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FY2020 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