Improvement Fees 10,000 - - - -
Utility Revenue 143,558,856 85,514,803 44,328,603 3,700,000 -
Grand Total 378,441,397 95,418,419 81,834,114 9,022,000 50,527,097
USES AND EXPENSES
Capital Improvements 73,183,633 4,010,000 46,545,011 1,259,118 -
Community Services & Finances 39,690,966 - - - 25,649,787
CRR Credits (2,000,000) (2,000,000) - - -
Development & Planning 6,087,915 - - - 663,668
Fire 20,582,619 - - - -
GEDCO 9,379,305 - - - -
Georgetown Utility Systems 109,219,108 20,167,271 70,661,604 - 9,633,357
Public Works 17,124,450 - - 6,974,097 -
GTEC 16,046,169 - - - -
Interfund Transfers 13,903,253 4,798,059 3,699,500 400,500 1,265,500
Management Services 21,298,282 - - - 14,295,450
Police 17,836,313 - - - -
Purchased Power 61,500,000 61,500,000 - - -
TIRZ 1,793,868 - - - -
Debt Issuance Costs 594,700 82,700 382,500 14,500 -
Debt Service 31,693,497 4,007,794 6,259,918 579,531 -
Grand Total 437,934,078 92,565,825 127,548,533 9,227,746 51,507,763
Row Labels
Ending Fund Balance 82,954,363 8,745,234 21,802,059 2,539,645 11,924,068
CONTINGENCY AND RESERVES
90 Day Operational Contingency 29,724,178 4,190,234 8,236,379 801,224 2,436,239
Arterial Reservation 750,000 - - - -
Benefit Payout Reserve 340,000 - - - -
Contingency 25% of Op Rev - - - - -
Economic Stability Reserve - - - - -
IBNR 650,000 - - - 650,000
Maintenance Contingency 25,000 - - - -
Non-Operational Contingency 16,495,967 - 10,000,000 580,196 -
Perpetual Reserve 536,403 - - - -
Rate Stabilization 6,205,000 4,555,000 - - 1,650,000
Reserve for TIA 2,100,000 - - - -
Reserved Bond Proceeds - - - - -
Reserved for Capital 4,897,594 - - - 3,693,959
Grand Total 61,724,142 8,745,234 18,236,379 1,381,420 8,430,198
Available Fund Balance 21,230,221 0 3,565,680 1,158,225 3,493,870
PROPRIETARY FUNDS
43
FY2020 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 142,447,044 11,490,900 33,091,642 6,854,520 1,950,739
SOURCES AND REVENUES
Bond Proceeds 47,285,200 - 4,700,000 18,575,200 -
Capital Recovery Fee 14,250,000 - - - -
Charges for Services 21,029,375 2,707,730 614,500 - -
Development and Permit Fees 5,811,250 3,526,250 - - -
EMS Revenue 2,810,000 2,810,000 - - -
Franchise Fees 5,890,270 5,890,270 - - -
Grant Revenue 1,066,032 666,032 400,000 - -
Interest 2,732,406 - 747,906 640,000 150,000
Interfund Tranfers - ROI, Etc.26,676,333 8,363,634 403,400 1,250,000 3,381,759
Other Revenue 39,558,687 6,013,540 2,911,108 100,000 -
Parks and Rec Fees 2,831,600 2,831,600 - - -
Property Tax 33,181,388 14,800,000 1,381,388 - 17,000,000
Sales Tax 31,750,000 17,859,375 13,890,625 - -
Special Improvement Fees 10,000 - - 10,000 -
Utility Revenue 143,558,856 10,015,450 - - -
Grand Total 378,441,397 75,483,881 25,048,927 20,575,200 20,531,759
USES AND EXPENSES
Interfund Transfers 4,245,271 524,860 3,341,740 - -
Personnel 71,599,532 42,977,941 413,567 - -
Operations 186,253,607 29,914,825 9,406,250 - -
Capital 143,428,260 1,956,280 22,947,579 24,535,704 -
Debt Issuance Costs 609,700 - 95,000 - 20,000
Debt Service 31,797,708 - 942,561 - 20,007,904
Grand Total 437,934,078 75,373,906 37,146,698 24,535,704 20,027,904
Ending Fund Balance 82,954,363 11,600,875 20,993,871 2,894,016 2,454,594
CONTINGENCY AND RESERVES
90 Day Operational Contingency 29,724,178 11,200,000 2,860,102 - -
Arterial Reservation 750,000 - 750,000 - -
Benefit Payout Reserve 340,000 340,000 - - -
Contingency 25% of Op Rev - - - - -
Economic Stability Reserve - - - - -
IBNR 650,000 - - - -
Maintenance Contingency 25,000 - 25,000 - -
Non-Operational Contingency 16,495,967 - 3,819,749 - 2,096,022
Perpetual Reserve 536,403 - 536,403 - -
Rate Stabalization 6,205,000 - - - -
Reserve for TIA 2,100,000 - - 2,100,000 -
Reserved Bond Proceeds - - - - -
Reserved for Capital 4,897,594 - 1,203,635 - -
Grand Total 61,724,142 11,540,000 9,194,889 2,100,000 2,096,022
Available Fund Balance 21,230,221 60,875 11,798,982 794,016 358,572
GOVERNMENTAL FUNDS
44
FY2020 Annual Budget
Total Budget Electric Fund Water Fund
Other Enterprise
Funds
Internal Service
Funds
Beginning Fund Balance 142,447,044 5,892,640 67,516,478 2,745,391 12,904,734
SOURCES AND REVENUES
Bond Proceeds 47,285,200 4,010,000 18,600,000 1,400,000 -
Capital Recovery Fee 14,250,000 - 14,250,000 - -
Charges for Services 21,029,375 - - - 17,707,145
Development and Permit Fees 5,811,250 - 2,285,000 - -
EMS Revenue 2,810,000 - - - -
Franchise Fees 5,890,270 - - - -
Grant Revenue 1,066,032 - - - -
Interest 2,732,406 40,000 949,500 20,000 185,000
Interfund Tranfers - ROI, Etc.26,676,333 500,000 104,211 - 12,673,329
Other Revenue 39,558,687 5,353,616 1,316,800 3,902,000 19,961,623
Parks and Rec Fees 2,831,600 - - - -
Property Tax 33,181,388 - - - -
Sales Tax 31,750,000 - - - -
Special Improvement Fees 10,000 - - - -
Utility Revenue 143,558,856 85,514,803 44,328,603 3,700,000 -
Grand Total 378,441,397 95,418,419 81,834,114 9,022,000 50,527,097
USES AND EXPENSES
Interfund Transfers 4,245,271 - 124,500 140,500 113,671
Personnel 71,599,532 7,327,593 5,827,842 1,108,869 13,943,719
Operations 186,253,607 76,567,925 33,270,799 5,208,228 31,885,579
Capital 143,428,260 4,579,812 81,682,974 2,161,118 5,564,793
Debt Issuance Costs 609,700 82,700 382,500 29,500 -
Debt Service 31,797,708 4,007,794 6,259,918 579,531 -
Grand Total 437,934,078 92,565,825 127,548,533 9,227,746 51,507,763
Ending Fund Balance 82,954,363 8,745,234 21,802,059 2,539,645 11,924,068
CONTINGENCY AND RESERVES
90 Day Operational Contingency 29,724,178 4,190,234 8,236,379 801,224 2,436,239
Arterial Reservation 750,000 - - - -
Benefit Payout Reserve 340,000 - - - -
Contingency 25% of Op Rev - - - - -
Economic Stability Reserve - - - - -
IBNR 650,000 - - - 650,000
Maintenance Contingency 25,000 - - - -
Non-Operational Contingency 16,495,967 - 10,000,000 580,196 -
Perpetual Reserve 536,403 - - - -
Rate Stabalization 6,205,000 4,555,000 - - 1,650,000
Reserve for TIA 2,100,000 - - - -
Reserved Bond Proceeds - - - - -
Reserved for Capital 4,897,594 - - - 3,693,959
Grand Total 61,724,142 8,745,234 18,236,379 1,381,420 8,430,198
Available Fund Balance 21,230,221 0 3,565,680 1,158,225 3,493,870
PROPRIETARY FUNDS
45
FY2020 Annual Budget
CITY DEPARTMENTS BY FUND
This page visually represents the Departments of the City listed by their funding source.
46
FY2016 Annual Budget FY2020 Annual Budget
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.
47
THIS PAGE INTENTIONALLY LEFT BLANK.
48
GENERAL FUND
City of Georgetown EMS Technicians
49
GENERAL FUND
General Fund Summary .............................. 51
City Council ................................................. 58
Administrative Services .............................. 60
City Secretary’s Office ................................ 62
Communication .......................................... 66
Fire and EMS .............................................. 68
Inspections ................................................. 72
Library, Arts, and Culture ........................... 74
Municipal Court .......................................... 76
Parks Administration and Garey Park ......... 78
Recreation and Tennis Center .................... 80
Planning ...................................................... 82
Police: Administration & Operations .......... 84
Animal Services .......................................... 86
Code Enforcement ..................................... 90
Public Works and Streets ............................ 92
Solid Waste and Recycling .......................... 94
General Fund Five-Year Projections ........... 97
50
FY2020 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, library, and city administration.
FISCAL YEAR 2019
Total revenues are projected to be $71.2 million,
which is 0.5% 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 sales tax growth and Georgetown is no
exception. Sales tax is the largest revenue source
in the General Fund accounting for 23% of the
budget.
Sales tax revenue is expected to end the year 5%
over the budget due in large part to strong growth in the core sectors of retail, food, information, and manufacturing.
These sectors account for about 75% of total sales tax revenue every month.
Property tax revenue represents 20% of the General Fund revenues and is projected to end the year slightly above
the budget figure of $13.85 million. Sanitation revenue represents 13% of total revenues in the General Fund. Year-
end projections have sanitation revenue finishing at the budget of $9.45 million.
Return on Investment (ROI) revenue represents 11% of total General Fund revenues. The ROI is comprised of a
transfer from the Electric, Water, and Stormwater funds for the City’s ownership of these utilities. ROI is projected
to end FY2019 at $7.27 million, or 6.4% less than budget. Staff is proposing transferring only $3.825 million from the
Electric Fund instead of the full budgeted amount of $4.325 million. Original ROI for Electric was budgeted at $5.5
million. This adjustment reflects continued efforts to improve the financial condition of the Electric Fund.
Fire/Emergency Medical Services revenue represents 10% of total revenue in the General Fund. Fire/EMS revenue is
comprised of the contract for service with Williamson County Emergency Services District (ESD) #8 which
encompasses areas outside the city limits, as well as revenue associated with transporting patients and grants for
Fire operations like the SAFER staffing support grant. Fire/EMS revenue is projected to finish FY2019 at $6.88 million,
or less than 1% from budget.
Parks and Rec revenues are 4% of the General Fund revenues. FY2019 is projected to end at $2.7 million, a variance
to budget of $251,000. The variance is primarily due to Garey Park revenues which are projected to come in $175,000
less than budget. This is the first full year of park operations, and fees and programming will be reviewed to ensure
revenue goals are attainable.
Franchise Fees represent 8% of the General Fund revenues. The City collects franchise fees on electric, water, cable
TV, gas, telephone (land lines), stormwater, and irrigation. Franchise fees in FY2019 are projected to end 3% higher
than budget, reflecting continued residential growth.
Development revenue is 5% of the General Fund revenues. Development revenues in FY2019 are projected to end
13% higher than budget due to a one time in nature payment of master development fees of over $400,000 related
to the issuance of debt by various municipal utility districts outside the city limits. The two largest revenue accounts,
permitting and plan reviews, are projected to exceed budget.
51
FY2020 Annual Budget
Total expenditures are projected to be $70.6 million, less than 1% from the current budget. The June mid-year budget
amendment included increasing expenditures to address increased utility costs, personnel adjustments, and
administrative expenses related to the sale of City property.
All divisions in the fund are projected to finish the year under budget except for the Police division. It is anticipated
the division (Police Administration, Police Operations, Animal Services, and Code Enforcement) will need a year-end
amendment to address overtime overages for special events and summer patrol of Blue Hole. Savings in Code
Enforcement and Animal Service will mitigate some of the projected overages. Funds were added in the FY2020 Base
Budget to ensure adequate funding is appropriated for the additional workload.
Total fund balance is projected to be $11.5 million as of September 30, 2019. This is greater than the contingency
reserve policy requirement of $9,977,771. The projected available fund balance after accounting for the FY2019
contingency and the FY2019 benefit payout reserve of $170,000 totals $1.3 million. It is anticipated $85,000 from
the benefit reserve will be needed by the end of the year to cover retirements of long-term staff.
FISCAL YEAR 2020
Budgeted revenues total $75.5 million, an increase of 6% over
FY2019 projections. The chart to the right identifies General Fund
revenues by source.
Property tax revenue is budgeted at $14.8 million. There is no
adjustment in this amount from the July 16th presentation to
Council/ Due to higher valuation and new development, property
tax revenue is budgeted to increase by 6.7% over the FY2019
projection. Additionally, preliminary tax data indicates that the
City is experiencing an increase of approximately 40% in new
value and in the TIRZ. The adopted tax rate is 42 cents per $100
of valuation, the same rate as the last two years. This rate is split
between 19.547 cents for Operations and Maintenance and
22.453 cents for general debt service.
Sales tax revenue is budgeted at $17.9 million, or 6.7% over the FY2019 projection. The estimated sales tax is based
on trend analysis which indicates continued strong growth in the core sectors. Additionally, the estimate factors in
the opening of new businesses to Georgetown like Holt Caterpillar, Academy Sports + Outdoors, and various new
retailers at the Wolf Crossing Development.
Sanitation revenue totals $10.1 million in FY2020, an increase of 7.2% over FY2019 projections reflecting continued
residential and commercial growth. Utility Return on Investment (ROI) revenue is projected to be $8.06 million. This
transfer provides a benefit to the residents for the ownership in Electric, Water, and Stormwater utilities by utilizing
revenue from utilities to help fund traditional government services. The Electric ROI is budgeted at $4.5 million,
which is $1 million less than the standard budgeted amount.
Development fees are expected to decrease 5.6% over the FY2019 projections. Please note the FY2019 projections
include a large one time in nature payment of master development fees from MUDs. After normalizing for the one-
time payment, development fees overall are budgeted to increase by 5% relative to FY2019. 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.
Sales Tax
24%
ROI
11%Sanitation
Revenue
13%
Franchise
Fees
8%
All Other
Revenue
25%
Property
Tax
19%
FY2020 REVENUES
52
FY2020 Annual Budget Parks and recreation revenue is budgeted at $2.8 million, which
is a 4.6 % increase over the FY2019 projection. The increase in
revenue is the result of continued growth in Gary Park, rec center,
tennis center, and pool revenue.
Budgeted expenditures total $75.4 million, an increase of 7% over
FY2019 projections. Expenses include salary step and market
increases in police and fire compensation, as well as market
adjustments for non-civil service employees. Employee merit
raises are an average of 3%. Additionally, the budget includes a
5% increase in health insurance costs for both the employer and
employee effective January 1st, 2020.
Adopted enhancements include the following new positions, one-
time expenditures, and new programs to respond to City
initiatives and pressures of growth. Highlights are listed below. A
full list of potential funded and unfunded requests is at the end
of the General Fund section.
• Police Operations: 2 Patrol Officers: In April of 2015, the Police Department contracted with the University of
North Texas to complete a patrol staffing study for the Georgetown Police Department. The study considered
a number of variables such as number of calls based on each call type, average service per call type, back up
units required, back up service time, self-initiated time per hour, administrative time per hour, response
times, visibility variables, and immediate availability variables. The study was updated March of 2017, and
the most conservative model called for the addition of 8 patrol officers over a 5 year period. Since then, only
2 officers have been added to patrol, but calls for service have increased by 15% (22,193 to 25,533). It is also
important to note that since the last staffing study, the Department has seen a 16% percent reduction in the
amount of traffic stops conducted with 2018 being the lowest number in the last 8 years. This speaks to the
inverse relationship between calls for service and proactive policing. The more calls for service increase
without a corresponding increase in staffing, the less time there is available for officers to undertake
proactive measures such as traffic stops, campus patrols, and neighborhood patrols. This is detrimental
during a time when traffic complaints and traffic volume remain high and increasing. Additionally, since the
department last added 2 patrol officers, the City has grown by approximately 4,500 residents and nearly
2,000 acres of land mass. The addition of 2 patrol officers would allow the department to increase minimum
staffing levels. Currently, minimum staffing is set at 5 officers and 1 supervisor. The addition of 2 patrol
officers (along with the 2 added in the FY18 budget) would then allow the department to increase minimum
staffing to 6 officers and 1 supervisor. The current 5 beats would be restructured into 6 beats. This addition
to minimum staffing would provide greater opportunity for proactive policing. Adopted cost: $215,762.
• Police Operations: WatchGuard Camera System: Over the last two years, staff has been unable to fix and/or
replace existing cameras with increasing difficulty due to L3-Mobile Vision’s inventory of first generation
cameras being depleted. Most surrounding Central Texas agencies and many other agencies who have
deployed L3-Mobile Vision cameras have already changed vendors due to the ongoing problems and lack of
availability of product. The Police Department is now at a critical state and using old L3 cameras donated by
Cedar Park PD to keep cameras deployed. One of the challenges is the storage and retrieval of stored files
from the cameras, which is achieved through proprietary software. The camera system infrastructure
includes date from car cameras, body cameras, and all interview room cameras all housed in one central
software. It is a holistic system. Staff is recommending a transition to another vendor for our camera needs.
After reviewing four camera vendors, the selected vendor is WatchGuard, a company who has a solid
Admin.
Srvs.
9%
Com.
Srvs. &
Fin.
16%
Dev. &
Planning
4%Fire
27%
Police
24%
Public
Works
19%
Transfers
1%
FY2020 EXPENSES
53
FY2020 Annual Budget reputation in the police camera industry. The quote from WatchGuard is a 5-year contract ($1,114,664) for
hardware, software, uninstall/install, and software maintenance. The quote covers replacement of all car
cameras (uninstall old/install new), all body cameras, and interview rooms (uninstall/install).
The quote includes an additional $24,000 annual cost to cover bandwidth and cloud storage. With this
contract, the City will own the hardware which has a 3-year warranty for body cameras and a 5-year warranty
for car cameras. The initial capital expense of $814,038 will be funded via Certificate of Obligation debt with
a 5-year term. The annual subscription cost of $24,000 will be funded out of the General Fund. Adopted cost:
$838,038.
• Police Operations: 2 Emergency Communications Operators: The minimum staffing requirements for the
communication center is currently three operators from 10p-10a. Adding two positions that will cover the
hours of 10p-10a, which will allow each shift to have a total of five Emergency Communications Operators
and meet the call demands experienced. Calls for service grew by 14% between 2016 and 2018 with total
calls reaching 54,425. In addition to increased call load, the complexity/length of calls have increased with
medical response responsibility and deployment of medic trucks. Two additional communications operators
will allow for these growth pressures to be addressed and give capacity for necessary training. The City is
requesting to add two additional positions that will cover the hours of 10p-10a, which will allow each shift to
have a total of five Emergency Communications Operators. Adopted cost: $130,690.
• Police Operations: Community Engagement Officer: The Community Engagement Unit is currently staffed by
one officer who reports to a lieutenant who provides oversight to our School Resource Officers, Parking
Ambassadors and Volunteer Coordinator. Community engagement activities are a critical function of the
department creating and maintaining strong relationships with segments of the entire Georgetown
community. Current staffing levels do not allow the department to engage the community adequately and
attend related events. An additional officer is needed to continue and strengthen the CommUNITY initiative.
Adopted cost: $107,881.
• Police Operations: CID – Computer Forensic Crime Detective: Annually, the Georgetown Police Department
Criminal Investigations Divisions (CID) sees an average of 1,600 cases assigned to five full time detectives. It
is becoming common for crimes to have a link and nexus to technology and cybercrime, which requires
specialization that Georgetown PD does not possess at an adequate level. The addition of a computer
forensic/cyber trained detective would greatly enhance the department’s ability to address these growing
crimes and also help with overall caseload. Adopted cost: $107,881
• Code Enforcement: Code Enforcement Officer: Code enforcement officers support and enhance property
values through effective enforcement of property standards. Since the last code enforcement officer was
added in 2015, the city has grown by 10,000 residents and nearly 2,300 acres in land mass. The number of
annual code activities has increased by 23% from 2015 to 2018. The additional officer will allow for improved
enforcement coverage and improved customer service by giving city staff more time to interact with
residents. Adopted cost: $91,422.
• Fire Support Services: Fire Protection Engineer: A Fire Protection Engineer is needed for plan review of fire
alarm systems and other operational permits, as well as sprinkler systems and site/building plans. This
position is responding to growth pressures and is also needed to support planning for proposed new
developments. Adopted cost: $101,316.
54
FY2020 Annual Budget • Fire Support Services: Emergency Management Equipment: Additional funds are needed for the Veoci
Software license for Williamson County’s Emergency Management software and mobile disaster tracking.
Adopted cost: $37,705.
• Fire Emergency Services: Plymovent System: Station #2 needs an extraction and filtration system for polluted
indoor air related to contaminated gear to ensure the health and safety of the stationed firefighters. Adopted
cost: $65,000.
• Inspections: Salary Progression System: As a way to attract and retain quality employees, Inspections is
seeking the creation of a progression system. This system will allow the department to create an entry level
Permitting Technician position as well as allow progression between Plans Examiners based on certification
and experience. Additionally, this new progression system would allow Building Inspectors to obtain their
combination level inspector and become certified. Adopted cost: $27,994.
• Communications: Director of Communications and Engagement: The City completed a communications audit
which identified a plan to improve the effectiveness of public communication and community engagement.
In FY2020 the City will rebrand and restructure the Communications Department as the Communications
and Public Engagement Department. The department will be led by a Director of Communications and Public
Engagement who will provide strategic guidance and serve as a listener and bridge-builder to community
stakeholders. Adopted cost: $115,309.
• Communications: Public Information Program: New outreach and engagement efforts as outlined in the
communication audit will create an increased demand for presentations, content generation, news releases,
etc. A monthly retainer with a full-service agency is cost effective since it provides the City with access to the
agency’s full array of services and expertise. Adopted cost: $84,000.
• Communications: Community Impact Advertising: The Communications Department is proposing a monthly
ad highlighting news and updates for residents in the free monthly periodical. This request funds ten one-
page ads. Adopted cost: $25,500.
• Communications: Direct Mail: Results of the resident communications survey indicate that people want the
City to send information more often. An increased stream of communication, especially in the form of a
direct mail piece, will reinforce the City’s efforts to be more transparent with resident issues. Adopted cost:
$27,900.
• Public Works: Georgetown Health Foundation GoGeo: The City of Georgetown partners with the Georgetown
Health Foundation to help fund the GoGeo program. For the FY2020 Budget, the Health Foundation pledged
an additional $50,000 in grant revenue to the City to ensure more paratransit service as part of the GoGeo
service schedule. Adopted cost: $52,000.
• Public Works: Rideshare Program: The pilot rideshare program was tested in FY2019 to determine its
effectiveness in supplementing the transit system. The second phase would extend the pilot and provide
changes through lessons learned in the first phase. Adopted cost: $50,000.
• Community Services Director: The growth of the City, as well as retirement in key positions, provides an
opportunity to reorganize the structure of the organization to continue to provide high levels of service. This
new division will include the areas of code enforcement, animal services, and emergency management. A
new director position will support these customer centric areas. Adopted cost: $124,448.
55
FY2020 Annual Budget • Library: Library Assistant – Temp/On-Call: The Library has 10 Temp/On-Call employees to fill in when there
are absences or leave by regular staff. Last fiscal year, the Library utilized these employees to fill in for 6,949
hours of leave from regular staff members. Additional funds are needed for these Temp/On-Call employees
to address leave and health related incidents experienced by employees. Adopted cost: $26,913.
• Library: Library Services Outreach Van: The Friends of the Georgetown Public Library are providing a grant to
purchase a new van. The van will increase outreach services to disabled and homebound residents in nursing
and assisted living facilities. Adopted cost: $65,000 (grant funded through Library Special Revenue Fund).
• Parks: Transfer to Parks Special Revenue Fund (SRF): The Parks SRF addresses on-going park capital repair and
replacement needs. This supports maintaining outstanding aesthetics and providing a safe park environment
for public use by planning for the replacement and upgrade of park equipment and facilities. Replacement
needs for FY2020 total $394,000, therefore additional funds are needed to ensure a welcoming appearance
and minimize deferred maintenance costs. Adopted cost: $97,000.
• Planning: Comprehensive Plan Close Out and Public Outreach: To complete the 2030 Comprehensive Plan,
funding is needed for additional project management hours as well as costs for public outreach including
printing and meeting space. Adopted cost: $25,000.
• Administrative Services: Contract Management Coordinator: The risk assessment completed by the City two
years ago identified management for compliance of existing development agreements and other contracts
as a significant risk to be mitigated. This position would coordinate with various departments to ensure
compliance by the City and its contracted parties with executed contracts. It would also be responsible for
analysis and reporting as well as other special projects. Adopted cost: $70,202.
• 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.
Reorganization in the fund includes transferring two positions from GUS Administration in the Joint Service Fund to
the General Fund. One Executive Assistant position will be transferred to City Manager’s Office and one
Administrative Assistant position will be transferred to Public Works Administration.
Additionally, the budget includes creating a cost center for Community Services. The Community Services division
will oversee Emergency Management, Code Enforcement, and Animal Services. Animal Services and Code
Enforcement will remain separate cost centers. The Community Services cost center will house the Community
Services Director as well as Emergency Management personnel and operational expenses. Previously, these expenses
were budgeted in the Fire Support Services cost center.
Total fund balance is projected to be $11.6 million as of September 30, 2020. This includes a 90-day contingency of
$11,200,000 and a Benefit Payout Reserve of $340,000.
56
FY2020 Annual Budget FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 12,407,348 10,917,971 10,946,800 11,490,900 - 11,490,900
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Sales Tax 14,827,612 15,924,475 16,734,375 17,859,375 - 17,859,375
Property Tax 13,344,564 13,850,000 13,880,000 14,800,000 - 14,800,000
Sanitation Revenue 8,762,764 9,448,500 9,452,750 10,135,450 - 10,135,450
Return on Investment 8,618,437 7,777,490 7,277,490 8,060,000 - 8,060,000
Fire/EMS Revenue 1,700,695 6,926,266 6,885,372 7,176,152 - 7,176,152
Franchise Fees 5,274,759 5,434,000 5,589,123 5,890,270 - 5,890,270
Development and Permit Fees 2,863,639 3,307,000 3,726,935 3,526,250 - 3,526,250
Parks and Rec Fees 2,478,180 2,960,100 2,708,167 2,833,100 - 2,833,100
Administrative Charges 2,075,819 2,428,000 2,428,000 2,707,730 - 2,707,730
All Other Revenue 2,312,323 2,430,500 2,183,830 2,191,920 - 2,191,920
Transfer In 547,200 321,782 321,782 303,634 - 303,634
Grand Total 62,805,991 70,808,113 71,187,824 75,483,881 - 75,483,881
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
0000 - Transfer 1,970,809 361,000 446,000 357,000 167,860 524,860
0107 - Planning 1,609,103 1,746,148 1,507,294 1,678,290 25,000 1,703,290
0202 - Parks Admin 608,396 615,051 613,715 620,893 - 620,893
0210 - Library 2,570,387 2,696,579 2,683,051 2,751,811 26,913 2,778,723
0211 - Parks 2,569,107 2,799,674 2,691,034 2,726,868 - 2,726,868
0212 - Recreation 2,499,292 2,650,888 2,650,686 2,753,284 - 2,753,284
0213 - Tennis Center 400,776 463,162 449,365 460,794 - 460,794
0214 - Rec Programs 1,166,804 1,358,009 1,310,665 1,359,138 - 1,359,138
0215 - Garey Park 453,588 948,290 842,399 1,005,187 - 1,005,187
0218 - Arts & Culture 58,350 37,545 37,545 36,729 - 36,729
0316 - Municipal Court 614,064 635,935 634,168 664,063 - 664,063
0402 - Fire Support Services 2,703,863 3,000,589 2,973,649 3,061,748 58,597 3,120,345
0422 - Fire Emergency Services 10,825,942 13,181,569 13,177,738 13,990,665 289,998 14,280,663
0448 - Fire EMS - 2,593,697 2,584,430 2,824,356 22,660 2,847,016
0533 - Solid Waste and Recycling Services 7,910,420 7,902,414 7,901,514 8,525,875 - 8,525,875
0536 - Inspections 1,161,562 1,277,145 1,249,703 1,319,046 27,994 1,347,040
0602 - Administrative Services 1,560,286 1,571,103 1,571,084 1,623,111 171,195 1,794,306
0605 - Community Services - - - 265,732 265,732
0634 - City Council 174,286 171,395 169,595 177,608 - 177,608
0635 - City Secretary 736,994 897,280 844,379 802,086 17,197 819,283
0638 - General Gov't Contracts 4,015,619 3,430,401 3,964,796 3,261,450 - 3,261,450
0655 - Communications 405,315 425,160 409,718 436,748 247,705 684,453
0702 - Police Admin 2,266,656 2,355,161 2,387,527 2,416,294 11,368 2,427,662
0742 - Police Operations 12,072,690 12,450,598 12,575,343 13,266,171 555,486 13,821,657
0744 - Animal Services 834,659 926,122 888,693 973,518 - 973,518
0745 - Code Enforcement 360,471 432,800 419,061 460,461 63,922 524,383
0802 - Public Works 938,575 1,296,263 1,196,755 1,305,367 163,686 1,469,053
0846 - Streets 3,718,529 4,688,211 4,463,819 4,400,037 - 4,400,037
Grand Total 64,206,543 70,912,190 70,643,724 73,258,594 2,115,312 75,373,907
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 11,006,796 10,813,895 11,490,900 13,716,187 (2,115,312) 11,600,875
CAFR Adjustement (59,996) - - - - -
Economic Stability Reserve 1,225,000 - - - - -
Contingency Reserve 8,500,000 9,977,771 9,977,771 10,750,000 450,000 11,200,000
Benefit Payout Reserve - 255,000 170,000 340,000 - 340,000
Available Fund Balance 1,221,800 581,124 1,343,129 2,626,187 (2,565,312) 60,875
57
FY2020 Annual Budget
DEPARTMENT BUDGET
There are no significant changes to the City Council Budget in FY2020. The current level of service will remain the same in
FY2020.
It is anticipated the Council’s budget will finish FY2019 1.05% 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
Mission: 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 FTE’s: Administrative Services Division: 1 Mayor & 7 Councilmembers
City Council FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 151,267 150,289 150,289 150,434 - 150,434
Operations 23,019 21,106 19,306 27,174 - 27,174
Capital - - - - - -
Total Departmental Budget 174,286 171,395 169,595 177,608 - 177,608
Georgetown City Council and
Mayor
58
FY2020 Annual Budget
City Center Grand Opening
The City of Georgetown celebrated the grand opening of two City
buildings that are part of a civic campus for City government offices
on March 26, 2019. Known as City Center, the new civic campus
includes City Hall and Council and Court buildings as well as the
existing Georgetown Public Library that opened in 2007, the
Historic Light and Water Works office building, and a public parking
lot on Eighth Street. In addition to providing needed facility space,
the campus enables easier collaboration for City employees and
convenience for residents using City services.
The former public library building at 808 Martin Luther King Jr. St. is now City Hall. City Hall includes offices for City
management, Economic Development, Finance, Communications, Human Resources, and the City Secretary’s Office.
Adjacent to the new City Hall is the new Council and Court building. The building includes the new City Council Chamber
that also serves as a municipal courtroom. The addition also houses a jury room and council meeting room.
Councilmembers at the 20th Anniversary Red Poppy Festival
Adopted updated Ethics Ordinance and Governance
Policy.
Grand Opening and Ribbon Cutting for new City
Center.
Approved updated Municipal Utility District (MUD)
and new Public Improvement District (PID) Policies.
Adopted a Solid Waste Master Plan as an element of
the Comprehensive Plan.
Finalized the sale of downtown buildings to fund the
City Center renovations and to provide opportunities
to reuse these buildings to enhance the overall
economic and tourism activity in the downtown area.
Approved updated Historic Architectural Review
Commission (HARC) guidelines.
Approved the Wolf Lakes Public Utility district (PUD)
and Tax Increment Reinvestment Zone (TIRZ) with
participation from Williamson County.
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.
Monitor, promote, and communicate a long-term
strategy for the City’s utilities.
Develop collaborative strategies with Georgetown
ISD, Southwestern University, and other entities.
Maintain a fiscal environment conducive to
attaining the goals of the City.
MAJOR ACCOMPLISHMENTS FY2019 MAJOR GOALS FY2020
59
FY2020 Annual Budget
DEPARTMENT BUDGET
A risk assessment completed by the City identified management for compliance of existing development agreements and
other contracts as a significant risk to be mitigated. A Contract Management Coordinator position is added for FY2020.
This position will coordinate with various departments to ensure compliance by the City and its contracted parties with
executed contracts. General Government Contracts includes funding for various partnerships within Williamson County.
The FY2020 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 FTE’s: Administrative Service Division: 12 FTEs
Administrative Services FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 1,270,372 1,319,956 1,318,741 1,443,091 166,695 1,609,786
Operations 4,305,534 4,826,548 4,579,449 4,716,470 4,500 4,720,970
Capital ‐ ‐ ‐ ‐ ‐ ‐
Total Departmental Budget 5,575,906 5,001,504 5,535,880 4,884,561 171,195 5,055,756
Georgetown Staff on
National City Hall Selfie Day
60
FY2020 Annual Budget
City management monitors the Performance Management Program and oversees 31 different service areas. 100% of
service areas have finalized their mission statements and have at least two strategic goals. 94% of service areas currently
have tracking measures defined for all strategic goals. Two departments are in the process of redefining their meaningful
tracking measures.
Worked to develop multi‐year budgets and financial
planning as part of the annual budget process.
Continued implementation of the citywide
Performance Management Program with the
development of a customer service satisfaction
survey and dashboard of outcomes in multiple areas
in order to improve service delivery.
Partnered with Leadership ICMA to conduct a study
to evaluate and provide an assessment on strategies
to implement Georgetown Utility Systems’ Business
Improvement Program citywide.
Provided development support for several successful
retail and commercial projects, including Wolf
Crossing, Bluebonnet Plaza/Academy, and Holt
Caterpillar.
Finalized the sale of downtown buildings to fund the
City Center renovations and to provide opportunities
to reuse these buildings to enhance the overall
economic and tourism activity in the downtown area.
Completed City Center renovation construction to
provide a new home for City Hall, Council Chambers,
and Municipal Court.
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.
Lead the focus on multi‐year budgets and financial
planning as part of the annual budget process.
Continue to foster 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.
Implement reorganization of the City’s
organizational structure to meet service delivery
goals in a financially feasible manner.
Provide continued oversight of the financial and
operational plan to stabilize the electric fund and
improve several reserve funds to improve
Georgetown Utility Systems financial condition.
MANAGEMENT SERVICES
•Assist the City Council to be successful in the development and implementation of city priorities and policies.
• Promote resource stewardship through the development of the annual budget with highlighted improved or more cost
effective services, meaningful goals, and performance measures.
• Support employee development by encouraging participation in leadership and training programs.
• Monitor and analyze proposed state legislation that could impact the city’s budget and service delivery.
• Partner with other local, regional, and state agencies as well as the private sector to ensure quality growth and
development.
• Facilitate coordination of interagency relationships.
MAJOR ACCOMPLISHMENTS FY2019 MAJOR GOALS FY2020
61
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 City Secretary’s Budget includes several enhancements that total $17,197. The budget includes additional
funding for audio and video redaction software, records software, and additional licenses for the document management
system used by the City.
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 FTE’s: Administrative Services Division: 4 FTEs
City Secretary FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 447,693 497,706 487,705 512,599 - 512,599
Operations 289,301 399,574 356,674 289,487 17,197 306,684
Capital - - - - - -
Total Departmental Budget 736,994 897,280 844,379 802,086 17,197 819,283
Georgetown City Secretary
Staff
62
FY2020 Annual Budget
Provided excellent assistance and care for the Mayor
and City Councilmembers, the general public, and
internal staff.
Implemented the Five-Year Plan for Records
Management.
Continued to update and improve open records
processes for ease of use and efficiency.
Began improvements in data management process
for Boards & Commission by implementing new
softare.
Developed and provided excellent training to Boards
& Commissions members, liaisons, and chairs.
Provided Parliamentary Procedures training for
Council, Board Liaisons and Board Chairs.
Re-evaluate Five-Year Plan for entire City Secretary
Department.
Continue updating business and open records
processes throughout the City Secretary
Department.
Improve electronic file clean up for all service areas
in the department.
Maintain excellent training for Boards &
Commissions members, liaisons, and chairs.
Continue to provide excellent assistance and care
for the Mayor and City Councilmembers, the
general public, and internal staff.
Strategic Goal 1
Ensure Council and
Boards and Commissions
have accurate agendas
and are in compliance.
Measurable 1:
Number of agenda modifications
Strategic Goal 2
Provide excellent
customer service by being
the go-to source for
information.
Measurable 1: Number of open records requests
Measurable 2: Average days to close requests
Measurable 3: Number of City Hall phone calls
Strategic Goal 3
Ensure compliance,
education, information,
and guidance.
Measurable 1: Number of City Council agendas posted (Special, workshop, & regular)
Measurable 2: Number of City Council meeting items
Measurable 3: Length of council meetings (in hours)
Measurable 4: Total number of Board and Commission agendas posted
Strategic Goal 4
Optimize document
access and cost
effectiveness.
Measurable 1: Costs of records storage
Measurable 2: Destruction of records (boxes and file size)
Measurable 3: Number of hits on Laserfiche public portal
Measurable 4: Number of document downloads from Laserfiche public portal
Strategic Goal 5
Document the City’s
history and protect our
historical records.
Measurable 1: Number of items preserved
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
63
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
The City Secretary’s Office mission is to provide service
to the City Council, public, and staff by facilitating
compliance and improving processes while preserving
history.
The City Secretary’s Office has found the PMP to be
easy to use and that it integrates well with many things
they were already doing. They are still fairly new to the
program, so they are looking for ways to capture
information that shows what they do in a quantitative
way.
Many people do their jobs each day and don’t think
about how it can be measured. But, for them, having
quantitative totals for many of their work areas has
been really interesting to follow. It’s also a great way for
others outside of the department to see what they do
by the numbers and how those numbers are increasing
over time.
The PMP has helped to show the growth in the City Secretary’s Office over the last year and they are looking forward to
watching those numbers continue to grow in the future. This data helps identify current trends, workloads and potential
future challenges, which helps everyone become more proactive in their roles.
Strategic Goal 2: Provide excellent customer service by being the go-to source for information.
Measurable 2: The City Secretary
Department continued to meet
all deadlines for Open Records
Requests despite an 18%
increase in requests through July
of 2019 when compared to 2018.
The team has maintained an
average of 5 business days to
close requests, which is 5 days
under the target of 10 business
days.
0
2
4
6
8
10
12
14
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Average Number of Days to Close Open Records Request
FY2018 FY2019 Target
64
FY2020 Annual Budget
Strategic Goal 5: Document the City’s history and protect our historical records.
Measurable 1: Over 371,000 items were preserved by the City Secretary Department in FY2018.
65
FY2020 Annual Budget
DEPARTMENT BUDGET
The City completed a communications audit which identified a plan to improve the effectiveness of public communication
and community engagement.
In FY2020 the City will add a Director of Communications and Public Engagement who will provide strategic guidance and
serve as a listener and bridge-builder to community stake holders.
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 FTE’s: Administrative Services Division: 4 FTEs
Communications FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 280,127 287,237 290,815 293,379 103,805 397,184
Operations 121,127 137,923 118,903 143,369 143,900 287,269
Capital 4,061 - - - - -
Total Departmental Budget 405,315 425,160 409,718 436,746 247,705 684,453
City of Georgetown
Communications Team
66
FY2020 Annual Budget
PMP in Action
The Communications Department uses Instagram to connect with Georgetown residents. From celebrating
#internationalwomensday and #cityhallselfieday to a #behindthescenes of the Employee Holiday Message with City
Manager David Morgan, the City’s Instagram is a great way see what’s going on in Georgetown.
Assisted consultant to create the Communications
Assessment report that was presented to the City
Council and formed the basis for 2020 budget
requests.
Developed #NoWateringMondays campaign with
videos, print ads, and social media to promote water
conservation.
Won four awards including a first-place award for the
annual report at the Texas Association of Municipal
Information Officers conference in June 2019.
Implement marketing plans for Water Conservation,
Parks and Recreation, Police, Fire, and Economic
Development.
Plan and host the first State-of-the-City event in
January 2020.
Create and publish the first display ads in the
Community Impact.
Produce the Economic Symposium video and the
State of the City 2020 video to highlight key themes
for 2020.
Strategic Goal 1
Use social media
platforms to reach target
audiences.
Measurable 1: Monthly Facebook total followers
Measurable 2: Monthly Twitter and Instagram total followers
Measurable 2: NextDoor total members in the City limits
Strategic Goal 2
Use Emma newsletters to
reach target audience.
Measurable 1: Average weekly subscribers
Measurable 2: Percentage of opens per issue
Strategic Goal 3
Department employee
connections.
Measurable 1: Internal customer survey
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
67
FY2020 Annual Budget
DEPARTMENT BUDGET
There are multiple service level enhancements approved as part of the FY2020 Budget. Included in this year’s budget is
funding for a Fire Protection Engineer and funding for operations, as the City opens Fire Station 6 and Fire Station 7.
Additionally, the Budget includes funding for an emergency management software as well as a filtration system for Fire
Station 2. Lastly, the FY2020 Budget includes funding for the updated Meet and Confer agreement.
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 FTE’s: Fire Division: 144 FTEs
Fire and EMS FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 10,935,007 15,104,38 15,053,442 16,055,637 (3,823) 16,051,814
Operations 2,588,490 3,671,475 3,681,825 3,821,132 310,078 4,131,210
Capital 6,308 - 550 - 65,000 65,000
Total Departmental Budget 13,529,805 18,775,854 18,735,817 19,876,769 371,255 20,248,023
Georgetown Firefighters at
the 2019 Red Poppy Festival
68
FY2020 Annual Budget
Strengthened Labor Management Team (LMT) goals
to include focus on employee development and
succession planning within the Meet & Confer
Agreement.
Hired 19 new paraemdic/ fire fighters and improved
candidate diversity within applicant pool.
Reduced overtime and improved firefighter work
schedule and reduced need for holdover.
Develop succession planning program to address
upcoming retirements and expansion.
Integrated specialized truck operation position into
deployment model with new Tiller.
Restructured Fire & Life Safety to improve workflow,
timelines, safety, and competencies.
Fostered a culture of trust and peer-to-peer
coaching.
Transitioned lift assist program to include a more
formal needs assesement and referral.
Expanded Incident Command System (ICS) offerings
to other City departments.
Enhanced medical and wellness screenings for
firefighters.
Obtained Mission Life Line recognition for pre-
hospital cardiac care within community.
Complete a Community Risk Assessment (CRA) and
Standards of Cover (SOC) with Center for Public
Safety Excellence (CPSE).
Expand employee development through enhanced
skills training, quality assurance, and integration of
promoted paramedic positions.
Evaluate policy compliance and review to meet
industry best practices.
Create community-driven strategic plan.
Finalize and establish operations for Fire Station No.
6 and Fire Station No. 7.
Successfully integrate 19 new hires into operations.
Adopt the 2015 Fire Code and improve the on-line
presence of code requirements with development
community.
Perform organizational restructuring to improve
workflow, member development, and succession
planning.
Improve the Safety and Wellness Program with
increased focus on cancer reduction measures.
Purchase new records management software to
improve efficiencies and performance measure
reporting.
Strategic Goal 1
Improve community
safety by 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
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)
Measurable 5: Tenure with GFMD
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
69
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Improve community safety by responding quickly, solving problems, and being nice.
Measurable 2: Station/District Reliability is defined as the probability that the resources assigned to a specific fire station
will be available to respond to an emergency within the area. Currently, the City is in the process of opening Fire Stations 6
and 7. With the opening of these two Fire Stations, it is anticipated the reliability statistics will improve. In the Five-Year
Capital Improvement Plan in the Beyond Five-Year horizon, there is a project scheduled to relocate Fire Station 4 to help
improve its reliability level. Below are the reliability statistics for the five fire stations currently operational. Please note at
the time of this publication, data was only available through July of 2019.
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
70
FY2020 Annual Budget
71
FY2020 Annual Budget
DEPARTMENT BUDGET
In order to retain and attract employees, Inspections has implemented a salary progression system for permit technicians.
This system will allow the department to create a progression for staff based on certification level and experience.
Additionally, this program will allow Building Inspectors to obtain their combination level inspector certification. A total of
$27,994 is included in the FY2020 Budget for the salary progression for Inspections staff.
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 FTE’s: Development and Planning Division: 15 FTEs.
Inspection Services FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 1,031,009 1,136,720 1,121,354 1,171,975 27,994 1,199,969
Operations 130,552 140,425 128,349 147,071 - 147,071
Capital - - - - - -
Total Departmental Budget 1,161,562 1,277,145 1,249,703 1,319,046 - 1,347,040
City of Georgetown
employee performing an
inspection
72
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Exceptional service.
Measurable 1:
Exceptional service is expected in all service areas
throughout the City, but with the high-level of
resident interaction, it is especially important in the
Inspections Department. The department takes
pride in being professional, courteous, and
knowledgeable.
Turnaround times on plan reviews are extremely
important with the fast paced growth that
Georgetown is experiencing. Reviewing turnaround
times helps both managers and staff see if there are
any steps that need to be implemented to improve
times. Plan review turn around over 10 days may
indicate a need for additional staff training or
education for the public on how to properly submit
an application for review.
Provided consistent one day turn-around for
inspections.
Supported the development of staff through
continued training.
Collaborated with other departments in the
development industry to improve efficiency of
processes.
Created a series of new processes to reduce turn-
around times on plan reviews.
Provided exceptional service to customers through
consistent administration of the building codes.
Adopt the 2015 International Building codes and
the 2017 National Electric Code.
Create additional processes to further reduce
turn-around times on plan reviews.
Maintain consistent next day inspections.
Encourage progression of staff through training
to improve customer service satisfaction.
Embody our Performance Management Process
mission statement by providing exceptional
service to all customers by sharing our knowledge
and expertise to protect health, safety, and
investments.
Strategic Goal 1
Exceptional Service. Measurable 1: Turnaround times for Plan Review (target: 10 days) and Inspections
(target: next day)
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 FY2019 MAJOR GOALS FY2020
PERFORMANCE MANAGEMENT PROGRAM
0
5
10
15
20
25
Qtr. - 1 Qtr. - 2 Qtr. - 3 Qtr. - 4 Qtr. - 1 Qtr. - 2 Qtr. - 3
Average Plan Review Turn Around Days
ETJ Commercial Residential Target
73
FY2020 Annual Budget
DEPARTMENT BUDGET
The Library currently has 10 Temp/On-Call employees to fill in when there are absences or leave by regular staff. Last fiscal
year, the Library utilized these employees to fill in for 6,949 hours of leave from regular staff members. Additional funds
are needed for Temp/On-Call employees to address leave and health related incidents experienced by employees. $26,913
is included to address the staffing pressures at the Library.
Library and 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 FTE’s: Community Services Division: 24 FTEs
Library and Arts & Culture FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 1,628,690 1,707,141 1,639,709 1,751,856 26,913 1,778,769
Operations 839,343 844,690 845,644 854,391 - 854,391
Capital 160,704 182,293 181,243 182,293 - 182,293
Total Departmental Budget 2,628,737 2,734,124 2,720,596 2,788,540 26,913 2,815,452
Children’s programming at
the Library
74
FY2020 Annual Budget
PMP in Action
The National Medal winning Georgetown
Public Library uses Instagram to advertise
events and showcase their many awards. The
library holds community events for both
adults and teens. They also partner with the
Georgetown Animal Shelter to collect
donations and even hold adoption events.
These events help increase the number of
visitors and customer satisfaction.
Added public art to the interior of the new City Hall
and Municipal Court/Council Chambers.
Completed Library Strategic Plan.
Collaborated with other departments to design
public outdoor space for the new City Center.
Implemented meaningful measures to report on
progress for strategic goals.
Assisted with promotion of the GoGeo bus system.
Add mural to the City Center campus behind the
shotgun house.
Install additional sculpture pads in the downtown to
increase the downtown sculpture tour.
Increase home delivery services with addition of an
outreach services van.
Develop master plan for public outdoor space for
City Center.
Implement new adult service program.
Implement new meeting room software system.
Strategic Goal 1
Provide high quality
library services.
Measurable 1: Monthly Customer Satisfaction Survey
Strategic Goal 2
Expand community access
to information,
collections, and other
library resources.
Measurable 1: Circulation of the Book-Mobile
Measurable 2: Circulation of E-books
Strategic Goal 3
Develop a professional
working environment.
Measurable 1: Number of visitors
Measurable 2: Number of meeting room users
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
75
FY2020 Annual Budget
DEPARTMENT BUDGET
There are no substantive changes to the Municipal Court Budget for FY2020. Personnel costs increase in FY2020 by 3.38%,
or $18,121. The increase in personnel expense accounts for an increase in health insurance premiums and merit/market
adjustments.
Operations increased 10% relative to FY2019 Budget. The increase in operations is primarily driven by an increase in
allocations for technology and facilities.
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 FTE’s: Community Services Division: 6.5 FTEs
Municipal Court FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 527,292 536,049 539,830 554,170 - 554,170
Operations 86,773 99,886 94,338 109,893 - 109,893
Capital - - - - - -
Total Departmental Budget 614,064 635,935 634,168 664,063 - 664,063
Award Winning Teen Court
Program
76
FY2020 Annual Budget
PMP in Action
The City of Georgetown has an award winning Teen Court Program that began
in 1993. This past school semester one of the teams of teen attorneys
competed in and won first place at the Teen Court State Competition. This
program is a win-win for the City as well as the defendants that elect this
option. Defendants pay an administration fee of $20 and are sentenced to
perform community service hours, as well as jury terms as their “punishment”.
Once they comply, their charges are “dismissed” and not reported as
convictions on their record. This program provides great benefits to the
community and last year alone, almost 1,900 hours of community service were
performed. As of June 2019, 904 community service hours have been
completed for the year with 70% of defendants completing the program.
Fostered a customer service philosophy with court
defendants, treating all with courtesy and respect.
Increased court efficiency through streamlining
procedures and automation.
Protected and preserved individual liberties of court
defendants.
Continued reviewing performance measures to
ensure the integrity of the court system and to be
good stewards of people’s time.
Increased usage of the court notification system to
enhance customer service opportunities and
increase court efficiency.
Hosted the Teen Court Association of Texas (TCAT)
annual conference in November 2018.
Hosted Teen Court Planning Seminar in conjunction
with Texas Municipal Courts Education Center to
provide participants tools to start or enhance a teen
court program.
Host Teen Court Planning Seminar again in
conjunction with Texas Municipal Courts Education
Center to provide participants tools to start or
enhance a teen court program.
Continue to update and change court processes to
match new facility and be more efficient.
Implement Legislative changes effective January
2020.
Increase usage of notification software to include
expanding phone calls and implementing texts.
Increase use of Access and Fairness Survey to obtain
feedback from customers.
Maintain clearance rate of outgoing cases to ensure
cases are being processed timely and avoiding any
backlog of outstanding cases.
Maintain accuracy of case file audits to ensure the
integrity of the court system.
Strategic Goal 1
Provide quality service
that is timely: Be good
stewards of people’s
time.
Measurable 1: Maintain court arraignment 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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
77
FY2020 Annual Budget
DEPARTMENT BUDGET
The Parks, Parks Administration, and Garey Park did not receive a notable service level request as part of the FY2020 Budget.
Personnel costs increased relative to the FY2019 Budget by 5%, which accounts for a full year of salary for a position
approved in the FY2019 Budget.
There is a 5% decrease in operations relative to FY2019 Budget. The reduction is primarily from one-time expenses in
FY2019.
Parks, Administration, & 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 FTE’s: Community Services Division: 30.5 FTEs
Parks, Parks Administration, and
Garey Park
FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 1,818,216 2,185,351 2,111,037 2,296,231 - 2,296,231
Operations 1,812,875 2,177,664 2,036,110 2,056,717 - 2,056,717
Capital - - - - - -
Total Departmental Budget 3,631,091 4,363,015 4,147,147 4,352,948 - 4,352,948
Yoga in the Park Event at
Garey Park
78
FY2020 Annual Budget
PERFORMANCE
MANAGEMENT
PROGRAM
HIGHLIGHTS
PMP in Action
FY2019 saw a large increase in programming at
Garey Park. Events included the Summer
Nature Hike Series, Yoga in the Park, monthly
stargazing, BioBlitz, Family Nature Fest, and the
Sunset Movie Series. The Parks Department has
consistently received a 95% customer
satisfaction rating, surpassing their 85% target,
and hopes additional programming will meet
the needs of their customers.
Began Heritage Gardens operations and
maintenance.
Completed Phase 2 of San Gabriel Park
Improvements.
Constructed a parking lot extension at VFW Park and
a columbarium at IOOF Cemetery.
Gathered public input on neighborhood park
development including Golden Bear Park.
Began construction planning for Golden Bear Park.
Coordinated with Texas Master Naturalist to
complete a wildlife viewing blind at Garey Park.
Hosted multiple events and programs at Garey Park
including Eggstravaganza, Nature Fest, Bio Blitz,
Fishing Derby, Star Gazing, Nature Hikes and Victory
Cup.
Continue ADA improvements in parks and along
trails.
Complete demolition of Tennis Center Pool and
Show Barn.
Complete updated Parks and Recreation Master
Plan and San Gabriel Park Phase III design
Design and begin construction of South San Gabriel
Regional Trail at Wolf Crossing.
Gather public input on capital repair and
replacement projects including the renovations at
Heritage Gardens, University Park, and Raintree
Park.
Continue focus on programming and events at
Garey Park.
Complete Park Development Manual.
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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
The Parks Department consistently maintains lower than City average Employee Turnover.
Their dedicated employees ensure the department meets a 95% completion rate of scheduled items
each month.
As a result, they have a 100% adherence rate with their replacement schedule.
79
FY2020 Annual Budget
DEPARTMENT BUDGET
The Recreation and Tennis Center did not receive a notable service level request as part of the FY2020 Budget. Personnel
costs increased relative to the FY2019 Budget by 2.5%, which includes an increase for health insurance premiums and an
increase for merit/market adjustments. The increase in operation costs in FY2020 is for additional travel and training,
increase expense for aerobic and Silver Sneakers programming, and additional payroll expense for tennis camps.
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 FTE’s: Community Services Division: 29.50 FTEs
Recreation and Tennis Center FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 2,185,853 2,440,345 2,408,304 2,501,151 - 2,501,151
Operations 1,881,019 2,031,714 2,002,412 2,072,065 - 2,072,065
Capital - - - - - -
Total Departmental Budget 4,066,872 4,472,059 4,410,716 4,573,215 - 4,573,215
Camp Goodwater plays in
San Gabriel Park
80
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM
HIGHLIGHTS
Strategic Goal 1: Provide safe, clean, and welcoming
spaces to attract and retain visitors.
Measurable 1: The Recreation Department installed
quick tap surveys at both exits of the Georgetown
Recreation Center. Members and guests can rate their
satisfaction with the facility and staff members and leave
their contact information if they would like to provide
additional input about their visit. The Recreation Center
has consistently exceeded their target of 90%
satisfaction. They will continue to use input from the
quick tap surveys to improve the customer experience.
Maintained 97% average customer satisfaction
rating on quick tap surveys.
Implemented customer service standards for
frontline staff at Recreation Center.
Hosted over 25 special events with over 8,500 in
total attendance.
Replaced Gymnasium #2 flooring.
Replaced indoor pool plaster and renovated indoor
pool deck.
Completed replacement of tennis center court lights.
Recorded record number of ballfield and community
center rentals.
Added functional fitness equipment in the loft.
Implement online booking capabilities for facilities
and amenities.
Shift from departmental cost recovery goals to a
more comprehensive, detailed approach.
Implement auto debit for camp payment plans.
Continue to develop joint use agreements with
community organizations and charter schools to
offer programming and facility rentals.
Explore possibilities of adding a functional fitness
area at the Recreation Center.
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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
86%
88%
90%
92%
94%
96%
98%
100%
Feb Mar April May Jun Jul
Customer Satisfaction Survey Ratings
Customer Satisfaction Target
81
FY2020 Annual Budget
DEPARTMENT BUDGET
FY2020 includes year two of the comprehensive plan and public outreach. $25,000 is included in the FY2020 budget to
complete the 2030 Comprehensive plan. This funding will be used for additional project management hours as well as costs
associated with public outreach.
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 FTE’s: Development and Planning Division: 13.00 FTEs
Planning FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 1,001,481 1,171,905 1,113,101 1,246,540 - 1,246,540
Operations 607,622 574,243 394,193 431,750 25,000 456,750
Capital - - - - - -
Total Departmental Budget 1,609,103 1,746,148 1,507,294 1,678,290 25,000 1,703,290
Georgetown Planning Staff
82
FY2020 Annual Budget
The Planning Department is working towards tracking
their PMP measures. The department has been
tracking workload measures including subdivision
reviews, rezoning applications, and average work days
per completeness review prior to the implementation
of the Performance Management Program.
Updated UDC requirements for Parkland Dedication
requirements and Public Notification Requirements.
Launched the 2030 Comprehensive Plan Update,
public outreach efforts, and the regular meeting of
the 2030 City Council appointed Steering
Committee.
Partnerned with Habitat for Humanity of Williamson
County to administer the Home Repair Program.
Conducted an outreach effort for the Certificate of
Appropriateness Process that reached over 900
community members.
Commenced the 2030 outreach efforts with the On
the Table and reached more than 1,400 residents.
Complete the 2030 Comprehensive Plan Update.
Continue to develop the Planning Department’s
Performance Management Program.
Update development processes and UDC to address
new legislation.
Grow the Habitat for Humanity partnership and
continue the Home Repair Program.
Continue to develop a strategy for requesting CDBG
funds in future years.
Develop an annual department education outreach
plan.
Strategic Goal 1
Provide efficient and
Effective Service.
Measurable 1: Maintain an accountable, responsive, and fiscally responsible department by
tracking and meeting performance measures
Strategic Goal 2
Build partnerships. Measurable 1: Provide a high level of customer service by building & maintaining relationships
through effective communication, education, and predictable service
Strategic Goal 3
Implement the City’s
Comprehensive Plan. Measurable 1:
Ensure consistency between plan and development code, proactively identify
code amendments, annually report to the City Council on implementation of
the plan, and utilize the plan when proving recommendations
Strategic Goal 4
Enforce Regulations. Measurable 1: Apply and ensure compliance with the adopted Unified Development Code
Strategic Goal 5
Education. Measurable 1: Seek to explain the purpose of local regulations and long range plans
Measurable 2: Share the mission and purpose of the department through quarterly
department newsletters, quarterly trainings for internal and external customers
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
0
5
10
15
20
25
30
35
40
JanFebMarAprMayJunJulAugSeptOctNovDecJanFebMarAprMayJunJulSite Development Workload
New Applications Resubmittals Reviews Completed
83
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 Budget for the Police Department includes two Patrol Officers, two Emergency Communications operators, a
Community Engagement Officer, and a Computer Forensic Crime Detective. Additional staff will help the department
relieve staffing pressures and will provide a greater opportunity for proactive policing. Additionally, the Police Department
will replace all body cameras and the body camera system. The initial capital expense of $814,038 will be debt funded using
Certificate of Obligation debt on a 5-year term.
Police: Administration and 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 FTE’s: Police Division: 120.50 FTEs
Police: Administration and
Operations
FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 11,256,669 11,499,539 11,716,255 12,307,758 426,161 12,733,919
Operations 3,082,676 3,301,720 3,246,615 3,374,707 122,693 3,497,400
Capital - 4,500 - - 18,000 18,000
Total Departmental Budget 14,339,346 14,805,759 14,962,870 15,682,465 556,854 16,246,319
Georgetown Police at the
2019 Red Poppy Festival
84
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Enhance Public Safety.
Measurable 2: Response times measure the ability of the Police Department to intake a call and deploy resources. Police
response to priority calls for service directly correlates to public safety and is a critical component of determining
appropriate staffing levels for patrol. In the FY2020 Budget, new patrol officers are being added to help improve response
times and overall safety.
Became the 154th “Recognized” Texas Law
Enforcement Agency within the Texas Police Chiefs
Association’s Best Practice Recognition Program.
Continued to be ranked #2 for fewest Part 1 Crimes
among Texas communities 50-100k in population.
Continued work on the CommUNITY Initiative.
Hosted six Junior Police Academies and over 50
other community related events.
Issued Level III Plate Carriers (enhanced body
armor) to 100% of sworn staff.
Enhance public safety through improvements in
crime analysis and traffic safety.
Assess and improve business process to support Best
Practice Recognition Program compliance.
Complete research and implement an internal
Wellness/Fitness Program.
Fully implement CommUNITY Initiative.
Establish an internal Leadership Development
Program.
Reduce motor vehicle crashes.
Strategic Goal 1
Enhance Public Safety. Measurable 1: Uniform Crime Report Part 1 Crimes
Measurable 2: Response Times (Priority, Priority 2, Priority 3, CFS)
Strategic Goal 2
Organizational
Development and
Training
Measurable 1: TCOLE Mandated Training Hours
Measurable 2: Specialized Training Hours
Measurable 3: Leadership Development Training Hours
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
7.6 6.97
8.33 8.47
9.27
7.57 7.52 7.03
7.43
0
2
4
6
8
10
Oct Nov Dec Jan Feb Mar April May Jun
Priority Calls & Response Times
Average Response Time Target Response Time
85
FY2020 Annual Budget
DEPARTMENT BUDGET
Animal Services did not receive a notable service level request as part of the FY2020 Budget.
Personnel costs increased relative to the FY2019 Budget by 5.7%, which includes a full year impact of an Animal Control
Officer added in the prior fiscal year.
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 FTE’s: Community Services Division: 11.5 FTEs
Community Services: Animal
Services
FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 595,712 658,976 623,882 696,530 - 696,530
Operations 238,947 267,146 264,811 276,988 - 276,988
Capital - - - - - -
Total Departmental Budget 834,659 926,122 888,693 973,518 - 973,518
Puppies receiving only the
best care at the Georgetown
Animal Shelter
86
FY2020 Annual Budget
Achieved “No Kill” (less than 10% euthanasia rate)
status for the fifth consecutive year with a 5% rate.
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.
Enhanced our low cost community programs through
the addition of the barn cat program, with 50 barn cats
adopted at minimal cost.
Improved the safety and security at the shelter for the
animals and people with the addition of cement kennel
half-walls, additional security cameras, and shade
cloths on the play yard fencing.
Increased our social media reach by 30% to showcase
adoptable dogs and cats, adoption events, fundraisers,
and intentional public education messaging.
Provided 150% more intentional public education
messaging.
Returned 27% of our dog and cat intakes to owners.
Increased the proactive patrolling by animal control of
neighbords and parks by 155%.
Improve city-wide education and compliance with
animal licensing for enhanced public safety and
rabies control.
Prioritize animal cruelty and crime scene
investigative training for animal control officers.
Expand and implement tracked and meaningful
performance measures to include length of stay.
Develop and implement an animal safety and
education program for children.
Improve the quality of life, safety, and security of
the animals at the shelter through additional shelter
enhancements.
Strengthen ties with the local business community
to increase adoption event and fundraising efforts.
Cultivate relationships with local medical facilities to
educate medical staff on the importance of and
proper procedures to report animal bites.
Strategic Goal 1
Provide low cost options
for pet owners to improve
pet health and return to
owner (RTO) 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. 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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
87
FY2020 Annual Budget
Upcoming Re-Organization
The growth of the City, as well as retirement in key positions, provides an opportunity to reorganize the structure of the
organization to continue to provide high levels of service. A new Community Services Department will be added in FY2020.
This new division will include the areas of code enforcement, animal services, and emergency management. A new Director
of Community Services will support these customer centric areas.
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Provide low cost options for pet owners to improve pet health and return to owner percentages.
Measurable 1: The Georgetown Animal Shelter vaccinated 140 cats and dogs at the March clinic but unfortunately had to
turn some people away and didn’t meet their target of 150 animals vaccinated per clinic. The department re-evaluated the
clinic process and added two additional volunteers for the event. One volunteer helped with animal check-in and one helped
organize paperwork. A vet tech was assigned to go through the line and select people with cats and people only requesting
one vaccine. These animals were able to be vaccinated in the lobby and then sent right to check-out. These process
improvements helped the Georgetown Animal Shelter vaccinate 173 cats and dogs at the May clinic and surpass their target
of 150 animals.
Measurable 2 & 3: Despite calling to confirm all free spay/neuter clinic appointments, the department had 7 no shows in
April. They are working to develop a better system of confirmation and implement a tracking system to disqualify people
from participating in future clinics.
March Vaccine Clinic
•140 dogs and cats
vaccinated
•60 out of 140 were microchipped
Process Improvement!
•Added 2 additional volunteers to help with check-out and paperwork
•Expedited vaccine process for cats and
people requesting a
single vaccine
May Vaccine Clinic
•173 dogs and cats vaccinated (reached target of 150 animals vaccinated)
•68 out of 173 were microchipped
FY2019 saw 460 cats and dogs vaccinated at the animal shelter's vaccine clinics.
FY2019 had an average return to owner percentage of 19.2%.
FY2019 saw 61 cats and dogs spayed/neutered at the Georgetown Animal Shelter.
88
FY2020 Annual Budget
Strategic Goal 2: Engage the community in the activities of the shelter.
Measurable 2: The Georgetown Animal Shelter has held 19 adoption events in FY2019. Booking offsite adoption events had
proved challenging over the summer, but with some changes in the animal shelter’s marketing position, more emphasis
was placed on soliciting and securing locations.
PMP in Action
Organizational changes have allowed the department to devote
more time to marketing on social media. Advertised events on the
Georgetown Animal Shelter’s Instagram include Kittens in the
Library, Pay by the Pound Adoption, and Bring Your Dog to Work
Day with Mayor Dale Ross. Marketing these events helps engage
the community in the activities of the shelter by expanding social
media reach and as a result, increases the monthly adoption
percentage.
0%
10%
20%
30%
40%
50%OctNovDecJanFebMarAprilMayJunJulAugSepOctNovDecJanFebMarAprilMayJunPercentage of Animals Adopted
The Georgetown
Animal Shelter
continues to strive towards a
monthly adoption
rate of 30%.
89
FY2020 Annual Budget
DEPARTMENT BUDGET
An additional Code Enforcement Officer is included in the FY2020 budget to address the growth pressures and help to
improve customer service. Since the last code enforcement officer was added in 2015, the City has grown by 10,000
residents and nearly 2,300 acres in land mass. The number of annual code activities has increased by 23% from 2015-2018.
The total cost for the new position is $91,422.
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 FTE’s: Community Services Division: 6 FTEs
Community Services: Code
Enforcement
FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 286,813 344,266 330,527 371,364 50,072 421,436
Operations 73,659 88,534 88,534 89,097 13,850 102,947
Capital - - - - - -
Total Departmental Budget 360,471 432,800 419,061 460,461 63,922 524,383
Georgetown Code
Enforcement Officer Badge
90
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM
HIGHLIGHTS
Strategic Goal 2: Increase the instances of voluntary
compliance.
Measurable 1: Voluntary Compliance is beneficial, not
just from a cost savings perspective, but in building
productive relationships between the department and
the “customers.” Through education, Code
Enforcement works to help customers understand that
adhering to the rules set forth in the City’s municipal
code is a benefit to both them and the community.
Ensured All Code Enforcement Officers are state
licensed and have attended multiple professional
development trainings.
Joined the American Association of Code
Enforcement and attended the AACE National
Educational Conference.
Filled open Code Enforcement Officer Position.
Hosted a “Coordinated Local Environmental
Enforcement” (Illegal Dumping) training which was
well attended by area Code Enforcement, Law
Enforcement, Environmental Agency professionals.
Increased community engagement through Code
Enforcement presence at the Red Poppy Festival,
National Night Out, Sun City Town Hall Meeting, Blue
Santa, and Chase the Chief events.
Coordinate with Inspection Services and Planning
Department to research the best technology
solution to improve staff efficiency and improve
customer service delivery.
Design and implement a training certification “step”
advancement program.
Earn accreditation through the American
Association of Code Enforcement.
Update webpage to improve education delivery to
the public, especially regarding common Code
Enforcement violations, and ways to voluntarily
abate or avoid committing those violations.
Cultivate ties with local businesses by making
introductory visits, leaving business cards, and
tracking the contacts.
Strategic Goal 1
Increase the public’s
positive awareness of
Code Enforcement and
our function.
Measurable 1: Number of community events attended.
Measurable 2: Developing contacts/relationships with HOA’s
Measurable 3: Improve score on Georgetown Community Survey.
Strategic Goal 2
Increase the instances of
voluntary compliance by
educating the public and
creating an awareness.
Measurable 1: Tracking Voluntary Compliance - Top Three Code Violations
Measurable 2: Number of Public Presentations at HOA Meetings
Measurable 3: Number of COPS/VIPS Volunteer Training Presentations
Strategic Goal 3
Ensure 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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
98%
95%95%
90%
98%98%
91%
96%
90%
84%
86%
88%
90%
92%
94%
96%
98%
100%
Oct Nov Dec Jan Feb Mar April May Jun
Voluntary Compliance Percentage
91
FY2020 Annual Budget
DEPARTMENT BUDGET
The City of Georgetown partners with the Georgetown Health Foundation to help fund the GoGeo program. The Health
Foundation pledged an additional $50,000 in grant revenue to the City to ensure more paratransit service as part of the
GoGeo service schedule. The City’s portion of the GoGeo program is $52,000. Additionally, there is $50,000 for the second
phase of the pilot ride share program. The second phase will extend the pilot and provide an opportunity to increase
effectiveness in supplementing the transit system.
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 FTE’s: Public Works Division: 24 FTEs
Public Works and Streets FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 1,618,211 1,875,598 1,784,170 1,828,637 60,186 1,888,823
Operations 1,278,928 2,373,206 2,307,516 2,235,779 53,500 2,289,279
Capital 1,759,965 1,735,670 1,568,887 1,640,978 50,000 1,690,987
Total Departmental Budget 4,657,104 5,984,474 5,660,573 5,705,403 163,686 5,869,089
Pavement process on
Williams Drive
92
FY2020 Annual Budget
The Public Works and Streets Department is working towards the implementation of a tracking
program for their Performance Management Program measures.
Developed implementation strategies for the Overall
Transportation Plan and ADA Master Plan.
Worked with TxDOT and CAMPO to update
necessary projections and models to facilitate the
overall Transportation Plan.
Monitored and reported activity related to the
implementation of the GoGeo Transit System.
Completed draft of the Bicycle Master Plan.
Executed education program for ¼ Cent Sales Tax
Election.
Installed SPM traffic signal optimization software on
Austin Ave traffic signals.
Expand the usage of InforEAM software for daily
work order and PM tracking.
Expand usage of SPM traffic signal optimization
software to more City corridors.
Complete inventory of area wide school zone
signage and update existing signage and striping.
Contract consulting service to develop, plan, and
schedule takeover of TxDOT traffic signals in the City
limits.
Develop and expand recent City wide street sign
inventory to include retro reflectivity study of all City
signs.
Expand mowing areas on City wide Rights of Ways.
Draft departmental employee development and
progression program.
Strategic Goal 1
Improve traffic signal
efficiency in major
corridors within the City.
Measurable 1: Effectiveness of platooning of signals between non-peak hours (Target 70%)
Strategic Goal 2
Employees have the
proper skills for current
and future needs.
Measurable 1: Develop a draft employee certification and career training program proposed to
be implemented in FY2021
Strategic Goal 3
Ensure proper
infrastructure is planned. Measurable 1: Updated OTP, sidewalk, and bike master plans
Strategic Goal 4
Perform routine
pavement maintenance.
Measurable 1: Pavement Condition Index (PCI) rating trends. (Target PCI 85)
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
93
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 Budget implements a 4% increase in contracted solid waste and recycling services. The contract provisions with
the City’s contract provider allow for increases when certain criteria are met and are based on indexes outlined in the
contract.
This increase is passed along to all retail customers and will be implemented in fall of 2019.
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 FTE’s: Public Works Division: 0 FTEs
Solid Waste and Recycling FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel - - - - - -
Operations 7,910,420 7,902,414 7,901,514 8,525,875 - 8,525,875
Capital - - - - - -
Total Departmental Budget 7,910,420 7,902,414 7,901,514 8,525,875 - 8,525,875
Public Work’s Mady Akers at
Texas Disposal Systems for a
residential waste audit
94
FY2020 Annual Budget
Hired an engineering firm to design new Georgetown
Solid Waste Transfer Station.
Finalized and received City Council approval for
Georgetown’s first Comprehensive 20 year Solid
Waste Master Plan.
Incorporated Solid Waste Master Plan into the City’s
2030 Comprehensive Plan.
Developed an InterLocal Agreement with City of
Round Rock for Household Hazardous Waste
Services and began distributing HHW vouchers.
Partnered with the VFW for the first ever Shred Day
and collected over 700 pounds of paper and winter
clothing for homeless veterans.
Visited 3 schools and saw more than 300 children for
educational programs
Formed city-wide green team to begin improving
internal recycling services.
Partnered with Southwestern University to complete
a waste audit.
Complete Downtown Pricing Equity project.
Review and develop options for franchise fees for
roll-off containers.
Finalize a Stormwater Pollution Prevention Plan.
Participate in finalizing and getting approval for the
design and early stages of construction for the
Transfer Station.
Develop education curriculum packets that include
hands-on lessons for students, as well as home
composting classes for the public.
Renew the Interlocal agreement with the city of
Round Rock.
Establish programs to divert materials away from
landfills including a Repair Clinic in conjunction with
the Georgetown Public Library.
Develop outreach materials for multifamily
recycling.
Strategic Goal 1
Promote environmental
stewardship.
Measurable 1: Increase participation in bi-weekly recycling program until target is reached and
then maintain participation levels.
Strategic Goal 2
Provide education
resources, programs, and
information in each of our
community sectors.
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. Make
diversion services easy,
convenient, and reliable.
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, etc.
Measurable 1: Percentage of completion of the master plan.
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
95
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Promote environmental stewardship.
Measurable 1: The City’s Solid Waste and Recycling Department has been working to increase customer participation in
the recycling program.
PMP in Action
The Solid Waste and Recycling Department partnered with the Parks Department to put on Family Nature Fest, an Earth
Day celebration held at Garey Park. Activities included composting/recycling games, nature crafts, a petting zoo, pony rides,
and a plant sale. The department also hosted 4 informational programs for GISD students and Speaker at the Saloon, an
adult dinner and lecture event.
Strategic Goal 2: Provide education resources, programs, and information in each of our community sectors.
Measurable 1: The department has produced multiple hand-outs and flyers on the various residential services they offer.
All of this information is also posted on their website. The department is currently working on a Site Assessment Form
to help businesses assess their Solid Waste and Recycling needs.
Educational Events
•Staff have participated in 19 educational events in FY2019 surpassing their target of 10 events per year.
Once a year, staff count the number of recycling carts set out versus landfill trash carts.
Participation in the program has increased to over 70%.
The department will continue to encourage participation in the program with the hope of reaching 90% participation.
96
FY2020 Annual Budget
GENERAL FUND FIVE-YEAR PROJECTIONS
• The Five Year Forecast in derived from statistical models relating to property tax and assessed value, sales tax, debt
service, and overall growth.
• Revenue projections are conservative in their forecast.
• Expenses are projected using a combination of trend analysis and tentatively planned expansion of services.
GENERAL FUND
FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Beginning Fund Balance 11,490,900 11,600,875 11,884,206 12,193,636 12,638,063
Revenues FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Administrative Charges 2,707,730 2,788,962 2,844,741 2,901,636 2,930,652
All Other Revenue 2,191,920 2,235,758 2,280,474 2,326,083 2,349,344
Development and Permit Fees 3,526,250 3,572,091 3,612,813 3,648,941 3,721,920
Fire/EMS Revenue 7,176,152 7,391,437 7,613,180 7,765,443 7,843,098
Franchise Fees 5,890,270 6,066,978 6,248,987 6,373,967 6,437,707
Parks and Rec Fees 2,833,100 2,889,762 2,947,557 3,006,508 3,066,639
Property Tax 14,800,000 15,318,000 15,854,130 16,409,025 16,983,340
Return on Investment 8,060,000 8,221,200 8,385,624 8,553,336 8,724,403
Sales Tax 17,859,375 19,377,422 20,733,841 21,770,533 22,859,060
Sanitation Revenue 10,135,450 10,338,159 10,544,922 10,755,821 10,863,379
Transfer In 303,634 309,707 315,901 322,219 325,441
Total Revenues 75,483,881 78,509,476 81,382,171 83,833,513 86,104,983
Expenses FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
0000 - Transfer 524,860 535,357 546,064 556,986 568,125
0107 - Planning 1,703,290 1,737,355 1,772,102 1,807,544 1,843,695
0202 - Parks Admin 620,893 633,311 645,977 658,897 672,075
0210 - Library 2,778,723 2,834,298 2,890,984 2,948,803 3,007,779
0211 - Parks 2,726,868 2,781,405 2,837,033 2,893,774 2,951,650
0212 - Recreation 2,753,284 2,808,349 2,864,516 2,921,807 2,980,243
0213 - Tennis Center 460,794 470,010 479,410 488,998 498,778
0214 - Rec Programs 1,359,138 1,386,320 1,414,047 1,442,328 1,471,174
0215 - Garey Park 1,005,187 1,045,394 1,066,302 1,087,628 1,109,381
0218 - Arts & Culture 36,729 37,464 38,213 38,977 39,757
0316 - Municipal Court 664,063 677,345 690,892 704,709 718,804
0402 - Fire Support Services 3,120,345 3,245,158 3,310,061 3,376,263 3,443,788
0422 - Fire Emergency Services 14,280,663 15,137,503 16,045,753 16,687,583 17,355,087
0448 - Fire EMS 2,847,016 3,017,837 3,168,728 3,295,478 3,427,297
0533 - Solid Waste and Recycling Services 8,525,875 8,696,393 8,870,320 9,047,727 9,228,681
0536 - Inspections 1,347,040 1,373,980 1,401,460 1,429,489 1,458,079
0602 - Administrative Services 1,794,306 1,830,192 1,866,796 1,904,132 1,942,214
0634 - City Council 177,608 181,160 184,783 188,479 192,248
0635 - City Secretary 819,283 835,669 852,382 869,430 886,819
0638 - General Gov't Contracts 3,261,450 3,326,679 3,393,213 3,461,077 3,530,298
0655 - Communications 684,453 698,142 712,105 726,347 740,874
0702 - Police Admin 2,427,662 2,500,491 2,550,501 2,601,511 2,653,542
0742 - Police Operations 13,821,657 14,650,956 15,530,014 16,151,214 16,797,263
0744 - Animal Services 973,518 992,988 1,012,848 1,033,105 1,053,767
0745 - Code Enforcement 524,383 534,870 545,568 556,479 567,609
0802 - Public Works 1,469,053 1,498,434 1,528,403 1,558,971 1,590,150
0846 - Streets 4,400,037 4,488,037 4,577,798 4,669,354 4,762,741
0605 - Community Services 265,732 271,047 276,468 281,997 287,637
Total Expenses 75,373,906 78,226,145 81,072,741 83,389,086 85,779,553
FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Ending Fund Balance 11,600,875 11,884,206 12,193,636 12,638,063 12,963,493
Contingency 11,200,000 11,500,000 11,750,000 12,200,000 12,500,000
Benefit Payout Reserve 340,000 350,000 385,000 423,500 435,000
Economic Stability Reserve - - - - -
CAFR Adjustment - - - - -
Available Fund Balance 60,875 34,206 58,636 14,563 28,493
97
THIS PAGE INTENTIONALLY LEFT BLANK.
98
ELECTRIC FUND
Spinning Spur Turbines
99
ELECTRIC FUND
Electric Fund Summary ............................. 101
Energy Services ......................................... 104
Electric Fund Five-Year Projections .......... 107
100
FY2020 Annual Budget
ELECTRIC FUND
The Electric Fund is used to account for the revenues and expenses of the City’s electric utility. This includes operating
departments, purchased power costs, debt payments, and capital projects. The fund also transfers a return on
investment (ROI) benefit to the General Fund, which represents the value the community receives for utility
ownership.
FISCAL YEAR 2019
Total operating revenues are projected to be $86.7 million, or $1.6
million higher than FY2019 budget. This is 2% higher than budget.
The higher revenue is primarily the result of implementation of
power cost adjustments (PCA) to recover higher than expected
power supply costs. In February of 2019, the City increased to PCA
by $0.0135 per kWh, resulting in a $8.9 million increase in revenue
through September to improve fund balance. In June 2019, the
PCA increased again by $0.00625, to a total $0.02375 per kWh to
bring in an additional $4.1 million to meet year-end purchased
power obligations and 90 day contingency reserve requirements.
Total operating expenses are projected to be $74.68 million which
is 1% higher than budgeted. Net Purchased Power, which includes
purchased power plus congestion revenue right credits (CRRs), is
projected to cost $51.7 million, which is 3% more than budgeted.
Two budget amendments were made in 2019 to reflect the
increase in purchased power costs that the utility has experienced
due to curtailment and market conditions. These factors are also reflected for the 2020 annual budget.
Total non-operating revenue is $0 for FY2019 due to no bond proceeds for this fiscal year.
Total non-operating expenses are projected to be $8.28 million which is 1.9% below budget. Non-operating CIP
expenses are projected to be less than budget by $159,000.
Total fund balance is projected to be $5.89 million as of September 30, 2019. The operational contingency reserve
is projected to be $4.08 million at year-end while the rate stabilization reserve is projected to be $1.8 million.
FISCAL YEAR 2020
Total operating revenues are budgeted to increase by 5.4% from
FY2019 projections. Electric revenue is budgeted to increase by
$4.8 million due to anticipated customer growth and the full year
impact of the power cost adjustments (PCA) made in June 2019. A
full twelve months of the June PCA of $0.02375 per kWh, adjusted
for seasonality, is approximately $15.6 million. This amount is
necessary to meet expenditure obligations and to restore the
fund’s rate stabilization reserve.
Total operating expenses total $84.5 million and are budgeted to
increase by 13.1% relative to FY2019 projections due to increased
costs in net purchased power (purchase power and CCR credits).
Electric
Revenue
90%
Other
Revenue
5%
Bond Proceeds
4%Interest & Transfers
1%
FY2020 REVENUES
Purchased
Power
65%
Georgetown
Utility Systems
22%
Debt
Payments
4%
Transfer Out
5%
Capital
Improvements
4%
FY2020 EXPENSES
101
FY2020 Annual Budget
Budgeted non-operating revenues are budgeted to be $4.01 million. All of this revenue is from bond proceeds for
capital project. The chart above gives a breakdown of the fund’s revenues by source.
Budgeted non-operating expenses are budgeted to be $8.1 million, a decrease of 2.2% relative to FY2019 projections.
These are comprised of capital projects related to electric system growth and debt payments.
Adopted enhancements and reorganization totals $264,597 in the fund. Following recommendations of the 2019
management assessment, a reorganization of staff is proposed to provide enhanced focus on the electric utility an
improve financial performance. The changes include moving an Administrative Assistant into the fund, as well as
reclassing an existing position to the Electric General Manager. Further changes include transferring the Utility
Director to the Water Fund, as well as transferring two utility analyst positions to Finance Administration in the Joint
Services Fund. The Resource Manager position is converted to contracted services for daily oversight of purchased
power. Finally, a Control Center Operator position is added to provide more coverage at the Control Center.
Total fund balance is budgeted to be $8.8 million by September 30, 2020. This fund meets the 90-day reserve for
operations of $4,190,234. It also reserves $4,610,000 for rate stabilization.
102
FY2020 Annual Budget
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 6,758,275 2,103,922 2,103,921 5,892,640 - 5,892,640
Operating Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Electric Revenue 69,170,340 79,100,000 80,681,744 85,509,803 - 85,509,803
Interest 79,733 38,000 107,819 40,000 - 40,000
Interfund Transfers/Shared Svcs 540,981 643,891 548,104 500,000 - 500,000
Other Revenue 4,354,057 5,343,546 5,406,828 5,358,616 - 5,358,616
Operating Revenue Total 74,145,111 85,125,437 86,744,495 91,408,419 - 91,408,419
Operating Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Purchased Power 63,633,139 53,185,477 54,690,627 61,500,000 - 61,500,000
CRR Credits (9,975,855) (3,000,000) (3,000,000) (2,000,000) - (2,000,000)
Georgetown Utility Systems 18,294,155 19,337,779 19,159,987 20,116,346 50,925 20,167,271
Transfer Out 5,437,552 4,325,000 3,825,000 4,500,000 298,059 4,798,059
Operating Expense Total 77,388,990 73,848,256 74,675,614 84,116,346 348,984 84,465,330
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Available Operating Fund Balance 3,514,396 13,381,103 14,172,802 13,184,713 (348,984) 12,835,728
Non -Operating Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Bond Proceeds 6,727,776 - - 4,010,000 - 4,010,000
Non-Operating Revenue Total 6,727,776 - - 4,010,000 - 4,010,000
Non-Operating Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Capital Improvements 3,907,079 4,017,007 3,858,007 4,010,000 - 4,010,000
Debt Service 4,410,353 4,422,155 4,422,155 4,090,494 - 4,090,494
Non-Operating Expense Total 8,317,433 8,439,162 8,280,162 8,100,494 - 8,100,494
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 1,924,739 4,941,941 5,892,640 9,094,219 (348,984) 8,745,234
CAFR Adjustment 179,182 - - - - -
90 Day Operational Contingency - 4,082,999 4,082,999 4,191,947 - 4,190,234
Rate Stabilization Reserve - 147,079 1,809,641 4,555,000 - 4,555,000
Non-Operational Contingency - - - - - -
Available Fund Balance 2,103,921 711,863 (0) 347,272 (348,984) -
103
FY2020 Annual Budget
DEPARTMENT BUDGET
Operating expenses in the Electric Department total $84.5 million, a 13.1% increase relative to FY19 projections. This
increased cost accounts for an increase in net purchased power. Proposed reorganization recommended by the 2019
management assessment totals $264,597 and includes moving an Administrative Assistant into the fund and re-classing
an existing position to the Electric General Manager.
Energy Services
Mission:
Provide reliable energy, responsive restoration, and real-time utility system information,
maintaining diverse communications, technologies, and systems that support reliable
utility and city operations.
Department
Description:
The Electric Administration and Energy Services Departments operate, maintain, and construct an energy delivery
system comprised of overhead and underground feeders and their branch circuits for over 26,000 electric customers.
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 FTE’s: Georgetown Utility System: 73.5 FTEs
Electric FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 6,852,090 6,825,214 7,082,494 7,299,343 28,250 7,327,593
Operations 70,484,363 66,562,237 67,206,323 76,277,003 320,734 76,597,737
Capital 8,369,969 8,899,967 8,666,959 8,640,494 - 8,640,494
Total Departmental Budget 85,706,423 82,287,418 82,955,776 92,216,840 348,984 92,565,825
Electric staff installing
new electric lines
104
FY2020 Annual Budget
Achieved 99.997% Average Service Availability Index
(ASAI) rating which equates to excellent reliability for
26,000+ Georgetown customers.
Worked over 95,000 hours with only one injury.
Expanded the proactive maintenance inspection and
repair program to include more equipment.
Received the American Public Power Award
Association’s highest award, the APPA RP3 Diamond
for 2019 -2021.
Developed and implemented a proactive
maintenance program for the expanding URD
system.
Replaced 150 utility poles proactively.
Moved all utility poles into the Asset Management
System.
Refined scheduling process to increase efficiency in
crew productivity and customer satisfaction.
Collaborated with warehouse/materials to improve
the material process and reduce stocking levels of
targeted materials.
Implemented a training and job progression program
for Metering Technicians.
Performed timely SCADA infrastructure
replacements and upgrades systemwide.
Supported the SCADA and fiber installation and
extension efforts for new developments, utility
system capital improvement projects, and citywide
capital projects.
Continue to provide outstanding electric reliability
to 26,000+ Georgetown customers.
Strive towards “Zero Injuries and Zero Incidents.”
Collaborate with the warehouse to continue to
improve proceesses, reduce stocking levels, and
implement the results of the Electric Inventory
project.
Complete the East Substation Conversion project.
Move the rest of the electric assets into Infor/EAM.
Develop and implement a proactive maintenance
inspection and repair program for the Padmount
Transfomers once moved into Infor/EAM and the
expanding URD system.
Develop and implement a process to schedule SO
work within perscribed time frames based on
customer needs.
Implement improvements to the work order and
inventory processes associated to meter
maintenance activities.
Leverage GIS tools and data that will enhance work
planning and scheduling activities for metering
services.
Continue to deliver timely SCADA and fiber
corrective and preventive maintenance and new
installation services.
Continue to perform routine SCADA device and
system upgrades for end-of-life processes and
equipment.
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
preventative maintenance
Measurable 1: Preventative 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
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
105
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 4: Effectively maintain the
operation technology and achieve a high
level of reliability as measured using industry
standards.
Measurable 1: Energy Services understands
that reliability is one of the major
components of their service to their
customers. The average number of
interruptions per customer is measured
against industry standards to ensure that the
department is delivering reliable service.
Energy Services is consistently below their
target of 1 average interruption per
customer, and well below the alert level of
two average interruptions per customer.
Strategic Goal 6: Effectively respond to
customer outages and restore power as
measured using industry standards.
Measurable 1: Average outage duration
by minutes per year is measured against
industry standards to ensure the
department is delivering reliable services
to customers. The department is
consistently below their target of 116
average outage duration in minutes per
year, and well below the alert level of
200 average outage duration minutes.
Strategic Goal 4
Effectively maintain the
operation technology and
achieve a high level of
reliability as measured
using industry standards
Measurable 1: System Average Interruption Frequency Index (SAIFI)
Strategic Goal 5
Develop and maintain a
workforce comprised of
qualified and skilled
SCADA technicians and
utility operators
Measurable 1: Staff Training Plan completion
Strategic Goal 6
Effectively respond to
customer outages and
restore power as
measured using industry
standards
Measurable 1: Customer Average Interruption Duration Index (CAIDI)
0.4 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5
0.2
Oct Nov Dec Jan Feb Mar April May Jun Jul
0.0
0.5
1.0
1.5
2.0
Electric Reliability -SAIFI
SAIFI Target Alert
76.20 64.29 60.55 50.55 59.99 59.60 59.86 60.63 60.21
83.42
0
50
100
150
200
Oct Nov Dec Jan Feb Mar April May Jun Jul
Electric Reliability -CAIDI
CAIDI Target Alert
106
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.
FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Beginning Fund Balance 5,892,640 8,745,234 10,592,116 12,187,087 14,653,024
Opearting Revenue FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Electric Revenue 85,509,803 89,785,293 94,274,558 98,988,286 103,937,700
Interest 40,000 41,200 42,436 43,709 45,020
Other Revenue 5,358,616 6,779,031 7,049,447 7,331,328 7,625,184
Interfund Transfers/Shared Svcs 500,000 515,000 530,450 546,364 562,754
Operating Revenue Total 91,408,419 97,120,524 101,896,891 106,909,686 112,170,659
Operating Expense FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
CRR Credits (2,000,000) (2,500,000) (2,575,000) (3,000,000) (3,250,000)
Purchased Power 61,500,000 64,575,000 67,803,750 71,193,938 74,753,634
0000 - Transfers 4,798,059 6,309,881 6,559,206 6,818,412 7,087,892
0521 - SCADA 695,280 674,552 696,785 719,766 743,518
0522 - Electric Adminstration 9,318,110 10,104,882 10,500,827 10,912,363 11,340,105
0524 - Metering 2,072,949 2,068,529 2,140,711 2,215,463 2,292,880
0525 - T&D Operations 4,902,994 5,248,988 5,422,540 5,601,942 5,787,396
0537 - Resource Management 563,614 398,778 412,154 425,988 440,295
0555 - Systems Operations 1,473,757 1,851,509 1,908,427 1,967,108 2,027,606
0557 - Electrical Engineering 1,140,568 1,239,925 1,281,115 1,323,700 1,367,729
Operating Expense Total 84,465,330 89,972,044 94,150,516 98,178,679 102,591,055
FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Available Operating Fund Balance 12,835,729 15,893,715 18,338,491 20,918,094 24,232,629
Non-Operating Revenue FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Bond Proceeds 4,010,000 4,800,000 5,200,000 6,425,000 6,150,000
Non-Operating Revenue Total 4,010,000 4,800,000 5,200,000 6,425,000 6,150,000
Non-Operating Expense FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Capital Improvements 4,010,000 4,800,000 5,200,000 6,425,000 6,150,000
Debt Service 4,090,494 5,301,599 6,151,404 6,265,070 7,582,146
Non-Operating Expense Total 8,100,494 10,101,599 11,351,404 12,690,070 13,732,146
FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Ending Fund Balance 8,745,234 10,592,116 12,187,087 14,653,024 16,650,483
90 Day Operational Contingency 4,190,234 4,500,000 5,500,000 6,500,000 7,000,000
Non-Operational Contingency - - - - -
Rate Stabilization Reserve 4,555,000 6,092,116 6,687,087 8,153,024 9,650,483
Available Fund Balance - - - - -
107
THIS PAGE INTENTIONALLY LEFT BLANK.
108
WATER FUND
San Jose Splash Pad
109
WATER FUND
Water Services Fund Summary ................ 111
Water Services and Irrigation ................... 114
Water Fund Five-Year Projections ............ 117
110
FY2020 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. Expenses include
operating costs, 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 2019
Total operating revenues are projected to be $63.08 million,
which is 5.6% 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)
that are collected from new developments.
Total operating expenditures are projected to be $38.2 million,
or 2.09% higher than the current budget. This increase is due to
allocation adjustments between the utility funds following the
mid-year budget amendment. Since the work produced by the
Conservation Department is highly skewed towards the Water
Fund, more expenses were allocated in this fund.
Total non-operating revenues are $0 in FY2019. The Water Fund
cash funded all major CIP and is still completing many projects
started in prior fiscal years.
Total non-operating expenditures are projected to be $46.5 million, which is 49% lower than budget. Capital projects
that are not started in FY2019 will be re-appropriated into the following year.
Total fund balance is projected to be $67.5 million with $18 million of previously issued bond proceeds being reserved
in FY2019 for capital projects. After accounting for reserved bond proceeds and both contingency reserves, it is
anticipated the fund will have $32.5 million of available fund balance on September 30, 2019.
FISCAL YEAR 2020
Budgeted operating revenues total $63.2 million, a 0.25%
increase from FY2019 projection. The increase reflects
moderate customer growth and a conservative forecast on
capital recovery fees.
Budgeted operating expenses total $40.4 million, which
represents a 5.8% increase over FY2019 projections. This is
primarily due to $1 million in increases for contract water
purchases as well as increased personnel costs relating to health
insurance and merit raises.
Budgeted non-operating revenues show $18.6 million in bond
proceeds in FY2020 for Water Capital Improvement Projects
(CIP). The CIP is partially funded through bond proceeds.
Water Utility
Revenue
38%
Wastewater Utility
Revenue
16%
Capital
Recovery
Fee
17%
Other
Revenue
6%
Bond
Proceeds
23%
FY2020 REVENUE
Water
Operations
32%
Water CIP
63%
Debt
Service
5%
FY2020 EXPENSE
111
FY2020 Annual Budget
Budgeted non-operating expenses total $87.1 million. Debt service and issuance costs total $6.6 million.
New CIP projects total $35.6 million. New capital projects include various line upgrades, rehabilitation of the Lake
Water Treatment Plant intake, the Waste Water Treatment Plant, the Berry Creek interceptor, and lift station
upgrades. The remaining balance is comprised of previously approved CIP projects from prior fiscal years. Project
details can be found in the Capital section of this document.
Adopted Enhancements total $141,850 of equipment requests. There are no new positions requested in the Water
Fund in the FY2020 Budget.
• Water Distribution: Skid Steer and Tilt Deck Trailer: This equipment will be utilized to impact customer
property and improve corrective maintenance and on-time completion. Adopted cost: $67,125.
• Water Plant Management: Utility Truck with Crane. Based on increased maintenance needs, Wastewater
Plant Management is requesting a new vehicle. This equipment will be used to improve service level and to
improve corrective and preventative maintenance activities. Adopted cost is $74,725.
Reorganization in the fund includes reclassing the Utility Director position currently shared between Water and
Electric into the General Manager of the Water Utility. This position would be solely funded by the Water Fund.
Additionally, staff is proposing to transfer two positions from GUS Administration in the Joint Service Fund to the
Water Fund. The transferred positions include a Records Specialist and an Administrative Assistant.
Total fund balance is projected to be $21.8 million, meeting the contingency requirement for both 90 days of
operations of $8.2 million and the non-operational contingency of $10,000,000.
112
FY2020 Annual Budget
Fund Schedule
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 74,958,152 89,159,703 89,128,534 67,516,478 - 67,516,478
Operating Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Water Utility Revenue 30,164,930 29,256,931 29,550,391 30,904,778 - 30,904,778
Capital Recovery Fee 17,711,326 14,250,000 15,019,255 14,250,000 - 14,250,000
Wastewater Utility Revenue 10,939,726 12,975,345 13,015,186 13,298,825 - 13,298,825
Other Revenue 6,648,716 2,262,146 3,605,461 3,416,800 - 3,416,800
Interest 1,315,928 569,400 1,482,998 949,500 - 949,500
Irrigation Utility Revenue 371,035 301,557 302,000 310,000 - 310,000
Transfer In 116,613 103,725 103,725 104,211 - 104,211
Transfer - - - - - -
Operating Revenue Total 67,268,274 59,719,104 63,079,016 63,234,114 - 63,234,114
Operating Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
0000 - Transfer Out 4,051,642 3,815,787 3,720,000 3,575,000 124,500 3,699,500
0527 - Water Administration 18,795,466 19,923,733 20,981,179 22,760,377 415,975 23,176,352
0528 - Water Distribution 2,014,599 2,707,265 2,598,600 2,637,500 7,625 2,645,125
0529 - Water Plant Management 2,341,209 2,948,733 2,909,309 2,932,017 - 2,932,017
0530 - Wastewater Distribution 930,467 904,415 795,050 763,100 - 763,100
0531 - Wastewater Plant Management 2,145,250 2,705,069 2,687,676 2,707,351 9,725 2,717,076
0532 - Irrigation 168,608 270,324 270,000 270,000 - 270,000
0550 - Rural Water System Operations 100 - - - - -
0553 - Water Operations 3,880,209 4,157,528 4,252,288 4,244,971 - 4,244,971
Operating Expense Total 34,327,551 37,432,854 38,214,102 39,890,316 557,825 40,448,141
Row Labels
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Available Operating Fund Balance 107,898,875 111,445,953 113,993,447 90,860,276 (557,825) 90,302,451
Non-Operating Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Bond Proceeds - - - 18,600,000 - 18,600,000
Non-Operating Revenue Total - - - 18,600,000 - 18,600,000
Non-Operating Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
0580 - Water CIP 8,278,397 52,653,233 23,890,186 47,579,939 - 47,579,939
0581 - Wastewater CIP 3,409,373 33,014,707 16,336,672 32,878,035 - 32,878,035
9990 - Water Debt Service 2,982,574 2,982,453 2,982,453 3,377,415 - 3,377,415
9991 - Wastewater Debt Service 3,372,987 3,142,345 3,142,345 3,139,554 - 3,139,554
9992 - Irrigation Debt Service 141,421 125,313 125,313 125,450 - 125,450
Non-Operating Expense Total 18,184,751 91,918,051 46,476,969 87,100,392 - 87,100,392
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 89,714,124 19,527,902 67,516,478 22,359,885 (557,825) 21,802,060
Reserved Bond Proceeds - - 18,000,000 - - -
CAFR Adjustment (585,590) - - - - -
90 Day Operational Contingency - 7,498,183 7,498,183 8,236,379 - 8,236,379
Non-Operational Contingency 6,000,000 9,500,000 9,500,000 10,000,000 - 10,000,000
Available Fund Balance 83,128,534 2,529,719 32,518,295 4,123,505 (557,825) 3,565,680
113
FY2020 Annual Budget
DEPARTMENT BUDGET
The Water Department received a skid steer and trailer along with a utility truck with a crane. The new vehicles will help
improve corrective maintenance, on-time completion, and improve service to customers. The cost for the new vehicles in
FY2020 is $141,850. Additionally, the fund includes the reclassification of the Utility Director position into the General
Manager of the Water Utility and the reorganization of two positions from the Joint Services Fund.
Water Services & Irrigation
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:
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 FTE’s: Georgetown Utilities System: 63.50 FTEs
Water Services and Irrigation FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 4,844,536 5,178,317 5,342,004 5,475,867 351,975 5,827,842
Operations 28,522,946 30,965,687 31,523,294 31,504,810 205,850 33,395,299
Capital 19,144,820 93,206,901 47,825,773 88,325,392 - 88,325,392
Total Departmental Budget 52,512,302 129,350,905 84,691,072 125,306,069 557,825 127,548,533
Staff repairing a water line
break on Austin Ave.
114
FY2020 Annual Budget
Met or exceeded all regulatory standards for water
service.
Insourced treatment plant operations producing cost
savings.
Started valve maintenance program.
Rehabilitated 10 total filters at Lake Water
Treatment Plant.
Extended Advanced Metering Infrastrucure (AMI)
network into Western District areas.
Sun City EST
Installed North Lake Pump Station #4.
Met or exceeded all regulatory standards for
wastewater service.
Completed Phase 3 of 5 for Edwards Aquifer
Recharge Zone (EARZ) testing.
Finished Pecan Branch Wastewater Treatment Plant
Expansion.
Provided reliable wastewater service to customers.
Continue to meet Environmental Protection Agency
(EPA) and Texas Commission on Environmental
Quality (TCEQ) standards for water service.
Provide reliable and safe drinking water and
wastewater service by operating and maintaining
the water system in a cost efficient and safe
manner.
Begin upgrade to the Southside Water Treatment
Plant.
Preventative maintenance plan improvements.
Continue staff training and education.
Update/ review needs in Infor.
Continue to meet and exceed all regulatory
standards for wastewater service (discharge limits,
systems integrity).
Complete Phase 4 of the Edwards Aquifer Recharge
Zone (EARZ) testing.
Increase line cleaning and inspection crews.
Strategic Goal 1
Maintain an excellent
safety operating record. Measurable 1: Average of safety meeting attendance and supervisory field site visits.
Strategic Goal 2
Develop and maintain a
workforce of licensed
professionals.
Measurable 1: Track training of staff.
Strategic Goal 3
Effectively maintain the
water/wastewater
systems.
Measurable 1: Preventative Maintenance OTC.
Measurable 2: Corrective Maintenance OTC.
Strategic Goal 4
Effectively respond to
water customer outages
as measured using
industry standards.
Measurable 1: System Average Interruption Frequency Index.
Measurable 2: Customer Average Interruption Duration Index.
Strategic Goal 5
Effectively monitor and
operate the water
system.
Measurable 1: Water Loss
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
115
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 2: Develop and maintain a workforce of professionals
licensed by the Texas Commission on Environmental Quality.
Measurable 1: It is a priority of the Water Department to ensure that
staff is meeting the departments safety standards. A training plan is
in place with a target of 100% of staff receiving training since
inception in December of FY21018. In order to become licensed
public water operator, TCEQ requires course training, meeting the
required education and experience, as well as passing an exam with
a minimum score of 70 percent.
Strategic Goal 4: Effectively maintain a water and
wastewater system using measures recognized by
industry.
Measurable 1: The Water Department tracks the
System Average Interruption Frequency Index as a
way to measure reliability. The average number of
interruptions per customer is measured against
industry standards to ensure that the department is
delivering reliable service to customers. The Water
Department is consistently below industry standard
of one average interruption per customer indicating
consistent, reliable service.
Measurable 2: The Water Department understands
that reliability is one of the major components of
their services. Average outage duration by minutes
is measured against industry standards to ensure
that the department is delivering reliable services to
customers. The customer average outage duration
has been consistently at or below the target set by
the Water Department.
2
3
4
5
6
7
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar April May Jun Jul
Average Outage Duration in Minutes
Water CAIDI Target
100% of staff training has been on
target since December of FY2018.
0
0.2
0.4
0.6
0.8
1
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar April May Jun Jul
Average Number of Interruptions per Customer
Water SAIFI Target
116
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. The Water
fund intends to fund CIP projects using 50% cash and 50% debt.
• Debt service payments are expected to increase over the next five years to pay for capital improvements in
the system.
FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Beginning Fund Balance 67,516,478 21,802,059 18,497,618 25,040,570 26,501,560
Operating Revenue FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Interest 949,500 962,478 924,852 937,598 950,726
Other Revenue 3,416,800 2,534,767 2,412,901 2,485,288 2,559,846
Water Utility Revenue 30,904,778 33,298,898 36,155,000 39,160,000 43,165,000
Wastewater Utility Revenue 13,298,825 15,035,181 15,185,533 17,716,961 17,894,131
Irrigation Utility Revenue 310,000 317,000 317,000 317,000 317,000
Capital Recovery Fee 14,250,000 16,387,025 15,458,636 15,532,395 15,608,367
Transfer In 104,211 103,725 103,725 103,725 103,725
Operating Revenue Total 63,234,114 68,639,074 70,557,647 76,252,967 80,598,795
Operating Expense FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
0529 - Water Plant Management 2,932,017 3,140,581 3,241,975 3,347,204 3,456,413
0531 - Wastewater Plant Management 2,717,076 2,896,545 2,998,294 3,103,906 3,213,529
0553 - Water Operations 4,244,971 4,395,592 4,530,534 4,669,655 4,813,086
0000 - Transfer Out 3,699,500 3,758,560 3,908,902 4,065,258 4,227,869
0527 - Water Administration 23,176,352 21,467,578 22,326,282 23,219,333 24,148,106
0528 - Water Distribution 2,645,125 2,875,138 2,964,143 3,056,709 3,152,977
0530 - Wastewater Distribution 763,100 809,929 840,926 873,163 906,689
0532 - Irrigation 270,000 292,382 304,078 316,241 328,890
Operating Expense Total 40,448,141 39,636,305 41,115,134 42,651,469 44,247,559
FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Available Operating Fund Balance 90,302,451 50,253,646 46,614,441 59,548,038 60,744,928
Non-Operating Revenue FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Bond Proceeds 18,600,000 24,250,000 13,000,000 25,000,000 25,000,000
Non-Operating Revenue Total 18,600,000 24,250,000 13,000,000 25,000,000 25,000,000
Non-Operating Expense FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
0580 - Water CIP 47,579,939 13,950,000 21,250,000 49,550,000 32,200,000
0581 - Wastewater CIP 32,878,035 34,550,000 6,150,000 1,250,000 18,550,000
9990 - Water Debt Service 3,377,415 4,356,851 4,059,300 4,315,353 6,011,724
9991 - Wastewater Debt Service 3,139,554 3,026,798 2,993,407 2,851,007 2,726,550
9992 - Irrigation Debt Service 125,450 122,379 121,164 80,118 43,931
Non-Operating Expense Total 87,100,392 56,006,028 34,573,871 58,046,478 59,532,205
FY2020 Budget
FY2021 Projected
Budget
FY2022 Projected
Budget
FY2023 Projected
Budget
FY2024 Projected
Budget
Ending Fund Balance 21,802,059 19,048,801 26,917,442 27,472,462 29,291,492
90 Day Operational Contingency 8,236,379 8,500,000 8,750,000 9,000,000 9,250,000
Non-Operational Contingency 10,000,000 10,250,000 11,500,000 11,750,000 12,250,000
117
THIS PAGE INTENTIONALLY LEFT BLANK.
118
Georgetown Municipal Airport
OTHER ENTERPRISE
FUNDS
119
Other Enterprise Funds
Airport Fund Summary ............................ 121
Airport ..................................................... 124
Stormwater Drainage Fund Summary ..... 126
Stormwater Drainage .............................. 128
120
FY2020 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 2019
Total operating revenues are projected to be $3.7 million, 4% less than budget. Lower than expected revenue is
primarily a result of depressed fuel prices in the market. The volume of gallons sold has increased but with the price
of oil low, the anticipated revenue is projected to be less than budget.
Total operating expenditures are projected to be $3.3 million,
7.1% less than the current budget. The decrease in expenses is
largely tied to the cost of fuel purchased for resale.
Total non-operating revenues of bond proceeds for capital
projects are projected to come in at budget in FY2019.
Total non-operating expenditures are projected to come in at
budget in FY2019. Non-operating expenses include funds for debt
service payments and capital improvement projects. Those
expenses are projected to end the fiscal year at $939,475. The
Airport intends to encumber all funding for capital projects
budgeted in FY2019.
Total fund balance is projected to be $1,262,948 as of September
30, 2019. The contingency reserve amount is projected to be
$264,442.
FISCAL YEAR 2020
Budgeted operating revenues total $3.88 million. Overall,
revenues are projected to increase by 4.96% relative to the
FY2019 projection. The increase in revenue is partly attributed to
an expected increase in fuel prices, which will result in higher fuel
sales. The chart to the right identifies revenue by source.
Budgeted operating expenditures total $3.6 million, an increase of
9.28% relative to the FY2019 projection. Operating expenses are
budgeted to increase due to the cost of fuel prices and increased
personnel and health insurance costs. The chart to the right gives
a breakdown of expenses.
Budgeted non-operating revenues show $750,000 in bond
proceeds in FY2020 for Airport Capital Improvement Projects
(CIP). The Airport CIP will be funded through a combination of
bond proceeds and fund balance.
Fuel and
Terminal
Sales
63%
Leases
and
Rentals
19%
All Other
Revenue
2%
Bond
Proceeds
16%
FY2020 REVENUES
Fuel Cost
49%Airport
Ops.
29%
Capital
Projects
19%
Debt
Service
3%
FY2020 EXPENSES
121
FY2020 Annual Budget
Budgeted operating non-expenditures total $1.06 million, which is an increase of 13.2% relative to the FY2019
projections. Debt service and bond issuance costs total $161,420. New CIP projects total $902,000. This includes
the cost of a new storage and maintenance facility and repair of secondary streets at the airport.
Adopted Enhancements total $53,825 to compensate for one time consulting costs to facilitate the transition of new
airport management. Security camera funding is also included at $22,000 to deter illegal dumping in dumpster areas.
Total ending fund balance is budgeted to be $1.2 million as of September 30, 2020. The fund will hold a 90-day
contingency for personnel and operations per the adopted Fiscal and Budgetary Policy. In FY2020, this amount totals
$256,021. This fund will also hold a debt service reserve.
Fund Schedule
FY2018 Actual
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 809,939 1,298,256 1,298,256 1,262,948 - 1,262,948
Operating Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Fuel and Terminal Sales 2,558,471 2,907,450 2,751,500 2,901,500 - 2,901,500
Leases and Rentals 833,518 863,952 859,940 896,500 - 896,500
All Other Revenue 118,076 80,260 86,000 83,000 - 83,000
Operating Revenue Total 3,510,065 3,851,662 3,697,440 3,881,000 - 3,881,000
Operating Expense
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Airport Operations 981,885 1,160,519 1,098,273 1,280,600 53,825 1,334,425
Fuel 2,028,189 2,389,550 2,200,000 2,270,000 - 2,270,000
Transfer Out 53,500 - - - - -
Operating Expense Total 3,063,574 3,550,069 3,298,273 3,550,600 53,825 3,604,425
FY2018 Actual
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Available Operating Fund Balance 1,256,430 1,599,849 1,697,423 1,593,348 (53,825) 1,539,523
Non-Operating Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Bond Proceeds 148,891 465,000 465,000 750,000 - 750,000
Grants 689,983 40,000 40,000 - - -
Non-Operating Revenue Total 838,874 505,000 505,000 750,000 - 750,000
Non-Operating Expense
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Capital 690,770 791,500 791,500 902,000 - 902,000
Debt Service 124,297 147,975 147,975 161,420 - 161,420
Grand Total 815,067 939,475 939,475 1,063,420 - 1,063,420
FY2018 Actual
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 1,280,237 1,165,374 1,262,948 1,279,928 (53,825) 1,226,103
CAFR Adjustment 18,019 - - - - -
Contingency 213,158 264,442 264,442 256,021 - 256,021
Debt Service Reserve - - - 143,431 - 143,431
Available Fund Balance 1,085,098 900,932 998,506 880,477 (53,825) 826,652
122
THIS PAGE INTENTIONALLY LEFT BLANK.
123
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 Budget increased 3.97% over the FY2019 Budget. This includes $53,825 in temporary part-time salaries for the
transition of airport management, as well as increases for additional tower and asphalt maintenance costs. The Budget also
includes $750,000 for the construction of a storage facility and $22,000 for cameras to help deter illegal dumping on airport
property.
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 FTE’s: Public Works Division: 6.00 FTEs
Airport FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 350,892 417,348 371,525 447,276 53,825 501,098
Operations 2,712,682 3,132,721 2,926,748 3,103,327 - 3,103,327
Capital 124,297 147,975 147,975 161,420 - 161,420
Total Departmental Budget 3,878,641 4,489,544 4,237,748 4,614,020 53,825 4,667,845
Georgetown Municipal
Airport
124
FY2020 Annual Budget
The Airport is working towards the implementation of a tracking program for their Performance
Management Program measures.
Completed construction of FY2017 $5.1M Runway
Rehabilitation Airport Improvement Project through
grant assistance from TxDot and FAA.
Designed $1.5M Taxiway Edge Lighting Airport
Improvement Project through grant assistance from
TxDot and FAA.
Finished Wildlife Hazard Assessment.
Developed Wildlife Hazard Mitigation Plan.
Implemented wildlife management improvements.
Replaced existing fence at south end of Airport along
Lakeway Drive.
Performed repairs/upgrades to City-owned hangars.
Replaced asphalt pavement on Terminal Drive.
Performed pavement maintenance of asphalt
surfaces around hangar areas.
Implemented the Airport Master Plan.
Construct $1.5M Taxiway Edge Lighting Airport
Improvement Project through grant assistance from
TxDot and FAA.
Complete Wildlife Hazard Mitigation and
Management requirements for permitting through
Federal, State and Local agencies.
Construct new Airport Maintenance and Equipment
Storage Facility.
Replace existing fence along Lakeway Drive.
Install cattle guards at Wright Brothers Drive and W.
Halmar Drive.
Perform repairs/upgrades to City-owned hangars.
Convert hangar lights to LED from incandecent in
Hangars E, F, G and Central Texas Avionics.
Install security fencing around Control Tower.
Continue to implement the Airport Master Plan.
Strategic Goal 1
Be responsive by being
adequately staffed during
peak hours of operations.
Measurable 1: Cover peak demand operational hours with adequate staffing as determined by
Control Tower Monthly Operations Report - Target 90%
Measurable 2: Number of counted operations
Strategic Goal 2
Meet or exceed all
regulatory requirements
identified by FAA, TxDOT.
Measurable 1: Number of incursions per month
Measurable 2: Number of man-hours within the movement area
Strategic Goal 3
Meet to obtain staff input
on process improvements.
Measurable 1: Implementation of vetted recommendation from staff - Target 80%
Strategic Goal 4
Safety. Measurable 1: Average attendance at monthly safety meetings
Strategic Goal 5
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
Measurable 2: 2-3 Community events per year
Measurable 3: Number of based aircraft (6 months or longer)
Measurable 4: Monthly fuel sales (gallons)
Measurable 5: Percent change over time in local and non-local
Measurable 6: Destination and origination points for traffic in and out of airport
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
125
FY2020 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 2019
Total operating revenues are projected to be $3.7 million. 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). Stormwater fees are expected to exceed FY2019 budget by $28,898.
Total operating expenditures are projected to be $2.92 million, or
$51,980 under FY2019 budget.
Total non-operating revenues are bond proceeds for capital projects
and are projected to be $780,000 which is right on budget.
Total non-operating expenditures for capital projects and debt
service total $1.95 million and are right on pace with budget.
Total fund balance is projected to be $1.48 million as of September
30, 2019. This fund holds a contingency that is projected to be
$578,286.
FISCAL YEAR 2020
Budgeted operating revenues total $3.74 million. Overall, operating
revenues are budgeted to increase by 1.2% compared to FY2019
projection.
Budgeted operating expenses total $2.86 million, a decrease of
$59,877 from FY2019 projection. This is due to a decrease in
amount needed to cash fund new vehicles and equipment.
Budgeted non-operating revenues are budgeted to be $650,000. The
chart to the right identifies Stormwater Drainage revenues by
source. Approximately half of the capital requirements will be
funded through bond (debt) proceeds.
Budgeted non-operating expenses are budgeted to be $1.7 million.
Capital Improvement Projects total $1,248,118 in FY2020 and
include drainage improvement and flood mitigation projects, as
well as improvements to curb and gutter.
Adopted enhancements total $144,800 for the purchase of a mini-
excavator and a trailer for its transport. The mini-excavator is
necessary to remove debris and sediment from city-wide drainage
structures more efficiently. Also included is $98,118 to increase contracted mowing expenses so that 320 hours of
staff time can be reassigned to address growth in customer requests, as well as provide maintenance to new ponds
added with the completion of road improvements on North Mays, Westinghouse, and the Southwest Bypass.
Transfers
9%
Stormwater
Operating
54%
Capital Improvement
27%
Debt Service
10%
FY2020 EXPENSES
Stormwater Fees
84%
Bond Proceeds
15%
Other
Revenue
1%
FY2020 REVENUES
126
FY2020 Annual Budget
Total fund balance is projected to be $1.31 million at the end of FY2020. Per Fiscal and Budgetary Policy, this fund
has a 90-day reserve for operations. This amount for FY2020 totals $545,203. In addition, a debt service reserve has
been established at $436,765, representing one year of debt payments.
FUND SCHEDULE
FY2018 Actual
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 1,572,785 1,397,248 1,877,923 1,482,443 1,482,443
Operating Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Stormwater Fees 3,540,264 3,607,000 3,635,898 3,700,000 - 3,700,000
Other Revenue 55,008 52,900 61,500 41,000 - 41,000
Transfer In 9,000 - - - -
Operating Revenue Total 3,604,272 3,659,900 3,697,398 3,741,000 - 3,741,000
Operating Expense
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
0845 - Stormwater Operating 2,097,584 2,367,539 2,315,559 2,459,372 4,300 2,463,672
0000 - Transfers 266,324 608,490 608,490 260,000 140,500 400,500
Operating Expense Total 2,363,908 2,976,029 2,924,049 2,719,372 144,800 2,864,172
FY2018 Actual
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Available Fund Balance - Operating 2,813,149 2,081,119 2,651,272 2,504,071 (144,800) 2,359,271
Non-Operating Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Bond Proceeds 630,000 780,000 780,000 650,000 - 650,000
Other Revenue 373,086 - - - -
Non-Operating Revenue Total 1,003,086 780,000 780,000 650,000 - 650,000
Non-Operating Expense
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
0880 - Capital 835,360 1,536,871 1,536,871 1,248,118 - 1,248,118
9990 - Debt Service 1,210,540 411,958 411,958 447,611 - 447,611
Non-Operating Expense Total 2,045,900 1,948,829 1,948,829 1,695,729 - 1,695,729
FY2018 Actual
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 1,770,335 912,290 1,482,443 1,458,342 (144,800) 1,313,542
CAFR Adjustment 107,588 - - - - -
Contingency 250,000 578,286 578,286 545,203 - 545,203
Debt Service Reserve - - - 436,765 - 436,765
Available Fund Balance 1,627,923 334,004 904,157 476,374 (144,800) 331,574
127
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 Budget decreased by 7.4% over the FY2019 Budget. Large, one-time capital expenses in FY2019 are largely
responsible for the decrease year over year. The FY2020 Budget includes $144,800 for the purchase of a mini-excavator
and a trailer for transport. Additionally, $98,118 is included for an increase in mowing expenses. By contracting out
additional mowing expenses, it is estimated that staff will have approximately 320 hours that can be reassigned to address
growth in customer requests, pond maintenance, and road improvements.
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 FTE’s: Georgetown Utilities System: 8.50 FTEs
Stormwater Drainage FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 548,064 596,948 566,130 607,771 - 607,771
Operations 1,549,520 1,750,592 1,729,429 1,840,601 4,300 1,844,901
Capital/ Transfer Out 2,312,224 2,577,319 2,577,319 1,966,729 140,500 2,107,229
Total Departmental Budget 4,409,808 4,924,858 4,872,878 4,415,101 144,800 4,559,901
128
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Continuing compliance with State and Federal permits and regulations.
Measurable 1:
Obtained approval from TCEQ for a five year Phase ll
MS4 Stormwater Permit.
Implemented new educational and environmental
outreach events with Georgetown ISD and other
outside agencies.
Organized 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.
Develop and implement public outreach education
program for private water quality pond ownership
maintenance responsibilities.
Submit annual MS4 report to TCEQ.
Outsource maintenance of City owned water quality
ponds.
Update mapping of departmental mowing areas.
Expand community volunteer group participation to
include storm drain inlet marking.
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
Meet or exceed MS4
requirements. Measurable 1: Inspect and clean 200 stormwater inlets and catch basins annually to
maintain water quality in the city
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
FY17 Annual Report
Approved
FY18 Annual Report
Pending Approval
FY19 MS4 SWMP Renewal Submitted
129
THIS PAGE INTENTIONALLY LEFT BLANK.
130
SPECIAL
REVENUE FUNDS
Red Poppy Festival 2016
131
Special Revenue Funds
Special Revenue Funds Overview ............ 133
Convention & Visitors Bureau .................. 138
Tax Increment Reinvestment Zones (TIRZ)
................................................................. 143
Council Discretionary Fund ...................... 147
GTEC Budget ............................................ 148
GEDCO Budget ......................................... 150
Street Maintenance Fund ........................ 152
132
FY2020 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, 2014, and 2018. Projects for FY2019 are included in the Capital Improvement Project section of this document.
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.
Special Revenue Funds
FY2020 Beginning Fund
Balance FY2020 Revenues FY2020 Expenditures
FY2020 Ending Fund
Balance
201 - CVB 1,437,144 1,480,783 1,440,916 1,477,011
203 - Street Maintenance 1,012,514 4,018,750 4,281,264 750,000
212 - Permitting 232,336 108,000 141,000 199,336
215 - CDBG - 400,000 400,000 -
225 - Tree Fund 1,507,228 515,000 890,000 1,132,228
226 - Main Street Façade 40,808 79,000 119,808 -
227 - Library SRF 65,659 166,200 190,000 41,859
228 - Parks SRF 242,063 320,150 406,500 155,713
229 - Parkland Dedication SRF 266,268 310,000 - 576,268
231 - Cemetery 448,903 191,000 103,500 536,403
232 - Court Fees 3,289 10,875 1,000 13,164
233 - Juvenile 14,498 12,100 2,500 24,098
234 - Village PID 151,636 457,310 300,828 308,118
236 - Court Child Safety 42,743 2,900 40,000 5,643
239 - Court Technology 33,193 9,400 2,000 40,593
242 - Fire Billing 92,596 242,000 334,596 -
251 - Conservation 847,035 72,000 231,000 688,035
260 - Council Discretionary 109,415 2,500 - 111,915
263 - PEG Fee 160,153 166,000 20,000 306,153
271 - Police Seizures 9,094 - 9,094 -
273 - Abandoned Vehicles 11,752 - 5,000 6,752
277 - Animal Services SRF 240,755 43,500 75,000 209,255
293 - Downtown TIRZ 450,539 304,906 688,600 66,845
294 - Rivery TIRZ 274,539 648,673 606,268 316,944
295 - Gateway TIRZ 248,283 49,042 297,325
296 - South Georgetown TIRZ - 510,963 500,000 10,963
400 - GTEC 17,130,653 12,867,500 16,978,519 13,019,634
420 - GEDCO 8,018,546 2,060,375 9,379,305 699,616
133
FY2020 Annual Budget
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.
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. All
funds are governed by State statute.
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.
251 - CONSERVATION FUND
The Conservation SRF is a fund dedicated to energy efficiency programs and projects, and is supported solely by the $0.20
Conservation Fee charged monthly to all City of Georgetown electric customers on their utility bills. This fee is used to
134
FY2020 Annual Budget
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.
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.
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.
135
FY2020 Annual Budget
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.
136
THIS PAGE INTENTIONALLY LEFT BLANK.
137
FY2020 Annual Budget
CONVENTION & VISITORS BUREAU FUND
The Georgetown Convention and Visitors Bureau (CVB) attracts leisure and business travelers to the Georgetown area to
experience and enjoy our history, culture, and attractions. This department also strives to further strengthen our City’s
image as a Texas tourist destination. The CVB promotes economic diversity and the region’s quality of life. The department
manages advertising, promotion, and solicitation efforts to market the City of Georgetown as a place for meetings, group
tours, tourists, and day-trip shoppers. The Department provides a positive economic impact to the community by bringing
sales tax and hotel occupancy tax (HOT) dollars into the city, which increases the total revenue of local businesses and
improves the overall economic climate of Georgetown. The HOT rate in Georgetown is 7%.
FISCAL YEAR 2019
Total revenues are projected to be $1.48 million, 2% less than the FY2019 budget. This slight decrease comes from lower-
than-budgeted HOT revenue based upon current revenue trends.
Total expenditures in FY2019 are projected to total $1.34 million or 0.6% lower than the current budget.
Total fund balance at year-end is anticipated to be $1,437,144 with a contingency reserve of $271,189 and a reserve for
capital of $1,061,680.
FISCAL YEAR 2020
Budgeted revenues in FY2020 total $1.48 million. Hotel Occupancy Taxes are expected to remain level until new properties
are constructed. Revenue from Red Poppy Festival is projected conservatively, as festival attendance and related revenue
can vary due to weather.
Budgeted expenditures in FY2020 total $1.4 million. Overall, expenses are projected to increase by 7% relative to FY2019
projections and account for increased personnel costs (merit adjustments and health insurance), as well as new program
requests.
Adopted enhancements total $106,786 to enhance Red Poppy and Christmas Stroll traffic control, account for increased
costs for Red Poppy entertainment and support, and to add a Visitors’ Center part-time staff member. Visits to the visitor
center have increased by 95% since 2014. Since the visitor center is often the first impression of the community to visitors,
the additional staff will support enhanced customer service during high traffic times.
Total fund balance is anticipated to be $1.5 million in FY2020. Per Fiscal and Budgetary Policy, there is $273,376 of personnel
and operating costs reserved to meet the fund’s 90-day contingency requirement. Additionally, there is $1.2 million
reserved for future capital improvements for the Visitors’ Center.
138
FY2020 Annual Budget
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 839,544 1,170,801 1,301,054 1,437,144 - 1,437,144
Revenue
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
HOT Tax 1,325,211 1,350,000 1,300,000 1,300,000 - 1,300,000
Other 42,408 28,500 36,500 36,500 - 36,500
Red Poppy 129,508 136,150 144,283 144,283 - 144,283
Grand Total 1,497,127 1,514,650 1,480,783 1,480,783 - 1,480,783
Expense
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Personnel 354,691 369,492 371,704 398,281 15,286 413,567
Operations 548,790 796,108 786,006 742,014 70,000 812,014
Red Poppy 126,030 165,200 165,200 165,200 21,500 186,700
Transfer/Other 10,200 21,783 21,783 28,634 - 28,634
Grand Total 1,039,711 1,352,583 1,344,693 1,334,129 106,786 1,440,916
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 1,296,960 1,332,868 1,437,144 1,583,798 (106,786) 1,477,011
CAFR Adjustment 4,094 - - - - -
Contingency 187,147 271,189 271,189 273,376 - 273,376
Reserved for Capital 687,474 1,061,680 1,061,680 1,203,635 - 1,203,635
Available Fund Balance 426,433 (1) 104,275 106,786 (106,786) -
139
FY2020 Annual Budget
DEPARTMENT BUDGET
Approved enhancements in the fund total $106,786 in FY2020. The enhancements include funds to improve traffic control
for downtown events, account for increased costs for Red Poppy entertainment and support, and to add a Visitors’ Center
part-time staff member. Visits to the visitor center have increased by 95% since 2014. Since the visitor center is often the
first impression of the community to visitors, the additional staff will support enhanced customer service during high traffic
times.
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 FTE’s: Community Services: 5.00 FTEs
Convention and Visitors Bureau FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 354,691 369,492 371,704 398,281 15,286 413,567
Operations 674,820 961,308 951,206 907,214 91,500 998,714
Capital/Transfer 21,783 21,783 21,783 28,634 - 28,634
Total Departmental Budget 1,039,711 1,352,583 1,344,693 1,334,129 106,786 1,440,916
Pat Green Performs at the
2019 Red Poppy Festival
140
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM
HIGHLIGHTS
Strategic Goal 1: Increase economic impact through
tourism.
Measurable 2: The CVB Department uses HOT
revenue as a measurable to determine how well the
department is attracting tourists and conferences to
Georgetown. HOT revenue for FY19 was consistently
higher than FY18. HOT revenue has increased each
year since FY2014 due to more hotel rooms and
increased tourism.
Participated in travel/group business tradeshows to
promote Georgetown as a meeting and conference
destination.
Conducted economic impact study for Red Poppy
Festival.
Coordinated 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.
Developed CVB Strategic Plan.
Continued working with a Public Relations
Professional to promote Georgetown in unique,
creative, and authentic ways.
Implemented the Hospitality Training Program to
ensure any visit to the city, whether for business or
pleasure, is successful and a memorable one.
Develop a promotional video to continue to build
awareness of and promote Georgetown as a
meeting and conference destination.
Develop a standard operating procedure manual for
Red Poppy Festival.
Implement a local awareness campaign to educate
citizens about the economic benefits of tourism.
Continue working with a Public Relations
Professional to promote Georgetown in unique,
creative, and authentic ways.
Participate in travel/group business tradeshows to
promote Georgetown as a meeting and conference
destination.
Coordinate the 21st Annual Red Poppy Festival,
Music on the Square Summer Concert Series, Best
of Georgetown Contest, Lighting of the Square and
Christmas Stroll Parade.
Strategic Goal 1
Increase economic impact
through tourism.
Measurable 1: Sales calls conducted, RFP’s received
Measurable 2: Economic impact from CBV efforts
Strategic Goal 2
Strengthen 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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
$0
$40,000
$80,000
$120,000
$160,000
Nov Dec Jan Feb Mar April May June
Hotel Occupancy Tax (HOT) Revenues
FY2018 FY2019
141
FY2020 Annual Budget
PMP in Action
Celebrating the 20th Anniversary of the Red
Poppy Festival
2019 marked the 20th anniversary of the Red Poppy
Festival featuring performances by Pat Green and
other local artists. The festival also featured the Red
Poppy Parade, bike ride, 5K, and the Kid’s Fun Zone.
Red Poppy attendance surpassed 75,000 over the
three day event. The Red Poppy Festival largely
increases CVB’s impact on Georgetown’s economy and
also draws large crowds to the Visitor’s Center. April
saw a 48% increase in the number of visitors. Besides
bringing the Georgetown community together, the Red
Poppy Festival draws tourists from all over Texas.
142
FY2020 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
143
FY2020 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
144
FY2020 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
145
FY2020 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
146
FY2020 Annual Budget
COUNCIL DISCRETIONARY FUND
This Special Revenue Fund (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 one-time
purposes.
In FY2019, the Council transferred $25,000 to other funds. $20,000 of these funds were allocated to cover costs
associated with the Fourth of July fireworks partnership with Sertoma, and $5,000 were allocated to sponsor Vibrant
Living: A Senior Empowerment Event. Currently there is no budgeted expense in this fund for FY2020, but is retained
for Council initiated projects and expenses.
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 285,808 131,914 131,915 109,415 - 109,415
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Interest 15,527 10,000 2,500 2,500 - 2,500
Transfers 1,188,580 - - - -
Grand Total 1,204,107 10,000 2,500 2,500 - 2,500
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Transfers 1,358,000 25,000 25,000 - - -
Grand Total 1,358,000 25,000 25,000 - - -
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Available Fund Balance 131,915 116,914 109,415 111,915 - 111,915
CAFR Adjustment - - - - - -
Ending Fund Balance 131,915 116,914 109,415 111,915 - 111,915
147
`
FY2020 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. The funding source for GTEC is ½
cent of the City’s sales tax rate.
FISCAL YEAR 2019
Total revenues are projected to be $7.75 million, which is an increase of 6.65% from the FY2019 Budget. Sales tax
projections are anticipated to be greater than budget by $364,400.
Total expenses are projected to be $9.15 million. Expenses are projected to be less than budget due to savings on
projects including Mays Street/Rabbit Hill Road, Airport Road, and the Southeast Inner Loop widening.
Total fund balance is projected to be $17.13 million by September 30th 2019.
FISCAL YEAR 2020
Budgeted revenues are expected to total $12.9 million in FY2020. Sales tax is projected to increase by 6.7% over the
FY2019 year-end projection. Budgeted bond proceeds total $4.7 million, which funds a majority of the Southeast
Inner Loop project. The remaining balance of the project will be funded by previously issued bond proceeds.
Budgeted expenses total $17 million in FY2020. This includes $7.2 million for Southeast Inner Loop, $1.15 million for
SH29 roadway improvements, as well as $1.98 million set aside for economic development projects that may come
up during the fiscal year. Allocation expense refers to shared administrative overhead costs.
Total fund balance is projected to be $13 million by September 30th 2020. This fund is budgeted to meet the 25% of
sales tax contingency requirement. This fund holds a contingency of $1,984,375 and a debt service reserve of
$3,225,642.
148
`
FY2020 Annual Budget
FUND SCHEDULE
FY2018 Actuals FY2019 Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes FY2020 Budget
Beginning Fund Balance 18,241,681 18,539,789 18,539,789 17,130,653 - 17,130,653
Revenues FY2018 Actuals FY2019 Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes FY2020 Budget
Sales Tax 6,813,699 7,073,100 7,437,500 7,937,500 - 7,937,500
Bond Proceeds - - - 4,700,000 - 4,700,000
Interest/Other 870,907 190,000 308,317 230,000 - 230,000
Grand Total 7,684,606 7,263,100 7,745,817 12,867,500 -12,867,500
Expenses FY2018 Actuals FY2019 Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes FY2020 Budget
Capital Improvement 4,147,233 12,285,475 5,439,011 13,234,375 - 13,234,375
Debt Service 3,336,711 3,324,745 3,324,745 3,333,921 - 3,333,921
Allocation Expense 363,312 390,897 390,897 409,423 - 409,423
Other 750 800 300 800 - 800
Grand Total 7,848,006 16,001,917 9,154,953 16,978,519 -16,978,519
FY2018 Actuals FY2019 Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes FY2020 Budget
Ending Fund Balance 18,078,281 9,800,972 17,130,653 13,019,634 - 13,019,634
CAFR Adjustment 461,508 - - - - -
Contingency 1,468,750 1,768,275 1,768,275 1,984,375 - 1,984,375
Bond Proceed Reserve - - 2,500,000 - - -
Debt Service Reserve - - - 3,225,642 - 3,225,642
Available Fund Balance 16,148,023 8,032,697 12,862,378 7,809,617 - 7,809,617
149
FY2020 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 1/8th cent of the City’s sales tax rate.
FISCAL YEAR 2019
Total revenues are projected to be $1.98 million, which is an increase of 9.4% over budget. This is largely due to
higher-than-budgeted sales tax collections. Sales tax collections are projected to end the year 5% higher than budget.
Allocated interest is also projected to finish higher than budget. The City has seen interest rates increase over 100
basis points over the past 18 months.
Total expenses are projected to be $932,466, which is significantly less than the budgeted amount of $8.2 million.
This is because GEDCO appropriates nearly the full amount of funding available for economic development projects
each year, leaving 25% of sales tax revenues in contingency reserve. Economic Development project expenditures
are projected to end FY2019 at $255,000. Projects are considered throughout the year, and unused project funding
is appropriated in the following year.
Total fund balance as of September 30th, 2019 is projected to be $8 million with a sales tax contingency reserve of
$442,069.
FISCAL YEAR 2020
Budgeted revenues are expected to total $2 million in FY2020. Sales tax is projected to increase 6.7% over FY2019
projections. The City continues to see strong growth trends in the core sales tax sectors of retail, food, information,
and manufacturing.
Budgeted expenses total $9.4 million in FY2020. This includes $8.7 million available for economic development
projects. Expenses also include the administrative overhead contract with City staff, debt service for the Rivery
project, and the annual repayment of the loan from the Water Fund with an infrastructure grant for Citi Corp.
Total fund balance is projected to be $699,616 as of September 30th, 2020. This meets the contingency requirement
of reserving 25% of budgeted sales tax revenue, as well as a debt service reserve of $210,318.
150
FY2020 Annual Budget
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 5,979,896 6,853,073 6,972,637 8,018,546 - 8,018,546
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Sales Tax 1,703,425 1,768,275 1,859,375 1,984,375 - 1,984,375
Interest 103,233 40,300 119,000 76,000 - 76,000
Other 229,081 - - - - -
Grand Total 2,035,739 1,808,575 1,978,375 2,060,375 - 2,060,375
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
ED Projects 349,650 7,531,613 255,000 8,692,104 - 8,692,104
Debt Service 329,301 308,794 308,794 311,880 - 311,880
Allocations 221,328 238,622 238,622 244,771 - 244,771
Operations 143,581 130,550 130,050 130,550 - 130,550
Grand Total 1,043,860 8,209,579 932,466 9,379,305 - 9,379,305
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 6,971,775 452,069 8,018,546 699,616 - 699,616
CAFR Adjustment 862 - - - - -
Contingency Reserves 425,856 442,069 442,069 489,298 - 489,298
Debt Service Reserve - - - 210,318 - 210,318
Available Fund Balance 6,546,781 10,000 7,576,477 0 - 0
151
FY2020 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, 2014,
and 2018.
FISCAL YEAR 2019
Total revenues are projected to be $3.8 million, which represents an increase of 5.7% relative to the FY2019 budget.
Sales tax revenue is projected to exceed budget by $182,200.
Total expenditures are projected to be $6.1 million. This is right on pace with budget.
Total fund balance is projected to be $1,012,514. 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.
FISCAL YEAR 2020
Budgeted revenues total $4.02 million, which represents an increase of 6.6% relative to the FY2019 projection, due
to higher sales tax collections.
Budgeted expenditures total $4.28 million, which represents a decrease of 29.3% relative to the FY2019 projection.
In FY2019, staff completed a comprehensive street maintenance study. During this time, street maintenance
spending was low and thus the fund balance grew. After the study was complete, staff proposed a budget which
appropriated the one-time accumulated fund balance in FY2019. The FY2020 budget is a return to normal spending
levels.
Total fund balance is budgeted to be $750,000. This fund has an Arterial Reservation of $750,000 budgeted in FY2020.
Street maintenance funding is located in this fund as well as in the General Fund in the streets department. The
reference section of this document contains the presentation on street maintenance given to Council on May 28,
2019.
152
FY2020 Annual Budget
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 2,924,355 3,301,180 3,301,180 1,012,514 - 1,012,514
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Sales Tax 3,395,641 3,536,550 3,718,750 3,968,750 - 3,968,750
Interest/Other 53,772 30,000 50,000 50,000 - 50,000
Grand Total 3,449,413 3,566,550 3,768,750 4,018,750 - 4,018,750
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Capital 3,103,111 5,443,616 5,443,616 4,281,264 - 4,281,264
Transfer/Other 95,500 613,800 613,800 - - -
Grand Total 3,198,611 6,057,416 6,057,416 4,281,264 - 4,281,264
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 3,175,157 810,314 1,012,514 750,000 - 750,000
CAFR Adjustment 126,023 - - - - -
Arterial Reservation 750,000 750,000 750,000 750,000 - 750,000
Available Fund Balance 2,551,180 60,314 262,514 - - -
153
THIS PAGE INTENTIONALLY LEFT BLANK.
154
INTERNAL SERVICE
FUNDS
2017 Georgetown Wellness 5K
155
INTERNAL SERVICE FUNDS
Internal Service Funds Overview ....................... 157
Fleet Services .................................................... 158
Facilities Maintenance ...................................... 164
Information Technology .................................... 168
Self-Insurance Fund ........................................... 172
156
FY2020 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
157
FY2020 Annual Budget
FLEET SERVICES FUND
The Fleet Maintenance Fund finances repair and replacement for City vehicles and equipment. Charges for service
are based on annualized replacement and maintenance costs of each vehicle.
FISCAL YEAR 2019
Total revenues are projected to be $6.3 million, which represents an increase of 1.15% relative to the FY2019 budget.
Revenues in this fund are based on the replacement schedules of all vehicles in the City. The variance of projection
to budget accounts for a higher amount of allocated interest in the fund.
Total expenditures are projected to be $6.7 million, which 0.15% lower than the FY2019 budget.
Total fund balance is projected to be $4.4 million at the end of September 30, 2019. A 90-day contingency operational
reserve of $479,322 is included, as well as a reserve for future capital equipment replacement of $1,055,600.
FISCAL YEAR 2020
Budgeted revenues total $7.06 million, which represents an increase of 11.66% relative to the FY2019 projection.
Revenues in this fund are based on the replacement schedules of all vehicles in the City as well as new vehicles and
equipment to meet service demands in the community.
Budgeted expenditures total $7.04 million. A list of new and replacement vehicles is available in the reference section.
There is a $550,000 transfer out to the General Capital Projects fund to partially cash fund improvements to the fuel
site at the transfer station.
Adopted enhancements in this fund include maintenance costs for two apparatus that are being added to the fleet
for Fire Station #7. This includes normal preventative maintenance costs, repair costs, and costs for annual testing.
The adopted cost is $16,500.
Total fund balance is projected to be $4.4 million at the end of September 30, 2020. A 90-day contingency operational
reserve of $491,595 is included, as well as a reserve for future capital equipment replacement of $1,197,760. It is
anticipated Fleet’s additional available fund balance could be used to help with costs of expansion or relocation of
the Fleet shop to meet the City’s growing needs.
158
FY2020 Annual Budget
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 4,609,272 4,760,280 4,789,016 4,395,634 - 4,395,634
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Transfer In 2,740,100 2,875,300 2,875,300 3,548,700 - 3,548,700
Vehicle Lease Fees.1,695,888 1,755,510 1,755,510 1,756,625 - 1,756,625
Vehicle Maint. Fees 1,455,625 1,577,907 1,577,907 1,661,095 16,500 1,677,595
Other 123,339 30,000 101,681 80,000 - 80,000
Grand Total 6,014,952 6,238,717 6,310,398 7,046,420 16,500 7,062,920
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Capital Replacement 4,061,404 4,659,977 4,659,977 4,387,200 - 4,387,200
Operations 1,148,783 1,257,369 1,258,171 1,261,914 16,500 1,278,414
Personnel 653,757 793,726 782,631 822,899 - 822,899
Transfer - 3,000 3,000 550,000 - 550,000
Grand Total 5,863,943 6,714,072 6,703,779 7,022,013 16,500 7,038,513
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 4,760,281 4,284,925 4,395,634 4,420,042 - 4,420,042
CAFR Adjustment 28,735 - - - - -
Contingency - 479,322 479,322 491,595 - 491,595
Equipment Reserve - 1,055,600 1,055,600 1,197,760 - 1,197,760
Available Fund Balance 4,789,016 2,750,003 2,860,712 2,730,687 - 2,730,687
159
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 Budget increased by 4.8% relative to the FY2019 Budget. This accounts for increases in vehicle maintenance
and equipment costs. Increased expenses also include a $550,000 transfer to the General Fund for improvements to the
fuel station at the transfer station.
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 FTE’s: Community Services Division: 10.00 FTEs
Fleet Services FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 653,757 793,726 782,631 822,899 - 822,899
Operations 1,148,783 1,257,369 1,258,171 1,261,914 16,500 1,278,414
Capital/Transfer 4,061,404 4,662,977 4,662,977 4,937,200 - 4,937,200
Total Departmental Budget 5,863,943 6,714,072 6,703,779 7,022,013 16,500 7,038,513
City of Georgetown Fleet
Shop
160
FY2020 Annual Budget
Recognized by the National Institute for Automotive
Service Excellence Blue Seal of Excellence Program
for the 11th year in a row.
Averaged 97% of units completed within 60 days of
notice of vehicle preventative maintenance
inspection.
Averaged 99% satisfaction rate from ongoing
customer survey.
Hired an additional mechanic to balance the needs of
the City’s growing fleet.
Implemented year two of a multi-year strategy to
replace held back vehicles.
Implemented second year of two-way radio
replacements for non-public safety departments.
Replaced 32 vehicles/equipment, including 1 Fire
Rescue truck.
Purchased 8 new vehicles, a tractor roadside mower,
a construction dump truck, an all-terrain vehicle, a
valve turning machine, and an asphalt roller.
Purchased two additional Fire trucks for Station 7.
Keep the fleet operational and safe by maintaining
greater than 95% of units completed within 60 days
of notice of vehicle preventative maintenance
inspection.
Maintain a high customer satisfaction rating.
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.
Increase professionalism for mechanics by
obtaining additional ASE and EVT Certifications.
Continue to research alternative fuels for use in City
fleet.
Purchase 28 replacement vehicles and 4
replacement equipment/trailers. New additions to
fleet include 6 vehicles and 4 equipment/trailers.
Implement year three of a multi-year strategy to
replace held back vehicles.
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: Maintain a ratio of 75 units to 1 mechanic.
Measurable 2: Maintain average work order hours to within 20% of monthly goal of 70 hours.
Measurable 3: Percent of units that are completed within 60 days of notice for inspections.
(Target>95%)
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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
161
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
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 & 2: Fleet Services measures the number
of certifications maintained by the department and
staff to maintain a fully trained and cross functional
workforce. They have surpassed their goal of 63 total
ASE and EVT certifications held by staff each year.
Measurable 3 & 4: The Fleet staff have maintained
a high customer satisfaction rating for professional
courtesy and overall satisfaction. They have
consistently surpassed their target of 80%, and the
department will continue to train staff with the
hopes of keeping high satisfaction ratings.
Strategic Goal 2: Keep the fleet operational and
safe so that other departments can do their jobs.
Measurable 1: The department measures the
ratio of units to mechanics to determine
workload. Fleet is still working towards a goal of
75 or less units to one mechanic. The decrease in
the FY2019 ratio shows the full impact of adding
an additional mechanic.
Measurable 4 & 5: The Fleet staff have maintained a
high customer satisfaction rating for turnaround
times and resolution to issue. They have consistently
surpassed their target of 90%, and the department
will continue to train staff with the hopes of keeping
high satisfaction ratings.
FY2017
•Maintained ASE Blue Seal Certification
•93 ASE and ECT Certifications held by staff
FY2018
•Maintained ASE Blue Seal Certification
•93 ASE and ECT Certifications held by staff
FY2019
•Maintained ASE Blue Seal Certification
•103 ASE and ECT Certifications held by staff
95 99
88
25
50
75
100
125
2017 2018 2019
Unit to Mechanic Ratio
Unit to Mechanic Ratio Target
•99.6% average satisfaction with
professional courtesy in FY2019
•99.7% average overall customer
satisfaction in FY2019
Fleet Approval
Rating
Customer Satisfaction
Target: 80%
•99.6% average satisfaction with turnaround times in FY2019
•99.6% average satisfaction with
resolution to issue in FY2019
Fleet Approval
Rating
Resolution
Target 90%
162
THIS PAGE INTENTIONALLY LEFT BLANK.
163
FY2020 Annual Budget
FACILITIES MAINTENANCE FUND
The Facilities Maintenance Fund provides janitorial services,
light maintenance, equipment repair and replacement
(generators, HVAC, operations, etc.), 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 projected to be $3.5 million, which
represents a variance of less than 1% to the FY2109 budget.
Total expenditures are projected to be $3.45 million, which
is 2% less than FY2019 budget.
Total fund balance is projected to be $1.73 million as of September 30, 2019.
FISCAL YEAR 2020
Budgeted revenues are budgeted to be $8.47 million, which represents a $4.9 million increase from FY2019
projection. Starting in FY2020, utility costs for all City facilities will be consolidated into a single account charged
through the Facilities Maintenance Fund. As a result, a $4.9 million revenue and matching expense can be seen in
the fund schedule. Staff is proposing this move to consolidate the chart of accounts as the City transitions into the
new financial management system. Utility use will still be measured by department and allocated to each cost center
through the facilities internal service charge.
Budgeted expenditures are budgeted to be $8.55 million, an increase of $5.1 million from the FY2019 projection.
Other than the Utility fee discussed above, increased expenses can be attributed to small increases in maintenance
costs and janitorial services.
Total fund balance is budgeted to be $1.65 million as of September 30, 2020. The fund will hold a 90-day contingency
for personnel and operations per the adopted Fiscal and Budgetary Policy. In FY2020, this amount totals $184,934.
The fund will also build toward a capital asset replacement reserve. In the FY2020 budget, this amount totals $1.46
million.
Grand opening of City Hall and Council Chambers
164
FY2020 Annual Budget
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 1,198,829 1,084,788 1,685,878 1,728,788 - 1,728,788
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Facilities Fees 3,257,196 3,470,513 3,470,513 3,455,776 - 3,455,776
Interest 25,028 12,000 25,000 25,000 - 25,000
Transfer In/Other 8,585 - 3,144 - - -
Utility Fees - - 4,994,934 4,994,934
Grand Total 3,290,809 3,482,513 3,498,657 3,480,776 4,994,934 8,475,710
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Personnel 436,886 459,620 454,725 473,068 - 473,068
Operations 343,284 424,266 429,691 403,602 - 403,602
Capital Replacement 2,056,509 2,644,007 2,571,331 2,683,525 - 2,683,525
Transfers - - - - - -
City Wide Utility - - 4,994,934 4,994,934
Grand Total 2,836,679 3,527,893 3,455,747 3,560,195 4,994,934 8,555,129
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 1,652,959 1,039,408 1,728,788 1,649,369 - 1,649,369
CAFR Adjustment 32,919 - - - - -
Capital Replacement Reserve - 826,395 826,395 1,464,435 - 1,464,435
Operations Contingency - 213,013 213,013 184,934 - 184,934
Available Fund Balance 1,685,878 0 689,380 - - (0)
165
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 Budget increased by 142% compared to the FY2019 Budget. With the consolidation of accounts in the new
Workday software, all departmental utilities charges will appear in the Facilities Department budget. This totals $4,994,934
for FY2020.
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 FTE’s: Community Services Division: 6.00 FTEs
Facilities and Maintenance
FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 436,886 459,620 454,725 473,068 - 473,068
Operations 343,284 424,266 429,691 403,602 4,994,934 5,398,536
Capital 2,056,509 2,644,007 2,571,331 2,683,525 - 2,683,525
Total Departmental Budget 2,836,679 3,527,893 3,445,747 3,560,195 4,994,934 8,555,129
City of Georgetown Facilities
Maintenance Staff
166
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM
HIGHLIGHTS
Strategic Goal 2: Ensure City facilities meet changing
departmental needs.
Measurable 1: As the number and size of City buildings
continue to grow, the ratio of square feet to full time
employees also continues to grow. International Facilities
Management Association (IFMA), recommends a level of
services ratio of 1 facilities maintenance employee per every
50,000 square feet maintained. The City of Georgetown
(COG) established a level of service threshold of 90,000
square feet per employee based on the amount of
contracted services. Currently, the Facilities department is
higher than both recommended ratios.
Completed Recreation Center Natatorium
Assessment.
Relocated City staff to new City Center facilities.
Replaced Recreation Center gym floor.
Completed various flooring and painting projects
throughout City buildings.
Painted exterior of Animal Shelter.
Continued goals of Facilities Performance
Management Plan.
Implemented new Facilities work request processes.
Remodeled Information Technology breakroom and
meeting space.
Converted Citywide lighting to LED.
Sustain quality maintenance of City public facilities
to foster a safe and positive atmosphere for
employees and citizens.
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.
Assist with construction and opening of Fire Station
6 and Fire Station 7.
Strategic Goal 1
Ensure proper operation
of City facilities.
Measurable 1: Customer driven work orders <100/month
Measurable 2: Departmental work orders
Measurable 3: Average number of days to complete an employee work order
Strategic Goal 2
Ensure City facilities meet
changing departmental
needs.
Measurable 1: FTEs versus square footage
Strategic Goal 3
Collaborate with others to
create the best solutions.
Measurable 1: Customer Response Survey
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
97,000 102,000 102,000 104,400 107,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
110,000
120,000
2015 2016 2017 2018 2019
Square Feet / Full Time Employee
Sq Ft. / FTE COG LOS IFMA LOS
167
FY2020 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 City-wide 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 2019
Total revenues are projected to end the year at $7 million. 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 expenditures are projected to be $7.6 million, which represents 0.3% less than the current FY2019 budget. The
mid-year budget amendment appropriated $100,000 for transfer out to GCP for the Workday project.
Total fund balance is projected to be $2.1 million as of September 30, 2019. After accounting for the contingency
policy requirement of $543,744 and reserving $882,727 for future capital replacement, the IT fund has an available
fund balance of $688,120.
FISCAL YEAR 2020
Budgeted revenues total $7.7 million, a 10.5% increase from projection. Increase in budget for FY2020 is due to
increasing lease fee revenue.
Budgeted expenditures total $7.98 million, which represents a 4.8% increase from the current FY2019 projection. An
increase in expenditures is driven by adopted enhancements outlined below, as well as the addition of temporary
contractors and contingency for the Workday project.
Adopted Enhancements:
• Cisco Phone System Licenses: Due to growth in staff throughout the City, the IT Department is requesting
funds to purchase additional devices and user licenses for the Cisco voice-over IP phone system. IT staff
predicts they will run out of licenses early next year based on staffing needs. Adopted cost: $27,000.
• Telogis AVL Switch: The Police Department is requesting funds to install these devices in all of their vehicles.
The IT Department would like to transition all of the existing City AVL to the same products as Police.
Additionally, 52 out of 120 devices in the Non-PD fleet are reaching end of life in January 2020 and will need
to be replaced regardless. Adopted cost: $20,100.
• Credit Card Scanners: The City currently uses 20 credit card scanners to take payments from customers in
various departments. None of these machines support reading a credit card with a chip, which is the new
standard for credit card safety. The IT Department is requesting funds to replace all current credit card
scanners with new scanners capable of supporting the computer chip technology. Adopted cost: $22,100
Total fund balance is projected to be $1.8 million as of September 30, 2020. This includes a 90-day contingency of
$651,790 and a reserve for future capital of $1,031,764.
168
FY2020 Annual Budget
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 1,068,998 2,732,490 2,732,491 2,114,591 - 2,114,591
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
IT Fees 6,661,668 6,845,851 6,845,851 7,574,673 69,200 7,643,873
Transfer 35,800 115,000 115,000 53,860 - 53,860
Interest 29,888 6,000 30,000 30,000 - 30,000
Grand Total 6,727,356 6,966,851 6,990,851 7,658,533 69,200 7,727,733
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Personnel 2,093,881 2,460,661 2,440,135 2,574,411 - 2,574,411
Operations 2,401,759 4,085,958 4,085,666 3,949,109 100 3,949,209
Capital 842,983 706,450 706,450 800,155 69,100 869,255
Transfer 37,000 376,500 376,500 586,329 - 586,329
Grand Total 5,375,622 7,629,569 7,608,751 7,910,004 69,200 7,979,204
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 2,420,732 2,069,772 2,114,591 1,863,120 - 1,863,120
CAFR Adjustment 311,759 - - - - -
Contingency - 543,744 543,744 651,790 - 651,790
Reserved for Capital - 882,727 882,727 1,031,764 - 1,031,764
Available Fund Balance 2,732,491 643,301 688,120 179,567 - 179,567
169
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 budget for the Information Technology Department includes additional Cisco phone system licenses, Telogis
AVL switches for the Police Department, and new credit card scanners. The 4.8% increase in the budget accounts for these
enhancements, as well as the addition of contractors and contingency for the Workday project.
Information 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 FTE’s: Community Services Division: 25 FTEs
Information Technology FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 2,093,881 2,460,661 2,440,135 2,574,411 - 2,574,411
Operations 2,401,759 4,085,958 4,085,666 3,949,109 100 3,949,209
Capital/Transfer 879,983 1,082,950 1,082,950 1,386,484 69,100 1,455,584
Total Departmental Budget 5,375,622 7,629,569 7,608,751 7,910,004 69,200 7,979,204
City of Georgetown IT Staff
170
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 3: Maintain a high performance IT infrastructure using good management practices.
Measurable 1: Average Network Latency is the time it takes for data to travel from one point on the network to another.
Lower latency is generally an indicator of better network performance. Latency can be impacted by usage, hardware quality,
and software program performance.
Measurable 2: A network endpoint includes any type of device connected to the City’s computer network. The ratio of
endpoints to IT employees is an indicator used to measure IT workloads and performance. FY2019 ratios are consistently
higher than FY2018.
Provided for technical support for Workday ERP
software project.
Installed and configured first phase of disaster
recovery data center.
Completed implementation of two factor
authentication to reduce security risks.
Complete Phase 1 of IT Policy and Process manual.
Developed a Cloud strategy.
Hired Lead System Administrator position to focus on
further securing City IT systems.
Provided IT support for Downtown West project.
Continue implementation of IT Catalyst Plan.
Provide continued technical support for Phase 1, 2,
and 3 of Workday ERP project.
Complete disaster recovery data center.
Complete Phase 2 of IT Policy and Process manual.
Ugrade key components of City technology
infrastructure.
Implement City reorganization of technology
related groups.
Complete expanded Cybersecurity Policy.
Strategic Goal 1
Empower innovation. Measurable 1: Percentage of planned IT projects in process – Target 100%
Strategic Goal 2
Achieve extraordinary
levels of end user
satisfaction.
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
0
1
2
3
4
5
6
7
8
Oct Dec Feb April Jun Aug Oct Dec Feb April Jun
Average Network Latency (Milliseconds)
0
50
100
150
200
250
300
350
Oct Nov Dec Jan Feb Mar April May Jun Jul Aug Sep
Network Endpoints per IT Employee
FY18 FY19
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
171
FY2020 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 three years.
Staff worked with benefits consultants, as well as the City’s
General Government and Finance Advisory Board (GGAF),
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 projected to be $8.6 million, which is
1.9% less than budget.
Total expenditures are projected to be $8.8 million, which is 2.3% less than budget. The City is anticipating savings in
both fees and stop loss expenses.
Total ending fund balance is projected to be $3.27 million as of September 30, 2019.
FISCAL YEAR 2020
Total revenues are budgeted to be $9.15 million, a 6% increase from FY2019 projections. This increase will come from
City department contributions as well as employee contributions.
Total expenses are budgeted to be $9.5 million. Medical claims are budgeted to be 9% higher than the FY2019
projection, based upon the City’s experience factor. Stop loss insurance is budgeted to increase by 14.6% over
FY2019.
Fund balance on September 30, 2020 is projected to be $2,879,649 million, with both the IBNR and Rate Stabilization
reserves fully funded at $650,000 and $1,650,000 respectively.
City Wellness 5K
City Running Group in San Gabriel Park
172
FY2020 Annual Budget
FUND SCHEDULE
FY2018 Actual
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 3,343,251 3,476,229 3,488,229 3,270,879 - 3,270,879
Revenues FY2018 Actual
FY2019
Budget
FY2019
Projection
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Dental Contributions 415,904 440,000 450,650 470,000 - 470,000
HDHP Contributions 2,843,930 2,950,000 2,950,000 3,256,796 - 3,256,796
Other 418,945 430,000 450,000 450,000 - 450,000
PPO Contributions 4,162,117 4,477,739 4,477,739 4,569,734 - 4,569,734
Stop Loss Reimbursement - 500,000 300,000 400,000 - 400,000
Grand Total 7,840,896 8,797,739 8,628,389 9,146,530 - 9,146,530
Expenses FY2018 Actual
FY2019
Budget
FY2019
Projection
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Dental Claims 428,913 480,000 480,000 494,400 494,400
Fees 348,068 413,000 233,000 220,260 220,260
H.S.A. Contributions 317,508 360,000 360,000 317,600 317,600
Medical Claims 5,745,698 6,777,739 6,777,739 7,400,000 7,400,000
Other 212,740 275,000 275,000 280,500 280,500
Stop Loss Fees 654,990 750,000 720,000 825,000 825,000
Grand Total 7,707,917 9,055,739 8,845,739 9,537,760 9,537,760
FY2018 Actual
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 3,476,230 3,218,229 3,270,879 2,879,649 - 2,879,649
CAFR Adjustment 11,999 - - - - -
IBNR 631,140 650,000 650,000 650,000 - 650,000
Rate Stabilization 1,262,280 1,532,000 1,532,000 1,650,000 - 1,650,000
Available Fund Balance 1,594,809 1,036,229 1,088,879 579,649 - 579,649
173
THIS PAGE INTENTIONALLY LEFT BLANK.
174
JOINT SERVICES
FUND
Blue Hole Park
175
JOINT SERVICES FUND
Joint Services Fund Summary .................. 177
Accounting ............................................... 180
Conservation ............................................ 182
Customer Care ......................................... 184
Economic Development ........................... 186
Engineering .............................................. 188
Business Systems Services ....................... 190
Finance Administration ............................ 192
HR & Organizational Development .......... 196
Purchasing ............................................... 198
176
FY2020 Annual Budget
JOINT SERVICE FUND
The Joint Service 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 Service 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 2019
Total revenues are projected to be $18 million, which is 0.47% above budget. During the fiscal year, the allocation of
the Conservation Department was updated to reflect the true impact of the department. The allocation was shifted
towards the Water Fund as the work produced by the Conservation Department is highly skewed towards that fund.
This shift in methodology resulted in fewer allocated expenses to the General, Electric, and Stormwater funds.
Total expenditures are projected to be $18 million, which represents a decrease of 0.46% relative to budget. Salary
savings account for a majority of the projected savings.
Ending fund balance is projected to be $1,394,842 as of September 30, 2019.
FISCAL YEAR 2020
Total revenues are budgeted to be $18.1 million, which represents an increase of 0.8% relative to the FY2019
projection. The change in revenue is related to the reorganization of the Safety Program from the Control Center to
Human Resources.
Total expenditures are budgeted to be $18.4 million, an increase of $352,932 from FY2019 projections. Below are
highlights of the adopted service level enhancements in the Joint Service Fund. A full list is available following the
fund schedule.
Adopted Enhancements:
• Purchasing: Senior Buyer: The Purchasing Department is requesting funds for an additional Senior Buyer to
improve timely and quality response for City departments in accordance with the Purchasing Department’s
performance goals and City’s continued growth. Adopted Cost: $82,704.
• Customer Care: Customer Information System (CIS) Contingency: The Georgetown Government and Finance Board
recommended establishing an additional contingency beyond the existing 60-day contingency for the City’s CIS.
With the implementation of the new CIS in August 2018, many processes are normalizing, but the department is
continuing to find ways to tweak the system to meet needs. This contingency will ensure that the City could
respond to changing business requirements while maximizing value and reducing incidents, disruption, and
rework. Adopted Cost: $65,000.
• Conservation: Conservation Internship: The Conservation Department is requesting funds to partner with
Southwestern University during the spring and summer semesters to provide an internship opportunity to
students. The intern position will develop and work outreach events. Adopted Cost: $5,500.
177
FY2020 Annual Budget
• Conservation: Water Conservation Software: The current software used by the Conservation Department is not
specifically designed to track and monitor outdoor irrigation use. These funds will be used to procure a cloud
hosted software solution that can tell which meters are watering on the wrong day and send automated
communication in the event of wrong day irrigation, over watering, or general water conservation messaging.
Adopted Cost: $100,000.
• Conservation: Home Repair and Upgrade Program: These funds will be used to initiate a program that assists
disadvantaged customers with water repairs and upgrades to reduce excess consumption. Adopted Cost:
$15,000.
• Human Resources: Training and Development Employee: The Human Resources Department will rename and
reorganize its structure to meet the needs of the growing organization. The new name, employee, and
organizational development demonstrates City Management’s emphasis on culture, employee training, and
process improvement. The Human Resources Department lacks the ability to strategically develop and deliver
training at the level needed by the City organization. These needs require a staff member who can focus their
energy on managing training, career pathing, and access to job specific training. Adopted Cost: $102,315.
• Human Resources: Executive Search Contingency: This funding is for an executive search contingency that is not
currently built into the HR budget. This contingency is prudent for any hard to fill executive vacancies such as
directors. Adopted Cost: $30,000.
• Business Improvement Program (BIP): Performance Management Program (PMP) Manager: The PMP focuses on
the measurement of performance in alignment with each department’s mission and strategic goals. The PMP
works in conjunction with the BIP. When performance metrics are not meeting goals, the BIP is a way to review
systems, resources, and processes to make changes to meet goals. This position will help refine and further
develop the PMP, which has been implemented over the past two years in all functional areas. Adopted Cost:
$98,856.
• Business Improvement Program: Training for City Wide Project Managers: This funding will be utilized to train
various department personnel on project management and performance management. Adopted Cost: $19,600.
• Business Systems Services: Infor EAM Workflow Improvements: This funding will allow for design improvements
intended to increase efficiency for many levels of staff in GUS. Adopted Cost: $68,000.
Reorganization in the Joint Service Fund includes the movement of 8 positions from GUS Administration to various
funds to better align with organizational goals. The General Manager of Electric and an Administrative Assistant will
transfer to the Electric Fund. An Executive Assistant and an Administrative Assistant will transfer from the Joint
Services Fund to the General Fund. A Records Specialist and an Administrative Assistant will transfer to the Water
Fund. Additionally, two positions will be transferred within the Joint Services Fund. An Office Specialist will move
from GUS Administration to Customer Care and an Administrative Assistant will transfer to Systems Engineering. The
reorganization also includes the elimination of the Deputy General Manager from GUS Administration. The Joint
Services Fund will receive two analyst positions from Electric Resource Management. Both analyst positions will be
transferred to Finance Administration. Finally, various interfund charges for facilities, utilities, and IT will reallocate
to the using funds. The Safety Program previously budgeted in Electric will move to Human Resources.
Ending fund balance is projected to be $1,111,890 as of September 30, 2020. A $1,111,890 contingency is included
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 partially covered in the
citywide 75-day contingency.
178
FY2020 Annual Budget
FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 711,548 1,469,434 1,469,434 1,394,842 - 1,394,842
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Service Fees Water 7,248,180 7,966,284 8,494,162 8,431,185 - 8,431,185
Service Fees Electric 4,233,600 4,615,524 4,313,880 4,309,470 - 4,309,470
Services Fees General 3,345,564 3,573,156 3,384,629 3,398,432 - 3,398,432
Service Fees Stormwater 938,964 1,020,427 982,721 998,340 - 998,340
Other/Transfer In 511,678 153,656 238,412 128,000 295,059 423,059
GEDCO Contract Fee 221,328 238,622 238,622 244,771 - 244,771
GTEC Contract Fee 166,884 172,318 172,318 163,845 - 163,845
Service Fees Airport 131,784 128,966 128,966 129,102 - 129,102
Service Fees VPID 8,964 15,924 15,924 16,000 - 16,000
Grand Total 16,806,946 17,884,877 17,969,634 17,819,145 295,059 18,114,204
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
0000 - Transfer 67,800 157,000 157,000 117,171 12,000 129,171
0302 - Finance Administration 1,083,929 975,583 960,951 932,408 228,720 1,161,128
0315 - Accounting 926,630 1,067,433 1,044,212 1,128,153 - 1,128,153
0317 - Purchasing 655,682 811,459 770,628 794,884 129,105 923,989
0321 - Customer Care 4,007,806 4,701,266 4,696,447 4,927,501 119,051 5,046,552
0338 - Joint Service Contracts 819,002 598,775 960,000 610,000 - 610,000
0502 - GUS Administration 1,416,876 1,476,541 1,490,841 1,475,519 (1,475,519) -
0503 - BIP 513 150,085 127,117 214,442 115,456 329,898
0526 - Engineering 1,865,318 2,430,052 2,258,637 2,432,712 60,281 2,492,992
0534 - Conservation 644,348 766,699 704,374 774,420 120,500 894,920
0547 - Business Systems Services 939,327 1,147,160 1,131,488 1,130,892 68,000 1,198,892
0637 - Economic Development 572,904 635,768 609,899 663,668 - 663,668
0638 - Insurance & Legal 699,933 752,000 727,249 800,400 - 800,400
0639 - Human Resources 905,643 1,003,190 991,779 1,052,510 394,374 1,446,884
0640 - City Wide HR 242,797 415,500 382,500 477,500 30,000 507,500
0654 - Legal 1,044,134 1,038,782 1,031,103 1,063,008 - 1,063,008
Grand Total 15,892,642 18,127,293 18,044,225 18,595,188 (198,032) 18,397,157
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 1,625,852 1,227,018 1,394,842 618,799 493,091 1,111,890
CAFR Adjustment (156,418) - - - - -
Contingency - 1,227,018 1,227,018 618,799 493,091 1,111,890
Available Fund Balance 1,469,434 0 167,824 - - -
179
FY2020 Annual Budget
DEPARTMENT BUDGET
Accounting did not receive a notable service level enhancement as part of the FY2020 Budget. Personnel costs increased
relative to the FY2019 Budget by 3%, which includes an increase for health insurance premiums and an increase for
merit/market adjustments.
The increase in operation costs in FY2020 accounts for an increase in the building allocation. This cost was previously
budgeted in Finance Administration prior to moving to the City Center campus.
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 FTE’s: Community Services Division: 11.0 FTEs
Accounting FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 865,516 927,106 907,503 954,354 - 954,354
Operations 61,113 140,327 136,709 173,799 - 173,799
Capital - - - - - -
Total Departmental Budget 926,630 1,067,433 1,044,212 1,128,153 - 1,128,153
City of Georgetown
Accounting Staff
180
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Understand and adapt to changing regulations.
Measurable 1, 2, & 3: The GFOA established the Certificate of
Achievement for Excellence in Financial Reporting Program (CAFR
Program) in 1945 to encourage and assist state and local
governments to go beyond the minimum requirements of generally
accepted accounting principles to prepare comprehensive annual
financial reports that evidence the spirit of transparency and full
disclosure and then to recognize individual governments that
succeed in achieving that goal.
Reports submitted to the CAFR program are reviewed by selected
members of the GFOA professional staff and the GFOA Special
Review Committee (SRC), which comprises individuals with expertise in public sector financial reporting and includes
financial statement preparers, independent auditors, academics, and other finance professionals.
Maintained public trust by successfully completing
FY2018 external audit and receiving a clean opinion.
Designed and tested the new Enterprise Resource
Planning (ERP) software for all human resources and
payroll functions in the City.
Supported post-implementation stability of the new
utility customer information software system.
Improved accountability & efficiencies for employees
by implementing an updated travel policy.
Enhanced timeliness and accuracy of financial
reporting by reducing the percent of invoices past
due and reducing the number of outstanding
account receivables.
Maintain public trust by successfully completing
FY2019 external audit and receiving a clean opinion.
Continue testing the new Enterprise Resource
Planning (ERP) software for additional financial
functionality and supporting customers with change
management.
Enhance timeliness and accuracy of financial
reporting by maintaining the percent of invoices
past due and reducing the number of outstanding
account receivables.
Improve customer service satisfaction rate for
training and information provided by the
Accounting department.
Strategic Goal 1
Understand and adapt to
changing regulations.
Measurable 1: Receive clean compliance audit
Measurable 2: Receive clean financial audit
Measurable 3: Receive Government Finance Officers Association (GFOA) Award
Strategic Goal 2
Provide accurate and
timely information to
customers.
Measurable 1: Number of invoices >$1,000 past due 60 day (Target: less than 3 per month)
Measurable 2: Measure #1 as a percentage of total invoices
Measurable 3: Fiscal month closed on time
Measurable 4: Accounts receivable days outstanding (Target: 75% or less due within 60 days)
Strategic Goal 3
Ensure customers have
what they need.
Measurable 1: Customer satisfaction
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
•Recieved Clean Compliance Audit
•Recieved Clean Financial Audit
•Recieved GFOA AwardFY2016
•Recieved Clean Compliance Audit
•Recieved Clean Financial Audit
•Recieved GFOA AwardFY2017
•Recieved Clean Compliance Audit
•Recieved Clean Financial Audit
•Recieved GFOA AwardFY2018
181
FY2020 Annual Budget
DEPARTMENT BUDGET
Included in the FY2020 Budget is funding to partner with Southwestern University to provide an internship opportunity to
students. Additionally, there is $100,000 included in the Conservation Department’s budget for water conservation
software. The new software will be a cloud hosted software solution that can tell which meters are watering on the wrong
day and send automated communication in the event of wrong day irrigation, over watering, or general water conservation
messaging.
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 FTE’s: Georgetown Utilities System: 4.00 FTEs
Conservation FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 345,230 326,817 326,894 338,370 5,500 343,870
Operations 299,118 439,882 377,480 436,050 115,000 551,050
Capital - - - - - -
Total Departmental Budget 644,348 766,699 704,374 774,420 120,500 894,920
Conservation Staff promoting
#nowateringmonday at the Red
Poppy Festival
182
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM
HIGHLIGHTS
Strategic Goal 3: Use less water.
Measurable 3: The Conservation Department
continued its rebate programs as well as its
community outreach. The department added several
new programs aimed at increasing the efficiency of
irrigation. They focused the outreach efforts on
reinforcing the irrigation schedule as well as increasing
awareness of water use in general. The goal is a water
loss of less than 15% per month with a 5-year goal of
decreasing water loss to 10% per month.
Completed the Five Year Water Conservation Plan.
Rebated over $140,000 benefitting over 1,500
customers in conservation programs.
Incorporated focus group feedback into the outage
communication process.
Facilitated the design of the UMAX business support
process with IT and Business Services.
Promoted conservation programs at the Red Poppy
Festival, Texas A&M Agrilife Plant Sale, Natural
Grocers Earth Day promotion, and various GISD and
Sun City events.
Analyzed data and recommended the adoption of
new two day watering schedule for all customers.
Ensured annual compliance of state conservation
regulatory reporting.
Enhance customer experience by collaborating with
third party provider on design and incorporation of
consumption data into customer portal.
Facilitate streamlined management of rebate
programs.
Incorporate additional conservation program
offerings.
Partner with Planning Department and Habitat for
Humanity on Home Repair Program.
Partner with Southwestern University and Texas
A&M Agrilife to conduct additional conservation
studies.
Develop spring internship program for students
interested in careers in conservation.
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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
11.08%
14.44%13.88%14.59%14.44%13.79%13.75%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
Oct Nov Dec Jan Feb Mar April
FY2019 -Water Loss %
Actual Target
183
FY2020 Annual Budget
DEPARTMENT BUDGET
Included in the FY2020 Budget for Customer Care is $65,000 for additional contingency above the 60-day requirement for
the City’s Customer Information System. The increase in contingency will allow for unforeseen and out of scope changes
above and beyond the current service delivery contract. This will ensure that the City can respond to changing business
needs, reduce system disruption, and configure the system for new functionality.
Customer Care
Mission: Be a proactive and passionate team that thinks outside of the box to provide fair and
accountable solutions while managing the meter to cash process.
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 FTE’s: Georgetown Utilities System: 25.00 FTEs
Customer Care FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 1,714,469 1,820,842 1,789,084 1,871,315 52,551 1,923,866
Operations 2,293,338 2,880,424 2,907,363 3,056,186 66,500 3,122,686
Capital - - - - - -
Total Departmental Budget 4,007,806 4,701,266 4,696,447 4,927,501 119,051 5,046,552
City of Georgetown
Customer Care Staff
184
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM
HIGHLIGHTS
Strategic Goal 1: Find/ resolve issues before they affect the
customer.
Measurable 1: Accuracy is a top priority for the Customer
Care Department. In order to ensure the Customer Care
Department is providing a high level of service, they strive to
have 100% of non-adjusted accounts for utility customers.
Stabilized the new Customer Information System
(CIS).
Transitioned to new support model for enterprise
application (CIS) through IT and Business Services.
Enhanced management of customer
communications by transforming emails into Jira
tickets, allowing greater quality control and metric
reporting.
Elevated customer service levels by optimizing use of
UMAX cases to respond to and document customer
inquiries and issues.
Increased awareness of bills issued and payments
due by offering text message and email
communication to customers.
Facilitated new electric, water, and wastewater rates
into the new CIS.
Facilitate management of the ongoing stabilization
of the CIS.
Reengineer the Interactive Voice Response (IVR)
System to align with the new CIS System.
Incorporate behavior based training into
department to provide ongoing development of
customer service skills.
Transition from paper to electronic request forms in
the lobby to facilitate more effective
communication.
Transition subset of customers to City of Leander (in
their extraterritorial jurisdiction) based on
agreement from Chisholm Trail Special Utility
District (CTSUD) acquisition.
Facilitate new garbage services and rates into the
CIS.
Strategic Goal 1
Find/ resolve issues
before they affect the
customer.
Measurable 1: Percentage of non-adjusted accounts
Measurable 2: Number of adjustments
Measurable 3: Number of meter estimates
Strategic Goal 2
Take pride in your work. Measurable 1: Billing accuracy percentage
Measurable 2: Number of adjustments
Strategic Goal 3
Find/resolve issues that
are fair and innovative.
Measurable 1: “Net Promoter” score
Strategic Goal 4
Accuracy and timeliness
of billings that facilitate
timely payments.
Measurable 1: Percentage of customers that pay on time
Measurable 2: Percentage of customers disconnect for non-payment
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
99.7%99.9%99.8%99.8%99.7%99.7%99.8%
97.0%
98.0%
99.0%
100.0%
Oct Nov Dec Jan Feb Mar April
Percentage of Non-Adjusted Accounts
185
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 Budget for Economic Development is a 4.39% increase in relation to the FY2019 Budget. Increase in personnel
costs of 7.66% account for additional funding for health care premiums and merit/market adjustments.
Operations decreased in the FY2020 Budget by 2.45%, which is primarily due to one-time funding that was included 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 FTE’s: Administrative Services Division: 4.00 FTEs
Economic Development FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 415,838 430,068 435,965 463,005 - 463,005
Operations 157,065 205,700 173,934 200,663 - 200,663
Capital - - - - - -
Total Departmental Budget 572,904 635,768 609,899 663,668 - 663,668
City of Georgetown Economic
Development Team
186
FY2020 Annual Budget
PMP in Action
In FY2019, the Economic Development Department announced development projects
including Wolf Lakes Village, Westinghouse Road Business Center, Sedro Crossing, WBW
Development, and an access road to the western property of Georgetown Municipal
Airport. The department has worked earnestly to establish Healthcare and Hospitality
Alliances, a Veterans and Military Spouses Job Fair, collaborate with several existing
business to develop resources for job skills, continue to strengthen regional
partnerships, and was the second highest in the region for business retention visits in
2018. They also held the first annual Blazin’ Beer Crawl showcasing businesses around
Georgetown. Earlier this year, active projects began to level out, but they have begun
to increase over the last few months. Monthly leads also saw a decline earlier this year,
but proposals and site visits have exhibited gains. The department is continuously
striving to innovate, cultivate partnerships, and provide integral resources for business
growth and retention.
Announced multiple development projects.
Broke ground on Wolf Crossing, a 200,000+ SF retail
development with over $200M in capital investment;
and Sedro Crossing, a 170,000+ speculative
professional office development with over $10M in
capital investment.
Collaborated with the Georgetown Chamber to
progress workforce development initiatives such as
the Veteran’s Job Fair, High School Job Fair, and
Manufacturing Day.
Enhanced targeted recruitment and lead generation
through a newly implemented project management
software and lead generation subscription
Held various events and meetings to increase
communication and promotion, such as Twelve@12
roundtables, Swirl, Shop Small Saturday, and the
annual Economic Development Symposium. Created
a new craft beer event to appeal to a new audience.
Continue to support existing businesses and
industries by building stronger relationships
through retention and expansion program visits.
Create a resource for small businesses and
entrepreneurs.
Enhance targeted recruitment through lead
generation.
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, The Georgetown Swirl,
and by participating in regional partnerships.
Create an economic development newsletter for
stakeholders.
Strategic Goal 1
Support Existing Businesses and Industries.
Strategic Goal 2
Enhance targeted recruitment of identified
industries.
Strategic Goal 3
Diversify workforce development and
recruitment initiatives.
Strategic Goal 4
Encourage speculative development.
The Economic Development Department is
currently working with the City
Management to re-evaluate their goals and
targets.
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
187
FY2020 Annual Budget
DEPARTMENT BUDGET
The Engineering Department did not receive a notable service level request as part of the FY2020 Budget. Personnel costs
increased relative to the FY2019 Budget by 5.39%, which includes an increase for health insurance premiums, an increase
for merit/market adjustments, and an Administrative Assistant as part of the Citywide re-organization.
The decrease in operation costs in FY2020 is driven by one-time funding that was included in the FY2019 Budget.
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 FTE’s: Georgetown Utilities System: 20.00 FTEs
Engineering FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 1,601,910 1,972,313 1,809,528 2,019,786 58,781 2,078,567
Operations 263,408 457,739 449,109 347,406 1,500 348,906
Capital - - - 65,520 - 65,520
Total Departmental Budget 1,865,318 2,430,052 2,258,637 2,432,712 60,281 2,492,992
Construction of an elevated
water storage tank
188
FY2020 Annual Budget
The targets for 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.
Maintained compliance with stated turnaround
times on development plan review.
Continued to improve communication and project
management tracking with internal and external
customers.
Finalized update to Pavement Condition Index Study
(and five-year plan).
Completed Rivery Blvd roadway extension.
Designed, bid, and/or constructed Capital
Improvement Projects approved in the FY2019
Budget including Northwest BLVD/FM971, Berry
Creek Interceptor, Park Wastewater Treatment Plant
Lift Station, Pecan Branch Wastewater Treatment
Plant, Austin Avenue sidewalks, Old Town Northeast
Sidewalks, Street Maintenance, Rock Street Water
Quality Pond Rehabilitation, Rivery turn lanes,
SH29/HEB/Wolf Crossing intersection
improvements, EARZ Wastewater Maintenance.
Improve development and utility agreements
tracking of obligation and triggers.
Continue compliance with stated turnaround times
on development plan review.
Complete construction of Northwest Blvd Bridge
project.
Improve interconnection logisitics to accept treated
water from Round Rock and/or Leander as
agreements materialize.
Complete design and easement acquisition for
downstream Berry Creek Interceptor.
Initiate design on major water improvements
including Lake Water Treatment Plant Expansion,
South Lake Water Treatment Plant (initial phase and
intake structure), and Southside Water Treatment
Plant Rehabilitation
Design, Bid, and/or Construct Capital Improvement
Projects approved in the FY2020 Budget.
Strategic Goal 1
Ensure the health, safety,
and welfare of the
employees and the public.
Measurable 1: This measurable is currently being re-evaluated
Strategic Goal 2
Provide accurate,
complete, and timely field
inspection services to the
development community.
Measurable 1: Schedule and conduct all requested preconstruction conferences and
construction walk-through within 5 business days of the request
Measurable 2: Customer satisfaction survey conducted at the end of each development (future
metric)
Strategic Goal 3
Ensure quality inspection
oversight occurs on all
City owned infrastructure.
Measurable 1: This measurable is currently being re-evaluated
Strategic Goal 4
Timely delivery of
projects.
Measurable 1: CIP Project Status
Strategic Goal 5
Provide accurate,
consistent, and
predictable engineering
plat and plan review.
Measurable 1: Maintain expected turnaround times consistent with Planning Department
related to subdivision reviews
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
189
FY2020 Annual Budget
DEPARTMENT BUDGET
The FY2020 Budget includes $68,000 in additional funding for design improvements to the City’s asset management system.
FY2020 budgeted personnel costs are 1.7% higher than FY2019 Budget. The increase in personnel costs accounts for
increase to insurance and health care premiums, as well as merit/market adjustments.
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 FTE’s: Georgetown Utilities System: 10.00 FTEs
Business Systems Services FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 762,909 847,915 839,563 862,323 - 862,323
Operations 176,418 299,245 291,925 268,569 68,000 336,569
Capital - - - - - -
Total Departmental Budget 939,327 1,147,160 1,131,488 1,130,892 68,000 1,198,892
Georgetown Business
Systems Services Staff
190
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 2: Effectively maintain utility and citywide datasets (GIS) through
regularly scheduled review and updates.
Measurable 1: The Business Systems Department has maintained a 100% on-
time completion rate since August of FY2018. The department has a target of at
least 90% on-time completion. The OTC rate is measure as a ratio of all work
orders taken to “completed” status in the past thirty days and shows the
percentage of works order competed by the due date. Performance is tracked
at the department level and also separated by work order type.
Developed and implemented a GIS Analyst job
progression program.
Implemented real-time public utility service outage
notification mapping for electric and water utilities.
Implemented a common support ticket submittal
process for all enterprise business systems.
Expanded functional systems support for the electric
outage management, automated metering, meter
data management, & customer information systems.
Implemented system administration tools which will
allow for more proactive monitoring of the health
and efficiency of the enterprise Geographic
Information Systems.
Perform GIS system architecture assessment and
implement improvements to enhance the
performance and stability of systems.
Implement enterprise GIS platform upgrade.
Develop and deploy work order and meter asset
creation workflow enhancements in Infor EAM.
Continue to deliver timely enterprise application
(UMAX, Infor EAM, GIS, Milsoft, Honeywell,
Ucentra, etc.) end-user, system release, and
enhancements support.
Strategic Goal 1
Maintain an excellent
safety record.
Measurable 1: Average of safety attendance and supervisory office/field site visits.
Strategic Goal 2
Effectively maintain utility
and Citywide datasets.
Measurable 1: Preventive maintenance on time completion
Strategic Goal 3
Provide support on
Utility’s enterprise
business systems.
Measurable 1: Percentage of tickets successfully resolved on time (October 2018)
Strategic Goal 4
Develop and maintain a
skilled workforce.
Measurable 1: Staff training plan completion
Strategic Goal 5
Effectively maintain the
GIS servers & databases.
Measurable 1: GIS reliability (Fall 2019)
MAJOR ACCOMPLISHMENTS FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
100% On-Time
Completion Rate
191
FY2020 Annual Budget
DEPARTMENT BUDGET
The Finance Administration Department’s FY2020 Budget increased 19% relative to FY2019. The increase to the
department’s budget is a result of the Citywide reorganization. Finance Administration will receive two analyst
positions from Electric Resource Management. This reorganization will ensure that all financial reporting falls
under Finance Administration.
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 debt and
investments, and prepares financial reporting and analysis related to policy recommendations.
Division and FTE’s: Community Services Division: 6.00 FTEs
Finance Administration FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 598,302 641,935 644,620 609,075 227,520 836,595
Operations 485,627 333,648 316,331 323,333 1,200 324,533
Capital - - - - - -
Total Departmental Budget 1,083,929 975,583 960,951 932,408 228,720 1,161,128
City of Georgetown Finance
Administration Staff
192
FY2020 Annual Budget
Reviewed all budget, purchasing, accounting, and
payroll business processes to align with best
practices during implementation of new Enterprise
Resource Planning (ERP) software.
Improved consistency and reporting by updating the
City’s chart of accounts.
Executed multiple change management initiatives to
ensure citywide preparation for new software
implementation for time entry and payroll.
Preserved the public trust and the City’s low interest
rates by maintaining excellent bond ratings for the
2019 debt sale.
Improved transparency and access of budget
information and received the GFOA Budget
Presentation Award for the 30th consecutive year.
Supported successful renegotiation of meet and
confer agreements with Police and Fire associations.
Successfully completed 61% of innovation projects
related to improving forecasting, historical trends,
allocation models, and financial reports.
Preserve the public trust and the City’s low interest
rates by maintaining excellent bond ratings for the
2020 debt sale.
Complete and publish a citywide comprehensive fee
schedule and implement a rotating schedule of fee
review.
Continue improving business processes for
customers and compliance by implementing
financial and budget phases of new software.
Assist a third party to rebid depository banking
contract.
Maintain accuracy of year-end actuals compared to
year-end projections for revenue and expenses in
the major funds.
Maintain above-target completion rate of
innovation projects related to improving
forecasting, historical trends, allocation models and
financial reports.
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: Maintain the City’s General Obligation (AA+) and Revenue Bond Ratings (AA).
Measurable 4: Be within year-end projections of major revenue sources across the City.
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: 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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
193
FY2020 Annual Budget
FY2019
AA+ General
Obligation Bond Rating in FY2019
AA-Revenue Bond
Rating in FY2019
Historical
Performance-
Revenue Bond
Rating
AA Revenue Bond
Rating from FY2015
-FY2018.
Historical Performance-
General Obligation Bond Rating
AA+ General Obligation Bond Rating from FY2015-FY2018
PERFORMANANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Set the pace and
expectation for financial strategies.
Measurable 1: It is a priority of the
Finance Administration Department
to ensure that operations and
maintenance expenditures are
within +/- 3% of the adopted budget.
In FY2018, expenditures were within
+/- 3% of budget for each major
fund. In FY2018, the City’s largest
three funds, general, electric, and
water, finished within the target. At
the time of this book’s publishing the
FY2019 audit has not been
completed. However, initial data
show that all three funds will finish
within budget target.
Measurable 2: The department aims
to be within +/- 3% variance for
projections to actual expenditures.
FY2018 General Fund, Electric Fund,
and Water Fund expenditures were
within the +/- 3% target for both
actual expenditures to adopted
budget and projections to actual
expenditures.
Measurable 3: The Finance Department aims to maintain its General Obligation (AA+) and Revenue Bond (AA) ratings.
-1.03%
-0.11%
0.95%
-4.00%
-3.00%
-2.00%
-1.00%
0.00%
1.00%
2.00%
3.00%
4.00%
General Fund Electric Fund Water Fund
FY2018 Expenditures to Budget
Variance Upper Bound Lower Bound
0.23%
-1.24%
-0.44%
-4.00%
-3.00%
-2.00%
-1.00%
0.00%
1.00%
2.00%
3.00%
4.00%
General Fund Electric Fund Water Fund
FY2018 Projections to Expenditures
Variance Upper Bound Lower Bound
194
FY2020 Annual Budget
Measurable 4: The Finance Department aims for their projections to be within +/- 1.5% of actual revenue for sales tax and
within +/- 3% of actual revenue for all other major sources of revenue. The department was within +/- 3% for all major
sources of revenue except Water Utility Revenue.
The Sales Tax Forecasting Model is one of them most complex models Finance Administration utilizes. The model 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. It is the goal of the department to be within +/- 1.5%.
Strategic Goal 2: Build and maintain trusting
relationships.
Measurable 1: The Finance Administration
Department works closely with many departments
throughout the City. With the implementation of the
Performance Management Program, the Satisfaction
Survey was completed for the first time in April of
FY2019. This survey will serve as a baseline for the
department and be used comparatively upon the
implementation of programs. The department has a
target of 75% satisfaction for the six segments of the
survey. With the implementation of the Workday
software, the department hopes Quality of Reports
and Quality of Analysis will surpass the 75% target.
-0.20%
2.53%2.10%
-0.36%
-1.48%
0.02%
1.19%
3.60%
-1.56%
-4%
-3%
-2%
-1%
0%
1%
2%
3%
4%
Property Tax
Parks and
Rec Fees
Return on
Investment
Electric
Revenue
Fuel and
Terminal
Sales HOT Tax
Stormwater
Fees
Water Utility
Revenue
EMS
Transport
Revenue
FY2018 Revenue Projections to Actuals
Variance Upper Bound Lower Bound
FY2019 Mid-Year Satisfaction Survey
Quality of Training 76%
Quality of Reports 70%
Quality of
Analysis 68%
Understanding of Budget Process 88%
Service from Finance
Administration 88%
Service from Budget Staff 97%
195
FY2020 Annual Budget
DEPARTMENT BUDGET
The Human Resources Department will rename and reorganize its structure to meet the needs of the growing organization.
Included in the FY2020 Budget is funding for a training and development position. The new position will focus on managing
training, career pathing, and provide access to job specific training. Additionally, in order to better serve the City, the Safety
Program previously budgeted in the Electric Utility and BIP will move under the new division, Human Resources and
Organizational Development.
HR & Org Development, & BIP
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 FTE’s: Administrative Services Division: 15.00 FTEs
Human Resources FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 771,107 978,135 971,644 1,153,663 469,105 1,622,768
Operations 1,077,779 1,342,639 1,257,001 1,391,189 70,725 1,461,914
Capital ‐ ‐ ‐ ‐ ‐ ‐
Total Departmental Budget 1,848,886 2,320,774 2,228,645 2,544,852 539,830 3,084,682
City of Georgetown HR staff
196
FY2020 Annual Budget
Designed, tested, implemented, and trained
employees on Workday Human Resources and
Payroll modules.
Deployed custom 360 degree development tool and
action plan process for all supervisors.
Enhanced employer branding and marketing to job
candidates through video, updated homepage, and
utilization of social media.
Enhanced and launched second year of Engaged
Leader Series training program.
Implemented and trained City employees on new
wellness software.
Updated policies directly impacted by Workday
implementation.
Complete post‐implementation Workday activities
including performance deployment to maximize
functionality and utility.
Improve the hiring process while reducing average
time to fill open positions.
Complete comprehensive personnel policy update
Enhance employer branding and marketing to job
candidates.
Deploy new content for Supervisor Series training
program.
Evaluate wellness incentive program alternatives.
Support and assist with Workday project phases II
and III.
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: Employee Turnover
Measurable 2: Employee Engagement Survey (comp & benefits)
Measurable 3: Wellness Program Participation
Measurable 4: 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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
197
FY2020 Annual Budget
DEPARTMENT BUDGET
The Purchasing Department received funding for an additional Senior Buyer position. The Senior Buyer will aid in improving
timely and quality responses for City departments in accordance with the Purchasing Department’s performance goals and
the City’s continued growth. The cost to the department in FY2020 is $82,704.
Purchasing
Mission: Provide 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 FTE’s: Community Services Division: 9.00 FTEs
Purchasing FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 573,963 644,096 602,492 620,312 128,105 748,417
Operations 81,719 167,363 168,136 174,572 1,000 175,572
Capital - - - - - -
Total Departmental Budget 655,682 811,459 770,628 197,884 129,105 923,989
Warehouse Inventory
198
FY2020 Annual Budget
PERFORMANCE MANAGEMENT PROGRAM HIGHLIGHTS
Strategic Goal 1: Meet the needs of our
customers in a timely manner so they can
serve the community.
Measurable 1, 2, & 3: The Purchasing
Department exceeded half of their targets
on the FY2019 Mid-Year Customer
Satisfaction Survey. They are working to
improve their satisfaction ratings for
responsiveness and knowledge and hope
the implementation of the Workday
software and additional Senior Buyer
position will positively impact these scores.
Met the needs of customers in a timely manner to
ensure they could best serve the community.
Held quarterly meetings between Buyers and
Departments to improve planning and strategies for
purchases.
Improved efficiency and convenience for customers by
implementing electronic bidding procedures to allow
bids to be submitted electronically.
Worked with the Utilities-Electric department to bid for
a just-in-time contractor to aid in efficiency and
accuracy of Electric inventory.
Completed the design phase of Procument for the
Workday system.
Continue developing the purchasing manual,
internal procedures, purchase policies and provisions
for improved internal efficiency in servicing City
departments with their purchase needs.
Continue to provide support for the Workday
system implementation for the procurement,
supplier, and procurement card modules.
Update inventory processes to align with Workday
functionality to bring consistency and efficiency in
inventory management.
Further develop community relationships with local
vendors and firms who want to do business with the
City by hosting the forth annual vendor forum.
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
Measurable 2: Customer satisfaction with responsiveness of Buying Team/Warehouse Team
Measurable 3: Overall customer satisfaction with quality of services from Buying
Team/Warehouse Team
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 FY2019
PERFORMANCE MANAGEMENT PROGRAM
MAJOR GOALS FY2020
•Buyers Quality of Service recieved 76%
satisfaction
•Warehouse Quality of Service recieved 89% satisfaction
Customer Satisfaction
with Quality of Service
Target 75%
•Buyers Knowledge received 75%
satisfaction
•Warehouse knowledge received 85%
satisfaction
Customer Satisfaction
with Knowledge
Target 80%
•Buyer Responsiveness received 76%
satisfaction
•Warehouse Responsiveness received 75%
satisfaction
Customer Satisfaction with Responsiveness
Target 85%
199
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
FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel ‐ ‐ ‐ ‐ ‐ ‐
Operations 819,002 598,775 960,000 610,000 ‐ 610,000
Capital ‐ ‐ ‐ ‐ ‐ ‐
Total Departmental Budget 819,002 598,775 960,000 610,000 ‐ 610,000
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
FY2018
Actual
FY2019
Budget
FY2019
Projected
FY2020
Base
FY2020
Changes
FY2020
Budget
Personnel 638,320 698,788 714,704 740,076 ‐ 740,076
Operations 405,815 339,994 316,399 322,932 ‐ 322,932
Capital ‐ ‐ ‐ ‐ ‐ ‐
Total Departmental Budget 1,044,134 1,038,782 1,031,103 1,063,008 ‐ 1,063,008
200
CAPITAL PROJECTS
Southwest Bypass Construction
201
202
FY2020 Annual Budget
CAPITAL IMPROVEMENT PLAN 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. The timeline for the CIP planning
process is outlined below:
CIP PRIORITIZATION
Needed capital improvements are identified through system models, repair and maintenance records, and growth. The City’s CIP
Prioritization process includes factors such as debt capacity, utility rates and compliance, master plans, interlocal agreements and
partnerships, and developer contributions.
FISCAL YEAR 2020
Budget expenses for FY2020 CIP totals $69,265,200.
General Capital Projects (GCP) totals $18,575,200 and includes funds for new public safety vehicles, regional trail development,
and police body cameras. Water Services CIP totals $35.6 million. Water related improvements total $18.6 million and include
Water Treatment Plant rehabilitation. Wastewater related improvements total $17 million and include the Berry Creek
Interceptor, as well as Wastewater Treatment Plant rehabilitation. Electric Services CIP totals $4.01 million and includes system
improvements to help address growth in the City. The sales tax Street Maintenance projects total $9.05 million and include SH29
signal and roadway improvements and Memorial Drive.
5 YEAR CIP SUMMARY
January
•Departmental meetings to
prioritize CIP projects
February
•Division meetings to coordinate projects
March
•Develop funding strategy
April-May
•Present CIP to Boards and City
Council
September
•Council adopts CIP with Annual
Budget
203
FY2020 Annual Budget
FUNDING SOURCES USED TO FINANCE CIP
General Obligation (GO) Bonds: 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.
Conditions for issuance of general obligation debt include:
1. When the project will have a significant impact on the tax rate;
2. When the project may be controversial even though it is routine in nature; or
3. When the project falls outside the normal bounds of projects the City has typically done.
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 requirement of the necessary improvement.
Certificate of Obligation (CO) Bonds: Certificates of obligation may be used to fund capital requirements that are not otherwise
funded by general obligation or revenue bonds. Typically, the City may issue CO’s when the following conditions are met:
1. When the proposed debt will have minimal impact on future effective property tax rates;
2. 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
3. When the average life of the obligation does not exceed the useful life of the asset(s) to be funded by the issue.
Cash: In some instances, it is beneficial to use the pay-as-go method, or cash, to fund capital projects. Many factors are weighed
in the decision to use cash such as financial health of the fund and the timing of the project.
204
FY2020 Annual Budget
5 YEAR SUMMARY BY PROJECT
205
FY2020 Annual Budget
206
FY2020 Annual Budget
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.
Fleet: In FY2020, the Fleet Department will be adding several Public Safety Vehicles. These vehicles will have an estimated
maintenance cost of $7,500 per year for the next five years.
Airport: Airport CIP includes a Maintenance and Equipment Storage Facility. This project has an anticipated annual operations and
maintenance cost of $7,500 per year.
Facilities: Facilities plans to do $800,000 of CIP in FY2020. Starting in FY2021, the Fuel Station will require an estimated $10,000
of maintenance per year.
Parks: The City anticipates an annual O&M impact of $4,500 per year for the next five years for the maintenance of new trails and
San Gabriel Park.
Wastewater: In FY2020, Wastewater CIP will require additional O&M for San Gabriel Waste Water Treatment Plant rehabilitation.
The O&M impact of this project is $35,000. Other CIP includes the construction of the Berry Creek and San Gabriel Interceptors.
In total, Wastewater anticipates an O&M impact of $895,000 over the next five years.
Water: The rehabilitation of the Lake Water Treatment Plant’s raw water intake has a budget of $8,000,000 in FY2020. Staff
anticipates an annual O&M impact of $45,000 per year for this project.
Stormwater: Stormwater plans to do $1,150,000 of CIP projects in FY2020. Staff anticipates ongoing O&M impact of curb and
gutter maintenance, infrastructure improvements, and flood mitigation projects to cost $83,000 over the next five years.
Department O&M Type FY2020 FY2021 FY2022 FY2023 FY2024
Parks Annual Operations 4,500 4,500 4,500 4,500 4,500
Facilities Annual Maintenance - 10,000 10,000 10,000 10,000
Fleet Annual Vehicle Maintenance 7,500 7,500 7,500 7,500 7,500
Water Annual Operations 200,000 225,000 225,000 225,000 225,000
Wastewater Annual Operations 175,000 180,000 180,000 180,000 180,000
Airport Annual Operations 7,500 7,500 7,500 7,500 7,500
Stormwater Annual Operations 15,000 17,000 17,000 17,000 17,000
207
FY2020 Annual Budget
GENERAL CAPITAL PROJECTS OVERVIEW
DESCRIPTION: General Capital Projects includes expenses for general government capital projects and equipment including Parks,
Public Safety, Facilities, Fleet, and Streets. Most 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 to year swings in expenses are related to
the timing of projects that may take multiple fiscal years to complete.
GENERAL CAPITAL PROJECTS FUND SCHEDULE:
PROJECTS WITH FUNDING IN FY2020:
• Leander Road (Norwood to South West Bypass)
• Austin Avenue Bridges
• Northwest Blvd Bridge
• Westinghouse & Scenic Lake Traffic Signal
• Intersection Improvements
• Southwestern Blvd
• Public Safety Vehicles - Fire
• New Public Safety Vehicles - Police
• Public Safety Vehicles - Police
• Body Cameras
• SCBA Replacement
• Downtown Sidewalks
• Cardiac Monitors
• Radio Replacement
• Regional Trail Development
• San Gabriel Park
• Neighborhood Park Development
• Parks Master Plan
• ADA Transition Plan
• Tennis Center Pool Demolition
• Fuel Station
• GMC Remodel
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 17,267,899 29,208,307 29,208,307 6,854,520 - 6,854,520
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Bond Proceeds 36,242,525 26,243,000 26,584,314 18,575,200 18,575,200
Transfer 1,807,914 623,222 623,222 1,250,000 1,250,000
Interest 558,261 327,500 1,026,148 640,000 640,000
Other Revenue 1,200,618 2,628,800 2,876,662 110,000 110,000
Grand Total 39,809,318 29,822,522 31,110,346 20,575,200 20,575,200
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Transportation CIP 6,233,151 26,356,965 26,412,224 10,600,000 10,600,000
Downtown and Facilities CIP 13,031,966 6,561,241 2,791,910 5,350,000 5,350,000
Transfer 2,129,839 1,768,000 1,768,000 3,186,200 3,186,200
Parks CIP 4,339,537 2,475,006 2,475,006 2,545,000 2,545,000
Public Safety CIP 2,162,853 13,297,957 13,297,957 1,315,000 1,315,000
ERP Project 33,616 5,366,384 5,366,384 850,000 850,000
Other 642,525 404,000 341,315 689,504 689,504
Transfer Station 1,011,337 1,011,337 -
Grand Total 28,573,487 57,240,890 53,464,133 24,535,704 24,535,704
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020 Base
Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 28,503,730 1,789,939 6,854,520 2,894,016 - 2,894,016
CAFR Adjustment 704,577 - - - - -
Reserve for TIA - 1,789,483 1,789,483 2,100,000 - 2,100,000
Available Fund Balance 29,208,307 456 5,065,037 794,016 - 794,016
208
FY2020 Annual Budget
FUNDING SOURCES: In FY2020, general government capital projects are funded by Certificate of Obligation Bonds and
General Obligation Bonds.
FY2020 COST TYPES: Cost types include Capital Equipment, Construction, Consulting, Design, Land Acquisition, Maintenance,
and ROW. Cost types vary per project depending on the phase of the project to be completed in FY2020. A 5 year breakdown of
cost types per project is included later in this section.
209
FY2020 Annual Budget
210
THIS PAGE INTENTIONALLY LEFT BLANK.
211
FY2020 Annual Budget
GENERAL CAPITAL PROJECTS DETAIL
Project: Leander Road (Norwood to Southwest Bypass)
Project Description: This funding will be used to design and construct the expansion of Leander Road (RM 2243) in State
ROW to four lane divided facility from the new Southwest Bypass Intersection to River Ridge Drive.
FY2020 Cost: $3,200,000 Funding Source: GO Bond Project Category: Streets
Project: Austin Avenue Bridges
Project Description: This funding will be used for the design and construction/rehabilitation of the Austin Avenue Bridges, including construction of a separate pedestrian bridge nearby.
FY2020 Cost: $1,000,000 Funding Source: CO Bond Project Category: Streets
212
FY2020 Annual Budget
Project: Sidewalks
Project Description: 2015 Road Bond Program continuation of Priority 1 sidewalks. Estimated FY20-23 Downtown
improvements. Estimated FY24+ SH29/Univeristy improvements.
FY2020 Cost: $1,000,000 Funding Source: GO Bond Project Category: Streets
Project: Northwest Boulevard Bridge
Project Description: This additional funding will be used to cover bid prices and ROW acquisition costs associated with
the NW Blvd Bridge over IH35.
FY2020 Cost: $750,000 Funding Source: GO Bond Project Category: Streets
213
FY2020 Annual Budget
Project: Intersection Improvements
Project Description: FY20 Funds are intented to match City's contribution to Williams Drive & Lakeway/Bootys CAMPO funds. Primarily turn lanes and ancillary intersection improvements. Additional intersections to be identified in future years.
FY2020 Cost: $1,400,000 Funding Source: GO Bond Project Category: Streets
Project: Westinghouse and Scenic Lake Traffic Signal
Project Description: Traffic Signal and Intersection Improvements to accommodate vehicle and pedestrian movements. Currently meets two warrants (#2 four hour volume & #3 peak hour volume). Also provides access to/from Carver Elementary in Teravista subdivision.
FY2020 Cost: $520,000 Funding Source: GO Bond Project Category: Streets
214
FY2020 Annual Budget
Project: Public Safety Vehicles -Fire
Project Description: This funding will be used for the annual replacement of Fire Department vehicles in accordance with the Fleet Replacement Schedule.
FY2020 Cost: $2,200,000 Funding Source: CO Bond Project Category: Fleet
Project: Southwestern Boulevard
Project Description: This funding will be used for the expansion of Southwestern Boulevard from 2 lanes to 4 lanes from
University Park to the Inner Loop.
FY2020 Cost: $2,650,000 Funding Source: GO Bond Project Category: Streets
215
FY2020 Annual Budget
Project: Public Safety Vehicles -Police (new)
Project Description: This funding will be used for the purchase of four new Police vehicles for approved positions in the
FY2020 budget.
FY2020 Cost: $246,000 Funding Source: CO Bond Project Category: Fleet
Project: Public Safety Vehicles -Police (replacement)
Project Description: This funding will be used for the annual replacement of Police Department vehicles in accordance with the Fleet Replacement Schedule.
FY2020 Cost: $740,200 Funding Source: CO Bond Project Category: Fleet
216
FY2020 Annual Budget
Project: SCBA Replacement
Project Description: The funding will be used to replace the City's SCBA equipment which is beyond its useful life.
FY2020 Cost: $290,000 Funding Source: CO Bond Project Category: Public Safety
Project: Body Cameras
Project Description: This funding will be used for the purchase of new body cameras for the police department. The new
body cameras will replace current equipment that is outdated and no longer supported by the vendor.
FY2020 Cost: $800,000 Funding Source: CO Bond Project Category: Public Safety
217
FY2020 Annual Budget
Project: Cardiac Monitors
Project Description: This funding will be used for the replacement of 9-12 cardiac monitors in FY2020.
FY2020 Cost: $225,000 Funding Source: CO Bond Project Category: Public Safety
Project: Radio Replacement
Project Description: Funding will be used to replace existing radios for parks, public safety, and fleet. This is year four of five of radio replacement with only the electric utility remaining in FY2021.
FY2020 Cost: $129,000 Funding Source: CO Bond Project Category: Public Safety
218
FY2020 Annual Budget
Project: Regional Trail Development
Project Description: This funding will be used to link the current city trail system on the South San Gabriel River to the newlyconstructed trail behind the Wolf Ranch Shopping Center.
FY2020 Cost: $1,275,000 Funding Source: GO Bond Project Category: Parks
Project: San Gabriel Park
Project Description: Funding for renovations to San Gabriel Park were approved in the 2008 Parks Bond. In FY2020,
funding will be used for the design of Phase 3 including a festival/entertainment area and improvements near the
Community Center.
FY2020 Cost: $600,000 Funding Source: GO Bond Project Category: Parks
219
FY2020 Annual Budget
Project: Neighborhood Park Development
Project Description: This funding will be used to provide support facilites for the Community Garden including restrooms and improved parking.
FY2020 Cost: $250,000 Funding Source: CO Bond Project Category: Parks
Project: Parks Master Plan
Project Description: The City has experienced large growth since the last Parks Master Plan was adopted in 2009. This
updated Master Plan will help plan for funding needs and a future parks bond.
FY2020 Cost: $200,000 Funding Source: CO Bond Project Category: Parks
220
FY2020 Annual Budget
Project: Tennis Center Pool Demolition
Project Description: The 2013 Aquatics Master Plan identified the Tennis Center Pool as a site of potential closure due
its poor condition and close proximity to other pools. This funding will be used close the Tennis Center Pool.
FY2020 Cost: $70,000 Funding Source: CO Bond Project Category: Parks
Project: ADA Transition Plan
Project Description: This funding will be used to complete year four of the City's ADA Transition Plan including accessibility repairs to the San Gabriel River Trail system and improvements to Rivery Park and the Bark Park.
FY2020 Cost: $150,000 Funding Source: CO Bond Project Category: Parks
221
FY2020 Annual Budget
Project: Fuel Station
Project Description: This funding will be used for construction improvements to include site work and paving, foundations and concrete, waterline for enhanced fire protection, and entrance road pavement.
FY2020 Cost: $550,000 Funding Source: CO Bond Project Category: Facilities
Project: GMC Remodel
Project Description: Design and construction costs to outfit and make the lobby area secure at the GMC.
FY2020 Cost: $250,000 Funding Source: CO Bond Project Category: Facilities
222
THIS PAGE INTENTIONALLY LEFT BLANK.
223
FY2020 Annual Budget
ENTERPRISE FUNDS OVERVIEW
DESCRIPTION: Capital Improvement in the Enterprise Funds include Water, Wastewater, Stormwater, Electric, and Airport
projects. Most projects are funded by revenue bonds, with the exception of Stormwater projects which are funded by cash.
Large year to year swings in expenses are related to the timing of projects that may take multiple fiscal years to complete.
ELECTRIC PROJECTS WITH FUNDING IN FY2020:
• Consultant Engineering
• Feeders
• Fiber Optic
• New Development
• Power Quality Improvements
• Sectionalization Improvements
WATER/WASTEWATER PROJECTS WITH FUNDING IN FY2020:
• Berry Creek Interceptor
• Edwards Aquifer Recharge Zone (EARZ)
• Gatlin Creek/Teravista Improvements
• Lift Station Upgrades
• San Gabriel Interceptor
• San Gabriel Wastewater Treatment Plant Rehabilitation
• Lake Water Treatment Plant Raw Water Intake Rehabilitation
• Stonewall Ranch PS Improvement
• Southside Water Treatment Plant Rehab
• South West Bypass Water (H24-1)
FUNDING SOURCES: Enterprise Capital Improvement Projects are funded by revenue bonds and cash for FY2020.
• Round Rock Supply Pump Station and
Ground Storage Tank
• Tank Rehabilitation
• Carriage Oaks Transmission
• Hoover Pump Station
• Miscellaneous Line Upgrades
• Round Rock Supply Line
• CR 262 Water Line
STORMWATER PROJECTS WITH FUNDING IN FY2020:
• Drainage Improvements/Flood Mitigation
• Curb and Gutter
• Stormwater Infrastructure
AIRPORT PROJECTIONS WITH FUNDING IN FY2020:
• Wildlife Management
• Hangar Maintenance and Upgrades
• Street Maintenance – Secondary Streets
• Pavement Maintenance
224
FY2020 Annual Budget
FY2020 COST TYPES: Cost types include Capital Equipment, Construction, Consulting, Design, Land Acquisition, Maintenance,
and ROW Cost types vary per project depending on the phase of the project to be completed in FY2020. A 5 year breakdown of
cost types per project is included later in this section.
225
FY2020 Annual Budget
ENTERPRISE PROJECTS DETAIL
Project: Consultant Engineer
Project Description: This funding will be used for a consultant enginner. This posistion's work includes CIP preparation,
joint use studies, strategic planning, and non-specific planning studies as required.
FY2020 Cost: $150,000 Funding Source: Revenue Bond Project Category: Electric
Project: Feeders
Project Description: The substation at Sun City is becoming heavily loaded and needs redundancy. This interconnect will provide redundancy to most of Georgetown Village and Sun City between the Glasscock, Gabriel, and Rivery substations.
FY2020 Cost: $160,000 Funding Source: Revenue Bond Project Category: Electric
226
FY2020 Annual Budget
Project: Fiber Optic
Project Description: Long-term plan to extend fiber optic communications to City facilities.
FY2020 Cost: $50,000 Funding Source: Revenue Bond Project Category: Electric
Project: New Development
Project Description: New development projects.
FY2020 Cost: $3,500,000 Funding Source: Revenue Bond Project Category: Electric
227
FY2020 Annual Budget
Project: Power Quality Improvements
Project Description: Capacitor installations and modifications as determined by system loading issues.
FY2020 Cost: $50,000 Funding Source: Revenue Bond Project Category: Electric
Project: Sectionalization Improvements
Project Description: This funding will be used for sectionalization of equipment including manual and automatic system
switching.
FY2020 Cost: $100,000 Funding Source: Revenue Bond Project Category: Electric
228
FY2020 Annual Budget
Project: Berry Creek Interceptor
Project Description: Additional appropriation for Berry Creek Interceptor from Airport Road to Pecan Branch Wastewater Treatment Plant.
FY2020 Cost: $10,000,000 Funding Source: Cash Project Category: Wastewater
Project: EARZ
Project Description: Repair of system flaws discovered as a result of EARZ mandated testing. Ongoing TCEQ
requirement.
FY2020 Cost: $1,500,000 Funding Source: Cash Project Category:Wastewater
229
FY2020 Annual Budget
Project: Gatlin Creek / Teravista Imrovements
Project Description: Contractual reimbursement for developer constructed infrastructure -a gravity wastewater line to take the Teravista lift station offline and decommission. This rerouting and decommissioning will help prolong the useful life of the Smith Branch lift station.
FY2020 Cost: $450,000 Funding Source: Cash Project Category: Wastewater
Project: Lift Station Upgrades
Project Description: Lift Station upgrades consisting of decommissioning, electrical upgrade, backup power, structure rehab to fulfill the requirements of the Sanitary Sewer Overflow Initiative with the Texas Commission on Environmental
Quality.
FY2020 Cost: $550,000 Funding Source: Cash Project Category: Wastewater
230
FY2020 Annual Budget
Project: San Gabriel Interceptor
Project Description: 5567 LF of 48-inch and 932 LF 54-inch gravity lines. This project will also include the San Gabriel LS & FM (SGI-LS) -5682 LF of 24-inch Force main and 8.5 MGD Lift Station.
FY2020 Cost: $2,000,000 Funding Source: Cash Project Category: Wastewater
Project: San Gabriel WWTP Rehabilitation
Project Description: Rehabilitation of aeration system along with permanent raw feed system.
FY2020 Cost: $2,500,000 Funding Source: Cash Project Category: Wastewater
231
FY2020 Annual Budget
Project: LWTP Raw Water Intake Rehabilitation
Project Description: Intake modifications have shown the ability of the Lake WTP to take in up to 8MGD additional water. Proposed funding for treatment plant expansion -filtration and pumps.
FY2020 Cost: $8,000,000 Funding Source: Revenue Bond Project Category: Water
Project: Stonewall Ranch PS Improvements
Project Description: Rehabilitation of filtration system that has outlived it's useful life. Replacement parts are also no
longer available.
FY2020 Cost: $2,500,000 Funding Source: Revenue Bond Project Category: Water
232
FY2020 Annual Budget
Project: Southside Water Treatment Plant Rehabilitation
Project Description: Large diameter transmision line to transport water from the future South Lake Water Treatment Plant west -Braun area.
FY2020 Cost: $2,250,000 Funding Source: Revenue Bond Project Category: Water
Project: South West Bypass Water
Project Description: Large diameter transmision line to transport water from the future South Lake Water Treatment
Plant west -Braun area.
FY2020 Cost: $1,800,000 Funding Source: Revenue Bond Project Category: Water
233
FY2020 Annual Budget
Project: Tank Rehabilitation
Project Description: Rehabilitation of filtration system that has outlived it's useful life. Replacement parts are also no
longer available.
FY2020 Cost: $750,000 Funding Source: Revenue Bond Project Category: Water
Project: Round Rock Supply Pump Station and Ground Storage Tank
Project Description: Ground storage tank to support treated water and associated pump station from Round Rock west.
FY2020 Cost: $1,000,000 Funding Source: Revenue Bond Project Category: Water
234
FY2020 Annual Budget
Project: Hoover Pump Station
Project Description: Metal standpipe to support existing customers and growth, reduce reliance on existing hydro-tank, meet TCEQ EST requirements once over 200 connections..
FY2020 Cost: $750,000 Funding Source: Revenue Bond Project Category: Water
Project: Carriage Oaks Transmission
Project Description: 5850 LF of 12" & 3250 LF of 16" line improving connection from Stonewall PS to Carriage Oaks EST.
FY2020 Cost: $50,000 Funding Source: Revenue Bond Project Category: Water
235
FY2020 Annual Budget
Project: Round Rock Supply Line
Project Description: Transmission/distribution line to provide treated water from Round Rock.
FY2020 Cost: $300,000 Funding Source: Revenue Bond Project Category: Water
Project: Miscellaneous Line Upgrades
Project Description: This budget will be for miscellaneous waterline extensions in the Western District to provide
regulatory TCEQ compliance .
FY2020 Cost: $250,000 Funding Source: Revenue Bond Project Category: Water
236
FY2020 Annual Budget
Project: Drainage Improvement / Flood Mitigation Projects
Project Description: Various drainage improvments and flood mitigation projects. Initial focus will be on multiple low
water crossings around town -mitigation, warning measures to protect drivers and reduce operational demands.
FY2020 Cost: $300,000 Funding Source: Revenue Bond Project Category: Stormwater
Project: CR 262 Waterline
Project Description: Waterline improvements needed to sustain fire flow.
FY2020 Cost: $500,000 Funding Source: Revenue Bond Project Category: Water
237
FY2020 Annual Budget
Project: Curb and Gutter
Project Description: 2020 and beyond curbs
FY2020 Cost: $650,000 Funding Source: Revenue Bond Project Category: Stormwater
Project: Stormwater Infrastructure
Project Description: Rehabilitation of ponds above and beyond monthly mowing and trash or debris removal. Examples
may include dredging of ditches, stormwater boxes, or water quality/detention ponds; construction of end treatments.
FY2020 Cost: $200,000 Funding Source: Revenue Bond Project Category: Stormwater
238
FY2020 Annual Budget
Project: Wildlife Management
Project Description: This funding will be use to implement recommendations from the Airport Wildlife Hazard Assessment. Recommendations include clearing vegetation along fence lines, clearing underbrush under tree canopies, and removing dead stand trees.
FY2020 Cost: $45,000 Funding Source: Revenue Bond Project Category: Airport
Project: Hangar Maintenance and Upgrades
Project Description: This funding will be used for upgrades and modifications on city owned hangars. Planned projects
include replacement of corroded siding, replacement of deteriorated skylights, painting the exterior of multiple hangars,
and upgrades to door drive mechanisms.
FY2020 Cost: $40,000 Funding Source: Revenue Bond Project Category: Airport
239
FY2020 Annual Budget
Project: Street Maintenance -Secondary Streets
Project Description: Street maintenance with Double Coarse Surface Treatment on airport internal secondary streets. Work will be completed by Public Works Division.
FY2020 Cost: $35,000 Funding Source: Revenue Bond Project Category: Airport
Project: Pavement Maintenance
Project Description: This funding will be used for asphalt pavement maintenance at various locations to include taxilanes
to hangars, parking lots, and airplane parking ramps.
FY2020 Cost: $10,000 Funding Source: Revenue Bond Project Category: Airport
240
FY2020 Annual Budget
Project: Airport Maintenance Storage Facility
Project Description: This funding will be used for the construction of a suitable facility for Airport maintenance equipment, personnel, and materials storage. Equipment storage includes a tractor, maintenace shop with tools and all vehicles and equipment necessary to maintain airport infrastructure and operations.
FY2020 Cost: $750,000 Funding Source: Revenue Bond Project Category: Airport
241
FY2020 Annual Budget
GTEC OVERVIEW
DESCRIPTION: The Georgetown Transportation Enhancement Corporation uses sales tax receipts to support transportation
projects related to economic development.
PROJECTS WITH FUNDING IN FY2020:
• Memorial Drive
• SH29 Signal and Roadway Improvements
• Arterial Southeast Inner Loop to SH130
FUNDING SOURCES: In FY2020, GTEC projects are funded by a combination of cash and CO bonds.
FY2020 COST TYPES: Cost types include Capital Equipment, Construction, Consulting, Design, Land Acquisition, Maintenance,
and ROW. Cost types vary per project depending on the phase of the project to be completed in FY2020. A 5 year breakdown of
cost types per project is included later in this section.
242
FY2020 Annual Budget
GTEC PROJECTS DETAIL
Project: Memorial Drive
Project Description: Widening to 4 lanes to accommodate continued growth in the area. ROW estimated at
approximately $10/SF.
FY2020 Cost: $3,200,000 Funding Source: Cash Project Category: Streets
Project: SH29 Signal and Roadway Improvements
Project Description: Additional funds to cover construction cost estimate for ROW, signal relocation, turn lanes, and median on SH29 (IH35 to Scenic) to promote better traffic flow.
FY2020 Cost: $1,150,000 Funding Source: Cash Project Category: Streets
243
FY2020 Annual Budget
Project: Arterial Southeast Inner Loop to SH130
Project Description: Project funding totals $2.2 million for for the construction of this project, however, $2.5 million of previoulsly
issued CO's were rolled forward as a part of the FY2020 budget process. The City will be issuing $4.7 million of CO's in FY2020 to
complete this project.
FY2020 Cost: $4,700,000 Funding Source: CO Project Category: Streets
244
DEBT
Garey Park Groundbreaking
245
246
FY2020 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+ 5/5/2019 AA- 5/12/2019
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) 0.224528
Percentage of allowable levy used 14.9%
247
FY2020 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 10/1/2019
Debt
Outstanding %
FY2020 Principal
& Interest
General Government Debt
General Government Tax Supported Debt CO's and GO's
Other City Facilities 45,797,859 27% 5,982,596
Parks and Recreation Facilities 22,433,916 13% 1,867,189
Public Safety 39,813,300 23% 4,043,987
Streets and Transportation 61,913,050 36% 5,107,293
General Government Tax Supported Debt CO's and GO's Total 169,958,125 100% 17,001,064
Refinanced GO - Self Supporting
GTEC 6,192,600 100% 1,148,209
Refinanced GO - Self Supporting Total 6,192,600 100% 1,148,209
CO - Self Supporting
GEDCO 2,635,000 9% 207,669
GTEC 15,717,500 56% 1,253,363
Rivery TIRZ 7,420,000 26% 167,250
Downtown TIRZ 2,300,000 8% 605,268
CO - Self Supporting Total 28,072,500 100% 2,233,549
General Government Debt Total 204,223,225 20,382,822
Enterprise Debt
Utility Revenue Bonds
Electric 29,044,097 34% 3,346,536
Irrigation 410,613 0% 105,099
Wastewater 29,764,887 35% 2,936,601
Water 26,055,404 31% 2,814,818
Utility Revenue Bonds Total 85,275,000 100% 9,203,054
CO - Self Supporting
Airport 1,305,000 16% 102,393
Electric 1,562,500 19% 132,941
Stormwater 3,182,234 39% 276,728
Water 2,192,500 27% 185,597
CO - Self Supporting Total 8,242,234 100% 697,659
Refinanced GO - Self Supporting
Airport 235,906 6% 44,026
Electric 2,789,222 68% 470,421
Stormwater 1,069,414 26% 156,384
Refinanced GO - Revenue Bonds Total 4,094,541 100% 670,831
Refinanced- Revenue Bonds
Electric 424,200 21% 57,897
Irrigation 145,440 7% 19,850
Wastewater 1,450,360 72% 197,953
Refinanced GO - Revenue Bonds Total 2,020,000 100% 275,700
Enterprise Debt Total 99,631,775 10,847,244
GTEC
Sales Tax Revenue Bond
GTEC 5,555,000 100% 838,350
Sales Tax Revenue Bond Total 5,555,000 100% 838,350
GTEC Total 5,555,000 838,350
Grand Total 309,410,000 32,068,416
248
FY2020 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 2020.
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 2020.
Enterprise Debt Principal Interest
Total
Requirements %
Airport 1,540,906 522,926 2,063,832 1.61%
Electric 33,820,018 9,236,739 43,056,757 33.68%
Irrigation 556,053 89,164 645,217 0.50%
Stormwater 4,251,648 1,269,752 5,521,400 4.32%
Wastewater 31,215,247 9,542,860 40,758,108 31.88%
Water 28,247,904 7,556,503 35,804,407 28.01%
99,631,775 28,217,945 127,849,720 100%
Tax Supported Debt Principal Interest
Total
Requirements %
Other City Facilities 45,797,859 12,756,610 58,554,469 26.28%
Parks and Recreation Facilities 22,433,916 7,525,127 29,959,043 13.45%
Public Safety 39,813,300 11,462,705 51,276,005 23.01%
Streets and Transportation 61,913,050 21,124,016 83,037,066 37.27%
169,958,125 52,868,458 222,826,583 100%
249
FY2020 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
FY2020 169,958,125 10,816,854 6,184,210 17,001,064
FY2021 159,141,271 11,265,999 5,684,449 16,950,448
FY2022 147,875,272 11,245,409 5,321,801 16,567,210
FY2023 136,629,863 11,386,188 4,926,501 16,312,689
FY2024 125,243,675 11,591,586 4,506,070 16,097,656
FY2025 113,652,089 11,362,440 4,039,405 15,401,845
FY2026 102,289,649 9,407,343 3,582,033 12,989,376
FY2027 92,882,306 9,510,986 3,215,966 12,726,952
FY2028 83,371,320 8,940,424 2,850,093 11,790,517
FY2029 74,430,896 9,194,084 2,574,452 11,768,536
FY2030 65,236,812 8,656,058 2,181,144 10,837,202
FY2031 56,580,754 8,151,058 1,877,452 10,028,510
FY2032 48,429,696 7,756,562 1,601,891 9,358,453
FY2033 40,673,134 7,957,066 1,346,127 9,303,193
FY2034 32,716,068 7,886,068 1,080,030 8,966,098
FY2035 24,830,000 7,660,000 812,510 8,472,510
FY2036 17,170,000 6,650,000 561,814 7,211,814
FY2037 10,520,000 5,895,000 332,576 6,227,576
FY2038 4,625,000 3,250,000 148,683 3,398,683
FY2039 1,375,000 1,375,000 41,250 1,416,250
Total 169,958,125 52,868,458 222,826,583
250
FY2020 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
FY2020 6,192,600 937,672 210,537 1,148,209
FY2021 5,254,929 949,802 180,928 1,130,730
FY2022 4,305,127 884,966 149,372 1,034,338
FY2023 3,420,161 851,790 118,372 970,162
FY2024 2,568,371 863,816 87,738 951,554
FY2025 1,704,555 620,816 57,791 678,607
FY2026 1,083,739 460,394 35,618 496,012
FY2027 623,345 371,038 20,577 391,615
FY2028 252,307 146,814 8,016 154,830
FY2029 105,493 105,493 3,429 108,922
Total 6,192,600 872,378 7,064,978
251
FY2020 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
FY2020 28,072,500 1,260,000 973,549 2,233,549
FY2021 26,812,500 1,315,000 923,449 2,238,449
FY2022 25,497,500 1,332,500 891,495 2,223,995
FY2023 24,165,000 1,337,500 845,158 2,182,658
FY2024 22,827,500 1,400,000 787,370 2,187,370
FY2025 21,427,500 1,455,000 724,770 2,179,770
FY2026 19,972,500 1,517,500 659,520 2,177,020
FY2027 18,455,000 1,570,000 613,675 2,183,675
FY2028 16,885,000 1,610,000 570,000 2,180,000
FY2029 15,275,000 1,667,500 519,390 2,186,890
FY2030 13,607,500 1,725,000 464,393 2,189,393
FY2031 11,882,500 1,785,000 410,418 2,195,418
FY2032 10,097,500 1,862,500 342,768 2,205,268
FY2033 8,235,000 1,875,000 271,399 2,146,399
FY2034 6,360,000 1,940,000 208,014 2,148,014
FY2035 4,420,000 2,010,000 141,879 2,151,879
FY2036 2,410,000 1,545,000 74,731 1,619,731
FY2037 865,000 550,000 27,431 577,431
FY2038 315,000 155,000 9,450 164,450
FY2039 160,000 160,000 4,800 164,800
Total 28,072,500 9,463,659 37,536,159
252
FY2020 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
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 5,555,000 1,157,650 6,712,650
253
FY2020 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.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements BRA Contract
FY2020 99,631,775 7,250,474 3,596,769 10,847,244 2,371,890
FY2021 92,381,301 7,184,199 3,323,213 10,507,412 2,277,352
FY2022 85,197,102 7,357,125 3,052,012 10,409,137 2,273,009
FY2023 77,839,977 6,989,522 2,775,086 9,764,608 2,276,986
FY2024 70,850,455 6,774,598 2,496,576 9,271,174 2,271,146
FY2025 64,075,857 7,046,744 2,226,538 9,273,282 2,278,252
FY2026 57,029,113 6,969,763 1,946,495 8,916,258 2,269,972
FY2027 50,059,350 6,577,976 1,683,291 8,261,267 2,274,261
FY2028 43,481,373 5,942,762 1,455,362 7,398,124 2,274,571
FY2029 37,538,611 5,552,923 1,249,169 6,802,092 2,279,158
FY2030 31,985,688 4,583,942 1,059,199 5,643,141 2,275,635
FY2031 27,401,746 4,738,942 915,434 5,654,376 1,119,659
FY2032 22,662,804 4,470,938 762,603 5,233,541 307,674
FY2033 18,191,866 4,622,934 617,951 5,240,885 -
FY2034 13,568,932 4,513,932 460,376 4,974,308 -
FY2035 9,055,000 3,630,000 302,909 3,932,909 -
FY2036 5,425,000 2,715,000 181,421 2,896,421 -
FY2037 2,710,000 2,130,000 91,903 2,221,903 -
FY2038 580,000 515,000 19,690 534,690 -
FY2039 65,000 65,000 1,950 66,950 -
Total 99,631,775 28,217,945 127,849,720 26,549,565
254
FY2020 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Electric – Utility Revenue Bonds, CO’s, and Refinanced GO – Revenue Bonds.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2020 33,820,018 2,783,612 1,224,183 4,345,314
FY2021 31,036,406 2,656,509 1,125,391 4,419,655
FY2022 28,379,897 2,692,326 1,022,959 4,007,794
FY2023 25,687,571 2,558,295 921,055 3,781,900
FY2024 23,129,276 2,545,621 818,609 3,715,285
FY2025 20,583,656 2,648,647 719,137 3,479,349
FY2026 17,935,009 2,549,054 614,411 3,364,230
FY2027 15,385,954 2,227,516 517,002 3,367,784
FY2028 13,158,438 1,691,294 440,071 3,163,466
FY2029 11,467,144 1,528,560 381,803 2,744,518
FY2030 9,938,583 1,318,832 332,250 2,131,365
FY2031 8,619,752 1,367,703 291,261 1,910,363
FY2032 7,252,049 1,407,954 247,025 1,651,081
FY2033 5,844,095 1,459,042 201,465 1,658,964
FY2034 4,385,053 1,376,046 151,016 1,654,978
FY2035 3,009,007 978,673 102,566 1,660,507
FY2036 2,030,334 840,334 69,704 1,527,062
FY2037 1,190,000 745,000 41,256 1,081,239
FY2038 445,000 445,000 15,575 910,038
Total 33,820,018 8,012,557 46,229,581
255
FY2020 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Water Services – Utility Revenue Bonds, CO’s, and Refinanced GO – Revenue Bonds.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2020 59,463,151 4,007,133 2,127,835 6,134,968
FY2021 55,456,018 4,045,754 1,977,683 6,023,437
FY2022 51,410,264 4,180,561 1,824,487 6,005,048
FY2023 47,229,702 3,959,445 1,668,582 5,628,027
FY2024 43,270,258 3,786,182 1,511,554 5,297,736
FY2025 39,484,076 3,942,842 1,360,679 5,303,521
FY2026 35,541,234 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 59,463,151 17,099,363 76,562,514
256
FY2020 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.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2020 1,540,906 86,358 60,062 146,420
FY2021 1,454,548 89,813 53,618 143,431
FY2022 1,364,735 90,605 50,873 141,478
FY2023 1,274,130 96,555 47,204 143,758
FY2024 1,177,576 97,792 43,242 141,034
FY2025 1,079,784 98,736 38,933 137,669
FY2026 981,048 75,444 34,589 110,033
FY2027 905,604 75,572 31,870 107,442
FY2028 830,032 75,032 29,147 104,179
FY2029 755,000 75,000 26,384 101,384
FY2030 680,000 80,000 23,671 103,671
FY2031 600,000 85,000 20,746 105,746
FY2032 515,000 90,000 17,746 107,746
FY2033 425,000 90,000 14,509 104,509
FY2034 335,000 90,000 11,259 101,259
FY2035 245,000 95,000 7,928 102,928
FY2036 150,000 40,000 4,665 44,665
FY2037 110,000 40,000 3,415 43,415
FY2038 70,000 40,000 2,165 42,165
FY2039 30,000 30,000 900 30,900
Total 1,540,906 522,926 2,063,832
257
FY2020 Annual Budget
SUMMARY OF DEBT SERVICE CHARGES TO MATURITY
Stormwater-Certificates of Obligation – SELF-SUPPORTING. Debt issued for specific purpose and repaid through
dedicated revenues.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2020 4,251,648 271,524 161,588 433,112
FY2021 3,980,124 289,356 147,410 436,765
FY2022 3,690,768 287,833 138,829 426,662
FY2023 3,402,936 306,098 127,757 433,855
FY2024 3,096,838 309,141 115,602 424,743
FY2025 2,787,697 319,124 101,817 420,941
FY2026 2,468,573 286,107 87,749 373,855
FY2027 2,182,466 294,864 76,960 371,824
FY2028 1,887,602 258,970 65,699 324,669
FY2029 1,628,632 257,944 56,693 314,637
FY2030 1,370,688 193,942 47,704 241,646
FY2031 1,176,746 198,942 41,040 239,982
FY2032 977,804 205,938 34,075 240,013
FY2033 771,866 212,934 26,668 239,602
FY2034 558,932 223,932 19,124 243,056
FY2035 335,000 195,000 10,987 205,987
FY2036 140,000 45,000 4,200 49,200
FY2037 95,000 30,000 2,850 32,850
FY2038 65,000 30,000 1,950 31,950
FY2039 35,000 35,000 1,050 36,050
Total 4,251,648 1,269,752 5,521,400
258
FY2020 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.
Year Ending
September 30
Outstanding
Beginning of
Year Principal Interest
Total
Requirements
FY2020 653,928 101,848 23,102 124,813
FY2021 552,081 102,768 19,111 124,950
FY2022 449,313 105,800 14,864 121,879
FY2023 343,513 69,130 10,488 120,664
FY2024 274,383 35,863 7,568 79,618
FY2025 238,521 37,395 5,971 43,430
FY2026 201,126 38,928 4,306 43,366
FY2027 162,198 34,808 2,573 43,234
FY2028 127,391 29,515 1,181 37,380
Total 556,053 89,164 739,335
259
FY2020 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-FY2018.
*FY2019 times coverage ratio is calculated using preliminary, unaudited actuals.
*FY2020 times coverage ratios is calculated on budgeted FY2020 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
2.82
3.55
2.93
-
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
Actual*
FY2020
Budget*
Utility Revenue Bond Coverage
Utility Revenue Bond Coverage
260
FY2020 Annual Budget
261
FY2020 Annual Budget
PROPOSED DEBT ISSUE
The following table illustrates the City’s current debt, debt payment in 2020, and projected new debt in 2020.
Outstanding Debt Summary
Outstanding
9/30/19
Debt
Principal
FY2020
Principal
Reduction
Estimated
FY2020
New Debt
Estimated
9/30/20
Outstanding
Debt
TAX SUPPORTED DEBT
General Debt Service
General Obligation/Certificates of Obligation 169,958,125 (10,916,854) 18,575,200 177,616,471
SELF SUPPORTED DEBT
General Debt Service
Rivery TIRZ 7,420,000 (345,000) - 7,075,000
Downtown TIRZ 2,300,000 (55,000) - 2,245,000
Electric 4,351,722 (447,593) - 3,904,129
Water 2,192,500 (120,000) - 2,072,500
Stormwater 4,251,648 (271,524) 650,000 4,630,124
Airport 1,540,906 (86,358) 750,000 2,204,548
GEDCO 2,635,000 (125,000) 2,510,000
GTEC 21,910,100 (1,672,682) - 20,237,418
Total General Debt Service 216,560,001 (13,985,011) 19,975,200 222,550,190
Utility Revenue Debt
Electric 29,468,297 (2,336,019) 4,010,000 31,142,278
Irrigation 556,053 (101,848) 454,205
Water 29,764,887 (1,897,188) 18,600,000 46,467,699
Wastewater 27,505,764 (1,989,945) 25,515,819
Total Utility Revenue Debt 87,295,000 (6,325,000) 22,610,000 103,580,000
Sales Tax Revenue Bond
GTEC 5,555,000 (595,000) - 4,960,000
Total Sales Tax Revenue Bond 5,555,000 (595,000) - 4,960,000
TOTAL OUTSTANDING DEBT 309,410,000 (20,905,011) 42,585,200 331,090,190
262
FY2020 Annual Budget
This summary shows the proposed debt projects for 2020, years of obligation, and amount. It is listed as projected
due to changing needs and costs before the debt sale in the Spring of 2020.
263
FY2020 Annual Budget
264
FY2020 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 0 0 1,175,000
2010 1,365,000 0 0 1,365,000
2010A 9,435,000 2,500,000 0 11,935,000
2012 0 0 0 0
2012A 0 0 0 0
2013 0 5,000,000 0 5,000,000
2014 4,800,000 0 0 4,800,000
2015 4,375,000 0 0 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
2019 5,330,000 5,330,000
Total Issued 25,050,000 22,710,000 44,590,000 92,350,000
Authorization Remaining 20,950,000 12,790,000 60,410,000 94,150,000
265
FY2020 Annual Budget
DEBT SERVICE FUND SCHEDULE
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020
Base Budget
FY2020
Changes
FY2020
Budget
Beginning Fund Balance 1,938,927 2,417,437 2,110,424 1,950,739 - 1,950,739
Revenues
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020
Base Budget
FY2020
Changes
FY2020
Budget
Property Tax 13,541,712 15,300,000 15,375,000 17,000,000 17,000,000
Tranfers In 3,295,334 3,285,434 3,285,434 3,381,759 3,381,759
Interest 143,060 165,000 270,000 150,000 150,000
Refunding Proceeds 12,890,000 - -
Other 1,845,096 - 3,537 -
Grand Total 31,715,203 18,750,434 18,933,971 20,531,759 20,531,759
Expenses
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020
Base Budget
FY2020
Changes
FY2020
Budget
Debt Service 31,543,503 16,018,291 16,013,291 17,021,064 17,021,064
GTEC Debt Service - 2,488,597 2,488,597 2,401,572 2,401,572
Rivery Debt Service - 591,768 591,768 605,268 605,268
Transfer Out - - -
Grand Total 31,543,503 19,098,656 19,093,656 20,027,904 20,027,904
FY2018
Actuals
FY2019
Budget
FY2019
Projected
FY2020
Base Budget
FY2020
Changes
FY2020
Budget
Ending Fund Balance 2,110,627 2,069,215 1,950,739 2,454,594 - 2,454,594
CAFR Adjustment (203)- - - - -
Contingency Reserve 1,607,882 1,947,110 1,947,110 2,096,022 - 2,096,022
Available Fund Balance 502,542 122,105 3,629 358,572 - 358,572
266
STATISTICAL
Shopping on the Square
267
STATISTICAL
Statistical Information ............................. 269
Tax Rate .................................................. 270
268
FY2020 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 $285,000.
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 FY2020
effective rate is 41.3261 and the rollback rate is 43.0202
$0.42000 $0.41326 $0.43020
0.3
0.35
0.4
0.45
0.5
FY2019
Tax Rates
Adopted Rate Effective Rate Rollback Rate
0.19547
0.19955
0.192660
0.196660
0.207160
0.207380
0.22453
0.22045
0.227340
0.227340
0.226840
0.226620
$0.00 $0.10 $0.20 $0.30 $0.40 $0.50
FY2020
FY2019
FY2018
FY2017
FY2016
FY2015
Components of Tax Rate
Operations & Maintenance Debt Services
$53.73 $57.50 $63.25 $69.40 $75.37
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
FY2016 FY2017 FY2018 FY2019 FY2020MillionsGeneral Fund Budget
210,200 234,500 253,200 266,600 279,500 285,357 $100,000
$150,000
$200,000
$250,000
$300,000
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020
Average Residential Value
269
FY2020 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 $2.7 billion since
FY2016. 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 FY2020, the Assessed
Value (AV) totals $8.69 billion.
This represents an increase of
11% over last year’s AV and an
increase of over 46%
compared to FY2016. The
increased valuation has
allowed the City to maintain a
low tax rate while still delivering high levels of service and new programs. In FY2020, 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 $2.22 per 100 of valuation. Based on the average
home value of $285,357, the City of Georgetown’s portion of the average property tax bill totals $1,198.58.
1,198.58
1,310.70 3,821.17
Combined Tax Rate
City of Georgetown Williamson County Georgetown ISD
Fiscal Year Certified Assessed Value Tax Rate Percentage Change
FY2016 5,934,665,839 0.43400 12.97%
FY2017 6,709,678,105 0.42400 13.06%
FY2018 7,304,885,572 0.42000 8.87%
FY2019 7,830,350,417 0.42000 7.19%
FY2020 8,691,478,656 0.42000 11.00%
270
FY2020 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.
$8.69 $9.03
$6.20
$14.65
$5.87
$0
$2
$4
$6
$8
$10
$12
$14
$16
BillionsAssessed Value
75,247 73,766 68,924
130,282
66,466
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Population
$353 $396
$193
$637
$529
$-
$100
$200
$300
$400
$500
$600
$700
Sales Tax per Capita
$115,506 $122,457
$89,925
$112,431
$88,323
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Assessed Valuation per Capita
$0.42 $0.44 $0.44 $0.45 $0.50 $0.54 $0.61 $0.63 $0.67 $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
271
THIS PAGE INTENTIONALLY LEFT BLANK.
272
REFERENCE
San Gabriel Park
273
274
FY2020 Annual Budget
Fiscal and Budgetary Policy
Adopted: September 24, 2019
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.
275
FY2020 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
276
FY2020 Annual Budget
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.
277
FY2020 Annual Budget
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 revenue collections and
compliance with spending limitations. Directors may transfer funds up to $25,000 within the operations and
maintenance or capital line items within a departmental budget category with approval from Finance. 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;
278
FY2020 Annual Budget
5. to take other steps to reduce property tax rates or mitigate any future increases;
6. to hold those funds in reserve for future commitments or contingencies that may be pending,
and/or;
7. to fund an Economic 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 revenue sources due to factors such as fluctuations
in the economy and variations in the weather.
279
FY2020 Annual Budget
B. Other Considerations – The following considerations and issues will guide the City in its revenue policies
concerning specific sources of funds:
1. Cost/Benefit of Incentives for Economic Development – The City will use due caution in the analysis
of any incentives that are used to encourage development. A cost/benefit (fiscal impact) analysis
will be performed as part of the evaluation.
2. Non-Recurring Revenues – One-time or 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 average daily cash 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 and airport 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. Enterprise 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 enterprise 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.
280
FY2020 Annual Budget
d. Stormwater Drainage Fees are based on a mathematical calculation using impervious cover and
applied in compliance with State Law.
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 City streets, a franchise fee, and an administrative allocation for managing the solid
waste contract and solid waste departmental programing.
f. Airport Fuel and Lease Rates are based on the cost of the fuel plus a profit margin to fund operations,
capital improvement, contingency, and debt service requirements.
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.
281
FY2020 Annual Budget
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
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.
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
282
FY2020 Annual Budget
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 FY2020 in
compliance.
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 FY2020 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 – FY2020 in compliance.
283
FY2020 Annual Budget
2. Public Art Funding – The City will annually allocate $43,000 of funding for Public Art in the Tourism
Fund. Any unspent funds will accumulate and be reallocated in the following budget year.
Disbursement of these funds will be determined by the City’s Arts & Culture Advisory Board.
Every effort will be made to include public art funding in future City facilities whose primary purpose
is for public use. These projects will include a reasonable allowance for public art that fits the scope
and purpose of the building so long that it does not negatively impact the project cost beyond the
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. Contract term lengths should balance the need for value
as well as the ability to respond to changing conditions.
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.
284
FY2020 Annual Budget
H. Risk Management – The City will pursue every opportunity to provide for the Public’s and City employees’
safety and to manage its risks. The goal shall be to minimize the risk of loss of resources through liability
claims with an emphasis on safety programs.
I. Retirement Benefits – Proposals to revise benefits administered and provided by the Texas Municipal
Retirement System shall include a written description, and, detailed and summary numerical assessments of
the changes that would result from the proposed benefit revision.
1. The numerical assessments shall include the following:
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:
285
FY2020 Annual Budget
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.
286
FY2020 Annual Budget
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 FY2020 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 medical
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 FY2020 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.
287
FY2020 Annual Budget
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. Direct other reductions in services, including workforce reductions.
4. 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.
288
FY2020 Annual Budget
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.
289
FY2020 Annual Budget
C. Financing Programs – Where applicable, assessments, impact fees, pro rata charges, or other fees should be
used to fund capital projects which have a primary benefit to specific identifiable property owners. 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 2018 was 85.5.
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
290
FY2020 Annual Budget
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 for cash-
funded vehicles.
Compliance Status – Fleet replacement reserve FY2020 in compliance.
It is the general policy of the City not to hold back vehicles or equipment from replacement or
disposition. Departmental requests to hold back units must be approved by the Fleet Manager and
the City Manager.
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 FY2020 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 FY2020 partial compliance. It is estimated to take 1
additional year 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
$297,000 transfer from the General Fund.
Compliance Status – Parks maintenance replacement FY2020 in compliance.
291
FY2020 Annual Budget
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-
going funding to ensure proper protection for employees and residents. The current funding level is
an annual appropriation in the General Fund of $80,000 for Fire and $88,000 for Police.
Compliance Status – Public safety equipment replacement FY2020 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
292
FY2020 Annual Budget
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:
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.
293
FY2020 Annual Budget
6. Reporting and Inventory – The Finance Division will maintain the permanent records of the City’s
fixed assets, including description, cost, department of responsibility, date of acquisition,
depreciation and expected useful life. Periodically, random sampling at the department level will be
performed to inventory fixed assets assigned to that department. Responsibility for safeguarding
the City’s fixed assets lies with the department supervisor or manager whose department has been
assigned the asset.
XIV. DEBT MANAGEMENT
The City of Georgetown recognizes the primary purpose of capital facilities is to provide services to the
community. Using debt financing to meet the capital needs of the community must be evaluated according to
efficiency and equity. Efficiency must be evaluated to determine the highest rate of return for a given investment
of resources. Equity is resolved by determining who should pay for the cost of capital improvements. In meeting
demand for additional services, the City will strive to balance the needs between debt financing and “pay as you
go” methods. The City realizes that failure to meet the demands of growth may inhibit its continued economic
viability, but also realizes that too much debt may have detrimental effects on the City’s 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 benefit. 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.
294
FY2020 Annual Budget
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 an Agreement with the Voters to manage future
property tax rate impacts. The Agreement 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.
295
FY2020 Annual Budget
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.
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. Tax Increment Reinvestment Zones also may issue self-supporting 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
296
FY2020 Annual Budget
redemption options and the like, will be given consideration during the structuring of long term debt
instruments. Exceptions to the 20 year average life include debt issues for major system expansions, such as
water, sewer or electric plants, in which case the City may issue debt greater than 20 years since the average
life of the asset exceeds 30 years. A cost benefit analysis indicating the impacts of extending debt beyond
20 years will be completed.
G. Utility and Self-Supporting 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 (Airport, Stormwater, GTEC, GEDCO, and TIRZ).
Compliance Status – Debt coverage ratio FY2020 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.
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
297
FY2020 Annual Budget
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 FY2020 in compliance.
2. General Fund – General Fund reserves will be assigned 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 FY2020 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 FY2020 at 0%.
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 FY2020 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 FY2020 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 FY2020 in compliance.
6. Facilities Fund - A minimum ninety (90) days of operating expenses will be reserved for unexpected
delays in revenue or emergency expenses.
298
FY2020 Annual Budget
Compliance Status – Facilities Fund Reserve FY2020 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. Water Services Fund – The Water Fund will maintain the following reserves and assign 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 FY2020 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 FY2020 in compliance.
9. Stormwater Drainage Fund – The Stormwater Fund will maintain the following reserves and assign
them on the balance sheet:
a. 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 – Contingency Reserve FY2020 in compliance.
b. A debt service reserve equal to 1x the upcoming debt service payment for existing debt (example
- FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
10. Electric Fund – The Electric Fund will maintain the following reserves and assign 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 FY2020 in compliance.
299
FY2020 Annual Budget
b. 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 FY2020 partial compliance. It is estimated to
take 3 years to build this reserve after enacting the new cost of service rate structure and PCA.
c. 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 FY2020 not in compliance. It is estimated to take
3 years to complete this reserve after enacting the new cost of service rate structure and PCA.
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
11. Airport Fund – The Airport Fund will maintain the following reserves and assign them on the balance
sheet;
a. 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 – Contingency Reserve FY2020 in compliance.
b. A debt service reserve equal to 1x the upcoming debt service payment for existing debt (example
- FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
12. GEDCO Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing
debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
13. GTEC Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing debt
(example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in compliance.
300
FY2020 Annual Budget
14. Rivery TIRZ Fund – A debt service reserve equal to 1x the upcoming debt service payment for existing
debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in partial compliance. It is estimated to take
two years to complete this new reserve.
15. Downtown TIRZ Fund – A debt service reserve equal to 1x the upcoming debt service payment for
existing debt (example - FY2020 reserve = FY2021 debt payment before new sale).
Compliance Status – Debt Service Reserve FY2020 in partial compliance. It is estimated to take
one year to complete this new reserve.
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.
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 FY2020 in compliance.
E. Investment of Reserve Funds – The reserve funds will be invested in accordance with the City’s investment
policy.
301
FY2020 Annual Budget
F. Ratios/Trend Analysis – Ratios and significant balances will be incorporated into 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. RISK MANAGEMENT AND INTERNAL CONTROLS
A. Written Procedures – Wherever possible, written procedures will be established and maintained by the
Finance Director for all functions involving cash handling and/or accounting throughout the City. These
procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement.
B. Internal Audit Program – An internal audit program will be maintained by the Finance Director to ensure
compliance with City policies and procedures and to prevent the potential for fraud.
1. Departmental Audits – departmental processes will be reviewed to ensure dual control of City assets
and identify the opportunity for fraud potential, as well as, to ensure that departmental internal
procedures are documented and updated as needed.
2. Employees or Transaction Review – Programs to be audited include Petty Cash, City Credit Card
accounts, time entry, and travel. All discrepancies will be identified, and the employee’s Director
will be notified. The City Manager will also be notified depending on the seriousness of the
infraction.
3. Fraud Awareness and Reporting – The City will maintain its personnel policy regarding fraud. The will
maintain an arrangement with a third party for anonymous reporting of fraud, waste or abuse of City
resources. The City will provide training to all City employees on recognizing and reporting fraud.
4. 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.
302
FY2020 Annual Budget
D. Cybersecurity – The Information Technology department shall regularly assess new forms of security risk and
maintain multiple layers of protections and controls to thwart cyber attacks. The City will provide regular
cybersecurity awareness training for all employees.
E. Electric Utility Risk – Chapter 13.38 of the City’s Code of Ordinances establishes Council’s authority to oversee
all risk of the Electric utility including CRR auctions, wholesale power agreements, futures contracts, and
other transactions that expose the City to significant risk.
303
FY2020 Proposed Budget - Position Control
100 - General Fund
0107 - Planning FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ASST DIR, PLANNING 1.00 1.00 1.00 1.00 -1.00 0.00
COORD, HOUSING 0.00 1.00 1.00 1.00 0.00 1.00
DEVELOPMENT ACCOUNT
SPECIALIST
1.00 1.00 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 1.00 1.00 0.00 1.00
MANAGEMENT ANALYST 0.00 0.00 0.00 0.00 1.00 1.00
PLANNER 3.00 3.00 3.00 3.00 0.00 3.00
PLANNER, SENIOR 1.00 1.00 1.00 1.00 0.00 1.00
PLANNING SPECIALIST 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 11.00 12.00 13.00 13.00 0.00 13.00
0202 - Parks Admin FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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
304
0210 - Library FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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
1.00 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 23.50 23.50 23.50 23.50 0.00 23.50
0211 - Parks FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ASST DIR, PARKS &
RECREATION
1.00 1.00 1.00 1.00 0.00 1.00
BUSINESS ANALYST 0.00 1.00 1.00 1.00 0.00 1.00
305
0211 - Parks FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
MARKETING EVENTS
SPECIALIST
1.00 0.00 0.00 0.00 0.00 0.00
MGR, PROJECT 0.00 1.00 1.00 1.00 0.00 1.00
PARKS MAINT WORK, SENIOR 6.00 5.00 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 9.00 9.00 0.00 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 20.00 20.00 21.00 21.00 0.00 21.00
0212 - Recreation FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 1.00 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 1.00 1.00 1.00 0.00 1.00
COORD, YOUTH ADVENTURE
PGM
1.00 1.00 1.00 1.00 0.00 1.00
306
0212 - Recreation FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 21.00 21.00 21.00 0.00 21.00
0213 - Tennis Center FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
TENNIS CENTER ASSISTANT 1.50 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 3.50 3.50 3.50 3.50 0.00 3.50
307
0214 - Rec Programs FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
COORD, CHALLENGE COURSE 1.00 0.00 0.00 0.00 0.00 0.00
RECREATION ASSISTANT 5.00 5.00 5.00 5.00 0.00 5.00
0214 - Rec Programs 6.00 5.00 5.00 5.00 0.00 5.00
0215 - Garey Park FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
COORDINATOR 0.00 1.00 1.00 1.00 0.00 1.00
MARKETING EVENTS
SPECIALIST
0.00 1.00 1.00 1.00 0.00 1.00
PARK FOREMAN 0.00 1.00 1.00 1.00 0.00 1.00
PARK MAINTENANCE WORKER 0.00 1.00 1.00 1.00 0.00 1.00
PARK MAINTENANCE WORKER,
SENIOR
0.00 1.00 1.00 1.00 0.00 1.00
PARKS AND RECREATION
ASSISTANT
0.00 1.50 1.50 1.50 0.00 1.50
PARKS AND RECREATION
SPECIALIST
0.00 1.00 1.00 1.00 0.00 1.00
0215 - Garey Park 0.00 7.50 7.50 7.50 0.00 7.50
0218 - Arts & Culture FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ARTS AND CULTUIRE
COORDINATOR
0.00 0.50 0.50 0.50 0.00 0.50
0218 - Arts & Culture 0.00 0.50 0.50 0.50 0.00 0.50
308
0316 - Municipal Court FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 1.00 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 6.50 6.50 6.50 0.00 6.50
0402 - Fire Support
Services
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 -1.00 0.00
FIRE CAPTAIN 3.00 3.00 3.00 3.00 0.00 3.00
FIRE CHIEF 1.00 1.00 1.00 1.00 0.00 1.00
FIRE LIEUTENANT 3.00 3.00 3.00 3.00 0.00 3.00
FIRE PLANS/CODE INSPECTOR 0.00 0.00 0.00 0.00 0.00 0.00
309
0402 - Fire Support
Services
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
FIRE PROTECTION ENGINEER 0.00 0.00 0.00 0.00 1.00 1.00
LOGISTICS OFFICER 0.00 0.00 1.00 1.00 0.00 1.00
SUPV, ADMINISTRATIVE 1.00 1.00 1.00 1.00 0.00 1.00
0402 - Fire Support Services 14.00 14.00 15.00 15.00 0.00 15.00
0422 - Fire Emergency
Services
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 23.00 23.00 0.00 23.00
FIRE LIEUTENANT 15.00 15.00 15.00 15.00 0.00 15.00
FIREFIGHTER 42.00 42.00 59.00 59.00 0.00 59.00
MEDICAL HEALTH AND FITNESS
COORD
0.50 0.00 0.00 0.00 0.00 0.00
QUALITY IMPROVEMENT AND
COMPLIANCE COORDINATOR
0.00 0.50 0.00 0.00 0.00 0.00
0422 - Fire Emergency Services 87.50 87.50 106.00 106.00 0.00 106.00
0536 - Inspections FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ASSISTANT BUILDING OFFICIAL 1.00 1.00 1.00 1.00 0.00 1.00
BUILDING INSPECTOR 5.00 5.00 6.00 6.00 0.00 6.00
310
0536 - Inspections FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
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 14.00 14.00 15.00 15.00 0.00 15.00
0602 - Administrative
Services
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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
CONTRACT MANAGEMENT
COORDINATOR
0.00 0.00 0.00 0.00 1.00 1.00
COORD, HOUSING 1.00 0.00 0.00 0.00 0.00 0.00
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 1.00 3.00
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 1.00 3.00
MGR, CIP 1.00 1.00 1.00 1.00 0.00 1.00
311
0602 - Administrative
Services
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
0602 - Administrative Services 10.00 9.00 9.00 9.00 3.00 12.00
0605 - Community
Services
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
COMMUNITY SERVICES
DIRECTOR
0.00 0.00 0.00 0.00 1.00 1.00
EMERGENCY MANAGEMENT
COOR
0.00 0.00 0.00 0.00 1.00 1.00
0605 - Community Services 0.00 0.00 0.00 0.00 2.00 2.00
0635 - City Secretary FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 1.00 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 6.00 6.00 6.00 0.00 6.00
0655 - Communications FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
DIRECTOR OF
COMMUNICATIONS AND
PUBLIC ENGAGEMENT
0.00 0.00 0.00 0.00 1.00 1.00
312
0655 - Communications FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
INFORMATION SPECIALIST 1.00 1.00 1.00 1.00 0.00 1.00
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 3.00 3.00 3.00 3.00 1.00 4.00
0702 - Police Admin FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 9.00 9.00 9.00 9.00 2.00 11.00
313
0742 - Police Operations FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 1.00 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 55.00 57.00 58.00 58.00 4.00 62.00
POLICE RECORDS SPECIALIST 2.00 2.00 2.00 2.00 0.00 2.00
POLICE SERGEANT 13.00 14.00 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 105.50 109.50 110.50 110.50 6.00 116.50
0744 - Animal Services FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ANIMAL CONTROL OFFICER 2.00 2.00 3.00 3.00 0.00 3.00
314
0744 - Animal Services FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
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 11.50 11.50 0.00 11.50
0745 - Code
Enforcement
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 1.00 5.00
0745 - Code Enforcement 5.00 5.00 5.00 5.00 1.00 6.00
0802 - Public Works FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ADMINISTRATIVE ASSISTANT 0.00 0.00 0.00 0.00 1.00 1.00
COORD, TRANS PLANNING 1.00 1.00 1.00 1.00 0.00 1.00
PUBLIC WORKS DIRECTOR 1.00 1.00 1.00 1.00 0.00 1.00
SOLID WASTE/RECYCLING
COOR
1.00 1.00 1.00 1.00 0.00 1.00
315
0802 - Public Works FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
TRANSPORTATION ANALYST 1.00 1.00 1.00 1.00 0.00 1.00
0802 - Public Works 4.00 4.00 4.00 4.00 1.00 5.00
0846 - Streets FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
BUSINESS SYSTEMS ANALYST 0.00 1.00 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 0.00 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 2.00 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 -0.75 0.00
SUPT, STREETS & DRAINAGE 1.00 1.00 1.00 1.00 0.00 1.00
0846 - Streets 18.75 19.75 19.75 19.75 -0.75 19.00
100-0448 - Fire EMS FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
FIREFIGHTER 0.00 0.00 22.00 22.00 0.00 22.00
316
100-0448 - Fire EMS FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
QUALITY IMPROVEMENT AND
COMPLIANCE COORDINATOR
0.00 0.00 1.00 1.00 0.00 1.00
100-0448 - Fire EMS 0.00 0.00 23.00 23.00 0.00 23.00
100 - General Fund 371.75 387.75 435.25 435.25 13.25 448.50
201 - Tourism Fund
0208 - CVB FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 0.50 1.00
0208 - CVB 4.50 4.50 4.50 4.50 0.50 5.00
201 - Tourism Fund 4.50 4.50 4.50 4.50 0.50 5.00
233 - Juvenile Fund
233-0316 - Juvenile Fund FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
DEPUTY COURT CLERK, SENIOR 1.00 0.00 0.00 0.00 0.00 0.00
317
233-0316 - Juvenile Fund FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
233-0316 - Juvenile Fund 1.00 0.00 0.00 0.00 0.00 0.00
233 - Juvenile Fund 1.00 0.00 0.00 0.00 0.00 0.00
244 - Paramedic
0448 - EMS FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
FIREFIGHTER 18.00 22.00 0.00 0.00 0.00 0.00
MEDICAL HEALTH AND FITNESS
COORD
0.50 0.00 0.00 0.00 0.00 0.00
QUALITY IMPROVEMENT AND
COMPLIANCE COORDINATOR
0.00 0.50 0.00 0.00 0.00 0.00
0448 - EMS 18.50 22.50 0.00 0.00 0.00 0.00
244 - Paramedic 18.50 22.50 0.00 0.00 0.00 0.00
500 - Facilities Maintenance Funds
0319 - Facilities FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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
MGR, PROJECT 1.00 0.00 0.00 0.00 0.00 0.00
318
0319 - Facilities FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
SUPT, FACILITIES 1.00 1.00 1.00 1.00 0.00 1.00
0319 - Facilities 7.00 6.00 6.00 6.00 0.00 6.00
500 - Facilities Maintenance
Funds
7.00 6.00 6.00 6.00 0.00 6.00
520 - Fleet Services Fund
0320 - Vehicle Services FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
FLEET MANAGER 1.00 1.00 1.00 1.00 0.00 1.00
MECHANIC 1.00 1.00 2.00 2.00 0.00 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 10.00 10.00 0.00 10.00
520 - Fleet Services Fund 9.00 9.00 10.00 10.00 0.00 10.00
540 - Joint Services Fund
0302 - Finance
Administration
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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
319
0302 - Finance
Administration
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
BUSINESS SYSTEMS ANALYST 0.00 1.00 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 1.00 1.00 1.00 1.00 0.00 1.00
UTILITIES ANALYST 0.00 0.00 0.00 0.00 2.00 2.00
0302 - Finance Administration 5.00 6.00 6.00 6.00 2.00 8.00
0315 - Accounting FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 1.00 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 11.00 11.00 11.00 11.00 0.00 11.00
0317 - Purchasing FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
320
0317 - Purchasing FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
BUYER 1.00 1.00 1.00 1.00 0.00 1.00
BUYER, SENIOR 1.00 1.00 1.00 1.00 1.00 2.00
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 1.00 9.00
0321 - Customer Care FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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
OFFICE SPECIALIST 0.00 0.00 0.00 0.00 1.00 1.00
321
0321 - Customer Care FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
SUPV, UTILITY CUSTOMER SVC 3.00 3.00 3.00 3.00 0.00 3.00
UTILITY CUSTOMER SVC REP 1.00 2.00 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 24.00 24.00 24.00 1.00 25.00
0502 - GUS
Administration
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ADMINISTRATIVE ASSISTANT 4.00 4.00 4.00 4.00 -4.00 0.00
BUSINESS PROCESS
CONSULTANT
1.00 1.00 0.00 0.00 0.00 0.00
EXECUTIVE ASSISTANT 1.00 1.00 1.00 1.00 -1.00 0.00
GENERAL MANAGER-UTILITIES 1.00 1.00 1.00 1.00 -1.00 0.00
MGR, UTILITY DEP GEN 1.00 1.00 1.00 1.00 -1.00 0.00
OFFICE SPECIALIST 0.00 1.00 1.00 1.00 -1.00 0.00
RECORDS SPECIALIST 1.00 1.00 1.00 1.00 -1.00 0.00
0502 - GUS Administration 9.00 10.00 9.00 9.00 -9.00 0.00
0503 - BIP FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
BUSINESS PROCESS
CONSULTANT
0.00 0.00 1.00 1.00 0.00 1.00
322
0503 - BIP FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
BUSINIESS IMPROVEMENT
ANALYST
0.00 0.00 1.00 1.00 0.00 1.00
PMP MANAGER 0.00 0.00 0.00 0.00 1.00 1.00
0503 - BIP 0.00 0.00 2.00 2.00 1.00 3.00
0526 - Engineering FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ADMINISTRATIVE ASSISTANT 0.00 0.00 0.00 0.00 1.00 1.00
BUILDING INSPECTOR 1.00 1.00 0.00 0.00 0.00 0.00
CONTRACT COORDINATOR 0.00 1.00 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 1.00 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 3.00 3.00 0.00 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
323
0526 - Engineering FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
PUBLIC IMPROVEMENT INSP,
SR
1.00 1.00 1.00 1.00 0.00 1.00
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 17.00 18.00 19.00 19.00 1.00 20.00
0534 - Conservation FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ENERGY
AUDITOR/COORDINATOR
1.00 1.00 0.00 0.00 0.00 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 4.00 4.00 0.00 4.00
0547 - Engineering
Support
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
BUSINESS SYSTEMS ANALYST 1.00 2.00 2.00 2.00 0.00 2.00
324
0547 - Engineering
Support
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
COORD, SYS ENG PROJECT 1.00 0.00 0.00 0.00 0.00 0.00
GIS ANALYST 3.00 3.00 3.00 3.00 0.00 3.00
SUPV, GIS 0.00 1.00 1.00 1.00 0.00 1.00
SUPV, SYSTEMS ENGINEERING 1.00 0.00 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
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ECONOMIC DEVELOPMENT
DIRECTOR
1.00 1.00 1.00 1.00 0.00 1.00
MGR, ECO DEVELOPMENT PGM 1.00 2.00 2.00 2.00 0.00 2.00
SPECIAL EVENT & MARKETING
COOR
1.00 1.00 1.00 1.00 0.00 1.00
0637 - Economic Development 3.00 4.00 4.00 4.00 0.00 4.00
0639 - Human Resources FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 1.00 1.00 1.00 0.00 1.00
325
0639 - Human Resources FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 1.00 1.00 1.00 0.00 1.00
HUMAN RESOURCES
SPECIALIST
1.00 2.00 2.00 2.00 0.00 2.00
SAFETY & TRAINING SPECIALIST 0.00 0.00 0.00 0.00 2.00 2.00
SUPV, SAFETY & TRAINING 0.00 0.00 0.00 0.00 1.00 1.00
TRAINING AND DEVELOPMENT 0.00 0.00 0.00 0.00 1.00 1.00
0639 - Human Resources 7.00 8.00 8.00 8.00 4.00 12.00
0653 - Main Street FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
MGR, MAIN STREET 1.00 0.00 0.00 0.00 0.00 0.00
0653 - Main Street 1.00 0.00 0.00 0.00 0.00 0.00
0654 - Legal FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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
326
0654 - Legal FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
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
540 - Joint Services Fund 104.00 109.00 110.00 110.00 1.00 111.00
570 - Information Technology Fund
0652 - IT Operating FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ADMIN, NETWORK 2.00 2.00 2.00 2.00 0.00 2.00
ADMIN, SYSTEMS 2.00 1.00 1.00 1.00 0.00 1.00
ADMIN, SYSTEMS SENIOR 0.00 1.00 1.00 1.00 0.00 1.00
ADMINISTRATIVE ASSISTANT 0.00 0.00 1.00 1.00 0.00 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 2.50 2.50 3.00 3.00 0.00 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
327
0652 - IT Operating FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
SYSTEM ADMINISTRATOR, LEAD 0.00 0.00 1.00 1.00 0.00 1.00
SYSTEMS ANALYST 3.00 3.00 3.00 3.00 0.00 3.00
SYSTEMS ANALYST, SENIOR 4.00 5.00 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 21.50 22.50 25.00 25.00 0.00 25.00
570 - Information Technology
Fund
21.50 22.50 25.00 25.00 0.00 25.00
600 - Airport Fund
0636 - Airport FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
AIRPORT ATTENDANT 2.00 2.00 2.00 2.00 0.00 2.00
AIRPORT MAINTENANCE
WORKER
1.50 1.50 2.00 2.00 0.00 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 5.50 5.50 6.00 6.00 0.00 6.00
600 - Airport Fund 5.50 5.50 6.00 6.00 0.00 6.00
610 - Electric Fund
0521 - SCADA FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
328
0521 - SCADA FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
FIBER INFRASTRUCTURE TECH 0.00 1.00 1.00 1.00 0.00 1.00
SCADA / I & C TECHNICIAN, I 0.00 2.00 2.00 2.00 0.00 2.00
SCADA TECHNICIAN, II 1.00 0.00 0.00 0.00 0.00 0.00
SCADA TECHNICIAN, SR 2.00 1.00 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 5.00 5.00 5.00 0.00 5.00
0522 - Electric
Administration
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ADMINISTRATIVE ASSISTANT 0.00 0.00 0.00 0.00 1.00 1.00
DIR, UTILITY 0.50 0.00 0.00 0.00 0.00 0.00
GENERAL MANAGER-UTILITIES 0.00 0.00 0.00 0.00 1.00 1.00
SAFETY & TRAINING SPECIALIST 1.00 0.00 0.00 0.00 0.00 0.00
SUPV, SAFETY & TRAINING 1.00 0.00 0.00 0.00 0.00 0.00
0522 - Electric Administration 2.50 0.00 0.00 0.00 2.00 2.00
0524 - Metering FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
FIBER INFRASTRUCTURE TECH 1.00 0.00 0.00 0.00 0.00 0.00
FIELD COLLECTION REP 1.00 1.00 1.00 1.00 0.00 1.00
329
0524 - Metering FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
FIELD CUSTOMER SERVICE
TECH
2.00 0.00 0.00 0.00 0.00 0.00
METERING TECHNICIAN 2.00 6.00 6.00 6.00 0.00 6.00
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 0.00 0.00 0.00 0.00 0.00
0524 - Metering 12.00 12.00 12.00 12.00 0.00 12.00
0525 - T&D Operations FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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
330
0525 - T&D Operations FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
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
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
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
MGR, RESOURCE PLAN & INTEG 1.00 1.00 1.00 1.00 -1.00 0.00
UTILITIES ANALYST 2.00 2.00 2.00 2.00 -2.00 0.00
0537 - Resource Management 3.00 3.00 3.00 3.00 -3.00 0.00
0555 - System
Operations
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
CONTROL CENTER
OPERATIONAL TRAINEE
0.00 0.00 0.00 0.00 1.00 1.00
DIR, UTILITY 0.00 0.50 0.50 0.50 -0.50 0.00
SAFETY & TRAINING SPECIALIST 1.00 2.00 2.00 2.00 -2.00 0.00
331
0555 - System
Operations
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
SUPV, CONTROL CENTER 3.00 3.00 3.00 3.00 0.00 3.00
SUPV, SAFETY & TRAINING 0.00 1.00 1.00 1.00 -1.00 0.00
UTILITY SYSTEM OPERATOR 6.00 6.00 6.00 6.00 0.00 6.00
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 14.00 16.50 16.50 16.50 -2.50 14.00
0557 - Electrical
Engineering
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 75.50 76.50 76.50 76.50 -3.50 73.00
640 - Stormwater Fund
0845 - Stormwater FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
CREWMAN I 0.50 0.50 0.50 0.50 0.00 0.50
332
0845 - Stormwater FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
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
LIGHT EQUIPMENT OPERATOR 5.00 5.00 5.00 5.00 0.00 5.00
SIGN & SIGNAL FIELD
TECHNICIAN
1.00 0.00 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 8.50 8.50 8.50 0.00 8.50
640 - Stormwater Fund 9.50 8.50 8.50 8.50 0.00 8.50
660 - Water Fund
0527 - Water
Administration
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
ADMINISTRATIVE ASSISTANT 0.00 0.00 0.00 0.00 1.00 1.00
DIR, UTILITY 0.50 0.50 0.50 0.50 -0.50 0.00
GENERAL MANAGER-WATER
UTILITIES
0.00 0.00 0.50 0.00 1.00 1.00
RECORDS SPECIALIST 0.00 0.00 0.00 0.00 1.00 1.00
0527 - Water Administration 0.50 0.50 1.00 0.50 2.50 3.00
0529 - Water Plant
Management
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
333
0529 - Water Plant
Management
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 3.00 3.00 0.00 3.00
SUPT, PLANT OPERATIONS 1.00 1.00 1.00 1.00 0.00 1.00
0529 - Water Plant
Management
8.00 8.00 9.00 9.00 0.00 9.00
0531 - Wastewater Plant
Management
FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
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 FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
MGR, WATER SERVICES 1.00 1.00 1.00 1.00 0.00 1.00
334
0553 - Water Operations FY2017 FY2018 FY2019 FY2020
Base
FY2020
Changes
FY2020
Budget
SAFETY & TRAINING SPECIALIST 0.00 0.00 0.00 0.00 0.00 0.00
SUPV, WATER SERVICES 5.00 5.00 6.00 6.00 0.00 6.00
SUPV, WATER SERVICES
INSPECTION
0.00 0.00 1.00 1.00 0.00 1.00
WATER SERVICES TECH,
TRAINEE
13.00 15.00 15.00 15.00 0.00 15.00
WATER SERVICES TECHNICIAN 13.00 13.00 15.00 15.00 0.00 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 41.00 43.00 47.00 47.00 0.00 47.00
660 - Water Fund 56.50 58.50 64.00 63.50 2.50 66.00
684.25 710.25 745.75 745.25 13.75Total:759.00
335
FY2020 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 FY2020 budget is maintaining 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.
FY2020 Total
Expenditures
Non-Operating
Expenditures
Total Operating
Expenditures
75 Day
Compliance
Citywide
Reserves
Contingency
Requirement
Over/Under
437,934,078 (318,643,358) 119,290,719 24,511,792 25,756,156 1,244,364
General
Fund Water Fund Electric Fund CVB Fund Fleet Fund
Facilities
Fund IT Fund Airport Fund
Stormwater
Fund
Total Expenditures 75,373,906 127,548,533 92,565,825 1,440,916 7,038,513 8,555,129 7,979,204 4,667,845 4,559,901
Capital 1,956,280 81,682,974 4,550,000 - 4,387,200 7,678,459 4,774,006 1,032,975 1,248,118
Debt Service - 6,642,418 4,090,494 550,000 161,420 447,611
Fuel - - - - - - 2,270,000 -
General Government Contracts 1,138,018 - - - - - - - -
Interfund Charges 9,746,365 4,134,965 5,809,749 - 107,623 - - - -
One Time 184,965 50,000 - 246,700 65,000 10,000 - - 11,000
Purchased Power - - 59,500,000 - - - -
Solid Waste 8,523,625 - - - - - - - -
Street Maintenance 385,000 - - - - - - - -
Transfer Out 524,860 399,500 - 28,634 3,000 - 586,329 - 400,500
Internal Service Funds 7,581,539 1,235,583 1,663,860 56,892 116,658 175,050 241,569
Grand Total 30,040,652 94,145,440 75,614,103 332,226 5,112,823 7,805,117 5,360,335 3,639,445 2,348,798
Net Expenditures 45,333,254 33,403,093 16,951,722 1,108,690 1,925,690 750,012 2,618,869 1,028,400 2,211,103
90 Days Requirement 11,178,063 8,236,379 4,179,877 273,376 474,828 184,934 645,749 253,578 545,203
Reserve in Fund 11,200,000 8,236,379 4,190,234 273,376 491,595 184,934 651,790 256,021 545,203
Over/(Under) 90 Compliance 21,937 - 10,357 - 16,767 - 6,041 2,443 -
90 Day Operating Contingency
336
FY2020 Annual Budget
APPROVED FY2020 BUDGET ENHANCEMENTS
This table provides a listing of all Service Level Improvements and Program Requests that have been approved in the
FY2020 Annual Budget. Approved requests are listed by funding source and department.
337
FY2020 Annual Budget
338
FY2020 Annual Budget
339
FY2020 Annual Budget
340
FY2020 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
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
double the average
bill (min $150)
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
New/Transfer Account Charge $30.00 add $50.00 during non-business hours or for same day connections
Meter Test at Cost
Electric Rates
effective (2/01/2019)
Power Cost
Adjustment
Customer
Charge
Energy
Charge
Minimum
Bill Discount
Unit per kWh per month per kWh dollars
Energy Conservation $0.20
Residential Services $0.0238 $24.80 0.09580 $24.80 $6 credit against base meter charge
Small General Service $0.0238 $50.00 0.09020 $50.00
School Services $0.0238 $200.00 0.11500 $200.00
Municipal Wastewater &
Water Pumping Service $0.0238 $195.00 0.04504 $195.00
Demand Charge: $19.58 per kW
Municipal Services $0.0238 $132.00 0.07000 $132.00
Large General Services $0.0238 $175.00 0.06543 $725.00
Demand Charge: $11.00 per kW, but not less than $550.00 per month
Industrial Services $0.0238 $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 $0.0238 $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%
High Pressure Sodium
Lighting Services
100 Watt HPL
(35 kWh)
200 Watt HPL
(71 kWh)
250 Watt HPL
(86 kWh)
400 Watt HPL
(137 kWh)
Security Lighting $8.50 $14.50 $16.70 $23.50
Municipal Street Lighting $5.09 $9.29 $11.13 $17.33
Retail Street Lighting $5.26 $9.75 $11.64 $18.17
341
FY2020 Annual Budget
WATER RATES
Water Rates
(effective 1/1/2019)
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 1 Rate 2 Tier
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
342
FY2020 Annual Budget
WASTEWATER RATES
SOLID WASTE DISPOSAL RATES
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%
Wastewater Rates
(effective 10/1/2019)
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
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
343
FY2020 Annual Budget
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
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.
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)
344
345
346
347
348
349
FY2020 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).
350
FY2020 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.
351
THIS PAGE INTENTIONALLY LEFT BLANK.
352
Red Poppy Festival 2017
GLOSSARY & INDEX
353
ACRONYMS / GLOSSARY / INDEX / FEE SCHEDULE
Commonly Used Acronyms ............................... 355
Glossary ............................................................. 356
Index.................................................................. 361
Fee Schedule…………………………………………………...363
354
FY2020 Annual Budget COMMONLY USED ACRONYMS
ALS .............................................. Advanced Life Support
AMR ....................................... Automatic Meter Reading
APPA ....................... American Public Power Association
ASE ................................ Automotive Service Excellence
BRA .............................................. Brazos River Authority
BRE .................................. Business Retention Expansion
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
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
WCAD .................... Williamson Central Appraisal District
WCHM .................. Williamson County Historical Society
WD ........................................................ Western District
WMD .......................... World Movement for Democracy
WWTP .............................. Wastewater Treatment Plant
355
FY2020 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.
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 also refers to Capital Improvement Projects,
which are a group of planned expenditures for construction
of large-scale assets, such as a water line. Significant
maintenance projects, such as street overlay, 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.
356
FY2020 Annual Budget
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.
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 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. The primary contingency account
requires City Council approval for all 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.
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.
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
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.
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
357
FY2020 Annual Budget 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.
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.
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
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.
358
FY2020 Annual Budget 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.
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.
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
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.
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.
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
359
FY2020 Annual Budget 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.
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.
360
FY2020 Annual Budget INDEX
Accounting ............................................................ 180
Administrative Services ........................................... 60
Airport .................................................................. 121
Animal Services ....................................................... 86
Annual Budget Calendar of Events ......................... 32
Authorized General Obligation Debt ..................... 265
Boards and Commissions ...................................... 350
Budget Adoption and Management Process .......... 32
Budget Award ........................................................... 3
Budget Enhancements .......................................... 337
Business Systems Services .................................... 190
Airport ............................................................... 121
Electric ............................................................... 101
General Capital Projects .................................... 219
Stormwater........................................................ 130
Water................................................................. 111
Capital Projects Summary ..................................... 208
City Council ............................................................. 58
City Council Strategies ............................................ 27
City Secretary’s Office ............................................. 62
Code Enforcement .................................................. 90
Commonly Used Acronyms ................................... 355
Communications ..................................................... 66
Community Profile .................................................. 17
Contingency Reserve Requirements ..................... 336
Convention & Visitors Bureau ............................... 138
Customer Care ...................................................... 184
Debt Management & Policy .................................. 247
Economic Development & Main Street ................ 186
Energy Services ..................................................... 104
Engineering ........................................................... 188
Facilities Maintenance .......................................... 164
Fee Schedule……………………………………………………….363
Finance Administration ......................................... 292
Fire Emergency & Support Services ........................ 68
Fiscal and Budgetary Policy ................................... 275
Five-Year Projections
Electric Service Fund.......................................... 107
General Fund ....................................................... 97
Water Services Fund .......................................... 117
Fleet Services ........................................................ 158
Fund Summaries
Airport Fund .......................................................121
Electric Fund ......................................................101
General Fund .......................................................51
Joint Services Fund .............................................177
Special Revenue Funds.......................................133
Stormwater Drainage Fund ................................126
Water Services Fund ..........................................111
Georgetown’s Location ...........................................17
GEDCO Budget (reference only) ................................150
GTEC Budget (reference only)....................................148
Glossary .................................................................356
HR and Organizational Development ....................196
Information Technology ........................................168
Inspection Services ..................................................72
Joint Services Contracts ........................................177
Library .....................................................................74
Municipal Court .......................................................76
Operations & Maintenance ...................................207
Ordinances
Budget Adoption Ordinance ..............................345
Tax Rate Ordinance ............................................348
Organizational Chart ...............................................22
City Operations by Fund .......................................47
Other Enterprise Funds .........................................121
Parks ........................................................................78
Personnel Summary by Fund.................................304
Planning...................................................................82
Police Administration & Operations ........................84
Proposed Debt Issue .............................................262
Public Works Administration ...................................92
Purchasing .............................................................198
Recreation ...............................................................80
Self-Insurance Fund ...............................................172
Solid Waste & Recycling Services ............................94
Special Revenue Funds ..........................................133
Statistical Information ...........................................269
Stormwater Drainage ............................................126
Strategic Visioning in Georgetown ..........................25
Streets .....................................................................92
361
FY2020 Annual Budget
Tax Increment Reinvestment Zones (TIRZ’s) ......... 143
Transmittal Letter ..................................................... 9
User’s Guide to the Budget ....................................... 6
Utility Debt Service................................................ 254
Utility Revenue Bond Coverage ............................. 260
Utility Rates ........................................................... 341
Water Services ...................................................... 111
Wastewater ........................................................... 111
362
DEPARTMENT FEE DESCRIPTION OF SERVICE
AIRPORT
PER CURRENT
RATE +
$.5208/GAL AVGAS FUEL
AIRPORT PER CURRENT
RATE +
$.5000/GAL JET A FUEL
AIRPORT VARIES BY
LOCATION LAND LEASE
AIRPORT VARIES BY
LOCATION FACILITY LEASE
AIRPORT $.30/SF STORAGE LEASE
AIRPORT $230-
$400/MONTH T-HANGAR LEASE
AIRPORT $75/MONTH TIE DOWN LEASE
AIRPORT $5/NIGHT OVERNIGHT TIE DOWN
ANIMAL SERVICES NO CHARGE IMPOUNDMENT DOG OR CAT WITH CURRENT LICENSE- FIRST IMPOUNDMENT
ANIMAL SERVICES 50.00 IMPOUNDMENT DOG OR CAT WITH CURRENT LICENSE- SUBSIQUENT IMPOUNDMENT WITHIN ONE YEAR OF PREVIOUS IMPOUNDMENT
ANIMAL SERVICES 40.00 IMPOUNDMENT DOG OR CAT WITHOUT CURRENT LICENSE
ANIMAL SERVICES 50.00 IMPOUNDMENT DOG OR CAT IN ESTRUS
ANIMAL SERVICES 65.00 IMPOUNDMENT OF LIVESTOCK
ANIMAL SERVICES 250.00 INTACT ANIMAL FEE IN LIEU OF STERILIZATION ON SECOND IMPOUND
ANIMAL SERVICES 10.00 ANIMAL SHELTER FEE- BOARDING FEE PER NIGHT
ANIMAL SERVICES 8.00 ANIMAL SHELTER FEE- QUARANTINE FEE PER NIGHT
ANIMAL SERVICES 20.00 ANIMAL SHELTER FEE- BOARDING LIVESTOCK PER NIGHT
ANIMAL SERVICES 15.00 ANIMAL SHELTER FEE- RABIES VACCINATOIN
ANIMAL SERVICES 20.00 ANIMAL SHELTER FEE- ADOPTION, PLUS VET COST/EXPENSE
ANIMAL SERVICES 20.00 ANNUAL LICENSE FEE- UNALTERED DOG/CAT
ANIMAL SERVICES 5.00 ANNUAL LICENSE FEE- ALTERED DOG/CAT
ANIMAL SERVICES NO CHARGE ANNUAL LICENSE FEE- OWNER 65 OR OVER
ANIMAL SERVICES NO CHARGE ANNUAL LICENSE FEE- DOGS PROFESSIONALLY TRAINED TO ASSIST DISABLED PERSONS
ANIMAL SERVICES 1.00 ANNUAL LICENSE FEE- REPLACEMENT TAG
ANIMAL SERVICES 65.00 ANNUAL PERMIT FEE- KENNEL
ANIMAL SERVICES 25.00 ANNUAL PERMIT FEE- MULTIPLE PET OWNER
ANIMAL SERVICES 250.00 ANNUAL PERMIT FEE- COMMERCIAL SALES
ANIMAL SERVICES 65.00 ANNUAL PERMIT FEE- REGISTERED DANGEROUS DOG
CODE
ENFORCEMENT VARY ABATEMENT LEIN- CONTRACTOR EXPENCES
CODE
ENFORCEMENT 100.00 ABATEMENT LEIN- LEGAL FEE
CODE
ENFORCEMENT 119.45 ABATEMENT LEIN- ADMIN FEE
EMS 690.00 BASIC LIFE SUPPORT RESIDENT
EMS 790.00 BASIC LIFE SUPPORT NON-RESIDENT
EMS 745.00 ADVANCED LIFE SUPPORT RESIDENT (ALS I)
EMS 845.00 ADVANCED LIFE SUPPORT NON-RESIDENT (ALS I)
EMS 765.00 ADVANCED LIFE SUPPORT RESIDENT (ALS II)
EMS 865.00 ADVANCED LIFE SUPPORT NON-RESIDENT (ALS II)
EMS 1,036.00 CRITICAL CARE TRANSPORT RESIDENT (CCT)
EMS 1,036.00 CRITICAL CARE TRANSPORT NON-RESIDENT (CCT)
EMS 45.00 OXYGEN RESIDENT
EMS 45.00 OXYGEN NON-RESIDENT
EMS 50.00 SUPPLIES BLS RESIDENT
EMS 50.00 SUPPLIES BLS NON-RESIDENT
EMS 100.00 SUPPLIES ALS RESIDENT
EMS 100.00 SUPPLIES ALS NON-RESIDENT
EMS 15.00 COST PER LOADED MILE RESIDENT
EMS 15.00 COST PER LOADED MILE NON-RESIDENT
EMS 35.00 EXTRA ATTENDANT RESIDENT
EMS 35.00 EXTRA ATTENDANT NON-RESIDENT
EMS 150.00 TREATMENT W/O TRANSPORT BLS RESIDENT
EMS 200.00 TREATMENT W/O TRANSPORT BLS NON-RESIDENT
EMS 250.00 TREATMENT W/O TRANSPORT EKG/IV/DRUGS RESIDENT
EMS 300.00 TREATMENT W/O TRANSPORT EKG/IV/DRUGS NON-RESIDENT
EMS 60/HR + ERE BLS STANDBY (2 EMT'S) RESIDENT
EMS 60/HR + ERE BLS STANDBY (2 EMT'S) NON-RESIDENT
EMS 90/HR + ERE ALS STANDBY (PARAMEDIC/EMT) RESIDENT
EMS 90/HR + ERE ALS STANDBY (PARAMEDIC/EMT) NON-RESIDENT
EMS 150/HR BLS STANDBY W/O AMBULANCE RESIDENT
EMS 200/HR BLS STANDBY W/O AMBULANCE NON-RESIDENT
EMS 200/HR ALS STANDBY W/O AMULANCE RESIDENT
CITY OF GEORGETOWN
COMPREHENSIVE FEE SCHEDULE
363
EMS 300/HR ALS STANDBY W/O AMULANCE NON-RESIDENT
EMS ACADIAN AMBULANCE FRANCHISE FEE
FIRE 300/HR LADDER TRUCK-RESIDENT AND NON-RESIDENT
FIRE 250/HR FIRE ENGINE-TYPE I-RESIDENT AND NON-RESIDENT
FIRE 200/HR FIRE ENGINE-TYPE III-RESIDENT AND NON-RESIDENT
FIRE 100/HR FIRE ENGINE-TYPE VI-RESIDENT AND NON-RESIDENT
FIRE 200/HR EQUIPMENT/SUPPORT UNIT-RESIDENT AND NON-RESIDENT
FIRE 150/HR WATER TENDER UNIT-RESIDENT AND NON-RESIDENT
FIRE 75/HR COMMAND UNIT-RESIDENT AND NON-RESIDENT
FIRE 75/HR FIRE INVESTIGATION UNIT-RESIDENT AND NON-RESIDENT
FIRE 75/HR TRAINING TOWER W/O BURN ROOM OR PROPS
FIRE 100/HR TRAINING TOWER WITH PROPS
FIRE 150/HR TRAINING TOWER WITH BURN ROOM
FIRE 25/HR WALL BREACH PROP
FIRE 25/HR CONFINED SPACE TUBING PROP
FIRE 25/HR MOVABLE MAZE
FIRE 25/HR REBAR PROP
FIRE 25/HR GARAGE DOOR PROP
FIRE 25/HR FDC/SPRINKLER PROP
FIRE 25/HR FORCIBLE ENTRY PROP
FIRE 25/HR RAPPELLING TOWER
FIRE 75/HR VENTILATION PROP (FLAT OR PITCHED ROOF)
FIRE 100/HR VENTILATION PROP WITH USE OF MOVABLE PROPS
FIRE 1,500/DAY BASIC BURN TRAINING PACKAGE
FIRE 2,000/DAY ENGINE COMPANY TRAINING PACKAGE
FIRE 2,200/DAY TRUCK COMPANY TRAINING PACKAGE
FIRE 75/HR SAFETY OFFICER
FIRE 35.00 CPR TRAINING-HEALTHCARE PROVIDER-RESIDENT
FIRE 40.00 CPR TRAINING-HEALTHCARE PROVIDER-NON-RESIDENT
FIRE 35.00 CPR TRAINING-HEART SAVER-RESIDENT
FIRE 40.00 CPR TRAINING-HEART SAVER-NON-RESIDENT
FIRE 20.00 CPR TRAINING-FAMILY & FRIENDS-NON-RESIDENT
FIRE 50.00 CPR/FIRST-AID COMBO
FIRE 25.00 FIRST-AID COURSE-RESIDENT
FIRE 40.00 FIRST-AID COURSE-NON-RESIDENT
FIRE 35.00 BABYSITTER FIRST-AID COURSE-RESIDENT
FIRE 45.00 BABYSITTER FIRST-AID COURSE-NON-RESIDENT
FIRE 10.00 FIRE EXTINGUISHER COURSE-NON-RESIDENT
FIRE 160.00 RESIDENTIAL LOCK BOX
FIRE SALARY + ERE LIFE SAFETY EDUCATION-NON-RESIDENT
FIRE 250.00 AUTOMATIC EXTINGUISHING SYSTEMS PERMIT-NEW SYSTEM
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS PERMIT-MODIFICATION
FIRE 150.00 AUTOMATIC EXTINGUISHING SYSTEMS-SINGLE SYSTEM
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL COOKING SYSTEM
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL COOKING SYSTEM-MODIFICATION
FIRE 250.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER NEW
FIRE 500.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER NEW
FIRE 250.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER NEW
FIRE 250.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER NEW
FIRE 75.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER NEW
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER MODIFICATION
FIRE 200.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER MODIFICATION
FIRE 350.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER MODIFICATION
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS-COMMERCIAL SPRINKLER MODIFICATION
FIRE 500.00 AUTOMATIC EXTINGUISHING SYSTEMS-FIRE PUMP AND RELATED EQUIPMENT
FIRE 250.00 AUTOMATIC EXTINGUISHING SYSTEMS-FIRE PUMP AND RELATED EQUIPMENT
FIRE 150.00 AUTOMATIC EXTINGUISHING SYSTEMS-FIRE PUMP AND RELATED EQUIPMENT
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS-RESIDENTIAL SPRINKLER
FIRE 200.00 AUTOMATIC EXTINGUISHING SYSTEMS-STANDPIPE SYSTEMS
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS-STANDPIPE SYSTEMS
FIRE 200.00 AUTOMATIC EXTINGUISHING SYSTEMS-UNDERGROUND FIRE LINE SUPPLY
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS-UNDERGROUND FIRE LINE SUPPLY
FIRE 100.00 AUTOMATIC EXTINGUISHING SYSTEMS-UNDERGROUND FIRE LINE SUPPLY
FIRE 200.00 BLASTING - EXPLOSIVES
FIRE 100.00 BURNING-AIR DIFFUSER OPERATION
FIRE 100.00 BURNING-COMMERCIAL OPEN BURN
FIRE 50.00 BURNING-OPEN FLAMES, CANDLES, TORCHES
FIRE 25.00 BURNING-PUBLIC ASSEMBLY FIRE
FIRE 25.00 BURNING-RESIDENTIAL FIRE
FIRE 250.00 FIRE ALARM AND DETECTION SYSTEMS-NEW INSTALATION
FIRE 500.00 FIRE ALARM AND DETECTION SYSTEMS-NEW INSTALATION
FIRE 250.00 FIRE ALARM AND DETECTION SYSTEMS-NEW INSTALATION
FIRE 250.00 FIRE ALARM AND DETECTION SYSTEMS-NEW INSTALATION
FIRE 150.00 FIRE ALARM AND DETECTION SYSTEMS-MODIFICATION
FIRE 250.00 FIRE ALARM AND DETECTION SYSTEMS-MODIFICATION
FIRE 150.00 FIRE ALARM AND DETECTION SYSTEMS-MONITORING SYSTEM
FIRE 100.00 FIRE APPARATUS ACCESS
FIRE 50.00 FIRE APPARATUS ACCESS
FIRE 75.00 FIRE APPARATUS ACCESS-ANNUAL INSPECTION
FIRE 250.00 FIREWORKS AND PYROTECHNICS DISPLAY/SHOW
FIRE 200.00 FLAMMABLE AND COMBUSTIBLE LIQUIDS
FIRE 100.00 FLAMMABLE AND COMBUSTIBLE LIQUIDS
364
FIRE 75.00 FLAMMABLE AND COMBUSTIBLE LIQUIDS-ANNUAL INSPECTION
FIRE 100/hr HAZARDOUS MATERIALS
FIRE 100/hr HAZARDOUS MATERIALS
FIRE 150.00 HAZARDOUS MATERIALS-ANNUAL INSPECTION
FIRE 150.00 LP-GAS INSTALLATION
FIRE 75.00 LP-GAS ANNUAL INSPECTION
FIRE 150.00 TENTS AND MEMBRANE STRUCTURES-SINGLE TENT
FIRE 50.00 TENTS AND MEMBRANE STRUCTURES-EACH ADDITIONAL TENT
FIRE 125.00 MOBILE FOOD VENDOR FEE
FIRE 75.00 OTHER OPERATIONAL PERMITS-IFC
FIRE 75/hr OTHER OPERATIONAL PERMITS-IFC
FIRE 150.00 OTHER CONSTRUCTION PERMITS-IFC
FIRE 75.00 BUSINESS INSPECTION-SECOND RE-INSPECTION DUE TO NON-COMPLIANCE
FIRE 150.00 BUSINESS INSPECTION-3RD RE-INSPECTION DUE TO NON-COMPLIANCE
FIRE 150.00 BUSINESS INSPECTION-RE-INSPECTION-RESTORE BUSINESS OPERATION
FIRE 100.00 CERTIFICATE OF OCCUPANCY INSPECTION
FIRE 75.00 CERTIFICATE OF OCCUPANCY INSPECTION
FIRE 75.00 CERTIFICATE OF OCCUPANCY INSPECTION
FIRE 150.00 CODE CONSULTATION
FIRE 75.00 CODE CONSULTATION-FOLLOW UP
FIRE 75.00 CONSTRUCTION INSPECTION-1ST RE-INSPECTION
FIRE 150.00 CONSTRUCTION INSPECTION-2ND RE-INSPECTION
FIRE 150.00 CONSTRUCTION DOCUMENT REVIEW-EACH DEVELOPMENT
FIRE 75.00 CONSTRUCTION DOCUMENT REVIEW-EACH SEPARATELY SUBMITTED UNIT
FIRE 200.00 CONSTRUCTION DOCUMENT REVIEW-NEW BUILDING
FIRE 200.00 CONSTRUCTION DOCUMENT REVIEW-NEW BUILDING
FIRE 75.00 CONSTRUCTION DOCUMENT REVIEW-NEW BUILDING
FIRE 100.00 CONSTRUCTION DOCUMENT REVIEW-BUILDING CONS/TENANT IMP/LANDLORD IMP
FIRE 100.00 CONSTRUCTION DOCUMENT REVIEW-BUILDING CONS/TENANT IMP/LANDLORD IMP
FIRE 75.00 CONSTRUCTION DOCUMENT REVIEW-BUILDING CONS/TENANT IMP/LANDLORD IMP
FIRE 75.00 LICENSED INSPECTION/RE-INSPECTION-CARE CENTER/NURSING HOME/HOSPITAL
FIRE 75.00 LICENSED INSPECTION/RE-INSPECTION-CARE CENTER/NURSING HOME/HOSPITAL
FIRE 300.00%EXPEDITED PERMIT/PLAN REVIEW
FIRE 150.00 FIRE ALARM RESPONSE
FIRE 1,000.00 FIRE ALARM RESPONSE
FIRE 500.00 FIRE ALARM RESPONSE
FIRE 75/hr FIRE WATCH/STANDBY-FIRE CODE OFFICIAL
FIRE 75/hr INSPECTION AFTER BUSINESS HOURS
FIRE 150.00 INSPECTION NO-SHOW
FIRE 500.00%WORK WITHOUT APPROVED PERMIT
FRANCHISE FEE 0.88 TELEPHONE
FRANCHISE FEE 2.97 TELEPHONE
FRANCHISE FEE 5.89 TELEPHONE
FRANCHISE FEE 4% of Gross
Revenues TXU GAS
FRANCHISE FEE 5% of Gross
Revenues ATMOS ENERGY GAS
FRANCHISE FEE 3% of Gross
Revenues TXU ELECTRIC
FRANCHISE FEE 4% of Gross
Revenues ONCOR ELECTRIC
FRANCHISE FEE 2% of Gross
Revenues PEC ELECTRIC
FRANCHISE FEE 1% of Gross
Revenues SUDDENLINK PEG
FRANCHISE FEE 5% of Gross
Revenues SUDDENLINK CABLE (CEBRIDGE ACQUISITION)
FRANCHISE FEE VARY TDS
GIS 20.00 PRINTED WALL MAP
GIS 200.00 CONSTRUCTION SPECS
GUS N/A SIP FEES-LAREDO
GUS N/A SIP FEES-OAKS SG
GUS N/A SIP FEES-KASPER_SEWMUD
GUS N/A SIP FEES-CIMARRON HILLS
GUS N/A SIP FEES-ESCALARA DEV
GUS 3.10 per year
per pole POLE RENTAL
GUS 350.00 WATER METER CONNECTIONS-3/4"-INSIDE CITY LIMITS
GUS 500.00 WATER METER CONNECTIONS-3/4"-OUTSIDE CITY LIMITS
GUS 500.00 WATER METER CONNECTIONS-1"-INSIDE CITY LIMITS
GUS 650.00 WATER METER CONNECTIONS-1"-OUTSIDE CITY LIMITS
GUS 650.00 WATER METER CONNECTIONS-1 1/2"-INSIDE CITY LIMITS
GUS 800.00 WATER METER CONNECTIONS-1 1/2"-OUTSIDE CITY LIMITS
GUS 950.00 WATER METER CONNECTIONS-2"-INSIDE CITY LIMITS
GUS 1,100.00 WATER METER CONNECTIONS-2"-OUTSIDE CITY LIMITS
GUS 50.00 WATER METER CONNECTIONS->2"-INSIDE CITY LIMITS
GUS 200.00 WATER METER CONNECTIONS->2"-OUTSIDE CITY LIMITS
GUS 500.00 WATER ENGINEERING AND INSPECTION FEE-SINGLE FAMILY
GUS 250.00 WATER ENGINEERING AND INSPECTION FEE-MULTI FAMILY
GUS .20/SQ FT WATER ENGINEERING AND INSPECTION FEE-COMMERCIAL FAMILY
365
GUS 9.00 SOLID WASTE DOSPOSAL- EXTRA CART- TRASH OR RECYCLE
GUS 9.00 SOLID WASTE DOSPOSAL- EXTRA CART- TRASH OR RECYCLE
GUS 5.00 SOLID WASTE DOSPOSAL- ADDITIONAL TRASH SERVICE- STICKER
GUS 5.00 SOLID WASTE DOSPOSAL- ADDITIONAL TRASH SERVICE- STICKER
GUS 5.00 SOLID WASTE DOSPOSAL- ADDITIONAL YARD TRIMMING- STICKER
GUS 28.00 SOLID WASTE DOSPOSAL- ADDITIONAL BULKY WASTE COLLECTION- $ EACH
GUS 28.00 SOLID WASTE DOSPOSAL- ADDITIONAL BULKY WASTE COLLECTION- $ EACH
GUS 28.00 SOLID WASTE DOSPOSAL- OVERSIZED BULKY WASTE COLLECTION- PER CY
GUS 28.00 SOLID WASTE DOSPOSAL- OVERSIZED BULKY WASTE COLLECTION- PER CY
GUS NO CHARGE SOLID WASTE DOSPOSAL- 1st CART EXCHANGE FEE
GUS 34 EACH SOLID WASTE DOSPOSAL- 2nd AND SUBSEQUANT CART EXCHANGE FEE
GUS 28.20 COMMERCIAL SOLID WASTE SERVICES- 1 PICK UP PER WEEK FOR 1 CAN
GUS 56.40 COMMERCIAL SOLID WASTE SERVICES- 1 PICK UP PER WEEK FOR 2 CANS
GUS 84.60 COMMERCIAL SOLID WASTE SERVICES- 1 PICK UP PER WEEK FOR 3 CANS
GUS 112.80 COMMERCIAL SOLID WASTE SERVICES- 1 PICK UP PER WEEK FOR 4 CANS
GUS 141.00 COMMERCIAL SOLID WASTE SERVICES- 1 PICK UP PER WEEK FOR 5 CANS
GUS 56.40 COMMERCIAL SOLID WASTE SERVICES- 2 PICK UPS PER WEEK FOR 1 CAN
GUS 112.80 COMMERCIAL SOLID WASTE SERVICES- 2 PICK UPS PER WEEK FOR 2 CANS
GUS 169.20 COMMERCIAL SOLID WASTE SERVICES- 2 PICK UPS PER WEEK FOR 3 CANS
GUS 225.60 COMMERCIAL SOLID WASTE SERVICES- 2 PICK UPS PER WEEK FOR 4 CANS
GUS 282.00 COMMERCIAL SOLID WASTE SERVICES- 2 PICK UPS PER WEEK FOR 5 CANS
GUS 84.60 COMMERCIAL SOLID WASTE SERVICES- 3 PICK UPS PER WEEK FOR 1 CAN
GUS 169.20 COMMERCIAL SOLID WASTE SERVICES- 3 PICK UPS PER WEEK FOR 2 CANS
GUS 253.80 COMMERCIAL SOLID WASTE SERVICES- 3 PICK UPS PER WEEK FOR 3 CANS
GUS 338.40 COMMERCIAL SOLID WASTE SERVICES- 3 PICK UPS PER WEEK FOR 4 CANS
GUS 423.00 COMMERCIAL SOLID WASTE SERVICES- 3 PICK UPS PER WEEK FOR 5 CANS
GUS 112.80 COMMERCIAL SOLID WASTE SERVICES- 4 PICK UPS PER WEEK FOR 1 CAN
GUS 225.60 COMMERCIAL SOLID WASTE SERVICES- 4 PICK UPS PER WEEK FOR 2 CANS
GUS 338.40 COMMERCIAL SOLID WASTE SERVICES- 4 PICK UPS PER WEEK FOR 3 CANS
GUS 451.20 COMMERCIAL SOLID WASTE SERVICES- 4 PICK UPS PER WEEK FOR 4 CANS
GUS 564.00 COMMERCIAL SOLID WASTE SERVICES- 4 PICK UPS PER WEEK FOR 5 CANS
GUS 141.00 COMMERCIAL SOLID WASTE SERVICES- 5 PICK UPS PER WEEK FOR 1 CAN
GUS 282.00 COMMERCIAL SOLID WASTE SERVICES- 5 PICK UPS PER WEEK FOR 2 CANS
GUS 423.00 COMMERCIAL SOLID WASTE SERVICES- 5 PICK UPS PER WEEK FOR 3 CANS
GUS 564.00 COMMERCIAL SOLID WASTE SERVICES- 5 PICK UPS PER WEEK FOR 4 CANS
GUS 705.00 COMMERCIAL SOLID WASTE SERVICES- 5 PICK UPS PER WEEK FOR 5 CANS
GUS 23.90 COMMERCIAL RECYCLING CART- 1 PICK UP PER WEEK FOR 1 CAN
GUS 47.80 COMMERCIAL RECYCLING CART- 1 PICK UP PER WEEK FOR 2 CANS
GUS 71.70 COMMERCIAL RECYCLING CART- 1 PICK UP PER WEEK FOR 3 CANS
GUS 95.60 COMMERCIAL RECYCLING CART- 1 PICK UP PER WEEK FOR 4 CANS
GUS 119.50 COMMERCIAL RECYCLING CART- 1 PICK UP PER WEEK FOR 5 CANS
GUS 59.50 COMMERCIAL RECYCLING CART- 2 PICK UPS PER WEEK FOR 1 CAN
GUS 119.00 COMMERCIAL RECYCLING CART- 2 PICK UPS PER WEEK FOR 2 CANS
GUS 178.50 COMMERCIAL RECYCLING CART- 2 PICK UPS PER WEEK FOR 3 CANS
GUS 238.00 COMMERCIAL RECYCLING CART- 2 PICK UPS PER WEEK FOR 4 CANS
GUS 297.50 COMMERCIAL RECYCLING CART- 2 PICK UPS PER WEEK FOR 5 CANS
GUS 96.25 COMMERCIAL RECYCLING CART- 3 PICK UPS PER WEEK FOR 1 CAN
GUS 192.50 COMMERCIAL RECYCLING CART- 3 PICK UPS PER WEEK FOR 2 CANS
GUS 288.75 COMMERCIAL RECYCLING CART- 3 PICK UPS PER WEEK FOR 3 CANS
GUS 385.00 COMMERCIAL RECYCLING CART- 3 PICK UPS PER WEEK FOR 4 CANS
GUS 481.25 COMMERCIAL RECYCLING CART- 3 PICK UPS PER WEEK FOR 5 CANS
GUS 133.00 COMMERCIAL RECYCLING CART- 4 PICK UPS PER WEEK FOR 1 CAN
GUS 266.00 COMMERCIAL RECYCLING CART- 4 PICK UPS PER WEEK FOR 2 CANS
GUS 399.00 COMMERCIAL RECYCLING CART- 4 PICK UPS PER WEEK FOR 3 CANS
GUS 532.00 COMMERCIAL RECYCLING CART- 4 PICK UPS PER WEEK FOR 4 CANS
GUS 665.00 COMMERCIAL RECYCLING CART- 4 PICK UPS PER WEEK FOR 5 CANS
GUS 181.55 COMMERCIAL RECYCLING CART- 5 PICK UPS PER WEEK FOR 1 CAN
GUS 363.10 COMMERCIAL RECYCLING CART- 5 PICK UPS PER WEEK FOR 2 CANS
GUS 544.65 COMMERCIAL RECYCLING CART 5 PICK UPS PER WEEK FOR 3 CANS
GUS 726.20 COMMERCIAL RECYCLING CART- 5 PICK UPS PER WEEK FOR 4 CANS
GUS 907.75 COMMERCIAL RECYCLING CART- 5 PICK UPS PER WEEK FOR 5 CANS
GUS 12.55 COMMERCIAL RECYCLING CART
GUS 80.65 COMMERCIAL CONTAINER- 1 PICK UP PER WEEK FOR A 2 CY
GUS 90.80 COMMERCIAL CONTAINER- 1 PICK UP PER WEEK FOR A 3 CY
GUS 102.00 COMMERCIAL CONTAINER- 1 PICK UP PER WEEK FOR A 4 CY
GUS 123.25 COMMERCIAL CONTAINER- 1 PICK UP PER WEEK FOR A 6 CY
GUS 143.50 COMMERCIAL CONTAINER- 1 PICK UP PER WEEK FOR A 8 CY
GUS 164.80 COMMERCIAL CONTAINER- 1 PICK UP PER WEEK FOR A 10 CY
GUS 160.30 COMMERCIAL CONTAINER- 2 PICK UPS PER WEEK FOR A 2 CY
GUS 180.25 COMMERCIAL CONTAINER- 2 PICK UPS PER WEEK FOR A 3 CY
GUS 202.80 COMMERCIAL CONTAINER- 2 PICK UPS PER WEEK FOR A 4 CY
GUS 244.35 COMMERCIAL CONTAINER- 2 PICK UPS PER WEEK FOR A 6 CY
GUS 284.85 COMMERCIAL CONTAINER- 2 PICK UPS PER WEEK FOR A 8 CY
GUS 326.40 COMMERCIAL CONTAINER- 2 PICK UPS PER WEEK FOR A 10 CY
GUS 240.85 COMMERCIAL CONTAINER- 3 PICK UPS PER WEEK FOR A 2 CY
GUS 270.20 COMMERCIAL CONTAINER- 3 PICK UPS PER WEEK FOR A 3 CY
GUS 302.70 COMMERCIAL CONTAINER- 3 PICK UPS PER WEEK FOR A 4 CY
GUS 365.50 COMMERCIAL CONTAINER- 3 PICK UPS PER WEEK FOR A 6 CY
GUS 426.25 COMMERCIAL CONTAINER- 3 PICK UPS PER WEEK FOR A 8 CY
GUS 489.05 COMMERCIAL CONTAINER- 3 PICK UPS PER WEEK FOR A 10 CY
GUS 320.50 COMMERCIAL CONTAINER- 4 PICK UPS PER WEEK FOR A 2 CY
GUS 360.00 COMMERCIAL CONTAINER- 4 PICK UPS PER WEEK FOR A 3 CY
366
GUS 402.50 COMMERCIAL CONTAINER- 4 PICK UPS PER WEEK FOR A 4 CY
GUS 486.60 COMMERCIAL CONTAINER- 4 PICK UPS PER WEEK FOR A 6 CY
GUS 566.60 COMMERCIAL CONTAINER- 4 PICK UPS PER WEEK FOR A 8 CY
GUS 650.70 COMMERCIAL CONTAINER- 4 PICK UPS PER WEEK FOR A 10 CY
GUS 401.05 COMMERCIAL CONTAINER- 5 PICK UPS PER WEEK FOR A 2 CY
GUS 448.65 COMMERCIAL CONTAINER- 5 PICK UPS PER WEEK FOR A 3 CY
GUS 503.35 COMMERCIAL CONTAINER- 5 PICK UPS PER WEEK FOR A 4 CY
GUS 607.75 COMMERCIAL CONTAINER- 5 PICK UPS PER WEEK FOR A 6 CY
GUS 707.90 COMMERCIAL CONTAINER- 5 PICK UPS PER WEEK FOR A 8 CY
GUS 812.30 COMMERCIAL CONTAINER- 5 PICK UPS PER WEEK FOR A 10 CY
GUS 480.70 COMMERCIAL CONTAINER- 6 PICK UPS PER WEEK FOR A 2 CY
GUS 538.35 COMMERCIAL CONTAINER- 6 PICK UPS PER WEEK FOR A 3 CY
GUS 603.25 COMMERCIAL CONTAINER- 6 PICK UPS PER WEEK FOR A 4 CY
GUS 728.80 COMMERCIAL CONTAINER- 6 PICK UPS PER WEEK FOR A 6 CY
GUS 849.35 COMMERCIAL CONTAINER- 6 PICK UPS PER WEEK FOR A 8 CY
GUS 974.90 COMMERCIAL CONTAINER- 6 PICK UPS PER WEEK FOR A 10 CY
GUS 570.55 COMMERCIAL CONTAINER- 7 PICK UPS PER WEEK FOR A 2 CY
GUS 637.30 COMMERCIAL CONTAINER- 7 PICK UPS PER WEEK FOR A 3 CY
GUS 711.30 COMMERCIAL CONTAINER- 7 PICK UPS PER WEEK FOR A 4 CY
GUS 863.30 COMMERCIAL CONTAINER- 7 PICK UPS PER WEEK FOR A 6 CY
GUS 1,010.20 COMMERCIAL CONTAINER- 7 PICK UPS PER WEEK FOR A 8 CY
GUS 1,159.20 COMMERCIAL CONTAINER- 7 PICK UPS PER WEEK FOR A 10 CY
GUS 77.90 COMMERCIAL RECYCLING- 1 PICK UP PER WEEK FOR A 2 CY
GUS 87.70 COMMERCIAL RECYCLING- 1 PICK UP PER WEEK FOR A 3 CY
GUS 98.60 COMMERCIAL RECYCLING- 1 PICK UP PER WEEK FOR A 4 CY
GUS 119.20 COMMERCIAL RECYCLING- 1 PICK UP PER WEEK FOR A 6 CY
GUS 138.75 COMMERCIAL RECYCLING- 1 PICK UP PER WEEK FOR A 8 CY
GUS 159.35 COMMERCIAL RECYCLING- 1 PICK UP PER WEEK FOR A 10 CY
GUS 154.90 COMMERCIAL RECYCLING- 2 PICK UPS PER WEEK FOR A 2 CY
GUS 174.10 COMMERCIAL RECYCLING- 2 PICK UPS PER WEEK FOR A 3 CY
GUS 196.05 COMMERCIAL RECYCLING- 2 PICK UPS PER WEEK FOR A 4 CY
GUS 236.20 COMMERCIAL RECYCLING- 2 PICK UPS PER WEEK FOR A 6 CY
GUS 275.30 COMMERCIAL RECYCLING- 2 PICK UPS PER WEEK FOR A 8 CY
GUS 321.55 COMMERCIAL RECYCLING- 2 PICK UPS PER WEEK FOR A 10 CY
GUS 232.70 COMMERCIAL RECYCLING- 3 PICK UPS PER WEEK FOR A 2 CY
GUS 261.05 COMMERCIAL RECYCLING- 3 PICK UPS PER WEEK FOR A 3 CY
GUS 292.50 COMMERCIAL RECYCLING- 3 PICK UPS PER WEEK FOR A 4 CY
GUS 353.30 COMMERCIAL RECYCLING- 3 PICK UPS PER WEEK FOR A 6 CY
GUS 411.95 COMMERCIAL RECYCLING- 3 PICK UPS PER WEEK FOR A 8 CY
GUS 472.70 COMMERCIAL RECYCLING- 3 PICK UPS PER WEEK FOR A 10 CY
GUS 309.55 COMMERCIAL RECYCLING- 4 PICK UPS PER WEEK FOR A 2 CY
GUS 346.75 COMMERCIAL RECYCLING- 4 PICK UPS PER WEEK FOR A 3 CY
GUS 388.90 COMMERCIAL RECYCLING- 4 PICK UPS PER WEEK FOR A 4 CY
GUS 470.25 COMMERCIAL RECYCLING- 4 PICK UPS PER WEEK FOR A 6 CY
GUS 547.55 COMMERCIAL RECYCLING- 4 PICK UPS PER WEEK FOR A 8 CY
GUS 628.90 COMMERCIAL RECYCLING- 4 PICK UPS PER WEEK FOR A 10 CY
GUS 387.45 COMMERCIAL RECYCLING- 5 PICK UPS PER WEEK FOR A 2 CY
GUS 433.35 COMMERCIAL RECYCLING- 5 PICK UPS PER WEEK FOR A 3 CY
GUS 486.40 COMMERCIAL RECYCLING- 5 PICK UPS PER WEEK FOR A 4 CY
GUS 587.35 COMMERCIAL RECYCLING- 5 PICK UPS PER WEEK FOR A 6 CY
GUS 684.10 COMMERCIAL RECYCLING- 5 PICK UPS PER WEEK FOR A 8 CY
GUS 785.05 COMMERCIAL RECYCLING- 5 PICK UPS PER WEEK FOR A 10 CY
GUS 464.40 COMMERCIAL RECYCLING- 6 PICK UPS PER WEEK FOR A 2 CY
GUS 520.00 COMMERCIAL RECYCLING- 6 PICK UPS PER WEEK FOR A 3 CY
GUS 582.85 COMMERCIAL RECYCLING- 6 PICK UPS PER WEEK FOR A 4 CY
GUS 704.35 COMMERCIAL RECYCLING- 6 PICK UPS PER WEEK FOR A 6 CY
GUS 820.75 COMMERCIAL RECYCLING- 6 PICK UPS PER WEEK FOR A 8 CY
GUS 942.25 COMMERCIAL RECYCLING- 6 PICK UPS PER WEEK FOR A 10 CY
GUS 551.55 COMMERCIAL RECYCLING- 7 PICK UPS PER WEEK FOR A 2 CY
GUS 615.90 COMMERCIAL RECYCLING- 7 PICK UPS PER WEEK FOR A 3 CY
GUS 687.50 COMMERCIAL RECYCLING- 7 PICK UPS PER WEEK FOR A 4 CY
GUS 834.75 COMMERCIAL RECYCLING- 7 PICK UPS PER WEEK FOR A 6 CY
GUS 976.85 COMMERCIAL RECYCLING- 7 PICK UPS PER WEEK FOR A 8 CY
GUS 1,121.10 COMMERCIAL RECYCLING- 7 PICK UPS PER WEEK FOR A 10 CY
GUS 96.00 COMMERCIAL- ADDITIONAL SERVICES- LOCKING DEVISE (INSTALATION)
GUS 23.00 COMMERCIAL- ADDITIONAL SERVICES- LOCKING DEVISE
GUS 34.00 COMMERCIAL- ADDITIONAL SERVICES- CASTERS (FOR NON-RESIDENTIAL CONTAINERS
GUS 58.00 UNSCHEDULED EXTRA PICKUPS- 2 CY
GUS 73.00 UNSCHEDULED EXTRA PICKUPS- 3 CY
GUS 80.00 UNSCHEDULED EXTRA PICKUPS- 4 CY
GUS 86.00 UNSCHEDULED EXTRA PICKUPS- 6 CY
GUS 94.00 UNSCHEDULED EXTRA PICKUPS- 8 CY
GUS 123.00 UNSCHEDULED EXTRA PICKUPS- 10 CY
GUS 300.00 SEWER TAP RATES (INSIDE CITY)- 4 INCH TAP
GUS 450.00 SEWER TAP RATES (INSIDE CITY)- 6 INCH TAP
GUS 650.00 SEWER TAP RATES (INSIDE CITY)- 8 INCH TAP
GUS
$50 PER TAP
PLUS
MATERIALS
AND LABOR SEWER TAP RATES (INSIDE CITY)- ABOVE 8 INCH TAP
GUS 500.00 SEWER TAP ENGINEERING AND INSPECTION FEE (INSIDE CITY)- SINGLE FAMILY
GUS 250.00 SEWER TAP ENGINEERING AND INSPECTION FEE (INSIDE CITY)- MULTI-FAMILY (2 OR MORE UNITS)
367
GUS 0.06 SEWER TAP ENGINEERING AND INSPECTION FEE (INSIDE CITY)- COMMERCIAL
GUS 0.10 SEWER TAP ENGINEERING AND INSPECTION FEE (INSIDE CITY)- INDUSTRIAL
GUS 450.00 SEWER TAP RATES (OUTSIDE CITY)- 4 INCH TAP
GUS 600.00 SEWER TAP RATES (OUTSIDE CITY)- 6 INCH TAP
GUS 800.00 SEWER TAP RATES (OUTSIDE CITY)- 8 INCH TAP
GUS
$200 PLUS
ACTUAL COST
OF LABOR AND
MATERIALS SEWER TAP RATES (OUTSIDE CITY)- ABOVE 8 INCH TAP
GUS 500.00 SEWER TAP ENGINEERING AND INSPECTION FEE (OUTSIDE CITY)- SINGLE FAMILY
GUS 250.00 SEWER TAP ENGINEERING AND INSPECTION FEE (OUTSIDE CITY)- MULTI-FAMILY (2 OR MORE UNITS)
GUS 0.06 SEWER TAP ENGINEERING AND INSPECTION FEE (OUTSIDE CITY)- COMMERCIAL
GUS 0.10 SEWER TAP ENGINEERING AND INSPECTION FEE (OUTSIDE CITY)- INDUSTRIAL
GUS 60.00 TEMPORARY SERVICE
GUS 30.00 OTHER SERVICES- NEW ACCOUNT OR TRANSFER CHARGE
GUS 50.00 OTHER SERVICES- AFTER HOUR CONNECT/RECONNECT
GUS 75.00 OTHER SERVICES- CUSTOMER SERVICE PROCESSING FEE
GUS 150.00 DEPOSIT- RESIDENTIAL
GUS 150.00 DEPOSIT- NON RESIDENTIAL
GUS 300.00 DAMAGE, BYPASSING, CONNECTING, OR TAMPERING OF METERS
GUS 300.00 WASTEWATER CONNECTIONS-4"-INSIDE CITY LIMITS
GUS 450.00 WASTEWATER CONNECTIONS-4"-OUTSIDE CITY LIMITS
GUS 450.00 WASTEWATER CONNECTIONS-6"-INSIDE CITY LIMITS
GUS 600.00 WASTEWATER CONNECTIONS-6"-OUTSIDE CITY LIMITS
GUS 650.00 WASTEWATER CONNECTIONS-8"-INSIDE CITY LIMITS
GUS 800.00 WASTEWATER CONNECTIONS-8"-OUTSIDE CITY LIMITS
GUS 50.00 WASTEWATER CONNECTIONS->8"-INSIDE CITY LIMITS
GUS 50.00 WASTEWATER CONNECTIONS->8"-OUTSIDE CITY LIMITS
GUS 600.00 LIBERTY HILL WITH WESTERN DISTRICT
GUS 500.00 WASTEWATER ENGINEERING AND INSPECTION FEE-SINGLE FAMILY-PER DWELLING UNIT
GUS 250.00 WASTEWATER ENGINEERING AND INSPECTION FEE-MULTI FAMILY-PER DWELLING UNIT
GUS 60.00 WASTEWATER ENGINEERING AND INSPECTION FEE-LIBERTY HILL /W WESTERN DISTRICT
GUS .06 SQ FT WASTEWATER ENGINEERING AND INSPECTION FEE-COMMERCIAL
GUS .10 SQ FT WASTEWATER ENGINEERING AND INSPECTION FEE-INDUSTRIAL
GUS 400.00 ELECTRIC UTILITY CONNECT FEE-SINGLE PHASE-0-200 AMPS
GUS 600.00 ELECTRIC UTILITY CONNECT FEE-SINGLE PHASE-201-400 AMPS
GUS
COST OF
MATERIALS
AND LABOR ELECTRIC UTILITY CONNECT FEE-SINGLE PHASE->400 AMPS
GUS 1,550.00 ELECTRIC UTILITY CONNECT FEE-THREE PHASE-0-200 AMPS
GUS 2,500.00 ELECTRIC UTILITY CONNECT FEE-THREE PHASE-201-400 AMPS
GUS
COST OF
MATERIALS
AND LABOR ELECTRIC UTILITY CONNECT FEE-THREE PHASE->400 AMPS
GUS 4,616.31 WATER IMPACT FEE-5/8"
GUS 6,921.00 WATER IMPACT FEE-3/4"
GUS 11,537.31 WATER IMPACT FEE-1"
GUS 23,067.69 WATER IMPACT FEE-1 1/2"
GUS 46,142.31 WATER IMPACT FEE-2"
GUS 110,736.00 WATER IMPACT FEE-3"
GUS 193,788.00 WATER IMPACT FEE-4"
GUS 424,485.69 WATER IMPACT FEE-6"
GUS 738,242.31 WATER IMPACT FEE-8"
GUS 2,077.71 WASTEWATER IMPACT FEE-5/8"
GUS 3,115.00 WASTEWATER IMPACT FEE-3/4"
GUS 5,192.71 WASTEWATER IMPACT FEE-1"
GUS 10,382.30 WASTEWATER IMPACT FEE-1 1/2"
GUS 20,767.71 WASTEWATER IMPACT FEE-2"
GUS 49,840.00 WASTEWATER IMPACT FEE-3"
GUS 87,220.00 WASTEWATER IMPACT FEE-4"
GUS 191,052.30 WASTEWATER IMPACT FEE-6"
GUS 332,267.71 WASTEWATER IMPACT FEE-8"
GUS 2,900.12 SOUTH FORK WASTEWATER IMPACT FEE-5/8"
GUS 4,348.00 SOUTH FORK WASTEWATER IMPACT FEE-3/4"
GUS 7,248.12 SOUTH FORK WASTEWATER IMPACT FEE-1"
GUS 14,491.88 SOUTH FORK WASTEWATER IMPACT FEE-1 1/2"
GUS 28,988.12 SOUTH FORK WASTEWATER IMPACT FEE-2"
GUS 69,568.00 SOUTH FORK WASTEWATER IMPACT FEE-3"
GUS 121,744.00 SOUTH FORK WASTEWATER IMPACT FEE-4"
GUS 266,675.88 SOUTH FORK WASTEWATER IMPACT FEE-6"
GUS 462,788.12 SOUTH FORK WASTEWATER IMPACT FEE-8"
GUS VARY TAP FEE
INSPECTIONS 100.00 BUILDING PERMITS-NEW RESIDENTIAL-APPLICATION FEE
INSPECTIONS 250.00 BUILDING PERMITS-NEW RESIDENTIAL-PERMIT FEE
INSPECTIONS 300.00 BUILDING PERMITS-NEW RESIDENTIAL-PERMIT FEE
INSPECTIONS 450.00 BUILDING PERMITS-NEW RESIDENTIAL-PERMIT FEE
INSPECTIONS 1,650.00 BUILDING PERMITS-NEW RESIDENTIAL-PERMIT FEE
INSPECTIONS 25.00 BUILDING PERMITS-NEW RESIDENTIAL-TECH FEE
INSPECTIONS 35.00 RESIDENTIAL REMODEL/REPAIR/EXTENSION/ETC-PROJECT OVER 144 SQ FT + .05 SQ FT-APPLICATION FEE
INSPECTIONS 50.00 RESIDENTIAL REMODEL/REPAIR/EXTENSION/ETC-PROJECT OVER 144 SQ FT + .05 SQ FT-PERMIT FEE
INSPECTIONS 6.00 RESIDENTIAL REMODEL/REPAIR/EXTENSION/ETC-PROJECT OVER 144 SQ FT + .05 SQ FT-TECH FEE
368
INSPECTIONS 35.00 RESIDENTIAL REMODEL/REPAIR/EXTENSION/ETC-PROJECT UNDER 144 SQ FT-APPLICATION FEE
INSPECTIONS 0.00 RESIDENTIAL REMODEL/REPAIR/EXTENSION/ETC-PROJECT UNDER 144 SQ FT-PERMIT FEE
INSPECTIONS 6.00 RESIDENTIAL REMODEL/REPAIR/EXTENSION/ETC-PROJECT UNDER 144 SQ FT-TECH FEE
INSPECTIONS 25.00 RESIDENTIAL FENCES, WATER SOFTENERS, LAWN IRRIGATION-PERMIT FEE
INSPECTIONS 6.00 RESIDENTIAL FENCES, WATER SOFTENERS, LAWN IRRIGATION-TECH FEE
INSPECTIONS 35.00 RESIDENTIAL RE-ROOF/REPAIR-PERMIT FEE
INSPECTIONS 6.00 RESIDENTIAL RE-ROOF/REPAIR-TECH FEE
INSPECTIONS 65.00 RESIDENTIAL DEMOLITION PER STORY/STRUCTURE-PERMIT FEE
INSPECTIONS 6.00 RESIDENTIAL DEMOLITION PER STORY/STRUCTURE-TECH FEE
INSPECTIONS 55.00 RESIDENTIAL SWIMMING POOL-PERMIT FEE
INSPECTIONS 10.00 RESIDENTIAL SWIMMING POOL-TECH FEE
INSPECTIONS 100.00 RESIDENTIAL NEW APPROACH, CURB CUT, 2ND DRIVEWAY-PERMIT FEE
INSPECTIONS 6.00 RESIDENTIAL NEW APPROACH, CURB CUT, 2ND DRIVEWAY-TECH FEE
INSPECTIONS 100.00 BUILDING PERMITS-NEW COMMERCIAL-APPLICATION FEE
INSPECTIONS 250.00 BUILDING PERMITS-NEW COMMERCIAL-PERMIT FEE
INSPECTIONS 350.00 BUILDING PERMITS-NEW COMMERCIAL-PERMIT FEE
INSPECTIONS 460.00 BUILDING PERMITS-NEW COMMERCIAL-PERMIT FEE
INSPECTIONS 1,660.00 BUILDING PERMITS-NEW COMMERCIAL-PERMIT FEE
INSPECTIONS 50.00 BUILDING PERMITS-NEW COMMERCIAL-TECH FEE
INSPECTIONS 75.00 COMMERCIAL REMODEL, ALTERATION, ADDITION-APPLICATION FEE
INSPECTIONS 175.00 COMMERCIAL REMODEL, ALTERATION, ADDITION-PERMIT FEE
INSPECTIONS 15.00 COMMERCIAL REMODEL, ALTERATION, ADDITION-TECH FEE
INSPECTIONS 80.00 COMMERCIAL CERTIFICATE OF OCCUPANCY
INSPECTIONS 6.00 COMMERCIAL CERTIFICATE OF OCCUPANCY
INSPECTIONS 115.00 COMMERCIAL DEMOLITION PER STORY-PERMIT FEE
INSPECTIONS 6.00 COMMERCIAL DEMOLITION PER STORY-TECH FEE
INSPECTIONS 100.00 COMMERCIAL TEMP USE PERMIT-PERMIT FEE
INSPECTIONS 10.00 COMMERCIAL TEMP USE PERMIT-TECH FEE
INSPECTIONS 95.00 COMMERCIAL SWIMMING POOL OR SPA-PERMIT FEE
INSPECTIONS 10.00 COMMERCIAL SWIMMING POOL OR SPA-TECH FEE
INSPECTIONS 75.00 COMMERCIAL SIGNS-PERMANENT-PERMIT FEE
INSPECTIONS 6.00 COMMERCIAL SIGNS-PERMANENT-TECH FEE
INSPECTIONS 75.00 COMMERCIAL SIGNS-TEMPORARY/BANNERS-PERMIT FEE
INSPECTIONS 6.00 COMMERCIAL SIGNS-TEMPORARY/BANNERS-TECH FEE
INSPECTIONS 25.00 COMMERCIAL SIGNS-TEMPORARY/EVENTS ONLY-PERMIT FEE
INSPECTIONS 6.00 COMMERCIAL SIGNS-TEMPORARY/EVENTS ONLY-TECH FEE
INSPECTIONS 75.00 UTILITY APPLICATION FEE-NEW UTILITY OUTSIDE THE ETJ
INSPECTIONS 35.00 INDIVIDUAL TRADE/SUB-CONTRACTOR PERMITS (ELECTRICAL/HVAC/PLUMBING)-PERMIT FEE
INSPECTIONS 6.00 INDIVIDUAL TRADE/SUB-CONTRACTOR PERMITS (ELECTRICAL/HVAC/PLUMBING)-TECH FEE
INSPECTIONS 150.00 INDIVIDUAL TRADE/SUB-CONTRACTOR PERMITS (ELECTRICAL/HVAC/PLUMBING)-PERMIT FEE-IN ETJ
INSPECTIONS 10.00 INDIVIDUAL TRADE/SUB-CONTRACTOR PERMITS (ELECTRICAL/HVAC/PLUMBING)-TECH FEE-IN ETJ
INSPECTIONS 100.00 FLOOD PLAIN REVIEW-PERMIT FEE
INSPECTIONS 10.00 FLOOD PLAIN REVIEW-TECH FEE
INSPECTIONS 100.00 NOISE WAIVER-PERMIT FEE
INSPECTIONS 6.00 NOISE WAIVER-TECH FEE
INSPECTIONS 90.00 MOVING A BUILDING-PERMIT FEE
INSPECTIONS 10.00 MOVING A BUILDING-TECH FEE
INSPECTIONS 250.00 BUILDING STANDARDS COMMISSION-VARIANCE OR APPEAL TO THE BUILDING CODE-PERMIT FEE
INSPECTIONS 15.00 BUILDING STANDARDS COMMISSION-VARIANCE OR APPEAL TO THE BUILDING CODE-TECH FEE
INSPECTIONS 35.00 PHOTOVOLTAIC/SOLAR PANELS-APPLICATION FEE
INSPECTIONS 245.00 PHOTOVOLTAIC/SOLAR PANELS-PERMIT FEE
INSPECTIONS 6.00 PHOTOVOLTAIC/SOLAR PANELS-TECH FEE
INSPECTIONS 35.00 TEMP TENANT PROPERTY OWNER/LANDLORD
INSPECTIONS 6.00 TEMP TENANT PROPERTY OWNER/LANDLORD
INSPECTIONS 35.00 RESIDENTIAL RE-INSPECTION/TRIP CHARGE-1ST TIME
INSPECTIONS 70.00 RESIDENTIAL RE-INSPECTION/TRIP CHARGE-2ND TIME
INSPECTIONS 140.00 RESIDENTIAL RE-INSPECTION/TRIP CHARGE-3RD TIME
INSPECTIONS 50.00 PARKSIDE AND HIGHLANDS AT MAYFIELD TRIP CHARGE
INSPECTIONS 50.00 COMMERCIAL RE-INSPECTION/TRIP CHARGE-1ST TIME
INSPECTIONS 100.00 COMMERCIAL RE-INSPECTION/TRIP CHARGE-2ND TIME
INSPECTIONS 200.00 COMMERCIAL RE-INSPECTION/TRIP CHARGE-3RD TIME
INSPECTIONS 50.00 CERTIFICATE OF OCCUPANCY RE-INSPECTION
INSPECTIONS 0.00 COMMERCIAL CONSTRUCTION PLAN REVIEW-1ST AND 2ND TIME
INSPECTIONS 50.00 COMMERCIAL CONSTRUCTION PLAN REVIEW-3RD TIME
INSPECTIONS 75.00 COMMERCIAL CONSTRUCTION PLAN REVIEW-4TH TIME
INSPECTIONS 100.00 COMMERCIAL CONSTRUCTION PLAN REVIEW-5TH TIME
IT/GUS VARIES STREET NAME CHANGE
LEGAL NO CHARGE*OPEN RECORDS REQUESTS
LIBRARY 25.00 MEMBERSHIPS-NON-RESIDENTS
LIBRARY 20.00 MEMBERSHIPS-NON-RESIDENTS
LIBRARY 10.00 MEMBERSHIPS-NON-RESIDENTS
LIBRARY 5.00 MEMBERSHIPS-NON-RESIDENTS
LIBRARY 10.00 COPIES
LIBRARY 1.00 FAX
LIBRARY 0.50 FAX
LIBRARY 10/HR MEETING ROOM RENTAL-FRIENDS & HEWLETT ROOMS-NON-PROFIT/RESIDENT/COMMUNITY PROGAM
LIBRARY 50/HR MEETING ROOM RENTAL-FRIENDS & HEWLETT ROOMS-NON-RESIDENT/POLITICAL ORGANIZATIONS
LIBRARY 5/HR CLASSROOM-NON-PROFIT/RESIDENT/COMMUNITY PROGAM
LIBRARY 20/HR CLASSROOM-NON-RESIDENT/POLITICAL ORGANIZATIONS
LIBRARY 900.00 GRACE HERITAGE CENTER-WEDDING
369
LIBRARY 10/HR GRACE HERITAGE CENTER-MEETINGS-NON-PROFIT/RESIDENT/COMMUNITY PROGAM
LIBRARY 50/HR GRACE HERITAGE CENTER-MEETINGS-NON-RESIDENT/POLITICAL ORGANIZATIONS
LIBRARY 885.00 COFFEE SHOP RENTAL
MANAGEMENT
SERVICES 375.00 ALCOHOL LICENSE-MIXED BEVERAGE PERMIT 3RD
MANAGEMENT
SERVICES 750.00 ALCOHOL LICENSE-MIXED BEVERAGE PERMIT 3RD
MANAGEMENT
SERVICES 250.00 ALCOHOL LICENSE-PACKAGE STORE PERMIT
MANAGEMENT
SERVICES 500.00 ALCOHOL LICENSE-PACKAGE STORE PERMIT
MANAGEMENT
SERVICES 37.50 ALCOHOL LICENSE- BREWERY
MANAGEMENT
SERVICES 75.00 ALCOHOL LICENSE- BREWERY
MANAGEMENT
SERVICES 37.50 ALCOHOL LICENSE- WINERY
MANAGEMENT
SERVICES 75.00 ALCOHOL LICENSE- WINERY
MANAGEMENT
SERVICES 37.50 ALCOHOL LICENSE- DISTILLERY
MANAGEMENT
SERVICES 75.00 ALCOHOL LICENSE- DISTILLERY
MANAGEMENT
SERVICES 30.00 ALCOHOL LICENSE-BEER OFF PREMISE LICENSE
MANAGEMENT
SERVICES 60.00 ALCOHOL LICENSE-BEER OFF PREMISE LICENSE
MANAGEMENT
SERVICES 87.50 ALCOHOL LICENSE-WINE AND BEER RETAILER
MANAGEMENT
SERVICES 175.00 ALCOHOL LICENSE-WINE AND BEER RETAILER
MANAGEMENT
SERVICES 30.00 ALCOHOL LICENSE-WINE AND BEER OFF PREMISE
MANAGEMENT
SERVICES 60.00 ALCOHOL LICENSE-WINE AND BEER OFF PREMISE
MANAGEMENT
SERVICES 106.00 CARNIVALS, CIRCUSES, & OTHER EXHIBITIONS PERMIT
MANAGEMENT
SERVICES 10-200 UNLICENSED SALE OF ALCOHOLIC BEVERAGE
MANAGEMENT
SERVICES VARY RENT ON LAND
MANAGEMENT
SERVICES VARY RENT ON BUILDINGS
MUNICIPAL COURT 25.00 FAILURE TO APPEAR FEE
MUNICIPAL COURT 20.00 $20 ADMINISTRATIVE FEE
MUNICIPAL COURT 2.00 1999 JCPT INCREASE
MUNICIPAL COURT 9.90 ADMINISTRATIVE FEE (1)
MUNICIPAL COURT 5.00 ARREST FEE
MUNICIPAL COURT 30.00 BREATH ALCOHOL TESTING PROGRAM
MUNICIPAL COURT 25.00 CHILD SAFETY
MUNICIPAL COURT 10.00 CRIME JUSTICE PLANNING FUND- CJP2
MUNICIPAL COURT 15.00 COMP TO VICTIMS OF CRIME FUND
MUNICIPAL COURT 35.00 COMPENS TO VICTIMS OF CRIME FUND CVC-2
MUNICIPAL COURT 5.00 COMPREHENSIVE REHAB FUND
MUNICIPAL COURT 17.00 CONSOLODATED COURT COST- CCC
MUNICIPAL COURT 40.00 CONSOLODATED COURT COST- CCC-2
MUNICIPAL COURT 40.00 CONSOLODATED COURT FEES- CCC04
MUNICIPAL COURT 0.50 CORRECTIONAL MANAGEMENT
MUNICIPAL COURT 5.00 CRIMINAL JUSTICE PLANNING FUND
MUNICIPAL COURT 35.00 COMP TO VICTIMS OF CRIME FUND- CVC2
MUNICIPAL COURT 0.15 CHILD SAFETY SEAT
MUNICIPAL COURT 0.01 CIVIL JUSTICE FEE COURT
370
MUNICIPAL COURT 0.09 CIVIL JUSTICE FEE STATE
MUNICIPAL COURT 0.00 ADMIN DEFERREDD FEE (2)
MUNICIPAL COURT 10.00 DSC ADMIN FEE (1)
MUNICIPAL COURT 30.00 EXPUNCTION FEE
MUNICIPAL COURT 20.00 FAIL TO APPEAR FEE-STATE
MUNICIPAL COURT 10.00 FAIL TO APPEAR- LOCAL
MUNICIPAL COURT 0.00 FINE
MUNICIPAL COURT 5.00 FUGITIVE APPREHENSION
MUNICIPAL COURT 2.50 GENERAL REVENUE
MUNICIPAL COURT 2.00 INDIGENT DEFENSE FEE
MUNICIPAL COURT 5.40 JFCT2--2007
MUNICIPAL COURT 1.00 JUD CT&PERS TRNG FUND
MUNICIPAL COURT 0.60 JUDICIAL FEE- CITY
MUNICIPAL COURT 3.40 JUDICIAL SUPPORT FEE- STATE (JS)
MUNICIPAL COURT 3.00 JURY FEE FOR JT CASES
MUNICIPAL COURT 5.00 JUVENILE CASE MANAGER FEE
MUNICIPAL COURT 0.25 JOUVENILE CRIME AND DELIQUENCY- JDC
MUNICIPAL COURT 0.50 JOUVENILE CRIME AND DELIQUENCY- JDC2
MUNICIPAL COURT 1.00 LAW ENFORCEMENT OFC ADMINISTRATION
MUNICIPAL COURT 0.50 LAW ENFORCEMENT MANAGEMENT INSTITUTE
MUNICIPAL COURT 2.00 LAW ENFORCEMENT CONTINUING EDUCATION
MUNICIPAL COURT 0.00 MANUAL COLLECTION AGENCY FEE
MUNICIPAL COURT 75.00 OPERATORS AND CHAUFF LICENSE FUND
MUNICIPAL COURT 0.00 OVERPAYMENT/SHORTAGE
MUNICIPAL COURT 0.00 PARKING FINE
MUNICIPAL COURT 30.00 RETURN CHECK FEE
MUNICIPAL COURT 25.00 SCHOOL CROSSING GUARD 2
MUNICIPAL COURT 20.00 SCHOOL CROSSING GUARD PROGRAM
MUNICIPAL COURT 3.00 SECURITY FEE
MUNICIPAL COURT 0.00 SPECIAL EXPENSE FEE
MUNICIPAL COURT 25.00 SPECIAL WARRANT FEE
MUNICIPAL COURT 4.00 STATE JUROR FEE
MUNICIPAL COURT 30.00 STATE TRAFFIC FEE
MUNICIPAL COURT 35.00 SUMMONS CHARGE
MUNICIPAL COURT 4.00 TECHNOLOGY FEE
MUNICIPAL COURT 10.00 TEEN COURT ADMINISTRATIVE FEE
MUNICIPAL COURT 10.00 TEEN COURT/COMMUNITY SERVICE FEE
MUNICIPAL COURT 0.00 TEXAS SEAT BELT VIOLATION 09/01/01
MUNICIPAL COURT 3.00 TFC
MUNICIPAL COURT 10.00 TIME PAYMENT (LOCAL)
MUNICIPAL COURT 12.50 TIME PAYMENT (STATE)
371
MUNICIPAL COURT 2.50 TIME PAYMENT COURT LOCAL
MUNICIPAL COURT 1.00 TRUANCY PREVENTION FUND- CITY
MUNICIPAL COURT 1.00 TRUANCY PREVENTION FUND- STATE
MUNICIPAL COURT 0.00 WARRANT COLLECTION FEE- 30% OF MAX FINE, NO MAXIMUM
MUNICIPAL COURT 0.00 WARRANT COLLECTION FEE- 30% OF TOTAL DUE, NO MAXIMUM
MUNICIPAL COURT 50.00 WARRANT FEE
PARKS PARKLAND DEDICATION FEE
PARKS PARK DEVELOPMENT FEE
PARKS COLUMBARIUM FEE
PARKS 50 PAVILION AT SAN GABRIEL PARK; SYCAMORE
PARKS 65 PAVILION AT SAN GABRIEL PARK; SYCAMORE
PARKS 75 PAVILION AT SAN GABRIEL PARK; SYCAMORE
PARKS 95 PAVILION AT SAN GABRIEL PARK; SYCAMORE
PARKS 50 PAVILION AT SAN GABRIEL PARK; LIVE OAK
PARKS 65 PAVILION AT SAN GABRIEL PARK; LIVE OAK
PARKS 75 PAVILION AT SAN GABRIEL PARK; LIVE OAK
PARKS 95 PAVILION AT SAN GABRIEL PARK; LIVE OAK
PARKS 50 PAVILION AT SAN GABRIEL PARK; CYPRESS
PARKS 65 PAVILION AT SAN GABRIEL PARK; CYPRESS
PARKS 75 PAVILION AT SAN GABRIEL PARK; CYPRESS
PARKS 95 PAVILION AT SAN GABRIEL PARK; CYPRESS
PARKS 40 PAVILION AT SAN GABRIEL PARK; AREA 1
PARKS 50 PAVILION AT SAN GABRIEL PARK; AREA 1
PARKS 60 PAVILION AT SAN GABRIEL PARK; AREA 1
PARKS 75 PAVILION AT SAN GABRIEL PARK; AREA 1
PARKS 50 PAVILION AT SAN GABRIEL PARK; AREA FG
PARKS 65 PAVILION AT SAN GABRIEL PARK; AREA FG
PARKS 75 PAVILION AT SAN GABRIEL PARK; AREA FG
PARKS 95 PAVILION AT SAN GABRIEL PARK; AREA FG
PARKS 50 PAVILION AT RIVERY PARK; RIVERY
PARKS 65 PAVILION AT RIVERY PARK; RIVERY
PARKS 75 PAVILION AT RIVERY PARK; RIVERY
PARKS 95 PAVILION AT RIVERY PARK; RIVERY
PARKS 50 PAVILION AT SAN JOSE PARK; SAN JOSE
PARKS 75 PAVILION AT SAN JOSE PARK; SAN JOSE
PARKS 75 PAVILION AT SAN JOSE PARK; SAN JOSE
PARKS 95 PAVILION AT SAN JOSE PARK; SAN JOSE
PARKS 50 PAVILION AT CHAUTAUQUA PARK; CHAUTAUQUA
PARKS 65 PAVILION AT CHAUTAUQUA PARK; CHAUTAUQUA
PARKS 75 PAVILION AT CHAUTAUQUA PARK; CHAUTAUQUA
PARKS 95 PAVILION AT CHAUTAUQUA PARK; CHAUTAUQUA
PARKS 60 PAVILION AT BOOTY'S ROAD PARK; BOOTY'S
PARKS 75 PAVILION AT BOOTY'S ROAD PARK; BOOTY'S
PARKS 90 PAVILION AT BOOTY'S ROAD PARK; BOOTY'S
PARKS 115 PAVILION AT BOOTY'S ROAD PARK; BOOTY'S
PARKS 1200 COMMUNITY CENTER AT SAN GABRIEL PARK
PARKS 800 COMMUNITY CENTER AT SAN GABRIEL PARK
PARKS 550 COMMUNITY CENTER AT SAN GABRIEL PARK
PARKS 600 COMMUNITY CENTER AT SAN GABRIEL PARK
PARKS 500 COMMUNITY CENTER AT SAN GABRIEL PARK
PARKS 400 COMMUNITY CENTER AT SAN GABRIEL PARK
PARKS 250 COMMUNITY CENTER AT SAN GABRIEL PARK
PARKS 300 COMMUNITY CENTER AT SAN GABRIEL PARK
PARKS 15 COMMUNITY ROOM AT PARKS ADMIN
PARKS 12 COMMUNITY ROOM AT PARKS ADMIN
PARKS 25 COMMUNITY ROOM AT PARKS ADMIN
PARKS 200 COMMUNITY ROOM AT PARKS ADMIN
PARKS 10 CONFERENCE ROOM AT PARKS ADMIN
PARKS 80 CONFERENCE ROOM AT PARKS ADMIN
PARKS 15 CONFERENCE ROOM AT PARKS ADMIN
PARKS 120 CONFERENCE ROOM AT PARKS ADMIN
PARKS $8.00 Youth Beginner Tennis
PARKS $10.00 Youth Beginner Tennis
PARKS $8.00 Youth Intermediate Tennis
PARKS $10.00 Youth Intermediate Tennis
PARKS $10.00 Youth Advanced Tennis
PARKS $15.00 Youth Advanced Tennis
PARKS $10.00 GTC Elite
PARKS $15.00 GTC Elite
PARKS $4.00 Little Tennis
PARKS $6.00 Little Tennis
PARKS $10.00 Tournament Tough
PARKS $15.00 Tournament Tough
PARKS $10.00 Adult Monday Night Cardio
PARKS $15.00 Adult Monday Night Cardio
PARKS $10.00 Adult Beginner Tennis
372
PARKS $15.00 Adult Beginner Tennis
PARKS $15.00 Adult Intermediate Tennis
PARKS $20.00 Adult Intermediate Tennis
PARKS $10.00 Adlut Stroke Clinic
PARKS $15.00 Adult Stroke Clinic
PARKS $10.00 GTC Cardio Tennis
PARKS $15.00 GTC Cardio Tennis
PARKS $10.00 Team Drills 1.0 hr
PARKS $15.00 Team Drills 1.5 hr
PARKS $8 per court Tennis League Team Match Court fees
PARKS $2 per person
per hour Court Fees
PARKS $10 per hour Ball Machine
PARKS $4 per hour Ball Baskets
PARKS $30.00 Hit with a Pro - Adult 1 hour R
PARKS $35.00 Hit with a Pro - Adult 1 hour NR
PARKS $20.00 Hit with a Pro - Junior 1 hour R
PARKS $25.00 Hit with a Pro - Junior 1 hour NR
PARKS $15.00 Hit with a Pro - Adult 1/2 hour R
PARKS $20.00 Hit with a Pro - Adult 1/2 hour NR
PARKS $10.00 Hit with a Pro - Junior 1/2 hour R
PARKS $15.00 Hit with a Pro - Junior 1/2 hour NR
PARKS $50.00 Private tennis lesson - 1 hour Head Pro R
PARKS $60.00 Private tennis lesson - 1 hour Head Pro NR
PARKS $30.00 Private tennis lesson - 1/2 hr Head Pro R
PARKS $35.00 Private tennis lesson - 1/2 hr Head Pro NR
PARKS $40.00 Private tennis lesson 1 hr assistant pro R
PARKS $50.00 Private tennis lesson 1 hr assistant pro NR
PARKS $25.00 Private tennis lesson 1/2 assistant pro R
PARKS $30.00 Private tennis lesson 1/2 assistant pro NR
PARKS $25.00 Semi Private lesson 1 hour per person
PARKS $30.00 Semi Private lesson 1 hour per person
PARKS $20.00 Private group tennis lessons per person (3 people) R
PARKS $25.00 Private group tennis lessons per person (3 people) NR
PARKS $15.00 Private group tennis lesson per person (4 people) R
PARKS $20.00 Private group tennis lesson per person (4 people) NR
PARKS $10.00 Private group tennis lessons per person (5 people) R
PARKS $15.00 Private group tennis lessons per person (5 people) NR
PARKS $150.00 Tennis Center Annual Membership IINDIVIDUAL
PARKS $210.00 Tennis Center Annual Membership INDIVIDUAL
PARKS $75.00 Tennis Center Annual Membership YOUTH
PARKS $135.00 Tennis Center Annual Membership YOUTH
PARKS $240.00 Tennis Center Annual Membership FAMILY
PARKS $300.00 Tennis Center Annual Membership FAMILY
PARKS $125.00 Quarterly Tennis Center Membership FAMILY
PARKS $140.00 Quarterly Tennis Center Membership FAMILY
PARKS $290.00 COMBO Rec/Tennis Annual INDIVIDUAL
PARKS $350.00 COMBO Rec/Tennis Annual INDIVIDUAL
PARKS $145.00 COMBO Rec/Tennis Annual YOUTH
PARKS $205.00 COMBO Rec/Tennis Annual YOUTH
PARKS $145.00 COMBO Rec/Tennis Annual SENIOR
PARKS $205.00 COMBO Rec/Tennis Annual SENIOR
PARKS $480.00 COMBO Rec/Tennis Annual FAMILY
PARKS $540.00 COMBO Rec/Tennis Annual FAMILY
PARKS $420.00 COMBO Rec/Tennis Annual COUPLE
PARKS $480.00 COMBO Rec/Tennis Annual COUPLE
PARKS $45.00 Whitewater Adventure
PARKS $55.00 Whitewater Adventure
PARKS $30.00 CUSTOMIZED ADVENTURE PROGRAM- 2 hour Program / Person R
PARKS $40.00 CUSTOMIZED ADVENTURE PROGRAM- 4 hour Program / Person R
PARKS $50.00 CUSTOMIZED ADVENTURE PROGRAM- 6 hour Program / Person R
PARKS $60.00 CUSTOMIZED ADVENTURE PROGRAM- 8 hour Program / Person R
PARKS $40.00 CUSTOMIZED ADVENTURE PROGRAM- 2 hour Program / Person NR
PARKS $50.00 CUSTOMIZED ADVENTURE PROGRAM-4 hour Program / Person NR
PARKS $60.00 CUSTOMIZED ADVENTURE PROGRAM-6 hour Program / Person NR
PARKS $75.00 CUSTOMIZED ADVENTURE PROGRAM-8 hour Program / Person NR
PARKS $20.00 CUSTOMIZED ADVENTURE PROGRAM- 2 hour Program / Person R- NONPROFIT RATE
PARKS $30.00 CUSTOMIZED ADVENTURE PROGRAM- 4 hour Program / Person R- NONPROFIT RATE
PARKS $40.00 CUSTOMIZED ADVENTURE PROGRAM- 6 hour Program / Person R- NONPROFIT RATE
PARKS $50.00 CUSTOMIZED ADVENTURE PROGRAM- 8 hour Program / Person R- NONPROFIT RATE
PARKS $30.00 CUSTOMIZED ADVENTURE PROGRAM- 2 hour Program / Person NR- NONPROFIT RATE
PARKS $40.00 CUSTOMIZED ADVENTURE PROGRAM- 4 hour Program / Person NR- NONPROFIT RATE
PARKS $50.00 CUSTOMIZED ADVENTURE PROGRAM- 6 hour Program / Person NR- NONPROFIT RATE
PARKS $65.00 CUSTOMIZED ADVENTURE PROGRAM- 8 hour Program / Person NR- NONPROFIT RATE
PARKS $40.00 CUSTOMIZED CHALLENGE COURSE PROGRAM- 4 hour Program / Person R
PARKS $50.00 CUSTOMIZED CHALLENGE COURSE PROGRAM- 6 hour Program / Person R
PARKS $50.00 CUSTOMIZED CHALLENGE COURSE PROGRAM- 4 hour Program / Person NR
PARKS $65.00 CUSTOMIZED CHALLENGE COURSE PROGRAM- 6 hour Program / Person NR
PARKS $30.00 CUSTOMIZED CHALLENGE COURSE PROGRAM- 4 hour Program / Person R- NONPROFIT RATE
PARKS $40.00 CUSTOMIZED CHALLENGE COURSE PROGRAM- 6 hour Program / Person R- NONPROFIT RATE
PARKS $40.00 CUSTOMIZED CHALLENGE COURSE PROGRAM- 4 hour Program / Person NR- NONPROFIT RATE
PARKS $50.00 CUSTOMIZED CHALLENGE COURSE PROGRAM- 6 hour Program / Person NR- NONPROFIT RATE
373
PARKS
$5 for 2 people
/ $2 per
additional
person Daily Entrance Fees R
PARKS
$10 for 2
people / $2 per
additional
person Daily Entrance Fees NR
PARKS $35.00 Bus Entrance Fee
PARKS $8 per rider Equestrian Daily Entrance Fees R
PARKS $12 per rider Equestrian Daily Entrance Fees NR
PARKS $100.00 Annual Park Pass R
PARKS $150.00 Annual Park Pass NR
PARKS $175.00 Annual Equestrian Rider Park Pass R
PARKS $250.00 Annual Equestrian Rider Park Pass NR
PARKS $75.00 Medium Pavilions (32 Capacity) Half Day R
PARKS $100.00 Medium Pavilions (32 Capacity) Half Day NR
PARKS $150.00 Medium Pavilions (32 Capacity) Full Day R
PARKS $200.00 Medium Pavilions (32 Capacity) Full Day NR
PARKS $100.00 1/3 Triple Crown (64 Capacity) Half Day R
PARKS $125.00 1/3 Triple Crown (64 Capacity) Half Day NR
PARKS $150.00 1/3 Triple Crown (64 Capacity) Full Day R
PARKS $185.00 1/3 Triple Crown (64 Capacity) Full Day NR
PARKS $200.00 Triple Crown (192 Capacity) Half Day R
PARKS $250.00 Triple Crown (192 Capacity) Half Day NR
PARKS $300.00 Triple Crown (192 Capacity) Full Day R
PARKS $375.00 Triple Crown (192 Capacity) Full Day NR
PARKS $25.00 60' Round Pen Half Day R
PARKS $30.00 60' Round Pen Half Day R
PARKS $50.00 60' Round Pen Full Day R
PARKS $60.00 60' Round Pen Full Day NR
PARKS $25.00 Equine Arena (100x200) - Per Hour R
PARKS $30.00 Equine Arena (100x200) - Per Hour NR
PARKS $20.00 Equine Arena (100x200) - Per Hour NR PASS HOLDER
PARKS $24.00 Equine Arena (100x200) - Per Hour NR PASS HOLDER
PARKS $3,500.00 High Season Full Venue - 10 hours - Saturday
PARKS $2,500.00 High Season Full Venue - 10 hours - Friday/Sunday
PARKS $3,200.00 Low Season Full Venue - 10 hours - Saturday
PARKS $2,200.00 Low Season Full Venue - 10 hours - Friday/Sunday
PARKS $5,000.00 Full Venue - 10 hours - Holidays
PARKS $1,500.00 Full Venue - 10 hours - Monday-Thursday
PARKS $1,000.00 Full Venue - 6 hours - Monday-Thursday (social/corp)
PARKS $400.00 The Hall - 4 hours - Monday-Thursday ONLY
PARKS $800.00 The Hall - 8 hours - Monday-Thursday ONLY
PARKS $75.00 Meeting Room - 2 hours - Monday-Thursday ONLY
PARKS $30.00 Photo Shoot - Garey House Exterior (hourly)
PARKS $75.00 Photo Shoot - Garey House Interior+Exterior (hourly)
PARKS 2500 Garey House-Wedding-Full Venue-High Season-Friday/Sunday
PARKS 3500 Garey House-Wedding-Full Venue-High Season-Saturday
PARKS 2200 Garey House-Wedding-Full Venue-Low Season-Friday/Saturday
PARKS 3200 Garey House-Wedding-Full Venue-Low Season-Saturday
PARKS 1500 Garey House-Wedding-Full Venue-Weekday
PARKS 5000 Garey House-Wedding-Full Venue-Holidays
PARKS 150/hour Garey House-Wedding-Elopement Ceremony
PARKS 200/hour Garey House-Wedding-Full Venue-Additional Hours-Monday-Thursday
PARKS 300/hour Garey House-Wedding-Full Venue-Additional Hours-Friday-Sunday
PARKS 500/hour Garey House-Wedding-Full Venue-Additional Hours-Friday-Sunday after midnight
PARKS $200 Garey House-Wedding-Ceremony Rehearsal
PARKS $50/hour Garey House-Wedding-Additional Portrait Time
PARKS $400 Garey House-Corporate/Social-Hall-Monday-Thursday (4 hour rental)
PARKS $800 Garey House-Corporate/Social-Hall-Monday-Thursday (8 hour rental)
PARKS $75 Garey House-Corporate/Social-Hall-Monday-Thursday (additional hour)
PARKS $75 Garey House-Corporate/Social-Meeting Room + Breakout-Monday-Thursday
PARKS $25 Garey House-Corporate/Social-Meeting Room + Breakout-Monday-Thursday (additional hour)
PARKS $2,500 Garey House-Corporate/Social-Full Venue-High Season-Friday/Sunday
PARKS $3,500 Garey House-Corporate/Social-Full Venue-High Season-Saturday
PARKS $2,200 Garey House-Corporate/Social-Full Venue-Low Season-Friday/Sunday
PARKS $3,200 Garey House-Corporate/Social-Full Venue-Low Season-Saturday
PARKS $1,000 Garey House-Corporate/Social-Full Venue-Weekday (6 hour rental)
PARKS $1,500 Garey House-Corporate/Social-Full Venue-Weekday (10 hour rental)
PARKS $5,000 Garey House-Corporate/Social-Full Venue-Holidays
PARKS 200/hour Garey House-Corporate/Social-Full Venue-Additional Hours-Monday-Thursday
PARKS 300/hour Garey House-Corporate/Social-Full Venue-Additional Hours-Friday-Sunday
PARKS 500/hour Garey House-Corporate/Social-Full Venue-Additional Hours-Friday-Sunday after midnight
PARKS 100 Garey House-Corporate/Social-Kitchen Use with Individual Room Rentals
PARKS $30-$75/hour Garey House-Corporate/Social-Photo Shoots
PARKS $75/hour Garey Park/Garey House-Photography Sessions-Private Session on Garey House Grounds
PARKS $30/hour Garey Park/Garey House-Photography Sessions-Session on Garey House Grounds
PARKS 18 Cupid's Chase 5K and Fun Run-Adult Early Registration
PARKS 16 Cupid's Chase 5K and Fun Run-Senior Early Registration
PARKS 16 Cupid's Chase 5K and Fun Run-Youth Early Registration
PARKS 10 Cupid's Chase 5K and Fun Run-Fun Run Early Registration
374
PARKS 22 Cupid's Chase 5K and Fun Run-Adult Regular Registration
PARKS 18 Cupid's Chase 5K and Fun Run-Senior Regular Registration
PARKS 18 Cupid's Chase 5K and Fun Run-Youth Regular Registration
PARKS 10 Cupid's Chase 5K and Fun Run-Fun Run Regular Registration
PARKS 25 Cupid's Chase 5K and Fun Run-Adult Onsite Registration
PARKS 25 Cupid's Chase 5K and Fun Run-Senior Onsite Registration
PARKS 25 Cupid's Chase 5K and Fun Run-Youth Onsite Registration
PARKS 15 Cupid's Chase 5K and Fun Run-Fun Run Onsite Registration
PARKS 0.25 Halloween Festival-Carnival Game
PARKS $2 Halloween Festival-Pumpking Painting
PARKS 5 K9 Kerplunk-Entry Fee (per dog)
PARKS $3 Youth Fishing Derby
PARKS $150.00 Tennis Camp - R
PARKS $185.00 Tennis Camp - NR
PARKS $75.00 Little Tennis Camp R
PARKS $95.00 Little Tennis Camp NR
PARKS $100.00 Fire Academy R
PARKS $125.00 Fire Academy NR
PARKS $135.00 Adaptive Camps R
PARKS $170.00 Adaptive Camps NR
PARKS $10.00 Kid City Camp R
PARKS $15.00 Kid City Camp NR
PARKS $5 Daily Visit
PARKS $20 Family Daily Visit
PARKS $235 Adult Annually
PARKS $295 Adult Annually
PARKS $80 Adult Quarterly
PARKS $95 Adult Quarterly
PARKS $30 Adult Monthly
PARKS $35 Adult Monthly
PARKS $120 Youth Annually
PARKS $180 Youth Annually
PARKS $40 Youth Quarterly
PARKS $55 Youth Quarterly
PARKS $15 Youth Monthly
PARKS $20 Youth Monthly
PARKS $120 Senior Annually
PARKS $180 Senior Annually
PARKS $40 Senior Quarterly
PARKS $55 Senior Quarterly
PARKS $15 Senior Monthly
PARKS $20 Senior Monthly
PARKS $395 Family Annually
PARKS $455 Family Annually
PARKS $155 Family Quarterly
PARKS $170 Family Quarterly
PARKS $60 Family Monthly
PARKS $65 Family Monthly
PARKS $350 Couple Annually
PARKS $410 Couple Annually
PARKS $120 Couple Quarterly
PARKS $135 Couple Quarterly
PARKS $45 Couple Monthly
PARKS $50 Couple Monthly
PARKS $210 Senior Couple Annually
PARKS $270 Senior Couple Annually
PARKS $65 Senior Couple Quarterly
PARKS $80 Senior Couple Quarterly
PARKS $25 Senior Couple Monthly
PARKS $30 Senior Couple Monthly
PARKS $40 One Session
PARKS $50 One Session
PARKS $125 5 Sessions - 1/2 Hour
PARKS $175 5 Sessions - 1/2 Hour
PARKS $175 5 Sessions - 1/2 Hour
PARKS $225 5 Sessions - 1/2 Hour
PARKS $340 10 Sessions
PARKS $450 10 Sessions
PARKS $150 Pairs Training
PARKS $175 Pairs Training
PARKS $125 Small Group Training - 5 sessions
PARKS $150 Small Group Training - 5 sessions
PARKS $65 Wellness Nutrition Initial Consultation
PARKS $75 Wellness Nutrition Initial Consultation
PARKS $35 Wellness Nutrition Follow-Up
PARKS $45 Wellness Nutrition Follow-Up
PARKS $75 Clinical Nutrition Initial Consultation
PARKS $95 Clinical Nutrition Initial Consultation
PARKS $45 Clinical Nutrition Follow-Up
PARKS $55 Clinical Nutrition Follow-Up
PARKS $75 Boot Camp
PARKS $95 Boot Camp
375
PARKS $45 Power Pump
PARKS $55 Power Pump
PARKS $5 One Ticket
PARKS $8 One Ticket
PARKS $15 4-Ticket Punch Pass
PARKS $25 4-Ticket Punch Pass
PARKS $35 10-Ticket Punch Pass
PARKS $45 10-Ticket Punch Pass
PARKS $40 Defensive Driving
PARKS $50 Defensive Driving
PARKS $100 Digital Photography
PARKS $125 Digital Photography
PARKS $10 Pottery Painting & Storytime
PARKS $0 Adult Self Defense
PARKS $50 So8D - All Levels
PARKS $65 So8D - All Levels
PARKS $25 Tai Chi
PARKS $35 Tai Chi
PARKS $85 Music & Me Parent / Tot
PARKS $110 Music & Me Parent / Tot
PARKS $45 Kinder Tot 'N' Tumble
PARKS $55 Kinder Tot 'N' Tumble
PARKS $55 Kinderdance
PARKS $70 Kinderdance
PARKS $35 Ballroom Dancing
PARKS $45 Ballroom Dancing
PARKS $35 Country Western Dancing
PARKS $45 Country Western Dancing
PARKS $25 Private Computer/Technology Lessons 1 hour
PARKS $35 Private Computer/Technology Lessons 1 hour
PARKS $70 Private Dance Lessons 1 hour
PARKS $90 Private Dance Lessons 1 hour
PARKS $40 Teen Cooking
PARKS $50 Teen Cooking
PARKS $0 Youth Self Defense
PARKS $0 Teen Self Defense
PARKS $15 Kids' Night Out
PARKS $25 Kids' Night Out
PARKS $3 1 Visit
PARKS $25 10-Punch Pass
PARKS $40 20-Punch Pass
PARKS $350 Adult Basketball League
PARKS $350 Adult Flag Football League
PARKS $395 Adult Soccer League
PARKS $325 Adult Softball Spring League
PARKS $255 Adult Softball Summer I League
PARKS $255 Adult Softball Summer II League
PARKS $275 Adult Volleyball League
PARKS $40 Youth Basketball Leagues
PARKS $50 Youth Basketball Leagues
PARKS $50 Youth Soccer Leagues
PARKS $60 Youth Soccer Leagues
PARKS $10 Youth Sports League Late Registration
PARKS $40 Youth Volleyball Leagues
PARKS $50 Youth Volleyball Leagues
PARKS $35 Sporties for Shorties
PARKS $45 Sporties for Shorties
PARKS $40 Private Rate per Hour
PARKS $50 Private Rate per Hour
PARKS $30 2 person per hour
PARKS $40 2 person per hour
PARKS $25 3 person per hour
PARKS $35 3 person per hour
PARKS $20 4 person per hour
PARKS $30 4 person per hour
PARKS $5 Adults with Disabilities Dances
PARKS $5 Senior Dances
PARKS $0 Senior Adult Self Defense
PARKS $0 Weight Room Orientation
PARKS $20 Senior Adult Beginner Kayaking
PARKS $30 Senior Adult Beginner Kayaking
PARKS $45 Senior Adult River Kayaking
PARKS $55 Senior Adult River Kayaking
PARKS $30 Senior Adventure Hiking
PARKS $45 Senior Adventure Hiking
PARKS $5 Tournament Pickleball Play
PARKS $8 Tournament Pickleball Play
PARKS $35 Senior Adult Country Western Dance - Polka
PARKS $45 Senior Adult Country Western Dance - Polka
PARKS $35 Senior Ballroom Dance - Foxtrot
PARKS $45 Senior Ballroom Dance - Foxtrot
PARKS $25 Senior Adult Tai Chi
376
PARKS $35 Senior Adult Tai Chi
PARKS $25 Senior Adult Tai Chi Basics
PARKS $35 Senior Adult Tai Chi Basics
PARKS $30 Senior Day Trips / Varies
PARKS $40 Senior Day Trips / Varies
PARKS $1 Group 1 / $1
PARKS $6 Group 2 / $6
PARKS $10 Group 3 / $10
PARKS $14 Group 4 / $14
PARKS $16 Group 5 / $16
PARKS $20 Group 6 / $20
PARKS $25 Group 7 / $25
PARKS $0 Infant
PARKS $2 Youth
PARKS $3 Adult
PARKS $2 Senior
PARKS $55 Youth
PARKS $75 Youth
PARKS $75 Adult
PARKS $100 Adult
PARKS $75 Senior
PARKS $100 Senior
PARKS $150 Family
PARKS $200 Family
PARKS $60 American Red Cross Adult and Pediatric CPR/AED and First Aid
PARKS $70 American Red Cross Adult and Pediatric CPR/AED and First Aid
PARKS $195 American Red Cross Lifeguard Certification
PARKS $220 American Red Cross Lifeguard Certification
PARKS $40 Learn To Swim Adult
PARKS $50 Learn To Swim Adult
PARKS $40 Learn To Swim Level 1 & 2
PARKS $50 Learn To Swim Level 1 & 2
PARKS $40 Learn To Swim Level 3
PARKS $50 Learn To Swim Level 3
PARKS $40 Learn To Swim Parent & Child
PARKS $50 Learn To Swim Parent & Child
PARKS $40 Learn To Swim Preschool
PARKS $50 Learn To Swim Preschool
PARKS $40 Learn To Swim Preschool Advanced
PARKS $50 Learn To Swim Preschool Advanced
PARKS $40 Learn To Swim Level 4
PARKS $50 Learn To Swim Level 4
PARKS $40 Learn To Swim Level 5 & 6
PARKS $50 Learn To Swim Level 5 & 6
PARKS $60 Summer Swim Team
PARKS $70 Summer Swim Team
PARKS $15 Private Swim Lessons
PARKS $25 Private Swim Lessons
PARKS $25 Diggin' in the Deep
PARKS $35 Diggin' in the Deep
PARKS $10 Friday Fit & Fun
PARKS $25 H.E.A.R.T
PARKS $35 H.E.A.R.T
PARKS $25 H2O Cardio
PARKS $35 H2O Cardio
PARKS $25 Hydra Boot Camp
PARKS $35 Hydra Boot Camp
PARKS $25 Midday Motion
PARKS $35 Midday Motion
PARKS $38 Williams Drive Water Aerobics
PARKS $50 Williams Drive Water Aerobics
PARKS $175 Art Camp
PARKS $220 Art Camp
PARKS $100 Hoop Dance Camp
PARKS $125 Hoop Dance Camp
PARKS $180 LEGO Camp
PARKS $225 LEGO Camp
PARKS $115 Sporties for Shorties Camp
PARKS $145 Sporties for Shorties Camp
PARKS $100 Volleyball Skills Camp
PARKS $125 Volleyball Skills Camp
PARKS $135 Camp Goodwater GoG
PARKS $150 Camp Goodwater
PARKS $185 Camp Goodwater
PARKS $75 Goodwater Junior Counselor Program
PARKS $95 Goodwater Junior Counselor Program
PARKS $50 Gymnasium (half) 1 Hour
PARKS $65 Gymnasium (half) 1 Hour
PARKS $75 Gymnasium (whole) 1 Hour
PARKS $95 Gymnasium (whole) 1 Hour
PARKS $50 Multipurpose Room (half) 1 hour
PARKS $65 Multipurpose Room (half) 1 hour
377
PARKS $100 Multipurpose Room (whole) 1 hour
PARKS $125 Multipurpose Room (whole) 1 hour
PARKS $50 Teen 2 Room - 1 hour
PARKS $65 Teen 2 Room - 1 hour
PARKS $175 Courtyard Pavilion - 3 hours
PARKS $220 Courtyard Pavilion - 3 hours
PARKS $15 Study Room - 1 hour
PARKS $25 Study Room - 1 hour
PARKS $15 Softball Field Hourly
PARKS $120 Softball Field Daily
PARKS $30 Softball Field Prep
PARKS $20 Softball Field Lights
PARKS $50 Softball Field Labor (2-man crew, mid-day preps included) per hour
PARKS $25 Softball Field Deposit per day
PARKS $15 Soccer Field Hourly
PARKS $120 Soccer Field Daily
PARKS $30 Soccer Field Prep
PARKS $20 Soccer Field Lights
PARKS $50 Soccer Field Labor (2-man crew, mid-day preps included) per hour
PARKS $25 Soccer Field Deposit per day
PARKS $15 Multipurpose Field Hourly
PARKS $120 Multipurpose Field Daily
PARKS $30 Multipurpose Field Prep
PARKS $20 Multipurpose Field Lights
PARKS $50 Multipurpose Field Labor (2-man crew, mid-day preps included) per hour
PARKS $25 Multipurpose Field Deposit per day
PARKS $30 Baseball Field Hourly
PARKS $150 Baseball Field Daily
PARKS $30 Baseball Field Prep
PARKS $20 Baseball Field Lights
PARKS n/a Baseball Field Labor (2-man crew, mid-day preps included) per hour
PARKS n/a Baseball Field Deposit per day
PARKS 2500 CEMETERY FEE; 10'X10' Double
PARKS 2500 CEMETERY FEE; Niche Double
PARKS 1500 CEMETERY FEE; 5'X10' Single
PARKS 900 CEMETERY FEE; 2'X2' Single In Ground Urn
PARKS 100 CEMETERY FEE; Marking Fee
PARKS DONATION CEMETERY MAINTENANCE FEE
PLANNING 310.00 ADMINISTRATIVE EXCEPTION
PLANNING 1,015.00 ANNEXATION (VOLUNTARY)
PLANNING 260.00 APPEAL
PLANNING 31.00 HISTORIC PRESERVATION OFFICER (HPO) REVIEW-MINOR PROJECTS
PLANNING 160.00 HISTORIC PRESERVATION OFFICER (HPO) REVIEW-NON-MINOR PROJECTS
PLANNING 265.00 HISTORIC AND ARCHITECTURAL REVIEW COMMISSION (HARC) REVIEW
PLANNING 725.00 COMPREHENSIVE PLAN AMENDMENT
PLANNING
350.00 + 100
per acre/lot
over 1 acre CONSTRUCTION PLANS, SUBDIVISION (LIMITS OF CONSTRUCTION)
PLANNING 306.00 CONSTRUCTION PLAN REVISION, MINOR
PLANNING
350.00 + 100
per acre/lot
over 1 acre CONSTRUCTION PLAN REVISION, MAJOR
PLANNING 3,050.00 DEVELOPMENT AGREEMENT, INC. MUDS'S AND SPECIAL DISTRICTS
PLANNING 1,550.00 DEVELOPMENT AGREEMENT AMENDMENT
PLANNING 56.00 DRIVEWAY ACCESS PERMIT-AGRICULTURAL
PLANNING 106 PER SITE +
250(IF TIA REQ)DRIVEWAY ACCESS PERMIT-RESIDENTIAL
PLANNING
6 + 100 PER
DRIVEWAY +
250 (IF TIA
REQ)DRIVEWAY ACCESS PERMIT-NON-RESIDENTIAL
PLANNING 250.00 HISTORIC LANDMARK
PLANNING 56.00 LETTER OF REGULATORY COMPLIANCE
PLANNING 210.00 LICENSE TO ENCROACH
PLANNING
$515 (1st 5
acres) + $75
per each add’l
5 acres REZONING
PLANNING
$1050 (1st 5
acres) + $100
per each add’l
5 acres PUD REZONING
PLANNING 50% of full
application fee PUD AMENDMENT
PLANNING
$800 + $175
per acre over 1
acre SITE DEVELOPMENT PLAN
PLANNING 256.00 SITE DEVELOPMENT PLAN AMENDMENT
PLANNING 156.00 SITE DEVELOPMENT PLAN, MINOR
PLANNING 106.00 SITE DEVELOPMENT PLAN EXTENSION
378
PLANNING 260.00 SITE DEVELOPMENT PLAN REINSTATEMENT
PLANNING 365.00 SITE DEVELOPMENT PLAN SPECIAL EXCEPTION
PLANNING 515.00 SPECIAL USE PERMIT
PLANNING 106.00 SPECIAL USE PERMIT EXTENSION
PLANNING 160.00 STORMWATER PERMIT
PLANNING 315.00 SUBDIVISION-AMENDING PLAT
PLANNING
$825 + $25 per
acre or lot**
(whichever is
greater)SUBDIVISION-FINAL PLAT (ADMINISTRATIVE)
PLANNING
$825 + $25 per
acre or lot**
(whichever is
greater)SUBDIVISION-FINAL PLAT (P&Z)
PLANNING 315.00 SUBDIVISION-MINOR PLAT
PLANNING
$950 + $20 per
acre or lot**
(whichever is
greater)SUBDIVISION-PRELIMINARY PLAT
PLANNING 50% of full
application fee SUBDIVISION-PRELIMINARY PLAT AMENDMENT
PLANNING
$450 + $12.50
per acre or
lot**
(whichever is
greater)SUBDIVISION-PRELIMINARY PLAT & FINAL PLAT COMBINED
PLANNING
$950 + $20 per
acre or lot**
(whichever is
greater)SUBDIVISION-REPLAT (P&Z)
PLANNING 315.00 SUBDIVISION-REPLAT (ADMINISTRATIVE)
PLANNING 106.00 SUBDIVISION-VARIANCE WITH PLAT
PLANNING 256.00 SUBDIVISION-VARIANCE WITHOUT PLAT
PLANNING 106.00 SUBDIVISION-PLAT EXTENSION
PLANNING 256.00 SUBDIVISION-VACATION OF RECORDED PLAT
PLANNING 110.00 TEMPORARY USE PERMIT
PLANNING
$515 +
engineer
review fees @
$150/hr.
(charged
separately,
engineer fee
will be higher if
City billed at
higher rate)TRAFFIC IMPACT ANALYSIS
PLANNING 425.00 UDS TEXT AMENDMENT (OUT OF CYCLE)
PLANNING 360.00 ZONING VARIANCE
PLANNING 250.00 RESUBMISSION(MORE THAN 45 DAYS AFTER COMMENTS SENT OR AFTER 3RD SUBMISSION)
PLANNING 256.00 REVISION-MINOR REVISION, ADMINSTRATIVE ACTION
PLANNING 50% of full
application fee REVISION-MINOR REVISION, BOARD AND COUNCIL ACTION
PLANNING Current
application fee REVISION-MAJOR REVISION
PLANNING 50.00 PARKLAND DEDICATION-SINGLE FAMILY OR MULTI FAMILY WITH LESS THAN 4 UNITS PER BUILDING
PLANNING 200.00 PARKLAND DEDICATION-MULTI FAMILY WITH MORE THAN 4 UNITS PER BUILDING
POLICE 6.00 ACCIDENT REPORT
POLICE 8.00 ACCIDENT REPORT-CERTIFIED COPY
POLICE 25.00 ALARM PERMIT-RESIDENTIAL
POLICE 35.00 ALARM PERMIT-COMMERICAL
POLICE 100.00 ALARM PERMIT-ALARM COMPANY
POLICE 50.00 FALSE ALARMS
POLICE 75.00 FALSE ALARMS
POLICE 100.00 FALSE ALARMS
POLICE 25.00 NON-PERMITTED FALSE ALARM FEE-RES
POLICE 35.00 NON-PERMITTED FALSE ALARM FEE-COM
POLICE 100.00 FALSE COMMERICAL PANIC ALARM
POLICE 250.00 FALSE COMMERICAL PANIC ALARM
POLICE 500.00 FALSE COMMERICAL PANIC ALARM
POLICE 90.00 ABANDONED VEHICLE
POLICE 15.00 ABANDONED VEHICLE STORAGE
POLICE 299.00 VIOLATE PROMISE TO APPEAR
POLICE 299.00 FAILURE TO APPEAR FEE
POLICE 171.00 CONTEMPT OF COURT/FAIL TO OBEY ORDER
POLICE 247.00 MANDATORY WATER RESTRICTION VIOLATION
POLICE 497.00 MANDATORY WATER RESTRICTION VIOLATION
POLICE 747.00 MANDATORY WATER RESTRICTION VIOLATION
POLICE 221.00 POSESSION OF FICTICIOUS LICENSE OR CERT
POLICE 318.00 CELL PHONE USE/WIRELESS DEVICE IN SCHOOL ZONE
POLICE 271.00 DISPLAY FICTICIOUS, ALTERED, OR OBSCURED LICENSE PLATES/REGISTRATION INSIGNIA
379
POLICE 271.00 SMOKING IN PUBLIC
POLICE 85.00 PARKED OVER TIME
POLICE 85.00 VIOLATION OF PARKING ON DRIVEWAYS AND OTHER APPROVED SURFACES
POLICE 203.00 USE WIRELESS DEVICE WHILE DRIVING- READ, WRITE, SEND
POLICE 304.00 USE WIRELESS DEVICE WHILE DRIVING- READ, WRITE, SEND
POLICE 207.00 NO OR DEFECTIVE WHITE LIGHT ON FRONT OF BICYCLE AT NIGHT
POLICE 152.00 BLOCKING PRIVATE DRIVE
POLICE 185.00 PEDESTRIAN FAILED TO YIELD RITE-OF-WAY NOT AT A CROSSWALK
POLICE 207.00 DRIVERS TO EXERCISE DUE CARE FOR PEDESTRIANS
POLICE 185.00 FAILURE TO USE SIDEWALK
POLICE 174.00 UNSECURED LOAD/ESCAPING LOOSE MATERIAL
POLICE 207.00 CROSSING A FIRE HOSE WITHOUT PERMISSION
POLICE 207.00 CUT ACROSS DRIVE TO AVOID TRAFFIC CONTROL DEVICE
POLICE 221.00 CURFEW VIOLATION- NIGHTTIME
POLICE 174.00 DEFACED LICENSE PLATE
POLICE 221.00 PARK HOURS- VIOLATION OF CITY ORDINANCE
POLICE 207.00 DEFECTIVE BRAKES
POLICE 207.00 NO/DEFECTIVE/IMPROPER WARNING DEVICE ON BRAKES
POLICE 207.00 DEFECTIVE/UNSAFE VEHICLE
POLICE 207.00 IMPROPER USE OF SAFETY CHAINS/ TOWING WITHOUT CHAINS
POLICE 207.00 DEFECTIVE EXHAUST/EMISSION SYSTEM
POLICE 207.00 NO MUD FLAPS OR IMPROPER MUD FLAPS
POLICE 207.00 DEFECTIVE HEAD LAMP(S)/LIGHT(S)
POLICE 207.00 MULTIPLE-BEAM LIGHTING NOT OPERATIONAL HEADLIGHTS
POLICE 207.00 DEFECTIVE LICENSE PLATE LIGHT
POLICE 207.00 DEFECTIVE TAIL LAMP(S)/LIGHT(S)
POLICE 207.00 DISOBEY BARRICADE/CRISSING PHYSICAL BARRIER
POLICE 207.00 DISPLAY RED LIGHTS ON FRONT
POLICE 207.00 DISREGARD PEDESTRIAN CONTROL SIGNAL
POLICE 185.00 CROSSING AT POINT OTHER THAN CROSSWALK
POLICE 329.00 DISREGARD POLICE OFFICER/CROSSING GUARD
POLICE 255.00 DISREGARD RAILROAD CROSSING SIGNAL
POLICE 207.00 DISREGARD TRFFIC CONTROL DEVICE (TURN DEVICE) AT INTERSECTION
POLICE 207.00 DISREGARD OFFICIAL TRAFFIC CONTROL DEVICE
POLICE 207.00 DISREGARD TURN MARKINNGS
POLICE 207.00 DISREGARD RIGHT LANE MUST TURN RIGHT TRAFFIC CONTROL DEVICE
POLICE 216.00 FAIL TO CONFINE DOG/CAT DURING ESTRUS
POLICE 216.00 ANIMAL AT LARGE/VIOLATE LEASH LAW
POLICE 266.00 ANIMAL(S) ESTRAY/LIVESTOCK (HORSE, MUEL, JACK, ETC)
POLICE 216.00 ANIMAL(S) ESTRAY OR AT LARGE/CHICKEN, FOWL
POLICE 216.00 FAIL TO PROVIDE PROOF OF RABIES TAG
POLICE 216.00 FAIL TO VACCINATE A DOG OR CAT
POLICE 100.00 STOP/STAND OR PARK- DOUBLE
POLICE 100.00 STERILIZATION OF ANIMAL VIOLATION
POLICE 207.00 DROVE CENTER LANE
POLICE 207.00 DROVE LEFT OF CENTER
POLICE 207.00 DROVE LEFT OF CENTER/NO PASSING ZONE (SIGHT RESTRICTION) DOUBLE YELLOW
POLICE 207.00 DROVE ON WRONG SIDE/LEFT F CENTER- APPROACHING INTERSECTION
POLICE 207.00 CROSSING/DRIVING ON SIDEWALK
POLICE 269.00 PERSONAL WATERCRAFT WITHIN 50FT FROM SHORE AT GRATER THAN IDLE SPEED
POLICE 255.00 DROVE ON WRONG SIDE OF DIVIDED HIGHWAY
POLICE 207.00 DROVE ON WRONG SIDE OF ROAD- NOT PASSING
POLICE 207.00 DRIVE OFF MAIN PORTION OF ROADWAY/ ON IMPROVED SHOULDER WHEN PROHIBITED
POLICE 255.00 DROVE WRONG WAY ON A ONE-WAY ROADWAY
POLICE 255.00 DUTIES UPON STRIKING FIXTURE, STRUCTURE, OR LANDSCAPING ON HIGHWAY
POLICE 255.00 DUTIES UPON STRIKING UNATTENDED VEHICLE
POLICE 221.00 EMPLOY UNLICENSED COMMERCIAL DRIVER
POLICE 255.00 CHILD UNDER 18 YEARS OF AGE RIDING IN OPEN-BED PICKUP
POLICE 207.00 EXCESSIVE USE OF HORN/HORN VIOLATION
POLICE 207.00 TRAILER INSPECTION VIOLATION- MORE THAN 500 POUNDS
POLICE 207.00 FAIL TO CONTROL SPEED
POLICE 207.00 LANE RESTRICTION FOR TRUCKS- RESTRICTION ON USE OF HIGHWAY
POLICE 207.00 FAIL TO REDUCE SPEED WHEN APPROACHING AN INTERSECTION OR RAILROAD CROSSING
POLICE 207.00 FAIL TO DIM HEADLIGHTS- ONCOMING TRAFFIC
POLICE 174.00 FAIL TO DISPLAY DRIVERS LICENSE
POLICE 207.00 DROVE WITHOUT LIGHTS WHEN REQUIRED
POLICE 207.00 DUTY TO DISPLAY LIGHTS (UNFAVORABLE WEATHER/LIGHTING CONDITIONS)
POLICE 207.00 LIGHTING REQUIREMENTS ON PARKED VEHICLES
POLICE 207.00 WRONG COLOR BACK-UP LAMP; LP LAMP; SIGNAL DEVICE; STOPLIGHT
POLICE 207.00 WRONG COLOR CLEARANCE LAMPS; IDENTIFICATIONLAMPS; REFLECTORS; SIDE MARKERS
POLICE 207.00 FAIL TO DISPLAY SLOW MOVING VEHICLE EMBLEM
POLICE 174.00 OPERATE MOTOR VEHICLE WITHOUT LICENSE PLATE OR REGISTRATION INSIGNIA
POLICE 174.00 OPERATE MOTOR VEHICLE WITHOUT REGISTRATION INSIGNIA
POLICE 207.00 FAILURE TO DRIVE IN SINGLE LANE (NOT PASSING OR MAKING LEFT TURN)
POLICE 207.00 FAILURE TO PASS TO THE LEFT SAFELY
POLICE 321.00 FAILURE TO MAINTAIN FINANCIAL RESPONSIBILITY
POLICE 571.00 SUBSEQUENT/ FAILURE TO MAINTAIN FINANCIAL REPONSIBILITY
POLICE 216.00 FAIL TO PROVIDE SHELTER OR CARE FOR AN ANIMAL
POLICE 366.00 CRUEL TREATMENT OF ANIMAL(S)
POLICE 266.00 FAIL TO QUARENTINE ANIMAL
POLICE 266.00 SUBSEQUENT IMPOUNDMENTS- FAILURE TO PROVIDE PROOF OF ALTERATION
POLICE 216.00 ANIMAL (CAT) NUISANCE
380
POLICE 216.00 ALLOW ANIMAL TO ELIMINATE ON PUBLIC PROPERTY OR PROPERTY OF ANOTHER
POLICE 279.00 FAIL TO REPORT ACCIDENT IMMEDIATELY
POLICE 304.00 DUTY TO GIVE INFORMATION AND RENDER AID
POLICE 280.00 ACCIDENT INVOLVING DAMGE TO VEHICLE
POLICE 221.00 FAIL TO REPORT CHANGE OF ADDRESS/NAME
POLICE 222.00 NO TEXAS DL- OPERATION OF A MOTER VEHICLE BY NEW STATE RESIDENTS
POLICE 216.00 MULTI-PET ORDINANCE VIOLATION
POLICE 216.00 FAIL TO LICENSE DOG OR CAT
POLICE 216.00 NO ANIMAL LICENSE TAG SECURED ON DOG OR CAT
POLICE 221.00 ROADSIDE ANIMAL SALES PROHIBITED
POLICE 166.00 DOG TETHERING OR CHAINING VIOLATOIN
POLICE 266.00 ADDITIONAL CONDITIONS ON RESTRAINING DOGS VIOLATION
POLICE 207.00 FAIL TO SIGNAL LANE CHANGE OR TURN
POLICE 207.00 FAIL TO SIGNAL WITHIN 100 FEET
POLICE 286.00 FAIL TO IDENTIFY/REFUSAL TO GIVE OFFICER INFORMATION
POLICE 221.00 FAIL TO STOP AND IDENTIFY- ANIMAL INVOLVED
POLICE 207.00 FAIL TO STOP AT DESIGNATED POINT- TRAFFIC LIGHT
POLICE 207.00 FAIL TO STOP AT DESIGNATED POINT- STOP SIGN
POLICE 207.00 FAIL TO STOP AT DESIGNATED POINT- YIELD SIGN
POLICE 1,129.00 FAIL TO STOP FOR OR PASSING A SCHOOL BUS
POLICE 207.00 FAIL TO STOP FOR APPROACHING TRAIN AT RAILROAD CROSSING
POLICE 207.00 FAIL TO YIELD RIGHT-OF-WAY TURNING ON RED SIGNAL
POLICE 154.00 NO SEATBELT- PASSENGER
POLICE 154.00 NO SEATBELT
POLICE 207.00 CHILD (4-16) NOT SECIRED BY A SAFETY BELT
POLICE 207.00 FAIL TO YIELD RIGHT-OF-WAY TO EMERGENCY VEHICLE
POLICE 255.00 PASSING EMERGENCY VEHICLE
POLICE 207.00 FAIL TO YIELD RIGHT-OF-WAY- ALLEY, PRIVATE DRIVE, OR BUILDING
POLICE 207.00 EMERGING FROM AN ALLEY, DRIVEWAY, OR BUILDING
POLICE 207.00 DISREGARD FLASHING RED SIGNAL
POLICE 207.00 FAIL TO YIELD ROIGHT-OF-WAY TURNING LEFT AT INTERSECTION, ALLEY, PRIVATE ROAD, OR DRIVEWAY
POLICE 207.00 FAILED TO GIVE UP ONE-HALF OF ROADWAY
POLICE 207.00 FAIL TO YIELD RIGHT-OF-WAY TO PEDESTRIAN IN CROSSWALK
POLICE 207.00 FAIL TO YEILD RIGHT-OF-WAY TURNING ON RED SIGNAL
POLICE 207.00 FAIL TO YEILD RIGHT-OF-WAY AT INTERSECTION- STOP SIGN
POLICE 207.00 FAIL TO YEILD RIGHT-OF-WAY AT OPEN INTERSECTION
POLICE 207.00 FAILED TO YIELD AT YIELD INTERSECTION
POLICE 221.00 ILLEGAL LOAD EXTENSION
POLICE 221.00 MAXIMUM HEIGHT/SEMITRAILER OR TRAILER
POLICE 221.00 FAILURE TO CARRY OR PRESENT VEHICLE LICENSE RECEIPT (COMMERCIAL MV)
POLICE 199.00 NO IDENTIFYING MARKINGS (COMMERCIAL MV)
POLICE 207.00 FOLLOWING OR ABSTRUCTING AMBULANCE
POLICE 207.00 FOLLOWING OR ABSTRUCTING FIRE APPARATUS
POLICE 207.00 FOLLOWING TOO CLOSELY
POLICE 207.00 IMPEDING/OBSTRUCTING TRAFFIC
POLICE 207.00 BACKED UP ON SHOULDER OR ROADWAY OF CONTROLLED ACCESS HIGHWAY
POLICE 207.00 OPENING VEHICLE DOORS
POLICE 207.00 IMPROPER PASSING
POLICE 207.00 PASSING TO THE RIGHT/VEHICLE BEING PASSED NOT MAKING A LEFT TURN
POLICE 207.00 IMPROPER USE OF TURN INDICATOR/SIGNAL
POLICE 207.00 MADE U-TURN
POLICE 207.00 IMPROPER USE OF BACK-UP LAMPS
POLICE 207.00 IMPROPER USE OF FOG LAMPS
POLICE 207.00 SPOTLAMPS/IMPROPER USE
POLICE 174.00 FARM LICENSE VIOLATION
POLICE 271.00 DISPLAY LICENSE PLATE (S) ASSIGNED TO A DIFFERENT VEHICLE
POLICE 174.00 IMPROPER USE OF DEALER'S PLATES AND TAGS
POLICE 121.00 MODIFIED/TAMPERED WITH EQUIPMENT OF A MOTOR VEHICLE
POLICE 221.00 ABANDONED MOTOR VEHICKE
POLICE 71.00 UNAUTHORIZED PURCHASE OR USE OF TEMPORARY TAGS
POLICE 199.00 TRANSPORTING LOOSE MATERIAL
POLICE 271.00 TRANSPORTING AGGREGATES NOT COVERED OR SECURED BY CMV
POLICE 271.00 FAIL TO REMOVE NON-LOAD BEARING MATERIAL
POLICE 222.00 NO COMMERCIAL DRIVERS LICENSE
POLICE 222.00 RESTRICTION VIOLATION- CDL
POLICE 222.00 NO VALID DRIVER'S LICENSE
POLICE 222.00 EXPIRED DRIVER'S LICENSE
POLICE 221.00 UNREGISTERED BOAT
POLICE 207.00 DROVE WITHOUT LIGHTS/NOT EQUIPED/NO HEADLIGHTS
POLICE 121.00 OPERATE MOTORCYCLE WITHOUT APPROVED HEADGEAR
POLICE 207.00 MIRROR VIOLATION (NONE OR IMPROPERLY LOCATED)
POLICE 207.00 NO MOTORCYCLE HEADLAMP(S)
POLICE 222.00 NO MOTORCYCLE LICENSE
POLICE 207.00 NO TAIL LAMPS- MOTORCYCLE
POLICE 207.00 MUFFLER VIOLATION
POLICE 207.00 OBSTRUCTED VIEW THROUGH WINDSHIELD (TINT) (SIDE OR REAR WINDOWS)
POLICE 271.00 OPERATE MOTOR VEHICLE WITH REGISTRATION/LICENSE PLATE BELONGING TO ANOTHER
POLICE 174.00 OPERATE UNREGISTERED MOTOR VEHICLE
POLICE 174.00 OPERATE A TRAILER WITHOUT A LICENSE PLATE
POLICE 173.00 MOTOR CARRIER REGISTRATION/NO CAB CARD
POLICE 174.00 EXPIRED MOTOR VEHICLE/TRAILER REGISTRATION
POLICE 221.00 OPERATION OF MOTOR VEHICLE BY NEW STATE RESIDENTS
381
POLICE 216.00 OUTDOOR DISPAY AND STORAGE VIOLATION
POLICE 171.00 VIOLATE PERMITTING OR LICENSE REQUIREMENTS
POLICE 321.00 TOW WITHOUT A LICENSE
POLICE 221.00 EMPLOY INDIVIDUAL WITHOUT AN APPLICABLE LICENSE TO TOW
POLICE 250.00 PRESENT FALSIFIED CERTIFICATION OR TRAINING
POLICE 191.00 ZONING VIOLATION
POLICE 100.00 PARKED LEFT WHEEL TO CURB/FACING TRAFFIC
POLICE 85.00 PARKED IN ALLEYWAY
POLICE 150.00 PARKED ON CROSSWALK
POLICE 100.00 PARKED WITHIN 20 FEET OF A CROSSWALK
POLICE 85.00 PARK/STOP/STAND IN AN ELECTRIC VEHICLE RESTRICTED CHARGING AREA
POLICE 150.00 PARKED/STOPPED/STANDING OUTSIDE BUISNESS OR RESIDANCE
POLICE 85.00 PARKED IN FIRE ZONE
POLICE 517.00 PARKED IN DISABLED SPACE
POLICE 567.00 PARKED IN DISABLED SPACE- 2nd OFFENCE
POLICE 567.00 PARKED IN DISABLED SPACE- 3rd OFFENSE
POLICE 817.00 PARKED IN DISABLED SPACE- 4th CONVICTION
POLICE 1,250.00 PARKED IN DISABLED SPACE- 5th CONVICTION
POLICE 150.00 PARKED/STOPPED/STANDING WITHIN AN INTERSECTION
POLICE 100.00 PARKED IN A NO PARKING ZONE
POLICE 100.00 PARKED OVER 18 INCHES FROM CURB
POLICE 150.00 PARKED WITHIN 15 FEET OF A FIRE HYDRANT
POLICE 100.00 PARKED WITHIN 30 FEET OF A TRAFFIC CONTROL DEVICE
POLICE 85.00 PARKED COMMERCIAL VEHICLE IN RESIDENTIAL AREA
POLICE 85.00 PARKING UNAPPROVED VEHICLE OR TRAILER ON STREET/RIGHT OF WAY
POLICE 168.00 DISPLAY FOR SALE ON VEHICLE ON PUBLIC/PRIVATE PROPERTY
POLICE 168.00 PARK ON PUBLIC OR PRIVATE PROPERTY- MAINTAIN OR REPAIR PROHIBITED
POLICE 85.00 PARKED ON GRASS
POLICE 150.00 PARKING OR STOPPING ON A SIDEWALK
POLICE 207.00 PASSENGER INTERFERE WITH DRIVERS VIEW OR CONTROL
POLICE 121.00 MOTORCYCLE PASSENGER WITHOUT APPROVED HEAS GEAR
POLICE 255.00 PASSING IN A NO PASING ZONE DISREGARD NO PASSING ZONE
POLICE 20.00 DOWNTOWN PARKING ZONE- FIRST OFFENSE AFTER WARNING
POLICE 35.00 DOWNTOWN PARKING ZONE- SCOND VIOLATION
POLICE 50.00 DOWNTOWN PARKING ZONE- THIRD AND/OR MORE OFFENSE AFTER WARNING
POLICE 261.00 PERMIT AN UNLICENSED OPERATOR TO DRIVE
POLICE 207.00 RAN RED LIGHT
POLICE 207.00 RAN STOP SIGN
POLICE 104.10 SPEEDING
POLICE 104.10 SPEEDING/WORKERS PRESENT
POLICE 129.10 SPEEDING IN A SCHOOL ZONE
POLICE 129.10 SPEEDING IN A SCHOOL ZONE WITHOUT FLASHING LIGHTS
POLICE 129.10 FAIL TO SET EMERGENCY BRAKE WHEN PARKING
POLICE 153.00 STOPPED IN ROADWAY /OBSTRUCTING TRAFFIC
POLICE 221.00 TAMPERING WITH BARRICADE
POLICE 207.00 TAIL LAMPS IMPROPERLY LOCATED
POLICE 207.00 TAIL LAMPS REQUIRED
POLICE 207.00 TOO MANY AUXILLARY DRIVING LAMPS
POLICE 256.00 PERMIT/OPERATE VEHICLE WITH IMPROPER EQUIPMENT
POLICE 207.00 TURNED FROM WRONG LANE
POLICE 207.00 DROVE ONTO/FROM CONTROLLED ACCESS HIGHWAY WHERE PROHIBITED/CROSSOVER MEDIAN
POLICE 207.00 TURNED RIGHT TOO WIDE
POLICE 207.00 TURNED WHEN UNSAFE
POLICE 207.00 UNAPPROVED SAFETY GLAZE
POLICE 207.00 USE OF CERTAIN VIDEO EQUIPMENT AND TELEVISION RECEIVERS
POLICE 321.00 UNATTENDED CHILD IN VEHICLE
POLICE 207.00 UNATENDED MOTOR VEHICLE
POLICE 207.00 UNAUTHORIZED USE OF FLASHING RED LIGHTS
POLICE 207.00 UNNECESSARY USE OF HORN
POLICE 207.00 BACKED SO AS TO INTERFERE WITHOUT SAFETY
POLICE 207.00 CHANGED LANE WHEN UNSAFE (UNSAFE LANE CHANGE)
POLICE 207.00 UNSAFE SPEED
POLICE 207.00 UNSAFE START FROM PARKED, STOPPED, OR STANDING POSITION
POLICE 154.00 NO SEAT BELT (AGE 15-16) PERSONALLY CITED
POLICE 154.00 NO SEAT BELT- DRIVER (17 AND OVER)
POLICE 154.00 NO SEAT BELT- PASSENGER (17 AND OVER)
POLICE 154.00 NO CHILD SAFETY SEAT (UNDER AGE 8 AND 4'9")
POLICE 207.00 NO SEATBELT (8-18 YEARS OLD) DRIVER CITED (UNDER 8 YEARS OLD BUT OVER 4'9")
POLICE 172.00 VIOLATE DRIVERS LICENSE RESTRICTION CODE A
POLICE 172.00 VIOLATE DRIVERS LICENSE RESTRICTION CODE B
POLICE 172.00 VIOLATE DRIVERS LICENSE RESTRICTION CODE C
POLICE 172.00 VIOLATE DRIVERS LICENSE RESTRICTION CODE D EXCEED 45 MPH
POLICE 172.00 VIOLATE DRIVERS LICENSE RESTRICTION BACK AND FORTH TO SCHOOL
POLICE 222.00 VIOLATE INSTRUCTION PERMIT REQUIREMENTS
POLICE 255.00 VIOLATE DRIVERS LICENSE RESTRICTION 18 YEARS OR OLDER IN FRONT SEAT/OPERATE SOTOR VEHICLE BY PERSON LES THAN 18 YEARS OF AGE
POLICE 172.00 VIOLATE DRIVERS LICENSE RESTRICTION CODE G
POLICE 172.00 VIOLATE DRIVERS LICENSE RESTRICTION CODE P
POLICE 172.00 VIOLATE DRIVERS LICENSE RESTRICTION CODE J
POLICE 207.00 SLOWER VEHICLE FAILED TO KEEP RIGHT
POLICE 225.00 WRONG SIDE ROAD- NO PASSING ZONE
POLICE 100.00 PARKING IMPROPER OR UNLAWFULLY
POLICE 216.00 LIVESTOCK WITHIN 200 FEET OF PRIVATE DWELLING
382
POLICE 321.00 DISORDERLY CONDUCT- ABUSIVE LANGUAGE
POLICE 321.00 DISORDERLY CONDUCT- UNREASONABLE ODOR
POLICE 321.00 DISORDERLY CONDUCT- FIGHTING
POLICE 321.00 DISRUPTION OF CLASS
POLICE 321.00 DISRUPTION OF TRANSPORTATION
POLICE 376.00 CRIMINAL TRESSPAS ON SCHOOL GROUNDS
POLICE 222.00 FRATERNITIES, SORORITIES, SECRET SOCIETIES, AND GANGS
POLICE 392.00 SALE OF CIGARETTES OR TOBACCO TO A MINOR
POLICE 471.00 ASSAULT BY CONTACT
POLICE 421.00 ASSAULT BY THREAT
POLICE 321.00 DISORDERLY CONDUCT/THREATEN ANOTHER IN PUBLIC PLACE
POLICE 566.00 DANGEROUS DOG
POLICE 566.00 DANGEROUS ANIMAL
POLICE 414.00 PROHIBITED ANIMALS
POLICE 566.00 AGGRESSIVE DOG VIOLATION
POLICE 566.00 VIOLATE REQUIREMENTS FOR ANGEROUS DOG
POLICE 314.00 VIOLATION OF REQUIREMENTS FOR OWNER OF DANGEROUS DOG
POLICE 171.00 VIOLATE GLASS BOTTLE ORDINANCE
POLICE 171.00 GOLF DRIVING RANGE VIOLATION
POLICE 566.00 VIOLATION OF REQUIREMENTS FOR OWNER OF AGGRESSIVE DOG
POLICE 66.00 VIOLATION OF REQUIREMENTS FOR OWNER OF AGGRESSIVE DOG
POLICE 216.00 BARKING OR DISRUPTIVE ANIMAL
POLICE 371.00 BURNING TRASH/REFUSE WITHIN CITY LIMITS
POLICE 221.00 OPEN BURNING IN CITY
POLICE 321.00 CRIMINAL MISCHIEF
POLICE 321.00 DISPLAY OF OBCENE MATERIALS
POLICE 219.00 INTERFERANCE WITH RAILROAD PROPERTY
POLICE 271.00 ILLEGAL DUMPING
POLICE 276.00 LITTERING
POLICE 221.00 DISCHARGE OF BB GUN IN CITY LIMITS
POLICE 371.00 DISCHARGE FIREARM IN CITY LIMITS
POLICE 221.00 DISCHARGE OF FIREWORKS IN CITY LIMITS
POLICE 221.00 POSESSION OF FIREWORKS WITHIN CITY LIMITS
POLICE 321.00 GAMBLING
POLICE 321.00 DISORDERLY CONDUCT- DISPLAY FIREARM
POLICE 321.00 UNREASONABLE DISTURBANCES- NOISES
POLICE 271.00 SMOKING TOBACCO IN A FACILITY OF A PUBLIC PRIMARY OR SECONDARY SCHOOL, ELEVATOR
POLICE 321.00 NOISE ORDINANCE VIOLATION (SOUND)
POLICE 321.00 DISORDERLY CONDUCT- UNREASONABLE NOISE
POLICE 321.00 MINOR CONSUMING ALCOHOL
POLICE 321.00 MINOR IN POSESSION OF ALCOHOL
POLICE 277.00 ATTEMPT TO PURCHASE ALCOHOL BY A MINOR
POLICE 271.00 TOBACCO USE BY MINORS/ POSESSION, PURCHASE, CONSUMPTION
POLICE 421.00 MINOR CONSUMING ALCOHOL- 2nd OFFENCE
POLICE 421.00 MINOR IN POSESSION OF ALCOHOL- 2nd OFFENCE
POLICE 271.00 FALSLY REPRESENTING SELF TO OBTAIN POSESSION OF/PURCHASE/TOBACCO PRODUCTS
POLICE 271.00 MISREPRESENTATION OF AGE BY A MINOR
POLICE 166.00 PLANT OR HEDGE HEIGHT LIMIT VIOLATION
POLICE 266.00 NUISANCE ANIMAL(S) CREATING HEALTH HAZARDS (ODORS)
POLICE 266.00 NUISNCE ANIMAL- HAZARD TO GENERAL HEALTH, SAFETY, AND WELFARE
POLICE 321.00 DISORDERLY CONDUCT/OFFENSIVE GESTURE
POLICE 321.00 POSESSION OF INTOXICANTS ON PUBLIC SCHOOL GROUNDS
POLICE 321.00 POSESSION OF DRUG PARAPHERNALIA
POLICE 321.00 CONSUMPTION OF ALCOHOLIC BEVERAGES NEAR SCHOOL
POLICE 321.00 PUBLIC INTOXICATION
POLICE 271.00 CONSUME ALCOHOL ON/OFF LICENSE PREMISIS
POLICE 321.00 CONSUMING ALCOHOL DURING PROHIBITED HOURS
POLICE 322.00 OPEN CONTAINER IN A MOTOR VEHICLE
POLICE 374.00 DRIVING UNDER THE INFLUENCE OF ALCOHOL BY A MINOR
POLICE 321.00 RECKLESS DAMAGE
POLICE 474.00 DRIVING UNDER THE INFLUENCE OF ALCOHOL BY A MINOR- 2nd OFFENSE
POLICE 321.00 DWLI- DRIVING WHILE LICENSE INVALID
POLICE 321.00 SEXTING- ELECTRONIC TRANSMISSION OF CERTAINVISUAL MATERIALS VIOLATION
POLICE 321.00 DISORDERLY CONDUCT/INDECENT EXPOSURE AND URINATE
POLICE 200.00 SOLICITATION BY PEDESTRIAN
POLICE 271.00 SOLICIT AFTER DARK
POLICE 216.00 VIOLATION OF IMPC 304.9 OVERHANG EXTENSIONS
POLICE 266.00 VIOLATION O FIMPC 304.10 STAIRWAYS, DECKS, PORCHES AND BALCONIES
POLICE 271.00 VIOLATION OF CORPS RULES
POLICE 266.00 HANDRAILS ANG GUARDRAILS VIOLATION
POLICE 271.00 SOLICIT WITHOUT A PERMIT
POLICE 221.00 PANHANDLING IN ROADWAY
POLICE 271.00 SLEEPING IN PUBLIC
POLICE 216.00 ACCUMULATION OF STAGNANT WATER
POLICE 235.00 NO PUBLIC ACCESS TO CITY PARK- ORDINABCE VIOLATION
POLICE 191.00 APANDONMENT OD A NONCONFORMING SIGN
POLICE 191.00 ABANDONED SIGNS
POLICE 276.00 LITTERING VIOLATION OF CITY ORDINANCE
POLICE 271.00 THEFT OF SERVICE/ GAS
POLICE 266.00 GARBAGE COLLECTION AND CHARGES MANDITORY
POLICE 271.00 THEFT OR TAMPERING WITH MULTICHANNEL VIDEO OR INFORMATION SERVICES
POLICE 191.00 UDC/TEMPORARY SIGNS PROHIBITED WITHOUT SIGN PERMIT
383
POLICE 266.00 CITY ORDINANCE VIOLATION/NUISANCE DECLARED
POLICE 171.00 OBSTRUCTION OF RIGHT OF WAY
POLICE 271.00 ATTEMPTED THEFT
POLICE 216.00 WEED ABATEMENT
POLICE 416.00 WEEDS AND RUBBISH OVERGROWN
POLICE 291.00 ACCUMULATION OF CARRION, FILTH, ETC
POLICE 566.00 SEWAGE DISPOSAL
POLICE 316.00 SIGN VIOLATION
POLICE 191.00 BANNER VIOLATION
POLICE 497.00 DANGEROUS BUILDINGS
POLICE 191.00 PROHIBITED ROOF SIGNS
POLICE 191.00 PROHIBITED SIGNS/STREAMERS
POLICE 191.00 PROHIBITED SIGNS/FLAGS,FLAG POLES
POLICE 191.00 SIGN VIOLATION ON RESIDENTIAL PROPERTY
POLICE 271.00 JUMP/DIVE OR CAUSING ONE TO; FROM CLIFFS AT BLUE HOLE
POLICE 266.00 VIOLATE ZONING ORDINANCE/COMMERCIAL ZONING ORDINANCE
POLICE 266.00 VIOLATE ZONING ORDINANCE/OPEN ACCESS POINT
POLICE 266.00 VIOLATE ZONING ORDINANCE/ WITHOUT DRAINAGE
POLICE 271.00 OBSTRUCTION OF FIRE HYDRANT
POLICE 266.00 VIOLATE ZONING ORDINANCE/ 2nd BUISNESS
POLICE 217.00 STREET NAMING AND SIGHT ADDERSSING
POLICE 291.00 VIOLATION OF SIGN STANDARDS
POLICE 266.00 VIOLATION OF IMPC 304.7
POLICE 266.00 VIOLATE SINGLE FAMILY DWELLING
POLICE 266.00 VIOLATION OF IPMC-304.2-PROTECTIVE TREATMENT
POLICE 266.00 VIOLATION OF IPMC- ACCESSORY STRUCTURES 302.7
POLICE 266.00 VIOLATE ZONING ORDINANCE
POLICE 271.00 SKATING ON SIDEWALK
POLICE 173.00 ABATEMENT OF CUT GRASS AND PICK UP TRASH
POLICE 216.00 VIOLATION OF IPMC 304.15 DOORS
POLICE 266.00 VIOLATION OF IPMC 304.6 EXTERIOR WALLS
POLICE 266.00 VIOLATION OF IPMC- SECTION 304 EXTERIOR STRUCTURE
POLICE 271.00 VIOLATION OF MOTORIZED VEHICLE ORDINANCE
POLICE 266.00 JUNKED MOTOR VEHICLES- VIOLATION OF CITY ORDINANCE
POLICE 266.00 VIOLATION OF IPMC 304.13- WINDOW, SKYLIGHT, AND DOOR FRAMES
POLICE 566.00 VIOLATION OF IPMC 301.3- VACANT STRUCTURE
POLICE 266.00 VIOLATION OF IPMC 304.3/VIOLATION OF EXTERIOR STRUCTURE
POLICE 216.00 OPEN STORAGE/VIOLATION OF CITY ORDINANCE
POLICE 266.00 CARE OF PREMISIS/NUISANCES/VIOLATE CITY CODE
POLICE 168.00 CITY ORDINANCE VIOLATION/PERMIT REQUIRED
POLICE 266.00 UNIFORM FIRE CODE/CERTIFICAT OF OCCUPANCY
POLICE 118.00 PEDESTRIAN AND VEHICLE CIRCULATION
POLICE 191.00 UDC- VIOLATION OF STREET LIGHTS
POLICE 191.00 UDC/VIOLATION OF CERTIFICATE OF DESIGN COMPLIANCE
POLICE 316.00 INTERNATIONAL BUILDING CODE SECTION 111.CERTIFICATE OF OCCUPANCY
POLICE 222.00 VIOLATE CONSTRUCTION TRAFFFIC
POLICE 266.00 VIOLATE RESIDENTIAL CODE/ADDITION WITH OUT PERMIT
POLICE 191.00 UDC VIOLATION/ SIGNS ALONG STREETS, PUBLIC WAYS OR RAILIOAD
POLICE 266.00 VIOLATION OF RESIDENTIAL CODE
POLICE 316.00 STOP WORK ORDER VIOLATION
POLICE 191.00 PRESERVATION OF NATURAL FEATURES AND TREES
POLICE 191.00 UDC /VIOLATION OF STORMWATER PERMIT
POLICE 116.00 VIOLATION OF GARBAGE REMOVAL/CONTAINER
POLICE 316.00 APPROVAL REQUIRED OF BUILDING OFFICIAL
POLICE 316.00 INSPECTION REQUIRED
POLICE 266.00 VIOLATION OF IPMC 304.15 FOUNDATION WALLS
POLICE 371.00 DISORDERLY CONDUCT/ WINDOW PEEPING
POLICE 191.00 UDC/VIOLATION OF APPROVED SITE PLAN CHANGES OR REVISIONS CHAPTER 13
POLICE 191.00 UDC/VIOLATION OF SCREENING
POLICE 191.00 LICENSE TO ENCRACH VIOLATION
POLICE 168.00 ALARM REGISTRATION REQUIRED
POLICE 266.00 VIOLATION OF IPMC- ELECTRICAL EQUIPMENT
POLICE 191.00 SIGN PERMIT REQUIRED
POLICE 191.00 SIGNS PROHIBITED
POLICE 266.00 FIXTURES REQUIRED TO BE IN FUNCTIONAL CONDITION
POLICE 266.00 GREASE TRAPS AND INTERCEPTORS REQUIRED- INTERNATIONAL PLUMBING CODE
POLICE 191.00 FENCE PERMIT REQUIRED
POLICE 71.00 THEFT LESS THAN $100
POLICE 266.00 VIOLATION OF IPMC-SECTION 304 INSECT SCREENS
POLICE 266.00 VIOLATION OF IPMC 302.1 SANITATION
POLICE 266.00 VIOLATION OF IPMC 302.2 GRADING AND DRAINAGE
POLICE 266.00 VIOLATION OF IPMC 501.2
POLICE 266.00 VIOLATION OF IPMC 506.2
POLICE 566.00 VIOLATION OF IPMC 301.2
POLICE 66.00 VALID PERMIIT REQUIRED
POLICE 266.00 VIOLATE RESIDENTIAL DWELLING AND USES
POLICE 71.00 TRESSPASS BY LICENSE HOLDER WITH CONCEALED HANDGUN
POLICE 221.00 TRESSPASS BY LICENSE HOLDER WITH OPENLY CARRIED HANDGUN
POLICE 66.00 SITE PLAN REQUIRED
POLICE 66.00 SITE RELATED CONSTRUCTION PLANS REQUIRED
POLICE 316.00 SPECIAL USE PERMIT / SPECIAL PERMIT VIOLATION
POLICE 266.00 VIOLATION OF IPMC 304.13.2 OPENABLE WINDOWS
384
POLICE 416.00 WEEDS AND OBJECTIONABLE OR UNSIGHTLY VEGITATION PROHIBITED
POLICE 66.00 VIOLATE LIGHTING REQUIREMENTS
POLICE 266.00 PERMIT REQUIRED- ACCESSORY STRUCTURE, GARAGES, CARPORTS
POLICE 266.00 VIOLATION OF IPMC SECTION 304.1 GENERAL EXTERIOR OF A STRUCTURE
POLICE 266.00 VIOLATION OF IPMC SECTION 304.4 STRUCTURAL MEMBERS
POLICE 100.00 PARKED OVER 18 INCHES FROM CURB
POLICE 571.00 ASSAULT BY CONTACT- FAMILY VIOLENCE
POLICE 299.00 VPTA- VIOLATE PROMISE TO APPEAR
STORMWATER *BASED ON
CALCULATION DRAINAGE FEE
TRANSPORTATION 2.00 GOGEO
TRANSPORTATION 1.00 GOGEO
TRANSPORTATION 30.00 GOGEO
385